2021 budget

OperatingBudget Issue Detail (Public)

2021

BUDGET

City Council & Mayor's Office

City Council…………………………………………………………………………………………………………………………………………………………1

Mayor's Office……………………………………………………………………………………………………………………………………………………………………..2

Office of the Chief Administrative Officer

CAO's Office…………………………...……………………………………………………………………………………………………………………………………………………………………..3

Office of the Chief Financial Officer

Finance………………………………………………………………………………………………………………………………………………………………..9

Information Technology…………………………..…………………………………………………………………………………………………………………………………………………..27

Office of the City Clerk

Council Services………………………………………………….……………………………………………………………………………………………………………………………………………..35

Human Resources…………………………………………………………………………………………………………………………………………………………..47

Windsor Public Library………………………………………………………………………………………………………………………………………………..49

Office of the City Solicitor

Fire & Rescue………………………………….………………………………………………………………………………………………………………………………………..51

Legal………………………………….……………………..…………………………………………………………………………………………………………………………………………………..56

Planning & Building………………………………………..……………………………………………………………………………………………………………………………………………..64

Office of the City Engineer

Engineering……………………………………..…………………………………………………………………………………………………………………………………………..68

Public Works…………………………….………………………………………………………………………………………………………………………………………………………..89

Transit Windsor……………………………………………………………………………………………………………………………………………………………………….122

Parks, Recreation, Culture & Facilities

Parks & Facilities……………………………………………………………………………………………………………………………………………..136

Recreation & Culture………………………………...……………………………………………………………………………………………………………………………………………………..157

Community Development & Health Office

Employment & Social Services…………………………………………………………………………………………………………………………………………………………..166

Housing & Children Services…………………………………………………………………………………………………………………………………………………………..176

Huron Lodge………………………...……………………………………………………………………………………………………………………………………………………..196

Corporate

Corporate Accounts……………………………………………………………………………………………………………………………………………………………………….204

Budget Issue Detail - Recommended (Public)

Table of Contents

Department Dept ID GL AccountMunicipal

Levy

BuildingPermit

Reserves

Off StreetParking

Reserves

SewerSurcharge Reserves

City Council City Council Other General Revenue 28,009

Total Revenues 28,009 0 0 0Net Total 28,009 0 0 0

Budget Issue Detail2021Budget Issue # 2021-0162 Stage Administrative Recommended

CLT Office City Council & Mayor's Office Classification [1] Budget Increase

Department City Council Category [F] Revenue Reduction

Division Administration - City Council Status Public

Enwin Energy Board Payment ReductionWindsor Canada Utilities has resolved to also act as the Board of Enwin Energy, which eliminates the Board compensation of Enwin Energy, including the portion that is paid to the City for members of Council’s participation on the board.

Recommendation: Recommended by Department

One-Time Funding: n/a

Issue DetailThe City receives all board compensation related to members of Council that sit on boards of entities that are affiliated with the City. During 2020, the board of Windsor Canada Utilities has resolved to also act as the Board of Enwin Energy, which eliminates the Board compensation of Enwin Energy, including the portion that is paid to the City for members of Council’s participation on the board.

This decision would result in the City of Windsor picking up the difference in board payments at a cost of $28,009 annually.

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Levy

BuildingPermit

Reserves

Off StreetParking

Reserves


Mayor's Office Mayor's Office Public Relations 550,000Total Expenses 550,000 0 0 0Net Total 550,000 0 0 0


CLT Office City Council & Mayor's Office Classification [1] Budget Increase

Department Mayor's Office Category [G] Line Item Increase

Division Administration - Mayor's Office Status Public

Windsor Works Economic Development InitiativeIn 2020, City Council approved an Economic Development and Diversification Study A report from the expert external advisors with recommendations is planned for early 2021. This $550,000 in funding is a placeholder to assist City Council to proceed with various proposed economic development initiatives with a goal of diversifying the City’s economy, leading to long-term job creation, economic growth and prosperity.



Issue DetailCity Council approved funding towards an economic development study to provide strategies and recommendations for economic diversification in the City of Windsor. The final report is expected on a Council agenda in the early part of the year. This funding of $550,000 is a placeholder that is being recommended in the 2021 operating budget to provide City Council with the resources to proceed with the various conclusions that are expected to be brought forward in the study.

2

Year Budget Actuals Variance2016 $74,189 $71,745 $2,4442017 $74,189 $74,905 ($716)2018 $75,655 $82,381 ($6,726)2019 $75,655 $78,726 (3,071)

2020 (Projected) $85,818 $87,700 ($1,882)


CLT Office Office of the Chief Administrative Officer Classification [1] Budget Increase

Department CAO's Office Category [G] Line Item Increase

Division Administration - CAO's Office Status Public

Municipal Associations IncreaseMembership fees routinely increase each year and this account is adjusted annually in anticipation of those increases.


One-Time Funding: N/A

Issue Detail2021 membership fees have not yet been determined by the organizations below. Accordingly, inflationary increases of approximately 0.3% to 3% have been estimated to ensure adequate funds to maintain these memberships are included in the budget.

MEPCO INCREASE OF $350Membership with the Municipal Employer Pension Centre of Ontario (MEPCO), created by AMO, allows access to pension knowledge and expert pension actuary and legal counsel with municipal employer representatives to OMERS to help achieve outcomes that meet the needs of municipal governments and their employees, providing support, advocacy and resources to municipal employers.

AMO INCREASE OF $650The City of Windsor has a corporate membership with the Association of Municipalities of Ontario (AMO). AMO develops policy positions and reports on issues of general interest to municipal governments; conducts ongoing liaison with provincial government elected and non-elected representatives; informs and educates governments, the media and the public on municipal issues; markets innovative and beneficial services to the municipal sector; and maintains a resource centre on issues of municipal interest.

FCM INCREASE OF $4,500Membership with the Federation of Canadian Municipalities (FCM) provides municipalities across Canada with access to a national organization that represents the interests of municipalities on policy and program matters that fall within federal jurisdiction.

5-Year History of Budget vs Actuals

3


Levy

BuildingPermit

Reserves

Off StreetParking

Reserves


CAO's Office CAO Administration

Membership Fees & Dues 5,500

Total Expenses 5,500 0 0 0Net Total 5,500 0 0 0

4


Levy

BuildingPermit

Reserves

Off StreetParking

Reserves



Conference Registration (3,200)


Fringe Benefits (Dept.) (920)


Mileage and car allowance (800)

CAO's Office CAO Administration Office Supplies (2,500)


Operating and Other Supplies (650)


Rental Expense EXTERNAL (900)


CLT Office Office of the Chief Administrative Officer Classification [2] Budget Reduction

Department CAO's Office Category [H] Line Item Reduction

Division Administration - CAO's Office Status Public

Miscellaneous Line-By-Line ReductionsReflects various small reductions in the CAO's Office Administration Division.



Issue DetailA detailed line-by-line review of all accounts in the CAO's Office Administration Division led to various reductions being put forward in the office supplies, travel, mileage, operating & other supplies, rental expense, conference registration and Salary-temp & fringe benefit accounts.

2020 Budget Reduction Account

$ 7,013 $2,500 Office Supplies $12,291 $3,280 Travel $ 1,500 $ 800 Mileage $ 1,000 $ 650 Operating & Other Supplies $ 2,700 $ 900 Rental Expense $ 6,700 $3,200 Conference Registration $ 7,950 $5,750 Salary - Temp $ 1,272 $ 920 Fringe Benefit Allocation

5


Levy

BuildingPermit

Reserves

Off StreetParking

Reserves


CAO's Office CAO Administration Salary-Temporary (5,750)

CAO's Office CAO Administration Travel Expense (3,280)

Corporate Accounts

Salary & Wage Adjust Provision

Fringe Benefit Allocation (920)

Total Expenses (18,920) 0 0 0Corporate Accounts

Fringe Benefits Recovery

Automated Fringes Recovery 920

Total Revenues 920 0 0 0Net Total (18,000) 0 0 0

6

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8


Levy

BuildingPermit

Reserves

Off StreetParking

Reserves


Finance Financial Accounting

Other Prof Services-External 1,450



CLT Office Office of the Chief Financial Officer Classification [1] Budget Increase

Department Finance Category [C] Contractual

Division Financial Accounting and Corporate Controls Status Public

Contractual Increase for KPMG External Audit FeesKPMG LLP has served as the City’s External Auditor since the 1990’s. During 2017, the City released RFP #83-17 soliciting competitive bids from the marketplace for external audit services. KPMG LLP was the only firm that submitted a bid and was appointed by City Council as the City’s External Auditor for the fiscal years 2017 through to 2021, with option(s) to extend through to 2026 (CR #499/2017). The budget impact below represents the contractual increase for KPMG external audit fees for the City and various agencies, boards and commissions as per RFP #83-17.



Issue DetailKPMG committed to pricing for audit services for the City and all related agencies, boards and commissions (ABC’s) for each of the fiscal years from 2017 through 2021. For administrative ease and efficiency, the City pays all KPMG invoices directly and then recovers amounts that are related to affiliated ABC’s directly from those entities. This budget issue is intended to adjust the Financial Accounting Division’s expense and revenue lines so they are consistent with the pricing submitted by KPMG for the audit of the 2019 fiscal year (payable during 2020). In subsequent years, additional adjustments may be required and will be submitted in each year’s budget process.

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Year Budget Actual Variance % Earned2019 ($25,500) ($31,145) $5,645 122.1%2020 ($280,500) ($545,500)* $265,000* 194.4%


CLT Office Office of the Chief Financial Officer Classification [2] Budget Reduction

Department Finance Category [I] Revenue Increase

Division Taxation, Treasury & Financial Projects Status Public

Mortgage Account Administration FeeIncrease of the budgeted revenue earned from the Mortgage Account Administration Fee which was implemented in 2020. This annual fee of $30 per tax account was set up to recover the costs associated with the administration process for the acceptance of property tax payments from financial institutions. As a service enhancement to taxpayers, those property owners who have their taxes paid by financial institutions, now receive a property tax bill for their records.



Issue DetailIn 2020, the City implemented the Mortgage Account Administration Fee which is charged to financial institutions that remit property taxes on behalf of their mortgage clients. Payments for the taxes are withheld by the financial institution, typically in conjunction with mortgage payments, and are remitted to the City on the required due dates. At each billing cycle, the Tax Division prepares and sends each financial institution a property tax account listing and payment amounts. The institution is responsible to identify any new property tax accounts and remove any accounts for which they are no longer responsible. A revised listing, and accompanying payment is then provided to the department. This must then be reconciled and uploaded to the property tax AMANDA system prior to each payment due date. Property owners who take part in this program are provided with a property tax bill for their records. The one-time annual fee is $30 per tax account. Administration set the revenue budget in 2020 conservatively at $255,000. Projected 2020 revenue from the new fee is $535,000 and thus, Administration is recommending an increase to the revenue budget based on the revenue billed in 2020, the first year of implementation.

Performance IndicatorsIn the first year of implementation, financial institutions were billed the Mortgage Account Administration Fee on over 17,500 tax accounts resulting in revenue of $535,000*. The revenue budget in 2020 for the new fee was conservatively set at $255,000. Thus, Administration recommends an increase to the revenue budget in the amount of $280,000 from last year.

RiskThere is a risk that financial institutions will not accept this charge passing on the charge to each of their customers. This may result in customers choosing to remit their property taxes on their own.

2 Year Budget History

* 2020 Year-End Projection

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Levy

BuildingPermit

Reserves

Off StreetParking

Reserves


Finance Property Valuation & Administr

User Fees- External (536,500)

Finance Taxation & Taxpayer Support

User Fees- External 256,500

Total Revenues (280,000) 0 0 0Net Total (280,000) 0 0 0

11


Levy

BuildingPermit

Reserves

Off StreetParking

Reserves


Finance Capital & Reserves

Recovery of Salaries-INTERNAL (47,277)



CLT Office Office of the Chief Financial Officer Classification [2] Budget Reduction

Department Finance Category [I] Revenue Increase

Division Asset Planning Status Public

Recovery Related to Manager, Capital and ReservesThe Manager of Capital Budget and Reserves position could be funded in part by the various reserve funds which the position oversees. This method is currently used to fund the Financial Analyst positions which report to the Manager as well for part of their salary.



Issue DetailThe Manager of Capital Budget and Reserves is involved in monitoring and administering the reserves. This amount equates to 50% of base salary for Manager, Capital and Reserves position. This would align the funding of this position similar to the way the financial analysts are currently funded. Funding this position from the various non-legislated reserves will have a relatively minor impact to the balance for each reserve.

12


CLT Office Office of the Chief Financial Officer Classification [3] Budget Enhancement

Department Finance Category [M] Service Enhancement


One-Time Funding for Customer Service Clerk Related to Assessment UpdatesA temporary Customer Service Clerk is required to assist in the assembly of property assessment data and responding to public enquiries following the anticipated mailing of Property Assessment Notices in 2021. Included in the request for funding is $5,000 to pay for a communication strategy aimed at assisting residents on reading and understanding their Assessment Notices. It is estimated that property values in both residential and multi-residential classes will increase significantly. This issue was brought forward and accepted in the 2020 Operating Budget. However, due to COVID-19, the assessment update was delayed and the Customer Service Clerk recruitment was not necessary in 2020. Administration is recommending that this issue be accepted again for the 2021 Operating Budget.


One-Time Funding: $55,920 from Budget Stabilization Reserve

Issue DetailEvery four years, the Municipal Property Assessment Corporation (MPAC) prepares to update all property values in Ontario. This update was scheduled for 2020 but due to COVID-19, it has been delayed. While no new date has been announced, Administration is anticipating that it will be scheduled for 2021, and must plan accordingly. Had the update taken place in 2020, the new values would have been based upon market conditions as of January 1, 2019 and would apply to properties for property tax purposes during the 2021 – 2024 cycle. It is not known whether the next valuation will be based on January 1, 2019 or a later date.

The last valuation date was January 1, 2016 and values at that time were used to allocate the property tax burden for the 2017 to 2020 property taxation cycle. Shortly after the last valuation date, the economy in Windsor dramatically improved. In particular housing prices in the municipality were subject to significant increases with home sales closing at amounts materially higher than asking price. This trend in the housing market has continued through 2020 and as such, residential property assessment values are expected to be returned at the higher values (some at high as between 40% - 45% more than the last cycle). Similarly, since the last reassessment cycle, vacancies within the housing market have declined being the lowest in many years resulting in market demand being higher than market supply. The outcome is that property owners are able to obtain higher rents. Since the assessment valuations returned for multi-residential properties are based upon an income valuation model, it can be expected that assessment values for these properties will also increase significantly. It is not known yet what effect the improved economic conditions will have on the commercial and industrial property classes.

Upward increases in property valuations do not mean that property taxes will necessarily increase. The overall property tax increase will be dependant upon any increase in municipal budget requirements to deliver services. However property assessment value changes can cause a shifting of the property tax burden from one class to another and from one property owner to another. Throughout 2021, Administration anticipates the ability to access the preliminary assessment valuation information and be afforded the opportunity to provide comment and feedback to MPAC. Based upon this preliminary information, Administration will be able to perform preliminary tax rate scenarios in order to assess any impacts on taxpayers as a result of shifting of the tax burden. Once the valuation update is finalized, Notices of Assessment will be mailed to all property owners. At this time Administration estimates this to be in the fall of 2021. Upon receipt of the Notice of Assessment, property owners may incorrectly assume that as a result of a material increase in assessment value, their individual property tax bill will

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Levy

BuildingPermit

Reserves

Off StreetParking

Reserves



Computer Maintenance 480


Computer Rental - INTERNAL 400


INTERNAL Services- non-salary 5,000


Other Pay 50,040

Total Expenses 55,920 0 0 0Finance Property

Valuation & Administr

TRANSFER From Reserve Funds (55,920)

Total Revenues (55,920) 0 0 0Net Total 0 0 0 0

similarly increase. While MPAC is ultimately responsible for the release and dissemination of information as it relates to property assessment values, it is highly likely that calls will be placed to Administration through 311 and to City Council directly.

Administration is requesting approval for the addition of one (1) Customer Service Clerk, on a temporary basis, funded through Budget Stabilization Reserve (BSR), to assist in the assembly and review of property assessment valuation data and in the delivery of responses to property owners. In conjunction with Communications, an informational plan will be developed that will provide information to the public through media partners and releases.

RiskWithout approval, communication will be limited which will result in a significant increase in customer enquiries to 311, the Taxation division, and City Council directly. Current staff will need to deal with the additional enquiries along with their existing workload resulting in high volumes of overtime and possible delays in customer responses.

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Conversion of Temporary Financial Analyst to Permanent (Assessment & Administration)This position provides financial support that is necessary to meet mandated program delivery including remittances to local school boards for their share of the Education tax levy, the analysis and administration of the Mortgage Account Administration fees, and for various tax rebate and relief programs. They are also responsible for the calculation and administration of payments to developers under the Community Improvement Plan Grant program and Vested Property project. This position has been funded in part temporarily from BSR and in part through recovery from the CIP Grant program. As these core services cannot be reassigned to other positions, it is recommended that this position be approved on a permanent basis with continued partial recovery under the CIP Grant program.



Issue DetailIn 2018, our comprehensive review as it related to the duties and responsibilities within the division of Taxation and Financial Projects was completed resulting in a realignment of staffing to separate out the functions of property tax billing and collection from property assessment and tax administration. Financial support for property tax administration, which includes the day to day financial accounting, monthly and annual general ledger reconciliations, audit documentation, performance measurement collection and year-end financial reporting is provided through a permanent Financial Analyst. Financial support for property assessment, which includes quarterly reconciliations and remittances to school boards, and the review of all tax relief applications including the administration of both the Charity and Heritage Rebate programs is provided by a temporary Financial Analyst. Further to this, this position has been assigned responsibility for the financial reconciliation of vested properties acquired through failed tax sale. Since 2017, all costs associated with properties acquired through vesting are capitalized to a special project. This would include taxes which were written off, property standard compliance (demolitions/security), weed cutting, maintenance etc. Annually, costs must be reconciled and an assessment made as to whether or not there will be sufficient funds available from future sale of each property to recover the costs incurred.

In addition to the mandated program, City Council has endorsed financial incentives which are provided by way of now five (5) Community Improvement Plans. The area of Property Valuation and Administration provides support for each of these approved plans through the development of property assessment value increase projections which are then utilized for purposes of projecting future anticipated grant payments to prospective applicants. Upon approval, and completion of the proposed development, the area assumes full responsibility for administration of the grant process (typically a 10 year term). The Financial Analyst is responsible for the annual review of the property assessments as it relates to the approved plans, the calculation of the annual grants and compliance with conditions associated with receipt of the annual grant. There are currently in excess of 45 active approvals under the various CIP programs of which eighteen plans are at the grant stage or are already in receipt of grants, the majority of which have received approval for a full 10 years of grant funding.

In 2020, the City implemented the Mortgage Account Administration Fee which is charged to the financial institutions that remit property tax payments on behalf of their mortgage clients that own property in Windsor. The fee is $30 per tax account charged annually and in the first year increased revenue by over $500,000. The Financial Analyst is responsible to analyze and ensure that every existing tax account listed with a mortgage company at the start of the year, as well as

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Levy

BuildingPermit

Reserves

Off StreetParking

Reserves


Corporate Accounts


Fringe Benefit Allocation 20,530






Fringe Benefits (Dept.) 20,530


Salary-Reg.Full Time 62,211

Total Expenses 104,351 0 0 0Corporate Accounts


Automated Fringes Recovery (20,530)


Recovery Of Expenses EXTERNAL

(1,080)


Recovery of Fringes INTERNAL (10,265)




User Fees- External (41,371)


all new tax accounts added throughout the year with a mortgage company, have been counted when billing the fee to the financial institutions.

Funding for this temporary position has been approved annually from the Budget Stabilization Reserve (BSR) and in 2020 was approved for partial recovery from the CIP grant program. This workload is necessary to meet mandated legislative requirements, and given the expansion of responsibilities as noted above, cannot be reassigned in full or in part to other positions within the division. Administration is recommending that the position of Financial Analyst be approved as a permanent addition with a continued partial recovery charged to the CIP incentive program with the remainder of the recovery portion from User Fee Revenue.

RiskThere is a high degree of risk associated with the continuation of this position on a temporary basis in terms of staff turnover. There is a steep learning curve associated with property taxation and assessment matter which requires several years of on hand learning and knowledge to become proficient in the job duties and then further to be able to assess the impacts on the job functions due to changing legislation and regulatory requirements.

16

Department Dept ID Position Title Employee Class FTEFinance Property Valuation &

AdministrFinancial Analyst - Taxation Regular Full-Time 1.0

Total: 1.0

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Division Financial Planning Status Public

Add One (1) Regular Full Time Financial Planning Administrator (FPA)This budget issue is being brought forward to address the increased need for financial support within the Housing and Children’s Services Department. The Department has seen significant growth and change over the past few years with many new programs introduced by upper levels of government. The addition of one Regular Full Time Financial Planning Administrator is being requested in order that the current level of financial support can be maintained. The cost of the position would be fully recovered from the Housing & Children’s Services department through Provincial administration funding allowed by the various Housing & Children’s services programs and will not affect the tax base of the City.



Issue DetailThis budget issue is being brought forward to address the increased need for financial support within the Housing and Children’s Services Department. The Department has seen significant growth and change over the past few years with many new programs introduced by upper levels of government. Housing and Children’s Services manages multiple complex programs with many time sensitive reporting requirements and has numerous service agreements with external organizations for the delivery of Child Care, Housing, and Homelessness programs.

Currently, one Financial Planning Administrator (FPA) supports Child Care, Housing, and Homelessness programs within Housing & Children’s Services Department. The role is accountable for municipal budgeting development and financial reporting to City Council. The position is responsible for the review and development of financial content in Council Reports, the review of service agreements, contract amendments, and financial documents for over 130 Child Care, Housing, and Homelessness external organizations. In addition, the position is involved in the development of Ministry program budgets and timely financial reporting for various mandated programs delivered by the Department.

The position has a lengthy learning curve as Ministry requirements vary from program to program which are subject to change over the life of the programs. A temporary position to address the increased workload is not conducive to long term development of competency and efficiency and will not secure the stability required to effectively support the department. In recognition of the level of support required by the area, and the ongoing work to be done, it is recommended that a regular full-time Financial Planning Administrator position to support the Housing & Children’s Services department be added to the staff complement. The increased workload is noted within Housing & Children’s Services budget issues requesting additional staff to maintain service levels. Without the addition of an FPA, the current level of service provided to the Department cannot be maintained which may to lead to the inability to meet Ministry reporting deadlines and increases risk that service agreements and council reports cannot be reviewed in a timely manner.

The cost of the position would be fully recovered from the Housing & Children’s Services department through Provincial administration funding allowed by the various Housing & Children’s services programs and will not affect the tax base of the City. In future, should administrative funding from upper levels of government not be available, and the need for the position continue, a budget issue will be brought forward during the annual budget development process.

18


Levy

BuildingPermit

Reserves

Off StreetParking

Reserves


Corporate Accounts



Finance Intergovernmental Subsidies


(880)


Recovery of Fringes INTERNAL (23,439)



Total Revenues (118,799) 0 0 0Finance Intergovernment

al SubsidiesComputer Maintenance 480







Finance Intergovernmental Subsidies Salary-Reg.Full Time 71,041

Total Expenses 118,799 0 0 0Net Total 0 0 0 0

Department Dept ID Position Title Employee Class FTEFinance Intergovernmental

SubsidiesFinancial Planning

AdministratorRegular Full-Time 1.0

Total: 1.0

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Division Financial Accounting and Corporate Controls Status Public

One-Time Funding for Financial Analyst – Tangible Capital Assets (TCA)One-time funding is required for a Financial Analyst – TCA’s to assist with the increasing volume and complexity of tangible capital asset data, as well as the implementation of additional accounting standards relating to TCA’s, such as Liability for Contaminated Sites (required as of 2015) and Asset Retirement Obligations (expected 2021). There is a risk that timely financial reporting will not be achievable with the current staff complement, which may have a reputational impact and financial impact (availability of data for grants, timing of OMPF funding dependant on timely filing of Financial Information Return). One-time funding is requested while the department develops improvements in project accounting to automate some TCA functions.


One-Time Funding: $74,045 from Budget Stabilization Reserve

Issue DetailIn 2009, all Canadian municipalities have been required to record, amortize and report on their tangible capital assets (TCA’s) in their annual financial statements as a result of Public Sector Accounting Board (PSAB) Standard 3150. The City of Windsor has a wide array of such assets, ranging from linear assets (roads, sidewalks, trails and sewers) to buildings, vehicles, specialized equipment, office furniture and computer equipment. Since the implementation of PSAB 3150, a single employee in the Financial Accounting Division (Financial Administrator – Capital Assets) has been responsible for assembling the required backup documentation from a diverse array of sources and tracking the acquisition, amortization and disposals of assets. During that time, the number of active projects has increased 40%.

Since the implementation of the standard, however, the City has also established its Asset Planning Division and has developed its first Asset Management Plan (AMP). It is anticipated that future AMP’s will require information on TCA’s that are increasingly detailed and granular in nature, and grants available to the City may depend on its ability to provide and analyze TCA data at this level of detail. Moreover, additional accounting standards have either already been implemented or are on the near horizon. The Liability for Contaminated Sites standard (PSAB 3260) was reported for the first time on the City’s 2015 financial statements. It is anticipated that the standard for Asset Retirement Obligations (PSAB 3280) will become a requirement in the 2021 fiscal year. Both of these standards have or will rely heavily on accurate and detailed TCA data.

With a decade of accumulated TCA data and increasingly detailed and complex reporting requirements expected in the immediate near future, the TCA workload is rapidly becoming more than one employee can manage. The addition of a temporary financial analyst will enable the Financial Administrator – Capital Assets to continue to meet existing reporting requirements as well as provide new capacity for additional reporting requirements and analysis, while the department develops improvements in project accounting to automate some TCA functions.

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Levy

BuildingPermit

Reserves

Off StreetParking

Reserves







Membership Fees & Dues 1,000

Finance Financial Accounting Other Pay 72,165

Total Expenses 74,045 0 0 0Finance Financial

AccountingTRANSFER From Reserve Funds (74,045)


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Division Asset Planning Status Public

One Time Funding for Temporary Full Time Energy Financial Analyst PositionEnergy Initiatives is managing or developing $20.2 million worth of current and future energy efficiency projects. Administration has identified the need for an additional financial staff resource to assist with the analysis of copious amounts of energy data generated by the Corporation’s over 600 utility accounts. The ability to identify opportunities for energy cost savings via vigilant consumption analysis is of particular importance given the eventual establishment of a comprehensive enterprise-wide energy management program targeted for 2022.


One-Time Funding: $73,245

Issue DetailAdministration is recommending that the Energy Financial Analyst position be dedicated to energy analysis and be funded for two years from Energy Reserve Fund #188 having a balance of $374,980 as of August 31, 2020. Administration is further recommending that any realized savings attributed to the Energy Analyst position be reimbursed annually back into Fund #188 up to the amount of the position’s annual salary

BackgroundIn 2019, Energy Initiatives developed its second 5-year Corporate Energy Management Plan 2019-2023 (CEMP) approved by Council under CR301/2019. The CEMP was prepared in compliance with Ontario Regulation 507/18 which requires the Plan to be updated at the end of the five year period 2014-2018. This second Plan reflects the significant growth of energy efficiency projects and the need for sustainable energy conservation and the strategic management of the corporation’s energy consumption. In addition, the Independent Electricity System Operator (IESO) continues to offer a varied range of incentives applicable to a broad spectrum of energy efficiency projects which allows the Corporation to participate and take advantage of available funding. In addition to energy project identification, development and implementation, Energy Initiatives is tasked with monitoring and analysing over 600 utility accounts for various metrics including invoice accuracy and identifying account consumption anomalies.The 2020 corporate energy budget is $18.8 million and just three years earlier in 2017 the energy budget was $21.1 million representing a decrease of $2.3 million. These budget swings are a function of introducing energy efficiency projects, LDC utility rate adjustments and provincial/federal government policies which can cause budgets to increase as well as decrease. Energy Initiatives is managing or developing $20.2 million worth of current and future energy efficiency projects. Asset Planning/Energy Initiatives has identified the need for an additional staff resource to assist with the analysis of copious amounts of energy data generated by the Corporation’s over 600 utility accounts. The ability to identify opportunities for energy cost savings via vigilant consumption analysis is of particular importance given the eventual establishment of a comprehensive enterprise-wide energy management program targeted for 2022.Position Job TasksThe ability to track, monitor, analyse and problem solve consumption anomalies cannot be understated. And although Energy Initiatives with limited resources has been successful in identifying a wide variety of consumption anomalies the approach has been somewhat ad hoc and inconsistent. The automation of utility invoicing and consumption data collection provided by our energy software solution EnergyCap, has proven to be a significantly useful tool. However the sheer volume of data analysis and associated detection of anomalies provided by the software necessitates a staff person to mine for such detailed information on a more frequent

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Finance Corporate Energy


Finance Corporate Energy


and early detection basis. The most efficient and financially beneficial solution is to employ an energy financial analyst with the singular focus of constantly reviewing utility data and identifying operational savings / cost avoidance through the tracking and monitoring of consumption and cost abnormalities.Some examples of the past successes in terms of billing errors, tracking, monitoring, analysing accounts include:Identified abnormal water consumption associated with the four civic plaza fountains annual savings approximately $50,000 annually in cost avoidance. While this anomaly was identified in 2010 it had been occurring for four (4) years prior.Identified Enwin billing error of $500,000 associated with LED traffic lights conversion. Due to OEB two (2) year ruling the City was only able to recover $155,000.Early detection of less than optimum electricity product from solar PV system at WIATC, approximately $100,000 in revenue generation.Identification of a lower than anticipated electricity consumption reduction as a result of ice plant upgrades at WFCU Center $45,000 in cost avoidanceThe Energy Financial Analyst duties and responsibilities would include the following tasks:- Central resource and subject matter expert for utility accounts and bill management of the City’s 600 accounts- Identify consumption abnormalities and assist with corrective measures - Provide early issue detection to site managers- Assist with Facility operation efficiency (for example,identifying unnecessary equipment running at off/night hours)- Utility management of redundant/closed facilities- Review appropriateness of water meter line size and seasonal meters- Review utility invoices for billing errors- Provide quarterly reports- Sub-meter systems analysis- Benchmark energy use in similar type buildings within the corporation and across other jurisdictions- Assessment of data gaps and opportunities for earlier detection/new project investigation/cost savings

- Monitoring, verification tracking and analysis of project performance

- Collecting un-incentivized electricity consumption reduction data

Funding for Energy Financial AnalystThis position is expected at a minimum to breakeven in terms of identifying utility related issues that will result in corporate operational savings and thereby offset the position’s salary costs. It is well documented that vigilant review of utility account data can generate savings of up to 15%. Based on the 2020 utility budget of $18.8 million a 1% saving would equate to &188,000 which is reasonably achievable and would be more than double the position’s annual salary. If the savings do not materialize as anticipated the position will be discontinued. The job rating would be that of a current Financial Analyst position (NU08) at a salary range of $59,249 to $72,016 plus benefits.Administration is recommending that the Energy Financial Analyst position be dedicated to energy analysis and be funded for two years from Energy Reserve Fund #188 having a balance of $374,980 as of August 31, 2020. Administration is further recommending that any realized savings attributed to the Energy Analyst position be reimbursed annually back into Fund #188 up to the amount of the position’s annual salary.

RiskThe risk that the position will not achieve significant operational savings / cost avoidance is very low.

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Finance Corporate Energy Other Pay 72,165

Total Expenses 73,245 0 0 0Finance Corporate

EnergyTRANSFER From Reserve Funds (73,245)


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Division Financial Planning Status Public

Addition of a Temporary Financial Planning Administrator (FPA)Reflects the addition of temporary dollars to fund one Financial Planning Administrator (FPA) in order to address a capacity issue that has developed over time. The FPA position is responsible for budgeting, accounting, financial reporting and accurate and timely processing, maintenance and analysis of departmental budgets and related financial activity. This position monitors and reports on departmental operating and capital budgets with regard to spending and variances against budgets. As well, it develops, and is responsible for, periodic reporting to the department Managers and Executive Directors on various initiatives and City Council priorities.



Issue DetailThe Financial Planning Administrator (FPA) is the financial subject matter expert for all operating and capital related budgets and variances in their assigned department(s). The FPA position has responsibility for all financial reporting and financial support to operating departments including but not limited to annual budgeting, variance reporting, year-end close, and performance measurement. This group also works closely with departments on all special projects such as outsourcing, facility reviews and sustainability plans.

The FPA’s are assigned to specific departments for which they provide financial support and after careful consideration, it has been determined that there is a need for an additional temporary position within the Office of the CAO / Office of the CFO and Office of the City Clerk portfolio. The following departments are currently supported by 2.5 full time equivalents (FTE’s):

CAO’s Office / Information Technology (0.5 Regular FTE) Mayor’s Office / City Council / Council Services / Human Resources (1.0 Regular FTE) Windsor Public Library / Finance / Corporate Accounts / City Agencies (1.0 Regular FTE)

The financial support duties within the above portfolios have expanded over time and have resulted in the need for additional assistance in order to maintain an adequate level of customer service.

The FPA responsible for Information Technology is a part time employee (0.5 FTE) and also maintains the financial responsibilities for the CAO’s Office. This position has assumed significant additional financial administrative duties from the management positions within the Information Technology department. Some of these duties include departmental billing, execution of new contracts, software & hardware purchasing and invoice analysis. While this has afforded the management staff within the department more time to focus on their operational duties, it has added to the day-to-day demands required of the FPA.

The FPA responsible for the Mayor’s Office, City Council, Council Services and Human Resources has realized additional duties across all departments. Enhanced responsibilities include; the level of government grant reporting related to the 211 service, enhanced monitoring of various revenue streams within the Licensing & Enforcement division and enhanced ward fund monitoring. The Human Resources department has become increasingly dependent on this position as it relates to their day-to-day financial needs. There has been an increased level of government reporting related to community living and summer student programs. In addition, the Corporation’s fringe benefit budget totaling

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Fringe Benefit Allocation (87,230)

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approximately $71 million has become increasingly complex. A budget of this magnitude requires significant attention and analysis on a regular basis.

The FPA responsible for Windsor Public Library, Finance, Corporate Accounts and City Agencies has also taken on increased duties that have marginalized the attention afforded to the individual areas. The Corporate Accounts totaling approximately $242 million in gross expenditures need to be monitored and analyzed on a regular basis to ensure that corporate revenues / expenditures, interest / debt charges and fund transfers are being optimized and processed in a timely manner. Utility budgets across the Corporation totalling approximately $19 million require a significant amount of time and effort to ensure proper accountability. This position spends a significant amount of time bridging the gap between the City’s general ledger and the energy software system (consumption and rates by location). This level of attention is on going and required to ensure that the financial resources allocated to utilities are both accurate and optimized. In addition, financial assistance requested by the Windsor Public Library and City funded agencies has increased to the point where it has become a struggle to satisfy expectations. Over the past several years, it has become increasingly difficult to keep up with the demands associated with this group of departments. Within these departments, there are many managers and support staff that have become very reliant on their FPA in order to carry out their daily responsibilities. An additional (temporary) FPA would allow the division to redistribute the responsibilities, which would result in improved customer service and overall efficiencies. Should the requested temporary budget dollars be approved, the portfolios would be redistributed in order to better service the areas as follows:

Information Technology (0.5 Regular FTE) Mayor’s Office / City Council / Council Services (1.0 Regular FTE) Human Resources / Windsor Public Library (1.0 Regular FTE) CAO's Office / Finance / Corporate Accounts / City Agencies (1.0 Temporary Position)

Given the considerable involvement by this division within the Corporate Accounts (i.e. Fringe Benefits, Corporate Utilities, Pay As You Go Leasing, etc.), the funding required for this temporary position would be fully absorbed. A one-time transfer of funding within the Corporate Accounts would fully fund this temporary position resulting in no net impact on the tax levy.

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Year Budget Actuals Variance2016 $366,138 $350,753 $15,3852017 $340,419 $336,721 $3,6982018 $340,543 $341,030 ($487)2019 $353,990 $353,991 ($1)2020 $355,620 $355,620 $0


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Information Technology

Enterprise Systems Computer Software 7,612


Technology Infrastructure

Computer Maintenance 4,000


Technology Infrastructure Telephone Expenses 5,000




Department Information Technology Category [C] Contractual

Division Enterprise Systems Status Public

Contractual Increase for Software MaintenanceYearly contractual increases are required to maintain support for corporate systems.



Issue DetailThis is based on the annual increase for maintenance costs from Calytera for the AMANDA system contract ($1,528), Rimini Street for PeopleSoft ($6,084) and Kelcom ($4,000) & Bell ($5,000) for telephone line expenses.

5-Year History of Budget vs Actuals

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Department Information Technology Category [M] Service Enhancement

Division Technology Infrastructure Status Public

Support for Remote Workplaces [Covid 19]The Covid 19 pandemic necessitated that a great number of City of Windsor (CoW) staff become mobile, with the ability to work remotely and from home. These funds will ensure that the CoW is equipped to improve or enhance remote work capabilities and to help IT support a more mobile workforce should any future unforeseen events occur. They will also allow for Information Technology to maintain and enhance the technology put in place for Covid 19 and for support of remote working in general.



Issue DetailThe Covid 19 pandemic necessitated that a great number of City of Windsor (CoW) staff become mobile, with the ability to work remotely and from home. Prior to this breakout, the CoW did not have a work from home policy in place which meant that there were limited resources and technologies in place to quickly prepare and organize for a large-scale deployment of a mobile workforce.

The changes to our Information Technology (IT) environment and the technology required to introduce this mobility came at a cost to the Corporation, both in terms of dollars and the resources needed to support and put the infrastructure in place. Among other things, the requirement included providing technology to allow staff to connect to the City network from home and from remote sites and to take phone calls as if they were in the office. The environment also had to be in place to allow for distanced collaboration with staff and outside businesses and to conduct virtual meetings.

The costs identified in this request are based on the known expenditures incurred by the IT department to support our remote workforce during Covid 19 and continuing forward in a hybrid model, as well as, those anticipated expenditures necessary to ensure that the environment is efficient and cost effective going forward.

This budget issue is to receive ongoing operating funds to ensure that the CoW is equipped to seamlessly transition to a remote work environment should any future unforeseen events occur and to allow for Information Technology to maintain and enhance the technology put in place for Covid 19. There will continue to be a demand for IT to support remote work place technology in the coming years as our mobile footprint expands. Annual ongoing expenditures would include;

Hardware for remote phones $4,791Phone SIP trunk lines $3,194Remote support software $5,086Remote connectivity software $10,092Virtual meeting software $15,560

.

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Technology Infrastructure

Computer & SW Maint-External 38,723


RiskWithout ongoing operating funds in place, there is a significant risk that IT will be unable to maintain the environment currently put in place to support a remote workforce thus necessitating everyone return to the office immediately. IT would also then have to start from square one should a future unforeseen event occur. It is also anticipated that the technology introduced during the pandemic would become a component of the Corporations ongoing business practice (i.e. virtual meetings, future work from home policy). There is currently no operational funding budgeted to maintain this going beyond this year. Without funding, these technologies will not be renewed.

It is important to highlight that this budget issue does not cover any expenses that would be associated with providing staff with corporate hardware (PC’s or Laptops) to take home for use in their remote work place. There is additional funding risks if large numbers of staff require corporate hardware to work from home or if a large number of staff are looking to move from a PC to a laptop prior to their PC reaching end of life.

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Department Information Technology Category [M] Service Enhancement

Division Enterprise Systems Status Public

Addition of One Regular Full-Time Enterprise Support Analyst (ESA)The addition of a Regular Full-Time ESA, recovered from approved Capital projects, with zero impact to the 2021 Operating Budget is being requested. There are many large Capital projects started in 2020 that span several years and require additional resources to implement in addition to providing current applications regular support and maintenance. The likelihood of a qualified temporary candidate remaining in the position for the duration of the projects is extremely low, as seen by the last several temporary recruitments. This can cause delays and/or cost overruns in projects and impacts the overall support of our systems. As temporary postings typically do not attract the most qualified candidates, the quality of the work is also likely to be impacted without a permanent position.



Issue DetailThe Information Technology department is requesting to add one (1) Regular Full-Time (RFT) Enterprise Support Analyst position. The Enterprise Support Analyst position provides functional support to work on items such as configuration, testing, training end-users and provides support to several different applications. The Enterprise Support division has approved through the Capital budget a large portfolio of projects to implement that will span several years. This includes the Amanda upgrade, Evolve project for online permitting, and the new Property Tax System. Past this, it is anticipated that the PeopleSoft Financials and Human Resource Management System (HRMS) will either be upgraded or replaced within the next 5-7 years. These projects require a significant amount of effort from the Enterprise Support Analyst position to accomplish their objectives. In addition, the current applications that are supported by this position (Amanda & PeopleSoft) have a high-volume of support tickets and regular maintenance to the system’s that are necessary to ensure the day to day operations within the applications can occur.

Historically, it has taken approximately one calendar year for a new Enterprise Support Analyst to be trained on an application and with that they are usually only then proficient in one or two modules in the system (ex. Cashiering and Property Tax in Amanda). A significant amount of time is invested to train these employees to become knowledgeable in the application and to also understand end-user business processes. In the past, the IT department has employed temporary Enterprise Support Analysts to work on projects or to cover regular support while more experienced employees work on project activities. We are then challenged with retaining the temporary employee for the duration of their assignment and often see the employee leave the position after a short period of time to find a regular full-time position. This has occurred twice within the last year for this position. This causes delays to project timelines, continuous retraining of new employees, increased capital budget expenditure because of project overruns and forces the IT department to prioritize between project activities and regular support of the application(s).

Given the size, scope and importance of the upcoming projects it is necessary to add an RFT Enterprise Support Analyst position to be able to properly train and retain this employee. The IT management team has struggled with recent temporary recruitments for this position to find suitable candidates. The applicants that are applying often do not meet the minimum qualifications for the position or are deemed not suitable through the testing and interview process. It is expected that hiring an RFT position will attract a better pool of candidates to hire for this position. The last temporary posting for this position went unfilled because there was no qualified candidate. The cost for an additional RFT Enterprise Support Analyst will be recovered from the approved Capital funding until such time that funding is no longer available. At which time, the IT department will assess the need for this position and either bring forward a request to increase the

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Corporate Accounts




Enterprise Systems



Enterprise Systems



Enterprise Systems



Enterprise Systems Salary-Reg.Full Time 64,838





Enterprise Systems



Operating Budget or put forward a budget reduction to eliminate the position.

Risk: The likelihood of a qualified temporary candidate that will remain in the position for the duration of the projects mentioned in this budget submission is extremely low. This is evidenced by the last several temporary recruitments for this position. Related projects will then experience delays and/or cost overruns as a result and overall support for the applications will likely be impacted. As temporary postings typically do not attract the most qualified candidates, the quality of the work is also likely to be impacted.

Department Dept ID Position Title Employee Class FTEInformation Technology

Enterprise Systems Enterprise Support Analyst Regular Full-Time 1.0

Total: 1.0

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Contract Start Contract End Contract Amount $ Increase Over PY Contract

% Increas Over PY Contract

July 1, 2017 June 30, 2018 $922,579 n/a n/aJuly 1, 2018 June 30, 2019 $941,030 $18,451 2%July 1, 2019 June 30, 2020 $959,851 $18,821 2%July 1, 2020 June 30, 2021 $979,048 $19,197 2%July 1, 2021 June 30, 2022 $998,629 $19,581 2%


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Council Services Licencing & Gaming




CLT Office Office of the City Clerk Classification [1] Budget Increase

Department Council Services Category [A] Annualization

Division Policy, Gaming & Licensing Status Public

Animal Control Contract - Windsor Essex County Humane SocietyThe City of Windsor has a contract with the Windsor Essex County Humane Society for animal control services as per City Council approval (CR230/2017). This contractual agreement was effective July 1, 2017 and runs through June 30, 2022 with an annual inflation adjustment clause of 2% per year. Failure to pay the annual contracted amount to the Windsor Essex County Humane Society would result in the City being in breach of their contractual obligation.



Issue DetailWindsor Essex County Humane Society contract will be funded from 2017 - 2022 as per City Council Decision CR230/2017, which approved the following:

- That City Council APPROVE the offer to provide contractual animal control services from the Windsor-Essex Humane Society in the annual amount of $922,579 (exclusive of any applicable tax) with an annual inflation adjustment of 2% for a five year period commencing July 1, 2017, and,

- That the new contract amount BE ANNUALIZED and included in the 2018 and future budgets throughout the term of the contract; and, That the contract INCLUDE a termination clause upon the provision of six (6) months written notice;

Windsor Essex County Humane Society Contract

The requested increase of $19,390 represents the fiscal amount required from January 31, 2021 to December 31, 2021.

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Contract Start Contract End Annual Licensing/Support

Costs

$ Increase Over PY Contract

% Increas Over PY Contract

October 1, 2020 September 30, 2021 $17,585 N/A N/AOctober 1, 2021 September 30, 2022 $18,024 $440 2.5%October 1, 2022 September 30, 2023 $18,475 $451 2.5%



Department Council Services Category [C] Contractual

Division Communications & Cust. Service Status Public

FrontDesk Queuing Software SystemApproved per CAO-P 98/2020 for installation of new public queuing and appointment software which will allow for implementation of appointment-based visitor controls.



Issue DetailWhen the new 350 City Hall Square site was opened to the public in 2018 a need for a queuing system was identified to help with directing and controlling visitors seeking services from the various divisions staffing our Customer Service stations. A pilot project was formed and the QMinder solution was put in place. It remains in use today. As the world begins to discuss a return to in-person service delivery while still grappling with the COVID-19 Pandemic, the Corporation is tasked with preparing itself for this new reality, and some of the challenges it now faces with providing members of the public mechanisms to interact with our facilities while still maintaining the prescribed amount of social distancing.

The world of queuing is advancing with technology. The need to leverage some of these advances to cope with the COVID-19 Pandemic is apparent.

Pre-booking your appointment, checking-in on-site from a personal mobile device, getting notification that your turn has come to that device, and even sharing documents electronically before your appointment to ensure completeness are all features that are readily available in the market today.

The Corporation has chosen to engage FrontDesk for the purposes of implementing their technology which offers the above functionality in a two-phased approach.

FrontDesk Queuing Software Contract

The 2021 budget request totaling $17,695 is the annualized amount of $17,585 + 25% of the following year’s increase of $110.

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Council Services Communications Unit Contracted Services 17,695


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CLT Office Office of the City Clerk Classification [2] Budget Reduction

Department Council Services Category [H] Line Item Reduction

Division Administration Council Services Status Public

Elimination Two Vacant Positions & Related Capital Project FundingReduction in the recovery from the Records Management capital project to the operating budget that has been historically been used to fund one (1) Records Analyst position and one (1) Records Clerk position. The Records positions are integral to the operation of the Records & Elections division, so to offset this revenue reduction, it is recommended that one (1) Customer Service Receptionist Position and one (1) Customer Service Representative Position be eliminated. Both of these positions are currently vacant.Please note this budget issue is directly related to Budget Issue # 2021-0352.



Issue DetailThe Records Management Capital Project (7029065) was approved in 2002 to standardize the Corporation’s approach to physical records and document management. This included the creation and implementation of the Records Retention By-law 21-2013, the construction and staffing of the Corporate Records Center (CRC) (930 Mercer), and the implementation of the Livelink Management System across all City departments as a database for records searches and MFIPPA compliance. The project was closed in 2019 as the funding sources and project objectives were complete.

In 2012, the project allowed for the creation of two regular full-time positions within the Records & Elections Division; 1 Records Analyst and 1 Records Clerk. These positions were originally based out of 930 Mercer to staff the Corporate Records Center, however as work on the project evolved, the positions also began working at City Hall. Annual funding (salary, fringe benefits, technology, education and training) for these two positions is not included in the Records & Elections Division’s annual operating budget. These expenses are incurred by the division, however were offset by an annual revenue transfer in the amount of $95,266 from the Records Management capital project. Funding for the capital project ran out in 2017, and the transfer from the capital project to the operating budget in 2018 was only $48,312.09 which represented all of the surplus funds still existing in the capital project. There was no transfer in 2019 or 2020 as the project was at a zero balance and any transfer would have put it into a deficit. The Records & Elections Division was able to absorb these deficit variances caused by the reduced (2018) and zero (2019 and 2020) transfers because of salary gapping savings and other surplus variances.

These Records positions are integral to the continued and future development of the Corporation’s records management program. In an effort to offset the loss of funding for these two positions, it is the recommendation of the department that the currently vacant Customer Service Receptionist and Customer Service Representative positions are eliminated:

1 FTE - Customer Service Receptionist :

The Customer Service Receptionist position was the “first point of contact” that visitors have when visiting the old 350 City Hall Square Building. This position was responsible for answering incoming telephone and email inquiries, greeting and directing visitors to City Hall, booking of all corporate meeting rooms, organizing and dispensing pay stubs to departments, receiving mail and courier deliveries, etc. Since the move to the new 350 City Hall building in May of 2018, many of these responsibilities have been reduced or even disappeared due to new technologies and processes. It proved difficult to assign additional work or responsibilities to the position due to the open work environment (kiosk) and the lack of access to a printer/copier. In September of 2019 the incumbent to the position accepted a new position elsewhere in the Corporation and this position has been vacant since that time. Through the 2020 budget process, the

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Council Services Information & Records Mgmt.

Computer Maintenance (960)


Computer Rental - INTERNAL (800)


Fringe Benefits (Dept.) (28,677)

Council Services Information & Records Mgmt. Salary-Reg.Full Time (86,890)



Automated Fringes Recovery 28,677


TRANSFER From Capital Projects 95,226

Total Revenues 123,903 0 0 0Net Total (22,101) 0 0 0

majority of the duties associated with the position were transferred to Facility Operations as part of the City Hall Campus operations model. This arrangement has worked well since inception. This position is currently vacant, therefore no labour relations implications are expected.

1 FTE - Customer Service Representative:

The Customer Service Representative position serves as the direct back-up to the Customer Service Receptionist by covering break and lunch periods, sick and vacation days, etc. Between it’s own break and lunch periods, covering those of the Customer Service Receptionist, and travel time between work stations (first floor to fifth floor), the Customer Service Representative is only left with 3 to 4 hours per workday to accomplish other tasks and responsibilities. This position has been vacant since August of 2019 when the incumbent accepted a different position within Council Services. This position is currently vacant, therefore no labour relations implications are expected.

This budget issue is directly related to Budget Issue# 2021-0352.

Department Dept ID Position Title Employee Class FTECouncil Services Information & Records

Mgmt.Customer Service Reception Regular Full-Time (1.0)


Customer Service Rep Regular Full-Time (1.0)

Total: (2.0)

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Council Services Bylaw Enforcement

Fees&Service Charges EXTERNAL (400,000)




Department Council Services Category [I] Revenue Increase

Division Policy, Gaming & Licensing Status Public

Repeat Offender Revenue IncreaseDuring the August 4th Council Meeting in relation to Report 140/2020 City Council passed a motion to change how the Repeat Offender Fee of $215 per offence is issued. With this change the By-Law Enforcement Unit expects to generate an additional $645,000 in revenue in a calendar year. In 2018/2019 the By-Law Enforcement Unit attended 3,002 properties at least once per year, which would have led to a Repeat Offender Fee on those properties upon the second visit. The additional revenue generated by the Repeat Offender Fee will provide additional funds to cover the costs of hiring two (2) additional full time By-Law Enforcement Officers and increasing the weekly hours of each Officer without adding to the general tax base.



Issue DetailDuring the August 4th Council Meeting in relation to Report 140/2020 City Council passed a motion to change how the Repeat Offender Fee of $215 per offence is issued. With this change the By-Law Enforcement Unit could potentially generate an additional $645,000 in revenue in a calendar year. In 2018/2019 the By-Law Enforcement Unit attended 3,002 properties at least once per year, which would have led to a Repeat Offender Fee on those properties upon the second visit.

However considering various factors such as property owners may become more diligent in executing the orders and maintaining compliance to avoid repeat offender fee, the fee can be challenged due to the current pandemic as many of the property owners and businesses may be facing economic challenges etc, the department is estimating a scaled down revenue increase in the amount of $400,000.The additional revenue generated by the Repeat Offender Fee will provide additional funds to cover the costs of hiring two (2) additional full time By-Law Enforcement Officers and increasing the weekly hours of each Officer without adding to the general tax base.

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Council ServicesCall Centre


(500)

Total Revenues (500) 0 0 0Net Total (500) 0 0 0



Department Council Services Category [I] Revenue Increase

Division Communications & Cust. Service Status Public

E-Blast User FeeThis issue is to remove the Broadcast Fax User Fee and replace it with the new E-Blast User Fee.



Issue DetailThe Customer Contact Centre is contracted as a Regional Service Provider by Ontario 211 to deliver the 211 service for the Southwest Region of Ontario. As part of that service, 211 SW offers a regional E-Blast service to disseminate information within the sector. This E-Blast service replaces an outdated Broadcast Fax Service that has been provided since 2005. The E-Blast provides agencies and organizations within the 211 database the opportunity to share customized information and promotion with all organizations in the database. This includes sharing new and existing service information, advertisement of employment opportunities, program registrations etc. There is a nominal fee for service to offset the administration and delivery of the service. The Customer Contact Centre is requesting that the E-Blast User Fee be set at $88.50 (with tax $100).

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Department Human Resources Category [G] Line Item Increase

Division Employment & Consulting Serv. Status Public

Pre-Employment MedicalsPre-employment medicals is a physical exam an employee must undergo as a condition of employment prior to commencing work. The pre-employment medical is performed by a legally qualified medical practitioner and encompasses a physical exam along with a mantoux test (TB test) and audiogram test. The physician determines if the employee is fit or unfit for employment and establishes a baseline metric that the City can use for future injuries or illnesses as well as to determine any accommodation requirements. The Corporation pays for these medicals so that we may obtain a copy of the medical. A change in medical practitioners has resulted in a $10 increase per exam which has resulted in an overall increase of $12,000.



Issue DetailAll employees, prior to commencing employment with the City of Windsor, must undergo a pre-employment medical. In the past the City has used Tecumseh Urgent Care to conduct the pre-employment medicals. With the pandemic forcing Tecumseh Urgent Care to close for a time period and other administrative challenges the Human Resources Department experienced, a new medical clinic was sought while following the purchasing by-law. In August of 2020 the City began using Grand Marais Urgent Care. With the change in medical practitioners also came a $10 increase in each of the pre-employment medicals that are conducted. There is one charge for a pre-employment medical with a one step TB test and a different charge for a two step TB test typically provided to employee of Huron Lodge. To date the Human Resources Department along with City employees who have undergone a pre-employment test are pleased with the service provided by Grand Marais Urgent Care and the physician conducting the medical. As a result Human Resources will continue to use this provider and an increase to the pre-employment budget will be required to offset the increase in the cost of medicals.

Given that the City sends approximately 225 employees in any given year for pre-employment medicals, it is recommended that the 2021 budget be increased by $12,000 to account for the number of employees being sent for pre-employment medicals along with the $10 increase cost by moving to a new clinic.

2020 Approved Budget: $15,000 2021 Recommended Budget: $27,000 2021 Requested Increase: $12,000

Please note that due to the COVID-19 pandemic the City has conducted fewer recruitments in 2020 and thus sent fewer employees for pre-placement medicals. The 2020 year end actuals are expected to be on budget, however, the 2021 budget request is factoring in the historical activity in this account, the change in medical practitioner and expenses, as well as expecting a normal recruiting year in 2021 where significantly more employees will be sent for pre-employment medicals.

Performance IndicatorsIn 2018 and 2019 the City had approximately 240 ($24,140) and 210 pre-employment medicals conducted respectively.

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Year Budget Actual Variance % Committed2016 $15,000 $23,530 ($8,530) 156.9%2017 $15,000 $19,340 ($4,340) 128.9%2018 $15,000 $24,141 ($9,141) 160.9%2019 $15,000 $21,120 ($6,120) 140.8%2020 $15,000 $15,000* $0* 100%*


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Human Resources

Employment & Consulting Serv.

Pre-Employment Medical 12,000


5 Year Trend Analysis

* 2020 Year End Projection

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Windsor Public Library

Public Services - Branches (F30)

Hourly-Temporary 4,147




Department Windsor Public Library Category [B] Legislated

Division Administration - Library Status Public

Legislated Minimum Wage Increase - Hourly-TemporaryA legislated increase to the minimum wage rate from $14/hour to $14.25/hour will take affect on October 1, 2020. This will impact the Library’s page staff resulting in a required increase to the Library's Hourly Temporary budget of $4,147.



Issue DetailA legislated increase to the minimum wage rate from $14/hour to $14.25/hour will take affect on October 1, 2020. This will impact the Library’s page staff resulting in a required increase to the Library's Hourly Temporary budget of $4,147.

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Public Services - Branches (F30)

Fringe benefits-Departmental 21,222




Department Windsor Public Library Category [G] Line Item Increase

Division Administration - Library Status Public

Increase in Fringe BenefitsIncrease to Fringe Benefits relating to Union salary increases in 2021 as well as salary increased due to pay step changes.



Issue DetailThe union employees are scheduled to receive a salary increase in 2021, and some non union members are increasing in pay due to an increase in steps within their grade. This issue reflects the fringe benefit increase that is associated with the higher pay for CPP, EI and EHT.$21,222.

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Fire & Rescue FIRE-Communications

Other Municipal Grants & Fees (34,033)



CLT Office Office of the City Solicitor Classification [2] Budget Reduction

Department Fire & Rescue Category [I] Revenue Increase

Division Fire Support Services Status Public

Increase in Revenue from Dispatch ServicesWindsor Fire & Rescue Services began to provide The Corporation of the Municipality of Leamington dispatching services in January 2020. The first year of operations revenue in 2020 is recorded at a net amount due to one-time set up costs for hardware installation and software licensing. The full revenue amount can now be annualized for the 2021 budget.



Issue DetailWindsor Fire & Rescue Services (WFRS) submitted a bid to Municipality of Leamington for dispatching services as approved by CAO-5105 on May 15, 2019. The Municipality of Leamington approved WFRS as the successful proponent (No. C-242-19, By-law 40-19) which WFRS accepted through authority of CAO-59 on July 30, 2019.

Within the 2020 operating budget (BI 2020-0029), Council approved a revenue increase of $27,000 for expanded dispatch services net of the one-time set up costs. The total revenue as a result of the new contract is $61,033 annually. The dispatching services for Municipality of Leamington began live operations on January 1, 2020. In 2021, the remainder of the budgeted revenue in the amount of $34,033 (61,033-27,000) can be annualized.

The current 2020 revenue budget for dispatching services is $215,000.

The total revenue budget in 2021 and beyond will be $249,033 ($215,000 + $34,033).

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Fire & Rescue FIRE-Prevention User Fees- External (3,125)




Department Fire & Rescue Category [I] Revenue Increase

Division Fire Support Services Status Public

Fire Department Realtor Letter - Expedited Service FeeThe addition of an increase to the service fee for expedited Fire Department Realtor Letters requested with short notice is being proposed to help offset lost time and lost revenue from staff redirected on short notice from other duties.



Issue DetailFire Prevention currently holds a user fee "Fire Department Realtor Letter" with a fee of $100 + HST. The letter is normally requested by a customer to confirm or identify the following upon ownership transfer: Date of last inspection, notification of outstanding orders on the property or if a retrofit has been completed (if applicable).

Often times a customer requests this document be prepared before property closure notice, giving the Fire Department less than 48 hours notice. Fire Prevention is recommending an increase to the fee for expedited services to $150 + HST per letter. This would be for instances where the letter has to be completed within 48 hours of the request.

Fire Prevention completes an average of 250 Realtor Letters per year and approximately a quarter of them are a rush. Therefore, approximately 62.5 letters at an increase of $50 to the original fee, would yield approximately $3,125 in additional revenue. More importantly, it would partially offset the lost time and lost revenue by re-directing staff on short notice from other duties such as: general inspections, fire safety plans, etc. most of which have a regular fee of $150/hr.

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CLT Office Office of the City Solicitor Classification [3] Budget Enhancement

Department Fire & Rescue Category [M] Service Enhancement

Division Fire Operations Status Public

Addition of One Fire Training Officer PositionThe addition of one Fire & Rescue Training Officer will address some of the gaps identified within the department and have a major impact on staff competency, occupational health and safety, promotions, recruitment and diversity outreach.



Issue DetailTraining is a fundamental part of the success of any modern fire department. In order to meet the demanding role of being a firefighter, education is a lifelong commitment. The Windsor Fire Rescue Services Training Division is dedicated to providing high-quality learning for all of its personnel and manages the professional development, readiness level, and continuing education for new recruits and the entire Operations Division of the Fire Department. The growing demands within the division has now been recognized for several years originally dating back to the Powell-Report in 2006. The addition of two Training Officers was recommended after completion of the City of Windsor’s Administrative Review in 2006, which was accepted by Notice of Council Decision M9-2006.

Moved by Councillor Zuk, seconded by Councillor Lewenza

"That the report of T.L. Powell & Associates Ltd., presented on January 16, 2006 entitled "City of Windsor Organization and Administrative Review of Windsor Fire and Rescue Services" BE RECEIVED, and further, that the Chief Administrative Officer and Fire Chief BE DIRECTED to begin the process for implementation of the recommendations contained in the Review. Carried."

Furthermore, the training division underwent an internal audit conducted by PWC in 2018. The results concluded that “the current training plan does not take into consideration the availability of key personnel and is not designed collectively for recruit, annual and Human Resource (HR) training requirements and, training plans might be rendered ineffective due to non-availability of personnel and overlaps with high-priority activities.” The recommendation was that management should put in place a process for periodic review of curriculum updates.

Throughout any given year the training division requires additional qualified personnel (typically 2 personnel at a time from the Fire Rescue division) to assist in the following areas:

- Recruit class - Captains classes- District Chief Classes- Live Burn Training (Mobile Live Fire Training Unit)- New Vehicle Training

During these classes, which often extend over several weeks, the current full-time training staff are required to take the lead in these areas and maintain the day to day operations within the division. Additionally, the training division retains the role of Fire Department Incident Safety Officers (FDISO) and is required to provide coverage and availability after hours. Further responsibilities include: documentation and record keeping, overall departmental training schedule and

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Annual CostSalary incl. Fringes $165,256

Clothing, Office Supplies

$1,150

Computer & Cell Phone

$1,180

Vehicle operating expense

$9,419

Total Cost $177,005

curriculum, coordination of specialty training (auto ex, first aid and HazMat), increment process and exams, Training Officer classes, recruit training and all research and development related to training including SOP’s, operation/training manuals and all practical training related to the use and care of tools and equipment. It is also essential to provide trainers with opportunity for their own growth and development through both mandatory and applicable training requirements. Furthermore, with the NFPA certification anticipated to be mandated by the province (temporarily put on hold), WFRS wishes to proactively initiate the certification process to minimize pressure and competing needs in the near future. One additional training Officer would play a key role in planning, implementation and coordinating testing requirements for the new NFPA certifications.

The addition of One Fire Training Officer position will also address some of the gaps noted in the 2018 PWC report, which correctly identified that "the Training Division has a major impact on staff competency, occupational health and safety, promotional success, recruitment and diversity outreach".

Present staffing levels, without seconded trainers to the division would present a challenge in meeting minimum mandated requirements. Historically, the Fire-Rescue division would bring qualified firefighters to assist in areas such as new recruit training, promotional process classes (Captains and District Chiefs), MLFTU (Mobile Live Fire Training Unit) and new vehicle departmental training which incurs overtime shifts in the Fire-Rescue division. These moves are generally required in order to maintain supervisory compliance and ensure all safety requirements are adhered to. The 3 personnel within the Training Division also cover the role of Fire Department Incident Safety Officer (FDISO) on-call 24 hours/day, 365 days/year. This puts tremendous amount of pressure as it relates to their overall responsibilities to the division. Personnel within the division also cover for each other and run short in the division during planned vacation and holidays.

By approving one additional Training Officer within the department it would bring Windsor closer to an average ratio of 64 firefighters for every one training officer (currently 86:1) as per MBN Canada performance indicator below.

Fleet Addition:

In addition to the labour and other miscellaneous costs, Fire & Rescue will require an additional vehicle. A unit would be required for purchase through the Fleet Capital Additions project OPS-022-07, and as such, additional 2021 capital budget dollars would be required to purchase the vehicle in 2021.

Performance IndicatorsAs per 2019 MBN Canada, Windsor Fire & Rescue ranks third lowest in firefighter to training officer ratio. WFRS has one training officer (TO) for every 86 firefighters. Average ratio among 10 participating municipalities across Canada is one for every 67 firefighters. To compare only Ontario municipalities (6 cities) the average falls to 62 firefighters for every one training officer. Additionally, Windsor's ratio of 1:86 (3 training officers – 258 firefighters) includes the Chief Training Officer which provides administrative supervision and oversight of the division. The shortfall in training staff has proven to create circumstances where the Chief Training Officer functions below their intended duties and responsibilities leading to inefficiency within the division.

The total cost associated with adding one position is approximately $177,005 as detailed below:

Although difficult to predict, it is safe to assume there will be overtime savings achieved in both the firefighting and training divisions, in part due to a reduction in the use of active firefighting staff to teach courses and requiring backfill, thereby offsetting partial cost of one additional Fire Training Officer.

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Fire & Rescue Firefighting Depreciation 7,059Fire & Rescue Firefighting Motor Fuels 2,723Fire & Rescue FIRE-Training Clothing - Uniforms 900Fire & Rescue FIRE-Training Computer

Maintenance 480

Fire & Rescue FIRE-Training Computer Rental - INTERNAL 400

Fire & Rescue FIRE-Training Fringe Benefits (Dept.) 41,002

Fire & Rescue FIRE-Training Office Supplies 250Fire & Rescue FIRE-Training Salary-Reg.Full Time 124,254Fire & Rescue FIRE-

Communications

Cell Phones 300

Public Works Fleet Depreciation 6,429Public Works Fleet Licenses 267




Public Works Fleet Fees and Recoveries INTERNAL (7,059)

Total Revenues (48,061) 0 0 0Net Total 177,005 0 0 0

Department Dept ID Position Title Employee Class FTEFire & Rescue FIRE-Training Fire Training Officer Regular Full-Time 1.0

Total: 1.0

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CLT Office Office of the City Solicitor Classification [1] Budget Increase

Department Legal Category [C] Contractual

Division POA, Purchasing & Risk Management Status Public

Increase to Insurance PremiumsAn increase of $1,202,129 is being brought forward for projected increases to corporate insurance premiums in 2021. The municipal tax levy funded areas require premiums increased by $1,010,313. The Sewer Surcharge is increased by $183,500 and the Parking Reserve is increased by $8,316 for projected changes in the insurance premium allocation.



Issue DetailThis issue is being brought forward for a projected increase in insurance premiums of $1,210,459 in 2021.

There are significant challenges in the insurance market. The property insurance market is extremely difficult, with a number of insurers pulling out of writing municipal property insurance. Insurers are limiting their capacity on large valued locations. The insurance market is no longer competitive, and pricing decreases are not being offered to keep an account. In this hard market, insurers are correcting for losses incurred in competitive years. This is not specific to Windsor, and the increases Windsor are experiencing are in line with market increases across the board.

There is a projected increase of $523,961 to general liability premiums (approximately 17% increase in primary and 25% in Excess) and a projected increase of $105,796 to vehicles/fleet coverage (10% auto increase). Also included are projected increases of $580,702 to building & property (79% increase), cyber-security (15% increase), and airport Directors & Officers liability insurance (36% increase) premiums in 2021.

Projected 2021 corporate insurance premium budget by category:

$3,029,071 - General Liability $1,259,598 - Building & Property$103,680 - Cyber Security$46,067 - Crime$1,179,423 - Vehicle$1,989 - Councillor Accident$12,593 - Airport Directors & Officers liability

$5,632,421 - Total 2021 Insurance Premiums, which is an increase of $1,210,459 (A) in premiums from prior year.

Of this total, there is a projected $33,589 recovery from external agencies (YQG Airport and Roseland) which includes $12,593 for Airport Directors & Officers insurance. The current budget on external recoveries for insurance is $26,739. Therefore, a $6,850 (B) budget increase in external recoveries is needed.

There is also an increase of $1,480 for transitional properties insurance premiums. These premiums are recoverable from the capital expenditure reserve, and therefore a corresponding budget increase to internal recoveries is being requested. The Sewer Surcharge is increased by $183,500 and the Parking Reserve is increased by $8,316 for projected changes in the insurance premium allocation. Internal recoveries in total are therefore increased by $193,296 (C) ($1,480 + $183,500

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Year Budget Actual Variance2016 4,100,422 4,063,267 37,1552017 3,875,129 3,878,994 (3,865)2018 3,884,862 3,885,419 (557)2019 4,260,644 4,068,663 191,981

2020 (projected) 4,421,962 4,353,976 67,986


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Contingency (Parking Operations)

Insurance Premiums 8,316

Corporate Accounts

Contingency (Sewer Surcharge)

Insurance Premiums 183,500

Legal Risk & Insurance Insurance Premiums 1,210,459

Total Expenses 1,210,459 0 8,316 183,500Legal Risk &

InsuranceFees and Recoveries INTERNAL (193,296)

Legal Risk & Insurance


(6,850)

Total Revenues (200,146) 0 0 0Net Total 1,010,313 0 8,316 183,500

+ $8,316).

The municipal tax levy funded areas have premiums increasing by $1,010,313. (A - B - C).

Therefore, the budget increase required to fund the overall projected insurance premium increase is $1,202,129 (Sewer Surcharge $183,500, Parking Reserve $8,316).

Insurance Premium Budget 5 Year History (2016-2020 Projected)

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Department Legal Category [H] Line Item Reduction


Reduction in Legal Claims BudgetA $200,000 reduction to the legal claims budget would result in a rapid depletion of the self-insurance reserve fund. As claim payments, settlements, or judgments become due, the City has no option but to pay them. If the claims budget and self-insurance reserve (SIR) fund have insufficient funds to pay for the claims, an alternative funding source is required. The SIR fund currently has a balance of $7.40M as at November 30th, 2020. A reduction in the claims budget would not reduce the claims expense and would not result in actual savings to the Corporation.

Recommendation: Not Recommended by Department


Issue DetailAn actuarial review on the SIR Fund was conducted in 2017. According to the report, the City’s actuarial deficit as of December 31, 2016 was $6.1M. The draft report recommended that the City increase the Self-Insurance Reserve (SIR) by this amount.

The report also recommended that the City increase the annual claims budget to $4.36M for 2018 in order to not fall further into deficit. Budget Issue 2018-0354 was brought forward to increase the annual claims budget to $4.36M for 2018. An increase of $658,000 was approved to bring the annual claims budget to $3.02M. The SIR was not approved for an increase as recommended by the actuarial report. However, any surplus in the annual claims budget would fund the SIR, and the SIR would be used to fund any deficits to the claims budget in a given year.

The claims budget was subsequently reduced to $3.00M for a position conversion in #2019-0462 per CAO Report #4841. During the 2020 budget process, City Council decided to fully reduce the transfer to the SIR Fund by $399,057. Transferring surplus funds from the claims budget is the only current funding source for the SIR. By further reducing the claims cost budget, Risk Management may not have sufficient budgeted funds to pay its claims, and will need to start depleting the SIR fund without a source to replenish it. Once the SIR fund is depleted, an alternate funding source will then need to fund claim costs as they become due. When a settlement or judgment becomes due, there is no viable option but to pay for it.

The SIR Fund currently has a balance of $7.40M as at November 30th, 2020, which is an actuarial deficit position. Claims costs fluctuate, but long term trends suggest that the City’s claims costs will rise through the coming years. It is impossible to predict with certainty the number or severity of claims that may be made against the City, or the magnitude or timing of any eventual settlement.

A reduction to the claims budget would increase the likelihood that the Claims budget will be exceeded in 2021. Alternatively, if claims fall within budget, there will be a smaller surplus to transfer to the reserve.

Below is a summary of annual claim costs paid since 2016. Based on current trends, a possible budget surplus of approximately $197,453 is projected for 2020 in claim costs. In the interests of prudent financial planning, this reduction is NOT RECOMMENDED by the department.

2020 Budget: $3,000,647

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Year Budget Actual Variance2016 2,662,000 4,119,329 (1,757,329)2017 2,362,000 3,270,979 (908,979)2018 3,020,000 2,463,621 556,3792019 3,001,647 1,876,943 1,124,704

2020 (projected) 3,000,647 2,803,194 197,453


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Claim Costs and Subrogation (200,000)

Total Expenses (200,000) 0 0 0Net Total (200,000) 0 0 0

Claim Costs 5 Year History (2016-2020 Projected)

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Department Legal Category [I] Revenue Increase

Division Legal Services & Real Estate Status Public

Increase in Legal User FeesLegal User Fees require a further increase in rates following several years without an increase. A 1.9% increase is being put forward based on the 2019 CPI from Statistics Canada to match inflationary expenditures.



Issue DetailLegal user fees were increased by 10% in 2019 in order to draw level to increasing costs over many years. Previous to that, Legal user fees were last increased by the Corporation in 2011, prior to 2019's increase. A 2% increase was put forward based on 2018 CPI from Statistics Canada to match inflationary expenditures in the 2020 budget.

Similarly, a 1.9% increase is being put forward for the 2021 Budget based on the 2019 CPI from Statistics Canada to match inflation.

The following user fees are being increased:

Amending Subdivision/CondominiumBy-law deleting Part Lot Control from Lands with Registered Plans of SubdivisionCommittee of Adjustment - Agreements, Deeds, EasementsConnect to Sewer AgreementsCondominium AgreementsDeeds, Quit Claim Deeds, EasementsDemolition AgreementsDischarge of MortgageEncroachment AgreementsMortgages (preparation)Release of Agreements, Easements, DeedsRelease of Encroachment AgreementServicing AgreementsSite Plan Control AgreementSubdivision Agreements

Budgeted user fee revenue would require a corresponding $1,841 increase:

$96,900 - 2020 Budget$1,841 - 1.9% increase$98,741 - projection 2021

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Year Budget Actual Variance2016 65,525 127,850 62,3252017 80,875 118,421 37,5462018 86,895 105,810 18,9152019 95,000 104,483 9,483

2020 (projected) 96,900 110,000 13,100


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Legal Admin-Legal User Fees- External (1,841)Total Revenues (1,841) 0 0 0Net Total (1,841) 0 0 0

User Fee Revenue by Year (2016-2020 Projected)

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Department Legal Category [I] Revenue Increase


Red Light Cameras and Automated Speed Enforcement Programs POAAs per previous Council Directives, Administration was instructed to work with the Provincial Offenses Division as it relates to a new Red Light Camera (RLC) and Automated Speed Enforcement (ASE) program. Administration shall proceed with issuing a letter of intent to the Ontario Ministry of Transportation for 10 red light camera locations, and negotiate and sign agreements with the City of Toronto and their red light camera vendor. The potential surplus in year 1 is $180,000.



Issue DetailRelated to the Red Light Camera Program on May 25th, Council Decision CR259/2020, Administration shall proceed with issuing a letter of intent to the Ontario Ministry of Transportation for 10 red light camera locations, and negotiate and sign agreements with the City of Toronto and their red light camera vendor.

Based on 2018 published revenue from the City of London, projected revenue from 10 sites is $900,000. Other Municipal data for 2019 is not available at this time.

There are no up front capital costs to start the program with the vendor or the City of Toronto. The on-going monthly costs are variable and are dependent on the number of other municipalities and their involvement in the program.

The vendor (Traffipax LLC) that signed the new contract with the City of Toronto has provided initial pricing for the vendor portion of the program costs. Due to the current agreement with Traffipax and the City of Toronto not being signed yet, Traffipax was unable to give a cost per camera. In past reports, a number of $52,000/site annually was used because this is an average expense cost as reported by multiple municipalities in Ontario. According to data and feedback from municipalities and as already noted from London’s 2018 data, approximately $52,000 were the costs for 1 site in a year. Projected costs are $520,000 per year based on this information.

Educational costs for POA staff in Year 1 are projected to be $20,000.

A total projected surplus in year 1 is $360,000 with a projected increase in future years 2-5 of $378,000.

The existing POA agreement stipulates that the City of Windsor and surrounding Municipalities share in both expenses and revenue of POA related programs. The distribution is based on the annual regional weighted assessment rates for the year the fine revenue is collected. Revenue distribution is not based on the geographical area that the ticket was issued. The percentage share is approximately 50%. There will be no expected change to the current POA agreement with the County Partners as it relates to these programs.

Therefore, the City of Windsor portion of the surplus is projected to be $180,000 in Year 1.

In regards to the ASE program, there is not enough information as of yet to project a 2021 budget issue, and a report to Council is expected in the summer of 2021 when that information is expected to become available.

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Legal Prov Offences Admin Contracted Services 540,000

Legal Prov Offences Admin Public Relations 180,000

Total Expenses 720,000 0 0 0Legal Prov Offences

Admin Bylaw Fines - Courts (900,000)


Capital Budget Implicationn/a

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DIVISION ESTIMATED AVERAGE ANNUAL REVENUE USING

CLOUDPERMIT

% OF REVENUE ALLOCATION OF CLOUDPERMIT

ANNUAL EXPENSE

Building $4,000,000 70.8% $134,750ROW 900,000 15.9% 30,250

Planning 750,000 13.3% 25,300TOTAL $5,650,000 100% $190,300


CLT Office Office of the City Solicitor Classification [1] Budget Increase

Department Planning & Building Category [D] Council Initiative

Division Building Status Public

Amendments to User Fees to Recover Annual Costs for the Usage of CloudPermit Digital PlatformThis issue is to approve select fee increases to fully recover the annual assessed costs for the Development Services area (Building, Planning & Right of Way) to utilize the CloudPermit digital platform.



Issue DetailA digital solution was explored in order to improve internal and external efficiencies for the Building, Planning and Right of Way processes. In June 2018, Council approved via CR 366/2018 the procurement of a digital platform to transition into a paperless operating environment for development applications related to construction.

At that time, Council was informed that the expected ongoing annual maintenance fees that would be required during the first five years of operation for the platform would be a $40 fee per application processed, plus $750 per month. These fees were expected to be recovered from customers. Based on the estimated number of annual customer transactions forecasted of 5,400 based on conservative prior year historical volumes, the total payment to CloudPermit (previously known as Evolta) was estimated to be approximately $225,000.

However, during the fall of 2020, the Corporation received a proposal from CloudPermit to instead have a fixed annual fee of $187,000 (plus non-recoverable HST) to utilize the software application. The expectation is that the CloudPermit digital platform will go live by the end of the 1st quarter of 2021.

To fully recover these costs, the Development Services areas (Building, Planning and Right of Way) are proposing user fee increases for select fees (listing attached). The increases range from approximately 2-10%, with an average increase of approximately 3.7%.

The allocation of the CloudPermit fixed annual fee of $190,300 ($187,000 + 3,300 in non-recoverable HST) to the three users of the digital platform was based on the estimated annual revenue in dollars to utilize the CloudPermit software.

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Engineering Right of Way Computer Software 30,300Planning & Building

Development Applications Computer Software 25,250

Planning & Building

Site Development Computer Software 134,750

Total Expenses 190,300 0 0 0Engineering Right of Way Licenses & Permits (30,300)Planning & Building

Development Applications Licenses & Permits (25,250)

Planning & Building

Site Development Licenses & Permits (134,750)


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CLT Office Office of the City Solicitor Classification [3] Budget Enhancement

Department Planning & Building Category [M] Service Enhancement

Division Administration - Planning & Building Status Public

Reinstate Planner II Research and Development PositionTo reinstate a Planner II Research and Development position in order to maintain the level of customer service required in light of the increase in the number and complexity of development applications, and to ensure compliance with legislated approval deadlines. The position was used as a reduction during the 2012 budget year, with the understanding that Administration could make a formal request to reinstate the position as part of a future operating budget process when development application numbers returned to their historical averages.



Issue DetailThrough a reallocation of existing workload and accommodation of the smaller volume of work at the time of the economic slow down, the Department was able to keep the position vacant and in turn offer it as a budget reduction during the 2012 budget process.

There has been a progressive increase in the volume of development applications received since 2013. The types of applications reported include official plan amendments, zoning by-law amendments, plans of subdivisions, condominiums conversions, minor variances, consents and part lot control, and site plan approvals, site plan control and removal of holding provisions. It is important to note that the number of applications reported does not include other types of development related applications that are processed by the Planning Department (e.g. street and alley closures, CIP incentives, sign bylaw amendments, heritage alteration permits, demolition control applications, etc), nor does it reflect the complexity (e.g. multiple application types for one development, challenging infill proposals, redevelopment) of the applications being submitted.

The Planning Act and other development related legislation (e.g. Development Charges Act, Environmental Protection Act, Ontario Heritage Act, etc) has seen frequent and substantial changes over the past 5 years. The recent passed Bill 108 (the More Homes, More Choices Act, 2019) amended 13 different acts. Such fundamental changes to development related legislation is putting a strain on existing staff resources, that are having to provide more thorough reviews in shorter timeframes. Also, the Planning Department expects to see an increase in all types of development applications for the foreseeable future driven by the high demand for housing and the significant increase in property values. This includes a wide range of increasingly complex applications associated with infill and brownfield redevelopment as well as the implementation of subdivisions and other approvals in the Sandwich South area. On this basis, the reinstatement of the Planner II position is being requested to ensure that legislated timelines for processing applications are met and customer services levels are not compromised.

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Planning & Building

Development Applications


Planning & Building



Planning & Building



Planning & Building


Membership Fees & Dues 500

Planning & Building

Development Applications Salary-Reg.Full Time 85,763





Department Dept ID Position Title Employee Class FTEPlanning & Building Development

ApplicationsPlannerII-Research & Gen.

Dev.Regular Full-Time 1.0

Total: 1.0

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Year Budget Actuals2020 * $1,883,100 $1,395,8352019 $1,698,100 $2,098,2812018 $1,682,600 $1,749,3632017 $1,575,600 $1,698,529


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Engineering LRPCP Operations Chemicals 19,500

Engineering LRPCP Operations (Sewer Surcharge)

TRANSFER to Current Fund 19,500

Engineering LRWRP Operations Chemicals 91,500


CLT Office Office of the City Engineer Classification [1] Budget Increase

Department Engineering Category [E] Inflationary

Division Pollution Control Status Public

Increase in Chemical Costs at Wastewater Treatment PlantsAs a result of increased per unit costs related to Aluminum Sulphate, the Chemicals budget for the City's two wastewater treatment plants, the Lou Romano Water Reclamation Plant and the Little River Pollution Control Plant, requires an increase of $111,000.



Issue DetailAluminum Sulphate is a chemical used by the City's two wastewater treatment plants in the first stage of wastewater treatment for the purposes of precipitating soluble phosphorus to form insoluble settleable material. This material, when combined with silt, sand and other contaminants, generates sewage sludge which is ultimately sent to the City's Pelletizer Facility for processing.

Prices for Aluminum Sulphate have been increasing since 2018 due to supply-demand conditions and COVID-19 has created a shortage for this product. The 2021 rate for Aluminum Sulphate is projected to be 6% higher than in 2020. This increase, when applied to the budgeted amount in 2020 on chemicals, equates to a $91,500 increase for LRWRP and $19,500 for LRPCP.

* as of August 31, 2020

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Engineering LRWRP Operations (Sewer Surcharge)


Total Expenses 111,000 0 0 111,000Engineering LRPCP

OperationsSewer Surcharge Recoveries (19,500)

Engineering LRWRP Operations

Sewer Surcharge Recoveries (91,500)

Total Revenues (111,000) 0 0 0Net Total 0 0 0 111,000

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Engineering Corporate Projects

Work Auth Recovery INTERNAL (2,545)

Engineering Right of Way Work Auth Recovery INTERNAL (1,425)

Engineering Design & Development

Work Auth Recovery INTERNAL 18,922

Engineering Geomatics Work Auth Recovery INTERNAL (808)

Engineering Process Engineer & Maintenance

Sewer Surcharge Recoveries 12,440



Engineering Pump Station-Operations




Total Revenues 14,144 0 0 0



Department Engineering Category [F] Revenue Reduction

Division Corporate Projects, Right of Way & Administration Status Public

Adjust Recoveries from Capital ProjectsReflects an adjustment to staff recoveries from capital projects as a result of 2021 salary and wage adjustments.



Issue DetailThe capital recoveries for Engineering require adjusting due to updated salary figures resulting from employee movement within existing pay bands and annual salary increases.

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Engineering Process Engineer & Maintenance (Sewer Surcharge)

TRANSFER to Current Fund (12,440)

Engineering Pump Station-Operations (Sewer Surcharge)


Total Expenses 0 0 0 (8,919)Net Total 14,144 0 0 (8,919)

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Engineering LRPCP Operations

Maintenance Parts & Materials 41,300



Department Engineering Category [G] Line Item Increase


Increase in Costs at Pollution Control PlantsAs a result of aging infrastructure, costs related to repairs and maintenance have been increasing in the past few years at Pollution Control. Sufficient funding needs to be readily available to address repairs and maintenance of the plants and pumping stations as failure is a critical risk and cannot occur at these locations.



Issue DetailPollution Control is an aging facility and requires more repairs and maintenance as a result. The cost of repairs and maintenance for operations has been increases over the years, however the budgets have remain stagnant. These types of costs are charged to accounts 2220 – Maintenance Parts and Materials, 2915 – Consulting Services External and 2950 – Other Professional Services – External depending on the type of repair or maintenance that is required. Since 2016, these three accounts across various Pollution Control Departments have been overspent and this trend is expected to continue. The attached document shows the budgets vs actuals from 2016 to present.

The attached document also shows the current budget and recommended increases for each account and department. The department is requesting to increase the budget for these accounts by a total of $982,978, which will bring the budget more in-line with actual expenses.

Some major emergency repairs and maintenance that were completed in the past that caused these accounts to be over spent are: - RS Pump rebuilt – refurbishing 50 year old pumps- UV lamps rebuilt – rebuilt due to end of life hourly use of existing bulbs. - Replacement of incline stainless steel screw conveyor – unexpected collapse- BioRem emergency repair – emergency repair due to H2S gas Health and Safety issues- SFP rebuilds – media and grease build up caused damaged to the 8 – 10 Sludge Feeding pumps- Effluent Water Tank Maintenance – requires more frequent maintenance to clean out tank due to changing climate- Repair Blower - specialized repairs due to propriety and offsite rebuilt- Re-Lining of tank #3 - Emergency work completed on damaged sludge line and re-lining of Tank #3

Ongoing maintenance is a critical aspect of the plant and avoids more costly capital replacement. It is expected that these and other similar types of repairs will continue on an annual basis.

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Engineering LRPCP Operations (Sewer Surcharge)



Consulting Services - External 60,000





Engineering LRWRP Operations (Sewer Surcharge)




Engineering Process Engineer & Maintenance (Sewer Surcharge)




Engineering Pump Station-Operations (Sewer Surcharge)


Total Expenses 982,978 0 0 982,978Engineering LRPCP

OperationsSewer Surcharge Recoveries (41,300)








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Current Budget LRWRP Pump Station LRPCP Process Eng Total2220 – Maintenance Parts and Materials 502,000 87,500 168,700 28,500 786,700 2915 – Consulting Services External 20,000 20,000 2950 – Other Professional Services – External 45,322 45,322

567,322 87,500 168,700 28,500 852,022

New Budget2220 – Maintenance Parts and Materials 1,000,000 150,000 210,000 135,000 1,495,000 2915 – Consulting Services External 80,000 80,000 2950 – Other Professional Services – External 260,000 260,000

1,340,000 150,000 210,000 135,000 1,835,000

Increase Needed2220 – Maintenance Parts and Materials 498,000 62,500 41,300 106,500 708,300 2915 – Consulting Services External 60,000 60,000 2950 – Other Professional Services – External 214,678 214,678

772,678 62,500 41,300 106,500 982,978

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Budget Issue 2021-0226Increase in Costs in Pollution Control

0174201 - Lou Romano Water Reclamation Plant

Year Budget Actuals Suplus/ (Deficit)2016 502,000 600,741 (98,741) 2017 502,000 960,008 (458,008) 2018 502,000 876,096 (374,096) 2019 502,000 1,090,325 (588,325) 2020* 502,000 591,990 (89,990)

*as of August 31, 2020

Year Budget Actuals Suplus/ (Deficit)2016 20,000 31,229 (11,229) 2017 20,000 70,077 (50,077) 2018 20,000 92,551 (72,551) 2019 20,000 50,586 (30,586) 2020* 20,000 60,976 (40,976)


Year Budget Actuals Suplus/ (Deficit)2016 5,322 149,026 (143,704) 2017 5,322 117,856 (112,534) 2018 5,322 242,632 (237,310) 2019 45,322 166,654 (121,332) 2020* 45,322 246,269 (200,947)


0174301- Little River Pollution Control Plant

Year Budget Actuals Suplus/ (Deficit)2016 191,000 210,020 (19,020) 2017 191,000 210,779 (19,779) 2018 178,700 166,512 12,188 2019 168,700 200,809 (32,109) 2020* 168,700 166,291 2,409


2220 - Maintenance Parts & Materials

2915 - Consulting Services - External

2950 - Other Prof Services-External


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Budget Issue 2021-0226Increase in Costs in Pollution Control

0174124 - Pump Station - Operations

Year Budget Actuals Suplus/ (Deficit)2016 73,500 242,825 (169,325) 2017 73,500 189,434 (115,934) 2018 87,500 76,457 11,043 2019 87,500 45,254 42,246 2020* 87,500 127,545 (40,045)


0174501 - Process Engineer & Maintenance

Year Budget Actuals Suplus/ (Deficit)2016 36,340 10,429 25,911 2017 36,340 17,458 18,882 2018 30,000 19,289 10,711 2019 28,500 255,770 (227,270) 2020* 28,500 87,438 (58,938)




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Year Budget Actual Surplus / (Deficit)2017 $12,000 $14,471 $2,4712018 $18,000 $14,254 ($3,746)2019 $18,000 $17,167 ($833)

2020 (projected) $18,000 $0 ($18,000) Due to COVID-19


CLT Office Office of the City Engineer Classification [2] Budget Reduction

Department Engineering Category [I] Revenue Increase


Increase in Sidewalk Cafe Encroachment Fee Revenues (as Approved by Council)To adjust sidewalk café encroachment fees from $2.00 / square foot to $3.00 / square foot, per CR109/2016.



Issue DetailAt the March 7, 2016 Council Meeting, as per CR109/2016, direction was given by Council to phase in annual $0.50 / square foot fee increases for sidewalk café encroachments in the public right-of-way, up to $3.00 / square foot in 2021. For 2019, the rate had been set at $2.00 / square foot.

Budget Issue 2020/0083 was included within the 2020 budget process to increase the rate to $2.50 / square foot. However, B52/2020 froze sidewalk café fees at $2.00 per square foot as council requested some additional information. Furthermore, on May 20, 2020 in an email poll Council waived all sidewalk café fees, including permit and square area fees in 2020. All permit and square foot fees obtained prior to the approval were returned.

The Department was expecting to achieve the current $18,000 budget, before the fees were waived. Currently, the Department will have a deficit of $18,000 since the sidewalk area fees were waived in 2020. Associated permit Associated permit fee revenue was also impacted by the fee waived by approximately $8,100.

This budget issue will increase the fee to $3.00 / square foot for 2021 as per CR109/2016 .With the $1.00 / square foot fee increase for 2021, the Department expects that revenues will increase to $27,000 and is proposing an $9,000 increase for 2021.

Administration will be preparing a report outlining the results of the parkette and curbside café project as per CR330/2020. The report will be included in the 2021 Budget documents for possible continuation and expansion of the program. The document will also report back the impact of increasing sidewalk café fees as per B52/2020.

Sidewalk Cafe Fees, Budget vs Actual, By Year

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Engineering Right of Way Licenses & Permits (9,000)Total Revenues (9,000) 0 0 0Net Total (9,000) 0 0 0

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Department Engineering Category [I] Revenue Increase

Division Design & Development and Geomatics Status Public

Off-Site Improvements Contributions - New User FeesThis issue is to add off-site Improvement contributions to the user fee schedule for alleys, street lights and curb & gutters. During the review process of development and site plan control (SPC) applications, Public Works have been consistent with their requirements for construction or contribution of off-site improvements. Adding contribution fees to the user fee schedule will further standardize Public Works requirements.



Issue DetailPublic Works requests various offsite improvements as part of development and Site Plan Control (SPC) applications. The Planning Act allows these types of requests for off-site improvements. The standard off-site improvements are for sidewalks, street lights, curb & gutters and alley contributions. The contribution amounts have never been included in the Engineering user fee schedule.

In order to be impartial with contribution totals, the fees are an average cost of numerous project tenders in 2019 and 2020. Public Works typically provides the option to contribute or construct the improvement as conditions in the SPC agreement. When construction does not make sense at a specific property, the contribution may be used for improvements across the City.

The fees for sidewalks and curb & gutter are a linear metre price based on the frontage. Alley contribution is required whena paved or gravel alley is used to access a parking area or used for deliveries. The future maintenance cost for a gravel alley relatingto grading and drainage issues are more costly and require a larger contribution. Also, gravel alley repairs are needed more often thanhard surface alleys.

The proposed fees include:

Sidewalk Contribution - to acquire the funds to construct a new sidewalk along the frontage of the property.

Curb and Gutter Contribution - to acquire the funds to construct new curb & gutter along the frontage of the property.

Gravel Alley Contribution - to recover the cost of staff to hire a contractor and supervise remedial action work for future maintenance/repairs including grading and filling pot holes.

Hard Surface Alley Contribution - to recover the cost of staff to hire a contractor and supervise remedial action work for future maintenance/repairs and repairing pot holes.

In 2021, these funds are anticipated to generate $27,000 in revenue. These funds will be transferred to capital projects 7035119 - New Infrastructure Development and 7121000 - Minor Alley Maintenance to carry out the works noted above.

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FEE / SERVICE 2020 FEE 2021 FEE UNIT OF MEASURENEW FEE Off-Site Improvements

- Sidewalk Contribution$0 $115 per linear metre

NEW FEE Off-Site Improvements - Curb and Gutter

Contribution

$0 $60 per linear metre

NEW FEE Off-Site Improvements - Gravel Alley Contribution


NEW FEE Off-Site Improvements - Asphalt Alley

Contribution



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Engineering Right of Way TRANSFER to Capital Fund 27,000

Total Expenses 27,000 0 0 0Engineering Right of Way User Fees- External (27,000)


Sidewalk, Curb and Gutter Contributions will be transferred to 7035119, where as the alley contributions will be transferred to 7121000.

Summary of revisions to the Office of the City Engineer - PUBLIC WORKS User Fee Schedule:

Should Council approve all submitted fee changes and additions, Administration expects to have all changes and additions implemented and running in our systems by April 1, 2021.

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CLT Office Office of the City Engineer Classification [3] Budget Enhancement

Department Engineering Category [M] Service Enhancement


One-Time Funding for a Temporary General Accounts Payable Clerk PositionThe funding request for a temporary General Accounts Payable Clerk position reflects the current and future needs to address the consistent increase in the number of invoices over the past few years. Invoice volumes have increased over 75% since 2011 and in addition, the recent changes to The Construction Lien Act (prompt Payment Clause) has further tasked resources. Administration requests that this position be funded on a temporary heavy workload basis, while the Corporate Accounts Payable Process review is conducted.


One-Time Funding: A maximum of $58,203, representing one year's salary and benefit costs.

Issue DetailThe Administration area of the Engineering Department provides services to all of Public Works. With a staff complement of four clerks and one manager, the area processes a very high volume of invoices, construction progress payments as well as other payments such as travel expenses and membership and subscriptions fees.

The volume of invoice payments has increased over the past few years from approximately 9,300 in 2011 to over 15,000 in 2019 due to a general increase in the activities under Public Works as well as a reduction in use of the Corporate Purchasing Card. The resulting increased workload exceeded the capacity of the staff to process a substantial number of payments in sufficient time to take advantage of discounts offered by some vendors for early payment as well as to comply with payment terms resulting in late payment charges.

In line with the increased workload, the incumbent in the Payroll Accounting Clerk position has been assigned additional duties including the processing of invoice payments.

With the move to the new City Hall, two of the Administrative Support staff are now located on the second floor. With the second floor being the location where direct customer service related to Development and Right-of-Way is delivered, these positions now report to the Manger, Right-of-Way. The increased Development and Right-of-Way related work now being assigned to one of these positions has also resulted in additional accounting functions being assigned to the incumbent in the Payroll Accounting Clerk position.

Implementation of the Workforce Management System will reduce the requirement for positions with payroll and payroll related functions. In line with this, the division's Payroll Accounting Clerk position was eliminated during the 2019 Operating Budget with Budget Issue 2019-0355 and was given temporary funding from the Budget Stabilization Reserve to cover the costs associated with retaining the Payroll Accounting Clerk position during 2019 and 2020.

After the work for the Payroll Accounting Clerk position is removed, the capacity to continue accounts payable workflow with the same efficiencies needs to be retained. This is the rationale for requesting one-time funding for a temporary General Accounts Payable Clerk position. If necessary, a future budget issue requesting to make this position permanent may be forthcoming.

STABILITY and SUSTAINABILITY:Addition of a General Accounts Payable Clerk position aligns with strategic direction approved by Council, specifically the

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Engineering PW Engineering-Admin.

Other Pay 58,203

Total Expenses 58,203 0 0 0Engineering PW

Engineering-Admin.



strategic theme/objective of “Responsive Effective Local Government” through efficient and effective municipal service delivery. The consistent increase in the need for administrative services over the past years has created operational challenges and not adding this position would be a significant reduction in customer service.

82





Temporary CEP Project Administrator PositionThe City of Windsor's Community Energy Plan (CEP), approved by Council with CR426/2017, outlines the need for a full-time CEP Project Administrator to support the Environment Sustainability and Climate Change Office for numerous functions such as public engagement and outreach, implementation of CEP action items and seeking funding for initiatives. This position has been funded on a temporary basis from the Budget Stabilization Reserve (BSR) since June 2018. This request is being made, to continue the position temporarily in order to perform and achieve all of the necessary functions described in the Community Energy Plan.


One-Time Funding: Up to $96,013 for one year from the Budget Stabilization Reserve.

Issue DetailIn July 2017, City Council approved the Community Energy Plan and Corporate Climate Action Plan via CR426/2017. The Community Energy Plan (CEP) looks at all activities and recommends strategies for a smart energy future. The CEP is a long-term plan that identifies ways to support Windsor’s local economy by increasing competitiveness, creating jobs in the energy sector, and serves as a business retention strategy. The CEP also identifies ways to improve energy efficiency, improve energy security, and reduce greenhouse gas emissions while contributing to the overall quality of life of the Windsor Community.

The CEP sets ambitious and transformative targets to support the global efforts to keep global temperature increases within 1.5C. Targets:1. Reduce per capita primary energy uses by 40 % from 2014 baseline by 2041; and2. Reduce per capita GHG emissions by 40 % from 2014 by 2041.

The CEP also highlights that in 2014, $842 million was spent on energy in the Community and without action this cost will likely increase to somewhere between $1.8 billion and $3.2 billion by 2041.

In November 2019, City Council unanimously declared a Climate Change Emergency (CR570/2019). In response to the Climate Change Emergency, the Acceleration of Climate Change Actions in response to the Climate Change Emergency Declaration was presented to City Council in May 2020 (CR187/2020). This report outlines Priority 1 mitigation actions required to put the City of Windsor on a path to meeting the current approved targets. This report also further recommends establishing the CEP Project Administrator as a full-time position.

During the Throne speech in September 2020, the federal government reaffirmed their commitment for Canada to exceed Canada’s 2030 targets and be net-zero by the year 2050. Municipalities have influence over roughly 50% of greenhouse gas emissions in Canada. The federal targets can not be reached without municipal action and financial support. The CEP Project Administrator is positioned well to leverage opportunities as put forth from the federal government.

In order to meet the City of Windsor’s current GHG targets, the CEP calls for the need for a full-time CEP Project Administrator to support the Environment Sustainability and Climate Change Office. In 2018, a temporary 2-year CEP Project Administrator was approved with a one year extension in 2020. The CEP Project Administrator duties include

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Engineering Environmental Quality Services


Engineering Environmental Quality Services


public engagement and outreach, internal staff education, implementation of CEP action items, ensuring various policies and planning documents support the CEP, working with external community partners, seek funding for initiatives, and regularly monitor and report on progress. The above targets cannot be met with the implementation of the CEP as a secondary focus of a position. A full-time staff person provides the best chance of achieving the CEP targets.

The City of Windsor has been awarded a number of grants under the Federation of Canadian Municipalities (FCM) Municipal Climate Innovation Program (MCIP), 3 of which support the CEP actions. The CEP Project Administrator is currently in the process of applying for additional grant opportunities. One of the grant opportunities, through FCM’s Community Efficiency Financing grant, if successful, will allow for the recovery of staff time, representing approximately 75% of the planned CEP Project Administrator’s time in 2021.

The CEP outlines the economic and environmental benefits from taking immediate actions on the CEP, every year a delay in implementation reduce the economic and environmental benefits of the CEP. The temporary CEP Project Administrator started in June 2018 and has focused on the background work, detailed business plans and studies to take the CEP strategies from ideas to implementable actions.

The current Environmental Sustainability and Climate Change Office has 2 FTEs responsible for the implementation of the Environmental Master Plan, Climate Change Adaptation Plan (under redevelopment) and Windsor Essex County Environment Committee (WECEC). The current staffing levels are insufficient to implement all 3 plans while continuing to engage the public and external stakeholders. A survey of similar-sized municipalities to Windsor illustrated that staffing levels for the initiatives undertaken by Windsor’s Environmental Sustainability and Climate Change Office is exceeded by its’ peers.

Personnel within the Environmental Sustainability and Climate Change are critical for grants that require GHG Assessments, as there are no other individuals within the City that have the knowledge to complete this requirement. A Climate Lens assessment is required for any Infrastructure Canada grant in excess of $10 million dollars. For example, The Disaster Mitigation and Adaptation Fund grants, involved the Supervisor, Environmental Sustainability and Climate Change, providing statistical information on the extreme weather events experienced by the City and the social and economical impact on residents as well as the possibility of reoccurrence of these events, potential negative impacts and an evaluation of proposed remedial efforts. Federal payments are withheld on these grants until GHG Assessments are completed.

As Triple Bottom Line Plus is rolled out to the organization to support the evaluation of proposed projects, staff will be relied upon to provide guidance in establishing social and environmental criteria. This group will be the subject matter experts in providing suitable evaluation criteria in assessing project impacts to City of Windsor residents, environmental impacts, energy consumption and efficiency. They will represent the City’s position with respect to these areas and conduct evaluation of proposals. Without their involvement, the creation and execution of this assessment will be incomplete and delay the project and access to possible funding opportunities that exist.

Council, with Budget Issues 2018-0320, 2019-0218 and 2020-0167-, approved the necessary funding for this position for 2018 through 2020. Administration is recommending that the CEP Project Administrator position now be established on a permanent basis.

Administration requests that one-time funding totaling $96,013 be provided to the department to continue funding it on a temporary basis for another one-year increment. With report S107/2020, the City applied for FCM CEP Grant. If this grant is approved, 75% of this position can be recovered, potentially reducing the amount of one time funding required.

It should be known that there will be a need to fill this position on a permanent basis in the future.

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Engineering Environmental Quality Services Other Pay 95,133

Total Expenses 96,013 0 0 0Engineering Environmental

Quality ServicesTRANSFER From Reserve Funds (96,013)


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Temporary Technologist I PositionA temporary Technologist I position is being requested to address the 140% increase in permits issued and 212% increase in development services required by Engineering since 2010. These increases have resulted in significant operational challenges and not adding the position would result in a reduction in productivity and a significant reduction in customer service resulting in longer wait times for Development Services within the Engineering Department. This position was approved temporarily in the 2020 Operating Budget (BI 2020-0351).



Issue DetailThe ROW Division is responsible for issuing and managing all permits for works in the public right-of-way (sewers, hoarding, moving, encroachments, sidewalk cafes, utilities, etc...) as well as managing the city-wide private drain replacement program, the basement flooding protection subsidy program, the bench advertising contract, and the annual sewer surcharge review. The ROW area also reviews development applications including subdivisions, site plan control, alley closures, rezoning, Official Plan (OP) amendments, committee of adjustments, pre-submissions and storm water management reports. Other cities have entire departments dedicated only to utility permits like Chatham-Kent, Hamilton and Ottawa,

The division generates over $1.1 million in revenues annually. The corresponding workload is currently handled by one Technologist I, one Technologist II, one Technologist III and two permit clerks reporting to one Manager. With the increasing industry demands, the division continues to struggle to provide adequate customer service even with the two temporary contract Technologist I positions for Bell in place since 2017 (CAO 3823). The one temporary heavy workload positions end August 1st 2020 and the second position is expected to end on December 31st 2020.

In 2010, the ROW area had the same number of positions as today. The number of permit/development applications have increased since 2010, as shown in the following table:

Type 2010 2019Utility Permit Applications Level 1 0 658Utility Permit Applications Level 2 0 51BFPSP Applications 0 1608311 Complaints/Issues (Public Obstruction) 0 1196Sewer Permits 433 758Driveway Permits 394 801PW Permits 211 280Planning Applications 68 150Encroachment Applications 31 94PDC Replacement Agreements 29 76Sidewalk Cafe Applications 24 25

The number of permits, applications, workload and development related services has progressively increased over the

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BuildingPermit

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Engineering Right of Way Computer Maintenance 480

Engineering Right of Way Computer Rental - INTERNAL 1,000

past 9 years. This is reflected in the number of permits issued annually which was 1,038 in 2010, and has increased to 2,497, in 2019. This represents a 140% increase. The trend continues with development services (site plan control, rezoning, etc...) going from 48 in 2012 to 150 in 2019, which represents a 212% increase. Additionally, from 2012 to 2019, the budget for permits has increased from $276,008 to $617,429 with no complementary increase to the staff establishment. The number of permits, by year, from 2010 to 2019, is provided in the table below.

Number of Permits, by Year

Year # of Permits 2019 2,4972018 2,128 2017 2,019 2016 2,230 2015 2,392 2014 2,167 2013 1,578 2012 1,210 2010 1,038

As a result, it is recommended that a temporary Technologist I position be established. The duties of the position would include the following responsibilities:

• Utility Permits – review and issue approvals for utility permits. Receive and respond to residents complaints relating to utilities permits. Undertake technical analysis and the preparation of written reports relating to development applications for re-zonings, site plan control, plans of subdivision and condominium conversions, encroachment applications and review permit requests.• Must represent the Corporation and liaise with Consultants, Provincial and Federal government officials, railway companies, and utilities during the construction of assigned projects.• Provide departmental representation to various committees, including Standing Committees and Site Plan Review. • Responsible for various technical assignments, which involve the design and preparation of specifications, cost estimates, and tender documents, and the administration of contracts for the construction of roads, sewers, and other municipal projects, and related assignments. • Represent the Corporation and liaise with Consultants during the construction of assigned projects.• Research, prepare reports and other written correspondence.

In keeping with the standard collective approach within the overall Engineering Department, the Technologist I would recover 25% of their time through capital projects.

The net cost to the department for a Technologist I is therefore estimated at $72,828, net of recoveries.

Adding this position coincides with strategic direction approved by Council, specifically the strategic theme/objective of “Responsive Effective Local Government” through efficient and effective municipal service delivery. The 140% increase of permits issued over the past 9 years has created operational challenges and not adding the position would result in a reduction in productivity and a significant reduction in customer service resulting in longer wait times for development services within the Engineering Department. The end of the two temporary Technologist I contract positions in August 2020 and December 2020 will further reduce staff in the ROW area. The increased exposure to Substandard Service Delivery enterprise risk, identified as a priority in the 2016-2017 assessment, can be mitigated through the addition of this position.

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Engineering Right of Way Other Pay 95,131Total Expenses 96,611 0 0 0

Engineering Right of Way TRANSFER From Reserve Funds (72,828)

Engineering Right of Way Work Auth Recovery INTERNAL (23,783)


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Year Budget Actual Variance2016 $58,167 $72,922 ($14,755) deficit2017 $58,167 $71,042 ($12,875) deficit2018 $79,824 $84,671 ($4,847) deficit2019 $79,824 $83,055 ($3,231) deficit

2020 *projected $85,668 $75,668 $10,000 * projected surplus


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Public Works Fleet Licenses 12,837Total Expenses 12,837 0 0 0Net Total 12,837 0 0 0



Department Public Works Category [B] Legislated

Division Fleet Status Public

Increase for Vehicle Licencing CostsThis issue reflects the increased legislated licencing costs for all City vehicles including additional vehicles and increased MTO costs for replacement plates.



Issue DetailThe Fleet Division licences all vehicles in the corporate fleet. This budget issue addresses cost increases related to legislated increased licencing costs, licencing of new vehicles and replacement plates that are worn out or damaged in operation and will bring the budget in line with actuals.

Historical budget increases received for licencing costs:

** 2013 - increase of $11,639** 2018 - increase of $16,833

5-Year Trend Analysis (Licencing):

It should be noted, for 2020, licencing costs were reduced as a result of delays in renewing licences for the year as prorated by Service Ontario in response to COVID-19 related closures and delays.

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Department Public Works Category [C] Contractual

Division Contracts, Field Services & Maintenance Status Public

Increased Contract Costs for the Winter Maintenance of Municipal RoadsThis issue reflects the net increase in annual contractual costs for the winter maintenance of municipal roads including contracted services awarded under tender 114-15, supply of salt brine awarded under tender 127-17, application of salt brine awarded under tender 132-17, and the supply of salt contracted under contract order #4708. CPI rates for all items excluding food and transportation from September 2019 to September 2020 were used to develop this issue.



Issue DetailCONTRACTED WINTER MAINTENANCE SERVICES:

CR186/2015 approved the award of a new tender, #114-15, for the winter maintenance of municipal roads for a seven (7) year term beginning with the 2016/2017 season subject to annual adjustments based on special inflation indexing as outlined in the contract. There is an option to extend an additional three 1-year terms subject to annual CPI increases under the contract.

There are two components to the tender cost subject to annual price adjustment, the guaranteed payment component (fixed cost) and the additional costs (variable cost) based on winter conditions estimated based on historical data. Labour and equipment to provide winter maintenance of municipal roads - Crawford Yard (Tender 114-15):2020/2021, Total Tender Price, $879,918 (including non-refundable HST)2019/2020, Total Tender Price, $889,724 (including non-refundable HST) 2021 DECREASE IN CONTRACT COSTS FOR CRAWFORD YARD ($9,806)

Labour and equipment to provide winter maintenance of municipal roads - Environmental Services Yard (Tender 114-15):2020/2021, Total Tender Price, $1,495,240 (including non-refundable HST)2019/2020, Total Tender Price, $1,511,872 (including non-refundable HST) 2021 DECREASE IN CONTRACT COSTS FOR ENVIRONMENTAL SERVICES YARD ($16,632)

SALT AND BRINE:

The cost of supplying salt and brine for winter control will increase for the 2020/2021 season.

Over the past several years, the average tonnes of salt used in winter maintenance has been 15,700. The 2021 budget increase for this tender (50-07) is $26,361 (including non-refundable HST).

The salt contract was extended for an additional five winter seasons, 2016/2017, 2017/2018, 2018/2019, 2019/2020 and 2020/2021, with approval given in CR228/2016.

TENDER 127-17 Supply of Salt Brine and TENDER 132-17 Application of Salt Brine:

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Year Budget Actual Variance2016 $4,105,333 $4,244,769 ($139,436) deficit2017 $4,787,745 $5,554,639 ($766,894) deficit2018 $4,909,298 $4,989,042 ($79,744) deficit2019 $5,165,912 $5,202,379 ($36,467) deficit

2020 *projected $5,141,859 $4,791,859 $350,000 *projected


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Public Works PW Maintenance Contracted Services (26,438)

Public Works PW Maintenance

Infrastructure Maint. Material 26,749

Total Expenses 311 0 0 0Net Total 311 0 0 0

New for the 2017/2018 season is the separation of the supply and application of the salt brine. There are now separate providers related to the two tenders which closed in 2017.

There will be a slight increase in the brine rates for the 2020/2021 season equating to a required budget increase of $388.

2020/2021 cost = $178,868 (including non-refundable HST)2019/2020 cost = $178,480 (including non-refundable HST)2018/2019 cost = $176,953 (including non-refundable HST)2017/2018 cost = $172,484 (including non-refundable HST)2016/2017 cost = $145,243 (including non-refundable HST)2015/2016 cost = $145,243 (including non-refundable HST)

It should be noted, the operating budget for winter maintenance is based on average winter conditions. Any changes in the average winter conditions will cause an operating budget variance.

Performance IndicatorsThe 2019 operating costs for winter maintenance of roadways per lane km maintained in winter are calculated at $2,451 which is currently well below the 2019 MBNC median of $5,682.

CPI Rate Assumptions:CPI rates for all items excluding food and transportation September 2019 to September 2020 were used to develop this issue as September CPI is normally used to calculate seasonal contract rates effective November 1 each year. The CPI for the period September 2019 through September 2020 all items excluding food is 0.3% and transportation is (0.2)%.

5-Year Trend Analysis (Winter Control)

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Year Budget Actual Variance2016 $642,179 $630,932 $11,247 surplus2017 $651,337 $616,229 $35,108 surplus2018 $657,850 $637,229 $20,621 surplus2019 $694,675 $671,894 $22,781 surplus2020 $708,569 $708,569 * $0 * * projected



Department Public Works Category [C] Contractual

Division Traffic Operations & Parking Status Public

Increased Parking Enforcement Contract Costs (Tender 68-18)This issue reflects the increased cost for 2021 based on the contractual escalation clause in the parking enforcement contract effective January 1, 2019 approved by Council December 17, 2018, CR637/2018.



Issue DetailThe current Parking Enforcement contract came into force January 1, 2019 and shall remain in force until December 31, 2023 unless terminated early in accordance with the terms set out in the contract. The escalation factor as defined in the contract is equal to an annual adjustment to the service fee based on the percentage change in the Consumer Price Index (CPI) for the preceding twelve (12) month period. The CPI for the period October 2019 through October 2020 is 0.7%.

The 2020 budget for parking enforcement is $708,569, and the 2021 budget will need to be increased to $713,529 to account for the required 0.7% CPI adjustment. This equates to an increase of $4,960.

Performance IndicatorsThe 2019 gross number of tickets issued per Parking Enforcement FTE is 7,509 which is currently above the 2019 MBNC median of 4,002. The 2019 gross enforcement cost per ticket is calculated at $20.02 which is currently below the 2019 MBNC median of $22.02.

CPI Rate Adjustment:CPI rates for all items October 2019 to October 2020 was used to develop this issue. The 2021 contract adjustment will be calculated on the CPI all items rate for December 2019 to December 2020. CPI rates are especially volatile at this time, and the rate changes that will be experienced when the contract renews in January 2021 are hard to predict due to the ongoing pandemic. There is a risk that rates will differ significantly from the October rates used to calculate this budget increase causing a contract expenditure variance for 2021.

5-Year Trend Analysis (Enforcement Contract)

92


Levy

BuildingPermit

Reserves

Off StreetParking

Reserves


Public Works Parking Enforcement Contracted Services 4,960


93


Levy

BuildingPermit

Reserves

Off StreetParking

Reserves


Engineering Design & Development


Public Works PW Contracts TRANSFER From Reserve Funds (10,676)



Department Public Works Category [F] Revenue Reduction

Division Administration - Public Works Status Public

Recovery Adjustments Related to Public Works Recoverable StaffThis issue addresses the adjustments required to accurately budget recoveries from other sources for all applicable Public Works Staff in all Divisions. Recovery adjustments are required annually to address fluctuations in salary, equipment, and vehicle budgets over the prior year as a result of equipment rental rate adjustments and staff vacancies, recruitments, and step progressions. Revenue funding sources include the Sewer Surcharge fund, On-Off Street Parking fund, capital programs, and dedicated reserves.



Issue DetailThis issue addresses the adjustments required to accurately adjust recoveries from other sources related to all applicable recoverable Public Works staff in the Contracts, Field Services, and Maintenance, Parking, Fleet, Technical Support, and Environmental Services Divisions. Recovery adjustments are required annually to address changes in salary due to position vacancies and recruitments, and changes in equipment and vehicle rental rate budgets over the prior year. Revenue funding sources include the Sewer Surcharge fund, On-Off Street Parking fund, capital programs, and dedicated reserves.

Any decreased staff recovery allow for increased available capital funding for project work. The overall impact of the decreased capital work auth recoveries in this budget issue is an overall increase in the capital funding available for project work of $53,410 spread over all capital projects and programs impacted within several departments and divisions including Engineering, Transportation Planning, Contracts, and ROW Maintenance.

It is recommended that one-time funding for 2021 be provided to fund the budget increase related to the levy-related recovery adjustments of $52,688. Adjustments related to Off Street Parking and Sewer Surcharge funded operations will come from those reserves, respectively.

Reserve Impact:Should Council accept the submitted adjustments, the budget for the annual transfer to the On-Off Street Parking Reserve will increase by $28,914. The balance in the On-Off Street Parking reserve at December 31, 2019 was $1,532,078.

94


Levy

BuildingPermit

Reserves

Off StreetParking

Reserves


Public Works PW Contracts Work Auth Recovery INTERNAL 14,208

Public Works PW Enforcement


Public Works PW Enforcement


Public Works PW Field Services






Public Works Fleet TRANSFER From Reserve Funds (6,702)

Public Works On-Off Street Parking

On/Off Str Pkg-Intrnl Recovery 28,914

Public Works Technical Support


Total Revenues 0 0 0 0Public Works PW

Enforcement (Sewer Surcharge)


Public Works PW Field Services (Sewer Surcharge)


Public Works On-Off Street Parking (Prkg Reserve)


Public Works Technical Support (Sewer Surcharge)


Total Expenses 0 0 (28,914) 22,934Net Total 0 0 (28,914) 22,934

95

Year Budget Actuals Variance2016 $45,699 $66,322 ($20,623) deficit2017 $46,471 $94,525 ($48,054) deficit2018 $46,471 $103,574 ($57,103) deficit2019 $46,471 $86,277 ($39,806) deficit

2020 *projected $85,000 $110,000 ($25,000) * projected deficit



Department Public Works Category [G] Line Item Increase


Increase in Gravel Maintenance BudgetThis issue requests an increase for the gravel maintenance budget as costs related to this service have steadily increased since 2010. Costs have increased 67% for granular materials and from 4% to 54% for various contracted equipment and operators. Administration reallocated funding to the gravel service from miscellaneous surplus accounts in 2020 leaving a shortfall in funding of approximately $25,000 to complete the annual service required. 320kms of gravel shoulder and 56 lane kms of gravel road are currently maintained in the City annually, including grading twice yearly, general monitoring, and required pothole repairs.



Issue DetailPublic Works Maintenance Division currently maintains approximately 320km of gravel shoulder and 56 lane kms of gravel road. Gravel maintenance is a legislative and critical service for the City’s infrastructure.

Gravel maintenance consists of grading of gravel shoulders and gravel roads and gravel pothole filling. Gravel grading is carried out twice per year on all rural cross-section roads. In addition, City crews monitor and repair potholes on an as-needed basis throughout the city.

The gravel maintenance service has not received increased budget dollars for contracted services in over a decade. Since 2010, the cost of gravel has increased $6/tonne or 67%, and the cost of various equipment/operators has increased from 4% for graders to 54% for bobcats. A budget reallocation was completed in 2020 to assign more dollars to this service taken from other miscellaneous accounts with surplus funds, however, there were not adequate funds available leaving the department short approximately $25,000 annually to complete the required services.

5-Year Historical Data:

96


Levy

BuildingPermit

Reserves

Off StreetParking

Reserves


Public Works PW Maintenance Contracted Services 25,000


97



Department Public Works Category [G] Line Item Increase

Division Environmental Services Status Public

Budget Increase for Landfill Tipping Fees and EWSWA Fixed CostsThis issue adjusts the City's tipping fee and EWSWA fixed cost budgets for 2021 for an overall 4.1% increase over 2020 budgeted amounts as approved by the EWSWA Board at their meeting of November 3, 2020. This issue also adjusts the City's tipping fee budget for increased tonnage based on a review of average historical tonnage rates and expected tonnage to be delivered to the landfill for 2021.



Issue DetailThe Essex Windsor Solid Waste Authority (EWSWA) uses a hybrid method to recover their costs. Municipalities are assessed a fixed amount for the year based on uncontrollable costs related to the landfill (i.e. debenture payments, administrative costs, compensation to host municipality). The remainder of the costs are recovered by way of tipping fees for every tonne of refuse delivered to the landfill.

At their November 3rd, 2020 meeting, the EWSWA Board approved a 4.1% increase to their operating budget comprised of the following increases to the City and County municipalities:

a) A $1.00 increase in the per-tonne fee assessed on refuse delivered for disposal from the 2020 rate of $38.00 to the 2021 rate of $39.00 - $103,950; and

b) An increase in the fixed amount assessed to municipalities based on population of $407,300

Additionally, the EWSWA budget included projected increases in municipal tonnage being delivered to the landfill resulting in a year-over-year increase of $95,550 in municipal tipping fees at the 2021 rate of $39.00 per tonne.

This issue adjusts the City's tipping fee and fixed cost budgets to the required amounts for 2021.

Summary of 2021 Budget Adjustments: Fixed Costs Tipping Fees Total

2020 Budget 4,640,815 2,052,000 6,692,815 2021 EWSWA Budget Increase @ 4.1% 221,863 54,000 275,863 Add: 1,800 tonnes @ $39 per tonne n/a 70,200 70,200 ----------------- ---------------- ----------------

2021 Budget based on EWSWA Projected Costs 4,862,678 2,176,200 7,038,878 2020 Budget 6,692,815 ----------------2021 Budget Increase Required 346,063

98

Year Landfill Tipping Fees - Fixed Cost Fees - TOTAL ACTUAL2016 $2,172,562 $4,104,468 $6,277,0302017 $2,390,443 $4,089,300 $6,479,7432018 $2,256,678 $4,208,649 $6,465,3272019 $2,373,319 $4,407,225 $6,780,544

2020 * Projected $2,352,000 $4,640,815 $6,992,815 *projected actuals


Levy

BuildingPermit

Reserves

Off StreetParking

Reserves


Public Works Environmental Services

Fees and Service Charges Exp 221,863

Public Works Environmental Services Landfill Tipping Fees 124,200


5-Year Trend Analysis - Actual City of Windsor Landill Tipping Fee and Fixed Costs:

99



Department Public Works Category [H] Line Item Reduction


Reduction in Waste and Recycling Collection Contract CostsNew 7-year contractual agreements with Green for Life (GFL) for the City's waste and recycling collection were approved by Council in CR 95/2016. This issue reflects the annual contract adjustment related to the escalation factor (CPI and average diesel pricing) for the waste and recycling contract costs for 2021.



Issue DetailThe contract for the City's recycling collection services expired Feb 26/17 and the contract for the City's waste collection services expired Nov 17/17. New 7-year contractual agreements with Green for Life (GFL) for the City's waste (Tender 143-15) and recycling (Tender 142-15) collection were approved by Council in CR 95/2016. This issue reflects the annual contract adjustment related to the escalation factor (CPI and average diesel pricing) for the waste (Tender 143-15) and recycling (Tender 142-15) contract costs for 2020.

GARBAGE/YARD WASTE

As per the waste collection contract agreed to between the City of Windsor and GFL, the tonnage rate charged by the outside contractor for refuse and yard waste collection is to be reviewed annually and will increase/decrease based on a ratio involving the Consumer Price Index (CPI) and Average Diesel Fuel Prices for Windsor.

90% of the Tonnage rate is increased at the rate of the "all items" CPI rate for the previous 12-months, or 0.7% as at October 31, 2020. 10% of the tonnage rate is increased at the rate of change in diesel prices for the preceding 12 months, or (15.00%) as at November 23, 2020 vs. 2019.

RECYCLING

As per the recycling collection contract agreed to between the City of Windsor and GFL, the monthly rate charged by the outside contractor for recycling collection is to be reviewed annually and will increase/decrease based on a ratio involving the Consumer Price Index (CPI) and Average Diesel Fuel Prices for Windsor.

90% of the monthly recycling collection fee is increased at the rate of the "all items" CPI rate for the previous 12-months, or 0.7% as at October 31, 2020. 10% of the monthly recycling collection fee is increased at the rate of change in diesel prices for the preceding 12 months, or (15.00)% as at November 23, 2020 vs. 2019.

It should be noted, adjustments for the recycling collection are fully refundable to / recoverable from EWSWA.

BULK COLLECTION

As per the waste collection contract agreed to between the City of Windsor and GFL, the weekly rate charged by the outside contractor for bulk collection is to be reviewed annually and will increase/decrease based on a ratio involving the Consumer Price Index (CPI) and Average Diesel Fuel Prices for Windsor.

100


Levy

BuildingPermit

Reserves

Off StreetParking

Reserves


Public Works Environmental Services Contracted Services (50,269)

Total Expenses (50,269) 0 0 0Public Works Environmental

Services


15,846


90% of the Tonnage rate is increased at the rate of the "all items" CPI rate for the previous 12-months, or 0.7% as at October 31, 2020. 10% of the tonnage rate is increased at the rate of change in diesel prices for the preceding 12 months, or (15.00%) as at November 23, 2020 vs. 2019.

Note: Recalculated 2021 contract rates are approximately 0.87% lower than the 2020 contract rates due to CPI and Fuel escalation.

CPI and Fuel Indexing Rate Assumptions:The CPI rate for all items October 2019 to October 2020 and the average diesel fuel pricing 2019 versus 2020 as at November 23 were used to develop this issue. CPI and fuel rates are especially volatile at this time, and the rate changes that will be experienced at the time the waste and recycling contracts renew in January 2021 are hard to predict due to the ongoing pandemic. There is a risk that the December 2020 final rates will differ significantly from the October rates used to calculate this budget reduction causing contract expenditure variances for 2021.

101

Year Budget Actual Variance2016 $707,347 $600,634 $106,713 surplus2017 $707,347 $601,552 $105,795 surplus2018 $707,347 $600,634 $106,713 surplus2019 $707,347 $600,634 $106,713 surplus






Reduction in Contracted Services Budget for Landfill #3 Perpetual CareThis issue reduces the perpetual care budget for Landfill #3 as there have been consistent surpluses for this service in excess of $100,000 for the past 5-years. Surpluses have been typically transferred to a reserve account at year-end each year, and Administration feels that the reserve balance is sufficient to offset any future increases in the cost of care for some time.



Issue DetailLandfill # 3, located in the former Maidstone Township, was closed in 1997. The perpetual care costs associated with this landfill are the responsibility of the municipalities that contributed waste to it while it was open, namely the City of Windsor, Town of Tecumseh and Town of Lakeshore. Initially Landfill Perpetual Care costs were quite volatile. As a result, budgets were set slightly higher than anticipated with the thought that any surplus could be placed in reserve to compensate for fluctuations in future years.

The reserve is expected to have a balance of approximately $195,000 as of December 31, 2020, after all year-end transfers have been made. Actual perpetual care costs have been relatively unchanged for the last 5 years at approximately $600,000 annually. The budget for this area has also remained unchanged at $707,347. Administration recommends reducing the budget by $100,000 and eliminating the contribution to reserves going forward, until such time as may be needed in the future.

Reserve Impact:Administration expects to have a surplus again for 2020 which will add another estimated $100,000 to the current reserve balance. Should this issue be accepted, no additional deposits to the reserve are expected going forward. The reserve balance is expected to be approximately $195,000 after all year-end transfers have been made.

5-Year Historical Data - Contracted Services:

It should be noted, year-end variances in this account are transferred to the Perpetual Care reserve account with transfers made to the reserve most years a surplus was realized.

102


Levy

BuildingPermit

Reserves

Off StreetParking

Reserves




103




Levy

BuildingPermit

Reserves

Off StreetParking

Reserves








Reduction in Leachate Treatment CostsThis issue reduces the treatment service budget related to leachate in landfill #3 as the account has had surpluses for more than 5-years.



Issue DetailLeachate treatment services related to landfill #3 are performed by Pollution Control and charged back to the three municipalities that were using the landfill when it was closed, namely Windsor, Tecumseh, and Lasalle. Historically, the cost to treat the leachate has been lower than the budget, and as such, Administration recommends a reduction in this account.

5-year Historical Data:

104





Addition of Front End Loader Garbage Packer and Waste Collection for Windsor-Essex School BoardsOn June 1, 2020, Council approved the addition of one front end loader garbage packer to the dedicated corporate fleet, report C 117/2020, CR 277/2020. On August 24, 2020, Council approved the signing of an agreement with both the Greater Essex County School Board (GECSB) and the Windsor Essex Catholic District School Boards (WECDSB) for the collection of waste at schools located in Windsor and Essex County, report C 117/2020, CR 423/2020. This budget issue makes all approved adjustments to revenue and expense accounts for 2021 in Environmental Services.



Issue DetailOn June 1, 2020, through CR 277/2020, Council approved the addition of one front end loader garbage packer to the dedicated corporate fleet. Additionally, on August 24, 2020, through CR 423/2020, Council approved the signing of an agreement with both the Greater Essex County School Board (GECSB) and the Windsor Essex Catholic District School Boards (WECDSB) for the collection of waste at schools located in Windsor and Essex County. This budget issue makes the appropriate adjustments to the Operating Budget for the impacted accounts.

The Environmental Services division has been collecting Greater Essex County School Board (GECSB) and Windsor Essex Catholic District School Board (WECDSB) schools within the City limits, which includes 11 GECSB schools and 18 WECDSB schools based on 44 weeks in a standard collection year. Formalization of the current agreement includes collection expansion to all 46 schools of the GECSB and 39 schools of the WECDSB, throughout the City and County.

The agreement requires the collection fee to remain fixed for the first 2 years of the 3-year agreement subject to annual adjustments in any subsequent years equal to the CPI and average fuel prices for the twelve-months immediately preceding the date of the fixed 2-year period.

The staff and truck costs related to the expanded school board collection are currently included in the annual expense budgets, therefore, no budget adjustments are required. There will be added tipping fees for additional tonnage collected of approximately $12,289 per year.

In addition to the regular ongoing operating expenses to provide the FEL service under this agreement, the City is required to purchase 85 FEL bins and 4 roll off bins at a cost of approximately $86,187 including non-refundable HST. All bins will be purchased through the capital budget and will be repaid with annual payments from the Environmental operating budget over 7-years (2020 through 2026) at a rate of $12,312 per annum plus applicable annual capital financing cost repayment, total annual estimate is $15,000.

Operating budget expenses related to the addition of the front-end loader are also included in this issue. The front-end loader addition will ensure the division can fulfill contractual obligations to the school board and other service groups such as condominiums. Addition of the front-end loader will also allow for future expansion of services to existing customer groups including internal City departments.

Overall, the Environmental Services division will see a net revenue increase of $61,360 related to the addition of the

105


Levy

BuildingPermit

Reserves

Off StreetParking

Reserves


Public Works Environmental Services Landfill Tipping Fees 12,289


TRANSFER to Capital Fund 15,000


VehicleRent-Dedicated INTERNAL 85,159


VehicleRent-TempOther INTERNAL

(41,624)

Public Works Fleet Depreciation 40,704Public Works Fleet Licenses 2,069Public Works Fleet Motor Fuels 28,680Public Works Fleet Outside Vehicle Parts 1,500Public Works Fleet Vehicle Repairs 19,000

Total Expenses 162,777 0 0 0Public Works Environmental

Services User Fees- External (138,978)

Public Works Fleet Lease & Rental Revenue (85,159)


front-end loader and new waste collection services.

Department Dept ID Position Title Employee Class FTEPublic Works Environmental

ServicesWaste Collection Operator Regular Full-Time 0.0

Total: 0.0

106



107



108



109





Decrease in Fuel Costs, All TypesThis issue presents an option for a 2020 budget adjustments related to fuel pricing for Corporate Fleet, Parks, and Fire. Based on forecasts of analysts in the field, the cost of crude oil, and the average cost per litre for all fuel types for the month of November 2020. Administration recommends adjusting the per litre fuel pricing based on the average November pricing of $0.819 for unleaded (E10), $.916 for premium unleaded, and $0.814 for diesel and $0.669 for coloured diesel. Significant risks are present given the volatility in fuel prices with operating variances possible.



Issue DetailThe fuel budget is developed based on the projected fuel consumption for each fuel type. The corporate fleet utilizes regular unleaded (E10), premium unleaded, clear diesel and coloured diesel.

Fuel is tendered cooperatively and as a result, very competitive pricing is achieved. Fuel is received through a 5-year contract, with options to renew, that was tendered and awarded to Suncor Energy Products Partnership in late 2013 as per CR232/2013. The current contract is valid until 2022.

The budgeted price for fuel has fluctuated over the last 5 years and has ranged from $0.90 - $1.05 for unleaded and $0.80 - $1.00 for diesel. Coloured diesel is set at approximately $0.14 less per litre than clear diesel. Premium fuel was added in 2020 and will be budgeted separately effective January 1, 2021. While management has identified there being a risk associated with unforeseen price fluctuation, City Council approved to deal with any over expenditures in fuel as a budget variance noting that there were sufficient corporate contingency funds to address fuel variances.

The fuel budget in 2020 was developed based on the average year to date pricing experienced in 2019.

The average actual fuel prices for 2020 compared to the approved budgeted 2020 fuel prices are as follows:

Budgeted 2020 2020 YTD Avg Nov 2020 Price/Litre Price/Litre Avg as of Nov 30 Price/Litre

Unleaded (E10) $0.943 $0.815 $0.819Premium Unleaded N/A $0.907 $0.916Diesel $0.956 $0.794 $0.814Dyed Diesel $0.830 $0.648 $0.669

As with any forecast of a commodity's price for an entire year, fuel prices continue to be difficult to predict and variances could occur due to unforeseen price fluctuations. As a result of COVID-19, the Corporation has experienced significant impacts to both the quantity of fuel used and the price charged.

** ADMINISTRATION RECOMMENDED OPTION **Decreased Fuel Costs to the average November 2020 rates of $0.819 for Unleaded (E10), $0.814 for Diesel, and $0.669

110

Year Budget Actual Variance2016 $1,438,740 $999,655 $439,085 surplus2017 $1,349,756 $1,141,538 $208,218 surplus2018 $1,302,380 $1,536,915 ($234,535) deficit2019 $1,211,809 $1,163,150 $48,659 surplus

2020 *projection $1,322,133 $792,133 $530,000 *projected


Levy

BuildingPermit

Reserves

Off StreetParking

Reserves


Fire & Rescue Firefighting Motor Fuels (23,413)Parks & Facilities Parks

Operations Motor Fuels (22,117)

Public Works Fleet Motor Fuels (187,292)Total Expenses (232,822) 0 0 0

Public Works Fleet Fees and Recoveries INTERNAL 45,530


for Dyed Diesel and the addition of premium fuel at $916.

The recommended option would result in an overall budget decrease of ($187,292) related to Corporate Fleet, Parks, and Fire fuel.

Significant risks are present given the volatility in fuel prices with operating variances possible.

5-Year Trend Analysis (Motor Fuels & Lubricants Account 2115 - Corporate Fleet, Fire, and Parks):

* The 2020 projected surplus related to fuel is for both consumption and pricing and is directly attributable to the ongoing pandemic.

111





Annual Equipment Reserve Contributions for Corporate, Fire, and Parks Fleet ReplacementsThis issue recommends a $0 increase to the annual reserve contribution budgets for the Parks, Fire, and Corporate fleet equipment replacements to ensure sustainable reserve balances through to 2030 per the current 10-year replacement plans. For 2020, Council approved annual increases for each of five years 2020 through 2024 totalling $115,000 per year for all three replacement reserves. Administration has reviewed all replacements with particular focus on 2021 through 2023 to determine whether the 2021 increase could be avoided. Administration was able to adjust the replacement plans and eliminate the increase for 2021.



Issue Detail

The Fleet Division manages the vehicle/equipment reserves for replacement of the vehicles/equipment for Corporate Fleet (Fund 136), Parks (Fund 197), and Fire (Fund 163). To ensure sustainability in each of these reserves, full review of all equipment replacement plans for 10-years and a 10-year reserve projection is completed annually at budget time to assist in determining whether annual depreciation adjustments are required. For 2020, Council approved annual increases for each of five years 2020 through 2024 totalling $115,000 per year for all three replacement reserves. Administration has reviewed all replacements with particular focus on 2021 through 2023 to determine whether the 2021 increase could be avoided. Administration was able to adjust the replacement plans and eliminate the increase for 2021.

Beginning with 2020 budget development, a review of all replacement costing data for all reserves was conducted resulting in a required increase in many of the vehicle/equipment class costs based on cost increases Fleet experienced in 2019. In conjunction with the increased costing used for the fleet analysis, Administration calculated the replacement plans subject to 2% annual inflation increases. Administration has considered the increasing pricing, US exchange rates, and the continued uncertainty regarding potential tariffs and availability of some models of vehicles and equipment beginning in 2020 when making its recommendations. It should also be noted that significant price increases continue to impact fleet acquisitions and while Administration was able to eliminate the increase this year, there is a risk of an additional increase being required in the future to maintain the ongoing sustainability of the fleet replacement reserves.

Capital Budget ImplicationCapital replacements are reviewed annually along with the reserve projections, and approved for submission by the Fleet Review Committee. This operating submission is based on the current capital 10-year replacement plan funded from the dedicated reserve also being submitted for Council consideration, Projects OPS-001-15 (Parks), OPS-005-08 (Corporate), and FRS-001-07 (Fire).

112


Levy

BuildingPermit

Reserves

Off StreetParking

Reserves


Fire & Rescue Firefighting Depreciation (1)Parks & Facilities Parks

Operations Depreciation (1)

Public Works Fleet Depreciation (1)Total Expenses (3) 0 0 0Net Total (3) 0 0 0

113


2020 *projection $50,060 $50,060 $0 *projected



Department Public Works Category [I] Revenue Increase

Division Traffic Operations & Parking Status Public

Increase Annual Residential Parking Permit FeesThis issue increases annual residential parking permit fees from the current rates of $35 per year for the first vehicle, $20 per year for the second vehicle on the same contract, and $35 per year for visitors to $40 per year for the first vehicle, $25 per year for the second vehicle on the same contract, and $40 per year for visitors in 2021. This increase will bring Windsor's fees closer inline with other municipal comparators throughout the province.



Issue DetailThis issue is presented to increase annual residential parking permit fees from the current rate of $35 per year for the first vehicle, $20 per year for the second vehicle on the same contract, and $35 per year for visitors to $40 per year for the first vehicle, $25 per year for the second vehicle on the same contract, and $40 per year for visitors in 2021. This increase will bring Windsor's rate closer inline with other municipal comparators throughout the province. Rates increased $5/month in 2019, the first increase in over 10 years. In 2019, 2,492 permits were issued, which translates to a revenue increase of approximately $12,460 for this increase in the annual permit cost.

Comparator Municipal Rates:

Hamilton - $90.26 per vehicle per yearMississauga - 1st vehicle = $35 per year, 2nd vehicle = $50 per year, 3rd vehicle = $75 per year, each additional vehicle = $100 per yearKingston - $25 per month per vehicle ($300 per year) - convenience, $12 per month per vehicle ($144 per year) - no on site parking

5-Year Historical Data (Residential Permit Revenue):

114


Levy

BuildingPermit

Reserves

Off StreetParking

Reserves


Public Works Parking Enforcement

Parking Revenue - Resid - Perm (12,460)


115


Levy

BuildingPermit

Reserves

Off StreetParking

Reserves


Public Works On-Off Street Parking (Prkg Reserve)


Total Expenses 0 0 (34,565) 0Public Works On-Off Street

ParkingOn/Off Str Pkg-Intrnl Recovery 34,565

Public Works On-Off Street Parking

Other General Revenue (34,565)

Total Revenues 0 0 0 0Net Total 0 0 (34,565) 0



Department Public Works Category [I] Revenue Increase

Division On-Off Street Parking Status Public

Increase in Daily Rates for Parking Meter BagsThis issue provides an option to increase the daily rates charged to contractors working in areas with metered parking from $5.00 per day to $10.00 per day.



Issue DetailMeter bags are primarily sold to general contractors doing work in metered on-street parking locations.

If a meter is used throughout the day by the general public, the City would generate $15.75 per meter per day. Contractors currently pay $5 per day per spot. Therefore the City is potentially loosing $10.75 for each location per day. In 2019, the City sold 6,913 meter bags, translating into a potential loss on-street meter revenue of $74,314.75.

The request is being made to bring the fees inline with general public usage/revenue.

Reserve Impacts:Should Council accept this revenue increase, the budget for the annual transfer to the On-Off Street Parking Reserve will also increase by $34,565. The balance in the On-Off Street Parking reserve at December 31, 2019 was $1,532,078.

116



Department Public Works Category [M] Service Enhancement


Extension of a Temporary Fleet Systems Analyst PositionCouncil directed Administration to bring the conversion of the temporary one-year Fleet Systems Analyst position to a permanent full-time position to the 2021 budget for consideration, CR637/2019. Administration is expecting a second PwC review of the Fleet Divisions in Public Works and Parks to be complete in late 2020 with a subsequent report containing additional staffing recommendations expected to be brought forward for Council consideration in early 2021. As such, pending the outcome of the subsequent 2020 PwC review, Administration recommends adding the Fleet Systems Analyst position temporarily for one-year. Position provides support for the use, maintenance and training of the corporate fleet management software and fleet systems used for fuel, inventory, and maintenance.



Issue DetailApproval to add a temporary Fleet Systems Analyst for one year was approved by Council during 2019 Operating Budget deliberations, issue 2019-0178. The position was not recruited in 2019 largely due to the pending completion of a PwC organizational review. On December 16, 2019, Council received the PricewaterhouseCoopers organizational review report and directed Administration to bring the conversion of the current temporary one-year Fleet Systems Analyst position to a permanent full-time position to the 2021 budget for consideration, CR637/2019. A carry forward of the 2019 temporary dollars to fund this position in 2020 was approved, and the position was recruited and filled temporarily effective January 6, 2020. An additional PwC review related to Joint fleet operations for Public Works and Parks is expected to be finalized in late 2020 with a subsequent report to Council in early 2021. As such, pending the outcome of this subsequent PwC review, Administration recommends adding this position for a temporary one-year period in 2021. An additional budget issue will be brought forward during the 2022 development should the final recommendation from PwC support converting this position on a permanent basis.

AUDITS/ORGANIZATIONAL REVIEWS

This position has been recommended during the following three separate audits/reviews completed by Pricewaterhouse Coopers (PwC) since 2018:

(i) Joint Fleet Operations & Parks Organizational Review (2020)

(ii) Fleet Organizational Review (2019)

PwC identified that certain positions and capabilities were needed that do not exist in the current structure but are required to align the department for the future. This position would focus on technology used as a shared service across the fleet areas of the corporation. PwC recommended the current temporary one-year Fleet Systems Analyst approved by Council in 2019 be converted into a full-time position.

(iii) Internal Audits:

The Council approved 2017/2018 Internal Audit Plan included a Preventative Maintenance Compliance & Accountability internal audit of the Fleet Division. A consideration for improvement was identified regarding reporting and further

117

implementation of functionality in the FleetFocus system. The Fleet Systems Analyst position is very much needed and would not only support the Fleet Division to achieve the internal audit’s recommendations and action plans, but also support all fleet areas with the corporate FleetFocus system including software upgrades, , development of reports to assist in monitoring programs, trend analysis and functional use of the system such as:

• inventory vehicles and equipment and all related costs over the life of the assets • report and record condition assessments • develop preventative maintenance schedules • generate work orders and track labour and costs • assist in acquisition and disposal of assets • plan for vehicle and equipment replacements • parts and supplies inventory management

An internal audit of YQG was also included in the Council approved 2017/2018 Internal Audit Plan. During the audit, it was noted that processes and controls needed formalization and additional monitoring. Specifically, defined maintenance plans for vehicles and equipment as well as documentation and tracking of inventory and related costs will be part of the plans to be developed and implemented. The Fleet Systems Analyst will assist YQG achieve the objectives and recommendations of the internal audit.

FLEET SHARED SERVICES

The Fleet Division utilizes various fleet related software systems to manage the corporate fleet including FleetFocus fleet management system, FuelFocus fuel management system, Mitchell's ProDemand repair and estimating system, Maintenance Management System (MMS) fleet billing system and FOCUS GPS/AVL system.

The Fleet Shared Services Project was initiated at the request of City Council and the Steering Committee for Shared Services between the City of Windsor and various agencies. One of the recommendations that remains a priority for the Fleet Managers Group (formerly the project team), is to implement Fleet Focus in all garages to improve productivity, data management and information sharing within the group as well as standardizing business processes across the fleet areas. System setup work has begun; however, significant work is required on an ongoing basis.

This position will be the key resource to act on behalf of all fleet areas.

It will provide support for the expanded use of the FleetFocus software into the other fleet areas (Parks, Fire, Police and Windsor Airport). It is will be responsible for ongoing functional support to all users and ensure the FleetFocus system meets functional and technical requirements for users. This position will also be responsible to review and evaluate new releases and execute testing for all new software upgrades prior to implementation, provide training, create ad/hoc reports and ensure consistency across the various fleet areas. Also, this position would be a key component of a succession management plan to anchor the system going forward.

FLEET MANAGEMENT SYSTEMS

Fuel Management System:The City owns and operates 9 fuel sites for corporate use. This position will maintain system administration of the fuel management system that includes providing and terminating employee access to dispense fuel and monitoring fuel tank levels to ensure the security and availability of fuel.

GPS/AVL System:In 2016, the Corporation acquired a new telematics solution. The Fleet Division is responsible for installation of GPS units on corporate vehicles as well as the overall system administration including ordering, activating, setting up users and user groups. This position will also provide the system administrator role for this corporate software.

The system was initially purchased for 45 winter control units in the Maintenance Division. Since implementation in 2016, the use of GPS/AVL has expanded to other departments and there are now approximately 245 units in use corporately.

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Public Works Fleet Computer Maintenance 1,080

Public Works Fleet Computer Rental - INTERNAL 600

Public Works Fleet Computer Software 1,000Public Works Fleet Other Pay 70,197Public Works Fleet Training Courses 6,000

Total Expenses 78,877 0 0 0Public Works Fleet TRANSFER From

Reserve Funds (78,877)


119

Year No. of Locates Processed by Field

Services

% Change Over Prior Year

% Increase Over 2014

2015 7,295 75.4% 75.4%2016 6,319 (13.4%) 52.0%



Department Public Works Category [M] Service Enhancement


Conversion of Temporary Infrastructure Location Technician PositionThis issue adds a permanent position to the staff establishment for completing locates required under the Ontario Underground Infrastructure Notification System Act, 2012, S.O. 2012 that came in to effect for municipalities on June 19, 2014. The Act requires all infrastructure owners to become members of the ON1Call system in Ontario and provide physical locates in the field within five days of the call being received. Locates related to sewers are currently administered in-house by the Field Services Division of Public Works and the number of sewer locates completed per year has increased over 100% since inception of the requirements in 2014. This issue will convert temporary dollars and add the third position required to address Ontario One Call requirements on a permanent basis.



Issue DetailThe Ontario Underground Infrastructure Notification System Act, 2012, S.O. 2012 came in to effect for municipalities on June 19, 2014, and required all infrastructure owners to become members of the ON1Call system in Ontario and provide physical locates in the field. Locates are required within 5-days of the call being received under the legislation.

Currently, each affected Division receives their related locate requests, confirms that there is a permit issued for the work, and schedules the required locates. Field Services completes locates related to the sewer system. Sewer locates are currently completed using dedicated staff, a portion of which have been added since the inception of ON1Call in 2014, to keep up with the added workload. Currently, there are 2 dedicated positions budgeted in Field Services with the balance of required work completed by other staff in Field Services as required.

It should be noted, the number of locates required since inception of ONT1Call in 2014 equates to an overall increase of more than 115% related to sewer locates. Completed sewer locates are presented in the table below. The conversion of temporary staff budget in the Field Services area to a permanent Infrastructure Location Technician position will address the increased workload experienced since 2014 on a permanent basis as the locates processed annually are expected to remain at current levels going forward.

In summary, Administration is proposing service enhancement for Ontario One Call that will include converting Field Services temporary work doing necessary sewer locates (levy funded) to a permanent Infrastructure Location Technician position under the Ontario One Call Program (sewer surcharge funded). Savings in the levy funded temporary work are fully offset by reduced recoveries, resulting in no net savings to the levy.

Historical Locates:

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2017 8,698 37.7% 109.2%2018 10,536 21.2% 153.4%2019 8,966 (14.9%) 115.6%


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Public Works PW Field Services Cell Phones 420






Document Registration 5,438




INTERNAL Services- non-salary (26,417)

Public Works PW Field Services Salary-Reg.Full Time 59,696

Public Works PW Field Services Salary-Temporary (44,619)

Public Works PW Field Services (Sewer Surcharge)


Total Expenses 20,712 0 0 57,537Corporate Accounts








2014 number of locates processed = 4,159

Department Dept ID Position Title Employee Class FTEPublic Works PW Field Services Infrastructure Location

TechnicianRegular Full-Time 1.0

Total: 1.0

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Transit Windsor Facility Maintenance Contracted Services 3,760

Transit Windsor Facility Maintenance

Rental Expense EXTERNAL 440

Transit Windsor Facility Maintenance Utilities 850




Department Transit Windsor Category [A] Annualization

Division Transit Maintenance Status Public

West End Terminal Operating CostsTransit Windsor relocated its west end transit terminal from the former College Avenue Community Centre to Hotel Dieu Grace Healthcare on Prince Rd. As noted in report S18/2018 with council resolution CR 113/2019, it was recognized that additional costs would be incurred at this new location. These costs have been monitored during 2020 and are presented in this issue as additional annual operating costs for operating and maintaining the west end terminal.



Issue DetailWith this re-location to Hotel Dieu Grace Healthcare, additional operating costs are associated with operating this location including utilities, grounds keeping, mat cleaning and other minor driver amenities.

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Corporate Accounts


Fringe Benefit Allocation 241

Transit Windsor Corporate Services Overtime - Salary 54

Transit Windsor Facility Maintenance Overtime - Wages 100

Transit Windsor Fleet Maintenance Overtime - Salary 11

Transit Windsor Fleet Maintenance Overtime - Wages 1,389

Transit Windsor TW - Operations

Fringe Benefits (Dept.) 25



Department Transit Windsor Category [C] Contractual

Division Transit Operations Status Public

Salary & Wage Adjustment for Overtime and Temporary Wage BudgetsTransit Windsor requires increases in the overtime and temporary wage budgets in order to maintain service levels at negotiated wages as per the Amalgamated Transit Union Local 616 Collective Agreement. The overtime and temporary hours budgets are required to provide additional transit service and supervision for school extras and statutory holiday coverage. The annual increase is required to adjust the overtime budgets based on the contractual increase. Not accepting this issue would lead to a shortfall of the overtime and temporary hours budget.



Issue DetailDepartmental salary and wage overtime and temporary hours accounts require adjustments for all salaried, hourly and temporary employees as per the approved complement. Regular salary and wage budgets provide coverage for basic service and have been calculated and entered at the negotiated rates into the Team Budget Salary Budget module. Increases for the temporary wage and overtime accounts must be done through a budget issue. These increases are to match the negotiated wage increase for 2021 as per the Amalgamated Transit Union Local 616 Collective Agreement.

Overtime and temporary hours budgets are required to provide additional supervision for school extras and statutory holiday coverage. The increase is required to adjust the overtime and temporary hours budgets based on the contractual increase and to prevent the shortfall of the overtime and temporary hours budgets. A new collective agreement was signed in March of 2020 and the increases presented match the negotiated increases per the agreement.

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Transit Windsor TW - Operations Hourly-Temporary 206

Transit Windsor TW - Operations Overtime - Salary 496

Transit Windsor TW - Operations Overtime - Wages 5,952

Transit Windsor TW-Sales & Customer Service



Hourly-Temporary 1,803


Overtime - Wages 64

Transit Windsor TW - Tunnel Overtime - Wages 604Total Expenses 11,161 0 0 0

Corporate Accounts


Automated Fringes Recovery (241)

Total Revenues (241) 0 0 0Net Total 10,920 0 0 0

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Year Budget Actuals Variance2016 108,500 115,213 (6,713)2017 108,500 126,561 (18,061)2018 108,500 136,332 (27,837)2019 143,500 260,674 (117,174)2020 149,422 178,922 (29,500)


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Transit Windsor Fleet Maintenance Clothing - Uniforms 24,340




Department Transit Windsor Category [C] Contractual


To Increase the Uniforms and Boot Allowance Budget per the ATU Collective AgreementPer the Amalgamated Transit Union Local 616 collective agreement, an increase in the boot allowance expense account is required in order to provide enough funding to satisfy the required payment in the collective agreement.



Issue DetailThe negotiated boot allowance presented in the Amalgamated Transit Union Local 616 collective agreement states that the boot allowance will be paid to eligible employees at a sum as stated in the agreement. The current Transit boot allowance budget does not provide sufficient funding to satisfy this requirement and therefore an increase in the budget is required.

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Transit Windsor Fleet Maintenance


62,000




Department Transit Windsor Category [F] Revenue Reduction


Reduce Greyhound Recovery for MaintenanceIn 2016 Transit increased the Greyhound recovery revenue in the operating budget for maintenance work for Greyhound buses that was going to be completed by Transit staff in the garage. Although the maintenance was completed for a short time while Greyhound had buses stationed in Windsor, Greyhound buses were soon changed to be stationed in another City which led to no maintenance work being done on the Greyhound buses by Transit Windsor. This recovery is no longer a source of revenue for Transit. No additional expenses were increased in the budget at the time the recovery was entered as the work was being completed by staff already budgeted fully through the Transit Windsor salary budget.



Issue DetailIn 2016 there was a discussion that Transit Windsor may provide maintenance for Greyhound buses in the garage and therefore the operating budget was updated to reflect a recovery for this work. No expenses were increased for the maintenance as it was expected no additional costs would be incurred as the current staff would be able to complete any maintenance that would be required.

Transit completed this maintenance for a short period of time however Greyhound buses were soon moved to be stationed in another City which meant no buses would be kept in Windsor and need maintenance work. This recovery is no longer a form of revenue for Transit as the work is no longer being completed.

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Budget Actuals Variance2016 $2,855,529 $2,352,450 $503,0792017 $2,703,529 $2,741,640 ($38,111)2018 $2,802,331 $3,417,331 ($436,552)2019 $3,073,954 $3,247,535 ($160,000)



Department Transit Windsor Category [H] Line Item Reduction


Transit Windsor Fuel Market Rate DecreaseReflects an update on current fuel budgets. Significant risks are present given the volatility in fuel prices. For 2020 the approved budget for diesel fuel was set at $0.956 per litre. The average monthly cost for November 2020 for diesel fuel was $0.814 per litre. With fuel rates fluctuating throughout 2020 the diesel rate for 2021 is difficult to determine, however Administration is recommending to set the 2021 fuel budget for Transit Windsor’s diesel consumption at $0.814/litre. It is also recommended that the budget for unleaded fuel be decreased to $0.819/litre. These rates are consistent with other City Departments.



Issue DetailThe 2020 approved budget for diesel fuel was set at $0.956 per litre. Based on a projected 3,558,526 litres of diesel to be consumed in 2020, every $0.01 deviation from the budget figure of $0.956 per litre translates to a price variance of approximately $35,585.

Given the forecasts of analysts in the field, the fluctuating cost of crude oil, the average cost per litre to date and the current cost per litre, management feels that a budgeted fuel price of $0.814/litre for diesel fuel is appropriate for 2021 considering the monthly average fuel price for November 2020 was $0.814. With this decrease, there is still a risk of high variances as fuel rates could continue to increase. This change to $0.814/litre would decrease the diesel fuel budget by approximately $505,000.

Transit Windsor does not use high volume of unleaded fuel in its operations. It is recommended the unleaded rate be decreased from $0.943 to $0.819 to remain consistent with other operating departments. In 2019, the additional Carbon Tax was added to each litre of fuel purchased. This carbon tax is included in the year to date rates noted as well as the 2021 budget amount.

It should be noted that fuel prices continue to be difficult to predict. As with any forecast of a commodity's price for an entire year, variances are likely to occur due to unforeseen price fluctuations

The 2020 year end variance is projected as a surplus due to the extenuating circumstances of Covid19 and the reduced service that Transit provided throughout the year. As Transit moves back to regular service in 2021, Transit anticipates the fuel expense will normalize.

Transit Fuel

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2020 $3,391,455 $2,011,455 1,380,000 Projected


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Transit Windsor Fleet Maintenance Motor Fuels (497,916)

Transit Windsor Regional Transit Motor Fuels (17,527)Transit Windsor TW - Tunnel Motor Fuels (10,533)

Total Expenses (525,976) 0 0 0Transit Windsor

Regional TransitRecovery Of Expenses EXTERNAL

17,527


128

Year Budget Fare Revenue Actuals Surplus/(Deficit)2016 $12,564,632 $12,637,452 $72,8202017 $14,171,446 $13,282,461 ($888,985)2018 $14,147,121 $14,956,417 $809,296



Department Transit Windsor Category [I] Revenue Increase


Fare Structure Changes and Annual Fare IncreaseTransit Windsor conducted a Fare Structure Review in 2018 with the results brought to City Council on October 7, 2019. The 2020 operating budget, issue 2020-0149, approved the fare increase of 2% annually with a July 1 implementation. The outcome of this increase impacted fares, resulting in an overall revenue increase of approximately $18,000 for January 1 to June 30, 2020, with another increase of approximately the same for the remainder of the year, if approved.



Issue DetailTransit Windsor last had a fare increase in July 2016. In order to address inflationary increases, Transit Windsor underwent a fare review completed by consultants. As a result of that review, Administration recommended the following implementation of a Fare Strategy Plan effective in 2020. This recommended policy was approved by City Council on Monday October 7, 2019 through Council Resolution # 521/2019.

The Recommendation included the following changes;-Revise the age of children able to ride free on Transit Windsor bus service excluding tunnel service from under the age of five (5) to children 12 and under. -Revise the Student category (aged 5 to Post Secondary School) to reflect a new Youth category (aged 13 to 19 years of age) -To create a new College Semester Pass category (equal to the monthly Youth rate times 4 months) and to be sold for Fall, Winter and Summer Semesters-To adopt an annual fare increase of 2% each July 1st, effective July 1, 2020, unless otherwise noted in the City of Windsor Annual Operating Budget. This 2% increase does not include the tunnel cash fare and tunnel single ride ticket fare.

Administration recommends leaving the tunnel fare at the current level in order to attract more ridership for special events for 2021. The tunnel cash fare and tunnel single ride ticket fare will remain at $5.00 with no increase for 2021.

As the financial impacts of the fare changes are estimates at this time, a small revenue increase has been projected and included in the 2021 budget. Revenue will continue to be monitored and additional adjustments will continue to be made through the operating budget process in future years.

Note: 2020 Revenue is lower than average due Covid19 impacts

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2019 $14,972,853 $15,222,853 $250,0002020 *projected $15,290,853 $6,104,000 ($9,150,853)


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Transit Windsor TW - Operations Transit Revenue (36,000)


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Division Transit Sales & Customer Service Status Public

Initiate Smart Card Fee of $1.00In 2019, Transit Windsor introduced Smart Media for all bus passes. These smart cards are able to be reloaded with bus pass data instead of requiring the rider to discard the pass and acquire a new one, which was how the old magnetic passes functioned. In order to encourage Transit riders to reload their smart cards instead of discarding and requiring a new one, Administration is recommending the implementation of a $1.00 smart card fee. Transit would implement this fee with a July 1, 2021 implementation date. Annual additional revenue would account for new riders or riders who had lost or discarded their previous pass.



Issue DetailIn 2019, Transit introduced the use of smart card media for passes in place of the previous magnetic strip technology pass. Smart media allows ridership to reload their passes instead of requiring a new one every time their pass expires. The approximate cost for a smart card is $1.00 and therefore in order to encourage riders to reload their pass instead of acquiring a new one each time, administration is recommending a $1.00 fee be charged for each smart pass issued. This fee will assist with recovering the cost of the smart pass to offset the expense.

Since riders would be reloading their card, less smart card pass inventory overall would be required for the same number of passes sold. Since the cost of the smart cards is greater than the old magnetic strip passes and paper tickets, the supplies expense account will remain the same and will be reviewed in the upcoming year to determine an appropriate expense budget for the smart card passes. Any necessary changes to the supplies budget will be brought forward through the annual budget process.

Since the inception of smart media, Transit has not charged a fee for the smart card. Passengers with current cards will be able to continue using the card they have and therefore save this cost. Only new smart cards moving forward would have the $1.00 fee applied to the pass purchase.

As Transit moves forward with the new technology and developing smart media, the next step will be to remove all one time use of paper tickets and shift to smart cards for this product as well. Presently Transit sells over 210,000 paper tickets in increments of 5 for the following categories; adult, senior and youth. Transit also sells over 130,000 one time use tunnel tickets. The implementation of the $1.00 smart card fee would also apply to the ticket cards and encourage riders to reuse and reload these smart cards. When reloading the $1.00 fee will not apply.

The implementation would begin July 2021, therefore the revenue increase in this issue is for the anticipated 1/2 year amount. The number of smart cards sold annually will be reviewed and adjusted in the operating budget processes annually as needed, to account for any reduced inventory required as pass holders reuse their card. Revenue would also therefore be reduced to mimic the reduced pass inventory required.

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Transit Windsor TW - Operations Transit Revenue (25,000)


132

Shelter Advertising Fleet AdvertisingYear Budget Actuals Budget Actuals2017 $170,000 $190,000 $35,000 $47,2842018 $170,000 $190,000 $35,000 $41,7272019 $170,000 $190,000 $35,000 $44,7392020 $170,000 $78,337 $35,000 $43,663


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Transit Windsor Corporate Services Advertising Revenue (20,000)

Transit Windsor TW - Planning Advertising Revenue (10,000)Total Revenues (30,000) 0 0 0Net Total (30,000) 0 0 0




Division Administration - Transit Windsor Status Public

Increase Transit Windsor's Advertising Revenue to Appropriate AmountTransit Windsor receives advertising revenue from Streetseen monthly. This amount was understated based on the current contract and should be increased by $20,000. Transit receives shelter advertising revenue monthly as well, and per the current contract this budget can be increased by $6,727 plus an estimated $3,273 for additional annual revenue earned over and above the contractual amount, based on historical trends.



Issue DetailTransit Windsor holds contracts with Streetseen for advertisement space on Transit shelters as well as Transit buses. This advertising revenue is earned monthly. The current contracts for the shelter and Transit bus advertising have a total annual revenue of $41,700 and $190,000 respectively. The Transit operating budget therefore requires an increase in the revenue lines in order to properly budget for this revenue.

There is an additional revenue component for the shelters that is earned based on how well Streetseen performs and calculated based on historical trends. An additional $3,273 for a total of $10,000 has been added to the shelter advertising revenue budget.

Note 2020 advertising revenue projections are lower than normal due to waived fees required due to Covid19.

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Department Transit Windsor Category [M] Service Enhancement


Increase to Staff Training ResourcesWith the increased numbers of Operator retirements and service growth in the past few years along with proposed future growth, this budget issue proposes to fund a new Operations Supervisor dedicated to operator training. This would allow for dedicated operator training for new employees with regular refresher training in customer service, conflict de-escalation, diversity and defensive driving for Operators such as the Transit Ambassador Plan as identified in the approved Transit Master Plan to be implemented in year 1. This position would mitigate a lack of supervision during training as the department has lost at least one supervisor to training between 31-39 weeks annually in recent years. Administration is requesting one time funding for a pilot for this position for one year.


One-Time Funding: Request for one time funding up to $108,086 from the Budget Stabilization Reserve

Issue DetailTransit Windsor has seen both an increased numbers of Operator retirements and service growth in the last few years. This has caused difficulty in the ability to train new Bus Operators to fill vacant positions in a reasonable time frame causing additional overtime. Bus Operator training is a 4 to 5 week Ministry of Transportation Ontario approved program that is currently administered by up to two Operations Supervisors with designation as a Driver Trainer. The trainer provides training to Operators to obtain a class B license and maintenance staff to obtain a class C license and training for the Z endorsement for Air Brakes. They also administer class B and C and Z endorsement license renewals. Training class size ranges from 4 to 8 trainees which requires 1 to 2 trainers depending on class size, however due to supervisory manpower, class sizes above 4 are difficult to schedule. During training, the Operations Supervisors are dedicated to training which causes a lack of supervision available to oversee regular transit service. Overtime is used to mitigate the lack of supervision during training as much as possible, however there are times when the department operates with an insufficient amount of manpower.

The difficulty with not being able to fill vacant Operator positions in a timely manner results in increased overtime that is incurred by the Operations department in order to mitigate the lack of manpower. The ability to have a full time Driver Trainer, under the Operations Supervisor job classification, would allow for the ability to have a designated trainer to focus on Operator training in a meaningful way. This would eliminate the need to split our resources between training and ensuring that there are enough Operations Supervisors available to cover the loss of at least one individual for 4-5 weeks, taking into account vacations and time off. The full time trainer would also have the ability to schedule refresher training for Operators in areas of customer service, conflict de-escalation, diversity and defensive driving, which currently does not occur. The Driver Trainer is also responsible for managing the MTO driver files as required. Currently, there is no further training provided to Operators after they have completed their 4-5 week training course.

Since 2015, approximately 60 Bus Operators have retired, resigned or have transferred out of the Bus Operator position, with the bulk of vacancies occurring in 2018 and 2019. Since 2015, we have trained 83 Bus Operators with up to 12 additional temporary Operators being trained by the end of 2019. We have averaged 5 training groups a year since 2015, however since the beginning of 2018 that number has averaged to 7-8 groups per year. With each class size at a minimum of 4 per trainer, we are losing at least one Operations Supervisor between 31-39 weeks out of the year to training alone. Implementing driver training was identified in the approved Transit Master Plan for implementation in year 1 (2021). The Transit Master Plan calls for the doubling of revenue service hours which will completely transform transit service in the community. The new service plan establishes a user-focused direction that offers higher quality of service

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Transit Windsor TW - Operations Other Pay 108,086

Total Expenses 108,086 0 0 0Transit Windsor TW -

OperationsTRANSFER From Reserve Funds (108,086)


on par with the expectations of modern mobility and that supports livable communities with benefits for both residents and economic development. An increase in city routes from 11 to 24 would result in a need to hire upwards of 97 operators through the life of the plan. With the growth experienced since 2018, the approved Service Delivery Review which will increase and change the service that is delivered, further expanding regionally with service to the towns of LaSalle, Leamington, Kingsville, Essex and potentially a regional approach to future service, there will be a greater need to have staff dedicated to continual training to mitigate retirements, growth and re-training and overall supervision of the service. With all of the attrition and growth that is currently being experienced and projected in the near future, Transit Windsor recommends a new Bus Operator Trainer/Operations Supervisor position be hired on as a pilot for the 2021 year using one time funding in order to determine the success and efficiencies that this position can bring to Transit. This one time funding up to $108,086 would provide funding for the full time pilot position at a salary of $81,265 plus applicable fringe benefits.

135


CLT Office Parks, Recreation, Culture & Facilities Classification [1] Budget Increase

Department Parks & Facilities Category [A] Annualization

Division Facilities Status Public

Establishment of Maintenance Budget for the Paul Martin BuildingThis budget issue is to establish a base operating budget to address the annual costs associated with maintaining the Paul Martin Building (PMB) at 185 Ouellette, acquired in 2019. These costs are currently not budgeted for within the City's operating budget. The Windsor Public Library (WPL) Main Branch occupies a portion of the first two floors and basement of the building (approximately 35,000 square feet), leaving the remaining portion of the building vacant until a future use is identified (approximately 110,600 square feet). The vacant portion of the building would need to be maintained as well, to ensure it does not deteriorate to a point where major or more significant repairs are required.


One-Time Funding: One time funding of up to $260,240 is requested to continue the facilities operations at the Paul Martin Building

Issue DetailOn February 20, 2018, the Windsor Public Library Board (“WPL Board”) passed a resolution authorizing the sale of the Main Branch at 850 Ouellette Avenue to the Downtown Mission. In April 2018, the City acquired the Paul Martin Building (PMB), located at 185 Ouellette, which is the new home of the WPL.

The PMB is comprised of two main sections – the heritage building that fronts onto Ouellette Avenue opened in 1934, and an addition built in 1959, which is located at the corner of Pitt St. and Ouellette Avenue and opens onto Pitt St. It is the 1959 addition space that the WPL is using for its temporary location. The gross building is approximately 145,600 square feet, however, the WPL is occupying part of the first two floors and basement, totalling approximately 35,000 square feet. Therefore, approximately 110,600 square feet remains available for other purposes.

It was noted that the acquisition of this property would result in additional maintenance costs outside of the initial renovation and relocation of the Main Branch. Per CR10/2019 on January 21, 2019, it was approved that one time funding up to $485,000 be funded from the Budget Stabilization Reserve in order to address the increased maintenance costs related to the PMB in 2019 and that the Facilities Division budget requirements related to this site be brought forward as part of the 2020 Operating Budget. Subsequently, Council approved $280,240 to be funded from Budget Stabilization Reserve as part of the 2020 Budget deliberation.

Overall, operating costs for the PMB are estimated to be approximately $798,125 per year, with $326,892 attributable to the occupied Library space and the remaining $471,236 is attributable to the maintenance of the vacant space. These costs are determined based on the WPL occupying approximately 35,000 square feet, and the rest of the building remaining vacant. It assumes that little to no caretaking will be required in the vacant space and does not include a budget for that service.

The WPL will be responsible for the following operating costs related to the 35,000 square feet of space occupied:

Caretaking - $110,000Security - $75,000Building Maintenance (Occupied Share) - $80,000Utilities (Occupied Share) – budget approved via Energy Initiatives budget issue 2020-0013, 2020-0014 & 2020-0015Insurance (Occupied Share) – budget request via Risk Management budget issue 2021-0084

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Parks & Facilities Fac.Ops. -Paul Martin Building

Bldg Maintenance Services 4,000




Computer Rental - INTERNAL 1,320

Parks & Facilities Fac.Ops. -Paul Martin Building Computer Software 1,000

Parks & Facilities Fac.Ops. -Paul Martin Building Computer Supplies 600

Parks & Facilities Fac.Ops. -Paul Martin Building Contracted Services 330,000


Housekeeping Supplies 860

Parks & Facilities Fac.Ops. -Paul Martin Building Licenses 1,500

Total Expenses 340,240 0 0 0Parks & Facilities Fac.Ops. -Paul

Martin BuildingFees and Recoveries INTERNAL (80,000)

Total amount responsible by WPL excluding Utilities & Insurance - $265,000

The Facilities Division will be responsible for the following operating costs:

Building Maintenance (Vacant Share) - $250,000Miscellaneous Expenses - $10,240Utilities (Vacant Share) – budget approved via Energy Initiatives budget issue 2020-0013, 2020-0014 & 2020-0015Insurance (Vacant Share) – budget request via Risk Management budget issue 2021-0084

Total amount responsible by Facilities Division - $260,240

The Facilities Division is requesting an increase of $260,240 to the operating budget for the maintenance of the PMB. This amount is broken down as $250,000 for contracted services and $10,240 for miscellaneous expenses, such as computer rental, computer software and other miscellaneous administrative expenses. The WPL is utilizing their existing budget and resources from the former Central Library at 850 Ouellette Avenue to cover the anticipated costs associated with caretaking, security and building maintenance and as a result, no budget increase is being requested from the WPL. It should also be noted that budget increases for utilities and insurance are handled corporate wide by their respective departments. Therefore, budget increases for utilities and insurance are not included in the following operating budget issue.

RiskShould Council not approve this budget issue, the City may increase its exposure to Infrastructure enterprise risk. Funding is required to ensure the building is able to meet the needs of its users, as it is now the temporary home for the WPL Main Branch and to ensure the portion of the building that remains vacant does not deteriorate to a point where additional significant repairs are needed.

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138


CLT Office Parks, Recreation, Culture & Facilities Classification [2] Budget Reduction

Department Parks & Facilities Category [I] Revenue Increase

Division Parks Status Public

Parks User Fee UpdatesTo recommend the 2021 user fees charged by the Parks department for services provided. The Parks department is requesting an increase to the tree planting charges for the requirement of trees to be planted for new residential development. There has not been a price increase to these development charges in a number of years. The current rates have been adjusted to reflect the increased costs of current contractor pricing. In addition, user fees related to Ojibway Nature Centre for programming and room rentals are being increased by 0.5% which is consistent with Recreational user fee increases being recommended.



Issue DetailThe Parks department is proposing a fee increase from the 2020 Schedule of Fees to migrate to the full cost recovery of supplying trees for City development. These fees are competitive to market value of trees that contractors can acquire from suppliers and promotes the involvement of the Forestry division to ensure tree are planted in accordance with best practices and in line with the objectives of the urban forestry program. The estimated costs of planting a tree for the Forestry division is $520 and the increase in user fees will migrate to full cost recovery of supplying the tree to contractor. The presence of a sidewalk or the absence of one, does not significantly alter the expenses incurred with planting and maintaining trees. Therefore, for administrative efficiencies, the Division is proposing to charge one flat fee for the planting of trees for new development. In certain cases with row houses or semi-detached dwelling units, sometimes one tree per each lot cannot be accommodated due to the restricted size of the planting area or because large utility boxes are on site and pose as a conflict. Despite this, the tree planting assessment charge of $520 per lot still remains. With this in mind, the Division will plant extra trees in areas that can accommodate extra trees such as corner lots, centre medians or in the closest neighbourhood park. This strategy makes up for the lots that could not receive a tree or where one tree could only be planted in the middle of one shared front lawn

Parks administration is recommending user fee increases in 2021 related to programming and room rentals located at the Ojibway Nature Centre. The user fees are being increased by 0.5% which are consistent with Recreation department as per the approved User Fee Policy. There is no additional projection of revenues for the Ojibway Nature Centre given the uncertainty as to estimated volumes in 2021 given the current COVID-19 pandemic.

Other significant user fee rates which have been reviewed by Parks administration in the 2021 schedule are vacant lot rates, parks development fees, horticulture displays, and the commemorative bench program. No adjustments are being recommended to these rates for 2021 but will continue to monitor for consideration of increases for the following year.

Revenue projections are difficult to calculate on an annual basis and are subject to fluctuations with conditions beyond the control of the specific department. In addition the activity levels for various fees can differ for each year based upon unforeseen circumstances.

COVID-19 Impact

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2021 2020 Increase From Previous Year

Street Trees Per Unit $520 $280 $240 per treeStreet Trees Per Lot with Sidewalk (To be

eliminated and consolidated under a

single cost)

$520 $347 $173 per tree

Estimated Trees Provided

600 Trees 600 Trees

Additional Funding Provided from Tree Development Fund

$144,000


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Parks & Facilities Forestry Infrastructure Maint. Material 144,000

Total Expenses 144,000 0 0 0Parks & Facilities Forestry TRANSFER From

Reserve Account (144,000)


The cost of providing additional services included in the user fee schedule may be impacted by COVID-19 pandemic depending upon the pricing received from contractors and suppliers for material required. The costs of products and services that are required to provide the various service levels will continue to be monitored by Parks administration for highlight any variances to the operating budget and evaluation of any subsequent user rates amendments.

2021 User Rate Recommendation On Cost Recovery Revenues From Trees Provided For Development

The above changes in revenues will increase the allocation of funding available from Tree Development reserve fund and allow additional cost recoveries for tree planting costs linked to growth and development. The proposed 2021 fees for Parks services are detailed in the Corporate User Fee Schedule. Parks administration is seeking Council approval to increase the annual withdrawal from the tree planting reserve from the current level $142,000 to $286,000 for the next five years 2021 to 2025.

140



Department Parks & Facilities Category [I] Revenue Increase


Facilities User Fee UpdatesTo recommend the 2021 user fees charged by the Facilities department for services provided. The Facilities department is requesting an increase to the Caretaking and Maintenance Fees. There has not been a price increase to these Facility charges in a number of years. Facilities is also introducing a new set of user fees for external event set-ups at various facility buildings.



Issue DetailThe Facilities department is proposing a fee increase from the 2020 Schedule of Fees to full cost recovery related to providing Caretaking and Maintenance services to internal and external clients. The fees for the Facilities charges in the User Fees Schedules have not been updated in a number of years. The Department's administration has been recovering the costs for the services provided from the internal and external clients based on full cost recovery. The purpose of this budget issue is to update the User Fees Schedule to close the gap between the User Fees and the actual recoveries charged by Facilities. Current caretaking recoveries from the external clients are based on the existing agreements signed between the client and Facilities department. The internal recovery for caretaking and maintenance services provided to another department are already calculated based on full cost recovery of salaries and fringes as per the latest Union collective agreements.

Two recommended 2021 Facilities User Fee changes are as below: - Caretaking Fees increase from $$31.00/hour to $34.49/hour- Maintenance Fees increase from $40.00/hour to $46.43/hour

There will not be financial impact resulting from the Caretaking and Maintenance fee updates, as Facilities is already adopting the full cost recovery. This update will only be bringing the fees in the User Fees Schedules up to date.

A new set of user fees that Facilities is hoping to add to the User Fees Schedule are related to external event set-ups and equipment rentals at various facility buildings. On occasion, Facilities staff are asked to set up tables, chairs, audio or video equipment and podiums for special events taking place within a City facility. Currently there are no fees in place to recoup the costs relating to these event set-ups. The new user fees are based on the hourly caretaking fees for the labour required to set up the event, and the furniture and equipment rental fees, competitive with current market rates. These new event set up fees are to be applied to external agencies only. Event setups for other City Departments are exempt from these fees.

Below are the recommended User Fees relating to external event set-up:

- Event Set-Up Fees: $34.06/hour- Chairs: $1.50/each- Tables: $11.00/each- Podium: $30.00/each

141


Levy

BuildingPermit

Reserves

Off StreetParking

Reserves


Parks & Facilities Fac.Ops. -WJF/DND

Fees&Service Charges EXTERNAL (13,000)


- Sound System: Microphone, Speakers & Mixing Board: $100.00 (lump sum)

Revenue projections are difficult to calculate on annual basis as the frequency of the event set-ups vary from year to year based on unforeseen circumstances. No revenues are being projected for event and equipment set-up at this time.

142


Levy

BuildingPermit

Reserves

Off StreetParking

Reserves


Corporate Accounts



Parks & Facilities Fac.Ops. -Non-Campus


Parks & Facilities Fac.Ops. -Non-Campus Salary-Reg.Part Time (50,446)

Parks & Facilities Fac.Ops. -Western Downtown




Department Parks & Facilities Category [J] Alternative Service Delivery


Contracting Out of Caretaking - Phase IIIn 2016, City Council provided direction to administration (CR 129/2016) to implement the contracting out of caretaking services in a phased approach that would avoid job losses for any regular full-time (RFT) caretaker. Following Phase I of contracting out of caretakers at Huron Lodge, the estimated savings to outsource an additional 7 RFT Caretaking positions in Phase II is $302,350.


One-Time Funding: Up to $141,700 in one-time transitional funding (subject to the actual attrition rate) from the Budget Stabilization Reserve to maintain one (1) Regular Full Time Caretaker (Job Code 543085) over complement position.

Issue DetailIn 2017, Council approved the contracting out of caretaking at Huron Lodge as the first phase of outsourcing caretaking services. Council’s direction was to implement the contracting out of caretaking services in a phased approach that would avoid job losses for any Regular Full Time (RFT) Caretaker, as per CR 129/2016.

In the second phase of outsourced caretaking, the business case to eliminate seven (7) RFT at the City Hall Campus is being reviewed. The business case analysis based on the recent RFP cost submissions is presenting a cost saving to outsource caretaking. The estimated savings from implementing Phase II is $302,350.

Should Council approve this second phase of outsourcing caretakers, it is requested that one time funding of up to approximately $141,700 from the Budget Stabilization Reserve Fund be transferred to maintain one Regular Full Time Caretaker over complement position to facilitate the continued employment of the Regular Full Time employee affected by the elimination of positions at City Hall campus, by redeploying the employee to perform caretaking duties in other buildings within the Facilities Division portfolio.

143


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BuildingPermit

Reserves

Off StreetParking

Reserves



Salary-Reg.Part Time (65,520)

Parks & Facilities Fac.Ops. -WJF/DND


Parks & Facilities Fac.Ops. -WJF/DND Salary-Reg.Part Time (26,425)

Parks & Facilities Fac.Ops.-City Hall Facilities Caretaking 543,541

Parks & Facilities Fac.Ops.-City Hall Facilities Clothing - Uniforms (3,668)

Parks & Facilities Fac.Ops.-City Hall Facilities



Housekeeping Supplies (80,000)

Parks & Facilities Fac.Ops.-City Hall Facilities Other Pay (12,245)

Parks & Facilities Fac.Ops.-City Hall Facilities Salary-Reg.Full Time (372,883)

Parks & Facilities Fac.Ops.-City Hall Facilities Salary-Reg.Part Time (72,898)





Department Dept ID Position Title Employee Class FTEParks & Facilities Fac.Ops. -Non-

CampusCaretaker Regular Part-Time (1.0)


Caretaker Regular Part-Time (1.2)

Parks & Facilities Fac.Ops. -WJF/DND Caretaker Regular Part-Time (0.5)Parks & Facilities Fac.Ops.-City Hall

FacilitiesCaretaker Regular Full-Time (7.0)


Caretaker Regular Part-Time (1.4)

Total: (11.1)

144


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BuildingPermit

Reserves

Off StreetParking

Reserves


Parks & Facilities Facility Operations Admin

Cell Phones 600


CLT Office Parks, Recreation, Culture & Facilities Classification [3] Budget Enhancement

Department Parks & Facilities Category [M] Service Enhancement


Addition of One (1) Supervisor, FacilitiesThis budget issue is to request one (1) additional Facilities Supervisor position to account for the significant growth in the number of facilities within the Facilities Division. The request is in line with the Facilities Staffing Master Plan, as approved via Council Resolution B16/2017. Typically, one supervisor should be responsible to manage up to 350,000 square feet, depending on various factors. Currently, two supervisors are managing approximately 1.4 million square feet located across the city. A portfolio of that size warrants four supervisors, and consequently service levels to some areas have been impacted. Without this position, there is a risk of delays in addressing failing systems, potential full or partial shutdowns, along with deferred maintenance repairs.



Issue DetailThe Facilities Staffing Master Plan was approved via Council Resolution B16/2017 at the January 23, 2017 Council meeting. The report recommended additions and revisions to the organizational structure in order to account for the significant growth of the portfolio within the Facilities Division. Recommendation IV stated “THAT Council DIRECT Administration to bring forward future staffing requirements, consistent with the Facilities Staffing Master Plan, at future budgets as required”.

The portfolio of buildings managed by Facilities has increased from 1.1 million square feet to 2.7 million square feet from 2006 to 2016. The addition in buildings also increased the amount of capital and maintenance projects that need to be completed. However, the amount of permanent supervisors to keep up with the demand did not change in proportion. Since 2016, over 170,000 square feet in facility space has been added, further exacerbating the strain on an already overburdened staff.

The Facilities Division is requesting the addition of one (1) "Supervisor, Facilities" position to the annual operating budget.

RiskShould Council not approve this budget issue, the City may increase its exposure to the Infrastructure enterprise risk. This position is needed to support the significant growth in both number and value of the portfolio within the Facilities Division. Not establishing this position could result in poor department performance and an inability to manage the workload and complete all projects.

145


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BuildingPermit

Reserves

Off StreetParking

Reserves







Other Pay 124,901


VehicleRent-TempOther INTERNAL

18,712

Total Expenses 145,093 0 0 0Parks & Facilities Facility

Operations Admin



146





Improvements to Parks Drainage for Flood MitigationTo establish an operating budget to repair and improve parks with drainage issues and to mitigate flooding which occurs during periods of heavy rainfall. The flooding delays the commencement of grass maintenance and sports field usage. As a result of the weight of the parks maintenance equipment, staff are unable to prepare the fields for intended use. Improvements to park drainage reduce the standing water volumes and mitigate the potential damage to parkland and sports fields in periods subsequent to heavy precipitations levels. A conditional review of the drainage for parks will be conducted in order to determine any future capital requirements in this area. This operating funding represents the continuance of the review and repair of existing drainage issues.



Issue DetailIn 2020, there have been significant periods of heavy rainfall in combination with high water levels, which have resulted in flooding in parks throughout the City. It is estimated that 60% of Parks throughout the City are without adequate drainage. The Parks department have received 311 calls from residents highlighting flooding in parks that have impacted drainage in their residential yards. It was determined by Parks Administration in 2019 that funding should be established to target the areas within parks that have experienced high levels of flooding. When parkland is flooded after periods of rainfall, this can result in significant delays in grass cutting in areas that have been impacted. Additional costs may be required by Parks Operations to perform maintenance with overtime expenditures when parks have dried sufficiently. By that point, the grass has grown to a height where that additional equipment may be required and frequent cuts are required.

Last year, Council approved BSR funding in the amount of $50,000 which is expected to be fully utilized by the end of 2020. Parks administration is requesting approval of funding in the operating budget to resolve smaller drainage issues repairs for areas that experience unexpected flooding and to identify areas in need of capital improvements.

There has been significant drainage issues in parks which has resulted in the flooding of residential properties that are adjacent to parkland throughout the City. An extensive conditional assessment review is required to identify parks that may present significant risk to the residential properties and result in flooding in parkland. The drainage issues also result in flooded sports field which result in the cancellation of events and the loss of revenue for the City recreation division.

Capital Budget ImplicationParks administration will be recommending a capital budget for the improvement of park drainage and will be evaluating projects for areas in the greatest need for capital work. As a result of conditional assessment and repairs required in the year the Parks Development division will develop a priority listing of parkland that would benefit from improvement to drainage beyond smaller temporary repairs. Parks administration will continue to consult with Public Works department to evaluate parks which may be impacted by the Sewer Master plan.

147


Levy

BuildingPermit

Reserves

Off StreetParking

Reserves


Parks & Facilities Parks Operations Contracted Services 50,000

Total Expenses 50,000 0 0 0Parks & Facilities Parks

OperationsTRANSFER From Reserve Funds (50,000)


148





Trail Maintenance BudgetThe Parks department is requesting an additional maintenance budget of $100,000, which will encompass the annual maintenance for crack filling, sealing, as well as asphalt replacements on existing trails where necessary. There is currently an annual budget of $100,000 allocated for this activity in the Parks operating budget. This requested increase will aid in the preventative maintenance and extend the life cycle of the asset. Trails were identified by the community as the most important feature in future parks development, which has been noted in the Parks Master Plan. The maintenance budget would serve to meet the recommendations of the Active Transportation Master Plan approved by Council. This funding would also be used to widen trails to meet accessibility standards.



Issue DetailThe Parks Department is responsible for the maintenance of 135 km of asphalted trails and multiple stone trails. The trail infrastructure is a key feature throughout all parks in the City. It is estimated that 80% of existing trails are in need of significant repairs as capital budget funding has only addressed replacement of trails which are beyond their useful lives or need to be addressed as part of another capital project improvement.

Historically ad-hoc repairs were made based on complaints received however with the introduction of the trail maintenance budget in 2019, Parks has begun to maintain trails that are in need of repairs. This annual maintenance budget will allow the Parks department to continue to adopt strong asset management principles to ensure that the expected useful life of trails is being optimized and any deficiencies are being addressed to protect the public from any safety concerns. With the addition of this annual maintenance budget administration will be able to prioritize trails that need immediate maintenance. In addition the funding would be used to widen trails to meet accessibility standards.

In 2019, Council approved the active transportation plan which includes the enhanced maintenance of multi-use trails that are located throughout the City within various parklands. In order to ensure adequate service levels in high periods of use and safety throughout the year, additional funding is required to ensure trails can be maintained to support the initiatives as identified in the active transportation plan. Within the active transportation plan, the below action was referenced in the report:

ACTION 1C.4: DEVELOP A DEDICATED FUNDING PROGRAM FOR THE PARKS DEPARTMENT TO IMPROVE, MAINTAIN, AND DEVELOP NEW PATHWAYS AND TRAILS.Through the development of the Active Transportation Master Plan, the location of new pathways and trails as well as improvements to existing facilities were identified. Many of the existing and future pathways that are located within parks would be under the City’s Parks Department jurisdiction rather than the Transportation Department. As a result, funding improvements to existing pathways, as well as installing new pathways in these locations would be undertaken by the Parks Department. Ensuring the Parks department has a dedicated funding program to make these projects possible will be necessary to ensure the long-term vision for active transportation in the City of Windsor.

Capital Budget Implication

149


Levy

BuildingPermit

Reserves

Off StreetParking

Reserves


Parks & Facilities Parks Operations

Infrastructure Maint. Material 100,000


Maintenance funding is required each year for trails to ensure the estimated useful life of the trails is maintained and avoid capital expenditures before the end of the life cycles. Capital funding has been identified in the Parks capital 10 year forecast under project PFO-012-12 Park Trails Capital Improvements.

RiskThe establishment of dedicated maintenance budgets for the City’s infrastructure is an important mitigation strategy for the City’s critical Infrastructure enterprise risk. Ensuring proper maintenance is conducted will help prevent trails from degrading to the extent that they need to be replaced or closed, lessening the City’s exposure to this risk and liability.

150





Off Road Cycling Trails Maintenance and InspectionEstablishment of an annual maintenance budget of $95,000 for off road cycling facilities as approved by Council and identified in report C109/2019 in Malden Park and the Little River Corridor. The operating funding would be utilized to ensure single biking trails at Malden Park and Little River Corridor Park are maintained. The trails would be maintained and inspected by an external party that have the expertise and experience in this area. These unique trails carry higher risk and liability if not properly and regularly inspected and maintained. This operating funding is required to mitigate any additional risks of the new off-road biking facilities as maintenance and inspections would be performed on a timely basis, thus reducing the exposure of the City to additional liability.



Issue DetailIn response to the public interest for off-road cycling courses, Council directed Administration to develop plans for constructing two types of cycling tracks at both Malden Park and Little River Corridor Park. In 2018, the City of Windsor retained a consultant from the International Mountain Bicycling Association (IMBA) Canada that was tasked with providing trail design services with descriptions, GPS routes, recommendations and cost proposals for future trail and cycling infrastructure at both Malden Park and Little River Corridor Park.The operating funding would be utilized to ensure single biking trails at Malden Park and Little River Corridor Park are maintained to mitigate the risks to the user and provide an appropriate level of service for this new Parks infrastructure.

Capital funding was provided by Council for the design of single trails at Malden Park and Little River Corridor along with a modular pump track for a pre-commitment of $500,000 approved within the 2018 Enhanced capital funding to be funded in 2023 as per CR4/2019 as part of report C 217/2018. Parks administration requested initial operating funding of $40,000 that was included in the one time capital project for the inaugural year with the intention to secure permanent annual maintenance funding for this initiative.

Parks administration has now assessed the annual maintenance requirements and is requesting funds of $95,000 for an external parties to perform the weekly inspection and maintenance for the Malden Park and Little River Corridor Park locations. As this work requires specialized knowledge of the maintenance of biking trails and as per discussion with the Risk Management division and the Essex County Trails Association it was determined that using an external party for the maintenance and inspection would mitigate some of the risk for the City and provide the best level of service for those using the trails on a regular basis.

RiskShould this annual operating funding not be approved there would be additional risks that new off-road biking facilities would not be inspected and maintained on a timely basis and could expose the City to additional liability. In addition the Park Operating department does not currently possess the institution knowledge and equipment required to properly inspect and maintain the biking trail.

151


Levy

BuildingPermit

Reserves

Off StreetParking

Reserves


Parks & Facilities Parks Operations Contracted Services 95,000


152



153



154



155


Levy

BuildingPermit

Reserves

Off StreetParking

Reserves


Parks & Facilities Parks Operations

Computer Maintenance 2,200

Parks & Facilities Parks Operations Licenses 15,300






CityWide Asset Management and Work Order Tracking System MaintenanceTo establish an operating budget for the annual maintenance costs of the CityWide asset management software. This software will enhance the tracking of Parks assets and to introduce a new work order system for Parks to establish a preventative maintenance and asset management program for key assets identified by City administration as per provincial regulations. The expenditures required are related to the annual software license and IT related maintenance charges for new computer hardware required for mobile entry of work orders and asset tracking for parks infrastructure.



Issue DetailIn 2020 in a response to asset management plan regulations, Parks administration expanded a module within the CityWide software system currently employed by the asset planning division to meet obligations of the provincial mandate. This module was implemented to enhance the ability to track key assets and develop a work order system that will integrate a preventative maintenance system. The Citywide system is currently in use in the City's Asset Management division in the Finance department allowing for the consistency in tracking these assets. This project implementation has started in this year to capture key assets in the Park infrastructure and develop processes to track resourcing levels and record key asset information as identified by asset management. The annual support license fees and maintenance charges from IT allocation of new hardware is required to be added to the annual operating budget for Parks to allow the system to function correctly in the future with regular updates and modification completed where required.

156


Levy

BuildingPermit

Reserves

Off StreetParking

Reserves


Corporate Accounts


Fringe Benefit Allocation 289

Recreation & Culture

Cultural Affairs Office Advertising 2,000


Cultural Affairs Office

Facility Rental EXTERNAL 22,483






Furniture & Furnishings 1,000


Cultural Affairs Office Hourly-Temporary 2,410



Department Recreation & Culture Category [A] Annualization

Division Cultural Affairs Status Public

CR26/2020 First Floor Duff-Baby HouseCR26/2020 First Floor Duff-Baby House BE APPROVED specifically starting with one-day per month scenario



Issue DetailDecision Number: CR26/2020 CSPS 89That the Report submitted by the Manager of Cultural Affairs regarding CQ22-2019 on the License Agreement with the Ontario Heritage Trust for use of the Interpretation Centre at the Duff-Baby Mansion and Main Floor at 221 Mill Street BE RECEIVED for information; and,

That Option 1 indicating the following:That the City of Windsor ENTER into a lease agreement with the Ontario Heritage Trust (OHT) to occupy the FIRST floor of the Duff-Baby Mansion, which would adequately accommodate current demand and which totals 1,059 square feet in total (rooms 101, 102, 103, 104 and 106) on the floorplan attached as Appendix D. The rate per square foot is $21.23 for a total annual cost of $22,482.57. This would provide exclusive use of the above noted five rooms. The central Hall and the Service Entrance are common areas also accessed by other tenants in the building. The rent is inclusive of operating expenses and utilities. The rent would increase 2% per annum for the term of the agreement.

Option 1: First Floor Duff-Baby House BE APPROVED specifically starting with one-day per month scenario, and if the demand warrants, there would be an increase in frequency up to one day per week.

157


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BuildingPermit

Reserves

Off StreetParking

Reserves




Interpretation & Exhibition 4,000



Operating and Other Supplies 1,000



Automated Fringes Recovery (289)

Total Revenues (289) 0 0 0Net Total 33,182 0 0 0

158



159


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Reserves



Aquatics Services - Admin.

Concessions 16,000


Recreation Facilities-Admin Concessions 20,000


Recreation Facilities-Admin

Lease & Rental Revenue 38,680




Department Recreation & Culture Category [F] Revenue Reduction

Division Admin - Recreation & Culture Status Public

Recreation and Culture Loss of Contractual RevenueLoss of Recreation contractual obligations at the WFCU Centre, Forest Glade Arena, Adie Knox Arena, Capri Pizzeria Recreation Complex, and the Windsor International Training Centre.



Issue DetailIn 2020, Recreation and Culture lost contractual revenue in regards to concessions at the WFCU Centre, Forest Glade Arena, Adie Knox Arena, Capri Pizzeria Recreation Complex and the Windsor International Training Centre.

The revenue reduction reflects a realistic projection of the anticipated revenue for the 2021 operating budget.

160



Department Recreation & Culture Category [G] Line Item Increase

Division Community Centres & Programming Status Public

Windsor Water World OperationsThis issue reflects the Windsor Water World continued operations through 2021 with one time funding of up to $50,000 from BSR pending finalization of the future use of the facility. This one time funding would allow existing service levels to continue as per previous approvals by City Council including the Afterschool Program.



Issue DetailCity Council approved in principle the sale of property that includes Windsor Water World to the Windsor Essex Catholic District School Board. On June 13, 2011 City Council approved CR191/2011 "That City Council APPROVE the closure of the aquatics portion of Windsor Water World once the new aquatic centre is opened and that administration provide a detailed proposal outlining costs for repurposing the aquatic portion of Water World".

As part of the 2015 Budget Deliberations, City Council considered an administrative recommendation to close Windsor Water World Community Centre. Council approved the following motion:

B3-2015 “That the report of the Executive Director of Recreation and Culture dated January 7, 2015 entitled “Budget Issue for Windsor Water World” BE RECEIVED for information; and further, that Administration BE DIRECTED to continue the After School and Ontario Early Years (OEY) programs at Water World, until such time as an alternate location is determined in that vicinity along with further consultation with user groups and service providers and that Administration REPORT BACK to Council in June 2015.”

Administration consulted stakeholders and researched various options for the relocation of the programs identified by Council and brought back a report to Council with options. On June 15, 2015, Council approved the following motion:

CR117/2015 That the report from the Executive Director of Recreation and Culture dated March 6, 2015 on options for Windsor Water World programs BE RECEIVED; and further

That Administration BE DIRECTED to implement Option 4 described as Remaining at Windsor Water World under a Reduced Operating Model, and as outlined in the report at an annual operating cost of $250,368 for a one year period or until further direction is received from City Council relative to the school development proposal; and further

That the additional funds required to continue operation under Option 4 for 2015 in the amount of $132,691 BE FUNDED BY the Budget Stabilization Reserve and the recommended budget for 2016 BE BROUGHT FORWARD to the 2016 budget deliberations, and further,

That the fitness equipment BE LEFT in place and leave the gym open when staff are already scheduled to be there for programming.

For the 2016 Budget Council approved B42-2015 “That the Windsor Water World Community Centre CONTINUE OPERATING under the Reduced Operating Model in 2016, and further, that the balance of funds required to operate the

161

Year Budget Actual Variance BSR Funding2016 $199,370 $216,198 ($16,828) $39,4972017 $259,131 $274,998 ($15,867) $0.002018 $183,961 $217,969 ($34,008) $8,8622019 $183,929 $208,102 ($24,173) $50,000


Levy

BuildingPermit

Reserves

Off StreetParking

Reserves



Community Programming-Admin


Total Expenses 50,000 0 0 0Recreation & Culture




full year in the amount of $69,469 BE FUNDED from the Budget Stabilization Reserve (BSR)”.

Since the time that the above motion was approved, the Recreation and Culture staff has been working with community stakeholders to maintain and increase the use of the Windsor Water World facility. For example, a community organization rented the facility to provide free sports programming for neighbourhood children. The Glengarry-Marentette Initiative has been actively pursuing additional community programming and rentals for WWW and is undergoing community outreach initiatives to encourage continued use of the facility.

Currently Windsor Water World is operating at a partial budget and will require $50,000 from the Budget Stabilization Reserve (BSR) for 2021 to operate for a full year until further direction is received on the long term function of the facility.

Performance Indicators4 Year Participate Rate Trend Analysis:

2019: Programming Participant Visits: 5,663




4 Year Windsor Water World Trend Analysis (Recreation & Culture Budget)

162


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BuildingPermit

Reserves

Off StreetParking

Reserves



Cultural Affairs Office Grants from City 5,000




Department Recreation & Culture Category [G] Line Item Increase

Division Cultural Affairs Status Public

Doors Open Event FundingFunding for Doors Open event



Issue DetailDoors Open Windsor is an event which promotes awareness of Windsor’s built heritage, history and diverse culture will provide an opportunity for residents and visitors to discover local buildings, institutions and places of interest, some of which are not normally accessible to the public. Doors Open is a family friendly, free event which is very well promoted and because it is also promoted at the provincial level, it attracts many visitors to the area.

On February 3, 2020 CR60/2020 approved report C17/2020 to fund the 2020 Doors Open event from the Budget Stabilization Reserve (BSR).

163

Year Budget Actual Variance2016 $4,625,134 $3,916,546 ($708,588)2017 $4,828,561 $4,294,862 ($533,699)2018 $4,538,733 $4,586,056 $47,3232019 $4,662,233 $4,930,282 $268,048


Levy

BuildingPermit

Reserves

Off StreetParking

Reserves




Program Supplies 1

Total Expenses 1 0 0 0



Department Recreation & Culture Category [I] Revenue Increase

Division Admin - Recreation & Culture Status Public

User Fee Increase - Recreation and CultureThe Recreation and Culture department is proposing an approximate average of 0.5% fee increase to the 2021 Schedule of Fees to cover inflationary increases. This fee increase is projected to slightly increase 2021 actual revenues to assist in achieving budgeted amounts that were not met in the previous year.



Issue DetailThe Recreation and Culture department is proposing an approximate average of 0.5% fee increase to the 2021 user fee schedule as per the approved User Fee Policy. The department is not recommending an increase to the 2021 operating budget due to the current situation regarding COVID-19.

As a result of the COVID-19 pandemic, the City of Windsor’s Recreation & Culture department was forced to suspend a variety of services beginning in March 2020 in order to comply with Provincial Orders. During these unprecedented times, the department continues to prepare for changing restrictions and regulations, allowing recreational facilities to reopen and more leisure services to safely resume.

It should be noted that revenue projections are difficult to calculate on an annual basis and are subject to fluctuations due to external factors that are sometimes out of the control of the department.

4 Year User Fee Revenue Trend (6642 and 6650)

164


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BuildingPermit

Reserves

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Reserves




User Fees- External (1)

Total Revenues (1) 0 0 0Net Total 0 0 0 0

165



166



167


CLT Office Community Development & Health Classification [2] Budget Reduction

Department Employment & Social Services Category [H] Line Item Reduction

Division OW & Discretionary Assistance Status Public

Elimination of Two (2) Ontario Works (OW) Vacant PositionsEliminate One (1) Regular Full-Time (RFT) Intake Receptionist – The incumbent in this position retired December 2019. The workload at the Intake Reception has been managed, with no reduction in customer service level. The position is currently vacant, and the elimination of this one position will have no impact on the Department and its service levels.Eliminate One (1) Regular Full-Time Caseworker, Employment Services- Ontario Works (Job Code 543233) position. This position has been vacant since June 2019.



Issue DetailThe City of Windsor is the Consolidated Municipal Service Manager (CMSM) for the delivery of the Ontario Works (OW) program within Windsor and Essex County. The Ministry of Children, Community and Social Services (MCCSS) provides Ontario Works Program Delivery Funding to support program administration and the provision of employment services. Based on the funding allocations provided for 2021, MCCSS will share OW Program Delivery gross expenditures up to a capped amount of $ 27,276,800. The first $6,701,000 in gross expenditures would be 100% funded by the Province. Any remaining expenditures to the capped amount would be cost shared 50/50 provincially/municipally. Costs that are above the expenditure cap will not be eligible for 50% Provincial funding and must be borne by the City and County only. The County of Essex shares in the municipal contribution using the arbitrated weighted assessment formula.

Eliminate One (1) Intake Receptionist (RFT)The Intake Receptionist position is one (1) of four (4) budgeted positions supporting our clients in the Ontario Works lobby at 400 City Hall Square. The primary functions are to greet the public, answer questions that relate to the client’s file, provide clients with resource information, and register clients’ attendance for scheduled appointments with caseworkers or employment caseworkers.

Starting in 2019, the Ministry of Children, Community & Social Services (MCCSS) and the department have rolled out a series of modern ways to deliver customer service. These strategies provide clients with different channels to communicate with caseworkers, other than having to attend the Ontario Works (OW) lobby physically. As a result, the workload for reception service can be managed by three (3) Intake Receptionists. After the retirement of one (1) of the incumbents in December 2019, the department did not backfill this position in 2020 and is offering this position as a budget reduction for 2021. The elimination of this position will have no impact on the department and its service levels, as the department continues to find methods to streamline and find efficiencies in service to the public.

Although the attendance in the OW lobby has not decreased over the last 3-4 years, many of the duties of the Intake Receptionists will be reduced due to the modernization initiatives currently underway, For example, approximately 45% of clients attending the OW lobby are for scheduled appointments. Due to changes as a result of COVID-19 and the new electronic queue system being evaluated, it is projected that the number of clients attending the lobby for appointments will effectively be reduced. In addition, approximately 20% of clients attending the lobby are dropping off mail. This percentage will significantly decrease as more clients are now using e-mail & the Ministry’s newly launched MyBenefits app. With the onset of reloadable payment cards (replacing cheques) and an increase in the number of phone appointments, coupled with the other modernization initiatives identified, the department is comfortable submitting this budget issue.

168


Levy

BuildingPermit

Reserves

Off StreetParking

Reserves


Corporate Accounts



Employment & Social Services

Ontario Works-Program Delivery

Computer Maintenance (960)



Computer Rental - INTERNAL (800)






Salary-Reg.Full Time (103,458)






Net County Cost 73,289


Eliminate One (1) Caseworker, Employment Services (RFT)Within the department’s approved annual operating budget, there are 23 (including 2 bilingual positions) Caseworkers, Employment Services positions. More specifically, there is a budget for two (2) Caseworkers, Employment Services positions located in the Leamington office. One (1) of these positions has been vacant since June 2019. When the incumbent retired, the department held the position pending a review of the service delivery model to enhance customer service, effectiveness and efficiencies. At this time, the department can eliminate this position, by augmenting services to the Leamington office through both the Ontario Works Employment Services and Employment Ontario employment programs. The department will work to identify opportunities through innovative service delivery models to ensure clients in the County of Essex continue to receive excellent customer service. In addition, the Ministry of Labour, Skills Development and Training (MLTSD) has implemented prototypes for the Employment Transformation Initiative that was launched in 2019. As part of the initial Provincial RFP process, nine CMSM’s were selected as prototype for this new delivery model. The Province is expected to release the second RFP process in 2021. As communicated to Council, Administration as a CMSM and direct Employment Ontario provide will apply to be the CMSM for our region in the delivery of employment services. However, should the City not be successful in this application process, the elimination of this position, will lessens the potential impact to staffing.

Capital Budget ImplicationN/A

169

Department Dept ID Position Title Employee Class FTEEmployment & Social

ServicesOntario Works-

Program DeliveryCaseworker - Employment

ServicesRegular Full-Time (1.0)



Intake Receptionist Regular Full-Time (1.0)

Total: (2.0)

170



171



172



Department Employment & Social Services Category [H] Line Item Reduction


Ontario Works Program Delivery Line by Line ReductionThe City of Windsor is the Consolidated Municipal Service Manager for the delivery of the Ontario Works program in Windsor and Essex County. The cost of the program is shared with the Province and the County. The Ministry of Children, Community and Social Services (MCCSS) has announced that funding levels for 2021 will not increase over the 2020 capped amount. Administration has reviewed all budget lines to identify efficiencies, alternative service delivery methods and enhancements to the program.



Issue DetailThe City of Windsor is the Consolidated Municipal Service Manager (CMSM) for the delivery of the Ontario Works (OW) program within Windsor and Essex County. The Ministry of Children, Community and Social Services (MCCSS) provides Ontario Works Program Delivery Funding to support program administration and the provision of employment services. Based on the funding allocations provided for 2021, MCCSS will share OW Program Delivery gross expenditures up to a capped amount of $ 27,276,800. The first $6,701,000 in gross expenditures would be funded 100% by the Province. Any remaining expenditures to the capped amount would be cost shared 50/50 provincially/municipally. Costs that are above the expenditure cap will not be eligible for 50% Provincial funding and must be borne by the City and County only. The County of Essex shares in the municipal contribution using the arbitrated weighted assessment formula.

Administration has reviewed all budget lines to identify efficiencies, alternative service delivery methods and enhancements to current programs and are recommending the following net City reductions:

1) Gross expenditure reduction - Purchase of Services ($62,337)2) Gross expenditure reduction - Advertising ($5,000)

Net City share of total reduction ($43,100), County share of reduction ($24,236)

The Employment and Social Services department has reviewed all contracted purchase of service agreements with agencies in the community and has identified efficiencies, alternative service delivery methods and enhancements to current programs in order to maximize the allocated funding. These saving will have no impact on the service level.


173


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Advertising (5,000)



Special Projects-Social Servic (62,337)

Total Expenses (67,337) 0 0 0Employment & Social Services




174


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Off StreetParking

Reserves







Ontario Specific Grants (218,585)




Department Employment & Social Services Category [I] Revenue Increase


Provincial & County Revenue Increase - Ontario Works Program Delivery BudgetOntario Works Program Delivery is cost shared with the Province and the County. The amount of budgeted Provincial and County revenue is being realigned in relation to the increase in Provincial funding over 2019 levels, and in relation to the increase in Salary and Fringe benefit costs in 2021. These changes results in an overall reduction to the City budget.




The amount of budgeted Provincial funding is being realigned in relation to the increase in Provincial funding over 2019 levels, and in relation to the increase in Salary and Fringe benefit costs for 2021. This revenue increase results in an overall Net City budget reduction of ($214,464).


175


CLT Office Community Development & Health Classification [1] Budget Increase

Department Housing & Children Services Category [B] Legislated

Division Housing Services Status Public

Social Housing Service Level StandardsAs the Consolidated Municipal Service Manager for Social Housing in Windsor and Essex County, Windsor must provide rent-geared-to-income (RGI) assistance in Windsor/Essex for a minimum number of households. The cost of Social Housing is shared with the County of Essex using the arbitrated weighted assessment formula. In June 2019, the Ministry of Municipal Affairs and Housing communicated the Service Level Obligations for Service Managers and requested an Action Plan to outline how we will “work towards incrementally meeting” the Service Level Standard. To meet this legislated requirement, Housing Services continues to implementing a housing subsidy program delivered in stages over a three-year period. This 2021 budget request is for the second year of funding.



Issue DetailThe City of Windsor is the Service Manager with respect to Social Housing for the City of Windsor and the County of Essex. As legislated in the Housing Services Act, 2011 (Section 40(1)), the City must ensure that rent-geared-to-income (RGI) assistance is provided in Windsor/Essex for a minimum number of units whose income is no greater then the “Household Income Limit (HIL)” prescribed in legislation. In addition, a number of those households must also have incomes that are at or below the prescribed “High Need Household Income Limit”. In Windsor/Essex 5,726 households must have income at or below the HIL, of which 3,381 must have incomes at or below the High–Need HIL. In addition, the legislation indicates that the service area must maintain a service level of 175 “modified units”.

There are currently approximately 7300 Social Housing units in Windsor/Essex. The City of Windsor reports yearly to the Ministry of Municipal Affairs and Housing (MMAH) and based on the MMAH reporting template, has been consistently under the prescribed service level. For the last five years, the service area has reported a yearly average of approximately 450 units below the required service level for “units at or below HILs” (2019- 5,407 / 2018 -5,154 / 2017 – 5231 / 2016 – 5305).

This difference can be attributed to a number of different issues as follows:

a) Unit vacancies are reported separately from the number of units “at or below HILs”. In 2018, over 260 units were recorded as vacant. Based on information gathered from the provider(s), the majority of these units represented normal RGI unit turnover and RGI units that were vacant based on agreements with the service manager for neighborhood safety and security reasons. Housing Services feels that these units should be part of the service level for reporting purposes, and has identified this to MMAH as part of the action plan that was submitted and:

b) Units that are paying RGI rental rates (based on the rental calculation) but have incomes over the HILs. RGI rent rates are calculated based on the gross household income of the incoming tenant/family reduced by certain exempt income. In some instances, this results in a situation where the tenant is paying an RGI rent amount based on exempt income, but the gross household income is over the HILs. This accounts for approximately 50 units that Housing Services, again, feels should be tracked as RGI units for reporting purposes and has identified this to MMAH as part of the action plan that was submitted and,

c) Units no longer in system (Expired Operating Agreement) and/or allocated units (Rent Supplement) that have vacated

176

and not been replaced as a result of the current rental market and or availability of funding. A small number of units (11) in our service level were units in a non-profit corporation where the former Federal Operating Agreement has expired. These units have not been replaced elsewhere in our service area. In addition, a number of units in downloaded Rent Supplement Programs (RS) have vacated and due to the strong rental market, the Program Administrators have experienced difficulty in attracting new landlords/tenants willing to rent at an affordable rental rate. As well, a current Rent Supplement program that was transferred to Windsor Essex was based on a set funding allocation. Over the years this allocation, due to rising rents and the strong rental market, has not been able to assist as many people as are represented in our Service Level Standard (SLS). These factors are in part behind the large increase in the current waiting list for Social Housing in Windsor Essex. This unit count is approximately 180 units that reflect a shortfall in the service level standard. It is estimated that the yearly cost to fund this shortfall in service level in Windsor Essex could be up to $1 million per year (City/County) based on the current program funding mechanism (RGI subsidies). The City of Windsor’s share of this cost would be approximately $ 650,000 yearly based on the current weighted assessment formula. Housing Services has been monitoring this shortfall and have actively been working with our RS Administrators to attract more landlords and increase the take-up of available RS units in the community.

The City reports the number of units funded each year as part of the Service Manager Annual Information Return (SMAIR). Units are reported in three general categories:1) RGI Households with incomes at or below the Household Income Limits (HILs) 2) Non-RGI households (market units) and RGI Households with incomes above the HILs3) Vacant units

As part of the year end reporting to MMAH, Housing Services requests that each provider submit information of unit take-up as of December 31st each year with respect to the above three categories. The City, similar to all Service Managers, faces a number of challenges with respect to the reporting of Service Level Standards as only the number reported in 1 above are considered by MMAH as units meeting the service level. As noted in a) and b) above, a number of units that are reported by providers in 2) and 3) above, in the opinion of Housing Services, represent RGI units that should be considered as part of the legislated service level, but because of the reporting requirements of MMAH, are not reported by providers and counted toward that standard.

The service level standard issue has been noted at Operating Budget Administrative Review in previous years and indicated in recent Council reports. This issue is not isolated to the City of Windsor, as other CMSM’s have identified similar shortfalls in their service areas.

In June 2019, the CAO received a letter from MMAH outlining the Service Level Obligations for Service Managers. As part of the 2017 Value for Money Audit on Social and Affordable Housing, the Auditor General recommended that the Ministry:

- Track and report on the number of subsidies each municipal service manager provides compared to the legislated standard and:- Follow up with municipal service managers when the standard is not met to develop an action plan and remedial steps to attain the standard.

As such, Housing Services was asked to submit an Action Plan to outline how we will “work towards incrementally meeting” the Service Level Standard (SLS). The Plan for Windsor Essex was submitted on November 29, 2019.

One of the strategies Housing Services proposed in the 2020 operating budget issue (#2020-0230) was the development and delivery of a municipal housing benefit subsidy program to be offered over a three-year period that would help to address the legislated service level standard deficit in Windsor Essex. The total estimated cost of the municipal housing benefit subsidy is $750,000 per year (average of $300/unit/month plus an allocation for administrative costs). This is a three year program of which Council approved (Decision #B55/2020) the initial 2020 request for a $250,000 base budget increase to allow Housing Services to develop and implement the first phase of this proposed three-year housing benefit program. This 2021 budget request is for $250,000 gross which represents the second year of funding, the cost of which is to be shared with the County ($162,412 City, $87,588 County).Upon approval of the base operating budget increase for 2020, Housing Services developed a framework for a municipal housing benefit called the Windsor Essex Housing Benefit (WEHB) inclusive of program guidelines, program material and eligibility criteria in line with the requirements set forward under the Housing Services Act (HSA) 2011 (Schedule 4.1 of O. Reg. 367/11).

The Windsor Essex Housing Benefit (WEHB) is a monthly benefit paid directly to eligible low-income households to bridge the gap between affordable rent (roughly 30 percent of income) and average market rent for the service area.

177


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Reserves

Off StreetParking

Reserves


Housing & Children Services

Housing Services

Social Housing Transfers 250,000

Total Expenses 250,000 0 0 0Housing & Children Services

Housing Services Net County Cost (87,588)


Unlike other forms of housing assistance (e.g. rent-geared to income, rent supplement), the benefit is tied to the household and not a physical housing unit, allowing the benefit to move with the household within the Windsor Essex service area. The WEHB gives recipients more flexibility to choose where they live, while encouraging economic and social inclusion.

Housing benefits offered under the WEHB are included under legislated service level standards and conform with the Housing Services Act (HSA) framework set out in Schedule 4.1 of O. Reg. 367/11. The framework sets out rules regarding eligibility criteria, selection of benefit recipients, benefit calculation and ongoing eligibility reviews.

178



Department Housing & Children Services Category [F] Revenue Reduction

Division Children's Services Status Public

Revenue Loss - Children's Services AdministrationEffective January 1, 2021 the Provincial/Municipal cost sharing ratio for Child Care administration costs is changing. The maximum provincial subsidy available for Child Care Administration will be 10% which is cost shared between the Province and municipality 50%/50%. The municipal contribution of Child Care Administration is shared with the County of Essex. This change would result in a significant loss of provincial revenue for Child Care Administration beginning in 2021. On November 27, 2020 the Province announced a one-time transitional grant which could be used to offset the 2021 Administration Revenue Loss. One-time funding is being requested in the event that the transitional grant is insufficient. A budget issue for annualized funding will be brought forward in 2022.


One-Time Funding: Up to $454,908

Issue DetailThe City of Windsor is the Consolidated Municipal Service Manager (CMSM), responsible for planning and managing the delivery of community based child care and early years programs and services for children from pre-natal to 12 years of age, ensuring an increasingly integrated, high quality child care and early years system, governed and funded through the Ministry of Education. This includes contractual funding agreements with the child care and early years community; the administration of child care fee subsidy, special needs resourcing funding; and capacity building and professional development of all early learning professionals across Windsor Essex County. The County shares in the municipal cost of child care using the arbitrated weighted assessment formula.

Section 56 of the Child Care and Early Years Act (CCEYA) 2014 states that:

“....a service system manager shall,(a) develop and administer local policies respecting the operation of child care and early years programs and services;(b) administer the delivery of financial assistance provided by the Minister under clause 54 (1) (b), in accordance with the regulations;(c) coordinate the planning and operation of child care and early years programs and services with the planning and provision of other human services delivered by the service system manager;(d) assess the economic viability of the child care and early years programs and services in the service area and, if necessary, make or facilitate changes to help make such programs and services economically viable;(e) perform such other duties as may be prescribed by the regulations.

On April 18, 2019, the City of Windsor received a funding letter from the Ministry of Education indicating that the 2019 Child Care funding allocation for Windsor and Essex County would decrease by $2.44M from the 2018 allocation. Subsequently, the Ministry of Education made revisions to the 2019 funding allocation and delayed some of those policy changes to 2020. The intent of the delay is to provide municipalities additional time to plan prior to those funding and policy adjustments coming into effect.

The Ministry of Education also identified a reduction in funding for programs and services, as well as policy changes that would impact child care funding levels. One of the policy and funding changes that came into effect in January 2020 was the change in Child Care Expansion Plan funding. Previously 100% provincially funded, the Expansion Plan became subject to a cost sharing formula of 80% provincial/20% municipal dollars. This resulted in a loss of $1,361,765

179


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Reserves

Off StreetParking

Reserves


Housing & Children Services Child Care Ontario Specific

Grants 454,908

Housing & Children Services Child Care TRANSFER From


Total Revenues 0 0 0 0Net Total 0 0 0 0

Expansion Plan funding from the Municipalities, as the department did not ask council to contribute the 20% municipal requirement. This loss of Expansion Plan funding would continue for 2021.

Further changes in a communication from the Ministry of Education received on August 28, 2019, outlined a phased in approach to the proposed changes as follows:

Effective January 1, 2021, there is a new cost sharing expectation of the CMSM by the Province. The allowable threshold municipalities can spend on child care administration will be 10% with a required cost share rate of 50% Province/50% CMSM. Any costs above the 10% threshold would be funded 100% by the municipality. This would result in a significant increase to the Municipalities contribution.

Effective January 1, 2022, the allowable threshold municipalities can spend on child care administration will be reduced from 10% to 5% and municipalities will be required to cost share all administrative funding at a rate of 50/50. Any costs above the 5% threshold would be funded 100% by the municipality. Based on budgeted 2020 Child Care administration costs and 2020 funding allocations, it is estimated that the total 2021 and 2022 provincial funding loss would exceed $1.5 million over the two years without this one-time grant funding. Any additional municipal cost would be cost shared with the County using the arbitrated weighted assessment formula.

In a recent letter dated November 27, 2020, MEDU announced, that due to unique circumstances related to Covid-19 and the need for a more stable funding approach, a one-time transitional grant was being allocated to municipalities to offset and assist with the new required cost share for provincial child care administration. This one-time grant may also be used to assist with the provision of child care programs and services as well as other COVID-19 related operating costs such as support for reduced capacity, enhanced cleaning and personal protective equipment (PPE).. In the letter MEDU states “CMSMs and DSSABs are encouraged to continue finding opportunities to reduce administrative costs through process improvements and other means in anticipation of the previously communicated 2022 administrative threshold change.” A request for one-time funding is included in this budget issue in the event that the Transitional grant is insufficient. The request for annualized funding will be brought forward during 2022 budget deliberations.

The onset of COVID-19 emphasized the need for child care services as a support to economic recovery. The provision of emergency child care at the onset of COVID to support essential workers emphasized the important role that child care services provide to support the community. Child care is an essential economic driver to support families’ return to work and education.

RiskThe potential risk of funding loss for 2021 may have been reduced with the announcement of the one-time provincial grant in 2021 to assist with the new Provincial/Municipal Administration cost share. In the November 27, 2020 letter from MEDU they state “CMSMs and DSSABs are encouraged to continue finding opportunities to reduce administrative costs through process improvements and other means in anticipation of the previously communicated 2022 administrative threshold change.” This implies in January 2022 additional municipal funding will be required to offset the provincial funding reduction. It is anticipated that without additional municipal funding in the future, Children’s Services will not be able to deliver the programs and funding to the child care and early years community. This will result in an extremely negative impact on children and families accessing these programs; as well as the economy that relies heavily on this sector to permit families to work, attend school, employ staff and contribute to the community. The request for annualized funding will be brought forward during 2022 budget deliberations.

180



Department Housing & Children Services Category [F] Revenue Reduction


Federal Block Funding LossSince 2001 the City has received funding from the Federal government (Federal Block Funding) representing the Federal share of funding for housing providers under Operating Agreements. These agreements are expiring within the next 12 years. The 2019 budget year saw the largest reduction in funding. Housing Services has been mitigating these yearly reductions within the Housing Services budget. No additional funding is being requested for 2021. In the period from 2021 - 2032 there will be further losses of Federal Block funding (ref. attachment) which may require municipal budget increases in future years.



Issue DetailThe City of Windsor is the Consolidated System Service Manager (CMSM) for the delivery of Social Housing programs in the City of Windsor and Essex County. The County shares in the municipal cost of social housing using the arbitrated weighted assessment formula. Since 2001 the City has received funding from the Federal government (known as Federal Block Funding). This funding represents the federal share of funding for former Federal and Federal/Provincial social housing providers as well as Public Housing providers. These federal operating agreements have defined terms and are expiring within the next 12 years. The Ministry of Municipal Affairs and Housing (MMAH) traditionally announced funding on a five-year cycle. In late 2017 the City received the announcement of funding to 2032, representing the remaining term of all Federal agreements.

Research on the Federal Block Funding issue has been conducted by Federation of Canadian Municipalities (FCM) and Housing Services Corporation (HSC) and indicates that two social housing programs, Public Housing and Urban Native, are most at risk due to the high prevalence of Rent-Geared to Income units and insufficient capital reserves as they require higher levels of subsidy for their programs.

Beginning with the 2011 Operating Budget process, this Federal Block Funding loss has been identified to Council as a “Budget Issue” on a yearly basis. A comprehensive Council Report (#16747) with respect to the loss of federal Block Funding was presented to Council on January 6, 2014. Federal Block Funding has been reducing on a yearly basis since 2011. To date, Housing Services has been able to absorb this loss of Federal Block Funding within the current yearly operating budget allocation primarily as a result of subsidy savings experienced due to mortgage renewals (at lower interest rates), reduced Debenture payments (Public Housing), and the increase in geared-to-income revenue of non-profit providers.

The 2017 Budget Issue brought forward to Senior Administration in late 2016 outlined the effects of known reductions in Federal Block Funding to 2019 and provided a number of options to fund the projected loss of this Federal Funding. The Administrative Review Committee decision was to manage the 2017 effect (Gross Public Housing costs $280,974 – Net Public Housing City costs $ 188,189) in the Housing Services 2017 Operating budget. As such, a base budget increase in operating funding was approved in 2017.

In 2018, a budget adjustment was approved to offset the Federal Block funding loss estimated to be $241,000 (net City).

In 2019, the City experienced a Gross funding loss of $660,981 (Net City $428,328 based on current weighted

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Off StreetParking

Reserves



Housing Services Debentures (1,389,261)

Total Expenses (1,389,261) 0 0 0Housing & Children Services

Housing Services

Canada Specific Grants 1,389,261

assessment rates). At the Administrative Review for the 2019 budget Housing Services requested an increase in base funding of $ 216,000 (50 % of the 2019 loss of Federal Funding – net City) as it was anticipated that Housing Services would not be able to absorb the entire net City funding loss of $428,328. At the review stage, a decision was made to not increase base funding but if a shortfall occurred in 2019 because of this issue, the shortfall would be funded from the Budget Stabilization Reserve (BSR).

As noted in the attached chart, a small increase in Federal Block Funding is scheduled for 2021.

With the Federal Funding decrease in 2019 and 2020 and the small increase to Federal Funding in 2020, there will be a cumulative Federal Block net City funding shortfall of $408,421 in 2020. The current Housing Services budgeted amount for Federal Block Funding is overstated. However, Housing Services is not requesting a funding increase in 2020 and will manage this shortfall within the overall Housing Services budget. A further yearly loss of Federal Block Funding will take place in 2022. It is not anticipated that this loss will be able to be absorbed by Housing Services and as such will result in a budget issue request in that year. Beginning in 2023, Federal Funding Loss is expected to decrease due to expenditures decreasing which will result in a cumulative Federal Block net City savings.

The Housing Services Act (HSA, Section 40(1)) outlines the prescribed number of rent-geared-to-income (RGI) units in each service area. The prescribed number of RGI units in Windsor Essex (O Reg. 367/11) is 5,726. The City of Windsor reports this information on a yearly basis to MMAH. Based on the method of reporting required by MMAH, the City has consistently been under this prescribed target for the last number of years (2018 – 5,154 / 2017 – 5,231 / 2016 – 5,305 ). For the last five years, the Windsor/Essex service area has reported a yearly average of approximately 450 units below the prescribed HSA service levels for RGI units. On June 27, 2019, the MMAH identified this issue in a letter to the CAO. MMAH has requested the submission of an Action Plan to outline how the City, as Service Manager, will “work towards incrementally meeting” our service level. Please see budget issue 2021-0107 for further details.

The recently announced National Housing Strategy (NHS) recognizes this issue of expiry of Federal Operating Agreements and has announced, as part of the NHS, a new $500 million Federal Community Housing Initiative to “put in place new operating agreements” when the current agreements expire, and assist providers by providing “funding to subsidize rents for tenants in need”. In April 2019, the Province of Ontario released the Community Housing Renewal Strategy (CHRS), a multi-year strategy representing three, three-year phased funding periods that leverage the remaining nine-year federal government investments under the National Housing Strategy. In May 2019 the City of Windsor received an allocation of funding under the Canada Ontario Community Housing Initiative (COCHI). The funding under this new program for the first three years is $ 4.4 million ($1.12 M for 2019-2020 / $1.54 M for 2020-2021 / $ 1.74 M for 2021-2022). The objective of this program is “to protect tenants in current programs with expiring operating agreements/mortgages and to begin to stabilize the supply of community housing through repairs, renovations and operating support.” As well, the initiative is to protect the affordability for households in social housing, and support repairs and renewal of the current housing stock. Housing Services is currently designing a Social Housing Repair Program to allocate the first year of the funding (2019-2020).

Federal funding levels will continue to change yearly until all Federal funding is depleted by 2032. The County will share in these losses or gains using the arbitrated weighted assessment formula. Please see attachment for details of the annual change in Federal Block Funding until 2032.

RiskThere is a low risk that the Housing Services will be unable to manage the remaining shortfall in actual 2021 Federal Block Funding from the amounts reflected in the base budget. This issue will be monitored by Housing Services and any projected deficit, if necessary, will be reflected in 2021 variance reporting.

182

Total Revenues 1,389,261 0 0 0Net Total 0 0 0 0

183

Budget Issue: 2021-0045

As at: August 14, 2020

County of

EssexCity of Windsor

2019 0 660,981 660,981 232,653 428,328 428,328

2020 145,052 (184,088) (39,036) (19,129) (19,907) 408,421

2021 143,776 (13,691) 130,085 47,138 82,947 491,368

2022 (147,368) 419,735 272,367 104,047 168,320 659,688

2023 (1,196,709) (81,578) (1,278,287) (470,586) (807,701) (148,013)

2024 (1,103,630) 741,140 (362,490) (135,343) (227,147) (375,160)

2025 (1,759,769) 1,611,284 (148,485) (55,480) (93,005) (468,164)

2026 (2,531,069) 1,290,124 (1,240,945) (464,418) (776,527) (1,244,692)

2027 (1,934,746) 328,823 (1,605,923) (600,953) (1,004,970) (2,249,662)

2028 (1,275,885) 567,945 (707,940) (267,304) (440,636) (2,690,298)

2029 52,524 150,301 202,825 75,772 127,053 (2,563,245)

2030 (106,965) 192,112 85,147 31,815 53,332 (2,509,913)

2031 (37,429) 33,152 (4,277) (1,598) (2,679) (2,512,592)

2032 64,437 15,825 80,262 29,989 50,273 (2,462,319)

2033 21,850 0 21,850 8,164 13,686 (2,448,633)

Total Change

(2019-2033) (9,665,931) 5,732,065 (3,933,866) (1,485,233) (2,448,633)

Assumptions:

6) The amount of Federal Block Funding to the year 2033 has been published in The Ontario Gazette and has

been reflected in Column B - Federal Block Funding Change

1) A 1% annual inflationary increase was factored into the subsidy payments provided to the former provincial

reformed housing operators.

2) Former Federal Housing Programs-providers previously administered by the Federal government will cease to

receive subsidy at the end of their 35 year operating agreements. Block funding for these providers will also cease

at that time.3) Subsidy Payments for Non-Profit providers with a higher percentage of RGI units may experience financial

viability issues should subsidies cease when operating agreements expire. It is assumed that subsidy payments

(less mortgage payments) will continue for those providers.

4) Column A, Estimated Expenses excludes WECHC changes as the City is the sole shareholder of WECHC and

will continue to be responsible for providing ongoing subsidy based on yearly submitting operating budgets.

5) City/County Cost Sharing is based on current Weighted Assessment Rate.

Federal

Block

Funding

Change

Budget

(Decrease)/

Estimated

Total Gross

Change

Budget

(Decrease)/

Increase

Estimated City/County Share

of Gross Change ( C)

D. Estimated

Cumulative City

Operating Budget

(Decrease)/

Increase

(D)

Estimated Impact of Federal Block Funding Loss

Year

Estimated

Expense

Budget

(Decrease)/

Increase

(A)

184

Program AmountHousing Services $39,788

Children's Services $45,693Total $85,481


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Housing & Children Services Child Care Net County Cost (45,536)

Housing & Children Services Early Years Net County Cost (157)


Housing Services Net County Cost (39,788)




Department Housing & Children Services Category [I] Revenue Increase


Increase in County Revenue for Housing and Children ServicesThe City of Windsor is the Consolidated Municipal Service Manager for Windsor and Essex County for Childcare and Social Housing programs. The County of Essex shares in the municipal cost of the programs based on the arbitrated weighted assessment formula. This budget issue is to increase the level of budgeted County revenue based on current weighted assessment rates.



Issue DetailThe City of Windsor is the Consolidated Municipal Service Manager for Windsor and Essex County for Childcare and Social Housing programs. The County of Essex shares in the municipal cost of the programs based on the arbitrated weighted assessment formula. Budgeted County revenue is being increased in Housing and Children Services programs in relation to incremental salary and fringe benefit rate increases, as well as to incorporate the projected impact of the weighted assessment changes in the following areas:

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CLT Office Community Development & Health Classification [3] Budget Enhancement

Department Housing & Children Services Category [M] Service Enhancement

Division Homelessness & Housing Support Status Public

Permanent Funding to Expand Street Outreach ServicesCommunity Development & Health Services is recommending permanent funding for street outreach services funded through an agreement with Family Services Windsor-Essex. During the 2019 budget process, permanent City funding was approved for one street outreach worker, and one-time funding was approved for a second temporary street outreach worker. Street homelessness and encampments are often viewed as indicators of an economic downturn and inadequate social supports. Efforts toward addressing homelessness, particularly through personal engagement with persons who are disconnected from supports, helps to mitigate this perception. This budget request is for permanent funding for the second outreach worker to help meet the demands of growing homelessness and address encampment issues.



Issue DetailCommunity Development & Health Services (CDHS) is proposing to enhance street outreach services through an agreement with Family Services Windsor Essex (FSWE) by providing permanent funding for a second Street Outreach Worker. During the 2019 budget process, permanent City funding was approved for one street outreach worker, and one-time funding was approved for a second temporary street outreach worker. This budget request is for permanent funding for the second outreach worker to help meet the demands of growing homelessness and address encampment issues.

Street outreach workers interact with persons experiencing homelessness through a variety of progressive engagement techniques, make referrals to emergency shelters, and connect people with appropriate support services that will help them meet their housing, health, financial and social needs. People living outdoors may be disconnected from community services and it often takes multiple attempts and time to build trust before a person is willing to accept help.

The By Names Prioritized List data shows that between 2018 and 2019 the number of people experiencing chronic homelessness (i.e. more than 6 months) increased by 45%. In August 2020, there were 422 people experiencing homelessness in Windsor and Essex County and of those, 58 were living outdoors. While it is difficult to quantify how many more people would be living outdoors without the support of street outreach workers and other community efforts to end homelessness, it is safe to presume that the numbers would be much higher without the 32,000 interactions street outreach workers have had with people since 2015.

The Windsor Essex Housing & Homelessness Master Plan, approved by Council in 2019 (CR612/2019) sets out ambitious targets to reduce chronic homelessness by 50% by 2024 and eliminate it by 2028. While we may not be able to permanently eradicate homelessness, by addressing chronic homelessness we commit to ensuring that any periods of homelessness are short term, that there are emergency shelter options available for all who need it, and that people are housed with the right supports as quickly as possible. Street outreach workers play an integral part in achieving this goal in that they are the first point of contact with people living outdoors who have been disengaged from services and need specialized supports to move toward the goal of permanent housing.

Street outreach workers also collaborate with various City departments such as By-Law, Parks and Police to address homelessness encampment issues in our community. In 2019, a committee of City departments, external agencies and FSWE came together to develop a coordinated approach to responding to homeless encampments in Windsor. The result was the creation of a 311 service request that allows the City to track reports of encampments and create a work flow

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process to ensure outreach workers and the appropriate City department, depending on the location of the encampment (e.g. park), is notified and called into action Since this service request went live in March 2020, there have been 83 service requests created (some encampment locations may have been reported more than once) and followed up on by street outreach workers.

FSWE also receives reports of encampments through other channels and provides weekly reports to the Homelessness & Housing Support area which demonstrate the positive impact street outreach workers have in reducing the number of encampments and number of people who stay there. For example, there were 19 people observed to be living at one encampment in downtown Windsor in mid-June 2020. Street outreach workers began daily visits to that area and ensured people were added to the By Names Prioritized list so they are known to community agencies, their needs can be assessed, and they can be connected to the right supports and housing. Outreach workers also helped resolve issues where the person had been temporarily banned from emergency shelters, helped people complete Central Housing Registry applications to access social housing, and developed an in-depth understanding of who is at these encampments and why. After daily visits for a number of weeks, the number of people observed at that same encampment was reduced to 8 by the end of August 2020.

Since March 2020, when the COVID-19 pandemic began to impact our community, street outreach workers have continued to deliver services without interruption. While the MOST van was suspended as it did not allow staff and clients enough space to maintain safe physical distancing, the street outreach worker assigned to the van was redeployed to other assignments, including supporting people who attend the City-led homelessness day program that began operating out of Windsor Water World in April 2020.

COVID-19 has also highlighted the importance of having a home as a way to protect oneself and other people in the community from the virus. Public health officials have advised people to quarantine at home when they have symptoms, to limit their number of close contacts, to wash hands frequently and to wear masks, but these safety measures are difficult and sometimes impossible for a people to adhere to if they are living outdoors, in an emergency shelter or other congregate living facility.

Now more than ever, we must focus on helping people find and retain housing. Street outreach workers play an important role in helping people do just that and help our community work toward the vision as outlined in the Housing and Homelessness Master Plan which states that, “Windsor Essex is an inclusive community where everyone has a safe, affordable, accessible and quality home, and everyone lives where they can actively participate.”

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Addition of One Temporary Coordinator of Housing Administration and DevelopmentAdministration is requesting to add One (1) Temporary Full Time Coordinator of Housing Administration and Development who would report to the Manager of Homelessness & Housing Support and be primarily responsible for overseeing the community’s emergency shelter system, including the implementation of recommendations of the Emergency Shelter Review, approved by Council in July 2020 (CR380/2020). This position would also oversee the new COVID-19 related responsibilities taken on by the Housing department as of March 2020 and which are expected to continue for the foreseeable future. The position for 2021 will be funded by one-time municipal funding.



Issue DetailAdministration is requesting to add One (1) Temporary Full Time Coordinator of Housing Administration and Development. This additional Coordinator of Housing Administration and Development would report to the Manager of Homelessness & Housing Support and be primarily responsible for overseeing the community’s emergency shelter system, including the implementation of recommendations of the Emergency Shelter Review, approved by Council in July 2020 (CR380/2020). This position would also oversee the new COVID-19 related responsibilities taken on by the Housing department as of March 2020 and which are expected to continue for the foreseeable future.

Council will recall that the Emergency Shelter Review recommended reconfiguring the shelter system to ensure the right number of shelter beds are available to meet the needs in our community, that the shelters need to provide services to key populations groups (e.g. youth), and that a new centralized way to access shelters and divert from shelters, where appropriate, needs to be established to create a more cohesive and efficient shelter system. Council has also requested quarterly reports on the progress of the Emergency Shelter Review recommendations, which this position will ensure is actioned.

In March 2020, as the COVID-19 pandemic started to impact our community, the Housing department immediately responded to ensure the health and safety of vulnerable residents and assumed more responsibilities in addition to the department’s already demanding work load. Additional supports and funding were required by the three main emergency shelters and 21 Housing with Supports Homes. This involved a significant number of meetings with such partners and the added administrative burden of executing and amending funding agreements, auditing numerous COVID funding expense claims, and added requirements from the provincial and federal governments on reporting for the funding issued under Reaching Home and the Social Services Relief Fund. The department also established and operated COVID Isolation & Recovery Centres and has had to expand and contract the model numerous times in the first six months of the pandemic. All this work was unplanned and not resourced. Fortunately, at the early stages of the pandemic, the department was able to utilize staff that were redeployed from other areas, but as these staff are beginning to return to their home departments, the Housing department is still left with a tremendous amount of ongoing additional work. Until a COVID vaccine is widely available, emergency shelters and congregate living facilities will need additional supports from the Housing department and the need to provide isolation spaces for those awaiting COVID test results or recovering from the virus will continue. Having one Coordinator dedicated to these new and unexpected responsibilities will allow other Housing staff to focus on their core responsibilities and deliver existing housing and homelessness programs.

There are currently four Coordinators of Housing Administration and Development in the Housing Services department.

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Housing & Children Services CHPI Other Pay 118,951

Total Expenses 118,951 0 0 0Housing & Children Services CHPI TRANSFER From



Three of these positions report to the Executive Director of Housing & Children’s Services and are responsible for administering social housing programs, monitoring compliance of Housing providers related to the Housing Services Act, and reviewing related budgets and payments. Significant resources are dedicated to the management of program files/projects and ensuring compliance with the Rental Housing Capital, Ontario Renovates and Homeownership Downpayment Assistance programs, and other housing programs which may be for a time period of up to 20 years.

The fourth Coordinator reports to the Manager of Homelessness & Housing Support and is responsible for overseeing homelessness programs and the implementation of the Windsor Essex Housing and Homelessness Master Plan and writing the required annual report.

Of the four Coordinators of Housing Administration and Development, two are funded through provincial dollars and two are funded through municipal funding, which is subject to cost sharing with the County of Essex

Housing & Homelessness Teams in Other Communities:

The City of Windsor’s Housing Services department runs very efficiently with a lean staffing complement compared to other municipalities. There are currently 23 FTEs in the department and all positions are municipally, provincially and federally funded. Municipal contributions from the City of Windsor to the homelessness budget has typically been used to support the Housing with Supports program and makes up only 8% of the homelessness budget in 2020-2021. By comparison, the City of Hamilton has 53 staff and the City of Waterloo has 54 staff in their Housing departments.

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Addition of One Regular Full-Time Emergency Planning OfficerThe Commissioner of Community Development and Health Services (CDHS) has specific responsibilities in the Emergency Plan and further, as the provincially designated Consolidated Municipal Service Manager, has obligations under funding agreements to provide emergency social services to residents during civic emergencies. This assistance is supported by the Manager of Homelessness & Housing Support as the CDHS Emergency Response Coordinator. With the increase in community needs for emergency response over the last several years, the department is requesting one Regular Full-Time Emergency Planning Officer position to support the increasing need in this portfolio.



Issue DetailOntario’s Emergency Management and Civil Protection Act mandates the City to develop and implement an emergency management program. City Council amended By-law #98-2005 and approved an updated Emergency Response Plan in March 2020 (CR110/2020). The Commissioner of Community Development and Health Services (CDHS) has specific responsibilities in the Emergency Plan and further, as the provincially designated Consolidated Municipal Service Manager, has obligations under funding agreements to provide emergency social services to residents. To date this work has been supported by the Manager of Homelessness & Housing Support as the CDHS Emergency Response Coordinator.

The Emergency Management and Civil Protection Act defines an emergency as: A situation or an impending situation that constitutes a danger of major proportions that could result in serious harm to persons or substantial damage to property and that is caused by the forces of nature, a disease or other health risk, an accident or an act whether intentional or otherwise.

With consideration for such a definition, adequate and appropriate resources are required to mitigate risks to the Corporation and the community it serves to the greatest extent possible. A designated position for Social Services Emergency Management exists in comparable municipalities and the increasing expectations and demands of this work has led to the need to implement such a position within CDHS.

The Canadian Red Cross (CRC) is a valued partner in emergency situations and responds to dozens of “minor” emergencies annually, such as house fires that affect 10 people or less. CDHS representatives become involved where the incident affects 25 people or more, or has the potential for “substantial damage” as considered in the Act. Over the last decade, the department has responded in over a dozen such instances. There has been a substantial increase in the number of incidents requiring a response and an exponential increase in the amount of work to prepare to respond. Although incidents may terminate from a purely “emergency” response – the fire is out, EMS has transported the injured, some residents can return to their homes - in many instances residents require support far beyond the initial hours. Increasingly that support has fallen to CDHS staff to lead for weeks and months following an emergency situation, as evidenced by the recent Westcourt Building fire. These responsibilities cannot be accommodated in addition to the already heavy portfolio carried by the Manager of Homelessness & Housing Support for all homelessness and housing support programs.

The Emergency Planning Officer will be responsible to update and maintain the CDHS Emergency Response Plan and

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Corporate Accounts



Housing & Children Services Homelessness Car Allowance 1,000

Housing & Children Services Homelessness Cell Phones 610

Housing & Children Services Homelessness Computer

Maintenance 720

Housing & Children Services Homelessness Computer Rental -

INTERNAL 600

Housing & Children Services Homelessness Fringe Benefits

(Dept.) 24,619

recruit, train and lead a team of staff to respond in an emergency situation. To prepare for this response, the EPO will develop policies, procedures, manuals, and training documents according to best practices and legislation. The position will liaise with community partners, other city departments, and representatives in the seven individual county municipalities to prepare for emergencies and execute the annual training exercises as required by legislation. It will be responsible to ensure coverage of the CDHS Emergency Phone, which is held by staff volunteers on a rotating schedule 24/7. It has been increasingly difficult to secure coverage for this phone. In extreme cases, this position will establish a reception centre and/or emergency shelter to accommodate those displaced by an emergency.

As the department delivers services regionally, traditionally the expectation has been that in a major emergency CDHS would have the capacity to assist. Recalling the flooding events of 2016 and 2017, the City and county municipalities began actively planning and preparing for potential flooding in March 2020 and then COVID-19 arrived. As CDHS staff were required to immediately respond to that health emergency, and public health guidelines strongly discouraged any public gatherings, individual municipalities were advised that the City’s capacity to respond would be limited and any plans for reception and/or evacuation centres should be undertaken on their own. Despite this direction, CDHS staff have been called upon repeatedly for advice and direction. In fact, the Regional CAO Group has proposed that a task force meet in advance of the 2021 flood watch season to explore the logistics of establishing one or two reception centres/evacuation shelters centrally to assist residents in the event of weather occurrences. CDHS cannot direct any existing staff resources to this work.

To date, despite the increasing expectations for emergency response, the department has supported this work within existing resources. However, increasing demands within the Housing and Homelessness department have made the status quo impossible. In an emergency, staff efforts focus on the situation, which results in falling behind in daily activities to the detriment of other legislated and Council approved initiatives. All efforts to maintain a work-life balance are suspended as staff work extended hours, nights and weekends to catch up. In addition to delivering on Council priorities such as the recommendations of the 10 Year Housing and Homelessness Master Plan and Emergency Shelter Review, and managing provincial and federal housing and homelessness programs, the department is working to prevent the potential spread of COVID-19 in the homeless and supportive housing populations.

Approximately $117,139 in annual funding is required for salary $99,209 (NU10, step 2 $74,599 + $24,616 (33% fringes), cell phone $610, computer maintenance $480, printer maintenance $240, computer rental $600 and mileage $1000. In addition, $15,000 in funding is required departmentally to cover response costs, meetings, training, staff overtime, etc.

RiskNeither the Manager of Homelessness & Housing Support or any other CDHS position can address issues such as extreme weather events, pandemics, emergency planning in neighbouring municipalities, and the accompanying resource requirements on an ad-hoc basis. COVID has compounded the frailties in the system. Without adequate and appropriate resources, specifically a position dedicated to emergency preparation and response, CDHS may not be able respond when called upon or sustain supports long term. This presents a significant risk to the health and safety of residents and staff, and risk to the reputation of the Corporation as whole.

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Housing & Children Services Homelessness Salary-Reg.Full Time 74,593

Housing & Children Services Homelessness Training Courses 15,000





Department Dept ID Position Title Employee Class FTEHousing & Children

ServicesHomelessness Emergency Planning Officer Regular Full-Time 1.0

Total: 1.0

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Huron Lodge Program Services

Bldg Maintenance Services 36,611

Parks & Facilities Fac.Ops. -Huron Lodge Caretaking 36,611

Total Expenses 73,222 0 0 0Parks & Facilities Fac.Ops. -

Huron LodgeWork Auth Recovery INTERNAL (36,611)




Department Huron Lodge Category [A] Annualization

Division Program Services Status Public

Contractual Increase for Aramark Caretaking Service FeeThis budget issue is to increase the annual budget for caretaking services at Huron Lodge. The addition is a result of an extension to the contract, with an increase of 3% to the annual rate.


One-Time Funding: NA

Issue DetailThe current annual operating budget for caretaking services at Huron Lodge is $1,199,253.60 plus HST.

On Oct 7, 2020, Report S 131/2020 was brought to standing committee which recommends a One-Year Renewal of Agreement with Aramark Canada for Caretaking Services at Huron Lodge with a 3% increase to the annual contract price in the amount of $35,977.61 plus HST or $36,611 inclusive of the HST non-recoverable portion.

RiskShould Council not approve this budget issue, the City may increase its exposure to the Infrastructure enterprise risk and caretaking hours may have to be reduced to remain within the approved budget. There is a risk to the health and safety of all residents, staff and visitors at Huron Lodge without fulsome caretaking services. This risk is heightened due to COVID-19 and is further articulated in COVID-19 budget issue 2021-0121.

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Department Huron Lodge Category [B] Legislated

Division Nursing & Personal Care Status Public

Add One-Time Funding for Temp Coord of Attendance & Schedules & Nursing Records Assistant for WFMThis budget issue requests one-time dollars for a Coordinator of Attendance and Schedules and Nursing Records Assistant required for WFM. WFM is labour intensive due to integration of advanced scheduling, time & attendance, payroll, and the large volume of manual interventions required within the system in a 24/7 environment. Without a budget increase, the department will report a variance as these positions support key functions within the software system that are directly related to the Quality Indicators mandated by the Province in documentation, to ensure sufficient staffing levels exist, and allow Huron Lodge to meet corporate standards in regards to timely & efficient payroll processes.



Issue DetailHuron Lodge has been committed to deploying Workforce Management (WFM) successfully and scheduling the staffing requirements of the home. In order to achieve this, the department is requesting temporary staffing dollars for 1 full-time Coordinator of Attendance & Schedules and 1 full-time Nursing Records Assistant to support processes that are unique to the 24 hour-7 day a week operation.

As a long-term care operator, Huron Lodge has a 24-7 business cycle with high demands in regards to time, attendance and scheduling of its 277 staff members. Of those employees, 145 are part-time. There are a high number of scheduling changes related to part-time employees due to scheduling in a 24-7 operation. On average, Huron Lodge experiences in excess of 1,400 time and attendance requests in a 10-day period for nursing alone. Both the dietary and nursing areas have different types of schedules with varying complexities requiring manual intervention within the WFM software system. While WFM is a structured and highly monitored program for time & attendance and scheduling, due to the nature of the department, Huron Lodge experiences a very high number of requests that are routed through the software. This has resulted in a number of increased operating procedures and approvals that need to be completed manually in this new system. Expecting organizational efficiencies with the implementation of WFM, Huron Lodge eliminated 0.5 FTE in 2018 prior to the full implementation of WFM.

Due to the volume of manual interventions within the system, there is a need for an additional regular full-time Coordinator of Attendance & Schedules. As part of the 2020 budget process, Council approved the addition of one permanent position as an increase to the staff establishment and one temporary position funded through the use of one-time funds. It has become apparent that the one-time funded FTE that was approved in 2020 is still required as Huron Lodge now has significant data to warrant the need for 2 full-time Coordinator of Attendance and Schedules positions.

Furthermore, WFM has increased duties for the Nursing Records Assistant position. These additional duties are currently distributed to an employee on modified duties; however that employee is scheduled to retire in January 2021. Thus, this budget issue requests one-time funding for a temporary, full time Nursing Records Assistant position to continue on with these additional WFM duties.

ONE-TIME FUNDING REQUEST:The amount requested for one-time funding is the cost for a Temporary full-time Coordinator of Attendance and Schedules and a Temporary full-time Nursing Records Assistant position, computer cost and uniform.

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Huron Lodge Nursing & Personal Care Other Pay 62,200

Huron Lodge Nutrition & Dietary Services


Huron Lodge Nutrition & Dietary Services


Huron Lodge Nutrition & Dietary Services Other Pay 82,741

Total Expenses 145,821 0 0 0Huron Lodge Nutrition &

Dietary ServicesTRANSFER From Reserve Funds (145,821)


RiskSignificant risk to staffing errors in scheduling will occur if this position is not approved. Scheduling errors will result in both payroll inaccuracies as well as impact resident care and possible Long Term Care Act violations in the event of missing shifts. Currently there is one 1FTE in the staff establishment and 1FTE funded with one-time dollars performing these duties, and a significant amount of hours in excess of regular business hours are required to manage these duties in the system. Within the Long-Term Care Homes Act, there are protocols to be followed related to sufficient staffing and the documentation, schedules and support for homes proving that sufficient staffing exists. Furthermore, there is a significant increase of duties mandated under the Act for staff replacement and time keeping that falls under the Nursing Records Assistant responsibility.

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Huron Lodge HL Administration

Ontario Specific Grants 233,028



Total Revenues 0 0 0 0Net Total 0 0 0 0



Department Huron Lodge Category [F] Revenue Reduction

Division Administration - Huron Lodge Status Public

Elimination of Ministry of Long-Term Care High Wage Transition Funding (HWTF) StreamThe Ministry of Long-Term Care has announced the elimination of the High Wage Transition Fund (HWTF) to long-term care homes commencing April 1, 2021. The HWTF was intended to allow Operators with higher wage costs to maintain service levels that are consistent with Operators that have average wage costs. This budget issue also provides one-time funding to offset the revenue reduction to support a zero impact to the tax levy as there have been delays in this funding elimination in the past year as the Ministry of Long-Term care continues to prioritize staffing issues in long-term care homes.



Issue DetailThe HWTF was intended to allow Operators with higher wage costs to maintain service levels that are consistent with Operators that have average wage costs.

In May of 2019, a memo from Brian Pollard Assistant Deputy Minister Long-Term Care Homes Division notified homes of the conclusion of the HWTF commencing August 1, 2019. Later in September, 2019 homes were notified of the extension of the HWTF until December 31, 2020. On September 29, 2020 the Ministry of Long-Term Care announced their COVID-19 Long-Term Care Preparedness Plan which extends the HWTF until March 31, 2021 in an effort to ensure long-term care staffing levels can continue to be addressed during the pandemic. If upper levels of government do not offer to extend this funding, the responsibility for high wage costs will be downloaded to the municipality.

Currently, Huron Lodge's annual High Wage Transition Funding is $310,704. Due to the uncertainty of this funding stream and delays in eliminating it, this budget issue provides for one-time funding of $233,028 to offset the potential loss in revenue from April 1 – December 31, 2021, with zero impact to the tax levy. The High Wage Transition Funding budget will continue to be monitored and further permanent revenue reductions will be brought forward as they are implemented by the Ministry.

201

Year Budget Actuals Surplus/(Deficit)2016 5,056,654 5,195,220 138,5662017 5,146,654 5,275,720 129,0662018 5,406,654 5,375,308 (31,346)2019 5,421,654 5,478,314 56,6602020 5,551,654 5,491,654 (60,000)



Department Huron Lodge Category [I] Revenue Increase

Division Administration - Huron Lodge Status Public

Increase in Resident Accommodation (Rent) RevenueThis budget issues increases the Resident Accommodation (Rent) Revenue based on the most recent Ministry of Long-Term Care announcement increasing the accommodation co-pay rates. This budget issue also requests one-time funding in the event the Ministry of Long-Term Care does not increase accommodation rates due to the pandemic.



Issue DetailThe Ministry provides the rates which residents are charged for accommodations in long-term care homes. The Ministry of Long-Term Care has announced that accommodation rates will increase to the residents on July 1, 2021 based on the previous year’s annual Canadian consumer price index which is 1.9%. This budget issue also requests one-time funding due the uncertainty of when or if accommodation rates will increase. Depending on the status of the pandemic, the Ministry could revise its previous communications and not increase accommodation rates.

At the time of writing this budget issue, the accommodation rates were to increase on January 1, 2021. Under this assumption, the budget issue increases accommodation revenue in the amount of $28,000. The most recent announcement from the Ministry of Long-Term Care indicates that accommodation rates will increase July 1, 2021. As such, one-time funding in the amount of $14,00 is being requested to mitigate any variances as a result of the delayed implementation of this most recent announcement. It should also be noted, that due to Covid-19, the Ministry did not raise accommodation rates to residents in 2020. Thus, the department is projecting a deficit of approximately ($60,000) at December 31, 2020.

It is important to note that although rates apply to all long-term care home beds, those residents who apply for and receive a rate reduction are not affected because their co-payment amount is determined based on what they can afford. The projected budget increase takes into consideration a similar amount of the resident population with rate reductions.

Administration has drafted the 2021 budget submission based on the most current information from other government sources at the time of writing. As details from upper levels of government have not been confirmed, Council is advised that the information and financial figures may change, affecting the corporate budget as a whole. Administration will make every effort to mitigate those impacts

5-Year Budget to Actual History

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H.L. Residents Revenue (28,000)


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Year Budget Actual Variance % Committed2016 $6,948,000 $7,116,836 ($168,836) 102.4%2017 $7,198,000 $7,171,279 $26,721 99.6%2018 $7,398,000 $6,719,909 $49,091 90.8%2019 $7,750,000 $8,042,522 ($292,522) 103.8%2020 $8,250,000 $8,250,000* $0* 100.0%


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Corporate Accounts

Canada Pension Plan Canada Pension Plan 750,000



CLT Office Corporate Classification [1] Budget Increase

Department Corporate Accounts Category [B] Legislated

Division Fringe Benefits Status Public

Canada Pension Plan (CPP)CPP contributions are a legislated payroll cost. The CPP rate for 2021 is estimated at 5.45%, an increase of 0.15% over the 2020 rate. Maximum pensionable earnings and employee payroll data used to calculate the CPP budget are based on the Corporation's payroll estimates – a variance from the budget will occur if the assumptions used change significantly.



Issue DetailEstimated 2021 rate is expected to increase to 5.45% (from 5.25% in 2020) with the Year's Maximum Pensionable Earnings (YMPE) to be $59,800 with exemption remaining at $3,500.

Due to the changing staffing levels throughout the year, this account is difficult to forecast with certainty.

2020 Approved Budget: $8,250,0002021 Requested Budget: $9,000,0002021 Requested Increase: $750,000


* 2020 Year End Projections

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Department Corporate Accounts Category [C] Contractual


Ontario Municipal Employees Retirement System (OMERS) Pension FundOMERS, officially the Ontario Municipal Employees Retirement System, is a pension fund created by statute in 1962 to handle the retirement benefits of local government employees in Ontario, Canada. This Provincially mandated pension cost is based on the Corporation's payroll estimates.



Issue DetailThe following comments and assumptions were considered for the 2021 Budget:

1. The 2021 Year’s Maximum Pensionable earnings is $61,600.

2. To date, OMERS has not changed the contribution rates for 2021. Therefore, the projection continues to use 2020 contribution rates: a. NRA65 - 9.0% up to YMPE and 14.6% over the YMPE b. NRA60 - 9.2% up to YMPE and 15.8% over the YMPE

3. Did not take into account any step progressions throughout the 2021 year.

4. This budget request is exclusive of Windsor Public Library’s OMERS forecasted costs

5. Confirmed or estimated negotiated salary increases were included for all employment pay groups e.g., Non-union, CUPE 543, CUPE 82, Transit Windsor, ONA, Windsor Fire and Rescue and Windsor Police Services.

The calculation considers all employees enrolled in OMERS (excluding Windsor Public Library) in the following paygroups:

CUPE Local 543 CUPE Local 82 Mayor and City Council Non-Union Non-Union CANUE Non-Union Police Windsor Police Association (WPA) – Uniform Windsor Police Association (WPA) – Civilian Ontario Nurses Association (ONA) Windsor Professional Firefighters Association (WPFFA) Transit Windsor - Non Union and Union

2020 Approved Budget: $23,994,0002021 Requested Budget: $24,200,000

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Year Budget Actual Variance % Committed2016 $21,373,000 $21,444,689 ($71,689) 100.3%2017 $21,990,400 $21,937,422 $52,978 99.8%2018 $22,492,000 $22,434,252 $57,748 99.7%2019 $23,365,000 $23,422,445 ($57,445) 100.3%2020 $23,994,000 $23,994,000 $0* 100.0% *


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Corporate Accounts OMERS Pensions -

Contributory 206,000


2021 Budget Increase: $206,000

Performance IndicatorsThere are 2,802 employees currently enrolled in the OMERS pension plan.

5 Year Trend Analysis (Transit Windsor Added in 2015)


207

Year Budget Actual Variance % Committed2016 $1,524,878 $1,383,416 $141,462 90.7%2017 $1,419,601 $1,479,961 ($60,360) 104.3%2018 $1,314,493 $1,630,911 ($316,418) 124.1%2019 $1,457,769 $1,697,369 ($239,600) 116.4%



Department Corporate Accounts Category [E] Inflationary

Division Corporate Expense Accounts Status Public

Increase in Utilities Related to WaterReflects a projected increase in water costs based on consumption patterns and analysis. This cost increase is primarily the result of inflation and the sewer surcharge adjustment. The current corporate cost per cubic meter is $4.09 compared to $2.86 in 2019. Due to seasonality and fixed costs administration, is projecting water costs to settle at $3.58 per cubic meter which represents a 25% increase over 2019 costs.



Issue DetailIn 2020, water consumption has been trending lower by 28.1% when compared to 2019, while costs have increased by 13%. The lower consumption is primarily due to Covid-19 and the cost increase is a result of the impact of the sewer surcharge. Water consumption in 2021 is estimated to be 580,532 cubic meters. The 2021 water budget is projected to increase by $569,046 based on water rate increase and consumption pattern adjustments. This $569,046 includes the impact of the sewer surcharge increase, internal line-by-line analysis and Windsor Utilities Commission (WUC) pending Board approval of a 3.8% water rate increase (inflation) in 2021.

Typically, account adjustments are undertaken based on the immediate prior year’s consumption/costs and current consumption trends plus an inflation factor. However, as a result of Covid-19 administration decided to use actual 2019 costs per account and make appropriate consumption/cost adjustments as required.

• 580,532 2019 Actual Consumption (m3)• 0 2021 Consumption Adjustment • 580,532 Projected Consumption 2021 (m3)

• $2,078,305 Projected Costs based on Current Rate• $78,976 Inflation 3.8%• $2,157,281 2021 Budget

• $569,047 2021 Budget Increase

RiskRisk of rate increase is assessed as very low as WUC rates have been established

5-Year Budget History

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2019 $1,588,234 $1,788,234* ($200,000)* 112.6%*


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Corporate Accounts Contingency Utilities 305,996

Corporate Accounts


Utilities 302

Corporate Accounts


Utilities 212,749

Total Expenses 305,996 0 302 212,749Net Total 305,996 0 302 212,749


209

Year Budget Actual Variance % Committed2016 ($22,848,400) ($22,848,400) $0 100%2017 ($23,173,400) ($23,173,400) $0 100%2018 ($22,798,000) ($22,798,000) $0 100%2019 ($23,327,200) ($23,327,200) $0 100%2020 ($22,332,700) ($22,332,700) $0 100%



Department Corporate Accounts Category [F] Revenue Reduction

Division Corporate Revenue Accounts Status Public

Ontario Municipal Partnership Fund (OMPF) ReductionThe Province has notified the City of Windsor that in 2021, the Ontario Municipal Partnership Fund (OMPF) amount will be $22,291,700, which is the equivalent of $224 per household. This is $41,000 less than the 2020 funding level.



Issue DetailThe OMPF is the Province’s main general assistance grant to municipalities. . The program’s objectives are to:

- Recognize the challenges of northern and rural municipalities, while targeting funding to those with more challenging fiscal circumstances;- Support areas with limited property assessment; and- Assist municipalities that are adjusting to year-over-year funding changes.

The City of Windsor’s funding from the program is based on the Assessment Equalization Grant Component, resulting from the City’s limited property assessment as compared to other municipalities in the province. For 2021, the government is maintaining the OMPF structure as it was in 2020, while allowing for annual data updates and related grant parameter adjustments, in keeping with the program’s responsiveness to changing municipal circumstances. The Transitional Assistance component of the program is also remaining the same, and will continue to adjust as fewer municipalities require this funding. The City’s 2021 OMPF grant will be $22,291,700, which is $41,000 lower than prior year due to adjustments in assessment.


210


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OMPF-Ont Municipal Partnership

Ontario Specific Grants 41,000


211


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Program Support Recoveries

Fees and Recoveries INTERNAL 432,708




Total Revenues 585,025 0 0 0



Department Corporate Accounts Category [F] Revenue Reduction


Corporate Program Support Revenue ReductionIncrease of Corporate Cost as a result of the Decrease in OW PD Recoveries with No Service Impact.




Ontario Works corporate program support (i.e. Payroll, Accounts Payable, and Accounts Receivable) cost allocations have been updated with the most current cost information. This has resulted in a decrease in budgeted corporate cost recoveries.

Service Level Impact: None

Staffing Impact: None

Budget Impact: Net City Reduction in Revenue $152,317

212


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Facility Rental INTERNAL (90,632)



Social Dev-Corporate Overhead (342,076)

Total Expenses (432,708) 0 0 0Net Total 152,317 0 0 0

213

Year Budget Actuals Variance % Committed2016 $35,000 $189,775 $154,775 542.2%2017 $35,000 $17,574 $17,426 50.2%



Department Corporate Accounts Category [G] Line Item Increase


Increase in Community Improvement Plan Tax RebateTo date, City Council has approved tax increment incentives on over 45 development applications under various City Community Improvement Plans. The recommended budget increase of $500,000 reflects the estimated Community Improvement Plan grant payments which will be required to be paid to property owners in 2021 as a result of the completion of new and redevelopment of properties in the City in accordance with the terms of the agreements as previously approved by City Council. This amount also includes additional funds to build up the expense account as very large new developments will be completed in the coming years.



Issue DetailTo date, Council has approved more than 45 applications under various Community Improvement Plans, largely the Economic Revitalization Plan. The total estimated grant payments under all approved applications to be paid out over a rolling 10 year period is in excess of $28 million. As designed, these grants are funded through the increased property taxes received as a result of the redevelopment that has taken place on each property. The increase in property tax revenue for the first year is included in the reported growth which is reported separately. Thereafter, the increased revenue is included within the municipal tax levy and therefore the grant payment must be included as an expenditure item. Due to the timing from when applications are approved, development completed and reassessment takes place, not all grants become payable at the same time; however in future years it can be anticipated that there will be some level of overlap in expenditures. Redevelopment to date has been completed on approximately twenty (24) of the approved applications with grants being paid on seventeen (17) of the approved plans being those that have completed agreements and have received a new assessment values as determined by MPAC. Those applicants will have been billed for the actual increase in property taxes and are eligible for the grants related to the increase in municipal taxes. The estimated amount to be paid out in 2021, based upon 2020 grants payable is $1,236,000, an increase of $144,000. In addition, an additional amount of $356,000 is being requested to build up the expense account as large developments are expected to be completed in the coming years. This will help mitigate the need for an extremely large increase in budget in any one year.

It should be noted that as development is completed, the amount required to fund future grants will continue to increase. However, as noted, there will be a corresponding increase in property tax revenue available to fund the expenditures.

RiskIf the budget increase for CIP Property Tax Rebates is not approved for 2021, there is a risk that we will not have enough funds to pay out the grants as they come due; grants that have been approved by Council.


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2018 $695,000 $871,182 ($176,182) 125.3%2019 $742,000 $1,057,705 ($315,705) 142.5%2020 $1,092,000 $1,236,000* ($144,000)* 131.2%


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CIP Property Tax Rebates Grants from City 500,000


* 2020 Year-End Projection

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Long Term Disability (LTD) ProgramLong Term Disability (LTD) is a contractual benefit cost based on negotiated agreements and is offered to our employees who sustain a non-occupational injury and are unable to work for an extended period of time. The Disability Management Specialists continue to work with employees and insurance carrier to return employees to work in an efficient and safe manner.



Issue DetailOur Disability Management Specialists (DMS) work with the employee and insurance carrier to return employees to work as quickly as possible to their permanent position either on full duties or through a transitional program. If the employee has permanent restrictions and cannot perform their regular position, our DMS seek alternate work for the employee where appropriate.

This budget is extremely difficult to predict as it is unknown how many employees will be approved for LTD, for how long, and what their LTD benefit amount will be since it is based on each individual employee’s salary.

The City continues to experience the impact of an aging workforce. Our tracking indicates that musculoskeletal injuries continue to be the most common type of claim, as has been the case for the past four years. While having older workers in our workplaces allows us to benefit from their knowledge and expertise in their respective fields, older workers are more likely to experience an ergonomic-type injury and when injured, will heal more slowly. To mitigate this type of injury, we provide wellness programming showcasing proactive ways for our staff to maintain a health lifestyle. Additionally we provide a number of Health & Safety courses illustrating the appropriate and safe way to work, lift, twist and bend.

Following closely behind in our claim categories, mental health claims continue to increase and never more so than in 2020 with the pandemic creating a unique level of stress for our workforce. Prior to the pandemic, forecasting indicated that we can expect up to 50% of all claims to be related to mental health issues like depression. As with musculoskeletal injuries, we have a number of supports through which we work to mitigate an increase in claims. Our corporate wellness program provides workers with opportunities to increase their understanding of how mental health manifests itself and what we can do to change this trend. In addition to dynamic wellness programming, the Corporation provides effective, easy to access Employee Family Assistance programming offering lunch and learns on a variety of mental health topics as well as confidential counselling services accessible 24/7/365 through a range of delivery options to suit the comfort level of our employees. Our team of disability management specialists provide professional and accessible support to our employees to assist them in remaining at work, working creatively with our departments, unions and associations to develop unique and creative accommodation solutions that serve to reduce the number of employees who cannot remain in their job.

It should be noted that access to EFAP plays a pivotal role in maintaining lower LTD claims and assisting employees as they transition off of LTD, however, at this time in an effort to reach our 10% reduction, EFAP is on the table to be cut from the budget, although not recommended.

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Year Budget Actual Variance % Committed2016 $1,624,580 $1,734,721 ($110,141) 106.8%2017 $1,840,135 $2,184,170 ($344,035) 118.7%2018 $2,411,000 $2,049,527 $361,473 85.0%2019 $2,411,000 $1,990,500 $420,550 82.6%2020 $2,137,120 $2,537,120* ($400,000)* 118.7%

City of Windsor

LTD for the Corporation (i.e. CUPE Local 543, CUPE Local 82, ONA and Non-Union) is self insured by the Corporation and covers a portion of an employee’s income when the employee has become injured or seriously ill. The only portion of the plan that is under contract is with Canada Life Assurance Company who adjudicates the LTD claims and determines if an employee is to be paid the LTD benefit; however the City’s Human Resources and Payroll departments process the claims through the City’s payroll system. The monthly LTD benefit for City employees covered for the benefit is 66.7% of their salary at time of injury. The annual amount requested is based on the number of employees who are currently approved for LTD along with the increase in the benefits paid to those employees. There are currently 51 employees on LTD, at the end of 2019 there were 45 employees on LTD. .

2020 Approved Budget: $1,534,700 2021 Requested Budget: $1,948,000 2021 Requested Increase: $413,300 ($200,000 of this amount has been included as one-time COVID-19 related funding)

Transit Windsor

LTD for Transit Windsor is a contract between the Corporation of the City of Windsor and Canada Life Assurance Company where in exchange for premiums; Canada Life covers a portion of an employee’s income when the employee has become injured or seriously ill. Given that this is a premium based plan and fully insured, Canada Life adjudicates, evaluates and processes the LTD claims and compensates employees directly who qualify based on the negotiated/agreed to plan provision. The monthly LTD benefit for Transit Windsor employees is 75% of wages at the time of injury to a maximum of $3,000. As of the writing of this document it is unknown if Canada Life will recommend a premium increase for 2021. The requested increase is to adjust to the number of employees covered and the volume of insurance. As of September 2020 there were 10 Transit Windsor Employees on LTD.

2020 Approved Budget: $592,700 2021 Requested Budget: $620,000 2021 Requested Increase: $27,300


LTD for Windsor Public Library is a contract between the Library and Medavie Blue Cross where in exchange for premiums, Medavie covers a portion of an employee’s income when the employee has become injured or seriously ill. Medavie has recommended a 0% increase to their 2021 premium rates. The requested budget increase is to adjust to the number of employees covered and the volume of insurance. As of end of September 2020 there were 3 WPL employees on LTD.

2020 Approved Budget: $9,720 2020 Requested Budget: $12,000 2021 Requested Increase: $2,280

In total, a budget of $2,380,000 is recommended for 2021, resulting in an overall increase of $242,880.

5-Year Budget History (City of Windsor & Transit Windsor)


Note: Windsor Public Library budget is separate from the overall corporate budget.

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Corporate Accounts LTD Payments LTD Wages 242,880


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Group Life InsuranceThe Group Life Insurance Program is comprised of the dollars (inclusive of tax) that are required to pay the monthly/annual premiums to the insurance carriers for the City’s contractual obligations to the various employee and retiree groups for benefit coverage in the areas of Group Life Insurance, Accidental Death & Dismemberment (AD&D) and Retiree Death Benefit.



Issue Detail1. Group Life Insurance

City of Windsor & Transit Windsor

The City is currently under contract with Canada Life Assurance Company who provides coverage for basic life, dependent life and optional life (employees pay their own premium for optional life) for both the City and Transit Windsor employee and retiree groups. The City, with the assistance of the City’s Benefit Consultant, has secured a 3 year premium rate guarantee with Canada Life for 2019, 2020, 2021. Therefore, for 2021 the premium rates will remain unchanged. The 2021 budget request for life insurance for the City of Windsor and Transit Windsor will require a budget increase of $202,541 in order to adjust the budget to current volumes and also to make up for the budget increase requested in 2020 that was not brought forward.

2020 Approved Budget: $1,678,640 2021 Requested Budget: $1,890,000 2021 Requested Increase: $211,360

Windsor Public LibraryThe Library is currently under contract with Medavie Blue Cross who provides coverage for basic life and optional life (employees pay their own premium for optional life) for Library employee and retiree groups. A budget increase is not required for 2021.

2020 Approved Budget: $50,000 2021 Requested Budget: $50,000 2021 Requested Increase: $0

2. Accidental Death and Dismemberment (AD&D)

City of Windsor

The City is currently under contract with SSQ Insurance who provides coverage for accidental death and dismemberment to the City’s Police and Fire employee groups. It is anticipated that SSQ is not requesting any premium increases resulting in the 2021 budget and will remain unchanged for 2021.

219

Year Budget Actuals Variance % Committed2016 $2,081,000 $2,051,743 $29,257 98.6%2017 $1,989,033 $1,626,325 $362,708 81.8%2018 $2,142,990 $2,137,648 $5,342 99.8%2019 $2,142,990 $2,218,021 ($75,031) 103.5%2020 $2,142,990* $2,442,990* ($300,000)* 114.0%

2020 Approved Budget: $34,700 2021Requested Budget: $34,700 2021 Requested Decrease: 0

Transit Windsor

The City covers Transit Windsor employee group under a contract with Canada Life Assurance Company for AD&D coverage. The City, with the assistance of the City’s Benefit Consultant, has secured a 3 year premium rate guarantee with Canada Life for 2019, 2020 and 2021. The 2021 budget request for life insurance will remain unchanged for 2021. 2019 Approved Budget: $9,000 2020 Requested Budget: $9,000 2020 Requested Increase: $0

3. Retiree Death Benefit

City of Windsor & Transit Windsor

The City self-insures up-to the first $10,000 of retire life insurance for both City and Transit Windsor retirees which is not taxable when paid out to the retiree’s beneficiary. This budget transfers funds into a reserve account, which requires sufficient funds to cover the approximate 36- retiree deaths that occur each year. The 2021 budget request for the retiree death benefit will remain unchanged for 2021 given that there is $1,446,587 currently in the reserve account.

2020 Approved Budget: $370,650 2021 Requested Budget: $370,650 2021 Requested Increase: $0

The overall 2021 recommended budget for each of the items noted above is:

2020 Approved Budget: $2,142,990 2021 Requested Budget: $2,354,350 2021 Requested Increase: $211,360

Performance IndicatorsVolume of insurance as of August 2020

• Basic Life (City & Transit –CL) – $481,764,750• Basic Life (Library – Medavie) – $6,556,997• Supplemental Life (City –CL) – $3,298,000• Dependent Life (City –CL) – $14,722,000• AD&D (City – SSQ) – $75,135,000• AD&D (Transit –CL) – $11,700,000• Retiree Death Benefit (City & Transit – CCW) – $16,256,250


* 2020 Year-End Projection, budget includes WPL Basic Life insurance

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Group Life Insurance Group Life Insurance 211,360


221

Year Budget Actual Variance % Committed2016 $608,420 $761,868 ($153,448) 125.2%2017 $608,420 $472,970 $135,450 77.7%2018 $580,000 $553,901 $26,099 95.5%2019 $580,000 $715,391 ($135,391) 123.3%2020 $580,000 $710,000 ($130,000)* 122.4%


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Corporate Accounts

STD Plan (Transit Windsor)







Short Term Disability Program (STD)Short Term Disability (STD) is a contract between the Corporation of the City of Windsor and Canada Life Assurance Company where in exchange for Transit Windsor premiums; Canada Life provides a financial benefit that pays a percentage of an employee’s salary for a specified amount of time, if they sustain a non-occupational injury or illness and cannot perform the duties of their job. The increase reflects the contractual increase in salary and to align the budget to current volumes.



Issue DetailBased on the current collective bargaining agreement with the Amalgamated Transit Union, Local 616, the STD benefit is 75% of a covered employee’s salary to a ceiling amount. An increase of $150,000 is required in order to adjust the budget to current volumes and to also make up for the budget increase requested in 2020 that was not brought forward.

2020 Approved Budget: $580,0002021 Requested Budget $730,0002021 Requested Increase $150,000



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Budget Stabilization Contingen

TRANSFER to Reserve Fund 2,000,000

Total Expenses 2,000,000 0 0 0Net Total 2,000,000 0 0 0





Contingency for On-Going COVID-19 Related Budget Impacts and Matching Capital GrantsAn additional $2 million is recommended to be added to the currently budgeted $1.5 million operating budget contingency for a total of $3.5 million in 2021. The COVID 19 pandemic has placed significant financial pressures on City finances and it is expected that the financial uncertainty will continue into 2021 and beyond. The additional contingency will allow us to deal with any unexpected impacts resulting from COVID 19 that will continue to impact the operating budget. In addition, it is expected that the senior levels of government will be releasing grants in 2021 to stimulate the economy. The increase in the contingency budget will also provide the City flexibility to leverage these funds and maximize the funding that can be used to fund additional capital projects.



Issue DetailAn increase of $2 million is recommended to be added to the operating budget contingency of $1.5 million, bringing the total to $3.5 million. The past year, COVID 19 has been extremely difficult on City operations and has resulted in significant financial pressures. While many revenues and expenditures affected by COVID 19 have been segregated for 2021, and are expected to be offset by one-time funding from senior levels of government and other one-time sources, there is a risk that some operations will continue to be impacted by this financial uncertainty in 2021 and future years. The additional contingency will allow us to deal with any unexpected impacts resulting from COVID 19 that will continue to impact the operating budget.

In addition, it is expected that the senior levels of government will be releasing capital grant funding in 2021 to stimulate the economy and assist in the recovery from COVID 19. Many of these grant opportunities are also expected to require matching funds from the City. The increase in the contingency budget will also provide the City flexibility to leverage these funds and maximize the funding received for additional capital projects in the City.

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CLT Office Corporate Classification [2] Budget Reduction

Department Corporate Accounts Category [H] Line Item Reduction


Decrease in Utilities Related to HydroReflects a projected reduction in hydro costs resulting from lower rates and energy reduction measures implemented throughout the Corporation’s facilities, particularly the operation of the new CHP at the WIATC. Electricity consumption continues to decrease, for example in 2018 and 2019 consumption was 71.8 and 68.1 million kWh respectively. Consumption in 2020 is projected to decrease by a further 2.5 million kWh, most of which is attributed to Covid-19. Cost per kWh is beginning to trend higher and the uncertainty of government policy could have a negative impact on electricity costs leading into 2021. A recent Provincial announcement regarding changes to the Global Adjustment rate will decrease electricity costs by $745,000.



Issue DetailConsumption in 2020 is projected to decrease by approximately 2,497,881 kWh. The YTD 2020 overall average total corporate cost per kWh is $0.141 and is trending approximately 7% lower compared to 2019. An analysis of the corporation’s hydro cost over the years 2016-2019 indicates an average annual cost increase of only 1.04% which is primarily the result of the implementation of various energy reduction measures.

A recent Provincial announcement regarding changes to the Global Adjustment rate will move approximately 85% of the Global Adjustment of non- Hydro renewable generation from electricity rates to the provincial general tax base effective January 1, 2021. As a result a reasonable and conservative estimation of operational savings for 2021 is $745,000.

The 2021 budget amount of $11,120,910 includes a transfer to capital amount of $2,199,236 associated with the 3 Combined Heat & Power systems at WFCU Centre, Huron Lodge & Windsor International Aquatic and Training Centre (WIATC), the LED lighting conversion and refrigeration upgrades at the WFCU Centre and the Citywide Streetlight LED conversion projects.

Typically, account adjustments are undertaken based on the immediate prior year’s consumption/costs and current consumption trends plus an inflation factor. However, as a result of Covid-19 administration decided to use actual 2019 costs per account and make appropriate consumption adjustments as required.Based on the above noted data, provincial policy and related information, administration is recommending a hydro inflation factor of 4%, increasing the 2021 budget by $328,782, exclusive of rate and consumption assumptions.

It should be noted estimations contained herein are subject to government policy and market driven fluctuations.

• 68,103,423 2019 Actual Consumption (kWh) • (4,525,000) Net estimated 2021 Consumption Decrease (CHP operating at WIATC )• 63,578,423 2021 Projected Net Consumption (kWh) • $8,964,558 Projected Costs 2021 ($745,000) Global Adjustment impact $8,219,558 2021 Net projected electricity costs• $328,782 Inflation 4%

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Year Budget Actual Variance % Committed2016 $13,925,922 $14,501,638 ($575,716) 104.1%2017 $16,075,355 $13,416,844 $2,658,511 83.5%2018 $14,616,819 $13,890,049 $726,770 95.0%2019 $12,553,929 $12,607,467 ($53,538) 100.4%2020* $12,517,659 $11,517,659* $1,000,000* 92.0%*


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Corporate Accounts Contingency Utilities (698,831)

Corporate Accounts


Utilities (8,349)

Corporate Accounts


Utilities (659,769)

Total Expenses (698,831) 0 (8,349) (659,769)Net Total (698,831) 0 (8,349) (659,769)

• $373,334 CHP Maintenance• $2,199,236 Transfer to Capital• $11,120,910 2021 Budget

• ($1,366,949) 2021 Budget Decrease


RiskRisk of rate increase is assessed at low to moderate and is associated with changes to government policy thereby increasing rates as well as uncontrollable market and generation conditions.


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Year Budget Actual Variance % Committed2016 $3,620,000 $3,737,865 ($117,865) 103.3%2017 $3,620,000 $3,226,114 $393,886 89.1%2018 $3,350,000 $3,368,351 ($18,351) 100.5%2019 $3,400,000 $3,484,496 ($84,496) 102.5%2020 $3,800,000 $3,800,000* $0* 100.0%*


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Employment Insurance

Unemployment Insurance (200,000)






Employment Insurance (EI)EI contributions are a legislated payroll cost. The EI rate for 2021 is estimated at 1.67%. Maximum insurable earnings and employee payroll data used to calculate the EI budget are based on the Corporation's payroll estimates– a variance from the budget will occur if the assumptions used change significantly.



Issue DetailThe Employment Insurance premium rate and estimated maximum annual insurable earnings are 1.67% (increased from 1.58% in 2020) and $55,300, respectively.

2020 Approved Budget: $3,800,0002021 Requested Budget: $3,600,0002021 Requested Increase: ($200,000)



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Decrease in Utilities Related to GasReflects a decrease in projected gas costs based on trends, anticipated consumption patterns and a formulation error that occurred during the preparation of the 2020 budget. In addition, 2021 natural gas budget includes costs associated with the full operation of the CHP system at the Windsor International Aquatic Training Centre (WIATC) estimated increase consumption by 1.4 million m3. Also included in the 2021 budget is the inflation factor of 3% and carbon tax adjustment, which represent $46,741 and $387,284 respectively.



Issue DetailThe 2020 natural gas consumption is projected to be 5.9 million m3. Consumption has been trending lower which is reflective of a milder than normal winter/spring and the impact of Covid-19. Total consumption for 2021 is forecasted to be 7.4 million m3. The first full year of operation of the Combined Heat & Power (CHP) unit at the WIATC will increase gas consumption in 2021 by approximately 1.4 million m3. CHP systems or cogeneration is an efficient way of onsite self-generating electricity and thermal energy (heat) for a facility. The electricity produced partially displaces the electricity purchased from the provincial grid. The heat produced is a by-product of generating electricity and is used to offset the thermal load of the facility, resulting in reduced overall utility costs.

The 2021 Natural Gas budget is projected to decrease by $233,100 for a total 2021 Budget of $1,992,066. This amount includes the projected carbon tax impact of $387,284 and a 3% inflation factor.Typically, account adjustments are undertaken based on the immediate prior year’s consumption/costs and current consumption trends plus an inflation factor. However, as a result of Covid-19 administration decided to use actual 2019 costs per account and make appropriate consumption/cost adjustments as required. This projection is also based on relevant industry reports and climate data.

It should be noted estimations contained herein are subject to IESO approved rate adjustments and market driven fluctuations.

• 5,934,242 2019 Actual Consumption (m3)• 1,485,000 2021 Consumption Adjustment based on trends and WIATC CHP operation• 7,419,242 Projected Consumption 2021 (m3)

• $1,558,041 Projected Costs 2021• $46,741 Inflation 3%• $387,284 Enbridge Gas Carbon Tax Adjustment• $1,992,066 2021 Budget • ($233,100) 2021 Budget Decrease


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Year Budget Actual Variance % Committed2016 $1,455,071 $770,524 $684,548 53.0%2017 $1,599,090 $1,031,395 $567,695 64.4%2018 $1,791,127 $1,102,011 $689,116 61.5%2019 $1,865,513 $1,149,513 $716,000 61.6%*2020 $2,225,166 $2,025,166* $200,000* 91.0%*


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Corporate Accounts Contingency Utilities (176,535)

Corporate Accounts


Utilities 341

Corporate Accounts


Utilities (56,906)

Total Expenses (176,535) 0 341 (56,906)Net Total (176,535) 0 341 (56,906)

RiskRisk of rate increase is assessed as low and is associated with IESO approvals based on rate adjustment submissions.


*2020 Year End Projection

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Year Assessment Growth l Year Assessment Growth2011 ($430,000) l 2016 $1,160,1672012 $1,184,000 l 2017 $1,116,3652013 $750,000 l 2018 $2,500,0002014 $500,000 l 2019 $5,470,7812015 $0 l 2020 $2,000,000



Department Corporate Accounts Category [I] Revenue Increase

Division Taxation Levy Status Public

Property Taxes Resulting From New Assessment GrowthAnnually the City received property taxes which is a result of increased development and redevelopment (assessment growth). This additional revenue can be used to offset budgetary pressures without impacting the property tax levy needed from existing taxpayer. Administration does not receive the actual information to determine what this annual amount of property tax will be for 2021 until late November. As such, this estimate is based upon information known to date and could change.



Issue DetailAs physical changes are made to a property through demolitions, construction and/or improvements MPAC will update the assessment value. Property owners are also able to appeal their assessment and/or classification on an annual basis. These changes are generally referred to as changes due to growth. The magnitude of change in assessment valuation is any given year can vary significantly and largely depends upon the timing of completion of construction contracts, building occupancy and/or building demolition. Overall there has been positive growth in assessment over the past three years. The financial impact of the 2020 growth for 2021 is an estimated additional $1,850,000 in property taxes. This amount is being included in the 2021 budget without impacting existing taxpayers.

Performance IndicatorsAdministration is reliant upon MPAC to update property assessment information on a timely basis. MPAC is currently reviewing all relevant information including building permit closures to ensure that all new property development can be appropriately valued. Administration does not receive the actual information to determine what this annual amount of assessment growth and therefore additional property tax from that assessment growth will be for 2021 until late November. As such, this estimate is based upon information known to date and could change prior to the finalization of the budget process.

Historical Assessment Growth

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Municipal Tax Levy

Main Municipal Tax Levy (1,843,087)

Total Revenues (1,843,087) 0 0 0Net Total (1,843,087) 0 0 0

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Corporate Accounts

Sewer Surcharge Revenue & Exp

INTERNAL Services- non-salary 500,000

Total Expenses 0 0 0 500,000Corporate Accounts

Sewer Surcharge Recovery

Fees and Recoveries INTERNAL (500,000)

Total Revenues (500,000) 0 0 0Net Total (500,000) 0 0 500,000





Sewer Surcharge - Increase to Corporate Overhead Transfer to LevyThe City has historically assigned 7% of the total Sewer Surcharge-funded Public Works Operating Expenditures to the Operating Levy. This issue is being put forward to adjust the transfer for 2021, to align with the sewer surcharge expenditure increase in the various departmental areas.



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Corporate Accounts

Trns frm Reserve-PAYG Dividend

TRANSFER From Reserve Funds (1,000,000)

Total Revenues (1,000,000) 0 0 0Net Total (1,000,000) 0 0 0




Division Fund Transfers Status Public

Increase In Pay-As-You-Go Leasing Transfer to OperatingThe City’s move from leasing to purchasing various equipment through the Pay-As-You-Go Leasing Reserve is providing positive returns through more efficiencies and longer life cycles of the equipment. The City currently transfers funds of approximately $2.8 million annually from this reserve fund to the City’s operating budget. Based on projected forecasts for this reserve, it is proposed that this amount be increased by an additional $1 million annually beginning in 2021. This will still maintain a fully funded reserve.



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Documents