INSPIRATION IN ACTION TAX RATE OPERATING INDEX Page Number
**Click on Index items to access their pages **
How to Read the 2013 Draft Operating Budget Documents
1-3
Operating Budget Summary by Department and Service Area
4-5
Operating Budget Summary by Revenue And Expenditures
6
Proposed Tax Rate Implications
7
CAO Business Plan & Budget Overview
8-10
CAO Service Area Summary
11
Clerks & Legal Department Summary
12
Clerks Business Plan & Budget Overview
13-17
Records Management Business Plan & Budget Overview
18-23
Communications Business Plan & Budget Overview
24-28
Clerks & Legal Service Area Summary
29
Council & Committees Service Area Summary
30
Legal Business Plan & Budget Overview
31-33
Legal / Insurance & Risk Service Area Summary
34-35
Municipal Law Business Plan & Budget Overview
36-40
Municipal Law Service Area Summary
41
Development Department Summary
42
Development Administration Business Plan & Budget Overview Development Service Area Summary
43-45 46
Economic Development Business Plan & Budget Overview Economic Development Service Area Summary Inspection Business Plan & Budget Overview Inspection Service Area Summary
47-51 52 53-57 58
Planning Business Plan & Budget Overview
59-63
Planning Service Area Summary
64
Finance, CS & IT Department Summary
65
Customer Service Business Plan & Budget Overview Customer Service Service Area Summary Financial Service Business Plan & Budget Overview Financial Service Service Area Summary Information Technology Business Plan & Budget Overview Information Technology Service Area Summary Fire Business Plan & Budget Overview
66-69 70 71-76 77 78-80 81 82-86
Fire Service Area Summary
87
Human Resources Business Plan & Budget Overview
88-92
Human Resources Service Area Summary
93
Infrastructure Department Summary
94
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INSPIRATION IN ACTION TAX RATE OPERATING INDEX Page Number
**Click on Index items to access their pages **
Infrastructure and Administration Business Plan & Budget Overview Infrastructure Administration Service Area Summary Engineering Business Plan & Budget Overview Engineering Service Area Summary
95-96 97 98-101 102
Roads Business Plan & Budget Overview
103-106
Roads Service Area Summary
107
Parks & Recreation Department Summary
108
Parks & Facilities Business Plan & Budget Overview Parks & Facilities Service Area Summary Recreation Programs Business Plan & Budget Overview
109-114 115 116-121
Recreation Programs Service Area Summary
122
Corporate & Other Service Area Summary
123
Local Boards & Authorities Department Summary
124
Local Boards & Authorities Service Area Summary
125
Library Business Plan & Budget Overview Library Summary
126-131 132
LSRC Authority Budget Submission
133-142
LSRC Special Capital and Operating Levy
143
LSRC Business Case
144-154
LSRC Program Overview
155-164
Conservation Authority Service Area Summary
165
Service Level Change Request (SLCR) Summary
166
SLCR - Economic Development - GICC
167-168
SLCR - Economic Development - SSEA
169-171
SLCR - Corporate and Other - Physician Recruitment and Retention Committee
172-174
SLCR - Fire - Training Officer
175-177
SLCR - Planning - Site Plan Coordinator
178-180
SLCR - IT - Systems Support Specialist
181-182
SLCR - Parks & Facilities - Parks Casual Staff & Two Students
183-184
SLCR - Planning - Policy Planner
185-187
SLCR - Engineering - 2 Co-op Students
188-189
SLCR - Inspections - 3 Building Inspectors
190-191
SLCR - Inspections - 2 Septic Inspectors, Administrative Support
192-193
SLCR - Engineering - 2 Senior Engineering Technologists
194-196
SLCR - Financial Services - Budget & Performance Analyst
197-199
SLCR - Roads - 2 Operator 1
200-201
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Page 3 of 204
How to Read the 2013 Draft Operating Budget Documents Operating Budget Summaries Immediately following this “How to” document you will find the following: 1. Draft Operating Budget Summarized by Department and Service Area. 2. Draft Operating Budget Summarized by Revenue and Expenditures. (see below for a description of the revenue and expenditure categories) 3. Proposed Tax Rate Implications Department and Service Area Tabs Within each Department tab you will find the following: • 2013 Business Plan and Budget Overview of the department Within each Service Area tab you will find the following: • 2013 Business Plan and Budget Overview • 2013 Draft Staff Recommended Operating Budget, summarized by Revenue and Expenditures. (see below for a description of the revenue and expenditure categories). Explanations of variances are provided for significant changes. Categories of Revenue and Expenditures The major categories reflect those that municipalities are mandated to report on to the Province annually when filing their Financial Information Return (FIR) and what is contained in the line is explained as follows: Line Item Description Revenues Property Taxation
Registration and Facility Fees
Permits and other development fees
User Fees, Licenses, Fines
Items Included Prior to final approval of the budget this line represents only staff estimates for supplementary tax additions and omitted billings net of tax write-offs from ARB decisions and projected payment-in-lieu of taxes from Provincial and Federal Agencies. Revenues planned to be received from participants in Town delivered recreation programmes and from use of Town facilities by sports and other groups. Revenues related to permit activity including building & septic inspections and fees for zoning, site plan and minor variance applications Included in this line are the various fees and charges that are collected by departments for the delivery of specific services and that are Page 1 Page 33 of of204 204 202 203 201
Page 4 of 204
How to Read the 2013 Operating Budget Documents
Penalties and Interest
Interest and Dividends
OLG Slot Machine
Recoveries and Local Improvements
Other
Transfer from Reserve/Reserve Funds
Expenditures Wages & Benefits
Materials and Supplies
Utilities Contracted Services
contained in the annual rates and fees by-law. Examples include tax certificates, business & lottery licences, compliance letters, concession and advertising revenues, sale of documents, animal control, parking and other by-law infraction fines etc. These are corporate revenues for charges to property tax rolls and miscellaneous accounts receivable accounts for late or non-payment of billed amounts. These are also corporate revenues reflecting bank and investment interest earned on cash balances plus dividends received from Innisfil Hydro. Revenue anticipated to be received as per agreement with Ontario Lottery & Gaming from slot machine activity at Georgian Downs. 100% is set aside in reserves and used for debt funding and other capital and grant activities. Revenues that are planned to be recovered through billings to third parties through contractual agreements or from property owners regarding specific capital works or tax collection activities that can be charged to the tax roll. Includes Gas Tax funds (100% transferred to reserves as required under agreement and use for capital projects), POA revenue received from Barrie, Provincial and Federal grants and misc. minor other revenues. Planned use of various reserves or reserve funds to minimize the effect on the taxpayer related to one-time non-recurring items or to offset long term debt servicing costs. For example funds are allocated from reserves funded from OLG revenues and applied to the debt servicing for the IRC, Town Hall. All wages, overtime, contractual economic adjustments and employee benefits to be expended to deliver services for full and parttime Town employees and Council. Costs to acquire office supplies, materials for roads and facilities maintenance activities, postage, education and training, memberships, conferences and seminars, advertising, vehicle licences and maintenance, books and publications, fuel etc. Costs for hydro, heating, water & wastewater and telephone Costs to engage external consultants, lawyers, professional agencies and contractors. Page 2 Page 44 of of204 204 202 203 201
Page 5 of 204
How to Read the 2013 Operating Budget Documents Includes; roads and facilities maintenance and other related activities. Rents and Financial
Long-term debt P&I
Transfers to Reserves/Reserve Funds
Internal Charges/Recoveries
Costs to rent facilities (schools or private) to deliver programs and services. Also includes bank service fees related to credit card and debit card transaction processing. Debt servicing expenses related to the retirement of outstanding debentures and applicable interest. Based on existing policies transfers are made to reserves/reserve funds based on income received or identified needs to set funds aside for future replacements. For example, OLG funds are shown as revenues but 100% is transferred to reserve for use towards offsetting debt costs etc. Reallocation of time between service areas within a department (e.g. Director time spent on overseeing activities used for costing of services purposes). Also includes recovery of staff, facility or other expenses from water & wastewater rates for services provided. Is a partial move towards activity based costing and assists when developing full cost recovery for fees and charges.
Questions regarding the documents can be e-mailed to Audrey Webb, Deputy Treasurer at awebb@innsifil.ca or ldavis@innsfil.ca or to the appropriate Director for the service area. Answers will be provided to all Council members and the senior management team to ensure everyone has the same information for fulsome discussion and decision making purposes.
Page 3 Page 55 of of204 204 202 203 201
2013 Staff Recommended Operating Budget Operating Budget by Department 2012 Approved Budget CAO CAO and Strategic Planning 314,006 314,006 Total CAO Clerks, Council, Legal, MLE Clerks, Records Management, Communications, Elections 647,332 Council & Committees 362,778 Legal 410,945 Insurance & Risk 68,000 Municipal Law 383,988 1,873,043 Total Clerks, Council, Legal, MLE Development Economic Development 294,858 Inspection Services Planning Services 417,964 Administration 712,822 Total Development Finance, Customer Service, IT Customer Service 501,794 Finance 839,025 Information Technology 598,535 1,939,354 Total Finance, Customer Service, IT Fire Fire and Rescue Services 2,999,894 2,999,894 Total Fire Human Resources
2013 Budget
Year over Year $ Change
Year over Year % Change
311,542 311,542
-2,464 -2,464
(0.78%) (0.78%)
695,010 373,676 423,168 68,000 406,625 1,966,479
47,678 10,898 12,223 22,637 93,436
7.37% 3.00% 2.97% 0.00% 5.90% 4.99%
321,368 492,339 813,707
26,510 74,375 100,885
8.99% 0.00% 17.79% 0.00% 14.15%
519,935 917,009 611,023 2,047,967
18,141 77,984 12,488 108,613
3.62% 9.29% 2.09% 5.60%
3,058,997 3,058,997
59,103 59,103
1.97% 1.97%
Page 4 of 201
2013 Staff Recommended Operating Budget Operating Budget by Department
Human Resources Total Human Resources Infrastructure Administration Engineering Services Roads Total Infrastructure Parks & Recreation Programs Parks and Facilities Recreation Programs Total Parks & Recreation Programs Corporate and Other Corporate and Other Total Corporate and Other Local Boards and Authorities Local Boards Conservation Authorities Total Local Boards and Authorities Total Operating
2012 Approved Budget 464,307 464,307
2013 Budget 503,420 503,420
Year over Year $ Change 39,113 39,113
Year over Year % Change 8.42% 8.42%
408,131 4,550,771 4,958,902
121,013 5,000,379 5,121,392
-287,118 449,608 162,490
0.00% (70.35%) 9.88% 3.28%
1,930,261 244,197 2,174,458
2,038,355 202,146 2,240,501
108,094 -42,051 66,043
5.60% (17.22%) 3.04%
51,260 51,260
594,328 594,328
543,068 543,068
11,607,940 331,738 11,939,678 27,427,724
11,470,238 341,586 11,811,824 28,470,157
-137,702 9,848 -127,854 1,042,433
Page 5 of 201
1,059.44% 1,059.44% (1.19%) 2.97% (1.07%) 3.80%
2013 Staff Recommended Operating Budget Summary by Revenue and Expenditures
Revenue Property Taxation Registration & Facility Fees Permits & Other Development Fees User Fees, Licences and Fines Penalties & Interest Interest & Dividends OLG Slot Machine External Recoveries & Local Improvements Other Transfer from Reserve & Reserve Funds Total Revenue Expenditures Wages & Benefits Materials & Supplies Utilities Contracted Services Rents & Financial Long term debt - Principal & Interest Transfer to Reserve & Reserve Funds Conservation Authorities, Local Boards & Grants Internal Recoveries/Transfers Total Expenditures Total Operating
2012 Approved Budget
2013 Budget
Year over Year $ Change
Year over Year % Change
-493,175 -1,812,247 -1,139,750 -430,412 -855,000 -1,053,923 -4,100,000 -2,607,512 -325,336 -3,452,114 -16,269,469
-491,911 -1,921,443 -2,069,140 -444,806 -935,000 -952,949 -4,200,000 -2,860,631 -329,104 -3,281,310 -17,486,294
1,264 -109,196 -929,390 -14,394 -80,000 100,974 -100,000 -253,119 -3,768 170,804 -1,216,825
(0.26%) 6.03% 81.54% 3.34% 9.36% (9.58%) 2.44% 9.71% 1.16% (4.95%) 7.48%
13,092,142 4,947,519 1,580,509 1,881,852 29,124 4,359,185 6,957,661 12,026,395 -1,177,194 43,697,193 27,427,724
13,410,872 5,222,672 1,851,489 2,632,049 28,449 4,279,259 7,884,531 11,943,064 -1,295,934 45,956,451 28,470,157
318,730 275,153 270,980 750,197 -675 -79,926 926,870 -83,331 -118,740 2,259,258 1,042,433
2.43% 5.56% 17.15% 39.86% (2.32%) (1.83%) 13.32% (0.69%) 10.09% 5.17% 3.80%
Page 6 of 201
Proposed Tax Rate Implications 2012 Approved Budget
2012 Approved to 2013 Requested "Recommended" Budget
2013 Requested "Recommended" Budget Increase from Prior Year Total $ %
Net Taxation Levy
$ 17,236,766 $ 17,980,846 $
Average Residential Assessment Value
$
285,333 $
Town General Purposes Police Purposes County & Waste Management Purposes Education Purposes
$
Capital levy
744,080
4.32%
291,668 $
6,335
2.22%
1,038.91 $ 552.31 897.07 630.59
1,077.47 $ 533.87 912.11 635.84
38.56 18.44 15.04 5.25
3.71% -3.34% 1.68% 0.83%
$
3,118.88 $
3,159.29 $
40.41
$
61.93 $
$
3,180.81 $
94.68 3,253.97 $
* 2012 info provided by Municipal Tax Equity (MTE) Consultants Inc., 2013 info not available
Page 7 of 201
1.30% 1% of 32.75 blended rate 73.16
2.30%
Page Page10 7 of of201 204
Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Budget
Department:
Administration
Service Area:
Office of the CAO
Mandate: The Chief Administrative Officer is appointed by Council and is responsible for the leadership, general management, corporate accountability and fiscal oversight of all Municipal programs, services and business functions.
Core Services: Corporate Administration • •
Corporate leadership and support in policy review and development, operational and staff planning and general effective management across all municipal departments. Performance-based approach to direct budget allocation and municipal service enhancements or improvements.
Council Support • •
Support Council through strategic policy advice, presentation of written and oral reports respecting municipal programs and services. Timely advice to Council, responding to Council’s requests for assistance and implementing Council policy and direction.
Public Service •
Ensuring that the Town provides a professional and friendly customer service environment ensuring fair and equitable service to the public, stakeholders, visitors as well as internal stakeholders.
Strategic Initiatives •
•
Ongoing support and implementation, including monitoring of Community and Council Strategic Initiatives as adopted through Inspiring Innisfil 2020 and supported in the annual budget prioritization exercise. Community capacity building through a variety of channels including proactive outreach, networking, and dialogue with various community based organizations and groups, businesses and other government agencies.
2012 Results Achieved: • • •
Monitoring of Inspiring Innisfil 2020 – submitted two quarterly performance reports. Recognition for Alcona as a primary settlement area was confirmed by Minister's announcement in January. Relationship management: o Ongoing efforts to work with OLG and the local gaming services provider Great Canadian Gaming Corporation through the implementation of the OLG’s Modernization efforts. o Effective communication with the Development Community regarding emerging issues and potential policy changes, such as new engineering standards and prepayment for infrastructure investment. o Infrastructure partnership opportunities – Bradford West Gwillimbury – Water agreement – review and allocation amendment.
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Budget o
South Simcoe Police Services – OPP Costing exercise with BWG – process is underway.
2013 Operating Budget Pressures/Changes: •
• • •
•
Corporate Communications – Ongoing efforts to enhance effective and timely corporate communications to support municipal programs and services and enhance public engagement. Managing growth related pressures to ensure appropriate staffing levels for effective delivery of municipal services. Continued enhancement of Town services through appropriate partnership opportunities. Managing community expectations regarding alternate revenue source (OLG slot revenue) and the potential uncertainties surrounding the future strategic direction of the OLG’s modernization of the provincial gaming industry. Implications from the Transit study – potential financial pressures related to the study recommendations.
Staff Complement: CAO Existing Full-Time Staff Complement Approved Full-Time Positions
2011
2012
1.50
Full Time Equivalents (FTE's) Budgeted
Other Than Continuous Full-Time (OTCFT) Staff Complement
Proposed
2014
2015
1.50
2.00*
2.00
2.00
1.50
1.50
1.50
1.50
Proposed
Existing 2011
2013
Forecast
Forecast
2012
2013
2014
2015
-
-
-
-
Full Time Equivalents (FTE's) Budgeted Full Time Equivalents (FTE's) Actual
*Assistant position approved in CAO office - 50% budgeted to Council
Business Plan Initiatives & Deliverables: •
Enhance efficiency and effectiveness of administration and management of the corporation as a whole. o Undertake ongoing organizational reviews to ensure timely and effective service delivery (one of the trigger points will be upon the departure of management personnel). o Provide leadership and guidance to foster the five supporting behaviours as identified in the Community Strategic Plan: Trust Above All, Bold New Ideas, Leadership That Aims Higher, One-step-Ahead Planning, and Unified Hard Work. Review job descriptions during the organizational reviews to reflect upon these supporting behaviours.
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Budget • • •
•
Provide policy advice to Council on municipal/provincial/federal matters that impact the community and/or organization, utilizing both corporate and external expertise. Ensure a high level of customer satisfaction with the quality of Town services. Provide strategic advice to Council, identify and report on required policy changes driven by legislative amendments, court decisions, service delivery reviews, and generally through municipal best practices. Adoption of succession plan detailing objectives which support the continued overall development of internal staff competency.
Key Performance Indicators: Supporting Behaviour Bold New Ideas
Unified Hard Work
Leadership that aims higher
Goals & Objectives Reach out to front line departmental staff and enhance two-way communication between management and staff. To ensure that strategic initiatives identified in Inspiring Innisfil 2020 are being implemented per Council’s direction. Undertake organizational reviews to ensure timely and effective service delivery.
Performance Measures Number of departmental staff meetings that the CAO attended
2013 Target Annual Meeting
% of strategic initiatives that are completed or advancing on schedule
Achieve 80% or above per quarter
Number of organizational reviews completed by the CAO
2 reviews per year
Forecasted 2014 & 2015 Initiatives: • • • • • •
Inspiring Innisfil 2020 – ongoing implementation and reporting. Municipal Election. Official Plan Update. Corporate performance measurement related to efficiency and effectiveness of municipal services. Facilitate corporate communications to break down departmental silos. Continue to develop economic development partnerships with other public sector agencies, senior level governments and private organizations as a means to secure funding sources to support the Town’s employment/job creation strategy.
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2013 Staff Recommended Operating Budget Service Area Summary by Revenue and Expenditures 2012 Approved Budget CAO Revenue Other revenue Total Revenue Expenditures Wages & Benefits Materials & Supplies Utilities Contracted Services Total Expenditures Total CAO
-
280,007 11,999 2,000 20,000 314,006 314,006
2013 Budget
Year over Year $ Change
(12,636) (12,636)
(12,636) (12,636)
288,178 14,200 1,800 20,000 324,178 311,542
8,171 2,201 (200) 0 10,172 (2,464)
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Year over Year % Change
Explanation of Change
0.00% MPAC Board remuneration 0.00% 2.92% 18.34% (10.00%) 0.00% 3.24% (0.78%)
Page 14 11 of 204 201
2013 Staff Recommended Operating Budget Department Summary by Revenue and Expenditures
Clerks, Council, Legal, MLE Revenue Permits & Other Development Fees User Fees, Licences and Fines External Recoveries Other Transfer from Reserve & Reserve Funds Total Revenue Expenditures Wages & Benefits Materials & Supplies Utilities Contracted Services Rents & Financial Internal Recoveries/Transfers Total Expenditures Total Clerks, Council, Legal, MLE
2012 Approved Budget
2013 Budget
Year over Year $ Change
Year over Year % Change
(3,750) (146,965) (25,000) (3,983) (170,409) (350,107)
(4,000) (154,141) (35,000) (3,983) (163,750) (360,874)
(250) (7,176) (10,000) 6,659 (10,767)
6.67% 4.88% 40.00% 0.00% (3.91%) 3.08%
1,290,372 490,190 18,670 466,494 824 (43,400) 2,223,150 1,873,043
1,383,883 526,532 19,511 448,978 1,149 (52,700) 2,327,353 1,966,479
93,511 36,342 841 (17,516) 325 (9,300) 104,203 93,436
7.25% 7.41% 4.50% (3.75%) 39.44% 21.43% 4.69% 4.99%
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW CLERK SERVICES 2013 Operating Budget
Department:
Legal/Clerk Services
Service Area:
Clerk Services
Summary of Services Provided: •
Provide full range of Secretariat and Legislative support to Council and Committees including the communication of actions arising from Council’s direction.
•
Provide guidance and assistance to elected officials and committee members with regard to meeting protocols, Procedural By-law and other internal and legislative compliance and research.
•
Manage and instruct departments with respect to timelines and submission standards for all agenda related materials/submissions
•
Providing policy development for corporate records management including oversight and training, as well as compliance and physical maintenance and storage.
•
Review and drafting of By-laws and Policies.
•
Legislative Support Services, including monitoring and circulating notices of changes to legislation through various bulletins.
•
Advise and assist with permit processing for Special Events.
•
Provide support for the issuance of death and marriage licences.
•
Coordination and management of Council approved grant funding programs, currently under review.
•
Coordination and management of Town’s municipal election process in accordance with the Municipal Elections Act, 1996.
•
Commissioning of oaths and affidavits.
•
Assist with the public notice/ communication requirements for the Town (e.g. posting of notices, agendas, minutes, by-laws, etc., to internet, intranet and shared directories).
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW CLERK SERVICES 2013 Operating Budget
Results Achieved: Item
2011
2012*
Regular Council Meetings
17
21
Special Council Meetings
7
5
Closed Sessions
11
21
Public Meetings
11
17
Information Lists Produced
17
21
By-laws reviewed and enacted
113
89
Remembrance Day Committee Meetings
0
10
Innisfil Accessibility Advisory Committee Meetings
10
10
Innisfil Heritage Advisory Committee Meetings
8
7
Audit Committee Meetings
5
4
Community Reinvestment Fund
4
2
541
570
16
25
132
140
Letters and Memos of Correspondence Prepared (arising from Council) Reports to Council – staff reports written and presented relating specifically to Clerk Services Public Documents Commissioned *Projected results
In addition, Clerk Services are facilitating the current grant program review and the development and introduction of the Council Code of Conduct and training.
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW CLERK SERVICES 2013 Operating Budget
2013 Budget Pressures/Changes: •
Staff complement can be accurately assessed against departmental demands in 2013 following positional changes in 2011/2012, which included the transfer of one contract Clerks Assistant to the CAO’s office, the return of one full time Clerks Assistant from a 6-month modified work plan, and the placement of a full time Deputy Clerk.
•
Uncertainty of OLG slot revenues and effect on municipal grant programs.
•
Staff training and early preparations for 2014 Municipal Elections will commence in Q2 of 2013.
Staff Complement:
Clerks Existing Full-Time Staff Complement Approved Full-Time Positions
2011
2012
4.00
Full Time Equivalents (FTE's) Budgeted
Other Than Continuous Full-Time (OTCFT) Staff Complement
Proposed
2014
2015
4.00
4.00
4.00
4.00
4.00
4.00
4.00
4.00
Existing 2011
2013
Forecast
Proposed
Forecast
2012
2013
2014
2015
-
-
-
-
Full Time Equivalents (FTE's) Budgeted Full Time Equivalents (FTE's) Actual
Business Plan Initiatives & Deliverables: •
Enhancements and upgrades to electronic agenda software, including ongoing training to ensure efficient use by all stakeholders.
•
Review election policies, procedures and by-laws in preparation for 2014.
•
Cross training for all positions within the service area.
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW CLERK SERVICES 2013 Operating Budget
•
Quality control benchmarks to be considered, such as outreach to one other service area per quarter, to achieve improved service for internal and external customers.
•
Continue with Comprehensive By-law Review Program to ensure relevancy and accuracy of current legislative and regulatory regime. This exercise will also further expand the search system capability for regulations on the Town’s website.
•
Assist with implementation of the Electronic Document Management System.
•
Create Clerks Services orientation program.
•
Cross-training for Assistant Clerks with Deputy Clerk and for the Deputy Clerk with the Clerk to facilitate succession planning and knowledge building.
•
Updating use of website for Committee and Council disclosure, including agendas and minutes. Pending list maintained internally and on web site and introduce performance measure tracking for completion of outstanding tasks.
•
•
Working with Human Resources to incorporate flexibility into staff schedules in lieu of banked time.
•
Review of administrative processes and trackers for process integration into SIRE.
•
Draft and assist in drafting new policy documents, including event planning and meeting planning procedures.
Key Performance Indicators: 2011 Target
2011 Actual
2012 Target
2012 Actual
2013 Target
Policy Review or Creation
Initiate 4
Initiated 3
Initiated 4
Initiated 4
Initiate 4
By-Law Review
Initiate 25
Initiated 6
Initiated 12
Initiated 32
Initiate 20
External Correspondence (from Council Meetings)
Distributed within 7 business days
Within 7 business days
Within 6 business days
Within 7 business days
Within 5 business days
Description
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW CLERK SERVICES 2013 Operating Budget
Cross Training Events
N/A
N/A
Process Review with other Service Areas
N/A
N/A
New Initiative 2013 New Initiative 2013
New Initiative 2013 New Initiative 2013
10 hours per staff member 4 per year
Forecasted 2014 & 2015 Initiatives: •
Facilitate post-election training opportunities for Council members.
•
Review of staff complement as it relates to meeting workload and mandates, including a review of job descriptions and personal growth management plans for Service Area staff.
•
Ongoing quality control awareness and initiatives.
•
Utilize less paper by expanding electronic formats.
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget
Department:
Legal / Clerk Services
Service Area:
Records Management
Summary of Services Provided: •
The Records Management Division, under the direction of the Clerk, provides for the corporate oversight and management of all physical and electronic corporate records.
•
Provides training and consultation to staff on respecting the Town’s Records Management program and file classification system.
•
Maintains the Electronic Records and Document Management System including the security and retention provisions of the system.
•
Management of Town’s Corporate Policy and Procedure Program, including allocation of all policy descriptors, tracking and posting of internal policies to intranet/network, maintaining the policy manual and initiating policy reviews if required.
•
Monitors legislative and regulatory changes respecting Corporate Records Management to ensure that the Town’s Records Retention By-Law remains compliant with all legislated retention periods.
•
Conducts space planning analyses to ensure the Town’s records storage space is optimized and sufficient to meet current and future physical records storage needs.
•
Manages the transfer, search and retrieval of all inactive records through the Town operated storage centre (i.e. Archives).
•
Responds to requests for access to records and facilitates routine disclosure
•
Receives and coordinates the processing of all requests submitted in accordance with the Municipal Freedom of Information and Protection of Privacy Act (“MFIPPA”).
•
Provides corporate guidance and direction regarding the collection, use and disclosure of information and provides interpretation of MFIPPA.
•
Administers the Vital Statistics program on behalf of the municipality, including the registration deaths and stillbirths, issue burial permits, and processes marriage licence applications.
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget •
Coordinates the civil marriage ceremony process including scheduling the location, the Officiant, and preparing the contract between the Town and the applicants.
Results Achieved: •
Electronic Records and Document Management System (ERDMS) design and implementation of the system called SIRE (i.e. Search, Index, Retrieve and Exchange), including provisions for the Drinking Water Quality Management System, taxonomy, security and associated permissions were also addressed.
•
Created training materials and procedures for SIRE to ensure staff understand the program and integrate it in their daily work activities.
•
Corporate wide training in stages for the implementation of SIRE.
•
The Corporate wide annual “purge” is anticipated for the fall of 2012 which will be facilitated, in part, by the new ERDMS. Transfer of records from active status to the Inactive Records Storage Centre was completed on an as needed basis in 2012.
Description
2010 Actual
2011 Actual
2012 Anticipated
2013 Target
60
80
55
50
39
46
52
45
40
40
45
50
Search and Retrievals for Staff Formal Information Request (MFIPPA) Informal Information Request (Routine Disclosures and Inquires) 2010 Actual
2011 Actual
2012 Anticipated
2013 Target
Registered Deaths
110
103
80
85
Marriage Licences
86
66
60
65
Civil Marriage Ceremonies
17
13
10
12
Description
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget •
Drafted a database of the types of documents that may contain personal information. This is an living document that is required by MFIPPA and will be reviewed annually. The ERDMS will also allow better identification of these types of records.
•
Mandatory Records Management Training and Promotion for all staff to prepare for the implementation of the Town’s new ERDMS, SIRE.
2013 Budget Pressures/Changes: •
ERDMS implementation with associated Records Coordinator overtime and training materials.
•
Increased recoveries for MFIPPA requests including mileage to printer and recovery of full staff time.
Staff Complement: Records Management Existing Full-Time Staff Complement Approved Full-Time Positions
2011
2012
1.00
Full Time Equivalents (FTE's) Budgeted
Other Than Continuous Full-Time (OTCFT) Staff Complement
Proposed
2014
2015
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
Existing 2011
2013
Forecast
Proposed
Forecast
2012
2013
2014
2015
-
-
-
-
Full Time Equivalents (FTE's) Budgeted Full Time Equivalents (FTE's) Actual
Business Plan Initiatives & Deliverables: •
The Records Management Division with the Information Technology Division and the Drinking Water Quality Management System (“DWQMS”) will lead and continue with the implementation of the ERDMS. This includes assessment of current processes and workflows to ensure that the system provides the required functions of each service area.
•
Training of each division on the ERDMS will continue. The roll out will be on a department by department basis according to the schedules of all parties Page 20 22 of Page 22 of204 204 202 203 201
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget involved. A detailed schedule will be developed upon the completion of the system. •
Continued review of paper-based workflows to determine if there is merit in digitizing the approval process through the ERDMS.
•
Continue with Information Technology in order to implement strategies to better capture, organize and maintain staff email accounts so that the corporation remains compliant with legislation and by-laws and reduces potential loss of corporate intelligence. This will be facilitated by the ERDMS.
•
The transfer of records to the Town’s vault will continue as outlined in the Vault Utilization Plan. This process commenced in August 2008 with the relocation/transfer of several series of vital records to the Town’s new vault structure. After these records have been transferred, the space available for future expansion will be reassessed.
•
The Records Retention By-law will be reviewed to ensure that it complies with current legislation, business needs to accurately reflect appropriate retention periods.
•
Monitor departments and conduct an annual compliance audit to ensure removal and destruction of records in accordance with the Records Retention By-law which will be facilitated by the ERDMS.
•
The available space in the Town’s Inactive Records Centre will be reassessed with the aim of ensuring that there is an adequate program plan for the ongoing allocation of inactive records space.
•
The Records Management Division in conjunction with the Information Technology Division will begin discussions of imaging certain types of records so that the original or physical record may be destroyed. This will facilitate better access to records and more efficient processes.
•
Develop a pilot project that enables the electronic submission of applications and plans that will enable staff to conduct the required review and approvals (i.e. Building Permits or Site Plans, etc). This project will be facilitated by SIRE’s Active Review module.
•
Develop a pilot project for imaging records using a bulk scanner. The project will comply with the Canadian Standard for Electronic Images as Documentary Evidence CAN/CGSB-72.11-93 to allow for the original physical records to be destroyed.
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget •
Continue to catalogue the types of records that may contain personal information throughout the corporation. The new ERDMS will assist in the identification of these types of records.
•
Records Management Month (April) will be recognized annually with training sessions and promotions. 2013’s focus will be on access and privacy. General Records Management training will also be provided as necessitated by the recruitment of new employees to the corporation. Ongoing and regular training is essential to ensure that the approved records management policies and procedures are being adhered to by all Town staff.
•
The Records Management Manual will be reviewed by Q4 2013 and the update commenced, if needed.
Key Performance Indicators: 2012 Anticipated November
Annual Records Purge TOMRMS Compliance (physical & e-records) by Service Area
March
2012 Target April
11 of 18
17 of 19
Water Services
Number of Days to Complete Freedom of Information Requests
Average 16 days
Less than or equal to 10 days
Approximately 18 Days*
Description
2011 Actual
2013 Target April 19 of 19 External Parks and Facilities, Fire Services Less than or equal to 10 days
*Requests continue to be greater in complexity. Staff time available to respond to requests has decreased. It should be noted that the legislated requirement (i.e. 30 days) is being met.
Forecasted 2014 & 2015 Initiatives: •
Expansion of the pilot ERDMS program to include electronic plans and application submittal, scanning and destruction of physical records, and electronic workflows.
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget •
The Records Retention By-law will be reviewed to ensure that it complies with current legislation, business needs and accurately reflect how long records are retained by the Town.
•
The available space in the Town’s Inactive Records Centre will be evaluated with the aim of ensuring that there is an adequate program plan for the ongoing allocation of inactive records space, which may include contracting out the storage with proper protections in place.
•
2014 Municipal Election support including management of the Voters’ List.
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Budget
Department:
Clerks Services
Service Area:
Communications
Summary of Services Provided: Goal: To develop communications strategies to raise the profile of the Town and ensure that the key messages are delivered to the right audiences, in keeping with the Inspiring Innisfil 2020 strategies. •
Public Engagement/Education: Coordinating stakeholder partnerships for various Town initiatives; developing community consultation/education opportunities with departments; documenting events and activities through photography/video as appropriate.
•
Media Coordination: Creating media plans for department projects; writing press releases, media advisories and public service announcements; creating media kits for press events; assisting with the coordination of media interviews for key staff; liaising with media on behalf of staff and Council; tracking key media coverage.
•
Event/Project Management: Assisting departments with communications specific to Town events; managing key communications projects; helping with event/project coordination and implementation where appropriate.
•
Graphic design: Creating signage, website banners, customer services and print advertisements, collateral pieces etc.; monitoring consistency among Town collateral pieces; consulting and assisting with external graphic design companies.
•
Coaching: Actively coaching, instructing and supporting staff and Council (as requested) for all corporate communications – to ensure consistency, professionalism, and increasing opportunities for two-way communication.
•
Social Media Management: Overseeing the Town’s Website content, messaging and corporate branding; chairing the website content committee; creating, assisting with, and posting of website content for various departments; developing and monitoring social media applications used by the Town, Council and Town Committees.
•
Consulting: Collaborating with departments for the purpose of designing concepts for collateral pieces; directing branding requirements for internal and external customers; assisting with content development.
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Budget
Results Achieved in 2012: •
Inspiring Innisfil 2020/ Community Strategic Actions o Create New Networks – Physical, Digital, and Person-to-Person – to Better Connect Residents and Businesses
In the process of creating a new network through the launch of my311, a personalized website tool Coordinated, advised and monitored Innisfil Pitch-In and Off Leash Dog Park Facebook pages RSS Feeds have been added to key sections of the Town website including: press releases, notices, newsletters
o Create an Identity that Unites the Town •
Implemented the Town Logo/Branding initiative with ongoing roll-out
Event/Project Management: Implemented a number of key projects: o Corporate newsletter creation and re-launch in February and second edition October o Town Website redesign and rebranding/Web content review and improvement o Tourism and Economic Development micro-sites collaboration o Implementation of my311
•
Consulting: Worked with various Town departments on a formal and informal basis to meet our communications needs.
•
Media Management: 2011 Actual (Mar-Dec)
2012 Actual (Jan-Aug)
2012 Target
126
81
n/a
98
202
110
Positive Media Coverage
29 Articles
47 Articles
35
Neutral Media Coverage (based on Press Release content)
69 Articles
150 Articles
75
n/a
5 Articles
n/a
Description Number of Media Communications Pieces (Press Release, Media Advisory, Public Service Announcement) Number of Articles Generated/Stories Reported
Negative Media Coverage
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Budget •
Graphic design: Worked with various Town departments o Frequently created web banners and electronic ad pieces o Created and directed the re-launch of the Corporate newsletter, business cards, flags, posters, brochures and other print collateral o Developed corporate templates for various external documents and PowerPoint presentations
•
Public Engagement/Education: o Local government week – community engagement anticipated Oct. o Budget process and community input
•
Coaching: Delivered staff training o Corporate Communications/Branding – all staff o Clear Language/Writing Reports and Notices – relevant staff o PowerPoint and Presentations – relevant staff o Email Effectiveness – all staff mandatory training anticipated by Dec.
2013 Operating Budget Pressures/Changes: o Responding to the changing needs of website visitors by making content more interesting and accessible through the purchase of annual photo bank license - $2,500
Staff Complement: Communications Proposed
Existing Full-Time Staff Complement Approved Full-Time Positions
2011
2012
1.00
Full Time Equivalents (FTE's) Budgeted
Other Than Continuous Full-Time (OTCFT) Staff Complement
2014
2015
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
Existing 2011
2013
Forecast
Proposed
Forecast
2012
2013
2014
2015
-
-
-
-
Full Time Equivalents (FTE's) Budgeted Full Time Equivalents (FTE's) Actual
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Budget
Business Plan Initiatives & Deliverables: •
Develop and implement a social media strategy for the Town
•
Develop and deliver enhanced corporate communications training
•
Professional videos will be created and used for special projects during the year, to improve the Town’s website experience. To be funded through Inspiring Innisfil
•
Education/awareness campaigns (increase to be funded through Inspiring Innisfil) o Promoting the year-round benefits of Lake Simcoe o Heritage programs o Internal Education and External Communications strategy to persuade businesses and professionals to choose an Innisfil location
•
Support communications initiatives of all departments, and specifically: o Education/awareness campaigns promoting the year-round benefits of Lake Simcoe o Septic Program: Phase Two of the inspection program o Education/awareness campaign for 2013 Heritage programs o Internal Education and communications strategy to persuade businesses and professionals to choose an Innisfil location
•
Review and develop an election communications strategy, including public awareness, education and promotion, for implementation in 2014
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Budget
Key Performance Indicators: Description
2012 Actual
2013 Target
2
4
81
100
202
250
Positive Media Coverage*
47 Articles
100 Articles
Neutral Media Coverage* (based on Press Release content)
150 Articles
150 Articles
5 Articles
n/a
n/a
12 planned
n/a
$100,000
Number of Inspiring Innisfil 2020 Actions Led and Implemented Number of Media Communications Pieces* (Press Release, Media Advisory, Public Service Announcement) Number of Articles Generated*
Negative Media Coverage* Media Interviews Planned Public Relations (PR) Valuation**
Implementation of Corporate Training in 3 4 Communications *Actual results from January through August 2012. **PR valuation calculates the advertising value equivalent of editorial coverage, and multiplies it by a 3.0 value based on enhanced impact. Editorial is third-party opinion, so the impact is considered three times that of a paid advertisement.
Forecasted 2014 & 2015 Initiatives: •
Implement election communications strategy, including public awareness, education and promotion in 2014
•
Enhance social media through use of video and live streaming of Town events
•
Develop an effective public engagement strategy for the Corporation
•
Public awareness and education around corporate strategy and service provision
•
Further evolve the Communications Area to meet the requirements of the corporation
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2013 Staff Recommended Operating Budget Service Area Summary by Revenue and Expenditures 2012 Approved Budget Clerks, Records Management, Communications, Elections Revenue Registration & Facility Fees Permits & Other Development Fees (2,750) User Fees, Licences and Fines (18,035) Transfer from Reserve & Reserve Funds (8,409) (29,194) Total Revenue Expenditures Wages & Benefits 604,827 Materials & Supplies
Utilities Contracted Services Internal Recoveries/Transfers Total Expenditures Total Clerks, Records Management, Communications, Elections
2013 Budget
Year over Year $ Change
(2,500) (16,525) (1,750) (20,775)
250 1,510 6,659 8,419
658,609
53,782
141,077
171,276
30,199
3,100 35,500 (107,978) 676,526 647,332
3,150 10,000 (127,250) 715,785 695,010
50 (25,500) (19,272) 39,259 47,678
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Year over Year % Change
Explanation of Change
(9.09%) (8.37%) (79.19%) 2012 one-time co-op student funded from ARS. (28.84%) 8.89% Increases for COLA, salary grid steps and related group & payroll benefits 21.41% Increase in advertising for the Community Bulletin, Human Resources Recruitment, Water & Wastewater programs and Economic Development initiatives 1.61% (71.83%) One-time contract position in 2012 - $26,000 17.85% 5.80% 7.37%
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2013 Staff Recommended Operating Budget Service Area Summary by Revenue and Expenditures
Council & Committees Revenue User Fees, Licences and Fines Transfer from Reserve & Reserve Funds Total Revenue Expenditures Wages & Benefits Materials & Supplies Utilities Total Expenditures Total Council & Committees
2012 Approved Budget
2013 Budget
Year over Year $ Change
(100) (162,000) (162,100)
(100) (162,000) (162,100)
298,124
307,890
9,766
215,114 11,640 524,878 362,778
216,046 11,840 535,776 373,676
932 200 10,898 10,898
-
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Year over Year % Change
Explanation of Change
0.00% 0.00% 0.00% 3.28% Increases for COLA and related group & payroll benefits 0.43% 1.72% 2.08% 3.00%
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget
Department:
Legal / Clerk Services
Service Area:
Legal Services
Summary of Services Provided: •
Legal Advice to all Town Service Areas, SMT and Council
•
Insurance Claim Coordination and any resulting Litigation Management
•
Contract Preparation and Review
•
Dispute Resolution Support and Negotiation
•
Real Property Transactions and Research
•
Management of External Legal Counsel Corporate-Wide Risk Management
•
Real estate legal support to Planning, Development and Engineering
•
Employment and Labour Relations and Support to Human Resources
Results Achieved in 2012: •
Review and completion of the precedent subdivision agreement and precedent pre-servicing agreement
•
Assisting with review of the Site Plan Control Process and redrafting of new precedent site plan agreement
•
Review of precedent commercial lease
•
Settlement of five litigation and several potential litigation matters, including a significant claim worth ten million dollars
•
Completion of eight land transfers
•
Reduction in external legal services budget by nearly 30%
•
Completion of collective agreement bargaining process with CUPE, CEP and the Fire Association
•
Building Code Enforcement, including preparation for injunction and confirmation of emergency orders to Superior Court of Justice
•
Delegated authority review and completion of by-law procedures
•
Prepare RFP for legal services
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget
2013 Budget Pressures/Changes: •
Unpredictability of litigation arising from municipal business activities, settlement of ongoing litigation and insurance deductible payment
•
Change in external counsel billable, although the intention is to mitigate those risks through the RFP process
•
Increased workload as a result of increased development
Staff Complement: Legal Existing Full-Time Staff Complement Approved Full-Time Positions
2011
2012
1.00
2013
2014
2015
2.00
2.00
2.00
1.00
1.00
1.00
1.00
Proposed
Forecast
2012
2013
2014
2015
-
-
-
-
Existing 2011
Forecast
1.00
Full Time Equivalents (FTE's) Budgeted
Other Than Continuous Full-Time (OTCFT) Staff Complement
Proposed
Full Time Equivalents (FTE's) Budgeted Full Time Equivalents (FTE's) Actual
2013 Business Plan Initiatives & Deliverables: •
Continued review of services to provide reduced cost, increased recoveries, and increased internal support
•
Deliver internal handling of legal matters for risk management, litigation support with respect to the Ontario Municipal Board and civil matters, as well as claims management
•
Financial recovery review and implementation
•
Risk management training and commencement of comprehensive policy
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget
Key Performance Indicators: Description Length of time to process development agreement upon complete information being provided Reduction in External Legal Counsel Costs
2011 (Actuals)
2012 (Target)
2012 (Actual)
2013 (Target)
n/a
6 weeks
4 weeks
3 weeks
n/a
10% reduction
30% reduction
(further) 10% reduction
Forecasted 2014 & 2015 Initiatives: •
Expansion of services offered to internal Service Areas and residents
•
Reduction in use of external counsel for litigation and appeal matters
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2013 Staff Recommended Operating Budget Service Area Summary by Revenue and Expenditures 2012 Approved Budget
2013 Budget
Year over Year $ Change
(5,300) (15,000)
(5,300) (25,000)
(10,000)
0.00% 66.67% Anticipate an increase in external legal recoveries
Total Revenue Expenditures Wages & Benefits
(20,300)
(30,300)
(10,000)
49.26%
75,653
84,392
8,739
Materials & Supplies Utilities Contracted Services Internal Recoveries/Transfers Total Expenditures Total Legal
21,977 300 284,500 48,815 431,245 410,945
22,484 800 289,500 56,292 453,468 423,168
507 500 5,000 7,477 22,223 12,223
Legal Revenue User Fees, Licences and Fines External Recoveries
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Year over Year % Change
Explanation of Change
11.55% Increases for COLA, salary grid steps and related group & payroll benefits 2.31% 166.67% 1.76% 15.32% 5.15% 2.97%
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2013 Staff Recommended Operating Budget Service Area Summary by Revenue and Expenditures 2012 Approved Budget Insurance & Risk Expenditures Materials & Supplies Total Expenditures Total Insurance & Risk
68,000 68,000 68,000
2013 Budget
Year over Year $ Change
68,000 68,000 68,000
-
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Year over Year % Change
0.00% 0.00% 0.00%
Explanation of Change
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget
Department:
Legal/Clerk Services
Service Area:
Municipal Law Enforcement
Summary of Services Provided: •
Complaint-based regulatory and legislative enforcement
•
Parking enforcement, ticket issuance and processing
•
Business licenses (taxi) processing and enforcement
•
Animal control, dog licensing sales, administration and enforcement
•
Zoning by-law enforcement
•
Property standards and lot maintenance enforcement
Results Achieved:
(As of July 31, 2012)
By-law Enforcement This is a summary of the most common types of investigations by Municipal Law Enforcement Officers: Case Type
Lot Maintenance Property Standards Waste & Debris Drainage Zoning Noise / Nuisance Fences
2011 Total # of Cases 175 74 115 76 34 26 12
2012 Total # of Cases 163 13 18 15 9 16 15
2011 Time Spent (hours) 216.50 18.5 41 35 53 7.5 8
2012 Time Spent (hours) 174 42.5 125 65.25 85.5 24.25 28.75
2011 Number Closed
2012 Number Closed
68 27 47 32 18 9 4
132 16 18 18 14 12 11
2011 Avg. Time Close (Days) 22.69 31.85 11.06 9.94 26.77 2.77 2.75
In total, Municipal Law Enforcement Officers investigated 465 cases, which averages 67 cases per month. There have been 4 summons issued. Parking Enforcement The following statistics are based on all tickets issued by part-time Parking Enforcement, South Simcoe Police Officers and Municipal Law Enforcement Officers.
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2012 Avg. Time to Close (Days) 14.5 19.8 3 10.3 41.9 9.75 6.2
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget
The plate denial system has been an effective method of recovering revenues for parking enforcement, however due to the length a vehicle sticker is valid, revenues may not be recovered until up to two years after a ticket is sent to MTO for plate denial.
Tickets Issued Value of Tickets Issued Number of Tickets Cancelled Value of Cancelled Tickets Actual Revenues Notices of Impending Conviction Issued Certificates Requesting Conviction Filed # of tickets sent for plate denial # of tickets payment received through plate denial agreement with MTO
2011 2441 $129,500 235 $28,800 $100,700 1002 681 353 182
2012 2079 $85,210 229 $9,930 $75,280 790 521 487 116
The following table demonstrates the rate of cancellations for parking infractions. Tickets are cancelled for a variety of reasons, most commonly due to the submission of valid disability permits at a first attendance review. This was identified as requiring improvement; therefore as of January 1, 2011 a warning system was implemented. Warnings issued by officers are now tracked, and tickets that are cancelled as a result of first attendance reviews are also issued warnings. If a ticket is disputed for the same infraction as a previously issued warning, the ticket is not subsequently cancelled. Cancellation Rate Month January February March April May June July August September October November December
2010 % 15.12 9.55 12.08 5.17 6.19 14.43 14.35 17.76 21.21 22.02 23.38 21.97
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2011 % 14.48 11.45 10.60 14.77 17.46 21.25 12.97 15.85 10.97 8.00 2.83 4.11
2012 % 3.64 4.6 1.77 3.13 9.21 17.5 13.83
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget
Issuing Dept.
2010
2011
2012
SSPS
87
333
134
TOI By-law
1806
2108
1945
TOTALS
1893
2441
2079
Animal Control In 2012, there were 348 dog tags/licences sold as of April 30, 2012 through the various venues offered (current animal control contractor, local veterinary clinics, libraries and at Town Hall). Animal Control investigated a total of 232 cases and filed 24 voluntary offence notices. Business Licensing The Municipal Law Enforcement Department manages licensing for taxi companies within the Town. This area is currently under review and a revised by-law is anticipated in Q1 of 2013. Stakeholder education campaigns will commence upon the adoption of any revised by-law by Council.
2013 Budget Pressures/Changes: • •
Elimination of tow truck licensing resulting in some lost revenue Termination of parking enforcement contract in 2011 originally contracted until December 31, 2012, resulting in gap of enforcement that has been fulfilled through the use of part time staff and co-op students. A staff report will be prepared for Council’s review in Q4 of 2012.
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget
Staff Complement: MLE Existing 2011
Full-Time Staff Complement Approved Full-Time Positions
Proposed
2012
3.69
Full Time Equivalents (FTE's) Budgeted
2011
2015
3.69
3.69
3.69
3.69
3.69
3.69
3.69
Proposed
2012
Full Time Equivalents (FTE's) Budgeted
2014
3.69
Existing
Other Than Continuous Full-Time (OTCFT) Staff Complement
2013
Forecast
2013
-
0.26
Forecast 2014
2015
0.26
0.26
Full Time Equivalents (FTE's) Actual
Business Plan Initiatives & Deliverables: •
Improve case tracking and reporting turnaround timelines
•
Increase the number of dog licences/tags sold by 5%
•
Continue to assist Economic Development to simplify business licensing process
Key Performance Indicators: DESCRIPTION Average number of days a case is under investigation (open) Percentage of cases closed within the year Average # of days to gain compliance following first Notice/Order
2011 Actual 19.6
2012 Actual 20.2
2013 Target 17
77.7%
83%
88%
19.5
22.65
19
Forecasted 2013 & 2014 Initiatives: 2013 •
Exploration of an addition of an officer to enforcement compliment to increase the hours of coverage and respond to parking enforcement needs (report pending)
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget •
Animal licensing blitz (urban areas)
•
Address parking signage within the municipality to ensure signs are not missing for better enforcement and increased fines
•
Increased database functionality for Animal Control investigations
2014 •
Additional vehicle for increase in staff compliment and increased coverage periods
•
Animal licensing blitz (rural areas)
•
Dog park enforcement evaluation
•
Increase proactive health and safety enforcement
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2013 Staff Recommended Operating Budget Service Area Summary by Revenue and Expenditures
Municipal Law Revenue Permits & Other Development Fees User Fees, Licences and Fines External Recoveries Other Total Revenue Expenditures Wages & Benefits Materials & Supplies Utilities Contracted Services Rents & Financial Internal Recoveries/Transfers Total Expenditures Total Municipal Law
2012 Approved Budget
2013 Budget
Year over Year $ Change
(1,000) (123,530)
(1,500) (132,216)
(500) (8,686)
(10,000) (3,983) (138,513)
(10,000) (3,983) (147,699)
(9,186)
311,768
332,992
21,224
44,022 3,630 146,494 824 15,763 522,501 383,988
48,726 3,721 149,478 1,149 18,258 554,324 406,625
4,704 91 2,984 325 2,495 31,823 22,637
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Year over Year % Change
Explanation of Change
50.00% 7.03% Increase in parking fines and dog license revenues 0.00% 0.00% 6.63% 6.81% Increases for COLA, salary grid steps and related group & payroll benefits 10.69% 2.51% 2.04% 39.44% 15.83% 6.09% 5.90%
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2013 Staff Recommended Operating Budget Department Summary by Revenue and Expenditures
Development Revenue Permits & Other Development Fees User Fees, Licences and Fines External Recoveries Transfer from Reserve & Reserve Funds Total Revenue Expenditures Wages & Benefits Materials & Supplies Utilities Contracted Services Transfer to Reserve & Reserve Funds Internal Recoveries/Transfers Total Expenditures Total Development
2012 Approved Budget
2013 Budget
Year over Year $ Change
Year over Year % Change
(1,113,900) (44,770) (210,100) (69,987) (1,438,757)
(2,038,040) (35,150) (214,681) (2,287,871)
(924,140) 9,620 (4,581) 69,987 (849,114)
82.96% (21.49%) 2.18% (100.00%) 59.02%
1,477,694 147,497 8,590 265,100 123,483 129,215 2,151,579 712,822
1,507,987 148,075 9,250 818,012 356,595 261,659 3,101,578 813,707
30,293 578 660 552,912 233,112 132,444 949,999 100,885
2.05% 0.39% 7.68% 208.57% 188.78% 102.50% 44.15% 14.15%
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget
Department:
Development Services
Service Area:
Administration
Summary of Services Provided: •
• • • • • • •
Provide administrative direction to the Development Services Department including • Planning Services • Building/Inspection Services • Economic Development and Tourism services Participates as member of Senior Management Team Assists the Chief Administrative Officer with policy development and corporate issues Department liaison with members of Town Council Oversee the preparation and implementation or operating and capital budgets for the department Manage human resource issues within the Department Acts as a spokesperson for the Department Provides advice and guidance to staff in execution of their duties and statutory responsibilities
Results Achieved: •
Referenced within the summaries for each of the operating divisions
2013 Operating Budget Pressures/Changes: • •
• • • • •
Implementation of Inspiring Innisfil 2020 strategic initiatives in accordance with Council’s priorities within available budget resources. Ensuring the transformation of the Development Services area and the restoration of full functionality in the wake of major staff changes and the recruitment of key new personnel in each service area. Maintaining adherence to legislated timelines and customer service standards as approved by Council Provide support and guidance to Building Services to ensure compliance with the new Mandatory On -Site Sewage Inspection Program. Addressing process improvements and identifying efficiencies and embracing best practices to offset increased costs. Continuing to ensure the protection of the Town’s interest as it relates to Places to Grow, Official Plan Review at the County level and OMB Appeals. Develop a heritage preservation and designation strategy which supports and promotes heritage designation as a tourism strategy.
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget •
Support and advocate on behalf of local business interests within the Town’s policy development; identify and improve administrative efficiencies which support local business opportunity; promote Innisfil’s business and tourism assets.
Staff Complement: Development Administration Existing Full-Time Staff Complement Approved Full-Time Positions
2011
2012
1.00
Full Time Equivalents (FTE's) Budgeted
Other Than Continuous Full-Time (OTCFT) Staff Complement Full Time Equivalents (FTE's) Budgeted
Proposed 2013
Forecast 2014
2015
2.00
2.00
2.00
2.00
2.00
2.00
2.00
2.00
Existing
Proposed
Forecast
2011
2012
2013
2014
2015
-
-
-
-
-
Full Time Equivalents (FTE's) Actual
Business Plan Initiatives & Deliverables: •
• • • • • • •
Identify and encourage continuous improvement to administrative procedures in the department and broader corporation and support the implementation of corporate records management and budget administration. Increasing the profile of Innisfil as a location for new business investment and job creation through corporate visits and public relations. Address Heritage Culture and Tourism initiatives identified in the Inspiring Innisfil 2020 strategic plan. Manage the workload pressures on staff as a result of growth-related activities and outstanding OMB appeals. Reduce the reliance on outside consulting services and attendant costs. Respond to proposed changes in Provincial land use policy directions that impact Town of Innisfil and Simcoe County. Address outstanding permit issues and compliance issues within Inspections division. Assign resources and complete updates for the Zoning By-Law Review and initiate review of the Official Plan.
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget
Key Performance Indicators: •
Identified in the individual service areas
Forecasted 2014 & 2015 Initiatives: • • • • •
Implement on-line real time planning application tracking system. Completion of Statutory Update to the Town’s Official Plan and ensure compliance with Provincial Growth Management Strategy. Implement Community Improvement Plan (CIP) and Development Permits studies in Innisfil. Feasibility analysis and Business Plan for a heritage museum. Decrease the backlog of open building permits and increase enforcement activity to enhance code compliance.
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2013 Staff Recommended Operating Budget Service Area Summary by Revenue and Expenditures 2012 Approved Budget Development Administration Expenditures Wages & Benefits Materials & Supplies Utilities Contracted Services Internal Recoveries/Transfers Total Expenditures Total Development Administration
2013 Budget
Year over Year $ Change
243,893
252,122
8,229
6,000 1,600 15,000 (266,493) -
6,600 1,000 5,000 (264,722) -
600 (600) (10,000) 1,771 -
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Year over Year % Change
Explanation of Change
3.37% Increases for COLA, salary grid steps and related group & payroll benefits 10.00% (37.50%) (66.67%) Decreased to reflect anticipated costs (0.66%) 0.00% 0.00%
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget
Department:
Development
Service Area:
Economic Development
Summary of Services Provided: Implementation of Inspiring Innisfil 2020 strategic objectives Improve our quality of life dramatically: • Assist in the creation of new networks – physical, digital and person-toperson to better connect residents and businesses. • Support community health initiative: attract new and retain existing physicians, medical professionals and the development of medical facilities to the area. Make Innisfil a desirable destination: • Boost tourism by forming new cooperative partnerships and marketing and promotion of Innisfil events and experiences for visitors. Make arts, culture and heritage major community assets: • Provide staff support and resources for arts, culture and heritage initiatives including the Innisfil Arts, Culture and Heritage Council (IACHC). • Foster the creation and implementation of cultural events. • Promote all major events in the Town of Innisfil Help all businesses succeed here. • Economic & Community Development Strategy: Implement a communitywide comprehensive development strategy that will attract new investment, job creation and economic prosperity for the Town of Innisfil. • Business Retention and Attraction: • Provide a point-of-contact for existing and prospective businesses to help business navigate the municipal approval process; • Provide site selection and support services (e.g. maintain BizPaL; online business directory); • Participate in business events (e.g. assistance with grand openings and milestone events; etc.) and business awards programs (e.g. Greater Innisfil Chamber of Commerce and South Simcoe Economic Alliance (SSEA) Business Awards); • Build and sustain working relationships with local businesses throughout the community and beyond to help strengthen the local economy.
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget •
Business Development & Related Partnerships: Continue to build partnerships throughout the community and beyond to help strengthen the local economy. Actively partner with the County of Simcoe, business associations and organizations on many different business and economic development related initiatives including networking and information sharing opportunities.
Results Achieved: • •
•
•
• • •
• •
•
Recruited new Development and Marketing Coordinator Provided support for the creation of new networks and maintenance of existing ones to better connect residents and businesses (e.g. Greater Innisfil Chamber of Commerce; 400 Business Association; Cookstown & District Chamber of Commerce; County of Simcoe; etc.) Enhanced partnership with Nottawasaga Futures, the local Community Futures Development Corporation, which has a full-service, office located at Town Hall. The on-site Nottawasaga Futures office offers a wide variety of programs and services supporting community economic development and small business growth including business information and planning services; access to capital; strategic community planning and socio-economic development; and support for community-based projects. Developed media insert for Ontario Construction News which reaches government officials, industry executives, real estate and developers, contractors ICI and residential, trades, service industry (lawyers, accountants, insurance) etc. Approximately 10,000 printed copies of this monthly publication were distributed with an additional 75,000 online subscribers from across Canada. Created tourism promotional piece for distribution and included as part of the Barrie & Area Vacation and Leisure Guide. Partnered with the “Beyond the City Lights”, an annual regional tourism event, which took place on April 18, 2012 in Barrie. Developed a baseline economic impact of tourism including the influence of Lake Simcoe on the Town of Innisfil and tool to enable staff to conduct future updates. Initiated the development of a wayfinding signage program. Application accepted by the Ontario Ministry of Agriculture, Food and Rural Affairs (OMAFRA) to participate in the First Impression Community Exchange (FICE) in an effort to identify key activities to better support the tourism industry. As of August 17, 2012, implementation is pending a successful match with a partnering community by OMAFRA. Supported a Steering Group to establish new arts council which resulted in the official formation of the Innisfil Arts, Culture and Heritage Council (IACHC).
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget •
• • • •
• • • •
•
• • • •
•
Assisted in the development and implementation of various events including the first Celtic Festival in Innisfil scheduled for September 15, 2012. Seed funding in the amount of $10,000 was provided to help with the inaugural event. Re-established and provided staff support for EDAC (Economic Development Advisory Committee). Collaborated with other Simcoe partners to establish online business directory for Innisfil. Developed an inventory of industrial and commercial land opportunities. Engaged in the process to identify and design a new corporate website, and the tactical marketing support materials to assist the overall economic development strategy for the Town. Continued to develop tools and provide insight and assistance to local businesses on how to work with the Town. Began investigating the creation of Business Improvement Areas or similar models. Created a client information tracking system to better manage information and help monitor activity levels. Ongoing support and implementation of various events to support businesses including a Social Media Workshop on February 13, Job Fair on April 2, and various events for Small Business Week in October. As of July 31, 2012, provided over 70 businesses with assistance navigating approval process; provide support services; promotional support (e.g. assistance with grand openings and milestone events; etc); etc. Continue to build partnerships throughout the community and beyond to help strengthen the local economy. Completed pilot project for E-Waste services on Town property and implemented ongoing program following a competitive process. Partnered with the York University School of Nursing to complete a comprehensive Healthy Community Needs Assessment. Health Care recruitment activities included the hosting of the Toronto East General Hospital Medical Interns Retreat. As a result of the success of the event, the Town was invited to speak at the Faculty Development Day for Community and University Coordinators which was organized by the Rural Ontario Medical Program (ROMP) and the Northern Ontario School of Medicine. Established a community promotional page on the Barrie & Area Physician Recruitment (BARP) website.
2013 Budget Pressures/Changes: •
Maintaining the level of support for Inspiring Innisfil 2020-Strategic Plan and Community Vision – full implementation requires high levels of staff resources which are limited.
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget •
The response to the establishment of the new Development team and Economic & Community Development Office is positive, however, satisfying the demand will be challenging.
Staff Complement: Economic Development Existing Full-Time Staff Complement Approved Full-Time Positions
2011
2012
1.00
Full Time Equivalents (FTE's) Budgeted
Other Than Continuous Full-Time (OTCFT) Staff Complement
Proposed
2014
2015
2.00
2.00
2.00
2.00
2.00
2.00
2.00
2.00
Existing 2011
2013
Forecast
2012
Full Time Equivalents (FTE's) Budgeted
Proposed
Forecast
2013
2014
2015
-
-
-
Full Time Equivalents (FTE's) Actual
Business Plan Initiatives & Deliverables: Implementation of Inspiring Innisfil 2020 strategic objectives Improve our quality of life dramatically: • Support the improvement of access to health care services in the community. Make Innisfil a desirable destination: • Prepare and implement strategic tourism initiatives in response identified needs through initiatives such as the First Impression Community Exchange (FICE) program. • Continue to promote tourism and Lake Simcoe-based activities. • Provide first update on economic impact of tourism and related Lake Simcoe based initiatives using new measurement tools. Make arts, culture and heritage major community assets: • Support the creation and implementation of at least one new tourism or cultural event. • Create new cooperative partnerships including working closer with the RTO7; local sports associations; Tourism Simcoe and Tourism Barrie. • Undertake a feasibility analysis for the creation of an Innisfil Museum • Develop an education and awareness campaign to promote local heritage.
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget
Inspiring Innisfil 2020: Help all businesses succeed here. • Development of promotional material to help market Innisfil as a good place to live, work and play. • Maintain an inventory of industrial and commercial land opportunities. • Implement wayfinding signage initiative • Continue to develop tools and provide insight and assistance to local businesses on how to work with the Town. • Support efforts to expand public private partnerships. • Develop an ‘active’ partnership with the Greater Innisfil Chamber of Commerce to avoid duplication while enhancing support to the community by pooling resources, sharing information and collaborating on community events and initiatives.
Key Performance Indicators: •
Number of business interactions tracked in client database.
•
Number of events and initiatives supported and implemented by the Town in support of area businesses and the tourism and arts and culture sectors.
•
Report on relevant issues identified in the implementation tracking system for Inspiring Innisfil 2020.
Forecasted 2014 & 2015 Initiatives: • • • • •
Ongoing implementation and reporting of Inspiring Innisfil 2020 strategic objectives. Undertake a formalized Business Retention and Expansion program focussed on key growth sectors of the local economy. Enhance economic development initiatives and seek partnerships in delivery of programs and services. Persuade businesses and professionals to choose an Innisfil location rather than commuting. Promote the year-round benefits of the tourism sector and Lake Simcoe based activities with the aim of building on its economic impact by 2013, while improving the environmental health of the Lake and surrounding region.
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2013 Staff Recommended Operating Budget Service Area Summary by Revenue and Expenditures 2012 Approved Budget Economic Development Expenditures Wages & Benefits Materials & Supplies Utilities Internal Recoveries/Transfers Total Expenditures Total Economic Development
2013 Budget
Year over Year $ Change
176,795
192,215
15,420
40,706 77,357 294,858 294,858
48,736 1,000 79,417 321,368 321,368
8,030 1,000 2,060 26,510 26,510
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Year over Year % Change
Explanation of Change
8.72% Increases for COLA, salary grid steps and related group & payroll benefits 19.73% Business retention/attraction initiatives 100.00% 2.66% 8.99% 8.99%
Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget
Department:
Development
Service Area:
Inspection Services (Building Code)
Summary of Services Provided: • • • • • • •
Building Permit Application review and issuance Other Permit (Signs, Pool Fence) issuance Building Code and Liquor License Inspections to confirm compliance with the Ontario Building Code and enforcement Ontario Septic Re-Inspection administration and enforcement Determination of Development Charges applicable to new construction in residential and commercial permits Digitizing Building Permit records Complaint investigation and enforcement
Results(Achieved and Proposed): 2011 Applications 729 Inspections 3235 Orders 28 Customer 73% Service Cases Fees Cost of Living
2012* 581 2437 15 86%
2012 850 4000 30 86%
2014 1100 5500 30 95%
27.9% 29.9% 27.9% (Hemson (Hemson (Hemson Report) Report Report) 27.9% plus Cost of Living 2%) Note: 2012* to current date (last week of August) • •
N/A
2013 1000 5000 35 90%
2015 1150 6000 30 100%
Cost of Living
The services of the Registered Code Agency were engaged for plans review and inspection services. In 2012 the building department had vacancies due to two inspectors leaving, and the departure of the Chief Building Official, early in the year. This lack of staff has caused pressures that required reliance on external consultants such as the Registered Code Agency.
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget
2013 Budget Pressures/Changes: •
•
•
•
As of January of 2011 the Province of Ontario implemented a Mandatory Septic Re-Inspection program for properties within a 100m radius of Lake Simcoe, this additional responsibility will impact both inspector staff time and administrative staff. Once Phase 1of the inspections are completed there is also an expectation that the volume of orders and septic permits will increase in response to these inspection results. An additional inspector and administrative person have been acquired on contract to meet the demands of this new program. Inspections have begun and Building Services anticipates a completion of 45% in 2012 leaving 55% balance for subsequent years. Of the balance building services anticipates completion of an additional 45% in 2013 with the remainder of the program completed in 2014. In Phase 2 it is anticipated that all septic systems within the Town will be part of the program, (of the 16900+ properties within the Town limits approximately 7,000 have municipal sewer services leaving over 9,000 properties for the program to visit). It should also be noted that Phase 1 will be required to be repeated beginning in 2015. We have seen substantial proposed commercial and residential projects through the planning, engineering and site plan service areas, indicating a significant increase in building permit activity, possibly as much as 20% in 2013 including a portion of Friday Harbour obtaining permits and beginning construction. It would appear that this type of increase would result in a heavy dependence on the Registered Code Agency, in an effort to diminish this reliance on an outside consultant we are proposing 3 new building inspector/plan reviewer full time positions for 2013 and onwards. In June of 2012, a presentation was made to council indicating that there are currently 16000 + open permits, in an effort to move forward on the launch of a program to close these files in 2013, one of the new full time building inspector/plan reviewer positions will be assigned to the reviewing and assisting residents through the step by step process of closing their permits. We continue to pursue technological improvements both internally and in the field to mitigate costs and improve service.
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget
Staff Complement: Inspection Existing Full-Time Staff Complement Approved Full-Time Positions
2011
2012
7.00
Full Time Equivalents (FTE's) Budgeted
Other Than Continuous Full-Time (OTCFT) Staff Complement
Proposed
2015
7.00
7.00
7.00
7.00
7.00
7.00
7.00
Proposed
2012
Full Time Equivalents (FTE's) Budgeted
2014
7.00
Existing 2011
2013
Forecast
0.62
Forecast
2013
2014
2015
-
-
-
Full Time Equivalents (FTE's) Actual
Business Plan Initiatives & Deliverables: •
• • •
• •
• •
The implementation of some recommendations in the Building Permit Process Review Report; • The refinement of TPS for increased thoroughness of data entry (particularly dates) and reports. • Develop a permit application classification system for tracking and processing purposes. Create a database of tracking status of permit for compatibility with TPS/MOAR. Increase staff levels to ensure a ‘reserve capacity’ as per the John Wright Hearn report – hire three new full time building inspector/plans reviewers. Will be looking at implementation of a program to deal with outstanding building and compliance issues related to building permits as a result of the report prepared by John Wright. Increase Building Permit fees in 2013 by 29.9% to offset economic adjustments associated with operation of Building Services. Improved performance levels for the approval of building permits is sought with the provision of additional staffing resources by July of 2013 with three new positions being sought. Less reliance on the Registered Code Agency for building permit plan review, with additional staffing resources. Closing the gap of timeline as per provincially mandated to achieve the goal of meeting all timelines.
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget
Key Performance Indicators: Description
Full 2011 Actual Building Permit Building Permit Application Applications reviews not including Percentage Zoning/Planning review time approved within -business days(number of provincially permits)(Jan 1 to Dec 30): mandated Total permits reviewed 729, timelines 662 processed, 67 are pending (business days): or cancelled.
Houses 10 days Signs 10 days Small buildings 15 days Large buildings 20 days Complex buildings 30 days Complaint Response: Percentage investigated within Town Customer Service Standards. Usage of Registered Code Agency: Building Permit Review completed by consultant
Complete Applications 7 days (234) 6 days(10) 16 days(5)
Incomplete Applications 16 days (377)
2012 2013 Target Actual to Apr 30 Building Permit Application In house plans review reviews not including expectations, with a Zoning/Planning review time -dedicated Plans business days (number of Examiner (business permits) (Jan 1 to July 31): days): Total permits reviewed 510.
13 days(10) 17 days(11)
Complete Applications 10 days (36%) N/A N/A
Incomplete Applications Avg.14 days (63%) N/A 26 days (2)
8 days(8)
7 days(7)
1 day (2)
8 days (1)
20 days 100%
N/A
N/A
N/A
N/A
30 days 100%
10 days 100% 10 days 100% 15 days 100%
79% responded to in three days or less
62% responded to in three days or less
80% responded to in three days or less
14% of all building permits submitted to the Town requiring consultant review
18% of all building permits submitted to the Town requiring consultant review
10% of all building permits submitted to the Town requiring consultant review
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget
Forecasted 2014 & 2015 Initiatives: • • • • • • •
Managing the anticipated increase in Building Permit Activity as the Town continues to experience growth pressures. The continued implementation of the remaining recommendations in the Building Permit Process Review Report. The continued expansion and refinement of TPS and the new MOAR to manage the paperwork for the permit process. Continue new program to close backlog of open building permits. Continue Provincially Mandated Septic Re-Inspection Program continue Phase 1 and implement Phase 2. Provide Municipal Performance Measures to the Ministry of Municipal and Housing. Continued digitizing of current / old building permit records.
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2013 Staff Recommended Operating Budget Service Area Summary by Revenue and Expenditures
Inspection Services Revenue Permits & Other Development Fees User Fees, Licences and Fines External Recoveries Transfer from Reserve & Reserve Funds Total Revenue Expenditures Wages & Benefits
2012 Approved Budget
2013 Budget
Year over Year $ Change
(1,021,400)
(1,937,040)
(915,640)
(6,500) (5,100) (69,987) (1,102,987)
(6,500) (5,100) (1,948,640)
69,987 (845,653)
Year over Year % Change
Explanation of Change
89.65% Increased building inspection revenues due to rate increases and anticipated growth. 0.00% 0.00% (100.00%) Funding of 2012 budgeted deficit 76.67%
634,593
624,719
(9,874)
(1.56%) 2012 included one-time wages & benefits for a contract septic inspector of $26,000. 2013 Budget increased by $16,600 related due to COLA and related group and payroll benefit increases
Materials & Supplies
59,202
49,689
(9,513)
Utilities Contracted Services
5,400 65,100
5,550 571,012
150 505,912
Transfer to Reserve & Reserve Funds
123,483
356,595
233,112
Internal Recoveries/Transfers
215,209
341,075
125,866
1,102,987 -
1,948,640 -
845,653 -
(16.07%) 2012 included on-time equipment lease costs for the contract septic inspector. 2.78% 777.13% Anticipated increase in permits will result in additional external permit processing costs. 188.78% 2012 transfer was the result of net revenues generated by the contract septic inspector. With fee increases and increased building activity the department is projecting an increase in transfers to the Inspection Stabilization Reserve. 58.49% Increase in recovery of indirect overheads in accordance with the Building Permit Study prepared by Hemson Consulting. 76.67% 0.00%
Total Expenditures Total Inspection Services
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget
Department:
Development Services
Service Area:
Land Use Planning
Summary of Service Provided: • • • • • • • • • •
• • • • • • • •
•
•
Prepare Town Official Plan & Official Plan Amendments Prepare Secondary Plans and amendments Administer Comprehensive Zoning By-law Co-ordinate statutory public meetings, facilitate public participation in planning applications and host pre-consultation with applicants Manage the preparation of the new Zoning By-law. Process privately initiated Zoning By-law Amendments Review and process Part Lot Control Exemption By-laws Review, revise as required and process Draft Plans of Subdivision Undertake proactive and strategic planning studies for policy development e.g. Bill 140- Second Suites Manage operation of Committee of Adjustment (consents, variances, Fence By-law) including staffing Secretary Treasurer position and providing planning comments Review Building Permit applications with regard to matters of zoning compliance Process Site Plan Approval Applications Determination of cash-in-lieu of parkland and parking pursuant to Town Bylaws Review of Ministry of Natural Resources Permits for Shoreline work Review and comment on Federal Telecommunication Facility Applications Monitor and Review of Planning initiatives of neighbouring municipalities as appropriate Attendance as necessary at related Ontario Municipal Board Hearings representing interests of the Town Monitor and Review of land use planning policy by Upper Tier and Provincial Government eg. County Official Plan, Lake Simcoe Protection Plan, Amendment 1 to the Growth Plan and preparation of related position papers and comments on behalf of Town Assess and review planning and land acquisition matters associated with the day-to-day operations of the Town (i.e. source water protection, tree cutting, fire master planning, land acquisitions, etc.) Participate in Provincial and County policy planning initiatives.
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget
Activity Results from 2011 (2012 Activity Data to Date): • • • • • • • • • • • • •
8 Plans of Subdivision reviewed for Draft Plan Approval (11) 2 Official Plan Amendments Applications Adopted (0) Participated in 6 OMB Hearings including Sleeping Lion (3) 6 Zoning By-law Amendment Applications (6) 0 Telecommunication Applications (6) 44 Committee of Adjustment applications (50) 8 new Site Plan Approval Applications (9) Initiation of the comprehensive Zoning By-law update (On-time, on-budget) Field inspection of site plan approvals (ongoing) Lefroy Urban Design Guidelines completed in draft form (Adopted) Implementation of new zoning standards for the Innisfil Beach Road Mixed Use Zoning (approved – before the OMB). Monitoring of County Official Plan review (ongoing). Participation in review of Amendment 1 of the Growth Plan by Province (ongoing).
2013 Operating Budget Pressures/Changes: • •
•
• •
•
Numbers of Subdivision and site plan application activity forecast to increase in 2013 due to Friday Harbour, Sleeping Lion and IBR redevelopment. There will be increased Plans of Condominium and Part Lot Control Exemption By-laws as densities will increase related to the Ontario Places to Grow and related intensification and infilling. Ongoing OMB Hearings relating to the Official Plan, Official Plan Amendment No. 1, County of Simcoe Official Plan, and the Town’s comprehensive zoning by-law update will require considerable time and resources of Planning Staff and other Town staff. There will be increased interest in Alcona commercial development activity and planning inquiries as a result of new mixed use zoning. Continuing but reduced need for expenditures for external planning and legal counsel with respect to OMB appeals and Official Plan review. These costs should be offset by Service Level Change requests. Outstanding capital projects (i.e. Planning Fee Study, Innisfil Heights Secondary Plan) will continue to be completed in order to address new projects as identified in Inspiring Innisfil 2020 Strategic Plan
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget
Staff Complement: Planning Existing Full-Time Staff Complement Approved Full-Time Positions
2011
2012
4.00
Full Time Equivalents (FTE's) Budgeted
Other Than Continuous Full-Time (OTCFT) Staff Complement
Proposed
2015
4.00
4.00
4.00
3.54
4.00
4.00
4.00
Proposed
2012
Full Time Equivalents (FTE's) Budgeted
2014
4.00
Existing 2011
2013
Forecast
0.31
Forecast
2013
2014
2015
-
-
-
Full Time Equivalents (FTE's) Actual
Business Plan Initiatives & Deliverables: •
•
• •
•
•
•
Assume Delegated Approval authority for Plan of Subdivision Approval and Part Lot Control Exception Approval and other growth responsibility from the County of Simcoe that will improve responsiveness to development interests by Quarter1 of 2013. Prepare for Council consideration a justification for recruitment of a full time policy planner and part-time site plan coordinator (formalization of current contract position). Manage and realize approved capital projects for 2013. Bring forward Official plan amendments as may be required in connection with amending land use provisions to accommodate gaming and OLG expansion, expanding the boundaries of the employment lands and full urban servicing of Innisfil Heights strategic settlement employment area. This includes continued negotiations with Province and County. This process is required prior to the anticipated Secondary Plan for Innisfil Heights (as approved in the capital budget). Continue with the Alcona Urban Design Zoning implementation through necessary amendments to the Town’s Planning documents to implement the study from the 25th Sideroad and Lake Simcoe (may include possible development permit system). Initiate a review of the Official Plan to ensure conformity with new County Official Plan, Source Water Protection, any future Places to Grow Amendments and the Lake Simcoe Protection Plan and the recommendations of Inspiring Innisfil 2020 in Q1 2013. Implement a new comprehensive Zoning By-law to implement the requirements of the Official Plan and provincial policy in Q1 2013.
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget • • • •
Policy development and application of Places to Grow policies against all development proposals. Other initiatives will include completing the planning approvals for Sleeping Lion and any other lands within the Alcona Secondary Boundary as required. Complete a Developer’s Handbook in collaboration with Building, Engineering and Legal/Clerks. Complete a Heritage Conservation District Study for Cookstown in 2013.
Key Performance Indicators: Description Process Planning Act Applications (variances, consent, Zoning By-law Amendments and Official Plan Amendments) within the Appeal deadlines of the Planning Act. Subject to our control; applications are reliant on approvals and comments from outside agencies Province, County, and Conservation Authorities. How Many development applications are processed by the municipality? Planning operating cost per capita for (net planning services expenditures/population
2012 Actual (to August 31st, 2012)
2013 Target
97%
100%
84
95
$10.62
$11.00 (OMBI Benchmark for single tier municipalities is $23.98 and $8.22 for upper tier) Planning fees study will target an 80% recovery from planning application fees for the costs of processing applications.
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget
Forecasted 2014 to 2015 Initiatives: • Commence Secondary Plan for Innisfil Heights Strategic Settlement Employment Area. • Complete the statutory Official Plan review and Update to Growth management Study. • Development Permit Study and initiation for IBR from the 25th to the Lake Simcoe. • Stroud Urban Design Study. • Cookstown Community Improvement Plan. • Agricultural Land Use Compatibility Study. • Urban Design Guidelines for Innisfil Heights. • Sandy Cove Secondary Plan. • Institutional Land Use Plan. • Development Permit Study for Innisfil Heights. • Sandy Cove Urban Design Guidelines. • Integrating provincial planning policy changes, • Planning process improvements for Zoning By-law Amendments, Official Plan Amendments and Site Plan Approval.
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2013 Staff Recommended Operating Budget Service Area Summary by Revenue and Expenditures
Planning Services Revenue Permits & Other Development Fees User Fees, Licences and Fines External Recoveries Total Revenue Expenditures Wages & Benefits Materials & Supplies Utilities Contracted Services Internal Recoveries/Transfers Total Expenditures Total Planning Services
2012 Approved Budget
2013 Budget
Year over Year $ Change
Year over Year % Change
(92,500) (38,270) (205,000) (335,770)
(101,000) (28,650) (209,581) (339,231)
(8,500) 9,620 (4,581) (3,461)
9.19% (25.14%) 2.23% 1.03%
422,413
438,931
16,518
41,589 1,590 185,000
43,050 1,700 242,000
1,461 110 57,000
3.91% Increases for COLA, salary grid steps and related group & payroll benefits 3.51% 6.92% 30.81% Increased external site plan coordination activities
103,142 753,734 417,964
105,889 831,570 492,339
2,747 77,836 74,375
2.66% 10.33% 17.79%
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Explanation of Change
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2013 Staff Recommended Operating Budget Department Summary by Revenue and Expenditures
Finance, Customer Service, IT Revenue User Fees, Licences and Fines External Recoveries Transfer from Reserve & Reserve Funds Total Revenue Expenditures Wages & Benefits Materials & Supplies Utilities Contracted Services Rents & Financial Transfer to Reserve & Reserve Funds Internal Recoveries/Transfers Total Expenditures Total Finance, Customer Service, IT
2012 Approved Budget
2013 Budget
Year over Year $ Change
(50,900) (7,990) (1,100) (59,990)
(67,100) (8,230) (1,120) (76,450)
(16,200) (240) (20) (16,460)
31.83% 3.00% 1.82% 27.44%
1,982,365 410,620 33,229 47,473 20,800 90,000 (585,143) 1,999,344 1,939,354
2,019,504 381,395 32,452 77,113 22,300 90,000 (498,347) 2,124,417 2,047,967
37,139 (29,225) (777) 29,640 1,500 86,796 125,073 108,613
1.87% (7.12%) (2.34%) 62.44% 7.21% 0.00% (14.83%) 6.26% 5.60%
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Year over Year % Change
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget
Department:
Finance, Customer Service and Information Technology
Service Area:
Customer Service
Summary of Services Provided: • • • • • • • • • • • • • • • • • • • •
Provide front-line, first contact customer service to the public Reception services for all Town Hall departments and sign-in of all guests Log customer inquiries/complaints into tracking software (TPS), forward to relevant department, follow-up and respond back to customer in accordance with policy Receive telephone calls and re-route if issue cannot be resolved directly Receive and process payments for property taxes; register and receive payment for Parks and Recreation programs; book and receive payment for facilities and ice time Provide information on property tax accounts including outstanding balances, previous payments and due dates Distribute and track additional parking stickers to property owners as required Distribute blue and green bins, garbage bag tags Provide information regarding full range of municipal (town) services and other general inquiries Issue dog licenses, issue and administer all lottery licenses Accept applications and process payments for: marriage, business (refreshment vehicles, auctioneers etc.) tow truck and taxi licenses; parades and special events Guide customer through process for building permits and shoreline alteration permits Process residential burn permits Distribute and schedule parking infraction review interviews for Municipal Law Receive payment for parking fines and process reports from pay-tickets on-line Log and track animal control complaints/inquiries Receive and process Road Occupancy, Oversized Load and Entrance permits for approval at Roads Department Receive and process applications for Site Plan, Rezoning and Committee of Adjustment Provide clerical support for Planning Services, Engineering Services, Municipal Law and Inspection Services by creating mailing lists for notices and information bulletins Create physical files (clerical files) for Committee of Adjustment containing notices/decision sheet/mail out lists, applications and drawing/maps and mail out of circulation lists
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget
Results Achieved in 2012: Testing of an upgraded version of the TPS application using the customer service and animal licensing modules. Once completed will be implemented corporately with enhanced functionality and capabilities. • Assisted building department with data entry and filing of permits and inspections for cleanup of old existing files. • Assisted in the development and review of a new Parades and Festival by-law in conjunction with MLE. Draft to be reviewed by legal services for presentation and adoption by Council. • Completed review of new process to administer and track location of water, wastewater and catch basin in ground locations that are requested by residents/contractors. Will now be centralized and administered by Customer Services rather than at department level. • New report generated monthly to Revenue Services for collection of Road Occupancy Permit fees from Enbridge Gas (new fee for 2012). • Updated all templates, forms and applications with the new Logo. • Handled or processed the following: 2009 2010 2011 *2012 Complaints/Inquiries processed 2586 2291 2890 3068 Telephone Calls 67200 60758 58038 60450 Business Licenses 30 36 22 25 Animal Licenses 869 952 888 1044 Lottery Licenses 24 26 22 19 Road Occupancy/Oversized Load Permits 428 363 431 450 Entrance Permits 35 20 20 20 Streetlights reported 192 201 231 230 Committee of Adjustment Severances 14 18 34 24 Committee of Adjustment Variances/Easements 31 33 34 33 Planning Notices prepared 20 21 26 30 * Note: 2012 results projected to end of year based on actual to July 31 •
2013 Budget Pressures/Changes: •
Continued development & improvement in tracking and reporting system; ongoing interaction and support to service areas; increase level of troubleshooting and immediate problem resolution will require assistance from Information Technology Services as well as service area Directors & Managers to be more effective as front-line, first contact customer service representatives. However, no direct budget cost implications to the service area.
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget
Staff Complement: Customer Service Existing 2011
Full-Time Staff Complement Approved Full-Time Positions
Proposed
2012
7.00
Full Time Equivalents (FTE's) Budgeted
2011
2014
2015
7.00
7.00
7.00
7.00
7.00
7.00
7.00
7.00
Existing
Other Than Continuous Full-Time (OTCFT) Staff Complement
2013
Forecast
Proposed
Forecast
2012
2013
2014
2015
-
-
-
-
Full Time Equivalents (FTE's) Budgeted Full Time Equivalents (FTE's) Actual
2013 Business Plan Initiatives & Deliverables: •
•
• • •
•
Complete initiative to capture road sections and intersections to be implemented with the new tracking system MOAR. Once implemented this will enable more inquiries/issues to be input to TPS, more easily retrieved and monitored. Create Customer Service procedure to administer locates for water and wastewater once approved at SMT. Work with Economic development to create a tracking module for yearly Town events to capture all department approvals and event correspondence in one electronic location. Work with Communications Officer and Economic Development Officer to create an information centre in the front lobby of Town Hall. Continue to schedule meetings with other departments to update Customer Service on new procedures and or processes within the Town Develop a customer feedback tool to assist with the overall Town performance in the delivery of Town services based on customer initiated service improvement suggestions for each service area Develop measurements to monitor compliance with Customer Service Policy, response standards and to provide customer initiated improvement feedback.
Key Performance Indicators: Item % of calls live answer instead of auto attendant Average time to answer call
2011 Actual
2012 Target
92.56% 13.25 seconds
94% 13 seconds
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2012 Projected 93.5% 12 seconds
2013 Target 93 12
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget
Forecasted 2014 & 2015 Initiatives: • •
Continue to develop additional KPI’s to track performance of Customer Service unit and Town service areas to improve performance and response times Work with Town staff to develop enhanced protocols and standards for front-line Customer Service Representatives to provide immediate troubleshooting and response to customers without service area involvement.
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2013 Staff Recommended Operating Budget Service Area Summary by Revenue and Expenditures 2012 Approved Budget
2013 Budget
(100) (100)
(100) (100)
Year over Year $ Change
Customer Service Revenue User Fees, Licences and Fines Total Revenue Expenditures Wages & Benefits
494,808
513,833
19,025
Materials & Supplies Utilities Rents & Financial Internal Recoveries/Transfers Total Expenditures Total Customer Service
9,047 1,500 14,500 (17,961) 501,894 501,794
7,990 1,500 14,500 (17,788) 520,035 519,935
(1,057) 173 18,141 18,141
-
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Year over Year % Change
Explanation of Change
0.00% 0.00% 3.84% Increases for COLA, salary grid steps and related group & payroll benefits (11.68%) 0.00% 0.00% (0.96%) 3.61% 3.62%
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget
Department:
Finance, Customer Service and Information Technology
Service Areas: Financial & Accounting, Revenue and Purchasing Services Summary of Services Provided: Financial & Accounting Services: • Maintain all financial records, report financial activities including the annual Consolidated Audited Financial Statements, Provincial Financial Information Return (FIR), and Municipal Performance Management Program (MPMP) results. • Work closely with external Auditors and liaise with Audit Committee • Co-ordinate the development & preparation of annual Business Plans and Budgets, including 3 year Operating and 5 year Capital Budget/Forecasts. Includes co-ordinating public information centres, assembly of the consolidated budget reports, providing analysis, explanations and financial policy advice to Council for their consideration during budget deliberations. • Monitor operating budget performance and track capital budget expenditures of the various service areas; compile data, review and prepare reports for operating, capital budget and performance indicator results across the Corporation Provide supporting financial information and analysis as required to support all municipal service areas • Provide effective cash management to maximize interest return and minimize short term borrowing requirements • Act as lead in administering and updating the Development Charges Background Study in conjunction with other service area staff and external consultants • Make application monitor and submit claims for grants/subsidies to senior levels and funding organizations • Process accounts payables and issue payments of supplier/contractor invoices on weekly basis • Process bi-weekly payroll; prepare all statutory remittances and supporting documents in accordance with legislative/regulatory requirements and collective agreements. Responsible for the annual filing of payroll related returns, including T4’s and OMERS (Ontario Municipal Employees Retirement System). • Research and present policy proposals and procedures to assist Council in financial decisions including the sustainable management of long term debt requirements and long range financial plans • Provide range of financial services to the Innisfil Public Library (accounting, payroll, etc) • Maintain and administer letters of credit, security deposits and other financial instruments required under sub-division or site-plan agreements from land owners and property developers
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget •
Maintain the fixed asset register to ensure that it remains current and reflects all additions, deletions and disposals.
Revenue Services: • Administer the timely calculation, billing and collection of property taxes. • Ensure past due property tax accounts are dealt with in accordance with the Town’s approved tax collection policy and procedures are consistent with available legislative means including initiating registration of arrears certificates and potentially sale through public tender. • Issue and collect other fees & charges related to developer accounts, site plan applications, fire accident call-out recovery etc. • Liaise with Innisfil Hydro Distribution on water/wastewater billing issues. Purchasing Services: • Procure goods and services in accordance with the approved Town Purchasing by-law and deliver periodic training and guidance to departments and new staff. • Administer and ensure compliance with approved Policy and prepare required reports for Director/CAO/Council information & approval as required.
Results Achieved or in progress in 2012: Financial and Accounting Services: 2011 Actual 2012 Projected Supplier Invoices Processed 9,955 10,000 Cheques Issued 5,009 5,000 # of staff payroll processed for (26 pays): - full-time (includes Library & Council) 140 144 - seasonal, casual, part-time 200 185 • Will have completed and filed/reported the 2011 Audited Financial Statements, FIR and MPMP results. • Commenced 2013 Business Plans and Budget cycle in April; expected to be approved by the end November 2012. • Development of policies to provide the stability and sustainability envisioned in the Inspiring Innisfil 2020 Strategic Plan is ongoing; Council approved the “Policy Framework for Financial Sustainability”, “Property Tax Operating Surplus/Deficit Disposition” & “Property Tax Rate Stabilization Reserve” Policies. Revenue Services: 2011 Actual 2012 Projected Water/Wastewater accounts maintained 8,820 8,983* Water/Wastewater bills issued & administered 25,614 17,966* Property Tax accounts maintained 13,886 13,886 Property tax bills issued & administered 27,765 28,814 *(Innisfil Hydro assumed monthly billing effective August 1). • Completed transfer of water/wastewater billing responsibilities to Innisfil Hydro effective Aug 1.
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget Purchasing Services: 2011 Actual 2012 Projected Tenders, RFP’s, RFQ’s Issued, evaluated, 130* administered 168 * With the introduction of the new purchasing policy, lower dollar purchases (below $10K) no longer funnel through purchasing therefore reducing the number of informal competitive bids through purchasing services. • •
Training conducted January/February 2012 on the new Purchasing Policy Training on the Informal Bid Process will be completed by fall 2012
2013 Operating Budget Pressures/Changes: •
Decrease in tax certificate and other revenues
Staff Complements: Financial Services Existing Full-Time Staff Complement Approved Full-Time Positions
2011
2012
13.00
Full Time Equivalents (FTE's) Budgeted
Other Than Continuous Full-Time (OTCFT) Staff Complement
Proposed
2015
13.00
13.00
13.00
13.00
13.00
13.00
13.00
Proposed
2012
Full Time Equivalents (FTE's) Budgeted
2014
13.00
Existing 2011
2013
Forecast
2.00
2013 0.33
Forecast 2014 0.33
2015 0.33
Full Time Equivalents (FTE's) Actual
Business Plan Initiatives & Deliverables: Financial and Accounting Services: • Continue with the development or update of policies that will provide the financial sustainability envisioned in the Inspiring Innisfil 2020 Strategic Plan. o Develop policy for use of unpredictable revenues (e.g. Provincial Offences Act, Innisfil Hydro Dividends, donations) - target for 2nd quarter completion. o Policy for waiving or forgiving fees, providing “subsidy” for recreation programs, free or reduced cost for use of facilities by non-profit organizations – target for 3rd quarter completion
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget o
Debt Policy to establish targets for acceptable debt per capita, term (e.g. 10, 15, 20 year or more) issued for, purposes debt to be used etc. – target 2nd quarter completion.
•
Commence development of a long range financial planning model utilizing financial policies, development charges by-laws, capital plans and forecasts to be completed by 2nd quarter of 2014.
•
Develop reports for life-cycle cost and replacement timeframes from data used to populate fixed asset module gathered as part of Public Sector Board PS3150 compliance requirements. Results will be used for capital replacement and reserve requirement planning and long range financial planning requirements. Will include updating CP04-08-05 Tangible Capital Asset Policy to be an asset management and replacement strategy policy in addition to the current purpose of prescribing the accounting treatment of TCA’s. Targeted for completion by 3rd quarter 2013.
•
Complete the background study required to update development charges bylaws No. 020-09 (water, wastewater & roads “hard services”), 086-09 (fire, recreation, libraries, fleet etc. “soft services”) and 089-09 (Innisfil Heights area specific) that began in the fall of 2012.
•
Implement payroll software that will provide the ability to electronically process timesheets, leave requests, pay advice slips, T4s, etc. subject to the approval of 2013 capital project IT61. If authorized, staff will commence as quickly thereafter to prepare an RFP to begin the acquisition process with implementation anticipated to be completed within 2013.
•
Review and analyze budget process for continuous improvement, including the possible transition to a service level and performance based budgeting with recommendations for Council consideration prior to the commencement of the 2014 operating budget process.
•
Investigate the possibility of transitioning to EFT (Electronic Funds Transfer) payments for accounts payable invoices. Staff will research best practises, review current software capabilities and identify additional requirements. If feasible implementation would be late 2013 or early 2014. If additional software required would be submitted in 2014 capital budget requests.
Revenue Services: • Continue to monitor the transfer of water waste/water billing to Innisfil Hydro as of August 1st, 2012 to ensure customer service issues are being addressed. Modify procedures and policies to ensure proper maintenance of billing and compliance of billing contract. •
Revise job descriptions to redistribute the work load amongst revenue staff to achieve improvements in productivity to be completed in 1st quarter of 2013.
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget •
Ongoing formalized cross training to be undertaken among positions to ensure coverage for vacations and absences to reduce disruptions to workflow and delivery of customer services. Initial cross training cycle to be complete by end of 2013.
•
Continue to revise and improve processes for increasing collection of miscellaneous accounts receivable accounts including centralizing miscellaneous billing and collections activities handled in some departments.
Purchasing Services: • Continue to provide support to departments for procurement activities including training on Purchasing Policy, Procedures and best practices •
Review/refine Purchasing Policy & Procedures to help ensure clarity for staff
•
Analyze “BIDDINGO” (on-line tendering distributor website) to determine if Town use exclusively for Tender Bid opportunities. If yes, develop plan to ensure seamless transition for vendors and staff
•
Consult with service areas and develop commodities list that would be beneficial to competitively bid through the GBAPPC co-operative group
•
Determine and make recommendations to competitively bid for services that are not currently being done e.g. plumbing services, electrical services, vehicle repairs etc. for implementation as soon as possible thereafter
Key Performance Indicators: Financial Services:
Description
Goals & Objectives
Average # of days after month end when internal reports are available Number of financial reviews with service areas per year
Provide timely financial information and improve internal customer service. Increase reviews to promote dialogue and stronger relationships between Finance and service areas to improve financial management Percent of accounts payable Reduce processing time of invoices paid within 30 days invoices and improve vendor customer service
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2012 Projected
2013 Target
N/A
10 days
1 per year
3 per year
72%
Meet/exceed OMBI median of 75%
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget Revenue Services:
Description
2011 Actual
2012 Target
2012 Projected
2013 Target
% of past due tax account balances to amounts billed* 10.6% 9.5% 10.8% 10% Total % of Tax Accounts on 16.9% 16.6% 17% PAP 14.8% % of past due amounts to amount billed 17% 15% 14% 13% * Note: In 2011 new process implemented - water arrears are transferred to tax account if unpaid after 30 days. This increased the tax arrears balance but improves the water arrears balance results. Purchasing Services:
Bid Type
Avg # of Days to complete Bid Process
2013 Target
Strategy to Achieve Target
Request For Tender Request For Proposal Request For PreQualification Request For Quotation
40
36
46
42
40
36
21
20
Set deadlines and reminder dates for tracking requirements to ensure bid life cycle process is progressing as seamlessly as possible – this tracking method will help identify bottlenecks. Once identified, work towards managing, reducing and/or eliminating them where possible.
Forecasted 2013 & 2014 Initiatives: •
Continue with job re-alignment, cross training and succession planning initiatives to ensure existing staff resources are effectively utilized and that knowledge and information is adequately distributed to avoid disruptions of service where staff retirements/departures occur.
•
Continue ongoing monitoring for compliance with Purchasing Policy and recommend changes as required to ensure we continue to meet corporate and financial requirements.
•
Continue to refine and/or development various financial policies to meet strategic goal of Inspiring Innsifil 2020 of achieving financial stability by 2014.
•
Develop long range financial plan based on approved policies and utilizing updated development charges studies and by-laws, official plan amendments, infrastructure master plans and data from asset life-cycle software.
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2013 Staff Recommended Operating Budget Service Area Summary by Revenue and Expenditures
Finance Revenue User Fees, Licences and Fines
Transfer from Reserve & Reserve Funds Total Revenue Expenditures Wages & Benefits
2012 Approved Budget
2013 Budget
Year over Year $ Change
(50,800)
(67,000)
(16,200)
(1,100) (51,900)
(1,120) (68,120)
(20) (16,220)
1,150,640
1,157,945
7,305
Materials & Supplies
114,104
128,623
14,519
Utilities Contracted Services
4,350 32,473
3,440 62,113
(910) 29,640
6,300 (416,942)
7,800 (374,792)
1,500 42,150
890,925 839,025
985,129 917,009
94,204 77,984
Rents & Financial Internal Recoveries/Transfers Total Expenditures Total Finance
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Year over Year % Change
Explanation of Change
31.89% Handling fees for the recovery of 3rd party billings, and recovery of internal staff and external costs related to tax collections 1.82% 31.25% 0.63% Increases for COLA, and related group and payroll benefit increases. Further changes to staff compliment regarding the transfer of water & wastewater billings, and the reoganization for a fulltime accounts payable coordinator. 12.72% Increase in external tax collection costs of $6,500. Recovery of these costs reflected in revenue. (20.92%) 91.28% A one-time amount of $25,000 is budgeted for a credit rating review. A balloon payment for the Lakeshore Library and Stroud Fire hall debenture is due in 2013. The Town may need this credit rating to obtain refinancing. 23.81% (10.11%) Decrease in recoveries from water & wastewater due to the transfer of billings to Hydro. 10.57% 9.29%
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Budget
Department:
Finance, Customer Service and Information Technology
Service Area:
Information Technology
Summary of Services Provided: • • • • • • • • • • • • •
Network & data security Hardware maintenance, upgrades and replacements Provide user support Manage Data networks, internal and between buildings Voice communication systems including cellular devices Maintenance, configuration, troubleshooting, training, updates, integration and development/acquisition of corporate and service area specific software applications Review and Provide input/advice on applications to improve internal business processes Website maintenance and support Geographic Information System (GIS) support, updates, mapping and reporting Manage software support and maintenance contracts Manage photocopier/printer/scanner contracts and coordinate service requests Maintain access to Government services through electronic gateways Business continuity planning – disaster recovery
Results Achieved in 2012: •
•
• • • • • • •
Improved and expanded internally custom built, web-based application for tracking permits, animal licenses, municipal law cases and customer inquiries through module additions/updates and mobile inspection capabilities (TPS). To date in 2012, 11 redesigns and 9 new modules have been completed or in progress. Implemented emergency 911 call information and mapping for mobile use in Fire Trucks (6 trucks in total). This system provides fire fighters real time access to 911 call details and mapping in equipped trucks while en-route to emergency calls. Updated existing and collected additional GIS field data. Three Co-op terms dedicated to this by the end of 2012. Upgraded phone systems at the water treatment plant, waste water plant and Fire Station #1. Worked with Clerk’s services to implement corporate wide records management system. Training and system implementation planned for fall of 2012. Resolved close to 200 support requests per month. Upgraded approximately 25% of computer workstations based on 4 year life-cycle replacement program Changed conference call providers. New provider has rates approximately 1/10th of the cost of the previous provider Assisted with the installation of new photocopiers based on reduced contract achieved in 2011
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Budget
2013 Operating Budget Pressures/Changes: •
Increase in software maintenance costs as a result of implementing records management system software application.
Staff Complement: IT Existing 2011
Full-Time Staff Complement Approved Full-Time Positions
Proposed
2012
3.00
Full Time Equivalents (FTE's) Budgeted
2011
2015
3.00
3.00
3.00
3.00
3.00
3.00
3.00
Proposed
2012
Full Time Equivalents (FTE's) Budgeted
2014
3.00
Existing
Other Than Continuous Full-Time (OTCFT) Staff Complement
2013
Forecast
2013
1.00
0.67
Forecast 2014
2015
0.67
0.67
Full Time Equivalents (FTE's) Actual
Business Plan Initiatives & Deliverables: • • • • • •
Investigation and implementation of solutions to optimize and update financial reporting systems. Create Information Technology Master Plan to guide the municipality over the next several years Investigate and field test various mobile worker solutions, including mobile device management Implement upgrades to Town Hall Audio Visual systems, with a focus on the Council Chambers to improve information flow and meeting attendee engagement Continue with implementation of IT Disaster Recovery initiatives Continue to meet customer/user needs and expectations through the ongoing development and refinement of internally built software applications.
Key Performance Indicators: •
Number of support requests per in-service computer (includes Council laptops, students and others used in the control of equipment) 2012 (Projected to Dec 31) 15 based on 150 computers
•
2013 – Target 14
Average length of time to close support requests (based on working hours)
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Budget
2012 (Projected to Dec 31) 27 hours •
2013 – Target Less than 24 hours
Number of technology training session/conference/seminar days attended per full time staff member 2012 (Projected to Dec 31) 3.75
2013 - Target 4.5
Forecasted 2014 & 2015 Initiatives: • • • • • • • •
Implementation of IT master plan strategy Additional staff for help desk, routine maintenance and user training in 2014 Enhanced Networking proposed including the addition of any new buildings Continue phased implementation of backup and disaster recovery project Upgrade to Microsoft Office application Upgrade to system center PC management system Upgrade purchase requisition software Integrate road patrol software and reporting into GIS system
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2013 Staff Recommended Operating Budget Service Area Summary by Revenue and Expenditures
Information Technology Revenue External Recoveries Total Revenue Expenditures Wages & Benefits Materials & Supplies Utilities Contracted Services Transfer to Reserve & Reserve Funds Internal Recoveries/Transfers Total Expenditures Total Information Technology
2012 Approved Budget
2013 Budget
Year over Year $ Change
(7,990) (7,990)
(8,230) (8,230)
(240) (240)
336,917
347,726
10,809
178,669 3,400 15,000 90,000 (17,461) 606,525 598,535
180,782 3,533 15,000 90,000 (17,788) 619,253 611,023
2,113 133 (327) 12,728 12,488
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Year over Year % Change
Explanation of Change
3.00% 3.00% 3.21% Increases for COLA, salary grid steps and related group & payroll benefits 1.18% 3.91% 0.00% 0.00% 1.87% 2.10% 2.09%
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget
Department:
Emergency Services
Service Area:
Fire and Rescue Services
Summary of Services Provided: • • • • • • •
Fire Suppression Fire Prevention Public Education Medical Response Ice/Water Rescue Hazardous Material Response (County CBRN) Rescue and Extrication
Results Achieved: •
2012 – 899 Calls for Service (Period Ending July 31, 2012) Medical: 427 Fire Related: 118 Alarms: 172 Complaints: 97 Rescue and Extrication: 85 No major changes projected from past year 900 800 700 600
Medical
500
Fire Related
400
Alarms
300
Complaints Rescue/Extrication
200 100 0 2007
2008
2009
2010
2011
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget
2013 Operating Budget Pressures/Changes: • • •
Increase in Career and Volunteer Firefighter wages for 2013. The annual cost of recruitment and training new Volunteer Firefighters. Ongoing training of Career and Volunteer Firefighters.
Total Economic Adjustments Salary, Benefits, Overtime, Phone, Utilities and Fuel 2012 Operating
2013 Operating
Increase
Percentage
$3,049,521
Est. $3,091,816
$42,295
1.39%
Staff Complement: Fire Existing Full-Time Staff Complement Approved Full-Time Positions
2011
2012
16.00
Full Time Equivalents (FTE's) Budgeted
Other Than Continuous Full-Time (OTCFT) Staff Complement
Proposed
2015
16.00
16.00
16.00
16.00
16.00
16.00
16.00
Proposed
2012
Full Time Equivalents (FTE's) Budgeted
2014
16.00
Existing 2011
2013
Forecast
12.70
2013 12.37
Forecast 2014 12.37
2015 12.37
Full Time Equivalents (FTE's) Actual
Fire Chief Administrative Coordinator Deputy Fire Chief Fire Prevention Officer Fulltime Firefighters – 12 (Alcona) Volunteer Firefighters – 96 (24 Firefighters assigned to each station) Projected Staffing (2013 - 2018): - 1 Training Officer - 1 Fire Prevention/Public Education - 2 Firefighters Training Officer - With the addition of the Big Bay Point fire station, resources will be required to setup and deliver firefighter training programs to an additional complement of 24 volunteer Firefighters as well as current volunteer and career staff. This would include
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget the annual firefighter recruit program, weekly training drills as well as Ontario Fire College Firefighter/Officer programs. In order to meet provincial standards in firefighter training we will need to incorporate a Training Officer position. Fire Prevention/Public Education Officer (2014) – This position would assist in delivering Fire Safety and Emergency Preparedness programs in schools and to seniors groups within the community. This position would also conduct fire inspection under the direction of the senior Fire Prevention Officer. Taking into consideration the lack of availability of volunteer staff during the week (7:00 hours to 18:00 hours) both the proposed Training Officer and Public Education Officer positions would also assist in staffing fire apparatus.
Business Plan Initiatives & Deliverables: •
Implementation of the key recommendations from the Fire Department’s Fire Master Plan as approved by Municipal Council.
Determine the appropriate location for the new Fire Station (Station #2) based on the current and future needs. Update the County of Simcoe Emergency Medical Tiered Response agreement to ensure the most cost effective use of resources. Identify applicable performance standards for service delivery and training. •
Provide training to all firefighters (Career/Volunteer) based on the Ontario Fire College Firefighter Curriculum and Company Officer Programs.
•
Enhance the current Smoke Alarm program utilizing volunteer and career Firefighters in each station response area I.e. Cookstown, Lefroy, Alcona and Stroud. For 2013 the department has a target of 350 smoke alarm inspections
•
Conduct two (2) In-service hazardous material training sessions in conjunction with the County Of Simcoe CBRN Team.
•
Conduct one functional Emergency Exercise in 2013
•
Provide Fire Safety Education program to school age children. This public education program involving over 2,500 children is delivered over five years, starting at Junior Kindergarten, Kindergarten, and then Grades 1, 2 & 3.
•
Complete 180 fire inspections (Annual Target).
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget
Key Performance Indicators: Fire Dispatch •
Implementation of a structured Fire Department dispatch response matrix ensuring the appropriate number of personnel and apparatus are dispatched to Emergency and Non-Emergency calls.
Fire Administration •
During the 2013 business cycle the Fire Department will collect and compare data on the following Key Performance areas:
Average number of volunteers responding per call
Attendance by Time of Day 20 15 12am-8am 10
8am-4pm 4pm-12pm
5 0 1
2
3
4
Fire Stations Average Dispatch Time – Time call received to the time the station is paged out Average Turn-Out Time – Time paged to the time the first unit leaves the station Average Response Time – Time paged to the time the first unit arrives on scene Innisfil Fire and Rescue Volunteer Recruitment and Retention Program KPI’s Over the past five years the Fire Department has lost an average of 13.6 firefighters each year. Our goal in 2013 is to reduce the annual number Firefighters leaving the service to approximately 10% of the total membership. Innisfil Fire and Rescue Training Program KPI’s 10 Firefighters to complete the Ontario Fire College component test one 5 Firefighters to complete the Ontario Fire College Component test two 5 Firefighters to complete the Ontario Fire College Component test three and four
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget 10 Firefighters to complete the Ontario Fire College Rapid Intervention Training program 5 Firefighters to complete the Ontario Fire College Intro to Incident Management Training program (Officer Level Training) 5 Firefighters to complete the Ontario Fire College Company Officer 101 Legislation program (Officer Level Training) Innisfil Fire Prevention Program KPI’s
Deliver the Smoke Alarm program to 350 homes (Alcona, Stroud, Lefroy and Cookstown).
Provide Fire Safety Education to students in Kindergarten to Grade 3 including key safety points to escape a smoke filled bedroom as well as kitchen and fireplace safety. Provide Fire Safety Education seniors program including key safety points such as Smoke and CO alarms, emergency contact information, 72 hour preparedness and home safety. Conduct 180 fire inspections concentrating on commercial construction.
Forecasted 2013 & 2014 Initiatives: The budget forecast addresses economic adjustments affecting personnel costs, facility and equipment maintenance. Once the Fire Master Plan is completed and approved by Municipal Council, it will serve as a guide in maintaining emergency service levels as the Town of Innisfil continues to grow and develop as a community. Major infrastructure initiatives for the future include the construction of Fire Stations and the replacement of the Cookstown water tanker truck. As the Town continues to grow and diversify we must continue to assess the deployment of fire suppression personnel and apparatus.
Ontario Fire Safety & Protection Model Building on the three (3) lines of defence, Public Education and Prevention & Enforcement of Fire Safety Standards and Emergency Response we will ensure the department is able to continue to deliver a high level of service, today and in the future.
Completed By: Randy Smith, Fire Chief
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2013 Staff Recommended Operating Budget Service Area Summary by Revenue and Expenditures 2012 Approved Budget
2013 Budget
Year over Year $ Change
Fire Fire and Rescue Services Revenue Permits & Other Development Fees
-10,000
-5,000
5,000
User Fees, Licences and Fines
-57,000
-50,000
7,000
External Recoveries
-96,910
-98,355
-1,445
-30,972 -194,882
-37,347 -190,702
-6,375 4,180
20.58% (2.14%)
2,631,172
2,653,698
22,526
Materials & Supplies Utilities Contracted Services
291,619 78,701 113,387
311,346 74,980 126,258
19,727 -3,721 12,871
Long term debt - Principal & Interest Transfer to Reserve & Reserve Funds Internal Recoveries/Transfers
87,695 3,000 -10,800
91,217 3,000 -10,800
3,522 -
3,194,774 2,999,892
3,249,699 3,058,997
54,925 59,105
0.86% Increases for COLA, salary grid steps and related group & payroll benefits 6.76% Increase in training, seminars and clothing (4.73%) 11.35% Increase in dispatch related fees paid to the City of Barrie, and the County of Simcoe 4.02% 0.00% 0.00% Represents internal recoveries from Parks for use of the Alcona Firehall. 1.72% 1.97%
Other Transfer from Reserve & Reserve Funds Total Revenue Expenditures Wages & Benefits
Total Expenditures Total Fire and Rescue Services
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Year over Year % Change
Explanation of Change
(50.00%) Decrease in burning permit revenue to reflect actual activity. (12.28%) Decrease in fire call out revenues to reflect actual activity. 1.49% Represents recoveries from other municipalities for Fire Services, and contributions from the County for use of the Stroud Firehall
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget
Department:
Human Resources
Service Area:
Human Resources
Summary of Services Provided: • • • • • • • • • • • •
Corporate Human Resources Guidance, Advice & Leadership Monitor Emerging Legislative/Regulatory Changes, Arbitration and Court decisions respecting Labour/Human Resources matters Labour and Employee Relations Human Resources Planning and Corporate Recruitment Compensation and Pay Equity Management Staff Training and Development Succession Planning Job Evaluation and Performance Management Benefit Administration Occupational Health, Safety and Employee Wellness Human Resources Communications - Newsletters Human Resources Policies, Programs and Procedures
Results Achieved: as of May 31, 2012 • •
•
• •
Corporate reorganization of the Development Services department –position description changes, recruitment Recruited and hired for approximately 82 staff positions including three (3) full-time with the balance being casual, part-time, contract, co-op, seasonal students, and Volunteer Firefighters. Organized the delivery of the Future Ready Leadership Program and Leadership Summit that included guest speakers and representatives from various municipalities. Received the CAMA (Canadian Association of Municipal Administrators) National Education award for the ‘Future Ready Leadership Program’ Staff Training/ Organizational programs as follows: Staff Training/ Organizational Programs Customer Service Training Employee Assistance Program Information Session Future Ready Leadership Program New Employee Orientation (including Full Time /Casual /Student /VFF) Fire Extinguisher Training Electrical Safety Awareness Training Critical Injury Reporting Training Defensive Driver Training
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Attendees 122 50 9 89 23 23 90 36
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget
• • •
• • • • • •
Administered five (5) Benefit Claims adjudicated by an independent third party (La Captiale) – cost management and reduced liability. Administered one (1) WSIB Lost- Time Claim and zero (0) Health Care Claims. Prepared and negotiated the Collective Agreements with two (2) Bargaining Units: the Canadian Union of Public Employees (CUPE) and the Innisfil Professional Firefighters Association (IPFFA). Working on Human Resources policy review and updating of the Non-Union By-Law and the Volunteer Firefighter By-Law and Policy. Participated in monthly Joint Health and Safety Committee meetings. Production of monthly electronic communication to staff- ‘HR Updater’. Continued with the United Way campaign; successfully raised $16,242.00. Continued with the Employee Award Ceremony including the three (3) employee awards: Customer Service, Health and Safety and Employee Spirit. Continued with the Corporate Wellness program and Town Wellness Committee.
2013 Budget Pressures/Changes: • •
Training and Development budget reflects several legislative and mandatory programs, including the Accessibility for Ontarians with Disabilities Act (AODA). There are no substantive changes to the balance of the individual line items in the area of office administration/supplies and other associated support expenditures.
Staff Complement:
HR Existing Full-Time Staff Complement Approved Full-Time Positions
2011
2012
4.00
Full Time Equivalents (FTE's) Budgeted
Other Than Continuous Full-Time (OTCFT) Staff Complement
Proposed
4.00
4.00
4.00
4.00
4.00
4.00
Proposed
0.31
Full Time Equivalents (FTE's) Actual
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2015
4.00
2012
Full Time Equivalents (FTE's) Budgeted
2014
4.00
Existing 2011
2013
Forecast
Forecast
2013
2014
2015
-
-
-
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget
Business Plan Initiatives & Deliverables: • • • • • • •
• • • • • • • •
Continue assisting with the implementation of Corporate initiatives related to Inspiring Innisfil. Assist with the development and implementation of the Town’s Corporate values. Redesign and implement a Performance Management Program for unionized staff. Continue with the development and update of Human Resources policies and procedures. Update and align Job Descriptions with the Council approved and adopted Inspiring Innisfil 2020 fundamental behaviours. Implement an Attendance Management Program. Training and Development initiatives will be focused in the area of Emerging Leaders Training (Succession Planning), Health and Safety, Attendance and Disability Management, Sensitivity Training and Performance Management for unionized employees. Continue with the enhancement of the Staff United Way Campaign. Continue with the Corporate Wellness Program. Update and implement a Recruitment Procedural Guide. Create and implement a Job Evaluation program manual. Create and implement a Customer Service manual. Implement Corporate photo ID program and access system. Review the centralization of the Corporate Uniform Program. Working with Clerks to incorporate flexibility into staff schedules in lieu of banked time.
Key Performance Indicators: (to May 31, 2012) Indicator Training Investment Factor: Total cost of training divided by total training attendees
2011 Actual Results Select Training Initiatives:
2012 Actual (to May 31, 2012) Select Training Initiatives:
Emerging Leaders=$500.00
Customer Service Training= $94.94
Negotiating the Collective Agreement= $290.47
Emerging Leaders= $500.00 Driver Evaluations= $75.47
Respectful Workplace= $11.25 First Aid/CPR=$30.42
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2013 Target To be Determined Based on Corporate Initiatives
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget
Average Based on Provided Sample = $208.03
Recruitment to Employment Timeline:
Full Time Permanent Positions = Average of 71 days
From ad/notice date to start time
Health and Safety Factor: Incident Rate = (Number of recordable Injuries * 200,000) / number of hours worked Accident Frequency = (Number of Accidents * 1,000,000) / number of hours worked
Full Time Permanent Positions (Front Line) = Average of 53.5 days Full Time Permanent Positions (Senior Management Level) = 123 days
Full Time Permanent Positions = Average of 45 days Full Time Permanent Positions (Senior Management Level) = 100 days
Incident Rate =8.54
Incident Rate =1.35
Incident Rate =2.47
Accident Frequency=23.73
Accident Frequency=6.77
Accident Frequency=1.2
Accident Severity=18.99
Accident Severity= 6.77
Accident Severity= 8.5
Accident Severity = (Number of loss time injures * 1,000,000) / number of hours worked
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget
Forecasted 2014 & 2015 Initiatives: •
• • •
• •
• • •
Prepare for and negotiate the Collective Agreements with two (2) Bargaining Units: Communications, Energy and Paperworkers Union (CEP) and the Canadian Union of Public Employees (CUPE). Develop a coaching/mentoring program for Managers and Supervisors. Review and analysis industry and corporate best practises. Make recommendations for policy and procedure developments. Establish an Occupational Health & Safety Management System to eliminate or minimise risk to employees and other interested parties who may be exposed to occupational health & safety risks associated with its activities. Assure itself of its conformance with its stated Occupational Health & Safety Policy.
Implement, maintain and continually improve an Occupational Health & Safety Management System. Make a self-determination and declaration of conformance with this Occupational Health & Safety Management System specification. Review current Job Evaluation and Compensation Policy and Process. Review Town’s Employee Recognition Program.
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2013 Staff Recommended Operating Budget Service Area Summary by Revenue and Expenditures 2012 Approved Budget
2013 Budget
Year over Year $ Change
Human Resources Expenditures Wages & Benefits
446,114
486,777
40,663
Materials & Supplies Utilities Internal Recoveries/Transfers Total Expenditures Total Human Resources
81,193 2,500 -65,500 464,307 464,307
82,143 2,500 -68,000 503,420 503,420
950 -2,500 39,113 39,113
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Year over Year % Change
Explanation of Change
9.11% Increases for COLA, salary grid steps and related group & payroll benefits 1.17% 0.00% 3.82% 8.42% 8.42%
2013 Staff Recommended Operating Budget Department Summary by Revenue and Expenditures
Infrastructure Revenue Registration & Facility Fees Permits & Other Development Fees User Fees, Licences and Fines External Recoveries & Local Improvements Other Total Revenue Expenditures Wages & Benefits Materials & Supplies Utilities Contracted Services Internal Recoveries/Transfers Total Expenditures Total Infrastructure
2012 Approved Budget
2013 Budget
Year over Year $ Change
Year over Year % Change
-7,000 -12,100 -19,250 -1,141,591 -5,000 -1,184,941
-20,200 -22,100 -19,500 -1,265,365 -3,500 -1,330,665
-13,200 -10,000 -250 -123,774 1,500 -145,724
188.57% 82.64% 1.30% 10.84% (30.00%) 12.30%
2,893,744 2,453,434 482,454 620,828 -404,784 6,045,676 4,860,735
2,931,735 2,626,487 698,790 804,139 -609,094 6,452,057 5,121,392
37,991 173,053 216,336 183,311 -204,310 406,381 260,657
1.31% 7.05% 44.84% 29.53% 50.47% 6.72% 5.36%
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget
Department:
Infrastructure
Service Area:
Director of Infrastructure & Administration
Summary of Services Provided: •
• • • •
• • • • • • • •
Administer the Infrastructure Department including: o Capital Project Administration o Development Administration o Waterworks o Wastewater Services o Roads Services o General Administration Participant on Senior Management Team Assist the Chief Administrative Officer in maintaining positive working relations with various stakeholders and residents Liaise with Council Oversee the financial and operational performance of Department including tracking of Capital and Operating Budgets and identifying remedial action as necessary Manage personnel within the Department consistent with Town policies Administer communications matters for the Department Participate in Project and Development meetings in an advisory capacity Oversee Staff Report preparation and coordination Liaise with and exchange information with other municipalities, boards, government agencies and members of the public Oversee the Records Management System for the Department Coordinate and administer departmental Website pages Coordinate Advertising for the Department
Results Achieved: •
Referenced within the summaries for each division of Infrastructure
2013 Budget Pressures/Changes: Increased visibility and participation in the community in recent years through Inspiring Innisfil 2020 initiatives will result in a need to budget funds for advertising and promotions. Ongoing pressure on staff resources to manage increased development activity and infrastructure needs.
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget
Staff Complement: Infrastructure Administration Existing Full-Time Staff Complement Approved Full-Time Positions
2011
2012
2.00
Full Time Equivalents (FTE's) Budgeted
Other Than Continuous Full-Time (OTCFT) Staff Complement Full Time Equivalents (FTE's) Budgeted
Proposed 2013
2015
2.00
2.00
2.00
2.00
2.00
2.00
2.00
Existing
Proposed
Forecast
2011
2012
2013
2014
2015
-
-
-
-
-
Business Plan Initiatives & Deliverables: Referenced within the summaries for each division of Infrastructure
Forecasted 2013 & 2014 Initiatives: •
2014
2.00
Full Time Equivalents (FTE's) Actual
•
Forecast
Referenced within the summaries for each division of Infrastructure
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2013 Staff Recommended Operating Budget Service Area Summary by Revenue and Expenditures
Infrastructure Administration Expenditures Wages & Benefits Materials & Supplies Utilities Internal Recoveries/Transfers Total Expenditures Total Infrastructure Administration
2012 Approved Budget
2013 Budget
Year over Year $ Change
241,769 14,255 1,250 (257,274)
267,512 13,255 1,300 (282,067)
25,743 (1,000) 50 (24,793)
-
-
-
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Year over Year % Change
Explanation of Change
10.65% (7.02%) 4.00% 9.64% Transfers to service areas reflect increased costs in expenditures. 0.00% 0.00%
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget
Department:
Infrastructure
Service Area:
Engineering
Summary of Services Provided: Capital Project Administration • Capital project design and construction • Environmental Assessments • Water & Wastewater allocation tracking and studies • Traffic design and control • Infrastructure monitoring, design and planning including Master Servicing Strategies • General engineering matters Development Administration • Subdivision design review, approvals and construction inspection and associated administration respecting Town standards • Growth related engineering studies and reviews to support planning initiatives • Site Plan Engineering review, approvals and construction monitoring • Lot Grading • Tree cutting and site alteration permitting
Results Achieved: During 2012 we continued to be quite engaged with staff recruitment in an effort to fill all of the positions to make up the full staff complement for the service area. In 2012 Council approved a re-organization of the Engineering Service area with the reassignment of personnel and duties to the two major functional areas; Capital Project Administration and Development Administration. Capital Project Administration • A significant achievement in 2012 was the completion of the Master Servicing Study for Water and Waste Water servicing. The Study progressed during 2011 with the final report in the spring of 2012. This is a significant infrastructure planning document that will provide the Town with a tool to help guide decisions related to the expansion of municipal infrastructure and facilitate a sustainable growth plan for the community.
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget
•
Master Plans for the Transportation and Storm Water Management were undertaken in 2012. With these studies the Town will have infrastructure planning tools to assist with strategic planning of infrastructure growth in all of the areas of municipal infrastructure servicing. With the development of the three Master Plans the Town will have for the first time core infrastructure planning tools for the future investment into the management of the Town’s growth.
•
The service area was active in 2012 administering several infrastructure capital projects that are scheduled for construction in 2012 such as Innisfil Beach Road Precinct 2A, Lefroy Reservoir, Innisfil Heights Reservoir and the Cookstown Watermain.
Development Administration • Subdivision development was an active part of the service area’s business in 2012. Two new developments in Alcona were proceeding with underground servicing (420 lots) as well as the approval for Lefroy Developments with a goal to commence site servicing works in 2012. In addition to these larger development sites the service area has been processing applications for development in Cookstown, Gilford, Churchill and Stroud. •
Development Administration continues to oversee subdivision developments at various stages of construction which currently includes approximately 2,400 lots. These developments are in various stages of the process.
•
In 2012 staff continued to review and process the engineering aspects of numerous site plan applications to assist developers in bringing new businesses/employment opportunities to the Town.
2013 Operating Budget Pressures/Changes: A focus in 2013 will be the orientation of the department to a new organizational structure and working model to provide timely and cost effective service to the development industry. Growth will also require the continued expansion of municipal infrastructure. Capital Project Administration • The final phase of the Innisfil Beach Road Urbanization project will be scheduled in 2013 bringing the multi-year construction program to a conclusion.
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Page Page102 99 of of201 204
Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget •
Completion of the prior year capital projects and the advancement of new 2013 projects.
Development Administration • The development approval process must be revised to ensure timely responses and a proactive approach to ensure successful development in Innisfil. • A significant project managed by the service area includes Friday Harbour (formerly known as the Big Bay Point Resort Development), which consists of design and approvals for the development as well as external servicing for the municipal water and waste water service to the development. • Undertake a full development fees review.
Staff Complement: Engineering Existing Full-Time Staff Complement Approved Full-Time Positions
2011
2012
6.00
Full Time Equivalents (FTE's) Budgeted
Other Than Continuous Full-Time (OTCFT) Staff Complement
Proposed
2015
6.00
6.00
6.00
5.48
6.00
6.00
6.00
Proposed
2012
Full Time Equivalents (FTE's) Budgeted
2014
6.00
Existing 2011
2013
Forecast
2.31
2013 2.31
Forecast 2014 2.31
2015 2.31
Full Time Equivalents (FTE's) Actual
Business Plan Initiatives & Deliverables: •
• • •
The increased delivery of engineering services utilizing internal staff resources will be a key initiative of the Infrastructure Department in 2013. Additional staff resources will retain corporate knowledge within Town staff and reduce overall project costs compared to retaining external consulting services. New operational procedures and policies will be developed to expedite development reviews and approvals. Undertake a full development fees review. Development of a 10 year capital program
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget
Key Performance Indicators: Capital Project Administration Key Performance Indicator
2009
2010
2011
2012
Forecasted 2013
25%
38%
60%
75%
80%
Capital Program Completion Development Administration Key Performance Indicator Subdivision Engineering/External Consulting Costs vs. Internal Engineering Recovery Costs
2009
2010
2011
2012
16:1
13:1
4:1
4:1
Forecasted 2013 4:1
Forecasted 2014 & 2015 Initiatives: • •
While Innisfil is positioning itself for future growth there will continue to be increasing demands on development of in-house technical resources. Activity will significantly increase over the coming years as Lefroy, Cookstown and Big Bay Point Resort development areas come to market.
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2013 Staff Recommended Operating Budget Service Area Summary by Revenue and Expenditures
Engineering Services Revenue User Fees, Licences and Fines External Recoveries Transfer from Reserve & Reserve Funds Total Revenue Expenditures Wages & Benefits
Materials & Supplies Utilities Contracted Services Internal Recoveries/Transfers
Total Expenditures Total Engineering Services
2012 Approved Budget
2013 Budget
Year over Year $ Change
-13,750 -971,596
-13,750 -955,000
16,596
0 -985,346
-968,750
0 16,596
893,976
858,704
-35,272
38,638 4,730 568,392 -210,426
41,743 7,860 590,000 -408,544
3,105 3,130 21,608 -198,118
1,295,310 309,964
1,089,763 121,013
-205,547 -188,951
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Year over Year % Change
Explanation of Change
0.00% (1.71%) Decrease in the recovery of Development Engineering to reflect forecasted activity. (1.68%) (3.95%) 2012 service level change was approved for 2 three year contract positions - $198,348. This has been eliminated in 2013 with the addition of the Manager of Engineering Development. These changes along with the routine step increases, COLA, and group and benefit increases has resulted in a net decrease. 8.04% 66.17% 3.80% 94.15% Increased capital recoveries of approximately $142,000, and increased recoveries from Water & Wastewater. (15.87%) (60.96%)
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget
Department:
Infrastructure
Service Area:
Roads
Summary of Services Provided: •
•
• • • •
• • • • • •
Road maintenance and repair of over 400 km of municipal roads including: Hard top maintenance – slurry seal; patching; line striping and durable pavement markings. Loose top maintenance – grading; dust control; patching and restoration of washouts; gravel resurfacing. Winter control – snow ploughing and snow removal; sanding and salting/salt brine; snow fence installation; culvert thawing; anti-icing. Roadside Maintenance – ditching; debris and litter removal; vegetation/weed control, boulevards and fencing, tree/forestry services. Traffic Safety Devices – Signage, traffic lights, guide rail and guide wire, line striping; pavement markings; railway crossings. Drainage – Storm water management facilities, Municipal Drains, Tile Drains, Retention Pond facilities. Bridges and Culverts – inspection, maintenance and repair. Sidewalk maintenance – 62 km of sidewalk (winter and summer). Roadway Maintenance – 905 lane kilometres Fleet management for Roads Services including fuel storage, handling, dispensing and Commercial Vehicle Operator’s Registration (CVOR), Technical Standards and Safety Authority (TSSA) compliance. Garbage and Recycling – contract management with County; Pitch-In Day cleanup. Street lights including maintenance and repair, contract management and supplies. West Nile Virus application and management in conjunction with Simcoe County Health Unit. Gravel Pit/Stump Recycling facility operation and maintenance in accordance with the Aggregate Resources Act and Ministry of the Environment Certificate of Approval. Operation and management of three communication towers and associated radio systems After Hours Emergency Services for Roads Administration of Electrical Safety Authority (ESA) program for roads, streetlight and traffic signs. Issuance and inspection of Road Occupancy Permits and related road closures, Oversize Load Permits and Entranceway permits. Review and comment on land use planning applications including new subdivision applications to address road access issue as required. Vactor truck service to Innisfil Hydro, waste water and water for utility installation, inspection and repairs.
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget
Results Achieved: • • •
• •
Full costs recovery of the vactor truck as it continues to be a vital and useful piece of equipment servicing Water, Wastewater, Innisfil Hydro, Roads and Engineering. Roadside brushing maintenance continues to receive positive feedback and continues to improve roadside visibility, appearance and reduce risk and liability. 2012 is our first year of categorizing our Roads Needs Study into three categories, local, arterial and collector which is showing rehabilitation or reconstruction work occurring in three categories. This work will assist in prioritizing the capital budgets to ensure that road improvements meet the needs from both a utilization need and maintenance perspective. 5.9 lane kilometers and 128 streetlights have been assumed from new residential developments. 1.6 lane kilometers converted from gravel to hard surface
2013 Operating Budget Pressures/Changes: The cost of electricity for existing and new street lights is a significant budget impact in 2013. Currently all of the street lights in the Town have high pressure sodium light bulbs. Light emitting diode (LED) bulb technology for street lights is being implemented in many municipalities to reduce electrical costs by 40% to 50%. Staff are proposing to implement a Town wide replacement program which will reduce annual operating costs by $250,000 per year. Residential growth requires additional roads, ditches, sidewalks and street lighting to be maintained as subdivisions are assumed by the Town.
Staff Complement: Roads Existing Full-Time Staff Complement Approved Full-Time Positions
2011
2012
16.00
Full Time Equivalents (FTE's) Budgeted
Other Than Continuous Full-Time (OTCFT) Staff Complement
Proposed
16.00
16.00
16.00
16.00
16.00
16.00
Proposed
10.43
Full Time Equivalents (FTE's) Actual
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2015
16.00
2012
Full Time Equivalents (FTE's) Budgeted
2014
16.00
Existing 2011
2013
Forecast
2013 10.43
Forecast 2014 10.43
2015 10.43
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget
Business Plan Initiatives & Deliverables: •
•
• •
•
• • • •
Road Services will continue to enter in more multiple year contracts to help control future costs. Roads Services has contracted multi-year services and purchases for line striping, dust control products, winter sand mix, winter calcium and winter sand products. Continue to expand the brushing program and include tree pruning on residential streets to improve safety, lighting, appearance and visibility on both roads and sidewalks. Sign reflectivity testing is underway to assist in timely replacement of regulatory and warning signs. Develop in conjunction with Lake Simcoe Region Conservation and Engineering Services a storm maintenance program to prioritize pond maintenance to return storm water ponds to their design levels. Secure land for a new salt dome and potential operations center. Commence the design and construction of a new salt dome. Undertake an evaluation and needs assessment for a new operations centre.
Initiate the rehabilitation of the South Innisfil Creek Drain. Implement an LED street light replacement program.
Key Performance Indicators: Indicator: Km/ Preventative Maintenance performed on hard surface road (slurry seal). Km/ Road Rehabilitation on hard surface roads (hot mix, expanded and HF). Metres of Ditch Maintenance works. Metres of Tree Brushing, Pruning
2009 Forecast 23km
2010 Forecast 19 km
2011 Forecast 24-29km
2012 Target 25 km
Actual 23.2 km
Actual 19.8 km
Actual 29.1 km
24 km tendered
Forecast 23 km
Forecast 2.4 km
Forecast 3 km
2.5 km
Actual 23 km
Actual 2.4 km
Actual 0.8 km
5.05 km tendered
3,500 m
4,000 m
Forecast 5,000 m
6,000 m
Forecast 6,000 m
20,000 m
Forecast 20,000 m
5,000 m
9,000 m
Actual 5,853.43 m Forecast 15,000 m Actual 19,460 m
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2013 Forecast 25 km
Forecast 2.6km
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget
Forecasted 2014 & 2015 Initiatives: • •
Complete the LED street light replacement program. Design and commence the construction of a new operations centre.
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2013 Staff Recommended Operating Budget Service Area Summary by Revenue and Expenditures
Roads Revenue Registration & Facility Fees Permits & Other Development Fees User Fees, Licences and Fines External Recoveries & Local Improvements
Other Total Revenue Expenditures Wages & Benefits Materials & Supplies
Utilities Contracted Services Internal Recoveries/Transfers Total Expenditures Total Roads
2012 Approved Budget
2013 Budget
Year over Year $ Change
(7,000) (12,100) (5,500) (169,995)
(20,200) (22,100) (5,750) (310,365)
(13,200) (10,000) (250) (140,370)
(5,000) (199,595)
(3,500) (361,915)
1,500 (162,320)
1,757,999
1,805,519
47,520
2,400,541
2,571,489
170,948
476,474
689,630
213,156
52,436
214,139
161,703
62,916 4,750,366 4,550,771
81,517 5,362,294 5,000,379
18,601 611,928 449,608
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Year over Year % Change
Explanation of Change
188.57% Increased tower revenues 82.64% Road occupancy permit revenues 4.55% 82.57% Increase related to Drain recoveries of approximately $160,000, less decreased winter maintenance revenues. (30.00%) 81.32% 2.70% Increases for COLA, salary grid steps and related group & payroll benefits 7.12% Increases in fuel and winter control materials, along with the Town's portion of drain costs, and other miscellaneous amounts. 44.74% Streetlight hydro increases related to economic and new streetlights. 308.38% Increase in drain maintenance costs. These costs are recovered in the above revenues. 29.56% Engineering internal recoveries. 12.88% 9.88%
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2013 Staff Recommended Operating Budget Department Summary by Revenue and Expenditures
Parks & Recreation Programs Revenue Registration & Facility Fees User Fees, Licences and Fines External Recoveries Other Transfer from Reserve & Reserve Funds Total Revenue Expenditures Wages & Benefits Materials & Supplies Utilities Contracted Services Rents & Financial Long term debt - Principal & Interest Transfer to Reserve & Reserve Funds Internal Recoveries/Transfers Total Expenditures Total Parks & Recreation Programs
2012 Approved Budget
2013 Budget
Year over Year $ Change
Year over Year % Change
(1,805,247) (111,527) (315,000) (8,900) (3,179,646) (5,420,320)
(1,901,243) (118,915) (350,000) (18,000) (3,079,093) (5,467,251)
(95,996) (7,388) (35,000) (9,100) 100,553 (46,931)
5.32% 6.62% 11.11% 102.25% (3.16%) 0.87%
2,090,684 1,058,541 954,365 348,570 7,500 3,159,646 3,000 (27,529) 7,594,777 2,174,457
2,139,110 1,132,494 1,012,206 337,549 5,000 3,079,093 7,000 (4,700) 7,707,752 2,240,501
48,426 73,953 57,841 (11,021) (2,500) (80,553) 4,000 22,829 112,975 66,044
2.32% 6.99% 6.06% (3.16%) (33.33%) (2.55%) 133.33% (82.93%) 1.49% 3.04%
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget
Department:
Community Services
Service Area:
Parks & Facilities
Summary of Services Provided: •
•
•
• • • • • • •
• •
Maintenance & Operation of Town Parks, Road Ends, Cemeteries, Open Space & Trails • 35 Parks, 41 Road Ends, 2 Cemeteries, 11 Open Space and Trails totaling 497.4 Acres • 20 Soccer Pitches – Thatch, aerate, top dress, over seed and fertilize • 9 Baseball Diamonds - Thatch, aerate, top dress, over seed and fertilize • 6 Tennis Courts • 28 Playground Structures –Inspected monthly, repaired and replaced as required Maintenance & Operation of Town Owned Facilities • 6 Facilities with a total of 246,744 ft2 • 4 Ice Surfaces Maintenance and Operation of Horticulture Sites • 160 flower & shrub beds and 60 Planters & hanging baskets – Plant, weed, and fertilize. Grounds Maintenance of other Town owned Properties - 21 sites totalling 184 acres. Fleet management for Parks Services vehicles and Commercial Vehicle Operator’s Registration (CVOR) compliance. Technical Standards and Safety Authority (TSSA) compliance regarding Elevating Devices and Refrigeration Plant Operation. Garbage and Recycling pick up at 151 locations throughout the Town. Beach Maintenance at Innisfil Beach Park, Leonard’s Beach, Belle Ewart Beach, and 6 other Road Ends with beach areas. Respond to resident complaints respecting areas of responsibility. Special Event set up, take down and clean up; Family Day, Winterfest, Summerfest, Movie at the Park, Wind Ding in Cookstown and other approved events Planning & Design of community facilities and parks projects. Prepare and monitor performance respecting Operating and Capital Budgets.
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget
Results Achieved: •
From September 2011 to April 2012, we have received 73 customer case inquiries and closed 70 of them, for resolution rate of 95.9%. This is an increase from the previous year’s where our resolution rate was 81.3%.
•
The use of our prime time ice from Fall 2011 to Spring 2012 was down by 2.2% to 79.6% from 81.8%, however, our non prime time ice was up by 1.7% to 19.7% from 18%.
•
Early in 2012, we went to tender for the Stroud & Lefroy paving projects and awarded them in April 2012 with work to begin in June 2012. Paving work at Innisfil Beach Park has been completed and the Parking Payment Terminals are in place for this summer.
•
The design stage and tender documents for Parks development projects; Leonard’s Beach, Huron Court and Cookstown Community Park were completed in early Spring 2012 and went out to Tender. All three projects have been awarded and work should start by July 2012.
•
Innisfil Beach Park has received $2 M in upgrades and additions over the past year; the completion of the pedestrian trail, the addition of a new maintenance compound, boat launch, a new washroom facility and the expansion of beach areas. The new maintenance compound will assist staff with maintaining the park more efficiently and directly reduce travel time and costs associated with travelling back to the Fire Hall where equipment was previously stored. The complete reconstruction of the boat launch should help delineate and regulate the launching area. Five existing beach areas were expanded to provide more space at the water’s edge for visitors and residents.
•
Innisfil Beach Park parking lots have been paved and lined to improve parking for park visitors. The new lined parking lots have helped staff manage a situation that use to be stressful and chaotic on weekends throughout the summer. The new pay stations will assist both the patrons and staff in the years to come. The solar powered pay stations communicate through a cellular connection and are capable of future smart phone technology. Patrons in the near future will be able to pay for their parking spot using their smart phones to connect from anywhere without having to return and top up their time. Having the pay stations in place has freed up Gatehouse staff to patrol the park, assist patrons who have rented pavilions, deal with boat launch issues and help Parks staff where possible.
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget •
The Innisfil Recreation Complex is in the midst of replacing light fixtures in the arenas, gymnasium and pool area with more efficient light fixtures to reduce the energy consumption and reduce operating costs. The Facility also underwent a mechanical energy consumption analysis to see if there is any potential energy savings. The results indicate opportunities for further energy consumption reductions by Power Conditioning some of our equipment.
•
Staff have worked diligently trying to implement the Reliable Reporting Software for monitoring our Parks, Playgrounds & Open Space to ensure that we are compliant with Health & Safety standards.
•
Parks staff worked hard revitalizing the kitchen area in the banquet hall at Stroud Arena. All the old cupboards and cabinets we removed and replaced with new stainless steel units. The old flooring was removed and an epoxy floor coating was applied. The entire kitchen was painted to freshen up the walls.
2013 Budget Pressures/Changes: •
With the recent additions of flower beds alongside Innisfil Beach Road and in Alcona some additional pressures will be felt in the costs to maintain and upkeep the beds by the Horticultural section of Parks Services.
•
Aging facilities and infrastructure within the Parks & Facilities service area. Stroud and Lefroy are over 35 years old and require scheduled ongoing renovations/upgrades; i.e.; refrigeration systems, banquet facilities and door systems. We have implemented a 10 year playground equipment replacement cycle at our parks to meet our obligations and insure that we have safe equipment for the public to use.
•
Based upon existing demands respecting trail maintenance activities a service review has prompted a contracting of the cutting and trimming of grass at Water & Waste Water plants and pump stations.
•
This past year we have had additional inspections and removal of debris from our open space and trail systems, trees that pose a danger to residents or residential properties, invasive insects, building and property security issues along with vandalism (graffiti) are creating additional staffing demands etc.
•
Parks Services continues to deal with an ongoing issue of determining and identifying the significance and ownership of a select few road ends and deeded beach access areas in many of the unique communities throughout the Town along the Lake Simcoe shoreline.
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget
Staff Complement: Parks Existing Full-Time Staff Complement Approved Full-Time Positions
2011
2012
15.00
Full Time Equivalents (FTE's) Budgeted
Other Than Continuous Full-Time (OTCFT) Staff Complement Full Time Equivalents (FTE's) Budgeted
Proposed
2015
15.00
15.00
15.00
14.75
14.75
14.75
14.75
Proposed
2012
15.66
2014
15.00
Existing 2011
2013
Forecast
17.72
2013 18.33
Forecast 2014 18.33
2015 18.33
Full Time Equivalents (FTE's) Actual
Business Plan Initiatives & Deliverables: •
Park development projects at Huron Court Park, Leonard`s Beach Park and Cookstown Community Park will be online in 2013 and Parks staff will be out maintaining the parkland and splash pad.
•
The energy savings at the Innisfil Recreational Complex will allow us to use the rebate to focus on reducing energy at Stroud and Lefroy Arenas for further energy savings.
•
With the contracting out of maintaining the grass at the Water & Waste Water Pants and Pumping Stations Parks Services will endeavor to reduce the grass cutting ratio from once every 8 working days to once every 5-6 working days to provide safer park lands and open space for the public to use.
•
With the Arboretum being handed over to the town next year to operate Parks staff will have to spend some time down there to get a hand on the requirements to operate this property.
•
Ongoing improvements to Operator training will continue to ensure that staff are fully capable of operating our facilities as well as maintaining our equipment.
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget
Key Performance Indicators: •
Although we have a high resolution rate of 95.9%, we will continue to try and close these cases within the three to five day window that we imposed the previous year.
•
We will continue to work on increasing the use of our non-prime time ice at the Innisfil Recreational Complex by offering more drop-in programs for seniors, young children and stay at home parents.
•
We will achieve our targeted reduction for energy consumption by re-lighting our facilities and training staff on how to operate equipment and systems more efficiently.
Description
Actual
2013 Target
Close Customer Service Cases within 2-3 days.
2 - 6 Days.
3 – 5 Days.
Increase the use of non-prime time ice.
Currently 19.7% of ice is being used.
Increase our non-prime time ice to 22%.
Reduce energy costs at town recreation facilities.
$669,253 for 2011
Reduce energy costs by 5%.
Forecasted 2014 & 2015 Initiatives: •
Staff will commence the process of Life Cycling of equipment at Stroud, Lefroy and the IRC to insure replacement of major components prior to their expiry.
•
Staffing requirements to operate the Arboretum in Gilford will add pressure to grass crews to complete the grass maintenance in a reasonable amount of time.
•
Staff will continue researching and implementing energy saving ventures to drive down energy costs and lower the carbon footprint at all our facilities and parks.
•
Staff will take the lead on the design and installation of 2 new parks; Webster Park & LSAMI.
•
Staff will finalize the locations and design of the off leash dog park.
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget •
Innisfil Beach Park planned improvements over the next few years will include the replacement of furnishings and some landscape work throughout the park to enhance the beautification of the park.
•
Improvements to the kitchen area in our banquet facility at Lefroy Arena should be underway in the following years.
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2013 Staff Recommended Operating Budget Service Area Summary by Revenue and Expenditures 2012 Approved Budget
2013 Budget
Year over Year $ Change
(1,585,247)
(1,680,243)
(94,996)
5.99% Increase in ice rental revenues of $60,000 and other various including admissions and rental income.
(102,027) (315,000)
(114,415) (350,000)
(12,388) (35,000)
(6,000) (3,179,646)
(8,000) (3,079,093)
(2,000) 100,553
(5,187,920)
(5,231,751)
(43,831)
12.14% Increase in advertising and pop & ice revenues 11.11% Increase in recoveries of operating costs from YMCA. Related costs are included in the "expenditure" section. 33.33% (3.16%) 2012 included a one-time transfer of $20,000 for a fees study. Remaining change is related to the longterm debt on the Innisfil Recreation Complex. See below "long-term debt- principal and interest" for the corresponding expenditure reduction. 0.84%
1,766,279
1,856,484
90,205
1,010,849
1,078,539
67,690
Utilities
952,365
1,009,941
57,576
Contracted Services
283,570
273,049
(10,521)
3,159,646 3,000 (57,529)
3,079,093 7,000 (34,000)
(80,553) 4,000 23,529
7,118,180 1,930,260
7,270,106 2,038,355
151,926 108,095
Parks and Facilities Revenue Registration & Facility Fees
User Fees, Licences and Fines External Recoveries
Other Transfer from Reserve & Reserve Funds
Total Revenue Expenditures Wages & Benefits
Materials & Supplies
Long term debt - Principal & Interest Transfer to Reserve & Reserve Funds Internal Recoveries/Transfers Total Expenditures Total Parks and Facilities
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Year over Year % Change
Explanation of Change
5.11% There has been approximately $58,000 transferred from Recreation Programs. The remaining change is related to step, COLA, and group and benefit increases. 6.70% Increased facility/park maintenance and materials. 6.05% Largest increase is related to the Innisfil Recreation Centre(IRC). Recoveries related to the YMCA portion of these costs is reflected in the above revenues "Recoveries & Local Improvements" (3.71%) 2012 One-time budget item related to the "Parks Fees Study" (2.55%) Decrease in debenture payment on the IRC 133.33% (40.90%) 2012 recoveries included a component of staff time from capital 2.13% 5.60%
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget
Department:
Community Services
Service Area:
Recreation Programs
Summary of Services Provided: •
Recreation services provide activities for all ages, which is an important contributing factor to overall community health and well-being. Municipally managed sports and recreation facilities along with integrated programming play is a key role in supporting a healthy community and contribute to a good quality of life for residents.
•
Recreation programs activities are provided at facilities such as: • Community Centres • Schools • Sports Fields • Parks
•
Recreational Programs are planned activities which provide year round opportunities and include summer camps and seasonal programming activity for the community.
•
Four Recreation Community Program Guides are prepared per year. The Program Guides are prepared internally and currently sent to an external provider for printing. Distribution of the Fall, Winter, Spring/Summer guide to each household in the community is provided through Canada Post. A separate Summer Guide is produced and distributed through the local schools. Advertising revenues currently cover off the cost of production (ad development and placement, final development and printing) of the guides.
•
Coordination of Facility Bookings for all town facilities including the booking of all sports fields, arenas, halls, pavilions and parks owned or managed by the Town such as Alcona Glen gymnasium.
•
Review user fees and bench mark against other municipalities.
•
Liaison with Community and User Groups.
•
Coordinate the sales of Rinkboard Advertising. Manage existing Rinkboard contracts and invoice advertisers accordingly.
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget •
Coordinate concession operations for Stroud, Lefroy, IRC and Innisfil Beach Park as well as the Pro Shop located at the IRC.
Results Achieved: •
Rinkboard sales remained steady in 2011 and similarly for the early part of 2012 at the Innisfil Recreational Complex. The Stroud and Lefroy arenas are not as highly sought after and present some greater challenges.
Rinkboard Revenue $80,000 $60,000 $40,000 $20,000 $0
$73,554 $65,984 $58,042 $69,057
Rinkboard Revenue
As of Aug 31st 2009
•
2010
2011
2012
Program offerings continue to hold their numbers in early 2012. We continue to monitor the YMCA offerings. Forecast increases in 2012 with the recovery of the economy along with camp expansions.
Program Revenue $200,000 $180,000 $160,000 $140,000 $120,000 $100,000 $80,000 $60,000 $40,000 $20,000 $0
Revenue - Camps Revenue - Regular Programs
$53,640
$51,800
$51,860
$46,380.00
$132,120
$128,900
$113,030
$95,956.00 As of Aug 31st
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget
•
Due to poor ice conditions on Lake Simcoe this winter (2011- 2012), Innisfil Beach Park Gatehouse did not open. Implemented the pay meter parking May 2012.
Innisfil Beach Park Gate Revenue 160,000.00 140,000.00 120,000.00 100,000.00 80,000.00
Summer Revenues
60,000.00
Winter Revenue
40,000.00 20,000.00 0.00 N/A
$28,800
$12,800
No Ice
97,900.00
$142,300
$147,438
$144,559 As of Aug 31st
2013 Budget Pressures/Changes: •
•
•
We continue to adjust our program staffing to match registrations and have shifted resources to higher demand programs to ensure increased expenditures are off-set by increases in revenue. We are monitoring program offerings in the new Cookstown Library & Community Hall as we are finding pre registered programming does not seem to be working well for this community. Therefore, budgeted program revenues in this community are a concern. We expanded summer camp locations to Stroud and Cookstown for the 2012 summer season. We will evaluate these new camp locations and determine future camps for 2013 based on our results from 2012.
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget
Staff Complement:
Recreation Programs Existing Full-Time Staff Complement Approved Full-Time Positions
2011
2012
3.00
Full Time Equivalents (FTE's) Budgeted
Other Than Continuous Full-Time (OTCFT) Staff Complement Full Time Equivalents (FTE's) Budgeted
Proposed
2015
3.00
3.00
3.00
3.25
3.25
3.25
3.25
Proposed
2012
2.93
2014
3.00
Existing 2011
2013
Forecast
2.93
2013 2.93
Forecast 2014 2.93
2015 2.93
Full Time Equivalents (FTE's) Actual
Business Plan Initiatives & Deliverables: •
Rink Board Advertising: o Looking at expanding our advertising opportunities to fields and television screens within the recreational community centres.
•
Programming: o Currently we are focusing on registered programming – where residents register to participate in structured activities. o Drop in programming is an area we started to explore in order to accommodate those residents that do not have set schedules or are not able to commit to a weekly program. o Focus on program staff being more available to the public during registration times – front counter hours, community centre registration times (kiosk).
•
Summer Camp: o 2012 we expanded our camp locations to Stroud and Cookstown. We will evaluate these new camp locations and possibly expand to Lefroy for 2013. o Ongoing monitoring is also being conducted with our Specialty Camps such as Film, Art, Drama and Dance. Specialty camps are being well attended and potentially could be a great way to service more of our community with day camp opportunities.
•
Concessions: Introduce waterfront concessions, such as paddle boats and other water sports.
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget
Key Performance Indicators:
Description
Program Participation VS Programs Spaces Available
Programs Offered VS Programs Ran
Summer Camp Offerings Outdoor VS Specialty
2011 Actual
2012 Target
Spaces available 6,330 Participants 2,227
Spaces available 6,000 Participants 2,300
35.19% participation
38% participation
Programs offered 636 Programs Ran 309
Programs offered 558 Programs Ran 307
48.59% utilization
55% Utilization
Outdoor Camp participation 465 Specialty Camp participation 75 540 participation
Rinkboard Advertising
Outdoor Camp participation 475 Specialty Camp participation 75 550 participation
Revenue
Revenue
$58,042
$75,000
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2013 Target
Continue to decrease variance in this area, target of 40%.
Target 60% utilization Monitor closely programs that are continually unsuccessful.
Increase camp participation by 2%. Monitor participation of Specialty Camps vs our Outdoor Camps. Expanded our outdoor camp locations in 2012 into other areas, monitoring this change.
Increase revenue by 7%. Expanding advertising to fields and TV monitors within the recreation centres.
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget
Forecasted 2014 & 2015 Initiatives: • Expand our advertising opportunities – indoor and outdoor. • Continuing to evaluate programming in the Cookstown Library & Community Hall to see what the needs and wants are for this area. Transportation could be an issue in this community. • Monitor participation of camps in Cookstown and Stroud. • Exploration of new opportunities resulting from Innisfil Beach Park improvements. • Additional concession opportunities.
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2013 Staff Recommended Operating Budget Service Area Summary by Revenue and Expenditures 2012 Approved Budget
2013 Budget
Year over Year $ Change
Recreation Programs Revenue Registration & Facility Fees User Fees, Licences and Fines Other Total Revenue Expenditures Wages & Benefits
(220,000) (9,500) (2,900) (232,400)
(221,000) (4,500) (10,000) (235,500)
(1,000) 5,000 (7,100) (3,100)
324,405
282,626
(41,779)
(12.88%) There has been approximately $58,000 transferred to Parks Facilities. The remaining change is related to step, COLA, and group and benefit increases
Materials & Supplies Utilities Contracted Services Rents & Financial Internal Recoveries/Transfers Total Expenditures Total Recreation Programs
47,692 2,000 65,000 7,500 30,000 476,597 244,197
53,955 2,265 64,500 5,000 29,300 437,646 202,146
6,263 265 (500) (2,500) (700) (38,951) (42,051)
13.13% 13.25% (0.77%) (33.33%) (2.33%) (8.17%) (17.22%)
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Year over Year % Change
Explanation of Change
0.45% (52.63%) Elimination Catulpa funding for inclusion staff. 244.83% Increase in grant revenue 1.33%
2013 Staff Recommended Operating Budget Service Area Summary by Revenue and Expenditures 2012 Approved Budget
2013 Budget
Year over Year $ Change
Corporate and Other Revenue Property Taxation
-492,207
-491,911
296
Penalties & Interest
-855,000
-935,000
-80,000
Interest & Dividends
-1,053,923
-952,949
100,974
OLG Slot Machine
-4,100,000
-4,200,000
-100,000
-810,921
-889,000
-78,079
-307,453 -7,619,504
-250,239 -7,719,099
57,214 -99,595
2,426 1,111,844 6,737,200
1,108,949 7,427,936
(2,426) -2,895 690,736
(82,536)
-223,458
-140,922
7,768,934 149,430
8,313,427 594,328
544,493 444,898
External Recoveries Other Total Revenue Expenditures Materials & Supplies Long term debt - Principal & Interest Transfer to Reserve & Reserve Funds
Internal Recoveries/Transfers Total Expenditures Total Corporate and Other
Page 123 of 201 203
Year over Year % Change
Explanation of Change
(0.06%) Tax Levy amounts not input until Budget is complete and final amounts are known. For comparative purposes the 2012 tax levy has not been included. Amount shown reflects an estimate of supplementary taxation and payments-in-lieu of taxes net of projected tax write-offs from ARB decisions and mandatory rebate programs. 9.36% Penalties and Interest on Taxes and Accounts Receivable. Increased to reflect 2012 and past actual activity (9.58%) Reduction of investment income and Interest on Innisfil Hydro Distribution long term debt reduced as principal is retired. 2.44% Anticipated increase in revenues will be offset by increase in transfer to ARS reserve fund. 9.63% Reduction of Innisfil Hydro Distribution long term debt principal repayments. (18.61%) Decrease in POA revenues 1.31% (100.00%) (0.26%) 10.25% Increase transfer to Capital Reserve Fund by $552,500 or 1% , other reserve building initiatives and an increase in transfers to reserves re: OLG revenues of $100,000. 17,074.00% Increase in Corporate overhead costs recovered from Inspection. 7.01% 297.73%
2013 Staff Recommended Operating Budget Department Summary by Revenue and Expenditures 2012 Approved Budget Local Boards and Authorities Revenue Other Total Revenue Expenditures Conservation Authorities, Local Boards & Grants Internal Recoveries/Transfers Total Expenditures Total Local Boards and Authorities
12,026,395 -86,717 11,939,678 11,939,678
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2013 Budget
Year over Year $ Change
Year over Year % Change
-40,746 -40,746
-40,746 -40,746
(100.00%) (100.00%)
11,943,064 -90,494 11,852,570 11,811,824
-83,331 -3,777 -87,108 -127,854
(0.69%) 4.36% (0.73%) (1.07%)
2013 Staff Recommended Operating Budget Service Area Summary by Revenue and Expenditures 2012 Approved Budget Local Boards and Authorities Local Boards Revenue Other
Total Revenue Expenditures BWG/Innisfil Police Service Board Library Board Total Expenditures Total Local Boards
2013 Budget
Year over Year $ Change
-
-40,746
-40,746
0.00% Revenues reflect the anticpated funds to be received from the Court Security Prison grant program.
-
-40,746
-40,746
0.00%
8,950,057 2,560,927 11,510,984 11,470,238
-213,401 116,445 -96,956 -137,702
(2.33%) 4.76% (0.84%) (1.19%)
9,163,458 2,444,482 11,607,940 11,607,940
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Year over Year % Change
Explanation of Change
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget - Library
Department:
Innisfil Public Library Board
Service Area:
Library
Summary of Services Provided: The Innisfil Public Library Board provides service to residents online and through its four branch locations. Materials and Services both Physical ↔ Virtual: • Supports Economic Development through a wide variety of technology related workshops and resources as well as participation in various small business initiatives with the Town and community partners. • Personalized reference services and materials (electronic and paper), inperson and virtual. (Ask-a-Librarian and AskON). • ServiceOntario reference centre. • Website access to various databases, and downloadable eBooks, audiobooks and music. • Reader’s Advisory service. For the Individual ↔ Community: • A place for community engagement where many local groups including the YNOT Youth Group, meet; a space for promoting cultural growth in the community through events such as ‘Culture Days’, local Studio Tours and Coffee Houses, (performed at and attended by local youth); a place which supports individual learning and literacy across all platforms. • A community resource centre that offers personal assistance to those seeking information. • Outreach to the community through New Resident Packages, Grade 9 Orientation at Nantyr Shores, and through participation in various events such as Family Fun Day, Summerfest, Winterfest (Polar Dip), Wing Ding and local Santa Claus Parades. • HomeBound Services to those who are unable to visit in person. • Facility resources during power outages or extreme hot weather conditions.
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget - Library Partners with: • Community health services such as the Simcoe Muskoka District Health Unit through the hosting of flu shot clinics and promotion of other health improvement programmes such as Driven to Quit. • Local schools by providing ‘Classroom Project Book Bags’; Library representation on School Councils and on judging panels for speeches and poetry competitions; lead for the Silver Birch critical reading program; book talking at the schools (Grades 4-6); author visits at both school and library locations; promotion of library services at school events such as Parent/Teacher Nights, ‘Welcome to Kindergarten’ and Family Literacy programmes. • Early Years Centres to provide programming both in-library and in other locations. • Service Clubs such as Rotary, Lions and Lionesses to focus on our shared goals of improving our community and the lives of our residents. • Heritage Lake Simcoe and Architectural Conservancy of Ontario, along with the Innisfil Historical Society and the Rotary Club, to implement the requirements of the New Horizons Seniors grant. • Ontario Library Association (OLA), Canadian Library Association (CLA), Southern Ontario Library Service (SOLS), Federation of Ontario Public Libraries (FOPL), Administrators of Medium-Sized Public Libraries in Ontario (AMPLO) in training relationships. • Bradford West Gwillimbury Public Library, New Tecumseth Public Library, and Essa Public Library to provide reciprocal borrowing arrangements for our residents. • Bradford West Gwillimbury Public Library, Barrie Public Library, Orillia Public Library, Springwater Public Library to produce the “Get A Life – Human Library” festival, an initiative that promotes awareness and understanding of the diversity within our community. • RBC, which promoted the “Get a Life” festival as part of its focus on literacy. • The Friends of the Library, the Painswick Horticultural Society, the Gilford Horticultural Society, YMCA, Independent Living Services of Simcoe County and Area (formerly SCAPD), DeafBlind Ontario Services to add value to our services and our community. • The Town and local businesses to present community events such as Fresh Air Flicks, Culture Days, Earth Hour, business seminars and various programmes.
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget - Library •
• • •
The Innisfil Arts, Culture & Heritage Council (IACHC) to support its growth and to help nurture the initiatives recommended by Inspiring Innisfil with Library representation on the Council. York University to serve as preceptor to nursing students. University of Prince Edward Island to collaborate on database development for the Our Stories project. Local artists as a venue for display.
Literacy initiatives include: • Every Child Ready to Read (ALA) literacy focus, Silver Birch critical reading program for grades 4 to 6 and extensive programming for pre-school children. • Early Literacy Stations. • Summer Reading Club which helps children to maintain their reading skills through the summer months. • Pre-teen programming including Author visits and readings • Human Library - “Get a Life Festival”. Lifelong learning opportunities: • Programming for adults, including book clubs, author visits, workshops for seniors, computer software, mobile applications, hardware (tablets, eBooks) navigation. • Online local history resources such as the Innisfil Historical Society’s photographs and the Cookstown Tweedsmuir History Books.
• Computer, Internet/Web 2.0, digital media training and services, partly funded through the New Horizons grant.
Results Achieved: • Accreditation received at the 2012 OLA Super Conference. Innisfil Public Library is one of less than 10% of Ontario libraries to achieve this status.
• Library Strategic Plan for 2012 to 2016 – sparking ideas to ignite a creative and dynamic community - completed.
• Master Plan process is underway. • Broadened future opportunities for the Lakeshore Branch through the addition • •
of 1.5 acres of adjoining lands. Launched new marketing campaign, designed by Hardie & Company, (a local advertising company), through a “Let Us Surprise You Contest” and a very special Gala which included an ‘Oscar winning’ speaker. Celebrated 100 years of library service in Stroud (July 21).
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget - Library
• Updated and revised the Library’s online local history database through a • • • • • •
collaborative process with the University of PEI. Received a New Horizons Seniors Grant. Received Service Canada summer student grant. Ongoing training for staff and customers in social media, and resources and services, continued to improve the library experience for our customers. Met and exceeded Key Performance Indicators set in 2011. Installed and implemented ‘Bibliocommons’, a social discovery layer to the catalogue. Evergreen (Tsuga) 2.0 upgrade in 2012 –full automation of acquisitions (EDI) of all materials including magazines, to begin in 2012.
2013 Budget Pressures/Changes: • A volatile economy, changing trends and the exponential growth of new
•
technologies continue to challenge the Library in its quest to be able to respond to customer needs and requests in the most efficient and effective manner possible. Implementation of the new Strategic Plan, its new direction and services delivery goals.
Staff Complement: Library Existing Full-Time Staff Complement
2011
Proposed
2012
2013
Forecast 2014
2015
Approved Full-Time Positions
16.00
16.00
17.00
18.00
18.00
Full Time Equivalents (FTE's) Budgeted
16.00
16.00
17.00
18.00
18.00
Other Than Continuous Full-Time (OTCFT) Staff Complement
Existing 2011
Proposed
2012
Full Time Equivalents (FTE's) Budgeted
11.28
Full Time Equivalents (FTE's) Actual
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2013 10.15
Forecast 2014 10.03
2015 11.18
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget - Library
Business Plan Initiatives & Deliverables: Implement Strategic Plan 2012- 2016 recommendations through the following: 1. Proceed with the planning for the addition to and renovation of the Lakeshore Branch. 2. Foster a ‘Culture of Innovation’ through an organizational review which will provide direction for the structure and design of the organization. 3. Enhance partnerships with community organizations, businesses, agencies and the Town to provide comprehensive service to the Innisfil taxpayer, building on the new library marketing plans and service initiatives. 4. Offer the public more “hands-on” opportunities to experience and learn about new and developing technologies (eBooks, mobile apps, cell phones, iPads, notebooks, robots, photo editing, videography, etc.).
Key Performance Indicators: 1. Accreditation is a process required to be renewed every five years. The Library received Accreditation for all branches in 2012. Score Required for Accreditation in 2006 Lakeshore 90% Stroud 90% Churchill 90% *Cookstown n/a in 2006 Branch
2006 Score 97% 98% 95% 0%
Score Required for Accreditation 90% 90% 90% 90%
2012 Score 99% 99% 98% 99%
2. Municipal Performance Measurement Program - MPMP statistics are collected each year from the Library’s Annual Survey and can be used for comparison with other libraries and against previous years’ performance. Annual data including circulation and program attendance numbers and typical week data for In-Library Materials Use, Electronic Information Resources Use, Reference transactions and Library Visits are gathered for the ‘Annual Survey’ which is submitted to the Ministry of Tourism and Culture as a key requirement for the Library’s Operating Grant application.
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Town of Innisfil BUSINESS PLAN AND BUDGET OVERVIEW 2013 Operating Budget - Library
2008 2009 2010 2011 Targets 2011 2012 Targets 2012 approximate projections as at May 31, 2012 2013 Targets
Annual Program Attendance 16,561 19,841 19,614 19,850 26,880 21,000 23,258
Total Annualized Uses 927,349 1,117,178 1,053,381 1,117,200 1,165,699 1,120,000 1,204,060
22,129
1,162,030
Notes
3. Self-Checkout Statistics - In 2009, 100% of all physical materials were checked-out by staff. In 2011, self-checkout equipment was available at three of the four branches
2010 2011 – 2012 Targets 2012 Actuals 2013 Targets
Total Number of Self Checkouts 8,749 26,823
Target for SelfCheck outs as a Percentage of Total Checkouts N/A 5% 20%
Percentage Achieved 3.28%
21.6% as at May 31, 2012 25%
Forecasted 2014 & 2015 Initiatives: •
Continue implementation of Library Strategic Plan 2012-2016 and support for the Town’s Inspiring Innisfil 2020 initiatives.
•
Assessment of trend towards a demand for electronic instead of physical resources to ensure a balanced collection that meets the needs of the entire community.
•
Construction on Lakeshore Branch Library expansion project is proposed to carry through until early 2015.
•
Develop and enhance initiatives that support economic growth and development, cultural awareness and transliteracy.
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2013 Staff Recommended Operating Budget Summary by Revenue and Expenditures 2012 Approved Budget
2013 Budget
Year over Year $ Change
(1,500) (46,000) (2,443,008) (45,922)
(1,500) (47,000) (2,560,927) (51,561)
(1,000) (117,919) (5,639)
(390,918) (2,927,348)
(390,199) (3,051,187)
719 (123,839)
1,994,292
2,088,833
94,541
Materials & Supplies
354,463
375,764
21,301
Utilities Contracted Services
94,767 79,517
98,618 83,710
3,851 4,193
Library Revenue Registration & Facility Fees User Fees, Licences and Fines Recoveries & Local Improvements Other Transfer from Reserve & Reserve Funds Total Revenue Expenditures Wages & Benefits
Rents & Financial Long term debt - Principal & Interest Internal Recoveries/Transfers Total Expenditures Total Library Operating
2,107 406,702 (4,500) 2,927,348 -
2,171 406,591 (4,500) 3,051,187 -
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64 (111) 123,839 -
Year over Year % Change
Explanation of Change
0.00% 2.17% 4.83% Reflects increased request for 2013 operating 12.28% Increase related to a budgeted grant from Industry Canada/CAP (0.18%) 4.23% 4.74% Increases for COLA, salary grid steps and related group & payroll benefits 6.01% Increase in software annual maintenance contracts, and materials related to public relations,printing and facility maintenance costs 4.06% 5.27% Increased grass cutting costs at Lakeshore Library and cleaning contracts at library facilities. 3.04% (0.03%) 0.00% 4.23%
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Lake Simcoe Region Conservation Authority (LSRCA) – 2013 Budget Submission
LAKE SIMCOE REGION CONSERVATION AUTHORITY - 2013 Budget Submission
Prepared by: Jocelyn Lee, CMA General Manager – Corporate & Financial Services August 17, 2012
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Lake Simcoe Region Conservation Authority (LSRCA) – 2013 Budget Submission Table of Contents
Executive Summary General Levy Financial Impact – The Town of Innisfil’s share Special Capital Financial Impact – The Town of Innisfil’s share LSRCA’s Budget Pressures
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1 2 3 4 5 5
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Lake Simcoe Region Conservation Authority (LSRCA) – 2013 Budget Submission Executive Summary The Lake Simcoe Region Conservation Authority (LSRCA) mandate is the protection and restoration of Lake Simcoe and its watershed. To do this, we must gather large amounts of data about the lake and the watershed, interpret the data into useful information, and respond with actions that address the needs that are determined from such information. To ensure we continue to progress towards the desired targets of improvements to the watershed, we must monitor the environment and assess on-going needs. It is a cyclical type of process and over time, creates a chain of improvements. To be successful in the protection and restoration of the watershed, there are two important key success factors; 1. The work completed by the Authority must consider the impact from a watershed wide perspective. The watershed does not recognize municipal boundaries, but rather is affected by all the activity within the water courses that flow into the lake. 2. The work completed by the Authority must use an approach of Integrated Watershed Management (IWM). Simply stated, IWM is the evolving process of managing human activities and natural resources. LSRCA presents their budget request to The Town of Innisfil each year in the form of two asks, General Levy and Special Capital. For additional requests that go beyond the budget guideline increase, a business case is submitted to support the request for additional funds. For the 2013 budget year LSRCA is submitting the following requests; General Levy Special Capital Business Case Total Request
$128,581 $177,500 $ 3,520 $309,601
Details regarding the individual program budget amounts are available in appendix A along with comparative information to the 2012 budget request. A separate business case is being submitted to support the request for $3,520.
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Lake Simcoe Region Conservation Authority (LSRCA) – 2013 Budget Submission LSRCA staff would be pleased to address any questions the Town of Innisfil staff, or Council may have with respect to the budget submission. We value our partnerships and appreciate your financial and supportive commitment to improving the health of Lake Simcoe and its watershed.
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Lake Simcoe Region Conservation Authority (LSRCA) – 2013 Budget Submission General Levy The financial challenge for LSRCA is the balancing of funding sources that are received from multiple partners who support the environment and the needs of the watershed. Restoring and protecting Lake Simcoe and its watershed involves the entire community of stakeholders – residents, businesses, agriculturists, institutions, governments, and our Conservation Foundation. The Conservation Authorities Act provides the mechanism for the sharing of the municipal partner’s contribution to LSRCA. In the form of general levy to support administrative and educational requirements, the levy is shared by the nine municipal members, of which the Town of Innisfil is one. Each year through the provincial authority, the Ministry of Natural Resources (MNR), the current value assessments (CVA) are provided to the authority from Municipal Property Assessment Corporation (MPAC). The CVA provides the percentage share (apportionment) of each of the nine partners and as assessment growth changes within each municipality and is reflected in the MPAC figures, the authority in turn adjusts the share of general levy that each municipality pays. This results in CVA adjustments. These adjustments do not provide any additional general levy funding to the Authority, but rather just “shifts” the amount each partner is to pay of the total general levy required. As the CVA figures are not available to the Authority until usually the fall of each year, preliminary budget submissions issued earlier in the year will be issued “before CVA adjustments” and will be adjusted as soon as CVA information is received. The Authority follows an annual budget process which includes assessing the amount of general levy that is required to meet the organization’s administrative and educational needs. LSRCA’s budget guidelines include six influences to consider when establishing the general levy funding requirement; a) What guidelines are we requested to follow from the various Municipal partners. b) What amount does the Authority require to meet current needs? c) What is the current rate of inflation? d) What is the current political environment? e) What are the current regulatory requirements? f) What is the current rate of growth in the watershed and its impact on programs? 3|Page Page137 140 of Page 140 138 of204 204 202 203 201
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Lake Simcoe Region Conservation Authority (LSRCA) – 2013 Budget Submission Once the budget year percentage increase is established and approved by the Board of Directors, any amounts that are deemed to be important to the Authority, but cannot be accommodated within the existing annual increase, are presented to the municipalities as “additional business case ASKS”. For the 2013 budget year, the approved annual increase percentage to be applied to the base general levy is approximately 4.6%. LSRCA has a requirement for a new database analyst position which cannot be accommodated within the existing base or annual increase, and as such is submitting a business case for this additional “ASK”. The financial results of the 2013 general levy requirement are presented next. Financial Impact – The Town of Innisfil’s Share
Initial Cost – All Partners General Levy Base Innisfil Annual Cost (Using *2012 CVA Apportionment 4.40%)
2012 Actual
2013 Budget
2014 Forecast
2015 Forecast
2,796,214
2,923,757
3,055,326
3,192,816
122,972
128,581
138,078
144,367
Minor differences due to rounding
Additional Business Case ASK for 2013 Total Innisfil General Levy
3,520 132,101
*Note-CVA adjustment applicable when information becomes available
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Lake Simcoe Region Conservation Authority (LSRCA) – 2013 Budget Submission Special Capital The CA’s and municipal partners have used the terminology of special capital to represent the additional funding the CA requires for programs and projects that are not part of the administrative requirements. Almost all of these programs or projects are operational in nature, and very little is capital in the sense of the accounting reference to capital, generally thought of as asset purchases. Hence the coined phrase that has been used for over a decade now, could have been more accurately titled “Special Operating”, however, the terminology has become entrenched in the various CA’s budget processes and communications with the municipalities and continues onward. The special capital or program/project requests can be classified as; a) On-going watershed wide programs b) Programs/projects specific to a municipality c) Regulatory on-going programs e) Asset Management f) Program Support Some programs can be a mix of more than one of these classifications. For example the LEAP program is a watershed wide initiative that also has specific projects that can be specific to a municipality. The costs for the special capital programs that are watershed wide, and therefore, are general benefitting to all members of the Authority, are shared among the members usually using CVA apportionment or in some instances by the conservation area acreages within the municipality. Costs that are specific to a municipality, such as subwatershed planning, are charged only to that municipality. Watershed monitoring, regulatory programs, asset management and program support costs are usually shared among the members. The watershed wide programs are necessary initiatives that the authority requires on-going funding to support, for example the watershed monitoring programs. Other programs are participated in based upon the municipality’s ability to fund, such as subwatershed planning, or specific Natural Hazard Mapping projects taking place in the municipality. For 2013, LSRCA’s increase to the special capital projects was in the range of 3.8% to 4.5%, unless specific amounts were identified for a given municipality or a particular program cost was increasing. 5|Page Page139 142 of Page 142 140 of204 204 202 203 201
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Lake Simcoe Region Conservation Authority (LSRCA) – 2013 Budget Submission
The results of the 2013 special capital increase is presented on the next page;
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Lake Simcoe Region Conservation Authority (LSRCA) – 2013 Budget Submission
Financial Impact – The Town of Innisfil’s Share 2012 Actual
2013 Budget
2014 Forecast
2015 Forecast
Initial Cost – All Partners Special Capital
3,479,779
3,573,335
3,734,135
3,902,171
Innisfil Annual Cost *
171,798
177,500
185,488
193,835
*Annual increase forecasted at 4.5%
A summary of the individual special capital programs has been compiled and is submitted as a separate document to support the line item budget.
LSRCA’s Budget Pressures The LSRCA board approved the budget assumptions in June 2012 based on a review of the budget pressures. The assumptions included a 3% COLA and step increase. The following details are to provide some background information about the need for a 3% increase. In 2012 LSRCA processed a 1% COLA and step increase, in 2011 a 1% increase, and in 2010 no increase was provided. In comparison to other conservation authority’s (CA’s) and municipalities, in 2012 the average increase was 2.5% and in 2011 the average increase was 2.3%. LSRCA has not kept up with other similar comparable organization increases. We have experienced some turnover due to the higher salaries being available at other CA’s and our municipal partners within the local community. LSRCA has had experience not too many years ago with the salary grid not being sustained at the market level. In 2006 the board approved a phased in adjustment to the salary grid after a compensation review demonstrated the grid had fallen significantly behind the current market. Large increases were processed for several years to bring the grid up-to-date. This in turn was reflected in larger general levy and special capital increases averaging around 6% per year.
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Lake Simcoe Region Conservation Authority (LSRCA) – 2013 Budget Submission While the majority of the 2013 increase will be used to support the 3% increase, there are other pressures including inflation, benefit adjustments, and within the Program Information Management program, we have allocated some of the base funds to cover existing staff for which future funding will not be available from other sources. The increases received from general levy and special capital will not cover completely the increased wage and benefit costs, and other budget pressures that are associated with the staff that are funded through the general levy and special capital revenues. LSRCA will have to cover approximately $30k from other sources of income. Other sources of income include fees for service, our Foundation funding, and if leveraging options are available, federal and provincial funding.
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APPENDIX A LAKE SIMCOE REGION CONSERVATION AUTHORITY 2013 Preliminary Budget Estimates (before CVA adjustments) SUMMARY SPECIAL CAPITAL and OPERATING LEVY as updated for Town of Innisfil staff on August 16, 2012 2012 Requested
SPECIAL CAPITAL PROGRAM FUNDING PRIORITIES
2013 Proposed
LSPP, BWI and LEAP (a) (b) (c)
Lake Simcoe Protection Plan Basin Wide Watershed Initiatives Landowner Environmental Assistance Program
(LSPP) (BWI) (LEAP)
11,067 17,016 32,702
11,488 17,653 34,174
Watershed Management Watershed Monitoring (a) Surface Water Quality (b) Open Lake Monitoring (c) Water Response (d) Ground Water Management/Monitoring
421 637 1,472 0 0 0 0 236 389 282 214 0 34 0 406 0 323 0 0 0
6,178 10,210 7,413 5,619
6,414 10,599 7,695 5,833
761
795
Natural Heritage Mapping
4,597
5,003
Flood Forecasting/Warning
8,170
8,493
50,000
50,000
153,733
158,147
4,414 0 0 0
Conservation Area Management Plan
1,750
1,698
Asset Management and Program Support (a) Program Information Management (b) Conservation Area Maintenance (c) Conservation Area Development (d) Vehicles and Equipment
7,438 1,427 1,229 5,756
9,811 1,347 1,235 4,797
17,600
18,888
-52 0 0 0 2,373 -80 6 -959 0 1,288
465
465
171,798
177,500
122,972
128,581
294,770
306,081
Natural Hazard Mapping
Sub Watershed Planning and Implementation Sub-Total
Asset Management and Program Support
0
Sub-Total Accessibility for Ontarians with Disabilities Act Parking Lot Capital Project TOTAL SPECIAL CAPITAL LEVY TOTAL GENERAL OPERATING LEVY TOTAL SPECIAL CAPITAL AND GENERAL LEVY TOTAL BUSINESS CASE ADDITIONAL REQUEST
Funded in 2012 Approved funding in 2012 was $171,798 (Subwatershed planning funded at $50,000) Total approved funding in 2012 was $294,770
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3,520
0 0 0 0 5,702 0 5,609 0 11,311
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LSRCA - BUSINESS CASE - Program Information Systems
BUSINESS CASE FOR LAKE SIMCOE REGION CONSERVATION AUTHORITY Program Information systems New Database Analyst Position
Prepared by: Jocelyn Lee, CMA General Manager – Corporate & Financial Services August 17, 2012
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LSRCA - BUSINESS CASE - Program Information Systems Table of Contents
Executive Summary Financial Impact – The Town of Innisfil’s Share Recommendation Situational Assessment and Problem Statement (Current State) 4 Project Description (Future State) Cost Benefit Analysis 6 Critical Assumptions and Risk Assessment Conclusions and Recommendations
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1 2 3
5
8 8
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LSRCA - BUSINESS CASE - Program Information Systems
Executive Summary Lake Simcoe Region Conservation Authority’s (LSRCA) mandate is the protection and restoration of Lake Simcoe and its watershed. To do this, we must gather large amounts of data about the lake and the watershed, interpret the data into useful information, and respond with actions that address the needs that are determined from such information. To ensure we continue to progress towards the desired targets of improvements to the watershed, we must monitor the environment and assess on-going needs. It is a cyclical type of process and creates a chain of improvements over time. Data is critical to our work. Protecting the data we have collected over time is essential. Transforming the data into useful information that can be used to drive action that results in protection and/or restoration of the watershed is mandatory. Information contributes strategically to LSRCA’s goals where we purposely and systematically manage the information which is stored in many forms within LSRCA. We need to manage our growing business data and environmental information to achieve our goal of Business Excellence. We manage the growing business data by improving our information management which includes building effective business applications and databases to support our many departmental and organizational business needs. All the improved business applications that we develop have a cumulative maintenance component that must be taken care of to keep applications working and relevant to its users. Investing in information management promotes better client service through the efficiency of the improved business applications, as well as the effective retrieval of information for our work or sharing information with our partners. The System Architect role is both a critical and hot spot position. A key strategy for backup coverage and on-going support to this role is the development of inhouse skills and to bridge the knowledge of the applications maintained. To this end, we have invested time training the current contract Database Analyst to assist in the business applications for maintenance and development.
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LSRCA - BUSINESS CASE - Program Information Systems It is these three important key success factors of the GIS/IT department, maintenance of existing business applications, sharing of technical knowledge, and support of future development, that drive the need for this request.
We currently employ 2 staff resources to the information management initiative, mainly developing on the SharePoint platform. We have plans for many more business applications with approximately 25 projects waiting in the queue to be developed. As it becomes clearer to department leaders that the newer applications bring many benefits, the challenge is to deliver the product sooner (within the next 18 months) rather than later (over the next 2-4 years), while maintaining the existing applications that have been developed. To meet the challenges, LSRCA has determined that the Database Analyst position needs to be filled on a permanent basis. The most serious risk of not hiring this position on a permanent basis is that the current Database Analyst, who has been funded through the Province on a project basis to date, and who we have invested time in training as a backup person for the System Architect, will leave the organization. Without a Database Analyst, the organization is in a high risk position that we may be left without sufficient qualified personnel to administer our information management systems. If the System Architect was to leave the company suddenly or with reasonable notice, we would lose critical knowledge about our business applications. A secondary risk, which is also significant to the organization, is that the business application development would not be keeping up with the needs of the users and decision makers, and the corporate priorities. A third risk is that maintenance of existing applications would not be done at an acceptable business service level.
Financial Impact – The Town of Innisfil’s Share 2013 Initial Cost General Levy Base Annual Cost
2014
2015
2016
3,678
3,844
4,017
3,520
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LSRCA - BUSINESS CASE - Program Information Systems
Net budget impact
3,520
3,678
3,844
4,017
Recommendation The LSRCA staff have concluded that the risk assessment findings have highlighted that to achieve the protection and restoration of Lake Simcoe and its watershed, which the Authority is directly responsible for, the daily business application activities used are critical to the organization and therefore must be managed accordingly. To manage the IT/IMS/GIS information and systems properly, permanent staffing of a Database Analyst position is required. LSRCA requests that the General Levy base funding for the 2013 year be increased by $3,520, and that this increase continue in the base in future years, to accommodate the permanent hiring of a Database Analyst. This amount of $3,520 represents the Town of Innisfil’s share of the full time equivalent position which has a total cost of $80,000 to LSRCA.
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LSRCA - BUSINESS CASE - Program Information Systems Situational Assessment and Problem Statement (Current State) LSRCA incorporates proven leading edge technology throughout it’s information management systems(IMS), information technology systems (IT), and Geographic Information Systems (GIS). All the improved business applications that we develop have a cumulative maintenance component that must be taken care of to keep applications working and relevant to its users. Investing in information management promotes better client service through the efficiency of the improved business applications, as well as the effective retrieval of information for our work or sharing information with our partners. The System Architect role is both a critical and hot spot position. A key strategy for backup coverage and on-going support to this role, is the development of inhouse skills and to bridge the knowledge of the applications maintained. It is these three important key success factors of the GIS/IT department, maintenance of existing business applications, sharing of technical knowledge, and support of future development, that drive the need for this request. LSRCA is very much an information based organization. Information contributes strategically to LSRCA’s goals where we purposely and systematically manage the information which is stored in many forms within LSRCA. Going forward we will need to manage our growing business data and environmental information to achieve our goal of Business Excellence. Managing the information drives efficiency, particularly in an area of business that can grow very quickly and has significant volume, such as the needs of the planning and permitting department. We are working to improve our information management by building effective business applications and databases to support our many departmental and organizational business needs. We currently employ 2 staff resources to the information management initiative, mainly developing on the SharePoint platform. This is producing results in the form of efficiency gains as we roll out the Regulations Site (for the planning department) and numerous other business applications. We have plans for many more with approximately 25 projects waiting in the queue to be developed. As it becomes clearer to department leaders that the newer applications bring many benefits, the challenge is to deliver the product sooner (within the next 18 months) rather than later (over the next 24 years). Additionally, there is the challenge to provide support and backup for the technical aspects of the work.
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LSRCA - BUSINESS CASE - Program Information Systems When the opportunity exists, we have been applying a 3rd human resource to many of our information management projects resulting in better turn around for development and maintenance of our information management applications (i.e. Receipts database, budget database, time tracker, LEAP database, property information request database and most recently the SharePoint regulations site).
Project Description (Future State) LSRCA needs to fill the position of Database Analyst starting January 2013 on a permanent basis. The primary roll would be to support more SharePoint business application development, which is providing many efficiency gains throughout the organization, as well as to support our System Architect in the many roles that this position leads, and ensure technical knowledge continuity is maintained. We have been training when the opportunity arises, for our current contract Database Analyst, to fulfill this role. She has established a performance record that demonstrates she is a good fit for the role. The Database Analyst position is currently covered by contracts until the end of 2012. By hiring permanently, we add a second person that can write computer and database applications especially inside SharePoint which is invaluable to customize and maintain LSRCA’s many business applications and databases. The database analyst would be the primary maintenance to the existing sharepoint sites and business databases. This position would also provide business continuity over the short and long term to back up the system architect. The Database Analyst has learned new skills quickly and applied them to many projects over the last 3 years including numerous floodplain development projects, GIS database development projects, financial database applications and now programming support to our SharePoint development projects. The hiring of this position means is that we can adapt more quickly to meet our internal needs or our partners information needs, we can respond to LSRCA’s changing priorities more effectively, we will have continuity in the technical support of the applications we are investing in, and we will be structured internally to deliver client service to those who are out front as LSRCA leads in integrated watershed management. How our partners responding to information management initiatives:
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LSRCA - BUSINESS CASE - Program Information Systems Many of our main funding partners and peers are starting to develop SharePoint development strategies and are seeing this as an important step to managing the information giant we all have to manage in this highly information management business environment. Many are spending $100K- $200K just to study how their organizations can start to develop SharePoint within their environment. We have already got a good start at managing our information and we need to continue that work to ultimately present only the right information to the right people at the right time. Wise investment in information management at LSRCA contributes to many of our strategic and business goals and the return on that investment has been growing every year we continue to invest. Some other benefits of improved and efficient information management we are aiming to achieve include: • More efficient business processes (i.e. staff can add and amend information efficiently and quickly thereby reducing wasted time and mistakes) • Better collaboration amongst departments and with our partners (avoiding re-doing work) • Better client service (i.e. responding to clients quicker with more complete and relevant information ) • Compliance with regulation and records management • Saving time by helping staff find the information they need quicker • Better information to make better decisions reducing risks associated with incorrect or mismanaged information • Help stop the loss of vital knowledge and information when staff leave • Help stop the workplace grinding to a halt when key member of staff is unexpectedly absent Benefits to our partners are mainly focused around improving client service with the public and with our municipal and other government partners as well as providing improved watershed information access to them. Further, for our funding partners, there is a cost benefit when we manage our business efficiently and maximize our output with the minimum required resources. We are not only an information centric organization but also a service oriented one. Investing in information management promotes better client service. The objectives of this request are; 1. To ensure the organization has sufficient staff resources and knowledge to maintain the existing business applications and databases. 6|Page Page151 154 of Page 154 152 of204 204 202 203 201
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LSRCA - BUSINESS CASE - Program Information Systems 2. To ensure the organization has sufficient and qualified staff to meet the corporate business priorities that relate to business applications. 3. To ensure the organization is positioned to continue to benefit from the significant efficiency gains that recent business applications have been delivering. 4. To provide the organization with appropriate skilled employees to address succession planning requirements. Cost/Benefit Analysis The additional cost of $3,520 in 2013 to the Town of Innisfil along with the other member partners share, will provide the appropriate funding to the GIS/IT department to allow for; 1. Adequate skills and resources to maintain existing business applications that have been developed over the past 3 years and have resulted in excellent efficiency gains to the individual departments. For example, the budget database improved the collaboration of the budget holders work, improved the accessibility of the budget information to the budget holders, improved the budget holders ability to collect and reference their own data, and most significantly from a cost perspective, reduced the finance department’s work hours by approximately ½ a FTE, and part-time staff were no longer required, as well as excessive overtime hours were removed. Similarly, the recent regulations site business application is providing the opportunity for the planning department to acquire some efficiency gains and thereby focus on addressing other identified service level requirements. 2. The ability to develop new business applications that have been deemed corporate priorities due to the efficiency gains that will be recognized, or the improved levels of service that will result. Currently there are 25 projects that Management has identified are beneficial. 3. The ability to provide on-going support to the users for the sharepoint functionality. As more users become aware of the value of sharepoint for collaborative work, there is more assistance being requested from the IT staff. 4. The Database Analyst position provides for continuity of knowledge related to the business applications that LSRCA is investing in. With all the significant technical knowledge resting with one individual, there is a high risk for the organization should that individual no longer be available. By sharing the knowledge and business application work with two persons, the risk is reduced. The volume of work supports the need for two people, and the cross-training of 7|Page Page152 155 of Page 155 153 of204 204 202 203 201
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LSRCA - BUSINESS CASE - Program Information Systems knowledge protects the organization’s investment from a succession planning standpoint. Critical Assumptions and Risk Assessment Data is critical to our work. Protecting the data we have collected over time is essential. Transforming the data into useful information that can be used to drive action that results in protection and/or restoration of the watershed is mandatory. There are a variety of users of the data or information. Some users need access to be able to complete their jobs as they are part of the internal support system. Others need data and information to assess what actions need to be taken to improve the watershed. Still, others are outside the organization and need access to aid in decisions they must make in the context of the environment. The most serious risk of not hiring this position on a permanent basis is that the current Database Analyst, who has been funded through the Province on a project basis to date, and who we have invested time in training as a backup person for the System Architect, will leave the organization. Without a Database Analyst, the organization is in a high risk position that we may be left without sufficient qualified personnel to administer our information management systems. If the System Architect was to leave the company suddenly or with reasonable notice, we would lose critical knowledge about our business applications. A secondary risk, which is also significant to the organization, is that the business application development would not be keeping up with the needs of the users and decision makers, and the corporate priorities. A third risk is that maintenance of existing applications would not be done at an acceptable business service level. As these business applications, databases, and information systems, are all part of the everyday activity of the organization in achieving its mandate, these IT/IMS/GIS systems are critical to the organization. Conclusions and Recommendations The LSRCA staff conclude that the risk assessment findings have highlighted that to achieve the protection and restoration of Lake Simcoe and its watershed, which the Authority is directly responsible for, the data and information, and the daily
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LSRCA - BUSINESS CASE - Program Information Systems business application activities used, are critical to the organization and therefore must be managed accordingly. To manage the IT/IMS/GIS information and systems properly, permanent staffing of a Database Analyst position is required. LSRCA requests that the General Levy base funding for the 2013 year be increased by $3,520, and that this increase continue in the base in future years, to accommodate the permanent hiring of a Database Analyst. The Town of Innisfil’s share of the 2013 requirement is $3,520, and the total cost to LSRCA is $80,000.
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Conservation Authorities Departmental Description The Conservation Authorities provides conservation, restoration, development and management of natural resources other than gas, oil, coal and material in the jurisdiction of the Town of Innisfil for which they are responsible. Lake Simcoe Region Conservation Authority (LSRCA) and Nottawasaga Valley (NVCA) share this responsibility.
Mission/Vision LSRCA To provide leadership in the protection and restoration of the environmental health and quality of Lake Simcoe and its watershed with our community, municipal and other government partners. NVCA Working together to value, protect, enhance, and restore our watershed resources, for a healthy sustainable future. Mandate The Conservation Authorities provide programs and services within four areas of focus:
Science and Research Protection and Restoration Education and Outreach Program Support
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Conservation Authorities
Description of major program areas undertaken by LSRCA are outlined next. Lake Simcoe Region Conservation Authority (LSRCA) Planned Initiatives for 2012 and 2013 Basin Wide Initiatives Planned Initiatives: •
•
•
•
•
In 2012, the Authority was successful in obtaining $600,000 in provincial funding from the Showcasing Water Innovation Program to undertake the development of a Water Quality Trading Program to Reduce Phosphorus in the Lake Simcoe Watershed. Water quality trading (WQT) is a market-based approach to pollution control that treats pollutants as commodities. In a WQT system, a limit is put on the amount of a pollutant that can be discharged within a given time and defined area (such as a watershed). Dischargers within the watershed that reduce their pollutant loadings below the limit can sell surplus reductions (called credits) to other dischargers who need to make reductions to meet compliance requirements but face significantly higher costs to achieve those reductions. The credits take on a monetary value, and it is the buying and selling of credits among dischargers that is the essence of WQT. The study which has a total cost of $1.2 million will be completed in early 2013 and will allow the Authority and its member municipalities along with the province to accelerate phosphorus reduction efforts with the Lake Simcoe basin at a reduced cost. In 2012, the LSRCA partnered with the Credit Valley and Toronto Region Conservation Authorities to host a Low Impact Development (LID) conference and bus tour of sites within the Lake Simcoe watershed. Participants learned about LID techniques and had an opportunity to tour a number of LID sites firsthand. With the continued support from our member municipalities a more comprehensive training workshop on how to construct LID controls is being scheduled for the spring\fall of 2013. The LSRCA is currently participating in a Showcasing Water Innovation project to expedite approvals for development which is adopting Green Infrastructure practices. Learning from the project the Authority is committed to continue to promote and implement a program to facilitate greening infrastructure for new development and examining opportunities for retrofitting green infrastructure in already developed areas. Monitoring of new and innovative Best Management Practices (BMP’s) for Phosphorus Control is scheduled to continue for 3 projects; Aurora Engineered Wetland, Phoslock Application in the West Holland River, and the Town of Newmarket Red Sand filter system, until the end of 2014 in compliance with the Ministry of the Environments approvals. Upon the successful completion of these projects this technology can be applied to all municipalities within the basin. Climate change modeling to develop a risk management strategy for the Lake Simcoe Watershed both to assess future changes in water balance and water quality to ground and surface waters.
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Conservation Authorities Base Drivers: • • • •
Municipal requirements under provincial legislation (LSPP), Economic benefits and cost saving associated with new technologies and process to target investment to the most cost beneficial works. Provides a framework for more sustainable growth opportunities within the Town of Innisfil and highlights innovative approaches that could be adopted, Continues to improve the health and quality of the environment in the Town of Innisfil promoting enhanced quality of life for Regional residents.
Key Challenges: • • •
Growth – both from development and infrastructure. Changing regulatory landscape in regards to LSPP and the GLPP, Significant uncertainty and risk associated with climate change. Identifying the impacts and understanding the significance of changes is necessary before recommending adaptation measures.
Service Challenges: • •
Provincial legislation – adapting to requirements of the LSPP. Involves a large number of diverse stakeholders, and representation from all levels of government.
Natural Heritage Mapping Planned Initiatives: •
Mapping updates and refinements to support Natural Hazard Mapping
Base Drivers: • •
Continued refinement of regulation area for developing areas of Innisfil. Provide accurate data and information for infrastructure projects and provides metrics for reporting
Key Challenges: •
Growth – both from development and infrastructure (both new and replacement).
Service Challenges: • Infrastructure and development happening at rapid pace – need to respond with current data to support • Responding to new and emerging requirements as defined in the Lake Simcoe Protection Plan and subsequent requirements
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Conservation Authorities LEAP (Stewardship/Restoration) Planned Initiatives: • • •
Continued delivery of the LEAP program throughout the Lake Simcoe watershed, Refinement of eligible projects and funding categories to increase program uptake, Work with the Watershed Science staff, Steering Committee and stakeholders to begin targeting and implementing recommended remedial works within the Subwatershed Plan.
Base Drivers: • •
Increased interest in program leads to opportunities for more projects Opportunity to leverage funding from other partners (federal and provincial government, Lake Simcoe Conservation Foundation, etc.)
Key Challenges: • •
Projects to be undertaken in the urban sector are more expensive to implement Partner funding is time bound leading to a “rush” on project completion
Service Challenges: •
Quick turn around on projects leads to some inflated pricing from contractors
Natural Hazard Mapping Planned Initiatives: • •
Ongoing refinement and updating of existing mapping Developing advanced hydrology / hydraulic modeling for watercourses
Base Drivers: • •
Continued refinement of regulation area for developing areas Provide accurate data and information for Town of Innisfil infrastructure projects
Key Challenges: • •
Growth – both from development and infrastructure (both new and replacement) Climate change in hazard mapping
Service Challenges: • •
Infrastructure and development happening at rapid pace – need to respond with current data to support Responding to new and emerging requirements as defined in the Lake Simcoe Protection Plan and subsequent requirements
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Conservation Authorities
Subwatershed Planning Planned Initiatives: •
• • •
• • •
Finalize the subwatershed plan in cooperation with external stakeholders and establish an implementation plan working group to oversee and guide activities to achieve recommendations. Coordinate, track and report on progress towards meeting milestones identified within the implementation plan Prepare tools and resources, as identified within the implementation plan to prioritize stewardship activities. Undertake other activities identified in the implementation plan for completion in 2014, including further uptake of LID, improving construction practices, updating planning and development policies, furthering salt reduction through outreach activities, Continue to collect monitoring data in support of updates to subwatershed plan, in particular biological monitoring program; Assist in analysis and reporting of monitoring data including preparation of watershed report card, science newsletters and Identify any data gaps or implementation deficiencies and adapt the plans accordingly.
Base Drivers: • • • •
Municipal requirements under provincial legislation (LSPP), Economic benefits and cost saving associated with new technologies and process to target investment to the most cost beneficial works. Provides a framework for more sustainable growth opportunities within the Town, Continues to improve the health and quality of the environment in the Town of Innisfil promoting enhanced quality of life for residents.
Key Challenges: • •
Growth and land use changes continue. Resources needed to implement changes are limited.
Service Challenges: • • •
Involves a large number of diverse stakeholders, and representation from all levels of government. Competition of interests within the government agencies and stakeholder groups. Provincial legislation – adapting to the changing requirements of the LSPP.
Watershed Monitoring Planned Initiatives: •
Monitoring and reporting on the effectiveness of 4 innovative stormwater management facilities, including engineered wetlands and redsand filter (this technology can be applied watershed wide).
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Conservation Authorities • • • • •
• • •
•
• •
Monitoring and reporting on the effectiveness of the West Holland Phoslock application (this technology can be applied watershed wide). Spot discharge measurements across a range of seasonal and hydrologic conditions in support of the development of Ecological Flow Targets (60 sites). Continued maintenance and operation of the stream gauging monitoring network (9 sites) and data management for Water Survey Canada gauges (7 sites). Continued monitoring of water quality and quantity of tributaries entering Lake Simcoe (22 sites). Developing a new Standard Operating Procedure for aquatic monitoring within the tributaries and continue monitoring as recommended (maximize the data collected and use for decision making). Continue near-shore monitoring of Lake Simcoe. Continue groundwater monitoring for quality and quantity of 13 sites. Continue to monitor climate stations (3 stations) and rainfall\atmospheric deposition (9 stations) within the watershed including new Georgina Island collector and rainfall gauge. Continued biologic monitoring of tributaries including fish and benthic macroinvertebrates as well as investigating new techniques / indicators to improve data resolution and monitoring efficiencies (60 sites). Website improvements for public / partner access to real-time monitoring data. Analysis and reporting of monitoring data including, Lake Simcoe Phosphorus Loads, monitoring data report, science newsletter series and watershed report card.
Base Drivers: • • • •
Municipal requirements under provincial legislation (ORMCP, and LSPP), Economic benefits and cost saving associated data available for municipal studies associated with EA’s. Provides a framework for more sustainable growth opportunities, Continues to improve the health and quality of the environment in the Town of Innisfil promoting enhanced quality of life for it’s residents.
Key Challenges: • • • •
Laboratory costs for analysis continue to increase. Provincial laboratory resources have declined. Changes or reductions to Federal or Provincial programs can impact key monitoring stations upon which LSRCA initiatives may depend. Demand from the public for immediate results and real time data.
Service Challenges: • •
Data requests have significantly increased from previous years. Provincial legislation – adapting to the changing requirements of the LSPP.
Conservation Area Management Planning Planned Initiatives: •
Complete management plans for Holland Landing Conservation Area and Rogers Reservoir Conservation Area (East Gwillimbury)
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Conservation Authorities • • • •
Begin management plan for Thornton Bales Conservation Area (King) Complete management statements for two low-use conservation areas (eg. Pottageville Swamp, Tyrwhiit, etc.) Complete Baseline Document Reports (BDRs), management plans, and/or management statements on newly acquired land as necessary Ongoing management of Conservation Areas such as Scanlon Creek and Luck
Base Drivers: • •
Currently managing many Conservation Areas across the watershed that are utilizing outdated or non-existing management plans Need to develop management plans in order to establish long- and short-term goals, and to develop strategies by which the goals can be achieved
Key Challenges: •
The demands of a growing population for greater variety and more modern conveniences, as well as clean, safe and attractive sites, places a greater demand on the conservation authority to meet these changing needs, especially in more urban settings.
Service Challenges: •
Limited resources available to meet the needs/desires of the growing population, particularly in York Region and Simcoe County
Conservation Area Maintenance and Development Planned Initiatives: •
• • •
Continue to actively maintain and develop higher use conservation areas across the Lake Simcoe watershed, including trail improvements and facility enhancements at Scanlon Creek Conservation Area and complete the Beaver River Wetlands Trail Project in Brock Township Increase visitation and programming at Conservation Areas Develop maintenance standards policy Proactive maintenance of Conservation Areas
Base Drivers: •
•
Currently managing many Conservation Areas across the Lake Simcoe watershed that require on-going maintenance, as well as opportunities for development to meet the demands of an increasing population Management activities at Conservation Areas is impacted by liability concerns, including requirements for hazard tree maintenance, as well as AODA Built Environment standards.
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Conservation Authorities Key Challenges: •
With limited greenspace close to urban settings local conservation areas draw visitors from near and far. To keep up with the impacts of use more resources are required in order to ensure conservation areas are well maintained for public enjoyment. It is imperative that these areas are maintained in order to balance the needs to the public and the needs of the natural environment - and at the same time provide a safe and enjoyable experience.
Service Challenges: •
Limited resources available to meet the needs/desires of the growing population, particularly in York Region and Simcoe County
Flood Forecast and Warning Planned Initiatives: • •
Updating modeling tools for improved flood forecasting including lake level monitoring. Updating the Emergency Response System based on the improved tools.
Base Drivers: • • •
Authority is required to provide this service under provincial legislation (Cons. Auth. Act). Improved capacity to manage risk and reduce the potential for loss of life and property. Continues to improve the health and quality of the environment in the Town of Innisfil promoting enhanced quality of life for residents.
Key Challenges: • •
Growth and land use changes continue. Climate change currently represents a potential unknown risk.
Service Challenges: •
Dealing with the Trent Severn Waterways Commission and revisions to the Lake Simcoe management protocol.
Lake Simcoe Protection Plan Planned Initiatives: •
•
LSRCA has an identified implementation role in the LSPP in areas such as subwatershed planning, water budgeting, stewardship, hazard land mapping and monitoring. LSRCA staff members serve on the Minister’s Lake Simcoe Coordinating and Lake Simcoe Science Committees. Over the next year, the LSPP will be transitioning
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Conservation Authorities from policy implementation to on-going operations within the provincial management framework. It’s vital that LSRCA’s long term, operational role in the delivery of provincial Lake Simcoe Protection Plan initiatives be established and that enhanced partnership funding be obtained. Base Drivers: •
Increased lake phosphorus levels, low oxygen levels and the decline of coldwater fish species led the province to establish The Lake Simcoe Protection Act (2008) and Lake Simcoe Protection Plan (2009).
Key Challenges: •
The Lake Simcoe Protection Plan (LSPP) identifies an annual lake phosphorus loading target of 44 tonnes and a sustained dissolved oxygen target of 7 mg/l, along with many other critical environmental objectives.
Service Challenges: •
Integrated Watershed Management (IWM) - the evolving challenges of managing human activities and natural resources in order to meet the provincially established targets under The Lake Simcoe Protection Plan.
Program Information Management: Planned Initiatives: • • • • • • •
Continue cycles of updates to the various layers and metadata to ensure accuracy of the database layers. Maintain GIS/I.T. departmental services and web mapping tools for both internal and external access Maintain and integrate source water protection databases with regular database layers Maintain the watershed wide environmental data for internal and external use Implement updates to the planning and regulations application for processing of permit requests Initiate new share point applications Maintain existing share point applications as required
Base Drivers: • • • •
The Authority is required to comply with the planning and regulations requirement of Section 28 of the Conservation Act. Up-to-date information in the form of layers that can be overlaid on to maps is required to make qualified decisions regarding permits Public and developers access through LSRCA’s web mapping tool LSRCA’s corporate priorities with regards to valued business applications
Key Challenges: • •
To deliver the right information to the right people at the right time To ensure adequate skills and knowledge are available within the GIS/IT department
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Conservation Authorities • •
To understand and develop excellent business applications that meet the corporate priorities To maintain multiple databases with up-to-date information
Service Challenges: • •
To meet the corporate “Business Excellence” goal To complete new required business applications within acceptable business service levels
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2013 Staff Recommended Operating Budget Service Area Summary by Revenue and Expenditures
Conservation Authorities Expenditures Lake Simcoe Region Conservation Authority Nottawasaga Valley Conservation Authority Internal Recoveries/Transfers Total Expenditures Total Conservation Authorities
2012 Approved Budget
2013 Budget
Year over Year $ Change
Year over Year % Change
294,770 123,685 (86,717) 331,738 331,738
309,601 122,479 (90,494) 341,586 341,586
14,831 (1,206) (3,777) 9,848 9,848
5.03% (0.98%) 4.36% 2.97% 2.97%
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Explanation of Change
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2013 Staff Recommended Operating Budget Service Level Change Requests Service Area
Year
Rate Impact Current Year Annual Impact
Description
Capital Impact Current Year Annual Impact
Inspiring Innisfil Initiative
Recommended Tax Rate Impact: Economic Development Economic Development Corporate & Other Fire Planning IT Parks Planning Engineering Subtotal
2013 2013 2013 2013 2013 2013 2013 2013 2013
G.I.C.C. membership/funding SSEA funding realloaction to Tourism and PR Physician Recruitment (Barrie & Alliston) Fire Training Officer Site Plan Coordinator (permanent part time) IT Systems Support Specialist 1 Casual Staff 2013 Policy planner Co-Op Student (2 terms)
$13,500 0 32,000 22,609 (13,913) $25,360 31,053 12,134 17,781 $140,524
$13,500 0 32,000 67,137 (13,913) $53,399 44,677 12,134 17,781 $226,715
$0 0 0 0 0 0 0 0 0 $0
$0 0 0 0 0 0 0 0 0 $0
($167,367) 31,852 ($135,515)
($334,740) 31,852 ($302,888)
7,500 0 $7,500
40,260 0 $40,260
$5,009
($76,173)
$7,500
$40,260
$21,594 59,320 7,003 $87,917
$18,594 78,593 21,798 $118,985
$5,000 2,500 0 $7,500
$0 0 0 $0
Building Permit Fee Impact: Inspection Inspection Subtotal
2013 3 Building Inspectors 2013 2 Septic Inspectors and 1 administrative support staff - contracts
Total
For Council Consideration Engineering Financial Services Roads Subtotal
2013 1 Sr. Eng Technologist (Development), 1 Sr. Eng Technologist (Capital) 2013 Budget & Performance Analyst 2013 Replace 2 existing casuals and 2 students to 2 Operator 1 (full time)
Note: Amounts in brackets represent savings
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b b b
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Town of Innisfil SERVICE LEVEL CHANGE REQUEST 2013 Operating Budget DEPARTMENT:
Development
SERVICE AREA:
Economic Development
PROPOSED SERVICE LEVEL CHANGE: Greater Innisfil Chamber of Commerce Funding from Tax Levy Supported budget
2013 Net Financial Impact: Costs of $13,500 Full Year Impact: Costs of $13,500 .
CURRENT SERVICE LEVEL: Currently, the Town of Innisfil has been supporting the Greater Innisfil Chamber of Commerce (GICC) by providing funding through the Community Assistance Grant (CAG). In 2012, $13,500 in funding from ARS monies was provided. As funding has been provided through the CAG, there is no structured agreement in place that outlines any obligations the GICC must fulfill in response to the provision of funds.
BUSINESS CASE RATIONALE: By moving a funding arrangement using a contribution agreement rather than a grant, the GICC will now have a contractual obligation to the Town with a clear outline of expectations. Town staff and members of the GICC Board have discussed the need to move towards a more accountable funding approach while ensuring autonomy for both organizations. The GICC and the Town share common goals such as supporting community events and initiatives including Small Business Week, the Innisfil Job Fair and an annual business gala. By formalizing an ‘active partnership’ with the GICC, the Town hopes to avoid duplication while enhancing support to the community by pooling resources, sharing information and collaborating on community events and initiatives.
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Town of Innisfil SERVICE LEVEL CHANGE REQUEST 2013 Operating Budget FINANCIAL IMPACT:
Operating Budget Impact
Job
Activity Object
2013 Impact
Full-Year Impact
-
-
$13,500
$13,500
$13,500
$13,500
Revenues
Expenditures Contribution Agreement with GICC
830100 83000
Net Operating Savings(Cost)
7093
($13,500) ($13,500)
Capital Budget Impact
2013 Impact
Full-Year Impact
-
-
-
-
$0
$0
Expenditures
Less: Non-Tax Supported Revenues Grants External Contributions Development Charges Other Net Capital Cost Net Financial Budget Impact to EDCO Operating budget
($13,500) ($13,500)
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Town of Innisfil SERVICE LEVEL CHANGE REQUEST 2013 Operating Budget DEPARTMENT:
Development
SERVICE AREA:
Economic Development
PROPOSED SERVICE LEVEL CHANGE: Reallocate SSEA funding to: Tourism and Public Relations
2013 Net Financial Impact: Savings/Costs of $0 Full Year Impact: Savings/Costs of $0
Budget for Tourism and Public Relations to total $12,500 and $12,806 respectively.
CURRENT SERVICE LEVEL: The community strategic plan for the Town of Innisfil, Inspiring Innisfil 2020 (II2020), identifies Economic Development as the number one priority. Since being formally adopted just over a year ago, a number of key economic development initiatives have already been achieved. Some highlights include: • • • • • • •
• • •
Recruitment of staff and establishment of a new Development Team Provided support for the creation of new networks and maintenance of existing ones to better connect residents and businesses New promotional pieces created for business attraction and tourism Re-established EDAC (Economic Development Advisory Committee) Established an online business directory Developed an inventory of industrial and commercial land opportunities. Support for various events and initiatives such as the first Celtic Festival, a regional tourism conference, Small Business Week activities, Job Fair, the creation of a new of the Innisfil Arts, Culture and Heritage Council, etc. Developed a baseline economic impact of tourism including the influence of Lake Simcoe on the Town of Innisfil and tool to enable staff to conduct future updates. Initiated the development of a wayfinding signage program. Continued to develop tools and provide insight and assistance to local businesses on how to work with the Town. As of July 31, 2012, provided over 70 businesses with assistance navigating approval process; provide support services; promotional support (e.g. assistance with grand openings and milestone events; etc); etc.
In previous years, the Town budgeted $13,306 which is provided to the South Simcoe Economic Alliance (SSEA). The SSEA consists of the five southern municipalities of Simcoe County which includes Innisfil, Essa, Bradford-West Gwillimbury, New Tecumseth and Adjala-Tosorontio as well as Nottawasaga Futures. The strategic objectives of the SSEA has been to support the strategic growth and offer one-stop shop for site selection in the five municipalities.
BUSINESS CASE RATIONALE: As further outlined in the Business Plan for Economic Development, Town staff propose to continue implementing the ambitious goals of II2020 in the coming years. While increased activities require increased resources, staff are also cognizant of the need to balance fiscal demands. In an effort to
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Town of Innisfil SERVICE LEVEL CHANGE REQUEST 2013 Operating Budget achieve business plan objectives with minimal impact in the current economic development budget, staff are recommending that funding traditionally provided to the South Simcoe Economic Alliance (SSEA) be realigned to fund initiatives that will provide a more direct impact to residents and area businesses. Reallocated funding will support the implementation of Inspiring Innisfil 2020 as outlined in the Business Plan. While the Town of Innisfil has been supporting the SSEA since its inception, various factors have changed. Originally SSEA played a key role as the main body overseeing economic development in the southern Simcoe municipalities. Since this time, municipalities have been building local capacity with the addition of staff and local partnerships such as the one Innisfil has with the Greater Innisfil Chamber of Commerce. Similar to many other initiatives, staff feel that the essence of partnering can be maintained with our neighbours at no cost and therefore free up funding to be directed to activities that respond directly to our strategic plan and provide a more immediate impact to our residents and businesses.
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Town of Innisfil SERVICE LEVEL CHANGE REQUEST 2013 Operating Budget FINANCIAL IMPACT:
Operating Budget Impact
Job
Activity Object
2013 Full-Year Impact Impact
Revenues
Expenditures Reduction in funding to SSEA Reallocation to Tourism Reallocation to Public Relations
830100 83000 830100 83000 830100 83000
Net Operating Savings(Cost)
-
7542 ($13,306) ($13,306) 7605 7,500 7,500 7485 5,806 5,806 $0
$0
2013 Full-Year Impact Impact
Capital Budget Impact Expenditures
-
-
-
-
Net Capital Cost
$0
$0
Net Financial Budget Impact to Economic Development Operating budget
$0
$0
Less: Non-Tax Supported Revenues Grants External Contributions Development Charges Other
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Town of Innisfil SERVICE LEVEL CHANGE REQUEST 2013 Operating Budget DEPARTMENT:
Corporate and Other
SERVICE AREA:
Corporate and Other
PROPOSED SERVICE LEVEL CHANGE: Physician Recruitment and Retention Committee (BAPR and PRRC) – Funding from Tax Levy Supported budget
2013 Net Financial Impact: Costs of $32,000 Full Year Impact: Costs of $32,000 .
CURRENT SERVICE LEVEL: The Town of Innisfil has been providing financial support to the Barrie and Area Physician Recruitment Task Force (BAPR) and the Physician Recruitment and Retention Committee (PRRC) for a number of years. In 2012, the funding source was from ARS and funding levels and were at $30,000 for BAPR and $2,000 for PRRC. The purpose of the two groups is similar and focuses on bringing physicians, healthcare leaders, community leaders and municipal leaders together to develop and implement strategies to train, recruit, and retain physicians for their respective coverage areas. The ultimate goal is to have an adequate supply of physicians for all residents in the communities. BAPR The coverage area for BAPR includes: • The City of Barrie • The Town of Innisfil • The Township of Oro-Medonte • The Township of Springwater The original funding formula was based on population levels (approximately $1/resident); however contributions have declined from other partnering municipalities. In 2012, Innisfil was the only municipality to maintain its original funding level of $30,000. In 2012 the City of Barrie provided $60,000 (original funding level was $110,000); the Township of Oro-Medonte provided $10,000 (original funding level was $14,500); and the Township of Springwater provided $2,500 (original funding level was $8,000). Funding is also provided through a number of other sources and a primary partner is the Royal Victoria Regional Health Centre. Official community representation on BAPR has included two City Councillors from the City of Barrie and each Mayor from Innisfil and the two Townships. Other key stakeholders are also actively involved with the committee. PRRC: The coverage area for PRRC includes: • The Town of New Tecumseth • The Town of Adjala-Tosorontio
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Town of Innisfil SERVICE LEVEL CHANGE REQUEST 2013 Operating Budget •
•
Parts of the Town of Innisfil (Innisfil was originally divided by the Ministry of Health and LongTerm Care (MOHLTC) into two sections with the northern catchment area taking most of the Town and the associated catchment area for PRRC taking in the village of Cookstown) Parts of the Township of Essa
The original funding formula for Innisfil was based on the number of visits from Cookstown area residents to the Stevenson Memorial Hospital Emergency Department. It was estimated that the number of visits was likely under the true level of service. Over the last number of years municipal contributions have remained consistent. In 2012, funding levels were at $2,000 from Innisfil, $10,000 from New Tecumseth and $5,000 from Adjala-Tosorontio. Funding is also provided through a number of other sources and a primary partner is the Stevenson Memorial Hospital. Official community representation on PRRC has included a Town Councillor from Innisfil, two Councillors from New Tecumseth and the Mayor of Adjala-Tosorontio. Other key stakeholders are also actively involved with the committee.
BUSINESS CASE RATIONALE: Improving access to primary health care has been identified as a priority by Town Council and responds to Inspiring Innisfil 2020 to improve our ‘quality of life dramatically’. Limited access to primary health care, including family physicians, continues to be identified as an issue for the region. Demand is forecasted to grow as populations grow and as existing area physicians are currently set to retire faster than they are replaced.
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Town of Innisfil SERVICE LEVEL CHANGE REQUEST 2013 Operating Budget FINANCIAL IMPACT:
Job
Operating Budget Impact
Activity Object
2013 Full-Year Impact Impact
Revenues
Expenditures Barrie & Area Physician Recruitment (BAPR) Physician Recruitment and Retention Committee (PRRC)
Net Operating Savings(Cost)
-
-
$30,000 2,000
$30,000 2,000
32,000
32,000
($32,000) ($32,000) 2013 Full-Year Impact Impact
Capital Budget Impact Expenditures
-
-
-
-
$0
$0
Less: Non-Tax Supported Revenues Grants External Contributions Development Charges Other Net Capital Cost Net Financial Budget Impact to Corporate and Other Operating budget
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($32,000) ($32,000)
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Town of Innisfil SERVICE LEVEL CHANGE REQUEST 2013 Operating Budget DEPARTMENT: Fire and Rescue Services SERVICE AREA: Fire and Rescue Services PROPOSED SERVICE LEVEL CHANGE: 1 Fire Training Officer
2013 Net Financial Impact: Costs of $22,609 Full Year Impact: Costs of $67,137 Maintain current staffing with the addition of one Full Time Training Officer. Financial Impact: Salary Impact for 2013 (assuming current staff member qualifies for Training Officer, starts January 1st, 2013, is paid 1st year Captain rate and replacement firefighter is hired July 1, 2013) $36,204. Special Training Courses that currently result in overtime that would be completed in house by Training Officer include: CO 101 - $458, CO 401 - $2,287, RIT - $600, Water Supply - $3,000, Live Burn - $417, First Aid - $5,489, Recruit Firefighter Training - $1,344. $13,595 savings in special courses/education (Savings will be realized in a reduction to overtime costs). Additionally, a Training Officer will enhance the overall management capacity of the department as the Fire Chief and Deputy Fire Chief will no longer be required to assume the lead role in the delivery of a variety of training initiatives. Total 2013 Salary Financial Impact after savings = $22,609 CURRENT SERVICE LEVEL: On duty Fire Suppression crew of 3 BUSINESS CASE RATIONALE: The Training Officer would be tasked with ensuring that the municipalities OH&S requirements are met with respect to the full emergency response program. Under the requirements of Section 25(2)(h) of the Occupational Health and Safety Act and more specifically, under section 25(2)(a) the employer is responsible to provide information, instruction and supervision to a worker to protect the health and/or safety of the worker. In addition to the Occupational Health and Safety Act, Ontario Fire Service (section 21) advisory committee guidance notes provide instruction to the fire service on a wide variety of issues pertaining to health and safety. The training officer would be responsible for ensuring that the department operates in a manner consistent with the recommendations of section 21 guidance notes. It is forecasted that one additional fire station will be placed in service January 2014 in the Big Bay Point area. This will result in an additional 24 volunteer firefighters being recruited, trained and placed into service as front line emergency responders. This increase in the volunteer firefighter complement represents a 20% increase in the training requirements of our volunteer firefighting force. In order for the station to come online as scheduled, the recruitment and training of the 24 new firefighters must
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Town of Innisfil SERVICE LEVEL CHANGE REQUEST 2013 Operating Budget commence late 2013/early 2014. The proposed training officer will be personally responsible for ensuring the new firefighters are trained and equipped by the opening of this new hall. The current lack of a dedicated training officer is resulting in significant challenges in achieving consistency of training across all stations and staff. Centralizing the training function places the department in a position of best advantage with respect to training completion and associated legislation, regulation and standards compliance. In addition to being a fully qualified training officer, the incumbent will also be a fully qualified firefighter and fire ground officer. This will enhance our emergency response capabilities to allow for an additional firefighter to be on scene in a timely fashion. This will increase our capabilities for daytime emergency responses, which we have identified to be an area of concern.
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Town of Innisfil SERVICE LEVEL CHANGE REQUEST 2013 Operating Budget FINANCIAL IMPACT:
Operating Budget Impact
Job
Activity Object
2013 Impact
Full-Year Impact
Revenues
Expenditures Probationary FF Wages Benefits Reductions in overtime
210200 21000 210200 21000 210200 21000
Net Operating Savings(Cost) Capital Budget Impact
5010 5100 5020
-
$26,875 9,329 (13,595) $22,609
$60,452 20,280 (13,595) $67,137
($22,609)
($67,137)
2013 Impact
Full-Year Impact
Expenditures
-
-
-
-
$0
$0
($22,609)
($67,137)
Less: Non-Tax/User Fees Supported Revenues Grants External Contributions Development Charges Other Net Capital Cost Net Financial Budget Impact to Fire Operating Budget
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Town of Innisfil SERVICE LEVEL CHANGE REQUEST 2013 Operating Budget DEPARTMENT:
Development Services
SERVICE AREA:
Planning
PROPOSED SERVICE LEVEL CHANGE: 1 Site Plan Coordinator position
2013 Net Financial Impact: Savings of $13,913 Full Year Impact: Savings of $13,913
CURRENT SERVICE LEVEL: The current staff complement of the Planning area includes: • Planning Manager (1.0) • Senior Planners (2.0) • Information Service Officer (1.0) BUSINESS CASE RATIONALE: Site plan approval is a mandated process through the Planning Act and local official plan. The site plan approval process is a critical part of development as it implements land use decisions in a manner that helps ensure functionality, reduce off-site impact potential and helps ensure public safety. The recent restructuring in the Development Team has resulted in the creation of a role for site plan coordinator on a part-time contract basis (3 days per week). The purpose of this service level change request is to formalize the current role into a permanent part-time position. The roles of the Site Plan Coordinator are to: • • • • •
Implement site plan requirements contained in the Planning Act and local OP. Consult with the development community to maximize preferred outcomes; Administer site plan control applications and associated securities; Review and approval site plans together with the review and execution of site plan agreements; Handle customer service inquiries and act as a ‘guide’ through the site plan approval process.
The continued role of a permanent part time site plan coordinator for 3 days per week would promote the following: • • • • •
Consolidate and coordinate site plan applications; Pre-consult to improve the quality of applications; Calculate and administer financial securities to reduce Town risk; Draft and assist in executing site plan agreements; Enforce outstanding site plan requirements.
The current site plan coordinator role, as a result of restructuring in 2011, has been a great success in terms of responsiveness to applicants, better review of site plan applications and enforcement. The value of the role has already proved itself. The centralized and specialized role of the site plan coordinator has been a great success in improving service delivery in the planning department and freeing up other staff time to concentrate on other delivery areas. In addition, the engineering and planning background of the current site plan
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Town of Innisfil SERVICE LEVEL CHANGE REQUEST 2013 Operating Budget coordinator is a significant asset in terms of efficiently processing applications and reducing costs associated with referring the applications to external consultants as typically done in the past. The improvement in ‘in-house’ knowledge and decrease in external consulting costs offset the additional cost of the service level increase while building internal Town expertise. Using the current level of site plan applications and amendments as a guide, we estimate that external consulting costs and internal over time costs would increase by $70,000 and $6,900 respectively. These costs have been included in the 2013 Operating Budget and will be removed if the service level request is granted. In summary, the additional costs to the Town associated with a part-time site plan coordinator position would be offset by a combination of reduced external consulting costs, staff overtime, and cost recovery through site plan applications fees. It is expected that the outcome of the planning fees review process will make approximately 80% of this service level request recoverable through future site plan application fees.
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Town of Innisfil SERVICE LEVEL CHANGE REQUEST 2013 Operating Budget
FINANCIAL IMPACT:
Operating Budget Impact Revenues Reduction in Cost: Recoveries (80%)
Expenditures Salary Benefits Reduction in Cost: Overtime Consulting fees
Job
810100
Activity Object
81000
4530
2013 Impact
Full-Year Impact
$27,946
$27,946
$27,946
$27,946
810100 810100
81000 81000
5010 5100
$31,535 3,398
$31,535 3,398
810100 810100
81000 81000
5020 8709
(6,900) (14,000) $14,033
(6,900) (14,000) $14,033
$13,913
$13,913
Net Operating Savings(Cost)
2013 Impact
Capital Budget Impact
Full-Year Impact
Expenditures
-
-
-
-
$0
$0
$13,913
$13,913
Less: Non-Tax/User Fees Supported Revenues Net Capital Cost Net Financial Budget Impact to Planning Operating Budget
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Town of Innisfil SERVICE LEVEL CHANGE REQUEST 2013 Operating Budget DEPARTMENT:
Finance, Customer Service, IT
SERVICE AREA:
Information Technology
PROPOSED SERVICE LEVEL CHANGE: 1 IT Systems Support Specialist position to replace two Co-op students
2013 Net Financial Impact: Costs of $25,360 Full Year Impact: Costs of $53,399
CURRENT SERVICE LEVEL: The current staff complement of the IT area includes: • IT Manager (1.0) • Systems Administrator (1.0) • Computer Programmer (1.0) • Co-op student (8 months - 2 terms) BUSINESS CASE RATIONALE: As the municipality grows and levels of fulltime staff complements increase, the demand for routine support, maintenance and troubleshooting also increasing. Service level constraints are placed on existing staff to deliver other critical deliverables such as the development of internal customized business applications, communication devices and technology support as well as GIS mapping and other similar user needs. The increased demand also limits the innovation ability for staff as research; testing and implementation are delayed in order to address the day to day operational support requirements. The new position would be primarily responsible for most of the daily support & maintenance issues to permit existing staff to focus on more specialized tasks and projects. The existing staff would then be able to have a more significant impact on process improvements for other department operational staff in terms of ease of entry and retrieval of data, enhanced communications capability for staff and Council in response to Customer inquiries and increased applications (internally developed or externally researched and implemented) to address the heightened need for fiscal control and timely delivery of information and results. Subject to the I.T. Strategic Plan to be undertaken and completed by end of June 2013, the position description and duties will be modified to ensure that implementation of the objectives approved would be achieved through the further re-alignment of responsibilities from existing positions. The anticipated start date for the position is after the completion of the strategic plan.
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Town of Innisfil SERVICE LEVEL CHANGE REQUEST 2013 Operating Budget FINANCIAL IMPACT:
Operating Budget Impact
Job
Activity Object
2013 Impact
Full-Year Impact
Revenues
Expenditures Salary Benefits Cellphone Desk and chair Cost reductions for: 2 Coop Students
-
-
170400 17400 170400 17400 170400 17400
5010 5100 7600
$21,712 6,514 246 4,000
$54,281 16,284 615 -
170400 17400
5100
(7,112) $25,360
(17,781) $53,399
($25,360)
($53,399)
2013 Impact
Full-Year Impact
Net Operating Savings(Cost) Capital Budget Impact Expenditures
$0
$0
$0
$0
$0
$0
($25,360)
($53,399)
Less: Non-Tax/User Fees Supported Revenues Grants External Contributions Development Charges ARS Net Capital Cost Net Financial Budget Impact to IT Operating Budget
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Town of Innisfil SERVICE LEVEL CHANGE REQUEST 2013 Operating Budget DEPARTMENT: Community Services SERVICE AREA: Park, Facilities & Recreation – Arboretum and Cookstown Park Splash Pad PROPOSED SERVICE LEVEL CHANGE: One Parks Casual Staff &Two Students
2013 Net Financial Impact $31,053 Full Year Impact $44,677
CURRENT SERVICE LEVEL: Currently, no full time staffs are dedicated to providing assistance in maintaining the 22 hectares of open space at the South Innisfil Arboretum. The only help the volunteers receive from the Town staff is that on several occasions in the summer both grass crews converge on the Arboretum and assist with the trimming of the property. PROPOSED SERVICE LEVEL CHANGE NARRATIVE: We request that one additional casual staff be hired, a service vehicle be rented, and small tools and clothing be purchased for 2013 to assist in the maintenance of the Arboretum and the daily monitoring of the new splash pad at the Cookstown Community Park. BUSINESS CASE RATIONALE: We have been informed by the Gilford & District Horticultural Society that the land lease at the South Innisfil Arboretum in Gilford expires in 2014 and the Society will be handing the Arboretum lands back to the Town of Innisfil. There’s an opportunity next year for the Town to have a casual Park’s employee work with the volunteers, so that they are prepared and trained to take over the maintenance responsibilities of the 22 hectare site in 2014. Two additional summer staff will be required in the following year to keep the level of maintenance at the standard that the residents are use to. The Arboretum, which is operated solely by volunteers, provides residents a place to dedicate a living memorial, an educational forum, an area for passive recreation and an area that provides photographic opportunity. There are many specimen and native trees and shrubs that have been planted on site. Each tree has been sponsored and an engraved plate identifies the name of the type of tree, the name of the donor and the name of the person to whom the tree was dedicated. The Parks Services area recognizes the sensitive nature of this property and understands that particular care must be taken when dealing with living memorials. The Parks Services Area will also see the addition of the following developed park lands; Leonard’s Beach and Huron Court Park expansions and the Cookstown Community Park all slated to come on board in 2012. This will continue to place an increasing demand on the Parks Services area. If the staffing complement cannot be increased to meet these demands, we will be unable to meet maintenance standards for parks, sports fields, playgrounds, road ends and trails which then leads to complaints from residents and user groups.
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Town of Innisfil SERVICE LEVEL CHANGE REQUEST 2013 Operating Budget FINANCIAL IMPACT:
Operating Budget Impact
Job
Activity Object
2013 Impact
Full-Year Impact
Revenues Expenditures Salaries - 1 Casuals (1 to 6 months) Salaries - 2 Students Benefits Truck Rental for 6 months Clothing and PPE Misc. Small Tools & Equip.
710360 710360 710360 710360 710150 710360
71000 71000 71000 71000 71000 71000
Net Operating Savings(Cost) Capital Budget Impact
5010 5010 5100 7180 5210 7560
$19,359 2,094 6,600 500 2,500 $31,053
$19,359 12,245 3,072 6,600 500 2,900 $44,677
($31,053)
($44,677)
2013 Impact
Full-Year Impact
Expenditures -
-
-
-
$0
$0
($31,053)
($44,677)
Less: Non-Tax Supported Revenues Grants External Contributions Development Charges Net Capital Cost Net Financial Budget Impact to Tax Levy
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Town of Innisfil SERVICE LEVEL CHANGE REQUEST 2013 Operating Budget DEPARTMENT:
Development Services
SERVICE AREA:
Planning
PROPOSED SERVICE LEVEL CHANGE: 1 Policy Planner position
2013 Net Financial Impact: Costs of $12,134 Full Year Impact: Costs of $12,134
CURRENT SERVICE LEVEL: The current staff complement of the Planning area includes: • Planning Manager (1.0) • Senior Planners (2.0) • Information Service Officer (1.0) BUSINESS CASE RATIONALE: The proposal to add a Policy Planner will assist the planning department in proactively addressing and growing the Town in a manner consistent with Inspiring Innisfil 2020. A policy planner would coordinate planning initiatives, undertake public consultation, prepare supporting reports and implement policies of the Town. A planner dedicated to policy development and responding to issues through policy responses as they arise would: • • • •
Improve customer service; Result in better land use outcomes; Strengthen relationships with both residents and developers by reducing frustration; Reduce reactive planning responses (i.e. OMB appeals, delayed projects, etc.)
A volunteer planner in the Policy Planner role was on staff for 3 days per week for a 3 month period in early 2012. The position was fully utilized and resulted in capital projects advancing that have since stalled since her departure. Regarding capital projects, there is a current backlog of capital projects due to insufficient resources to initiate, coordinate and implement the necessary studies that have been identified as necessary for Innisfil to grow responsibly and prosper. Proactive policy planning has a direct impact on the Town’s reputation for being progressive and upholding the principles of Inspiring Innisfil 2020. A Policy Planner would help reduce the backlog by coordinating necessary studies, both internally and externally. A capital project (PLN27) has been identified where a policy planner could develop and implement policy while avoiding external costs would be the implementation of Bill 140 regarding second dwelling units. Council has directed staff to proceed with this work (Council Resolution No. CR-059-03.12) but current resources have been unable to advance the policy development process further despite legislative requirements. The costs of externally undertaking this project are estimated to be $50,000 for an external consultant plus an additional $3,482 in Senior Planner overtime costs to manage the project.
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Town of Innisfil SERVICE LEVEL CHANGE REQUEST 2013 Operating Budget The policy planner will also offset future staff overtime costs and external planning consulting costs which totalled approximately $60,000 in the 2011 Operating Budget. More importantly, a staff position, rather than external consultant, develops and retains ‘in house’ knowledge and expertise. A Policy Planner would become a key internal resource for supporting Council priorities and developing forward looking community building initiatives in the Town. Future activities and commitments that would further offset external consulting and staff overtime costs include the delegation of subdivision approval authority from the County, official plan review, and the Innisfil Heights Secondary Plan. These activities/projects are all considered of critical importance to planning and development in Innisfil. These activities are estimated to be the approximate equivalent of 25% of a full-time position. While the Financial Impact section below shows a Net Financial Impact to the Town, there is some additional context to consider. The Town is required to implement the legislation of Bill 140 and there is a Council resolution recognizing this requirement. While the Financial Impact is shown to be $64,677, the actual cost of this particular Service Level Change Request should be reduced by the price of the external consulting fees to have the necessary work undertaken. This reduces the net financial impact to $14,677. The reality is that the project needs to be completed and we strongly feel that an internal staffing approach that costs an additional $14,677 has a great number of intangible benefits in terms of managing and realizing other capital projects that have already been approved (i.e. OP Review), being able to build staff expertise internally, and responding more quickly in a proactive nature to our residents.
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Town of Innisfil SERVICE LEVEL CHANGE REQUEST 2013 Operating Budget FINANCIAL IMPACT:
Operating Budget Impact
Job
Activity Object 2013 Impact
Full-Year Impact
$50,000
$50,000
Revenues Capital recoveries Expenditures Salary Benefits Reduction in Costs: Overtime
810100 810100
81000 81000
5010 5100
$50,474 15,142
$50,474 15,142
810100
81000
5020
(3,482) $62,134
(3,482) $62,134
($12,134)
($12,134)
2013 Impact
Full-Year Impact
-
-
$0
$0
($12,134)
($12,134)
Net Operating Savings(Cost) Capital Budget Impact Expenditures
Less: Non-Tax/User Fees Supported Revenues
Net Capital Cost
Net Financial Budget Impact to Planning Operating Budget
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Town of Innisfil SERVICE LEVEL CHANGE REQUEST 2013 Operating Budget DEPARTMENT: Infrastructure and Engineering SERVICE AREA: Engineering PROPOSED SERVICE LEVEL CHANGE: 2 Engineering Co-op Students (4 month term)
2013 Net Financial Impact: Costs of $17,781 Full Year Impact: Costs of $17,781
CURRENT SERVICE LEVEL: The current staff complement of the Engineering Services area includes: Capital Works • Manager of Capital Works Engineering • Senior Regulatory Compliance Officer • Senior Engineering Technologist – 1 position • Engineering Technologist – 1 position • Engineering Co-op – 4 month position Development • Manager of Development Engineering – 1 contract position • Senior Engineering Technologist – 1 position • Engineering Technologist – 1 position • Development Project Engineering Technologist – 1 contract position
BUSINESS CASE RATIONALE: The maintenance of infrastructure asset management systems such as the Geographic Information System (GIS) and updates for the inventory of those assets for the Town is a task that Engineering Services will manage as part of the Capital Works team. The data will be used by various Town departments for future needs planning and by Financial Services for tangible capital assets and Development Charges updates. The use of Engineering Co-op Students to assist with the updates for the GIS and the Asset Management provides a benefit to the Town with the tasks being completed and the program provides for the educational development of engineering students. Currently the Engineering Services budget includes funding for a co-op student for 4 months. To assist with the maintenance of the asset management system and GIS inventories the service area is proposing to increase the funding for the Co-op student to a full year (12 months).
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Town of Innisfil SERVICE LEVEL CHANGE REQUEST 2013 Operating Budget FINANCIAL IMPACT:
Operating Budget Impact
Job
Activity Object
2013 Impact
Full-Year Impact
Revenues -
-
$16,224 1,557
$16,224 1,557
17,781
17,781
($17,781)
($17,781)
2013 Impact
Full-Year Impact
Expenditures 1 - Co-op Student 8 months Salary Benfits
810300 810300
81000 81000
Net Operating Savings(Cost) Capital Budget Impact
5010 5100
Expenditures
-
-
-
-
$0
$0
($17,781)
($17,781)
Less: Non-Tax/User Fees Supported Revenues Grants External Contributions Development Charges Other Net Capital Cost Net Financial Budget Impact to Engineering Operating Budget
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Town of Innisfil SERVICE LEVEL CHANGE REQUEST 2013 Operating Budget DEPARTMENT:
Development Services
SERVICE AREA:
Inspections
PROPOSED SERVICE LEVEL CHANGE: 3 Building Inspector positions
2013 Net Financial Impact: Savings of $159,867 Full Year Impact: Savings of $294,480
CURRENT SERVICE LEVEL: The current staff complement of Inspections area includes: • Chief Building Official (1.0) • Senior Inspector/ Plans Examiner (1.0) • Building Inspector/ Plans Examiner (3.0) • Permit Processor/ Plans Examiner (1.0) • Administrative Assistant (1.0) BUSINESS CASE RATIONALE: Additional inspector positions are required to meet the legislative requirements of the Ontario Building Code in terms of permit approval times and to ensure timely inspections of the increase in numbers of residential building permit activity in 2013. As outlined in the Wright Report, Buildings and Inspections services have been understaffed for the last several years leading to delays in meeting legislated time spans for permit approvals, and also contributing to less than desirable levels of service with respect to inspections and occupancy permits. This has led to a n increase in open and dormant permits, reduced enforcement of illegal building activity and a potential increase to municipal liability. Under resourcing in the inspections area has also required the Town to rely on the outsourcing of plans examination to a Registered Code Agency which is both costly and less efficient in terms of delivering consistent customer service. It is proposed that additional Building Inspector positions be added to the service area which could fulfill the requirement of both plans examination and field inspections on as-required basis to meet with workload spikes and to help implement a program to close open and dormant building permits. 2013 has the potential of a 40% or more workload spike, with the beginning of several subdivisions and commercial sites. It is anticipated that if we do not hire staff we will be reliant on the RCA for these three people. If we brought in three RCA inspectors the impacts on the budget would enormous. Note: the inspectors would be responsible for an average of 1700 calls (site visits) per year at a cost of $35 per call. (Our RCA consultant fee is currently approximately $120 per call).
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Town of Innisfil SERVICE LEVEL CHANGE REQUEST 2013 Operating Budget FINANCIAL IMPACT:
Operating Budget Impact Expenditures Salary Benefits Reduction in cost: RCA consulting fees-3 inspectors
Job
Activity Object
2013 Impact
Full Year Impact
241100 241100
24100 24100
5010 5100
$82,512 28,077
$165,021 56,151
241100
24100
8220 (277,956) $167,367
(555,912) $334,740
$167,367
$334,740
Capital Budget Impact
2013 Impact
Full-Year Impact
Expenditures Computers Licensing Additional Vehicles (2)
$7,500
Net Operating Savings (Costs) *Cost per Building inspector (Salary plus benefits) is $36,863 - 2013 Impact; $73,724 - full year impact.
7,500
$73,200 73,200
-
$32,940 32,940
($7,500)
($40,260)
$159,867
$294,480
Less: Non-Tax/User Fees Supported Revenues ARS-Post Period Development Charges Net Capital Savings (Costs) Net Financial Budget Impact to Inspections Operating Budget
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Town of Innisfil SERVICE LEVEL CHANGE REQUEST 2013 Operating Budget DEPARTMENT: Development SERVICE AREA: Inspection Services PROPOSED SERVICE LEVEL CHANGE: 2 Septic Inspector positions – 6 months 1 Contract Administrative Support – 8 months
2013 Net Financial Impact: Costs of $31,852 Full Year Impact: Costs of $31,852
CURRENT SERVICE LEVEL: • Chief Building Official (1.0) • Senior Inspector/ Plans Examiner (1.0) • Building Inspector/ Plans Examiner (3.0) • Permit Processor/ Plans Examiner (1.0) • Administrative Assistant (1.0) BUSINESS CASE RATIONALE: Contract inspectors and an administrative support position is required to complete the “Phase 1” of the mandatory septic re-inspection put in place by the Province of Ontario under the Ontario Building Code O.Reg 315/10 and the Clean Water Act. Phase 1 includes properties with 100 meters of Lake Simcoe shoreline, or any other lakes, ponds, or streams and vulnerable areas including municipal well heads, groundwater recharge areas, vulnerable aquifers, and water intake zones. The septic re-inspection system began in August of 2012, response from the public has been slow, with the program still in its infancy we estimate 45% of the inspections being completed in 2012, 45% in 2013 and the balance in 2014. The contract Inspectors would be required to assess and report on the condition of the current septic systems where necessary they would re-inspect, and place orders, as well as follow up with on the compliance of the orders. The contract administrative support person will be required to circulate information to residents, book inspections, assist the inspectors with the writing of orders, inputting of reports and tracking of statistics. It is estimated that over 1200 inspections will have to be co-ordinated and completed prior to 2016, after 2016 Phase 1 is to be repeated once every 5 years. It is anticipated that “Phase 2” is not completely defined by the province at this time but information is sifting down that the remainder of the properties in the Town may be impacted by this phase of the program. Looking at all properties and subtracting those either serviced by Town sewers or part of phase 1 leaves about 9,000 properties to be inspected. Once more information is available, this position may be proposed as permanent.
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Town of Innisfil SERVICE LEVEL CHANGE REQUEST 2013 Operating Budget FINANCIAL IMPACT:
Operating Budget Impact
Job
Activity Object 2013 Impact
Full-Year Impact
Revenues Septic Systems Re Inspection Fees
241100 24100 4484 241100 24100 4486
$2,375 54,000 $56,375
$2,375 54,000 $56,375
Expenditures Salary (2 inspectors - 6 months) Benefits Salary (1 admin - 8 months) Benefits
241100 241100 241100 241100
$54,764 4,400 25,166 3,897 $88,227
$54,764 4,400 25,166 3,897 $88,227
($31,852)
($31,852)
24100 24100 24100 24100
Net Operating Savings(Cost)
5010 5100 5010 5100
*Cost per Septic inspector (Salary plus benefits) is $29,582 - 2013 Impact; $29,582 - full year impact. *Cost of Administrative support (Salary plus benefits) is $29,063 - 2013 Impact; $29,063 - full year impact.
Capital Budget Impact
2013 Impact
Full-Year Impact
$0
$0
$0
$0
$0
$0
($31,852)
($31,852)
Expenditures Computer and Licensing Less: Non-Tax/User Fees Supported Revenues ARS Net Capital Cost Net Financial Budget Impact to Inspections Operating Budget
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Town of Innisfil SERVICE LEVEL CHANGE REQUEST 2013 Operating Budget DEPARTMENT: Infrastructure and Engineering SERVICE AREA: Engineering PROPOSED SERVICE LEVEL CHANGE: 1 Senior Engineering Technologist (Capital) 1 Senior Engineering Technologist (Development)
2013 Net Financial Impact: Costs of $26,594 Full Year Impact: Costs of $18,594
CURRENT SERVICE LEVEL: The current staff complement of the Engineering Services area includes: Capital Works • Manager of Capital Works Engineering • Senior Regulatory Compliance Officer • Senior Engineering Technologist – 1 position • Engineering Technologist – 1 position • Engineering Co-op – 4 month position Development • Manager of Development Engineering – 1 contract position • Senior Engineering Technologist – 1 position • Engineering Technologist – 1 position • Development Project Engineering Technologist – 1 contract position
BUSINESS CASE RATIONALE: Engineering Services has been restructured into the two business streams that are administered by the engineering team. The two business streams are Capital Engineering and Development Engineering. Each of these business streams are experiencing workload pressures as a result of the development activity that has occurred and is planning to occur over the next many years. To address the workload issues for these two areas of the operation additional staff resources are required to deliver the required capital works program and address concerns that have been raised by developers with respect to processing time and costs but to also address resident concerns/inquiries that result from the private development activities within the community. The following provides specific information associated with the two (2) staff resource increased being requested by the Engineering Services area. 1. Capital Projects (Senior Engineering Technologist Capital): The delivery of capital projects that expand or replace municipal infrastructure is the business area being managed by the Engineering Services Capital Works team. In the coming years significant infrastructure upgrades and expansions have been identified to provide for development opportunities within the Town. The infrastructure required to support the growing community extends to services areas such as Fire, Library, Parks and the traditional infrastructure that includes Roads, Water and Waste Water.
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Town of Innisfil SERVICE LEVEL CHANGE REQUEST 2013 Operating Budget The Town currently utilizes external consultants for the delivery of all capital works projects with the internal staff managing the consulting and contractor teams. The capital project budgets include funding for the external consulting resources and could fund the internal project management. With the addition of internal staff resources, funded from the current capital budget program, the Town would have the ability to administer and provide inspection for the delivery of some capital works projects. The use of internal staff for these exercises will reduce the overall engineering costs associated with the capital budget program and will build internal corporate knowledge. Since the funding for the position is proposed from an existing capital budget program the Town can internalize this service without additional financial burden on the tax payers. 2. Development (Senior Engineering Technologist Development): This business stream provides engineering services to the development community with the advancement of their projects including construction of subdivisions, site plan servicing and site alteration permits. Currently a majority of the draft plan reports, construction plan technical review, quality assurance inspection, customer complaint coordination, lot grading plan review and inspection and assumption coordination services are being provided by outside consultants. Additional staff would allow the Town to perform more of these services in house. This would benefit the Town with increased corporate intellect with the organization, increased consistency, compliance with Town standards and accountability to the Town and the development community. Over the past four years the number of hours billed to the Town for outside consulting support services has significantly increased. The history of billing is: Year
2008 2009 2010 2011
Consulting Inspection Hours 1103 2436 3320
Consulting Lot Grading Hours
Total
Staff Equivalent
490 240 309
1593 2676 3629
0.9 1.5 2
A staff member works 1,820 hours per year. Based on the above data the amount the workload supports an additional one (1) staff member. Under the terms of the development agreements that are in place with the Town the developer will fund either external consulting costs or internal staff time. Therefore all costs associated with an additional one (1) staff members salary will be funded entirely by the development community at no additional cost to the tax payers.
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Town of Innisfil SERVICE LEVEL CHANGE REQUEST 2013 Operating Budget FINANCIAL IMPACT:
Operating Budget Impact Revenues Development Recoveries Capital Revenues
Job
Activity Object
820100 81000 4750 Related Capital Jobs
Expenditures 1 - Senior Engineering Technologist (Capital) Band 8 - Salary 810300 81000 Benefits 810300 81000 Office setup (Capital) 1 - Senior Engineering Technologist (Development) Band 8 - Salary 820100 81000 Benfits 820100 81000 Office setup (Development) Net Operating Savings(Cost) Capital Budget Impact Expenditures Computer and phone
2013 Impact $76,376 92,970 $169,346
$74,376 92,970 $167,346
5010 5100
$70,942 22,028 2,500
$70,942 22,028
5010 5100
70,942 22,028 2,500 $190,940
70,942 22,028 $185,940
($21,594)
($18,594)
2013 Impact
Full-Year Impact
$5,000 $5,000
-
-
-
($5,000)
$0
($26,594)
($18,594)
Less: Non-Tax/User Fees Supported Revenues Development Charges ARS Net Capital Cost Net Financial Budget Impact to Engineering Operating Budget
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Full-Year Impact
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Town of Innisfil SERVICE LEVEL CHANGE REQUEST 2013 Operating Budget DEPARTMENT: Finance, Customer Service, IT SERVICE AREA: Financial Services PROPOSED SERVICE LEVEL CHANGE: 1 Budget & Performance Analyst position
2013 Net Financial Impact: Costs of $61,820 Full Year Impact: Costs of $78,593
Add a second full time Budget and Performance Analyst position to provide assistance to operational departments in developing and monitoring tactical and strategic performance measures that will aid them in streamlining their processes to achieve efficiency and effectiveness improvements. Position would also be tasked with ensuring existing financial software applications are optimized and research other applications and opportunities to improve timing and accuracy of financial reporting.
CURRENT SERVICE LEVEL: Financial Services’ primary responsibilities include all internal & external financial reporting, managing budget processes, maintaining tangible capital asset inventory, accounts payable and payroll processing. Included is the development of policies and long term financial plans to ensure the municipality is meeting goals of affordability and sustainability. The current staff complement of the area includes: • Deputy Treasure/Manager of Accounting (1.0) • Financial Analyst (1.0) • Budget & Performance Analyst (1.0) • Payroll Administrator (1.0) • Accounts Payable Co-ordinator (1.0)
BUSINESS CASE RATIONALE: Inspiring Innisfil 2020 established the goal of ensuring the Town is financially stable by 2014. To achieve this requires significant effort from all areas of the Town in analysing the current services being delivered and developing activity based budgets that can then be used in decision making. The addition of second Budget & Performance Analyst position commencing April 1, 2013 will enable Finance to provide the direct support departments require to undertake a review of their operations and to transform their budgets to structure that allows Council to make informed decisions on levels and types of services being provided and opportunities to reduce or deliver the same services through alternative methods. Timely and accurate financial reporting has also been raised an issue from departments. The addition of an additional staff member in Finance would provide the capacity to minimize overtime costs, look at optimizing the existing financial systems, research best practices and opportunities for new or enhanced financial systems that ideally provide departments with timelier and accurate reports. This would allow them to focus on operational activities and the improvements they can make that would
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Town of Innisfil SERVICE LEVEL CHANGE REQUEST 2013 Operating Budget reduce the costs of delivering their services or avoid future costs of additional staff and expenditures as the Town grows. Performance measurement will also continue to play a pivotal part of ongoing improvements that will contribute to the long term stability of the Corporation and community from a financial perspective. The additional direct support provided by this position in helping service areas analyze and develop meaningful performance measures and adapting to changing economic conditions will be critical to the long term financial success of the Town.
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Town of Innisfil SERVICE LEVEL CHANGE REQUEST 2013 Operating Budget FINANCIAL IMPACT:
Operating Budget Impact
Job
Activity Object
2013 Impact
Full-Year Impact
Revenues
Expenditures Salaries & Benefits Training & Development
150100 150100
15100 15100
Net Operating Savings(Cost) Capital Budget Impact Expenditures Computer, desk phone, software
5010 5230
-
-
$57,820 1,500
$77,093 1,500
$59,320
$78,593
($59,320)
($78,593)
2013 Impact
Full-Year Impact
$2,500
$0
$2,500
$0
-
-
Less: Non-Tax/User Fees Supported Revenues Grants External Contributions Development Charges ARS Net Capital Cost Net Financial Budget Impact to Financial Operating Budget
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($2,500)
$0
($61,820)
($78,593)
Page 200 of 201
Town of Innisfil SERVICE LEVEL CHANGE REQUEST 2013 Operating Budget DEPARTMENT: Infrastructure & Engineering SERVICE AREA: Roads PROPOSED SERVICE LEVEL CHANGE: 2 Operator-1 positions to replace 2 Casuals and 2 Summer Students
2013 Net Financial Impact: Costs of $7,003 Full Year Impact: Costs of $21,798
CURRENT SERVICE LEVEL: The current staff complement of Roads Operations area includes: • 12 Full time Operator-1 and Operator-2 classification personnel • Supplemented with Casual and Student employees, contracts ranging six months in duration and therefore service area requires two rounds of casuals per year
BUSINESS CASE RATIONALE: Replace two existing casuals and two students with two full time Operator 1 positions to perform maintenance, construction and repair work related to all aspects of Roads Services including winter control and act as part of rotational team members on the specialized and other heavy equipment. Positive Impacts: • Reduce potential for increased liability. • Reduce training costs as continuously retraining casuals every six months where funds could enhance existing staff, this also reduces continual time spent by supervisors and human resources staff providing the orientation and retraining. • Increased resources to draw from for our on call and other permanent operation procedures such as vactor unit and several other heavy equipment units. • Help provide long term consistency in operating procedures such as winter control. • Provide more uniform and consistent level of service and cross training capabilities. • Assists in preparing for succession planning as three senior staff will retire in the next 3-5 years. • Shows growth and progressive movement within service area as well as for union relations. • Boost service area moral. • Improves service quality and response times.
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Town of Innisfil SERVICE LEVEL CHANGE REQUEST 2013 Operating Budget FINANCIAL IMPACT:
Job
Operating Budget Impact
Activity Object
2013 Full-Year Impact Impact
Revenues Expenditures 2 Operator 1 Class (Hire as of July 1st). Benefits Cost reduction for: 2 Casuals for 12 Months 2 Summer Students Training 4 Staff/Clothing
310100 310100
31304 31304
5010 $45,198 5100 $13,560
310100 310100 310100
31304 31304 31304
5100 5100 5210
Net Operating Savings (Cost)
$90,397 $27,119
(42,113) (84,225) (7,793) (7,793) (1,850) (3,700) ($7,003) ($21,798) ($7,003) ($21,798)
* Cost per 1 Operator-1 Class (salaries plus benefits), w ith reduction of 1 Casual and 1 Student is $4,426 - 2013 Impact; $12,749 - Full Year Impact
2013 Full-Year Impact Impact
Capital Budget Impact Expenditures
-
-
-
-
$0
$0
Less: Non-Tax/User Fees Supported Revenues Grants External Contributions Development Charges Other Net Capital Cost Net Financial Budget Impact to Roads Operating Budget
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($7,003) ($21,798)