2016 Budget Approved Operating Budget

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1 2016 Budget 2016 Approved Operating Budget

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3 Table of Contents 2016 Approved Operating Budget Budget Overview Customer Relations & Citizen Representation Introduction 3 Council and Citizen Committee List of Services Service Burlington 8 Internal Support & Administration Business Cases Information Technology Summary of Business Cases 11 Financial Management Business Cases 16 Human Resources Corporate Management Public Safety Communications Fire Protection 55 Corporate Legal Animal Control 62 Asset Management By law Enforcement 71 Geographic Information & Mapping Emergency Management 77 Internal Audit Fleet Management Maintenance Roadway and Sidewalk Maintenance 89 Mayor & Council Parks and Open Space Maintenance 96 Office of the Mayor Winter Maintenance 102 Office of the Councillors Tree Management 108 Surface Water Drainage 115 Corporate Expenditures & Revenues Environment and Energy 124 Corporate Expenditures & Revenues Cemetery 132 Local Boards & Other Agencies Roads & Transportation Local Boards & Other Agencies Summary Transit 139 Burlington Public Library Traffic Operations Management 146 Museums of Burlington Roads and Structures Design & Construction 153 Art Gallery of Burlington Transportation Network Planning 160 Burlington Performing Arts Center Parking 169 Tourism Burlington Burlington Economic Development Corporation Leisure Halton Court Services Recreation 179 Organized Sport Support 188 Additional Analysis Arts and Culture 195 Summary of Human Resources Costs & Benefits Summary of Full Time Equivalents Design & Build Tax Rate Calculations Community Design and Development Facilities & Buildings Design & Construction Planning Policy Parks and Open Space Design & Development Building Code Permits & Inspection Table of Contents

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5 2016 Budget 2016 Budget Overview 2016 Approved Operating Budget 2016 Budget Overview

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7 INTRODUCTION As part of our efforts to keep Burlington one of the best places to live in Canada, the City is making major changes to the way it plans for, delivers and monitors the services provided to the community. Governments are increasingly being called upon to make difficult decisions among competing priorities and to deliver and demonstrate value in the services they provide. The aim of the changes underway is to have the City operate more like a business, with the resident or customer at the centre of the City s service delivery process. The bottom line is to ensure that Burlington residents get the services they need and want, as well as getting value for the tax dollars invested delivering those services. The 2016 Budget marks the second year the City of Burlington will be presenting a service based budget. In prior years the City s budgets have been presented in a traditional departmental structure. This year s budget focuses on the services delivered to residents rather than operational departments. Under a service based approach, the emphasis is on resource allocation based on the goals and objectives to be achieved by the service being delivered. The Business Plan is a public document that outlines what service the city is providing, why we need to do it and how much it costs. SERVICE BUSINESS PLANS The City of Burlington has multiple lines of business. For business planning purposes, they are organized into 47 distinct services. Of these, 24 services are delivered directly to the public, 13 are internally focused support services and 10 are managed externally by distinct governance structures but receive a portion of their funding from the city. For each of the city s pubic and internal services, the service owner has reviewed their business plan and modified it, where appropriate, with the objective of laying out information in a transparent manner to allow Council and the public the opportunity to understand the service being delivered as well as the investment being made. The business plans ultimately provide more depth and context about each service the City delivers, highlights where investments are being made and helps the public learn more about services that they may not be as familiar with. Overall the goal is to ensure citizens are getting good value for their city tax dollar. Budget Overview Page 3 of 416

8 THE STRUCTURE OF THE SERVICE BUSINESS PLANS The business plans are prepared using the Results Based Accountability (RBA) methodology, as presented in the book Trying Hard Is Not Good Enough." by Mark Friedman. A key component of RBA is the development of performance targets to track and measure specific results for each service area and how well services are meeting corporate strategic goals and objectives. Each service business plan includes a description of the current service being delivered, recent continuous improvements made in the delivery of the service, emerging opportunities and anticipated risks for future service delivery, the objectives of the service over the next 4 years and the performance measures used to track the efficiency and effectiveness of service delivery. The performance measures ask the following questions: How much did we do? How well did we do it? Is anyone better off? The answers to these questions document the amount of service provided, how efficiently the service has been delivered, and the effectiveness and value of the service. SUMMARY OF CITY SERVICES The chart below illustrates where the City invests the revenue it receives from property taxes into the categories of services provided. Corporate Expenses/ Revenues 23% Local Boards and Other Agencies 9% Mayor and Council 1% Internal Support and Admin. Customer 12% Relations and Citizen Representation 1% Leisure 7% Design and Build 2% Public Safety 20% Maintenance 15% Roads and Transportation 10% Budget Overview Page 4 of 416

9 BUSINESS CASES In addition to the business plan, a service owner may complete a business case to outline any approved changes to the delivery of their service. These changes may include recommendations to increase or decrease the level of service provided or to request one-time funding for specific initiatives. The approved 2016 Operating Budget includes: 14 City business cases with a net tax funding request of $424,470 (0.30% tax impact) 2 Local Board business cases with a net tax funding request of $188,300 (0.13% tax impact) A BALANCED BUDGET The City continues to maintain a balanced budget on an ongoing basis. By this we mean total operating expenditures equal total operating revenues, including the net tax levy. By maintaining a balanced budget and a reasonable level of reserves and reserve funds, as well as pursuing alternate sources of revenue, the City continues to be fiscally responsive. At the same time, services are encouraged to improve business practices and accountability. Therefore, cost effective and efficient delivery of service is an integral element of service business plans BUDGET SUMMARY The approved 2016 Budget has been developed to provide services in the most cost effective manner. It considers the cost pressures to deliver services that meet the service demands of the community, balanced against reasonable tax increases and user fees. The approved budget results in a net tax levy of $146,119,341 (includes the $4.8 million levy for the Joseph Brant Hospital redevelopment project). This budget delivers a base budget increase aligned with inflation as per the objectives of the long term financial plan, providing Burlington residents with Competitive Property Taxes. The city s base budget to maintain services results in a 1.28% tax increase which is in line with the three year rolling average of the Toronto Consumer Price Index. This budget continues Council s practice of an increase to address infrastructure renewal based on the city s asset management plan. Additionally Council approved an increase in tax supported debt to specifically address immediate road infrastructure renewal needs. This brings the tax increase to 2.72% Business cases to adjust city service delivery bring the increase to 3.01% Local Boards and Committee business cases bring the tax increase to 3.14% Combined with the Region of Halton increase and the Boards of Education, the overall increase is 2.01% or $17.10 per $100,000 of Current Value Assessment*. *2015 CVA, residential urban property Budget Overview Page 5 of 416

10 The following table provides a breakdown of the approved 2016 tax increase: BASE BUDGET *Figures may not add due to rounding 2016 Budget Tax Impact Base Budget $3, % Capital Infrastructure and debt charges $2, % Cumulative Impact ($ / %) $5, % BUSINESS CASES Expanded/New Business City $ % Local Board & Committee requests $ % Cumulative Impact ($ / %) $6, % Overall Tax Impact (City, Region, 2.01% Education) YOUR TAX DOLLAR The City of Burlington collects taxes for the city, Halton Region and the Halton District School Boards. For each approved 2016 residential dollar collected approximately 43% goes to the city, 36% goes to the Region of Halton and 21% goes to the Halton District School Boards. City of Burlington 42.6% Boards of Education 21.5% Region of Halton 35.9% Budget Overview Page 6 of 416

11 KEY OPERATING BUDGET DATES The following meetings ocurred for the review and approval of the 2016 Operating Budget: Key Dates November 17, 2015 January 5, 2016 January 14, 2016 January 19, 2016 January 20, 2016 January 25, 2016 Operating Budget Community & Corporate Services Committee Meeting Overview and Review: 2016 Approved Operating Budget Council Information Session Operating Budget Public Information Evening Tansley Woods Community Centre 7:00-9:00 pm Community & Corporate Services Delegations 2016 Approved Operating Budget Community & Corporate Services Committee Review & Approval: 2016 Approved Operating Budget Council Approval: 2016 Operating Budget Budget Overview Page 7 of 416

12 List of Services The service business plans included in this document represent services provided by the City and are categorized as follows: Public Safety Maintenance Roads and Transportation Leisure Design and Build Customer Relations and Citizen Representation Internal Support and Administration Fire Protection Animal Control By-law Enforcement Emergency Management Roadway and Sidewalk Maintenance Parks and Open Space Maintenance Winter Maintenance Tree Management Surface Water Drainage Environment and Energy Cemetery Transit Traffic Operations Management Roads and Structures - Design and Construction Transportation Network Planning Parking Recreation Organized Sport Support Arts and Culture Community Design and Development Review Facilities and Buildings-Design and Construction Planning Policy Parks and Open Space-Design and Development Building Code Permits and Inspection Council and Citizen Committee Service Burlington Information Technology Financial Management Human Resources Corporate Management Communications Corporate Legal Geographic Information and Mapping Asset Management Internal Audit Fleet Management Budget Overview Page 8 of 416

13 2016 Budget 2016 Business Cases 2016 Approved Operating Budget 2016 Business Cases

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15 City of Burlington 2016 Approved Operating Budget Summary of 2016 Business Cases Business Case # Service 2016 Approved Cost 2016 One-time** Funding 2016 On-going Funding 2016 Tax Impact FTE Impact * 2016 Budget Before Business Cases: $ 5,468, % 1,128.8 Approved City Business Cases Project related work Information Technology Enterprise Systems Enhancements Project Staffing $ 209,350 $ (209,350) CAP $ - 1 C As planned, an additional contract position is required to support the first phase of recommendations associated with the ERP Strategic Review. The contract staff position is tied to the Enterprise Systems Enhancement (ESE) capital budget submission for This position will be assisting specifically with the implementation of a reporting and analytics tool (business intelligence) Council & Citizen Committee Agenda Management Solution Project $ 56,000 $ (56,000) CAP $ C The replacement of the agenda management solution will focus on the acquisition and implementation of a new electronic meeting management system as a result of the existing system no longer being supported Financial Management Operating Budget Tool Implimentation $ 60,400 $ (60,400) TRSRF $ C This is a one-time funding request to support the implementation of Questica Budget as a corporate tool for Operating Budget development and reporting Planning Policy Intensification Study and Plan $ 300,000 $ (300,000) TRSRF $ - - The Intensification Study and Plan will update the vision for the future growth of Burlington to assist Council in land use, infrastructure planning and growth management decisions. Business Cases Page 11 of 416

16 City of Burlington Summary of 2016 Business Cases 2016 Approved Operating Budget Business Case # Service 2016 Approved Cost 2016 One-time** Funding 2016 On-going Funding 2016 Tax Impact FTE Impact * Recreation Parks and Recreation Information System Management $ 240,761 $ (240,761) TRSRF $ C This business case is to request a seconded team to assist with the implementation of a new Registration and Scheduling software for the parks and recreation department. Total Project Related Work $ 866,511 $ (866,511) $ - 0% 5.8 Community Engagement Information Technology Corporate A/V Management - Part-time Specialist $ 41,440 $ (2,200) TRSRF $ 39, PT The City is looking to hire a part-time A/V specialist (3 days per week) to improve the way audio / visual and webcasting is managed corporately. ITS is looking to add the necessary capacity and expertise to assume responsibility for Council Chambers technology and to effectively manage and support A/V technologies throughout the corporation Communications City Talk Reduction of Issues $ (46,000) $ - $ (46,000) - Reduce the number of issues of City Talk from 3 issues per year to 2 issues per year, Spring/Summer; Fall/Winter starting in Corporate Management Community Investment Initiative $ 50,000 $ - $ 50,000 - The purpose of this business case is to request funds to support a community investment initiative. Business Cases Page 12 of 416

17 City of Burlington Summary of 2016 Business Cases 2016 Approved Operating Budget Business Case # Service 2016 Approved Cost 2016 One-time** Funding 2016 On-going Funding 2016 Tax Impact FTE Impact * Arts and Culture Canada 150th Celebrations $ 100,000 $ (100,000) TRSRF $ PTC Additional resources will be required in 2016 to support the planning of the Canada 150 celebrations. An event coordinator will be required as well costs related to promotional campaigns and materials, advertising, community meetings and other miscellaneous expenses Arts and Culture Ward-Specific Events $ 30,000 $ - $ 30,000 - Provide ongoing funding to support ward-specific events. Total Community Engagement $ 175,440 $ (102,200) $ 73, % 1.3 Response to Staff Direction By-law Enforcement Bylaw Enforcement Service Enhancement $ 35,000 $ - $ 35,000 - Enhance the response of by-law enforcement officers by retaining an answering service to take complaints after hours and on weekends. Total Response to Staff Direction $ 35,000 $ - $ 35, % - Climate Change Surface Water Drainage Storm Water Maintenance $ 100,000 $ - $ 100,000 - The reintroduction of a rural ditching and culvert replacement program to improve public safety and reduce the risk of flooding damage to public and private property by reestablishing appropriate drainage channels. Business Cases Page 13 of 416

18 City of Burlington Summary of 2016 Business Cases 2016 Approved Operating Budget Business Case # Service 2016 Approved Cost 2016 One-time ** Funding 2016 On-going Funding 2016 Tax Impact FTE Impact * Surface Water Drainage Stormwater Technician $ 83,900 $ - $ 83,900 1 FT Reestablish a full time Stormwater Technician position who is dedicated to stormwater works including responding to lot grading and drainage concerns Winter Maintenance Increased Levels of Service for Winter Maintenance $ 132,330 $ - $ 132,330 2 FT This business case includes additional resources for winter maintenance that were approved in the spring It also includes a five year plan for increasing sidewalk winter maintenance levels of service to improve safety and pedestrian mobility, reduce liability and slip & fall claims, and improve resident satisfaction PT Total Climate Change $ 316,230 $ - $ 316, % 1.70 Total Recommended City Business Cases $ 1,393,181 $ (968,711) $ 424, % 8.8 FTE Base changes (5.8) 2015 vs 2016 FTE change (3) 2016 Total Approved Budget Increase - City Services $ 5,893, % 1, * FT - Full time permanent ** CAP- Capital C - Contract TRSRF - Tax Rate Stabilization Reserve Fund PT- Part time PTC - Part time contract Business Cases Page 14 of 416

19 City of Burlington Summary of 2016 Business Cases 2016 Approved Operating Budget Business Case # Service 2016 Approved Cost 2016 One-time ** Funding 2016 On-going Funding 2016 Tax Impact FTE Impact * Local Boards Business Cases Burlington Performing Arts Center Technician - Performing Arts Centre $ 72,500 $ - $ 72,500 1 FT This position will provide more options for staff scheduling and enable The Centre to maintain the highest levels of customer service Burlington Performing Arts Center Community Engagement $ 115,800 $ - $ 115,800 1 FT Liaise with community user groups to inform the community of our services and available opportunities. More specifically to support rental operations by attracting new clients and retaining existing clients resulting in increased rental revenue and related recovered costs. Total Local Boards Business Cases $ 188,300 $ - $ 188, % Total Approved Budget Increase $ 6,081, % * FT - Full time permanent ** CAP- Capital C - Contract TRSRF - Tax Rate Stabilization Reserve Fund PT- Part time PTC - Part time contract Business Cases Page 15 of 416

20 Business Case - Enterprise Systems Enhancements Project Number: Department: Strategic Direction: Information Technology Service Excellence In Government Business Case Stage: Proposed Budget Purpose Business Case Type Description Report Ref (if applicable) ITS Justification Benefits of Implementation Service Enhancement As planned, an additional contract position is required to support the first phase of recommendations associated with the ERP Strategic Review. The contract staff position is tied to the Enterprise Systems Enhancement (ESE) capital budget submission for This position will be assisting specifically with the implementation of a reporting and analytics tool (business intelligence). The 2013 ERP systems review resulted in a number of recommendations documented by our consultant, Deloitte and endorsed by Council (ITS 01-13) in October Key to the success of these improvements is the ongoing corporate commitment to ensure the necessary resources are identified and made available over the project duration. This includes financial resources, seconded staff members to the core project teams and ensuring department work plans have the capacity for staff to work on these projects. The recommendations have been aligned within two phases. The first phase is focused on resolving some important issues relating to the City s technology infrastructure and is the focus of this business case. The subsequent phase focuses on the replacement of our existing enterprise resource planning (ERP) solutions. The first phase of work will be independent of any future changes to our ERP applications (phase two). The first phase includes the following key deliverables: implementation of upgrades and enhancements where appropriate acquisition and implementation of a middleware solution development and implementation of information management practices acquisition and implementation of a data warehouse and reporting tools (business intelligence) Anticipated benefits of the work associated with the implementation of a data warehouse and reporting tools include: enhanced corporate reporting timelier reporting on performance metrics reduced reliance on spreadsheets self serve capabilities empowering staff to create and manage their own Business Cases Page 16 of 416

21 Business Case - Enterprise Systems Enhancements Project reports ensuring a single source of data is being managed for reporting purposes The ESE work will require a contracted staff team of 5 people over the duration of the program and will result in an ongoing growth of 2 FTE's to the ITS department to manage and support the new solutions implemented. The project manager will be consistent throughout the duration of the project while the other positions will be brought on at the appropriate time. Previously approved positions: ESE Program Manager (3.5 year contract position) who will be responsible for the overall management of the various component projects, corporate engagement and communication, requirements definition and business process management. Middleware Architect (1.5 year contract position) focused on requirement development, acquisition and implementation of a middleware solution 2016 Staffing Request: data / integration architect (1.5 year contract position) focused on the development of a catalogue of reporting elements that can be used by staff when developing or enhancing reports. This role will have a key role in the implementation of the corporate data warehouse Staffing Request: business intelligence architect (1.5 year contract position) focused on the acquisition and implementation of the data warehouse and corporate reporting tool. report developer (1.5 year contract position) focused on the conversion of existing reports to the new tool and building new reports to support the performance metrics needed by the various service business leads Application Analyst (FTE) focused on the ongoing maintenance and support of the corporate middleware solution Consequences / Risks of Not Implementing 2018 Staffing Request: Application Analyst (FTE) focused on the ongoing maintenance and support of the corporate reporting solution Given that the project is in progress, in the event this business case is not approved the following consequences will occur: project will incur significant delays or stop completely inability to overcome existing challenges and inefficiencies identified in the ERP review potential for increased project costs Business Cases Page 17 of 416

22 Options Considered Consulting staff could be considered as an alternative to hiring future contract staff but would result in higher costs to the project. Financial Impact Account Category 2016 Budget 2017 Budget Human Resources $ 168,000 $ 420,200 Operating & Minor Capital $ 3,550 $ 10,650 Purchased Services $ 37,800 $ 77,400 Total $ 209,350 $ 508,250 General Revenues & Recoveries $ 209,350 $ 407,250 Total $ 209,350 $ 407,250 Net Total $ 0 $ 101,000 Human Resource Impact 2016 Budget FTE Impact Full Time / Contract 1.00 Part Time 0.00 Total FTE 1.00 FTE Type FTE Justification One-time / Contract 2016 Approved Operating Budget Business Case - Enterprise Systems Enhancements Project 2016: data / integration architect (Grade 11) for 1.5 years. Focus will be on the development of a catalogue of reporting items that includes data returned and standardized business rules. 2017: business intelligence architect (Grade 11) for 1.5 years. Focus for this contract position will be assisting in the acquisition and implementation of the corporate reporting solution. 2017: report developer (Grade 10) for 1.5 years. Focus for this contract position will be developing reports for corporate and business service use. 2017: Application Analyst (FTE). Focus will be on providing primary support to the new middleware solution. Business Cases Page 18 of 416

23 Number: Approved Operating Budget Business Case - Agenda Management Solution Project Department: Clerks Department Business Case Stage: Proposed Budget Strategic Direction: Vibrant Neighbourhoods Purpose Business Case Type Description Report Ref (if applicable) Justification Benefits of Implementation Consequences / Risks of Not Implementing One-time Request The replacement of the agenda management solution will focus on the acquisition and implementation of a new electronic meeting management system as a result of the existing system no longer being developed. The new system is to be comprised of: a report writing and review mechanism with electronic approval options, automated creation, distribution of agendas (electronic) along with publication to the web, and availability on mobile devices automation of meeting follow-up processes including creation of minutes, resolutions, follow-up correspondence, Video linking of meeting web feed to minutes, secondment of 1 regular full time employee is required to successfully ensure implementation and training of the solution is completed. The secondment of the full time employee assigned to the implementation of the new agenda management solution will result in a successful new solution that will surpass the current solution that is no longer being developed. The new solution will provide for a report review mechanism that will meet necessary timelines, assist in automated notifications, electronic distribution of agendas and minutes with publication to the web and availability on mobile devices. As well, the seconded employee will provide training ensuring that all report author and administrators are comfortable in the new solution. Without this assigned employee working on the implementation of the new agenda management solution, the additional work involved would result in increased workload in the Clerks department. Business Cases Page 19 of 416

24 Financial Impact Account Category 2016 Budget 2017 Budget Human Resources $ 49,600 $ 0 Operating & Minor Capital $ 6,400 $ 0 Total $ 56,000 $ 0 General Revenues & Recoveries $ 56,000 $ 0 Total $ 56,000 $ 0 Net Total $ 0 $ 0 Human Resource Impact 2016 Budget FTE Impact Full Time / Contract 0.50 Part Time 0.00 Total FTE 0.50 FTE Type FTE Justification One-time / Contract 2016 Approved Operating Budget Business Case - Agenda Management Solution Project Contract staff to cover for committee clerk secondment to the agenda management solution project. Contract to assist with committee meeting preparation, citizen committee clerk duties and project work related to citizen committees. Business Cases Page 20 of 416

25 Number: Approved Operating Budget Business Case - Operating Budget Tool Implementation Department: Finance Department Business Case Stage: Proposed Budget Strategic Direction: Excellence In Government Purpose Business Case Type Description Report Ref (if applicable) Justification Benefits of Implementation One-time Request This is a one-time funding request to support the implementation of Questica Budget as a corporate tool for Operating Budget development and reporting. The city has used Questica Budget for the development of the capital budget for many years. Implementation of the Operating Budget module is currently underway with a small number of departments piloting the software. To fully implement the solution for the development of the 2017 Operating Budget, dedicated staff resources are required to: Configure the system to support the development of a service based budget structure Develop custom reports for budget development, budget book preparation and budget monitoring. Complete the development, testing and launch of an interface between Questica Budget and SAP (City s Financial System) Develop and deliver a staff training plan Develop and deliver a communications plan. Consequences / Risks of Not Implementing In addition, this resource would support the conversion of exiting Capital Budget reports from Crystal into SQL reporting as Crystal is no longer supported by the program. Would not be able to roll out Questica operations 2017 budget development to the departments. Would not be able to shorten the budget process which has been approved by Council. Would delay implementation of the Questica Salary Planning Module Options Considered This work could be completed by the vendor however it would result in a much higher hourly rate and the development of in-house expertise in the tool would be lost. Business Cases Page 21 of 416

26 Financial Impact Account Category 2016 Budget 2017 Budget Human Resources $ 50,400 $ 0 Purchased Services $ 10,000 $ 0 Total $ 60,400 $ 0 General Revenues & Recoveries $ 60,400 $ 0 Total $ 60,400 $ 0 Net Total $ 0 $ 0 Human Resource Impact 2016 Budget FTE Impact Full Time / Contract 0.50 Part Time 0.00 Total FTE 0.50 FTE Type FTE Justification One-time / Contract 2016 Approved Operating Budget Business Case - Operating Budget Tool Implementation 6 month contract for an Application Analyst Business Cases Page 22 of 416

27 Business Case - Intensification Study and Plan Number: Department: Strategic Direction: Planning & Building Department Vibrant Neighbourhoods Business Case Stage: Proposed Budget Purpose Business Case Type Description One-time Request The Intensification Study and Plan will update the vision for the future growth of Burlington to assist Council in land use, infrastructure planning and growth management decisions. Report Ref (if applicable) Justification Business Cases Page 23 of 416

28 Business Case - Intensification Study and Plan Benefits of Implementation Growth management is an important objective of the city. As the city approaches build-out with only limited "Greenfield" (undeveloped) lands remaining, intensification within existing "Built-Up" (developed) areas will form the primary type of residential and employment growth. Given the commencement of the Region of Halton's Official Plan Review and related residential and employment growth allocation process, as well as the City's Official Plan Review, the City must undertake research and analysis to assess the existing vision for intensification and assess new opportunities and constraints for intensification throughout the City, develop implementation strategies, and develop a growth monitoring program. This work is a key component to developing a "Made in Burlington" vision and plan to guide Council decision-making into the future. Although the city conducted an intensification study related to the 2008 Official Plan, it is timely to update the study to develop a revised strategy in consideration of: emerging changes to Provincial Plans including land budget methodology as part of the current Provincial Plan Review; the upcoming growth allocation process related to the Region of Halton's Official Plan Review; and findings from the City's Official Plan Review. Consequences / Risks of Not Implementing The scope of the intensification study will: review the 2008 Burlington Intensification Study; identify growth and intensification opportunities and constraints; establish intensification priority areas; develop revised growth projections; identify future community needs, and strategies to address needs including transportation, servicing, community infrastructure, open space and recreation, and affordable housing; establish model urban design guidelines to assist with the redevelopment of intensification areas; identify district energy opportunity sites; identify incentives for encouraging growth in priority intensification areas; include a public and stakeholder communication and engagement program; and revisions to the employment and commercial land budget studies prepared as part of the current Official Plan Review. Without an updated vision for intensification, it will be more difficult to make consistent land use, infrastructure and growth management decision which could result in lost city building opportunities and increase costs to the city. Business Cases Page 24 of 416

29 Business Case - Intensification Study and Plan Financial Impact Account Category 2016 Budget 2017 Budget Purchased Services $ 300,000 $ 0 Total $ 300,000 $ 0 General Revenues & Recoveries $ 300,000 $ 0 Total $ 300,000 $ 0 Net Total $ 0 $ 0 Human Resource Impact 2016 Budget FTE Impact Full Time / Contract 0.00 Part Time 0.00 Total FTE 0.00 FTE Type FTE Justification 2016 Approved Operating Budget Business Cases Page 25 of 416

30 Business Case - Parks & Recreation Information System Mgmt Number: Department: Strategic Direction: Parks & Recreation Department Excellence In Government Business Case Stage: Proposed Budget Purpose Business Case Type Description Report Ref (if applicable) Justification One-time Request This business case is to request a seconded team to assist with the implementation of a new Registration and Scheduling software for the parks and recreation department. Business Cases Page 26 of 416

31 Business Case - Parks & Recreation Information System Mgmt Benefits of Implementation In January 2015, the parks and recreation department began efforts to replace its current registration and scheduling software known as CLASS. The City has operated Class for over 20 years. A comprehensive needs assessment was conducted, an RFP was issued and a front runner vendor was identified; with whom the City wishes to begin implementation in January Over an 18-month timeframe, the project will include major milestones such as: a discovery phase, business process and workflow design, system configurations, data migration, testing, training and launch. CLASS is an integral technology that supports the operation of the culture, recreation and sport services. In 2014, the City managed the following activities in the current software: 48,000 program registrations, of which approximately 50% were completed online 140,000 drop-in admissions 11,000 memberships sold 8,000 contracts/permits, 106 indoor spaces (gyms, pools, arenas, community rooms) and 165 sports fields To guarantee the success of this large-scale technology implementation, a seconded team is being requested. A timely implementation is crucial to allow launch before the current software obsolescence, planned for In addition, dedicated resources will allow for process re-engineering in order to deliver the best customer service as well as to build upon the online enhancements that the e-government program initiated. Lastly, previous project experience illustrates that the success of technology implementations is in large part due to resource availability and this is exactly what this business case is requesting. This business case is requesting the approval of 3 dedicated staff members to the PRISM (Parks and recreation information system management) project. These full-time equivalents will allow for a successful and well executed implementation of the new registration and scheduling software. The main areas of focus of these team members will be: overall project coordination and management, process re-engineering, system configuration, data migration, testing as well as training and documentation. Business Cases Page 27 of 416

32 Business Case - Parks & Recreation Information System Mgmt Consequences / Risks of Not Implementing Without a dedicated project team; the following areas will be impacted: Schedule: without dedicated resources, an implementation will not be possible for 2017 and as such the City would be at risk of using a technology that is no longer supported. Customer service enhancements: without dedicated resources; process reengineering and change management will not be achieved and thus not maximizing the functionality available in the new software. Data Migration: without dedicated resources; data migration from the old software to the new platform, along with data cleansing (over 20 years of data) to ensure information integrity will not be possible and as a result; customers information will not be available through the new platform. Secondly, without a proper data migration implementation; staff will have to continuously reference the old software for historical, audit trails, etc. which will bring about opportunities for errors as well as many inefficiencies Financial Impact Account Category 2016 Budget 2017 Budget Human Resources $ 220,673 $ 109,239 Operating & Minor Capital $ 20,088 $ 0 Total $ 240,761 $ 109,239 General Revenues & Recoveries $ 240,761 $ 109,239 Total $ 240,761 $ 109,239 Net Total $ 0 $ 0 Human Resource Impact 2016 Budget FTE Impact Full Time / Contract 3.75 Part Time 0.00 Total FTE 3.75 FTE Type FTE Justification One-time / Contract The following positions are being requested: Project Manager 18 months (1.5 FTE) (Jan June 2017) Configuration Expert 15 months (1.25 FTE) (April 2016 to June 2017) Training and Documentation Expert 15 months (1.00 FTE) (April 2016 to April 2017) For a total of 4.0 FTE Business Cases Page 28 of 416

33 Business Case - Corporate A/V Management Number: Department: Strategic Direction: Information Technology Service Excellence In Government Business Case Stage: Proposed Budget Purpose Business Case Type Description Service Enhancement The City is looking to hire a part-time A/V specialist (3 days per week) to improve the way audio / visual and webcasting is managed corporately. ITS is looking to add the necessary capacity and expertise to assume responsibility for Council Chambers technology and to effectively manage and support A/V technologies throughout the corporation. Report Ref (if applicable) Justification Benefits of Implementation Consequences / Risks of Not Implementing A/V services have expanded significantly in Council Chambers, corporate meeting rooms and significant enhancements are planned for the Emergency Operation's Centre (EOC). From projectors, TVs and Smartboards in meeting rooms, to wayfinding and event information displays in public areas, to webcasting, to future video conferencing and portable video capture capabilities, A/V has become major growth area in the organization and is largely being managed in an ad-hoc manner. Improved centralized corporate management of A/V technologies to facilitate better integration of services, project coordination, vendor contract and cost management, lifecycle management, problem resolution and continuous improvement. The goal is to, on an on-going basis, improve the capability and reliability of corporate A/V services in cost-effective manner. Corporate A/V can be managed in a more strategic manner to better support the future business goals of the corporation. By continuing the current approach to A/V management we will experience reliability issues, lengthier service outages, poor utilization of investments made in A/V technology, and will miss opportunities to share and enhance services throughout the organization. Business Cases Page 29 of 416

34 Business Case - Corporate A/V Management Options Considered Absorbing the work into existing complement was considered however is not viable. IT Services is challenged with current workload demands and assuming responsibility for corporate wide A/V and Council Chambers technology represents a significant on-going resource impact. ITS staff do not have sufficient skills in this technology area. A/V skills can be learned by tech savvy individuals but it is not part of the standard education or work experience of an IT professional. Acoustics, lighting and the art of videography is not an IT skillset. Maintenance services for Council Chambers technology are currently purchased under time and materials. ITS will assess this approach and related expenditures in 2016 and will consider options to establish an appropriate maintenance budget for Financial Impact Account Category 2016 Budget 2017 Budget Human Resources $ 39,240 $ 0 Operating & Minor Capital $ 2,200 $ 0 Total $ 41,440 $ 0 General Revenues & Recoveries $ 2,200 $ 0 Total $ 2,200 $ 0 Net Total $ 39,240 $ 0 Human Resource Impact 2016 Budget FTE Impact Full Time / Contract 0.00 Part Time 0.50 Total FTE 0.50 FTE Type On-going / Permanent FTE Justification 2016 Approved Operating Budget Business Cases Page 30 of 416

35 Number: Approved Operating Budget Business Case - City Talk Reduction of Issues Department: Clerks Department Business Case Stage: Proposed Budget Strategic Direction: Excellence In Government Purpose Business Case Type Description Report Ref (if applicable) Justification Benefits of Implementation Consequences / Risks of Not Implementing Service Reduction Reduce the number of issues of City Talk from 3 issues per year to 2 issues per year, Spring/Summer; Fall/Winter starting in 2016 Electronic information delivery can allow for more direct engagement. The online version of City Talk will enhance the print version and offer timeliness that is not available with the print version s distribution./ Reducing the printed version of City Talk by one issue a year will save significant staff hours as well as reducing the city s operating budget. City Talk is a vehicle used by members of Council to reach constituents by mail. Reducing the number of issues of City Talk may have a communications impact for some Council members. May not reach certain demographic, including seniors. Options Considered Internal newsletter, FOCUS, went to an online version and continues to be well-read. Many professional publications are going online with their news and information-sharing. We are testing the readership of City Talk to see how many people are familiar with it as a tool for receiving city information. Council members now have electronic newsletters that provide Ward updates. Financial Impact Account Category 2016 Budget 2017 Budget Purchased Services ($ 46,000) $ 0 Total ($ 46,000) $ 0 Net Total ($ 46,000) $ 0 Business Cases Page 31 of 416

36 Business Case - City Talk Reduction of Issues Human Resource Impact 2016 Budget FTE Impact Full Time / Contract 0.00 Part Time 0.00 Total FTE 0.00 FTE Type FTE Justification 2016 Approved Operating Budget Business Cases Page 32 of 416

37 Business Case - Community Investment Initiative Number: Department: Strategic Direction: Community & Corporate Services Admin Vibrant Neighbourhoods Business Case Stage: Proposed Budget Purpose Business Case Type Description Report Ref (if applicable) PR Justification Service Enhancement The purpose of this business case is to request funds to support a community investment initiative. Business Cases Page 33 of 416

38 Business Case - Community Investment Initiative Benefits of Implementation The purpose of the Community Investment Initiative is to inspire people connections in creating unique spaces and/or program opportunities in their neighbourhood. The key to government and community being strong partners is to remove our department-siloed thinking and to focus on whole places and this initiative can be the catalyst for this change. It will support initiatives such as: Neighbourhood rink programs Love my Hood parties Emergency Preparedness Community Gardens Community Matching Fund The 2-year community Matching Fund pilot supports local grassroots action in Neighborhoods. It is a resource available to neighbourhood groups interested in doing projects that address a specific community need and that also build community. Neighbourhood-based groups can apply for and receive funds to carry out neighbourhood-initiated planning, organizing, or improvement projects in partnership with the City of Burlington. The Community Matching Fund dollars are matched by the community s contribution of volunteer labour, donated materials, supplies, services, or cash. Benefits of this initiative include: Improve, build and strengthen Burlington Community Create a greater sense of belonging Foster individual well being and community pride Empower/Entrust citizens to become more actively involved in identifying, pursuing and funding opportunities to strengthen Burlington Community. Build stronger relationships neighbours and community groups. Maximizing tax-based investment (e.g. City invests $1 and the community benefits from $2) Consequences / Risks of Not Implementing City continue to be a service provider that residents demand more services from rather than support the community to work on its own priorities through its own associations Financial Impact Account Category 2016 Budget 2017 Budget Purchased Services $ 50,000 $ 50,000 Total $ 50,000 $ 50,000 Net Total $ 50,000 $ 50,000 Business Cases Page 34 of 416

39 Business Case - Community Investment Initiative Human Resource Impact 2016 Budget FTE Impact Full Time / Contract 0.00 Part Time 0.00 Total FTE 0.00 FTE Type FTE Justification 2016 Approved Operating Budget Business Cases Page 35 of 416

40 Business Case - Canada 150th Celebrations Number: Department: Strategic Direction: Parks & Recreation Department Excellence In Government Business Case Stage: Proposed Budget Purpose Business Case Type Description One-time Request Additional resources will be required in 2016 to support the planning of the Canada 150 celebrations. An event co-ordinator will be required as well costs related to promotional campaigns and materials, advertising, community meetings and other miscellaneous expenses. Report Ref (if applicable) PR Justification Benefits of Implementation Consequences / Risks of Not Implementing To ensure that Burlington stages a memorable celebration program that promotes a high level of participation, community pride, community involvement and attachment to Canada as per the federal government s mission. The additional staff, marketing and promotional support will ensure that all sectors of the community are aware and welcomed to participate including schools, businesses, service clubs, sport and cultural organizations and local neighbourhood groups. The additional funding will allow the City to take a greater leadership role in recruiting and organizing community resources in order to deliver a more co-ordinated and impactful celebration program to the community. The additional funding will support the expansion of the Love My Hood program with operational support, supplies and equipment, and encourage as many neighbourhood parties as possible across the City. This neighbourhood activation initiative supports vibrant neighbourhoods as per the City s Strategic Plan. Additional skilled staff will also improve the City s chances for receiving grants through the Canada 150 Fund through the development of persuasive grant proposals. If additional funding is not approved, the City will be unable to stage an impactful celebration and our chances of securing federal grant money through the Canada 150 Fund may be reduced. As a result residents may leave their own community in order to find better celebration events, and we will lose visitors and tourist dollars to other communities and Regions. Overall the community would be disappointed if the city could not stage a celebration program which matches the city s label as one of the best community s in Canada according to MoneySense Magazine. Also, trying to stretch existing staff resources to stage the Canada 150 celebration will impact workloads and the ability to effectively delivery other initiatives and services. Business Cases Page 36 of 416

41 Options Considered 1. No additional investment for Canada A larger investment in Canada 150 in the amount of $200,000 to $250,000. Financial Impact Account Category 2016 Budget 2017 Budget Human Resources $ 60,440 $ 0 Operating & Minor Capital $ 10,000 $ 0 Purchased Services $ 29,560 $ 0 Total $ 100,000 $ 0 General Revenues & Recoveries $ 100,000 $ 0 Total $ 100,000 $ 0 Net Total $ 0 $ 0 Human Resource Impact Full Time / Contract 2016 Budget FTE Impact Part Time 0.80 Total FTE 0.80 FTE Type FTE Justification One-time / Contract 2016 Approved Operating Budget Business Case - Canada 150th Celebrations A coordinator level position (Grade 9) reporting to the Supervisor of Festival and Events that has the ability to develop innovative event plans, communication strategies, attract partners and sponsors, recruit and manage volunteers, develop budgets, write grant applications and report to senior management and Council on implementation activities. Business Cases Page 37 of 416

42 Business Case - Ward-Specific Events Number: Department: Strategic Direction: Parks & Recreation Department Vibrant Neighbourhoods Business Case Stage: Proposed Budget Purpose Business Case Type Description Report Ref (if applicable) Justification Benefits of Implementation Consequences / Risks of Not Implementing Service Enhancement Provide funding to support ward-specific events. To address staff directions SD-12-15, Direct the Director of Parks and Recreation to develop a policy, inclusive of funding considerations to support local councilors and community with delivering ward focused community events, and in accordance with the Leisure Service Policy and Community Development Policy frame work, staff are proposing a community directed event fund. The community will apply for funds to put towards an event in their ward such as a car-free Sunday. Staff will review and administer the funds based on a set of criteria to be outlined in a forthcoming report on Community Investment. Financial Impact Account Category 2016 Budget 2017 Budget Corp. Expenditures / Provisions $ 30,000 $ 0 Total $ 30,000 $ 0 Net Total $ 30,000 $ 0 Human Resource Impact 2016 Budget FTE Impact Full Time / Contract 0.00 Part Time 0.00 Total FTE 0.00 FTE Type FTE Justification Business Cases Page 38 of 416

43 Business Case - Bylaw Enforcement Service Enhancement Number: Department: Strategic Direction: Planning & Building Department Excellence In Government Business Case Stage: Proposed Budget Purpose Business Case Type Description Report Ref (if applicable) Justification Benefits of Implementation Service Enhancement Enhance the response of by-law enforcement officers by retaining an answering service to take complaints after hours and on weekends. Staff Direction The initial benefit to this change request would be improved customer service. An additional identified benefit is an improved response time as staff will be more readily available to respond to resident by-law complaints. By providing on call service, by law enforcement officers would be available to respond to urgent issues such as construction noise, insecure swimming pool fencing/enclosures, no heat in residential rental units, discarded large appliances, graffiti as well as reported adult entertainment and public vehicles complaints. Many residents are not able to be at home during the day and may request an evening inspection or weekend inspection. Two examples of this would be a tenant in an apartment that is not available during the day, (where the landlord is not providing heat or doing repairs) and the other example would be a new pool installation where the pool company has completed the required work to proceed with the installation of the liner and water on a Saturday and an enforcement officer isn't available to approve the fencing and location until Monday. This leads to frustration on the part of the pool company as well as the property owner. Non emergency requests would be handled during regular business hours. This approach is similar to the service currently provided in Animal Control. Answering service approximately at a cost of $15,000, with on call costs running around $20,000. Staff are investigating the potential to use 311 to provide the call centre service. Request for the addition of two by-law enforcement officers in response to the staff direction to prepare a business case for the 2016 budget on the provision of after hours and weekend bylaw. Currently there are 5 by-law enforcement officers providing enforcement services across six wards. These five officers work Monday to Friday 8 am to 4 pm. Business Cases Page 39 of 416

44 Business Case - Bylaw Enforcement Service Enhancement Consequences / Risks of Not Implementing Increased complaints from the public that there is no by-law enforcement on after 4:30pm and during the weekend when there are noise complaints, licensing complaints, special events complaints and illegal sign complaints. These issues of non compliance sometimes occur outside of our regular service hours. This can and does increase the number of non compliant businesses or property violations due to the fact that there is no available enforcement. The occurrence of by-law contraventions can contribute to the continuation and increase in by-law contraventions, a snowball effect can be the result. There is also a risk of missed priority, negative public perception/customer service as well as possible liability. Options Considered The risk assessment as per the Enterprise Risk Management (ERM) policy for the current service and duties our departments and 5 BEO s provide has been provided and accepted by the City Auditor and now registered. Another approach would be the addition of 2 by law enforcement officers to provide 24/7 service. This will allow inspections (both emergency and non emergency) to take place at all times. This will also provide an increase in customer service as resident and business owners/operators can be present during inspections outside of the regular business hours. This option is more costly than the recommended on call service. Financial Impact Account Category 2016 Budget 2017 Budget Human Resources $ 20,000 $ 0 Purchased Services $ 15,000 $ 0 Total $ 35,000 $ 0 Net Total $ 35,000 $ 0 Human Resource Impact 2016 Budget FTE Impact Full Time / Contract 0.00 Part Time 0.00 Total FTE 0.00 FTE Type FTE Justification Business Cases Page 40 of 416

45 Business Case - Storm Water Maintenance Number: Department: Strategic Direction: Roads & Parks Maintenance Department Vibrant Neighbourhoods Business Case Stage: Proposed Budget Purpose Business Case Type Description Report Ref (if applicable) Justification Service Enhancement The reintroduction of a rural ditching and culvert replacement program to improve public safety and reduce the risk of flooding damage to public and private property by reestablishing appropriate drainage channels. Staff Report CW Business Cases Page 41 of 416

46 Business Case - Storm Water Maintenance Benefits of Implementation The reintroduction of a rural ditching and culvert replacement program, will improve public safety and reduce the risk of flooding damage to public and private property by reestablishing appropriate drainage channels. Removal of trees and vegetative materials from ditches will also reduce the risk of these trees falling and blocking roads, as was the case in December 2013 ice storm. The 2015 Operating budget provided an additional $100,000 per year for storm water maintenance. These funds have been used for debris removal from creeks and the purchase of additional equipment to improve staff's ability to respond to and recover from storm events. Staff report CW provided information on these activities as part of a comprehensive update on the city's response to the August 2014 Flood. The report also advised that RPM was reviewing its funding needs for 2016 and onwards. At this time, there is insufficient data on the rate of debris accumulation available to determine if the current funding level is sustainable and as a result, additional funding for creek debris removal is not being requested. Beginning in late 2016, a biannual creek inspection will be completed. Data from this inspection will be used to supplement existing data to better identify necessary funding levels going forward. Consequences / Risks of Not Implementing However, additional resources are needed to reintroduce a structured rural ditching and culvert replacement program along rural roads in Burlington. Rural ditching involves the removal of soil and vegetative materials from ditches in order to reestablish drainage channels, and the enlarging of some culverts in order to provide sufficient conveyance. Over the past 10 to 20 years, there has been very little rural ditching work completed and as a result, many ditches have been filled in. The first year of the program would include a consultant evaluation and development of a multiyear ditching program. Not implementing this business case will maintain the status quo. Rural ditches in many areas will continue to provided limited, if any, storm water conveyance during storms. This can lead to damages to both public infrastructure and private property. In addition, the trees and other vegetative materials that have grown in the ditches will continue to pose a risk of falling and blocking the roads, if there were to be another severe weather event (e.g. ice storm). Business Cases Page 42 of 416

47 Business Case - Storm Water Maintenance Options Considered There may be an option to perform a portion of the rural ditching program in-house. The alternatives for delivery of the program will be explored through the consultant's development of a multi-year program. Financial Impact Account Category 2016 Budget 2017 Budget Purchased Services $ 100,000 $ 0 Total $ 100,000 $ 0 Net Total $ 100,000 $ 0 Human Resource Impact 2016 Budget FTE Impact Full Time / Contract 0.00 Part Time 0.00 Total FTE 0.00 FTE Type FTE Justification 2016 Approved Operating Budget Business Cases Page 43 of 416

48 Number: Approved Operating Budget Business Case - Stormwater Management Technologist Department: Capital Works Business Case Stage: Proposed Budget Strategic Direction: Vibrant Neighbourhoods Purpose Business Case Type Description Report Ref (if applicable) Justification Benefits of Implementation Consequences / Risks of Not Implementing Service Enhancement Establish an additional full time Stormwater Management Technologist position who is dedicated to stormwater works including responding to lot grading and drainage concerns. CW This position would respond to residential drainage concerns. This position was identified and approved as part of D&I report CW providing an update regarding the Flood Vulnerability, Prioritization and Mitigation Study. Staff has been significantly challenged to respond in a timely manner to drainage issues. Financial Impact Account Category 2016 Budget 2017 Budget Human Resources $ 83,900 $ 0 Total $ 83,900 $ 0 Net Total $ 83,900 $ 0 Human Resource Impact 2016 Budget FTE Impact Full Time / Contract 1.00 Part Time 0.00 Total FTE 1.00 FTE Type FTE Justification On-going / Permanent Stormwater Management Technologist Business Cases Page 44 of 416

49 Business Case - Increase Level of Service - Winter Maintenance Number: Department: Strategic Direction: Roads & Parks Maintenance Department Vibrant Neighbourhoods Business Case Stage: Proposed Budget Purpose Business Case Type Description Report Ref (if applicable) Justification Service Enhancement This business case includes additional resources for winter maintenance that were approved in the spring It also includes a five year plan for increasing sidewalk winter maintenance levels of service to improve safety and pedestrian mobility, reduce liability and slip & fall claims, and improve resident satisfaction. RPM and Council Resolution Business Cases Page 45 of 416

50 Business Case - Increase Level of Service - Winter Maintenance Benefits of Implementation Staff Report RPM-03-15, approved by council in May 2015, amended the recommendation of the report as follow: Approve the following resources to deliver winter maintenance service level enhancements for the 2015/2016 winter season: 1. Additional contracted services, at a cost of $34,600 for snow removal in areas with limited snow storage, such as the Orchard. 2. One additional contracted sidewalk unit, at a cost of $30,000, to allow for completion of plowing of all sidewalks 4 to 5 hours earlier than the current standard of 72 hours following the end of a storm, of up to 30 cm accumulation. 3. Two additional temporary staff for a 4-month period during the winter, at a cost of $27,000, to provide winter maintenance services. This business case has been completed as this budgetary increase occurred outside of the budget process. Contractual arrangements have been made in advance of the 2015/2016 winter season for the additional sidewalk plow and for snow removal. Consequences / Risks of Not Implementing At the May 2015 Development and Infrastructure Committee, staff were asked to review additional future year improvement to levels of service for winter maintenance. Staff recommend a five year program ( ) to further reduce the completion time for sidewalk plowing from 72 hours to 48 hours by introducing one additional contracted unit each year. Active transportation and pedestrian safety are extremely important. In the winter months they are dependent on the city's ability to clear sidewalks in a more timely manner. Staff further recommends that the additional units beginning in 2017 through 2020 be capable of both plowing and salting (currently only provided by in-house sidewalk units). This will improve the service's ability to respond to slippery winter conditions. An additional contracted vehicle (i.e. pick-up truck) will be necessary to accompany the sidewalk units during salting operations, in order to resupply the units on each route. Costs for years 2017 have been included in the Business Case. RPM will continue to provide annual reports to Council after each winter season. These reports will include information on the operational impacts and customer satisfaction of additional resources, if approved. Not implementing these recommendations will maintain the status quo. Business Cases Page 46 of 416

51 Options Considered 2016 Approved Operating Budget Business Case - Increase Level of Service - Winter Maintenance Following the Ice Storm of December 2013, staff prepared a detailed report outlining how the levels of service for sidewalk snow plowing could be significantly improved at one time. The costs to provide this large improvement were found to be too high and were not approved. An incremental approach allows the city to gradually increase funding and insure that routing as each additional unit is added is reviewed annually and optimized. Financial Impact Account Category 2016 Budget 2017 Budget Human Resources $ 66,530 $ 0 Operating & Minor Capital $ 1,200 $ 0 Purchased Services $ 64,600 $ 40,000 Total $ 132,330 $ 40,000 Net Total $ 132,330 $ 40,000 Human Resource Impact 2016 Budget FTE Impact Full Time / Contract 2.00 Part Time (1.31) Total FTE 0.69 FTE Type On-going / Permanent FTE Justification Lastly, RPM is continually challenged with recruiting seasonal staff with the necessary qualifications. This is particularly challenging for winter operations where vehicle licensing and experience requirements are reflected on-street in terms of the effectiveness and efficiency of plowing operations. The department currently maintains several 8 month seasonal positions that encompass the growing season and leaf collection programs annually. In order to ensure the availability of adequately skilled staff both now and for succession planning as senior operators retire, RPM is proposing to converting two 8 months seasonal positions (1.33 FTE combined) into 2 full time positions with the addition of the 2-4 month contracts (0.67 FTE) approved in May The associated incremental benefits costs have been included in this business case. Business Cases Page 47 of 416

52 Business Case - Technician - Performing Arts Centre Number: Department: Strategic Direction: Burlington Performing Arts Centre Prosperity Business Case Stage: Proposed Budget Purpose Business Case Type Description Report Ref (if applicable) Justification Benefits of Implementation Consequences / Risks of Not Implementing Service Enhancement A full-time technician position provides options for staff scheduling and enables The Centre to maintain the highest levels of customer service The position is involved in set-up and operation of technical equipment for rental events, professional series performances, and building maintenance. The level of activity requires an increase in the full time technician complement to ensure that we are equipped to service the needs of all the activity at The Centre. The work in this position has been done by contract staff for the last two years. The work has been monitored and experience has shown that making it a full time permanent position has many benefits. As a full time employee, a technician takes greater ownership of the building and its needs, has a greater buying and ability to meet the support and mentorship of rental clients in their production needs, and enables improved service to our artists. Benefits of Implementation are: - reduction in lieu time - reduction in individual technician work load and resultant stress in department - maintain and enhance high levels of customer service - timely show advancements - too much lieu time incurred - stress and staff burnout/turnover - reduction in current levels of customer service, - possible loss of current rental clients and inability to attract/support new clients - increased costs associated with recruiting, training and scheduling part time staff Business Cases Page 48 of 416

53 Options Considered 2016 Approved Operating Budget Business Case - Technician - Performing Arts Centre - utilize more part time technicians with a resulting increase in this budget area - reduce customer service levels - reduced activity resulting in a budget shortfall and request for an increased COB contribution Financial Impact Account Category 2016 Budget 2017 Budget Human Resources $ 72,500 $ 0 Total $ 72,500 $ 0 Net Total $ 72,500 $ 0 Human Resource Impact 2016 Budget FTE Impact Full Time / Contract 1.00 Part Time 0.00 Total FTE 1.00 FTE Type On-going / Permanent FTE Justification Technician - To maintain and enhance high levels of customer service and mitigate high levels of lieu time in the Technical Department Business Cases Page 49 of 416

54 Business Case - Community Engagement Number: Department: Strategic Direction: Burlington Performing Arts Centre Vibrant Neighbourhoods Business Case Stage: Proposed Budget Purpose Business Case Type Description Report Ref (if applicable) Justification Benefits of Implementation Service Enhancement Community engagement is integral to stabilizing the Burlington cultural landscape by creating opportunities for local artist activation of the venue and to support Burlington based cultural producers to be a successful part of The Centre. This funding is for a position that was previously requested as a full-time sales associate in the 2013 Budget Submission. Council approved this position as one-time funding for two years. The initial focus of the role was to bring new clients to the building. Although this singular goal was achieved, without technical and curatorial knowledge, producers were not prepared for the realities of working in a professional theatre. In the Summer of 2014 the role and purpose of the position in the organization was re-assessed. The position was renamed Community Engagement and a new individual was hired in the Fall of The role shifted to encompass curatorial responsibilities and an emphasis on community engagement. This improved communication and expectations for individual rental clients and for the community as a whole in their participation with The Centre. The role also developed and implemented a Community Engagement Plan to increase access to The Centre for community performers including our Jazz on the Plaza Series, the local professional Theatre Initiative, Live & Local concert series, Lobby Showcases and Culture Days. These programs have significant community benefit with local artist engagement. Through careful monitoring over the year, it is imperative that this Community Engagement position become a full-time position within the organization. Benefits of Implementation are: - increased retention of clients - improved relationship with rental clients - accurate rental estimates and timely event settlements - increased community engagement - increased performance opportunities for local artists - growth of local performing arts organizations - greater access to the community for events at The Centre Business Cases Page 50 of 416

55 Business Case - Community Engagement Consequences / Risks of Not Implementing - limited access for events for the community - fewer performance opportunities for local performers - reduced/eliminated support for local performing arts organization - rental revenue and other financial goals will not be realized Options Considered - eliminate Community Engagement Program including Jazz on the Plaza, Theatre Initiative, Live & Local, Lobby Showcases and our participation in Culture Days - reduced rental revenue will result in the need for increased City of Burlington funding contribution Financial Impact Account Category 2016 Budget 2017 Budget Human Resources $ 72,500 $ 0 Purchased Services $ 43,300 $ 0 Total $ 115,800 $ 0 Net Total $ 115,800 $ 0 Human Resource Impact 2016 Budget FTE Impact Full Time / Contract 1.00 Part Time 0.00 Total FTE 1.00 FTE Type On-going / Permanent FTE Justification To provide services for rentals of The Burlington Performing Arts Centre and develop and implement a community engagement strategy. Business Cases Page 51 of 416

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57 2016 Budget 2016 Approved Operating Budget Public Safety Fire Protection Animal Control By-law Enforcement Emergency Management Public Safety

58

59 Service Business Plan Service Name Fire Protection Service Type Public Service Owner Name Tony Bavota Alignment to Strategic Plan Vibrant Neighbourhoods Service Owner Title Fire Chief Budget Year 2016 Service Description A public service responsible for implementing three lines of defense (Public Education, Fire Safety Standards and Enforcement, and Emergency Response). Current State Customers & Their Expectations This service is delivered to: Public (residents and visitors) Business owners and their employees Council, supporting priorities and action plans outlined in the City of Burlington Strategic Plan Other City services, by providing after-hour call answering and dispatching for non-emergency assistance calls Town of Oakville, by providing fire emergency dispatch services Bordering municipalities, by providing support emergency services as needed. Their expectations include: Knowledgeable and well-trained staff Fire safety education Prevention and fire code enforcement Timely emergency response. Existing Service Delivery Fire safety education, enforcement and emergency response to the City of Burlington s residents, business owners and visitors. Provide emergency response assistance to bordering communities through agreements with their fire departments. This service is provided through a blended model of both career and volunteer staff. Existing Customer Engagement Tools / Methods Is this Service Provincially Legislated? For this Service are there Approved Service Standards? Department survey(s), community satisfaction survey, Community Report, social media (Facebook, Twitter, YouTube), annual open house, 311 one call service, 911 emergency call service, (firedepartment@burlington.ca) Yes The Fire Protection and Prevention Act (FPPA), 1997, S.O Yes City of Burlington By-Law Public Safety Page 55 of 416

60 Sub-Services Fire Public Education Fire Prevention Fire Emergency Response Recent Continuous Improvement Initiatives 2016 Approved Operating Budget Develops fire safety and education programs for general and targeted audiences. The purpose of these programs is to reduce fires, injuries, deaths and property loss. Provides fire prevention inspections upon complaint and/or request. Conducts proactive inspections for targeted occupancy types, such as long-term care. Ensures compliance with the Ontario Fire Code and associated legislation through education and enforcement. Provides firefighting service, emergency medical service, rescue services, hazardous material response and other agency/public assistance, as approved in By-Law Smartphones have been placed on each front-line emergency response vehicle. These phones have applications that are used with the computer-aided dispatch system to provide route maps for emergency response, hazardous materials identification guides, patient care guides, etc., which speeds response time and effectiveness. Generators have been installed at four fire stations that currently do not have back-up power supply. This will allow uninterrupted service during electrical power outages. Protecting Vulnerable Ontarians: The City of Burlington has a total of 38 buildings classified as vulnerable by the Office of the Fire Marshal and Emergency Management Ontario. Recent amendments to the Fire Code and Building Code have made sprinklers mandatory to improve fire safety in these buildings. During 2014 all the mentioned occupancies were inspected resulting in Fire Protection Services meeting mandatory compliance with the Ontario Office of the Fire Marshal. Public Safety Page 56 of 416

61 Emerging Opportunities and Anticipated Risks Emerging Opportunities 2016 Approved Operating Budget AVL: The automatic vehicle location (AVL) system determines the geographic location of the nearest fire truck. This technology should improve response times by identifying the closest fire truck to an emergency scene. Front-line In-truck Computers: Computer aided dispatch installed in all frontline emergency response vehicles. This intuitive technology will improve emergency response by providing detailed advance information, such as occupancy, building construction materials, hazardous materials, location of utility shut-offs, hydrant locations, etc. to firefighters before they arrive at a scene. This will allow for quicker assessment and informed decision making in order to speed the plan of action to be taken. Mandatory Residential Carbon Monoxide Alarms: Changes to the Ontario Fire Code (Bill 77, Hawkins Gignac Act) support mandatory residential carbon monoxide alarms in all Ontario residences. Fire Protection Services will need to develop programs to ensure local compliance. Detection of carbon monoxide within homes will increase community safety. Anticipated Risks As the City of Burlington runs out of green space to develop, population growth will increasingly be housed in medium- to high-density residential and mixeduse buildings. The critical tasks needed to deal with a fire in a high-density residential building are greater than a typical residential unit/home fire. This means more resources are required to complete the critical tasks associated with responding to an emergency. The City has recently experienced severe weather such as wind/rain storms and ice storms. Fire Protection Services conducts on-going reviews of training, equipment, operational guidelines and firefighter deployment to ensure the City is able to recover from these incidents. Public Safety Page 57 of 416

62 Service Objectives The community risk assessment for the City of Burlington is being updated. This is being done by analyzing demographics, building stock, emergency call type and frequency, weather, topography and special hazards. As part of the assessment, buildings will be categorized as small, medium, high or maximum risk. Fire protection services resources are matched to the associated risk. Make use of a market segmentation tool to help Fire Protection Services identify atrisk neighbourhoods. This will allow Fire Protection Services to match public education programs and fire inspection programs to improve fire safety within the City of Burlington. Participate in the Emergency Medical Services Interoperability Framework project. The project aims to integrate ambulance computer-aided dispatch with fire dispatch. The software will allow for automatic/simultaneous notification to fire dispatch of the need to respond to medical emergencies, according to the existing tiered response agreement. This will improve response time for patient assessment and care. Add mobile computers to front-line fire trucks. This technology will improve firefighter and public safety by providing detailed advance information, such as occupancy, building construction materials, any hazardous materials and materials for manufacturing of products. Establish an approach to fire prevention and public education to meet Council's approved Community-Based Fire Protection Model. With a goal to have resources in each urban fire station that will provide Public Education, Code Enforcement and Fire Prevention and Emergency Response. Target Completion Dec 2015 Jun 2016 Jun 2017 Sep 2016 Jun 2017 Public Safety Page 58 of 416

63 MEASURING SUCCESS How much did we do? 2016 Approved Operating Budget Performance Measurement 2011 Actual 2012 Actual 2013 Actual 2014 Actual 2015 Projection 2016 Forecast 2017 Forecast 2018 Forecast # of emergency responses 6,935 6,923 6,821 7,128 7,000 7,000 7,000 7,000 # of property fire responses # of public education touchpoints How well did we do it? Performance Measurement Story behind the data 18,879 21,528 24,000 20,000 21,465 21,500 21,500 21,500 Achieved Response Time for 4 Fire Fighters to Arrive On-Scene The National Fire Protection Association (NFPA) industry best practice is for the first four (4) Firefighters to arrive at a fire scene within a total response time of six (6) minutes and twenty (20) seconds. The NFPA identifies three (3) time measures (listed below) that are part of the overall total response time target (00:06:20). The NFPA standard is to measure the achieved time performance at the 90th percentile. Public Safety Page 59 of 416

64 Is anyone better off? Performance Measurement Story behind the data Where do we want to go? # of property fires per 1,000 population. The first two lines of defense (public fire safety education and fire prevention) may reduce the number of property fires. Through proactive fire public fire education programs and fire code inspections, Fire Protection Services' objective is to increase the publics' awareness of fire safety and prevention, with the objective to decrease the number of property fires experienced. Performance Measurement Story behind the data Property fire dollar loss as a percent of the total City property value protected. Cooking fires continue to be the most frequent type of residential fires experienced in the City of Burlington. Fire Protection Services reported total dollar loss from a residential fire is based on the 2009 Residential loss estimation guideline by provided by the Office of the Ontario Fire Marshal. Where do we want to go? Continue to work towards reducing the City's total fire property dollar loss. Public Safety Page 60 of 416

65 2016 OPERATING BUDGET SERVICE SUMMARY FINANCIAL INVESTMENT Approved Budget Actual Base Budget % Change vs Budget Business Cases Total Budget Fire Protection % Change vs Budget Human Resources $ 26,124,620 $ 26,126,523 $ 27,329, % $ - $ 27,329, % Operating/Minor Capital Equip. $ 798,552 $ 761,094 $ 778, % $ - $ 778, % Purchased Services $ 633,544 $ 514,127 $ 552, % $ - $ 552, % Corp. Expenditures/Provisions $ 30,000 $ 57,827 $ 30, % $ - $ 30, % Internal Charges & Settlements $ 343,019 $ 272,763 $ 381, % $ - $ 381, % TOTAL EXPENDITURES $ 27,929,735 $ 27,732,334 $ 29,071, % $ - $ 29,071, % Controllable Revenues $ (1,301,250) $ (1,174,775) $ (1,295,300) -0.5% $ - $ (1,295,300) -0.5% General Revenues & Recoveries $ (225,384) $ (85,856) $ (109,100) -51.6% $ - $ (109,100) -51.6% TOTAL REVENUES $ (1,526,634) $ (1,260,631) $ (1,404,400) -8.0% $ - $ (1,404,400) -8.0% NET OPERATING BUDGET $ 26,403,101 $ 26,471,703 $ 27,667, % $ - $ 27,667, % Public Safety Page 61 of 416

66 Service Business Plan Service Name Animal Control Service Type Public Service Owner Name Tracey Burrows Alignment to Strategic Plan Excellence in Government Service Owner Title Service Description Manager of By-Law Enforcement and Licensing A public service to enforce the City s Animal Control By-law. Current State Customers & Their Expectations This service is delivered to: Budget Year 2016 Citizens, pet owners and visitors to the City of Burlington, who expect: By-laws applied fairly and consistently Online services for pet adoption Online services to purchase dog licences Specially trained staff at the Animal Shelter Specially trained staff as Animal Control Officers in the field Protection of private information Easily accessible information on animal services A safe community. Ren s Pets Depot, which has provided a $25 coupon to customers who purchase their dog licences online, expects: Clear communication between animal services and customers An accessible City of Burlington animal control website, with information applicable to Ren s coupon regularly updated. Town of Milton, which expects: Burlington to make available its animal shelter and shelter staff to the Town of Milton. Burlington to be responsible for strays, abandoned animals and other animals brought to the shelter by Town of Milton staff, including the care and feeding (including medical care), adoption and disposition of the animals. Public Safety Page 62 of 416

67 Existing Service Delivery Animal Control enforces the City s municipal animal control by-law, which includes: dog licensing cat microchipping animals at large poop and scoop issues dogs on the beach banned and restricted animals. The Animal Control service consists of animal care and licensing staff, who work at the Burlington Animal Shelter caring for the animals at the shelter. Staff also respond to calls to care for stray, injured and sick domestic and wild animals within the City of Burlington. Ren s Pets Depot provides a $25 coupon to customers who purchase their dog licences online through the City of Burlington website. The City of Burlington makes available its animal shelter and shelter staff to the Town of Milton. Existing Customer Engagement Tools / Methods City of Burlington s website, 311, online apps such as See Click Fix, Let s Talk Burlington, Insight Burlington Community Panel and SurveyMonkey, Town Hall meetings, fairs, wildlife seminars. Humane education is a critical component of animal care and control programs, helping achieve co-operative compliance. Animal shelter staff attend local community events and schools and provide shelter tours to school children to help educate the public about responsible and humane pet care. Social media engagement tools such as Facebook, Twitter, LinkedIn. Council-approved committees such as Property Standards Committee, Licensing Tribunal and Committee Adjustment. Newspapers, radio and television. Is this Service Provincially Legislated? For this Service are there Approved Service Standards? No Yes N/A Animal Control By-law (a by-law regulating the licensing and keeping of dogs and keeping of all other animals). The Dog Owner s Liability Act, Dead Animal Disposal Act, Livestock Identification Act, the Veterinarians Act, The Pounds Act, The Animals for Research Act, The Ontario Municipal Act. Public Safety Page 63 of 416

68 Sub-Services Dog Licensing Adoption and care of stray and abandoned animals The City of Burlington sells dog licences. This allows the City s Animal Control staff to quickly and easily contact dog owners if the pet wanders away or is injured on the road. Registration information is updated annually, allowing the City to respond promptly and efficiently. The City of Burlington operates an animal shelter to house a variety of animals that have lost their way, including dogs, cats, birds, reptiles and other small animals. Staff provide care, feeding, exercising and minor medical treatments to animals at the shelter when needed. The shelter is capable of housing up to 23 dogs and about 40 cats at any one time. Animals that come to the shelter and are not claimed by owners are assessed and placed for adoption. The public may also view and adopt animals at the shelter through the City s website. Animal By-laws and Enforcement and Education Animal Control enforces the City s municipal animal control by-law, which includes: dog licensing cat microchipping animals at large poop and scoop issues dogs on the beach prohibited and restricted animals. Public Safety Page 64 of 416

69 Recent Continuous Improvement Initiatives 2016 Approved Operating Budget In 2014: Animal Control discontinued the use of licensing outlets as a result of continuous auditing improvements for staff and customers. Animal Control contracted with the Town of Milton to provide an intake service for stray animals from Milton, by which the animals would be brought to Burlington s animal shelter for care and adoption. This makes use of excess space in the Burlington facility. Dog owners are encouraged to apply for and renew their annual 2014 dog licences online with the help of a $25 Ren s Pets Depot voucher. This offers added value to customers. Developed permanent licences in response to customer demands for ease of purchasing and renewing online. Educated the public on wildlife management and other animal control issues through fairs and school visits Improved the animal services web page. This raised the profile of Animal Control and allow citizens to easily access information related to animal services. Revamped volunteer applications for specific tasks, such as dog walker, driver and cat comforter outlining the number of minimum hours needed, skills and responsibilities. Updated door knockers to identify to home owner or business the reason for our visit. Emerging Opportunities and Anticipated Risks Emerging Opportunities Self-serve kiosks in the lobby of the animal shelter, to allow customers to purchase dog licenses. This would offer convenience for the customer, while still providing staff to assist customers if necessary. Look at providing more off-leash parks to respond to customer demand and increase the quality of life for dogs. Look into cat licensing to provide a similar service to that of dog owners. Annual review of applicable laws and legal requirements such as the Dog Owners Liability Act, to ensure laws are in compliance with the legislation. Review the idea of closing the shelter to the public on Sundays. This would allow for the reallocation of staff time as needed. Anticipated Risks Displaced wildlife are moving more and more into urban areas, resulting in more contact between officers and unpredictable wildlife. Public Safety Page 65 of 416

70 Service Objectives 2016 Approved Operating Budget Expand a voucher program with other pet shops for This is being developed in consultation with pet stores and pet shops. Target Completion Sep 2015 Educate the public on wildlife management and other animal control issues. Sep 2015 Make use of available resources, such as having Building Division Customer Service Jan 2016 Clerks help in a number of areas within animal services. Make better use of volunteers. Promote opportunities in the local high schools to complete their required 40 hours of volunteer service. Use more volunteers as dog walkers and daily cage cleaning, which will allow animal care technicians to focus on animal care and assign dedicated staff to priority cases. Investigate use of co-op interns for shelter and enforcement, to support both training and allocating trained staff as required. Create a consistent pool of volunteers to assist in our delivery of services. Place customer service survey cards at the front counter to collect baseline data and to determine what services are most important to customers. This will help identify where we are not meeting their needs and identify and close any gaps in our service provision. Mar 2016 Public Safety Page 66 of 416

71 MEASURING SUCCESS How much did we do? 2016 Approved Operating Budget Performance Measurement 2011 Actual 2012 Actual 2013 Actual 2014 Actual 2015 Projection 2016 Forecast 2017 Forecast 2018 Forecast Dog licenses sold 9,104 9,275 9,004 8,648 8,734 8,822 8,910 8,999 Number of animal adoptions Number of tickets and summonses issued through animal control by-law enforcement Dog Licenses Sold Online 1,183 2,133 2,521 3,718 5,240 6,236 7,128 7,649 Number of Cats Adopted How well did we do it? Performance Measurement Story behind the data Percentage of dog licences sold online. Animal Services use a variety of means to encourage pet owners to purchase their licenses online. Ren s Pets Depot will provide a Twenty Five Dollar ($25) In-Store Coupon when an owner purchases their licenses on line. Public Safety Page 67 of 416

72 Performance Measurement Story behind the data Percentage of cats adopted The animal shelter has increased the use of the city's website, The Burlington Post and other social media sites to increase the general public's awareness of cat adoptions. Cats of any age cost only $91.92 to adopt. All cat and dog adoptions come with incentives such as age-appropriate vaccinations an anti-flea and deworming treatment a microchip for identification a free external veterinary exam with a local veterinarian (see list below) a free bag of Hill's Science Diet cat food with a $5 coupon for your next bag $25 gift card from Ren's Pet Depot (while supplies last) 6 weeks of complimentary veterinary medical insurance a cat carrier to take your cat home in We have also added PetFinder to our webpage, allowing cat owners to search for lost pets on line. Public Safety Page 68 of 416

73 Is anyone better off? Performance Measurement Story behind the data Where do we want to go? Cats and dogs placement by type. With the use of new technology and pet finding apps, there will be an increase in the number of pets reunited with their owners. To reduce the number of animals that are brought to the shelter, either as strays from Milton, or surrendered pets. We can do this by looking at spray neuter programs initiated by animal control, and the importance of education for caring for aging pets and knowing the animal control by-laws that are in place. Education will take the form of fun fairs, school visits, brochures and public awareness campaigns. Public Safety Page 69 of 416

74 2016 OPERATING BUDGET SERVICE SUMMARY FINANCIAL INVESTMENT Approved Budget Actual Base Budget % Change vs Budget Business Cases Total Budget Animal Control % Change vs Budget Human Resources $ 725,335 $ 695,736 $ 770, % $ - $ 770, % Operating/Minor Capital Equip. $ 91,150 $ 99,596 $ 91, % $ - $ 91, % Purchased Services $ 64,968 $ 54,328 $ 53, % $ - $ 53, % Corp. Expenditures/Provisions $ - $ - $ - 0.0% $ - $ - 0.0% Internal Charges & Settlements $ 6,756 $ 3,648 $ 4, % $ - $ 4, % TOTAL EXPENDITURES $ 888,209 $ 853,308 $ 919, % $ - $ 919, % Controllable Revenues $ (400,000) $ (363,101) $ (400,305) 0.1% $ - $ (400,305) 0.1% General Revenues & Recoveries $ - $ - $ - 0.0% $ - $ - 0.0% TOTAL REVENUES $ (400,000) $ (363,101) $ (400,305) 0.1% $ - $ (400,305) 0.1% NET OPERATING BUDGET $ 488,209 $ 490,207 $ 519, % $ - $ 519, % Public Safety Page 70 of 416

75 Service Business Plan Service Name By-Law Enforcement Service Type Public Service Owner Name Tracey Burrows Alignment to Strategic Plan Vibrant Neighbourhoods Service Owner Title Service Description Manager of By-law Enforcement and Licensing Budget Year 2016 A public service to enforce City By-laws (other than Parking By-law Enforcement). Current State Customers & Their Expectations This service is delivered to: Citizens and visitors to the City of Burlington, who expect: By-laws applied fairly and consistently Online services for licenses and permits Fully trained By-law Enforcement Officers and Property Standards Officers By-law education and awareness using plain language Protection of private information Easily accessible information on by-laws A safe community. Businesses, that expect: Online services for licenses Protection of private information By-law enforcement applied fairly and consistently. Existing Service Delivery Charities, that expect: Easily accessible information on by-laws and lottery information Education about and awareness of applicable laws, including provincial government regulations related to charity gaming. The By-law Enforcement section enforces the City s municipal by-laws, which include education on and enforcement of more than 20 municipal by-laws, Permit Issuance, License Issuance and Lottery Licensing. Existing Customer Engagement Tools / Methods The City of Burlington website ( online apps such as See Click Fix, Let s Talk Burlington and Insight Burlington Community Panel, Town Hall meetings, Public open houses, On-site visits, Focus groups, In person at City Hall, Telephone enquiries, By-law Enforcement Officers, who are both proactive and reactive when they patrol assigned wards, Social media tools: Facebook, Twitter, LinkedIn, Council Approved Property Standards Committee, Licensing Tribunal, Committee of Adjustment, Media: Burlington Post, Hamilton Spectator, television and radio Public Safety Page 71 of 416

76 Is this Service Provincially Legislated? For this Service are there Approved Service Standards? Sub-Services By-law Enforcement Complaints and Inspections By-law Licensing By-law Permits No Yes N/A Property Standards By-law, Lot Maintenance By-law, Noise and Nuisance By-law, Firearms, Fireworks, Christmas Trees, Business Licensing. Public Vehicle Licensing, Adult Entertainment, Fortification By-law, Sign Bylaw, Swimming Pool By-law, Zoning By-law, Right of Entry, Lottery Licensing, Train Whistles, Building Permit By-law, AGCO Liquor License, Tag Days, Fence By-law, Line Fence By-law, Anti Chasing By-law Respond to complaints and requests for inspections and determine the best way to resolve issues. Enforcement affecting those who operate without a license, as well as inspections of premises that seek new licenses. Customer Service Representatives determine eligibility of charities and perform audits of lotteries, raffles and bingos. Together with other partners (such as Fire Protection Service, Halton Regional Health Department), issue business licenses, public vehicle licenses such as taxis and limos, adult entertainment licenses and lottery licenses. Applications taken at the counter include police security checks, driver's licenses, health inspections, fire and other applicable agencies. Customer Service Representative: takes in applications initial review determines fees enters into integrated business system software assigns file to By-Law Enforcement Officer. By-law Enforcement Officer: reviews applications approves applications returns file to Cutomer Service Representative. Customer Service Representative: issues permit mails or holds permit for pick-up by customer. After the permit is issued, By-Law Enforcement Officer: ensures compliance with all regulations at the time of inspection closes permit application file. Public Safety Page 72 of 416

77 Recent Continuous Improvement Initiatives 2016 Approved Operating Budget Staff held Public workshops and open houses throughout the community to help residents understand bylaws. These events gave information dealing with overall by-laws and seasonal issues such zoning and fencing, swimming pools and graffiti reduction. SeeClickFix was launched which allows for more reporting options and the timely enforcement and tracking of graffiti. By-law Enforcement Officers have begun their training to enforce and inspect under the Ontario Building Code. Emerging Opportunities and Anticipated Risks Emerging Opportunities Use radio dispatch to increase employee safety. Encourage self-serve options for customers by making permitting and licensing available online. Anticipated Risks New technology will give the customer more options to obtain permits and licenses, yet there may be a level of discomfort as customers become used to the new online tools. Service Objectives Target Completion To measure existing customer service satisfaction through a variety of survey tools Dec 2015 with the objective of improving customer service. For tracking purposes, develop a baseline for the number of visitors to the front Dec 2015 counter of the Building Division, the number of phone inquiries to the general phone number and the number of s sent to the Building Division mailbox that are inquiries or complaints. SeeClickFix app to be used for purposes other than graffiti enforcement i.e. for Jul 2016 possible sign by-law enforcement. This will result in a timely response and resolution. More and more municipalities across North America are using this type of app for by-law enforcement purposes. Implement on-line licenses for professional licenses such as taxi licenses for drivers Jan 2016 and owners Design door knockers for enforcement officers to relay information to home owners Jan 2016 or business owners the reason for their visit if there is no one home or the business is closed. Extension of by-law enforcement service to evening and weekends Mar 2016 Public Safety Page 73 of 416

78 MEASURING SUCCESS 2016 Approved Operating Budget How much did we do? Performance Measurement 2011 Actual 2012 Actual 2013 Actual 2014 Actual 2015 Projection 2016 Forecast 2017 Forecast 2018 Forecast # of calls for by-law 1,902 1,872 1,756 1,934 2,528 3,033 3,639 - enforcement # of graffiti complaints How well did we do it? Performance Measurement Story behind the data Turnaround time to issue permanent sign permits (days) The By-law section takes in and reviews applications, issues permits and inspects permanent signs regulated by the Sign By-law # The By-law section expects reducing turnaround time to 10 days will increase customer service as well as be in line with the Ontario Building Code. This service improvement will include application intake and By-law review. In 2012, sign variances and open sign permit applications under review received that year were not issued until This contributed to the higher average number for Public Safety Page 74 of 416

79 Is anyone better off? Performance Measurement Story behind the data Outstanding number of graffiti calls for service Since the passing of the property standards by-law in 2009 and the lot maintenance by-law in 2011 the reporting of graffiti has been encouraged through public education and awareness. As a result of this increased reporting and the time delay with property owners removal of the graffiti there is a minor backlog of outstanding calls for service. Where do we want to go? The City aims to reduce the graffiti in Burlington and reduce the number of complaints and violations. This will be done by working with Halton Regional Police to identify those responsible as well as utilizing a new option to issue a ticket. In addition, a new online reporting tool called SeeClickFix is being used to report and track graffiti complaints. Occurrences of hate crime and / or offensive graffiti are prioritized to have the graffiti removed as quickly as possible. Public Safety Page 75 of 416

80 2016 OPERATING BUDGET SERVICE SUMMARY FINANCIAL INVESTMENT Approved Budget Actual Base Budget % Change vs Budget Business Cases Total Budget Bylaw Enforcement % Change vs Budget Human Resources $ 1,163,440 $ 1,186,747 $ 1,190, % $ 20,000 $ 1,210, % Operating/Minor Capital Equip. $ - $ (0) $ - 0.0% $ - $ - 0.0% Purchased Services $ 5,000 $ 13,791 $ 5, % $ 15,000 $ 20, % Corp. Expenditures/Provisions $ - $ (137) $ - 0.0% $ - $ - 0.0% Internal Charges & Settlements $ - $ - $ - 0.0% $ - $ - 0.0% TOTAL EXPENDITURES $ 1,168,440 $ 1,200,400 $ 1,195, % $ 35,000 $ 1,230, % Controllable Revenues $ (843,300) $ (807,461) $ (802,300) -4.9% $ - $ (802,300) -4.9% General Revenues & Recoveries $ - $ - $ - 0.0% $ - $ - 0.0% TOTAL REVENUES $ (843,300) $ (807,461) $ (802,300) -4.9% $ - $ (802,300) -4.9% NET OPERATING BUDGET $ 325,140 $ 392,939 $ 392, % $ 35,000 $ 427, % Public Safety Page 76 of 416

81 Service Business Plan Service Name Emergency Management Service Type Public Service Owner Name Karen Roche Alignment to Strategic Plan Excellence in Government Service Owner Title Deputy Fire Chief Budget Year 2016 Service Description A public service that makes the protection of lives and property a continuing priority. Through an ongoing assessment of risk, this service prepares for, responds to and recovers from major community emergencies. Current State Customers & Their Expectations This service is delivered to: Residents and visitors who expect: Notification of local risks Emergency preparedness education and information Continuity of government An all hazards approach to emergency management A coordinated whole of government response to emergencies and disasters Public Safety Page 77 of 416

82 Existing Service Delivery Emergency management consists of organized programs and activities taken to deal with actual or potential emergencies or disasters. It is based on a risk management approach and includes the following five components: a. Prevention: Prevention refers to the actions taken to prevent the emergency itself and can greatly diminish the response and recovery activities required for certain emergencies. It may result in a long-term, cost-effective reduction of risk. Prevention measures are broadly classified as either structural or nonstructural and include capital improvements, regulations, building codes and public education programs. b. Mitigation: Mitigation refers to the actions taken to reduce or eliminate the effects of an emergency. It can also greatly diminish the response and recovery activities required for certain emergencies and may result in a long-term, costeffective reduction of risk. Similar to prevention, mitigation measures are broadly classified as either structural or non-structural and include capital improvements, regulations, building codes and public education programs. c. Preparedness: Preparedness refers to those measures taken prior to the emergency or disaster to ensure an effective response. Preparedness measures include plans, training, exercises, public education, alerting and notification systems, procedures, organization, infrastructure protection, and standards. d. Response: Response refers to measures taken to respond to an emergency. The aim of these measures is to ensure that a controlled, coordinated, and effective response is quickly undertaken at the outset of the emergency to minimize its impact on public safety. When an emergency occurs, the immediate focus of operations is on meeting the emergency needs of people, saving lives, and protecting property and the environment. This effort may last from a few hours to several days or longer, depending on the situation. As response activities begin to taper off, the operational focus begins to shift from response to recovery. The transition from response to recovery must be as smooth and as seamless as possible. e. Recovery: Recovery refers to those measures taken to recover from an emergency or disaster. The aim of these measures is to assist individuals, businesses and communities to return to a state of normalcy. Recovery measures include environmental clean-up, return of evacuees, emergency financial assistance, and critical incident stress counseling. Recovery activities usually begin almost as soon as the response begins and continue after the response activities cease. Public Safety Page 78 of 416

83 Existing Customer Engagement Tools / Methods The city emergency preparedness web site features Personal Emergency Preparedness Guides, Family emergency kits, Direction on what to do during emergencies or disasters most likely to affect Burlington, as well as specific emergency preparedness instructions for vulnerable persons, parents of small children and pet owners Emergency Preparedness Week, which occurs annually the first week of May, is a Canada-wide initiative to increase awareness of individual and family preparedness. The City of Burlington, in cooperation with key stakeholders (e.g. Canadian Red Cross), hosts events that help inform residents in Burlington how to prepare for emergencies and disasters. Is this Service Provincially Legislated? For this Service are there Approved Service Standards? Sub-Services Whole of government emergency management program Continuity of Operations Planning Whole Community Emergency Management Yes No Emergency Management and Civil Protection Act N/A Maintain a municipal emergency plan that uses an all-hazards approach to emergency management. Use the Ontario Incident Management System (IMS) to direct, control and coordinate operations during and after an emergency. Maintain primary and alternative emergency operations centres (EOCs) capable of managing continuity, response and recovery operations. Develop and conduct an annual training and exercise program for municipal responders and partner organizations. Conduct and annual Hazard Identification and Risk Assesment. Lead a planning process for the purpose of developing and maintaining a corporate continuity of operations plan. Conduct a Business Impact Analysis (BIA) that identifies time-sensitive critical functions and applications, associated resource requirements and interdependencies. Facilitate the development and continual improvement of the following plans: Operational continuity of operations plans (COOP) for each of the corporation s services. Tactical COOP plans for key corporate facilities (e.g. City Hall). Strategic COOP plans that mitigate risks that may affect the whole corporation (e.g. blackout, loss of human resources). Develop annual exercises that test elements of the COOP. Whole Community Emergency Management is a holistic approach to increasing individual preparedness and engaging with members of the community as collaborative resources to enhance the resiliency of our community. Public Safety Page 79 of 416

84 Recent Continuous Improvement Initiatives 2016 Approved Operating Budget In January, 2015, the Community Emergency Management Coordinator (CEMC) commenced his employment with the City of Burlington. During the first six (6) months of this year the following initiatives have been completed: 1. An Emergency Management Working Group was formed in Q1 with the goal of bringing a whole of government approach to disaster and emergency management to the community. The working group consists of municipal and regional responders, support staff and communications staff, as well as representatives from Halton Conservation and Red Cross. 2. Adoption of the Ontario Incident Management System (IMS) as the City of Burlington s primary emergency and disaster response system. The IMS provides a standardized whole of government approach to emergency management. IMS us used by all Province of Ontario ministries, the Ontario Provincial Police, all major municipalities in Ontario and all large non-governmental organizations (e.g. Red Cross). Municipal stakeholders are being trained through introductory IMS 100 level. Additional training sessions are scheduled for the remainder of 2015 to reach a target of 80 staff trained at the intermediate level (IMS 200) by Q A new IMS based Emergency Management By-law has been developed. The by-law also includes standardized procedures for the Declaration of a Municipal Emergency. 3. A comprehensive Hazard Identification Risk Assessment (HIRA) for the community has been completed (April 15, 2015). Hazards that pose risk in the community have been identified and a weighting has been assigned to the probability and consequence of these hazards. The evaluation of risk will allow the city to take a risk-based approach to the on-going development of the emergency management program for the purpose of increasing community resiliency. 4. Alternate Emergency Operations Center (EOC). An additional EOC site has been identified within the existing inventory of city facilities. Staff from several areas are working together to modify the space for use as an EOC. Target operational date: Q Support for Emergency Preparedness Week activities. Events included a Red Cross display at city hall and a community awareness media campaign. 6. Completion of 35 (as of August 2015) of 50 business impact analysis (BIA) service and sub-service owner interviews. Target completion date for BIA process: Q Ongoing evaluation of current program plans, procedures, and capabilities through a review, testing and an annual exercise. An exercise is being designed to test individual essential elements, interrelated elements, or the entire plan. Additional evaluations shall be based on post-exercise analyses and reports, lessons learned and performance evaluations. Procedures shall be established to take corrective action on any substantive deficiency identified during and evaluation. Training records shall be maintained. Target date: October Public Safety Page 80 of 416

85 Emerging Opportunities and Anticipated Risks Emerging Opportunities 2016 Approved Operating Budget Expand partnerships with local agencies, service groups, neighbouring municipalities and Halton Region to build response capacity and improving how agencies work together. Leverage Halton Region's purchase of DisasterLan software. This emergency management software can be used to create a permanent record of all events associated with the activation of the City s Emergency Operations Centre. The record of events is an up-to-date information tool that can be accessed by the city staff throughout an incident. Investigate a more efficient Emergency Management Team Notification System. The Halton Region August 2015 flood After-Action Report stated that the CENS regional notification system failed to work. The CENS system is problematic and an efficient emergency notification system is necessary to ensure that in the case of an emergency staff will be alerted in an efficient and reliable manner. The City shall develop and implement a recovery plan to support short-term and long-term priorities for recovery of functions, services, resources, facilities, programs, and infrastructure. The recovery plan shall be based on the results of hazard identification and risk assessment, continuity of operations strategies, program constraints, operational experience, and cost-benefit-analysis. The recovery plan shall include measures to reduce vulnerability of the City during the recovery period. The City of Burlington shall participate in the Do 1 thing community awareness program. The award-winning Do 1 thing program encourages community members and small business owners to complete a small monthly activity that will help their family or business become more disaster resilient. The corporate business impact analysis (BIA) is producing a large volume of data that may be of value to a multiple number of stakeholders within the corporation. It is necessary to purchase corporate business continuity software that can collate this data so that it can be disseminated and used in a way that provides most value. Anticipated Risks While the City of Burlington meets and exceeds provincial standards for emergency preparedness the current emergency management and continuity of operations programs will not be fully implemented until Public Safety Page 81 of 416

86 Service Objectives 2016 Approved Operating Budget Develop a multi-year corporate training plan for Incident Management Training and Business Continuity Target Completion Sep 2015 Gain Council approval for the new Emergency Plan and By-Law Nov 2015 Prioritize the services requiring enhanced strategies for business resumption. Nov 2015 Conduct a table-top exercise based on new Emergency Plan format. Oct 2015 Conduct two Incident Management System based Emergency Operations Centre (EOC) exercises to test the operational readiness of the municipal EOC. Conduct four site based Incident Management System based exercises to test the operational understanding Incident Management System. May 2016 Oct 2016 Public Safety Page 82 of 416

87 MEASURING SUCCESS How much did we do? 2016 Approved Operating Budget Performance Measurement 2011 Actual 2012 Actual 2013 Actual 2014 Actual 2015 Projection 2016 Forecast 2017 Forecast 2018 Forecast Number of staff trained in Incident Management System Introduction courses Number of staff trained in Incident Management System advanced course Number of training exercises/ simulations How well did we do it? Performance Measurement Percent of Scenarios Completed Performance Measurement 2011 Actual 2012 Actual 2013 Actual 2014 Actual 2015 Projection 2016 Forecast 2017 Forecast 2018 Forecast # of scenarios executed # of scenarios planned % of planned scenarios completed Story behind the data 100% 100% 100% 100% 100% 100% 100% 100% The Incident Management System (IMS) has four levels of training. The goal is for all CoB staff to complete IMS100 and for managers and supervisors to complete IMS 200. It is anticipated that the majority of the potential training audience will have completed these courses by Q The overall effectiveness of the CoB emergency management program is tested annually with at least one training exercise. Any recommendations arising from the annual exercise shall be considered by the CEMC and Emergency Management Program Committee for revisions to the Plan. Public Safety Page 83 of 416

88 Is anyone better off? Performance Measurement 2016 Approved Operating Budget Emergency Management (risk management) was rated as either excellent or good by 95% (see report) of respondents to the annual CoB Community Satisfaction Survey conducted in February The CoB will meet and exceed annual provincial emergency management compliance standard O. Reg. 380/04 Part II Section 11(6) no later than Q Story behind the data Where do we want to go? City of Burlington meets provincial emergency management compliance standard O. Reg. 380/04 Part II Section 11(6) every year without difficulty. The current CoB emergency management program will meet and exceed provincial standards. The Emergency Management Program will grow and continue to mature in the following three areas. Whole of Government Emergency Management: Ontario Incident Management System will become the standard approach for responding to daily emergencies and large disasters in CoB. The municipality will have disaster-hardened facilities that can be utilized as Emergency Operations Centres. A comprehensive training program will ensure that Municipal Emergency Operations Centre can be staffed by three trained shifts. The municipal HIRA will direct disaster mitigation and prevention efforts. Flooding is listed as the top risk to the community by the current HIRA. The CEMC is currently researching a third-party emergency management certification process that provides measurable feedback. Continuity of Operations Planning: Upon completion of the corporate business impact analysis (BIA) work can commence on the development of operational COOP plans for each of the corporate services and select sub-services. Tactical COOP plans will be developed for large facilities (e.g. City Hall) and strategic COOP plans will be developed for corporate-wide risks (e.g. loss of workforce). Plans will be tested and evaluated through exercises. Whole Community Disaster Resilience: A comprehensive community-based emergency management program is the key to community disaster resilience. Once the Whole of Government Emergency Management Program and the Continuity of Operations Plan are mature programs the focus of the Emergency Management Program will switch to community-based preparedness. This holistic approach focuses on social capital, focusing on organizations and activities that help bring the community together. Whole Community emergency preparedness has synergy with Halton Region Police Community Policing, CoB Love Your Hood and non-government groups. Whole Community emergency preparedness will produce a noticeable increase in community awareness, citizen satisfaction and confidence in government. Public Safety Page 84 of 416

89 2016 OPERATING BUDGET SERVICE SUMMARY FINANCIAL INVESTMENT Approved Budget Actual Base Budget % Change vs Budget Business Cases Total Budget Emergency Management % Change vs Budget Human Resources $ 95,960 $ 99,430 $ 97, % $ - $ 97, % Operating/Minor Capital Equip. $ 11,730 $ 5,557 $ 6, % $ - $ 6, % Purchased Services $ 5,000 $ 3,094 $ 6, % $ - $ 6, % Corp. Expenditures/Provisions $ 3,500 $ 3,500 $ 18, % $ - $ 18, % Internal Charges & Settlements $ - $ - $ - 0.0% $ - $ - 0.0% TOTAL EXPENDITURES $ 116,190 $ 111,581 $ 129, % $ - $ 129, % Controllable Revenues $ - $ - $ - 0.0% $ - $ - 0.0% General Revenues & Recoveries $ - $ - $ - 0.0% $ - $ - 0.0% TOTAL REVENUES $ - $ - $ - 0.0% $ - $ - 0.0% NET OPERATING BUDGET $ 116,190 $ 111,581 $ 129, % $ - $ 129, % Public Safety Page 85 of 416

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91 2016 Budget 2016 Approved Operating Budget Maintenance Roadway and Sidewalk Maintenance Parks and Open Space Maintenance Winter Maintenance Tree Management Surface Water Drainage Environment and Energy Cemetery Maintenance

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93 Service Business Plan Service Name Roadway and Sidewalk Maintenance Service Type Public Service Owner Name Phil Antoniow Alignment to Strategic Plan Vibrant Neighbourhoods Service Owner Title Service Description Manager of Program Development, Budgets and Contracts Budget Year 2016 A public service to maintain and repair roads and sidewalks, including pavement, curbs, gutters, bridges, culverts, street lighting and traffic control devices. Current State Customers & Their Expectations Existing Service Delivery This service is delivered to: Road and sidewalk users, who expect the safe and efficient movement of people and goods. Annual City-wide maintenance and renewal of roads and sidewalks, in accordance with legislated requirements and Council-approved levels of service. The service also provides maintenance of regional roads in Burlington to Halton Region, in accordance with the Regional Maintenance Agreement, Contractor Maintenance Services; and of boundary roads with the Town of Milton, Town of Oakville and City of Hamilton, in accordance with Boundary Road Agreements. Road and sidewalk maintenance service is provided through a combination of in-house and managed contracted resources. Existing Customer Engagement Tools / Methods Is this Service Provincially Legislated? For this Service are there Approved Service Standards? Telephone, in person, , the City website and newspaper ads. Mailings and/or door knockers are also provided to property owners in advance of minor road construction programs. Yes Yes Municipal Act's Minimum Maintenance Standards Council-approved levels of service Maintenance Page 89 of 416

94 Sub-Services Road and Sidewalk Inspection Road Maintenance 1,888 lane kilometres of roads are inspected throughout the year to identify deficiencies, with frequency based on traffic volumes and the posted speed limit. Inspection of 898 kilometres of sidewalks is completed each spring. Pothole and shoulder maintenance. Bridge and culvert repair, including bridge pavement, walls and railing systems. Maintenance of traffic control devices, including 202 traffic signals, 28,300 traffic signs and 570 kilometres of pavement markings. Maintenance of 15,500 street lights, including annual replacement of aging components (e.g. poles, arms, fixtures, cabling and conduit), and locating Cityowned underground street lighting assets. Street sweeping to remove dirt from the road, improve air quality and reduce material washed into the storm sewer system. Road Rehabilitation Sealing of pavement cracks to prevent moisture from entering the roadway base, which causes deterioration. Shave & Pave program to remove and replace the top coat of asphalt, thus extending the road lifespan and deferring costly reconstruction. Rural road surface treatment to protect the road base and provide a safer riding surface. Sidewalk Repair and Rehabilitation Replacement or grinding of sidewalk slabs that pose a tripping hazard. Maintenance Page 90 of 416

95 Recent Continuous Improvement Initiatives 2016 Approved Operating Budget Shave & Pave Program: Council approved significant funding increases that allowed the City to increase the volume of lane kilometres repaved annually by 400%, from 5.6 lane kilometres in 2011 to 23.5 lane kilometres in This has measurably improved the average condition of local roads. Opportunities for using trenchless technologies to rehabilitate underground storm sewers before undertaking a Shave & Pave (without requiring excavation of the roadway) were also investigated and will be recommended for appropriate locations. Rural Road Surface Treatment Program: In 2015, the service completed a six year cycle of surface treatment application on rural roads to reestablish roadway strength and improve safety. Sidewalk Inspection and Rehabilitation Program: In 2014 and 2015, through improved annual sidewalk inspections in May and more timely construction, lead to a continued reduction in the number of sidewalk trip hazards per kilometer. Traffic Control Devices: In late 2014, the service expanded its online customer reporting tool to include requests for traffic signal and traffic sign maintenance. SeeClickFix was first introduced for pot hole and street light maintenance to help residents report issues more efficiently. An investigation of deployment of overhead vehicle detection at appropriate locations to improve vehicle detection reliability was also completed. Emerging Opportunities and Anticipated Risks Emerging Opportunities Leveraging mobile computing and automatic vehicle locating technology will provide the ability to improve the accuracy and timeliness of road inspections and maintenance activities. These inspections are currently paper based. Anticipated Risks Expanded use of technology will also enable the service's contractors to provide more timely and accurate reporting related to repair works performed for the city. The City's roadway infrastructure is aging and will require continued capital investment to apply the right treatment on the right road at the right time. Maintenance Page 91 of 416

96 Service Objectives Beginning in 2016, new materials will be applied for rural road surface treatments to provide a smoother riding surface for cyclists. Beginning in 2016, the services will implement new technology for mobile computing to support road patrol and street light maintenance activities, which will improve the tracking and documentation of maintenance issues and corrective actions taken. Beginning in 2016, the service will develop Burlington-specific deterioration curves for sidewalks, given local soil conditions, design parameters and weather conditions. These will determine the rate of trip hazard formations and appropriate long-term sustainable funding levels. Beginning in 2016, this service and Traffic Operations Management will review and rationalize the locations of traffic signage throughout the city to reduce sign clutter and improve safety by allowing road users to focus of the most important traffic signs. Target Completion Oct 2016 Dec 2016 Aug 2017 Dec 2017 Maintenance Page 92 of 416

97 MEASURING SUCCESS How much did we do? 2016 Approved Operating Budget Performance Measurement 2011 Actual 2012 Actual 2013 Actual 2014 Actual 2015 Projection 2016 Forecast 2017 Forecast 2018 Forecast Shave and Pave (# of lane km resurfaced) Rural road surface treatment (# of lane km resurfaced) Sidewalk trip ledges (# sidewalk bays repaired/replaced) 87 4,350 5,580 2,686 2,853 2,900 2,900 2,900 How well did we do it? Performance Measurement Story behind the data Average Maintenance Cost per Street Light The data used to develop the graph includes equipment, materials and contracted costs. As the street lighting system ages, there will be associated cost increases for replacement of major components, such as poles and arms. Maintenance Page 93 of 416

98 Is anyone better off? Performance Measurement Story behind the data Where do we want to go? Sidewalk Trip Hazards per Kilometre The city is committed to promoting Active Transportation by providing safe sidewalks. Improved annual city-wide inspection (beginning in 2013) and construction practices have led to the identification and repair of many sidewalk trip hazards in the community. Sidewalk trip hazards are primarily formed by freeze-thaw action associated with the Canadian climate. Continued inspection early in the spring and timely repair will aid in clearing the backlog of sidewalk repairs, with the goal of reaching a steady state where new trip hazards are identified and repaired in the same construction season. Performance Measurement Story behind the data Where do we want to go? Cumulative Rural Roads with Renewed Structural Integrity The city standard for rural roads includes a surface treated riding layer that provides strength to the road for safe and efficient operation. Surface treated roads require reapplication every five to seven years to maintain an acceptable condition. This program was suspended for several years, resulting in many rural roads having substandard strength by The program was reintroduced in 2010 and is successfully restoring pavement strength over a six year period. Once all roads have been surface treated and brought back up to standard, there is an opportunity to introduce a different material for the next cycle of repairs that will maintain the strength of the roadway while providing a smoother surface layer for cyclists. Maintenance Page 94 of 416

99 2016 OPERATING BUDGET SERVICE SUMMARY FINANCIAL INVESTMENT Approved Budget Actual Base Budget % Change vs Budget Roadway and Sidewalk Maintenance Business Cases Total Budget % Change vs Budget Human Resources $ 4,661,737 $ 4,775,607 $ 4,729, % $ 29,030 $ 4,758, % Operating/Minor Capital Equip. $ 2,149,010 $ 2,153,773 $ 2,303, % $ 1,200 $ 2,305, % Purchased Services $ 1,655,906 $ 1,456,903 $ 1,661, % $ - $ 1,661, % Corp. Expenditures/Provisions $ - $ - $ - 0.0% $ - $ - 0.0% Internal Charges & Settlements $ 566,916 $ 527,993 $ 566, % $ - $ 566, % TOTAL EXPENDITURES $ 9,033,569 $ 8,914,276 $ 9,261, % $ 30,230 $ 9,292, % Controllable Revenues $ (1,060,800) $ (1,158,321) $ (1,066,573) 0.5% $ - $ (1,066,573) 0.5% General Revenues & Recoveries $ (104,355) $ (45,023) $ (99,646) -4.5% $ - $ (99,646) -4.5% TOTAL REVENUES $ (1,165,155) $ (1,203,344) $ (1,166,219) 0.1% $ - $ (1,166,219) 0.1% NET OPERATING BUDGET $ 7,868,414 $ 7,710,932 $ 8,095, % $ 30,230 $ 8,125, % Maintenance Page 95 of 416

100 Service Business Plan Service Name Parks and Open Space Maintenance Service Type Public Service Owner Name Mary Battaglia Alignment to Strategic Plan Vibrant Neighbourhoods Service Owner Title Manager of Field Services - Parks Service Description A public service to provide maintenance of parks and open spaces. Current State Customers & Their Expectations Existing Service Delivery This service is delivered to: Budget Year 2016 Residents and non-residents to provide safe and enjoyable parks and open spaces throughout the City. Annual City-wide maintenance of parks and open space, including: grass cutting planting and maintenance of flower beds and shrubs playgrounds trails, hard surface pathways and parking lots fences, park furnishings and signage irrigation systems and water fountains, splashpads, waste collection washroom and change facilities Parks and Open Space Maintenance Service is provided through a combination of in-house and managed contracted resources. Maintenance of regional roadway medians and boulevards is also provided to Halton Region, in accordance with the Regional Maintenance Agreement, Contractor Maintenance Services. Existing Customer Engagement Tools / Methods Is this Service Provincially Legislated? Customer engagement tools include telephone, mail, in person, and the City website. Yes Testing of drinking water is legislated by the Safe Drinking Water Act. Use of all registered pesticides including biologicals is legislated by the Ontario Pesticides Act. For this Service are there Approved Service Standards? Yes Council-approved level of service and CSA standard for playground inspections. Maintenance Page 96 of 416

101 Sub-Services Parks and Open Space Maintenance Horticulture Playground and Irrigation Maintenance Mowing of parks, boulevards and right-of-way areas Trail maintenance Collection of park waste and recyclables Maintenance of washroom and changeroom facilities and splashpads Planning, planting and maintenance of flower beds and shrubs in parks, medians and rights-of-way. Inspection and repair of park assets, including playgrounds, splashpads, drinking fountains, park furnishings, fences, bridges and stairs. Inspection and removal of graffiti on City parks and roadway assets. Recent Continuous Improvement Initiatives Annually from 2013 through 2015, the Rail Safety Review partnership of stakeholder agencies has resulted in improved communications and information sharing. Safety improvements have been achieved through improved fencing repairs, which prevent cutting a fence to trespass. Improved information sharing has also resulted in earlier identification of safety issues and improved reaction time. In 2015, the service completed a preliminary review of existing park signage. This work will assist in the comprehensive parks by-law review and signage improvements project planning for Emerging Opportunities and Anticipated Risks Emerging Opportunities In 2015, the service reviewed and confirmed the potential benefits of undertaking the Yardstick Parkcheck Program jointly with Parks and Open Space Design and Development service and Organized Sport service. The Yardstick Parkcheck is an international benchmarking program that provides an independent review of management and visitor measures. This benchmarking provides comparison against other municipal park operations and measures visitor satisfaction. Recycling in parks is mainly limited to large in-ground units. There is opportunity to review and consider implementing a wider recycling program to increase the amount of waste diverted from landfill. Anticipated Risks Graffiti continues to be a concern at many park locations. Including graffiti reporting in SeeClickFix will lead to increased monitoring and notification to the City. Maintenance Page 97 of 416

102 Service Objectives Beginning in 2016, the service will undertake a review and update of the Parks bylaw in partnership with Parks and Open Space Design and Development and Bylaw Enforcement staff. This will include an investigation of improved signage for better customer service. Beginning in 2016, the service will participate in the Yardstick Parkcheck Program to set benchmarking and help determine future operational enhancements. Beginning in 2017, the service will review parks waste and recycling collection, with the goal of expanding recycling collection in 2018 and beyond. Target Completion Dec 2016 Jun 2017 Dec 2018 Maintenance Page 98 of 416

103 MEASURING SUCCESS How much did we do? 2016 Approved Operating Budget Performance Measurement 2011 Actual 2012 Actual 2013 Actual 2014 Actual 2015 Projection 2016 Forecast 2017 Forecast 2018 Forecast # of hectares of turf maintained # of playground inspections - - 1,018 1,095 1,214 1,320 1,332 1,332 completed # of graffiti complaints resolved How well did we do it? Performance Measurement Story behind the data Cost per Hectare of Turf Maintained Increased passive parkland maintenance has been achieved as new parkland has been added to the inventory, through operational efficiencies. Inflationary costs are expected to impact future years. Performance Measurement Story behind the data Percentage of Playground Inspections Completed Monthly CSA standard calls for monthly inspections of all playgrounds. Historically, these inspections noted deficiencies for repair but did not include a documented assessment form for each playground. In 2015, the service developed improved documentation and completion tracking tools. Maintenance Page 99 of 416

104 Performance Measurement Story behind the data Percentage of Flower Beds Maintained on Schedule Level of service changes were implemented in Year over year improvements are anticipated moving forward. Is anyone better off? Performance Measurement Story behind the data Where do we want to go? Year over year increase in recycled materials collected in parks Large in-ground receptacles (Moloks) were installed with a city investment of $400,000, in These receptacles have been well received by park users due to their appearance and practical for city operations due to their large capacity. There is potential to expand the parks recycling program in the future, potentially including regular size waste receptacles. Maintenance Page 100 of 416

105 2016 OPERATING BUDGET SERVICE SUMMARY FINANCIAL INVESTMENT Approved Budget Actual Base Budget % Change vs Budget Parks and Open Space Maintenance Business Cases Total Budget % Change vs Budget Human Resources $ 3,203,864 $ 3,268,003 $ 3,307, % $ 4,935 $ 3,312, % Operating/Minor Capital Equip. $ 527,166 $ 533,216 $ 490, % $ - $ 490, % Purchased Services $ 671,975 $ 619,941 $ 668, % $ - $ 668, % Corp. Expenditures/Provisions $ - $ - $ - 0.0% $ - $ - 0.0% Internal Charges & Settlements $ 969,406 $ 983,261 $ 969, % $ - $ 969, % TOTAL EXPENDITURES $ 5,372,411 $ 5,404,422 $ 5,435, % $ 4,935 $ 5,440, % Controllable Revenues $ (239,061) $ (187,638) $ (240,329) 0.5% $ - $ (240,329) 0.5% General Revenues & Recoveries $ (541,846) $ (524,895) $ (540,965) -0.2% $ - $ (540,965) -0.2% TOTAL REVENUES $ (780,907) $ (712,533) $ (781,294) 0.0% $ - $ (781,294) 0.0% NET OPERATING BUDGET $ 4,591,504 $ 4,691,889 $ 4,654, % $ 4,935 $ 4,659, % Maintenance Page 101 of 416

106 Service Business Plan Service Name Winter Maintenance Service Type Public Service Owner Name Jeff Black Alignment to Strategic Plan Vibrant Neighbourhoods Service Owner Title Manager, Field Services - Roads Service Description Budget Year 2016 A public service to provide snow plowing and salting/sanding of public roads, sidewalks, walkways and parking areas. Current State Customers & Their Expectations This service is delivered to: Road and sidewalk users to provide safe and efficient travel throughout Burlington s transportation network. Existing Service Delivery Winter maintenance is provided for 1,913 lane kilometres of roadways and 839 kilometres of sidewalk. Services are delivered according to the legislated requirements of the Municipal Act's Minimum Maintenance Standards and Council-approved levels of service. This service also provides winter maintenance of regional roads within Burlington, according to the Regional Maintenance Agreement, Contractor Maintenance Services; and of boundary roads with the Town of Milton, Town of Oakville and City of Hamilton, in accordance with Boundary Road Agreements. Winter maintenance service is delivered through a combination of in-house and managed contracted resources. Existing Customer Engagement Tools / Methods Is this Service Provincially Legislated? For this Service are there Approved Service Standards? Customer engagement tools include the City s website (including information on levels of service and scheduled daily operational updates during road plowing events), a new You Tube Video on Winter Operations, newspaper ads, telephone, in person and . Yes Yes Municipal Act's Minimum Maintenance Standards Council-approved levels of service Maintenance Page 102 of 416

107 Sub-Services Winter Maintenance - Roads Winter Maintenance - Sidewalks Winter Maintenance Other City Facilities Weather Forecast and Road Condition Monitoring Recent Continuous Improvement Initiatives 2016 Approved Operating Budget Winter maintenance of roads, including anti-icing, plowing, salting or sanding and snow removal. Winter maintenance of sidewalks, including plowing, salting or sanding; and shoveling of bus pads and shelters, and school crossings. Winter maintenance of parking lots, multi-use trails and walkways in designated areas, including plowing, salting or sanding, and shoveling. Routine 24/7 monitoring of road and weather conditions from October 15 through April 15 each year, to identify maintenance needs and proactively respond to winter conditions. In 2015, the city developed a You Tube Video to inform residents regarding winter maintenance operations. In 2015, Council approved additional resources for sidewalk snow plowing, roadway plowing and additional snow removal for areas with limited snow storage beginning in the 2015/2016 winter season. In early 2015, the city implemented a What's Been Plowed application through the City s website, to improve information available to the public about the location and status of roadway plowing activities. In 2014, Council approval an increased level of service for snow plowing on the Centennial, Beachway and North Hydro Corridor multi-use paths and parking lay-by lanes. An enhanced Automatic Vehicle Location system was also installed on winter maintenance vehicles to improve the City s ability to monitor operations and report on performance meeting the City's service levels. Emerging Opportunities and Anticipated Risks Emerging Opportunities Weather conditions, including snow accumulation during a storm, can vary greatly across the City. The City's ability to respond to varying conditions depends on the quality and quantity of local weather and road data available. The addition of either City-owned weather stations or additional shared stations with Halton Region may improve the planning of winter control operations, to optimize the use of resources. Anticipated Risks The unpredictable nature of winter weather presents a risk to budgets, resources and infrastructure. Extreme winter weather is becoming more common each year. To manage variations in winter weather, the operating budget is based on an average of the previous five years. In addition, a Severe Weather Reserve Fund exists to account for extreme events, such as the December 2013 ice storm. Maintenance Page 103 of 416

108 Service Objectives 2016 Approved Operating Budget Target Completion Implement increased levels of service for sidewalk snow plowing. Apr 2016 Implement increased levels of service for additional snow removal in areas with limited snow storage. Continue to expand brine-making capabilities to further reduce the need to purchase brine externally and reduce costs. Prepare the Annual Report on Winter Maintenance for the 2015/2016 season, including a summary of operations and potential recommendations for changes to levels of service. Apr 2016 Apr 2016 Jun 2016 Maintenance Page 104 of 416

109 MEASURING SUCCESS How much did we do? 2016 Approved Operating Budget Performance Measurement 2011 Actual 2012 Actual 2013 Actual 2014 Actual 2015 Projection 2016 Forecast 2017 Forecast 2018 Forecast Average mean winter temperature in degrees Celsius (Dec-Mar) Winter snowfall total in centimetres (Nov-Apr) Tonnes of salt used 13,132 8,193 16,784 19,064 15,000 15,000 15,000 15,000 How well did we do it? Performance Measurement Story behind the data Cost of Winter Maintenance per Lane km of Road The cost of winter control for roads is influenced by the frequency, type and severity of winter weather. For example, in 2012 the winter was not as severe as recent winters and therefore, expenditures were not as high. The 2014/2015 winter was characterized by extremely cold temperatures that led to higher than average use of salt in order to maintain safe roadways. Maintenance Page 105 of 416

110 Performance Measurement Story behind the data Cost of Winter Maintenance per km of Sidewalk The cost of winter control for sidewalks is influenced by the frequency, type and severity of winter weather. Due to these fluctuations, annual budgets are developed based on a 5 year rolling average. The maintenance of sidewalks is a local municipal responsibility under the Municipal Act. As such, the city also pays for winter maintenance of sidewalks on regional roads. Is anyone better off? Performance Measurement Story behind the data Where do we want to go? Level of Service of Winter Maintenance (hrs) Winter maintenance services are provided based on legislated and council approved levels of service. Prior to the winter of 2014/2015, the ability to accurately document if the city was achieving these levels of service was paper based and generally qualitative. The implementation of an Automated Vehicle Location System on all city and contractor vehicles performing winter maintenance during the 2014/2015 winter provided the data to allow the city to more accurately measure performance. The goal will be meeting the levels of service 100% of the time. Maintenance Page 106 of 416

111 2016 OPERATING BUDGET SERVICE SUMMARY FINANCIAL INVESTMENT Approved Budget Actual Base Budget % Change vs Budget Business Cases Total Budget Winter Maintenance % Change vs Budget Human Resources $ 1,596,348 $ 1,437,563 $ 1,651, % $ 32,565 $ 1,683, % Operating/Minor Capital Equip. $ 1,003,765 $ 1,597,588 $ 1,120, % $ - $ 1,120, % Purchased Services $ 2,317,930 $ 2,155,083 $ 2,153, % $ 64,600 $ 2,218, % Corp. Expenditures/Provisions $ - $ 2,070,410 $ - 0.0% $ - $ - 0.0% Internal Charges & Settlements $ 715,017 $ 613,640 $ 669, % $ - $ 669, % TOTAL EXPENDITURES $ 5,633,060 $ 7,874,283 $ 5,595, % $ 97,165 $ 5,692, % Controllable Revenues $ (1,001,808) $ (1,022,890) $ (1,005,534) 0.4% $ - $ (1,005,534) 0.4% General Revenues & Recoveries $ - $ (2,070,410) $ - 0.0% $ - $ - 0.0% TOTAL REVENUES $ (1,001,808) $ (3,093,300) $ (1,005,534) 0.4% $ - $ (1,005,534) 0.4% NET OPERATING BUDGET $ 4,631,252 $ 4,780,984 $ 4,589, % $ 97,165 $ 4,687, % Maintenance Page 107 of 416

112 Service Business Plan Service Name Tree Management Service Type Public Service Owner Name Jeff Black Alignment to Strategic Plan Vibrant Neighbourhoods Service Owner Title Manager, Field Services - Roads Service Description Budget Year 2016 A public service to provide maintenance of City-owned trees and loose leaf collection. Current State Customers & Their Expectations Existing Service Delivery This service is delivered to: Burlington residents, to maximize the health and sustainability of trees and provide loose leaf collection in the urban area. Annual City-wide management of about 60,000 publicly owned trees near roadways and in parks, in line with Council-approved levels of service and bylaws and sound arboriculture practices. Maintenance of trees on regional roads in Burlington is also provided to Halton Region, in accordance with the Regional Maintenance Agreement, Contractor Maintenance Services. The tree management service is provided through a combination of in-house and managed contracted resources. Existing Customer Engagement Tools / Methods Is this Service Provincially Legislated? For this Service are there Approved Service Standards? Customer engagement methods include website information, telephone, in person and contact. Program-specific newspaper ads, mailings and/or door knockers are also provided to property owners, where appropriate. No Yes N/A Public Tree By-law and approved Levels of Service. Maintenance Page 108 of 416

113 Sub-Services Tree Maintenance Tree Planting Urban Forest Health and Pest Management Loose Leaf Collection Recent Continuous Improvement Initiatives 2016 Approved Operating Budget Includes activities such as routine and specific pruning, trimming, tree health assessments, and removal of dead and dying trees located within the City s road allowance and in parks and wooded areas. Involves planting new and replacement trees within the City's road allowances and within parks, including removal of tree stumps. This service focuses on assessing and appropriately managing pests and other disease carriers that may negatively affect the health and sustainability of the City s urban forest, including the emerald ash borer and gypsy moth. A loose leaf collection service is provided to Burlington residents in the fall, typically beginning the last week in October of each year for six weeks. It involves gathering leaves from the curb front of all properties in the urban area using specialized equipment and staff resources. In 2015: Organized the city's first Urban Forestry Symposium to engage the community, promote learning about sound arboriculture practices and offer opportunities for informal dialogue with private sector nurseries and forestry contractors. The event was very successful with an attendance of over 120 people (exceeding the goal of 50). Coordinated a tree-planting initiative in the Roseland neighbourhood, in cooperation with members of the community, aiming to replenish mature trees nearing the end of their life cycle (as recommended in the Urban Forest Management Plan). Reviewed the success of the Forestry Technician contract initiated in 2013 primarily to deliver the emerald ash borer program. Due to the critical importance of this position to the success of the program, in addition to the need to respond to the ever growing number of public tree inquiries, it will be filled on a permanent basis in 2016, with a corresponding reduction in staff within another area of the Department. In 2014: Expanded the loose leaf collection program, to include a second round of collection in the urban area north of the QEW and west of Walkers Line. Developed and awarded a forestry services contract including a broad range of services to improve efficiency and reduce turnaround times for completing work requests. Maintenance Page 109 of 416

114 Emerging Opportunities and Anticipated Risks Emerging Opportunities 2016 Approved Operating Budget The ability to manage trees in the rural area provides opportunities to introduce proactive tree management programs, similar to those performed in urban areas, and potentially reduce the effects of future severe weather. Anticipated Risks New invasive species, such as the emerald ash borer and the asian longhorn beetle, pose an unpredictable risk to trees and may require costly investment to protect City trees from decline. Climate change is leading to a higher frequency of severe weather in southern Ontario, as has been experienced through the ice storm of December 2013 and August 2014 flood. Arborist contractors are frequently in limited supply and high demand. As a result, costs can increase significantly for emergency response. Service Objectives Continue to monitor the emerald ash borer infestation and industry best practices to manage the effects on the City s urban forest, including providing annual action plan reports to Committee each spring. In 2016, there will continue to be an increase in the necessary removal and replacement of untreated trees. Continue to monitor annually for the presence of Gypsy Moth in Burlington. If necessary, an appropriate mitigation program will be implemented. The expansion of two rounds of loose leaf collection to a larger area of the city provided the flexibility to begin the program one week earlier in 2015 and reduce the risk of the program not being completed in the event of an early winter. The 6 week schedule will continue to be reviewed annually and refined to improve its efficiency each year. Target Completion Dec 2016 Dec 2016 Jun 2017 Maintenance Page 110 of 416

115 MEASURING SUCCESS How much did we do? 2016 Approved Operating Budget Performance Measurement 2011 Actual 2012 Actual 2013 Actual 2014 Actual 2015 Projection 2016 Forecast 2017 Forecast 2018 Forecast Number of street trees 58,253 58,290 58,192 57,887 58,200 58,200 58,200 58,200 maintained Trees planted (new and replacement trees) Tonnes of loose leaves collected per year 5,209 4,512 3,927 4,932 4,900 4,900 4,900 4,900 How well did we do it? Performance Measurement Story behind the data Urban Area Street Tree Maintenance Costs The costs include routine preventative maintenance, such as proactive pruning and trimming, mature tree inspection, reactive investigation and maintenance in response to inquires or safety concerns, and Public Tree Bylaw application review. Storm response, loose leaf collection, tree planting and emerald ash borer treatment costs are not included. The city has increased the scope of its tree inspection practices over the past few years, particularly in relation to mature trees. This has led to the identification of additional high priority maintenance needs, in order to increase public safety and reduce liability. Maintenance Page 111 of 416

116 Performance Measurement Story behind the data Loose Leaf Collection Costs The loose leaf collection program is highly weather dependent. Cool, clear weather is ideal. Rainy weather slows the progress of the program as it reduces the maximum vehicle load due to water weight, thus reducing efficiency, and also increases disposal costs. Early snows can also impact the schedule. Contingency plans are maintained annually and include flexible crew sizes to better respond to changing weather conditions and loose leaf volumes throughout the program. Is anyone better off? Performance Measurement Story behind the data Where do we want to go? Number of Surviving Ash Trees Council approved the Emerald Ash Borer Strategy in 2010 and annual Emerald Ash Borer Action Plans each year thereafter. This includes the biannual treatment of approximately 6,000 ash trees over 20 cm diameter. To date, treatments have been successful in preventing the immediate death of ash trees. Trees under 20 cm diameter are not treated, they are removed and replaced once signs of the infestation become visible. The city is committed to a continual multi-year ash tree treatment program, including the ongoing assessment of current practices and industry trends. Maintenance Page 112 of 416

117 Performance Measurement Story behind the data Overall Public Tree Condition The condition of public trees plays an important role in the benefits achieved from the urban forest. The condition is determined through routine inspections, typically on a 7 year cycle. Where do we want to go? The city aims to increase the overall condition of public trees throughout the city, to support vibrant neighbourhoods. This measurement is supported by the many initiatives of the Urban Forest Management Plan and maintenance activities undertaken by the city. 4% Overall Public Tree Condition % of Dead 35% % of Poor 60% % of Fair % of Good % of Excellent Maintenance Page 113 of 416

118 2016 OPERATING BUDGET SERVICE SUMMARY FINANCIAL INVESTMENT Approved Budget Actual Base Budget % Change vs Budget Business Cases Total Budget Tree Management % Change vs Budget Human Resources $ 1,379,071 $ 1,379,719 $ 1,454, % $ - $ 1,454, % Operating/Minor Capital Equip. $ 27,890 $ 28,339 $ 22, % $ - $ 22, % Purchased Services $ 835,690 $ 915,970 $ 845, % $ - $ 845, % Corp. Expenditures/Provisions $ - $ (8) $ - 0.0% $ - $ - 0.0% Internal Charges & Settlements $ 542,210 $ 531,924 $ 542, % $ - $ 542, % TOTAL EXPENDITURES $ 2,784,861 $ 2,855,945 $ 2,865, % $ - $ 2,865, % Controllable Revenues $ (20,250) $ (1,335) $ (20,250) 0.0% $ - $ (20,250) 0.0% General Revenues & Recoveries $ (97,200) $ (97,200) $ (97,200) 0.0% $ - $ (97,200) 0.0% TOTAL REVENUES $ (117,450) $ (98,535) $ (117,450) 0.0% $ - $ (117,450) 0.0% NET OPERATING BUDGET $ 2,667,411 $ 2,757,410 $ 2,747, % $ - $ 2,747, % Maintenance Page 114 of 416

119 Service Business Plan Service Name Surface Water Drainage Service Type Public Service Owner Name Cary Clark Alignment to Strategic Plan Vibrant Neighbourhoods Service Owner Title Service Description Manager of Development and Environmental Engineering A public service to manage surface water drainage. Current State Customers & Their Expectations This service is delivered to: Budget Year 2016 Residents, property owners, businesses, developers, builders/constructors, Planning & Building, Roads & Parks Maintenance and Council. Expectations include: Flood and erosion protection for properties and structures Clean and safe creeks Protection of natural habitat, including trees Accessibility to trail systems along creeks, with well-maintained and attractive amenities Safety and risk avoidance related to flooding Delivery of approvals and permits in a timely and cost-effective manner Well-maintained storm water management ponds Well-maintained surface water drainage systems, including culverts and storm inlet grates Help addressing storm drainage concerns and complaints Inventory information and assessment of infrastructure condition Replacement of damaged infrastructure Good storm water quality Professionalism, expertise, innovation and education. Maintenance Page 115 of 416

120 Existing Service Delivery The existing surface water drainage systems include: 11 main creeks within the urban boundary, totalling 83 kms 1350 rural area culverts (16,000 m) 900 urban area culverts (13,000 m) 15,600 catchbasins 21 storm water management ponds owned by the City 12 City-owned oil and grit separator manholes. This service is delivered in coordination with the Design & Construction and Asset Management sections of the Capital Works Department, Roads & Parks Maintenance (RPM), Halton Region, Conservation Halton, Niagara Escarpment Commission, Ministry of Environment & Climate Change, Ministry of Natural Resources and Department of Fisheries & Oceans. The service provides: Planning, design, construction, permits and inspection of surface water drainage systems Assistance to residents and property owners in addressing concerns/complaints regarding drainage issues Maintenance of creeks, road allowance drainage, catchbasins, storm inlet structures and oil and grit separator manholes Site alteration review, permits, inspection and enforcement In partnership with the Asset Management Service, collecting inventory information and assessing infrastructure condition for data management Infrastructure renewal of storm sewers through road reconstruction projects, accomplished as a customer of Roads and Structures Design and Construction for design of roads and storm sewers. Existing Customer Engagement Tools / Methods Is this Service Provincially Legislated? For this Service are there Approved Service Standards? In person, telephone, 311, , mail, City website, social media, newspapers, radio, television, media releases, public open houses, committee and Council reports. No Yes N/A Conservation Authorities Act, Ontario Regulation 162/06, Department of Fisheries and Oceans Act, Canadian Environmental Protection Act Drainage By-law , Site Alteration By-law Maintenance Page 116 of 416

121 Sub-Services Surface Water Drainage Project Management creeks, ditches, storm water management ponds, culverts Oversee design, tendering, project management, contract administration and construction inspection of creek erosion rehabilitation projects, storm water management pond cleanouts, minor drainage improvements and culvert replacements. Maintenance of Surface Water Drainage Systems Resident Drainage Customer Service Storm Water Management Design Review (for new development applications) Site Alteration Permitting and Administration Inspect and maintain creeks clear of debris and blockages. Addressing drainage issues on City-owned road allowances and open spaces. Repairs are undertaken by RPM crews or where necessary by outside contractors. According to By-law , address concerns/complaints from residents regarding storm water drainage. Inspect and assess issues. Make recommendations for actions where the City has responsibility. Provide storm water management design review services for new development applications. This is done in coordination with the Community Design and Development Review service. According to By-law , provide site assessments, review of applications, issuance of permits, inspections and enforcement. Recent Continuous Improvement Initiatives On August 4, 2014 the City of Burlington experienced a major rain storm that caused extensive flooding. A Flood Study was undertaken in 2014/15. Recommendations from this study were approved in July These recommendations included the addition of 1 staff person (Storm Water Technician) in the Capital Works Department. Also,included was the addition of $20M to the Storm Water Capital Budget over the next 10 years for infrastructure upgrades to mitigate flood risks. The design and construction of flood mitigation projects was initiated to reduce the risk of flooding in various neighbourhoods across the city, that were adversely affected by the August 2014 storm. The service level of the "Maintenance of Surface Water Drainage Systems" has been enhanced. Completion of the August 4, 2014 Flood Vulnerability, Prioritization and Mitigation Study. Maintenance Page 117 of 416

122 Emerging Opportunities and Anticipated Risks Emerging Opportunities Anticipated Risks Service Objectives 2016 Approved Operating Budget - We have the ability to address additional storm water infrastructure needs. - New approaches to climate change modelling. - Storm water user fee approach to capital funding is being examined. - Improved communication with residents through public engagement, updates on City website and social media. Increasing flood risks to the City and private property owners due to climate change. Recently modified approval process for creek rehabilitation projects, could result in longer approval times for these projects. Aging storm water infrastructure increases the need for funding of repairs and replacements. Conduct a condition survey of major creeks to gather new data to identify: newly eroded creek banks affecting private properties, structures and City infrastructure; as well as locations of debris accumulation. This will allow staff to prioritize future erosion control creek projects and improve the conditions of the major creeks. Target Completion Apr 2016 Complete the construction of Phase 2 - Flood Mitigation Projects which are recommended in the August 4, 2014 Flood Vulnerability and Prioritization Study. Assess the feasibility of a Storm Water Drainage User Fee approach. This will aim to determine the viability of a new approach to provide additional funding for storm water infrastructure to improve the level of service delivered. Dec 2016 Dec 2016 Assess the potential effects of climate change on surface water drainage systems and update the storm water drainage design criteria to reflect changing weather patterns. Undertake a study of storm water quality discharging into creeks, Burlington Bay and Lake Ontario. This aims to improve the existing storm sewer systems to improve the quality of water discharged to our major water bodies. Dec 2017 Dec 2017 Maintenance Page 118 of 416

123 MEASURING SUCCESS How much did we do? Performance Measurement 2011 Actual 2012 Actual 2013 Actual 2014 Actual 2015 Projection 2016 Forecast 2017 Forecast 2018 Forecast Length of creek erosion control repairs completed (km) (existing 83km of urban creek) Number of storm water management ponds cleaned out (existing 21 ponds) Number of rural culverts replaced by Roads and Parks Maintenance and Development & Environmental Engineering (1350 rural culverts = 16,000m) 2016 Approved Operating Budget How well did we do it? Performance Measurement Story behind the data Funding for Annual Storm Water Capital Budget ($ millions) The dollar values indicate actual and forecasted values, which include tax-supported funding and Development Charges funding. Maintenance Page 119 of 416

124 Performance Measurement Story behind the data Storm Water Management Pond Condition Rating Storm Water Management Ponds owned by the City are dredged out as part of an existing maintenance program. This involves removing accumulated mud at the bottom of the ponds. The purpose of this program is to maintain a good level of service that allows the ponds to operate as designed to control storm water quantity and quality. On average, one SWM pond per year is dredged out. With recent development in north Burlington, the City has assumed ownership of several new SWM ponds. This has added to the inventory of ponds and increases the funding requirements for future SWM pond dredging. Funding will need to increase to meet future needs. Performance Measurement Story behind the data Oil and Grit Separator Manhole Condition Rating Burlington has 12 oil and grit separator manholes located throughout the City. Roads & Parks Maintenance (RPM) provides maintenance services for these units through an outside contractor. The accumulated sediments in these units must be removed to provide the designed level of oil and grit removal from storm water. RPM's current level of service includes cleaning two to three manholes per year. This frequency allows the condition rating to increase marginally over time, however when additional Oil and Grit Separator Manholes are added there will need to be additional funding to maintain or increase the current level of service. Maintenance Page 120 of 416

125 Is anyone better off? Performance Measurement Story behind the data Where do we want to go? Rural area culvert condition rating (culverts in good operating condition) Culverts need to be maintained to provide effective drainage along rural roads. As culverts age, they fill up with sand, gravel, soil and silt. They also corrode and collapse. These failures cause drainage problems that can lead to flooding and erosion. A 2009 survey identified 126 of 1357 rural culverts as being in poor condition. Funding through Capital Works and Roads & Parks Maintenance provides for prioritized and emergency culvert replacements, however, culverts continue to age and collapse. Initiate a regular condition survey to identify culvert replacement needs. Increase funding for the increasing number of culverts requiring replacement. Performance Measurement Story behind the data Catchbasin operational condition rating (average capacity of catchbasin to capture sediment) There are currently 15,613 City-owned catchbasins and 649 owned by Halton region in our database. The current maintenance plan is a four-year cycle, which includes clearing out about 4000 catchbasins each year. This provides an effective level of service and an important component of the City's storm water quality program. Where do we want to go? As new development proceeds the number of catchbasins will increase. This will require an increase in funding to maintain the level of service. Maintenance Page 121 of 416

126 Performance Measurement Annual creek condition index (weighted average of % of kms of creeks in good condition) Story behind the data Where do we want to go? The "Annual Creek Condition Index" provides an overall indicator that reflects the conditions of our creeks. A creek condition inventory and erosion assessment was undertaken 2009, covering urban area creeks on City-owned property or within easements. This study resulted in prioritizing the locations to be rehabilitated as part of our storm water capital works program. The next comprehensive Creek Condition Survey is taking place in the fall of Updated condition ratings will be used to provide forecasts for 2016 forward. The 2015 study will establish how the creek erosion control capital works program and the August 2014 flood has affected the overall condition of our creeks. This data will allow us to project the positive or negative infrastructure gap. Note: The 2015 forecast is significantly lower than 2014 because additional erosion data will be collected in 2015 condition survey. This will identify new locations of erosion not included in the 2014 rating calculation. Maintenance Page 122 of 416

127 2016 OPERATING BUDGET SERVICE SUMMARY FINANCIAL INVESTMENT Approved Budget Actual Base Budget % Change vs Budget Business Cases Total Budget Surface Water Drainage % Change vs Budget Human Resources $ 936,155 $ 902,240 $ 958, % $ 83,900 $ 1,042, % Operating/Minor Capital Equip. $ 36,960 $ 53,668 $ 37, % $ - $ 37, % Purchased Services $ 714,700 $ 719,172 $ 708, % $ 100,000 $ 808, % Corp. Expenditures/Provisions $ 4,142 $ - $ % $ - $ % Internal Charges & Settlements $ 72,053 $ 66,240 $ 72, % $ - $ 72, % TOTAL EXPENDITURES $ 1,764,010 $ 1,741,320 $ 1,776, % $ 183,900 $ 1,960, % Controllable Revenues $ (14,000) $ (11,288) $ (21,000) 50.0% $ - $ (21,000) 50.0% General Revenues & Recoveries $ (295,142) $ (315,157) $ (291,000) -1.4% $ - $ (291,000) -1.4% TOTAL REVENUES $ (309,142) $ (326,445) $ (312,000) 0.9% $ - $ (312,000) 0.9% NET OPERATING BUDGET $ 1,454,868 $ 1,414,875 $ 1,464, % $ 183,900 $ 1,648, % Maintenance Page 123 of 416

128 Service Business Plan Service Name Environment and Energy Service Type Internal Service Owner Name Lynn Robichaud Alignment to Strategic Plan Excellence in Government Service Owner Title Service Description Sr. Sustainability Coordinator Budget Year 2016 An internal service to provide environmental management of City operations and oversee/coordinate community environmental programs and energy management. Current State Customers & Their Expectations This service is provided to: Council and management, staff, facility managers, and the public, who expect improved environmental performance through: sustainability measures for City operations (e.g. green fleet, green procurement, green buildings and energy conservation) reduced greenhouse gas and air emissions conservation of natural resources value for money invested (cost avoidance) community engagement activities on local environmental issues. Existing Service Delivery Monitor and report on energy consumption/energy avoidance. Introduce conservation and renewable energy measures. Deliver staff training on energy management and conservation. Oversee energy management technology measures (e.g. building automation system) in City facilities. Coordinate with community partners to implement actions in the Community Energy Plan related to energy efficiency; local energy generation; community engagement; and the built form (land use and transportation planning). Influence and guide sustainability of City operations and services by developing and implementing environmental policies and strategies (e.g. green fleet strategy, zero waste strategy). Deliver or support environmental programs, collaborating with environmental agencies, community groups and the City s Sustainable Development Committee. Existing Customer Engagement Tools / Methods Is this Service Provincially Legislated? Webpage ( (environment@burlington.ca); lunch & learns; Burlington Post ads; update reports/newsletters; community displays; Let's Talk Burlington online tool; YouTube videos; community distribution network; contests; media releases, social media; and library seminars. Yes Ont. Reg. 397, Green Energy Act 2009 Ont. Reg. 347 under the Environmental Protection Act 1990 Maintenance Page 124 of 416

129 For this Service are there Approved Service Standards? Sub-Services Community Energy Plan Energy Management Plan (for City Operations) Sustainability Initiatives No N/A Recent Continuous Improvement Initiatives 2016 Approved Operating Budget Coordinate and facilitate implementation of the Community Energy Plan with community stakeholder partners. Annual reporting on progress and targets. Work with City departments to introduce energy efficiency measures identified in corporate energy audits. Train staff to manage energy efficiently. Implement energy efficient capital renewal projects. Monitor and report on energy consumption, and monitor and improve building systems (heating, cooling, lighting, electrical, etc.) through the building automation system. Work with city staff to develop and implement sustainability strategies for City operations (e.g. Green Fleet Strategy, Energy Policy, Green Building Policy, Green Procurement). Engage community members in programs to raise awareness of local environmental issues. Community Energy Plan actions: - Electric Vehicle (EV) charging station capable of charging two EVs has been installed in the city's parking garage (an action in the Community Energy Plan). - Burlington Hydro has installed a combined heat & power micro turbine demonstration project at their head office. Corporate Energy Management Plan actions: - a new energy tracking system has been implemented (4th quarter 2015) to help manage corporate energy consumption in city facilities - a 70 kw solar photovoltaic panel installation at Roads and Parks Maintenance. The city has leased out the rooftop space with guaranteed income for 20 years. - a staff competition was held in 2014 between city community centres. Music Centre facility team was successful in reducing their equivalent energy consumption by 13% compared to previous year. - Energy savings of 100,000 kwh in 2014 due to replacement of mechanical equipment in city facilities (Tansley Woods, Art Gallery of Burlington & Aldershot Pool) - Energy efficiency lighting replacements (LEDs) in city facilities (Tansley Woods, Aldershot Pool, Brant Hills, parking garage and exterior lighting). - Pool heat recovery system installed at Aldershot Pool. Maintenance Page 125 of 416

130 Emerging Opportunities and Anticipated Risks Emerging Opportunities 2016 Approved Operating Budget Corporate Energy Management Plan: - researching business case to implement LED streetlights in Burlington using IESO incentive. - energy efficiency competition between city pools. Anticipated Risks Community Energy Plan: - undertaking study to determine feasibility of implementing an integrated community energy system such as district energy in Burlington. - researching feasibility to expand car share opportunities in Burlington - researching feasibility of utilizing local improvement charges to support deep energy retrofits in the residential sector. Doing nothing makes the City vulnerable to increasing energy costs and effects of climate change, such as increasing temperatures and severe weather events. The City aims to minimize these risks by managing energy consumption effectively and efficiently, and introducing a local sustainable and integrated community energy system. Poor environmental performance can have a significant impact on the local environment and result in a negative effect on the City's reputation. Successful energy and sustainability initiatives shows the City as a progressive, sustainable corporate agency. Service Objectives Consider the feasibility of a program to help homeowners introduce energy efficiency measures. Investigate funding through a Local Improvement Charges program, with a review of best practices by other municipalities. Target Completion Jun 2016 Consider the feasibility of upgrading streetlights to LEDs to conserve energy. Jun 2016 Monitor electric vehicle market and investigate opportunities to install electric charging stations at City parking lots. Implement energy efficiency measures for heating, ventilation, air conditioning equipment and LED lighting at the following city facilities: Roads & Parks Maintenance Operations Centre (boiler replacement), Animal Shelter, Aldershot Arena, Brant Hills Community Centre, Rotary Youth Centre, and Student Theatre Centre. Complete study considering opportunities for integrated community energy systems to improve local energy efficiency. Opportunities include renewable energy, heat recovery systems, energy storage and district energy (providing heating and cooling from a central plant). Work to expand solar energy generation installations at City facilities, subject to provincial programs. Dec 2016 Dec 2016 Jun 2017 Dec 2018 Maintenance Page 126 of 416

131 MEASURING SUCCESS How much did we do? 2016 Approved Operating Budget Performance Measurement 2011 Actual 2012 Actual 2013 Actual 2014 Actual 2015 Projection 2016 Forecast 2017 Forecast 2018 Forecast Electricity consumption- City N/A facilities & street lights (millions kwh) Natural gas consumption- N/A City facilities (millions cubic metres) Greenhouse gas emissions- City operations, not including transit bus (tonnes) N/A 8,894 9,101 5,482 5,208 4,948 4,700 4,465 How well did we do it? Performance Measurement Story behind the data Electricity Consumption- City Facilities kwh/ft2 Overall electricity consumption should continue to decline due to improved building automation system controls, operational equipment control and monitoring, staff training and energy efficiency measures. The forecasted electricity consumption aligns with the targets established within the city's five year Energy Management Plan which includes comprehensive actions designed to manage the city's energy use. Maintenance Page 127 of 416

132 Performance Measurement Story behind the data Natural Gas Consumption- City Facilities m3/ft2 Overall natural gas consumption should continue to decline due to improved building automation system controls, operational equipment control and monitoring, staff training and energy efficiency improvements. The forecasted natural gas consumption aligns with the targets established within the city's five year Energy Management Plan which includes comprehensive actions designed to manage the city's energy use. Performance Measurement Story behind the data Annual Utility Costs- City Facilities (excluding street and traffic lights) Energy management initiatives have contributed to the ongoing decline in annual utility costs. Planned expansion of renewable energy in City facilities will generate additional revenue. The five year Energy Management Plan targets a 20% reduction in facility energy costs. Maintenance Page 128 of 416

133 Is anyone better off? Performance Measurement Story behind the data Where do we want to go? Greenhouse Gas Emission from City Operations per Person (tonnes) Greenhouse gas emissions from City operations on a per person basis have been declining in the past years. This is due to both energy efficiency measures implemented in City facilities and the provincial policy to phase out coal fired electricity generating stations, a significant source of emissions in the past. Future change in greenhouse gas emission levels is not expected to be as dramatic, but should decline as the energy efficiency of City operations continues to improve. Performance Measurement Story behind the data Where do we want to go? Community greenhouse gas emissions per person (tonnes). Greenhouse gas emissions are produced by energy generation (natural gas fired generation plants), burning natural gas for thermal (heating) energy, and vehicles powered by fossil fuels. The provincial electricity grid is much cleaner due to the provincial government phasing out coal fired generating stations. But greenhouse gas emissions from vehicular use continues to rise (transportation represents 40% of the greenhouse gas emissions in Burlington). Although people are buying more fuel efficient vehicles, they are buying larger vehicles and driving more. Reducing greenhouse gas emissions on a per capita basis can be achieved through energy conservation measures and the implementation of sustainable transportation measures. Actions in the Burlington Community Energy Plan will assist in achieving the targets. Planning policies that support a complete community with intensified development which support walking, cycling and transit should help to reduce community emissions. Maintenance Page 129 of 416

134 Performance Management Story behind the data City fleet vehicle efficiency- Litres/100km (excluding transit bus) Fuel efficiency could improve if the procurement process continues to right-size vehicles for function and fuel efficiency. In many services, fuel efficiency of fleet vehicles is improving. However, there are areas to monitor. Where do we want to go? A 10% reduction in fuel consumption by 2018 in partnership with service areas from 2012 (Corporate Energy Management Plan). Maintenance Page 130 of 416

135 2016 OPERATING BUDGET SERVICE SUMMARY FINANCIAL INVESTMENT Approved Budget Actual Base Budget % Change vs Budget Business Cases Total Budget Environment and Energy % Change vs Budget Human Resources $ 315,145 $ 268,927 $ 330, % $ - $ 330, % Operating/Minor Capital Equip. $ 7,000 $ 7,000 $ 7, % $ - $ 7, % Purchased Services $ 24,820 $ 9,563 $ 24, % $ - $ 24, % Corp. Expenditures/Provisions $ 4,250 $ 3,960 $ 19, % $ - $ 19, % Internal Charges & Settlements $ - $ - $ - 0.0% $ - $ - 0.0% TOTAL EXPENDITURES $ 351,215 $ 289,450 $ 382, % $ - $ 382, % Controllable Revenues $ (35,000) $ (91,249) $ (35,000) 0.0% $ - $ (35,000) 0.0% General Revenues & Recoveries $ - $ - $ - 0.0% $ - $ - 0.0% TOTAL REVENUES $ (35,000) $ (91,249) $ (35,000) 0.0% $ - $ (35,000) 0.0% NET OPERATING BUDGET $ 316,215 $ 198,200 $ 347, % $ - $ 347, % Maintenance Page 131 of 416

136 Service Business Plan Service Name Cemetery Service Type Public Service Owner Name Mary Battaglia Alignment to Strategic Plan Excellence in Government Service Owner Title Manager of Field Services - Parks Service Description Budget Year 2016 A public service to provide customer service and choices for interment (burial) rights, arrange burial services and ongoing maintenance of municipal cemetery properties. Current State Customers & Their Expectations Existing Service Delivery Existing Customer Engagement Tools / Methods Is this Service Provincially Legislated? For this Service are there Approved Service Standards? This service is delivered to: Residents and non-residents in need of burial services, and ongoing care and maintenance of cemetery properties. Customer service, record keeping and ongoing maintenance of Greenwood Cemetery (7 hectares) and 11 pioneer cemeteries (3.33 hectares). Customer engagement tools include telephone, mail, in person, and the City website. Yes Yes Funeral, Burial and Cremation Services Act In accordance with Ministry of Consumer Services Maintenance Page 132 of 416

137 Sub-Services Customer Service and Sales Assist customers by: providing a description and explanation of services, including available options and costs related to burial of remains researching and answering inquiries related to searches for buried individuals Interment Services Grounds Maintenance providing quotes and completing sales transactions ensuring accurate and full record keeping associated with legislated requirements Prepare grounds or area and receive and bury remains, in accordance with legislated requirements. Property maintenance, including: grass cutting flower bed, tree and shrub care waste removal irrigation ground repairs monument base preparation and repairs snow removal Recent Continuous Improvement Initiatives In 2015, the service prepared an Operational Procedures Manual to provide direction for staff and consistent service delivery. In 2014, the service completed an expansion of Greenwood Cemetery by 0.8 hectares. This should provide capacity to meet the needs of the community for the next 30 to 50 years. Emerging Opportunities and Anticipated Risks Emerging Opportunities Use of technology to improve customer service, including: Website improvements to provide easily accessible and clear information on cemetery locations, contact information, rates and fees. Investigate geographic information system mapping and cost/benefit analysis. Anticipated Risks Climate change may affect required maintenance and aesthetics of the cemetery properties. The potential for a pandemic or disaster causing an emergency situation requires plans to ensure burial of those affected. Maintenance Page 133 of 416

138 Service Objectives Building on the review of current maintenance practices in 2015, the service will bring clear service level expectations for Council approval early in Continuing in 2016, update customer service improvements, including information availability on site and on the web. This will result in improved access to information on cemetery locations, services, rates and fees. Beginning in 2016, conduct a stakeholder review of services, evaluate results and determine recommendations, including a long-range capital improvement plan for the next 10 years. This will result in greater stakeholder input in shaping future service improvements and capital planning. Beginning in 2017, prepare a long-range capacity plan to determine and evaluate options. This will result in shaping strategy for long-term capacity planning. Target Completion Apr 2016 Apr 2016 Nov 2016 Sep 2018 Maintenance Page 134 of 416

139 MEASURING SUCCESS How much did we do? 2016 Approved Operating Budget Performance Measurement 2011 Actual 2012 Actual 2013 Actual 2014 Actual 2015 Projection 2016 Forecast 2017 Forecast 2018 Forecast Plots/niches sold Interment services Customer inquiries How well did we do it? Performance Measurement Story behind the data Cost per hectare to operate & maintain cemetery property Expenditures per ha to maintain Greenwood Cemetery are anticipated to increase as the number of interments increase. Customers expect aesthetically pleasing and well kept cemeteries. However, these costs are significantly offset through the sale of plots, niches and services, particularly in the newly opened MacMillan Block of Greenwood Cemetery. Is anyone better off? Performance Measurement Story behind the data Where do we want to go? Projected capacity by unit type. The sales by unit type will be a comparator to measure if the types of units available are going to meet demand into the future. By tracking capacity measures by type of sales, future considerations can be adjusted in a timely manner to plan for capacity. This will allow the construction of new columbaria to be completed at the appropriate time. Maintenance Page 135 of 416

140 2016 OPERATING BUDGET SERVICE SUMMARY FINANCIAL INVESTMENT Approved Budget Actual Base Budget % Change vs Budget Business Cases Total Budget Cemetery % Change vs Budget Human Resources $ 235,253 $ 227,300 $ 250, % $ - $ 250, % Operating/Minor Capital Equip. $ 34,795 $ 35,087 $ 35, % $ - $ 35, % Purchased Services $ 5,400 $ 5,839 $ 5, % $ - $ 5, % Corp. Expenditures/Provisions $ - $ - $ - 0.0% $ - $ - 0.0% Internal Charges & Settlements $ 50,716 $ 52,407 $ 50, % $ - $ 50, % TOTAL EXPENDITURES $ 326,164 $ 320,633 $ 342, % $ - $ 342, % Controllable Revenues $ (214,115) $ (217,335) $ (232,000) 8.4% $ - $ (232,000) 8.4% General Revenues & Recoveries $ (65,000) $ (57,683) $ (65,000) 0.0% $ - $ (65,000) 0.0% TOTAL REVENUES $ (279,115) $ (275,018) $ (297,000) 6.4% $ - $ (297,000) 6.4% NET OPERATING BUDGET $ 47,049 $ 45,615 $ 45, % $ - $ 45, % Maintenance Page 136 of 416

141 2016 Budget 2016 Approved Operating Budget Roads & Transportation Transit Traffic Operations Management Roads and Structures - Design and Construction Transportation Network Planning Parking Roads & Transportation

142

143 Service Business Plan Service Name Transit Service Type Public Service Owner Name Mike Spicer Alignment to Strategic Plan Vibrant Neighbourhoods Service Owner Title Director of Transit Budget Year 2016 Service Description A public service to provide conventional and specialized transit transportation. Current State Customers & Their Expectations This service is delivered to: Residents and visitors of the City who expect: bus transportation services with convenient options to obtain transit information clean buses who strive to be environmentally friendly value for fares and courteous service for all passengers. Existing Service Delivery Existing Customer Engagement Tools / Methods Is this Service Provincially Legislated? For this Service are there Approved Service Standards? Sub-Services N/A Transit Services operates 26 routes with weekday, weekend and holiday service. Transit Services operates foot buses, six 30-foot buses, four 26-foot buses, ten Handi-Vans, and one MV-1 vehicle. Burlington Transit connects with Hamilton Street Railway and Oakville Transit; provides direct access to GO Transit services at each of the three (Aldershot, Burlington and Appleby) rail stations; and GO bus service at the 407 car pool lot. Transit customer service staff is available from 7 a.m. to 7 p.m., Monday through Friday, to speak directly with customers and provide assistance with travel planning, fare questions, lost and found inquiries, customer comments or concerns. Burlington Transit operates a Charter Bus Service within the boundaries of the municipality. Web-info subscription service, website updates, news media, posters on buses, public meetings, educational videos and outreach through High School Youth Ambassadors. No Yes N/A N/A Council approved report TT-39/06 with the current transit service standards. Transit Services must abide by the AODA regulations as well as the Highway Traffic Act and Public Vehicle Act, as enforced by the Ministry of Transportation of Ontario and the Province of Ontario. Roads & Transportation Page 139 of 416

144 Recent Continuous Improvement Initiatives 2016 Approved Operating Budget Transit staff reallocated route frequencies to routes that required additional resources. Transit Services added: new late-night bus service a community shuttle (from 1 bus two days a week to 3 buses 5 days a week) a more focused approach to commuter ridership. Staff continue to use data to better allocate resources by matching capacity to routes and times of the day, to achieve correct bus size for need. Staff now use this data to define and measure the effectiveness of route performance. Smart Transit System is operating in test mode to determine functionality for full implementation for Transit service was re-located to the south side of Appleby GO in October Emerging Opportunities and Anticipated Risks Emerging Opportunities Transit Services is involved with the development of the Transportation Master Plan and Official Plan Review. This will help with consistent policy decisions for transit system growth, updating service standards, fare strategy and transit routes in and around places of employment. Developing opportunities with service to employment lands is an opportunity in the future. Opportunities to add additional Community Connection routes in the off-peak times will be part of the growth strategy that transit develops along side of the introduction of revised service standards that will guide the future growth of transit routes and networks. By utilizing the available data from the Smart Transit System, opportunities to improve reliability of data will assist in reporting and analyzing route performance. The introduction and success of Community Connection continues to provide seniors and the community with direct access to local shopping malls, seniors centres and healthcare facilities. Anticipated Risks Work with bordering transit systems to look for opportunities to provide seamless travel for customers. Work in conjunction with Halton Region to improve congestion throughout Halton Region. Customers may expect service expansion to be escalated sooner than the data, service standards and fare strategy have been developed. Roads & Transportation Page 140 of 416

145 Service Objectives 2016 Approved Operating Budget Develop a strategy to grow ridership/boardings within the current network (2017 and beyond) to efficiently meet the needs of residents. Once service standards are approved by Council Target Completion Apr 2016 Implement Transit Service Standards guide and develop business cases for growth. Apr 2016 Community Connection/Route proposed expansion opportunities for 2017 implementation. Full Implementation of the smart bus system that will provide bus stop announcements, real-time transit information for users and additional real-time trip planning tools. Work with Metrolinx to enhance connections at GO stations and future Regional Express Rail strategy. Transit services will also be moving to the South side of the Burlington GO when the new station opens in early 2016 Implement Seniors "TWO for TOONIE promotion to encourage ridership in off peak periods from April 2 to September 4th 2016 Mar 2016 Mar 2016 Sep 2016 Sep 2016 Roads & Transportation Page 141 of 416

146 MEASURING SUCCESS How much did we do? 2016 Approved Operating Budget Performance Measurement Actual Actual Actual Actual Projection Forecast Forecast Forecast Ridership (# of passengers) 2,109,516 2,254,540 2,212,841 2,064,311 1,970,000 2,000,000 2,090,000 2,090,000 Boardings- Including transfers How well did we do it? Performance Measurement Story behind the data 3,119,522 3,431,730 3,362,430 3,303,847 3,102,362 3,150,000 3,290,000 3,290,000 Revenue to Cost Ratio A indicator of how well a system is able to recover it's operating expenses from fares. Calculated by dividing the systems total operating revenue by its total operating expenses. 41% 40% 39% 38% 37% 36% 35% 34% 40.52% Revenue to Cost Ratio 39.01% 38.75% 38.09% 38.25% 37.75% 37.25% 36.74% Roads & Transportation Page 142 of 416

147 Performance Measurement Story behind the data Boardings Reflects all passenger trips for which fare systems apply including those paying full fare, reduced fare, transfers or with passes/tickets purchased by other agencies (e.g. school boards). 3,500,000 3,400,000 3,300,000 3,200,000 3,100,000 3,000,000 2,900,000 Boardings 3,431,730 3,362,430 3,303,847 3,290,000 3,290,000 3,150,000 3,119,522 3,102, Performance Measurement Story behind the data Cost Effectiveness Cost effectiveness is measured by total direct operating expenses divided by regular service passenger trips. $8 $7 $6 $5 $4 $3 $2 $1 $0 Cost Effectiveness $6.97 $7.00 $7.05 $7.10 $7.15 $6.17 $5.95 $ Roads & Transportation Page 143 of 416

148 Is anyone better off? Performance Measurement Story behind the data Where do we want to go? Municipal Investment per Capita This measure represents the net operating contribution per capita on a historical basis. This is calculated by dividing the municipal operating contributation by the service area population. The comparator municipaliities are similar in size to Burlington and there is no ability to obtain forecasts. This measure will be used in conjunction with other measures to be introduced for this service. Increasing transit network and additional investment is required to grow a sustainable transit system. $120 $100 $80 Municipal Investment per Capita $ $84.13 $87.95 $71.95 $69.46 $69.83 $69.26 $60 $40 $43.17 $42.72 $45.84 $45.50 $48.63 $49.79 $48.29 $51.61 $20 $0 Burlington Oakville Brantford Kingston Niagara Falls 2012 Actual 2013 Actual 2014 Actual Roads & Transportation Page 144 of 416

149 2016 OPERATING BUDGET SERVICE SUMMARY FINANCIAL INVESTMENT Approved Budget Actual Base Budget % Change vs Budget Business Cases Total Budget Transit % Change vs Budget Human Resources $ 11,301,080 $ 10,758,753 $ 11,598, % $ - $ 11,598, % Operating/Minor Capital Equip. $ 3,445,945 $ 3,248,918 $ 2,969, % $ - $ 2,969, % Purchased Services $ 1,867,494 $ 1,776,465 $ 1,823, % $ - $ 1,823, % Corp. Expenditures/Provisions $ 2,239,856 $ 2,108,915 $ 2,239, % $ - $ 2,239, % Internal Charges & Settlements $ 122,500 $ 105,224 $ 120, % $ - $ 120, % TOTAL EXPENDITURES $ 18,976,875 $ 17,998,275 $ 18,751, % $ - $ 18,751, % Controllable Revenues $ (6,047,180) $ (5,549,451) $ (5,458,700) -9.7% $ - $ (5,458,700) -9.7% General Revenues & Recoveries $ (3,097,956) $ (2,986,498) $ (3,181,956) 2.7% $ - $ (3,181,956) 2.7% TOTAL REVENUES $ (9,145,136) $ (8,535,949) $ (8,640,656) -5.5% $ - $ (8,640,656) -5.5% NET OPERATING BUDGET $ 9,831,739 $ 9,462,326 $ 10,110, % $ - $ 10,110, % Roads & Transportation Page 145 of 416

150 Service Business Plan Service Name Traffic Operations Management Service Type Public Service Owner Name Jenny Setterfield Alignment to Strategic Plan Vibrant Neighbourhoods Service Owner Title Service Description Acting Manager of Traffic Services Budget Year 2016 A public service to provide controlled traffic on public roads and sidewalks. Current State Customers & Their Expectations Existing Service Delivery Existing Customer Engagement Tools / Methods Is this Service Provincially Legislated? For this Service are there Approved Service Standards? This service is delivered to: users of public roads, such as pedestrians, cyclists and drivers, who expect access to a safe and efficient road and sidewalk network local businesses and other users of traffic information such as traffic volumes and road closure details. In partnership with internal services, professional organizations such as the Institute of Transportation Engineers and the Ontario Traffic Council, police agencies, Halton municipalities and stakeholder groups, we provide traffic services including: providing traffic control devices (stop signs, traffic signals) issuing traffic permits (oversize loads, filming) managing detours for construction and special events providing a computerized traffic signal control system providing a City-wide school pedestrian safety program. Website, , voic , telephone, resident surveys and notification, public information centres, open houses, public meetings and 311. Yes Yes The Municipal Act City of Burlington Standard Operating Procedures and Standards, Highway Traffic Act, Traffic By-Law , Ontario Traffic Manual series of books. Roads & Transportation Page 146 of 416

151 Sub-Services Traffic Operations Traffic Signals Crossing Guard Program Recent Continuous Improvement Initiatives 2016 Approved Operating Budget Assessing and providing regulated traffic control such as traffic signs, road closures and traffic calming through Council-approved measures such as: speed bumps road narrowings traffic data management sightline reviews road safety assessments road permits. Managing and evaluating a computerized traffic signal system, ongoing signal timing evaluation and design and installation of new traffic signals and intersection pedestrian signals. Providing pedestrian safety through a City-wide school crossing guard program, including hiring, training, supervising and ongoing assessment/ evaluation of staff at all Council-approved school crossing locations. In 2015, the Special Events Management process project was completed which changed ownership for road event applications that reduced duplication, clarified roles and responsibilities and increased productivity. In 2015, completed a Customer Service Satisfaction survey to determine the level of customer satisfaction with the services Traffic Services delivers. Results show that 44% strongly agreed that they were satisfied with the overall quality of the service/produce delivered. In 2015, partnered with Purchasing and Roads and Parks Maintenance to complete the installation of the new Traffic Signal Control System, Centracs. One advantage is the ability to review and report on historical data at any point in time that allows staff to recommend improvements more efficiently. In 2015, staff streamlined the Traffic Calming Policy by eliminating the resident polling that allows staff to determine the appropriate traffic calming measure and has cleared up 50% of the backlog in traffic calming requests. In 2015, staff implemented the new Traffic Signal Installation Business Process and made improvements to the design process that reduced errors by 50%. Roads & Transportation Page 147 of 416

152 Emerging Opportunities and Anticipated Risks Emerging Opportunities 2016 Approved Operating Budget New data collection and traffic management technology is available that can enhance the city's capability to be traffic responsive. For example, if an incident occurred on Highway 403 and traffic was diverted onto Plains Road W, the traffic management technology would be able to adjust signal timings in real time. Evaluate opportunities regarding Intelligent Transportation Systems and Connected Vehicle initiatives. These combine in-vehicle equipment, advanced roadside traffic devices and communication software to implement new technology systems. These systems indicate traffic status to approaching drivers, driver awareness messaging on road conditions, construction detours and other information to communications tools such as on-board equipment. Anticipated Risks Any data collection and/or traffic management technology would require procurement and third party vendors which involves unknown risks to quality, timeliness, costs, control and customer satisfaction. Intelligent Transportation System technology is advancing. Municipalities must be ready to react to opportunities to acquire and implement these technologies, which can assist in such areas as road closures, event planning and other related traffic flow scenarios. Service Objectives In consultation with the Halton Regional Police Service and the Ministry of Transportation, conduct a comprehensive review of new types of vehicles. From this, develop a policy and guidelines dealing with where these new alternative vehicles should be operated to provide a balanced and safer road network. As a result of our service survey of 2015, we learned that there is an opportunity to improve our explanation of decisions. To achieve this, we will enhance our online information on our website and review all standard correspondence with our Communications Advisor. Evaluate and pilot new data collection and traffic management technology to enhance the city's capability to be traffic responsive. Revise School Crossing Guard warrant and complete full analysis to maximize use of guard staffing. Evaluate opportunities regarding Intelligent Transportation Systems. These combine in-vehicle equipment, advanced roadside devices and communication software to indicate traffic status to approaching drivers, driver awareness messaging on road conditions, construction detours and other information to communications tools such as on-board equipment. Target Completion Nov 2015 Aug 2016 Nov 2016 Aug 2016 Dec 2018 Roads & Transportation Page 148 of 416

153 MEASURING SUCCESS How much did we do? 2016 Approved Operating Budget Performance Measurement 2011 Actual 2012 Actual 2013 Actual 2014 Actual 2015 Projection 2016 Forecast 2017 Forecast 2018 Forecast Road Permits Issued Traffic Calming Projects Processed Speed Limit Reviews Complete Traffic Signal/Intersection Pedestrian Signals Installation & Major Modification Installed How well did we do it? Performance Measurement Story behind the data Number of Total Collisions Since 2011, there has been a noticable decrease in the total number of collisions and collision-related injuries. This decline is a combination of a number of factors, including the transfer of roads to the Region of Halton, staff traffic safety efforts, policing efforts and favourable winter conditions. Without increased action, we expect this baseline number to climb based on additional growth, more intense winter weather, a reported increase in distracted drivers, and the diversion of traffic off Provincial highways. Staff propose that road safety awareness initiatives continue. These include the expanded use of driver feedback signs, the Road Watch program and enhanced communication and coordination with our Road Safety Stakeholder partners, such as the Halton Regional Police Service and the Ministry of Transportation. Through these efforts, we forecast a steady decline in the number of collisions from the projected baseline (2% per year) and in the number of serious and fatal injury collisions. Roads & Transportation Page 149 of 416

154 Performance Measurement Story behind the data Number of Total Fatal & Injury Collisions Since 2011, there has been a noticeable decrease in the total number of collisions and collision-related injuries. This decline is a combination of a number of factors, including the transfer of roads to the Region of Halton, staff traffic safety efforts, policing efforts and favourable winter conditions. Without increased action, we expect this baseline number to climb based on additional growth, more intense winter weather, a reported increase in distracted drivers, and the diversion of traffic off Provincial highways. Staff propose that road safety awareness initiatives continue. These include the expanded use of driver feedback signs, the Road Watch program and enhanced communication and coordination with our Road Safety Stakeholder partners, such as the Halton Regional Police Service and the Ministry of Transportation. Through these efforts, we forecast a steady decline in the number of collisions from the projected baseline (2% per year) and in the number of serious and fatal injury collisions. Roads & Transportation Page 150 of 416

155 Is anyone better off? Performance Measurement Story behind the data Where do we want to go? Travel Time for Vehicle Drivers Travel time along Burlington's arterial corridors, such as Walkers Line and Harvester Road, is affected by many factors. These include road construction, diversion of traffic off the Provincial highways and storms affecting communication with the Traffic Signal Control System. Based on baseline data, travel times are expected to increase over the next few years as growth and construction activity will continue. The City's current Traffic Signal Control System was installed in 1989, was upgraded in 1999 and is now being replaced. The new traffic signal system will provide Traffic Signals staff with more effective tools and options in dealing with signal timing issues and better overall system coordination. We expect this will contribute to a reduction in travel time between 1% and 4%. Roads & Transportation Page 151 of 416

156 2016 OPERATING BUDGET SERVICE SUMMARY FINANCIAL INVESTMENT Approved Budget Actual Base Budget % Change vs Budget Traffic Operations Management Business Cases Total Budget % Change vs Budget Human Resources $ 2,135,910 $ 1,766,711 $ 2,159, % $ - $ 2,159, % Operating/Minor Capital Equip. $ 20,950 $ 28,224 $ 19, % $ - $ 19, % Purchased Services $ 162,045 $ 96,236 $ 136, % $ - $ 136, % Corp. Expenditures/Provisions $ - $ - $ - 0.0% $ - $ - 0.0% Internal Charges & Settlements $ 3,412 $ 1,444 $ 2, % $ - $ 2, % TOTAL EXPENDITURES $ 2,322,317 $ 1,892,616 $ 2,317, % $ - $ 2,317, % Controllable Revenues $ (257,225) $ (210,296) $ (257,862) 0.2% $ - $ (257,862) 0.2% General Revenues & Recoveries $ (105,859) $ (106,254) $ (105,909) 0.0% $ - $ (105,909) 0.0% TOTAL REVENUES $ (363,084) $ (316,550) $ (363,771) 0.2% $ - $ (363,771) 0.2% NET OPERATING BUDGET $ 1,959,233 $ 1,576,066 $ 1,953, % $ - $ 1,953, % Roads & Transportation Page 152 of 416

157 Service Business Plan Service Name Roads and Structures - Design and Construction Service Type Public Service Owner Name Scott Hamilton Alignment to Strategic Plan Vibrant Neighbourhoods Service Owner Title Service Description Manager of Design and Construction Budget Year 2016 A public service to provide design and construction services for roads and structures. Current State Customers & Their Expectations This service is delivered to: The public Council Senior management Other City services Other municipalities Utilities Private companies Government agencies. The most important customer is the public. The public expects that Burlington s roadways are designed and built to specifications that will provide a high level of service over a long life, at a low cost, with safety and overall customer satisfaction in mind. This service affects Burlington residents and visitors to our community every day. The condition of the roads generally reflects the values, livability and prosperity of a community. Roads & Transportation Page 153 of 416

158 Existing Service Delivery This service is responsible for environmental assessments, permitting, planning, design, project management, construction and inspection of all road and bridge structure projects within City-owned rights-of-way. These are identified in the Capital Budget or required by third-party developers. This service supports other service providers in approving and coordinating all utility companies and Region of Halton municipal consent applications for works within City rights-of-way. This is accomplished through effective infrastructure asset management, planning and cost estimating, design and inspection of City construction works/new development and management of utility company work. This service is delivered in consultation and collaboration with other departments, municipalities, agencies and utility companies. Existing Customer Engagement Tools / Methods Is this Service Provincially Legislated? For this Service are there Approved Service Standards? In person, by phone, , committee reports, City website, public questionnaires, surveys, public open house, 311 and Council-approved Annual Capital Budget. Yes No Biennial bridge inspections (legislated by the Province). N/A Roads & Transportation Page 154 of 416

159 Sub-Services Survey Design Construction Administration Construction Inspection Recent Continuous Improvement Initiatives 2016 Approved Operating Budget Responsible for carrying out all functions required to complete a topographic field survey for the purposes of: Creating pre-design base drawings Completing as-built construction drawings Confirming property lines Confirming public/private tree ownership. Responsible for carrying out all functions required to complete a detailed design, including: Class Environmental Assessments Functional designs Preliminary designs Detailed designs Preliminary and detailed cost estimates Holding public open houses Acquiring all necessary regulatory permits and approvals. Responsible for the overall administration of the construction process, including: Preparing and tendering the construction specifications Delivering public notifications Responding to public complaints/concerns Holding regular on-site progress meetings Confirming quantities Issuing payment certificates Overall project management. Responsible for on-site field inspection to ensure that the contractor's work is carried out in a safe and professional manner, and is completed to the City's standards and specifications as tendered. Improvements continue to be made in how Capital Construction projects are tendered to achieve optimum pricing. Staff were successful in contractor prequalification for 2015 on large scale projects that resulted in shortened construction windows and reduced staff costs/public impact. This allowed staff to ensure that the Contractor had adequate resources available to deliver the project in a timely manner and control the impact on neighboring projects. Internally, we are utilizing technology and changing skillsets to become more efficient within our existing staff complement. Through attrition, the Design and Construction section are replacing the draftsperson position with that of a Senior Designer who is able complete both the design and drafting components of a project from start to finish. Roads & Transportation Page 155 of 416

160 Emerging Opportunities and Anticipated Risks Emerging Opportunities Anticipated Risks 2016 Approved Operating Budget With a long-term Asset Management Plan, there will be an increase in the number of renewal projects we deliver each year. The added funding will allow us to reduce the infrastructure funding gap and replace/repair our roadway infrastructure at the right time. With the added funding, staff will have to deliver more projects, putting increased workload on our Design & Construction section of the Capital Works Department. We will have to continue to improve our methods to increase project delivery. If staffing levels are maintained or decreased, work would be outsourced to consultants to ensure the timely delivery of the Capital Program and maintain a healthy backlog. This would increase project costs, resulting in fewer projects delivered each year for the funding provided. Service Objectives Target Completion Have one-third of roadway construction projects tendered Mar 2016 Have two-thirds of roadway construction projects tendered May 2016 Secure Ministry of Environment permits for upcoming year construction projects Oct 2016 Complete preliminary cost estimates for upcoming year Capital Budget Oct 2016 Roads & Transportation Page 156 of 416

161 MEASURING SUCCESS How much did we do? 2016 Approved Operating Budget Performance Measurement 2011 Actual 2012 Actual 2013 Actual 2014 Actual 2015 Projection 2016 Forecast 2017 Forecast 2018 Forecast Value of roadways annual capital budget (millions) $19.77 $21.83 $26.61 $44.26 $20.43 $25.37 $50.61 $26.64 Value of capital project backlog (millions) Value of capital work delivered (millions) $21.60 $14.70 $11.90 $23.93 $23.30 $20.67 $27.28 $24.42 $26.17 $28.73 $29.41 $32.23 $21.06 $28.00 $44.00 $29.50 How well did we do it? Performance Measurement Story behind the data Backlog Percentage of Capital Funding for Road and Structure - Design and Construction The Capital Backlog is the unspent portion of the approved Capital Budget. We anticipate some backlog, recognizing that some projects will carry over multiple years due to their size. Best practices indicate that a normal or healthy backlog is one-third (33%) of the projected expenditure for that year. We need to maintain a healthy backlog target of 33% to ensure that the assets are being fixed/replaced at the optimum time when approved funding is already available. Roads & Transportation Page 157 of 416

162 Performance Measurement Story behind the data Ratio of Capital Funding Delivered per Full Time Staff ($millions) This ratio measure estimates whether we have sufficient resources. This approach does have an element of variability depending on the composition of the Capital program in any given year. Best planning estimates are at $1 Million for each staff member involved in the Capital program. A ratio of 1.0 is an efficient use of staff resources, according to industry standards. The municipal sector has an aging demographic, and as baby boomers retire, significant skills and experience will be lost. This may affect productivity, which we expect to offset by technology. In 2014 we hired consultants to offset the staff gapping that year which resulted in a reduction in efficiency. High staff turnover in 2015 resulted in a reduction in efficiency. Is anyone better off? Performance Management Number of Resident Complaints for Road and Structure - Design and Construction Service Story behind the data Where do we want to go? As the road conditions deteriorate, the number of complaints/requests for action from residents and Councillors increases. We want to establish proactive and timely road repairs and reduce the number of complaints re: Road and Structure - Design and Construction Service. Roads & Transportation Page 158 of 416

163 2016 OPERATING BUDGET SERVICE SUMMARY FINANCIAL INVESTMENT Approved Budget Actual Base Budget % Change vs Budget Roads & Structure Design & Construction Business Cases Total Budget % Change vs Budget Human Resources $ 2,800,400 $ 2,636,549 $ 2,867, % $ - $ 2,867, % Operating/Minor Capital Equip. $ 81,770 $ 61,532 $ 86, % $ - $ 86, % Purchased Services $ 98,443 $ 101,487 $ 89, % $ - $ 89, % Corp. Expenditures/Provisions $ - $ - $ - 0.0% $ - $ - 0.0% Internal Charges & Settlements $ 9,728 $ 4,826 $ 9, % $ - $ 9, % TOTAL EXPENDITURES $ 2,990,341 $ 2,804,394 $ 3,052, % $ - $ 3,052, % Controllable Revenues $ (36,000) $ (38,335) $ (31,000) -13.9% $ - $ (31,000) -13.9% General Revenues & Recoveries $ (1,448,200) $ (1,749,751) $ (1,518,000) 4.8% $ - $ (1,518,000) 4.8% TOTAL REVENUES $ (1,484,200) $ (1,788,086) $ (1,549,000) 4.4% $ - $ (1,549,000) 4.4% NET OPERATING BUDGET $ 1,506,141 $ 1,016,309 $ 1,503, % $ - $ 1,503, % Roads & Transportation Page 159 of 416

164 Service Business Plan Service Name Transportation Network Planning Service Type Public Service Owner Name Kaylan Edgcumbe Alignment to Strategic Plan Vibrant Neighbourhoods Service Owner Title Service Description Acting Senior Transportation Planner Budget Year 2016 A public service to provide transportation and mobility planning and functional design for people, goods and services. Current State Customers & Their Expectations This service is delivered to: The Public Mayor and Members of Council Other City Departments Government Agencies Developers / Consultants Our customers expect: A safe and efficient way of moving throughout the City; Trust, guidance and confidence that public interest is factored into the decision making process; That staff will be courteous, knowledgeable & responsive and provide timely follow-up on requests, concerns and issues; Professional advice, integrity and efficiency to bridge objectives between the Province, Halton Region and area municipalities; An effective review process that is time efficient, transparent, inclusive and fair; and Encouragement of public participation with provision for public engagement opportunities. Roads & Transportation Page 160 of 416

165 Existing Service Delivery This service partners with internal departments and liaises with the public, development industry, municipal agencies and the Province to represent the interests of the City, build relationships and promote the City s transportation vision. ADVICE: Provide innovative, strategic and professional planning advice and opinion on corporate initiatives, development proposals and functional design projects. POLICY: Prepare and amend transportation policy based on best practices, emerging trends and public & stakeholder engagement. PROJECT MANAGEMENT: Directing and managing transportation projects including Municipal Class EA Studies, Functional Design, development of transportation policy and other special projects (i.e. Transportation Master Plan, Cycling Master Plan, etc.). CO-ORDINATION: Fostering partnerships and collaboration between internal departments, external public agencies and members of the public. EDUCATION & PROMOTION: Promote community and individual awareness and confidence in active and sustainable modes of transportation (walking, cycling & transit) while increasing motivation at the individual level to choose alternate modes which reduce reliance on the personal automobile. Collaborate and work closely with Public Health, School Boards and other community agencies to promote active transportation, identify benefits of sustainable travel options and provide support and resources to education professionals. Existing Customer Engagement Tools / Methods Is this Service Provincially Legislated? For this Service are there Approved Service Standards? In-person, by phone or , website and social media, public meetings / open houses, workshops, one-on-one group meetings with members of the public and/or stakeholders, engagement and outreach at community events, preconsultation meetings with applicants and/or consultants, newspaper notices, staff reports, committee meetings, and other online engagement tools (i.e. questionnaires or surveys). Yes Yes The Environmental Assessment process mandated by the Ontario Environmental Assessment Act. Timely responses to development applications as per the Ontario Planning Act. Planning must comply with Ontarians with Disabilities Act and the Highway Traffic Act. Roads & Transportation Page 161 of 416

166 Sub-Services Long-Range Transportation Planning Development Application Review Process Active Transportation Active and Sustainable School Travel (ASST) Recent Continuous Improvement Initiatives 2016 Approved Operating Budget Determine future transportation network needs through the Transportation Master Plan and Official Plan Review and create policy to realize the City's transportation vision. Prepare preliminary functional plans to identify future transportation infrastructure needs and provide input into budgeting process. As part of the development approval service, review the traffic impacts associated with proposed developments and determine what impact development will have on the City s transportation network. Recommend improvements / modifications to the network in order to mitigate traffic impacts and promote the development of a multi-modal transportation system. Develop, promote and implement programs and initiatives that provide residents and commuters with alternative travel and mobility options to meet transportation planning objectives of reducing traffic congestion and reliance on the private automobile. Collaborate with Provincial, Regional and Municipal agencies to promote the use of active and sustainable transportation to get to and from school. City-led initiatives focus on promoting community and individual awareness and confidence in active transportation and increased motivation to choose active modes of travel. Development of policies, plans, and recommend infrastructure needs to promote active and sustainable transportation. In 2015 we partnered with Public Health and Special Events to undertake an extensive public outreach and education campaign which consisted of surveying youth, young families and older adults about their current transportation habits and what they identify as opportunities and barriers to improving mobility throughout the City. The experience provided valuable insight into the opinions and willingness of the community to consider alternative modes to meet their daily travel needs. The results will be used to shape the recommendations of the Transportation Master Plan and subsequent policy directions. We are currently in the process of analyzing the data and preparing a summary findings report which is anticipated to be completed by December A key initiative in 2015 was the promotion of active and sustainable transportation through the Bike Month / Bike Week challenge. Our goal is to influence travel behaviour and mode choice through engagement and promotion of sustainable travel options. We worked with Metrolinx and local school boards to develop a Bike Week challenge which promoted the health and environmental benefits of using active modes of transportation to get to/from school; which in turn reduces vehicular demands and congestion for users of the transportation network. Staff collaborated with school officials to measure data in order to gauge overall increase in active transportation as a result of Bike Week activities. Results of the data collection revealed that this inaugural event was successful with some schools experiencing a 200% net increase in cycling activity during Bike Week. We will continue to promote Bike Month and Bike Week with the goal of expanding the program to all schools within the City. Roads & Transportation Page 162 of 416

167 Emerging Opportunities and Anticipated Risks Emerging Opportunities 2016 Approved Operating Budget To streamline and refocus the transportation review process for development applications through the creation of a scoped terms of reference and review checklist which is anticipated to improve continuity and enhance efficiencies when reviewing applications and consultant studies. Continue to research innovative technology options and implement, where feasible, in order to provide a more cost-effective and accurate method of collecting data (i.e. remote access to data at traffic count stations). Continued opportunity to engage and collaborate with approval bodies (MTO, Halton Region, etc.) in attempts to reduce time required to review development applications. Opportunity for further collaboration with Public Health, School Boards and other agencies to promote active and sustainable transportation efforts. Anticipated Risks If the legislative requirements (Planning Act) are not completed in a timely manner, or do not adhere to policy, there is an increased risk of appeal, hearings and/or legal issues which could result in increased costs to the City and unacceptable delays to the review and approval of development applications. External approval bodies (i.e., Provincial, Regional and other agencies) take longer to review and approve larger land areas / more complicated plans. Increased staff resources required to review and respond to complex development applications may affect delivery of other competing priorities. The ability to realize the goals of the Transportation Master Plan may be at risk due to outside influences such as commuter traffic cut-through and/or other government policy decisions outside our control. Roads & Transportation Page 163 of 416

168 Service Objectives Deliver the Transportation Master Plan report to Council which provides a blueprint to achieve the City s long-term transportation vision through the development of policy and implementation strategies aimed at addressing growth and infrastructure planning in a sustainable manner. Improve overall customer satisfaction by seeking feedback from customers and enhancing communication and engagement practices. This initiative supports continuous improvement of public outreach and engagement and will include the development of a customer satisfaction survey that will be circulated to internal departments quarterly. Develop Bike Month cycling initiatives and deliver supporting promotional, educational and outreach programs to promote Bike Week and active school travel throughout the City. Develop a continuous improvement initiative using Business Process Management, resulting in process improvements that can be measured by efficiency (time) and effectiveness (customer satisfaction). Complete the Development Charges Transportation Background Study, allowing funds to be allocated to all modes of growth-related transportation infrastructure. Target Completion Apr 2016 Jan 2016 Apr 2016 Jul 2016 Jul 2017 Roads & Transportation Page 164 of 416

169 MEASURING SUCCESS How much did we do? 2016 Approved Operating Budget Performance Measurement 2011 Actual 2012 Actual 2013 Actual 2014 Actual 2015 Projection 2016 Forecast 2017 Forecast 2018 Forecast # of hours spent in public meetings related to environmental assessments N/A N/A # of development application reviews conducted (transportation reviews) # of projects with other government agencies How well did we do it? Performance Measurement Story behind the data N/A N/A N/A N/A Overall Transportation Network Planning Customer Satisfaction (incl. Public, Developers & Other City Services) Target for customer satisfaction will be to maintain a 4 out of 5 (80%) customer satisfaction rating. To increase customer satisfaction of the public we will endeavour to respond to questions, issues and/or complaints within a 5-day period, acknowledging receipt within 48 hours and indicating what action will be taken. To increase customer satisfaction of the developers we will undertake a Business Process Management exercise aimed at creating a streamlined terms of reference document for both Traffic Impact Studies and Parking Reduction Studies. Preparing a streamlined document which sets out guidelines and requirements will result in efficiencies when Developer's consultants initiate traffic and/or parking studies and will result in continuity and benefit staff when undertaking the review process. To maintain customer satisfaction of other City Departments (i.e. Planning Department) staff will continue to review development applications and provide comment within the prescribed review period, identifying any potential issues early in the process in order to meet target deliverables. Roads & Transportation Page 165 of 416

170 Performance Measurement Story behind the data % of Develop Application Requests (both routine and complex) meeting target turnaround times Routine development reviews are meeting 10-day turnaround target. Goal is to maintain response time to routine reviews. Achieving a 10-day turnaround for complex reviews (i.e. Secondary Plans, OPA's, Plan of Subdivision) may not be feasible due to external circumstances. The resulting response will depend on the complexity and completeness of the application and may require a substantially longer review period. Target to improve response time to complex reviews through the introduction of a scoped study terms of reference and pre-consultation exercise (with Developer's consultants) prior to study initiation. Is anyone better off? Performance Measurement Story behind the data Where do we want to go? % of Arterial Lane (kms) That Have Cycling Facilities Continuous expansion of the cycling network is required in order to promote cycling as an attractive and convenient mode of travel, and a viable alternative to the private automobile. Provision of dedicated cycling facilities along key arterial linkages aims to achieve the goal of developing a balanced, multi-modal transportation system that supports a mode shift. It is recognized that in order to achieve desired usage of cycling facilities, on-going promotion and education is required to build awareness, confidence and motivation to use cycling infrastructure. Consistent and on-going investment is required in order to achieve the City's target of providing dedicated cycling facilities on 100% of all arterial roads. Roads & Transportation Page 166 of 416

171 Performance Measurement Story behind the data Where do we want to go? Students biking to school New measure introduced in 2015 to demonstrate the value of Transportation Network Planning by influencing and promoting active & sustainable travel options. In 2015, we continued to improve our service by expanding our public outreach and promotional efforts, placing an emphasis on highlighting the range of travel options available within our community. A key initiative was the promotion of active and sustainable school travel through the Bike Week challenge. The goal of this initiative was to educate, promote and influence travel behaviour & mode choice; focusing our efforts on young families with school aged children. The inaugural event was considered a success with 4 schools registering - all of which experienced significant net increase in cycling during Bike Week. The promotion of alternative modes of transportation has far-reaching benefit and is considered paramount in building awareness, confidence and motivation to utilize the City's active transportation infrastructure, support on-going investment into alternative transportation, and will ultimately lead to a mode shift which benefits all users of the transportation system. TARGET - 13% of the student population cycling to and from school during Bike Week. We want to influence travel behaviour and ultimately, mode choice, through active engagement and promotion of active and sustainable travel. Expand upon the Bike Week initiative with the goal of achieving a consistent increase in the number of schools and students participating. In addition to influencing healthy lifestyle, these efforts will contribute to reducing vehicular congestion near and adjacent to schools, promote the use of active and sustainable school travel and ultimately, contribute to an overall mode shift. Our goal is to achieve 20% uptake at participating schools and expand the program City-wide. Roads & Transportation Page 167 of 416

172 2016 OPERATING BUDGET SERVICE SUMMARY FINANCIAL INVESTMENT Approved Budget Actual Base Budget % Change vs Budget Transportation (Network) Planning Business Cases Total Budget % Change vs Budget Human Resources $ 392,460 $ 463,065 $ 409, % $ - $ 409, % Operating/Minor Capital Equip. $ 1,700 $ 1,525 $ 3, % $ - $ 3, % Purchased Services $ 1,900 $ 16,485 $ 12, % $ - $ 12, % Corp. Expenditures/Provisions $ - $ - $ - 0.0% $ - $ - 0.0% Internal Charges & Settlements $ - $ - $ - 0.0% $ - $ - 0.0% TOTAL EXPENDITURES $ 396,060 $ 481,075 $ 425, % $ - $ 425, % Controllable Revenues $ - $ - $ - 0.0% $ - $ - 0.0% General Revenues & Recoveries $ - $ - $ - 0.0% $ - $ - 0.0% TOTAL REVENUES $ - $ - $ - 0.0% $ - $ - 0.0% NET OPERATING BUDGET $ 396,060 $ 481,075 $ 425, % $ - $ 425, % Roads & Transportation Page 168 of 416

173 Service Business Plan Service Name Parking Management Service Type Public Service Owner Name Rita L. Hardy Alignment to Strategic Plan Vibrant Neighbourhoods Service Owner Title Service Description Supervisor of Parking Services A public service to manage parking in Burlington. Current State Customers & Their Expectations This service is delivered to: Budget Year 2016 Parking customers (residents, visitors, business owners), who expect competitive fees and safe, convenient and accessible parking. Residents and visitors, who expect parking by-laws (fire route, accessibility and idling) to be enforced for violations. These may occur on city streets, public spaces, city properties and private properties (shopping centres, condos, apartments, medical centres, churches and schools). The service aims to meet or exceed customer expectations. Existing Service Delivery The range of services includes: PARKING SPACES & SIGNS: The service manages parking spaces at signs on the street, city properties and private properties in the downtown area and Citywide. DOWNTOWN: The downtown area has one garage with seven levels, 12 surface lots controlled by 23 multi-space pay stations, 305 single-space coin meters and loading zones for delivery vehicles, for a combined total of 1,414 parking spaces. CITY-WIDE: Parking officers drove 203,000 km of City roads and responded to 10,200 resident complaint requests, which covered 1,125 fire routes, 600 accessible sites and 330 private properties. PARKING TICKETS: Parking Management manages this process from when a ticket is issued to resolution through Screening & Hearing Meetings, as legislated under the Administrative Monetary Penalties By-law. The City issued 29,300 tickets in Of these, 5,100 (17%) were disputed, with a resolution of 4,956 tickets for a 99.97% success rate. ENGAGEMENT: Customers can reach Parking Management services by web, social media, parking mailbox, and telephone. Roads & Transportation Page 169 of 416

174 Existing Customer Engagement Tools / Methods Parking studies and management plans, Public engagement meetings, Site visits and public notification, Officers patrol the City streets and public properties 24 hours a day. The service offers an engagement process for parking spaces and signs. A complaint process allows customers to discuss parking tickets in person and by telephone. Is this Service Provincially Legislated? For this Service are there Approved Service Standards? Sub-Services No Yes N/A Provincial Offences Act to enforce accessible parking violations. Administrative Monetary Penalties By-Law to enforce parking and idling violations. The legislation regulates the enforcement, administration and appeal process for parking tickets. Parking Space Management - identification and creation of parking spaces including the appropriate signage and parking payment machines required on streets, at City facilities and on private properties to regulate public parking at regular and accessible spaces and on fire routes. Parking Revenue Management - parking spaces are identified in new developments requiring regular spaces on residential streets, accessible spaces and fire routes at retail, commercial and industrial properties and in existing locations with deficient spaces or signs regulating fire routes and accessible spaces, to ensure they conform with the by-laws. - management of the Private Property Enforcement Program - responsible for the sale of parking permits, collection of meter/pay station funds, collection of ticket fines Parking By-law Enforcement - Officers patrol City streets, City properties, public properties (i.e. retail, commercial, industrial where Private Property Enforcement Program is in effect ) in City vehicles and on foot to ensure the parking and other related by-laws and signs are followed. - Enforcement is delivered through 3 City Staff, 12 contract officers from the Canadian Corps of Commissionaires and 10 officers from two private property agencies.the service also handles private property enforcement and administration. Roads & Transportation Page 170 of 416

175 Recent Continuous Improvement Initiatives 2016 Approved Operating Budget In 2014 / 2015, Parking Management accomplished the following projects: Reconstructed four downtown parking lots with new curbs, asphalt and pavement markings on Elgin Street, Martha Street, Caroline Street and John Street. Continued with the installation of occupancy counters at downtown parking lots to obtain data that will provide lot usage for future planning. To date, occupancy counters have been added to the entrance and exit at the Parking Garage, John Street North Lot, Caroline Street Lots. Replaced existing lighting in the parking garage with efficient LED lighting for safety and efficiency at a lower operating cost. Installed Electric Vehicle Charging Station for two parking spaces as an initiative towards sustainability to conserve energy. Council directed staff to develop a permit parking system, in consultation with the community, giving consideration to all the past feedback and piloted changes, to address the needs of residents who have more vehicles than they can park on their own property and to report the results to Council in September Emerging Opportunities and Anticipated Risks Emerging Opportunities DOWNTOWN - Remove and replace 305 single-space coin meters with 77 multi-space pay stations that accept all methods of payment that includes the use of a mobile app so a person does not to allow payment without physically going to a machine. - Replace the lighting system in the multi-level parking garage with efficient LED lighting. Anticipated Risks CITY WIDE - Gather feedback from communities through public engagement and survey process to develop a permit parking system for residents who have more vehicles than they can park on their own property. While the permit parking system provides options for some residents, it may not be appreciated by residents who may not be in favour of the system. The permit parking system would permit vehicles to park beyond the 5-hour limit and overnight between 1am - 6am. Loss in parking ticket revenue due to permit system. Roads & Transportation Page 171 of 416

176 Service Objectives DOWNTOWN FACILITIES Continue to install occupancy counters in the lots to provide statistical data to help determine the best use of the lot. Target Completion May 2016 DOWNTOWN PARKING MACHINES Replace 305 single-space meters with 77 multi-space, multi-payment pay stations that provide more payment options. DOWNTOWN CONSTRUCTION Complete the reconstruction of the Pearl Street lot to include a walking promenade through the Elgin Street Centennial Bike Path. CITY WIDE Introduce a parking permit program to allow parking on residential streets for homeowners who do not have enough driveway or garage space for their vehicles. May 2016 Jun 2016 Jun 2016 Roads & Transportation Page 172 of 416

177 MEASURING SUCCESS How much did we do? Performance Measurement 2011 Actual 2012 Actual 2013 Actual 2014 Actual 2015 Projection 2016 Forecast 2017 Forecast 2018 Forecast Number of Downtown Spaces 1,465 1,451 1,414 1,419 1,445 1,445 1,445 - Number of Tickets Issued 32,910 28,796 24,544 33,609 29,300 30,000 30,500 - Number of Tickets Appealed 4,330 4,839 4,737 6,700 5,150 5,000 5,000 - Total Number of Multi-Space Parking Machines Number of Special Events that Involve a Parking Management Plan 2016 Approved Operating Budget How well did we do it? Performance Measurement Story behind the data Parking pay station breakdown by type (single-space vs multi-space) In 2016, customers will see the end of the single-space coin-payment machines. All new machines will be multi-space and offer credit card payment to replace the current 305 single-space coin meters Roads & Transportation Page 173 of 416

178 Performance Measurement Story behind the data Parking for special events by type (downtown vs outside downtown events) Parking Management works jointly with the City's Special Events Team to meet the parking needs for a safe environment for the public, event organizers, vendors and volunteers to park vehicles and ensure emergency vehicle access is maintained. Is anyone better off? Performance Measurement Story behind the data Where do we want to go? Year-over-year, maintain or increase the percentage of online payments for parking tickets and lot permits for customer convenience. The City introduced an option for online payment on the website in The City continues to promote and improve web-first payment options for parking management. Parking Management aims to increase the use of online payments by promoting the web-first payment option through social media, word of mouth and the City's website. Roads & Transportation Page 174 of 416

179 Performance Measurement Story behind the data Where do we want to go? 2016 Approved Operating Budget Year-over-year, maintain or decrease the percentage of customers disputing their parking tickets, improving customer understanding through education. On July 2, 2012, the City opted into new Ontario legislation called the Administrative Monetary Penalties (AMP) program. The AMP program allows a more flexible and less formal method for people to appeal parking tickets out of court. This offers a one-stop system at City Hall rather than forced attendance at the formal provincial courthouse. We want to reduce the percentage of tickets being disputed by: 1. Further awareness of the Screening & Hearing Meeting process. 2. Adding photos of the vehicle to the parking ticket 3. Public education of the importance of parking legally. Roads & Transportation Page 175 of 416

180 2016 OPERATING BUDGET SERVICE SUMMARY FINANCIAL INVESTMENT Approved Budget Actual Base Budget % Change vs Budget Business Cases Total Budget Parking % Change vs Budget Human Resources $ 661,790 $ 640,043 $ 677, % $ - $ 677, % Operating/Minor Capital Equip. $ 138,910 $ 125,217 $ 140, % $ - $ 140, % Purchased Services $ 640,900 $ 877,180 $ 711, % $ - $ 711, % Corp. Expenditures/Provisions $ 1,212,541 $ 1,223,210 $ 1,126, % $ - $ 1,126, % Internal Charges & Settlements $ 429,095 $ 422,436 $ 448, % $ - $ 448, % TOTAL EXPENDITURES $ 3,083,236 $ 3,288,086 $ 3,105, % $ - $ 3,105, % Controllable Revenues $ (2,788,950) $ (3,032,018) $ (2,838,950) 1.8% $ - $ (2,838,950) 1.8% General Revenues & Recoveries $ (593,406) $ (840,988) $ (617,957) 4.1% $ - $ (617,957) 4.1% TOTAL REVENUES $ (3,382,356) $ (3,873,006) $ (3,456,907) 2.2% $ - $ (3,456,907) 2.2% NET OPERATING BUDGET $ (299,120) $ (584,921) $ (351,702) 17.6% $ - $ (351,702) 17.6% Roads & Transportation Page 176 of 416

181 Leisure 2016 Budget 2016 Approved Operating Budget Leisure Recreation Organized Sport Support Arts and Culture

182

183 Service Business Plan Service Name Recreation Service Type Public Service Owner Name Rob Axiak Alignment to Strategic Plan Vibrant Neighbourhoods Service Owner Title Service Description Manager of Recreation Services Budget Year 2016 A public service to provide a diverse range of recreation programs and services for residents. Current State Customers & Their Expectations This service is delivered to: Customers who enjoy participating in recreational programs and expect: A variety of high-quality structured and casual recreation opportunities for all ages and abilities year-round and throughout each community. Affordable and accessible recreational opportunities and places suited to a variety of recreational needs. Friendly and knowledgeable staff to provide clear, timely communication and customer-friendly facility booking and registration, both online and in person at service centres throughout the City. Existing Service Delivery Recreation offers programs and services that are provided by the City (such as swimming lessons), or provided through upwards of 85 partnerships (such as dance and martial arts). Each year, the City offers about 700 programs, more than 28,000 times, at more than 175 locations. Recreation services (both in-person and online), customer service and marketing are supported by specific teams in each area. General inquires, program registration, permits, promotion and advertising are handled through staff at facilities across the City. Food and drink are offered in recreation facilities across the city through outside service providers. This is an on-site service for customers and generates revenue for the City. Paletta Mansion, the Waterfront Centre and LaSalle Pavilion two of which are designated heritage facilities offer banquets and rentals for social events. All three operations are managed by private food service providers and generate enough revenue to sustain each facility without using money from the tax base. Leisure Page 179 of 416

184 Existing Customer Engagement Tools / Methods The Live & Play guide (published three times per year and available online), targeted broadcasts, website surveys, social media, survey requests, 311, Service Burlington and customer service counters at all major facilities offer communication and engagement opportunities with Recreation customers. Is this Service Provincially Legislated? For this Service are there Approved Service Standards? Sub-Services Recreational Programs Casual Activities Maintenance and Operations Space Allocation Recreation also uses targeted customer engagement strategies for specific client groups, such as youth and seniors. No Yes N/A Recent Continuous Improvement Initiatives Health Protection and Promotion Act Public Pools, Technical Standards and Safety Act, ONTARIO, Amusement Devices - Food Premises Regulation, Day Nurseries Act, Ontario Building Code, Ontario Fire Code, Pesticides Act, Lifesaving Society of Ontario Safety Standards, High Five Accreditation Standards Research, design, develop and deliver programs for customers at facilities across Burlington. Provide customer service, marketing and program instruction for such programs as camps; exercise; recreational skating; child, youth, adult and seniors programs; and lifeguarding. Promote parks, trails and play spaces for casual recreational use that contributes to healthy living. Deliver day-to-day facility operations and maintenance services, such as cleaning, repairs, preventative maintenance and inspections, specialized mechanical system operations, capital renewal, regulatory licensing and compliance, waste management, room set up and customer support and safety. Allocate facility space to recreation service providers to augment city programming and enhance the mix of recreational programs and activities in city recreational facilities. No Socks for Ivan, a free youth drop-in program was introduced at 3 locations. The program allows youth to participate in casual recreational and social activities in a safe and welcoming environment. Youth can participate in skating, gym activities, games, play music, watch movies and much more. This program has been received positively by the community because it provides an outlet for youth and promotes respect and positive bahaviours. Youth program staff serve as positive role models for participants. The revitalization of the Mountainside Recreation Centre has converted this aging facility to a state-of-the art multi-use recreation centre to better serve the needs of the community on a year round basis. The facility improvements have increased the range and quality of program offerings at this location. Splash pads were opened earlier this year to optimize the use of these outdoor recreational assets and better meet community needs. Leisure Page 180 of 416

185 The City has introduced more seniors programs in north Burlington to meet the growing needs of this population segment in light of the capacity limitation at the Seniors Centre in south Burlington. Preschool programs have been re-formatted to integrate elements of physical literacy in accordance with the Canadian Sport Policy and the Canadian Sport for Life guidelines. Physical literacy at an early age includes development of balance, movement, co-ordination, object control and physical reaction. Individuals who are physically literate are more likely to be active for life. Joint Venture organizations play an important role in the delivery of recreational services. These organizations lease city facilities and provide recreational programs to the public. Recently, the North Burlington Tennis Club and the Appleby Tennis Club have undertaken significant enhancements to their facilities. Planning is underway for various other JV facility developments including the LaSalle Park Marina Association. Leisure Page 181 of 416

186 Emerging Opportunities and Anticipated Risks Emerging Opportunities Increase programs that get children active in facilities and parks. As the population ages, neighbourhood residents are looking for a sense of community. Meeting the different recreation interests of individual neighbourhoods may help mesh and re-energize communities. There are seniors who live in isolation in Burlington. Innovative strategies will be required to identify and engage seniors who have limited support, mobility or perhaps may feel insecure, withdrawn or anxious. Participation in recreation could lead to companionship, a sense of purpose, healthier body and mind, more energy and happiness. Explore partnerships to improve the range and quality of recreation for people with disabilities. For example, Recreation Services can work with partners to improve and develop neighborhood-based activities. Multiculturalism means people have different needs and interests. There are opportunities to look at introducing residents with different backgrounds into existing activities and introducing new programs. A community development approach can enhance the scope of recreational opportunities in the community by leveraging community resources. This approach could be used for neighbourhood outdoor rink projects and a community matching fund could be implemented to provide seed funding for community driven initiatives. While primary recreational facilities like ice rinks, pools and gyms are well utilized, some auxiliary spaces in facilities like multi-purpose rooms are underutilized. An opportunity exists to use these spaces to provide a range of programs in various neighbourhoods across the city. Often, customers are looking for variety and flexibility in their leisure time. An opportunity may exist to offer access to many programs under a single Play Pass. This would be more convenient to customers rather than having to register for numerous programs that they may enjoy. Milestone anniversaries are approaching for various high profile city programs. There is an opportunity to celebrate and recognize the positive impacts that the Burlington Teen Tour Band (70 years) and the Student Theatre (40 years) have had on the community and their participants over the past decades. Leisure Page 182 of 416

187 Anticipated Risks Residents may consider recreation services and programs a luxury and only enroll if there is extra money to do so. When the economy is bad, this area may be one of the cutbacks. Also the leisure industry has become very competitive, with many businesses competing for people's leisure time and money. Recreation services need volunteers to keep programs running, such as aquatics. There are many options for residents to volunteer and often good volunteers burn out. The most significant demographic change that will occur in the next years is the growth in the seniors population. The impact of this growing age group is already being felt at the Seniors Centre. This facility is almost at capacity and there is limited space for any new daytime programs. While best efforts have been undertaken over the past several years to assess conditions and develop facility lifecycle renewal plans, unforeseen issues may occur that impact operations and public safety. Recreation facility closures can have significant impacts to the community. Sometimes, issues are impossible to detect. Learnings from building system failures should be applied in future maintenance and renewal planning. New innovative programs often require new competencies and skills for instructors. In some cases it is difficult to train staff or recruit new staff to effectively deliver new programs. The City's competitive position is comprised when we can not acquire skilled staff and pay competitive wages. Leisure Page 183 of 416

188 Service Objectives Undertake an Age Friendly Community Action Plan in co-operation with other city service units to determine what changes will be required in our programs, policies and infrastructure to meet the needs of a growing senior's population. Undertake a City Pool Review to determine community needs for pool facilities with a focus on the summer season and determine future plans for the decommissioned Nelson Outdoor Pool. Implement a new Registration and Scheduling Software to replace the current application which is at the end of its service life. The new software will have improved capabilities for statistical reporting and performance measurement. Implement the 3-year Healthy Kids Challenge, a program funded by the Ministry of Health and Long Term Care focused on shaping kids attitudes and behaviors leading to healthier lifestyles including nutrition and food choices, and participation in physical activity. The project will involve participation and co-ordination of many agencies and community partners. Undertake a Youth Action Plan focused on providing innovative and unique programs and engagement opportunities which appeal to youth interests and participation preferences. A Platinum Youth Friendly Community designation will also be pursued. Target Completion Dec 2016 Apr 2016 Apr 2017 Jun 2018 Nov 2016 Leisure Page 184 of 416

189 MEASURING SUCCESS How much did we do? 2016 Approved Operating Budget Performance Measurement 2011 Actual 2012 Actual 2013 Actual 2014 Actual 2015 Projection 2016 Forecast 2017 Forecast 2018 Forecast Number enrolled in registered recreation programs (e.g. swimming lessons, seniors, camps) 37,352 37,402 36,382 38,145 39,275 40,060 40,860 41,680 Number of drop-in attendance for recreation programs (e.g. exercise, swimming, skating, golf) N/A N/A 285, , , , , ,465 Total recreation memberships purchased (e.g. swimming, golf, exercise, seniors) 10,224 10,139 9,773 10,195 10,200 10,405 10,610 10,825 How well did we do it? Performance Measurement Story behind the data Total Fill Capacity of Registered Recreation Programs 2013 and 2014 experienced slightly higher program fill rates due to facility closures for construction which reduced the number available program spots. As a result available spots within the remaining active inventory of facilities filled up better fill rate dropped a bit because more program spaces were offered over previous years that were taken up. A modest recovery is projected in the next several years however, fill rates continue to be at historical levels continually hovering at around 70%. There is no question that program fill rates during peak demand are much higher than the fringe program times which are utilized less. Leisure Page 185 of 416

190 Is anyone better off? Performance Measurement Story behind the data Where do we want to go? Number of registrants not ale to get into a registered recreation program. Trend has shown a strong decrease in waitlists in previous years followed by a flatlining in more recent years. This statistic reflects the reality that the City has only so much capacity during peak demand to accommodate program participants. The City usually has capacity in its programs during off peak hours however these times may not suit certain individuals, so there will always be a residual of unaccommodated customers. Marketing strategies may provide incentive for uptake of non prime time program spaces. In reviewing detailed statistics, the waitlists appear to be concentrated around 3 program areas including seniors programs, aquatic programs and summer camps. These are the largest program areas for Recreation Services. Recreation services is conducting strategic reviews in both aquatics and seniors to address facility capacity requirements to meet current and future needs. Staff are well aware that the Senior's Centre is running close to capacity during the weekdays and additional daytime programming can not be accommodated. Leisure Page 186 of 416

191 2016 OPERATING BUDGET SERVICE SUMMARY FINANCIAL INVESTMENT Approved Budget Actual Base Budget % Change vs Budget Business Cases Total Budget Recreation % Change vs Budget Human Resources $ 8,410,650 $ 8,235,785 $ 8,636, % $ - $ 8,636, % Operating/Minor Capital Equip. $ 1,758,745 $ 1,679,251 $ 1,740, % $ - $ 1,740, % Purchased Services $ 1,405,818 $ 1,708,160 $ 1,440, % $ - $ 1,440, % Corp. Expenditures/Provisions $ 881,483 $ 1,172,715 $ 1,045, % $ - $ 1,045, % Internal Charges & Settlements $ 273,576 $ 263,637 $ 252, % $ - $ 252, % TOTAL EXPENDITURES $ 12,730,272 $ 13,059,549 $ 13,115, % $ - $ 13,115, % Controllable Revenues $ (7,212,665) $ (7,257,905) $ (7,617,515) 5.6% $ - $ (7,617,515) 5.6% General Revenues & Recoveries $ (229,043) $ (361,603) $ (199,450) -12.9% $ - $ (199,450) -12.9% TOTAL REVENUES $ (7,441,708) $ (7,619,508) $ (7,816,965) 5.0% $ - $ (7,816,965) 5.0% NET OPERATING BUDGET $ 5,288,564 $ 5,440,041 $ 5,298, % $ - $ 5,298, % Leisure Page 187 of 416

192 Service Business Plan Service Name Organized Sport Support Service Type Public Service Owner Name Denise Beard Alignment to Strategic Plan Vibrant Neighbourhoods Service Owner Title Service Description Manager of Community Development Services A public service to provide opportunities for organized sports. Current State Customers & Their Expectations This service is delivered to: Budget Year 2016 Sport Organizations, who expect: Access to suitable venues Venues that are clean and well maintained An efficient booking process A fair allocation process Affordable rates Help with their growth and development. Existing Service Delivery This service works with sport organizations to offer a variety of sports in Burlington. The service balances permits to make sure that one sport does not get better times and/or venues over another. This is done within the Recreational Facility Space Allocation Policy and the Gender Equity Policy. This service works with sport organizations to make sure the sport is played in a safe, clean and well-maintained venue that meets the needs of the sport. This service also works with the two school boards to use the school gyms and playfields for community sport use. This service provides permits for 11 ice pads, 10 city gyms, 79 school board gyms, one pool, 144 City sport fields and 21 school board sports fields. In some cases, such as gymnastics, the City does not run unique sport facilities. Instead, the service works with the group to develop a business plan for a joint venture facility and program. This service manages joint venture agreements with two gymnastic clubs, the three domes at Sherwood Forest Park and the clubhouses for minor football and rugby. Existing Customer Engagement Tools / Methods Meetings, traditional media such as s, broadcasts, websites, survey requests Leisure Page 188 of 416

193 Is this Service Provincially Legislated? For this Service are there Approved Service Standards? Sub-Services Sport Organization Relationships Sport Venue Operations Sport Venue Renovations No Yes N/A Road and Parks Maintenance Council-Approved Service Standards. Health Protection and Promotion Act - R.R.O. 1990, REGULATION PUBLIC POOLS, Pesticide Act, Accessibility for Ontarians with Disabilities Act, Building Code Act, Fire Protection and Prevention Act, Guidelines for Indoor Air Quality for Arenas, Liquor License Act, Ministry of Tourism and Recreation Act, Physical Activity and Sport Act S.C 2003 c.2, Technical Standards and Safety Act Operating Engineers Regulation, Boilers and Pressure Vessels Regulation, CSA Boiler, Pressure Vessel and Pressure Piping Code and the CSA-B52-99 Mechanical Refrigeration Code. Develop and keep relationships with sport organizations. Routine day-to-day operations such as: venue set-up cleaning, mowing Field and facility maintenance Field and facility repair/renewal. Renovate sport facilities to meet the needs of sport organizations. Sport Organization Granting Review grant requests from sport organizations. Sport Organization Allocation of Space Sport Joint Venture Contract Management 2016 Approved Operating Budget Permit suitable space for sport organizations in City and school board facilities. Assess, review and determine if the City would enter into a joint venture with a community group. Develop and monitor joint venture lease and relationship agreements. Leisure Page 189 of 416

194 Recent Continuous Improvement Initiatives In 2015 staff worked to: 2016 Approved Operating Budget Align the rates for playfields to be the same as other recreational venues, so there is a standard subsidy for sport organizations using City facilities. Launched a business process review on the Space Allocation Process to: Decrease process timelines Clarify the role of staff and sport organizations in the process and Increase sport organization satisfaction with the process. Recommend that Council invest in the re-development of Skyway and Central Arena based on feedback gathered from ice and arena floor users. Council supported this investment as these arenas are required to meet the ice users programming needs and to explore the needs for neighbourhood programming. Promote the Year of Sport, rise in the Canadian Fitness tax credit and the Pan Am/Parapan Am Games. Many initiatives and events were held in 2015 to allow sport organizations to showcase their services such as: Pan Am Day in Canada Joseph Brant Day Children s Festival Doors Open and Sport Days Work on the redesign of Sherwood Forest Park and facility to meet the needs of the sport organizations and joint ventures. Confirmed interest of BYSC and Rugby to be joint ventures in the building at Sherwood, outlined the requirements for baseball users in the park and the need for a gym space that can sustain the currently activities such as, indoor cricket, field hockey, floor hockey, baseball and skateboarding. Implement the requirement for Emergency Management Plans for sport event organizers Proactively work with outdoor sport organizations, police service and private security to reduce the number of alcohol related incidents/complaints in parks from three Zero Tolerance investigations in 2014 to zero in Sport organizations secure grants or funded to make the following infrastructure improvements: A permanent artificial turf Cricket pitch at Central Park The artificial turf replacement of Dome 1 at Sherwood Park and The installation of Dome 3 at Sherwood Park Streamline processes through the use of technology. Examples include e-form for event application and improving access for organizations to post to the community calendar. Leisure Page 190 of 416

195 Emerging Opportunities and Anticipated Risks Emerging Opportunities 2016 Approved Operating Budget The City has only one park left to develop and no more space for community centres. Organized Sport Support is therefore looking at better ways to use sport venues, such as: Looking to get more space in schools Changing the current designs of parks and venues Looking for opportunities to run venues for less money Working with national and provincial sport organizations to meet their future venue needs to develop better players. This should increase participation and use without changing the City s development area. The City has an opportunity to promote the Year of Sport, the increased limit for the Canadian Child Fitness credit and the Pan Am/Parapan Am Games. This would increase participation and facility use by making residents aware of the sport services in Burlington and how to get involved. Renovating facilities that meet the needs of sport organizations may attract sport tourism events to Burlington, which would benefit the community and local economy. Anticipated Risks With an aging population, there is a risk that the current sport venues are not suitable for adult sport. This can be addressed by changing the current designs of parks and sport venues as they are renovated. The City has little land left to develop so there is limited space for new sport venues. This may limit opportunities for sport organizations to expand or change their programming to meet community demand. The competition for leisure time trends towards screen time. There is a risk that people will not participate in sport, decreasing both their ability to be active enough to meet good health and their sense of belonging. The City s reputation is at risk if we do not meet the service levels for sport venue maintenance, especially during sport tournaments and events. Expanded facilities and services are needed, such as park washrooms, bullpens, dugouts and spectator seating. Trends in sport can vary depending on outside forces, such as the success of a professional sports team. If the City is not nimble enough to shift with the trends, its reputation could be at risk. Sport organizations depend on volunteers to run their programs. If there are not enough volunteers, the City would have to decide if it would provide that sport to residents. Leisure Page 191 of 416

196 Service Objectives 2016 Approved Operating Budget Input performance data into Yardstick platform to compare Burlington playfield services with other municipalities within the province, nationally and internationally. Revise and promote opportunities to access community investment funds for organizations. Develop and implement playfield classifications and service standards and a preventative maintenance service standard to improve grass fields and diamonds. Target Completion Jan 2016 Feb 2016 Mar 2016 Complete conceptual designs and costing for Skyway and Central Arenas. Jun 2016 Assist in conceptual design for Nelson Park. May 2016 Complete conceptual design and costing for City view pavilion. Dec 2016 Leisure Page 192 of 416

197 MEASURING SUCCESS How much did we do? 2016 Approved Operating Budget Performance Measurement 2011 Actual 2012 Actual 2013 Actual 2014 Actual 2015 Projection 2016 Forecast 2017 Forecast 2018 Forecast Total hours of sport venue 77,910 79,007 77,802 81,819 90,784 92,200 87,200 87,200 use Total number of sport participants 2,117,867 2,161,746 2,134,986 2,179,054 2,426,458 2,509,300 2,358,300 2,358,300 How well did we do it? Performance Measurement Story behind the data Total Investment per Sport Participant Investment in sport per participant will change, depending on venue or park renovations. For example, the community will not be able to get permits for the fields at Cityview Park during the Pan Am games in This will be both a loss of permit revenue and a lower investment per sport participant. Is anyone better off? Performance Measurement Story behind the data Where do we want to go? Satisfaction Rating With "Organized Sport Support" Level of Service The level of resident satisfaction in sport venues is over 80%. Although residents are pleased with the service levels, there is room to get better. Strive for a 90% satisfaction rating on sportfields and arena service levels. Leisure Page 193 of 416

198 2016 OPERATING BUDGET SERVICE SUMMARY FINANCIAL INVESTMENT Approved Budget Actual Base Budget % Change vs Budget Business Cases Total Budget Organized Sport Support % Change vs Budget Human Resources $ 4,437,533 $ 4,388,866 $ 4,453, % $ 220,673 $ 4,674, % Operating/Minor Capital Equip. $ 2,192,156 $ 2,288,751 $ 2,186, % $ 20,088 $ 2,206, % Purchased Services $ 1,552,379 $ 1,625,041 $ 1,537, % $ - $ 1,537, % Corp. Expenditures/Provisions $ 836,574 $ 921,132 $ 929, % $ - $ 929, % Internal Charges & Settlements $ 698,089 $ 603,599 $ 547, % $ - $ 547, % TOTAL EXPENDITURES $ 9,716,731 $ 9,827,389 $ 9,654, % $ 240,761 $ 9,895, % Controllable Revenues $ (6,119,511) $ (6,301,813) $ (5,919,949) -3.3% $ - $ (5,919,949) -3.3% General Revenues & Recoveries $ (240,440) $ (240,440) $ (187,670) -21.9% $ (240,761) $ (428,431) 78.2% TOTAL REVENUES $ (6,359,951) $ (6,542,253) $ (6,107,619) -4.0% $ (240,761) $ (6,348,380) -0.2% NET OPERATING BUDGET $ 3,356,780 $ 3,285,136 $ 3,546, % $ - $ 3,546, % Leisure Page 194 of 416

199 Service Business Plan Service Name Arts and Culture Service Type Public Service Owner Name Angela Paparizo Alignment to Strategic Plan Vibrant Neighbourhoods Service Owner Title Manager of Arts & Culture Budget Year 2016 Service Description A public service to provide arts and culture festivals, programs and services. Current State Customers & Their Expectations This service is delivered to: Citizens, who expect: access to a range of affordable arts and cultural opportunities inclusion and consideration of the needs of individuals and families quality arts and cultural programs and festivals welcoming, knowledgeable staff and volunteers a safe environment and efficient program registration and access a sense of place, civic pride and identity. Artists, cultural community organizations and service providers, who expect: reliable leadership and partnership opportunities with the City support from the City (financial, policy review, fee permits) efficient facility booking processes. Sponsors, who expect: welcoming, professional and responsive customer service value for their contribution. Existing Service Delivery City-delivered services: Burlington Student Theatre, Burlington Teen Tour Band, Concerts in the Park, Music Lessons, Festivals and Events and the Public Art Program. Facilitate services delivered in partnership with community organizations: Drury Lane Theatrical Productions and Theatre Burlington. Assist community groups that host a festival or event on City property. City Liaison Services and collaboration with the Art Gallery of Burlington, the Burlington Performing Arts Centre, Museums of Burlington (Joseph Brant and Ireland House), Tourism Burlington and the Burlington Public Libraries. Existing Customer Engagement Tools / Methods City website, e-blasts, cultural map and 311. Media including Burlington Post, Live and Play Guide. Outside promoters. Leisure Page 195 of 416

200 Is this Service Provincially Legislated? For this Service are there Approved Service Standards? Sub-Services Festivals and Events No Yes N/A Cultural Action Plan, Cultural Strategy, Public Art Master Plan, Public Art Policy, Strategic Plan Coordinate, develop, deliver and promote new and ongoing community festivals and events, including: City-run festivals and events, such as Canada Day, Children s Festival, Music in the Park and Movies Under the Stars. Provide assistance to various event organizers when hosting an event on City property (e.g. Remembrance Day, Sound of Music Festival). Public Art Collection Management Acquire and maintain public art through the public art development implementation team, with the assistance of an external provider. This includes: Site selection and approval, planning of funds, artist selection process, public consultation, quality assurance and installation, unveiling event. Manage public art promotions and donations. Cultural Programs Develop, deliver and promote music and theatre programs for children, youth and teens, ensuring accessibility and inclusion. Includes City-run programs and services: Burlington Student Theatre and Music Centre (Burlington Teen Tour Band). Cultural Mapping and Community liaison support services with cultural groups and artists Relationship Liaison Service with the Boards and Joint Venture Cultural Facilities Maintain a database of cultural resources in Burlington. Develop relationships and engage with the cultural community. Raise the cultural profile in Burlington through Culture Days. Support the cultural community with Community Development and Facility Fee Waiver fund and enhance collaboration with local artists to provide valuable arts and cultural events. Maintain and manage joint venture agreements with Drury Lane Productions and Theatre Burlington, and relationship agreements and leases with boards. These include the Art Gallery of Burlington, Museums Burlington, Tourism Burlington, Burlington Public Library and the Burlington Performing Arts Centre. Leisure Page 196 of 416

201 Recent Continuous Improvement Initiatives 2016 Approved Operating Budget The Public Art Inventory was completed and ensured the appraisal of all Public Artworks for future references. The City added one artwork valued at $28,000, donated by Richard Bachmann to the Public Art Inventory. The Benevolent Angel by Canadian artist George Wallace was donated in memory of Jane Irwin. The Cultural Action Plan Implementation Committee (CAPIC) was formed to provide municipal leadership to cultivate culture in Burlington and to implement recommendations as set forth in the Cultural Action Plan. Members of CAPIC include Executive Directors from the main boards and representatives from the cultural community. CAPIC terms of reference were approved by Council which helped clarify responsibilities and work plan. Two subcommittees consisting of members from the arts and cultural community were created to collect input from community partners and stakeholders surrounding the development of an arts and culture granting program and the establishment of an arts and culture council/advisory committee. The City organized and led Culture Days, a collaboration of local artists, cultural organizations, Doors Open, Museums of Burlington, the Burlington Performing Arts Centre, the Art Gallery of Burlington, Tourism Burlington, Burlington Libraries, Burlington Student Theatre. More than 60 Culture Days events took place throughout the weekend with the participation of 200 artists. The Local Artist Mural Program was launched and specifically developed to foster Burlington artists with professional training, development and exposure. Worked with the community to gather information on the Mountainside public artwork to better reflect the spirit of the centre. Two grants were successfully secured from the Federal Government relating to the both the Canada 150th Anniversary celebrations and maintenance of the Burlington War Memorial to enhance community celebrations. Leisure Page 197 of 416

202 Emerging Opportunities and Anticipated Risks Emerging Opportunities 2016 Approved Operating Budget Increase collaboration with the Burlington Economic Development Corporation to help create vibrancy in the downtown. An increase in the number of newcomers to the Burlington community in the future will provide opportunities for developing a multicultural festival. Encourage local artistic production and creativity through a cultural grant program. This would vitalize the downtown and other areas in the City, encourage economic activity and create social capital opportunities for citizens. Create opportunities to attract youth participation in arts and cultural activities in different areas of the City. Anticipated Risks Due to possible economic hardships, citizens may consider cultural opportunities as less of a priority. Service Objectives Focus on maintaining affordable programs for all demographics. A shift in culture among youth, who focus more on video games and passive entertainment rather than interactive ones. Build on Burlington's Cultural Assets: Provide visible, informed and reliable municipal leadership to cultivate culture in Burlington. Create a customer satisfaction measure and work with Service Burlington to use the City standard. Target Completion Jan 2016 Celebrate and promote culture: Build a vision and implementation strategy for an Sep 2016 external cultural body. Support cultural programming: Develop cultural grant program(s). Sep 2017 Celebrate and promote culture: Enhance the profile of the cultural clusters or hubs, Nov 2017 including downtown Burlington, through public art. Include strong connections to natural spaces. Investigate the potential for a cultural development body. Create if it appears to Feb 2018 have value. Leisure Page 198 of 416

203 MEASURING SUCCESS How much did we do? 2016 Approved Operating Budget Performance Measurement 2011 Actual 2012 Actual 2013 Actual 2014 Actual 2015 Projection 2016 Forecast 2017 Forecast 2018 Forecast Number of community-led cultural festivals and events on public property Number of City-organized cultural festivals and events Number of participants in City-organized cultural festivals and events Number of registered participants in Citydelivered student theatre program and music classes ,000 59,200 59,700 59,800 60, How well did we do it? Performance Measurement Cultural Action Plan Items Implemented Story behind the data There are 47 actions identified in the Cultural Action Plan. With a growing community of interested volunteers, working committees are formed to move key initiatives ahead over a three year period. With current staff resources it may talke longer to implement the plan. Leisure Page 199 of 416

204 Performance Measurement Story behind the data Cultural Investment per Capita Burlington's population is growing and investment per capita is one way to benchmark and compare Burlington's cultural commitment with other communities.the data includes the City's operating and capital funding towards all arts and culture service providers, including Music Centre, Student Theatre, Festivals and Events, Public Art, Art Gallery of Burlington, Performing Arts Centre, Museums and Sound of Music Is anyone better off? Performance Measurement Story behind the data Where do we want to go? Fee Waivers and Community Development Fund Funding Facility Rental Fee Waiver and Community Development Fund programs are in place but not widely known by the cultural community. This funding goal is to help the cultural community get started in different projects. The development of a grant program dedicated to culture wil be cosidered in the near future and will include data arising fom the cultural grants program Leisure Page 200 of 416

205 2016 OPERATING BUDGET SERVICE SUMMARY FINANCIAL INVESTMENT Approved Budget Actual Base Budget % Change vs Budget Business Cases Total Budget Arts and Culture % Change vs Budget Human Resources $ 939,700 $ 959,968 $ 1,009, % $ 60,440 $ 1,069, % Operating/Minor Capital Equip. $ 143,269 $ 170,200 $ 131, % $ 20,600 $ 151, % Purchased Services $ 469,101 $ 534,567 $ 472, % $ 29,560 $ 502, % Corp. Expenditures/Provisions $ 151,438 $ 140,784 $ 151, % $ 30,000 $ 181, % Internal Charges & Settlements $ 89,601 $ 63,450 $ 54, % $ - $ 54, % TOTAL EXPENDITURES $ 1,793,109 $ 1,868,970 $ 1,818, % $ 140,600 $ 1,959, % Controllable Revenues $ (521,878) $ (593,150) $ (508,452) -2.6% $ - $ (508,452) -2.6% General Revenues & Recoveries $ (14,675) $ (25,424) $ % $ (110,600) $ (110,600) 653.7% TOTAL REVENUES $ (536,553) $ (618,574) $ (508,452) -5.2% $ (110,600) $ (619,052) 15.4% NET OPERATING BUDGET $ 1,256,556 $ 1,250,396 $ 1,310, % $ 30,000 $ 1,340, % Leisure Page 201 of 416

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207 2016 Budget Design & Build 2016 Approved Operating Budget Design & Build Community Design and Development Review Facilities and Buildings - Design and Construction Planning Policy Parks and Open Space - Design and Development Building Code Permits and Inspection

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209 Service Business Plan Service Name Community Design and Development Review Service Type Public Service Owner Name Jamie Tellier & Roz Minaji Alignment to Strategic Plan Vibrant Neighbourhoods Service Owner Title Service Description Acting Managers of Development Services Budget Year 2016 A public service to provide property owners and developers with review and approval of the various types of development applications as per the Ontario Planning Act. Current State Customers & Their Expectations This service is delivered to: Taxpayers Public Developers Council City departments Agencies, boards and commissions. Their expectations include: An effective review process in place for developers and land owners, that is accessible, efficient, predictable, cost effective and timely. An effective review process in place for citizens and neighbours, that is transparent, inclusive and fair and leads to healthy, safe, affordable. and attractive neighbourhoods. An efficient, predictable, cost-effective and timely development review and approval process that leads to healthy and prosperous communities and a range of amenities (parks, playgrounds, community centres) Fairness, trust, guidance and confidence in the process and opportunities for public engagement. An effective review process in place for Council/agencies, boards and commissions to ensure public engagement and transparency, and where professional advice is provided to implement the vision of the Official Plan and the Strategic Plan. Another component of service delivery is public education and professional guidance. Design & Build Page 205 of 416

210 Existing Service Delivery This service champions corporate projects that support the City's strategic plan by providing innovative, strategic and professional planning and development advice, recommending development proposals and facilitating future development strategies. The service advises Council, councillors, property owners, the public and industry professionals by providing information on development proposals and the City s planning functions and procedures. This service liaises with all levels of government, municipal agencies, the development industry and the public to represent the City, build business relationships and promote the City s vision. The Development Service Division is made up of registered professional planners, urban designers, and zoners, who can help customers with questions related to potential development applications. Staff provide information about City policies and procedures; direction regarding the appropriate application process; pre-consultation meetings; requirements for potential development applications; and application submission procedures. Available online are various documents and resources, such as the City's Official Plan, Zoning By-law, Site Plan Design Guidelines and Development Application Process fees, which can assist the customer. Through the One Window development review process, 1,194 development applications were processed in This service follows mandatory legislative processes and requirements, including application forms, processing times and notice requirements. Existing Customer Engagement Tools / Methods Public meetings, design workshops, pre-consultations with applicants/consultants, mailings, newspaper ads, signs, 311, in person and telephone inquiries. Technology and tools used include the municipal property system; mapping software; social media; online surveys; online engagement tools; the City s public website; and the City s internal website. Planning staff are members of the following professional organizations: The Ontario Professional Planners Institute Canadian Institute of Planners Planning staff maintain continuing professional development hours as required by the professional organizations. Is this Service Provincially Legislated? Yes The Planning Act, The Municipal Act, Building Code Act, Statutory Powers and Procedures Act, Ontario Heritage Act, Niagara Escarpment Planning and Development Act. Design & Build Page 206 of 416

211 For this Service are there Approved Service Standards? Sub-Services Official plan amendments and zoning by-law amendments Site plan / minor developments / zoning certificates Yes Official Plan, Zoning By-law, Growth Plan, Greenbelt Plan, Parkway Belt West Plan, Provincial Policy Statement, Ministry of the Environment Regulations, Ontario Provincial Standards and Drawings. The Official Plan is a policy document that sets out the goals, objectives and direction for long-term growth and development in the City. Amendments are most often made to the plan as a result of a rezoning application that is inconsistent with the City s policies. The Zoning By-law controls how land can be used (parks, schools, houses, retail, office, industrial). The Zoning By-law regulates uses and sets standards for each permitted use. The rezoning process provides a way to change zoning regulations for individual properties and is generally initiated by the property owner. Site plans and minor developments consist of a set of drawings that include the location buildings and structures, landscaped areas, loading and garbage facilities, grading information, building elevations, floor plans and landscape plans. Most development is subject to site plan approval. Minor developments include NEC, liquor licence and "H" removal applications. A zoning certificate is required for most development, confirming that the proposed use complies with all applicable zoning regulations. Subdivisions / condominium / part lot control A subdivision is created when land is divided into lots or blocks. A Plan of Subdivision is a legal survey that shows how the property has been divided, the location of new roads or services and the proposed use of the lots or blocks. Condominium applications generally consist of buildings that are subdivided into units, creating exclusive use areas and common elements. Exemption from part lot control is used to create severances for properties that were subject to a previous process, such as semi-detached and townhouse lots. Variances / consents The Committee of Adjustment is authorized by the Ontario Planning Act to grant minor variances from the provisions of the Zoning By-law. These permit extensions, enlargements or variations of existing legal non-conforming uses, and give consent to an owner of land who wishes to sell, convey or transfer part of the land. Design & Build Page 207 of 416

212 Recent Continuous Improvement Initiatives In 2015: 2016 Approved Operating Budget Initiated a revised rezoning folder in the development software system, leading to an enhanced development review process. Continue to enhance the web pages for development projects by adding graphics and additional technical materials. Initiated development of e-gov processes for basic development applications including zoning review of pools and decks. Completed business process management exercise for preconsultation process for OPAs, rezonings, and subdivisions. Actions included: creating a preconsultation request form, providing an enhanced level of information to meeting participants, creating a standardized set of technical study terms of reference. Design & Build Page 208 of 416

213 Emerging Opportunities and Anticipated Risks Emerging Opportunities 2016 Approved Operating Budget The development review process is constantly being reviewed and revised to improve both customer service and approval timeframes. Business process management reviews will continue to find efficiencies and improve customer service in the rezoning and official plan amendment processes. Current Official Plan review will create greater clarity and alignment of policies with the city's strategic vision. Intensification goals will lead to continued protection of the rural area and more efficient use of existing infrastructure. The introduction of online services will provide opportunities for streamlined service and improved customer satisfaction, particularly for complete applications. The delivery of service could be improved by locating planning and building services on the same floor to minimize customer inconvenience and enhance collaboration. Anticipated Risks Proposed changes to provincial legislation may lead to efficiencies in the development review and approval process. Unless online service is properly resourced with equipment and training there is a risk that additional services will be slow to implement. The pace of growth generated through intensification is not equivalent to historical growth levels created by greenfield development. Development review processes may take longer because infill and intensification projects require additional technical review and public engagement to ensure compatibility. Any major shift in the economy may affect anticipated revenues. Changes in legislation by other levels of government may impact the complexity of development review processes. Design & Build Page 209 of 416

214 Service Objectives 2016 Approved Operating Budget Complete a business process management exercise for the official plan amendment and rezoning processes Target Completion Nov 2016 Track turnaround times for OPA, rezoning, and major site plans. Dec 2016 Prepare and implement a customer satisfaction survey at each public engagement event. Complete a best practices review of major development application review processes with adjacent municipalities. Dec 2016 Dec 2016 Develop videos to explain the planning and development review process. Dec 2017 Collect data on the number of web hits to improve customer service. Develop an enhanced website. Dec 2017 Design & Build Page 210 of 416

215 MEASURING SUCCESS How much did we do? 2016 Approved Operating Budget Performance Measurement 2011 Actual 2012 Actual 2013 Actual 2014 Actual 2015 Projection 2016 Forecast 2017 Forecast 2018 Forecast # of official plan amendment/rezoning applications # of subdivision/ condominium/part lot control/site plan/minor modification applications # of minor development/zoning certificate applications/ variance and consent 1,373 1,336 1,125 1,136 1,156 1,125 1,125 1,125 How well did we do it? Performance Measurement Story behind the data Percent of Applications Approved Without Appeal to the Ontario Municipal Board Development approval without appeal indicates that applications have been processed with full public and technical input and that staff have been able to work with the applicant to create a more compatible form of development. An approval rate without appeal is an indicator of consistency with good planning principles, public engagement, professional advice and transparency. Design & Build Page 211 of 416

216 Is anyone better off? Performance Measurement Number of residential building applications approved without Ontario Municipal Board (OMB) appeals Story behind the data Where do we want to go? The City is providing a sufficient range of housing types to meet the needs of Burlington residents. Several major planning projects are currently at the application stage, and will create an increase in overall unit counts in the coming years. The Community Design and Development Service would like to maintain this service level, while processing complex infill and intensification development applications and providing a range of housing choices with convenient transit and pedestrian access and appropriate amenities. Performance Measurement Story behind the data Total Square Metres of Industrial Commercial Institutional (ICI) constructed The amount of industrial, commercial and institutional construction is a good indicator of economic growth. The Community Design and Development Service assists in this regard by protecting employment land and promoting opportunities for residents to work within the community. Where do we want to go? A continued strong trend in ICI growth will assist in maintaining a healthy assessment rate for the City. Design & Build Page 212 of 416

217 2016 OPERATING BUDGET SERVICE SUMMARY FINANCIAL INVESTMENT Approved Budget Actual Base Budget % Change vs Budget Community Design and Development Review Business Cases Total Budget % Change vs Budget Human Resources $ 3,373,192 $ 3,261,016 $ 3,446, % $ - $ 3,446, % Operating/Minor Capital Equip. $ 77,000 $ 87,595 $ 71, % $ - $ 71, % Purchased Services $ 173,056 $ 117,591 $ 107, % $ - $ 107, % Corp. Expenditures/Provisions $ - $ 566,144 $ - 0.0% $ - $ - 0.0% Internal Charges & Settlements $ - $ - $ - 0.0% $ - $ - 0.0% TOTAL EXPENDITURES $ 3,623,248 $ 4,032,346 $ 3,625, % $ - $ 3,625, % Controllable Revenues $ (1,822,700) $ (2,300,672) $ (1,868,000) 2.5% $ - $ (1,868,000) 2.5% General Revenues & Recoveries $ (256,500) $ (200,633) $ (103,800) -59.5% $ - $ (103,800) -59.5% TOTAL REVENUES $ (2,079,200) $ (2,501,305) $ (1,971,800) -5.2% $ - $ (1,971,800) -5.2% NET OPERATING BUDGET $ 1,544,048 $ 1,531,041 $ 1,653, % $ - $ 1,653, % Design & Build Page 213 of 416

218 Service Business Plan Service Name Facilities and Buildings - Design and Construction Service Type Internal Service Owner Name David Taggart Alignment to Strategic Plan Excellence in Government Service Owner Title Manager of Facility Assets Budget Year 2016 Service Description An internal service to provide design, construction and project management services for City-owned facilities and buildings. Current State Customers & Their Expectations This service is delivered to: Other City Services who operate facilities and buildings who expect, the design, appearance, comfort, condition, performance and reliability of facilities and buildings are appropriate for site operational needs. completed projects to maintain or improve facilities and buildings projects that are aligned with budgets, timing and scope requirements. Existing Service Delivery Partner with Asset Management Service, Environment & Energy and other City services that operate facilities and buildings to manage the design, performance improvement and construction of sites and their systems. Partner with other City services that operate facilities and buildings to establish and oversee preventive maintenance programs to optimize reliability and life cycles of facilities and buildings and their systems. Establish maintenance service contracts and provide ongoing contract oversight for needs that operating City services do not perform. Existing Customer Engagement Tools / Methods Is this Service Provincially Legislated? Engage customers in a project charter definition, design stages, tender evaluations, project progress meetings, internal meetings, s, phone discussions, construction progress site meetings to refine and finalize scope, budget and timing of projects. At project end, complete customer satisfaction survey. No N/A Design & Build Page 214 of 416

219 For this Service are there Approved Service Standards? Sub-Services N/A Yes N/A Recent Continuous Improvement Initiatives 2016 Approved Operating Budget Applicable standards come from Ontario Building Code, Technical Standards and Safety Authority, Conservation Authorities, Ministry of Health, Ministry of the Environment, Region of Halton, Environmental Protection Act, Burlington Hydro, Gas Code, Niagara Escarpment Commission, Operating Engineers Act, Ontario Electrical Code, Municipal By-laws, Leadership in Energy Efficiency Design, Occupational Health and Safety Act, Accessibility for Ontarians with Disabilities Act, Northern Pipeline Act, Ontario Professional Engineers Act, Ontario Architects Act, Ontario Association of Landscape Architects, Green Procurement Policy, Electrical Safety Authority, Ontario Land Surveyors and others. Digitizing older drawings which began in 2012 has continued in 2015 and these are being filed together with newer digitized drawings by facility for improved reference, design and project work availability. Surveys of older sites having no drawings to create new as built digitized drawings has also continued. Organizing and filing digitizing data from new projects is ongoing and has improved the available information for Facilities and Buildings Design and Construction staff and our customers. Creating a Project Charter is becoming standard practice for all but very small projects Consultant/contractor performance evaluations at the end of projects is becoming standard practice for all but very small projects. Evaluations result in reduced current and future risk, improved consultant/contractor performance and easier to manage projects. In 2014, included more end-of-project content to construction contracts to enhance final testing, commissioning, acceptance and turnover. This improves the ability of staff to operate and maintain the project after takeover. in 2015 developed a commissioning guide for end of projects and close out. In 2015 created a Project Work Plan spreadsheet to prioritize, estimate and plan work. It displays staff weekly time commitments and availability highlighting difficult periods that require adjustments or intervention to keep projects on track. The new empcentre corporate time recording system will be used to provide helpful comparisons of actual time vs estimated. Design & Build Page 215 of 416

220 Emerging Opportunities and Anticipated Risks Emerging Opportunities Anticipated Risks Service Objectives 2016 Approved Operating Budget Within the procurement by-law, prequalification methods for capable consultants and contractors can improve the quality and promptness of projects and help reduce the 'hidden' cost of extra project management costs and delays in progress Changes to the procurement by-law have helped save time and expense with increases in staff spending limits. A reduction in staff resources needed to design and build new facilities and buildings as the City becomes built out will free up capacity to manage the expected increase in smaller renewal projects. This was anticipated to begin in 2015 but has not yet occurred. An Analyst Facilities Maintenance was added to improve and manage preventive maintenance to ensure building equipment life cycles and reliability of buildings and systems are maximized. Good maintenance will also help optimize operating and long-term capital renewal costs. Unanticipated changes in program user needs or in use of facilities and buildings may require more projects and unexpected repurposing of allocated resources. The average age of facilities and building continues to increase. This will result in more capital renewal projects to maintain their condition. The increase in projects may require more staff resources and capital renewal funding. Buildings and their systems are unlikely to meet estimated life cycles and reliability until the preventive maintenance program has been functioning for a few years. This could continue to bring forward capital renewal requirements and require more staff resources to complete premature replacements. Lack of resources and systems to collect and report data needed for success measurements may result in inadequate reports. Climate change may reduce estimated life cycles and bring forward capital renewal requirements and staff resources needed to complete replacement projects. Climate change may require major repairs due to extreme weather and require other unplanned retrofits to sites and buildings to improve drainage and maintain integrity of buildings. Conduct a baseline customer satisfaction survey and develop a customer satisfaction target. Working with operations partners, implement suitable maintenance programs in all City-operated facilities and buildings. As required, improve and increase scope of service contracts to support staff-delivered maintenance. Deliver facility and building projects that stabilize the FCI of buildings at target levels. Target Completion Feb 2016 Apr 2017 Dec 2017 Design & Build Page 216 of 416

221 MEASURING SUCCESS How much did we do? 2016 Approved Operating Budget Performance Measurement 2011 Actual 2012 Actual 2013 Actual 2014 Actual 2015 Projection 2016 Forecast 2017 Forecast 2018 Forecast Replacement value of City $298 $299 $314 $320 $331 $343 $355 $367 owned/operated facilities (excludes new sites under construction) ($ millions) Number of major projects Value of major projects ($ $7.5 $10.4 $15.6 $20.6 $19.0 $16.0 $12.0 $12.0 millions) Number of minor renewal projects managed Value of minor renewal $4.2 $2.1 $1.4 $2.9 $3.6 $3.5 $4.0 $4.0 projects managed ($ millions) Number of service contracts managed Total site applications of service contracts Value of service contracts $0.61 $0.58 $0.60 $0.61 $0.63 $0.77 $0.88 $0.92 managed ($ millions) Value of approved capital $5.10 $2.90 $1.10 $4.40 $3.80 $4.00 $4.00 $4.00 renewal ($ millions) Value of capital renewal spent ($ millions) $4.20 $3.00 $1.40 $3.10 $4.60 $4.20 $3.80 $3.80 Design & Build Page 217 of 416

222 How well did we do it? Performance Measurement Story behind the data Capital Renewal Spending- % of Approval Spent The 2014 Actual project numbers and dollar values were greater than estimated because a number of projects couldn't be closed and were carried over and some additional projects were also added through the year. Some of these projects were still active in 2015 because of various delays. Larger projects are still anticipated to decline over time and smaller projects are still expected to increase but not at the rate predicted last year. A number of large projects are expected to be closed in late Capacity to manage projects was affected by staff turnover and replacement and by difficult projects which required more than anticipated time to manage. Is anyone better off? Performance Measurement Story behind the data Where do we want to go? Rate facilities and buildings condition based on the industry standard Facility Condition Index (FCI). Newer buildings, major renovations and renewals changed the 2104 Baseline FCI more than anticipated making the previously predicted improve to In 2015 renewal work is expected to hold the average FCI at The target is an average FCI of Design & Build Page 218 of 416

223 2016 OPERATING BUDGET SERVICE SUMMARY FINANCIAL INVESTMENT Approved Budget Actual Base Budget Facilities and Buildings Design and Construction % Change vs Budget Business Cases Total Budget % Change vs Budget Human Resources $ 769,874 $ 862,521 $ 894, % $ - $ 894, % Operating/Minor Capital Equip. $ 2,700 $ 555 $ 1, % $ - $ 1, % Purchased Services $ 10,170 $ 11,561 $ 17, % $ - $ 17, % Corp. Expenditures/Provisions $ 6,000 $ 5,202 $ 6, % $ - $ 6, % Internal Charges & Settlements $ - $ - $ - 0.0% $ - $ - 0.0% TOTAL EXPENDITURES $ 788,744 $ 879,839 $ 919, % $ - $ 919, % Controllable Revenues $ - $ - $ - 0.0% $ - $ - 0.0% General Revenues & Recoveries $ (213,150) $ (206,600) $ (217,420) 2.0% $ - $ (217,420) 2.0% TOTAL REVENUES $ (213,150) $ (206,600) $ (217,420) 2.0% $ - $ (217,420) 2.0% NET OPERATING BUDGET $ 575,594 $ 673,239 $ 702, % $ - $ 702, % Design & Build Page 219 of 416

224 Service Business Plan Service Name Planning Policy Service Type Internal Service Owner Name Andrea Smith Alignment to Strategic Plan Vibrant Neighbourhoods Service Owner Title Service Description Manager of Policy and Research Budget Year 2016 An internal service that develops, monitors and reviews Official Plan policy for the physical development of the City. Current State Customers & Their Expectations This service is delivered to: Mayor and Members of Council Development community Property owners. Our customers expect that: information will be available, current, accurate and clear staff will be knowledgeable, accessible and responsive to emerging issues staff will be positive drivers of change to policy, as needed staff will seek ways to bridge urban growth management objectives between the province, Halton Region and the City short- and long-term public interests are factored into decisions. Design & Build Page 220 of 416

225 Existing Service Delivery The range of planning policy and research services provided includes: POLICY DRAFTING: Preparing policy amendments to the Official Plan, based on research, analysis, public and stakeholder communication and engagement. PROCESS MAPPING: Establishing transparent and replicable decision making planning processes. ADVICE: Providing a range of planning advice and opinions to the Mayor and Members of Council, through briefings, meetings, staff reports, memos, s and telephone calls. INFORMATION: Providing a range of planning information to identified customers, and those who receive feedback from identified customers. RESEARCH AND PROJECT MANAGEMENT: Managing the Official Plan Review process and other special projects, from initiation to completion. Conducting research through data synthesis and public and stakeholder engagement as part of policy development. CO-ORDINATION AND ALIGNMENT: Facilitating alignment between various corporate projects and the Official Plan, and between external initiatives and the Official Plan and Burlington public interest. Fostering partnership and consultation with internal departments and agencies. Existing Customer Engagement Tools / Methods Is this Service Provincially Legislated? For this Service are there Approved Service Standards? Public meetings, open houses, workshops, one-on-one/small group meetings with members of the public and stakeholders, staff reports, memos, feedback forms, , newspaper notices, direct mailings, telephone inquiries, mapping software, City website, municipal property information system, online public engagement tools, on-line surveys. Yes Yes The Planning Act, The Municipal Act, Official Plan, Ontario Heritage Act, Niagara Escarpment Act, Places to Grow Growth Plan, Greenbelt Plan, Parkway Belt West Plan, Provincial Policy Statement Must act in accordance with the Ontario Professional Planners Institute and the Canadian Institue of Planners. Design & Build Page 221 of 416

226 Sub-Services Policy and Research Develop and deliver communication and engagement programs and materials to the public, stakeholders, partners and Council. Provide advice and information to customers and partners. Conduct project management for the City s Official Plan Review and special planning projects. Develop policies related to the Official Plan Review and special planning projects. This helps guide growth management, land use and infrastructure decisions. Respond to regional and provincial planning initiatives, ensuring conformity to the plans and consideration of local interests. Represent the City s interest at the Ontario Municipal Board as part of resolving land use disputes. Connect with other municipalities and departments to inform, consult and collaborate on a range of planning-related matters. Data Management Develop and manage a database to monitor policy effectiveness. Collect data primarily related to managing the City s growth. Report data to the public, stakeholders, agencies and Council. Recent Continuous Improvement Initiatives Initiated development of a city-wide residential growth tracking model to better understand the type and distribution of growth, and to assist in growth management, infrastructure and land use decision making. Participated in the Provincial Plan Review (Greenbelt Plan, Places to Grow Plan, Niagara Escarpment Plan ) and Bill 73 Reform (Planning Act and Development Charge Act) to influence improvements to these plans and regulations in the interest of Burlington. Issued a consolidation of recent amendments to the Official Plan to assist with readability and interpretation of the Plan. Prepared amendments to the City s website for policy related projects to improve accessibility objectives and ease of information. Design & Build Page 222 of 416

227 Emerging Opportunities and Anticipated Risks Emerging Opportunities Anticipated Risks 2016 Approved Operating Budget There is an opportunity to influence current and emerging initiatives including the Region of Halton Official Plan Review, Regional Transportation Review (Metrolinx), Provincial Plan Review, and Planning Act Reform. Changes in legislation and policies in senior government may affect the City s ability to achieve policy conformity and meeting timing objectives of the Official Plan Review. There is a probability that components of the revised Official Plan will be subject to appeal. This effort will require significant resourcing and may affect delivery of other competing priorities. Service Objectives Improve the City s residential development data tracking and monitoring role to facilitate growth management and lead to improved policy development and decision making. Provide regular updates to the Official Plan as a result of approved development applications to ensure accuracy and readability of the Official Plan. Deliver staff reports that assist Council in decision making regarding the long term vision of the city. Deliver amendments to the City s current Official Plan Review. This will achieve policy conformity to senior levels of government and address local vision for the long term growth and development of Burlington. Influence current and emerging initiatives including the Region of Halton Official Plan Review, Regional Transportation Review (Metrolinx), Provincial Plan Review, Bill 73 (Planning Act and Development Charge Act) Reform. Target Completion Dec 2015 Aug 2016 Aug 2016 Dec 2016 Aug 2015 Design & Build Page 223 of 416

228 MEASURING SUCCESS How much did we do? 2016 Approved Operating Budget Performance Measurement 2011 Actual 2012 Actual 2013 Actual 2014 Actual 2015 Projection 2016 Forecast 2017 Forecast 2018 Forecast Total number of single and semi detached houses (low density) Total number of townhouses (medium density) Total number of apartments (high density) How well did we do it? Performance Measurement Story behind the data Annual Housing Completions by Unit Type The Region of Halton's Official Plan adopted several housing targets. One was "that at least 50% of new housing units produced annually in Halton be in the form of townhouses or multi-storey buildings" (Section 86 (6) Halton Official Plan). Although Burlington has already exceeded the 50% target for the past few years, continuing to meet this target will ensure that a wider selection of housing choices are available to current and new Burlington residents. Burlington is a strong contributor to achieving the Regional housing target. As the amount of greenfield land for development declines, it is expected that the majority of future residential development be in the form of townhouses and multi-storey buildings within intensification areas. Design & Build Page 224 of 416

229 Is anyone better off? Performance Measurement Story behind the data 2016 Approved Operating Budget Percentage of new residential units within the "Built-Up Area" of the forecasted 8,300 minimum housing completions by Currently a procedure is being developed to annually track the percentages of new residential units within the Built-Up Area. This metric will help the City track residential growth within the Built-Up Area and assess how well the City is contributing to the long-term minimum target of 8,300 total housing completions within this area. The Halton Region Official Plan set 8,300 units as the minimum number of new housing units to be added to the Built-Up Area of Burlington between Over the 16-year timeframe ( ), this amounts to about 500 units each year. This does not account for annual fluctuations of building permit issuances that are expected due to market, economic and other factors. Annual overor under-achievement of the 500 units is not an indication of failure to meet the overall objective of accommodating the 8,300 units by However, if over a five-year period, there is a significant underperformance between the actual and forecasted number of building permits issued, analysis may be required to identify opportunities and constraints in meeting the targeted growth. Providing these units within the Built-Up Area will help the city achieve its Official Plan objective of Growing in Place and helps the city satisfy the targets required by provincial and regional policies. Where do we want to go? Data will be reported annually throughout the forecast period. Design & Build Page 225 of 416

230 2016 OPERATING BUDGET SERVICE SUMMARY FINANCIAL INVESTMENT Approved Budget Actual Base Budget % Change vs Budget Business Cases Total Budget Planning Policy % Change vs Budget Human Resources $ 632,560 $ 682,662 $ 654, % $ - $ 654, % Operating/Minor Capital Equip. $ - $ - $ - 0.0% $ - $ - 0.0% Purchased Services $ - $ - $ - 0.0% $ 300,000 $ 300, % Corp. Expenditures/Provisions $ - $ - $ - 0.0% $ - $ - 0.0% Internal Charges & Settlements $ - $ - $ - 0.0% $ - $ - 0.0% TOTAL EXPENDITURES $ 632,560 $ 682,662 $ 654, % $ 300,000 $ 954, % Controllable Revenues $ (3,650) $ (4,574) $ (3,650) 0.0% $ - $ (3,650) 0.0% General Revenues & Recoveries $ - $ - $ - 0.0% $ (300,000) $ (300,000) 0.0% TOTAL REVENUES $ (3,650) $ (4,574) $ (3,650) 0.0% $ (300,000) $ (303,650) % NET OPERATING BUDGET $ 628,910 $ 678,087 $ 651, % $ - $ 651, % Design & Build Page 226 of 416

231 Service Business Plan Service Name Parks and Open Space - Design and Development Service Type Public Service Owner Name Robert Peachey Alignment to Strategic Plan Vibrant Neighbourhoods Service Owner Title Service Description Manager of Parks and Open Space Budget Year 2016 A public service to provide design, construction, asset management and project management services for parks and open spaces. Current State Customers & Their Expectations This service is delivered to: Residents and visitors, who use City parks for unstructured and casual recreation The City s Sport Organization Support, Recreation and Arts and Culture Services, which provide access to parks through scheduling, programs and events. Expectations include: High quality and usable parks that are available for residents, visitors, sports, recreation and culture Park design and renovation projects that are safe, accessible and are completed on budget with minimal closure time Park features that are durable and long-lasting Effective and professional park planning and design Existing Service Delivery Lead process for the design and renovations of park and open spaces for sports, recreation programs and culture Through design, ensure park features are durable and long-lasting Manage and administer park tenders and contracts for the City. Work with external partners (such as Conservation Halton and Halton Region) on design and upgrading plans for parks. Existing Customer Engagement Tools / Methods Is this Service Provincially Legislated? Meetings with service providers, project meetings, project web pages, social media, City materials such as Community Report and City Talk, increased opportunities for the public to comment on ongoing projects and studies, such as public meetings, workshop and survey requests No N/A Design & Build Page 227 of 416

232 For this Service are there Approved Service Standards? Sub-Services Park and Open Space Planning Yes Parks Recreation and Cultural Assets Master Plan (2009); Parks and Open Space provisioning standard of km for neighbourhood parks and km for community parks; Canadian Safety Association Standards for playgrounds; City of Burlington Standards; City of Burlington Accessibility Standards; Accessibility for Ontarians with Diabilities Act; Building Code Develop master plans to determine where parks will go and what will go in the parks including direct public engagement with passive park users and indirect consultation through other city services Complete studies that provide support such as the Trails Strategy to help plan park and open space improvements. Parks and Open Space Design and Construction Parks and Open Space Asset Management Landscape Architecture Develop design, cost estimates and park tenders for new park features and renovations to existing parks Manage the construction of projects in parks Help sport, recreation and culture customers achieve their projects from design to construction. In partnership with other City services, implement life cycle planning (from design to construction) for park and open space assets Assess the condition of park features to determine when replacement is needed Determine how much funding is needed each year to keep parks usable and in high quality, to ensure funding is in place when needed Provide landscape architectural services to corporate projects (e.g. Plains Road Village Vision and Downtown Core Commitment). Design & Build Page 228 of 416

233 Recent Continuous Improvement Initiatives 2016 Approved Operating Budget In 2015 staff worked to: Complete the Trails Strategy which will guide development of new trail connections, renewal of existing trails and refine current trail standards. Integrate the park inventory and condition of park features into the City s mapping and planning system. Complete the integration of park inventory and condition of park features into the City's mapping and planning systems Commence using the park asset management system, as a planning tool to create life cycle events and costs to predict the rehabilitation and funding requirements of Park & Open Space features for the next 60 years. Use of the system supported the development of the 2016 Capital Budget and Forecast of renovation projects Complete the Beachway Park Master Plan to renovate and enhance park features. This work was completed in partnership with the Region of Halton, Conservation Halton and City service providers. The plan was approved at the region of Halton and will serve as the blue print for implementation of the plan over the next 10 years. Complete the Sherwood Forest Park Revitalization Plan to meet the needs of the community, sport organization and Joint venture group represented by other City Services. This work includes the development of a implementation plan for the phased development of building and park features over the next 10 years Complete the replacement of baseball backstops with improved standards and lighting at Ireland Park, resulting in modern efficient systems Complete an agreement with the Halton District School Board for the revitalization of the stadium including timing and financial plan Worked with Burlington Youth Soccer to complete the turf replacement under Dome One and complete installation of Dome 3. Partnered with Cootes to Escarpment Eco-Park system partners to complete the Burlington Heights Land Management Plan Design & Build Page 229 of 416

234 Emerging Opportunities and Anticipated Risks Emerging Opportunities 2016 Approved Operating Budget The Trails Strategy will identify opportunities for creating a better connected trail system and revised trail standards. This will encourage increased recreational use and increased use for alternative transportation. Partnership in the Cootes-to-Escarpment EcoPark system provides the opportunity for partners to connect environmentally sensitive lands and encourage donation of land, which would increase parks and open space areas owned by the City Changes in demographics provide an opportunity to investigate replacing underused parks with new and more in-demand casual, sport and recreation uses use the asset management forecasts to work with other city services to minimize service disruption to their customers while implementing a greater number of park projects during the summer construction season Participate in review of park dedication policies, aiming to secure more park land in development intensification areas and consider alternative park types Standardize the customer intake process and responsibilities to consider enhancement projects from other city services through the capital budget process Anticipated Risks Standardize file management system across the entire capital works department for efficiencies and consistency Park land area isn't changing, and higher densities of residents in designated intensification areas will put additional demand on existing park use. Less funding from development will limit the City's ability to enhance existing park amenities. Sport organizations and residents have identified park features outside of our standard levels, such as water play, shade structures, park washrooms, bullpens and dugouts. These could compete for funding with renovation projects. Parks are aging faster than our ability to renovate them with existing funding. This could result in parks not being available for intended use and the City s reputation at risk. Design & Build Page 230 of 416

235 Service Objectives 2016 Approved Operating Budget Review and update the Parks By-law in partnership with Parks and Open Space Maintenance, By-Law Enforcement and Legal services. This will result in a revised Parks By-law, improved signage and better customer service. Complete a public engagement process and design for the General Brock School site park including completion of conceptual design. Target Completion Dec 2016 Oct 2016 Input performance data into Yardstick platform to compare Burlington park Aug 2016 development services with other municipalities within the province, nationally and internationally Conduct park user survey using Yardstick platform to gather customer satisfaction data for performance measures Complete the first phase of construction of the Burloak Regional Waterfront Park Nov 2016 Construction Complete the conceptual design and costing for the City View Park pavilion. Dec 2016 Complete the John Boich surplus school site park construction and phase one of the Nov 2017 Sherwood Forest Revitalization project Design & Build Page 231 of 416

236 MEASURING SUCCESS How much did we do? 2016 Approved Operating Budget Performance Measurement 2011 Actual 2012 Actual 2013 Actual 2014 Actual 2015 Projection 2016 Forecast 2017 Forecast 2018 Forecast Value of Parks & Open Space N/A $3.43 $3.45 $3.05 $3.38 $3.50 $6.70 $5.49 capital budget annual (millions) Value of Parks & Open Space N/A $8.95 $5.25 $5.97 $5.40 $6.10 $8.30 $9.29 capital project backlog Value of Parks & Open Space N/A $9.44 $7.15 $2.33 $3.95 $4.20 $4.50 $4.50 capital work delivered How well did we do it? Performance Measurement Story behind the data Parks & Open Space Backlog Percentage of Capital Funding The Capital Backlog is the unspent portion of the approved Capital Budget. Due to their size, some projects will carry over multiple years to minimize disruption of service. As a result, some backlogs are normal. Best practices indicate that a sufficient backlog is one-third of the projected expenditure for that year. Design & Build Page 232 of 416

237 Performance Measurement Story behind the data Percentage of Parks and Open Space Assets Managed Above a "Fair" Condition Parks & Open Space assets rated at or below a poor (failure) condition require immediate renovation or replacement. Ratings below good/fair will increase with inadequate funding and could lead to asset failure. The target is to get the maximum life out of an asset, but renovate or replace it before it reaches a poor condition. To stabilize and maintain a park standard of "good" condition, we need to budget adequate funding to renovate or replace aging park assets. This will maintain service levels and minimize interruption to the public, sport and recreation services. Consideration may be given to diverting spending from new park enhancements to repair and renewal budgets. The percentage value of the total asset value is identified in the graph below, showing a trend moving below the optimal 60% value of our park assets above a fair level. This suggests increased funding levels are required to maintain the total value of our park assets at or above the optimal baseline measure. Design & Build Page 233 of 416

238 Is anyone better off? Performance Measurement Story behind the data Satisfaction with Parks and Open Space Amenities Park features serve sport, recreation and casual users. A 2011 survey identified a satisfaction rating of 89% for parks and sport fields (87% in 2008). This chart will identify the overall satisfaction of park users through data collection in future surveys. Starting in 2015, the data collection will also measure satisfaction with individual park amenities. Where do we want to go? We want to maintain or increase overall satisfaction levels with our parks and selected park amenities. We will need to maintain and potentially increase funding levels for renovation, replacement and new park enhancements. We would also like to develop tactics to tracking additional satisfaction indicators for park amenities such as trails & paths and water play. Design & Build Page 234 of 416

239 2016 OPERATING BUDGET SERVICE SUMMARY FINANCIAL INVESTMENT Approved Budget Actual Base Budget Parks and Open Space Design and Development % Change vs Budget Business Cases Total Budget % Change vs Budget Human Resources $ 681,165 $ 727,736 $ 772, % $ - $ 772, % Operating/Minor Capital Equip. $ 27,040 $ 8,356 $ 27, % $ - $ 27, % Purchased Services $ 31,378 $ 23,016 $ 32, % $ - $ 32, % Corp. Expenditures/Provisions $ - $ 2,890 $ - 0.0% $ - $ - 0.0% Internal Charges & Settlements $ 4,000 $ 529 $ 2, % $ - $ 2, % TOTAL EXPENDITURES $ 743,583 $ 762,527 $ 835, % $ - $ 835, % Controllable Revenues $ - $ (3,764) $ (3,800) 0.0% $ - $ (3,800) 0.0% General Revenues & Recoveries $ (186,760) $ (188,023) $ (190,610) 2.1% $ - $ (190,610) 2.1% TOTAL REVENUES $ (186,760) $ (191,788) $ (194,410) 4.1% $ - $ (194,410) 4.1% NET OPERATING BUDGET $ 556,823 $ 570,740 $ 640, % $ - $ 640, % Design & Build Page 235 of 416

240 Service Business Plan Service Name Building Code Permits and Inspection Service Type Public Service Owner Name Tom Redmond Alignment to Strategic Plan Vibrant Neighbourhoods Service Owner Title Acting Chief Building Official Budget Year 2016 Service Description A public service to provide building permitting and inspections in accordance with the Building Code Act and the Ontario Building Code. Current State Customers & Their Expectations This service is delivered to: Applicants for building permits including developers, builders, contractors, architects, engineers, home and business owners and government agencies. The Ministry of Municipal Affairs is a major stakeholder as the regulator. Expectations include: Customers expect to receive building permit approvals within the legislated turnaround times and that prescribed inspections are conducted within the mandated timeframes. Customers expect construction to meet the structural, health, fire safety and other requirements of the Ontario Building Code through proper enforcement. Building officials are expected to be fully qualified in all aspects of the Code. Inspectors are expected to maintain accurate records of construction and enforcement activity, and provide public reports to various levels of government. Stakeholders expect building permit and inspection services to be fully funded by permit fees, and service to be delivered in a cost-efficient manner. Design & Build Page 236 of 416

241 Existing Service Delivery The Chief Building Official has a statutory duty to administer the Building Code Act and implement its regulations, the Ontario Building Code. The Building Permit By-law provides detailed operational and procedural requirements. It serves as the applicant s checklist on the application requirements. It also includes the detailed building permit fee schedule. The pre-construction stage includes consultation and plans review of the submitted design to ensure the design complies with the minimum requirements of the Code. During construction, prescribed building inspections take place at various stages until occupancy and/or finals are granted. Building officials are certified in all categories related to their responsibilities and duties as legislated. Plans review is conducted within prescribed turnaround times, ranging from 10 to 30 business days. Deficiency letters are also issued within these timeframes. Field inspections are conducted within two business days, upon proper notification. Legal proceedings, including issuing orders and laying charges, are initiated when all other efforts to gain compliance fail. Service is based on a fee for service model, supported by a Council-approved building permit fees financial model. The model is reviewed and updated every five years, to account for effort and changes in legislative requirements. Existing Customer Engagement Tools / Methods Ongoing consultations with developers and builders through the Burlington Housing and Development Liaison Committee. Periodic consultations with the Hamilton Halton Home Builders Association, Hamilton Halton Construction Association and Building and Land Development Association. Formal and informal discussions with customers, including home and business owners, contractors, builders, architects, engineers, designers and developers. Active participation in various professional committees and associations, including the Engineers, Architects and Building Officials committee. Customer satisfaction survey accompanying every building permit issued. Q & A on the Building website. Is this Service Provincially Legislated? Yes The Building Code Act and the Ontario Building Code. The Act delegates responsibility for enforcement to municipalities and requires the appointment of a Chief Building Official and sufficient inspectors necessary for enforcement. Design & Build Page 237 of 416

242 For this Service are there Approved Service Standards? Sub-Services Application Process Yes The Ontario Building Code specifies the provincial qualifications required by Building Officials and the mandated service turnaround times for permit issuance and conducting prescribed inspections. The Building Permit By-law complements the requirements outlined in the Ontario Building Code. Receive applications, create permit files, verify completeness of forms and issue building permits once plans review is complete. Verify permit applications for conformance with applicable law, and calculate and collect required fees. Issue deficiency letters. Respond to public inquiries and educate customers regarding the building permit process. Plans Review Review applications for the various disciplines to ensure compliance with the health and safety requirements of the Code. Ensure plans review is conducted within the legislated turnaround times, and that deficiency letters are comprehensive and well documented. Respond to public inquiries and educate applicants or their agents on the Code requirements. Review the technical merits of alternate solutions proposed in place of specified Code requirements in the course of making recommendations. Design & Build Page 238 of 416

243 Building Inspections Conduct field inspections to ensure construction takes place as per approved drawings and in compliance with the health and safety requirements of the Code and applicable law. Respond to requests for building inspections within the legislated turnaround times. Provide field enforcement to ensure that construction does not take place without a building permit. Respond to emergencies or unsafe conditions resulting from structural failures, accidents, fires and/or other causes, coordinating with other services and external agencies as needed. Issue orders and pursue legal action when necessary to achieve compliance with the Building Code Act and the Ontario Building Code. Issue occupancy permits. Respond to public enquiries. Recent Continuous Improvement Initiatives In 2015, the Ontario Building Code introduced changes to the Barrier Free requirements and increased the maximum height for wood frame construction to 6 stories. In addition, life safety requirements for existing vulnerable occupancies were introduced and will be phased in until Changes introduced in the current Ontario Building Code have been implemented without increasing staffing levels while maintaining legislated turnaround times and customer service. In April 2015, a building inspector was hired on contract to review, inspect and close inactive permits. In the first 6 months, the inspector was able to close approximately 1000 permits. Closing of inactive permits will remain a priority to this Department in order to reduce risk of liability to the City and maintain currency of records. The cost of the inspector is paid from the Building Reserve Fund and has no impact on the municipal tax base. In response to the flooding experienced by many Burlington residents in August 2014, a program of permit fee remission was instituted for work related to flood prevention and/or remedial work resulting from water damage. Additional work resulting from this popular program was accommodated using existing staff and the cost of the program did not financially impact the building permit enterprise model. Due to uptake, the program has been extended to the end of Design & Build Page 239 of 416

244 Emerging Opportunities and Anticipated Risks Emerging Opportunities 2016 Approved Operating Budget Phased implementation of the new Ontario Building Code requirements particularly in new disciplines, including energy efficiency, energy conservation, septic maintenance and accessibility. This will be in line with Burlington s initiatives related to energy efficiency and sustainable development. Electronic delivery of building permit and inspection services. This multi-year initiative will help improve and streamline customer service for building permit applications. Change in legislation regarding mid-rise wood-frame construction. This will be particularly beneficial to the long-term plan for intensification and growth, translating to significant construction activity and more affordable housing. Anticipated Risks Increased exposure and liability due to increased requirements in the Ontario Building Code, particularly in new disciplines (mid-rise wood frame, energy efficiency, accessible built environment, condominium conversions). Outcome of the Elliott Lake Public Inquiry may include new regulations in the Ontario Building Code regarding maintenance of existing buildings, which would likely require additional resources. Knowledge maintenance and/or re-qualification of Building Officials pending legislation and its impact on existing and future resources (human and financial). Ongoing increase in the number of open permits (post-issuance) due to high volumes of permits over the years, increasing potential risk and liability. More resources funded by the building permit reserve fund need to be dedicated to that area over the next three years. Service Objectives Complete the building permit fees financial model (five-year cycle) to ensure that fees reflect the effort to provide service and confirm the right resources are assigned to efficiently provide mandated service levels. Maintain appropriate permit fees to cover all costs, including a sustainable contribution to the Building Permit Stabilization Reserve Fund. Ensure that building services operate without any subsidy from the property tax base. Ensure all building staff are fully qualified and trained for the new Ontario Building Code. Ensure that staff qualifications are upgraded when required by the Director of the Building Branch at the Ministry of Municipal Affairs and Housing. Ensure building permit applications are processed, reviewed and issued within the legislated turnaround times, despite additional code requirements. Ensure prescribed building inspections are conducted within the mandated timeframes despite increase in volumes and complexity. Target Completion Apr 2016 Dec 2017 Dec 2017 Design & Build Page 240 of 416

245 Continue in 2016 with a program to close open permits, as part of an overall risk management program. This initiative would be funded from the building permit reserve fund using contract positions and would not negatively affect the City tax base. Apr 2017 Phase in of the "E-Government" program which will permit the on-line submission of building permit applications, electronic plan review and mark-up. In 2016, on-line submission will be introduced for residential decks and housing additions. Dec 2016 Design & Build Page 241 of 416

246 MEASURING SUCCESS How much did we do? 2016 Approved Operating Budget Performance Measurement 2011 Actual 2012 Actual 2013 Actual 2014 Actual 2015 Projection 2016 Forecast 2017 Forecast 2018 Forecast Total Gross Floor Area 482, , , , , , , ,132 Number of Unit Inspections 37,811 36,015 43,336 41,453 42,697 43,978 45,297 46,656 Construction Value of Building Permits Issued ($ millions) How well did we do it? Performance Measurement Story behind the data $451 $426 $379 $248 $582 $439 $461 $484 Turnaround Time to Process Building Permit Apps (Days) This chart indicates the time measured in business days required to review building permits broken down into different classes of buildings defined in the Ontario Building Code. Average turnaround times for building permit applications is a major indicator of Building Service performance in delivering building permits to customers. The chart outlines actual turnaround times compared to the Ontario Building Code legislated turnaround times for each category or class of building and provides a comparative analysis over a 5 year period. Although not shown in this chart, turnaround time is the main performance measure for delivering building inspections services to our customers. Statistics drawn from the permit tracking software (AMANDA) show that inspections are generally completed within the legislated two business days from the date of notification from the customer. Design & Build Page 242 of 416

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248 Is anyone better off? Performance Measurement Story behind the data Legislated reporting for efficiency: Operating cost per $1,000 of construction value This chart represents efficiency data based on the direct and indirect costs published annually to Council and the Public in accordance with Legislated requirements. It measures the total cost of providing, administration, permitting, inspection and enforcement services in relation to the total construction value of the permits issued. The projected value dipped in 2015 to $6.32 per $1000 of construction value due to some large projects where much of the administration and plan examination work was completed last year but the permit was not issued until 2015 (there was a reciprocal increase in operating cost for 2014 to $14.53). It is anticipated that this value will return to around the usual $8.00 per $1000 in construction value in Where do we want to go? Continue to provide building permits and inspection services within the legislated turnaround times and in a cost efficient manner. Design & Build Page 244 of 416

249 Performance Measurement Story behind the data Building permit fees stabilization reserve fund: Total balance and percentage target to operating costs. Building Permit and Inspection Services are based on a "fee for service" financial model. In accordance with Bill 124 building permit fees can only be used to cover direct and indirect costs which can reasonably be attributed to providing building permit services plus allow for a contribution to a Building Permit Fee Stabilization Reserve Fund. The reserve fund allows the Chief Building Official to provide consistent building permit and inspections throughout economic cycles that include fluctuations and downturns without compromising quality of service delivery or public health and safety. Where do we want to go? Revisit the building permit fees financial model every five years, to ensure sustainability of the financial model and the reserve fund. The financial model is being reviewed in Performance Measurement Story behind the data Percent of building permit applications fast-tracked The fast track service continues to be a popular option for customers who want to expedite permit issuance. The extra fee charged for this service permits plans examiners to work overtime to review applications without delaying applications that are submitted under the normal process. The fast-track stream reduces the number of building permit applications in the regular stream and therefore reduces the need to pay overtime for these permit applications. Ultimately this reduces the overall permit fee for permits submitted under the regular stream. There continues to be a significant number of customers who use the Fast-Track Service. Where do we want to go? Continue to offer the Fast-Track Service to those customers who wish to take advantage of this service. Design & Build Page 245 of 416

250 2016 OPERATING BUDGET SERVICE SUMMARY FINANCIAL INVESTMENT Approved Budget Actual Base Budget % Change vs Budget Building Code Permits and Inspection Business Cases Total Budget % Change vs Budget Human Resources $ 2,652,926 $ 2,648,496 $ 2,736, % $ - $ 2,736, % Operating/Minor Capital Equip. $ 51,940 $ 41,917 $ 50, % $ - $ 50, % Purchased Services $ 120,710 $ 213,942 $ 117, % $ - $ 117, % Corp. Expenditures/Provisions $ - $ 47,367 $ - 0.0% $ - $ - 0.0% Internal Charges & Settlements $ 16,720 $ 9,538 $ 14, % $ - $ 14, % TOTAL EXPENDITURES $ 2,842,296 $ 2,961,261 $ 2,919, % $ - $ 2,919, % Controllable Revenues $ (3,923,492) $ (3,541,708) $ (4,022,262) 2.5% $ - $ (4,022,262) 2.5% General Revenues & Recoveries $ - $ (305,253) $ - 0.0% $ - $ - 0.0% TOTAL REVENUES $ (3,923,492) $ (3,846,961) $ (4,022,262) 2.5% $ - $ (4,022,262) 2.5% NET OPERATING BUDGET $ (1,081,196) $ (885,700) $ (1,102,659) 2.0% $ - $ (1,102,659) 2.0% Design & Build Page 246 of 416

251 2016 Budget 2016 Approved Operating Budget Customer Relations & Citizen Representation Council and Citizen Committee Service Burlington Customer Relations & Citizen Representation

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253 Service Business Plan Service Name Council and Citizen Committee Service Type Public Service Owner Name Danielle Pitoscia Alignment to Strategic Plan Excellence in Government Service Owner Title Service Description Manager of Committee and Elections Services Budget Year 2016 A public service to provide public access to and participation in Council decision making, ensuring open, accountable and transparent local government. Current State Customers & Their Expectations This service is delivered to: The public, City departments and members of Council. Customers expect the following: Efficient and friendly service with knowledgeable, courteous and engaged staff. Accessible, transparent information related to Council and committee meetings. Information on how to participate on citizen advisory committees and how to speak at Council and committee meetings. Citizen committee volunteers require event management support, web posting, meeting coordination and advice on the rules of order during meetings. An opportunity to participate in an election process that is well organized and transparent. Existing Service Delivery Existing Customer Engagement Tools / Methods The Committee Services team requires the knowledge that allows them to provide procedural advice on how meetings of Council and committee and the public are to operate. The team provides: agendas, minutes, report, web posting and correspondence for Council and Committee meetings. administrative support for citizen advisory committee meetings. information on how to participate on citizen advisory committees and how to speak at Council and committee meetings. opportunity to participate in a well-organized and transparent election process. Telephone, in person, , mail, the City public website, 311, webcasting, agendas and minutes, social media tools, newspaper, committee and Council reports. Customer Relations & Citizen Representation Page 249 of 416

254 Is this Service Provincially Legislated? For this Service are there Approved Service Standards? Sub-Services Council and Committee Citizen Advisory Committee Election Yes Recent Continuous Improvement Initiatives 2016 Approved Operating Budget Municipal Act, 2001, Municipal Elections Act, 1996, Accessibility for Ontarians with Disability Act, 2005, Ontario Heritage Act, R.S.O.1990, c Yes Procedure By-law , City of Burlington By-law Prepares and provides to the public information related to Council and committee meetings, such as agendas and minutes. Preparation of agendas, reports, minutes, web posting and correspondence. Administrative support is provided to meetings of Council as well as to citizen advisory committees. Each citizen advisory committee provides feedback to Council on matters related to the Strategic Plan and the mandate set out in each Council-approved term of reference. Conduct the Municipal Election once every 4 years with partners to manage changes to the voter list, register candidates and conduct the elections. Service continues to explore strategies and implement processes in an effort to promote effective paperless meetings. In 2015, the service began a procedure by-law review related to the efficiency of meetings of Council. A staff training program was developed for report authors to improve report writing skills. The 2014 Municipal Election piloted the use of an electronic voter list that allowed for instant updates to process ballots at the advance polls and at three larger polling locations on election day. In 2016, research will be completed to investigate implementing a city-wide electronic voter list system and expand the time period for internet voting in preparation of the 2018 Municipal Election. Review of council appointed citizen advisory committees by analyzing committee meeting quorums, annual reports to Council and terms of references to ensure effective committee performance. Replacement of the current Agenda Management Solution and implementation of a new Agenda Management Solution and training to all report author staff. Customer Relations & Citizen Representation Page 250 of 416

255 Emerging Opportunities and Anticipated Risks Emerging Opportunities 2016 Approved Operating Budget A ward boundary review may occur between 2015 and 2018, which will develop a system to represent the overall projected growth across the City. Planning for the 2018 Municipal Election will consider the use of electronic voter lists at all polling locations to quickly and efficiently update the list. Investigate further technology upgrades for meetings of Council to ensure meetings are effective and accessible. Consider a period of certain meetings of Council to be used for the public to speak on items that are not on the meeting agenda. Anticipated Risks The Ministry of Municipal Affairs & Housing is considering changes to election coordination and processes for 2018, shortening the campaign period for candidates from the current time of 10 months to five. The Ministry of Municipal Affairs & Housing is also exploring a change to how electors vote, investigating a ranked ballot system where voters chose their first, second and third choices. Data obtained to create a voter list by the Municipal Property Assessment Corporation presents potential risks, as data is often inaccurate and can cause challenges for voters trying to vote online or at the polls. Service Objectives Collaborate with Human Resources to offer consistent training for staff related to report writing to improve current inconsistencies among department report styles. Review citizen advisory committees to ensure decisions and feedback are provided to Council and that member and staff contributions are effective. Create a standard questionnaire for members of the public who attend meetings of Council to speak on agenda items. The questions will seek further understanding of customer needs and analyze data to make further improvements to the experience and effectiveness of Council meetings. Make changes to the coordination of the election process based on feedback received through the 2014 Municipal Election and changes from the provincial government to the Elections Act, The changes will include increased communication ahead of the election period to give the public more information about voting processes. Further work with vendors will ensure that internet voting is user friendly and easy to understand. Continue to explore opportunities with Municipal Property Assessment Corporation to improve the enumeration process. This will include determining how information gets added to the voter list for the use of Municipal Elections and how to ensure elector information is properly reflected on the voter list in Target Completion Apr 2016 Sep 2016 Jan 2016 Dec 2016 Dec 2016 Customer Relations & Citizen Representation Page 251 of 416

256 MEASURING SUCCESS How much did we do? 2016 Approved Operating Budget Performance Measurement 2011 Actual 2012 Actual 2013 Actual 2014 Actual 2015 Projection 2016 Forecast 2017 Forecast 2018 Forecast Number of committee and Council agendas produced Number of delegations appearing at standing committee Number of delegations appearing at Council How well did we do it? Performance Measurement Story behind the data Average # of apps received per citizen committee and board Recruitment for citizen committees and boards fluctuates based on which committees are seeking membership. In 2010 and 2011 there was large turnover in the membership of the Heritage Advisory Committee and the new Waterfront Advisory Committee was established. On average approximately 50 applications are received for citizen committees and board volunteer opportunities. In 2014, Council sunset the Burlington Transit Advisory Committee and established the Integrated Transportation Committee. Over 40 applications were received for the Integrated Transportation Committee which will increase the citizen application numbers significantly. Through continued engagement and advertising for the various volunteer opportunities that exist, the service aims for continued growth in the number of applications and the ability to fill all vacant positions for memberships on committees. Recruitment is not limited to once per year and continues throughout the year. Committees have been encouraged to revise terms of references to also include alternate member positions. In 2014, the service began hosting an annual Volunteer Open House evening to build awareness in the community of the various opportunities across the city. Customer Relations & Citizen Representation Page 252 of 416

257 Is anyone better off? Performance Measurement Story behind the data Number of viewed webcasts of Council and committee meetings Webcasting services have been provided since 2010 for Council and Committee meetings. Webcast meetings are posted within 24 hours of a meeting occurring and viewable through the City's website. There has been an increase in viewership since 2011 which indicates increased engagement from the community. The goal is to continue to encourage viewership of the webcasting service. Real-time video streaming is also available and efforts to explore tracking this data is underway. Performance Measurement Story behind the data Where do we want to go? % of internet voting in Municipal Election Previous election years have shown an increase in use of the internet for the purpose of voting in the municipal election. In 2014, the City of Burlington had 121, 915 electors eligible to vote in the municipal election, and 7, 975 used the internet to vote. The sharp increase in electors using internet voting shows the positive experience electors have had with this alternate voting method. Internet voting will be used again in 2018 and staff will look to improve the process through feedback received. Changes include, removing the additional registration dates prior to the opening of internet voting in order to simplify the process. Based on the public's use of the internet and the comfort with this alternative voting method the hope is that an increase in internet voting will continue. Customer Relations & Citizen Representation Page 253 of 416

258 2016 OPERATING BUDGET SERVICE SUMMARY FINANCIAL INVESTMENT Approved Budget Actual Base Budget % Change vs Budget Council and Citizen Committee Business Cases Total Budget % Change vs Budget Human Resources $ 630,780 $ 582,144 $ 657, % $ 43,830 $ 701, % Operating/Minor Capital Equip. $ 75,760 $ 81,897 $ 59, % $ 6,400 $ 66, % Purchased Services $ 31,300 $ 40,181 $ 32, % $ - $ 32, % Corp. Expenditures/Provisions $ 288,510 $ 260,989 $ 232, % $ - $ 232, % Internal Charges & Settlements $ 2,500 $ - $ 1, % $ - $ 1, % TOTAL EXPENDITURES $ 1,028,850 $ 965,211 $ 984, % $ 50,230 $ 1,034, % Controllable Revenues $ (10,000) $ (13,005) $ (10,000) 0.0% $ - $ (10,000) 0.0% General Revenues & Recoveries $ (120,060) $ (126,797) $ (58,860) -51.0% $ (56,000) $ (114,860) -4.3% TOTAL REVENUES $ (130,060) $ (139,802) $ (68,860) -47.1% $ (56,000) $ (124,860) -4.0% NET OPERATING BUDGET $ 898,790 $ 825,409 $ 915, % $ (5,770) $ 909, % Customer Relations & Citizen Representation Page 254 of 416

259 Service Business Plan Service Name Service Burlington Service Type Public Service Owner Name Deb Caughlin Alignment to Strategic Plan Excellence in Government Service Owner Title Service Description Manager of Service Burlington Budget Year 2016 A public service to respond to inquiries and manage payments such as taxes, marriage licences and death registration. Provide transparency through Freedom of Information requests and management of corporate records. Current State Customers & Their Expectations This service is delivered to: The public, other City Services and local businesses. Existing Service Delivery Existing Customer Engagement Tools / Methods Customers expect the following: Efficient and friendly service with knowledgeable and courteous staff Transparency, consistency and current, accurate, accessible services Products and services that immediately resolve their service needs One-stop service counter Advice, consultation and support for corporate records management Assurance that the city is collecting and storing public records while maintaining personal privacy. The Service Burlington team requires a knowledge base that allows them to provide: Answers on a variety of services; answers to general department inquiries, redirecting calls to the appropriate service departments; phone support during storms and other emergencies Marriage licences and death registrations, in partnership with the province Answers to in-person inquiries, 8:30 a.m. to 4:30 p.m. Monday to Friday, except holidays Dog licences, and accept tax payments, accounts receivable payments and commissioning services, and parking ticket payments Freedom of Information Requests processed and signed by the City Clerk, ensuring transparency of corporate information Training, consultation and operational support to staff on records information asset management Copies of records for the public and staff Oversight of municipal compliance with Municipal Freedom of Information and Protection of Privacy Act In-person service at the Service Burlington counter, , phone, website, customer service surveys Customer Relations & Citizen Representation Page 255 of 416

260 Is this Service Provincially Legislated? For this Service are there Approved Service Standards? Sub-Services Cashiering Vital Statistics (Provincially Legislated) Records Management (Municipal Act) Yes Municipal Act, retention of records section 254 (1) Municipal Freedom of Information and Protection of Privacy Act Vital Statistics Act Yes Vital Statistics Act and Municipal Freedom of Information and Protection of Privacy Act General phone reception, general inquiries Tax: Payments/inquiries/statements; dog licences; commissioning, accounts receivable, parking ticket payments, recreation registrations Marriage licences and death registration Information, guidance and support to all City of Burlington staff who may create, use, store, retrieve and dispose of corporate records. Records management, records offsite storage, by-laws, Freedom of Information requests. Providing public access to corporate records through requests, routine disclosure and open data. Recent Continuous Improvement Initiatives In 2013, the new Service Burlington counter combined the tax and clerk s counters, allowing for more services to be offered at one counter. This gave customers the ability to do several transactions at one counter, decreasing the amount of time spent in lines at multiple counters. In 2013, the Service Burlington counter assumed the role of accepting parking ticket payments from the Transportation Department. This resulted in additional services to be offered at one counter, decreasing the amount of waiting time and lines customers would need to join. In 2015 a new records retention by-law was approved. Training and consultation with staff on the records retention by-law and off-site records storage has resulted in a greater knowledge of proper storage procedures and understanding of corporate records. The Service Burlington Coordinator adjusted the counter staffing model to dedicate more resources needed to address the breadth of records work, new and backlog. This was able to address the short term needs and more investigation will be done to address long term resource needs in this area. The Customer Service Committee is piloting a customer service survey based on industry standards. Council approved a Archival Acquisition policy for the preservation of corporate records that have important historic or transparency value. Customer Relations & Citizen Representation Page 256 of 416

261 Emerging Opportunities and Anticipated Risks Emerging Opportunities 2016 Approved Operating Budget Online forms and service requests will help decrease wait times for licences and departments receiving customer service requests from Service Burlington by . Investigate increasing the number of services offered at the Service Burlington counter. Engaging customers using a standardized customer survey to gather baseline data for analysis and trend measurement will be vital to support positive changes for business owners. This will provide an understanding of what customers are looking for, where services need to be offered, and clarity of the different access options (e.g. online, , in person). This supports our customer-centric service philosophy. The strategy for corporate customer service is being developed in 2015 and Following the strategy's approval there will be a Customer Relationship Management system implemented. Implement a records assessment / information asset audit to confirm the volume and value while ensuring the preservation of important corporate assets. Anticipated Risks A new online FOI tracking system is being investigated to improve our reporting capabilities and staff efficiency. Errors with data entry are avoided or reduced through business processes that include customer review of marriage licenses. Risks associated with cash handling have been avoided or reduced through strict procedures and supervisory end-of-day balancing. Increased workload due to FOI and privacy investigations reduces staff resources available to effectively manage the Records portfolio and provide support across the organization for this work. Easy and quick access to the growing corporate information assets is not able to be provided within the current technology and records resources. Customer Relations & Citizen Representation Page 257 of 416

262 Service Objectives 2016 Approved Operating Budget Support city services in implementation of the new Records Retention By-law through training and support process meetings to improve records management practices and reduce storage costs. Implement a customer service satisfaction corporate survey standard. Utilize in Service Burlington to measure service satisfaction, investigate improvement options and implement effective options. Target Completion Feb 2016 Apr 2016 Develop a strategy for customer service delivery and tools. Jun 2016 Purchase a Customer Relationship Management system to allow Service Burlington to quickly and efficiently deal with most public inquiries at the first point of contact. Council and management will also be able to quickly analyze emerging trends on the quantity and nature of citizen concerns and use that information to make decisions about budgets and resources. Expand Service Burlington desk into a full-service Customer Contact Centre providing walk-in, and telephone service. By creating one service window, the majority of public inquires can be addressed at the first point of contact. This makes it faster and easier for residents and visitors to do business with the City. Implement a new online by-law management system for the public and staff to facilitate easy information retrieval. Dec 2016 Sep 2017 Oct 2015 Customer Relations & Citizen Representation Page 258 of 416

263 MEASURING SUCCESS How much did we do? 2016 Approved Operating Budget Performance Measurement 2011 Actual 2012 Actual 2013 Actual 2014 Actual 2015 Projection 2016 Forecast 2017 Forecast 2018 Forecast Tax payments processed 2,861 3,613 3,696 3,178 3,100 3,050 3,000 3,000 Vital statistics (marriage, licences, death registration) 2,110 1,657 1,700 2,091 1,800 1,800 1,800 1,800 Commissioner of Oaths service Freedom of Information requests Phone calls through switchboard How well did we do it? Performance Measurement Story behind the data 1, ,000 1,000 1,000 1,000 N/A ,684 N/A 55,043 41,873 55,500 57,000 57,000 57,000 Records Process Improvements (accuracy completion) Training of new administration staff on the new off-site storage transmittal sheet was done in 2014 and This has decreased the number of errors on transmittal sheets and improved offsite storage administration time and accuracy. Training for new staff and refresher training for all staff will be offered 2015 forward. Customer Relations & Citizen Representation Page 259 of 416

264 Performance Measurement Story behind the data Customer Service Phone Response Time (Switchboard) Customer service standards are followed at the reception desk in City Hall. With new phone technology implemented in 2011, we are now able to measure response time when answering calls. The current average wait time has decreased to 70 seconds with our focus on directing calls that were keeping the operator from handling the next call. In 2015 we are working with the data to identify peak periods that affect the overall wait and determining how staff scheduling could improve this measure. Performance Measurement Story behind the data Physical Records Asset Management (offsite) A number of off-site storage boxes do not comply with the records retention by-law. A new records retention by-law was approved by Council in January 2015 and staff's implementation began. The records section is auditing the storage boxes to remove material that no longer is required and training staff on what should be kept. The initial implementation requires additional funds for record disposal and then with a decrease in the number of records the annual storage budget will decrease in future years. Customer Relations & Citizen Representation Page 260 of 416

265 Is anyone better off? Performance Measurement Story behind the data Where do we want to go? Tax Payment Service Efficiency Tax payments were brought under the Service Burlington Counter in A new cheque processing system used at the counter in 2013 resulted in a slight increase in the number of payments that year. These payments were always taken at the counter but the transaction count was not available until Service Burlington will continue to work with Finance to promote online and preauthorized payment options for in-person customers. In doing so, it is expected residents will take advantage of the easier access alternative payment methods, decreasing the number of in-person payments. Customer Relations & Citizen Representation Page 261 of 416

266 Performance Measurement Story behind the data Customer Service Satisfaction Combining the tax and clerk s counter into one counter, Service Burlington, allows the delivery of several services at one counter. In 2014 parking tickets were accepted at the Service Burlington counter. In 2015 Parks & Recreation registrations are being handled. Current performance feedback includes an employee survey, in which employees rate the customer service culture, and a community survey, which indicates the overall satisfaction in the quality of services the City offers. An increase in the employee rating can be attributed to the introduction of a customer first philosophy, training and customer service standards applicable to both external and internal customers. Where do we want to go? In 2015 a standardized corporate Customer Service Survey is being finalized for use by all Business Owners to help them gauge more regularly what their customers' satisfaction is between the times that the community wide survey is done. Customer Relations & Citizen Representation Page 262 of 416

267 2016 OPERATING BUDGET SERVICE SUMMARY FINANCIAL INVESTMENT Approved Budget Actual Base Budget % Change vs Budget Business Cases Total Budget Service Burlington % Change vs Budget Human Resources $ 619,890 $ 566,934 $ 655, % $ - $ 655, % Operating/Minor Capital Equip. $ 37,000 $ 43,224 $ 36, % $ - $ 36, % Purchased Services $ 21,900 $ 26,389 $ 21, % $ - $ 21, % Corp. Expenditures/Provisions $ 1,000 $ 2,463 $ 1, % $ - $ 1, % Internal Charges & Settlements $ - $ - $ - 0.0% $ - $ - 0.0% TOTAL EXPENDITURES $ 679,790 $ 639,010 $ 714, % $ - $ 714, % Controllable Revenues $ (188,890) $ (201,143) $ (202,390) 7.1% $ - $ (202,390) 7.1% General Revenues & Recoveries $ (700) $ (1,763) $ (1,050) 50.0% $ - $ (1,050) 50.0% TOTAL REVENUES $ (189,590) $ (202,906) $ (203,440) 7.3% $ - $ (203,440) 7.3% NET OPERATING BUDGET $ 490,200 $ 436,104 $ 510, % $ - $ 510, % Customer Relations & Citizen Representation Page 263 of 416

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269 2016 Budget 2016 Approved Operating Budget Internal Support & Administration Information Technology Financial Management Human Resources Corporate Management Communications Corporate Legal Asset Management Geographic Information and Mapping Internal Audit Fleet Management Internal Support & Administration

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271 Service Business Plan Service Name Information Technology Service Type Internal Service Owner Name Christine Swenor Alignment to Strategic Plan Excellence in Government Service Owner Title Director of IT Services Budget Year 2016 Service Description An internal service to provide reliable technology solutions. Current State Customers & Their Expectations This service is delivered to: City staff, Council, boards and agencies. IT Service customers expect: Technology tools that are up-to-date and keep pace with evolving needs Reliable and secure systems Timely response to issues and requests Timely and successful project implementation Knowledgeable staff Adequate training and communication Easy access to IT services Ability to access and use the technology they need. Ongoing investment in information technology (IT) should deliver new capabilities, enable innovation and advance the strategic goals of the City. IT solutions should help improve service delivery, improve customer satisfaction and enable a more productive and engaged workforce. Internal Support & Administration Page 267 of 416

272 Existing Service Delivery IT Services manages a large portfolio of projects varying in size and degree of complexity. An annual project work plan is approved by the corporate IT Steering Committee (ITSC). Work plan adjustments are made throughout the year using a change management process which is managed by the ITSC. IT Services works with customers throughout the life of a project, defining needs, assisting with procurement, and often managing the implementation. IT services deliver desktop hardware and software support, business application management and support, security, training and general consulting. IT Services is also responsible for managing the City s data centres, network, internet access, and telephone system. IT Services manages the life-cycle of all IT assets ensuring ongoing system reliability. IT Services coordinates major upgrades, applies fixes, responds to requests for improvements and provides general support to the user community. The IT environment is extremely complex and consists of more than 130 business applications that are delivered through a combination of vendor hosted services and internally delivered applications. IT Services manages contracts and relationships with the IT vendors who supply the systems. A core set of six to 10 systems form the foundation of the City's critical business systems and serve the needs of multiple service areas. IT Services ensures effective and secure tools are in place to facilitate automated data transfer between business systems. IT Services staff support more than 1,200 user IDs and about 2,200 devices (including PCs, phones, laptops and servers). IT Services manages all computerrelated issues for the City through a centralized service desk and responds to approximately 12,000 incidents and requests each year. The City s computer network extends to 39 facilities throughout Burlington. A secure internet connection provides access to services outside the City s network. IT Services provides after-hours support for critical systems from 4:30 p.m. to 9:00 p.m. on weekdays and 9:00 a.m. to 9:00 p.m. on weekends. Capital funding for technology has been in the range of $1M - $1.5M annually. The capital program is used to fund the acquisition of new technology and to maintain existing assets throughout their life-cycle. In the past, the capital program has adequately accommodated both needs. Today this is not the case. As the use of technology has grown more funding is required to manage and maintain existing IT assets in a reliable state and funding for new or enhanced technologies is no longer adequate. It is these new technologies that enable innovation and help the organization achieve cost effective service delivery improvements. Internal Support & Administration Page 268 of 416

273 Existing Customer Engagement Tools / Methods Is this Service Provincially Legislated? For this Service are there Approved Service Standards? Sub-Services IT Support Service IT Consulting Service IT Solution Delivery An automated ticketing tool is used to submit and track incidents and requests. A Customer Satisfaction and Importance survey is conducted each year. IT Services uses the City s internal website to provide information and allow customers to submit requests online. Staff strive to regularly engage customers outside of the day-to-day interactions to understand strategic IT needs, obtain feedback on IT Services, and share information related to projects and IT performance. No Yes N/A Established service level objectives measure the ongoing effectiveness of the Information Technology service. These are set out later in this business plan. Manages IT assets throughout their life cycle, maintaining secure and reliable systems and infrastructure. Provides support for business applications, performs software upgrades and applies fixes. Provides general user support (help desk) and training. Establishes strategic plans and roadmaps for corporate technology, aligning capabilities to business needs. Helps customers determine how technology can be applied in the business to improve efficiency and effectiveness. Provides project management and technical expertise during implementation of technology initiatives. Internal Support & Administration Page 269 of 416

274 Recent Continuous Improvement Initiatives 2016 Approved Operating Budget On an annual basis, the City continues to increase the use of vendor hosted applications. This has resulted in faster installation times and provides a more agile application environment for the business. (See reference in Risk section.) In 2014, a corporate IT Steering Committee (ITSC) was formed to make decisions on IT investments and to approve and monitor an annual IT project work plan. This has resulted in IT resources being allocated to projects that are most important to the organization. In 2015, a new GIS Oversight Committee was introduced as part of the IT governance model to facilitate knowledge sharing among GIS users and to generate ideas on how to maximize the potential of this valuable map-based information tool. IT Services have adopted service management practices and on an annual basis continues to streamline internal support processes to optimize the use of staff resources while improving customer service. In 2015, incident management policies and procedures were implemented and improvements were made to processes that support common user requests. Additionally, a Change Advisory Board now meets weekly to plan and approve changes before they are made to IT systems ensuring dependencies are understood and risks are appropriately mitigated. In 2015, the delivery of the e-government program was successfully completed resulting in the delivery of a wide array of interactive, customer-focused on-line services available on a new web site platform. In 2013, a review of the City s Enterprise Resource Planning (ERP) systems was completed with Council approved recommendations to implement a number of improvements including a Business Intelligence (reporting and analytics) and Middleware (data integration) solution. In 2015, a Business Intelligence pilot project was undertaken with 2 service areas to test business intelligence technologies and capabilities on a small scale within the organization and assist in the preparing for a broader corporate deployment. In support of the Enterprise Mobility Strategy vision to create a highly connected and responsive organization using mobile technologies, IT Services introduced a Bring Your Own (SmartPhone) Device option in This service has been well received with 25% of smartphones being supported through BYOD as of mid-year In 2015, a number of meeting rooms were equipped with new audio/visual technology that provide staff with easy access to information, reduce the use of paper, and improve meeting productivity. In 2015, IT Services assisted with the deployment of a corporate time recording and scheduling tool. This fully-automated system has replaced inefficient and manual time recording and approval processes for staff throughout the organization. Emerging Opportunities and Anticipated Risks Internal Support & Administration Page 270 of 416

275 Emerging Opportunities The adoption of vendor-hosted and cloud-based applications has grown at the City as capabilities in this marketplace have continued to mature. Use of these external services can improve delivery times at a lower capital cost and it is important that the City continue to consider this option. However, decisions to implement hosted solutions should consider long-term sustainability and be based on a thorough analysis of benefits, costs and risk. Efforts should continue to be directed towards implementing an enhanced decision-making model (IT governance) to ensure that IT investments will help achieve strategic goals and deliver value. Improved data management practices and investment in updated technology would deliver more effective performance reporting and analysis, which is required to support performance measures. Meaningful information would be more easily accessible by staff, eliminating the labour-intensive and timeconsuming processes now required for business analysis and reporting. An updated technology platform will also position IT Services to deliver application upgrades and enhancements in a timelier manner. Consolidation of existing business applications may reduce annual maintenance costs and facilitate improved data management by reducing the requirement to move data between applications (integration). The City's GIS (Geographical Information System) is a valuable tool that allows staff to visualize and analyze data geographically to understand relationships, patterns, and trends. These capabilities are transforming the way organizations operate. GIS is used extensively at the City and is linked to many of our business systems. GIS supported the delivery of our E-Government program by delivering enhanced on-line mapping, the open budget tool, and many new open data sets. The City's GIS system has untapped potential and should be further leveraged to enhance service delivery and staff productivity. Mobile technology provides the opportunity to consider alternative ways of working by giving staff the ability to access information at any time from anywhere. Mobile technology can help reduce the need for dedicated office space, streamline operations and improve customer service. Anticipated Risks In partnership with Cogeco, the City will be offering free WiFi in Millcroft Park as a minimum 6-month pilot program. The potential expansion to other parks would provide an additional amenity to patrons as well as economic and social benefits to the community. PROJECT DELIVERY: On average, operational activities consume 70% of staff time leaving only 30% available to work on IT projects. This has limited the number of projects that can be executing at the same time and has resulted in frequent project delays. The City's ability to leverage new technology to achieve innovative service improvements will be impacted and we will be continually "catching up". Internal Support & Administration Page 271 of 416

276 REPORTING & ANALYTICS: The City currently relies on more than 130 business applications to support its operations. Each of these business systems stores valuable data used to make important business and strategic decisions. The City s existing reporting tools that analyze and present the data are inadequate. Manual processes are needed to extract and analyze data, which could delay important business decisions. SYSTEM RELIABILITY AND COMPLEXITY: IT Services supports a large and complex technology infrastructure, which functions behind the scenes yet is critical to the delivery of City services. The time required to manage and maintain this infrastructure has grown exponentially. Proactive maintenance activities are becoming more difficult to accommodate, increasing the risk of unexpected system outages. DATA MANAGEMENT: The City requires data to be transferred between systems. This enables process automation and avoids the need to maintain the same data in multiple systems. Managing and maintaining these data transfers can be very complex and the time required of IT Services staff is significant. The growth of applications has compounded the issue and increased overall data management risk to the City. PACE OF CHANGE & AGILITY: Technology is changing more rapidly than ever. Customers expect that new technologies will be available quickly. With staff resources consumed largely by operational needs, it is difficult to adopt new technologies in a timely manner. Vendor hosted solutions can help us to be more nimble. However, these externally managed services do require internal staff time and increase operating costs. Implementation of vendor-hosted services will continue to be a practical option but must be supported by a strong business case that includes business benefits and a sustainable financial strategy. STAFF RECRUITMENT AND RETENTION: IT Services staff spend a large portion of time maintaining existing systems. Opportunities to work with up-to-date technologies and learn new skills are hindered by the time required to keep the existing systems running. Existing staff may prefer a workplace where technology is more up-to-date and recruitment of new employees may become difficult. STAFF RETIREMENTS: A number of long-term IT Services staff will be eligible for retirement within a five-year timeframe. Significant knowledge and experience could be lost in a short period of time. SECURITY: The City s data is a vital asset that needs to be adequately secured and protected. Security breaches are costly and affect an organization s integrity and customer trust. Maintaining secure systems is a bigger challenge in a more complex IT world and requires ongoing diligence and attention. Internal Support & Administration Page 272 of 416

277 DISASTER RECOVERY (DR): Plans are in place to recover from individual system failures, but are currently inadequate to respond to a catastrophic event affecting multiple systems. The City s DR strategy has been reviewed and updated but limited staff resources have made it difficult to make progress. A more practical approach will focus on the recovery of mission-critical systems and will pursue a vendor-hosted backup site. However, delays may continue due to competing demands. AFTER-HOURS SUPPORT: IT Services provides limited after-hours standby support. Should a serious issue occur after 9:00 p.m. IT staff would not be able to respond until the following day. As a result of the delayed detection and response, the business impacts could be very severe and costly to the organization. Service Objectives Provide more automated tools, self-help capabilities and online training to improve service response time and overall customer service. Continue to improve support processes and automate repetitive tasks to increase the number of tickets resolved by Service Desk staff (Tier 1 support). Develop a multi-year Corporate IT Strategic Plan that ensures information technology is adequately positioned to enable and support the delivery of City services and Council s strategic plan. Complete the development of a disaster recovery plan to ensure timely recovery of mission-critical systems. Delivery of improved mobile services including wireless access in City facilities, a mobile app store, and a cloud-based storage solution providing staff with instant access to the systems and data they need to deliver more effective and efficient services to the public. Introduce a new technology platform to improve the ability to easily integrate and share data across business systems (Enterprise System Enhancement Project). Introduce a business intelligence reporting tool that delivers more effective performance reporting and analysis capabilities to City staff and reduces timeconsuming manual processes (Enterprise System Enhancement Project). Target Completion Dec 2016 May 2016 Dec 2016 Jun 2017 Feb 2017 Feb 2018 Internal Support & Administration Page 273 of 416

278 MEASURING SUCCESS How much did we do? 2016 Approved Operating Budget Performance Measurement 2011 Actual 2012 Actual 2013 Actual 2014 Actual 2015 Projection 2016 Forecast 2017 Forecast 2018 Forecast Number of service desk 7,713 8,963 9,798 11,200 11,900 12,644 13,434 14,273 tickets received (incident and requests) Number of devices supported ,266 2,276 2,412 2,556 2,709 How well did we do it? Performance Measurement Story behind the data % Ticket Resolution Resolved On Time The % of Tickets Resolved on Time refers to incidents and does not include requests. Incidents are problems that are prioritized based on urgency and risk. The following service level objectives exist for incident resolution time: Critical - 4 business days, High - 1 business day, Medium - 2 business days, Low - 5 business days. Our goal is to consistently achieve the service level objective 85% of the time. We slightly exceeded that target in 2014 and are forecasted to further improve in 2015 and This is due to a number of changes that have been introduced including the introduction of a Team Lead role that is responsible for ensuring tickets are assigned and acted upon. Standardized processes exist to deal with common incidents and more tickets are being dealt with directly by Service Desk staff (Tier 1) with no requirement to escalate to specialized roles (Tier 2). The number of tickets is forecasted to increase but as more processes are streamlined and more self-serve options are introduced performance is expected to improve. In the longer term, as the corporation s use of technology grows and the IT environment becomes increasingly complex, the performance is forecasted to drop below the target. Internal Support & Administration Page 274 of 416

279 Performance Measurement Story behind the data Operational Time of Critical Systems The % uptime represents the amount of time business critical systems are available and does not include any downtime that occurs as a result of scheduled maintenance. Performance has improved slightly in 2015 as more formalized processes for managing system changes have been implemented. The goal is to achieve 99.90% uptime but the continued growth and complexity of IT systems will make this difficult to achieve. Implementation of disaster recovery services and provision of 24/7 IT support will assist in meeting this performance goal. Internal Support & Administration Page 275 of 416

280 Is anyone better off? Performance Management Story behind the data % customers satisfied with IT Services The survey results for 2014 indicate a slight drop in overall satisfaction from 74% to 72%. Areas that experienced a lower level of satisfaction include training, communication, and internal web site services. Additionally, the demand for IT continues to escalate and customers are expecting that new technology will be delivered in a timely manner. With IT resources largely allocated to maintaining existing systems the ability to deliver new technology has been reduced and this will continue to influence overall satisfaction levels. Where do we want to go? The goal is to improve the overall level of satisfaction reaching a target of 80% by This would involve the delivery of an enhanced training program that delivers both classroom-based and on-line training. Redevelopment of the IT Services web pages will also assist with communications and selfserve capabilities. The ability to deliver up-to-date technology will continue to be a difficult expectation to meet and will require that the IT Service create new and innovative options for delivering and supporting new technologies (e.g. 3rd party and partner-based services) Approved Operating Budget Is anyone better off? Performance Management Story behind the data Where do we want to go? % customers satisfied with IT Services The survey results for 2014 indicate a slight drop in overall satisfaction from 74% to 72%. Areas that experienced a lower level of satisfaction include training, communication, and internal web site services. Additionally, the demand for IT continues to escalate and customers are expecting that new technology will be delivered in a timely manner. With IT resources largely allocated to maintaining existing systems the ability to deliver new technology has been reduced and this will continue to influence overall satisfaction levels. The goal is to improve the overall level of satisfaction reaching a target of 80% by This would involve the delivery of an enhanced training program that delivers both classroom-based and on-line training. Redevelopment of the IT Services web pages will also assist with communications and selfserve capabilities. The ability to deliver up-to-date technology will continue to be a difficult expectation to meet and will require that the IT Service create new and innovative options for delivering and supporting new technologies (e.g. 3rd party and partner-based services). Internal Support & Administration Page 276 of 416

281 Performance Measurement Story behind the data Where do we want to go? Backlog of Capital IT Projects The number of capital projects has increased over the last 5-6 years. With greater demands on IT Services staff, the backlog of projects had increased in 2014 with 60% of the projects 3 years or older. This percentage began to decline in late 2014 and is forecasted to decrease further in This can be attributed to the implementation of corporate IT governance. A corporate IT Steering Committee was established in 2014 and is charged with developing an annual work plan of prioritized projects that can be achieved with the staff resources that are available. Project objectives and timelines are more likely to be achieved if fewer projects are in progress than if resources are distributed across too many initiatives at once. The goal is to further reduce the percentage of projects that are 3 years or older to 20% by To achieve this would require improvements to project timelines and staff resource estimates and a commitment to completing existing projects before introducing new initiatives. A productive and strategically focused IT Steering Committee will continue to contribute to some measured improvement. In the absence of this progress 25% is likely the best performance that can be achieved by Then the backlog would begin to grow causing decreased performance to follow in 2019 and Internal Support & Administration Page 277 of 416

282 2016 OPERATING BUDGET SERVICE SUMMARY FINANCIAL INVESTMENT Approved Budget Actual Base Budget % Change vs Budget Business Cases Total Budget Information Technology % Change vs Budget Human Resources $ 3,803,500 $ 3,329,960 $ 3,930, % $ 213,010 $ 4,143, % Operating/Minor Capital Equip. $ 25,550 $ 93,219 $ 60, % $ 5,750 $ 66, % Purchased Services $ 2,134,180 $ 2,107,424 $ 2,283, % $ 37,800 $ 2,321, % Corp. Expenditures/Provisions $ - $ - $ - 0.0% $ - $ - 0.0% Internal Charges & Settlements $ - $ - $ - 0.0% $ - $ - 0.0% TOTAL EXPENDITURES $ 5,963,230 $ 5,530,603 $ 6,273, % $ 256,560 $ 6,530, % Controllable Revenues $ (39,570) $ (54,363) $ (38,480) -2.8% $ - $ (38,480) -2.8% General Revenues & Recoveries $ (656,523) $ (258,892) $ (664,259) 1.2% $ (211,550) $ (875,809) 33.4% TOTAL REVENUES $ (696,093) $ (313,255) $ (702,739) 1.0% $ (211,550) $ (914,289) 31.3% NET OPERATING BUDGET $ 5,267,137 $ 5,217,348 $ 5,571, % $ 45,010 $ 5,616, % Internal Support & Administration Page 278 of 416

283 Service Business Plan Service Name Financial Management Service Type Internal Service Owner Name Joan Ford Alignment to Strategic Plan Excellence in Government Service Owner Title Director of Finance Budget Year 2016 Service Description An internal service to provide for the procurement of goods and services, tax billing and collection, payroll, treasury and financial reporting. Current State Customers & Their Expectations This service is delivered to: City staff and externally managed boards, who expect: Strong financial business support (financial planning, budgeting & business planning) Transactional processing and financial reporting Accurate and timely processing of their pay. Businesses/suppliers, who expect: A fair, transparent and open process for the purchase of goods and services for the City. Existing Service Delivery Existing Customer Engagement Tools / Methods Is this Service Provincially Legislated? Property owners, who expect: The City's assets are protected and costs from unplanned occurrences are mitigated A fiscally prudent and well-managed financial plan that is transparent, forward-looking and accountable Accurate, timely and transparent property tax billing and collection that complies with all legislative requirements. This service is responsible for: Managing all financial transactions in compliance with accounting standards Long-term financial planning and policy development to ensure resources are available to meet future needs Facilitating the process for the purchase of goods and services for the City. Safeguarding the City s financial assets, including containing costs and increasing revenues. Billing and collection of City, region and education property taxes. Public budget open house, taxpayer information brochure with property tax bills, City website and intranet site, surveys, telephone, 311, , in person Yes Municipal Act, 2001 Internal Support & Administration Page 279 of 416

284 For this Service are there Approved Service Standards? Sub-Services Procurement Process Insurance and Claims Management Transactional Processing Financial Reporting and Business Planning Property Tax Billing, Collection and Payment Processing Yes Municipal Act, 2001; Development Charges By-law; Procurement By-law; Public Sector Accounting Board Process of buying goods and/or services on behalf of the City, including managing contracts with suppliers. Insurance claims handling, loss prevention/reduction, risk management and insurance coverage through external partners. Processing day-to-day financial transactions such as accounts payable, accounts receivable, payroll, donations, debit/credit card payments and cash management as well as reconciling City accounts. Preparing financial statements. Liaison with external and internal auditors. Completing provincial Financial Information Return (FIR). Preparing budgets and budget monitoring, including variance reporting, developing financial policies, financial plans and development charge by-laws. Review of assessment roll prepared by the Municipal Property Assessment Corporation (MPAC) and appeal of property valuations where applicable. Calculation of City, region and education property taxes and issuing tax bills to property owners. Property tax billings, including interim billing (with two installments) and final tax billing (with two installments). Collection and property tax payment processing, including penalty, interest and other fees and charges. Internal Support & Administration Page 280 of 416

285 Recent Continuous Improvement Initiatives 2016 Approved Operating Budget In 2014, staff developed a new twenty year financial simulation model. This forecasts major budget drivers and outlines the effect of the increased funding needed for infrastructure renewal. In 2014, the City's new procurement by-law increased delegated authority for staff, which allows contractors to begin work four to six weeks earlier. In 2014, Council approved an update to the City's Development Charges By-law that ensures growth-related infrastructure is paid for by development as permitted by legislation. In 2014, payment options for property taxes were expanded to include on-line credit card payments through Plastiq, a third party provider. In 2015, staff presented the update to the City's Financial Condition Assessment for the new term of Council. In 2015, the Asset Management Financing Plan was updated which resulted in an additional $20 million of funding over the next four years to capitalize on less costly rehabilitation works. In 2015, the Joseph Brant Hospital contribution agreement was updated that reduced the total levy and the length of time for the dedicated hospital levy. In 2015 a new Heritage Property Tax Rebate was implemented to assist with the conservation, protection and restoration of residential heritage properties. In 2015, staff issued an RFP for insurance services. The contract was assigned to a new provider which resulted in a savings on insurance premiums. In 2015, through the E-Government initiative, participated in the execution of Burlington Open Budget which provided the public with a transparent interactive platform for the 2015 budget. In 2015, presented the city's operating budget to council and the public as a service based approach, introducing service business plans and performance measures which highlight the investment value for the service. Internal Support & Administration Page 281 of 416

286 Emerging Opportunities and Anticipated Risks Emerging Opportunities 2016 Approved Operating Budget Interest rates may increase at a controlled pace. With this in mind, we will shift our investments from bond to money market instruments and reduce the length of time held to ensure funds are readily available to meet expenses. Developing and approving budgets covering more than one year could streamline the budgeting process, and a number of Canadian municipalities are investigating / implementing this. Anticipated Risks With the increase in interest rates, borrowing costs will increase. Insurance claims and losses will increase insurance premium payments for the City. Service Objectives Implement Remote Deposit Capture, which will result in tax deposits allowing the use of images to deposit tax payments paid by cheque and transmitting these electronically to the bank. Develop and implement a corporate wide training program for staff on risk mitigation for insurance claims that could result in reduced premiums. Streamline and reduce manual paper processes by introducing online processes for accounts payable invoicing and employee expense claim submission. Update the Asset Management Financing Plan every four years so the plan continues to meet the goals and objectives of the City s infrastructure renewal program. Update the Financial Health Report for each new term of Council. This provides a systematic approach to monitor and evaluate the City s financial outlook and performance. Target Completion Feb 2016 Jan 2016 Feb 2016 Dec 2017 Mar 2019 Update the Development Charges By-law Jun 2019 Internal Support & Administration Page 282 of 416

287 MEASURING SUCCESS How much did we do? Performance Measurement 2011 Actual 2012 Actual 2013 Actual 2014 Actual 2015 Projection 2016 Forecast 2017 Forecast 2018 Forecast Number of accounts payable payments 11,753 11,260 11,446 11,531 12,240 11,763 11,880 12,000 Number of property tax accounts Number of bid opportunities issued 2016 Approved Operating Budget 60,351 61,246 61,675 62,217 62,523 62,836 63,150 63, How well did we do it? Performance Measurement Story behind the data Electronic Accounts Payable Payments The City has been transitioning to electronic payments as a more cost-effective, secure and efficient method of payment. Internal Support & Administration Page 283 of 416

288 Performance Measurement Story behind the data Automated Tax Payments The City offers multiple ways for property owners to pay their property taxes. The most efficient methods are through the City's pre-authorized payment programs, on-line banking or through the mortgage company as the payments are automatically withdrawn on a specified date. Performance Measurement Story behind the data Investment Portfolio Return Interest rates continue to be at an all-time low. With a gradual increase to interest rates, it is anticipated that the City will realize higher investment returns. Internal Support & Administration Page 284 of 416

289 Is anyone better off? Performance Measurement Story behind the data Where do we want to go? Cumulative Hospital Levy as a percentage of the $60 million contribution. In 2010, the City began setting aside a portion of property taxes to fund the City's $60 million contribution to the Joseph Brant Hospital redevelopment project. This will allow the hospital to meet current ministry guidelines for infection control, energy efficiency, reduce wait times and introduce new technology. By 2026, the City will have financed the entire $60 million contribution for the hospital redevelopment project. Performance Measurement Story behind the data Stabilization reserve funds as a percentage of net revenue Stabilization reserve funds cushion the effect major expenses would otherwise have on tax rates in a given year. These accounts provide the City with flexibility and sustainability to respond to uncontrollable factors such as economic cycles, and plan for today and for the future. Where do we want to go? To continue to build and maintain balances at a prudent level, the City is targeting a balance of 10-15% of net revenues. Internal Support & Administration Page 285 of 416

290 Performance Measurement Story behind the data Where do we want to go? Debt charges (repayments) as a percentage of net revenues. The Province of Ontario legislates a municipal debt limit of no greater than 25% of revenues. The City's debt policy limits the total debt repayment to 12.5% of revenues. Total debt repayment, including the debt required for the Joseph Brant Hospital redevelopment project, is forecast to reach a high of 12.5% over the next 10 years. The City continues to follow the existing debt policy to manage borrowing costs. Internal Support & Administration Page 286 of 416

291 2016 OPERATING BUDGET SERVICE SUMMARY FINANCIAL INVESTMENT Approved Budget Actual Base Budget % Change vs Budget Business Cases Total Budget Financial Management % Change vs Budget Human Resources $ 3,622,720 $ 3,624,310 $ 3,722, % $ 50,400 $ 3,772, % Operating/Minor Capital Equip. $ 65,650 $ 93,231 $ 72, % $ - $ 72, % Purchased Services $ 164,650 $ 149,715 $ 162, % $ 10,000 $ 172, % Corp. Expenditures/Provisions $ - $ (11) $ - 0.0% $ - $ - 0.0% Internal Charges & Settlements $ 10,000 $ 6,852 $ 10, % $ - $ 10, % TOTAL EXPENDITURES $ 3,863,020 $ 3,874,096 $ 3,967, % $ 60,400 $ 4,027, % Controllable Revenues $ (435,025) $ (475,207) $ (436,525) 0.3% $ - $ (436,525) 0.3% General Revenues & Recoveries $ (357,990) $ (355,601) $ (364,694) 1.9% $ (60,400) $ (425,094) 18.7% TOTAL REVENUES $ (793,015) $ (830,808) $ (801,219) 1.0% $ (60,400) $ (861,619) 8.7% NET OPERATING BUDGET $ 3,070,005 $ 3,043,288 $ 3,165, % $ - $ 3,165, % Internal Support & Administration Page 287 of 416

292 Service Business Plan Service Name Human Resources Service Type Internal Service Owner Name Laura Boyd Alignment to Strategic Plan Excellence in Government Service Owner Title Service Description Director of Human Resources Budget Year 2016 An internal service to provide City staff human resource functions including health, safety, wellness, compensation and benefits, performance evaluation, recruitment, learning and development, and labour/employee relations. Current State Customers & Their Expectations Existing Service Delivery Existing Customer Engagement Tools / Methods Is this Service Provincially Legislated? For this Service are there Approved Service Standards? This service is delivered to: Full-time and part-time staff. Our customers expect timely, well informed and consistent application of the human resources services provided. We ensure that the City of Burlington attracts and retains highly qualified employees and complies with all legislation relating to its service areas. Delivered directly through the assignment of Human Resource (HR) generalists to each service and specialized staff in the areas of health, safety, wellness and recruitment provide service across the organization. HR works with external partners to deliver its services. Develop relationships with staff, union associations and management teams through face-to-face discussion, interviews, labour dispute resolution meetings, employee surveys and training courses. Relationships with external customers are generally through interviews. No Yes N/A Ontario Occupational Health and Safety Act, Workplace Safety and Insurance Board, Human Rights Code, Employment Standards Act, Labour Relations Act, Pay Equity Act, Fire Protection and Prevention Act, Municipal Act Internal Support & Administration Page 288 of 416

293 Sub-Services Compensation and Benefits Learning and Development Recruitment Labour/Employee Relations Performance Management 2016 Approved Operating Budget Administer the pension plan, group benefits, pay and recognition programs, and payroll changes for all employees (except part-time employees in parks and recreation). Employee development through identifying training requirements, developing custom learning programs, maintaining a learning database, analyzing and using measures to determine the best use of the training budget and providing access and support to other services that need training. Attract highly qualified candidates to vacant positions and introduce new staff to the City of Burlington as an employer. Manage collective agreements for unionized staff in the workplace, including negotiating four contracts and resolving disputes through informal and formal processes. Investigate workplace issues for all employees, providing guidance and coaching to teams/staff. Manage the formal performance process that provides staff with feedback on their skills, abilities, targets and performance expectations. Provide training/coaching on the process and on how to provide feedback. Health, Safety and Wellness Help staff who develop an illness or have an accident (while at work or outside of work) return to work in a safe way and on time. Ensure the workplace is safe, measure attendance and adjust responsibilities to help the employee return to and stay at work, manage the employee assistance program and provide education on living a healthy life. Internal Support & Administration Page 289 of 416

294 Recent Continuous Improvement Initiatives 2016 Approved Operating Budget In 2013: Updated and reposted Human Resources policies and processes online. This review documented processes and created several tools to assist employees. Launched the Leadership Development Program with DeGroote to provide opportunities for leaders to develop their skills within their current role and to prepare them to move into other positions when opportunities become available. In 2014: Introduced an online learning and development tool (Our Training Room, or OTR) for employees to register and document their learning and development courses and track mandatory training taken by staff. OTR also assists other departments by providing registration and documentation support for courses they provide. Updated the non-union performance evaluation form to make it easier for staff to document how well they are meeting their targets. Training started in July 2014 and will continue until June In 2015: Created and implemented tools to track how well employees are applying what they learn at training events have been launched as has a employee needs assessment survey to collect information from across the organization as to the topics most relevant for the City to offer. Received approval at Council to phase in new budgeting model for non-union compensation program. Packages for employees when they are sick or on WSIB have been completed and now include additional resources. Brochure for WSIB entitled "What you need to know" has been created and included in the package. Implemented Emp Centre - on-line tool to track employee attendance on a daily basis and manage absences in a more timely way. Internal Support & Administration Page 290 of 416

295 Emerging Opportunities and Anticipated Risks Emerging Opportunities 2016 Approved Operating Budget Adopting technology to: more efficiently collect information about time away from work due to illness, injuries and accidents, so the City can help the staff person return to work safely and on time; provide more opportunities for training to more staff by using a online training tool (versus classroom style training only); send policies out every year for staff to read and to stay current on; more efficiently manage and enhance the performance review process online. Anticipated Risks Partnering with other agencies and look for opportunities to continue the development of our leaders. Attracting and maintaining qualified, engaged staff is the most significant risk faced by the City of Burlington. This risk is mainly created by two issues: turnover and compensation. Turnover creates risk when knowledgeable and skilled employees leave the organization. The City s current turnover rate is 7.4%, which is slightly higher than When turnover increases, the City s employment brand becomes at risk as job seekers start to question whether they would want to work for the City of Burlington. Revisions to the non union compensation program were approved at Council which will make improvements to the budgeting for merit increases. Additional risk continues in the areas of compression between the non-union and unionized employees. Unionized positions are bargaining higher salary increases, resulting in supervisors being paid less than or very close to the staff they supervise. This compensation issue puts additional pressure on turnover. Additional risks include the increase in unionization and the inclusion of new generations of staff entering the workforce. Different generations have differing needs and expectations. Internal Support & Administration Page 291 of 416

296 Service Objectives Recruitment: Implement a satisfaction survey for hiring managers to determine if expectations are being met with the recruitment service. Improve the process to introduce new employees to the City of Burlington and their new role. Look for efficiencies to improve the strategic review of vacancies. Learning and Development: Revise the Learning & Development webpage on COBnet to make it more userfriendly and provide on-demand tools - will be developed after new internal webpage complete. Revise the learning surveys to gather more baseline data. Continue to increase functionality of Our Training Room to include more e- learning programs, communication management and in-depth reporting ability. Performance Review Non-Union Staff: Continue to track and report on overall ratings and timeliness of non-union PE completion. Undertake process to identify technology that will provide more flexibility in content and efficiency in timing. Train all non-union employees on new tool Workplace Safety and Insurance Board, Sick Leave and Wellness: Implement technology to collect, track and manage WSIB and Sick Leave incidents for each employee. Complete training programs and online resources for employees, managers and supervisors about WSIB and sick processes (Parks and recreation completed). Develop a toolkit for supervisors. Compensation and Benefits: Implement Council approved budgeting model for non-union compensation program. Target Completion Mar 2016 Jun 2016 Sep 2017 Dec 2017 Apr 2018 Internal Support & Administration Page 292 of 416

297 MEASURING SUCCESS How much did we do? 2016 Approved Operating Budget Performance Measurement 2011 Actual 2012 Actual 2013 Actual 2014 Actual 2015 Projection 2016 Forecast 2017 Forecast 2018 Forecast # of full-time staff employed average # of part-time staff employed # of employment postings for full-time and part-time vacancies # of health and safety inspections # of total training topics offered through Corporate Learning and Development # of employees participating in training through Corporate Learning and Development How well did we do it? Performance Measurement Story behind the data ,188 4,500 3,200 3,200 3,200 Pay and Benefits Satisfaction The employee survey was scheduled to be completed in the fall of Feedback received from senior staff indicates that the timing of every two years does not provide an adequate time to use the data to make changes and then realize the change outcomes. The decision has been made to delay the survey for one to two years. Next anticipated survey will be in winter of Internal Support & Administration Page 293 of 416

298 Performance Measurement Story behind the data Work Safety Insurance Board (WSIB) Days Away Rate The WSIB days away rate is a measure of the number of days lost due to workplace related injuries or illness per 100 employees working a full year. Comparing 2013 to 2014, there was an increase in the number of lost time cases (+30%) and a significant increase in the number of lost days (+248%). These increases can be attributed to significant changes in weather including freezes and thaws and extremely cold temperatures that lead to slippery surfaces and dangerous walking conditions. After taking weather-related incidents out of the analysis, our experience improved in 2014 from the perspective of lost time cases, medical aid and total WSIB cases. The City continues to support the following processes to reduce overall lost time incidents and the number of days lost: The Early and Safe Return to Work program, including early intervention and the availability of a variety of modified work Completion of 8D analysis (problem solving method used to identify, correct and eliminate the recurrence of incidents) Ergonomic assessments (completed by H&S Coordinator or ergonomist) and subsequent improvements to workstations and work areas. Internal Support & Administration Page 294 of 416

299 Performance Measurement Story behind the data Average Sick Days per Year The City s attendance management program for non-occupational illness and disability has been effective in reducing absenteeism and assisting employees in returning to work in a safe and timely manner. The average sick days are below the Canadian average for private and public sector companies. The results have a positive impact on service efficiencies, cost control and benefit costs. The City of Burlington has an extensive attendance and disability management program that focuses on early intervention, return to work and prevention. In 2014 there was a continued focus on: Early intervention and communication with ill/injured employees Timely and safe return to work including availability of modified work and graduated hours Increased utilization of third party resources including the Employee & Family Assistance Plan (utilization rate was 28% in 2014 compared to 23% in 2013); mandatory and monitored counseling, facilitated mediation sessions; Depression Assist; independent medicals and assessments and ergonomic assessments Programs and initiatives through Healthy Workplace to increase employee wellbeing including flu shot clinics, wellness seminars, information roves, fitness classes and activities and the Attitude of Gratitude campaign. These initiatives helped reduce the average sick days per employee to 6.4 days, lower than the Statistics Canada 2014 average of 8.8. Internal Support & Administration Page 295 of 416

300 Performance Measurement Story behind the data Time to Fill (days) There has been a rise in the time it is taking us to fill our full-time vacant positions. In 2012 we originally saw a significant and positive reduction in the time it was taking to fill vacancies. In a competitive marketplace, it is important to be able to start and complete a recruitment process in a timely way so as to not lose excellent candidates to our competitors. This efficiency was in large part because we had introduced on on-line recruitment tool called Hire Desk which allowed us to manage the process more efficiently. Recent increases to time to fill are the result of a weekly review by senior management of each vacancy prior to approval to fill. This review allows us to have a weekly conversation at a strategic level to decide: Should this position be filled immediately or held; Should the FTE be re-deployed elsewhere within the department; or Should the FTE be re-deployed elsewhere within the organization? This weekly strategic discussion has been an important approach to allow us to manage our vacancies in a responsible and timely manner. As this has increased the time to fill efficiencies within the review process will be explored to determine if the discussion can occur in a timelier manner. Internal Support & Administration Page 296 of 416

301 Is anyone better off? Performance Measurement Story behind the data # Years to Move from Start Rate to Job Rate Based on Performance To determine if the City can attract and keep qualified non-union staff this measure must look at both internally (How long does it take to move from the start rate for the job to the fully qualified rate of pay) and externally (is the City paying rates that are competitive with other employers?). In May of 2015 a report was approved by Council to change the budgeting model for non-union employees from an actual salaries model to a percentage of job rate model. This change has provided the ability to fund a pay for performance system which will move non-union employees through their salary range at a rate based on their actual performance. After the first year it is anticipated that the time it takes to move from start rate to job rate will drop from 23 years to 12 years. Unionized employees attain job rate after their probationary period. This is the beginning of a four year phase in period that will move towards budgeting at 97% of job rate and will be significant in assisting the City in attracting and retaining qualified staff. From an external perspective City staff will continue to monitor and make recommendations based on the economic climate. Where do we want to go? Continue to implement recommendations approved at council for the non-union compensation program. Internal Support & Administration Page 297 of 416

302 Performance Measurement Story behind the data Application of Learning- % of Learning Applied On-The-Job After Attending a COB Learning Event About 90 days after a training event, the learner will receive a survey to evaluate whether or not learners are applying what they learned to the job. The city used this style of post-learning survey the first time in 2013 on four courses. The result was very positive, as 98% of respondents indicated they had applied their learning on the job. In 2014 this evaluation process was applied to twelve in-class learning events. From the data collected, 77% of respondents indicated that they had applied their learning on the job. While still s significantly positive response it is below the target of 90% previously set. In retrospect he small sample size in 2013 did not provide an adequate benchmark for When asked, the primary reason that was given for not applying the learning on the job was, No opportunity to provide the learning in my current position. Where do we want to go? In 2015, we plan to revise the application of learning survey to include a spot for learners, who indicate that they have not yet applied their learning on the job, to identify whether or not they still found the course valuable. If they identify that they still found the course valuable they will be asked to explain why. As a pilot in 2015, the Learning & Development Committee also plans to facilitate targeted post-course lunch & learns, the goal being to provide learners with a forum to discuss the learning objectives from a course (i.e.: time management) to help learners synthesize what they have learned on the job. This pilot will be focused on the six Harvard Manage Mentor courses. Internal Support & Administration Page 298 of 416

303 Performance Measurement Story behind the data % of Non-Union Performance Reviews Completed by Anniversary Date In 2014 launched a new paper based PE Form to assist with the process of completing the evaluation. User friendly options were provided (i.e. drop down menus and more specific instructions). Prior to the launch focus groups were conducted to test the new form and very positive response was provided. The new form and process was also vetted through Senior Management Team (SMT) with a positive outcome. Over the course of the past 12 months training was conducted which again provided positive feedback. However, as supervisors and employees started to implement the new form and process Human Resources started receiving feedback that the form was too complex and required a lot more effort than in the past. One-on-one training was provided to further assist staff however, the completion rates have dropped. Where do we want to go? The City Manager and the Director of Human Resources have agreed to simplify the form and to build in better flexibility for measurement for service owners, and for strategic plan initiatives. Options such as a cloud based system will be explored over the next year and a new form/process will be launched. Internal Support & Administration Page 299 of 416

304 2016 OPERATING BUDGET SERVICE SUMMARY FINANCIAL INVESTMENT Approved Budget Actual Base Budget % Change vs Budget Business Cases Total Budget Human Resources % Change vs Budget Human Resources $ 2,022,040 $ 2,005,504 $ 2,028, % $ - $ 2,028, % Operating/Minor Capital Equip. $ 72,150 $ 70,647 $ 72, % $ - $ 72, % Purchased Services $ 371,750 $ 376,217 $ 451, % $ - $ 451, % Corp. Expenditures/Provisions $ - $ - $ - 0.0% $ - $ - 0.0% Internal Charges & Settlements $ - $ - $ - 0.0% $ - $ - 0.0% TOTAL EXPENDITURES $ 2,465,940 $ 2,452,368 $ 2,551, % $ - $ 2,551, % Controllable Revenues $ - $ - $ - 0.0% $ - $ - 0.0% General Revenues & Recoveries $ (165,983) $ (171,769) $ (168,100) 1.3% $ - $ (168,100) 1.3% TOTAL REVENUES $ (165,983) $ (171,769) $ (168,100) 1.3% $ - $ (168,100) 1.3% NET OPERATING BUDGET $ 2,299,957 $ 2,280,599 $ 2,383, % $ - $ 2,383, % Internal Support & Administration Page 300 of 416

305 Service Business Plan Service Name Corporate Management Service Type Internal Service Owner Name James Ridge Alignment to Strategic Plan Excellence in Government Service Owner Title City Manager Budget Year 2016 Service Description An internal service to provide leadership and direction for the implementation of Council's strategic direction and the City's corporate plans. Current State Customers & Their Expectations This service is delivered to: City Council and City employees, who expect: a cooperative and meaningful relationship with Council accomplishment of organizational goals based on Council's strategic plan priorities a collaborative leadership culture, good judgment, sound, timely decision making and appropriate follow through on concerns, issues and complaints commitment and passion for public service honest, ethical behaviour, transparent and trustworthy leadership, an engaged work force, supportive workplace, and demonstrated confidence and trust commitment to excellence in providing City services strong community relationships. Existing Service Delivery Existing Customer Engagement Tools / Methods Implementing the directions, policies, strategic plan and will of Council through City staff. Committee and Council Meetings, including quarterly governance meetings, workshops and strategic planning meetings. Individual and small group meetings for discussion and issues management. City public website ( and City staff website (COBNet). Is this Service Provincially Legislated? For this Service are there Approved Service Standards? The City s online community panel, Insight Burlington, made up of residents and business owners. Measurement of operational performance and employee engagement through both the bi-annual employee survey and the community survey. Yes Yes The Municipal Act Council approval to deliver on performance measurement, continuous improvement, risk management as per approved reports CM-3-12, HR , CM-7-13, CM and Council s strategic plan, Burlington Our Future. Internal Support & Administration Page 301 of 416

306 Sub-Services Corporate and Strategic Planning Service / Project Performance Board Liaison Intergovernmental Communication Recent Continuous Improvement Initiatives 2015: 2016 Approved Operating Budget Develop and implement the corporate plan; develop and implement Council's strategic planning process; and regular reporting on the implementation of these plans. Provide leadership, advice, guidance and support to City staff and Council on various aspects of City projects, initiatives and services. This includes leadership for the City s programs for performance measurement (Results- Based Accountability), continuous improvement (Business Process Management) and enterprise risk management. Represent the City and collaborate with identified boards to exchange information, foster continuous improvement and provide advice. Ensure an up-to-date information exchange and effective working relationships with regional, provincial and federal officials. Began the process of working with Council to develop the City of Burlington Strategic Plan. (Q3 2015) Completing the three year Leadership Development Program. Last session with the first graduating class is set for November and graduation of approximately 120 in December. In the last year of a three year trial for Insight Burlington. Currently there are 673 active members of which 86% are participating. Have fielded over 23 surveys with some studies having over 1,000 respondents. Emerging Opportunities and Anticipated Risks Emerging Opportunities Support the organization in the development of: Corporate Reporting through a dashboard of key measures for performance transparency to citizens Cloud-based technology and staff s use of mobile devices to enhance productivity Vibrant Neighbourhoods initiatives, including Mobility Hubs to meet community housing and transportation needs Corporate-wide project management framework for consistency and enhanced management and reporting on corporate projects and initiatives. Anticipated Risks Not delivering on Council and citizen expectation of business plans and servicebased budget. Significant change in strategic direction of Council. Staff satisfaction with and buy-in to change initiatives and leadership. Internal Support & Administration Page 302 of 416

307 Service Objectives Complete and integrate the City Manager's work plan, SMT members work plans and the Financial Plan into a Corporate work plan. (Q2 2016) Conduct a workshop on Excellence in Strategic Governance to assist with the successful implementation of the Strategic Plan. (Q1 2016) Conduct a workplace culture survey in Q with all staff. Survey results will form the starting point for work to be done by a cross department team. Target Completion Jun 2016 Mar 2016 Mar 2016 Internal Support & Administration Page 303 of 416

308 MEASURING SUCCESS How much did we do? 2016 Approved Operating Budget Performance Measurement 2011 Actual 2012 Actual 2013 Actual 2014 Actual 2015 Projection 2016 Forecast 2017 Forecast 2018 Forecast Citizens who use local government services in the past year N/A 62% N/A 64% N/A 66% N/A 0% Employee absenteeism (Average days per person) Number of staff trained in Results Based Accountability, Business Process Management N/A N/A N/A N/A N/A - How well did we do it? Performance Measurement Story behind the data Customer Service Indicators The performance baseline is from the 2012 survey responses about staff being "courteous," customers being treated fairly" and staff being "knowledgeable and competent." This measure indicates customers are satisfied with their interactions with City staff, supporting a culture of excellence in customer service and honest behaviour that helps forge strong community relationships. Future measurement reflected the number of complaints received and the percentage of complaints resolved to the satisfaction of the complainant. With a growing social consciousness, the City will be able to stay abreast of social issues, pockets of need and provide services appropriately, directly and/or in collaboration with others. Internal Support & Administration Page 304 of 416

309 Performance Measurement Story behind the data Residents Satisfied and Very Satisfied with Local Government Service 80% of Burlington residents rate their satisfaction with local government as very satisfied or somewhat satisfied. Burlington's community surveys have been consistent over time, with high citizen satisfaction with local government services (all excellent or good, over 51% and up to 91%). This measure indicates our commitment to public service and excellent customer service. Performance Measurement Story behind the data Value Received for Tax Dollars Community survey results show that 83% of citizens give a good to excellent rating for value received for tax dollars. This measure indicates our commitment to excellence in City services operational performance. Community engagement is key to citizens feeling they have opportunities to influence the use of their tax dollars used for services in the community. Affordability and inclusion will increasingly be important as Burlington grows and changes. Internal Support & Administration Page 305 of 416

310 Performance Measurement Story behind the data Satisfaction with Senior Management Team The results are from the bi-annual employee survey and the following specific questions related to staff s satisfaction with the Senior Management Team. The Senior Management Team at the City of Burlington not only talk about quality but their actions also demonstrate it. (58.6%) Overall, the Senior Management Team is trusted by the people who work at the City of Burlington. (55.9%) My work is made easier because of good planning by the Senior Management Team at the City of Burlington. (52.7%). This measure indicates our collaborative leadership culture, transparent and trustworthy leadership and supportive workplace. Performance Measurement Story behind the data Satisfaction with Co-Workers Employees who feel connected to their co-workers and work teams tend to perform better, remain longer and have an enhanced commitment to public service and quality service delivery. The results are based on the bi-annual employee survey and these specific questions: Overall, I am satisfied with how I interact with and feel about my co-workers. (79.5%) My co-workers help me get my job done. (78.5%) I feel I can count on my co-workers. (78.5%) This measure indicates our engaged workforce, supportive workplace and demonstrated confidence and trust. Internal Support & Administration Page 306 of 416

311 Is anyone better off? Performance Measurement Story behind the data Residents' Quality of Life We want residents to enjoy a high quality of life in our community. Continuing to deliver high-quality services and excellent customer service will increase the number of residents who believe Burlington is an excellent place to live. In the 2012 community survey, 95% of citizens rated Burlington a good or excellent place to live (45% excellent, 50% good) and 27% of respondents indicated that the quality of life has improved over the past two years. This established our baseline. This measure indicates our commitment to excellence in the City s operational performance, commitment to public service and strong community relationships. Where do we want to go? Citizens indicate that a low crime rate and good local services have the greatest effect on quality of life. We want to ensure community safety and provide quality services, improving the % of citizens rating Burlington an excellent place to live. Internal Support & Administration Page 307 of 416

312 Performance Measurement Story behind the data Organizational Engagement Engaged employees lead to enhanced commitment to public service and quality service delivery, which in turn benefit the common good and build trust and confidence in local government. Organizational engagement questions Knowing what I know now about the City of Burlington, I would apply to work here again (77.3%) Overall, I intend to remain at the City of Burlington (72.5%) Overall, I am satisfied with the City of Burlington (71.9%) I feel a strong sense of belonging to the City of Burlington (67.2%) The City of Burlington has a great deal of personal meaning for me (66.6%) The City of Burlington cares about its employees (66.1%) Overall, I feel personally involved at the City of Burlington (66.1%) I would not leave the City of Burlington if an equivalent job opportunity became available elsewhere (62.0%) I rarely think of applying to other organizations for a job (61.0%). Employees were surveyed to determine how connected they felt to their workplace, which indicates a well-managed corporation with good leadership and a strong supportive workplace. Where do we want to go? We will continue to pay attention to the items that make up these scores, aiming to significantly improve the results. The questions speak to the heart of employees, which in the long run affects if they are going to stay with the City. Internal Support & Administration Page 308 of 416

313 2016 OPERATING BUDGET SERVICE SUMMARY FINANCIAL INVESTMENT Approved Budget Actual Base Budget % Change vs Budget Business Cases Total Budget Corporate Management % Change vs Budget Human Resources $ 1,557,430 $ 1,256,729 $ 1,570, % $ - $ 1,570, % Operating/Minor Capital Equip. $ 47,985 $ 53,762 $ 44, % $ - $ 44, % Purchased Services $ 379,135 $ 364,208 $ 334, % $ 50,000 $ 384, % Corp. Expenditures/Provisions $ - $ - $ - 0.0% $ - $ - 0.0% Internal Charges & Settlements $ 1,462 $ 684 $ % $ - $ % TOTAL EXPENDITURES $ 1,986,012 $ 1,675,382 $ 1,949, % $ 50,000 $ 1,999, % Controllable Revenues $ - $ - $ - 0.0% $ - $ - 0.0% General Revenues & Recoveries $ (69,350) $ (83,836) $ % $ - $ % TOTAL REVENUES $ (69,350) $ (83,836) $ % $ - $ % NET OPERATING BUDGET $ 1,916,662 $ 1,591,546 $ 1,949, % $ 50,000 $ 1,999, % Internal Support & Administration Page 309 of 416

314 Service Business Plan Service Name Communications Service Type Internal Service Owner Name Donna Kell Alignment to Strategic Plan Excellence in Government Service Owner Title Service Description Manager of Communications Budget Year 2016 An internal service to support staff in producing timely and effective communication. Current State Customers & Their Expectations Existing Service Delivery Existing Customer Engagement Tools / Methods Is this Service Provincially Legislated? For this Service are there Approved Service Standards? This service is delivered to: Customers that include members of City Council and City staff, providing tools, guidance and support in communication. The goal is to reach internal stakeholders, other levels of government, community groups, special interest groups and the Burlington community. This service provides: Communication planning Corporate branding standards and guidelines Research assistance, including the use of surveys Framework and strategy for issues management Crisis communication Consultation/public engagement Web training and support Writing, design, production and distribution of communication products Social media monitoring and posting Media relations, including all media-related products and media training External mail activity, including publications and public notices Assorted print activities, including Council agendas Support for media and corporate events, in partnership with other service providers. Meetings; website; communication plans; updates to Senior Management Team; notices to staff; intranet updates; surveys; COBnet information pages; online panels (Insight Burlington, Let s Talk Burlington); Web Advisory Group; using the International Association for Public Participation standard for public engagement; Council-approved engagement charter; social media corporate team; Charter Action Team; community survey. No Yes N/A Accessibility for Ontarians with Disabilities Act International Association for Public Participation standard for public engagement Internal Support & Administration Page 310 of 416

315 Sub-Services Strategic Communication Service Design and Web Service Print, Mail and Distribution Service Recent Continuous Improvement Initiatives 2016 Approved Operating Budget Provides strategic advice; media relations; issues management framework and support; engagement support; crisis communications; event support; protocol assistance; social media posting, monitoring and evaluation; video communication; proactive two-way communication; internal communication; research support. Provides design and web services, including designs and themes for communication and marketing campaigns; creates online and paper publications; develops and maintains City websites; oversees master signage strategy; supports crisis communications; provides web training to the City s web publishers; establishes and maintains the City's visual identity. Provides print, mail and distribution of various documents; corporate stationery and souvenirs for corporate and public needs, including document layout advice; external print contract management; minor graphic design; and correction of print material. In 2015: We rolled out a new web governance model that helps to centralize approvals to ensure consistency in writing quality and the use of plain language. We introduced a new, mobile-friendly website with fewer pages and increased use of plain language, making it easier to navigate and to understand. We enhanced our working relationship with Burlington Economic Development Corporation (BEDC), working together as part of a branding team, providing input into the BEDC's strategic plan and including BEDC status updates in City Talk. We offered our first online newsletter in Spring 2015, and have expanded our collection to include online versions of City Talk, the Community Report and a Parks and Recreation online newsletter. This helps to decrease distribution costs and gives us an opportunity to grow readership online. Staff were trained in how to create accessible documents and how to make web materials accessible. The Creative Services team is part of a corporate initiative to meet Accessibility for Ontarians with Disability Act (AODA) standards. We introduced the use of the Creative Cloud for designers in both Creative Services and the Digital Store Front. This software allows the group better connection between users as well as offering an array of design tools that contribute to high-quality design products. We confirmed a list of video vendors to ensure the city has consistency with regard to videos, stays within the purchasing policy and can respond quickly to internal client needs. We integrated web and creative design into each Creative Services position in We created a new shared drive to better organize photos and to maintain the city's photo library. Internal Support & Administration Page 311 of 416

316 Emerging Opportunities and Anticipated Risks Emerging Opportunities 2016 Approved Operating Budget Make use of social media tools, such as Twitter, Facebook and Instagram, to help increase awareness of, and participation in, online community panel discussions or surveys. Manage the vision for communication diversity, including customer preferences and expected costs. Anticipated Risks Look at developing large-format printing opportunities in the Digital Store Front, working closely with the Creative Services staff. Potential reduction in quality of service when workloads experience seasonal peaks Service Objectives Meeting an increased demand for web support from the City's internal clients. Clearly establishing the role of the Digital Copy Centre and of the customer in creating high-quality print projects. Survey our internal and external customers to ensure we are meeting their communication needs. Target Completion Mar 2016 Develop and issue a media survey for the first quarter of Roll out a strategy with internal customers in to create a better understanding of when communications should be used. Provide a software and training framework to the Web and Design group to ensure excellence in design and compliance with the Accessibility for Ontarians with Disabilities Act. Work with other departments, through the Web Advisory Group, to create a sustainable web training schedule. Complete a package of tools, including a handbook, to ensure quality continuity with the communications advisor position. Develop a strategy to ensure staff are informed of how to use the Digital Store Front, confirming the success of that strategy by September Dec 2015 Mar 2016 Dec 2015 Reconfigure the Communications service based on customer feedback and industry standards. Develop a communication plan to better promote the use of engagement tools by city staff to help further change the city's culture to ensure community engagement takes place wherever possible on city projects. Nov 2016 Feb 2016 Internal Support & Administration Page 312 of 416

317 MEASURING SUCCESS How much did we do? 2016 Approved Operating Budget Performance Measurement 2011 Actual 2012 Actual 2013 Actual 2014 Actual 2015 Projection 2016 Forecast 2017 Forecast 2018 Forecast Total number of print jobs 2,600 2,643 1,446 2,755 3,000 3,000 3,000 3,000 shipped Total work orders for Creative Services Number of web pages viewed (millions) Followers on twitter 200 1,000 4,500 8,900 12,000 16,000 20,000 24,000 Media Releases Online publications How well did we do it? Performance Measurement Story behind the data Level of Agreement of Adequate Public Engagement in Decision-making As part of the 2011 City-wide poll of residents, survey participants were asked if they felt they were being engaged in City decision-making when a decision affects them. At that time, 65% of people said they did feel engaged. That number has decreased marginally in the past four years, reaching 64% in We see this figure as a benchmark that we hope to surpass as the Charter Action Team fully launches its public engagement strategy in and as more staff become familiar with the International Association for Public Participation and its related training. NOTE: Data for this measure is collected every 4 years. Internal Support & Administration Page 313 of 416

318 Performance Measurement Customer Service Satisfaction Performance Measurement 2011 Actual 2012 Actual 2013 Actual 2014 Actual 2015 Projection 2016 Forecast 2017 Forecast 2018 Forecast Customer Service Satisfaction N/A N/A N/A N/A 75% 75% 80% 85% Story behind the data A Communications Service internal survey was used for the first time in the summer of Of the responses received, the average satisfaction rate is 75%. We look forward to seeing our average increase to 80% in 2017 and 85% in 2018 with continued attention to the needs of our internal customers. Is anyone better off? Performance Measurement Story behind the data Statistically valid communication tools help measure the performance of Communication Service. Asking if we are open and honest and clearly communicating reflects the experience of the customers we serve. This question was not asked in the 2015 Community Survey used to support the city's strategic plan. We may wish to ask this question as part of an online survey using Insight Burlington or Let's Talk Burlington. Where do we want to go? We would like to increase the levels of satisfaction and respond to any client needs. Performance Measurement Story behind the data Do people in Burlington feel they have a voice in City decision-making that affects them? In 2015, 64% of people surveyed said they feel they have an impact on decisions that affect them. We will dedicate more time and effort to use engagement tools and opportunities to ensure people are aware of the city's interest in ensuring the community is involved in city decision-making. Where do we want to go? Performance Measurement Story behind the data Where do we want to go? We would like to create an upward trend to ensure more people feel they are being engaged. Success would be shown in the survey results and would likely mean more City staff are following the City s Community Engagement Charter and the Charter Action Plan to help meet engagement needs. We will aim to make it easy to find the tools and help staff need to engage the community in decisions that affect them. Creative Services developed a customer service survey and Community Relations was using interviews to connect with internal customers. A survey system will need to be developed to include web and design, the Digital Copy Centre and Community Relations within Communications Services. A survey system was developed in 2015 to help measure success. In addition, the Manager of Communications is meeting with city departments to ask what we are doing well, what we are not doing well and what we should start doing. These conversations have already resulted in follow-up actions to improve communication and make changes to improve processes. We will continue to ask if timelines are consistent and regularly communicated and if Communications Service is delivered in a professional, friendly, timely way with high-quality results. We will also raise awareness of the work of Communications Service through the awareness campaign created for city departments. Internal Support & Administration Page 314 of 416

319 2016 OPERATING BUDGET SERVICE SUMMARY FINANCIAL INVESTMENT Approved Budget Actual Base Budget % Change vs Budget Business Cases Total Budget Communications % Change vs Budget Human Resources $ 1,500,410 $ 1,465,020 $ 1,555, % $ - $ 1,555, % Operating/Minor Capital Equip. $ 92,710 $ 46,680 $ 48, % $ - $ 48, % Purchased Services $ 188,130 $ 136,968 $ 155, % $ (46,000) $ 109, % Corp. Expenditures/Provisions $ 5,000 $ (185) $ % $ - $ % Internal Charges & Settlements $ 200 $ - $ % $ - $ % TOTAL EXPENDITURES $ 1,786,450 $ 1,648,483 $ 1,759, % $ (46,000) $ 1,713, % Controllable Revenues $ (84,700) $ (6,452) $ (9,200) -89.1% $ - $ (9,200) -89.1% General Revenues & Recoveries $ (112,700) $ (45,827) $ (113,400) 0.6% $ - $ (113,400) 0.6% TOTAL REVENUES $ (197,400) $ (52,279) $ (122,600) -37.9% $ - $ (122,600) -37.9% NET OPERATING BUDGET $ 1,589,050 $ 1,596,204 $ 1,636, % $ (46,000) $ 1,590, % Internal Support & Administration Page 315 of 416

320 Service Business Plan Service Name Corporate Legal Service Type Internal Service Owner Name Nancy Shea Nicol Alignment to Strategic Plan Excellence in Government Service Owner Title Service Description City Solicitor & Director of Legal Services Budget Year 2016 An internal service to help Council, the City and its business units achieve their strategic and operating objectives by providing strategic legal and real estate advice and service. Current State Customers & Their Expectations This service is delivered to: The City Mayor and Council Senior management Staff at all levels in the organization Our customers expect us to act in the best interests of the City by providing responsive, competent, timely and cost-effective legal and real estate advice and support to Council and staff. Existing Service Delivery They expect us to at all times conduct ourselves with a high level of professionalism, integrity and efficiency that supports public confidence in the City of Burlington. Legal and real estate services provided include: ADVICE: Providing a range of legal advice and opinions to our customers including advice/education of new or pending legislative changes. ADVOCACY: Representing the City before courts and tribunals (written, oral, negotiations), including prosecutions under the City's by-laws, Fire Code and Building Code. LEGAL DRAFTING: Preparing and reviewing contacts, agreements and by-laws. TRANSACTIONAL ACTIVITY: Completing transactions involving the buying/selling/leasing/easements of the City s property and/or land and commercial and real estate legal transactions. Internal Support & Administration Page 316 of 416

321 Existing Customer Engagement Tools / Methods Annual survey of customers to better anticipate demand for legal services. Annual customer satisfaction survey of customers requiring more than 35 hours of legal/real estate service (new in 2014). Is this Service Provincially Legislated? For this Service are there Approved Service Standards? Sub-Services Real Estate Service (Property & Land) No Yes N/A Recent Continuous Improvement Initiatives Conduct related to the delivery of legal service is regulated through the Law Society of Upper Canada. All legislation and regulation applies to or affects the business of the municipality. Strategic land advice and negotiations respecting property related to the delivery of city programs/services Acquiring and disposing of land for city needs Negotiation of Lease/license agreements Parkland dedication valuations In 2015, the service's internal time-tracking system was replaced by the corporate time tracking system. The system helps the service quantify how much service is being provided, by department and by key projects. In 2013, we introduced a customer service demand survey which is conducted twice per year. This helps the service anticipate how much legal service will be needed to support departmental workplans, since much of the service demand is generated by our customers. This enables the practice groups to better plan their time. In 2014, an annual customer satisfaction survey was implemented for the 2013 service year. This measured what type of legal services are being used overall, as well as customer satisfaction with the services provided. The survey was undertaken for 2014 in Q Internal Support & Administration Page 317 of 416

322 Emerging Opportunities and Anticipated Risks Emerging Opportunities 2016 Approved Operating Budget One way to provide more customer service is to expand the service's internal website to include standard templates for basic contracts. This would lessen the demand for service for simple, non-complex matters, and speed up the turnaround time on more complex matters. Discussions are underway between Finance and Legal to establish a protocol for greater involvement by Corporate Legal where insurance litigation is underway to better manage risk in the organization. Anticipated Risks Discussions are underway between Human Resources and Legal to centralize the use of external legal counsel in Corporate Legal. The cost of acquiring external legal services will continue to increase. The City therefore tries to keep the delivery of legal service in-house and to only supplement the service when a specialized area of law in involved (such as environmental). Service Objectives Society has become increasingly likely to challenge, appeal and/or file claims against the City as it provides services to the public. The approval of the City s new Official Plan and Zoning Bylaw in will generate appeals to the Ontario Municipal Board. These will have to be defended by either internal or external counsel. Achieve final resolution (trial/settlement) of outstanding litigation (Brant Street Pier, Burlington Airpark Court of Appeal) to reduce risk to the City. The Director and lead of each practice group will meet with their key customers at mid-year each year. This will measure progress related to the anticipated demand for service projected from the annual service demands survey. Reduce the cost of external legal services and the overall Corporate Legal Services costs by exploring alternative billing methods. Complete the acquisition of land either through settlement or expropriation required for the widening of Waterdown Road (four properties) and North Service Road/Walkers re-alignment (one property) to allow construction of these projects to proceed on time. To successfully defend the approved new Official Plan and Zoning By-law against any appeals. Target Completion Mar 2015 Jul 2016 Dec 2016 Dec 2016 Dec 2017 Internal Support & Administration Page 318 of 416

323 MEASURING SUCCESS How much did we do? 2016 Approved Operating Budget Performance Measurement 2011 Actual 2012 Actual 2013 Actual 2014 Actual 2015 Projection 2016 Forecast 2017 Forecast 2018 Forecast Total # of in-house lawyer hours available 8,300 8,760 9,903 9,723 7,840 7,840 7,840 7,840 Total # of external legal service hours purchased 2,762 1,647 2,814 1,438 2,165 2,165 2,165 2,165 # of real estate transactions completed (lease, purchase, sale, transfer) How well did we do it? Performance Measurement Story behind the data Average Cost per Hour of Legal Service (Internal vs. External) Internal costs have been held relatively constant, with the only increases being in HR-related costs. The average gross cost of providing legal services in-house is about one-third the cost of purchasing external legal services. Internal Support & Administration Page 319 of 416

324 Performance Measurement Story behind the data Real Estate Transactions The chart reflects the actual number of transactions. However, the numbers shown for transactions completed on time and within budget are used for illustration only. The department has no yet compiled the actual data. Is anyone better off? Performance Measurement Story behind the data Where do we want to go? Customer Satisfaction and Value Rating with Legal Service The data for 2013 came from the 2013 customer satisfaction survey results. If we do nothing, our satisfaction ratings will likely decrease as there is always greater demand for service and no room for growth. Factors that may be contributing our baseline: Turnaround time: We need to provide faster service. Proactive: We need to be more proactive in advising our clients of legislative changes or legal developments affecting their businesses. Expectation: That our customers are either satisfied or very satisfied with service provided 80% of the time. Internal Support & Administration Page 320 of 416

325 2016 OPERATING BUDGET SERVICE SUMMARY FINANCIAL INVESTMENT Approved Budget Actual Base Budget % Change vs Budget Business Cases Total Budget Corporate Legal % Change vs Budget Human Resources $ 1,405,210 $ 1,413,408 $ 1,449, % $ - $ 1,449, % Operating/Minor Capital Equip. $ 42,200 $ 43,150 $ 46, % $ - $ 46, % Purchased Services $ 84,800 $ 72,050 $ 84, % $ - $ 84, % Corp. Expenditures/Provisions $ - $ - $ - 0.0% $ - $ - 0.0% Internal Charges & Settlements $ - $ - $ - 0.0% $ - $ - 0.0% TOTAL EXPENDITURES $ 1,532,210 $ 1,528,608 $ 1,580, % $ - $ 1,580, % Controllable Revenues $ (158,300) $ (204,706) $ (159,000) 0.4% $ - $ (159,000) 0.4% General Revenues & Recoveries $ (177,122) $ (141,288) $ (181,080) 2.2% $ - $ (181,080) 2.2% TOTAL REVENUES $ (335,422) $ (345,994) $ (340,080) 1.4% $ - $ (340,080) 1.4% NET OPERATING BUDGET $ 1,196,788 $ 1,182,613 $ 1,240, % $ - $ 1,240, % Internal Support & Administration Page 321 of 416

326 Service Business Plan Service Name Asset Management Service Type Internal Service Owner Name Allan Magi Alignment to Strategic Plan Excellence in Government Service Owner Title Service Description Executive Director of Capital Works Budget Year 2016 An internal service to provide strategic infrastructure asset management, including managing rehabilitation, renewal and revitalization through the assets full life cycle. Current State Customers & Their Expectations This service is delivered to: City Council, senior management, infrastructure services and the public, with the following expectations: Effectively manage the City s investment in infrastructure (i.e roads, buildings, parks, etc.) Define and provide recommended financing to maintain/renew assets Provide well maintained and safe infrastructure (assets) In consultation with other services, establish priority setting for capital planning and forecasting Maintain current condition and rehabilitation information/data. Existing Service Delivery Life cycle management of the City's tangible capital assets, which have a replacement value of about $2.5 billion. Work includes life cycle assessment, priority setting for capital planning and forecasting, and the condition and financing requirements to maintain, rehabilitate and renew the City's infrastructure. This service is coordinated and delivered through the Asset Management Service in partnership with a team that has representation from all the infrastructure asset categories (Roads, Facilities & Buildings, etc.). Existing Customer Engagement Tools / Methods Is this Service Provincially Legislated? Asset Management provides the overall framework, leadership, direction and coordination to all the infrastructure asset categories, and works with Financial Management Services to establish, update and champion the long-term asset management financial plan. The partner services work with Asset Management to carry out the physical work related to life cycle asset management. Annual reports keep Council informed. Infrastructure services are engaged through participation on the asset management team and capital budgeting process. Newsletters, Council reports, the City website. Yes Ontario municipalities are now required to develop detailed asset management plans to accompany any request for provincial infrastructure funding Internal Support & Administration Page 322 of 416

327 For this Service are there Approved Service Standards? Sub-Services Assety Management Strategic Oversight No N/A Responsible for coordinating the maintenance and operation of the asset management systems used to track the inventory, condition, replacement value, rehabilitation need, timing and cost of infrastructure assets. The information from these systems is used to plan, prioritize and establish the capital budget and forecast and long-range capital that fund maintenance, rehabilitation and renewal needs. Provides leadership on opportunities to integrate the various asset management systems. Establishes the standards, staff requirements and system requirements. Long-Range Financial and Operational Planning Provides leadership to establish the long-range asset management financing plan. Provides regular updates recommending the financing needed to rehabilitate and replace all infrastructure. Provides leadership and coordination for infrastructure funding opportunities through provincial and federal programs. Internal Support & Administration Page 323 of 416

328 Recent Continuous Improvement Initiatives 2016 Approved Operating Budget The City s strategic plan (Burlington, Our Future ) directed staff to Create and implement a sustainable infrastructure plan aligned with the Strategic Plan, including developing a financial strategy. Recent Council reports CSI and F defined the existing infrastructure renewal backlog, ongoing renewal requirements and funding gap for the next 60 years. This is a comprehensive, holistic and long-term approach to asset management. In 2013, Riva Decision Support (DS) software was introduced for the Roadway asset category as a planning tool to map out the complex life-cycle events and costs for assets in the road right-of-way. The configured system predicts optimal rehabilitation and replacement timing, including associated costs for assets for a 60- year timeline. The Riva DS system calculates the costs to complete rehabilitation work on the individual asset. This data can then be rolled up by year to compare funding required versus funding provided through the capital budget allocation. This determines the magnitude of backlog of now needs, the annual infrastructure funding gap, and long-term aggregated need versus funding. VFA, a similar system for Facilities and Buildings, had been previously implemented. Using the Riva DS system has allowed the City of Burlington to quantify the roadway infrastructure funding requirements up to 60 years into the future. The Roads and Facilities & Buildings assets make up about 90% of the City's tangible capital assets. The known long-range funding requirements for these two major asset categories and an estimate of the needs for the remaining 10% of tangible capital assets has been used to develop a long-range financial plan. The approved plan will address the City s backlog of needs within 20 years and then provide appropriate funding to help the City manage its infrastructure well into the future. In 2015, the service developed a report showing how more and accelerated funding could address the existing backlog and avoid future escalation of costs for the 2015 budget. This was necessary to address a portion of the "now needs" that are at the optimum rehabilitation timing and avoid future project scope and cost escalation (i.e., resurfacing vs. reconstruction). In 2015, Parks and Open Space assets were integrated into the Riva software. This continues the service's goal to have all major asset types (with the exception of Facilities & Buildings) in Riva by the end of Facilities & Buildings are maintained in a separate system. Internal Support & Administration Page 324 of 416

329 Emerging Opportunities and Anticipated Risks Emerging Opportunities 2016 Approved Operating Budget With the approval of the long-term asset management financial strategy, the City will be well positioned financially to increase the number of renewal projects delivered each year. The additional funding will allow more work to proceed, addressing the backlog of projects in a more timely manner. As well, more work will be done at the appropriate time to avoid future increased costs. About 80% percent of assets (based on valuation) are now tracked through their life cycle in the Riva DS system (excluding Facilities & Buildings, which have their own system). Work on adding more assets to the Riva system is ongoing, with the goal of achieving 100% by Continue to monitor and pursue infrastructure funding opportunities through provincial and federal programs. Anticipated Risks Increasingly, senior levels of government require asset management plans as a condition of funding. With increased funding, we will have to deliver more projects, putting increased workload on staff. We will have to continue improving our methods to increase project delivery output. We rely heavily on our various asset management systems. We need to ensure that we have backup in qualified and trained staff to continue to manage these systems effectively. Future Councils may not be as supportive of renewing the existing assets over building new. Council may not approve the funding as outlined in the longterm financial plan. Inflation greater than accounted for in the long-term financial plan will erode the funding purchasing power and affect the number of renewal projects that can be delivered. Internal Support & Administration Page 325 of 416

330 Service Objectives Produce an Asset Management Plan documenting the asset management systems, roles and responsibilities, level of service, risk assessment, etc. This is important because senior levels of government increasingly require asset management plans as a condition of funding. Create a Asset management specific web site with links to the Asset Management Plan sections. The website will be the first step in a community engagement program, and will serve as the platform for the distribution of the Asset Management Plan. The site will also include did you know information, these appear as highly visible banners with facts about asset management in Burlington. Conduct a customer satisfaction survey, to establish baseline data on what is most important to customers. This will determine where needs are not being met or gaps in the services provided. Integrate remaining asset types into the Riva software. The goal is to have all remaining assets (such as IT infrastructure) in Riva by the end of Create an Asset Management communication strategy with Communications to engage the public regarding asset management in Burlington. The Asset Management group would like to produce a video series explaining the details of asset management (How do we collect inventory information?, How do we do condition assessments?). The communications plan will bring a fresh and innovative perspective on Asset Management and serve as a education resource for Staff and the Public. Target Completion Jan 2016 Mar 2016 Jun 2016 Dec 2016 Jan 2017 Internal Support & Administration Page 326 of 416

331 MEASURING SUCCESS How much did we do? 2016 Approved Operating Budget Performance Measurement 2011 Actual 2012 Actual 2013 Actual 2014 Actual 2015 Projection 2016 Forecast 2017 Forecast 2018 Forecast Replacement value of assets N/A N/A $2,500 $2,550 $2,601 $2,653 $2,706 $2,760 under management ($ millions) Percentage of assets in Asset N/A N/A N/A 90% 96% 100% 100% 100% Management System How well did we do it? Performance Measurement Story behind the data Budget vs Plan (% funded) This measure tracks the actual annual funding (budget) divided by the annual need specified in the funding plan, presented as a percentage. A value below 100% means the budget provided does not meet the requirements established in the funding plan. Internal Support & Administration Page 327 of 416

332 Performance Measurement Story behind the data Cumulative Funding Gap Road Assets ($ Millions) The Road Needs Backlog is defined as the dollar value of the work that needs to be done but has not been done due to insufficient funding. The backlog is now $105.9 million, and based on existing funding levels, will grow to potentially unmanageable levels. Is anyone better off? Performance Measurement Story behind the data Rehabilitation Needs Backlog ($ millions) This graph illustrates the magnitude of the funding backlog for assets that need rehabilitation. Where do we want to go? The long-range financial plan will increase funding and eliminate the backlog of assets needing rehabilitation by Internal Support & Administration Page 328 of 416

333 Performance Measurement Story behind the data Cumulative Funding Gap: 20 Year Scenario This graph tracks progress on addressing the City's infrastructure backlog and is an important measure of the City's long-term financial health. Where do we want to go? Gradually reduce the funding backlog. Performance Measurement Story behind the data Average pavement quality index (PQI) The Pavement Quality Index is a measure of the overall condition of the road pavement. The average PQI is declining due to inadequate funding. Where do we want to go? We need to increase capital budget funding to provide for appropriate levels of maintenance, rehabilitation and replacement of pavement at the optimum time to reduce longer-term costs. Internal Support & Administration Page 329 of 416

334 Performance Measurement Story behind the data Where do we want to go? Percentage of Structures with Bridge Condition Index (BCI) <70 A bridge or culvert with a BCI of less than 70 is considered to be in fair condition, usually needing rehabilitation work within five years. We need to increase the funding to repair or replace aging bridge and culvert structures to maintain service levels and minimize risk to the public. Performance Measurement Story behind the data Where do we want to go? Customer satisfaction with condition of roads The inability to fund infrastructure renewal at the rate of decline means customer dissatisfaction with the condition of some roads. We need to increase funding for infrastructure renewal and replacement to improve customer satisfaction. Internal Support & Administration Page 330 of 416

335 2016 OPERATING BUDGET SERVICE SUMMARY FINANCIAL INVESTMENT Approved Budget Actual Base Budget % Change vs Budget Business Cases Total Budget Asset Management % Change vs Budget Human Resources $ 796,646 $ 512,564 $ 796, % $ - $ 796, % Operating/Minor Capital Equip. $ 550 $ 344 $ % $ - $ % Purchased Services $ 22,690 $ 28,330 $ 23, % $ - $ 23, % Corp. Expenditures/Provisions $ - $ - $ - 0.0% $ - $ - 0.0% Internal Charges & Settlements $ - $ - $ - 0.0% $ - $ - 0.0% TOTAL EXPENDITURES $ 819,886 $ 541,238 $ 820, % $ - $ 820, % Controllable Revenues $ (134,000) $ (194,938) $ (124,000) -7.5% $ - $ (124,000) -7.5% General Revenues & Recoveries $ (28,000) $ (28,445) $ (21,000) -25.0% $ - $ (21,000) -25.0% TOTAL REVENUES $ (162,000) $ (223,383) $ (145,000) -10.5% $ - $ (145,000) -10.5% NET OPERATING BUDGET $ 657,886 $ 317,855 $ 675, % $ - $ 675, % Internal Support & Administration Page 331 of 416

336 Service Business Plan Service Name Geographic Information and Mapping Service Type Internal Service Owner Name Andrew Maas Alignment to Strategic Plan Excellence in Government Service Owner Title Coordinator of Geomatics Budget Year 2016 Service Description An internal service to provide orthoimagery services, land records management, 3-D visualization, title searching and topographic mapping. Current State Customers & Their Expectations This service is delivered to: City staff, Council, external agencies and the general public. Existing Service Delivery Existing Customer Engagement Tools / Methods Is this Service Provincially Legislated? For this Service are there Approved Service Standards? Geographic Information and Mapping Service customers expect: Efficient access to data and map production services Timely response to issues and requests Convenient project support Complete, accurate and consistent data delivered cost-effectively Knowledgeable staff This service is responsible for: Creating, acquiring, maintaining, coordinating and distributing geospatial data Providing project coordination and support services to enhance business processes Researching potential investments in geospatial data and technology Developing new map applications and integration tools to enhance business processes at the City Providing customer support for property-related enquiries Providing mapping and support services for the Emergency Operations Committee Capital Works web content management, including online mapping services Managing Capital Works-related documents, including plans and reports Custom map production and plotting services for City staff and the public Creating awareness and promoting the use of technology In-person meetings with staff; website feedback; by phone (via dedicated line); ; surveys; open data portal; internal work shops and events; training sessions No No N/A N/A Internal Support & Administration Page 332 of 416

337 Sub-Services Property/Land Information Service Data Management Service Map Production Service Provides and maintains property record data in corporate systems. Reviews municipal addressing and ownership information. Contracts and/or carries out data collection assignments. Provides Engineering-related records management support. Develops and maintains data as an asset. Creates and/or licenses, maintains, documents and shares a variety of data. Supports core applications and performs spatial analysis for better business and strategic decisions. Provides data support and technical expertise during implementation of technology. Creates, presents and publishes graphics, charts or maps to meet specific customer requirements. Provides equipment support and print materials. Internal Support & Administration Page 333 of 416

338 Recent Continuous Improvement Initiatives 2016 Approved Operating Budget In 2014, the service provided the e-government Open Data project with a series of geospatial datasets for the open data catalogue. The result was a significant increase in open source data available to application developers and other external customers, supporting the goal of greater transparancy. In 2014, staff engagement workshops helped service owners and other staff broaden technical awareness and gain insight into how Geographic Information Systems could help them better serve their customers. This resulted in developing a series of applications to support various service areas. In 2014, metadata (information about data) standards were developed for all new datasets. The result was improved documentation of the origins and use of each dataset. In 2014, Geographic Information and Mapping purchased the software extension to process image files. The result was more efficient processing and creation of image services available to desktop software users as well as for our internal web mapping. In 2014, a new enhanced map service was created for the City s website. The result was enhanced online mapping capabilities for the public through new tools and visualization. In , the service coordinated projects that involved creating and acquiring new datasets to support Corporate Asset Management planning. The result was a more accurate inventory and condition status of tangible capital assets. In 2015, the service agreed to contribute to the Community Maps Program. Providing our corporate data results in more accessible data, ensured higher levels of basemap accuracy and enhanced sharing and collaboration between City service areas and external agencies. The new base map data was deployed across all external-facing map applications. In 2015, the service acquired high resolution digital aerial imagery to help update location-based data and to use for visualization purposes. The result was more up-to-date data and better base information for displaying maps to the staff and public. In 2015, the service conducted a review the OpenBudget (financial transparency tool) pilot project, supporting the Financial Management Service through the E-Government Open Data program. In 2015, formed a corporate oversight committee that fits into the Information Technology Service s enhanced decision-making model (IT Governance). The new committee facilitates communication, prioritizes requests and puts forward projects requiring investment to ensure value and alignment with City goals and objectives. Internal Support & Administration Page 334 of 416

339 Emerging Opportunities and Anticipated Risks Emerging Opportunities 2016 Approved Operating Budget There is an opportunity to use new tools and applications to support datadriven decisions. The use of the technology is growing rapidly. The internal and public services are increasingly aware that tools exist to visualize, analyze and enrich the data they own. Using these tools will help achieve efficiencies, communicate information, engage citizens and generally support more informed decisions. There are opportunities to build upon our existing geospatial datasets by developing new internal applications and coordination of data acquisition/data collection projects. Anticipated Risks The role of the Geographic Information and Mapping service can be expanded beyond traditional uses within Development and Infrastructure. The service can be used to support a variety of government functions and provide the opportunity to minimize costs and maximize benefits for the City s investments. Resource usage will increase with the growing number of corporate systems, applications and datasets. Data integrity and reliability poses a risk due to the increasing volume of data being managed. The data supports a wide range of business applications, which are used to make important business and strategic decisions. Customers have come to expect near real-time access to data, which will require new systems and processes. The Information Technology Service will be depended on to provide the support necessary to use new technologies and assist with process improvements. Reaching greenfield build-out means the City will be growing in a different way in the future. Infill developments are typically more complicated and changes take place faster. As a result, Geographic Information and Mapping will need to improve technology and staff response time. Internal Support & Administration Page 335 of 416

340 Service Objectives Working with the Information Technology Service, an automated ticketing tool is to be used to submit and track requests. This tool will utilize the Service Desk application for managing the intake of data, property, mapping and plotting service requests. This will result in a more efficient means of tracking the source and number of requests. Provide data and mapping to support the Emergency Management IMS Planning function. This will involve the preparation and transformation of our existing data used for Emergency Management over to map services that can then be pushed up to a common shared view for use at the Command Centre. Support CAD-GIS workflow automation, through the use of spatial extract transfer and load tools used for data transformation and translation. The objective of this initiative is to create efficiencies allowing staff in Capital Works to convert, validate, integrate, transform and distribute data between CAD and GIS systems. The result will be greater ease in the enforcement of data standards, improved productivity, and more reliable data. Formalize a 3D visualization strategy to support service areas involved in community development. This will be based on the first phase of the creation of a computer 3D model of the downtown area. The model will be used as a communication and engagement tool to visualize new developments downtown and in other growth areas. Includes the development of a submission protocol and standards for future model growth. Develop a quality assurance plan to ensure data integrity and manage risk due to errors. Implement a field asset data collection and inspection program to support the Asset Management service. Access to technology and real-time data in the field will improve efficiencies and the accuracy and reliability of data. Conduct a Corporate GIS Strategic Review. The purpose of this review will be to present a recommended strategy for the continued advancement of GIS use for the City. Objectives are to identify opportunities for the future and review current GIS services and infrastructure in place. Target Completion Jan 2016 Mar 2016 Jun 2016 Jan 2017 Mar 2017 Jan 2018 Internal Support & Administration Page 336 of 416

341 MEASURING SUCCESS How much did we do? 2016 Approved Operating Budget Performance Measurement 2011 Actual 2012 Actual 2013 Actual 2014 Actual 2015 Projection 2016 Forecast 2017 Forecast 2018 Forecast Total number of Propertyrelated N/A N/A N/A Requests for Information Total number of mapping/data requests processed N/A N/A N/A Number of Datasets Utilized N/A N/A How well did we do it? Performance Measurement Story behind the data Property Requests- Response Time (all sources) Property requests relate to City and privately owned land. The source of these requests can be internal or external. Requests typically fall into four categories: cadastral (surveys, plans, easements), addressing, deemed street width verification, or servicing. The amount of investigation required for each request varies. Requests are increasingly complex, and often rely on input from other service areas (Corporate Legal, Development Review) or external agencies (e.g. Teranet). As a result, the response time is steadily increasing. By using new technologies, improving workflows and updating/acquiring selective datasets, response time will improve. Coordinating response time targets with other areas will be necessary. Internal Support & Administration Page 337 of 416

342 Performance Measurement Story behind the data Map Production/Plotting Services- Turnaround Time (all sources) The service area receives several hundred unique requests each year for custom graphics, charts and maps. Requests that require detailed map production typically take multiple hours of dedicated time and effort. Plotting equipment and resources are essential to carry out this function, so equipment downtime results in production delays. The number of mapping and plotting requests is expected to continue to increase. Using existing staffing and resources, the goal is to improve the turnaround time for these requests with an improved process for prioritizing jobs and documenting projects that eliminates duplication of effort. Performance Measurement Story behind the data % Available- Engineering Records Engineering records consist of all plans, reports and documents that relate to capital works projects. The service uses a corporate system as the electronic records management tool for all documentation. As of Q1 2014, digital filing and records management became the responsibility of the Geographic Information and Mapping service. A plan is in place to manage the tasks related to this service, with the first priority addressing the backlog of records from 2011 to Documents need to be up to date and accurate with as-constructed information, as they are relayed to the public, staff, external consultants, contractors and agencies. The availability of records is also seen as an essential function for Business Continuity Planning within Capital Works. Internal Support & Administration Page 338 of 416

343 Is anyone better off? Performance Measurement Story behind the data Where do we want to go? Maximizing data integrity (% errors in Geospatial Datasets). Data is used to make important business and strategic decisions and therefore needs to be current and accurate. Errors are routinely identified through rigorous quality control checks. Errors identified by internal users have a low impact, but errors identified by the public may embarrass the City and service area. Errors could also be found during construction project design or in the field. These errors represent a more serious risk, and could lead to change order, increased costs, delays or even potential risk to public safety. The current issues surrounding "big data" the growing number of datasets managed means that the percentage of errors will likely grow if quality control processes cannot keep pace. The goal is to build upon the existing quality control process to identify and correct data issues sooner. Quality control tasks will be further defined and documented. More effective usage of technology and ongoing staff training will further help reduce the number of data errors. Internal Support & Administration Page 339 of 416

344 Performance Measurement Story behind the data Percentage of satisfied web mapping users (public access to Geographic Information System data). Before 2014, the mapping service provided on the City s website was outdated and under-used. Public opinion of the application was generally negative. The web-mapping service is the public portal for geospatial data, and it is important that it is presented properly and functions in a way that assists the public. Visualization of the data and ease of use is very important. Where do we want to go? The existing web-mapping service was replaced in Q Internal staff developed an interactive mapping website (BurlingtonMaps) as part of an e-government initiative. The new website contains a series of map applications that provide the public with enhanced viewing and functional capabilities. New applications have been created with a focus on maps that tell a specific story, or present a more dynamic visualization of the supporting data. The availability of new online map templates will guarantee that new map applications can be published on an ongoing basis. The result should be a sustained increase in public satisfaction with the external map service. Internal Support & Administration Page 340 of 416

345 2016 OPERATING BUDGET SERVICE SUMMARY FINANCIAL INVESTMENT Approved Budget Actual Base Budget % Change vs Budget Geographic Information and Mapping Business Cases Total Budget % Change vs Budget Human Resources $ 614,380 $ 584,301 $ 501, % $ - $ 501, % Operating/Minor Capital Equip. $ 9,000 $ 15,264 $ 9, % $ - $ 9, % Purchased Services $ 98,150 $ 92,415 $ 13, % $ - $ 13, % Corp. Expenditures/Provisions $ - $ - $ - 0.0% $ - $ - 0.0% Internal Charges & Settlements $ - $ - $ - 0.0% $ - $ - 0.0% TOTAL EXPENDITURES $ 721,530 $ 691,980 $ 524, % $ - $ 524, % Controllable Revenues $ (2,500) $ (3,187) $ (2,500) 0.0% $ - $ (2,500) 0.0% General Revenues & Recoveries $ (112,000) $ (107,620) $ (7,000) -93.8% $ - $ (7,000) -93.8% TOTAL REVENUES $ (114,500) $ (110,807) $ (9,500) -91.7% $ - $ (9,500) -91.7% NET OPERATING BUDGET $ 607,030 $ 581,173 $ 514, % $ - $ 514, % Internal Support & Administration Page 341 of 416

346 Service Business Plan Service Name Internal Audit Service Type Internal Service Owner Name Sheila Jones Alignment to Strategic Plan Excellence in Government Service Owner Title City Auditor Budget Year 2016 Service Description An internal service to provide independent, objective audits and consulting services related to risk and controls. Current State Customers & Their Expectations This service is delivered to: Audit Committee/Council, for comfort that management has effective processes in place to manage risk City senior management, for comfort that appropriate internal controls are in place to manage risk City staff, for understanding risks and the internal controls required to minimize risk. Existing Service Delivery Existing Customer Engagement Tools / Methods Is this Service Provincially Legislated? For this Service are there Approved Service Standards? Sub-Services N/A Independent, objective audits and consulting services to evaluate and improve the effectiveness of risk management, internal control and the practices that ensure accountability, fairness and transparency External resources (e.g. accounting firms or consulting firms) may be used to deliver the audit service. , telephone, face-to-face discussions, reports, and intranet No Yes N/A N/A International Professional Practices Framework (Institute of Internal Auditors) Internal Support & Administration Page 342 of 416

347 Recent Continuous Improvement Initiatives 2016 Approved Operating Budget In 2015: The Office of the City Auditor refined and applied its risk assessment methodology to City services (as described in the service portfolio) to ensure audit staff focuses on the higher risk areas and confirms management of risk. The Office worked with the Audit Committee to develop and implement the Committee's first committee calendar. This calendar supports the Audit Committee in fulfilling its responsibilities by setting out the information required, who is responsible for providing and the timing of when the information is to be brought to the Audit Committee Emerging Opportunities and Anticipated Risks Emerging Opportunities Shift focus of audits to the key processes supporting delivery of City services to further support efficient and effective operations. Participate in service reviews to assess the reliability and relevancy of performance measures. Conduct audits of more corporate/shared processes. This results in more effective use of audit resources and makes sure appropriate internal controls are in place for processes affecting all services. Use computer software to analyze data and provide continuous monitoring. This focuses audit resources on high-risk transactions/ events and provides assurance that appropriate risk management and control activities are in place and operating effectively. Become more involved in the development of key corporate program implementations to proactively assess the risk and controls. Anticipated Risks The amount of change in the organization poses additional risk as processes are changed/improved and the way services are delivered is changed. The inability to demonstrate "added value" to management and Council may result in changes in the way Internal Audit services are delivered. Service Objectives Define Internal Audit's role and responsibilities in service reviews. Develop the tools to help service owners establish reliable and relevant performance measures and provide confidence in the performance measurement system. Assess and implement practices to use computer software to support data analytics in audit planning and fieldwork. This will improve the quality of the audit and value of audit results. Utilize the process portfolio to prioritize corporate/shared processes for inclusion in the 2017 audit work plan. Develop the business case to support using automated working papers software to improve the efficiency of the internal audit function. Target Completion Jan 2016 Jul 2016 Sep 2016 Jul 2017 Internal Support & Administration Page 343 of 416

348 MEASURING SUCCESS How much did we do? 2016 Approved Operating Budget Performance Measurement 2011 Actual 2012 Actual 2013 Actual 2014 Actual 2015 Projection 2016 Forecast 2017 Forecast 2018 Forecast Number of Audits Completed (#) Number of Hours Spent on Consulting and Special Investigations (#) How well did we do it? Performance Measurement 2011 Actual 2012 Actual 2013 Actual 2014 Actual 2015 Projection 2016 Forecast 2017 Forecast 2018 Forecast Perceived Value of Audits Story behind the data Internal Audit works for management and the Audit Committee. We add value by helping identify and assess risks and demonstrate how well the internal controls are working. We survey our customers at the end of every audit to determine how much value they got out of the audit and the results. We have a target of achieving an average of 3 out of a total score of 4. The scores are based on a scale from 1 to 4. Performance Measurement 2011 Actual 2012 Actual 2013 Actual 2014 Actual 2015 Projection 2016 Forecast 2017 Forecast 2018 Forecast Story behind the data The audit work plan is based on the allocation of available audit hours. Audits are planned using a range of hours based on the complexity of the area. In 2014, we have used 99% of available audit hours. Internal Support & Administration Page 344 of 416

349 Is anyone better off? Performance Measurement Story behind the data Where do we want to go? Overall internal audit ratings An overall audit rating is an opinion based on the findings for the function audited. Tracking of audit results since inception of the Internal Audit Service shows slightly over half of the audits completed to date have rated the area audited "fair" to "weak." This suggests there is opportunity to improve internal controls, compliance with policy and laws and/or improve the efficiency and effectiveness of operations. Increase percentage of overall internal audit ratings of "good" and "excellent". Performance Measurement Story behind the data Where do we want to go? Percentage of internal audit findings by severity rating Findings are categorized by severity. Tracking of severity rating since the inception of Internal Audit Service indicates the majority of findings rated medium and low. These overall results indicate management has controls in place and these controls are working relatively well to manage the risk in the audited areas. Decrease the number of high and medium risk audit findings. Internal Support & Administration Page 345 of 416

350 2016 OPERATING BUDGET SERVICE SUMMARY FINANCIAL INVESTMENT Approved Budget Actual Base Budget % Change vs Budget Business Cases Total Budget Internal Audit % Change vs Budget Human Resources $ 582,460 $ 566,850 $ 351, % $ - $ 351, % Operating/Minor Capital Equip. $ 3,200 $ 1,818 $ 3, % $ - $ 3, % Purchased Services $ 39,970 $ 74,452 $ 40, % $ - $ 40, % Corp. Expenditures/Provisions $ - $ - $ - 0.0% $ - $ - 0.0% Internal Charges & Settlements $ - $ - $ - 0.0% $ - $ - 0.0% TOTAL EXPENDITURES $ 625,630 $ 643,120 $ 395, % $ - $ 395, % Controllable Revenues $ - $ - $ - 0.0% $ - $ - 0.0% General Revenues & Recoveries $ (326,000) $ (338,702) $ (68,820) -78.9% $ - $ (68,820) -78.9% TOTAL REVENUES $ (326,000) $ (338,702) $ (68,820) -78.9% $ - $ (68,820) -78.9% NET OPERATING BUDGET $ 299,630 $ 304,418 $ 326, % $ - $ 326, % Internal Support & Administration Page 346 of 416

351 Service Business Plan Service Name Fleet Management Service Type Internal Service Owner Name Mike Fillion Alignment to Strategic Plan Vibrant Neighbourhoods Service Owner Title Manager of Fleet Budget Year 2016 Service Description An internal service to provide vehicle and equipment maintenance and replacement and operator training. Current State Customers & Their Expectations Existing Service Delivery This service is delivered to: All City services (excluding Fire and Transit) that use vehicles and/or equipment to serve their customers. Delivering these services requires a cost-effective, reliable and safe vehicle. Perform scheduled maintenance and coordinate all minor and major repairs to a fleet of 295 vehicles and equipment, and 268 pieces of small equipment. Replace existing vehicles and equipment at the end of their life cycle, including disposal. Training of staff in proper use of City vehicles and equipment. The Fleet Management Service is mainly provided by in-house staff, who also administer specialized repairs that are contracted out. Existing Customer Engagement Tools / Methods The capital budget review process is conducted annually. This includes providing budget estimates for vehicle and equipment usage by department. Customer engagement tools include telephone, in person, and reports. Is this Service Provincially Legislated? For this Service are there Approved Service Standards? No Yes N/A Highway Traffic Act, Council-approved levels of service Internal Support & Administration Page 347 of 416

352 Sub-Services Vehicle and Equipment Maintenance Vehicle Procurement Vehicle and Equipment Operator Training Fuel Dispensing Recent Continuous Improvement Initiatives 2016 Approved Operating Budget Provide regularly scheduled service, minor and major repairs, fuelling, annual licensing and emission testing. Purchase of new and replacement vehicles and equipment at the appropriate time to minimize life cycle costs and right-size the fleet, including disposal. Coordinate training of operators of City vehicles and equipment, perform monthly driver license checks, investigate and review accidents, and retrain operators, as required. Maintain fuel inventory and administer the fuel dispensing system for the fleet. In early 2015, the service completed the implementation of the new more stringent Ministry of Transportation of Ontario Driver Certification Program requirements. This enables the City to continue to renew and upgrade vehicle operators' drivers licenses. Throughout 2015, Fleet Management led the development of a driver qualifications program for Roads and Parks Maintenance staff, on a position by position and service by service basis. The program has identified the core training that each employee needs. Deficiencies will be addressed on a priority go forward basis, in accordance with the seasonal nature of many of the services provided. Driver training records and future training opportunities were also migrating to Our Training Room, with the assistance of Human Resources. This initiative will improve employee and public safety, and reduce the City s liability. In 2015, the service assessed all vehicles and equipment scheduled for replacement in It was found that $800,000 of scheduled 2016 replacements could be deferred by at least one year, due to the diligent maintenance practices over the life span of the vehicle and operator training. Emerging Opportunities and Anticipated Risks Emerging Opportunities Alternate technologies, such as plug-in hybrid and electric vehicles. A thorough review of each option will ensure that increased costs of new technologies have an appropriate return on investment through fuel savings, reduced emissions and/or other benefits. New green technologies for small equipment, such as electric chainsaws. Anticipated Risks Fuel price increases within an approved budget year. Higher investment cost of new technologies. Internal Support & Administration Page 348 of 416

353 Service Objectives In 2016, the service will deliver a 50% increase in the number of staff trained who register for a training program through Our Training Room. In 2016, the procurement program will continue to thoroughly assess the "right sizing" of each vehicle and equipment purchase, in regard to both ensuring the appropriate vehicle or equipment is purchased to perform the required job and minimizing negative environmental impacts. Continuing in 2016, Fleet Management will analyze the effect of vehicle life-cycle extension on the average cost per kilometre of vehicle usage by size and/or class within the fleet. This will help determine the optimum time to replace vehicles. Target Completion Dec 2016 Dec 2016 Jun 2017 Internal Support & Administration Page 349 of 416

354 MEASURING SUCCESS How much did we do? 2016 Approved Operating Budget Performance Measurement 2011 Actual 2012 Actual 2013 Actual 2014 Actual 2015 Projection 2016 Forecast 2017 Forecast 2018 Forecast Number of vehicles and equipment procurements completed (Excluding minor equipment)* Number of preventive maintenance services performed Number of staff trained in vehicle and equipment operation How well did we do it? Performance Measurement Story behind the data Percentage of vehicles and equipment replacement extended When new vehicles and equipment are put into service, a life cycle expectancy has traditionally been established based on the manufacturer's recommendation. The city has then been able to extend vehicle replacements in many cases through timely preventative maintenance and driver training. This has a positive impact on the capital fleet budget by reducing funding requirements each year. Internal Support & Administration Page 350 of 416

355 Is anyone better off? Performance Measurement Story behind the data Where do we want to go? Reduction in year over year Commercial Vehicle Operators Registration (CVOR) Safety Rating Percentage The city uses a comprehensive program of driver training, accident reviews, and retraining to minimize infractions and reduce the overall CVOR Safety Rating to below the sanction or audit thresholds. These higher ratings can result in a Ministry of Transportation (MTO) warning letter, audit, or suspension of the city's ability to operate its fleet. Unfortunately, the severe weather conditions over the and winter seasons contributed to a higher rate of incidents and a resulting increase in the CVOR Rating. The city is working diligently to better prepare its operators who must drive under very challenging conditions, in order to keep roads safe for motorists. In addition, the city will be replacing some of its existing snowplow units (at the end of their life span) with units with additional functionality (e.g. ability to salt both in front and beside the vehicle), in order to improve the control of the vehicle in winter conditions. Internal Support & Administration Page 351 of 416

356 2016 OPERATING BUDGET SERVICE SUMMARY FINANCIAL INVESTMENT Approved Budget Actual Base Budget % Change vs Budget Business Cases Total Budget Fleet Management % Change vs Budget Human Resources $ 1,333,900 $ 1,371,191 $ 1,366, % $ - $ 1,366, % Operating/Minor Capital Equip. $ 949,880 $ 949,512 $ 853, % $ - $ 853, % Purchased Services $ 469,581 $ 427,771 $ 445, % $ - $ 445, % Corp. Expenditures/Provisions $ - $ - $ - 0.0% $ - $ - 0.0% Internal Charges & Settlements $ 31,097 $ 30,283 $ 31, % $ - $ 31, % TOTAL EXPENDITURES $ 2,784,458 $ 2,778,757 $ 2,696, % $ - $ 2,696, % Controllable Revenues $ (2,000) $ (152) $ (2,000) 0.0% $ - $ (2,000) 0.0% General Revenues & Recoveries $ (3,201,635) $ (3,086,960) $ (3,149,134) -1.6% $ - $ (3,149,134) -1.6% TOTAL REVENUES $ (3,203,635) $ (3,087,112) $ (3,151,134) -1.6% $ - $ (3,151,134) -1.6% NET OPERATING BUDGET $ (419,177) $ (308,355) $ (454,144) 8.3% $ - $ (454,144) 8.3% Internal Support & Administration Page 352 of 416

357 2016 Budget 2016 Approved Operating Budget Mayor & Council Mayor & Council

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359 ORGANIZATIONAL STRUCTURE OFFICE OF THE MAYOR (3.0 Full-Time Equivalent - Regular Full Time) Mayor Mayor's Chief of Staff 1 FTE Communications Assistant - Office of the Mayor 1 FTE Administrative Associate - Office of the Mayor 1 FTE 0 FTE in part time staffing 0 FTE in contract staffing Mayor & Council Page 355 of 416

360 2016 OPERATING BUDGET SERVICE SUMMARY FINANCIAL INVESTMENT Approved Budget Actual Base Budget % Change vs Budget Business Cases Total Budget Office of the Mayor % Change vs Budget Human Resources $ 466,400 $ 449,973 $ 483, % $ - $ 483, % Operating/Minor Capital Equip. $ 18,285 $ 21,287 $ 18, % $ - $ 18, % Purchased Services $ 19,665 $ 18,590 $ 17, % $ - $ 17, % Corp. Expenditures/Provisions $ - $ - $ - 0.0% $ - $ - 0.0% Internal Charges & Settlements $ 902 $ 1,137 $ % $ - $ % TOTAL EXPENDITURES $ 505,252 $ 490,987 $ 519, % $ - $ 519, % Controllable Revenues $ (56,200) $ (55,056) $ (57,400) 2.1% $ - $ (57,400) 2.1% General Revenues & Recoveries $ - $ - $ - 0.0% $ - $ - 0.0% TOTAL REVENUES $ (56,200) $ (55,056) $ (57,400) 2.1% $ - $ (57,400) 2.1% NET OPERATING BUDGET $ 449,052 $ 435,931 $ 462, % $ - $ 462, % Mayor & Council Page 356 of 416

361 ORGANIZATIONAL STRUCTURE COUNCILLORS OFFICE (6.0 Full-Time Equivalent - Regular Full Time) Councillors Office Assistant to the Councillors 6 FTE 0.0 FTE in part time staffing 0.0 FTE in contract staffing Mayor & Council Page 357 of 416

362 2016 OPERATING BUDGET SERVICE SUMMARY FINANCIAL INVESTMENT Approved Budget Actual Base Budget % Change vs Budget Business Cases Total Budget Office of the Councillors % Change vs Budget Human Resources $ 1,270,615 $ 1,237,342 $ 1,302, % $ - $ 1,302, % Operating/Minor Capital Equip. $ 15,115 $ 14,405 $ 15, % $ - $ 15, % Purchased Services $ 52,720 $ 42,348 $ 53, % $ - $ 53, % Corp. Expenditures/Provisions $ - $ - $ - 0.0% $ - $ - 0.0% Internal Charges & Settlements $ - $ - $ - 0.0% $ - $ - 0.0% TOTAL EXPENDITURES $ 1,338,450 $ 1,294,096 $ 1,371, % $ - $ 1,371, % Controllable Revenues $ (343,100) $ (322,989) $ (350,700) 2.2% $ - $ (350,700) 2.2% General Revenues & Recoveries $ (1,000) $ (1,000) $ (1,000) 0.0% $ - $ (1,000) 0.0% TOTAL REVENUES $ (344,100) $ (323,989) $ (351,700) 2.2% $ - $ (351,700) 2.2% NET OPERATING BUDGET $ 994,350 $ 970,107 $ 1,019, % $ - $ 1,019, % Mayor & Council Page 358 of 416

363 2016 Budget 2016 Approved Operating Budget Corporate Expenditures & Revenues Corporate Expenditures & Revenues

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365 2016 APPROVED CORPORATE EXPENSES AND REVENUES vs Budget Actual Base Budget Business Cases Approved Change Budget Corporate Expenditures Financial Transactions Provision for Contingency 1,638,445 2,138,445 1,738,445 1,738, , % Provision for Insurance 3,100,000 3,100,000 3,250,000 3,250, , % Provision for Joseph Brant Hospital 4,800,000 4,800,000 4,800,000 4,800, % Provision for Strategic Land Acquisition 240, , , , % Provision for Randle Reef 230, , , , % Provision for Culture Initiatives 100, , , , % Provision for Policy Initiatives 100, , , , % Provision for Emerald Ash Borer 850, , , % Provision for Property Tax Matters 1,710,445 2,913,300 1,827,445 1,827, , % Total Financial Transactions 11,918,890 14,871,745 13,135,890 13,135,890 1,217, % Capital Financing Transactions Capital from Operating Funding 4,798,380 4,798,380 3,933,380 3,933,380 (865,000) 18.0% Provision for VDRF 2,805,800 2,805,800 2,889,975 2,889,975 84, % Provision to Infrastructure Renewal RESF 12,973,700 12,973,700 14,718,700 14,718,700 1,745, % Debt Charges 8,970,796 9,720,795 9,260,796 9,260, , % Total Capital Financing Transactions 29,548,676 30,298,675 30,802,851 30,802,851 1,254, % Shared Costs Civic Administration 1,821,451 1,649,400 1,767,598 1,767,598 (53,853) 3.0% Financial Expenses (ex. Bank Charges, postage, etc.) 1,118,590 2,849,526 1,114,090 1,114,090 (4,500) 0.4% Total Shared Costs 2,940,041 4,498,925 2,881,688 2,881,688 (58,353) 2.0% Total Corporate Expenditures 44,407,607 49,669,346 46,820,429 46,820,429 2,412, % vs Budget Actual Base Budget Business Cases Approved Change Budget Corporate Revenues Supplementary Taxes (900,000) (2,785,119) (900,000) (900,000) 0.0% Payment in Lieu of Taxes (3,150,330) (3,268,529) (3,258,750) (3,258,750) (108,420) 3.4% Penalties & Interest on Taxes (2,000,000) (2,201,071) (2,000,000) (2,000,000) 0.0% Earnings on Investments (5,100,000) (6,328,429) (5,300,000) (5,300,000) (200,000) 3.9% Reserve Fund Contribution to Operating (250,000) (250,000) (250,000) (250,000) 0.0% Other Revenues (187,500) (315,372) (202,500) (202,500) (15,000) 8.0% Corporate Expenditures & Revenues Page 361 of 416

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367 2016 Budget 2016 Approved Operating Budget Local Boards & Other Agencies Local Boards & Other Agencies Local Boards Burlington Public Library Burlington Economic Development Corporation Art Gallery of Burlington Burlington Performing Arts Centre Museums of Burlington Tourism Burlington Other Agencies Halton Court Services

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369 2016 APPROVED LOCAL BOARDS AND OTHER AGENCIES vs Budget Actual Base Budget Business Cases Approved Change Budget Local Boards Burlington Public Library 10,147,439 10,147,439 10,299,651-10,299, , % Business Economic Development Corporation 1,270,092 1,270,092 1,289,143-1,289,143 19, % Art Gallery of Burlington 902, , , ,083 13, % Burlington Performing Arts Centre 752, , , , , , % Museums of Burlington 661, , , ,833 9, % Tourism Burlington 370, , , ,511 5, % Total Local Boards 14,105,499 14,105,499 14,317, ,300 14,505, , % Other Agencies Halton Court Services (634,473) (623,074) (634,473) - (634,473) - 0.0% Total Other Agencies (634,473) (623,074) (634,473) - (634,473) - 0.0% Total Local Boards and Other Agencies 13,471,026 13,482,425 13,682, ,300 13,870, , % Local Boards & Other Agencies Page 365 of 416

370 Burlington Public Library Board 2016 Proposed Operating Budget Submitted to: City Council City of Burlington September 21, 2015 Local Boards & Other Agencies Page 366 of 416

371 Executive Summary The Burlington Public Library Board is submitting a draft 2016 Current Budget for library operations within the 1.5% guideline. The Library Senior Management Team and the Board are very concerned that it will not be possible to achieve a balanced budget in the next years, given the growing demand for library services and the ever increasing cost environment the Library is encountering. Service and organizational reviews and strategic vacancy management practices are on-going as part of the Library s focused and careful stewardship of funds. These practices have allowed the balanced budget to be achieved for Consistent with the last few years, Burlington Public Library has continued to experience a significant increase in usage of the Library by our customers. Statistical Snapshot at August 31, 2015: 43% of Burlington residents are library members 80,906 people hold Burlington Public Library cards. 1,337,559 items circulated the equivalent of every resident in Burlington borrowing 7 items each so far this year. 6,437 new registrations to date on par with ,263 program attendees as of August 2015 the programs range from pre-school literacy programs to university level lectures. 727,192 people visited the library as of August % increase over ,112,029 on-line visits as of August % increase over 2014 on-line visits. 270,367 wireless access sessions in our libraries as of August 2015 a dramatic 42% increase over 2014 wireless usage. Library Board Priorities The Burlington Public Library contributes to community development and quality of life in our City. Burlington residents value their library services highly and recent increases in demands related to the economic downturn, high societal priority placed on 21 st Century literacies and the fact that more new Canadians have chosen Burlington as their new home have escalated the interest in and demand for library services in our community. Maureen Barry, Chief Executive Officer barrym@bpl.on.ca ext Local Boards & Other Agencies Page 367 of 416

372 Library Board Priorities and Mission Statement We are in the final year of the Library Board s Strategic Plan. In developing the proposed budget, the Library Board and Senior Management Team have attempted to preserve the priorities defined by the Strategic Plan and to align with the priorities in the City s Strategic Plan: Library Board s Strategic Priorities City Council s Strategic Priorities Vibrancy Vibrant Neighbourhoods Inclusivity Prosperity Innovation Excellence in Government Excellence in Organizational Leadership Our Mission Enriching Burlington by supporting 21st century literacies, lifelong learning, and community connections. These strategic priorities are focused on evolving library services and contributing to the development of our community. The Burlington Public Library contributes to neighbourhood vibrancy and quality of life in our City. Development of the Board s next Strategic Plan is underway with the anticipated launch in June, We look forward to discussing our budget submission with you and are happy to entertain questions or comments. Budget Challenges It has been extremely challenging to achieve a balanced budget for 2016 and to stay within the 1.5% guideline established by the City. In addition, the direction from the City to absorb program changes within the base budget unless greater than $25,000 has further tested the Library s ability to avoid a deficit in Burlington Public Library is experiencing financial pressures that exceed the 1.5% guideline while at the same time experiencing an unprecedented and increasing demand for our services. The Library Senior Management Team and the Board are very concerned that it will not be possible to achieve a balanced budget in future years, given the increasing demand for library services and the ever rising cost environment the Library is encountering. Local Boards & Other Agencies Page 368 of 416

373 Some of the financial pressures Burlington Public Library is experiencing include: Library generated revenues: These are anticipated to be 8.9% lower than the 2015 base budget. Overall, the composition of Library generated revenue has changed and it is estimated that fines will be 8.0% lower in This trend has been realized over the last few years (10.5% reduction in 2014 and 10.8% in 2013) with the increase usage of the electronic collection and it is expected to continue. Legislated requirements: Increase to the Student minimum wage of $4,800. Energy Cost inflation: Costs related to utilities are rapidly increasing. At August 2015, utilities cost were 6.3% higher than The Library has followed the City guidelines for utility increases for 2016 of 7.0% for hydro and 1.5% for natural gas and water and this has resulted in higher 2016 building costs. US-Canadian Exchange rate: o The Collection, the second largest budget line, is being negatively impacted by the deterioration of the Canadian dollar relative to the US dollar. Approximately 17% of Collection purchases are made in US dollars. In addition, it is expected that purchases of Collection materials in Canadian dollars will also be negatively impacted as the exchange rate impact will also be felt by Canadian book distributors. Although the increase in cost is anticipated to be $50,000, only half the increase was captured in the budget due to revenue constraints and this will negatively impact the volume of Collection purchases in o Automated systems includes costs related to software, data communication and IT service contracts. A modest increase of 1.9% over the 2015 base expense is expected primarily related the Canadian/US dollar exchange rate impact on vendors paid in US funds. Provincial operating and pay equity grants: The amounts have not been adjusted since the late 1990's. The Province has initiated a new program, Library Capacity Fund where funds are available for specified initiatives such as technology support. An amount has not been budgeted for 2016 as any amount received must be fully offset by allowable expenditures. E-Book Pricing: Burlington Public Library is experiencing an increased demand for e-books and we share the challenges of other libraries in meeting demands due to the high prices charged to public libraries for e-publications. Major publishers are charging public libraries e-book prices that are 5 to 8 times the prices charged to members of the public for the same titles. For example, a popular e-book title by author John Grisham would cost a resident approximately $14 while the public library is charged approximately $90 for the same e-book. Following are some statistics that demonstrate the challenges faced by the Library: o E-book circulation has increased 27% since 2013 o Expenditures on e-books have increased 46% since 2013 Local Boards & Other Agencies Page 369 of 416

374 Meeting the Challenges The Library Board and Senior Management have been proactive in meeting financial challenges. Service and organizational reviews and strategic vacancy management practices are on-going as part of the Library s focused and careful stewardship of funds. In particular, during 2015 the Library has also experienced higher number of vacancies which has provided the opportunity for additional savings. The salary budget includes a vacancy factor offsetting a potentially larger budget increase. The vacancy factor represents an expectation that during 2016 there will be transition of staff leaving some positions unstaffed for short periods of time. One new rental space was established and strategic rental rates increases were implemented in The Library also implemented improved practices in the summer of 2014 with a unique focus on materials recovery and fines owing. In 2015, this program has been extended and enhanced results are expected in In addition, the Library has benefited in 2015 with support from a Canada Summer Jobs grant of $1,320 for hiring a summer student as Reading Buddies Leader to support young readers to maintain their reading skills during the summer months. Burlington Public Library was one of two recipients of a $2,620 from the Burlington Community Foundation for the Seed Library initiative. The Library continues to initiate potential grant opportunities when possible. In 2015, the Library received two Capacity Grants from the Province of Ontario. These totaled $45,167 and must be fully offset by allowable expenditures. The first grant of $24,575 allowed acquisition of Chromebooks, VHS to digital converters and a negative to digital scanner for direct customer use. The second grant of $20,592 will be used to hire contract staff for digital content creation for local history and any remaining funds will be allocated for additional equipment for the makerspace. The Library has endowment funds established with the Burlington Community Foundation and when investment markets experience profitable years, interest earned is allocated towards services to those with vision difficulties (as per the direction of those who left the bequests). In 2015, investments with the Burlington Community Foundation has allowed for $27,475 to be withdrawn and used in alignment with the endowment Investment: Community Focus and Growth 2015, the final year of the Library Board s Strategic Plan is a year dedicated to building on initiatives developed throughout the plan. Among these are: Local Boards & Other Agencies Page 370 of 416

375 Inclusivity Expanded accessible programming for those with diverse needs. This included regular class visits from Robert Bateman Secondary Schools The Centre, a program for high school students with special needs and working with the Adult Outdoors Opportunity Camp, Camp Unity (for children with Fetal Alcohol Syndrome) and Camp Can-Do at Tansley Woods Community Centre. Brought technology and Internet access to community groups through our tablet kits and MiFi wireless access. Partnered with the Halton District School Board, Age Friendly Seniors Council and Brant Long Term Care Centre on the Grandpal penpal program Students were paired with residents of the Centre. In addition to this being an learning experience for the students, the project was important for decreasing social isolation among the seniors. Outdoor Opportunity Camp Grandpal Tea where students met their Grandpal partners Innovation/ 21 st century literacies Brought maker concepts to new groups. These programs were a hit in the library with teens and children. Staff took them beyond the walls to community programs and camps for those with accessibility issues. Working with teens, changed the teen volunteer program to offer more meaningful opportunities for skill development and leadership. This included an initiative for teens to maintain two of the Library s social media sites, a project which earned recognition from Mozilla Hive Toronto, a group dedicated to developing digital and web literacy skills for youth for future success. Piloted maker programs which will become regular services in the Library s makerspace, to open in the late Fall, Local Boards & Other Agencies Page 371 of 416

376 Excellence in Organizational Leadership Expanded the Library investment in training and development of staff in order to support succession plan and leadership development. At present, 3 staff members are studying in Masters programs, 2 others are applying and 3 graduated in Redesigning the Library performance management system and focusing on staff development through collaboration with Fresh Insights. Implemented an employee engagement tool through Plasticity Labs with an emphasis on measuring employee engagement through on-line surveys and day-to-day interactive communications. Alton Branch Library: Growing and Developing Community in North Burlington Alton Library is a collaborative community place for people; to learn, connect, play and discover. Alton Library opened in October 2013 has been embraced by both the Alton neighborhood and the staff and students of Dr. Frank J. Hayden High School. This has established the Alton Branch Library as a community destination. Programs: Young Families Held storytimes for a packed audience 11 times each week during the fall, winter and spring. During Summer 2015, Family Storytime had a record number of attendees, an average of 87 customers at each storytime. Continued to hold Fun Fridays active play partnership program with the Halton Public Health and the R.O.C.K. (Reach Out Centre for Kids). In Fall 2015, Alton expanded their partnership with R.O.C.K. and began offering a Mother Goose drop-in twice each week. In partnership with Hayden and the St. John s Ambulance Therapy Dog program, Alton held Bark Break stress reduction sessions during January and June 2015 exams for Hayden students after spending time with students, the dogs then stayed to attend storytime. Alton Frozen Party Birds of Prey, March Break 2015 Local Boards & Other Agencies Page 372 of 416

377 Programs: Teens and Dr. Frank J. Hayden Partnership: Alton teens have told us that they want practical skills and leadership and volunteer opportunities. Alton Teen Advisory Board will partner with Forest House, a home cognitively disabled adults, to create activities that bring both groups together. In Alton will be piloting a program where Hayden students will volunteer to create and stage puppet shows for children. Increased summer volunteer opportunities for teens at Alton providing hours of volunteer time in July and August, 2015 through 16 teens. From making LED cakes for Hayden Try-It Mornings, to Trivia Battle of the Fandoms, to Exam Cram, Alton staff animated incredible teen programs for students at Hayden and the community in general. Decorating cupcakes at a monthly Twisted Tuesday program, in partnership with Frank J. Hayden Diverse Neighbourhood: The diversity of the community population has influenced Alton s service plans including: Partnered with Halton Multicultural Council to provide high interest educational programming to newcomers in Partnered with Halton Multicultural Council to provide homework help to newcomer students. A Settlement worker is at Alton bi-weekly providing guidance and advice to newcomers and assistance with preparation for citizenship tests. There has been a strong interest from the Alton community in the library s multi lingual resources, and Alton collections have been increased to meet needs. Staff from Alton Branch and Community Engagement and Marketing held a pop-up program at the Norton Park splash-pad, in an effort to reach out to the multicultural community of Alton Village who are not yet regular library users. Local Boards & Other Agencies Page 373 of 416

378 Deepti Mahajan at Splashpad pop-up Our Commitment Burlington Public Library Board and Staff are committed to strong stewardship and careful administration of all funding dollars. Burlington residents place a high value on the collections, services, programs and spaces provided by Burlington Public Library. The Library is committed to evolving and making stronger community connections in Local Boards & Other Agencies Page 374 of 416

379 Budget 2015 Projected 2015 Projected 2015 Variance Burlington Public Library 2016 Draft Operating Budget 11/2/2015 Budget 2016 Change vs 2015 Base 2016 Base vs 2015 Base % Change REVENUE 10,147,439 10,147,439 0 City of Burlington 10,299, , % 229, ,380 0 Province of Ontario 229, , ,170 (4,955) Library Generated 271,686 (26,439) -8.9% 0 4,955 4,955 Grants and Donations ,674,944 10,674,944 0 Total Revenue 10,800, , % EXPENDITURES Employee Costs: 6,614,713 6,565,188 49,525 Salaries 6,641,784 (27,071) -0.4% 1,668,383 1,624,603 43,780 Employee Benefits 1,711,766 (43,383) -2.6% 8,283,096 8,189,791 93,305 8,353,550 (70,454) -0.9% Library Resources: 985,700 1,035,700 (50,000) Materials 1,010,700 (25,000) -2.5% 15,700 15,700 0 Processing 15, ,001,400 1,051,400 (50,000) 1,026,400 (25,000) -2.5% 33,003 33,003 0 Programming 35,203 (2,200) -6.7% 311, ,253 0 Operating Costs 322,459 (11,206) -3.6% 710, ,994 6,695 Building Costs 724,579 (13,890) -2.0% 271, ,503 0 Automated Systems 276,549 (5,046) -1.9% 56, ,000 (50,000) Equipment and Repairs 56, ,000 8,000 0 Legal 6,000 2, % Retained Savings to Reserve 10,674,944 10,674,944 0 Total Expenditures 10,800,740 (125,796) -1.2% Revenue Less Expenditures 0 0 Local Boards & Other Agencies Page 375 of 416

380 September 21, 2015 Mayor and Members of Council City of Burlington 426 Brant Street, P.O. Box 5013 Burlington, Ontario L7R 3Z6 Dear Mayor Goldring and Members of Council, On behalf of the Burlington Museums Board, I am pleased to present the 2016 Draft Proposed Consolidated Current Budget for Joseph Brant Museum and Ireland House at Oakridge Farm. To date, our two museums have attracted more than 32,285 visits both on site and to our special events and we are on track to exceed this number by the end of Our Museums continue to buzz with activity and, as always, there is an excitement behind the scenes. Museums staff and volunteers continue to develop and implement our school programs as well as youth group programs. We undertook l new weekend programs this year, including our Lego Club at Joseph Brant Museum. A number of excellent exhibitions were showcased at the Museums, among them Commitment + Perseverance = Success: Burlington s Sporting Legacy. Our annual calendar of special events continues to attract visitors in growing numbers. Each event provides a wide range of activities for our visitors to enjoy, particularly historical activities, enriched Museum tours and historical demonstrators and artisans. We continue to have a strong volunteer program for both adults and youth. Many of our core volunteers have been involved with the sites for many years, which speaks to the positive volunteer experience provided. Our membership continues to remain constant. The e commerce aspect of our website has been in operation for over a year and is popular for registering children for our successful March Break and Summer Camp programs. We ve received $9,274, to date, in tax receipted gifts and donations; operating grants totaling $58,426; approximately $15,000 in summer employment grants; $10,000 from the Celebrate Canada Program for our annual Canada Day Strawberry Festival; $9,000 from Ignite Ontario Pan Am/ParaPan Am Games Grant for Joseph Brant Day; $8,000 from the Seniors Community Grant Program for our Seniors Sharing History program and, $2,000 from TD Bank in support of our summer camp program. Our website, received 26,885 visits in % were new users to the site. Monthly average was 2,240 visits. We worked with many of our colleagues within our community through collaboration and joint programming. Examples of which are: Burlington Historical Society, Heritage Burlington, Burlington Public Library, Art Gallery of Burlington, Burlington Performing Arts Centre, Royal Botanical Gardens, Tourism Burlington, Burlington Chamber of Commerce, Downtown Burlington Business Improvement Area, Volunteer Halton, Burlington Mundialization Committee, Friends of Freeman Station, Burlington Inclusivity Advisory Committee, Halton Catholic District School Board, Halton District School Board, schools and teachers, youth group organizations, service clubs. The budget has been prepared following Council direction of a 1.5% base budget target for local boards. Local Boards & Other Agencies Page 376 of 416

381 The Burlington Museums Board, staff and volunteers appreciate the continued support of City Council and Staff. Thank you. Sincerely, Barbara Teatero Barbara E. Teatero Director of Museums Local Boards & Other Agencies Page 377 of 416

382 September 21, 2015 Burlington Museums Board 2016 Draft Proposed Consolidated Current Budget Change vs Budget Actual Budget Year End Proposed % Change vs Program Proposed $ % Projections Base Budget 2015 budget Changes Budget City of Burlington Grant 652, , , , % 0 671,833 9, % Province of Ontario 58,426 58,426 58,426 58, % 58, % Earned Revenue 85,734 65,009 81,102 76, % 76,079 11, % Museum Programs 37,835 41,450 55,544 43, % 43,522 2, % Doors Open Burlington 9, ,200 Total revenue 843, , , , % 0 849,860 23, % EXPENSES Salaries, Wages & Benefits 603, , , , % 671,020 17, % Grant Salaries, Wages & Benefits - Subsidy 0 1,000 1,000 1, % 1, % Staff Development and Travel 2,796 4,323 5,235 4, % 4, % Collections Management 8,410 14,537 8,058 14, % 14, % Museums Programs 51,030 48,515 41,781 49, % 49, % General Office Materials 9,611 7,500 5,693 7, % 7, % Purchases of Inventory 8,764 9,001 8,302 10, % 10,237 1, % Telephone and Utilities 33,669 33,245 32,955 35, % 35,609 2, % Repairs & Maintenance 63,375 39,112 35,843 39, % 39, % Insurance & Professional Fees 8,685 9,784 9,905 9, % 9, % Fee Waiver - La Salle Park 1,244 1,244 1,244 1, % 1, % Doors Open Burlington 8,367 5,000 4,628 5, % 5, % Total expenses 799, , , , % 0 849,861 23, % Surplus/(Deficit) 43, ,526 (1) (0) 0 (1) 0 (0) Local Boards & Other Agencies Page 378 of 416

383 1333 Lakeshore Road Burlington, Ontario, Canada L7S 1A9 T: F: ArtGalleryofBurlington.com September 22, 2015 Attention: Sandy O Reilly Controller and Manager of Financial Services City of Burlington Dear Sandy O Reilly, Please find attached the AGB s Operating submission for the years Our grant request for 2016 is $916,083 as per the City s allocation guideline. A list of notes relating to the attached summary is also included. As you know, 2014 and 2015 were transitional years for the AGB, and we believe that 2016 will be a far more predictable year than either of the previous two have been, Thank you for your consideration of our request. If you have any questions or require further information please contact me at your earliest convenience. Sincerely, Robert Steven President and CEO Local Boards & Other Agencies Page 379 of 416

384 ART GALLERY of BURLINGTON PROPOSED 2016 OPERATING BUDGET 2015 %change REVENUE SUMMARY 2016 Projected 2015 from Proposed 2015 to Approved Approved Budget Variance Year End Budget to Proposed $ $ $ $ % 1 City of Burlington Operating Grant 916, , , City of Burlington One-Time Funding 140, ,000 3 AGB Foundation Grant 135, , ,500 (15.6) 4 AGB Foundation Grant 2014 deferral ,000 76,000 5 OAF /AGBF 20,000 5,224 25,224 20, Exhibitions 110,325 23, ,309 86, Education Programs 300,000 52, , , Enterprise Revenues 420,000 (69,282) 420, ,625 (14.2) 9 Art Etc 530,000 (44,166) 530, ,000 (7.8) 10 TOTAL REVENUE 2,431, ,385 2,685,355 2,577,970 (5.7) EXPENSE SUMMARY 11 Exhibitions 316,818 37, , , Education Programs 364,892 (69,073) 396, , Enterprise/Marketing 290,842 74, , ,076 (20.8) 14 Art Etc. 496,359 38, , ,644 (6.1) 15 Administration 284, , , ,294 (22.6) 16 Occupancy & Maintenance 666,917 39, , ,019 (1.9) 17 Restructuring (72,000) 72, Debt Reduction 11, TOTAL EXPENSES 2,431, ,673 2,424,297 2,577,970 (4.9) 20 EXCESS (DEFICIT) OF REVENUE OVER EXP'S CURRENT YE - 261, , PRIOR YEARS ACCUMULATED SURPLUS (DEFICIT) (58,856) (319,914) (319,914) 22 ACCUMULATED SURPLUS (DEFICIT) (47,394) (58,856) (58,856) Local Boards & Other Agencies Page 380 of 416

385 2016 Budget Notes Art Gallery of Burlington Key Assumptions by Summary Line Number: 1- City of Burlington Operating Revenue will equal the amount indicated in the City s draft operating plan. 2- City of Burlington One-Time Funding is now complete 3- AGB Foundation Grant will be $135,500, the decrease from 2015 is due to the exceptional burden the Foundation undertook for 2015, which it does not have the capacity to repeat 4- All deferred funds have been recognized 5- none 6- Exhibition related revenue is maintained at approximately the level projected using 2015 actuals 7- Education related revenue is reduced as the level generated in 2015 was unusually high 8- Enterprise revenues are maintained at the level projected by 2015 actuals 9- Art Etc. revenues are maintained at the level projected by 2015 actuals 10- None 11- Exhibition related expense is proposed to increase due to implementation of the Halton Living Wage 12- Education related expense is proposed to increase due to implementation of the Halton Living Wage 13- Enterprise/Marketing expense is proposed to be maintained at approximately the level projected by 2015 actuals. 14- Gift Shop (Art Etc) expense is proposed to be maintained at approximately the level projected by 2015 actuals 15- Administration expense is proposed to increase over 2015 projection due to implementation of the Halton Living Wage 16- Occupancy and Maintenance expense is increased due to CEO wages 17- Restructuring costs are accrued based the requirements of our auditors 18- The accumulated deficit will be reduced by 19% 19- Total expense will decrease as part of the AGB s plan to achieve financial sustainability 20- None 21- The 2014 accumulated deficit was higher than anticipated due to the extraordinary nature of the year in terms of the organizational transformation. The 2015 surplus decreases that accumulated deficit by 81.6% 22- None Local Boards & Other Agencies Page 381 of 416

386 AGB Plan Projection change in $ Revenues Government 1,234,640 (193,432) 1,041,208 1,062,032 1,083,272 1,137,436 1,160,185 1,183,388 Earned 704,854 43, , , , , , ,606 User Fees 298,000 2, , , , , , ,000 Events 158,823 16, , , , , , ,349 Investments 25,424 (4,224) 21,200 21,200 21,200 21,200 21,200 21,200 Foundation 160,500 (25,000) 135, , , , , ,223 Other 103,114 (92,114) 11, Total Revenue 2,685,355 (253,447) 2,431,908 2,505,172 2,583,908 2,709,902 2,809,123 2,913,776 Expenses Wages and Benefits 1,303,112 45,894 1,349,006 1,389,476 1,431,160 1,474,095 1,518,318 1,563,867 Earned Revenue Expense 341,415 13, , , , , , ,507 Fundraising Expense 75, ,500 77,010 78,550 80,121 81,723 83,358 Programs and Services 310,365 (73,465) 236, , , , , ,351 Administration 118,250 (5,500) 112, , , , , ,485 Facilities 220,824 8, , , , , , ,047 Marketing 55,000 8,000 63,000 66,780 70,786 75,034 79,536 84,308 Total Expense 2,424,297 (3,581) 2,420,716 (2,493,392) (2,568,459) (2,646,010) (2,726,132) (2,808,923) Surplus 261,058 11,192 11,780 15,449 63,892 82, ,853 From 2016 through 2021: Changes annually by: From : Changes annually by: Revenues Expenses Government 2.0% Wages and Benefits 3.0% Earned 5.5% Earned Revenue Expense 2.0% User Fees 0.0% Fundraising Expense 2.0% Events 5.0% Programs and Services 5.0% Investments 0.0% Administration 2.0% Foundation 10.0% Facilities 2.5% Marketing 6.0% Local Boards & Other Agencies Page 382 of 416

387 Local Boards & Other Agencies Page 383 of 416

388 Local Boards & Other Agencies Page 384 of 416

389 The Burlington Performing Arts Centre 2016 Draft Operating Budget Estimated % Change 2016 % Change Base Change Vs vs 2015 Program 2016 Total vs 2015 Budget YEP Variance Budget 2015 Budget Budget Changes Budget Budget Revenue $ 908,000 $ 1,183,788 $ 275,788 Ticket sales to presenting series $ 1,270,000 $ 362, % $ - $ 1,270, % 28,640 6,000 (22,640) Ticket sales to special events 6,000 (22,640) (79.05%) - 6,000 (79.05%) 40,000 30,000 (10,000) Memberships 35,000 (5,000) (12.50%) - 35,000 (12.50%) 15,000 7,400 (7,600) Advertising 7,500 (7,500) (50.00%) - 7,500 (50.00%) 75,000 38,180 (36,820) Fundraising & donations 35,000 (40,000) (53.33%) - 35,000 (53.33%) 150, ,000 (20,000) Sponsorship 140,000 (10,000) (6.67%) - 140,000 (6.67%) 142, , Box office handling fees 136,430 (5,830) (4.10%) - 136,430 (4.10%) 99, ,800 14,830 Ticket service fees 126,010 26, % - 126, % 135, ,000 15,000 Concessions 151,500 16, % - 151, % 57,100 42,000 (15,100) In-kind contributions 42,000 (15,100) (26.44%) - 42,000 (26.44%) 18,300 20,589 2,289 Coat check, merch. commissions, other revenue 20,580 2, % - 20, % 385, ,315 (117,378) Rental revenue 303,030 (82,663) (21.43%) - 303,030 (21.43%) 72,230 77,288 5,058 Grants: Federal 60,000 (12,230) (16.93%) - 60,000 (16.93%) - 12,776 12,776 Provincial 34,725 34,725-34,725 23,275 31,388 8,113 Other - (23,275) (100.00%) - - (100.00%) 417, ,141 (87,110) Recovered costs 339,235 (78,016) (18.70%) - 339,235 (18.70%) Prior Approved Carry Forward Funds 83,325 84,890 1,565 Two contract positions - (83,325) (100.00%) - - (100.00%) 84, ,249 55,093 Revenue shortfall - (84,156) (100.00%) - - (100.00%) City of Burlington: 752, ,572 - Base budget contribution 763,861 11, % 188, , % 3,487,772 3,562,376 74,604 Total Revenue 3,470,871 (16,901) (0.48%) 188,300 3,659, % Expenses 1,498,860 1,337,062 (161,798) Salaries, wages and benefits 1,358,705 (140,155) (9.35%) 145,000 1,503, % 1,870,662 2,110, ,082 Other operating expenses 2,002, , % 43,300 2,046, % 3,369,522 3,447,806 78,284 3,361,496 (8,026) (0.24%) 188,300 3,549, % 118, ,570 (3,680) Contribution to Capital Renewal Fund 109,375 (8,875) (7.51%) - 109,375 (7.51%) $ 3,487,772 $ 3,562,376 74,604 Total Expenses $ 3,470,871 $ (16,901) (0.48%) $ 188,300 $ 3,659, % $ - $ - $ - Total Revenues Less Expenses NOT BOARD APPROVED October 9, 2015 Local Boards & Other Agencies Page 385 of 416

390 The Burlington Performing Arts Centre 2016 Draft Operating Budget Estimated % Change 2016 % Change Base Change Vs vs 2015 Program 2016 Total vs 2015 Budget YEP Variance Budget 2015 Budget Budget Changes Budget Budget Revenue $ 908,000 $ 1,183,788 $ 275,788 Ticket sales to presenting series $ 1,270,000 $ 362, % $ - $ 1,270, % 28,640 6,000 (22,640) Ticket sales to special events 6,000 (22,640) (79.05%) - 6,000 (79.05%) 40,000 30,000 (10,000) Memberships 35,000 (5,000) (12.50%) - 35,000 (12.50%) 15,000 7,400 (7,600) Advertising 7,500 (7,500) (50.00%) - 7,500 (50.00%) 75,000 38,180 (36,820) Fundraising & donations 35,000 (40,000) (53.33%) - 35,000 (53.33%) 150, ,000 (20,000) Sponsorship 140,000 (10,000) (6.67%) - 140,000 (6.67%) 142, , Box office handling fees 136,430 (5,830) (4.10%) - 136,430 (4.10%) 99, ,800 14,830 Ticket service fees 126,010 26, % - 126, % 135, ,000 15,000 Concessions 151,500 16, % - 151, % 57,100 42,000 (15,100) In-kind contributions 42,000 (15,100) (26.44%) - 42,000 (26.44%) 18,300 20,589 2,289 Coat check, merch. commissions, other revenue 20,580 2, % - 20, % 385, ,315 (117,378) Rental revenue 303,030 (82,663) (21.43%) - 303,030 (21.43%) 72,230 77,288 5,058 Grants: Federal 60,000 (12,230) (16.93%) - 60,000 (16.93%) - 12,776 12,776 Provincial 34,725 34,725-34,725 23,275 31,388 8,113 Other - (23,275) (100.00%) - - (100.00%) 417, ,141 (87,110) Recovered costs 339,235 (78,016) (18.70%) - 339,235 (18.70%) Prior Approved Carry Forward Funds 83,325 84,890 1,565 Two contract positions - (83,325) (100.00%) - - (100.00%) 84, ,249 55,093 Revenue shortfall - (84,156) (100.00%) - - (100.00%) City of Burlington: 752, ,572 - Base budget contribution 763,861 11, % 188, , % 3,487,772 3,562,376 74,604 Total Revenue 3,470,871 (16,901) (0.48%) 188,300 3,659, % Expenses 1,498,860 1,337,062 (161,798) Salaries, wages and benefits 1,358,705 (140,155) (9.35%) 145,000 1,503, % 44,580 51,600 7,020 Materials and supplies 45,775 1, % - 45, % 229, ,800 (5,450) Maintenance services and bldg operations 234,300 5, % - 234, % 86,367 68,830 (17,537) Office administration 70,735 (15,632) (18.10%) - 70,735 (18.10%) 753, , ,000 Artist expense 949, , % 17, , % 16,060 16,060 - Downtown parking levy 18,945 2, % - 18, % 73, ,725 94,525 Professional services 70,450 (2,750) (3.76%) - 70,450 (3.76%) 348, ,600 - Promotional expenses 349, % 25, , % 57,000 11,963 (45,037) Special events 12,000 (45,000) (78.95%) - 12,000 (78.95%) 28,245 6,185 (22,060) Education Outreach Program 9,865 (18,380) (65.07%) - 9,865 (65.07%) 6,900 11,981 5,081 New Horizons Project - (6,900) ,460 21,000 1,540 Communications 20,575 1, % - 20, % 178, ,000 - Utilities 191,101 13, % - 191, % 30,000 30,000 - Web site maintenance 30, % - 30, % 3,369,522 3,447,806 78,284 3,361,496 (8,026) (0.24%) 188,300 3,549, % 118, ,570 (3,680) Contribution to Capital Renewal Fund 109,375 (8,875) (7.51%) - 109,375 (7.51%) $ 3,487,772 $ 3,562,376 $ 74,604 Total Expenses $ 3,470,871 $ (16,901) (0.48%) $ 188,300 $ 3,659, % $ - $ - $ - Total Revenues Less Expenses NOT BOARD APPROVED October 9, 2015 Local Boards & Other Agencies Page 386 of 416

391 Mapping of Revenues and Expenses in 2016 Budget Submission 2016 Budget Submission Detail Line Items Included in Roll-up Revenues (where not self-explanatory) Recovered costs Staff, box office set-up fees, room set-up fees, consumables fees, box office charges (6% on gross rental ticket sales for ticketed rental events), rental insurance for clients, equipment rental revenue (owned & client requested) and capital renewal fund Expenditures Salaries, wages and benefits Salaries and benefits for F/T & P/T staff, development & training Materials and supplies General office supplies, licenses & permits, uniforms Maintenance services and building operations Office administration Building and equipment repairs & mtce, janitorial services and supplies, security services, equip rental (owned and on behalf of clients) and contracted services for Building Operations which include: HVAC /mechanical, sprinkler inspection, alarm monitoring, elevator/grounds/tech mtce, garbage collection & recycling Credit card charges, insurance, membership fees, mileage, office equipment leases, computer hardware, postage, printing Artist expense Artist fees, artist riders and artist selection Downtown parking levy Downtown parking levy Professional services Audit fees, contracted services which includes Administration: contract for donor relations, consultants for strategic planning, Tixhub fees, Programming: dance animator Promotional expenses Advertising & promotion, appreciation events for volunteers, food & beverage, meeting expenses, fundraising and membership (donor benefits and membership cultivation) Special Events Cabaret expenses Education Outreach Program Communications Teacher engagement, industry mentorship program costs for all education realated performances and activities Telephones and cell phones, includes land lines, fax line, internet connections and annual maintenance for service guarantees on telephone equipment Utilities Hydro, water & natural gas Web site maintenance Web site maintenance Local Boards & Other Agencies Page 387 of 416

392 The Burlington Performing Arts Centre Org Chart (Updated September 10, 2015) Board of Directors Suzanne Haines Executive Director (F/T) Felicia Shah Executive Assistant (F/T) Joe Henning Manager, Operations (F/T) Chris Greenhalgh Technical Supervisor (F/T) Sean Pederson Venue Tech Lighting (F/T) James Biljak Venue Tech Sound (F/T) Louise Tremblay Accountant (P/T) Dan Misturada Audience Services Manager (F/T) Kent Palmer Audience Services Associate (P/T Contract) Brenda Morrow Meg Jaques FOH Coordinator (P/T) Alex Boxall Venue Tech Lighting (F/T) David Sears Erica Charles Lisa Tokos House Captain (P/T) Hilary Sadler Marketing Manager (Contract) Stefanie Martin Marketing Coordinator (F/T) Ty Howie Box Office Supervisor (F/T) Christine Neeter Ingrid Passero Carol Maunder Tracy Anderson Box Office (P/T) Costin Manu Community Engagement Manager (F/T) Joanne Churchill Education Outreach Programming (P/T) Christine Kircos Education Outreach Associate (P/T) Megan English Dance Animator (P/T) Kathryn Jeffrey Fundraising & Development Manager (F/T) Lynn Gerry Donor Relations (P/T) Tom Polci Venue Tech (P/T Contract) Food and Beverage Casual (P/T) Tech Casual (P/T) VOLUNTEERS Local Boards & Other Agencies Page 388 of 416

393 Tourism Burlington Profile Tourism Stats 4.5m visitors in 2011 to Halton Region 3 out of 4 were same day visits $322m spent in Halton Majority of visitors are Ontario residents taking same day trips and visiting friends & relatives 21,050 direct jobs 1,761 tourism businesses ,451- centre 5,231@events 149,275 visits/year website Inside this issue: Leisure Marketing 2-3 Sport Tourism 2 Group Tour 2 Social Media 3 Tourism Burlington Vision, Mission and Structure Vision Exceptional visitor experiences. Mission Tourism Burlington is a partnership that delivers: Increased visitors year round; Community and partner economic benefits; High quality experiences and attractions. Structure Tourism originated as a Visitor Information Centre managed by the Burlington Chamber of Commerce in the mid 80 s. It is a not-for-profit incorporated business governed by a 10 member volunteer Board of Directors elected at an Annual General Meeting. A board governance review was completed in Committees include: Marketing- meets every other month and has diverse sector representation Awards meets at call of chair to review process and award nominations Downtown Parking Tourism board/ representative Culinary - under review Staffing and Funding Tourism Burlington is not a member-based organization. Any business can become a Fall 2015 tourism partner at no cost and will receive a one line free website listing and our partner Enewsletter. All other marketing opportunities are user pay. (Tourism Service Delivery Review 05) Meetings & Conventions 3 Memberships 5 Committees/Boards 4 City/Team Projects 4 Partner Services 5 Visitor Services 5 Tourism has three FTE s, plus weekend & seasonal travel counselors. The Visitor Centre is also supported by volunteer travel counselors plus co-op student placements averaging 1,000 volunteer hrs/yr (1 FTE). The core budget proposed for 2016 is $490,761 with $376,000 from the City and remainder from partner co-op marketing, souvenir sales & other government grants. Tourism was fortunate to have the Destination Marketing Fee (DMF) in place from , the use of Provincial transition funds from & allocation from the Burlington Hotel Assocation (BHA) reserve funds in enabling continuity in DMF marketing initiatives & respective staff positions. As of Oct 31/14 Tourism has less marketing funds & staff resources as the DMF has not been reestablished. Several BHA hotels have not received permission to sign new agreements due to concerns related to the Competition Bureau & other potential regulatory changes. Discussions continue with the BHA. Local Boards & Other Agencies Page 389 of 416

394 PAGE 2 TOURISM BURLINGTON PROFILE Leisure Marketing Visitors Guide produce 50,000 guides annually distributed to over 100 Ontario & regional information centres and local destinations and included in welcome bags for sport tournaments, conferences and festivals. Guide is also linked and downloadable online. Guide advertising covers printing and basic distribution costs. Tear Map produce 25,000 annually distributed to local attractions, hotels, gas stations, retail outlets, and included in welcome bags. Advertising covers printing costs. Tourism website extensive site with over 100 pages of content for various audiences (leisure, sport, meetings, group tour). Staff research content and update regularly. Website redesign in 2013 and mobile app developed in 2015 which are all integrated with social media. Website information includes : Home Page Visitor Guide online, social media feeds, kids page, video & virtual tour feed, E-postcards, Visitor Information, Feature Box, Blogs Visitors See & Do (arts & culture, performing arts, galleries & public art), birding, farms & markets, gardens and parks, history & museums, historical walking tours), sports (fishing, golf, cycling, hiking, water sports, winter sports, equestrian), spas, Dine (Culinary Experiences), Shop, Stay, Events Group Tour Attractions & Itineraries, Group friendly hotels/dining Sport Organizers Sport Facilities, Activity Ideas, Events, Meeting Planners Accommodation, Meeting Facilities, Delegate Activities Weddings facilities & services Media Centre Media releases, story ideas Partners About Tourism Burlington, Employment opportunities, Awards, Events & training, Marketing opportunities, Resources, awards, Enews sign up etc. Travel Tools - Border Crossing, Currency & Banking, Getting Here & Parking, FAQ, Pet-Friendly, Visitors with Disabilities, Tips About Burlington Churches & Cemeteries, Famous Burlingtonians, History, Important Numbers, Moving to Burlington, Living Here, Team Burlington, Twin/Sister Cities Culinary Tourism development Taste of Burlington a fixed price dining marketing program held biannually and a self guided Chocolate trail Leisure Advertising print, online, radio etc. Local ads local partner newsletters, publications, promoting visitor centre Event promotion listings Visitor Enewsletter (5x/yr)- subscribers plus partners Leisure Marketing Regional/provincial ads - online and print ads in family focused mediums OTIC posters Virtual Tour highlighting major attractions, hotels, restaurants Cycling Offer Media Relations Day in the Life Sponsorship Local photographers photos Tourism Videos updated as required FAM Tours for media to local partner sites Photo Library with over 25,000 photos Photo Requests 30+ requests/yr Media Receptions, interviews Presentations to local groups Trade Show Booths/Displays at various events Media Releases to promote attractions, events, promotions Editorials prepared for various publications Guest bloggers recruited to promote events, themes Group Tour Step on guide content development for use by partners and tourism Group tour itinerary development Welcome bags Familiarization tours -operators Group Tour ENewsletter and online promotion RTO#3 Hamilton, Halton Brant group tour initiatives Selected tours for local groups - DeGroote International students Local Boards & Other Agencies Page 390 of 416

395 TOURISM BURLINGTON PROFILE PAGE 3 Sport Tourism Welcome bags for tourneys 180+ Accommodation and other service referral and assistance Cooperative Bid Package assistance Canadian Sport Tourism Alliance, Steam Economic Development tool assistance - measuring the impact of sport events on economy Sport Development Ontario by Bike Network, Haber Recreation Centre promotion, etc. Attend sport group meetings as requested Chilly Half, Cycling Committee, Burlington Sport Alliance, National Sport Day etc. Social Media Tourism Burlington social media strategy is updated for 2016 with focus on social media and development of more interactive platforms like youtube and periscope. Facebook Page 3,000 likes updated with photos, events Twitter Page followers updated daily Have guest bloggers several times per year, 280,000 lifetime views Linked in group and company pages Pinterest board sharing site Instagram photo sharing on the go Total World Social Network Users 179m people use social media 156m have Facebook account 53m have Twitter account Meeting & Convention Services Welcome bags for large conferences/meetings Meeting facility inventory and referrals Cooperative Bid Packages Companion/social program referrals for major conferences Virtual Tour highlighting meeting venues Meetings Brochure updated online version Meeting video - highlighting major venues on youtube, use in shows Meetings table top display and presentation Local Boards & Other Agencies Page 391 of 416

396 Partner Services 2016 Approved Operating Budget PAGE 4 Ambassador Training annual training for industry partners creating tourism ambassadors. Trained over 300 industry partners to date. Includes customer service training Personalized Ambassador Training upon request to partners at their workplace and customized to staff/volunteers Customer Service Awards - Pickle Awards presented at Ambassador training event annually, stories promoted through Enews and awarded prizes Tourism Awards awarded annually since 2002 at Chamber Business Awards Gala recognizes Tourism Builder and/or Ambassador Customer Service Training videos available to industry partners for staff training Partner Enewsletter sent twice per month to partners includes events, industry updates, marketing opportunities etc. Bed and Breakfast operators - meet annually to network and cross market and produce and distribute B&B flyer. Created booklet How to Start a Bed and Breakfast in Burlington to encourage industry development Burlington Restaurant Association - attend meetings upon request to discuss Taste of Burlington, local food promotion Partner Meetings/training hosted past workshops on preparing Celebrate Ontario grants, Going Green, Tourism Tools, Market Readiness, Tourism Trends, Social Media, Group Tour Development etc. as needs identified Tourism Burlington Annual General Meeting annual industry event with keynote speaker National Tourism Week cooperative partner marketing program to promote the benefits of tourism on the local economy social media campaign with blogger FAM in 2015 Mentor and train placement students, summer and weekend counselors and volunteers Advocacy advocate industry issues and provide partner support for new initiatives, projects, funding, services Cross-marketing promote partner events, services, programs through all our marketing mediums Visitor Services Visitor Information Centre is open 355 days per year 9am-4pm off season, 8am-6pm peak season (mid June - Labour Day) In person/ and website, phone, inquiries Create master list of events in Burlington area to share with other partners (City, Region) and use in promotions, guide, ENews Update info annually on accommodations, golf, restaurants, meeting, wedding and sport facilities, spas Souvenirs sell on behalf of city souvenirs to public. Promote partner souvenirs (RBG, Conservation Halton, Museums, BAC, Bronte Creek etc.) City giveaway program coordination (pins, etc.) over 180 organization/individual requests 8,000 New resident packages 200+ provided annually Welcome binder with local information for registration desk at conferences, sport events etc. produced Waterfront InfoMobile provide visitor services on-site Events visitor services at major events Local Boards & Other Agencies Page 392 of 416

397 Memberships & Affiliations 2016 Approved Operating Budget PAGE 5 Tourism Burlington are members of the following professional organizations. Staff attend training sessions and conferences and promote the city through these group programs: Burlington Chamber of Commerce Burlington Sport Alliance Festivals and Events Ontario Canadian Sport Tourism Alliance STEAM Model Tourism Media Association of Canada Attractions Ontario Destination Marketing Association of Canada Destination Marketing Association International Committees/ Boards (staff are members or provide resources Burlington Hotel Association Region Tourism Organization #3 Hamilton, Halton, Brant Board and Product Development/Marketing, Strategy & Pan Am Committees Team Burlington- Business Summit, Joint Team Burlington initiatives such as Holiday gathering City of Burlington Special Event Organizers resources on marketing Cycling Committee resource to committee Burlington Sport Alliance - resource to committee Burlington Restaurant Association attend mtgs/request City/Team Burlington Joint Initiatives (2014-5) Events Calendar E-Government City Event Hosting (Sport Tourism) - City Festival and Event Business Process Management City Downtown Task Group Implementation Team Aldershot Coordinating Team Pan Am Games City Committee & Sub-committees Downtown Hospitality Working Group Cycling - Transit, Trails and Tourism map Communications joint initiatives, ads, videos 150 Celebration Committee member Downtown Parking Committee Local Boards & Other Agencies Page 393 of 416

398 Tourism Burlington Testimonials Royal Botanical Gardens like many organizations is looking at ways to meet the challenges of the future and partnerships play a critical role in making this happen. Tourism Burlington has provided RBG with exceptional service, support and promotional expertise over the years which has been beneficial to all. We are thrilled to have Tourism Burlington on side with us! Mark Runciman CEO, RBG Tourism Burlington accounts for over 20,000 inquiries and referrals per year. In addition to that indirect referrals through festivals, events, meeting brochures and the Tourism website have resulted in over 4,000 Hotel Deal packages and numerous meetings brought through our doors and into the City of Burlington. Jason Stoner, Chair Burlington Hotel Association Just wanted to say thank you for a wonderful training session. My daughter will take her Ambassador Certificate back to Australia and remember it as one of the highlights of her visit to Burlington. Pat Murphy s Manor B&B I can't express how thankful & privileged I felt attending the VIP FAM Tour. The places we visited & people we met will stay with me & I look forward to sharing these experiences with all our future guests. You are doing a wonderful job promoting the city. Heart of Burlington You guys are SOOOO in with the social media!!! It's SO impressive! And the photos you took of me kayaking and stand up paddleboarding are probably the best photos of me doing those two sports (I'm the photographer of my friends lol). So thank you for that! And an even bigger thank you for having me as a guest blogger! If there's any future events you'd like me to cover, let me know! I. Love. Burlington!!!!! Thanks, Diana Beautiful article! It is so easy to believe that entertainment has to come from far afield. Yet this proves that there is a nearly limitless supply of art, music and theatre over the coming months practically in my backyard. I will be using this page as a resource moving forward for entertainment ideas. Thank you very much for you comprehensive overview! Chris (referring to Entertainment blog) On behalf of the Diocese of Niagara and the Anglican Editors Association I want to formally express our gratitude to you personally, your staff, Burlington Hotel Association and Tourism Burlington for the magnificent manner in which the Anglican Editors and other delegates were treated during our 25th annual convention. The evaluations from delegates spoke favourably about Burlington, our facilities, our programs and our social events. We have set the standards extremely high for future conference and I thank you for helping us achieve that special status. Rev Hollis Hiscock Tourism Burlington Phone: Fax: info@tourismburlington.com 414 Locust St. Burlington, ON L7S 1T7 Website: Facebook: TourismBurlington Twitter@BurlingtonTour YouTube: TourismBurlington Local Boards & Other Agencies Page 394 of 416

399 414 Locust Street, Burlington, ON L7S 1T7 September 17, 2015 Mayor and Council City of Burlington 426 Brant Street, P.O. Box 5013 Burlington, Ontario L7R 3Z6 Dear Mayor and Members of Council, On behalf of the Board of Tourism Burlington I am pleased to present the 2016 current budget for our organization. Our Strategic Plan guides Tourism Burlington board and staff and a new plan will be prepared in fall 2015 to provide direction for the next four years and this plan will be shared with the City and our partners was a year of transition with the elimination of Destination Marketing Funds impacting programs and staff resources. Working with our marketing committee, we developed a business & marketing plan enabling us to continue efforts to reach our key markets. We have focused primarly on our main marketing tools our website, visitor guide, map and social media platforms and developed several cooperative marketing partnerships. A governance review was completed in early 2015 with changes made to the board and committee structure to reflect current best practices and ensure long-term sustainability. These changes have been incorporated into the Tourism Burlington bylaw and approved at the Annual General Meeting held in May. From a performance measures standpoint, we have seen an increase in visitor centre stats by 2% YTD, while our infomobile was down due to reduced hours (weather, staffing). Our website has seen average visits of 14,000/mo. Our social networking sites are seeing significant increases of Facebook likes (2,619), and Twitter followers (8,524), our blogs are well-read (279,810 total views) and interest has increased for our Pinterest (230), Instagram pages (590) and we have begun using Periscope. The hotel occupancy numbers have increased and there continues to be new sport tournament and meeting bookings. Taste of Burlington, our fixed price dining program offered twice annually, continues to see steady growth with two popular public launch events and up to 30 restaurants seeing a total of $500,000 in revenue. Taste of Burlington also shows strong web (10,540 YTD) and social media support Facebook (913) Twitter (3,195), Enews (2,896). Tourism Burlington will continue to work together with our partners including the Ministry of Tourism, Culture & Sport, Ontario Tourism Marketing Partnership, Canadian Tourism Commission, Destination Marketing Association of Canada, Tourism Industry Association of Canada, Hamilton/Halton/Brant Tourism Organization (RTO#3), Halton Region Tourism, Team Burlington, other destination marketing organizations and our industry partners to promote and market Burlington and Ontario to visitors. Local Boards & Other Agencies Page 395 of 416

400 Current Budget Overview 2016 The grant request to the City of Burlington is within the 1.5% guidelines as directed by Council. Attached to this budget information we have also included an organization profile which outlines the key functions that tourism performs. Our Board, staff and volunteers appreciate the continued support the city has provided. We welcome any questions you may have regarding our budget and plans for Sincerely, Tamer Fahmi, Chair Tourism Burlington, Board of Directors TF: F: E: Local Boards & Other Agencies Page 396 of 416

401 2015 Approved Budget TOURISM BURLINGTON - Proposed Current Budget Year-End Forecast 2015 Estimated Year-End Variance REVENUES 2016 Base Budget 2016 $ Change over 2015B % Change 16B - 15B % Change 16B - 15Y/E $ 360,947 $ 360,947 $ - City of Burlington $ 376,511 $ 15,564 4% 0% $ 10,000 $ 10,000 $ - Capital to Current - Strategic Plan (incl above) $ (10,000) -100% $ 370,947 $ 370,947 $ - Sub-total City Contribution $ 376,511 $ (5,564) 1% 0% $ 56,053 $ 52,250 $ (3,803) Partner Revenues - Co-ops $ 54,250 $ (1,803) -3% 7% $ 39,050 $ 31,000 $ (8,050) Taste of Burlington $ 38,200 $ (850) -2% 100% $ 9,000 $ 19,346 $ 10,346 Federal/Provincial Summer Staff Grants $ 10,000 $ 1,000 11% -53% Sub-total Grants & Partner $ 104,103 $ 102,596 $ (1,507) revenue $ 102,450 $ (1,653) -2% 1% $ - Other Revenues $ - $ 2,200 $ 2,100 $ (100) Souvenir Sales $ 2,300 $ 100 5% 5% $ 11,000 $ 9,000 $ (2,000) Tear maps $ 9,000 $ (2,000) -18% 22% $ 2,100 $ 2,100 Other Income $ 500 $ % $ 13,200 $ 13,200 $ - Sub-total Other Revenue $ 11,800 $ (1,400) -11% 0% $ 488,250 $ 486,743 $ (1,507) $ 490,761 $ 2,511 1% $ 0 $ - PROGRAM/ EXPENDITURES $ - $ - Marketing $ - $ 53,400 $ 51,500 $ 1,900 Leisure Travel $ 52,350 $ (1,050) -2% 4% $ 2,450 $ 3,000 $ (550) Meetings and Conventions $ 2,450 $ - 0% -18% $ 3,000 $ 3,000 $ - Sport Tourism $ 3,000 $ - 0% 0% $ 2,600 $ 3,900 $ (1,300) Public Relations $ 2,500 $ (100) -4% -33% $ 39,050 $ 29,000 $ 10,050 Taste of Burlington $ 38,200 $ (850) -2% 100% $ 100,500 $ 90,400 $ 10,100 Sub-total Marketing $ 98,500 $ (2,000) -2% 11% $ 49,800 $ 57,000 $ (7,200) C. Service /Visitor Centre $ 56,861 $ 7,061 14% -13% $ 6,500 $ 6,250 $ 250 Partner Services $ 6,700 $ 200 3% 4% $ - Administration $ - Human Resources (incl. $ 261,900 $ 265,700 $ (3,800) Benefits, Tr & Dev.) $ 268,500 $ 6,600 3% -1% $ 3,000 $ 4,500 $ (1,500) Telephone $ 4,800 $ 1,800 60% -33% $ 500 $ 500 $ - Dues and Subscriptions $ 500 $ - 0% 0% $ 1,000 $ 1,000 $ - Postage $ 800 $ (200) -20% 0% $ 6,000 $ 5,000 $ 1,000 Bookeeping Services $ 4,800 $ (1,200) -20% 20% $ 5,000 $ 6,000 $ (1,000) Professional Fees (Audit) $ 4,500 $ (500) -10% -17% $ 1,000 $ 1,500 $ (500) Consulting & Legal Fees $ 900 $ (100) -10% -33% $ 26,100 $ 26,200 $ (100) Rent and Insurance $ 26,200 $ 100 0% 0% $ 2,000 $ 2,000 $ - Office Supplies & Equipment $ 2,000 $ - 0% 0% $ 10,700 $ 8,000 $ 2,700 General Expense/Other $ 10,700 $ - 0% 34% $ 4,250 $ 3,750 $ 500 Information technology $ 5,000 $ % 13% $ 321,450 $ 324,150 $ (2,700) Sub-total Administration $ 328,700 $ 7,250 2% -1% $ 10,000 $ 5,000 $ 5,000 Capital to Current $ (10,000) -100% $ 488,250 $ 482,800 $ 5,450 $ 490,761 $ 2,511 1% $ 0 $ - $ 3,943 $ 3,943 (SURPLUS) / DEFICIT $ - $ - 0% 0% Local Boards & Other Agencies Page 397 of 416

402 We are pleased to present the Burlington Economic Development Corporation budget for The budget is within guideline and no business cases will be presented. Spending in the 2016 budget will be directed based on the BEDC strategic plan some or all of which may be incorporated into the City s strategic plan. The Burlington Economic Development Corporation (BEDC) continues to act as a strategic partner in helping the City achieve prosperity objectives in the City s Strategic Plan. While minimal changes will take place in the operating budget, the focus continues to be on projects that help to achieve these objectives. An economic development corporation is responsible for attracting new business, retention and expanding of existing companies and marketing the City. The focus for 2016 will be on developing and supporting start up networks for new businesses. In addition, BEDC is developing a process and policies to ensure a successful redevelopment strategy for key areas of the City. Human resource costs as reflected in the budget reflect a commitment to developing expertise and strengthening the organization in its new operating model. It has been the practise to bring contract staff into the organization to work on specific projects and this will continue into early Costs are partially offset by an increase in government grant funding related to the hiring of interns. BEDC looks forward to another successful year as strategic partner to the City as it continues to focus on and strengthen its new operating model as an economic development corporation. Local Boards & Other Agencies Page 398 of 416

403 Consolidated Statement of Operations Proposed Budget 2016 Proposed Plan 2015 Year End Projection 2015 Original Plan Variance City Contribution 1,289,143 1,270,092 1,270,092 - Recovered Costs - 3,142-3,142 Admin Fees 210, , ,119 18,297 ICCI Rebate 20,000 20,325 20, Jobs Ontario Grant 122,446 84, ,840 (24,756) Reserve Fund - 56,200 (56,200) Total Revenues 1,641,714 1,596,059 1,655,251 (59,192) Salaries & Benefits 1,062, , ,659 33,659 Professional Development 10,000 6,000 10,000 4,000 General Office Expenses 20,472 19,677 20, Meeting Expenses 15,200 10,950 15,200 4,250 Bldg/Facility Rental 53,240 53,224 53, Telecommunications 7,550 7,447 8,600 1,153 Travel 8,600 8,600 8,600 - External Contracts - 17,500 17,500 - Audit Fees 5,300 5,300 5,300 - Contract Services 40,000 40,000 50,000 10,000 Advertising & Promotion 23,700 18,825 23,700 4,875 Network 30,000 24,000 24,000 - Events Community Development Funding 6,000 9,000 9,000 - Projects 359, , ,000 86,000 Total Expenses 1,641,714 1,510,523 1,655, ,728 (To)/From Operations - - (To)/From Reserve Fund (85,536) 85,536 Net Income (Loss) Local Boards & Other Agencies Page 399 of 416

404 Service Business Plan Service Name Halton Court Services Service Type Public Service Owner Name Frances Evans Alignment to Strategic Plan Excellence in Government Service Owner Title Service Description Manager of Court Administration Budget Year 2016 A public service to administer provincial court services and prosecute provincial offence charges on behalf of the City of Burlington and Towns of Oakville, Milton and Halton Hills. Current State Customers & Their Expectations This service is delivered to: Municipal partners, including the Towns of Halton Hills, Milton and Oakville. These partners require the City to be fiscally responsible in how court services are delivered, meeting the partners expectations and fulfilling the obligation of Halton Court Services as the service provider. Existing Service Delivery Defendants, Justices of the Peace, enforcement agencies (e.g. Halton Regional Police and OPP), provincial ministries (e.g. Ministry of Labour, Ministry of Transportation and Ministry of the Attorney General), provincial and municipal prosecutors, lawyers and paralegals, general public and victims. These customers expect access to justice through convenient, timely, accurate, efficient and accessible court services and processes. The delivery of these services and processes is expected to be carried out in an informative, respectful, professional and courteous manner. Each year, the services include: Administration, which processes about 70,000 charges, 75,000 fine payments and 2,000 court applications, and schedules about 40,000 court hearings. Courtroom Support, which types about 250 transcripts (10,000 pages) and monitors about 2,500 hours of court proceedings. Collections, which recovers about $1.8 million in unpaid fines. Prosecution, which appears at about 19,000 court hearings, including trials, motions and appeals; prepares about 1,800 summonses to witnesses; and processes about 3,200 requests from defendants for case information. Local Boards & Other Agencies Page 400 of 416

405 Existing Customer Engagement Tools / Methods Annual stakeholder meeting, which includes prosecutors, local Justices of the Peace, Crown Attorney s office and various enforcement agencies, including Halton Regional Police, OPP and GO Transit. Halton Court Services public website. Information brochures at the front counter and inserted in hearing notifications and collections statements. Online and automated payment processing options. Annual Business Report for five area Councils, including Region of Halton, City of Burlington and Towns of Halton Hills, Milton and Oakville. Annual Performance and Progress Report prepared for the Ministry of the Attorney General. Quarterly financial and operational reports prepared for the five area Treasurers and five area Chief Administative Officers (CAOs). Is this Service Provincially Legislated? Customer service survey. Yes Service requirements are mandated under Part 10 of the Provincial Offences Act. The Transfer Agreement with the province sets out standards for the conduct of prosecution, for the administration of the courts, and for the provision of mandated levels of court services and reporting requirements, as well as sanctions for failure to meet the standards. Reporting requirements to the Ministry of the Attorney General include: Annual Performance Report on the performance of obligations under the Transfer Agreement. Annual audited financial statements certifed by an independent auditing firm. Incident Reports, including disputes and complaints, conflicts of interest, breaches of ethics or law in the performance of transfer obligations and financial or administrative irregularities. For this Service are there Approved Service Standards? Yes All duties and obligations are to be carried out in accordance with the terms, conditions and principles of the Transfer Agreement. At a minimum, the same services and level of service delivery previously offered by the Ministry of the Attorney General must be maintained. Local Boards & Other Agencies Page 401 of 416

406 Sub-Services Halton Court Services Prosecution Handling court appearances, including guilty pleas, trials, motions and appeals and conducting resolution meetings with defendants to discuss their options. Putting together detailed information and evidence and providing to defendants. Preparing summonses to witnesses and other court documents. Preparing for court, including reviewing case information and evidence, offering advice to enforcement agencies and conducting legal research. Addressing customer service inquiries. Halton Court Services Administration Processing charges through various stages of the court system, including updating results from court hearings, enforcement for unpaid fines and fine payment processing. Processing court applications, including appeals and requests for extension of time to pay a fine. Scheduling court hearings, including trials, resolution meetings and requests for changes to status of hearings. Addressing customer service inquiries and requests for assistance with the filing and preparing of court documents. Scheduling language interpreters. Halton Court Services Courtroom Support Halton Court Services Collection of Unpaid Fines Processing and storing exhibits from court hearings. Typing transcripts. Recording and monitoring court proceedings. Collecting defaulted fines through the use of collection tools such as civil enforcement, property tax roll additions, payment plans and collection agencies. Local Boards & Other Agencies Page 402 of 416

407 Recent Continuous Improvement Initiatives 2016 Approved Operating Budget In 2013: Revising the disclosure form to help defendants be more prepared for court. The document informs defendants of the various methods by which evidence and information may be requested and received, and the expected timeline for the disclosure. Reviewed the disclosure process to find efficiencies by the Prosecution sub-service. This resulted in partial automation of the disclosure function, reducing file handling and providing more efficient delivery of evidence and information to defendants. Introducing digital recordings, which reduced the demand for transcripts and decreased turnaround time. In 2014: The Prosecution sub-service acquired a Court Administration Management System. This automates managing prosecution cases, which resulted in the ability to track production, maintain statistics and prepare reports. In 2015: The acquisition of laptops by the prosecution unit allowed for paperless early resolution meetings which resulted in more efficient use of staff resources and a significant reduction in the amount of paper used, and also required less file storage space. In response to a customer service survey conducted by the prosecution unit, evidence is now provided to legal representatives before early resolution meetings which has increased the early resolution request rate resulting in fewer cases proceeding to trial. This has had a positive effect on service delivery and internal efficiencies. The electronic submission and storage of all evidence as well as a move from handwritten to typewritten notes by the Halton Region Police Service has increased the accuracy of and significantly reduced the turnaround time to provide evidence to defendants resulting in improved customer service and fewer adjourned cases. The Court Administration Management System was implemented in the Administration Unit for processing applications for re-opening of cases and extension of time to pay fines. This has resulted in an automated process, reduced duplication of administration procedures and the ability to track numbers and outcome of all applications. Adding eligible unpaid fines to Halton property tax rolls was carried out by the Collections Unit in early spring and has resulted in approximately defaulted fines totaling approximately $210,000 being transferred to tax rolls and an increase in number of eligible cases being transferred to civil enforcement. A consent adjournment process was implemented in both Administration and Prosecution Units during early This joint venture replaces the requirement for defendants and counsel to use a formal process for first-time adjournment requests, resulting in efficiencies in court and staff time and effort as well as an increased level of customer service. Local Boards & Other Agencies Page 403 of 416

408 Emerging Opportunities and Anticipated Risks Emerging Opportunities 2016 Approved Operating Budget An increased use of automated processes (such as e-storage of prosecution files, electronic court dockets and a court scheduling system) will have a positive effect on service delivery and internal efficiencies. Anticipated Risks The prosecution unit will utilize the recently acquired Court Administration Management System to monitor and report on the effectiveness of functionalities within the System and tailor initiatives towards developing trends that require positive action to ensure effective delivery of services. For example, monitor the types of charges that: do not resolve at the early resolution meeting stage; frequently result in an adjournment of the trial date; result in a withdrawal of charges. The recent decision by Area CAOs to postpone building a new courthouse for two years (January 2018 vs. January 2016) presents a number of risks, particularly since courtrooms and public court space reached 100% capacity in Risks include increasing inefficiencies, including an insufficient number of courtrooms, security concerns, overcrowding and insufficient parking. Financial risks include the loss of about $225,000 per year in potential consolidation savings; additional costs for leased space and court resources; ongoing excessive operating costs for Milton courthouse; and loss in revenue due to increasing time-to-trial for withdrawn and stayed charges and reduced court fines. Greater time-to-trial is also expected to increase the dissatisfaction of stakeholders, including judges, prosecutors and Halton Region Police; and possibly breach the terms of the Transfer Agreement with Ministry of the Attorney General, which is to ensure access to fair and timely justice. Relying on enforcement agencies and lack of control over enforcement initiatives increases the financial vulnerability of Halton Court Services when there is a downward or upward shift in enforcement, creating a greater demand for more court resources. Relying on a projected number of charges presents a risk to the reliability of future planning for the overall operation and budget (e.g. staffing, courtroom use, court resource requirements, etc.). Local Boards & Other Agencies Page 404 of 416

409 Service Objectives Enhance customer service by using a survey to measure existing customer satisfaction levels. Increase reporting and monitoring capabilities utilizing the recently acquired Courts Administration Management System. Streamline and enhance service delivery in each sub-service by reviewing delivery processes (e.g. requests for adjournment of court cases and transcript preparation) to increase response time and and improve customer service levels. Target Completion Jan 2016 Dec 2016 Dec 2016 Local Boards & Other Agencies Page 405 of 416

410 2016 OPERATING BUDGET SERVICE SUMMARY FINANCIAL INVESTMENT Approved Budget Actual Base Budget % Change vs Budget Business Cases Total Budget Halton Court Services % Change vs Budget Human Resources $ - $ - $ - 0.0% $ - $ - 0.0% Operating/Minor Capital Equip. $ - $ - $ - 0.0% $ - $ - 0.0% Purchased Services $ - $ - $ - 0.0% $ - $ - 0.0% Corp. Expenditures/Provisions $ - $ - $ - 0.0% $ - $ - 0.0% Internal Charges & Settlements $ - $ - $ - 0.0% $ - $ - 0.0% TOTAL EXPENDITURES $ - $ - $ - 0.0% $ - $ - 0.0% Controllable Revenues $ - $ - $ - 0.0% $ - $ - 0.0% General Revenues & Recoveries $ (634,473) $ (623,074) $ (634,473) 0.0% $ - $ (634,473) 0.0% TOTAL REVENUES $ (634,473) $ (623,074) $ (634,473) 0.0% $ - $ (634,473) 0.0% NET OPERATING BUDGET $ (634,473) $ (623,074) $ (634,473) 0.0% $ - $ (634,473) 0.0% Local Boards & Other Agencies Page 406 of 416

411 2016 Budget 2016 Approved Operating Budget Additional Analysis Additional Analysis

412

413 2016 APPROVED SERVICE OPERATING BUDGET SUMMARY vs 2015 $ change 2016 vs 2015 % change Budget Base Budget Business Cases Total Base Budget Total Budget Base Budget Total Budget Net Expenditures Public Safety Fire Protection $ 26,403,101 $ 27,667,151 $ - $ 27,667,151 $ 1,264,050 $ 1,264, % 4.8% Animal Control $ 488,209 $ 519,498 $ - $ 519,498 $ 31,289 $ 31, % 6.4% By-law Enforcement $ 325,140 $ 392,970 $ 35,000 $ 427,970 $ 67,830 $ 102, % 31.6% Emergency Management $ 116,190 $ 129,120 $ - $ 129,120 $ 12,930 $ 12, % 11.1% Maintenance Roadway and Sidewalk Maintenance $ 7,868,414 $ 8,095,742 $ 30,230 $ 8,125,972 $ 227,328 $ 257, % 3.3% Winter Maintenance $ 4,631,252 $ 4,589,903 $ 97,165 $ 4,687,068 $ (41,349) $ 55, % 1.2% Parks and Open Space Maintenance $ 4,591,504 $ 4,654,667 $ 4,935 $ 4,659,602 $ 63,163 $ 68, % 1.5% Tree Management $ 2,667,411 $ 2,747,930 $ - $ 2,747,930 $ 80,519 $ 80, % 3.0% Surface Water Drainage $ 1,454,868 $ 1,464,156 $ 183,900 $ 1,648,056 $ 9,288 $ 193, % 13.3% Environment and Energy $ 316,215 $ 347,158 $ - $ 347,158 $ 30,943 $ 30, % 9.8% Cemetery $ 47,049 $ 45,527 $ - $ 45,527 $ (1,522) $ (1,522) -3.2% -3.2% Roads and Transportation Transit 9,831,739 $ $ 10,110,796 $ - $ 10,110, ,057 $ $ 279, % 2.8% Traffic Operations Management $ 1,959,233 $ 1,953,827 $ - $ 1,953,827 $ (5,406) $ (5,406) -0.3% -0.3% Road and Structure Design and Construction $ 1,506,141 $ 1,503,824 $ - $ 1,503,824 $ (2,317) $ (2,317) -0.2% -0.2% Transportation Network Planning $ 396,060 $ 425,145 $ - $ 425,145 $ 29,085 $ 29, % 7.3% Parking Management $ (299,120) $ (351,702) $ - $ (351,702) $ (52,582) $ (52,582) 17.6% 17.6% Leisure Recreation $ 5,288,564 $ 5,298,432 $ - $ 5,298,432 $ 9,868 $ 9, % 0.2% Organized Sport Support $ 3,356,780 $ 3,546,681 $ - $ 3,546,681 $ 189,901 $ 189, % 5.7% Arts and Culture $ 1,256,556 $ 1,310,528 $ 30,000 $ 1,340,528 $ 53,972 $ 83, % 6.7% Design and Build Community Design and Development Review $ 1,544,048 $ 1,653,293 $ - $ 1,653,293 $ 109,245 $ 109, % 7.1% Facilities and Buildings Design and Construction $ 575,594 $ 702,264 $ - $ 702,264 $ 126,670 $ 126, % 22.0% Planning Policy $ 628,910 $ 651,160 $ - $ 651,160 $ 22,250 $ 22, % 3.5% Parks and Open Space Design and Development $ 556,823 $ 640,739 $ - $ 640,739 $ 83,916 $ 83, % 15.1% Building Code Permits and Inspection $ (1,081,196) $ (1,102,659) $ - $ (1,102,659) $ (21,463) $ (21,463) 2.0% 2.0% Customer Relations and Citizen Representation Council and Citizen Committee $ 898,790 $ 915,460 $ (5,770) $ 909,690 $ 16,670 $ 10, % 1.2% Service Burlington $ 490,200 $ 510,920 $ - $ 510,920 $ 20,720 $ 20, % 4.2% Additional Analysis Page 409 of 416

414 2016 APPROVED SERVICE OPERATING BUDGET SUMMARY vs 2015 $ change 2016 vs 2015 % change Budget Base Budget Business Cases Total Base Budget Total Budget Base Budget Total Budget Internal Support and Administration Information Technology $ 5,267,137 $ 5,571,237 $ 45,010 $ 5,616,247 $ 304,100 $ 349, % 6.6% Financial Management $ 3,070,005 $ 3,165,891 $ - $ 3,165,891 $ 95,886 $ 95, % 3.1% Human Resources $ 2,299,957 $ 2,383,613 $ - $ 2,383,613 $ 83,656 $ 83, % 3.6% Corporate Management $ 1,916,662 $ 1,949,745 $ 50,000 $ 1,999,745 $ 33,083 $ 83, % 4.3% Communications $ 1,589,050 $ 1,636,800 $ (46,000) $ 1,590,800 $ 47,750 $ 1, % 0.1% Corporate Legal $ 1,196,788 $ 1,240,060 $ - $ 1,240,060 $ 43,272 $ 43, % 3.6% Geographic Information and Mapping $ 607,030 $ 514,535 $ - $ 514,535 $ (92,495) $ (92,495) -15.2% -15.2% Asset Management $ 657,886 $ 675,636 $ - $ 675,636 $ 17,750 $ 17, % 2.7% Internal Audit $ 299,630 $ 326,840 $ - $ 326,840 $ 27,210 $ 27, % 9.1% Fleet Management $ (419,177) $ (454,144) $ - $ (454,144) $ (34,967) $ (34,967) 8.3% 8.3% Mayor and Council $ 1,443,402 $ 1,482,040 $ - $ 1,482,040 $ 38,638 $ 38, % 2.7% Total City Services $ 93,746,845 $ 96,914,783 $ 424,470 $ 97,339,253 $ 3,167,938 $ 3,592, % 3.8% Local Boards and Other Agencies $ 13,471,026 $ 13,682,609 $ 188,300 $ 13,870,909 $ 211,583 $ 399, % 3.0% Corporate Revenues $ (11,587,830) $ (11,911,250) $ - $ (11,911,250) $ (323,420) $ (323,420) 2.8% 2.8% Corporate Expenditures $ 44,407,607 $ 46,820,429 $ - $ 46,820,429 $ 2,412,822 $ 2,412, % 5.4% Net City Tax Levy 140,037, ,506, , ,119,341 $ 5,468,923 $ 6,081, % 4.3% Additional Analysis Page 410 of 416

415 CITY OF BURLINGTON 2016 Approved Operating Budget 2016 APPROVED OPERATING BUDGET SUMMARY OF HUMAN RESOURCES COSTS & BENEFITS EXPENDITURES RESTATED BASE BASE BUDGET CHANGE BUSINESS TOTAL TOTAL BUDGET CHANGE BUDGET $ % CASES APPROVED $ % Regular Full Time Salaries & Wages $66,074,027 $67,589,248 $1,515, % $552,322 $68,141,570 $2,067, % PT/Temp/Casual Salaries & Wages $8,427,150 $8,794,590 $367, % $16,570 $8,811,160 $384, % Councillors Fees $794,800 $804,340 $9, % $0 $804,340 $9, % Overtime $1,261,089 $1,265,900 $4, % $0 $1,265,900 $4, % Volunteer Fire Allowance $213,200 $241,600 $28, % $0 $241,600 $28, % Training Pay - Fire $30,000 $30,000 $0 0.0% $0 $30,000 $0 0.0% Performance Excellence $177,650 $177,650 $0 0.0% $0 $177,650 $0 0.0% Vacation Pay, On Call, Sick Leave, Paid Leave etc. $3,207,110 $3,324,143 $117, % $33,000 $3,357,143 $150, % Sub-total Earnings $80,185,026 $82,227,471 $2,042, % $601,892 $82,829,363 $2,644, % Fringe Benefits (incl. Can Life, CPP, UI & OMERS) $16,622,420 $17,307,970 $685, % $137,472 $17,445,442 $823, % Employee Health Tax $1,537,405 $1,580,840 $43, % $10,797 $1,591,637 $54, % Employee Accident Fund $1,046,200 $1,151,510 $105, % $8,622 $1,160,132 $113, % WCB Experience $108,800 $102,700 ($6,100) -5.6% $0 $102,700 ($6,100) -5.6% Misc. Fringe Benefit Adjustment (OMERS) $0 $0 $0 $0 $0 $0 Sub-total Legislated Benefits $19,314,825 $20,143,020 $828, % $156,891 $20,299,911 $985, % Education, Training & Development $932,070 $887,210 ($44,860) -4.8% $0 $887,210 ($44,860) -4.8% Memberships - Employee (Excl. Corporate) $144,878 $145,653 $ % $0 $145,653 $ % Other Allowances and Benefits $12,000 $11,500 ($500) -4.2% $0 $11,500 ($500) -4.2% Sub-total Other Benefits & Allowances $1,088,948 $1,044,363 ($44,585) -4.1% $0 $1,044,363 ($44,585) -4.1% TOTAL HUMAN RESOURCES BUDGET $100,588,799 $103,414,854 $2,826, % $758,783 $104,173,637 $3,584, % Additional Analysis Page 411 of 416

416 CITY OF BURLINGTON Summary of Full -Time Equivalents (FTEs) 2015 Restated Budget 2016 Base Budget 2016 Business Cases 2016 Total Approved Budget Change Service FT PT Total FT PT Total FT PT Total FT PT Total Change +/- FT Public Safety Fire Protection (1.0) - Animal Control By-law Enforcement Emergency Management Change +/- PT Maintenance Roadway and Sidewalk Maintenance (0.5) - Parks and Open Space Maintenance (1.0) (0.2) Winter Maintenance Tree Management (0.3) (0.3) Surface Water Drainage Environmental and Energy Cemetery Roads and Transportation Transit Traffic Operations Management Road and Structure Design and Construction Transportation Network Planning Parking Leisure Recreation Organized Sport Support (2.6) Arts and Culture (1.0) 0.9 Additional Analysis Page 412 of 416

417 CITY OF BURLINGTON Summary of Full -Time Equivalents (FTEs) 2015 Restated Budget 2016 Base Budget 2016 Business Cases 2016 Total Approved Budget Change Service FT PT Total FT PT Total FT PT Total FT PT Total Change +/- FT Design and Build Community Design and Development Review Facilities and Buildings Design and Construction Planning Policy (0.5) - Parks and Open Space Design and Development Building Permits and Inspection Change +/- PT Customer Relations and Citizen Representation Council and Citizen Committee Service Burlington Internal Support and Administration Information Technology (0.8) 0.5 Financial Management Human Resources Corporate Management (0.6) - Communications Corporate Legal Geographic Information and Mapping (3.0) - Asset Management Internal Audit (2.3) - Fleet Management Mayor and Council Corporate Expenditures (0.8) , , (0.0) , Additional Analysis Page 413 of 416

418 2016 APPROVED OPERATING BUDGET SUMMARY Tax Rate Calculations Whole City Urban Area City Hospital Total Public Safety Fire Protection $ 27,667,151 $ 27,667,151 Animal Control 519, ,498 By law Enforcement 427, ,970 Emergency Management 129, ,120 Total Public Safety $ 28,743,739 $ $ $ 28,743,739 Maintenance Roadway and Sidewalk Maintenance 8,015, ,154 8,125,972 Winter Maintenance 4,076, ,479 4,687,068 Parks and Open Space Maintenance 4,659,602 4,659,602 Tree Management 1,956, ,589 2,747,930 Surface Water Drainage 933, ,784 1,648,056 Environment and Energy 347, ,158 Cemetery 45,527 45,527 Total Maintenance $ 20,034,307 $ 2,227,006 $ $ 22,261,313 Roads and Transportation Transit 1,363,008 8,747,788 10,110,796 Traffic Operations Management 1,953,827 1,953,827 Road and Structure Design and Construction 1,503,824 1,503,824 Transportation Network Planning 425, ,145 Parking Management (351,702) (351,702) Total Roads and Transportation $ 4,894,102 $ 8,747,788 $ $ 13,641,890 Leisure Recreation 5,298,432 5,298,432 Organized Sport Support 3,546,681 3,546,681 Arts and Culture 1,340,528 1,340,528 Total Leisure $ 10,185,641 $ $ 10,185,641 Design and Build Community Design and Development Review 1,653,293 1,653,293 Facilities and Buildings Design and Construction 702, ,264 Planning Policy 651, ,160 Parks and Open Space Design and Development 640, ,739 Building Code Permits and Inspection (1,102,659) (1,102,659) Total Design and Build $ 2,544,797 $ $ $ 2,544,797 Customer Relations and Citizen Representation Council and Citizen Committee 909, ,690 Service Burlington 510, ,920 Total Customer Relations and Citizen Representation $ 1,420,610 $ $ $ 1,420,610 Internal Support and Administration Information Technology 5,616,247 5,616,247 Financial Management 3,165,891 3,165,891 Human Resources 2,383,613 2,383,613 Corporate Management 1,999,745 1,999,745 Communications 1,590,800 1,590,800 Corporate Legal 1,240,060 1,240,060 Geographic Information and Mapping 514, ,535 Asset Management 675, ,636 Internal Audit 326, ,840 Fleet Management (454,144) (454,144) Total Internal Support and Administration $ 17,059,223 $ $ $ 17,059,223 Mayor and Council $ 1,482,040 $ 1,482,040 Total City Services $ 86,364,459 $ 10,974,794 $ $ 97,339,253 Additional Analysis Page 414 of 416

419 2016 APPROVED OPERATING BUDGET SUMMARY Tax Rate Calculations Whole City Urban Area City Hospital Total Corporate Expenditures Financial Transactions Provision for Contingency 1,738,445 1,738,445 Provision for Insurance 3,250,000 3,250,000 Provision for Joseph Brant Hospital 4,800,000 4,800,000 Provision for Strategic Land Acquisition 240, ,000 Provision for Randle Reef 230, ,000 Provision for Culture Initiatives 100, ,000 Provision for Policy Initiatives 100, ,000 Provision for Emerald Ash Borer 850, ,000 Provision for Property Tax Matters 1,827,445 1,827,445 Total Financial Transactions 8,335,890 4,800,000 13,135,890 Capital Financing Transactions Capital from Operating Funding 3,017, ,500 3,933,380 Capital from Operating Funding City 2,246, ,500 3,161,680 Capital from Operating Funding Local Boards 771, ,700 Provision for VDRF 2,889,975 2,889,975 Provision to Infrastructure Renewal RESF 14,718,700 14,718,700 Debt Charges 2,440,672 6,820,124 9,260,796 Total Capital Financing Transactions 23,067,227 7,735,624 30,802,851 Shared Costs Civic Administration 1,767,598 1,767,598 Corporate Related Financial Expenses (ex. Bank Charges, pos 1,114,090 1,114,090 General Financial Expenses 41,000 41,000 Corporate Postage / Courier 241, ,700 Retired Employees 575, ,300 Human Resources Other 251, ,090 Provision for Inventory Adjustments 5,000 5,000 Total Shared Costs 2,881,688 2,881,688 Total Corporate Expenditures $ 34,284,805 $ 7,735,624 $ 4,800,000 $ 46,820,429 Local Boards and Other Agencies Burlington Public Library 10,299,651 10,299,651 Business Economic Development Corporation 1,289,143 1,289,143 Art Gallery of Burlington 916, ,083 Burlington Performing Arts Centre 952, ,161 Museums of Burlington 671, ,833 Tourism Burlington 376, ,511 Halton Court Services (634,473) (634,473) Total Local Boards and Other Agencies $ 13,870,909 $ $ $ 13,870,909 Total Net Expenditures $ 134,520,173 $ 18,710,418 $ 4,800,000 $ 158,030,591 Corporate Revenues Supplementary Taxes (900,000) (900,000) Payment in Lieu of Taxes (3,258,750) (3,258,750) Penalties & Interest on Taxes (2,000,000) (2,000,000) Earnings on Investments (5,300,000) (5,300,000) Reserve Fund Contribution to Operating (250,000) (250,000) Other Revenues (202,500) (202,500) Total Corporate Revenues $ (11,911,250) $ $ $ (11,911,250) Net City Tax Levy $ 122,608,923 $ 18,710,418 $ 4,800,000 $ 146,119,341 Additional Analysis Page 415 of 416

420 2016 APPROVED OPERATING BUDGET SUMMARY Tax Rate Calculations Whole City Urban Area City Hospital Total WEIGHTED ASSESSMENT $ 39,612,025,215 $ 38,237,071,745 $ 39,612,025, TAX RATES Residential RT Residential Farmland I R Multi Res MT New Multi Res NT Commercial CT full shared payment in lieu CH excess land CU vacant land CX new construction XT new construction excess land XU Office DT excess land DU full shared payment in lieu DH new construction YT Shopping Centre ST Shopping Centre vac.unit, excess land SU Parking Lot GT Industrial IT full shared payment in lieu IH excess land IU vacant land IX excess land shared payment in lieu IK new construction JT Large Industrial LT Large Industrial excess land LU Industrial Farmland I I Pipelines PT Farm FT Managed Forests TT Taxes on Urban Household with $100,000 CVA $ $ $ $ Taxes on Rural Household with $100,000 CVA $ $ $ Taxes on Commercial Property with $100,000 CVA $ $ $ $ NOTIONAL TAX RATE Residential RT Rural RT CHANGE 2016 VS Tax Rate ( ) Urban % 3.77% 0.33% 1.14% 3.14% Rural % 3.77% 1.14% 3.58% Impact on $100,000 Urban Household $ $ 0.16 $ (0.14) $ Impact on $100,000 Rural Household $ $ (0.14) $ Additional Analysis Page 416 of 416

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