First Draft of The 2012 City of Brantford Budget Documents

2012 BUDGET
TABLE OF CONTENTS Council Priorities 2010-2014 2012 Net Operating Budget Summary Operating Budget Detail by Department Base Budget Increases/Decreases Road Map - Reductions to Meet Budget Target Proposed Fee Increases Recommended Service Level Reductions Non Recommended Service Level Reductions Unmet Needs Capital & Reserve Funds Funded Capital Summary 2012-2016 Funded Capital Unfunded Capital Operating Budget Impact Reserve Fund Summary
COUNCIL PRIORITIES 2010 TO 2014

STRATEGIC ACTION
4.10 Develop a comprehensive human resources plan that addresses the needs for staff training and development, and succession planning.
PRIORITY LEVEL
Overall Ranking
1.8
Enhance opportunities for higher education.
1.11 Assess and promote culture and heritage as economic drivers.
2.8
Develop & coordinate partnerships with community organizations and other levels of government to address and support the needs of those most in need. Explore the establishment of a residential addictions treatment centre and children/youth mental health services in the community. Develop a Community Prosperity Initiative. 1 4
2.11 Maintain and enhance a strong volunteer base. Explore the creation of a Volunteer Centre in the City. Strengthen relationships with neighbourhood associations. Explore the establishment of a Community Action Initiative. 1 5
3.10 Implement the Waterfront Master Plan including a financing plan.
1.7
Expand tourism opportunities and benefits to the community. Develop a link from the arts, cultural, sports, and heritage assets of the City to the tourism opportunities and benefits of the community. 1 7
2.7
Examine the feasibility of proceeding with initiatives to enhance community health and wellness.
3.5
Develop a Green Infrastructure Strategy.
4.8
Re-establish a Customer Service Strategy to ensure excellence in service delivery.
10
4.9
Develop a Communication Plan to enhance internal and external communication.
11
STRATEGIC ACTION
1.2 Create an investor friendly environment, which rolls out the red carpet, not the red tape.
PRIORITY LEVEL
Overall Ranking
12
1.3
Explore opportunities to develop and expand niche economic sectors including green energy initiative.
13
1.4
Address the shortfall of serviced industrial land. Review the reporting structure between the Economic Development Advisory Committee and City Council. 2 14
1.5
Implement the Economic Development Strategy. Continuous monitoring, evaluation, and reporting of recommendations. 2 15
1.6
Implement Workplace Development Strategy. Continuous monitoring, evaluation, and reporting of recommendations with a link to focus Post-Secondary Education to Workplace Development. 2 16
2.3
Continue to support & invest in sports & recreation facilities & programs through the implementation of the Parks and Recreation Master Plan. Review the relationship between the City and user groups.
17
2.5
Undertake a Social Services Needs Study.
18
2.10 Continue to implement and enhance investment in the Citys Bikeways/Trails Multi-Use Master Plan. Examine the expansion of bike lanes within road right-of-ways and the requirements for bike racks throughout the City. Increase the visibility of walkability initiatives in the City. 2 19
3.2
Maintain the Infrastructure Management Strategy including roads, sewer, water, and municipal buildings. The inclusion of regular briefings of City Council.
20
4.1
Create opportunities to enhance public understanding and involvement at City Hall including the implementation of the e-Government Initiative and the development of a public consultation procedure.
21
4.11 Evaluate the Citys future role in the Brantford Utility Group of Companies
22
2.4
Implement the Affordable Housing Strategy. Review the Citys role and financial commitment in affordable housing. Explore new partnerships opportunities with community organizations. 2 23
4.2
Review the Citys Strategic Financial Plan.
2 2
24
4.3
Develop a long-term strategy for the use of the casino monies.
25
STRATEGIC ACTION
1.10 Develop ways to increase access to early years learning and define the Citys role in the changing early years learning environment.
PRIORITY LEVEL
Overall Ranking
26
2.1
Implement the Municipal Cultural Plan.
27
2.2
Develop a City-Wide Heritage Master Plan that includes incentives, utilization of community improvement plans, and heritage grants.
28
2.9
Implement the Fire Master Plan. Explore a region-wide emergency preparedness plan with the County of Brant and Six Nations of the Grand River. 2 29
3.3
Implement the Long-Term Solid Waste Management Sustainability Plan.
30
STRATEGIC ACTION
1.1 Implement the Downtown Master Plan. Explore a Downtown Heritage Designation. Explore opportunities for pedestrians, cyclists, and outdoor open space.
PRIORITY LEVEL
Overall Ranking
31
2.6
Review the Citys services and programs to adapt to the changing demographics. Implement the Aging Master Plan. 3 32
3.1
Undertake a new Transportation Master Plan.
33
3.4
Work with other levels of government to improve regional transportation links including the exploration of opportunities for Go Transit for the City.
34
3.6
Review and update the Growth Management Strategy.
35
4.7
Review the current ward structure and Council remuneration.
36
3.7
Undertake an Official Plan Review.
37
3.8
Monitor the Provincial Places to Grow Strategy and its impact on the City.
38
3.9
Focus brownfield initiatives on the Greenwich/Mohawk and Syndenham/Pearl projects.
39
4.4
Lobby and pursue opportunities with the Provincial and Federal governments for appropriate municipal funding though a strategy to pursue such funding opportunities.
40
4.5
Continue to implement a corporate business planning process and monitor the process for improvements.
41
4.6
Evaluate the Program Review process.
42
CITY OF BRANTFORD 2012 NET OPERATING BUDGET SUMMARY

Base Budget Increases & (Decreases) 14,179 36,156 50,335 Base Budget Incr/(Decr) % 2012 Fee Increases Recommended Service Level Reductions 2012 BUDGET With Recommended Reductions 198,020 263,453 461,473 Budget Incr/(Decr) % After Recommended Reductions 7.71% 15.91% 12.24%
2011 BUDGET EXECUTIVE AND LEGISLATIVE MAYOR'S OFFICE MEMBERS OF COUNCIL TOTAL EXECUTIVE AND LEGISLATIVE CHIEF ADMINISTRATIVE OFFICER CHIEF ADMINISTRATIVE OFFICER BRANTFORD POWER DEPARTMENT CHIEF ADMINISTRATIVE OFFICER PUBLIC HEALTH, SAFETY & SOCIAL SERVICES ONTARIO WORKS SOCIAL HOUSING CHILD CARE FIRE POLICE SERVICES POLICE BOARD HONORARIUMS BRANT COUNTY HEALTH UNIT LAND AMBULANCE JOHN NOBLE HOME LIBRARY ST. JOSEPH'S LIFECARE CENTRE HEALTH CARE TASK FORCE 911 TELEPHONE SYSTEM TOTAL PUBLIC HEALTH, SAFETY & SOCIAL SERVICES COMMUNITY SERVICES PARKS AND RECREATION GOLF OPERATIONS PLANNING BUILDING SERVICES & PROPERTY STANDARDS ECONOMIC DEVELOPMENT, TOURISM & COMMUNICATIONS SANDERSON CENTRE TOTAL COMMUNITY SERVICES ENGINEERING & OPERATIONAL SERVICES ENGINEERING ADMINISTRATION DESIGN & CONSTRUCTION PUBLIC WORKS, OPERATIONS & MAINTENANCE TRANSPORTATION SERVICES WATER TREATMENT & DISTRIBUTION WASTEWATER SOLID WASTE MANAGEMENT PROPERTY MANAGEMENT FLEET SERVICES TOTAL ENGINEERING & OPERATIONAL SERVICES CORPORATE SERVICES CORPORATE SERVICES ADMIN HUMAN RESOURCES LEGAL & REAL ESTATE CITY CLERK FINANCE INFORMATION TECHNOLOGY TOTAL CORPORATE SERVICES SUBTOTAL PRIOR TO CORPORATE FINANCING CORPORATE FINANCING SUPPS/P-I-L/ADJ ON TAXES INVESTMENT INCOME CURRENT & RETIREE BENEFITS CASINO FINANCING DEBT FINANCING CAPITAL FINANCING UTILITY FINANCING REVENUES INSURANCE OPERATING BUDGET CONTINGENCY TOTAL CORPORATE FINANCING TOTAL NET EXPENDITURE
2012 BUDGET
NON RECOMMENDED REDUCTIONS TO MEET BUDGET TARGET OF 1% -
2012 BUDGET With All Reductions 198,020 263,453 461,473
Budget Incr/(Decr) % With All Reductions 7.71% 15.91% 12.24%
2012 Unmet Needs -
2012 BUDGET With All Reductions & Unmet Needs 198,020 263,453 461,473
$ 2012/11 INCREASE/ (DECREASE) 14,179 36,156 50,335
% 2012/11 INCREASE/ (DECREASE) 7.71% 15.91% 12.24%
183,841 227,297 411,138
198,020 263,453 461,473
7.71% 15.91% 12.24%
374,161 374,161
79,228 79,228
453,389 453,389
21.17% 0.00% 21.17%
453,389 453,389
21.17% 0.00% 21.17%
(75,486) (75,486)
377,903 377,903
1.00% 0.00% 1.00%
91,700 91,700
469,603 469,603
95,442 95,442
25.51% 0.00% 25.51%
7,003,619 7,642,240 840,114 14,626,280 25,428,254 31,174 2,111,287 2,588,931 1,492,860 3,899,155 870,996 37,094 66,572,004
137,384 245,283 28,617 730,478 1,570,957 341 63,338 531,513 44,103 37,044 2,882 3,391,940
7,141,003 7,887,523 868,731 15,356,758 26,999,211 31,515 2,174,625 3,120,444 1,536,963 3,936,199 870,996 39,976 69,963,944
1.96% 3.21% 3.41% 4.99% 6.18% 1.09% 3.00% 20.53% 2.95% 0.95% 0.00% 0.00% 7.77% 5.10%
7,141,003 7,887,523 868,731 15,356,758 26,999,211 31,515 2,174,625 3,120,444 1,536,963 3,936,199 870,996 39,976 69,963,944
1.96% 3.21% 3.41% 4.99% 6.18% 1.09% 3.00% 20.53% 2.95% 0.95% 0.00% 0.00% 7.77% 5.10%
(67,348) (168,861) (20,216) (584,215) (1,316,674) (42,225) (505,623) (29,174) (2,734,336)
7,073,655 7,718,662 848,515 14,772,543 25,682,537 31,515 2,132,400 2,614,821 1,507,789 3,936,199 870,996 39,976 67,229,608
1.00% 1.00% 1.00% 1.00% 1.00% 1.09% 1.00% 1.00% 1.00% 0.95% 0.00% 0.00% 7.77% 0.99%
23,252 5,558 207,762 236,572
7,096,907 7,724,220 848,515 14,772,543 25,890,299 31,515 2,132,400 2,614,821 1,507,789 3,936,199 870,996 39,976 67,466,180
93,288 81,980 8,401 146,263 462,045 341 21,113 25,890 14,929 37,044 2,882 894,176
1.33% 1.07% 1.00% 1.00% 1.82% 1.09% 1.00% 1.00% 1.00% 0.95% 0.00% 0.00% 7.77% 1.34%
8,816,395 403,144 1,619,655 442,868 1,811,001 663,952 13,757,015
137,106 (290,799) 14,073 37,866 18,110 (36,831) (120,475)
8,953,501 112,345 1,633,728 480,734 1,829,111 627,121 13,636,540
1.56% -72.13% 0.87% 8.55% 1.00% -5.55% -0.88%
(14,200) (14,200)
8,953,501 112,345 1,633,728 480,734 1,829,111 612,921 13,622,340
1.56% -72.13% 0.87% 8.55% 1.00% -7.69% -0.98%
(48,942) (37,300) (7,700) (93,942)
8,904,559 112,345 1,633,728 443,434 1,829,111 605,221 13,528,398
1.00% -72.13% 0.87% 0.13% 1.00% -8.85% -1.66%
539,242 115,000 30,000 120,445 18,000 822,687
9,443,801 227,345 1,663,728 443,434 1,949,556 623,221 14,351,085
627,406 (175,799) 44,073 566 138,555 (40,731) 594,070
7.12% -43.61% 2.72% 0.13% 7.65% -6.13% 4.32%
1,334,218 983,370 6,226,365 7,738,811 1,740,331 1,131,358 19,154,453
13,116 59,383 59,758 188,800 (209,198) (5,330) 106,529
1,347,334 1,042,753 6,286,123 7,927,611 1,531,133 1,126,028 19,260,982
0.98% 6.04% 0.96% 2.44% 0.00% 0.00% -12.02% -0.47% 0.00% 0.56%
(84,000) (9,500) (93,500)
1,347,334 958,753 6,286,123 7,918,111 1,531,133 1,126,028 19,167,482
0.98% -2.50% 0.96% 2.32% 0.00% 0.00% -12.02% -0.47% 0.00% 0.07%
(104,580) (104,580)
1,347,334 958,753 6,286,123 7,813,531 1,531,133 1,126,028 19,062,902
0.98% -2.50% 0.96% 0.97% 0.00% 0.00% -12.02% -0.47% 0.00% -0.48%
31,540 9,680 41,220
1,378,874 958,753 6,286,123 7,823,211 1,531,133 1,126,028 19,104,122
44,656 (24,617) 59,758 84,400 (209,198) (5,330) (50,331)
3.35% -2.50% 0.96% 1.09% 0.00% 0.00% -12.02% -0.47% 0.00% -0.26%
918,294 86,484 1,330,848 2,554,706 2,151,778 7,042,110 107,310,881
189,501 6,299 (22,147) (10,886) 156,180 70,429 389,376 3,896,933
189,501 924,593 64,337 1,319,962 2,710,886 2,222,207 7,431,486 111,207,814
N/A 0.69% -25.61% -0.82% 6.11% 3.27% 5.53% 3.63%
(14,200)
(93,500)
189,501 924,593 64,337 1,319,962 2,710,886 2,222,207 7,431,486 111,100,114
N/A 0.69% -25.61% -0.82% 6.11% 3.27% 5.53% 3.53%
(130,753) (87,000) (217,753) (3,226,097)
189,501 924,593 64,337 1,319,962 2,580,133 2,135,207 7,213,733 107,874,017
N/A 0.69% -25.61% -0.82% 1.00% -0.77% 2.44% 0.52%
67,421 50,000 209,510 326,931 1,519,110
256,922 974,593 64,337 1,529,472 2,580,133 2,135,207 7,540,664 109,393,127
256,922 56,299 (22,147) 198,624 25,427 (16,571) 498,554 2,082,246
N/A 6.13% -25.61% 14.92% 1.00% -0.77% 7.08% 1.94%
(4,059,687) (1,365,508) 751,251 1,641,072 12,840,616 (2,559,022) 1,504,694 (193,768) 8,559,648 115,870,529
1,064,350 138,308 (6,683) 640 (640) (42,340) 237,598 344,168 1,735,401 5,632,334
(2,995,337) (1,227,200) 744,568 1,641,712 12,839,976 (2,601,362) 1,742,292 150,400 10,295,049 121,502,863
26.22% 10.13% -0.89% 0.00% 0.04% 0.00% -1.65% 15.79% 177.62% 20.27% 4.86%
(14,200)
(93,500)
(2,995,337) (1,227,200) 744,568 1,641,712 12,839,976 (2,601,362) 1,742,292 150,400 10,295,049 121,395,163
26.22% 10.13% -0.89% 0.00% 0.04% 0.00% -1.65% 15.79% 177.62% 20.27% 4.77%
(350,000) (350,000) (3,576,097)
(2,995,337) (1,227,200) 744,568 1,641,712 12,489,976 (2,601,362) 1,742,292 150,400 9,945,049 117,819,066
26.22% 10.13% -0.89% 0.00% 0.04% -2.73% -1.65% 15.79% 177.62% 16.19% 1.68%
50,000 50,000 1,569,110
(2,995,337) (1,227,200) 744,568 1,641,712 12,489,976 (2,601,362) 1,792,292 150,400 9,995,049 119,388,176
1,064,350 138,308 (6,683) 640 (350,640) (42,340) 287,598 344,168 1,435,401 3,517,647
26.22% 10.13% -0.89% 0.00% 0.04% -2.73% -1.65% 19.11% 177.62% 16.77% 3.04%
ASSESSMENT GROWTH INCREASE - 0.67% NET MUNICIPAL BUDGET $ Increase % Increase
776,253 116,646,782 121,502,863 4,856,081 4.16% (14,200) 4,841,881 4.15% (93,500) 4,748,381 4.07% 121,395,163 (3,576,097) 1,172,284 1.00% ** 117,819,066 1,569,110 2,741,394 2.35% 119,388,176 2,741,394 2.35%
** The 1% budget increase target shown above would equate to an AVERAGE 1.5% residential tax increase based on a $212,000 property value.
CITY OF BRANTFORD 2012 NET OPERATING BUDGET SUMMARY

Base Budget Incr/(Decr) $ Base Budget Incr/(Decr) %
2011 BUDGET EXECUTIVE AND LEGISLATIVE MAYOR'S OFFICE MEMBERS OF COUNCIL TOTAL EXECUTIVE AND LEGISLATIVE CHIEF ADMINISTRATIVE OFFICER CHIEF ADMINISTRATIVE OFFICER BRANTFORD POWER DEPARTMENT CHIEF ADMINISTRATIVE OFFICER PUBLIC HEALTH, SAFETY & SOCIAL SERVICES ONTARIO WORKS SOCIAL HOUSING CHILD CARE FIRE POLICE SERVICES POLICE BOARD HONORARIUMS BRANT COUNTY HEALTH UNIT LAND AMBULANCE JOHN NOBLE HOME LIBRARY ST. JOSEPH'S LIFECARE CENTRE HEALTH CARE TASK FORCE 911 TELEPHONE SYSTEM TOTAL PUBLIC HEALTH, SAFETY & SOCIAL SERVICES COMMUNITY SERVICES PARKS AND RECREATION GOLF OPERATIONS PLANNING BUILDING SERVICES & PROPERTY STANDARDS ECONOMIC DEVELOPMENT, TOURISM & COMMUNICATIONS SANDERSON CENTRE TOTAL COMMUNITY SERVICES ENGINEERING & OPERATIONAL SERVICES ENGINEERING ADMINISTRATION DESIGN & CONSTRUCTION PUBLIC WORKS, OPERATIONS & MAINTENANCE TRANSPORTATION SERVICES WATER TREATMENT & DISTRIBUTION WASTEWATER SOLID WASTE MANAGEMENT PROPERTY MANAGEMENT FLEET SERVICES TOTAL ENGINEERING & OPERATIONAL SERVICES CORPORATE SERVICES CORPORATE SERVICES ADMIN HUMAN RESOURCES LEGAL & REAL ESTATE CITY CLERK FINANCE INFORMATION TECHNOLOGY TOTAL CORPORATE SERVICES SUBTOTAL PRIOR TO CORPORATE FINANCING CORPORATE FINANCING SUPPS/P-I-L/ADJ ON TAXES INVESTMENT INCOME CURRENT & RETIREE BENEFITS CASINO FINANCING DEBT FINANCING CAPITAL FINANCING UTILITY FINANCING REVENUES INSURANCE OPERATING BUDGET CONTINGENCY TOTAL CORPORATE FINANCING TOTAL NET EXPENDITURE
2012 BUDGET
183,841 227,297 411,138
198,020 263,453 461,473
14,179 36,156 50,335
7.71% 15.91% 12.24%
374,161 374,161
453,389 453,389
79,228 79,228
21.17% 0.00% 21.17%
7,003,619 7,642,240 840,114 14,626,280 25,428,254 31,174 2,111,287 2,588,931 1,492,860 3,899,155 870,996 37,094 66,572,004
7,141,003 7,887,523 868,731 15,356,758 26,999,211 31,515 2,174,625 3,120,444 1,536,963 3,936,199 870,996 39,976 69,963,944
137,384 245,283 28,617 730,478 1,570,957 341 63,338 531,513 44,103 37,044 2,882 3,391,940
1.96% 3.21% 3.41% 4.99% 6.18% 1.09% 3.00% 20.53% 2.95% 0.95% 0.00% 0.00% 7.77% 5.10%
8,816,395 403,144 1,619,655 442,868 1,811,001 663,952 13,757,015
8,953,501 112,345 1,633,728 480,734 1,829,111 627,121 13,636,540
137,106 (290,799) 14,073 37,866 18,110 (36,831) (120,475)
1.56% -72.13% 0.87% 8.55% 1.00% -5.55% -0.88%
1,334,218 983,370 6,226,365 7,738,811 1,740,331 1,131,358 19,154,453
1,347,334 1,042,753 6,286,123 7,927,611 1,531,133 1,126,028 19,260,982
13,116 59,383 59,758 188,800 (209,198) (5,330) 106,529
0.98% 6.04% 0.96% 2.44% 0.00% 0.00% -12.02% -0.47% 0.00% 0.56%
918,294 86,484 1,330,848 2,554,706 2,151,778 7,042,110 107,310,881
189,501 924,593 64,337 1,319,962 2,710,886 2,222,207 7,431,486 111,207,814
189,501 6,299 (22,147) (10,886) 156,180 70,429 389,376 3,896,933
N/A 0.69% -25.61% -0.82% 6.11% 3.27% 5.53% 3.63%
(4,059,687) (1,365,508) 751,251 1,641,072 12,840,616 (2,559,022) 1,504,694 (193,768) 8,559,648 115,870,529
(2,995,337) (1,227,200) 744,568 1,641,712 12,839,976 (2,601,362) 1,742,292 150,400 10,295,049 121,502,863
1,064,350 138,308 (6,683) 640 (640) (42,340) 237,598 344,168 1,735,401 5,632,334
26.22% 10.13% -0.89% 0.00% 0.04% 0.00% -1.65% 15.79% 177.62% 20.27% 4.86%
ASSESSMENT GROWTH INCREASE - 0.67% NET MUNICIPAL BUDGET
776,253 116,646,782 121,502,863 4.16%
Appendix 2
2012 Business Unit Financial Summary

MAYOR'S OFFICE 2009 Actuals 2010 Actuals Number Business Unit Description 2011 Forecasted Actuals
2011 Budget 2012 Budget
Variance Inc/Dec(-)
101000 Mayor's Office 102000 Mayor's Orders 103000 Mayor's Gala
139,397 37,579 0
136,754 41,934 0
138,917 40,104 0
146,737 37,104 0
160,916 37,104 0
14,179 0 0 0
9.66% 0.00% 0.00% 0.00% 7.71%
TOTAL
176,976
178,688
179,021
183,841
198,020
14,179
Appendix 3
Department/Commission:
MAYOR'S OFFICE
2012 BASE BUDGET INCREASES/DECREASES

2011 Council Approved Budget 183,841
Mandatory increases due to new or changes to existing legislation Mandatory increases to staffing levels (complete on Appx 3a and 3b): Annual staff increases (App 3a) One Time staff increases (App 3b) $0 $0 $0 $0
Increases in employee compensation Salaries: Benefits: Honorariums: $1,773 $2,508 $2,241 $0
6,522
Annualization of new staff and services approved in the 2011 Budget $0 $0 $0 $0
Contractual Obligations (only where a formal contract exists) $0 $0 $0 $0
Appendix 3
Increases/Decreases for Utilities and Fuel Natural Gas/Electricity: Water/Sewer: Fuel: Telephone: $0 $0 $0 $0 $0
Inflationary Increases $0 $0 $0 $0 $0 Previously approved City Council Initiatives $0 $0 $0 $0
Service Delivery Efficiencies $0 $0 $0 $0
Changes to Revenue Commissions Utility Company Recoveries ($703) ($5,000) $0 $0 $0
(5,703)
Appendix 3
Removal of One-Time Amounts approved in the 2011 Budget $0 $0 $0 $0 Other (Please Specify) Overhead Charges: $13,360 $0 $0 $0
13,360
2012 Adjusted Base Budget (this figure must balance to what has been entered into JDE)
198,020
Appendix 4
2012 Business Unit Variance Explanation

Business Unit # Business Unit Description Explanation of Increase or Decrease
101000
Mayor's Office
Reduced Overhead Recoveries $13,360, Salary/Benefit increases offset by addition of Utility Company recoveries
102000
Mayor's Orders
103000
Mayor's Gala
Appendix 6
Road Map to Achieve 2012 Base Budget Target of 1% 2011 Approved Budget 2011 Budget including Target Increase of 1% 2012 Budget
183,841 185,679 198,020
Amount of Total Reductions Needed to Meet Budget Target
12,341
Proposed Fee Increases (did not receive early approval)

1 2 3 0 0 0
Budget Reduction Amount -
Total Proposed Fee Increases Recommended Service Level Reductions

1 2 3 4 5 0 0 0 0 0
Total Recommended Service Level Reductions Non-Recommended Reductions to Achieve Target

1 2 3 4 5 0 0 0 0 0
Total Non-Recommended Reductions to Achieve Target Total Budget Reductions
Appendix 2

MEMBERS OF COUNCIL 2009 Actuals 2010 Actuals Number Business Unit Description 2011 Forecasted Actuals
Variance Inc/Dec(-)
121000 Members of Council Admin 123000 Council Administration - Corporate 123000 Council Administration - Councillors
275,280 0 0
0 (70,647) 277,499
0 (79,467) 306,764
0 (79,467) 306,764
0 (55,983) 319,436
0 23,484 12,672
0.00% 29.55% 4.13%
TOTAL
275,280
206,852
227,297
227,297
263,453
36,156
15.91%
Appendix 3
MEMBERS OF COUNCIL

Increases in employee compensation Honorariums: Benefits: $8,540 $4,132 $0 $0
12,672
Appendix 3
Changes to Revenue Commissions (Police Board Honorarium) 2011 Conference Account Reserve Funding ($124) $50,000 $0 $0 $0
49,876
Appendix 3
Removal of One-Time Amounts approved in the 2011 Budget 2011 Conference Account ($50,000) $0 $0 $0 Other (Please Specify) Overhead Charges: Reallocation from Clerk's Admin for Data Comm. Fees Reallocation from Finance for Finance Committee Meals $17,084 $2,400 $4,125 $0
(50,000)
23,609
263,453
Appendix 4

Business Unit # Business Unit Description Explanation of Increase or Decrease The increase in whole is the result of the reduction in the Corporate Services Recovery. The loss of revenue was $17,083. Budget transfers for data communication fees and meals. Not Applicable
123000
Council Administration Corporate
123000
Council Administration Councillors
Appendix 5
Reconciliation of Business Unit Budget Reallocation

Amount of Reallocation (From)/To
$2,400
Business Unit Transferring From

303105.7025
Business Unit Transferring To

123000.4314.1000
Explanation of Transfer
Reallocation of $2400 to Council Admin for Data Comm Fees - transfer from Clerks Admin. Printing cost reduction re: introduction of iPads Reallocation of $4125 to Council Admin for Finance Committee Meals
306110.4025
123000.4025 1000
$4,125
Appendix 6
227,297 229,570 263,453
33,883

1 2 3 4 5 0 0 0 0 0

1 2 3 0 0 0

1 2 3 0 0 0
2012 BUSINESS PLAN

Chief Administrative Officer Office of the CAO
Link to Financials
Appendix 1 2012 Business Plan CAO Office
1.0
Mission Statement
To advise City Council on matters of community and strategic significance and provide corporate leadership in the administration of the day-to-day affairs of the organization through the effective implementation of Councils priorities and Corporate policies and procedures.
2.0
Departmental Role and Business Unit Areas The Chief Administrative Officer (CAO) reports directly to City Council. The Chief Administrative Officer is the administrative leader and key point of contact between Council, the community and staff. The Office of the CAO ensures that City Councils priorities and policies are implemented by communicating those priorities and policies, providing leadership, and directing staff.
ROLE OF THE CHIEF ADMINISTRATIVE OFFICER

CAO
Advisor to City Council
Administrative Leadership
Corporate Administrative Policy & Management Practices
Liaise with Community
Manage Corporate Departments
There are five main services/functions provided by this Office which include:
1. Advisory Services to City Council

Ongoing advice to the Mayor and members of City Council on a variety of policy, administrative and strategic matters.
2. Administrative Leadership.
Leadership and managerial responsibilities for all Departments Initiatives to strengthen the workplace in order to create an environment where people can work effectively, and that provides a supportive work environment for all staff. Ensure the delivery of quality services and programs in order to improve and maintain the quality of life for the residents and businesses of the community.
3. Corporate Policy & Management Practices

Ensure that the organization supports and implements City Councils priorities and policies. Develop initiatives designed to ensure that the organization maintains a corporate and long-term focus.
4. Liaison with Community

Liaise with community organizations, other municipalities, First Nations representatives, and senior government agencies and departments on a wide range of issues.
5. Manage Corporate Departments

Ensure that all Departments are managed efficiently and effectively Ensure all Departments meet the expected outcomes approved by Council annually Ensure that operations work within the established guidelines and budgets approved by Council
Chief Administrative Officer

Executive Assistant CEO, Brantford Power Inc.
General Manager Community Services
Manager, Corporate Policy & Management Practices
General Manager Engineering and Operational Services
General Manager Public Health, Safety and Social Services
General Manager Corporate Services
3.0
Major Customers or Clients The primary customers or clients of the Department include: Mayor and Members of City Council. General Managers, Directors, Managers and staff of the City. Community leaders and citizens. Political and administrative representatives from federal, provincial, and other municipal governments.
4.0
Achievements in 2011 The following represents significant Actions and Initiatives undertaken in 2011 GOAL: ECONOMIC VITALITY AND INNOVATION Actions/Initiatives
Dialogue with Laurier to further advance postsecondary investment in City
Status
Ongoing
GOAL:
HIGH QUALITY OF LIFE AND CARING FOR ALL CITIZENS Actions/Initiatives Status
Ongoing
Support for the partnership to facilitate the construction of a new Y/post-secondary athletic complex in the Downtown Area
GOAL:
EXCELLENCE IN GOVERNANCE AND MUNCIPAL MANAGEMENT Actions/Initiatives Status

Completed Completed To begin in 2012 In progress (Human Resources Committee of Council established) In progress Expected completion December 2011 In-progress Expected completion December 2011 In-progress Expected completion December 2012 In progress Report September 2011 Initial meeting March 2011 In progress
Participate in the orientation of the newly elected City Council. Assist the new City Council in the identification of its priorities for the term. Development of a Human Resources Master Plan. Implement Organizational Review of 2010 and recruit new executive leadership team Initiate affiliate code compliance with BPI Inc. Ensure completion of the Employee Suggestion/Policy Review Initiative. Develop a long term staff accommodation strategy Initiate customer service task force and report to council Establish Labour Management committee
5.0
Departments Significant Trends and Challenges
Goal Economic Vitality and Innovation Trends Laurier Brantford and Nipissing University continue to grow and provide education opportunities to both City residents and those outside of the community, as well as contribute to the revitalization of the Downtown Area. Brantford continues to grow and diversify its economic base in all sectors. Infilling of existing building inventory has increased in 2011 with over 500,000 square feet being sold and/or leased, creating new jobs and increasing the tax assessment base.
Challenges The national, provincial and local economies are still in recovery from the 2009 recession. The recovery has been slow and expected to remain as such for the next two years. This has impacted existing and potential new industrial development in the City, particularly in the area of manufacturing. Recovery in the local job market is very sensitive to the global economy and external situations. The Citys unemployment rate has decreased slightly since January 2011 (8.9%), however, it continues to exceed the National (7.5%) and Ontario rates (7.2%). Instability in the First Nations Territory has negatively impacted the image of the community, and will likely continue to be a significant challenge to the Citys ability to attract new industrial/commercial and residential development.
Goal High Quality of Life and Caring for All Citizens Trends As a result of Federal and Provincial government funding (provided in 2010-11) through Infrastructure Stimulus Programs the City was able to make improvements to its major recreation facilities (Wayne Gretzky Sport Centre and Civic Centre), as well as the Brantford Municipal Airport and Brantford Farmers Market, which will assist in improving the quality of life for all citizens in the community.
Challenges With the economy in a slow recovery, many members of the community will likely continue to experience hardship impacting both the Citys social services staff and its financial resources. As municipalities continue to face financial challenges in providing services and maintaining infrastructure while not increasing the tax base beyond a level of affordability, the need to leverage volunteer resources and access various sources of funding is significant
Goal Managed Growth and Environmental Leadership Trends There is increasing awareness of environmental stewardship responsibilities of local government.
Challenges Notwithstanding significant funding provided by the Federal and Provincial Governments through the Infrastructure Stimulus Programs, there continues to be the need to deal with aging infrastructure.
Goal Excellence in Governance and Municipal Management Trends Organizational effectiveness and administrative improvements through corporate/departmental initiatives including process improvement, structural and procedural change, and quarterly/annual reporting to make the organization more effective and efficient through the gradual process of continuous improvement.
Challenges Delivering a wide variety of local government services in an ever-changing environment and with increasing demands for financial prudence. Retaining and attracting key managerial personnel and highly skilled professional and technical staff. Ongoing relationships with the County of Brant and Six Nations remain sensitive.
6.0
Financial Resource Information 2012 Budget Estimates 2012 Business Unit Financial Summary Appendix 2 2012 Base Budget Increases/Decreases Appendix 3, 3a, 3b 2012 Business Unit Variance Explanation Appendix 4 Road Map to Achieve 2012 Budget Target Appendix 6 Impact of Non Recommended Budget Reductions Appendix 6c Summary of 2012 Unmet Needs Appendix 7 2012 Justification of Unmet Needs Appendix 7a 2012 Funded ProjectAppendix 10a and 10b
7.0
2012 Departmental Priorities Funded from the Operating Budget
City Council has confirmed its priorities through an update of the Citys Strategic Plan. The Citys Strategic Plan identifies the Communitys Vision, Goals, and Long-Term Desired Outcomes.
The achievement of each of these components of the Strategic Plan is dependant upon the dedication of each of the Citys departments and the agencies funded by the City to focus their activities in this common direction. For 2012, this Department will focus its Strategic Actions/Major Initiatives on the following Goals of the Strategic Plan: Economic Vitality and Innovation High Quality of Life and Caring for All Citizens Managed Growth and Environmental Leadership Excellence in Governance and Municipal Management (Identify only those Goals included in your 2012 Departmental Priorities chart below)
The following is a prioritized list of the 2012 Departmental Priorities that the Department intends to undertake with the 2012 Operating Budget requested as part of this Business Plan: 2012 DEPARTMENTAL PRIORITIES
Priority
Strategic Actions/Major Initiatives

Develop a comprehensive human resources plan that addresses the needs for staff training and development, and succession planning. Maintain and enhance a strong volunteer base. Explore the creation of a Volunteer Centre in the City. Strengthen relationships with neighbourhood associations. Explore the establishment of a Community Action Initiative. Re-establish a Customer Service Strategy to ensure excellence in service delivery. Develop a Communication Plan to enhance internal and external communication. Create opportunities to enhance public understanding and involvement at City Hall including the implementation of the eGovernment Initiative and the development of a public consultation procedure Evaluate the Citys future role in the Brantford Utility Group of Companies Develop a long-term strategy for the use of the casino monies Work with other levels of government to improve regional transportation links including the exploration of opportunities for Go Transit for the City Review the current ward structure and Council remuneration Monitor the Provincial Places to Grow Strategy and its impact on the City Lobby and pursue opportunities with the Provincial and Federal governments for appropriate municipal funding though a strategy to pursue such funding opportunities
Strategic Plan Goal 4
Funding Source Existing Operating Funds Anticipated to be funded from Casino Reserve funds or Operating Program New Operating Funds Funded Capital Existing Operating Funds Brantford Power Inc. Council and Staff working group
1 1
1 4
2 2 3 3 3 3
4 4 3 4 3 3
Citizen and Staff supported Committee
Appendix 2

CAO 2009 Actuals 2010 Actuals Number Business Unit Description 2011 Forecasted Actuals
Variance Inc/Dec(-)
110100 CAO
360,693
395,980
391,759
374,161
453,389
79,228
21.17%
TOTAL
360,693
395,980
391,759
374,161
453,389
79,228
21.17%
Appendix 3
CAO

Mandatory increases due to new or changes to existing legislation
$0 $0 $0 $0
Increases in employee compensation Salaries: Benefits: $12,316 $10,369 $0 $0
22,685
Appendix 3
Inflationary Increases
379
Fax Machine Copier
$179 $200 $0 $0
Previously approved City Council Initiatives Customer Service Training & Communications $30,000 $0 $0 $0
30,000
Service Delivery Efficiencies Travel Meals ($1,000) ($1,000) $0 $0
(2,000)
Changes to Revenue $0 $0 $0 $0 $0
10
Appendix 3
Removal of One-Time Amounts approved in the 2011 Budget $0 $0 $0 $0 Other (Please Specify) Overhead Charges: Memberships & Subscriptions Supplies $26,615 $349 $1,200
28,164
453,389
11
Appendix 4

110100
CAO
To reflect actual costs in office supplies, telephone and fax machine, and subscriptions; reduction in overhead charges; Customer Service Training & Communications increase.
12
Appendix 6
374,161 377,903 453,389
75,486

1 2 3
Budget Reduction Amount

1 2 3

1 General Service Reduction 2 3
75,486
75,486 75,486
13
Appendix 7
Summary of 2012 Unmet Needs

ONGOING ANNUAL COST 80,000 25,000 ONE TIME OR ANNUAL Annual Annual
ITEM UNMET NEEDS 1 Customer Service Coordinator 2 Leadership Training 3 4 5 6 7 8 9 10
2012 NET COST 66,700 25,000
Grand Total
91,700
105,000
14
Appendix 7a
2012 Justification of Unmet Needs 1) Title: Customer Service Coordinator

Annual Mar-12
One Time or Annual: Effective Date:
Description: A Customer Service Coordinator is required to manage, develop, implement, monitor, and evaluate corporatewide customer service programs, ensuring that customer service strategies, policies, procedures, and processes are applied consistently across the organization; to identify customers needs and continuously adapt the citys customer service programs to meet those needs; to provide research and input to customer service related projects and/or surveys. Justifications: The City of Brantford embarked on a Customer Service Strategy in 2001 with a well-documented plan for implementation approved in 2003. Since that time, the resources and budget have been removed, leaving an undesirable impact of corporate withdrawal for the strategy as it was no longer supported by Council. From a structural perspective, customer service within the City has become de-centralized. The recent Organizational Review completed by the Randolph Group pointed to both Customer Service and Communication as two specific areas that were under-serviced in the existing structure. Currently there is no one person or department responsible for ensuring customer service performance. While there are some standards and performance measures taking place in the City of Brantford, in general, many departments do not have service standards and key performance indicators are not measured. What you dont measure, you cant manage. Community Base Strategic Plan Goals: Excellence in Governance and Municipal Management Business Unit/ 110100.2105 - Full-Time Reg Earnings Object Code: 110100.2210 - Employee Benefits 2012 Net Municipal Cost: 2013 Net Municipal Cost: 66,700 80,000
15
Appendix 7a
2012 Justification of Unmet Needs
2)
Title: Leadership Training

Annual Jan-12
Description: Leadership training that enhances existing leaderships skills while increasing leadership capacity is required. The training sought would be for members of the Senior Management structure of the City
Justifications: Successful organizations are dynamic in nature and adapt to an ever-changing environment. Existing and emerging leaders require leadership training to increase their effectiveness and enhance their capacity to respond, adapt and provide divisional and cross-divisional sector and cross-sector leadership to those they lead. Investing in leadership training will allow the city to maximize the effectiveness of its current leadership team while supporting succession planning and the development of emerging leaders.
Community Base Strategic Plan Goals: Excellence in Governance and Municipal Management Business Unit/ 110100.4015 - Education Object Code: 2012 Net Municipal Cost: 25,000 2013 Net Municipal Cost: 25,000
16
2012 BUSINESS PLAN

CAOs Office Brantford Power
Link to Financials
Appendix 1 2012 Business Plan CAO Brantford Power Department
1.0
Mission Statement
Our mission statement has been adopted from Brantford Power Inc., which is in the largest user of the department. The mission, vision and values are as follow.
Mission:
Brantford Power provides safe, reliable and competitively priced services to our customers, while ensuring excellent shareholder returns. Brantford Power is driven to be a leading electricity distribution company.
Vision:
Values:
Safety Openness and integrity in all relationships Innovation and creativity A customer focus Employee engagement
2.0
Departmental Role and Business Unit Areas The department has the following areas, which provide services to the Energy Group of companies: Brantford Energy, Brantford Power, Brantford Hydro and Brantford Generation. The Brantford Power Administration and Regulatory business unit fulfils two service requirements: o Corporate Secretariat and General Administrative Services including corporate secretariat services, administrative support [report and correspondence preparation, conference booking, etc], switchboard/reception, meeting management, time and attendance administration, records management, policy administration and preparation, contract administration, corporate communications; Regulatory Compliance to fulfill Brantford Power's regulatory obligations as defined by the Ontario Energy Board's codes, rulings and directives.
The Engineering and Construction area provides all electrical engineering services for Brantford Power, which includes support for the Operations area. This area provides technical support in implementing the Green Energy Act (GEA), Asset Management (AM) and Systems and software implementation & integration. This area is also responsible for tendering of major capital projects, inspection of those projects, as well as inspection of developer installed works that will be assumed by Brantford Power. The Metering and Settlement area manages: electricity measurement for revenue billing purposes; electricity measurement for settlement of Brantford
Power wholesale electricity purchases; delivery of Ontario Power Authoritys LDC Conservation and Demand Management (CDM) programs; and distribution connection processes for all local electricity generators connecting to the grid. The Brantford Power Operations maintains the electrical grid, controls the distribution of power throughout the City of Brantford. Provides service to the corporation of Brantford through Street lighting maintenance, works in cooperation with the Street Crime Unit, Emergency Measures Organization and various other groups. Operations construct and develop capital projects throughout the City.
The CFO-Utilities provides the following services to the Energy Group of Companies:
Direction and oversight of accounting and financial services to ensure compliance with generally accepted accounting principles, requirements of the federal and provincial Income Tax Acts and in the case of Brantford Power Inc., compliance with the Ontario Energy Boards Accounting Procedures Handbook and related direction; Provide direction and operational supervision to the accounting staff of the utilities accounting group of the City of Brantfords Finance Department; Perform on a part time basis, the CEO responsibilities for Brantford Hydro Inc. and Brantford Generation Inc. Develop strategies and manage the Brantford Energy Group of Companies financing program and related portfolio of third party credit faculties.
Brantford Power
Operations
Engineering & Construction
Metering and Settlement
Administration and Regulatory.
Financial
Staff Establishment: 41
(Full-time Staff Only)
3.0
Major Customers or Clients The primary and only role of the Department is to provide services to Brantford Energy Inc., Brantford Power Inc. Brantford Hydro Inc. and Brantford Generation Inc.
4.0
Achievements in 2011
The following represents significant Actions and Initiatives undertaken in 2011 GOAL: ECONOMIC VITALITY AND INNOVATION Actions/Initiatives
System expansion and refurbishment
Status
System expansion and refurbishment of existing aging system is ongoing. Rebuild of Dundson Street/Brantwood Park Subdivision is underway at an approximate cost of $1,000,000. Expected completion of the project is December 2011. 18 have been completed at this time Completed for all current proceedings; however, this is always an ongoing activity
Connect fit and Micro Fit generation within the city OEB Regulatory Proceedings
GOAL:
Successful external Audit, ESA Due Diligence Inspections(DDIs) and Declaration of Compliance - Completed July 2011 $350,000 rebuild part of approx. 1.5 km of line in order to upgrade the wire size for transfer of maximum energy between the west and east of the City. The new line is designed for an ultimate requirement of four feeders on a single pole. This line will help in improving the reliability to our customers. Estimated completion December 2011. Completed additional and revised existing Underground and Overhead Standards for use by Brantford Power Staff and Contractors to expand and rebuild distribution system. This is a requirement under ESA Regulation 22/04. This is an ongoing task. The Protection Scheme upgrades at the Powerline MTS (PMTS) on the request of Hydro One were completed on June 21, 2011 These upgrades will eliminate any nuisance tripping of 115 KV transmission circuits from Burlington TS because of the faults on or downstream of the PMTS 27 KV busses, therefore improving the reliability to our customers.
ESA Regulation 22/04
Powerline Feeder Rebuild
Standards and Specifications
Powerline MTS Protection Upgrade
GOAL:
MANAGING GROWTH AND ENVIRONMENTAL LEADERSHIP Actions/Initiatives Status

This is a requirement from the Ontario Energy Board (OEB). This plan will list the condition of the existing assets and the maintenance and capital investment that needs to be done in order to keep these assets safe and reliable. This plan is to be submitted with the next Rate Application. The work on this plan is underway with the help of a consultant, UEM. The first phase of the
Asset Management Plan
Distributed Generation (DG) including FIT and MicroFIT programs
Brantford Generation Inc. (BGI) Landfill Project
Empey Storage Facility
project will be completed by the end of the year and phase two will be undertaken in next year. The provincially mandated Green Energy Act (GEA) requires LDCs including Brantford Power to facilitate and encourage connection of DGs to the Distribution System. Internal processes and resource needs have been identified. A number of Fit/MicroFit projects have been connected and other in the process. This is an ongoing activity. Brantford Power facilitated this application and coordinated with BGI consultant and Hydro One for connection of this facility to the BPI Distribution System. The last equipment called the Zigzag Transformer (ZZT) was installed and connected in 2011. The project is now completed and up and running. To have our facility become inactive due to a active part of the organization to identify and destroy PCBs within the City
GOAL:

In process expected to be completed in time for January 1, 2012 fiscal year reporting in early 2013. In process, to be completed by December 31, 2011 Started implementing some of the provisions of the revised Conditions of Service, namely assuming ownership of distribution system in some townhomes and the primary services. More ownership means an increase in rate base and changes in demarcation point in favour of customers. This is an ongoing activity and will continue for the next several years. More changes in CoS are underway and will be completed by the end of the year. We have sold the existing vacant substation property on Glenwood Drive and Barnes Ave. Sale of four other properties is in process. These sales will save on maintenance, insurance/liability costs. This activity will continue during rest of 2011 and into the next year. Upgraded the existing 9.4 version of Intergraph GIS G/Technology System to their latest version 10.1 with lot more capabilities and ease of governing and managing the mapping data base.
IFRS Implementation
Secure $4,000,000 financing program Brantford Power Conditions of Service(CoS)
Sale of vacant substation properties
Upgrade Geographic Information System (GIS)
5.0
Departments Significant Trends and Challenges Emerging trends and challenges have an immediate and/or long-term impact on the nature of the administrative, operational, and financial aspects of the services provided by the Department. An awareness of these trends and challenges allows City Council and staff to monitor and react to them in order to take advantage of opportunities and
minimize impacts so that the City can continue to provide quality services. significant trends and challenges for 2012 and beyond are as follows: Goal Economic Vitality and Innovation Trends Continued construction activity including major roadwork by province and municipality Challenges
The
Level of construction activity, particularly during peak time, is an ongoing challenge. Major 2011 projects to include rebuild of existing system including replacing primary cables and removing transformers from below ground vaults. Goal High Quality of Life and Caring for All Citizens Goal Managed Growth and Environmental Leadership Trends Government is continuing to rely on Conservation and Demand Management (CDM) programs as a significant contributor to meeting electricity demand and the goal of closing greenhouse gas emitting generating stations. We are working toward delivery of provincially-mandated CDM programs in 2011-2014, and achievement of provincial CDM targets which are a condition of the Brantford Power distribution license. Challenges A significantly increased involvement in CDM program delivery is required Goal Excellence in Governance and Municipal Management Trends Planned change in financial reporting standards is expected to significantly impact the accounting and reporting processes for the Brantford Energy Group of Companies. Challenges Ability to prepare financial forecasts become more difficult as the OEB needs to update all regulatory instruments to reflect the impact of new financial reporting standards resulting in forecasts which are based on significant assumptions; Core accounting and reporting is becoming more complex to achieve the mandated expanded level of external disclosure and reconciliations required.
Trends Public concern over high electricity costs. Challenges This concern will result in greater difficulty in obtaining cost recoveries due to enhanced OEB sensitivities to rate impacts possibly affecting the financial performance of the utility
Trends Compliance with Electrical Safety Authority Regulation 22/04 Challenges Continuous development and updating of Standards and Specifications to ensure ongoing compliance with this regulation, which came into since 2005, including up to three Due Diligence Inspections annually by the Electrical Safety Authority and annual audit by an external Auditor. Trends The regulatory environment in which electricity distributors like Brantford Power Inc. operate continues to evolve. Regulatory issues are identified and resolved through a variety of mechanisms including stakeholder consultations, formal regulatory proceedings and precedents established through distributor-specific matters brought before the regulator. Such outcomes of regulatory proceedings impacts Brantford Power Inc.'s operations. As well, the implementation of International Financial Reporting Standards [IFRS] in 2012 will impact regulatory and rate-setting policies and procedures including, as examples, benchmarking, cost allocation and regulatory reporting requirements
Challenges Ongoing monitoring of and, where appropriate, participating in regulatory proceedings that impact Brantford Power Inc. Define and implement on an annual basis the evidentiary requirements, data and analyses required to support Brantford Power Inc.'s next cost-of-service rate rebasing application Trends The Ontario Energy Board's 3 Generation Incentive Regulation rate-setting regime, which is the basis for Brantford Power Inc.'s rates from 2009 to 2001, features regulatory mechanisms to automatically adjust rates and revenues downwards as an incentive to achieve operational efficiencies. At the same time, Brantford Power Inc.'s deemed debt/equity structure will continue its migration to a 60/40 debt/equity ration by 2010. Challenges Controlling costs in order to maximize returns to the shareholder in the period of 3d generation incentive rate-setting. 6.0 Financial Resource Information 2012 Budget Estimates 2012 Business Unit Financial Summary Appendix 2 2012 Base Budget Increases/Decreases Appendix 3, 3a, 3b 2012 Business Unit Variance Explanation Appendix 4 Roadmap to Achieve 2012 Budget Target Appendix 6 Summary of 2012 Unmet Needs Appendix 7 2012 Justification of Unmet Needs Appendix 7a
rd
7.0
2012 Departmental Priorities Funded from the Operating Budget City Council has confirmed its priorities through an update of the Citys Strategic Plan. The Citys Strategic Plan identifies the Communitys Vision, Goals, and Long-Term Desired Outcomes. The achievement of each of these components of the Strategic Plan is dependant upon the dedication of each of the Citys departments and the agencies funded by the City to focus their activities in this common direction. For 2012, this Department will focus its Strategic Actions/Major Initiatives on the following Goals of the Strategic Plan: Economic Vitality and Innovation High Quality of Life and Caring for All Citizens Managed Growth and Environmental Leadership Excellence in Governance and Municipal Management (Identify only those Goals included in your 2012 Departmental Priorities chart below)
Priority
IFRS Implementation Financial business process and accounting and reporting design and implementation to accommodate Affiliate Relationship Code compliance changes Introduction of additional JD Edwards automation in accounting and reporting activities
Asset Management. Phase 2 Cost-of Service Rate Rebasing Application System Integration Study ARC Compliance
1 1 1
e-Government Initiative
Strategic Plan Goal Excellence in Governance and Municipal Management Excellence in Governance and Municipal Management Excellence in Governance and Municipal Management Excellence in Governance and Municipal Management Economic Vitality and Innovation Economic Vitality and Innovation Economic Vitality and Innovation Excellence in Governance and Municipal Management
Funding Source Current operating funds
Current operating funds
Current operating funds
Existing Operating Funds Existing Operating Funds Existing Operating Funds Existing Operating Funds Existing Operating Funds
Appendix 2

BRANTFORD POWER DEPARTMENT 2009 Actuals 2010 Actuals Number Business Unit Description Consolidated 809999 815005817890 825005827890 834715837890 845610854236 855605857630 868601868680 875679 Power Dept Budgeted Surplus Engineering Operations & Maintenance Metering and Settlement Administration CFO Utilities OPA CDM Fleet - Home Account 380,735 (88,249) (198,285) (72,260) (50,518) (15,619) (7,183) 51,379 388,134 (81,585) (198,970) (84,189) (50,279) (15,982) (7,334) 50,204 9,503 (1,063) (2,510) (5,931) 9,503 (1,063) (2,510) (5,931) 15,713 (1,206) (2,641) (11,866) 6,210 (143) (131) (5,935) 65.35% 0.00% -13.45% 0.00% -5.22% -100.07% 0.00% 0.00% 2011 Forecasted Actuals
Variance Inc/Dec(-)
TOTAL
0.00%
Appendix 3
BRANTFORD POWER DEPT/ CHIEF ADMINISTRATIVE OFFICER

2011 Council Approved Budget -
Mandatory increases due to new or changes to existing legislation Mandatory increases to staffing levels (complete on Appx 3a and 3b): Annual staff increases (App 3a) One Time staff increases (App 3b) Mandatory increases due to CDM program $0 $516,796 $0
516,796
Increases in employee compensation Salaries: Benefits: Increase in retiree benefit costs VUDO $122,403 $91,717 $6,946 ($17,766)
203,300
10
Appendix 3
Service Delivery Efficiencies Unfilled Positions - Attrition Wages Unfilled Positions - Attrition Benefis Reduction in expenses ($208,432) ($47,610) ($10,138) $0
(266,180)
Changes to Revenue
(453,916)
Increase in recoveries from Btfd Energy Group of Companies
($453,916) $0 $0 $0
11
Appendix 3
Removal of One-Time Amounts approved in the 2011 Budget $0 $0 $0 $0 Other (Please Specify) Overhead Charges: $0 $0 $0
12
Appendix 4

809999
Power Dept Budgeted Surplus
815005817890
Engineering
825005827890
Operations & Maintenance
834715837890
Metering and Settlement
845610854236
Administration
855605857630
CFO Utilities
868601868680
OPA CDM
875679
Fleet Home
13
2012 BUSINESS PLAN

Public Health, Safety & Social Services Ontario Works
(Income & Employment Support)
Link to Financials
Appendix 1 2012 Business Plan Public Health, Safety & Social Services Ontario Works
1.0 Mission Statement

To ensure a healthy community by providing a social infrastructure that ensures the citizens of Brantford social policies that focus on early learning and childcare, affordable housing, incomes support and employment assistance.
2.0 Departmental Role and Business Unit Areas

The Income and Employment department is within the Public Health, Safety and Social Services Commission and as such reports to City Council through the Social Services Committee. The programs and services provided through the Employment and Income departments are an integral part of this Commissions mandate. The Ontario Works Act, 1997 and Regulations provide the legislative framework for social assistance in Ontario. Directive 1.0 states Ontario Works provides employment assistance to people in financial need to increase employability and obtain sustainable employment and provides temporary financial assistance. Per The Ontario Works Act, Regulations and Directives, the Ontario Works Brant department provides Employment Supports, Employment Placement, Community Placements, LEAP (Learning, Earning and Parenting), the Addictions Services Initiative and Income Support. The goals of the department are to: Provide emergency income support while assisting participants in becoming selfreliant by helping them achieve and maintain sustainable employment Provide exemplary customer service in the delivery of HR, labour market and recruitment services Work in partnership to provide coordinated access to services and information Provide an internal social planning and social development function to foster creative solutions to issues as well as long term, strategic analysis and problem solving Employment Services Employment Placements Community Placements Employer workforce solutions Individual job placement assistance
www.Brantjobs.ca
Employment Resource Centre Individualized intensive employment planning and support Mental health supports Employment preparation workshops Financial supports Job training Job search Job placement Steps to Success Agency placements Self-identified supported placements
Employment Supports
LEAP
Targeted to parents under the age of 25 who lack a
Addictions Services Initiative -
high school diploma Individual intensive planning and support Learning activities leading to completion of Ontario Secondary School Diploma (OSSD) or equivalent Earning activities including job placements, co-op and job/career counseling Parenting Activities Addiction counseling Assessment and Treatment Individualized intensive planning and support Financial supports
Income Support Income Support Program Provides financial support and other benefits that assist with the health and well-being of individuals and families Special assistance such as prescription drugs, emergency dental services, indigent burials, prosthetics, housing search support and advocacy, family support through courts or private agreements, emergency hostels, and domiciliary hostels Ontario Child Benefit Programs that assist working families with children attach themselves to the workforce Referrals to meet needs of individuals and families through appropriate community service providers or senior levels of government for more permanent income support Delivery of community based projects such as domestic violence rent bank, ID clinic, Housing Resource Centre. Work with Community stakeholders to identify and address current and emerging Human Services needs Eligibility Review- Quality Assurance Fraud Family Support - Spousal & Child Support Overpayment Recovery - Recover and follow up on monies owing
Housing Resource Centre Administrative Support Administrative Support -
Housing Search Advocacy Rent Bank Emergency Energy Fund Domestic Violence Rent Bank Trusteeship Program Identification Clinic
Administrative Support Services Clerical (Switchboard & Reception) Technical Support
General Manager, Public Health, Safety and Social Services Income & Employment Support Administrative Support Project Management
Income Support Employment Support Intensive Employment Supports

Addiction Services Initiative; Mental Health Services; Steps to Success
Housing Resource Centre
Eligibility Review
Family Support
Case Management
Clerical
Overpayment Recovery
Enhanced Family Support
3.0 Major Customers or Clients

The primary customers or clients of the Department include: Recipients and/or dependants of Ontario Works Recipients and/or dependants of the Ontario Disability Support Program Homeless or potentially homeless individuals and families Working poor Private sector employers Non-profit organizations (volunteer placements) The secondary customers or clients of the department include: Community Agencies Childrens Aid Society, Community Health Centre, Family Counseling Centre of Brant, Nova Vita Domestic Violence Services, and others Potential recipients of social assistance Other city departments General public
4.0 Achievements in 2011

The following represents significant Actions and Initiatives undertaken in 2011.
GOAL:
ECONOMIC VITALITY AND INNOVATION Actions/Initiatives Status

The department continues to work in strong collaboration with the Economic Development and Tourism department to ensure implementation of the Economic Development Strategy; particularly activities relating to Workforce Development.
Implementation of the Economic Development Strategy
Business Attraction, Retention and Expansion
Through the Brantjobs service, the department participates in meetings with prospective and expanding employers. Provides value added services to encourage the development of local employment opportunities.
Personal Support Worker Training
In partnership with the Grand Erie Board of Education, 16 Ontario Works clients completed PSW training in March of 2011 and 88% (eighty eight percent) of graduates obtained employment in the health care field with the assistance of Ontario Works staff. Five participants obtained a Grade 12 diploma in addition to the PSW certificate. An additional 15 participants commenced training in September 2011 and will graduate in March 2012. This investment continues to exemplify a successful sectorial training partnership. This initiative has been very successful owing to the ongoing coaching provided by staff. 88% of graduates obtained employment. The job retention rate is also
GOAL:

very high with 78% remaining employed for over a year, and 57% exited from Social Assistance due to their earnings.
Phase two of the Brantford Immigration Portal redevelopment
Additional funding from the Ministry of Citizenship and Immigration was obtained. The ongoing goal is to enhance features, accessibility, and content of the portal while leveraging the capabilities of existing City owned sites such as mybrantford.ca and brantjobs.ca for a more complete and integrated user experience.
Mentoring Skilled Newcomers project
Department staffs participate Committee for this initiative.
on
the
Steering
GOAL:
HIGH QUALITY OF LIFE AND CARING FOR ALL CITIZENS Status

Ontario Works staff continues to participate in Poverty Roundtable initiatives. The department is working towards developing a prosperous community model. Senior staff continues to attend consultations and provincial working groups on an ongoing basis addressing poverty reduction. Poverty Reduction is a key priority of the Provincial government.
Actions/Initiatives
Poverty Reduction Initiatives
Develop and coordinate partnerships with community organizations, internal city departments and other levels of government to address and support the needs of those most in need.
Learning Together Time was established as a collaborative program where Learning, Earning and Parenting (LEAP) participants receive support with their independent learning courses while childcare is provided. Continuing Service Engagement partnership with the Childrens Aid Society of Brant funded by the Ministry of Children and Youth Services to increase capacity in supporting families with mental health and/or addictions issues. Positive child welfare outcomes have been achieved including a reduction in apprehensions and increased family stability. Collaborative partnerships forged with Parks and Recreation Department and the Child Care Department to provide child care while involved in other programming.
GOAL:

Partnering with Grand Erie District School Board (GELA) to ensure availability of secondary school credit programs for adult OW participants. Introduction of new adult learning programs including online courses and flexible scheduling options has assisted clients to move toward achieving a high school diploma. Weekly Learning and Wellness group for Steps to Success clients was created in partnership with Brantford Public Library and Parks and Recreation. In partnership with the Community Resource Centre, 50 food insecure families receive Good Food Boxes monthly.
Actions/Initiatives
Ontario Works Policy and Procedures
MCSS released significant changes to Ontario Works policies and procedures in 2011. Some examples include new Special Diet Allowance criteria and process, rate calculation changes for specific client groups, new file transfer procedures for clients granted ODSP, and changes to the annual eligibility verification review. These changes were staff intensive and required close monitoring. Staff training and local policy development in response to provincial policy is ongoing to keep pace with Ministry initiatives. A major initiative was the implementation of the Online Application for Social Assistance where individuals can apply for Ontario Works online. Contingency plans were developed and implemented to continue business during the labour disruption with Canada Post. This included a marketing initiative for direct banking deposit and a central cheque distribution centre.
Assistance to Individuals Applying for ODSP
Research and development of a Request for Proposal was undertaken to contract with a Psychologist to conduct psychological assessments to support client efforts to apply and be found eligible for ODSP. Collaborative meetings were held with the Legal Clinic to improve ODSP application outcomes, ensuring quality service to people with disabilities.
Social Assistance Review Commission
The province is undertaking a review of social assistance in Ontario. OWB participated by completing a survey of service providers and of consumers. Using those findings and our extensive experience, OWB submitted a report and recommendations to the commission. OWB also
GOAL:

extended an invitation to the commission to view our programs and to speak directly with participants.
Actions/Initiatives
Master Aging Plan
The city formed an internal working group looking at policy, procedures and services that need to be changed or added as a result of the aging population.
Emergency Preparedness Plan
A Memorandum of Understanding (MOU) has been reached with the Red Cross to perform certain duties in an evacuation centre The MOU is moving through the approval process. Once approved, the MOU will be used to pattern the responsibilities and contributions of other agencies at a reception centre during an emergency. A full scale exercise with the county as well as mock exercise to set up the reception and inquiry facility took place in the spring of 2011 with several changes and/or additions recommended to the manual. Changes and additions to be completed before yearend. An opportunity to test the response of the Social Services team and activate the plan occurred after a house explosion in August 2011. The team was able to carry out the registration, feeding, housing and supportive counseling function for area residents as is required during an emergency.
Health Equity
Department staff participates on a community Health Equity Task Force led by the Grand River Community Health Centre. This Task Force is developing a community strategy to reduce inequities in health outcomes based on social determinants of health. Department staffs are participating in an Executive Breakfast and Health Leaders forum. These activities continue to develop and reinforce important linkages between social services and health sectors.
Out of the Cold
Entered into a renewable agreement to provide shelter to the highest at risk homeless population.
Community Access to 211 Ontario
The 211 Call Centre and website was launched in May of 2011.
Community Safety and Crime Prevention Task Force
Funding from the Trillium Foundation has provided the
GOAL:

Task Force with an opportunity to develop a community strategic plan. Through community consultation in partnership with the Task Force organizations, the plan was completed in 2011.
Actions/Initiatives
Internal Tracking Mechanisms
Designed, developed and deployed new software to support efficient caseload management, employment planning and outcome tracking for employment service programs.
Continuing implementation and evaluation of Steps to Success Community Learning and Wellness program neighbourhood-based in Eagle Place and East Ward
Expansion of program capacity has been enabled by financial support obtained from the Ministry of Health. The Grand River Community Health Centre (GRCHC) is providing 0.5 FTE as a preventative service to Non Social Assistance Recipients. Research partnership has been established with Wilfrid Laurier University Centre for Community Based Research.
5.0 Departments Significant Trends and Challenges

Emerging trends and challenges have an immediate and/or long-term impact on the nature of the administrative, operational, and financial aspects of the services provided by the Department. An awareness of these trends and challenges allows City Council and staff to monitor and react to them in order to take advantage of opportunities and minimize impacts so that the City can continue to provide quality services. The significant trends and challenges for 2012 and beyond are as follows: Goal Economic Vitality and Innovation Trends Beginning in mid-2008, Brantford along with most other Ontario communities began to experience the impact of the global recession. Indicators included plant closures and job losses, increased EI claims, reduced job postings, an increase in OW intake volume and caseload growth. In August 2009 Brantfords unemployment rate hit 13%, the highest level in more than 12 years and nearly double the July 2008 rate of 6.5%. In August 2011, Brantfords unemployment rate was 8.9%, well above the provincial rate of 7.5%. By comparison, in August 2010, Brantford and Ontarios unemployment rates were equal at 8.8%. While the provincial unemployment level has continued to decline over the past 12 months, Brantfords has not. This trend is concerning. Further, Brantfords unemployment rate remains higher that of neighbouring communities such as Kitchener (6.3%) and Hamilton (6.5%), offering evidence that labour market recovery is weaker in Brantford-Brant than in much of the surrounding area. Although the
uncertainty in the global economy is having an impact in all jurisdictions, the local economy continues to be exceptionally vulnerable to a slow recovery of jobs due to Brantfords high reliance on the manufacturing sector and relatively low educational level of its adult workforce. Additionally, job losses are continuing to occur in the manufacturing sector. In 2009 Brantford and area lost 695 jobs, 638 in 2010, and 538 to date in 2011. In fact, the comparative jobs picture in Brantford-Brant has become less optimistic over the past 12 months. In contrast to this gloomy forecast, there are some bright spots of growth, including the recent announcement of a significant call centre investment by Bell Mobility expected in early 2012. The Economic Development and Tourism department reports that new industrial investment has created 145 new jobs to date in 2011. Newly created jobs have not, however, offset the jobs lost over the past 3 years.
Challenges Brantfords essentially stalled recovery from the 2008 recession is expected to continue to present challenges for the department in the coming year. Adverse local labour market conditions are structural in nature (workforce attributes; employer size; industry diversification) and as such, improvements may not occur in the short term. Some citizens may continue to experience frustration in their efforts to obtain stable, well paid local employment. A highly competitive environment for available jobs places Ontario Works participants, with less education and work experience than other job seekers, at a disadvantage. Department staff will continue to coach and assist long term unemployed and discouraged workers, whose physical and emotional health is often adversely affected by prolonged joblessness. Department staff will need to continue working with employment services participants to develop marketable employment profiles. More frequent contact and client need has a direct impact on staff resources. Lower wages and contingent (temporary, part time) work opportunities have a constraining effect the ability of families to exit from social assistance due to earnings.
Trends There continues to be a disconnect between the labour market skills required for clients to compete effectively in the knowledge economy and the skills that many job seekers possess. Over the past few decades, the gap in earnings between higher and lower educated workers has been steadily growing.
10
Challenges In addition to direct social assistance costs, the identified human capital deficit in Brantford-Brant threatens the areas future economic growth and prosperity. Local employers in science and technology, gaming, and specialized service and manufacturing industries report having to recruit from surrounding communities in order to find qualified candidates. Provincial Ministries and agencies with a role in workforce development continue to work largely in isolation of each other and the municipality. When department staff identify, through our ongoing work with employers, a lack of skilled candidates in an industry, there is no central, coordinated mechanism for taking action to develop training for workers. This hinders our ability, as a community, to respond nimbly to changes in workforce demand and meet employer requirements. It continues to be difficult to access current, local labour market data and forecasts to indicate growth sectors/occupations. Mohawk Colleges growth plans do not include technical skills training in the Brantford area, and some prospective students may not have the ability to travel to Hamilton. An unacceptably high number of local workers lack a high school diploma, which is the foundation on which to build more advanced skills and training required for higher wage positions. Local employers will require an enhanced investment in ongoing formal and on the job training for their current employees in order to retain a competitive knowledge advantage.
Goal High Quality of Life and Caring for All Citizens Trends Integration of human services is a growing concept within the social services field. There is a lack of integrated human services within and among agencies and senior levels of government.
Challenges A more holistic approach can better address the multiple needs of clients. Having agencies meet and follow through remains a challenge. Although some progress has been made in targeted areas with programs such as Steps to Success and LEAP, many services remain fragmented and there is little evidence that meaningful progress is being made to integrate other services on the ground. One of the contributing factors is that the decision makers within agencies and governments are not at the local table trying to forge partnerships and collaborations. The department looks for opportunities within itself, higher levels of government, and amongst community partners to create person centred services by developing local
11
partnerships and integrating service planning. This requires staff time to meet, plan, and implement action plans and achieve goals. Trends Need for increased benefits and adequacy of rates.
Challenges The health of our community is measured by the well-being of the most vulnerable including children, seniors and the disabled therefore staff continues to work on promoting and directing social policy ensuring no one is marginalized or left out. The current social assistance rates are one of the greatest challenges to human services in the province. Inadequate income impedes the individual's and family's ability to move beyond a crisis level to positive mental health, good physical health, participation in the community, safe and affordable housing and gainful employment. Many other programs and services have been created in the community to compensate for low social assistance rates, for example food banks. In addition, front line staff are continually confronted with urgent requests from participants (eviction prevention, utility disconnections, referrals to other resources) as the monthly social assistance rates do not cover the true cost of basic needs. There discrepancies in which benefits are provided for low income residents. Programs should be streamlined and administered by the Ministry associated with the service i.e.: dental and special diets with the Ministry of Health and Long Term Care or Temporary Care Allowance with the Ministry of Children and Youth Services.
Trends Family Breakdown and Family Violence
Challenges Families continue to experience separation due to family violence, addiction and mental health issues. Intense case management and training are required to keep staff current and informed on the issues to ensure proper actions and supports are provided to victims of family breakdown/abuse. Family violence, poverty and substance abuse often go hand in hand. Many women who have been on assistance express that at one time or another they were involved in a physically or psychologically abusive relationship. The extent of victimization can range from being hit a single time to a pattern of severe violence perpetrated over a long period of time, resulting in physical and emotional injury. Family violence can be a significant barrier for a woman receiving assistance to becoming employed and maintaining employment without proper supports in place. Staff continues to serve on the Mayors Task Force and participate on the DiVA subcommittee to educate the community and bring attention to this issue.
Trends Child poverty rate remains high. Children who grow up in poverty are at high risk of living in poverty as adults.
12
It has also been shown that the stress of growing up in poverty can affect the brain's working memory. It is critically important to find ways to interrupt the generation cycle of poverty and disadvantage through early learning initiatives and effective support services for families.
Challenges Children in families receiving Social Assistance continue to be among the neediest in our community. This group is joined in poverty by 44% of children living with single parent. 30% of all children living in poverty have at least one parent that works full time, year round. Working full time often does not take the family out of poverty. Given that child poverty is driven by their parent(s) living in poverty, it is important to engage the entire family in improving their financial situation. Intensive Case Management has proven effective, however, it is cost prohibitive to provide this level of service to all clients who require it. Although the Ontario Child Benefit (OCB) program assists low income families, child poverty remains a serious concern. Where the OCB has increased incomes for some families, there was no net positive financial impact from the OCB implementation for most families receiving social assistance. As a result of the introduction of the OCB, families on Social Assistance no longer receive the Winter Clothing and Back to School one-time payments. Families are expected to save money each month towards these costs; however, many are unable to do so as all monthly income is needed to pay for basic necessities. The current economic climate has made it more difficult for support payers to pay their support obligations. This means that children do not receive the support income they are entitled to, leaving the family vulnerable to eviction or other adverse circumstances. Additional staff time must be allocated to pursuing support.
Trends Homelessness
Challenges Access to safe and affordable housing is a precondition for engagement in the labour market for those on social assistance. Mental health, addiction issues and lack life skills such as of budgeting are all factors which contribute to the inability to secure and maintain affordable housing. Many Ontario Works recipients divert resources from other basic needs such as food and clothing to pay their rent. This results in an increase in the use of food programs. Inadequate or excessively high cost shelter can have spin-off effects including loss of employment and school failure, along with the pervasive family stress associated with not being able to attain or maintain affordable and safe housing. Assisting clients with these issues requires intense case management and monitoring to support them in their search for housing and to maintain their housing. The increase in number of trusteed cases has placed increased pressure on staffing. Without the trustee program many of the clients utilizing this service could end up
13
homeless. As research shows, finding housing is not as big a problem as maintaining housing. The trustee program ensures clients remain housed. The lack of affordable housing in the downtown core as more and more property is being redeveloped for student housing. Clients must then search for housing outside of the downtown core, which historically has been associated with higher rental costs.
Trends The percentage of individuals with less than a high school diploma in Brantford-Brant exceeds both the national and provincial averages. This issue is particularly pronounced within the social assistance caseload. Approximately 55% of Ontario Works clients lack a secondary school diploma. Low levels of education are related to longer term receipt of Ontario Works and poor long term economic prospects. It constitutes a competitive disadvantage for our region in attracting new business investment.
Challenges The lack of coordination between major stakeholders in the educational sector along with limited funding from the Ministry of Education to support adult learning limits opportunities for adult learners to obtain secondary school credits and skills training/upgrading. Programs such as Learning Together Time for LEAP participants where childcare, educational, Library and social services all work together to support students pursuing independent learning courses have proven successful. Time and resources are requested to pursue these relationships and joint venture.
Some progress has been made to create flexible options such as online and evening courses to support learners who work or are full time caregivers. Finding options that meet client circumstances continues to be a challenge. Providing the intensive case management to coach and motivate students is staff intensive and allocating the resources to provide more and greater support is difficult given all of the other demands. Despite this struggle, staff coached and supported 28 LEAP graduates and approximately 60 high school graduates.
Trends There is an increase in the amount of time families remain on social assistance.
Challenges Individuals are staying on social assistance longer. In August 2011, the average length of time on social assistance was 19.2 months compared to a low of 15.9 months in 2009. The lack of attachment to the labour force becomes increasing more difficult to reestablish as time goes on. Research indicates that barriers to employment often develop or become more deeply entrenched during long periods of unemployment and receipt of social assistance.
14
We find that many long term recipients have experienced complex trauma, including childhood abuse and/or neglect, which has had significant impacts on their relationships, their health, their education, and their employment. A significant proportion of trauma survivors suffer from mental illnesses, substance abuse, or both disorders concurrently. The children in these families are also at risk for mental health and behaviour disorders. All of these require intensive case management and community collaboration to work toward enhanced health, education, employment and family stability.
Trends Social Service staffs have been dedicated to dealing with the increase in the caseload since the economic recession began in October of 2008. Demands on all aspects of Ontario Works service delivery have increased dramatically since the economic downturn began.
Challenges The caseload has increased by almost 50% since the economic problems began in October of 2008. The economic recovery remains uncertain and it is anticipated that the Ontario Works caseload will see continued growth. It is estimated the caseload may grow by approximately 7% in 2012. Department staffs are faced with the task of helping clients overcome barriers such as depression, substance abuse, or family breakdown, lack of employment skills or inadequate education. This can be difficult given that the department must meet Ministry expectations on service delivery, meeting benchmarks, targets, and appointment times, while working with a provincial database that is cumbersome, and whose performance has been unreliable in the past year.
6.0 Financial Resource Information

2012 Budget Estimates 2012 Business Unit Financial Summary Appendix 2 2012 Unavoidable Budget Increases/Decreases Appendix 3 2012 Business Unit Variance Explanation Appendix 4 Reconciliation of Business Unit Budget Reallocation Appendix 5 Road Map to Achieve 2012 Budget Target Appendix 6 Impact of Non Recommended Budget Reductions Appendix 6c Summary of 2012 Unmet Needs Appendix 7 2012 Justification of Unmet Needs Appendix 7a
7.0 2012 Departmental Priorities Funded from the Operating Budget

City Council has confirmed its priorities through an update of the Citys Strategic Plan. The Citys Strategic Plan identifies the Communitys Vision, Goals, and Long-Term Desired Outcomes.
15
The achievement of each of these components of the Strategic Plan is dependant upon the dedication of each of the Citys departments and the agencies funded by the City to focus their activities in this common direction. For 2012, this Department will focus its Strategic Action and Major Initiatives on the following Goals of the Strategic Plan: Economic Vitality and Innovation High Quality of Life and Caring for All Citizens
Priority
Strategic Actions/Major Initiatives Together with the Economic Development and Tourism Department and Wilfrid Laurier University, initiate a wage survey project to provide meaningful and current information to new and existing employers. Educational attainment Participate as a member of Grand Erie Community Wide Educational Attainment Committee Continue to train and prepare for emergencies through Emergency Management Ontario/Red Cross. A comprehensive review of Special Assistance is taking place. The review is looking at data collection, process and procedures, the list of approved and unapproved items, the maximum payable for any item. Currently Special Assistance only applies to Social Assistance Recipients (OW and ODSP). In 2012, staff will investigate and present recommendations on extending special assistance to NonSocial Assistance Recipients. Together with Economic Development and Tourism and Grand Erie Workforce Planning Board, participate on the Leadership Team for the Grand Erie Local Immigrant Partnership Council, working towards
Strategic Plan Goal Economic Vitality and Innovation
Funding Source Community Services budget submission unmet need
Economic Vitality and Innovation
Existing Operating Funds
High Quality of Life and Caring for all Citizens
Existing program funding for Special Assistance for Social Assistance Recipients, and 100% Municipal funding for Non-Social Assistance Recipients.
100% Provincial Funding (Ministry of Citizenship and Immigration)
16
2012 DEPARTMENTAL PRIORITIES

Priority
Strategic Actions/Major Initiatives improved settlement, community and labour market integration for newcomers to Brantford. Develop and coordinate partnerships with community organizations and other levels of government to address and support those most in need. Work with the Grand Erie Community Health Centre to bring needed services to the community for our most vulnerable and underserved populations. This includes a .5 FTE seconded position from the GRCHC to the Steps to Success program. Spring 2013 will see the implementation of a new computer system for Social Assistance. In 2012, a complete review of impact on operations is required. Monitor operating standards for Domiciliary Hostels. Review of Domiciliary Hostels Services and delivery. Acquire new technology for the Trustee Program to produce cheques and do basic accounting.
Strategic Plan Goal
Funding Source
Existing Operating Funds pursue grants from other organizations/departments or levels of government No Municipal contribution
To be determined.
10
11
Provide intensive support through direct intervention and service integration to improve educational, employment, wellness and community engagement of marginalized families in targeted high need neighbourhoods through the Steps to Success program. Community Safety and Crime Prevention Task Force plan will be launched with prioritized action plans underway. Explore use of social media (Twitter, Facebook) to establish an additional delivery channel for local employment opportunities. Continue human services Integration to provide person centred services.
12
13
14
17

Priority
Strategic Actions/Major Initiatives Implement the new processes and procedures for conducting annual eligibility reviews with clients. This is known as EVM, Eligibility Verification Model. As part of the Master Aging Plan, a community survey will be distributed in late fall with results provided to all city departments for review and action. Together with Employment Ontario partners, deliver industry-recognized Call Centre Training sessions to prepare residents for forthcoming employment opportunities in the Contact Centre sector. Represent Social Services on the Mayors Task Force on Abuse and the subcommittee DiVA helping to set priorities and to educate all citizens on the issues of family violence. Update the Community Profile with 2011 census data as it is released. The book will provide comparative statistics on the demographics of the City and County at the neighbourhood level for social planning purposes. Continue to provide support to Council and to Community advisory groups on issues such as poverty, seniors and disabled. Work with BIA to create a healthy, welcoming and safe downtown by providing street outreach services. Continue to market homeless programs and develop new partnerships with landlords. Deliver the Provincially mandated SAIL training Curriculum.
Strategic Plan Goal Economic Vitality and Innovation
Funding Source Existing Operating Funds
15
To be determined.
16
17
18
19
20
21
22
23
Existing funds matched by the Province to a maximum of $10,000 Existing Operating Funds
24
Promote the Domestic Violence Rent Bank to community partners.
18

Priority
Strategic Actions/Major Initiatives Landlord Registry
Strategic Plan Goal High Quality of Life and Caring for all Citizens
Funding Source No Municipal contribution
25
19
Appendix 2

2011 Forecasted Actuals
2009 Actuals Number Business Unit Description Ontario Works General Administration and Employment- Subsidies
2010 Actuals
2011 Budget
2012 Budget
Variance Inc/Dec(-)
701110
2,081,517 12,601,002 46,526 67,118 187,102 (215,000) (665,631) 14,102,634 (8,650,900) 5,451,734
2,614,135 8,527,385 50,359 49,910 173,127 (215,000) (593,301) 10,606,615 (2,487,800) 8,118,815
2,825,371 4,270,566 50,989 90,398 21,935 159,360 (215,000) (238,461) 6,965,158 6,965,158
2,825,371 3,920,566 50,989 90,398 171,935 159,360 (215,000) 7,003,619 7,003,619
2,692,635 4,158,481 60,922 104,158 183,355 156,452 (215,000) 7,141,003 7,141,003
(132,736) 237,915 9,933 13,760 11,420 (2,908) 137,384 137,384
-4.70% 0.00% 0.00% 6.07% 19.48% 15.22% 6.64% -1.82% 0.00% 0.00% 0.00% 0.00% 0.00% 1.96% 0.00% 1.96%
701120 Client Donation Fund 701130 National Child Benefit Reinvestment 701200 General Assistance 701500 Homelessness Programs 701510 Housing Resource Centre 701600 Employment Special Funding 701700 Funding Programs 701750 Transitional Rent Supp/Employment 701760 Crime & Safety Symposium 701770 EES - Enhanced Employment Services 701900 Social Services Admin Charges 701999 Prior Period Adjustments TOTAL OMPF Funding related to Social Services
20
TOTAL
Appendix 3
Ontario Works / Public Health, Safety & Social Department/Commission: Services

2011 Council Approved Budget 7,003,619
Mandatory increases due to new or changes to existing legislation Ontario Works General Assistance Domiciliary Hostels 2,819,549 55,502
2,875,051
Increases in employee compensation Salaries: Benefits: 131,817 102,541
234,358
Annualization of new staff and services approved in the 2011 Budget
Contractual Obligations (only where a formal contract exists) Immigration Portal - 100% Provincially Funded - Contract Ended (46,059)
Increases/Decreases for Utilities and Fuel Insurance 1,133
1,133
Inflationary Increases Office supplies/fax/memberships/photocopying, etc Rent/Parking Client/Participant Expenses Trustee Fees - Finance Interdepartmental Charge Postage 1,066 ($4,316) (5,473) (60) 6,666
(2,117)
Previously approved City Council Initiatives Staffing Adjustment - Caseload Pressures - Salaries/Benefits Out of The Cold (Approved annualized funding Jan-Mar/Nov-Dec) 204,166 20,641
224,807
Service Delivery Efficiencies Professional Services Telephone (2,500) (6,400)
(8,900)
21
Appendix 3
Changes to Revenue County of Brant Decrease Province of Ontario Revenue Increase Province of Ontario - OW Upload Cost sharing from 81.2% to 82.8% Transfer from Social Service Contingency Reserve Fund General Assistance Recoveries Increase Misc. Revenues/Interdepartmental Transfers Seniors Resource Centre - NCB/SAR Funded - Reinvestment Master Aging Plan - NCB/SAR funded - Reinvestment 17,480 (2,872,762) (316,600) (8,509) (5,000) (1,557) 27,777 10,000
(3,149,171)
Removal of One-Time Amounts approved in the 2011 Budget Seniors Resource Centre - NCB/SAR Funded Master Aging Plan - NCB/SAR Funded Other (Please Specify) (27,777) (10,000)
(37,777)
7,141,003
22
Appendix 4

Business Unit # Business Unit Description Ontario Works General Administration and Employment- Subsidies Explanation of Increase or Decrease Contractual increases Salaries/Benefits; Council Approved Staffing Caseload Pressure increase; Provincial Funding Model Change Revenue Increase; Decrease in County of Brant Revenue due to caseload shift N/A
701110
701120
Client Donation Fund
701130
National Child Benefit Reinvestment
N/A Provincial Upload Cost Share Change from 81.2% to 82.8%; Council approved Out of the Cold Funding; General Assistance Benefit Caseload Pressure $2.8M; Decrease in County of Brant Revenue due to caseload shift Domiciliary Hostel - Occupancy Pressure and Provincial Per Diem Increase
701200
General Assistance
701500
Homelessness Programs
701510
Housing Resource Centre
Contractual Increases for Salaries/Benefits; Interdepartmental Finance Charge for Trusteeship Fees
701600
Employment Special Funding Contractual Increases for Salaries/Benefits
701700
Funding Programs
Contractual Increases for Salaries/Benefits; Decrease in County of Brant Revenue due to caseload shift
701750
Transitional Rent Supp/Employment
N/A
701760
Crime & Safety Symposium
N/A
701770
EES - Enhanced Employment N/A Services
23
Appendix 4

701900
Social Services Admin Charges
N/A
701999
Prior Period Adjustments
N/A
24
Appendix 5


701130

703170
92,569 New Provincial Service Contract, providing funding for Resource Centre pressures, now funded through Childcare Budget
25
Appendix 6
7,003,619 7,073,655 7,141,003
67,348
Proposed Fee Increases ( did not receive early approval)

1 2 3

1 2 3

67,348 -
67,348 67,348
26
Appendix 7

ONGOING ANNUAL COST ONE TIME OR ANNUAL
ITEM UNMET NEEDS 1 2 3 4 5 6 7 8 9 10 Municipal Discretionary Special Assistance Fund (Gross $25,000; County of Brant portion $1,748)
2012 NET COST
23,252
23,252
Annual
Grand Total
23,252
23,252
27
Appendix 7a
2012 Justification of Unmet Needs 1) Title: Municipal Discretionary Special Assistance Fund
Annual 1-Jan-12
Description: Providing Municipal dollars to assist with health and basic lifestyle needs where no other source of funding exists or where funding is insufficient to meet the community need. Gross Municipal Amount $25,000 County of Brant Portion $1,748
Justifications: Recognizing that members of Council and Social Services staff are receiving more and more requests for special assistance items from low income families where the province does not cost share, this nominal fund would allow staff to assist those with needs which impact their basic quality of life or continued employment when no other means of funding is available. Items such as crutches, respiratory devices, orthotics, breast pumps, wheel chair lifts, dental procedures, vision care etc. A full report will be presented to the Social Services Committee early in 2012 which will outline the need in the community and make recommendations for Committee and Council. Community Base Strategic Plan Goals: High Quality of Life and Caring for all Citizens Business Unit/ 701200 Subledger 1240 (100% Municipal Items) Object Code: 2012 Net Municipal Cost (City): 2013 Net Municipal Cost (City): 23,252 23,252
28
2012 BUSINESS PLAN

Public Health, Safety and Social Services Housing Department
Link to Financials
Appendix 1 2012 Business Plan
Public Health, Safety and Social Services

Housing Department
1.0
Mission Statement Dedicated to providing a range of housing needs and supports with a focus on dignity, pride in community and self-sufficiency.
2.0
Departmental Role and Business Unit Areas The Housing Department is situated within the Public Health, Safety and Social Services Commission and reports to the Social Services Sector Committee. The Housing Department has a staff complement of 20 full time employees reporting to the Director of Housing who in turn reports to the General Manager of Public Health, Safety and Social Services.
Housing Department
Affordable Housing
Social Housing
Municipal Housing
Affordable Housing Division This business unit has been very busy since the first Affordable Housing Funding was introduced by the Federal and Provincial Governments in 2003. Since that time 438 new units of affordable rental housing have been completed (56 of these units to be completed in 2012) under this program, as well as through Municipal Incentives. Approximately 17 Municipal Housing Facility Agreements will be annually monitored and processed for the twenty-year affordability period; some of these include monthly payments. The allocation from the Province of Ontario under the new Investment in Affordable Housing for Ontario program IAH (see Section 5.0) will severely restrict the municipalitys ability to continue to develop new affordable rental housing as it has over the past eight years. This restriction is in direct opposition to the documented need of 180 new affordable housing units required each year to meet this 1 communitys demand . New innovative (municipal) strategies will have to be developed in order to attempt to keep pace with documented anticipated need. Social Housing Division The Social Housing Division is responsible for a range of housing and homeless programs. All of these programs will be directly affected by the new provincial initiatives discussed in Section 5.0 under the IAH program, and will require a careful analysis of current spending and pressure points, recommendations from recent studies, and reallocation of the flexible notional funding provided.
2010 Brant Brantford Affordable Housing Strategy; Demand and Supply Analysis.

Housing Department
The new IAH program and the new Housing Services Act (see section 5.0) also involve the documentation of this analysis and recommendations in two separate plans that will be presented to City Council and to the Province for review. It should also be noted that some funding for homeless initiatives is provided by the federal government with the provision of a Community Plan. The initial Community Plan was completed in April 2011 and the next phase involves program delivery and regular reporting to the federal government throughout 2012. The Social Housing Division is responsible for the administration of approximately 2100 housing units that are currently administered according to the Social Housing Reform Act (SHRA). The Ministry of Municipal Affairs and Housing has announced January 1, 2012 as the proclamation date for the Housing Services Act, 2011. This act will replace the SHRA requiring policy, procedure development, education and training for all staff and external housing providers. Programs: 1. The Residential Rehabilitation Assistance Program (RRAP) has been administered by the federal government; however in 2012, the program will be replaced by the Ontario Renovates and as in the past the City will have the option to deliver the program. Program policies, procedures and other resources will require development prior to the implementation of this important community program. 2. The Rent Supplement program currently provides assistance to approximately 300 households within the City of Brantford and County of Brant, and under the Housing Allowance program payments are made to 15 landlords on behalf of tenants. A form of this program is included in the IAH. 3. The Home Ownership Program (BHOME) has been successfully delivered by this department and continues as an option for allocating funds under the IAH. 4. The administration and implementation of the Renewable Energy Initiative (REI) for the implementation of renewable energy technologies and the Social Housing Renovation and Retrofit Program (SHRRP), which provided much needed capital resources to Brantford and Brant County providers. Each of these programs will now be funded under one notional envelope. Department staff will analyze program effectiveness and community needs and recommend funding to Council through the Program Delivery and Fiscal Plan (PDFP) which will then be forwarded to the Province for approval by February 2012, see also Section 5.0.
Municipal Housing Division The Municipal Housing Division directly manages approximately 1200 municipally owned housing units involving prudent financial management, establishment of policies, maintaining maintenance, capital improvements, customer service standards, development of best practices and ensuring all legislative requirements are adhered to. Housing communities are located throughout the City of Brantford and the County of Brant. Through a management contract for services, the Corporation also administers a 150 unit multi-residential Non-Profit Housing Corporation for Slovak Village Non-Profit Housing Corporation. The management of these properties is currently done in compliance with the SHRA. With the introduction of the Housing Services Act many of the policies and procedures will change and staff training and education activities will be held in order to bring all business practices in line with the new Act. See Section 5.0.

Housing Department
3.0
Major Customers or Clients The Housing Department provides customer service and programs to individuals and households at or below the 50th income percentile in this community. They include; moderate income individuals and families needing help to own their own home, those who require help to pay rent through rent-geared-to-income and affordable housing programs, persons living in substandard housing, and those considered homeless or at risk of homelessness. The Department provides information, advice and support to social housing providers, private landlords, home builders and the development community. The primary customers or clients of the Department include: Tenants Program applicants Low/moderate income homeowners Social housing providers Home building and development community Affordable Housing Providers Provincial & Federal program staff Secondary customers or clients of the Department include: Other city departments Other municipalities Community agencies Community at large
4.0
Achievements in 2011 The following represents significant Actions and Initiatives undertaken in 2011. GOAL: ECONOMIC VITALITY AND INNOVATION Status
88 Annual Home Owner updates were completed. Of the 105 that were originally purchased, 12 have repaid their loans, 5 became Power of Sale and approximately $70,000 is in the revolving reserve fund to be reallocated under this program. The BHOME program included a training component to support homeowners. In the fall of 2010 a seminar was presented Protecting Your Investment aimed at BHOME participants and the general public, providing information and expertise on four-season home maintenance measures. The original agreement with Habitat Brant was for the construction of 10 single family dwellings on donated land by the City. Between 2008 and 2011, 8 homes were completed. The remaining 2 homes are scheduled to be completed in 2012. A Short Term Rent Support Program (STRSP) Shared Delivery Referral Agreement facilitated the distribution of a notional-funding allocation of $287,610, providing short term rent supports to 48 households. The program ends December 2012.
Actions/Initiatives
BHOME program which provided down payment assistance and training to lower income households looking to purchase their first home.
Partnering with Habitat Brant on an affordable home ownership project
Delivery of the Provincial - Short Term Rent Support Program

Housing Department
GOAL:

The City received an allocation of 4.6 million for 2 years (2009 2011). In 2009/10 (year 1), 1.8 million of the allocation was expended on capital projects. In 2010-11, 2.8 million was expended on capital projects, with estimated completion for majority of projects by March 31, 2012. In 2011 - 40 units of new affordable rental housing units have been completed and occupied. 20 of these units are fully accessible and have been rented as supportive housing under an agreement with Participation House and the developer. The developer fully modified an additional 5 units and these were rented immediately. This leaves one final AHP project with 39 units still under construction in late 2011 with occupancy targeted for early 2012 and 17 affordable units developed with Municipal Incentives still under construction with estimated completion March 2012. The session included a presentation by the Local Health Integrated Network (LHIN) to discuss potential opportunities for the development of a supportive housing model within the Brantford Housing portfolio. Further research and assessment is required to confirm resident needs prior to developing a business plan that will seek funding, resources and opportunities for additional partnerships. McMaster University nursing students commence community practicum September 2011 to advance this goal for completion December 2012. Eight summer students were hired to perform clerical, research and maintenance work. Two students performed clerical tasks and conducted research in the area of hoarding, eviction prevention and homelessness. The six maintenance students performed interior and exterior minor maintenance, painting, grounds work and participated in numerous community tenant events Complete September/2011. Laurier University 1 year three Business Studies student completed a 40 hour placement Mohawk College & Fanshawe College A total of 9 Social Service Worker and Concurrent Disorder students completed 1040 hours of placement. Students participated in tenant and community engagement strategies, tenant orientation visits, eviction prevention, resident surveys, accessibility research and a number of special projects in support of housing operations Complete August/2011. * Commencing the Sept/Dec 2011 school term 4 Mohawk College Social Service Workers will complete 800 hours placement and 6 McMaster University, third year nursing students will complete 432 hours community practicum In Progress will complete December/2011.
Actions/Initiatives
Administration of the Social Housing Renovation and Retrofit Program
Development of Affordable Housing Units.
Co-ordinate and host a two-day session for the Southern Managers Network Group to share best practices in property management and partnership opportunities.
Seven summer students were employed.
Collaborated with postsecondary institutions as Field Placement host for various programs.

Housing Department
Brant-Brantford Affordable Housing Strategy
The 2010 Affordable Housing Strategy for Brant-Brantford was approved by Council in March of 2011 and an Implementation Plan was quickly undertaken to engage the community in addressing over 50 housing actions to be implemented over the next five years. Many of the recommendations are complex involving collaborative work from many municipal departments and community agencies that will impact the long term health of our housing communities and programs. A report will be submitted to the Social Services Committee outlining the status of each recommendation in the 4th Quarter/2011. Activities in progress 2010 2015.
Homelessness Plan
The Federal Government announced a 3 year continuation of Homelessness Partnering Strategy funding for Brantford in November 2010. The funding cycle will be April 1, 2011 through March 31, 2014 and $398,810 has been allocated to Brantford for this period. In the Winter of 2011, an updated Homelessness Needs Assessment was completed, resulting in seven (7) priorities being identified for our community. These priorities were endorsed by City Council in May 2011 and submitted for approval to the Federal Government the same month. In late summer, the Federal Government approved four (4) of the priorities within the Homelessness Needs Assessment for Brantford. The City will be tendering a Request for Proposals in September of 2011, resulting in successful agencies being awarded funds to address one or more of the priorities set out. The RFP process will complete in December 2011 and priorities will continue through to 2014. The Department is currently collecting and analyzing energy consumption. Creating a base line and regular reporting process of Gas, Water and Hydro consumption will help staff to develop and implement reduction measures. Template completed 2011 with analysis ongoing. In 2010 the first Housing Forum was held during the National Housing Week November/2010. Participation and evaluations confirmed it was a resounding success. Elected officials and participants both proposed the department deliver an annual forum. CMHC has agreed to co-sponsor the 2011 Housing Forum Accessibility for a Complete Community. These forums are an opportunity for the Housing Department to raise the importance of safe affordable housing and homeless issues and engage stakeholders in the community in discussions and education. These stakeholders include the customers and clients that have been listed in section 3.0. Housing Forum scheduled November 10, 2011. Staff participated in a number of committees and training sessions throughout 2011: - Violence in the Workplace - Health and Safety Orientation - JD Edwards training - Bed Bug Best Practices workshop & Town Hall Meeting - Hoarder Information Session - Accessibility for Ontario Disability Act - Ontario Non-Profit Housing Association education
Energy Consumption Reports
Housing Forum
A number of staff training sessions were implemented

Housing Department
conference and regional meetings - Institute of Housing Management Property Management education conference - Participation in the review of numerous legislations through OMSSA, ONPHA and the Ministry of Housing A number of tenant engagement strategies were implemented A number of 2011 tenant events were organized and attended by staff, including: Bike Rodeo (free helmets), yard sales, fundraising events, town hall meetings, health fairs, resident information sessions, community chats, community kitchen program, back to school events (free back packs), resident consultation in playground development and community garden development in three housing communities. Two larger resident initiatives include: 1) Lorne & Brant Safe and Healthy Communities Initiative involves regular meetings with a volunteer tenant advisory committee. Initiatives are planned around resident needs and speakers invited to building meetings such as legal clinic, police services, diabetes association, understanding mental health. 2) Winston Court Charette Initiative involves a consultation process with multi-sector professional committee members brought together to strategize how best to meet the needs of a diverse community. The development and implementation of resident engagement strategies will continue and remain ongoing. A memorandum of understanding between Brant County Health Unit and the Housing Department defines the roles and responsibilities in developing a collaborative effort of implementing a Survey on Second-Hand Smoke in all city owned units. The survey was issued in August/2011, data analysis in Sept/Oct/2011 and a report to Social Services Committee with recommendations and policy implications to be completed by December/2011.
Smoke Free Housing Initiative
GOAL:
MANAGING GROWTH AND ENVIRONMENTAL LEADERSHIP Status

Four renewable energy projects were proposed under the Ontario Government Renewable Energy Initiatives and funding was received in the amount of $673,601 for the installation of four Solar PV systems at Trillium Way, Beckett Building, South Dumfries and Silver Pines. In progress to be completed December/2011 In collaboration with the Grand River Community Health Centre, two community gardens were planted. Harvests were then shared with the general tenant population. The City manages Slovak Village Non-Profit Housing Corporation under a management contract. In this capacity, a community garden was developed and residents volunteered their gardening expertise and produce with other residents. With continued tenant interest, this initiative is expected to expand each year to other housing communities.
Actions/Initiatives
Renewable Energy Initiative Solar PV installations
A community garden pilot introduced at one of the family high rise-apartments & Slovak Village Non-Profit Homes.

Housing Department
5.0
Departments Significant Trends and Challenges Emerging trends and challenges have an immediate and/or long-term impact on the nature of the administrative, operational, and financial aspects of the services provided by the Department. An awareness of these trends and challenges allows City Council and staff to monitor and react to them in order to take advantage of opportunities and minimize impacts so that the City can continue to provide quality services. The significant trends and challenges for 2012 and beyond are as follows: Goal High Quality of Life and Caring for All Citizens Trends
Pressure on programs due to the economic downturn is increasing the number of people looking for assistance at emergency food programs, utility programs and shelter assistance. The success of the post secondary community has created a strain on the supply of low and moderate rental housing in and around the core. Increased need for case management, client referrals, eviction prevention and service integration strategies in order to address issues of addiction, poverty, violence, mental illness and the threat of homelessness. More tenants are experiencing reduced income due to current economic climate. This in turn results in lower rent-geared-to-income charges and increased subsidy requirements. Despite building new units, waiting lists are remaining constant regardless of the introduction of several new affordable housing projects. Cancer is the second leading cause of death in Brant and mortality rates related to respiratory disease have increased bringing heightened awareness to secondhand smoke, prevention strategies and a sector move towards the implementation of smoke-free housing. With a greater focus on an aging population, the implementation of a long-term strategy is critical in order to ensure adequate housing and a high quality of life and caring.
Challenges Two New Provincial Housing Initiatives In the summer of 2011 the Province made two announcements that will substantially change the way the Housing Department provides housing and homeless services and programs to the community: 1. Investment for Affordable Housing Program (IAH) This new federal/provincial program will provide increased flexibility to our department in how we and our community partners deliver affordable housing programs in our community. The key objectives of the program are: Improve access to safe affordable housing, Offer flexibility to meet local needs along the housing continuum (homelessness to stable housing), Incorporate energy efficiency and accessibility requirements, and Provide flexibility to design strategies to alleviate homelessness. We have been provided with a four-year allocation of $3,662,204.00 to meet these objectives. This has been allocated as follows: 2012 -13 (year 2) $1,502,848.00, 2013 -14 (year 3) $1,505,538.00, and 2014 -15 $653,818.00.

Housing Department
In order to receive this funding, a Program Delivery and Fiscal Plan (PDFP) must be developed and submitted to the Ministry by February 2012. This plan must identify how the Department intends to prioritize and allocate the funding among the following programs (see Section 2.0): Affordable rental housing Affordable home ownership Ontario Renovates which replaces Residential Rehabilitation Assistance program (RRAP) in 2012 Rent Supplement, and Housing Allowance The 2010 Affordable Housing Strategy and the April 2011 study entitled Homelessness: A Community Needs Assessment are current documents that have outlined the communitys priorities for the PDFP. Stringent quarterly reporting is required over the course of this funding. Challenges to Implement and Deliver IAH: Total allocation does not appear to allow for new affordable housing construction or rehab. 40 new units opened in 2011, 56 new affordable units to open in 2012, 180 units required each year to keep pace with demand. All current funding under the individually funded and delivered programs above is fully subscribed with waiting lists. Through the increased flexibility staff will be able allocate funds to highest need areas, however all areas have oversubscribed needs. The municipality will take on the role of administering the Ontario Renovates program from the Federal Govt that administered the RRAP program. New policies and procedures and perhaps staff resources will have to be committed to this transition. In 2011 no additional funds have been allocated for this program and clients are waiting for funds to bring their homes up to standard. Resources will need to be committed to develop, seek approval for, and implement the PDFP in the fall of 2011 and early 2012, and for the stringent quarterly reporting that is required over the course of this funding. The Province requires a Program Delivery and Fiscal Plan that has been approved by Council by Feb 2012. Stringent reporting on all aspects of the IAH is required quarterly. The IAH program represents a paradigm shift in the way the department has conventionally delivered these programs with some inherent welcome features as well as challenges. 2. The Housing Services Act , 2011 This new Act will replace the Social Housing Reform Act and will require the Department to develop policies, new business practices, and education and training programs for compliance. The Act is part of the Provinces Long-Term Affordable Housing Strategy (LTAHS) and will require the Department to develop a local housing and homeless plan that defines and addresses the unique housing program needs of this community. This plan is separate and apart form the PDFP above, again the recent studies completed by the department will provide much of the data and community consultation required for this Homeless Plan. Other Challenges anticipated for 2012 In 2012, the total Service Manager federal funding dropped by $118,188 to $1,812,167. The net impact of this decrease to the City, after County cost sharing, was $97,788. Federal funding will continue to decrease as mortgages and debentures expire, while the Service Manager must continue to provide these

Housing Department
services. To-date these figures which are published in the Ontario Gazette have not been released for 2013 and beyond. High-risk housing communities require agency programming and support. Currently we have one Community Relations Worker for 1200 units, and agencies report their resources are stretched to the limit. There is an extremely inadequate supply of supportive housing in this community. Increasing demand for service by those who find themselves homeless, or at risk of homelessness. Recommendations from the Citys Smoke Free Housing survey will require a communication plan and implementation strategy. Explore approaches to leverage the equity within existing social housing communities, in order to facilitate opportunities to increase the number of municipally owned affordable, subsidized and market rent social housing units. Insufficient capital reserves to maintain aging residential housing stock, create sustainable long-term funding solutions, and meet the future needs of the community. Monitor discussions and research surrounding the impact of expiring social housing operating agreements, which expiry, will result in funding pressures in our ability to maintain adequate and safe affordable housing units. Increased need for tenant mobilization, partnership opportunities that promote healthy living, community wide education regarding bed bug infestations and the implementation of new legislation. Energy Conservation Management to make buildings more energy efficient to minimize the impact of escalating utility costs. Greater need for developing partnerships with other departments and community service agencies in order to maintain and improve services within current staffing and existing funding envelope. Succession planning that will ensure a resource of knowledgeable and skilled staff. Increase in the number of tenants not paying rent and greater behaviour incidents necessitating increased eviction prevention strategies.
6.0
Financial Resource Information 2012 Budget Estimates 2012 Business Unit Financial Summary Appendix 2 2012 Base Budget Increases/Decreases Appendix 3 2012 Business Unit Variance Explanation Appendix 4 Road Map to Achieve 2012 Budget Target Appendix 6 Impact of Non Recommended Budget Reductions Appendix 6c Summary of 2012 Unmet Needs Appendix 7 2012 Justification of Unmet Needs Appendix 7a
7.0
2012 Departmental Priorities Funded from the Operating Budget City Council has confirmed its priorities through an update of the Citys Strategic Plan. The Citys Strategic Plan identifies the Communitys Vision, Goals, and Long-Term Desired Outcomes. The achievement of each of these components of the Strategic Plan is dependant upon the dedication of each of the Citys departments and the agencies funded by the City to focus their activities in this common direction.
10

Housing Department
For 2012, this Department will focus its Strategic Actions/Major Initiatives on the following Goals of the Strategic Plan: High Quality of Life and Caring for All Citizens Managed Growth and Environmental Leadership
Priority
Strategic Actions/Major Initiatives Development of the Program Delivery and Fiscal Plan (PDFP) under the Investment for Affordable Housing Program (IAH) to be completed and submitted by February 2012. Implement year two IAH allocation funding ($1,502,848.) through identified programs Implementation of recommendations from Affordable Housing Strategy Explore approaches to leverage equity in order to facilitate opportunities to increase the number of municipally owned affordable subsidized and market rent social housing units. Continue to partner with Habitat for Humanity in the construction of the remaining homes. Ensure that HPS funds are flowed to the community to identified homeless priorities in an efficient and effective manner. Monitor discussions, research and best practices surrounding the impact of expiring social housing operating agreements and then develop appropriate resources to assist Providers. New staffing complement On-Site Superintendent for Winston Court Continue to identify funding opportunities and implement energy conservation in daily processes and for all capital projects where possible Continue to implement resident engagement strategies supporting increased partnerships, health and safety and improved quality of life. In partnership with the Brant County Health Unit, develop and implement recommendations and policy from the smoke-free housing initiative
Strategic Plan Goal High Quality of Life and Caring for All Citizens
Funding Source External Funding
High Quality of Life and Caring for All Citizens High Quality of Life and Caring for All Citizens High Quality of Life and Caring for All Citizens
Provincial Funding
Operating and capital budgets Existing Operating Needs
High Quality of Life and Caring for All Citizens High Quality of Life and Caring for All Citizens High Quality of Life and Caring for All Citizens
External Funding
Federal Funding
Existing Operating Needs
10
High Quality of Life and Caring for All Citizens Managed Growth and Environmental Leadership High Quality of Life and Caring for All Citizens High Quality of Life and Caring for All Citizens
Requested Unmet Need External funds & Capital Budget
Operating and Capital Budgets
11
Operating and Capital Budgets
11
Appendix 2

2009 Actuals 2010 Actuals Number Business Unit Description
Variance Inc/Dec(-)
702110 702130 702131 702210 702220 702230 702240 702300 702400 702500 702600 702700 702750
SOCIAL HOUSING ADMIN AFFORDABLE HOUSING PROGRAM B HOMES PROGRAM COMMERCIAL RENT SUPPLEMENT STRONG COMMUNITIES RENT SUPPLEMENT HOUSING ALLOWANCE HOUSING GRANTS NON-PROFIT HOUSING LOCAL HOUSING CORPORATION MUNICIPAL HOUSING - ROBERTSON MUNICIPAL HOUSING - BSAR RESIDENTIAL MUNICIPAL HOUSING - LAND PURCHASE PROPERTIES HERITAGE HOUSE TOTAL
1,004,375 94,261 431,477 35,292 3 4,707,435 1,262,840 (14,621) (21,006) (21,245) 11,704 7,490,515
1,021,514 101,566 438,673 38,083 4,523,834 1,166,211 (16,234) (21,006) 15,098 (44) 7,267,695
1,078,967 121,688 407,872 45,464 4,499,179 1,287,920 (16,234) (26,990) (27,763) (8) 7,370,095
1,078,967 121,688 437,872 45,464 145 4,499,179 1,529,920 (16,234) (26,990) (27,763) (8) 7,642,240
1,092,471 167,688 485,722 63,960 4,517,104 1,631,565 (16,234) (26,990) (27,763) 7,887,523
13,504 46,000 47,850 18,496 (145) 17,925 101,645 8 245,283
1.25% 37.80% 0.00% 10.93% 40.68% 0.00% -100.00% 0.40% 6.64% 0.00% 0.00% 0.00% 100.00% 3.21%
12
Appendix 3
Housing / Public Health, Safety & Social Department/Commission: Services

Mandatory increases due to new or changes to existing legislation Federal Grants Decreased per Social Housing Reform Act (SHRA) Section 130 (4) Provider Payments Increased per Social Housing Reform Act (SHRA) County Portion Increased per Legislated Increases $118,187 $14,480 ($22,898)
109,769
Increases in employee compensation Salaries: Benefits: $95,682 $44,618
140,300
Contractual Obligations (only where a formal contract exists) Taxes Differential Paid to Affordable Housing Providers $43,500
43,500
Increases/Decreases for Utilities and Fuel Natural Gas/Electricity: Water/Sewer: ($32,187) $8,414
(23,773)
Inflationary Increases Taxes (city Owned Properties) $16,369
16,369
Previously approved City Council Initiatives Affordable Housing Program (AHP) - 100% Funded ($242,703 gross) Homelessness Partnership Strategy (HPS) - 100% Funded ($160,755 gross) $0 $0
13
Appendix 3
Service Delivery Efficiencies Repairs and Maintenance & Supplies/Other Rent Supplement/Housing Allowance ($53,099) ($10,903)
(64,002)
Changes to Revenue County of Brant Grants Rents Other Recoveries ($19,865) $38,460 $11,068 ($6,543)
23,120
Removal of One-Time Amounts approved in the 2011 Budget Other (Please Specify)
7,887,523
14
Appendix 4

702110
SOCIAL HOUSING ADMIN
Not Applicable
702130
AFFORDABLE HOUSING PROGRAM
Increase in tax, differential between residential and multiresidential taxes that is paid to Affordable Housing Developers of $43,500.
702131
B HOMES PROGRAM
Not Applicable
702210
COMMERCIAL RENT SUPPLEMENT
Decrease in Federal Funding received of $35,644 per Ontario Regulations. Increased payments to landlords based on the 3.1% Market Rent increased per contracts $12,206.
702220
STRONG COMMUNITIES RENT SUPPLEMENT
Drop in Provincial funding received of $20,640.
702230
HOUSING ALLOWANCE
Not Applicable
702240
HOUSING GRANTS
Not Applicable
702300
NON-PROFIT HOUSING
Not Applicable Decrease in Federal Funding received of $75,357. Increased salaries and benefits per contracts of $102,258.Decrease in Utilities ($22,166), Contract Services ($68,504) and Allowance for Doubtful Accounts ($16,000). Increase in Taxes $16,367 and Equipment $25,000. Not Applicable
702400
LOCAL HOUSING CORPORATION
702500
MUNICIPAL HOUSING ROBERTSON
702600
MUNICIPAL HOUSING BSAR RESIDENTIAL
Not Applicable
702700
MUNICIPAL HOUSING - LAND Not Applicable PURCHASE PROPERTIES
702750
HERITAGE HOUSE
Not Applicable
15
Appendix 6
7,642,240 7,718,662 7,887,523
168,861

1 2 3

1 2 3

1 Affordable Housing Program 2 Local Housing Corporation Minor Capital Reduction to Repairs and Maintenance 3
50,000 118,861 -
168,861 168,861
16
Appendix 6c
Impact of Non Recommended Budget Reductions 1) Title: Affordable Housing Program
Description: In the past, the Housing budget has incorporated money to fund an Affordable Housing Program to encourage and administratively manage the development and building of affordable housing units in Brantford.
Implications: This money has been included in the budget for the past 3 years to offset anticipated development charges, however this money was not required due to supplementary provincial funding of several affordable housing programs. Key changes for social housing providers and Municipal Service Managers are on the horizon necessitating staff resources to create and implement housing and homelessness programs. The development of these programs and housing plans has been legislated through the the Housing Services Act that will come into force January 1, 2012 and the Investment in Affordable Housing program released in August, 2011. Without this funding for new affordable housing administration, program development and implementation, we will jeopardize our ability to meet legislative requirements.
Business Unit/ Object Code: 702130.7302 Grants to Organizations subledger 2131 Net Municipal Reduction: $50,000 Remaining Budget: $0
17
Appendix 6c
Impact of Non Recommended Budget Reductions 2) Title: Local Housing Corporation Minor Capital Reduction to Repairs and Maintenance
Description: The Local Housing Corporation (LHC) portfolio has a Minor Capital Budget prepared each year for expenditures less than $50,000 per job. The Minor Capital Budget is used for the repair, maintenance and minor capital replacement items, intended to extend the useful and productive life of the housing portfolio that serves individuals, families and Brantford Seniors.
Implications: The Local Housing Corporation (LHC) Minor Capital dollars are used for Capital Improvements throughout the portfolio to ensure legislative requirements are met, buildings are kept in good repair and provide the safety and security needed for the residents. Minor capital improvements that would be delayed or cancelled include energy improvements, siding replacement, grounds improvements, building equipment replacement such as garbage carousels that reached end of life efficiency, electrical upgrades and accessibility enhancements that support aging at home philosophies. The minor capital improvements are budgeted on an annual basis based on the Building Condition Audits and legislative requirements. If the work does not proceed as planned it will have significant impact in the following areas: increased liability (eg. not replacing a walkway could result in trip hazards) decrease in safety and security of our buildings (eg. not installing security cameras or new locking systems) increased/additional costs (eg. not replacing a roof in time could lead to interior damage to the building structure) decrease in tenant satisfaction (eg. units not being painted) decrease in curb appeal which would make marketing the units more difficult and would lead potential complaints from the general public not being able to accommodate as many AODA requirements postponing energy initiatives would result in higher utility costs Business Unit/ Object Code: 702400.4114 Contracted R&M Buildings ($143,656) 702400.1385 County of Brant $24,795 Net Municipal Reduction: $118,861 Remaining Budget: $787,039
18
Appendix 7

ITEM UNMET NEEDS 1 On-site Residential Custodian 2 On-site Residential Custodian 3 4 5 6 7 8 9 10
2012 NET COST (3,543) 9,101
(7,085) Annual One Time
Grand Total
5,558
(7,085)
19
Appendix 7a
2012 Justification of Unmet Needs 1) Title: On-site Residential Custodian

Annual Jul-12
Description: SYNOPSIS: The request from the Social Housing team is to hire one full time (live-in) Superintendent for the Winston Court Portfolio. This position will provide on-site staffing and will be responsible for various maintenance and tenant support services. Maintenance responsibilities will include all maintenance and repairs in the performance of semi-skilled plumbing, heating, electrical and carpentry repairs; grounds maintenance, janitorial responsibilities, inventory control, refurbishment of turnover units, regular preventative maintenance activities, implementation of energy conservation measures and perform scheduled inspections. The Superintendent will provide excellent customer service through on-site support to all residents to maintain an effective working relationship with a diverse tenant population and internal and external stakeholders. They will deliver notices to tenants, assist in all aspects of marketing units, and provide response to emergency situations. In a Community Health perspective, they will maintain all building security & safety systems, perform life safety inspections & participate in tenant information sessions and meetings as required. As a direct consequence to these activities the residents can expect improved customer service and the landlord can expect a reduction in contractor use and added timely response to maintenance work. First year will require purchase of Vacuum $5,000, Lawn Mower Tractor $5,000 and Floor Polisher $1,000. Justifications: The current Key holder staffing model is not providing the on-site support needed for Winston Court residents and community needs. Due to increasing social and tenant needs a dedicated site presence is needed to support resident programming, increase security efforts, assist with eviction prevention strategies. All maintenance is currently performed by service contracts and contractors who must be accompanied with the Property Manager. Winston Court residents have voiced the need for greater on-site staffing presence and a recent Charette model comprised of Councilors, Police and Social Service Agencies further support the Superintendent model. This full-time live-in position will reduce contractor work, assist the Property Manager and provide timely response to resident maintenance requests, reduce vacancy loss through quicker turnover timelines and improve customer service by providing a dedicated site presence. Community Base Strategic Plan Goals: High Quality of Life and Caring for all Citizens Business Unit/ 702400 subledger 2408 - Winston Court Object Code: 2105, 2210 Salaries/Benefits $25,272 (Annual Salary & Benefits $50,544) 4108 Janitorial Services 4110 Contracted Landscaping 1385 County of Brant Revenue 2012 Net Municipal Cost (City): 2013 Net Municipal Cost (City): ($6,554) ($8,000) $739 (3,543) (7,085)
4114 Contracted R&M Buildings ($15,000)
20
Appendix 7a

One Time Jul-12
Description: SYNOPSIS: The request from the Social Housing team is to hire one full time (live-in) Superintendent for the Winston Court Portfolio. This position will provide on-site staffing and will be responsible for various maintenance and tenant support services. Maintenance responsibilities will include all maintenance and repairs in the performance of semi-skilled plumbing, heating, electrical and carpentry repairs; grounds maintenance, janitorial responsibilities, inventory control, refurbishment of turnover units, regular preventative maintenance activities, implementation of energy conservation measures and perform scheduled inspections. The Superintendent will provide excellent customer service through on-site support to all residents to maintain an effective working relationship with a diverse tenant population and internal and external stakeholders. They will deliver notices to tenants, assist in all aspects of marketing units, and provide response to emergency situations. In a Community Health perspective, they will maintain all building security & safety systems, perform life safety inspections & participate in tenant information sessions and meetings as required. As a direct consequence to these activities the residents can expect improved customer service and the landlord can expect a reduction in contractor use and added timely response to maintenance work. First year will require purchase of Vacuum $5,000, Lawn Mower Tractor $5,000 and Floor Polisher $1,000. Justifications: The current Key holder staffing model is not providing the on-site support needed for Winston Court residents and community needs. Due to increasing social and tenant needs a dedicated site presence is needed to support resident programming, increase security efforts, assist with eviction prevention strategies. All maintenance is currently performed by service contracts and contractors who must be accompanied with the Property Manager. Winston Court residents have voiced the need for greater on-site staffing presence and a recent Charette model comprised of Councilors, Police and Social Service Agencies further support the Superintendent model. This full-time live-in position will reduce contractor work, assist the Property Manager and provide timely response to resident maintenance requests, reduce vacancy loss through quicker turnover timelines and improve customer service by providing a dedicated site presence. Community Base Strategic Plan Goals: High Quality of Life and Caring for all Citizens Business Unit/ 702400 subledger 2408 - Winston Court Object Code: 3370 Equipment $11,000 1385 County of Brant Revenue ($1,899) 2012 Net Municipal Cost (City): 2013 Net Municipal Cost (City): 9,101 0
21
2012 BUSINESS PLAN
Public Health, Safety & Social Services Child Care Services
Link to Financials
Appendix 1 2012 Business Plan Public Health, Safety and Social Services Child Care Services
1.0
Mission Statement
To maintain a leadership role in planning and management of the childcare system in both the City of Brantford and the County of Brant and ensure the continued development of a coordinated, integrated, inclusive child care system by Putting the needs and best interests of children first Promoting standards of excellence in early childhood education, care and support Meeting the needs of children and their families for quality, flexible, accessible, and affordable services. Planning and managing services that are responsive to community needs
2.0
Departmental Role and Business Unit Areas
Child Care Services
Administration
Fee Subsidy
Wage Subsidy
Special Needs Resourcing
Resource Centres
Ontario Works Child Care
Early Learning Child Care
Early Learning Child Development BU# 703300
BU# 703110
BU# 703120
BU# 703190
BU# 703180
BU# 703170
BU# 703160
BU# 703121
Purchase of Service
Beryl Angus
Private Home Day Care
Formal Child Care
Informal Child Care
BU# 703120
BU# 703120 sl 3121
BU# 703120 sl 3122
BU# 703160.4452
BU# 703160.4453
Administration managing the delivery of child care services for the City of Brantford and the County of Brant. Cost shared 50% provincial and 50% municipal. Fee Subsidy financial assistance provided towards the cost of day nursery services, private home daycare services or childrens recreation programs. Cost shared 80% provincial and 20% municipal. Wage Subsidy funding to increase the salary and benefits of staff employed in non-profit and commercial licensed childcare services, and Resource Centres. Cost shared 80% provincial and 20% municipal.
Special Needs Resourcing support the inclusion of children with special needs in licensed child care settings. Cost shared 80% provincial and 20% municipal. Resource Centres - provides a range of support services such as information, public education, consultation and supports to parents, caregivers and children. Cost shared 80% provincial and 20% municipal. Ontario Works Child Care provide childcare to children whose parents are eligible for income assistance under Ontario Works Act, who are employed or participating in employment assistance activities. Cost shared 80% provincial and 20% municipal. Early Learning Child Development funding to support Brantford /Brant Community plan 100% provincial dollars previously known as Best Start funding. Child Care Transition dollars are also under the Early Learning and Child Development program; these dollars are intended to support transitioning and refocusing the child care system to serve 0-4 year olds. Early Learning Child Care - funding to support cost of administration fee subsidies, special needs resourcing, and wage subsidies. Cost shared 80% provincial and 20% municipal.
3.0
Major Customers or Clients
The primary customers or clients of the Department include: Parents requiring financial assistance with their child care costs as per the Day Nurseries Act that reside in the City of Brantford/Brant County. Parents of children with special needs /referrals Service Providers for the purpose funding programs School Boards Key stakeholders for the purpose of community planning and consultation Day care Operators for the purpose of Purchase of Service
The secondary customers or Clients include: Potential clients and day care operators General public
4.0
Achievements in 2011 The following represents significant Actions and Initiatives undertaken in 2011 GOAL: HIGH QUALITY OF LIFE AND CARING FOR ALL CITIZENS Actions/Initiatives
Support the implementation of full day early learning for September 2010 in partnership with the school boards within Brantford/Brant. Work with school boards to identify specific schools to house the full day programming. Continue to work closely with key stakeholders and Service Providers to ensure the least disruption or dismantling of the childcare system.
Status
In progress with estimate completion date of June 2015 should the full day implementation continue as planned it is a Provincial Government initiative. Working with key stakeholders and Service Providers is ongoing.
Published and Distributed the Best Start magazine, spring and fall editions Fifth annual Best Start parent Information Fair was very successful and hosted over 500 children and families Supported Children with special needs transitioning from Child Care to Full day kindergarten Continue to update the Best Start Website www.ourbeststart4brant.ca Continue to monitor the priority waitlist strategy to address the growing demands of fee subsidy
April and October 2011 April 2011
January to December 2011 and ongoing
Ongoing
Ongoing
GOAL:

ongoing
Implement strategies as per the 20102011 Child care and stabilization plan support the child care system. Monitor emerging trends, research, best practices and policy directions. Provide ongoing opportunities to consult with and seek the input of key stakeholders. Participate in local and provincial planning activities that are mandated to address the needs of children, parents and families.
In Partnership with the Brantford-Brant Best Start Network developed a 3 year work plan. Hosted a community Consultation to develop the Brantford-Brant Best Start Network Work Plan 2011
Ongoing 2011-2014 February 3, 2011
5.0
Departments Significant Trends and Challenges Emerging trends and challenges have an immediate and/or long-term impact on the nature of the administrative, operational, and financial aspects of the services provided by the Department. An awareness of these trends and challenges allows City Council and staff to monitor and react to them in order to take advantage of opportunities and minimize impacts so that the City can continue to provide quality services. The significant trends and challenges for 2012 and beyond are as follows: Goal High Quality of Life and Caring for All Citizens Trends The full implementation of the Early Learning program by 2014/2015 Children ages 3.8 to 5 years of age exiting the child care system and entering the education system Child Care centres changing licensing to younger children Expanding purchase of service agreements with service operators offering before and after school age care
Many of our more experienced ECEs are those that are accepted into the school board positions.
Challenges Potential risk to centres closing due to loss of four and five year olds in the childcare system Raising parent fees to offset the loss of revenue Impact on parental choice Additional funds need to be available to support centres if they choose to retrofit rooms to accommodate children from birth to 3.8 Supply and demand of ECEs leaving childcare to work for the school boards Gaps are still identified in the plan re: where do children (students) go on school breaks Avoid segregation for special needs-equal learning for all children
Trends There continues to be a significant demand for subsidized childcare over the past year due to an increase in public awareness. Service information regarding fee subsidy has been available through the Best Start Magazines and the Citys website. There has also been an increase in the number of licensed childcare spaces within the City and County specifically school age spaces in the community.
Challenges The need for sufficient funding to meet the needs of parents requiring financial assistance with their childcare costs Need to implement Fee Subsidy waitlist; in a situation in which the demand for fee subsidy is greater than the available funding as per the Fee Subsidy guidelines Continue to encourage operators to provide Quality Child Care and participate in the variety of Quality assurance programs available eventually making it a purchase of service requirement.
Trends Over the past five years 100% provincial funding supported and enhanced the childcare system through the expansion of new childcare spaces, and addressing pressures in the system such as Fee Subsidy, Wage subsidy, Special Needs Resourcing and Resource Centres. In 2011, Child Care Transition dollars were intended to support transitioning and refocusing the child care system to serve 0-4 year olds. Continue to lobby and pursue opportunities with the Provincial and Federal governments for appropriate municipal funding.
Challenges The need for Provincial commitment to continue to support the pressures in the childcare system. Managing the transition of child care to the Ministry of Education comes with many challenges including new reporting requirements, new expectations, new program supervisors. Establishing effective partnerships with the Ministry of Education will be a priority so that we can continue to advocate for and maintain the level of service and the quality of service that our families require.
Trends Continue to move forward with the integration of services within Best Start Early Learning and Parenting centers and provide an array of services to families and caregivers
Challenges Service Providers that are providing the Early Learning and Care programs report that their budgets are fully expended and that an investment of new dollars will be required if programs are to be adequately sustained or expanded to meet the needs of the community Need to focus on collaboration between agencies Review of service/under serviced /high-risk areas of need
6.0
Financial Resource Information 2012 Budget Estimates 2012 Business Unit Financial Summary Appendix 2 2012 Base Budget Increases/Decreases Appendix 3 2012 Business Unit Variance Explanation Appendix 4 Reconciliation of Business Unit Budget Reallocation Appendix 5 Road Map to Achieve 2012 Budget Target Appendix 6 Impact of Non Recommended Budget Reductions Appendix 6c
7.0
2012 Departmental Priorities Funded from the Operating Budget City Council has confirmed its priorities through an update of the Citys Strategic Plan. The Citys Strategic Plan identifies the Communitys Vision, Goals, and Long-Term Desired Outcomes. The achievement of each of these components of the Strategic Plan is dependent upon the dedication of each of the Citys departments and the agencies funded by the City to focus their activities in this common direction. For 2012, this Department will focus its Strategic Actions/Major Initiatives on the following Goals of the Strategic Plan: Economic Vitality and Innovation High Quality of Life and Caring for All Citizens Excellence in Governance and Municipal Management
The following is a prioritized list of the 2012 Departmental Priorities that the Department intends to undertake with the 2012 Operating Budget requested as part of this Business Plan:

Priority
Strategic Actions/Major Initiatives Continue to Support the implementation of full day early learning in partnership with the school boards within Brantford/Brant. Continue to work closely with key stakeholders and Service Providers to support transitioning and refocusing the child care system to serve 0-4 year olds. Implement strategies as per the 201011 Child care and stabilization plan support the childcare system. Monitor emerging trends, research, best practices and policy directions. Provide ongoing opportunities to consult with and seek the input of key stakeholders. Participate in local and provincial planning activities that are mandated to address the needs of children, parents and families. Review Quality Assurance Standards from three viewpoints: Purchasing of services Consumer confidence Consistency of services This is part of the 2011 Brantford/Brant network work plan which child care services is a part of. Investigate the possibilities of online applications for fee subsidy child care
Strategic Plan Goal High Quality of Life and Caring for All Citizens
Funding Source Existing operating funds
Excellence in Governance and Municipal Management
Existing operating funds
Excellence in Governance and Municipal Management Economic Vitality and innovation
Enhance opportunities for higher education. Together with partners from the Best Start network we intend to promote the Recruitment and Retention of qualified Early Childhood Educators, this was also identified in the Best Start Network work plan.
Best Start Planning dollars
Continuing to address action items in the 2010 Childcare system plan and the 2011 Brantford Brant Best Start Network Work Plan, the child care plan focuses on maintaining and stabilizing the childcare system as we move towards the full implementation of the Early Learning program. Key items include: Increasing access to high quality child care Increasing availability of high quality child care Promoting the inclusion of children with special needs Recognizing the contribution of all caregivers Promote the importance of quality early childhood education and healthy growth and
Development Supporting children with special needs transitioning to the Early Learning Program Stabilizing the child care system for children under 4 years of age during the Implementation of the Early Learning Program Develop strategies to recruit and retain qualified Registered Early Childhood Educators in the childcare system
The Plans content serves to provide City Council, the Child Care Services Division and the local community with the knowledge and ability to appropriately respond to federal and provincial policy directions and funding criteria. In addition, through the establishment of several service delivery priorities and service management strategies, the Child Care Service Plan provides a framework within which to manage the local child care system to ensure that it is responsive to local needs and is affordable, available, accessible and of high quality.
Appendix 2

Variance Inc/Dec(-)
703110 Child Care Administration 703120 Purchase of Service 703121 Purchase of Service - ELCC 703160 Ontario Works Childcare 703170 Agent Resources Centre Special Needs Resourcing - Lansdowne 703180 Children's Centre 703190 Agent Wage Subsidy 703195 Repairs and Maintenance 703197 Childcare Pay Equity 703198 Federal Transfer Funding 703300 Best Start Initiative 703900 Child Care Admin Charges TOTAL
153,600 218,109 9,638 45,061 93,461 128,284 200,840 1 (15,000) 833,994
153,600 216,543 34,088 41,521 83,930 109,848 196,286 1 (15,000) 820,817
153,600 226,655 28,522 44,397 78,650 125,085 198,205 (15,000) 840,114
153,600 226,655 28,522 44,397 78,650 125,085 198,205 (15,000) 840,114
153,600 226,655 45,739 44,397 93,461 125,085 194,794 (15,000) 868,731
17,217 14,811 (3,411) 28,617
0.00% 0.00% 60.36% 0.00% 18.83% 0.00% -1.72% 0.00% 0.00% 0.00% 0.00% 0.00% 3.41%
Appendix 3 Child Care / Public Health, Safety and Social Department/Commission: Services

Increases in employee compensation Salaries: Benefits: 21,368 17,162
38,530
Contractual Obligations (only where a formal contract exists) Provider Enhancement Grant/Wage Subsidy/Wage Improvements/Pay Equity Childcare Purchase of Service / Fee Subsidies / Contracted Services Resource Centres
187,862 (4,929) 100,222 92,569
Increases/Decreases for Utilities and Fuel Natural Gas/Electricity: Water/Sewer: (2,006) (770)
(2,776)
Inflationary Increases Insurance Misc. Office/education/printing/photocopying/telephone etc Early Learning Planning and Aboriginal Planning - 100% 267 (992) 3,500
2,775
Previously approved City Council Initiatives
Service Delivery Efficiencies Elimination of Director Position, Replaced with Program Manager (73,566)
(73,566)
Changes to Revenue County of Brant Increase Provincial Increase Parent Revenue Provider Enhancement Grant (7,114) (104,886) (10,000) (2,208)
(124,208)
10
Appendix 3 Removal of One-Time Amounts approved in the 2011 Budget Other (Please Specify) -
868,731
11
Appendix 4

703110
Child Care Administration
N/A
703120
Purchase of Service
N/A
703121
Purchase of Service - ELCC
Reinvestment of Early Learning Childcare Provincial Service Contract from Resource Centres to Fee Subsidy (86,083 Gross), cost shared 80% provincial and 20% municipal.
703160
Ontario Works Childcare
N/A
703170
Agent Resources Centre
Increase in Provincial Service Contract for Resource Centres ($178,652 gross). Redirection of provincial ELCC service contract to Purchase of Service - ELCC ($86,083 gross). Net provincial service contract funding increase $92,569 previously funded through 100% municipal NCB/SAR Reinvestment funds. This pressure is funded 80% provincially/ 20% municipally.
703180
Special Needs Resourcing N/A Lansdowne Children's Centre
703190
Agent Wage Subsidy
Increase In County of Brant Wage Subsidy Revenue.
703195
Repairs and Maintenance
N/A
703197
Childcare Pay Equity
N/A
703198
Federal Transfer Funding
N/A
703300
Best Start Initiative
N/A
703900
Child Care Admin Charges
N/A
12
Appendix 5


703170

703121
86,083 Transfer of provincial service contract from Resource Centres to Purchase of Service. Resource Centre funding approved through MCSS. 92,569 New Provincial Service Contract, providing funding for Resource Centre pressures, previously budgeted under 701130.
701130
703170
13
Appendix 6
840,114 848,515 868,731
20,216

1 2 3

1 2 3

20,216 -
20,216 20,216
14
2012 BUSINESS PLAN

Public Health, Safety & Social Services Fire Department
Link to Financials
Appendix 1 2012 Business Plan Public Health, Safety & Social Services Fire Department
1.0
Mission Statement
To promote and protect the health and well-being of the community, including people, property and the environment through progressive education, prevention and emergency response services. To continually pursue and advance a professional level of excellence recognized as a model for the Fire service.
2.0
Departmental Role and Business Unit Areas Brantford Fire is the full-time fire department for the City of Brantford providing 24 hrs per day, 7 days per week service. The Department has 4 stations (Central Services Headquarters Clarence St., #2 Station St. Pauls Ave., #3 Station Lynden Rd., #4 Station 400 Colborne St. W.). The Department currently has a fleet of 10 emergency response vehicles and 13 various cars/vans /pick-up trucks as well as water rescue boating equipment. The Department responds to an increasing number of incidents each year due to the growth of the community and will respond to approximately 440 incidents during 2011. The Department has a compliment of 132 full-time staff assigned as follows: Administration (4), Suppression (108), Prevention (8), Communications (8), Training (2), Mechanical (1) and C.E.M.C. (1)
Fire Department Administration 4 staff
Emergency Management Co-ordinator 1 staff
Fire Prevention 8 staff
Communications 8 staff
Training Division 2 staff
Fire Hall #1 Clarence 108 staff (for all stations)
Vehicle Operation Maintenance 1 staff
Fire Hall #2 St. Paul
Fire Hall #3 Lynden
Fire Hall #4 West Brant

Administration o General administrative services & record management o Attendance management, labour relations, staffing & HR issues o purchasing, accounting, budgeting o policy and procedure development o future planning needs staffing, equipment, vehicles, stations, services Fire Prevention o Fire inspections and Fire Code enforcement o Fire & Life Safety Public Education, Awareness and Training o Fire investigation o Administrative services record management
Communications o Emergency call-taking & emergency dispatch services o Telephone reception services non emergency o Liaison with other agencies o Records management Training Division o Internal & External training and education o Training Program development and implementation o Development and delivery of progression/promotional examinations o Records management Fire Suppression/Fire Halls o Emergency response fire, rescue and medical o Training and education o Maintenance of Department buildings, property, equipment o Public relations and fire safety awareness Vehicle Operation Maintenance o Maintenance of fleet of vehicles, boats and trailers o Maintenance of buildings, property and equipment o Training and education internal o Records management Community Emergency Management Co-ordinator o Co-ordination of Emergency Planning and Preparedness activities o Plans development and implementation o Internal and external training and education o Records management
3.0
Major Customers or Clients The primary customers or clients of the Department include: The people in Brantford including those living, working, passing through, attending school, shopping or visiting the City The owners of property and their properties in the City The various Departments within the City
The secondary customers or clients include: The County of Brant Emergency Management Ontario Office of the Fire Marshal of Ontario
4.0
Achievements in 2011 The following represents significant Actions and Initiatives undertaken in 2011 GOAL: EXCELLENCE IN GOVERNANCE AND MUNCIPAL MANAGEMENT Actions/Initiatives
Purchase Breathing Apparatus Compressor
Status
In progress - estimated completion October 2011 In progress: 5-6 year plan In progress - estimated completion September 2011 2011 approved project. Report to Council in fall of 2011
Traffic Light Pre-emptions Purchase Non-emergency Vehicle
Negotiations with sole source provider for replacement of the Joint Police Fire Radio System. Renovations to four offices at Central Services Renovation to the Emergency Operations Centre
Completed July 2011 Completed September 2011
5.0
Departments Significant Trends and Challenges Emerging trends and challenges have an immediate and/or long-term impact on the nature of the administrative, operational, and financial aspects of the services provided by the Department. An awareness of these trends and challenges allows City Council and staff to monitor and react to them in order to take advantage of opportunities and minimize impacts so that the City can continue to provide quality services. The significant trends and challenges for 2012 and beyond are as follows: Goal High Quality of Life and Caring for All Citizens Trends The Department does not have its own designated facilities to train and develop staff under Live conditions, in for example, fire fighting tactics, safety procedures, fire cause determination, rescue and leadership. Currently, the majority of our training must be conducted under simulated and imaginary conditions. Opportunities for training under live conditions are available using the facilities at other fire departments like Cambridge, Hamilton and the Ontario Fire College, however, due to the off duty costs and inconveniences, we limit this training to our recruits. While recruit training is an important component for the skills and safety of fire fighters, it is ongoing, enhanced and specific training that will continue to develop their skill sets. A suitable location for the facility would have to be found. The Training Centre may also provide some joint training and potential revenue opportunities if used by other groups/agencies outside our department.
Challenges Currently, there is no funding available for a Training Centre. The Master Fire Plan recommended that funding be provided at $500,000 per year to a reserve in
anticipation of a Training Centre, however to date, no funding has been provided. We would anticipate the costs of an effective Training Centre to be about We would anticipate the costs of an effective Training Centre to be about $1,500,000 including property. Funding should be committed to a reserve account that is earmarked for a Training Centre. Goal Excellence in Governance and Municipal Management Trends The City is growing in population, industrial units and residential units. Areas of the City are being developed and/or anticipated in the North-West Industrial Area and Hardy Rd., Johnson Rd/Garden Ave and continue in the West Brant Shellard Lane/Conklin Rd areas. Current staffing levels and station locations allow the Department to achieve some recognized minimum response standards, however this growth will directly impact the emergency response capabilities of the Fire Department by stretching emergency response distances and increasing response times and response capabilities. Additionally, the City has commissioned a Growth Management Strategy that targets areas outside of the Citys current boundaries for future expansion. The City has previously considered acquiring some of these lands within the borders of the County of Brant and although there is inaction on this currently, the potential remains for the expansion of City boundaries. Expanding borders also means expanding response distances directly affecting response times and capabilities. The Department has developed and followed an internal replacement schedule or guideline for its vehicles for many years. The Master Fire Plan supports and recommends that replacement schedule. The schedule endeavors to maintain a fleet of emergency response vehicles that is reliable, suitable and cost effective for established levels of service. The replacement of emergency response vehicles is based on the standards, guidelines and recommendations accepted by the Fire Service. A front line vehicle is one that regularly responds to incidents and is not normally a spare or reserve vehicle. Due to the need for reliable, efficient and effective response vehicles, Fire Service standard and guidelines outline the replacement of front line vehicles as: Pumper style 15 years and Elevating (aerial) Devices 18 years. The Departments fleet of vehicles is in excellent condition. There should be little need to replace any vehicles until 2016 -17 or so unless one is unexpectedly involved in an accident or lost through emergency use. Additional vehicles may be required if an additional fire station is commissioned or the delivery of services requires alterations in equipment/vehicle needs. The Fire Department entered into a partnership with Brantford Police Services in 2003 to purchase a computer based two-way radio communications system that utilized then current technology. The system has been very effective in addressing the needs of both services. However, as with any technology and especially those that are computer based, there is a limit to the effective life expectancy of the system. The system is proprietary and the service provider projects the effective life expectancy of the system to be about 10 years. It was anticipated that it will cost about $1,000,000 for each service to replace/upgrade the system. A consultant was contracted to complete a needs study and further an RFP. It is anticipated that the costs will be more than the $2,000,000 budgeted. Currently, the Fire Department has one Mechanic. The duties of the mechanic are more than those of a traditional mechanic. The Mechanic is responsible for not only our emergency and non-emergency vehicles but also all of the equipment and
motorized tools on the Department. Additionally, the Mechanic is responsible for the mechanical systems at the four (4) fire stations. Much of the work that needs to be completed on emergency vehicles and equipment requires specialized skills, training, knowledge and experience as well as the need to complete the service or repairs immediately so that vehicles and equipment are out of service for as short as period as possible. Further, having just one mechanic does not allow for the opportunities to train another person for our succession planning needs. Should the current mechanic retire or leave the Department for other reasons, vehicle and equipment maintenance would surely suffer and likely be more costly as outside sources would need to be used. The workload and demands on the Mechanic continue to grow as the Departments requirements grow. The growth is such that the day-to-day activities of the Mechanic are becoming increasingly re-active rather than pro-active relating to vehicle, station system, equipment breakdowns and required documentation and paperwork. Preventative Maintenance Programs are becoming increasingly more difficult to follow which opens the Department and the city to liability, reliability and safety concerns. The Mechanical Division would benefit significantly with the addition of another full time position to assist the Mechanic in routine repairs and allow for the completion of the work required for the Preventative Maintenance Programs and Schedules. The Master Fire Plan recommends that an additional mechanical position be added. Challenges The growth and capabilities of the Fire Department must be proportionate to the growth of the City to continue to provide an acceptable level of service that addresses the needs of the community. While the growth can be expected and planned, sufficient funding has not been provided in anticipation of the future needs of the Fire Department. Relocating or adding additional fire stations, staff and vehicles must be anticipated and a commitment for funding should be adopted by Council. The Master Fire Plan supports these future commitments and recommended that $500,000 funding should be committed annually. A new fire station will cost about $2.5 million. A new emergency response vehicle (depending upon the style) will be about $420,000. Staffing costs for a new and additional station will be close to $2 million per year. All of these may be necessary within the next five years. While these concerns are addressed as Unfunded Projects for 2012, the challenge is to have the requests endorsed and funded by Council. Development charges alone will not be sufficient to fund a new station and vehicles. Annual funding to Reserve is required to replace and/or add new vehicles. Funding at $250,000 has been committed through the Capital Funding Envelope starting in 2009. There will be sufficient funds to purchase the required future vehicles provided the contribution rate continues. The effective life expectancy for the Fire/Police shared two-way radio system is about 10 years. It is anticipated that a replacement/upgrade system will be necessary by about 2013 and be in the range of $2 million with the Fire share being $1,000,000. This funding has been committed through the Capital Funding Envelope beginning in 2009 at $200,000 per year. A consultant was contracted to complete a needs study and an RFP for the radio system has taken place. Initial indications are the cost of the system will be more than the $2,000,000 budgeted. The 2012 Operating Budget includes an unmet need for an Assistant to the Mechanic. With a re-organization within the Fire Administration Department results in a zero annual net impact.
6.0
Financial Resource Information 2012 Budget Estimates 2012 Business Unit Financial Summary Appendix 2 2012 Base Budget Increases/Decreases Appendix 3 2012 Business Unit Variance Explanation Appendix 4 Road Map to Achieve 2012 Budget Target Appendix 6 Impact of Non Recommended Budget Reductions Appendix 6c Summary of 2012 Unmet Needs Appendix 7 2012 Justification of Unmet Needs Appendix 7a
7.0
2012 Departmental Priorities Funded from the Operating Budget City Council has confirmed its priorities through an update of the Citys Strategic Plan. The Citys Strategic Plan identifies the Communitys Vision, Goals, and Long-Term Desired Outcomes. The achievement of each of these components of the Strategic Plan is dependant upon the dedication of each of the Citys departments and the agencies funded by the City to focus their activities in this common direction. For 2012, this Department will focus its Strategic Actions/Major Initiatives on the following Goals of the Strategic Plan: High Quality of Life and Caring for All Citizens Excellence in Governance and Municipal Management
Priority
Strategic Actions/Major Initiatives Continue Traffic Light Pre-emption Program.
Purchase Non-emergency Vehicles Ensure trained, qualified mechanical staff to provide pro-active vehicle/equipment and preventative maintenance programs, to minimize equipment breakdowns and reduce out of service vehicle time. Radio System F/X upgrades
Strategic Plan Goal High Quality of Life and Caring for All Citizens Excellence in Governance and Municipal Management High Quality of Life and Caring for All Citizens Excellence in Governance and Municipal Management Excellence in Governance and Municipal Management
Funding Source Traffic Light Preemption Reserve Fund
Minor Capital Reserve Fund
2012 Unmet Need
Purchase Fire Related Equipment
Appendix2

2011 Budget
2012 Budget
Variance Inc/Dec(-)
$
842,464 626,164 277,326 91,899 10,744,105
$
732,003 614,147 286,505 70,401 11,130,732 683,385 227,430 13,744,603
$
892,979 721,317 305,491 59,464 11,575,070 753,705 173,685 14,481,711
$
892,979 721,317 305,491 78,464 11,625,070 753,705 249,254 14,626,280
$
954,068 792,328 318,139 85,143 12,140,230 813,081 253,769 15,356,758
$
61,089 71,011 12,648 6,679 515,160 59,376 4,515 730,478
%
6.84% 9.84% 4.14% 8.51% 4.43% 0.00% 7.88% 1.81% 4.99%
140110 140120 140130 140140 140150 140160 140170 140180
FIRE DEPARTMENT-ADMIN COMMUNICATIONS TRAINING DIVISION EMERGENCY MANAGEMENT COORDINATE FIRE SUPPRESSION COMMUNITY FUNDED PROJECTS FIRE PREVENTION DIVISION VEHICLE OPERATION MAINTENANCE TOTAL

777,313 205,194 13,564,466
Appendix3
Fire Department / Public Health, Safety & Department/Commission: Social Services

730,832
Contractual Obligations (only where a formal contract exists)
Increases/Decreases for Utilities and Fuel Natural Gas/Electricity: Fuel: ($1,500) ($1,000)
(2,500)
Inflationary Increases Fire Prevention - Supplies/Advertising/Promotion Previously approved City Council Initiatives $3,146
3,146
Service Delivery Efficiencies Medical Supplies ($1,000)
(1,000)
Changes to Revenue Removal of One-Time Amounts approved in the 2011 Budget Other (Please Specify)
15,356,758
Appendix4

140110
FIRE DEPARTMENT-ADMIN Contractual Increases for Salaries and Benefits
140120
COMMUNICATIONS
Contractual Increases for Salaries and Benefits
140130
TRAINING DIVISION
140140
EMERGENCY MANAGEMENT Contractual Increases for Salaries and Benefits CO-ORDINATE
140150
FIRE SUPPRESSION
140160
COMMUNITY FUNDED PROJECTS
N/A
140170
FIRE PREVENTION DIVISION Contractual Increases for Salaries and Benefits
140180
VEHICLE OPERATION MAINTENANCE
10
Appendix6
Road Map to Achieve 2012 Base Budget Target of 1% 2011 Approved Budget 2011 Budget including Target Increase of 1% 2012 Budget Amount of Total Reductions Needed to Meet Budget Target
14,626,280 14,772,543 15,356,758 584,215

1 2 3

1 2 3

584,215
584,215 584,215
11
Appendix7

ITEM UNMET NEEDS 1 Assistant Mechanic (Gross 51,240 - Offset by Re-organization in Fire Administration and elimination of Administrative Assistant Position Savings $51,952) 2 3 4 5 6 7 8 9 10
2012 NET COST
Annual
Grand Total
12
Appendix7a
2012 Justification of Unmet Needs 1)

Effective Date:
Title: Assistant Mechanic

Annual 1-Feb-12
One Time or Annual:
Description: Assistant Mechanic Ensuring that Fire equipment/vehicles are maintained on a regular basis and repaired as required by qualified trained mechanical fire staff is essential for the Municipality to comply with its responsibilities as outlined in the Fire Protection and Prevention Act 1997. The Assistant Mechanic duties include assisting the Fire Department's Mechanic in the required care, maintenance and management of all apparatus and equipment including a fleet of ten emergency response vehicles, thirteen administration vehicles, two rescue boats, four trailers and four fire stations. The Assistant Mechanic would assist in maintaining the specialized rescue equipment, generators, portable pumps, boats, motors, other motorized appliances and fire fighting equipment belonging to the Department. The Assistant Mechanic would also assist with the maintenance requirements of the Departments stations, building and grounds as well as their related systems and equipment including overhead doors, HVAC systems, lawn care equipment, diesel exhaust systems and compressed air systems. With reorganization within the Fire Department Administration , it is proposed the Administrative Assistant (position currently vacant) be eliminated to offset the position costs. Justifications: Municipal requirements for the delivery of Municipal Fire Services is legislated by the Fire Protection and Prevention Act 1997. In accordance with this act ....."Municipalities shall provide such other fire protection services as it determines may be necessary in accordance with its needs and circumstances". With the increase in volume of vehicle and station maintenance it has reached the point where the job responsibilities and duties exceed the capacity for one person to effectively and efficiently manage. The creation of an Assistant Mechanic position will ensure the necessary operations of the Mechanical Division are conducted and managed in a safe, professional and proactive manner and further that the Division continues to meet its Ministry of Transportation mandatory requirements. The creation of the new position will also allow for succession planning ensuring the department will continue to be supported by trained qualified professional staff in the provision of fire services which ensure the safety of our community. With reorganization within the Fire Department Administration, it is proposed the Administrative Assistant (position currently vacant) be eliminated to offset the position costs. Community Base Strategic Plan Goals: High Quality of Life and Caring for all Citizens Business Unit/ 140180.2105, 140180.2210; 140110.2105, 140110.2210 Object Code: Salaries/Benefits 2012 Net Municipal Cost: 2013 Net Municipal Cost: 0 0
13
201 BUS 12 SINESS PLAN S N

Pu ublic He ealth, Sa afety & S Social Se ervices Br rantford Police S Service
Link to Financials
Appendix 1 x 2012 Business Plan B Public Health, Safety & Social Services Brantfo Police Service ord
1.0
Mission Statement S To enhanc the quality of life for all citizens an respond t their chang ce y a nd to ging needs b by ensuring and promoting public safety in partnersh with our co a g y hip ommunity.
2.0
Departme Role and Business Un Areas ent nit
PoliceServices Board
ChiefofPolice
DeputyChiefof D Police
Administration A Br ranchInspector FTE44
ExecutiveO Officer Inspect tor FTE1 1
Op perationsBranch Inspector FTE136.8
QualityAs ssurance BranchIn nspector FTE 2
SupportServices Inspector FTE70
Staff Esta ablishment: <Sworn = 165 Civilians =8 < 5, 88.8>
DEPUTY CHIEF C Ca areer Develop pment Co ommunity Bas Policing Program sed P He ealth and Safe ety Po olice Services Act Hearing Coordinator s Training - Intern nal/External Discipline ADMINIST TRATION BRA ANCH Bu udget and Fin nance Co ommunication ns Co omputer Cont trolled Securit Systems ty Fa acilities and Equipment Ma E aintenance Fle Managem eet ment Front Desk Rec ception Hu uman Resour rces and Recr ruitment Int ternet and Int tranet Pa ayroll and Ben nefits PR RIDE Information System Pr roperty, Stores and Invento Control ory
Appendix 1 2012 Business Plan Public Health, Safety & Social Services Brantford Police Service
Purchasing Records Telephone System Wireless Communications Systems WSIB
EXECUTIVE BRANCH Civil Litigation Liaison Legal Issues Media/Communications external internal Ontario Civilian Commission on Police Services (OCCPS) Liaison Professional Standards Public Complaints Special Events OPERATIONS BRANCH Adult School Crossing Guard Program Auxiliary Policing Communicable Disease Designated Officer Custody, Booking and Detention Emergency Response Team, Explosives Disposal Unit, Crisis Negotiation Labour Relations S.I.U. Liaison Special Duty Coordinator Suspect Apprehension Pursuit Coordinator Traffic Section Training Section Uniform Patrol Section BEAT Unit SUPPORT SERVICES BRANCH Community and Youth Services Section Crime Prevention D.A.R.E. High School Resource Officer Program School Safety Court Section and Prisoner Transport Crime Stoppers Criminal Intelligence Unit Casino Liaison Combined Forces Special Enforcement Unit Criminal Investigation Section Domestic Violence Unit Fraud Unit Major Crime Unit Street Crime Unit Stolen Auto Unit Vice Unit Firearms and Licensing Section Forensic Identification Section Promotional Process Coordinator
Victim Services
QUALITY ASSURANCE Audits CALEA Crime Analysis Emergency Preparedness Policy Development Provincial Adequacy Standards Research and Planning
3.0
Major Customers or Clients The primary customers/clients of the Brantford Police Service include: All residents and visitors to the City of Brantford. The secondary customers/clients of the Brantford Police Service include: All individuals and agencies within the Ministry of the Solicitor General and Attorney General. All other law enforcement agencies.
4.0
The following represents significant Actions and Initiatives undertaken in 2011 GOAL: ECONOMIC VITALITY AND INNOVATION Actions/Initiatives
1.6 Develop a strategy to ensure a trained and qualified workforce with access to employment for all citizens.
Status
Ongoing: -We strive to maintain compliance with Provincial Adequacy Standards and International best practices in recruiting, promoting, training and development of our human resources. -An external, independent audit of the Brantford Police Service operations resulted in a successful re-accreditation. Ongoing: -We continue to follow a community minded approach to the delivery of services and maintain excellent partnerships with many sectors of our community. -The positive Police-Public relationship is an indication of community pride in the city.
1.9 Establish a positive image of Brantford that reflects a small town quality with big city opportunities.
GOAL:
Ongoing: -Data collected through community surveys, analysis of community complaints, census material and identified trends in population, age, crime type/volume and other measurable social indicators are used in assigning resources to service delivery and training. Ongoing: -BPS Traffic Section to support this initiative. Ongoing: -BPS Community Services to support this initiative. Ongoing: -The Police Services Board has published its 2010-2012 Business Plan which provides a framework with strategic goals used by the Service in the setting of its goals and priorities.
2.6 Review the Citys services and programs to adapt to the changing demographics.
2.7 Completion of the Safe Routes to School pilot project at two schools in partnership with both School Boards 2.8 A joint Brantford Police Services/Public Health, Safety and Social Services staff team to coordinate a community symposium on the status of crime and safety in the community 2.9 Develop a master plan for emergency services
5.0
Departments Significant Trends and Challenges Emerging trends and challenges have an immediate and/or long-term impact on the nature of the administrative, operational, and financial aspects of the services provided by the Police Service. An awareness of these trends and challenges allows Brantford Police Services Board and staff to monitor and react to them in order to take advantage of opportunities and minimize impacts so that the City can continue to provide quality services. The significant trends and challenges for 2012 and beyond are as follows:
Goal High Quality of Life and Caring for All Citizens Trends Drugs and Guns Domestic Violence Community Growth Electronic Crime Migration from Generalist to Specialist Land Claim Issues
Challenges Drugs and Guns: Drugs are the catalyst for many crimes (e.g. robbery, home invasions, homicides, entries to homes, theft from vehicles, etc.) With Brantfords growth and economic stability comes investment and development. This holds true for the drug trade as well. Brantford is viewed as a marketplace where high-level dealers, typically from the Golden Horseshoe region, look to expand. With competing interests for our market place comes violence and guns. The pressure brought to bear on the Brantford Police Service is aggravated by a phenomena referred to as enforcement displacement. This occurs when one police service (usually with greater resources) is able bring pressure upon certain criminals in their jurisdiction resulting in the criminal and associated crime migrating to another community. The Brantford Police Service is simultaneously attempting to prevent crime migration to Brantford, eradicate low, mid and high level drug profiteers and control the associated crime committed by users. The efforts of the Brantford Police are conducted within the limits set by the Charter of Rights and Freedoms, Federal and Provincial Statutes as well as legal precedents. Domestic Violence: The creation of the Mayors Taskforce on Domestic Violence is indicative of the concern our community has with domestic violence. This type of crime is not tolerated by our community and therefore the police are seeing greater numbers of reported domestic incidents. With increasing reports of violence, policies of narrow discretion and strict procedures, policing resources are greatly impacted. Community Growth: The residential and commercial growth of Brantford creates a requirement for a measured expansion of Police Services in the areas of community patrol (deterrence and emergency response), traffic enforcement (public safety), and Community Services (crime prevention). Electronic Crime: Once a crime traditionally falling within the mandate of Provincial and Federal law enforcement agencies, electronic crime investigations are now conducted at the municipal level. Electronic crimes include fraud, luring and child exploitation. The Brantford Police Service is a member of the Provincial Strategy to Combat Online Child Exploitation. Migration from Generalist to Specialist: The responsibilities and expectations of Police Services have changed gradually yet significantly over the past 20 years. Now, more than ever, there exist a greater number of positions requiring extensive, specialized education. Changes in legislation and best practices derived from judicial decisions have created educational pre-requisites to conducting certain types of investigations. The judiciary has also place a higher standard on the quality of investigations. These higher standards, greater expectations and specific educational requirements impact greatly on human resource development and deployment strategies. Land Claim Issues: Deploying adequate resources to ensure the maintenance of public peace and safety remains an ongoing challenge.
6.0
Financial Resource Information 2012 Budget Estimates 2012 Business Unit Financial Summary Appendix 2 2012 Base Budget Increases/Decreases Appendix 3 2012 Business Unit Variance Explanation Appendix 4 Reconciliation of Business Unit Budget Reallocation Appendix 5 Road Map to Achieve 2012 Budget Target Appendix 6 Impact of Non Recommended Budget Reductions Appendix 6c Summary of 2012 Unmet Needs Appendix 7 2012 Justification of Unmet Needs Appendix 7a
7.0
City Council has confirmed its priorities through an update of the Citys Strategic Plan. The Citys Strategic Plan identifies the Communitys Vision, Goals, and Long-Term Desired Outcomes. The achievement of each of these components of the Strategic Plan is dependant upon the dedication of each of the Citys departments and the agencies funded by the City to focus their activities in this common direction. For 2012, this Department will focus its Strategic Actions/Major Initiatives on the following Goals of the Strategic Plan: Economic Vitality and Innovation High Quality of Life and Caring for All Citizens Managed Growth and Environmental Leadership Excellence in Governance and Municipal Management (Identify only those Goals included in your 2012 Departmental Priorities chart below)
Priority
Strategic Actions/Major Initiatives Maintain community safety through Crime Prevention Initiatives. Enforce the law while recognizing the rights of all persons as enshrined in the Charter of Rights. Respond to Emergency Calls for Service as per the Police Services Act of Ontario
Strategic Plan Goal High Quality of Life and Caring for All Citizens High Quality of Life and Caring for All Citizens
Funding Source Existing operating funds Requested unmet need Existing operating funds Requested unmet need
High Quality of Life and Caring for All Citizens
Existing operating funds Requested unmet need
Assist victims of crime. 1 Maintain our commitment to public safety through expanded road safety initiatives. Respect the value of our human resources and remain commitment to their continuous development. Maintain open communication and remain accountable in providing high quality police service to our community. Maintain public safety through the protection of persons, property and our environment Remain proactive in developing partnerships with our community in an effort to promote mutual respect and responsibility.
High Quality of Life and Caring for All Citizens High Quality of Life and Caring for All Citizens
Existing operating funds Requested unmet need Existing operating funds Requested unmet need

Variance Inc/Dec(-)
150050 POLICE DEPARTMENT - ADMIN. 150055 WELLNESS COMMITTEE 150060 EXECUTIVE BRANCH 150100 PROTECTION & INVESTIGATION EMERGENCY DISPOSAL/RESPONSE 150105 UNIT 150110 B.E.A.T. UNIT 150115 STREET CRIMES UNIT 150120 CRIMINAL INVESTIGATION SECTION 150125 INTOXILIZER PROGRAMME 150130 CRIMINAL INTELLIGENCE UNIT 150150 TRAINING 150200 SPECIAL SERVICES 150205 COURT CONSTABLES 150250 PRIDE SYSTEM OPERATIONS 150300 SUMMER PARKS PATROL 150350 POLICE SERVICES BOARD
4,275,469 2,366 8,210 16,704,339 64,542 2,257 2,304 10,945 9,700 12,196 116,982 18,226 0 800,765 56,810 53,255
4,691,290 1,339 725 17,809,826 39,906 2,104 3,487 150 1,600 15,736 140,905 24,349 0 505,722 44,368 41,528
4,966,235 2,419 4,485 17,723,778 53,921 0 2,955 2,050 4,500 8,841 154,950 25,300 915,477 684,186 42,794 35,092
5,066,235 2,419 4,485 17,973,778 53,921 0 2,955 2,050 4,500 8,841 154,950 25,300 965,477 684,186 42,794 35,092
5,268,039 2,419 0 19,143,955 53,921 0 2,012 2,050 4,500 2,400 154,950 24,925 1,121,213 714,794 43,355 63,092
201,804 0 (4,485) 1,170,177 0 0 (943) 0 0 (6,441) 0 (375) 155,736 30,608 561 28,000
3.98% 0.00% -100.00% 6.51% 0.00% 0.00% -31.91% 0.00% 0.00% -72.85% 0.00% -1.48% 16.13% 4.47% 1.31% 79.79%

2009 Actuals 2010 Actuals Number Business Unit Description 150400 COMMUNITY RELATIONS 150450 SCHOOL SAFETY PROGRAM 150500 POLICE COMMISSION SPECPROJ-FP2 150550 EMERGENCY BUILDING REPARS-FP2 150600 SCHOOL SAFETY PATROLLERS-FP2 150700 ADULT SCHOOL CROSSING GUARDS 150750 POLICE ACCREDATION PROGRAMME TOTAL
Variance Inc/Dec(-)
$
9,872 6,011 0 0 0 482,115 0 22,636,364
$
9,341 5,269 0 0 0 434,035 0 23,771,680
$
10,820 7,890 0 0 0 382,561 0 25,028,254
$
10,820 7,890 0 0 0 382,561 0 25,428,254
$
11,700 8,377 0 0 0 377,509 0 26,999,211
$
880 487 0 0 0 (5,052) 0 1,570,957
%
8.13% 6.17% 0.00% 0.00% 0.00% -1.32% 0.00% 6.18%
10
Department/Commission: Police Services

1,100,975
Annualization of new staff and services approved in the 2011 Budget 150050 - Full-Time Information Technology Staff 150100 - Detective: Dangerous Offender Monitor 150100 - 6 Community Patrol Officers $32,214 $22,197 $244,165 $0
298,576
Contractual Obligations (only where a formal contract exists) 150250.4106 Contracted Services (PRIDE Shared Costs) $42,911 $0 $0 $0
42,911
11
Increases/Decreases for Utilities and Fuel Natural Gas/Electricity: Water/Sewer: Fuel: Telephone: ($2,433) $1,750 $60,915 $9,637 $0
69,869
Inflationary Increases 150050.4126 Waste Removal 150050.6015 Mastercard & VISA Charges 150100.3004 Armourers' Supplies 150100.3050 Souveniers, Gifts & Awards 150100.3765 Licenses 150105.3030 Uniforms 150105.3370 Equipment 150105.3470 Batteries 150200.3050 Souveniers, Gifts, Awards 150205.3004 Armourers' Supplies $900 $1,150 $7,292 $1,485 $148 $112 $1,505 $250 $125 $550
15,897
150400.3020 Training Supplies 150400.3050 Souveniers, Gifts & Awards 150450.3020 Training Supplies Previously approved City Council Initiatives
$500 $880 $1,000 $0 $0 $0 $0
Service Delivery Efficiencies 150050.4055 (Cancellation of Postal Equipment Rental) 150050.4102 (Service CD of Policies No Longer Required) ($1,348) ($453)
(51,792)
12
150050.4104 (CALEA Public Forums Costs, Etc. Not Required) 150050.4138 (Officers' Handbooks Not Required in 2012) 150060.3370 (No Equipment Required, Executive Officer, 2012) 150100.4545 (Decrease in Lease Cost of Vehicles) 150105.4116 Decrease in Maintenance Costs, ERT/EDU) 150105.4535 (Decrease in Number of ERT/EDU Leased Pagers) 150115.3370 (Decrease Equipment Requested in 2012 , SCU) 150130.3370 (Decease in Equipment Requested in 2012, CIU) 150200.3020 (Decrease in Training Supplies Requested - Auxiliary) 150250.4116 (Decrease in Maintenance Costs - IT) 150400.4025 (Decrease in Meals for DARE Role Models, Etc.) 150450.3018 (Safety Vests, Patrollers No Longer Supplied by Servi 150450.3050 (Decrease in School Safety Patroller Awards)
($600) ($3,637) ($3,285) ($19,402) ($450) ($1,417) ($943) ($6,441) ($500) ($12,303) ($500) ($100) ($413) $0
Changes to Revenue 150050.1365 Provincial Grants - Conditional 150050.1403 Report Fees 150100.1402 Inspection Fees 150100.1731 Billable Recoveries from Public 150100.1739 W.S.I.B. Recoveries 150205.1402 Inspection Fees 150205.1704 Recovery from P.O.A. Court $3,800 ($31,100) ($1,000) $137,548 ($626) ($36,500) ($2,601)
69,521
13
Removal of One-Time Amounts approved in the 2011 Budget $0 $0 $0 $0 Other (Please Specify) Overhead Charges: not applicable 150350.4102 Professional Services (contract negotiation) $0 $25,000 $0 $0
25,000
26,999,211
14

Business Unit # Business Unit Description Explanation of Increase or Decrease This business sees an increase of 3.98% over 2011 due to contractual salary increases of 2.0% effective January 1st, 2012 and 1.2% effective July 1st, 2012 for all sworn and civilian members budgeted to same and also due to members moving up within the salary grid. There is an increase of 5.67% in benefit costs in this business unit also.
150050
POLICE DEPARTMENT ADMIN.
150055
WELLNESS COMMITTEE This business unit is showing a 100% decrease as there were no equipment or other requests from the Executive Officer for 2012. Also, the Service Christmas Open House has been moved from this business unit to the Board's business unit #150350 for 2012. This business unit is showing a 6.51% increase over 2011, again due largely to contractual salary increases of 2.0% effective January 1st, 2012 and 1.2% effective July 1st, 2012 for all members budgeted to same, along with the effect of members moving up within the salary grid, i.e., from 3rd class police constable to 2nd class police constable, etc. Employee benefits are showing an increase of 6.17% over 2011 also.
150060
EXECUTIVE BRANCH
150100
PROTECTION & INVESTIGATION
150105
EMERGENCY DISPOSAL/RESPONSE UNIT
150110
B.E.A.T. UNIT
150115
STREET CRIMES UNIT
This business unit is showing a decrease of $943.00 or 31.91% due to fewer requests from this unit for clothing/equipment in 2012.
150120
CRIMINAL INVESTIGATION SECTION
150125
INTOXILIZER PROGRAMME
15

Business Unit # 150130 Business Unit Description CRIMINAL INTELLIGENCE UNIT Explanation of Increase or Decrease This business unit is showing a decrease of $6,441.00 or 72.85% due to fewer requests from this unit for clothing/equipment in 2012.
150150
TRAINING
150200
SPECIAL SERVICES This business unit is seeing a very significant increase of 16.13% over 2011 as we are now budgeting ALL costs associated for prisoner transport and court security to this business unit. In 2011, we budgeted only salaries, benefits, This business sees an increase of 4.47% or $30,608.00 due largely to increased P.R.I.D.E. shared costs.
150205
COURT CONSTABLES
150250
PRIDE SYSTEM OPERATIONS
150300
SUMMER PARKS PATROL The Board's business unit is showing an increase of $35,092.00 over 2011. The Board has approved moving the cost of our POLICE SERVICES BOARD Service Christmas Open House to their business unit as they felt it was more appropriate that the employer host this function COMMUNITY RELATIONS This business unit was increase by 8.13% or $880.00 due largely to keep pace with increased costs of Police Week activities.
150350
150400
150450
This business unit was increased by 6.17% or $487.00 in order SCHOOL SAFETY PROGRAM to keep pace with increased costs of educational supplies, i.e., audio/visual aids, work books, give-aways, etc.) POLICE COMMISSION SPECPROJ-FP2
150500
150550
EMERGENCY BUILDING REPARS-FP2
16

150600
SCHOOL SAFETY PATROLLERS-FP2 This business unit has decreased by 1.32% or $5,052.00 due to ADULT SCHOOL CROSSING decrease in weekly working hours of Adult School Crossing GUARDS Guards from 15 hours per week to10 hours per week. POLICE ACCREDATION PROGRAMME
150700
150750
17


150060

150350
150100
150205
3,000 This line item is for the Service Christmas Open House. This has traditionally been budgeted to the Executive Branch and the Executive Officer has been tasked with arranging same. The Board felt that it was more appropriate to budget this line item from their business unit has they are the employer and should be hosting such a function. 19,884 All costs associated to prisoner transport and court security to this business unit have been transferred to business unit 150205. In 2011, we budgeted only salaries, benefits, prisoners meals and revenues associated to prisoner transport and reimbursement for salaries and benefits for part-time members assigned to the Provincial Offences Court. In 2012, we have budgeted all costs associated to the Court Section, i.e., salaries, benefits, armourers supplies, gasoline, prisoner escort expenses, recruitment expenses, car washing, etc. This change was made at the request of Treasury, City Hall.
18
25,428,254 25,682,537 26,999,211
1,316,674

1 2 3 4 5 6 0 0 0 0 0 0

1 2 3 4 5 6 7 8 9 10 0 0 0 0 0 0 0 0 0 0
Total Recommended Service Level Reductions
19
Non-Recommended Reductions to Achieve Target

1 GSR #1 2 GSR #2 3 GSR #3 4 GSR #4 5 6 7 8 9 10 0 0 0 0 0 0 870,885 43,355 24,925 377,509 1,316,674 1,316,674
20

ONGOING ANNUAL COST 28,203 198,883 17,945 0 0 0 0 0 0 0 ONE TIME OR ANNUAL Annual Annual Annual 0 0 0 0 0 0 0
ITEM UNMET NEEDS 1 Part-time Admin Clerk 2 Sworn Officers (2) 3 Summer Park Patrollers (2) 4 5 6 7 8 9 10 0 0 0 0 0 0 0
2012 NET COST 28,203 162,137 17,422 0 0 0 0 0 0 0
Grand Total
207,762
245,031
21
2012 Justification of Unmet Needs 1) Title: Part-time Admin Clerk

Annual
Description: Additional part-time Administration Clerk (January hire).
Justifications: Currently two civilian members have the responsibility for AP/AR, payroll, budget, recruiting, asset tracking, purchasing, and human resource management. Staffing levels have remained unchanged since 1971 (40 years ago). Current practices related to purchasing, invoice tracking, financial accountability remain outdated. Overtime is required on a weekly basis to get up with the required duties. Between January 2010 and to date (Sept 1/11) the overtime hours of the two civilian staff to keep pace with the volume of work totalled $18,250.
Community Base Strategic Plan Goals: Excellence in Governance and Municipal Management Business Unit/ 150 050 Object Code: 2012 Net Municipal Cost: 2013 Net Municipal Cost: 28,203 28,203
22
2012 Justification of Unmet Needs 2) Title: Sworn Officers (2)

Annual
Description: Two officers hired for May 2012 Ontario Police College intake. Justifications: Additional frontline resources are required to adequately and effectively police our community. Growth in West Brant has increased the number of residents, properties, schools and roads which places greater pressure on our human resources. Crime Prevention, road safety, emergency response and everyday service delivery is impacted by this growth. A further area of growth requiring a measured increase in police resources in the downtown core of our City. With an increased student housing, expansions of Nipissing University and Wilfrid Laurier University , and the downtown core remaining City Council's top priority, further development of resources is requried.The BPS had fallen behind in the ratio of police officers to population. This resulted in a significant expansion in 2011 to provide the Police Service with an increase to keep pace with the community growth. The Police Services Board's goal of adding six additional officers to the compliment by 2014 will be completed with the addition of two officers in 2012, 2013 and 2014. Community Base Strategic Plan Goals: High Quality of Life and Caring for all Citizens Business Unit/ 150100.2105 Full-Time Earnings, 150100.2210 Benefits Object Code: 2012 Net Municipal Cost: 162,137 198,883 2013 Net Municipal Cost:
23
2012 Justification of Unmet Needs 3) Title: Summer Park Patrollers (2)

Annual
Description: Two Park Patrol officers hired for May 2012 to increase our Park Patrol compliment to 6 (prior to being reduced in 2010).
Justifications: Park Patrollers have been patrolling City parks and trails, from May to the end of August, for 27 years. The addition of two summer Park patrollers would return the BPS to pre-2010 levels when two patrollers were cut from the budget. The patrollers are actively involved with the community ensuring the safety of citizens using trails and parks. Along with routine patrols, our patrollers attended 200 incidents and issued more than 75 Provincial Offence Notices. These incidents related to searches for missing persons, parties, disturbances, fireworks and person stops. Furthermore, they assisted with security at Hockeyfest and Canada Day. An increase of two patrollers would increase enforcement numbers by 33%. Community Base Strategic Plan Goals: High Quality of Life and Caring for all Citizens Business Unit/ 150300.2110 Part-Time Earnings, 150300.2210 Benefits Object Code: 2012 Net Municipal Cost: 17,422 2013 Net Municipal Cost: 17,945
24
Date: To: From: Re:
September 15, 2011 Mayor & Members of City Council Dan Temprile, General Manager, Public Health, Safety & Social Services Police Board Honorariums
Subsequent to Corporate restructuring which occurred in 2006, the Police Board Honorarium has been incorporated into the Public Health, Safety and Social Services Municipal budget beginning in 2007. Outlined below please find a brief description of the program. Honorariums for members are increased annually by the percentage increase received by the non-union administrative staff of the City as per bylaw 30-2006. Honorarium for the Board Secretary is increased annually by the percentage increase received by the non-union administrative staff of the City as per Police Board motion dated Nov 23/2006.
Link to Financials
Police Board Honorarium
Mayor
City Councillor
3 Members of Community
Secretary
Appendix 2

Variance Inc/Dec(-)
308120 Police Board Honorariums
29,232
28,191
28,707
31,174
31,515
341
1.09%
Appendix 3
Police Board Honorarium/ Public Health Department/Commission: Safety & Social Services

Increases in employee compensation Salaries: Benefits: $364 ($23)
341
Increases/Decreases for Utilities and Fuel
Service Delivery Efficiencies
Changes to Revenue
31,515
Appendix 4

308120
Police Board Honorariums
Increase in Honorarium.
2012 BUSINESS PLAN

Public Health, Safety, and Social Services Brant County Health Unit
Link to Financials
Appendix 1 2012 Business Plan Public Health, Safety and Social Services Brant County Health Unit
1.0
Mission Statement The Brant County Health unit provides health promotion, protection and disease prevention programs and services designed to help all members of the community achieve and maintain optimal health.
2.0
Departmental Role and Business Unit Areas Brant County Health Unit provides public health programs and services as directed by the Health Protection and Promotion Act (HPPA) and as outlined in the Ontario Public Health Standards (OPHS). A variety of programs are offered under the following Program Standard areas:
Brant Public Health Unit
Family Health
Infectious Diseases
Environmental Health
Chronic Diseases & Injuries
Corporate Services
The Brant County Health Unit employed a staff complement of approximately 90 of fulltime equivalents in 2011. The disciplines employed include a Medical Officer of Health, a Public Health Dentist, Epidemiologist, Public Health Inspectors, Public Health Nurses, Health Promoters, Dieticians, Dental Hygienists, Dental Assistants and administration and support staff. Family Health To enable individuals and families to achieve optimal preconception health, experience a healthy pregnancy, have the healthiest newborn(s) possible, and be prepared for parenthood. To enable all children to attain and sustain optimal health and developmental potential. Services Provided Provision of prenatal classes and parenting classes, consultation to schools, child care providers, health care professionals and worksites, and service coordination with other community agencies. Provision of home visits to new parents and families who are at risk for delay with respect to physical, cognitive, communicative and psychosocial developmental milestones. Provision of dental education and dental screening. Provision of the Children in Need of Treatment (CINOT) program for children requiring urgent dental care, including the new expansion of CINOT to include children 14-17 years of age.
Infectious Diseases To reduce or eliminate infectious diseases. To reduce the incidence of and complications from STIs including HIV/AIDS. To reduce the incidence of TB. To reduce the incidence of vaccine-preventable diseases.
Services Provided Provide clinical services for diagnoses, treatment and management of sexually transmitted diseases (STIs) including contact tracing and case management. Provide tuberculosis (TB) testing, follow-up and treatment. Promote and provide immunization for diphtheria, pertussis, polio, tetanus, Hib, measles, mumps, rubella, varicella, influenza, meningococcal C., hepatitis B, etc. Provide sexual health education, contraceptive counseling and access to contraceptives. Provide new vaccine for human papillomavirus (HPV). Receive and investigate reports of infectious diseases.
Environmental Health To reduce or eliminate infectious diseases. To prevent or reduce adverse health outcomes resulting from exposures to health hazards including biological, physical and chemical agents. To reduce the incidence of food-borne and water-borne illnesses. To prevent the occurrences of rabies in humans. To enable and ensure a consistent and effective response to public health emergencies. To assess small drinking water systems. Services Provided Inspection of all food service premises, day nurseries, bathing beaches, homes for special care, and homes for the aged, boarding houses, and migrant farm workers' housing. Provide water testing and report adverse water results. Investigate all health hazards. Report incidents of infectious diseases and provide representation on all infection control committees. Develop a Pandemic Plan.
Chronic Diseases & Injuries To increase length and quality of life by reducing morbidity and mortality due to chronic diseases (cancer, heart disease, diabetes, etc.) and injuries through prevention, early detection and treatment. Chronic Disease Prevention--Provision of education/information, policy development and skill development on topics such as nutrition, physical activity and tobacco use to the public, health care providers, worksites, schools, etc. Cancer Prevention--Strategies to address skin, breast and cervical cancer primarily. Enforce the Tobacco Control Act and municipal smoking bylaw. Injury Prevention--Education, policy development and skill development to reduce motor vehicle accidents, bicycle crashes, alcohol and substance abuse, falls in the elderly and drownings.
Corporate Services To promote improved health, prevent disease and injury, control threats to human life and function, and facilitate social conditions to ensure equal opportunity for attaining health for all. Services Provided Services outlined in the Health Protection and Promotion Act (HPPA) and the Ontario Public Health Standards. Financial, human resource and administration support to program areas.
3.0
Major Customers or Clients Our services cover all residents of Brantford and Brant County
4.0
Walkable community
Status
Established and will carry on in 2012
Healthier Children
Healthy active community
Healthier work places and decreased absenteeism
GOAL:
Healthy Community and decreasing morbidity and mortality
Pandemic H1N1 mass immunization program
Completed
GOAL:

Healthy Environment including clean air, water and safe foods.
GOAL:

Granted a repeat 4-year accreditation in 2008
Hold a 4-year accreditation statusthe highest level obtainable.
5.0
Departments Significant Trends and Challenges New public health core competencies and new Public Health Program Standards came into effect on January 1, 2009. The Health Unit is currently adjusting programming to come in line with the new program Standards. The Ministry of Health has recently released its Initial Report on Public Health and is currently developing a set of performance measurement and management standards for public health units. The economic downturn increases demand for public health services and increases the client case loads for Health Unit programs. Emerging trends and challenges have an immediate and/or long-term impact on the nature of the administrative, operational, and financial aspects of the services provided by the Department. An awareness of these trends and challenges allows City Council and staff to monitor and react to them in order to take advantage of opportunities and minimize impacts so that the City can continue to provide quality services. The significant trends and challenges for 2012 and beyond are as follows: Goal Economic Vitality and Innovation Trends Increased incidence of chronic diseases e.g. Diabetes, Heart diseases, cancer, childhood obesity. Increased infectious diseases, e.g. H1N1 Implementation of the New Public Health Organizational Standards which include programming restructuring and a new accountability agreement As a result MHLTC has Funded 3 full time nursing position at 100% to addressing the determinant of health in key areas as required by the Ontario Public Health Standard. Challenges Addressing emerging health issues ( see above) Increased demand for services from community members during tight economic times. Goal High Quality of Life and Caring for All Citizens Moving to compliance with Ontario Public Health Standards Improved population health activities to reduce morbidity and disease Address family violence and its impact on children Goal Managed Growth and Environmental Leadership Healthy environment including clean air, water and safe food Develop a Pandemic Plan Goal Excellence in Governance To maintain 4-year accreditation and provide higher quality care
6.0
Financial Resource Information 2012 Budget Estimates 2012 Business Unit Financial Summary Appendix 2 2012 Unavoidable Budget Increases/Decreases Appendix 3 2012 Business Unit Variance Explanation Appendix 4 Road Map to Achieve 2012 Budget Target Appendix 6
Impact of Non Recommended Budget Reductions Appendix 6c
7.0
2012 Departmental Priorities Funded from the Operating Budget For 2012, this Department will focus its Strategic Action and Major Initiatives on the following Goals of the Strategic Plan: High Quality of Life and Caring for All Citizens
The following is a prioritized list of the 2012Departmental Priorities that the Department intends to undertake with the 2012Operating Budget requested as part of this Business Plan: 2012 DEPARTMENTAL PRIORITIES
Priority
Strategic Actions/Major Initiatives Postpartum Outreach Support
Strategic Plan Goal
Family Health
Growth and development, positive parenting, attachment - OPHS Healthy Babies, Healthy ChildrenUniversal screening Postpartum Ministry directed; promote healthy growth and development; reach developmental milestones; link to community services Room-to-Grow Drop-in Assessment Clinics To increase access to services and promote health in all communities and promote community engagement Monthly reporting from physicians of patient receiving vaccines
Funding Source Operating budget
Operating budget
Operating budget
Operating budget
Infectious Diseases
Monthly reports of publicly-funded vaccines for 18 yrs administered in physicians' offices Sexual Health Clinic birth control, sexually transmitted illness testing and treatment Increase clients using appropriate birth control and STI protection
Operating budget
Expand availability of public food disclosure information Environmental Health Establish Hedgehog database Electronic food safety disclosure information system to be phased in
Operating budget
Prevention of Human Rabies cases in Health Unit "0" incidence of Human Rabies in Health Unit
Operating budget
Review of the existing Health Unit Pandemic Plan so that it will mesh with the changes to the Ontario Pandemic Plan. Check viability of operations continuity plan A current Health Unit Pandemic Plan established as part of an organizational Emergency Response Plan Healthy weight strategy - nutrition guidelines: Evaluation of pilot implementation of guidelines recommended for use in the community--County of Brant Chronic Diseases & Injuries 1) Improved healthy eating options in community settings 75% compliance with guidelines in the community
Operating budget
Operating budget
2)
Community Needs Assessment: Childrens Aid Society HUB site Summary report of findings re future programming needs in Childrens Aid Society HUB sites Community Health Status Report and Rapid Risk Factor Surveillance System (RRFSS) 1. Develop reports on a variety of health topics of interest to the community 2. Analyze RRFSS data for local community Good Food Box Supporting the delivery of 80 boxes/month during the first six months increasing to 100 boxes in the last six months. Measured knowledge change/improved healthy eating knowledge Smoking Cessation-development and implementation of a pilot project to offer 1:1 smoking cessation counseling with or without the assistance of nicotine replacement therapy
Operating budget
Operating budget
Operating budget
Operating budget
1) Increase # of harm reduction strategies utilized and quit attempts by individuals in high risk populations
Appendix 2

2009 Actuals 2010 Actuals Number Business Unit Description Brant County Health Unit Revenue Provincial Funding County of Brant Other Revenue Total Revenue Expenditures Corporate Services Family Health Environmental Health Chronic Diseases & Injuries Infectious Diseases Total Expenditures 308110 TOTAL City of Brantford Contribution 2,407,751 1,852,116 1,203,875 2,500,357 1,296,481 9,260,580 1,839,942 2,409,884 1,853,757 1,204,942 2,502,573 1,297,629 9,268,785 1,985,013 (6,626,649) (711,989) (82,000) (7,420,638) (6,424,851) (768,126) (90,795) (7,283,772)
Variance Inc/Dec(-)
0 (6,341,141) (833,325) (50,000) (7,224,466) (6,341,141) (833,325) (50,000) (7,224,466) (6,527,204) (858,325) (90,507) (7,476,036) (186,063) (25,000) (40,507) (251,570) 0 2,401,492 1,951,640 1,198,286 2,484,507 1,299,828 9,335,753 2,111,287 2,401,492 1,951,640 1,198,286 2,484,507 1,299,828 9,335,753 2,111,287 2,509,172 1,930,132 1,254,586 2,605,678 1,351,093 9,650,661 2,174,625 107,680 (21,508) 56,300 121,171 51,265 314,908 63,338
0.00% -2.93% -3.00% -81.01% -3.48% 0.00% 4.48% -1.10% 4.70% 4.88% 3.94% 3.37% 3.00%
Appendix 3
Brant County Health Unit / Public Health, Department/Commission: Safety and Social Services

41,656
Contractual Obligations (only where a formal contract exists) Contractual Obligations ( Purchase Services) $16,682
16,682
Changes to Revenue Parking lot Revenue Reduction Record Searching Family Planning $1,500 $500 $3,000
5,000
2,174,625
10
Appendix 4

Business Unit Description Explanation of Increase or Decrease
Provincial Funding
MHLTC mandated increase 3%
County of Brant
3% increase to offset the county share of operating expenses Parking lot revenue reduction due to over exceeding capacity; Family Planning due to negotiating better prices with our suppliers ( i.e. birth control pills); Record searching revenue reduction Less application for record searching ( less property changing hands) This increase is due to grid move and fee increase in the purchase of services and contracts
Other Revenue
Corporate Services
Family Health
This decrease staff moves to other department be in alignment with the new public health standard.
Environmental Health
This increase is due to grid move and fee increase in the purchase of services and contracts and staff reallocation
Chronic Diseases & Injuries
Infectious Diseases
11
Appendix 6
2,111,287 2,132,400 2,174,625
42,225

1 2 3

1 2 3

42,225 -
42,225 42,225
12
Link to Financials
September 14, 2011
County of Brant Ambulance Service
2012 Budget Business Plan

Summary of departments function What is the purpose of the department The County of Brant Ambulance Service is responsible for the treatment and care of the sick, injured and frail in both the pre hospital environment and during the provision of medically necessary transfers. The Patient Comes First. The County of Brant Ambulance Service and its Paramedics strive to provide quality, dedicated pre-hospital care to our citizens. The Ambulance Service Manager directs and manages the daily administration of the department and in this capacity ensures the delivery of high quality service in a timely, responsible and cost effective manner. Background Historical Data
Jan.1st
Ambulance Service Staff Compliment
2011
Manager Duty Managers Supervisors (ACP) Supervisors (PCP) Full Time Staff (ACP) Full Time Staff (PCP) Part Time Staff (ACP) Part Time Staff (PCP) Clerical/Secretary Custodian
1 2 3 1 16 16 8 19 1 1 68 Ambulances/Vehicles 5 front line ambulances 2 spare ambulances 1 emergency response vehicle
Ambulance Stations/Bases 303 Henry Street, Brantford 136 Francis Street, Brantford 37 Alexander Street, Paris
400 Colborne Street West, Brantford
COUNTY OF BRANT AMBULANCE ORGANIZATIONAL CHART
Manager
Duty Manager Operations
Duty Manager Quality Assurance/Training
Supervisors (4)
Paramedic Full Time (32)
Paramedic Part Time (28)
Administrative Assistant
Custodian
Statistics Call Volume/Demand for Service

All Calls 1996 11,026 2010 14,558 - (33% increase over 1996) 2011 15,270 - (38% projected increase over 1996) Life Threatening Calls 1996 3,209 2010 8,783 (174% increase over 1996) 2011 8,788 (174% projected increase over 1996)
90th Percentile Response Time (to Life Threatening Calls)

City of Brantford 1996 8:00 minutes 2010 10:23 minutes 2011 10:47 minutes (1st 6 months 2011) County of Brant 1996 17:00 minutes 2010 16:09 minutes 2011 16:31 minutes (1st 6 months 2011) Combined City and County Legislated Response Time Standard 1996 12:00 minutes 2010 12:08 minutes 2011 12:54 minutes (1st 6 months of 2011)
Unit Hours of Service

1996 28,888 hours 2004 33,176 hours 2005 34,710 hours 2009 39,420 hours 2011 39,420 hours
Unit Hour Utilization

1996 - .38 (1 call every 3 hours) 2009 - .39 (1 call every 3 hours) 2011 - .39 (1 call every 3 hours)
Significant Achievements for 2011 A new class of Advanced Care Paramedics started training in April 2011. This class is expected to complete their training in March 2012 bringing our total advanced care paramedic staff compliment to 23, including the shift supervisors. This will put us at 64% of full time fleet staff as advanced care paramedics which is almost at our goal of 67%. In 2011, Council approved service and equipment improvements of C.P.A.P., scheduling time and attendance management, track stair chairs and stretcher mount defibrillator/monitor restraint racks.
Goals and Objectives for 2012 The ambulance service will pursue the following new initiatives, technological advancements and equipment improvements in 2011. Electronic Patient Call Report Program (ePCR) Lift Assist Power Stretchers for all ambulances One additional ambulance 24/7
Electronic patient call report (ePCR) program is simple, easy to use interface which enables the paramedics to complete ambulance call reports (ACR) quickly and easily. This is especially true when a call becomes more complicated. Electronic data entry prevents incomplete and/or illegible ACR data entry resulting in better patient care and accurate data collection that may be needed for generating reports or litigation purposes. Call rules ensure that all data fields are completed for each call. The paramedics are not able to complete an ACR without completing all mandatory fields. Custom call rules can be created by the service to collect, track and report on any piece of information that is relevant to the operation. For example, tracking specific paramedic procedures or interventions provides analysis on which skill may benefit from more training. Quality assurance and quality improvement efficiency is greatly enhanced by automating the review process of ACRs, therefore, significantly reducing a Supervisors time spent tracking and reviewing ACRs. It also enables supervisors to provide feedback or questions to the paramedics in a timely manner after a call has been completed, opposed to weeks or months later when it may be difficult for the paramedic to remember his or her actions or details of the call. ACRs can be automatically flagged and directed to specific staff for review. For example, all cardiac arrest calls can be directed automatically to the Supervisor for review. The reporting module provides over 50 canned reports plus the ability to create any custom report, such as administrative reports, treatment reports and statistical reports etc.
The ePCR integrates with the defibrillator/monitor to capture vital signs, record ECG data, record interventions, attach 12 lead ECG data to the ACR and to transmit 12 lead ECGs to the hospital. The ambulance service continues to struggle with meeting the Provincial Ambulance Service Documentation Standards. Introducing ePCR will greatly assist the ambulance service in ensuring ambulance call reports are accurately completed enhance quality assurance to ensure patient care is provided in accordance with Provincial Patient Care Standards, ensure incident reports are completed when required, enhance our ability to cross reference with the dispatch data to ensure all ambulance call reports are completed as required allow supervisors to more efficiently provide feedback to the paramedics on their performance enhance ability to analyze data and create treatment and statistical reports provide greater security of personal health information which would be encrypted electronically rather than be transported throughout the shift in paper format Load Assist Power Stretchers are stretchers that have a battery power source that lifts and lowers the stretcher at the push of a button. The current stretcher is a manual lift and lower stretcher that requires both paramedics to lift the stretcher at opposite ends or sides. When lifting a patient into the ambulance with the manual lift stretcher, one paramedic stands at the foot of the stretcher and bears most of the weight of the stretcher and the patient while the other paramedic manually raises the wheel carriage. These lifts put a great deal of stress on the paramedic and often lead to lower back and shoulder injuries. With the power assist stretcher, the stretcher is raised and lowered with the push of a button. When lifting a patient into the ambulance with the power assist stretcher, both paramedics can share the weight at the foot end of the stretcher while the wheel carriage is raised at the push of a button. This power assist stretcher reduces the amount of stress on the paramedic and will assist in reducing lower back and shoulder injuries. The current power assist stretcher model weighs 40 pounds more than the current manual lift stretcher. Ferno Canada has advised they are developing a newer version that will weigh roughly the same as the manual stretcher and this new version should be ready for retail and field use in early 2012. The ambulance service is interested in pursuing this newer, lighter power assist stretcher when it is available. One additional ambulance 24 hours/7 days per week The ambulance service is seeking to add one staffed ambulance 24 hours per day, 7 days per week. As discussed with the Community Services Committee, the ambulance service has experienced an increase in the number of occurrences where there are zero ambulances available in the County and City to respond to calls for service. In the first 6 months of 2011 there were 291 incidents of no ambulances available. These incidents were at various hours of the day and night and are therefore difficult to predict when they may occur. In addition to the pressures created by the growing population, the aging population and the Baby Boomer impact, one of the factors creating this pressure of zero
ambulances available is the time it takes the hospital to receive a patient from the paramedics. Until the hospital receives the patient, the paramedics are committed to attend to the patient which leaves the paramedics unavailable to respond to another call. During the winter months it was suspected that seasonal illnesses, such as influenza, were a contributing factor. While they may have been, these pressures do not appear to be easing and seem to be sustained. May was the month with the highest number of zero ambulances available. While we rely on our neighbouring services to provide standby back up and respond to calls when we are unavailable, this causes a significant delay in response times and increase the time that trained paramedics arrive at the patients side. In addition, while we are seeing the pressure of zero ambulances available, so are our neighbours that we relay on to back us up. The time will come when no one is available to cover. A City Councilor once asked at what point will we be putting our citizens at risk. I would suggest the time is now. Adding one more ambulance will greatly reduce the number of times we have zero ambulances available, will greatly reduce the reliance on our neighbouring services to provide service to our community and will greatly reduce the risk to our citizens of having a delayed response in their time of crisis and need. Summary of Budget Request Highlighting Major Changes and Initiatives 2012 versus 2011 The proposed budget for 2012 provides for an estimated increase in expenditures of $835,050 or 11.90% over the 2011 budget. The breakdown of this increase by object is FUEL PATIENT CARE EQUIPMENT & SUPPLIES PARAMEDIC STAFFING PARAMEDIC TRAINING AMBULANCE STATIONS INSURANCE ADMINISTRATIVE COSTS 4,976 19,025 757,413 13,152 (65) 5,864 34,685 835,050 2.79% 6.34% 14.50% 6.53% -0.03% 15.63% 4.83% 11.90%
A 6.34% increase has been added to Patient Care Equipment and Supplies. This is the cost of the consumable supplies required to stock the proposed extra ambulance vehicle. Paramedic staffing costs is estimated to increase by $757,413. The majority of this increase, $536,090, is the wage expense for the additional paramedics required to staff the proposed additional ambulance. This also includes increase in wages and benefits anticipated through collective bargaining, movement through the wage grid and additional Advanced Care Paramedics.
The 2012 budget includes the expense of training two (2) paramedics to the advanced care level. The ambulance service is working toward the goal of having an advanced care paramedic on every vehicle, every shift. To achieve this, twenty four (24) advanced care paramedics will be needed for the present staffing. Currently there are nineteen (19) advanced care paramedics on staff. In addition, the training budget is increased to reflect the increased number of advanced care paramedics and the corresponding increase in annual mandatory training hours. Insurance expenses are projected to increase by $5,864 for 2012. Administration costs are estimated to increase by $34,685 for 2012.
Provincial Grant The annualized Provincial Grant for 2012 is estimated to be $3,502,425, a 2.44% increase.
Overall Budget The overall budget for 2012 is estimated to increase for the City of Brantford $538,955 or 20.88% and increase for the County of Brant $212,725 or 20.88%.
Respectfully submitted,
Charles Longeway Ambulance Manager
Appendix 2

2011 Forecasted Actuals 2011 Budget 2012 Budget
2009 Actuals 2010 Actuals Number Business Unit Description LAND AMBULANCE VEHICLE PURCHASES OPERATION, MAINTENANCE & REPAIR VEHICLES PATIENT CARE EQUIPMENT & SUPPLIES PARAMEDIC STAFFING PARAMEDIC TRAINING AMBULANCE STATIONS INSURANCE OPERATING COSTS ADMINISTRATIVE COSTS CROSS OPERATING COSTS OTHER REVENUE CROSS BORDER BILLINGS (REVENUE) - EXPENSE NET OPERATING COSTS PROVINCIAL GRANT PROV GRANT-PRIOR YEAR ADJUSTMENT MUNICIPAL COUNTY OF BRANT CITY OF BRANTFORD PRIOR PERIOD ADJUSTMENTS TOTAL CITY OF BRANTFORD CONTRIBUTION
Variance Inc/Dec(-)
$
125,600 160,784 269,999 4,688,803 167,218 182,664 34,733 5,629,801 671,838 6,301,639 (1,345) 50,000 6,350,294 3,146,390 (82,954) 3,286,858 917,033 2,369,825 2,325 2,372,150
$
125,600 149,209 258,817 4,796,791 97,873 189,632 42,121 5,660,042 681,389 6,341,431 (100) 16,000 6,357,331 3,185,606 3,171,725 884,911 2,286,814 2,286,814
$
153,000 178,559 299,963 5,222,382 201,350 196,293 37,522 6,289,069 718,389 7,007,458 12,000 7,019,458 3,419,055 3,600,403 1,018,914 2,581,489 2,581,489
$
153,000 178,559 299,963 5,222,382 201,350 196,293 47,902 6,299,449 718,389 7,017,838 12,000 7,029,838 3,419,055 3,610,783 1,021,852 2,588,931 2,588,931
$
153,000 183,535 318,988 5,979,795 214,502 196,228 43,386 7,089,434 753,074 7,842,508 12,000 7,854,508 3,502,425 4,352,083 1,231,639 3,120,444 3,120,444
$
4,976 19,025 757,413 13,152 (65) (4,516) 789,985 34,685 824,670 824,670 83,370 741,300 209,788 531,512 531,512
%
0.00% 2.79% 6.34% 14.50% 6.53% -0.03% -9.43% 12.54% 4.83% 11.75% 0.00% 0.00% 11.73% 2.44% 0.00% 20.53% 20.53% 20.53% 0.00% 20.53%
308150
Appendix 3
Land Ambulance / Public Health, Safety & Social Department/Commission: Services

Increases in employee compensation Salaries: Benefits: Increase Staffing for Additional Ambulance 24/7 132,136 $53,647 $384,377
570,160
Contractual Obligations (only where a formal contract exists) Building Lease $1,860
1,860
Increases/Decreases for Utilities and Fuel Natural Gas/Electricity: Water/Sewer: Fuel: (4,195) $1,418 $3,568
791
Inflationary Increases Property Taxes Building Maintenance Courier Insurance $261 $609 $108 4,204
5,182
Changes to Revenue Provincial 50/50 funding ($59,776)
(59,776)
Appendix 3
Removal of One-Time Amounts approved in the 2011 Budget Other (Please Specify) Overhead Charges: Medical Supplies & Equipment adjusted based on actual historic use Public Relations Other Insurance change not included in City Approved Budget $6,322 $13,641 1,322 (547) (7,442)
13,295
3,120,444
10
Appendix 4

Business Unit Description Explanation of Increase or Decrease
VEHICLE PURCHASES
N/A
OPERATION, MAINTENANCE Inflation on fuel & REPAIR VEHICLES
PATIENT CARE EQUIPMENT Increase usage & SUPPLIES
PARAMEDIC STAFFING
Inflation (Contract negotiation) Staffing for Additional Ambulance 24/7
PARAMEDIC TRAINING
Increased mandatory annual training hours due to additional advanced care paramedics
AMBULANCE STATIONS
N/A Timing Issue - A final adjustment was made to the insurance lines in the County of Brant 2011 budget based just prior to passing the budget. The City did not include this change in the ambulance budget they passed and therefore is showing the correction in the 2012 proposed. The County of Brant proposed Ambulance budget actually shows an increase for 2012 for insurance. Inflation of costs
INSURANCE
ADMINISTRATIVE COSTS
OTHER REVENUE
N/A
CROSS BORDER BILLINGS N/A (REVENUE) - EXPENSE
PROVINCIAL GRANT
2011 Provincial Funding plus 2% inflation
11
Appendix 6
2,588,931 2,614,821 3,120,444
505,623

1 2 3

1 2 3

1 Additional Ambulance 24/7 2 General Service Reduction 3
384,377 121,246 -
505,623 505,623
12
Appendix 6c
Impact of Non Recommended Budget Reductions 1) Title: Additional Ambulance 24/7
Description: The ambulance service proposes to add one additional ambulance 24 hours per day, 7 days per week. The addition of this ambulance is being requested to address the service demand and number of occasions when there are zero ambulances available to respond to calls for medical and trauma emergencies.
Implications: The ambulance service will continue to experience increased service demand and occasions when zero ambulances are available. This will lead to delays in response and increased response times to medical and trauma emergencies.
Business Unit/ Object Code: 308150.7205 Grants to Local Boards Net Municipal Reduction (City): $384,377 Remaining Budget: $2,736,067
13
2012 BUSINESS PLAN

Public Health, Safety & Social Services John Noble Home
Link to Financials
Appendix 1 2012 Business Plan Public Health, Safety & Social Services John Noble Home
1.0
Mission Statement
The John Noble Home is a legislated Municipal Long-Term Care Home owned and operated by the City of Brantford and the County of Brant. The Home services the frail and elderly in our community. Our Mission Working together to enhance the quality of life for those who are no longer able to live independently, by providing, Love, Care and Dignity within a home-like environment. Our Beliefs That the care provided by the multi-disciplinary team is individualized in order to meet the residents physical, emotional, psycho-social and spiritual needs. That best practice in the delivery of care to our residents is created through providing opportunities for employees for growth and development. That the Home is strengthened through participating in planning, educating, and researching geriatric health care in the community. That the Home is enriched by the experiences created through living and working in a multicultural environment. Our Commitment We are committed to these benefits in order to fulfill our Mission and to enable us to strive for continued excellence in performance, now and in the future.
2.0

John Noble Home Organizational Chart COUNTY OF BRANT COMMITTEE OF MANAGEMENT CITY OF BRANTFORD
Admin Assistant JNH DAY & STAY PROGRAM COORDINATOR FINANCIAL SERVICES MANAGER DIRECTOR OF CARE
ADMINISTRATOR
Medical Director HR GENERALIST SUPPORT SERVICES MANAGER
COORDINATOR OF RESIDENT PROGRAMS & VOLUNTEERS
Staff Establishment: 140.15FTEs
The John Noble Home is the municipal long-term care home owned and operated by the Corporation of the City of Brantford and the Corporation of the County of Brant. The Home operates under the legislation and regulations of the Long Term Care Act, 2007. Through By-law 138-01 the Home is managed by a Committee of Management consisting of six Councillors from the City of Brantford and four Councillors from the County of Brant. The minutes of the monthly Committee of Management flows through the Public Health, Safety and Social Services Committee and then to Brantford City Council and Brant County Council for final approval. There are 156 long term care beds Current bed classifications: 14 private beds, 98 semi-private beds, 44 basic beds The Home maintains 97% occupancy Five (5) Resident Home Areas including a 22 bed units for residents with responsive behaviours associated with a dementia or mental health diagnosis Care is delivered through an interdisciplinary team ( nursing, nutrition, recreation/ activation, social work, physiotherapy, occupational therapy and pastoral care) Support services such as food preparation, housekeeping, maintenance and resident personal laundry is done within the Home. Linen service is contracted to an external provider. Admission eligibility is determined and coordinated by the Brant Community Care Access Centre. Currently undertaking a $16m redevelopment project to bring all long term care beds up to Ministry of Health & Long Term Care design standards. Project is to be complete by December 2012. The Home administers a community program for clients living in the community with a diagnosis of a dementia. The day program operates six days a week and the overnight program operates every weekend. All programs include transportation to and from the Centre. The Home manages a 26 unit affordable housing building attached to the Home called Bell Lane Terrace.
3.0
Major Customers or Clients John Noble Home Long Term Care Beds Current Resident Profile: Anyone over the age of eighteen with a Health Card and who is in need of health services that are beyond the level of service offered in the community may be deemed eligible by the Brant Community Care Access Centre Placement Coordinator or Case Manager for a long term care bed. The majority of residents admitted to the home are older adults due to the significant and rapidly growing number of aging seniors. The average age is 82. An older person could include adults with complex and debilitating disorders who may not be over 65years. The majority of residents are admitted with complex medical conditions and or responsive behaviours associated with cognitive impairments due to complex mental health, addictions, dementia, or other neurological conditions. John Noble Home Day & Stay Centre Current Client Profile: Anyone with a diagnose of dementia and needing respite care in the community The program provides support and respite for caregivers Weekly program for clients with early onset dementia
Bell Lane Terrace Apartments Current Client Profile: Tenant occupancy determined through Brantford Housing Department Anyone over the age of sixty Six units meet accessibility for persons with disabilities 4.0 Achievements in 2011 The following represents significant Actions and Initiatives undertaken in 2011 GOAL: ECONOMIC VITALITY AND INNOVATION Actions/Initiatives
Site approved under Brant/Brantford Affordable Housing Strategy to develop seniors apartment 12 acres undeveloped land with opportunity to create community of housing and services for seniors Strategic Planning Process to map future of John Noble Home potential for housing and services for seniors
Status
In progress 2014 Initiatives New initiative
2013 Initiative
GOAL:
In progress with estimated completion December 2012
Phase 3 Redevelopment Project ( City / County/ MOHLTC partnership to redevelop remaining 105 B and C Classified Beds)
GOAL:

In progress with estimated completion December 2012
Phase 3 Redevelopment Project LEED Silver Certification
5.0
Departments Significant Trends and Challenges Goal High Quality of Life and Caring for All Citizens Trends Increasing number of residents admitted in late stage dementia or with a dual diagnosis of dementia and a mental illness Decreasing geriatric and mental health resources locally as coverage now not including Brant
Challenges Increasing number of residents admitted in a crisis situation
Current nursing staff not adequately trained or educated to manage the complexities associated with dementia, mental illness and multiple physical conditions Chronic underfunding of long term care homes compounded by the level of care required by the residents being admitted
6.0
Financial Resource Information 2012 Budget Estimates 2012 Business Unit Financial Summary Appendix 2 2012 Base Budget Increases/Decreases Appendix 3 2012 Business Unit Variance Explanation Appendix 4 Road Map to Achieve 2012 Budget Target Appendix 6 Impact of Non Recommended Budget Reductions Appendix 6c
7.0
2012 Departmental Priorities Funded from the Operating Budget City Council has confirmed its priorities through an update of the Citys Strategic Plan. The Citys Strategic Plan identifies the Communitys Vision, Goals, and Long-Term Desired Outcomes. The achievement of each of these components of the Strategic Plan is dependant upon the dedication of each of the Citys departments and the agencies funded by the City to focus their activities in this common direction. For 2012, this Department will focus its Strategic Actions/Major Initiatives on the following Goals of the Strategic Plan: Economic Vitality and Innovation High Quality of Life and Caring for All Citizens Excellence in Governance and Municipal Management
Priority
Strategic Actions/Major Initiatives Succession Plan at all levels in the organization for the full time staff who are expected to retire within the next 10 years
Efficiently and effectively manage a 156 bed long-term care facility at a high level of service in order to maintain 97% occupancy level required to receive full MOHLTC funding. Continue to capture increased preferred accommodation revenue as renovations occur.
Strategic Plan Goal Economic Vitality and Innovation/ Excellence in Governance/ and Municipal Management Economic Vitality and Innovation/ High Quality of Caring for all Citizens
Funding Source 2012 Operating Budget and Ongoing
2012 Operating Budget and ongoing
Appendix 2

2009 Actuals Number Business Unit Description John Noble Home REVENUE Province of Ontario - Envelope Funding Nursing and Personal Care Nursing and Personal Care - RPN Initiative Programs and Support Services Raw Food Other Accommodation Accreditation High Wage Transitional Pay Equity Compliance Premium Estimated Ministry Increase County of Brant Preferred Accommodation Rev. WSIB rebate Misc. TOTAL REVENUE EXPENDITURES NURSING AND PERSONAL CARE Medical Nursing Services RAW FOOD PROGRAMS Program & Support Services ACCOMMODATION COSTS Nutrition Services Housekeeping Services Laundry Services Building & Mtce. Services Facility Costs Human Resources Administration TOTAL EXPENDITURES TOTAL NET CITY: JOHN NOBLE HOME LONGTERM CARE (4,598,537) (117,324) (425,553) (407,121) (2,705,011) (4,633) (10,848) (13,416) (156,264) (235,750) (536,895) (164,023) (50,956) (9,426,331)
2010 Actuals
2011 Budget
2012 Budget
Variance Inc/Dec(-)
(4,840,536) (117,324) (467,688) (417,370) (2,879,817) (10,848) (13,416) (156,264) (527,709) (196,210) (58,130) (9,685,312)
(4,891,808) (119,520) (470,688) (421,370) (2,894,817) (10,848) (13,416) (156,036) (583,623) (150,000) 8,000 (10,000) (9,714,126)
(4,841,808) (119,520) (467,688) (417,370) (2,879,817) (10,848) (13,416) (156,036) (589,232) (150,000) 8,000 (9,637,735)
(5,023,874) (118,188) (482,673) (425,936) (2,956,793) (10,848) (13,416) (156,036) (606,636) (175,000) 8,000 (9,961,400)
(182,066) 1,332 (14,985) (8,566) (76,976) (17,404) (25,000) (323,665)
-3.76% 1.11% -3.20% -2.05% -2.67% 0.00% 0.00% 0.00% 0.00% 0.00% -2.95% -16.67% 0.00% 0.00% -3.36%
5,809,621 427,105 473,384 1,145,979 555,183 255,789 1,303,469 822,622 10,793,152 1,366,821
6,157,471 427,732 484,853 1,135,833 659,971 252,154 1,043,038 887,978 11,049,030 1,363,718
6,230,277 438,663 499,221 1,143,012 653,291 262,078 537,854 588,420 298,507 570,484 11,221,807 1,507,681
6,132,482 417,370 498,076 1,149,380 659,677 263,417 533,854 588,420 313,800 574,119 11,130,595 1,492,860
6,386,578 446,011 513,184 1,184,375 678,263 294,122 540,377 604,793 264,765 585,895 11,498,363 1,536,963
254,096 28,641 15,108 34,995 18,586 30,705 6,523 16,373 (49,035) 11,776 367,768 44,103
4.14% 6.86% 3.03% 3.04% 2.82% 11.66% 1.22% 2.78% -15.63% 2.05% 3.30% 2.95%
Appendix 2

2009 Actuals Number Business Unit Description Bell Lane Terrace - Affordable Housing Rent Revenue Total Operating Expenses TOTAL NET BUDGET: BELL LANE TERRACE Transfer to (from) reserve 308140 TOTAL JOHN NOBLE HOME - CITY SHARE
2010 Actuals
2011 Budget
2012 Budget
Variance Inc/Dec(-)
$
(214,168) 234,807 20,639 (161) 1,387,299
$
(216,715) 216,715 -
$
(216,035) 216,035 -
$
(216,035) 216,035 -
$
(220,356) 220,356 -
$
(4,321) 4,321 -
%
-2.00% 2.00% 0.00% 0.00%
1,363,718
1,507,681
1,492,860
1,536,963
44,103
2.95%
Appendix 3
John Noble Home / Public Health, Safety & Department/Commission: Social Services

Increases in employee compensation Salaries: Benefits: Arbitrated award settlement extra costs ($95,725 - $80,904) $107,074 $125,703 $14,821
247,598
Annualization of new staff and services approved in the 2011 Budget Personal Support Worker (PSW) Maintenance Technician $5,233 $5,114
10,347
Contractual Obligations (only where a formal contract exists) Laundry Increases/Decreases for Utilities and Fuel Natural Gas/Electricity: Water/Sewer: Fuel: $16,846 ($4,956) ($488) $23,661
23,661
11,402
Inflationary Increases Raw Food Equipment, Supplies and Services Previously approved City Council Initiatives $28,641 $9,557
38,198
Appendix 3
Service Delivery Efficiencies Incontinence Supplies Nursing Documentation Costs Dental Services Bank Charges and Interest Reduction in H/R staff - duties assumed by Admin Staff in 2011 ($5,000) ($4,000) ($1,020) ($3,000) ($54,494)
(67,514)
Changes to Revenue Ministry of Health and Long Term Care (MOHLTC) Preferred Accommodation Removal of One-Time Amounts approved in the 2011 Budget Other (Please Specify) ($201,664) ($17,925)
(219,589)
1,536,963
Appendix 4

Business Unit Description John Noble Home - Revenue Increases in all Province of Ontario envelope funding were Province of Ontario - Envelope received in 2011. Limits on how this funding can be spent with Funding the inclusion of additional PSW support service hours. County of Brant Matching contribution per agreement. Trend over past years indicates an increase in preferred accommodation revenue. Challenges with construction project over 2012 will limit amounts that can be collected. Explanation of Increase or Decrease
Preferred Accommodation Revenue
John Noble Home - Expense
Medical Nursing Services
Ministry of Health and Long Term Care increases must be utilized within funding envelopes. Increase in salaries/benefits in excess of budget guidelines. Ministry of Health and Long Term Care increases must be utilized within funding envelope. Raw food is experiencing significant increases over and above MOHLTC funding that is received.
Raw Food
Ministry of Health and Long Term Care increases must be Program & Support Services utilized within funding envelopes. Increase in salaries/benefits in excess of budget guidelines. Nutrition Services Ministry of Health and Long Term Care increases must be utilized within funding envelopes. Increase in salaries/benefits in excess of budget guidelines. Ministry of Health and Long Term Care increases must be utilized within funding envelopes. Increase in salaries/benefits in excess of budget guidelines. Laundry service contract increase above budget guidelines.
Housekeeping Services
Laundry Services
Building & Mtce. Services
Not applicable.
10
Appendix 4

Business Unit Description Explanation of Increase or Decrease Facility cost estimates per budget increases compared to actual. Service delivery efficiency - reduction in staff in 2011 as duties assumed by Administration department.
Facility Costs
Human Resources
Administration
Not applicable.
Bell Lane Terrace
Bell Lane Terrace - Affordable This business unit is self supporting. Housing
11
Appendix 6
1,492,860 1,507,789 1,536,963
29,174

1 2 3

1 2 3

29,174 -
29,174 29,174
12
2012 BUSINESS PLAN

Public Health, Safety & Social Services Brantford Public Library Board
Link to Financials
Appendix 1 2012 Business Plan Public Health, Safety & Social Services Brantford Public Library Board
1.0
Mission Statement
The Brantford Public Library will enrich the community through access to knowledge, literacy and leisure pursuits. 2.0
The Brantford Free Library was established in 1884 under provincial legislation and has been serving the city ever since. The Ontario Public Libraries Act designates Library Boards as governing boards, rather than advisory. Library boards determine the library services they offer, appoint a chief executive officer, and seek funds through Councils budget process for the Librarys operations. They must do so within the Act, which among other provisions, specifies the services that must be provided free of charge. The Brantford Public Library Board is appointed by Council and consists of nine members including two representatives from City Council. The Board serves a term of four years concurrent with Council.
LIBRARY ACQUISITIONS This unit is responsible for the purchasing and receipt of all library materials for the Main Library and the St. Paul Branch. For example:

Reviewing invoices and approving for payment Vendor Management and Communication
ADMINISTRATION This unit oversees the coordination and operation of all business units within the library. It specifically performs the following functions: Administrative Support to Library Board and CEO Communication, Marketing & Development Financial Analysis Staff Scheduling as per the Collective Agreement Facility Rentals Human Resource Support Payroll Asset Control
MATERIALS MANAGEMENT SERVICES This unit is responsible for the processing and circulation control of all materials: materials repair customer care of accounts customer service revenue collection ordering and processing of new material circulation for both BPL patrons and Laurier Brantford students Overdue Accounts reserve reading circulation for Laurier Brantford students/faculty
In 2010, the library circulated over 1million items. INFORMATION AND POPULAR SERVICES This unit is charged with fostering an environment of life-long learning for all, as well as ensuring that young people learn the literacy skills that will assist in their becoming productive members of the community. The size of the collections and the scope of the information resources available, require the specific skills, knowledge and training of Librarians and Library Technicians. Laurier Brantford Students receive assistance from BPL Librarians and Technicians in accessing databases and books when they are in the public library. The business unit responds to over 66,000 requests for information each year and provides library programs attended by over 6,000 children and adults. It is a core function of the organization. The functions of this unit include: Providing catalogue assistance Reader's advisory services Research and Reference assistance Interlibrary loan Local history Shut in delivery Children's, teen and adult programming Digitization of web content
TECHNOLOGY DEVELOPMENT AND SUPPORT SERVICES This unit supports the delivery of all library services and programs. It maintains the integrity and security of the library's networks. Its functions include: LAN and network services for two locations Automated Integrated Library System (Sirsi/Dynix) administration Computer equipment maintenance and replacement Staff technical support and training Software, web page development
Technical management of all online services Coordination of access to online resources for Laurier Brantford students within the Main Librarys network
OCCUPANCY MAIN LIBRARY & BRANCH This unit is responsible for sustaining the Librarys assets for long-term use. Its functions include:
3.0
Maintaining the plant and equipment at the Main Library and at the St. Paul Avenue Branch both inside and out
Major Customers or Clients The primary customers or clients of the Department include:
Residents of the City of Brantford

Laurier Brantford and Nipissing students and faculty members.
The secondary customers or clients include:

4.0
Partner organizations such as; school boards, early years centre, launch pads, the Youth Resource Centre, home schools, the Literacy Council, the Brant County Health Unit, the cultural community and other city departments; Non-resident users such as County of Brant residents; Public library users from across Ontario through interlibrary loan activity Researchers world-wide and locally via the librarys website and online electronic resources
Launch of Social Media (Twitter, Facebook) Launch of the QR Codes Launch of the Digital Archives Completed Completed Completed
Status
GOAL:
Pilot will be completed in January of 2012 Completed Completed
Child and Youth Worker pilot project Introduction of Browse Aloud tool to view and listen to Librarys website content. Introduction of Mango language learning database
GOAL:

Completed in October of 2011
Completion of Main Librarys HVAC replacements
GOAL:

Completed Completed in October 2011
Orientation of a new Library Board. Video Surveillance Policy and implementation
5.0
Departments Significant Trends and Challenges Emerging trends and challenges have an immediate and/or long-term impact on the nature of the administrative, operational, and financial aspects of the services provided by the Department. An awareness of these trends and challenges allows City Council and staff to monitor and react to them in order to take advantage of opportunities and minimize impacts so that the City can continue to provide quality services. The significant trends and challenges for 2012 and beyond are as follows: Goal Economic Vitality and Innovation Trends
Students of all ages will use the public library Libraries will be open longer hours Libraries have expanded their role in providing electronic information solutions Increasing Laurier Brantford enrollment Increasing demand for self service options Recognitions of the Librarys contribution to community development and as a place of civic engagement Increasing role of the Library in the cultural revitalization of the downtown.
Challenges
Training of staff and the configuration of staffing to keep up with customer expectations Integrating larger post secondary student population into the operations of BPL Accommodating increasing costs for maintenance of technology in operating budget
Goal High Quality of Life and Caring for All Citizens Trends
People are busier than ever before More diverse ethnic population in the City Aging population
More social services issues especially in the downtown core Continued demand for traditional public library services Librarys engagement in Municipal Cultural Planning
Challenges Staying relevant in peoples lives Planning for and delivering more services to new Canadians Planning for and delivering services to an aging baby boom population Maintaining balance between public safety and accessibility to the disadvantaged
Goal Managed Growth and Environmental Leadership
Trends Library Buildings will expand and collections of various formats will grow along with new and increased services People still, overwhelmingly, use the Library in person despite the Internet Increased participation in and utilization of partnerships Library designs that include environmental planning to minimize energy costs and overall damage to the environment.
Challenges Addressing space issues in existing buildings as growth takes place Planning for and identifying the best location for a new service point such as an additional branch library Containing operating costs while addressing the service needs for growth
Goal Excellence in Governance and Municipal Management
Trends Many library professionals retiring in the next five years Libraries are more involved in community development Demands of customer service mean the need for more training Libraries are looking outside the field for examples of best practices More customer feedback opportunities More legislation to guide policy making
Challenges
Developing staff retention strategies that will form the basis of sound succession plans Recruitment of all levels of staff Retaining core values of the organization as a public library
6.0
Financial Resource Information 2012 Budget Estimates 2012 Business Unit Financial Summary Appendix 2 2012 Base Budget Increases/Decreases Appendix 3, 3a 2012 Business Unit Variance Explanation Appendix 4 Road Map to Achieve 2012 Budget Target Appendix 6
7.0
2012 Departmental Priorities Funded from the Operating Budget City Council has confirmed its priorities through an update of the Citys Strategic Plan. The Citys Strategic Plan identifies the Communitys Vision, Goals, and Long-Term Desired Outcomes. The achievement of each of these components of the Strategic Plan is dependant upon the dedication of each of the Citys departments and the agencies funded by the City to focus their activities in this common direction. For 2012, this Department will focus its Strategic Actions/Major Initiatives on the following Goals of the Strategic Plan: Managed Growth and Environmental Leadership Excellence in Governance and Municipal Management
Priority
Strategic Actions/Major Initiatives Approval of the Library Boards Strategic Plan 2012-2014
Faade improvement s for the Main Library
Maintenance and Infrastructure Upgrades for the St. Paul Avenue Library
Strategic Plan Goal Excellence in Governance and Municipal Management Managing Growth and Environmental Leadership Managing Growth and Environmental Leadership
Funding Source Operating budget
Operating budget/Library Reserves Operating budget/Library Reserves
Appendix 2

2009 Actuals 2010 Actuals Number Business Unit Description Library Revenue 160100 Library Revenue Expenditures 160050 160100 160125 160150 160175 160250 160300 Library Acquisition Library Administration Grant Opportunities Materials Management Information Services Technology Services Occupancy Total Expenditures 308100 City of Brantford Subsidy 534,495 844,086 1,046,368 1,254,310 312,316 443,859 4,435,434 3,871,054 705,121 801,522 1,008,693 1,261,926 361,473 427,501 4,566,236 3,889,973 (564,380) (676,263)
Variance Inc/Dec(-)
(522,400)
(522,418)
(521,650)
768
0.15%
514,900 628,955 1,088,200 1,324,700 397,300 467,500 4,421,555 3,899,155
514,900 628,900 1,088,271 1,324,702 397,300 467,500 4,421,573 3,899,155
525,100 640,100 1,071,349 1,346,600 406,300 468,400 4,457,849 3,936,199
10,200 11,200 (16,922) 21,898 9,000 900 36,276 37,044
1.98% 1.78% 0.00% -1.55% 1.65% 2.27% 0.19% 0.82% 0.95%
Appendix 3
Brantford Public Library / Public Health, Department/Commission: Safety & Social Services

Mandatory increases due to new or changes to existing legislation Increase to Contracted Security Hours as a Result of Bill 168 (App 3a) $8,000
8,000
Increases in employee compensation Salaries: Benefits: $31,864 ($70)
31,794
Increases/Decreases for Utilities and Fuel Natural Gas/Electricity: ($9,600)
(9,600)
Inflationary Increases Materials Software & Website Maintenance and Licensing $10,200 $7,000
17,200
Service Delivery Efficiencies Book Processing Telephone Professional Services ($5,000) ($2,000) ($3,000)
(10,000)
Changes to Revenue Increase in Library Fines Increase in Report/Copying Revenues Decrease in Donations ($2,000) ($2,250) $5,000
750
Appendix 3
Removal of One-Time Amounts approved in the 2011 Budget Other (Please Specify) Book Recovery Book Transport ($600) ($500)
(1,100)
3,936,199
Appendix 3a
2012 Justification of Mandatory Increases to Staffing Levels 1) Title: Increase to Contracted Security Hours as a Result of Bill 168
Annual Cost Effective Date: January 1, 2012 Description: Approximately 500 additional hours (annually) of contracted security coverage for the Main Library Branch.
Justifications/ Legislative Requirement: Bill 168, Occupational Health and Safety Amendment Act (Violence and Harassment in the Workplace) 2009 came into effect in May of 2010. Since that point in time, the Library has been required to take several actions to ensure precautions are taken to stay in compliance with the Occupational Health and Safety Act as amended by Bill 168 including: Installation of panic buttons at the St. Paul Library Branch, changes to custodian shifts, and most recently the installation of security camera's at the Main Library. Most of these precautions have been made with no or minimal impact to the operating budget. The Library Board deemed it necessary to increase security hours be a few each day to further mitigate risk by preventing incidents from occurring or escalating and by providing increased backup to the on duty managers/librarian. Community Base Strategic Plan Goals: Excellence in Governance and Municipal Management Business Unit/ 160300.4116 Contracted R&M Equipment Object Code: 2012 Net Municipal Cost: 2013 Net Municipal Cost: 8,000 8,000
Appendix 4

160100
Library Revenue
Not Applicable
160050
Library Acquisition
Past Experience and forecasts for 2012 indicate a 2% increase in the cost to acquire Library materials
160100
Library Administration
Increases due to F/T step increases. Some minor reductions and increases based on actuals and efficiencies.
160125
Grant Opportunities
Not Applicable
160150
Materials Management
Decreases due to staff movement. Some minor reductions based on actuals and efficiencies.
160175
Information Services
Increases due to P/T step increases and realignment of a P/T position.
160250
Technology Services
Increase F/T and P/T for step and contract increases. Increase software license fees and website maintenance.
160300
Occupancy
Not Applicable
Appendix 6
3,899,155 3,938,147 3,936,199

1 2 3

1 2 3

1 2 3
Date: To: From: Re:
October 5, 2011 Mayor & Members of City Council Dan Temprile, General Manager, Public Health, Safety & Social Services St Josephs Lifecare
Subsequent to Corporate restructuring which occurred in 2006, St Josephs Lifecare has been incorporated into the Public Health, Safety and Social Services Municipal budget beginning in 2007. Outlined below please find a brief description of the program. Annual City contributions of $870,996 to St Josephs Lifecare began October 2004 and will continue for 10 years as per the agreement dated September 22, 2000 between The City of Brantford, The County of Brant and St. Josephs Health Care System. Total commitment is $8,709,960. Total amount paid including 2012 will be $7,124,269 with a remaining contribution of $1,585,691 for the years 2013-2014.
Link to Financials
Year 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Payment Schedule 156,301 870,996 870,996 870,996 870,996 870,996 870,996 870,996 870,996 870,996 714,695
Cumulative Total 156,301 1,027,297 1,898,293 2,769,289 3,640,285 4,511,281 5,382,277 6,253,273 7,124,269 7,995,265 8,709,960
Appendix 2

Variance Inc/Dec(-)
308145 St. Joseph's Lifecare
870,996
870,996
870,996
870,996
870,996
0.00%
Appendix 3
St. Joseph's Lifecare/Public Health, Safety Department/Commission: & Social Services

Increases in employee compensation
Changes to Revenue
870,996
Appendix 4

Business Unit # Business Unit Description Explanation of Increase or Decrease No Variance. As per section 5, authorized by the agreement between The Corporation of The City of Brantford and The Corporation of the County of Brant and St. Joseph's Health Care System, dated September 22, 2000, subsidization will continue for 10 years following the date on which the transfer of residents was completed. (October 2004)
308145
St. Joseph's Lifecare
Date: To: From: Re:
October 3, 2011 Mayor & Members of City Council Dan Temprile, General Manager, Public Health, Safety & Social Services The Community Physician Recruitment Program
Subsequent to Corporate restructuring which occurred in 2006, the Brant Community Healthcare System has been incorporated into the Public Health, Safety and Social Services Municipal budget beginning in 2007. Outlined below please find a brief description of the program. As per Estimates Committee report #2010-02-23, in 2010, Brant Community Healthcare System received $110,000 from the allocation from the Casino funds, and any funding in the future years will be funded from the allocation for casino funds. This 2012 budget year, Brant Community Healthcare system is requesting $110,000 to run the Community Physician Recruitment Program as per attached letter from the Community Physician Recruitment Committee.
Link to Financials
The Community Physician Recruitment Committee c/o 200 Terrace Hill Street Brantford, ON N3R 1G9
September 13, 2011
Dear Mayor and Members of City Council:

2012 Funding Request for Community Physician Recruitment Program
Each day many families and individuals in our community go without access to a Family Physician. It is recognized our community is under serviced and requires about five to seven new Family Physicians to allow every citizen access to primary care. In the last four years ongoing efforts have been made to actively recruit specialists and family physicians to practice in Brantford-Brant County. This endeavour, led by the Brant Community Healthcare System and the Chamber of Commerce Brantford-Brant, with municipal support, has been successful but requires additional efforts if the desired number of family doctors is to be achieved. The 'Community Physician Recruitment Committee', working alongside the Brant Community Healthcare System brings focus on recruiting Family Physicians to Brantford and Brant County. The Board of Directors for this group consists of representatives from the stakeholders groups and three community volunteers. A full time Medical Recruitment and Retention Specialist works on our team as we focus on: Increased advertising increased exposure via recruitment tours and conferences that allowed us to explore the full depth of the medical labour market increased student placements
This has been a successful approach with six new family Physicians recruited this past year who are now practicing in Brantford-Brant. It should be noted, however, that several Family Physicians are planning on retiring in the upcoming year. In the months to come we expect to continue our recruitment approach with an emphasis on Family Physicians. Although funded through the Brant Community Healthcare System the committee structure functions independently promoting Brantford-Brant to potential medical graduates and physicians seeking to relocate. Several task forces deal with the many aspects of recruitment, specifically around the employment opportunities for the physician's partner, showcasing Brantford-Brant's cultural, recreational and academic sites, relationship building with the medical community, turn-key practice opportunities and fund raising to reach even more candidates. The recruitment of a Family Physician is expensive with the average cost being between $40,000 and $50,000. Below you will see a breakdown of the amounts that we requested from the City of Brantford last year as support for our Medical Recruitment Program which was graciously provided. This year we are asking for the same investment of $110,000. Recruiter Salary and Benefits half the cost of the Medical Recruitment & Retention Specialist Recruitment Costs $48,000
$42,000
* Includes activities such as community visits, advertising, trade shows, recognition events, medical school tours, promotional materials, etc.
Bursaries Medical Nursing Total Request for Funding
$12,000 $8,000 $110,000
The City of Brantford's response to our request is an indication of your support and commitment in attracting physicians into our great community. The Community Physician Recruitment Committee is grateful for The City of Brantford's continued commitment to the community's medical recruitment and retention program. This initiative would not be the success it is today without The City of Brantford's support. Yours truly,
Jim Steele Chair Community Physician Recruitment Committee c.c. Chris Eivers, Vice-President, Corporate Services Joe Buller, Vice-President, Human Resources Alice Preston, Medical Recruitment and Retention Specialist Community Physician Recruitment Committee Members
Appendix 2

Variance Inc/Dec(-)
308170 Health Care Task Force
0.00%
Appendix 3
Health Care Task Force/ Public Health, Department/Commission: Safety & Social Services

Changes to Revenue
Appendix 4

Business Unit # Business Unit Description Explanation of Increase or Decrease As per Estimates Committee Report #2010-02-23 - Health Care Task force be funded annually from the allocation of casino funds.
308170
Health Care Task Force
MEMORANDUM
Date: To: From: Re: September 16, 2011 Mayor & Members of City Council Dan Temprile, General Manager, Public Health, Safety & Social Services 911 Telephone System
Subsequent to Corporate restructuring which occurred in 2006, 911 Telephone System has been incorporated into the Public Health, Safety and Social Services Municipal budget beginning in 2007. Effective April 1st, 2008 Council approved a three-year contract with an option of a two-year renewal for 911 emergency response service from Northern 911. In 2011, the contract was renewed for another 2 years.
Link to Financials
Appendix 2

Variance Inc/Dec(-)
303130 911 Telephone System
39,588
39,588
38,206
37,094
39,976
2,882
7.77%
Appendix 3
911 Telephone System / Public Health, Department/Commission: Safety and Social Services

Contractual Obligations (only where a formal contract exists) Northern 911 CPI (Consumer Price Index) increase entitlement $2,517
2,517
Inflationary Increases Equipment Upgrades (Gross $509, City Portion 71.7%) $365
365
Changes to Revenue
39,976
Appendix 4

303130
911 Telephone System
- Equipment upgrades $509 (City Portion $365) - Northern 911 is entitled to CPI increase $2,517
2012 BUSINESS PLAN

Community Services Parks and Recreation
Link to Financials
Appendix 1 2012 Business Plan Community Services Parks & Recreation
1.0
Mission Statement
Parks and Recreation shall ensure quality opportunities and experiences, and the conservation of natural spaces, which promote and enhance active lifestyles in a healthy community.
2.0
Departmental Role and Business Unit Areas Parks and Recreation is responsible for the management and provision of a diverse variety of recreational services, facilities and programs for residents of the community and visitors to the City of Brantford.
Community Services
Parks and Recreation PRW Advisory Committee Multi-Use Trails/ Bikeway Advisory Committee
Parks Operations
# of FTE's = 22.5
Parks Development
# of FTE's = 9
Community Development
# of FTE's = 10
Arenas & Fields

# of FTE's = 19
Aquatics & Fitness

# of FTE's = 9
Administration
# of FTE's = 9
Staff Establishment 78.5 Full-Time 601100 Parks and Recreation Administration Customer service Technical Services/Department Computer Systems On line registration Various administrative functions on behalf of the entire department Health & Safety Includes staff wages and benefits for administrative staff 601200 PRW Advisory Committee Business unit associated with any costs related to the efforts of the Parks, Recreation and Waterfront Advisory Committee 601250 Trails Committee Business unit associated with any costs related to the efforts of the Multi-Use Trails Bikeway Advisory Committee 601500 Grants Allocation A flow through account to provide funding to the Brantford Sports Council allocated to its member organizations. 601700 Tournament Capital Committee Business unit associated with any costs related to the efforts of the Tournament Capital of Ontario initiatives. Includes all associated staff costs.
602110, 602120, 602140 Lions Park Arena Three business units cover all of the revenues and expenses related to the operation of the arena, auditorium and concessions at the Lions Park Arena/Steve Brown Sports Complex. 602160 Wayne Gretzky Arenas Covers all of the revenues and expenses related to the operation of all four Wayne Gretzky Sports Centre arenas, including leases and rentals. 602180 Sports Hall of Recognition Costs associated with the induction of new members to the Sports Hall as well as a contribution to front desk staffing costs at the Wayne Gretzky Sports Complex. 602210, 602240, 602250, 602260 Civic Centre Covers all of the revenues and expenses related to the operation of the Brantford and District Civic Centre auditorium, arena concessions and the major league teams 602310, 602320, 602330, 602340, 602350 Wayne Gretzky Aquatics Covers all of the revenues and expenses related to the operation of the Wayne Gretzky Aquatics Unit associated with aquatic and fitness services, instructions, administration and facility operations. 602360, 602370 Earl Haig Two business units cover the revenue and operation of Earl Haig including the Go Kart Track. 602380 Woodman Park Pool This business unit covers all of the revenues and expenses for the seasonal operation of the Woodman Park Pool. 603210, 603220 Horticulture, Turf & Roadside Maintenance Covers the cost of maintenance for horticulture, greenhouse operations, turf and roadsides maintenance throughout the City. 603310, 603320, 603330, 603340, 603345, 603350 Parks Maintenance & Operations Covers the cost of all park maintenance and operations including Cockshutt Park, Glenhyrst, Jaycee Park and Mohawk Park and pavilion. 603360 Youth Skateboard Park Costs associated with the operation of the Skateboard Park at Brants Crossing. 603370, 603375 Harmony Square Covers the operation and revenues for Harmony Square including both maintenance and programming. 603380 Canada Day This business unit covers the revenues and expenses for the annual Canada Day celebration. 603395 Parks Vandalism Costs associated with vandalism that occurs within City parks and facilities. 603400 Steve Brown Sports Complex Covers the outdoor operations of the Steve Brown Sports Complex.
603405 Wayne Gretzky Fields Covers the operation of the sports fields of the Wayne Gretzky Sports Centre. 603410 Design & Development This business unit associated with any costs for the Design & Development unit who oversee various capital projects and improvements. 603510, 603520 Tree Planting & Maintenance This business unit covers the costs for planting and maintaining the trees in the City including all roadside trees and trees on City owned property. 603610, 603630, 603640 Bell Homestead Covers all revenues and expenses for the operation of the Bell Homestead, concessions, Caf and Museum operations. 603710, 603720, 603730 Cemeteries This business unit covers the costs for administration, interments, plots and grounds for Mount Hope, Oakhill, Greenwood and Tranquility cemeteries. 604210 Summer Playgrounds Covers all revenues and expenses for the summer playground program in the City. 604220 Community Recreation Costs associated with the administration of Community Recreation unit. 604250 After School Program This business unit covers the costs for operating the After School Program in different schools throughout the City. 604270, 604280 Anti-Vandalism, Skate Park Program This business unit covers the operation of running the Anti-Vandalism, Skate Park and youth programs. 604310, 604410 Woodman Park Community Centre Business Unit associated with revenues and expenses for programs and operations at the Woodman Park Community Centre. 604320, 604420 Doug Snooks Eagle Place Community Centre Costs associated with revenues and expenses for programs and operations at the Doug Snooks Eagle Place Community Centre. 604330, 604430 Resurrection Community Centre Costs associated with revenues and expenses for programs and operations at the Resurrection Community Centre. 604340, 604440 Branlyn Community Centre These business units cover the revenues and expenses for programs and operations at the Branlyn Community Centre. 604350, 604450 T.B. Costain/SC Johnson Community Centre Costs associated with revenues and expenses for programs and operations at the T.B. Costain/SC Johnson Community Centre.
604380 Tranquility Hall The revenues and expenses for operating Tranquility Hall. 604510 Beckett Adult Leisure Centre Covers the revenues and expenses for programs and operations associated with the Beckett Adult Leisure Centre. 3.0 Major Customers or Clients The Parks and Recreation Department provide a variety of recreational facilities and leisure programs and services, specifically for children, youth, adults, families and seniors. The primary customers or clients include: community residents visitors to the City
Parks and Recreation works with a diverse group of City departments, agencies and affiliates, and community partners. These secondary customers or clients include: 4.0 Other City departments, including the Planning and Engineering Departments, Police Services, and Social Services Boards of Education Brant County Health Unit local tourist attractions business operators YMCA Boys & Girls Club neighbourhood associations Brantford Sports Council Tournament Capital Committee Parks, Recreation and Waterfront Advisory Committee Multi-Use Bikeway/Trails Advisory Committee affiliated groups
Achievements in 2011 The following represents significant Actions and Initiatives undertaken in 2011 GOAL: ECONOMIC VITALITY AND INNOVATION Actions/Initiatives Building Canada facility renewal project at the Wayne Gretzky Sports Centre. Status The arena portion is now open. The restaurant and pro shop are under construction. The pool portion is currently out to tender. The work is substantially complete.
RINC renewal project at the Brantford and District Civic Centre
GOAL:
ECONOMIC VITALITY AND INNOVATION Status Planning for the 2012 event is currently underway.
Actions/Initiatives The Parks and Recreation staff, in partnership with a community committee hosted a very successful Canada Day celebration at the Steve Brown Sports Complex. The Department hosted over 38 tournaments and 174 special events in City facilities and parks. The community hosted a number of special events in downtown Brantford at Harmony Square. Most of the events are in partnership with community groups and local not-for-profit organizations. Grand re-opening of the Wayne Gretzky Sports Complex.
Ongoing
Planning for 2012 events are underway.
Planning is underway.
GOAL:
HIGH QUALITY OF LIFE AND CARING FOR ALL CITIZENS Status Ongoing partnership
Actions/Initiatives A continued partnership with Tim Hortons resulted in numerous free swim events and family skating at the Wayne Gretzky Sports Centre, Lions Park Arena and the Civic Centre for local residents. Expanded Swim To Survive program partnership with Lifesaving Society and Provincial government to include more local Grade 3 students in this vital life skill program to keep kids safe in, on and around the water. Partnership with Lansdowne Childrens Centre to host summer staff training session related to special needs children. Seven other agencies also participated. Eat Smart Recognition in Community Centres. Making Community Centres more accessible so that neighbourhood associations can offer programs and activities. Secured additional funding to expand on summer programming and after school programs in areas of the highest need.
Ongoing partnership with the Lifesaving Society
Completed
All City community centres have attained the Eat Smart designation Ongoing
Summer of 2011
GOAL:
HIGH QUALITY OF LIFE AND CARING FOR ALL CITIZENS Status Shallow Creek is complete, Alexandra and Victoria will be completed by year end.
Actions/Initiatives Park improvement projects- renovations to Shallow Creek Park, Victoria Park and Alexandra Park lighting replacement, Jaycee parking lot improvements, Tutela Park Improvements at the Bell HomesteadWalkway and accessibility, slope restoration work completed Trail improvements completed or underway at Jaycee Park, Gilkison Flats, Gretzky Parkway, LE and N and CN rail trail sections Childrens Memorial Garden project initiated Walk of Fame Project re-designed and retendered Shellard Neighbourhood Recreation Plan The Active Grand program continues to focus community attention on the need for an active and healthy lifestyle. Revisions to the Citys Municipal Alcohol Policy to reduce risk and accommodate notfor-profit organizations Worked in partnerships with the Walkability Task Force and the Multi-Use Bikeway/Trails Advisory Committee to improve community awareness and usage of the Citys extensive trails and pedestrian routes. Childrens Water Festival at Mohawk Park Re-positioning the Woodman Park Community Centre as the new home of youth programming.
Complete
Most work complete
Project design under discussion with Council Study Group To be presented to Council in the fall 2011. Underway-to be presented to Council in October 2011 Ongoing effort with Six Nations and the County of Brant Completed
Ongoing
Ongoing partnership Ongoing
GOAL:
MANAGING GROWTH AND ENVIRONMENTAL LEADERSHIP Status Ongoing
Actions/Initiatives Expansion of re-cycling program in city parks as recommended by PRW and EPAC committees Management plan redevelopment for Waterworks Park and other natural areas in the City. Waterfront Master Plan review and prioritization process is underway.
Ongoing
GOAL:
EXCELLENCE IN GOVERNANCE AND MUNCIPAL MANAGEMENT Status Ongoing
Actions/Initiatives Successful implementation of online registration (RecConnect) now includes swim lessons as well as programs within the community centres.
5.0
Goal Economic Vitality and Innovation Trends: Controlling costs related to tax supported areas of the budget Planning for long term infrastructure renewal Life Cycle costing for parks and recreational facilities Societal changes: growing aging population; more ethnically diverse; a growing economic disparity Social marketing as a communications tool Partnerships and collaboration
Challenges Controlling operating costs while service costs continue to increase- water, telephone, natural gas, electricity, tipping fees, fleet costs Continued increase in drowning accidents in Ontario and the impact of an increasing immigrant population has increased the demand for swimming lessons. There is a growing gap between the haves and have nots from a personal economic perspective and this gap is most notable for young families with children. There will be a need to re-examine accessibility and pricing policies and to implement measures that support young families. There is an aging infrastructure and many of the Citys facilities have been maintained with limited preventative maintenance programs due to budget constraints. These facilities are now reaching an age where there will be major work/cost to upgrade from an envelope, code, mechanical and operations perspective. Satisfying field user demands in light of increasing user demand and loss of fields at Wayne Gretzky Sports Centre. Low income families are provided with opportunities to register their children in community recreation based on funding available from the Canadian Tire Jump Start Program and the Citys Social Services department- demand consistently outstrips the funding available
Goal High Quality of Life and Caring for All Citizens Trends High demand for affordable programs, particularly children's. Providing programs in partnership with schools and parents to address youth inactivity and obesity. Changing demographics will require significant program adjustments including more drop-in activities, low cost and no-cost options The younger more active Senior who wishes to remain involved in an active and healthy lifestyle Green facilities and operating practices
Challenge Moving toward Community Development there is a learning curve for staff and residents Controlling costs throughout the Parks and Recreation Department operation: o increasing partnerships o seeking out new funding sources o increasing revenues where feasible o finding operational efficiencies o providing services to residents within their financial means Co-ordination of community events and partnerships to ensure equity and cost effectiveness. Managing construction and operational challenges during the renewal project at the Wayne Gretzky Sports Centre. Controlling program costs to ensure access for children and others who may have financial challenges.
Goal Managed Growth and Environmental Leadership Trends
Moving toward green facilities and operating practices Protecting and managing the green infrastructure of our community Protection of community trees, endangered species Growing diversity will require some shifts in focus on inter-cultural marketing and communication. Ontarians with Disabilities legislation will significantly change how we deliver programs and build new facilities and parks Community gardens for recreation as well as subsidizing family food supply
Challenge Appropriate recreational planning for and management of newly acquired environmental areas; finding adequate locations for new or expanded community related /sports facilities within the existing property base/open space network. Provincial pesticide ban is becoming increasingly apparent. Demand for new and emerging recreational uses off leash facilities, disc golf expansion, eco-park, adult volleyball, BMX facility, indoor sports fields.
Managing environmentally sensitive areas, Species at Risk legislation, etc. There is growing community interest and concern related to the sound management of these environmental features Emerald Ash Borer was discovered in Brantford during 2010 and the impacts are becoming increasingly apparent. Giant Hogweed and the occurrence of other invasive pests could create significant unforeseen costs to the municipality Implementing the recommendations included in the Waterfront Master Plan Implementing the recommendations included in the South West Neighbourhood and Recreation Plan.
Goal Excellence in Governance and Municipal Management Trends Greater community expectations for the efficient management of all municipal operating areas Social issues will continue to demand more staff time and budget Challenges The revenue areas of the budget as a percentage of the net budget continue to drop appropriate marketing will be needed. Many parks and recreation related services and programs are affected by concerns related to liability and risk management, changing industry standards and community expectations. Implementing the Downtown Master Plan recommendations
6.0
7.0
2012 Departmental Priorities Funded from the Operating Budget The following is a prioritized list of the 2012 Departmental priorities that the Department intends to undertake with the 2012 Operating Budget requested as part of this Business Plan.
10

Priority
Strategic Plan Goal
Funding Source
To begin implementing the Council approved Waterfront Master Plan
To expand online services Working with the consultants and general contractor to complete renovation projects at Wayne Gretzky Sports Centre To Work with other City Departments and the Grand Erie District School Board to create a development plan for the Council approved North of Shellard Neighbourhood & Recreation Plan Develop a volunteer recruitment strategy to assist with various community projects and Departmental efforts. Continued focus on completion of park development projects from previous years particularly neighbourhood parks and trail upgrades and repairs Determining ways to make community centres more accessible so that more indirectly programmed activity can take place. Neighbourhood engagement- enlist the ideas, projects and assistance of neighbourhood residents whether organized (Neighbourhood Associations) or un-organized. Work with Council Working Group to develop new agreements with sports organizations who use City facilities To expand the use of the CLASS Membership Tracking System at the Beckett Adult Leisure Centre and the Bell Homestead. Expand Departmental procedures manual to ensure consistency across various Divisions and work areas. Expand the availability of youth programs in the City.
High Quality of Life and Caring for All Citizens Excellence in Governance and Municipal Management Excellence in Governance and Municipal Management
Unmet Need
Parks & Recreation Operating budget Staff time- operating budget capital costsBuild Canada Infrastructure Project
Initially Parks and Recreation operating budget
High Quality of Life and Caring for All Citizens Excellence in Governance and Municipal Management High Quality of Life and Caring for All Citizens Excellence in Governance and Municipal Management High Quality of Life and Caring for All Citizens Excellence in Governance and Municipal Management Excellence in Governance and Municipal Management High Quality of Life and Caring
Parks and Recreation operating budget Design and staff time- operating budget Capital costs-Parks and Recreation Capital Budget Parks and Recreation operating budget Parks and Recreation operating budget Parks and Recreation operating budget Parks & Recreation Budget
Parks and Recreation operating budget Parks & Recreation Budget
11
Generate additional subsidy funding

2
Create registered programs to be initiated at Harmony Square Expand the movies in the Park program.
for All Citizens High Quality of Life and Caring for All Citizens High Quality of Life and Caring for All Citizens High Quality of Life and Caring for All Citizens
3rd party Parks and Recreation operating budget Parks & Recreation Budget
12
2012 Business Unit Financial Summary - Appendix 2

2010 Actuals 2011 Forecasted Actuals 2011 Budget 2012 Budget
2009 Actuals Number Business Unit Description 601100 PARKS & RECREATION ADMINISTRAT 601200 PRW COMMITTEE 601250 TRAILS COMMITTEE 601300 EXPENDITURES TO BE RECOVERED 601500 GRANT ALLOCATIONS 601600 PARKS & REC SPECIAL PROJECTS 601700 TOURNAMENT CAPITAL COMMITTEE 601710 TCO SPECIAL PROJECTS 602110 LION'S PARK ARENA 602120 LION'S PARK AUDITORIUM 602140 LION'S PARK CONCESSIONS 602160 WAYNE GRETZKY ARENAS 602180 SPORTS HALL OF RECOGNITION 602210 CIVIC CENTRE ADMINISTRATION 602240 SENIOR LEAGUE HOCKEY 602250 CIVIC CENTRE AUDITORIUM RENTALS 602260 CIVIC CENTRE CONCESSION OPERATIONS
Variance Inc/Dec(-)
$
1,008,390 5,456 1,633 167 228,240 0 80,002 (2) 246,889 (2,262) (1,899) 140,168 16,577 554,338 0 (35,792) (7,099)
$
990,544 2,406 343 (43) 227,240 0 82,044 (3,228) 218,434 (1,849) (12,525) 284,215 15,295 418,382 0 (26,598) (9,063)
$
1,108,168 3,015 1,135 0 227,240 0 79,632 0 219,059 (5,735) (18,575) 367,632 17,270 450,641 0 (24,600) (19,255)
$
1,164,368 3,200 1,250 0 227,240 0 79,632 0 217,059 (10,135) (15,325) 80,632 17,270 464,641 0 (38,500) (23,755)
$
1,215,670 2,700 750 0 227,240 0 85,911 0 217,954 (7,045) (16,900) 24,444 6,550 483,019 0 (29,600) (22,525)
$
51,302 (500) (500) 0 0 0 6,279 0 895 3,090 (1,575) (56,188) (10,720) 18,378 0 8,900 1,230
%
4.41% -15.63% -40.00% 0.00% 0.00% 0.00% 7.89% 0.00% 0.41% 30.49% -10.28% -69.68% -62.07% 3.96% 0.00% 23.12% 5.18%
13
2009 Actuals Number Business Unit Description 602310 SCHOOLS & DAYTIME SWIMS 602320 EVENING/WEEK END INSTRUCTION & 602330 CASH,RECEPTION,OFFICE SERVICES 602340 AQUA & FITNESS ADMIN&FACIL 602350 FITNESS SERVICES 602360 EARL HAIG FAMILY FUN PARK 602370 GO KART TRACK 602380 WOODMAN PARK POOL 603210 HORTICULTURE MAINTENANCE 603220 TURF & ROADSIDE MAINTENANCE 603310 PARKS MAINTENANCE & OPERATIONS 603320 COCKSHUTT PARK 603330 GLENHYRST 603340 MOHAWK PARK 603345 MOHAWK PARK PAVILION 603350 JAYCEES SPORTS PARK 603360 YOUTH SKATEBOARD PARK 603370 HARMONY SQUARE MAINTENANCE 603375 HARMONY SQUARE PROGRAMMING 603376 HARMONY SQUARE OPENING 603380 CANADA DAY CELEBRATIONS 603395 PARKS VANDALISM
2010 Actuals
2011 Forecasted
2011 Budget
2012 Budget
Variance Inc/Dec(-)
$
194,296 (121,129) 212,028 655,049 32,954 90,804 15,107 23,996 751,958 923,755
$
223,976 (122,026) 217,546 617,013 28,206 75,400 9,825 23,855 745,565 894,594
$
210,388 (109,762) 216,553 703,413 30,900 87,798 9,550 34,200 771,313 952,734 1,200,536 14,920 63,946 116,965 12,720 (6,440) 990 186,889 99,493 0 32,385 29,300
$
210,388 (94,762) 224,553 713,413 30,900 69,798 12,050 36,200 755,313 940,334 1,200,536 21,920 69,446 105,965 16,120 (9,640) 1,690 189,889 86,493 0 (5,000) 38,000
$
233,195 (112,105) 253,625 669,150 86,090 87,810 13,550 40,470 768,740 981,438 1,197,663 21,170 68,974 125,900 6,510 (6,584) 500 195,452 77,590 0 (1,600) 37,000
$
22,807 (17,343) 29,072 (44,263) 55,190 18,012 1,500 4,270 13,427 41,104 (2,873) (750) (472) 19,935 (9,610) 3,056 (1,190) 5,563 (8,903) 0 3,400 (1,000)
%
10.84% -18.30% 12.95% -6.20% 178.61% 25.81% 12.45% 11.80% 1.78% 4.37% -0.24% -3.42% -0.68% 18.81% -59.62% 31.70% -70.41% 2.93% -10.29% 0.00% 68.00% -2.63%
1,161,240 1,171,299 24,919 63,235 115,196 26,255 (5,493) 486 201,747 85,182 0 40,844 32,550 16,840 60,510 119,138 17,656 14,844 1,040 205,196 79,396 0 43,080 48,528
14
2009 Actuals Number Business Unit Description 603400 STEVE BROWN SPORTS COMPLEX 603405 WAYNE GRETZKY FIELDS 603410 DESIGN & DEVELOPMENT 603510 TREE PLANTING 603520 TREE MAINTENANCE 603530 TREE MAINT. - SPECIAL PROJECTS 603610 BELL HOMESTEAD 603620 BELL HOMESTEAD SPECIAL PROJECT 603630 BELL HOMESTEAD CONCESSION 603640 HOMESTEAD CAFE 603710 CEMETERIES ADMINISTRATION 603720 CEMETERIES INTERMENTS 603730 MAINTENANCE PLOTS & GROUNDS 604210 SUMMER PLAYGROUNDS PROGRAMS 604220 COMMUNITY RECREATION 604240 MOHAWK PARK PROGRAM 604250 AFTER SCHOOL PROGRAM 604260 "CAN WE HELP" PROGRAM 604270 ANTI-VANDALISM PROGRAM 604280 SKATE PARK PROGRAM
2010 Actuals
2011 Forecasted
2011 Budget
2012 Budget
Variance Inc/Dec(-)
$
(19,861) 13,966 255,120 76,810 505,530 0 113,380 (1) (1,063) 21,895 (274,921) 83,113 230,802 5,008 109,977 0 1 0 67,265 2,267
$
(11,000) 1,300 249,502 76,650 554,891 0 130,518 0 (3,388) 18,906 (285,906) 84,890 237,745 2,100 115,459 0 7,460 0 81,040 4,666
$
(29,120) (13,890) 218,411 8,900 508,427 0 128,070 0 (1,800) 13,691 (274,226) 88,309 242,299 5,600 117,764 0 8,086 0 88,553 5,337
$
(11,720) (6,890) 259,411 61,900 508,427 0 124,570 0 (1,800) 9,691 (289,226) 88,309 242,299 3,353 127,649 0 86 0 85,948 270
$
(24,540) (19,210) 252,509 69,970 494,722 0 128,710 0 (1,800) 6,787 (302,528) 93,184 248,045 0 103,786 0 2,777 0 12,464 1,805
$
(12,820) (12,320) (6,902) 8,070 (13,705) 0 4,140 0 0 (2,904) (13,302) 4,875 5,746 (3,353) (23,863) 0 2,691 0 (73,484) 1,535
%
-109.39% -178.81% -2.66% 13.04% -2.70% 0.00% 3.32% 0.00% 0.00% -29.96% -4.60% 5.52% 2.37% -100.00% -18.69% 0.00% 3129.07% 0.00% -85.50% 568.52%
15
2009 Actuals Number Business Unit Description 604310 WOODMAN CMNTY CNTR OPERATIONS 604320 EAGLE PLACE CMNTY CNTR OPERATI 604330 RESURRECTION CMNTY CNTR OPERAT 604340 BRANLYN CMNTY CNTR OPERATIONS 604350 COSTAIN/JOHNSON CMNTY CNTR OPE 604380 TRANQUILITY HALL 604410 WOODMAN PROGRAMS 604420 EAGLE PLACE PROGRAMS 604430 RESURRECTION PROGRAMS 604440 BRANLYN PROGRAMS 604450 COSTAIN/JOHNSON CC PROGRAMS 604460 PHYSICAL ACTIVITY PLAN 604510 BECKETT ADULT LEISURE CENTRE TOTAL
2010 Actuals
2011 Forecasted
2011 Budget
2012 Budget
Variance Inc/Dec(-)
$
34,193 50,979 20,204 34,263 48,979 0 81,333 106,765 2,859 10,491 68,157 0 307,630
$
37,052 38,301 17,864 6,388 47,295 0 96,227 123,083 5,663 12,588 66,998 0 349,822
$
41,390 37,790 24,396 135,701 40,410 4,531 119,861 59,068 4,130 14,897 57,078 0 337,489 9,055,570
$
41,390 37,790 23,025 126,861 54,710 0 119,861 7,854 5,525 17,810 60,620 0 337,489 8,816,395
$
42,705 39,426 20,035 133,725 54,710 1,890 107,116 116,185 4,000 7,250 80,360 0 346,712 8,953,501
$
1,315 1,636 (2,990) 6,864 0 1,890 (12,745) 108,331 (1,525) (10,560) 19,740 0 9,223 137,106
%
3.18% 4.33% -12.99% 5.41% 0.00% 189000.00% -10.63% 1379.31% -27.60% -59.29% 32.56% 0.00% 2.73% 1.56%
8,714,926 8,743,192
16
Department/Commission: Parks & Recreation 2012 BASE BUDGET INCREASES/DECREASES 2011 Council Approved Budget 8,816,395
Mandatory increases due to new or changes to existing legislation Mandatory increases to staffing levels (complete on App. 3a and 3b): Annual staff increases (App 3a) One Time staff increases (App 3b) $0 $0 $0 $0
664,243
Annualization of new staff and services approved in the 2011 Budget 601100 - Parks & Recreation Systems Specialist salary 601100 - Parks & Recreation Systems Specialist benefits $16,460 $4,922 $0 $0
21,382
Appendix 3
17
Contractual Obligations (only where a formal contract exists) Snow & Waste Removal Contracted Landscaping (Tree Maintenance & Planting) $11,835 $19,920 $0 $0
31,755
Increases/Decreases for Utilities and Fuel Natural Gas/Electricity: Water/Sewer: Fuel: Telephone: $47,866 $33,911 $0 $880 $0
82,657
Inflationary Increases Uniforms & Clothing Insurance, Licences, SOCAN & Permits Travelling & Meals Fax Machines & Cell Phones Printing & Advertising Print Professional Services Contracted Repair & Maintenance of Buildings & Equipment Memberships & Subscriptions Artists, Entertainers, & Fee for Programs Financial Services (Active Network Fee) Transfer Payments $2,480 $6,520 $3,320 $3,200 $315 $9,400 $8,190 $220 $2,545 $9,820 $2,919
48,929
Appendix 3
18
Previously approved City Council Initiatives Increased materials and supplies to operate Wayne Gretzky Sports Centre (excluding utilities) $69,160 $0 $0
69,160
Service Delivery Efficiencies Supplies Food Souvenirs, Gifts & Awards Construction, Electrical, Plumbing & Building Supplies Staff Training & Development Postage & Courier Service Leases & Rental of Equipment & Property Rental of Vehicles Computer Hardware, Software & Supplies Equipment & Small Tools ($5,065) ($2,310) ($7,000) ($2,200) ($1,315) ($570) ($6,440) ($41,985) ($400) ($250) $0
(67,535)
Appendix 3
19
Changes to Revenue Wayne Gretzky Sports Centre Arenas Wayne Gretzky Sports Centre Aquatics & Fitness Community Recreation Other Miscellaneous Revenues ($464,415) ($210,000) ($37,350) ($1,720)
(713,485)
Removal of One-Time Amounts approved in the 2011 Budget $0 $0 $0 $0
Other (Please Specify) Overhead Charges: not applicable $0 $0 $0 $0
8,953,501
Appendix 3
20
Appendix 4

Business Unit # Business Unit Description Explanation of Increase or Decrease Increase due primarily to salaries and benefits for 9 full-time staff. Also there is less revenue budgeted for recoverables from the public as there is less grass cutting done for the Grand Erie District School Board. Increase as a result of less donations from the public and the annual Canadian Sport Tourism Alliance training moving out of province. Less rentals being booked at this facility, as a result of the new Municipal Alcohol Policy. As a result of the construction, the 2011 budget was based on operating for only part of the year. The 2012 budget is based on the full year.
601100
Parks and Recreation Administration
601700
Tournament Capital Committee
602120
Lions Park Auditorium
602160
Wayne Gretzky Arenas
602210
Civic Centre Administration
Increased salaries and benefits and snow plowing costs.
602250
Civic Centre Auditorium Rentals
Reduced rentals - Golden Eagles move, Municipal Alcohol Policy, auction sales, relocated.
602310
Schools & Daytime Swims
Increase in wages for the expanded hours for the new facility.
602320
Increase in lessons being offered - with additional revenues Evening/Weekend Instruction offsetting this. This increase is a positive net impact on the budget. Cash, Reception, Office Services Increase in wages for expanded hours for new facility and reduction in transfer of funds from arena budget who will now be budgeting for the new Information Desk instead. Addition of a full time aquatic operator for new facility, additional costs associated with new facility, increase in wages & benefits per Treasury numbers. The area has received an increase in both revenue and expenditures due to the upcoming renovations. The opening of the gymnasium, dry land areas and the new pool will need to have additional programs and services offered.
602330
602340
Aquatics & Fitness Admin & Facilities
602350
Fitness & Weight Services
21
Appendix 4

Business Unit # Business Unit Description Explanation of Increase or Decrease The area has received an increase in expenditures due to the way the calendar year falls. Earl Haig will be opening a few days earlier therefore the part time wage area shows an increase. In addition to this, many staff return on a yearly basis so the average wage will have an increase. Reduction estimated in revenue due to Lions Pool in Paris reopening next summer.
602360
Earl Haig Family Fun Park
602380
Woodman Pool
603220
Turf and Roadside Maintenance
Largest increase was due to fleet services charges increasing 15% or $39,750.
603340
Mohawk Park
Utility charges for the park were previously charged to another account.
603350
Jaycees Sports Park
Increase as a result of a change to hydro consumption rate.
603360
Youth Skateboard Park
Decrease to contracted services and increase in revenue.
603375
Harmony Square Programming
Decrease in salary and benefits as a result of the new Special Events Coordinator starting lower on the pay grid.
603380
Canada Day Celebrations
Increase in entertainment costs.
603400
Steve Brown Sports Complex
Increase in revenue of approximately $12,000. Budget revenue increase of 109%
603405
Wayne Gretzky Fields
Increased revenue as a result of the fields operated for the full season.
603510
Tree Planting
Increase for contracted landscaping costs to plant additional trees.
22
Appendix 4

603640
Homestead Caf
Decrease as a result of shortening the season for the caf. It will be operating for 31 weeks as opposed to 33 weeks.
603710
Cemeteries Administration
Decrease in salary costs.
604220
Community Recreation
Decrease in salary and benefits and increase in revenue for sponsorships.
604280
Skate Park Program
Decrease in revenue and increase in part-time earnings.
604380
Tranquility Hall
Parks and Recreation has taken over the rental of this facility, until a private organization takes this on.
604410
Woodman Programs
Decreased full-time earnings.
604420
Eagle Place Programs
Increased the number of programs and staff.
604450
Costain Programs
Summer Playgrounds and Kids Night Out program moved to this business unit (see Appendix 5). Also, spring programs were decreased from 8 weeks to 5 weeks.
604440
Branlyn Programs
Decrease in revenue and increase in part-time earnings.
23
Appendix 5

$9,520

602180.2110

602330.2110
reallocated part-time salaries to the WGSC front desk since the Sports Hall will only be open part of the year reallocated part-time benefits to the WGSC front desk since the Sports Hall will only be open part of the year utility charges for electricity utility charges for water utility charges for sewer utility charge for water Summer Playground Programs moved to Costain Programs budget Kids Night Out program moved from Eagle Place to Costain Programs Moved Youth Coordinator salary to Eagle Place Moved Youth Coordinator benefits to Eagle Place
602180.2210
602330.2210
$1,050
603345.3705 603345.3710 603345.3715 603400.3710 604210 604420 604270.2105 604270.2210
603340.3705 603340.3710 603340.3715 603220.3710 604450 604450 604420.2105 604420.2210
$7,000 $5,000 $4,500 $1,580 $3,353 $5,055 $59,703 $15,581
24
Appendix 6
8,816,395 8,904,559 8,953,501
48,942

1 2 3 4 5 6 7 0 0 0 0 0 0 0

1 2 3 4 5 6 7 8 0 0 0 0 0 0 0 0
25
Appendix 6
9 10
0 0
1 Reduce floral planting in neighbourhood parks 2 Reduce stump removal contract 3 4 5 6 7 8 9 10 0 0 0 0 0 0 0
38,942 10,000
48,942
48,942
26
Appendix 6c
Impact of Non Recommended Budget Reductions 1) Title: Reduce floral planting in neighbourhood parks
Description: Floral plantings to be reduced in neighbourhood parks. The recommended parks would be the following: Seneca Park (Ward 2), Golfdale Park (Ward 1), Regent Park (Ward 2), Preston Park (Ward 1), C.J.'s Park (Ward 3), Edward E. Goold Park (Ward 1). Flower planting would cease and the existing areas would be seeded over.
Implications: This reduction would eliminate some part-time summer positions in the horticultural area in conjunction with a reduction in the total number of annual plants grown.
Business Unit/ Object Code: 603210.2110 Part Time Earnings Net Municipal Reduction: $38,942 Remaining Budget: $136,788
27
Appendix 6c
Impact of Non Recommended Budget Reductions 2) Title: Reduce stump removal contract
Description: The number of trees that are stumped would be reduced each year.
Implications: Some trees that are removed will not be stumped as a result of this reduction. Stumps could be left in the ground or removed at another time when funding is available.
Business Unit/ Object Code: 603520.4110 Contracted Landscaping Net Municipal Reduction: $10,000 Remaining Budget: $19,500
28
Appendix 7

ONGOING ANNUAL COST 0 92,715 0 20,000 265,000 6,300 95,440 34,500 0 ONE TIME OR ANNUAL one time annual one time annual annual annual annual annual one time
ITEM UNMET NEEDS 1 Grand Opening of the Wayne Gretzky Sports Centre 2 Waterfront Coordinator (3-year contract) - 10 months 3 Office Furnishings for Waterfront Coordinator 4 Afterschool Program Subsidy 5 Emerald Ash Borer 6 7 8 9 10 Extended Staffing at Mohawk Park Security Guards Additional Roadside Grass Cutting Crew Equipment for Additional Roadside Grass Cutting Crew
2012 NET COST 50,000 79,032 4,500 20,000 265,000 6,300 23,860 34,500 56,050
Grand Total
539,242
513,955
29
Appendix 7a
2012 Justification of Unmet Needs 1) Title: Grand Opening of the Wayne Gretzky Sports Centre
One Time 01-Jan-12
Description: Funding is requested in order to create and support a community celebration and grand opening of the new Wayne Gretzky Sports Complex.
Justifications: The City has re-invested significant time and capital money into the redevelopment of the Wayne Gretzky Centre. It is only fitting that the grand re-opening be hosted to rededicate the facility and to celebrate the career of Wayne Gretzky and all those who have used and will use the new facility.
Community Base Strategic Plan Goals: High Quality of Life and Caring for all Citizens Business Unit/ 602160.3050 - Souvenirs, Gifts & Awards Object Code: 2012 Net Municipal Cost: 50,000 0 2013 Net Municipal Cost:
30
Appendix 7a
2012 Justification of Unmet Needs 2) Title: Waterfront Coordinator (3 yr contract)

annual Mar-12
Description: The Waterfront Coordinator will carry out all aspects of implementing the City of Brantfords Waterfront Master Plan and provide project management from project initiation through to implementation and completion of waterfront related initiatives, including sourcing out and obtaining funding opportunities.
Justifications: At its June 28, 2010 meeting Brantford City Council approved the Waterfront Master Plan prepared by The Planning Partnership, which provides a vision statement, 10 fundamental pillars, and a framework to guide decisions with respect to lands along the Grand River, its tributaries, Mohawk Lake and canals within the City of Brantford. The Waterfront Coordinator position is an important component of the Waterfront Master Plan Implementation Strategy and at its July 28th, 2011 meeting the Waterfront Task Force passed the following resolution That the Waterfront Coordinator position BE FORWARDED to the Estimates Committee for CONSIDERATION in the 2012 Operating Budget. Community Base Strategic Plan Goals: High Quality of Life and Caring for all Citizens Business Unit/ contribute $68,539 to 603410.2105 full time earnings; $ 18,500 to 603410.2210 Object Code: benefits;$1,000 to 603410.4005 staff training; $500 to 603410.4020 travel exp.;$1,000 to 603410.4138 memberships. 2012 Net Municipal Cost: 2013 Net Municipal Cost: 79,032 (10 months) 92,715
31
Appendix 7a
2012 Justification of Unmet Needs 3) Title: Office furnishings for Waterfront Coordinator
one time Mar-12
Description: Desk, chair, shelving and filing, computer station, hardware and software, as well as misc. amenities as required to furnish new office.
Justifications: Existing office space and furniture limited at Parks and Recreation main office; appropriate work environment is necessary for new employee.
Community Base Strategic Plan Goals: High Quality of Life and Caring for all Citizens Business Unit/ contribute $1,500 to 603410.3022 (office supplies); $1,500 to 603410.3310(software); Object Code: $1,500 to 603410.3320 (computer hardware). 2012 Net Municipal Cost: 4,500 2013 Net Municipal Cost: 0
32
Appendix 7a
2012 Justification of Unmet Needs 4) Title: After School Program Subsidy

Annual 01-Jan-12
Description: The City, in partnership with Social Services and the Canadian Parks and Recreation Association Jump Start Program, provide subsidy money to allow children from low income families to participate in community recreation programs.
Justifications: These additional funds should ensure that all families in need are supported. Every year the demand is greater than the budget available. The $20,000 being requested should allow an opportunity for all families (children) who request it.
Community Base Strategic Plan Goals: High Quality of Life and Caring for all Citizens Business Unit/ 604250.2110 Part-Time Earnings Object Code: 2012 Net Municipal Cost: 20,000 2013 Net Municipal Cost: 20,000
33
Appendix 7a
2012 Justification of Unmet Needs 5) Title: Emerald Ash Borer Strategy

annual March 1st 2012
Description: As a result of the Emerald Ash Borer (EAB) in Brantford a strategy for the preservation and removal of ash trees must be developed. The city currently has a street inventory of approximately 3,800 ash trees that will be affected. Some trees will have to be removed, others injected to prevent possible death. In addition a plan should be established to replace the trees that do not survive. Costs for this project include tree removal, stumping, injections to preserve healthy trees and re-planting estimates. Staff recommend a 5 year program which involves injecting 10,000cm of ash trees per year at an estimated cost of $60,000/year. The city currently has 40,000 cm DBH for the total ash tree population that could potentially receive the injections. Injection $60,000, tree removal 10% $ 75,000, re-planting 10% $130,000
Justifications: A proactive approach using the current methods of tree injection will certainly save a large portion of the City's Ash tree population for the EAB. Not taking a proactive approach will certainly result in the elimination of the major, if not the entire ash tree population in Brantford. Trees that are beyond the recommended health for injection will have to be removed as soon as possible to avoid possible collapse.
Community Base Strategic Plan Goals: Business Unit/ 603530.3029 - Maintenance Supplies $60,000, 603530.4110 - Contracted Landscaping Object Code: $205,000 2012 Net Municipal Cost: 265,000 2013 Net Municipal Cost: 265,000
34
Appendix 7a
2012 Justification of Unmet Needs 6) Title: Extended Staffing at Mohawk Park

annual Sept, 2012
Description: Extension of weekend and evening staff until Oct 1st.
Justifications: The month of September continues to offer warm temperatures resulting in an increased usage of Mohawk park, for both weddings, picnics and family outings. Traditionally the weekend and afternoon shifts terminate on the Labour Day weekend, however the continued use of the parks well through September indicates that the park should be staffed to a later date in the year. staffing would be comprised of seasonal employees, working up and until Oct 1.
Community Base Strategic Plan Goals: Business Unit/ 603340.2110 Part-Time Earnings Object Code: 2012 Net Municipal Cost: 2013 Net Municipal Cost:
6,300 6,300
35
Appendix 7a
2012 Justification of Unmet Needs 7) Title: Security Guards

Annual 01-Oct-12
Description: Hiring a security guard for the Wayne Gretzky Sports Centre. With the current ongoing construction, the two buildings are now separate - arenas and aquatics. If a security guard is required for each facility, the costs will double.
Justifications: The City's Workplace Violence and Security Policy states the following - "Security guards should be deployed in the following circumstances:iii) at all main offices and major recreational facilities, such as City Hall and the Gretzky Centre."
Community Base Strategic Plan Goals: High Quality of Life and Caring for all Citizens Business Unit/ 602160.4140 Security Services Object Code: 2012 Net Municipal Cost: 23,860 (3 months) 2013 Net Municipal Cost: 95,440
36
Appendix 7a
2012 Justification of Unmet Needs 8) Title: Additional Roadside Grass Cutting Crew
Annual May 1 ,2012
Description: Additional crew of seasonal and part time students to cut the increasing locations of roadside grass. Examples include boulevards in the south west of the city where new development has occurred. Locations include sloped medians in some areas, reverse lots and some sidewalk locations.
Justifications: Staff are struggling with grass cutting schedules as a result of additional new locations throughout the city.
Community Base Strategic Plan Goals: Business Unit/ 603220.2110 Part-Time Earnings Object Code: 2012 Net Municipal Cost: 2013 Net Municipal Cost:
34,500 34,500
37
Appendix 7a
2012 Justification of Unmet Needs 9) Title: Equipment for Additional Roadside Grass Cutting Crew
One Time May 1 ,2012
Justifications: Staff are struggling with grass cutting schedules as a result of additional new locations throughout the city. Cost would include tools, truck, trailer and slope mower.
Community Base Strategic Plan Goals: Business Unit/ 603220.3370 Equipment Object Code: 2012 Net Municipal Cost: 2013 Net Municipal Cost:
56,050 0
38
2012 BUSINESS PLAN

Community Services Golf Operations
Link to Financials
Appendix 1 2012 Business Plan Community Services Golf Operations
9.0
Mission Statement To provide golf enjoyment to members, their guests, and daily fee patrons at both Northridge Golf Course and Arrowdale Golf Course so that both facilities become a destination for the citizens of Brantford and surrounding communities by: Creating and implementing service standards to provide the very best in customer service Striving to provide above average facilities and services at competitive rates Creation and maintenance of a dynamic instructional program to satisfy the needs of golfers of all playing abilities in an effort to grow the game from a participatory standpoint within the City of Brantford and surrounding communities. Creating a City of Brantford Junior Golf Academy so that Northridge Golf Course and Arrowdale Golf Course become recognized as leaders in Junior golf development and promotion. Creation of a sound Business Plan that will guarantee long term sustainability of Golf Operations to achieve the stated goal of being revenue neutral by 2013.
2.0
Departmental Role and Business Unit Areas Golf Operations is responsible for the co-ordination of the day to day operations and maintenance of two municipally owned golf courses within the City of Brantford.
Northridge Golf Course 320 Balmoral Drive 18 hole championship golf course with a state of the art driving range and learning centre on 150 acres of land 12,000 to 14,000 square foot Clubhouse that includes a banquet hall, coffee shop, lounge with bar area, locker rooms (men and women), kitchen and offices. An outdoor patio and barbecue area exists for those wishing to sit outdoors. 120 car paved parking lot A stand alone Pro Shop Building with 500 square feet of retail space to satisfy the needs of the members, their guests, and daily fee players and a 700 square foot club storage area. A 6,500 square foot Golf Course Maintenance Building that includes storage for all equipment, a workshop, a lunch room, and one office
Arrowdale Golf Course 282 Stanley Street 9 hole golf course with short game practice area on 50 acres of land 7,000 square foot open concept Chalet style Clubhouse that includes 300 square feet of retail space to satisfy the needs of the members, their guests, and daily fee patrons, a kitchen, a bar service area , a combination lounge/banquet area, and an outdoor patio. A 900 square foot stand alone cart and club storage area adjacent to the #1 tee A 4,500 square foot Golf Course Maintenance Building that includes storage for all equipment and a 350 square foot Golf Course Maintenance Workshop
Golf Operations reports through the Manager of Community Development to City Council. A nine person volunteer Golf Management Board, that includes a Council representative directs the Operation. The Golf Management Board authority was acquired by a City of Brantford by-law The Golf Operations full time equivalent staff compliment is 20
Golf Operations
Administration and Clubhouse
Pro Shop Operation
Golf Course Maintenance
Food and Beverage Services
No. of FTE
No. of FTE 4.5
No. of FTE
8.5
No. of FTE
Four business units function within Golf Operations for the City of Brantford Administration and Clubhouse Provide golf enjoyment to members, their guests, and daily fee patrons at both Northridge Golf Course and Arrowdale Golf Course Other duties/functions include reconciliation of daily sales with banking management, accounts receivable and payable, weekly payroll, membership and power cart sales and tracking/reporting, reception, secretarial, marketing includes all plant operations for onsite building and caretaking.
Pro Shop Operation Provide golf enjoyment to members, their guests, and daily fee patrons at both Northridge Golf Course and Arrowdale Golf Course. Other duties/functions include control and management of play on both golf courses, tournament recruitment and co-ordination of all tournaments (planning and staging) to provide superior customer service, daily green fee and membership sales, creation and maintenance of a dynamic instructional program, creation and maintenance of the City of Brantford Junior Golf Academy, power cart fleet management, collect golf and power cart usage statistics, promote member enjoyment through the staging of regular club events, provide input on golf course care and maintenance to ensure the integrity of the game is respected.
Golf Course Maintenance Provide golf enjoyment to members, their guests and daily fee patrons at both Northridge Golf Course and Arrowdale Golf Course. Other duties/functions include the pro-active maintenance and repair of approximately 200 acres of open space, golf course maintenance equipment repair, and minor facility repairs.
Food and Beverage Services Provide golf enjoyment to members, their guests, and daily fee patrons at both Northridge Golf Course and Arrowdale Golf Course. Other duties/functions include April to November (golf season) operation of coffee shop and lounge/bar area, preparation and service of meals and prepackaged foods, outdoor patios and barbecue areas, the maintenance and management of a fully licensed beverage operation (complete with a golf course extension for on course refreshment carts), and the promotion and staging of a year round banquet facility to attract weddings, tournaments, and parties for up to 150 people.
3.0
Major Customers or Clients Administration and Clubhouse This Department serves the general golfing public, and any potential patron that has a question about the services, products, and programs provided by the City of Brantford Golf Operations.
The primary customers of this Department include: Members and their guests Daily fee patrons The public at large Golf Operations staff Staff from other City Departments Service and product distributors
Pro Shop Operation This Department serves the general golfing public and any potential patron that has a question about the services, products, and programs provided by the City of Brantford Golf Operations.
The primary customers of this Department include: Members and their guests Daily fee patrons Driving Range and Learning Centre patrons Tournament coordinators Golf Operations staff
The secondary customers of this Department include: The public at large Service and product distributors
Golf Course Maintenance This Department serves the general golfing public and any potential patron that has a question about the services, products and programs provided by the City of Brantford Golf Operations.
The primary customers of this Department include: Members and their guests Daily fee patrons Neighbors bordering the golf courses The public at large
The secondary customers of this Department include: Service and product distributors
Food and Beverage Operation This Department serves the general golfing public and any potential patron that has a question about the services, products and programs provided by the City of Brantford Golf Operations.
The primary customers of this Department include: Members and their guests Daily fee patrons The public at large Tournament coordinators Banquet/function coordinators Business seminar coordinators Golf Operations staff
The secondary customers of this Department include: Service and product distributors
4.0
The following represents significant Actions and Initiatives undertaken in 2011. The completion of Phase 1 of the Northridge Golf Course Renovation Project occurred in July 2011. Upgrades to the golf course included the following: Irrigation system upgrade/replacement Pond construction on holes #3 and #18 Driving Range expansion with 9 target greens to allow promotion as a Learning Centre New green construction on hole #11 New tee construction on holes #6, #10, #11, #12
Northridge Golf Course and the City of Brantford became recognized as a Golf Canada CN Future Links Facility in April 2011. The CN Future Links Program is a major component in the collective efforts of the RCGA and the Canadian PGA to grow the game by introducing golf to Juniors of all ages, regardless of their skill level. 2011 saw the creation of the City of Brantford Junior Golf Academy, complete with a Northridge Campus and an Arrowdale Campus. This all inclusive Junior Program provides instructional clinics to all members in an attempt to assist them with their skill acquisition. In addition, a dynamic Junior Golf Camp program was created, offering six week long camps during July and August. These Camps attracted 114 Junior golfers who, with their families, will begin to form the foundation of our future growth. Northridge Golf Course and Arrowdale Golf Course also saw the creation of a new set of tees. The Family or Junior tees, designed specifically for the young Junior golfer, were created to enhance their golfing experience and not leave them frustrated. With Par 3s measuring 75 to 100 yards, Par 4s measuring 150 to 175 yards, and Par 5s measuring 175 to 225 yards, these tees have allowed us to promote the game of golf as a family activity and increased our participation rate and visibility within the golf community.
GOAL:

Complete April 2011
Northridge Golf Course and the City of Brantford recognized as a Golf Canada CN Future Links Facility Completion of Northridge Golf Course Renovation Project Phase 1
Complete July 2011
GOAL:
Complete May 2011
Creation of the City of Brantford Junior Golf Academy, with a Northridge Campus and an Arrowdale Campus Creation of Family/Junior Tee Blocks at Northridge and Arrowdale to promote the game as a family activity Creation of a Kids Play Free Program after 3:00 pm daily, when accompanied by an adult Creation of a Dynamic Summer Golf Camp program for Juniors
Complete May 2011
Complete July 2011 Complete August 2011
GOAL:

Yearly training, certification and inspections are required
Implementation of an Integrated Pest Management Program staff are continuing to follow strict guidelines in use of pesticides, water, and chemicals Improvements in storm water collection
Phase 1 of the Northridge Renovation Project include drainage and storage ponds on #3 and #18
GOAL:
5.0
Departments Significant Trends and Challenges Emerging trends and challenges have an immediate and/or long-term impact on the nature of the administrative, operational, and financial aspects of the services provided by the Department. An awareness of these trends and challenges allows City Council and staff to monitor and react to them in order to take advantage of opportunities and minimize impacts so that the City can continue to provide quality services. The significant trends and challenges for 2012 and beyond are as follows: Goal Economic Vitality and Innovation Trends The increase in the number of golf courses coupled with a decline in the number of golfers The economy has left people with less disposable income for recreational activities (golf included), as well as the required to play a round of golf (4 to 5 hours)
Challenges Increasing customer expectations for quality and value due to the increased competition associated with the number of golf courses Increased liability from stray golf balls deteriorating netting/protective barriers Clubhouse facilities are aging and make it increasingly difficult to promote and sell our services, products and programs Drainage work at Northridge to increase the playability of the course and allow for an earlier spring opening no capital funding available
Goal High Quality of Life and Caring for All Citizens Trends Participating in grow the game initiatives being introduced by regional and national golf organizations CN Future Links Thinking outside the box in an attempt to be creative and innovative in order to attract new golfers Increase in the number of Senior golfers
Challenges Service consistency challenges due to seasonal staffing Providing affordable golfing services, products and programs Aging infrastructures No capital funding available for building new tee deck and greens to reduce stray ball liability No capital funding available for relocating tee deck and replacing netting to reduce stray ball liability
Goal Managed Growth and Environmental Leadership Trends Increased environmental controls and regulations Continually improving upon the integrated pest management control procedures Improvements and upgrades in the irrigation systems
Challenges To provide quality playing and turf grass conditions
Goal Excellence in Governance and Municipal Management Challenges Perception in the community about the stability of Golf Operations and its financial burden on the taxpayers
6.0
Financial Resource Information 2012 Budget Estimates 2012 Business Unit Financial Summary Appendix 2 2012 Base Budget Increases/Decreases Appendix 3 2012 Business Unit Variance Explanation Appendix 4 Reconciliation of Business Unit Budget Reallocation Appendix 5 Road Map to Achieve 2012 Budget Target Appendix 6 Summary of 2012 Unmet Needs Appendix 7 2012 Justification of Unmet Needs Appendix 7a
7.0
2012 Departmental Priorities Funded from the Operating Budget City Council has confirmed its priorities through an update of the Citys Strategic Plan. The Citys Strategic Plan identifies the Communitys Vision, Goals, and Long-Term Desired Outcomes. The achievement of each of these components of the Strategic Plan is dependant upon the dedication of each of the Citys departments and the agencies funded by the City to focus their activities in this common direction. For 2012, this Department will focus its Strategic Actions/Major Initiatives on the following Goals of the Strategic Plan:
Economic Vitality and Innovation High Quality of Life and Caring for All Citizens Managed Growth and Environmental Leadership Excellence in Governance and Municipal Management (Identify only those Goals included in your 2012 Departmental Priorities chart below)
Priority
Strategic Actions/Major Initiatives Planting of large caliper trees on hole #5 at Arrowdale to reduce the Citys liability from stray golf balls on Elgin Street Planting of trees surrounding new driving range to protect players from stray ball liability Creation and execution of a plan to attract departed and new members to Northridge and Arrowdale Creation and execution of a plan to attract new tournaments and private functions to Northridge and Arrowdale Initiating a pro-active turf maintenance program to maintain the quality and playability of the golf course Outfitting the new driving range and learning centre at Northridge with quality services, programs and products so that it
Strategic Plan Goal High Quality of Life and Caring for All Citizens High Quality of Life and Caring for All Citizens Economic Vitality and Innovation
Funding Source Requested Unmet Need Requested Unmet Need Existing Operating Funds
Economic Vitality and Innovation Economic Vitality and Innovation
Existing Operating Funds Existing Operating Funds
10
becomes a destination to the citizens of Brantford Creation and maintenance of a Junior Golf Academy so that Northridge and Arrowdale become a destination to golfers of all ages and skill levels. Creation and maintenance of a dynamic golf instructional program to satisfy the needs of all golfers, regardless of their skill levels, in order to promote and grow the game within the City of Brantford New blinds and paint for the dining room at Northridge in order to attract more functions Creation of a pro shop merchandising program to satisfy the needs of the membership and daily fee patrons by providing quality merchandise at the best pricing (value) High Quality of Life and Caring for All Citizens High Quality of Life and Caring for All Citizens Economic Vitality and Innovation
10
11

Variance Inc/Dec(-)
604110 NORTHRIDGE ADMIN & CL-FP2 604115 NORTHRIDGE PRO-SHOP-FP2 604120 NORTHRIDGE COURSE MNTNCE-FP2 NORTHRIDGE FOOD & BEVERAGE604130 FP2 604140 ARROWDALE ADMIN & CL-FP2 604145 ARROWDALE PRO-SHOP-FP2 604150 ARROWDALE COURSE MNTNCE-FP2 ARROWDALE FOOD & BEVERAGE604160 FP2 TOTAL
(17,337) (6,709) 389,182 (3,815) (71,086) 4,182 185,974 19,390 499,781
(62,305) (22,687) 408,945 (20,444) (31,810) (6,487) 194,781 (3,286) 456,707
8,143 (30,923) 387,688 (79,389) (38,297) (705) 200,002 (14,577) 431,942
(84,513) 4,536 406,816 (15,525) (72,122) (10,260) 197,957 (23,745) 403,144
(219,088) (66,455) 432,705 (73,551) (131,485) (8,855) 209,950 (30,876) 112,345
(134,575) (70,991) 25,889 (58,026) (59,363) 1,405 11,993 (7,131) (290,799)
-159.24% -1565.06% 6.36% -373.76% -82.31% 13.69% 6.06% -30.03% -72.13%
12
Department/Commission: Golf Operations-Northridge/Arrowdale

29,802
Contractual Obligations (only where a formal contract exists) $0 Rental of Equipment - Power Carts Waste Removal $2,323 ($250)
2,073
13
$0
Increases/Decreases for Utilities and Fuel Natural Gas/Electricity: Water/Sewer: Fuel: Telephone: Cell Phone: $1,466 $4,426 $1,150 $1,396 $1,176
9,614
Inflationary Increases Memberships & Subscriptions Rental of Vehicles & Equipment - City Owned $3,377 $4,213 $0 $0 $0 Previously approved City Council Initiatives
7,590
$0 $0
Service Delivery Efficiencies Elimination of Food & Beverage Supervisor Replace Pro Shop Associate with Retail Position Supplies, Small Tools, Software, Uniforms Computer Hardware/Software Contracted Services, R&M, Printing Recreational Supplies ($54,689) ($15,215) ($1,370) ($3,700) ($8,760) ($21,500)
(109,034)
14
MC & Visa Charges, Other Departments, Refund of Fees
($3,800)
Changes to Revenue Memberships Green Fees, Outing Fees, Flex Fees Club Storage Fees Advertising Driving Range Rentals, Golf Club Rentals Power Cart Rentals, Promotion, Pull Cart Rentals Removal of One-Time Amounts approved in the 2011 Budget $14,549 $8,970 $2,150 ($1,300) ($7,250) $1,646
18,765
$0 $0 Other (Please Specify) Overhead Charges: removal from 2012 budget Contracted Landscaping (removal of Boar Ash Trees) Lessons Revenue & Professional Services Sale of Promotional Material & Promotional Materials (as per City decision to run the Pro Shop) ` ($232,359) $7,500 ($6,000) ($18,750) (249,609)
112,345
15

604110
NORTHRIDGE ADMIN & CL- Removal of overhead charges, revenue and expenses adjusted FP2 to better reflect actuals
604115
NORTHRIDGE PRO-SHOP- New revenue from lessons and sale of promotional material, FP2 reductions to recreational supplies and rental of equipment.
604120
NORTHRIDGE COURSE MNTNCE-FP2
Expenses adjusted to better reflect actuals
604130
NORTHRIDGE FOOD & BEVERAGE-FP2
Eliminated Food & Beverage Manager postion
604140
ARROWDALE ADMIN & CL- Removal of overhead charges, revenue and expenses adjusted FP2 to better reflect actuals
604145
ARROWDALE PRO-SHOPFP2
Increased revenue offset by expenses for promotional material and rental of equipment
604150
ARROWDALE COURSE MNTNCE-FP2
Expenses adjusted to better reflect actuals
604160
ARROWDALE FOOD & BEVERAGE-FP2
Part-time regular earnings, supplies, and contracted services reduced to reflect actuals.
16


604115.4535 604115.1611.PRM 604115.1614.PRM 604110.1440.PRM

604145.4535 604110 & 604140.3050 604110 & 604140.3050 604110 & 604140.3050
9,100 moved 10 power carts from Northridge to Arrowdale 5,510 reallocating budget for early membership promotions to expense section 1,800 reallocating budget for early membership promotions to expense section 5,640 reallocating budget for early membership promotions to expense section
17
403,144 407,175 112,345

1 2 3 4 5 6 0 0 0 0 0 0

1 2 3 4 5 6 7 8 9 10 0 0 0 0 0 0 0 0 0 0
18

1 2 3 4 5 6 7 8 9 10 0 0 0 0 0 0 0 0 0 0 -
19

ITEM UNMET NEEDS 1 Netting for Northridge Golf Course 2 Agronomist / Golf Course Superintendent 3 Tree Planting - Arrowdale 4 Tree Planting - Northridge 5 6 7 8 9 10 0 0 0 0 0 0
2012 NET COST 35,000 50,000 5,000 25,000 0 0 0 0 0 0
0 One Time 61,200 Annual 0 One Time 0 One Time 0 0 0 0 0 0 0 0 0 0 0 0
Grand Total
115,000
61,200
20
2012 Justification of Unmet Needs 1) Title: Netting for Northridge Golf Course
One Time 1-Feb-12
Description: Additional and replacement netting is required to reduce stray ball liability and protect the players at Northridge Golf Course from the driving range.
Justifications: Due to the reconstruction and expansion of the Driving Range, 85 yards of netting is required to protect the putting green and cart path heading back to the pro shop/clubhouse from the 18th green. 50 yards of netting is also required to protect the 14th tee. This netting is required to reduce the risk to the City.
Community Base Strategic Plan Goals: High Quality of Life and Caring for all Citizens Business Unit/ 604120.3205 Object Code: 2012 Net Municipal Cost: 2013 Net Municipal Cost:
35,000 0
21
2012 Justification of Unmet Needs 2) Title: Agronomist / Golf Course Superintendent

Annual 1-Mar-12
Description: It is anticipated that the existing superintendent will be retiring in approximately 2 years. This new position will allow for a seamless transition when the superintendent retires as the new individual will be well versed in the day to day operating policies and procedures.
Justifications: Cost savings in 2011 when the Food and Beverage Supervisor was not replaced. Salary/benefits for new position is the same. Individual will be responsible creating and implementing a proactive Turf Grass Maintenance Program for Northridge and Arrowdale. This will allow us to provide superior playing conditions on a daily basis to provide all patrons quality and value.
Community Base Strategic Plan Goals: Excellence in Governance and Municipal Management Business Unit/ 604120.2105 $50,000, 604120.2210 $10,000 Object Code: 2012 Net Municipal Cost: 2013 Net Municipal Cost: 50,000 61,200
22
2012 Justification of Unmet Needs 3) Title: Tree Planting - Arrowdale

One Time 1-Mar-12
Description: Several large caliper trees are needed to be planted along hole #5
Justifications: The planting of the trees along hole #5 has been suggested by Council as a means to reduce the stray ball liability for the properties along Elgin Street. One time funding is required to purchase and plant the trees.
5,000 0
23
2012 Justification of Unmet Needs 4) Title: Tree Planting - Northridge

One Time 1-Mar-12
Description: Several trees are needed to be planted surrounding the new driving range.
Justifications: Tree planting is needed in the following areas: 1) along the back of the driving range to protect the players on the 11th green 2) to protect the pathway from the 11th green to the 12th tee 3) in other areas of the driving range to protect the 14th tee as recommended by the Insurance & Risk Management Department
25,000 0
24
2012 BUSINESS PLAN

Community Services Planning
Link to Financials
Appendix 1 2012 Business Plan Community Services Planning
1.0
Mission Statement The Planning Department has the following mission statement:
Working together to help create a prosperous and livable community that values its past, respects the environment and looks to the future by: Providing professional planning advice in a timely manner to City Council regarding appropriate current and future land use planning and development of the City in the context of location, past development types and patterns and forecasted needs. Representing the municipality and its interests regarding such land use planning to the public, the development industry and other government departments, agencies and levels. .
2.0

Planning 401110 # FTE - 18
Community Services Administration
Current Planning
Policy Planning
Staff Establishment: 18 (Full-time Staff Only) 2.1 Planning Business Unit The Planning Business unit consists of three functional areas. Community Services Administration (2 staff) This functional area is comprised of the General Manager of Community Services and the executive assistant to the General Manager. The General Manager is responsible for the administration of the following: Building Services; Economic Development and Tourism; Information Technology; Current Planning Services Policy Planning; and Sanderson Centre. Current Planning Services (7 staff) The primary responsibility of this area is to provide administrative support and recommendations to City Council and the Committee of Adjustment and ensures that all legislative requirements are met regarding the following types of applications for land use development approvals under the Planning Act: Plans of Subdivision Plans of Condominium Official Plan amendments Zoning Bylaw amendments Site Plan Control
2.1.1
2.1.2
Land Severances Minor Variances Part Lot Control
2.1.3
Policy Planning (9 staff) This section is responsible for providing professional and administrative support to City Council for: technical support to departmental and corporate initiatives. policy creation in relation to Official Plan, secondary plans and other policy documents, Official Plan inquiries and updates, Review Provincial policy as it affects the physical development of the City, Carry out special studies such as Downtown Master Plan and the Waterfront Master Plan; prepares and implements community improvement plans for the downtown, brownfield and other areas growth related studies, such as development charges and growth management studies, coordination of downtown revitalization projects; support to the Brantford Heritage Committee which advises Council on heritage matters including: the designation of heritage properties and districts and the demolition and alterations to designated heritage properties: support to the Brownfields Community Advisory Committee which advises Council on brownfield initiatives, including Greenwich-Mohawk and Sydenham-Pearl brownfield sites redevelopment, the Brownfields financial tax Incentive program; and Community awareness of brownfield issues.; and support to the Downtown Action Committee, the Downtown Business Performance Grant Program Advisory Committee and the Town and Gown Committee.
3.0
Major Customers or Clients The primary customers or clients of the Department include: City Council Committee of Adjustment Brownfields Community Advisory Committee Brantford Heritage Committee Downtown Business Performance Grant Program Advisory Committee Town and Gown Committee Applicants for planning approvals Potential investors seeking information on growth and planning policies Property owners and residents within circulation area of planning applications
The secondary customers or clients include: General public Other municipal departments Provincial and federal ministries and organizations Land development industry
4.0
Redevelopment of the southside of Colborne Street Develop partnership opportunities with PostSecondary Education institutions-downtown Implementation of Downtown Master Plan
Status
In progress, design charette completed in March 2011 Partnered with Laurier Brantford to carry out the streetscape design study to be completed by December 2011 On-going 19 projects underway
GOAL:

In progress In- progress, completion - 2013 In progress, will be on-going Start, Fall 2011 Underway completion 2012 Underway completion October 2011 Underway completion December 2011 Not started staff shortage
Greenwich-Mohawk brownfield sites redevelopment Sydenham-Pearl brownfield sites redevelopment Waterfront Master Plan - implementation Amend Zoning Bylaw to implement OPA #125 Intensification Strategy Study North of Shellard Neighbourhood and Recreation Centre Plan Finalize and Implement Site Plan Guidelines Urban Design Guidelines Initiation
5.0
Goal Economic Vitality and Innovation Trends Residential growth in and near the downtown core; Concentration of social service providers in the downtown core area; Continued expansion of the post-secondary campus consisting of Laurier Brantford and Nipissing Universities in the downtown core and growth in the downtown student population; Commercial investment in the downtown core is difficult to attract without public incentives; Decaying public infrastructure in the downtown core; Opening of Harmony Square has created a new venue in the downtown for community events which is attracting more people to the core area; The acquisition and demolition of buildings on the southside of Colborne Street, has created new redevelopment opportunities in the Downtown; Places to Grow has identified downtown Brantford as an urban growth centre which calls for more intensification in residents and jobs.
Challenges Overcoming the stigmatization of the downtown as a poor place in which to invest; Improving the living environment in the downtown core for students and permanent residents; Nurturing a healthy business environment in the downtown during extensive infrastructure renewal projects; Attracting a wider range of housing types in the downtown core including ownership/condominium housing; Capitalize on the major public investments in the core such as the Harmony Square and post-secondary campus expansion to revitalize the downtown core; The reconstruction of Colborne and Dalhousie Streets; The redevelopment of the southside of Colborne street in a manner that stimulates other private sector investment in the downtown core; Facilitating the expansion of the post-secondary campus and ensuring that this campus is integrated into the downtown community; Providing municipal infrastructure to support the growth in downtown activities, such as a new bus terminal and a new parking garage; Preparation of urban design guidelines; and Implementation of the Downtown Master Plan.
Goal High Quality of Life and Caring for All Citizens Trends Due to its rich history, Brantford has significant cultural heritage resources which provide the community with a unique identity; Harmony Square is becoming a focus for outdoor cultural events in Brantford; The arts community has a growing presence in the downtown core with the Brantford Arts Block adding to the other cultural facilities already located in the downtown core. Challenges Ensuring that Brantfords rich cultural and built heritage is integrated into future development plans as the City grows; Growing interest in redevelopment opportunities may pose a threat to heritage resources; Leverage the cultural activities that are now occurring in Harmony Square and elsewhere to stimulate more private sector investment in the downtown core. Goal Managed Growth and Environmental Leadership Trends Brantford is becoming increasingly attractive to residential, commercial and industrial developers from the Greater Toronto Area; Brantford has been designated as an urban growth centre in the Growth Plan for the Greater Golden Horseshoe; The provincial government, through legislation, guidelines and policy documents is increasingly prescriptive in guiding municipal decisions on land use planning and growth; Developers are scrambling to find infill and redevelopment opportunities as it is increasingly difficult to secure greenfield development sites; The Six Nations community is concerned and involved in local planning decisions and protesting at specific development sites, discouraging investment;
Recognition that the Grand River and its tributaries are a fundamental public resource and its natural features and historical legacy needs to be respected and reinforced; Recognition that there are significant environmentally sensitive lands in the vicinity of the Grand River that need to be protected.
Challenges Extending municipal services to new industrial development areas; Ensuring that new growth pays its appropriate share of the cost of extending municipal infrastructure services; Ensuring that new infill development is compatible with existing neighbourhoods; Ensure that new residential development can come on stream in a timely manner to meet market demands and ensure a broad section of housing types are constructed to meet diverse needs within the community; Overcoming legal, technical and financial obstacles associated with the redevelopment of brownfield sites; Facilitating the reuse or redevelopment of vacant or under-utilized commercial lands; Facilitating the development of public recreation and commercial facilities required to serve the developing residential areas in the southwest; Ensuring that new development does not impact on significant natural, cultural or heritage resources; Ensuring that the Grand River is maintained as an important environmental corridor and is protected and enhanced as the City develops further; Within the increasingly prescriptive provincial planning environment, ensuring that local growth meets community needs and objectives; Maintaining liaison with the Six Nations community on growth and development issues and explore opportunities that may be of mutual benefit; and Resolving native land claim issues so that a positive investment climate can be re-established. Goal Excellence in Governance and Municipal Management Trends The internet is increasingly being used as a vehicle to provide information and for conducting business transactions; Increased demand for planning documents, bylaws, etc to be made available on the Citys website; Increased demand for public consultation on planning matters. Challenges Provide more information on policy and regulatory documents and planning applications through the internet such as the Official Plan, Zoning Bylaw, design guidelines etc. Ensure that planning applications are processed in a timely manner while ensuring adequate opportunities for community and agency review and planning analysis; and Ensuring that a wide cross-section of the community has the opportunity to participate in the development of planning policies and land development decisions.
6.0
Financial Resource Information 2012 Budget Estimates 2012 Business Unit Financial Summary Appendix 2 2012 Base Budget Increases/Decreases Appendix 3, 3a, 3b 2012 Business Unit Variance Explanation Appendix 4 Reconciliation of Business Unit Budget Reallocation Appendix 5 Road Map to Achieve 2012 Budget Target Appendix 6 Base Budget Impact of Proposed Fee Increases - Appendix 6a Impact of Recommended Service Level Reductions Appendix 6b Impact of Non Recommended Budget Reductions Appendix 6c Summary of 2012 Unmet Needs Appendix 7 2012 Justification of Unmet Needs Appendix 7a
7.0
2012 Departmental Priorities Funded from the Operating Budget City Council has confirmed its priorities through an update of the Citys Strategic Plan. The Citys Strategic Plan identifies the Communitys Vision, Goals, and Long-Term Desired Outcomes. The achievement of each of these components of the Strategic Plan is dependant upon the dedication of each of the Citys departments and the agencies funded by the City to focus their activities in this common direction. For 2012, this Department will focus its Strategic Actions/Major Initiatives on the following Goals of the Strategic Plan: Economic Vitality and Innovation High Quality of Life and Caring for All Citizens Managed Growth and Environmental Leadership Excellence in Governance and Municipal Management
The following is a prioritized list of the 2012 Departmental Priorities that the Department intends to undertake with the 2012 Operating and Capital Budget requested as part of this Business Plan: 2012 DEPARTMENTAL PRIORITIES
Priority
Intensification Strategy Study
OPA #125 Zoning Bylaw implementation
Greenwich-Mohawk environmental remediation
Strategic Plan Goal Managed Growth and Environmental Leadership Managed Growth and Environmental Leadership Managed Growth and Environmental Leadership
Funding Source
Capital Budget
Operating Budget
Capital Budget
Sydenham-Pearl environmental remediation Downtown streetscape improvements implementation of study recommendations Downtown Master Plan Implementation
5 6
Managed Growth and Environmental Leadership Economic Vitality and Innovation Economic Vitality and Innovation Managed Growth and Environmental Leadership Managed Growth and Environmental Leadership High Quality of Life and Caring for All Citizens Managed Growth and Environmental Leadership Managed Growth and Environmental Leadership
Capital Budget
Capital Budget Capital Budget Capital Budget and Operating Budget
Waterfront Master Plan implementation
North of Shellard Neighbourhood Plan + Recreation Centre - implementation
Capital Budget
Heritage Master Plan
Capital Budget
10
Official Plan Review
Capital Budget
11
Urban Design Guidelines
Operating Budget
Appendix 2

PLANNING 2009 Actuals 2010 Actuals Number Business Unit Description 401110 Planning Administration 401210 Heritage Committee (Consolidated with 401110) 401310 Committee of Adjustment (Consolidated with 401110) 401320 Brownfields Committee (Consolidated with 401110) TOTAL 2011 Forecasted Actuals
Variance Inc/Dec(-)
$
1,320,389 86,082 45,668 170,714
$
1,435,776 81,939 56,359 73,153
$
1,500,355 0 0 0
$
1,619,655 0 0 0
$
1,633,728 0 0 0
$
14,073 0 0 0
%
0.87% 0.00% 0.00% 0.00%
1,622,852
1,647,227
1,500,355
1,619,655
1,633,728
14,073
0.87%
Appendix 3
PLANNING/ COMMUNITY SERVICES

Increases in employee compensation Salaries: Benefits: VUDO $2,886 $19,150 ($2,113) $0
19,923
10
Appendix 3
Service Delivery Efficiencies Office Supplies Advertising - Print ($350) ($1,000) $0 $0
(1,350)
11
Appendix 3
Removal of One-Time Amounts approved in the 2011 Budget $0 $0 $0 $0 Other (Please Specify) Overhead Charges: Part-Time Earnings Overtime Earnings Computer Supplies Contracted R&M Equipment ($500) ($500) ($1,000) ($2,500)
(4,500)
1,633,728
12
Appendix 4

401110
Planning Administration
Variance due to increases in wages and benefits
13
Appendix 6
1,619,655 1,635,852 1,633,728

1 2 3 4 5 0 0 0 0 0

1 2 3 4 5 0 0 0 0 0

1 2 3 4 5 0 0 0 0 0
14
Appendix 7

ONGOING ANNUAL COST 30,000 0 0 0 0 0 0 0 0 0 ONE TIME OR ANNUAL Annual 0 0 0 0 0 0 0 0 0
ITEM UNMET NEEDS 1 Heritage Property Conservation Incentive Program (Reserve Fund Creation) 2 3 4 5 6 7 8 9 10
2012 NET COST 30,000 0 0 0 0 0 0 0 0 0
Grand Total
30,000
30,000
15
Appendix 7a
2012 Justification of Unmet Needs 1) Title: Heritage Property Conservation Incentive Program (Reserve Fund Creation)
Annual 1-Jan-12
Description: Heritage Property Conservation Incentive Program will assist owners of designated heritage properties with the cost of conservation/restoration work related to the heritage attributes of their properties It is intended that the program will be cost shared between the property owner and the municipality with the municipal share being capped at 50% of eligible costs up to a prescribed limit. It is anticipated that the program will operate in a manner similar to that of the Downtown Facade Program.
Justifications: The program will encourage the conservation and restoration of significant heritage buildings in the community. It has been the City's experience that incentive programs can leverage a significant amount of private investment. The program will also encourage more heritage property designations and assist in improving the appearance of the community.
Community Base Strategic Plan Goals: High Quality of Life and Caring for all Citizens Business Unit/ 401110.7115 - Transfer to Reserve Fund Object Code: 2012 Net Municipal Cost: 2013 Net Municipal Cost: 30,000 30,000
16
2012 BUSINESS PLAN

Community Services Building Department
Link to Financials
Appendix 1 2012 Business Plan Community Services Building Department
1.0
Mission Statement
Helping the Citizens of Brantford obtain a better quality of life through a safe and healthy environment.
2.0
Departmental Role and Business Unit Areas The Building Department, being part of Community Services, is responsible for the processing and issuance of all building permits as well as the enforcement of a variety of municipal by-laws such as the Property Standards By-law, Property Maintenance By-law and Swimming Pool Fence By-law to name a few.
Building
Building Services
Property Standards Service & Co

Property Standards Administration
Building Services The Building department is responsible for the processing and issuance of all building permits, the review of applications for compliance with the Ontario Building Code, and the site inspection of all construction projects. o Plan examination o Site inspections o Permit processing
Property Standards Service & Cost Recovery This is a cost recovery business unit, in which funds are available to pay contractors fees to complete work on private property to bring the site into compliance with the Property Standards Bylaw. The fees are then collected from the property owner in the form of a priority lien added to the property taxes. o Property standards inspections o Hire contractors to complete work, including property clean-ups, illegal sign removals and boarding of vacant or fire damaged buildings.
Property Standards Administration This business unit funds the administration of the property standards bylaw, weed and debris bylaw, boarding bylaw, pool fence bylaw and sign bylaw. o Property standards inspections o By-law inspections o Bylaw enforcement through Orders and / or Court
3.0
Major Customers or Clients The primary customers or clients of the Department include: Industrial/Commercial builders through the construction industry Residential homebuilders through the construction industry Renovation contractors and do-it-yourself homeowners General public through the enforcement of municipal bylaws Council through property maintenance enquiries and complaints
The secondary customers or clients include: 4.0 Employees in other departments through referrals (licensing, zoning, subdivision) Business representatives & lawyers by providing property reports Consultants through providing technical advice Other municipalities through the exchange of information on building/zoning issues
Continue with training programs to ensure all staff complies with the Ministry requirements for inspectors qualifications. Permits with a construction value of $45.543 million were issued in the first six months of 2011.
Status
In progress with training schedule on an annual basis Continuing to provide an economic base through the processing and issuance of building permits.
GOAL:
In progress, ongoing training continues based on OAPSO training schedule Completed, notice has been published in the Civic News section of the local newspaper as well as posted on the City website. In progress.
Continue with training opportunities for property standards officers Educate the citizens of Brantford regarding the requirement for permits and fencing for swimming pools, through website notices and Civic News clips. Undertake a complete Review of the Property Standards By-law to ensure it meets the needs of the community.
GOAL:

Completed.
Amend fees and charges by-law to reflect charges that are reflective of providing the service. By-law review team cross training
Ongoing cross training.
5.0
Emerging trends and challenges have an immediate and/or long-term impact on the nature of the administrative, operational, and financial aspects of the services provided by the Department. An awareness of these trends and challenges allows City Council and staff to monitor and react to them in order to take advantage of opportunities and minimize impacts so that the City can continue to provide quality services. The significant trends and challenges for 2012 and beyond are as follows: Goal Economic Vitality and Innovation Trends The construction activity within the City has leveled off this year. Overall, our activity for the first six months of the year is $45.543 million, which is a decrease of $20.302 million from last years construction value of $65.845 million over the same time period. However, a total of 494 permits have been issued to June 30, 2011, which is an increase from the 486 permits issued for the first six months of 2010. Residential starts have slowed down this year. In 2010 after six months of construction activity 216 housing units were created, in 2011 over the same time period, 160 housing units have been created. The City of Brantford had experienced ten consecutive years with a construction value in excess of $100 million, however, we will need some large permits by years end to continue to meet this milestone mark.
Challenges The economic recession felt throughout the world has impacted construction activity for the past twelve months. City Council must ensure that there is an adequate supply of land for future development. Land claim issues appear to be impacting the construction industry for all sectors of development. We must ensure that adequate staff is available to provide the services that are necessary under the legislated requirements of the Ontario Building Code. Timelines for issuance of building permits Mandatory building inspections
Goal High Quality of Life and Caring for All Citizens Trends Through information provided on the website, citizens are becoming more aware of the bylaws that impact them as well as their rights as a property owner. This results in a higher volume of property standards enquiries. In 2010 our office conducted over 7,170 inspections related to bylaw complaints.
Challenges We must continue to ensure that adequate staff is available to maintain the current level of service related to property standards and bylaw complaints. Training of new staff through the Provincial Association as well as in-house training of Property Standards Officers must continue to ensure a safe, healthy community.
Goal Excellence in Governance and Municipal Management Trends E-Government services are being initiated by many Municipalities, including Brantford. Website information and an increase in communication tools have contributed to wellinformed citizens that better understand our Department operations.
Challenges Staff time is required to follow-up on older building permit files and property standards files to reduce the backlog of outstanding files.
6.0
Financial Resource Information 2012 Budget Estimates 2012 Business Unit Financial Summary Appendix 2 2012 Base Budget Increases/Decreases Appendix 3, 3a, 3b 2012 Business Unit Variance Explanation Appendix 4 Reconciliation of Business Unit Budget Reallocation Appendix 5 Road Map to Achieve 2012 Budget Target Appendix 6 Base Budget Impact of Proposed Fee Increases - Appendix 6a Impact of Recommended Service Level Reductions Appendix 6b Impact of Non Recommended Budget Reductions Appendix 6c Summary of 2012 Unmet Needs Appendix 7 2012 Justification of Unmet Needs Appendix 7a
7.0
City Council has confirmed its priorities through an update of the Citys Strategic Plan. The Citys Strategic Plan identifies the Communitys Vision, Goals, and Long-Term Desired Outcomes. The achievement of each of these components of the Strategic Plan is dependant upon the dedication of each of the Citys departments and the agencies funded by the City to focus their activities in this common direction. For 2012, this Department will focus its Strategic Actions/Major Initiatives on the following Goals of the Strategic Plan: High Quality of Life and Caring for All Citizens Excellence in Governance and Municipal Management

Priority
Strategic Actions/Major Initiatives Continue with training programs to ensure all staff complies with the Ministry requirements for inspectors qualifications Continue with training opportunities for property standards officers Educate the citizens of Brantford regarding the requirement for permits and fencing for pools Continue with E-government initiatives
Strategic Plan Goal Excellence in Governance and Municipal Management Excellence in Governance and Municipal Management High Quality of Life and Caring for All Citizens Excellence in Governance and Municipal Management
Existing operating funds Existing operating funds Existing operating funds
Appendix 2

BUILDING & PROPERTY STANDARDS 2009 Actuals 2010 Actuals Number Business Unit Description 2011 Forecasted Actuals
Variance Inc/Dec(-)
402110 Building Services - FP2 402120 Property Standard Service & Co 402130 Property Standards Admin. TOTAL
0 0 434,205 434,205
0 0 428,207 428,207
0 0 442,868 442,868
0 0 442,868 442,868
0 0 480,734 480,734
0 0 37,866 37,866
0.00% 0.00% 8.55% 8.55%
Appendix 3
BUILDING & PROPERTY STANDARDS/ COMMUNITY SERVICES

Mandatory increases due to new or changes to existing legislation Mandatory increases to staffing levels (complete on Appx 3a and 3b): Annual staff increases (App 3a) One Time staff increases (App 3b) $0 $0
$0
62,837
Appendix 3
Changes to Revenue Increase in permit fees ($28,471) $0 $0 $0 $0
(28,471)
Appendix 3
Removal of One-Time Amounts approved in the 2011 Budget $0 $0 $0 $0 Other (Please Specify) Increase for books for new 2012 Building Codes $3,500 $0 $0 $0
3,500
480,734
10
Appendix 4

402110
Building Services - FP2
No variance
402120
Property Standard Service & Co
No variance
402130
Property Standards Admin.
Employee compensation increases resulting from contarct increases and benefits costs.
11
Appendix 6
442,868 447,297 480,734
33,437

1 2 3 4 5 6 0 0 0 0 0 0

1 2 3 4 5 0 0 0 0 0
12
Appendix 6

1 General Service Reduction - Student 2 Eliminate weed & debris insp. Sep 1 - Dec 31 3 4 5 0 0 0 7,500 29,800 -
37,300 37,300
13
Appendix 6c
Impact of Non Recommended Budget Reductions 2) Title: Eliminate weed & debris insp. Sep 1 - Dec 31
Description: Property Standards Administration Eliminate weed and debris inspections for the period of September 1st until December 31st and reassign Officers for other Property Standards related inspections.
Implications: When the summer student returns to school in September, full time staff take over the function of dealing with weed and debris complaints. In the time period of September 1, 2010 to December 31, 2010, our office received 149 weed and debris complaints, which generated a total of 887 inspections. To meet budget cuts we would be required to eliminate weed and debris inspections during this time period. Staff would be otherwise involved in property maintenance inspections and attending to older files. We would not be in a position to enforce the requirements of the Lot Maintenance and Waste Bylaw. The cost savings would be realized through a reduction in earnings and benefits costs. Staff normally involved with this type of inspection would be reassigned to building inspections and Property Maintenance inspections. Savings are based on an average Department cost of $200 per complaint. Business Unit/ Object Code: 402130.2105 - Full-Time Reg Earnings 402130.2210 - Employee Benefits Net Municipal Reduction: $29,800 Remaining Budget: $478,642
14
2012 BUSINESS PLAN

Community Services Economic Development & Tourism
Link to Financials
Appendix 1 2012 Business Plan Community Services Economic Development & Tourism
1.0
Mission Statement
The Economic Development & Tourism Department provides leadership and strategic direction in the development and growth of the areas economic base and wealth resulting in direct economic and quality of life benefits to the municipality and presents the City in a positive professional light.
2.0
Departmental Role and Business Unit Areas Economic Development & Tourism Department works cooperatively to help create a prosperous and liveable community that values its past and looks to the future by: Promoting economic growth in Brantford and County of Brant by encouraging businesses to locate, prosper and remain here; Assisting in the creation and development of small business and economic diversification in Brantford and County of Brant through strategic partnerships with the provincial/federal governments, County of Brant, Six Nations, New Credit and private sector business; Effectively marketing the multitude of unique attractions in Brantford and area to maximize tourism potential; Providing communications services for the corporation
Economic Development & Tourism Department
403110 5 full time
403210 3 full time
403310 5 full time
404110 3 full time
403340 0 full time
403360 0 full time
403380 0 full time
404120 0 full time
16 FTE
i) Economic Development
The Economic Development office provides four key services primarily focused on industrial, office/commercial, downtown, and post-secondary development. Core services provided include: Facilitation of client investment needs & inquiries (i.e. land & space needs); Facilitation & coordination of municipal industrial land sales; Coordination and administration of industrial/commercial business retention and expansion program; Development, coordination and administration of Downtown Business Recruitment and Retention Strategy; Development, coordination and administration of marketing programs to promote investment opportunities in Brantford and County of Brant; Coordination of all web and e-marketing initiatives of the economic development division.
ii) Business Resource Centre

The Business Resource Centre core services are designed to meet the needs of small business to encourage the establishment, retention and growth of small business within Brantford and County of Brant. Key services provided are: One-on-one consultations with businesses for strategic/financial/marketing plan development; Acting as the single point of contact for business information and resource library; Seminars and workshops; business registration services; Business retention and expansion program specific to small business; Administration/implementation of senior government programs and service i.e. Canada Ontario Business Service Centre; Youth Programs Small business mentorship program
iii) Tourism Administration Tourism Brantford provides all aspects of tourism industry development and marketing for the municipality and surrounding area with primary efforts intended to increase visitation and expenditures of visitors. Core services include: Travel Trade/Group; Meetings & Conventions bid procurement and servicing; Sport Tourism marketing and bid procurement; Travel Writer/Media, and Consumer/Leisure marketing and product development; Coordination of all web and e-marketing initiatives of the tourism division; Business Retention + Expansion programming; Coordination of all aspects of the Municipal Cultural Plan including the Community Cultural Investment program and Public Art program; Administration of Visitor Information Services and the services provided at the Visitor & Tourism Centre.
iv) Visitor Guide

The Brantford, County of Brant, Six Nations and New Credit Discovery Guide annual publication is a zero based budget that is coordinated by Tourism Brantford. Key components include: Coordination of sales campaign, editorial, printing, and distribution
v) Arts Grants
The Community Cultural Investment program (arts grants) is administrated by Tourism Brantford. Key components include: Coordination of application process, workshop tutorials, and preparation of applications for the Brantford Community Foundation allocations review
vi) Shining Stars Awards

The Shining Stars Tourism Awards is a zero based budget that is coordinated by Tourism Brantford and includes the County of Brant and Six Nations Tourism.
Key components include: Coordination of all sponsorship, donations and marketing in support of the nomination process, judging, and annual awards gala.
vii) Communications
Communications provides guidance and support to all municipal departments in relation to communications initiatives and activities. Key services provided include: Corporate Communications planning and assistance; Implementation and monitoring of corporate branding and logo usage; Professional graphic design and production services, including text writing/editing and print coordination, for departmental and corporate requests; Coordination of corporate website home page items; Development and maintenance of the corporate photo library; Overseeing and coordinating social media communication for the corporation
viii) Community Banners and Signs Program Coordination and administration of vertical pole banner program Maintenance of the 403 entranceway signs and service club signs
3.0
The primary customers or clients of the department include:
New and existing businesses of all sizes in all business sectors; Developers, realtors and investors; Residents and visitors to the municipality; Post-secondary institutions; Internal staff of the corporation; Community organizations, agencies and groups
Secondary Clients include:
Senior government departments & agencies; City advisory boards and committees; General public
4.0
Implement Economic Development Strategy Recommendations Implementation of Business Retention & Expansion Program - 250 business visitations annually Education, Training and Workforce Development-Staff liaison on education works alliance community partnership led by Workforce Planning Board. Implementation of Industrial Land Strategy Implementation of Social Media Platforms on Brantford-Brant website Downtown Business Recruitment and Retention Action Plan Green Energy Hub- Grand Erie Green Economy Background Research and Competitiveness Study Industrial Appreciation Event Summer Company Bridges to Better Business Event Salute to Small Business Event Implement Municipal Industrial Land Sales Industrial Sector Specific Trade Shows/Networking Events Implement Client/Investor Facilitation Industrial Land Sale Price Strategy Review BRC Client Consultation Municipal Tourism Directional Signage Review Joint marketing and product development initiatives-County of Brant, Six Nations and New Credit Sport Tourism and Meetings Convention Marketing and Bid Procurement Implementation of Museum Sustainability Plan Brantford and Area Business Directory Contact Management System Mayors Breakfast Series Visitor Information Services
Status
In progress/ongoing In progress /ongoing
In progress/ongoing
In progress/ongoing In progress/to be completed December 2012 Completed October 2011.
Completed August 2011
Completed March 2011 Completed Oct. 2011 Completed Feb. 2011 Completed Oct 2011 7.4 acres sold as of August 2011. In progress/ongoing Completed September 2011 In progress/ongoing program Completed May 2011 In progress/ongoing program In progress/ongoing In progress/ongoing
In progress/ongoing In progress completed December 2011 Completed May 2011 Completed June 2011 Completed October 2011 In progress/ongoing
GOAL:

Completed March 2011 Completed January 2011 In progress/ongoing In progress/ongoing In progress/to be completed March 2012
Actions/Initiatives
Community Cultural Investment Program (Arts Grants) Public Art Program Municipal Cultural Plan Implementation Cultural Facilities Development Program Completion of a new Municipal Cultural five Year Plan
GOAL:

In progress/ongoing In progress/ongoing In progress/completion December 2011 In progress/completion December 2012
Manage corporate website home page Graphic Design and Production Services Clear Language Guidelines Corporate Social Media Policy and Guidelines
5.0
Departments Significant Trends and Challenges Emerging trends and challenges have an immediate and/or long-term impact on the nature of the administrative, operational, and financial aspects of the services provided by the Department. An awareness of these trends and challenges allows City Council and staff to monitor and react to them in order to take advantage of opportunities and minimize impacts so that the City can continue to provide quality services. The significant trends and challenges for 2012 and beyond are as follows: Goal Economic Vitality and Innovation Trends: Brantford continues to diversify and grow its economic base in all sectors. Industrial/business growth will be led by small and medium sized enterprises. Demand for industrial land parcel size continues to be in the 2 acres or less and/or 30 acres + range. Availability of serviced employment lands continues to decrease. As the community grows, the population ages and new jobs are created, greater demands will be placed on the labour force to meet the needs of business (ie. recruitment and training). Brantford continues to have high industrial and business tax in comparison to other Ontario municipalities. Inventory of existing available industrial space continues to decrease Investment inquiries continue to increase for both available building space and new building construction. Turbulence in the global economy will continue to impact manufacturing and tourism sectors. ie. Job growth and visitation. Regional economic development and tourism opportunities will continue to be explored and implemented.
Growth of post-secondary facilities, development of Harmony Square, and the demolition of the south side of Colborne St. will continue to generate investment interest in the downtown. BRC continues to experience a greater number of existing business clients versus startups (55% vs. 45%) whose assistance needs are more diverse. Majority of small business startups are home based. Inter-provincial travel is forecasted to grow in the next five years given Brantfords proximity to Toronto and Niagara Falls. Overseas travel to the province will be strong particularly from Asia (China and India) over the next 3 to 5 years, with the United Kingdom still retaining its status as the biggest overseas market for Ontario. As local population ages, opportunities for small business targeting this sector will increase.
Challenges: Ensuring resources are available to implement the recommendations of the Economic Development Strategy. Ongoing land claim issues continue to impact investment in the community. Ensuring there is a well-trained available workforce to meet the needs of new & expanding businesses in Brantford-Brant. To remain competitive with surrounding municipalities, additional serviced employment lands need to be developed. The cost to service new employment lands and market at a competitive price in relationship to surrounding competing jurisdictions. Securing businesses for vacant industrial space as a result of manufacturing closures and competing high inventory of vacant space in southwestern Ontario market place. City/County boundary adjustments negotiations. Continuing to reduce industrial and business taxes without severely impacting residential taxes, that will allow the municipality to be competitive with surrounding communities. Retention and recruitment of downtown businesses as a result of downtown transitional challenges with pending major capital projects. Encouraging local small businesses to market on-line, which will benefit sales retention in the community. Encourage U.S. visitation. Increasing overnight stays by the traveling public. Facilitating new and existing sporting events while major upgrades to the Wayne Gretzky Sports Centre are in progress. Accessing financing for small businesses.
Goal High Quality of Life and Caring for All Citizens Trends: The opportunity to develop a downtown Brantford Cultural District, and the overall growth in entertainment and cultural community activities and special events will continue to generate visitors for the community.
Challenges: The need to continue to implement the Municipal Cultural Plan to address the current fragmented approach to cultural development and planning for the municipality. Sourcing funding for arts and cultural groups that are not supported through the local tax base. The need to continue implement the Museum Sustainability Plan to ensure the long-term financial viability of all local museums through better collaboration and engagement of all museum partners. Brantfords overall ability to compete with other municipalities based on technology, talent and tolerance as referenced in the Ontario in the Creative Age Report - Martin Prosperity Institute. Goal Excellence in Governance and Municipal Management Trends: Growth in Internet usage by the public to access municipal information on community programs and services. Increase in demand for internal corporate communication services. Growth in the use of social media tools such as blogs, Facebook, Twitter, etc.
Challenges: Development of a unified approach to communicate corporate activities. Development of a corporate communications plan including internal and external activities. Meeting corporate demand for communication services given existing resources.
6.0
Financial Resource Information 2012 Budget Estimates 2012 Business Unit Financial Summary Appendix 2 2012 Base Budget Increases/Decreases Appendix 3 2012 Business Unit Variance Explanation Appendix 4 Road map to Achieve 2012 Budget Target Appendix 6 Base Budget Impact of Proposed Fee Increases Appendix 6b Summary of 2012 Unmet Needs Appendix 7 2012 Justification of Unmet Needs Appendix 7a
7.0
2012 Departmental Priorities Funded from the Operating Budget The Citys Strategic Plan identifies the Communitys Vision, Goals, and Long-Term Desired Outcomes. The achievement of each of these components of the Strategic Plan is dependant upon the dedication of each of the Citys administration and the agencies funded by the City to focus their activities in this common direction.
For 2012, this Department will focus its Strategic Action and Major Initiatives on the following Goals of the Strategic Plan: Economic Vitality and Innovation High Quality of Life and Caring for All Citizens Excellence in Governance and Municipal Management
The following is a prioritized list of the 2012 Departmental Priorities that the Department intends to undertake with the 2012 Operating Budget requested as part of this Business Plan. All initiatives identified fall under the Economic Development Strategy.

Priority 1
Strategic Actions/Major Initiatives Business & Visitor Attraction including sector specific markets/Economic Development & Tourism Marketing Business Retention & Expansion program Completion of the new Municipal Cultural Five Year Plan/Cultural Innovation Downtown Business Recruitment and Retention Action Plan Implementation of the Industrial Land Strategy Education, Training and Workforce Development Joint Marketing and Product Development Initiatives County of Brant, Six Nations and New Credit Sport Tourism and Meetings & Convention Marketing & Bid Procurement Development of an Economic Investment Action Case Program City Wide Wage Survey
3 4 5 6 7 8 9 10
Strategic Plan Goal Economic, Vitality & Innovation Economic, Vitality & Innovation Quality of Life and Caring for all Citizens Economic Vitality & Innovation Economic Vitality & Innovation Economic Vitality & Innovation Economic Vitality & Innovation Economic Vitality & Innovation Economic Vitality & Innovation Economic Vitality & Innovation
Funding Source Operating/Unmet need
Operating
Operating/Unmet Need Operating Operating/other funding sources to be identified Operating Operating Unmet need Funding source to be identified Unmet need
Appendix 2

ECONOMIC DEVELOPMENT & TOURISM 2009 Actuals 2010 Actuals Number Business Unit Description 2011 Forecasted Actuals
Variance Inc/Dec(-)
403110 Economic Development Admin 403210 Business Resource Centre (FP2) 403310 Tourism Administration 403330 Visitor & Tourism Building Operations (2010 Transfer to Property Management) 403340 Visitor Guide (FP2) 403360 Arts Grants 403370 Brantford Cultural Network (2010 Consolidation with 403310) 403380 Shining Stars Tourism Awards (FP2) 404110 Communications & Customer Serv 404120 Community Banner, Sign Program
529,102 108,801 539,516 95,737 0 145,100 82,917 371 265,544 10,994
546,587 122,983 652,046 0 0 145,100 0 0 265,467 12,027
565,708 123,550 687,122 0 0 145,100 0 0 276,335 12,230
568,058 123,550 687,122 0 0 145,100 0 0 274,941 12,230
576,853 122,456 690,429 0 0 146,550 0 0 280,558 12,265
8,795 (1,094) 3,307 0 0 1,450 0 0 5,617 35
1.55% -0.89% 0.48% 0.00% 0.00% 1.00% 0.00% 0.00% 2.04% 0.29%
TOTAL
1,778,083
1,744,210
1,810,045
1,811,001
1,829,111
18,110
1.00%
10
Appendix 3
ECONOMIC DEVELOPMENT & TOURISM/ COMMUNITY SERVICES

Increases in employee compensation Salaries: Ec Dev $9910, BRC ($4210), Tourism $6827 Communications $5015 Benefits: Ec Dev $8620, BRC $1536, Tourism ($2700), Communications $3137; Payroll Burden $0 $17,542 $0 $10,593 $0
28,135
Annualization of new staff and services approved in the 2011 Budget $0 $0
Contractual Obligations (only where a formal contract exists) $0 $0
Increases/Decreases for Utilities and Fuel Natural Gas/Electricity: Community Banner & Sign $35 Water/Sewer: Fuel: Tourism $120 Telephone: $35 $0 $120
155
11
Appendix 3
Inflationary Increases Meals - Ec Dev Advertising - Ec Dev $755;Tourism $795 Memberships & Subscriptions - Ec Dev $175;Tourism $400 Office Supplies - Tourism $40; Communications $30 Souvenirs, Gifts, Awards - Tourism Staff Training & Development - Tourism Catering- Tourism Consultative Services -Tourism Lease-Vehicle - Tourism $55 $1,550 $575 $70 $320 $75 $45 $20 $45
2,755
Service Delivery Efficiencies Office Supplies - Ec Dev Computer Hardware - Ec Dev Staff Training & Development - Ec Dev Postage - Ec Dev ($1,000);Tourism ($765) Printing - Ec Dev Contracted Services - Ec Dev ($1,100);Comm ($610) Lease - Photocopiers - Ec Dev ($90);Tourism ($260) Rental - Trade Shows - Ec Dev($1,570);Tourism ($1,600) Copy Serv 100 Wellington - Ec Dev Telephone - Tourism ($1,575);Communications ($285) Cell Phone - Tourism ($1,500) Computer Software - Communications Professional Services - Communications Memberships & Subscriptons - Communications ($700) ($445) ($615) ($1,765) ($2,215) ($1,710) ($350) ($3,170) ($1,300) ($1,860) ($1,500) ($1,265) ($360) ($45)
(17,300)
12
Appendix 3
Changes to Revenue Ec Dev BRC - Provincial Grants ($5,000);Donations $1,580 Tourism Visitor Guide Shining Stars Removal of One-Time Amounts approved in the 2011 Budget Comprehensive Business Directory - Donations Comprehensive Business Directory - Contracted Services $15,000 ($15,000) $0 $0 Other (Please Specify) Overhead Charges: Souvenirs, Gifts, Awards - Ec Dev Catering - Ec Dev Courier Serv, Shipping - Ec Dev $50;Tourism $290 Telephone - Ec Dev Contracted Services - BRC Education - Tourism Mastercard & Visa Charges - Tourism Arts Grants Visitor Guide Shining Stars $300 $385 $340 $185 $5,000 ($10) ($110) $1,450 $3,000 $1,500 ($2,605) ($3,420) $2,850 ($3,000) ($1,500)
(7,675)
12,040
1,829,111
13
Appendix 4

403110
Economic Development Admin
Net expenditure is 1.55% or $8795 over the 2011 approved budget as a result of employee compensation.
403210
Business Resource Centre (FP2)
Net expenditure is 0.89% or $1094 under the 2011 approved budget as a result of employee compensation.
403310
Tourism Administration
Net expenditure is .48% or $3,307 over the 2011 approved budget as a result of employee compenstation.
403340
Visitor Guide (FP2)
Zero based program; no impact on net expenditures.
403360
Arts Grants
Net expenditure is 1% or $1450 over the 2011 approved budget as per 1% budget increase target.
403380
Shining Stars Tourism Awards (FP2)
Zero based program; no impact on net expenditures.
404110
Communications & Customer Serv
Net expenditure is 2.04% or $5617 over the 2011 approved budget as a result of employee compensation.
404120
Community Banner, Sign Program
Net expenditure is .29% or $35 over the 2011 approved budget as a result of electricity increase.
14
Appendix 6
1,811,001 1,829,111 1,829,111

1 2 3 4 5 6

1 2 3 4 5

1 2 3 4 5
15
Appendix 7

ITEM UNMET NEEDS 1 Tourism Information Coordinator - Contract to Full-time 2 Economic Development & Tourism Marketing Reserve Fund 3 Cultural Innovation Fund 4 City Wide Wage Survey 5 6 7 8 9 10
2012 NET COST 10,445 25,000 50,000 35,000
10,445 Annual 25,000 Annual 50,000 Annual 0 One Time
Grand Total
120,445
85,445
16
Appendix 7a
2012 Justification of Unmet Needs 1) Title: Tourism Information Coordinator - Contract to Full-time
Annual 1-Jan-12
Description: This position has existed within the municipal exempt staff compliment since 1996 as a regular full time that has provided ongoing support to the day-to-day work program of the division. In July 2007 the position was moved to contract at the direction of the City Manager. The following on-going functions that are provided by this position include: coordination of all aspects of the division's website; social media; mobile strategy and e-marketing initiatives; management of all media and travel writer activities; coordination of the divisions communication plan including public presentations, outreach and local awareness campaigns. This position provides key support to several of the recommendations in the council approved Economic Development Strategy, and the expansion of tourism opportunities and benefits to the community, is also identified as a level one council priority.The identified unmet need amount is the difference between the 'special' benefit allocation for contracts and what regular full time employees receive. Justifications: This position has existed as a contract for 4 years and during that time there has been one dismissal and one parental leave resulting in four different individuals in this role. This has greatly impacted the division's ability to successfully implement activities because of the turn-over rate and overall disruption to the work program flow further resulting in additional overtime work by other members of the division.This is a core function of the division and given the nature of this position that requires skills in tourism marketing, media relations and web specialization, the retention of a qualified employee on contract has proven to be very difficult. The responsibilities and ongoing tasks for this position are not project based and the position is an integral part of the divisions operations. Costs are limited to the amount required to bring the benefits to full-time level.
Community Base Strategic Plan Goals: Economic Vitality and Innovation Business Unit/ 403310.2210 - Employee Benefits Object Code: 2012 Net Municipal Cost: 2013 Net Municipal Cost: 10,445 10,445
17
Appendix 7a
2012 Justification of Unmet Needs 2) Title: Economic Development & Tourism Marketing Reserve Fund
Annual 1-Jan-12
Description: The marketing reserve fund would be established for one time use for special marketing projects that are in support of the overall goal of business and visitor attraction which is a priority of the Economic Development & Tourism Department.The monies from the reserve will be used for one time opportunities that are not included in the base budget. Examples of these types of projects include: Sector specific tradeshow that are targeted to specific niches like green energy; cluster marketing opportunities (i.e. Ontario Food Cluster); leveraging senior levels of government support for specific one time targeted marketing campaigns (i.e. Ontario Tourism Industry Partnership Program); future trade missions; and sport event tournament bid procurement for new and or large events (regional/provincial/national).
Justifications: The establishment of a marketing reserve fund supports key recommendations in the approved Economic Development Strategy which are identified as level 1 and 2 priorities of Council. The fund will enable the department to take advantage of opportunities to leverage regional partnerships; participate in global marketing initiatives targeted to sector specific industries; and develop sport tourism opportunities in support of new facility infrastructure - with the goal being to attract additional business investment and visitors to the community.
Community Base Strategic Plan Goals: Economic Vitality and Innovation Business Unit/ 403110.7115 - Transfer to Reserve Fund Object Code: 2012 Net Municipal Cost: 2013 Net Municipal Cost:
25,000 25,000
18
Appendix 7a
2012 Justification of Unmet Needs 3) Title: Cultural Innovation Fund

Annual 1-Jan-12 One Time or Annual: Effective Date:
Description: The Cultural Innovation Fund would be used to supplement the current Community Cultural Investment Program (CCIP) funding and diversify the type of financial support available from the municipality to the cultural sector of Brantford. Current funding from the municipality to cultural organizations is limited and restricted to only operating funding. This fund would be used for one-time project grants to artists and or not-for-profit organizations for cultural activities and for innovative/start-up grants for creative entrepreneurs. A commitment of $ 50,000 a year for the next three years would be distributed through this program to the cultural sector in the community. The fund would be managed through the Brant Community Foundation with the City of Brantford's Arts & Culture Coordinator providing the administrative support for the program, which is a similar process to the already established CCIP. Justifications: The support of the development of arts and culture in the community has been identified as a level one priority by Council and it also aligns with the approved Economic Development Strategy that identifies the need to assist cultural sector entrepreneurs and implement a creative economy investment strategy.
Community Base Strategic Plan Goals: High Quality of Life and Caring for all Citizens Business Unit/ 403360.7302 - Grants to Organizations Object Code: 2012 Net Municipal Cost: 2013 Net Municipal Cost:
50,000 50,000
19
Appendix 7a
2012 Justification of Unmet Needs 4) Title: City Wide Wage Survey

One Time 1-Jan-12
Description: The purpose of the City Wide Industrial Wage Survey is to collect, document and report, hourly wage information, by occupation, for businesses in the City of Brantford. A project manager will be hired for a period of nine months to develop the survey instrument, coordinate the day-to-day activities of a team of 3 researchers and analyse & author the final report Students from Laurier Brantford's fourth year project management course will be utilized as researchers to solicit and complete surveys with area businesses. The intention is to update the survey every 2 years, therefore this could be on ongoing placement opportunity for Laurier Brantford students. The project costs listed below are one-time. Future surveys would rely solely on student volunteers to update the original data.
Justifications: Current and local wage information may be the most requested piece of labour market information (LMI) about Brantford asked by prospective and current employers. Being able to respond to these queries can provide Brantford with a competitive edge over communities unable to provide current LMI. Better wage information allows employers and workers to make employment and training decisions based on a better understanding of our local labour market. Current and reliable wage information is also important when businesses develop their human resource plans; for job hunters and employers hiring staff; and for use by training and third party community partners. Comprehensive wage information is not currently being collected at the local level by any organization. Other community agencies such as Ontario Works (Brant Jobs) and the Workforce Planning Board of Grand Erie agree it is vital statistical information and support this initiative. Community Base Strategic Plan Goals: Economic Vitality and Innovation Business Unit/ 403110.4106 - Contracted Services Object Code: 2012 Net Municipal Cost: 2013 Net Municipal Cost:
35,000 0
20
2012 BUSINESS PLAN

Community Services Sanderson Centre
Link to Financials
Appendix 1 2012 Business Plan Community Development Sanderson Centre
1.0
Mission Statement
The Sanderson Centre for the Performing Arts shall act as a cultural focal point for the performing arts in Brantford, Brant County and Southwestern Ontario. A first class entertainment facility is to be achieved through the offering of a broad spectrum of self-presentations, theatre rentals, amateur theatre productions and joint venture productions. As a community resource, the Centre shall be made accessible to community and educational groups. The Centre will schedule a balanced and affordable programme of acts and entertainment for all citizens to enrich the community as a whole, while being fiscally responsible.
2.0
Departmental Role and Business Unit Areas The Sanderson Centre is an historic 1125 seat theatre fully restored and updated in 1990. From its origins as a vaudeville house in 1919 through many decades of operation as a movie theatre, it has returned to its role as a cultural and entertainment centre of the City of Brantford following its purchase by the municipality in 1986. The Sanderson Centre presents an annual season of entertainment events to the public and markets these events to the Brantford community as well as throughout Southern Ontario. These events are also marketed to the tour group market within Ontario. The Centre is also available for rental by local organizations and professional presenting groups. It serves as an educational resource for exposure of children to the arts and other curriculum expectations as well as providing opportunities to perform through school performances and through annual dance competitions and recitals. The auditorium is also being used occasionally for events presented by Laurier Brantford and Nipissing University.
Sanderson Centre
130300 No. of FTE 3.75
130310
130400 No. of FTE 11.75
130500 No. of FTE 5.25
130700 No. of FTE 2
130800 No. of FTE 0
130900 No. of FTE 0
No. of FTE 0
130300: Admin / Box office Provides administrative support for planning and selling events Box office services provide the primary means of collecting revenue 130310: SC Management Board Appointed by City Council to provide policy direction to staff 130400: Building Costs Supports the technical requirements of operating the theatre Utilities, maintenance, cleaning, stage equipment 130500: Front of House Provides customer services such as ushers, bar service, merchandise sales 130700: Season Marketing Provides a coordinated marketing approach to the traditional September to June programming season
Sells advertising space in marketing materials produced by the theatre Promotes corporate and community sponsorship involvement 130800: Rentals Provides all rental programming 130900: Presents Provides all self-present programming 3.0 Major Customers or Clients The primary customers or clients of the Department include: Ticket-buying public. Community presenting groups such as Brantford Symphony Orchestra, Downtown Jazz, Brantford Music Club Local charitable organizations presenting fundraising or awareness building events like Brant Literacy Council, Six Nations Health Services, United Way Educational institutions including Grand Erie District School Board, Brant HaldimandNorfolk Catholic District School Board, Laurier Brantford, Nipissing University, Mohawk College. Commercial presenters such as House of Blues, Donald Jones Productions, Rocklands Talent, Paquin Entertainment, several dance competitions and dance recitals. The secondary customers or clients include: Internal customers within the City of Brantford in provision of meeting and special event services. Indirect customers of our primary customers such as performers, support staff, event attendees.
4.0
The following represents significant Actions and Initiatives undertaken in 2011
GOAL:

Delayed. Sanderson Centre Board will take lead on this process. Work beginning fall, 2011.
Complete and implement strategic plan review
5.0
Departments Significant Trends and Challenges Emerging trends and challenges have an immediate and/or long-term impact on the nature of the administrative, operational, and financial aspects of the services provided by the Department. An awareness of these trends and challenges allows City Council and staff to monitor and react to them in order to take advantage of opportunities and minimize impacts so that the City can continue to provide quality services. The significant trends and challenges for 2012 and beyond are as follows: Goal Economic Vitality and Innovation Trends
Economic uncertainty both locally and within the region have impacted tourism and entertainment related industries. The majority of our regular long-term patrons are near or at retirement age. The reduction in retirement savings recently has altered the spending behaviour of this demographic. Discretionary spending overall has been reduced. The growth of social networking and email marketing capabilities offers an opportunity to shift advertising efforts to low-cost online methods where the target audience is appropriate to this shift. Over the long-term, a reduction in the need for printed promotional material can offer significant cost savings without negatively affecting the effectiveness of marketing efforts.
Challenges The lack of accurate demographic and audience information limits staff ability to target resources where they will be most effective. Understanding who our potential audience is can result in more effective programming decisions, more effective marketing decisions and a better business case when proposing corporate sponsorship to prospective partners. The struggling industrial / manufacturing sector in the community threatens a negative impact on existing sponsorship revenue. Active development of new sponsors in the expanding retail and service sector is necessary to reduce this potential impact.
Goal High Quality of Life and Caring for All Citizens Trends Live entertainment experiences continue to evolve with more technically advanced events using automated lighting, staging and video. The growth in the number of post-secondary students and faculty in the downtown represents a potential new audience but, to date, efforts to reach them have met with little success. Implementation of the Downtown Master Plan and its impact on additional downtown retail and arts opportunities, traffic flow, pedestrian traffic and parking availability will have an effect on theatre operations.
Challenges Meeting and exceeding audience expectations for high quality and technically advanced programming is necessary to continue to grow the audience and expand beyond the traditional audience that attends the Sanderson Centre. Provision of adequate convenient parking, especially for daytime events when nearby lots and on street parking are at or near capacity as a result of court activity and regular daily load. Reduction in number of restaurants and other complementary businesses in downtown core reduces ability to package complete entertainment experiences to our patrons.
Goal Managed Growth and Environmental Leadership Trends
Technology for performing arts production equipment is being developed at a rapid pace. Many innovations are centered on advances in LED technology that promise to reduce the energy consumption associated with live performance. Recent and proposed capital investment in facility infrastructure is designed to reduce energy consumption and reduce the purchase of consumable supplies such as lightbulbs, stage lighting gel and staff time for replacement of supplies.
Challenges The implementation of time of use pricing for electricity may have a cost impact during the winter season (Nov. 1 Apr 30). During non-performance days and the summer season, there will be opportunities to reduce electricity costs through aggressive scheduling using the Metasys control system used for HVAC systems.
Goal Excellence in Governance and Municipal Management Trends The ongoing implementation of the corporate e-government project offers opportunities and challenges in the shift toward delivering support services electronically to the various customers of the Sanderson Centre.
Challenges Staff training requirements for compliance with legislated standards such as AODA, AED are difficult to meet in the hiring hall casual part-time staffing model that the production unit operates with.
6.0
Financial Resource Information 2012 Budget Estimates 2012 Business Unit Financial Summary Appendix 2 2012 Base Budget Increases/Decreases Appendix 3 2012 Business Unit Variance Explanation Appendix 4 Road Map to Achieve 2012 Budget Target Appendix 6 Base Budget Impact of Proposed Fee Increases - Appendix 6a Summary of 2012 Unmet Needs Appendix 7 2012 Justification of Unmet Needs Appendix 7a
7.0
Economic Vitality and Innovation High Quality of Life and Caring for All Citizens Excellence in Governance and Municipal Management
Priority
Strategic Actions/Major Initiatives Audience Mapping market research
Strategic Plan Goal Economic Vitality and Innovation Excellence in Governance and Municipal Management High Quality of Life and Caring for All Citizens
Funding Source Requested unmet need (one-time) Existing operating funds. Sponsorship and grant funds will also be pursued Existing operating funds.
Complete and implement strategic plan review
Local renter retention strategy
Appendix 2

SANDERSON CENTRE 2009 Actuals 2010 Actuals Number Business Unit Description 2011 Forecasted Actuals
Variance Inc/Dec(-)
130300 Sanderson Centre Admin-Box Office 130310 SC Management Board 130400 Building Costs 130500 Front of House 130700 Season Marketing 130800 Sanderson Centre Shows 130900 Sanderson Centre Presents
197,268 1,507 394,330 16,270 164,171 (135,771) 33,569
209,202 884 385,876 6,038 130,700 (126,997) 79,610
360,420 1,950 370,147 (6,708) 131,370 (130,400) 9,350
338,951 1,600 377,425 (9,844) 112,370 (156,400) (150)
217,599 1,600 410,582 7,809 125,052 (136,400) 879
(121,352) 0 33,157 17,653 12,682 20,000 1,029
-35.80% 0.00% 8.79% 179.33% 11.29% 12.79% 686.00%
TOTAL
671,344
685,313
736,129
663,952
627,121
(36,831)
-5.55%
Appendix 3
SANDERSON CENTRE/ COMMUNITYSERVICES

Increases in employee compensation Salaries: Benefits: PT Earnings: Overtime Earnings: $8,586 $26,066 $11,009 $3,000
48,661
Appendix 3
Increases/Decreases for Utilities and Fuel Natural Gas/Electricity: Water/Sewer: $2,046 $229 $0 $0 $0
2,275
Inflationary Increases Postage Supplies Services $301 $1,035 $1,657 $0 $0 Previously approved City Council Initiatives $0 $0 $0 $0
2,993
Service Delivery Efficiencies Telephone Cell Phone Mastercard/Visa charges ($1,000) ($1,550) ($2,000) $0
(4,550)
Changes to Revenue Volume changes - fees Volume changes - rentals $31,000 $20,000 $0 $0 $0
51,000
Appendix 3
Removal of One-Time Amounts approved in the 2011 Budget $0 $0 $0 $0 Other (Please Specify) Overhead Charges: Building R&M adjusted to reflect experience over several years ($149,210) $12,000 $0 $0
(137,210)
627,121
10
Appendix 4

130300
Sanderson Centre Admin-Box Office
Removal of overhead charges, changes to volume of activity
130310
SC Management Board
No change
130400
Building Costs
Increase in contracted repairs - building to reflect historical activity
130500
Front of House
Reductions in bar and food sales volumes
130700
Season Marketing
Labour costs
130800
Sanderson Centre Shows
Reduction in historical rental revenue
130900
Sanderson Centre Presents
Inflationary pressures
11
Appendix 6
663,952 670,592 627,121

1 Restructured Rental Fees (final year of phase in) 2 Increase hourly labour rates by $0.50 3 4 5 6 0 0 0 0
Budget Reduction Amount 8,700 5,500 -

1 2 3 4 5 0 0 0 0 0
14,200
12
Appendix 6

1 Increase hourly labour rates by an additional $0.50 2 Trade Show Reduction 3 4 5 0 0 0 5,500 2,200 7,700 21,900
13
Appendix 6a
Base Budget Impact of Proposed Fee Increases 1) Title: Restructured Rental Fees (final year of phase in)
Effective Date: July 1 Description: A comprehensive rate review was conducted by the Sanderson Centre Board in 2009. Increases for returning renters are being phased in over three years beginning July 1, 2010 to reduce the impact on long-term clients. The January - June period will continue implemention of the second phase of increases for renters while the July to December period will be the final phase of the increases.
Implications: Eligibility for the current "Non-Profit" rate has now been restricted to charitable organizations. A number of small businesses previously receiving these discounts will be required to pay a higher "non-commercial" rental rate. There is the possibility that some of these local businesses will no longer be able to afford use of the theatre resulting in a loss of rental income.
Business Unit/ Object 130800.1602 - Rentals Code: Net Municipal Reduction: $8,700 Revised Budget: $145,100
14
Appendix 6a
Base Budget Impact of Proposed Fee Increases 2) Title: Increase hourly labour rates by $0.50
Effective Date: July 1 Description: Stagehand and front of house personnel charged to rental events are billed at a flat rate inclusive of benefits and payroll costs. A $0.50 increase is 2.2% of the base stagehand rate. Increase is effective July 1.
Implications: This is an annual increase timed to coincide with the end of each programming season and to negotiated wage increases for stagehands under the IATSE contract. Labour costs remain significantly lower than most unionized theatres and lower than many non-unionized theatres in Ontario.
Business Unit/ Object 130400.1731 - Billable Recoveries from Public $3,500->($222,793) Code: 130500.1731 - Billable Recoveries from Public $2,000->($76,060) Net Municipal Reduction: $5,500 Remaining Budget: $298,853
15
Appendix 6c
Impact of Non Recommended Budget Reductions 1) Title: Increase hourly labour rates by an additional $0.50
Description: Labour rates are scheduled to increase each year on July 1.Since 2009 this increase has been $1 per hour each year. For 2012, a lower increase of $0.50 was proposed. The $0.50 per hour increase would be a 1.7% to 2.6% increase in labour costs to renters. If the higher $1 per hour increase is adopted, the increase would be between 3.4% and 5.2%.
Implications: Labour costs for non-commercial and charitable renters are frequently the largest single expense; higher than the rental rate or box office fees. Keeping the rate increase to one that more closely tracks the growth in labour costs was intended to limit the impact of fee increases on renters of the facility. One of the department priorities for 2012 is to develop a local renter retention strategy. From discussions with our renters, the labour expenses are one of the factors that they struggle with when using the theatre. Imposing an increase on this expense that is higher than inflation or cost of living rates may make it difficult for these renters to afford continuing use of the theatre.
Business Unit/ Object Code: 130400.1731 - Billable Recoveries from Public $3,500->($226,293) 130500.1731 - Billable Recoveries from Public $2,000->($78,060) Net Municipal Reduction: $5,500 Remaining Budget: $304,353
16
Appendix 6c
Impact of Non Recommended Budget Reductions 2) Title: Trade Show Reduction
Description: Trade show expenses relate to events attended where season events are marketed to targeted groups such as group tour operators or social clubs. In the past two seasons, the group sales market has recovered from recent drops in activity and revenue. The ongoing presence and marketing to specific businesses and individuals that is done through these trade shows has allowed us to benefit from this recovery. Trade shows also include our presence at public events such as fall fairs, senior shows and other community events.
Implications: The reduction being considered is an 18% reduction in participation in trade shows. This amount is approximately the amount saved by eliminating participation in the Norfolk Fair or a multi-day convention for the motor coach tour industry. Since each event we participate in has a different audience, any reduction in our presence is likely to result in missed opportunities to sell tickets.
Business Unit/ Object Code: 130700.4006 Trade Shows Net Municipal Reduction: $2,200 Remaining Budget: $9,753
17
Appendix 7

ITEM UNMET NEEDS 1 Audience Mapping - Market research 2 3 4 5 6 7 8 9 10 0 0 0 0 0 0 0 0 0
2012 NET COST 18,000 0 0 0 0 0 0 0 0 0
0 One Time 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Grand Total
18,000
18
Appendix 7a
2012 Justification of Unmet Needs 1) Title: Audience Mapping - Market research

One Time July, 2012
Description: For several years, there has been an unmet need for market research specific to the operations of the theatre. This gap has been partially filled in 2011 through a program administered by Community Cultural Impresarios (CCI) that the Sanderson Centre belongs to. Market segmentation data for Brant has been provided based on the 2006 census data. This report was generated at no cost to the theatre beyond the annual membership costs of CCI. The second phase of this market analysis involves mapping this market data with historical ticket sales data in order to identify specific demographics of our ticket buyers.
Justifications: The data generated by this project will benefit the theatre's operations in several ways. Programming can be better targeted to the demographics of the theatre. Gaps in programming can be identified and future changes to the programming mix can be considered in the context of this demographic data. Sale of advertising and sponsorships will benefit from the use of current market data in order to make a better case for advertising through the Sanderson Centre's resources. Targeted advertising and marketing can be improved with a better understanding of our existing and potential audiences.
Community Base Strategic Plan Goals: Excellence in Governance and Municipal Management Business Unit/ 130700.4102 - Professional Services Object Code: 2012 Net Municipal Cost: 2013 Net Municipal Cost: 18,000 0
19
2012 BUSINESS PLAN

Engineering and Operational Services Engineering Administration Parking Services
Link to Financials
Appendix 1 2012 Business Plan Engineering and Operational Services Engineering Administration
1.0
Mission Statement EngineeringAdministration

The Engineering Department is responsible for providing administration and technical support through the commitment to the delivery of programs and services associated with infrastructure and recreation in an effective and safe manner, resulting in improvements of the quality of life for the citizens of the City of Brantford. Parking Services To provide adequate affordable parking in a well maintained and secured environment as well as to provide responsible enforcement of the City of Brantfords parking bylaws.
2.0
Departmental Role and Business Unit Areas This department provides the administration support for the Engineering & Operational Services Commission. The department is administered through the General Manager and the Director of Fleet Services & Operations and reports to City Council through the Administration and Operations Committee of the Whole. The Departments current full time staff complement is 10.
Asset Management this Business Unit is responsible for the data management of LADR and Avantis, including GIS for the entire infrastructure of the City. It also includes modeling for the water and waste water systems. Administration this Business Unit is responsible for the administrative support for the Engineering & Operation Services Commission. Financial Coordination this Business Unit prepares and monitors the Engineering & Operational Services operating and capital budgets. Major services provided through these departments: Customer service to the residents of Brantford on Engineering Services Data management and GIS of the Citys infrastructure Support services for Environmental, Transit, Transportation, Parks and Recreation
Parking Services
PARKING
BY-LAW ENFORCEMENT
PARKING ADMINISTRATION
The Parking Services Department manages and maintains 3 surface lots and 1 parking garage in the downtown core. The total number of parking spaces is 220 for the surface lots and 950 in the parking garage (Market Centre Parkade). The Department manages all on street parking spaces numbering 480 in the downtown The Department is responsible for the enforcement of all City parking bylaws, both in the downtown and the remainder of the City as well as on private property. The current full-time staff complement includes the following: 1 Parking Administrative Assistant 1 Parking Bylaw Enforcement Officer The following are contracted to the Department: 5 Parking Bylaw Enforcement Officers 1 Office Personnel 3 Kiosk Personnel 2 Janitors 5 Security Personnel The following services are provided: 1. Parking Violation Enforcement 2. Private Parking Enforcement 3. Fine Payments and Collections 4. Administration of Market Centre Parkade and Surface Lots 5. Administration of on-street parking 6. Long Term and Short Term Parking Requirements
3.0
EngineeringAdministration
The primary customers or clients of the Department include: Design and Construction Environmental Services Brantford Transit Transportation Services Parks and Recreation Residents of Brantford
Parking Services The primary customers or clients of the Department include: The primary customers are corporations, downtown businesses, university students, residents of the City and internal and external staff. Private property owners are clients when dealing with parking violations.
4.0
Achievements in 2011 The following represents significant Actions and Initiatives undertaken in 2011 GOAL: MANAGING GROWTH AND ENVIRONMENTAL LEADERSHIP Actions/Initiatives
Assist in the location and design of new water facility to populate water model in 2012 On-going
Status
GOAL:

Received On-going On-going On-going On-going On-going
ESRI Canada Award of Excellence for Innovation in the field of G.I.S. National benchmarking initiative to manage water/storm/sanitary assets Emergency training exercises at the Emergency Operations Centre Tourism map for Brantford and Brant County Develop map layers for bus call-out GPS system used on all transit buses Maintain database of municipal assets including buildings, bridges, roads, storm sewer, sanitary sewer, and water
5.0
Engineering Administration Goal Managed Growth and Environmental Leadership Trends Aging infrastructure and new infrastructure associated with the increase in growth of the City. Challenges Maintaining the existing infrastructure with limited resources while the Citys infrastructure continues to increase as the City grows. To be able to make better decisions through maintaining the asset management database with current and accurate information
Goal Excellence in Governance and Municipal Management Trends Customer service inquiries from both the public and Council are increasing. Insurance claims within the City are increasing. Challenges To be able to respond to the increased number of inquiries in a timely manner and with current staff levels is challenging. The amount of time and resources needed to investigate insurance claims in a timely fashion is challenging. Parking Services Goal Excellence in Governance and Municipal Management Trends The Citys Value for Money Audit has put pressure on staff to deal with accountability and cash handling procedures with regard to existing processes at the Parking Administrative office. Challenges Currently the Parking Department is adhering to the recommendations of the Value for Money Audit however the current solution may be jeopardized in the future. Requires an additional full time office staff person to address this concern Goal High Quality of Life and Caring for All Citizens Trends Continuing growth and development in the downtown will increase the need for improved security and safety measures for patrons utilizing the downtown parking facilities. Challenges Demand for improved safety and security will require upgraded lighting of the facilities as well as improved monitoring through the installation of additional security cameras. Goal Managed Growth and Environmental Leadership Trends Demand for parking related to the growth and development in the downtown will require the addition of new parking facilities and better management of existing facilities by way of increased parking rates and encouraging alternative modes of transportation. Challenges Maintaining the structural integrity of the Market Centre Parkade will require capital investment in the future as the facility continues to require improvements. The completion of the downtown parking strategy will require significant investment to ensure downtown parking requirements are met for future development growth.
6.0
Financial Resource Information 2012 Budget Estimates 2012 Business Unit Financial Summary Appendix 2 2012 Base Budget Increases/Decreases Appendix 3 2012 Business Unit Variance Explanation Appendix 4 Reconciliation of Business Unit Budget Reallocation Appendix 5 Road Map to Achieve 2012 Base Budget Target of 1% - Appendix 6 Summary of 2012 Unmet Needs Appendix 7 2012 Justification of Unmet Needs Appendix 7a
7.0
2012 Departmental Priorities Funded from the Operating Budget City Council has confirmed its priorities through an update of the Citys Strategic Plan. The Citys Strategic Plan identifies the Communitys Vision, Goals, and Long-Term Desired Outcomes. The achievement of each of these components of the Strategic Plan is dependant upon the dedication of each of the Citys departments and the agencies funded by the City to focus their activities in this common direction. For 2012, this Department will focus its Strategic Actions/Major Initiatives on the following Goals of the Strategic Plan: Economic Vitality and Innovation High Quality of Life and Caring for All Citizens Managed Growth and Environmental Leadership Excellence in Governance and Municipal Management (Identify only those Goals included in your 2012 Departmental Priorities chart below)
The following is a prioritized list of the 2012 Departmental Priorities that the Department intends to undertake with the 2012 Operating Budget requested as part of this Business Plan: Engineering Administration 2012 DEPARTMENTAL PRIORITIES
Priority
Strategic Actions/Major Initiatives Continue to provide customer service to the public through the efficient management of programs and services Continue to provide the needed training of staff through education, seminars, conferences and workshops Continue to improve the effectiveness of program and service delivery through the continuing development of new technology Continue to support asset management for Citys entire infrastructure and assist Finance with PSAB reporting.
Strategic Plan Goal Excellence in Governance and Municipal Management Excellence in Governance and Municipal Management Excellence in Governance and Municipal Management Excellence in Governance and Municipal Management
Funding Source Incorporated into Operating Budget
Incorporated into Operating Budget Incorporated into Operating Budget
Operating & Capital Budgets
Parking Services 2012 DEPARTMENTAL PRIORITIES

Priority
Strategic Actions/Major Initiatives Assist in the implementation of the Downtown Master Plan as it relates to infrastructure and parking issues. Implement solutions to concerns raised from the Value for Money Audit as it relates to the segregation of duties within the Parking Departments office Implementation of the Downtown Parking Strategy
Strategic Plan Goal Managed Growth and Environmental Leadership Excellence in Governance and Municipal Management Managed Growth and Environmental Leadership
Funding Source Operating & Capital Budgets
Operating Budget
Operating & Capital Budgets
Appendix 2

Variance Inc/Dec(-)
501100 501510 501530 501540 501560 501570 501580 501590
ENGINEERING ADMINISTRATION PARKING SERVICES ADMIN BY-LAW ENFORCEMENT MARKET CTR. PARKADE LOT #1 DARLING ST. LOT #3 DALHOUSIE ST. LOT #4 WHARFE ST. LOT #7 HARMONY SQUARE LOT
2,022,979 136,042 (71,408) 272,047 (86,097) (6,814) 628 (22,968)
2,107,268 146,626 (40,894) 338,013 (87,493) (11,862) 130 (17,466)
1,187,409 96,253 (49,429) 324,310 (83,825) (5,500) 1,000 (11,500)
1,187,409 96,253 (99,429) 264,310 (93,825) (9,500) 500 (11,500)
1,199,643 15,360 (22,194) 269,050 (92,825) (9,000) 500 (13,200)
12,234 (80,893) 77,235 4,740 1,000 500 0 (1,700) 0
1.03% -84.04% 77.68% 1.79% 1.07% 5.26% 0.00% -14.78% 0.00% 0.98%
TOTAL
2,244,409
2,434,322
1,458,718
1,334,218
1,347,334
13,116
Appendix 3
Department/Commission: Engineering Admin & Parking Services

Mandatory increases due to new or changes to existing legislation Mandatory increases to staffing levels (complete on Appx 3a and 3b): Annual staff increases (App 3a) One Time staff increases (App 3b) $0 $0 $0
Increases in employee compensation Salaries: Benefits: $24,668 $17,518 $0
42,186
Contractual Obligations (only where a formal contract exists) Security Services Contracted Services Snow Removal $15,000 ($5,000) ($5,000)
5,000
Increases/Decreases for Utilities and Fuel Natural Gas/Electricity: Water/Sewer: Fuel: Telephone: ($1,500) $295 $20 ($2,000)
(3,185)
Appendix 3
Inflationary Increases Taxes paid on City Property Books - Reference $10,200 $500 $0 $0
10,700
Previously approved City Council Initiatives $0 $0
Service Delivery Efficiencies Contracted R&M Equipment Advertising - Print Photographic Supplies, Office Supplies, Paper Supplies Lease - Photocopiers Professional Services Building, Plumbing Material & Supply, Small Tools Salt & Sand Office Furniture Computer Software, Computer Hardware Travelling Expenses Clothing Parking Fines Printing, Copy Service Permits, Registration - Liens & Deeds ($650) ($26,438) ($5,000) ($550) ($500) ($725) ($500) ($250) ($1,500) ($500) ($50) ($50) ($3,050) ($250)
(40,013)
10
Appendix 3
Changes to Revenue Licenses and Permits Billable Recovery From Public Parking Stamps Special Permit Parking Bylaw Enforcement Fines $1,000 $10,000 ($1,000) ($6,000) $75,000
79,000
Removal of One-Time Amounts approved in the 2011 Budget $0 $0 $0 $0 Other (Please Specify) Overhead Charges: ($80,572)
(80,572)
1,347,334
11
Appendix 4

Business Unit # Business Unit Description Explanation of Increase or Decrease Increases in employee compensation. Removal of (10,000) from billable recovery from public to Property Management for Natural Gas rebate, reduce advertising-print by (26,438) from service delivery efficiencies, and various adjustments to better reflect actuals. Removal of overhead changes, increases in employee compensation and various reductions to better reflect actuals. Reduced revenue from bylaw enforcement fines to reflect actuals. Increases in employee compensation and security services, additional revenue from parking stamps. Increase in security service cost. Various small adjustments to better reflect actuals.
501100
ENGINEERING ADMINISTRATION
501510
PARKING SERVICES ADMIN
501530
BY-LAW ENFORCEMENT
501540
MARKET CTR. PARKADE LOT #1
501560
DARLING ST. LOT #3
Increase in Taxes paid on City Property
501570
DALHOUSIE ST. LOT #4
Increase in Taxes paid on City Property
501580
WHARFE ST. LOT #7
Not Applicable
501590
HARMONY SQUARE LOT
Increase in revenue from special permit parking, increase in Taxes paid on City Property.
12
Appendix 5


501100.1731

304101.1736
(10,000) Natural Gas Rebate should be in the Property Management budget
13
Appendix 6
1,334,218 1,347,560 1,347,334

1 2 3 4 5 6 0 0 0 0 0 0

1 2 3 4 5 6 7 8 9 10 0 0 0 0 0 0 0 0 0 0
14
Appendix 6

1 2 3 4 5 6 7 8 9 10 0 0 0 0 0 0 0 0 0 0 -
15
Appendix 7

ITEM UNMET NEEDS 1 Parking Administration Assistant 2 3 4 5 6 7 8 9 10 0 0 0 0 0 0 0 0 0
2012 NET COST 31,540 0 0 0 0 0 0 0 0 0
Grand Total
31,540
38,760
16
Appendix 7a
2012 Justification of Unmet Needs 1) Title: Parking Administration Assistant

Annual March 1, 2011
Description: The proposed additional staff at the Market Centre Parkade office will address the concerns raised in the City's Value for Money Audit conducted in 2005/2006. Since June of 2007 the Parking Manager has been located at City Hall, leaving only one City staff person to tend to the duties at the Market Centre Parkade. This new staff member will provide additional assistance in the following areas: 1. Provide customer service in the Parking Office dealing with counter service, updating monthly parking passes on all City lots and telephone inquires. 2. Prepare bank deposits, daily and weekly deposit sheets and closing and balancing daily cash receipts. 3. Pick up cash boxes and ensure paper levels are corrected at all Pay & Display machines located on City lots. 4. Responsible for training and supervising all contracted Bylaw Enforcement Officers. 5. Supervising all other contracted staff on site, including janitorial staff, kiosk staff and security staff. 6. Responsible for all health and safety issues and procedures. 7. This position would report directly to the Director of Fleet Services and Operations Justifications: The new permanent position within the parking office would complement the current Parking Administrative Assistant, as this would alleviate the concerns raised in the Value for Money Audit stating the fact that there is a lack of segregation of duties amongst current city staff. This would be the 5th year this position has been requested and only with a letter of understanding with CUPE City Hall unit has this position been filled on a temporary basis. The current compliment of contracted bylaw enforcement officers is 5. If this position is approved the number of contracted officers could be reduced to 4. The gross expenditure would be approximately 69,000, resulting in a full year net expenditure of approximately $38,760 per year. Community Base Strategic Plan Goals: Excellence in Governance and Municipal Management Business Unit/ 501510.2105 (Full Time Earnings) $44,820, 501510.2210 (Employee Benefits) $12,450, Object Code: 501530.4140 (Security Services) (25,730) 2012 Net Municipal Cost: 2013 Net Municipal Cost: 31,540 38,760
17
2012 BUSINESS PLAN

Engineering & Operational Services Design & Construction
Link to Financials
Appendix 1 2012 Business Plan Engineering & Operational Services Design & Construction
1.0
Mission Statement The Design and Construction Department is dedicated to providing excellence in governance, growth management, and environmental leadership through effective use of limited financial resources in managing the rehabilitation of aging infrastructure, providing guidance on land development, and administering the activities related to sediment and erosion control to offer high quality of life and caring for all citizens of Brantford.
2.0
Design & Construction 508150

Staff Establishment: 23.5 The Design and Construction Department is responsible for rehabilitation of existing infrastructure located within the road right of ways, as well as provide new infrastructure in industrial and residential subdivisions through development process. The department is also responsible for the administration and enforcement of Site Alteration Bylaw dealing with regulation of activities that have the potential to cause environmental degradation and/or damage or nuisance to neighbouring properties. Capital Construction Program Road, bridge, sidewalk, sewer and watermain design and construction projects Pavement maintenance and rehabilitation Infrastructure planning Railway crossings Environmental Assessment Studies
Industrial and Residential Development Program Northwest Industrial Area Braneida Industrial Park Technical review of development proposals Co-ordination of responses to development applications Inspection of public services for assumption
Site Alteration By-law Site Alteration By-law administration/implementation/permits/enforcement Manage uncontrolled soil erosion Mitigate against surface flooding and ponding Decrease detrimental effects to natural environment Help eliminate blockages/siltation or contamination of watercourses
3.0
Major Customers or Clients The primary customers or clients of the Department include: All residential and commercial/industrial property owners Environmental Services Transportation Services Public Works
The secondary customers or clients include: Residential, commercial/industrial and institutional sectors of the community requiring information and assistance with land development inquiries/activities. Building Services Planning Services Parks and Recreation
4.0
The following represents significant Actions and Initiatives undertaken in 2011
GOAL:

On going On going On going
Review of all residential, commercial and industrial land development applications Review of Site Alteration permit applications and issuance of permits Enforcement of Site Alteration Bylaw
GOAL:

Completion Fall 2012 Completion Fall 2012 Completion Fall 2012 Completion Fall 2012 Completion Fall 2012 Completion Fall 2012 Completion Spring 2013 Completion Spring 2013 Completion Spring 2012 Completion Spring 2012
Annual Roads Program Annual Intersection Improvements Annual New Sidewalk Program Annual Sanitary Sewer Replacements Annual Watermain Replacements Annual Road Resurfacing EA Study for Veterans Memorial Parkway and Clarence Street EA Study for Shellard Lane Detailed Design for underground infrastructure on Colborne and Dalhousie Streets in Downtown Master Plan Study for Stormwater Management
5.0
Departments Significant Trends and Challenges Emerging trends and challenges have an immediate and/or long-term impact on the nature of the administrative, operational, and financial aspects of the services provided by the Department. An awareness of these trends and challenges allows City Council and staff to monitor and react to them in order to take advantage of opportunities and minimize impacts so that the City can continue to provide quality services. The significant trends and challenges for 2012 and beyond are as follows: Goal Managed Growth and Environmental Leadership Trends Changing standards for new developments Uncontrolled soil erosion
Challenges Review and approval of land development applications that have impact of future operations of the city services. Manage disputes between private property owners related to stormwater and erosion matters.
Goal Excellence in Governance and Municipal Management Trends Aging infrastructure and new infrastructure associated with the increase in growth of the City. Customer service inquiries from both the public and Council are increasing. Insurance claims within the City are increasing.
Challenges Maintaining the existing infrastructure with limited resources while the Citys infrastructure continues to increase as the City grows. To be able to respond to the increased number of inquiries in a timely manner and with current staff levels is challenging. The amount of time and resources needed to investigate insurance claims in a timely fashion is challenging.
6.0
Financial Resource Information 2012 Budget Estimates 2012 Business Unit Financial Summary Appendix 2 2012 Base Budget Increases/Decreases Appendix 3 2012 Business Unit Variance Explanation Appendix 4 Road Map to Achieve 2012 Base Budget Target of 1% Appendix 6 Impact of Recommended Service Level Reductions Appendix 6b
7.0
City Council has confirmed its priorities through an update of the Citys Strategic Plan. The Citys Strategic Plan identifies the Communitys Vision, Goals, and Long-Term Desired Outcomes. The achievement of each of these components of the Strategic Plan is dependant upon the dedication of each of the Citys departments and the agencies funded by the City to focus their activities in this common direction. For 2012, this Department will focus its Strategic Actions/Major Initiatives on the following Goals of the Strategic Plan: Managed Growth and Environmental Leadership Excellence in Governance and Municipal Management

Priority
Implementation of Site Alteration Bylaw
Continue review and approval of land development applications
Continue with capital infrastructure rehabilitation program
Strategic Plan Goal Managing growth and Environmental Leadership Managing growth and Environmental Leadership Excellence in Governance and Municipal Management
Funding Source Incorporated in the Operating Budget
Incorporated in the Operating Budget
Capital Budget
Appendix 2

Variance Inc/Dec(-)
508150 DESIGN & CONSTRUCTION
121,737
99,346
835,370
983,370
1,042,753
59,383
6.04%
TOTAL
121,737
99,346
835,370
983,370
1,042,753
59,383
6.04%
Appendix 3
Department/Commission: Design & Construction

60,203
Annualization of new staff and services approved in the 2011 Budget Salaries (Site Alteration): Benefits (Site Alteration): $30,000 $40,180 $0 $0
70,180
Appendix 3
Inflationary Increases $0 $0 $0 $0 $0
Previously approved City Council Initiatives $0 $0 $0 $0
Service Delivery Efficiencies Registration - liens & deeds Courier Service, Shipping ($250) ($50) $0 $0
(300)
Changes to Revenue Licenses & Permits (Site Alteration) ($111,500) $0 $0 $0 $0
(111,500)
Appendix 3
Removal of One-Time Amounts approved in the 2011 Budget Contribution from Reserve Fund (Site Alteration) Office Furniture (Site Alteration) Staff Training & Development (Site Alteration) Consultative Services (Site Alteration) Other (Please Specify) Overhead Charges: Mastercard & Visa Charges (Moneris) $0 $1,000 $119,800 ($20,000) ($10,000) ($50,000)
39,800
1,000
1,042,753
Appendix 4

508150
Increase resulting from 1) Increases in employee compensation, 2) the addition of three new staff approved last year for site alteration, 3) the removal of one-time expenses related to the DESIGN & CONSTRUCTION set up and training of new site alteration staff, and 4) Reduction of percentage of full time earnings distributed to various capital projects from 70% to 65% to better reflect actuals.
10
Appendix 6
983,370 993,204 1,042,753
49,549

1 2 3 4 5 6 0 0 0 0 0 0

1 One Site Alteration Technologist Development Inspector Position 2 3 4 5 6 7 8 9 10 0 0 0 0 0 0 0 0 0
84,000 -
84,000
11
Appendix 6

1 2 3 4 5 6 7 8 9 10 0 0 0 0 0 0 0 0 0 0 84,000
12
Appendix 6b
Impact of Recommended Service Level Reductions 1)

Effective Date:
Title:
One Site Alteration Technologist Development Inspector Position
January 1, 2012
Description: The implementation of the Site Alteration By-law anticipated the hiring of 2 Development Inspectors. It is now estimated that the start up of the program in the late fall will result in an initial reduced volume of applications, and also that the 2012 program may be handled by one Development Inspector. An existing City position was revised to a Development Technologist which includes duties for the site alteration Bylaw, and the position will cover for any absence of the Development Inspector.
Implication of Recommended Service Level Reduction: Elimination of one of the Development Inspector positions should not impact the customer service requirements for the anticipated volume of permits. Any decrease in customer service due to unexpected volume would be addressed through City Council.
Business Unit/ Object Code: 508150.2105 (Full Time Earnings): ($66,000) 508150.2210 (Employee Benefits): ($18,000) Net Municipal Reduction: $84,000 Remaining Budget: $1,274,540
13
2012 BUSINESS PLAN

ENGINEERING AND OPERATIONAL SERVICES PUBLIC WORKS DEPARTMENT
Link to Financials
Appendix 1 2012 Business Plan Engineering & Operational Services Public Works Department
1.0
Mission Statement
To provide for the safe movement of vehicles and people on public roads through the City while adhering to the Provincial Maintenance Standards and to efficiently utilize resources and provide such services in the most efficient manor in accordance with the Municipal Act To provide facilities for the official collection, transmission and treatment of storm water and ground water run-off, and to ensure conveyance to an adequate receiving stream, all in compliance with provincial guidelines and the clean water act with the goal of protecting the property of those living in our community.
2.0
Departmental Role and Business Unit Areas The Public Works, Operations and Maintenance Dept. provides road maintenance services to ensure the road network is maintained for safe vehicular movement through road repairs, winter maintenance, sweeping, bridge maintenance, litter control and general guide rail repair. The department also maintains, repairs and replaces sidewalks throughout the City. Accessibility is provided to those that are disabled and seniors through a program that provides wheelchair ramps at intersections.
PUBLIC WORKS OPERATIONS AND MAINTENANCE
WINTER CONTROL
STORM & SANITARY SEWERS
SIDEWALK MAINTENANCE
UTILITIES & SPECIAL PROJECTS
ROAD MAINTENANCE
Staff Establishment: 63 WINTER CONTROL Providing plowing and salting maintenance to all City roads and selective walks in accordance with Provincial Standards and Council mandate
STORM AND SANITARY SEWERS Maintaining and cleaning the Citys network of sanitary and storm sewers in accordance with the clean water act
SIDEWALK MAINTENANCE Repair, replace, and maintain City sidewalks and wheelchair accessibility at intersection in accordance with the Citys accessibility plan
UTILITIES AND SPECIAL PROJECTS To provide for total restoration of utility cuts to City standards with full cost recovery To assist Engineering Department with special projects
ROAD MAINTENANCE To maintain the roads in safe working conditions in accordance with Municipal Act and Provincial Maintenance Standards
3.0
Major Customers or Clients Our major customers and clients are the residents of Brantford and visitors to our community and our neighbors downstream along the Grand River.
4.0
Achievements in 2011 WINTER CONTROL The winter of 2011 produced moderate amount of snow and ice. Provincial Maintenance Standards and Council Mandate have been attained. Successfully tested new equipment that resulted in efficiencies in snow plowing and salting. There has been greater success in defending claims against the City as a result of improved technology, data collection and management. STORM AND SANITARY SEWERS Summer storms producing heavy amounts of rain resulted numerous challenges for the Public Works Department in 2011. Public Works along with the Engineering and Clerks Department and Council worked to develop new programs to assist residents of Brantford to elevate ongoing flooding issues. The cleaning and maintenance programs for the sewer systems have assisted the department in reducing the amount of silt run-off into the canals, reducing the negative environmental impact. The programs also keep the sanitary mains in good clean condition in our attempt to reduce the number of main blockages and property damage. New technologies such as relining sewers has been successfully tested and has assisted Public Works in maintain our ageing infrastructure at a reduced cost. SIDEWALK MAINTENANCE Completed temporary repairs to over 2500 severe trips in the City and installed numerous wheelchair accessibility ramps at intersections, allowing the Public Works Department to continue with the Municipal Accessibility Plan Program and reducing liability issues with the walking public. Additional funding from the City Council has allowed for increase maintenance to deteriorating sidewalks in 2011.
UTILITY AND SPECIAL PROJECTS The program has been very successful in approving and restoring over 739 utility cuts to date. ROAD MAINTENANCE Provincial grants, funds were used to asphalt overlay streets that were deteriorating. Provincial maintenance standards have been obtained.
GOAL:

Ongoing
To continue with all maintenance activities such as road maintenance (garbage and litter collection), to provide the public and prospective investors with a clean well maintained municipality to invest in
GOAL:
Ongoing Ongoing
Over 6200 severe trips have been repaired Attained Provincial Maintenance Standards for all winter events utilizing R.W.I.S, G.P.S programs and annual training for staff Maintaining high standards of roadside maintenance and litter control Maintaining high standards of storm and sanitary sewer maintenance programs to reduce flooding and sanitary backups affecting our residents and attempting to reduce the possibilities of West Nile virus
Ongoing Ongoing
GOAL:

Ongoing
As the municipality grows the Public Works Department is attempting to reduce the amount of salt utilized in our winter programs with alternative products and processes (anti-icing, pre-wetting, utilizing computerized controls)
GOAL:

Ongoing
To provide effective and efficient services to the municipality for maintaining a quality of life standard for residents and visitors by continued research and development of various maintenance programs
5.0
Departments Significant Trends and Challenges To develop and maintain various programs to assist the Public Works Department in meeting standards set out by the Municipal Act, Clean Water Act, Provincial Maintenance Standards and Councils Mandate. No increase to operating budgets in 2011 and 2012 has resulted in day to day challenges. Other factors such as continuing growth in the south/west has added continued pressure on the Public Works Department. An aging work force in highly labor-intensified environment is resulting in increased injuries to employees. New legislations and increased pressure from Ministry of Labor and Ministry of Transportation has had impact on production and cost.
Goal Economic Vitality and Innovation 6.0 To provide for cost efficient maintenance programs through continued training, new products, and enhanced technology Maintain an acceptable quality of life for residents efficiently and at minimum cost.
Financial Resource Information 2012 Budget Estimates 2012 Business Unit Financial Summary Appendix 2 2012 Unavoidable Budget Increases/Decreases Appendix 3 2012 Business Unit Variance Explanation Appendix 4 Road Map to Achieve 2012 Base Budget Target of 1% Appendix 6
7.0
2012 Departmental Priorities Funded from the Operating Budget City Council has confirmed its priorities through an update of the Citys Strategic Plan. The Citys Strategic Plan identifies the Communitys Vision, Goals, and Long-Term Desired Outcomes. The achievement of each of these components of the Strategic Plan is dependent upon the dedication of each of the Citys departments and the agencies funded by the City to focus their activities in this common direction. For 2012, this Department will focus its Strategic Actions/Major Initiatives on the following Goals of the Strategic Plan: Economic Vitality and Innovation High Quality of Life and Caring for All Citizens Managed Growth and Environmental Leadership Excellence in Governance and Municipal Management (Identify only those Goals included in your 2012 Departmental Priorities chart below)

Priority

Repair and/or replacement of deteriorated City sidewalk in an effort to reduce potential litigation Repair Sanitary Sewers through the City of Brantfords Relining Program Meet Councils mandate for Provincial Minimum Maintenance Standards
Strategic Plan Goal

High quality of life and caring for all citizens Manage Growth and Environmental leadership High quality of life and caring for all citizens
Funding Source Operating /Capital Budget Sanitary Sewer Reserve Fund Operating Budget
1 2 3
Appendix 2

Variance Inc/Dec(-)
505050 505100 505150 505200 505250 505300 505350 505400 505450 505550 505650 505700 505750
WORKS DEPARTMENT ADMINISTRATION EXPENDITURE TO BE RECOVERED WORKS DEPARTMENT FACILITIES WINTER CONTROL STREET CLEANING BRIDGE MAINTENANCE SIDEWALK PATHWAYS AND CURB MAINTENANCE ROAD MAINTENANCE ROADSIDE MAINTENANCE WINTER MAINTENANCE SIDEWALKS STREET CUT RESTORATIONS/RECOVERY FLOOD CONTROL MAINTENANCE OF STORM SEWERS
586,528 (10,775) 506,548 1,827,595 527,781 13,168 276,354 1,009,760 232,833 253,843 (57,290) 15,125 701,172
631,334 (16,844) 471,360 1,456,099 524,642 14,161 349,208 1,086,157 278,811 183,202 (1,865) 49,617 785,522
649,352 (19,986) 497,459 2,239,527 468,608 10,262 292,111 1,051,603 247,918 337,045 (19,361) 20,530 736,297
649,352 (4,986) 527,459 1,889,527 483,608 15,262 283,111 1,051,603 247,918 352,045 (19,361) 14,530 736,297
683,358 (11,001) 530,643 1,800,272 489,460 14,860 326,199 1,112,742 252,015 311,727 (14,114) 18,289 771,673
34,006 (6,015) 3,184 (89,255) 5,852 (402) 43,088 61,139 4,097 (40,318) 5,247 3,759 35,376
5.24% -120.64% 0.60% -4.72% 1.21% -2.63% 15.22% 5.81% 1.65% -11.45% 27.10% 25.87% 4.80%
TOTAL
5,882,644
5,811,404
6,511,365
6,226,365
6,286,123
59,758
0.96%
Appendix 3
Department/Commission: Public Works

92,803
Contractual Obligations (only where a formal contract exists) Contracted Services - Winter Control Contracted Services - Winter Maintenance Sidewalks ($54,400) ($10,000) $0
(64,400)
Appendix 3
Increases/Decreases for Utilities and Fuel Natural Gas/Electricity: Water/Sewer: Fuel: Telephone: Diesel Fuel: ($5,000) $0 $0 $5,000 $0
Inflationary Increases Rental of Property Insurance Claims $100 $400 $0 $0
500
Previously approved City Council Initiatives Contracted Construction - Stormceptor Inspection/Cleaning $25,000 $0 $0 $0 $0
25,000
Service Delivery Efficiencies Diesel Fuel Rental of City Owned Equipment Expenditure to be Recovered - Contracted Services Advertising - Print Memberships & Subscriptions, Meals Small Tools Contracted Repairs & Maintenance Equipment ($9,020) ($12,500) ($400) ($3,000) ($1,525) ($100) ($500)
(27,045)
Appendix 3
Removal of One-Time Amounts approved in the 2011 Budget $0 $0 $0 $0 Other (Please Specify) Overhead Charges: Salt & Sand - To better reflect actual experience $0 $32,900 $0
32,900
6,286,123
10
Appendix 4

505050
WORKS DEPARTMENT ADMINISTRATION
Increases in employee compensation. Rental of equipment increased to reflect actuals.
505100
EXPENDITURE TO BE RECOVERED
Full time salary and benefits reduced to better reflect the business units where staff are performing work.
505150
WORKS DEPARTMENT FACILITIES
Not Applicable
505200
WINTER CONTROL
Increases in employee compensation. Salt & Sand increase offset by reductions in contract services and rental of City owned equipment to reflect actuals.
505250
STREET CLEANING
Increases in employee compensation.
505300
BRIDGE MAINTENANCE
Increases in employee compensation, reduced rental of City owned equipment to reflect actuals.
505350
SIDEWALK PATHWAYS AND Increases in employee compensation and increased rental of CURB MAINTENANCE City owned equipment to reflect actuals.
505400
ROAD MAINTENANCE
Full time salary and benefits increased to better reflect the business units where staff are performing work.
505450
ROADSIDE MAINTENANCE Increases in employee compensation.
505550
WINTER MAINTENANCE SIDEWALKS
Full time salary and benefits reduced to better reflect the business units where staff are performing work and decrease in contracted services to better reflect actuals.
505650
STREET CUT Increases in employee compensation. RESTORATIONS/RECOVERY
11
Appendix 4

505700
FLOOD CONTROL
Increases in employee compensation and increased rental of City owned equipment to reflect actuals.
505750
Increases in employee compensation and increased diesel fuel MAINTENANCE OF STORM to reflect actuals. Addition of Stormceptor Inspection/Cleaning SEWERS program.
12
Appendix 6
6,226,365 6,288,629 6,286,123

1 2 3 4 5 6 0 0 0 0 0 0

1 2 3 4 5 6 7 8 9 10 0 0 0 0 0 0 0 0 0 0
13
Appendix 6

1 2 3 4 5 6 7 8 9 10 0 0 0 0 0 0 0 0 0 0 -
14
2012 BUSINESS PLAN

Engineering and Operational Services Transportation and Traffic Services Brantford Transit
Link to Financials
Appendix 1 2012 Business Plan Engineering and Operational Services Transportation Services
1.0
Mission Statement
Transportation and Traffic Services To be leaders in the development and application of transportation technology that provides safe and efficient movement of people and goods within the City of Brantford. Brantford Transit To provide a proactive, modern, safe, reliable, efficient and cost effective transit service, which improves the quality of life for all residents.
2.0
Transportation and Traffic Services

This department reports to Council through the Committee of the Whole. Transportation Service budget includes a staff of two (2) full-time employees and no part-time employees. The Engineering Administration budget includes the staff time for four (4) additional full-time employees (including the Director of Transportation Services), and approximately 4,200 part-time hours that are responsible for activities in this department. Traffic Services budget includes seven (8) full-time staff (including the Traffic Service Manager) and 700 hours of part-time (summer) employee located in the Public Works yard on Henry Street.
TRANSPORTATION SERVICE
STREET LIGHTING
TRAFFIC
TRANSPORTATION
The following is summary of the services provided through these departments: Work in co-operation with the City of Brantfords Public Works Department to plan, design and install traffic control devices (Traffic signals and signs) and administering pavement markings contracts for 275 km of pavement markings along roadways, 413 stop bars, 100 crosswalks and 136 signalized intersection Provide sign manufacturing services for various city departments such as tourism and transit and special events on an as needed basis In a typical year the traffic department respond to 1300 work orders for traffic signals (including emergency call outs, annual testing and maintenance) and 920 work orders for signs and markings Liaise with Brantford Police, School Boards, Brant County Health Unit and Railway authorities to improve safety and efficiency of the transportation system for all users Conduct safety and traffic studies to develop plans for counter-measures (such as traffic control, road design, speed zones, street lighting), in areas of high collisions
Responsible for the development of parking control and traffic control bylaws Provide comments to Planning and Subdivision Departments with respect to site plan and rezoning applications, which will impact road safety Prepare pavement markings and traffic control plans to the Design and Construction Department for construction staging and road design projects Develop and monitor policies with respect to traffic control, on-street parking, and neighbourhood traffic management Maintain 30 km of hard wire and wireless communications network associated with 80% traffic signal control system and develop traffic timing plans for 136 traffic signals in the City of Brantford Inspect and test each of the 136 signalized intersections once per year as per the Minimum Maintenance Standards, and test 136 conflict monitors twice each year Design, implement, and maintain 10,000 street lights in co-operation with Brantford Power In 2011 it is expected that there will be some 1500 streetlight work orders issued to Brantford Power, which strives to respond within 7 to 14 working days, with priority for locations with 2 or 3 consecutive streetlights outages
Brantford Transit
This department reports to Council through the Committee of the Whole. In 2012, Brantford Transit will operate 357 days per year (6,390 service hours), using thirty-one (31) transit buses, which are all low floor accessible units. During afternoon peak period when schools are open, twenty (22) buses are required to operate the nine (9) fixed routes and seven (7) specials. The following chart shows the staff structure for Brantford Transit, which includes the following 52.3 full-time employees; 14,000 hours of part-time bus drivers and 3,760 hours of part-time staff at the Transit Terminal. One Transit Manager One Driver Trainer One Senior Inspector and five full-time Inspectors Forty-four (44) full-time drivers One Marketing Co-ordinator who spends one third of their time on transit and the remainder on Engineering Marketing
BRANTFORD TRANSIT ADMINISTRATION
CITY ROUTES
TRANSIT ADMINISTRATION
Staff Establishment: 52.3
MARKETING
In the 2011, Brantford Transit introduced the following enhancements to transit service: Continued the UPASS agreement with Wilfrid Laurier University Student Union for five years to permit WLU/Nipissing university students to have unlimited access to the transit system funded through their tuition fees each term up to and including to include the 2013/14 school year Installed GPS units on all transit buses to enable real-time information on bus location to assist inspectors and customers with accurate information on bus scheduling. Installed cameras and recording devices on all buses to improve employee and customer safety Continue the systematic replacement of old and faded bus stop signs to provide a better customer service and consistent marketing. Improvements to bus stop platforms to improve accessibility. Funding for the service enhancements used funds provided by through the federal and provincial gas tax reserves
The following is a summary of the 2012 schedule, which will provide 76,149 bus-hours within the City of Brantford, using 22 buses during the peak periods: Half-hour service on nine (9) fixed routes during the weekdays and Saturdays between 6:00 a.m to 6:30 p.m. Hourly service on five (5) fixed routes in evenings (6:30 p.m. to 1:00 a.m.) Monday to Saturday Hourly service on five (5) fixed routes on Sundays and Civic Holiday and Boxing Day (8:30 a.m. to 6:30 p.m.) North West Industrial Area (NWIA) is provided transit service nineteen times (19) times daily Monday to Saturday and ten (10) times/day on Sunday as follows: o Monday to Saturday, including six (6) times via Route 8 (Holmedale/Mayfair) in the morning each half hour from 6:00 a.m. to 8:00 a.m. and at 6:00 p.m. o Six times (6) times in the evening via the #11 West Brant-Holmedale route hourly between 6:30 p.m. and 11: 30 p.m. o Seven (7) express special including one at 6:30 a.m. and one every half hour from between 2:00 p.m. and 5:00 p.m., and one special at 10:30 p.m. o Ten (10) hourly trips on Sundays beginning at 8:30 a.m. and continuing until 5:30 p.m. The North East (Braneida) Industrial area is also provided transit service as follows: o From Monday to Friday on a half hour frequency via route #9 (Echo Place) from 6:00 a.m. to 6:00 p.m. and a 7:30 a.m. express special; o Hourly service via Route #14 (Echo Place-East Ward) Monday to Saturday from 6:30 pm to 11:30 p.m. o Hourly on Sundays from 8:30 a.m. to 5:30 p.m. There are four (4) school specials operating during the weekdays, one for three hours in the morning and three for two hours in the afternoon There are four (4) other specials which operate all year long on weekdays, one for three hours in the morning, two for two hours, and one for three hours in the afternoon There is no transit service on nine (9) statutory holidays including New Years Day, Family Day, Good Friday, Easter Sunday, Victoria Day, Canada Day, Labour Day, Thanksgiving Day, and Christmas Day Transit charters are available for travel within the city limits to public and other departments in the City of Brantford on an hourly cost basis, subject to availability Transit services are also provided at no cost to users, when approved by Council, for certain community events such as Canada Day Shuttles, Earth Day Events, Remembrance Day for those wearing poppies traveling to/from the memorial service.
All buses operate from the transit terminal located at 64 Darling Street, which provides Bcard passes and multi-ride media sales to customers of Brantford Transit and tickets for Greyhound bus lines, during the following hours: Monday to Friday between 6:00 a.m. and 7:00 p.m. Saturdays between 8:00 a.m. and 1:00 p.m. Closed on Sundays and all Statutory holidays when there is no transit service Brantford Transit also provides driver-training services for operators of city vehicles in the Engineering, Public Works, Parks and Recreation Commission. This includes the following training programs: Driver Licences for class C, D and A licences Defensive driving Smart driver (fuel efficient driving techniques) SkilForm training (for drivers who serve people with disabilities) Z (Air brake) endorsement 3.0 Major Customers or Clients Transportation and Traffic Services The primary customers or clients of the Department include: Residents of Brantford Planning Department Design and Construction Public Works Traffic Department Brantford Transit Disabled residents of Brantford External transportation agencies (MTO, Transport Canada, CN and SO Railways)
Brantford Transit The primary customers or clients of the Department include: All residents and/or workers located within the boundaries of the City of Brantford Charter services available within the boundaries of the City of Brantford Service provided without charge through City Council direction to special events (in 2011 this included the, Canada Day, Earth Hour event at Harmony Square, Walter Gretzky Ball Hockey Tournament, Remembrance Day for those wearing poppies to/from the Memorial Services), New Years Eve Personnel from Transit, Parks and Recreation, Public Works requiring driver training for their employment
4.0
Transportation and Traffic Services

The following represents significant Actions and Initiatives undertaken in 2010:
GOAL 2: HIGH QUALITY OF LIFE AND CARING FOR ALL CITIZENS Actions/Initiatives
Expansion Bus for Operation lift Improvements to traffic signal system
Status
One to be purchased in 2011 Infrastructure upgrades at: West/Galileo; Dunsdon/Memorial; King George/Kent; King George/St Paul; New IPS at Fairview/Brier Park Install pedestrian countdown timers at Dalhousie/Market; St Paul/Terrace Hill; Fairvie/Zehrs; Fairview/Brier Park Installation to be completed Fall 2011 Continuing through 2011
Implementation of pedestrian countdown timers at up to 4 locations in the city to improve accessibility Add audible traffic signals at nine locations in the city as recommended by BAAC Assist City Fire Department with implementation of traffic signal emergency pre-emption system to improve response times
GOAL 3: MANAGING GROWTH AND ENVIRONMENTAL LEADERSHIP Actions/Initiatives

Transportation Master Plan Update in conjunction with the Official Plan Review identifying a long term plan to reduce dependence on vehicle for travel in the City of Brantford Work with other levels of Government to improve Regional Transportation links:); Involvement with Cambridge and Guelph on the interregional transportation initiatives. Streetlighting infrastructure Upgrades in cooperation with Brantford Power in the Brantwood area Improvements to the traffic signal system communications and installations Implementation of measures to improve pedestrian safety including Traffic calming, countdown timers and pedestrian crossing markings
Status
Implementation of recommendations: Implementation of cycle route signage EA issued for VMP/Clarence Street corridor Ongoing participation and Public meetings. And Municipal Advisory Committee.
Completion in the Fall of 2011
Replacement of aging underground replaced with wireless is ongoing in 2011 Install audible signals at various locations and undertake corridor analysis for traffic signal improvements
Transit
The following represents significant Actions and Initiatives undertaken in 2011 GOAL 2: HIGH QUALITY OF LIFE AND CARING FOR ALL CITIZENS Actions/Initiatives
Real-time bus information to assist scheduling Install cameras on all buses to improve operator and customer safety Transit service to Medical centre in Northeast
Status
Operational in January 2011 Implementation in September 2011 Implemented in January 2011
GOAL 3: MANAGING GROWTH AND ENVIRONMENTAL LEADERSHIP Actions/Initiatives

Undertake transit routing review Purchase Run Cutting software to assist in scheduling Additional Conventional Transit bus purchased to provide improved service reliability Undertake Transit terminal Site Selection Study Transit bus stop upgrades
Status
Completion in 2011 Implemented in November 2011 To be delivered in Fall 2011 To be completed in early 2012 Ten locations completed in 2011; on-going for next four years
5.0
Departments Significant Trends and Challenges Transportation and Traffic Services Goal High Quality of Life and Caring for All Citizens Trends Increasing development and activity in the Downtown area will lead to increased traffic activity in all modes of travel (auto, pedestrians, cyclists and transit), requiring additional measures to ensure safety and security for all road users
Challenges Demands for streetlighting in the downtown area that improves security, requires additional capital investment for implementation and increased operating costs for power and on going maintenance Cost effectively improving accessibility to traffic signals for those with disabilities including access to pedestrian pushbuttons and audible signals Improving safety for all road users through examination of critical areas and providing traffic calming measures, pedestrian count down timers, signage and pavement markings where appropriate
Goal Managed Growth and Environmental Leadership
Trends Expansion of the City of Brantford development to the extreme northwest, southwest, and northeast is straining the ability of existing traffic control system to communicate with traffic signals Aging infrastructure for both traffic signal system and street lighting Additional traffic (vehicular, cyclists and pedestrian), as well as requests from the public and Council is resulting in need for additional traffic control and street lighting infrastructure (signs, signals, and lights) Expected boundary adjustments will increase inventory of traffic and street lighting equipment and need for expanded communications
Challenges To maintain a cost effective traffic signal signage, pavement markings, and street lighting system requires additional operating funding and capital funding To keep up with technology changes to traffic control system requires replacement of control and testing equipment every seven (7) to ten (10) years Additional training required to keep traffic and street lighting technicians current so that they can perform design, maintenance, and installation work Adjusting and excluding traffic signal timings for increasing number of traffic signals and for changing conditions along major corridors requires staff to work beyond normal office hours
Transit Goal High Quality of Life and Caring for All Citizens Trends The Accessibility for Ontarians with Disability Act (AODA) has issued Transportation Standards that will impact the operations of all conventional and specialized transit properties in the province Ontario Human Rights rulings require transit properties to implement bus stop calling Increasing need for security for operators and customers on buses
Challenges Provide a cost effective transit system that allows all citizens equal opportunities for its use Provide cost effective security for customers and staff
Goal Managed Growth and Environmental Leadership Trends Growth in employment in the northwest, in the northeast, as well as residential growth in the southwest which needs to be included in the transit service area Provincial legislation which will encourage higher densities and improvement to transit accessibility for all users Aging transit infrastructure including buses and terminal facilities Increasing costs and benefits for transit operators, as well as for operation of transit vehicles Increased transit demands from growth in WLU enrollment
Challenges To provide cost effective transportation which is accessible to all users and can accommodate the growth in service area expected with the boundary adjustments Maintain a fleet in good operation to serve all residents Respond to requirements of the proposed Transportation Standards developed under the Accessibility for Ontarians with Disabilities Act Improve marketing skills/techniques to increase transit usage among the choice riders to minimize environmental impacts and to keep pace with the increased density of land uses over the next 5 to 10 years
6.0
Financial Resource Information 2012 Budget Estimates 2012 Business Unit Financial Summary Appendix 2 2012 Base Budget Increases/Decreases Appendix 3 2012 Business Unit Variance Explanation Appendix 4 Road Map to Achieve 2012 Base Budget Target Appendix 6 Impact of Recommended Service Level Reductions Appendix 6b Impacts of Non Recommended Service Level Reductions Appendix 6c Summary of 2012 Unmet Needs Appendix 7 2012 Justification of Unmet needs Appendix 7a
7.0
2012 Departmental Priorities Funded from the Operating Budget Transportation and Traffic Services The City of Brantford Strategic Plan identifies the Communitys Vision, Goals, and LongTerm Desired Outcomes. The achievement of each of these components of the Strategic Plan is dependant upon the dedication of each of the Citys administration and the agencies funded by the City of Brantford to focus their activities in this common direction. For 2012, this department will focus its Strategic Action and Major Initiatives on the following Goals of the Strategic Plan: High Quality of Life and Caring for All Citizens Managed Growth and Environmental Leadership
Priority
Strategic Actions/Major Initiatives Provide funding to allow Operation Lift to upgrade existing bus fleet Upgrade traffic signal and communication system
Upgrade street lighting system with Brantford power
Strategic Plan Goal High quality of life and caring for all citizens Managed growth and environmental leadership Managed growth and environmental leadership Managed growth and environmental leadership
Funding Source Gas tax reserves
Capital
Funded Capital
Replacement of LED traffic signals
Operating budget and Minor Capital
Transit The City of Brantfords Strategic Plan identifies the Communitys Vision, Goals, and Long-Term Desired Outcomes. The achievement of each of these components of the Strategic Plan is dependant upon the dedication of each of the Citys administration and the agencies funded by the City of Brantford to focus their activities in this common direction. For 2012, this Department will focus its Strategic Action and Major Initiatives on the following Goals of the Strategic Plan: Economic Vitality and Innovation; High Quality of Life and Caring for All Citizens; Managed Growth and Environmental Leadership; Excellence in Governance and Municipal Management. The following is a prioritized list of the 2012 Departmental Priorities that the Department intends to undertake with the 2012 Operating Budget requested as part of this Business Plan: 2012 DEPARTMENTAL PRIORITIES
Priority
Strategic Actions/Major Initiatives Improve accessibility to all users Introduce Next Bus Arrival Smart phone system to improve customer service and ridership Increase frequency of energy efficient accessible transit on regular routes Improve security for users and staff
Strategic Plan Goal
Funding Source Operating and transit capital Capital Budget and Gas Tax reserves Capital Budget and gas tax reserves Capital Budget and Gas tax reserves Capital Budget and Gas tax reserves
Implementation of the Design and Construction of the Transit Terminal
High quality of life and caring for all citizens High quality of life and caring for all citizens High quality of life and caring for all citizens High quality of life and caring for all citizens Managed Growth and Environmental Leadership
10
Appendix 2

2009 Actuals Number Business Unit Description 502505 TRANSIT GENERAL & ADMIN 502510 INSPECTION 502515 CITY ROUTES 502520 TRANSIT CHARTERS 502530 TERMINAL 502535 SHELTERS 502540 MARKETING 503500 TRANSIT SERVICE - DISABLED TOTAL TRANSIT 503150 TRANSPORTATION SERVICE ADMIN 503200 STREET LIGHTING 503400 MTCS OPERATION & MTCF 506100 TRAFFIC ADMINISTRATION 506200 DETOURS 506300 STREET MARKING 506400 SIGNS 506450 STREET-WIDE BANNER PROGRAM 506500 SIGNAL LIGHTS
2010 Actuals
2011 Budget
2012 Budget
Variance Inc/Dec(-)
$
394,591 326,329 3,179,183 (12,873) 93,003 (20,592) 53,964 1,167,206 5,180,810 0 986,518 100,906 204,131 20,320 121,299 239,720 (998) 448,145 2,120,042
$
416,450 330,695 2,940,152 (12,555) 94,778 (25,769) 44,078 1,219,022 5,006,851 0 1,098,269 96,561 200,889 19,500 130,465 251,818 (746) 508,663 2,305,419
$
285,904 359,298 2,891,175 (12,000) 85,401 (25,000) 59,924 1,303,439 4,948,141 330,263 1,222,147 99,814 210,261 17,507 140,000 280,292 0 485,526 2,785,810
$
333,064 359,298 2,941,175 (12,000) 95,401 (25,000) 59,924 1,303,439 5,055,301 320,263 1,132,147 99,814 213,161 17,507 130,000 265,092 0 505,526 2,683,510
$
333,443 376,118 2,968,589 (12,000) 93,631 (25,000) 58,704 1,316,473 5,109,958 344,398 1,180,799 107,709 220,080 16,965 135,000 280,509 0 532,193 2,817,653
$
379 16,820 27,414 0 (1,770) 0 (1,220) 13,034 54,657 24,135 48,652 7,895 6,919 (542) 5,000 15,417 0 26,667 134,143
%
0.11% 4.68% 0.93% 0.00% -1.86% 0.00% -2.04% 1.00% 1.08% 7.54% 4.30% 7.91% 3.25% -3.10% 3.85% 5.82% 0.00% 5.28% 5.00%
11
TOTAL TRAFFIC & TRANSPORTATION SERVICES
TOTAL
7,300,852
7,312,270
7,733,951
7,738,811
7,927,611
188,800
2.44%
Appendix 3
Department/Commission: Transportation Services

Increases in employee compensation FT Salaries: Benefits: Part time Salaries Casual Operators Salaries Voluntary unpaid days off $151,902 $81,898 $3,818 $3,409 ($1,600)
239,427
Contractual Obligations (only where a formal contract exists) Pavement Marking Contract Increase Operation Lift Contract Increase $5,000 $13,034
18,034
12
Appendix 3
Increases/Decreases for Utilities and Fuel Natural Gas/Electricity: Water/Sewer: Fuel: Telephone: $41,000 $2,035 $0 $1,380 $0
44,415
Inflationary Increases Rental of City Owned Vehicles/Equipment - Fleet (2.5%) CUTA Membership Payments to Other Departments for Locates Service Contracted R&M Building/Equipment/Data Line Charges (Traffic) Data Line Charges (Transit) Maintenance/Office Supplies/Safety Supplies/Software Support $64,159 $1,000 $1,000 $5,200 $2,000 $400
73,759
Previously approved City Council Initiatives Additional Bus for Transit (Expansion) Gas tax to offset additional cost for Fleet and Operators for Saturday and South West service Gas tax to offset increase in cost for additional inspector Gas tax to offset increase cost for real time scheduling/Next Stop Announcement (Data Line Charges) $104,448 ($19,216) ($7,201) ($2,000) $0
76,031
13
Appendix 3
Service Delivery Efficiencies Reduce Office Supplies, Equipment (Transit) Reduce Uniform Cost Printing in Transit Marketing Contracted Service/Rentals Fund Audible Signal Improvements from Minor Capital Professional Services ($1,750) ($5,026) ($2,000) ($2,570) ($10,000) ($1,000)
(22,346)
Changes to Revenue Transit Fares Terminal Rental Revenues UPASS (Laurier) Revenue Other Departments for Signs and Signals Recovery form MTO for Signal Maintenance Recovery from Public for Signs and Signals ($235,300) ($5,000) ($29,470) $7,200 ($500) ($3,450)
(266,520)
Removal of One-Time Amounts approved in the 2011 Budget $0 $0 Other (Please Specify) Overhead Charges: Continuation of LED Traffic Signal Replacement Plan $0 $26,000 $0 $0
26,000
7,927,611
14
Appendix 4

502505
TRANSIT GENERAL & ADMIN Not Applicable
502510
INSPECTION
Additional salary and benefits for inspector moving through grid
502515
CITY ROUTES
Not Applicable
502520
TRANSIT CHARTERS
No change
502530
TERMINAL
Reduction in utility costs to reflect actuals
502535
SHELTERS
No change
502540
MARKETING
Reduction in Printing costs
503500
TRANSIT SERVICE DISABLED
Not Applicable
503150
TRANSPORTATION SERVICE ADMIN
Annual salary increases
503200
STREET LIGHTING
Increase in electrical costs for streetlighting
503400
MTCS OPERATION & MTCF Staff salary and benefit increase due to job re-evaluation.
506100
TRAFFIC ADMINISTRATION Annual salary increases; and increases in fleet costs
15
Appendix 4

506200
DETOURS
Reduction due to expected increase in recoveries from the public
506300
STREET MARKING
Increase in cost for pavement marking contract
506400
SIGNS
Reduced revenue from other departments for sign making
506450
STREET-WIDE BANNER PROGRAM
No change
506500
SIGNAL LIGHTS
Increased cost for replacement of LED traffic signals
16
Appendix 6
7,738,811 7,816,199 7,927,611
111,412
Proposed Fee Increases ( did not receive early approval)

1 2 3 4 5 0 0 0 0 0

1 Reduce Frequency of Conflict Monitor Testing in the Field 2 Discontinue City Route Maps with Tourism 3 4 5 6 7 8 9 10 0 0 0 0 0 0 0 0
5,000 4,500 -
9,500
17
Appendix 6

1 Reduction in After Hours Streetlight Investigations by 50% 2 Reduce the Number of LED Traffic Signals Replaced by 33% 3 Reduce Annual Pavement Marking by 25% 4 Reduce Sign Replacement by 50% 5 Reduce Number of Streetlights by 5.5% 6 7 8 9 10 0 0 0 0 0 5,000 16,830 33,750 4,000 45,000 104,580 114,080
18
Appendix 6b
Impact of Recommended Service Level Reductions 1) Title: Reduce Frequency of Conflict Monitor Testing in the Field
Effective Date: January 2012 Description: Conflict monitors at signalized intersections monitor the traffic signal displays, if there are conflicting displays (such as all greens, the intersection is put into an all way flash mode for safety reasons. Currently the City undertakes conflict monitor testing twice annually in the field as well as twice annual bench testing. Minimum Maintenance Guidelines require twice annual bench testing, however the guidelines do not specify that there should be two field tests annually.
Implication of Recommended Service Level Reduction: Each field test requires the City to hire police officers ($10,000 annually) to direct traffic while traffic crews test the signal operation. If the City reduced the frequency of the testing to once per year, this would reduce the cost of Police assistance to $5,000. This may not reduce revenues to the Police since this is done with on duty officers.
Business Unit/ Object Code: 506500.7030 (Charges from Other Departments) ($5,000) Net Municipal Reduction: $5,000 Remaining Budget: $27,000
19
Appendix 6b
Impact of Recommended Service Level Reductions 2) Title: Discontinue City Route Maps with Tourism
Effective Date: January 2012 Description: Will not produce large route maps with tourism.
Implication of Recommended Service Level Reduction: Reduced printing costs and consultative services. Individual size route maps will continue to be printed by Transit.
Business Unit/ Object Code: 502540.4104 (Consultative Services) ($2500); 502540.4080 (Printing) ($2000) Net Municipal Reduction: $4,500 Remaining Budget: $8,500
20
Appendix 6c
Impact of Non Recommended Budget Reductions 1) Title: Reduction in After Hours Streetlight Investigations by 50%
Description: Municipal standards require the municipality to carry out inspections of streetlight once per year. However, the City currently does the inspection twice annually. These inspections take place after hours and require overtime payments.
Implications: Reducing the frequency of inspections would reduce the overtime for staff and lower the operating budget. It would also lead to an increase in complaints from residents regarding streetlight outages and potential issues for local streets.
Business Unit/ Object Code: 503200.2115 (Overtime Earnings) ($5,000) Net Municipal Reduction: $5,000 Remaining Budget: $5,000
21
Appendix 6c
Impact of Non Recommended Budget Reductions 2) Title: Reduce the Number of LED Traffic Signals Replaced by 33%
Description: The LED traffic signals require replacement every 8 to 10 years as they become dimmer and out of warranty. The City prepared a plan in 2010 to systematically replace 8 to 10 locations each year before they reach eight or nine years of age using a combination of operating budget and minor capital budget. This will ensure that there will be fewer outages and emergency calls.
Implications: The budget allocated to LED replacement is $51,000 in 2012, which is a combination of minor Capital ($25,000) and Operating ($26,000). If one third less signals are replaced in 2012, there would be a savings of $16,830 taken from the Traffic operating budget, however it will be necessary to increase this budget in following years to catch up for the lower replacement to be undertaken in 2012.
Business Unit/ Object Code: 506500.3210 (Electrical Material & Supply) ($16,830) Net Municipal Reduction: $16,830 Remaining Budget: $63,170
22
Appendix 6c
Impact of Non Recommended Budget Reductions 3) Title: Reduce Annual Pavement Marking by 25%
Description: The city repaints all pavement markings each year for all major roads, signalized intersections and school crossings. Some residential areas are repainted once every two years.
Implications: Reducing the pavement markings contract by 25% would provide a savings of 33,750 in the annual operating budget. However, painting markings every two years in some areas may lead to confusion for drivers and potential safety concerns for vehicles and pedestrians/cyclists.
Business Unit/ Object Code: 506300.4106 (Contracted Services) ($33,750) Net Municipal Reduction: $33,750 Remaining Budget: $101,250
23
Appendix 6c
Impact of Non Recommended Budget Reductions 4) Title: Reduce Sign Replacement by 50%
Description: The new municipal maintenance standards require the City to test all 6700 critical roadway signs for reflectivity on an annual basis. Those signs that do not pass the threshold must be replaced. City staff completed the first annual reflectivity testing in 2011 and found that 7% of the signs do not meet the reflectivity criteria and must be replaced.
Implications: By replacing only 50% of the signs that do not meet the reflectivity criteria, the City would save approximately $4000; however it would be necessary to gradually make up for this in the next years as more signs may be added to the list that do not meet the criteria.
Business Unit/ Object Code: 506400.3205 (Construction Material & Supply) ($4,000) Net Municipal Reduction: $4,000 Remaining Budget: $35,300
24
Appendix 6c
Impact of Non Recommended Budget Reductions 5) Title: Reduce Number of Streetlights by 5.5%
Description: Reducing the number of streetlights operating in the City would reduce the energy costs.
Implications: Streetlights would need to be maintained on major streets and only reduced on minor streets. By reducing the number of streetlights by 5.5% (550 streetlight) would produce a $45,000 energy savings.
Business Unit/ Object Code: 503200.3705 (Electricity) ($45,000) Net Municipal Reduction: $45,000 Remaining Budget: $805,000
25
Appendix 7

ITEM UNMET NEEDS 1 Increase hours at Transit terminal Kiosk 2 3 4 5 6 7 8 9 10 0 0 0 0 0 0 0 0 0
2012 NET COST 9,680 0 0 0 0 0 0 0 0 0
Grand Total
9,680
9,680
26
Appendix 7a
2012 Justification of Unmet Needs 1) Title: Increase hours at Transit terminal Kiosk
Annual Jan-12
Description: This will require an additional part time employee to expand hours for Kiosk on Saturdays (Now: 8 AM to 1 PM increase to 7 PM); add 4 hours on Sunday (Now it is closed on Sundays), and cover lunch breaks (Currently closed for one hour every day) .
Justifications: The expanded kiosk hours will improve customer service for transit riders as they will be able to purchase bus passes at times that are more convenient for them and will reduce the number of times the ticket sales office is closed when there are no staff available. This will require one additional part time staff (24 hr/wk) to cover vacations, days off and allow for expanded hours for kiosk (to 7PM on Saturdays and 5 hours on Sunday). To begin in January 2012.
Community Base Strategic Plan Goals: High Quality of Life and Caring for all Citizens Business Unit/ 502530.2110 (Part Time Earnings):$13,200; 502530.2210 (Employee Benefits): $1,980; Object Code: 502530.2115 (Overtime Earnings): ($500); 502515.1480 (Transit Fares & Tickets) ($5,000) 2012 Net Municipal Cost: 2013 Net Municipal Cost: 9,680 9,680
27
2012 BUSINESS PLAN

Engineering and Operational Services Environmental Services Department Water Division
Link to Financials
Appendix 1 2012 Business Plan Engineering and Operational Services Environmental Services Water Division
1.0
Mission Statement
The Water Division shall Provide both Residential and Commercial/Industrial/Institutional customers with an adequate and safe supply of potable water; Strive to ensure that the drinking water quality is consistently better than the Ontario Drinking Water Standards established by the Province of Ontario; Provide outstanding customer service; Support sustainable economic and population growth of the City; Encourage and promote the wise use of water; and Carry out operations in the most efficient manner possible so that the customers receive the maximum value for their money.
2.0
Departmental Role and Business Unit Areas The Water Division is responsible for production and supply of safe and adequate quantity of water to the customers. It is responsible for management and maintenance of water infrastructure and complying with Safe Drinking Water Act. It is also responsible for promoting water conservation. The staff complement in 2011 will consist of 41.33 full time employees in water treatment, distribution, water quality, purchasing, administration, and management. In addition, there are 10 employees in General Engineering and Design and Construction Departments who administer the construction/major replacement of water infrastructure, maintain infrastructure data and provide technical support. Major business units in the division are water treatment and maintenance, water distribution, water quality, administration and purchasing and water conservation.
Water Division Organizational Chart Water
Water Treatment and Maintenance
Water Distribution
Water Quality
Administration and Purchasing
Water Conservation

Water Treatment and Maintenance The plant is rated as a Class IV water treatment facility and contains the following treatment process units: Screening, coagulation, sand ballasted flocculation, sedimentation, chlorination, filtration, chloramination and fluoridation. Two water storage reservoirs are located in the plant. Three storage reservoirs, one booster pumping station and an elevated storage tank, located through out the City, are used to equalize water demand, to reduce pressure fluctuations and to provide reserves for fire fighting, power outages and other emergencies. The plant has a daily capacity of 100 MLD and is operated and maintained by the City staff in the Water Division. The plant is staffed 24 hours a day and seven days a week.
Water Distribution The Water Distribution System forms the conveyance tool for moving treated water from the treatment plant to storage reservoirs in the City and/or to the final user. The staff is dedicated to maintaining and repairing the distribution system and controlling the flow and quality of water moving through the pipes to the end user. They also provide public services such as inspection of new water services, pool fills etc. Maintenance of private residential condominium hydrants, various locate services and meter change-over program is delivered by this group. Distribution system related emergency response is provided 24 hours a day and 7 days a week. The design of distribution infrastructure renewal or extension is administered through the Design and Construction Division, with all design and inspection costs charged back to the Water Divisions budget. Water Quality The water quality staff continuously monitors water quality before it is discharged into the distribution system. This allows adjustment of the chemical and physical treatment processes throughout the operating day to insure the high water quality is maintained and Ministry of the Environment requirements are met. This group also responds to customer complaints. In addition, they investigate alternative treatment technologies to further improve the quality of water being produced at the Plant as well as to reduce treatment costs. In order to keep pace with the new regulations, the plant needs to purchase and upgrade monitoring equipment. Economical and efficient equipment are selected by testing for suitability to the plant conditions. Administration and Purchasing Purchasing of all equipment, spare parts, chemicals and services are managed according to the Citys purchasing policy. Water Conservation The Permit To Take Water (PTTW) issued by the Ministry of the Environment required the City to have the Water Conservation bylaw in place by June 1, 2003. The Permit also requires that the conservation measures to be implemented should correspond to the level I, II and III drought conditions confirmed by the Grand River Conservation Authority. Two students are used in summer months to patrol the City and educate residents about the watering restrictions. Educational materials are also provided through billing inserts, newspaper ads, radio ads, engineering calendar, Commission newsletter etc. Water conservation is promoted through rainbarrel sale program, demonstration garden and childrens water festival. The following services are provided by the Water Division to the City customers: 1. Supply water (on average 12,600 ML per year) for consumption; household, recreational and industrial use; and for fire fighting. 2. Maintain water distribution system (477 km of water main, 2,560 hydrants and 7,500 valves) and respond to emergency calls 24 hours a day and 7days a week. 3. Address water quality related enquiries, complaints and issues. 4. Provide services such as inspection of service leaks, repairing of frozen water mains, turning water on/off, allowing use of hydrants for pool fills and construction, inspection of new water service connections. On average 2,500 service orders are received annually. 5. Provide locate services for water, sanitary, storm, traffic, and hydro systems. On average 5,000 requests are serviced annually. 6. Maintain water meters through 15-year meter change-out program. 7. Provide billing and customer call center services to 32,500 water service connections.
3.0
Major Customers or Clients The primary customers or clients of the Department include: City customers who have a water account The Corporation of the County of Brant The secondary customers or clients include: The County of Brant residents in Cainsville, Powerline Rd and King George Rd who receive the City water supply
4.0
Achievements in 2011 The following represents significant Actions and Initiatives undertaken in 2011
GOAL:

In progress, construction began November 2008 and will be completed by December 2011. In progress, working with the GRCA and the Source Protection Committee to prepare the source protection plan. The Plan will be prepared by 2012. In progress, consultant working to update the water model and prepare feasibility study. Final report to be completed by Jan 2012. In progress. Implemented the program in 2008. 300 residents successfully replaced their private lead water service lines using this program by Aug 2011.
Design and construction of water treatment plant upgrades including addition of advanced oxidation and UV disinfection and replacement of filters and high lift pumping station Prepare Source Protection Plan.
Water Storage Facility in West Brant Feasibility Study Private Lead Water Service Replacement Program
5.0
Departments Significant Trends and Challenges Emerging trends and challenges have an immediate and/or long-term impact on the nature of the administrative, operational, and financial aspects of the services provided by the Department. An awareness of these trends and challenges allows City Council and staff to monitor and react to them in order to take advantage of opportunities and minimize impacts so that the City can continue to provide quality services. The significant trends and challenges for 2012 and beyond are as follows:
Goal High Quality of Life and Caring for All Citizens Challenges Address existing treatability issues given that the raw water quality from the Grand River is highly variable and severely impacted by upstream uses.
Goal Managed Growth and Environmental Leadership Challenges Increased construction material and fuel costs demand more funding. Support future growth through capital upgrades and water demand management As part of a multi-barrier approach to protecting drinking water, the Clean Water Act, 2006 focuses on the first barrier: source water protection. The legislation sets out the basic framework for communities to use a science based approach to protect their drinking water supplies. The City must work with the Source Protection Committee to prepare the Source Protection Plan with policies to reduce, manage, or eliminate these threats described in the Assessment Report. Source water protection is an essential barrier in addition to barriers such as treatment and monitoring in providing safe drinking water. The City has put in place adequate treatment and monitoring of drinking water. An effective first barrier, source water protection, is not in place due to activities such as raw sewage bypasses and animal farm operation discharges to the Grand River upstream of Brantford. To address this concern Brantford City Council forwarded a resolution to the MOE in May 2008 and May 2011. The City met with the Minister of Ministry of Environment at the 2011 AMO Conference and requested the following: The Ministry of the Environment 1. Take initiative in the development of a comprehensive watershed pathogen monitoring plan to identify sources that contribute significant levels of pathogens to the Grand River in the watershed and measure the seasonal variations in pathogen levels 2. Evaluate the results of the monitoring plan and take necessary actions to reduce the high pathogen levels in the Grand River upstream of Brantfords water intake 3. Take stronger actions to reduce spills to the Grand River and to develop immediate and long term action plans with implementation timelines to reduce raw sewage bypasses, manure spills and agricultural runoff. City staff will be working with the MOE to implement the above. Goal Excellence in Governance and Municipal Management Trends Since Walkerton, the Province has passed several new regulations including Safe Drinking Water Act, Drinking water systems regulation, Ontario drinking water standards, Operator and water quality analyst certification, laboratory licensing, Clean Water Act, Permit to take water regulation, Nutrient Management Act, and Sustainable Water and Sewage systems Act. Water operations must be licensed by 2010. One of the requirements for obtaining the license is preparation and implementation of Drinking Water Quality Management System (DWQMS). The City completed the DWQMS and also completed the preparation of the Financial Plan required to obtain the Drinking Water Licence. The application for this licencing of the drinking water system has been submitted to the Ministry of the Environment and the City is currently waiting to receive an external audit. Retirement of qualified managers, engineers and operators, especially, in Ontario.
Challenges Be in compliance with all existing regulations and prepare for anticipated regulatory changes. Find qualified managers, engineers and operators and retain them.
6.0
Financial Resource Information 2012 Budget Estimates 2012 Business Unit Financial Summary Appendix 2 2012 Base Budget Increases/Decreases Appendix 3 2012 Business Unit Variance Explanation Appendix 4 Reconciliation of Business Unit Budget Reallocation Appendix 5 Road Map to Achieve 2012 Budget Target of 1% Appendix 6

7.0
2012 Departmental Priorities Funded from the Operating Budget City Council has confirmed its priorities through an update of the Citys Strategic Plan. The Citys Strategic Plan identifies the Communitys Vision, Goals, and Long-Term Desired Outcomes. The achievement of each of these components of the Strategic Plan is dependant upon the dedication of each of the Citys departments and the agencies funded by the City to focus their activities in this common direction. For 2012, this Department will focus its Strategic Actions/Major Initiatives on the following Goals of the Strategic Plan: Economic Vitality and Innovation High Quality of Life and Caring for All Citizens Managed Growth and Environmental Leadership Excellence in Governance and Municipal Management
Priority
Strategic Actions/Major Initiatives Water and Wastewater Growth Needs Study
Water and Wastewater Rate Study, Public Consultation and Update of Financial Plan
Strategic Plan Goal Managed Growth and Environmental Leadership Excellence in Governance and Municipal Management High Quality of Life and Caring for all Citizens
Funding Source Water and Wastewater Development Charges
Water Treatment Reserve and Pollution Control Reserve Water Treatment Reserve
Private Lead Service Pipe Replacement Program
Abandon the old high lift pumping station and filter building
Managed Growth and Environmental Leadership
Water Treatment Reserve
Appendix 2

2009 Actuals Number Business Unit Description REVENUE 508510 TOTAL WATER OPERATIONS EXPENDITURE 508510 GENERAL ADMINISTRATION
DEBT PRINCIPLE AND INTEREST
2010 Actuals
2011 Budget
2012 Budget
Variance Inc/Dec(-)
(17,796,646)
(19,856,746)
(20,157,500)
(19,975,636)
(20,693,000)
(717,364)
-3.59%
3,621,281 18,066 2,244,306 1,329 637,589 351,628 279,515 60,181 429,834 131,519 0 111,632 61,908 1,125,465 371,173 192,126 197,567 10,614 761,997
3,597,477 23,590 2,009,010 251 704,689 171,696 292,609 52,357 522,867 166,628 0 136,902 51,070 1,081,242 289,874 171,735 212,987 13,302 755,378
3,887,458 1,735,099 17,247 2,379,355 1,441 688,178 200,000 294,838 54,107 585,900 185,154 0 119,468 54,500 1,030,943 387,489 96,451 217,770 10,808 694,730
3,775,683 1,735,099 17,359 2,570,453 1,600 671,314 240,000 304,838 56,000 434,900 185,800 0 119,468 58,500 1,034,702 391,625 82,228 206,324 10,808 728,068
3,837,182 2,112,599 12,256 2,718,758 500 695,572 0 390,034 54,000 563,900 181,800 15,000 119,717 57,400 1,089,679 395,919 84,600 206,918 6,408 816,815
61,499 377,500 (5,103) 148,305 (1,100) 24,258 (240,000) 85,196 (2,000) 129,000 (4,000) 15,000 249 (1,100) 54,977 4,294 2,372 594 (4,400) 88,747
1.63% 21.76% -29.40% 5.77% -68.75% 3.61% -100.00% 27.95% -3.57% 29.66% -2.15% N/A 0.21% -1.88% 5.31% 1.10% 2.88% 0.29% -40.71% 12.19%
508515 508520 508530 508540 508549 508550 508560 508570 508580 508590 508600 508610 508700 508730 508760 508790 508800 508950
RECOVERABLE EXPENDITURES WATER TREATMENT OPERATIONS MICRO HYDRO STATION EQUIPMENT MAINTENANCE BUILD'G FAULURE INSURANCE COSTS BUILDING MAINTENANCE GROUND MAINTENANCE MAINTENANCE OF RESERVOIRS RESIDUAL MANAGEMENT MARKETING-WATER WEEK RESEARCH & DEVELOPMENT WATER CONSERVATION & BACKFLOW MAINTENANCE OF MAINS & VALVES MAINTENANCE SERVICES LOCATES & MAINT. OF METERS MAINTENANCE OF HYDRANTS WATER CHARGES FROM OTH DPTS WATER ENGINEERING
TOTAL WATER TREATMENT EXPENDITURE TRANSFER TO RESERVES 508510 WATER TREATMENT 508950 WATER DISTRIBUTION TOTAL TRANSFER TO RESERVES
10,607,731
10,253,664
12,640,936
12,624,769
13,359,058
734,289
5.82%
4,988,915 2,200,000 7,188,915
6,903,083 2,700,000 9,603,083
4,641,564 2,875,000 7,516,564
4,475,867 2,875,000 7,350,867
4,033,942 3,300,000 7,333,942
(441,925) 425,000 (16,925)
-9.87% 14.78% -0.23%
TOTAL EXPENDITURE TOTAL WATER SECTION
17,796,646 0
19,856,747 0
20,157,500 0
19,975,636 0
20,693,000 0
717,364 0
3.59% N/A
Appendix 3
Department/Commission: Water Treatment & Distribution

2011 Council Approved Budget
Mandatory increases due to new or changes to existing legislation Mandatory increases to staffing levels (complete on Appx 3a and 3b): Annual staff increases (App 3a) One Time staff increases (App 3b) $0 $0 $0
Increases in employee compensation Salaries: Benefits: Part Time Earnings Overtime Payroll Burden Voluntary Unpaid Days Off $147,312 $90,893 ($400) ($3,000) ($3,766) ($17,924)
213,115
Annualization of new staff and services approved in the 2011 Budget New Treatment Operator (Class 3) - approved by Council Aug 2 New Treatment Operator Benefits $56,531 $12,879 $0 $0
69,410
Appendix 3
Contractual Obligations (only where a formal contract exists) Increase in chemical costs (LO X, ammonia gas, etc) Janitorial Services (for the new building addition) $86,419 $10,000
96,419
Increases/Decreases for Utilities and Fuel Natural Gas/Electricity: Water/Sewer: Fuel: Telephone: $96,615 $0 $0 $0 $0
96,615
Inflationary Increases Maintenance Supplies Contracted R&M Equipment Contracted R&M Building Increase in Rental of City Owned Vehicles/Equipment (2.5%) Advertising, Print and Radio Collection Charges Previously approved City Council Initiatives $0 $0 $0 $0 $3,800 $5,000 $5,000 $10,140 $5,000 $8,840
37,780
10
Appendix 3
Service Delivery Efficiencies Contracted Services Snow Removal Construction Material and Supply Miscellaneous (includes small items such as postage, supplies, safety supplies, photocopier lease, licences, disposal charges) Chemicals Data Com Line Charges ($15,500) ($7,000) ($5,000)
(39,100)
($4,000) ($4,000) ($3,600)
Changes to Revenue Projected Increase of $0.08 to Water Rates Billable Recoveries from Public Inspection Fees Brantford Utilities ($630,000) ($54,000) ($12,000) ($21,364) $0 $0 Removal of One-Time Amounts approved in the 2011 Budget $0 $0 $0 $0 Other (Please Specify) Debt interest and debt principle (Half Year) Transfer to GRCA Levy (4% Increase) Decrease in Aluminum under Building Failure Insurance Cost Transfer to Reserve (Adjusted to balance to zero base budget) Taxes on City Property (For the New Building) Supplies for Water Week Charges from Other Departments - To Better Reflect Actual Experience $377,500 $18,150 ($240,000) ($16,925) $74,900 $10,000 $19,500
(717,364)
243,125
11
Appendix 4

Business Unit # Business Unit Description Explanation of Increase or Decrease 8 cents/m3 increase in water rate (increase to $1.60/m3) generates an increase in revenue of $630,000. $24,158 increase in full-time wages. $26,049 increase in benefits as per employee contract agreements, increase in collection charges by $8,840, Decrease of $500 for charges from other departments, increase in transfer to revenue fund for GRCA levy by $18,150 (4%), decrease in transfer to reserve fund for $441,925. Debt principle payment of $917,595 and debt interest payment of $1,195,004.
508510
GENERAL ADMINISTRATION
508515
A decrease in net expenditure is expected by $5,103, due to the full time earnings not being budgeted here. Also, maintenance RECOVERABLE EXPENDITURES supply being consolidated under a different business WATER unit(reduction of $200), with a 2.5% increase in rent-veh/equip own. Increase of $70,830 for wages. Employee benefits increase by $24,210. This is due to the hiring of a new treatment operator, approved by Council in Aug 2011. Increase in chemicals by $90,000 (With the new plant online LOx will now be added liquid oxygen to be used in the ozonation process). Decrease in electricity by $35,000. Decrease in taxes by $100, and maintenance supplies by $1,000
508520
TREATMENT OPERATIONS
508530
MICRO HYDRO STATION
508540
EQUIPMENT MAINTENANCE
Increase of $9,931 for wages, $8,827 for benefits and increase $2,000 for payroll burden. $4,000 increase for contracted R&M Equipment. Increase of $500 for rental vehicle/equipment city owned. Decrease of $1,000 for safety supplies.
508549
BUILD'G FAULURE INSURANCE New business unit added in 2010. Nothing budgeted for 2012. COSTS Decrease of $5,000 in maintenance supplies. Increase of Janitorial services and contracted r&m buildings by $15,000 due to the construction of a new building. Increase in taxes paid on city property due to construction of new building by $75,000. Decrease of $7,000 for snow removal (doing it inhouse now). Increase of $5,000 for charges from other departments.
508550
BUILDING MAINTENANCE
508560
GROUND MAINTENANCE
12
Appendix 4

Business Unit # Business Unit Description Explanation of Increase or Decrease $16,000 increase in maintenance supplies used to maintain chlorine analyzers and equipment, $130,000 increase in electricity cost which is based on past use and current billing, and $17,000 decrease in contracted services. Decrease of $4,000 for sodium metabisulphate due to new plant (filters will be bio, so no dechlorination required)
508570
MAINTENANCE OF RESERVOIRS
508580
RESIDUAL MANAGEMENT
508590
MARKETING-WATER WEEK
Increase in expense of $15,000, since water week was not held in the recent years.
508600
RESEARCH & DEVELOPMENT
Increase of rental of vehicle/equipment city owned by 2.5%
508610
WATER CONSERVATION & BACKFLOW
Decrease of $1,000 for supplies, $100 for postage and a decrease of $1,000 for billable recoveries from public.
508700
MAINTENANCE OF MAINS & VALVES
$2,288 increase in wages, $10,238 increase in benefits. Construction material and supply increased by $29,000 as it includes a consolidation of other business units. Increase in brantford utilities revenue by $21,364. Increase in charges from other departments by $10,000 for restoration based on previous use. Increase in revenue from inspections by $2,000, increase in wages by $5,182 and benefits by $4,326. Maintenance supplies increased by $7,000, and construction material and supply to decrease by $15,000, contracted services to increase by $1,500, increase in rental of vehicle/equipment city owned by 2.5%.
508730
MAINTENANCE SERVICES
508760
LOCATES & MAINT. OF METERS Wage increase of $1,305, and benefit increase of $1,067.
508790
Increase in wages by $2,007, benefits by $1,814 and payroll burden by $25,000. Decrease in maintenance supplies by MAINTENANCE OF HYDRANTS $13,000 and decrease of construction material and supply by $19,000.Increase in charges from other departments for restoration work by $5,000 based on previous use.
13
Appendix 4

508800
WATER CHARGES FROM OTH DPTS
Decrease of $4,400 for wages (not budgeted for 2012) Increase in wages by $78,218, benefits by $27,241 and decrease in payroll burden by $11,732. Decrease in licences by $2,500. Increase in revenues from inspection fees by $10,000. Removal of data com line charges of $3,600. Increase in $425,000 in transfer to reserves for funding of replacement of deteriorating watermains.
508950
WATER ENGINEERING
14
Appendix 5


508730.3205 508790.3205

508700.3205 508700.3205
15,000 Consolidating construction material and supply into one business unit 19,000 Consolidating construction material and supply into one business unit
15
Appendix 6
0

1 2 3 4 5 6 0 0 0 0 0

1 2 3 4 5 6 7 8 9 10 0 0 0 0 0 0 0 0 0 0
16
Appendix 6

1 2 3 4 5 6 7 8 9 10 0 0 0 0 0 0 0 0 0 0 -
17
2012 BUSINESS PLAN

Engineering and Operational Services Environmental Services Department Wastewater
Link to Financials
Appendix 1 2012 Business Plan Engineering and Operational Services Environmental Services Wastewater Division
1.0
Mission Statement The Wastewater/Pollution Control Division

Will provide a sufficient and reliable system for the collection and treatment of sanitary sewage generated by Residential and Commercial/Industrial customers. Will treat the collected sewage in such a way that the effluent consistently exceeds the standards established by the Ministry of the Environment for discharge into the natural environment. Will protect the local environment from detrimental effects resulting from human activities relating to urban development such as Residential or Commercial/Industrial sewage discharges, which may impact the water or land within the municipality. Will carry out its operations in the most efficient manner possible so that its customers receive the highest possible value for the funds expended.
2.0
Departmental Role and Business Unit Areas This area of operations is responsible for the proper collection, transmission and treatment of all sanitary sewage generated within the municipality. This group also establishes the funding, via the Sewage Service Rate, for operating and capital upgrades of the Sewage Treatment Plant and Pumping Stations as well sewer replacement funding used in conjunction with the Annual Roads Program. Current staff compliment of the Sanitary Sewers Maintenance group is 16.5 and Pollution Control group is 6. This program also pays for 3 FTE positions that provide support to this program. Water Pollution Control Plant and pumping stations are operated and maintained under contract by Ontario Clean Water Agency (OCWA). The Wastewater division has four business units. They are Sanitary Sewer Maintenance, Private Drains, Pumping Stations and Pollution Control Plant.
Wastewater/Pollution Control Division Organization Chart Wastewater/Pollution Control
Water Pollution Control Plant
Pumping Stations
Pollution Control
Sanitary Sewer Maintenance
Staff Establishment: # 25.5

Water Pollution Control Plant (WPCP) The capacity of the WPCP is 81.8 MLD. The plant has two treatment trains consisting of screening, grit removal, preliminary sedimentation, aeration, secondary sedimentation, primary digestion, secondary digestion and chlorination. Biosolids are stored in 3 storage tanks. The plant is operated under the Certificate of Approval from the Ministry of Environment. Day to day operations at the WPCP are managed by the Ontario Clean Water Agency (OCWA) which is the Crown Corporation created by the Ministry of the
Environment. Although individual staff members have changed over the years, many have long service records at the Brantford plant. This has resulted in continuity of operations and a sincere desire on the part of those involved to properly maintain process equipment to prevent expensive repairs and poor effluent quality. OCWAs operating agreement has been renewed for an initial term of 5 years ending in December 31, 2015. Pumping Stations The wastewater is transmitted to the WPCP through 8 sanitary pumping stations located throughout the City. OCWA operates and maintains the pumping stations since October 2003. They also maintain one storm water pumping station in the City. Pollution Control The Pollution Control group is responsible for the enforcement of the Sewer Use Bylaw designed to protect sewer workers, sewer infrastructure and the Sewage Treatment Plant. Activities undertaken by this group include industrial inspections, storm water quality monitoring, environmental laboratory services, chemical spill response and participation with the Emergency Measures group. They also manage sewage surcharge, rebate and hauled waste & septage receiving programs. They will be responsible for industrial inspections required by the Clean Water Act. Sanitary Sewer Maintenance The Works Department personnel are responsible for collection and transmission of sanitary sewage. The sanitary collection system is made up of a group of activities including operation and maintenance of sanitary mains, sewer connections and private drains. The sewer connections program provides for renewal of private service connections between the sewer main and the owners property, which are eligible for renewal by the City in accordance with the relay criteria. The private drains program is intended to assist property owners with drain stoppage problems on their own property, predominantly on a cost recovery basis. The staff in this group also provide emergency response related to sewer stoppages and spills. The sewer camera operator also operates out of this group. 3.0 Major Customers or Clients The primary customers or clients of the Department include: City customers who have a sewer account Septage hauling contractors Customers who have Recreational Vehicles
The secondary customers or clients include: City and Brant County residents who have septic tanks
4.0
Achievements in 2011 The following represents significant Actions and Initiatives undertaken in 2011: GOAL: MANAGING GROWTH AND ENVIRONMENTAL LEADERSHIP Status To be completed by Dec 2011. Design and approvals completed in May 2010. Construction started in Aug 2010 and to be completed by summer 2012. Design and approvals to be completed by fall 2011, construction to commence late 2011 for completion in 2012.
Actions/Initiatives Remove mechanical aerators at WPCP and replace with fine bubble diffusers. Greenwich pumping station and Eagle Ave sanitary sewer upgrades
Transfer digester gas to landfill co-generation facility
5.0
Departments Significant Trends and Challenges Emerging trends and challenges have an immediate and/or long-term impact on the nature of the administrative, operational, and financial aspects of the services provided by the Department. An awareness of these trends and challenges allows City Council and staff to monitor and react to them in order to take advantage of opportunities and minimize impacts so that the City can continue to provide quality services. The significant trends and challenges for 2012 and beyond are as follows: Goal Managed Growth and Environmental Leadership Challenges It is anticipated that strict limits will be established for the discharge of ammonia that will result in significant Sewage Treatment Plant process modifications and may include tertiary treatment. Addition of ammonia removal process (tertiary treatment) would cost $25 million. This upgrade should be made within the next 10 years. Be in compliance with all existing regulations and prepare for anticipated regulatory changes. Make use of existing facilities through optimization study and modeling tools Identify and reduce Inflow and Infiltration utilizing existing staff and funding
6.0
Financial Resource Information The following 2012 Budget Estimates are attached 2012 Business Unit Financial Summary Appendix 2 2012 Base Budget Increases/Decreases Appendix 3 2012 Business Unit Variance Explanation Appendix 4 Road Map to Achieve 2012 Budget Target of 1% Appendix 6
7.0
Water Pollution Control Plant Upgrades Study - Optimization, Sludge Dewatering, Ammonia Removal, Filtration and Effluent Pumping Investigate and implement actions to reduce infiltration and inflow in collection system
City Council has confirmed its priorities through an update of the Citys Strategic Plan. The Citys Strategic Plan identifies the Communitys Vision, Goals, and Long-Term Desired Outcomes. The achievement of each of these components of the Strategic Plan is dependent upon the dedication of each of the Citys departments and the agencies funded by the City to focus their activities in this common direction. For 2012, this Department will focus its Strategic Actions/Major Initiatives on the following Goals of the Strategic Plan: Economic Vitality and Innovation High Quality of Life and Caring for All Citizens Managed Growth and Environmental Leadership Excellence in Governance and Municipal Management
Priority 1 Strategic Actions/Major Initiatives Greenwich PS and Eagle Ave sanitary sewer upgrade - $7.4 Million Transfer digester gas to landfill cogeneration facility Water Pollution Control Plant Optimization and Upgrades Study Strategic Plan Goal Managed Growth and Environmental Leadership Managed Growth and Environmental Leadership Managed Growth and Environmental Leadership Funding Source $7.4 Million from Pollution Control reserve Funded by Landfill co-generation project $250,000 from Pollution Control Reserve
Appendix 2

2009 Actuals 2010 Actuals Number Business Unit Description REVENUE TOTAL SANITARY OPERATIONS EXPENDITURE SANITARY SEWER MAINTENANCE SANITARY SEWER CONNECTIONS PRIVATE DRAINS PUMPING STATION POLLUTION CONTROL PLANT TOTAL EXPENDITURE TRANSFER TO RESERVES 508460 SANITARY TREATMENT 508420 SANITARY COLLECTION
2011 Budget
2012 Budget $
Variance Inc/Dec(-)
(13,220,565)
(15,562,399)
(14,822,071)
(14,662,450)
(15,222,000)
(559,550)
-3.82%
508420 508430 508440 508450 508460
1,287,382 11,835 20,104 431,783 5,930,353 7,681,457
1,256,433 0 21,298 457,714 6,104,791 7,840,236
1,283,830 0 21,041 477,243 5,604,531 7,386,645
1,245,421 0 23,571 518,245 5,752,332 7,539,569
1,334,703 0 21,510 502,416 5,889,097 7,747,726
89,282 (2,061) (15,829) 136,765 208,157
7.17% -8.74% -3.05% 2.38% 2.76%
4,739,108 800,000
6,222,163 1,500,000
5,585,426 1,850,000
5,272,881 1,850,000
5,624,274 1,850,000
351,393 0
6.66% 0.00%
TOTAL TRANSFER TO RESERVES
5,539,108
7,722,163
7,435,426
7,122,881
7,474,274
351,393
4.93%
TOTAL EXPENDITURE TOTAL
13,220,565 0
15,562,399 0
14,822,071 0
14,662,450 0
15,222,000 0
559,550 0
3.82% 0.00%
Appendix 3
Department/Commission: Wastewater

Increases in employee compensation Salaries: Benefits: (includes payroll burden) $45,522 $34,576 $0 $0
80,098
Appendix 3
Contractual Obligations (only where a formal contract exists) Contracted Services (OCWA) GRCA levy (4% Increase) $49,251 $18,150
67,401
Inflationary Increases Miscellaneous (Collection Charges, Rental of Property, etc) $5,973 $0 $0 Previously approved City Council Initiatives $0 $0 $0 $0
5,973
Appendix 3
Changes to Revenue Increase rate $0.09 Sewage Service Charge Increase High Strength Surcharge Increase Penalty on A/R Subdivder Contributions Recovered From Other Departments and Public Removal of One-Time Amounts approved in the 2011 Budget $0 $0 $0 $0 Other (Please Specify) Transfer to Reserve Fund (Business Units 508460) Rental of Vehicle & Equipment City Owned (Includes CCTV) $351,393 $54,685 ($340,000) ($15,000) ($170,671) ($5,000) $22,050 ($50,929)
(559,550)
406,078
Appendix 4

Business Business Unit Description Unit # SANITARY SEWER MAINTENANCE Explanation of Increase or Decrease Increase in wages by $24,581 and benefits by $18,072. Increase meal allowance by $100 and rental of property by $1,000 based on past expenditures. Rental of vehicle & equipment city owned increased by $45,529 for camera truck. This business no longer exists. Budget moved to 508420. Net payroll increase of $487. Increase in recoveries from other departments by $1,500 and decrease in recoveries from public by $71 to reflect past year's actuals. Reduced rental of vehicle & equipment city owned by $2,548 based on past expenditures. Decrease in revenue of $22,050 from subdivider contribution due to increased occupancy of houses using the Johnson Rd Pumping Station. Decrease in contracted services by $15,829 as per OCWA. 9 cents per cubic meter increase in sewer service rate and the increase in the minimum bill is expected to generate an additional net revenue of $340,000. Increase in high strength surcharge revenue by $170,671 and increase in revenue from sewage service charge by $15,000, based on past actuals. Increase in recoveries from other departments by $50,000 for leachate. Increase in full time regular earnings by $20,594, and increase in benefits by $16,364 due to normal increases. Increase in professional services by $6,500 for more storm water monitoring, decrease of $5,000 for consultative services due to less GRCA storm water testing. Increase of $65,080 for OCWA (contracted services). Increase of $300 for dry cleaning (student lab coats). Increase in collection charges of $3,100 due to new accounts. Increase in rental of vehicle & equipment of city owned by $11,704 (sampling van not charged for in previous years). Increase in GRCA levy (grants to organizations) by $18,150. Increase in transfer to reserve by $351,393.
508420
508430
SANITARY SEWER CONNECTIONS
508440
PRIVATE DRAINS
508450
PUMPING STATION
508460
POLLUTION CONTROL PLANT
10
Appendix 6
-

1 2 3 4 5 6 0 0 0 0

1 2 3 4 5 6 7 8 9 10 0 0 0 0 0 0 0 0 0 0
11
Appendix 6

1 2 3 4 5 6 7 8 9 10 0 0 0 0 0 0 0 0 0 0 -
12
2012 BUSINESS PLAN

Engineering & Operational Services Solid Waste Management
Link to Financials
Appendix 1 2012 Business Plan Engineering and Operational Services Solid Waste Management
1.0
Mission Statement
To provide and manage all short and long term solid waste management activities and initiatives within the City of Brantford.
2.0
Departmental Role and Business Unit Areas Solid Waste Management is responsible for providing and managing all solid waste management activities and initiatives within the City of Brantford. It is comprised of five sections including (i) Curbside Garbage Collection, (ii) Waste Diversion, (iii) Yard Waste Management, (iv) Household Hazardous Waste Day Events and (v) Landfill Site Operations (see table below).
SOLID WASTE MANAGEMENT
CURBSIDE GARBAGE COLLECTION No. of FTE 0
WASTE DIVERSION
YARD WASTE MANAGEMENT
HOUSEHOLD HAZARDOUS WASTE DAY EVENTS No. of FTE 0
LANDFILL SITE OPERATIONS
No. of FTE 1
No. of FTE 0
No. of FTE 5.3

Business Unit Descriptions Curbside Garbage Collection is responsible for the weekly collection of curbside residential garbage and bulky waste materials (i.e. appliances, couches, etc.) Waste Diversion is responsible for the weekly collection and processing of residential blue box materials and the ongoing promotion of waste reduction and recycling initiatives, Yard Waste Management is responsible for the weekly collection residential yard waste materials and the operation of the centralized compost facility, Household Hazardous Waste Day Events is responsible for the administration and operation of HHW Event Days (i.e. 8 events annually). Landfill Site Operations is responsible for the administration and operation of landfill site including the scalehouse, public drop off activities, disposal operations, leachate collection and disposal and environmental monitoring of the site.
Major services provided include the following: Administer contracts for garbage, blue box and yard waste collections, processing of recyclable materials, household hazardous waste day events and landfill site operations including the centralized compost centre, Administer and plan disposal operations at landfill site including long-term capital improvement projects, Oversee scalehouse and public drop off operations at landfill site, Prepare monthly billings for up to approximately 350 account holders at landfill site, Manage and monitor leachate collection activities at landfill site, Inspect, track and approve all wastes received at landfill site,
3.0
Monitor environmental conditions at landfill site and prepare annual status reports to Ministry of Environment, Develop and promote residential waste diversion activities such as backyard composting and grass recycling, electronic goods recycling, tire amnesty days, etc. Respond to and investigate public concerns/complaints regarding solid waste and waste diversion activities, Enforce Chapter 440 of the municipal code.
Major Customers or Clients The primary customers or clients include: Users of the curbside collection programs for garbage (incl. bulky materials), yard waste and recyclable materials, Residential and Commercial users of the Mohawk Street Landfill Site Users of the Household Hazardous Waste Day Events Program
The secondary customers or clients include: Residential, commercial/industrial and institutional sectors of the community requiring information and assistance with waste reduction and recycling initiatives.
4.0
Achievements in 2011 The following represents significant Actions and Initiatives undertaken in 2011 GOAL: MANAGING GROWTH AND ENVIRONMENTAL LEADERSHIP Actions/Initiatives
Ongoing improvements to Landfill Gas Collection system at landfill site.
Status
In Progress. System enhancements ongoing.
Commence of disposal operations in Stage 3A/B at landfill site.
Completed 2011.
Implementation of recommendations from Long Term Sustainable Solid Waste Management Plan.
In progress and ongoing.
Design and Construction of Low Permeability Cap at landfill site.
In progress. To be completed by December 2012.
Development of long term contracts (i.e. 2013 Solid Waste Tenders) with options to collect and process household organics based on Long Term Sustainable Solid Waste Plan.
In progress and ongoing.
Design, Approval and Construction of Transfer Station for Recyclable/Household Organics at landfill site
In progress. To be completed by December 2012
5.0
Departments Significant Trends and Challenges Emerging trends and challenges have an immediate and/or long-term impact on the nature of the administrative, operational, and financial aspects of the services provided by the Department. An awareness of these trends and challenges allows City Council and staff to monitor and react to them in order to take advantage of opportunities and minimize impacts so that the City can continue to provide quality services. The significant trends and challenges for 2012 and beyond are as follows: Goal Managed Growth and Environmental Leadership Trends Continued development and planning of disposal operations in Stage 3 A/B at the Mohawk Street Landfill Site Continued coordination of Landfill Gas Utilization Project at Mohawk Street Landfill Site with Brantford Generation Inc. Tendering of Solid Waste Management Contracts with option of collecting and diverting household organics Increase participation in multi-residential recycling program Monitoring of Provincial funding for Household Hazardous Waste Event Days Increasing overall waste diversion rate at Mohawk Street Landfill Site as per long Term Sustainable Solid Waste Plan. Challenges Achieving proposed 60% Waste Diversion by Province. Long Term Financing of Solid Waste Management Program and Landfill Liability Development of long term waste diversion options based on recommendations from the Long Term Sustainable Solid Waste Management Plan
6.0
Financial Resource Information 2012 Budget Estimates 2012 Business Unit Financial Summary Appendix 2 2012 Base Budget Increases/Decreases Appendix 3 2012 Business Unit Variance Explanation Appendix 4 Road Map to Achieve 2012 Budget Target of 1% Appendix 6
7.0
Economic Vitality and Innovation High Quality of Life and Caring for All Citizens Managed Growth and Environmental Leadership Excellence in Governance and Municipal Management (Identify only those Goals included in your 2012 Departmental Priorities chart below)
Priority
Strategic Plan Goal
Funding Source Incorporated in to current Capital Budget with an additional funding request submitted with 2012 Capital Budget Incorporated in to Operating Budget
Installation of Low Permeability Cap
Landfill Gas Utilization Project Development of long term contracts (i.e. 2013 Solid Waste Tenders) with options to collect and process household organics based on Long Term Sustainable Solid Waste Plan Implementation of short term recommendations based on Long Term Sustainable Solid Waste Management Plan Ongoing planning of operations in Stage 3A/B
Managed Growth and Environmental Leadership Managed Growth and Environmental Leadership
Incorporated in to Operating Budget
Managed Growth and Environmental Leadership Managed Growth and Environmental Leadership Managed Growth and Environmental Leadership
Incorporated in to Operating and Capital Budgets Incorporated in to Operating Budget
Transfer Station Approvals and Construction
Incorporated in to Capital Budget
Appendix 2

Variance Inc/Dec(-)
508210 CURBSIDE COLLECTION 508220 WASTE DIVERSION PROGRAM 508230 YARDWASTE PROGRAM HOUSEHOLD HAZARDOUS WASTE 508240 PROGRAM 508310 LANDFILL SITE OPERATIONS
1,629,054 1,169,146 451,190 81,199 (1,775,170)
1,479,343 957,943 602,402 103,066 (1,303,336)
1,600,375 643,243 577,752 (59,520) (1,021,519)
1,615,375 954,743 573,252 48,480 (1,451,519)
1,654,300 745,598 613,252 42,500 (1,524,517)
38,925 (209,145) 40,000 (5,980) (72,998)
2.41% -21.91% 6.98% -12.33% -5.03%
TOTAL
1,555,420
1,839,418
1,740,331
1,740,331
1,531,133
(209,198)
-12.02%
Appendix 3
Department/Commission: Solid Waste Management

22,082
Contractual Obligations (only where a formal contract exists) Curbside Garbage Collection Waste Diversion Program Yard Waste Collection Program Household Hazardous Waste Day Events Landfill Site Operations $39,000 $269,600 $45,000 ($7,000) $16,000
362,600
Appendix 3
Increases/Decreases for Utilities and Fuel Natural Gas/Electricity: Water/Sewer: Fuel: Telephone: ($4,000) $0 $0 $1,525 $0
(2,475)
Inflationary Increases Safety Supplies Construction Material and Supply Travelling Expenses Advertising - Print Janitorial Services Taxes Paid on City Owned Property $100 $2,000 $800 $1,020 $200 $1,500 $0 $0
5,620
Previously approved City Council Initiatives $0 $0 $0 $0
Service Delivery Efficiencies Supplies Office Supplies Memberships & Subscriptions Copy Service 100 Wellington Rent of Vehicle & Equipment - City Owned ($200) ($150) ($20) ($150) ($10,529) $0 $0
(11,049)
Appendix 3
Changes to Revenue Sale of Recyclable Materials Stewardship Ontario Funding - Provincial Grant Tipping Fees ($490,000) ($13,000) $55,105
(447,895)
Removal of One-Time Amounts approved in the 2011 Budget $0 $0 $0 $0 Other (Please Specify) Overhead Charges: Charges From Other Departments (Leachate Costs) ($188,081) $50,000
(138,081)
1,531,133
Appendix 4

Business Unit # Business Unit Description Explanation of Increase or Decrease Overall increase in business unit expenditures is derived from an anticipated increase in tonnages of waste materials collected at curbside and (2) increased fuel pricing adjustments based on estimated year end expenditures for 2011. An increase in contract pricing for CPI of 3% has also been applied as per contract requirements.
508210
CURBSIDE COLLECTION
508220
WASTE DIVERSION PROGRAM
Overall decrease in business unit expenditures are derived from increased revenue from the sale of recyclable materials based on 2011 market conditions and also an increase in Provincial funding support. Also included is contract pricing adjustments for CPI (3%), increase in the tonnage of recyclable materials collected at curbside and an increase in contract pricing for fuel. Overall increase in business unit expenditures are derived from an anticipated increase in tonnages of yard waste materials collected at curbside and contract pricing adjustments for CPI (3%). Also includes increased expenditures for management/processing of yard waste materials received at centralized compost facility.
508230
YARDWASTE PROGRAM
508240
Overall decrease in business unit expenditures is based on a projected decrease in the amount of waste materials disposed of from event days and decreased costs for the disposal of used motor oil, tires and waste electrical and electronic equipment. Business unit expenditures also include an HOUSEHOLD HAZARDOUS increase in contract pricing for CPI (3%) and an increase for WASTE PROGRAM program promotion and education. It should be noted that the amount of Provincial funding to the program is maintained at 2011 levels although some uncertainty exists regarding the scope of the Stewardship Programs being offered in 2012 by the Provincial Government.
10
Appendix 4

Overall operating costs are expected to increase for CPI (3%) and fuel pricing for the landfill site contractor as well as associated service growth for contract items, such as garbage and yard waste lifts from the drop off area. Tipping fee revenues at the landfill site are expected to decrease by approximately 1% based on estimated year-end actuals for 2011. Projected increases have also been included for costs related to the leachate collection systems and leachate treatment. 508310 LANDFILL SITE OPERATIONS For 2011, the tax supported funding to the program was decreased from $1,839,418 to $1,740,331 based on operating costs falling slightly below revenues generated by the program. In 2012, it is anticipated that the tax supported funding required to Solid Waste Management will be decreased by approximately $209,198 from $1,740,331 to $1,531,133 due to the removal of overhead charges ($188,081) and overall operating costs falling below the projected revenues from the sale of recyclable materials and tipping fees. The year-end transfer to the Landfill Site Reserve Fund is anticipated to be negligible.
11
Appendix 6
1,740,331 1,757,734 1,531,133

1 2 3 4 5 6 0 0 0 0 0 0

1 2 3 4 5 6 7 8 9 10 0 0 0 0 0 0 0 0 0 0
12
Appendix 6

1 2 3 4 5 6 7 8 9 10 0 0 0 0 0 0 0 0 0 0 -
13
2012 BUSINESS PLAN

Engineering and Operational Services Property Management Department
Link to Financials
Appendix 1 2012 Business Plan Engineering and Operational Services Property Management Department
1.0
Mission Statement
The Property Management Department provides contract management of maintenance and capital improvement projects for buildings owned by the City of Brantford. In addition, the department is responsible for the property management of corporate buildings, including City Hall. The Department also is responsible for special projects such as the Asset Management Plan, Corporate Security Strategy, Municipal Accessibility Plan and the Real Estate Master Plan. Our Vision The Property Management Department is to be recognized as the service provider of choice in the delivery of facility, property and project management services; by meeting the client departments' needs with efficient and effective service delivery methods and the application of sound business practices. Our Mission To assist client departments in achieving the service level they aspire to by providing the physical environment that support their requirements within the City of Brantford's clearly defined programs and services and to contribute to providing the most efficient and appealing workplace for its employees.
2.0
Departmental Role and Business Unit Areas The Property Management Department, reporting to City Council through the Engineering and Operational Services Commission, provides 3 corporate wide services: Project Management Function: Includes; project management for new construction and renovation projects, including new hangar construction, building renovations, mechanical replacement, roofing projects, parking lot replacements, accessibility and security improvements and the like. Maintenance and Operations: The department is responsible for the day-to-day operations and maintenance of corporate buildings and assists in the development, tendering and administration, if required, of recurring building and property maintenance contracts for various municipal departments. Asset Management Function: The department is responsible for the development, administration and implementation of the Asset Management Plan.
Projects/responsibilities: Corporate property maintenance and operations (7 employees) The Brantford Municipal Airport (airside management - Brantford Flying Club) The Farmers Market (1 Part time employee 20 hrs/wk) The Tourism Centre (building and property maintenance) BSAR non-residential properties, Brownfields and vacant City owned buildings Accessibility AODA Integrated Standards and Municipal Accessibility Plan development and implementation (1 Part time employee 16 hrs/wk) Technical advice and research Building construction and renovations, abatement, demolition projects (as assigned by other departments) Infrastructure projects (as assigned) Corporate security
3.0
Major Customers or Clients The primary customers of the Property Management Department include: The Property Management Department provides project management, property management and technical advisory services to other corporate departments and commissions. The Department also directly serves the Public at large in airport and Farmers Market operations and through Municipal Accessibility Plan implementation and development. The Department also provides project management and other technical advisory services to the Brantford Police Services Board, Brantford Public Library Board, Social Housing and the Sanderson Centre.
4.0
The following represents significant Actions and Initiatives undertaken in 2011 GOAL: HIGH QUALITY OF LIFE AND CARING FOR ALL CITIZENS Actions/Initiatives
Implementation of Municipal Accessibility Plan and implementation and roll out of Integrated OADA standards legislation
Status
Ongoing, implementation on schedule. Status report prepared for Senior Management for review to be sent to Council Fall 2011.
GOAL:

Lighting retrofits projects completed in various corporate buildings and parking lots (Spring, Summer 2011). Albion Street boiler replacement complete August 2011, new makeup air units installed at Lorne Towers (September 2011), Main Library (Phase I September 2011, Phase II October 2011) and
Energy Conservation Initiatives: Implement additional lighting replacement initiatives, mechanical repairs and develop database for managing consumption.
Transit (June, 2011). Database development in progress but delayed due to staffing changes. Various building audits to be commissioned scheduled for fall 2011.
GOAL:

Civic Centre ice plant, boilers and air make up completed in March 2011. Preengineering complete for parking lot renewal at TB Costain July 2011. Gretzky project phase I complete with outstanding deficiencies, phase II demolition complete. Review of Market Square conditions being monitored. New T hangars complete August 2011, building retrofits to Hangar 4 in design stage. Web site redesigned August 2011. New fuel surcharge implemented summer 2011. Landing fees for turbine aircraft implemented January 2011. RFP issued for marketing plan and site services and lease rate valuation review( September 2011). Completed Phase IV of Safety Management Plan (June 2011). Balancing operation budget by 2013 on target. Exterior site work tendered September 2011. Balancing operation budget by 2013 on target.
Asset Management and Capital Housing Renewal Program: Various mechanical, parking lot and site renewal projects.
Airport Building construction and Business Plan Implementation
Farmers Market Exterior site work and Business Plan Implementation
5.0
Departments Significant Trends and Challenges The level of staffing in the department was increased by one in 2011 to provide service levels expected by its clients. With one staff person committed full time to the Wayne Gretzky Sports Complex project staff is still working through a backlog of projects deferred while working on time sensitive 2010/11 infrastructure projects. Staff workload is still significant but manageable for the most part, the workload on the Municipal Accessibility Plan Coordinator has increased due to the implementation of MAP and implementation of OADA Integrated Standards legislation. The scope of work for this position and the required time commitment needs to be assessed. Goal High Quality of Life and Caring for All Citizens Trends With the implementation of the Accessibility of the Ontarians with Disabilities Act (AODA) by the Provincial Government, accessibility to all citizens is an eventuality that the municipality is planning to achieve within the stipulated timeline. To date the department is up to date with implementation goals. Challenges Although the capital costs associated with the barrier free modifications for existing facilities is relatively high, avoiding creating new barriers is the more challenging
issue. Education and employee awareness are the key factors in rolling out AODA requirements. Goal Managed Growth and Environmental Leadership Trends: Legislated requirements dictate that municipalities provide benchmarking, performance measurements and implement strategies for cost controls as energy usage and energy demand costs escalate. Energy management through tracking use and improving efficiencies will be a prime focus as building assets are proposed, purchased or renewed. Challenges There is a continued need to investigate, evaluate and recommend procurement paths with respect to the purchase of products, which impact energy costs and consumption. Procurement costs (Capital) will need to be weighed against life cycle costing to ensure best practices are followed, allowing decision makers to make informed decisions with respect to these purchases. Creating a positive energy management culture within our operations is a primary focus the City has in achieving stewardship and promotion of Energy Management within the Community. Building audits will be an essential tool for determine the best use of capital to reduce energy consumption. Goal Excellence in Governance and Municipal Management Trends: Accountability, long-term planning and financial prudence in operating the Municipal Facilities is a leading factor in sustainable municipality. Challenges: The Municipality must take a pro-active role in identifying its long-term liability in deferred maintenance for its physical assets and adopt the Asset Management Plan. The Plan implementation requires adequate resources in labour and funding, education and behavioral change. 6.0 Financial Resource Information 2012 Budget Estimates 2012 Business Unit Financial Summary Appendix 2 2012 Base Budget Increases/Decreases Appendix 3 2012 Business Unit Variance Explanation Appendix 4 Reconciliation of Business Unit Budget Reallocation Appendix 5 Road Map to Achieve 2012 Base Budget Target of 1% - Appendix 6
7.0 2012 Departmental Priorities Funded from the Operating Budget
City Council has confirmed its priorities through an update of the Citys Strategic Plan. The Citys Strategic Plan identifies the Communitys Vision, Goals, and Long-Term Desired Outcomes. The achievement of each of these components of the Strategic Plan is dependant upon the dedication of each of the Citys departments and the agencies funded by the City to focus their activities in this common direction. For 2012, this Department will focus its Strategic Actions/Major Initiatives on the following Goals of the Strategic Plan: Economic Vitality and Innovation High Quality of Life and Caring for All Citizens Managed Growth and Environmental Leadership Excellence in Governance and Municipal Management
Priority
Strategic Actions/Major Initiatives Implement Asset Management Plan as provided in the 2012 Capital Budget Implement Municipal Accessibility Plan projects/initiatives for 2012 Implement Airport Business Plan to achieve Council directive for financial independence by 2013 Implement Farmers Market Business Plan to achieve Council directive for financial independence by 2013
Implement Energy Conservation initiatives
Implement Corporate Security Plan initiatives
Strategic Plan Goal Excellence in Governance and Municipal Management High Quality of Life and Caring for All Citizens Excellence in Governance and Municipal Management Excellence in Governance and Municipal Management Excellence in Governance and Municipal Management Excellence in Governance and Municipal Management
Funding Source Capital funding request
Capital funding request
Operating and Capital reserves
Operating and Capital reserves
Capital funding request
Operating budget
Appendix 2

Variance Inc/Dec(-)
304101 PROPERTY MANAGEMENT ADMIN. 304105 MUNICIPAL ACCESS. PLAN/COMM. 304110 CORPORATE ADMIN PROPERTIES 304120 VACANT LAND MAINTENANCE 304130 FARMER'S MARKET 304135 AIRPORT CORPORATE COMMERCIAL 304170 PROPERTIES 304200 BSAR PROPERTIES 304400 INDUST. AREA (SHELLARD'S LANE)
(331,573) 3,276 938,852 22,051 58,414 130,440 (15,130) (11,301) 7,440
(343,271) 2,387 1,051,554 21,179 59,043 101,815 (15,130) (11,301) 7,416
(101,494) 4,825 1,184,244 29,000 33,122 23,792 (15,130) (11,301) 0
(76,494) 6,125 1,134,244 37,000 33,122 23,792 (15,130) (11,301) 0
470,758 6,125 643,275 30,000 0 0 (23,630) 0 (500)
547,252 0 (490,969) (7,000) (33,122) (23,792) (8,500) 11,301 (500) 0
715.42% 0.00% -43.29% -18.92% -100.00% -100.00% -56.18% 100.00% N/A 0.00% -0.47%
TOTAL
802,469
873,692
1,147,058
1,131,358
1,126,028
(5,330)
Appendix 3
Department/Commission: Property Management

40,224
Annualization of new staff and services approved in the 2011 Budget Coordinator Technical Services - Salaries Coordinator Technical Services - Benefits $24,725 $4,348 $0
29,073
Contractual Obligations (only where a formal contract exists) Contracted Services Contracted Landscaping Contracted R&M Buildings Waste Removal Snow Removal Rental of Property - 1 Market Square ($7,000) ($1,000) ($21,792) $65 $200 ($15,676)
(45,203)
Appendix 3
Increases/Decreases for Utilities and Fuel Natural Gas/Electricity: Water/Sewer: Fuel: Telephone: ($5,150) ($1,383) $500 $0
(6,033)
Inflationary Increases $0 $0 $0
Previously approved City Council Initiatives $0 $0
Service Delivery Efficiencies Computer Software Courier Service, Shipping Printing Memberships & Subscriptions Cleaning Supplies, Electrical Supplies ($1,500) ($300) ($100) ($1,000) ($1,876) $0 $0
(4,776)
Appendix 3
Changes to Revenue Brantford Utilities Recoveries (Natural Gas Rebate) Recoveries From Other Departments Rentals Commissions Markup of Fuel (Airport) Landing Fees (Airport) Contribution from Reserve Funds ($44,538) ($18,000) $1,917 ($29,120) ($500) ($6,000) ($10,000) $8,900
(97,341)
Removal of One-Time Amounts approved in the 2011 Budget $0 $0 Other (Please Specify) Corporate Support Recovery (Overhead) Overhead Charges (Farmer's Market) Overhead Charges (Airport) Debt Principle & Debt Interest (Airport T-Hangars) Parking Permits - 1 Market Square Charges from Other Departments - To Better Reflect Actual Experience Taxes Paid on City Property - To Better Reflect Actual Experience Allowance for Uncollectible - Accounts Receivables Transfer to Reserve Fund (Farmer's Market) Transfer to Reserve Fund (Airport) $70,290 ($36,633) ($117,731) $13,954 $397 $10,400 ($16,524) $300 $1,787 $152,486 $0
78,726
1,126,028
10
Appendix 4

304101
PROPERTY MANAGEMENT Increases in employee compensation. Moved revenue from ADMIN. Brantford Utilities to business unit 304110.
304105
MUNICIPAL ACCESS. PLAN/COMM.
Not applicable.
304110
CORPORATE ADMIN PROPERTIES
Adjustments to better reflect actuals. Revenue from Brantford utilities moved to this business unit from 304101.
304120
VACANT LAND MAINTENANCE
Adjustments to better reflect actuals.
304130
FARMER'S MARKET
Increases in employee compensation. Additional revenue from rentals and removal of overhead charges has resulted in an increase in transfer to reserve. Debt interest payment for full year. Increase in revenue and removal of overhead charges has resulted in an increase in transfer to reserve.
304135
AIRPORT
304170
CORPORATE COMMERCIAL Adjustments to better reflect actuals. PROPERTIES
304200
BSAR PROPERTIES
Adjustments to better reflect actuals.
304400
INDUST. AREA (SHELLARD'S Adjustments to better reflect actuals. LANE)
11
Appendix 5


304101.1724 304101.1724 304101.1724 501100.1736

304110.1724 (4113) 304110.1724 (4119) 304110.1724 (4111) 304101.1736
(146,837) To show that revenue is for 84 Market Street (298,396) To show that revenue is for Market Square (37,669) To show that revenue is for City Hall (10,000) To show natural gas rebate under Property Management.
12
Appendix 6
1,131,358 1,142,672 1,126,028

1 2 3 4 5 6 0 0 0 0 0 0

1 2 3 4 5 6 7 8 9 10 0 0 0 0 0 0 0 0 0 0
13
Appendix 6

1 2 3 4 5 6 7 8 9 10 0 0 0 0 0 0 0 0 0 0 -
14
2012 BUSINESS PLAN

Engineering and Operational Services Fleet Services Division
Link to Financials
Appendix 1 2012 Business Plan Engineering and Operational Services Fleet Services Division
1.0
Mission Statement
The Fleet Services Division oversees the Citys fleet operation, maintenance practices and replacement program for all vehicles in the Engineering Commission.
2.0
To provide a consistent level of service at a competitive cost that will improve fleet availability and reduce overall fleet maintenance costs
Departmental Role and Business Unit Areas Reporting to the General Manager, Engineering and Operational Services, the Fleet Division is responsible for the efficient and cost effective management of equipment, vehicles and their maintenance facilities. The Fleet Division develops maintenance standards and preventative maintenance programs for all vehicles, equipment and their maintenance facilities owned by the City. This includes coordination and prioritization of all repairs to the vehicles serviced at the Transit Service Centre, Public Works Service Garage and the Maintenance Garage at the Parks and Recreation facility. The Fleet Division must ensure compliance with all the government legislation required to operate equipment and vehicles under the Municipality including Transit and maintain the appropriate Ministry licenses to operate the three maintenance facilities. Our services are also extended to the Agencies and Organizations whose vehicles are serviced at these facilities but not owned by the City of Brantford. The services provided for the City fleet of vehicles and equipment include purchasing, licensing, inspections, maintenance, accident and emergency repairs, warranty administration, fuel distribution and monitoring, inventory management, parts procurement, invoicing both internally and externally, monitoring and outsourcing repairs, administration and management reporting, continuous operational reviewing and development of maintenance methods policies and procedures and planning for future operational and capital needs.
FLEET SERVICES
502110 Recoverables from Public
502120 Unallocated Fleet Expenses
502140 Fleet Administration and Facilities
502170 Vehicle and Equipment Expenses
Account Description 502110 Recoverable from Public All billable repairs to outside customers including fuel and rent
502120 Unallocated Fleet Expenses Holding account for all inventory, diesel and unleaded fuels Home account for unionized staff wages and benefits 502140 Fleet Administration and Facilities Facility maintenance operational and maintenance expenses Home account for non-unionized staff wages and benefits 502170 Vehicle and Equipment Expenses All parts and fuel used in the operation of the equipment All mechanics labor required for maintenance activities All outside contracted maintenance required for equipment
3.0
Major Customers or Clients The primary customers or clients of the Fleet Services Department include: Brantford Transit Public Works Parks and Recreation Brantford Water Brantford Fire and Police
The secondary customers or clients include: 4.0 Brantford Power Operation Lift Brant County Ambulance Brantford and District Community Living Childrens Aid Society of Brant Boys and Girls Club of Brantford
GOAL:
MANAGING GROWTH AND ENVIRONMENTAL LEADERSHIP Status Completed In progress, completion June 2012 In progress, completion February 2012 In progress, completion February 2012 In progress, continuous
Actions/Initiatives Purchase 5 new hybrid Nova buses to add to the Transit Fleet Replacement of fleet equipment in Transit, Works, Parks and Golf areas Upgrade to the waste water handling system at the Transit Service Centre Replace the existing bus wash with a versatile recycling unit Expansion of the Avantis Management System throughout Fleet operations
5.0
Goal Managed Growth and Environmental Leadership Trends Increasing demand for transit expansion and the need for low floor accessible buses Depleted reserve funds and demands put on the aging fleet Depleted reserve funds and the demand put on the aging infrastructures Lower transfer to reserve fund to replace equipment in future years
Challenges Sourcing additional funding for the replacement of vehicles and equipment for all Departments in compliance with the Fleet Asset Management Program. The City has repeatedly operated vehicles beyond their expected life cycle due to a lack of replacement funding in capital reserves. The result is the higher maintenance and operating costs that are reflected in increased operating budgets. Increasing rental rates to adequately reflect replacement and operating costs Replacement scheduling of vehicles and equipment with depleted reserves Expand the common data base for measuring and monitoring Fleet equipment and vehicle needs Volatile pricing of gasoline and diesel Implementation of Avantis work order management system throughout the Fleet Services Division
6.0
Financial Resource Information 2012 Budget Estimates 2012 Business Unit Financial Summary Appendix 2 2012 Base Budget Increases/Decreases Appendix 3 2012 Business Unit Variance Explanation Appendix 4 Road Map to Achieve 2012 Base Budget Target of 1% - Appendix 6
7.0
2012 Departmental Priorities Funded from the Operating Budget The Citys Strategic Plan identifies the Communitys Vision, Goals, and Long-Term Desired Outcomes. The achievement of each of these components of the Strategic Plan is dependent upon the dedication of each of the Citys administration and the agencies funded by the City to focus their activities in this common direction. For 2012, this Department will focus its Strategic Action and Major Initiatives on the following Goals of the Strategic Plan: Managed Growth and Environmental Leadership

Priority
Strategic Actions/Major Initiatives Continue with the Implementation of Avantis asset management software throughout the Fleet Services Division Forecasting vehicle and equipment life cycle Refining vehicle and equipment user rates that accurately reflect operation and replacement costs Improve preventative maintenance practices and standards for the Parks & Recreation Fleet units. Complete the waste water handling upgrade at the Transit service Centre Complete all renovations for the bus wash installation to offer a system using rain water with a recyclable component Insulate and add siding to the outside of the Transit Service Centre
Strategic Plan Goal Managing growth & environmental leadership Managing growth & environmental leadership Managing growth & environmental leadership Managing growth & environmental leadership Managing growth & environmental leadership Managing growth & environmental leadership Managing growth & environmental leadership
Funding Source Existing Operating Funds Existing Operating Funds Existing Operating Funds Existing Operating Funds Capital Funds
Capital Funds
Capital Funds
Appendix 2

Variance Inc/Dec(-)
502110 FLEET EXPEND TO BE RECOVERED 502120 UNALLOCATED FLEET EXPENSES 502140 FLEET ADMIN & FACILITIES 502170 FLEET - VEHICLE & EQUIPMENT
(123,230) 554,591 1,839,756 (2,271,117)
(228,455) 482,588 1,923,746 (2,177,879)
(225,343) 495,026 1,874,056 (2,143,739)
(75,343) 495,026 1,834,056 (2,253,739)
(106,625) 492,671 1,868,522 (2,254,568)
(31,282) (2,355) 34,466 (829)
-41.52% -0.48% 1.88% -0.04%
TOTAL
0.00%
Appendix 3
Department/Commission: Fleet Services

80,013
Contractual Obligations (only where a formal contract exists) Contracted R&M Equipment Janitorial Services Rental of Vehicles Waste Removal ($15,000) $500 ($15,000) $3,000
(26,500)
Appendix 3
Increases/Decreases for Utilities and Fuel Natural Gas/Electricity: Water/Sewer: Fuel: Telephone: Cell Phone: $0 $0 $0 $0 $1,000
1,000
Inflationary Increases Computer Hardware Staff Training, Education Professional Services $2,000 $1,300 $1,000 $0 $0 Previously approved City Council Initiatives $0 $0
4,300
Service Delivery Efficiencies Safety Supplies, Cleaning Supplies Rent of City Facilities Gasoline & Diesel ($8,000) ($1,000) ($15,000) $0 $0
(24,000)
Appendix 3
Changes to Revenue Brantford Utilities Billable Recovery from Public Rentals of Owned Equipment/Vehicles ($18,182) $5,000 ($262,631) $0 $0 Removal of One-Time Amounts approved in the 2011 Budget $0 $0 Other (Please Specify) Overhead Charges: Licenses Engine & Drive Train Components, Suspension, Tires, Parts - To better reflect actual experience Chemicals, Lubricants - To better reflect actual experience Transfer to Reserve Fund $0 $6,000 $125,000 $17,000 $93,000
(275,813)
241,000
Appendix 4

502110
FLEET EXPEND TO BE RECOVERED
Adjustments to full time earnings, various parts line items, and contracted R&M equipment to reflect actuals
502120
UNALLOCATED FLEET EXPENSES
Increases in employee compensation and adjustments to reflect actuals.
502140
FLEET ADMIN & FACILITIES
Increases in employee compensation and adjustments to reflect actuals. Increases in employee compensation and adjustments to Engine & Drive Train Components, Suspension, Tires, and Parts to reflect actuals.
502170
FLEET - VEHICLE & EQUIPMENT
10
Appendix 6
-

1 2 3 4 5 6 0 0 0 0 0 0

1 2 3 4 5 6 7 8 9 10 0 0 0 0 0 0 0 0 0 0
11
Appendix 6

1 2 3 4 5 6 7 8 9 10 0 0 0 0 0 0 0 0 0 0 -
12
Appendix 2

Variance Inc/Dec(-)
300110 Corporate Services Administration TOTAL
0 0
0 0
55,000 55,000
0 0
189,501 189,501
189,501 189,501
N/A N/A
Appendix 3
Department/Commission: Corporate Services Administration

Increases in employee compensation Salaries: Benefits: $0 $0 $0 $0
Appendix 3
Inflationary Increases $0 $0 $0 $0 $0 Previously approved City Council Initiatives $0 Council approval of Organizational Review recommendation $189,501 $0 $0
189,501
Appendix 3
Removal of One-Time Amounts approved in the 2011 Budget $0 $0 $0 $0 Other (Please Specify) Overhead Charges: $0 $0 $0 $0
189,501
Appendix 4

300110
Corporate Services Administration
Council approval of Organizational Review recommendation to provide for a General Manager of Corporate Services
Appendix 6
189,501
189,501

1 2 3 4 5 0 0 0 0 0

1 2 3 4 5 0 0 0 0 0

1 2 3 4 5 0 0 0 0 0
Appendix 7

ITEM UNMET NEEDS 1 Legislative/Administrative Assistant 2 Legislative/Administrative Assistant 3 4 5 6 7 8 9 10
2012 NET COST 66,071 1,350
66,071 Annual 0 One Time
Grand Total
67,421
66,071
Appendix 7a
2012 Justification of Unmet Needs 1) Title: Legislative/Administrative Assistant

Annual 3-Jan-12
Description: The Legislative/Administrative Assistant will be responsible for performing a wide variety of secretarial and administrative duties in support of the General Manager of Corporate Services. The position will also provide legislative support to the City Clerk's Department by preparing decision letters for access requests received under the Municipal Freedom of Information and Protection of Privacy Act and providing support to various Task Forces established by City Council.
Justifications: The General Manager of Corporate Services is a new position as of 2011. Administrative support is required, similar to the existing structure in place for the other three General Manager positions. It is recommended that this position will also provide needed legislative support to the City Clerk's Department.
Community Base Strategic Plan Goals: Excellence in Governance and Municipal Management Business Unit/ 300110/303105.2105 - Full Time Earnings, 300110/303105.2210 - Employee Benefits Object Code: 2012 Net Municipal Cost: 2013 Net Municipal Cost: 66,071 66,071
Appendix 7a

One Time 3-Jan-12
Description: One time cost of computer hardware for the Legislative/Administrative Assistant position.
Justifications: There is no surplus computer hardware equipment available in the department to accommodate this position, however, no additional furnishings will be needed.
Community Base Strategic Plan Goals: Excellence in Governance and Municipal Management Business Unit/ 300110/303105.3320 - Computer Hardware Object Code: 2012 Net Municipal Cost: 2013 Net Municipal Cost:
1,350 0
2012 BUSINESS PLAN

Corporate Services Human Resources
Link to Financials
Appendix 1 2012 Business Plan Corporate Services Human Resources
1.0
Mission Statement
The Human Resources Department is part of the Corporate Services Commission and is a corporate resource. The Human Resources Department provides advice, counsel and guidance to all departments of the City of Brantford, all Boards, the Mayor and Council in the areas of staffing, employee relations, compensation, health and safety, wellness and organizational development. We continue to develop leading edge policies, programs and practices to position ourselves as an employer of choice. This will ensure that we attract, retain and fully develop superb staff who can provide outstanding customer service in all departments of the City.
2.0
Departmental Role and Business Unit Areas The Human Resources Department consists of three (3) business units although there is a great deal of overlap and co-operation in duties, responsibilities and shared resources.
Human Resources
HR Administration
No. of FTE 5.5
Employment Services
No. of FTE 4
Health, Safety & Wellness

No. of FTE 2.5
HR ADMINISTRATION is responsible for: Office reception Payroll data entry Benefits administration including OMERS Employee records maintenance HR systems management including upgrades and reports General HR administration including correspondence, filing and invoice payment EMPLOYMENT SERVICES co-ordinates: Recruitment & Selection Wage/Salary Administration Pay Equity/Job Evaluation Performance Management Succession Planning Training and Development Employee Relations including Code of Conduct and Harassment complaints Labour Relations for 11 City bargaining units Collective bargaining assistance for several municipally funded units/agencies
HEALTH, SAFETY AND WELLNESS ensures: All City Departments are in compliance with comprehensive Health & Safety Legislation and the Occupational Health & Safety Act Mandatory Joint Health & Safety Committees are certified and co-ordinates activities throughout the various workplaces of the City Investigation of any serious accidents Liaison with the Workplace Safety & Insurance Board on any workplace injuries including medical monitoring and return to work protocols Coordination of a comprehensive Employee Wellness Program Coordination of return to work programs for employees who have been off due to non-occupational illnesses and injuries
3.0
Major Customers or Clients The primary customers or clients of the Department include: All City Employees Job Applicants/Potential Employees Management Staff City Council The secondary customers or clients include: Retired Employees
4.0
Achievements in 2011 The following represents significant Actions and Initiatives undertaken in 2011 GOAL: EXCELLENCE IN GOVERNANCE AND MUNCIPAL MANAGEMENT Actions/Initiatives
Creation and implementation of a corporate Human Resources Plan/Strategy.
Status
Delayed due to staffing resource constraints within the HR dept. Will commence in Fall 2011 for completion in 2012 In progress through completion of various salary surveys and hiring of a new Labour Relations Specialist. Proposals will be finalized by Q1 of 2012 in advance of collective bargaining. Completed June 2011, however ongoing training for new employees is required. Delayed due to staffing resource constraints with turnover of HR Systems Specialist and staff time commitment for JDE upgrade project. Recommended for 2012. Delayed due to HR staffing resource constraints, however the RFP for a Benefit Consultant will be completed in the Fall of 2011 so that the comprehensive benefit review can be done in Q1 of 2012 in advance of collective bargaining.
Preparation for 2012 negotiations with six bargaining units Training for Workplace Violence and Security Policy Implementation of new software to track workplace accommodations and employee absences due to non-workplace disability
Comprehensive review of benefit plans
5.0
Departments Significant Trends and Challenges Emerging trends and challenges have an immediate and/or long-term impact on the nature of the administrative, operational, and financial aspects of the services provided by the Human Resources Department. An awareness of these trends and challenges allows City Council and staff to monitor and react to them in order to take advantage of opportunities and minimize impacts so that the City can continue to provide quality services. The significant trends and challenges for 2012 and beyond are as follows: Goal Excellence in Governance and Municipal Management Trends Many long-term employees are retiring and taking significant organizational knowledge with them. An increasing number of employees are absent due to mental health issues, e.g., depression, anxiety, etc. Increasing emphasis on corporate policies, many in response to provincial legislation, with associated training being required. Younger employees value work/life balance perhaps more than money more parental leaves.
Challenges Ensure our supervisory and management development program is working effectively to develop new staff and/or promote from within. Ensure our succession planning is robust, especially since there is a lack of funding for training programs focused on developing Senior Managers. Ensure our remuneration is appropriate so we can attract and retain high quality, knowledgeable staff. Ensure we are aware of the changing values of younger employees and their expectations of the workplace. Dealing with employee mental health issues requires greater involvement amongst employees, supervisors and health professionals and puts a premium on early recognition and treatment through EAP. We need to expand the Wellness Program to assist employees in early self-detection and awareness of mental health concerns, and how to deal with them. Collective bargaining is particularly difficult during tight economic conditions. Legislative requirements e.g., AODA training, Workplace Violence, Health & Safety amendments, etc. puts a strain on our available resources.
6.0
7.0
2012 Departmental Priorities Funded from the Operating Budget City Council has confirmed its priorities through an update of the Citys Strategic Plan. The Citys Strategic Plan identifies the Communitys Vision, Goals, and Long-Term Desired Outcomes. The achievement of each of these components of the Strategic Plan is dependant upon the dedication of each of the Citys departments and the agencies funded by the City to focus their activities in this common direction. For 2012, this Department will focus its Strategic Actions/Major Initiatives on the following Goals of the Strategic Plan: Excellence in Governance and Municipal Management
Priority
Creation of a corporate Human Resources Master Plan
Strategic Plan Goal Excellence in Governance and Municipal Management Excellence in Governance and Municipal Management Excellence in Governance and Municipal Management Excellence in Governance and Municipal Management Excellence in Governance and Municipal Management
Funding Source
Capital
Labour negotiations with seven bargaining units
Comprehensive review of benefit plans
Requested Unmet Need
Development of a corporate Health & Safety master plan
Implementation of new software to track workplace accommodations and employee absences due to nonworkplace disability
Requested Unmet Need
Appendix 2

HUMAN RESOURCES 2009 Actuals 2010 Actuals Number Business Unit Description 2011 Forecasted Actuals
Variance Inc/Dec(-)
301110 Human Resources Administration 301130 Pooled Employees - Home 301140 Employment Services 301150 Health & Safety TOTAL
207,476 0 412,032 194,846 814,355
186,549 0 442,789 204,245 833,583
288,930 0 452,494 246,870 988,294
113,930 0 552,494 251,870 918,294
170,954 0 469,180 284,459 924,593
57,024 0 (83,314) 32,589 6,299
50.05% 0.00% -15.08% 12.94% 0.69%
Appendix 3
HUMAN RESOURCES

Increases in employee compensation Salaries: Benefits: VUDO $33,088 $19,959 ($927) $0
52,120
Annualization of new staff and services approved in the 2011 Budget Health & Safety Specialist - Salaries Health & Safety Specialist - Benefits $13,435 $3,356 $0 $0
16,791
Appendix 3
Increases/Decreases for Utilities and Fuel Natural Gas/Electricity: Water/Sewer: Fuel: Telephone: $0 $0 $0 $1,500 $0
1,500
$0 Previously approved City Council Initiatives $0 $0 -
Service Delivery Efficiencies Office Supplies Computer Software Computer Hardware Staff Training & Development Travelling Expenses Meals Fax Machine Professional Services EAP Fees Lease - Photocopiers Copy Serv 100 Wellington Food Education Advertising - Print Memberships & Subscriptions ($500) ($8,000) ($500) ($500) ($1,400) ($50) ($250) ($10,000) ($200) ($500) ($500) ($200) ($3,547) ($5,000) ($500)
(31,647)
Appendix 3
Changes to Revenue
7,500
Recruitment Fees (every other year only)
$7,500 $0 $0 $0
Removal of One-Time Amounts approved in the 2011 Budget $0 $0 Other (Please Specify) Overhead Charges: Consultative Services (grievance mediation & WSIB file reviews) Recruitment & Testing (assessments) Position transfer to IT Capital (one time) $41,022 $5,000 $750 ($86,737)
(39,965)
924,593
Appendix 4

Business Unit # Business Unit Description Explanation of Increase or Decrease There are 2 primary reasons for the increase in this business unit: 1) decrease in corporate support recovery, 2) transfer of HR Systems Specialist to this business unit. These increases are offset by service delivery efficiencies along with a one-time reduction for a position transfer to IT capital
301110
Human Resources Administration
301130
Pooled Employees - Home The decrease in this business unit is primarily attributable to the transfer of the HR Systems Specialist out of this business unit, however savings have also been realized through more efficient use of job ad space in newspapers. The increase in this business unit is primarily attributable to salaries & benefits.
301140
Employment Services
301150
Health & Safety
10
Appendix 5

86,737

301140

301110
HR Systems Specialist salary & benefits transferred from Emp. Services to HR Admin.
11
Appendix 6
918,294 927,477 924,593

1 2 3 0 0 0

1 2 3 4 5 0 0 0 0 0

1 2 3 4 5 0 0 0 0 0
12
Appendix 7

ITEM UNMET NEEDS 1 Two Additional Parklane software modules 2 Two Additional Parklane software modules 3 Comprehensive Review of Employee Benefit Program 4 5 6 7 8 9 10
2012 NET COST 0 0 50,000
0 One Time 1,500 Annual 50,000 Annual
Grand Total
50,000
51,500
13
Appendix 7a
2012 Justification of Unmet Needs 1) Title: Two Additional Parklane software modules
One Time 1-Apr-12
Description: The two additional software modules for the City's Parklane System will allow staff to track workplace accommodations and return to work efforts as well as the status of employee absences due to non-workplace disability. The non-occupational disability management module will enable our health and safety professionals to monitor and manage non-occupational claims, helping to lessen the duration and overall cost impacts that may be incurred. The work accommodation and return to work module are designed to assist staff in returning employees back to safe and productive work as soon as possible after either a workplace or a non-occupational illness/injury.
Justifications: As outlined in the Human Resources Business Plan, one of the significant challenges for the City's people resources is the increasing number of incidences of employee mental health issues and associated disability claims. Certainly, the City has experienced an increase in the number of employees on extended sick leave absences and on Long Term Disability through the benefit carrier. There is considerable provincial legislation through the AODA and the Human Rights Code requiring employers to accommodate individuals and employees with disabilities. It is imperative, therefore, that the City implement software to track the status of employees with various illnesses and injuries and to better manage the accommodation process and options so those employees can return to the workplace in a productive capacity. Community Base Strategic Plan Goals: Excellence in Governance and Municipal Management Business Unit/ 301150.1693 - Contribution from Health & Safety Accident Prevention Reserve Fund Object Code: ($15,000) and 301150.3310 - Computer Software $12,000, 301150.4005 - Staff Training & Development $3,000 2012 Net Municipal Cost: 0 2013 Net Municipal Cost:
14
Appendix 7a
2012 Justification of Unmet Needs 2) Title: Two Additional Parklane software modules
Annual 1-Jan-12
Justifications: As outlined in the Human Resources Business Plan, one of the significant challenges for the City's people resources is the increasing number of incidences of employee mental health issues and associated disability claims. Certainly, the City has experienced an increase in the number of employees on extended sick leave absences and on Long Term Disability through the benefit carrier. There is considerable provincial legislation through the AODA and the Human Rights Code requiring employers to accommodate individuals and employees with disabilities. It is imperative, therefore, that the City implement software to track the status of employees with various illnesses and injuries and to better manage the accommodation process and options so those employees can return to the workplace in a productive capacity.
Community Base Strategic Plan Goals: Excellence in Governance and Municipal Management Business Unit/ 301150.3310 - Computer Software Object Code: 2012 Net Municipal Cost: 2013 Net Municipal Cost:
0 1,500
15
Appendix 7a
2012 Justification of Unmet Needs 3) Title: Comprehensive Review of Employee Benefit Program
Annual 1-Jan-12
Description: The Human Resources department requires the services of an external benefit consultant who specializes in the design of employee group benefit plans. Staff recommend that a Request for Proposals (RFP) be issued to obtain a benefit consultant firm that will conduct claims audits and evaluate the operation of current benefit programs. In addition, the firm would make recommendations on new benefit options; deletions of old benefits; revised programs to provide better value for money; analyze health care, dental care and disability trends; perform claims utilization analysis and forecasting; review plan costs and initiate suggestions for cost containment consistent with benefit industry norms and trends.
Justifications: The annual benefit premium costs for the municipality are over $6.25 million. Health costs are doubling every five years due to an aging population, increases in utilization and the introduction of new benefit products (such as biologic vs. chemical drugs) and services to the marketplace. These cost increases will certainly be reflected in higher premiums over the coming years. The Canadian Union of Public Employees (CUPE) Local 181 have already engaged their own benefit consultant to make recommendations on the potential harmonization of group benefits for the various CUPE units in the City. With the upcoming negotiations of seven collective agreements, it is imperative that the City's bargaining committees be pro-active in assessing its benefit plans such that recommendations can be made for cost containment and better utilization of the benefit options for employees. For the 2011 benefit renewal with Manulife, the use of a benefit consultant at an estimated cost of approximately $6,000 resulted in annual savings of $352,584, which is the equivalent of about a 5875% return on our investment. While the increased utilization of a benefit consultant will not have the same direct correlation on the ROI, there are certainly significant savings and opportunities available. Community Base Strategic Plan Goals: Excellence in Governance and Municipal Management Business Unit/ 301110.4104 - Consultative Services Object Code: 2012 Net Municipal Cost: 2013 Net Municipal Cost:
50,000 50,000
16
2012 BUSINESS PLAN

Corporate Services Legal and Real Estate Department
Link to Financials
Appendix 1 2012 Business Plan Corporate Services Legal and Real Estate Department
1.0
Mission Statement
The following Mission Statement was approved by Council in 2004. The full Mission Statement is considerably longer, and includes commentary on each of the principles: The mission of the department is to provide legal and real estate services to the Corporation in accordance with the following principles: (a) (b) (c) (d) (e) Quality Services shall be performed in a timely fashion; All services shall be performed according to the highest applicable professional standards; In their dealings with the department, the public will be treated with dignity and respect; Services shall be performed in a cost-effective manner; and, Complaints in relation to the provision of services will be treated seriously.
2.0
The City Solicitor heads both business units within the department. Although the City Solicitor heads both divisions, that position is normally treated as lying within the Legal and Real Estate Division, resulting in 6 employees in each division.
Legal and Real Estate Department
302110 Legal and Real Estate Division
302120 Provincial Offences Office
Staff Establishment: 13 Full-time positions (Full-time Staff Only)
The reporting structure within the department is depicted in the following table. Positions marked with indents report to the position shown above them. All non-indented positions report directly to the City Solicitor.
Reporting Structure
Larry Tansley, City Solicitor Department Head
Legal and Real Estate Division

Assistant City Solicitor Assistant City Solicitor Assistant City Solicitor Secretary Sara Ahmadi Kim Farrington Heidi de Vries Joanne Austin
Provincial Offences Office

Prosecutor Pauline Da Silva
Manager of Real Estate Law Clerk
John Wyatt Tina Binder
Court Manager Court Monitor Administration Clerk Administration Clerk Collection Clerk
Mena Nitsche Susan Downey Roger Paquette Deborah Wright Jason Carriere
3.0
Major Customers or Clients The primary customers or clients of the Legal and Real Estate Division of the department are City Council, City Departments, the Hydro Group of Companies, and the Local Housing Corporation. The secondary customers or clients of the Legal and Real Estate Division of the department are other wholly-owned subsidiaries of the City, and (where possible) local boards of the municipality. The primary customers or clients of the Provincial Offences Office are the public at large, the judiciary, the Ministry of the Attorney General, provincial prosecutors, lawyers and agents, and various other ministry stakeholders such as the Ministry of Transportation, the Ministry of Finance, and the Ministry of Labour. Because fines may be paid in Brantford regardless of the location where the offence was committed, the Provincial Offences Office also serves all other Provincial Offences Offices throughout Ontario. The Provincial Offences Office also supports and assists other municipal departments in law enforcement matters. The legal department provides input into reports from other departments on a routine basis. Achievements in 2011 The following represents significant Actions and Initiatives undertaken in 2011
4.0
GOAL:

Ongoing
Support to all actions and initiatives by all departments and business units within the City administration Negotiation and completion of Market Square transaction Required to manage high profile First Nations occupations, including relationships with other levels of government and coordination of legal responses. This has included participation and provision of all staff support for first-ever mediated discussions with the Haudonosaunee people. Negotiation of a consultation agreement with the Six Nations of the Grand River Participation in planning for various economic development opportunities for the City.
Ongoing
Ongoing
Completed, although not finalized as a result of circumstances beyond the control of the City. Ongoing, although these opportunities are not always fully realized as a result of circumstances beyond the control of the City.
GOAL:
Ongoing
Support to all actions and initiatives by all departments and business units within the City administration.
GOAL:

Ongoing
Support to all actions and initiatives by all departments and business units within the City administration. Providing all land acquisition services in connection with the renewal of Colborne Street. This is a significant project. Particular support to Brownfields initiatives being undertaken by City
Ongoing
Ongoing
GOAL:

Completed
Recruitment of new staff Following recruitment of new staff, we have been attempting to reduce the reliance of the City on outside solicitors in areas where that can be reasonably accomplished, particularly in Human Resources matters and by undertaking defence work that lies beneath insurance deductibles where outside Counsel would formerly have been engaged by the Risk Management Department. Management of litigation that is beyond internal capacity, through outside solicitors, namely: HDI litigation, Kingspan litigation, Water Plant Subsidence Litigation, and the Sifton/Grandview litigation.
Ongoing
Ongoing
5.0
Departments Significant Trends and Challenges Emerging trends and challenges have an immediate and/or long-term impact on the nature of the administrative, operational, and financial aspects of the services provided by the Department. An awareness of these trends and challenges allows City Council and staff to monitor and react to them in order to take advantage of opportunities and minimize impacts so that the City can continue to provide quality services. The significant trends and challenges for 2012 and beyond are as follows: Goal- Excellence in Government and Municipal Management The City has become involved in more and more litigation in recent years, mirroring a societal trend toward more Court actions as a means of solving issues. The number of cases that the City now deals with at the Ontario Municipal Board is much higher than it ever was in the past, but the City also experiences high levels of other disputes, such as employment disputes, that require legal assistance. At the same time, we are attempting to deal with more and more matters internally, and the challenge will be to recognize which matters will need to be farmed out to outside Counsel and which matters can reasonably be taken through to completion using internal resources.
Goal Excellence in Government and Municipal Management; Long Term Goal for Provincial Offences Part of the download of Provincial Offences to municipalities involved the retention of the prosecution of certain sorts of offence by the local Crown Attorneys Office, for which the City is billed by the Province at the rate of $109.00 per hour. These costs make up a significant portion of the Citys costs under line 302120.4308. The City employs a prosecutor who is capable of undertaking this function at no additional
cost and with the total elimination of the current $109.00 per hour fee. This fee, of course, is fixed by the Province as part of its Labour Relations processes with its own workers, and is not something into which the City has any input. The City and the County have agreed in their general cost sharing agreement to take the position that the Citys prosecutor should assume all prosecutorial responsibility from the local Crown Attorney for so-called Part III offences, and this position should continue to be City policy. We will look for ways to achieve this goal both as opportunities present themselves and by participating with other municipalities with the same point of view in discussions with the Province from time to time. The Provincial Offences operation was transferred to the City from the Province in 2000. The City receives fines but is required to share a portion of the proceeds with other municipalities and First Nations in the Court Service Area (based the jurisdiction in which the charge was laid) after costs of operating the service have been paid. Based on past history which contains considerable fluctuation from year to year, our estimate is that 47% of the net revenues will be shared in this fashion. The gross revenues from offences have tended to increase over time, but these revenues have now reached a plateau at the current budget estimate that is unchanged from the 2010 budget. 6.0 Financial Resource Information
2012 Budget Estimates 7.0 2012 Business Unit Financial Summary Appendix 2 2012 Base Budget Increases/Decreases Appendix 3 2012 Business Unit Variance Explanation Appendix 4 Road Map to Achieve 2012 Budget Target Appendix 6 2012 Departmental Priorities Funded from the Operating Budget
City Council has confirmed its priorities through an update of the Citys Strategic Plan. The Citys Strategic Plan identifies the Communitys Vision, Goals, and Long-Term Desired Outcomes. The achievement of each of these components of the Strategic Plan is dependant upon the dedication of each of the Citys departments and the agencies funded by the City to focus their activities in this common direction. For 2012, this Department will focus its strategic actions/major initiatives on the following goals of the strategic plan. Excellence in Governance and Municipal Management
The priorities of the department reflect the corporate services role of the department as an important support to the work of each and every department of the organization, so that the primary priority for the department is to improve services to other departments in the performance of their various priorities. The following is a prioritized list of the 2012 Departmental Priorities that the Department intends to undertake with the 2012 Operating Budget requested as part of this Business Plan: 2012 DEPARTMENTAL PRIORITIES Priority
1
Strategic Action / Major Initiatives

Review and update of departmental division of work and responsibilities to ensure that all operational areas within the City administration are identified. This item reflects the overall service nature of the department. Continued work on the achievements for 2011 identified as ongoing in item 4.0 above
Strategic Plan Goal

Funding Source
Current Budget
Current Budget
Appendix 2

LEGAL & REAL ESTATE 2009 Actuals 2010 Actuals Number Business Unit Description 2011 Forecasted Actuals
Variance Inc/Dec(-)
302110 LEGAL DEPARTMENT ADMIN. 302120 PROVINCIAL OFFENCES TOTAL
549,227 (413,440) 135,787
494,468 (324,088) 170,380
473,543 (462,394) 11,149
603,719 (517,235) 86,484
685,162 (620,825) 64,337
81,443 (103,590) (22,147)
13.49% -20.03% -25.61%
Appendix 3
LEGAL & REAL ESTATE/ CORPORATE SERVICES

31,640
Annualization of new staff and services approved in the 2011 Budget Assistant City Solicitor - Salaries Assistant City Solicitor - Benefits $23,530 $5,916 $0 $0
29,446
Contractual Obligations (only where a formal contract exists) POA Debt Principal & Interest ($120,863) $0 $0 $0
(120,863)
Appendix 3
Inflationary Increases Increased Law Society Fees $1,370 $0 $0 $0 $0 Previously approved City Council Initiatives $0 $0 $0 $0
1,370
Appendix 3
Removal of One-Time Amounts approved in the 2011 Budget Assistant City Solicitor-Advertising & Furniture ($5,500) $0 $0 $0 Other (Please Specify) Overhead Charges: $41,760 $0 $0 $0
(5,500)
41,760
64,337
Appendix 4

Business Unit # Business Unit Description Explanation of Increase or Decrease Annualization of new staffing position. Loss of $41,760 in off setting transfers from Departments using Legal services (Corporate Support Recovery)
302110
LEGAL DEPARTMENT ADMIN.
302120
PROVINCIAL OFFENCES
Debenture fully retired
10
Appendix 6
86,484 87,349 64,337
Amount of Total Reductions Needed to Meet Budget Target Proposed Fee Increases (did not receive early approval)
1 2 3 4 5 0 0 0 0 0

1 2 3 4 5 0 0 0 0 0

1 2 3 4 5 0 0 0 0 0
11
2012 BUSINESS PLAN

CORPORATE SERVICES CITY CLERKS DEPARTMENT
Link to Financials
Appendix 1 2012 Business Plan Corporate Services City Clerks Department
1.0
Mission Statement
To provide an exceptional level of service in the delivery of timely, effective and responsive information to our customers and to maintain a high level of integrity in fulfilling the statutory and regulatory obligations of the City Clerks Department. 2.0
The City Clerks Department is part of the Corporate Services Commission and reports to City Council through the Committee of the Whole - Operations and Administration.
City Clerks Department
Legislative and Council Support Services No. of FTE 4
Licensing, Elections and Administrative Services No. of FTE 12
Insurance and Risk Management
No. of FTE 2
The City Clerks Department can be broken down into 3 primary areas of responsibility: a) Legislative and Council Support Services
The primary roles and responsibilities of this Division include: Preparation of Council and Committee agendas and supporting documents. Attendance at meetings of Council and Committees to take Minutes and to advise on matters of procedure. Communication of Council decisions and directives to the Departments clients. Ensuring the municipalitys compliance with Provincial Legislation as it relates to Council and Committee processes, access to municipal records, zoning circulations and all other legislated requirements of the City Clerk. Providing administrative and clerical support services to Councillors as required. Maintenance of the City of Brantford Municipal Code (By-laws) and Corporate Policy Manual. Administration of the Appointments Policy respecting the appointment of Members to various Committees.
b)
Licensing, Elections and Administrative Services
The primary roles and responsibilities of this Division include: c) Administration of the Citys Business Licensing Program and enforcement. Administration of Lottery Licensing for the City and compliance. Co-ordination of Dog Licensing and Animal Control Enforcement. Conduct of Municipal Elections. Providing an effective corporate records management, printing, mailing and courier service for the Corporation. Vital Statistics Registration for the Municipality.
Corporate Insurance and Risk Management Services
The primary roles and responsibilities of this Division include: Managing the insurance program provided by the Citys external insurance provider. Co-ordinating risk management training across the Corporation. Investigating and responding to all Claims received by the Municipality. Working with the Citys contracted insurance adjustor to ensure that all claims falling within the Municipalitys deductible limits are promptly addressed. Providing recommendations on the appropriate settlement of Claims. Liaising with Legal Counsel handling the management of claims on behalf of the Municipalitys Insurer.
Major Customers or Clients The primary customers or clients of the Department include: Members of Council City of Brantford Departments, Boards, Advisory Committees and Agencies City of Brantford residents Media representatives Other municipalities
3.0
4.0
Achievements in 2011 The following represents significant Actions and Initiatives undertaken in 2011: GOAL: EXCELLENCE IN GOVERNANCE AND MUNCIPAL MANAGEMENT Actions/Initiatives
Completion of 2010 Municipal Election Review/Post Mortem Completion of Comprehensive Council Orientation Program following 2010 Municipal Election
Status
Completed (January 2011) Completed (January 2011)
Procedural By-law Review with regard to Council Task Forces and Notice Provisions Recruitment, appointment and training of citizen members on all of the Citys many Boards and Advisory Committees Report back with results of Corporate Insurance Actuarial Review Negotiation of Updated Animal Control Enforcement Agreement Council Remuneration Review for implementation in 2012 Review of Corporate Insurance Program for 2012 Review of the Citys Business Licensing By-law Corporate Phone System Review
Completed (September 2011) Completed - Appointments (March 2011) Completed - Training (September 2011) In progress (October 2011) In progress (December 2011) In progress (December 2011) In progress (December 2011) Delayed. Review has commenced by wont be completed until 2012. In progress (December 2012)
5.0
Departments Significant Trends and Challenges Goal Excellence in Governance and Municipal Management Emerging trends and challenges have an immediate and/or long-term impact on the nature of the administrative, operational, and financial aspects of the services provided by the Department. An awareness of these trends and challenges allows City Council and staff to monitor and react to them in order to take advantage of opportunities and minimize impacts so that the City can continue to provide quality services. The significant trends and challenges for 2012 and beyond are as follows: Goal Excellence in Governance and Municipal Management Trends Increasing number of Task Forces and Working Groups established by City Council. Frequency of Special City Council meetings on an almost weekly basis. Increasing demand on Department resources to provide documents and services in an electronic format and on-line. Increasing number of Insurance Claims being filed against the Municipality on an annual basis. Increasing demand on the Insurance/Risk Management Division for to review of agreements and other services. Increasing demand on Records Division for transfers, retrievals, re-filing and destruction.
Challenges Provision of Clerks services for meetings of City Council, its Committees, Boards, Advisory Committees and Task Forces within the existing staffing complement, in light of the growing number of Task Forces and Study Groups, the frequency of Special City Council meetings, and the increasing demand for electronic agendas and on-line documentation. Development of a comprehensive and co-ordinated strategy for telephone communications across the Corporation. Implementation of risk mitigation strategies by departments, user groups and services given increased demands of that Division. Space limitations for growing demands of the Records/Mail room functions and for election purposes.
6.0
Financial Resource Information 2012 Budget Estimates 2012 Business Unit Financial Summary Appendix 2 2012 Base Budget Increases/Decreases Appendix 3 2012 Business Unit Variance Explanation Appendix 4 Reconciliation of Business Unit Budget Reallocation Appendix 5 Road Map to Achieve 2012 Budget Target Appendix 6
7.0
2012 Departmental Priorities Funded from the Operating Budget City Council has confirmed its priorities through an update of the Citys Strategic Plan. The Citys Strategic Plan identifies the Communitys Vision, Goals, and Long-Term Desired Outcomes. The achievement of each of these components of the Strategic Plan is dependant upon the dedication of each of the Citys departments and the agencies funded by the City to focus their activities in this common direction. For 2012, this Department will focus its Strategic Actions/Major Initiatives on the following Goal of the Strategic Plan: Excellence in Governance and Municipal Management

Priority
Strategic Actions/Major Initiatives Comprehensive Council Structure and Ward Boundary Review to be effective for the 2014-2018 term of Council Recruitment, Appointment and Training of volunteers to various Boards and Advisory Committee Review of the Citys Business Licensing By-law
Corporate Phone System Review
Review of Corporate Insurance Program for 2013
Commencement of Records Retention Bylaw Review
Strategic Plan Goal Excellence in Governance and Municipal Management Excellence in Governance and Municipal Management Excellence in Governance and Municipal Management Excellence in Governance and Municipal Management Excellence in Governance and Municipal Management Excellence in Governance and Municipal Management
Existing operating funds Existing operating funds
Appendix 2

CITY CLERK 2009 Actuals 2010 Actuals Number Business Unit Description 303105 Clerk's Administration 466,840 303107 Records & Mail Room 296,063 303110 Animal Control 237,740 303115 Drinking & Driving Counter Measures FP2 303117 Drinking & Driving Committee Fund Raising - FP2 303125 Elections - FP2 129,386 303135 Lottery Licensing 41,211 303140 Business Licensing (64,326) 303145 Insurance and Risk Management - FP2 102,738 303150 Employee Awards Night 16,181 303160 Volunteers Appreciation Night 6,888 TOTAL 1,237,494 8,224 1,257,050 10,875 1,172,268 10,875 1,330,848 10,875 1,319,962 0 (10,886) 0.00% -0.82% 14,780 22,750 23,250 23,250 0 0.00% 110,840 120,108 120,108 143,180 23,072 19.21% (155,239) (183,469) (79,969) (173,706) (93,737) -117.22% 58,023 48,573 56,073 46,626 (9,447) -16.85% 147,100 119,832 119,832 118,461 (1,371) -1.14% 4,773 0 230,814 4,517 0 239,765 4,516 0 242,345 4,516 0 249,242 4,516 0 6,897 (0) 0 2.85% -0.01% 0.00% 328,096 275,018 291,518 308,854 17,336 5.95% 509,895 514,300 542,300 588,664 46,364 8.55% 2011 Forecasted Actuals
Variance Inc/Dec(-)
Appendix 3
CITY CLERK/ CORPORATE SERVICES

Increases in employee compensation Salaries: Benefits: ($3,682) $32,522 $0 $0
28,840
Contractual Obligations (only where a formal contract exists) SPCA Agreement $4,643 $0 $0 $0
4,643
Appendix 3
Increases/Decreases for Utilities and Fuel Natural Gas/Electricity: Water/Sewer: Fuel: Telephone: $0 $0 $0 $0
Service Delivery Efficiencies Department recommended efficienices, various Business units. ($42,415) $0 $0 $0
(42,415)
Changes to Revenue
(73,847)
Increased revenue - licensing fees Reduction in Drink/Drive contribution from County
($73,910) $63
$0
Appendix 3
Removal of One-Time Amounts approved in the 2011 Budget $0 $0 $0 $0 Other (Please Specify) Overhead Charges: Database Communication Fees Database Communication Fees re: transfer to Council Admin $72,242 $2,050 ($2,400) $0
71,892
1,319,962
10
Appendix 4

Business Unit # Business Unit Description Explanation of Increase or Decrease Increase is relative to Salary/Benefit lines coupled with consolidation of various lines from other Business Units within the Clerk's Budget. Improvement to administration of budget. Major reduction in Corp. Services Recovery. Staffing changes contributed to major increase in Benefits for this unit. Effects tempered by reallocation of some expenditures to the Administration Unit. Major reduction in Corp. Services Recovery. Increase directly related to new agreement with service provided with minor increases to Salary & Benefits.
303105
Clerk's Administration
303107
Records & Mail Room
303110
Animal Control
303115
Drinking & Driving Counter Measures FP2
Not Applicable
303117
Drinking & Driving Committee Not Applicable Fund Raising - FP2
303125
Elections - FP2
Change in staffing resulted in reduction to Salary & Benefit lines. Change in staffing resulted in reduction to Salary & Benefit lines combined with reallocation of various lines to the Administration Unit for improved administration of budget.
303135
Lottery Licensing
11
Appendix 5

1000 500 1000 1000 1000 500 500 500 5000 1000 1,000 3685 500 200 800 1,375 300 2,400

303135.3022 303140.3022 303135.3310 303140.3310 303135.3320 303140.3320 303135.3330 303140.3330 303107.3370 303140.3370 303135.3380 303107.4116 303135.4116 303140.4116 303140.7025 303135.4005 303140.4116 303105.7025

303105.3022 303105.3310 303105.3320 303105.3330 303105.3370 303105.3022 303105.4116 303105.7025 303140.4005 303140.4138 123000.4314.1000
Consolidation to improve efficiency in budget monitoring. Consolidation to improve efficiency in budget monitoring. Consolidation to improve efficiency in budget monitoring. Consolidation to improve efficiency in budget monitoring. Consolidation to improve efficiency in budget monitoring. Consolidation to improve efficiency in budget monitoring. Consolidation to improve efficiency in budget monitoring. Consolidation to improve efficiency in budget monitoring. Redistrubtion due to staffing changes. Redistrubtion due to staffing changes. Reallocation of $2400 to Council Admin for Data Comm Fees - transfer from Clerks Admin.
12
Appendix 6
1,330,848 1,344,156 1,319,962

1 2 3 0 0 0

1 2 3 4 5 0 0 0 0 0

1 2 3 4 5 0 0 0 0 0
13
Appendix 7

ITEM UNMET NEEDS 1 Volunteer Brantford (Volunteer Centre in the City of Brantford) 2 Volunteer Brantford (Volunteer Centre in the City of Brantford) 3 4 5 6 7 8 9 10
2012 NET COST 180,510 29,000
180,510 Annual 0 One Time
Grand Total
209,510
180,510
14
Appendix 7a
2012 Justification of Unmet Needs 1) Title: Volunteer Brantford (Volunteer Centre in the City of Brantford)
Annual 1/1/2012
Description: THIS ITEM WAS REFERRED BY COUNCIL ON OCT 3, 2011 TO THE ESTIMATES COMMITTEE FOR CONSIDERATION AS PART OF THE 2012 BUDGET PROCESS. The annual costs provided support the operating costs for a satellite office located adjacent to an existing city facility in Market Square, allowing for the use of some shared facilities, equipment and IT network.
Justifications: On May 24, 2011, Council directed staff to meet with the Volunteer Network Committee to review their March 23, 2011 proposal to establish a Volunteer Centre in the City of Brantford and report back to Council with options and costing to move this proposal forward." In its report to Committee of the Whole - Operations and Administration on September 26, 2011, the Volunteer Network Committee noted Brantford is the largest city in Ontario without the benefit of a volunteer centre. While volunteerism is currently occurring in Brantford, no statistics are available to determine its health and there is no central organizing entity to coordinate, support, educate, promote, advocate for, recognize or protect its participants or organizers. This situation contributes to underutilization of resources, lack of synergy, and unnecessary risks. Community Base Strategic Plan Goals: High Quality of Life and Caring for all Citizens Business Unit/ New Object Code: 2012 Net Municipal Cost: 2013 Net Municipal Cost: 180,510 180,510
15
Appendix 7a
One Time 1/1/2012
Description: THIS ITEM WAS REFERRED BY COUNCIL ON OCT 3, 2011 TO THE ESTIMATES COMMITTEE FOR CONSIDERATION AS PART OF THE 2012 BUDGET PROCESS. The costs would be required to offset one time start up expenses for a Volunteer Centre in Brantford such as office furniture, equipment and supplies.
Justifications: On May 24, 2011, Council directed staff to meet with the Volunteer Network Committee to review their March 23, 2011 proposal to establish a Volunteer Centre in the City of Brantford and report back to Council with options and costing to move this proposal forward." In its report to Committee of the Whole - Operations and Administration on September 26, 2011, the Volunteer Network Committee noted Brantford is the largest city in Ontario without the benefit of a volunteer centre. While volunteerism is currently occurring in Brantford, no statistics are available to determine its health and there is no central organizing entity to coordinate, support, educate, promote, advocate for, recognize or protect its participants or organizers. This situation contributes to underutilization of resources, lack of synergy, and unnecessary risks. Community Base Strategic Plan Goals: High Quality of Life and Caring for all Citizens Business Unit/ New Object Code: 2012 Net Municipal Cost: 2013 Net Municipal Cost: 29,000 0
16
2012 BUSINESS PLAN

Corporate Services Finance Department
Link to Financials
2012 Business Plan Corporate Services Finance Department
1.0
Mission Statement
To manage the financial affairs of the City in an effective and efficient manner within a well designed corporate focused financial environment that ensures timely and reliable financial information and effective internal controls that provide proactive financial advice, corporate procurement and ensures the security of all financial assets.
2.0
The Finance function provides Administration, Accounting, Purchasing, Taxation/ Customer Services and Financial Analysis services. The opening 2012 staff establishment is 65.6 full-time and 7 part-time, which equates to 69.6 full-time employees. Finance is a department in the Corporate Servicess Commission and has the following divisions:
Finance Department FTE 69.6
Administration
Accounting
Financial Analysts
No. of FTE - 2
No. of FTE 17.6
No. of FTE - 9
Property Tax/Customer Services No. of FTE - 29
Purchasing
No. of FTE - 12
The major responsibilities are as follows: Finance Administration Letter of Credits and Deposits Budget Process Administration Treasurers Legislative Requirements General Administration
Accounting Payroll Accounts Receivable Accounts Payable Banking and Investment Activities Yearend and Financial Reporting Activities Accounting Services for Utility Companies Value for Money Audits Commodity Taxes Fixed Asset Accounting
Financial Analysis Budget Process Development/Assistance/Review Long Term Strategic Financial Plan Financial Systems Financial Analysis & Reporting
Property Tax / Customer Services Tax/Utilities Billing and Collection Cashiering Tax/Utilities Customer Services Purchasing Corporate Procurement Services Utilities Procurement and Dispatch Utilities Building Operations 3.0 Major Customers or Clients
The Finance department provides services to taxpayers, utility ratepayers, city service users, vendors, employees, City Council, City Manager, General Managers, other departments, business partners, other levels of government and their agencies, and private organizations. The Finance group has a broad range of customers both external and internal. Our staff is committed to, and practice, good customer service through timely responses, courteous and respectful behaviour, and providing information in easy to understand formats.
4.0
Achievements in 2011 The following represents significant Actions and Initiatives undertaken in 2011: GOAL: EXCELLENCE IN GOVERNANCE AND MUNICIPAL MANAGEMENT Actions/Initiatives
1. Fixed Assets Module Development
Status
Module Development completed. Implementation process to continue in 2012
2. Efficiencies continue review of organizational restructuring and succession planning
Ongoing
3. JDEdwards assist with completion of upgrade to the Financial System

st
This project is almost completed and will be finished the first part of 2012 This item will be going to the Finance Committee before the end of the year
4. Review of Strategic Financial Plan during 1 Term of Council
5. Review of Purchasing Policy as required st under By-law 115-2007 during 1 term of Council
This process with continue with the assistance of joint staff & Council Committee
6. Implement review of user departments annual purchases and look for efficiencies in issuing additional corporate contracts Continue to explore opportunities to participate in purchasing cooperatives as well as facilitate more cooperative bid solicitations
Review will be continuing in 2012
7. e-Government Participate in implementation Ability to access and download documents Creation of vendor database
2012 will see the ongoing development for access and downloading documents for Customer Service/Tax and Purchasing. Ongoing project for 2012.
8. Inventory Reporting ensure correct reporting of inventories through system integration with JDE and regular physical inventory evaluations
Ongoing
9. Automation of Payment Processes review and analysis of best practices for processing accounts payable to increase efficiencies and optimize cash flows
On-going project for 2012
10. Develop a plan to address the issue of rising tax arrears and initiate actions to reduce the level of outstanding taxes
Report presented to Finance Committee regarding tax arrears. With Legals assistance more properties have been subject to the tax sale process and subsequently taxes on these properties are being paid. Approval was obtained to increase the number of arrear notices from 2 to 4 per year
11. Ongoing compliance with changing OEB regulatory issues for billings, reporting, conditions of service and affiliate relationship code requirement for the utility companies. Implementation of International Financial Reporting Standards Assist with the finalization of the conversion of existing electricity meters to smart meters and prepare for time of use billing in 2011 Modify the billing process to support the OPAs renewable generation programs (MFIT and micro Fit) Prepare, with Tax staff, a more secure approach to collecting delinquent water and sewer accounts On-going
95% Complete
On - going
Still being investigated
5.0
Supporting the Citys departments in financial matters is one of the Finance departments major priorities of fiscal responsibility and is the prime function of the Finance group. This is clearly expressed in the Mission Statement presented at the beginning of this business plan. To accomplish this goal Finance requires: competent and well-trained staff; up-to-date financial/human resources; property tax and utility billing systems; effective budgeting and financial planning; efficient corporate procurement; comprehensive banking/investment programs; and sound internal control policies and practices. The Finance group also supports fiscal responsibility by providing advice to City Council, departments and agencies on financial matters. Emerging trends and challenges have an immediate and/or long-term impact on the nature of the administrative, operational, and financial aspects of the services provided by the Department. An awareness of these trends and challenges allows City Council and staff to monitor and react to
them in order to take advantage of opportunities and minimize impacts so that the City can continue to provide quality services. The significant trends and challenges for 2012 and beyond are as follows:
Goal Excellence in Governance and Municipal Management Significant Trends moving to a corporate financial focus including but not limited to Long Term Strategic Financial Plan, enhanced/improved Budget process, Program Review, and Purchasing Policy more demands for accountability and reporting from senior levels of government to support funding programs such as gas tax transfers new / additional Public Sector Accounting Board accounting pronouncements regarding financial reporting requirements for Ontario Municipalities Asset management plans (AMP) should be developed at the same time as Tangible Capital Assets financial information is being accumulated and reported. SWSSA legislation and the Federal Gas Tax Program are demanding AMPs as mandatory accountability reporting tools. The Citys deteriorating infrastructure and deficit have clearly shown us the value of AMPs for all municipal infrastructure on-going / changing OEB regulatory environment for the Brantford group of Utility Companies keeping current and maintaining up-to-date financial systems enhancing best practices in procurement processes the fiscal imbalance between levels of government and the lack of adequate financial resources to fund municipal programs and services at the local government level the infrastructure deficit, underfunded reserve funds, unfunded liabilities and full cost accounting of corporate administrative costs pose significant financial challenges to municipalities and necessitate municipal governments putting efforts into the development and implementation of Long Term Strategic Financial Plans
Challenges
staff resources to keep up with and be current with ever increasing workloads in the municipal finance sector, recruitment and retention of staff is gaining increased attention and focus and is something that we should take a proactive approach to rather than a reactive response training / education to ensure competent / motivated / well trained staff regarding issues such as PSAB, the utility regulatory environment, and keeping current with the emerging financial and procurement challenges facing municipalities increased requirements in recent legislation for enhanced transparency and accountability
6.0
Financial Resource Information 2012 Budget Estimates 2012 Business Unit Financial Summary Appendix 2 2012 Base Budget Increases/Decreases Appendix 3 2012 Business Unit Variance Explanation Appendix 4 Reconciliation of Business Unit Budget Reallocation Appendix 5
Road Map to Achieve 2012 Budget Target Appendix 6 Impact of Non Recommended Budget Reductions Appendix 6c
7.0
The Finance Department is dedicated to moving from a departmental focus to a Corporate Financial focus along with some major projects in 2012. The necessary elements for success with the projects below are competent, well trained and highly motivated staff supported by an up-to-date J.D. Edwards financial system. High employee morale and commitment is achieved through the adherence to continuous improvement initiatives, professional development and open communication. The following is a prioritized list of the 2012 Departmental Priorities that the Department intends to undertake with the 2012 Operating Budget requested as part of this Business Plan. This list represents a very ambitious undertaking and completion within reasonable time frames represents a great challenge for Finance staff.

Priority
Strategic Plan Goal
Funding Source 2012 Base Budget
Implementation Process to Continue of Fixed Assets Module
Existing Capital Budget
Efficiencies continue review of organizational restructuring and succession planning JDEdwards continuous improvement of new system. On-going user group to address inefficiencies in the system. Establishment of a Best Practices approach to processing financial data Review of Strategic Financial Plan during st 1 Term of Council Review of Purchasing Policy with the assistance of joint staff & Council Committee
2012 Base Budget
2012 Base Budget
Excellence in Governance and Municipal Management Excellence in Governance and Municipal Management
2012 Base Budget
2012 Base Budget
Implement review of user departments annual purchases and look for efficiencies in issuing additional corporate contracts Continue to explore opportunities to participate in purchasing
2012 Base Budget
cooperatives as well as facilitate more cooperative bid solicitations
e-Government Participate in implementation Ability to access and download documents Creation of vendor database Explore possibilities around online payment Explore alternative processing services option Continue with implementation for both Property Taxes & Customer Service
2012 Base Budget
Inventory Reporting ensure correct reporting of inventories through system integration with JDE and regular physical inventory evaluations Automation of Payment Processes review and analysis of best practices for processing accounts payable to increase efficiencies and optimize cash flows Develop a plan to address the issue of rising tax arrears and initiate actions to reduce the level of outstanding taxes
2012 Base Budget
Excellence in Governance and Municipal Management Excellence in Governance and Municipal Management
2012 Base Budget
10
2012 Base Budget
11
Multi-year Budget Design and Implementation
2012 Base Budget
12
User Fee Review
2012 Base Budget
13
Re-design of General Ledger to facilitate a more efficient yearend reporting process Ongoing compliance with changing OEB regulatory issues for billings, reporting, conditions of service and affiliate relationship code requirement for the utility companies. Implementation of International Financial Reporting Standards Assist with the finalization of the conversion of existing electricity meters to smart meters and prepare for time of use billing in 2011 Modify the billing process to support the OPAs renewable
2012 Base Budget
14
2012 Base Budget
generation programs (MFIT and micro Fit) Prepare, with Tax staff, a more secure approach to collecting delinquent water and sewer accounts Excellence in Governance and Municipal Management
15
Customer Services focus on training and succession planning
2012 Base Budget
Appendix 2

FINANCE 2009 Actuals 2010 Actuals Number Business Unit Description 306110 306110 306210 306220 306310 306320 306330 306410 306420 306430 FINANCE DEPARTMENT RECOVERIES FINANCE DEPARTMENT ADMIN. ACCOUNTING ADMINISTRATION ACCOUNTING - UTILITIES PURCHASING ADMINISTRATION PURCH - UTILITIES & DISPATCH UTILITIES BUILDING OPERATIONS TAX OFFICE ADMINISTRATION CUSTOMER SERVICES ADMINISTRATION CUSTOMER SERVICE WATER HEATER RENTALS FINANCIAL ANALYSIS ADMIN. 2011 Forecasted Actuals 2012 Proposed Budget
2011 Budget
Variance Inc/Dec(-)
$
(878,259) 396,094 974,453 (36,667) 490,775 (27,530) (16,284) 459,243 (107,338) (907)
$
(878,259) 128,485 1,196,814 (42,391) 524,511 (27,072) (15,115) 549,404 (108,561) (960)
$
(904,925) 136,148 1,240,362 (16,007) 606,931 (2,685) (922) 494,342 (4,404) (1,180)
$
(904,925) 141,648 1,231,374 (15,941) 639,014 (2,838) (965) 538,942 (4,566) (1,302)
$
(696,896) 123,576 1,340,324 (16,321) 671,968 (2,879) (863) 445,593 (4,902) (1,212)
$
208,029 (18,072) 108,950 (380) 32,954 (41) 102 (93,349) (336) 90
%
22.99% -12.76% 8.85% -2.39% 5.16% -1.44% 10.57% -17.32% -7.36% 6.91%
306510
860,016
856,069
823,550
934,265
852,498
(81,767)
-8.75%
TOTAL
2,113,596
2,182,925
2,371,209
2,554,706
2,710,886
156,180
6.11%
Appendix 3
Finance/Corporate Services

Mandatory increases to staffing levels (complete on Appx 3a and 3b): Annual staff increases (App 3a) One Time staff increases (App 3b) $0 $0
Increases in employee compensation Salaries: Benefits: Overtime: $126,194 $104,192
230,386
Annualization of new staff and services approved in the 2011 Budget Buyer - Salaries Buyer - Benefits Purchasing Receptionist - Salaries Purchasing Receptionist - Benefits Customer Service Representative - Salary Customer Service Representative - Benefits $12,724 $3,688 $8,336 $2,417 $12,000 $3,500
42,665
Contractual Obligations (only where a formal contract exists) Cell Phone Contract Increase to Janitorial contract pricing ($477) $477
Increases/Decreases for Utilities and Fuel Natural Gas/Electricity: Water/Sewer: Fuel: Telephone: $0 $0 $0 ($129)
(129)
10
Appendix 3
Inflationary Increases Printing Postage Vehicle cost increase to reflect actuals Previously approved City Council Initiatives GFOA Board Representative Tax Arrears Notices-Additional Mailings $1,700 $5,330 $376 $14,338 $800
15,514
7,030
Service Delivery Efficiencies Advertising Computer Software & Hardware Consultative Services Contracted Services Copy Service Courier Service Education Lease-Photocopiers Meals No longer required to pay US Bank for p-card user fees Office Supplies Overtime Reduction in Snow removal Reduction in Waste removal Staff Training & Development Travelling Expenses Senior Financial Analyst - Salaries & Benefits ($832) ($725) ($100) ($16,434) ($900) ($585) ($2,480) ($3,482) ($1,025) ($120) ($5,860) ($2,500) ($6,246) ($2,632) ($2,854) ($600) ($101,154)
(148,529)
11
Appendix 3
Changes to Revenue Contrbtn Frm Res Fund Nsf Cheque Fee Recovery from Other Departments Recovery from Water/Sewer billing Tax Certificate Fees Tax Sales Fees Utility Company Recoveries Removal of One-Time Amounts approved in the 2011 Budget Buyer Workstation Purchasing Receptionist Workstation Telephone System upgrades ($5,836) ($5,836) ($10,000) $0 Other (Please Specify) Overhead Charges: Contracted R&M Equip Manager of Revenue Succession Planning Mastercard & Visa Charges Meals Transfer to Clerk's Department Memberships & Subscriptions Professional Services Reduced Charges From Other Departments To Reflect Actual Reduction in taxes Reductions in Meter reading/chrgs from other depts due to smart metering $208,029 ($149) ($38,531) $5,292 ($4,125) $259 ($22,500) ($950) ($1,836) ($33,801) $23,000 $200 ($9,682) ($13,129) $10,000 ($44,700) ($46,462)
(80,773)
(21,672)
111,688
2,710,886
12
Appendix 4

Business Unit # 306110 Business Unit Description FINANCE DEPARTMENT RECOVERIES FINANCE DEPARTMENT ADMIN. Explanation of Increase or Decrease The loss of Overhead Revenue from Golf, Farmers Market,Sanderson Centre, Solid Waste, Airport & Parking. Increased recoveries from Utility Companies. Salary & Benefit increases, addition of GFAO Board Representative costs are offset by various Service Delivery Efficiencies and $4,125 Meals budget transfer to Members of Council for Finance & Estimates Committee Meetings Annualization of Year-End Financial Reporting Position (will be offset by removal of succession planning costs in 306410), salary & benefit increases Increased Utility Company Recoveries resulting from increases in employee compensation Salary and benefit increases offset by removal of one time unmet needs approved in 2011 Increased Utility Company Recoveries resulting from increases in employee compensation Reduced Utility Company Recoveries resulting from reduced expenditures.
306110
306210
ACCOUNTING ADMINISTRATION
306220 306310
ACCOUNTING - UTILITIES PURCHASING ADMINISTRATION PURCH - UTILITIES & DISPATCH UTILITIES BUILDING OPERATIONS TAX OFFICE ADMINISTRATION
306320
306330
306410
One time savings in wages, telephone, and memberships, with retirement of Manager of Revenues; revenue increases from Tax Sale fees and recoveries from Hydro; decrease in Tax Certificate fees; decrease in photocopy lease; increases in printing, equipment maintenance, registrations of tax sale documents, education fees, postage, courier, and credit card fees. Salary/Benefit increases results in increased recovery from utility company
306420
CUSTOMER SERVICES ADMINISTRATION
306430
CUSTOMER SERVICE WATER HEATER RENTALS FINANCIAL ANALYSIS ADMIN.
Reduced Utility Company Recoveries resulting from reduced expenditures.
306510
This budget reflects the removal of the vacant Senior Financial Analyst Housing position from the fully approved staff complement. Based on the amounts budgeted in 2011 for salary and benefits for that position, there would be a potential savings in the 2012 budget of $101,154. For the remaining Financial Analysis Division staff however, the 2012 budget includes employment compensation increases based on estimated contractual increases ($14,626), increases to employee benefit costs ($11,128), decreases for eligible education reimbursements ($4,695), and a decrease in all other expenditures ($1,672). These changes amount to $19,387 and reduce the net savings from the elimination of the SFA position to $81,767. This represents an overall budget to budget decrease of 8.75%.
13
Appendix 5


306110 - Finance Administration

123000 SL 1000 Members of Council Corporate Council
4,125 Meals - Finance Committee & Estimates Committee
14
Appendix 6
2,554,706 2,580,253 2,710,886
130,633

1 2 3 4 5 6

1 2 3 4 5 6 7 8 9 10
15
Appendix 6

1 Value for Money Audit 2 Standard & Poors 3 Eliminate Bruzzese Competitiveness Study 4 General Service Reduction - In Camera 5 6 7 8 9 10 50,900 15,800 6,000 58,053
130,753 130,753
16
Appendix 6c
Impact of Non Recommended Budget Reductions 1) Title: Value for Money Audit
Description: Eliminate the independent Value for Money Audit
Implications: This reduction is not being recommended. The only justification for this action would be cost reduction. Council would no longer receive an independent evaluation of the efficiency and effectiveness of a particular process in a specific area. Value for money audits have provided useful information and recommendations to staff and Council in the past, which have contributed to an increased level of internal control, security of corporate assets and the implementation of suggested efficiencies. Areas that have benefited from these reviews span from Golf operations to Parking revenues. An emphasis on continual improvement is necessary going forward to support our accountability to the public. Value for Money Audits are not legislated. They are undertaken at the discretion of Council and the area for review is chosen by Council. Considering the implications, as stated, the benefits for maintaining this service far exceeds the cost savings associated with the elimination of this service.
Business Unit/ Object Code: 306210.4102 Net Municipal Reduction: $50,900 Remaining Budget: $69,800
17
Appendix 6c
Impact of Non Recommended Budget Reductions 2) Title: Standard & Poors
Description: Eliminate the annual updating of the City's credit rating with Standard & Poor's
Implications: A credit rating is Standard & Poor's independent opinion on the general credit worthiness of the municipality. It affects the rate at which the City can borrow for capital purposes and is determined through a comprehensive analysis of key business fundamentals. The rating is reviewed annually and the City endeavours to maintain or improve its rating from year to year. A decision to forego the annual review would not only result in a change in the City's stature among other Canadian municipalities and within the lending community but would also be imprudent at a time when financing to meet the demands of infrastructure upgrades and improvements is so important. This reduction is not being recommended. The only justification for this action would be cost reduction.
Business Unit/ Object Code: 306510.4104 Net Municipal Reduction: $15,800 Remaining Budget: $0
18
Appendix 6c
Impact of Non Recommended Budget Reductions 3) Title: Eliminate Bruzzese Competitiveness Study
Description: Eliminate Brantford's participation in the Municipal Competitiveness Study. This study compares Brantford's competitiveness position in a number of areas with other municipalities. These areas of comparison include financial information, user fees, property tax policies, property taxes, water/sewer costs, taxes as a percentage of income, and economic development programs among others.
Implications: The elimination of this study would leave the City without a valuable resource for comparing property tax levels in Brantford to other comparable municipalities. As well, this report identifies areas of municipal concern which could negatively impact the City's ability to attract new development to Brantford. This study will also supply valuable information for the financial strategic planning process. This report is also used as a resource for considering tax policy options that impact our property taxes and in particular our business class properties.
Business Unit/ Object Code: 306410.4104 - Consultative Services Net Municipal Reduction: $6,000 Remaining Budget: $0
19
2012 BUSINESS PLAN

Corporate Services Information Technology Services
Link to Financials
Appendix 1 2012 Business Plan Corporate Services Information Technology
1.0
Mission Statement
Providing leadership, guidance and support to the City of Brantford in achieving its corporate objectives through the design and acquisition, implementation, management and support of Information Technology.
2.0
Information Technology Services
Information Technology Services Administration No. of FTE __23___
Information Technology Services Utilities No. of FTE __4___
Reporting to Corporate Services, the IT Services Department consists of twenty-seven (27) full-time staff spanning two business units (IT Services Administration and IT Services Utilities), supporting the following services: Operation of the Citys information technology infrastructure. This includes the support, maintenance and management of the wide and local area data networks, computer processing platforms used by corporate information systems, security firewalls, virus detection, system management applications, and enterprise wide data backup and recovery. Management of corporate data consisting of numerous Oracle databases storing information accessible by multiple applications. Provide application implementation support; including design, development, and integration. Corporate application (third party) deployment, maintenance and support for City of Brantford and Brantford Power. In-house application development; including client and web development, e-mail and calendaring, server administration, maintenance and support. Project Management of all Corporation-wide information technology projects through the entire life cycle from inception, developing the business case and plan and directing the implementation. Develop, coordinate and deliver corporate-wide training for common desktop and enterprise applications. City of Brantford website support and development.
3.0
Major Customers or Clients The primary customers or clients of the IT department include: All employees who utilize technology within their jobs, from making use of generated reports, accessing the Internet, to full time system application use. Councilors. Vendors or contractors who access the City network via VPN access.
The secondary customers or clients include: The general public may access any one of the numerous web sites made available through the Citys technology infrastructure, or receiving bills, invoices, or any other printed material in the mail. Customer
4.0
GOAL:
In progress myBrantford.ca portal launched, continuing with additional eservices. Completion phase 2 Dec 2011
E-Government Initiatives
GOAL:

In progress manager hired, implementation in progress, completion date Dec 2012 In progress completion date Nov 2011 In progress completion date July 2012 Completed
Security Program Implementation JD Edwards Upgrade Disaster Recovery Network SANS expansion
5.0
Departments Significant Trends and Challenges Goal High Quality of Life and Caring for All Citizens Trends Departments and citizens becoming more dependent on network availability and system applications during the typical non-business hours.
Challenges Ensuring network and servers are accessible 24x7x365. Ensuring robust security protocols in place to prevent unwanted access/penetration. Increasingly critical as we continue to expand wireless technology and E-Services into our infrastructure.
Goal Excellence in Governance and Municipal Management Trends
Increasing demand for mobile workforce to be network connected at all times Growing requirement use of portable storage of data Expansion of User devices in the network (tablets, handheld scanners) Cloud / offsite hosted applications and services Thin Client computing / Virtualized desktops Use of personal portable devices for work / enabling personal devices on the corporation network Increased demand for Wireless public Internet Service in City of Brantford facilities Increased demand for data storage Migration from traditional phone system to Voice of IP Offering additional Customer access options - Social Media, IVR, web, electronic billing Mobile version of websites and Mobile Applications Moving from paper to electronic billing
Challenges 6.0 Protecting movement of corporate data Corporate Priorities change Security of infrastructure and data Evolution of technology keeping current with software releases, development languages, environments Accessibility for Ontarians with Disabilities Act requirement to have websites compliant with WCAG 2.0 A and AA Policies / guidelines / standards need these in place to support what technology we deploy, a way to support and enforce them. Keeping up with and meeting Organization expectations technology plays a role in nearly every aspect of service delivery within the organization. Support of current applications versus New implementations
Financial Resource Information 2012 Budget Estimates 2012 Business Unit Financial Summary Appendix 2 2012 Base Budget Increases/Decreases Appendix 3 2012 Business Unit Variance Explanation Appendix 4 Road Map to Achieve 2012 Budget Target Appendix 6 Impact of Non Recommended Budget Reductions Appendix 6c
7.0
2012 Departmental Priorities Funded from the Operating Budget City Council has confirmed its priorities through an update of the Citys Strategic Plan. The Citys Strategic Plan identifies the Communitys Vision, Goals, and Long-Term Desired Outcomes. The achievement of each of these components of the Strategic Plan is dependant upon the dedication of each of the Citys departments and the agencies funded by the City to focus their activities in this common direction.
For 2012, this Department will focus its Strategic Actions/Major Initiatives on the following Goals of the Strategic Plan: Economic Vitality and Innovation High Quality of Life and Caring for All Citizens Managed Growth and Environmental Leadership Excellence in Governance and Municipal Management (Identify only those Goals included in your 2012 Departmental Priorities chart below)
Priority
Strategic Plan Goal
Funding Source
Security Program Implementation
E-Government Initiatives
Disaster Recovery
Employee Intranet
IT Service Desk Model
Excellence in Governance & Municipal Management High Quality of Life and Caring for All Citizens Excellence in Governance & Municipal Management Excellence in Governance & Municipal Management Excellence in Governance & Municipal Management
Existing operating & capital funds Existing operating & capital funds
Existing operating & capital funds
Appendix 2

INFORMATION TECHNOLOGY 2009 Actuals 2010 Actuals Number Business Unit Description 2011 Forecasted Actuals
Variance Inc/Dec(-)
305110 INFORMATION SYSTEMS ADMIN 305150 INFORMATION SYSTEMS-UTILITIES TOTAL
1,872,748 (66,405) 1,806,344
2,073,215 (70,462) 2,002,753
2,157,766 (7,728) 2,150,038
2,159,506 (7,728) 2,151,778
2,228,158 (5,951) 2,222,207
68,652 1,777 70,429
3.18% 22.99% 3.27%
Appendix 3 INFORMATION TECHNOLOGY/ CORPORATE SERVICES

Increases in employee compensation Salaries: Benefits: VUDO $153,732 $65,642 ($1,091)
218,283
Contractual Obligations (only where a formal contract exists) Contracted R&M Computers (305110.4120) Software Support (305110.4316) Contracted R&M Computers (305150.4120) Software Support (305150.4316) ($21,750) ($48,624) ($19,000) $1,475
(87,899)
Appendix 3
Increases/Decreases for Utilities and Fuel Natural Gas/Electricity: Water/Sewer: Fuel: Telephone: $0 $0 $0 $2,940 $0
2,940
Inflationary Increases $0 $0 $0 $0 $0 Previously approved City Council Initiatives $0 $0
Service Delivery Efficiencies Database Communication Fees (305110.4314) ($46,730) $0 $0 $0
(46,730)
Changes to Revenue
(135,559)
Brantford Utilities Recovery
($135,559)
$0 $0
Appendix 3 Removal of One-Time Amounts approved in the 2011 Budget $0 $0 $0 $0 Other (Please Specify) Overhead Charges: $119,394 $0 $0 $0 119,394 -
2,222,207
Appendix 4

Business Unit # Business Unit Description Explanation of Increase or Decrease Salary increases and loss of overhead recoveries offset somewhat by contract price reductions and reduced database communication fees Reduced expenditures results in reduced recoveries from Utility Companies
305110
INFORMATION SYSTEMS ADMIN
305150
INFORMATION SYSTEMSUTILITIES
10
Appendix 6
2,151,778 2,173,296 2,222,207
48,911

1 2 3 0 0 0

1 2 3 4 5 0 0 0 0 0

1 General Service Reduction - In Camera 2 3 4 5 0 0
87,000
87,000 87,000
11
October 28, 2011
Link to Financials
Memo to: From: Re:
Mayor and Members of Council Catherine Brubacher, City Treasurer, Director of Finance 2012 CORPORATE FINANCING
Corporate Financing: This section covers numerous corporate financial issues that are listed and explained below: 1. BIA This budget does not have an impact on the citys net operating budget as it only facilitates the collection of the BIA levy through property taxes on eligible properties. 2. Tax related matters include Supplementary Taxes, Railway/Hydro Corridor Taxes, Brantford Power Education Taxes, Payments in Lieu, Penalties and Interest on Taxes and Tax Write-offs. The budget for Supplementary Tax revenue is proposed to decrease $1,000,000 for 2012 as the backlog of assessment allocations at MPAC that were increasing revenues in the last two years have now been caught up. Payment-in-Lieu reductions of $76,525 (Casino reduction represents $51,240) are offset partially by an increased Heads & Beds allocation due to more Laurier students. 3. Investment Income The declining economy has resulted in low rates of return on our investments. The prolonged recovery period means rates arent expected to rise again until late 2012, further impacting the budget for investment income. 4. Current and Retiree Benefits This business unit tracks benefit costs for tax supported retirees. No significant changes are expected for 2012. 5. Casino Financing The net Casino Financing budget tracks the 5% share of slot revenues received (currently estimated at $3.3M annually) and the related commitments. These commitments include $500,000 annually in Community Investment Fund grants, with all remaining amounts allocated to the Casino Legacy Reserve Fund. Commitments from the Casino Legacy Reserve Fund include $110,000 annually for physician recruitment, $350,000 annually until 2014 to fund Waterfront Master Plan initiatives, $250,000 annually until 2012 to fund the Highway 403 noise abatement wall, $240,000 annually until 2015 for the St. Josephs
Community Hospice, and most remaining amounts to the end of 2012 being used to fund the deficit in the Wayne Gretzky Sports Centre project. 6. Debt Financing This business unit is used to record annual principal and interest payments on tax supported debt. There is a small increase in these expenses of $640 for 2012. 7. Capital Financing Plan This business unit budgets for amounts that will be used to fund current or future tax supported capital projects. Annual envelopes are provided for many departments to meet their capital needs. 8. Utility Financing Annual interest and dividend revenues from the Energy Group of Companies are budgeted in this business unit. The increased revenues budgeted for 2012 are attributable to an additional $50,000 in expected dividends from Brantford Hydro Inc., offset by a slight reduction in interest from Brantford Power Inc resulting from the renegotiation of their promissory note payable to the City. 9. Corporate Insurance This business unit is established to budget for the Corporations premiums and claims expenses, net of recovery from user rate supported business units and outside parties. This business unit is budgeting a net increase in 2012 of $237,598 which is mainly attributable to loss of overhead charge recoveries from tax supported business units. 10. Operating Contingency This is a budgeted contingency to ensure funding is available for various items that may occur during the year. The 2012 contingency has been reduced by $800,000 already for employee gapping.
Appendix 2

2011 Forecasted Actuals 2012 Proposed Budget
CORPORATE FINANCE Number Business Unit Description
2009 Actuals 2010 Actuals
2011 Budget
Variance Inc/Dec(-)
308160 308210 308215 308216 308220 308225 308230 308235 308250 30826X 30827X 308280 308281 308285 308295 303146
BIA SUPPLEMENTARY TAXES RAILWAY & HYDRO CORRIDOR TAXES BRANTFORD POWER EDUCATION TAXES PAYMENTS IN LIEU OF TAXES PENALTIES/INTEREST/ADJUSTMENTS INVESTMENT INCOME CURRENT & RETIREE BENEFITS CASINO FINANCING DEBT FINANCING CAPITAL FINANCING HYDRO INC. REVENUE GENERATION INC. REVENUE POWER INC. REVENUE OPERATING BUDGET CONTINGENCY INSURANCE-FP2 TOTAL
(2,540,510) (14,946) (9,449) (3,324,512) 1,219,926 (1,650,244) 236,483 1,645,105 12,358,853 (131,458) (2,261,823) (1,132,050) 1,138,380 5,533,755
(3,073,342) (15,034) (9,540) (3,318,711) 1,665,480 (1,092,915) (1,661,952) 1,644,473 12,359,485 (381,458) (2,261,823) (66,999) 1,542,082 5,329,746
(1,000,000) (15,034) (7,115) (3,351,594) 1,183,107 (1,265,508) 751,251 1,641,072 12,840,616 (431,458) (2,877,564) 706,232 1,504,694 9,678,699
(2,000,000) (15,034) (7,545) (3,320,215) 1,283,107 (1,365,508) 751,251 1,641,072 12,840,616 (381,458) (2,177,564) (193,768) 1,504,694 8,559,648
(1,000,000) (15,034) (6,331) (3,288,615) 1,314,643 (1,227,200) 744,568 1,641,712 12,839,976 (431,458) (2,169,904) 150,400 1,742,292 10,295,049
1,000,000 1,214 31,600 31,536 138,308 (6,683) 640 (640) (50,000) 7,660 344,168 237,598 1,735,401
0.00% 50.00% 0.00% 16.09% 0.95% 2.46% 10.13% -0.89% 0.00% 0.04% 0.00% -13.11% 0.00% 0.35% 177.62% 15.79% 20.27%
Appendix 3
CORPORATE FINANCE

Mandatory increases due to new or changes to existing legislation Mandatory increases to staffing levels (complete on App 3a and 3b): Annual staff increases (App 3a) One Time staff increases (App 3b) $0 $0
Increases in employee compensation Salaries: Benefits: $385,900 ($11,581) $0
374,319
Contractual Obligations (only where a formal contract exists) $0 $0
Appendix 3
Inflationary Increases Increase MPAC Fee Premium & Claims Increases $31,536 $34,798 $0 $0 $0 Previously approved City Council Initiatives Increased Community Foundation Grants Decreased transfer to Casino Legacy Reserve Fund Premiums - Bell Mobility Increased debt charge as per approved repayment schedule Decrease trsfr to Capital Envelope Reserve Fund as per SFP $250,000 ($250,000) $11,100 $640 ($640) $0
66,334
11,100
Changes to Revenue Btfd Power Education Tax-Commercial Btfd Power Education Tax-Industrial Levy Based Payments-In-Lieu Heads & Beds Supplementary Taxes Decrease in budgeted casino slot revenue Decreased transfer to Casino Legacy Reserve Fund Investment Income Hydro Inc-Dividend Income Power Inc-Investment Income-Note Utility Company 10% Mark-up Removal Excess Utility Company Recoveries - Insurance $93 $1,121 $76,525 ($44,925) $1,000,000 $200,000 ($200,000) $138,308 ($50,000) $7,660 ($36,834) ($3,090)
1,088,858
Appendix 3
Removal of One-Time Amounts approved in the 2011 Budget $0 $0 $0 $0 Other (Please Specify) Overhead Charges - Corporate Insurance $194,790 $0 $0 $0
194,790
10,295,049
Appendix 4

308160
BIA
308210
SUPPLEMENTARY TAXES
Backlog of assessment allocations at MPAC that were increasing revenues in the last two years have now been caught up.
308215
RAILWAY & HYDRO CORRIDOR TAXES
308216
BRANTFORD POWER EDUCATION TAXES
308220
PAYMENTS IN LIEU OF TAXES
308225
PENALTIES/INTEREST/ADJU MPAC fee increase STMENTS
308230
INVESTMENT INCOME
The declining economy has resulted in low rates of return on our investments
308235
CURRENT & RETIREE BENEFITS
308250
CASINO FINANCING
30826X
DEBT FINANCING
30827X
CAPITAL FINANCING
Appendix 4

308280
HYDRO INC. REVENUE
308281
GENERATION INC. REVENUE
308285
POWER INC. REVENUE
308295
OPERATING BUDGET CONTINGENCY Elimination of Overhead Charge recovery for tax supported business units - $194,790. Additional premiums re Bell Mobility agreement - $11,100
303146
INSURANCE-FP2
Appendix 6
8,559,648 8,645,244 10,295,049
1,649,805

1 2 3 4 5 0 0 0 0 0

1 2 3 4 5 0 0 0 0 0
Appendix 6

1 Reduce Capital Funding Envelope 2 3 4 5 0 0 0 0 350,000 350,000 350,000
10
Appendix 6c
Impact of Non Recommended Budget Reductions 1) Title: Reduce Capital Funding Envelope
Description: The Operating Budget provides an amount of almost $14 million annually in capital funding envelope dollars. Tax supported departments rely on this annual contribution from Operating to fund their annual capital needs. The annual envelope funds such projects as the Annual Road Reconstruction program, Pavement Preservation, Facilities Asset Management program, IT Services initiatives and much more.
Implications: Decreasing the amount of capital funding provided through the operating budget would mean deferring projects on the "Funded Capital" listing provided to the Estimates Committee. Many departments who rely on these envelopes are already underfunded, as noted by the number of projects on the "Unfunded Capital" listing provided to the Estimates Committee. If this reduction is taken, Estimates Committee would need to determine which project(s) funded through the Capital Funding Envelope in 2012 would need to be deferred.
Business Unit/ Object Code: Net Municipal Reduction: $350,000 Remaining Budget: $13,605,250
11
Appendix 7

ITEM UNMET NEEDS 1 Corporate Insurance Reserve adjustment. 2 3 4 5 6 7 8 9 10 0 0 0 0 0 0 0 0 0
2012 NET COST 50,000 0 0 0 0 0 0 0 0 0
Grand Total
50,000
50,000
12
Appendix 7a
2012 Justification of Unmet Needs 1) Title: Corporate Insurance Reserve adjustment.

Annual January 1, 2012
Description: $50,000 being recommended to address the approximate shortfall in the insurance reserve account as identified in the 2011 actuarial review.
Justifications: Monies will be used for outstanding and Incurred but not reported (IBNR) claims for the current year. Any proceeds at the end of the year will be transferred to the Insurance Claims Reserve for outstanding claims as approximately 35% of claims come after the current calendar year. As funds in the current 2011 budget represent the actuals required to cover claims within 2011, an additional amount will be required to top up the reserve which is approximately $400,000 under funded. It's this reserve that must be supplemented to ensure the insurance program is properly funded and operating within acceptable tolerances set out by the 2011 Actuarial Review conducted by KPMG . Community Base Strategic Plan Goals: Excellence in Governance and Municipal Management Business Unit/ 303146.3760 Object Code: 2012 Net Municipal Cost: 2013 Net Municipal Cost: 50,000 50,000
13
CITY OF BRANTFORD 2012 SUMMARY OF BASE BUDGET INCREASES/DECREASES
City Department
Mandatory Increases Due to Legislation
Employee Compensation
Annualization of Staff and Services
Contractual Obligations
Utilities
Inflationary
Council Initiatives
Revenue
Removal of One-time
Other
Total
Executive &Legislative Mayor's Office Members of Council 0 0 6,522 12,672 0 0 0 0 0 0 0 0 0 0 0 0 -5,703 49,876 0 -50,000 13,360 23,609 $14,179 $36,157
Chief Administrative Officer Chief Administrative Officer Brantford Power Department Public Health, Safety & Social Services Ontario Works Social Housing Child Care Fire Police Services Police Board Honorarium Library Brant County Health Unit Land Ambulance John Noble Home St Josephs Lifecare Health Care Task Force 911 Telephone Systems 2,875,051 109,769 0 0 0 0 8,000 0 0 0 0 0 0 234,358 140,300 38,530 730,832 1,100,975 341 31,794 41,656 570,160 247,598 0 0 0 0 0 0 0 298,576 0 0 0 0 10,347 0 0 0 0 43,500 187,862 0 42,911 0 0 16,682 1,860 23,661 0 0 2,517 1,133 -23,773 -2,776 -2,500 69,869 0 -9,600 0 791 11,402 0 0 0 -2,117 16,369 2,775 3,146 15,897 0 17,200 0 5,182 38,198 0 0 365 224,807 0 0 0 0 0 0 0 0 0 0 0 0 -8,900 -64,002 -73,566 -1,000 -51,792 0 -10,000 0 0 -67,514 0 0 0 -3,149,171 23,120 -124,208 0 69,521 0 750 5,000 -59,776 -219,589 0 0 0 -37,777 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 25,000 0 -1,100 0 13,295 0 0 0 0 $137,384 $245,283 $28,617 $730,478 $1,570,957 $341 $37,044 $63,338 531,512 $44,103 $0 $0 $2,882 0 516,796 22,685 203,300 0 0 0 0 0 0 379 0 30,000 0 -2,000 -266,180 0 -453,916 0 0 28,164 0 $79,228 $0
City Department
Utilities
Inflationary
Council Initiatives
Revenue
Removal of One-time
Other
Total
Community Services
Parks & Recreation Golf Planning Building Services & Property Standards Economic Development & Tourism Sanderson Centre
0 0 0
664,243 29,802 19,923
21,382 0 0
31,755 2,073 0
82,657 9,614 0
48,929 7,590 0
69,160 0 0
-67,535 -109,034 -1,350
-713,485 18,765 0
0 0 0
0 -249,609 -4,500
$137,106 ($290,799) $14,073
0 0 0
62,837 28,135 48,661
0 0 0
0 0 0
0 155 2,275
0 2,755 2,993
0 0 0
0 -17,300 -4,550
-28,471 -7,675 51,000
0 0 0
3,500 12,040 -137,210
$37,866 $18,110 ($36,831)
Engineering & Operational Services
Engineering Administration Design & Construction Public Works, Operations & Maintenance Transportation Services Water Treatment & Distribution Wastewater Solid Waste Property Management Fleet Services
0 0
42,186 60,203
0 70,180
5,000 0
-3,185 0
10,700 0
0 0
-40,013 -300
79,000 -111,500
0 39,800
-80,572 1,000
$13,116 $59,383
0 0 0 0 0 0 0
92,803 239,427 213,115 80,098 22,082 40,224 80,013
0 0 69,410 0 0 29,073 0
-64,400 18,034 96,419 67,401 362,600 -45,203 -26,500
0 44,415 96,615 0 -2,475 -6,033 1,000
500 73,759 37,780 5,973 5,620 0 4,300
25,000 76,031 0 0 0 0 0
-27,045 -22,346 -39,100 0 -11,049 -4,776 -24,000
0 -266,520 -717,364 -559,550 -447,895 -97,341 -275,813
0 0 0 0 0 0 0
32,900 26,000 243,125 406,078 -138,081 78,726 241,000
$59,758 $188,800 $0 $0 ($209,198) ($5,330) $0
City Department
Utilities
Inflationary
Council Initiatives
Revenue
Removal of One-time
Other
Total
Corporate Services Human Resources Legal & Real Estate City Clerk Finance Corporate Services Admin Information Technology 0 0 0 0 0 0 52,120 31,640 28,840 230,386 0 218,283 16,791 29,446 0 42,665 0 0 0 -120,863 4,643 0 0 -87,899 1,500 0 0 -129 0 2,940 0 1,370 0 15,514 0 0 0 0 0 7,030 189,501 0 -31,647 0 -42,415 -148,529 0 -46,730 7,500 0 -73,847 -80,773 0 -135,559 0 -5,500 0 -21,672 0 0 -39,965 41,760 71,892 111,688 0 119,394 $6,299 ($22,147) (10,887) $156,180 $189,501 $70,429
Corporate Financing Corporate Financing 0 374,319 0 0 0 66,334 11,100 0 1,088,857 0 194,790 1,735,401
TOTAL
3,509,616
6,041,063
587,870
562,053
273,895
381,511
632,629
(1,182,673)
-6,134,767
-75,149
1,036,284
5,632,334
MANDATORY INCREASES DUE TO LEGISLATION
CHIEF ADMINISTRATIVE OFFICER Brantford Power Dept 516,796 Mandatory Increases due to CDM program $516,796
PUBLIC HEALTH, SAFETY & SOCIAL SERVICES Ontario Works 2,875,051 Ontario Works General Assistance $2,819,549, Domiciliary Hostels $55,502 Social Housing 109,769 Federal Grants Decreased per Social Housing Reform Act (SHRA) Section 130 (4) $118,187, Provider Payments Increased per Social Housing Reform Act (SHRA) $14,480, County Portion Increased per Legislated Increases ($22,898) Library 8,000 Increase to Contracted Security Hours as a Result of Bill 168 $8,000
Total
3,509,616
EMPLOYEE COMPENSATION EXECUTIVE & LEGISLATIVE Mayor's Office Members of Council CHIEF ADMINISTRATIVE OFFICER Chief Administrative Officer Brantford Power Dept
6,522 Salaries $1,773, Benefits $2,508, Honorariums $2,241 12,672 Honorariums $8,540, Benefits $4,132
22,685 Salaries $12,316, Benefits $10,369 203,300 Salaries $122,403, Benefits $91,717, Increase in Retiree Benefit Costs $6,946, VUDO ($17,766)
PUBLIC HEALTH, SAFETY & SOCIAL SERVICES Ontario Works 234,358 Salaries $131,817, Benefits $102,541 Social Housing Child Care Fire Police Services Police Board Honorarium Library Brant County Health Unit Land Ambulance 140,300 38,530 730,832 1,100,975 341 31,794 41,656 570,160 Salaries $95,682, Benefits $44,618 Salaries $21,368, Benefits $17,162 Salaries $632,431, Benefits $98,401 Salaries $791,562, Benefits $309,413 Salaries $364, Benefits ($23) Salaries $31,864, Benefits ($70) Salaries $34,745, Benefits $6,911 Salaries $132,136, Benefits $53,647, Increase Staffing for Additional Ambulance 24/7 $384,377
John Noble Home
247,598 Salaries $107,074, Benefits $125,703, Arbitrated award settlement extra costs $14,821
COMMUNITY SERVICES Parks & Recreation Golf Operations Planning Building Services & Property Standards Economic Development & Tourism 664,243 Salaries $495,678, Benefits $168,565 29,802 Salaries $11,647, Benefits $18,155 19,923 Salaries $2,886, Benefits $19,150, VUDO ($2,113) 62,837 Salaries $26,043, Benefits $36,794 28,135 Salaries Ec Dev $9,910, BRC ($4,210), Tourism $6,827, Communications $5,015 - Benefits Ec Dev $8,620, BRC $1,536, Tourism ($2,700), Communications $3,137 48,661 Salaries $8,586, Benefits $26,066, PT Earnings $11,009, Overtime Earnings $3,000
Sanderson Centre
EMPLOYEE COMPENSATION ENGINEERING & OPERATIONAL SERVICES Engineering Admin 42,186 Design & Construction 60,203 Public Works 92,803 Transportation Services 239,427 Salaries $24,668, Benefits $17,518 Salaries $35,600, Benefits $24,603 Salaries $52,163, Benefits $40,640 FT Salaries $151,902, Benefits $81,898, Part Time Salaries $3,818, Casual Operator Salaries $3,409, Voluntary Unpaid Days Off ($1,600)
Water Treatment & Distribution
213,115 Salaries $147,312, Benefits $90,893, PT Earnings ($400), Overtime Earnings ($3,000), Payroll Burden ($3,766), Voluntary Unpaid Days Off ($17,924) 80,098 22,082 40,224 80,013 Salaries $45,522, Benefits $34,576 Salaries $9,752, Benefits $12,330 Salaries $29,519, Benefits $10,705 Salaries $55,992, Benefits $24,021
Wastewater Solid Waste Property Management Fleet Services CORPORATE SERVICES Human Resources Legal & Real Estate City Clerk Finance Information Technology
52,120 Salaries $33,088, Benefits $19,959, VUDO ($927) 31,640 28,840 230,386 218,283 Salaries $16,287, Benefits $15,353 Salaries ($3,682), Benefits $32,522 Salaries$126,194, Benefits $104,192 Salaries$153,732, Benefits $65,642, VUDO ($1,091)
CORPORATE FINANCING Corporate Financing
374,319 Salaries$385,900, Benefits ($11,581)
Total
6,041,063
ANNUALIZATION OF STAFF AND SERVICES
PUBLIC HEALTH, SAFETY & SOCIAL SERVICES Police Services 298,576 150050 - Full-Time Information Technology Staff $32,214, 150100 - Detective: Dangerous Offender Monitor $22,197, 150100 - 6 Community Patrol Officers $244,165 John Noble Home 10,347 Personal Support Worker (PSW) $5,233, Maintenance Technician $5,114 COMMUNITY SERVICES Parks & Recreation
21,382 Parks & Rec System Specialist Salary $16,460, Benefits $4,922
ENGINEERING & OPERATIONAL SERVICES Design & Construction 70,180 Salaries (Site Alteration) $30,000, Benefits (Site Alteration) $40,180 Transportation Services Water Treatment & 69,410 New Treatment Operator (Class 3) - approved by Distribution Council Aug 2 $56,531, New Treatment Operator Benefits $12,879 Property Managemen 29,073 Coordinator Technical Services - Salaries $24,725, Benefits $4,348 CORPORATE SERVICES Human Resources 16,791 Health & Safety Specialist - Salaries $13,435, Benefits $3,356 Legal & Real Estate 29,446 Assistant City Solicitor - Salaries $23,530, Benefits $5,916 Finance 42,665 Buyer - Salaries $12,724 Benefits $3,688, Purchasing Receptionist - Salaries $8,336 Benefits $2,417, Customer Service Representative - Salaries $12,000 Benefits $3,500
Total
587,870
CONTRACTUAL OBLIGATIONS
PUBLIC HEALTH, SAFETY & SOCIAL SERVICES Social Housing 43,500 Taxes Differential Paid to Affordable Housing Providers $43,500 Child Care 187,862 Provider Enhancement Grant/Wage Subsidy/Wage Improvements/Pay Equity ($4,929), Childcare Purchase of Service / Fee Subsidies / Contracted Services $100,222, Resource Centres $92,569 Police Services Brant County Health Unit Land Ambulance John Noble Home 911 Telephone Systems 42,911 150250.4106 Contracted Services (PRIDE Shared Costs) $42,911 16,682 Contractual Obligations ( Purchase Services) $16,682 1,860 Building Lease $1,860 23,661 Laundry $23,661 2,517 Northern 911 CPI (Consumer Price Index) increase entitlement $2,517
COMMUNITY SERVICES Parks & Recreation
31,755 Snow & Waste Removal $11,835, Contracted Landscaping (Tree Maintenance & Planting) $19,920 2,073 Rental of Equipment-Power Carts $2,323, Waste Removal ($250)
Golf Operations
CONTRACTUAL OBLIGATIONS ENGINEERING & OPERATIONAL SERVICES Engineering Admin 5,000 Security Services $15,000, Contracted Services ($5,000), Snow Removal ($5,000) Public Works -64,400 Contracted Services - Winter Control ($54,400), Contracted Services - Winter Maintenance Sidewalks ($10,000) Transportation 18,034 Pavement Marking Contract Increase $5,000, Services Operation Lift Contract Increase $13,034 Water Treatment & 96,419 Increase in chemical costs (LOX, ammonia gas, etc) Distribution $86,419, Janitorial Services (for the new building addition) $10,000 Wastewater 67,401 Contracted Services (OCWA) $49,251, GRCA levy, $18,150 Solid Waste 362,600 Curbside Garbage Collection $39,000, Waste Diversion Program $269,600, Yard Waste Collection Program $45,000, Household Hazardous Waste Day Events ($7,000), Landfill Site Operations $16,000 Property Management -45,203 Contracted Services ($7,000), Contracted Landscaping ($1,000), Contracted R&M Buildings ($21,792), Waste Removal $65, Snow Removal $200, Rental of Property - 1 Market Square ($15,676) -26,500 Contracted R&M Equipment ($15,000), Janitorial Services $500, Rental of Vehicles ($15,000), Waste Removal $3,000
Fleet Services
CORPORATE SERVICES Legal & Real Estate City Clerk Finance Information Technology
-120,863 POA Debt Principal & Interest ($120,863) 4,643 SPCA Agreement, $4,643 0 Cell Phone Contract ($477), Increase to Janitorial Contract Pricing $477 -87,899 Contracted R&M Computers($21,750), Software Support ($48,624), Contracted R&M Computers ($19,000), Software Support $1,475
Total
562,053
UTILITIES
PUBLIC HEALTH, SAFETY & SOCIAL SERVICES Ontario Works 1,133 Insurance $1,133 Social Housing -23,773 Natural Gas/Electricity ($32,187), Water/Sewer $8,414 Child Care -2,776 Natural Gas/Electricity ($2,006), Water/Sewer ($770) Fire -2,500 Natural Gas/Electricity ($1,500), Fuel ($1,000) Police Services 69,869 Natural Gas/Electricity ($2,433), Water/Sewer $1,750, Fuel $60,915, Telephone $9,637 Police Board Honorarium Library -9,600 Natural Gas/Electricity($9,600) Brant County Health Unit Land Ambulance 791 Natural Gas/Electricity ($4,195), Water/Sewer $1,418, Fuel $3,568 John Noble Home 11,402 Natural Gas/Electricity $16,846, Water/Sewer ($4,956), Fuel ($488) COMMUNITY SERVICES Parks & Recreation 82,657 Natural Gas/Electricity $47,866, Water/Sewer $33,911, Telephone $880 9,614 Natural Gas/Electricity $1,466 Water/Sewer $4,426, Fuel $1,150, Telephone $1,396, Cell Phone $1,176 155 Natural Gas/Electricity: Community Banner & Sign $35, Fuel: Tourism $120 2,275 Natural Gas/Electricity$2,046, Water/Sewer $229
Golf Operations
Economic Development & Tourism Sanderson Centre
UTILITIES ENGINEERING & OPERATIONAL SERVICES Engineering Admin -3,185 Natural Gas/Electricity ($1,500), Water/Sewer $295, Fuel $20, Telephone ($2,000) 0 Natural Gas/Electricity($5,000), Telephone $5,000 44,415 Natural Gas/Electricity $41,000, Water/Sewer $2,035, Telephone $1,380 96,615 Natural Gas/Electricity $96,615 -2,475 Natural Gas/Electricity($4,000), Telephone $1,525 -6,033 Natural Gas/Electricity ($5,150), Water/Sewer ($1,383), Fuel $500 1,000 Cell Phone $1,000
Public Works Transportation Services
Water Treatment & Distribution Solid Waste Property Management Fleet Services
CORPORATE SERVICES Human Resources Finance Information Technology
1,500 Telephone $1,500 -129 Telephone $($129) 2,940 Telephone $2,940
Total
273,895
INFLATIONARY CHIEF ADMINISTRATIVE OFFICER Chief Administrative Officer
379 Fax Machine $179, Copier $200
PUBLIC HEALTH, SAFETY & SOCIAL SERVICES Ontario Works -2,117 Office Supplies/Fax/Memberships $1,066, Rent/Parking ($4,316), Client Participant Expenses ($5,473), Trustee Fees ($60), Postage $6,666 Social Housing 16,369 Taxes (city Owned Properties) $16,369 Child Care 2,775 Insurance $267, Misc. Office/education/printing/photocopying/tel ephone etc ($992), Early Learning Planning and Aboriginal Planning - 100% $3,500 3,146 Fire Prevention Supplies/Advertising/Promotion $3,146 15,897 Waste Removal $900, Mastercard & VISA Charges $1,150, Armourers' Supplies $7,842, Souvenirs, Gifts & Awards $2,490, Licenses $148, Uniforms $112, Equipment $1,505, Batteries $250, Training Supplies $1,500
Fire
Police Services
Police Board Honorarium Library
17,200 Materials $10,200, Software & Website Maintenance and Licensing $7,000
Brant County Health Unit Land Ambulance
John Noble Home 911 Telephone Systems
5,182 Property Taxes $261, Building Maintenance $609, Courier $108, Insurance $4,204 38,198 Raw Food $28,641, Equipment, Supplies and Services $9,557 365 Equipment Upgrades (Gross $509, City Portion 71.7%) $365
INFLATIONARY COMMUNITY SERVICES Parks & Recreation 48,929 Uniforms & Clothing $2,480, Insurance, Licences, SOCAN & Permits $6,520, Travelling & Meals $3,320, Fax Machines & Cell Phones $3,200, Printing & Advertising Print, $315, Professional Services $9,400, Contracted Repair & Maintenance of Buildings & Equipment $8,190, Memberships & Subscriptions $220, Artists, entertainers, & Fees for Programs $2,545, Financial Services (Active Network Fee) $9,820, Transfer Payments $2,919 7,590 Memberships & Subscriptions $3,377, Rental of Vehicles & Equipment-City Owned $4,213 2,755 Meals - Ec Dev $55, Advertising - Ec Dev $755;Tourism $795, Memberships & Subscriptions - Ec Dev $175;Tourism $400, Office Supplies - Tourism $40; Communications $30, Souvenirs, Gifts, Awards - Tourism $320, Staff Training & Development - Tourism $75, CateringTourism $45, Consultative Services Tourism $20, Lease-Vehicle - Tourism $45 2,993 Postage $301, Supplies $1,035, Services $1,657
Golf Operations
Economic Development & Tourism
Sanderson Centre
INFLATIONARY ENGINEERING & OPERATIONAL SERVICES Engineering Admin Public Works Transportation Services 10,700 Taxes paid on City Property $10,200, Books-Reference $500 500 Rental of Property $100, Insurance Claims $400 73,759 Rental of City Owned Vehicles/Equipment - Fleet (2.5%) $64,159, CUTA Membership $1,000, Payments to Other Departments for Locates Service $1,000, Contracted R&M Building/Equipment/Data Line Charges (Traffic) $5,200, Data Line Charges (Transit) $2,000, Maintenance/Office Supplies/Safety Supplies/Software Support $400 37,780 Maintenance Supplies $3,800, Contracted R&M Equipment $5,000, Contracted R&M Building $5,000, Increase in Rental of City Owned Vehicles/Equipment (2.5%) $10,140, Advertising, Print and Radio $5,000, Collection Charges $8,840 5,973 Miscellaneous (Collection Charges, Rental of Property, etc) $5,973 5,620 Safety Supplies $100, Construction Material and Supply $2,000, Travelling Expenses $800, Advertising - Print $1,020, Janitorial Services $200, Taxes Paid on City Owned Property $1,500 4,300 Computer Hardware $2,000, Staff Training, Education, $1,300, Professional Services $1,000
Wastewater Solid Waste
Fleet Services
CORPORATE SERVICES Legal & Real Estate Finance
1,370 Increased Law Society Fees $1,370 15,514 Printing $376, Postage $14,338, Vehicle Cost increase to reflect actuals $800
66,334 Increase MPAC Fee $31,536, Premium & Claims Increases $34,798
Total
381,511
COUNCIL INITIATIVES
CHIEF ADMINISTRATIVE OFFICER Chief Administrative Officer 30,000 Customer Service Training & Communications $30,000
PUBLIC HEALTH, SAFETY & SOCIAL SERVICES Ontario Works 224,807 Staffing Adjustment-Caseload Pressures-Salaries and Benefits $204,166, Out of the Cold-Approved Annualized Funding $20,641 Social Housing 0 Affordable Housing Program (AHP) - 100% Funded ($242,703 gross), Homelessness Partnership Strategy (HPS) - 100% Funded ($160,755 gross)
COMMUNITY SERVICES Parks & Recreation 69,160 increased materials and supplies to operate Wayne Gretzky Sports Centre (excluding utilities) $69,160
ENGINEERING & OPERATIONAL SERVICES Public Works 25,000 Contracted Construction - Stormceptor Inspection/Cleaning $25,000 Transportation Services 76,031 Additional Bus for Transit $104,448, Gas tax to offset additional cost for Fleet and Operators for Saturday and South West service ($19,216), Gas tax to offset increase in cost for additional inspector ($7,201), Gas tax to offset increase cost for real time scheduling/Next Stop Announcement (Data Line Charges) ($2,000)
COUNCIL INITIATIVES CORPORATE SERVICES Finance Corporate Services Admin CORPORATE FINANCING Corporate Financing
7,030 GFOA Board Representatives $1,700, Tax Arrears Notices, Additional Notices $5,330 189,501 Council approval of Organizational Review recommendation $189,501
11,100 Increased Community Foundation Grants $250,000, Decreased transfer to Casino Legacy Reserve Fund ($250,000), Premiums - Bell Mobility $11,100, Increased debt charge as per approved repayment schedule $640, Decrease trsfr to Capital Envelope Reserve Fund as per SFP ($640)
Total
632,629
SERVICE DELIVERY EFFICIENCIES
CHIEF ADMINISTRATIVE OFFICER Chief Administrative Officer Brantford Power Dept -2,000 Travel ($1,000), Meals ($1,000) -266,180 Unfilled Positions - Attrition -Wages ($208,432) Benefits ($47,610), Reduction in Expenses ($10,138)
PUBLIC HEALTH, SAFETY & SOCIAL SERVICES Ontario Works -8,900 Professional Services ($2,500), Telephone ($6,400) Social Housing -64,002 Repairs and Maintenance & Supplies/Other ($53,099), Rent Supplement/Housing Allowance ($10,903) -73,566 Elimination of Director Position, Replaced with Program Manager ($73,566) -1,000 Medical Supplies ($1,000) -51,792 Postage ($1,348), Professional Services ($453), Consultative Services ($600), Memberships ($3,637), Equipment ($10,669), Rental of Vehicles ($19,402), R&M Equipment ($12,753), Rental of Equipment ($1,417), Training Supplies ($500), Meals ($500), Safety Supplies ($100), Souvenirs, Gifts, Awards ($413) -10,000 Book Processing ($5,000), Telephone ($2,000), Professional Services ($3,000)
Child Care Fire Police Services
Police Board Honorarium Library Brant County Health Unit Land Ambulance John Noble Home
-67,514 Incontinence Supplies ($5,000), Nursing Documentation Costs ($4,000), Dental Services ($1,020), Bank Charges and Interest ($3,000), Reduction in H/R staff - duties assumed by Admin Staff in 2011 ($54,494)
SERVICE DELIVERY EFFICIENCIES COMMUNITY SERVICES Parks & Recreation -67,535 Supplies ($5,065), Food ($2,310), Souvenirs, Gifts & Awards ($7,000), Construction, Electrical, Plumbing & Building Supplies ($2,200), Staff Training & Development ($1,315), Postage & Courier Service ($570), Leases & Rental of Equipment & Property ($6,440), Rental of Vehicles ($41,985), Computer Hardware, Software & Supplies ($400), Equipment & Small Tools ($250) -109,034 Elimination of Food & Beverage Supervisor ($54,689), Replace Pro shop Associate with Retail Position ($15,215), Supplies, Small Tools, Software, Uniforms ($1,370), Computer Hardware/Software ($3,700), Contracted Services, R&M, Printing ($8,760), Recreational Supplies ($21,500), MC & Visa Charges, Other Departments, Refund of Fees ($3,800) -1,350 Office Supplies ($350), Advertising Print ($1,000) -17,300 Office Supplies - Ec Dev ($700), Computer Hardware - Ec Dev ($445), Staff Training & Development - Ec Dev ($615), Postage - Ec Dev ($1,000);Tourism ($765), Printing - Ec Dev ($2,215), Contracted Services - Ec Dev ($1,100);Comm ($610), Lease - Photocopiers - Ec Dev ($90);Tourism ($260), Rental - Trade Shows - Ec Dev($1,570);Tourism ($1,600), Copy Serv 100 Wellington - Ec Dev ($1,300), Telephone - Tourism ($1,575);Communications ($285), Cell Phone Tourism ($1,500), Computer Software Communications ($1,265), Professional Services Communications ($360). Memberships & Subscriptions - Communications ($45) -4,550 Telephone ($1,000), Cell Phone ($1,550), Mastercard/Visa Charges ($2,000)
Golf Operations
Planning Economic Development & Tourism
Sanderson Centre
SERVICE DELIVERY EFFICIENCIES ENGINEERING & OPERATIONAL SERVICES Engineering Admin -40,013 Contracted R&M Equipment ($650), Advertising Print ($26,438), Photographic Supplies, Office Supplies, Paper Supplies ($5,000), Lease Photocopiers ($550), Professional Services ($500), Building, Plumbing Material & Supply, Small Tools ($725), Salt & Sand ($500), Office Furniture ($250), Computer Software, Computer Hardware ($1,500), Travelling Expenses ($500), Clothing ($50), Parking Fines ($50), Printing, Copy Service ($3,050), Permits, Registration - Liens & Deeds ($250) Design & Construction -300 Registration - liens & deeds ($250), Courier Service, Shipping (50) -27,045 Diesel Fuel ($9,020), Rental of City Owned Equipment ($12,500), Expenditure to be Recovered Contracted Services ($400), Advertising - Print ($3,000), Memberships & Subscriptions, Meals ($1,525), Small Tools ($100), Contracted R&M Equipment ($500) -22,346 Reduce Office Supplies, Equipment (Transit) ($1,750), Reduce Uniform Cost ($5,026), Printing in Transit Marketing ($2,000), Contracted Service/Rentals ($2,570), Fund Audible Signal Improvements from Minor Capital ($10,000), Professional Services ($1,000) -39,100 Contracted Services ($15,500), Snow Removal ($7,000), Construction Material and Supply ($5,000), Miscellaneous (includes small items such as postage, supplies, safety supplies, photocopier lease, licences, disposal charges) ($3,600), Miscellaneous (includes small items such as postage, supplies, safety supplies, photocopier lease, licences, disposal charges) ($4,000), Chemicals ($4,000) -11,049 Supplies ($200), Office Supplies ($150), Memberships & Subscriptions ($20), Copy Service 100 Wellington ($150), Rent of Vehicle & Equipment - City Owned ($10,529) -4,776 Computer Software ($1,500), Courier Service, Shipping ($300), Printing ($100), Memberships & Subscriptions ($1,000), Cleaning Supplies, Electrical Supplies ($1,876) -24,000 Safety Supplies, Cleaning Supplies ($8,000), Rent of City Facilities ($1,000), Gasoline & Diesel ($15,000)
Public Works
Transportation Services
Solid Waste
Property Management
Fleet Services
SERVICE DELIVERY EFFICIENCIES
CORPORATE SERVICES Human Resources
City Clerk Finance
-31,647 Office Supplies ($500), Computer Software ($8,000), Computer Hardware ($500), Staff Training & Development ($500), Travelling Expenses ($1,400), Meals ($50), Fax Machine ($250), Professional Services ($10,000), EAP Fees ($200), Lease - Photocopiers ($500), Copy Serv 100 Wellington ($500), Food ($200), Education ($3,547), Advertising - Print ($5,000), Memberships & Subscriptions ($500) -42,415 Department recommended efficiencies, various Business units. ($42,415) -148,529 Advertising ($832), Computer Software & Hardware ($725), Consultative Services ($100), Contracted Services ($16,434), Copy Service ($900), Courier Service ($585), Education ($2,480), LeasePhotocopiers ($3,482), Meals ($1,025), P-Card User Fees ($120), Office Supplies ($5,860), Overtime ($2,500), Snow Removal ($6,246), Waste Removal ($2,632), Staff Training & Development ($2,854), Travelling Expenses ($600), Senior Financial Analyst-Salaries & Benefits ($101,154) -46,730 Database Communication Fees ($46,730)
Information Technology
Total
-1,182,673
REVENUE EXECUTIVE & LEGISLATIVE Mayor's Office -5,703 Commissions ($703), Utility Company Recoveries ($5,000) Members of Council 49,876 Commissions -Police Board Honorariums ($124), 2011 Conference Account Reserve Funding $50,000 CHIEF ADMINISTRATIVE OFFICER Brantford Power Dept -453,916 Increase in Recoveries from Brantford Energy Group of Companies ($453,916)
PUBLIC HEALTH, SAFETY & SOCIAL SERVICES Ontario Works -3,149,171 County of Brant Decrease $17,480, Province of Ontario Revenue Increase ($2,872,762), Province of Ontario - OW Upload Cost Sharing from 81.2% to 82.8% ($316,600), Transfer from Social Service Contingency Reserve Fund ($8,509), General Assistance Recoveries Increase ($5,000), Misc Revenues/Interdepartmental Transfers ($1,557), Seniors Resource Centre - NCB/SAR Funded Reinvestment $27,777, Master Aging Plan NCB/SAR Funded - Reinvestment $10,000 Social Housing Child Care 23,120 County of Brant ($19,865), Grants $38,460, Rents $11,068, Other Recoveries ($6,543) -124,208 County of Brant Increase ($7,114), Provincial Increase ($104,886), Parent Revenue ($10,000), Provider Enhancement Grant ($2,208) 69,521 Provincial Grants-Conditional $3,800, Report Fees ($31,100), Inspection Fees ($37,500), Billable Recoveries from Public $137,548, WSIB Recoveries ($626), Recovery from POA Court ($2,601)
Police Services
Police Board Honorarium Library
Brant County Health Unit Land Ambulance John Noble Home
750 Increase in Library Fines ($2,000), Increase in Report/Copying Revenues ($2,250), Decrease in Donations $5,000 5,000 Parking lot Revenue Reduction $1,500, Record Searching $500, Family Planning $3,000 -59,776 Provincial 50/50 funding ($59,776) -219,589 Ministry of Health and Long Term Care (MOHLTC) ($201,664), Preferred Accommodation ($17,925)
REVENUE COMMUNITY SERVICES
Parks & Recreation
-713,485 Wayne Gretzky Sports Centre Arenas ($464,415), Wayne Gretzky Sports Centre Aquatics & Fitness ($210,000), Community Recreation ($37,350), Other Miscellaneous Revenues ($1,720) 18,765 Memberships $14,549, Green Fees, Outing Fees, Flex Fees $8,970, Club Storage Fees $2,150, Advertising ($1,300), Driving Range Rentals, Golf Club Rentals ($7,250), Power Cart Rentals, Promotion, Pull Cart Rentals $1,646 -28,471 Increase in Permit Fees ($28,471) -7,675 Ec Dev ($2,605), BRC - Provincial Grants ($5,000);Donations $1,580, Tourism $2,850, Visitor Guide ($3,000), Shining Stars ($1,500) 51,000 Volume changes - fees $31,000, Volume changes rentals $20,000
Golf Operations
Building Services & Property Standards Economic Development & Tourism Sanderson Centre
REVENUE ENGINEERING & OPERATIONAL SERVICES Engineering Admin 79,000 Licenses and Permits $1,000, Billable recovery from public $10,000, Parking Stamps ($1,000), Special Permit Parking ($6,000), Bylaw Enforcement Fines $75,000 Design & Construction -111,500 Licenses & Permits (Site Alteration) ($111,500) Transportation -266,520 Transit Fares ($235,300), Terminal Rental Services Revenues ($5,000), UPASS (Laurier) ($29,470), Revenue Other Departments for Signs and Signals $7,200, Recovery form MTO for Signal Maintenance ($500), Recovery from Public for Signs and Signals ($3,450) Water Treatment & -717,364 Projected Increase of $0.08 to Water Rates Distribution ($630,000), Billable Recoveries from Public ($54,000), Inspection Fees ($12,000), Brantford Utilities ($21,364) Wastewater -559,550 Increase rate $0.09 ($340,000), Sewage service charge increase ($15,000), High strength surcharge increase ($170,671), Penalty on A/R ($5,000), Subdivider Contributions $22,050, Recovered from other depts. and public ($50,929) Solid Waste -447,895 Sale of Recyclable Materials ($490,000), Stewardship Ontario Funding - Provincial Grant ($13,000), Tipping Fees $55,105 -97,341 Brantford Utilities ($44,538), Recoveries (Natural Gas Rebate) ($18,000), Recoveries From Other Departments $1,917, Rentals ($29,120), Commissions ($500), Markup of Fuel (Airport) ($6,000), Landing Fees (Airport) ($10,000), Contribution from Reserve Funds $8,900 -275,813 Brantford Utilities ($18,182), Billable Recovery from Public $5,000, Rentals of Owned Equipment/Vehicles ($262,631)
Property Management
Fleet Services
REVENUE CORPORATE SERVICES
Human Resources City Clerk
7,500 Recruitment Fees (every other year only) $7,500 -73,847 Increased revenue - licensing fees ($73,910), Reduction in Drink/Drive contribution from County $63 -80,773 Contrbtn Frm Res Fund $23,000, NSF Cheque Fee $200, recovery from Other Departments ($9,682), Recovery from Water/Sewer billing ($13,129), Tax Certificate Fees $10,000, Tax Sales Fees ($44,700), Utility Company Recoveries ($46,462) -135,559 Brantford Utilities Recovery ($135,559)
Finance
CORPORATE FINANCING Corporate Financing 1,088,857 Btfd Power Education Tax-Commercial $93, Btfd Power Education Tax-Industrial $1,120, Levy Based Payments-In-Lieu $76,525, Heads & Beds ($44,925), Supplementary Taxes $1,000,000, Decrease in budgeted casino slot revenue $200,000, Decreased transfer to Casino Legacy Reserve Fund ($200,000), Investment Income $138,308, Hydro Inc-Dividend Income ($50,000), Power Inc-Investment Income-Note $7,660, Utility Company 10% Mark-up Removal Excess ($36,834), Utility Company Recoveries - Insurance ($3,090)
Total
-6,134,767
REMOVAL OF ONE-TIME AMOUNTS EXECUTIVE & LEGISLATIVE Members of Council -50,000 2011 Conference Account ($50,000)
PUBLIC HEALTH, SAFETY & SOCIAL SERVICES Ontario Works -37,777 Seniors Resource Centre - NCB/SAR Funded Reinvestment ($27,777), Master Aging Plan NCB/SAR Funded - Reinvestment ($10,000) COMMUNITY SERVICES
0 Comprehensive Business Directory - Donations $15,000, Comprehensive Business Directory Contracted Services ($15,000)
ENGINEERING & OPERATIONAL SERVICES Design & Construction 39,800 Contribution from Reserve Fund (Site Alteration) $119,800, Office Furniture (Site Alteration) ($20,000), Staff Training & Development (Site Alteration) ($10,000), Consultative Services (Site Alteration) ($50,000) CORPORATE SERVICES
Legal & Real Estate Finance
-5,500 Assistant City Solicitor-Advertising & Furniture ($5,500) -21,672 Buyer Workstation ($5,836), Purchasing Receptionist Workstation ($5,836), Telephone System upgrades ($10,000)
Total
-75,149
OTHER EXECUTIVE & LEGISLATIVE Mayor's Office 13,360 Overhead Charges $13,360 Members of Council 23,609 Overhead Charges $17,084, Reallocation from Clerks for Data Comm. Fees $2,400, Reallocation from Finance for Finance Committee Meals $4,125 CHIEF ADMINISTRATIVE OFFICER Chief Administrative 28,164 Overhead Charges $26,615, Memberships & Officer Subscriptions $349, Supplies $1,200 PUBLIC HEALTH, SAFETY & SOCIAL SERVICES Police Services 25,000 Professional Services (contract negotiation) $25,000 Police Board Honorarium Library Brant County Health Unit Land Ambulance
-1,100 Book Recovery ($600), Book Transport ($500) 13,295 Overhead Charges $6,322, Medical Supplies & Equipment adjusted based on actual use $13,640, Public Relations $1,322, Other ($547), Insurance Change not included in City Approved Budget ($7,442)
OTHER COMMUNITY SERVICES
Golf Operations
-249,609 Overhead Charges: removal from 2012 budget ($232,359) Contracted Landscaping (removal of Boar Ash Trees) $7,500, Lessons Revenue & Professional Services ($6,000), Sale of Promotional Material & Promotional Materials ($18,750)-as per City decision to run the Pro Shop -4,500 Part Time Earnings ($500), Overtime Earnings ($500), Computer Supplies ($1,000), Contracted R&M Equipment ($2,500) 3,500 Increase for books for new 2012 Building Codes $3,500 12,040 Souvenirs, Gifts, Awards - Ec Dev $300, Catering Ec Dev $385, Courier Serv, Shipping - Ec Dev $50;Tourism $290, Telephone - Ec Dev $185, Contracted Services - BRC $5,000, Education Tourism ($10), Mastercard & Visa Charges Tourism ($110), Arts Grants $1,450, Visitor Guide $3,000, Shining Starts $1,500 -137,210 Overhead Charges ($149,210), Building R&M adjusted to reflect experience over several years $12,000
Planning
Building Services & Property Standards Economic Development & Tourism
Sanderson Centre
OTHER ENGINEERING & OPERATIONAL SERVICES Engineering Admin -80,572 Overhead Charges ($80,572) Design & Construction 1,000 Mastercard & Visa Charges (Moneris) $1,000 Public Works 32,900 Salt & Sand - To better reflect actual experience $32,900 Transportation 26,000 Continuation of LED Traffic Signal Replacement Services Plan $26,000 Water Treatment & 243,125 Debt interest and debt principle $377,500, Transfer Distribution to GRCA Levy $18,150, Decrease in Aluminum under Building Failure Insurance Cost ($240,000), Transfer to Reserve (Adjusted to balance to zero base budget) ($16,925), Taxes on City Property (For the New Building) $74,900, Supplies for Water Week $10,000, Charges from Other Departments To Better Reflect Actual Experience $19,500 Wastewater 406,078 Transfer to Reserve Fund (business units 508460) $351,393, Rental of Vehicle & Equipment City Owned (Includes CCTV) $54,685 -138,081 Overhead Charges ($188,081), Charges From Other Departments $50,000 78,726 Corporate Support Recovery (Overhead) $70,290, Overhead Charges (Farmer's Market & Airport) ($36,633), Overhead Charges (Airport) ($117,731), Debt Principle & Debt Interest (Airport T-Hangars) $13,954, Parking Permits - 1 Market Square $397, Charges from Other Departments - To Better Reflect Actual Experience $10,400, Taxes Paid on City Property - To Better Reflect Actual Experience ($16,524), Allowance for Uncollectible - Accounts Receivables $300, Transfer to Reserve Fund (Farmer's Market) $1,787, Transfer to Reserve Fund (Airport) $152,486 241,000 Licences $6,000, Engine & Drive Train Components, Suspension, Tires, Parts - To better reflect actual experience $125,000, Chemicals, Lubricants - To better reflect actual experience $17,000, Transfer to Reserve Fund $93,000
Solid Waste Property Management
Fleet Services
OTHER CORPORATE SERVICES
Human Resources
-39,965 Overhead Charges $41,022, Consultative Services (grievance mediation & WSIB file reviews) $5,000, Recruitment & Testing (assessments) $750, Position transfer to IT Capital (one time) ($86,737) 41,760 Overhead Charges $41,760 71,892 Overhead Charges $72,242, Database Communication Fees $2,050, Database Communication Fees re: transfer to Council Admin ($2,400) 111,688 Overhead Charges $208,029, Contracted R&M Equip ($149), Manager of Revenue Succession Planning ($38,531), Mastercard & visa Charges $5,292, Meals Transfer to Clerk's Department ($4,125), Memberships & Subscriptions $259, Professional Services ($22,500), Reduced Charges From Other Departments to Reflect Actual ($950), Reduction in Taxes ($1,836), Reductions in Meter reading/chrgs from other depts due to smart metering ($33,801) 119,394 Overhead Charges $119,394
Legal & Real Estate City Clerk
Finance
194,790 Overhead Charges-Corporate Insurance $194,790
Total
1,036,284
2012 OPERATING BUDGET SUMMARY OF PROPOSED FEE INCREASES

Description Community Services Sanderson Centre Restructured Rental Fees (final year of phase in) Increase hourly labour rates by $0.50 Community Services Total 8,700 5,500 14,200 2 2 Amount Page Reference
Total Fee Increases
14,200
Sanderson Centre Base Budget Impact of Proposed Fee Increases 1) Title: Restructured Rental Fees (final year of phase in)
Effective Date: July 1 Description: A comprehensive rate review was conducted by the Sanderson Centre Board in 2009. Increases for returning renters are being phased in over three years beginning July 1, 2010 to reduce the impact on long-term clients. The January - June period will continue implementation of the second phase of increases for renters while the July to December period will be the final phase of the increases. Implications: Eligibility for the current "Non-Profit" rate has now been restricted to charitable organizations. A number of small businesses previously receiving these discounts will be required to pay a higher "non-commercial" rental rate. There is the possibility that some of these local businesses will no longer be able to afford use of the theatre resulting in a loss of rental income.
Business Unit/ Object 130800.1602 - Rentals Code: Net Municipal Reduction: $8,700 Revised Budget: $145,100
Sanderson Centre Base Budget Impact of Proposed Fee Increases 2) Title: Increase hourly labour rates by $0.50
Effective Date: July 1 Description: Stagehand and front of house personnel charged to rental events are billed at a flat rate inclusive of benefits and payroll costs. A $0.50 increase is 2.2% of the base stagehand rate. Increase is effective July 1. Implications: This is an annual increase timed to coincide with the end of each programming season and to negotiated wage increases for stagehands under the IATSE contract. Labour costs remain significantly lower than most unionized theatres and lower than many non-unionized theatres in Ontario. Business Unit/ Object 130400.1731 - Billable Recoveries from Public $3,500->($222,793) Code: 130500.1731 - Billable Recoveries from Public $2,000->($76,060) Net Municipal Reduction: $5,500 Remaining Budget: $298,853
2012 OPERATING BUDGET SUMMARY OF RECOMMENDED SERVICE LEVEL REDUCTIONS ( recommended - identified to meet target)
Description Amount Page Reference
Engineering & Operational Services Transportation Services Reduce Frequency of Conflict Monitor Testing in the Field Discontinue City Route Maps with Tourism One Site Alteration Technologist Development Inspector Position 5,000 4,500 2 2
Design & Construction Engineering & Operational Services Total
84,000
93,500
Total Other Recommended Reductions
93,500
Transportation Services Impact of Recommended Service Level Reductions 1) Title: Reduce Frequency of Conflict Monitor Testing in the Field
Effective Date: January 2012 Description: Conflict monitors at signalized intersections monitor the traffic signal displays, if there are conflicting displays (such as all greens, the intersection is put into an all way flash mode for safety reasons. Currently the City undertakes conflict monitor testing twice annually in the field as well as twice annual bench testing. Minimum Maintenance Guidelines require twice annual bench testing, however the guidelines do not specify that there should be two field tests annually. Implication of Recommended Service Level Reduction: Each field test requires the City to hire police officers ($10,000 annually) to direct traffic while traffic crews test the signal operation. If the City reduced the frequency of the testing to once per year, this would reduce the cost of Police assistance to $5,000. This may not reduce revenues to the Police since this is done with on duty officers. Business Unit/ Object Code: 506500.7030 (Charges from Other Departments) ($5,000) Net Municipal Reduction: $5,000 Remaining Budget: $27,000
Transportation Services Impact of Recommended Service Level Reductions 2) Title: Discontinue City Route Maps with Tourism
Effective Date: January 2012 Description: Will not produce large route maps with tourism. Implication of Recommended Service Level Reduction: Reduced printing costs and consultative services. Individual size route maps will continue to be printed by Transit. Business Unit/ Object Code: 502540.4104 (Consultative Services) ($2500); 502540.4080 (Printing) ($2000) Net Municipal Reduction: $4,500 Remaining Budget: $8,500
Design & Construction Impact of Recommended Service Level Reductions 1)

Effective Date:
Title: One Site Alteration Technologist Development Inspector Position
January 1, 2012
Description: The implementation of the Site Alteration By-law anticipated the hiring of 2 Development Inspectors. It is now estimated that the start up of the program in the late fall will result in an initial reduced volume of applications, and also that the 2012 program may be handled by one Development Inspector. An existing City position was revised to a Development Technologist which includes duties for the site alteration By-law, and the position will cover for any absence of the Development Inspector.
Implication of Recommended Service Level Reduction: Elimination of one of the Development Inspector positions should not impact the customer service requirements for the anticipated volume of permits. Any decrease in customer service due to unexpected volume would be addressed through City Council.
Business Unit/ Object Code: 508150.2105 (Full Time Earnings): ($66,000) 508150.2210 (Employee Benefits): ($18,000) Net Municipal Reduction: $84,000 Remaining Budget: $1,274,540
2012 OPERATING BUDGET SUMMARY OF NON-RECOMMENDED REDUCTIONS (not recommended - identified to meet target)
Description Public Health, Safety & Social Services Social Housing Affordable Housing Program Local Housing Corporation Minor Capital Reduction to Repairs and Maintenance 50,000 118,861 3 4 Amount Page Reference
Land Ambulance Public Health, Safety & Social Services Total Community Services Parks & Recreation
Additional Ambulance 24/7
384,377
553,238
Reduce floral planting in neighbourhood parks
38,942
Reduce stump removal contract Building & Property Standards
10,000
Eliminate weed & debris insp. Sep 1 - Dec 31
29,800
Sanderson Centre
Increase hourly labour rates by an additional $0.50 Trade Show Reduction
5,500 2,200
8 8
Community Services Total
86,442
2012 OPERATING BUDGET SUMMARY OF NON-RECOMMENDED REDUCTIONS (not recommended - identified to meet target)
Description Engineering & Operational Services Transportation Services Reduction in After Hours Streetlight Investigations by 50% Reduce the Number of LED Traffic Signals Replaced by 33% Reduce Annual Pavement Marking by 25% Reduce Sign Replacement by 50% Reduce Number of Streetlights by 5.5% Engineering & Operational Services Total 5,000 16,830 33,750 4,000 45,000 9 9 10 10 11 Amount Page Reference
104,580
Corporate Services Finance Value for Money Audit Standard & Poors Eliminate Bruzzese Competitiveness Study 50,900 15,800 6,000 12 13 13
Corporate Services Total
72,700
Corporate Finance Capital Financing Plan Reduce Capital Funding Envelope 350,000 14
Corporate Finance Total
350,000
Total Other Reductions Total General Service Reductions (In Camera)
1,166,960
2,409,137
Total Other Reductions
3,576,097
Social Housing Impact of Non Recommended Budget Reductions 1) Title: Affordable Housing Program
Description: In the past, the Housing budget has incorporated money to fund an Affordable Housing Program to encourage and administratively manage the development and building of affordable housing units in Brantford.
Implications: This money has been included in the budget for the past 3 years to offset anticipated development charges, however this money was not required due to supplementary provincial funding of several affordable housing programs. Key changes for social housing providers and Municipal Service Managers are on the horizon necessitating staff resources to create and implement housing and homelessness programs. The development of these programs and housing plans has been legislated through the Housing Services Act that will come into force January 1, 2012 and the Investment in Affordable Housing program released in August, 2011. Without this funding for new affordable housing administration, program development and implementation, we will jeopardize our ability to meet legislative requirements.
Business Unit/ Object Code: 702130.7302 Grants to Organizations subledger 2131 Net Municipal Reduction: $50,000 Remaining Budget: $0
Social Housing Impact of Non Recommended Budget Reductions 2) Title: Local Housing Corporation Minor Capital Reduction to Repairs and Maintenance
Description: The Local Housing Corporation (LHC) portfolio has a Minor Capital Budget prepared each year for expenditures less than $50,000 per job. The Minor Capital Budget is used for the repair, maintenance and minor capital replacement items, intended to extend the useful and productive life of the housing portfolio that serves individuals, families and Brantford Seniors. Implications: The Local Housing Corporation (LHC) Minor Capital dollars are used for Capital Improvements throughout the portfolio to ensure legislative requirements are met, buildings are kept in good repair and provide the safety and security needed for the residents. Minor capital improvements that would be delayed or cancelled include energy improvements, siding replacement, grounds improvements, building equipment replacement such as garbage carousels that reached end of life efficiency, electrical upgrades and accessibility enhancements that support aging at home philosophies. The minor capital improvements are budgeted on an annual basis based on the Building Condition Audits and legislative requirements. If the work does not proceed as planned it will have significant impact in the following areas: increased liability (eg. not replacing a walkway could result in trip hazards) decrease in safety and security of our buildings (eg. not installing security cameras or new locking systems) increased/additional costs (eg. not replacing a roof in time could lead to interior damage to the building structure) decrease in tenant satisfaction (eg. units not being painted) decrease in curb appeal which would make marketing the units more difficult and would lead potential complaints from the general public not being able to accommodate as many AODA requirements postponing energy initiatives would result in higher utility costs Business Unit/ Object Code: 702400.4114 Contracted R&M Buildings ($143,656) 702400.1385 County of Brant $24,795 Net Municipal Reduction: $118,861 Remaining Budget: $787,039
Land Ambulance Impact of Non Recommended Budget Reductions 1) Title: Additional Ambulance 24/7
Description: The ambulance service proposes to add one additional ambulance 24 hours per day, 7 days per week. The addition of this ambulance is being requested to address the service demand and number of occasions when there are zero ambulances available to respond to calls for medical and trauma emergencies.
Implications: The ambulance service will continue to experience increased service demand and occasions when zero ambulances are available. This will lead to delays in response and increased response times to medical and trauma emergencies.
Business Unit/ Object Code: 308150.7205 Grants to Local Boards Net Municipal Reduction (City): $384,377 Remaining Budget: $2,736,067
Parks & Recreation Impact of Non Recommended Budget Reductions 1) Title: Reduce floral planting in neighbourhood parks
Description: Floral plantings to be reduced in neighbourhood parks. The recommended parks would be the following: Seneca Park (Ward 2), Golfdale Park (Ward 1), Regent Park (Ward 2), Preston Park (Ward 1), C.J.'s Park (Ward 3), Edward E. Goold Park (Ward 1). Flower planting would cease and the existing areas would be seeded over.
Implications: This reduction would eliminate some part-time summer positions in the horticultural area in conjunction with a reduction in the total number of annual plants grown.
Business Unit/ Object Code: 603210.2110 Part Time Earnings Net Municipal Reduction: $38,942 Remaining Budget: $136,788
Parks & Recreation Impact of Non Recommended Budget Reductions 2) Title: Reduce stump removal contract
Description: The number of trees that are stumped would be reduced each year.
Implications: Some trees that are removed will not be stumped as a result of this reduction. Stumps could be left in the ground or removed at another time when funding is available. Business Unit/ Object Code: 603520.4110 Contracted Landscaping Net Municipal Reduction: $10,000 Remaining Budget: $19,500
Building & Property Standards Impact of Non Recommended Budget Reductions 2) Title: Eliminate weed & debris insp. Sep 1 - Dec 31
Description: Property Standards Administration Eliminate weed and debris inspections for the period of September 1st until December 31st and reassign Officers for other Property Standards related inspections.
Implications: When the summer student returns to school in September, full time staff take over the function of dealing with weed and debris complaints. In the time period of September 1, 2010 to December 31, 2010, our office received 149 weed and debris complaints, which generated a total of 887 inspections. To meet budget cuts we would be required to eliminate weed and debris inspections during this time period. Staff would be otherwise involved in property maintenance inspections and attending to older files. We would not be in a position to enforce the requirements of the Lot Maintenance and Waste Bylaw. The cost savings would be realized through a reduction in earnings and benefits costs. Staff normally involved with this type of inspection would be reassigned to building inspections and Property Maintenance inspections. Savings are based on an average Department cost of $200 per complaint. Business Unit/ Object Code: 402130.2105 - Full-Time Reg Earnings 402130.2210 - Employee Benefits Net Municipal Reduction: $29,800 Remaining Budget:
$478,642
Sanderson Centre Impact of Non Recommended Budget Reductions 1) Title: Increase hourly labour rates by an additional $0.50
Description: Labour rates are scheduled to increase each year on July 1.Since 2009 this increase has been $1 per hour each year. For 2012, a lower increase of $0.50 was proposed. The $0.50 per hour increase would be a 1.7% to 2.6% increase in labour costs to renters. If the higher $1 per hour increase is adopted, the increase would be between 3.4% and 5.2%. Implications: Labour costs for non-commercial and charitable renters are frequently the largest single expense; higher than the rental rate or box office fees. Keeping the rate increase to one that more closely tracks the growth in labour costs was intended to limit the impact of fee increases on renters of the facility. One of the department priorities for 2012 is to develop a local renter retention strategy. From discussions with our renters, the labour expenses are one of the factors that they struggle with when using the theatre. Imposing an increase on this expense that is higher than inflation or cost of living rates may make it difficult for these renters to afford continuing use of the theatre. Business Unit/ Object Code: 130400.1731 - Billable Recoveries from Public $3,500->($226,293) 130500.1731 - Billable Recoveries from Public $2,000->($78,060) Net Municipal Reduction: $5,500 Remaining Budget: $304,353
Sanderson Centre Impact of Non Recommended Budget Reductions 2) Title: Trade Show Reduction
Description: Trade show expenses relate to events attended where season events are marketed to targeted groups such as group tour operators or social clubs. In the past two seasons, the group sales market has recovered from recent drops in activity and revenue. The ongoing presence and marketing to specific businesses and individuals that is done through these trade shows has allowed us to benefit from this recovery. Trade shows also include our presence at public events such as fall fairs, senior shows and other community events. Implications: The reduction being considered is an 18% reduction in participation in trade shows. This amount is approximately the amount saved by eliminating participation in the Norfolk Fair or a multi-day convention for the motor coach tour industry. Since each event we participate in has a different audience, any reduction in our presence is likely to result in missed opportunities to sell tickets. Business Unit/ Object Code: 130700.4006 Trade Shows Net Municipal Reduction: $2,200 Remaining Budget: $9,753
Transportation Services Impact of Non Recommended Budget Reductions 1) Title: Reduction in After Hours Streetlight Investigations by 50%
Description: Municipal standards require the municipality to carry out inspections of streetlight once per year. However, the City currently does the inspection twice annually. These inspections take place after hours and require overtime payments.
Implications: Reducing the frequency of inspections would reduce the overtime for staff and lower the operating budget. It would also lead to an increase in complaints from residents regarding streetlight outages and potential issues for local streets. Business Unit/ Object Code: 503200.2115 (Overtime Earnings) ($5,000) Net Municipal Reduction: $5,000 Remaining Budget: $5,000
Transportation Services Impact of Non Recommended Budget Reductions 2) Title: Reduce the Number of LED Traffic Signals Replaced by 33%
Description: The LED traffic signals require replacement every 8 to 10 years as they become dimmer and out of warranty. The City prepared a plan in 2010 to systematically replace 8 to 10 locations each year before they reach eight or nine years of age using a combination of operating budget and minor capital budget. This will ensure that there will be fewer outages and emergency calls. Implications: The budget allocated to LED replacement is $51,000 in 2012, which is a combination of minor Capital ($25,000) and Operating ($26,000). If one third less signals are replaced in 2012, there would be a savings of $16,830 taken from the Traffic operating budget, however it will be necessary to increase this budget in following years to catch up for the lower replacement to be undertaken in 2012.
Business Unit/ Object Code: 506500.3210 (Electrical Material & Supply) ($16,830) Net Municipal Reduction: $16,830 Remaining Budget: $63,170
Transportation Services Impact of Non Recommended Budget Reductions 3) Title: Reduce Annual Pavement Marking by 25%
Description: The city repaints all pavement markings each year for all major roads, signalized intersections and school crossings. Some residential areas are repainted once every two years. Implications: Reducing the pavement markings contract by 25% would provide a savings of 33,750 in the annual operating budget. However, painting markings every two years in some areas may lead to confusion for drivers and potential safety concerns for vehicles and pedestrians/cyclists. Business Unit/ Object Code: 506300.4106 (Contracted Services) ($33,750) Net Municipal Reduction: $33,750 Remaining Budget: $101,250
Transportation Services Impact of Non Recommended Budget Reductions 4) Title: Reduce Sign Replacement by 50%
Description: The new municipal maintenance standards require the City to test all 6700 critical roadway signs for reflectivity on an annual basis. Those signs that do not pass the threshold must be replaced. City staff completed the first annual reflectivity testing in 2011 and found that 7% of the signs do not meet the reflectivity criteria and must be replaced. Implications: By replacing only 50% of the signs that do not meet the reflectivity criteria, the City would save approximately $4000; however it would be necessary to gradually make up for this in the next years as more signs may be added to the list that do not meet the criteria. Business Unit/ Object Code: 506400.3205 (Construction Material & Supply) ($4,000) Net Municipal Reduction: $4,000 Remaining Budget: $35,300
10
Transportation Services Impact of Non Recommended Budget Reductions 5) Title: Reduce Number of Streetlights by 5.5%
Description: Reducing the number of streetlights operating in the City would reduce the energy costs. Implications: Streetlights would need to be maintained on major streets and only reduced on minor streets. By reducing the number of streetlights by 5.5% (550 streetlight) would produce a $45,000 energy savings.
Business Unit/ Object Code: 503200.3705 (Electricity) ($45,000) Net Municipal Reduction: $45,000 Remaining Budget: $805,000
11
Finance Impact of Non Recommended Budget Reductions 1) Title: Value for Money Audit
Description: Eliminate the independent Value for Money Audit
Implications: This reduction is not being recommended. The only justification for this action would be cost reduction. Council would no longer receive an independent evaluation of the efficiency and effectiveness of a particular process in a specific area. Value for money audits have provided useful information and recommendations to staff and Council in the past, which have contributed to an increased level of internal control, security of corporate assets and the implementation of suggested efficiencies. Areas that have benefited from these reviews span from Golf operations to Parking revenues. An emphasis on continual improvement is necessary going forward to support our accountability to the public. Value for Money Audits are not legislated. They are undertaken at the discretion of Council and the area for review is chosen by Council. Considering the implications, as stated, the benefits for maintaining this service far exceeds the cost savings associated with the elimination of this service.
Business Unit/ Object Code: 306210.4102 - Professional Services Net Municipal Reduction: $50,900 Remaining Budget: $69,800
12
Finance Impact of Non Recommended Budget Reductions 2) Title: Standard & Poors
Description: Eliminate the annual updating of the City's credit rating with Standard & Poor's
Implications: A credit rating is Standard & Poor's independent opinion on the general credit worthiness of the municipality. It affects the rate at which the City can borrow for capital purposes and is determined through a comprehensive analysis of key business fundamentals. The rating is reviewed annually and the City endeavours to maintain or improve its rating from year to year. A decision to forego the annual review would not only result in a change in the City's stature among other Canadian municipalities and within the lending community but would also be imprudent at a time when financing to meet the demands of infrastructure upgrades and improvements is so important. This reduction is not being recommended. The only justification for this action would be cost reduction.
Business Unit/ Object Code: 306510.4104 - Consultative Services Net Municipal Reduction: $15,800 Remaining Budget: $0
Finance Impact of Non Recommended Budget Reductions 3) Title: Eliminate Bruzzese Competitiveness Study
Description: Eliminate Brantford's participation in the Municipal Competitiveness Study. This study compares Brantford's competitiveness position in a number of areas with other municipalities. These areas of comparison include financial information, user fees, property tax policies, property taxes, water/sewer costs, taxes as a percentage of income, and economic development programs among others.
Implications: The elimination of this study would leave the City without a valuable resource for comparing property tax levels in Brantford to other comparable municipalities. As well, this report identifies areas of municipal concern which could negatively impact the City's ability to attract new development to Brantford. This study will also supply valuable information for the financial strategic planning process. This report is also used as a resource for considering tax policy options that impact our property taxes and in particular our business class properties. Business Unit/ Object Code: 306410.4104 - Consultative Services Net Municipal Reduction: $6,000 Remaining Budget: $0
13
Corporate Finance mpact of Non Recommended Budget Reductions 1) Title: Reduce Capital Funding Envelope
Description: The Operating Budget provides an amount of almost $14 million annually in capital funding envelope dollars. Tax supported departments rely on this annual contribution from Operating to fund their annual capital needs. The annual envelope funds such projects as the Annual Road Reconstruction program, Pavement Preservation, Facilities Asset Management program, IT Services initiatives and much more.
Implications: Decreasing the amount of capital funding provided through the operating budget would mean deferring projects on the "Funded Capital" listing provided to the Estimates Committee. Many departments who rely on these envelopes are already underfunded, as noted by the number of projects on the "Unfunded Capital" listing provided to the Estimates Committee. If this reduction is taken, Estimates Committee would need to determine which project(s) funded through the Capital Funding Envelope in 2012 would need to be deferred.
Business Unit/ Object Code: Net Municipal Reduction: $350,000 Remaining Budget: $13,605,250
14
2012 Operating Budget Summary of Unmet Needs

Council Priority Level Overall Ranking 2012 Net Cost Ongoing Annual Cost One Time or Page Annual Reference
Description Chief Administrative Officer Chief Administrative Officer Customer Service Coordinator Leadership Training
1 1
10 1
66,700 25,000
80,000 25,000
Annual Annual
5 6
Total Chief Administrative Officer Public Health, Safety & Social Services Ontario Works Municipal Discretionary Special Assistance Fund 1 3
91,700
105,000
23,252
23,252
Annual
Social Housing
On-site Residential Custodian On-site Residential Custodian
1 1
8 8
(3,543) 9,101
(7,085) -
Annual One Time
10 11
Fire
Assistant Mechanic
32
Annual
13
Police Services
Part-time Admin Clerk Sworn Officers (2) Summer Park Patrollers (2)
3 3 3
41 32 32
28,203 162,137 17,422
28,203 198,883 17,945
Annual Annual Annual
15 16 17
Total Public Health, Safety & Social Services Community Services Parks & Recreation Grand Opening of the Wayne Gretzky Sports Centre Waterfront Coordinator (3 yr contract) Office furnishings for Waterfront Coordinator After School Program Subsidy Emerald Ash Borer Strategy Extended Staffing at Mohawk Park Security Guards Additional Roadside Grass Cutting Crew Equipment for Additional Roadside Grass Cutting Crew 1 1 1 2 2 2 2 2 2 7 6 6 17 17 17 17 17 17
236,572
261,198
50,000 79,032 4,500 20,000 265,000 6,300 23,860 34,500 56,050
92,715 20,000 265,000 6,300 95,440 34,500 -
One Time Annual One Time Annual Annual Annual Annual Annual One Time
19 20 21 22 23 24 25 26 27

Description
Golf Operations
Netting for Northridge Golf Course Agronomist / Golf Course Superintendent Tree Planting - Arrowdale Tree Planting - Northridge
2 2 2 2
20 20 20 20
35,000 50,000 5,000 25,000
61,200 -
One Time Annual One Time One Time
29 30 31 32
Planning
Heritage Property Conservation Incentive Program (Reserve Fund Creation) Tourism Information Coordinator - Contract to Fulltime Economic Development & Tourism Marketing Reserve Fund Cultural Innovation Fund City Wide Wage Survey
28
30,000
30,000
Annual
34
3 1 2 2
41 7 27 16
10,445 25,000 50,000 35,000
10,445 25,000 50,000 -
Annual Annual Annual One Time
36 37 38 39
Sanderson Centre
Audience Mapping - Market Research
18,000
One Time
41
Total Community Services Engineering & Operational Services Engineering Administration Transportation Services Parking Administration Assistant 3 41
822,687
690,600
31,540
38,760
Annual
43
Increase Hours at Transit Terminal Kiosk
32
9,680
9,680
Annual
45
Total Engineering & Operational Services Corporate Services Human Resources Two Additional Parklane Software Modules Two Additional Parklane Software Modules Comprehensive Review of Employee Benefit Program City Clerk Volunteer Brantford (Volunteer Centre in the City of Brantford) Volunteer Brantford (Volunteer Centre in the City of Brantford) 1 1 1 1 1 1
41,220
48,440
50,000
1,500 50,000
One Time Annual Annual
47 48 49
1 1
5 5
180,510 29,000
180,510 -
Annual One Time
51 52

Description
Corporate Services Admin
Legislative/Administrative Assistant Legislative/Administrative Assistant
3 3
41 41
66,071 1,350
66,071 -
Annual One Time
54 55
Total Corporate Services Corporate Financing Insurance Corporate Insurance Reserve Adjustment 2 24
326,931
298,081
50,000
50,000
Annual
57
Total Corporate Financing
50,000
50,000
Total Unmet Needs
1,569,110
1,453,319
CHIEF ADMINISTRATIVE OFFICER
Appendix 7a

Effective Date:
Title: Customer Service Coordinator

Annual Mar-12
One Time or Annual:
Description: A Customer Service Coordinator is required to manage, develop, implement, monitor, and evaluate corporate-wide customer service programs, ensuring that customer service strategies, policies, procedures, and processes are applied consistently across the organization; to identify customers needs and continuously adapt the citys customer service programs to meet those needs; to provide research and input to customer service related projects and/or surveys.
Justifications: The City of Brantford embarked on a Customer Service Strategy in 2001 with a well-documented plan for implementation approved in 2003. Since that time, the resources and budget have been removed, leaving an undesirable impact of corporate withdrawal for the strategy as it was no longer supported by Council. From a structural perspective, customer service within the City has become de-centralized. The recent Organizational Review completed by the Randolph Group pointed to both Customer Service and Communication as two specific areas that were under-serviced in the existing structure. Currently there is no one person or department responsible for ensuring customer service performance. While there are some standards and performance measures taking place in the City of Brantford, in general, many departments do not have service standards and key performance indicators are not measured. What you dont measure, you cant manage.
Community Base Strategic Plan Goals: Excellence in Governance and Municipal Management Business Unit/ 110100.2105 - Full-Time Reg Earnings Object Code: 110100.2210 - Employee Benefits 2012 Net Municipal Cost: 2013 Net Municipal Cost: 66,700 80,000
Appendix 7a

Effective Date:
Title: Leadership Training

Annual Jan-12
One Time or Annual:
Description: Leadership training that enhances existing leaderships skills while increasing leadership capacity is required. The training sought would be for members of the Senior Management structure of the City
Justifications: Successful organizations are dynamic in nature and adapt to an ever-changing environment. Existing and emerging leaders require leadership training to increase their effectiveness and enhance their capacity to respond, adapt and provide divisional and cross-divisional sector and cross-sector leadership to those they lead. Investing in leadership training will allow the city to maximize the effectiveness of its current leadership team while supporting succession planning and the development of emerging leaders.
Community Base Strategic Plan Goals: Excellence in Governance and Municipal Management Business Unit/ 110100.4015 - Education Object Code: 2012 Net Municipal Cost: 25,000 2013 Net Municipal Cost: 25,000
ONTARIO WORKS
Appendix 7a
2012 Justification of Unmet Needs 1) Title: Municipal Discretionary Special Assistance Fund
Annual 1-Jan-12
Description: Providing Municipal dollars to assist with health and basic lifestyle needs where no other source of funding exists or where funding is insufficient to meet the community need. Gross Municipal Amount $25,000 County of Brant Portion $1,748
Justifications: Recognizing that members of Council and Social Services staff are receiving more and more requests for special assistance items from low income families where the province does not cost share, this nominal fund would allow staff to assist those with needs which impact their basic quality of life or continued employment when no other means of funding is available. Items such as crutches, respiratory devices, orthotics, breast pumps, wheel chair lifts, dental procedures, vision care etc. A full report will be presented to the Social Services Committee early in 2012 which will outline the need in the community and make recommendations for Committee and Council. Community Base Strategic Plan Goals: High Quality of Life and Caring for all Citizens Business Unit/ 701200 Subledger 1240 (100% Municipal Items) Object Code: 2012 Net Municipal Cost (City): 2013 Net Municipal Cost (City): 23,252 23,252
SOCIAL HOUSING
Appendix 7a

Annual Jul-12
Description: SYNOPSIS: The request from the Social Housing team is to hire one full time (live-in) Superintendent for the Winston Court Portfolio. This position will provide on-site staffing and will be responsible for various maintenance and tenant support services. Maintenance responsibilities will include all maintenance and repairs in the performance of semi-skilled plumbing, heating, electrical and carpentry repairs; grounds maintenance, janitorial responsibilities, inventory control, refurbishment of turnover units, regular preventative maintenance activities, implementation of energy conservation measures and perform scheduled inspections. The Superintendent will provide excellent customer service through on-site support to all residents to maintain an effective working relationship with a diverse tenant population and internal and external stakeholders. They will deliver notices to tenants, assist in all aspects of marketing units, and provide response to emergency situations. In a Community Health perspective, they will maintain all building security & safety systems, perform life safety inspections & participate in tenant information sessions and meetings as required. As a direct consequence to these activities the residents can expect improved customer service and the landlord can expect a reduction in contractor use and added timely response to maintenance work. First year will require purchase of Vacuum $5,000, Lawn Mower Tractor $5,000 and Floor Polisher $1,000. Justifications: The current Key holder staffing model is not providing the on-site support needed for Winston Court residents and community needs. Due to increasing social and tenant needs a dedicated site presence is needed to support resident programming, increase security efforts, assist with eviction prevention strategies. All maintenance is currently performed by service contracts and contractors who must be accompanied with the Property Manager. Winston Court residents have voiced the need for greater on-site staffing presence and a recent Charette model comprised of Councilors, Police and Social Service Agencies further support the Superintendent model. This full-time live-in position will reduce contractor work, assist the Property Manager and provide timely response to resident maintenance requests, reduce vacancy loss through quicker turnover timelines and improve customer service by providing a dedicated site presence. Community Base Strategic Plan Goals: High Quality of Life and Caring for all Citizens Business Unit/ 702400 subledger 2408 - Winston Court Object Code: 2105, 2210 Salaries/Benefits $25,272 (Annual Salary & Benefits $50,544) 4108 Janitorial Services 4110 Contracted Landscaping 1385 County of Brant Revenue 2012 Net Municipal Cost (City): 2013 Net Municipal Cost (City): ($6,554) ($8,000) $739 (3,543) (7,085)
4114 Contracted R&M Buildings ($15,000)
10
Appendix 7a

One Time Jul-12
Description: SYNOPSIS: The request from the Social Housing team is to hire one full time (live-in) Superintendent for the Winston Court Portfolio. This position will provide on-site staffing and will be responsible for various maintenance and tenant support services. Maintenance responsibilities will include all maintenance and repairs in the performance of semi-skilled plumbing, heating, electrical and carpentry repairs; grounds maintenance, janitorial responsibilities, inventory control, refurbishment of turnover units, regular preventative maintenance activities, implementation of energy conservation measures and perform scheduled inspections. The Superintendent will provide excellent customer service through on-site support to all residents to maintain an effective working relationship with a diverse tenant population and internal and external stakeholders. They will deliver notices to tenants, assist in all aspects of marketing units, and provide response to emergency situations. In a Community Health perspective, they will maintain all building security & safety systems, perform life safety inspections & participate in tenant information sessions and meetings as required. As a direct consequence to these activities the residents can expect improved customer service and the landlord can expect a reduction in contractor use and added timely response to maintenance work. First year will require purchase of Vacuum $5,000, Lawn Mower Tractor $5,000 and Floor Polisher $1,000. Justifications: The current Key holder staffing model is not providing the on-site support needed for Winston Court residents and community needs. Due to increasing social and tenant needs a dedicated site presence is needed to support resident programming, increase security efforts, assist with eviction prevention strategies. All maintenance is currently performed by service contracts and contractors who must be accompanied with the Property Manager. Winston Court residents have voiced the need for greater on-site staffing presence and a recent Charette model comprised of Councilors, Police and Social Service Agencies further support the Superintendent model. This full-time live-in position will reduce contractor work, assist the Property Manager and provide timely response to resident maintenance requests, reduce vacancy loss through quicker turnover timelines and improve customer service by providing a dedicated site presence. Community Base Strategic Plan Goals: High Quality of Life and Caring for all Citizens Business Unit/ 702400 subledger 2408 - Winston Court Object Code: 3370 Equipment $11,000 1385 County of Brant Revenue ($1,899) 2012 Net Municipal Cost (City): 2013 Net Municipal Cost (City): 9,101 0
11
FIRE
12
Appendix 7a

Effective Date:
Title: Assistant Mechanic

Annual 1-Feb-12
One Time or Annual:
Description: Assistant Mechanic Ensuring that Fire equipment/vehicles are maintained on a regular basis and repaired as required by qualified trained mechanical fire staff is essential for the Municipality to comply with its responsibilities as outlined in the Fire Protection and Prevention Act 1997. The Assistant Mechanic duties include assisting the Fire Department's Mechanic in the required care, maintenance and management of all apparatus and equipment including a fleet of ten emergency response vehicles, thirteen administration vehicles, two rescue boats, four trailers and four fire stations. The Assistant Mechanic would assist in maintaining the specialized rescue equipment, generators, portable pumps, boats, motors, other motorized appliances and fire fighting equipment belonging to the Department. The Assistant Mechanic would also assist with the maintenance requirements of the Departments stations, building and grounds as well as their related systems and equipment including overhead doors, HVAC systems, lawn care equipment, diesel exhaust systems and compressed air systems. With reorganization within the Fire Department Administration , it is proposed the Administrative Assistant (position currently vacant) be eliminated to offset the position costs. Justifications: Municipal requirements for the delivery of Municipal Fire Services is legislated by the Fire Protection and Prevention Act 1997. In accordance with this act ....."Municipalities shall provide such other fire protection services as it determines may be necessary in accordance with its needs and circumstances". With the increase in volume of vehicle and station maintenance it has reached the point where the job responsibilities and duties exceed the capacity for one person to effectively and efficiently manage. The creation of an Assistant Mechanic position will ensure the necessary operations of the Mechanical Division are conducted and managed in a safe, professional and proactive manner and further that the Division continues to meet its Ministry of Transportation mandatory requirements. The creation of the new position will also allow for succession planning ensuring the department will continue to be supported by trained qualified professional staff in the provision of fire services which ensure the safety of our community. With reorganization within the Fire Department Administration, it is proposed the Administrative Assistant (position currently vacant) be eliminated to offset the position costs. Community Base Strategic Plan Goals: High Quality of Life and Caring for all Citizens Business Unit/ 140180.2105, 140180.2210; 140110.2105, 140110.2210 Object Code: Salaries/Benefits 2012 Net Municipal Cost: 2013 Net Municipal Cost: 0 0
13
POLICE SERVICES
14
Appendix 7a
2012 Justification of Unmet Needs 1) Title: Part-time Admin Clerk

Annual Jan-12
Description: Additional part-time Administration Clerk (January hire).
Justifications: Currently two civilian members have the responsibility for AP/AR, payroll, budget, recruiting, asset tracking, purchasing, and human resource management. Staffing levels have remained unchanged since 1971 (40 years ago). Current practices related to purchasing, invoice tracking, financial accountability remain outdated. Overtime is required on a weekly basis to get up with the required duties. Between January 2010 and to date (Sept 1/11) the overtime hours of the two civilian staff to keep pace with the volume of work totaled $18,250.
Community Base Strategic Plan Goals: Excellence in Governance and Municipal Management Business Unit/ 150050 Object Code: 2012 Net Municipal Cost: 2013 Net Municipal Cost: 28,203 28,203
15
Appendix 7a
2012 Justification of Unmet Needs 2) Title: Sworn Officers (2)

Annual May-12
Description: Two officers hired for May 2012 Ontario Police College intake.
Justifications: Additional frontline resources are required to adequately and effectively police our community. Growth in West Brant has increased the number of residents, properties, schools and roads which places greater pressure on our human resources. Crime Prevention, road safety, emergency response and everyday service delivery is impacted by this growth. A further area of growth requiring a measured increase in police resources in the downtown core of our City. With an increased student housing, expansions of Nipissing University and Wilfrid Laurier University, and the downtown core remaining City Council's top priority, further development of resources is requried. The BPS had fallen behind in the ratio of police officers to population. This resulted in a significant expansion in 2011 to provide the Police Service with an increase to keep pace with the community growth. The Police Services Board's goal of adding six additional officers to the compliment by 2014 will be completed with the addition of two officers in 2012, 2013 and 2014. Community Base Strategic Plan Goals: High Quality of Life and Caring for all Citizens Business Unit/ 150100.2105 Full-Time Earnings, 150100.2210 Benefits Object Code: 162,137 2012 Net Municipal Cost: 198,883 2013 Net Municipal Cost:
16
Appendix 7a
2012 Justification of Unmet Needs 3) Title: Summer Park Patrollers (2)

Annual May-12
Description: Two Park Patrol officers hired for May 2012 to increase our Park Patrol compliment to 6 (prior to being reduced in 2010).
Justifications: Park Patrollers have been patrolling City parks and trails, from May to the end of August, for 27 years. The addition of two summer Park patrollers would return the BPS to pre-2010 levels when two patrollers were cut from the budget. The patrollers are actively involved with the community ensuring the safety of citizens using trails and parks. Along with routine patrols, our patrollers attended 200 incidents and issued more than 75 Provincial Offence Notices. These incidents related to searches for missing persons, parties, disturbances, fireworks and person stops. Furthermore, they assisted with security at Hockey fest and Canada Day. An increase of two patrollers would increase enforcement numbers by 33%. Community Base Strategic Plan Goals: High Quality of Life and Caring for all Citizens Business Unit/ 150300.2110 Part-Time Earnings, 150300.2210 Benefits Object Code: 17,422 2012 Net Municipal Cost: 17,945 2013 Net Municipal Cost:
17
PARKS & RECREATION
18
Appendix 7a
2012 Justification of Unmet Needs 1) Title: Grand Opening of the Wayne Gretzky Sports Centre
One Time 1-Jan-12
Description: Funding is requested in order to create and support a community celebration and grand opening of the new Wayne Gretzky Sports Complex.
Justifications: The City has re-invested significant time and capital money into the redevelopment of the Wayne Gretzky Centre. It is only fitting that the grand re-opening be hosted to rededicate the facility and to celebrate the career of Wayne Gretzky and all those who have used and will use the new facility.
Community Base Strategic Plan Goals: High Quality of Life and Caring for all Citizens Business Unit/ 602160.3050 - Souvenirs, Gifts & Awards Object Code: 2012 Net Municipal Cost: 2013 Net Municipal Cost:
50,000 0
19
Appendix 7a
2012 Justification of Unmet Needs 2) Title: Waterfront Coordinator (3 yr contract)

Annual Mar-12
Description: The Waterfront Coordinator will carry out all aspects of implementing the City of Brantfords Waterfront Master Plan and provide project management from project initiation through to implementation and completion of waterfront related initiatives, including sourcing out and obtaining funding opportunities.
Justifications: At its June 28, 2010 meeting Brantford City Council approved the Waterfront Master Plan prepared by The Planning Partnership, which provides a vision statement, 10 fundamental pillars, and a framework to guide decisions with respect to lands along the Grand River, its tributaries, Mohawk Lake and canals within the City of Brantford. The Waterfront Coordinator position is an important component of the Waterfront Master Plan Implementation Strategy and at its July 28th, 2011 meeting the Waterfront Task Force passed the following resolution That the Waterfront Coordinator position BE FORWARDED to the Estimates Committee for CONSIDERATION in the 2012 Operating Budget. Community Base Strategic Plan Goals: High Quality of Life and Caring for all Citizens Business Unit/ contribute $68,539 to 603410.2105 full time earnings; $ 18,500 to 603410.2210 Object Code: benefits;$1,000 to 603410.4005 staff training; $500 to 603410.4020 travel exp.;$1,000 to 603410.4138 memberships. 2012 Net Municipal Cost: 2013 Net Municipal Cost: 79,032 (10 months) 92,715
20
Appendix 7a
2012 Justification of Unmet Needs 3) Title: Office furnishings for Waterfront Coordinator
One Time Mar-12
Description: Desk, chair, shelving and filing, computer station, hardware and software, as well as misc. amenities as required to furnish new office.
Justifications: Existing office space and furniture limited at Parks and Recreation main office; appropriate work environment is necessary for new employee.
Community Base Strategic Plan Goals: High Quality of Life and Caring for all Citizens Business Unit/ contribute $1,500 to 603410.3022 (office supplies); $1,500 to 603410.3310(software); Object Code: $1,500 to 603410.3320 (computer hardware). 4,500 2012 Net Municipal Cost: 0 2013 Net Municipal Cost:
21
Appendix 7a
2012 Justification of Unmet Needs 4) Title: After School Program Subsidy

Annual 1-Jan-12
Description: The City, in partnership with Social Services and the Canadian Parks and Recreation Association Jump Start Program, provide subsidy money to allow children from low income families to participate in community recreation programs.
Justifications: These additional funds should ensure that all families in need are supported. Every year the demand is greater than the budget available. The $20,000 being requested should allow an opportunity for all families (children) who request it.
Community Base Strategic Plan Goals: High Quality of Life and Caring for all Citizens Business Unit/ 604250.2110 Part-Time Earnings Object Code: 2012 Net Municipal Cost: 2013 Net Municipal Cost:
20,000 20,000
22
Appendix 7a
2012 Justification of Unmet Needs 5) Title: Emerald Ash Borer Strategy

Annual 1-Mar-12
Description: As a result of the Emerald Ash Borer (EAB) in Brantford a strategy for the preservation and removal of ash trees must be developed. The city currently has a street inventory of approximately 3,800 ash trees that will be affected. Some trees will have to be removed, others injected to prevent possible death. In addition a plan should be established to replace the trees that do not survive. Costs for this project include tree removal, stumping, injections to preserve healthy trees and re-planting estimates. Staff recommend a 5 year program which involves injecting 10,000cm of ash trees per year at an estimated cost of $60,000/year. The city currently has 40,000 cm DBH for the total ash tree population that could potentially receive the injections. Injection $60,000, tree removal 10% $ 75,000, re-planting 10% $130,000
Justifications: A proactive approach using the current methods of tree injection will certainly save a large portion of the City's Ash tree population for the EAB. Not taking a proactive approach will certainly result in the elimination of the major, if not the entire ash tree population in Brantford. Trees that are beyond the recommended health for injection will have to be removed as soon as possible to avoid possible collapse.
Community Base Strategic Plan Goals: High Quality of Life and Caring for all Citizens Business Unit/ 603530.3029 - Maintenance Supplies $60,000, 603530.4110 - Contracted Landscaping Object Code: $205,000 265,000 2012 Net Municipal Cost: 265,000 2013 Net Municipal Cost:
23
Appendix 7a
2012 Justification of Unmet Needs 6) Title: Extended Staffing at Mohawk Park

Annual Sep-12
Description: Extension of weekend and evening staff until Oct 1st.
Justifications: The month of September continues to offer warm temperatures resulting in an increased usage of Mohawk park, for both weddings, picnics and family outings. Traditionally the weekend and afternoon shifts terminate on the Labour Day weekend, however the continued use of the parks well through September indicates that the park should be staffed to a later date in the year. staffing would be comprised of seasonal employees, working up and until Oct 1.
6,300 6,300
24
Appendix 7a
2012 Justification of Unmet Needs 7) Title: Security Guards

Annual 1-Oct-12
Description: Hiring a security guard for the Wayne Gretzky Sports Centre. With the current ongoing construction, the two buildings are now separate - arenas and aquatics. If a security guard is required for each facility, the costs will double.
Justifications: The City's Workplace Violence and Security Policy states the following - "Security guards should be deployed in the following circumstances:iii) at all main offices and major recreational facilities, such as City Hall and the Gretzky Centre."
Community Base Strategic Plan Goals: High Quality of Life and Caring for all Citizens Business Unit/ 602160.4140 Security Services Object Code: 2012 Net Municipal Cost: 2013 Net Municipal Cost:
23,860 (3 months) 95,440
25
Appendix 7a
2012 Justification of Unmet Needs 8) Title: Additional Roadside Grass Cutting Crew
Annual May 1 ,2012
Justifications: Staff are struggling with grass cutting schedules as a result of additional new locations throughout the city.
34,500 34,500
26
Appendix 7a
2012 Justification of Unmet Needs 9) Title: Equipment for Additional Roadside Grass Cutting Crew
One Time 1-May-12
Justifications: Staff are struggling with grass cutting schedules as a result of additional new locations throughout the city. Cost would include tools, truck, trailer and slope mower.
Community Base Strategic Plan Goals: High Quality of Life and Caring for all Citizens Business Unit/ 603220.3370 Equipment Object Code: 2012 Net Municipal Cost: 2013 Net Municipal Cost:
56,050 0
27
GOLF OPERATIONS
28
Appendix 7a
2012 Justification of Unmet Needs 1) Title: Netting for Northridge Golf Course
One Time 1-Feb-12
Description: Additional and replacement netting is required to reduce stray ball liability and protect the players at Northridge Golf Course from the driving range.
Justifications: Due to the reconstruction and expansion of the Driving Range, 85 yards of netting is required to protect the putting green and cart path heading back to the pro shop/clubhouse from the 18th green. 50 yards of netting is also required to protect the 14th tee. This netting is required to reduce the risk to the City.
35,000 0
29
Appendix 7a
2012 Justification of Unmet Needs 2) Title: Agronomist / Golf Course Superintendent

Annual 1-Mar-12
Description: It is anticipated that the existing superintendent will be retiring in approximately 2 years. This new position will allow for a seamless transition when the superintendent retires as the new individual will be well versed in the day to day operating policies and procedures.
Justifications: Cost savings in 2011 when the Food and Beverage Supervisor was not replaced. Salary/benefits for new position is the same. Individual will be responsible creating and implementing a proactive Turf Grass Maintenance Program for Northridge and Arrowdale. This will allow us to provide superior playing conditions on a daily basis to provide all patrons quality and value.
Community Base Strategic Plan Goals: Excellence in Governance and Municipal Management Business Unit/ 604120.2105 $50,000, 604120.2210 $10,000 Object Code: 2012 Net Municipal Cost: 2013 Net Municipal Cost: 50,000 61,200
30
Appendix 7a
2012 Justification of Unmet Needs 3) Title: Tree Planting - Arrowdale

One Time 1-Mar-12
Description: Several large caliper trees are needed to be planted along hole #5
Justifications: The planting of the trees along hole #5 has been suggested by Council as a means to reduce the stray ball liability for the properties along Elgin Street. One time funding is required to purchase and plant the trees.
5,000 0
31
Appendix 7a
2012 Justification of Unmet Needs 4) Title: Tree Planting - Northridge

One Time 1-Mar-12
Description: Several trees are needed to be planted surrounding the new driving range.
Justifications: Tree planting is needed in the following areas: 1) along the back of the driving range to protect the players on the 11th green 2) to protect the pathway from the 11th green to the 12th tee 3) in other areas of the driving range to protect the 14th tee as recommended by the Insurance & Risk Management Department
25,000 0
32
PLANNING
33
Appendix 7a
2012 Justification of Unmet Needs 1) Title: Heritage Property Conservation Incentive Program (Reserve Fund Creation)
Annual 1-Jan-12
Description: Heritage Property Conservation Incentive Program will assist owners of designated heritage properties with the cost of conservation/restoration work related to the heritage attributes of their properties It is intended that the program will be cost shared between the property owner and the municipality with the municipal share being capped at 50% of eligible costs up to a prescribed limit. It is anticipated that the program will operate in a manner similar to that of the Downtown Facade Program.
Justifications: The program will encourage the conservation and restoration of significant heritage buildings in the community. It has been the City's experience that incentive programs can leverage a significant amount of private investment. The program will also encourage more heritage property designations and assist in improving the appearance of the community.
Community Base Strategic Plan Goals: High Quality of Life and Caring for all Citizens Business Unit/ 401110.7115 - Transfer to Reserve Fund Object Code: 2012 Net Municipal Cost: 2013 Net Municipal Cost: 30,000 30,000
34
ECONOMIC DEVELOPMENT & TOURISM
35
Appendix 7a
2012 Justification of Unmet Needs 1) Title: Tourism Information Coordinator - Contract to Full-time
Annual 1-Jan-12
Description: This position has existed within the municipal exempt staff compliment since 1996 as a regular full time that has provided ongoing support to the day-to-day work program of the division. In July 2007 the position was moved to contract at the direction of the City Manager. The following on-going functions that are provided by this position include: coordination of all aspects of the division's website; social media; mobile strategy and e-marketing initiatives; management of all media and travel writer activities; coordination of the divisions communication plan including public presentations, outreach and local awareness campaigns. This position provides key support to several of the recommendations in the council approved Economic Development Strategy, and the expansion of tourism opportunities and benefits to the community, is also identified as a level one council priority.The identified unmet need amount is the difference between the 'special' benefit allocation for contracts and what regular full time employees receive. Justifications: This position has existed as a contract for 4 years and during that time there has been one dismissal and one parental leave resulting in four different individuals in this role. This has greatly impacted the division's ability to successfully implement activities because of the turn-over rate and overall disruption to the work program flow further resulting in additional overtime work by other members of the division.This is a core function of the division and given the nature of this position that requires skills in tourism marketing, media relations and web specialization, the retention of a qualified employee on contract has proven to be very difficult. The responsibilities and ongoing tasks for this position are not project based and the position is an integral part of the divisions operations. Costs are limited to the amount required to bring the benefits to full-time level.
Community Base Strategic Plan Goals: Economic Vitality and Innovation Business Unit/ 403310.2210 - Employee Benefits Object Code: 2012 Net Municipal Cost: 2013 Net Municipal Cost: 10,445 10,445
36
Appendix 7a
2012 Justification of Unmet Needs 2) Title: Economic Development & Tourism Marketing Reserve Fund
Annual 1-Jan-12
Description: The marketing reserve fund would be established for one time use for special marketing projects that are in support of the overall goal of business and visitor attraction which is a priority of the Economic Development & Tourism Department.The monies from the reserve will be used for one time opportunities that are not included in the base budget. Examples of these types of projects include: Sector specific tradeshow that are targeted to specific niches like green energy; cluster marketing opportunities (i.e. Ontario Food Cluster); leveraging senior levels of government support for specific one time targeted marketing campaigns (i.e. Ontario Tourism Industry Partnership Program); future trade missions; and sport event tournament bid procurement for new and or large events (regional/provincial/national).
Justifications: The establishment of a marketing reserve fund supports key recommendations in the approved Economic Development Strategy which are identified as level 1 and 2 priorities of Council. The fund will enable the department to take advantage of opportunities to leverage regional partnerships; participate in global marketing initiatives targeted to sector specific industries; and develop sport tourism opportunities in support of new facility infrastructure - with the goal being to attract additional business investment and visitors to the community.
Community Base Strategic Plan Goals: Economic Vitality and Innovation Business Unit/ 403110.7115 - Transfer to Reserve Fund Object Code: 2012 Net Municipal Cost: 2013 Net Municipal Cost:
25,000 25,000
37
Appendix 7a
2012 Justification of Unmet Needs 3) Title: Cultural Innovation Fund

Annual 1-Jan-12 One Time or Annual: Effective Date:
Description: The Cultural Innovation Fund would be used to supplement the current Community Cultural Investment Program (CCIP) funding and diversify the type of financial support available from the municipality to the cultural sector of Brantford. Current funding from the municipality to cultural organizations is limited and restricted to only operating funding. This fund would be used for one-time project grants to artists and or not-for-profit organizations for cultural activities and for innovative/start-up grants for creative entrepreneurs. A commitment of $ 50,000 a year for the next three years would be distributed through this program to the cultural sector in the community. The fund would be managed through the Brant Community Foundation with the City of Brantford's Arts & Culture Coordinator providing the administrative support for the program, which is a similar process to the already established CCIP. Justifications: The support of the development of arts and culture in the community has been identified as a level one priority by Council and it also aligns with the approved Economic Development Strategy that identifies the need to assist cultural sector entrepreneurs and implement a creative economy investment strategy.
Community Base Strategic Plan Goals: High Quality of Life and Caring for all Citizens Business Unit/ 403360.7302 - Grants to Organizations Object Code: 2012 Net Municipal Cost: 2013 Net Municipal Cost:
50,000 50,000
38
Appendix 7a
2012 Justification of Unmet Needs 4) Title: City Wide Wage Survey

One Time 1-Jan-12 One Time or Annual: Effective Date:
Description: The purpose of the City Wide Industrial Wage Survey is to collect, document and report, hourly wage information, by occupation, for businesses in the City of Brantford. A project manager will be hired for a period of nine months to develop the survey instrument, coordinate the day-to-day activities of a team of 3 researchers and analyse & author the final report Students from Laurier Brantford's fourth year project management course will be utilized as researchers to solicit and complete surveys with area businesses. The intention is to update the survey every 2 years, therefore this could be on ongoing placement opportunity for Laurier Brantford students. The project costs listed below are one-time. Future surveys would rely solely on student volunteers to update the original data.
Justifications: Current and local wage information may be the most requested piece of labour market information (LMI) about Brantford asked by prospective and current employers. Being able to respond to these queries can provide Brantford with a competitive edge over communities unable to provide current LMI. Better wage information allows employers and workers to make employment and training decisions based on a better understanding of our local labour market. Current and reliable wage information is also important when businesses develop their human resource plans; for job hunters and employers hiring staff; and for use by training and third party community partners. Comprehensive wage information is not currently being collected at the local level by any organization. Other community agencies such as Ontario Works (Brant Jobs) and the Workforce Planning Board of Grand Erie agree it is vital statistical information and support this initiative. Community Base Strategic Plan Goals: Economic Vitality and Innovation Business Unit/ 403110.4106 - Contracted Services Object Code: 2012 Net Municipal Cost: 2013 Net Municipal Cost:
35,000 0
39
SANDERSON CENTRE
40
Appendix 7a
2012 Justification of Unmet Needs 1) Title: Audience Mapping - Market Research

One Time July, 2012
Description: For several years, there has been an unmet need for market research specific to the operations of the theatre. This gap has been partially filled in 2011 through a program administered by Community Cultural Impresarios (CCI) that the Sanderson Centre belongs to. Market segmentation data for Brant has been provided based on the 2006 census data. This report was generated at no cost to the theatre beyond the annual membership costs of CCI. The second phase of this market analysis involves mapping this market data with historical ticket sales data in order to identify specific demographics of our ticket buyers.
Justifications: The data generated by this project will benefit the theatre's operations in several ways. Programming can be better targeted to the demographics of the theatre. Gaps in programming can be identified and future changes to the programming mix can be considered in the context of this demographic data. Sale of advertising and sponsorships will benefit from the use of current market data in order to make a better case for advertising through the Sanderson Centre's resources. Targeted advertising and marketing can be improved with a better understanding of our existing and potential audiences.
Community Base Strategic Plan Goals: Excellence in Governance and Municipal Management Business Unit/ 130700.4102 - Professional Services Object Code: 2012 Net Municipal Cost: 2013 Net Municipal Cost: 18,000 0
41
ENGINEERING ADMINISTRATION
42
Appendix 7a
2012 Justification of Unmet Needs 1) Title: Parking Administration Assistant

Annual March 1, 2011
Description: The proposed additional staff at the Market Centre Parkade office will address the concerns raised in the City's Value for Money Audit conducted in 2005/2006. Since June of 2007 the Parking Manager has been located at City Hall, leaving only one City staff person to tend to the duties at the Market Centre Parkade. This new staff member will provide additional assistance in the following areas: 1. Provide customer service in the Parking Office dealing with counter service, updating monthly parking passes on all City lots and telephone inquires. 2. Prepare bank deposits, daily and weekly deposit sheets and closing and balancing daily cash receipts. 3. Pick up cash boxes and ensure paper levels are corrected at all Pay & Display machines located on City lots. 4. Responsible for training and supervising all contracted Bylaw Enforcement Officers. 5. Supervising all other contracted staff on site, including janitorial staff, kiosk staff and security staff. 6. Responsible for all health and safety issues and procedures. 7. This position would report directly to the Director of Fleet Services and Operations
Justifications: The new permanent position within the parking office would complement the current Parking Administrative Assistant, as this would alleviate the concerns raised in the Value for Money Audit stating the fact that there is a lack of segregation of duties amongst current city staff. This would be the 5th year this position has been requested and only with a letter of understanding with CUPE City Hall unit has this position been filled on a temporary basis. The current compliment of contracted bylaw enforcement officers is 5. If this position is approved the number of contracted officers could be reduced to 4. The gross expenditure would be approximately 69,000, resulting in a full year net expenditure of approximately $38,760 per year. Community Base Strategic Plan Goals: Excellence in Governance and Municipal Management Business Unit/ 501510.2105 (Full Time Earnings) $44,820, 501510.2210 (Employee Benefits) $12,450, Object Code: 501530.4140 (Security Services) (25,730) 2012 Net Municipal Cost: 2013 Net Municipal Cost: 31,540 38,760
43
TRANSPORTATION SERVICES
44
Appendix 7a
2012 Justification of Unmet Needs 1) Title: Increase Hours at Transit Terminal Kiosk
Annual Jan-12
Description: This will require an additional part time employee to expand hours for Kiosk on Saturdays (Now: 8 AM to 1 PM increase to 7 PM); add 4 hours on Sunday (Now it is closed on Sundays), and cover lunch breaks (Currently closed for one hour every day) .
Justifications: The expanded kiosk hours will improve customer service for transit riders as they will be able to purchase bus passes at times that are more convenient for them and will reduce the number of times the ticket sales office is closed when there are no staff available. This will require one additional part time staff (24 hr/wk) to cover vacations, days off and allow for expanded hours for kiosk (to 7PM on Saturdays and 5 hours on Sunday). To begin in January 2012.
Community Base Strategic Plan Goals: High Quality of Life and Caring for all Citizens Business Unit/ 502530.2110 (Part Time Earnings):$13,200; 502530.2210 (Employee Benefits): $1,980; Object Code: 502530.2115 (Overtime Earnings): ($500); 502515.1480 (Transit Fares & Tickets) ($5,000) 2012 Net Municipal Cost: 2013 Net Municipal Cost: 9,680 9,680
45
HUMAN RESOURCES
46
Appendix 7a
2012 Justification of Unmet Needs 1) Title: Two Additional Parklane Software Modules
One Time 1-Apr-12
Justifications: As outlined in the Human Resources Business Plan, one of the significant challenges for the City's people resources is the increasing number of incidences of employee mental health issues and associated disability claims. Certainly, the City has experienced an increase in the number of employees on extended sick leave absences and on Long Term Disability through the benefit carrier. There is considerable provincial legislation through the AODA and the Human Rights Code requiring employers to accommodate individuals and employees with disabilities. It is imperative, therefore, that the City implement software to track the status of employees with various illnesses and injuries and to better manage the accommodation process and options so those employees can return to the workplace in a productive capacity. Community Base Strategic Plan Goals: Excellence in Governance and Municipal Management Business Unit/ 301150.1693 - Contribution from Health & Safety Accident Prevention Reserve Fund Object Code: ($15,000) and 301150.3310 - Computer Software $12,000, 301150.4005 - Staff Training & Development $3,000 0 2012 Net Municipal Cost: 0 2013 Net Municipal Cost:
47
Appendix 7a
2012 Justification of Unmet Needs 2) Title: Two Additional Parklane Software Modules
Annual 1-Jan-12
Justifications: As outlined in the Human Resources Business Plan, one of the significant challenges for the City's people resources is the increasing number of incidences of employee mental health issues and associated disability claims. Certainly, the City has experienced an increase in the number of employees on extended sick leave absences and on Long Term Disability through the benefit carrier. There is considerable provincial legislation through the AODA and the Human Rights Code requiring employers to accommodate individuals and employees with disabilities. It is imperative, therefore, that the City implement software to track the status of employees with various illnesses and injuries and to better manage the accommodation process and options so those employees can return to the workplace in a productive capacity.
Community Base Strategic Plan Goals: Excellence in Governance and Municipal Management Business Unit/ 301150.3310 - Computer Software Object Code: 2012 Net Municipal Cost: 2013 Net Municipal Cost:
0 1,500
48
Appendix 7a
2012 Justification of Unmet Needs 3) Title: Comprehensive Review of Employee Benefit Program
Annual 1-Jan-12
Description: The Human Resources department requires the services of an external benefit consultant who specializes in the design of employee group benefit plans. Staff recommend that a Request for Proposals (RFP) be issued to obtain a benefit consultant firm that will conduct claims audits and evaluate the operation of current benefit programs. In addition, the firm would make recommendations on new benefit options; deletions of old benefits; revised programs to provide better value for money; analyze health care, dental care and disability trends; perform claims utilization analysis and forecasting; review plan costs and initiate suggestions for cost containment consistent with benefit industry norms and trends.
Justifications: The annual benefit premium costs for the municipality are over $6.25 million. Health costs are doubling every five years due to an aging population, increases in utilization and the introduction of new benefit products (such as biologic vs. chemical drugs) and services to the marketplace. These cost increases will certainly be reflected in higher premiums over the coming years. The Canadian Union of Public Employees (CUPE) Local 181 have already engaged their own benefit consultant to make recommendations on the potential harmonization of group benefits for the various CUPE units in the City. With the upcoming negotiations of seven collective agreements, it is imperative that the City's bargaining committees be pro-active in assessing its benefit plans such that recommendations can be made for cost containment and better utilization of the benefit options for employees. For the 2011 benefit renewal with Manulife, the use of a benefit consultant at an estimated cost of approximately $6,000 resulted in annual savings of $352,584, which is the equivalent of about a 5875% return on our investment. While the increased utilization of a benefit consultant will not have the same direct correlation on the ROI, there are certainly significant savings and opportunities available. Community Base Strategic Plan Goals: Excellence in Governance and Municipal Management Business Unit/ 301110.4104 - Consultative Services Object Code: 2012 Net Municipal Cost: 2013 Net Municipal Cost:
50,000 50,000
49
CITY CLERK
50
Appendix 7a
Annual 1/1/2012
Description: THIS ITEM WAS REFERRED BY COUNCIL ON OCT 3, 2011 TO THE ESTIMATES COMMITTEE FOR CONSIDERATION AS PART OF THE 2012 BUDGET PROCESS. The annual costs provided support the operating costs for a satellite office located adjacent to an existing city facility in Market Square, allowing for the use of some shared facilities, equipment and IT network.
Justifications: On May 24, 2011, Council directed staff to meet with the Volunteer Network Committee to review their March 23, 2011 proposal to establish a Volunteer Centre in the City of Brantford and report back to Council with options and costing to move this proposal forward." In its report to Committee of the Whole - Operations and Administration on September 26, 2011, the Volunteer Network Committee noted Brantford is the largest city in Ontario without the benefit of a volunteer centre. While volunteerism is currently occurring in Brantford, no statistics are available to determine its health and there is no central organizing entity to coordinate, support, educate, promote, advocate for, recognize or protect its participants or organizers. This situation contributes to underutilization of resources, lack of synergy, and unnecessary risks. Community Base Strategic Plan Goals: High Quality of Life and Caring for all Citizens Business Unit/ New Object Code: 2012 Net Municipal Cost: 2013 Net Municipal Cost: 180,510 180,510
51
Appendix 7a
One Time 1/1/2012
Description: THIS ITEM WAS REFERRED BY COUNCIL ON OCT 3, 2011 TO THE ESTIMATES COMMITTEE FOR CONSIDERATION AS PART OF THE 2012 BUDGET PROCESS. The costs would be required to offset one time start up expenses for a Volunteer Centre in Brantford such as office furniture, equipment and supplies.
Justifications: On May 24, 2011, Council directed staff to meet with the Volunteer Network Committee to review their March 23, 2011 proposal to establish a Volunteer Centre in the City of Brantford and report back to Council with options and costing to move this proposal forward." In its report to Committee of the Whole - Operations and Administration on September 26, 2011, the Volunteer Network Committee noted Brantford is the largest city in Ontario without the benefit of a volunteer centre. While volunteerism is currently occurring in Brantford, no statistics are available to determine its health and there is no central organizing entity to coordinate, support, educate, promote, advocate for, recognize or protect its participants or organizers. This situation contributes to underutilization of resources, lack of synergy, and unnecessary risks. Community Base Strategic Plan Goals: High Quality of Life and Caring for all Citizens Business Unit/ New Object Code: 2012 Net Municipal Cost: 2013 Net Municipal Cost: 29,000 0
52
CORPORATE SERVICES ADMIN
53
Appendix 7a

Annual 3-Jan-12
Description: The Legislative/Administrative Assistant will be responsible for performing a wide variety of secretarial and administrative duties in support of the General Manager of Corporate Services. The position will also provide legislative support to the City Clerk's Department by preparing decision letters for access requests received under the Municipal Freedom of Information and Protection of Privacy Act and providing support to various Task Forces established by City Council.
Justifications: The General Manager of Corporate Services is a new position as of 2011. Administrative support is required, similar to the existing structure in place for the other three General Manager positions. It is recommended that this position will also provide needed legislative support to the City Clerk's Department.
Community Base Strategic Plan Goals: Excellence in Governance and Municipal Management Business Unit/ 300110/303105.2105 - Full Time Earnings, 300110/303105.2210 - Employee Benefits Object Code: 2012 Net Municipal Cost: 2013 Net Municipal Cost: 66,071 66,071
54
Appendix 7a

One Time 3-Jan-12
Description: One time cost of computer hardware for the Legislative/Administrative Assistant position.
Justifications: There is no surplus computer hardware equipment available in the department to accommodate this position, however, no additional furnishings will be needed.
Community Base Strategic Plan Goals: Excellence in Governance and Municipal Management Business Unit/ 300110/303105.3320 - Computer Hardware Object Code: 2012 Net Municipal Cost: 2013 Net Municipal Cost:
1,350 0
55
INSURANCE
56
Appendix 7a
2012 Justification of Unmet Needs 1) Title: Corporate Insurance Reserve Adjustment.

Annual January 1, 2012
Description: $50,000 being recommended to address the approximate shortfall in the insurance reserve account as identified in the 2011 actuarial review.
Justifications: Monies will be used for outstanding and Incurred but not reported (IBNR) claims for the current year. Any proceeds at the end of the year will be transferred to the Insurance Claims Reserve for outstanding claims as approximately 35% of claims come after the current calendar year. As funds in the current 2011 budget represent the actuals required to cover claims within 2011, an additional amount will be required to top up the reserve which is approximately $400,000 under funded. It's this reserve that must be supplemented to ensure the insurance program is properly funded and operating within acceptable tolerances set out by the 2011 Actuarial Review conducted by KPMG . Community Base Strategic Plan Goals: Excellence in Governance and Municipal Management Business Unit/ 303146.3760 - Insurance Claims Object Code: 2012 Net Municipal Cost: 2013 Net Municipal Cost: 50,000 50,000
57
2012 to 2016 Funded Capital Budget

2012 2013 2014 2015 2016
Criteria
Project Name
Gross Cost
Gross Cost
Gross Cost
Gross Cost
Gross Cost
Chief Administrative Officer O
Corporate Communications Strategy Total Chief Administrative Officer
80,000 80,000 -
Corporate Services Human Resources O Finance I O O O Information Technology I I E I E O Workstation Standardization Network Extension JD Edwards Expansion Annual IT Master Plan Initiatives IT Asset Management Expansion New Utility Billing System Total Information Technology Total Corporate Services Public Health, Safety & Social Services Social Housing Daleview Gardens Window Replacement I Albion Towers Roof Replacement I Eastdale Gardens Parking/Sidewalk Improvement I Building Condition Audit I Riverside Gardens Window Replacement I Eastdale Gardens Roof Replacement I Parking/Sidewalk Improvement - Various Properties I Lorne Towers Roof Replacement I Eastdale Gardens: Ashpalt Shingle Replacement I Winston Court HVAC Distritubtion Piping & Valves I Winston Court HVAC Boiler I Trillium Way Replace Baseboard Heaters I Eastdale Gardens Storm Door Replacement I Eastdale Gardens Replace Retaining Walls I Lorne Towers Kitchen Upgrades I Brant Towers Kitchen Upgrades I Albion Towers Cold Water Supply Piping I Total Social Housing Fire S S S S Traffic Light Pre-emptions Phase 6 Minor Capital Pumper/Rescue Vehicle Water Tanker Vehicle Fire/Police Joint Communications System Total Fire Police Services S S S S M I S S Minor Capital Emergency Disposal Unit X-Ray Joint Communication System Prisoner Transport Vehicle PRIDE System Upgrades & Replacements Firearms Range Upgrade Police Vehicle replacement - Mobile Command Centre Fleet Changeover Total Police Services Total Public Health, Safety & Social Services Community Services Planning M M Official Plan Review Development Charges Background Study Total Planning Economic Development & Tourism Outdoor City Map Signs E Total Economic Development & Tourism Sanderson Centre I I S I I I I I Minor Capital Lighting Console & Followspot Replacement Booth stairway Replace Exterior Signage Sound Console & Wireless Microphones Lobby Carpeting Office Refurbishment Light Instrument Replacement Total Sanderson Centre Parks & Recreation I S S E I I I I I E I S I E I E Minor Capital Sports Field Renovations Playground Retrofits New Park Development Trails/Bikeway Improvements Arenas Renovations Branlyn/Notre Dame Roof Replacement Aquatics Renovations Community Centre Design Lorne Park Renovations Phase 1 Steve Brown Fieldhouse Gilkison Flats Area Renovations Community Centres Renovations Spray Pad Design & Construction Recreational Facilities Renovations Neighbourhood Parks - Develop New Play Opportunities Total Parks & Recreation Golf Operations I Northridge Irrigation System Total Golf Operations Total Community Services Engineering & Operational Services Engineering Administration & Parking I Minor Capital Total Engineering Administration & Parking Design and Construction I I I Annual Road Reconstruction Program Pavement Preservation and Preventative Maintenance Industrial Roads - Hachborn Road Page 1 of 2 7,820,000 130,000 400,000 8,301,000 130,000 400,000 7,252,000 130,000 400,000 7,189,000 130,000 400,000 7,169,000 130,000 400,000 2,340,000 500,000 500,000 2,165,000 1,415,000 1,240,000 1,210,000 310,000 100,000 115,000 200,000 100,000 100,000 100,000 120,000 500,000 200,000 150,000 310,000 150,000 150,000 200,000 100,000 80,000 310,000 150,000 200,000 300,000 100,000 345,000 110,000 165,000 120,000 100,000 110,000 110,000 345,000 110,000 165,000 150,000 100,000 110,000 110,000 15,000 80,000 15,000 50,000 100,000 60,000 55,000 50,000 55,000 95,000 65,000 115,000 130,000 120,000 15,000 15,000 15,000 250,000 100,000 250,000 100,000 226,042 51,500 25,000 1,000,000 165,000 500,000 320,000 120,000 51,800 277,542 1,392,542 1,190,000 3,420,000 980,000 1,470,000 125,800 1,494,430 1,074,555 40,000 74,000 100,000 105,000 420,000 100,000 105,000 250,000 1,000,000 625,000 1,455,000 205,000 205,000 205,000 100,000 105,000 100,000 105,000 100,000 105,000 300,000 200,000 100,000 360,000 300,000 200,000 100,000 410,000 100,000 1,000,000 2,110,000 2,286,000 300,000 200,000 100,000 410,000 100,000 1,110,000 1,110,000 300,000 200,000 100,000 410,000 100,000 1,110,000 1,110,000 300,000 200,000 100,000 410,000 100,000 1,110,000 1,110,000 Finance Minor Capital Document Handling System Utility Bill Inserter Utility Bill Printer Total Finance 17,500 50,000 41,000 75,000 60,000 176,000 Human Resources Master Plan Total Human Resourses 70,000 70,000 -
67,500
960,000 1,097,500
85,000 215,000 70,000 120,000 315,000 210,000 250,000 285,000 255,000 457,630 400,000 51,000 60,000 90,456 238,500 301,500 179,099 490,000 775,000 285,000 1,163,630 869,555
50,000 50,000
90,000 170,000 250,000
100,000 50,000 90,000
1,995,000
1,500,000
1,300,000
1,060,000
1,090,000
516,150 516,150
267,150 267,150
267,150 267,150
257,150 257,150
257,150 257,150
2012 to 2016 Funded Capital Budget

2012 2013 2014 2015 2016
Criteria I S E Public Works I S
Project Name Road Restoration and Resurfacing New Sidewalks Hwy 403 / Tollgate Noise Barrier Installation Total Design &Construction Sanitary Sewer Repairs Sidewalk Repairs and Replacement/New Sidewalks Total Public Works
Gross Cost 3,000,000 500,000 1,475,000 13,325,000 600,000 375,000 975,000
Gross Cost 3,000,000 500,000 12,331,000 600,000 375,000 975,000
Gross Cost 3,000,000 500,000 11,282,000 600,000 375,000 975,000
Gross Cost 3,000,000 500,000 11,219,000 600,000 375,000 975,000
Gross Cost 3,000,000 500,000 11,199,000 600,000 375,000 975,000
Transportation Services I S I I S M I I I E I I I E Traffic System Upgrades Bus stop accessibility improvements Operation Lift Bus Replacement Voltage Conversion/Replacement of Streetlights & Underground Infrastructure Next Bus Arrival Smart Voice Phone System Transportation Master Plan Update Environmental Assessment for Replacement of Transit Terminal Design for Replacement of Transit Terminal Winding Way Streetlight Replacement Operation Lift Bus Fleet Expansion Transit Terminal Construction 7th and 8th Ave Streetlight replacement Streetlight Infrastructure Replacement Satellite Transit Terminal Total Transportation Services Fleet Services - Transit S I Transit Bus Replacement Transit Service Centre Improvements Total Fleet Services - Transit Fleet Services - Other S S Fleet Replacements Fleet Replacements Water Department 400,000 140,000 540,000 450,000 250,000 600,000 500,000 100,000 60,000 3,000,000 200,000 2,000,000 790,000 75,000 865,000 450,000 250,000 600,000 500,000 100,000 790,000 180,000 970,000 450,000 250,000 600,000 500,000 100,000 790,000 80,000 870,000 450,000 250,000 600,000 500,000 100,000 790,000 80,000 870,000 450,000 250,000 600,000 500,000 100,000 1,800,000 435,000 2,235,000 600,000 600,000 1,200,000 1,200,000 225,000 50,000 210,000 250,000 50,000 350,000 60,000 400,000 250,000 110,000 5,600,000 80,000 250,000 1,600,000 1,195,000 1,135,000 6,340,000 855,000 2,405,000 225,000 50,000 210,000 225,000 50,000 105,000 250,000 225,000 50,000 330,000 170,000 225,000 330,000
600,000
600,000
1,200,000
1,200,000
Total Fleet Services - Other Water Treatment & Distribution (Non Tax Supported) I Water Meter Program S Building and SCADA Upgrades I Water Service Renewals I Water Quality Watermain Improvements Private Lead Water Service Pipe Replacement Program O Waste and Wastewater Rate Study O Abandon Old High Lift Pumping Station Building, Filters and Piping I Water and Wastewater Growth Needs Study E Water Storage Facility - West Brant Pre-Construction E Water Storage Facility - West Brant (Construction) E Upgrade Raw Water Canal I Total Water Treatment & Distribution Sanitary Sewers & Pollution Controls (Non Tax Supported) I Water Pollution Control Plant Upgrades Study I Design and Contract Administration of Water Pollution Control Plant Upgrades I Construction of Water Pollution Control Plant upgrades Total Sanitary Sewers & Pollution Controls Solid Waste I M I I I I I I Road Reconstruction & Expansion Low Permeability Cap - Mohawk St Landfill Site Equipment Garage Upgrades Weighscale Repairs/Upgrades Green Bins - Organics Collection Program Concrete Crushing Contract Pre-Engineering Scalehouse/Weighscale Replacement Scalehouse Replacement Total Solid Waste Property Management I I I
I
8,960,000 7,160,000 250,000 2,500,000 20,000,000 250,000 550,000 6,400,000 125,000 75,000 850,000 250,000 115,000 950,000 7,150,000 100,000 100,000 600,000 150,000 450,000 300,000 550,000 250,000 50,000 300,000 100,000 50,000 50,000 100,000 50,000 400,000 300,000 200,000 600,000 400,000 320,000 76,000 250,000 300,000 300,000 254,000 200,000 315,000 100,000 110,000 260,000 380,000 100,000 1,700,000 35,046,150 39,956,192 2,100,000 32,733,150 40,604,150 1,700,000 48,149,150 52,144,150 1,700,000 20,176,150 24,020,580 1,665,000 20,471,150 23,865,705 1,100,000 100,000 100,000 115,000 100,000 100,000 1,200,000 100,000 100,000 100,000 100,000 250,000 2,500,000 20,000,000 10,860,000 4,000,000 5,900,000 1,900,000 1,900,000
Barrier Free Design Energy Conservation FAMP City Hall Mechanical Upgrades FAMP Wayne Gretzky Sports Centre Aquatics Parking Lot Repairs FAMP Airport Apron-Phase 1 FAMP Sanderson Centre Interior Repairs FAMP Sanderson Centre Auditorium Steel Roof Replacement FAMP City Hall Courtyard Repairs FAMP Steve Brown S.C. Finishes & Scoreboard FAMP Northridge Golf Course Parking Lot FAMP Glenhyrst Main House Roof Repairs FAMP Pool and Mechanical Renovations
Woodman Community Centre FAMP Interior and Mechanical Upgrades
Arrowdale Golf Course FAMP Interior and Mechanical Upgrades
Northridge Golf Course City Yards Buildings FAMP Airport Apron-Phase 2 FAMP Civic Centre Rooftop Mechanical Upgrades & Interior Repairs FAMP Market Centre Parkade Lighting Upgrade FAMP 84 Market HVAC Mechanical Repairs/ Interior Upgrades FAMP Various Parks Facilities Upgrades FAMP Steve Brown Sports Complex Mechanical Repairs FAMP Tourism Centre Upgrades FAMP John Noble Home Upgrade FAMP Parks and Recreation Storage FAMP Library Upgrades FAMP Various Parks Facilities Upgrades FAMP John Noble Home Upgrades FAMP Market Centre Parkade FAMP Northridge Facility Finishes FAMP Parks & Recreation Office Repairs FAMP Yards/ Traffic Building Upgrades FAMP Earl Haig Parking Lot, Slide & Playground Equipment Repairs FAMP -Airport Fence Repairs Total Property Management Total Engineering & Operational Services
I I I I I I I I I I I I I I I I I I I I I I I I I I I I I
TOTAL FUNDED CAPITAL PROJECTS
Page 2 of 2
2012 - 2016 FUNDED FIVE YEAR CAPITAL SUMMARY

2012 Capital Budget Chief Administrative Officer Corporate Services Human Resources Finance Information Technology Total Corporate Services Public Health, Safety & Social Services Social Housing Fire Police Services Total Public Health, Safety & Social Services Community Services Planning Economic Development Sanderson Centre Parks & Recreation Golf Operations Total Community Services Engineering & Operational Services Engineering Administration & Parking Design and Construction Public Works Transportation Services Fleet Services - Transit Fleet Services - Other Water Treatment & Distribution Sanitary Sewerts & Pollution Control Solid Waste Management Property Management Total Engineering & Operational Services TOTAL FUNDED CAPITAL BUDGET 80,000 2013 Capital Budget 2014 Capital Budget 2015 Capital Budget 2016 Capital Budget -
70,000 67,500 960,000 1,097,500
176,000 2,110,000 2,286,000
1,110,000 1,110,000
1,110,000 1,110,000
1,110,000 1,110,000
490,000 625,000 277,542 1,392,542
775,000 1,455,000 1,190,000 3,420,000
285,000 205,000 980,000 1,470,000
1,163,630 205,000 125,800 1,494,430
869,555 205,000 1,074,555
250,000 95,000 1,995,000 2,340,000
100,000 65,000 1,500,000 500,000 2,165,000
115,000 1,300,000 1,415,000
50,000 130,000 1,060,000 1,240,000
120,000 1,090,000 1,210,000
516,150 13,325,000 975,000 1,195,000 2,235,000 540,000 7,160,000 250,000 7,150,000 1,700,000 35,046,150 39,956,192
-
267,150 12,331,000 975,000 1,135,000 600,000 865,000 10,860,000 2,500,000 1,100,000 2,100,000 32,733,150 40,604,150
-
267,150 11,282,000 975,000 6,340,000 600,000 970,000 5,900,000 20,000,000 115,000 1,700,000 48,149,150 52,144,150
-
257,150 11,219,000 975,000 855,000 1,200,000 870,000 1,900,000 1,200,000 1,700,000 20,176,150 24,020,580
-
257,150 11,199,000 975,000 2,405,000 1,200,000 870,000 1,900,000
1,665,000 20,471,150 23,865,705

-
2012 Funded Project Listing

Rehabilitation & Maintenance Projects Criteria Pg Year 2012 Chief Administrative Officer O Corporate Communications Strategy Total Chief Administrative Officer Project Name Gross Cost Capital Funding Envelope Reserve Fund Debt Other/Third Party Funding
80,000 80,000
80,000 80,000
Corporate Services Human Resources 8 O Human Resources Master Plan Total Human Resources Finance 9 10 O Document Handling System Finance Minor Capital
70,000 70,000 50,000 17,500 67,500 300,000 200,000 100,000 360,000 960,000 1,097,500
70,000 70,000 8,000 8,000 300,000 200,000 100,000 360,000 40,000 300,000 50,000 1,350,000 1,428,000
50,000 9,500 59,500 (40,000) (300,000) (50,000) (390,000) (330,500)
11 12 13 14
Total Finance Information Technology Workstation Standardization I Network Extension I JD Edwards Expansion E 2012 IT Master Plan Initiatives O Transfer to Reserve - Information Technology Transfer to Software Reserve Manager of Network & Security Funding Total Information Technology Total Corporate Services Public Health, Safety & Social Services Social Housing Daleview Gardens Window Replacement I Albion Towers Roof Replacement I Eastdale Gardens Parking/Sidewalk Improvement I Building Condition Audit I Total Social Housing Fire Traffic Light Pre-emptions Phase 6 S Pumper/Rescue Vehicle S Fire/Police Joint Communications System Minor Capital Total Fire
15 16 17 18
85,000 215,000 70,000 120,000 490,000 100,000 420,000 105,000 625,000
85,000 215,000 70,000 9,000 379,000 100,000 250,000 200,000 105,000 655,000
51,000 51,000 170,000 (200,000) (30,000)
60,000 60,000 -
19 20 21
1
CRITERIA: M = Mandatory; S = Safety; I = Infrastructure; E = Expansion and Growth; O = Other

Rehabilitation & Maintenance Projects Criteria Pg Year Police Joint Communication System Prisoner Transport Vehicle Firearms Range Upgrade Mobile Command Centre Emergency Disposal Unit X-Ray Emergency Respinse Vehicle /Bldg Repairs Minor Capital Total Police Total Public Health, Safety & Social Services Community Services Economic Development & Tourism Transfer to Reserve - Outdoor City Map Signs Total Economic Development & Tourism Sanderson Centre Lighting Console & Followspot Replacement I Transfer to Reserve for 2014 Exterior Signage Minor Capital Total Sanderson Centre Parks & Recreation I Sports Field Renovations S Playground Retrofits I Branlyn/Notre Dame Roof Replacement I Aquatic Renovations I Arenas Renovations Minor Capital Total Parks & Recreation Golf Operations Northridge Irrigation System Total Golf Operations Total Community Services 51,500 226,042 277,542 1,392,542 200,000 25,000 42,750 20,000 18,000 60,000 217,970 583,720 1,617,720 (200,000) (25,000) (42,750) (20,000) 33,500 (60,000) 8,072 (306,178) (285,178) 60,000 Project Name Gross Cost Capital Funding Envelope Reserve Fund Debt Other/Third Party Funding
22 23
S S
80,000 15,000 95,000 100,000 115,000 100,000 120,000 100,000 310,000 845,000 940,000
8,039 8,039 80,000 10,000 15,000 105,000 100,000 90,000 100,000 50,000 50,000 210,000 600,000 250,000 250,000 963,039
(8,039) (8,039) (10,000) (10,000) 25,000 70,000 50,000 100,000 245,000 (250,000) (250,000) (23,039)
24 25
26 27 28 29 30 31-32

Rehabilitation & Maintenance Projects Criteria Pg Project Name Year Engineering & Operational Services Engineering Administration & Parking Minor Capital Total Engineering Administration & Parking Design and Construction I Annual Road Reconstruction Program I Pavement Preservation and Preventative Maintenance I Industrial Roads - Hachborn Road I Road Restoration and Resurfacing Transfer to Bridges Reserve Total Design and Construction Public Works I Sanitary Sewer Repairs S Sidewalk Repairs and Replacement/New Sidewalks Total Public Works Transportation Services I Traffic System Upgrades I Voltage Conversion/Replacement of Streetlights & Underground Infrastructure(Lynden Hills Part 2) S Bus Stop Accessibility Rehabilitations I Operation Lift Bus Replacement Total Transportation Services Fleet Services - Transit S Transit Bus Replacement I Transit Service Centre Rehabilitation Gross Cost Capital Funding Envelope Reserve Fund Debt Other/Third Party Funding
33-34
516,150 516,150 7,820,000 130,000 400,000 3,000,000 11,350,000 600,000 375,000 975,000 225,000 250,000 50,000 210,000 735,000 1,800,000 435,000 2,235,000 400,000 140,000 540,000
267,150 267,150 3,705,000 130,000 400,000 250,000 4,485,000 375,000 375,000 225,000 250,000 475,000 435,000 40,000 475,000 400,000 400,000
249,000 249,000 4,115,000 3,000,000 (250,000) 6,865,000 600,000 600,000 50,000 210,000 260,000 1,800,000 (40,000) 1,760,000 140,000 140,000
35-48 49 50 51
52 53
54 55 56 57
58 59
Total Fleet Services - Transit Fleet Services - Other Fleet Replacements 60 S Fleet Replacements Water Department 61 S Total Fleet Services - Other

Rehabilitation & Maintenance Projects Criteria Pg 62 63 64 65 66 67 68 Project Name Year Water Treatment & Distribution (Non Tax Supported) I Water Meter Program S Building and SCADA Upgrades I Water Service Renewals I Water Quality Watermain Improvements O Private Lead Water Service Pipe Replacement Program O Water and Wastewater Rate Study Public Consultation and Update of Financial Plan I Gross Cost Capital Funding Envelope Reserve Fund Debt Other/Third Party Funding
450,000 250,000 600,000 500,000 100,000 60,000 3,000,000 4,960,000 250,000 250,000 550,000 6,400,000 125,000 75,000 7,150,000 600,000 150,000 450,000 300,000 100,000 100,000 1,700,000 30,411,150 33,921,192
450,000 250,000 600,000 500,000 100,000 60,000 3,000,000
Abandon Old High Lift Pumping Station Building, Filters and Piping Total Water Treatment & Distribution Wastewater (Non Tax Supported) I Water Pollution Control Plant Upgrades Study 69 Total Sanitary Sewers & Pollution Controls Solid Waste Road Reconstruction & Expansion Low Permeability Cap - Mohawk St Landfill Site Equipment Garage Upgrades Weighscale Repairs/Upgrades Total Solid Waste Property Management 74 I FAMP City Hall Mechanical Upgrades I FAMP Wayne Gretzky Sports Centre Aquatics Parking Lot 75 Repairs 76 I FAMP Airport Apron-Phase 1 77 I FAMP Sanderson Centre Interior Repairs FAMP Transfer to Reserve 78 I Barrier Free Design 79 I Energy Conservation Total Property Management TOTAL ENGINEERING & OPERATIONAL SERVICES TOTAL 2012 FUNDED REHABILITATION & MAINTENANCE 70 71 72 73 I M I I
4,960,000 250,000 250,000 550,000 3,400,000 125,000 75,000 4,150,000 (46,528) (46,528) 19,187,472 18,548,755
3,000,000 3,000,000 3,000,000 3,060,000
600,000 150,000 450,000 300,000 46,528 100,000 100,000 1,746,528 8,223,678 12,312,437

Growth and Expansion Projects Capital Funding Envelope Reserve Fund Other/Third Party Funding
Pg
Year
Criteria
Project Name
Gross Cost
Debt
Community Development Planning Official Plan Review 80 M Downtown Reinvestment Grants Total Planning 81 82 83 84 85 Parks & Recreation Community Centre Design I Lorne Park Renovations Phase 1 E Steve Brown Fieldhouse I New Park Development E Trails/Bikeway Improvements I Total Parks & Recreation Total Community Development Engineering & Operational Services Design & Construction S New Sidewalks Hwy 403 / Tollgate Noise Barrier Installation E Total Design & Construction Transportation Services S Next Bus Arrival Smart Voice Phone System Transportation Master Plan Update M Total Transportation Services Water Treatment & Distribution (Non Tax Supported) Water and Wastewater Growth Needs Study E Water Storage Facility -West Brant Pre-Construction E Total Water Treatment & Distribution Total Engineering & Operational Services TOTAL 2012 FUNDED GROWTH & EXPANSION
250,000 250,000 500,000 200,000 150,000 200,000 100,000 1,150,000 1,400,000
200,000 200,000 100,000 100,000 300,000
250,000 (200,000) 50,000 450,000 100,000 100,000 200,000 100,000 950,000 1,000,000
50,000 50,000 100,000 100,000
86 87
500,000 1,475,000 1,975,000 50,000 350,000 400,000 200,000 2,000,000 2,200,000 4,575,000 5,975,000
300,000
500,000 737,500 1,237,500 50,000 350,000 400,000 200,000 2,000,000 2,200,000 3,837,500 4,837,500
737,500 737,500 737,500 837,500
88 89
90 91

Priority and Landmark Projects Capital Funding Envelope Reserve Fund Other/Third Party Funding
Pg
Year 2012
Criteria
Project Name
Gross Cost
Debt
Engineering & Operational Services Transportation Services I Environmental Assessment for Replacement of Transit 92 Terminal Total Transportation Services Total Engineering & Operational Services TOTAL 2012 FUNDED PRIORITY & LANDMARK PROJECTS
60,000 60,000 60,000 60,000
60,000 60,000 60,000 60,000
TOTAL 2012 FUNDED CAPITAL PROJECTS
39,956,192
12,612,437
23,446,255
3,897,500
Appendix 8
Capital Project Detail Sheet:

Project Name: Project Type: Ward: City Wide
FUNDED
Corporate Communications Strategy Growth & Expansion Criteria Other Excellence in Governance and Municipal Management Commission:
Community Based Strategic Plan Component:
Project Description/Comments: The establishment of a communications plan for the corporation is identified as a level one Council priority for 2010-2014. In order to ensure overall project success, a strategy is required that will include a review and evaluation of the City's internal and external communication activities, which will serve as a foundation and guide for developing a communications plan including objectives, strategies and tactics for the next three years. Specifically the project will undertake the following: * Assess how well the current activities, investments and resources are supporting the communications requirements of the corporation; * Identify any deficiencies and gaps, and recommend an action plan including the required resources to implement; * Identify branding requirements which may be indicated through the analysis, and provide for performance indicators to ensure a return on investment for the municipality
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: City Hall
Yes
Yes
No
No
Yes
No
Support/Involvement will be required by departments across the corporation.
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF Other: Other: Capital Funding Envelope 239 CAPITAL FUNDING ENVELOPE 80,000 N/A 80,000 $ 2012 80,000 Est. Year of Completion: 2012
No Available Funding Source Identified Total Financing
CRITERIA FACTOR: M - Mandatory, S - Safety, I - Infrastructure, E - Expansion and Growth, O - Other
Appendix 8

Project Name: Project Type: Ward: N/A
FUNDED
Human Resources Master Plan Growth & Expansion Criteria Other Excellence in Governance and Municipal Management Commission: Corporate Services
Project Description/Comments: City Council identified the need for a corporate Human Resources Master Plan as its top priority during this term. A human resources strategy is a comprehensive plan of the relationship between overall corporate strategy and the human resources management component of that strategy. Key components of the HR master plan will revolve around staff training and development as well as succession planning. While HR staff will conduct the bulk of the research and provide the corporate specific context for the HR Master Plan, consulting services are required to compile the data and prepare the final document.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location:
Yes
Yes
No
No
Yes
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope 239 CAPITAL FUNDING ENVELOPE 70,000 N/A 70,000 $ 2012 70,000 Est. Year of Completion: 2012
Appendix 8

Project Name: Project Type: Ward: City Wide Document Handling System Rehabilitation & Maintenance Criteria
FUNDED
Commission: Corporate Services Other Excellence in Governance and Municipal Management
Project Description/Comments: System able to scan and file documents for easy retrieval by all users at various locations. This will assist in responding more quickly to customers, many times while still on the line. This will be useful to handle FIT/MFIT applications and Water Service applications that require engineering input and approval.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: 220 Colborne St.
Yes
Yes
No
No
$2,000 306420.3310
Yes
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope No Available Funding Source Identified Total Financing CRITERIA FACTOR: M - Mandatory, S - Safety, I - Infrastructure, E - Expansion and Growth, O - Other N/A 50,000
9
2012 $ 50,000
Est. Year of Completion:
2013
232 CUSTOMER SERVICE EQUIPMENT
50,000
Appendix 9
Department/Commission: Finance/Corporate Services
Minor Capital Listing

Project Name 2012 Projects 1 JDE Payment Process Upgrade 2 Filing System - Property Tax 3 4 5 Funding Source RF0227 - Treasury Equip Reserve RF0227 - Treasury Equip Reserve Project Amount $5,000 $12,500 $0 $0 $0 $17,500
2012 TOTAL 2013 Projects 1 Transit Coin Sorter 2 Cheque Sealer 3 Transit Coin Wrapper 4 5
RF0227 - Treasury Equip Reserve RF0227 - Treasury Equip Reserve RF0227 - Treasury Equip Reserve
2013 TOTAL 2014 Projects 1 2 3 4 5 2014 TOTAL 2015 Projects 1 2 3 4 5 2015 TOTAL 2016 Projects 1 2 3 4 5 2016 TOTAL
$15,000 $6,000 $20,000 $0 $0 $41,000
$0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0
10
Appendix 8

Project Name: Project Type: Ward: N/A Workstation Standardization Rehabilitation & Maintenance Criteria
FUNDED
Commission: Infrastructure
Corporate Services
Project Description/Comments: Each year funds are allocated to this project to sustain PC replacement, server replacement, operating system upgrades, standard desktop software upgrades including but not limited to Lotus Notes, MS Office, and security protection software. Currently desktops and notebooks are replaced on a 4-year basis with the latest operating system included. An extended hardware warranty is purchased based on the replacement cycle. Servers have a life cycle of 3-5 years, hardware warranty is purchased for 3 years and then extended on a monthly basis. Server operating systems are purchased separately. The objective of this project in 2012 is to provide a Thin Client / Virtual desktop operating environment that will reduce number of physical workstations used throughout the Corporation. The goal of this new approach is to significantly reduce the current PC refresh cycle, reduce the time and effort required to manage the PC refresh process, improve End User system performance and bring down the operating costs associated to the day to day management for physical workstations.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Various
Yes
Yes
No
No
Yes
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope 217 INFORMATION TECHNOLOGY 300,000 N/A 300,000
11
2012 $ 300,000
2014
No Available Funding Source Identified Total Financing CRITERIA FACTOR: M - Mandatory, S - Safety, I - Infrastructure, E - Expansion and Growth, O - Other
Appendix 8

Project Name: Project Type: Ward: N/A Network Extension Rehabilitation & Maintenance Criteria
FUNDED
Corporate Services
Project Description/Comments: The network extends from the IT Data Centre at 84 Market Street through the fibre backbone to over 30 remote locations. This program funds the replacement of aged network equipment as well as introducing new equipment towards our security and disaster recovery plans.
Yes
Yes
No No
Yes
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope 217 INFORMATION TECHNOLOGY 200,000 N/A 200,000 $ 2012 200,000 Est. Year of Completion: 2014
12
Appendix 8

Project Name: Project Type: Ward: N/A JD Edwards Expansion Rehabilitation & Maintenance Criteria
FUNDED
Commission: Expansion & Growth
Corporate Services
Project Description/Comments: JD Edwards is our corporate system supporting Corporate Finance, Purchasing, Human Resources, and Payroll Services. Users across every department work with JDE on a daily basis to manage General Ledger, Budgeting, Purchasing, Accounts Payable, Accounts Receivable, HR and weekly payroll functions. JDE is our central source of financial data with many other core applications integrated. This fund is intended to continuously improve and expand upon the City use of this Corporate System. 2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Various
Yes
Yes
No
No
Yes
No
13
Appendix 8

Project Name: Project Type: Ward: N/A 2012 IT Master Plan Initiatives Rehabilitation & Maintenance Criteria
FUNDED
Commission: Other
Corporate Services
Project Description/Comments: The adopted IT Master Plan approved in principle by Council, proposes a capital budget expenditure of $1.5 million per year. For 2012 IT Services will continue with our yearly base programs: PC Replacement Program through the Workstation Standardization Project; Network Extension Program to ensure dependable, high speed connectivity to all our City locations; JD Edwards Expansion Program, and our Software Replacement Program. This leaves $360,000 to be used for new project requests. For 2012 this funding will be used to implement the technical implementation of requirements requested in the Customer Service initiative.
Yes
Yes
No
No
Yes
No
14
2012 $ 360,000
2014
Appendix 8

Project Name: Project Type: Ward: 5
FUNDED
Public Health, Safety & Commission: Social Services Infrastructure Excellence in Governance and Municipal Management
Daleview Gardens Window Replacement Rehabilitation & Maintenance Criteria
Project Description/Comments: Windows are not sealed; therefore, not very energy efficient. Replace to improve energy efficiency of building.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: 676 GREY ST.
Yes
Yes
No
$0 $0 N/A
No
Yes
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope 390 SOCIAL HOUSING CAPITAL RESERVE 85,000 N/A 85,000
15
2012 $ 85,000
2012
Appendix 8

FUNDED
Albion Towers Roof Replacement Rehabilitation & Maintenance Criteria
Project Description/Comments: Roof replacement - Recommended in Building Web Report to replace 30 year old roof which is exceeding its expected life and needs to be replaced to protect the asset. If roof is not replaced it will result in building and tenant damages.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: 45 Albion Street
Yes
Yes
No
$0 $0 N/A
No
Yes
No
16
2012 $ 215,000
2012
Appendix 8

FUNDED
Eastdale Gardens Parking/Sidewalk Improvement Rehabilitation & Maintenance Criteria
Project Description/Comments: Parking lots are deteriorating despite temporary patching measures. Full replacement is required of the parking lot areas, some curbing and minimal adjoining sidewalks. (As per Peto McCallum Report and on-site staffing inspections).
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: 359 Darling Street
Yes Yes
No
$0 $0 N/A
No
Yes
No
17
2012 $ 70,000
2012
Appendix 8

Project Name: Project Type: Ward: City Wide Building Condition Audit Rehabilitation & Maintenance Criteria
FUNDED
Project Description/Comments: This project will assess the current condition of of building elements and provide a report that will serve as a tool in addressing existing reserve funds, identify future capital needs and assist in annual capital budget preparation related to the implementation of preventative maintenance measures, major and minor capital work scheduling. The last Building Condition Audits were completed in April 2001 and March/2004 in the Municipal Non-Profit portfolio. In 2011, $60,000 was approved however the extent and quality of the report will be improved by adding additional funds to ensure all housing communities are assessed thoroughly with added information regarding accessibility improvements and opportunities for the reduction of energy consumption. 2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Prior LHC units, Municipal Non-Profit Portfolio; Affordable Housing Unit (40 Queen)
Yes Yes
No
$0 $0 N/A
No
Yes
No
18
2012 $ 120,000
2012
PRIOR CAPITAL (2011) PROJECT SS1101
60,000
Appendix 8

FUNDED
Public Health, Safety & Commission: Social Services Safety High Quality of Life and Caring for All Citizens
Traffic Light Pre-emptions Phase 6 Rehabilitation & Maintenance Criteria
Project Description/Comments: Phase 6 of the Traffic Light Pre-emption program at $100,000 per year. Council committed to the program in 2007 with $100,000 approved in the Capital Funding Envelope. The reason for the pre-emption is to limit traffic congestion so that emergency response vehicles can arrive on scene more quickly. We estimate $100,000 per year up to and including 2011 to complete the 1st portion of the project, phases 1-5. Phase 6-10 will complete the 2nd portion of the project.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Various locations throughout the City
Yes
Yes
No
$0 $0 N/A
No
Yes
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope 115 FIRE - TRAFFIC LIGHT PRE-EMPTION 100,000 N/A 100,000
19
2012 $ 100,000
2012
Appendix 8

Project Name: Project Type: Ward: N/A Pumper/Rescue Vehicle Rehabilitation & Maintenance Criteria
FUNDED
Project Description/Comments: If a new additional station is determined to be required by 2013 or the response capabilities of an existing station increased, then the Department will need an additional emergency response vehicle added to the fleet in 2012 to ensure fully operational for 2013.
Yes Yes
No
$0 $0 N/A
No
Yes
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope 111 FIRE - EQUIPMENT 420,000 N/A 420,000
20
2012 $ 420,000
2013
Appendix 9
Department/Commission: Fire / Public Health, Safety and Social Services

Project Name 2012 Projects 1 Replace Non-emergency Vehicle 2 Replace Fire Related Equipment 3 Radio System F/X upgrades Funding Source RF0116 Fire Minor Capital RF0116 Fire Minor Capital RF0116 Fire Minor Capital 2012 TOTAL Project Amount $35,000 $45,000 $25,000 $105,000
2013 Projects 1 Replace Non-emergency Vehicle 2 Replace Non-emergency Vehicle 3 Upgrade Computer Aided Dispatch Systems Hardware
RF0116 Fire Minor Capital RF0116 Fire Minor Capital RF0116 Fire Minor Capital 2013 TOTAL
$35,000 $35,000 $35,000 $105,000
2014 Projects 1 Replace Thermal Imaging Cameras 2 Replace Non-emergency Vehicle 3 Replace Automated Defibrillators
$35,000 $35,000 $35,000 $105,000
2015 Projects 1 Upgrade/Replace Fire Related Equipment 2 Replace Non-emergency Vehicle 3 Replace SCBA Compressor - 2 Station
$35,000 $35,000 $35,000 $105,000
1 2 3 4
2016 Projects Replace Non-emergency Vehicle Replace Non-emergency Vehicle Replace Emergency Response Boat Building Upgrades at Station 2
RF0116 Fire Minor Capital RF0116 Fire Minor Capital RF0116 Fire Minor Capital RF0116 Fire Minor Capital 2016 TOTAL
$35,000 $35,000 $10,000 $25,000 $105,000
21
Appendix 8

FUNDED
Emergency Disposal Unit - X-Ray Unit Rehabilitation & Maintenance Criteria
Project Description/Comments: The existing X-Ray Unit used by the Emergency Disposal Unit is reaching its end-of-life as parts and imaging equipment are no longer being manufactured. The existing unit will be obsolete as of 2012. It's replacement is imperative.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Brantford Police Service
Yes
Yes
No
No
Yes
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope 141 POLICE EMERGENCY RESPONSE VAN 18,000 N/A 51,500
22
2012 $ 51,500
2012
141 POLICE EMERGENCY RESPONSE VAN
33,500
Appendix 9
Public Health, Safety & Social Services - Police

Project Name Funding Source Project Amount 2012 Projects Purchase of Identification Van 138 POLICE VEHICLE REPLACEME $40,000 Officer Safety Equipment 140 POLICE MINOR CAPITAL $9,500 Server Visualization Upgrade 140 POLICE MINOR CAPITAL $15,000 Evidence Section Shelving 140 POLICE MINOR CAPITAL $12,000 Replacement of UPS Batteries 140 POLICE MINOR CAPITAL $4,700 ALS Light Source, Identification Section 140 POLICE MINOR CAPITAL $17,542 Mobile Workstations (2) & Radios (2) for New Ve 140 POLICE MINOR CAPITAL $30,000 Removal of Existing Fluorescent Lights 140 POLICE MINOR CAPITAL $25,000 Server Room Air Conditioning Upgrade 140 POLICE MINOR CAPITAL $6,300 Office Furniture & Ergonomics 140 POLICE MINOR CAPITAL $20,000 Upgrading of Chiller #2 140 POLICE MINOR CAPITAL $15,000 Re-Model & Re-Design Armory Room 140 POLICE MINOR CAPITAL $10,000 Harley Davidson Motorcycle 130 POLICE MOTORCYCLE RESER $21,000
1 2 3 4 5 6 7 8 9 10 11 12 13
2012 TOTAL 2013 Projects 1 Fleet Change Over 2 Officer Safety Equipment 3 4
$226,042
143 POLICE FLEET - CHANGE OVE 140 POLICE MINOR CAPITAL
2013 TOTAL 2014 Projects 1 Police Vehicle Replacement 2 3 4 5
$19,000 $6,000 $0 $0 $25,000
138 POLICE VEHICLE REPLACEME
2014 TOTAL 2015 Projects 1 Police Vehicle Replacement 2 Harley Davidson Motorcycle 3 4 5
$40,000 $0 $0 $0 $0 $40,000
138 POLICE VEHICLE REPLACEME 130 POLICE MOTORCYCLE RESER
2015 TOTAL 2016 Projects 1 2 2016 TOTAL
$50,000 $24,000 $0 $0 $0 $74,000
$0 $0 $0
23
Appendix 8

FUNDED
Lighting Console and Followspot Replacement Rehabilitation & Maintenance Criteria Infrastructure High Quality of Life and Caring for All Citizens Commission: Community Services
Project Description/Comments: There are three followspots located in the projection booth at the rear of the theatre. Two of these are matched units that date from 1990 and the third is a higher intensity unit that was purchased by the Sanderson Centre Foundation in 1995. These units are currently marginally bright enough for their intended purpose but in events that incorporate automated lights, the brightness of the units is no longer sufficient to overcome the ambient light on stage. The lighting console is a relatively simple control system without the capability to control automated fixtures that are increasingly in use. LED lighting fixtures and other equipment will require a console that supports higher numbers of control channels and improved operator interfaces. By 2012, the console will be reaching the end of its useful life. Project expected to be completed by 3Q, 2012. 2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Sanderson Centre, 88 Dalhousie Street
Yes
Yes
No
No
Yes
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope 298 SANDERSON CENTRE 80,000 N/A 80,000
24
2012 $ 80,000
2012
Appendix 9
SANDERSON CENTRE/ COMMUNITY SERVICES

Project Name 2012 Projects 1 Catering and Lobby Event Equipment 2 Metasys Building Control Upgrades 3 4 5 Funding Source RF 0297 RF 0297 Project Amount $5,000 $10,000 $0 $0 $0 $15,000
2012 TOTAL 2013 Projects 1 Stage Lighting - Partial Replacement of Instruments 2 Video - Components for Enhanced Video Projection 3 4 5
RF 0297 RF 0297
2013 TOTAL 2014 Projects 1 Sound - Stage Cabling - sound and power 2 Staging - Riser Replacement 3 4 5
$10,000 $5,000 $0 $0 $0 $15,000
RF 0297 RF 0297
2014 TOTAL 2015 Projects 1 Lighting fixtures and control - Lobbies 2 Fire Extinguisher Replacement 3 4 5
$5,000 $10,000 $0 $0 $0 $15,000
RF 0297 RF 0297
2015 TOTAL 2016 Projects 1 Control Booth Sound System 2 Lobby Sound System 3 4 5
$5,000 $10,000 $0 $0 $0 $15,000
RF 0297 RF 0297
2016 TOTAL
$6,000 $9,000 $0 $0 $0 $15,000
25
Appendix 8

Project Name: Project Type: Ward: City Wide Sports Field Renovations Rehabilitation & Maintenance Criteria
FUNDED
Commission: Community Services Infrastructure High Quality of Life and Caring for All Citizens
Project Description/Comments: Repairs and upgrades to various sports fields including baseball, soccer, and football fields. Projects include installation of automated irrigation systems and water chambers in various locations, replacement of baseball backstops, sports field lighting upgrades, including the installation of timers and upgraded on/off lighting switches in order to conserve energy costs.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Various locations based on inspections and priority areas
Yes
Yes
No
No
Yes
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope 362 PARKS & RECREATION FACILITIES 100,000 N/A 100,000
26
2012 $ 100,000
2012
Appendix 8

Project Name: Project Type: Ward: City Wide Playground Retrofits Rehabilitation & Maintenance Criteria
FUNDED
Commission: Community Services Safety High Quality of Life and Caring for All Citizens
Project Description/Comments: Phase 5 of annual replacement of playground structures throughout the City. Replacement may include swings, teeter todders, climbers, spring toys and associated protective surfacing. Replacement will be based on age and safety, with generally the oldest being replaced first.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Various City Parks
Yes
Yes
No
No
Yes
No
27
2012 $ 115,000
2012
360 PARK LAND 5% PLANNING ACT
25,000
Appendix 8

FUNDED
Branlyn/Notre Dame Roof Replacement Rehabilitation & Maintenance Criteria Infrastructure High Quality of Life and Caring for All Citizens Commission: Community Services
Project Description/Comments: Project costs to be shared with the two local school boards as part of the operating agreement for the Branlyn Community Complex. The contribution is based on square footage. The School Board will undertake and manage the project. Cost is the City portion only.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Branlyn/Notre Dame School Complex, Brantwood Park Road
Yes
Yes
No
No
Yes
No
28
2012 $ 100,000
2012
Appendix 8

Project Name: Project Type: Ward: City Wide Aquatic Renovations Rehabilitation & Maintenance Criteria
FUNDED
Project Description/Comments: Repairs to pool equipment and aquatics infrastructure at Woodman, Wayne Gretzky and Earl Haig.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Woodman Park Pool Wayne Gretzky Sports Centre Earl Haig
Yes
Yes
No
No
Yes
No
29
2012 $ 120,000
2012
70,000
Appendix 8

Project Name: Project Type: Ward: City Wide Arenas Renovations Rehabilitation & Maintenance Criteria
FUNDED
Project Description/Comments: Steve Brown/Lions Arena, Brantford and District Civic Centre repairs and maintenance required to protect the infrastructure and improve user safety and comfort.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: SteveBrown/Lions Arena, Civic Centre
Yes
Yes
No
No
Yes
No
30
2012 $ 100,000
2012
50,000
Appendix 9
Department/Commission: Community Services - Parks and Rec

Project Name 2012 Projects Glenhyrst Irrigation Backflow Preventers Bell Homestead Fencing repairs Aquatics Arenas Equipment replacements Replace Overhead Door at Lion's Horticultural Parks Upgrades Mohawk Park Relamping Park Design Work Funding Source RF360/RF369 RF369 RF369 RF369 RF369 RF369 RF369 RF360 RF360 RF369 RF369 Project Amount $45,000 $20,000 $15,000 $20,000 $40,000 $40,000 $10,000 $30,000 $30,000 $10,000 $15,000 $275,000 $15,000 $20,000 $35,000 $310,000 $50,000 $50,000 $20,000 $50,000 $40,000 $50,000 $15,000 $275,000 $35,000 $35,000 $310,000 $50,000 $50,000 $50,000 $50,000 $30,000 $20,000 $25,000 $275,000 $35,000 $35,000 $310,000
1 2 3 4 5 6 7 8 9 10 11
2012 Cemetery Projects 1 Exterior improvements - cemetery offices 2 Road repairs - Mt. Hope
RF368 RF368 2012 TOTAL
1 2 3 4 5 6 7
2013 Projects Office renovations Greenhouse Renovations Backflow Preventers Window Replacements Horticultural parks Community Centres Relamping sportsfields
RF369 RF360 RF369 RF369 RF360 RF369 RF369/RF360
2013 Cemetery Projects 1 Develop new section - Oakhill
RF368 2013 TOTAL
1 2 3 4 5 6 7
2014 Projects Aquatics Fitness Community Centres Parks Renovations Equipment Purchases Office Upgrades Signage Backflow Preventers
RF369 RF360 RF360 RF369 RF369 RF369 RF369
2014 Cemetery Projects 1 Misc Cemetery Projects
RF368 2014 TOTAL
31
Appendix 9

1 2 3 4 5 6 7 8 2015 Projects Backflow Preventers Parks Renovations Equipment Purchases Community Centres Re-Lamping at Sportsfields Glenhyrst Gardens Fencing Repairs Aquatics RF369 RF360 RF360 RF369 RF369 RF369 RF369 RF369/362 $20,000 $50,000 $50,000 $50,000 $30,000 $40,000 $30,000 $40,000 $310,000
2015 Cemetery Projects 1 Cemetery Renovations
RF368 2015 TOTAL
$35,000 $35,000 $345,000
1 2 3 4 5 6 7 8 9
2016 Projects Backflow Preventers Parks Renovations Equipment Purchases Community Halls renovations Lighting Repairs - Various Horticultural Parks Upgrades Fencing Repairs Arenas
RF369 RF360 RF360 RF369 RF369 RF369 RF369 RF369/362
$20,000 $50,000 $50,000 $50,000 $30,000 $40,000 $30,000 $40,000 $0 $310,000 $35,000 $0 $0 $35,000 $345,000
2016 Cemetery Projects 1 Cemetery Renovations 2 3
RF 368
2016 TOTAL
32
Appendix 9
Department/Commission: Engineering & Operational Services

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 Project Name Malfunction Management Unit (MMU) Replacements (13) Wireless Traffic Signal Communications LED Signal Replacements Streetlighting Maintenance Contract Audible Traffic Signal ATR/TMC Program Fleet - Shop Tools Works - Minor Road Rehabilitation Works - Granular Shoulder Sealing Works - Phone System Upgrade Works - Utility relocation to underground Colour Plotter Plotter/Scanner Multi Residential Roll Carts Regional Transportation Survey Vehicle for Transit Inspector and Driver Trainer Funding Source Minor capital Minor capital Minor capital Minor capital Minor capital Minor capital Minor capital Minor capital Minor capital Minor capital/RF0325 Minor capital/RF0325 Minor capital/RF0325 Minor capital/RF0325 RF0318 - Landfill Site Minor capital/RF0325 RF0335 Transit 2012 TOTAL
Eng Minor Capital Funding Envelope $267,150 Project Amount $13,000 $17,000 $25,000 $50,000 $10,000 $15,000 $27,150 $50,000 $50,000 $10,000 Other RF
$267,150
$5,000 $50,000 $50,000 $24,000 $40,000 $40,000 $40,000 $249,000
1 2 3 4 5 6 7 8 9 10
2013 Projects Malfunction Management Unit (MMU) Replacements (13) LED Signal Replacements Streetlighting Maintenance Contract ATR/TMC Program Transit Passenger Count Program Wireless Traffic Signal Communications Audible Traffic Signal Fleet - Shop Tools Works - Minor Road Rehabilitation Works - Granular Shoulder Sealing
Minor capital Minor capital Minor capital Minor capital Minor capital Minor capital Minor capital Minor capital Minor capital Minor capital 2013 TOTAL
$13,000 $10,000 $50,000 $15,000 $10,000 $32,000 $10,000 $27,150 $50,000 $50,000 $267,150
1 2 3 4 5 6 7 8 9
2014 Projects Malfunction Management Unit (MMU) Replacements (13) Wireless Traffic Signal Communications Streetlighting Maintenance Contract ATR/TMC Program TTS Participation Audible Traffic Signal Fleet - Shop Tools Works - Minor Road Rehabilitation Works - Granular Shoulder Sealing
Minor capital Minor capital Minor capital Minor capital Minor capital Minor capital Minor capital Minor capital Minor capital 2014 TOTAL
$13,000 $36,000 $50,000 $15,000 $16,000 $10,000 $27,150 $50,000 $50,000 $267,150
33
Appendix 9

Project Name 1 2 3 4 5 6 7 8 2015 Projects Malfunction Management Unit (MMU) Replacements (13) Wireless Traffic Signal Communications Streetlighting Maintenance Contract ATR/TMC Program Audible Traffic Signal Fleet - Shop Tools Works - Minor Road Rehabilitation Works - Granular Shoulder Sealing Funding Source Minor capital Minor capital Minor capital Minor capital Minor capital Minor capital Minor capital Minor capital 2015 TOTAL
Eng Minor Capital Funding Envelope $267,150 Project Amount $15,000 $40,000 $50,000 $15,000 $10,000 $27,150 $50,000 $50,000 $257,150 Other RF
1 2 3 4 5 6 7 8
2016 Projects Malfunction Management Unit (MMU) Replacements (13) Wireless Traffic Signal Communications Streetlighting Maintenance Contract ATR/TMC Program Audible Traffic Signal Fleet - Shop Tools Works - Minor Road Rehabilitation Works - Granular Shoulder Sealing
Minor capital Minor capital Minor capital Minor capital Minor capital Minor capital Minor capital Minor capital 2015 TOTAL
$15,000 $40,000 $50,000 $15,000 $10,000 $27,150 $50,000 $50,000 $257,150
34
2012 Annual Roads - Funded Projects

Project Name William Street (West St. to Waterloo St.) Leonard Street (Wilkes St. to Burwell St.) Main Street (Buffalo St. to Terrace Hill St.) Lansdowne Avenue (Devonshire Ave. to Morrell St.) Arthur Street (Murray St. to Rawdon St.) Dorothy Street (Erie Ave. to Lida St.) Murray Street (Elgin St. to Grey St.) Grey Street (Clarence St. to CN Tracks) Murray Street (Alice St. to Elgin St.) Devonshire Avenue (Burwell St. to Lincoln Ave.) Brantwood Park Road (Powerline Rd. to Dunsdon St.) Forest Road (Colborne St. to Hickery Pl.) Henry Street (Earl Ave. to Stanley St.) Gross Cost 966,000 210,000 273,000 400,000 918,000 1,413,000 897,000 546,000 425,000 542,000 650,000 330,000 250,000 7,820,000 Capital Funding Envelope 544,000 130,000 171,000 246,000 567,000 750,000 572,000 403,000 322,000 3,705,000 Reserve Funds 422,000 80,000 102,000 154,000 351,000 663,000 325,000 143,000 425,000 220,000 650,000 330,000 250,000 4,115,000
35
Appendix 8

FUNDED
Engineering & Commission: Operational Services Infrastructure Managed Growth and Environmental Leadership
William Street (West St. to Waterloo St.) Rehabilitation & Maintenance Criteria
Project Description/Comments: Due to the age and condition, the existing infrastructure needs to be replaced. TYPE CONDITION RATING YEAR OF LAST CONSTRUCTION Road 7-8 SA 1971 Storm 26 PAN 1919 Sanitary 26-34 PAN 1891 Watermain 18-26 PAN Pre 1920
REMAINING LIFE Past Service Life Past Service LIfe Past Service Life Past Service Life
W
ion Al b
Yes
Yes
No
No
Yes
No
illia m . St
rlo oS t. ate
Ch
ur
ch
We st S t. Bridg e St.
Br
W
t an Av
ree St
e.
t . St
Da lho usie
St.
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Capital Funding Envelope Capital Funding Envelope 338 ROAD IMPROVEMENTS & PAVEMENT MTCE 336 ANNUAL ROADS PROGRAM 500,000 44,000 N/A 966,000
36
2012 $ 966,000
2013
345 SANITARY COLLECTION 355 WATER CONSTRUCTION
120,000 302,000
Appendix 8

FUNDED
Leonard Street (Wilkes St. to Burwell St.) Rehabilitation & Maintenance Criteria
Project Description/Comments: Due to the age and condition, the existing infrastructure needs to be replaced. TYPE CONDITION RATING YEAR OF LAST CONSTRUCTION Road 3 SA Not Available Storm 26 PAN 1931 Sanitary 26 PAN 1950 Watermain 26 PAN 1925
tr e et ll S
Bu lk e rw e ll
Yes
Yes
No
No
Yes
No
rre
Mo
rd
on a
Le
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope 336 ANNUAL ROADS PROGRAM 130,000 N/A 210,000
37
S t.
Pa
ul A
v e.
sS t.
S t.
Wi
S tr
ee
2012 $ 210,000
2013
38,000 42,000
Appendix 8

FUNDED
Main Street (Buffalo St. to Terrace Hill St.) Rehabilitation & Maintenance Criteria
Project Description/Comments: Due to the age and condition, the existing infrastructure needs to be replaced. TYPE CONDITION RATING YEAR OF LAST CONSTRUCTION Road 3 SA Not Available Storm No Sewer New Sewer Required Sanitary 26 PAN 1914 Watermain 26 PAN 1900
REMAINING LIFE Past Service Life Past Service Life Past Service Life
T er
Bu ffa
Yes Yes
No
No
Yes
No
rac
Us
38
We
tre
et
st S
he
rS
S t.
tre et
lo
Ma
in S
eH i ll S tr
t.
ee
2012 $ 273,000
2013
47,000 55,000
Appendix 8

FUNDED
Lansdowne Avenue (Devonshire Ave. to Morrell St.) Rehabilitation & Maintenance Criteria
Project Description/Comments: Due to the age and condition, the existing infrastructure needs to be replaced. TYPE CONDITION RATING YEAR OF LAST CONSTRUCTION Road 5 SA Not Available Storm No Sewer New Sewer Required Sanitary >22 PAN 1919 Watermain 26 PAN Pre 1920
Yes Yes
No
No
Yes
No
39
2012 $ 400,000
2013
79,000 75,000
Appendix 8

FUNDED
Arthur Street (Murray St. to Rawdon St.) Rehabilitation & Maintenance Criteria
Project Description/Comments: Due to the age and condition, the existing infrastructure needs to be replaced. TYPE CONDITION RATING YEAR OF LAST CONSTRUCTION Road 7-16 SA 1967 Storm 26 PAN 1921-1967 Sanitary 26 PAN 1910-1961 Watermain 26 PAN Pre 1920
REMAINING LIFE Past Service Life Past Service Life Past Service Life Past Service Life
Drummond
Yes Yes
No
No
Yes
No
Rawdon St.
et V ic to ria S tre
MurraySt.
et A rth ur Stre
M ary Stre et
St.
40
2012 $ 918,000
2013
163,000 188,000
Appendix 8

FUNDED
Dorothy Street (Erie Ave. to Lida St.) Rehabilitation & Maintenance Criteria
Project Description/Comments: Due to the age and condition, the existing infrastructure needs to be replaced. TYPE CONDITION RATING YEAR OF LAST CONSTRUCTION Road 3-5 SA 1963 Storm No Sewer New Sewer Required Sanitary 26-27 PAN 1922-1966 Watermain 26-28 PAN Pre 1920-1947
Di
Yes Yes
No
No
Yes
L id
vi s io n
No
He ert ag
aS
tr e
H
Eri eA ve n
arr
S ie tt
St.
D
t.
et
y
ue
ot or
hy
St
t St ee .
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope 336 ANNUAL ROADS PROGRAM 750,000 N/A 1,413,000
41
2012 $ 1,413,000
2013
448,000 215,000
Appendix 8

FUNDED
Murray Street (Elgin St. to Grey St.) Rehabilitation & Maintenance Criteria
Project Description/Comments: Due to the age and condition, the existing infrastructure needs to be replaced. TYPE CONDITION RATING YEAR OF LAST CONSTRUCTION Road 5-9 SA Not Available Storm 26 PAN 1919 Sanitary 28 PAN 1965-1966 Watermain 31-33 PAN Pre 1920 2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location:
t E lg in S tree
Yes Yes
No
No
Yes
No
et Murray Stre
B ru ce
S tr ee t Brock St.
t G re y S tr ee
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope 336 ANNUAL ROADS PROGRAM 572,000 N/A 897,000 345 SANITARY COLLECTION 355 WATER CONSTRUCTION 176,000 149,000 $ 2012 897,000 Est. Year of Completion: 2013
42
Appendix 8

FUNDED
Grey Street (Clarence St. to CN Tracks) Rehabilitation & Maintenance Criteria
Project Description/Comments: Due to the age and condition, the existing infrastructure needs to be replaced. TYPE CONDITION RATING YEAR OF LAST CONSTRUCTION Road 9 SA 1972 Storm >24 PAN 1909-1959 Sanitary 26 PAN 1912 Watermain 26 PAN Pre 1920
REMAINING LIFE Next 1-5 Years Past Service LIfe Past Service Life Past Service Life
Yes Yes
No
No
Yes
No
t. Clarence S
Grey Street
Park Ave.
Marlborough
St.
43
2012 $ 546,000
2013
70,000 73,000
Appendix 8

FUNDED
Murray Street (Alice St. to Elgin St.) Rehabilitation & Maintenance Criteria
Project Description/Comments: Due to the age and condition, the existing infrastructure needs to be replaced. TYPE CONDITION RATING YEAR OF LAST CONSTRUCTION REMAINING LIFE Road 4-5 SA 1966 Past Service Life Storm 26 PAN 1919 Past Service LIfe Sanitary 16 PAN 1966 30 Years Remaining Watermain No Score 1973 Need Replacement b/c Mat'l $250,000 of the water construction cost is to fund the roadwork portion of the project. This is the water collection money allotted to the annual roads program for the trench work above the watermains on the 2012 program.
CAMPBELL ST
BROCK ST ALICE ST
BROCK ST
Yes Yes
No
No
Yes
No
HENRY ST
ELGIN ST
MURRAY ST
BRUCE ST
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Capital Funding Envelope No Available Funding Source Identified Total Financing CRITERIA FACTOR: M - Mandatory, S - Safety, I - Infrastructure, E - Expansion and Growth, O - Other N/A 425,000
44
RAILWAY
GREY ST
2012 $ 425,000
2013
355 WATER CONSTRUCTION 345 SANITARY COLLECTION
350,000 75,000
Appendix 8

FUNDED
Devonshire Avenue (Burwell St. to Lincoln Ave.) Rehabilitation & Maintenance Criteria
Project Description/Comments: Due to the age and condition, the existing infrastructure needs to be replaced. TYPE CONDITION RATING YEAR OF LAST CONSTRUCTION Road 10 SA 1971 Storm 26 PAN 1919 Sanitary 26 PAN 1919 Watermain 27 PAN 1947
REMAINING LIFE Next 1-5 Years Past Service LIfe Past Service Life Past Service Life
Yes Yes
No
No
Yes
No
45
2012 $ 542,000
2013
109,000 111,000
Appendix 8

FUNDED
Brantwood Park Road (Powerline Rd. to Dunsdon St.) Rehabilitation & Maintenance Criteria
Project Description/Comments: The cracking and deterioration of the road surface is evidence of structural inadequacy of the road base and in need of reconstruction. The existing watermain will be replaced in conjunction with the proposed roadwork. Roadwork Accounted for in 2012 Resurfacing
Yes Yes
No
No
Yes
No
46
2012 $ 650,000
2012
355 WATER CONSTRUCTION
650,000
Appendix 8

FUNDED
Forest Road (Colborne St. to Hickery Pl.) Rehabilitation & Maintenance Criteria
Project Description/Comments: The cracking and deterioration of the road surface is evidence of structural inadequacy of the road base and in need of reconstruction. The existing watermain will be replaced in conjunction with the proposed roadwork. Roadwork Accounted for in 2012 Resurfacing
Yes Yes
No
No
Yes
No
47
2012 $ 330,000
2012
330,000
Appendix 8

FUNDED
Henry Street (Earl Ave. to Stanley St.) Rehabilitation & Maintenance Criteria
Project Description/Comments: The cracking and deterioration of the road surface is evidence of structural inadequacy of the road base and in need of reconstruction. This project is being funded from the sanitary collection monies allotted to the annual roads program. This is for the trench work above the sanitary sewers on the 2012 program
Yes Yes
No
No
Yes
No
48
2012 $ 250,000
2012
345 SANITARY COLLECTION
250,000
Appendix 8

FUNDED
Pavement Preservation and Preventative Maintenance Rehabilitation & Maintenance Criteria
Project Description/Comments: Crack sealing on various locations throughout the City.
Yes Yes
No
No
Yes
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope 338 ROAD IMPROVEMENTS & PAVEMENT MTCE 130,000 N/A 130,000
49
2012 $ 130,000
2012
Appendix 8

FUNDED
Hachborn Road (Branieda to West End) Rehabilitation & Maintenance Criteria
Project Description/Comments: This project provides for curbs and toplift asphalt surface on existing industrial roads and complete Hachborn Road (100m West of Branieda Lane to West End).
Yes Yes
No
No
Yes
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope 348 INDUSTRIAL ROADS 400,000 N/A 400,000
50
2012 $ 400,000
2013
Appendix 8

FUNDED
Road Restoration and Resurfacing Rehabilitation & Maintenance Criteria
Project Description/Comments: Mill and pave and upgrades as needed on various locations throughout the City. Coachwood Rd(Dunsdon to Brier Park), Sprucehill Dr(Coachwood to Winding Way), Forest Rd(Colborne to Hickery), The Strand Ave(St. George to Queensway), Brantwood Park Rd(Powerline to Dunsdon), Clarence St(Colborne to Nelson), Morrison Rd(Mohawk to City Landfill), Brisbane Blvd(Linden to Grey), Townsville Crt(Complete), Mitchell Crt(Complete), Melbourne Cres(Brisbane to Brisbane), Adelaide Ave(Brisbane to 40m E Townsville), Canberra Crt(Complete), Hillcrest Ave(Shellard to Bell), King's Hill Ln(Hillcrest to N End), Sandy Rw(Strawberry to Hillcrest), Strawberry Ln(King's Hill to Hillcrest), Garden Ave(Elgin to #180 Garden) 2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location:
Yes Yes
No
No
Yes
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope No Available Funding Source Identified Total Financing CRITERIA FACTOR: M - Mandatory, S - Safety, I - Infrastructure, E - Expansion and Growth, O - Other N/A 3,000,000
51
2012 $ 3,000,000
2012
324 FED GAS TAX RESERVE ACCOUNT
3,000,000
Appendix 8

Project Name: Project Type: Ward: City Wide Sanitary Sewer Repairs Rehabilitation & Maintenance Criteria
FUNDED
Project Description/Comments: The project provides funding to repair sewer defects identified by the CCTV sewer inspections. The preventative maintenance permits staff to address defects and failures before major sewer problems develop such as a sewer collapse.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: City Wide
Yes
Yes
No
No
Yes
No
52
2012 $ 600,000
2012
600,000
Appendix 8

FUNDED
Engineering & Commission: Operational Services Safety Managed Growth and Environmental Leadership
Sidewalk Repairs and Replacement/New Sidewalks Rehabilitation & Maintenance Criteria
Project Description/Comments: Repair and replace existing sidewalks at various locations throughout the City. Also includes small sections of new sidewalk.
Yes
Yes
No No
Yes
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Capital Funding Envelope Capital Funding Envelope 347 SIDEWALK REPAIR AND MAINTENANCE 349 NEW SIDEWALKS 275,000 100,000 N/A 375,000
53
2012 $ 375,000
2012
Appendix 8

Project Name: Project Type: Ward: City Wide Traffic System Upgrades Rehabilitation & Maintenance Criteria
FUNDED
Project Description/Comments: Upgrade existing traffic signal system to maintain operation and safety. Work to be tendered in Spring and completed by end of September 2012.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: King George & St. Paul (Above Ground - $45k), West & Dundas upgrade ($85k), St. Paul & Dundas upgrade ($80k). Various components at locations to be determined ($15k).
Yes
Yes
No
No
Yes
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope 334 TRAFFIC 225,000 N/A 225,000
54
2012 $ 225,000
2012
Appendix 8

FUNDED
Voltage Conversion/Replacement of Streetlights and Underground Infrastructure (Lynden Hill Part 2) Rehabilitation & Maintenance Criteria Infrastructure Managed Growth and Environmental Leadership Engineering & Commission: Operational Services
Project Description/Comments: Voltage conversion and replacement of the remainder of the 137 streetlights and underground infrastructure for remaining portion of Lynden Hills (75 streetlights,underground only). Brantford Power is rebuilding sections of the system in this area, and in order to minimize costs it is prudent for the City to replace the streetlighting infrastructure in the area at the same time. The current system has served us well, but it is aging, equipment is becoming difficult to repair and replace. In time, the costs of maintaining the current system will become prohibitive. Also, the number of outage increases and the reliability of the system suffers. This is not acceptable, especially for our industrial customers who provide jobs for the community. In 1990 the Public Utilities Commission decided that it was time to start replacing the old system. Since starting the conversion program in 1991, they have rebuilt a different portion of the City each year. The reliability of the system in these areas has increased, reducing the number of outages to which our customers are exposed. This program will continue over the next several years until all of the old 4kV and 8kV systems are fully converted. 2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Part 2 of Lynden Hills area
Yes
Yes
No No
Yes
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope 333 STREET LIGHTING 250,000 N/A 250,000
55
2012 $ 250,000
2012
Appendix 8

FUNDED
Engineering & Commission: Operational Services Safety High Quality of Life and Caring for All Citizens
Bus Stop Accessibility Rehabilitations Rehabilitation & Maintenance Criteria
Project Description/Comments: Add concrete bus pads at 100 bus stops to improve accessibility for customers of Brantford Transit and improve the loading location after snow is cleared. It is expected that this will be a requirement in the longer terms when AODA Transportation Standards are adopted in 2011.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Various locations beginning with routes with highest volume of customers
Yes
Yes
No No
Yes
No
56
2012 $ 50,000
2012
50,000
Appendix 8

FUNDED
Engineering & Commission: Operational Services Infrastructure High Quality of Life and Caring for All Citizens
Operation Lift Bus Replacement Rehabilitation & Maintenance Criteria
Project Description/Comments: Replace two specialized Operation Lift buses.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Operation Lift
Yes
Yes
No No
Yes
No
57
2012 $ 210,000
2012
210,000
Appendix 8

Project Name: Project Type: Ward: N/A Transit Bus Replacement Rehabilitation & Maintenance Criteria
FUNDED
Project Description/Comments: Scheduled replacement of three transit buses. All replacement buses meet or exceed the low emissions requirements and are low floor fully accessible. This purchase will increase the number of fully accessible 40 foot buses in the transit fleet.
Yes
Yes
No No
Yes
No
58
2012 $ 1,800,000
2013
1,800,000
Appendix 8

FUNDED
Transit Service Centre Rehabilitation Rehabilitation & Maintenance Criteria
Project Description/Comments: The parking lot pavement condition will continue to deteriorate and will require an asphalt overlay. The vehicle detection loops (automatically opens a garage door when a vehicle approaches) that are embeded in the asphalt will be replaced because they will no longer work once the asphalt overlay has been laid.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Transit Service Centre
Yes
Yes
No No
Yes
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope 335 TRANSIT 435,000 N/A 435,000
59
2012 $ 435,000
2013
Appendix 8

Project Name: Project Type: Ward: N/A Fleet Replacements Rehabilitation & Maintenance Criteria
FUNDED
Project Description/Comments: Fleet vehicle and equipment replacements. Parks $60,000, Golf $30,000, Public Works $310,000.
Yes
Yes
No
No
Yes
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope 332 FLEET 400,000 N/A 400,000
60
2012 $ 400,000
2012
305 FLEET (VEHICLES & EQUIPMENT)
Appendix 8

FUNDED
Fleet Replacement Water Department Rehabilitation & Maintenance Criteria
Project Description/Comments: Water Fleet replacements.
Yes
Yes
No No
Yes
No
61
2012 $ 140,000
2012
346 WATER FLEET
140,000
Appendix 8

Project Name: Project Type: Ward: City Wide Water Meter Program Rehabilitation & Maintenance Criteria
FUNDED
Project Description/Comments: As part of meter change-out program, 15 mm, 19 mm, and 25 mm size water meters are replaced once every 15 years to facilitate accurate data collection. Every year approximately 1800 meters are replaced. 100% of the water consumption is used to bill wastewater treatment charges. Both water and pollution control divisions share the cost of this program.
Yes
Yes
No No
Yes
No
62
2012 $ 450,000
2013
352 WATER TREATMENT 342 POLLUTION CONTROL
225,000 225,000
Appendix 8

FUNDED
Building and SCADA Upgrades Rehabilitation & Maintenance Criteria
Project Description/Comments: Carry out water treatment plant, reservoir buildings, and SCADA system upgrades that are of immediate need and high priority.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Water Treatment Plant on Grand River Avenue. Pumping station and reservoirs located on Toll Gate Road, Wayne Gretzky Parkway, Albion Street and Kraemers Way.
Yes
Yes
No
No
Yes
No
63
2012 $ 250,000
2013
352 WATER TREATMENT
250,000
Appendix 8

Project Name: Project Type: Ward: City Wide Water Service Renewals Rehabilitation & Maintenance Criteria
FUNDED
Project Description/Comments: Renewal of obsolete water services within the street right of way on various streets. The renewed water services are not within the annual road reconstruction program. Initiated by individual home owners by applying to renew their water service from property line to the building.
Yes
Yes
No
No
Yes
No
64
2012 $ 600,000
2012
353 WATER DISTRIBUTION
600,000
Appendix 8

FUNDED
Water Quality Watermain Improvements Rehabilitation & Maintenance Criteria
Project Description/Comments: Replacement of watermains and/or appurtenances within the water distribution system to ensure water quality is maintained within Provincial Regulations. The project addresses water quality issues that arise within the distribution system. Can involve the replacement or flow improvements of a watermain on an entire street or various sections of watermains on various streets. The implications of not completing the project would be noncompliance with regulations as administered by the Ministry of the Environment.
Yes
Yes
No No
Yes
No
65
2012 $ 500,000
2012
500,000
Appendix 8

FUNDED
Engineering & Commission: Operational Services Other High Quality of Life and Caring for All Citizens
Private Lead Water Service Pipe Replacement Program Rehabilitation & Maintenance Criteria
Project Description/Comments: Lead in drinking water is a health risk, especially for young children and pregnant mothers. In the summer of 2008, the City implemented a lead water service replacement grant program to assist homeowners with the cost of replacing lead water pipes coming into the home. Since the program began the City has seen approximately 100 applications per year. The Ministry of the Environment requires the City to prepare a corrosion control plan to address the issue of lead in drinking water from lead water services. Lead service line replacement is one method the Ministry will consider as part of a lead reduction strategy.
Yes
Yes
No No
Yes
No
66
2012 $ 100,000
2012
352 WATER TREATMENT
100,000
Appendix 8

FUNDED
Water & Wastewater Rate Study, Public Consultation and Update of Financial Plan Rehabilitation & Maintenance Criteria Other High Quality of Life and Caring for All Citizens Engineering & Commission: Operational Services
Project Description/Comments: In June 2010 the City received a rate study as part of a Financial Plan required under O.Reg 453/07 that detailed capital and operating expenditures that were forecasted over an eleven-year period for both water and wastewater and outlined a sustainable water and wastewater rate structure. Currently, water and wastewater are both billed to customers on a volume consumption basis with a minimum monthly bill to recover capital, lifecycle and operating costs. As per Council's direction, City staff will be investigating alternate billing options as well as conducting public consultation.
Yes
Yes
No No
Yes
No
67
2012 $ 60,000
2012
30,000 30,000
Appendix 8

FUNDED
Abandon Old High Lift Pumping Station Building, Filters, and Piping Rehabilitation & Maintenance Criteria
Project Description/Comments: The existing high lift pumping station and filters will be replaced in 2011. The purpose of this project is to safely abandon the old pumping station, filters, and associated piping.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Water Treatment Plant at 324 Grand River Avenue
Yes
Yes
No No
Yes
No
68
2012 $ 3,000,000
2013
352 WATER TREATMENT
3,000,000
Appendix 8

FUNDED
Water Pollution Control Plant Upgrades Study - Optimization, Sludge Dewatering, Ammonia Removal, Filtration and Effluent Pumping Rehabilitation & Maintenance Criteria Infrastructure Managed Growth and Environmental Leadership Engineering & Commission: Operational Services
Project Description/Comments: The purpose of the study is to (1) Evaluate the performance of existing wastewater treatment plant components and optimize operations. (2) Identify the treatment process for removal of nitrogen components from the effluent and recommend required modifications to the plant including addition of filtration. (3) Evaluate the sludge processing and storage components and recommend modifications to improve efficiency. (4) During spring when the Grand River flows are high it is difficult to discharge the effluent into the River. If the high levels continue in the Grand River for prolonged periods, it will cause raw sewage backup into the sanitary collection system and discharge of raw sewage into the Grand River. Evaluate alternative means including pumping of effluent into the Grand River during emergencies. (5) Develop short term and long term capital replacement plan for the assets at wastewater treatment plant and pumping stations. 2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Water Pollution Control Plant
Yes
Yes
No
No
Yes
No
69
2012 $ 250,000
2012
342 POLLUTION CONTROL 340 DEV. CHARGES - SANITARY SEWERS
210,000 40,000
Appendix 8

FUNDED
Road Reconstruction and Expansion Rehabilitation & Maintenance Criteria
Project Description/Comments: Capital funds for the reconstruction and expansion of roadway system around Scalehouse. Existing access lanes and approach ramps to scaling system require reconstruction. Expansion of approach lanes before and after scaling system will improve traffic flow entering and exiting the site, especially during heavy processing periods.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Mohawk Street Landfill Site
Yes
Yes
No No
Yes
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope No Available Funding Source Identified Total Financing CRITERIA FACTOR: M - Mandatory, S - Safety, I - Infrastructure, E - Expansion and Growth, O - Other N/A 550,000 318 LANDFILL SITE 550,000 $ 2012 550,000 Est. Year of Completion: 2012
70
Appendix 8

FUNDED
Engineering & Commission: Operational Services Mandatory Managed Growth and Environmental Leadership
Low Permeability Cap - Mohawk Street Landfill Site Rehabilitation & Maintenance Criteria
Project Description/Comments: An engineered cap (i.e. clay) is to be constructed on the completed fill areas at the Site for the following reasons: (i) as a requirement of the Certificate of Approval issued for the Site by the MOE; (ii) in order to prevent surface water from infiltrating into the waste materials (i.e. reduce leachate production) and as an important component of Site operations to assist with the capture of landfill gas. As reported to Council, 2012 Capital Budget request will be added to funds previously approved by Council (LF1105 of $3,000,000) in order to undertake project. Staff have confirmed eligibility of this project for Gas Tax Funding. 2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Mohawk Street Landfill Site
Yes
Yes
No No
Yes
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope No Available Funding Source Identified Total Financing CRITERIA FACTOR: M - Mandatory, S - Safety, I - Infrastructure, E - Expansion and Growth, O - Other N/A 6,400,000 Previously Capitilized in 2011 (LF1105) 3,000,000 324 FED GAS TAX RESERVE ACCOUNT 318 LANDFILL SITE 3,250,000 150,000 $ 2012 6,400,000 Est. Year of Completion: 2013
71
Appendix 8

Project Name: Project Type: Ward: 5 Equipment Garage Upgrades Rehabilitation & Maintenance Criteria
FUNDED
Project Description/Comments: Capital funds for the construction of extra secure storage areas within building for equipment, tools, etc. Work may involve structural additions to inside of building.
Yes
Yes
No No
Yes
No
72
2012 $ 125,000
2012
318 LANDFILL SITE
125,000
Appendix 8

FUNDED
Weighscale Repairs/Upgrades Rehabilitation & Maintenance Criteria
Project Description/Comments: Capital funds for the repair and upgrade of weighscales at the landfill site. Proposed work to include rewiring of scales, checking/replacement of load cells, repainting, possible foundation and approach repairs, etc.
Yes
Yes
No No
Yes
No
73
2012 $ 75,000
2012
318 LANDFILL SITE
75,000
Appendix 8

FUNDED
Facilities Asset Management Plan - City Hall Mechanical Upgrades Rehabilitation & Maintenance Criteria Infrastructure Excellence in Governance and Municipal Management Engineering & Commission: Operational Services
Project Description/Comments: Replace chiller, boilers and upgrades to ancillary equipment in City Hall mechanical room.
Yes
Yes
No
No
Yes
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope 189 FACILITIES ASSET MANAGEMENT 600,000 N/A 600,000
74
2012 $ 600,000
2012
Appendix 8

FUNDED
Facilities Asset Management Plan - Wayne Gretzky Sports Centre Aquatics Parking Lot repairs Rehabilitation & Maintenance Criteria Infrastructure Excellence in Governance and Municipal Management Engineering & Commission: Operational Services
Project Description/Comments: Wayne Gretzky Sports Centre Aquatics Parking Lot repairs - repave, improve curbs and access to tie into new construction.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Wayne Gretzky Sports Centre
Yes
Yes
No No
Yes
No
75
2012 $ 150,000
2012
Appendix 8

Project Name: Project Type: Ward: County
FUNDED
Engineering & Commission: Operational Services Infrastructure Excellence in Governance and Municipal Management
Facilities Asset Management Plan - Airport Apron - Phase 1 Rehabilitation & Maintenance Criteria
Project Description/Comments: The apron, the area where aircraft park and maneuver at the Brantford Municipal Airport is in poor shape. The intent is repair and/or repave a portion of the apron and improve the condition of tie down cables. Phase 1 of 2
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Brantford Airport
Yes
Yes
No No
Yes
No
76
2012 $ 450,000
2012
Appendix 8

FUNDED
Facilities Asset Management Plan - Sanderson Centre Interior Repairs Rehabilitation & Maintenance Criteria
Project Description/Comments: Plaster and structural repairs are required to the ceiling above theatre seating, temporary safety measures are in place at this time.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Sanderson Centre
Yes
Yes
No No
Yes
No
77
2012 $ 300,000
2012
Appendix 8

Project Name: Project Type: Ward: City Wide Barrier Free Design Rehabilitation & Maintenance Criteria
FUNDED
Project Description/Comments: The proposed 2012 Barrier Free Design projects have been prioritized by the Community Advisory Committee for Disability Issues (CACDI) and include the following projects: Steve Brown Sports Complex: $40,000 T.B. Costain: $60,000
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Steve Brown Sports Complex, T.B. Costain
Yes
Yes
No No
Yes
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope 200 MUNICIPAL ACCESSIBILITY PLAN 100,000 N/A 100,000
78
2012 $ 100,000
2012
Appendix 8

Project Name: Project Type: Ward: City Wide Energy Conservation Rehabilitation & Maintenance Criteria
FUNDED
Project Description/Comments: The goal of this funding is to lower building operating costs. Projects will be determined based on the recommendations proposed through energy audits and utility consumption tracking.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: To be determined. Operating savings to be determined through energy audits.
Yes
Yes
No No
Yes
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope 201 ENERGY CONSERVATION 100,000 N/A 100,000
79
2012 $ 100,000
2012
Appendix 8

Project Name: Project Type: Ward: N/A Official Plan Review Growth & Expansion Criteria
FUNDED
Commission: Mandatory
Community Services
Project Description/Comments: The Planning Act requires that a public meeting be held, at least once every five years, to determine the need to review the City's Official Plan. This public meeting will be held in 2012. At this meeting various aspects of the Official Plan are normally identified as requiring study and re-examination and a scoped review of the Official Plan is then carried out. Since the Official Plan was originally prepared in 1986 and has been amended 170 times, the preparation of a new Official Plan is being considered. The Plan needs to be kept current with provincial planning policies and community objectives. The work program will involve extensive public consultation.
2012 Operating Budget Impact: Annual Operating Budget Impact:
Yes
No
No
Yes
Yes
Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: City-wide
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope No Available Funding Source Identified Total Financing CRITERIA FACTOR: M - Mandatory, S - Safety, I - Infrastructure, E - Expansion and Growth, O - Other N/A 250,000 282 OFFICIAL PLAN REVIEW 280 D.C. - CAPITAL GROWTH STUDIES 150,000 100,000 $ 2012 250,000 Est. Year of Completion: 2013
80
Appendix 8

Project Name: Project Type: Ward: 1 Community Centre Design Growth & Expansion Criteria
FUNDED
Project Description/Comments: Initial design of the south-west community centre facility. The scope of work will be further defined as the Secondary Planning process proceeds. This project is a joint facility with the public school board. The Third Party funding will come from the School Board.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: South west north of Shellard Lane
Yes
Yes
No
No
Yes
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope No Available Funding Source Identified Total Financing CRITERIA FACTOR: M - Mandatory, S - Safety, I - Infrastructure, E - Expansion and Growth, O - Other 500,000
81
2012 $ 500,000
2012
361 PARKS & RECREATION DEV CHARGES
450,000
THIRD PARTY FUNDING
50,000
Appendix 8

Project Name: Project Type: Ward: 1 Lorne Park Phase 1 Growth & Expansion Criteria
FUNDED
Commission: Community Services Expansion & Growth High Quality of Life and Caring for All Citizens
Project Description/Comments: Renovations and repairs in Lorne Park. Renew existing pathways and entry points in accordance with the 2004 Lorne Park Master Plan.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Lorne Park, Ballantyne Drive
Yes
Yes
No
No
Yes
No
82
2012 $ 200,000
2012
100,000
Appendix 8

Project Name: Project Type: Ward: 1 Steve Brown Fieldhouse Growth & Expansion Criteria
FUNDED
Project Description/Comments: Construct fieldhouse to provide washrooms and dressing rooms for field users. Third Party Funding to come from User Groups.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Lions Park Arena, Edge Street
Yes
Yes
No
No
Yes
No
Operating costs will be offset by rental fees
83
2012 $ 150,000
2012
100,000
THIRD PARTY FUNDING
50,000
Appendix 8

Project Name: Project Type: Ward: City Wide New Park Development Growth & Expansion Criteria
FUNDED
Project Description/Comments: Development of new parks within new development areas. Development monies provided through the subdivision agreement with builders.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Based on new development areas
Yes
Yes
No
No
$20,000 603310 & 603220
Yes
No
Maintenance costs will be approximately $20,000 for two new neighbourhood parks.
84
2012 $ 200,000
2012
361 PARKS & RECREATION DEV CHARGES 360 PARK LAND 5% PLANNING ACT
180,000 20,000
Appendix 8

Project Name: Project Type: Ward: City Wide Trails/Bikeway Development Growth & Expansion Criteria
FUNDED
Project Description/Comments: Construct new trails as well as trail connections within neighbourhoods.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Throughout the City based on safety requirements and Community need.
Yes
Yes
No
No
Yes
No
85
2012 $ 100,000
2012
100,000
Appendix 8

Project Name: Project Type: Ward: City Wide New Sidewalks Growth & Expansion Criteria
FUNDED
Engineering & Commission: Operational Services Safety Excellence in Governance and Municipal Management
Project Description/Comments: New Multi-Use Trail on Gilkison Street (Elliott Ave. to Mt. Pleasant St.) as identified in the Transportation Master Plan.
Yes Yes
No
No
Yes
No
86
2012 $ 500,000
2012
500,000
Appendix 8

FUNDED
Engineering & Commission: Operational Services Expansion & Growth Managed Growth and Environmental Leadership
Hwy 403 / Tollgate Noise Barrier Installation Growth & Expansion Criteria
Project Description/Comments: Installation of 500 m long noise barrier along south side of highway 403 westerly from Tollgate overpass. The project will be undertaken by MTO with 50% cost sharing. City's contribution equals $737,500. Design and Construction.
S om erse H ig h w ay #4 03
oad a te R
Yes Yes
No
No
Yes
No
t R oa d
King Geo o rge R
T o llg
St. G e eorg St.
ad
87
2012 $ 1,475,000
2012
358 NOISE ATTENUATION WALL
737,500
PROVINCIAL FUNDING
737,500
Appendix 8

FUNDED
Next Bus Arrival Smartvoice Phone System Growth & Expansion Criteria
Project Description/Comments: The Next Bus Arrival Smartvoice phone system will work with the real time GPS units on Brantford Transit vehicles to allow customers to get up to date information on the bus arrival times for the next three buses at each stop. This will require an additional software package and identification on each bus stop. The funding for this system and the ongoing operating cost is eligible for funding from the Provincial gas tax reserve account.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Transit terminal and throughout City
Yes
Yes
No No
$16,000 $16,000 502515.4316
Yes
No
88
2012 $ 50,000
2012
323 PROV GAS TAX RESERVE ACCOUNT
50,000
Appendix 8

FUNDED
Engineering & Commission: Operational Services Mandatory Managed Growth and Environmental Leadership
Transportation Master Plan Update Growth & Expansion Criteria
Project Description/Comments: Preparation of a Transportation and Transit Master Plan to update the plan prepared and adopted by Council in February 2007. This study would be conducted at the same time as the Official Plan Review, as was the case in 2005/2006 in order to ensure consistency between the land use and transportation plans. A Transportation Master Plan is not a static document and must retain some measure of flexibility and adapt to the changes in travel behaviour. The most recent Transportation Master Plan adopted by council in 2007 recommends that the Plan be reviewed and/or updated every 5 years in conjunction with statutory requirements to review the Official Plan.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: City wide
Yes
Yes
No No
Yes
No
89
2012 $ 350,000
2014
302 DEV. CHARGES - TRANSPORTATION
350,000
Appendix 8

FUNDED
Engineering & Commission: Operational Services Expansion & Growth High Quality of Life and Caring for All Citizens
Water and Wastewater Growth Needs Study Growth & Expansion Criteria
Project Description/Comments: Review the existing water and wastewater infrastructure, condition, capacity and service provided. Identify replacements, modifications and additions required to accommodate projected growth in population.
Yes
Yes
No No
Yes
No
90
2012 $ 200,000
2012
340 DEV. CHARGES - SANITARY SEWERS 351 WATER DEVELOPMENT CHARGES
100,000 100,000
Appendix 8

FUNDED
Water Storage Facility - West Brant (Pre-Construction) Growth & Expansion Criteria
Project Description/Comments: In West Brant, locations on higher elevations such as Strawberry Hill experience low water pressure during brief power outages. This problem is addressed temporarily by the addition of a pressure-sustaining valve. Keeping the growth and increasing water demand in this area in mind, a permanent solution must be provided. Construction of a water storage facility in West Brant will enable the City to maintain the required water pressure at all times, maintain fire water storage in the local area, and reduce overall energy costs. The estimated cost of the project includes purchase of suitable land and design of transmission pipes, valves and the elevated tank.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: West Brant
Yes
Yes
No No
Yes
No
91
2012 $ 2,000,000
2013
352 WATER TREATMENT
2,000,000
Appendix 8

FUNDED
Environmental Assessment for Replacement of Transit Terminal Priority & Landmark Criteria
Project Description/Comments: Complete Environmental Assessment for transit terminal.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Transit Terminal Downtown
Yes
Yes
No No
Yes
No
92
2012 $ 60,000
2012
60,000

Rehabilitation & Maintenance Projects Criteria Pg Year 2013 Corporate Services Finance Utility Bill Inserter 7 O Utility Bill Printer 8 O Finance Minor Capital 9 I Total Finance Information Technology Workstation Standardization I Network Extension I IT Asset Management Expansion E JD Edwards Expansion E 2013 IT Master Plan Initiatives O New Utility Billing System O Transfer to Reserve - Information Technology Transfer to Software Reserve Manager of Network & Security Funding Total Information Technology Total Corporate Services Public Health, Safety & Social Services Social Housing Riverside Gardens Window Replacement I Eastdale Gardens Roof Replacement I Parking/Sidewalk Improvement - Various Properties I Total Social Housing Fire Traffic Light Pre-emptions Phase 7 S Water Tanker Vehicle S Fire/Police Joint Communications System S Minor Capital Total Fire Project Name Gross Cost Capital Funding Envelope Reserve Fund Debt Other/Third Party Funding
75,000 60,000 41,000 176,000 300,000 200,000 100,000 100,000 410,000 1,000,000 2,110,000 2,286,000
8,000 8,000 300,000 200,000 100,000 100,000 410,000 40,000 300,000 50,000 1,500,000 1,508,000
75,000 60,000 33,000 168,000 1,000,000 (40,000) (300,000) (50,000) 610,000 778,000
10 11 12 13 14 15
16 17 18
315,000 210,000 250,000 775,000 100,000 250,000 1,000,000 105,000 1,455,000
315,000 64,000 379,000 100,000 250,000 200,000 105,000 655,000
146,000 250,000 396,000 800,000 800,000
19 20 21 22

Rehabilitation & Maintenance Projects Criteria Pg 23 24 Year Police S S Project Name Joint Communication System PRIDE System Upgrade Prisoner Transport Vehicle Firearms Range Upgrade Mobile Command Centre Emergency Response Vehicle/Bldg Repairs Minor Capital Total Police Total Public Health, Safety & Social Services Community Services Economic Development & Tourism Transfer to Reserve - Outdoor City Map Signs Total Economic Development & Tourism Sanderson Centre S Booth stairway Transfer to Reserve for 2015 Sound Console Transfer to Reserve for 2016 Lighting Instrument replacement Minor Capital Total Sanderson Centre Parks & Recreation S Playground Retrofits I Sports Field Renovations S Gilkison Flats Area Renovations I Arenas Renovations I Community Centres Renovations Minor Capital Total Parks & Recreation Golf Operations Northridge Golf Course Irrigation System I Total Golf Operations Total Community Services 1,000,000 165,000 25,000 1,190,000 3,420,000 Gross Cost Capital Funding Envelope 200,000 121,720 50,000 100,000 40,000 40,000 32,000 583,720 1,617,720 Reserve Fund Debt Other/Third Party Funding
25
800,000 (121,720) 115,000 (100,000) (40,000) (40,000) (7,000) 606,280 1,802,280
50,000 15,000 65,000 150,000 150,000 90,000 80,000 170,000 310,000 950,000 500,000 500,000 1,515,000
8,039 8,039 50,000 25,000 15,000 15,000 105,000 100,000 100,000 40,000 80,000 170,000 210,000 700,000 250,000 250,000 1,063,039
(8,039) (8,039) (25,000) (15,000) (40,000) 50,000 50,000 50,000 100,000 250,000 250,000 250,000 451,961
26
27
28 29 30 31 32 33-34
35

Rehabilitation & Maintenance Projects Criteria Project Name Year Engineering & Operational Services Engineering Administration & Parking Minor Capital 36-37 Pg Total Engineering Administration & Parking 38-49 50 51 52 Design and Construction Annual Road Reconstruction Program I Pavement Preservation and Preventative Maintenance I Industrial Roads I Road Restoration and Resurfacing I Transfer to Bridges Reserve Total Design and Construction Public Works I Sanitary Sewer Repairs S Sidewalk Repairs and Replacement/New Sidewalks Total Public Works Transportation Services I Traffic System Upgrades I Winding Way Streetlight Replacement S Bus Stop Accessibility Rehabilitations I Operation Lift Bus Replacement Total Transportation Services Fleet Services - Transit S Transit Bus Replacement (1) Total Fleet Services - Transit Fleet Services - Other S Fleet Replacements S Fleet Replacements Water Department Total Fleet Services - Other Water Treatment & Distribution (Non Tax Supported) I Water Meter Program S Building and SCADA Upgrades I Water Service Renewals I Water Quality Watermain Improvements O Private Lead Water Service Pipe Replacement Program Total Water Treatment & Distribution Gross Cost Capital Funding Envelope Reserve Fund Debt Other/Third Party Funding
267,150 267,150 8,301,000 130,000 400,000 3,000,000 11,831,000 600,000 375,000 975,000 225,000 250,000 50,000 210,000 735,000 600,000 600,000 790,000 75,000 865,000 450,000 250,000 600,000 500,000 100,000 1,900,000
267,150 267,150 3,705,000 130,000 400,000 250,000 4,485,000 375,000 375,000 225,000 250,000 475,000 475,000 475,000 400,000 400,000 -
4,596,000 3,000,000 (250,000) 7,346,000 600,000 600,000 50,000 210,000 260,000 125,000 125,000 390,000 75,000 465,000 450,000 250,000 600,000 500,000 100,000 1,900,000
53 54
55 56 57 58
59
60 61
62 63 64 65 66

Rehabilitation & Maintenance Projects Criteria Pg 67 Project Name Year Wastewater (Non Tax Supported) I Design and Contract Administration of Water Pollution Control Plant Upgrades Total Sanitary Sewers & Pollution Controls Solid Waste I Green Bins - Organics Collection Program I Concrete Crushing Contract Total Solid Waste Property Management I FAMP Sanderson Centre Auditorium Steel Roof Replacement I FAMP City Hall Courtyard Repairs I FAMP Steve Brown S.C. Finishes & Scoreboard I FAMP Northridge Golf Course Parking Lot Paving I FAMP Glenhyrst Main House Roof Repairs I FAMP - Woodman Community Centre - Pool and Mechanical Renovations I FAMP - Arrowdale Golf Course - Interior and Mechanical Upgrades I FAMP - Northridge Golf Course - Interior and Mechanical Upgrades I FAMP - City Yards Buildings - Plumbing & Mechanical Repairs I FAMP Airport Apron-Phase 2 FAMP Transfer to Reserve I Barrier Free Design I Energy Conservation Total Property Management TOTAL ENGINEERING & OPERATIONAL SERVICES TOTAL 2013 FUNDED REHABILITATION & MAINTENANCE Gross Cost Capital Funding Envelope 550,000 250,000 50,000 300,000 100,000 50,000 50,000 100,000 50,000 46,528 100,000 100,000 1,746,528 8,223,678 12,412,437 400,000 (46,528) 353,472 14,649,472 17,681,713 Reserve Fund Debt Other/Third Party Funding
2,500,000 2,500,000 850,000 250,000 1,100,000 550,000 250,000 50,000 300,000 100,000 50,000 50,000 100,000 50,000 400,000 100,000 100,000 2,100,000 22,873,150 30,094,150
2,500,000 2,500,000 850,000 250,000 1,100,000 -
68 69
70 71 72 73 74 75 76 77 78 79 80 81

Pg
Year Criteria 2013
Project Name
Gross Cost
Debt
Community Development Planning Development Charges Background Study 82 M Downtown Reinvestment Grants Total Planning Parks & Recreation New Park Development 83 E Spray Pad Design & Construction 84 E Trails/Bikeway Development 85 I Total Parks & Recreation Total Community Development Engineering & Operational Services Design & Construction New Sidewalks 86 S Total Design & Construction 87 Water Treatment & Distribution (Non Tax Supported) Water Storage Facility - West Brant (Construction) E Total Water Treatment & Distribution Total Engineering & Operational Services TOTAL 2013 FUNDED GROWTH & EXPANSION
100,000 100,000 200,000 250,000 100,000 550,000 650,000
200,000 200,000 200,000
100,000 (200,000) (100,000) 200,000 225,000 100,000 525,000 425,000
25,000 25,000 25,000
500,000 500,000 8,960,000 8,960,000 9,460,000 10,110,000
200,000
500,000 500,000 8,960,000 8,960,000 9,460,000 9,885,000
25,000

Pg
Year 2013
Criteria
Project Name
Gross Cost
Debt
Engineering & Operational Services Transportation Services I Design for Replacement of Transit Terminal 88 Total Transportation Services Total Engineering & Operational Services TOTAL 2013 FUNDED PRIORITY & LANDMARK PROJECTS
400,000 400,000 400,000 400,000
400,000 400,000 400,000 400,000
40,604,150
12,612,437
27,966,713
25,000
Appendix 8

Project Name: Project Type: Ward: N/A Utility Bill Inserter Rehabilitation & Maintenance Criteria
FUNDED
Project Description/Comments: Bill inserter for utility bills (i.e. to facilitate mailing of the utility bills).
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: 220 Colborne St.
Yes
No
No
Yes
Yes
No
7
2013 $ 75,000
2014
75,000
Appendix 8

Project Name: Project Type: Ward: N/A Utility Bill Printer Rehabilitation & Maintenance Criteria
FUNDED
Project Description/Comments: Purchase of printer to print the utility bills for Brantford Power and City of Brantford Water Department. This cost is fully recovered from Brantford Power.
Yes
No
Yes
No
Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: 220 Colborne St.
Yes
No
8
2013 $ 60,000
2014
60,000
Appendix 9
Department/Commission: Finance/Corporate Services

Project Name 2012 Projects 1 JDE Payment Process Upgrade 2 Filing System - Property Tax 3 4 5 Funding Source RF0227 - Treasury Equip Reserve RF0227 - Treasury Equip Reserve Project Amount $5,000 $12,500 $0 $0 $0 $17,500
2012 TOTAL 2013 Projects 1 Transit Coin Sorter 2 Cheque Sealer 3 Transit Coin Wrapper 4 5
RF0227 - Treasury Equip Reserve RF0227 - Treasury Equip Reserve RF0227 - Treasury Equip Reserve
2013 TOTAL 2014 Projects 1 2 3 4 5 2014 TOTAL 2015 Projects 1 2 3 4 5 2015 TOTAL 2016 Projects 1 2 3 4 5 2016 TOTAL
$15,000 $6,000 $20,000 $0 $0 $41,000
$0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0
$0 $0 $0 $0 $0 $0
Appendix 8

FUNDED
Corporate Services
Project Description/Comments: Each year funds are allocated to this project to sustain PC replacement, server replacement, operating system upgrades, standard desktop software upgrades including but not limited to Lotus Notes, MS Office, and security protection software. All desktops and notebooks are replaced on a 4-year basis with the latest operating system included. An extended hardware warranty is purchased based on the replacement cycle. Servers have a life cycle of 3-5 years, hardware warranty is purchased for 3 years and then extended on a monthly basis. Server operating systems are purchased separately. MS Office is not purchased with software support as we do not typically replace the software within a 3-year time frame. At the time a decision is made to move to a newer version of MS Office, we will need to purchase a new license piece of software for each user in the City. Lotus Notes and security protection software have an annual software maintenance that is renewed each year.
Yes
Yes
No
No
Yes
No
10
2013 $ 300,000
2015
Appendix 8

FUNDED
Corporate Services
Project Description/Comments: The network extends from the IT Data Centre at 84 Market Street through the fibre backbone to over 30 remote locations. This program funds the replacement of aged network equipment as well as introducing new equipment towards our security and disaster recovery plans. 2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Various
Yes
Yes
No
No
Yes
No
11
Appendix 8

FUNDED
IT Asset Management Expansion Rehabilitation & Maintenance Criteria Expansion & Growth Excellence in Governance and Municipal Management Commission: Corporate Services
Project Description/Comments: Avantis is our Corporate asset management/work order software solution. It provides the ability to track maintenance activities against our municipal infrastructure (roads, water distribution, etc). The application has successfully been implemented in the various divisions of the Engineering, Public Works and Parks and Recreation Commission. Avantis has also been integrated with existing applications including our Municipal Infrastructure Database, Time and Attendance System and GIS (Geographic Information System). We continue to roll out this application expanding its use to many departments. 2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Not Applicable
Yes
Yes
No
No
Yes
No
12
Appendix 8

FUNDED
Corporate Services
Project Description/Comments: JD Edwards is our corporate system supporting Corporate Finance, Purchasing, Human Resources, and Payroll Services. Users across every department work with JDE on a daily basis to manage General Ledger, Budgeting, Purchasing, Accounts Payable, Accounts Receivable, HR and weekly payroll functions. JDE is our central source of financial data with many other core applications integrated. This fund is intended to continuously improve and expand upon the City's use of this Corporate System. 2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Various
Yes
Yes
No
No
Yes
No
13
Appendix 8

FUNDED
Commission: Other
Corporate Services
Project Description/Comments: The adopted IT Master Plan approved in principle by Council, proposes a capital budget expenditure of $1.5 million per year. For 2013 IT Services will continue with our yearly base programs: PC Replacement Program through the Workstation Standardization Project; Network Extension Program to ensure dependable, high speed connectivity to all our City locations; Work Order Management Expansion Program, JD Edwards Expansion Program, and our Software Replacement Program. This leaves $410,000 to be used for new project requests. All IT Capital requests will be submitted, ranked and prioritized. This money will then be used to handle the projects with the highest Corporate priority ratings. 2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Various
Yes
Yes
No
No
Yes
No
14
2013 $ 410,000
2015
Appendix 8

Project Name: Project Type: Ward: N/A New Utility Billing System Rehabilitation & Maintenance Criteria
FUNDED
Commission: Other
Corporate Services
Project Description/Comments: We currently use a software package called Daffron CIS for billing and collections of hydro, water, and sewer charges to Brantford households. It is anticipated that the package will need to be replaced after more that 20 years of use.
Yes
Yes
No
No
Yes
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope No Available Funding Source Identified Total Financing N/A 1,000,000 215 IT SERVICES EQUIPMENT 1,000,000 $ 2013 1,000,000 Est. Year of Completion: 2015
15
Appendix 8

FUNDED
Riverside Gardens Window Replacement Rehabilitation & Maintenance Criteria
Project Description/Comments: Building Web recommends replacement of windows with more energy efficient windows to lower heating costs.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Pontiac, Marie & Tecumseh Street
Yes Yes
No
$0 $0 N/A
No
Yes
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope 390 SOCIAL HOUSING CAPITAL RESERVE 315,000 N/A 315,000 $ 2013 315,000 Est. Year of Completion: 2013
16
Appendix 8

FUNDED
Eastdale Gardens Roof Replacement Rehabilitation & Maintenance Criteria
Project Description/Comments: Roofs are reaching end of expected life.
Yes Yes
No
$0 $0 N/A
No
Yes
No
17
2013 $ 210,000
2013
Appendix 8

FUNDED
Parking/Sidewalk Improvement - Various Properties Rehabilitation & Maintenance Criteria
Project Description/Comments: A number of parking lots and adjoining internal sidewalks are continually monitored throughout their life expectancy by staff. Seasonal temperatures have an additional impact on the parking lot conditions and some movement of sidewalks. A number of meaures are implemented each year in an attempt to extend the life by ashphalt patching, lifting, painting, grinding or de-commissioning of concrete sidewalks. The parking lot asphalt and minimal sidewalk areas at a number of properties have been cited as nearing - beyond reasonable repair and replacement is recommended.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Riverside Gardens, Daleview Gardens,Northland Gardens, Willow Street, Winston Court
Yes Yes
No
$0 $0 N/A
No
Yes
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope No Available Funding Source Identified Total Financing CRITERIA FACTOR: M - Mandatory, S - Safety, I - Infrastructure, E - Expansion and Growth, O - Other 250,000 N/A 250,000
18
2013 $ 250,000
2013
Appendix 8

FUNDED
Project Description/Comments: Phase 7 of the Traffic Light Pre-emption program at $100,000 per year. Council committed to the program in 2007 with $100,000 approved in the Capital Funding Envelope. The reason for the pre-emption is to limit traffic congestion so that emergency response vehicles can arrive on scene more quickly. $100,000 per year up to and including 2011 completed the 1st portion of the project, phases 1-5. Phase 6-10 will complete the 2nd portion of the project.
Yes Yes
No
$0 $0 N/A
No
Yes
No
19
2013 $ 100,000
2013
Appendix 8

Project Name: Project Type: Ward: N/A Water Tanker Vehicle Rehabilitation & Maintenance Criteria
FUNDED
Project Description/Comments: The Department received it's only Tanker in 2010 from the 2009 Budget approval. That addressed our immediate concerns within the City especially in those areas where hydrant access is limited and along the Hwy #403 corridor. We propose that a second tanker will be necessary should the City expand it's borders into areas of the County that are not serviced by hydrants. However, as the terms of an agreement between the City and the County for expanding borders have not been finalized as of 2011, we propose that this second water tanker be planned to be purchased in 2013. Should it not be required due to an agreement still not being finalized, the tanker would be postponed to the next year(s). 2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: N/A - It has not been determined yet as to which station this vehicle will be assigned.
Yes Yes
No
$0 $0 N/A
No
Yes
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope 111 FIRE - EQUIPMENT 250,000 N/A 250,000
20
2013 $ 250,000
2014
Appendix 8

FUNDED
Fire / Police Communications System Rehabilitation & Maintenance Criteria
Project Description/Comments: The Fire Department shares a two-way radio system with Police Services. A software/hardware upgrade will be necessary in 2013 to maintain the current levels of service, efficiency, reliability and functionality of the system.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: N/A
Yes Yes
No
$0 $0 N/A
No
Yes
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope 112 FIRE - COMMUNICATIONS EQUIPMENT 1,000,000 N/A 1,000,000
21
2013 $ 1,000,000
2014
Appendix 9

$35,000 $35,000 $35,000 $105,000
$35,000 $35,000 $35,000 $105,000
$35,000 $35,000 $35,000 $105,000
1 2 3 4
$35,000 $35,000 $10,000 $25,000 $105,000
22
Appendix 8

Project Name: Project Type: Ward: City Wide Joint Communication System Rehabilitation & Maintenance Criteria
FUNDED
Project Description/Comments: Joint project with the Fire Department for communications equipment. A software/hardware upgrade will be necessary in 2013 to maintain the current levels of service, efficiency, reliability and functionality of the system.
Yes
No
No
Yes
Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Brantford Police Service
Yes
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope 126 POLICE - COMMUNICATIONS EQUIPMENT 200,000 N/A 1,000,000
23
2013 $ 1,000,000
2013
126 POLICE - COMMUNICATIONS EQUIPMENT
800,000
Appendix 8

Project Name: Project Type: Ward: City Wide Prisoner Transport Vehicle Rehabilitation & Maintenance Criteria
FUNDED
Project Description/Comments: Purchase of new, full size, prisoner transport van.
Yes
Yes
Yes
No
No
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope 135 POLICE - PRISONER TRANSPORT VAN 50,000 N/A 165,000
24
2013 $ 165,000
2013
135 POLICE - PRISONER TRANSPORT VAN
115,000
Appendix 9

1 2 3 4 5 6 7 8 9 10 11 12 13
$226,042
$19,000 $6,000 $0 $0 $25,000
$40,000 $0 $0 $0 $0 $40,000
$50,000 $24,000 $0 $0 $0 $74,000
$0 $0 $0
25
Appendix 8

Project Name: Project Type: Ward: 1 Booth Stairway Rehabilitation & Maintenance Criteria
FUNDED
Commission: Safety
Community Services
Project Description/Comments: The stairway to the booth dates from the original opening of the facility in 1919. It is narrow and steep with an overhanging section of the curved ceiling jutting out at head height. As a result of complaints regarding its safety when carrying equipment, we no longer allow the lighting board or any heavy equipment to be carried on the stairs. A replacement stair would require design to include a landing and greater width to allow for a descent angle that would satisfy current building codes. The stair would also require aesthetic design to blend into the heritage surroundings of the auditorium. (RF 298). Project completion estimated for 3Q, 2014
Yes
No
Yes
No
Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Sanderson Centre, 88 Dalhousie Street
Yes
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope 298 SANDERSON CENTRE 50,000 N/A 50,000 $ 2013 50,000 Est. Year of Completion: 2014
26
Appendix 9

RF 0297 RF 0297
$10,000 $5,000 $0 $0 $0 $15,000
RF 0297 RF 0297
$5,000 $10,000 $0 $0 $0 $15,000
RF 0297 RF 0297
$5,000 $10,000 $0 $0 $0 $15,000
RF 0297 RF 0297
2016 TOTAL
$6,000 $9,000 $0 $0 $0 $15,000
27
Appendix 8

FUNDED
Project Description/Comments: Annual replacement of playground structures throughout the City. Replacement may include swings, teeter todders, climbers, spring toys and associated protective surfacing. Replacement will be based on age and safety, with generally the oldest units in City Parks being replaced first. Current Canadian Standards Association playground standards will also be taken into consideration. Due to the number of parks in the City and associated playground equipment, this project will be an annual capital request with a goal of replacement over a 15 year cycle.
Yes
Yes
No
No
Yes
No
28
2013 $ 150,000
2013
50,000
Appendix 8

FUNDED
Project Description/Comments: Repairs and upgrades to various sportsfields including baseball, soccer, and football fields. Projects include installation of automated irrigation systems and water chambers in various locations, replacement of baseball backstops, sportsfield lighting upgrades, including the installation of timers and upgraded on/off light switches in order to conserve energy costs.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Various locations based on inspections and priority areas.
Yes
Yes
No
No
Yes
No
29
2013 $ 150,000
2013
50,000
Appendix 8

FUNDED
Gilkison Flats Area Renovations Rehabilitation & Maintenance Criteria Safety High Quality of Life and Caring for All Citizens Commission: Community Services
Project Description/Comments: Park improvements at Gilkison Flats, to the stairs; lookout; and park amenities including tree planting.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Gilkison Street west of Steve Brown Sports Complex
Yes
Yes
No
No
Yes
No
30
2013 $ 90,000
2013
50,000
Appendix 8

Project Name: Project Type: Ward: N/A Arenas Renovations Rehabilitation & Maintenance Criteria
FUNDED
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Steve Brown/Lions Arena, Brantford and District Civic Centre
Yes
Yes
No
No
Yes
No
31
2013 $ 80,000
2013
Appendix 8

FUNDED
Community Centres Renovations Rehabilitation & Maintenance Criteria Infrastructure High Quality of Life and Caring for All Citizens Commission: Community Services
Project Description/Comments: Funding to cover renovations and repairs within the five Community Centres. An annual list of priorities will be established to undertake the most pressing needs.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: TB Costain/SC Johnson Community Centre Branlyn Community Centre Woodman Community Centre Doug Snooks Eagle Place Community Centre Beckett Building
Yes
Yes
No
No
Yes
No
32
2013 $ 170,000
2013
Appendix 9

1 2 3 4 5 6 7 8 9 10 11
1 2 3 4 5 6 7
RF368 2013 TOTAL
1 2 3 4 5 6 7
RF369 RF360 RF360 RF369 RF369 RF369 RF369
RF368 2014 TOTAL
33
Appendix 9

RF368 2015 TOTAL
$35,000 $35,000 $345,000
1 2 3 4 5 6 7 8 9
$20,000 $50,000 $50,000 $50,000 $30,000 $40,000 $30,000 $40,000 $0 $310,000 $35,000 $0 $0 $35,000 $345,000
RF 368
2016 TOTAL
34
Appendix 8

FUNDED
Northridge Golf Course Irrigation System Rehabilitation & Maintenance Criteria Infrastructure Managed Growth and Environmental Leadership Commission: Community Services
Project Description/Comments: Completion of the Irrigation System Replacement that began with Phase 1 of the Northridge Renovation Project. Fully automated, efficient, less labour intensive system servicing the entire course. Anticipated costs of completing the irrigation project may be higher than originally expected, therefore there may be no funding for course renovations.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Northridge Golf Course
Yes
Yes
No
No
Yes
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope 372 GOLF OPERATIONS 250,000 N/A 500,000
35
2013 $ 500,000
2013
372 GOLF OPERATIONS
250,000
Appendix 9

$267,150
$5,000 $50,000 $50,000 $24,000 $40,000 $40,000 $40,000 $249,000
1 2 3 4 5 6 7 8 9 10
$13,000 $10,000 $50,000 $15,000 $10,000 $32,000 $10,000 $27,150 $50,000 $50,000 $267,150
1 2 3 4 5 6 7 8 9
$13,000 $36,000 $50,000 $15,000 $16,000 $10,000 $27,150 $50,000 $50,000 $267,150
36
Appendix 9

1 2 3 4 5 6 7 8
$15,000 $40,000 $50,000 $15,000 $10,000 $27,150 $50,000 $50,000 $257,150
37

Project Name William Street (Richmond St. to Waterloo St.) Sherwood Drive (Colborne St W. to Catharine Ave.) Brunswick Street (Catharine Ave. to Gilkison St.) Heagerty Street (Mintern Ave. to Dorothy St.) George Street (Grey St. to North End) Dufferin Avenue (Parkside Dr. to End) Dufferin Avenue (Morrell St. to St. Paul Ave.) Westmount Boulevard (Riverview Dr. to Ava Rd.) Riverview Drive (Parkside Dr. to End) Brantwood Park Road (Dunsdon St. to Lynden Rd.) Water/Resurfacing Project Gross Cost 902,000 878,000 727,000 502,000 230,000 391,000 1,483,000 763,000 925,000 1,000,000 500,000 8,301,000 Capital Funding Envelope 608,000 211,000 464,000 313,000 134,000 261,000 660,000 468,000 586,000 3,705,000 Reserve Funds 294,000 667,000 263,000 189,000 96,000 130,000 823,000 295,000 339,000 1,000,000 500,000 4,596,000
38
Appendix 8

FUNDED
William Street (Richmond St. to Waterloo St.) Rehabilitation & Maintenance Criteria
Project Description/Comments: Due to the age and condition, the existing infrastructure needs to be replaced. TYPE CONDITION RATING YEAR OF LAST CONSTRUCTION Road 7 SA 1971 Storm 26 PAN 1913 Sanitary 26 PAN 1891 Watermain 26-28 PAN Pre 1920
Yes
Ri ch n mo dS t.
c a la eS t.
No No
Yes
Yes
No
et re St e m nu illia Ave t an
Br
lo te r
oS
t.
39
2013 $ 902,000
2014
139,000 155,000
Appendix 8

FUNDED
Sherwood Drive (Colborne St W. to Catharine Ave.) Rehabilitation & Maintenance Criteria
Project Description/Comments: Due to the age and condition, the existing infrastructure needs to be replaced. TYPE CONDITION RATING YEAR OF LAST CONSTRUCTION Road 5 SA 1967 Storm 26 PAN 1922 Sanitary 28 PAN 1913 Watermain 26 PAN Pre 1920
Ca
iv e
Yes
Yes
No
No
Yes
No
Dr
Av
oo
er w
Sh
ic
No
rw
in
C o lb o rn
e S t. W e st
St
40
ni e
.
tt
St
e.
th a
ri n
2013 $ 878,000
2014
345 SANITARY COLLECTION 355 WATER CONSTRUCTION 336 ANNUAL ROADS PROGRAM
181,000 172,000 314,000
Appendix 8

FUNDED
Brunswick Street (Catharine Ave. to Gilkison St.) Rehabilitation & Maintenance Criteria
Project Description/Comments: Due to the age and condition, the existing infrastructure needs to be replaced. TYPE CONDITION RATING YEAR OF LAST CONSTRUCTION Road 3-6 SA 1971 Storm 26 PAN 1930 Sanitary 26 PAN 1913 Watermain 26 PAN Pre 1920
Yes
Yes
No
No
Yes
No
41
2013 $ 727,000
2014
103,000 160,000
Appendix 8

FUNDED
Heagerty Street (Mintern Ave. to Dorothy St.) Rehabilitation & Maintenance Criteria
Project Description/Comments: Due to the age and condition, the existing infrastructure needs to be replaced. TYPE CONDITION RATING YEAR OF LAST CONSTRUCTION Road 4-5 SA 1970 Storm No Sewer New Sewer Required Sanitary 26 PAN 1948-1952 Watermain 26-28 PAN 1948-1952
Yes Yes
No
No
Yes
t.
re St et
No
e. M in te rn A v
H
S t.
ie t arr
Do
tS
a He
42
E ri ve eA nu
ge rty
$
ro t
hy
e
2013 502,000 Est. Year of Completion: 2014 80,000 109,000
Appendix 8

FUNDED
George Street (Grey St. to North End) Rehabilitation & Maintenance Criteria
Project Description/Comments: Due to the age and condition, the existing infrastructure needs to be replaced. TYPE CONDITION RATING YEAR OF LAST CONSTRUCTION Road 2 SA Not Available Storm 26 PAN 1909 Sanitary 26 PAN 1905 Watermain 28 PAN Pre 1920
Yes Yes
No
No
Yes
No
S t. We st
t. D u rh a m S
George St.
Market St.
G re y S t.
43
2013 $ 230,000
2014
41,000 55,000
Appendix 8

FUNDED
Dufferin Avenue (Parkside Dr. to End) Rehabilitation & Maintenance Criteria
Project Description/Comments: Due to the age and condition, the existing infrastructure needs to be replaced. TYPE CONDITION RATING YEAR OF LAST CONSTRUCTION Road 3 SA Not Available Storm No Sewer New Sewer Required Sanitary 26 PAN 1942 Watermain 28 PAN 1942
fa y e tt eA ve .
Yes Yes
No
No
Yes
No
La
D u ffe rin A v e n u e
44
Du
ffe
r in
Av e P a n ue rk Dri side ve
2013 $ 391,000
2014
69,000 61,000
Appendix 8

FUNDED
Dufferin Avenue (Morrell St. to St. Paul Ave.) Rehabilitation & Maintenance Criteria
Project Description/Comments: Due to the age and condition, the existing infrastructure needs to be replaced. TYPE CONDITION RATING YEAR OF LAST CONSTRUCTION Road 8-15 SA 1906-1914 Storm 26 PAN 1915 Sanitary 26 PAN 1913 Watermain 26-34 PAN Pre 1920
Yes Yes
No
No
Yes
No
ll S
D uf
sA
t.
rre
ve.
.
Pa S t.
ard Ave en .
Mo
e rt
45
Ro b
Haw
ul A
ve.
f e r in
Ave
2013 $ 1,483,000
2014
193,000 630,000
Appendix 8

FUNDED
Westmount Boulevard (Riverview Dr. to Ava Rd.) Rehabilitation & Maintenance Criteria
Project Description/Comments: Due to the age and condition, the existing infrastructure needs to be replaced. TYPE CONDITION RATING YEAR OF LAST CONSTRUCTION Road 8 SA 1930 Storm No Sewer New Sewer Required Sanitary 30 PAN 1945 Watermain 26 PAN 1939
Yes Yes
No
No
Yes
No
46
2013 $ 763,000
2014
142,000 153,000
Appendix 8

FUNDED
Riverview Drive (Parkside Dr. to End) Rehabilitation & Maintenance Criteria
Project Description/Comments: Due to the age and condition, the existing infrastructure needs to be replaced. TYPE CONDITION RATING YEAR OF LAST CONSTRUCTION REMAINING LIFE Road 7 SA 1930-1956 Past Service Life Storm 18 PAN 1960 (Trunk) 50 Years Remain Sanitary 26 PAN 1891 Past Service Life Watermain 20 PAN 1953 Need Replacement b/c Mat'l
Yes Yes
No
No
Yes
No
47
2013 $ 925,000
2014
159,000 180,000
Appendix 8

FUNDED
Brantwood Park Road (Dunsdon St. to Lynden Rd.) Rehabilitation & Maintenance Criteria
Project Description/Comments: The cracking and deterioration of the road surface is evidence of structural inadequacy of the road base and in need of reconstruction. The existing watermain will be replaced in conjunction with the proposed roadwork. Roadwork Accounted for in the 2013 Resurfacing
Yes Yes
No
No
Yes
No
48
2013 $ 1,000,000
2013
1,000,000
Appendix 8

Project Name: Project Type: Ward: City Wide Water/Resurfacing Project Rehabilitation & Maintenance Criteria
FUNDED
Project Description/Comments: This candidate will have deteriorating watermain replaced and resurfacing work completed. This is a place holder at this time and a project will be identified in the 2013 Budget.
Yes Yes
No
No
Yes
No
49
2013 $ 500,000
2013
250,000 250,000
Appendix 8

FUNDED
Yes Yes
No
No
Yes
No
50
2013 $ 130,000
2013
Appendix 8

Project Name: Project Type: Ward: City Wide Industrial Roads Rehabilitation & Maintenance Criteria
FUNDED
Project Description/Comments: This project provides for curbs and toplift asphalt surface on existing industrial road.
Yes Yes
No
No
Yes
No
51
2013 $ 400,000
2014
Appendix 8

FUNDED
Project Description/Comments: Mill and pave and upgrades as needed on various locations throughout the City.
Yes Yes
No
No
Yes
No
52
2013 $ 3,000,000
2013
3,000,000
Appendix 8

FUNDED
Yes
Yes
No No
Yes
No
53
2013 $ 600,000
2013
600,000
Appendix 8

FUNDED
Yes
Yes
No No
Yes
No
54
2013 $ 375,000
2013
Appendix 8

FUNDED
Project Description/Comments: Upgrade existing traffic signal system to maintain operation and safety.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: St. Paul & Terrace Hill Upgrade ($85k), Colborne & Forest Upgrade ($85k), Terrace Hill & BGH (Ped. Signal) upgrade ($40k). Various intersection components for locations to be determined ($15k).
Yes
Yes
No No
Yes
No
55
2013 $ 225,000
2013
Appendix 8

FUNDED
Winding Way Streetlight Replacement Rehabilitation & Maintenance Criteria
Project Description/Comments: Replacement of existing streetlights and poles with concrete and cobrahead, flat lens style: Winding Way (58 streetlights). The Streetlight equipment is obsolete and over forty years old, replacement with City standards will improve lighting levels and minimize maintenance in future years. The underground infrastructure was replaced in this area in 2000.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Winding way area
Yes
Yes
No No
Yes
No
56
2013 $ 250,000
2013
Appendix 8

FUNDED
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Various location beginning with routes with highest volume of customers
Yes
Yes
No No
Yes
No
57
2013 $ 50,000
2013
50,000
Appendix 8

FUNDED
Project Description/Comments: Replace two specialized Operation Lift buses.
Yes
Yes
No No
Yes
No
58
2013 $ 210,000
2013
210,000
Appendix 8

Project Name: Project Type: Ward: N/A Transit Bus Replacement Rehabilitation & Maintenance Criteria
FUNDED
Project Description/Comments: Scheduled replacement of one transit bus. The replacement bus will meet or exceed the low emissions requirements and is low floor fully accessible. This purchase will increase the number of fully accessible 40 foot buses in the transit fleet.
Yes
Yes
No No
Yes
No
59
2013 $ 600,000
2013
125,000
Appendix 8

FUNDED
Project Description/Comments: Fleet vehicle and equipment replacements.
Yes
Yes
No No
Yes
No
60
2013 $ 790,000
2013
390,000
Appendix 8

FUNDED
Fleet Replacement - Water Department Rehabilitation & Maintenance Criteria
Yes
Yes
No No
Yes
No
61
2013 $ 75,000
2013
346 WATER FLEET
75,000
Appendix 8

FUNDED
Yes
Yes
No No
Yes
No
62
2013 $ 450,000
2014
225,000 225,000
Appendix 8

FUNDED
Yes
Yes
No No
Yes
No
63
2013 $ 250,000
2014
352 WATER TREATMENT
250,000
Appendix 8

FUNDED
Yes
Yes
No No
Yes
No
64
2013 $ 600,000
2013
600,000
Appendix 8

FUNDED
Project Description/Comments: Replacement of watermains and/or appurtenances within the water distribution system to ensure water quality is maintained within the Provincial Regulations. The project addresses water quality as well as flow issues that arise within the distribution system. Can involve the replacement of a watermain on an entire street or sections of watermain on various streets. The implications of not completing the project would be non-compliance with the regulations as administered by the Ministry of the Environment.
Yes
Yes
No No
Yes
No
65
2013 $ 500,000
2013
500,000
Appendix 8

FUNDED
Yes
Yes
No No
Yes
No
66
2013 $ 100,000
2013
352 WATER TREATMENT
100,000
Appendix 8

FUNDED
Design and Contract Administration of Water Pollution Control Plant Upgrades Rehabilitation & Maintenance Criteria Infrastructure Managed Growth and Environmental Leadership Engineering & Commission: Operational Services
Project Description/Comments: After completion of the WPCP upgrades study in 2012 on nitrogen removal, filtration, sludge handling and effluent pumping we need to carry out the environmental assessment for the required modifications recommended in the study and design the modifications and administer the contract during construction.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Water Pollution Control Plant on Mohawk St
Yes
Yes
No No
Yes
No
67
2013 $ 2,500,000
2013
342 POLLUTION CONTROL
2,500,000
Appendix 8

FUNDED
Green Bins - Organic Collection Program Rehabilitation & Maintenance Criteria
Project Description/Comments: As part of the proposed plan to commence collection of household organics in November 2013, residents will be supplied with a green 45 litre roll cart and a 5 litre kitchen catcher to collect and set materials out at curbside. Pending Council's approval of the proposed program in early 2012, carts and kitchen catchers would be distributed just prior to commencement of collection operations.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: City wide
Yes
Yes
No No
$20,000 508220.3370
Yes
No
68
2013 $ 850,000
2013
324 FED GAS TAX RESERVE ACCOUNT 318 LANDFILL SITE
450,000 400,000
Appendix 8

Project Name: Project Type: Ward: 5 Concrete Crushing Contract Rehabilitation & Maintenance Criteria
FUNDED
Project Description/Comments: Project is required to process (i.e. crush) stockpile of bulky concrete, brick, rubble, etc. accumulated at the landfill site. Crushed materials to be used on site for roads, capital projects, etc. Crushing contracts are required every two years to process accumulated materials.
Yes
Yes
No No
Yes
No
69
2013 $ 250,000
2013
318 LANDFILL SITE
250,000
Appendix 8

FUNDED
Facilities Asset Management Plan - Sanderson Centre Auditorium Steel Roof Replacement Rehabilitation & Maintenance Criteria Infrastructure Excellence in Governance and Municipal Management Engineering & Commission: Operational Services
Project Description/Comments: Sanderson Centre - Auditorium steel roof replacement.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Sanderson Centre
Yes
Yes
No No
Yes
No
70
2013 $ 550,000
2013
Appendix 8

FUNDED
Facilities Asset Management Plan - City Hall Courtyard Repairs Rehabilitation & Maintenance Criteria
Project Description/Comments: City Hall courtyard repairs.
Yes
Yes
No No
Yes
No
71
2013 $ 250,000
2013
Appendix 8

FUNDED
Facilities Asset Management Plan - Steve Brown Sports Complex Replace Finishes and Scoreboard Rehabilitation & Maintenance Criteria Infrastructure Excellence in Governance and Municipal Management Engineering & Commission: Operational Services
Project Description/Comments: Steve Brown Sports Complex - Replace finishes and scoreboard.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Steve Brown Sports Complex
Yes
Yes
No No
Yes
No
72
2013 $ 50,000
2013
Appendix 8

FUNDED
Northridge Golf Course Parking Lot Paving Rehabilitation & Maintenance Criteria
Project Description/Comments: Pave parking lot surface and provide proper drainage to existing parking lot at Northridge Golf Course. Replacing the current gravel surface with pavement would improve the ability to maintain the surface and would be better suited for patrons transporting clubs and for guests attending rental functions.
Yes
Yes
No No
Yes
No
73
2013 $ 300,000
2013
Appendix 8

FUNDED
Facilities Asset Management Plan - Glenhyrst Main House Roof Repairs Rehabilitation & Maintenance Criteria
Project Description/Comments: Glenhyrst Main House - roof repairs.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Glenhyrst
Yes
Yes
No No
Yes
No
74
2013 $ 100,000
2013
Appendix 8

FUNDED
Facilities Asset Management Plan - Woodman Community Centre - Pool & Mechanical Renovations Rehabilitation & Maintenance Criteria Infrastructure Excellence in Governance and Municipal Management Engineering & Commission: Operational Services
Project Description/Comments: Woodman Community Centre - Pool & Mechanical renovations
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Woodman Community Centre
Yes
Yes
No No
Yes
No
75
2013 $ 50,000
2013
Appendix 8

FUNDED
Facilities Asset Management Plan - Arrowdale Golf Course - Interior & Mechanical upgrades Rehabilitation & Maintenance Criteria Infrastructure Excellence in Governance and Municipal Management Engineering & Commission: Operational Services
Project Description/Comments: Arrowdale Golf Course - Interior & Mechanical upgrades
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Arrowdale Golf Course
Yes
Yes
No No
Yes
No
76
2013 $ 50,000
2013
Appendix 8

FUNDED
Facilities Asset Management Plan - Northridge Golf Course - Interior & Mechanical Upgrades Rehabilitation & Maintenance Criteria Infrastructure Excellence in Governance and Municipal Management Engineering & Commission: Operational Services
Project Description/Comments: Northridge Golf Course - Interior & Mechanical upgrades
Yes
Yes
No No
Yes
No
77
2013 $ 100,000
2013
Appendix 8

FUNDED
Facilities Asset Management Plan - City Yards Buildings - Plumbing & Mechanical repairs Rehabilitation & Maintenance Criteria Infrastructure Excellence in Governance and Municipal Management Engineering & Commission: Operational Services
Project Description/Comments: City Yards buildings - Plumbing and mechanical repairs
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: City Yards
Yes
Yes
No No
Yes
No
78
2013 $ 50,000
2013
Appendix 8

FUNDED
Airport Apron Repairs - Phase 2 Rehabilitation & Maintenance Criteria Infrastructure Excellence in Governance and Municipal Management Engineering & Commission: Operational Services
Project Description/Comments: Phase 2 of the Airport apron restoration to include repaving and restoration to tie down cables at west end of apron.
Yes
Yes
No No
Yes
No
79
2013 $ 400,000
2013
188 AIRPORT FACILITIES
400,000
Appendix 8

FUNDED
Project Description/Comments: The proposed 2013 Barrier Free Design projects have been prioritized by the Community Advisory Committee for Disability Issues (CACDI) and include the following projects: Fire Hall #1: $10,000 Transit Terminal: $50,000 D'Aubigny Creek Park: $20,000 George Campbell Park: $20,000
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Fire Hall #1, Transit Terminal, D'Aubigny Creek Park, George Campbell Park
Yes
Yes
No No
Yes
No
80
2013 $ 100,000
2013
Appendix 8

FUNDED
Yes
Yes
No No
Yes
No
81
2013 $ 100,000
2013
Appendix 8

FUNDED
Development Charges Background Study Growth & Expansion Criteria Mandatory Excellence in Governance and Municipal Management Commission: Community Services
Project Description/Comments: Development charges bylaws automatically expire five years from passage. Development charges are applied against new development to pay for capital infrastructure required by the municipality to service that growth. To adopt a new bylaw a development charges background study must be undertaken to establish the basis for the charges to be levied under the bylaw. It is necessary to commence this study in the fourth year of the period in order to have it completed and a replacement bylaw in place before the five year time limit is reached. The development charges bylaw was adopted on May 4, 2009 and will need to be replaced by May 4, 2014.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: City-wide
Yes
No
Yes
No
Yes
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope No Available Funding Source Identified Total Financing N/A 100,000 280 D.C. - CAPITAL GROWTH STUDIES 279 PLANNING D.C. STUDY 90,000 10,000 $ 2013 100,000 Est. Year of Completion: 2014
82
Appendix 8

FUNDED
Project Description/Comments: Build new parks within new Subdivisions. The locations will depend on the Developers' schedules.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Based on the schedule of Developers
Yes
Yes
No
No
$10,000/park 603310 & 603220
Yes
No
Will vary depending on the actual park configurations and size, the approximate costs for two neighbourhood parks is $20,000 annually.
83
2013 $ 200,000
2013
180,000 20,000
Appendix 8

Project Name: Project Type: Ward: N/A Spray Pad Growth & Expansion Criteria
FUNDED
Project Description/Comments: Design and construct new spray pad within an under-serviced area. The third party funding will be contributions from the user groups.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: To be determined
Yes
Yes
No
No
$10,000 603310
Yes
No
84
2013 $ 250,000
2013
361 PARKS & RECREATION DEV CHARGES
225,000
THIRD PARTY FUNDING
25,000
Appendix 8

FUNDED
Project Description/Comments: Construct new trails as well as trail connections within neighbourhoods.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Throughout the City based on safety requirements and Community need.
Yes
Yes
No
No
Yes
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope No Available Funding Source Identified Total Financing N/A 100,000 324 FED GAS TAX RESERVE ACCOUNT 100,000 $ 2013 100,000 Est. Year of Completion: 2013
85
Appendix 8

FUNDED
Project Description/Comments: New sidewalks city wide as needed.
Yes
No No
Yes
Yes
No
86
2013 $ 500,000
2013
500,000
Appendix 8

FUNDED
Water Storage Facility - West Brant (Construction) Growth & Expansion Criteria
Project Description/Comments: In West Brant, locations on higher elevations such as Strawberry Hill experience low water pressure during brief power outages. This problem was addressed temporarily by the addition of a pressure-sustaining valve in 2005. Keeping the growth and increasing water demand in this area in mind, a permanent solution must be provided. Construction of a water storage facility in West Brant will enable the City to maintain the required water pressure at all times, maintain fire water storage in the local area, and reduce overall energy costs.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: West Brant
Yes
Yes
No No
Yes
No
87
2013 $ 8,960,000
2013
352 WATER TREATMENT 351 WATER DEVELOPMENT CHARGES
7,500,000 1,460,000
Appendix 8

FUNDED
Design for Replacement of Transit Terminal Priority & Landmark Criteria
Project Description/Comments: Complete Design for transit terminal.
Yes
Yes
No No
Yes
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope No Available Funding Source Identified Total Financing CRITERIA FACTOR: M - Mandatory, S - Safety, I - Infrastructure, E - Expansion and Growth, O - Other N/A 400,000 324 FED GAS TAX RESERVE ACCOUNT 400,000 $ 2013 400,000 Est. Year of Completion: 2014

Rehabilitation & Maintenance Projects Criteria Pg Year 2014 Corporate Services Finance Finance Minor Capital I Total Finance 7 8 9 10 11 Information Technology I Workstation Standardization I Network Extension E IT Asset Management Expansion E JD Edwards Expansion O 2014 IT Master Plan Initiatives Transfer to Reserve - Information Technology Transfer to Software Reserve Manager of Network & Security Funding Total Information Technology Total Corporate Services Project Name Gross Cost Capital Funding Envelope Reserve Fund Debt Other/Third Party Funding
300,000 200,000 100,000 100,000 410,000 1,110,000 1,110,000
8,000 8,000 300,000 200,000 100,000 100,000 410,000 40,000 300,000 50,000 1,500,000 1,508,000
(8,000) (8,000) (40,000) (300,000) (50,000) (390,000) (398,000)
Public Health, Safety & Social Services Social Housing 12 I Lorne Towers Roof Replacement Transfer to Reserves for Future Housing Capital Total Social Housing Fire 13 S Traffic Light Pre-emptions Phase 8 S Fire/Police Joint Communication System (2023) S Transfer to Reserves for Future Fire Equipment 14 Minor Capital Total Fire
285,000 285,000 100,000 105,000 205,000
285,000 94,000 379,000 100,000 200,000 250,000 105,000 655,000
(94,000) (94,000) (200,000) (250,000) (450,000)

Rehabilitation & Maintenance Projects Criteria Pg Year Police 15 16 17 Joint Communication System PRIDE System Upgrades & Replacements Prisoner Transport Vehicle I Firearms Range Upgrade S Police Vehicle Replacement - Mobile Command Centre Fleet Changeover Emergency Response Vehicle/Bldg Repairs Minor Capital Total Police Total Public Health, Safety & Social Services Community Services Economic Development & Tourism Transfer to Reserve - Outdoor City Map Signs Total Economic Development & Tourism Sanderson Centre I Replace Exterior Signage Minor Capital Total Sanderson Centre Parks & Recreation Playground Retrofits S Sports Field Renovations I Community Centre/Hall Renovations I Recreational Facilities Renovations I Transfer to Reserve (Golf Reallocation) Minor Capital Total Parks & Recreation Sports Field Renovations M 500,000 320,000 120,000 40,000 980,000 1,470,000 200,000 130,720 50,000 100,000 40,000 16,000 20,000 27,000 583,720 1,617,720 (200,000) 369,280 (50,000) 220,000 80,000 (16,000) (20,000) 13,000 396,280 (147,720) Project Name Gross Cost Capital Funding Envelope Reserve Fund Debt Other/Third Party Funding
18
100,000 15,000 115,000 200,000 150,000 100,000 50,000 310,000 810,000 925,000
8,039 8,039 90,000 15,000 105,000 150,000 100,000 100,000 50,000 250,000 210,000 860,000 973,039
(8,039) (8,039) 10,000 10,000 50,000 50,000 (250,000) 100,000 (50,000) (48,039)
19 20
21 22 23 24 25-26

Rehabilitation & Maintenance Projects Criteria Project Name Year Engineering & Operational Services Engineering Administration & Parking Minor Capital Total Engineering Administration & Parking Design and Construction I Annual Road Reconstruction Program I Pavement Preservation and Preventative Maintenance I Industrial Roads I Road Restoration and Resurfacing Transfer to Bridges Reserve Total Design and Construction Public Works I Sanitary Sewer Repairs S Sidewalk Repairs and Replacement/New Sidewalks Total Public Works Transportation Services I Traffic System Upgrades Voltage Conversion and Underground Street Lighting I Infrastructure Replacement (Farringford/Pusey) S Bus Stop Accessibility Rehabilitations I Operation Lift Bus Fleet Replacement Total Transportation Services Fleet Services - Transit Transit Bus Replacement S Total Fleet Services - Transit Fleet Services - Other S Fleet Replacements S Fleet Replacements Water Department Total Fleet Services - Other Water Treatment & Distribution (Non Tax Supported) I Water Meter Program S Building and SCADA Upgrades I Water Service Renewals I Water Quality Watermain Improvements O I Private Lead Water Service Pipe Replacement Program Upgrade Raw Water Canal Total Water Treatment & Distribution Gross Cost Capital Funding Envelope Reserve Fund Debt Other/Third Party Funding
27-28
267,150 267,150 7,252,000 130,000 400,000 3,000,000 10,782,000 600,000 375,000 975,000 225,000 250,000 50,000 105,000 630,000 600,000 600,000 790,000 180,000 970,000 450,000 250,000 600,000 500,000 100,000 4,000,000 5,900,000
267,150 267,150 3,705,000 130,000 400,000 250,000 4,485,000 375,000 375,000 225,000 250,000 475,000 475,000 475,000 400,000 400,000 -
3,547,000 3,000,000 (250,000) 6,297,000 600,000 600,000 50,000 105,000 155,000 125,000 125,000 390,000 180,000 570,000 450,000 250,000 600,000 500,000 100,000 4,000,000 5,900,000
29-38 39 40 41
42 43
44 45 46 47
48
49 50
51 52 53 54 55 56
3

Rehabilitation & Maintenance Projects Criteria Pg 57 Solid Waste 58 Pre-Engineering Scalehouse/Weighscale Replacement Total Solid Waste Property Management I FAMP Civic Centre - Rooftop Mechanical Upgrades & Interior Repairs FAMP Market Centre Parkade Lighting Upgrade I I FAMP 84 Market - HVAC Mechanical Repairs/ Interior Upgrades FAMP Various Parks Facilities Upgrades I FAMP Transfer to Reserve Barrier Free Design I Energy Conservation I Total Property Management Total Engineering & Operational Services TOTAL 2014 FUNDED REHABILITATION & MAINTENANCE I 115,000 115,000 300,000 200,000 600,000 400,000 100,000 100,000 1,700,000 41,939,150 45,444,150 300,000 200,000 600,000 400,000 46,528 100,000 100,000 1,746,528 8,223,678 12,322,437 115,000 115,000 (46,528) (46,528) 28,715,472 28,121,713 5,000,000 5,000,000 Project Name Year Wastewater (Non Tax Supported) I Construction of Water Pollution Control Upgrades Total Sanitary Sewers & Pollution Controls 20,000,000 20,000,000 Gross Cost Capital Funding Envelope Reserve Fund Debt Other/Third Party Funding
15,000,000 15,000,000
5,000,000 5,000,000
59 60 61 62 63 64

Growth and Expansion Projects Capital Funding Envelope Other/Third Party Funding
Pg
Year Criteria 2014
Project Name
Gross Cost
Reserve Fund
Debt
Community Development Planning Downtown Reinvestment Grants Total Planning 65 66 67 Parks & Recreation Neighbourhood Parks - Develop New Play Opportunities E Trails/Bikeway Development E New Park Development E Total Parks & Recreation Total Community Development
90,000 100,000 300,000 490,000 490,000
200,000 200,000 90,000 90,000 290,000
(200,000) (200,000) 100,000 300,000 400,000 200,000
Engineering & Operational Services Design and Construction New Sidewalks 68 S Total Design and Construction 69 Transportation Services Operation Lift Bus Fleet Expansion E Total Transportation Services Total Engineering & Operational Services TOTAL 2014 FUNDED GROWTH & EXPANSION
500,000 500,000 110,000 110,000 610,000 1,100,000
290,000
500,000 500,000 110,000 110,000 610,000 810,000

Priority and Landmark Projects Capital Funding Envelope Other/Third Party Funding
Pg
Project Name Year Criteria 2014 Engineering & Operational Services Transportation Services 70 I Transit Terminal Construction Total Transportation Services TOTAL 2014 FUNDED PRIORITY & LANDMARK PROJECTS
Gross Cost
Reserve Fund
Debt
5,600,000 5,600,000 5,600,000
5,600,000 5,600,000 5,600,000
52,144,150
12,612,437
34,531,713
5,000,000
Appendix 8

FUNDED
Corporate Services
Project Description/Comments: Each year funds are allocated to this project to sustain PC replacement, server replacement, operating system upgrades, standard desktop software upgrades including but not limited to Lotus Notes, MS Office, and security protection software. All desktops and notebooks are replaced on a 4-year basis with the latest operating system included. An extended hardware warranty is purchased based on the replacement cycle. Servers have a life cycle of 3-5 years, hardware warranty is purchased for 3 years and then extended on a monthly basis. Server operating systems are purchased separately. MS Office is not purchased with software support as we do not typically replace the software within a 3-year time frame. At the time a decision is made to move to a newer version of MS Office, we will need to purchase a new license piece of software for each user in the city. Lotus Notes and security protection software have an annual software maintenance that is renewed each year.
Yes
Yes
No
No
Yes
No
7
2014 $ 300,000
2016
Appendix 8

FUNDED
Commission: Corporate Services Infrastructure High Quality of Life and Caring for All Citizens
Project Description/Comments: The network extends from the IT Data Centre at 84 Market Street through the fibre backbone to over 30 remote locations. This program funds the replacement of aged network equipment as well as introducing new equipment towards our security and disaster recovery plans.
Yes
Yes
No
No
Yes
No
Appendix 8

FUNDED
Project Description/Comments: Avantis is our Corporate asset management/work order software solution. It provides the ability to track maintenance activities against our municipal infrastructure (roads, water distribution, etc). The application has successfully been implemented in the various divisions of the Engineering, Public Works and Parks and Recreation Commission. Avantis has also been integrated with existing applications including our Municipal Infrastructure Database, Time and Attendance System and GIS (Geographic Information System). We continue to roll out this application expanding its use to many departments.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Not Applicable
Yes
Yes
No
No
Yes
No
9
2014 $ 100,000
2016
Appendix 8

FUNDED
Corporate Services
Project Description/Comments: JD Edwards is our corporate system supporting Corporate Finance, Purchasing, Human Resources, and Payroll Services. Users across every department work with JDE on a daily basis to manage General Ledger, Budgeting, Purchasing, Accounts Payable, Accounts Receivable, HR and weekly payroll functions. JDE is our central source of financial data with many other core applications integrated. This fund is intended to continuously improve and expand upon the City use of this corporate system. 2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Various
Yes
Yes
No
No
Yes
No
10
Appendix 8

FUNDED
Commission: Other
Corporate Services
Project Description/Comments: The adopted IT Master Plan approved in principle by Council, proposes a capital budget expenditure of $1.5 million per year. For 2014 IT Services will continue with our yearly base programs: PC Replacement Program through the Workstation Standardization Project; Network Extension Program to ensure dependable, high speed connectivity to all our City locations; Work Order Management Expansion Program, JD Edwards Expansion Program, and our Software Replacement Program. This leaves $410,000 to be used for new project requests. All IT capital requests will be submitted, ranked and prioritized. This money will then be used to handle the projects with the highest corporate priority ratings.
Yes
Yes
No
No
Yes
No
11
2014 $ 410,000
2016
Appendix 8

FUNDED
Lorne Towers Roof Replacement Rehabilitation & Maintenance Criteria
Project Description/Comments: Roof reaching end of expected life and should be replaced before failing.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: 24 Colborne Street
Yes Yes
No
$0 $0 N/A
No
Yes
No
12
Appendix 8

FUNDED
Yes Yes
No
$0 $0 N/A
No
Yes
No
13
2014 $ 100,000
2014
Appendix 9

$35,000 $35,000 $35,000 $105,000
$35,000 $35,000 $35,000 $105,000
$35,000 $35,000 $35,000 $105,000
1 2 3 4
$35,000 $35,000 $10,000 $25,000 $105,000
14
Appendix 8

FUNDED
Public Health, Safety & Commission: Social Services Mandatory High Quality of Life and Caring for All Citizens
PRIDE Systems Upgrades and Replacements Rehabilitation & Maintenance Criteria
Project Description/Comments: P.R.I.D.E. (Police Regional Information and Data Entry) is a computer cooperative comprising of Brantford, Guelph, Stratford and Waterloo Police Services. It is anticipated that in 2014 upgrading and replacement of Mobile Workstations, vehicle mounted communications equipment and other PRIDE IT hardware will be required.
Yes
No No
Yes
Yes
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope 132 P.R.I.D.E. SYSTEM UPGRADES 130,720 N/A 500,000
15
2014 $ 500,000
2014
132 P.R.I.D.E. SYSTEM UPGRADES
369,280
Appendix 8

Project Name: Project Type: Ward: City Wide Firearm Range Upgrade Rehabilitation & Maintenance Criteria
FUNDED
Public Health, Safety & Commission: Social Services Infrastructure High Quality of Life and Caring for All Citizens
Project Description/Comments: Upgrading of the mechanical systems, environmental control systems and target systems in the Police Service Facility firearm range.
Yes Yes
No No
Yes
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope 127 POLICE BUILDING MAINTENANCE 100,000 N/A 320,000
16
2014 $ 320,000
2014
127 POLICE BUILDING MAINTENANCE
220,000
Appendix 8

FUNDED
Police Vehicle Replacement-Mobile Command Centre Rehabilitation & Maintenance Criteria
Project Description/Comments: Certain Police Service vehicles, owned by the Police Service, need to be replaced due to aging. This fund will allow the replacement of same on a rotational basis as necessary. The existing Mobile Command Centre (1986 GMC) is due for decommission in 2012. Maintenance costs prohibit its continued use.
Yes
No
Yes
No
Yes
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope 138 POLICE VEHICLE REPLACEMENTS 40,000 N/A 120,000
17
2014 $ 120,000
2014
138 POLICE VEHICLE REPLACEMENTS
80,000
Appendix 9

1 2 3 4 5 6 7 8 9 10 11 12 13
$226,042
$19,000 $6,000 $0 $0 $25,000
$40,000 $0 $0 $0 $0 $40,000
$50,000 $24,000 $0 $0 $0 $74,000
$0 $0 $0
18
Appendix 8

Project Name: Project Type: Ward: 1 Replace Exterior Signage Rehabilitation & Maintenance Criteria
FUNDED
Community Services
Project Description/Comments: The front marquee on Dalhousie Street was updated in 2000 with a new vertical blade and perimeter lighting above the canopy. The Darling Street entrance has not been updated in any significant way. Replacement of signage on Darling Street where the majority of available parking is, will provide a more unified appearance to the public spaces of the Sanderson Centre. These improvements, with updating of the Dalhousie Street entrance area to include the current logo and branding, offer better opportunities for improved visibility and marketing. This project is expected to be completed approximately 16 months from approval.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Sanderson Centre, 88 Dalhousie Street
Yes
No
No
Yes
Yes
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope 298 SANDERSON CENTRE 90,000 N/A 100,000
19
2014 $ 100,000
2015
298 SANDERSON CENTRE
10,000
Appendix 9

RF 0297 RF 0297
$10,000 $5,000 $0 $0 $0 $15,000
RF 0297 RF 0297
$5,000 $10,000 $0 $0 $0 $15,000
RF 0297 RF 0297
$5,000 $10,000 $0 $0 $0 $15,000
RF 0297 RF 0297
2016 TOTAL
$6,000 $9,000 $0 $0 $0 $15,000
20
Appendix 8

FUNDED
Project Description/Comments: Annual replacement of playground structures throughout the City. Replacement may include swings, teeter todders, climbers, spring toys and associated protective surfacing. Replacement will be based on age and safety, with generally the oldest units in City Parks being replaced first. Current Canadian Standards Association playground standards will also be taken into consideration. Due to the number of parks in the City and associated playground equipment, this project will be an annual capital request with a goal of replacement over a 15 year cycle.
Yes
Yes
No
No
Yes
No
21
2014 $ 200,000
2014
50,000
Appendix 8

FUNDED
Project Description/Comments: Repairs and upgrades to various sportsfields including baseball, soccer, and football fields. Projects include installation of automated irrigation systems and water chambers in various locations, replacement of baseball backstops, sportsfield lighting upgrades, including the installation of timers and upgraded on/off light switches in order to conserve energy costs.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Various locations based on inspections and priority areas.
Yes
Yes
No
No
Yes
No
22
2014 $ 150,000
2014
50,000
Appendix 8

FUNDED
Community Centres Renovations Rehabilitation & Maintenance Criteria Infrastructure High Quality of Life and Caring for All Citizens Commission: Community Services
Project Description/Comments: Funding to cover renovations and repairs within the five Community Centres. An annual list of priorities will be established to undertake the most pressing needs.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: TB Costain SC Johnson Community Centre, Branlyn Community Centre, Woodman Park Community Centre, Doug Snooks Eagle Place Community Centre, Beckett Building
Yes
Yes
No
No
Yes
No
23
2014 $ 100,000
2014
Appendix 8

FUNDED
Recreational Facilities Renovations Rehabilitation & Maintenance Criteria Infrastructure High Quality of Life and Caring for All Citizens Commission: Community Services
Project Description/Comments: Renovations to existing recreational facilities as required.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Throughout the City.
Yes
Yes
No
No
Yes
No
24
2014 $ 50,000
2014
Appendix 9

1 2 3 4 5 6 7 8 9 10 11
1 2 3 4 5 6 7
RF368 2013 TOTAL
1 2 3 4 5 6 7
RF369 RF360 RF360 RF369 RF369 RF369 RF369
RF368 2014 TOTAL
25
Appendix 9

RF368 2015 TOTAL
$35,000 $35,000 $345,000
1 2 3 4 5 6 7 8 9
$20,000 $50,000 $50,000 $50,000 $30,000 $40,000 $30,000 $40,000 $0 $310,000 $35,000 $0 $0 $35,000 $345,000
RF 368
2016 TOTAL
26
Appendix 9

$267,150
$5,000 $50,000 $50,000 $24,000 $40,000 $40,000 $40,000 $249,000
1 2 3 4 5 6 7 8 9 10
$13,000 $10,000 $50,000 $15,000 $10,000 $32,000 $10,000 $27,150 $50,000 $50,000 $267,150
1 2 3 4 5 6 7 8 9
$13,000 $36,000 $50,000 $15,000 $16,000 $10,000 $27,150 $50,000 $50,000 $267,150
27
Appendix 9

1 2 3 4 5 6 7 8
$15,000 $40,000 $50,000 $15,000 $10,000 $27,150 $50,000 $50,000 $257,150
28

Project Name William Street (Bedford St. to Richmond St.) Allenby Avenue (Erie Ave. to Webling St.) Reade Street (Leonard St. to St. Paul Ave.) Brighton Avenue (Huron St. to Superior St.) Murray Street (Dalhousie St. to Colborne St.) Leonard Street (Wilkes St. to Holme St.) Lorne Crescent (Complete) Gladstone Avenue (Erie Ave. to West End) Water/Resurfacing Project Gross Cost 1,700,000 1,073,000 430,000 370,000 428,000 472,000 1,125,000 237,000 1,417,000 7,252,000 Capital Funding Envelope 1,144,000 599,000 293,000 227,000 265,000 322,000 700,000 155,000 3,705,000 Reserve Funds 556,000 474,000 137,000 143,000 163,000 150,000 425,000 82,000 1,417,000 3,547,000
29
Appendix 8

FUNDED
William Street (Bedford St. to Richmond St.) Rehabilitation & Maintenance Criteria
Project Description/Comments: Due to the age and condition, the existing infrastructure needs to be replaced. TYPE CONDITION RATING YEAR OF LAST CONSTRUCTION Road 5-8 SA 1974 Storm 26 PAN 1922-1928 Sanitary 26-30 PAN 1891-1908 Watermain 26-28 PAN Pre 1920
Be df or d St .
es St .
Yes
Yes
No
No
Yes
No
J t.
am
r en
iet
ta
St
et re St ue am ven illi tA an Br
m ic h
on
dS
t.
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Capital Funding Envelope Capital Funding Envelope 338 ROAD IMPROVEMENTS & PAVEMENT MTCE 336 ANNUAL ROADS PROGRAM 500,000 644,000 N/A 1,700,000
30
2014 $ 1,700,000
2015
279,000 277,000
Appendix 8

FUNDED
Allenby Avenue (Erie Ave. to Webling St.) Rehabilitation & Maintenance Criteria
Project Description/Comments: Due to the age and condition, the existing infrastructure needs to be replaced. TYPE CONDITION RATING YEAR OF LAST CONSTRUCTION Road 9-10 SA 1971 Storm 26 PAN 1925 Sanitary 26-29 PAN 1922 Watermain 26 PAN Pre 1920
REMAINING LIFE Next 1 to 5 Years Past Service LIfe Past Service Life Past Service Life
Gordon St.
Superior S t.
Yes
Yes
No
No
Yes
No
Webling St.
E m ilie
S t.
31
345 SANITARY COLLECTION 355 WATER CONSTRUCTION 336 ANNUAL ROADS PROGRAM
eA Er i
. A lle nb y A ve
Talbot St. . ve
2014 $ 1,073,000
2015
199,000 228,000 47,000
Appendix 8

FUNDED
Reade Street (Leonard St. to St. Paul Ave.) Rehabilitation & Maintenance Criteria
Project Description/Comments: Due to the age and condition, the existing infrastructure needs to be replaced. TYPE CONDITION RATING YEAR OF LAST CONSTRUCTION Road 9 SA 1968 Storm 26 PAN Not Available Sanitary 26 PAN 1916-1968 Watermain 28 PAN Pre 1920
S tr ee t
Yes Yes
No
No
Yes
No
Wi
ard
lk e
on
32
S t.
Re ad S t. e
Le
Pa
ul A
ve .
sS
t.
2014 $ 430,000
2015
63,000 74,000
Appendix 8

FUNDED
Brighton Avenue (Huron St. to Superior St.) Rehabilitation & Maintenance Criteria
Project Description/Comments: Due to the age and condition, the existing infrastructure needs to be replaced. TYPE CONDITION RATING YEAR OF LAST CONSTRUCTION Road 11 SA 1971 Storm 26 PAN 1931 Sanitary 26 PAN 1906 Watermain 26 PAN 1898
Yes Yes
No
No
Yes
No
Su pe rio rS
33
Hu ro n S t.
ve. B rig h to n A
t.
2014 370,000 Est. Year of Completion: 2015 71,000 72,000
Appendix 8

FUNDED
Murray Street (Dalhousie St. to Colborne St.) Rehabilitation & Maintenance Criteria
Yes Yes
No
No
Yes
No
Murray St.
D a lh o u s ie
S t.
t. C o lb o rn e S
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope $
2014 428,000
2015
57,000 106,000
336 ANNUAL ROADS PROGRAM
265,000 N/A 428,000

34
Appendix 8

FUNDED
Leonard Street (Wilkes St. to Holme St.) Rehabilitation & Maintenance Criteria
Project Description/Comments: Due to the age and condition, the existing infrastructure needs to be replaced. TYPE CONDITION RATING YEAR OF LAST CONSTRUCTION Road 3 SA Not Available Storm 26 PAN 1931 Sanitary No Sewer New Sewer Required Watermain No Main New Main Required
REMAINING LIFE Past Service Life Past Service LIfe
Yes Yes
No
No
Yes
No
35
2014 $ 472,000
2015
81,000 69,000
Appendix 8

Project Name: Project Type: Ward: 1 Lorne Crescent (Complete) Rehabilitation & Maintenance Criteria
FUNDED
Project Description/Comments: Due to the age and condition, the existing infrastructure needs to be replaced. TYPE CONDITION RATING YEAR OF LAST CONSTRUCTION Road 7 SA 1970-1975 Storm 22-29 PAN 1908-1910 Sanitary 26 PAN 1891-1892 Watermain 26 PAN Pre 1920
REMAINING LIFE Past Service LIfe Past Service LIfe Past Service LIfe Past Service LIfe
Yes Yes
No
No
Yes
No
36
2014 $ 1,125,000
2015
221,000 204,000
Appendix 8

FUNDED
Gladstone Avenue (Erie Ave. to West End) Rehabilitation & Maintenance Criteria
Project Description/Comments: Due to the age and condition, the existing infrastructure needs to be replaced. TYPE CONDITION RATING YEAR OF LAST CONSTRUCTION Road 5 SA Not Available Storm 26 PAN Not Available Sanitary 26 PAN Not Available Watermain 28 PAN Pre 1920
REMAINING LIFE Past Service Life Past Service LIfe Past Service LIfe Past Service LIfe
Yes Yes
No
No
Yes
No
37
2014 $ 237,000
2015
29,000 53,000
Appendix 8

FUNDED
Yes Yes
No
No
Yes
No
38
2014 $ 1,417,000
2014
250,000 1,167,000
Appendix 8

FUNDED
Yes Yes
No
No
Yes
No
39
2014 $ 130,000
2014
Appendix 8

FUNDED
Yes Yes
No
No
Yes
No
40
2014 $ 400,000
2015
Appendix 8

FUNDED
Yes Yes
No
No
Yes
No
41
2014 $ 3,000,000
2014
3,000,000
Appendix 8

FUNDED
Yes
Yes
No No
Yes
No
42
2014 $ 600,000
2014
600,000
Appendix 8

FUNDED
Yes
Yes
No No
Yes
No
43
2014 $ 375,000
2014
Appendix 8

FUNDED
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Brant & Richmond ($85k), St. Paul & Dufferin ($85k), Erie & Eagle - Underground ($40k). Various traffic components for locations to be determined ($15k)
Yes
Yes
No No
Yes
No
44
2014 $ 225,000
2014
Appendix 8

FUNDED
Voltage Conversion/Replacement of Streetlights and Underground Infrastructure (Farringford/Pusey) Rehabilitation & Maintenance Criteria Infrastructure Managed Growth and Environmental Leadership Engineering & Commission: Operational Services
Project Description/Comments: Voltage conversion and replacement of 37 streetlights and underground infrastructure in the Farringford/Pusey Area. Brantford Power is rebuilding sections of the system in this area, and in order to minimize costs it is prudent for the City to replace the streetlighting infrastructure in the area at the same time. The current system has served us well, but it is aging, equipment is becoming difficult to repair and replace. In time, the costs of maintaining the current system will become prohibitive. Also, the number of outages increases and the reliability of the system suffers. This is not acceptable, especially for our industrial customers who provide jobs for the Community. In 1990 the Public Utilities Commission decided that it was time to start replacing the old system. Since starting the conversion program in 1991, they have rebuilt a different portion of the City each year. The reliability of the system in these areas has increased, reducing the number of outages to which our customers are exposed. This program will continue over the next several years until all of the old 4kV and 8kV systems are fully converted. 2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Farringford/Pusey
Yes
Yes
No No
Yes
No
The funded portion would only permit 80% of the project to be done OR 100% of underground only
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope 333 STREET LIGHTING 250,000 N/A 250,000 $ 2014 250,000 Est. Year of Completion: 2014
45
Appendix 8

FUNDED
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Various location beginning with routes with highest volume of customers
Yes
Yes
No No
Yes
No
46
2014 $ 50,000
2014
50,000
Appendix 8

FUNDED
Project Description/Comments: Replace one specialized Operation Lift bus.
Yes
Yes
No No
Yes
No
47
2014 $ 105,000
2014
105,000
Appendix 8

Project Name: Project Type: Ward: N/A Transit Bus Replacements Rehabilitation & Maintenance Criteria
FUNDED
Project Description/Comments: Scheduled replacement of one transit bus. The replacement bus will meet or exceed the low emissions requirements and is low floor fully accessible. This purchase will increase the number of fully accessible 40 foot buses in the transit fleet.
Yes
Yes
No No
Yes
No
48
2014 $ 600,000
2014
125,000
Appendix 8

FUNDED
Yes
Yes
No No
Yes
No
49
2014 $ 790,000
2014
390,000
Appendix 8

FUNDED
Yes
Yes
No No
Yes
No
50
2014 $ 180,000
2014
346 WATER FLEET
180,000
Appendix 8

FUNDED
Yes
Yes
No No
Yes
No
51
2014 $ 450,000
2015
225,000 225,000
Appendix 8

FUNDED
Yes
Yes
No No
Yes
No
52
2014 $ 250,000
2015
352 WATER TREATMENT
250,000
Appendix 8

FUNDED
Yes
Yes
No No
Yes
No
53
2014 $ 600,000
2014
600,000
Appendix 8

FUNDED
Yes
Yes
No No
Yes
No
54
2014 $ 500,000
2014
500,000
Appendix 8

FUNDED
Yes
Yes
No No
Yes
No
55
2014 $ 100,000
2014
352 WATER TREATMENT
100,000
Appendix 8

Project Name: Project Type: Ward: 5 Upgrade of Raw Water Canal Rehabilitation & Maintenance Criteria
FUNDED
Project Description/Comments: During major upstream spill/bypass events, Holmedale Canal is filled with water from the Grand River before spill/bypass reaches Brantford and the inlet gates at Wilkes Dam are closed to protect the raw water supply. The purpose of this project is to increase the usable volume in the raw water canal from 45 million litres to 75 million litres by upsizing the culvert on Grand River Avenue and increasing the canal depth. More water in the canal will also allow more electricity to be generated at the micro hydro station.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Water Treatment Plant at 324 Grand River Avenue, Holmedale Canal & Wilkes Dam
Yes
Yes
No No
Yes
No
56
2014 $ 4,000,000
2015
352 WATER TREATMENT
4,000,000
Appendix 8

FUNDED
Construction of Water Pollution Control Upgrades Rehabilitation & Maintenance Criteria
Project Description/Comments: Construction of the required WPCP upgrades based on recommendations of the WPCP upgrades study to be completed in 2012 on nitrogen removal, filtration, sludge system and effluent pumping.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: 385 Mohawk St, Water Pollution Control Plant
Yes
Yes
No No
Yes
No
57
2014 $ 20,000,000
2015
342 POLLUTION CONTROL
15,000,000
DEBENTURE
5,000,000
Appendix 8

FUNDED
Pre-Engineering Scalehouse Replacement Rehabilitation & Maintenance Criteria
Project Description/Comments: Capital funds for the pre-design and approvals required for the construction of a replacement scalehouse and related components at the landfill site.
Yes
Yes
No No
Yes
No
58
2014 $ 115,000
2014
318 LANDFILL SITE
115,000
Appendix 8

FUNDED
Facilities Asset Management Plan - Civic Centre Rooftop Mechanical Upgrades and Interior Repairs Rehabilitation & Maintenance Criteria Infrastructure Excellence in Governance and Municipal Management Engineering & Commission: Operational Services
Project Description/Comments: Civic Centre rooftop mechanical upgrades and refurbishing interior surfaces.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Civic Centre
Yes
Yes
No No
Yes
No
59
2014 $ 300,000
2014
Appendix 8

FUNDED
Facilities Asset Management Plan - Market Centre Parkade Lighting Upgrade Rehabilitation & Maintenance Criteria
Project Description/Comments: Market Centre Parkade lighting retrofits.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Market Centre Parkade
Yes
Yes
No No
Yes
No
60
2014 $ 200,000
2014
Appendix 8

FUNDED
Facilities Asset Management Plan - 84 Market Street HVAC & Mechanical Repairs/ Interior Upgrades Rehabilitation & Maintenance Criteria Infrastructure Excellence in Governance and Municipal Management Engineering & Commission: Operational Services
Project Description/Comments: 84 Market Street HVAC Repair-Replace pneumatics, HVAC distribution piping, recirculate piping and valves and interior upgrades.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: 84 Market Street
Yes
Yes
No No
Yes
No
61
2014 $ 600,000
2014
Appendix 8

FUNDED
Facilities Asset Management Plan - Various Parks Facilities Upgrades Rehabilitation & Maintenance Criteria
Project Description/Comments: Various Parks - Facilities mechanical and electrical upgrades, interior finishes.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Various Parks
Yes
Yes
No No
Yes
No
62
2014 $ 400,000
2014
Appendix 8

FUNDED
Project Description/Comments: The proposed 2014 Barrier Free Design projects have been prioritized by the Community Advisory Committee for Disability Issues (CACDI) and include the following projects: Tranquility Hall: $35,000 Parks - Various Sites: $50,000 84 Market Street: $15,000
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Tranquility Hall Various Parks 84 Market Street
Yes
Yes
No No
Yes
No
63
2014 $ 100,000
2014
Appendix 8

FUNDED
Yes
Yes
No No
Yes
No
64
2014 $ 100,000
2014
Appendix 8

FUNDED
Neighbourhood Parks - Develop New Play Opportunities Growth & Expansion Criteria Expansion & Growth Excellence in Governance and Municipal Management Commission: Community Services
Project Description/Comments: Develop new play opportunities in existing parks.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Various locations, based on need
Yes
Yes
No
No
Yes
No
65
2014 $ 90,000
2014
Appendix 8

FUNDED
Project Description/Comments: Construction of connecting trails within existing parks and open space areas.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Throughout the City
Yes
Yes
No
No
$3,000 603310.3205
Yes
No
Operating costs will depend on the final list of development projects; generally new trail operating costs are $3,000/km/year.
66
2014 $ 100,000
2014
100,000
Appendix 8

FUNDED
Project Description/Comments: Development of new parks as part of new development areas.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: To be confirmed based on the various residential developments
Yes
Yes
No
No
$11,000 603310.3205
Yes
No
The cost to maintain a new neighbourhood park is approximately $3,000/acre depending on the final design and amenities included.
67
2014 $ 300,000
2014
270,000 30,000
Appendix 8

FUNDED
Yes Yes
No
No
Yes
No
68
2014 $ 500,000
2014
500,000
Appendix 8

FUNDED
Operation Lift Bus for Expansion Growth & Expansion Criteria
Project Description/Comments: One new Operation Lift bus is required to expand specialized transportation for persons with disabilities. Operation Lift is committed to working towards a fully accessible future for and with our community.
Yes
Yes
No No
$55,700 $55,700 503500.4106
Yes
No
Operating cost includes maintenance and operator
69
2014 $ 110,000
2014
301 TRANSIT - DEVELOPMENT CHARGES 324 FED GAS TAX RESERVE ACCOUNT
54,000 56,000
Appendix 8

Project Name: Project Type: Ward: 5 Transit Terminal Construction Priority & Landmark Criteria
FUNDED
Project Description/Comments: Construct Transit Terminal in Downtown. Construction funded from Federal gas tax reserve and land funded from Development Charges reserve
Yes
Yes
No No
Yes
No
70
2014 $ 5,500,000
2014
324 FED GAS TAX RESERVE ACCOUNT 301 TRANSIT - DEVELOPMENT CHARGES
5,500,000 100,000

Rehabilitation & Maintenance Projects Criteria Pg Year 2015 Corporate Services Finance Finance Minor Capital Total Finance Information Technology Workstation Standardization I Network Extension I IT Asset Management Expansion E JD Edwards Expansion E 2015 IT Master Plan Initiatives O Transfer to Reserve - Information Technology Transfer to Software Reserve Manager of Network & Security Funding Total Information Technology Total Corporate Services Public Health, Safety & Social Services Social Housing Eastdale Gardens: Ashpalt Shingle Replacement I Winston Court HVAC Distritubtion Piping & Valves I Winston Court HVAC Boiler I Trillium Way Replace Baseboard Heaters I Total Social Housing Fire Traffic Light Pre-emptions Phase 9 S Fire/Police Joint Communication System (2023) Transfer to Reserves for Future Fire Equipment Minor Capital Total Fire Project Name Gross Cost Capital Funding Envelope Reserve Fund Debt Other/Third Party Funding
300,000 200,000 100,000 100,000 410,000 1,110,000 1,110,000
8,000 8,000 300,000 200,000 100,000 100,000 410,000 40,000 300,000 50,000 1,500,000 1,508,000
(8,000) (8,000) (40,000) (300,000) (50,000) (390,000) (398,000)
7 8 9 10 11
12 13 14 15
255,000 457,630 400,000 51,000 1,163,630 100,000 105,000 205,000
255,000 124,000 379,000 100,000 200,000 250,000 105,000 655,000
333,630 400,000 51,000 784,630 (200,000) (250,000) (450,000)
16
17

Rehabilitation & Maintenance Projects Criteria Pg Year Police Project Name Joint Communication System PRIDE System Upgrade Prisoner Transport Vehicle Fleet Changeover Emergency Response Vehicle/Bldg Repairs Minor Capital Total Police Total Public Health, Safety & Social Services Community Services Economic Development & Tourism Outdoor City Map Signs E Total Economic Development & Tourism Sanderson Centre Sound Console & Wireless Microphones I Lobby Carpeting I Minor Capital Total Sanderson Centre Parks & Recreation Playgrounds Retrofits S Sports Fields Renovations I Arena Renovations I Aquatics Retrofits I Transfer to Reserve (Golf Reallocation) Minor Capital Sports Field Renovations Total Community Services 51,800 74,000 125,800 1,494,430 Gross Cost Capital Funding Envelope 200,000 112,920 75,000 35,800 100,000 60,000 583,720 1,617,720 Reserve Fund Debt Other/Third Party Funding
18 19
S S
(200,000) (112,920) (75,000) 16,000 (100,000) 14,000 (457,920) (123,290)
20
50,000 50,000 60,000 55,000 15,000 130,000 165,000 110,000 110,000 110,000 345,000 840,000 1,020,000
8,039 8,039 35,000 55,000 15,000 105,000 155,000 100,000 100,000 100,000 250,000 245,000 950,000 1,063,039
41,961 41,961 25,000 25,000 10,000 10,000 10,000 10,000 (250,000) 100,000 (110,000) (43,039)
21 22 23
24 25 26 27 28-29

Rehabilitation & Maintenance Projects Criteria Year Project Name Gross Cost Capital Funding Envelope Reserve Fund Debt Other/Third Party Funding
30-31
32-39 40 41 42
43 44
45 46 47 48 49
50
51 52
Engineering & Operational Services Engineering Administration & Parking Minor Capital Total Engineering Administration & Parking Design and Construction I Annual Road Reconstruction Program I Pavement Preservation and Preventitive Maintenance I Industrial Roads I Road Restoration and Resurfacing Transfer to Bridges Reserve Total Design and Construction Public Works I Sanitary Sewer Repairs S Sidewalk Repairs and Replacement/New Sidewalks Total Public Works Transportation Services I Traffic System Upgrades I Voltage Conversion/Replacement of Streetlights & Underground Infrastructure(Forest Rd) I 7th and 8th Ave Streetlight Replacement S Bus Stop Accessibility Rehabilitations I Operation Lift Bus Replacement Total Transportation Services Fleet Services - Transit S Transit Bus Replacement Total Fleet Services - Transit Fleet Services - Other Fleet Replacements S Fleet Replacements Water Department S Total Fleet Services - Other
257,150 257,150 7,189,000 130,000 400,000 3,000,000 10,719,000 600,000 375,000 975,000 225,000 170,000 80,000 50,000 330,000 855,000 1,200,000 1,200,000 790,000 80,000 870,000
267,150 267,150 3,705,000 130,000 400,000 250,000 4,485,000 375,000 375,000 225,000 170,000 80,000 475,000 475,000 475,000 400,000 400,000
(10,000) (10,000) 3,484,000 3,000,000 (250,000) 6,234,000 600,000 600,000 50,000 330,000 380,000 725,000 725,000 390,000 80,000 470,000

Rehabilitation & Maintenance Projects Criteria Pg 53 54 55 56 57 Project Name Year Water Treatment & Distribution (Non Tax Supported) I Water Meter Program S Building and SCADA Upgrades I Water Service Renewals I Water Quality Watermain Improvements O Private Lead Water Service Pipe Replacement Program Total Water Treatment & Distribution Concrete Crushing Contract Scalehouse Replacement Total Solid Waste 60 61 62 63 64 65 Property Management FAMP Steve Brown Sports Complex Mechanical Repairs I FAMP Tourism Centre Upgrades I FAMP John Noble Home Upgrade I FAMP Parks and Recreation Storage I FAMP Library Upgrades I FAMP Various Parks Facilities Upgrades I FAMP Transfer to Reserve I Barrier Free Design 66 I Energy Conservation 67 I Total Property Management Total Engineering Operational Services TOTAL 2015 FUNDED REHABILITATION & MAINTENANCE Gross Cost Capital Funding Envelope Reserve Fund Debt Other/Third Party Funding
450,000 250,000 600,000 500,000 100,000 1,900,000 250,000 950,000 1,200,000 320,000 76,000 250,000 300,000 300,000 254,000 100,000 100,000 1,700,000 19,676,150 23,300,580
450,000 250,000 600,000 500,000 100,000 1,900,000 250,000 950,000 1,200,000 (46,528) (46,528) 11,452,472 10,888,143
Solid Waste 58 I 59 I
320,000 76,000 250,000 300,000 300,000 254,000 46,528 100,000 100,000 1,746,528 8,223,678 12,412,437

Pg
Year Criteria 2015
Project Name
Gross Cost
Debt
Community Development Planning Downtown Reinvestment Grants M Total Planning 68 69 Parks & Recreation New Park Development E Trails/Bikeway Development E Total Parks & Recreation Total Community Development Engineering & Operational Services Design and Construction New Sidewalks 70 S Total Design and Construction Total Engineering & Operational Services TOTAL 2015 FUNDED GROWTH & EXPANSION
120,000 100,000 220,000 220,000
200,000 200,000 200,000
(200,000) (200,000) 120,000 100,000 220,000 20,000
500,000 500,000 500,000 720,000
200,000
500,000 500,000 500,000 520,000

Pg
Year Criteria 2015
Project Name
Gross Cost
Debt
TOTAL 2015 FUNDED PRIORITY & LANDMARK PROJECTS
24,020,580
12,612,437
11,408,143
Appendix 8

FUNDED
Corporate Services
Yes
Yes
No
No
Yes
No
Appendix 8

FUNDED
Corporate Services
Yes
Yes
No
No
Yes
No
Appendix 8

FUNDED
Yes
Yes
No
No
Yes
No
9
2015 $ 100,000
2017
Appendix 8

FUNDED
Corporate Services
Project Description/Comments: JD Edwards is our corporate system supporting Corporate Finance, Purchasing, Human Resources, and Payroll Services. Users across every department work with JDE on a daily basis to manage General Ledger, Budgeting, Purchasing, Accounts Payable, Accounts Receivable, HR and weekly payroll functions. JDE is our central source of financial data with many other core applications integrated. This fund is intended to continuously improve and expand upon the City use of this corporate system.
Yes
Yes
No
No
Yes
No
10
Appendix 8

FUNDED
Commission: Other
Corporate Services
Yes
Yes
No
No
Yes
No
11
2015 $ 410,000
2017
Appendix 8

FUNDED
Eastdale Gardens: Asphalt Shingle Replacement Rehabilitation & Maintenance Criteria
Project Description/Comments: Roofs are reaching end of life expectancy.
Yes Yes
No
$0 $0 N/A
No
Yes
No
12
Appendix 8

FUNDED
Winston Court HVAC Distritubtion Piping & Valves Rehabilitation & Maintenance Criteria
Project Description/Comments: Replace HVAC Distribution Piping and valves in all three buildings to prevent flooding due to pitted pipes and ceased water shut off valves as per Peto McCallum report.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: 124 Ontario Street, 22 Gladstone Avenue, 18 Aberdeen
Yes Yes
No
$0 $0 N/A
No
Yes
No
13
2015 $ 457,630
2015
Appendix 8

Project Name: Project Type: Ward: 5 Winston Court HVAC Boiler Rehabilitation & Maintenance Criteria
FUNDED
Project Description/Comments: Replace HVAC Boilers in all three buildings with more energy efficient boilers to reduce heating costs as per Peto McCallum report.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: 124 Ontario Street, 22 Gladstone Avenue, 18 Aberdeen
Yes Yes
No
$0 $0 N/A
No
Yes
No
14
2015 $ 400,000
2015
Appendix 8

FUNDED
Trillium Way Replace Base Board Heaters Rehabilitation & Maintenance Criteria
Project Description/Comments: Replacing original base board heaters with more energy efficient units.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: 170 Trillium Way, Paris
Yes Yes
No
$0 $0 N/A
No
Yes
No
15
2015 $ 51,000
2015
Appendix 8

FUNDED
Yes Yes
No
$0 $0 N/A
No
Yes
No
16
2015 $ 100,000
2015
Appendix 9

$35,000 $35,000 $35,000 $105,000
$35,000 $35,000 $35,000 $105,000
$35,000 $35,000 $35,000 $105,000
1 2 3 4
$35,000 $35,000 $10,000 $25,000 $105,000
17
Appendix 8

Project Name: Project Type: Ward: City Wide Fleet Changeover Rehabilitation & Maintenance Criteria
FUNDED
Project Description/Comments: Lease-end equipment change over for the marked and unmarked police vehicles. This fleet changeover occurs every 3 years for unmarked police vehicles and every 2 years for marked police vehicles. Both marked and unmarked police vehicles are changed over in the same year every 6 years.
Yes
Yes
No
No
Yes
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope 143 POLICE FLEET - CHANGE OVER 35,800 N/A 51,800
18
2015 $ 51,800
2015
143 POLICE FLEET - CHANGE OVER
16,000
Appendix 9

1 2 3 4 5 6 7 8 9 10 11 12 13
$226,042
$19,000 $6,000 $0 $0 $25,000
$40,000 $0 $0 $0 $0 $40,000
$50,000 $24,000 $0 $0 $0 $74,000
$0 $0 $0
19
Appendix 8

Project Name: Project Type: Ward: City Wide Outdoor Map Signs Rehabilitation & Maintenance Criteria
FUNDED
Commission: Community Services Expansion & Growth Economic Vitality and Innovation
Project Description/Comments: Replacement of 12 outdoor map signs throughout Brantford that were completed in 2011. These 4 (w) x 3 (h) signs feature a map of the city and are placed at key attractions and parks. Every 3 to 5 years the map signs require updating and locations need to be reviewed and changed in order to reflect the growth of the community and any changes to streets, attractions, and points of interest. Locations include: Cockshutt Park, Jaycee Park, John Wright Park, Steve Brown Sports Complex, Harmony Square, OLG Casino Brantford, Tim Hortons Garden Avenue Store, Brantford & District Civic Centre, Bell Homestead NHS, Brantford Visitor & Tourism Centre, Wayne Gretzky Sports Centre and Mohawk Park. Signs and mounting systems to be added to the 12 existing locations are: Brantford Municipal Airport, Brantford Transit Terminal, Icomm Drive Parkade, and City Hall.
Yes
Yes
No
No
Yes
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF Other: Other: Capital Funding Envelope 299 OUTDOOR CITY MAP SIGNS 8,039 N/A 50,000 299 OUTDOOR CITY MAP SIGNS 41,961 $ 2015 50,000 Est. Year of Completion: 2016
20
Appendix 8

FUNDED
Sound Console & Wireless Microphones Rehabilitation & Maintenance Criteria Infrastructure High Quality of Life and Caring for All Citizens Commission: Community Services
Project Description/Comments: The sound console for the front of house mix position was purchased in 2006 and wireless microphones were purchased in 2005. Both will be at the end of their design life by 2015. Acceptable audio consoles are specified by artists during the contracting of an event. Any replacement of the current console will need to meet the industry consensus of acceptable consoles for the level of artists performing at the theatre. Project completion by 3Q, 2015
Yes
No
Yes
No
Yes
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope 298 SANDERSON CENTRE 35,000 N/A 60,000 298 SANDERSON CENTRE 25,000 $ 2015 60,000 Est. Year of Completion: 2015
21
Appendix 8

Project Name: Project Type: Ward: 1 Lobby Carpet Replacement Rehabilitation & Maintenance Criteria
FUNDED
Community Services
Project Description/Comments: The lobby carpets in the main lobby, light lock and lower lobby were installed in 1988. These areas receive high traffic and the area is also used for catering. These carpets received smoke and water damage in 2005 in connection with the fire in the neighbouring building that closed the theatre for several weeks for restoration. Replacement of these carpets will allow for property management to conduct inspection and repairs to the concrete slab under the main lobby area once the old carpet has been removed. A replica of the existing carpet colours and layout would then be installed when any concrete repairs are completed. Subject to coordination with Property Management on their component of this project, work is expected to be complete by 3Q, 2015 2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Sanderson Centre, 88 Dalhousie Street
Yes
Yes
No
No
Yes
No
22
Appendix 9

RF 0297 RF 0297
$10,000 $5,000 $0 $0 $0 $15,000
RF 0297 RF 0297
$5,000 $10,000 $0 $0 $0 $15,000
RF 0297 RF 0297
$5,000 $10,000 $0 $0 $0 $15,000
RF 0297 RF 0297
2016 TOTAL
$6,000 $9,000 $0 $0 $0 $15,000
23
Appendix 8

FUNDED
Project Description/Comments: Annual replacement of playground structures throughout the City. Replacement may include swings, teeter todders, climbers, spring toys and associated protective surfacing. Replacement will be based on age and safety, with generally the oldest units in City.
Yes
Yes
No
No
Yes
No
24
2015 $ 165,000
2015
10,000
Appendix 8

FUNDED
Project Description/Comments: Repairs and upgrades to various sports fields: Gretzky, Cockshutt, Bill Little, etc.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Various locations throughout the City, including but not limited to: Gretzky, Cockshutt, and Bill Little
Yes
Yes
No
No
Yes
No
Should reduce repair costs and renovations.
25
2015 $ 110,000
2015
10,000
Appendix 8

FUNDED
Yes
Yes
No
No
Yes
No
26
2015 $ 110,000
2015
10,000
Appendix 8

Project Name: Project Type: Ward: City Wide Aquatics Renovations Rehabilitation & Maintenance Criteria
FUNDED
Project Description/Comments: Repairs to pool equipment and aquatics infrastructure at Woodman, Wayne Gretzky Sports Centre and Earl Haig.
Yes
Yes
No
No
Yes
No
27
2015 $ 110,000
2015
10,000
Appendix 9

1 2 3 4 5 6 7 8 9 10 11
1 2 3 4 5 6 7
RF368 2013 TOTAL
1 2 3 4 5 6 7
RF369 RF360 RF360 RF369 RF369 RF369 RF369
RF368 2014 TOTAL
28
Appendix 9

RF368 2015 TOTAL
$35,000 $35,000 $345,000
1 2 3 4 5 6 7 8 9
$20,000 $50,000 $50,000 $50,000 $30,000 $40,000 $30,000 $40,000 $0 $310,000 $35,000 $0 $0 $35,000 $345,000
RF 368
2016 TOTAL
29
Appendix 9

$267,150
$5,000 $50,000 $50,000 $24,000 $40,000 $40,000 $40,000 $249,000
1 2 3 4 5 6 7 8 9 10
$13,000 $10,000 $50,000 $15,000 $10,000 $32,000 $10,000 $27,150 $50,000 $50,000 $267,150
1 2 3 4 5 6 7 8 9
$13,000 $36,000 $50,000 $15,000 $16,000 $10,000 $27,150 $50,000 $50,000 $267,150
30
Appendix 9

1 2 3 4 5 6 7 8
$15,000 $40,000 $50,000 $15,000 $10,000 $27,150 $50,000 $50,000 $257,150
31

Project Name Balfour Street (Mt. Pleasant St. to Gilkison St.) Sixth Avenue (Whitehead St. to Lida St.) Webling Street (Brighton Ave. to Bishop St.) Iroquois Street (Colborne St. to Mary St.) Salisbury Avenue(Pontiac St. to Tecumseh St.) Baldwin Avenue (River Rd. to Ontario St.) Water/Resurfacing Project Gross Cost 1,246,000 1,022,000 850,000 965,000 461,000 1,286,000 1,359,000 7,189,000 Capital Funding Envelope 741,000 657,000 521,000 634,000 280,000 872,000 3,705,000 Reserve Funds 505,000 365,000 329,000 331,000 181,000 414,000 1,359,000 3,484,000
32
Appendix 8

FUNDED
Balfour Street (Mt. Pleasant St. to Gilkison St.) Rehabilitation & Maintenance Criteria
Project Description/Comments: Due to the age and condition, the existing infrastructure needs to be replaced. TYPE CONDITION RATING YEAR OF LAST CONSTRUCTION Road 13-16 SA 1973 Storm 26 PAN 1931 Sanitary 26-30 PAN 1913 Watermain 26-29 PAN Pre 1920
REMAINING LIFE Next 6 to 10 Years Past Service Life Past Service Life Past Service Life
Yes
Yes
No
No
Yes
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Capital Funding Envelope Capital Funding Envelope 338 ROAD IMPROVEMENTS & PAVEMENT MTCE 336 ANNUAL ROADS PROGRAM 500,000 241,000 N/A 1,246,000
33
2015 $ 1,246,000
2016
255,000 250,000
Appendix 8

FUNDED
Sixth Avenue (Whitehead St. to Lida St.) Rehabilitation & Maintenance Criteria
Project Description/Comments: Due to the age and condition, the existing infrastructure needs to be replaced. TYPE CONDITION RATING YEAR OF LAST CONSTRUCTION Road 7-18 SA 1973-1988 Storm 26 PAN 1951 Sanitary 27 PAN 1951 Watermain 30-33 PAN 1922
Yes
Yes
No
No
Yes
No
34
2015 $ 1,022,000
2016
174,000 191,000
Appendix 8

FUNDED
Webling Street (Brighton Ave. to Bishop St.) Rehabilitation & Maintenance Criteria
Project Description/Comments: Due to the age and condition, the existing infrastructure needs to be replaced. TYPE CONDITION RATING YEAR OF LAST CONSTRUCTION Road 7-18 SA 1970-1983 Storm 26-30 PAN 1925-1931 Sanitary 26-29 PAN 1911-1923 Watermain 26-30 PAN 1922
Yes Yes
No
No
Yes
No
35
2015 $ 850,000
2016
146,000 183,000
Appendix 8

FUNDED
Iroquois Street (Colborne St. to Mary St.) Rehabilitation & Maintenance Criteria
Project Description/Comments: Due to the age and condition, the existing infrastructure needs to be replaced. TYPE CONDITION RATING YEAR OF LAST CONSTRUCTION Road 3-18 SA 1964-1983 Storm 26-29 PAN 1956 Sanitary No Sewer New Sewer Required Watermain 31-32 PAN 1935
Yes Yes
No
No
Yes
No
36
2015 $ 965,000
2016
144,000 187,000
Appendix 8

FUNDED
Salisbury Avenue(Pontiac St. to Tecumseh St.) Rehabilitation & Maintenance Criteria
Project Description/Comments: Due to the age and condition, the existing infrastructure needs to be replaced. TYPE CONDITION RATING YEAR OF LAST CONSTRUCTION Road 9 SA 1973 Storm No Sewer New Sewer Required Sanitary 26 PAN 1973 Watermain 26 PAN Pre 1920
REMAINING LIFE Next 1 to 5 Years Past Service Life Past Service Life
h Tecumse St. Av e. t. Pontiac S
Yes Yes
No
No
Yes
No
S a lis b u ry
37
2015 $ 461,000
2016
65,000 116,000
Appendix 8

FUNDED
Baldwin Avenue (River Rd. to Ontario St.) Rehabilitation & Maintenance Criteria
Project Description/Comments: Due to the age and condition, the existing infrastructure needs to be replaced. TYPE CONDITION RATING YEAR OF LAST CONSTRUCTION Road 14 SA 1979 Storm 30 PAN 1979 Sanitary 26-30 PAN 1952 Watermain 26 PAN 1926
Yes Yes
No
No
Yes
No
38
2015 $ 1,286,000
2016
200,000 214,000
Appendix 8

FUNDED
Yes Yes
No
No
Yes
No
39
2015 $ 1,359,000
2015
250,000 1,109,000
Appendix 8

FUNDED
Yes Yes
No
No
Yes
No
40
2015 $ 130,000
2015
Appendix 8

FUNDED
Yes Yes
No
No
Yes
No
41
2015 $ 400,000
2016
Appendix 8

FUNDED
Yes Yes
No
No
Yes
No
42
2015 $ 3,000,000
2015
3,000,000
Appendix 8

FUNDED
Yes
Yes
No No
Yes
No
43
2015 $ 600,000
2015
600,000
Appendix 8

FUNDED
Yes
Yes
No No
Yes
No
44
2015 $ 375,000
2015
Appendix 8

FUNDED
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Complete Erie & Eagle - ($40k). Colborne & Alfred ($85k), Colborne & Murray - ($85k). Various traffic components for locations to be determined ($15k).
Yes
Yes
No No
Yes
No
45
2015 $ 225,000
2015
Appendix 8

FUNDED
Voltage Conversion/Replacement of Streetlights and Underground Infrastructure (Forest Rd) Rehabilitation & Maintenance Criteria Infrastructure Managed Growth and Environmental Leadership Engineering & Commission: Operational Services
Project Description/Comments: Voltage conversion and replacement of 18 streetlights and underground infrastructure including Forest Road Area. Brantford Power is rebuilding sections of the system in this area, and in order to minimize costs it is prudent for the City to replace the streetlighting infrastructure in the area at the same time. The current system has served us well, but it is aging, equipment is becoming difficult to repair and replace. In time, the costs of maintaining the current system will become prohibitive. Also, the number of outages increases and the reliability of the system suffers. This is not acceptable, especially for our industrial customers who provide jobs for the Community. In 1990 the Public Utilities Commission decided that it was time to start replacing the old system. Since starting the conversion program in 1991, they have rebuilt a different portion of the City each year. The reliability of the system in these areas has increased, reducing the number of outages to which our customers are exposed. This program will continue over the next several years until all of the old 4kV and 8kV systems are fully converted.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Forest Rd, Marvin Ave and Keeler Pl
Yes
Yes
No No
Yes
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope 333 STREET LIGHTING 170,000 N/A 170,000 $ 2015 170,000 Est. Year of Completion: 2015
46
Appendix 8

FUNDED
7th and 8th Avenue Streetlight Replacement Rehabilitation & Maintenance Criteria
Project Description/Comments: Replacement of aging streetlight infrastructure including Seventh and Eighth Avenue (12 streetlights).
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: 7th and 8th Avenue
Yes
Yes
No No
Yes
No
47
2015 $ 80,000
2015
Appendix 8

FUNDED
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Various locations beginning with routes with highest volume of customers.
Yes
Yes
No No
Yes
No
48
2015 $ 50,000
2015
50,000
Appendix 8

FUNDED
Project Description/Comments: Replace three specialized Operation Lift buses.
Yes
Yes
No No
Yes
No
49
2015 $ 330,000
2015
330,000
Appendix 8

FUNDED
Project Description/Comments: Scheduled replacement of two transit buses. All replacement buses meet or exceed the low emissions requirements and are low floor fully accessible. This purchase will increase the number of fully accessible 40 foot buses in the transit fleet.
Yes
Yes
No No
Yes
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope 335 TRANSIT 475,000 N/A 1,200,000
50
2015 $ 1,200,000
2015
725,000
Appendix 8

FUNDED
Yes
Yes
No No
Yes
No
51
2015 $ 790,000
2015
390,000
Appendix 8

FUNDED
Yes
Yes
No No
Yes
No
52
2015 $ 80,000
2015
346 WATER FLEET
80,000
Appendix 8

FUNDED
Yes
Yes
No No
Yes
No
53
2015 $ 450,000
2016
225,000 225,000
Appendix 8

FUNDED
Yes
Yes
No No
Yes
No
54
2015 $ 250,000
2016
352 WATER TREATMENT
250,000
Appendix 8

FUNDED
Yes
Yes
No No
Yes
No
55
2015 $ 600,000
2015
600,000
Appendix 8

FUNDED
Project Description/Comments: Replacement of watermains and/or appurtenances within the water distribution system to ensure water quality is maintained within the Provincial Regulations. The project addresses water quality as well as flow issues that arise within the distribution system. Can involve the replacement of a watermain on an entire street or sections of watermain on various streets. The implications of not completing the project would be non-compliance with the regulationsas administered by the Ministry of the Environment.
Yes
Yes
No No
Yes
No
56
2015 $ 500,000
2015
500,000
Appendix 8

FUNDED
Yes
Yes
No No
Yes
No
57
2015 $ 100,000
2015
352 WATER TREATMENT
100,000
Appendix 8

Project Name: Project Type: Ward: 5 Concrete Crushing Contract Rehabilitation & Maintenance Criteria
FUNDED
Project Description/Comments: Project is required to process (i.e. crush) stockpile of bulky concrete, brick, rubble, etc. accumulated at the landfill site. Crushed materials to be used on site for roads, capital projects, etc. Crushing contracts are required every two years to process accumulated materials.
Yes
Yes
No No
Yes
No
58
2015 $ 250,000
2015
318 LANDFILL SITE
250,000
Appendix 8

Project Name: Project Type: Ward: 5 Scalehouse Replacement Rehabilitation & Maintenance Criteria
FUNDED
Project Description/Comments: Capital funds for the design and construction of a replacement scalehouse and related components at the landfill site.
Yes
Yes
No No
Yes
No
59
2015 $ 950,000
2015
318 LANDFILL SITE
950,000
Appendix 8

FUNDED
Facilities Asset Management Plan - Steve Brown Sports Complex Mechanical Repairs Rehabilitation & Maintenance Criteria Infrastructure Excellence in Governance and Municipal Management Engineering & Commission: Operational Services
Project Description/Comments: Mechanical Repairs to physical plant.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Steve Brown Sports Complex
Yes
Yes
No No
Yes
No
60
2015 $ 320,000
2015
Appendix 8

FUNDED
Facilities Asset Management Plan - Tourism Centre Interior Upgrades Rehabilitation & Maintenance Criteria
Project Description/Comments: Tourism Centre Interior Finishes - Carpet replacement, paint and finishes.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Tourism Centre - Gretzky Parkway
Yes
Yes
No No
Yes
No
61
2015 $ 76,000
2015
Appendix 8

FUNDED
Facilities Asset Management Plan - John Noble Home Upgrades Rehabilitation & Maintenance Criteria
Project Description/Comments: Building and Mechanical Repairs.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: John Noble Home
Yes
Yes
No No
Yes
No
62
2015 $ 250,000
2015
Appendix 8

FUNDED
Facilities Asset Management Plan - Parks and Recreation Storage Building Rehabilitation & Maintenance Criteria
Project Description/Comments: Storage Building Replacement.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Equipment Storage Building at 1 Sherwood Drive
Yes
Yes
No No
Yes
No
63
2015 $ 300,000
2015
Appendix 8

FUNDED
Facilities Asset Management Plan - Library Upgrades Rehabilitation & Maintenance Criteria
Project Description/Comments: Various upgrades to electrical and mechanical and interiors.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Brantford Public Library - Colborne Street
Yes
Yes
No No
Yes
No
64
2015 $ 300,000
2015
Appendix 8

FUNDED
Facilities Asset Management Plan - Various Parks Facilities Upgrades Rehabilitation & Maintenance Criteria
Project Description/Comments: Rehabilitation and maintenance of building and property at various sites.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Various Locations
Yes
Yes
No No
Yes
No
65
2015 $ 254,000
2015
Appendix 8

FUNDED
Project Description/Comments: The proposed 2015 Barrier Free Design projects have been prioritized by the Community Advisory Committee for Disability Issues (CACDI) and include the following projects: Cemeteries $35,000 Parks - Various Sites: $50,000 Fire Hall No.1: $15,000
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Cemeteries, Fire Hall No. 1, Various Parks
Yes
Yes
No No
Yes
No
66
2015 $ 100,000
2015
Appendix 8

FUNDED
Yes
Yes
No No
Yes
No
67
2015 $ 100,000
2015
Appendix 8

FUNDED
Yes
Yes
No
No
$11,000 603310.3205
Yes
No
68
2015 $ 120,000
2015
108,000 12,000
Appendix 8

FUNDED
Yes
Yes
No
No
$3,000 603310.3205
Yes
No
69
2015 $ 100,000
2015
100,000
Appendix 8

FUNDED
Yes Yes
No
No
Yes
No
70
2015 $ 500,000
2015
500,000

Rehabilitation & Maintenance Projects Criteria Pg Year 2016 Corporate Services Finance Finance Minor Capital I Total Finance 7 8 9 10 11 Information Technology Workstation Standardization I Network Extension I IT Asset Management Expansion E JD Edwards Expansion E 2016 IT Master Plan Initiatives O Transfer to Reserve - Information Technology Transfer to Software Reserve Manager of Network & Security Funding Total Information Technology Total Corporate Services Public Health, Safety & Social Services Social Housing Eastdale Gardens Storm Door Replacement I Eastdale Gardens Replace Retaining Walls I Lorne Towers Kitchen Upgrades I Brant Towers Kitchen Upgrades I Albion Towers Cold Water Supply Piping I Total Social Housing Fire Traffic Light Pre-emptions Phase 10 S Fire/Police Joint Communication System (2013) Transfer to Reserrves for Future Fire Equipment Minor Capital Total Fire Project Name Gross Cost Capital Funding Envelope Reserve Fund Debt Other/Third Party Funding
300,000 200,000 100,000 100,000 410,000 1,110,000 1,110,000
8,000 8,000 300,000 200,000 100,000 100,000 410,000 40,000 300,000 50,000 1,500,000 1,508,000
(8,000) (8,000) (40,000) (300,000) (50,000) (390,000) (398,000)
12 13 14 15 16
60,000 90,456 238,500 301,500 179,099 869,555 100,000 105,000 205,000
60,000 90,456 228,544 379,000 100,000 200,000 250,000 105,000 655,000
9,956 301,500 179,099 490,555 (200,000) (250,000) (450,000)
17
18

Rehabilitation & Maintenance Projects Criteria Pg Year Police Services Project Name 1,074,555 Gross Cost Capital Funding Envelope 200,000 112,920 75,000 35,800 100,000 60,000 583,720 1,617,720 Reserve Fund Debt Other/Third Party Funding
19 20 21
22 23 24 25 26-27
Joint Communication System PRIDE System Upgrade Prisoner Transport Vehicle Fleet Changeover Emergency Response Vehicle/Bldg Repairs Minor Capital Total Police Services Total Public Health, Safety & Social Services Community Services Economic Development & Tourism Transfer to Reserve - Outdoor City Map Signs Total Economic Development & Tourism Sanderson Centre I Office Refurbishment I Light Instrument Replacement Minor Capital Total Sanderson Centre Parks & Recreation Playgrounds Renovation S Sports Field Renovations I Arenas Renovations I Aquatics Renovations I Transfer to Reserve (Golf Reallocation) Minor Capital Sports Field Renovations Total Community Services
(200,000) (112,920) (75,000) (35,800) (100,000) (60,000) (583,720) (543,165)
50,000 55,000 15,000 120,000 165,000 110,000 110,000 110,000 345,000 840,000 960,000
8,039 8,039 50,000 40,000 15,000 105,000 155,000 100,000 100,000 100,000 250,000 245,000 950,000 1,063,039
(8,039) (8,039) 15,000 15,000 10,000 10,000 10,000 10,000 (250,000) 100,000 (110,000) (103,039)
Engineering & Operational Services Engineering Administration & Parking 28-29 I Minor Capital Total Engineering Administration & Parking
257,150 257,150
267,150 267,150
(10,000) (10,000)

Rehabilitation & Maintenance Projects Criteria Pg 30-40 41 42 43 Project Name Year Design and construction I Annual Road Reconstruction Program I Pavement Preservation and Preventitive Maintenance I Industrial Roads I Road Restoration and Resurfacing Transfer to Bridges Reserve Total Design and Construction Public Works I Sanitary Sewer Repairs S Sidewalk Repairs and Replacement/New Sidewalks Total Public Works Transportation Services I Traffic System Upgrades I Streetlight Infrastructure Replacement I Operation Lift Bus Replacement Total Transportation Services Fleet Services - Transit Transit Bus Replacements S Total Fleet Services - Transit Fleet Services - Other Fleet Replacements S Fleet Replacements Water Department S Total Fleet Services - Other Water Treatment & Distribution (Non Tax Supported) I Water Meter Program S Building and SCADA Upgrades I Water Service Renewals I Water Quality Watermain Improvements O Private Lead Water Service Pipe Replacement Program Total Water Treatment & Distribution Gross Cost Capital Funding Envelope 3,705,000 130,000 400,000 250,000 4,485,000 375,000 375,000 225,000 250,000 475,000 475,000 475,000 400,000 400,000 Reserve Fund Debt Other/Third Party Funding
7,169,000 130,000 400,000 3,000,000 10,699,000 600,000 375,000 975,000 225,000 250,000 330,000 805,000 1,200,000 1,200,000 790,000 80,000 870,000 450,000 250,000 600,000 500,000 100,000 1,900,000
3,464,000 3,000,000 (250,000) 6,214,000 600,000 600,000 330,000 330,000 725,000 725,000 390,000 80,000 470,000 450,000 250,000 600,000 500,000 100,000 1,900,000
44 45
46 47 48
49
50 51
52 53 54 55 56

Rehabilitation & Maintenance Projects Criteria Pg Project Name Year Property Management I FAMP John Noble Home Upgrades 57
I I
Gross Cost
Capital Funding Envelope 200,000 315,000 100,000 110,000 260,000 380,000 100,000 81,528 100,000 100,000 1,746,528 8,223,678 12,412,437
Reserve Fund
Debt
Other/Third Party Funding
200,000 315,000 100,000 110,000 260,000 380,000 100,000 100,000 100,000 1,665,000 18,371,150 21,515,705
(81,528) (81,528) 10,147,472 9,103,268
58 59 60 61 62 63 64 65
FAMP Market Centre Parkade FAMP Northridge Facility Finishes FAMP Parks & Recreation Office Repairs FAMP Yards/ Traffic Building Upgrades FAMP Earl Haig Parking Lot, Slide & Playground Equipment Repairs FAMP -Airport Fence Repairs FAMP Transfer to Reserve Barrier Free Design Energy Conservation Total Property Management Total Engineering & Operational Services
I I I I I I I
TOTAL 2016 FUNDED REHABILITATION & MAINTENANCE

Pg
Year Criteria 2016
Project Name
Gross Cost
Debt
Community Development Services Planning Downtown Reinvestment Grants Total Planning 66 67 Parks & Recreation New Park Development E Trails/Bikeway Development E Total Parks & Recreation Total Community Development Services Engineering & Operational Services Design and Construction S New Sidewalks 68 Total Design and Construction 69 Transportation Services Satellite Transit Terminal E Total Transportation Services Total Engineering & Operational Services TOTAL 2016 FUNDED GROWTH & EXPANSION
150,000 100,000 250,000 250,000
200,000 200,000 200,000
(200,000) (200,000) 150,000 100,000 250,000 50,000
500,000 500,000 1,600,000 1,600,000 2,100,000 2,350,000
500,000 500,000 1,600,000 1,600,000 2,100,000 2,150,000
200,000

Pg
Year Criteria 2016
Project Name
Gross Cost
Debt
TOTAL 2016 FUNDED PRIORITY & LANDMARK PROJECTS
23,865,705
12,612,437
11,253,268
Appendix 8

FUNDED
Corporate Services
Yes
Yes
No
No
Yes
No
7
2016 $ 300,000
2018
Appendix 8

FUNDED
Corporate Services
Yes
Yes
No
No
Yes
No
Appendix 8

FUNDED
Yes
Yes
No
No
Yes
No
9
2016 $ 100,000
2018
Appendix 8

FUNDED
Corporate Services
Project Description/Comments: JD Edwards is our corporate system supporting Corporate Finance, Purchasing, Human Resources, and Payroll Services. Users across every department work with JDE on a daily basis to manage General Ledger, Budgeting, Purchasing, Accounts Payable, Accounts Receivable, HR and weekly payroll functions. JDE is our central source of financial data with many other core applications integrated. This fund is intended to continuously improve and expand upon the City use of this corporate system.
Yes
Yes
No
No
Yes
No
10
2016 $ 100,000
2018
Appendix 8

FUNDED
Commission: Other
Corporate Services
Yes
Yes
No
No
Yes
No
11
2016 $ 410,000
2018
Appendix 8

FUNDED
Eastdale Gardens Storm Door Replacement Rehabilitation & Maintenance Criteria
Project Description/Comments: Existing doors are deteriorating and will need replacement
Yes Yes
No
No
Yes
No
12
2016 $ 60,000
2016
Appendix 8

FUNDED
Eastdale Gardens Replace Retaining Walls Rehabilitation & Maintenance Criteria
Project Description/Comments: As per Peto McCallum report, retaining wall at rear of property needs to be replaced.
Yes Yes
No
No
Yes
No
13
2016 $ 90,456
2016
Appendix 8

FUNDED
Lorne Towers Kitchen Upgrades Rehabilitation & Maintenance Criteria
Project Description/Comments: The kitchens at Brant and Lorne Towers are all original and are failing. Cupboard doors and drawers are warped and counters are bubbling and peeling.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: 24 Colborne Street
Yes Yes
No
No
Yes
No
14
2016 $ 238,500
2016
Appendix 8

FUNDED
Brant Towers Kitchen Upgrades Rehabilitation & Maintenance Criteria
Project Description/Comments: The kitchens at Brant and Lorne Towers are all original and are failing. Cupboard doors and drawers are warped and counters are bubbling and peeling.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: 5 Fordview
Yes Yes
No
No
Yes
No
15
2016 $ 301,500
2016
Appendix 8

FUNDED
Albion Towers Cold Water Supply Piping Rehabilitation & Maintenance Criteria
Project Description/Comments: Replace the existing cold water supply piping lines and risers.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: 45 Albion Street
Yes Yes
No
No
Yes
No
16
2016 $ 179,099
2016
Appendix 8

FUNDED
Yes Yes
No
$0 $0 N/A
No
Yes
No
17
2016 $ 100,000
2016
Appendix 9

$35,000 $35,000 $35,000 $105,000
$35,000 $35,000 $35,000 $105,000
$35,000 $35,000 $35,000 $105,000
1 2 3 4
$35,000 $35,000 $10,000 $25,000 $105,000
18
Appendix 8

Project Name: Project Type: Ward: 1 Office Refurbishment Rehabilitation & Maintenance Criteria
FUNDED
Commission: Community Services Infrastructure Excellence in Governance and Municipal Management
Project Description/Comments: The administrative offices of the theatre were built in 1988. Refurbishment of the offices will include replacement of carpet, flooring, and plumbing fixtures. Expected completion in 3Q, 2016
Yes
No
Yes
No
Yes
No
19
Appendix 8

FUNDED
Light Instrument Replacement Rehabilitation & Maintenance Criteria Infrastructure High Quality of Life and Caring for All Citizens Commission: Community Services
Project Description/Comments: Migration of lighting systems from incandescent to LED is a multi-phase project. Stage wash lighting that is used for high numbers of hours for dance competitions and work lights will transition to LED fixtures. Costs for LED fixtures are anticipated to continue to drop so that a significant amount of the inventory can be changed in 2016.
Yes
No
No
$1,400 130400.3705
Yes
Yes
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope 298 SANDERSON CENTRE 40,000 N/A 55,000 298 SANDERSON CENTRE 15,000 $ 2016 55,000 Est. Year of Completion: 2016
20
Appendix 9

RF 0297 RF 0297
$10,000 $5,000 $0 $0 $0 $15,000
RF 0297 RF 0297
$5,000 $10,000 $0 $0 $0 $15,000
RF 0297 RF 0297
$5,000 $10,000 $0 $0 $0 $15,000
RF 0297 RF 0297
2016 TOTAL
$6,000 $9,000 $0 $0 $0 $15,000
21
Appendix 8

FUNDED
Project Description/Comments: Annual replacement of playground structures throughout the City. Replacement may include swings, teeter todders, climbers, spring toys and associated protective surfacing. Replacement will be based on age and safety, with generally the oldest units in City.
Yes
Yes
No
No
Yes
No
22
2016 $ 165,000
2016
10,000
Appendix 8

FUNDED
Project Description/Comments: Repairs and upgrades to various sports fields: Gretzky, Cockshutt, Bill Little, etc.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Various locations throughout the City, including but not limited to: Gretzky, Cockshutt, and Bill Little
Yes
Yes
No
No
Yes
No
Should reduce repair costs and renovations.
23
2016 $ 110,000
2016
10,000
Appendix 8

FUNDED
Yes
Yes
No
No
Yes
No
24
2016 $ 110,000
2016
10,000
Appendix 8

Project Name: Project Type: Ward: City Wide Aquatics Renovations Rehabilitation & Maintenance Criteria
FUNDED
Project Description/Comments: Repairs to pool equipment and aquatics infrastructure at Woodman, Wayne Gretzky Sports Centre and Earl Haig.
Yes
Yes
No
No
Yes
No
25
2016 $ 110,000
2016
10,000
Appendix 9

1 2 3 4 5 6 7 8 9 10 11
1 2 3 4 5 6 7
RF368 2013 TOTAL
1 2 3 4 5 6 7
RF369 RF360 RF360 RF369 RF369 RF369 RF369
RF368 2014 TOTAL
26
Appendix 9

RF368 2015 TOTAL
$35,000 $35,000 $345,000
1 2 3 4 5 6 7 8 9
$20,000 $50,000 $50,000 $50,000 $30,000 $40,000 $30,000 $40,000 $0 $310,000 $35,000 $0 $0 $35,000 $345,000
RF 368
2016 TOTAL
27
Appendix 9

$267,150
$5,000 $50,000 $50,000 $24,000 $40,000 $40,000 $40,000 $249,000
1 2 3 4 5 6 7 8 9 10
$13,000 $10,000 $50,000 $15,000 $10,000 $32,000 $10,000 $27,150 $50,000 $50,000 $267,150
1 2 3 4 5 6 7 8 9
$13,000 $36,000 $50,000 $15,000 $16,000 $10,000 $27,150 $50,000 $50,000 $267,150
28
Appendix 9

1 2 3 4 5 6 7 8
$15,000 $40,000 $50,000 $15,000 $10,000 $27,150 $50,000 $50,000 $257,150
29

Project Name Elgin Street (Brock St. to Rawdon St.) Wellington Street (Stanley St. to Puleston St.) Baldwin Avenue (Ontario St. to Erie Ave.) Grand Street (Dundas St. to St. George St.) Margueretta & Cornwall Street (Devon St. to St. Paul Ave.) Joseph Street (Duke St. to Wadsworth St.) Marie Avenue (Complete) Norwich Street (Sherwood Dr. to Colborne St. W.) Marlene Avenue (River Rd. to Pontiac St.) Water/Resurfacing Project Transfer to Annual Roads Reserve Gross Cost 870,000 1,012,000 1,051,000 356,000 867,000 292,000 444,000 505,000 400,000 1,372,000 7,169,000 Capital Funding Envelope 570,000 616,000 683,000 209,000 564,000 168,000 267,000 307,000 269,000 52,000 3,705,000 Reserve Funds 300,000 396,000 368,000 147,000 303,000 124,000 177,000 198,000 131,000 1,372,000 (52,000) 3,464,000
30
Appendix 8

FUNDED
Elgin Street (Brock St. to Rawdon St.) Rehabilitation & Maintenance Criteria
Yes
No No
Yes
Yes
No
31
2016 $ 870,000
2017
134,000 166,000
Appendix 8

FUNDED
Wellington Street (Stanley St. to Puleston St.) Rehabilitation & Maintenance Criteria
Project Description/Comments: Due to the age and condition, the existing infrastructure needs to be replaced. TYPE CONDITION RATING YEAR OF LAST CONSTRUCTION Road 16 SA 1984 Storm 10-12 PAN 1984 (Trunk) Sanitary 26 PAN 1957 Watermain 32 PAN Not Available
REMAINING LIFE Past Service Life 50 Years Remain Past Service Life Past Service Life
Yes
Yes
No
No
Yes
No
32
2016 $ 1,012,000
2017
199,000 197,000
Appendix 8

FUNDED
Baldwin Avenue (Ontario St. to Erie Ave.) Rehabilitation & Maintenance Criteria
Project Description/Comments: Due to the age and condition, the existing infrastructure needs to be replaced. TYPE CONDITION RATING YEAR OF LAST CONSTRUCTION Road 10 SA 1979 Storm 26-28 PAN 1979 Sanitary 26-30 PAN 1952 Watermain 30-33 PAN 1926
Yes Yes
No
No
Yes
No
33
2016 $ 1,051,000
2017
173,000 195,000
Appendix 8

FUNDED
Grand Street (Dundas St. to St. George St.) Rehabilitation & Maintenance Criteria
Project Description/Comments: Due to the age and condition, the existing infrastructure needs to be replaced. TYPE CONDITION RATING YEAR OF LAST CONSTRUCTION REMAINING LIFE Road 5 SA 1972 Past Service Life Storm 26 PAN 1933 Past Service Life Sanitary 29 PAN 1914 Past Service Life Watermain 11 PAN 1972 Need Replacement b/c Mat'l
Yes Yes
No
No
Yes
No
34
2016 $ 356,000
2017
69,000 78,000
Appendix 8

FUNDED
Margueretta & Cornwall Street (Devon St. to St. Paul Ave.) Rehabilitation & Maintenance Criteria
Project Description/Comments: Due to the age and condition, the existing infrastructure needs to be replaced. TYPE CONDITION RATING YEAR OF LAST CONSTRUCTION REMAINING LIFE Road 3-7 SA 1958 Past Service Life Storm 10-14 PAN 1931-1960 (Trunk) 1931 Main Past Service Life Sanitary 16-30 PAN 1920,1939,1960 Past Service Life Watermain 18 PAN Pre 1920-1939 Need Replacement b/c Mat'l
Yes Yes
No
No
Yes
No
35
2016 $ 867,000
2017
158,000 145,000
Appendix 8

FUNDED
Joseph Street (Duke St. to Wadsworth St.) Rehabilitation & Maintenance Criteria
Project Description/Comments: Due to the age and condition, the existing infrastructure needs to be replaced. TYPE CONDITION RATING YEAR OF LAST CONSTRUCTION Road 9 SA Not Available Storm No Sewer New Sewer Required Sanitary 26 PAN 1911 Watermain 26 PAN Pre 1920
REMAINING LIFE Next 1 to 5 Years Past Service Life Past Service Life
Yes Yes
No
No
Yes
No
36
2016 $ 292,000
2017
50,000 74,000
Appendix 8

Project Name: Project Type: Ward: 5 Marie Avenue (Complete) Rehabilitation & Maintenance Criteria
FUNDED
Project Description/Comments: Due to the age and condition, the existing infrastructure needs to be replaced. TYPE CONDITION RATING YEAR OF LAST CONSTRUCTION Road 2-4 SA Not Available Storm 26 PAN 1959 Sanitary 26 PAN 1959 Watermain 28 PAN 1959
Yes Yes
No
No
Yes
No
37
2016 $ 444,000
2017
90,000 87,000
Appendix 8

FUNDED
Norwich Street (Sherwood Dr. to Colborne St. W.) Rehabilitation & Maintenance Criteria
Project Description/Comments: Due to the age and condition, the existing infrastructure needs to be replaced. TYPE CONDITION RATING YEAR OF LAST CONSTRUCTION Road 13-14 SA 1972 Storm 26 PAN 1922 Sanitary 26-29 PAN 1914 Watermain 26 PAN Pre 1920
Yes Yes
No
No
Yes
No
38
2016 $ 505,000
2017
87,000 111,000
Appendix 8

FUNDED
Marlene Avenue (River Rd. to Pontiac St.) Rehabilitation & Maintenance Criteria
Project Description/Comments: Due to the age and condition, the existing infrastructure needs to be replaced. TYPE CONDITION RATING YEAR OF LAST CONSTRUCTION Road 6 SA Not Available Storm 16 PAN 1959 (Trunk) Sanitary 14 PAN 1959 (Trunk) Watermain 26 PAN 1959
REMAINING LIFE Past Service Life 30 Years Remain 50 Years Remain Past Service Life
Yes Yes
No
No
Yes
No
39
2016 $ 400,000
2017
56,000 75,000
Appendix 8

FUNDED
Yes Yes
No
No
Yes
No
40
2016 $ 1,372,000
2016
250,000 1,122,000
Appendix 8

FUNDED
Yes Yes
No
No
Yes
No
41
2016 $ 130,000
2016
Appendix 8

FUNDED
Yes Yes
No
No
Yes
No
42
2016 $ 400,000
2017
Appendix 8

FUNDED
Yes Yes
No
No
Yes
No
43
2016 $ 3,000,000
2016
3,000,000
Appendix 8

FUNDED
Yes
Yes
No No
Yes
No
44
2016 $ 600,000
2016
600,000
Appendix 8

FUNDED
Yes
Yes
No No
Yes
No
45
2016 $ 375,000
2016
Appendix 8

FUNDED
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: $140,000 for West/Henry/Clarence, $50,000 for Dalhousie & Rawdon (underground) and $35,000 various components (Detection, backup power supplies etc.)
Yes
Yes
No No
Yes
No
46
2016 $ 225,000
2016
Appendix 8

FUNDED
Streetlight Infrastructure Replacement Rehabilitation & Maintenance Criteria
Project Description/Comments: Replacement of aging streetlight infrastructure
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Downtown street lights ($200,000); Ashgrove lighting design ($50,000)
Yes
Yes
No No
Yes
No
47
2016 $ 250,000
2016
Appendix 8

FUNDED
Project Description/Comments: Replace three specialized Operation Lift buses.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Operation lift
Yes
Yes
No No
Yes
No
48
2016 $ 330,000
2016
330,000
Appendix 8

FUNDED
Project Description/Comments: Scheduled replacement of two transit buses. All replacement buses meet or exceed the low emissions requirements and are low floor fully accessible. This purchase will increase the number of fully accessible 40 foot buses in the transit fleet.
Yes
Yes
No No
Yes
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope 335 TRANSIT 475,000 N/A 1,200,000
49
2016 $ 1,200,000
2016
725,000
Appendix 8

FUNDED
Yes
Yes
No No
Yes
No
50
2016 $ 790,000
2016
390,000
Appendix 8

FUNDED
Yes
Yes
No No
Yes
No
51
2016 $ 80,000
2016
346 WATER FLEET
80,000
Appendix 8

FUNDED
Yes
Yes
No No
Yes
No
52
2016 $ 450,000
2017
225,000 225,000
Appendix 8

FUNDED
Yes
Yes
No No
Yes
No
53
2016 $ 250,000
2017
352 WATER TREATMENT
250,000
Appendix 8

FUNDED
Yes
Yes
No No
Yes
No
54
2016 $ 600,000
2016
600,000
Appendix 8

FUNDED
Yes
Yes
No No
Yes
No
55
2016 $ 500,000
2016
500,000
Appendix 8

FUNDED
Yes
Yes
No No
Yes
No
56
2016 $ 100,000
2016
352 WATER TREATMENT
100,000
Appendix 8

FUNDED
Facilities Asset Management Plan - John Noble Home Upgrades Rehabilitation & Maintenance Criteria
Project Description/Comments: Building and Mechanical Repairs.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: John Noble Home
Yes
Yes
No No
Yes
No
57
2016 $ 200,000
2016
Appendix 8

FUNDED
Facilities Asset Management Plan - Market Centre Parkade Repairs Rehabilitation & Maintenance Criteria
Project Description/Comments: Market Centre Parkade - Parking deck and interior repairs
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Market Centre Parkade
Yes
Yes
No No
Yes
No
58
2016 $ 315,000
2016
Appendix 8

FUNDED
Facilities Asset Management Plan - Northridge Facility finishes Rehabilitation & Maintenance Criteria
Project Description/Comments: Northridge Golf Course - Carpet replacement, paint and finishes.
Yes
Yes
No No
Yes
No
59
2016 $ 100,000
2016
Appendix 8

FUNDED
Facilities Asset Management Plan - Parks & Recreation Office Repairs Rehabilitation & Maintenance Criteria
Project Description/Comments: Parks & Recreation office repairs
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Parks & Recreation office - Sherwood Drive
Yes
Yes
No No
Yes
No
60
2016 $ 110,000
2016
Appendix 8

FUNDED
Facilities Asset Management Plan - Yards/Traffic Building Upgrades Rehabilitation & Maintenance Criteria
Project Description/Comments: Yards/Traffic Building Upgrades
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: City Yards
Yes
Yes
No No
Yes
No
61
2016 $ 260,000
2016
Appendix 8

FUNDED
Facilities Asset Management Plan - Earl Haig Parking Lot, Slide & Playground Equipment Repairs Rehabilitation & Maintenance Criteria Infrastructure Excellence in Governance and Municipal Management Engineering & Commission: Operational Services
Project Description/Comments: Earl Haig Parking Lot and Slide/Playground equipment repairs.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Earl Haig
Yes
Yes
No No
Yes
No
62
2016 $ 380,000
2016
Appendix 8

FUNDED
Facilities Asset Management Plan - Airport Fence Repairs Rehabilitation & Maintenance Criteria
Project Description/Comments: Airport - repair fence.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Airport
Yes
Yes
No No
Yes
No
63
2016 $ 100,000
2016
Appendix 8

FUNDED
Project Description/Comments: The proposed 2016 Barrier Free Design projects have been prioritized by the Community Advisory Committee for Disability Issues (CACDI) and include the following projects: Playground modifications - Prince Charles Park $60,000, Cemetary Access modifications - $40,000
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Prince Charles Park, Cemeteries
Yes
Yes
No No
Yes
No
64
2016 $ 100,000
2016
Appendix 8

FUNDED
Yes
Yes
No No
Yes
No
65
2016 $ 100,000
2016
Appendix 8

FUNDED
Yes
Yes
No
No
$11,000 603310.3205
Yes
No
66
2016 $ 150,000
2016
138,000 12,000
Appendix 8

FUNDED
Yes
Yes
No
No
$3,000 603310.3205
Yes
No
67
2016 $ 100,000
2016
100,000
Appendix 8

FUNDED
Yes Yes
No
No
Yes
No
68
2016 $ 500,000
2016
500,000
Appendix 8

Project Name: Project Type: Ward: 4 Satellite Transit Terminal Growth & Expansion Criteria
FUNDED
Engineering & Commission: Operational Services Expansion & Growth High Quality of Life and Caring for All Citizens
Project Description/Comments: Construct a satellite Transit Terminal that will alleviate the pressure of the Downtown Transit Terminal. The satellite Transit Terminal is expected to be constructed at or near the Lynden Park Mall. Annual costs associated with on-going cost to maintain terminal and part time staff.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: North end of city near or at Lynden Park Mall
Yes
Yes
No No
$20,000
Yes
No
69
2016 $ 1,600,000
2016
324 FED GAS TAX RESERVE ACCOUNT 301 TRANSIT - DEVELOPMENT CHARGES
1,500,000 100,000
2012 - 2016 UNFUNDED PROJECT SUMMARY

Page Rank Project Name Year Proposed Criteria Factor Project Type Gross Cost Unfunded Amount Priority Level Overall Ranking
Public Health, Safety & Social Services

John Noble Home 4 5 6 1 Freezer/Refridgerator in Dietary Department 2 Air Conditioning / Handling Unit 3 Strategic Plan Library 7 1 New Branch Library 2016 Expansion & Growth Growth & Expansion 6,650,000 5,000,000 3 32 2012 2012 2013 Infrastructure Maintenance Infrastructure Maintenance Expansion & Growth Rehabilitation & Maintenance Rehabilitation & Maintenance Growth & Expansion 130,000 155,000 80,000 93,210 111,135 57,360 2 2 3 20 20 32
Community Development
Planning 8 9 10 11 12 1 Downtown Streetscape Renewal 2 Heritage Master Plan 3 Downtown Streetscape Renewal 4 Downtown Streetscape Renewal 5 Downtown Heritage Conservation District Study Parks & Recreation 13 14 15 16 17 18 19 20 21 22 23 24 25 26 Golf 27 28 29 30 31 32 33 1 Course Renovations - Northridge 2 Balmoral Drive Netting & 18th Tee Relocation 3 Drainage Tiles-Northridge Golf Course 4 Course Renovations - Northridge 5 Course Renovations - Northridge 6 Course Renovations - Northridge 7 Course Renovations - Northridge 2012 2012 2012 2013 2014 2015 2016 Infrastructure Maintenance Safety/Health Infrastructure Maintenance Infrastructure Maintenance Infrastructure Maintenance Infrastructure Maintenance Infrastructure Maintenance Rehabilitation & Maintenance Rehabilitation & Maintenance Rehabilitation & Maintenance Rehabilitation & Maintenance Rehabilitation & Maintenance Rehabilitation & Maintenance Rehabilitation & Maintenance 100,000 50,000 60,000 50,000 50,000 50,000 50,000 100,000 50,000 60,000 50,000 50,000 50,000 50,000 2 2 2 2 2 2 2 20 20 20 20 20 20 20 1 Parks & Recreation Parking Lot 2 Shallow Creek Gabion Walkway Renewal 3 Bell Homestead Parking Lot 4 Steve Brown Bleachers 5 Dufferin Tennis Court Renovations 6 Multi Purpose Pads 7 TB Costain Entrance Improvements 8 B. Little Field Lighting 9 Mohawk Pavilion Air Conditioning 10 Lorne Park Phase 2 11 Woodman Community Centre 12 Southwest Community Centre 13 Mohawk Park Playground Structure Replacement 14 Woodman Community Centre Renovations 2012 2012 2012 2012 2012 2012 2012 2012 2013 2013 2013 2013 2013 2014 Infrastructure Maintenance Infrastructure Maintenance Infrastructure Maintenance Infrastructure Maintenance Infrastructure Maintenance Expansion & Growth Expansion & Growth Expansion & Growth Infrastructure Maintenance Expansion & Growth Expansion & Growth Expansion & Growth Infrastructure Maintenance Infrastructure Maintenance Rehabilitation & Maintenance Rehabilitation & Maintenance Rehabilitation & Maintenance Rehabilitation & Maintenance Rehabilitation & Maintenance Growth & Expansion Growth & Expansion Growth & Expansion Rehabilitation & Maintenance Growth & Expansion Priority & Landmark Priority & Landmark Priority & Landmark Growth & Expansion 75,000 125,000 200,000 200,000 200,000 200,000 750,000 200,000 75,000 200,000 1,500,000 8,000,000 250,000 750,000 75,000 125,000 200,000 200,000 200,000 200,000 750,000 200,000 75,000 200,000 1,500,000 8,000,000 250,000 750,000 2 2 2 2 2 2 2 2 2 2 2 2 2 2 28 28 28 28 28 17 17 17 28 17 17 17 28 17 2013 2012 2014 2015 2013 Infrastructure Maintenance Expansion & Growth Infrastructure Maintenance Infrastructure Maintenance Expansion & Growth Rehabilitation & Maintenance Growth & Expansion Rehabilitation & Maintenance Rehabilitation & Maintenance Growth & Expansion 500,000 175,000 500,000 500,000 125,000 250,000 175,000 500,000 500,000 125,000 3 2 3 3 3 31 28 31 31 31
2012-2016 UNFUNDED PROJECT SUMMARY

Page Rank Project Name Year Proposed Criteria Factor Project Type Gross Cost Unfunded Amount Priority Level Priority Level
Engineering & Operational Services

34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 1 Greenwich St. Sanitary/ Siphon (Glenwood Drive to Siphon) 2 Sidewalk Repair 3 Fleet Replacements 4 New Traffic Signals & Intersection Pedestrian Signal 5 Genset Emergency Power System 6 Colborne/Dalhousie Downtown Core (Clarence to Brant) Phase-1 7 Storm Water Retention Ponds 8 Streetlight Energy Reduction 9 Ashgrove Streetlighting Design 10 Downtown Streetlight Conversion (phase 1) 11 Johnson Rd / County Rd 18 Intersection Improvements 12 Works Storage Garage (Expansion) 13 Brantford Airport T Hangar Installation 14 Ava Road Bridge Rehabilitation 15 Sidewalk Repair 16 Fleet Replacements 17 New Traffic Signals & Intersection Pedestrian Signal 18 Colborne/Dalhousie Downtown Core (Clarence to Brant) Phase-2 19 Brant Ave. (St. Paul to Colborne) Phase-1 20 Storm Water Retention Ponds 21 Ashgrove Streetlight Replacement (phase 1) 22 Downtown Streetlight Conversion (phase 2) 23 Parking Garage Design @ Transit Terminal 24 Garden Avenue Drain under Drainage Act 25 Sidewalk Repair 26 Fleet Replacements 27 New Traffic Signals & Intersection Pedestrian Signal 28 Brant Ave. (St. Paul to Colborne) Phase-2 29 Storm Water Retention Ponds 30 Voltage Conversion / Replacement of Streetlights & Underground Infrastructure (Farringford/Pusey) 31 Ashgrove Streetlight Replacement (Phase 2) 32 Downtown Streetlight Conversion (phase 3) 2012 2012 2012 2012 2012 2012 2012 2012 2012 2012 2012 2012 2012 2013 2013 2013 2013 2013 2013 2013 2013 2013 2013 2014 2014 2014 2014 2014 2014 2014 Safety/Health Safety/Health Safety/Health Safety/Health Safety/Health Infrastructure Maintenance Infrastructure Maintenance Infrastructure Maintenance Infrastructure Maintenance Infrastructure Maintenance Expansion & Growth Expansion & Growth Expansion & Growth Safety/Health Safety/Health Safety/Health Safety/Health Infrastructure Maintenance Infrastructure Maintenance Infrastructure Maintenance Infrastructure Maintenance Infrastructure Maintenance Expansion & Growth Mandatory Safety/Health Safety/Health Safety/Health Infrastructure Maintenance Infrastructure Maintenance Infrastructure Maintenance Rehabilitation & Maintenance Rehabilitation & Maintenance Rehabilitation & Maintenance Growth & Expansion Growth & Expansion Rehabilitation & Maintenance Rehabilitation & Maintenance Rehabilitation & Maintenance Rehabilitation & Maintenance Rehabilitation & Maintenance Growth & Expansion Growth & Expansion Growth & Expansion Rehabilitation & Maintenance Rehabilitation & Maintenance Rehabilitation & Maintenance Growth & Expansion Rehabilitation & Maintenance Rehabilitation & Maintenance Rehabilitation & Maintenance Rehabilitation & Maintenance Rehabilitation & Maintenance Priority & Landmark Rehabilitation & Maintenance Rehabilitation & Maintenance Rehabilitation & Maintenance Growth & Expansion Rehabilitation & Maintenance Rehabilitation & Maintenance Rehabilitation & Maintenance 3,000,000 300,000 750,000 160,000 120,000 2,000,000 100,000 50,000 50,000 280,000 633,000 300,000 250,000 2,500,000 300,000 750,000 160,000 2,000,000 3,500,000 100,000 329,000 280,000 1,920,000 3,000,000 300,000 750,000 160,000 3,500,000 100,000 60,000 3,000,000 300,000 750,000 160,000 120,000 2,000,000 100,000 50,000 50,000 280,000 422,000 300,000 250,000 2,500,000 300,000 750,000 160,000 2,000,000 3,500,000 100,000 329,000 280,000 1,920,000 3,000,000 300,000 750,000 160,000 3,500,000 100,000 60,000 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2014 2014 Infrastructure Maintenance Infrastructure Maintenance Rehabilitation & Maintenance Rehabilitation & Maintenance 322,000 280,000 322,000 280,000 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20
64 65
2 2
20 20
2012-2016 UNFUNDED PROJECT SUMMARY

Page 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 Rank Project Name Year Proposed 2014 2014 2014 2015 2015 2015 2015 2015 2015 2015 2015 2015 2015 2015 2015 2016 2016 2016 2016 2016 2016 2016 2016 Criteria Factor Expansion & Growth Expansion & Growth Expansion & Growth Safety/Health Safety/Health Safety/Health Infrastructure Maintenance Infrastructure Maintenance Infrastructure Maintenance Infrastructure Maintenance Infrastructure Maintenance Expansion & Growth Expansion & Growth Expansion & Growth Expansion & Growth Safety/Health Safety/Health Safety/Health Infrastructure Maintenance Infrastructure Maintenance Infrastructure Maintenance Expansion & Growth Expansion & Growth Project Type Growth & Expansion Growth & Expansion Priority & Landmark Rehabilitation & Maintenance Rehabilitation & Maintenance Growth & Expansion Rehabilitation & Maintenance Rehabilitation & Maintenance Rehabilitation & Maintenance Rehabilitation & Maintenance Rehabilitation & Maintenance Growth & Expansion Growth & Expansion Growth & Expansion Growth & Expansion Rehabilitation & Maintenance Rehabilitation & Maintenance Growth & Expansion Rehabilitation & Maintenance Rehabilitation & Maintenance Rehabilitation & Maintenance Growth & Expansion Growth & Expansion Gross Cost 4,000,000 4,000,000 24,000,000 300,000 750,000 160,000 3,500,000 100,000 350,000 280,000 60,000 2,500,000 5,500,000 4,000,000 450,000 300,000 750,000 160,000 100,000 322,000 280,000 2,500,000 3,500,000 Unfunded Amount 4,000,000 4,000,000 24,000,000 300,000 750,000 160,000 3,500,000 100,000 350,000 280,000 60,000 2,500,000 5,500,000 4,000,000 450,000 300,000 750,000 160,000 100,000 322,000 280,000 2,500,000 3,500,000 Priority Level Priority Level
33 Veterans Memorial Pkwy. (Mt. Pleasant to Erie Ave) Phase-1 34 Shellard Lane (W City Limit to Colborne St W.) Phase-1 35 Construct Parking Garage at Transit Terminal 36 Sidewalk Repair 37 Fleet Replacements 38 New Traffic Signals & Intersection Pedestrian Signal 39 Brant Ave. (St. Paul to Colborne St.) Phase-3 40 Storm Water Retention Ponds 41 Ashgrove Streetlight Replacement (Phase 3) 42 Downtown Streetlight Conversion (phase 4) 43 Replacement of Pylon Advertising Signs 44 Clarence St. (Colborne St to West St) Phase-1 45 Veterans Memorial Pkwy. (Mt. Pleasant St to Erie Ave) Phase-2 46 Shellard Lane (W City Limit to Colborne St W) Phase-2 47 Brantford Airport T Hangar Installation 48 Sidewalk Repair 49 Fleet Replacements 50 New Traffic Signals & Intersection Pedestrian Signal 51 Storm Water Retention Ponds 52 Ashgrove Streetlight Replacement (Phase 4) 53 Downtown Streetlight Conversion (phase 5) 54 Clarence St. (Colborne St to West St) Phase-2 55 Shellard Lane (West City Limit to Colborne St. W.) Phase-3 Total Unfunded Projects
2 2 3 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2
20 20 31 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20
108,116,000
105,901,705
Appendix 8

UNFUNDED
Public Health, Safety & Commission: Social Services Infrastructure Commission Ranking: 1
John Noble Home - Freezer/Refridgerator in Dietary Department Rehabilitation & Maintenance Criteria
Project Description/Comments: The Home needs to replace one of its two aging freezer/refrigerators. They are 25 years old and now require frequent servicing to keep functioning. The current models are environmentally inefficient and are separate in function. A replacement model will have the refrigeration component attached to the freezer thereby conserving the energy to operate and will reduce the temperature change when open for extended periods of time for filling and stock taking. In 2011 the Home spent approx. $4,000 in repairs to this unit and these costs contnue to rise as breakdowns occur.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: 97 Mount Pleasant Street
Yes
Yes
Yes
No
No
$0 $0 N/A
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope No Available Funding Source Identified (City Portion 71.7%) Total Financing 93,210 130,000 COUNTY (28.3%) 36,790 $ 2012 130,000 Est. Year of Completion: 2012
Appendix 8

UNFUNDED
Public Health, Safety & Commission: Social Services Infrastructure Commission Ranking: 2
John Noble Home - Air Conditioning/Handling Unit Rehabilitation & Maintenance Criteria
Project Description/Comments: The current air handler needing replacement is 20+ years old. It is now unreliable and experiencing costly repairs on an annual basis. This unit provides the air exchange and air conditioning for a large part of the Home (Business Office, lobby, Activation/Recreation, Nutrition Services, Main Dining Room, Chapel and the Day & Stay Centre). Although the area covered by this system falls outside the current redevelopment project, a decision was made to incorporate this replacement during the Phase 3 redevelopment due to the close proximity of this area of the Home to the new tower being built. In the most recent mechanical estimate it was determined that the previous cost estimate covered a refurbished unit without the energy recovery component. To include a new unit and the energy recovery component, an additional $155,000 is needed. Since the area covered by this unit is extensive, it has been recommended that the energy recovery component be included noting efficiencies will offset the cost within 8 years. 2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: 97 Mount Pleasant Street
Yes
Yes
Yes
No
No
$0 $0 N/A
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope No Available Funding Source Identified (City Portion 71.7%) Total Financing CRITERIA FACTOR: M - Mandatory, S - Safety, I - Infrastructure, E - Expansion and Growth, O - Other 111,135 155,000 COUNTY (28.3%) 43,865 $ 2012 155,000 Est. Year of Completion: 2012
Appendix 8

UNFUNDED
Public Health, Safety & Commission: Social Services Expansion & Growth Commission Ranking: 3
John Noble Home - Strategic Plan Growth & Expansion Criteria
Project Description/Comments: The Home is at a stage in the development process that will lead to new opportunities. At the end of 2012 the home will have a vacant unit that will be redundant to use of long term care. The Home is situation on 12 acres of land not all of which are developed. There are potential revenue generating projects that could be identified and projected into future budgets for the Home. A formal process of investigation and designing a five to ten year plan for the home will assist the home in strategically aligning itself with the community needs and with a plan in response to these needs. There is great potential for the home to be the hub for coordination and provision of these services. There are many opportunities to partner with other community service providers to develop supportive housing programs. 2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: 97 Mount Pleasant Street
Yes
Yes
Yes
No
No
$0 $0 N/A
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope No Available Funding Source Identified (City Portion 71.7%) Total Financing CRITERIA FACTOR: M - Mandatory, S - Safety, I - Infrastructure, E - Expansion and Growth, O - Other 57,360 80,000 COUNTY (28.3%) 22,640 $ 2013 80,000 Est. Year of Completion: 2013
Appendix 8

Project Name: Project Type: Ward: 1 New Branch Library Growth & Expansion Criteria
UNFUNDED
Commission: Community Services Expansion & Growth Commission Ranking: 1
Project Description/Comments: In 2009 the Brantford Public Library Board undertook a Feasibility Study for Expanded Library Services. The Library Board has approved the recommendations as put forward in the Library Feasibility Study for Expansion. Those recommendations include a new service point of approximately 13,700 square feet in the south end of the City. A new branch library is included in the most recent development charges study. A significant portion of the cost of this project is eligible for development charges funding. However, based on current forecasts, the development charges reserve fund will not contain sufficient funds to fund the entire eligible portion. The amount included below from Development charges is the amount forecasted to be in the reserve fund in 2016. The Brantford Public Library Board and Management have been involved in the planning process for a shared facility. For the purpose of costing the project, the amount estimated in the 2009 feasibility study has been used. The cost estimate is based on a stand alone facility. A shared facility would likely result in a reduced cost to the Library share of the project. 2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: TBD
Yes
Yes
Yes
No
No
$0 $0 N/A
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope No Available Funding Source Identified Total Financing CRITERIA FACTOR: M - Mandatory, S - Safety, I - Infrastructure, E - Expansion and Growth, O - Other 5,000,000 6,650,000 THIRD PARTY FUNDING 550,000 223 DEVELOPMENT CHARGES - LIBRARY 1,100,000 $ 2016 6,650,000 Est. Year of Completion: 2017
Appendix 8

Project Name: Project Type: Ward: 1&2
UNFUNDED
Downtown Streetscape Renewal Rehabilitation & Maintenance Criteria Infrastructure Commission: Commission Ranking: Community Services 1
Project Description/Comments: Reconstruction of major streetscape elements within the Downtown Core along streets other than Dalhousie and Colborne Streets which will be reconstructed. The public infrastructure (streetlights, furniture, planters, pavements, etc.) will need to be consistent through-out the Downtown. The streetscape elements along Downtown streets are in very poor condition and need renewal. The Downtown Streetscape Design Study, currently underway in partnership with the Downtown BIA and Laurier Brantford, will identify the major streetscape elements and standards and identify priority areas for reconstruction. The work may be eligible for funding under the OMAFRA RED Program to the amount of approximately $250,000. 2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Downtown Core in Wards 1 and 2
Yes
Yes
Yes
No
No
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope No Available Funding Source Identified Total Financing 250,000 500,000 PROVINCIAL FUNDING 250,000 $ 2013 500,000 Est. Year of Completion: 2014
Appendix 8

Project Name: Project Type: Ward: City Wide Heritage Master Plan Growth & Expansion Criteria
UNFUNDED
Commission: Expansion & Growth Commission Ranking:
Community Services 2
Project Description/Comments: Brantford has a rich and unique cultural history dating back 11,000 years. However, there is no strategy in place to manage heritage resources that are significant to the community. Heritage conservation can save and enhance the key components of Brantford's identity, make the community more attractive to visitors and improve the quality of life for local residents. The heritage master plan will result in an action plan detailing how the community will conserve its heritage assets as well as identify the role that heritage will play in the Community's future development. The heritage master plan will identify important heritage resources and cultural landscapes, review current programs and procedures, review Official Plan policies and related development regulations that impact on heritage conservation, identify priorities, strategies, best management practices, required resources and timelines. Public consultation will be an integral component to the preparation of the master plan 2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: City-wide
Yes
Yes
Yes
No
No
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope No Available Funding Source Identified Total Financing CRITERIA FACTOR: M - Mandatory, S - Safety, I - Infrastructure, E - Expansion and Growth, O - Other 175,000 175,000 $ 2012 175,000 Est. Year of Completion: 2014
Appendix 8

UNFUNDED
Project Description/Comments: Reconstruction of major streetscape elements within the Downtown Core along streets other than Dalhousie and Colborne Streets which will be reconstructed. The public infrastructure (streetlights, furniture, planters, pavements, etc.) will need to be consistent through-out the Downtown. The streetscape elements along Downtown streets are in very poor condition and need renewal. The Downtown Streetscape Design Study, currently underway in partnership with the Downtown BIA and Laurier Brantford, will identify the major streetscape elements and standards and identify priority areas for reconstruction.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Downtown Core in Wards 1 and 2
Yes
Yes
No
No
Yes
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope No Available Funding Source Identified Total Financing CRITERIA FACTOR: M - Mandatory, S - Safety, I - Infrastructure, E - Expansion and Growth, O - Other 500,000 500,000
10
2014 $ 500,000
2015
Appendix 8

UNFUNDED
Project Description/Comments: Reconstruction of major streetscape elements within the Downtown Core along streets other than Dalhousie and Colborne Streets which will be reconstructed. The public infrastructure (streetlights, furniture, planters, pavements, etc.) will need to be consistent through-out the Downtown. The streetscape elements along Downtown streets are in very poor condition and need renewal. The Downtown Streetscape Design Study, currently underway in partnership with the Downtown BIA and Laurier Brantford, will identify the major streetscape elements and standards and identify priority areas for reconstruction.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Downtown Core in Wards 1 and 2
Yes
No No
Yes
Yes
No
11
2015 $ 500,000
2016
Appendix 8

UNFUNDED
Downtown Heritage Conservation District Study Growth & Expansion Criteria Expansion & Growth Commission: Commission Ranking: Community Services 5
Project Description/Comments: Prepare a heritage district study and a heritage conservation district plan in accordance with the requirements of the Ontario Heritage Act. This work could result in either the creation of a new heritage district or the expansion of the existing Victoria Park Square Heritage District. The plan will result in design guidelines that will ensure that new development or change within the district will be sensitive and compatible to significant heritage attributes. The Heritage Conservation District Plan will assist in the conservation of significant heritage elements in the downtown core and provide Council with greater design control to ensure higher quality and sensitive development or redevelopment within the designated heritage conservation district. 2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Downtown Core in Wards 1 and 2
Yes
Yes
No
No
No
Yes
12
2013 $ 125,000
2013
Appendix 8

UNFUNDED
Parks & Recreation Parking Lot Rehabilitation & Maintenance Criteria Infrastructure Commission: Community Services Commission Ranking: 1
Project Description/Comments: Repair/Rehabilitate Parking Lot at Parks & Recreation Main Office
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: 1 Sherwood Drive
Yes
Yes
Yes
No
No
No
13
2012 $ 75,000
2012
Appendix 8

UNFUNDED
Shallow Creek Gabion Walkway Renewal Rehabilitation & Maintenance Criteria Infrastructure Commission: Community Services Commission Ranking: 2
Project Description/Comments: Shallow Creek Park is located on the north side of the Mohawk Canal off of Alfred Street - repairs to gabion wall at the creek's edge.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Shallow Creek Park, Alfred Street at the Mohawk Canal
Yes
Yes
Yes
No
No
No
14
2012 $ 125,000
2012
Appendix 8

Project Name: Project Type: Ward: 1 Bell Homestead Parking Lot Rehabilitation & Maintenance Criteria
UNFUNDED
Commission: Community Services Infrastructure Commission Ranking: 3
Project Description/Comments: Rehabilitation of Bell Homestead parking lot
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Bell Homestead National Historic Site, Tutela Heights Road
Yes
Yes
Yes
No
No
No
15
2012 $ 200,000
2012
Appendix 8

Project Name: Project Type: Ward: 1 Steve Brown Bleachers Rehabilitation & Maintenance Criteria
UNFUNDED
Commission: Community Services Infrastructure Commission Ranking: 4
Project Description/Comments: Steve Brown bleachers do not currently comply to code. Repairs will depend on consulting engineer, bleachers could be retrofitted or ultimately replaced.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Steve Brown/Lions Park
Yes
Yes
Yes
No
No
No
16
2012 $ 200,000
2012
Appendix 8

UNFUNDED
Dufferin Tennis Court Renovations Rehabilitation & Maintenance Criteria Infrastructure Commission: Community Services Commission Ranking: 5
Project Description/Comments: Dufferin Tennis Courts renovation
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Dufferin Ave
Yes
Yes
Yes
No
No
No
17
2012 $ 200,000
2012
Appendix 8

Project Name: Project Type: Ward: City Wide Multi Purpose Pads Growth & Expansion Criteria
UNFUNDED
Project Description/Comments: Develop hard surface play areas for boarding, trikes, basketball, etc.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Location to be determined based on need and Community interest
Yes
Yes
Yes
No
No
No
18
2012 $ 200,000
2012
Appendix 8

UNFUNDED
TB Costain Entrance Improvements Growth & Expansion Criteria Expansion & Growth Commission: Community Services Commission Ranking: 7
Project Description/Comments: Redevelop the entrance at TB Costain/SC Johnson Community Centre to make it more accessible and inviting to the Community. Create additional office and storage space as required.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: TB Costain/SC Johnson Community Centre, 16 Morrell St
Yes
Yes
Yes
No
No
No
19
2012 $ 750,000
2012
Appendix 8

Project Name: Project Type: Ward: 1 B. Little Field Lighting Growth & Expansion Criteria
UNFUNDED
Project Description/Comments: Field lighting for Bill Little field
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Bill Little Park, Spalding Drive
Yes
Yes
Yes
No
No
No
20
2012 $ 200,000
2012
Appendix 8

UNFUNDED
Mohawk Pavilion Air Conditioning Rehabilitation & Maintenance Criteria Infrastructure Commission: Community Services Commission Ranking: 9
Project Description/Comments: Mohawk Pavilion air conditioning
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Mohawk Pavilion, Lynnwood Drive
Yes
Yes
Yes
No
No
No
21
2013 $ 75,000
2013
Appendix 8

Project Name: Project Type: Ward: 1 Lorne Park Phase 2 Growth & Expansion Criteria
UNFUNDED
Project Description/Comments: Phase 2 of the Lorne Park Master Plan implementation includes pedestrian improvements, signage and garden renewal.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Lorne Park, Ballantyne Drive
Yes
Yes
Yes
No
No
No
22
2013 $ 200,000
2013
Appendix 8

Project Name: Project Type: Ward: 4 Woodman Community Centre Priority & Landmark Criteria
UNFUNDED
Project Description/Comments: Improve front access/entry lobby and reception areas.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Woodman Park Community Centre 491 Grey Street
Yes
Yes
Yes
No
No
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Other: Capital Funding Envelope No Available Funding Source Identified Total Financing CRITERIA FACTOR: M - Mandatory, S - Safety, I - Infrastructure, E - Expansion and Growth, O - Other 1,500,000 1,500,000
23
2013 $ 1,500,000
2013
Appendix 8

Project Name: Project Type: Ward: 1 Southwest Community Centre Priority & Landmark Criteria
UNFUNDED
Project Description/Comments: Design and build Southwest Community Centre in compliance with community input and Council direction as per the ongoing community consultation process.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Shellard Sub-Division - north side of Shellard
Yes
Yes
Yes
No
No
No
24
2013 $ 8,000,000
2019
Appendix 8

UNFUNDED
Mohawk Park Playground Structure Replacement Priority & Landmark Criteria Infrastructure Commission: Community Services Commission Ranking: 13
Project Description/Comments: Replace aging playground structure located in Mohawk Park. This play unit is one of the busiest in the City and will be replaces with a unit that complies with all current recreational and safety standards of the day.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Shellard Sub-Division - north side of Shellard
Yes
Yes
Yes
No
No
No
25
2013 $ 250,000
2013
Appendix 8

UNFUNDED
Woodman Community Centre Renovations Growth & Expansion Criteria Infrastructure Commission: Community Services Commission Ranking: 14
Project Description/Comments: Redevelop the front entrance at Woodman Community Centre to make it more accessible and inviting to the Community. Create additional office and storage space.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Woodman Community Centre
Yes
Yes
Yes
No
No
No
26
2014 $ 750,000
2014
Appendix 8

UNFUNDED
Course Renovations - Northridge Rehabilitation & Maintenance Criteria Infrastructure Commission: Community Services Commission Ranking: 1
Project Description/Comments: Relocate and build a new tee deck for hole #8 at Northridge to create a dogleg left Par 4. This would also include relocating the #7 green. This project would significantly reduce the City's liability with stray golf balls being hit onto Powerline Road.
Yes
Yes
Yes
No
No
No
27
2012 $ 100,000
2012
Appendix 8

UNFUNDED
Balmoral Drive Netting & 18th Tee Relocation (Northridge Golf Course) Rehabilitation & Maintenance Criteria Safety Commission: Community Services Commission Ranking: 2
Project Description/Comments: Relocate and build a new tee deck for hole #18 and replace worn out netting along Balmoral Drive to reduce the City's liability with stray golf balls being hit onto Balmoral Drive.
Yes
Yes
Yes
No
No
No
28
2012 $ 50,000
2012
Appendix 8

UNFUNDED
Drainage Tiles - Northridge Golf Course Rehabilitation & Maintenance Criteria Infrastructure Commission: Community Services Commission Ranking: 3
Project Description/Comments: Drainage at Northridge Golf Course - the golf course still has it's original drainage tiles and they are no longer functioning at the rate they should be. The lack of functional and efficient drainage impacted the playability of the golf course this Spring, prevented the power carts from being utilized, which has impacted our bottom line from a revenue standpoint. Proper drainage will allow us to open earlier in the Spring, as well as get the power carts out earlier.
Yes
Yes
Yes
No
No
No
29
2012 $ 60,000
2012
Appendix 8

UNFUNDED
Project Description/Comments: Continued renovations as set out by our Master Plan. Renovations including waste bunkering, tee decks, trenching, and tree planting to make the course more desireable to play.
Yes
Yes
Yes
No
No
No
30
2013 $ 50,000
2013
Appendix 8

UNFUNDED
Yes
Yes
Yes
No
No
No
31
2014 $ 50,000
2014
Appendix 8

UNFUNDED
Yes
Yes
Yes
No
No
No
32
2015 $ 50,000
2015
Appendix 8

UNFUNDED
Yes
Yes
Yes
No
No
No
33
2016 $ 50,000
2016
Appendix 8

UNFUNDED
Engineering & Commission: Operational Services Safety Commission Ranking: 1
Greenwich Street Sanitary/Siphon (Glenwood Drive to Siphon) Rehabilitation & Maintenance Criteria
Project Description/Comments: Upgrade existing infrastructure including sanitary trunk sewer and Siphon crossing. The existing siphon across the canal is in very poor structural condition. If a new replacement siphon is not constructed at this time, there is a high likelyhood of sanitary spill in the canal which could result in environmental clean up costs that will far exceed the cost of this project.
. Rawdon St
d Dr .
Yes
Yes
Yes
No
No
No
Ab le Av e
G re e nw
le
o wo
ic h
St
re
et
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Capital Funding Envelope Capital Funding Envelope No Available Funding Source Identified Total Financing CRITERIA FACTOR: M - Mandatory, S - Safety, I - Infrastructure, E - Expansion and Growth, O - Other 3,000,000 3,000,000
34
2012 $ 3,000,000
2013
Appendix 8

Project Name: Project Type: Ward: City Wide Sidewalk Repair Rehabilitation & Maintenance Criteria
UNFUNDED
Project Description/Comments: Repair and replace existing sidewalks at various locations throughout the City.
Yes
Yes
Yes
No
No
No
35
2012 $ 300,000
2012
Appendix 8

UNFUNDED
Engineering & Commission: Operational Services Safety Commission Ranking:
Project Description/Comments: Fleet vehicle and equipment replacements; includes motor grader, tandem dump, single axle dump, backhoe, 4 wheel drive heavy duty utility ATV.
Yes
Yes
Yes
No
No
No
36
2012 $ 750,000
2012
Appendix 8

UNFUNDED
New Traffic Signal and Intersection Pedestrian Signal Growth & Expansion Criteria
Project Description/Comments: New traffic signal and intersection pedestrian signal where warranted.
Yes
Yes
Yes
No
No
$3,000 $3,000 506500.3705
No
37
2012 $ 160,000
2012
Appendix 8

UNFUNDED
Genset Emergency Power System Growth & Expansion Criteria
Project Description/Comments: The Public Works Department is currently used by Fire, Police, Ambulance, and other departments for fueling of their vehicles. If the City of Brantford was to experience another substantial blackout, fuel would not be available at the Public Works Department.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: # 10 Earl Ave
Yes
Yes
Yes
No
No
No
38
2012 $ 120,000
2012
Appendix 8

UNFUNDED
Colborne Street/Dalhousie Street Downtown Core (Clarence to Brant) - Phase 1 Rehabilitation & Maintenance Criteria Infrastructure Engineering & Commission: Operational Services Commission Ranking: 6
Project Description/Comments: Phased reconstruction of underground infrastructure. This project is phase-1 of two phases of the total project. Phase-1 = $2,000,000 Phase-2 = $2,000,000 Total Project Cost = $4,000,000
CLARENCE MARKET
ST ST
Yes
Yes
Yes
DA RL ING
ST ST
ST
No
No
No
ST
WE
GR
39
BR
ST
KING
AN
AN T AV E
DA LH OU SIE
ST
ST
CO LB OR NE
ST WH AR FE W ATER ICOM M DR
R
D
RI VE
2012 $ 2,000,000
2014
Appendix 8

Project Name: Project Type: Ward: City Wide Storm Water Retention Ponds Rehabilitation & Maintenance Criteria
UNFUNDED
Engineering & Commission: Operational Services Infrastructure Commission Ranking: 7
Project Description/Comments: Cleaning and maintenance of existing storm water retention ponds at various locations throughout the City.
Yes
Yes
Yes
No
No
No
40
2012 $ 100,000
2012
Appendix 8

Project Name: Project Type: Ward: City Wide Streetlight Energy Reduction Rehabilitation & Maintenance Criteria
UNFUNDED
Project Description/Comments: Replace streetlights on selected streets to provide flat lenses with lower wattage in order to improve light pollution and reduce energy costs.
Yes
Yes
Yes
No
No
($2,000) ($4,000) 503200.3705
No
41
2012 $ 50,000
2012
Appendix 8

UNFUNDED
Ashgrove Streetlighting Design Rehabilitation & Maintenance Criteria
Project Description/Comments: Engage electrical consultive services to assess the current streetlighting levels in the Ashgrove Area and prepare a plan for improvement that can be implemented over the next five years. There are some 250 streetlights in this area in need of repair/replacement. This capital item has been deferred for the past four years due to funding constraints.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Ashgrove area
Yes
Yes
Yes
No
No
No
42
2012 $ 50,000
2012
Appendix 8

UNFUNDED
Downtown Streetlight Conversion - Phase 1 Rehabilitation & Maintenance Criteria
Project Description/Comments: Continue with conversion of a portion of Downtown streetlights from high pressure sodium to metal halogen. The change to white light is expected to improve safety in the Downtown Area.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Downtown Area
Yes
Yes
Yes
No
No
$4,000 $4,000 503200.3705
No
43
2012 $ 280,000
2012
Appendix 8

UNFUNDED
Engineering & Commission: Operational Services Expansion & Growth Commission Ranking: 11
Johnson Road / County Road 18 - Intersection Improvements Growth & Expansion Criteria
Project Description/Comments: Upgrade and widen existing roadway and traffic signal installation due to new development in Johnson Road area. This project is eligible for Development Charges. However, it is not listed in the 2009 DC Study but it will be included in the next update in 2014. The costs incurred by City on this project will be eligible for reimbursement from Development Charges in 2014.
Yes
Yes
Yes
No
No
No
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Capital Funding Envelope Capital Funding Envelope No Available Funding Source Identified Total Financing CRITERIA FACTOR: M - Mandatory, S - Safety, I - Infrastructure, E - Expansion and Growth, O - Other 422,000 633,000
44
2012 $ 633,000
2013
303 PREPAYMENT OF SERVICES
211,000
Appendix 8

UNFUNDED
Works Storage Garage (Expansion) Growth & Expansion Criteria
Project Description/Comments: Public Works Department current storage facility is not capable of storing all equipment. Expansion should be considered in the near future to ensure proper life cycles of equipment.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: # 10 Earl Ave
Yes
Yes
Yes
No
No
No
45
201 $ 300,000
2013
Appendix 8

UNFUNDED
Engineering & Commission: Operational Services Expansion & Growth Commission Ranking:
Brantford Airport T Hangar Installation Growth & Expansion Criteria
Project Description/Comments: The proposed 2012 Airport Hangar project has been prioritized by the Brantford Airport Board and includes the following project: Additional oversized T hangars. There is the potential for cost recovery and long term revenue for the Airport using the same business model as previous hangar construction.
Yes
Yes
Yes
No
No
No
46
2012 $ 250,000
2012
Appendix 8

UNFUNDED
Ava Road Bridge Rehabilitation Rehabilitation & Maintenance Criteria
Project Description/Comments: Rehabilitate existing bridge structure and re-align abutting roadways.
. Rd r is d. Pa a R Av
W tm es ou nt vd Bl e s id . . Dr Pa rk
Yes
Yes
Yes
No
No
No
Te
rra
ce
H ill
S t.
Ri
. Dr d oo . ew ve dg tA an Br
47
2013 $ 2,500,000
2014
Appendix 8

UNFUNDED
Yes
Yes
Yes
No
No
No
48
2013 $ 300,000
2013
Appendix 8

UNFUNDED
Yes
Yes
Yes
No No
No
49
2013 $ 750,000
2013
Appendix 8

UNFUNDED
Yes
Yes
Yes
No
No
$3,000 $3,000 506500.3705
No
50
2013 $ 160,000
2013
Appendix 8

UNFUNDED
Colborne Street/Dalhousie Street Downtown Core (Clarence to Brant) - Phase 2 Rehabilitation & Maintenance Criteria
Project Description/Comments: Phased reconstruction of underground infrastructure. This project is phase-2 of two phases of the total project. Phase-1 = $2,000,000 Phase-2 = $2,000,000 Total Project Cost = $4,000,000
CLARENCE MARKET
ST ST
Yes
Yes
Yes
DA RL ING
ST ST
ST
No
No
No
ST
WE
GR
51
BR
ST
KING
AN
AN T AV E
DA LH OU SIE
ST
ST
CO LB OR NE
ST WH AR FE W ATER ICOM M DR
R
D
RI VE
2013 $ 2,000,000
2014
Appendix 8

UNFUNDED
Brant Avenue (St. Paul Ave. to Colborne St.) - Phase 1 Rehabilitation & Maintenance Criteria
Project Description/Comments: Reconstruction and intersection improvements are required due to the age and condition of underground infrastructure. This project is phase-1 of three phases of total project. Phase-1 = $3,500,000 Phase-2 = $3,500,000 Phase-3 = $3,500,000 Total Project Cost = $10,500,000
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset
HENRIETTA ST
Yes
Yes
Yes
ST. JAMES ST
RICHMOND ST
No
No
No
ST
Project Location:
WS
BEDFORD ST
PALACE ST
O RR BU E AV
ST
WE
AL
BRANT AVE
CRES
CRES
AU
.P ST
E PL MA
RV
JA
GR
AN
52
2013 $ 3,500,000
COL
PA
F UF
ER
HILDA ST
IS
LM
IN
LORNE
ER
E AV
AVE
LO R NE
ST
EGERTON ST
IV DR
ER
AVE
NE S BOR
AD
N TO
AVE
AA
LA
AV
SCARFE
VE
WATERLOO ST
CHURCH
VE
BRANT AVE
CE PRIN S CRE
DA
BR LH OU S
ON
WILLIAM ST
ST
ID
ZO
ST
IE
ST
ST
2014
Appendix 8

UNFUNDED
Engineering & Commission: Operational Services Infrastructure Commission Ranking:
Yes
Yes
Yes
No
No
No
53
2013 $ 100,000
2013
Appendix 8

UNFUNDED
Ashgrove Streetlights Replacement - Phase 1 Rehabilitation & Maintenance Criteria
Project Description/Comments: Replacement of existing streetlights and poles with concrete and cobraheads, flat lense style in the Ashgrove Area 3 (50 lights). Streetlight equipment is obsolete and 40 years old. Replacement with City Standards will improve lighting levels and minimize maintenance in future years.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Ashgrove Area
Yes
Yes
Yes
No
No
No
54
2013 $ 329,000
2013
Appendix 8

UNFUNDED
Yes
Yes
Yes
No
No
$4,000 $4,000 503200.3705
No
55
2013 $ 280,000
2013
Appendix 8

UNFUNDED
Engineering & Commission: Operational Services Expansion & Growth Commission Ranking:
Parking Garage Design At Transit Terminal Priority & Landmark Criteria
Project Description/Comments: Design of the Parking garage component of the new transit terminal. This would be a 6 level structure to accommodate some 960 vehicles. This structure was recommended in the Downtown Master plan and examined in the transit terminal feasibility study completed in 2009.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Current transit terminal location.
Yes
Yes
Yes
No
No
No
56
2013 $ 1,920,000
2013
Appendix 8

UNFUNDED
Engineering & Commission: Operational Services Mandatory Commission Ranking:
Garden Ave Drain under Drainage Act Rehabilitation & Maintenance Criteria
Project Description/Comments: Improvements to Garden Ave tributory of Fairchild Creek are required to be carried out under the provisions of Drainage Act. The section of tributory from Garden Ave to Fairchild Creek has been declared a Municipal Drain as a result of a petition to address erosion issues arising from drainage of storm water originating within the City. The work will be carried out by the County and City's contribution is 87% of the total cost of project.
Yes
Yes
Yes
No
No
No
57
2014 $ 3,000,000
2015
Appendix 8

UNFUNDED
Yes
Yes
Yes
No
No
No
58
2014 $ 300,000
2014
Appendix 8

UNFUNDED
Yes
Yes
Yes
No No
No
59
2014 $ 750,000
2014
Appendix 8

UNFUNDED
Yes
Yes
Yes
No
No
$3,000 $3,000 506500.3705
No
60
2014 $ 160,000
2014
Appendix 8

UNFUNDED
HENRIETTA ST
Yes
Yes
Yes
ST. JAMES ST
RICHMOND ST
No
No
No
ST
Project Location:
WS
BEDFORD ST
PALACE ST
O RR BU E AV
ST
WE
AL
BRANT AVE
CRES
CRES
AU
.P ST
E PL MA
GR
AN
DR
61
2014 $ 3,500,000
COL
JA
DU
LO
RV
PA
FF
ER
HILDA ST
IS
LM
IN
LORNE
E AV
AVE
R NE
ST
AD
T RS
ON
EGERTON ST
IV E
AVE
T NE S BOR
AVE
AA
LA
AV
SCARFE
VE
WATERLOO ST
CHURCH
VE
BRANT AVE
CE PRIN S CRE
DA
BR LH OU S
ON
WILLIAM ST
ST
ID
ZO
IE S
ST
ST
2015
Appendix 8

UNFUNDED
Yes
Yes
Yes
No
No
No
62
2014 $ 100,000
2014
Appendix 8

UNFUNDED
Voltage Conversion/Replacement of Streetlights and Underground Infrastructure (Farringford/Pusey) Rehabilitation & Maintenance Criteria Infrastructure Engineering & Commission: Operational Services Commission Ranking:
Project Description/Comments: Voltage conversion and replacement of remaining portion of the 37 streetlights and underground infrastructure in the Farringford/Pusey Area. Brantford Power is rebuilding sections of the system in this area, and in order to minimize costs it is prudent for the City to replace the streetlighting infrastructure in the area at the same time. The current system has served us well, but it is aging, equipment is becoming difficult to repair and replace. In time, the costs of maintaining the current system will become prohibitive. Also, the number of outage increases and the reliability of the system suffers. This is not acceptable, especially for our industrial customers who provide jobs for the community. In 1990 the Public Utilities Commission decided that it was time to start replacing the old system. Since starting the conversion program in 1991, they have rebuilt a different portion of the city each year. The reliability of the system in these areas has increased, reducing the number of outages to which our customers are exposed. This program will continue over the next several years until all of the old 4kV and 8kV systems are fully converted. 2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Farringford/Pusey
Yes
Yes
No
No
Yes
No
Additional funding required to complete replacement of underground and streetlights/poles
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF Other: Other: Capital Funding Envelope No Available Funding Source Identified Total Financing CRITERIA FACTOR: M - Mandatory, S - Safety, I - Infrastructure, E - Expansion and Growth, O - Other 60,000 60,000 $ 2014 60,000 Est. Year of Completion: 2014
63
Appendix 8

UNFUNDED
Yes
Yes
Yes
No
No
No
64
2014 $ 322,000
2014
Appendix 8

UNFUNDED
Yes
Yes
Yes
No
No
$4,000 $4,000 503200.3705
No
65
2014 $ 280,000
2014
Appendix 8

UNFUNDED
Veterans Memorial Parkway (Mount Pleasant St. to Erie Ave.) - Phase 1 Growth & Expansion Criteria
Project Description/Comments: Widening to four lanes including rehab of Grand River and Market St. bridges. Construction eligible for 86% funding from RF 302 (Development Charges - Transportation). This is phase-1 of two phases of the total project. This project is listed as Project No. 8 on Table 1 of Appendix C in the 2009 DC Study. Phase-1 = $4,000,000 Phase-2 = $5,500,000 Total Project Cost = $9,500,000 2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location:
E
ST
Yes
Yes
Yes
No
No
No
BE LL
PATRICIA
WADE
ST
LA N
BRUN SWICK ST
HE L
AS AN T
EN
AV E
SHEL
DON
ST
SIM PSON ST
ELLIOT T AVE
HARO LD AVE
STINSON AVE
AR
AVE
KE T
CRT
CINDY
PL E
ST
GR AV AH E AM
GRAND
STIR TO AVE N
ERIE
AVE
OU NT
GR AH
JO W HI CL EN
AM AV E
BRANTFORD
CATHA
SOU THE RN
AC CE
SS
TUXE
RD
RIVER
HARO
TN EY
DO AV E
AVE
LD AV
CT
ONTA
RINE
BR OO
CH
KL YN
AVE
GILK ISON
ST
RIO
AV E
EA GL
LES ST
AV E
ST
HURO
FOST ER ST
CH AR
66
MILT O ST N
PORT
N ST
ST
2014 $ 4,000,000
2015
Appendix 8

UNFUNDED
Shellard Lane(West City Limit to Colborne St. W.) - Phase 1 Growth & Expansion Criteria
Project Description/Comments: Environmental assessment, design, utility relocation, property acquisition and noise barrier walls. Construction eligible for 72% funding from RF 302 (Development Charges - Transportation). This is phase-1 of three phases of the total project. This project is listed as Project No. 3 in Table 1 of Appendic C of 2009 DC Study. Phase-1 = $4,000,000 Phase-2 = $4,000,000 Phase-3 = $3,500,000 2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location:
MAICH
CRES
Yes
Yes
Yes
DR BA LLAN TY NE
No
No
No
MAICH
MCGUINESS DR
DOWDEN
AVE
OLIV ER CT
DR
CRES
GAAL CT
ST.
PATRICK 'S
DR
RD
SCHERTZBERG LANE
BRICKER CT
BRADLEY LANE
DON EGA L
BR
DR
CRES
DON EGA L
LIME RICK LANE
CANNI NG ST
EW S TE R
I
MC
W AY
ALDI SP
NG
DR
KILLARNEY
SUDDS
DR
GU
CO
ST .
LBOR
LA MC M I L
NE
ST
CONKLI N
ESS N
LANE
ST
DR PATRICK'S
SHANNON ST CASHEL
RD
S HELLARD LANE RICHTE R S T FLANDERS
N LY
Y SA
ST
HILLCREST
B. S. A. R.
KIMBERLY CT LANE
KING'S
H EIG AL
AVEY
ST
GARNER'S
SHEPPARD
W S TRA BE LA NE
RRY
A
CONKLIN
RD
ST
VE
HILL
MOFFAT CT
GAYDON
WAY
DIAN A
SANDY R O
LANE
DR
RE
OSB ORN
MAV IN
DRA PER
MO NTU
TH E DI
A VE
BEL L
LANE
ST
AVE
ST
AVE
ST
67
2014 $ 4,000,000
2015
Appendix 8

UNFUNDED
Construct Parking Garage at Transit Terminal Priority & Landmark Criteria
Project Description/Comments: Construction of the Parking garage component of the new Transit Terminal. This would be a six-level structure to accommodate 960 vehicles. This structure was recommended in the Downtown Master Plan and examined in the Transit Terminal Feasibility Study completed in 2009.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Current Transit Terminal location
Yes
Yes
Yes
No
No
No
68
2014 $ 24,000,000
2014
Appendix 8

UNFUNDED
Yes
Yes
Yes
No
No
No
69
2015 $ 300,000
2015
Appendix 8

UNFUNDED
Yes
Yes
Yes
No
No
No
70
2015 $ 750,000
2015
Appendix 8

UNFUNDED
Yes
Yes
Yes
No
No
$3,000 $3,000 506500.3705
No
71
2015 $ 160,000
2015
Appendix 8

UNFUNDED
HENRIETTA ST
Yes
Yes
Yes
ST. JAMES ST
RICHMOND ST
No
No
No
ST
Project Location:
S
BEDFORD ST
OW
PALACE ST
RR BU E AV
ST
WE
AL
BRANT AVE
CRES
CRES
AU
.P ST
E PL MA
GR
AN
DR
72
2015 $ 3,500,000
COL
JA
DU
LO
RV
PA
FF
ER
HILDA ST
IS
LM
IN
LORNE
E AV
AVE
R NE
ST
AD
T RS
ON
EGERTON ST
IV E
AVE
T NE S BOR
AVE
AA
LA
AV
SCARFE
VE
WATERLOO ST
CHURCH
VE
BRANT AVE
CE PRIN S CRE
DA
ID BR LH OU S
ON
WILLIAM ST
ST
ZO
IE S
ST
ST
2016
Appendix 8

UNFUNDED
Yes
Yes
Yes
No
No
No
73
2015 $ 100,000
2015
Appendix 8

UNFUNDED
Yes
Yes
Yes
No
No
No
74
2015 $ 350,000
2015
Appendix 8

UNFUNDED
Yes
Yes
Yes
No
No
$4,000 $4,000 503200.3705
No
75
2015 $ 280,000
2015
Appendix 8

UNFUNDED
Replacement of Pylon Advertising Signs Rehabilitation & Maintenance Criteria
Project Description/Comments: Replace the aging Pylon Advertising Signs located on Wayne Gretzky Parkway between Highway 403 and Dunsdon Street. There are 4 signs in total.
2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location: Wayne Gretzky Pkwy at Highway 403 (N. Ramp), Wayne Gretzky Pkwy. At Edmondson St, Wayne Gretzky Pkwy. At Lynden Rd. and Wayne Gretzky Pkwy. At Dunsdon St.
Yes
Yes
Yes
No
No
$4,000 $4,000 506500.3705
No
76
2015 $ 60,000
2015
Appendix 8

UNFUNDED
Clarence Street (Colborne Street to West Street) - Phase 1 Growth & Expansion Criteria
Project Description/Comments: Upgrade existing roadway and infrastructure. Construction eligible for 100% funding from RF 302 (Development Charges - Transportation) This is phase-1 of two phases of the total project. This project is listed as Project No. 2 and 14 in Table 1 of Appendix C opf 2009 DC Study. Phase-1 = $2,500,000 Phase-2 = $2,500,000 Total Project Cost = $5,000,000 2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location:
Yes
Yes
Yes
No
No
No
77
2015 $ 2,500,000
2016
Appendix 8

UNFUNDED
Veterans Memorial Parkway (Mount Pleasant St. to Erie Ave.) - Phase 2 Engineering & Commission: Operational Services Growth & Expansion Expansion & Commission Growth Ranking: 45 Criteria Managed Growth and Environmental Leadership
Project Description/Comments: Widening to four lanes including rehab of Grand River and Market St. bridges. Construction eligible for 86% funding from RF 302 (Development Charges - Transportation). This is phase-2 of two phases of the total project. This project is listed as Project No. 8 on Table 1 of Appendix C in the 2009 DC Study. Phase-1 = $4,000,000 Phase-2 = $5,500,000 Total Project Cost = $9,500,000
E
ST
Yes
Yes
Yes
No
No
No
BE LL
PATRICIA
WADE
ST
LA N
BRUNSW ICK ST
HE L
AS AN T
EN
AVE
SH EL
D ON
ST
SIMPSO N ST
ELLIOT T AVE
HARO LD AVE
STINSON AVE
AR
AVE
KE T
CIND Y CRT
PL E
ST
GR AV AH E AM
GRAND
ST IR TO AVE N
E RI E
OU NT
GRAH
AM AV
BRANTFOR D
E
CATHA
AVE
SOUTH ERN
ACCE
SS
TUXE
JO W HI CLEN
RD
RIVER
HARO
TN EY
DO AV E
AVE
LD AV
CT
ONTA
RINE
BR OO
CH
KL YN
AV E
GILK ISON
ST
RIO
AVE
EAGL
LES ST
AVE
ST
HURO
FOST ER ST
CH AR
Project Costs: Project Year: Total Project Cost: Reserve Funds: RF RF RF Other: Other: Capital Funding Envelope Capital Funding Envelope No Available Funding Source Identified Total Financing 5,500,000 5,500,000 $ 2015 5,500,000 Est. Year of Completion: 2016
MILT ON ST
PORT
N ST
ST
78
Appendix 8

UNFUNDED
MAICH
CRES
Yes
Yes
Yes
DR BA LLAN TY NE
No
No
No
MAICH
MCGUINESS DR
DOWDEN
AVE
OLIV CT
CRES
GAAL CT
ST.
PATRICK 'S
DR
RD
SCHERTZBERG LANE
BRICKER CT
BRADLEY LANE
DON EGA L
BR
DR
CRES
DON EGA L
LIME RICK LANE
CANNI NG ST
EW S TE R
I
MC
W AY
ALDI SP
NG
DR
KILLARNEY
SUDDS
DR
GU
CO
ST .
LBOR
LA MC M I L
NE
ST
CONKLI N
ESS N
DR
LANE
DR PATRICK'S
ER
SHANNON ST
ST
CASHEL
RD
S HELLARD LANE RICHTE R S T FLANDERS
N LY
Y SA
ST
HILLCREST
B. S. A. R.
KIMBERLY CT LANE
KING'S
H EIG AL
AVEY
ST
GARNER'S
SHEPPARD
RR W S TRA BE LA NE
Y
A
CONKLIN
RD
ST
VE
HILL
MOFFAT CT
GAYDON
WAY
DIAN A
SANDY R O
LANE
DR
RE
OSB ORN
MAV IN
DRA PER
MO NTU
TH E DI
A VE
BEL L
LANE
ST
AVE
ST
AVE
ST
79
2015 $ 4,000,000
2016
Appendix 8

UNFUNDED
Brantford Airport T Hangar Installation Growth & Expansion Criteria
Project Description/Comments: The proposed 2015 Airport Hangar project has been prioritized by the Brantford Airport Board and includes the following project: Construction of a set of 10 new T Hangars. There is the potential for cost recovery and long term revenue for the Airport using the same business model as previous hangar construction.
Yes
Yes
Yes
No
No
No
80
2015 $ 450,000
2015
Appendix 8

UNFUNDED
Yes
Yes
Yes
No
No
No
81
2016 $ 300,000
2016
Appendix 8

UNFUNDED
Yes
Yes
Yes
No
No
No
82
2016 $ 750,000
2016
Appendix 8

UNFUNDED
Yes
Yes
Yes
No
No
$3,000 $3,000 506500.3705
No
83
2016 $ 160,000
2016
Appendix 8

UNFUNDED
Yes
Yes
Yes
No
No
No
84
2016 $ 100,000
2016
Appendix 8

UNFUNDED
Project Description/Comments: Replacement of existing streetlights and poles with concrete and cobraheads flat lense style in Ashgrove Area 4 (46 lights). Streetlight equipment is obsolete and 40 years old. Replacement with City standards will improve lighting levels and minimize maintenance in future years.
Yes
Yes
Yes
No
No
No
85
2016 $ 322,000
2016
Appendix 8

UNFUNDED
Yes
Yes
Yes
No
No
$4,000 $4,000 503200.3705
No
86
2016 $ 280,000
2016
Appendix 8

UNFUNDED
Clarence Street (Colborne Street to West Street) - Phase 2 Growth & Expansion Criteria
Project Description/Comments: Upgrade existing roadway and infrastructure. Construction eligible for 100% funding from RF 302 (Development Charges - Transportation) This is phase-2 of two phases of the total project. This project is listed as Project No. 2 and 14 in Table 1 of Appendix C opf 2009 DC Study. Phase-1 = $2,500,000 Phase-2 = $2,500,000 Total Project Cost = $5,000,000 2012 Operating Budget Impact: Annual Operating Budget Impact: Operating Budget Impact - Business Unit and object code Tangible Capital Asset Project Location:
Yes
Yes
Yes
No
No
No
87
2016 $ 2,500,000
2017
Appendix 8

UNFUNDED
MAICH
CRES
MAICH
LLAN TY NE DR BA
MCGUINE SS DR
Yes
Yes
Yes
No
No
No
DOWDEN
AVE
OLI VE R CT
CRES
GAAL CT
ST.
PATRICK 'S
DR
ST .
DR PATRICK'S
RD
SCHERTZBERG LA NE
BRICKER CT
BRADLEY LANE
DON EGA L
BR
DR
EW ST
CRES
DON EGA L
LIME RICK LANE
ST
ER
CANN ING
MC
W AY
ALDI SP
CO LB OR
NG
DR
KILLARNEY
SUDDS
DR
GU
LA MC M I L
NE
CONKLI N
N ESS
DR
LANE
ST
SHANNON S T
ST
CASHEL
RD
S HE LLARD LANE RICHTE R S T FLANDERS
N LY
AY DS
ST
HILLC REST
B. S. A. R.
KIMBE RLY CT LANE
E IG AL R
KING'S
AVEY
ST
GARNER'S
W S TRA BE LA NE
RR
CON KLIN
RD
TUR E MON
ST
VE
HILL
SHEPPARD
MOFFAT CT
GAYDON
WAY
DIANA
SANDY R O
LANE
DR
OSB ORN
MAVIN
DRA PER
A VE
BEL L
ED
ITH
LANE
ST
AVE
ST
AVE
ST
88
2016 $ 3,500,000
2017
Operating Budget Impacts of 2012 Funded Capital Projects Operating Budget Impacts of 2012 Unfunded Capital Projects
Summary of Potential Increases from Funded Capital Projects

Information from Capital Project Detail Sheets 2012 Operating Budget Impacts Only
Project Name: Project Type: Capital Project Cost: Project Name: Project Type: Capital Project Cost: Project Name: Project Type: Capital Project Cost:
Document Handling System Rehabilitation & Maintenance
Operating Budget Amount: 2012 Budget Impact: $60,000 2013 Annualized Budget Impact: Operating Budget Amount: 2012 Budget Impact: $200,000 2013 Annualized Budget Impact: Operating Budget Amount: 2012 Budget Impact: $60,000 2013 Annualized Budget Impact:
$0 $2,000
New Park Development Growth & Expansion
$0 $20,000
Next Bus Arrival Smartvoice Phone System Growth & Expansion
$16,000 $16,000
2012 Budget Impact: 2013 Annualized Budget Impact:
$16,000 $38,000
Summary of Potential Decreases from Unfunded Capital Projects

Information from Capital Project Detail Sheets 2012 Operating Budget Impacts Only
Project Name: Project Type: Capital Project Cost: Project Name: Project Type: Capital Project Cost: Project Name: Project Type: Capital Project Cost:
Streetlight Energy Reduction Rehabilitation & Maintenance
Operating Budget Amount: 2012 Budget Impact: $50,000 2013 Annualized Budget Impact: Operating Budget Amount: 2012 Budget Impact: $280,000 2013 Annualized Budget Impact: Operating Budget Amount: 2011 Budget Impact: $160,000 2012 Annualized Budget Impact:
($2,000) ($4,000)
Downtown Streetlight Conversion - Phase 1 Rehabilitation & Maintenance
$4,000 $4,000
New Traffic Signal and Intersection PedestrianSignal Growth & Expansion
$3,000 $3,000
2011 Budget Impact: 2012 Annualized Budget Impact:
$5,000 $3,000
2012 BUDGET RESERVE FUND FORECAST

MANDATORY RESERVE FUNDS
Specific funds associated with the receipt of the payment of development charge, cash-in-lieu or parkland dedication, boulevard tree planting, building permits revenues and agreements with third parties.
Estimated Interest Revenue 2.00% 8,408 6,109 16,305 2,113 3,758 181,998 6,294 45,466 20,170 66,411 3,006 117 864 31,595 41,406 4,986 1,422 53,446 97,187 15 11 591,088 Estimated Balance at Dec 31 448,812 324,077 881,556 79,016 223,679 9,856,896 333,484 2,423,772 1,128,677 3,331,961 180,812 5,948 44,065 1,611,368 2,018,704 144,266 72,528 2,699,531 3,438,176 745 572 29,248,644
Transfer FROM Opening balance Operating 110 125 187 223 280 301 302 322 340 351 361 373 374 366 292 303 360 397 323 324 327 329 331 DEVELOPMENT CHARGES DEVELOPMENT CHARGES - FIRE DEVELOPMENT CHARGES - POLICE DEVELOPMENT CHARGES - AIRPORT DEVELOPMENT CHARGES - LIBRARY DEVELOPMENT CHARGES - CAPITAL GROWTH STUDIES DEVELOPMENT CHARGES - TRANSIT DEVELOPMENT CHARGES - TRANSPORTATION DEVELOPMENT CHARGES - PUBLIC WORKS DEVELOPMENT CHARGES - SANITARY SEWERS DEVELOPMENT CHARGES - WATER DEVELOPMENT CHARGES - PARKS & RECREATION DEVELOPMENT CHARGES - PARKING DEVELOPMENT CHARGES - AMBULANCE TREE PLANTING BUILDING SERVICES PREPAYMENT OF SERVICES - PUBLIC WORKS PARK LAND 5% PLANNING ACT B-HOMES PROGRAM PROVINCIAL GAS TAX FEDERAL GAS TAX "MOVE ONTARIO" ROADS & BRIDGES ONTARIO BUS REPLACEMENT PROGRAM (OBRP) 08 MUNICIPAL RD & BRIDGE INFRASTRUCTURE TOTAL MANDATORY RESERVE FUNDS 400,404 292,968 765,251 134,403 155,920 8,524,898 302,191 2,168,306 908,507 3,375,550 122,806 5,831 43,201 1,579,772 2,163,298 359,281 71,105 2,698,536 6,377,710 731 561 30,451,228 -
Transfer TO Transfer Operating FROM Capital 74,000 1,102,451 1,176,451 400,000 400,000
Transfer TO Capital 100,000 350,000 140,000 100,000 630,000 465,000 50,000 8,970,000 10,805,000
Other 40,000 25,000 100,000 42,500 64,000 1,500,000 25,000 350,000 300,000 520,000 55,000 74,000 (186,000) 245,000 1,100,000 5,533,279 9,787,779
Balance before Interest 440,404 317,968 865,251 76,903 219,920 9,674,898 327,191 2,378,306 1,108,507 3,265,550 177,806 5,831 43,201 1,579,772 1,977,298 139,281 71,105 2,646,085 3,340,989 731 561 28,657,556

USER-RATE SUPPORTED RESERVE FUNDS
Specific funds associated with infrastructure improvements paid through user fees
Estimated Interest Revenue 2.00% 257,326 114,151 3,416 4,770 303,716 5,460 0 12,706 53,407 8,082 3,978 767,013 Estimated Balance at Dec 31 12,338,097 5,584,199 241,736 228,249 18,069,167 115,984 8 858,687 2,253,756 488,424 203,770 40,382,075
Transfer FROM Opening balance Operating 352 353 355 346 342 345 371 305 318 188 192 WATER TREATMENT WATER DISTRIBUTION WATER CONSTRUCTION WATER FLEET POLLUTION CONTROL SANITARY COLLECTION ARROWDALE FLEET (VEHICLES & EQUIPMENT) LANDFILL SITE AIRPORT FACILITIES FARMERS MARKET BUILDING TOTAL USER-RATE SUPPORTED RESERVE FUNDS 13,651,829 5,945,049 103,319 253,480 12,606,176 435,523 7 424,643 3,140,349 327,856 198,005 37,086,235 4,033,942 625,000 2,675,000 110,000 5,624,274 1,850,000 421,338 152,486 1,787 15,493,827
Transfer TO Transfer Operating FROM Capital -
Transfer TO Capital 5,605,000 1,100,000 2,540,000 140,000 465,000 2,175,000 940,000 12,965,000
Other -
Balance before Interest 12,080,771 5,470,049 238,319 223,480 17,765,450 110,523 7 845,981 2,200,349 480,342 199,792 39,615,062

CAPITAL FUNDING ENVELOPE
These are funds that are derived through the property tax base. There is approximately $15,000,000 annually in total Capital Funding Envelope dollars and they are separated into envelopes of funds for use by different departments.
Estimated Interest Revenue 2.00% 7,672 44 7,784 980 1,536 5,346 1,846 2,578 2,267 107 2,559 2,054 8,945 4 Estimated Balance at Dec 31 391,295 2,267 522,000 49,985 78,324 28,881 94,171 131,498 121,384 5,460 255,494 153,797 469,693 208
Transfer FROM Opening balance Operating 336 338 339 347 349 348 358 332 333 334 335 362 375 368 372 189 200 191 201 ROADS, SIDEWALKS & BRIDGES ANNUAL ROADS PROGRAM ROAD IMPROVEMENTS & PAVEMENT MTCE BRIDGES SIDEWALK REPAIR AND MAINTENANCE NEW SIDEWALKS INDUSTRIAL ROADS NOISE ATTENUATION WALL TRANSPORTATION FLEET STREET LIGHTING TRAFFIC TRANSIT PARKS & RECREATION PARKS & RECREATION FACILITIES RENEWAL SPORT FACILITY INFRASTRUCTURE CEMETERY LAND DEVELOPMENT GOLF OPERATIONS PROPERTY MANAGEMENT FACILITIES ASSET MANAGEMENT MUNICIPAL ACCESSBILITY IMPLEMENTATION PROVINCIAL COURT ENERGY CONSERVATION 383,623 2,223 264,215 49,005 76,788 511,035 92,325 128,919 107,617 5,353 2,935 53,688 433,746 204 3,205,000 630,000 250,000 275,000 100,000 400,000 400,000 250,000 225,000 475,000 490,000 11,500 35,000 250,000 1,598,055 100,000 27,002 100,000
Transfer TO Capital 3,205,000 630,000 275,000 100,000 400,000 737,500 400,000 250,000 225,000 475,000 490,000 35,000 1,500,000 100,000 100,000
Other 250,000 -
Balance before Interest 383,623 2,223 514,215 49,005 76,788 23,535 92,325 128,919 119,117 5,353 252,935 151,743 460,748 204

CAPITAL FUNDING ENVELOPE
These are funds that are derived through the property tax base. There is approximately $15,000,000 annually in total Capital Funding Envelope dollars and they are separated into envelopes of funds for use by different departments.
Estimated Interest Revenue 2.00% 14,044 24,459 8,023 579 28,141 3,268 12,662 239 14,143 11,052 58 36,417 12,860 442 5,034 2,888 1,194 2,637 949 375 414 6 2 55,103 278,714 Estimated Balance at Dec 31 816,248 1,309,895 409,158 33,547 1,585,204 186,667 820,780 17,193 821,269 478,665 2,948 1,831,790 755,885 20,541 256,718 159,794 68,861 144,470 46,666 19,132 21,130 295 121 3,031,069 15,142,505
Transfer FROM Opening balance Operating 293 288 294 299 216 217 106 298 112 111 115 390 126 130 132 135 138 140 141 142 143 144 145 239 COMMUNITY DEVELOPMENT DOWNTOWN REINVESTMENT PROGRAM BROWNFIELD SITES BROWNFIELD TAX INCENTIVE PROGRAM OUTDOOR CITY MAPS IT SOFTWARE REPLACEMENT INFORMATION TECHNOLOGY WATERFRONT MASTER PLAN SANDERSON CENTRE FIRE FIRE COMMUNICATIONS FIRE EQUIPMENT TRAFFIC LIGHT PRE-EMPTION SOCIAL HOUSING SOCIAL HOUSING CAPITAL RESERVE POLICE POLICE COMMUNICATIONS EQUIPMENT POLICE MOTORCYCLE RESERVE P.R.I.D.E. SYSTEM UPGRADES PRISONER TRANSPORT VAN POLICE VEHICLE REPLACEMENTS POLICE MINOR CAPITAL POLICE EMERGENCY RESPONSE VAN POLICE LIVESCAN WORKSTATION FLEET CHANGE-OVER VIDEO SERVER INTOXILYZER REPLACEMENT PROGRAM CITY MANAGER CAPITAL FUNDING ENVELOPE TOTAL CAPITAL FUNDING ENVELOPE 602,204 1,160,436 401,135 24,929 1,257,063 143,399 458,118 6,954 607,126 637,613 2,890 1,846,373 543,025 24,099 251,684 131,906 51,739 121,834 49,216 18,757 20,716 289 118 2,534,321 13,007,622 200,000 130,000 8,039 300,000 1,050,000 90,000 200,000 250,000 100,000 379,000 200,000 7,000 25,000 45,928 185,042 48,000 1,591,645 13,631,211
Transfer TO Transfer Operating FROM Capital 55,000 -
Transfer TO Capital 960,000 80,000 420,000 100,000 430,000 21,000 40,000 165,042 51,500 1,150,000 12,340,042
Other 350,000 10,000 10,000 -
Balance before Interest 802,204 1,285,436 401,135 32,968 1,557,063 183,399 808,118 16,954 807,126 467,613 2,890 1,795,373 743,025 20,099 251,684 156,906 67,667 141,834 45,716 18,757 20,716 289 118 2,975,966
5,000 50,000 -
620,000
14,863,791

UNDER FUNDED LIABILITY RESERVE FUNDS
Funds for specific long-term projects or liabilities.
Estimated Interest Revenue 2.00% 71,786 3,232 10,507 5,306 4,362 5,411 2,254 290 84 92 4,731 108,055 Estimated Balance at Dec 31 3,586,097 170,808 580,417 275,020 222,480 287,176 125,017 15,274 4,263 4,704 277,667 5,548,921
Transfer FROM Opening balance Operating 241, 260 240 194 181 182 185 391 398 265 228 290 113 127 CORPORATE FINANCE SICK LEAVE RESERVE LOANS CITY PENSION PLAN PROPERTY MANAGEMENT 84 MARKET STREET SOCIAL SERVICES BSAR PROPERTIES MAINTENANCE LAND PURCHASE PROPERTIES - ROADS RICHARD BECKETT BUILDING ROBERTSON AVE PROPERTIES HERITAGE HOUSE JOHN NOBLE HOME JOHN NOBLE HOME DONATIONS (CITY & COUNTY) JOHN NOBLE HOME COMMUNITY DEVELOPMENT VISITOR & TOURISM BUILDING FIRE FIRE BUILDING RENOVATIONS/REPLACEMENT POLICE POLICE BUILDING MAINTENANCE TOTAL UNDER FUNDED LIABILITY RESERVE FUNDS 3,664,310 155,576 480,750 260,932 218,117 259,296 102,684 13,984 4,180 4,612 200,186 5,364,627 225,000 12,000 142,560 8,782 34,469 20,079 1,000 72,750 516,640
Transfer TO Transfer Operating FROM Capital 375,000 53,400 12,000 440,400 -
Transfer TO Capital -
Other -
Balance before Interest 3,514,310 167,576 569,910 269,714 218,117 281,765 122,763 14,984 4,180 4,612 272,936 5,440,867

CONTINGENCY RESERVE FUNDS
Specific funds established to cushion the impact of unexpected events, emergencies or opportunities.
Estimated Interest Revenue 2.00% 24,021 41,170 41 3,844 13 74,371 4,108 147,568 Estimated Balance at Dec 31 1,210,051 2,112,175 2,077 196,038 682 3,817,920 12,726 7,351,669
Transfer FROM Opening balance Operating 102 160 167 164 237 238 394 395 OPERATING MEMBERS OF COUNCIL HEALTH & SAFETY ACCIDENT PREVENTION INSURANCE UNINSURABLE CLAIMS AND DAMAGES OMPF CONTINGENCY RESERVE TAX RATE STABILIZATION HOUSING PROVIDER MORTGAGE STABILITY (CITY/COUNTY) SOCIAL SERVICES CONTINGENCY TOTAL OPERATING CONTINGENCY RESERVE FUNDS CAPITAL CONTINGENCY COUNCIL PRIORITIES INVESTING IN ONTARIO ACT COLBORNE ST EAST SLOPE STABILIZATION AFFORDABLE HOUSING SOCIAL HOUSING HOMELESSNESS TOTAL CAPITAL CONTINGENCY RESERVE FUNDS 1,216,030 2,046,005 2,036 192,194 669 3,693,549 402,175 7,552,658
Transfer TO Transfer Operating FROM Capital
Transfer TO Capital
Other
Balance before Interest 1,186,030 2,071,005 2,036 192,194 669 3,743,549 8,619 7,204,102
50,000 50,000
30,000 393,556 423,556
25,000 25,000
233 255 256 320 393 396
1,769,427 1,629,064 3,474 226,902 546,008 52,143 4,227,018
(50,000) (50,000)
1,719,427 1,629,064 3,474 226,902 546,008 52,143 4,177,018
34,889 32,581 69 4,538 10,920 1,043 84,040
1,754,315 1,661,645 3,543 231,440 556,929 53,186 4,261,058
TOTAL CONTINGENCY RESERVE FUNDS
11,779,676
50,000
423,556
(25,000)
11,381,120
231,608
11,612,727

DISCRETIONARY RESERVES - CAPITAL
Established for the purposes of accumulating funds for a scheduled, known future capital expenditure.
Estimated Interest Revenue 2.00% 9,959 3,047 3,554 706 58,842 32,133 1,646 2,527 112,413 Estimated Balance at Dec 31 507,893 155,384 181,238 36,010 3,000,945 2,288,762 83,965 64,881 936,304 7,255,381
Transfer FROM Opening balance Operating 232 235 236 221 300 308 317 376 282 215 CORPORATE SERVICES CUSTOMER SERVICE EQUIPMENT (UTILITIES) CORPORATE FINANCING CASINO LEGACY FUND POST-SECONDARY EDUCATION POST-SECONDARY INVESTMENT ENGINEERING / PUBLIC WORKS CASH IN LIEU OF PARKING INDUSTRIAL DEVELOPMENT BSAR PAYOUT - MTO FINAL PAYMENT STORM SEWER OVERSIZING COMMUNITY DEVELOPMENT OFFICIAL PLAN REVIEW IT SERVICES EQUIPMENT (UTILITIES) TOTAL DISCRETIONARY - CAPITAL 497,934 152,337 177,684 35,304 2,942,103 956,629 82,319 190,354 866,304 5,900,967 50,000 2,800,000 150,000 -
Transfer TO Transfer Operating FROM Capital 350,000 150,000 -
Transfer TO Capital 50,000 1,850,000 -
Other (600,000) 1,300,000
Balance before Interest 497,934 152,337 177,684 35,304 2,942,103 2,256,629 82,319 62,354 936,304 7,142,967
22,000 70,000 3,092,000
500,000
150,000 2,050,000
700,000

DISCRETIONARY RESERVES - OPERATING
Established for the purposes of accumulating funds for a scheduled, known future operating expenditure.
Estimated Interest Revenue 2.00% 3,387 579 106 4,072 Estimated Balance at Dec 31 227,730 34,526 7,144 269,399
Transfer FROM Opening balance Operating 165 231 279 ELECTION EXPENSE ACTUARIAL SERVICES PLANNING D.C. STUDY TOTAL DISCRETIONARY - OPERATING 114,343 23,947 3,538 141,828 110,000 10,000 3,500 123,500
Transfer TO Capital -
Other -
Balance before Interest 224,343 33,947 7,038 265,328
DISCRETIONARY RESERVES - MINOR CAPITAL

Separate account operating budget expenditures between $5,000 - $50,000 tracked in the capital budget.
Estimated Interest Revenue 2.00% 1,085 1,110 45 1,773 201 4,214 Estimated Balance at Dec 31 55,314 51,870 2,306 5,920 10,248 125,658
Transfer FROM Opening balance Operating 116 227 281 297 325 369 FIRE DEPT. MINOR CAPITAL TREASURY EQUIPMENT PLANNING STUDIES SANDERSON CENTRE MINOR CAPITAL ENGINEERING MINOR CAPITAL PARKS & RECREATION MINOR CAPITAL TOTAL DISCRETIONARY - MINOR CAPITAL 54,230 60,260 2,261 173,147 10,047 299,944 105,000 8,000 15,000 267,150 175,000 570,150
Transfer TO Capital 105,000 17,500 15,000 436,150 175,000 748,650
Other -
Balance before Interest 54,230 50,760 2,261 4,147 10,047 121,444
TOTAL DISCRETIONARY RESERVES
6,342,739
3,785,650
500,000
2,798,650
700,000
7,529,739
120,699
7,650,438
2012 BUDGET RESERVE FUND FORECAST TOTAL RESERVES

Transfer FROM Opening balance Operating MANDATORY RESERVE FUNDS USER-RATE SUPPORTED RESERVE FUNDS CAPITAL FUNDING ENVELOPE UNDER FUNDED LIABILITY RESERVE FUNDS CONTINGENCY RESERVE FUNDS DISCRETIONARY RESERVES TOTAL RESERVES 30,451,228 37,086,235 13,007,622 5,364,627 11,779,676 6,342,739 104,032,126 15,493,827 13,631,211 516,640 50,000 3,785,650 33,477,328 Transfer TO Transfer Operating FROM Capital 1,176,451 55,000 440,400 423,556 500,000 2,595,407 400,000 400,000 Transfer TO Capital 10,805,000 12,965,000 12,340,042 2,798,650 38,908,692 Balance before Interest 28,657,556 39,615,062 14,863,791 5,440,867 11,381,120 7,529,739 107,488,134 620,000 (25,000) 700,000 11,082,779 Estimated Interest Revenue 2.00% 591,088 767,013 278,714 108,055 231,608 120,699 2,097,177 Estimated Balance at Dec 31 29,248,644 40,382,075 15,142,505 5,548,921 11,612,727 7,650,438 109,585,311
Other 9,787,779

First Draft of The 2012 City of Brantford Budget Documents

Diunggah oleh

Informasi Dokumen

Judul Asli

Hak Cipta

Format Tersedia

Bagikan dokumen Ini

Bagikan atau Tanam Dokumen

Opsi Berbagi

Apakah menurut Anda dokumen ini bermanfaat?

Apakah konten ini tidak pantas?

Hak Cipta:

Format Tersedia

First Draft of The 2012 City of Brantford Budget Documents

Diunggah oleh

Hak Cipta:

Format Tersedia

2012 BUDGET

COUNCIL PRIORITIES 2010 TO 2014

Enhance opportunities for higher education.

1.11 Assess and promote culture and heritage as economic drivers.

3.10 Implement the Waterfront Master Plan including a financing plan.

Develop a Green Infrastructure Strategy.

Re-establish a Customer Service Strategy to ensure excellence in service delivery.

Develop a Communication Plan to enhance internal and external communication.

Undertake a Social Services Needs Study.

Review the Citys Strategic Financial Plan.

Develop a long-term strategy for the use of the casino monies.

Implement the Municipal Cultural Plan.

Implement the Long-Term Solid Waste Management Sustainability Plan.

Undertake a new Transportation Master Plan.

Review and update the Growth Management Strategy.

Review the current ward structure and Council remuneration.

Undertake an Official Plan Review.

Focus brownfield initiatives on the Greenwich/Mohawk and Syndenham/Pearl projects.

Evaluate the Program Review process.

CITY OF BRANTFORD 2012 NET OPERATING BUDGET SUMMARY

NON RECOMMENDED REDUCTIONS TO MEET BUDGET TARGET OF 1% -

2012 BUDGET With All Reductions 198,020 263,453 461,473

Budget Incr/(Decr) % With All Reductions 7.71% 15.91% 12.24%

2012 Unmet Needs -

$ 2012/11 INCREASE/ (DECREASE) 14,179 36,156 50,335

% 2012/11 INCREASE/ (DECREASE) 7.71% 15.91% 12.24%

183,841 227,297 411,138

198,020 263,453 461,473

7.71% 15.91% 12.24%

21.17% 0.00% 21.17%

21.17% 0.00% 21.17%

1.00% 0.00% 1.00%

25.51% 0.00% 25.51%

(67,348) (168,861) (20,216) (584,215) (1,316,674) (42,225) (505,623) (29,174) (2,734,336)

23,252 5,558 207,762 236,572

8,816,395 403,144 1,619,655 442,868 1,811,001 663,952 13,757,015

137,106 (290,799) 14,073 37,866 18,110 (36,831) (120,475)

8,953,501 112,345 1,633,728 480,734 1,829,111 627,121 13,636,540

1.56% -72.13% 0.87% 8.55% 1.00% -5.55% -0.88%

8,953,501 112,345 1,633,728 480,734 1,829,111 612,921 13,622,340

1.56% -72.13% 0.87% 8.55% 1.00% -7.69% -0.98%

(48,942) (37,300) (7,700) (93,942)

8,904,559 112,345 1,633,728 443,434 1,829,111 605,221 13,528,398

1.00% -72.13% 0.87% 0.13% 1.00% -8.85% -1.66%

539,242 115,000 30,000 120,445 18,000 822,687

9,443,801 227,345 1,663,728 443,434 1,949,556 623,221 14,351,085

627,406 (175,799) 44,073 566 138,555 (40,731) 594,070

7.12% -43.61% 2.72% 0.13% 7.65% -6.13% 4.32%

1,334,218 983,370 6,226,365 7,738,811 1,740,331 1,131,358 19,154,453

13,116 59,383 59,758 188,800 (209,198) (5,330) 106,529

1,347,334 1,042,753 6,286,123 7,927,611 1,531,133 1,126,028 19,260,982

(84,000) (9,500) (93,500)

1,347,334 958,753 6,286,123 7,918,111 1,531,133 1,126,028 19,167,482

1,347,334 958,753 6,286,123 7,813,531 1,531,133 1,126,028 19,062,902

31,540 9,680 41,220

1,378,874 958,753 6,286,123 7,823,211 1,531,133 1,126,028 19,104,122

44,656 (24,617) 59,758 84,400 (209,198) (5,330) (50,331)

918,294 86,484 1,330,848 2,554,706 2,151,778 7,042,110 107,310,881

189,501 6,299 (22,147) (10,886) 156,180 70,429 389,376 3,896,933

189,501 924,593 64,337 1,319,962 2,710,886 2,222,207 7,431,486 111,207,814

N/A 0.69% -25.61% -0.82% 6.11% 3.27% 5.53% 3.63%

189,501 924,593 64,337 1,319,962 2,710,886 2,222,207 7,431,486 111,100,114

N/A 0.69% -25.61% -0.82% 6.11% 3.27% 5.53% 3.53%