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Agenda - Special General Committee - 20070203SPECIAL GENERAL COMMITTEE AGENDA N0. 07-09 SATURDAY, FEBRUARY 3, 2007 9:00 m PLEASE BRING YOUR DRAFT 2007 CAPITAL BUDGET AND DRAFT 2007 OPERATING BUDGET NOLLANO ROOM AURORA TOWN HALL PUBLIC RELEASE 31 /01 /07 AWL Ai pztoi A TOWN OF AURORA SPECIAL GENERAL COMMITTEE MEETING AGENDA NO. 07-09 Saturday, February 3, 2007 9:00 a.m. Mayor Morris in the Chair I DECLARATIONS OF PECUNIARY INTEREST 11 APPROVAL OFAGENDA RECOMMENDED: THAT the agenda as circulated by the Corporate Services Department be approved. III DELEGATIONS Mr. John Gutteridge regarding the 2007 Capital Budget IV CONSIDERATION OF ITEM REQUIRING SEPARATE DISCUSSION V ADJOURNMENT Special General Committee Meeting No. 07-09 Saturday, February 3, 2007 Page 2 of 3 AGENDA ITEMS 1. Memo from Director of Financial Services Re: Additional Information Requested as part of the 2007 Capital Budget Deliberations a) Summary of Capital Projects with Consulting Fees b) Fleet Management Review, 2005 c) i) LS06-036 —Asphalt Parking at Factory Theatre ii) LS03-033 — Theatre Aurora Lease Agreement (Factory Theatre) d) 2003 Culture and Recreation Master Plan Capital Plan (2003 — 2012) e) 2000 Culture and Recreation Master Plan (Table 8-2) pg. 1 pg. 6 pg. 9 pg. 66 pg. 68 pg. 91 pg. 92 f) i) 2004 Report on operating costs for soccer fields pg. 93 ii) Artificial Sports Field — Sheppard's Bush (LS05-066) pg. 144 iii) Correspondence with the Lake Simcoe Region pg. 165 Conservation Authority regarding Artificial Sports Turf Facility, Sheppard's Bush, Aurora, Ontario g) Alternative Uses of the Former Hydro Building (LS06-042) pg. 183 h) Report from Shaheen & Peaker Limited, Consulting Engineers pg. 202 Re: Monitoring Walls & Associated Works — Aurora Civic Building, Aurora, Ontario 1) Memorandum from G. Whicher, Solicitor pg. 208 Re: Town of Aurora Purchase from Aurora War Memorial Association j) April 2001 Employee Survey pg. 226 k) Aurora Adopt -a -Park — Community Partnership Program pg. 230 Agreement No. PKS-007-06 1) Summary of 2007 Capital Projects — Sorted by Department pg. 232 m) Memorandum from the Director of Financial Services pg. 236 Re: Mr. Prikryl Capital Budget Concerns Special General Committee Meeting No. 07-09 Page 3 of 3 Saturday, February 3, 2007 2. Memorandum from Director of Financial Services changes to 2007 Capital Budget Summary Sheets and Projects (yellow pages) 3. Correspondence from Mr. Dave Watson Re: Council Remuneration 4. 2007 Capital Projects — Council Direction — Items for Deletion 5. Discussion — Capital Projects to be Included in 2007 6. Discussion - Utilization of Discretionary Resources IF TIME PERMITS Draft 2007 Operating Budget 7. Council Budget, Council Tab 8. CAO Budget, CAO Tab 9. Financial Services pages 5 —12 pages 23, 35, 47, 59 and 109 pages 93 and 94 10. Corporate Services pages 75 - 81 Memo Further to your requests of January 201h, please find below either the information requested or the status of the information that was requested during the capital budget discussions: Summary of Capital Projects with Consulting Fees (Appendix A) Council had requested Senior Management to provide a summary of all projects that have consulting fees associated with them. Attached hereto, is a list of the Capital projects in priority ranking, with the final column showing the amount of the project that is consultant fees. Also attached is a list of Operating Departments that have included funding for consultants in their budget requests. From these two lists, we have asked each Director to report back on their department's ability to do the work in-house and if there would be any economy of scale if we were to tender jobs together. This report will be available for your budget meeting of February 3, 2007. 2007 Vehicle Requests (Appendix B) In the interest of integrated decision making, Council had requested a summary of all vehicle requests (replacement and new) for 2007 that prioritizes the requests, this report will be provided to you at the next budget meeting. As background information, I have included a copy of the most recent Fleet Management Review in this package, which was completed in 2005. —1— Discretionary and Obligatory Reserves A listing of all Discretionary and Obligatory Reserves with an explanation as to what these are for and how they get replenished will be provided to you at the next budget meeting. Theatre Aurora Capital Improvements (#72043)pg 27 (Appendix C) Copies of the Asphalt Parking Lot at Factory Theatre (LS06-036) and the Theatre Aurora Lease Agreement (LS03-033) have been included in this package to provide background information as well as confirmation that the project requires total funding of $90,000 to complete the contracted improvements. Of the $90,000 required, the project currently contains funding of $28,918 that was approved as part of the 2006 capital budget, Town Hall Generator (#72069) pg 29 The question of the expected lifespan of the generator was raised and in response, it is anticipated to have a lifespan of between 20 and 30 years, with continued routine maintenance and depending on the amount of hours is use each year. Fitness Centre Expansion (#72058) pg 31 (Appendix D) A copy of the Capital Plan (2003 — 2012) spreadsheet from the 2003 Culture and Recreation Master Plan has been included in this package as back-up for the estimated expenditure for the proposed expansion. Parkland Acquisition (#73003) pq 37 The question of which type of facilities will be impacted if the acquisition does get approved and in response, the lands to be purchased in 2007 would be used for playground and baseball/softball activities. Northeast Quadrant Traffic Calming Plan Implementation (#31060) pq 40 The Director of Public Works has provided confirmation that there are no outstanding issues with regards to this project. 2 —2— Seston Park Playground Replacement (#73066) mg 46 (Appendix E) An excerpt from the 2000 Culture and Recreation Master Plan (Table 8-2) that provided the timelines for the replacement or upgrade of existing facilities and structures has been included as part of this package. Sheppard's Bush Sports Field (#73069) pg 47 (Appendix F) Background information that relates to this project including copies of the following have been included in this package: the report on operating costs for soccer fields (please note that Sheppard's Bush is a Class Afield) Artificial Sports Field — Sheppard's Bush (LS05-066) Correspondence with the Lake Simcoe Region Conservation Authority that provides confirmation. that they agree, in principle, with the Town of Aurora installing an artificial sports field at the Sheppard's Bush Conservation Area Council had also requested a breakdown of the $60,000 in operating savings. The savings is actually a combination of operating savings and cost avoidance. As broken down in the cost benefit analysis included in LS05-066, the operating savings is the difference between the annual costs for a natural turf field ($43,320) and an artificial turf field ($26,366) resulting in savings of $16,954. The cost avoidance of $43,320 comes from not having to build another natural turf field as the artificial turf field will provide the same playing time as two natural turf fields. Upright Lift (#72035) pq 51 Currently, Leisure Services is renting a two person lift ($406 per day including delivery or $865 per week). The existing upright lift, located at the Leisure Complex, is only a one person lift, which is not suitable for many tasks that require two people (changing large light ballast). This 16 year -old lift could be sold to partially offset the purchase cost of the two person lift. Former Hydro Building Renovation (#73004) pq 52 (Appendix G) A copy of Alternative Uses of the Former Hydro Building report (LS06-042) has been included in this package. Energy Management and Conservation Building Retro-fits (#72055) pq 62 (Appendix H) A copy of the report from Shaheen & Peaker Limited that confirms the structural soundness of Town Hall has been included in this package. —3— Church Street School Renovation (#72059) pg 66 The question was asked, if we switch the Historical Society project from capital to a grant, could we pay it out over a period of years. The simple answer is you can pay the grant over the next four years (your term of Council), however, we must account for the grant in the year it is committed as a liability for the municipality. Aurora War Memorial (#73043) pq 67 (Appendix 1) A copy of the memo regarding the Aurora War Memorial (Cenotaph) has been included in this package as background information. Town Hall Phase 3 Repaving of Parking Lot (#73035) pg 93 Information regarding the 2006 cost of annual maintenance, such as crack filling, for the Town Hall parking lot will be provided to you at the next budget meeting. ARC — Tables & Chairs (#72056) pq 100 A breakdown of the purchase cost by tables and chairs, cost to rent the equipment and cost to transport equipment between facilities had been requested for this project. - 10 tables @ $200 per table = $2,000 - 200 stackable chairs @ $80 per chair = $16,000 - Cost to rent from Chairman Mills is $10 per table and $4 per chair - Cost to move between facilities is $25 per set-up and $25 per take down Employee Survey (#12003) pg 101 (Appendix J) A copy of the last employee survey that was completed in April 2001 has been included in this package. Potential Land Purchases (#73001) pq 115 A report from staff with regards to the details of the project will be provided at the next budget meeting. 4 —4— Victoria Hall Roof (#72065) pq 117 The size of the roof is approximately 1,000 square feet and the current shingles are pre 1985. The funding request includes the following components: - Removal and disposal $2,500 - Repair plywood structure, if needed $5,000 - Ice and water shield at south end of building $700 - Asphalt shingles $5,000 - New wood Facia boards $1,600 - Aluminum facia cladding and soffit, re -install existing/provide and install new eaves and downspouts $3,400 Town Hall Board Room & Council Chambers —Chairs (#72050) pg 118 Room revenues for Town Hall for 2006 were $1,770.90 for the Holland Room and $2,942.09 for the Leksand Room. Lions Park Rehabilitation (#73031) pg 122 (Appendix K) A copy of the Adopt a Park agreement with Diamond Landscaping has been provided as part of this package as background information. Summary of 2007 Capital Projects — Sorted By Department (Appendix L) A copy of the 2007 summary sheet, sorted by department, has been included in this package, as reference material. Memo Responding to Mr. Prikrvl's Capital Budget Concerns (Appendix M) A copy of my memo dated January 25th, 2007, that responds to Mr. Prikryl's capital budget concerns has been included in this package, as background information. ., Gutteridge 5 —5— Of TOWN OF AURORA APPENDIX A 2007 In Page No. Score Project Project Name Department Gross Fees Cost Included in TOWN OF AURORA 2007 Summary of Projects - Consulting Fees Included in Projects Consultant Page Score Project Project Name Department Gross Fees No, ID Cost Included in Grand Total 23,440,952 965,600 2 Run Date: 1/30/2007 2:28 PM Page No: 0001 FIIe:Consulting Fees(alrA-5043) Tount csfAurora Drqft Operating Budget -- 2007 Summary of Consulting Fees (a/c 4-6043) 2006 2007 2008 Zoos 2010 Approved Budget Budget Budget Budget Budget Draft 1 Outlook Outlook Outlook Consulting Fees 01201 CAO ADMINISTRATION 25,000 20,000 25,000 25,000 25,000 01304 HUMAN RESOURCES 10,000 5,000 75,000 75,000 10,000 01401 FINANCIAL SERVICES 10,000 60,000 65,000 66,000 67,000 01402 INFORMATION TECHNOLOGY 0 7,200 8,000 8,000 8,000 02401 BUILDING 5,000 14,500 (2,000) 7,500 7,500 03200 ENGINEERING SERVICES 220,000 0 0 0 0 04301 ADMINISTRATION 0 0 0 0 0 04540 WASTE MANAGEMENT THREE STREAM 0 5,000 5,000 5,000 5,000 07301 PARKS ADMINISTRATION 11,000 11,000 11,000 11,000 11,000 07721 LB - SUPP. SERV. -SYSTEMS 1,500 1,500 1,500 1,600 1,600 07731 ADMINISTRATION SERVICES 3,500 3,500 3,500 3,500 3,750 08101 DEVELOPMENT PLANNING 47,000 47,000 50,000 52,000 52,000 08102 COMMUNITY PLANNING 0 0 0 0 0 08103 ECONOMIC DEVELOPMENT 10,000 10,000 15,000 10,000 10,000 08104 POLICY PLANNING 35,000 0 . 0 0 0 Total Consulting Fees 378,000 184,700 257,000 264,600 200,850 Total 378,000 184,700 257,000 264,600 200,860 -8- APPENDIX "B" Town of Aurora Fleet Management Review Final Report Prepared for: Town of Aurora 28 October 2006 IDM Consultants 921 West 5t" St Hamilton, Ont L9C 6116 (905) 928-2542 ME Town of Aurora — Final Report Fleet Management Study October 2005 Executive Sumnnary The Town of Aurora recently consolidated its vehicle and equipment fleets into one, within the Department of Public Works (DPW). The combined fleet consists of approximately 200 units, predominately used for Roads Operations and Parks Operations. Other users are Water/Wastewater, Traffic, Library Square, the Community Centre and the Leisure Complex. By -Law Enforcement and the Aurora/Newmarket Fire Department are customers for fuel only. The fleet is maintained in a two bay section of the DPW building at Scanlon Court. Parks Operations are also located at Scanlon Court. In 2004 the total expenditure for fleets was $1 M. In 2005 the budget for the combined fleet was set at $0.75M. To achieve this aggressive cost control on a consistent basis, the Town commissioned a Fleet Management Review to analyze the entire fleet system from acquisition to disposal. The previous replacement schedules and planned contributions to the replacement reserve were adequate, but various deferments have resulted in the fleet being 1-2 years behind schedule for replacements. A 15 year replacement schedule was developed for the combined fleet. It has been provided separately. The analysis showed a required gross annual reserve input of $485K. This could be reduced to $434K and $401 K respectively with allowances for salvage and fund interest. The analysis also indicates that the reserve fund can maintain a positive cash flow for the on -going scheduled replacements with the reserve contribution of $401 K per year. Some additional input would be required if it is necessary to replace the majority of the overdue equipment. Further reductions would be possible with a Fleet Management System (FMS) in place to record fleet costs. Currently, there is no system in place to capture the cost of individual units. The financial accounting system records labour, material, parts, fuel, etc. in line item accounts, but has no capability to assign costs to individual vehicles. Without a unit costing system for the fleet, there is no data to analysis for "fleet management" or use in the activity based costing system. It is the Town's intent that all fleet users will reimburse Fleet for the actual costs of owning and maintaining vehicles/equipment and that the fleet budget will net to zero each year. Currently Public Works is over paying for equipment use through the activity based costing (ABC) system. (Using MTO equipment rental rates that do not reflect Aurora's actual equipment cost). Leisure Services cannot participate in the ABC system because there is no usage or cost data (past or current) to develop equipment rental rates. The 2005 Leisure Services budget contains funding for a contribution to reserves but has no funding to reimburse Fleet for fuel, maintenance, insurance, etc. The Fleet garage is staffed with two mechanics. A preventative maintenance system is in place, the fleet is adequately maintained and as of the end of June the expenditure IDM Consultants —10— VA Town of Aurora — Final Report October 2005 Fleet Management Study for fleet maintenance was within budget. However, due to the lack of a FMS, the maintenance program is reactive instead of proactive. Fleet, for various reasons, is still in the process of adapting to the realities of a diverse customer base. Plans are in process to provide seasonal emphasis to Parks and Roads for service, over -haul programs and a proactive PM program. The completion of a corporately integrated fleet management system is 3 to 5 years away. In the interim Fleet will need to develop temporary (Excel spread sheets) or intermediate (stand alone canned software) methods of collecting and recording fleet data for management analysis, the ABC system and cost recovery from Leisure Services. The fuel dispensing and recording system is beyond efficient support for both the hardware and the software, and needs to be replaced. The existing repair garage bays are too narrow for the larger equipment. The facility does not have a wash -bay, which is necessary for corrosion control, salt management and public image. The recommendations in this report are too numerous to recount in an executive summary but can be summarized as follows; • Make and keep a policy decision to maintain a sustainable Fleet Replacement Reserve and Fleet by making the required annual contribution. • Establish formal proactive Fleet customer specific seasonal service and over- haul programs. • Develop an interim Fleet Management System to bridge to the integrated corporate FMS. • Establish full and equitable cost recovery from all Fleet users. • Replace the fuel dispensers and fuel management system with a system that will complement the FMS. • Consider expanding the repair garage from 2 to 4 bays and adding an enclosed wash bay. The Town of Aurora has a Vehicle/Equipment Fleet and expects Fleet Management but Aurora does not have a Fleet Management System and will not achieve effective Fleet Management without an FMS. However Aurora has willing and able people that want a managed fleet, an adequate fleet, a regularly replaced fleet and an adequately maintained fleet. IDM Consultants —11— Town of Aurora - Final Report Fleet Management Study October 2005 TABLE OF CONTENTS Executive Summary Table of Contents 1.0 INTRODUCTION • 1.1 Background • 1.2 Purpose • 1.3 Scope • 1.4 Project Timelines and Deliverables • 1.5 Approach • 1.6 Overview 2.0 CURRENT SITUATION • 2.1 Operations Yard • 2.2 Aurora Organization • 2.3 Fleet Budget • 3.4 Fleet Planning • 3.5 Equipment Costing and Equipment Rates • 2.6 Preventative Maintenance • 2.7 Fuel Control system • 2.8 Parts Inventory • 2.9 Fleet Customers • 2.10 Fleet Use and Function • 2.11 Fleet Inspection • 2.12 Equipment Specifications • 2.13 Facility and Equipment • 2.14 Equipment Disposal 3.0 INTERVIEWS • 3.1 Staff Interview Questions • 3.2 Overview of Interviews 4.0 FLEET MANAGEMENT-POLICY/PROCEDURES/COMPONENTS • 4.1 Fleet Replacement Schedule • 4.2 Fleet Replacement Budget • 4.3 Fleet Operating Budget • 4.4 Fleet Cost Recovery • 4.5 Fuel Control System • 4.6 Preventative Maintenance • 4.7 Parts Management • 4.8 Out -Sourcing Repairs • 4.9 Acquisition and Specifications • 4.10 Facilities - Garage and Fuel Storage • 4.11 Work Control IDM Consultants -12- El Town of Aurora — Final Report Fleet Management Study October 2005 6.0 FLEET STRATEGY • 5.1 Fleet Management System • 5.2 Service Level and Priority • 5.3 Fleet Organization • 5.4 Fleet Advisory Committee • 5.5 Lease/Rent Vehicles/Equipment • 5.6 Fleet Policy and Procedures • 5.7 Shop Rate • 5.8 Cash Flow 6.0 List of RECOMMENDATIONS (By Topic) 7.0 List of RECOMMENDATIONS (By Priority) 8.0 SUMMARY of POTENTIAL COSTS LIST of FIGURES • Figure 1 — Departmental Organization Chart • Figure 2 — Public Works Department (partial) Organization Chart • Figure 3 — Fleet Expense Budget Comparisons 2004 and 2005 • Figure 4 — 2004 Actual Expenses and Costs Assigned • Figure 5 — Fleet Services Customers • Figure 6 — Fleet Quantity Comparisons • Figure 7 — Fleet Inspection Summary • Figure 8 — Expectations Gap • Figure 9 — Fleet Replacement Profile • Figure 10 — Recommended Fleet Budget Line Items • Figure 11 — Equipment Rent and Use Report • Figure 12— Equipment Annual Use Profile • Figure 13 — Fleet Reserve Cash Flow • Figure 14 — Fleet Reserve Cash Flow (Overdue Catch-up) APPENDICIES • A - Fleet List • B — Fleet Evaluation Sheets • C — Fleet Replacement Schedule • D — Sample Fleet Evaluation Form • E — Sample Fleet Evaluation Form, Detailed • F—Suggested Garage Expansion • G — Repair Codes and Work Orders IDM Consultants -13- Town of Aurora — Final Report October 2005 Fleet Management Study Section 1- Introduction 1.1 Background The Town of Aurora (Aurora) owns approximately 200 units of vehicles and equipment for operational support. The responsibility for fleet management in the Town of Aurora was recently consolidated within the Department of Public Works (DPW). The primary fleet users are Roads, Parks, Water & Sewer, Traffic and Arenas. DPW and Parks Operations are located in Aurora's only operations yard at 9 Scanlon Court off Industrial Parkway N. Fleet maintenance occupies two bays in the DPW building. 1.2 Purpose The Fleet Management Review was undertaken to establish appropriate fleet management strategies and procedures to enable the vehicle and equipment (equipment) fleet to support the delivery of public programs and services. The goal of DPW fleet management is: "To provide responsive, flexible, efficient and comprehensive fleet services to support the delivery of public programs and services." And with the stated objectives: • Minimize life -cycle vehicle and equipment costs • Ensure fiscal performance • Improve customer satisfaction • Green the fleet where appropriate • Optimize scheduled fleet replacement 1.3 Scope The intent of this study is to analyze the Aurora fleet operation from acquisition to disposal, including a review of acquisition, replacement, disposal, specifications, utilization, mechanic productivity, parts management, outsourced repairs, fleet management information, fuel management and fleet maintenance. IDM Consultants -14- R Town of Aurora — Final Report October 2005 Fleet Management Study 1.4 Project Timelines and Deliverables The project requirements were an interim report in mid August 2005 and draft final report prior to the end of September 2005 for a fleet management plan that included an implication plan, an implementation costs budget and policy/procedures for the major components of the fleet management plan. The final report is to be delivered at a mutually agreed to time period after Aurora provides IDM Consultants with comments on the draft report. 1.6 Approach The methodology used to prepare this analysis involved the following elements: • The following information was collected from Aurora. - organization charts - 2005 operating and capital budgets - vehicle and equipment lists - preventive maintenance plan - copies of defect sheet, repair order, vehicle inspection report (CVOR) - 2004 maintenance and fuel costs for some equipment - 2004 repair orders for DPW and Parks equipment • A representative cross-section of the fleet was inspected by a licensed mechanic experienced in public works and parks equipment maintenance. Interviews and discussions were conducted with staff from DPW, Parks and Administration to determine the expectations of both the equipment users and the equipment providers. Aurora Staff contacts: - Wayne Jackson, Director of Public Works - Al Downey, Director of Leisure Services - John Gutteridge, Director of Finance and Treasurer - Peter Horvath, Manager of Operations - Jim Tree , Parks Manager - Brad Schonauer, Roads/Traffic/Fleet Supervisor - Luigi Colangelo, Water/Sewer Supervisor - Colleen Breen, Parks Supervisor - Karen Bates -Denney, MIS Supervisor - Darlene Munro, Accounting Supervisor IDM Consultants —15— 7 Town of Aurora — Final Report October 2005 Fleet Management Study - Kathy Bishop, Purchasing Coordinator - Janet Bridge, DPW Administrative Assistant - Bob Green, Mechanic - Tony Lott, Mechanic A visit was made to a city with a similar population that is in the process of developing a fleet management system. Discussions were carried out with other cities_ concerning various aspects of their fleet systems. Information was accessed through the internet. 1.6 Overview Aurora is a Town of 46,000 people, and operates a 200 vehicle fleet with an annual budget in the $750,000 range. The majority of workers and staff are multi -task oriented by necessity. Throughout this Review it was kept firmly in mind that any recommendations must be practical and affordable. For example, the text book perfect solution for the garage parts inventory is to have a controlled access room with a formal inventory system and dedicated stock keeper services. This is not cost effective for an inventory valued at $20,000. IDM Consultants 8 —16— Town of Aurora — Final Report - October 2005 Fleet Management Study Section 2 - Current Situation 2.1 Operations Yard The Operations Yard is located on an 4.2 acre site at the court end of Scanlon Court, which runs westerly off Industrial Parkway N. Scanlon Court is a short street and there are four lots on the street portion. One, on the NW corner, is vacant and the other three are occupied with active businesses. The DPW yard occupies the court portion of Scanlon Court which is completely surrounded by occupied properties. There are four buildings on the DPW site. One is the DPW Operations Centre (built in 1975) which has a two story office section and 6 double length drive -through bays. One of these is used for fleet maintenance. The second is the Parks Operations Centre. It has a two storey office section and 7 double length bays. Only two have drive -through capability. Three bays are used by Parks and four are used by DPW. The third building is for sand/ salt storage and the fourth is a green house. Other City owned properties: - Aurora owns an undeveloped 90 acre site on Leslie Street. It is used for some Parks materials storage. There are no buildings on site. It is not available for future Town use. - A small property on Machell Avenue has a Quonset building that Parks use for some out -of -season equipment storage. This site is in a residential area. Comments: - There are no unheated open front storage sheds. This would reduce the need for fully enclosed heated storage. 2.2 Aurora Organization (see Figures 1 and 2) Municipal services are provided through six Departments. Fleet Services are the responsibility of Public Works. It is intended that Fleet provide vehicle and equipment services to all Departments, although the major users are Leisure Services and Public Works. Fleet requires support from Corporate Services (human resources, legal, risk management), and Treasury (purchasing, payroll, accounting, budget, information technology) IDM Consultants —17— Town of Aurora — Final Report Fleet Management Study October 2005 Figure 1- Department Organization Chart Figure 2 - Public Works Department (Partial) IDM Consultants 10 Town of Aurora — Final Report Fleet Management Study October 2005 Fleet Services are the responsibility of Wayne Jackson, Director of Public Works through Peter Horvath, Manager of Operations and Brad Schonauer, Roads/Traffic/Fleet Supervisor who directly supervises the two fleet mechanics and two DPW Crew Leaders. Comments: - The fleet is small (200 pieces) with two mechanics. The two major users (Parks and DPW) and the fleet function are located at the Scanlon Could site. It is appropriate and practical that Fleet Services be the direct responsibility of a DPW Supervisor. 2.3 Fleet Budgets The 2005 fleet operating budget is $526,392 (gross), with recoveries of $485,548 (internal equipment rentals) and $31,559 (vehicle supplies/fuel) for a net fleet expense of $9,285. The allocation to the vehicle replacement reserve is $175,000. The 2004 fleet actual operating expense for DPW plus Parks was $1,007,917 (gross) with recoveries of $709,741 (internal vehicle rental) and $46,292 (vehicle supplies/fuel) for a net fleet expense of $298,176. See Figure 3. The 2005 fleet replacement budget is $602,000 ($350,000 for DPW, $252,000 for Leisure Services). Aurora maintains an equipment replacement reserve system for fleet replacements. IDM Consultants 11 —19— Town of Aurora - Final Report Fleet Management Study October 2005 Figure 3 - Fleet Expense Budget Comparisons 2004 and 2005 2004 ACTUAL $$ 2005 BUDGET $$ Budgetltem Acct PIN Expense Parks Expense Total Expense Annual Expense Jan -Jun GIL Salary/Benefits 2000 67,562 34,244 101,806 90,869 41,802 Operating Material 4015 2,426 - 2,426 2,800 17,244 Vehicle Supplies 4019 129,749 38,987 168,736 136,739 54,870 VehSu-Recove 4020 46,292 - 46,292 31,559 4,990 Equipment - Other 4021 1 - 5,889 5,889 - Tools 4022 410 - 410 9,247 902 Vehicle Repairs 5032 34,921 20,810 55,731 75,257 49,617 Equipment Repair 5033 839 35,079 35,918 11,770 0 Sub - Total 189,615 135,009 324,624 295,123 159,445 Licenses 4018 9,442 5,666 15,108 7,500 2,094 Insurance 5039 15,270 - 15,270 17,210 0 Reserve - Roads 8003 290,100 - 290,100 175,000 0 - Water 8006 1 215,315 - 215,315 TBD 0 - Parks - 147,500 147,500 147,500 Sub - Total 530,127 153,166 683,293 347,210 TOTAL 719,742 288,175 1,007,917 642,333+ Internal Rental 2300 709,741 485,548 331,116 NET TOTAL 2989176 Comment. - The contribution to reserves for Water/Sewer equipment has not been designated and the contribution for Parks/Leisure is in the Leisure Services budget. 2.4 Fleet Planning The current fleet replacement criteria are summarized as follows: • Dump Truck- 15 years • Sweeper/Flusher/Loader - 12 years IDM Consultants 12 -20- Town of Aurora— Final Report Fleet Management Study October 2005 • Pick-up/Van/1 Ton Truck- 10 years The capital budget contains a 4 year projection beyond the current year. Individual pieces of equipment with an estimated replacement cost are listed in the anticipated replacement year. There is a 10 year fleet replacement program that has not been up -dated since 2000. A 20 year replacement plan for PW Operations was prepared in 1998 and has not been up -dated. Comment: - The replacement criteria are reasonable when considering the relatively low usage because of Aurora's compact area and the absence of data to support different criteria. 2.6 Equipment Costing and Equipment Rates The 2004 accounting records show actual expenses as listed in the left side of Figure 4 below. A summary of the equipment cost record for 2004 shows the costs that have been assigned to equipment. Only $127,000 out of $325,000 in direct expenses has been assigned to specific equipment units. Figure 4 - 2004 Actual Expenses and Costs Assigned Income Statement Expenses PW & Parks Costs Assigned to Individual Units Expense Item Expense $$ Comments Cost Cost Item Salary/Benefit 101,806 Mechanics only Vacancy part of year Labour cost not assigned to individual equipment Operating Materials 2,426 Vehicle Repairs 55,731 43,311 Maintenance Equipment Repair 35,918 Vehicle Supplies 122,444 Net of Recovery from other groups, but more than fuel is charged to this account 83,765 - ' This is Fuel usage for PW and Parks from GasBoy records. Equipment - Other 5,889 Tools 410 Sub TOTAL 324,624 Direct/Variable Costs 127,076 Total Assigned Licenses 9,442 Insurance 15,270 Reserve Contrib.'s - PW 290,100 - Wtr 215,315 - Pks 147,500 Sub TOTAL 683,293 Fixed costs FLEET TOTAL 1,007,917 IDM Consultants -21- 13 Town of Aurora — Final Report Fleet Management Study October 2005 DPW is currently using standard Ministry of Transportation Ontario (MTO) equipment rates for activity based costing records and for charges to the Internal Equipment Rental account. This is done simultaneously through payroll records Leisure Services has not adopted this system. The $331,116 recovery in the flee Comments: - Labour hours are not recorded on the Garage Repair Orders. Starting in 2005 the mechanics labour hours and direct purchase parts are being segregated under two categories — DPW equipment and Leisure Services equipment. These are photo copy folders in the DPW office and are not entered into the accounting system. - The mechanics are currently recording the cost of some parts and materials on the Garage Repair Order for local information only. This is not entered into the accounting system. - The Equipment Cost Record is a labour intensive manually assembled, incomplete (no labour costs) document. - The use of MTO rates is reasonable in absence of fleet cost data to develop Aurora specific rates. 2.6 Preventive Maintenance The fleet preventive maintenance plan has the following elements. • Drivers Vehicle Inspection Report — This is a daily/trip CVOR mandated inspection for equipment that is considered to be a `commercial vehicle". • Scheduled Service — Lube/Oil/Filter service is scheduled at 100 hours or 200 hours or 5,000 kilometers as applicable. Vehicles have a windshield sticker indicating the next inspection. It is up to the operator to arrange a time for service. The mechanics check the hours on other equipment whenever they happen to see it, to determine if it is due for inspection. • Daily requirements such as oil/fluids checking, lubrication, air -filter cleaning, belt tension, etc. is performed by the operator. Parks schedule three people to start early (4 am in summer season) to prepare the equipment and materials for the crews. Comments: - The basic elements of a fleet preventative maintenance are in place but the lack of a fleet management system and the lack of a dependable fuel management system (see 4.7) make the control and scheduling inefficient and problematic. - In the interim a manual display board system could be adopted for scheduling. IDM Consultants 14 —22— Town of Aurora — Final Report Fleet Management Study October 2005 2.7 Fuel Control System The fuel control system is circa 1990 vintage Gas Boy equipment. The software is past being supported by Gas Boy and the old PC can not be supported by MIS. The system had the capability of doing more for fleet but it is currently in the "it is working now — don't touch it — if it fails it may not be able to be fixed again" mode. Comments: - An adequate fuel control system has the capability of providing vehicle/equipment data to the fleet management system; o usage by kilometers or hours o fuel consumption and costs - The fuel system consists of a 10,000 gallon diesel tank and dispenser and a 5,000 gallon gasoline tank and dispenser. Aurora does not store road tax exempt fuel. 2.8 Parts Inventory The fleet parts inventory is a minimal supply of filters, fluids, lubricants, etc. Most parts are readily available in the GTA. Comments: - The fleet inventory strategy is appropriate for fleet size, type, equipment mix and geographical location. IDM Consultants 15 —23— Town of Aurora — Final Report Fleet Management Study October 2005 2.9 Fleet Customers The majority of Aurora vehicles and equipment are used by Public Works or Leisure Services and these are part of the DPW Fleet. DPW is not responsible for Fire Department or Corporate Services vehicles, but these units are fueled through the DPW fuel system on a cost recovery basis. Figure 5 — Fleet Services Customers All Fleet Services Fuel Only Comments Department Public Works Roads Traffic Water Wastewater Leisure Services Parks Library Square Community Centre Leisure Complex Corporate Services By -Law Enforcement Two leased cars Fire Department Aurora / Newmarket 2.10 Fleet Use and Function Generally Aurora has the appropriate types of equipment. The quantity of equipment appears to be reasonable when compared to communities of a similar size. Figure 6— Fleet Quantity Comparisons Communiw PIN and Parks Units Population Comments Aurora 200 46,000 Community A 318 42,000 Considerably larger geographical area Community B 277 61,000 IDIM Consultants 16 —24— Town of Aurora — Final Report Fleet Management Study October 2005 Comments: - In some cases functions have changed prior to the equipment being due for replacement. - A flusher/vactor unit would be more useful than the sewer flusher unit and could be used to excavate valve boxes instead of a backhoe. - The motor grader appears to have extremely low use, but may be necessary for emergency situations. - There are eight plow/spreader trucks used on four of the eight plow routes. Four are contracted. The extra four trucks were maintained for spares and to cover all eight routes during the fringe of 2 weeks prior to and 2 weeks after the contract. If this four week period was added to the contract, the 4 spare trucks could be reduced to two. - The two Ransom 950D mowing machines are not the best equipment for rough terrain grass cutting. 2.11 Fleet Inspection A major cross section of the fleet was inspected by a licensed mechanic experienced in public works and parks equipment maintenance. Forty nine units (29 PW, 20 Parks) were inspected. An additional 71 units were looked at. The ratings were as follows: Figure 7 — Fleet Inspection Summary Overall Mechanical . Body Good Fair Bad Good Fair Bad 24 24 1 24 20 2 Notes: Ratings —Good (little or no action required), Fair (Delay replacement and repair), Bad (Replace) The fleet is well maintained and generally the units with fair ratings are older. Some sample evaluation sheets are attached in Appendix B. 2.12 Equipment Specifications Equipment specifications are currently not being coordinated through any one person in Fleet or Fleet in general. The specifications contain the three necessary sections; Information to Bidders, Form of Agreement and Specifications but Parks and PW use different formats for the Information to Bidders/Tenderers and Specifications. Comments: - Two different Tenders were issued in May 2005 for vans. IDM Consultants 17 —25— Town of Aurora — Final Report Fleet Management Study October 2006 - The Information to Bidders and Form of Agreement (with minor differences) should be the same for all equipment tenders. The Specifications should use the same format. 2.13 Facility and Shop Equipment The maintenance garage consists of a double length drive -through bay on the end of the PW operations building which provides the mechanics with two work bays. These bays are too narrow to efficiently service and repair plow trucks. The bay has one in - ground 2-post hoist. The building does not have a dedicated equipped vehicle cleaning bay. Vehicles are cleaned in the centre of the PW storage garage. Comments: - One enclosed bay should be, properly equipped for pressure cleaning vehicles and equipment. - One bay should be 24 feet wide with a 20 feet wide door, to be able to repair and service equipped plow/spreader trucks. 2.14 Equipment Disposal Disposal is through major auctions to group with others for optimum attraction and timing. Auctions are chosen based on reputation and specialty. Vehicles that can not be certified are sold to the highest bidder through a news paper advertisement. Comment. - Equipment disposal through specific auctions is a current best practice. IDM Consultants 18 —26— Town of Aurora — Final Report Fleet Management Study October 2005 Section 3 - intemews 3.1 Staff Interview Questions Interviews were conducted with Fleet customers, with staff who provide services to Fleet and Fleet staff. The basis of the interview was four pairs of questions. 1) A — Briefly describe your function. B — Briefly describe Fleets function. 2) A — What do you expect from Fleet? B — To what degree are your expectations met on a scale of 1 to 10? 3) A — What do you provide to/for Fleet? B — How well do you do that on a scale of 1 to 10? 4) A — What does Fleet need to do to perform the role better? B — What can you do to help Fleet? 3.2 Overview of Interviews Generally each person's answer to 1 B, 2A, 3A, and 4A was appropriate for their position and responsibility in the organization. Each person interviewed felt that Fleet had considerable room for improvement. Each person, with one exception, felt that there was more they could do to help fleet (Question-413). There were no "not my problem answers". The answers (in no particular order) to 2B and 3B respectively were as follows in Figure 8; Figure 8 — Expectations Gap To what degree does Fleet meet your expectations? How well do you think you provide your service/support to Fleet? 4-5 7-8 5 5 2-3 7-8 6 7.5 5 5 2 10 5-6 5-6 3 8.5 Average - 3.6 Average - 7 Note: The 2 and 10 rating was not a Fleet customer. Comment. - It is significant to note that the Fleet staff know and accept that considerable change is required to satisfy their customer's expectations. IDM Consultants 19 —27— Town of Aurora — Final Report October 2005 Fleet Management Study Section 4 — Fleet Management Policy/Procedures&omponents 4.1 Fleet Replacement Schedule A 15 year vehicle/equipment replacement schedule is attached in Appendix C. It is an active Excel spread sheet and can be used to determine the replacement profile when criteria are changed. The schedule is developed using the following equipment useful life criteria in years. • Pick-up TruckNans/1 Ton Truck ...................10 • Loader/Tractor/Sweeper/Flusher ...................12 • Dump Truck/Large Mower/Trailer ..................15 • Other equipment......................................5 to 35 as applicable The above criteria are guidelines that are commonly used for municipal equipment and are then adjusted based on local life cycle costs. Aurora currently does not have the systems or the data to conduct an efficient, effective, accurate equipment life cycle cost analysis. Recommendations: 1T .... Immediate Term MT ... Mid Term LT ... Long Tenn 4.1.1[IT] to prepare for the annual capital budget, perform an equipment evaluation on all equipment that is overdue or within 3 years of scheduled replacement. A sample evaluation form is attached in Appendix D. Use the evaluations to adjust the individual units in the master Fleet Replacement Schedule (FRS) (Excel spread sheet) and to prepare the capital equipment budget. 4.1.2[M7] Develop Aurora specific useful life criteria and adopt a more detailed and informative equipment evaluation form. A sample is attached in Appendix E. 4.1.3[LT Goan When a fleet management costing system is in place, use the data to develop life cycle cost criteria for equipment replacement decisions. 4.2 Fleet Replacement Budget The following bar graph, Figure 9, illustrates the annual cost of equipment due for replacement each year. The first bar is equipment overdue for replacement. The second IDM Consultants 20 —28— Town of Aurora — Final Report Fleet Management Study October 2005 bar is 2005 and so on. All costs are in 2005 dollars. The average annual cost over the 16 year cycle shown is $434,000 (net of salvage but not fund interest). At this point it is pertinent to explain the philosophy of an equipment replacement reserve. The purpose of a reserve is to eliminate the erratic cyclical cost of replacing equipment. This profile has variations from $788,000 in 2005 to $103,000 in 2010 (gross replacement costs). Without a reserve these would directly impact the mill rate and the tendency would be to postpone some replacements, which will add to the overdue column and make the fleet situation worse. By contributing the average requirement to a reserve each year the mill rate expenditure is flat lined and equipment can be replaced when necessary. The objective of fleet management is to legitimately lower the average required reserve contribution through life cycle cost analysis, good maintenance, appropriate equipment selection, and the user groups having the quantity of equipment needed as opposed to desired. Figure 9 — Fleet Replacement Proti/e 700 600 a 500 m N N N c 400 0 v 2 6 300 0 r m c 200 100 Fleet Replacement Cost Profile (Net of salvage) OD 6 6 7 6 9 10 11 12 13 14 16 16 17 16 19 20 Year Replacement Due The current replacement costs used in the profile are general estimates of the current cost of that type of unit in 2005. No allowances are made for inflation or interest on the reserve fund. The allowance for salvage is estimated at 10% of the replacement cost IDM Consultants —29— 21 Town of Aurora — Final Report Fleet Management Study October 2005 but this will need to be verified. The data is currently unavailable to accurately determine salvage values. The $434,000 required contribution compares with 2004 and 2005 as follows; Actual 2004 $$ Required $$ Budget 2005 $$ Roads/Traffic 190,100 192,440 175,000 Water/Sewer 215,315 67,760 TBD Parks/Leisure 147,500 173,820 147,500 TOTAL (net of salvage) 652,915 434,020 TBD Fund Interest (average) 33,020 TOTAL (net salvage, interest) 401,000 Note: Interest on the reserve fund was calculated at 4% on the average expected year end balance. This will vary, dependent on actual cash flow and interest rates.. Recommendations 4.2.1 [IT] Adjust the Fleet Replacement Profile (FRP) by reconciling the Fleet Replacement Schedule (from 4.1) with the current actual fleet condition and needs to establish a baseline FRP and average annual cost for 2006. Analyze the "Overdue" equipment and adjust the "life" or remove the reserve contribution if there is no intention to replace it. If a capital refurbishment is planned (eg. Grader) reset the reserve contribution and life accordingly. 4.2.2 [IT] Review and adjust the 2005 replacement cost estimates used in the FRS to make them as representative as is practical of the equipment format and attachments required in Aurora for 2006. Continue to use the simplified system of up -dating the replacement costs to the current budget year. 4.2.3 [MT] in 2006, develop a formula for calculating reserve contributions that includes salvage and fund interest. 4.2.4 [LT Goal] when accurate complete fleet cost and use data are available, develop a reserve contribution formula that considers inflation, salvage, interest and use factors. 4.3 Fleet Operating Budget The current budget line item descriptions are not always representative of the type of costs incurred. Vehicle supplies include fuel. Recommendation 4.3.1 [IT] Revise the budget line items for 2006 as indicated in Figure 10, to enable reconciliation and management control. IDM Consultants 22 —30— Town of Aurora — Final Report Fleet Management Study October 2005 Figure 10 - Recommended Fleet Budget Line Items Salary Salary Current Descriptions Recommended Accounts Comments Benefits Benefits Wage Recovery Wage Recovery Internal Equipment Rental Internal Equipment Rental Recovery (current) through time cards for activity based costing for Roads, Traffic, Water and Sewer. - Recovery (proposed) on a "time and materials" basis from Parks and Leisure. Fuel All fuel (and only fuel). Fuel Recovery Fuel recovered from non -fleet vehicles. Net fuel expense would be the fuel used by Fleet vehicle/e ui ment. Vehicle Supplies Vehicle Supplies/Materials Any thing that is not "Parts" or 'Fuel" Vehicle Supplies -Recovery Vehicle Supplies/Materials Supplies/materials recovered Recovery from non -fleet vehicles. Net expense would be the supplies/materials used by Fleet vehicle/equipment. Operating Materials In-house Parts Any parts purchased to be held in the parts room for Fleet use. Direct Purchase Parts Pails that are purchased and Installed as part of a current re alr/service. Vehicle Repairs Vehicle Repairs (Out -sourced) Total charges, including Parts and labour, for an out -sourced repair/service. Tools Tools Purchase and repair of Fleet owned tools. Equipment Repairs Equipment Repairs (Shop) Purchase, service and repair of shop equipment. Eg. Grinder, welder, hoist, diagnostic, etc. Insurance Fees Insurance Fees Licenses Licenses Contribution to Reserves Contribution to Reserves R,L,efc Contribution to Water Contribution to Reserves(Water) Note. Proposed changes are in Dora italics 4.4 Fleet Cost Recovery In 2005 Fleet is recovering costs from Roads/TrafficM/ater/Sewer vehicles/equipment through activity based costing via the employee time cards. Equipment used is listed on the time card and Payroll/Accounting using MTO standard rates debit DPW and credit Fleet (account 4-2300). Parks/Leisure is not participating in the activity based costing system and no recoveries are occurring. The activity based costing system may not be applicable to Parks/Leisure IDM Consultants 23 —31— Town of Aurora — Final Report October 2005 Fleet Management Study in the near future. The recommendations in this report allow P/L fleet recovery to be through invoice type transfer or through the activity based costing system or some of each as applicable to the equipment concerned. Recommendations 4.4.1 [IT] Continue using the activity based costing system and MTO standard rates to recover fleet costs from Roads/TrafficM/ater/Sewer for 2006 and 2006. 4.4.2 [IT] Obtain a monthly "Equipment Use Report" from Accounting. This report does not exist but the data is in the system and can be accessed. The suggested report format is as follows; Figure 11- Equipment Use and Rental Revenue Report Equipment Number Current Month Last 12 Months Hours Revenue $$ Hours Revenue $$ 1 xx xxx xxx xxxx 3 xx xxx xxx xxxx Etc. Note: "Last 12" includes the current month and thus the report can be easily used for budget projections. The December report automatically becomes the year end annual report Total Hours lxxxx lxxxx xxxx 1 xxxxx 4.4.3 [MT] Develop a report for hours only, with 12 columns for a rolling 12-month display and a last 12 month column. This report would enable Fleet and Operations to see seasonal use patterns for planning purposes. It could also be a tool for the equipment users to plan work and reconcile equipment needs. Figure 12 - Equipment Use Profile Report Months IDM Consultants 24 -32- Town of Aurora — Final Report Fleet Management Study October 2005 4.4.4 [IT] Develop the procedures to cost recover from Parks/Leisure for 2006 as follows; • Adopt a Mechanic's time sheet that lists each vehicle worked on with the corresponding hours. Maintain a mechanic Shop Rate that includes the basic mechanic overheads — vacation, statutory holidays, other paid absences, allowances, etc.. (This will be developed else where in this report.) • Mechanics to list all in-house parts (but not direct purchase parts) and price on the Work Order. • Mechanics to code all direct -purchase parts packing slips and out -sourced repair invoices to the equipment number. • Calculate the annual fixed costs — license, insurance and reserve contribution - associated with Parks/Leisure equipment and divide by 12. The monthly cost could change slightly as vehicles are added to and removed from the fleet. • Fuel is currently itemized and totaled through the GasBoy system. • Develop a system of Excel spread sheet files to record Mechanic Hours, In- house parts, Direct -purchase parts and Out -sourced repair for Parks/Leisure equipment on a daily basis. At month end summarize the cost totals for hours (at the shop rate), parts, out -sourced repairs and fuel and forward to Accounting to debit Parks/Leisure and credit the Fleet Internal Equipment Recovery account. Note: This is intended to be a monthly summary of the five cost components discussed above, not itemized per vehicle/equipment. The majority of the above actions are currently being carried out to some degree. They are not being recorded in an organized manner to allow effective use. 4.4.5 [LT Goal] Develop Fleet Management System reports that will include the requirements of 4.4.4 above plus be itemized by unit. 4.4.6 [IT] that an allowance of $310,000 for Internal Equipment Recovery is carried in the Parks/Leisure 2006 budget. This figure is an order of magnitude number and will be refined when the available information from 2005 is analyzed. The components are; • Reserve contribution ........ $161,000 • Labour ...........................$ 30,000 • Fuel .............................. $ 35,000 • Parts/Supplies/Repairs ..... $ 84,000 Allowances are made in the reserve contribution for salvage and fund interest. 4.6 Fuel Control System The current fuel control system is unable to provide more than basic recording of monthly fuel consumption per unit. The software is beyond support and the computer is old and inadequate. An effective fuel control system, in addition to recording fuel IDM Consultants 25 —33— Town of Aurora — Final Report Fleet Management Study October 2005 dispensed, would provide the capability to produce a series of daily, weekly, monthly and annual reports that could be used for; • Fuel reconciliation • Cost recovery • Fuel access control • Unit consumption and consumption rate • Unit hours and Kilometers collection • Transfer of unit use and fuel data to the MMS Recommendation 4.6.1 [IT] Budget to replace the fuel management system during 2006. 4.5.2 [IT] Develop a month end report that reconciles Fuel delivered with Fuel pumped (dispenser total meter) with Fuel put into vehicles/equipment 4.6 Preventative Maintenance Preventative Maintenance (PM) begins with the daily inspection/service, formal as in the CVOR requirements or casual as employees check fluid levels, belts, etc. to prepare for the daily work tasks. The work request (defect sheet), the scheduled service/inspection and the Ontario mandated annual CVOR safety inspections complete the system. The scheduled cycles which should be tailored to local conditions (except the CVOR requirements), are less important than ensuring that the schedule is met and work request are attended to in a timely manner. The current system is primarily reactive with a major reliance on the user to bring the unit to the garage when scheduled and on the mechanics to remember if it was not. The PM system needs to be more proactive by Fleet. Recommendations 4.6.1 [IT] Install a visual manual PM scheduling board prominently in the garage, maintain it daily and contact the user when a vehicle is over due for service. 4.6.2 [IT] Assign a member of the Fleet staff to read and record the kilometre and hour meters on all applicable vehicles/equipment quarterly, at least. This can be used to check the usage based PM schedule for over due units. 4.6.3 [IT] Specify durable hour meters on all motorized vehicles/equipment that are large enough to accommodate the device. Purchase a quantity for stock for units that do not have a working hour meter and install during a scheduled inspection. IDM Consultants 26 —34— Town of Aurora — Final Report Fleet Management Study October 2005 4.6.4 [LT Goal] to have exception reports in the FMS that will issue automatically as required to alert fleet management of variances. 4.7 Parts Management Public Works fleets are comprised of a wide variety of equipment types, makes, models, and ages. "One of everything and two of very few." This makes predictability extremely difficult. It is not cost effective to stock the majority of parts that may be needed. Fleet policy is to have a minimal supply of often used items such as filters, wipers, oils, belts, etc. in inventory and rely on the availability of most parts being stocked in the GTA. The inventory is charged to a fleet account when purchased. Items used from stock are recorded for information, not accounting. The volume does not justify a stock keeper. Recommendations 4.7.1 [IT] Continue to operate the fleet in-house parts room on a pre charged basis. Use a dedicated account, as recommended in the Fleet Operating Budget section to enable reconciliation and potential management. 4.7.2 [LT Goal] When the Inventory Module of the FMS is available the in-house parts account could be used as a holding account. The mechanics could withdraw stock via a terminal in the parts room. This would simultaneously credit the holding account, debit vehicle parts and charge the cost to the vehicle in FMS. It is anticipated that the fleet will be too small to justify a stock keeper for the foreseeable future. An Ontario municipality with a 450 unit fleet uses a similar system. 4.8 Out —Sourcing Repairs The major responsibilities of the fleet mechanics are to provide PM, day-to-day service/support, short time repairs and response to users. In a small fleet it is not cost effective to provide the training, tools, and diagnostic equipment to perform specialty repairs such as engine/ transmission rebuild, body repair/paint, tire repair, radiator repair, and component rebuild (alternators, starters, blowers, etc.). Recommendation 4.8.1 [IT] Continue out -sourcing for specialty repairs and peak volume. 4.9 Acquisitions and Specifications Specifications for vehicle/equipment tenders are prepared by the user group and forwarded to a Purchasing Coordinator. Purchasing has provided standard easy to use IDM Consultants 27 —35— Town of Aurora — Final Report Fleet Management Study October 2005 templates. A small fleet does not have the resources to dedicate a person (even partially) to preparing specifications for all users, but the Fleet Manager needs to exercise a coordinating role to ensure feedback, compatibility between maintenance and operator, compliance with purchasing deadlines (eg. manufacturers build -out), duplicate tenders and fleet consistency. Recommendations 4.9.1 [IT] The Fleet Manager will sign -off on all vehicle and equipment specifications, both tender and quotation, and forward them to Purchasing. • The Fleet Manager is to be responsible for the preparation of all specifications and tenders for vehicles up to and including 2 Ton trucks. • The user group will prepare the specifications for specialty vehicles such as aerialfflusher/garbage/sign trucks. • The user group will prepare the specifications for user group specific equipment. Eg. Sweeper, mower, tractor, trailer, roller, chipper, small equipment, etc. 4.9.2 [LT Goal] When the FMS can provide effective information; the Fleet Manager will provide fleet data for the user groups to consider in planning for equipment. 4.10 Facilities — Garage and Fuel Storage The fleet garage is housed in a double length drive -through bay with one hoist on the end of the DPW building. The bay is too narrow to effectively accommodate an equipped plow truck. A second hoist is planned in an adjacent area. The facility does not have a dedicated vehicle wash bay. Public works fleets generally have a variety of types/models/makes of equipment. This makes it inefficient to stock parts and maintenance generally follows a "diagnose -order parts -repair" process. This means that at least two work bays per mechanic are required to allow the mechanic to be working on another vehicle while waiting for parts. Generally the fleet does not accumulate high hours or kilometres due to the compact geography of the municipality, but corrosion is a significant factor in equipment life. A stringent wash program during winter operations and an appropriately equipped wash bay is a necessity. The current fuel storage system was installed in 1991. There are two fiberglass tanks, a 10,000 gallon diesel and a 5,000 gallon gasoline. The two dispensers were installed in 1975. There is no facility for road tax free fuel. Recommendation 4.10.1 [MT] Construct an addition to the end of the building to provide four repair bays and a wash bay. A suggested solution is attached as Appendix F. 4.10.2 [MT] Investigate and prepare a business plan for DPW fuel storage and control systems that will consider; IDM Consultants 28 —36— Town of Aurora — Final Report Fleet Management Study October 2005 • Remaining life of the underground tanks • Liability of an in-house system • Remaining life of the dispensers • Necessity to replace the fuel management system ( see section 4.5) • Cost benefit of in-house vs out -sourcing to local service stations 4.10.3 [IT] Analyze the potential cost benefit of reclaiming or avoiding the road tax on fuel used in off -road applications. 4.11 Work Control Vehicle/equipment maintenance must be recorded and be traceable from PM Schedule, Driver's Vehicle Inspection Report or Defect Sheet (work request) through to completion. This is especially important for vehicles that are subject to the Ontario CVOR requirements. The mechanics "work order" and the corresponding documents (daily inspection sheet, defect sheet, safety inspection sheet, etc) are to be cross referenced and filed. Recommendations 4.11.1 [IT] that a combination time sheet/work control sheet be developed for the mechanics that will record the information needed by payroll/accounting/DPW administration and be a traceable record of service and repairs. 4.11.2 [IT] that a two digit system of repair codes be adopted for use beginning in 2006. A sample is attached as Appendix G. IDM Consultants 29 —37— Town of Aurora — Final Report October 2005 Fleet Management Study Section 5 — Fleet StrateRv It is not the Fleet Manager's function to tell the operating managers what or how much equipment they need, but to provide them with effective efficient service and provide accurate data for them to use in making sound business decisions. Fleet functions are Administration, Planning, Maintenance and Control of materials/fuel/equipment which include the following activities; • Acquisition and Disposal • Preventative Maintenance • Service and Repair • Modifications • Fuel storage and control • Parts ordering and control • Accounting Input • Cost Recovery • Cost management • Analysis • Maintain a fleet information system • Develop fleet policy and standards 5.1 Fleet Management System A fleet management system is central to fleet management. Fleet currently does not have a system, manual or computerized. There is no use or cost data available, with the exception of fuel consumption. 6.1.1 [IT] Initiate the various recommendations made elsewhere in this report to acquire the limited available fleet data in the interim to acquiring a FMS. 5.1.2 [MT] Consider obtaining a stand alone "canned" fleet management system to use while the planned integrated system is developed and installed. These systems can be obtained for as little as $10,000 plus hardware and staff time. Logic — It will take a minimum of two years from scheduled start to obtain any meaningful data, which puts fleet data 3 to 5 years away. If a canned system was used from the start of 2006, Fleet will have 3 to 5 years of data and experience at switch -over to the integrated system. If they wait they will have no data. 6.1.3 [LT Goal] Install a complete, corporately integrated, computerized Fleet Management System. IDM Consultants 30 —38— Town of Aurora — Final Report Fleet Management Study October 2005 5.2 Service Level and Priority Fleet primarily provides service to public works operations and parks operations. These two groups require the same general type of service but have different equipment and different high demand seasons. In winter the fleet service must be tailored to Roads winter control operations. In summer it must be tailored to Parks summer programs and grass cutting operations. In the winter season the mechanics are scheduled to regular day shifts and respond to Roads needs with overtime if necessary. In the summer season Parks schedule field maintenance from 6 am to 2:30 pm. The mechanics are scheduled to regular day shifts (7:30 am to 4 pm) which make them unavailable to service equipment before it goes into service and leaves them little time to do any work at the end of the shift. 5.2.1 [IT] Provide increased maintenance mechanic coverage during the afternoon/evening period of the Park's Operations summer maintenance peak, to prepare equipment for the next day. This could be accomplished by staggered hours, overtime or a temporary seasonal employee. 5.2.2 [IT] Plan formal seasonal maintenance programs for Parks/Leisure equipment in February/March/April and for Roads equipment in August/September/October. The planning portion is to involve the Parks' or Roads' staff as applicable, which are to be consulted before carrying out major unforeseen repair expenditures. 5.3 Fleet Organization A PW fleet of 200 units does not require a dedicated fleet manager. All of the management staff associated with fleet has multiple responsibilities. The first and only dedicated level is the two mechanics. The Manager of Operations Services is the "Fleet Manager" and the Roads/Traffic Supervisor is the "Fleet Supervisor". Two mechanics for this fleet and community is reasonable. The fleet clerical resources are low to non -existing. Fleet management can not occur without data and data will not exist without clerical effort. Clerical resources are especially necessary in this situation where the responsible staff have numerous other responsibilities. Fleet mechanics are required to accurately record what they do but any additional clerical duty is not an effective use of a trained mechanic at $30 per hour (wage and benefits). A 200 unit fleet requires ''/z FTE of clerical services. Recommendations 5.3.1 [IT] the establishment of a working Lead Hand mechanic would provide organizational consistency (with the three Lead Hands currently reporting to the Supervisor), responsibility/effectiveness/customer focus, and keep the Supervisor in a supervisory role instead of hands-on. IDM Consultants —39— 31 Town of Aurora — Final Report October 2005 Fleet Management Study 6.3.2 [MT] Establish a''Y2 FTE (clerk) for Fleet. 5.4 Fleet Advisory Committee Fleet has two main customers, with similar size fleets. A mechanism for ensuring ongoing balance of service, quality of service and response to change is necessary. Recommendation 5.4.1 [IT] Establish a Fleet Advisory Committee chaired by the Director of Public Works with two members each from PW and Leisure Services, and one member from Fleet. Representatives from Corporate Services, Treasury, etc. would be invited by the Chairman as appropriate. This committee should meet quarterly and review planning level items such as; • Proposed replacement program • Seasonal maintenance programs • Vehicle standards • Strategies for cost control • Criteria/Strategies for rent or lease vs own • Vehicle use policy 5.5 Lease/Rent Vehicles/Equipment Leasing or renting is a business case decision for short term situations or cost effectiveness. Recommendation 5.5.1 [IT] the business case for all vehicle/equipment leasing or renting is to be approved by the director responsible for fleet, the Director of Public Works. 5.5.2 [LT Goal] Track lease/rent units in the FMS for cost comparison. 5.6 Fleet Policy and Procedures A complete range of fleet policies and procedures has not been developed. These are necessary to ensure that all employees know the expectations of the Town of Aurora as they relate to vehicles and equipment. A fleet policy manual would contain policy on, eligibility to operate a Town vehicle, insurance requirements, safety and accident procedures, short term rental policy, disposal, maintenance standards, operator's service requirements, personal use, traffic violations, replacement criteria, etc 6.6.1 [MT] that a Fleet Policy Manual be developed. IDM Consultants 32 —40— Town of Aurora — Final Report Fleet Management Study October 2005 5.7 Shop Rate The shop rate is used for recovery done on a time and material basis. In this situation PW rents equipment at an hourly rate through the activity based costing system that includes labour, parts, materials and overheads. Parks does not rent equipment by the hour and must be charged on a time and material basis. A mechanic is paid for 2080 hours per.year but is actually available for work fewer hours due to vacation, holidays, sick leave, training, etc. The shop (break even) rate is estimated as follows; Total cost per year ...... Wage (ave.) - $23.41x 2080 = $48,693 Benefits at25% 12,173 $60,866 Hours paid .......................................... 2080 Less — Vacation (ave.) .... 21 Holidays ............ 9 Sick .................. 5 Training .............. 3 Other Indirect paid. ? 38 days x 8 ...... 304 Hours available .................................... 1776 Paid rest period ... 1/2 hour x (260-38=222) = 111 Available wrench time ............................ 1665 Shop Rate .............. $60,866/1665 = $36.56 Say $37.00 per hour This is the theoretical rate and will need to be recalculated using actual sick leave, training and other paid indirect time plus adding allowances for coveralls, tools, etc. 5.8 Cash Flow A cash flow analysis was prepared (Sheet 2 in Appendix C) to ensure that the replacement fund is sustainable for the current equipment replacement schedule. Figure 13 indicates that the fund will maintain a healthy positive balance with an annual reserve contribution of $401,000. This amount has allowances for salvage and fund interest. However this ignores the $639,000 worth of overdue equipment. Figure 14 is one scenario for catch-up over the 5-year period 2006-2010. Here an increased reserve contribution of $425,000 is required over the 5-year catch-up period. The Excel sheet can be used to try various cash flow scenarios. IDM Consultants 33 —41— Town of Aurora — Final Report Fleet Management Study October 2005 Figure 13 — Fleet Reserve Cash Flow Fleet Reserve Cash Flow #1 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2015 2017 2018 2019 2020 Years Replacement Requlmd ®Series2 OSerles3 Figure 14 — Fleet Reserve Cash Flow (Overdue Catch-up) 900 800 c a 9 700 m � 500 c � 400 E u 300 e a 4 200 c 100 0 Fleet Replacement Cash Flow # 2 ors IN I ZZU '3 2M un bl 20M 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Year Replacement Requlmd ®Serlas2 OSerlea3 5.8.11171. Verify that 10% salvage and 4% reserve fund allowances are appropriate. IDM Consultants 34 —42- Town of Aurora — Final Report October 2005 Fleet Management Study Section 6—List of Recommendations rny!�opi�� Fleet Replacement Schedule 4.1.1 [17] to prepare for the annual capital budget, perform an equipment evaluation on all equipment that is overdue or within 3 years of scheduled replacement. A sample evaluation form is attached in Appendix D. Use the evaluations to adjust the individual units in the master Fleet Replacement Schedule (FRS) (The Excel spread sheet) and to prepare the capital equipment budget. 4.1.2[MT] Develop Aurora specific useful life criteria and adopt a more detailed and informative equipment evaluation form. A sample is attached in Appendix E. 4.1.3[LT Goal] When a fleet management costing system is in place, use the data to develop life cycle cost criteria for equipment replacement decisions. Fleet Replacement Budget 4.2.1 [IT] Adjust the Fleet Replacement Profile (FRP) by reconciling the Fleet Replacement Schedule (from 4.1) with the current actual fleet condition and needs to establish a baseline FRP and average annual cost for 2006. Analyze the "Overdue" equipment and adjust the "life" or remove the reserve contribution if there is no intention to replace it. If a capital refurbishment is planned (eg. Grader) reset the reserve contribution and life accordingly. 4.2.2 [IT] Review and adjust the 2005 replacement cost estimates used in the FRS to make them as representative as is practical of the equipment format and attachments required in Aurora for 2006. Continue to use the simplified system of up -dating the replacement costs to the current budget year. 4.2.3 [MT] in 2006, develop a formula for calculating reserve contributions that includes salvage and fund interest. 4.2.4 [LT Goal] when accurate complete fleet cost and use data are available, develop a reserve contribution formula that considers inflation, salvage, interest and use factors. Fleet Operatina Budget 4.3.1 [IT] Revise the budget line items for 2006 as indicated in Figure 7, to enable reconciliation and management control. IDM Consultants 35 —43— Town of Aurora — Final Report Fleet Management Study October 2005 Figure 10 — Recommended Fleet Budget Line Items Salary Salary Current Descriptions Recommended Accounts Comments Benefits Benefits Wage Recovery Wage Recovery Internal Equipment Rental Internal Equipment Rental Recovery (current) through time cards for activity based costing for Roads, Traffic, Water and Sewer. Recovery (proposed) on a "time and materials" basis from Parks and Leisure. Fuel All fuel (and only fuel). Fuel Recovery Fuel recovered from non -fleet vehicles. Net fuel expense would be the fuel used by Fleet vehicle/equipment. Vehicle Supplies Vehicle Supplies/Materials Any thing that is not "Parts"or "Fuel' Vehicle Supplies -Recovery Vehicle Supplies/Materials Recovery Supplies/materials recovered from non -fleet vehicles. Net expense would be the supplies/materials used by Fleet vehicle/equipment. Operating Materials In-house Parts Any parts purchased to be held in the parts room for Fleet use. Direct Purchase Parts Parts that are purchased and installed as part of a current repair/service. Vehicle Repairs Vehicle Repairs (Out -sourced) Total charges, including Parts and labour, for an outsourced repair/service. Tools Tools Purchase and repair of Fleet owned tools. Equipment Repairs Equipment Repairs (Shop) Purchase, service and repair of shop equipment. Eg. Grinder, welder, hoist, diagnostic, etc. Insurance Fees Insurance Fees Licenses Licenses Contribution to Reserves Contribution to Reserves R,L,etc Contribution to Water Contribution to Reserves(Water) Note: Proposed changes are In bold italics Fleet Cost Recovery 4.4.1 [IT] Continue using the activity based costing system and MTO standard rates to recover fleet costs from Roads/TrafficMater/Sewer for 2005 and 2006. 4.4.2 [IT] Obtain a monthly "Equipment Use Report" from Accounting. This report does not exist but the data is in the system and can be accessed. The suggested report format is as follows; IDM Consultants 36 —44— Town of Aurora — Final Report Fleet Management Study October 2005 Figure 11- Equipment Use Report Equipment Number Current Month Last 12 Months Hours Revenue $$ Hours Revenue $$ 1 xx xxx xxx xxxx 3 xx xxx xxx xxxx Etc. Note: "Last 12" includes the current month and thus the report can be easily used for budget projections. The December report automatically becomes the year end annual report Total Hours lxxxx xxxx 1 xxxx jxxxxx 4.4.3 [MT] Develop a report for hours only, with 12 columns for rolling 12-month display and a last 12 month column. This report would enable Fleet and Operations to see seasonal use patterns for planning purposes. It could also be a tool for the equipment users to plan work and reconcile equipment needs. Figure 12 -Equipment Annual Use Profile Report . -. 4.4.4 [IT] Develop the procedures to cost recover from Parks/Leisure for 2006 as follows;. • Adopt a Mechanic's time sheet that lists each vehicle worked on with the corresponding hours. Maintain a mechanic Shop Rate that includes the basic mechanic overheads — vacation, statutory holidays, other paid absences, allowances, etc. (This will be developed else where in this report.) • Mechanics to list all in-house parts (but not direct purchase parts) and price on the Work Order. IDM Consultants 37 —45— Town of Aurora — Final Report Fleet Management Study October 2005 • Mechanics to code all direct -purchase parts packing slips and out -sourced repair invoices to the equipment number. • Calculate the annual fixed costs — license, insurance and reserve contribution - associated with Parks/Leisure equipment and divide by 12. The monthly cost could change slightly as vehicles are added to and removed from the fleet. • Fuel is currently itemized and totaled through the GasBoy system. • Develop a system of Excel spread sheet files to record Mechanic Hours, In- house parts, Direct -purchase parts and Out -sourced repair for Parks/Leisure equipment on a daily basis. At month end summarize the cost totals for hours (at the shop rate), parts, out -sourced repairs and fuel and forward to Accounting to debit Parks/Leisure and credit the Fleet Internal Equipment Recovery account. Note: This is intended to be a monthly summary of the five cost components discussed above, not itemized per vehicle/equipment. The majority of the above actions are currently being carried out to some degree. They are not being recorded in an organized manner to allow effective use. 4.4.5 [LT Goal] Develop Fleet Management System (FMS) reports that will include the requirements of 4.4.4 above plus be itemized by unit. 4.4.6 [IT] that an allowance of $310,000 for Internal Equipment Recovery is carried in the Parks/Leisure 2006 budget. This figure is an order of magnitude number and will be refined when the available information from 2005 is analyzed. The components are; • Reserve contribution ........ $161,000 • Labour ...........................$ 30,000 • Fuel .............................. $ 35,000 • Parts/Supplies/Repairs ..... $ 84,000 Allowances are made in the reserve contribution for salvage and fund interest. Fuel Management 4.5.1 [IT] Budget to replace the fuel management system during 2006. 4.5.2 [IT] Develop a month end report that reconciles Fuel delivered with Fuel pumped (dispenser total meter) with Fuel put into vehicles/equipment Preventative Maintenance 4.6.1 [IT] Install a visual manual PM scheduling board prominently in the garage, maintain it daily and contact the user when a vehicle is over due for service. 4.6.2 [IT] Assign a member of the Fleet staff to read and record the kilometre and hour meters on all applicable vehicles/equipment quarterly, at least. This can be used to check the usage based PM schedule for over due units. IDM Consultants 38 —46— Town of Aurora — Final Report October 2005 Fleet Management Study 4.6.3 [IT] Specify durable hour meters on all motorized vehicles/equipment that are large enough to accommodate the device. Purchase a quantity for stock for units that do not have a working hour meter and install during a scheduled inspection. 4.6.4 [LT Goal] to have exception reports in the FMS that will issue automatically as required to alert fleet management of variances. Parts Management 4.7.1 [IT] Continue to operate the fleet in-house parts room on a pre charged basis. Use a dedicated account, as recommended in the Fleet Operating Budget section to enable reconciliation and potential management. 4.7.2 [LT Goal] When the Inventory Module of the FMS is available the in-house parts account could be used as a holding account. The mechanics could withdraw stock via a terminal in the parts room. This would simultaneously credit the holding account, debit vehicle parts and charge the cost to the vehicle in FMS. It is anticipated that the fleet will be too small to justify a stock keeper for the foreseeable future. An Ontario municipality with a 450 unit fleet uses a similar system. Out -Sourcing Repairs 4.8.1 [IT] Continue out -sourcing for specialty repairs and peak volume. Acquisition and Specifications 4.9.1 [IT] The Fleet Manager will sign -off on all vehicle and equipment specifications, both tender and quotation, and forward them to Purchasing. • The Fleet Manager is to be responsible for the preparation of all specifications and tenders for vehicles up to and including 2 Ton trucks. • The user group will prepare the specifications for specialty vehicles such as aerial/flusher/garbage/sign trucks. • The user group will prepare the specifications for user group specific equipment. Eg. Sweeper, mower, tractor, trailer, roller, chipper, small equipment, etc. 4.9.2 [LT Goal] When the FMS can provide effective information; the Fleet Manager will provide fleet data for the user groups to consider in planning for equipment. Facilities — Garage and Fuel Storage 4.10.1 [MT] Construct an addition to the end of the building to provide four repair bays and a wash bay. A suggested solution is attached as Appendix F. IDM Consultants 39 —47— Town of Aurora — Final Report October 2005 Fleet Management Study 4.10.2 [MT] Investigate and prepare a business plan for DPW fuel storage and control systems that will consider; • Remaining life of the underground tanks • Liability of an in-house system • Remaining life of the dispensers • Necessity to replace the fuel management system ( see section 4.5) • Cost benefit of in-house vs out -sourcing to local service stations Note: The current cost of replacing a two tank, two dispenser fuel system (including, control, dispensing, tanks, environmental safety and removal of old under ground tanks), is in the $250,000 range. 4.10.3 [IT] Analyze the potential cost benefit of reclaiming or avoiding the road tax on fuel used in off -road applications. Work Control 4.11.1 [IT] that a combination time sheet/work control sheet be developed for the mechanics that will record the information needed by payroll/accounting/DPW administration and be a traceable record of service and repairs. 4.11.2 [IT] that a two digit system of repair codes be adopted for use beginning in 2006. A sample is attached as Appendix G. Fleet Management System 6.1.1 [IT] Initiate the various recommendations made elsewhere in this report to acquire the limited available fleet data in the interim to acquiring a FMS. 5.1.2 [MT] CONSIDER obtaining a stand alone "canned" fleet management system to use while the planned integrated system is developed and installed. These systems can be obtained for as little as $10,000 plus hardware and staff time. Logic — It will take a minimum of two years from scheduled start to obtain any. meaningful data, which puts fleet data 3 to 5 years away.If a canned system was used from the start of 2006, Fleet will have 3 to 5 years of data and experience at switch -over to the integrated system. If they wait they will have no data. 6.1.3 [LT Goal] Install a complete, corporately integrated, computerized Fleet Management System. Service Level and Priority 6.2.1 [IT] Provide increased maintenance mechanic coverage during the afternoon/evening period of the Park's Operations summer maintenance peak, to IDM Consultants 40 —48— Town of Aurora — Final Report Fleet Management Study October 2006 prepare equipment for the next day. This could be accomplished by staggered hours, overtime or a temporary seasonal employee. 6.2.2 [IT] Plan formal seasonal maintenance programs for Parks/Leisure equipment in March/April and for Roads equipment in September/October. The planning portion is to involve the Parks' or Roads' staff as applicable, which are to be consulted before carrying out major unforeseen repair expenditures. Fleet Organization 5.3.1 [IT] the establishment of a working Lead Hand mechanic would provide organizational consistency (with the three Lead Hands currently reporting to the Supervisor), responsibility/effectiveness/customer focus, and keep the Supervisor in a supervisory role instead of hands-on. 5.3.2 [MT] Establish a %2 FTE (clerk) for Fleet. Fleet Advisory Committee 5.4.1 [IT] Establish a Fleet Advisory Committee chaired by the Director of Public Works with two members each from PW and Leisure Services, and one member from Fleet. Representatives from Corporate Services, Treasury, etc. would be invited by the Chairman as appropriate. . This committee should meet quarterly and review planning level items such as; • Proposed replacement program • Seasonal maintenance programs • Vehicle standards • Strategies for cost control • Criteria/Strategies for rent or lease vs own • Vehicle use policy Lease/Rent Vehicles/Equipment 5.6.1 [IT] the business case for all vehicle/equipment leasing or renting is to be approved by the director responsible for fleet, the Director of Public Works. 5.5.2 [LT Goal] Track lease/rent units in the FMS for cost comparison. Fleet Policy and Procedures 5.6.1 [MT] that a Fleet Policy Manual be developed. Cash Flow 5.8.1 [IT] Verify that 10% salvage and 4% reserve fund allowances are appropriate. IDM Consultants 41 —49— Town of Aurora — Final Report October 2005 Fleet Management Study Section 7—List ofRecommendations (bYpio� Immediate Term 4.1.1VT] to prepare for the annual capital budget, perform an equipment evaluation on all equipment that is overdue or within 3 years of scheduled replacement. A sample evaluation form is attached in Appendix D. Use the evaluations to adjust the individual units in the master Fleet Replacement Schedule (FRS) (The Excel spread sheet) and to prepare the capital equipment budget. 4.2.1 [IT] Adjust the Fleet Replacement Profile (FRP) by reconciling the Fleet Replacement Schedule (from 4.1) with the current actual fleet condition and needs to establish a baseline FRP and average annual cost for 2006. Analyze the "Overdue" equipment and adjust the "life" or remove the reserve contribution if there is no intention to replace it. If a capital refurbishment is planned (eg. Grader) reset the reserve contribution and life accordingly. 4.2.2 [IT] Review and adjust the 2005 replacement cost estimates used in the FRS to make them as representative as is practical of the equipment format and attachments required in Aurora for 2006. Continue to use the simplified system of up -dating the replacement costs to the current budget year. - 4.3.1 [IT] Revise the budget line items for 2006 as indicated in Figure 7, to enable reconciliation and management control. IDM Consultants 42 —50— Town of Aurora — Final Report Fleet Management Study October 2005 Figure 10 - Recommended Fleet Budget Line Items Salary Salary Current Descriptions Recommended Accounts Comments Benefits Benefits Wage Recovery Wage Recovery Internal Equipment Rental Internal Equipment Rental Recovery (current) through time cards for activity based costing for Roads, Traffic, Water and Sewer. Recovery (proposed) on a "time and materials" basis from Parks and Leisure. Fuel All fuel (and only fuel), Fuel Recovery Fuel recovered from non -Fleet vehicles. Net fuel expense would be the fuel used by Fleet vehicle/equipment. Vehicle Supplies Vehicle Supplies/Materials Any thing that is not "Parts"or "Fuel' Vehicle Supplies -Recovery Vehicle Supplies/Materials Supplies/materials recovered Recovery from non -Fleet vehicles. Net expense would be the supplies/materials used by Fleet vehicle/equipment. Operating Materials In-house Parts Any parts purchased to be held in the parts room for Fleet use. Direct Purchase Parts Parts that are purchased and installed as part of a current repair/service. Vehicle Repairs Vehicle Repairs (Out -sourced) Total charges, including Parts and labour, for an out -sourced repair/service. Tools Tools Purchase and repair of Fleet owned tools. Equipment Repairs Equipment Repairs (Shop) Purchase, service and repair of shop equipment. Eg. Grinder, welder, hoist, diagnostic, etc. Insurance Fees Insurance Fees Licenses Licenses Contribution to Reserves Contribution to Reserves(R,L,etc) Contribution to Water Contribution to Reserves(Water) Note. Proposed changes are in bold italics. 4.4.1 [IT] Continue using the activity based costing system and MTO standard rates to recover fleet costs from Roads/Traffic/Water/Sewer for 2005 and 2006. 4.4.2 [IT] Obtain a monthly "Equipment Use Report" from Accounting. This report does not exist but the data is in the system and can be accessed. The suggested report format is as follows; IDM Consultants 43 -51- Town of Aurora — Final Report Fleet Management Study October 2005 Figure 11 -Equipment Rent and Use Report Equipment Number Current Month Last 12 Months Hours Revenue $$ Hours Revenue $$ 1 xx xxx xxx xxxx 3 xx xxx xxx xxxx Etc. Note: "Last 12" includes the current month and thus the report can be easily used for budget projections. The December report automatically becomes the year end annual report Total Hours xxxx xxxx xxxx xxxxx 4.4.4 [IT] Develop the procedures to cost recover from Parks/Leisure for 2006 as follows; • Adopt a Mechanic's time sheet that lists each vehicle worked on with the corresponding hours. Maintain a mechanic Shop Rate that includes the basic mechanic overheads — vacation, statutory holidays, other paid absences, allowances, etc. (This will be developed else where in this report.) • Mechanics to list all in-house parts (but not direct purchase parts) and price on the Work Order. • Mechanics to code all direct -purchase parts packing slips and out -sourced repair invoices to the equipment number. • Calculate the annual fixed costs — license, insurance and reserve contribution - associated with Parks/Leisure equipment and divide by 12. The monthly cost could change slightly as vehicles are added to and removed from the fleet. • Fuel is currently itemized and totaled through the GasBoy system. • Develop a system of Excel spread sheet files to record Mechanic Hours, In- house parts, Direct -purchase parts and Out -sourced repair for Parks/Leisure equipment on a daily basis. At month end summarize the cost totals for hours (at the shop rate), parts, out -sourced repairs and fuel and forward to Accounting to debit Parks/Leisure and credit the Fleet Internal Equipment Recovery account. Note: This is intended to be a monthly summary of the five cost components discussed above, not itemized per vehicle/equipment. The majority of the above actions are currently being carried out to some degree. They are not being recorded in an organized manner to allow effective use. 4.4.6 [IT] that an allowance of $310,000 for Internal Equipment Recovery is carried in the Parks/Leisure 2006 budget. This figure is an order of magnitude number and will be refined when the available information from 2005 is analyzed. The components are; IDM consultants 44 —52— Town of Aurora — Final Report October 2005 Fleet Management Study • Reserve contribution ........ $161,000 • Labour ...........................$ 30,000 • Fuel .............................. $ 35,000 • Parts/Supplies/Repairs ..... $ 84,000 Allowances are made in the reserve contribution for salvage and fund interest. 4.5.1 [IT] Budget to replace the fuel management system during 2006, 4.5.2 [IT] Develop a month end report that reconciles Fuel delivered with Fuel pumped (dispenser total meter) with Fuel put into vehicles/equipment 4.6.1 [IT] Install a visual manual PM scheduling board prominently in the garage, maintain it daily and contact the user when a vehicle is over due for service. 4.6.2 [IT] Assign a member of the Fleet staff to read and record the kilometre and hour meters on all applicable vehicles/equipment quarterly, at least. This can be used to check the usage based PM schedule for over due units. 4.6.3 [IT] Specify durable hour meters on all motorized vehicles/equipment that are large enough to accommodate the device. Purchase a quantity for stock for units that do not have a working hour meter and install during a scheduled inspection. 4.7.1 [IT] Continue to operate the fleet in-house parts room on a pre charged basis. Use a dedicated account, as recommended in the Fleet Operating Budget section to enable reconciliation and potential management. 4.8.1 [IT] Continue out -sourcing for specialty repairs and peak volume. 4.9.1 [IT] The Fleet Manager will sign -off on all vehicle and equipment specifications, both tender and quotation, and forward them to Purchasing. • The Fleet Manager is to be responsible for the preparation of all specifications and tenders for vehicles up to and including 2 Ton trucks. • The user group will prepare the specifications for specialty vehicles such as aerial/flusher/garbage/sign trucks. • The user group will prepare the specifications for user group specific equipment. Eg. Sweeper, mower, tractor, trailer, roller, chipper, small equipment, etc. 4.10.3 [IT] Analyze the potential cost benefit of reclaiming or avoiding the road tax on fuel used in off -road applications. 4.11.1 [IT] that a combination time sheet/work control sheet be developed for the mechanics that will record the information needed by payroll/accounting/DPW administration and be a traceable record of service and repairs. IDM Consultants 45 —53— Town of Aurora — Final Report October 2005 Fleet Management Study 4.11.2 [IT] that a two digit system of repair codes be adopted for use beginning in 2006. A sample is attached as Appendix G. 6.1.1 [IT] Initiate the various recommendations made elsewhere in this report to acquire the limited available fleet data in the interim to acquiring a FMS. 5.2.1 [IT] Provide increased maintenance mechanic coverage during the afternoon/evening period of the Park's Operations summer maintenance peak, to prepare equipment for the next day. This could be accomplished by staggered hours, overtime or a temporary seasonal employee. 5.2.2 [IT] Plan formal seasonal maintenance programs for Parks/Leisure equipment in March/April and for Roads equipment in September/October. The planning portion is to involve the Parks' or Roads' staff as applicable, which are to be consulted before carrying out major unforeseen repair expenditures. 6.3.1 [IT] the establishment of a working Lead Hand mechanic would provide organizational consistency (with the three Lead Hands currently reporting to the Supervisor), responsibility/effectiveness/customer focus, and keep the Supervisor in a supervisory role instead of hands-on. 6.4.1 [IT] Establish a Fleet Advisory Committee chaired by the Director of Public Works with two members each from PW and Leisure Services, and one member from Fleet. Representatives from Corporate Services, Treasury, etc. would be invited by the Chairman as appropriate. This committee should meet quarterly and review planning level items such as; • Proposed replacement program • Seasonal maintenance programs • Vehicle standards • Strategies for cost control • Criteria/Strategies for rent or lease vs own • Vehicle use policy 5.5.1 [IT] the business case for all vehicle/equipment leasing or renting is to be approved by the director responsible for fleet, the Director of Public Works. Medium Term 4.1.2[MT] Develop Aurora specific useful life criteria and adopt a more detailed and informative equipment evaluation form. A sample is attached in Appendix E. 4.2.3 [MT] in 2006, develop a formula for calculating reserve contributions that includes salvage and fund interest. IDM Consultants 46 —54— Town of Aurora — Final Report October 2005 Fleet Management Study 4.4.3 [MT] Develop a report for hours only, with 12 columns for a rolling 12-month display and a last 12 month column. This report would enable Fleet and Operations to see seasonal use patterns for planning purposes. It could also be a tool for the equipment users to plan work and reconcile equipment needs. Figure 12 — Equipment Annual Use Profile Report 4.10.1 [MT] Construct an addition to the end of the building to provide four repair bays and a wash bay. A suggested solution is attached as Appendix F. 4.10.2 [MT] Investigate and prepare a business plan for DPW fuel storage and control systems that will consider; • Remaining life of the underground tanks • Liability of an in-house system • Remaining life of the dispensers • Necessity to replace the fuel management system ( see section 4.5) • Cost benefit of in-house vs out -sourcing to local service stations Note: The current cost of replacing a two tank, two dispenser fuel system (including, control, dispensing, tanks, environmental safety and removal of old under ground tanks), is in the $250,000 range. 6.1.2 [MT] CONSIDER obtaining a stand alone "canned" fleet management system to use while the planned integrated system is developed and installed. These systems can be obtained for as little as $10,000 plus hardware and staff time. Logic — It will take a minimum of two years from scheduled start to obtain any meaningful data, which puts fleet data 3 to 5 years away. If a canned system was used from the start of 2006, Fleet will have 3 to 5 years of data and experience at switch -over to the integrated system. If they wait they will have no data. 5.3.2 [MT] Establish a YZ FTE (clerk) for Fleet. 5.6.1 [MT] that a Fleet Policy Manual be developed. Lona Term Goal 4.1.3[LT Goan When a fleet management costing system is in place, use the data to develop life cycle cost criteria for equipment replacement decisions. IDM Consultants 47 —55— Town of Aurora — Final Report October 2005 Fleet Management Study 4.2.4 [LT Goal] when accurate complete fleet cost and use data are available, develop a reserve contribution formula that considers inflation, salvage, interest and use factors 4.4.5 [LT Goal] Develop Fleet Management System (FMS) reports that will include the requirements of 4.4.4 above plus be itemized by unit. 4.6.4 [LT Goal] to have exception reports in the FMS that will issue automatically as required to alert fleet management of variances. 4.7.2 [LT Goal] When the Inventory Module of the FMS is available the in-house parts account could be used as a holding account. The mechanics could withdraw stock via a terminal in the parts room. This would simultaneously credit the holding account, debit vehicle parts and charge the cost to the vehicle in FMS. It is anticipated that the fleet will be too small to justify a stock keeper for the foreseeable future. An Ontario municipality with a 450 unit fleet uses a similar system. 4.9.2 [LT Goal] When the FMS can provide effective information; the Fleet Manager will provide fleet data for the user groups to consider in planning for equipment. 6.1.3 [LT Goal] Install a complete, corporately integrated, computerized Fleet Management System. 6.6.2 [LT Goal] Track lease/rent units in the FMS for cost comparison Section 8 - Summary ofPotendal Costs • Replace Gasboy and dispensers .............................. $30K • Install dyed diesel tank and dispenser ........................ $22K • Intermediate FMS.................................................. $20K • Wash -bay / Repair -bay addition .............................. $600K • Fleet Clerical (1/2 FTE) • Expanded summer service coverage for Parks IDM Consultants 48 —56— Town of Aurora — Final Report Fleet Management Study October 2005 ",eyindices IDM Consultants 49 -57- Town of Aurora — Flnal Report Fleet Management Study October 2005 Appendix A - Fleet List (Fleet List provided under separate cover.) IDM Consultants 50 -58- Town of Aurora — Final Report October 2005 Fleet Management Study Appendix B - Sample Evaluation Sheet FLEET.. MANAGEMENT VEHICLE. EVALUATION. FORM GOOD - BAD IRWlee.m M U entl FAR Can be dale edj COM E S. Overall t% - - Body ✓ - Interior. ✓ - - Engine Trans Tires ✓ - Electrical Hydraulics RECOMMENDATIONS: USER GROUP FOREMAN SIGN OFF: Comments: - - SHOULD A REFURB BE CONSIDERED? ❑. Yes ® No Comments if no: i� R (All original evaluation sheets were forwarded under separate cover.) IDM Consultants 1 -59- Town of Aurora — Final Report Fleet Management Study October 2005 Appendix C - (A sample of the Excel work sheet. A working copy has been supplied under separate cover.) Sheet 1 Town of Abrore• Public Works and Leisure Useless• 16 Year VehlOWEquilmont Replacement Schedule .200-2020 Number Year MakeModel Attachments Opt tJM Oly Cost Reserve OD 5 0 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Pldkmp Real, 112 Ton 1 1999 FordIF150 R 10 1 30 9 30 30 3 1195 FOMIF150 R 10 1 30 3 30 30 5 1995 FordIF150 R 10 1 30 3 30 Van eewar Flusher 32 1994 ISMS" Pumpa,Tanks W 12 1 260 20.833 250 250 36 1970 Champ10e0f Plow, Wing R 35 1 240 7.143 40 250 B tokhoe Wed.r 41 1993 CeV416B R 12 1 135 11160 136 136 ,40��0f610 ��--S"=•=`"12.1,.�...:1._700167�-110..:.. J T :'s_ .e. : > :.._._,.�10 i_-=—,—>.-^:—.,.- ,.., .z ..�.._, 44 2001 CaV9240 R 12 1 100 15 160 207 1992 JDf4x4 P 12 1 110 9.107 110 110 219 2002 4x4,Loader P 12 1 60 5.000 60 3i �221 2002 F9rdl 4x4,Loader P� 12 1 60 5.000 80 223 1995 JD15400 P 12 1 36 3.000 36 30 IDM Consultants 2 -60- Town of Aurora — Final Report Fleet Management Study October 2005 Sheet 2 Town of Aurora - Public Works and Leisure Services - Fleet Replacement Reserve 15 Year Cash Flow - ($$ in thous 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Fund Balance at1January 824 738 540 680 511 416 741 985 1238 1332 1142 1082 Annual User Allocation 401 401 401 401 401 401 401 401 401 401 401 401 Investment Revenue Estimate (4%) 33 30 22 27 20 17 30 39 50 53 46 43 Annual Replacement Expense 678 698 314 664 673 103 208 208 396 716 563 263 Salvage Revenue Estimate (10%) 58 70 31 66 57 10 21 21 40 72 56 26 Fund Balance at 31 December 738 640 680 611 416 741 985 1238 1332 1142 1082 1290 Reserve Catch-uo 2006-2010 Fund Balance at 1January 824 738 449 494 226 29 247 471 704 776 564 481 Annual User Allocation 401 425 425 425 425 425 401 401 401 401 401 401 Investment Revenue Estimate (4%) 33 30 18 20 9 1 10 19 28 31 23 19 Annual Replacement Expense 678 826 442 792 701 231 208 208 396 716 563 263 Salvage Revenue Estimate (10%) 58 83 44 79 70 23 21 21 40 72 56 26 Fund Balance at 31 December 738 449 494 226 29 247 471 704 776 664 481 666 IDM Consultants .� -61- Town of Aurora — Final Report Fleet Management Study October 2005 Appendix D and E - Samples of Fleet Evaluation Forms (These were provided under separate cover.) IDM Consultants 2 -62- Town of Aurora — Final Report October 2005 Fleet Management Study Appendix F k' 5t jl'vh IDM Consultants 3 -63- Town of Aurora — Final Report Fleet Management Study October 2005 Appendix G - Repair Codes REPAIR. CODES SSi1: lYti3cananentlS.. -. _ -: --. ; - 01 - Axles, non -driven 51 -ivew, vchic to preparation 1 - Brakes, relinereplace - ,5? - Vehicle coupling system o_', Brakes, repair /adjust : 53 - Accessories 04 :.-Frame - - 54 -Air doors, etc, 05 '-Steering -5s: -Power Sail gate - 05 - Suspensions .16 ' - Winch ' 07 --- Wheel/rim/hubl bearhugs 57 - Radid.equiptnent 58 -To%ving er Train: 59: -Occurring - 11 • Steering Axles, driven - 60.: -.Thies 12 `- Clutch;. replace/rebuild 61 -'Minter check over Cluteh, repair/sdjnst 14 Drive she Mounted Eduipmaaf: 15 - Powei mka, off 62 - heating unit,_ 16 :-Transmission-, repioce `63.: -TanlcsI boxes 17 :- Transmission, repair adjust 6.3>. PlowsI sanders l aUSers 18 -Rear Axles / mar end /2 speed momvi 65..' - Air pryers d6: -Pumps. &: nxotors '- erPlant: - 07. -Cylinders/pistons:.. - 21 .. Air intake system - 69- -Controls 22 - Cooling tyswat 70. - Vatxes - 2.i--Exhaust system. - 71: - Fluid reserve tank 24 -Fuel systems 72 - Air Compressor, Air Tanks 25 - Engine, replace` -. 73 - Frame l supports 26 - Engine, repair adjust 74 - Pivots l pins 27 -Auxiliary engine 75 -Blades f buckets ` - - Linkages /Wires / controls 76. - - 1'roisting+ devices - Betas / hoses 77 - Cables / hoses / ritines - 78 Rollers trical: 19 -Trackss/cleats 31 - Charging system 80 - Broorns / brushes 1 32 -Cranking system 81: - Chains/sprockets - 33 - Buttery- - 82 -_ Satcty_equiramem [ 34 - Ignition system 81 - Mower bind¢s /Teels I teeth (rollers - ( 35 - Lighting system / wiring harness 84 - Other- - 36 - Instruments / gauges / locates I horns 85 - Pickup I Delivery i{ 37 -Wiper me for/blades/washers - f 38 - IID Emission testing Propane:- I4 39 - LD Emission testing 87 - Propane hoses / f mugs 88 -Propane installation lj 89 r Propane repair ` & Body: - 4l Body / paint —non accident Preventative Maintenance: 42 -Body/paint— accident - 90 -PM-C. - 43 - Nearing/ventilation 95 -Recertification 44 - Air conditioning - 96 - PM -A 45 - Body interior 97 - PM_B 46 - Body exterior 99 - Certify / safety 47 -Doors 48 - Fuel tank repairs 49 - Glass & Mirrors 50 -Undercoating i IE3iWPlSEtCtnRYAN P\PORMa\Fleet Ualnlenaance Lnadnc IDM Consultants 4 -64- October 2005 Town of Aurora — Final Report Fleet Management Study IDIM Consultants 5 -65- TOWN OF AURORA APPENDIX GENERAL COMMITTEE REPORT No. LS06-036 SUBJECT: Asphalt Parking Lot at Factory Theatre FROM: Allan D. Downey, Director of Leisure Services DATE: September 5, 2006 RECOMMENDATIONS THAT Tender LS2006-64 for asphalt resurfacing of Factory Theatre not be awarded and the Project and Budget be re -considered as part of the 2007 Capital Budget. BACKGROUND As an approved Capital Project for 2006 and a condition of the existing Lease between the Town of Aurora and Theatre Aurora, staff released Tender LS2006-64 for Asphalt Re- surfacing at Factory Theatre, on June 14th, 2006. Staff and Geo-technical Consultants, Shaheen and Peaker Ltd. performed a thorough review of the parking area sub -soil conditions at 150 Henderson Drive — Factory Theatre. The presence of mixed organic material (i.e. wood, brick, clayey silts, concrete and steel) at multiple locations and depths along with the presence of soil samples do not meet Ministry of the Environment Table 2 Standards for disposal at an industrial/commercial/community fill site which has significantly modified the scope of work for the Factory Theatre Asphalt Re -surfacing Project. Additional work is required to remove and dispose of native soils at a registered land fill site and placement and compaction of granulated material. This projectwas originally assessed in 2004 without review of sub -soil conditions. This Assessment was the basis for the approved amount of $30,000 in the 2006 Capital Budget. Tender LS2006-64 closed August 2006 which included the review of soil conditions and the additional scope of work. A total of eleven (11) firms attended the mandatory site meeting on Wednesday, June 21, 2006. A total of six (6) firms submitted bids in response to Tender LS2006-64 and staff have reviewed the bids for compliance and provide below a summary of qualified bids: Lincoln Paving & Contracting Ltd. $ 82,748.00 Forest Contractors Ltd. $ 89,895.00 Bevcon Construction & Paving Ltd. $108,000.00 Peltar Paving & General Contracting Co. Ltd. $108,400.00 Royalcrest Paving & Contracting Ltd. $180,000.00 IL Duca Contracting Inc. $311,500.00 i� September 5 2006 - 2 - Report No. LS06-036 COMMENTS As a result of the discovery of contaminated soils the project is significantly over budget and requires substantial additional funding. In addition, the removal of the soils and the placement of new granular material adds significantly to the length of the project and would interfere with the proposed schedule of shows at the Theatre. As a result of these concerns staff recommends that the project be re -considered as part of the 2007 Capital Budget with sufficient funding identified for the project. OPTIONS Council may consider awarding the Tender to the low bidder, Lincoln Paving & Contracting Ltd. and approve additional funding for the project in the amount of $52,748.00 from the Municipal Capital Reserve. FINANCIAL IMPLICATIONS Staff will present a Capital Budget item in 2007 for Council consideration in the amount of $90,000. CONCLUSIONS Due to the requirement for additional funding, extended work schedule and disruption to the Theatre schedule, staff recommends that this project not proceed and that the Tender not be awarded. LINK TO STRATEGIC PLAN Goal "A" speaks to maintaining a well -managed and fiscally responsible municipality. ATTACHMENTS None Prepared by. Aaron Karrnazyn, Manager of Facilities/Property, Extension 4323 ALLAN D. D WNEY Director of Leisu ervices John S. Rogers C.A.O. —67— ;i. AURORATOWN OF APPENDIX "C" It COUNCIL REPORT No. LS03-033 SUBJECT: Theatre Aurora Lease Agreement (Factory Theatre) FROM: Allan D. Downey, Director of Leisure Services DATE: August 19, 2003 RECOMMENDATIONS THAT Council authorize the Mayor and Clerk to execute an Agreement with Theatre Aurora for use of Factory Theatre for two (10) year periods. BACKGROUND Council at their meeting of July 15, 2003 approved a Lease Agreement with Theatre Aurora for the use of the Factory Theatre to be structured for two 10 year periods. Council also recommended that the renovations be completed within the first 10 years, and subject to fulfilling these conditions, that the Council of the future extend the lease for an additional ten (10) years. The Lease with Theatre Aurora for the use of Factory Theatre was extended by Addendum to the existing Agreement until June 30, 2004. Theatre Aurora had requested a long term Lease of this property. A Building Assessment completed by UMA Group in October 2002, identified that the building was in poor condition with considerable Capital Replacement required immediately as well as in the long term. Atthe March 20, 2003 meeting of the Leisure Services Advisory Committee both the issue of a long term Lease with Theatre Aurora and the requirement to invest in repairs and retrofit to the building were presented for consideration. The Committee supported a five year term Lease with Theatre Aurora for exclusive use of the theatre or a five year term with an optional five year term provided that Theatre Aurora secure grants or alternate funding to contribute towards the Capital improvement works within 24 months. Should such grant revenue be secured, the rent for the theatre would remain nominal and the group would continue to have exclusive use of the premises. This was approved by Council on April 8, 2003 (copy of recommendation attached). The direction of Council was that Theatre Aurora be responsible for the Capital costs and maintenance during the term of either Lease and that staff prepare a report to provide a costing of the itemized critical repairs for the building to determine the apportionment of cost between the Town and Theatre Aurora. /2 August 19, 2003 - 2 - Report No. LS03-033 The proposed apportionment of costs to repair and retrofit Factory Theatre is presented to Council with this report. COMMENTS Staff has continued to meet with Theatre Aurora to discuss the directives of the Leisure Services Advisory Committee and Council to review the recommended list of repairs and retrofits for Factory Theatre. Responding to the options presented for.the Lease, it is the intention of Theatre Aurora to actively pursue grant and alternate fundraising opportunities and to ultimately assume responsibility for all of the maintenance of Factory Theatre. Theatre Aurora intends to raise and invest approximately $156,000 in the next 5 years to contribute towards the recommended retrofit issues of the Building Assessment. Theatre Aurora expects that the Town would undertake to complete the recommended repairs to the building, estimated at $186,250 over the 5 year period and suggests that this was a Town obligation in the existing Agreement initiated in 1996. In this Agreement the Tenant is responsible forthe interior maintenance of the theatre "as a careful ownerwould do", and the Landlord (the Town) is responsible to maintain the exterior of the premises, it's heating, water and ventilation systems and to maintain the parking lot and grounds. The proposed apportionment of cost detailed in the letter from Theatre Aurora dated June 26, 2003, reflects the obligations of"the parties underthe existing Agreement. In 2004 the Town portion of $90,250 is required to complete immediate repairs to the facility and represents the minimal investment under the current Lease obligations. Theatre Aurora is prepared to accept their portion of the identified costs and to assume all subsequent Capital and maintenance costs after the initial repairs are completed. This is a significant financial commitment and Theatre Aurora believes that such a commitment will require a longer term of Lease to justify the effort. Theatre Aurora is aware that a new Arts & Culture Facility is projected in the Culture and Recreation Master Plan in the Year 2011. Theatre Aurora believes that Factory Theatre will continue to be required regardless of the new facility. OPTIONS If Council does not agree with the proposed apportionment of costs Council may give direction to staff for the preferred apportionment of cost or Council may determine to end the Lease with Theatre.Aurora in 2004 and not undertake the repairs and retrofit to the building. CONCLUSIONS Theatre Aurora believes the existing 154 seat theatre is a valued asset in the community and is prepared to assume full responsibility for the future maintenance and Capital repair. A long term Lease and repairs to the building will ensure that the building continues to be available as a community theatre. ..../3 .• August 19, 2003 - 3 - Report No. LS03-033 FINANCIAL IMPLICATIONS TOWN THEATRE AURORA 2004 * $90,250 $17,500 2005 $45,000 $62,000 2006 $21,000 $26,500 2007 NIL $25,000 2008 $30,000 $25,000 Future NIL ALL EXPENSES S186,250 $156,00a Currently identified in the 200410 Year Capital Repair/Replacement Program is $124,000 for repairs to Factory Theatre. LINK TO STRATEGIC PLAN Goal " A" speaks to maintaining a well managed and fiscally responsible municipality. ATTACHMENTS 1. Letter from Theatre Aurora dated June 26, 2003. 2. UMA Building Assessment Spread Sheet. 3. Copy of Recommendations from Council Meeting No. 03-10 held on April 8, 2003. 4. Copy of Proposed Lease Agreement. PRE -SUBMISSION REVIEW Management Team Meeting, Wednesday, August 13, 2003. Prepared by: Rick McMulkin, Manager of Facilities & Property, Extension 323 ALLAN D. DOWNEY Director of Leisure Services —70— ffiheatre urora P.O. Box 28532, Aurora, ON L 40 6S6 The Town of Aurora 100 John West Way, Aurora, ON. L4G 6J1 26 June, 2003 Attn.: Director of Leisure Services, Al Downey Copies to: Chief Administrative Officer, Larry Allison Manager of Facilities/Property, Rick McMulkin Re: Factory Theatre Dear Sir, This is to confirm the proposed programme for the rehabilitation of the Factory Theatre. At the meeting held on June 17, 2003 between yourselves and Theatre Aurora representatives, it was agreed that the Town of Aurora would undertake to complete the work to the building in the following five year time frame with the associated costs based on the Building Condition Assessment Report by UMA Projects, Theatre Aurora are also planning to complete their portion of the costs in a similar time frame as follows: - TOWN THEATRE Year 1, Building Envelope $34,250 $15,000 Interior Finishes Mechanical 54,000 2,500 Site Life Safety 2,000 $90,250 $17,500 Year 2, Electrical $32,000 $60,000 Mechanical Site 1,000 2,000 Life Safety Mechanical 12,000 $45,000 $62,000 Year 3, Site $9,000 $.1,500 Interior Finishes Mechanical 12,000 25,000 Electrical $21,000 $26,500 Year 4, $25,000 Electrical Year 5, Building Envelope $30.000 $25.000 Life Safety TOTALS $186,250 $156,000 In year 6, on completion of the work by the Town, the Theatre will assume full responsibility for the ongoing maintenance and capital costs associated with the building. —71— Theatre Aurora is prepared to accept this large financial commitment to the building in the first five years, and to then assume, not only the subsequent, capital and maintenance costs, but to make improvements to the building as funding permits. To justify these efforts, which will require a serious commitment on the part of the membership, a request is now made for the term of the lease to be extended to twenty years. A twenty year lease would give Theatre Aurora the securit), needed to commit to realistic long range plans. And a further advantage of a twenty year lease would be the ability to extend the amortization. period of the needed capital costs. Plans by the Town based on population growth provide for an Arts and Cultural centre to be built in Aurora in the next eight years. It is expected to contain a theatre with a larger seating capacity than the Factory Theatre's 154 seats, and would provide a needed addition to the facilities in the town. Theatre Aurora endorses this project, and recognizes that it could reduce the need for Factory Theatre as a performance venue for some of Theatre Aurora's productions. Theatre Aurora would, however, continue to make use of Factory Theatre not only for some productions, but also for rehearsals, for youth programmes, for.theatre workshops and educational. seminars, and for rental to other interested groups. As in the past, opportunities would be available to secondary school students to fulfill cooperative and mandatory ministry directive for community service. A well maintained Factory Theatre would also be a valuable facility for shows by the Youth Groups, and for other shows of limited audience appeal. Year round use of the building, made possible by planned air conditioning, would also allow Theatre Aurora to expand its youth and other educational programmes. Theatre Aurora now has a fund raising sub -committee actively pursuing grants from many sources including Trillium, and is also seeking charitable status in order to be able to give tax receipts for donations and sponsorships. To increase income from performances, ticket prices have been increased for the coming season, and other fund raising avenues are being explored. For forty five years Theatre Aurora and its founding group, the Aurora Drama Workshop, have entertained in Aurora, and would hope to continue for many more. A lease for twenty years, would let Theatre Aurora continue to make a valuable contribution to the community. On behalf of the Board of Directors of Theatre Aurora, Anne Currie -O'Brien President Harry Shaw Asst. Treasurer —72— It All -73- Q i. �I I; �I I t i I I i S LL 0� i Uns LL ALL. yN1V m0i � LLI I I � iLL i i � •i j_ i7 I II II III II B EI I H E o a g` assE�€1II �a �� gg eF e j 21 1d LL ' ^I -74- Aurora Council Minutes No. 03-10 Tuesday, April 8, 2003 Page 4 12. LSAC03-003 - March 20, 2003, Leisure Services Advisory Committee Meeting Moved by Councillor MacEachern 5. Master Plan Seconded by Councillor West THAT the revisions to the service level standards for projected future facilities attached to the report as Schedule A, be adopted in principle by Leisure Services Advisory Committee to serve as the basis of the completion of the Leisure Services Master Plan Review; and THAT, in addition to the foregoing, the following capital projects for the Leisure Services Master Plan ten year forecast, be adopted, as a priority: Youth Centre Seniors Centre Aquatic Facility Ice Rink —1 and/or 2 ice pads; and THAT staff prepare a report providing comparative scenarios and options to achieve these goals such as funding alternatives, private public partnerships etc.; and THAT staff be authorized to complete the draft master plan on this basis. AMENDMENT: Upon the question of the adoption of the resolution, It was: Moved by Councillor Timpson Seconded by Councillor Griffith THAT All Our Kids Skate be a recognized organization by the Town of Aurora that will work in collaboration with Town staff and Leisure Services Advisory Committee to explore the options/opportunities to find a solution to meet the Aurora ice user groups' needs. CARRIED The main motion was CARRIED AS AMENDED Moved by Councillor Griffith Seconded by Councillor MacEachern THAT the Committee Record of the Leisure Services Advisory Committee Meeting, held on March 20, 2003, be received for information; and 2. Aurora Community Tennis Needs THAT staff prepare a report providing the feasibility of the construction of a permanent tennis facility including but not limited to a comparative with area municipalities, feasibility of retrofitting current Town facilities and marketing survey providing a needs study and future use of the proposed facility. 3. Chilldan Developments Soccer Proposal - 162 St John's Sideroad West THAT the delegation by Mr. Paul Bailey and Mr. Bruce Cosburn regarding the proposed installation of three championship size soccer pitches on the eastern portion of the property located at 162 St. John's Slderoad West be received for information; and -75- Aurora Council Minutes No. 03-10 Tuesday, April 8, 2003 Page 5 THAT staff prepare a detailed comprehensive report regarding the proposal. 4. Theatre Aurora Lease Report LS03-011 THAT,the Leisure Services Advisory Committee support a five year term lease with Theatre Aurora for the exclusive use of the Factory Theatre located on Henderson Drive or a five year term with a five year renewal option provided the Theatre Aurora secure a Trillium Grant or alternate funding for capital improvement works within twenty-four months; and THAT should Theatre Aurora secure a grant, the rent to the Town of Aurora would be nominal and Theatre Aurora would continue exclusive use of the premises during the term of the lease; and THAT the Theatre Company be responsible for the capital costs and maintenance during the term of either lease option; and THAT staff prepare a report to provide a costing of the itemized critical repairs vital to the Factory Theatre facility, to be reviewed by the Leisure Services Advisory Committee so that a recommendation can be presented to Council to determine the apportion of the cost of these repairs between the Town and Theatre Aurora. 6. Youth Action Committee Minutes of February 19, 2003 THAT the Draft Revised Terms of Reference for the Youth Action Committee be referred to the April 10h Leisure Services Advisory Committee meeting; and THAT the report of the Youth Co-ordinator be received for information. CARRIED Mr. Peter Harris, Manager of Pristine Meats Limited Re: Item 1 — BA03-007 — Variance to Sign By-law #3400-92 — Pristine Meats Limited Mr. Peter Hams, Manager of Pristine Meats, requested that Council not support the recommendations contained within the report but to recognize the fibreglass bull as a unique landmark and a pleasant addition to the Town of Aurora. Moved by Councillor MacEachern Seconded by Councillor Timpson THAT the comments of the delegate be received for information and that Item 1 - be brought forward for consideration at this time. [7177I=4C BA03-007 - Variance to Sign By-law #3400-92 — Pristine Meats Limited Moved by Councillor West Seconded by Councillor MacEachern THAT the matter be referred back to staff for a comprehensive report to be presented at a future General Committee Meeting giving possible alternatives, difficulties and solutions regarding this type of variance to the Sign By-law. CARRIED -76- This Lease made as of the day of , 2003 in pursuance of the Short Forms ofLeases Act, between: THE CORPORATION OF THE TOWN OF AURORA (hereinafter referred to as the "Landlord') PARTY OF THE FIRST PART -and— THEATRE AURORA, being a duly incorporated corporation without share capital pursuant to the laws of the Province of Ontario (hereinafter referred to as the "Tenant' PARTY OF THE SECOND PART WHEREAS the Landlord is the registered legal owner of the property known as The Factory Theatre located municipally at ISO Henderson Drive and more particularly described as Block J, Plan-M-1500, EYS, Town of Aurora, Regional Municipality of York; AND WHEREAS the Tenant has requested the use of The Factory Theatre for the provision of community theatre art services to the public; AND WHEREAS the Landlord has agreed to provide to the Tenant, on an annual basis, the use of the Premises for the Tenant's purposes on certain terms and conditions; NOW THEREFORE in consideration of the Rents, covenants and agreements herein contained, the Landlord and the Tenant agree as follows: SECTION 1: INTERPRETATION 1.1 Definitions In this Lease: (a) "Additional Rent" means all sums of money or charges required to be paid by the Tenant under the Lease except Minimum Rent whether or not designated as Additional Rent or payable to the Landlord and includes "Operating Costs"; (b) "Commencement Date" means July 1, 2004 being the date upon which the Tenant first occupied the Premises; (c) "Director" means the Director of Leisure Services of the Town of Aurora or his/her designate; (d) "Lease" means this agreement and the terms and conditions set out herein as amended from time to time; (e) "Lease Year" means a period of twelve (12) consecutive calendar months; the first Lease Year shall begin on the Commencement Date if such day is the first day of a calendar month; each succeeding Lease Year shall begin on the anniversary date of the first day of the first Lease Year. (f) "Minimum Rent" means the sums payable by the Tenant to the Landlord as set out in Section 3.01; (g) "Operating Costs" means all costs directly or indirectly associated with the operation and maintenance of the Premises; -77- x (h) "Premises" means the Factory Theatre building comprising of approximately 5500 square feet (5500 ft2) and located at 150 Henderson Drive, Aurora but excludes a portion of the existing driveway and parking lot that are located on an adjacent property not owned by the Landlord; (i) 'Rent" means all amounts payable by the Tenant to the Landlord hereunder, including Minimum Rent and Additional Rent; (j) "Term" means the term of this Lease as provided in Section 2.2 and any period of overholding unless earlier terminated or surrendered but excluding any period where the Lease has been partially surrendered or deemed to be partially surrendered pursuant to section 14.10 as to the part or parts so surrendered or deemed to be partially surrendered. 1.2 Number and Gender The necessary grammatical changes required to make the provisions of this Lease apply in the plural sense where the Tenant comprises more than one entity and to corporations, associations, partnerships or individuals, males or females, in all cases will be assumed as though in each case fully expressed. 1.3 Headings and Captions The article numbers, article headings, section numbers and section headings are inserted for convenience of reference only and are not to be considered when interpreting this Lease. 1.4 Obligations as Covenants Each obligation of the Landlord or the Tenant expressed in this Lease, even though not expressed as a covenant, is considered to be a covenant for all purposes. 1.5 Entire Lease This Lease contains all the representations, warranties, covenants, agreements, conditions and understandings between the Landlord and the Tenant concerning the Premises or the subject matter of this Lease. 1.6 Governing Law This Lease shall be interpreted under and is governed by the laws of the Province of Ontario and the laws of Canada applicable therein. 1.7 Severability If any provision of this Lease is illegal or unenforceable it shall be considered separate and severable from the remaining provisions of this Lease, which shall remain in force and shall be binding as though the said provision had never been included. SECTION 2: DEMISE AND TERM 2.1 Demise and Term The Landlord hereby leases and demises the Premises to the Tenant for the Term at the Rent and on the terms and conditions stated in this Lease. 2.2 Term The Tenant shall have and hold the Premises for and during the Term which shall be, unless sooner terminated or surrendered (or in respect of that part of the Premises in respect of which a partial surrender or surrenders or deemed partial surrender or surrenders occurs), pursuant to the provisions of this Lease, from the Commencement Date for a period of ten (10) Lease Years thereafter. 2" -3- 2.3 Overholdine If the Tenant remains in occupation of the Premises after the expiration of the Term hereby granted without a written agreement to the contrary, there is no tacit renewal of this Lease notwithstanding any statutory provision or legal presumption to the contrary and the Tenant shall not be deemed to be a tenant from year to year, but shall be a monthly tenant at a rental equivalent, to one twelfth the annual payment of Minimum Rent herein provided for, payable in advance, and all the terms and conditions hereof, so far as applicable, shall apply to such monthly tenancy. Nothing herein shall imply however, that the Tenant is permitted to remain in the Premises from and after expiry of the Term. 2.4 Oration to Extend Upon the expiration of the term of this Lease and provided the parties agree to the terms of any extension of this Lease, a further extension of this Lease for a ten (10) year period will be provided upon confirmation satisfactory to the Director that the Tenant has secured a "Trillium Grant" or similar alternate funding for capital improvement works within 24 months from the commencement date of this Lease and the capital repairs in Schedule "A" that are to be completed by the Tenant have been completed., The Landlord shall assist the Tenant as required to pursue funding sources for the capital costs to repair the facility. Should the parties not agree on the terms of the extension of this Lease within thirty (30) days prior to the expiration of this Lease, this Lease shall be at an end. SECTION 3: RENT 3.1 Minimum Rent The Tenant covenants to pay to the Landlord, its successors and assigns, without deduction, compensation or set off, Minimum Rent in an amount equal to the aggregate annual amount of Two Dollars ($2.00) plus applicable Goods and Services Tax, payable in advance on the Commencement Date and yearly thereafter on each anniversary date of the Commencement Date. 3.2 Additional Rent The Tenant covenants to pay to the Landlord all ongoing maintenance costs and capital costs as set out in Schedule "A" for immediate upgrades to the Premises required throughout the term of this Lease. In the event that the Tenant due to restrictions placed by external funding sources cannot pay directly to the Landlord the required maintenance and capital costs, the Tenant shall advise the Director that the funds have been received from the funding source prior to the commencement of any capital repairs to the Premises. 3.3 Interest on Amounts in Default If the Tenant fails to pay when due and payable any amount of Rent, the unpaid amount will bear interest calculated and payable monthly from the due date to the date of payment at the rate of three per cent (3%) plus the prime rate from time to time charged by any chartered bank or trust company of the Landlord to its most creditworthy commercial customers. 3.4 Payments If any payments required to be made under this Lease by the Tenant to the Landlord are not paid at the time provided in this Lease, they will be deemed to be and will be collectable as Rent with the next instalment of Rent falling due and all of the Landlord's remedies for non-payment of Rent hereunder shall apply thereto, but nothing in this Lease limits my other remedy of the Landlord in respect thereto. -79- 4- SECTION 4: GENERAL COVENANTS 4.1 Covenants of Tenant The Tenant covenants with the Landlord: (a) to pay Rent, and (b) to observe and perform all the covenants and obligations of the Tenant under this Lease. 4.2 Covenants of Landlord The Landlord covenants with the Tenant: (a) - for quiet enjoyment; (b) to observe and perform all the covenants and obligations of the Landlord under this Lease; and (c) at all times to permit free, uninterrupted and unobstructed rights of ingress to and egress from the Premises to be enjoyed by the Tenant, its servants, workers, invitees, employees, vehicles, supplies and equipment. SECTION 5: CAPITAL REPAIRS, UTILITIES AND OTHER CHARGES 5.1 Operatine Costs The Tenant covenants with the Landlord to pay as Additional Rent, all Operating Costs promptly when due direct to the appropriate authority, including the Landlord. Such operating costs include any and all costs associated with the provision of utility services supplied directly to the Premises including hydro, gas, water and sewer, telephone and cable, as well as any and all costs associated with the ongoing maintenance of the Premises during the term of the Lease including interior caretaking, rental mats, snow removal, parking lot maintenance, lawn care and landscaping including tree maintenance. and minor repairs. The Tenant shall be responsible for the replacement costs of mechanical, water, lighting, heating, ventilation, air conditioning and structural systems. Operating Costs shall, if not paid directly to a third party authority by the Tenant, be collectable as Additional Rent by the Landlord and shall be payable forthwith on demand. The Landlord and the Tenant have agreed to a series of capital repairs to be completed as contained in Schedule "A". The Director shall co-ordinate all capital repairs to the Premises and the Tenant shall receive the approval of the Director prior to completing any of the required repairs. On July 1" of each year of the Lease the Tenant shall provide to the Director a report indicating the status of the capital repairs contained in Schedule "A" and any additional work completed or contemplated. At all times the Landlord and the Tenant shall ensure that the capital repairs are co-ordinated to ensure the least disruption for the Tenant who shall not be entitled to any abatement in rent due to the repair of the structure. The Tenant acknowledges that there may be an requirement that the Tenant vacate all or a portion of the Premises for a period of time to permit the capital repairs to be completed. The Tenant shall be responsible for all exterior repairs other than those listed in Schedule "A" to be completed by the Landlord. 5.2 Taxes The Tenant shall pay to the Landlord all taxes (being all sales taxes, goods and services taxes, value added taxes, consumption taxes and any other taxes, rates, duties, levies, -5- fees, charges and assessments whatsoever, whether or not in existence on the Commencement Date, imposed, assessed, levied, rated or charged to either the Tenant or the Landlord or both, in respect of the Minimum Rent payable by the Tenant or the Landlord or the rental of the Premises or the provisions of any goods, services or utilities whatsoever by the Landlord to the Tenant; (a) to the extent not already included in Rent; and (b) provided such taxes are net of input tax credits collectively known as "GST'J, if any, assessed or charged or payable in respect of the payment of Rent hereunder. For the purposes of this clause, all taxes which are payable in respect of any Rent shall be considered to be due by the Tenant to the Landlord on the same date as such Rent is so due. SECTION 6: USE OF THE PREMISES 6.1 Tenant's Use The Tenant covenants that the Premises will not be used for any purpose other than for the provision of community theatre art services to the public by the Tenant, its members, employees, or invitees for the promotion and achievement of the objects as provided for in the Tenant's constituting documents and subject to all other requirements of this Lease. The Tenant acknowledges that the Premises is designated as a smoke -free facility and agrees that its members, employees or invitees shall adhere to the provisions regarding no smoking in and at the Premises except if the theatrical performance requires the performers to smoke on stage during the performance, failing which the Landlord may take any and all actions it deems necessary to ensure compliance with such no -smoking provisions. The Tenant agrees that during the Term of the Lease that there may be maintenance and capital repairs completed to the. Premises that will disrupt the Tenant's quiet enjoyment of the Premises and will require the Tenant to expend funds and resources to relocate its goods, chattels and may require the Premises to be vacated for a period of time. The Tenant will not be compensated for the disruption in any form or in any manner by the Landlord and there will be no abatement of Rent. 6.2 Liens and Encumbrances The Tenant will not permit, do or cause anything to be done to the Premises whereby any lien, certificate of pending litigation, judgement or certificate of any court or any mortgage, charge or encumbrance of any nature whatsoever is imposed on title to the Lands and, if any such matter is registered on title to the Lands due to the Tenant's actions or inactions, the Tenant will discharge the same within 10 days after receipt of notice thereof from the Landlord, failing which the Landlord shall be entitled to make such payment or take such action as may be expedient to discharge it and the Tenant shall immediately reimburse the Landlord for all of its costs thereof, including all legal fees and disbursements. 6.3 Waste and Nuisance The Tenant will not commit or permit any waste or injury to the Premises including the Leasehold Improvements and trade fixtures therein or any overloading of the floors thereof. The Tenant covenants and agrees not to fasten any fixtures or equipment permanently to the was or floors of the Premises without the approval of the Director. 6.4 Condition of Premises The Tenant will not permit the Premises to become untidy, unsightly or hazardous or permit unreasonable quantities of waste or refuse to accumulate therein and will cause the Premises to be cleaned on a regular basis. 6.5 Applicable Laws The Tenant will comply at its own expense with all present and future laws (the "Laws") of any governmental or quasi -govern ncrual body (including federal, provincial and -6- municipal) in force or regulations, requirements, by-laws or orders pertaining to the operation and use of the Premises, the condition of the Leasehold Improvements, trade fixtures, furniture and equipment installed by the Tenant therein and the making by the Tenant. of any repairs, changes or improvements therein and will use and occupy the Premises in a safe, careful and prudent manner so as not to contravene any Law. If, due to the Tenant's use of the Premises improvements are necessary to comply with any Law or the requirement of any insurance carrier, the Tenant will pay the entire cost thereof. 6.6 Operating Hours The Tenant and the Landlord covenant and agree that the Tenant, its members, employees or invitees shall have full exclusive rights to operate and access the Premises at any and all times. 6.5.1 Parking Lot and Driveway The Tenant covenants with the Landlord to secure from the adjacent landowner prior to the Commencement Date of the Lease the ability for the Tenant to use the portion of the existing driveway not owned by the Landlord and to use .the portion of the existing parking area not owned by the Landlord. The Tenant shall provide evidence of the agreementwith the adjacent landowner to the Director, failing which the Lease shall come to an end on July 1,2004. SECTION 7: REPAIRS AND MAINTENANCE 7.1 Tenant's Obligations The Tenant shall be responsible for the maintenance and repair of its own equipment, fixtures and any upgrades to or located on the Premises. 7.2 Leasehold Improvements The Tenant covenants and agrees that all improvements made to the Premises, including the construction and placement of mobile or temporary structures shall, immediately upon the termination of this Lease or the expiry of the Term, whichever shall occur first in time, become the property of the Landlord without compensation therefore to the Tenant, and the Tenant is not entitled to remove any fixtures located on the Premises at any time during the currency of this Lease without the written consent of the Landlord. 7.3 Construction Liens The Tenant shall comply with all of the provisions of the Construction Lien Act, R.S.O. 1990, c. 30, as amended from time to time and other statutes from time to time applicable to any work done or improvements made to the Premises by or on behalf of the Tenant, including any steps necessary to ensure that no lien shall attach to the Premises or the lands. If by reason of any default hereunder, such construction lien for work, labour, services or materials supplied to or for the Tenant shall be registered on title to the Lands or notified to the Landlord, the Tenant shall within ten (10) days after receipt of notice thereof from the Landlord procure the discharge thereof including any certificate of action registered in respect of any lien failing which, the Landlord shall be entitled to make such payment or take such action as may be necessary or expedient to discharge such lien and the Tenant shall forthwith pay same on demand as Additional Rent and indemnify and save harmless the Landlord from any costs it incurs as a result of such lien. IM -7- SECTION 8: SIGNAGE 8.1 Siens No sign, advertisement or notice shall be inscribed, painted or affixed on any part of the outside of the Premises whatsoever, without the consent of the Landlord which may be unreasonably withheld. SECTION 9: INSURANCE 9.1 Tenant Insurance At all times during the Tenn, the Tenant shall maintain at its own expense: (a) commercial general public liability insurance against claims for personal injury or death and property damage or loss arising out of all operations of the Tenant on the Premises; and (b) all risk insurance on its chattels, (including but not limited to equipment, vehicles, computer hardware and software, office equipment, fixtures and leasehold improvements) on or in the Premises. - Such insurance shall be placed with an insurer acceptable to the Landlord. This insurance shall protect the Landlord and the Tenant to an amount not less than Five Million Dollars ($5,000,000) per occurrence and each shall be a named insured and loss payee in the insurance policy. The insurance policy or policies shall contain a cross - liability clause protecting the Landlord against claims by the Tenant as if it were separately insured. The insurance will contain a waiver of subrogation rights against the Landlord and against those for whom it is, in law, responsible. The insurance policies will contain a clause that it will not be cancelled or changed without the Landlord first having received not less than thirty (30) days' written notice of such cancellation or change. 9.2 Increase in Landlord's Insurance Premiums The Tenant shall not do, or permit to be done, anything on the Premises or bring or keep anything therein which will in any way increase the risk of fire or the rate of fire insurance on the Premises, or on property kept therein, or conflict with the laws relating to fires or with the regulations of Central York Fire Services or with any insurance policy upon the Premises or any part thereof, or conflict with any of the rules of the Regional Municipality of York's Department of Health Services or with any statute or municipal by-law. 9.3 Cancellation of Insurance The Tenant shall not by its act or omission cause any policy of insurance relating to the Premises to be cancelled or the Premises or any part thereof to be made uninsurable. In the event the Tenant so causes such insurance policy to be cancelled or so causes the Premises to be made uninsurable then the Landlord may at its option (provided it has provided reasonable written notice to the Tenant and the Tenant has failed to commence or having commenced, is not diligently proceeding to cure the situation, and subject to force majeure) either (a) terminate this Lease and following such termination the Tenant shall forthwith deliver up vacant possession of the Premises to the Landlord in the condition they are required to be maintained hereunder, or (b) at the Tenant's expense enter upon the Premises and remedy the condition. 9.4 Evidence of Insurance The parties shall forthwith after request by the other provide evidence satisfactory to it of the insurance required to be carried by it hereunder from time to time. Iwo SECTION 10: DAMAGE OR DESTRUCTION 10.1 DamaeeorDestruction (a) In the event of damage to or destruction of the Premises or access or services essential to its use by the Tenant, then to the extent that the Premises or any substantial part thereof are rendered not reasonably capable of use by the Tenant for the purposes described in section 6.01, the Rent provided to be paid hereunder or a proportionate part thereof, according to the nature and extent that the Premises are rendered not reasonably capable of such use, shall abate until the Premises or such part or parts thereof are again reasonably capable of such use and shall have been repaired; provided, however, that in the event that 50% or more of the Premises is damaged and is incapable of being repaired using reasonable diligence within the earlier of ninety (90) days from the date of the damage or destruction or by the date of termination of this Lease, then either the Tenant or the Landlord may terminate this Lease on written notice given to the other within forty-five (45) days after the occurrence of such damage or destruction. (b) Upon termination of this Lease, as provided in this section, in addition to the abatements to which the Tenant is entitled as aforesaid, Rent and any other liabilities of the Tenant shall be apportioned and be paid to the date on which the damage or destruction occurred and the Tenant shall forthwith deliver up possession of the Premises in accordance with this Lease. (c) The certificate of the Landlord's professional, licensed architect or engineer as to the length of time required while using reasonable diligence to rebuild or restore the Premises shall be conclusive and binding upon the Landlord and the Tenant. (d) Unless this Lease is terminated as aforesaid, the Tenant, will repair such damage with all reasonable diligence to the extent of the insurance proceeds available. SECTION 11: INDEMNITY 11.1 Tenant's Indemnity The Tenant covenants to indemnify and save harmless the Landlord and its officers, employees, and Council Members, from all claims, actions, costs and losses of every nature relating to the Premises including, without limitation, legal fees and disbursements arising during the Term or any renewal, extension or overholding thereof if any, and caused by the Tenant or those for whom it is at law responsible. The foregoing indemnity relates to all claims, actions, costs, damages, liabilities, expenses or losses arising out of: (a) a breach of or non-compliance with a covenant, agreement or condition on the part of the Tenant contained in this Lease; (b) injury to a person, occurring in or about the Premises, including death resulting from the injury; and (c) any other loss or injury arising from or out of this Lease or any occurrence on the Premises thereof, the Tenants occupancy of the Premises or occasioned thereby or in part by any act or omission of the Tenant or those for whom it is at law responsible, The obligations of the Tenant to indemnify the Landlord under the provisions of this section are to survive the terminationofthis Lease in respect of every event occurring during the Term, or renewal, extension or any overholding, if any. The Landlord covenants to indemnify and save harmless the Tenant from all claims, actions, costs or losses of every nature including, without limitation, reasonable legal fees and disbursements caused by the Landlord or those for whom it is legally responsible. The obligations of the Landlord to indemnify the Tenant are to survive the termination of IFEM n the Lease in respect of every event occurring during the Term or renewal, extension or overholding, if any. Except to the extent the same is caused by the Landlord or by the other persons for whom and in respect of whom the Landlord is in law responsible: (a) the Landlord, its agents, servants and employees, will not be liable or responsible in any way for any personal or consequential injury of any nature whatsoever that may be suffered or sustained by the Tenant or any employee, agent, customer, invitee or licensee of the Tenant or any other person who may be upon the Premises or for any loss of or damage or injury to any property belonging to the Tenant or to its employees or to any other person while such property is on the Premises; (b) the Landlord, its agents, servants, employees or contractors, will not be liable for any damage suffered to the Premises or the contents thereof by reason of the Landlord, its agents, servants, employees or contractors, entering upon the Premises to undertake any examination thereof or any work therein as permitted hereby or in the case of any emergency. SECTION 12: SUBLETTING AND ASSIGNING 12.1 Assigniu2 or Subletting The Tenant shall not assign (whether by operation of law or otherwise) this Lease or sublet or otherwise part with possession of the Premises, or any part thereof, without the prior written consent of the Landlord which consent may be arbitrarily withheld notwithstanding any statutory or other provision of law to the contrary. No assignment or sublease shall relieve the Tenant of its obligations hereunder. Any assignee or subtenant shall, at the Landlord's option, enter into an agreement with the Landlord whereby it agrees to be bound by the provisions of this Lease. The Tenant will pay the Landlord's reasonable costs for reviewing any request for consent hereunder and the preparation of all documentation to be entered into with the assignee or subtenant. 12.2 Payment to Landlord The Tenant agrees that after deduction for any additional taxes that may be payable fifty per cent (50%) of any revenue generated by any sublet of this lease will be contributed by the Tenant to the Landlord to be used by the Landlord to fund the Landlord's share of the capital repairs as contained in Schedule "A". SECTION 13: DEFAULT 13.1 Tenant's Default Where the Tenant fails to perform or comply with any covenant, term or condition including the obligation to complete capital repairs described in Schedule "A" in this Lease to be performed or complied with by the Tenant, and the failure continues (a) in the case of payment of Minimum Rent or other payments deemed to be Rent for 30 days after the Rent is due, and (b) in the case of any other covenant, term or condition of this Lease, for 30 days after receipt of written notice from the Landlord of the default where the Tenant has not cured or has not begun to cure and is not diligently proceeding to cure the default, the Landlord may enter and take possession of the Premises with or without terminating this Lease, In taking possession of the Premises, the Landlord may remove all persons and property from the Premises and such property may be removed and stored in a public warehouse or elsewhere at the cost of and for the account of the Tenant, all without service of notice or resort to legal process and without being considered to have a-= 10- trespassed or becoming liable for loss or damage occasioned thereby. If the Rent hereunder is overdue and the Premises are vacant, the Tenant shall be deemed to have abandoned the Premises and the Landlord shall be entitled to take immediate possession thereof. 13.2 Bankruptcy or Insolvency If the Term or any of the goods and chattels of the Tenant on the Premises at any time during the Term are seized or taken in execution or attachment by a creditor of the Tenant, or if the Tenant or a guarantor or indemnifier of this Lease makes an assignment for the benefit of creditors or a bulk sale from the Premises or if a receiver -manager is appointed to control the conduct of the business on or from the Premises, or if the Tenant becomes bankrupt or insolvent or takes the benefit of any act now or hereafter in force for bankrupt or insolvent debtors, or if any order is made for the winding -up of the Tenant, or if the Premises, without the prior written consent of the Landlord, become and remain vacant for a period of fifteen (15) days or are used by any other person than those entitled to use them under the terms of this lease, or if the Tenant, without the prior written consent of the Landlord, abandons the Premises, the Landlord may re-enter and take possession of the Premises as though the Tenant or the servants of the Tenant or any other occupant of the Premises were holding over after the expiration of the Term and this Lease, at the option of the Landlord, shall forthwith become forfeited and determined. In every one of the cases above mentioned such rent will be recoverable by the Landlord in the same manner as the rents hereby reserved and as if rent were in arrears and the option will be considered to have been exercised if the Landlord or its agents give notice to that effect to the Tenant. 13.3 Remedies Cumulative The Landlord may from time to time resort to any or all of the rights and remedies available to it in the event of any default hereunder by the Tenant, either by any provision of this lease or by statute or the general law, all of which rights and remedies are intended to be cumulative and not alternative, and the express provisions hereunder as to certain rights and remedies are not to be interpreted as excluding any other or additional rights and remedies available to the Landlord by statute or the general law. 13.4 Waiver of Distress The Tenant waives and renounces the benefit of any present or future law taking away or limiting the rights of the Landlord against the property of the Tenant and notwithstanding any such law, the Landlord may seize and sell all the goods and property of the Tenant, whether within the Premises or not and apply the proceeds of such sale to rent and all other amounts outstanding and to the costs of the seizure and sale in the same manner as might have been done if such law had not been passed. The Tenant further agrees that if it vacates the Premises and any rent or other amounts provided to be paid under this lease are unpaid, the Landlord, in addition to any remedy otherwise provided by law, may seize and sell the goods and chattels of the Tenant at any place to which the Tenant or any other person may have removed them, in the same manner as if such goods and chattels had remained upon the Premises. SECTION 14: MISCELLANEOUS 14.1 Rental Signs After consultation by the Director with Tenant The Landlord may within six (6) months before the expiration of the Term, exhibit the Premises to prospective tenants or potential purchasers and, place on the Premises a notice of reasonable dimensions stating that the Premises are for rent or for sale. :. 11- 14.2 Entry by Landlord Notwithstanding any other provisions of this Lease, the Landlord may enter the Premises, at all reasonable times, for the purpose of inspecting same and for such other purpose as the Landlord may consider necessary for the protection of its interest under this Lease. 14.3 Notices Any notice or communication to be given under this Lease shall be in writing, may be delivered personally, sent by regular postsent by facsimile or e-mail, and shall be deemed to have been validly and effectively given and received if delivered personally, on the date of such delivery, if sent by regular post five days after mailing and if transmitted by facsimile or e-mail, on the date transmitted. Any such notice or communication shall be addressed to the parties hereto at their addresses or facsimile numbers set out below (or such other address or facsimile number for a party as may be designated by such party from time to time by notice): Landlord: The Corporation of the Town of Aurora 100 John West Way, P.O. Box 1000 Aurora, Ontario, L4G 6J1 Attention: Director of Leisure Services Telephone No.: (905) 727-3123 Fax No.: (905) 727-4993 E-Mail Address:www.town.aurora.orLca Tenant: Theatre Aurora P.O. Box 28532 Aurora South Post Office Aurora, Ontario L4G 6S6 Telephone No.: (905) 727-3669 14.4 Successors and Assigns This Lease shall enure to the benefit of and be binding upon the successors and assigns of the Landlord and the permitted successors and permitted assigns of the Tenant, where the written consent of the Landlord has been so provided. 14.5 Waiver If the Landlord shall overlook or excuse any default by the Tenant of any obligation hereunder this shall not operate as a waiver of such obligation in respect of any continuing or subsequent default and no waiver shall be effective unless expressed in writing. The acceptance of Rent by the Landlord from the Tenant or any other entity will not be considered to be a waiver of a breach by the Tenant of its obligations hereunder regardless of the knowledge of the Landlord of the breach at the time of acceptance of the Rent. 14.6 Force Maieure If and to the extent that either the Landlord or the Tenant shall bona fide be prevented, delayed or restricted in the fulfillment of any obligation hereunder other than the payment of Rent or other moneys due as a consequence of any cause beyond the control of the party affected thereby which prevents the performance by such party of any obligation hereunder and not caused by its default and not avoidable by the exercise of reasonable effort including, without limitation, strikes, labour disturbances, civil disturbance, acts, orders, legislation, regulations or directives of any government or public authority, acts of a public enemy, war, riot, sabotage, earthquake, fire, storm, hurricane, flood, explosion or act of God, it shall be deemed not to be a default in the performance of such obligation and any period for the performance of such obligation shall be extended accordingly and the other party to this Lease shall not be entitled to compensation for any inconvenience, nuisance or discomfort thereby occasioned. am 12- 14.7 Registration The Tenant will not register this lease, but nevertheless if the Tenant desires to register a notice of this lease the Landlord will execute a notice or acknowledgement sufficient for the purpose in such form as the Landlord shall have approved and which shall describe only the parties, the Premises and the Term, all costs of which acknowledgement shall be paid for by the Tenant. 14.8 No Partnership The Landlord does not in any way or for any purpose become a partner of or joint venturer or a member of a joint enterprise with the Tenant. 14.9 Vacating/Deemed Surrender If, from time to time during the Term, the Tenant ceases to occupy the Premises, the Landlord may give thirty (30) days' written notice to the Tenant that it intends to terminate the lease in respect of such part or parts, whereupon the Tenant may within such thirty (30) day notice period, respond to the Landlord by written notice that it still needs the space, and giving reasons for the vacancy. If the Tenant does not respond or, having responded, does not reoccupy the space within a reasonable period of time, (having regard to the reason given for the vacancy) or, if the reasons given are not reasonable in the sole opinion of the Landlord, the Landlord shall be entitled to reoccupy the part of the Premises and thereafter the Tenant shall have no further right of occupancy or possession of such part of the Premises, nor except for a proportionate reduction in Rent, the Tenant shall have no claims, including claims for costs, or other recourse against the Landlord under the terms of this Lease or otherwise and it shall be deemed a partial surrender of this Lease as to the space in respect of which the notice was given to the intent that neither party shall have any claim against the other in respect of such space. The Tenant shall also have the right from time to time to surrender the Lease in whole or in part. In either case, "Premises", "Minimum Rent" shall be redefined taking into account the reduced space subject to this Lease and the Tenant shall be automatically released from all obligations in respect of the space so surrendered or deemed surrendered. 14.10 Amendment to he in Writing No alteration, amendment, change or addition to this Lease will bind the Landlord or the Tenant unless in writing and signed by them. 14.11 Joint and Several Liability If two or more individuals, corporations, partnerships or other business associations (or a combination of two or more) are the Tenant, the liability of each individual, corporation, partnership or other business association to pay Rent and perform all other obligations hereunder shall be joint and several. If the Tenant is a partnership or other business association the members of which are by virtue of statute or general law subject to personal liability, the liability of each member shall be joint and several. 14.12 Counterpart Execution This Lease may be executed in one or more counterparts, each of which shall be deemed an original and all of which, taken together shall constitute one and the same instrument. 14.13 Recitals The parties hereby represent and warrant to each other that the recitals expressed above are true in substance and in fact. The Landlord and Tenant hereby confirm, adopt and incorporate the recitals into this Lease. SECTION 15: ENVIRONMENTAL OBLIGATIONS -13- 15.1 Environmental Compliance (a) The Tenant shall conduct all of its operations on the Premises in strict compliance wit)r all'laws and shall not, except as permitted pursuant to law, cause or permit to be caused by any act, practice or omission or by negligence or otherwise any adverse effect on the natural environment (b) The Tenant shall provide copies to the Landlord of all licences, permits, certificates of approval, and approvals required for the premises within ten (10) days of demand therefore by the Landlord. IN WITNESS WHEREOF the Landlord and Tenant have executed this Lease as of the date first written above. THE CORPORATION OF THE TOWN OF AURORA Tim Jones, Mayor Bob Panizza, Town Clerk (We have autbndty to hind the Copored.) THEATRE AURORA per: <—/WA NA A A DAa4) Name: (.A CU rAtt -U BR nt Title: P 9 al Yk OF Name: H. 5'EAINY Title: P'n -rtz.-�(atz r-- (YWe have the authority to bind the Corporation) -14- Schedule A Description of Work Date to be completed Estimated Cost Party to pay for cost Building Envelope Year 1 34,250.00 Town of Aurora Mechanical Year 1 54,000.00 Town of Aurora Life Safety Year 1 2,000:00 Town of Aurora Interior Finishes Year 1 15,000.00 Theatre Aurora - Site Year 1 2,500.00 Theatre Aurora Electrical Year 2 32,000.00 Town of Aurora Site Year 2 1,000.00 Town of Aurora Mechanical Year 2 12,000.00 Town of Aurora Mechanical Year 2 60,000.00 Theatre Aurora Life Safety Year 2 2,000.00 Theatre Aurora Site Year 3 9,000.00 Town of Aurora Mechanical Year 3 12,000.00 Town of Aurora Interior Finishes Year 3 1,500:00 Theatre Aurora Electrical Year 3 25,000.00 _ Theatre Aurora Electrical Year 4 25,000.00 Theatre Aurora Building Envelope Year 5 30,000.00 Town of Aurora Life Safety Year 5 25,000.000 Theatre Aurora 00rn Jan J, M1�1U:40AII �qyNo. U I J I VL 2 C C c C m 0 0 tj 0 0 0) al M CL 49 9) 0) 1 . 4)a8 M 1 41 a) C4 0 to to 0 t4 N C4 N N C4 C4 0 C L 0 3 0 0 CL cs e CD m V E Mug'.ui 9 cd E 4) U) 0 Ja ul CL L9 w LO CI ... r E m U) Ic V CL c c 0 0 to — 2 QI to0. > m tg 0.0 O. ve r- gg Mill w l4d co m Jv cl C4 m APPENDIX °°F°° 1) INDEX Index.................................................................................................... Page 1 Summary of Revised Costs........................................................................Page 2 ..............Page 3 Softball/Baseball Maintenance Cost Summary................................. Soccer Field Maintenance Cost Summary ............................. ...................... Page 4 Facility Description Sheet ............. .............. ................................... I ........ ... Page 5 Senior Baseball Facility Operations (Class "A' Facility) .................................... Pages 6 - 9 .... Pages 10 - 13 Senior Softball Facility Operations (Class "A" Facility) ............................. Senior Softball Facility Operations (Class' B" Facility) ..................................... Pages 14 - 17 Junior Softball Facility Operations (Class' C" Facility) ...................................... Pages 18 - 20 Softball Facility Operations (Class "D" Facility) Pages 21 - 22 Junior 23 - 26 Senior Soccer Field Operations (Class "A" Field)............................................Pages Senior Soccer Field Operations (Class "B" Field)............................................Pages 27 - 30 Senior Soccer Field Operations (Class "C" Field) ........................................... Pages 31 - 33 Senior Soccer Field Operations (Class "D" Field)............................................Pages 34 - 35 Senior Soccer Field Operations (Class' E" Field)........... ................................Pages 36 - 38 39 - 41 Mini "A" Soccer Field Operations.................................................................Pages Mini "B" Soccer Field Operations.................................................................Pages 42 - 44 MINIC', Soccer Field Operations ............................................... .................Pages 45 - 46 Micro "A" Soccer Field Operations...............................................................Pages 47 - 49 Micro "B" Soccer Field Operations...............................................................Pages 50 - 51 `+ball/Baseball Facility Tournament Costs .................................................. Page 52 Icility Tournament Costs...............................................................Page 53 ''v Setup Costs (Picnics/Special Events)....................................Page 54 -93- Page 3 SOFTBALL/BASEBALL MAINTENANCE COST SUMMARY The following costs have been determined through analysis of our current costs associated with each program area. All equipment rates used to formulate the cost of a given maintenance program include the initial purchase price, replacement, fuel, equipment, maintenance costs, insurance and labour required to operate the equipment unless otherwise specified in the calculations. Labour rates are based on the current rates of the C.U.P.E. rates, and in the case of administration costs, Town of Aurora salary grid. All rates include the cost of fringe benefits. Annual sports field maintenance costs have been determined by class of facility in accordance with the Facility Description Sheet outlining specific class of facilities and the level of service provided by Town Staff. Senior Baseball Class "A" $44,972.01 Senior Softball Class "A" $195,550.75 Senior Softball Class "B" $67,429.32 Senior Softball Class "C" $52,232.88 Senior Softball Class "D" $15,490.92 Total Gross Annual Cost of Softball/Baseball Diamond Maintenance Program Year 2003 Total Revenue Received From Softball/Baseball Program Year 2003 Total Net Cost of Softball/Baseball Diamond Maintenance Program year 2003 Total Number of Hours Permitted to Users in Year 2003 Town's Hourly Cost to Provide Softball/Baseball Diamond Maintenance Program Based on Hours of Use in Year 2003 Year 2003 Softball/Baseball. Program Subsidy 91.4% _ $375,675.88 _ $ 32,310.26 or 8.6% $407,986.14 4,732.5 $86.211hr. -94- Page 4 SOCCER FIELD MAINTENANCE COST SUMMARY The following costs have been determined through analysis of our current costs associated with each program area. All equipment rates used to formulate the cost of a given maintenance program include the initial purchase price, replacement, fuel, equipment, maintenance costs, insurance and labour required to operate the equipment unless otherwise specified in the calculations. Labour rates are based on the current rates of the C.U.P.E. rates, and in the case of administration costs, Town of Aurora salary grid. All rates include the cost of fringe benefits. Annual sports field maintenance costs have been determined by class of facility in accordance with the Facility Description Sheet outlining specific class of facilities and the level of service provided by Town Staff. Class "A" Senior Soccer $145,920.16 Class "B" Senior Soccer $28.460.42 Class "C" Senior Soccer $38,803.16 Class "D" Senior Soccer $28,752.75 Class "E" Senior Soccer $10,268.34 Class "A" Mini Soccer $66,744.21 Class "B" Mini Soccer $13,376.35 Class "C" Mini Soccer $14,246.8 Class "A" Micro Soccer $21,761.25 Total Gross Annual Cost of Soccer Field Maintenance Program Year 2003 = $368,333.44 Total Revenue Received From Soccer Program Year 2003 Total Net Cost of Soccer Field Maintenance Program year 2003 Total Number of Hours Permitted to Users in Year 2003 Town's Hourly Cost to Provide Soccer Field Maintenance Program Based on Hours of Use in Year 2003 Year 2003 Soccer Program Subsidy 83.2% _ $ 61,977.28 Or 16.8% _ $306,356.16 = 13,703 _ $22.36Ihr. —95— Page 5 PARKS DIVISION FEES AND SERVICE CHARGES — REVISED 2004 FACILITY DESCRIPTION SHEET Softball/Baseball: Senior Baseball Class "A" - Town owned, lighted, irrigated, washrooms Senior Softball Class "A" - Town owned, lighted, irrigated, washrooms Senior Softball Class "B" - Town owned, lighted, irrigated, no washrooms Junior Softball Class "C" - Town owned Junior Softball Class "D" - School Board owned Soccer: Senior Soccer Class "A"_ - Town owned, lighted, irrigated Senior Soccer Class "B" - Town owned, irrigated Senior Soccer Class "C" - Town owned Senior Soccer Class "D" - on other property (School Board). We do not cut grass. Senior Soccer Class "E" - Catholic School Board. We do cut grass. Mini Soccer Class "A" - Town owned Mini Soccer Class "B" - not our property, we do maintenance, no Capital costs Mini Soccer Class "C" - not our property, limited maintenance, no Capital costs Micro Soccer Class "A" - Town owned Page 6 PARKS DIVISION FEES AND SERVICE CHARGES — REVISED 2004 Senior Baseball Facility Operations (CLASS "A" FACILITY) (L. Willson Park) Capita! Infrastructure Capital cost of constructing one senior regulation baseball facility c/w lights, irrigation, bathrooms and seating for 500 spectators = $1,000,000.00 30-year Capital Replacement depreciated annually based on $666,666.00 or 213 the original Capital Investment $666,666.00 divided by 30 yrs. _ $ 22,222.00 yr. Relamping and cleaning of 64 light fixtures at five year intervals, including labour, equipment and materials, aerial truck with operator, 10.6 hrs. @ $103.00 hr. _ $ 1,091.80 yr. 64 metal halide fixtures @ $100.00 ea. divided by 5 yrs. _ $ 1,280.00 yr. Capital cost of constructing Parks Division Operations building = $500,000.00 50-year Capital Replacement depreciated annually based on $500,000.00 divided by 50 years = $10,000.00 year. Sportsfield maintenance operations requires approximately 35% of the overall departmental resources in terms of shelter, storage, repair and maintenance needs, including housing of the Parks Division administration requirements. 35% x $10,000.00 year = $3,500.00 divided by 90 facilities = $ 38,88 yr. Capital cost of constructing washroom facilities: Town Park $200,000.00 Fleury Park $100,000.00 Lambert Willson Park $200,000.00 Sheppards Bush $ 36,000.00 TOTAL 50-year Capital Replacement depreciated annually based on $535,000.00 divided 50 years = $10,700.00 year. Sportsfield users account for approximately 70% of all washroom facility usage. 70% x $10,700.00 year = $7,490.00 year divided 90 facilities = $ 83.22 yr. Annual Operating/Equipment and Labour Annual turf mowing: Wide area gang mower with operator $68.14 hr. 25 cycles required per field at one half hour per cycle = 12.5 hrs. per yr. X 68.14 = $ 851.75 yr. -97- Page 7 Annual trimming: 1 Seasonal employee, 3 students plus trimming equipment including, 1 crew cab truck, 1 trailer, 2 ride mowers, 1 leaf blower, 2 hand mowers and 3 string trimmers = $ 142.09/hr.. 20 cycles required per field, onehour per cycle = 20 hrs. per yr. X $142.09 = $ 2,841.80 yr. Field Aeration: Tractor aerator combination including operator $60.34/hr. 2 cycles required per field, 3 hrs. per cycle = 6 hrs. per year x $60.34 = $ 362.04 yr. Fertilization: Tractor spreader combination including operator $58.64/hr. 2 cycles required per field, 1.0 hrs. per cycle 2 hrs. per year x $58.64 = $ 117.28 yr. Material, 150 kg fertilizer @ .42 per kg = $ 63.00 yr. Irrigation System Maintenance: Half -ton pickup truck and portable air compressor with operator $56.29/hr. for 2 hours = 2 hrs. per year x $56.29 = $ 112.58 yr. Fall system winterization, 2 Service Persons @ 3 hours each @ $25.94 hr. = 2 x 3 hours x $25.94 = $ 155.64 yr. Ongoing repairs and maintenance associated with Irrigation system, heads, pumps, lines, controllers, Spring start up etc. Labour required to maintain system $ 1,656.40 yr. 60 hrs. per year @ $25.94 hr = Materials/Supplies $ 700.00 yr. Baseball field layout and lining: Initial field layout 1 hr. labour required @ $25.94 hr = $ 25.94 yr. Self propelled line painting equipment c/w half -ton truck and trailer and operator = $64.19 hr. 12 painting cycles per season @ 30 min. per cycle required to line baseball fields $ 385.14 yr. = 6 hrs. per season @ $64.19 = Material, field marking paint 7 litres of paint per cycle X 12 cycles = 84 litres @ $1.19 litre = $ 99.96 yr. sm Page 8 Field Repairs: Resodding of infield, top dressing of turf areas and infield surfaces, 24 hrs. labour required to complete repairs @ $25.94 hr. $ 622.56 yr. Materials required, 16 cubic metres of infield topdressing mixture @ $26.00 per cu. metre = $ 416.00 yr. 150 sq. metres of sod @ $1.50 sq. meter = $ 225.00 yr. Equipment required, 1 ton truck @ 19.20hr.x 24hrs. _ $ 460.80 yr. Home plate and pitcher's plate replacement every second season @ $300.00 season = $300.00 divided by 2 = $ 150.00 yr. Garbage Collection: 25 garbage collection cycles required. Labour required, 10 minutes each to empty two trash containers 25 cycles per year x 2 staff x 10 minutes = 500 min = 500 min. divided by 60 min. = 8.33 hrs. @ $25.94 hr. _ $ 216.08 yr. Equipment required, 1 garbage collection vehicle = 1 vehicle @ $22.00 per hour x 8.3 hrs. _ $ 182.60 yr. Tipping Fee charges @ .20 cents per kilo Average 20 kilos per container per cycle x 25 cycles x two containers =1,000 kilos x .20 cents = $ 200.00 yr. Ball Diamond Grooming and Surface Maintenance: 90 cycles of grooming per year x 1.5 hours per cycle @ $53.89 per hour including tractor/groomer and operator = 135 hours x $53.89 = $ 7,275.15 yr. Delivery and pickup of baseball field storage box 1 hour per year x 2 staff plus one pick-up and trailer @ $80.23 hr. _ $ 80.23 yr. Supply and delivery of white line chalk 1 staff and one pick-up 16 cycles x 1 hr. per cycle @ $41.79 = $ 668.64 yr. Chalk @ $4.34 per bag, 2 bags per cycle x 16 cycles = 32 bags x $4.34 = $ 138.88 yr. Washroom Maintenance .5 hrs per day x 150 days per season = 75 hrs. per season one staff plus one pick-up = $41.99 hr x 75 hrs per washroom $ 3,149.25 yr. Materials, paper products, cleaning supplies @ $1,600.00/yr. required to maintain 4 washroom facilities = $400.00 per facility. Lambert Willson Washroom has 4 diamonds sharing one facility = $400.00 divided by 4 diamonds = $ 100.00 yr. Building security, 150 days per season @ $17.00 day = $ 2,550.00 yr ....iv Page 9 -iv- Herbicide application warning track infield: Tractor/sprayer and one staff 1 cycle per year x 2 hrs per cycle @ $62.89 per hour = Material, one litre non -selective herbicide Dust suppressant application: Tractor/groomer plus operator 1 hour x 12 applications per season @ $53.64/hr. _ Material, $14.98 per 20 kg. _ .75 per kg. X 720 kg. per season = Utility Expenses: $ 125.78 yr. 27.00 yr. $ 643.68 yr. $ 540.00 yr. Baseball Facility Administration Costs (based on a total of 90 sports field facilities currently maintained by the Parks Division) Director of Leisure Services, 20% of time allocated to overall operations and administration of sports organizations and facilities, liaising with users and staff as necessary in the operation of facilities, including budget and planning for future and existing facilities. $ 22,662.00 Parks Division Manager, 20% of time allocated to overall operations administration, dealing with staff and Director, meeting with users, developing policy and programs, planning and implementing new facilities, and retrofitting existing facilities. $ 17,988.00 Parks Division Supervisor, 35% of time allocated for hours annually required to schedule maintenance, and supervise maintenance and repairs. $ 24,164.70 Parks Division Secretary, 15% of time allocated to maintain records, schedules, and communicate with the users, maintain monthly and annual statistics, and provide data for budgeting purposes. $ 6,306.15 Leisure Services Bookings Clerk, 20% of time allocated to booking of facilities, issuing of permits, and liaising with users. $ 10 208.00 $ 81,328.85 Annual Administration Cost for One Facility _ $ 81,328.85 divided by 90 fields = $ 903i65 Total Annual Cost Per Baseball Facility, including Capital/Operating/Equipment/Material/ $ Labour and Administration Page 10 PARKS DIVISION FEES AND SERVICE CHARGES — REVISED 2004 Senior Softball Facility Operations (CLASS "A" FACILITY) (L. Willson Park (3 Diamonds)lTown Park and Fleury Park) Capital Infrastructure Capital cost of constructing one senior regulation softball facility c/w lights, irrigation, bathrooms and spectator seating = $700,000.00 30-year Capital Replacement depreciated annually based on $466,666.00 or 2/3 the original Capital Investment $466,666.00 divided by 30 yr. Relamping and cleaning of 160 light fixtures at five year intervals, including labour, equipment and materials, aerial truck with operator, 5 hrs. @ $103.00 hr. 160 metal halide fixtures @ $100.00 ea. = $16,000.00 divided by 5 yrs. Capital cost of constructing Parks Division Operations building = $500,000.00 50-year Capital Replacement depreciated annually based on $500,000.00 divided by 50 years = $10,000.00 year. Sportsfield maintenance operations requires approximately 35% of the overall departmental resources in terms of shelter, storage, repair and maintenance needs, including housing of the Parks Division administration requirements. 35% x $10,000.00 year = $3,500.00 divided by 90 facilities Capital cost of constructing washroom facilities: Town Park $200,000.00 Fleury Park $100,000.00 Lambert Willson Park $200,000.00 Sheppards Bush $ 35,000.00 TOTAL $515,000aon 50-year Capital Replacement depreciated annually based on $535,000.00 divided by 50 years = $10,700.00 year. Sportsfield users account for approximately 70% of all washroom facility usage., 70% x $10,700.00 year = $7,490.00 year divided by 90 facilities Annual OnerafinalEauipment and Labour Annual turf mowing: Wide area gang mower with operator $68.14 hr. 25 cycles required per field at one half hour per cycle = 12.5 hrs. per yr. X 46.45 = $15,555.53 yr. $ 515.00 yr. $ 3,200.00 yr. $ 38.88 yr. $ 83.22 yr. $ 851.75 yr. -101- Page 11 Annual trimming: 1 Seasonal employee, 3 students plus trimming equipment including, 1 crew cab truck, 1 trailer, 2 ride mowers, 1 leaf blower, 2 hand mowers and 3 string trimmers = $ 142.09/hr. 20 cycles required per field, one hour per cycle = 20 hrs. per yr. X $142.09 = $ 2,841.80 yr. Field Aeration: Tractor aerator combination including operator $60.34/hr. 1 cycle required per field, 3 hrs. per cycle = 3 hrs. per year x $60.34 = $ 181.02 yr. Fertilization: Tractor spreader combination including operator $58.64/hr. 2 cycles required per field, 1.0 hrs. per cycle 2 hrs. per year x $58.64 = $ 117.28 yr. Material, 150 kg fertilizer @ .42 per kg = $ 63.00 yr. Irrigation System Maintenance: Half -ton pickup truck and portable air compressor with operator 2 hours @ $56.29/hr = $ 112.58 yr. Fall system winterization, 2 Service Persons @ 3 hours each @ $25.94 hr. $ 155.64 yr. = 2 x 3 hours x $25.94 Ongoing repairs and maintenance associated with Irrigation system, heads, pumps, lines, controllers, spring start up etc. Labour required to maintain system $ 1,556.40 yr. 60 hrs. per year @ $25.94 hr = Materials/Supplies $ 700.00 yr. Baseball field layout and lining: Initial field layout 1 hr. labour required @ $25.94 hr = $ 25.94 yr. Self propelled line painting equipment c/w half -ton truck and trailer and operator = $64.19 hr. 12 painting cycles per season @ 30 min. per cycle required to line baseball fields $ 385.14 yr. = 6 hrs. per season @ $64.19 = Material, field marking paint 4 litres of paint per cycle X 12 cycles = 48 litres @ $1.19 litre = $ 57.12 yr. -102- Page 12 Field Repairs: Minor top dressing of turf areas and infield surfaces. backstop repairs, inspections, 17 hrs labour required to complete repairs @ $25.94 hr. = $ 440.98 yr. Materials required, 10 cubic metres of infield topdressing mixture @ $26.00 per cu. metre = $ 260.00 yr. Equipment required, 1 ton truck @ 19.20hr.x 17hrs. = $ 326.40 yr. Home plate and pitcher's plate replacement every second season @ $300.00 season = $300.00 divided by 2 = $ 150.00 yr. Garbage Collection: 25 garbage collection cycles required. Labour required, 10 minutes each to empty two trash containers 25 cycles per year x 2 staff x 10 minutes = 500 min = 500 min. divided by 60 min. = 8.33 hrs. @ $25.94 hr. _ $ 216.08 yr. Equipment required, 1 garbage collection vehicle = 1 vehicle @ $22.00 per hour x 8.3 hrs. = $ 182.60 yr. Tipping Fee charges @ .20 cents per kilo Average 20 kilos per container per cycle x 25 cycles x two containers =1,000 kilos x .20 cents = $ 200.00 yr. Ball Diamond Grooming and Surface Maintenance 90 cycles of grooming per year x 1 hour per cycle @ $53.89 per hour including tractor/groomer and operator = 90 hours x $53.89 = $ 4,850.10 yr. Delivery and pickup of baseball field storage box 1 hour per year x 2 staff plus one pick-up and trailer @ $80.23 hr. _ $ 80.23 yr. Supply and delivery of white line chalk 1 staff and one pick-up 16 cycles x 1 hr. per cycle @ $41.79 = $ 668.64 yr. Chalk @ $4.34 per bag, 2 bags per cycle x 16 cycles = 32 bags x $4.34 = $ 138.88 yr. Washroom Maintenance .5 hrs per day x 150 days per season = 75 hrs. per season one staff plus one pick-up = $41.99 hr per washroom = $ 3,149.25 yr. Materials, paper products, cleaning supplies @ $1,600.00/yr. required to maintain 4 washroom facilities = $400.00 per facility. Lambert Willson Washroom has 4 diamonds sharing one facility = $400.00 divided by 4 diamonds = $ 100.00 yr. Building security, 150 days per season @ $17.00 day = $ 2,550.00 yr .....iv -103- Page 13 -iv- Herbicide application warning track infield: Tractor/sprayer and one staff 1 cycle per year x 1.5 hrs per cycle @ $62.89 per hour = $ 94.34 yr. Material,''/< litre non -selective herbicide $ 20.25 yr. Dust suopressant application: Tractor/groomer plus operator 1 hour x 10 applications per season @ $53.64/hr. _ $ 536.40 yr. Material, $14.98 per 20 kg. _ .75 per kg. X 600 kg. per season = $ 450.00 yr. Utility Expenses: Hydro consumption associated with sports field lighting system $,;_ .987.25 yr. Total Annual - Capital/Operating Equipment/Material and Labour $ 38,3�4.30 Baseball Facility Administration Costs (based on a total of 90 sports field facilities currently maintained by the Parks Division) Director of Leisure Services, 20% of time allocated to overall operations and administration of sports organizations and facilities, liaising with users and staff as necessary in the operation of facilities, including budget and planning for future and existing facilities. $ 22,662.00 Parks Division Manager, 20% of time allocated to overall operations administration, dealing with staff and Director, meeting with users, developing policy and programs, planning and implementing new facilities, and retrofitting existing facilities. $ 17,988.00 Parks Division Supervisor, 35% of time allocated for hours annually required to schedule maintenance, and supervise maintenance and repairs. $ 24,164.70 Parks Division Secretary, 15% of time allocated to maintain records, schedules, and communicate with the users, maintain monthly and annual statistics, and provide data for budgeting purposes. $ 6,306.15 Leisure Services Bookings Clerk, 20% of time allocated to booking of facilities, issuing of permits, and liaising with users. $ 10 208 00 $ 81,328.85 Annual Administration Cost for One Facility _ $ 81,328.85 divided by 90 fields = $ 817C61 Total Annual Cost Per Baseball Facility, including Capital/Operating/Equipment/Materiall Labour and Administration $ as 191 Al -104- Page 14 PARKS DIVISION FEES AND SERVICE CHARGES — REVISED 2004 Senior Softball Facility Operations (CLASS "B" FACILITY) (N. Weller Park, J.. Lloyd Park and Optimist Park) Capital Infrastructure Capital cost of constructing one senior regulation softball facility c/w lights, irrigation and spectator seating = $250,000.00 30-year Capital Replacement depreciated annually based on $166,667.00 or 2/3 the original Capital Investment $166,667.00 divided by 30 yr. _ $ 5,555.57 yr. Relamping and cleaning of 84 light fixtures at five year intervals, including labour, equipment and materials, aerial truck with operator, 5 hrs. @ $103.00 hr. _ $ 515.00 yr. 84 metal halide fixtures @ $100.00 ea.= $8,400.00 divided 5 yrs.= $ 1,680.00 yr. Capital cost of constructing Parks Division Operations Building = $500,000.00 50-year Capital Replacement depreciated annually based on $500,000.00 divided by 50 years = $10,000.00 year. Sportsfield maintenance operations requires approximately 35% of the overall departmental resources in terms of shelter, storage, repair and maintenance needs, including housing of the Parks Division administration requirements. 35% x $10,000.00 year = $3,500.00 divided by 90 facilities = $ 38.88 yr. Capital cost of constructing washroom facilities: Town Park $200,000.00 Fleury Park $100,000.00 Lambert Willson Park $200,000.00 Sheppards Bush $ 35,000.0 TOTAL $535.000_00 50-year Capital Replacement depreciated annually based on $535,000.00 divided by 50 years = $10,700.00 year. Sportsfield users account for approximately 70% of all washroom facility usage. 70% x $10,700.00 year _ $7,490.00 year divided by 90 facilities = $ 83.22 yr. Annual Operatina/Eauipment and Labour Annual turf mowing: Wide area gang mower with operator $46.45 hr. 25 cycles required per field at one half hour per cycle = 12.5 hrs. per yr. X 68.14 = $ 851.75 yr -105- Page 15 Annual trimming: 1 Seasonal employee, 3 students plus trimming equipment including, 1 crew cab truck, 1 trailer, 2 ride mowers, 1 leaf blower, 2 hand mowers and 3 string trimmers = $ 142.091hr. 10 cycles required per field, one hour per cycle $ 1,420.90 yr. = 10 hrs. per yr. X $142.09 = Field Aeration Tractor aerator combination including operator $60.34/hr. 1 cycles required per field, 3 hrs. per cycle = 3 hrs. per year x $60.34 = $ 181.02 yr. Fertilization: Tractor spreader combination including operator $58.641hr. 2 cycles required per field, 1.0 hrs. per cycle $ 117.28. yr' 2 hrs. per year x $58.64 = Material, 150 kg fertilizer @ .42 per kg = $ 63.00 yr. Irrigation System Maintenance: Half -ton pickup truck and portable air compressor with operator 2 hours @ $56.29/hr = $ 112.58 yr. Fall system winterization, 2 Service Persons @ 3 hours each @ $25.94 hr. = 2 x 3 hours x $25.94 = $ 155.64 yr. Ongoing repairs and maintenance associated with irrigation system, heads, pumps, lines, controllers, spring start up etc. Labour required to maintain system $ 1,556.40 yr. 60 hrs. per year @ $25.94 hr = Materials/Supplies $ 700.00 yr. Baseball field layout and lining: Initial field layout 1 hr. labour required @ $25.94 hr = $ 25.94 yr. Self propelled line painting equipment c/w half -ton truck and trailer and operator = $64.19 hr. 12 painting cycles per season @ 30 min, per cycle required to line baseball fields $ 385.14 yr. = 6 hrs. per season @ $64.19 = Material, field marking paint 4 litres of paint per cycle $ 57.12 yr. X 12 cycles = 48 litres @ $1.19 litre = -106- Page 16 Field Repairs: Minor top dressing of turf areas and infield surfaces. backstop repairs, inspections, 17 hrs labour required to complete repairs @ $25.94 hr. _ $ 440.98 yr. Materials required, 10 cubic metres of infield topdressing mixture @ $26.00 per cu. metre = $ 260.00 yr. Equipment required, 1 ton truck @ 19.20hr.x 17hrs. _ $ 326.40 yr Home plate a300.00 season = $300.00 divided by 2 = $ 150.00 yr Garbage Collection: 25 garbage collection cycles required. Labour required, 10 minutes each to empty two trash containers 25 cycles per year x 2 staff x 10 minutes = 500 min = 500 min. divided by 60 min. = 8.33 hrs. @ $25.940 hr. _ $ 216.08 yr. Equipment required, 1 garbage collection vehicle = 1 vehicle @ $22.00 per hour x 8.3 hrs. = $ 182.60 yr. Tipping Fee charges @ .20 cents per kilo Average 20 kilos per container per cycle x 25 cycles x two containers =1,000 kilos x .20 cents = $ 200.00 yr. Ball Diamond Grooming and Surface Maintenance 90 cycles of grooming per year x 1 hour per cycle @ $53.89 per hour including tractor/groomer and operator = 90 hours x $53.89 = $ 4,850.10 yr. Delivery and pickup of baseball field storage box 1 hour per year x 2 staff plus one pick-up and trailer @ $80.23 hr. _ $ 80.23 yr. Supply and delivery of white line chalk 1 staff and one pick-up truck 16 cycles x 1 hr. per cycle @ $41.79 = $ 668.64 yr. Chalk @ $4.34 per bag, 2 bags per cycle x 16 cycles = 32 bags x $4.34 = $ 138.88 yr. Herbicide armUcation warning track infield: Tractor/sprayer and one staff 1 cycle per year x 1.5 hrs per cycle @ $62.89 per hour = $ 94.34 yr. Material, % litre non -selective herbicide $ 20.25 yr. Dust suppressant application: Tractor/groomer plus operator 1 hour x 10 applications per season @ $53.64/hr. _ $ 536.40 yr. -107- Page 17 -iv - Material, $14.98 per 20 kg. _ .75 per kg. X 600 kg. per season = $ 450.00 yr. Utility Expenses: Hydro coris`uo-ption as- 5i3 ed'wtr spartsfigjd lightingjsjrstem` $ -` 987.25,y„r, Total Annual - Capital/Operating Equipment/Material and Labour $21,740:59 Softball Facility Administration Costs (based on a total of 90 sports field facilities currently maintained by the Parks Division) Director of Leisure Services, 20% of time allocated to overall operations and administration of sports organizations and facilities, liaising with users and staff as necessary in the operation of facilities, including budget and planning for future and existing facilities. $ 22,662.00 Parks Division Manager; 20% of time allocated to overall operations administration, dealing with staff and Director, meeting with users, developing policy and programs, planning and implementing new facilities, and retrofitting existing facilities. $ 17,988.00 Parks Division Supervisor, 35% of time allocated for hours annually required to schedule maintenance, and supervise maintenance and repairs. $ 24,164.70 Parks Division Secretary, 15% of time allocated to maintain records, schedules, and communicate with the users, maintain monthly and annual statistics, and provide data for budgeting purposes. $ 6,306.15 Leisure Services Bookings Clerk, 20% of time allocated to booking of facilities, issuing of permits, and liaising with users. $ 10 208.00 $ 81,328.85 Annual Administration Cost for One Facility _ $ 81,328.85 divided by 90 fields = Total Annual Cost Per Softball Facility, including Capital/Operating/Equipment/Material/ Labour and Administration tLLLAME CE" Page 18 PARKS DIVISION FEES AND SERVICE CHARGES — REVISED 2004 Junior Softball Facility Operations (CLASS "C" FACILITY) (Machell Park (2 Diamonds)/Copland Park/Summit Park/Confederation Park (2 Diamonds)/ Elizabeth Hader Park) Capital Infrastructure Capital cost of constructing one junior softball facility $150,600.00 30-year Capital Replacement depreciated annually based on $100,000.00 or 2/3 the original Capital Investment $100,00.00 divided by 30 yrs. _ $ 3,333.33 yr. Capital cost of constructing Parks Division Operations building = $500,000.00 50-year Capital Replacement depreciated annually based on $500,000.00 divided by 50 years = $10,000.00 year. Sportsfield maintenance operations requires approximately 35% of the overall departmental resources in terms of shelter, storage, repair and maintenance needs, including housing of the Parks Division administration requirements. 35% x $10,000.00 year = $3,500.00 divided by 90 facilities = $ 38.88 yr. Capital cost of constructing washroom facilities: Town Park $200,000.00 Fleury Park $100,000.00 Lambert Willson Park $200,000.00 Sheppards Bush $ 35 000.00 TOTAL $5�s-000.00 50-year Capital Replacement depreciated annually based on $535,000.00 divided by 50 years = $10,700.00 year. Sportsfield users account for approximately 70% of all washroom facility usage. 70% x $10,700.00 year _ $7,490.00 year divided by 90 facilities = $ 83.22 yr. Annual Opeoffna/Equipment and Labour Annual turf mowing: Wide area gang mower with operator $68.14 hr. 20 cycles required per field at 15 minutes per cycle = 5 hrs. per yr. X $68.14 = $ 340.70 yr Annual trimming: 1 Seasonal employee, 3 students plus trimming equipment including, 1 crew cab truck, 1 trailer, 2 ride mowers, 1 leaf blower, 2 hand mowers and 3 string trimmers = $142.09/hr. 10 cycles required per field, 15 minutes per cycle = 2.5 hrs. per yr. X $142.09 = $ 355.23 yr. -109- Page 19 Field Aeration: Tractor aerator combination including operator $60.34/hr. 1 cycle required per field, 1 hr. per, cycle = 1 hr. per year x $60.34 =$ 60,34 yr. Fertilization: Tractor spreader combination including operator $60.34/hr. 1 cycle required per field, .5 hrs. per cycle $ 30.17 yr. .5 hrs. per year x $60.34 = Material, 60 kg fertilizer @ .42 per kg = $ 25.20 yr. Softball field layout and lining: Initial field layout .75 hr. labour required @ $25.94 hr = $ 19.46 yr. Self propelled line painting equipment c/w half -ton truck and trailer and operator = $64.19 hr. 9 painting cycles per season @ 20 min. per cycle required to line baseball fields $ 192.57 yr. = 3 hrs. per season @ $64.19 = Material, field marking paint 4 litres of paint per cycle $ 42.84 yr X 9 cycles = 36 litres @ $1.19 litre = Field Repairs: Minor top dressing of turf areas and infield surfaces, property inspections, 4 hrs labour required to complete $ 103.76 yr. repairs @ $25.94 hr. _ Materials required, 5 cubic metres of infield topdressing mixture @ $26.00 per cu. metre = $ 130.00 yr. Equipment required, 1 ton truck @ 19.20hr.x 4hrs. = $ 76.80 yr. Home plate and pitcher's plate replacement every second season @ $300.00 season = $300.00 divided by 2 = $ 150.00 yr. Garbage Collection 25 garbage collection cycles required. Labour required, 10 minutes each to empty two trash containers 25 cycles per year x 2 staff x 10 minutes = 500 min = 500 min. divided by 60 min. = 8.33 hrs. @ $25,94,00 hr. _ $ 216.08 yr. Equipment required, 1 garbage collection vehicle = 1 vehicle @ $22.00 per hour x 8.3 hrs. = $ 182.60 yr. Tipping Fee charges @ .20 cents per kilo Average 20 kilos per container per cycle x 25 cycles $ 200.00 r x two containers =1,000 kilos x .20 cents = y -110- Page 20 Ball Diamond Grooming and Surface Maintenance: 18 cycles of grooming per year x 1 hour per cycle @ $53.89 per hour including tractor/groomer and operator = 18 hours x $53.89 = $ 970.02 yr. Delivery and pickup of baseball field storage box 1 hour per year x 2 staff plus one pick-up and trailer @ $80.23 hr. _ $ 80.23 yr. Supply and delivery of white line chalk 1 staff and one pick-up truck 8 cycles x 1 hr. per cycle @ $41.79 = $ 334.34 yr. Chalk @,$4.34 per bag, 2 bags per cycle x 16 cycles = 32 bags x $4.34 = $ 138.88 yr. Herbicide application warning track infield: Tractorlsprayer and one staff 1 cycle per year x 1.5 hrs per cycle @ $62.89 per hour = $ 94.34 yr. Material,'/a litre non -selective herbicide $ 6.75 yr. Total Annual - Capital/Operating Equipment/Material and Labour $ 6,735.J9,yr. Softball Facility Administration Costs (based on a total of 90 sports field facilities currently maintained by the Parks Division) Director of Leisure Services, 20% of time allocated to overall operations and administration of sports organizations and facilities, liaising with users and staff as necessary in the operation of facilities, including budget and planning for future and existing facilities. $ 22,662.00 Parks Division Manager, 20% of time allocated to overall operations administration, dealing with staff and Director, meeting with users, developing policy and programs, planning and implementing new facilities, and retrofitting existing facilities. $ 17,988.00 Parks Division Supervisor, 35% of time allocated for hours annually required to schedule maintenance, and supervise maintenance and repairs. $ 24,164.70 Parks Division Secretary, 15% of time allocated to maintain records, schedules, and communicate with the users, maintain monthly and annual statistics, and provide data for budgeting purposes. $ 6,306.15 Leisure Services Bookings Clerk, 20% of time allocated to booking of facilities, issuing of permits, and liaising with users. $ 10,208.00 $ 81,328.85 Annual Administration Cost for One Facility _ $ 81,329.85 divided by 90 fields = $ 817.61 -111- ... IM Page 21 Total Annual Cost Per Softball Facility, including Capital/Operating/EquipmentIMaterialI Labour and Administration Page 22 PARKS DIVISION FEES AND SERVICE CHARGES — REVISED 2004 Junior Softball Facility Operations (CLASS "D" FACILITY) (Devins Drive (2 Diamonds)/Lester B. Pearson//Williams H.S./Highview"P.S./Aurora Grove P.S.) Capital Infrastructure Capital cost of constructing Parks Division Operations building = $500,000.00 50-year Capital Replacement depreciated annually based on $500,000.00 divided by 50 years = $10,000.00 year. Sportsfield maintenance operations requires approximately 35% of the overall departmental resources in terms of shelter, storage, repair and maintenance needs, including housing of the Parks Division administration requirements. 35% x $10,000.00 year = $3,500.00 divided by 90 facilities = $ 38.88 yr. Capital cost of constructing washroom facilities: Town Park $200,000.00 Fleury Park $100,000.00 Lambert Willson Park $200,000.00 Sheppards Bush $ 35,000.00 TOTAL $5,15,00n.00 50-year Capital Replacement depreciated annually based on $535,000.00 divided by 50 years = $10,700.00 year. Sportsfield users account for approximately 70% of all washroom facility usage. 70% x $10,700.00 year _ $7,490.00 year divided by 90 facilities = $ 83.22 yr. Annual Operating/Equipment and Labour Softball field lavout and linin Initial field layout .75 hr. labour required @ $23.00 hr = $ 17.25 yr Self propelled line painting equipment c/w half -ton truck and trailer and operator = $52.25 hr. 9 painting cycles per season @ 20 min. per cycle required to line baseball fields = 3 hrs. per season @ $52.25 = $ 156.75 yr. Material, field marking paint 4 litres of paint per cycle X 9 cycles = 36 litres @ $1.19 litre = $ 42.84 yr Field Repairs: Home plate and pitcher's plate replacement every second season @ $250.00 season = $250.00 divided by 2 = $ 125.00 yr. —113— Page 23 Ball Diamond Grooming and Surface Maintenance 18 cycles of grooming per year x 1 hour per cycle @ $48.95 per hour including tractor/groomer and operator = 18 hours x $48.95 = $ 881.10 yr. Delivery and pickup of baseball field storage box 1 hour per year x 2 staff plus one pick-up and trailer @ $67.25 hr. _ $ 67.25 yr. Supply and delivery of white line chalk 1 staff and one pick-up truck 8 cycles x 1 hr. per cycle @ $36.85 = $ 294.80 yr. Chalk @ $4.34 per bag, 2 bags per cycle x 16 cycles $ 138.88 yr. = 32 bags x $4.34 = Total Annual - Capital/Operating Equipment/Material and Labour $ 1,845.97 yr. Softball Facility Administration Costs (based on a total of 90 sports field facilities currently maintained by the Parks Division) Director of Leisure Services, 20% of time allocated to overall operations and administration of sports organizations and facilities, liaising with users and staff as necessary in the operation of facilities, including budget and planning for future and existing facilities. $ 22,662.00 Parks Division Manager, 20% of time allocated to overall operations administration, dealing with staff and Director, meeting with users, developing policy and programs, planning and implementing new facilities, and retrofitting existing facilities. $ 17,988.00 Parks Division Supervisor, 35% of time allocated for hours annually required to schedule maintenance, and supervise maintenance and repairs. $ 24,164.70 Parks Division Secretary, 15% of time allocated to maintain records, schedules, and communicate with the users, maintain monthly and annual statistics, and provide data for budgeting purposes. $ 6,306.15 Leisure Services Bookings Clerk, 20% of time allocated to booking of facilities, issuing of permits, and liaising with users. $ 10,208.00 $ 81,328.85 Annual Administration Cost for One Facility = $ 81,328.85 divided by 90 fields = $ 81761 Total Annual Cost Per Softball Facility, including Capital/Operating/Equipment/Materiall $ Labour and Administration 2 BR3.58 -174- Page 24 PARKS DIVISION FEES AND SERVICE CHARGES — REVISED 2004 Senior Soccer Field Operations (CLASS "A" FIELD) 5,856m2 (Legion 9111-lighland Field/Fleury and Optimist Park) Capital Infrastructure Capital cost of constructing one senior soccer field c/w Lights, irrigation, bathrooms and spectator seating = $1,000,000.00 30-year Capital Replacement depreciated annually based on $666,666.00, or 213 the original Capital Investment $666,666.00 divided 30 yrs. _ $ 22,222.22 yr. Relamping and cleaning of 166 light fixtures at five year intervals, including labour, equipment and materials, aerial truck with operator 8 hours @ $103 hr $ 824.00 166 metal halide lamps $16,600.00 Total $17,424 divided by 5 yrs. _ $ 3,484.80 yr. Capital cost of constructing Parks Division Operations building = $500,000.00 50-year Capital Replacement depreciated annually based on $500,000.00 divided by 50 years = $10,000.00 year. Sportsfield maintenance operations requires approximately 35% of the overall departmental resources in terms of shelter, storage, repair and maintenance needs, including housing of the Parks Division administration requirements. 35% x $10,000.00 year = $3,500.00 divided by 90 facilities = $ 38.88 yr. Capital cost of constructing washroom facilities: Town Park $200,000.00 Fleury Park $100,000.00 Lambert Willson Park $200,000.00 Sheppards Bush $ 35 000.00 TOTAL "31;.000an 50-year Capital Replacement depreciated annually based on $535,000.00 divided by 50 years = $10,700.00 year. Sportsfield users account for approximately 70% of all washroom facility usage. 70% x $10,700.00 year _ $7,490.00 year divided by 90 facilities = $ 83.22 yr. Annual Operatino/Eguipment and Labour Annual turf mowina: Wide area gang mower with operator $46.45 hr. 27 cycles required per field at Yz hour per cycle = 13.5 hrs. per yr. X 46.45 = $ 627.07 yr -115- ...../ii Page 24 Annual trimming: 1 Seasonal employee, 3 students plus trimming equipment including, 1 crew cab truck, 1 trailer, 2 ride mowers, 1 leaf blower, 2 hand mowers and 3 string trimmers = $ 132.60/hr. 10 cycles required per field, one hour per cycle = 10hrs. per yr. X $132.60 = $ 1,326.00 yr. Field Aeration: Tractor aerator combination including operator $52.70/hr. 5 cycle required per field, 3 hrs. per cycle = 15 hr. per year x $52.70 = $ 790.50 yr. Fertilization: Tractor spreader combination including operator $50.95/hr. 2 cycle required per field, 1.5 hrs. per cycle 3 hrs. per year x $50.95 = $ 152.85 yr. Material, 200 kg fertilizer @ .42 per kg = $ 84.00 yr Irrigation System Maintenance: Half -ton pickup truck and portable air compressor with operator 2 hours @ $44.60/hr = $ 89.20 yr. Fall system winterization, 2 labourers @ 3 hours each @ $23.00 hr. = 2 x 3 hours x $23.00 = $ 138.00 yr. Ongoing repairs and maintenance associated with irrigation system, heads, pumps, lines, controllers, spring start up etc. Labour required to maintain system 60'hrs. per year @ $23.00 hr = $ 1,380.00 yr. Materials/Supplies $ 700.00 yr. Soccer field layout and lining: Initial field layout 4 hrs. labour required @ $23.00 hr = $ 92.00 yr. Self propelled line painting equipment c/w half -ton truck and trailer and operator = $52.25 hr. 12 painting cycles per season @ 1.5 hrs. per cycle required to line soccer fields $ 940.50 yr. = 18 hrs. per season @ $52.25 = Material, field marking paint 22.5 litres of paint per cycle x 12 cycles = 270 litres @ $1.19 litre = $ 321.30 yr. Field Repairs: Resodding of goal mouths, top dressing and overseeding 24 hours labour required to complete repairs @ $23.00 hr. _ $ 552.00 yr. -116- ...../iil Page 25 Materials required, 16 cubic metres of topdressing mixture @ $26.00 per cu. metre = $ " 416.00 yr. 150 sq. meters of sod @ $1.50 sq. metre $ 225.00 yr. 25 pounds of turf grass seed @ $3.00 lb. _ $ 75.00 yr Equipment required, 1 ton truck @ 19.20hr.x 24hrs. _ $ 460.80 yr. Garbage Collection: 25 garbage collection cycles required. Labour required, 10 minutes each to empty two trash containers 25 cycles per year x 2 staff x 10 minutes = 500 min = 500 min. divided by 60 min. = 8.33 hrs. @ $21.00 hr. _ $ 175.00 yr. Equipment required, 1 garbage collection vehicle = 1 vehicle @ $22.00 per hour x 8.3 hrs. _ $ 182.60 yr. Tipping Fee charges @ .20 cents per kilo Average 20 kilos per container per cycle x 25 cycles x two containers =1,000 kilos x .20 cents = $ 200.00 yr. Utility Expenses: Hydro consumption associated with sports field lighting system 987.25 yr. Total Annual — Capital/OperatinglEquipment/Material and Labour $ 35,744.19 Soccer Field Administration Costs (based on a total of 90 sports field facilities currently maintained by the Parks Division) Director of Leisure Services, 20% of time allocated to overall operations and administration of sports organizations and facilities, liaising with users and staff as necessary in the operation of facilities, including budget and planning for future and existing facilities. $ 20,337.60 Parks Division Manager, 20% of time allocated to overall operations administration, dealing with staff and Director, meeting with users, developing policy and programs, planning and implementing new facilities, and retrofitting existing facilities. $ 15,855.60 Parks Division Supervisor, 35% of time allocated for hours annually required to schedule maintenance, and supervise maintenance and repairs. $ 21,686.70 Parks Division Secretary, 15% of time allocated to maintain records, schedules, and communicate with the users, maintain monthly and annual statistics, and provide data for budgeting purposes. $ 5,659.50 Leisure Services Bookings Clerk, 20% of time allocated to booking of facilities, issuing of permits, and liaising with users. $ 9,527.6Q $ 73,585.00 -117- Page 26 -iv- Annual Administration Cost for One Facility $ 817.61 _ $ 73,585.00 divided by 90 fields = Total Annual Cost per Class "A" Soccer Field, Including Capital/Operating/Equipment/Materiall $ t6.581.80 Labour & Administration -118- Page 27 PARKS DIVISION FEES AND SERVICE CHARGES — REVISED 2004 Senior Soccer Field Operations CLASS "B" FIELD 5,856m2 (Norm WellerlLegion #2) Capital Infrastructure Capital cost of constructing senior irrigated soccer field $200,000.00. 30-year Capital Replacement depreciated annually based on $133,333.00 or 2/3 the original Capital Investment $133,333.00 divided by 30 yrs. _ $ 4,444.44 yr. Capital cost of constructing Parks Division Operations building = $500,000.00 50-year Capital Replacement depreciated annually based on $500,000.00 divided by 50 years = $10,000.00 year. Sportsfield maintenance operations requires approximately 35% of the overall departmental resources in terms of shelter, storage, repair and maintenance needs, including housing of the Parks Division administration requirements. 35% x $10,000.00 year = $3,600.00 divided by 90 facilities = $ 38.88 yr. Capital cost of constructing washroom facilities: Town Park $200,000.00 Fleury Park $100,000.00 Lambert Willson Park $200,000.00 Sheppards Bush $ 35 000.00 TOTAL $535 000.00 50-year Capital Replacement depreciated annually based on $535,000.00 divided by 50 years = $10,700.00 year. Sportsfield users account for approximately 70% of all washroom facility usage. 70% x $10,700.00 year = $7,490.00 year divided by 90 facilities = $ 83.22 yr. Annual Operatina/Eauipment and Labour Annual turf mowing: Wide area gang mower with operator $46.45 hr. 27 cycles required per field at'% hour per cycle = 13.5 hrs. per yr. X 46.45 = $ 627.07 yr Annual trimminc: 1 Seasonal employee, 3 students plus trimming equipment including, 1 crew cab truck, 1 trailer, 2 ride mowers, 1 leaf blower, 2 hand mowers and 3 string trimmers = $ 132.60/hr. 10 cycles required per field, one hour per cycle = 10hrs. per yr. X $132.60 = $ 1,326.00 yr. -119- page 28 Field Aeration: Tractor aerator combination including operator $52.701hr. 5 cycle required per field, 3 hrs. per cycle $ 7g0.50 yr. = 15 hr. per year x $52.70 = Fertilization: Tractor spreader combination including operator $50.951hr. 2 cycle required per field, 1.5 hrs. per cycle $ 152.85 yr. 3 hrs. per year x $50.95 = Material, 200 kg fertilizer @ .42 per kg = $ 84.00 yr Irrigation System Maintenance: Half -ton pickup truck and portable air compressor with operator 2 hours @ $44.60/hr = $ 89.20 yr. Fall system winterization, 2 labourers @ 3 hours each @ $23.00 hr. $ 138.00 yr. = 2 x 3 hours x $23.00 = Ongoing repairs and maintenance associated with irrigation system, heads, pumps, lines, controllers, spring start up etc. Labour required to maintain system $ 1,380.00 yr. 60 hrs. per year @ $23.00 hr = Materials/Supplies. $ 700.00 yr. Soccer field layout and lining: Initial field layout 4 hrs. labour required @ $23.00 hr = $ 92.00 yr. Self propelled line painting equipment c/w half -ton truck and trailer and operator = $52.25 hr. 12 painting cycles per season @ 1.5 hrs. per cycle required to line soccer fields = 18 hrs. per season @ $52.25 = $ 940.50 yr. Material, field marking paint 22.5 litres of paint per cycle $ 321.30 yr. x 12 cycles = 270 litres @ $1.19 litre = Field Repairs: Resodding of goal mouths, top dressing and overseeding r 24 hours labour required to complete repairs @ $23.00 hr. _ $ 552.00 Y Materials required, 16 cubic metres of topdressing mixture @ $26.00 per cu. metre = $ 416.00 yr. 150 sq. meters of sod @ $1.50 sq. metre $ 225.00 yr. 25 pounds of turf grass seed @ $3.00 lb. _ $ 75.00 yr -120- ...../iii - page 29 Equipment required, 1 ton truck @ 19.20hr.x 24hrs. _ $ 460.80 yr. Garbage Collection: 25 garbage collection cycles required. Labour required, 10 minutes each to empty two trash containers 25 cycles per year x 2 staff x 10 minutes = 500 min = 500 min. divided by 60 min. = 8.33 hrs. @ $21.00 hr. _ $ 175.00 yr. Equipment required, 1 garbage collection vehicle = 1 vehicle @ $22.00 per hour x 8.3 hrs. _ $ 182.60 yr. Tipping Fee charges @ .20 cents per kilo Average 20 kilos per container per cycle x 25 cycles x two containers =1,000 kilos x .20 cents = $ 200.00 yr. Total Annual — Capital/Operating/Equipment/Material and Labour $ 13,494.36 Soccer Field Administration Costs (based on a total of 90 sports field facilities currently maintained by the Parks Division) Director of Leisure Services, 20% of time allocated to overall operations and administration of sports organizations and facilities, liaising with users and staff as necessary in the operation of facilities, including budget and planning for future and existing facilities. $ 20,337.60 Parks Division Manager, 20% of time allocated to overall operations administration, dealing with staff and Director, meeting with users, developing policy and programs, planning and implementing new facilities, and retrofitting existing facilities. $ 15,855.60 Parks Division Supervisor, 35% of time allocated for hours annually required to schedule maintenance, and supervise maintenance and repairs. $ 21,686.70 Parks Division Secretary, 15% of time allocated to maintain records, schedules, and communicate with the users, maintain monthly and annual statistics, and provide data for budgeting purposes. $ 5,659.50 Leisure Services Bookings Clerk, 20% of time allocated to booking of facilities, issuing of permits, and liaising with users. $ 9,527.60 $ 73,585.00 Annual Administration Cost for One Facility _ $ 73,585.00 divided by 90 fields = $ 817.61 Total Annual Cost per Class "B" Soccer Field, including Capital/Operating/Equipment/Material/ Labour and Administration R 14:�11.97 -121- Page 30 PARKS DIVISION FEES AND SERVICE CHARGES — REVISED 2004 Senior Soccer Field Operations (CLASS "C" FIELD) 5,856m2 (Summit/Craddock/Sheppards (1)Confederation) Capital Infrastructure Capital cost of constructing senior soccer field $100,000.00 30-year Capital Replacement depreciated annually based on $66,666.00 or 2/3 the original Capital Investment $ 2,222.22 yr. $66,666.00 divided by 30 yrs. Capital cost of constructing Parks Division Operations Building = $500,000.00 50-year Capital Replacement depreciated annually based on $600,000.00 divided by 50 years = $10,000.00 year. Sportsfleld maintenance operations requires approximately 35% of the overall departmental resources in terms of shelter, storage, repair and maintenance needs, including housing of the Parks Division administration requirements.' 35% x $10,000.00 year = $3,500.00'divided by 90 facilities = $ 38.88 yr. Capital cost of constructing washroom facilities: Town Park $200,000.00 Fleury Park $100,000.00 Lambert Willson Park $200,000.00 Sheppards Bush $ 35 000.00 TOTAL $535.00.0.04 50-year Capital Replacement depreciated annually based on $535,000.00 divided by 50 years = $10,700.00 year. Sportsfield users account for approximately 70% of all washroom facility usage. 70% x $10,700.00 year _ $7,490.00 year divided by 90 facilities = $ 83.22 yr. Annual OaeratinalEauinment and Labour Annual turf mowing: Wide area gang mower with operator $46.45 hr. 27 cycles required per field at''/2 hour per cycle $ 627.07 yr = 13.5 hrs. per yr. X 46.45 = Annual trimming: 1 Seasonal employee, 3 students plus trimming equipment including, 1 crew cab truck, 1 trailer, 2 ride mowers, 1 leaf blower, 2 hand mowers and 3 string trimmers = $132.60/hr. 10 cycles required per field, one hour per cycle $ 1,326.00 yr. = 10hrs. per yr. X $132.60 = /5 -122- Page 31 Field Aeration: Tractor aerator combination including operator $52.70/hr. 5 cycle required per field, 3 hrs. per cycle = 15 hr. per year x $52.70 = $ 790.50 yr. Fertilization: Tractor spreader combination including operator $50.95/hr. 2 cycle required per field, 1.5 hrs. per cycle $ 152.85 yr. 3 hrs. per year x $50.95 = Material, 200 kg fertilizer @ .42 per kg = $ 84.00 yr Soccer field layout and lining: Initial field layout 4 hrs. labour required @ $23.00 hr = $ 92.00 yr. Self propelled line painting equipment c/w half -ton truck and trailer and operator = $52.25 hr. 12 painting cycles per season @ 1.5 hrs. per cycle required to line soccer fields = 18 hrs. per season @ $52.25 = $ 940.50 yr. Material, field marking paint 22.5 litres of paint per cycle x 12 cycles = 270 litres @ $1.19 litre = $ 321.30 yr. Field Repairs: Resodding of goal mouths, top dressing and overseeding 24 hours labour required to complete repairs @ $23.00 hr. _ $ 552.00 yr. Materials required, 16 cubic metres of topdressing mixture @ $26.00 per cu. metre = $ 416.00 yr. 150 sq. meters of sod @ $1.50 sq. metre $ 225.00 yr. 25 pounds of turf grass seed @ $3.00 lb. _ $ 75.00 yr Equipment required, 1 ton truck @ 19.20hr.x 24hrs. _ $ 460.80 yr. Garbage Collection: 25 garbage collection cycles required. Labour required, 10 minutes each to empty two trash containers 25 cycles per year x 2 staff x 10 minutes = 500 min = 500 min. divided by 60 min. = 8.33 hrs. @ $21.00 hr. _ $ 175.00 yr. Equipment required, 1 garbage collection vehicle = 1 vehicle @ $22.00 per hour x 8.3 hrs. = $ 182.60 yr. Tipping Fee charges @ .20 cents per kilo Average 20 kilos per container per cycle x 25 cycles x two containers =1,000 kilos x .20 cents = $ 200.00 k. -123- Page 32 Total Annual — Capital/Operating/Equipment/Material and Labour $ 8,964.94 Soccer Field Administration Costs (based on a total of 90 sports field facilities currently maintained by the Parks Division) Director of Leisure Services, 20% of time allocated to overall operations and administration of sports organizations and facilities, liaising with users and staff as necessary in the operation of facilities, including budget and planning for future and existing facilities. $ 20,337.60 Parks Division Manager, 20% of time allocated to overall operations administration, dealing with staff and Director, meeting with users, developing policy and programs, planning and implementing new facilities, and retrofitting existing facilities. $ 15,855.60 Parks Division Supervisor, 35% of time allocated for hours annually required to schedule maintenance, and supervise maintenance and repairs. $ 21,686.70 Parks Division Secretary, 15% of time allocated to maintain records, schedules, and communicate with the users, maintain monthly and annual statistics, and provide data for budgeting purposes. $ 5,659.50 Leisure Services Bookings Clerk, 20% of time allocated to booking of facilities, issuing of permits, and liaising with users. $ 9,527.6 $ 73,585.00 Annual Administration Cost for One Facility = $ 73,585.00 divided by 90 fields = Total Annual Cost Per Class "C" Soccer Field, including Capital/Operating/EquipmenVMateriall Labour and Administration $ 817.61 —124— Page 33 PARKS DIVISION FEES AND SERVICE CHARGES — REVISED 2004 Senior Soccer Field Operations (CLASS "D" FIELD) 5,856m2 (Williams (1) and (2)/Aurora High (1) and (2)/Aurora Grove P.S./ St. Andrew's College (5) and Magna (2) Capital Infrastructure Capital cost of constructing Parks Division Operations building = $500,000.00 50-year Capital Replacement depreciated annually based on $600,000.00 divided by 50 years = $10,000.00 year. Sportsfield maintenance operations requires approximately 35% of the overall departmental resources in terms of shelter, storage, repair and maintenance needs, including housing of the Parks Division administration requirements. 35% x $10,000.00 year = $3,500.00 divided by 90 facilities = $ 38.88 yr. Capital cost of constructing washroom facilities: Town Park $200,000.00 Fleury Park $100,000.00 Lambert Willson Park $200,000.00 Sheppards Bush $ 35 000.00 TOTAL R535000.no 50-year Capital Replacement depreciated annually based on $535,000,00 divided by 50 years = $10,700.00 year. Sportsfield users account for approximately 70% of all washroom facility usage. 70% x $10,700.00 year _ $7,490.00 year divided by 90 facilities = $ 83.22 yr. Annual OveratinglEguipment and Labour Soccer field layout and linin Initial field layout 4 hrs. labour required @ $23.00 hr = $ 92.00 yr Self propelled line painting equipment c/w half -ton truck and trailer and operator = $52.25 hr. 12 painting cycles per season @ 1.5 hrs. per cycle required to line soccer fields = 18 hrs. per season @ $52.25 = $ 940.50 yr. Material, field marking paint 22.5 litres of paint per cycle x 12 cycles = 270 litres @ $1.19 litre = $ 321.30 yr. Total Annual — Capital/Operating/Equipment/Material and Labour $ 1,475.90 -125- Page 34 Soccer Field Administration Costs (based on a total of go sports field facilities currently maintained by the Parks Division) Director of Leisure Services, 20% of time allocated to overall operations and administration of sports organizations and facilities, liaising with users and staff as necessary in the operation of facilities, including budget and planning for future and existing facilities. $ 20,337.60 Parks Division Manager, 20% of time allocated to overall operations administration, dealing with staff and Director, meeting with users, developing policy and programs, planning and implementing new facilities, and retrofitting existing facilities. $ 15,855.60 Parks Division Supervisor, 35% of time allocated for hours annually required to schedule maintenance, and supervise maintenance and repairs. $ 21,686.70 Parks Division Secretary, 15% of time allocatedto maintain records, schedules, and communicate with the users, maintain monthly and annual statistics, and provide data for budgeting purposes. $ 5,659.50 Leisure Services Bookings Clerk, 20% of time allocated to booking of facilities, issuing of permits, and liaising with users. $ 9,527. $ 73,585.00 Annual Administration Cost for One Facility $ 73,585.00 divided by go.fields = Total Annual Cost Per Class "D" Soccer Field, including Capital/Operating/Equipment/Material/ Labour and Administration $ 817.61 $ 2 ? 3—W[ -126- PARKS DIVISION FEES AND SERVICE CHARGES — REVISED 2004 Senior Soccer Field Operations (CLASS "E" FIELD) 5,856m2 (Light of Christ/Cardinal Carter) Capital Infrastructure Capital cost of constructing Parks Division Operations building = $500,000.00 50-year Capital Replacement depreciated annually based on $500,000.00 divided by 50 years = $10,000.00 year. Sportsfield maintenance operations requires approximately 35% of the overall departmental resources in terms of shelter, storage, repair and maintenance needs, including housing of the Parks Division administration requirements. 35% x $10,000.00 year = $3,500.00 divided by 90 facilities = Capital cost of constructing washroom facilities: Town Park $200,000.00 Fleury Park $100,000.00 Lambert Willson Park $200,000.00 Sheppards Bush $ 35 000.00 TOTAL $5--vrl.000on 50-year Capital Replacement depreciated annually based on $535,000.00 divided by 50 years = $10,700.00 year. Sportsfield users account for approximately 70% of all washroom facility usage. 70% x $10,700.00 year _ $7,490.00 year divided by 90 facilities = Annual Operatina/Eauipment and Labour Annual turf mowing: Wide area gang mower with operator $46.45 hr 27 cycles required per field at'% hour per cycle = 13.5 hrs. per yr. X 46.45 = Field Aeration: Tractor aerator combination including operator $52.701hr. 5 cycle required per field, 3 hrs. per cycle = 15 hr. per year x $52.70 = Fertilization: Tractor spreader combination including operator $50.95/hr. 2 cycle required per field, 1.5 hrs. per cycle 3 hrs. per year x $50.95 = Material, 200 kg fertilizer @ .42 per kg = Page 35 38.88 yr. 83.22 yr. 627.07 yr 790.50 yr. 152.85 yr. 84.00 yr -127- Page 36 Soccer field layout and lining: Initial field layout 4 hrs. labour required @ $23.00 hr = $ 92.00 yr. Self propelled line painting equipment c/w half -ton truck and trailer and operator = $52.25 hr. 12 painting cycles per season @ 1.5 hrs. per cycle required to line soccer fields = 18 hrs. per season @ $52.25 = $ 940.50 yr. Material, field marking paint 22.5 litres of paint per cycle x 12 cycles = 270 litres @ $1.19 litre = $ 321.30 yr. Field Repairs: Resodding of goal mouths, top dressing and overseeding 24 hours labour required to complete repairs @ $23.00 hr. _ $ 552.00 yr. Materials required, 16 cubic metres of topdressing mixture @ $26.00 per cu. metre = $ 416.00 yr. 150 sq. meters of sod @ $1.50 sq. metre $ 225.00 yr. 25 pounds of turf grass seed @ $3.00 lb. _ $ 75.00 yr Equipment required, 1 ton truck @ 19.20hr.x 24hrs. _ $ 460.80 yr. Total Annual — Capital/Operating/Equipment/Material and Labour $ 4,398.32 Soccer Field Administration Costs (based on a total of 90 sports field facilities currently maintained by the Parks Division) Director of Leisure Services, 20% of time allocated to overall operations and administration of sports organizations and facilities, liaising with users and staff as necessary in the operation of facilities, including budget and planning for future and existing facilities. $ 20,337.60 Parks Division Manager, 20% of time allocated to overall operations administration, dealing with staff and Director, meeting with users, developing policy and programs, planning and implementing new facilities, and retrofitting existing facilities. $ 15,855.60 Parks Division Supervisor, 35% of time allocated for hours annually required to schedule maintenance, and supervise maintenance and repairs. $ 21,686.70 Parks Division Secretary, 15% of time allocated to maintain records, schedules, and communicate with the users, maintain monthly and annual statistics, and provide data for budgeting purposes. $ 5,659.50 -128- Leisure Services Bookings Clerk, 20% of time allocated to booking of facilities, issuing of permits, and liaising with users. $ 9,527.6 $ 73,585.00 Annual Administration Cost for One Facility _ $ 73,585.00 divided by 90 fields = Total Annual Cost Per Class "E" Soccer Field, including Capital/Operating/Equipment/Material/ Labour and Administration Page 37 $ 817,61 $ 5 215.93 -129- Page 38 PARKS DIVISION FEES AND SERVICE CHARGES — REVISED 2004 Mini "A" Soccer Field Operations 2,013m2 (Sheppards Bush (10)IHamilton Park/Harmon Park/Civic Sq.) Capital Infrastructure Capital cost of constructing one mini soccer field $45,000.00 30-year Capital Replacement depreciated annually based on $30,000.00 2/3 the original capital investment $ 10,000.00 yr. $30,000 divided by 30 yrs. Capital cost of constructing Parks Division Operations building = $500,000.00 50-year Capital Replacement depreciated annually based on $500,000.00 divided by 50 years = $Io,000.00 year. Sportsfield maintenance operations requires approximately 35% of the overall departmental resources in terms of . shelter, storage, repair and maintenance needs, including housing of the Parks Division administration requirements. r 38 88 35% x $10,000.00 year = $3,500.00 divided by 90 facilities = $ Y Capital cost of constructing washroom facilities: Town Park $200,000.00 Fleury Park $100,000.00 Lambert Willson Park $200,000.00 Sheppards Bush $ 35 000.00 TOTAL _ 35,000 50-year Capital Replacement depreciated annually based on $535,000.00 divided by 50 years = $10,700.00 year. Sportsfield users account for approximately 70% of all washroom facility usage. 70% x $10,700.00 year — $ 83.22 yr. = $7,490.00 year divided by 90 facilities Annual Operatina/Eauipment and Labour Annual turf mowina: Wide area gang mower with operator $46.45 hr. 27 cycles required per field at 15 minutes per cycle $ 315.54 yr = 6.75 hrs. per yr. X 46.45 = Annual trimmina: 1 Seasonal employee, 3 students plus trimming equipment including, 1 crew cab truck, 1 trailer, 2 ride mowers, 1 leaf blower, 2 hand mowers and 3 string trimmers = $132.601hr. 10 cycles required per field @ 15 minutes per cycle $ 331.15 yr = 2.5hrs. per yr. X $132.60 = -130- Page 39 Field Aeration: Tractor aerator combination including operator $52.701hr. 5 cycle required per field, 1 hr. per cycle = 5 hr. per year x $52.70 = $ 263.50 yr. Fertilization: Tractor spreader combination including operator $50.95/hr. 2 cycle required per field @ .5 hrs. per cycle 1 hr. per year x $50.95 = $ 50.95 yr. Material, 65 kg fertilizer @ .42 per kg = $ 27.30 yr Soccer field layout and lining: Initial field layout 2 hrs. labour required @ $23.00 hr = $ 46.00 yr. Self propelled line painting equipment c/w half -ton truck and trailer and operator = $52.25 hr. 9 painting cycles per season @ .5 hrs. per cycle required to line soccer fields = 4.5 hrs. per season @ $52.25 = $ 235.13 yr. Material, field marking paint 10 litres of paint per cycle x 9 cycles = 120 litres @ $1.19 litre = $ 142.80 yr. Field Repairs: Top dressing and overseeding 8 hours labour required to complete repairs @ $23.00 hr. _ $ 184.00 yr. Materials required, 2 cubic metres of topdressing mixture @ $26.00 per cu. metre = $ 52.00 yr. 5 pounds of turf grass seed @ $3.00 lb. _ $ 15.00 yr Equipment required, 1 ton truck @ 19.20hr.x 8hrs. _ $ 153.60 yr. Garbage Collection: 10 garbage collection cycles required. Labour required, 5 minutes each to empty one trash container 10 cycles per year x 2 staff x 5 minutes = 100 min = 100 min. divided by 60 min. = 1.66 hrs. @ $21.00 hr. _ $ 34.86 yr. Equipment required, 1 garbage collection vehicle = 1 vehicle @ $22.00 per hour x 1.66 hrs. _ $ 36.52 yr. Tipping Fee charges @ .20 cents per kilo Average 20 kilos per container per cycle x 10 cycles =200 kilos x .20 cents = $ 40.001[. Total Annual - Capital/Operating/Equipment/Material and Labour $ 12,050.40 -131- Page 40 Soccer Heid Administration Costs (based on a total of 90 sports field facilities currently maintained by the Parks Division) Director of Leisure Services, 20% of time allocated to overall operations and administration of sports organizations and facilities, liaising with users and staff as necessary in the operation of facilities, including budget and planning for future and existing facilities. $ 20,337.60 Parks Division Manager, 20% of time allocated to overall operations administration, dealing with staff and Director, meeting with users, developing policy and programs, planning and implementing new facilities, and retrofitting existing facilities. $ 15,855.60 Parks Division Supervisor, 35% of time allocated for hours annually required to schedule maintenance, and supervise maintenance and repairs. $ 21,686.70 Parks Division Secretary, 15% of time allocated to maintain records, schedules, and communicate with the users, maintain monthly and annual statistics, and provide data for budgeting purposes. $ 5,659.50 Leisure Services Bookings Clerk, 20% of time allocated to booking of facilities, issuing of permits, and liaising with users. $ 9,527.60 $ 73,585.00 Annual Administration Cost for One Facility _ $ 73,585.00 divided by 90 fields = Total Annual Cost Per Mini "A" Soccer Field, including Capital/Operating/Equipment/Material/ Labour and Administration $ 817.61 $ 12.8a8.01 -132- Page 41 PARKS DIVISION FEES AND SERVICE CHARGES — REVISED 2004 Mini "B" Soccer Field Operations 2,013m2 (Ecole St. Jean/Our Lady of Grace/Sunoco/Holy Spirit SchoollSt. Joseph's ) Capital Infrastructure Capital cost of constructing Parks Division Operations building = $500,000.00 50-year Capital Replacement depreciated annually based on $500,000.00 divided by 50 years = $10,000.00 year. Sportsfield maintenance operations requires approximately 35% of the overall departmental resources in terms of shelter, storage, repair and maintenance needs, including housing of the Parks Division administration requirements. 35% x $10,000.00 year = $3,500.00 divided by 90 facilities = $ 38.88 yr. Capital cost of constructing washroom facilities: Town Park $200,000.00 Fleury Park $100,000.00 Lambert Willson Park $200,000.00 Sheppards Bush $ 35 000.00 TOTAL $� "5 000.00 50-year Capital Replacement depreciated annually based on $535,000.00 divided by 50 years = $10,700.00 year. Sportsfield users account for approximately 70% of all washroom facility usage. 70% x $10,700.00 year _ $7,490.00 year divided by 90 facilities = $ 83.22 yr. Annual Operaflna/Eaufament and Labour Annual turf mowing: Wide area gang mower with operator $46.45 hr. 27 cycles required per field at 15 minutes per cycle = 6.75 hrs. per yr. X 46.45 = $ 315.54 yr Annual trimmina: 1 Seasonal employee, 3 students plus trimming equipment including, 1 crew cab truck, 1 trailer, 2 ride mowers, 1 leaf blower, 2 hand mowers and 3 string trimmers = $132.601hr. 10 cycles required per field @ 10 minutes per cycle = 1.66hrs. per yr. X $132.60 = $ 220.12 yr Field Aeration: Tractor aerator combination including operator $52.70/hr. 5 cycle required per field, 1 hr. per cycle = 5 hr. per year x $52.70 = $ 263.50 yr. -133- ...../ii Page 42 Fertilization: Tractor spreader combination including operator $50.95/hr. 2 cycle required per field @ .5 hrs. per cycle 1 hr. per year x $50.95 = Material, 65 kg fertilizer @ .42 per kg = Soccer field layout and lining: Initial field layout 2 hrs. labour required @ $23.00 hr = Self propelled line painting equipment c/w half -ton truck and trailer and operator = $52.25 hr. 9 painting cycles per season @ .5 hrs. per cycle required to line soccer fields = 4.5 hrs. per season @ $52.25 = Material, field marking paint 10 litres of paint per cycle x 9 cycles = 120 litres @ $1.19 litre = Field Repairs: Top dressing and overseeding 8 hours labour required to complete repairs @ $23.00 hr. _ Materials required, 2 cubic metres of topdressing mixture @ $26.00 per cu. metre = 5 pounds of turf grass seed @ $3.00 lb. _ Equipment required, 1 ton truck @ 19.20hr.x 8hrs. _ Garbage Collection: 10 garbage collection cycles required. Labour required, 5 minutes each to empty one trash container 10 cycles per year x 2 staff x 5 minutes = 100 min = 100 min. divided by 60 min. = 1.66 hrs. @ $21.00 hr. _ Equipment required, 1 garbage collection vehicle = 1 vehicle @ $22.00 per hour x 1.66 hrs. _ Tipping Fee charges @ .20 cents per kilo Average 20 kilos per container per cycle x 10 cycles =200 kilos x .20 cents = Total Annual — Capital/Operating/Equipment/Material and Labour $ 50.95 yr $ 27.30 yr $ 46.00 yr $ 235.13 yr. $ 142.80 yr. $ 184.00 yr. $ 52.00 yr. $ 15.00 yr $ 153.60 yr. 34.86 yr. 36.52 yr. $ 1,939.42 Soccer Field Administration Costs (based on a total of 90 sports field facilities currently maintained by the Parks Division) Director of Leisure Services, 20% of time allocated to overall operations and administration of sports organizations and facilities, liaising with users and staff as necessary in the operation of facilities, including budget and planning for future and existing facilities. $ 20,337.60 -134- .....liii Page 43 Parks Division Manager, 20% of time allocated to overall operations administration, dealing with staff and Director, meeting with users, developing policy and programs, planning and implementing new facilities, and retrofitting existing facilities. $ 15,855.60 Parks Division Supervisor, 35% of time allocated for hours annually required to schedule maintenance, and supervise maintenance and repairs. $ 21,686.70 Parks Division Secretary, 15% of time allocated to maintain records, schedules, and communicate with the users, maintain monthly and annual statistics, and provide data for budgeting purposes. $ 5,659.50 Leisure Services Bookings Clerk, 20% of time allocated to booking of facilities, issuing of permits, and liaising with users. $ 9,527.60 $ 73,585.00 Annual Administration Cost for One Facility 817.61 _ $ 73,585.00 divided by 90 fields = $ Total Annual Cost Per Mini "B" Soccer Field, including Capital/Operating/Equipment/Material/ Labour and Administration $2,757.03 —135— Page 44 PARKS DIVISION FEES AND SERVICE CHARGES — REVISED 2004 Mini "C" Soccer Field Operations 2,013m2 (Devins/Williams/George St. School/Aurora Sr. P.S/Magna (5) Capital Infrastructure Capital cost of constructing Parks Division Operations building = $500,000.00 50-year Capital Replacement depreciated annually based on $500,000.00 divided by 50 years = $10,000.00 year. Sportsfield maintenance operations requires approximately 35% of the overall departmental resources in terms of shelter, storage, repair and maintenance needs, including housing of the Parks Division administration requirements. 35% x $10,000.00 year = $3,500.00 divided by 90 facilities = $ 38.88 yr. Capital cost of constructing washroom facilities: Town Park $200,000.00 Fleury Park $100,000.00 Lambert Willson Park $200,000.00 Sheppards Bush . $ 35,000.00 TOTAL $535.o00.00 50-year Capital Replacement depreciated annually based on $535,000.00 divided by 50 years = $10,700.00 year. Sportsfield users account for approximately 70% of all washroom facility usage. 70% x $10,700.00 year = $7,490.00 year divided by 90 facilities = $ 83.22 yr. Annual Operadna/Eouipment and Labour Soccer field layout and linin Initial field layout 2 hrs. labour required @ $23.00 hr = $ 46.00 yr Self propelled line painting equipment c/w half -ton truck and trailer and operator = $52.25 hr. 9 painting cycles per season @ .5 hrs. per cycle required to line soccer fields = 4.5 hrs. per season @ $52.25 = $ 235.13 yr. Material, field marking paint 10 litres of paint per cycle x 9 cycles = 120 litres @ $1.19 litre = $ 142.80 yr. Total Annual — Capital/Operating/Equipment/Material and Labour $ 688.83 -136- Page 45 Soccer Field Administration Costs (based on a total of 90 sports field facilities currently maintained by the Parks Division) Director of Leisure Services, 20% of time allocated to overall operations and administration of sports organizations and facilities, liaising with users and staff as necessary in the operation of facilities, including budget and planning for future and existing facilities. $ 20,337.60 Parks Division Manager, 20% of time allocated to overall operations administration, dealing with staff and Director, meeting with users, developing policy and programs, planning and implementing new facilities, and retrofitting existing facilities. $ 15,855.60 Parks Division Supervisor, 35% of time allocated for hours annually required to schedule maintenance, and supervise maintenance and repairs. $ 21,686.70 Parks Division Secretary, 15% of time allocated to maintain records, schedules, and communicate with the users, maintain monthly and annual statistics, and provide data for budgeting purposes. $ 5,659.50 Leisure Services Bookings Clerk, 20% of time allocated to booking of facilities, issuing of permits, and liaising with users. $ 9,527.6 $ 73,585.00 Annual Administration Cost for One Facility = $ 73,585.00 divided by 90 fields = Total Annual Cost Per Mini "C" Soccer Field, including CapitallOperatinglEquipmentlMateriall Labour and Administration $ 1.506.44 -137- PARKS DIVISION FEES AND SERVICE CHARGES — REVISED 2004 Micro "A" Soccer Field Operations 503m2 (Sheppards Bush (10 Fields), Machell Park (15) Capitallnfrastructure Capital cost of constructing one micro soccer field $7,000.00 30-year Capital Replacement depreciated annually based on $4,666.66 or 2/3 the original capital investment $ 155.55 yr. $4,666.66 divided by 30 yrs. Capital cost of constructing Parks Division Operations building = $500,000.00 50-year Capital Replacement depreciated annually based on $500,000.00 divided by 50 years = $10,000.00 year. Sportsfield maintenance operations requires approximately 35% of the overall departmental resources in terms of shelter, storage, repair and maintenance needs, including housing of the Parks Division administration requirements. 35% x $10,000.00 year = $3,500.00 divided by 90 facilities = $ 38.88 yr. Capital cost of constructing washroom facilities: Town Park $200,000.00 Fleury Park $100,000.00 Lambert Willson Park $200,000.00 Sheppards Bush $ 35 000 00 TOTAL $s';F 000.n0 50-year Capital Replacement depreciated annually based on $535,000.00 divided by 50 years = $10,700.00 year. Sportsfield users account for approximately 70% of all washroom facility usage. 70% x $10,700.00 year = $7,490.00 year divided by 90 facilities = $ 83.22 yr. Annual OperatinglEguipment and Labour Annual turf mowing: Wide area gang mower with operator $46.45 hr. 27 cycles required per field at 10 minutes per cycle $ 209.02 yr = 4.5 hrs. per yr: X 46.45 = Field Aeration: Tractor aerator combination including operator $52.70/hr. 2 cycle required per field, 15 minutes per cycle $ 26.35 yr. = .5 hr. per year x $52.70 = -138- .....Ai Page 47 Fertilization: Tractor spreader combination including operator $50.95/hr. 2 cycle required per field @ 10 minutes per cycle 20 minutes per year = $16.98 ($50.95/hr x by 113) $ 16.98 yr. Material, 16.25 kg fertilizer @ .42 per kg = $ 6.82 yr Soccer field layout and lining: Initial field layout 30 minutes. labour required @ $23.00 hr = $ 11.50 yr. $38.85/hr for truck & operator 9 cycles of corner line marking per season @ 5 minutes per cycle = 45 minutes (38.95/hr x 3/a) _ $ 29.21 yr. Material, aerosol field marking paint 3.6 cans $5.00/can $ 18.00 yr. Field Repairs: Top dressing and overseeding 2 hours labour required to complete repairs @ $23.00 hr. _ $ 46.00 yr. Materials required, 1 cubic metre of topdressing mixture @ $26.00 per cu. metre = $ 26.00 yr: 3 pounds of turf grass seed @ $3.00 lb. _ $ 9.00 yr Equipment required, 1 ton truck @ 19.20hr.x 2hrs. _ $ 38.40 yr. Total Annual - Capital/Operating/EquipmentiMaterial and Labour $ 714.93 Soccer Field Administration Costs (based on a total of 90 sports field facilities currently maintained by the Parks Division) Director of Leisure Services, 20% of time allocated to overall operations and administration of sports organizations and facilities, liaising with users and staff as necessary in the operation of facilities, including budget and planning for future and existing facilities. $ 20,337.60 Parks Division Manager, 20% of time allocated to overall operations administration, dealing with staff and Director, meeting with users, developing policy and programs, planning and implementing new facilities, and retrofitting existing facilities. $ 15,855.60 Parks Division Supervisor, 35% of time allocated for hours annually required to schedule maintenance, and supervise maintenance and repairs. $ 21,686.70 Parks Division Secretary, 15% of time allocated to maintain records, schedules, and communicate with the users, maintain monthly and annual statistics, and provide data for budgeting purposes. $ 5,659.50 -139- .....liii Page 48 Leisure Services Bookings Clerk, 20% of time allocated to booking of facilities, issuing of permits, and liaising with users. $ 9,527.6 $ 73,585.00 Annual Administration Cost for One Facility _ $ 73,585.00 divided by 90 fields = Total Annual Cost Per Micro "A" Soccer Field, including Capital/Operating/Equipment/Material/ Labour and Administration $ 817.61 $ 1,532.54 -140- PARKS DIVISION FEES AND SERVICE CHARGES — REVISED 2004 SoftBall/Baseball Facility Tournament Costs Park and Facility Set Up/Take Down Transport and distribution of supplementary picnic tables/trash containers, 4 tables/2 trash containers per facility 1 hr. required for two staff @$21.00/hr. _ $ 42.00 Truck and trailer, 1 hr. required @ $25.25 = $ 25.25 Collection of trash, two staff required @ 5 min.ea. to empty 2 trash containers = 2 staff x 5 min. x 2 trash containers = 20 min. _ .33 hrs. @ $21.00 hr $ 6.93 Equipment required, 1 garbage collection vehicle @ $22.00 hr. _ $22.00 x .33 hrs. _ $ 7.26 Tipping Fee = .20 cents per kilo, average 20 kilos per container, = 2 containers x 20 kilos — 40 kilos @ .20 kilo = $ 8.00 Ball diamond grooming and surface maintenance, 1 cycle of grooming per day, 1 hr. per cycle @ $48.95/hr. _ $ 48.95 *Washroom cleaning/monitoring, 1 hr. required to clean and restock washrooms @ $21.00/hr. _ $ 21.00 Materials, toilet tissue/hand towels and cleaning supplies = $ 25.00 * Facility Cleanup following tournament, (2 staff) .5 hr. per diamond @ $70.60/hr. = 35.30 Total Daily Cost Softball/Hardball Tournament Per Diamond = NOTE: Page 49 -141- Page 50 PARKS DIVISION FEES AND SERVICE CHARGES — REVISED 2004 Soccer Facility Tournament Costs Park and Facility Set Up/Take Down Transport and distribution of supplementary picnic tables/trash containers, 12 tables/12 trash containers 2 hrs. required for two staff = 2 hrs. x 2 staff x $21.00/hr. _ $ 84.00 Truck and trailer, 2 hrs. @$25.25/hr. _ $ 50.50 Collection of trash, two staff required @ 5 min.ea. to empty 12 trash containers = 2 staff x 5 min. x 12 trash containers = 120 min. = 2 hrs. @ $21.00 hr $ 42,00 Equipment required, 1 garbage collection vehicle @ $22.00/hr. X 2 hours = $ 44.00 Tipping Fee = .20 per kilo, average 20 kilos per container, = 12 containers x 20 kilos = 240 kilos @ .20 cents/kilo = $ 48.00 *Monitoring washroom cleaning and maintenance, 1 hr. @ $21/hr required to monitor, clean and restock washrooms= $ 21.00 Additional toilet tissue, towels and cleaning supplies = $ 25.00 * Additional monitoring of washroom building Sheppards Bush only, 5 hrs. required @ $21.00/hr. * Facility cleanup following tournament, (2 staff) 2 hrs. required to clean up tournament locations @ $70.60/hr Remove surplus tables and trash containers from site Same as set-up 2 hrs. required for two staff = 2 hrs. x 2 staff x $21.00/hr. Total Cost Per Soccer Tournament NOTE: * Prices based on a tournament using more than one field. _ $105.00 $141.20 _ $ 84.00 * Deduct cleaning of washrooms and monitoring of washrooms from costs where applicable. -142- Page 51 PARKS DIVISION FEES AND SERVICE CHARGES — REVISED 2004 Park and Facility Setup Costs Picnics/Special Events Transport and distribution of supplementary picnic tables/trash containers 12 tables/12 trash containers _ $ 84.00 2 hrs. required for two staff @$21.00/hr. Truck and trailer, = $ 50.50 2hrs. @ $25.25 Collection of trash, two staff required @ 5 min.ea. to empty 12 trash containers = 2 staff x 5 min. x 12 trash containers = 120 min. = 2 hrs. @ $21.00 hr $ 42.00 Equipment required, 1 garbage collection vehicle @ $22.00/hr. x 2 hrs = $ 44.00 Tipping Fee = .20 cents per kilo, average 20 kilos per container x 12 containers = 240 kilos @ .20 cents/kilo = $ 48.00 Remove surplus tables and trash containers from site 2 hrs. required for two staff = 2 hrs. x 2 staff x $21.00/hr. _ $ 84.00 Total ParklFacility Set -Up Cost One Facility -143- TOWN OF R•R APPENDIX F i i COUNCIL REPORT LS05.066 SUBJECT: Artificial Sports Field— Sheppard's Bush FROM: Allan D. Downey, Director of Leisure Services DATE: December 20, 2005 RECOMMENDATIONS THAT Council receive the attached details on the artificial turf field at Sheppard's Bush as information. BACKGROUND Special General Committee of Council at their meeting of December 15, 2005 requested the following: General Committee recommends; THAT a report be prepared for the next meeting, to outline the potential impact of postponing the installation of the artificial field at Sheppard's Bush for one year, and if installed, the length of use perseason, who will use it and revenue generation that maybe achieved. CARRIED Staff prepared Report LS05-015 for presentation to the Leisure Services Advisory Committee on March 10, 2005. The following recommendation was approved by Council on March 29, 2005: 7. Report LS05-015 — Artificial Sports Field THAT the Leisure Services Advisory Committee endorse the concept of an artificial sports field; and THAT staff be authorized to continue to develop a plan of implementation for an artificial sports field, identifying a proposed field location, funding sources and any potential partnership opportunities with our local sports organizations. CARRIED With the approval of the Soccer Bubble Agreement, staff prepared Report LS05-045 to Council on July 12, 2005 regarding the relocation of light standards from the Legion field to Sheppard's Bush. .../2 —144— December 20, 2005 - 2 - LS05-066 The following recommendation approved by Council was: 4. LS05-045 —Sheppard's Bush - Sports Field Lighting System Moved by Councillor Vrancic Seconded by Councillor Kean THAT, subject to final approval of the Lake Simcoe Region Conservation Authority, Council approve the relocation of the existing sports field lighting system from the Legion Soccer Field (future soccer bubble site) to Sheppard's Bush Conservation Area; and THAT Council approve a maximum expenditure of $20,000.00 for the costs associated with removal and relocation of the lighting equipment. CARRIED In response to Council direction, staff have prepared a Capital Budget submission for Council consideration to provide an artificial turf field at Sheppard's Bush. Staff have also been in contactwith the primaryuser of the facility (AYSC) to elicit support and partnership funding for the project which is reflected in the Capital Budget submission to help reduce the capital cost of the facility to the Town. The advantage of the artificial turf field is best stated in Report LS05-015 which states: "One of the major benefits of an artificial turf is that the surface can accommodate unlimited use and extended seasons of play with virtually no ongoing maintenance requirements. It is feasible that one artificial turf facility could potentially provide the needs of two senior soccer fields in one facility" COMMENTS As per Special Committee direction staff have prepared this report to address questions raised at General Committee. Impact of postponing the installation of the artificial field for one (1) year? There has been a growing need for user groups to access sports fields in the early spring as well as into the fall. This has created an extremely difficult situation for staff to maintain these fields throughout the year in a good playing condition. The artificial turf field addresses this issue. A postponement for one yearwould affect our ability to permit early or late season play and may cause existing fields to shutdown prematurely in 2006. If the postponement was approved, staff would recommend that no Capital funds be allocated to upgrade the Sheppard's Bush soccer field in 2006. Length of Use Per Season? The artificial turf field is not weather or season dependant, and can virtually be played upon the entire year. Conversely natural turf field is subject to the weather and has a playing season of approximately 20 weeks. ..../3 —145— December 20. 2005 - 3 - LS05.066 3. Who will use it? Staff have been in communication with a number of potential users to determine their level of interest during the preparation of the March 10, 2005 report. Soccer Clubs have indicated a strong interest, rugby, field hockey, football have also indicated a desire to use the field if constructed. Please find attached correspondence from the Aurora Barbarians. 4. Revenue Generation? Because of the unique character of the facility and the seasonal availability, staff are confident that based on our present fee structure $10,000 in additional user fees is attainable. Staff are recommending, however that due to the Capital investment involved in the construction of the field that user fees be increased to attain a total revenue of $15,000. OPTIONS If Council determines that the artificial turf field not be constructed and that a natural turf field be considered, staff recommend that $320,000 be identified in the 2006 Capital Budget for field improvements. If the field improvements are not approved, staff further recommends that the lights not be activated until such time as field improvements are considered. FINANCIAL IMPLICATIONS See reports attached. CONCLUSIONS See reports attached. LINK TO STRATEGIC PLAN Goal "A" speaks to maintaining a well managed and fiscally responsible municipality. ATTACHMENTS 1. Report LS05-015, Artificial Sports Field dated March 10, 2005. 2. Report LS05-045, Sheppard's Bush — Sports Field Lighting System, July 12, 2005. 3. Extract form Council Meeting No. 05-25, dated July 12, 2005 4. Letter from Aurora Barbarians dated August 11, 2005, Prepared by; Allan Downey, Director of Leisure Services, Extension 4752 ALLAN D. DOWNEY) Director of Leis rue Services —146— TOWN OF AURORA LEISURE SERVICES ADVISORY COMMITTEE REPORT No. LS05-015 SUBJECT: Artificial Sports Field FROM: Allan D. Downey, Director of Leisure Services DATE: March 10, 2005 RECOMMENDATIONS THAT the Leisure Services Advisory Committee endorse the concept of an artificial sports field, and THAT staff be authorized to continue to develop a plan of implementation for an artificial sports field identifying a proposed field location, funding sources and any potential partnership opportunities with our local sports organizations. BACKGROUND In an effort to address the growing needs in the communityfor additional sports fields, staff have been faced with a number of significant issues in this regard. The approved Culture and Recreation Master Plan indicates that the standard for senior lighted soccer facilities is one (1) facility for every ten thousand (10,000) residents. Our current population is approximately 45,000 residents and we provide 4 senior lighted soccer facilities resulting in a shortage of .5 of one senior lighted facility. The Culture and Recreation Master Plan indicates that the Town should construct one (1) senior lighted soccer facility in 2005 and one (1) senior rugby facility in 2005, however these new facilities were not included in the year 2005 Capital Budget based on the absence of land required to build the facilities. Land available for the construction of sports fields has been an issue for a considerable period of time. During the secondary planning process associated with the 2B Development Lands east of Bayview Avenue, staff had indicated the need to acquire additional lands forthe purposes of meeting our community park service levels associated with this particular development area. Unfortunately, these lands could not be acquired and as a result we have experienced further pressures in terms of land availability. With the acquisition of the Leslie Street lands and the Burnett property there may be potential for recreational lands, however the timeframe in which the lands might become available is somewhat uncertain. As a result of this timeframe, the growth in our community and the current service levels, there is growing concern regarding our abilityto meet the needs of the community with our existing facilities. —147— March 10, 2005 - 2 - Report No. LS05-015 Use of our existing facilities has also reached a critical level in that our three premier facilities at Fleury Park, Optimists Park and the Legion Field are being somewhat over used. As a result, the quality of turf on these facilities, although vigorously maintained, has shown a steady decline during the past two seasons. Based on the above, the obvious need for additional facilities and the current lack of available lands, staff began exploring a number of options and ways of upgrading and improving existing Town owned sports field facilities. To this end, staff conducted a substantial amount of research on artificial turf products, their exterior applications, where the products have been employed and the cost benefit analysis of an artificial turf facility versus natural turf. One of the major benefits of artificial turf is that the surface can accommodate unlimited use and extended seasons of play with virtually no ongoing maintenance requirements. It is feasible that one artificial turf facility could potentially provide the needs of two senior soccer fields in one facility. In view of the above and the fact that costs associated with acquiring additional park land, field construction and ongoing maintenance are continuing to escalate, it was evident that there was ample rational for staff to pursue the artificial surface further. As such, staff contacted a leading artificial sports turf provider and met on site to review an artificial facility in the City of Vaughan located at the Ontario Soccer Centre (see attached photos). This facility has been in place for two years and according to reports from the user group it has been a tremendous success. COMMENTS Although a seemingly radical, highly unusual and costly approach to sports field construction, artificial field turf is actually less costly than natural grass and is quickly becoming increasingly more popular with sports field facility providers and users as the playing surface of choice. The primary reasons for the increasing popularity in these facilities is that the new second generation technology in artificial turf systems is much improved overthe old original Astro Turf type products, whereby these products were prohibitively expensive and very much linked to causing player injuries. In addition, with the growth in popularity of soccer and rugby, existing facilities in most municipalities are being over used with little or no turf grass recovery time. This problem is compounded due to our northern climate, relatively short growing season and the amount of down time available that a natural turf facility requires to provide an acceptable quality facility on a consistent basis. Currentlythere are hundreds of artificial facilities throughoutthe United States and Europe, as well as several municipalities in the Greater Toronto Area that have elected to install an artificial surface including the Town of Oakville, City of Mississauga and City of Vaughan. .. J3 —148— March 10, 2005 - 3 - Report No. LS05-015 There are a number of key factors attributing to this as follows: From a sports field user's perspective artificial turf is far superior in terms of improved quality of game play, player's safety and injury reduction, as a result of the surface being consistently smooth, level and extremely forgiving to serious injuries based on a deep layer of crumb rubber infill material within the turf medium. In addition, there are no down time maintenance requirements for artificial turf. It can be used for extended seasons of play as early as March and as late as December each year. Some providers actually remove the snow and permit winter play. From a facility providers perspective there are numerous major advantages over a natural turf surface, not the least of which is a dramatic financial savings in the ongoing maintenance of the artificial field. The attached cost benefit analysis clearly outlines the advantages of an artificial turf surface compared to a natural turf surface and the associated financial information which actually demonstrates a cost savings over $600,000.00 over the life span of the facility. OPTIONS There are few options to consider in contemplating the construction of an artificial facility, however if the planning for this facility receives support there are a number of options in terms of construction methods, funding sources and potential partnerships that can be considered. CONCLUSIONS That the Leisure Services Advisory Committee support the concept of an artificial soccer field to be constructed in the Town of Aurora and authorize staff to proceed with further research and report back to the Committee with the applicable information associated with a proposed location and cost implications. FINANCIAL IMPLICATIONS Current Year Nil Future Years Please see cost benefit analysis attachment. LINK TO STRATEGIC PLAN Goal "A" speaks to maintaining a well managed and fiscally responsible municipality and Goal "D" speaks to conserving our natural and cultural heritage and preserving our small town sense, maintaining high standards for parks. ...J4 —149— March 10, 2005 - 4 - Report No. LS05-015 ATTACHMENTS 1. Cost benefits analysis. 2. Photos of artificial turf at Ontario Soccer Centre. PRE -SUBMISSION REVIEW Scott Somerville, C.A.O. Review, Thursday, March 3, 2005. Prepared by: Jim Tree, Parks Manager, Extension 3222 ALLAN D. DOWNE Director of Leisure Services —150— 0 0 O O 0 N p H3 O � U3 Fp ate+ N m O U T J LLI 0 t F c 0 o N o O O O O w A O O fp O C O N O IL m F m m Y I N N C O c cy r C NCT<mE � N� CO'C n� m0 N O m > T= N m 15 m Cl) o9 arc°m cc01a °?m:5 �°- a o m a 3 rn m •/2.�/' a V C Q a O E° 'o o a m -mo cm �Ex �mm �mm:�m '[] 'O 'a `1+ 9 'O a pl Q. 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