AGENDA - General Committee - 20150309
TOWN OF AURORA
ADDITIONAL ITEMS (REVISED)
FOR SPECIAL GENERAL COMMITTEE
2015 BUDGET REVIEW MEETING
Monday, March 9, 2015
(continued from February 23 and March 2, 2015)
7 p.m.
Council Chambers
Item 8 – CFS15-012 – Central York Fire Services Budget Update and Funding
Strategy
RECOMMENDED:
THAT Report No. CFS15-012 be received; and
THAT the six-year strategy for funding Aurora’s share of the Central York Fire
Services budget be approved as outlined in Report No. CFS15-012.
Item 9 – Memorandum from Chief Administrative Officer
Re: 2014 Business Plan Report Card
RECOMMENDED:
THAT the memorandum regarding 2014 Business Plan Report Card be received for
information.
Item 10 – Memorandum from Chief Administrative Officer
Re: Potential Budget Reductions
RECOMMENDED:
THAT the memorandum regarding Potential Budget Reductions be received for
information.
Item 11 – Memorandum from Financial Analyst
Re: 2015 Operating Budget Binder Documents
RECOMMENDED:
THAT the memorandum regarding 2015 Operating Budget Binder Documents be
received for information.
Special General Committee – 2015 Budget Review Meeting
Additional Items (Revised)
Monday, March 9, 2015
Page 2 of 2
Item 12 – 2015 Operating Budget – Water & Sewer Budget (Binder Tab 8)
Ilmar Simanovskis, Director of Infrastructure & Environmental
Services
RECOMMENDED:
THAT the presentation by the Director of Infrastructure & Environmental Services be
received for information.
GENERAL COMMITTEE REPORT No. CFS15-012
SUBJECT: Central York Fire Services Budget Update and Funding Strategy
FROM: Dan Elliott, Director, Corporate & Financial Services - Treasurer
DATE: March 9, 2015
RECOMMENDATIONS
THAT Report No. CFS15-012 be received; and
THAT the six-year strategy for funding Aurora’s share of the Central York Fire
Services budget be approved as outlined in Report No. CFS15-012.
PURPOSE OF THE REPORT
To update General Committee on the status of the 2015 budget for Central York Fire
Services (CYFS), the likely impact of the draft Fire Master Plan Update (FMPU), and to
provide a multiyear funding strategy for the Town of Aurora to mitigate potential
significant impacts of the Fire Master Plan Update recommendations.
BACKGROUND
CYFS is a borderless service shared by Newmarket and Aurora. Its annual operating
and capital budget are first reviewed and recommended for adoption by the Joint
Council Committee (JCC) charged with overseeing the joint service. The budget for
CYFS is shared using an agreed upon cost sharing formula. Aurora’s share is
approximately 40%.
During 2014, the Fire Master Plan was to be updated, however due to the election, the
presentation of the recommendations arising from the plan were first presented to the
JCC in early 2015. However, due to coincidental timing, the annual budget for CYFS
was also presented, as was a multi-year forecast outlining the financial implications of
the recommendations of the FMPU.
COMMENTS
Analysis of the budget materials, the operating forecast, and the financial impacts of the
FMPU, the cost of operating the CYFS will increase a total estimated amount of $8.1
million dollars by the year 2020, assuming all recommendations of the FMPU are
TOWN OF AURORA
March 9, 2015 - 2 - Report No. CFS15-012 implemented, and the remaining items from the old FMP are also implemented as
follows:
• 2014 to 2015 base budget increases recommended by JCC $545,158
• New items now included in JCC recommended 2015
budget in addition to base increase above: $476,611
• Additional base budget inflationary pressures 2015 to 2020 $3,454,886
• Additional fire crew and station full year cost by 2020 $2,810,042
• Additional support positions, programs, wellness by 2020 785,081
$8,071,779
Based on the above, from 2014 approved budget levels, the cost of CYFS is expected
to increase a total of just over $8Million by 2020, regardless of when the initiatives of the
new FMP are implemented prior to that year. (It is assumed they will all be implemented
by 2020). JCC will determine which new initiatives, programs or staffing will be
approved in each year, including part year funding if desired.
Aurora’s share of this total $8Million increase, using 2015 apportionment of 40.23%, is
$3,247,000. Staff recommend phasing this increase in to the tax budget of Aurora
equally over the six year period from 2015 to 2020. This approach would result in the
CYFS line item within Aurora’s budget to be increasing approximately 5.4% per year in
this period. To fund this, it is recommended that a 1.3% of prior year tax levy be the
annual increase for the Town’s fire budget over this period, allowing an even spread of
tax rate pressure over the period. Any variance in the actual final detailed approved
CYFS budget and the Aurora funding amount will be transferred to/from the Town’s Tax
Rate Stabilization Reserve.
For 2015 the following table summarizes the differences between the expected budget
and the recommended funding plan:
Actual Budget
from JCC
Smooth Funding
Proposal
Difference
Combined CYFS
budget $23,070,791
Aurora share 40.23% $9,281,400 $9,271,500 $9,900
(last year + 1.3% TR) Fund from reserve
March 9, 2015 - 3 - Report No. CFS15-012
The above table shows the impact of this smoothing proposal is relatively minor for
2015, however the differences could be significant in the next five years, and vary each
year. The variance will arise based upon the final CYFS budget approved by the JCC
and Aurora’s updated proportionate sharing percentage each year,
The funding proposal will assure predictable tax rate pressures for Fire Protection for
Aurora residents for the next six years, including 2015. Any required draws from
stabilization will be recovered from years in which the actual CYFS budget is less than
the smoothed amount included in the budget.
LINK TO STRATEGIC PLAN
Recognizing future significant tax rate pressures and mitigating them over time is an
emerging best practice. Smoothing the tax pressure over time enhances the
predictability of taxes and reduces annual volatility of tax pressures. Such actions
support the Strategic Plan principles of Leadership in Corporate Management, and
Progressive Corporate Excellence and Continuous Improvement.
ALTERNATIVE(S) TO THE RECOMMENDATIONS
Committee may recommend alternative funding strategy for the significant cost
increases expected for CYFS over the next six years.
FINANCIAL IMPLICATIONS
The Town is faces with cost increases of approximately $3.25 million within the next six
years for fire services costs as the service expands to meet growth of the community.
This represents just under 10% of the current tax levy. The Joint Council Committee
responsible for the service will determine exactly when these costs will begin to be
incurred. As these costs come on line, the potential exists they will create volatility in
annual tax increases in the period. The recommended strategy is to implement a fixed
1.3% tax increase each year for six years to fund the expansion and improvement of the
fire service. Any surplus or deficit in any one year from the actual approved CYFS
budget will be transferred to or from the tax rate stabilization reserve. For 2015, the
reserve transfer is $9,900 from reserve.
CONCLUSIONS
Staff recommend implementing the outlined smooth funding strategy for the expected
$3.25 million increase expected in the next six years for Aurora’s share of the Central
York Fire Services budget. A dedicated 1.3% tax increase in necessary each year, and
March 9, 2015 - 4 - Report No. CFS15-012
will accommodate expected inflationary pressures on the base costs, plus the
incremental costs outlined in the draft Fire Master Plan Update document, currently
before JCC for consideration.
PREVIOUS REPORTS
ATTACHMENTS
Attachment #1 — Modified version of CYFS multi -year operating forecast presented at
the JCC meeting of February 3, 2015, with highlights which support
the values included in the body of this report.
PRE -SUBMISSION REVIEW
CAO and Treasurer only following JCC meeting of March 3, 2015
Prepared by. Dan Elliott, Director of Corporate & Financial Services - Treasurer
r_
Daya,Elliott, OE.,V, CA
rector of Corporate & Financial
Services - Treasurer
A
r el Garbe
` Chief Administrative Officer
2014 Budget 2015 Forecast 2016 Forecast 2017 Forecast 2018 Forecast 2019 Forecast 2020 ForecastBASE BUDGET22,049,022 22,594,180 23,254,486 23,923,320 24,611,644 25,320,029 26,049,067Increase from prior base budget660,306 668,834 688,324 708,385 729,038 3,454,887Increase from prior base approved for 2015 545,1582.47% 2.92% 2.88% 2.88% 2.88% 2.88%PROPOSED NEW ITEMS/ENHANCEMENTS/FMPWellness130,500 130,500 130,500 130,500 130,500 130,500 Assistant Deputy Chief167,700 172,731 177,913 183,250 188,748 194,410 Additional training officer137,998 142,138 146,402 150,794 155,318 159,978 P/T AA to fulltime15,413 15,721 16,036 16,356 16,684 17,017 Training initiative25,000 25,000 25,000 25,000 25,000 25,000 New items approved by JCC for 2015 funding 476,611 AA for training77,625 79,178 80,761 82,376 84,024 Safety educator (life safety educator)119,998 123,598 127,306 131,125 135,059 139,111 Fire inspector119,998 123,598 127,306 131,125 135,059 139,111 Additional firefighters crew- 346,075 1,120,295 2,045,557 2,566,125 2,810,042 Support cost42,509 41,059 72,777 110,559 132,175 142,748 Network & Communciations Coordinator126,659 129,192 131,776 134,412 137,100 139,842 HR consultant126,659 129,192 131,776 134,412 137,100 139,842 Recovery16,982- 16,574- 26,947- 39,292- 46,384- 49,889- Total4,071,734 JCC approved for 201522,049,022Excl. crew -2,810,042545,158 Excl 2015 new -476,611476,611Other additional items 785,08123,070,791CENTRAL YORK FIRE SERVICES FORECAST2016-2020 increases total
Au.",o®RA
yowYe, tooe,6Co
100 John West Way
Box 1000
Aurora, Ontario
L4G 6J 1
Phone: 905-727-3123 ext. 4744
Email: ngarbe@aurora ca
www.au ro ra.ca
MEMORANDUM
DATE: March 9, 2015
TO: Mayor Dawe and Members of Council
FROM: Neil Garbe, Chief Administrative Officer
RE: 2014 Business Plan Report Card
RECOMMENDATIONS
Town of Aurora
Administration Department
THAT this memorandum regarding the 2014 .Business Plan Report Card be received
for information.
COMMENTS
Further to the request made by Council at the February 23, 2015 Special General
Committee Budget meeting, attached to this memorandum is the 2014 Business Plan
Report Card.
ATTACHMENTS
Attachment No. 1 2014 Business Plan Report Card
; I N /J--- � I
Neil Garbe,
Chief Administrative Officer
2014 Business Plan Report Card
COMMUNITY GOAL - Supporting an exceptional quality of life for all
DEPT. GOAL STATUS
CAO Continued pursuit of obtaining Bronze (Level 1) Certification of
Excellence Canada - Progressive Excellence program.
COMPLETE
CAO Work to establish a more robust and corporate wide performance
measurement system that will help with overall accountability; and
review and evaluate key performance indicators where appropriate
ONGOING - KPI
refinements
CAO Complete the Town’s website reconstruction project which will
provide improved functionality and search capability as well as,
implement new Town applications (“apps”) to provide improved
information dissemination and communications through hand-held
devices.
COMPLETE. New
options ongoing.
CAO Exploring options for the establishment of a meeting room which
supports the live-streaming of Citizen Committee meetings
ONGOING - Project
now linked with its
training room
proposal and 2015
Town Hall A/V
improvements.
CAO The improved co-ordination of print and online advertising in order to
improve overall advertising effectiveness and cost efficiency
ONGOING. Special
events now with corp
communications.
Financial efficiencies
incorporated into
2015 budget.
CAO Conduct a follow up Employee Engagement Survey to benchmark
improvements from the 2011 Survey
ONGOING
anticipated roll-out
fall 2015
CAO Continually review and enhance Corporate Human Resources
Policies to ensure equality, consistency and balancing the needs of
employees with organizational challenges. Solicit Employee
feedback in determining policy outcomes
COMPLETE
CAO Continue capitalizing on N6 Partnerships with respect to Leadership
Development, Employee Education and coordination of heath and
benefits review
COMPLETE – 2015
N6 calendar has been
published.
BBS Continue to monitor and update the Accessibility Plan in order to
ensure compliance with the standards set out by the Accessibility for
Ontarians with Disabilities Act and the Ontarians with Disabilities Act
11 Projects
completed identified
in Accessibility Plan
and Accessible
Website
BBS Continue to work towards the removal of further barriers for persons
with disabilities, replacing them with viable solutions which will
include the establishment of policies and programs that enhance the
accessibility of new and existing facilities and infrastructure
As noted directly
above.
LLS Establish policy re: use of corporate resources during election period
and review all policies & by-laws for election to ensure compliance
COMPLETE
LLS Report to Council regarding questions on the ballot for wards and
reduction of councillors
COMPLETE
LLS Implement election plan & successfully conduct election COMPLETE
LLS Review and update the Delegation Policy; Real Estate Policy
(Administration Procedure No. 55); Notice Provisions Policy
(Administration Policy No. 62); and Accountability and Transparency
Policy (Administration Procedure No. 67), pursuant to subsection
270(1) of the Municipal Act, 2001, S.O. 2001, c. 25, as amended
INCOMPLETE
(project deferred due
to 2014 municipal
election; expected
completion date of q3
2015)
LLS Monitor litigation and administrative tribunal proceedings, taking an
active role in same where appropriate
ONGOING
(operational
requirement)
LLS Identify, update, and create document precedents for client
departments (one per department) to improve corporate efficiency
and aid corporate standardization while adhering to risk
management strategies of the Town
COMPLETE
CFS Deploy leading technology in telephony and Customer Relationship
Management systems in support of the Town’s Customer Service
initiative
DELAYED – to
complete Q2 2015
CFS Continue to explore partnership opportunities for efficiency in
government with our neighbouring municipalities
OGOING - IT initiative
with NM + others
CFS Ensure that useful information regarding the town’s finances,
budgets, taxes and utility account processes is available to the
community through our internet website
Complete
CFS Expand the provision of public wireless internet access at Town
facilities
COMPLETE
PDS Continue to coordinate the corporate review of development
applications and growth management initiatives with internal and
external stakeholders in a comprehensive and timely manner in
effort to ensure stable economic growth and that the public interest
is served
ONGOING
PDS Prepare the Southeast Old Aurora Heritage Conservation District
Study, Plan and design guidelines
ABANDONED
PDS Prepare subdivision agreements for the six (6) 2C Draft Plans of
Subdivision
ONGOING
PDS Update the Evaluation of Heritage Resources within the TOA ONGOING
PDS Develop a financial incentive program for the preservation of
designated heritage properties
COMPLETE
PDS Update departmental documents and templates in order to
accommodate Cityview II (Development Application Tracking
System) which will improve efficiency and standardization of the
overall planning process
COMPLETE
PDS Complete a Tertiary Plan examining the key re-development blocks,
pedestrian accommodations and links to planned transit for the north
Aurora Promenade
DEFERRED
BBS/LLS Create an Animal Control By-law, consolidating By-law Number
4747-05.P (regulating various matters relating to the licensing and
control of dogs) and By-law Number 4749-05.P (prohibiting and
regulating the keeping of and being at large or trespassing of cats
and for requiring the identification of such animals), in consultation
with Building & By-law Services
COMPLETE
BBS Continue to advance Access Aurora through the phasing in of
additional services, the building of a corporate knowledge
management system, developing performance measures, evaluating
and monitoring data and trends with a view of continuous
improvement
Additional services
phased in with LLS
reorganization. First
phase of KMS
complete. Some data
collection obtained.
BBS Review the new 2012 Building Code (effective January 1, 2014), COMPLETE
identify and implement any required changes, educate clients on
major changes and complete staff qualification maintenance as
required by the new Building Code Act
BBS Review the Memorandum of Understanding with Fire Services and
investigate the feasibility of providing all review and inspections of
building code matters in-house
Review of Fire
Services underway
with the objective of
process
improvements.
Opportunities and
options TBD.
BBS/IES Clarify and document the roles and responsibilities of BBS and IES
with regards to the processing of swimming pool enclosures
COMPLETE
Policy reviewed and
updated in 2014 to
better align with both
department
objectives.
BBS/LLS Create and implement a new Administrative Policy and Protocol with
respect to marijuana grow operation response and cost recovery, in
consultation with Building & By-law Services
DEFERRED
(Project came out of
request from Region
of York to all lower-
tier municipalities –
need further input
from all
municipalities &
region regarding cost
recovery; marijuana
grow-op response
procedures for staff
already in place)
IES Continue to review service levels and cost effectiveness of Town
infrastructure in order to support future population growth while
maintaining appropriate services levels for existing communities
ONGOING
Updated capital
delivery processes
and work flow,
revised fleet delivery
and updating Maximo
work flow to
automate processes,
review underground
locates and identified
opportunities for
improvement to
better leverage
OneCall services.
IES The roll out of the Aurora led Safe Routes to School program as a
joint initiative between the 9 municipalities, York Region, and the
school boards with an intention of improved coordination of school
requirements with traffic management
COMPLETE
Aurora approved
policy in Dec 2013.
Policy was
distributed to other
municipalities for
adoption. None have
followed through as
of yet.
IES Complete a detailed service level review of roads and winter
maintenance functions and make recommendations to Council on
any required service level adjustments
COMPLETE
Report to Council on
revised service levels
and updated policies
Sept 2014
PRS Proceed with the new sponsorship signage program at the SARC
and other Town facilities
COMPLETE
PRS Creation of a Public Art Policy DRAFT COMPLETED
- To be presented to
Council in Q1
PRS Finalization of a plan for the management and display of the Aurora
Historical Society Collection
COMPLETE
PRS Continue to explore recreational partnerships for the delivery of
programs and services
ONGOING
PRS Development of a Cultural Master Plan for the Town of Aurora COMPLETE
PRS Review and recommend revisions to service Pricing Policy ON PRAC AGENDA
FOR Q1
ECONOMY GOAL: ENABLING A DIVERSE, CREATIVE AND RESILIENT ECONOMY
CAO Continue to work towards the goal of attracting a post-secondary
institution to Aurora
ABANDONED –
YorkU selected
Markham
CAO Kick off workshop and strategy to liaise with Downtown businesses
pertaining to the establishment of a Business Improvement
Association (BIA).
COMPLETED Also
see next steps memo
dated Feb 23, 2015
CAO Proactively provide corporate messaging for events and issues
affecting the Town’s business
ONGOING
CAO As a next step to the 2013 Service Level review will commence the
implementation of several efficiency and effectiveness initiatives
ONGOING
CAO The initiation of a Northern Six (N6) shared service study COMPLETE
LLS Clarifying legal ownership of the parking lot adjacent to Temperance
Street in order to facilitate the objectives of the Promenade Study.
INCOMPLETE
(anticipated Q3 2015;
delay due to
resource issues and
difficulties with
submission of
materials to land
registry office)
LLS Standardize bid documents and develop purchasing policies and
procedures
ONGOING (added
new parameters to
project to clean-up
procurement files,
revise procurement
by-law, and prepare
for a procurement
audit in 2016)
CFS Continue to maintain and monitor the Town’s ten year capital
investment plan, which outlines fiscal and operational plans for
maintenance of our community infrastructure, while balancing need
with affordability
ONGOING
CFS Complete the formal documentation which will include the purposes
for each of the Town’s reserve funds and make it readily available to
all stakeholders through the Town’s website
COMPLETE
CFS Complete the early update of the Town’s Development Charges
bylaw in an effort to optimize growth contributions which are
required for the expansion of infrastructure to accommodate growth
COMPLETE – non-
res. Split pending Q1
2015
CFS Development of scope and plan details for the creation of a 25 year
fiscal analysis and plan, leveraging the work done in our recent ten
year capital plan, reserve fund strategy and development charges
update. A long range fiscal plan will help to ensure the long term
financial sustainability of the corporation and thereby the
DEFFERED to 2015
community’s infrastructure
PDS Administration of the Community Improvement Plan (CIP) for the
Aurora Promenade
ONGOING
PDS Continue to pursue the creation of a Bio-medical campus within the
Town of Aurora
ONGOING
PDS Investigate the feasibility of establishing an Entertainment District in
the TOA
DEFERRED
PDS Continue to pursue the creation of an Innovation Centre in the TOA ONGOING
PDS Commence the delivery of the Business Concierge Service ONGOING
PDS Begin the implementation of the Business Retention & Expansion
action plan
ONGOING
PDS Development of a climate change management strategy which will
be focused on risk mitigation and asset protection for increased
community resilience
ONGOING – Risk
mitigation workshops
held
BBS Continue with the Sign Bylaw Review which will include public and
stakeholder consultation and the drafting of an amending bylaw for
enactment
Public Consultation
ongoing, Draft Bylaw
in progress
BBS Review and amend building permit fees in order to ensure the
stability of applicable reserve funds
COMPLETE
IES Implementation of a program which will replace black garbage bags
with clear bags with the intent of promoting recycling through
increased awareness
ONGOING
Program approval
initiated in Jan 2014.
Seeking Council
direction on spring
2015 launch approval
PRS Creation of a report with recommendations in regards to the
disposition of Town-owned lands
ONGOING
Report to Council in
Q3
NATURAL ENVIRONMENT GOAL: SUPPORTING ENVIRONMENTAL STEWARDSHIP AND
SUSTAINABILITY
CAO/PDS Commence the utilization of the Value Natural Capital Assets report
as part of the development approvals process and for
enhancements to the existing natural assets
COMPLETE – PDS to
prepare
implementation OPA
CAO Investigate opportunities for an Environment Interpretation Centre
within the Town of Aurora as part of the Stronach eco-park project
ECO-PARK BY-LAW
APPROVED.
LLS/CFS Continue to implement electronic records & document management
plan (TRIM) phases 3 & 4 (less paper usage)
ONGOING (multi-year
project with expected
completion date of q4
2016)
LLS/CFS Implementation of Agenda.Net (electronic meeting management
software) – less paper usage
ONGOING (initial
vendor contract
cancelled and new
capital project with
revised scope of
work approved by
council in 2015
capital budget;
expected completion
in Q1 2016)
CFS Through the town’s budget process, will coordinate with Council in
order to ensure that adequate funding is available to corporately
implement projects and programs which will advance our goal of
supporting environmental stewardship and sustainability
COMPLETE
CFS Evaluate and implement methods and systems in order to reduce
paper and labour that are required for our routine transaction
systems, including e-billing for water and taxes if possible
DIFFERED to 2015
PDS/IES Coordinate and support the implementation of the Corporate
Environmental Action Plan which will include initiatives such as
performing energy retrofits at Town Hall and the rainwater
harvesting pilot project
ONGOING
PDS Development of sustainable development guidelines to be applied to
all development applications
ONGOING
PDS Establishment of Green House Gas reduction targets for the
Corporation
ONGOING
PDS Continuation and expansion of the Employee Bike Share Program ONGOING
PDS Support the development of a solar PV system at the Stronach
Aurora Recreation Complex
ONGOING
PDS Commence the delivery of corporate environmental education
programs
ONGOING
BBS/LLS/EIS Review and amend Fill By-law in consultation with Legal Services
and IES
DEFERRED
IES Continue to create and promote waste diversion education programs
in partnership with York Region through the development and
implementation of the Integrated Waste Management Master Plan
COMPLETE - IWMMP
reported to Council
Dec 2013 with
outcome of plan. A
detailed work plan
was reported to
Council Sept 2014
IES Proceeding with the goal of achieving the Town’s first LEED Gold
building certification for its new Joint Operations Centre
ONGOING
Building designed
with LEED gold
target, final
certification level will
depend on total
eligible point
achieved with final
certification being
either Silver of Gold
to be determined at
completion of
project.
IES Submit five year energy conservation and demand management
plans to the Province of Ontario by July 1, 2014 as required through
current legislation.
Complete
Documentation and
plan submitted to
Province
IES Implement the conversion of all Town’s street lights to low energy
LED lighting
ONGOING
Investigation of LED
delivery options with
report to Council
Sept 2014. Recent
updates to delivery
model has staff
favouring LAS
program as preferred
delivery model.
Council report
planned for Q1/2015.
PRS Continue to work with the development community on the servicing
and construction of parkland and Open Space within the 2C
Planning area
ONGOING
AV ��i�11
yowYe, 1�& Goon coley
100 John West Way
Box 1000
Aurora, Ontario
L4G 6J1
Phone: 905-727-3123 ext. 4744
Email: ngarbe@aurora.ca
www.au rora.ca
MEMORANDUM
DATE: March 9, 2015
TO: Mayor Dawe and Members of Council
FROM: Neil Garbe, Chief Administrative Officer
RE: Potential Budget Reductions
RECOMMENDATIONS
Town of Aurora
Administration Department
THAT this memorandum regarding potential budget reductions be received for
information.
COMMENTS
Further to the request made by Council at the March 2, 2015 Special General Committee
Budget meeting, attached to this memorandum is a breakdown of potential budget
reductions.
ATTACHMENTS
Attachment No. 1 Potential Budget Reductions — March 9, 2015
tlJ6 1
Neil Garbe,
Chief Administrative Officer
Potential Budget Reductions - March 9, 2015
Item Current Proposed Savings Comments
Building fees Overhead Charge $97,200 $50,000 $47,200 Increase allocation of fire costs to Building Services
Stablize Recreation Program Revenue $99,900 $50,000 $49,900
Analyze revenue in 2015, reduce as appropriate in
2016
Adjustment to dependence on Hydro
Interest $100,000 $50,000 $50,000
Council operating contingency $50,000 $35,000 $15,000
Waste Management Advertising $22,000 $12,000 $10,000
Will result in the creation of an e-calendar version and
the generation of a limited number of paper copies of
the annual waste calendar and/or a reduction in clear
bag advertising.
Aurora Cultural Centre $387,000 $377,000 $10,000 Grant will be maintained at 2014 funding levels.
Historical Society $70,000 $67,500 $2,500 Grant increase is $2,500 less than requested.
Energy Cost increase $278,000 $268,000 $10,000
Will be absorbed within existing approved funding
levels.
N6 Shared Waste Management
Resource $10,000 $0 $10,000
Will be absorbed within existing approved funding
levels.
Library Requistion increase $103,100 $100,000 $3,100
Will invest less into 2015 Library Collections
Purchase.
Chamber of Commerce waiver of permit
fees $0 $0 $0
Reduction of Recycling Collection
Contract $10,000
General Inflationary pressures - general
reductions $75,700 $65,700 $10,000 Minimal impacts.
Total $227,700
Date: March 9, 2015
To: Mayor and Council
From: Tracy Pardue, Financial Analyst
Re: 2015 Operating Budget Binder Documents
Attached to this memo, you will find the following documents in regards to the 2015
Operating Budget.
1) Replacement Documents
a. Updated Attachment 5a to Report CFS15-003 which includes an additional FTE
in relation to the Heritage Curator which was approved by Council on July 29,
2014
b. Operating Budget Binder – Tab #3; Page 3-1 to 3-4
c. Operating Budget Binder – Tab #4; Page 4-1 to 4-3
d. Operating Budget Binder – Tab #5; Page 5-4 to 5-9
e. Operating Budget Binder – Tab #6; Page 6-43 to 6-58
Page 6-69 to 6-76
2) Additional Reference Documents
For your reference, we have included a Five Year Operating Budget History which
presents a summary of the Town’s historical operating expenditures for 2011, 2012 and
2013, as well as the approved budget for 2014 compared to the 2015 recommended
budget.
The updated Attachment 5a and Five Year Operating Budget History documents can both
be inserted into Tab #9 of your Operating Budget Binders.
MEMORANDUM Corporate &
Financial Services
Town of Aurora Attachment 5a
2015 Draft Operating Budget Impacts
CONVERTED AND NEW POSITIONS IN 2015 BUDGET
2015 Budget Requests
Full-Time
Net Cost Complement
2015 Base Full-Time Complement 207
Add: Heritage Curator*1
Revised 2015 Base Full-Time Complement 208
FULL-Time Staffing - Conversion Requests
Water & Tax Administrative Clerk 37,648 1
Position will be funded 90% from water and is costed for 6 months (33,883)
Plan Examiner / Inspector 51,238 1
Position will be funded 100% from Building Services and is costed for 6 months (51,238)
Youth Programer 39,268 1
Position will be funded 100% from the Tax Levy and costed for 6 months -
128,154$ (85,122)$
Net Full-Time 43,033$ 211
CONTRACT Staffing - Requests
Customer Service Representative 27,418$
Facility Bookings Administrator 18,971
Youth Leader - Climbing Wall 27,000
73,390$ -$
Net Part-Time 73,390$
Total Net 2015 Budget Requests 201,544$ (85,122)$ 116,422$
* Heritage Curator was approved by Council on July 29, 2014 via report PR14-036.
D o l l a r s
Gross Cost Offsets
Special General Committee Monday, March 9, 2015
Town of Aurora
Consolidation of Key Performance Indicators (KPI)
Corporate Level KPIs
Measure Results 2015
Target 2011 2012 2013 2014
Recreation Program Utilization Rates (%) 50 53 55 77 80
Prime Ice Time Rentals (%) 85 81 80 76 90
Square Meters of Indoor Recreational Facilities per
1,000 Residents (square meters) 860 850 845 841 840
Operating costs of providing Recreation Programs
per Town Resident ($’s) 4.15 3.88 3.88 - 3.90
Administrative Costs as a percentage of Overall
Budget (%) 11.7 10.9 10.9 10.4 10.5
Road Operating Cost per Lane KM ($’s) 8.17 8.39 9.05 8.43 8.50
Water Program Costs per Account ($’s) 786 870 866 912 920
Solid Waste Costs per Account ($’s) 95 97 90 92 92
Facility Cost per Square Meter ($’s) 90 97 103 100 105
Percentage of ‘House’ Building Permit Applications
Reviewed within Legislated Timeframes (%) 99 98 95 51 85
Percentage of Small Building Permit Applications
Reviewed within Legislated Timeframes (%) 100 100 89 71 85
Percentage of Large Building Permit Applications
Reviewed within Legislated Timeframes (%) 99 98 85 83 85
Sick Days per Year per Employee (Quantity) 5.64 6.14 6.19 6.12 5.00
Percentage of Total Full Time Employee Turnover
per year (%) 4.23 3.29 5.25 5.60 6.00
Special General Committee 2015 BUDGET Draft 1 Monday, March 9, 2015
3-1
Departmental Level KPIs
(Consolidated from Departmental Business Plans)
C.A.O. / Administrative Services
Measure
Results 2015
Target 2011 2012 2013 2014
Sick Days per year per employee (days) 5.64 6.14 6.19 6.12 5.0
Percentage of Total Full Time Employee Turnover
per year (%) 4.23 3.29 5.25 5.60 6.00
Number of FTEs per Human Resource Staff (FTEs) - 37.8 37.8 39.2 -
Time to Hire (Days) - 57.9 57.9 64.2 50.0*
Number of Health & Safety Issues (Quantity) - <10 <10 <10 <10
*2015 will be from Posting Close Date to Date of Offer Acceptance.
Legal & Legislative Services
Measure Results 2015
Target 2011 2012 2013 2014
Average number of business days to complete a
review of standard, non-complex By-Laws for form
and legislative compliance - - 5 5 5
Average number of business days to complete a
review of standard/routine procurement documents
prior to release of advertisement for bidding - - 5 5 5
Appropriate tracking of external legal expenses and
monitoring of external advocacy budget (including
OMB advocacy) - -
Within
budget
Within
budget
Stay within
2015
external
advocacy
budget
(including
OMB
advocacy)
Median number of working days to respond to and
commence processing of insurance claims from the
receipt of the claim
- - - 2 2
Median number of working days to respond to
internal request for records - - - 2 2
Median number of working days to prepare and post
minutes from a meeting - - - 3 3
Median number of working days to issue a purchase
order after completed requisition is received - - - 3 3
Special General Committee 2015 BUDGET Draft 1 Monday, March 9, 2015
3-2
Corporate Financial Services
Measure Results 2015
Target 2011 2012 2013 2014
Network Availability (%) 99.00 99.97 99.90 99.83 99.90
Planning & Development Services
Measure Results 2015
Target 2011 2012 2013 2014
Number of Hectares of Serviced Vacant
Employment Lands within the Municipality (Ha) - - 92.31 85.91 125.00
Percentage of 2031 Intensification Target
Constructed to Date (%) - - 27 30 30
Number of New Residential Units Constructed in
the Regional Corridor (Units) - - 96 5 50
Building, Bylaw & Customer Services
Measure Results 2015
Target 2011 2012 2013 2014
Percentage of ‘House’ Building Permit Applications
Reviewed within Legislated Timeframes (10 days)(%) 99 98 95 51 85
Percentage of Small Building Permit Applications
Reviewed within Legislated Timeframes (15 days)(%) 100 100 89 71 85
Percentage of Large Building Permit Applications
Reviewed within Legislated Timeframes (20 days)(%) 99 98 85 83 85
Infrastructure & Environmental Services
Measure
Results 2015
Target 2011 2012 2013 2014
Roads Program Cost per Resident ($) - 56.09 61.02 57.37 55.65
Facilities Program Cost per Resident ($) - 80.59 84.36 80.42 82.74
Solid Waste Program Cost per Resident ($) - 30.41 28.67 29.79 31.67
Fleet Program Cost per Resident ($) - 14.59 15.18 14.59 14.21
Special General Committee 2015 BUDGET Draft 1 Monday, March 9, 2015
3-3
Parks & Recreation Services
Measure
Results 2015
Target 2011 2012 2013 2014
Number of Annual Participant Hours for Special
Events (hours) - 371,000 371,000 417,400 -
Number of Annual Participant Hours for Registered
Programs (hours) - 194,061 194,061 206,934 -
Percentage of Fitness Membership Retention (%) - 60 60 48.56 65
Revenue per Fitness Member ($) - 217.44 217.44 113.91 225.00
Percentage of Registered Programs Operating at
Capacity (%) - 52.8 55 73 57
Percentage of Population Utilization of Registered
Programs (%) - - - 27 -
Special General Committee 2015 BUDGET Draft 1 Monday, March 9, 2015
3-4
TOWN OF AURORA
2015 BUSINESS PLAN AND BUDGET
Summary of Strategic Plan Initiatives
During 2012, Council approved the Town of Aurora Strategic Plan and a
Strategic Plan Actions and Measures Document. The Strategic Plan provides
direction to corporate plans, department plans, business plans, budget and
individual performance plans. As part of this, all new budget requests will include
a description of how the requested funding supports the implementation of the
Strategic Plan.
In each operating department’s Business Plan document their 2015 initiatives
that support the Town’s Strategic Plan have been identified and classified under
the appropriate Strategic Plan Goal.
The following provides a categorized listing of all 2015 identified initiatives by
Strategic Goal.
COMMUNITY GOAL: Supporting an exceptional quality of life for all
Description of Initiative Completion Date
CAO/Administration
Continued pursuit of obtaining Silver (Level 2)
Certification from Excellence Canada. Submit
certification application.
December, 2015
Creation of a more robust system of communications /
public engagement for Planning and other
consultations.
June, 2015
Strategic Plan Update. September, 2015
Organizational Review. December, 2015
Legal & Legislative Services
Draft work plan and clean-up of Town By-Laws to
assist with the future implementation of a Municipal
Code for the Town. Ongoing
Establish procedures/policy and bring forward a By-
Law for Council to allow the Town Clerk to officiate
wedding ceremonies. September, 2015
Corporate & Financial Services
Introduce multi-year budgeting and other budget
process changes to improve accountability, and
streamline budget preparation and review cycles.
November, 2015
Explore partnership opportunities for efficiency in
government with Newmarket for IT services. December, 2015
Enable Town website for e-commerce capability. March, 2015
Special General Committee 2015 BUDGET Draft 1 Monday, March 9, 2015
4-1
TOWN OF AURORA
2015 BUSINESS PLAN AND BUDGET
Summary of Strategic Plan Initiatives
Planning & Development Services
Preparation of a new Comprehensive Zoning Bylaw. June, 2015
Building/By-Law & Customer Service
Commence the development of a Customer
Experience Plan in support of Excellence Matters
initiative
2016
Commence a review the corporate mail process and
implement process improvements. March, 2016
Fire Services review and inspections on building code
matters – process improvements. Linked to service
level review. September, 2015
Zoning Bylaw Review December, 2015
Review and update ICI development agreements. December, 2015
Infrastructure & Environmental Services
Convert street lights to LED for energy savings.
Strategic Environmental Master Plan. December, 2015
Town Wide Stream Erosion Management Plan
Strategic Environmental Master Plan. December, 2015
Parks & Recreation Services
Public Art Policy. June, 2015
ECONOMY GOAL: Enabling a diverse, creative and resilient economy
Description of Initiative Completion Date
CAO/Administration
Creation of a Business Improvement Area in
Downtown Aurora. September, 2015
Conduct a comprehensive study to explore further
shared service and collaboration opportunities among
the N6 municipalities.
June, 2015
Development of a Tourism Strategy May, 2015
Legal & Legislative Services
Clarifying legal ownership of parking lot adjacent to
Temperance Street in order to facilitate the objectives
of the Promenade Study. September, 2015
Complete the update of the Town-owned land index. September, 2015
Corporate & Financial Services
Develop long term fiscal sustainability plan. January, 2016
Special General Committee 2015 BUDGET Draft 1 Monday, March 9, 2015
4-2
TOWN OF AURORA
2015 BUSINESS PLAN AND BUDGET
Summary of Strategic Plan Initiatives
Planning & Development Services
To complete detailed streetscape designs for the
Aurora Promenade. September, 2015
Building/By-Law & Customer Service
Temporary and Permanent Sign Bylaw Review. September, 2015
Parks & Recreation Services
Pricing Policy. December, 2015
NATURAL ENVIRONMENT GOAL: Supporting environmental stewardship
and sustainability
Description of Initiative Completion Date
Legal & Legislative Services
Continue to implement records & document
management plan (TRIM) phases 3 & 4. Ongoing
Purchase and implement a new e-agenda system
for Council and Committee meetings. January, 2016
Corporate & Financial Services
Implementation of paperless billings (e-billings) for
tax and water. January, 2016
Planning & Development Services
Preparation of Green/ Sustainable Development
Guidelines. June, 2015
Building/By-Law & Customer Services
Begin the development of a Septic Maintenance
Program as required by Building Code regulatory
changes.
March, 2016
Infrastructure & Environmental Services
Implement clear bags for household waste
SM4RT Living Plan. June, 2015
Parks & Recreation Services
Disposition of Vacant Buildings. September, 2015
Special General Committee 2015 BUDGET Draft 1 Monday, March 9, 2015
4-3
BUDGET DECISION UNIT BUSINESS CASE
Budget Decision Unit #: 1.1
Department: Building and Bylaw Services
Project / Initiative Title: New Full Time Building Plan Examiner / Inspector
Description:
Addition of one Full Time Building Inspector/Plans Examiner position.
Background:
General
Building Services processes building permit applications, bylaw permit applications (fill permits,
sign permits, pool fence enclosure permits), model home certification applications as well as
responds to the inspection requests related to these permits. The division responds to
complaints regarding construction and certain bylaw infractions. General enquiries about
construction, zoning and other related processes are also addressed.
Legislative Considerations
Much of the work that building services deals with is subject to provincial legislation (Ontario
Building Code) and municipal policies to ensure that work is carried out in a consistent and time-
predictive manner so as to meet the needs of homeowners, developers and others who require
these services. The Ontario Building Code (OBC) contains time frames related to permit
applications and inspection requests. Municipal policies state the required response times by
which complaints are to be addressed.
Key Performance Indicators
The Building Division has key performance indicators used to establish service levels. These key
performance indicators (KPI’s) are reported on for the purpose of Municipal Performance
Measurement Program (MPMP) reports. The KPI’s are derived from Ontario Building Code
(OBC) requirements regarding responses to building permit applications and inspection requests
as well as in-house policies regarding responses to complaints.
The OBC requires that building permit applications receive a response by issuing the permit or by
providing in writing the reasons why the permit cannot be issued within the time frame
corresponding to their class of permit. The OBC also states when notices of the completion of
certain construction stages are required to be provided to the municipality and the time frame
Special General Committee 2015 BUDGET Draft 1 Monday, March 9, 2015
5-4
(typically 2 days) by which the municipality must respond with an inspection being carried out.
Policies which contain time frames to address complaints also create KPI’s that Building Services
strive to achieve. Complaints received by Building Services are required to be acknowledged
within 1 business day, initially investigated within 2 days following the acknowledgement and
addressed (closed or prosecution commenced) within 6 months of receipt of the complaint.
Increased Workloads
A large section (2C lands) of the Town is under development with approximately 3,000 houses
being constructed over the next few years as well as approximately 500 houses to be
constructed (outside of 2C). Approximately 3 builders have started construction with another 12
awaiting approvals to begin. This will result in large batches of plans being submitted for plans
review which will need responses subject to the OBC prescribed time frames in order to meet the
development community needs and expectations. Permit issuance is a high priority for the
development community as well as the construction industry in general (DIYers, general
contractors etc). Following the issuance of this large number of permits will be the large number
of inspection requests to be addressed which are also subject to the required time frames. Plan
reviews and inspections are happening concurrently as there are subdivisions under full
construction at this time with more phases being reviewed and started almost monthly. While
these subdivisions constitute a large portion of our workload, there are residential infill and
commercial projects which must also be accommodated.
Building Services also provides investigation and resolution of complaints. Building Services
addresses complaints of working without a permit, zoning infractions, deviation from plans, illegal
secondary dwelling units and others. As our population grows and intensification through
secondary dwelling units continues, there is an expectation of increased numbers of complaints.
As workloads increase, absences due to illness, vacation and training become more difficult for
the team to absorb. The ability to operate seamlessly to the public will become more difficult.
Staff who are available to cover will already have heavy workloads and will have to accommodate
more requests for their time to address the issues that the absent staff member would normally
address.
Increased Complexities
The 2006 OBC and the 2012 OBC have introduced requirements around energy efficiency,
occupancy of certain residential buildings, accessibility, designer qualifications as well as
requiring new program development such as septic maintenance. These requirements have
significantly increased the complexity of plans review and inspection. To address these new
requirements requires a more intensive review of the plans and more intensive inspections to
ensure that municipal obligations and due diligence to enforce the code are being carried out.
This also requires a more complex process for application intake. The result of the increase in
complexity is that more time must be spent at the application, plans review and inspection stages
to ensure compliance.
Special General Committee 2015 BUDGET Draft 1 Monday, March 9, 2015
5-5
The 2012 OBC has also made changes to the existing requirements in both regulation and
structure. Sections of the code have been revamped with new code references and regulations
as well as some existing regulations being amended. This means that plans reviews and
inspections may take longer as staff have to absorb the changes and their impact.
Increased Quality
In response to community expectations, claims against the Town and the increased complexities
of the OBC, the Building Division has increased the quality of inspections. This has been derived
from the use of checklists, implementation of an improved computer system, clearer inspection
requirements, the introduction of the ICE (inspection, compliance and enforcement) program
whereby there are clearer processes and expectations with regards to obtaining compliance in a
timely fashion. There have also been changes in department structure including having a senior
plans examiner and a senior building inspector. Through these measures Building Services
strive to provide the quality of service that meets our community expectations. As workloads
increase the quality of the services provided will suffer as staff balance competing priorities in
order to meet required time frames. This may result in inspections and plans review that miss
issues that would otherwise be addressed. This may also result in potentially greater risk and
liability to the Town.
Conclusion
Building Services recommends that one plans examiner/building inspector be added to the staff
complement. As workloads increase it will become more difficult for Building Services to maintain
the level of service compared to the KPI’s. The quality of plans review and inspections as well as
addressing and resolving complaints may drop as staff try to stay on top of their workloads. The
pressure to respond in the expected time frame will increase due to the increased demand. This
may result in lower standards being applied, greater stress on staff which may lead to greater
sick time (further adding pressure), and a less cohesive team approach as there may be less
time to collaborate or seek team input. This may lead to a reduction in the quality of the service.
Adding a building inspector/plans examiner to the Building Services staff complement will aid in
ensuring that Building Services meets their legislative requirements, ensure that the proper
attention to detail is applied to appropriately address the complexities of plans review and
inspection and that community expectations are met as demands for service increase.
Building Services currently has 3 plans examiners/building inspectors, 1 senior plumbing
inspector, 1 senior building inspector and 1 senior plans examiner to address these
requirements.
Link to Strategic Plan:
The goal of supporting an exceptional quality of life for all through meeting the objective of
strengthening the fabric of our community is met by collaborating with the development
community to ensure future growth includes housing opportunities for everyone. The
development community as well as general contractors need to work with clear time frames to
ensure their sustainability. The community have expressed that time frames are important for
them to reach their goals. Their processes are tailored to OBC and municipal requirements
around time frames so they can plan the successful construction of subdivisions and other
Special General Committee 2015 BUDGET Draft 1 Monday, March 9, 2015
5-6
construction projects. Increasing the number of building inspector/plans examiners will allow
the division to be better able to meet the required time frames while maintaining a high level of
quality to ensure that developers', builders' and residents' expectations are met. Ensuring that
time frames are adhered to is an important component of the collaboration with the development
community. This allows the Town to meet the strategic objective of collaborating with the
development community with regards to future growth which supports the strategic goal of
supporting an exceptional quality of life for all.
Level of Service Impact:
The ability of the Building Division to respond to the OBC prescribed notices for inspection and
complete permit plans review within the required time frames will be affected as the increased
demand for services continues. As the Town grows, the number of complaints will increase. The
increase in workload together with the required comprehensiveness of plans reviews and
inspections will result in a reduction of service levels as staff struggle to keep up. Lower service
levels increase the Town’s risk and liability resulting from errors or omissions.
Staff aims to provide the highest level of service possible. The pressure to meet KPI’s and
service expectations of the development industry and residents will impact on the quality of that
service. The level of service impact will be reduced by increasing the number of plans
examiners/building inspectors allowing for attendance to sites in a timely fashion, better quality
enforcement (which is time consuming) and better coverage. These benefits will increase staff
work/life balance, job satisfaction and job engagement. Increasing the staff complement will
allow the town to maintain the high quality of inspections and investigations which may reduce
future liabilities and increase resident satisfaction of their decision to live in the Town of Aurora.
An increase in staffing will have a positive impact on Building Services’ ability to meet the KPI’s
associated with response times.
Special General Committee 2015 BUDGET Draft 1 Monday, March 9, 2015
5-7
Budget Impact ( Incremental Funding Need ):
Direct Impacts
2015 2016 2017 2018
Incremental Operational Requirement $51,238 $87,837 $87,837 $87,837
Less: Savings Achieved
Revenues ($51,238) ($87,837) ($87,837) ($87,837)
Net Incremental Direct Funding
Rqmts
$0
$0
$0
$0
Indirect Impacts
2015 2016 2017 2018
Required Internal Support Services:
☒ Information Technology
☐ Financial Services
☒ Human Resources
☒ Facility Services
☐ Legal Services
☐ Corporate Communications
Net Incremental All Funding Rqmts $0 $0 $0 $0
Consequences of not Funding:
Not approving this position may result in:
• reduced performance as noted in the MPMP reports
• inability to meet legislated time frames
• inability to meet residents and builders expectations resulting in more complaints
• lower quality inspections/investigations (issues may be missed due to staff trying to meet
workload demands)
• Increased risk of liability to the town (i.e. increased claims against the town from missed
technical items)
• increased frustration and stress on staff
• reduced job engagement by staff
Special General Committee 2015 BUDGET Draft 1 Monday, March 9, 2015
5-8
• negative impacts on job satisfaction
• reduced work/life balance for staff
Alternative Resolutions:
Alternatives to adding 1 FTE building inspector/plans examiner:
Maintain current staffing levels resulting in reduced service levels;
Contract the position requiring the difficult task of recruiting qualified, experienced staff on a
temporary basis;
Sharing a resource with other municipalities requiring agreements and may only partially
address the needs;
Paid overtime, as a temporary solution that would be difficult to maintain and may not fully
address the needs.
Special General Committee 2015 BUDGET Draft 1 Monday, March 9, 2015
5-9
TOWN OF AURORA
2015 BUSINESS PLAN AND BUDGET
Building and By-Law Services Department
About the Building and By-Law Services Department
The Building and By-law Services Department is responsible for public health
and safety, property protection and Corporate Customer Service.
Building Division
The Building division is responsible for the administration of the Ontario Building
Code ensuring minimum building standards are achieved for new buildings,
additions and renovations with reference to public health and safety, structural
sufficiency, fire protection, energy conservation, accessibility and water and
sewage protection. Qualified building officials review and inspect all construction
projects within the Town of Aurora as mandated for compliance with the Ontario
Building Code, the Town of Aurora Zoning By-law and other applicable
legislation.
Bylaw Services
The By-law Services division is responsible for promoting healthy, safe and
harmonious communities through education, investigation and resolution of by-
law related issues. The division’s goal is to achieve voluntary compliance with
Town by-laws and regulations through regular and consistent dialogue with
residents, the public and other stakeholders. At times, progressive enforcement
may be necessary to achieve compliance.
Customer Care Centre – “Access Aurora – Serving Our Community”
On November 1, 2013 the customer care centre known as Access Aurora
opened its counter and various service channels with a “We can Help” model .
The customer service team is staffed with a manager, four customer services
representatives (CSR’s) and the Town’s Accessibility Advisor. During the initial
launch Access Aurora demonstrated their value and resiliency in providing
Corporate and Community support through the challenges of the 2013 ice storm
followed by an extremely difficult winter. Access Aurora has become the hub of
corporate messaging and customer management. The development of Access
Aurora continues to expand as new services and applications come on board
such as Ping Street and “Where is my Plow”.
Special General Committee 2015 BUDGET Draft 1 Monday, March 9, 2015
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TOWN OF AURORA
2015 BUSINESS PLAN AND BUDGET
Building and By-Law Services Department
Services That We Provide
The Department has three major divisions:
Building Division
o Review and issuance of building permits
o Conducting on-site inspections
o Zoning by-law administration and interpretation
o Issuance and inspection of sign permits, pool enclosures and hot tubs
By-law Enforcement and Licensing Division:
o Parking control
o Property standards
o Clean yards
o Noise
o Business licensing, mobile and stationary
o Animal licensing and control
o Enforcement support for other Departments
Access Aurora
o Greet all visitors entering Town hall and provide way finding
assistance
o Single point of contact for general enquiries
o Corporate call centre for all service channels ie. phone calls, e-mails
o Cashiering and posting of payments
o Corporate mail sort and distribution
o Issuance of Lottery Licenses, Marriage Licenses, Death Registration
and Municipal Clearance for Liquor Licenses.
o Ensuring support for, and compliance with, the Accessibility for
Ontarians with Disabilities Act and the Ontarians with Disabilities Act
including the provision of accessible customer service
Special General Committee 2015 BUDGET Draft 1 Monday, March 9, 2015
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TOWN OF AURORA
2015 BUSINESS PLAN AND BUDGET
Building and By-Law Services Department
Departmental Initiatives that advance the Strategic Plan *
Fiscal Year: 2015
Strategic Plan Linkage Description of Initiative Completion
Date
Community Goal:
Strengthening the fabric of
our community.
Development of a Customer
Experience Plan in support of
Excellence Matters initiative
2016
Community Goal:
Strengthening the fabric of
our community.
Review corporate mail process and
implement process improvements Q1 2016
Community Goal:
Supporting an exceptional
quality of life for all.
Fire Services review and inspections
on building code matters – process
improvements. Linked to service level
review.
Q3 2015
Community Goal:
Strengthening the fabric of
our community.
Zoning Bylaw Review Q4 2015
Community Goal:
Strengthening the fabric of
our community.
Review and update ICI development
agreements. Q4 2015
Economy Goal:
Supporting small business
and encouraging a more
sustainable business
environment.
Temporary and Permanent Sign
Bylaw Review Q3 2015
Natural Environment Goal:
Encouraging stewardship of
natural resources.
Development of a Septic
Maintenance Program as required by
Building Code regulatory changes.
Q1 2016
Special General Committee 2015 BUDGET Draft 1 Monday, March 9, 2015
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TOWN OF AURORA
2015 BUSINESS PLAN AND BUDGET
Building and By-Law Services Department
Fiscal Year: 2016 – 2018 (subject to internal coordination with other
departments, and where applicable, subject to budget approval)
Strategic Plan Linkage Description of Initiative Completion
Date
Community Goal:
Strengthening the fabric of
our community.
Development of a Customer
Experience Plan in support of
Excellence Matters initiative
2016
Community Goal:
Supporting an exceptional
quality of life for all.
Mobile Devices for Inspections 2016
Community Goal:
Supporting an exceptional
quality of life for all.
Investigate, prioritize and implement
e-services ongoing
Community Goal:
Supporting an exceptional
quality of life for all.
Participate in the development of a
Municipal Code ongoing
Community Goal:
Supporting an exceptional
quality of life for all.
Continue to implement Accessibility
Plan ongoing
Community Goal and
Environmental:
Implement new Ontario Building
Code requirements ongoing
Community Goal:
Strengthening the fabric of
our community
Consider additional services and
phasing of customer service strategy ongoing
Community Goal:
Supporting an exceptional
quality of life for all.
Consider options for Animal Control
services including potential municipal
partnerships
2016
* Business plan goals and initiatives for outlook years contribute to departmental budget
planning for 2016-2018, but are subject to modification due to changing
corporate/departmental requirements, or to respond to other situations that may arise
beyond the current fiscal year.
Special General Committee 2015 BUDGET Draft 1 Monday, March 9, 2015
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TOWN OF AURORA
2015 BUSINESS PLAN AND BUDGET
Building and By-Law Services Department
Key Performance Measures
KPI: Building Permit Review for the Building Code Class ‘The House’
Link to the Strategic Plan: Community Objective - Strengthening the fabric of our
community
Objective: 10 day time period for the review of a complete building permit application
0
100
200
300
400
500
2011 2012 2013 2014
186 152
215
451
Total Building Permits
'The House'
0%
20%
40%
60%
80%
100%
2011 2012 2013 2014
99% 98% 95%
51%
% Building permits that met
Legislative requirements
'The House'
Special General Committee 2015 BUDGET Draft 1 Monday, March 9, 2015
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TOWN OF AURORA
2015 BUSINESS PLAN AND BUDGET
Building and By-Law Services Department
The Story Behind the Baseline
1. The division received 718 ‘House’ permit applications of which 451 were
considered ‘complete’ (applications submitted with all prescribed information and
approvals).
2. Building activity for 2C lands is underway with several builders seeking building
permits. At times we had multiple builders seeking permits at the same time with
high volumes of applications.
3. There was significant effort and resources assigned to certifying models which is
work not captured as applications but streamlines the process for future
applications.
4. Staff performs both plan review and inspections, both duties subject to legislated
timeframes. Under the building code construction may proceed if inspections are
not responded to within the timeframe. Therefore, at times, prioritizing work
based on risk is necessary.
5. The percentage of permits reviewed within the time period decreased but the
number of permits actually issued within time period increased (230 in 2014
versus 206 in 2013). Volumes of permits are considerably higher in 2014.
Partners (Internal and external)
1. Applicants and Owners
2. Developers, builders and designers
3. Internal stakeholders (IES, Planning, Legal, Finance)
Action Plan
1. Request for an additional staff resource in 2015.
2. Continue to communicate with the various builders and/or developers to discuss
their targets and timelines and prioritize work to meet their needs.
3. Continue to review internal processes to increase capacity of the inspection staff.
For example in 2014 pool inspections were transferred to Bylaw Officer.
4. Continue to explore efficiency opportunities such as mobile devices for
inspections.
Special General Committee 2015 BUDGET Draft 1 Monday, March 9, 2015
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TOWN OF AURORA
2015 BUSINESS PLAN AND BUDGET
Building and By-Law Services Department
KPI: Building Permit Review for the Building Code Class ‘Small Buildings’
Link to the Strategic Plan: Community Objective - Strengthening the fabric of our
community
Objective: 15 day time period for the review of a complete building permit application
0
2
4
6
8
10
12
14
2011 2012 2013 2014
4
8
9
14
Total Building Permits
'Small Buildings'
0%
20%
40%
60%
80%
100%
2011 2012 2013 2014
100% 100%
89%
71%
% Building permits that met
Legislative requirements
'Small Buildings'
Special General Committee 2015 BUDGET Draft 1 Monday, March 9, 2015
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TOWN OF AURORA
2015 BUSINESS PLAN AND BUDGET
Building and By-Law Services Department
The Story Behind the Baseline
1. The division received 30 ‘small building’ permit applications of which 14 were
considered ‘complete’ (applications submitted with all prescribed information and
approvals).
2. The percentage of permits issued within time-frame has decreased but the
number of permits issued within time-frame increased to 10 which is more than
the number of ‘complete’ applications received the previous year.
3. Volume of permit applications in all classes of buildings has increased and
balancing workload and priorities is challenging.
4. Staff performs both plan review and inspections, both duties subject to legislated
timeframes. Under the building code construction may proceed if inspections are
not responded to within the timeframe. Therefore, at times, prioritizing work
based on risk is necessary.
Partners (Internal and external)
1. Applicants and Owners
2. Developers, builders and designers
3. Central York Fire Services
4. Internal Stakeholders (IES, Planning, Legal, Finance)
Action Plan
1. Request for an additional staff resource in 2015.
2. Continue to communicate with the various builders and/or developers to discuss
their targets and timelines and prioritize work to meet their needs.
3. Continue to review internal processes to increase capacity of the inspection staff.
For example in 2014 pool inspections were transferred to Bylaw Officer.
4. Continue to explore efficiency opportunities such as mobile devices for
inspections.
Special General Committee 2015 BUDGET Draft 1 Monday, March 9, 2015
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TOWN OF AURORA
2015 BUSINESS PLAN AND BUDGET
Building and By-Law Services Department
KPI: Building Permit Review for the Building Code Class ‘Large Buildings’
Link to the Strategic Plan: Community Objective - Strengthening the fabric of our
community
Objective: 20 day time period for the review of a complete building permit application
0
20
40
60
80
100
2011 2012 2013 2014
70
44 46
84
Total Building Permits
'Large Buildings'
0%
20%
40%
60%
80%
100%
2011 2012 2013 2014
99% 98%
85% 83%
% Building permits that met
Legislative requirements
'Large Buildings'
Special General Committee 2015 BUDGET Draft 1 Monday, March 9, 2015
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TOWN OF AURORA
2015 BUSINESS PLAN AND BUDGET
Building and By-Law Services Department
The Story Behind the Baseline
1. The division received 175 ‘large building’ permit applications of which 84 were
considered ‘complete’ (applications submitted with all prescribed information and
approvals).
2. The percentage of permits reviewed in time-frame decreased but the number of
permits issued within time frame increase to 70 compared to 40 the previous
year.
3. Volume of permit applications in all classes of buildings has increased and
balancing workload and priorities is challenging.
4. Staff performs both plan review and inspections, both duties subject to legislated
timeframes. Under the building code construction may proceed if inspections are
not responded to within the timeframe. Therefore, at times, prioritizing work
based on risk is necessary.
Partners (Internal and external)
1. Applicants and Owners
2. Developers, builders and designers
3. Central York Fire Services
4. Internal Stakeholders (IES, Planning, Legal, Finance)
Action Plan
1. Request for an additional staff resource in 2015.
2. Continue to communicate with the various builders and/or developers to discuss
their targets and timelines and prioritize work to meet their needs.
3. Continue to review internal processes to increase capacity of the inspection staff.
For example in 2014 pool inspections were transferred to Bylaw Officer.
4. Continue to explore efficiency opportunities such as mobile devices for
inspections.
Special General Committee 2015 BUDGET Draft 1 Monday, March 9, 2015
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TOWN OF AURORA
2015 BUSINESS PLAN AND BUDGET
Building and By-Law Services Department
Departmental Organization
The department has four functional divisions through which it delivers its
services. Each of these divisions are headed by a manager reporting to the
Director.
Total: 27 FTEs
Building & Bylaw Services
Director's Office
( 2 FTEs )
Building Services
( 6 FTEs )
Code Review &
Inspections
( 7 FTEs )
Bylaw Services
(6 FTEs )
Customer Service
(6 FTEs)
Building
Code
Review &
Inspections
Building
Code
Enforcemen
t
Bylaw
Enforcement
Licensing
Parking
Control
Animal
Control
Permit
Application
Zoning
Interpretation
& Review
Permit
Issuance
Collection of
Development
Fees
Customer
Care Centre
Cashiering
Accessibility
Support
Lottery and
marriage
licenses,
death
registration
Corporate
mail
distribution
Special General Committee 2015 BUDGET Draft 1 Monday, March 9, 2015
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TOWN OF AURORA
2015 BUSINESS PLAN AND BUDGET
Building and By-Law Services Department
2015 Budget Highlights:
Personnel Costs 2,513.4 2,826.6 2,710.1 2,972.1 3,215.0 3,382.0 3,504.6
Other Expenditures 705.0 983.0 1,145.5 1,045.9 1,343.2 1,093.8 940.2
Total Expenditures 3,218.4 3,809.6 3,855.6 4,017.9 4,558.2 4,475.8 4,444.8
External Revenue (1,200.4) (2,296.4) (2,729.1) (2,661.9) (3,052.0) (2,855.0) (1,855.1)
Transfer From Reserve (893.6) (256.9) - - - - (894.2)
Total Revenue (2,093.9) (2,553.2) (2,729.1) (2,661.9) (3,052.0) (2,855.0) (2,749.3)
Net 1,124.4 1,256.4 1,126.5 1,356.1 1,506.3 1,620.9 1,695.5
Change from 2014 Budget 7.9% Unfavorable
Change from 2015 Approved Outlook: 0.7% Unfavorable
2016
Outlook
2017
Outlook
2018
Outlook
2013
Actual
2014
Forecast
(as of Oct. 31)
2014
Budget
(adjusted)
2015
Draft
Budget
Total
Building & By-law
Services
Personnel Costs 1,401.3 1,634.6 1,548.8 1,718.8 1,812.1 1,871.1 1,925.6
Other Expenditures 442.5 583.2 865.4 651.2 940.9 683.9 523.7
Total Expenditures 1,843.8 2,217.7 2,414.2 2,370.0 2,753.0 2,555.0 2,449.2
External Revenue (950.2) (1,960.9) (2,414.2) (2,370.0) (2,753.0) (2,555.0) (1,555.0)
Transfer From Reserve (893.6) (256.9) - - - - (894.2)
Total Revenue (1,843.8) (2,217.7) (2,414.2) (2,370.0) (2,753.0) (2,555.0) (2,449.2)
Net (0.0) 0.0 (0.0) (0.0) (0.0) - 0.0
2016
Outlook
2017
Outlook
2018
OutlookBuilding Services 2013
Actual
2014
Budget
(adjusted)
2014
Forecast
(as of Oct. 31)
2015
Draft
Budget
Personnel Costs 1,112.1 1,192.0 1,161.3 1,253.3 1,402.8 1,510.9 1,579.0
Other Expenditures 262.5 399.9 280.1 394.7 402.4 410.0 416.6
Total Expenditures 1,374.6 1,591.9 1,441.4 1,647.9 1,805.2 1,920.8 1,995.6
External Revenue (250.2) (335.5) (314.9) (291.9) (299.0) (300.0) (300.1)
Total Revenue (250.2) (335.5) (314.9) (291.9) (299.0) (300.0) (300.1)
Net 1,124.4 1,256.4 1,126.5 1,356.1 1,506.3 1,620.9 1,695.5
Change from 2014 Budget 7.9% Unfavorable
Total
By-law & Customer
Services
2013
Actual
2014
Budget
(adjusted)
2014
Forecast
(as of Oct. 31)
2015
Draft
Budget
2016
Outlook
2017
Outlook
2018
Outlook
Special General Committee 2015 BUDGET Draft 1 Monday, March 9, 2015
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TOWN OF AURORA
2015 BUSINESS PLAN AND BUDGET
Building and By-Law Services Department
The overall departmental costs and revenues are as follows:
$ %
Personnel Costs 2,513.4 2,826.6 2,710.1 2,972.1 (145.4) (5.1%)
Other Costs:
Animal Control Contract 206.8 220.0 217.6 224.5 (4.5) (2.0%)
Manditory & Other Courses 11.6 17.7 15.1 18.0 (0.3) (1.8%)
Mileage, Vehicle Repairs & Supplies 23.9 12.3 13.0 15.8 (3.6) (29.0%)
Accessibility Costs 23.1 25.0 20.7 25.0 - -
Office Supplies/Equipment 13.4 14.2 11.0 14.0 0.2 1.4%
Consulting 2.5 9.0 8.9 9.0 - -
Clothing Allowance 5.9 8.5 7.1 8.0 0.5 5.9%
By-law Property Improvement 0.6 1.0 0.6 1.0 - -
All Other Controllable Expenditures 18.5 148.8 325.0 301.2 (152.4) (102.4%)
Total Controllable Expenses 306.4 456.4 618.9 616.5 (160.0) (35.1%)
Allocation of Costs from Other Depts. 398.6 526.6 526.6 429.4 97.2 18.5%
Total Other Costs 705.0 983.0 1,145.5 1,045.9 (62.8) (6.4%)
Total Expenditures 3,218.4 3,809.6 3,855.6 4,017.9 (208.3) (5.5%)
Revenues:
Building Permits (903.7) (1,904.5) (2,386.0) (2,300.0) 395.5 20.8%
All Other Building Revenues (85.1) (136.9) (64.1) (142.0) 5.1 3.8%
By-law Revenues (211.5) (255.0) (279.0) (219.9) (35.2) (13.8%)
All Other Revenues (1,200.4) (2,296.4) (2,729.1) (2,661.9) 365.5 15.9%
Transfer from Building '124' Reserve (893.6) (256.9) - - (256.9) 100.0%
Total Revenues (2,093.9) (2,553.2) (2,729.1) (2,661.9) 108.6 4.3%
Net 1,124.4 1,256.4 1,126.5 1,356.1 (99.7) (7.9%)
Building & By-law Services Fav / (UnFav)
2015 Budget vs
2014 Budget2013
Actual
2014
Forecast
(as of Oct. 31)
2014
Budget
(adjusted)
2015
Draft
Budget
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TOWN OF AURORA
2015 BUSINESS PLAN AND BUDGET
Building and By-Law Services Department
Budget Breakdown by Town Service
FTEs $'s
Code Review 7.66 856.8 327.7 (1,184.5) 0.0 7.66 0.0 7.66 0.0 7.66 0.0
Inspections 5.36 494.3 229.3 (837.1) (113.5) 5.36 (116.2) 5.36 (119.3) 5.36 (122.6)
Zoning Interpretation & Review 2.20 254.3 94.1 (348.4) (0.0) 2.20 0.0 2.20 (0.0) 2.20 (0.0)
Bylaw Enforcement 4.27 614.5 250.8 (215.0) 650.3 5.27 695.5 7.27 764.2 7.27 813.1
Licensing 2.37 208.2 11.3 (43.9) 175.7 2.37 182.6 2.37 190.0 2.37 200.1
Access Aurora 6.14 544.1 132.5 (33.0) 643.6 7.14 744.4 7.14 785.9 7.14 804.7
28.00 2,972.1 1,045.9 (2,661.9) 1,356.1 30.00 1,506.3 32.00 1,620.9 32.00 1,695.5
2016 2017 2018
FTEsSERVICE
IMPACT
2015
SERVICE
IMPACTFTEs NET
OPERATING
SERVICE
IMPACT
NET
OPERATING
SERVICE PERSONNEL OTHER
OPERATING REVENUE NET
OPERATING
NET
OPERATING
SERVICE
IMPACTFTEs
Special General Committee 2015 BUDGET Draft 1 Monday, March 9, 2015
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TOWN OF AURORA
2015 BUSINESS PLAN AND BUDGET
Building and By-Law Services Department
The above graphic illustrates the Building and By-law Services (BBS)
Department’s historical and planned net operating budget requirements. The
2013 amount reflects the department’s final net operating expenditures for that
year. The amount presented for 2014 is the department’s approved net
operating budget for the year. And, the figures presented for 2015 to 2018 are
the department’s projected net resource requirements for those years. The
identified changes between fiscal years reflect the change in net operating
requirements from the year presented versus the previou s year’s net financial
resource need.
In general, the presented trend of increasing net operating resource needs is
predominantly driven by inflationary pressures such as growing salary and
benefit costs; as well as, maintaining existing service levels in an environment of
a growing client base both externally and internally. The BBS Department’s
proposed net operating budget increases for 2015 to 2018 represent a tax
pressure of 0.03%, 0.04%, 0.03% and 0.02%, respectively.
BBS’ 2015 net operating budget pressures are presented in more detail under
the following Key Financial Pressure(s) section of this report.
-
200.0
400.0
600.0
800.0
1,000.0
1,200.0
1,400.0
1,600.0
1,800.0
2013 Final 2014
Budget
2015 2016 2017 2018
9.5% 7.9%
11.1%
7.6% 4.6%
Net Operating Budget Requirement
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TOWN OF AURORA
2015 BUSINESS PLAN AND BUDGET
Building and By-Law Services Department
Key Financial Pressure(s):
Pressure Pressure
Category1 Description Amount
($000’s)
NEW Building Plan
Examiner Inspector
Decision
Unit #1.1
Proposal to create a new full time
position to be funded 100% by
Building Services Revenues
$ 0.0
NEW Customer Service
Representative (CSR)
Decision
Unit #1.2
Proposal to create a new part
time CSR position 27.4
Annualization of
Licensing & Court
Administrator
Notable
Incremental requirement in
relation to the recognition of a full
12 months’ worth of salary for
2014 approved position
58.1
Salary related COLA &
Step Increases Other
Incremental cost of living
allowance & step increases in
relation to existing positions
14.2
Total $ 99.7
Note(s):
1) Pressure categories:
a. Decision Unit: Represents a financial pressure where a decision
point is possible.
b. Notable: Represents a financial pressure which is notable, but no
decision point is possible.
c. Other: Represents any other pressures that do not fall under one
of the above two categories.
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TOWN OF AURORA
2015 BUSINESS PLAN AND BUDGET
Parks and Recreation Services Department
About the Parks and Recreation Services Department
The Parks and Recreation Services Department is responsible for the planning,
development, general/financial management and administration of Parks and
Recreation. We oversee planning, construction and maintenance of parks, as
well as development and delivery of community and heritage programs to
enhance and improve the quality of life of Aurora residents through participation
in recreation programs and use of recreation facilities and active/passive green
spaces.
The Parks and Recreation Services Department provides essential public
services which ensure a high quality of both natural and urban environments and
promote a healthy, satisfying lifestyle for all Aurora citizens. Parks and open
spaces, recreational facilities, sports, fitness, creative and social programs are all
managed with the aim of encouraging the greatest possible public participation in
fitness and leisure.
Services That We Provide
The Parks and Recreation Services Department delivers a wide range of
programs and services primarily focused on the following areas:
1) Parks and Recreation Services Administration
2) Parks and Open Spaces and Trails
3) Recreational Programming and Community Development Initiatives
4) Business Support Services
5) Cultural Services
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TOWN OF AURORA
2015 BUSINESS PLAN AND BUDGET
Parks and Recreation Services Department
Departmental Initiatives that advance the Strategic Plan
Fiscal Year: 2015
Strategic Plan Linkage Description of Initiative
Anticipated
Completion
Date
Community Goal:
Supporting an exceptional
quality of life for all
Public Art Policy Q2
Economy Goal:
Enabling a diverse, creative and
resilient economy
Pricing Policy Q4
Natural Environment Goal:
Supporting environmental
stewardship and sustainability
Disposition of Vacant Buildings Q3
Fiscal Year: 2016 – 2018*
Strategic Plan Linkage Description of Initiative
Community Goal:
Supporting an exceptional
quality of life for all
Historical Collection - Next Steps
New Recreation Complex Design
New Recreation Complex Construction
Economy Goal:
Enabling a diverse, creative and
resilient economy
Parks and Recreation Master Plan
Trails Master Plan Review
Cultural Master Plan Review
Natural Environment Goal:
Supporting environmental
stewardship and sustainability
Wildlife Park Phase I Construction
Wildlife Park Phase II Construction
Wildlife Park Phase III Construction
* Business plan goals and initiatives for outlook years contribute to departmental budget
planning for 2016-2018, but are subject to modification due to changing corporate /
departmental requirements, budget approval, or to respond to other situations that may arise
beyond the current fiscal year.
Special General Committee 2015 BUDGET Draft 1 Monday, March 9, 2015
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TOWN OF AURORA
2015 BUSINESS PLAN AND BUDGET
Parks and Recreation Services Department
Key Performance Measures
Measure 2012
Result
2013
Result
2014
Target
2014
Result
2015
Target
# Participant hours
special events
(annually)-based on
MPMP stats
371,000 371,000 417,400
# Participant hours
registered programs
(annually)-based on
MPMP stats
194,061 194,061 206,934
% of Membership
retention (Fitness)
60 60 60 48.56 65
Revenue per Fitness
Member
217.44 217.44 217.44 113.91 225.00
% registered program
capacity used
52.8 55.0 55.0 73 57.0
% of population
utilization of registered
program
n/a n/a n/a 27
Special General Committee 2015 BUDGET Draft 1 Monday, March 9, 2015
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TOWN OF AURORA
2015 BUSINESS PLAN AND BUDGET
Parks and Recreation Services Department
Departmental Organization
The department has four functional divisions through which it delivers its
services. Each of these divisions are headed by a manager reporting to the
Director.
Total: 47.5 FTE
Parks & Recreation
Director's Office
( 3 FTEs )
Manager, Parks and
Open Spaces
( 17.5 FTEs )
Manager, Recreation
Programming
( 17 FTEs )
Manager, Business
Support
(10 FTE)
Parks Management Recreation
Programming,
Registration &
Reception
Fitness
Culture / Special
Events
Facilities Booking &
Advertising
Special General Committee 2015 BUDGET Draft 1 Monday, March 9, 2015
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TOWN OF AURORA
2015 BUSINESS PLAN AND BUDGET
Parks and Recreation Services Department
2015 Budget Highlights:
Personnel Costs 5,688.2 6,068.7 6,029.3 6,308.3 6,707.8 7,003.3 7,223.2
Other Expenditures 2,199.1 1,995.9 2,872.7 2,012.6 2,156.9 2,136.8 2,141.1
Total Expenditures 7,887.4 8,064.5 8,902.0 8,320.9 8,864.7 9,140.0 9,364.3
Revenues (5,350.7) (5,553.0) (5,859.0) (5,423.0) (5,494.5) (5,474.5) (5,450.8)
Net 2,536.6 2,511.6 3,042.9 2,897.9 3,370.2 3,665.6 3,913.5
Change from 2014 Budget 15.4% Unfavorable
Change from 2015 Approved Outlook: (1.1%) Favorable
Total Parks & Recreation
Services
2013
Actual
2014
Actual
(est.)
2014
Budget
(adjusted)
2015
Draft
Budget
2016
Outlook
2017
Outlook
2018
Outlook
The overall departmental costs and revenues are as follows:
$ %
Personnel Costs 5,688.2 6,068.7 6,029.3 6,308.3 (239.7) (3.9%)
Other Costs:
Contracts
Cultural Services 375.9 377.0 377.0 377.0 - -
Community Programs 357.1 195.6 389.7 186.1 9.5 4.9%
Special Events 99.2 103.8 91.0 112.6 (8.8) (8.4%)
Grass Cutting 26.2 35.0 30.9 35.0 - -
Shrub Bed Maintenance 58.5 100.0 98.3 100.0 - -
Arboricultural Services 58.5 60.0 60.9 60.0 - -
Other 50.2 76.1 67.4 105.6 (29.5) (38.8%)
Operating Materials & Supplies
Park Maintenance Materials 174.9 200.5 202.9 206.0 (5.5) (2.7%)
Program Materials 46.6 39.3 34.8 44.2 (4.9) (12.5%)
Other 5.8 6.4 3.1 6.4 (0.0) (0.0%)
Park Operation Utilities (incl. water) 196.3 200.0 200.0 200.0 - -
Soccer Bubble Reality Taxes 49.1 55.3 49.4 56.3 (1.0) (1.8%)
Security 36.3 35.0 34.9 35.0 - -
Purchase of Trees 51.7 50.0 94.3 50.0 4.1 6.7%
Printing - Advertising 67.5 60.5 44.8 56.5 13.1 59.6%
Courses & Seminars 9.3 22.0 10.8 8.9 6.2 1.6%
All Other Expenses 535.9 379.4 1,082.6 373.2 6.2 1.6%
Total Other Costs 2,199.1 1,995.9 2,872.7 2,012.6 (16.7) (0.8%)
Total Expenditures 7,887.4 8,064.5 8,902.0 8,320.9 (256.4) (3.2%)
Revenues:
Community Program Revenues (2,458.0) (2,628.9) (2,194.9) (2,604.0) (24.9) (0.9%)
Facility Driven Revenues (2,118.9) (2,155.6) (2,169.7) (2,097.3) (58.3) (2.7%)
Parks Dev DC Revenues (208.2) (177.0) (177.0) (160.6)
All Other Revenue (565.6) (591.5) (1,317.4) (561.1) (30.4) (5.1%)
Total Revenue (5,350.7) (5,553.0) (5,859.0) (5,423.0) (129.9) (2.3%)
Net 2,536.6 2,511.6 3,042.9 2,897.9 (386.3) (15.4%)
2015
Draft
Budget
2015 Budget vs
2014 Budget
Fav / (UnFav)
2014
Budget
(adjusted)
Total Parks & Recreation
Services
2014
Forecast
(as of Oct. 31)
2013
Actual
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2015 BUSINESS PLAN AND BUDGET
Parks and Recreation Services Department
Budget Breakdown by Town Service
FTEs $'s
Recreation Programming,
Registration & Reception 21.79 2,986.5 436.0 (2,084.5) 1,338.0 22.79 1,617.2 22.79 1,702.5 23.79 1,804.8
Fitness 2.51 530.2 29.9 (520.0) 40.1 2.51 50.4 2.51 64.9 2.51 80.2
Culture/ Special Events 3.42 429.4 608.1 (154.3) 883.2 3.42 901.7 3.42 917.3 3.42 932.0
Facilities Booking & Advertising 2.55 239.4 8.8 (2,096.8) (1,848.7) 3.55 (1,833.4) 3.55 (1,811.4) 3.55 (1,800.5)
Parks Management 18.23 2,122.9 929.8 (567.5) 2,485.3 19.73 2,634.4 20.73 2,792.2 20.73 2,897.0
48.50 6,308.3 2,012.6 (5,423.0) 2,897.9 52.00 3,370.3 53.00 3,665.6 54.00 3,913.5
SERVICE PERSONNEL OTHER
OPERATING REVENUE NET
OPERATING
NET
OPERATING
SERVICE
IMPACT
2016 2017 2018
NET
OPERATING
SERVICE
IMPACTFTEs FTEs FTEs NET
OPERATING
SERVICE
IMPACT
2015
SERVICE
IMPACT
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2015 BUSINESS PLAN AND BUDGET
Parks and Recreation Services Department
The above graphic illustrates the Parks & Recreation Services (PRS)
Department’s historical and planned net operating budget requirements. The
2013 amount reflects the department’s final net operating expenditures for that
year. The amount presented for 2014 is PRS’ approved net operating budget for
the year. And, the figures presented for 2015 to 2018 are the department’s
projected net resource requirements for those years. The identified changes
between fiscal years reflect the change in net operating requirements from the
year presented versus the previous year’s net financial resource need.
In general, the presented trend of increasing net operating resource needs is
predominantly driven by inflationary pressures such as growing salary and
benefit costs, increased operating material costs; as well as, maintaining existing
service levels in an environment of a growing client base both externally and
internally. The PRS Department’s proposed net operating budget increases for
2015 to 2018 represent a tax pressure of 1.09%, 1.23%, 0.73% and 0.81%,
respectively. PRS’ 2015 net operating budget pressures are presented in more
detail under the following Key Financial Pressure(s) section of this report.
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2015 BUSINESS PLAN AND BUDGET
Parks and Recreation Services Department
Key Financial Pressure(s):
Pressure Pressure
Category1 Description Amount
Annualization of
previously approved
positions
Other
Special Events Assistant
Heritage Curator
147,800
Facility Booking
Administrator
Decision
Unit ( 1.4 )
Proposal to add a new PT
position
19,000
Youth Room Climbing
Wall Staff
Decision
Unit (1.5)
Proposal to add a new PT
position
27,000
Youth Programmer Decision
Unit (1.6)
Proposal to add a new FT
position
39,300
Special Events Revenue
Increase
Decision
Unit (2.6)
Proposal to increase Ribfest
Event Revenues
30,000
Recreation Program
Revenue Decreases Notable
Decrease in planned recreation
program revenues as a result of
budget correction
99,900
Minor Variances Other 23,300
Total $ 386,300
Note(s):
1) Pressure categories:
a. Decision Unit: Represents a financial pressure where a decision
point is possible.
b. Notable: Represents a financial pressure which is notable, but no
decision point is possible.
c. Other: Represents any other pressures that do not fall under one
of the above two categories.
Special General Committee 2015 BUDGET Draft 1 Monday, March 9, 2015
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Revised March 4, 2015
Town of Aurora - Five Year Operating Budget History
DEPARTMENTAL TOTAL NET BUDGETS
Mayor & Council
Chief Administrative Officer
Legal & Legislative Services
Corporate & Financial Services
Corporate Revenue & Expense
Building / Bylaw & Customer Services
Planning & Development Services
Infrastructure & Environmental Services
Parks & Recreation
Total Departmental Budgets
Plus: Fire Services
Plus: Library
Net before Tax Levy
Tax Levy
Net
SUMMARIZED AS FOLLOWS:
Total Departmental Costs
Total Departmental Revenues
Net Departmental Budgets
Plus Fire Services & Library
Budget before Tax Levy
Tax Levy
Net
2011
2012 Act vs 2011 Act
2012
2013 Act vs 2012 Act
2013
2014 Bud vs 2013 Act
2014
2015 Bud vs 2014 Bud
2015
Actual
Actual
Actual
Approved
Proposed
Dollars
Percent
Dollars
Percent
Dollars
Percent
Budget
Dollars
Percent
Budget
Fav / (UnFav)
Fav / (UnFav)
Fav / (UnFav)
Fav / (UnFav)
537,029
(3,075) (1 96)
540,104
(17,024) (3 %)
557,128
(62,505) (11 %)
619,633
(8,000) (1 %)
627,633
1,545,530
(3,409) (051.)
1,548,939
(266,664) (17%)
1,815,603
(78,979) (4T.)
1,894,582
(13,752) (1 /0)
1,908,334
2,484,157
452,506 18 %
2,031,651
(4,108) (0 %)
2,035,759
(337,453) (17 %)
2,373,212
(91,873) (4%)
2,465,085
2,084,197
(304,608) (15 %)
2,388,805
(214,412) (9 %)
2,603,217
(249,353) (10 %)
2,852,570
(234,031) (8 %)
3,086,601
(606,722)
(406,278) (67 %)
(200,444)
681,509 340 %
(881,953)
(722,974) (82 %)
(158,979)
(468,525) (295 %)
309,546
931,549
(145,881) (16%)
1,077,430
(174,492) (16%)
1,251,922
(4,481) (0%)
1,256,403
(99,678) (8%)
1,356,081
311,111
(172,599) (55 %)
483,710
89,624 19 %
394,086
(26,626) (7 %)
420,712
(110,257) (26 %)
530,969
9,586,094
(720,151) (8 %)
10,306,245
(656,623) (6 %)
10,962,868
163,641 1 %
10,799,227
(763,559) (7 %)
11,562,786
2,330,535
89,890 4%
2,240,645
(290,117) (13%)
2,530,762
19,199 1 %
2,511,563
(386,318) (15%)
2,897,881
19,203,480
(1,213,605) (6 %)
20,417,085
(852,307) (4 %)
21,269,392
(1,299,531) (6 %)
22,568,923
(2,175,993) (10 %)
24,744,916
7,264,829
(714,273) (10 %)
7,979,102
(453,865) (6 %)
8,432,967
(381,633) (5 %)
8,814,600
(462,900) (5 %)
9,277,500
2,991,609
(128,129) (4%)
3,119,738
(193,746) (6%)
3,313,484
(125,695) (4%)
3,439,179
(103,108) (3%)
3,542,287
29,459,918
(2,056,007) (7 %)
31,515,925
(1,499,918) (5 %)
33,015,843
(1,806,859) (5 9b)
34,822,702
(2,742,001) (8 %)
37,564,703
(29,459,918)
2,056,007 7 %
(31,515,925)
1,499,918 5 %
(33,015,843)
1,806,859 5 %
(34,822,702)
782,111 2 %
(35,604,813)
-
-
-
-
(1,959,890)
2011
Actual
2012 Act vs 2011 Act
2012
Actual
2013 Act vs 2012 Act
2013
Actual
2014 Bud vs 2013 Act
2014
Budget
2015 Bud vs 2014 Bud
2015
Budget
Dollars
Percent
Dollars
Percent
Dollars
Percent
Dollars
Percent
Fav / (UnFav)
Fav / (UnFav)
Fav / (UnFav)
Fav / (UnFav)
38,251,094
(19,047,614)
(120,787) (0%)
(1,092,818) (6 %)
38,371,881
(17,954,796)
(1,482,719) (4%)
630,412 4%
39,854,600
(18,585,208)
(1,520,102) (4%)
220,571 1 %
41,374,702
(18,805,779)
(2,191,857) (5%)
15,864 0%
43,566,559
(18,821,643)
19,203,480
10,256,438
(1,213,605) (6%)
(842,402) (8 %)
20,417,085
11,098,840
(852,307) (490)
(647,611) (6 %)
21,269,392
11,746,451
(1,299,531) (60/.)
(507,328) (4 %)
22,568,923
12,253,779
(2,175,993) (10%)
(566,008) (5 %)
24,744,916
12,819,787
29,459,918
(29,459,918)
(2,056,007) (791.)
2,056,007 7 %
31,515,925
(31,516,925)
(1,499,918) (5 %)
1,499,918 5 %
33,015,843
(33,015,843)
(1,806,859) (5 %)
1,806,859 5 %
34,822,702
(34,822,702)
(2,742,001) (8 %)
782,111 2 %
37,564,703
(35,604,8E13)
-
-
-
-
1,959,890
Revised March 4, 2015
Town of Aurora - Five Year Operating Budget History
TOTAL DEPARTMENTAL EXPENDITURES
and VARIANCES:
Mayor & Council
Chief Administrative Officer
Legal & Legislative Services
Corporate & Financial Services
Corporate Revenue & Expense
Building / Bylaw & Customer Services
Planning & Development Services
Infrastructure & Environmental Services
Parks & Recreation
TOTAL DEPARTMENTAL COSTS
Made Up Of:
Salaries
OMERS
Other Benefits
Utilities
Fuel Costs
Operating Materials
Contracts
Solid Waste Collection Contracts
Recycling Contract
Equipment Service Contract,,
Animal Control Contract
Consulting
Advertising
External Legal Cost:
Building & Equipment Repair & Mtce
Corporate Insurance
Trees & Shrubs Maintenance
Software Licenses & Maintenance
Capital Loan Repayment:
Trans to Capital
Trans to Reserves
Tax Write -Off
All Other
TOTAL DEPARTMENTAL COSTS
2011
2012 Act vs 2011 Act
2012
2013 Act vs 2012 Act
2013
2014 Bud vs 2013 Act
2014
2016 Bud vs 2014 Bud
2015
Actual
Actual
Actual
Approved
Proposed
Dollars
Percent
Dollars
Percent
Dollars
Percent
Budget
Dollars
Percent
Budget
Fav / (UnFav)
Fav / (UnFav)
Fav / (UnFav)
Fav / (UnFav)
539,654
(12,050) (2 %)
551,704
(9,024) (2 %)
560,728
(63,905) (11 %)
624,633
(8,000) (190)
632,633
1,545,530
(3,409) (0 %)
1,548,939
(266,861) (17 %)
1,815,800
(78,782) (4 %)
1,894,582
13,752 ( ) (1 %)
1,908,334
2,802,250
731,426 26 %
2,070,824
(39,504) (2 %)
2,1 10,328
(571,425) (27 %)
2,681,753
25,992 1 %
2,655,761
2,226,433
(295,790) (13 %)
2,522,223
(204,104) (8 %)
2,726,327
(245,243) (9 %)
2,971,570
(244,031) (8 %)
3,215,601
7,951,445
69,296 1 %
7,882,149
255,194 3 %
7,626,955
229,172 3 %
7,397,783
(631,481) (9%)
8,029,264
3,038,681
(107,444) (4 %)
3,146,125
(229,326) (7 %)
3,375,451
(434,194) (13 %)
3,809,645
(208,286) (5 %)
4,017,931
1,724,223
(74,082) (4%)
1,798,305
(25,905) (1 %)
1,824,210
(174,432) (10%)
1,998,642
(42,787) (2%)
2,041,429
10,847,379
(440,745) (4 %)
11,288,124
(645,194) (6%)
11,933,318
1,772 0%
11,931,546
(813,139) (7%)
12,744,685
7,575,499
12,011 0 %
7,563,488
(317,995) (4 %)
7,881,483
(183,065) (2 %)
8,064,548
(256,373) (3 %)
8,320,921
38,251,094
(120,787) (00/)
38,371,881
1 (1,482,719) (4%)
39,854,600
(1,520,102) (4%)
41,374,702
(2,191,857) (5%)
43,566,559
14,766,814
(309,569) (2 %)
15,076,383
(855,679) (6 %)
15,932,062
(592,786) (4 %)
16,524,848
(889,123) (5 %)
17,413,971
1,041,715
(148,806) (14%)
1,190,521
(315,594) (27%)
1,506,115
(28,800) (2 %)
1,534,915
(74,009) (5 %)
1,608,924
2,180,025
(157,422) (7 %)
2,337,447
(244,859) (10 %)
2,582,306
(356,302) (14 %)
2,938,608
331,727 11 %
2,606,881
17,988,554
(615,797) (3 %)
18,604,351
(1,416,132) (8 90)
20,020,483
(977,888) (5 5')
20,998,371
(631,405) (3 9b)
21,629,776
1,710,731
32,597 2%
1,678,134
(311,632) (19%)
1,989,766
245,026 12%
1,744,740
(153,060) (9%)
1,897,800
498,352
108,797 22 %
389,555
(67,455) (17 %)
457,010
8,460 2 %
448,550
(125,618) (28 %)
574,168
730,787
(3,502) (0 %)
734,289
(12,864) (2 %)
747,153
29,453 4 %
717,700
(53,535) (7 %)
771,235
2,561,956
(310,644) (12 %)
2,872,600
135,359 5 %
2,737,241
(133,222) (5 %)
2,870,463
(115,262) (4 5')
2,985,725
454,954
(3,791) (1 0/.)
458,745
(1,589) (0 %)
460,334
(19,666) (4 %)
480,000
(20,000) (491.)
500,000
1,353,266
3,298 0%
1,349,968
64,831 5%
1,285,137
(154,863) (12%)
1,440,000
(30,000) (2%)
1,470,000
145,032
(24,258) (17 %)
169,290
17,569 10 %
151,721
18,721 12%
133,000
(31,450) (24 %)
164,450
200,829
(3,211) (2 %)
204,040
(2,726) (1 %)
206,766
(13,234) (6%)
220,000
(4,500) (29b)
224,500
171,948
(34,054) (20 %)
206,002
35,066 17 %
170,936
2,586 2 %
168,350
(19,250) (11 %)
187,600
228,063
19,919 9 %
208,144
(17,781) (9 1Y.)
225,925
(21,711) (10 9'o)
247,636
(12,824) (5 %)
260,460
1,075,969
998,295 93s%
77,674
33,183 43 %
44,491
(152,509) (343 %)
197,000
(3,000) (2 %)
200,000
359,223
25,871 7 %
333,352
(22,869) (7 %)
356,221
22,471 6 %
333,750
(57,250) (17 %)
391,000
411,425
(40,181) (10 %)
451,606
54,130 12%
397,476
(175,651) (44%)
573,127
(58,273) (10 %)
631,400
106,265
(11,"5) (11 %)
117,710
656 1 %
117,054
(42,946) (37 %)
160,000
- -
160,000
260,367
(128,287) (49 %)
388,654
18,219 5 %
370,435
(56,665) (15 %)
427,100
(174,114) (41 %)
601,214
1,862,566
(2,605) (01Y.)
1,865,171
(2,324) (0%)
1,867,495
(15,605) (1 %)
1,883,100
(1,000) (01Y.)
1,884,100
3,210,000
(300,500) (9 %)
3,510,500
(313,400) (9 90)
3,823,900
(208,000) (5 %)
4,031,900
(180,300) (4 %)
4,212,200
3,137,441
519,542 17 %
2,617,899
442,775 17 %
2,175,124
319,099 15 %
1,856,025
(550,608) (30 %)
2,406,633
137,062
(406,167) (296 %)
543,229
512,665 94 %
30,564
(149,436) (489 %)
180,000
- -
180,000
1,646,304
55,336 3 %
1,590,968
(628,400) (39 %)
2,219,368
(44,522) (2 %)
2,263,890
29,592 1 %
2,234,298
38,251,094
(120,787) (0%)
38,371,881
(1,482,719) (4%)
39,854,600
(1,520,102) (4%)
41,374,702
(2,191,857) (5 %)
43,566,559
Revised March 4, 2015
Town of Aurora - Five Year Operating Budget History
TOTAL DEPARTMENTAL REVENUES
and VARIANCES:
Mayor & Council
Chief Administrative Officer
Legal & Legislative Services
Corporate & Financial Services
Corporate Revenue & Expense
Building / Bylaw & Customer Services
Planning & Development Services
Infrastructure & Environmental Services
Parks & Recreation
TOTAL DEPARTMENTAL REVENUE
Made Up Of:
Financial Services Fees
Planning Application Fees
Other Planning Fees
Investment Income / Interest
Engineering Fees
Parks & Rec Fees
Supplemental Taxes
Payments in Lieu of Taxes
Federal & Provincial Grants
Other Grants
Parking Fines
Building Permits
All Other Bylaw Fines & Fees
Animal Tag Revenue
Trans From DC Reserves
Trans From Capital & Other Reserves
All Other
TOTAL DEPARTMENTAL REVENUE
2011
2012 Act vs 2011 Act
2012
2013 Act vs 2012 Act
2013
2014 Bud vs 2013 Act
2014
2015 Bud vs 2014 Bud
2015
Actual
Actual
Actual
Approved
Budget
Proposed
Budget
Dollars
Percent
Dollars
Percent
Dollars
Percent
Dollars
Percent
Fav / (UnFav)
Fav / (UnFav)
Fav / (UnFav)
Fav / (UnFav)
(2,625)
8,975 342 %
(11,600)
(8,000) (69 %)
(3,600)
1,400 39 %
(5,000)
- -
(5,000)
-
- n/a
-
197 n/a
(197)
(197) (100 %)
-
- n/a
-
(318,093)
(278,920) (88 %)
(39,173)
35,396 90 %
(74,569)
233,972 314 %
(308,541)
(117,865) (38 %)
(190,676)
(1,381,224)
(365,086) (26%)
(1,016,138)
152,911 15%
(1,169,049)
(500,049) (43%)
(669,000)
321,000 48%
(990,000)
(7,319,179)
(119,306) (2%)
(7,199,873)
263,096 4%
(7,462,969)
(456,207) (6 %)
(7,006,762)
(148,044) (2 %)
(6,858,718)
(2,107,132)
(38,437) (2%)
(2,068,695)
54,834 3%
(2,123,529)
429,713 20%
(2,553,242)
108,608 4%
(2,661,850)
(1,413,112)
(98,517) (7%)
(1,314,595)
115,529 9%
(1,430,124)
147,806 10%
(1,577,930)
(67,470) (4%)
(1,510,460)
(1,261,285)
(279,406) (22%)
(981,879)
(11,429) (l %)
(970,450)
161,869 17%
(1,132,319)
49,580 4%
(1,181,899)
(5,244,964)
77,879 1 %
(5,322,843)
27,878 1 %
(5,350,721)
202,264 4%
(5,552,985)
(129,945) (2 %)
(5,423,040)
(19,047,614)
(1,092,818) (6 %)
(17,954,796)
630,412 4%
(18,585,208)
220,571 1 9a
(18,805,779)
15,864 0 %
(18,821,643)
(142,236)
(8,818) (6 %)
(133,418)
(10,308) (8 %)
(123,110)
(4,110) (3%)
(119,000)
10,000 8 %
(129,000)
(1,047,839)
(218,110) (21 0/6)
(829,729)
(97,240) (12%)
(732,489)
(8,489) (1 %)
(724,000)
(106,200) (15%)
(617,800)
(138,583)
(45,521) (33 %)
(93,062)
20,792 22 %
(113,854)
(17,854) (16 %)
(96,000)
55,300 58 %
(151,300)
(2,121,688)
40,844 2%
(2,162,532)
515,395 24%
(2,677,927)
(727,927) (2791.)
(1,950,000)
(100,000) (5%)
(1,850,000)
(403,569)
(247,616) (61 %)
(155,953)
411,819 264 %
(567,772)
132,228 23 %
(700,000)
6,300 1 %
(706,300)
(5,038,281)
19,634 0 %
(5,057,915)
(7,111) (0 %)
(5,050,804)
263,285 5 %
(5,314,089)
(115,612) (2 9' )
(5,198,477)
(1,022,881)
(416,713) (41 %)
(606,168)
144,635 24 %
(750,803)
(500,803) (6791.)
(250,000)
325,000 130 %
(575,000)
(216,107)
60,445 28 %
(276,552)
18,584 7 %
(295,136)
4,864 2%
(300,000)
(14,000) (5 %)
(286,000)
(57,440)
8,087 14 %
(65,527)
3,043 5 %
(68,570)
(26,570) (39 %)
(42,000)
3,600 9 %
(45,600)
(1,712,884)
(24,264) (1 %)
(1,688,620)
4,723 0%
(1,693,343)
17,657 1 %
(1,711,000)
314,118 18%
(2,025,118)
(168,616)
(35,847) (21 %)
(132,769)
(24,194) (18 %)
(108,575)
46,425 43 %
(155,000)
(40,000) (26 %)
(115,000)
(871,625)
(108,205) (12%)
(763,420)
140,286 18 %
(903,706)
1,000,794 ill %
(1,904,500)
395,500 21 %
(2,300,000)
(254,806)
(45,954) (18 %)
(208,852)
(59,405) (28 %)
(149,447)
15,403 10 %
(164,850)
14,500 9 %
(179,350)
(41,706)
4,821 12%
(46,527)
(8,167) (18 %)
(38,360)
6,640 17 %
(45,000)
(6,000) (13 %)
(39,000)
(2;471,410)
110,192 4%
(2,581,602)
59,091 2%
(2,640,693)
(30,308) (1 %)
(2,610,385)
(16,177) (l 0/-)
(2,594,208)
(1,848,025)
(223,122) (12%)
(1,624,903)
(111,316) (7%)
(1,513,587)
40,603 3%
(1,554,190)
(1,019,277) (669.)
(534,913)
(1,489,918)
37,329 3%
(1,527,247)
(370,215) (240%)
(1,157,032)
8,733 1 %
(1,165,765)
308,812 26%
(1,474,577)
(19,047,614)
(1,092,818) (6%)
(17,954,796)
630,412 4%
(18,585,208)
220,571 1 % 1
(18,805,779)
15,864 0%
(18,821,643)
1
Infrastructure and Environmental
Services
Water, Wastewater and Stormwater
Systems 2015 Budget Presentation
March 9, 2015
2
Background
•Comply with legislative and regulatory requirements
–Clean Water Act
–Environmental Protection Act
–Health Protection and Promotion Act
–Ontario Water Resources Act
–Safe Drinking Water Act
–Sustainable Water and Sewage Systems Act
•Financial sustainability through full cost recovery including replacement funding
•Water services costs are passed through from production to the final consumer. Toronto/Peel, York Region, Town, Consumer
3
Full Cost Recovery
Council approved
water system
Financial Plan in
February 2012 (staff
report IES12-004)
Goal is to achieve all
aspects of the full cost
model
4
System Overview
•Drinking Water Supply
–Blended Supply, 2014 ratio was 30% well supply and 70% Lake
Ontario supply
–Source is from 6 regional wells within Aurora, Toronto Water System
and Peel Water System
–Toronto and Peel wholesale to York Region who then wholesale to
local municipalities
–Town Responsible for distribution to end consumer (193 km town
watermains)
–592 commercial, 14,543 residential accounts
5
System Overview
•Wastewater System
–Primarily gravity collection system with 5 local pumping stations
–Town responsible for wastewater collection from consumer and
delivery to regional system (175 km of town sewers)
6
2015 Objectives
•Wholesale Costs Increase 10%
–York Region approves 10% annual increase on rates to 2015
•Actual Consumption Meets Forecast
–Increase in accuracy of forecast reduces risk of revenue shortfall and minimizes reliance on reserve funding
•Continued reduction of reserve reliance for operating costs
7
Operating Budget
W/WW
2012 2013 2014 2015 2016 2017 2018
Gross Budget 13,953,839 15,437,665 16,629,011 17,793,335 19,073,041 20,149,456 21,043,895
Gross Actuals 13,908,982 14,322,150 15,984,229
$1,500,000
$6,500,000
$11,500,000
$16,500,000
$21,500,000
$26,500,000
W/WW Gross Operating Costs
8
Budget by Component W/WW
2012 2013 2014 2015 2016 2017 2018
Regional Charges Budget 8,903,556 9,897,116 10,580,942 11,639,036 12,660,641 13,519,161 14,166,030
Reserve Budget 1,726,000 1,800,000 1,800,000 2,100,000 2,300,000 2,500,000 2,700,000
Operating Budget 3,324,283 3,740,549 4,248,069 4,054,299 4,112,400 4,130,296 4,177,865
Regional Charges Actual 9,070,894 9,471,472 9,900,000
Reserve Actual 1,726,000 1,800,000 1,929,084
Operations Actual 3,112,088 3,050,678 4,155,145
-
5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
9
2014 Budget to Actual Variance
Salaries underspent $97,000
Materials and supplies ($36,000)
Annual system maintenance and repair contracts underspent $86,000
Regional supply purchases underspent $680,000
Total underspent
Gross 2014 budget $16,629,011 for variance of 5%
Primary reason for Regional supply underspend is wet cool summer
resulting in lower water consumption.
$827,000
10
2015 Budget
2014 Budget Budget by Component W/WW
Regional Supply
64%
Salaries
9%
Materials and Supplies
1%
Contracted Services
14%
Internal Transfers
1%
contribution to reserves
11%
Regional Supply
65%
Salaries
9%
Materials and Supplies
2%
Contracted Services
11%
Internal Transfers
1%
contribution to reserves
12%
11
Regional Rate Forecast
Wholesale water Supply
12
-
1
2
3
4
5
6
2012 2013 2014 2015 2016 2017 2018Cubic Metres Millions forecast
Actuals
13
Calculation of Region
Charge
Estimated Volume to
purchase from
Region m3
Blended Rate
Region Charges
(reflecting May 1
rate change date)
Cost
2014 5,500,000 $1.9238/ m3 $ 10,581,000
2015 5,500,000 $2.1162/ m3 $ 11,639,000
Percent Change 0%
10.0% 10%
14
W/WW
Budget Overview
2014
Budget
2015
Budget
%
Change
Region Charges 10,581,000 11,639,036 10.0%
Operations 4,248,069 4,054,299 -4.6%
Subtotal Expenses 14,829,011 15,693,335 5.8%
Reserve
Contributions
1,800,000 2,100,000 16.7%
Less: Misc Revenue* (440,000) (334,000) -24.1%
Net Expenses 16,189,011 17,459,335 7.8%
Reserve to offset
operating
(624,000) (380,348) -39.0%
Required rate
revenues
14,471,175 15,454,109 9.7%
15
Composition of 9.7% increase in
2015 program costs
Components Net Impact on Costs
Salaries 0.4% $65,087
Materials costs 0.7% $105,300
Contracts -2.3% ($363,156)
Reliance on reserve for operating 1.6% $243,652
Reserve Contribution (R/R program) 1.9% $300,000
Internal Transfers 0% $1,000
Misc Revenue 0.7% $106,000
Sum of Controllable cost pressures 2.9% $455,882
Regional Charges increase 6.8% $1,058,094
Sum of Impacts on Required Customer Revenues 9.7% $1,513,976
16
Cost/ Revenue Summary
Costs Revenues
Net Program
Cost
Estimated Volume
sold to consumers
m3
Blended Retail Rate
(reflecting May 1
rate change date)
Expected
Revenues
2014 $15,565,000 4,785,000
$3.2529/ m3 $15,565,000
2015 $17,079,000 4,793,700 $3.5628/ m3 $17,079,000
Percent
Change
9.7% 0.2% 9.5% for May 1,
2014)
9.7%
17
Region and Town Rate
Contribution
0.0000
0.5000
1.0000
1.5000
2.0000
2.5000
3.0000
3.5000
4.0000
4.5000
5.0000
2012 2013 2014 2015 2016 2017 2018
Retail Rate Forecast
Regional Wholesale Costs
Town Costs
18
2015 Water Rate
Retail Water Rate:
2014 $1.8015 per m3
2015 $1.9855 per m3
Increase $0.1840 per m3
Region Impact 5.1%
Town Impact 5.1%
Net Increase 10.2%
19
2015 Wastewater Rate
Retail Wastewater Rate:
2014 $1.5287 per m3
2015 $1.6812 per m3
Increase $0.1525 per m3
Region Impact 6.8%
Town Impact 3.1%
Net Increase 9.9%
20
2015 Combined Rate
Combined Retail Rate:
2014 $3.3301 per m3
2015 $3.6667 per m3
Increase $0.3366 per m3
Percent Increase 10.1%
Impact on Residential User (245m3 annual average)
Annually Quarterly
2014 $815.95 $203.99
2015 $898.35 $224.59
Net Increase $82.40 $20.60
21
Stormwater Budget
22
System Overview
•Stormwater System
–Entirely owned and operated by the Town (154 km town
sewers)
–Stormwater discharges predominantly into the Lake
Simcoe watershed which is undergoing a provincially led
water quality improvement initiative
23
Objectives
•Comply with legislative and regulatory requirements
–Conservation Authorities Act
–Environmental Protection Act
–Lake Simcoe Protection Act
–Lakes and Rivers Improvements Act
–Source Protection Act
•Create sustainable funding for the long term maintenance and preservation of the infrastructure assets
24
Budget Objectives
•Ensure adequate reserve contributions to
sustain long term storm water system
maintenance
•Optimize program services
•Establish rate to achieve fully funded
program
25
Gross Cost Summary
2012 2013 2014 2015 2016 2017 2018
Operating Budget 429,543 372,667 423,260 458,640 486,187 502,106 505,387
Reserve 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000
Operating Actual 425,005 235,709 320,503
Reserve Actual 1,000,000 1,000,000 1,000,000
-
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
1,600,000
Gross Costs
26
2014 Budget to Actual Variance
Program Underspend
Salaries 62,157
Operations 39,600
Gross 2014 Budget of $1,423,260 for variance of 7.8%
27
Stormwater Budget
Overview
2014 Budget 2015 Budget % Change
Operations 423,260 458,640 8.4%
Reserve
Contributions
1,000,000 1,000,000 0%
Gross Expenses 1,423,260 1,458,640 2.5%
Reliance on reserve
for operating
(110,260) (145,640) 32%
Net program costs (to
be recovered from
Rates)
1,313,000 1,313,000 0%
28
Composition of 0% increase in
2015 program costs
Components Net Impact on Costs
Salary 0.04% $494
Materials costs 0% $0
Contracts 2.7% 35,400
Reliance on reserve for operating -2.69% ($35,380)
Reserve Contribution no change 0% 0
Internal Transfers -0.04% ($514)
Sum of Impacts on Required Customer Revenues 0% 0
29
2015 Storm Water
Rate
Year Residential Commercial
2014 (Annual Fees) $57.34 $755.57
2015 (Annual Fees) $57.34 $755.57
Increase $0 $0
30
Residential Annual Fees
$0.00
$10.00
$20.00
$30.00
$40.00
$50.00
$60.00
$70.00
2011 2012 2013 2014 2015
Annual Residential Stormwater Fee