budget issue detail - windsor › cityhall › budget...upgrades, smart bus technology...

City Council & Mayor's Office

Mayor's Office……………………………………………………………………………………………………………………………………………………………………..1

Office of the Chief Financial Officer

Finance…………………………….……………………………………………………………………………………………………………………………………………………2

Finance (Corporate)…………………………….……………………………………………………………………………………………………………………………………………………16

Information Technology…………………………..……………………………………………………………………………………………………………………………………………………..19

Office of the City Clerk

Council Services……………………………….……………………………………………………………………………………………………………………………………………………..61

Human Resources………………………………..……………………………………………………………………………………………………………………………………………………..33

Human Resources (Corporate)…………………………………………………………………………………………………………………………………………………………..48

Windsor Public Library…………………………………………………………………………………………………………………………………………………………..62

Office of the City Engineer

Engineering…………………….……………………………..…………………………………………………………………………………………………………………………………………..64

Parks ………………...…………………………………………………………………………………………………………………………………………………..91

Public Works ………………………...……………………………………………………………………………………………………………………………………………………..103

Office of the City Solicitor

Fire & Rescue………………………………….………………………………………………………………………………………………………………………………………..135

Legal…………………………….……………………..…………………………………………………………………………………………………………………………………………………..144

Planning & Building………………………………...………………………………………………………………………………………………………………………………………………..149

Community Development & Health Office

Housing & Children Services…………………………………………………………………………………………………………………………………………………………..153

Recreation & Culture………………………………………………………………………………………………………………………………………………………..154

Transportation Services Office

Transit Windsor………………………………………………………………………………………………………………………………………………………..174

Budget Issue Detail - Not Accepted (Public)

Table of Contents

Department Division Dept IDGLCategory /

GLAccount Municipal LevyBuilding Permit

ReservesOff Street Parking

ReservesSewer Surcharge

Reserves

Mayor's Office Administration - Mayor's Office 0111410 - Mayor's Office 4010 - Administrative

Services (36,480)

Mayor's Office Administration - Mayor's Office

0111411 - Community Relations 4295 - Public Relations (6,520)

Total Expenses (43,000) 0 0 0

Net Total (43,000) 0 0 0

Budget Issue Detail

2015

Stage 4: Administrative Accepted

Mayor's Office

City Council & Mayor's Office

2015-0436

3 - Budget Reduction (Target)

H - Line Item Reduction

Public

[NOT ACCEPTED] Mayor's Office Reduction

Not Recommended by Department

One-Time BSR Funding Requirement: $0

The amount being reduced represents a 10% reduction to the operating budget as per the Corporate direction to all City Departments.

1





Reserves

Finance Administration - Finance 0123339 - Financial Services

2950 - Other Professional - External (17,000)


Net Total (17,000) 0 0 0

Budget Issue Detail

2015


Finance

Office of the CFO

2015-0241



Public

[NOT ACCEPTED] Elimination of Standard & Poor Bond Rating



Standard and Poor provides bond rating services to the City of Windsor on an annual basis. This bond rating service ensures that the City of Windsor is appropriately positioned for the issuance of debt, should it be required and also serves as an excellent tool to independently measure the City’s Financial Management, Budgetary Performance, Liquidity and Economic Profile. While the bond rating service is not mandated it is prudent for municipal governments to undertake such an independent review on a regular basis to measure its financial profile against that of its domestic and international peers.

Administration does not recommend elimination of this service.

2





Reserves

Finance Financial Accounting 0123540 - Payroll 6735 - Recovery Of Expenses (23,750)

Total Revenues (23,750) 0 0 0

Net Total (23,750) 0 0 0

Budget Issue Detail

2015


Finance

Office of the CFO

2015-0242


I - Revenue Increase

Public

[NOT ACCEPTED] Payroll Administration Recovery

Recommended by Department


Over the past number of years the City’s Payroll department has provided administrative support to the Windsor Professional Firefighters Association (WPFFA) and the Windsor Police Association (WPA) as relates to the self Insured LTD plan of their members (ie. annual plan revisions, pay run deductions and reporting, cheque preparation, etc...). Given the significant effort required to provide this information and the fact that both Associations have over the years received an administrative fee recovery from their respective members of approximately 5% under the self insured plan ( Please note that the WPA eliminated the fee recovery from members in 2013 in order to offset a rate increase in the coverage), it is recommended that such fees be shared with the City. It is proposed that the City receive a 50% share ($8,250) of the administrative fees currently recovered by WPFFA (Based on 285 members this translates into an annual charge of $28.95 per WPFFA member). Utilizing this annual charge per member it would be our expectation that the administrative fee recovery for WPA based on approximately 535 members would then be in the range of $15,500.

WPFFA - $8,250WPA- $15,500

Total- $23,750

3

In-Camera Issue

(This Page Was Left Blank Intentionally)

4

In-Camera Issue


5

In-Camera Issue


6

In-Camera Issue


7

In-Camera Issue


8

In-Camera Issue


9

In-Camera Issue


10





Reserves

FinanceFinancial Planning

0123553 - Perf Measurement & Fin Admin

8115 - Salary-Reg.Part Time 16,453

Finance (Corporate) General Expense Accounts

0145003 - Salary & Wage Adjust Provision

8397 - Fringe Benefit Allocation 2,796

Total Expenses 19,249 0 0 0

Net Total 19,249 0 0 0

Budget Issue Detail

2015


Finance

Office of the CFO

2015-0337

4 - Budget Increase (Enhancement)

M - Service Enhancement

Public

[NOT ACCEPTED] Increase in Regular Part Time Hours for FPA Support



The Financial Planning Division provides Financial support to Transit Windsor and there is currently one regular, part-time Financial Planning Administrator (FPA) assigned to this department. The FPA provides financial support through budget development and monitoring, variance reporting, accounting support, and also work on special projects and other corporate initiatives. This position is currently budgeted at 17.5 hours per week.

Over the past few years, it has become increasingly difficult to manage and meet the deadlines related to core financial duties on part-time hours. The FPA in the area has been working overtime on a consistent basis, with additional overtime hours required to meet the demands of peak deadlines related to budget, variance, year-end and provincial gas-tax reporting. Despite this increase in overtime worked, there are still delays in responding to departmental requests and meeting time-sensitive deadlines. In addition, ongoing financial support has been required on a number of large Transit Windsor initiatives such as the Fare box upgrades, Smart Bus Technology implementation, and other service enhancement initiatives. Changes in Gas Tax Funding requirements and reporting, the need to perform more detailed financial analysis related to operations needs and challenges, along with increased financial support requirements by staff at Transit Windsor are placing a strain on the current available hours.

Based on current workload and the needs of the department they support, an increase of 7.5 hours per week is being requested in order to meet the level of support that is required. The increase in hours will allow for more coverage and improved customer support. Maintaining this position at 17.5 hours per week may result in delays in meeting deadlines and dealing with special one-time projects.

Department Division Dept ID Position Title Employee Class Profile Name FTE

Finance Financial Planning 0123553 - Perf Measurement & Fin Admin

Financial Planning Admin. Regular Part-Time Non-Union 0.2

0.2

11

Budget Issue Detail

2015


Finance

Office of the CFO

2015-0339



Public

[NOT ACCEPTED] Financial Analyst - Performance Measurement and Financial Administration



Performance measurement has evolved to become an integral part of the City’s business and budgeting processes. Currently, there are several key Performance Measurement programs that the City of Windsor is involved in and reports to Council on. These include the Ontario Municipal Benchmarking Initiative (OMBI), the provincially-mandated Municipal Performance Measurement Program (MPMP), the annual Corporate Strategic Report Card (CSP) and the annual Corporate Strategic Action Plan (CSAP). The Manager of Performance Measurement & Financial Administration is responsible for leading the annual OMBI and CSAP data call within the Corporation, and supports the data collection and analysis for MPMP and CSP. These performance reporting programs encompass a continuous cycle of measure review, training on new data sets, tracking, analyzing and reporting of results. In addition, the recent establishment of the City’s Asset Planning division along with the requirement for Asset Management Plans and planning has brought to light the need for additional performance measurement data – which also encompasses the tracking, management and reporting of that information as it relates to asset level performance and optimal life-cycle costing. It is anticipated that throughout the development of these plans that not only the current performance measures collected through OMBI and the CSAP will be utilized, but additional data sets will be collected, tracked and reported on as well. As these programs grow, so does the need for coordination of efforts surrounding Performance Measurement. This will allow for ‘one-stop’ service and the streamlining of data collection and reporting throughout the organization.

In 2012, the development of the initial CSAP report was managed through the Office of Continuous Improvement (OCI). The initial development of the document required significant resources to support the identification of key performance indicators for all corporate service areas. With the disbanding of the OCI, responsibility for CSAP reporting has shifted to the Manager of Performance Measurement and Financial Administration. While synergies can be found with the consolidation of Performance Reporting in the Financial Planning division, the on-going maintenance of the CSAP program requires that an annual collection, review and reporting cycle be implemented. In 2013, this process was undertaken through the shifting of duties among various staff, the significant use of IT resources, and with the assistance of a University student; however this shift has had an impact on the ability to complete other important corporate priorities and initiatives. The process required to ensure timely and reliable CSAP reporting requires dedicated time to manage and direct the program and it is being recommended that a permanent Financial Analyst be put in place to support this valuable work. This initiative could be managed on its own, but given the other performance measurement initiatives, it is becoming extremely difficult to meet all the deadlines.

The Financial Analyst will be responsible for the following duties related to Performance Measurement:- Assist with corporate-wide data collection related to OMBI, MPMP and CSAP- Development and on-maintenance of internal Corporate Performance Measurement policy and procedures- Coordinate data call functions such as the annual data dictionary and measures review, assisting in OMBI expert panel meetings and leading internal data review meetings- Manage the collection and warehousing of historical data, and track changes to program measures- Review integrity of the data sets and results for all Performance Measurement initiatives- Liaise with internal departments and external agencies for critical data review prior to publication- Review consistency of data sets between various performance reporting initiatives- Train expert panel members, service owners, and others on data input and inform them of annual process changes and improvements- Proof-reading and publishing of documents- Work with IT on a go-forward basis for web-based performance management reporting- Sit as an active member of the Performance Management Reporting Executive Committee and develop methods to implement recommendations brought forward by the group- Research and explore best practices surrounding Performance Management, and identify strategies for the implementation of those practices within the organization

While the Performance Measurement cycle is continuous, with preparation of the next years data call happening almost right after the current year cycle is complete, additional duties to support the Financial Administration of the Office of the City Engineer will also be assigned. These job duties will include:

- Assist in timely review, tracking and analysis of capital projects for the Office of the City Engineer, as more attention is being placed on capital accounting requirements as a result of changing PSAB standards- Support third party billing functions related to operating agreements and contracts- Provide assistance to support financial analysis and review required by Financial Planning Administrators. In order to hold the line on taxes, significant analysis and business case development has been required.

This is expected to continue, along with increase emphasis on the performance measurement initiatives.

- The addition of this position will have a positive impact on the ability of the Corporation to be a leader in performance measurement, management and reporting while providing Council and citizens with transparent and open data on the City's programs and services. It will also allow for the development of future performance reporting tools to be used in key business decisions, such as annual funding allocations and level of service development.

12





Reserves



2925 - Computer Maintenance 480



3180 - Computer Rental - Internal 400



8110 - Salary-Reg.Full Time 55,262





Net Total 72,718 0 0 0


Finance Financial Planning 0123553 - Perf Measurement & Fin Admin

Financial Analyst Regular Full-Time Non-Union 1.0

1.0

13





Reserves







Budget Issue Detail

2015


Finance

Office of the CFO

2015-0340



Public

[NOT ACCEPTED] Financial Analyst - Support for Recreation and Facilities



The Recreation & Culture department has seen a significant amount of growth and change in recent years. The opening of the WFCU Centre (2008) and the Windsor International Aquatic Training Centre (WIATC) & Adventure Bay (2014) have been two significant and positive additions to the community. While the consolidation of facilities results in operational and financial efficiencies, the size and complexity of these facilities have increased the workload. The finance department has seen a significant increase in the number of reconciliations, summaries, ad hoc analysis, business cases and detailed reports. Both facilities are unique and require a different set of standards and analysis that must be maintained and tracked. For example, the WFCU Centre has a number of contracts with tenants, management groups, sponsors and partners (i.e. Global Spectrum, Ovations, Windsor Spitfires, Windsor Express, WFCU, etc) that have to be reviewed and analyzed on a regular basis. In addition, the detailed monthly financial reviews, trend analysis and business case support for the Adventure Bay water park has also put pressure on staff time and resources over the past year and will continue in the future. This additional work has detracted from the day to day tasks that the Financial Planning Administrator (FPA) of Recreation & Culture is required to do. Therefore, the request for the Financial Analyst (FA) position will help fill those gaps and address some of the workload challenges. Some of the duties and responsibilities that will be completed by the FA include, but not limited to:

• WFCU/Global monthly bank reconciliations• Reconcile Class refunds, gift cards, deferred revenue and unearned revenue and accounts receivables to PeopleSoft on a monthly basis• Work with department on monitoring and collecting outstanding accounts receivables• Monthly reallocate accounts to correct chart field• Prepare recurring monthly journal entries • Prepare internal A/R Billings – CLASS• Send out Financial Summary reports monthly, Work auth reports bi-monthly• Spitfire Commission Monthly Cheque, Spitfire A/R Tracking• Reconcile leases• Customer Care Centre Bus Pass Commission Entry – Monthly• Tracking of daily participation trends at WIATC/Adventure Bay

In addition to the above, the Facility Operations division of Parks & Facility Operations has also seen significant change in both business and operational practices, including the implementation of the Facility360 Work Order system and the assumption of both caretaking and maintenance responsibility for all Corporate Facilities. These changes have resulted in additional financial support required. As property manager for the WJF, DND and 400 CHS, the division is required to prepare annual budgets, monthly billings based on analysis of actual costs, and also carries out all capital maintenance on behalf of third party tenants (Provincial and Federal Governments). The addition of the Art Gallery of Windsor, WFCU, and WIATC also come with the requirement of regular cost reconciliations for financial analysis, monitoring and reporting. Internal tenants, such as our Recreation Facilities and Huron Lodge, require that all internal costs be tracked and reported as needed for funding submissions, operational analysis, and business case review. Many of our third party tenants also required annual, audited statements.

The FA assigned to this area will be responsible for:• Analysis of financial transactions and allocations for third party tenants at the WJF, DND, 400 CHS, & AGW• Preparation of monthly billings for third party tenants • Preparation of annual audit files and supporting documentation for third party tenants• Analysis of salary labour allocations and materials transactions posted through Facility360 to ensure proper cost allocation and recovery• Ad hoc support for required reconciliations (i.e. 400 CHS cost statements)

A temporary Financial Analyst was hired in 2011 for one year to help assist with the workload concerns. Due to budgetary and funding constraints, the position was not extended, even though the position was still needed. Given the recent addition of the WIATC & Adventure Bay and the ongoing work still required on the other facilities, it is highly recommended that this position be approved as part of the budget.

14





Reserves

Finance Financial Planning 0123554 - Budget Control&Financial Admin






Net Total 72,718 0 0 0


Finance Financial Planning 0123554 - Budget Control&Financial Admin

Financial Analyst Regular Full-Time Non-Union 1.0

1.0

15





Reserves

Finance (Corporate) Fund Transfers 0142910 - Contribution To Capital

4250 - Transfer to Reserve Fund 1

Total Expenses 1 0 0 0

Net Total 1 0 0 0

Budget Issue Detail

2015


Finance (Corporate)

Office of the CFO

2015-0384



Public

[NOT ACCEPTED] Reduction to Contribution to Capital



This reduction to the amount of annual operating funds used to fund the capital program is required to meet the 10% budget reduction target in the corporate accounts. But it is NOT recommended.

This operating funding is used annually to fund capital projects. Reducing the contribution from operating to capital in 2015 and beyond will mean delaying the repayment of capital projects until future years. This will result in the deferral of many of the projects currently in the five year capital plan (2015-2019) in order to fund previously completed projects. In addition, a permanent ongoing reduction in funds available for capital projects would result. The decrease annually over the 5 year period would result in less available capital funding in each future 5 year period.

It should be noted that this funding has been committed in principle to 2018.

2014 budget: $51,554,925

16

In-Camera Issue


17





Reserves

Agencies External Agencies 0111746 - The Safety Village 4145 - General Grants 91,250


Net Total 91,250 0 0 0

Budget Issue Detail

2015


Finance (Corporate)

Office of the CFO

2015-0449



Public

[NOT ACCEPTED] Funding for The Safety Village



The following Council Resolution approved funding to The Safety Village in 2014 in the amount of $91,250.

CR 129/2014

That Council RECEIVE the documentation submitted by the Children's Safety Village of Windsor and Essex County and APPROVE the release of the $91,250 in one-time funding to the Children's Safety Village of Windsor and Essex County once a Memorandum of Understanding is signed, and that the amount BE CHARGED to the Budget Stabilization Reserve as previously approved through M447-2013; and further, that an administrative report for funding in 2015 BE PREPARED prior to 2015 budget deliberations.- Carried -

In an effort to maintain the municipal tax levy at it's current level, an increase in 2015 is not recommended by Administration.

18

In-Camera Issue


19

In-Camera Issue


20

In-Camera Issue


21

In-Camera Issue


22

In-Camera Issue


23

In-Camera Issue


24

In-Camera Issue


25

In-Camera Issue


26





Reserves

Information Technology Technology Infrastructure

0125412 - Technology Infrastructure

6740 - Recovery of Internal Salaries (35,000)


Net Total (35,000) 0 0 0

Budget Issue Detail

2015


Information Technology

Office of the CFO

2015-0057


K - Service Reduction

Public

[NOT ACCEPTED] Elimination of IBM Hardware Maintenance



This cost is currently recovered from the PAYG Reserve Fund, setup to cover the cost of operating server Infrastructure. By eliminating this support and maintenance contract the amount currently recovered from this fund will be reduced thus allowing for part of a permanent position, which supports server infrastructure, to be recovered from the fund without changing the forecast. This hardware maintenance contract is for parts and labour on IBM server hardware. This elimination would reduce the ability of IT staff to maintain Technology Infrastructure, increasing time to recover from system failures impacting employee productivity and service to the public. It also allows I.T. access to IBM support technicians over the phone to help trouble shoot hardware issues. It also incorporates a call home feature where systems will report imminent problems to IBM and parts will automatically be shipped before systems actually fail.

Without this service our ability to respond to critical issues as well as our ability to keep systems operating will be significantly impacted. We would be forced to buy replacement parts on the open market which are subject to stock and availability. Instead of getting parts guaranteed for warranty customers we could be down days while we wait for back ordered replacement parts. The IT infrastructure is mission critical to all areas of the corporation and when we have an outage of even a few hours the productivity lost throughout the corporation far outweighs the cost of this service.

27





Reserves



6740 - Recovery of Internal Salaries (75,000)


Net Total (75,000) 0 0 0

Budget Issue Detail

2015



Office of the CFO

2015-0058



Public

[NOT ACCEPTED] Elimination of Microsoft Support



This cost is currently recovered from the PC Mtc./Support Reserve Fund. By eliminating this support, the amount currently recovered from this fund will be reduced thus allowing for part of a permanent position, which currently supports technology infrastructure, to be recovered from the fund without changing the forecast. This elimination would reduce the ability of IT staff to maintain Technology Infrastructure, increasing time to recover from system failures impacting employee productivity and service to the public. In the past we have used Microsoft support to help with upgrades and deployment to MS software (Exchange mail, SQL, SMS), to get access to premier MS services and software (Security patches, time saving utilities) and to help troubleshoot downed systems like a recent email issues. We have also used this service to perform health checks on working environments that have resulted in more secure and robust services (IIS – web health check, Exchange mail health check, SQL health check). I.T. Developers have used this service to get access to sample code and advice for writing better applications.

Without this service our ability to respond to critical issues as well as our ability to keep our systems up to date, stable, and patched for security threats will significantly be impacted. We use this service in order to reduce the number of resources we require to keep the IT environment in stable working order. The IT infrastructure is mission critical to all areas of the corporation and when we have an outage of even a few hours the productivity lost throughout the corporation far outweighs the cost of this service.

28

In-Camera Issue


29

In-Camera Issue


30

Budget Issue Detail

2015



Office of the CFO

2015-0413



Public

[NOT ACCEPTED] Staff Request for Backlog of Information Technology Work



This request is for a Technical Support Analyst and a Business Analyst to initiate and complete a backlog of work in the I.T. Department.

Following is a brief list of some of the core Infrastructure required to run the organization and work required to keep it functioning adequately that we are not able to get to due to other corporate priorities. The items on this list are not the “nice to have” items, that would be a much more extensive list. These are basic maintenance and upgrades required to keep the lights on and secure or to satisfy current audit and control standards.

Email Performance Improvements

• Exchange has archiving capabilities to move older email to alternate storage to ensure performance is maintained at an acceptable level. The primary Exchange storage will soon reach limitations that will degrade performance unless we archive (not eliminate) older emails.

Security Concerns

• Finance has corporate responsibility for the business processes around Payment Card Industry (PCI) compliance. Behind the scenes though things change rapidly and we are not keeping up with these changes. o More effort required to stay familiar with changes o Only a matter of time before we are subjected to an audit by the Payment Care Industry. We should be more proactive and be looking at the Infrastructure required• Review and or create a more robust change management procedures. As we have grown and our systems have become more numerous and complex we should be enhancing our change management process to eliminate errors and unnecessary down time when changing production Infrastructure and Services. • How people (employees, partners, 3rd party vendors) connect to our network and applications remotely is an ongoing struggle to remain current and secure. o Firewall VPN upgrades are required as one of our current methods is at end of life, no longer eligible for firmware enhancements and will soon be out of support eligibility o How we connect to Sharepoint remotely is approaching end of support. This is the gateway for dashboard from home and access to the City’s Internet website for more complex services. o Working on secure remote access to inside web and Sharepoint sites like Teamsites, Peoplesoft, etc. Currently only Dashboard is accessible (Dashboard from home) and also have requirements for non-city resources to access internal applications. • Network zoning. This is to segregate the network into different zones for performance and security. Public Library access, Camera systems, VoIP, HVAC, and public Wi-Fi networks are some examples that should be zoned separately from current server and data network.• Security awareness training for all staff. This is industry best practice to mitigate email, malware security breaches that prey upon unsuspecting or ill-informed employees. • System Centre Configuration Manager (SCCM) provides remote control, patch management, software distribution, operating system deployment, network access protection and hardware and software inventory management. Upgrades to our current SCCM environment, as well as, new technology, is available that would improve the Corporations ability to introduce and manage new devices.

Networking General

• Migrate the current core network switch to new hardware as current switch is quickly approaching end of life. We purchased a new core switch to improve network performance and reliability but haven’t been able to migrate the network due to competing priorities. The new switch has been racked and ready to go for months. • Install Aruba Airwave for Wi-Fi management and visibility. Now that we are moving to greater use of Wi-Fi we need to improve our management and visibility to keep it operating optimally and help us trouble shoot end user issues.• Need to send staff on Aruba Wi-Fi training.

Phone System Upgrades

• Phone upgrades are falling behind. Solid Waste and the Library phone system need replacing and we are currently working on the City Hall migration from old Nortel system before it becomes obsolete.

Disaster Recovery and Business Continuity

• It is industry best practise to have periodic DR tests (pretend a system has failed and try and perform a restore). • With the most recent upgrades we have tried to create like systems for the test and development servers. This will allow us to use the test and development system for production in the event there is an issue with the production servers.• The problem is that most of the infrastructure is only virtually separate sharing the same physical VM hosts and Storage area network. We should make them physically separate to improve our DR posture.• Once we physically separate the Production from Test and Development we should create an alternate site for the Test and Development equipment or alternatively leverage cloud hosting services to further enhance our DR capabilities. • Upgrades and redundancy required for our Internet addressing services. Addressing services (DNS and DHCP) are essential for how devices, inside and outside of our network find each other. If these services are compromised or fail all services stop communicating. We are behind on upgrades and have no redundancy in place for these services.

31





Reserves




Information Technology Project Mgmt & Applications

0125411 - Project Management & Applicat


















Net Total 187,235 0 0 0

Logging of Activity

• We have very little activity logging available to us and for those areas where we do have logging the volume of information is so excessive that it is impractical to consider having someone review. • Log Server and alerting systems should be implemented such as: o SIEM (Security Information and Event Management) also known as Syslog. System events are logged and software tools help you analyze the logs for system anomalies and security breaches or other events. We have been discussing this for a number of years now. o Privileged User management and account auditing and monitoring software. This allows for us to manage and track the use of privileged accounts as per security best practices.

User Account and File Access

• I: and G: drive file cleanup and permission audits. It was discovered that some sensitive data was open to system wide access or should have been deleted. It was suggested a review of the files shares be conducted and an education program be established on proper files usage. The ‘I’ drive was reviewed and sensitive documents removed but much more work is required in this area.• General Network access rights, permission and group policy reviews. It is another security best practice to do periodic reviews of Network accounts, AD groups, and policies to ensure they are being properly managed as people move about the corporation and/or are terminated. o We do reviews annually of PeopleSoft and Amanda and have daily processes in place for removing network access. This needs to be expanded to include regular reviews of network and file access.


Information Technology Project Mgmt & Applications 0125411 - Project Management & Applicat

Business Analyst Regular Full-Time Local 543 1.0

Information Technology Technology Infrastructure 0125412 - Technology Infrastructure

Technical Support Analyst Regular Full-Time Non-Union 1.0

2.0

32

In-Camera Issue


33

In-Camera Issue


34

In-Camera Issue


35

In-Camera Issue


36

In-Camera Issue


37

In-Camera Issue


38

In-Camera Issue


39





Reserves

Council Services Policy, Gaming, Licensing & Bylaw Enf.

0125162 - Cat Voucher Program



Net Total (50,000) 0 0 0

Budget Issue Detail

2015


Council Services


2015-0072


L - Service Elimination

Public

[NOT ACCEPTED] Cat Voucher Program



Council resolution M104-2012 approved the implementation of a $75,000 spay/neuter program for feral and owned cats. Administration issued 1,000 vouchers with a face value of $75 each during spring/summer 2012. A total of 663 vouchers were redeemed which amounted to a total cost of $49,378 including mailing costs.

The 2013 budget was reduced by $25,000 to reflect the actual activity from the 2012 pilot program and a $25,000 carry forward of unused budget dollars was transferred to 2013 to fund this program. In 2013, 1,000 vouchers were issued and 801 vouchers were redeemed for total a cost of $57,907.

As of September 30, 2014 there were 707 vouchers issued with 513 redeemed for a total cost of $37,530.

A total of 1,948 feral and owned cats have been spayed or neutered since the inception of this program. Since the Cat Voucher program is not a mandatory service it is being submitted for consideration as a budget reduction.

40





Reserves

Council Services Council Services Division

0111312 - Accountability & Transparency

4010 - Administrative Services (45,500)


Net Total (45,500) 0 0 0

Budget Issue Detail

2015


Council Services


2015-0075



Public

[NOT ACCEPTED] Elimination of the Integrity Commissioner


One-Time BSR Funding Requirement: $45,500

The Accountability and Transparency program was established pursuant to the amendments to the Municipal Act in 2006, through Bill 130. This program contains funding for the Integrity Commissioner for $45,500. CR249/2013 approved and appointed the Integrity Commissioner for the City of Windsor for a two year term commencing November 4, 2013.

A balance of $5,000 would remain in the account for meeting investigations which is also part of the Accountability and Transparency Program.

2008 Budget $50,500 Actual $1,313 Variance $49,1872009 Budget $50,500 Actual $600 Variance $49,9002010 Budget $50,500 Actual $3,435 Variance $47,0652011 Budget $50,500 Actual $9,546 Variance $40,9542012 Budget $50,500 Actual $42,960 Variance $7,5402013 Budget $50,500 Actual $33,939 Variance $16,5612014 Budget $50,500 Actual $50,500 Variance $0 (Projected to Year-End)

Fiscal Impact: Should this issue be approved, partial or full funding to a maximum of $45,500 from the Budget Stabilization Reserve is requested to offset the annual impact of this reduction.

41

In-Camera Issue


42

In-Camera Issue


43





Reserves

Council Services Communications & Cust. Service

0131726 - Customer Service


Human Resources Administration - Human Resources

0131981 - Diversity & Accessibility 2310 - Food (600)


0131981 - Diversity & Accessibility

2995 - Other Purchased Services (414)

Human Resources Employee Services & WSIB

0124111 - Benefit Administration 4220 - Honourariums (2,700)


Net Total (4,714) 0 0 0

Budget Issue Detail

2015


Council Services


2015-0307



Public

[NOT ACCEPTED] Elimination of the Employee Recognition Banquet Event


One Time BSR Funding Requirement: $0

This includes the elimination of the Customer Service Awards, Fran Horvath annual event and Retirees Gift program as all budgets have been consolidated.

The Employee Recognition Banquet was a first when held last year. It combined numerous recognition efforts that used to be spaced out over the course of year, including a presentation in Council Chambers, consolidating everything in to one gala night. It was a very successful first year and plans for year two are well underway. The ERB, which invites all employees to one gathering, became both a recognition and networking event. Employee’s are recognized, rewarded and thanked for their efforts and contributions and those who may not receive a formal award have an opportunity to network with others in the corporation during an informal social event.

Retirees are also honoured at this Banquet, during the 2014 Budget process Council approved a complimentary ticket to each retiree in appreciation of their years of service.

Employee recognition is not just a nice thing to do for people, it is also a communication tool that reinforces and rewards the most important outcomes employees provide to the corporation and to our citizens.

44

In-Camera Issue


45





Reserves

Council Services Policy, Gaming, Licensing & Bylaw Enf.

0131685 - Corporate Promo Material

2360 - Promotional Material (5,000)


Net Total (5,000) 0 0 0

Budget Issue Detail

2015


Council Services


2015-0323



Public

[NOT ACCEPTED] Elimination of Corporate Promotional Material



This program is used to purchase City pins and other promotional items which are used as gifts for various community events, groups visiting other city’s and/or groups /dignitaries visiting the City.

2008 Budget $27,000 Actual $14,696 Variance $12,304 2009 Budget $10,000 Actual $9,486 Variance $514 2010 Budget $5,000 Actual $5,350 Variance $(350)2011 Budget $5,000 Actual $4,989 Variance $11 2012 Budget $5,000 Actual $6,158 Variance $(1,158)2013 Budget $5,000 Actual $6,782 Variance $(1,782)2014 Budget $5,000 Actual $4,246 Variance $0 (Projected to Year-End)

46

In-Camera Issue


47





Reserves

Fire & Rescue Fire Operations 0191840 - Transfer to Bill 221 Reserve

4248 - Transfer to Reserve Account 150,000


Net Total 150,000 0 0 0

Budget Issue Detail

2015


Human Resources


2015-0116

1 - Budget Increase (Pressure)

B - Legislated

Public

[NOT ACCEPTED] Increased Contribution to WSIB Occupational Illness and Disease Reserve Budget



On May 3, 2007, the Ontario Government introduced Bill 221, The Workplace Safety and Insurance Amendment Act, establishing the presumption that when a firefighter or fire investigator suffers certain prescribed occupational diseases (including heart attacks), the injury or disease will be presumed to be arising out of and in the course of the worker's employment. The Bill received all party support and was passed the same day. The change to the Workplace Safety and Insurance Act (WSIA) came into effect on May 4, 2007.

Given the significant costs associated with successful claims under this new legislation and the uncertainty of when these costs will be incurred, not to mention claims that could be brought forward by current, future and retired firefighters or their surviving dependents, dating back to January 1, 1960, Council approved a pre-commitment of the 2008 operating budget of $1.2 million (CR423/2007), to be transferred into a newly created Occupational Illness & Disease (Bill 221) reserve account (#1773) in order to fund anticipated claims. This amount was subsequently reduced to $708,000 in the 2008 budget process with a further reduction to $350,000 during the 2013 budget process. There are 2 that were approved and that are currently being paid out for an annual cost of $50,000.

As of July 7th 2014 the WSIA was further amended with regard to the types of cancer allowed under the WSIA’s Occupational Illness and Disease Policy entitled Cancers in Firefighters and Fire Investigators. With this amendment an additional three types of cancer allowed as presumptive claims, specifically breast, multiple myeloma and testicular cancers. Based on the analysis of all claims submitted under Bill 221 to date, as well as discussions with Windsor Professional Fire Fighters Association and WSIB Representatives we have identified 15 claims that would qualify under the amended Bill 221 legislation. A projected onetime cost of $400,000 per claim, ongoing costs of up to $30,000 annually per claim, administrative fees of 36.4% per claim, physician fees, along with the projected year of settlement are as follows:

2014: 2 claims 2015: 3 claims 2016: 5 claims2017: 5 claims

The projected payments for these settlements would result in an underfunded Reserve account in 2016 as demonstrated below by the projected balances.

Reserve account (#1773) balance as at September 30, 2014 $3,238,202December 31, 2014 projected reserve account balance $2,261,159December 31, 2015 projected reserve account balance $1,211,159December 31, 2016 projected reserve account underfunded by $788,841

In order to prevent a shortfall in this Reserve account, is recommended to increase the funding in this account.

Actual Bill 221 Claims payments to date are outlined below:2007: $650,234 (prior to establishment of reserve)2008: $692,7402009: $84,4272010: $63,4992011: $40,6972012: $49,0052013: $50,100September 30, 2014: $138,373

2014 Approved Budget in the Fire Department $350,000

48





Reserves


0124110 - Human Resources Admin Mgt 2610 - Travel Expense (3,300)


0124110 - Human Resources Admin Mgt 4050 - Training Courses (8,200)


Net Total (11,500) 0 0 0

Budget Issue Detail

2015


Human Resources


2015-0334



Public

[NOT ACCEPTED] Human Resources Administration Miscellaneous Account Reductions



To meet the 10% reductions the following accounts have been reduced.

Travel ($3,300)

This account is utilized for employee travel to annual industry conferences and seminars, as well as Pay Equity Appeals Tribunal meetings. It has been noted in past variance reports that this account has seen variance in the past few years, primarily due to a high number of HR Departmental staff transfers and the timing constraints posed by same. However, any reduction in this account could be problematic as we may not have funding to attend important meetings such as Pay Equity Tribunal Hearings, and valuable industry conferences. These conferences have many benefits, including networking with regional colleagues which we work with in numerous areas including benchmarking, cost-sharing and shared services initiatives.

2009 Budget $9,000 Actual $1,931 Variance $7,069 2010 Budget $9,000 Actual $4,048 Variance $4,952 2011 Budget $9,000 Actual $1,392 Variance $7,608 2012 Budget $9,000 Actual $2,455 Variance $6,545 2013 Budget $9,000 Actual $3,467 Variance $5,533 2014 Budget $9,000 Actual $5,700 Variance $3,300 (Projected to Year-End)

Training ($8,200)

This account is utilized to provide training to keep HR staff up to date with industry requirements. This account has seen variances in the past, due in part to most of the reasons as in the travel account: HR Departmental staff transfers and lack of time for staff to take training while covering heavy workloads resulting from the transition periods. A reduction in this account may be problematic considering the need to certify new Health & Safety Staff via train the trainer sessions, and recertification schedules required to keep staff up to date.


49





Reserves


0124111 - Benefit Administration

2915 - Consulting Services - External (10,000)


Net Total (10,000) 0 0 0

Budget Issue Detail

2015


Human Resources


2015-0068



Public

[NOT ACCEPTED] Reduce Budget For Benefits Consultant



We strongly recommend against this cut.

In October of 2010 the City of Windsor issued an RFP No. 145-10 seeking consulting services for the employee benefits programs. The purpose of the RFP was to obtain a benefit consultant who would provide advice on how the City may achieve cost savings and efficiencies in its benefit plan design, perform actuarial analyses, address legislative and benefit financial concerns as well as provide integrated approaches to a healthy workplace. On January 11, 2011, approval was received from City Council to retain the services of Goodman Group Insurance to act as a Benefits Consultant for the City of Windsor in accordance with their proposal in response to City of Windsor RFP No. 145-10 for a five- year term. The contract with Goodman Group Insurance expires in December of 2015.

Goodman Group Insurance continues to provide comprehensive consulting services on a fee for service basis for employee benefits. Annually, they assist the City in completing the actuarial valuation as required under sections 3250 and 3255 of the Public Sector Accounting Board Standards of the CICA for the City's post-retirement life, drug, medical, vision, and dental benefits provided by the City to its retirees, as well as a valuation of the post-employment liabilities pertaining to sick leave benefits to its employees. They assist with the negotiating of renewal ratings, underwriting and service agreements.

Goodman Group Insurance is also a strategic partner during collective bargaining, providing valuable expertise in benefit plan redesign and cost forecasting. Most recently, they provided their expertise for collective bargaining in the areas of sick leave benefits and short term disability. They also conduct special projects on as needed basis (e.g. development of executive level benefit plans; costing for WPFFA and WPA post retirement benefits) and provide solid advice and recommendations on the corporate fringe benefits budget.

Moving into 2015 we would request our Benefit Consultant not only to continue with the work noted above but to also assist in developing, reviewing and implementing an effective health care benefit plan with our CANUE and SMT groups, inclusive of researching a Health Care Spending Plan and a Short Term Disability Plan. The Benefit Consultant will also act as a strategic partner during our upcoming WPFFA and ONA negotiations.

2009 Budget $76,000 Actual $28,423 Variance $47,5772010 Budget $81,000 Actual $45,896 Variance $35,1042011 Budget $75,000 Actual $84,379 Variance $(9,379)2012 Budget $75,000 Actual $65,759 Variance $9,2412013 Budget $75,000 Actual $64,395 Variance $10,6052014 Budget $75,000 Actual $65,000 Variance $10,000 (Projected to Year-End)

50





Reserves

Human Resources Organizational Develop & OH&S

0131961 - Educational Assistance

8220 - Education Allowance (20,000)


Net Total (20,000) 0 0 0

Budget Issue Detail

2015


Human Resources


2015-0069



Public

[NOT ACCEPTED] Reduce Budget For Educational Assistance


One-Time BSR Requirement: $0

While a reduction in the Educational Assistance Reserve Account is being offered to meet the required 10% budget cut scenario, we strongly oppose this cut.

In 2012, a similar budget cut was offered and subsequently accepted, in the amount of $20,000, significantly reducing the amount of educational funds available to staff. Despite modest surpluses experienced up until 2012 in regards to educational assistance, the number of applications received (152 in 2009; 158 in 2010; 160 in 2011; 168 in 2012; 185 in 2013 and 86 as of August 28, 2014) continues to grow whereby staff enroll in courses that have a direct benefit to their job or pose a future potential benefit to the corporation. Employees are taking ownership for ensuring they have the necessary skills that are relevant to the workplace.

Further, workers are recognizing the need for skills acquisition and upgrading. They are doing more about it themselves and there is a role for the organization to help facilitate this through educational assistance and tuition reimbursement. Given well-defined career paths and development opportunities, employees are less likely to leave for another employer, which helps to increase employee retention. Education can also have an impact on the capabilities of the organization. Organizations that have a broadly educated employee base can capitalize on those skills and abilities. Therefore, corporate education can not only have a profound impact on employee retention and overall productivity, but also on the quality of both individual and corporate deliverables, including the need for a Succession Management Strategy.

Educational assistance may also be used as a recruiting tool, which helps attract employees who value continuous learning. To prospective employees, educational assistance demonstrates an interest in employee long-term growth and development. Employees who increase their skills and broaden their capabilities from within the organization are more likely to demonstrate a long-term employment commitment.

Another reason educational assistance plays a bigger role is the emphasis on alignment of employee development programs with corporate Learning & Development (L&D) initiatives. With a greater emphasis on talent management, there is a spotlight on educational assistance and the contribution towards overall employee development and talent management strategy. There is solid evidence that higher education and skills levels lead to greater productivity, an increased capacity for innovation, organizational success and growth. Therefore on-going learning through educational assistance has benefits for productivity, employee morale and engagement, and this is most clearly recognized when such development activity is linked to the business strategy of the organization. It is critical to long-term organizational success and should be viewed as a strategic investment.

This reduction is not recommended, which is especially demonstrated in 2013 wherein to cover our actual expenses we needed to pull funds of $10,988 from the reserve account to reimburse applicants in 2013. It is anticipated that we will need to once again pull funds from the reserve account, based on applications received to date, to cover our actual expenses in reimbursing applicants in 2014 and 2015.

Educational Assistance Reserve Account (1770) balance as of August 31, 2014 is $111,005

2009 Budget $72,607 Actual $48,404 Transferred to Reserve $24,2032010 Budget $72,607 Actual $45,181 Transferred to Reserve $27,4262011 Budget $72,607 Actual $35,369 Transferred to Reserve $37,2382012 Budget $52,607 Actual $51,321 Transferred to Reserve $1,2862013 Budget $52,607 Actual $63,595 Transferred from Reserve ($10,988)2014 Budget $52,607 Actual $44,710 Transferred from Reserve ($19,558) (Projected to Year End)*

*Projected amount as at August 28, 2014 – This only includes applications for reimbursement that have been received to date where payment remains outstanding. This does NOT include any applications for reimbursement that may be submitted for the fall 2014 semester.

51

Budget Issue Detail

2015


Human Resources


2015-0084



Public

[NOT ACCEPTED] Reduce Corporate Training Budget


One-Time Funding Requirement: $0

Any reduction in relation to professional development and skills training will no doubt have a negative impact and underscore our ability to support continuous quality improvements, succession planning, leadership training, responsiveness to legislative requirements , partnership building with private / public sectors with similar needs and municipal service delivery. A cut of $10,000 signifies the elimination of 4-6 corporate training workshops facilitated by external trainers. To accommodate the elimination of these 6 courses, 2 workshops will be cut from each of the 3 areas - Computer training, Customer Service training and Employee Development, effectively delaying one's ability to receive their Computer Proficiency Certificate, Management Windsor Certificate, the Master’s Certificate or obtain training to further their career, as well as reduce our ability to generate revenue as it relates to promoting interest in our workshops with increases to our waiting list for employees interested in attending workshops. Alternatively, the cut will be sought through minimizing the number of staff that would have an opportunity to gain experiences through the Corporate Coaching Initiative plus the elimination of up to 3 workshops, this option may cut into our Succession Planning projects as we attempt to provide our employees with skills required to move forward in the Corporation.

The following issues outline the areas in which any reduction to the Corporate Training Budget will have a significantly critical impact as it relates to employee performance, engagement, attraction and retention:

1) The Masters’ Certificate in Municipal Leadership is unique; a university-level program that provides a powerful leadership learning experience for municipal managers. First introduced in 2002, approximately 72 managers have gone through this program and the competition to participate amongst staff continues to grow. While the program was originally intended to be complete within 3 years, limited funding forced an extension of 4 years. The desire to complete within a shorter period of time along with annual program increases jeopardizes the continuance of this program. Further, this premier program generates revenue for Learning and Development to be reinvested into our employees.

2) As reported to Council on January 23, 2012, in order to fulfill recommendation #4 – of the 400 CHS Audit Recommendations was the Establishment of a “Top-Down Training Initiative” (intended to address the risk of legal errors, damage to the city’s goodwill reputation and the ability to attract quality proponents and future investment) Corporate Training and Development turned their focus to include programming designed to mitigate against the risk of legal error in order to protect the City’s goodwill and reputation. A number of existing programs affected by legislative change have been amended and newer offerings complement the existing structure. In an effort to remain compliant in future, Corporate Staff Development will require the necessary budget dollars to continue to afford staff with relevant programming that will not only meet, but exceed the audit recommendations. The $10,000 reduction will result in the elimination of 1 of these workshops in 2015.

3) Given the removal of invoicing to city related entities has allowed Transit Windsor, Library and Police to participate in Corporate Training & Development programming. Reducing any budget dollars in relation to programs offered will significantly affect our ability to accommodate the increased interest, primarily received from Windsor Police Services, Transit Windsor and the Windsor Public Library as we anticipate our waiting lists to grow as we offer less workshops.

4) The opportunity to offer premier programming has enhanced our ability to develop partnerships with neighbouring municipalities along with local school boards in order to market some of our higher end programs of which we’ve been able to generate substantial revenue. The inability to secure executive and leadership level programming will adversely affect this relationship and will severely cut into our revenue generating opportunities. In 2012, the Corporate Training generated $6,916 in revenue. In 2013, $7,344 in revenue was generated. As of August 29, 2014, there has been $9,199 in revenue generated.

5) Given the requirements under the Management Windsor Certificate program, of which all non-union managers and supervisors are required to complete, consideration to ensuring budget dollars are available to afford these programs on a regular basis is imperative. Subsequently, dollars will be required to support the development of a certificate program aimed at staff aspiring to assume a leadership/supervisory role in the organization, through a graduated, progressive skill-building process. A $10,000 reduction would see workshops eliminated under Employee Development in 2015 and extending the length of time it takes to obtain this certificate.

While the overall goal in cultivating administrative talent is to increase training, learning and development as a percentage of payroll, the statistics in our Corporate Report Card on the Community Strategic Plan actually illustrates a downward trend. Training as a percentage of payroll was 0.74% in 2008, 0.75% in 2009, 0.64% in 2010, 0.75% in 2011, 0.61% in 2012 and 0.57% in 2013.

This reduction is not recommended.

2009 Budget $188,474 Actual $121,597 Variance $66,877*2010 Budget $188,474 Actual $255,997 Variance $(67,523)** 2011 Budget $188,474 Actual $205,761 Variance $(17,287) 2012 Budget $163,474 Actual $151,093 Variance $12,381 2013 Budget $163,474 Actual $151,260 Variance $12,214 2014 Budget $163,474 Actual $163,474 Variance $0 (Projected to Year-End)

*Work stoppage, many workshops were subsequently cancelled**Special training for of Early Childhood Educator transitions was conducted in 2010. One time funding to offset costs

52





Reserves


0131960 - Corporate Training



Net Total (10,000) 0 0 0

53





Reserves

Human Resources Employee Services & WSIB 0131451 - Recruitment 2940 - Advertising (10,000)


Net Total (10,000) 0 0 0

Budget Issue Detail

2015


Human Resources


2015-0118



Public

[NOT ACCEPTED] Reduce Budget for Advertising Job Postings



The advertising budget is currently set at $25,000. The proposal is to reduce the budget by $10,000. This is a viable reduction for the following reasons:-some of the expenses are irregular costs such as HR brochures, postcards and retractable banners, which are used at job fairs-we regularly post job vacancies on our City website, twitter, facebook, customer care centres and other agencies at no cost to the Corporation.-continue to post a quarterly reminder to the public to visit our website.

Although this proposed reduction may cause some challenges in advertising job vacancies in various in print or external websites, HR will continue to reach out to departments to cover the cost of their job advertisements and continue to find the best forums for acquiring top talent at the best cost. A cut in this account will mean either less advertising or smaller ads as it relates to vacant positions.

2011 Budget $25,000 Actual $4,943 Variance $20,057 2012 Budget $25,000 Actual $12,888 Variance $12,112 2013 Budget $25,000 Actual $29,516 Variance $(4,516)2014 Budget $25,000 Actual $25,000 Variance $0 (Projected to Year-End)

54

Budget Issue Detail

2015


Human Resources


2015-0070



Public

[NOT ACCEPTED] Elimination of Employee Family Assistance Program


One-Time Funding Requirement: $100,000

The Employee Family Assistance Program (EFAP) provides a number of support services to City employees such as job and family counselling, legal and debt management advice and we strongly recommend against a reduction to this very important employee assistance program.

Overall Utilization Rates2005: 5.8% or 227 cases: 0 workplace interventions2006: 7.6% or 244 cases: 7 workplace interventions2007: 8.6% or 277 cases: 15 workplace interventions2008: 8.05% or 260: 3 workplace/trauma cases2009: 7.37% or 253 cases: 9 workplace/trauma cases2010: 10.25% or 352 cases: 9 workplace/trauma cases2011: 10.52 % or 361 cases: 0 workplace interventions/trauma cases2012: 8.96% or 324 cases: 5 workplace/trauma cases2013: 9.29% or 161 cases to date: 5 workplace/trauma cases2014: 8.67% or 181 cases as of June 30, 2014: 2 workplace/trauma cases

Further, the EFAP provider included seven free lunch and learns sessions as part of the EFAP Program in 2014. Six of these were included in the contract and Shepell FGI provided one additional session at no cost to the Corporation. Topics included Setting & Achieving Goals, Bullying in the Workplace, Making Time Work for You, Dealing with Suicide, Understanding Loss, The Sandwich Generation and Understanding Depressive Illness. The provider has agreed to include the six free lunch and learn sessions in the next contract as well.

The EFAP program is repeatedly and regularly used by union representatives, Managers and Human Resources staff to assist employees who struggle with many issues, but the highest emerging issue is personal and family relationships. EFAP Services are often recommended in situations where an employee’s performance is decreasing or where tensions between co-workers emerge. If the EFAP is eliminated, people leaders in the City will lose a valuable tool which helps employees to improve their productivity and results in increased employee engagement.

The Corporation also began to utilize another EFAP Service in 2011 for the first time; the Workplace Support Program. This program offers clinical interventions to address issues that require longer-term or more specialized levels of care to employees. Fortunately, this service is included in our current contract with no additional fees. In 2011, 5 employees were referred to this program and the corporation saw marked improvement in the attendance and job performance amongst these 5 individuals. Seven employees were referred to this program in 2012 as well as an additional 7 in 2013. As at June 30, 2014, four (4) employees have been referred to the program. We hope to make more use of this program in the future.

Beginning in 2012, the Windsor Police Services was awarded $25,000 in their budget for EFAP services. As the City of Windsor employees already enjoyed an EFAP that was highly regarded and a good value, Windsor Police asked if their employees could be added into our contract with Shepell-fgi. A cost recovery budget has been set up with zero financial impact to the Corporation. If the EFAP is eliminated in this budget, there will be an impact to the Windsor Police Services, as they would be required to secure their own contract with an EFAP provider if so desired.

Additionally, in 2013, Transit Windsor Board, as a means to reduce their EFAP costs, requested that they cancel their contract with the Canadian Mental Health Association and join our program. This saves Transit Windsor $3,000 annually. If the EFAP is eliminated in this budget, there will be an impact to the Transit Windsor Board, as they would be required to secure their own contract with an EFAP provider if so desired.

If the program is eliminated, employees who require family, addiction, or work related stress counselling will have to seek assistance elsewhere. Many employees would not be able to afford these types of services externally. Left untreated, the impact to the Corporation could be poor job performance and increased employee absenteeism. Most employees see the EFAP as part of their overall benefit package, which fosters higher employee morale and may decrease employee turnover.

This reduction is not recommended.

2009 Budget $100,000 Actual $86,971 Variance $13,0292010 Budget $100,000 Actual $103,492 Variance $(3,492)2011 Budget $100,000 Actual $95,833 Variance $4,1672012 Budget $125,000 Actual $106,419 Variance $18,581*2013 Budget $125,000 Actual $121,250 Variance $3,7502014 Budget $133,400 Actual $133,400 Variance $0 (Projected to Year-End) **

*$25,000 increase attributed to Windsor Police Services enrollment into program**$8,400 increase attributed to Transit Windsor enrollment into program

55





Reserves


0131720 - Employee Assistance Prog




0131720 - Employee Assistance Prog

6735 - Recovery Of Expenses 33,400

Total Revenues 33,400 0 0 0

Net Total (100,000) 0 0 0

56





Reserves


0131964 - Employee Wellness Initiative



Net Total (119,289) 0 0 0

Budget Issue Detail

2015


Human Resources


2015-0071



Public

[NOT ACCEPTED] Elimination of Employee Wellness Initiative


One-Time Funding Requirement: $0

We are strongly opposed to the elimination of this corporate, successful and worthwhile initiative. A good wellness program, aside from maintaining and improving an employee's health also has an effect on workplace safety and attendance. Wellness programs such as ours that promote smoking cessation, back care, stress management and numerous other healthy practices make employees more alert to safety issues in the workplace and in the long run, assist with not only lowering our health care costs, but can also assist with our worker's compensation costs and overall absenteeism issue. A well designed workplace safety and wellness program also has a positive effect on morale and productivity as employees see this as a valuable benefit and that the Corporation generally cares about their well being.

The Windsor Essex County Health Unit (WECHU) has been our partner in the provision of a Wellness Program since 2008. The budget for this program includes one full-time staff at the WECHU who assists the City in running this program, along with payment of the administrative needs (i.e. phones, computer). In addition to the cost of this full-time position the Wellness budget also covers items such kiosks, strategically placed throughout the workplace, lunch and learn sessions, wellness events, flu clinics, health screenings, employee website dedicated to wellness, graphic design support, challenge events and many other programs and initiatives that are approved by the Wellness Steering Committee. There has not been an increase to the budget of Wellness Program since inception in 2008, despite its growth in participation and programming and in 2012 we reduced our budgets by $25,000 when we eliminated the mailing of our newsletter. Our newsletter currently remains online. Since January 2013, 1,601 unique visitors (employees) have viewed the electronic newsletter, which result in a combined 12,606 page views between all newsletters.

Many of the programs offered by the Wellness Committee are suggested, organized and provided through the generous volunteer time from our own staff given their recognition of the importance of this program to their fellow employees. Further our Steering Committee is a multifaceted collaboration of representatives from the Windsor Essex County Health Unit, Shepell-FGI EFAP services, Green Shield, STAR committee, CANUE, Co-chaired by ONA, Retiree Representative, Police Association, Transit Windsor and the President of CUPE Local 543. Most recently, Windsor Police Services has joined the Wellness Committee and is participating in the program.

The Wellness program illustrates and promotes this City's pursuit for a health community. The intent of the Wellness program is to provide for early detection of disease conditions, improved diagnosis, and healthy lifestyle education for employees to improve their overall health and well-being. In 2013, the program offered many health promotion "challenges" and screenings which were well attended and received great feedback from employees. These included, but are not limited to:Program (Attendees)Flu Clinic (187 staff vaccinated)Physical Activity Challenge (21 Teams, 230 total participants in 2013) – 4th annual event – in the four years, employees have accumulated over 2.25 million physical activity minutes.Mental Health Forum (200 staff participated in 2013, 260 staff participated in 2014)Health Screening Week* (200+ staff participated in 2013) - 4th annual event – in the four years, the wellness program has screened approximately 1100 employees.*Health Screening Week included such activities as blood pressure and glucose monitoring, cholesterol tests, medication consultations, Body Mass Index, blood typing, Chiropodist consultation, Pharmacists consultation, Optometrist, Chiropractor, and registration for stem-cell and marrow network. The program continues to receive accolades from staff and the community at large. At this stage, after years of success we are now able to focus on true health concerns exhibited by our employees through the health screening.

In addition to awards received in previous years, in 2012, the program won its second consecutive Platinum Award for Workplace Wellness and a Gold Bike Friendly Workplace Award, both sponsored by the Go For Health Workplace Wellness sector (a provincially funded community program). In 2013, the program won the Gord Smith Healthy Workplace Diamond Award, along with its third consecutive Gold Bike Friendly Workplace Award. Recipients of the award must show a strong commitment to improved health by promoting a comprehensive approach for employees, retirees and their families. These initiatives are important when we examine the overall health of City employees and residents in Windsor Essex County. Compared to the rest of the province of Ontario, Windsor Essex County residents have higher prevalence rates in chronic diseases such as hypertension, asthma, anxiety /mood disorders, diabetes, cancer and stroke. In addition Windsor Essex County residents have higher obesity rates compared to the province (60.7% were overweight or obese). Thirty eight percent of deaths in the Windsor Essex County area can be attributed to heart and circulatory diseases. The good news is that 80% of these diseases can be prevented by adopting a healthy lifestyle. The Corporation continues to look at ways to assist our employees’ performance and total well being by providing resources to detect early onset of chronic disease, reduce stress-related illness and maintain a balanced healthy lifestyle approach. Our wellness committee offers a variety of tools, challenges and seminars designed to educate employees about a variety of health and wellness topics.

This reduction is not recommended. Since the inception of this program our absenteeism rate and WSIB costs have dropped, particularly attributed to our Wellness Program.

57





Reserves


0131600 - Health & Safety

2950 - Other Professional - External 13,500


Net Total 13,500 0 0 0

Budget Issue Detail

2015


Human Resources


2015-0092



Public

[NOT ACCEPTED] Introduce Funding For Audiograms



HR is recommending that certain jobs that have been identified with exposure to noise hazards be required to go for audiogram testing every 3 years. It is a proactive measure in place which we hope can be introduced in 2015 when we update the current noise procedure. With the introduction of the initial Noise Procedure in 2008, proactive measures were introduced with the hope of preventing occupationally induced hearing loss in our employees. Some of these measures include conducting noise level assessments at worksites where noise hazards are identified or suspected; introducing appropriate and effective hearing protective measures; and providing mandatory training for affected workers and their supervisors to educate on why noise levels above a certain threshold are dangerous and how we can protect workers from unnecessary injury due to exposure. Since the introduction of our corporate Noise procedure, noise level testing has been conducted at all corporate worksites. The results of our testing are used to assist departments to determine what type of hearing protection will suit the type of hazard as well as to identify which positions require noise training.

Since 2008 until December 2013, fourteen claims to occupational hearing loss have been filed by workers. Of these fourteen claims, six have been approved and 8 have been denied or abandoned. The cost of the above-noted claims to-date is $ 38,770.45. The breakdown of these claims by Department and year is as follows:

Police (2 in 2008) Fire (1 in 2009; 2 in 2011; 1 in 2013) Public Works/Lou Romano Water Reclamation Plant (1 in 2010; 1 in 2011) Public Works/Maintenance (1 in 2012) Public Works/L82 (1 in 2008; 1 in 2010) Public Works/Field Engineering (1 in 2009) Public Works/ Parks (1 in 2010; 1 in 2012)

The Ministry of Labour (MOL) has investigated a number of these hearing loss claims as a result of the required reporting of this type of occupational disease claim under Section 52(2) of the Occupational Health and Safety Act. Results thus far from the MOL investigations have been positive feedback for the measures now in place to prevent new hearing loss claims however an outstanding recommendation of the MOL from June 2013 is the introduction of regular audiograms for employees in positions or worksites where the potential for occupational exposure to noise hazards has been identified.

Additionally, having a regular audiogram will enable the corporation to identify when a worker begins to show signs of hearing loss, and address whether or not the cause may be occupational when considering any preventative measures and practices that may have been established in relation to that employee specifically ( i.e. hearing protective devices) or at a worksite ( i.e. introducing quieter equipment, limiting or reducing exposure). Such investigation will assist the Corporation to measure the effectiveness of the corporate Noise program and take action to address any deficiencies identified.

As well, such information will enable us to challenge claims to occupationally induced hearing loss in that we will be able to identify the proactive measures we have in place to prevent hearing loss and address it effectively when we become aware that a worker suffers from this particular type of occupational disease. Additionally, with the change in behaviour and use of technology, it is reasonable to expect that when the current group of workers between the ages of 17 and 25 years of age reach their 40’s and 50’s that there will likely be a higher rate of hearing loss attributable to the regular usage of iPods, I-phones and other similar devices that expose workers to noise levels that can result in hearing loss. Having records of regular audiograms throughout a workers career will assist the Corporation in arguing the impact of non-work-related exposures or other sources of noise hazards and in so doing potentially reduce the cost associated with future WSIB claims for occupationally induced hearing loss. Currently employees receive audiograms at the date of hire.

Given that noise exposure does not apply simply to specific employee groups (RFT, RPT, TFT, TPT), a review was conducted of all noise tests conducted to-date as well as a review of all corporate worksites and types of work performed. The review indicates that at this time there are 1,016 workers in 117 different positions working at 42 different worksites where noise exposure is an occupational hazard. Through our current medical testing provider, each audiogram costs $40.00. Understanding that we are recommending audiograms every three years, the anticipated cost of introducing this re-occurring audiogram for the identified positions is $40,460 over a three-year time frame. The 2015 request is to perform one third of the audiograms on the identified positions in the 1st year with the remaining being completed in 2016 and 2017.

58





Reserves


0131600 - Health & Safety

8260 - Pre-Employment Medical 19,700


Net Total 19,700 0 0 0

Budget Issue Detail

2015


Human Resources


2015-0094



Public

[NOT ACCEPTED] Introduce Medicals for Lifeguards and Aquatic Instructors



Historically positions such as lifeguards and aquatic instructors have not been subject to a medical assessment at the time of hire. This rationale has been based on the seasonal nature of this type of work in our geographic region as well as the number and type of aquatic facilities operated by the Corporation. With the opening of Adventure Bay in January of 2014 year round employment is now available for life guards and aquatic instructors. Given the physical nature of positions such as lifeguard and aquatic instructor as well as the inherent responsibility for members of the public these types of positions require, the introduction of a pre-employment medical is being recommended. Introducing the requirement to successfully complete a medical assessment will enable the Corporation to hire employees into these positions whose abilities suit the level of responsibility and physical demands that are an inherent component of an aquatics work environment.

Currently, all RFT, RPT, TFT and TPT employees go for medical examinations prior to being hired.

In order to begin to require a medical for employees applying to lifeguarding and aquatic instructor positions, Human Resources is seeking an enhancement to our current budget made available for pre-employment medicals. Based upon the current number of lifeguards and aquatics instructors (227) and the cost of a medical evaluation with our current provider of medical services ($100.00 per participant), the funding request for this budget enhancement is $22,700 but given there is a $3,000 projected surplus the net request is $19,700.


59





Reserves


0131960 - Corporate Training



Net Total 25,000 0 0 0

Budget Issue Detail

2015


Human Resources


2015-0114



Public

[NOT ACCEPTED] Funding for an Advanced Coaching Program



In April, 2005 Corporate Coaching was first introduced as a pilot project designed to help change the culture of the Corporation, assist in succession planning, and provide a structure and opportunity for selected staff to enhance existing and develop new skills sets or assist performance. Since this time, the Coaching Program has resulted in 7 graduating classes; a total of 70 employees.

In September, 2013 Advanced Coaching was introduced as a result of a departmental need to add a different dimension to the original Coaching Program. Based on a performance coaching model, the advanced program afforded a more personalized in-depth program than the original, targeting specific situations and behaviours and allowing for greater perspective, viewpoint and accountability. Viable action plans are explored and opportunities to practice soft skills are examined.

Essentially, this program is designed to help facilitate professional and personal development to the point of individual growth, improved performance and contentment. Participants are asked powerful questions and/or are assigned homework that may take the form of “thought experiments” or “field experiments” which are actions to try in the real world that may result in experiential learning and development of new approaches to situations.

Specific goals, including career transition, interpersonal and professional communication, performance management, organizational effectiveness, managing career and personal changes, developing executive presence, enhancing strategic thinking, dealing effectively with conflict, and building effective teams are examples of how Advanced Coaching can assist individuals through the Advanced model of the Corporate Coaching Program which directly links to Succession Planning initiatives.

60





Reserves

Human Resources (Corporate) Fringe Benefits - HR 0131526 - LTD Payments 8181 - LTD Wages 20,037


Net Total 20,037 0 0 0

Budget Issue Detail

2015


Human Resources (Corporate)


2015-0388


C - Contractual

Public

[NOT ACCEPTED] Long Term Disability Increased Budget



The long term disability program is requesting 2015 budget increase as presented below.

Comments / Assumptions• It is difficult to predict this account as we will never know how many employees will go off on LTD, for how long, and what their salary will be.• Negotiated increases and step progressions have no impact on the coverage once an employee is off on LTD.• Straight line projection based on the current actual claims for 2014 and reports from Great West Life which indicate whether an employee is likely, ready or unlikely to return to work. The projected costs for 2015 plus the provision for three new claims account for the 2015 budgeted request of $1,244,037. CalculationsTotal 2015 Projected cost $1,103,968Estimated 3 claims X average salary of $70,000 X 66.7% = $140,070

2014 Approved Budget $1,224,0002015 Requested Budget $1,244,037

2009 Budget $945,000 Actual $940,176 Variance $4,824 2010 Budget $945,000 Actual $708,849 Variance $236,151 2011 Budget $945,000 Actual $1,024,860 Variance $(79,860)2012 Budget $994,000 Actual $1,273,520 Variance $(279,520)2013 Budget $1,224,000 Actual $1,073,670 Variance $150,330 2014 Budget $1,224,000 Actual $1,152,247 Variance $71,800 (Projected to Year-End based on 32 current claims)

61

In-Camera Issue


62

In-Camera Issue


63





Reserves

Engineering Facility Operations 0122840 - Caretaking Services 8150 - Salary-Temporary 9,143

Engineering Facility Operations 0122840 - Caretaking Services 8160 - Hourly-Temporary 756





Net Total 11,346 0 0 0

Budget Issue Detail

2015


Engineering


2015-0198


C - Contractual

Public

[NOT ACCEPTED] Increase in Temporary Staff Budgets Due to Contract Increase of 1% in 2015



Per the current collective agreements with both CUPE Locals 82 and 543, there is a 1% wage increase in 2015. Since the salary budget process does not include temporary part-time positions, an increase to the budgets for these positions must be made. The adjustment will reflect the 1% increase to wages and also the effect on fringes.

8150 - current budget is $914,292 x 1% increase = $9,143 x 1.15% (to factor in the fringe rate) = $10,514 8150 - $9,143 and 8399 - $1,3718160 - current budget is $75,601 x 1% increase = $756 x 1.10% (to factor in the fringe rate) = $832 8160 - $756 and 8399 - $76

Total increase affecting temporary part-time caretakers is $ 11,346

Without approval of this budget increase, the department will be required to manage the negotiated increase in temporary wages within their existing budgets.

64





Reserves

Engineering Infrastructure & Geomatics

0171401 - Infrastructure & Engineering 8150 - Salary-Temporary 220

Engineering Pollution Control 0174124 - Pump Station-Operations

4240 - Transfer to Current Fund 251

Engineering Pollution Control 0174124 - Pump Station-Operations 8160 - Hourly-Temporary 228

Engineering Pollution Control 0174201 - LRWRP Operations


Engineering Pollution Control 0174201 - LRWRP Operations 8150 - Salary-Temporary 366

Engineering Pollution Control 0174201 - LRWRP Operations 8160 - Hourly-Temporary 246

Engineering Pollution Control 0174301 - LRPCP Operations


Engineering Pollution Control 0174301 - LRPCP Operations 8160 - Hourly-Temporary 273



8397 - Fringe Benefit Allocation 163

Total Expenses 1,496 0 0 1,243

Engineering Infrastructure & Geomatics

0171401 - Infrastructure & Engineering

6999 - Work Auth Recovery (253)


6735 - Recovery Of Expenses (251)






Net Total 0 0 0 1,243

Budget Issue Detail

2015


Engineering


2015-0331


C - Contractual

Public

[NOT ACCEPTED] 1% Increase to Temporary Full Time Wages



In the past, a corporate provision/adjustment was made for all temporary wages in accounts 8150 and 8160 to reflect the negotiated increase in wages. For 2015, the 1% wage increase was not included during the salary budget stage; therefore it is presented here. Without approval of this budget increase, departments will be required to manage the negotiated increase in temporary wages within their respective existing budgets.

65





Reserves

Engineering Facility Operations 0122810 - Buildings Maintenance

2210 - Bldg. Maintenance Material 60,000


Net Total 60,000 0 0 0

Budget Issue Detail

2015


Engineering


2015-0200


G - Line Item Increase

Public

[NOT ACCEPTED] Increase to Maintenance Budget for the Fire Halls



Maintenance costs for the ten Fire Halls across the City have been overbudget by at least $35,000 every year since 2010. The older Fire Halls require even more maintenance that has been deferred due to the lack of budget. Fire Halls 1 and 4 both require kitchen renovations that have been deferred for at least two years. It is recommended that the maintenance budget be increased by $60,000 for the regular required maintenance currently being deferred, and to cover important maintenance projects for the older halls.

66

In-Camera Issue


67

In-Camera Issue


68

In-Camera Issue


69





Reserves

Engineering Infrastructure & Geomatics 0161035 - Geomatics 6656 - G.I.S. User Fees (45,600)


Net Total (45,600) 0 0 0

Budget Issue Detail

2015


Engineering


2015-0141



Public

[NOT ACCEPTED] Revenue Increase by Increasing GIS Surcharge from 5% to 7%



Currently a 5% GIS Surcharge is applied to permits in both the Building Department and in the Engineering Department.

In 2013, this generated revenues of $100,599 ($89,000 budgeted), which represents approximately 8.2% of the Geomatics Division Operating costs. In 2014, the budget was increased to $114,000 and it is anticipated that actuals will be close to this estimate.

As the demand for innovative means of providing municipal services increases, the demands and expectations of GIS services increases. It would be reasonable to increase the GIS Surcharge to meet the demands of the service. Using the 2014 budgeted revenues, it is estimated that an increase from 5% to 7% would generate an additional $45,600 in revenues under the GIS Surcharge fee as follows:

2014 GIS User Fee Budget $114,000 = 5% of $2,280,000And 2% of $2,280,000 = $45,600

This increase could impact the Building and Engineering Department in that they may have increased complaints from those paying for permits.

70

In-Camera Issue


71

In-Camera Issue


72

In-Camera Issue


73





Reserves

Engineering Pollution Control 0175101 - Environmental Master Plan 4231 - Special Projects (12,000)

Engineering Pollution Control 0175101 - Environmental Master Plan

5475 - Other Construction Costs (14,000)


Net Total (26,000) 0 0 0

Budget Issue Detail

2015


Engineering


2015-0262



Public

[NOT ACCEPTED] Pollution Control - Reduction in Environmental Master Plan services



This funding would eliminate the ability of the Environmental Master Plan division to participate in several programs/initiatives.

An Open Streets Event is a public event that encourages residents to use a stretch of public roadway for recreational activities over a 5 – 8 hour period. This event allows residents to reconnect to this public space through walking, running, cycling or doing other recreational activities. These events are hosted globally and 2015 is set to be the first in Windsor. Council endorsed the City of Windsor’s participation in 2014.

Earth Day Windsor Essex is a public event celebrated annually on the Sunday following Earth Day. The event has been held in Windsor since 1992 and draws over a thousand residents annually to learn more about environmental initiatives underway across Windsor-Essex. This event is in partnership with the Essex Windsor Solid Waste Authority.

In 2014, City Council tabled the Community Gardens on Municipal Property Policy with the intent to streamline the process for groups applying to use municipal property for community gardens. The Environmental Master Plan area is responsible for coordination of the Community Garden Committee and the primary point of contact for new applications. There are currently 3 community gardens on City property.

The total estimated cost for these initiatives is approximately $12,000. The major expenses are attributed to special events insurance, tent and facility rentals, road closures and promotional/educational materials. These initiatives/events are important opportunities to engage with the public and the cancellation of these events will impact the level of public consultation/education with the Community. The Earth Day event is a well established event where the City of Windsor has always had a strong presence and its cancellation may be seen negatively and could pose a political risk.

In addition, $14,000 has been set aside in the Environmental Master Plan budget for the implementation of pilot Low Impact Development (LID) projects such as rain gardens, permeable pavement, etc. In 2015, the Environmental Master Plan will be working towards developing a Low Impact Development Strategy for the City of Windsor and these pilot projects assist with research into best practices for the Windsor Area and for the education of the public that will be encouraged to use methods at the lot level to reduce stormwater flows.

The low impact development strategy and projects are intended to reduce the flow of stormwater to sewers. These projects were identified in the City of Windsor Climate Change Adaptation Plan (M498-2012) and other basement flooding reports (CR128/2012) as initiatives to reduce the risks associated with increasing precipitation. More recent flooding events again highlighted the need to investigate new ways of mitigating stormwater. Without implementing pilot projects the risk is that the status quo will remain.

This $26,000 reduction represents just over a 10% reduction of the 2014 net budget for the Environmental Master Plan but would represent a 46% reduction of funds allotted to implementation of programs/services currently offered by the Environmental Master Plan area.

74





Reserves


2570 - Infrastructure Repairs (1,577,376)


4245 - Transfer to Capital Fund (1,577,376)

Total Expenses (1,577,376) 0 0 (1,577,376)


6735 - Recovery Of Expenses 1,577,376

Total Revenues 1,577,376 0 0 0

Net Total 0 0 0 (1,577,376)

Budget Issue Detail

2015


Engineering


2015-0276



Public

[NOT ACCEPTED] Pollution Control - Reduction in contribution from sewer surcharge to Pollution Control Reserves



The PW Environmental area has three reserve funds established to ensure ongoing replacement of aging equipment takes place at the Lou Romano Water Reclamation Plant, Little River Pollution Control Plants and the numerous pump stations throughout the City of Windsor.

The current amount, as of September 30, 2014, in each reserve (net of encumbrances) is as follows:

Lou Romano WRP reserve: $3,537,218Little River PCP reserve: $4,535,844Pump Stations reserve: $1,591,827

TOTAL: $9,664,889

Each year, the three reserves receive a contribution from the Sanitary Sewer Surcharge:

LRWRP Reserve: $862,485LRPCP Reserve: $503,326Pump Stations Reserve: $737,357

This annual contribution from the sewer surcharge was reduced during the 2011 budget process to its current level by approximately 40% from $3,536,960 to the current annual contribution total of $2,103,168. The balance for all three reserve funds in early 2011 when this reduction came forward was a total of $22.4 million.

Reserves are reviewed and refined annually to reflect current events and planning.

The following four options are being proposed for consideration:

Option 1: 10% reduction of $210,306

Option 2: 25% reduction of $525,792

Option 3: 50% reduction of $1,051,584

Option 4: 75% reduction of $1,577,376

75

In-Camera Issue


76





Reserves

Engineering Pollution Control 0174402 - Industrial Waste Control



4240 - Transfer to Current Fund (26,000)

Total Expenses (26,000) 0 0 (26,000)




Net Total 0 0 0 (26,000)

Budget Issue Detail

2015


Engineering


2015-0278



Public

[NOT ACCEPTED] Pollution Control - Elimination of Detroit River biomonitoring



Ministry of the Environment Certificates of Approval for both the Lou Romano Water Reclamation Plant and Little River Pollution Control Plant require the City to provide adequate laboratory facilities for the operation of both treatment plants (Section 8(1) of both plants certificates).

The laboratory analyzes daily samples from both treatment plants to provide next day data to plant managers for the efficient operation of the plants so they can meet regulated effluent limits as set out in their respective Certificates of Approval.

The lab’s industrial waste program enforces Sewer Use By-law 11446, which sets limits on contaminants discharged by industries to sewer. This further assists the treatment plants to be in compliance by maintaining the quality of wastewater for treatment as well as maintaining the integrity and quality of biosolids from both plants. Biosolids are heat dried, pelletized and ultimately land applied. There are strict limits on contaminants in biosolids for land application purposes. The business license clearance program inspects restaurants and automotive repair shops for proper fat, oil and grease (FOG) management and disposal practices. This program further assists treatment plant operation and mitigates basement flooding by keeping sewers free flowing (and lowering sewer maintenance costs).

For the above reasons, there is minimal discretionary spending in the lab budget. The one significant discretionary expense is the lab’s biomonitoring program ($26,000/year). This biomonitoring program is not mandated by any senior level of government for treatment plant operation, however, it is seen by the Ontario Ministry of the Environment and Environment Canada as the City of Windsor’s contribution to the Detroit River Remedial Action Plan. The Detroit River has been identified by the senior levels of government as an Area of Concern (AOC) requiring plans to remediate specific beneficial use impairments (BUIs). The lab’s biomonitoring program is used as an indicator to determine the status of the BUIs, particularly with respect to wastewater treatment and ultimately to the future delisting of the river as an AOC. This partnership with senior levels of government has led to Pollution Control receiving approximately $1 million in grants for Pollution Control projects such as the LRWRP Innovative Study, Windsor Riverfront Pollution Control Planning Study, CSO RTB Performance and Optimization Study, Corporate Environmental Master Plan, Little River Stream Study and other related projects.

Elimination of the biomonitoring program ($26,000) equals a 2.8% reduction in the labs operating budget.

Additional budget reductions would require elimination of staff and services provided by the Pollution Control Laboratory.

77

In-Camera Issue


78

In-Camera Issue


79

In-Camera Issue


80

In-Camera Issue


81

In-Camera Issue


82

In-Camera Issue


83

In-Camera Issue


84





Reserves

Engineering Administration - Engineering

0163120 - Public Works Admin Support 8150 - Salary-Temporary 40,558





Net Total 46,642 0 0 0

Budget Issue Detail

2015


Engineering


2015-0142



Public

[NOT ACCEPTED] Add Temporary Clerical Support



The current fit-out of the Engineering Department front service counter was implemented in 2009 which included a reception desk abutting the third floor lobby. This work station was intended for the ‘Junior Clerk’ that was to perform their duties as well as receptionist. The location of this position was intended to provide customer service as well as function as a screen for incoming customers with respect to the Health and Safety of staff. The position was eliminated through the 2010 Operating Budget. As a result, other positions were assessed and due to the nature of their work, and/or ergonomics of the existing workstation (not functional) for the remaining administrative staff, the reception desk remained unoccupied for some time.

In June of 2010, the Workplace Violence Threat Risk Analysis Tool was applied in a review of the Engineering Department by two Health & Safety Representatives in the Department specifically for the Reception function. The Reception portion of the review includes the following questions:

Can the receptionist clearly see incoming people?Is your reception area staffed at all times during the hours your office is open?Does the reception area function as a security screening area for unwanted visitors?

The responses to the above questions were ‘No’ given the fact that the position in the staff establishment in which the incumbent was situated at the window work station was eliminated in the 2010 budget. A copy of the assessment was provided to the Senior manager of the area outlining the concerns.

In 2012, a request to increase the reception area into the lobby (similar to the reception in the Building Department) in order to make it more functional was made and denied due to cost and the fact that a new City Hall is being built.

As a result, a schedule was developed to have the current staff (5) rotate duties of reception in addition to their current duties.

Administrative Support staff are assigned to the window work station on a rotational basis at those times when only one Right-of-Way Permit Clerk is on duty. While situated at the window work station, it is difficult for these staff to perform all of their job duties and results in reduced productivity. The fact that productivity would be too greatly negatively impacted if staff presence at the window work station was on a continuous basis precludes the ability to address these factors at all times during the hours the office is open.

Further the workload in the Administrative Support area has steadily increased over the past few years as a result of various positive initiatives. This can be seen in the steady increase in Over Time required to meet financial deadlines. Overtime hours were at 55 for 2010; since risen to 429 for 2013 and are at 304 YTD till August 2014.

The two largest contributions to workload are related to increase of number of accounts payables/receivables related to:

1. As a result of the City taking over the hard surface restoration for all works in the ROW. This direction was approved by Council (CR117/2012) in order to better manage and control of the public ROW with the added benefit of providing a longer life cycle for existing pavements.

2. An increased number of capital projects underway.

Customer service as well as safety and security is paramount and therefore, in order to meet these two Corporate initiatives, it is imperative that the a temporary ‘Customer Service Clerk’ be in place for the next few years to ensure continuous staff presence at the front service window and provide the added support related to the backlog of processing accounts payables and receivables invoices in the financial system.

Given that a new City Hall building will be constructed and occupied within the next few years, this request is for a temporary basis until the new City Hall facility is in service.

85





Reserves

Engineering Facility Operations 0122952 - Facility Operations Admin 2712 - Blackberries 1,200

Engineering Facility Operations 0122952 - Facility Operations Admin



3140 - Vehicle Rental - Internal 14,000



Engineering Facility Operations 0122952 - Facility Operations Admin 4050 - Training Courses 1,000







Net Total 224,528 0 0 0

Budget Issue Detail

2015


Engineering


2015-0202



Public

[NOT ACCEPTED] Addition of Two Supervisors to Facility Operations



In 2014, Facility Operations took over managing the maintenance of over 720,000 square feet of community centres, arenas, marina, and pool facilities; an operating budget of almost $1.8 million. Along with that is the management of additional caretakers (6 fulltime plus part-time), preventative and reactive maintenance, and numerous minor and major capital projects.It was originally thought that the new supervisor position created for the managing of the Huron Lodge environmental division would be able to take on some of the added facilities, however that is not the case. It is recommended that Facility Operations add two additional Supervisor, Maintenance Contract & Special Projects positions (NU2-012-1820), to ensure that our facilities are maintained at an adequate level and are safe for the residents of Windsor. The total cost factoring in wages ($79,450 x 2), fringes ($23,834 x 2), computer equipment and rental ($400 x2 + $480 x2), phones($50/mo x 12 mos x 2), one vehicle ($15,000) and training costs ($500 x 2) would be $224,528.



Supervisor, Maintenance Contract & Special Projects

Regular Full-Time Management 2.0

2.0

86





Reserves

Engineering Facility Operations 0122810 - Buildings Maintenance 2712 - Blackberries 600




8120 - Hourly-Reg.Full Time 63,565





Net Total 97,234 0 0 0

Budget Issue Detail

2015


Engineering


2015-0258



Public

[NOT ACCEPTED] Addition of a Certified Plumber L82 Band 9 - Facility Operations



Facility Operations is recommending the addition of a Certified Plumber (L82 - Band 9). Currently the Department has two Certified Plumber positions. With the new Family Aquatic Centre, the addition of a new 25m pool at the WFCU Centre, two other indoor pools, six outdoor pools, the maintenance of the various fountains throughout the City, and all of the buildings owned and operated by the City, the current complement is insufficient. The cost of this additional position would be $97,234: wages $63,565 + fringes $19,069 + phone $600 + truck $14,000The extra annual cost to the City to add this position is $97,234 or $53.54 per hour (factoring in lost time but not including corporate overhead). The City is currently paying a rate of $75 per hour for contracted labour for plumbing work. The incentive to adding an extra plumber in-house, apart from the cost savings which can be redeployed to other maintenance work throughout the corporation, is that the City would have better control of the scheduling of their plumbers and prioritizing jobs, rather than relying on the schedule of an external contractor.



Certified Plumber Regular Full-Time Local 82 1.0

1.0

87





Reserves

Engineering Facility Operations 0122810 - Buildings Maintenance 2712 - Blackberries 600




8120 - Hourly-Reg.Full Time 63,565





Net Total 97,234 0 0 0

Budget Issue Detail

2015


Engineering


2015-0267



Public

[NOT ACCEPTED] Addition of a New Position - HVAC Technician



In 2014, Facility Operations took over managing the maintenance of over 720,000 square feet of community centres, arenas, marina, and pool facilities. These, along with all of the other buildings that they currently conduct maintenance for, all have heating and cooling systems that require preventative and ongoing maintenance. Some of these facilities have very complex systems such as the FAC, WFCU Centre and the community arenas. It is recommended that the City add an HVAC technician to staff. This position will have to be rated through the JJE process, but it is expected to be comparable to a L82 Band 9 Certified Plumber, Electrician in the Skilled Trades division of Facility Operations. Total cost $97,234 wages $63,565 + fringes $19,069 + phone $600 + truck $14,000. The extra annual cost to the City to add this position is $97,234 or $53.54 per hour (factoring in lost time but not including corporate overhead). The City is currently paying a rate of $75 per hour for contracted labour for HVAC work. The incentive to add an HVAC Technician in-house, apart from the cost savings which can be redeployed to other maintenance work throughout the corporation, is that the City would have better control of the scheduling and prioritizing of HVAC jobs, rather than relying on the schedule of an external contractor.



HVAC Technician Regular Full-Time Local 82 1.0

1.0

88





Reserves


2570 - Infrastructure Repairs 525,000


4240 - Transfer to Current Fund 525,000









Total Expenses 2,100,000 0 0 2,100,000


6735 - Recovery Of Expenses (525,000)



Budget Issue Detail

2015


Engineering


2015-0405



Public

[NOT ACCEPTED] Pollution Control - Increase to contribution from sewer surcharge to Pollution Control reserves



The PW Environmental area has three reserve funds established to ensure ongoing replacement of aging equipment takes place at the Lou Romano Water Reclamation Plant, Little River Pollution Control Plants and the numerous pump stations throughout the City of Windsor.

As of September 30, 2014, the current amount in each reserve (net of encumbrances) is as follows:

Lou Romano WRP reserve: $3,537,218Little River PCP reserve: $4,535,844Pump Stations reserve: $1,591,827

TOTAL: $9,664,889

Each year, the three reserves receive a contribution from the Sanitary Sewer Surcharge:

LRWRP Reserve: $862,485LRPCP Reserve: $503,326Pump Stations Reserve: $737,357

TOTAL: $2,103,168

This annual contribution from the sewer surcharge was reduced during the 2011 budget process to its current level by approximately 40% from $3,536,960 to the current annual contribution total of $2,103,168. The balance for all three reserve funds in early 2011 when this reduction came forward was a total of $22.4 million.

Reserves are also discussed in the Sewer Surcharge report to Council.

89





Reserves



Total Revenues (2,100,000) 0 0 0

Net Total 0 0 0 2,100,000

90





Reserves




Parks Forestry & Horticulture 0280325 - Tree Maintenance 8160 - Hourly-Temporary 227

Parks Forestry & Horticulture 0280402 - Gardens 8160 - Hourly-Temporary 3,866

Parks Parks Operations 0280211 - Recreational Facility Support 8160 - Hourly-Temporary 2,571

Parks Parks Operations 0280215 - Parks/Beautifcation Mntc 8160 - Hourly-Temporary 3,902

Parks Parks Operations 0280289 - Recoverable Work 8160 - Hourly-Temporary 788


Net Total 12,490 0 0 0

Budget Issue Detail

2015


Parks


2015-0153


C - Contractual

Public

[NOT ACCEPTED] Contractual Increase to Part-Time/Student Wages



In accordance with the current L82 Agreement, there is a 1% annual wage increase for Part-Time/Student wages-acct 8160. The increment will impact Fringe as well, by 10%.

Without approval of this budget increase, the department will be required to manage the negotiated increase in temporary wages within their existing budget.

91

Budget Issue Detail

2015


Parks


2015-0143



Public

[NOT ACCEPTED] Elimination of Forestry Contract Work



THIS IS A CORE PARKS SERVICE

Contract services in Forestry represents 37% of Forestry work performed, exclusive of the Capital Budget. Contracted services in Forestry totals $372,833, (net of the conversion of 2 Forestry positions in Budget Issue 2015-0326) within the Operating budget. This reduction represents this entire budget. The Forestry service level mandate will be reduced to solely public safety.

The contract budget is presently used for various activities such as tree trimming, tree removals, and stump removal, planting and watering.

Complete elimination of this budget will mean that the only works we will be able to perform will be those issues that pose an immediate threat to public safety. Citizen requests for tree work on the public right of way will only be performed if they fall within this category. No other citizen request will be attended to.

Statistics arising from the City’s 311 system highlight that the Forestry area consistently ranks among one of the leaders in the Corporation for the volume of citizen requests. We do not see this trend changing in the future; however, should this budget reduction be accepted only a fraction of these requests will be addressed.

In terms of risk analysis, through consultation with our Risk Management Division, the following chart identifies the number of tree related insurance claims we have experienced within the Corporation in the last 8 years:

Year # of Claims Amount Paid Out Pending Pay Outs2006 42 $13,213 $02007 44 $9,251 $02008 63 $21,226 $02009 45 $40,481 $02010 72 $34,575 $02011 69 $11,013 $02012 49 $30,312 $39,5472013 38 $29,307 $151,8562014 19 $0 $64,450*NOTE: 2014 figures are as of Aug 21, 2014

All but one of our forestry workers are Certified Arborists, while the area contracted service providers combined, have only a couple of Certified Arborists. Our people complete more complex work due to their higher skill set. They also provide us the flexibility to deal with daily needs and changing priorities, where our contracted services are more specific and deal with dedicated areas.

Although the quality of work completed by internal staff is of higher standard, our staffing numbers do not provide the required hours to complete the necessary work. Contracted services supplement our current internal workforce and allow us to deal with the high number of removals that are resulting from our aging tree population.

We also have a Capital Project – Area Tree Trimming. This is strictly preventative measure, contracted work. An area is identified and the contractor is typically required to trim every tree on City property within the identified area.

It should be noted that since tree maintenance will be drastically reduced, it doesn’t make sense to continue to plant new trees. As such, our tree population will no longer be increasing and will instead start to decrease. We will strive to attend to all emergency and urgent work with our existing complement of 7 Forestry staff. We anticipate these emergency and urgent activities will consume all of our Forestry team’s time, not allowing for any other maintenance activities to take place.

There is a Budget Issue requesting the addition and conversion of two Forestry positions utilizing a portion of contract dollars. It should be noted that if Budget Issue (2015-0326) is not approved, the elimination of the contract budget total would be a savings of $542,930.

92





Reserves

Parks Forestry & Horticulture 0280325 - Tree Maintenance

2980 - Maintenance Contracts (372,833)


Net Total (372,833) 0 0 0

93





Reserves

Parks Parks Operations 0280215 - Parks/Beautifcation Mntc



Net Total (60,000) 0 0 0

Budget Issue Detail

2015


Parks


2015-0145



Public

[NOT ACCEPTED] Reduction in Level of Service E.C. Row Corridor



2014 was the final year of the Contract to cut EC Row. In 2014, Ministry regulations changed requiring Parks staff to provide further supervision over contractor work. This past season the current contractor had to be removed from the worksite due to non-compliance of the Ontario Traffic Manual, Book 7. Should Council decide to continue with a contractor cutting E.C. Row, a tender is required which presents the risk of the current budget levels being insufficient.

The expired contract allowed for three complete cut/clean per season for a total annual cost of $200,000.

Parks is proposing that Council allow the naturalization of areas along the E.C. Row.

Parks will continue the schedule of 3 cuts per year. Parks will rent the necessary and proper equipment to do the maintenance work and these costs have been considered in this budget issue.Based on the most recent contract costs, the proposed model will provide annual savings of $60,000.

94





Reserves



8397 - Fringe Benefit Allocation (112,996)

Parks Forestry & Horticulture 0280325 - Tree Maintenance 8160 - Hourly-Temporary (22,739)

Parks Forestry & Horticulture 0280402 - Gardens 8160 - Hourly-Temporary (386,566)

Parks Parks Operations 0280211 - Recreational Facility Support 8160 - Hourly-Temporary (251,672)

Parks Parks Operations 0280215 - Parks/Beautifcation Mntc 8160 - Hourly-Temporary (390,164)

Parks Parks Operations 0280289 - Recoverable Work 8160 - Hourly-Temporary (78,816)

Total Expenses (1,242,953) 0 0 0

Net Total (1,242,953) 0 0 0

Budget Issue Detail

2015


Parks


2015-0163



Public

[NOT ACCEPTED] Reduction of Core Park Services by Eliminating Students



THIS IS A CORE PARKS SERVICE

Students are the primary work force during the summer months for the Parks Department. Students cut grass, pick up litter, provide weekly whipping, weed horticulture beds, service our Parks washrooms, maintain sports fields and also service Sand Point Beach. Weather is a significant factor in the ability to have the Recreational areas and fields as well as the City Parks and Gardens ready for use in a timely manner.

With the reduction of our Summer Student work force, our Parks and Sports facilities will experience a tremendous reduction in service and maintenance, which will have an impact on the sport user groups. A shifting in hours of regular full time hourly employees that will be required to run ball diamonds and soccer fields after regular work hours could result in the overtime budget increasing.

This reduction will eliminate all summer student positions in 2015. The Parks Department hires on average 89 students annually. The total budget for summer students in parks is $1,141,311 (not including fringe).

This reduction will eliminate the total Summer Student budget. With the transition of the L82 employees from Public Works part of this Summer Student budget is used to fund a portion of their wage costs equivalent to the student hourly rate during the summer months. With the elimination of this budget, the department would no longer have budget dollars to fund these wages and therefore these costs would be transferred to the Waste Tender project. The total wage cost that was funded by Parks for 2014 based on 30 transitioned staff replacing summer students was $200,470 (not including fringe).

Alternatively, the department can retain the $200,470 (plus fringe) required to fund the transitioned staff during the summer months and eliminate the balance of $940,841.

Another alternative would be to reduce the number of weeks the students work. Based on the average number of students hired, the department would save $58,811 for every week the student term is reduced. This however could result in overtime charges and difficulties with assisting Recreation events and with sports field preparation.

Going forward, this reduction will mean that no summer students will be hired. As a result, Management will manage Local 82 staff summer vacations with strict adherence to the Collective Agreement. Staff will be encouraged to take time off during non-peak times and be available for summer work when required. Staff that are seconded to the Arenas in Sept and into May, may have to be pulled from those secondments to assist with the workload.

95





Reserves


2240 - Vandalism Maintenance (127,000)


Net Total (127,000) 0 0 0

Budget Issue Detail

2015


Parks


2015-0146



Public

[NOT ACCEPTED] Elimination of Vandalism & Graffiti Budget



In 2012 the By-Law Enforcement vandalism budget of $42,000 was transferred and combined with the Parks’ vandalism & graffiti budget. In 2013, Parks reallocated $30,000 from this combined vandalism budget to the Police Auxiliary for increased patrols in the Parks. The Parks’ vandalism budget now totals $127,000.

In recent years the Parks Department has experienced a high volume of vandalism instances. These historical trends are expected to continue. Parks increased the security budget line in an effort to curb these destructive behaviors that are occurring in parks. This appears to have had positive results with cost being lower when proportionately compared to previous years:

2014: $38,650 *This budget is expected to be fully spent by end of year.2013: $77,4612012: $142,6862011: $69,2072010: $127,380

Graffiti removal costs are the largest cost driver of all vandalism repairs/cleanup. This annual budget has allowed the Parks Department to respond to graffiti issues and initiate removal of most graffiti from our park buildings and park furnishings on a timely basis. We have found that failure to promptly remove graffiti often results in ‘copy-cat’ incidents therefore requiring more resources and higher maintenance costs.

Without this funding the Parks Department will no longer respond to graffiti clean-up measures and all facility repairs related to vandalism would be transferred to the individual facility operating budgets. Without this budget the Parks Department will no longer support the St. Leonard's House Good Neighbour Program.

96

Budget Issue Detail

2015


Parks


2015-0271



Public

[NOT ACCEPTED] Increase in Parks Front Line Staffing



In total, 48 FTE Additional L82 staff are required to maintain status quo on current service levels. Adding 48 employees to the Parks complement will require $278,340 annual Fleet Rental Rates for 12 Crew Cab Trucks , as well as $48,000 for materials and $48,000 annual for clothing.

With the increase of facilities and amenities, there is an increase to maintaining the grounds in and around these facilities. Although it may not be warranted to review staffing with each new addition, the demands accumulate over time and staffing should be reviewed every 5 years at minimum.

Over the past ten years, Parks work has grown with the addition of new sportsfields, 400 CHS, Huron Lodge, the Healing Garden, Captain Wilson Park, Ford Test Track, Family Aquatics Centre, Dieppe Gardens, Festival Plaza, Charles Clark Square, WFCU, Fujisama Gardens, Bert Weeks, Civic Greenway, Shanfield Shores, the expansion of the Riverfront garden and shrub beds etc. In some cases budget dollars were provided to Parks for the additional work however additional staff was not provided.

In prior years, Parks utilized HRDC grant-staff to do Parks work, and coincidentally the same year this became no longer available to Parks the L82 Transition staff were moved into the Parks area. Parks was able to maintain the workload with the Transition staff in place, but the additional workload coupled with the Transition list shrinking Parks is no longer able to maintain the current workload. 22.16 FTE are required to bring the available staffing hours to the 10 year average.

RECYCLING: Increase of 416 hrs/yr, 0.20 FTEThe addition of recycling Barrels in Parks has resulted in a 100% increase in hours relating to refuse collection. Recycling and Garbage cannot be collected at the same time. Historically, one day each week was dedicated to garbage collection for one L82 staff. With the addition of recycling barrels one day each week is dedicated to recycle pick-up, in addition to the one day per week for garbage.

GATEWAYS & VACANT LOTS: Increase of 10,400 hrs/yr, 5 FTEIn 2008, Council initiated the Green City-Beautification campaign. Although budget dollars were provided to the Operating Budget to accommodate materials for the Gateways and Beautification program, the staff hours were not provided for in the budget.

In 2014, Council approved the hiring of Part-Time staff for the hanging baskets & planters program.

Prior to the Green City initiative, the Gateways throughout the City were left as naturalized areas. Since 2008, this work has become a maintenance priority with several areas on a weekly cut schedule.The Gateways include such areas as the E.C. Row on/off ramps, Dougall Corridor, and the 401 Corridor.

The Vacant Lots and the City-owned properties such as Dept of National Defence, Jefferson Police Station and Environmental were added to the Parks duties in 2012. Prior to 2012, these properties were not part of Parks' duties. Additional staff were not provided when the workload was assigned.

In the winter months, this crew is responsible for all vacant lot and these city-owned property sidewalks and clean-ups.

Initially with the Gateway initiative, there were 5 FT L82 Transitional staff dedicated to this work, twelve months of the year. However, with the addition of vacant lots and municipally owned and leased facilities, the staff has been redirected to these locations leaving the Gateway bed-maintenance work to Horticulture who has no staff to do this work.

WEED CONTROL: Increase of 7,625 hrs/yr, 3.67 FTEWith the increase of facilities and amenities, there is an increase to maintaining the grounds in and around these facilities. Over the past ten years, Parks turf maintenance has grown with the addition of 400 CHS, Huron Lodge, the Healing Garden, Captain Wilson Park, Ford Test Track, Family Aquatics Centre, WFCU, Fujisama Gardens, Bert Weeks, Civic Greenway, Shanfield Shores, etc.

In the past, Gardeners sprayed Parks as part of their regular duties. Public Works used to spray the Right of Ways, Hard Surfaces, Medians and Infrastructures, all of this work was moved to Parks. Although budget dollars were transferred with the work, the staffing component was not added.

With the additional work, a dedicated crew is now required for strictly spraying. There is a midnight crew of 2 workers dedicated to spraying hard surfaces and 1 FT L82 on dayshift spraying green areas. In addition to Parks, we are now spraying all City property every three weeks which includes Infrastructures, Rights of Way and Hard Surfaces. Once our spraying cycle is finished the cycle starts again. There are typically 5 spraying cycles each year.

With the restrictions imposed on weed spraying, we are seeing an increase in invasive, poisonous species such as Wild Parsnip. Wild Parsnip burns the skin on contact requiring gardeners to suit up in disposable, protective wear to fully protect themselves. This is not only time consuming but also restrictive and increases the maintenance time on the beds.

The weed control is regulated under the Pesticide Act and the City has been authorized an exemption which allows the spraying of Roundup on hard surfaces. Should this exemption ever be rescinded, the weed control program will become extremely labour intensive.

We are no longer able to use Roundup in green areas, which killed the entire plant. We are now using Vinegar which only kills the top of the plant thus requiring additional staffing hours top dressing and overseeding, 97





Reserves




specifically on sportsfields.

Prior to the spray restrictions in play areas, Roundup was sprayed and no other staffing hours were required. This required 1 hour/baseball diamond each month in the summer months. Using Vinegar requires 20 hours/month for each diamond during the 5 summer months for manual weeding efforts in addition to spraying. Parks maintains approximately 55 baseball diamonds throughout the city.

TURF MAINTENANCE: Increase of 3,200 hrs/yr, 1.54 FTEWith the increase of facilities and amenities, there is an increase to maintaining the grounds in and around these facilities. Over the past ten years, Parks turf maintenance has grown with the addition of 400 CHS, Huron Lodge, the Healing Garden, Captain Wilson Park, Ford Test Track, Family Aquatics Centre, Dieppe Gardens, Festival Plaza, Charles Clark Square, WFCU, Fujisama Gardens, Bert Weeks, Civic Greenway, Shanfield Shores, the expansion of the Riverfront garden and shrub beds etc. Over the past ten years there have been 24 new soccer pitches added around the City.

During the summer months, there is 1 FT dedicated to spraying soccer lines and 3 staff dedicated to Ford Test Track specifically for turf maintenance.

Due to the high risk of injury, soccer turf needs to be consistently requires maintenance such as sod-cutting, top dressing, and overseeding.

FESTIVAL LIGHTING: Increase of 2,240 hrs/yr, 1.08 FTEFestival lighting has grown over the past few years from a crew of 2 L82 working two weeks at Charles Clark Square and City Hall to a crew of 10 working six weeks at Charles Clark Square, City Hall, Gateways, Riverfront, Various City Municipal locations.

This is putting up the lights and taking down the lights.

SERVICE: Increase of 5,024 hrs/yr, 2.42 FTEService Attendants clean washrooms in the parks and at the Riverfront, empty all garbage in all parks and Municipal buildings. They are responsible for opening and closing parks and sports fields and required when turning sportsfield lighting on.

In the past, there was 1 Attendant for 2 shifts, Monday through Friday and one shift on Saturday, for a total of eleven 8 hour shifts, year round.

The increase in sports facilities along with a greater demand for access to washroom facilities has resulted in an increase in service level for this area. There are now 4 FT L82 working 2 shifts for 10 months of the year and 8 FT L82 working 2 shifts for 2 months of the year - Sept and October when the student help is no longer available but the sports facilities remain active and in high demand.

The City's Work Alone Policy promotes a safe work environment and requires a team of 2 when entering washrooms and Parks at night.

HORTICULTURE: Increase of 19,360 hrs/yr, 9.31 FTEWith the increase of facilities and amenities, there is an increase to maintaining the grounds in and around these facilities. Over the past ten years, Parks horticulture maintenance has grown with the addition of 400 CHS, Huron Lodge, the Healing Garden, Captain Wilson Park, Ford Test Track, Family Aquatics Centre, Dieppe Gardens, Festival Plaza, Charles Clark Square, WFCU, Fujisama Gardens, Bert Weeks, Civic Greenway, Shanfield Shores, the expansion of the Riverfront garden and shrub beds etc. The shrub beds and flower program has exploded, and Windsor should take pride in the way this reflects to the citizens and to visitors.

The Gateway shrub beds and medians have fallen on Horticulture to maintain which requires 3 FT during the 7 spring thru fall months.

Given the size and demands by Huron Lodge and the Department of National Defense 1 FT staff is required at each of the Facilities for the Spring and Summer months.

Horticulture currently has 2 Transition workers that will not be available as extra man-hours by the end of 2015.

The hanging basket program has also been a huge success and Council has recently expanded the approved a two-year MOA with the L82 union to assist in keeping this program alive. Parks asked for 10 staff to be dedicated to the existing Hanging Basket program. Council expanded the program in 2014 to include 150 Bridge Baskets and approved 10 part time staff however, Parks was unable to capitalize on hiring 10 Part time staff as there were only 7 available for transfer from Arenas in the existing Part-time pool, which the union agreed to allowed them to work 40 hours per week.

RECREATION FACILITY SUPPORT: Increase of 5,200 hrs/yr, 2.5 FTEIn 2003, Recreation transferred wages equivalent to 9,100 hours to Parks for Recreation Facility Support.

The work required to support the needs of recreation has grown to 14,300 hours in 2013.

53,465 = Total additional staffing hours required to uphold current service levels.25.7 = FTE Equivalent required to uphold current service levels-due to additional work.

Discussions on service levels for the Parks Operations division are being developed to deal with the reduction of in-house staff as employees who were impacted by the contracting out of waste and recycling are successful in being placed in permanent positions within the Corporation. A comprehensive report on the transition plan related to the outsourcing, along with the service level impacts this will have on the Parks Department, will be brought forward to Council for further discussion early in the new year.

98





Reserves

Parks Forestry & Horticulture 0280401 - Horticulture General Exp

8290 - Clothing - Uniforms 9,000

Parks Forestry & Horticulture 0280402 - Gardens 2230 - Infrastructure Maint. Material 9,000

Parks Forestry & Horticulture 0280402 - Gardens 3140 - Vehicle Rental - Internal 46,390

Parks Forestry & Horticulture 0280402 - Gardens 8120 - Hourly-Reg.Full Time 523,782

Parks Parks Operations 0280201 - Park General Expense



2230 - Infrastructure Maint. Material 39,000




8120 - Hourly-Reg.Full Time 2,130,219

Total Expenses 3,824,539 0 0 0

Net Total 3,824,539 0 0 0


Parks Forestry & Horticulture 0280402 - Gardens Horticulturalist III 001 Regular Full-Time Local 82 1.0










Tractor/Operator Landscaper 001

Regular Full-Time Local 82 1.0

























99





Tractor/Operator Landscaper 011 Regular Full-Time Local 82 1.0












































































100










48.0

101

In-Camera Issue


102





Reserves




Public Works Contracts & Field Services

0161051 - Field Serv Gen Admin 8150 - Salary-Temporary 229


0161054 - FS Capital Projects 8150 - Salary-Temporary 349


0161059 - Field Serv. Ont. One Call



0161059 - Field Serv. Ont. One Call 8150 - Salary-Temporary 340

Public Works Environmental Services 0173304 - Public Drop-Off Depot 8160 - Hourly-Temporary 208

Public Works Environmental Services 0173306 - Illegal Dumpsites 8160 - Hourly-Temporary 24

Public Works Environmental Services 0173307 - Litter & Debris 4240 - Transfer to Current Fund 274

Public Works Environmental Services 0173307 - Litter & Debris 8160 - Hourly-Temporary 548

Public Works Environmental Services 0175701 - Building & Security 8160 - Hourly-Temporary 107

Public Works Environmental Services 0175750 - Environmental Admin 8150 - Salary-Temporary 605

Public Works Environmental Services 0175750 - Environmental Admin 8160 - Hourly-Temporary 60

Public Works Fleet 0125531 - Fleet, Vehicle Maintenance 8150 - Salary-Temporary 215

Public Works Fleet 0125531 - Fleet, Vehicle Maintenance 8160 - Hourly-Temporary 122

Public Works Fleet 0125539 - Fleet Administration 8150 - Salary-Temporary 19

Public Works Maintenance 0162032 - ROW Barrier Maint 8160 - Hourly-Temporary 56

Public Works Maintenance 0162035 - ROW BIA Maint 8160 - Hourly-Temporary 30

Public Works Maintenance 0162037 - ROW Road/Alley Maint 8160 - Hourly-Temporary 411

Budget Issue Detail

2015


Public Works


2015-0361


C - Contractual

Public

[NOT ACCEPTED] PW Operations, Negotiated Increase in Temporary Wages



Temporary employees, both salaried and hourly, are entitled to a 1% wage increase effective January 1, 2015. Without approval of this budget increase, departments will be required to manage the negotiated increase in temporary wages within their respective existing budgets.

103





Reserves

Public Works Maintenance 0162132 - Row Maint Admin 8160 - Hourly-Temporary 4

Public Works Maintenance 0172310 - Ditch & Sewer Repair


Public Works Maintenance 0172310 - Ditch & Sewer Repair 8160 - Hourly-Temporary 18

Public Works Maintenance 0172920 - Building & Yard Maint 8160 - Hourly-Temporary 60

Public Works Maintenance 0172960 - ROW/Sewer Maint Div Lost Time


Public Works Maintenance 0172960 - ROW/Sewer Maint Div Lost Time 8150 - Salary-Temporary 56

Public Works Maintenance 0172960 - ROW/Sewer Maint Div Lost Time 8160 - Hourly-Temporary 14

Public Works Technical Support 0162100 - Technical Support


Public Works Technical Support 0162100 - Technical Support 8150 - Salary-Temporary 273

Public Works Traffic Ops, Parking & Trans. Planning

0111760 - School Crossing Guards 8150 - Salary-Temporary 3,295


0162410 - Pavement Marking 8150 - Salary-Temporary 780


0165210 - Parking Enforcement 8150 - Salary-Temporary 32



0161059 - Field Serv. Ont. One Call


Public Works Environmental Services 0173304 - Public Drop-Off Depot


Public Works Environmental Services 0173307 - Litter & Debris 6735 - Recovery Of Expenses (274)



Public Works Maintenance 0172960 - ROW/Sewer Maint Div Lost Time





Net Total 7,867 0 0 874

104





Reserves

Public Works Fleet 0125536 - Fleet, Licensing, Insur & Depr 4210 - Depreciation (100,000)


Net Total (100,000) 0 0 0

Budget Issue Detail

2015


Public Works


2015-0150



Public

[NOT ACCEPTED] Fleet, Reduction in Annual Depreciation Contribution



The depreciation budget is projected based on the estimated cost and delivery dates of new equipment in addition to the annual depreciation cost for each city vehicle that is funded from the Fleet Replacement Reserve Fund. A reconciliation of the actual depreciation costs is performed each year.

The depreciation budget projection is impacted by a number of factors including the number and type of vehicles being replaced, the extent to which the Fleet Division optimizes the life cycle of city vehicles through preventative maintenance and repairs, and the size of the fleet.

Council has been made aware that the depreciation budget can fluctuate significantly on an annual basis as a result of these factors, and the annual depreciation was reduced last year, by $161,614.

The results of our analysis and projections for 2015 and beyond are summarized below:

2014 Budget: $1,410,764Average Actuals (based on 10-year projection): $1,372,338Possible budget reduction based on average actuals: ($38,426)

Projected Projected Annual Projected Annual Actuals Variance if budget Variance if budget unchanged reduced Surplus / (Deficit) Surplus / (Deficit)2015 $982,880 $427,884 $327,8842016 $1,220,894 $189,870 $89,8702017 $1,496,287 ($85,523) ($185,523)2018 $1,520,151 ($109,387) ($209,387)2019 $1,464,076 ($53,312) ($153,312)2020 $1,550,894 ($140,130) ($240,130)2021 $1,581,605 ($170,841) ($270,841)2022 $1,438,706 ($27,942) ($127,942)2023 $1,341,669 $69,095 ($30,905)2024 $1,126,219 $284,545 $184,545

Administration is recommending a reduction of ($100,000) for 2015 to reduce projected surplus variances for 2015 and 2016.Depreciation variances are reported to Council as required by the variance reporting schedule.

105

In-Camera Issue


106

In-Camera Issue


107





Reserves


3140 - Vehicle Rental - Internal (10,480)


3145 - Vehicle Rental - Other 7,000



Total Expenses (3,480) 0 0 (1,750)




Net Total (1,730) 0 0 (1,750)

Budget Issue Detail

2015


Public Works


2015-0215



Public

[NOT ACCEPTED] Technical Support, Reduction in Vehicle Rental Costs (Change from Full Year Usage to Seasonal Usage)



Proposed in this reduction is a change from full year vehicle usage to seasonal vehicle usage of a minivan used by Public Works staff and also formerly shared with the dedicated PW Personal Computer Analyst. The PW PCA Agreement was cancelled in 2013 and the need for “full year usage” has been reevaluated.

Unit #0326 can be returned to Fleet Division and in its place a seasonal vehicle will be required for use by Public Works staff during peak times. It is also needed for the sidewalk inspection program. A minivan is required for the seasonal vehicle and it is estimated that 20 weeks of usage would be sufficient.

This is not a full budget reduction because funding is required for a rental vehicle for use on a seasonal basis by staff. The current annual cost for full year usage from the Fleet Division is $10480 (2014 rental rates). Based on current pricing from the contracted vehicle rental agency (2014 pricing expiring in March 2016), it is estimated that the seasonal rental vehicle required will cost $7000 inclusive of non-rebatable taxes, fuel, and a contingency for damages and inflation.

Therefore, the budget reduction is $3480.

We will effectively be paying the equivalent of 2/3 of the cost of a full year dedicated vehicle for a seasonal rental unit for only 5 months. Therefore, this budget reduction is NOT RECOMMENDED.

Note that if Issue 2015-0357 is accepted, this issue is not required.

108





Reserves

Public Works Environmental Services 0173102 - Waste Collection

4245 - Transfer to Capital Fund (738,675)


Net Total (738,675) 0 0 0

Budget Issue Detail

2015


Public Works


2015-0365


J - Alternative Service Delivery

Public

[NOT ACCEPTED] Environmental - Elimination of transfer to fund waste collection contracting out transition project


One-Time BSR Funding Requirement: $2,216,025 (funding to come from Contingency Fund)

During the 2011 Operating Budget process, a transfer of $738,675 annually was added to the operating budget of the Solid Waste division to fund the capital project tracking the waste collection contracting out transition project. That figure was based on the calculated annual savings to the operating department from contracting out waste collection. The transition is expected to be complete by the end of 2017. As a result, this line item will be eliminated for certain during the 2018 operating budget process. As of October 2014, 18 employees remain on the transition list.

If Council wishes to take this line item reduction in advance, one-time funding of $2,216,025 from the Contingency Fund would be needed ($738,675 x 3 years) to offset the annual transfer from the operating budget to the transition capital project.

109

In-Camera Issue


110





Reserves





Total Expenses (799,672) 0 0 (799,672)




Net Total 0 0 0 (799,672)

Budget Issue Detail

2015


Public Works


2015-0052



Public

[NOT ACCEPTED] Maintenance, Sewer Repair Service Reduction



In most years, the Sewer Maintenance Division spends the current budget of $2.2 million annually on reactive, unscheduled emergency sewer repairs due to collapse and cave-ins from sewers that have yet to be surveyed via CCTV. Most of these are unpredictable and costly to repair. The Contracts & Field Services Division is currently in the process of surveying (via CCTV) the sewers throughout the City to identify its conditions and deficiencies for repair prior to cave-ins appearing. To date the Contracts & Field Services Division has surveyed approximately 375km of 1,500km, or 25% of the City's sewers and has already identified approximately 800 sewer repairs that are necessary to avoid cave-ins. The current CCTV survey cycle will take 15 to 20 years to complete.

In addition to the repairs identified by the CCTV program, the Maintenance Division also attends over 200 emergency sewer and catch basin repairs as a result of cave-ins and sewer collapses.

If this reduction is accepted, sewers that collapse will be prioritized for repair. This will result in flooding and increased liability costs.

A capital program budget for small sewer repairs does exist and is managed by the Contracts and Field Services Division (refer to Project # OPS-003-10). The current five year project forecast will provide $1,000,000 per year in each year 2015 to 2019 for small repairs identified through CCTV camera inspections. The capital program addresses small preventative repairs to sewers identified that could potentially become sinkholes and large repairs. The repairs done through the capital program are those that can be done trenchless. In comparison, the sewer work done with operating budget dollars is work that is required for cave ins collapses and unmoveable obstructions, as well as repairs discovered during the CCTV camera inspections that cannot be fixed trenchless. The operating program also includes any catch basin and manhole repair, and the Sewer Maintenance Division currently has approximately 400 of these repairs scheduled for 2015.

This reduction equates to a 48.75% reduction of the current $1,640,464 maintenance contract budget.

The operating cost of waste water collection/conveyance per km of pipe is calculated at $4,151.48, which is currently well below the OMBI median of $10,013.50.

111

In-Camera Issue


112

In-Camera Issue


113





Reserves

Public Works Maintenance 0164401 - Winter Control Operations



Net Total (587,377) 0 0 0

Budget Issue Detail

2015


Public Works


2015-0229



Public

[NOT ACCEPTED] Maintenance, Reduce Residential Snow Clearing and Salting



Currently, residential streets are cleared of snow after a snow fall event of 4 inches. The 4 inch standard was adopted during the 2007 Budget (previously, the standard was 3 inches). This proposed service reduction would mean residential streets would not be cleared until after a snow fall event of 6 inches accumulation. In addition, we would no longer salt residential intersections until the snowfall event is in excess of 4" and we will no longer carry out any snow removal or salting of the 43 kms of sidewalks and 270 corners in BIA areas that are the responsibility of the Public Works Department to maintain. It should be noted that these sidewalks are separate and apart from the trails that are maintained by the Parks Department. The elimination of this service will increase the Corporations exposure to liability.

During the 2010 Budget process, Administration reviewed 14 mid to large sized Ontario municipalities for residential snow clearing policies. Twelve municipalities cleared residential streets when snow accumulation is at a minimum depth of 3-4 inches. One municipality waited until a minimum of 6 inches of snow accumulation, but only for a major storm of extended duration. For moderate storms, this municipality is also in the 3 - 4 inch range.

Winter Control activities (plowing, salting, etc.) are performed on arterial and collector roads for every snowfall event. At present, when snowfalls are less than 4 inches, intersections are salted as necessary; if the policy is changed to 6 inches, the number of salt applications and the amount of salt per application will be greater in order to melt the increased snow depths at intersections.

The average cost of Winter Control on arterials and collectors is approximately $12,000 per hour. Under the current policy of 4 inch accumulation for residential plowing, the cost for clearing residential streets is approximately $300,000 per event.

The consequence of this reduction would be icy road conditions in residential areas following a significant snowfall of more than 4 inches but less than 6 inches. This will expose the City to additional liability claims due to unsafe roadways.

This reduction equates to a 16.33% reduction of the current budget of $3,596,240 for winter control operations to cover the required 10% reduction. This reduction is not recommended.

Please note related budget issues submitted:2015-0043 - Maintenance, Supply of Highway Salt (Tender 50-07) and Brine (Tender 08-07) - $31,3802015-0045 - Maintenance, Increase in Contract Costs for Winter Maintenance of Municipal Roads (Tender 03-06 and 04-06) - $5,7232015-0341 - Maintenance, Increase in Winter Control Costs - $238,424

The operating costs for winter maintenance of roadways per lane km maintained in winter are calculated at $2,085.07 which is currently well below the OMBI median of $4,439.71.

114

In-Camera Issue


115

In-Camera Issue


116

In-Camera Issue


117

In-Camera Issue


118

In-Camera Issue


119

In-Camera Issue


120

In-Camera Issue


121





Reserves

Public Works Fleet 0125537 - Fleet, Outside Vehicle Services 2520 - Vehicle Repairs (20,000)


Net Total (20,000) 0 0 0

Budget Issue Detail

2015


Public Works


2015-0165



Public

[NOT ACCEPTED] Fleet, Eliminate Washing of City Fleet



Leaving vehicles exposed to the elements as well as particles such as dust and salt attach themselves to the paint and finish of vehicles leaving them unprotected and vulnerable to additional wear and tear. Fleet washes maintain and preserve a vehicle's finish which contributes to resale or trade-in values. The Fleet Division utilizes a contracted mobile wash service to wash the City fleet at various locations. For vehicles requiring washing that are not at one of these locations, operators wash their vehicles at selected local car wash locations.

This issue is being submitted to achieve an overall reduction of 10% and is not recommended.

122

In-Camera Issue


123

In-Camera Issue


124

In-Camera Issue


125

In-Camera Issue


126

In-Camera Issue


127

In-Camera Issue


128

In-Camera Issue


129

In-Camera Issue


130

In-Camera Issue


131

In-Camera Issue


132





Reserves




Public Works Fleet 0125539 - Fleet Administration





5126 - Computer Software 1,000




Net Total 61,562 0 0 0

Budget Issue Detail

2015


Public Works


2015-0231



Public

[NOT ACCEPTED] Fleet, Addition of FleetFocus Support Analyst



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. The project team included the Fleet Managers from the following departments and separate entities as well as a Finance representative from the City of Windsor:

- City of Windsor Operations Department- City of Windsor Parks and Facilities Department- City of Windsor Fire and Rescue Services Department- Transit Windsor- Windsor Police Services- Enwin Group of Companies

The project team established for this initiative submitted a report with recommendations to the Shared Services Steering Committee. 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.

System setup work has begun. A shared position (FTE resources) to support the fleet areas with implementation, use and maintenance of the FleetFocus system is required. With the expanded use of the corporate fleet management system, a Governance Committee is being formed to review, coordinate and approve the use and implementation of the fleet and fuel management systems. The Fleet Division will continue to be the lead for the system; however, to further develop the potential for shared services, an additional position to support the system and serve as a key resource for the Governance Committee is needed.

This position will provide support for the expanded use of the FleetFocus software into the other fleet areas (Parks and Facilities, Fire and Police). It is will be responsible for ongoing functional support to all users and ensure the FleetFocus system meets functional and technical requirements for users. It will also 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.

These estimated costs for this position are as follows:

1 FTE (L543, Classification 0.11, Step 2) $45,753Fringe Benefits @ 30% 13,7261 computer 1,0801 copy of Crystal Reports 1,000Total $61,559

The intent is to share the cost of the position among the fleet areas.

133


Public Works Fleet 0125539 - Fleet Administration Fleet Focus Support Analyst Regular Full-Time Local 543 1.0

1.0

134





Reserves

Fire & Rescue Fire Operations 0191110 - Firefighting 8130 - Overtime - Salary 1,545,000


Net Total 1,545,000 0 0 0

Budget Issue Detail

2015


Fire & Rescue


2015-0007



Public

[NOT ACCEPTED] Increase in Fire Rescue Division Overtime



Historically the allotted overtime budget has been insufficient. This trend will not only continue but will be exacerbated due to the reorganization of the Fire Rescue Division. The current staffing ratio within the Fire Rescue Division will be reduced under the approved reorganization plan. Beginning January 2015, the Fire Rescue Division will be divided into 4 platoons each with 62 personnel assigned. Fifty personnel shall be required to be on duty each day leaving an inadequate staffing ratio of 12 personnel to cover daily absences such as long and short term occupational and non- occupational illnesses and injuries, WPFFA absences allowed under the CBA, transfers to other divisions, training, bereavement and parental leave. It is estimated that an average of 3.25 firefighters per day will be required on an overtime basis to ensure minimum manpower requirements are satisfied.

3.25 shifts x $1,302.48/shift x 365 days = $1.545M

2014 budget: $195,000

135

In-Camera Issue


136

In-Camera Issue


137

In-Camera Issue


138

In-Camera Issue


139

In-Camera Issue


140





Reserves

Fire & Rescue Fire Operations 0191110 - Firefighting 8190 - Other Pay 40,000


Net Total 40,000 0 0 0

Budget Issue Detail

2015


Fire & Rescue


2015-0004



Public

[NOT ACCEPTED] Specialty Pay: Inland Water Rescue Initiative



During the 2013 budget process, Council approved the implementation of an inland water and ice rescue program by the Fire Department as follows:

B10/2013 "That the report of the Fire Chief dated January 22, 2013 entitled “Inland Water and Ice Rescue” BE APPROVED, and further, an amendment be made that this budgetary request BE ABSORBED within the existing departmental budget."

Budget report LL #16393 is attached and provides the details of the inland water and ice rescue initiative.

The Fire Department continues to have sufficient internal financing sources to fund the capital and other one-time impacts of the initiative. However, given the WPFFA's current unwillingness to waive the requirement for specialty pay, coupled with the budgetary pressures stemming from the implementation of the new 42-hour work week for firefighters in 2015, funding is no longer available within the Fire Department budget to absorb the annual operating impact of this initiative. As a result, the Fire Department now requests annual funding of $40,000 ($1,000 x 40 members) for the specialty pay component required of the program.

141





Reserves




Fire & Rescue Fire Support Services 0191710 - FIRE-Communications

8115 - Salary-Reg.Part Time 132,480




Net Total 156,205 0 0 0

Budget Issue Detail

2015


Fire & Rescue


2015-0008



Public

[NOT ACCEPTED] Addition of Four Part-Time Emergency Communications Operators



The current staffing ratio is not sufficient to meet operational demands. The division has an establishment of 10 emergency communicators. It is staffed 24 hours a day by two personnel on a four day rotation. This means that 4 of the 5 available personnel are required each day, leaving only two personnel (1 per shift) to cover vacations, statutory holidays, illnesses and injuries. WFRS does not have the ability to meet vacation and stat holiday obligations, or sick time use and absences due to illness and injuries. Additionally, opportunities do not exist for ongoing staff training or education without causing an overtime situation. Supervisory staff are routinely required to fill the role of emergency communicator instead of their designated role as coordinator/supervisor, resulting in inefficiencies and failure to meet target objectives.

The addition of these permanent part-time positions will alleviate scheduling pressures as the department cannot meet operational demands with the current staffing ratio, and will alleviate overtime demands on current employees. However, negotiations with the WPFFA will be required in order to establish these part-time positions. Acceptance of this issue would provide WFRS with the mandate to pursue this opportunity.

4 Part-Time Operators (24hrs): Salary & fringes: $33,120 plus 17% fringes = $38,751 Uniforms: 20 points x $15/point = $300 Total: $39,051 per employee x 4 employees = $156,205



Emergency Communications Operator

Regular Part-Time WFA 2.0

2.0

142

In-Camera Issue


143

In-Camera Issue


144





Reserves

Legal Legal, Real Estate & Risk Mgmt

0131690 - Risk Mgmt&Loss Prevention 3235 - Claim Costs (868,569)


Net Total (868,569) 0 0 0

Budget Issue Detail

2015


Legal


2015-0021



Public

[NOT ACCEPTED] Reduction of Claims Budget



Although NOT RECOMMEDED, the Legal Department is putting forward a reduction in the corporate claims budget of $864,633 in order to meet the 10% budget reduction mandate. Note that although this will lower the operating budget in 2015, the resulting annual deficits will result in the depletion of the Self Insurance Reserve Fund by the end of 2017, and an alternate funding source will then need to be identified for these escalating costs.

In January 2011, Council approved that the City engage Sigma Risk Management Inc. to conduct an actuarial review in order to properly determine how to budget current and expected losses to sustain the department’s claims and insurance model. As part of the review, statistical methods were applied in order to estimate the City’s current loss deficit, as well as the amount of annual funding required on a going-forward basis to prevent falling into further deficit. The findings were that historically, the City has been underfunded in its claims budget. According to the actuarial review, the City had a current actuarial claims deficit of approximately $6.7 million, and would require $3.66 million annually in order to meet annual claims demand.

The results of this comprehensive review were incorporated into the 2012 budget submissions, and Council approved an increase to the Risk Management claims budget in the amount of $1.75 million, in order to assist in funding claims as they become due. This additional funding resulted in a total claims budget of $3.35 million. While this funding assisted in meeting claims demands and from falling into further deficit, it has been and remains short of the projected annual funding necessary. Due to budgetary constraints, the $6.7 million actuarial claims deficit was not funded, and remains outstanding. It was determined that the actuarial claims deficit would slowly be funded through any annual surplus in the claims budget. However, relying on a surplus to fund the deficit is optimistic.

During the 2013 budget process, the Legal Department put forward a reduction in the claims budget as it saw no other means of meeting the 10% budget reduction mandate. The claims budget was reduced from approximately $3.3M to $2.6M. As expected, claims costs rose in 2013, from $2.19M to $2.88M, and the claims budget was in a shortfall of approximately $215,000 at the end of 2013. This shortfall was funded by the Self-Insurance Reserve Fund.

Claims costs arise from external sources. Unlike reducing service levels or trying to do more with less, claims costs are imposed regardless of Risk Management’s attempt to decrease spending, and often increase as a result of corporate budget cuts as a whole. Claim costs are not something over which Risk Management has direct control. Reducing the claims budget will result in running out of budgeted money to pay the City’s claims as they become due, and ultimately the money to pay the claims will need to be made available nonetheless. When a settlement or judgment becomes due, there is no viable option but to pay for it.

While it is the only possible source of reduction, Administration does NOT RECOMMEND that the claims budget be reduced as the funds will still need to be garnered from another source. Currently, the Self-Insurance Reserve Fund is being used to fund shortfalls in the claims budget. The Self-Insurance Reserve Fund has a balance of $3.16M as at August 18, 2014. It is expected that on average, the City’s claims costs will continue to rise by approximately 9% each year. If the budget remains at the current level of $2.662M, the Self-Insurance Reserve Fund is projected to be depleted in 2020. If the City’s claims budget is further reduced as proposed in this submission, the Self-Insurance Reserve Fund may be depleted as early as 2017. Once the Self-Insurance Reserve Fund is depleted, any variance in the claims budget will then require alternate funding.

Claims costs (actuals):2010: $1,486,0472011: $2,236,5222012: $2,178,9862013: $2,875,5892014: $2,800,000 (proj)

2014 budget: $2,662,000

145





Reserves

Legal Provincial Offences 0126600 - Prov Offences Admin

2961 - Security Services - Internal (114,600)

Legal Provincial Offences 0126600 - Prov Offences Admin

4010 - Administrative Services 54,500


Net Total (60,100) 0 0 0

Budget Issue Detail

2015


Legal


2015-0432



Public

[NOT ACCEPTED] Elimination of Windsor Police Court Security Officer Funding



The Provincial Offences Division currently funds the services of two Windsor Police Security Officers to provide courtroom security. As the services of only one officer are provided (and required) in actuality, it is recommended that funding for the second officer be eliminated.

Based on the Windsor/Essex Area Intermunicipal Courts Service Agreement cost sharing formula for 2014, the City portion of the total incremental savings will be approximately 52.4%, or $60,100.

Note that should this issue not be accepted, additional funding of $2,281 (net City share) will be required to fund the 3% estimated collective bargaining increase and the fringe benefit adjustment for this Police Security Officer in 2015.

146

In-Camera Issue


147





Reserves

Legal Legal, Real Estate & Risk Mgmt

0131690 - Risk Mgmt&Loss Prevention 3235 - Claim Costs 2,806,485


Net Total 2,806,485 0 0 0

Budget Issue Detail

2015


Legal


2015-0371



Public

[NOT ACCEPTED] Increase in Claims Budget



In 2011, Sigma Risk Management Inc. was commissioned to conduct an actuarial review in order to properly determine how to budget current and expected losses to sustain the department’s claims and insurance model. According to the actuarial review, the City had a current actuarial claims deficit of approximately $6.7M as at December 31, 2010, and would require $3.66M annually in order to meet annual claims demand. Based on departmental projections of future claims growth, the City's Self Insurance Reserve Fund would now be in a position to sustain claims activity until 2027 had these recommendations been implemented as presented.

However, due to budgetary constraints the $6.7M actuarial claims deficit was never funded and the current annual claims budget is set at only $2.662M. At this rate, it is projected that the Self Insurance Fund will be depleted in 2020. In order to sustain the reserve over a 15-year period, an increase to the claims budget of $2,806,485* is required. Note that should this increase not be granted, another funding source will be required to fund claims as they come due in future years as the City has no other choice than to pay them.

*This amount is contingent upon non-acceptance of budget issue 2015-0021 (issue to decrease claims budget in order to meet 10% budget reduction mandate).

Claims costs (actuals):2010: $1,486,0472011: $2,236,5222012: $2,178,9862013: $2,875,5892014: $2,800,000 (proj)

2014 budget: $2,662,000

148

In-Camera Issue


149

In-Camera Issue


150

In-Camera Issue


151





Reserves




Planning & Building Development 0153510 - Development Applications



Net Total 10,374 0 0 0

Budget Issue Detail

2015


Planning & Building


2015-0442



Public

[NOT ACCEPTED] Upgrade of an existing Development Review Planner II position to a Development Review Planner III



As included within 2013 Terms and Conditions between the City and CANUE. Under Salary Schedule Page 9 “during each budget cycle it will consider proposals from Management to amend the FTE complement allocation among positions that differ only in experience. Such review will be based upon management's recommendation for good business reasons and shall remain subject to departmental budget allocation and final approval by City Council.”

The Manager of Development Applications and Executive Director of Planning recommend that an employee currently in the Development Review Planner II position be recommended for a Planner III Development Review position. Since assuming the Planner II position in 2004 the employee has gained ongoing experience and expertise in professional aptitude to provide ever increasing ability to deal with some extremely challenging Planning matter proposals. Reduced and limited professional staff has required Management to assign these tasks and to author: Quonset Study, Methadone Clinic Review (ZBA and OPA changes), and most recently the Lodging House Study (Draft) with recommendations to both the Zoning By-law as well as the Official Plan and making recommendations on best practices for other areas to provide a complete understanding of this complex issue.

The employee has satisfied all education and professional designation requirements of the Planner III position. In addition, within the last 4 years has attended and defended as a Professional Planner 5 (Five) Planning Act Applications at OMB hearings. In the employee’s latest 2013 performance review the employee requested consideration of this new policy. It is felt that the employee’s experience and continuing expertise certainly fit the criteria for advancement notwithstanding that we are continually requested to make reductions to the budget. The employee’s efforts as included in past performance reviews reflect the work experience obtained to be a senior planner.

(excerpt from terms and conditions agreement )

SALARY SCHEDULENon-Union employees shall be paid in accordance with the salary schedule as approvedBy City Council. The most current Salary Schedule (Appendix “B”) is attached to andforms part of the Terms.The Corporation agrees that during each budget cycle it will consider proposals frommanagement to amend the FTE complement allocation among positions that differ onlyin experience. Such review will be based upon management’s recommendations for goodbusiness reasons and shall remain subject to departmental budget allocation and finalapproval by City Council.

Financial Impact – the upgrade for year 2015 would equate to $10,374 (wage increase + fringe)



Planner III - Development Review

Regular Full-Time Non-Union 1.0


PlannerII- Development Review Regular Full-Time Non-Union (1.0)

0.0

152





Reserves

Housing & Children Services Children's Services 0205306 - P2P (NCB) 4230 - Special Projects-Social Servic (1,125,912)

Total Expenses (1,125,912) 0 0 0

Net Total (1,125,912) 0 0 0

Budget Issue Detail

2015


Housing & Children Services

Community Development & Health Commissioner

2015-0316



Public

[NOT ACCEPTED] Pathway to Potential budget reduction



The implementation of Pathway to Potential, Windsor/Essex’s Poverty Reduction Strategy was announced by the mayor and the warden on October 7, 2008. In December 2008, both City Council and County Council approved an allocation that was formerly associated with National Child Benefit and Windsor Community Children’s Fund to be used to support programs and services in the community that work toward reducing poverty. In the 2014 approved budget, total gross funding for program and administration of the poverty reduction initiative is $ 1,892,616, with $1,310,562 funded from the City and $582,054 funded from the County.

Currently, there are 73,910 people or 18.6% of Windsor/Essex that are living in poverty and of those; over 19,410 or 22.1% of them are children. For communities, poverty means deprivation, exclusion and reduced quality of life; it hurts individuals, families and businesses. A poverty reduction strategy benefits everyone, most especially individuals, families and businesses ensuring that citizens are healthy, educated and productive. For communities, investments that address the root causes of poverty generate the highest rate of return. Pathway to Potential emphasizes a need for programs with measurable results towards poverty reduction and the need for multi-sectoral collaboration amongst levels of government, the public and private sectors in the reduction of poverty in communities. Poverty reduction activities are interventions that reduce the number of people and/or the depth of people’s poverty by ensuring that they have access to political, social or economic resources that provide them with the ability to make measurable progress out of poverty.

Sixteen (16) programs through 11 community agencies including Recreation and Culture and Transit Windsor are being funded through the City of Windsor’s share of the Pathway to Potential funding. The programs and services that are funded provide supports on a yearly basis to over 60,000 individuals, families, children and youth in the City of Windsor. Programs that are funded through the Pathway to Potential Budget would be eliminated with this budget reduction.

It is recommended that all funding allocated to programs, with the exception of the administration of the Pathway to Potential initiative ($184,650), be maintained as the only investment in poverty reduction in order to continue the work that they do to promote awareness and leverage other community resources to support the alleviation /elimination of poverty.

Recreation Department Impact: Revenue Loss $337,500 - Please see budget issue 2015-0396.

Transit Windsor Impact: Revenue Loss $200,000 - Please see budget issue 2015-0368.

Service Level Impact: Sixteen programs would be eliminated with over 60,000 individuals in Windsor losing access to the supports that are provided by the programs. Agencies that would be impacted would include the City’s Recreation Department ($337,350) including access for low income families and children to Adventure Bay, and Transit Windsor's Affordable Pass Program($200,000), Both Recreation and Transit Windsor have indicated that their programs would need to be eliminated as neither have sufficient budgetary funding to pick up the shortfall. For the agencies listed above, the loss of funding would translate to staff layoffs.

Fiscal Impact: Should this issue be approved, the department may require partial or full funding to a maximum of $562,956 (1/2 year) from the Budget Stabilization Reserve (BSR) until such time that reduction can be implemented.

Staffing Impact: No impact to positions in the corporation however, it is estimated that approximately 10 full-time equivalent positions at community agencies within the City of Windsor would be impacted should this funding be eliminated

153





Reserves




Recreation & Culture Admin - Parks & Recreation 0280011 - Administration 8160 - Hourly-Temporary 57

Recreation & Culture Admin - Parks & Recreation

0281156 - Leisure & Recreation Admin 8160 - Hourly-Temporary 429

Recreation & Culture Admin - Parks & Recreation

0300003 - P&R Brochure Publication 8160 - Hourly-Temporary 90

Recreation & CultureAquatic Services

0281022 - Neighbourhood Pool-Beach

8160 - Hourly-Temporary 4,931

Recreation & Culture Aquatic Services 0281031 - Gino & Liz Marcus Comm Centre 8160 - Hourly-Temporary 3,425

Recreation & Culture Community Centres & Programming

0281021 - Adie Knox Herman Pool 8160 - Hourly-Temporary 1,508


0281032 - Optimist Comm Centre 8160 - Hourly-Temporary 2,581


0281033 - Oakwood Comm Centre 8160 - Hourly-Temporary 3,781


0281034 - Forest Glade Comm Centre 8160 - Hourly-Temporary 2,230


0281037 - Windsor Water World 8160 - Hourly-Temporary 900


0281041 - John Atkinson Memorial Centre 8160 - Hourly-Temporary 1,208

Recreation & Culture Community Development

0281001 - Special Populations Serv 8160 - Hourly-Temporary 204


0281008 - Mackenzie Hall 8160 - Hourly-Temporary 968


0281013 - Baseball Diamonds 8160 - Hourly-Temporary 45


0281014 - Soccer/Football Fields 8160 - Hourly-Temporary 58


0281016 - Outdoor Winter Facilities 8160 - Hourly-Temporary 715

Recreation & Culture Community Development 0281017 - Showmobile 8160 - Hourly-Temporary 25

Budget Issue Detail

2015


Recreation & Culture


2015-0109


C - Contractual

Public

[NOT ACCEPTED] Departmental Negotiated Wage Adjustment (Part-Time Staff Only)



Departmental wage per the negotiated wage increases according the union contracts for 2015. This includes all part-time staff within Recreation and Culture that is charged to account 8160 (Hourly - Temporary Part Time)

154





Reserves


0281071 - Special Events 8160 - Hourly-Temporary 88


0281171 - Lakeview Park Marina 8160 - Hourly-Temporary 1,456


0281181 - Willistead Complex 8160 - Hourly-Temporary 329


0281191 - Malden Park Visitor Centre 8160 - Hourly-Temporary 332

Recreation & Culture Cultural Affairs 0121145 - Windsor's Community Museum 8160 - Hourly-Temporary 385

Recreation & Culture Cultural Affairs 0300173 - Windsor Sculpture Park 8160 - Hourly-Temporary 124

Recreation & Culture Recreation Facilities 0281151 - Adie Knox Herman Arena

8121 - Arena - Base Wages (16,000)

Recreation & Culture Recreation Facilities 0281151 - Adie Knox Herman Arena 8160 - Hourly-Temporary 16,590

Recreation & Culture Recreation Facilities 0281152 - South Windsor Arena 8160 - Hourly-Temporary 1,698

Recreation & Culture Recreation Facilities 0281155 - Forest Glade Arena 8160 - Hourly-Temporary 1,670

Recreation & Culture Recreation Facilities 0281180 - WFCU Centre 8160 - Hourly-Temporary 7,895


Net Total 43,098 0 0 0

155





Reserves

Recreation & Culture Recreation Facilities 0281180 - WFCU Centre 6650 - User Fees (100,000)


Net Total (100,000) 0 0 0

Budget Issue Detail

2015




2015-0446



Public

[NOT ACCEPTED] WFCU Centre Parking Fee



Prior to the construction of the WFCU Centre all Windsor Spitfire home games were hosted in Downtown Windsor at the Windsor Arena. At this facility there were no allocated parking spots and the patrons would park in lots downtown at a cost of approximately $2.00 per vehicle.

When the WFCU Centre was constructed in 2008 it included 1,850 parking spots that have been free of charge to patrons attending any community events, programming and special events. However, parking at the WFCU Centre is limited and patrons that could not locate a parking spot had the option to park at a neighbouring private lot or take a shuttle from Tecumseh Mall. The private lot cost patrons $10 per vehicle for a Spitfire game and $20.00 per vehicle for a special event. The shuttle from Tecumseh Mall cost patrons $3.00 per person. However, the private lot is not in operation for the 2014/2015 Windsor Spitfire season.

Recreation and Culture has conducted a survey with other OHL facilities and the average cost to park is $5.00 for an OHL hockey game.

The Windsor Spitfire’s have expressed concerns about the lack of parking spots available for their games and in addition, when the east end pool is constructed, the community centre and rink users parking area will be diminished. Therefore, additional spots may be required for community programming which would further reduce the availability of spots for the Spitfires patrons.

Of the 1,850 parking spots available at the WFCU Centre, 450 are allocated for community rink users and working staff; 400 are used by the Suite and Premium ticket holders and 1,000 are used by the general public. The WFCU Centre is recommending a cost of $5.00 per vehicle for all ticketed events (excluding the 450 community centre and rink users) which would generate approximately $100,000 annually in additional revenue (includes the off-set of staffing costs to collect revenue for ticketed events). It is hoped that the implementation of a parking fee may encourage more patrons to car pool which would reduce the pressure on availability of spaces.

Recreation and Culture anticipates there could be some backlash from users who regularly attend ticketed events at the WFCU Centre however, the additional $100,000 revenue generated annually outweighs the negative publicity which will be initially received

156





Reserves






2140 - Chemicals - Other (1,813)



2145 - Housekeeping Supplies (317)



2175 - First Aid Safety Supplies (36)



2180 - Program Supplies (520)

Budget Issue Detail

2015




2015-0441


J - Alternative Service Delivery

Public

[NOT ACCEPTED] Conversion of Atkinson Pool to Splash Pad



If Council recommends the conversion of all Atkinson Pool there would be an annualized savings of $42,499

There are currently 6 outdoor pools operating during the months of July and August. These pools are Remington Booster, Riverside Centennial, Central, Lanspeary, Mic Mac and Atkinson. Two of these pools are located in relative close proximity to each other – Mic Mac and Atkinson. Mic Mac Pool is used for recreation swimming in a park that is frequented by local citizens and tourists using the surrounding picnic areas and sports fields. Atkinson Pool has been supported by a community group which actively raises funds to subsidize swimming lessons, however despite their continued efforts, the registrations continue to decline and it is becoming more challenging for the group to raise funds.

The conversion of Atkinson Pool to a splash pad is being recommended by Administration based on participation rates and financial performance. Should Council approve the conversion of Atkinson Pool, capital funds are required to convert the pool into a spray pad. There would be an annual savings to Recreation of $42,499 and an annual increase in operating cost to Parks and Facilities of $12,500 to start and close the facility as well as maintain the washroom facilities. Individuals that utilized swimming lessons at Atkinson Pool could continue their lessons at Mic Mac outdoor pool, WIATC or the Adie Knox Herman indoor pools which are in very close proximity to Atkinson outdoor pool.

The capital costs for the conversion mentioned above have not been included as part of the 2015 Capital Budget submission. If Council wishes to approve the conversion of Atkinson Pool, the capital costs should be viewed as a high priority since it would be approved outside the normal budget competition for funding The cost to convert the pool to a splash pad would be a capital cost of approximately $500,000 which includes the cost to add parking for the Housing Corporation.

The following funds have been requested in the capital budget for the Atkinson Pool in future years for the replacement of the pool basin and other repairs should it continue to be used as an outdoor pool:

Atkinson Pool $1,120,000

Participation rates for Atkinson Pool are presented below. It should be noted that Registrations represents the number of individual registrations in programming, all of who will attend multiple times during the season – i.e. one registration can result in the individual attending anywhere between 5 to 10 classes.

5 Year Participation Rates (Excludes 2009 due to labour dispute)

2008 2010 2011 2012 2013 Atkinson Pool 5,685 4,180 3,721 4,676 3,830

Please note that because the pool above is an outdoor pool the overall participation rates are affected by weather conditions.

157





Reserves



2320 - Confections (436)



2620 - Car Allowance (250)



2940 - Advertising (1,084)



3010 - Hydro - Electric (6,002)



3020 - Water (11,572)



3030 - Gas (5,010)



3145 - Vehicle Rental - Other (250)



5170 - Recreation Equipment (267)



8160 - Hourly-Temporary (25,796)



8240 - Other Training Expenses (328)



8290 - Clothing - Uniforms (525)




6420 - Rental Income 120



6430 - Concessions 1,000



6650 - User Fees 13,167


Net Total (42,499) 0 0 0

158

Budget Issue Detail

2015




2015-0104



Public

[NOT ACCEPTED] Outdoor Pools



If Council recommends the closure of all outdoor pools there would be an annualized savings of $501,698 ($467,198 for Recreation & Culture and $34,500 for Parks and Facilities Operations)

There are currently 6 outdoor pools operating during the months of July and August. These pools are Remington Booster, Riverside Centennial, Central, Lanspeary, Mic Mac and Atkinson. Mic Mac Pool is used for recreation swimming in a park that is frequented by local citizens and tourists using the surrounding picnic areas and sports fields. Although Atkinson Pool is associated with a community organization which is actively raising funds to support swimming lessons for low income families and despite their continued efforts, registration at Atkinson pool continues to decline. Both pools mentioned above have an average of 8 seasonal recreation staff at each facility.

Central, Remington and Riverside Centennial pools generate relatively high revenue due to the higher program participation levels, while Remington and Riverside also have high participation rates in recreational swims. Each of these pools has an average of 12 seasonal recreation staff.

Participation rates for all outdoor pools during the past 4 seasons noted below. It should be noted that Registrations represents the number of individual registrations in programming, all of who will attend multiple times during the season – i.e. one registration can result in the individual attending anywhere between 5 to 10 classes.

Ongoing upgrades/refurbishments to municipal pools are required to ensure that they remain functional and do not pose a hazard to users. As reported through the 2013 OMBI measures, the median age of our outdoor pools is 13 years and we are providing 2.84 outdoor pool locations per 100,000 population.

In order to achieve the target reduction, this service elimination has been included as the impact (i.e. 10 week operation) is less than the closure of a year round facility. Council could choose to close all or some of the outdoor pools.

The variance between the budgeted savings and the 2013 budget figure is the cost to operate Sandpoint Beach and the Supervisor position that is still required for aquatic operations with Recreation and Culture.

5 Year Net Operating Budget Trend Analysis

Outdoor Pools Net Budget2013 Budget $709,195 Actual $665,144 Variance $41,0512012 Budget $652,590 Actual $665,713 Variance ($13,123)2011 Budget $713,166 Actual $697,374 Variance $15,7922010 Budget $677,849 Actual $710,663 Variance ($32,814)2009 Budget $664,972 Actual $639,087 Variance $25,885

4 Year Participation Rates (Excludes 2009 due to labour dispute)

2008 2010 2011 2012 Atkinson Pool 4,180 3,721 4,676 3,830 Central Pool 10,842 9,809 10,872 9,042 Lanspeary Pool 5,956 6,702 5,717 7,339 Mic Mac Pool 4,986 5,868 5,708 5,249 Remington Booster Pool 11,723 11,852 7,801 13,394 Riverside Centennial Pool 11,843 11,217 11,337 11,199

Please note that because the pools above are outdoors the overall participation rates are affected by weather conditions.159





Reserves


2210 - Bldg. Maintenance Material (33,000)








2140 - Chemicals - Other (18,500)



2145 - Housekeeping Supplies (1,900)






2180 - Program Supplies (7,102)



2320 - Confections (6,000)



2620 - Car Allowance (1,500)



2710 - Telephone Equipment - General (2,500)



2940 - Advertising (6,500)



3010 - Hydro - Electric (56,071)



3020 - Water (66,232)

The following funds have been requested in the capital budget for the outdoor pools in future years:

Atkinson Pool $1,120,000Mic Mac Pool $1,510,000Lanspeary Pool $800,000Central Pool $110,000Riverside Centennial $475,000Remington Booster $470,000General Outdoor Pools $842,000

Total Outdoor Pools Capital Requested Future Years Capital: $5,327,000

160





Reserves



3030 - Gas (19,580)



3120 - Machine & Equipment Rental (2,267)



3145 - Vehicle Rental - Other (1,500)



5170 - Recreation Equipment (3,675)



8160 - Hourly-Temporary (434,957)



8240 - Other Training Expenses (4,500)



8290 - Clothing - Uniforms (7,200)




6420 - Rental Income 17,372



6430 - Concessions 12,500



6650 - User Fees 186,910


Net Total (501,698) 0 0 0

161





Reserves


2210 - Bldg. Maintenance Material (17,200)







0281016 - Outdoor Winter Facilities

2115 - Motor Fuel & Lubricants (750)



2145 - Housekeeping Supplies (451)





0281016 - Outdoor Winter Facilities 2180 - Program Supplies (600)



2710 - Telephone Equipment - General (159)


0281016 - Outdoor Winter Facilities 2940 - Advertising (698)




Budget Issue Detail

2015




2015-0127



Public

[NOT ACCEPTED] Closure of Lanspeary Outdoor Arena



Lanspeary Rink was created in 1957. The Lions Club assisted in the development of this facility which is co-located with Lanspeary Outdoor Pool. The facility operates on a seasonal basis as an outdoor rink from December to March, and as a multipurpose sport and event space during the summer months.

If Council accepts the closure of Lanspeary Outdoor Arena there would be an annualized savings in the Recreation and Culture Department of $107,636 and $14,200 in Parks and Facilities Operations Department for a total Corporate savings of $121,836.

Should this issue be approved, the department may require partial or full funding to a maximum of $122,000 from the Budget Stabilization Reserve (BSR) until such time that the reduction can be implemented.

3 Year Lanspeary Arena Rental Trend Analysis

# Rentals # of Bookings Revenue2013 Winter Rentals 200 615 $61,3902013 Summer Rentals 23 127 $9,129

2012 Winter Rentals 201 653 $56,6692012 Summer Rentals 35 182 $13,746

2011 Winter Rentals 195 644 $61,2582011 Summer Rentals 58 190 $16,280

If Council accepts the closure of Lanspeary Outdoor Arena, it will result in further savings to Parks' Off-Road Fleet Inventory.

This service elimination is only being presented as part of the 10% required reduction.

162





Reserves



2951 - Other Professional - Internal (750)


0281016 - Outdoor Winter Facilities 3010 - Hydro - Electric (12,750)


0281016 - Outdoor Winter Facilities 3020 - Water (36,140)


0281016 - Outdoor Winter Facilities 3030 - Gas (5,371)



3145 - Vehicle Rental - Other (8,900)



8120 - Hourly-Reg.Full Time (52,379)


0281016 - Outdoor Winter Facilities 8140 - Overtime - Wages (783)


0281016 - Outdoor Winter Facilities 8160 - Hourly-Temporary (51,466)


0281016 - Outdoor Winter Facilities 8190 - Other Pay (940)



8290 - Clothing - Uniforms (125)

Recreation & Culture Recreation Facilities 0281180 - WFCU Centre 8120 - Hourly-Reg.Full Time 52,379

Recreation & Culture Recreation Facilities 0281180 - WFCU Centre 8160 - Hourly-Temporary (30,551)


Parks Parks Operations 0280208 - Equipment Maintenance 6420 - Rental Income 8,900


0281016 - Outdoor Winter Facilities 6420 - Rental Income 53,850


Net Total (121,836) 0 0 0


Recreation & Culture Community Development 0281016 - Outdoor Winter Facilities

Certified Refrigeration Operator Regular Full-Time Local 82 (0.9)

Recreation & Culture Recreation Facilities 0281180 - WFCU Centre Certified Refrigeration Operator Regular Full-Time Local 82 0.9

0.0

163

In-Camera Issue


164

In-Camera Issue


165

In-Camera Issue


166

In-Camera Issue


167

In-Camera Issue


168

In-Camera Issue


169





Reserves

Recreation & Culture Aquatic Services 0281039 - Family Aquatic Complex 6650 - User Fees 100,000


0300005 - National Child Benefit

6330 - Other Municipal Grants & Fees 237,500


Net Total 337,500 0 0 0

Budget Issue Detail

2015




2015-0396



Public

[NOT ACCEPTED] Elimination of Pathway to Potential



As Per 2015-0316 within Housing & Children Services - The implementation of Pathway to Potential, Windsor/Essex’s Poverty Reduction Strategy was announced by the mayor and the warden on October 7, 2008. In December 2008, both City Council and County Council approved an allocation that was formerly associated with National Child Benefit and Windsor Community Children’s Fund to be used to support programs and services in the community that work toward reducing poverty.

Currently, there are 46,000 people in Windsor/Essex that are living in poverty and of those; over 16,000 of them are children. For communities, poverty means deprivation, exclusion and reduced quality of life; it hurts individuals, families and businesses. A poverty reduction strategy benefits everyone, especially individuals, families and businesses ensuring that citizens are healthy, educated and productive. For communities, investments that address the root causes of poverty generate the highest rate of return. Pathway to Potential emphasizes a need for programs with measurable results towards poverty reduction and the need for multi-sectoral collaboration amongst levels of government, the public and private sectors in the reduction of poverty in communities. Poverty reduction activities are interventions that reduce the number of people and/or the depth of people’s poverty by ensuring that they have access to political, social or economic resources that provide them with the ability to make measurable progress out of poverty.

Recreation and Culture receives funds through the City of Windsor’s share of the Pathway to Potential funding. The programs and services that are funded provide support on a yearly basis to individuals, families, children and youth in the City of Windsor. Programs that are funded through this funding that would be eliminated such as swimming lessons, day camps, recreation programming and access for low income families and children to Adventure Bay due to the fact that Recreation and Culture does not have sufficient budgetary funding to pick up the shortfall. In 2013 Recreation and Culture served 3,600 children who accessed 986 programs within the City of Windsor.

Should this issue be approved, the department may require partial or full funding to a maximum of $337,500 from the Budget Stabilization Reserve (BSR) until such time that reduction can be implemented.

170

Budget Issue Detail

2015




2015-0102



Public

[NOT ACCEPTED] Establishment of Culture Arm's Length Funding



City Council approved a pilot project in 2013 as per M172-2013 "That Report No. 153 of the Social Development, Health & Culture Standing Committee of its meeting held April 10, 2013 regarding "Establishing an Arm's Length Grant Program as per Recommendation #7 of the Municipal Cultural Master Plan" BE ADOPTED as presented":

"THAT the report from the Manager of Cultural Affairs outlining the proposed City of Windsor's Cultural Funding Program as suggested in the Municipal Master Plan Recommendation #7 (Establish an arm's length funding commission) BE RECEIVED, and "THAT the report BE REFERRED to Council for the 2014 Operation Budget, and further; "THAT City Council ENDORSE the establishment of an Arm's Length Grant Program as per Recommendation #7 from the Cultural Master Plan as a Pilot Project for 2013 at a cost of $87,200 to be funded from Budget Stabilization Reserve".

A separate report will be presented to Council with the results of the Pilot Project.

Culture Funding Project Grants - Recommendation #7 of the Municipal Cultural Master Plan approved by Council (CR163/2010) in May 2010. City Council has traditionally provided operating grants to two major organizations (Art Gallery of Windsor and Windsor Symphony Orchestra), as well as smaller grants to a limited number of arts and culture organizations. This recommended funding would replace the smaller grants previously provided to this sector.

This twice a year grant initiative will invest in cultural initiatives in Windsor by providing financial assistance to locally-developed arts, culture and heritage projects that provide exciting, surprising, and meaningful opportunities to strengthen our creative community.

Grants will be applied for through an application process adjudicated by nominated members of Windsor's cultural community, and as approved by the Striking Committee.

Applicants will apply for a funds to complete their proposed project. Maximum Funding for a project will be $5,000.

Program Objective:• Investing in the soul of our City by providing financial assistance to locally-developed arts, culture and heritage projects that provide exciting, surprisingly and meaningful opportunities to strengthen our creative community.• Develop unique cultural resources to enhance the health and vitality of our communities, and the quality of life for our people.• Encourage participants in the creative community to stay and continue to create and work in Windsor.

Key Priorities:• Increase Windsor’s attractiveness, affordability and quality of life.• Increase the supply of skilled cultural workers.• Encourage the inclusion of diverse cultural groups.

In the first year of the pilot project, the following projects were funding through this program:

Round 1 (March 3, 2014) The Royal Conservatory Living Through The Arts Program $5,000 Alana Barol - Art SEALS $4,800 Walkerville Artists Co-Op $3,500 Alistair McLeod - The novel No Great Mischief play $3,000 Susan Gold/Collette Broeders - Windows on Windsor $3,000 Dan McCafferty - Peripatic Libraries - Drouillard Versions $3,000 Ian Baxter& - Photographic Project on Windsor $3,000 Erin Armstrong - The Opera Collaboration $2,800 Windsor International Film Festival - Special Screening of a Canadian Film $2,500 Jeff Nadalin - The Birder Gala Premier Project $2,500 Biblioasis (Dan Wells) - Monthly Workshops $2,500 Arturo Herrera - The Wyandotte Corridor Project $2,500 Vince Allen Kogut - Drawing and Paintings of the Labour Community $1,500 Can-Am Friendship Centre - Regalia for Revitalizing Our Culture and Reclaiming Our Traditions Gathering $1,000 Crissi Cochrane - Record and release music produced locally $1,000 The Walkervilles (Michael Hargreaves) - Vinyl Records $1,000 Arts & Cultural Alliance - Open Studio Tour $1,000

171





Reserves

Recreation & Culture Cultural Affairs 0121141 - Cultural Affairs Office

4115 - Culture - Recreation Grant 87,200


Net Total 87,200 0 0 0

Total Round 1 Funding: $43,600

Round 2 (July 7, 2014) Harvesting the FAM Festival - Multi-Disciplinary Arts Festival $3,000 The Unquiet Dead - Production of a Record $2,000 Drouillard Place - 5 ft x 12 ft Mural $2,500 Min Bae - Short Film $3,500 Danuta Siniarska - Windsor Ethnic Chart $1,000 Chris Rabideau - Connecting Artist to the Community $3,000 Colin Wysman - Production of a Record $1,500 Literary Arts Windsor (BookFest Windsor) - Alistair McLeod: A Literary Tribute $3,500 Jeff Nadalin - The Birder $3,000 Jamie Reaume - Cowboys and Cardigans Holiday Record $3,500 Mark Baker - The French Connection Play $3,500 Mandy Salter - Preserve Collection at Assumption University $3,000 Nadine Deleury - The Pat Sturn Project $4,600 Lindsay Whalen - Production of the "Zine" $1,500 Fogolar Furlan Windsor - Polenta Fest $1,500 Crosstown Players - Production of For Frostbite $1,500 Windsor Feminist Theatre - City in Concert: Volunteer Speed Dating $1,500Total Round 2 Funding: $43,600

The total costs of $87,200 in 2014 has been taken from the Budget Stabilization Reserve as per the Council resolution. This budget issue is being brought forward to annualize this cost so that the funds are not taken from the reserve on an annual basis.

172





Reserves

Recreation & Culture Cultural Affairs 0300173 - Windsor Sculpture Park



Net Total 50,000 0 0 0

Budget Issue Detail

2015




2015-0386



Public

[NOT ACCEPTED] Windsor Sculpture Garden Repairs & Maintenance



As per M157-2014, Council approved on April 7, 2014 the following "That Report No. 222 of the Social Development, Health & Culture Standing Committee of its meeting held March 5, 2014 regarding "Utilizing Reserve Fund 178 for relocations, repairs and maintenance of pieces within Windsor's Sculpture Garden in 2014-2015 BE ADOPTED as presented".

As per Report No. 222 (Livelink #17024), the Social Development, Health & Culture Standing Committee approved on March 5, 2014 it stated the a funding request of $50,000 will be introduced in the 2015 budget process to recommend the establishment of an operating budget for the maintenance and hiring of future seasonal workers to ensure the Sculpture Park and other public art pieces are maintained into the future.

The requested $50,000 will establish an operating budget for the maintenance and hiring of seasonal workers to ensure the Sculpture Park and other public art pieces within the corporations collection are maintained to current industry standards. Regular painting of sculptures to established specifications, repairing of weld joints, plumbing repairs to ensure water features are functioning properly, and signage will be funded through this operating budget line.

173





Reserves

Transit Windsor Transportation 0400220 - City Service 6475 - Transit Revenue 300,000


Net Total 300,000 0 0 0

Budget Issue Detail

2015


Transit Windsor


2015-0368


F - Revenue Reduction

Public

[NOT ACCEPTED] Elimination of The Pathway To Potential Program (P2P)-Affordable Bus Pass Program



In order to achieve the 10% reduction target for the 2015 budget development, the Housing and Children's Services Division (Social Services Department) is putting forward an elimination of all of the P2P funded programs, including Transit Windsor's Affordable Bus Pass Program (Social Services Budget Issue 2015-0316).

Social Services has included a budget issue which includes the expenditure reduction to the Housing and Children's Services Division for the portion of the passes funded under the P2P program. This issue will result in a revenue loss for Transit Windsor of approximately $200,000.. However, it should also be noted that if this program is eliminated, Transit Windsor would recommend that the low income program be eliminated, and the annual pass would go up to the regular adult rate of $87.00. There could be a further loss in revenue to Transit Windsor if this occurs, as explained below:

Transit Windsor currently sells approximately 5,400 passes annually under this program with $39.00 funded by P2P and the client paying $44.00 per month. The elimination of the program would have the client now paying full price for an adult pass, which is $87.00. For projection purposes, Transit Windsor could see the number of annual passes sold drop from 5,400 to 2,700. Using the $87.00 rate, Transit Windsor would receive the same amount in revenue to replace approximately the same amount eliminated from the P2P program. However, a further reduction in the number of passes sold, could see a loss in revenue for Transit Windsor of approximately $100,000.

174





Reserves

Transit Windsor Transportation 0400220 - City Service 2115 - Motor Fuel & Lubricants 1

Total Expenses 1 0 0 0

Net Total 1 0 0 0

Budget Issue Detail

2015


Transit Windsor


2015-0167



Public

[NOT ACCEPTED] Transit Windsor Fuel Market Rate Increase



The 2014 approved budget for fuel was maintained at $1.00 per litre. Based on approximately 3 million litres of diesel currently consumed annually, and a projected 250,000 additional litres required when the new service improvements are implemented, every $0.01 increase above the budget figure of $1.00 per litre translates to a cost of approximately $32,500. Given the forecasts of analysts in the field, the increased cost of crude oil, the average cost per litre to date and the current cost per litre, management feels that maintaining fuel prices of $1.00/litre for both unleaded and diesel fuel may continue for 2015 but there is a risk of higher variances than in previous years.

Given the volatility in predicting fuel prices, Transit Windsor will continue to monitor this closely and report the projected variance to City Council.

175





Reserves

Transit Windsor Transportation 0400220 - City Service 6475 - Transit Revenue (680,000)


Net Total (680,000) 0 0 0

Budget Issue Detail

2015


Transit Windsor


2015-0226



Public

[NOT ACCEPTED] Transit Windsor - Implementation of a Fare Increase



One option to achieve a 10% reduction to the 2015 operating budget would be with the implementation of a new fare structure, effective January 1, 2015 which would see a 10% increase in almost all fare categories.

Based on a 10% (rounded) fare increase the following fares would be implemented, effective January 1, 2015 for cash and tickets, and effective January 15, 2015 for the sale of February passes: and generate an annual revenue increase of $680.000.

Cash Adult fares increase from $2.75 to $3.00 (9.1%) (pass from $87.00 to $97.50 (10%))Cash Student fares increase from $2.75 to $3.00 (9.1%) (pass from $60.00 to $66.00 (10.0%))Cash Senior fares increase from $2.75 to $3.00 (9.1%) (pass from $44.00 to $48.40 (10.0%)Tickets (book of 5) Adult fares increase from $11.50 to $12.65 (10.0%)Tickets (book of 5) Student fares increase from $9.00 to $9.90 (10.0%)Tickets (book of 5) Senior fares increase from $9.00 to $9.90 (10.0%)

* Affordable pass is equal to the senior pass however based on the funding received from Pathway to Potential for low income clients this program may be considered for elimination.* Does not include bus pass program for Social Services.* Bus passes purchased by the School Board increase effective September 2015.* Student Summer Saver from $96.00 to $105.50 valid for July and August (10%).* Tunnel fares increase from $4.50 to $5.00 (pass from $87.00 to $95.70) (10%) and combo pass $157.00 (9.8%).* All day passes and family passes are three times the cash fare (from $8.25 to $9.00).

This was Not Recommended by the Corporate Leadership Team during the 2015 Operating Budget Administrative Review.

Transit Windsor was requested to develop a fare policy to be brought back to Council in early 2015, for approval for a 5 year fare plan that could be tied to the Consumer Price Index (CPI). Fare increases would commence July 1, 2016. Discussions took place on a 5 cent increase starting July 1, 2015. This increase could generate an additional $65,000 in revenue in 2015, if approved.

176

In-Camera Issue


177

In-Camera Issue


178

In-Camera Issue


179

In-Camera Issue


180

In-Camera Issue


181

Budget Issue Detail

2015


Transit Windsor


2015-0381



Public

[NOT ACCEPTED] Addition of 1 FTE Maintenance Supervisor Position



In the recent Transit reorganization, the day shift Garage Manager position was eliminated and the midnight supervisor position was moved to the day shift to manage and monitor the garage operations. While we are moving toward having more mechanics on afternoon and midnight shifts, currently there are a larger number of mechanics on the day shift. The move in supervision has resulted in the midnight shift being unsupervised which has potential safety implication.

The midnight maintenance supervisor position was responsible to supervise mechanics and service line staff from 11pm to 7am. Over the past five months, the following observations were identified.

Pre-Position Elimination Duties Supervise staff to ensure buses are scheduled for repairs and are serviced (eg. fuelled) to meet the demands of early morning service requirements. This is critical to ensure scheduled service is not disrupted and buses depart on time. Workaround DutiesDay supervisor is starting earlier and being paid overtime to cover early morning startup, weekends and vacation coverage as there are midnight mechanics and other mechanics starting at 5:00am to ensure buses are ready for the service day.

The afternoon supervisor when possible is staying after his 11:00 pm shift to ensure the midnight mechanics are issued their work orders and given any other work instructions. There is currently no maintenance supervisor available to resolve issues and give direction to staff if they arise during the midnight shift.

Pre-Position Elimination Duties Ensure the safety of staff working the midnight shift through regular check-ins and work assignments are being performed in a safe manner. Workaround DutiesSecurity personnel have been contracted to cover the hours when there are no supervision on the midnight shift so to ensure staff are not working alone for safety reasons.

Pre-Position Elimination Duties Spot checking the work of mechanics to ensure tasks are being performed according to MTO regulations.

Workaround DutiesNo longer being performed on the midnight shift. Relying on mechanics to perform the work correctly according to MTO regulations.The efficient servicing of buses by queuing them in as buses arrive at the bus depot. No longer being performed.

Pre-Position Elimination Duties Bus transfers are reloaded in the fareboxes as required. Workaround DutiesOn-street Operational Supervisors (OS) on duty are now performing this function whether in the garage or on-street. OS will be pulled from other duties to reloading fareboxes transfers. This requires 10 - 12 hours per week.

Pre-Position Elimination Duties Diagnose bus issues and provide resolution or assign bus change off to appropriate maintenance staff.

Workaround DutiesOn-street Operational Supervisors on duty are not trained to diagnose bus issues when called in by operators and therefore cannot diagnose the problem. Change offs are assigned to appropriate maintenance staff.

Pre-Position Elimination Duties Maintain the preventative maintenance schedule by repairing fareboxes.

182





Reserves

Transit Windsor Transit Maintenance 0400310 - Fleet Maintenance


Transit Windsor Transit Maintenance 0400310 - Fleet Maintenance

8398 - Fringe benefits-transit alloc 17,840


Net Total 86,457 0 0 0

Workaround DutiesThe Maintenance Supervisor is coming into work on his day off (Sunday) to ensure work is assigned for the midnight mechanics and completing preventative maintenance on the fareboxes to ensure the warranties are not voided.Remove jammed fareboxes from the cash vault as required to minimize service line disruptions. This function is being performed by the day supervisor.

Transit Windsor runs a 24/7 operations providing the public with predetermined scheduled bus service. Ensuring the efficient use of resources both staff and equipment is critical in providing service every day. Reinstating the midnight maintenance supervisor function provides safety to staff working alone on the midnight shift, provides work instructions as required and avoids unbudgeted overtime and security costs. Transit is currently paying overtime to supervisors to cover early morning startup, weekends and vacation coverage to ensure we have buses for the service day.

Given the rigourous MTO inspections of our fleet, ensuring our buses comply with regulations is becoming more and more of a priority. Through supervision, it is important to ensure garage staff on all shifts is performing their duties accurately and in an efficient manner.


Transit Windsor Transit Maintenance 0400310 - Fleet Maintenance Maintenance Supervisor Regular Full-Time TW-NU2 1.0

1.0

183

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