cooiioi o the city ot iai'ie - barrie hall/budget/documents/2011/budget operating d… · i...

Cooiioi o the Cit ot Iai'iey

Director of Strategy &Economic Development

l-lany Kirolos

General Manager of CommunityOperationsJim Sales

Our Community

Council 1 Mayor Jeff LehmanComimttees [rand Members of Con

Director of Communications & Chief Administrative OfficerIntergovernmental Affairs Jon Babulic F

Carolyn Glaser (Interim)

[ralMarCorPorate

Project Manager--Office of the Mayor and ChiefCorporate QualityAdministrative Officer

Chris Glanville (temp)

General Manager of Infrastructure,Development & Culture

Richard Forward

Director of I I I I Director of Leisure, I Director of J Director of' Director of Human I Director of I I Director of I I Director ofI Fire Chief I I -I Director of I Transit & Facilities I I Legal Services -I Finance I Resources I Building Services I I Planning EngineeringJohn Lynn Operations - II Operations -Utilities & I __________________________________ I Roads, Parks &

Barb Roth Ingrid PetersI

Debbie McKinnon Samara Kaplan j ICord Allison I Services Wendell McArthur

Environment _________________ I Vacant_________________ Fleet I ___________________ ________________ ________________

Services __________________ __________________

__________________I Dave Friary (Interim) I I Manager of Policy I Mgr of I Deputy City I I Manager of H

I Manager of II Managerof John Thompson Iuman Manager of Bldg Manager of I I Design & L

J

Operations! and Planning Municipal Law 1 Treasurer Resources Standards I I Development Construction iDeputy Fire Chief I Randy Watson & Prosecution I Craig Millar_________________

Development I Stephen Barks Control Bob KahieRick Monkman I Manager of ____________________Services

____________________ _________________ Anne Marie Langlois I ____________________________________ Ryan Wtndle _________________iManagerofWaterl I Roads & Parks I I Manager of Facility I Brenda Russell I

I Manager of I ________________Operations I 1 Operations I -I Operations I1 Purchasing I

Manager of Safety Manager of I I Manager ofI Manager of j Sandra Brunet I ICraig Morton I Kevin Bradley

I Training, ___________________ ________________

I Prevention and I Manager of Transit II City Clerk I I

David Allan I and Wellness I j Inspections I Manager of I Infrastructure I

__________________ Steven Kullman I IRod Larmer Policy Planning I I Planning r

I Communication! I Manager of I I Manager of Fleet II Deputy Fire Chief I Wastewater I Services I 1 George Kaveckas I Da McAlpine h Manager of I

________________ ______________

_______________ ____________________I Merwan Stew Paterson I-1 Accounting Kalyaniwalla

Dave Forfar 1 Operations I 1 Brian Pine IDavid Quenneville (Interim) I Marketing and

I Deputy City I Kathleen Short Director of ICTI Director of Culture I Manager of I

________________ Clerk I Ruth Quammie- I Development, I

__________________ _________________ Promotions Mgr I i Carey deGorter ____________________

Community I I Manager of Dan Buttneau I I Manager of __________________j Williams Policy &

-_________________ ______________J Revenue I __________________I Standards

jManager of I I

Emergency Planner I I Environmental I I I (Vacant) I Deslctop Services I I Performance Analyst I i Dave Caspick

Bruce Griffin I 1 Operations Manager of Manager of

___________________Sandy Couller Recreation Court Services j- Joy Packham I J Brent Forsyth

__________________ Steve Lee-Young I I Rodger Bates ____________________ _____________________Performance I I Director i Manager of I

Analyst I I Mgr of Facility PIng I I Internal Audit I Network Services I I Director of Corporate IHeather Hall -I & Development I Sharyn Ross__r Frank Barbaro I__________________ _______________ I Asset ManagementI Dan Burton I Manager of i I Blame Parkin I

Application IServices I February 2011

Scott Morrow

166

of iic fl!iyov f Ciief A iiliiCf'ivc Cfcov

Mayor

Project Manager -Corporate Quality

Chris Glanville (temp)

Executive Assistant to theChief Administrative

OfficerSandy Pronyk

Administration Assistant!Office of CA & Mayor

Claudette Watson

Executive Assistant tothe Mayor

Charlene Strudwick

Chief Administrative OfficerJon Babulic

Director of Strategy & Director of CommunicationsEconomic Development & Intergovernmental Affairs

Hany Kiroloa Carolyn Glaser (Interim)

Indicates temporaryposition

January2011

167

OFFICE OF THE CHIEF ADMINISTRATIVE OFFICER

Goals

To direct and coordinate the general management and business affairs of the Corporation in accordance with by-laws, policies and plansadopted by City Council to ensure the delivery of highest quality services at the best value for the citizens and businesses of Barrie.To develop and implement a comprehensive corporate quality and performance excellence program focusing on leadership, planning andfinancial management, customer and supplier satisfaction, people engagement, and process management utilizing the National QualityInstitute's 'Framework of Excellence.'To foster an organizational culture that embraces corporate communications as a priority to ensure proactive and meaningful communicationswith the community as well as within the corporation.To execute on the recently approved Economic Strategy and Action Plan and to market the City of Barrie as a focal point and destination fornew business investment.To influence senior levels of government on a variety of key corporate strategic initiatives including boundary expansion and long termfunding.

Key Division Service Delivery Initiatives

o Stimulate a Cultural Change across the corporation with a focus on leadership, accountability, communications and continuous improvement.• Strengthen Financial Management through the development of a comprehensive and sustainable long-term financial plan.

Enhance Employee Relations with a focus on succession planning and management training.• Implement Bill 196 Barrie-lnnisfil Boundary Expansion and related Growth Management Strategy studies for the expanded area of the

municipality.• Update and expand both the business investment attraction and business retention and expansion programs.• Proactive communications externally with the community and internally within the corporation on City initiatives.• Continue to grow the City's partnership with Barrie business leaders.• Develop City assets such as the Lake Simcoe Regional Airport (LSRA) to enhance Barrie's economic profile.• Assist in the implementation of the City Centre Revitalization Program.

External Factors Influencing Activities & Outcomes

• General economic conditions.• Relations with neighbouring municipalities and other levels of government

The Cip i

D i,

168

Budget Summary

2011 Net ________ 2011 StaffingDepartment_____________________________

RequestedBudget

BaseFTE

ProgramChanges

TotalRequested

Administration $857,010 4 1 5Communications $1,171,682 5 0 5Economic Development $535,342 5 0 5Total $2,564,034 14 1 15

ThCrtj'of

169

TF :y

Office of the Chief Administrative Officer

________2010 Program Change Form tmpacts

______________

Department Program Change Form Planned Service Impacts Achieved? Comments

CAO's Enhanced Print and • Guaranteed print and broadcast y Enhanced print and broadcastOffice Broadcast Communications communications communications in place May 2010.

o Daily radio advertising Through this procurement, City now• Increased TV advertising guaranteed the followingo Increased print advertising communications:

• Daily radio spots on local radiostations

o Weekly double page spread in localnewspaper

o Weekly TV advertisements on localTV station's largest prime timeshow - 6pm news (which is picked

_____________ _________________________ _____________________________________ ___________ up_through_satellite_and_cable_TV)

i1

170

CHIEF ADMINISTRATIVE OFFICER DIVISIONDIVISION SUMMARY

2011 Base Budget Change Report

2009 2010 2010 2011 2011 Changein2Oll Changein2ollActual Approved Forecasted Base Program Requested Base Budget Requested Budget

Expenditures Budget Expenditure Budget Change(s) Budget to 2010 Forecasted to 2010 Forecasted__________________ $ $ $ $ $ $ $ % $ %EXPENSESSalaries 1355437 1,319,923 1,287,436 1323,821 27376 1,351197 36,385 3% 63,761 5%Fringe Benefits 224,427 253,501 229,828 260,351 4,822 265173 30523 13% 35,345 15%Total Salaries and Benefits 1,579,864 1,573,424 1,517,264 1,584,172 32,198 1,616,370 66,908 4% 99,106 7%OPERATING EXPENSESGeneral Operations 798,493 961,728 864,269 1,028,964 1028,964 164,695 19% 164,695 19%MinorCapital 4,743 4,600 3,368 31000 600 31,600 27632 820% 28,232 638%Hydro, Water, Sewer, GasTransfers to other Boards, Municipalities, Agencies

Total Operating Expenses before Debenture 803,236 966,328 867,637 1,059,964 600 1,060,564 192,327 22% 192,927 22%Costs and TransfersDEBENTURE COSTS AND TRANSFERSLease Equipment/PropertyFinancial ExpensesTransfer to/from User Rate Reserve FundsTransfer to Reserves 3300 3300 % 3,300 100%Transfer to Capital FundTotal Debenture Costs and Transfers ______________ ______________ ______________ ______________ 3,300 3,300 ______________ % 3,300 100%Gross Expenditures 2,383,100 2,539,752 2,384,901 2,644,136 36,098 2,680,234 259,235 11% 295,333 12%RevenuesOther Government Funding (95,868) (81,050) (83,687) (97,000) (97,000) (13,313) 16% (13,313) 16%Contribution from Reserves/Reserve Funds (35,750)Licences, Permits, Application FeesFinesFees, Charges, Service Rentals (8,000) (2,800) (10400) (4,200) (4,200) 6200 -60% 6,200 -60%Other Revenue (20,967) (18,050) (1,736) (15,000) (15,000) (13,264) 764% (13,264) 764%Total Revenues (160,585' (101,900) (95,823 (116,200) ___________ (116,200) (20,377) 21% (20,377) 21%Net Operating Expensel(Revenue) 2,222,515 2,437,852 2,289,078 2,527,936 36,098 2,564,034 238,858 10% 274,956 12%

171

CITY OF BARRIE2011 OPERATING BUDGET

EXPENDITURES

CHIEF ADMINISTRATIVE OFFICECAO & MAYOR OFFICE - CAO'S OFFICE

2009 2010 2010 2011 2012 2013_________________________________________________ ACTUAL BUDGET FORECAST BUDGET FORECAST FORECASTEXPENSESSalaries 624829 475489 434,215 411,749 419,984 428,384Fringe Benefits 88,665 85,382 73,147 79,488 81,077 82,699Total Salary and Benefits 713,494 660,871 507,362 491,237 501,061 511,083OPERATING EXPENSESGeneral Operations 218,681 199,700 194,780 207,700 207,700 207,700Minor Capital 2,000 1,957 5,000 5,000 5,000Hydro, Water, Sewer, GasTransfers to other Boards, Municipalities, Agencies

__________________ __________________

Total Operating Expenses before Debenture Costs and Transfers 218,681 201,700 196,737 212,700 212,700 212,700DEBENTURE COSTS AND TRANSFERSLease EquipmentiPropertyFinancial ExpensesTransfer to/from User Rate Reserve FundsTransfer to ReservesTransfer to Capital Fund

Total Debenture Costs and Transfers

Gross Expenditures 932,175 762,571 704,099 703,937 713,761 723,783RevenuesOther Government FundingContribution from Reserves/Reserve Funds (34,750)Licences, Permits, Application FeesFinesFees, Charges, Service RentalsOther Revenue

Total Revenues (34,750)_________________

Net Operating Expense/(Revenue) 897,426 762,571

___________________

704,099

_________________

703,937

___________________

713,761 723,783

172

CHIEF ADNIINISTRATIVE OFFICER DIVISIONChief Administrative Officer's Office2011 Base Budget Change Report

2009 2010 2010 2011 2011 Changein2oll Change in2ollActual Approved Forecasted Base Program Requested Base Budget Requested Budget

Expenditures Budget Expenditure Budget Change(s) Budget to 2010 Forecasted to 2010 Forecasted_________________________________ $ $ $ $ $ $ $ % Comments $EXPENSES ________

Salaries 624829 475,489 434,216 411749 - 411749 (22,467) -5% The NQI manager position was (22,467) -5%budgeted at a director's pay level inprior year but is now budgeted as a

Fringe Benefits 88,665 85,382 73,147 79,488 - 79,488 6,341 9%manager's pay level position.

6 341 9%Total Salaries and Benefits 713,494 560,871 507,363 491,237 - 491,237 (16,126) -3%,

(16,126) -3%OPERATING EXPENSES - - - - -

General Operations 218,681 199,700 194,781 207,700 - 207,700 12,919 7% Increase forthe office modifications 12,919 7%offset by under-expenditures inminor capital in CorporateServices.

MinorCapital - 2,000 1,957 5,000 - 5,000 3,043 155% 3 043 -Hydro, Water, Sewer, Gas - - - - - - - -,

Transfers to other Boards, - - - - - - - -

- -

Municipalities, Agencies- -

Total Operating Expenses before 218,681 201,700 196,738 212,700 - 212,700 15,962 8% 15,962 6%Debenture Costs and TransfersDEBENTURE COSTS AND - - - - - - - -

TRANSFERS- -

Lease Equipment/Property - - - - - - - -

Financial Expenses - - - - - - - -

- -

Transfer to/from User Rate Reserve - - - - - - - -

- -

Funds- -

Transfer to Reserves - - -- 3,300 3,300 - - 3 300 -Transfer to Capital Fund - - -- (3,300) (3,300) - -

,(3 300) -Total Debenture Costs and Transfers - - - - - - - -

,- -

Gross Expenditures 932,175 762,571 704,101 703,937 - 703,937 (164) 0% (1641 0%Revenues ___________________________

Other Government Funding - - - - - - - -

Contribution from Reserves/Reserve (34,750) - - - - - - -

-

-

-

-

FundsLicences, Permits, Application Fees - - - - - - - -

Fines - - - - - - - -

- -

Fees, Charges, Service Rentals - - - - - - - -

- -

Other Revenue - - - - - - - -

- -

Total Revenues (34,750) - - - - - - -

-

-

-

-

Net Operating Expense/(Revenue) 897,425 762,571 704,101 703,937 - 703,937 (164) 0%_____________________________

_____________________________ (164) 0%

173

occce ofihe CAO 7 -

ColutuFiicaiioL1s ;

;'iL LLzliioin

Director of Communications &Intergovernmental Affairs

Carolyn Glaser (Interim)

Communications AdvisorTanya Thompson

Communications AdvisorCheri Harris

Web and New MediaCo-ordinator

Matt Bloom

Graphic DesignerSandy Friary

December 2010

4

174

LC)N-

Departmental OverviewCommunications and Intergovernmental Affairs Department is responsible for leading and overseeing two key areas: CorporateCommunications and Intergovernmental Affairs. The Department is comprised of 5 staff, which includes a Director, two CommunicationsAdvisors, a Design Multimedia Specialist and a Graphics Designer.

Functional Areas

Corporate Communications involves two areas of focus: internal communications and external communications. As the City's primaryresource for corporate communication services, the department works closely with staff from all City departments, the Mayor, the CAO andCity Council to develop strategic and operational corporate communications plans and key messages. Corporate communication activitiesinclude maintaining and managing the City's corporate identity through all communication mediums; directing and overseeing the contentand use of both the internal and external websites; facilitating all aspects of media relations, which include the preparation of media releases,advisories and City advertising through print (posters, newspapers, brochures), broadcasts (radio and TV), video and other communicationtools (external website, Facebook); monitoring all levels of media to determine the potential impact of issues on the City of Barrie;and managing all critical communications through the role of Emergency Information Officer for the Emergency Control Group. Morethan 95% of the departments staffing resources are allocated for corporate communication activities.

Intergovernmental Affairs involves a myriad of activities associated with influencing, monitoring and responding to issues and matters of Cityinterest with the Federal and Provincial governments and agencies. These activities generally include monitoring announcements from otherlevels of government on funding opportunities, new policies, programs, legislation and areas of best practice; drafting briefing notes andcorrespondence for meetings with other government officials; disseminating information to internal and external stakeholders; andparticipating in discussions and negotiations with municipalities and other agencies. Less than 5% of the departmenrs staffing resources areallocated for intergovernmental affairs activities.

Key Departmental Objectives

• Proactive communications to the public ensuring they are kept informed of all City services and events, including the marketing andpromotion of existing, enhanced and new services and events delivered by the City, as well as the strategic and operational directionsof the City

• Proactive communications to staff ensuring they are kept informed of Corporate initiatives, successes and future strategic andoperational plans.

• Influencing senior levels of government (provincial, federal) to advance City positions on matters and issues of strategic interest to thecorporation

Strategic Plan & Other Program DeliverablesSupport all internal and external communication needs of corporation, Council and public (including media)Support all Council priorities and motionsExecute Emergency Information Officer role in City's Emergency Plan when required

Major Initiatives/IssuesEnhance Corporation's Visual Standard Guidelines Regarding Corporate IdentityLaunch of New Communication ToolsParticipate on Internally and Externally Lead Projects Requiring Communications SupportLaunch and Content Administration of New External WebsiteImprove and Streamline Communication Processes

Key Performance Indicators

Proactive Communications to Public and StaffIndicator 2009 Actual 2010 Plan 2010 Projected 2011 Plan

% of City Advertisements Consolidated into "This Week in - - - 80%Barrie" newspaper publication

# of Media Releases -- - 85

# of Communication Strategies - - - 70

% of Public Satisfaction with City Website Experience - - I - 60%

Influencing Senior Levels of GovernmentIndicator 2009 Actual 2010 Plan 2010 Projected 2011 Plan

# of Issues Managed with Provincial and/or FederalGovernments

- - 7 5


EXPENDITURES

CHIEF ADMINISTRATIVE OFFICECOMMUNICATION & INTERGOVERNMENTAL AFFAIRS DEPARTMENT

2009 2010 2010 2011 2012 2013___________________ _________________________

ACTUAL BUDGET FORECAST BUDGET FORECAST FORECAST

EXPENSESSalaries 341,402 413,077 442,086 447280 436,200 449,000Fringe Benefits 63,557 81,860 81,577 87,753 89,500 91,300Total Salaries and Benefits ________________________________ 404959 494,937 523,663 535,033 525,700 540,300OPERATING EXPENSESGeneral Operations 209,639 305,115 277,481 635,649 653,049 664,625MinorCapital 4,743 2,600 1,411 1,000 1,000 1,000Hydro, Water, Sewer, GasTransfers to other Boards, Municipalities, Agencies

__________________

Total Operating Expenses before Debenture Costs and Transfers 214,382__________________

307,715____________________

278,892__________________

636,649 654,049 665,625DEBENTURE COSTS AND TRANSFERSLease Equipment/PropertyFinancial ExpensesTransfer to/from User Rate Reserve FundsTransfer to ReservesTransfer to Capital Fund


Gross Expenditures 619,341 802,652 802,555 1,171,682 1,179,749 1,205,925RevenuesOther Government FundingContribution from Reserves/Reserve FundsLicences, Permits, Application FeesFinesFees, Charges, Service RentalsOther Revenue

________________ ________________ (671)Total Revenues

________________________________ _______________ (671)________________ ___________________ ___________________

Net Operating Expense/(Revenue) 619,341

_______________

802,652 801,884

________________

1,171,682

__________________

1,179,749

_________________

1,205,925

176

CHIEF ADMINISTRATIVE OFFICER DIVISIONCommunications & Intergovernmental Affairs Department


2009 2010 2010 2011 2011 Change in 2011 Change in 2011Actual Approved Forecasted Base Program Requested Base Budget Requested Budget

Expenditures Budget Expenditure Budget Change(s) Budget to 2010 Forecasted to 2010 Forecasted________________________________ $ $ $ $ $ S $ % Comments $EXPENSES

__________

Salaries 341402 413,077 442,086 447,280 447,280 5194 1% 5,194 1%Fringe Benefits 63,557 81,860 81,577 87,753 87,763 6,176 8% 6,176 8%Total Salaries and Benefits 404,959 494,937 523,663 535,033 535,033 11,370 2% 11,370 2%OPERATING EXPENSESGeneral Operations 209,639 305,116 277,481 635,649 635,649 358,168 129% Increase attributed to transfer of advertising 358,168 129%

Costs ($294,575) from various departments'3090 accounts for Centralization to thisaccouni, resulting in a reduction in otherdepartments 3090 accounts: and anincrease of $40,000 to the 3560Consultants g/l to assist with the addedworkload of the advertising costs that havebeen transferred

MinorCapital 4,743 2,600 1,411 1,000 1.000 1411) -29% 14111 -29%Hydro, Water, Sewer, GasTransfers to other Boards, Municipalities, Agencies

Total Operating Expenses before Debenture 214,382 307,715 278,892 636,649 636,649 357,757 128% 357,757 128%Costs and TransfersDEBENTURE COSTS AND TRANSFERSLease Equipment/PropertyFinancial ExpensesTransfer to/from User Rate Reserve FundsTransfer to ReservesTransfer to Capital FundTotal Debenture Costs and Transfers _____________ ______________ ______________ ______________ ___________ -Gross Expenditures 619,341 802,652 802,555 1,171,682 ___________

______________1,171,682

______________369,127

___________45%

___________________________________ _____________369,127

___________46%

Revenues___________________________________

Other Government FundingContribution from Reserves/Reserve FundsLicences, Permits, Application FeesFinesFees, Charges, Service RentalsOther Revenue 1671) 671 -100% 671 -100%Total Revenues _____________ _____________ (6711 _____________ __________ _____________ 671 100% 671 -100%Net Operating Expense/(Revenuel 619,341 802,652 801,884 1,171,682 __________ 1,171,682 369,798 46%

_________________________________

_________________________________ 369,798 46%

177

-;

7 Oce of the CAO H -

çL)eveopmei ii L imeL

Director of Strategy& Economic Development

Hany Kirolos

Administratjve Assistant Economic Development Economic DevelopmentBeth saak Officer Officer (2)

Funded by complimentfrom ED Researcher

position

December 2010

178

C,N-

Departmental Overview

The Strategy and Economic Development Office (SEDO) encompasses the functions related to supporting the growth and development of ourlocal business community and the attraction of new business investment for the purposes of sustaining a prosperous community whereresidents can enjoy a sustainable quality of life. SEDO seeks to promote the diversity of our business community to maintain economic stabilitywithin the City, increasing its viability and attractiveness for outside investment.SEDO is also responsible for facilitating Executive Management team meetings in its strategic planning for the corporation as a whole.The mandate of SEDO is to position the City of Barrie as a vibrant and successful community in the Ontario Central Region economy. It isessential to manage the vision for sustainable economic growth by pursuing strategies that build on the talent of our City's workforce andinvestments in community infrastructure, while supporting the continued success of our local institutions and business community.


Based upon the Five Year Economic Strategy and Action Plan completed in 2009, the following strategic goals will guide the initiatives andprograms to be undertaken by the Department:

1. Establish the community as a Regional Centre of Excellence for Health and Weliness by facilitating projects that advance research &development, innovation, investment, and business growth in the health industries.

2. Enable the development of a vibrant City Centre that is recognized for its quality of place and diverse range of natural and arts and culturalexperiences.

3. Engage with business, entrepreneurs, institutions and all levels of government to develop strategic alliances that ensure the City's economyis globally competitive, profitable and sustainable.

4. With the support of all levels of government and the private sector, become a regional centre for business support and innovation that willdrive SME growth and entrepreneurship.

5. Develop an identifiable, dynamic and consistent marketing message that will attract new business and entrepreneurs by promoting Barrie'sbusiness strengths, the quality of its workforce and its exceptionable liveability factors.

Strategic Plan & Other Program Deliverables

Attract, retain and expand business for Barrieo Implement revitalization plans for the City Centreo Encourage culture as an economic driver

In order to execute on all program deliverables, the SEDO team will be building on, establishing and developing key strategic alliances withbusiness, business leaders, community business organizations and other strategic alliances. In addition, the SEDO team will pursue verticalimplementation Champions with the private sector in order to better execute on the Economic Development Strategy.

Major Initiatives/IssuesBuild on Existing Health Industry Assets in Barrie & Attract Health Industries to Barrie- Initiate stakeholder working group to identify value chain and resources - including sector attraction strategy- Create sector database and analysis of existing assets

Develop broader company recruitment process/strategy and evaluate efforts- Initiate discussion/framework for a business case to attract university brand for R&D presence

Improve the Quality and Volume of Cultural and Economic Activity in City Centre- Support DCMP in the identification of key priorities and implementation

Create City Centre Branding & promote to regional/national/international development community- Execute the RFP process for 1-15 Bayfield Street development project

Engage City Centre Community through BIA, etc. for implementation initiatives that will increase economic activity.- Champion the relocation of Georgian College programs to the City Centre- Determine and promote City Centre brand equity to all residents and surrounding area

Foster Local Economic Development with an SME Focus- Leverage resources from regional institutions and all levels of Government by establishing collaborative relationships with federal andprovincial business support organizations (ie. MEDT) and strategic national sector support organizations (EMC, CME, etc.)- Provide opportunities to connect local business with government/association resources- Preserve and market employment lands through the re-development of the GIS/ICI Live site selection programs and updating the vacant landinventory. Support initiatives to designate employment lands in boundary expansion strategy.- Expand BR&E programming in target retention sectors/geographic areas, develop plan to increase engagement of local businesses andestablish Business Champions and collaborate with existing business support organizations to deliver on initiatives.- Identify Supply Chain Opportunities & Strategic Alliances (mci. Update local Business Directory and sub-sector profiles)- Collaborate with Georgian College to leverage business and educational opportunities including activities

that build mutually beneficial relationships between local business and education and the promotion of co-op programming andeducation/business collaboration opportunities.

Foster Innovation and New Business Development Through Strategic Institutional Alliances- Create/build upon online business support service tools and seek to centralize SME service provision to City Centre.

00

- Pursue opportunities to foster youth entrepreneurship and increase support for youth in the creative economy.- Continue to support the newly created Innovation Centre and plans to spur innovation among local businesses.- Initiate discussions/framework to establish a mentorship program for new product development and develop communications to promote newBarrie-born innovations- Identify 50 need to know companies and plan an outreach campaign for business investment in Barrie

Develop an identifiable, dynamic and consistent marketing message- Complete and develop content for new website- Initiate an economic development marketing and branding strategy to establish brand equity.- Collect success stories that reinforce Barnes brand- Identify and execute on joint marketing opportunities with RVH, Chamber, College, etc.


Health & Weliness Sector/PositioningIndicator 2009 Actual 2010 Plan 2010 Projected 2011 Plan

Research and Complete a Value Chain n/a 1 1 1

Indentify value chain and develop sector attraction strategy n/a 1 1 1

Create sector database of companies and capabilities n/a 1 1 1

Initiate discussion/framework to attract university brand forR&D presence

n/a 1 1 1

City CentreIndicator 2009 Actual 2010 Plan 2010 Projected 2011 Plan

Convention Centre (1-15 Bayfield St.) Promotion Plan and n/a 1 1 1Execution of Promotion Plan and RFP

Engage local developers/site selectors in City Centre n/a 25 25 10development opportunities - Outreach Contacts

Engage City Centre Community through implementation n/a 2 2 4initiatives/events

Execute City Centre brand equity with BIA, Tourism Barrie n/a 1 1 1and Culture Dept.

Foster Local Economic Development with an SME FocusIndicator 2009 Actual 2010 Plan 2010 Projected 2011 Plan

Engage local businesses and provide connections to 8 10 10 10information/resources through communications - Biz Blasts

Business Retention & Expansion Events 5 5 5 5- Vertical-SME

Establish relationships with public/private/institutional n/a 8 8 4organizations to leverage resources for local business -outreach-RVH-Georgian College-Laurention-Barrie Tourism

Business Outreach - Top Employers, retention sectors n/a 200 200 200

Support Barrie Innovation Team/Centre n/a 1 1 1

Initiate Discussion/Framework to centralize SME service n/a 1 1 1delivery to City Centre

______________ _____________ J ________________ ________-

Investment AttractionIndicator 2009 Actual 2010 Plan 2010 Projected 2011 Plan

Identify 50 need to know companies n/a n/a n/a 50-linked/associated with objectives 1,2,3

Research/Profile and establish Plan of Attack for 20 n/a n/a n/a 20companies in 2011

Create a Relationship/Fact Find/Quantify Opportunity with n/a n/a n/a 1212 companies in 2011


EXPENDITURES

CHIEF ADMINISTRATIVE OFFICE

STRATEGY AND ECONOMIC DEVELOPMENT DEPARTMENT

2009 2010 2010 2011 2012 2013_________________________________________________ ACTUAL BUDGET FORECAST BUDGET FORECAST FORECAST

EXPENSES

Salaries 329209 369930 347788 396069 403,990 412,070Fringe Benefits 59050 72,489 60,354 78,058 79619 81,212Total Salaries and Benefits 388,259 442,419 408,142 474,127 483,609 493,282OPERATING EXPENSESGeneral Operations 363,703 430,713 389,437 177415 179,923 182,452Minor CapitalHydro, Water, Sewer, GasTransfers to other Boards, Municipalities, Agencies

__________________


430,713____________________

389,437__________________

177,415 179,923 182,452DEBENTURE COSTS AND TRANSFERSLease Equipment/PropertyFinancial ExpensesTransfer to/from User Rate Reserve FundsTransfer to ReservesTransfer to Capital Fund


Gross Expenditures 751,962 873,132 797,579 651,542 663,532 675,734RevenuesOther Government Funding (95,868) (81,050) (83,687) (97,000) (97,000) (97,000)Contribution from Reserves/Reserve Funds (1,000)Licences, Permits, Application FeesFinesFees, Charges, Service Rentals (8,000) (2,800) (10,400) (4,200) (4,200) (4,200)Other Revenue (20,967) (18,050) (1,065) (15,000) (16,500) (18,000)Total Revenues (125,835) (101,900) (95,152) (116,200) (117,700) (119,200)

Net Operating Expense/(Revenue) 626,127 771,232 702,427 535,342 545,832 556,534

181

CHIEF ADMINISTRATIVE OFFICER DIVISIONStrategy and Economic Development Department


- 2009 2010 2010 2011 2011 Change in2oll Change in2ollActual Approved Forecasted Base Program Requested Base B udget Requested Budget

Expenditures Budget Expenditure Budget Change(s) Budget to 2010 Forecasted to 2010 Forecasted______________________________________

EXPENSES -$

___________$

___________$

___________$

___________$

_________$ $ % Comments $ %

Salanes 329209 369930 347788 396069 396069 48281 14% Increase in salaries for re-classification of 48281 14%Researcher to Economic Development

Fnnge Benefits 59,050 72,489 60,354 78,058 78,058 17,704 29%OfficerIncrease in benefits for re-classification of 17,704 29%Researcher to Economic Development

Total Salaries and Benelits 398,259 442,419 408,142 474,127 474 127 65 985 16%Officer

OPERATING EXPENSES , , 65,985 16%General Operations 363,703 430,713 389,437 177,415 177.415 (212,022) -54% Transfer 269,00010 Communications (212,022) -54%Minor Capital budget

Hydro, Wafer, Sewer, GasTransfers to other Boards, Municipalities, Agencies

Total Operating Expenses before Debenture 363,703 430,713 389,437 177,415 177 415 (212 022) 54%Costs and Transfers , , - (212,022) -54%DEBENTURE COSTS AND TRANSFERSLease Equipment/PropertyFinancial ExpensesTransfer to/from User Rate Reserve FundsTransfer to ReservesTransfer to Capital FundTotal Debenture Costs and Transfers(Iross ExpendituresRevenues

751,962 873,132 797,579 651,542 __________ 651,542 (146,037t -18% _________________________________ (146,037t_____________ -18%___________OtherGovernrnent FundingContribution from Reserves/Reserve Funds

(95,868)(1,000)

(81,0501 (83,687) (97,000) (97,000) (13,313) 16% (13,3131 16%Licences, Permits, Application FeesFinesFees, Charges, Service Rentals (8,000) 12,8001 (10,400) (4.2001 (4 2001 6 200 -60%Other RevenueT t l

(20,967) (18,050) (1,065) (15,000),

(15,000),

113,935) 1308%6.200

(13 9351-60%

1308%o a Revenues (125,835' 1101,900' (95,152) (116,200) ___________ (116,200) (21,048) 22%,

(21 0481Net Operating ExpensefiRevenue) . 626,127 771,232 702,427 535,342 535 342 1167 0851 24%___________________________________ , 22%

__________ , , - _________________________________ L (167.0851 -24%

182

SL\'G3S iViSOl

Executive Assistant to theGeneral Manager

Jill Taylor

Director, Internal AuditSharyn Ross

City ClerkDawn McAlpine

General Manager of Corporate ServicesEd Archer

Director of Finance Director of Human Resources Director of Information & IDirector of Legal ServicesCommunication TechnologyDebbie McKinnon Samara Kaplan Ingrid Peters

December 2010

21

183

CORPORATE SERVICES DIVISION

Division Goals

To provide administrative services and policy support to Council, the Office of the GAO and other Divisions to assist them in their delivery ofcustomer-focused, cost-effective municipal services.To develop and maintain financial policies and plans that support Council's strategic priorities, protect the City's credit worthiness andminimize the tax and user fee impact on ratepayers.To enhance the safety and quality of life in the community through the provision of municipal law enforcement and court services.


• Complete the business case supporting the investigation and purchase of new enterprise resource planning and, subject to Council approval,begin implementation by revising the corporation's chart of accounts.

• Begin delivering water meter reading and billing services using municipal staff and new meter reading technology.Lead the City's participation in the Ontario Municipal Benchmarking Initiative.Increase the rate of electronic payment methods for both receiving and making payments.Design and implement a new job evaluation tool for CUPE employees.Oversee the implementation and compliance with policy and process changes required for compliance with the Assistance to Ontarians withDisabilities Act.Strengthen employee health and safety training policies and processes to reduce the frequency and severity of lost-time accidents/insuranceclaims.Provide legal and real estate support to assist in the implementation of the City Centre Revitalization Program and other developmentopportunities.Finalize and implement a leadership development program.Provide the technology infrastructure and configure systems to support the commissioning of several new corporate facilities including theSurface Water Treatment Plant, Fire Station #1, the Barrie Public Library's Painswick Branch and the Downtown Community Theatre


• General economic conditions.• Federal/Provincial legislation and funding priorities.

The Citp of

PIE184

Corporate Scorecard Indicators

AU Departments measure performance using a Balanced Scorecard. Corporate Services contributes the following indicators to a corporatescorecard:

Department Indicator 2010Plan

2010Preliminary

2011Plan

Finance Average Number of Bids per Bid Call 5.00 5.65 5.20Insurance Cost per Claim $2,000 $4,060 $2,000Billings Outstanding Over 90 Days 40.00% 42.93% 40.00%

- Properties on Pre-authorized Payment 21.00% 22.58% 30.00%____________________

Human Resources Turnover Rate 3.00% 3.70% 3.00%Average Number of Absences per Employee (days) 8.50 9.70 7.41Number of Lost Time Accidents 15 17 13Total Cost of Lost Time $1,400,000 $1,657,064 $1,500,000Average Number of Applications per Posting 30 31 35

____________________- Recruitment Cycle Time (days) 25 32.6 25

Budget Summary

2011 Net ________2011 Staffing

Department_____________________________

RequestedBudget

BaseFTE

ProgramChanges

TotalRequested

Office of the General Manager $ 302,572 2 0 2City Clerk 683,308 45 2 47Finance 3,063,568 45 0 45Human Resources 1,519,616 11 0 11Information, Communication andTechnology

4,868,197______________

32_________

3__________

35____________

Internal Audit 145,869 1 0 1Legal Services 1,614,530 50 -1 49Total $12,197,660 186 4 190

2; Ci:pcfTTifl

185

1"-4

Department Program Change Form

Corporate Services Division2010 Program Change Form Impacts

Planned Service Impacts Achieved? Comments

City Clerk's Inter-Facility Mail Service • % of mail delivered to remote Y The provision of an Interfacility mailOffice facilities within 48 hours courier service has streamlined the

o % of Council packages delivered delivery of mail and ensures that mailwithin 2 hours is being delivered in a consistent and

o Reduction in % of misdirected mail timely manner. Staff from remote sitesare able to utilize the services of theprint shop more conveniently, withreduced costs for their photocopying.The relocation of the Municipal Lawand Prosecution Services Branch ofthe Legal Services Department andthe Court Services Branch of the CityClerk's Office and the opening of theSurface Water Treatment Plantcreates an additional volume of mail tobe distributed from remote sites.Council packages are reaching themembers within 2 hours (earlier thanwithout the position) and there is alsoa reduced impact to the wintercontrol/road patrol operations as roadpatrol is no longer being interrupted forthis delivery. 100% of the mail hasbeen delivered to remote facilitieswithin 24 hrs since the implementationof the position (represents 75% for2010). Misdirected mail between siteshas been significantly reduced as well.

186

'1'6'y

N

Corporate Services Division________

2010 Program Change Form mpacts_____________________


__________ ____________________ _____________________________ (YIN) ____________________________

Performance Analyst o Assistance with the coordination of Y The addition of the PerformanceCommunity Operations Division Analyst position has improved thebudget development, monitoring and quality and timeliness of financial andmanagement; Division performance non-financial performance reportingmanagement through analysis and within the Community Operationsreporting of Key Performance Division.Indicators. Assist the managementteam with decision support andperformance improvement projects,0MB! and process improvement

___________________________ initiatives.Office Support Clerk o Full-Time Reception and

____________

Y_____________________________________This was a full-time conversion. No

Procurement Process Support additional service impacts were________________________ ___________________________________ ___________ anticipated.Senior Accounting Clerk - . Management reports describing the N As a result of the resignation of twoCapital Assets stock and use of tangible capita! Managers during 2010, this position

assets has not been filled yet. It is anticipatedthat recruitment will be underwaywithin the first quarter of 2011. Thework that was anticipated to be doneby this position has continued to beshared across other staff usingovertime and lieu time. This improvedthe Department's ability to completeprocesses and projects on a timely

_____________ _________________________ _____________________________________ ____________ basis.

T! Cf

187

r-'- -t*

F' -1

Department Program Change Form

Corporate Services Division2010 Program Change Form impacts


Junior Buyer e Provide assistance with Supplier Y The Jr. Buyer was filled by an internalPerformance Management Program candidate. The immediate priority was

• Increase and improve documentation to assist in the final stages of thecollection, verification and tracking implementation of the Purchase Orderfrom contractors and Commitments system.

• Increase capacity of PurchasingAgents to provide strategic The addition of the Junior Buyer hasprocurement and planning advice to been effective at increasing thedepartments capacity of the Purchasing Agents to

• Increase capacity of the Purchasing spend more time on procurementClerks to improve Cycle Time of planning and with client departmentsgenerating purchase orders by shifting the preparation of

approximately 25 StandingAgreements from the PurchasingAgents to the Jr Buyer.

Contractor Documentation tracking hasshifted from the Purchasing Clerks roleto the Junior Buyer role. There is morework to be done in 2011, which willinclude extending the documentationtracking to WSIB (being completed bystores staff at this time), licenses,certifications and other contractordocumentation. The Junior Buyer willbe investigating options for a databaseof this documentation and anautomated e-mail notification

_____________ __________________________ _____________________________________ ___________ functionality available from the City'sCyof

188

- :/ 7:-

H- _i

Corporate Services Division2010 Prociram Chanue Form Im

Department Program Change Form Planned Service impacts Achieved? Comments

partner Biddingo.com.

Water Meter Reading & . Customer savings due to increased V The request for 2010 included twoBilling Process ability of staff to detect leaks, positions, however, following CouncilImprovements malfunctions and tampering budget deliberations one position was

• Annual number of estimated meter deferred until 2011. The Water andreadings Wastewater Billing Supervisor has

o Management reports comparing been hired and has been makingwater production with water positive contributions to theconsumption to maximize equipment development of the Water andutilization rates Wastewater Billing Program.

• E-commerce transaction options forcustomers

• Reduce the level and extent ofsundry billing by using billingconsolidation options

o Interest and penalty charges foroverdue accounts

• Water consumption reconciliationreports and analysis

____________ ________________________ •__Average_number_of_calls_(average___________ _________________________________

ThC'of- .-

189

I- -4

Corporate Services Division_______

2010 Program Change Form Jmpacts______________


processing time) for customers tocreate an appointment for staff toattend at their house for service

• Secure online access to customeraccount data for information aboutconsumption history, possible high

________________________ consumption_alert___________

Community Grant Program • Formalized mechanism for providing N__________________________________

Due to workload pressures, the formalfinancial support to Community program was not established in 2010.Groups and Not for Profit It is anticipated that a program will beOrganizations established by the second quarter of

__________ _____________________ ______________________________ _________ 2011.Human Accessibility Co-ordinator • Adherence to Legislation Y Responsibility for accessibilityResources transferred from the Clerk's Office to

Accessibility Co-ordinator achieved.

ICT Business Systems Analyst e Project co-ordination and Y CityWorks and Water Billing were- Contract management of CityWorks, Water shifted to permanent certified Project

Billing and Fleet Management Managers due to the size andsolution implementations complexity of the projects; other

• Staff training and skills development, projects were shifted to the contractCityWorks, Water Billing, Fleet BSA. The Contract BSA positionManagement ensured that adequate bandwidth was

• Contract management and available to enact the planned serviceadministration for CityWorks vendor, impacts as described.

___________ ______________________ ESRI_Canada __________ _______________________________

(7 of

771E190

CORPORATE SERVICES DIVISIONDIVISION SUMMARY


_________________________________- 2009 2010 2010 2011 2011 Changein2oll Changein2ollActual Approved Forecasted Base Program Requested Base Budget Requested Budget

Expenditures Budget Expenditure Budget Change(s) Budget to 2010 Forecasted to 2010 Forecasted______________ $ $ $ $ $ $ $ % $EXPENSES

____

Salaries 10,182583 11,230,910 10,581,809 11,667,588 183,337 11,850,923 1,085,777 10% 1,269,114 12%Fringe Benefits 2,061,243 2,282,209 2,182,559 2,432,873 35,523 2,468,396 250,314 11% 285,837 13%Total Salaries and Benefits 12243,826 13,513,119 12,764,368 14,100,459 218,860 14,319,319 1,336,091 10% 1,554,951 12%OPERATING EXPENSESGeneral Operations 4,113262 5,267,224 4,790,741 4,946,690 4,946,690 155,949 3% 155,949 3%MinorCapitat 490,624 657,995 489,560 335,775 15,400 351,175 (153,785) -31% (138,385) -28%Hydro, Water, Sewer, Gas 15,664 17,490 16,943 17,585 17,585 642 4% 642 4%Transfers to other Boards, Municipalities, Agencies 2,870,187 2,082,618 2,352,380 2,534,388 (19,566) 2,514,822 182,008 8% 162,442 7%

Total Operating Expenses before Debenture 7,489,737 8,025,327 7,649,624 7,834,438 (4,166) 7,830,272 184,814 2% 180,648 2%Costs and TransfersDEBENTURE COSTS AND TRANSFERSLease Equipment/Property 221,101 679,928 697,541 849137 53,235 902,372 151,596 22% 204,831 29%Financial Expenses 70,718 74,680 73,972 80,622 80,622 6,650 9% 6,650 9%Transfer to/from User Rate Reserve Funds (40,239)Transfer to Reserves 148,920 44,208 31,482 133,880 42,600 176,480 102,398 325% 144,998 461%Transfer to Capital FundTotal Debenture Costs and Transfers 400,500 798,816 802,995 1,063,639 95,835 1,159,474 260,644 32% 356,479 44%Gross Expenditures 20,134,063 22,337,262 21,216,987 22,998,536 310,529 23,309,065 1,781,549 8% 2,092,078 10%RevenuesOther Government Funding (62,388) (80,420) (44,049) (114,346) (28,200) (142,546) (70,297) 160% (98,497) 224%Contribution from Reserves/Reserve Funds (289,717) (1,235,795) (1,094,147) (64,475) (64,475) 1,029,672 -94% 1,029,672 -94%Licences, Permits, Application Fees (1,041,773) (953,314) (874,902) (941,105) (941,105) (66,203) 8% (66,203) 8%Fines (8,181,261) (7,326,355) (7,166,101) (8,866,376) (8,866,376) (1,700,275) 24% (1,700,275) 24%Fees, Charges, Service Rentals (343,506) (314,080) (343,940) (447,022) (50,000) (497,022) (103,082) 30% (153,082) 45%Other Revenue (342,831) (725,949) (648,239) (541,613) (58,268) (599,881) 106,626 -16% 48,358 -7%Total Revenues - (10,261,4761 (10,635,913) (10,171,378) (10,974,937) (136,468) (11,111,405) (803,559) 8% (940,027) 9%Net Operating Expense/(Revenue) - 9,872,587 11,701,349 11,045,609 12,023,599 174,061 12,197,660 977,990 9% 1,152,051 10%

191


EXPENDITURES

CORPORATE SERVICES DIVISIONGENERAL MANAGER OF CORPORATE SERVICES

2009 2010 2010 2011 2012 2013__________________________________________________ ACTUAL BUDGET FORECAST BUDGET FORECAST FORECAST

EXPENSESSalaries 243301 247656 243452 244486 249672 254654Fringe Benefits 41839 43991 42591 44552 45443 46452

Total Salaries and Benefits 285,140 291,647 286,043 289,038 295,115 301,106

OPERATING EXPENSESGeneral Operations 8,425 13,734 13,758 13,234 15,320 16,400Minor Capital 1,230 300 287 300 300 300Hydro, Water, Sewer, GasTransfers to other Boards, Municipalities, Agencies _________________ _________________ ___________________ _________________ ___________________ ___________________

Total Operating Expenses before Debenture Costs and Transfers 9,655 14,034 14,045 13,534 15,620 16,700

DEBENTURE COSTS AND TRANSFERSLease Equipment/PropertyFinancial ExpensesTransfer to/from User Rate Reserve FundsTransfer to ReservesTransfer to Capital Fund ________________ ________________ __________________ ________________

Total Debenture Costs and Transfers__________________ __________________

Gross Expenditures 294,795 305,681 300,088 302,572 310,735 317,806

RevenuesOther Government FundingContribution from Reserves/Reserve FundsLicences, Permits, Application FeesFinesFees, Charges, Service RentalsOther Revenue (21,000) __________________ ___________________ _________________ ___________________ ___________________

Total Revenues (21,000)________________ _________________ ________________ __________________

Net Operating Expensel(Revenue) 273,795 305,681 300,088 302,572 310,735

__________________

317,806

192

CORPORATE SERVICES DIVISIONGeneral Manager of Corporate Services


- 2009 2010 2010 2011 2011 Changein2oll Changein2ollActual Approved Forecasted Base Program Requested Ease Budget Requested Budget

Expenditures Budget Expenditure Budget Change(s) Budget to 2010 Forecasted to 2010 Forecasted______________________________________ $ $ $ $ $ $ $ % Comments $EXPENSES

__________

Salaries 243301 247656 243452 244486 244486 1034 % 1034 %Fringe Benefits 41,839 43,991 42,591 44,552 44,552 1,961 5% 1.961 5%Total Salaries and Benefits 285,140 291,647 286,043 289,038 289,038 2,995 1% 2,995 1%OPERATING EXPENSESGeneral Operations 8,425 13,734 13758 13,234 13,234 1524) -4% (524) -4%MinorCapital 1,230 300 267 300 300 13 5% 13 5%Hydro, Water, Sewer, GasTransfers to other Boards, Municipalities, Agencies

Total Operating Expenses before Debenture 9,655 14,034 14,045 13,534 13,534 (511) -4% (511) -4%Costs and TransfersDEBENTURE COSTS AND TRANSFERSLease Equipment/PropertyFinancial ExpensesTransfer to/from User Rate Reserve FundsTransfer to ReservesTransfer to Capital FundTotal Debenture Costs and Transfers - _____________ ______________ ______________ ______________ ___________Gross Expenditures - 294,795 305,681 300,088 302,572 ___________

______________302,572

______________2,484

___________1%

___________________________________ _____________2,484

____________1%

Revenues___________________________________

Other Government FundingContribution from Reserves/Reserve FundsLicences, Permits, Application FeesFinesFees, Charges, Service RentalsOther Revenue 121,000)Total Revenues - 121,0001 _____________ _____________ _____________Net Operating Expense/(Revenue) 273,795 305,681 300,088 302,572

__________

__________

_____________302,572

_____________2,484

__________1%

_________________________________

I_____________

2,484___________

1%

193

Soivicos Divisioii( civ C(ei's O(cc

H

Administrative AssistantWendy Sutherland

Supervisor- VitalStatistics, Corporate Mail

and Print ServicesLisa Pearson

Mail and Printing ServicesOperator

Mail Room Operator

Funded by Supervisor -Council and Information

Services position

Deputy City ClerkCarey deGorter

Supervisor- CouncilSecretariat

Nina Brancaccio

Secretary (4)

City ClerkDawn McAIpine

Supervisor- CouncilSupport and Information

Services(Vacant)

Information Clerk (PT) (2)

Manager of Court ServicesRodger Bates

Court Services SupervisorClaudia Conti

Senior CourtAdministration Clerk

Court Administration ClerkSecretary (8)

Court Administration Clerk(PT) (2)

Provincial Offences Clerk(1)

Court Services SupervisorWanda Renton-Calvert

Senior CourtAdministration Clerk

Court Administration Clerk(5)

Court Administration Clerk(PT) (2)

Courtroom Support Clerk(5)

Courtroom Support Clerk(PT) (1)

February 2011

22

Records and InformationSupervisor

I-leather Cassis

Records and InformationClerk

194

Ir)0)


The City Clerks Office is comprised of two branches; Administrative Services (which includes Council Secretariat, Councillor Support,Corporate Mail and Print services, Vital Statistics and Records and Information Services) and Court Services (which is responsible for theadministration of justice within two court service areas in compliance with the Provincial Offences Act and the Memorandum of Understandingand Inter-municipal Service Agreements).

In addition to overseeing these services, key responsibilities include executing the statutory duties of a Municipal Clerk, acting as Head" underMFIPPA (FOl) legislation, and as Returning Officer for municipal elections. The City Clerk is the Corporate Secretary appointed statutorily asthe persona designate in discharging the duties of corporate office. The actions of the City Clerk in the execution of his/her duties bind theCorporation.

Administrative Services Branch

The Administrative Branch requires approximately 40% of the Departments staff resources to perform the following services:o Plan, administer and distribute material for over 130 meetings of Council, General Committee, Reference Committees and Advisory

Committees of Council involving the recording of 1000 motions/resolutions and over 200 by-laws.o Provide support to Councillors for voice and email communications, as required.o Coordinate and deliver Municipal Elections every 4 years and by-elections as requiredo Provide records and information management services for the corporation and the general public.o Deliver front line information services for the general public including responses to Cityinfo inquiries, booking public meeting

rooms in City Hall and providing tours of City Hall.o Process over 170,000 pieces of outgoing mail annually.• Process over 1.2 million print/photocopy requests for City departments and associated agencies• Register over 1 650 births and deaths and issue 880 marriage licences• Respond to 70 Municipal Freedom of Information and Protection of Privacy Act requests.o Process routine administrative records including local improvement petitions, Court of Revision, and the commissioning/certification

of documents.

Court Services Branch

The Court Services Branch approximately 60% of the Department's staff resources to perform the following services:o Provincial Offences court administration on behalf of the Barrie and Orillia Court Service Area Partnerso Process 75,600 charging documentso Receive and process $95 million in paymentso Schedule 586 trial courts• Prepare 280 transcripts and 1316 dockets (court plus Fail to Respond)O Process 4,916 matters in intake courts• Respond to 28,148 phone inquiries• Transfer 400 appeal matters to the appeal courts• Manage the enforcement and collection of unpaid fines.


• Complete reporting and other responsibilities associated with 2010 Municipal Election in accordance with Municipal Elections Act• Ensure the accurate and timely reporting of Council and Committee decisions and recommendations• Deliver Provincial Offence Administration services to members of the public and court service partners in accordance with established

service level standards• Timely processing of mail and print requests• Timely and courteous administrative services to the public, elected officials, City departments, and other stakeholders

Strategic Plan & Other Program Deliverables• Comply with Municipal Act, 2001 provisions related to governance, accountability and transparency• Provide information, advice and training for staff concerning communicating with Council/Committees.• Comply with the Provincial Offences Act and the Memorandum of Understanding and Inter-municipal Service Agreements for Court

Services Operations• Increase the rate of electronic payment for court fines

Major Initiatives/Issues

• Implementation of 2011-2014 Council Committee structure and orientation of new Committee members• Complete reporting and other processes associated with the 2010 Municipal Election• Review opportunities related to enhancements of the Council governance structureo Provide information, documentation and ongoing training for staff about Council processes and staff report writing• Implement new multi-agency approach to the collection of unpaid POA fines to address revenue opportunities and develop write off

policy

(0C,

o Complete phase II related to the implementation of electronic agenda processo Assist with Barrie Hydro/PowerStream Inc. and Allandale Community Development Corporation related matters.


lIUl LII dUUUFiLe EiU urneiy reporiing 01 iouncu ana ommittee meetingsIndicator 2009 Actual 2010 Plan 2010 Projected 2011 Plan

Council and Committee Cost per Hour in Session $1,750 $1,550 $1,575 $1,550

% of correspondence from Council meetings mailed with 4days

97% 95% 95% 95%

# of motions/resolutions/by-laws recorded 1,327 1,500 1,325 1,000

Council and Committee - Total Hours in Session 224 215 210 210

Provincial Offence Administration to members of the public and court service DartnersIndicator 2009 Actual 2010 Plan 2010 Projected 2011 Plan

# of matters before the courts 41,370 50,000 50,000 53,830

# of charges filed per front line FTE(trial scheduling incorporated in 2011 as per OMBI)

4,933 5,500 5,500 6,154

Cost per charges to administer (includes Part I, II and Illcharges filed) - both court service areas

$43 $46 $54 $54

Timely processing of mail and print requestsIndicator 2009 Actual 2010 Plan 2010 Projected 2011 Plan

Annual volume of incoming/outgoing mail (estimate) 176,706 250,000 275000 280,000

# of internal print copies processed 1,408,136 1,800,000 1,850,000 1,650,000

Timely and courteous administrative services to the public, elected officials. City deoartments and other stakeholdersIndicator 2009 Actual J 2010 Plan 2010 Projected 2011 Plan

# of marriage licences issued 878 844 890 830

# of deaths registered (previously included births as well) 1,708 1,160 900 825

% of MFIPPA requests responded to within 30 days 92% 97% 98% 98%


EXPENDITURES

CORPORATE SERVICES DIVISIONCITY CLERk'S OFFICE


EXPENSESSalaries 2116702 2524,448 2,426,182 2,428,434 2,472,749 2,522,081Fringe Benefits 443,200 491,902 499,478 513,970 523,845 534,320

Total Salaries and Benefits 2,559,902 3,016,350 2,925,660 2,942,404 2,996,594 3,056,401

OPERATING EXPENSES

General Operations 1,108,303 1,613,648 1,433,758 1,452,933 1,477,011 1,483850Minor Capital 45,357 87,200 89,465 54,975 36,248 29,883Hydro, Water, Sewer, Gas 5,933 6,390 5,779 6,485 6,615 6,748Transfers to other Boards, Municipalities, Agencies 2,870,187 2,082,618 2,352,380 2,534,388 2,489,451 2,442,029

Total Operating Expenses before Debenture Costs and Transfers 4,029,780 3,789,856 3,881,382 4,048,781 4,009,325 3,962,490

DEBENTURE COSTS AND TRANSFERSLease Equipment/Property 201,315 506,255 498,848 591,776 592,559 592,812Financial Expenses 51,857 54,180 54,891 60,700 60,924 61,153Transfer to/from User Rate Reserve FundsTransferto Reserves 135,348 30,608 31,482 133,880 133,179 132,557Transfer to Capital Fund

Total Debenture Costs and Transfers 388,320 591,043 585,221 786,356 786,662 786,522

Gross Expenditures 6,978,002 7,397,249 7,392,263 7,777,541 7,792,581 7,805,413

RevenuesOther Government Funding (2,832)Contribution from Reserves/Reserve Funds (35,943) (451,200) (451,132) (49475) (28,248) (21,863)Licences, Permits, Application Fees (164,973) (147,535) (142,781) (128,000) (130,000) (130,000)Fines (7,070,771) (6,282,955) (6,174016) (7,764,176) (7,825,676) (7,825,876)Fees, Charges, Service Rentals (20,395) (21,235) (16526) (17,000) (17000) (17,000)Other Revenue 259,973 (60,887) (51,362) 796,298 866,308 888,281Total Revenues (7,034,941) (6,963,812) (6,835,817) (7,162,353) (7,134,616) (7,106,258)

Net Operating Expense/(Revenue) (56,939) 433,437 556,446 615,188 657,965 699,155

197

CORPORATE SERVICES DIVISIONCity Clerks Office


2009 2010 2010 2011 2011 Cliangein2oll Changein2OllActual Approved Forecasted Base Program Requested Base Budget Requested Budget

Expenditures Budget Expenditure Budget Change(s) Budget to 2010 Forecasted to 2010 Forecasted_______________________________________ $ $ $ $ $ $ $ % Comments $EXPENSES

___________

Salaries 2116.702 2,524,448 2.426.182 2,428,434 42,094 2,470,528 2,252 % 44.346 2%Fringe Benefits 443,200 491,902 499,478 513,970 11,701 525,671 14,492 3% 26,193 5%Total Salaries and Benefits 2559,902 3016350 2,925,660 2,942,404 53,795 2,996,199 16,744 lob 70,539 2%OPERATING EXPENSESGeneral Operations 1.108,303 1613,648 1433,758 1.4S2,933 1.4S2,933 19,175 1% Postage increases (related to water and 19,175 1%

waste water billing, increase in postagerates, general increase in volume of wait).Full year of rental of 45 Cedar Points withsecond court (additional space rented).

Minor Capital 45,357 87,200 89,465 54,975 54,975 (34,490) -39% 2010 reflected capital associated with move (34,490) -39%to 45 Cedar Poinle Drive. 2011 does notanticipate these costs. In addition, Clerks isno longer purchasing stand alonephotocopiers. ICT is now purchasingcombination units.

Hydro, Water, Sewer, Gas 5,933 6,390 5,779 6,485 6,485 706 12% 706 12%Transfers to other Boards, Municipalities, Agencies 2,870,187 2,082618 2,352,380 2.534,388 )19,5e6) 2,514,822 182,008 8% Directly related to FaA revenues - 162,442 7%

increased collection activity is projected.Total Operating Expenses before Debenture 4,029,780 3,789,856 3,881,382 4,048,781 (19,566) 4,029,215 167,399 4% 147,833 4%Costs and TransfersDEBENTURE COSTS AND TRANSFERSLease Equipment/Property 201,315 506,255 498,848 591,776 33,591 625,667 92.928 19% Full year of operation of 45 Cedar Pointe 126,819 25%

Drive (additional space rented for secondcourtroom).

Financial Expenses 51,657 54,180 54,891 60,700 60,700 5,809 11% 5,809 11%Transfer to/from User Rate Reserve FundsTransfer 10 Reserves 135,348 30,608 31,482 133,880 133,880 102,398 325% Transfer to election reserve for 2014 102,398 325%

($100,000). No transfer made in 2010 as itwas an election year. Remaining transferamourtls are directly related to POArevenues.

Transfer to Capital Fund'rotal Debenture Costs and Transfers 388,320 591,043 585,221 786,356 33,891 820,247 201,135 34% 235,026 40%Gross Expenditures 6,978,002 7,397,249 7,392,263 7,777,541 68,120 7,845,661 385,278 5%

___________________________________

453,396 6%Revenues

___________________________________

Other Government Funding (2.832)Contribution from Reserves/Reserve Funds (35,943) (451,200) (451,132) (49,475) (49,475) 401,657 -89% Recovery of postage from water and waste 401,657 -89%

water billing ($47 K)new. No contributionfrom election reserve ($375,000)as 2011 isnot an election year).

Licences, Permits, Application Fees )1e4,973) (147,535) (142,781) (128,000) (128,000) 14,781 -10% Birth registrations no longer provided by 14,781 -10%the City. Marriage license and dealhcertificate aclivity expected to decrease in2011 due to a reduced number ofmarriages and competition fromneighbouring municipalities for theseservices

1 98

Fines (7070,771) (6,262,955) (6,174016) (7,764176) (7,764,176) (1,590,160) 26% Court costs and lees included in Fines in (1,590,160) 26%2011 aa opposed to sundry account. Fullyear costs associated with Internal transfers(prosecution costs) and transfers to othermunicipalities. Lower than anticipatedcharge volumes by BPS are expected tocontinue into 2011

Fees, Charges. Service Rentals (20,395) (21,236) (16,5261 (17,0001 117,000) (474) 3% (474) 3%Other Revenue 259,973 (60,887) (51,362) 796,298 796,298 847,660 -1650% Court costs and fees included in Fines in 647,660 -1650%

2011 as opposed to sundry account. Fullyear costs associated with Internal transfers(prosecution costs) and transfers to othermunicipalities.

Total Revenues (7,034,9411 (6,963,812) 16,835,817' (7,162,353' ___________ (7,162,353t (326,536) 5% (326,536) 5%Net Operating ExpenseflRevenue) (56,939t 433,437 556,446 615188 68120 683,308 58,742 11%

__________________________________

__________________________________ 126862 23%

199

oipovaC Scivices Dvisicii LLi-Depai :mel1t.

Administrative Assistant -Finance

Adele Lemanczyk

Manager of Revenue(Vacant)

Director of FinanceDebbie McKinnon

Deputy Treasurer Manager of PurchasingCraig Millar David Allan

Manager of AccountingKathleen Short

Supervisor WaterWastewater Billing

Alli B ll k

Revenue & TaxationSupervisor

R M D lerformance Analyst (2) H

urchasing Analystupervisor, Accounting

ServicesWendy Oickle

nsurance RiskExaminer

___________________son u oc enale c ougal

Water and Wastewater Budget Analyst (2) HPurchasing Agent (3)

Billing Clerk (2) Tax Billing ClerkF

Payroll SpecialistH

Water and Wast]Clerks (5)

LTax Clerk (5)

FSeniorFinancial

Analyst

H JuniorBuyer

ayroll ClerkH

P h i ClAccounting CliT1

(Accounts Receivable!I

Tax Supporf ClerkF

inancial Analyst Hurc as ng erk (2)

______________________ Senior Accounting FGeneral AccourgjClerk

H St 3Accounting Cl(Invoicing & Bi!J

oresperson ( )Accounting Clerk II(Accounts Payable)

(2)_______________

Office Support Clerk(2) L

February 201123

200

c'1

Departmental OverviewThe Finance Department provides four services: corporate finance and accounting, purchasing, taxation and new for 2011 will be the water andwastewater billing service. The corporate finance and accounting service includes the development and recommendation of strategies toaddress short and long term financial objectives of the City; the coordination and preparation of capital and operating budgets; ensuringcompliance with PS 3150 Accounting for Tangible Capital Assets; funds investment, banking and audit arrangements, preparation of internaland statutory financial reporting and performance measurements, payroll services, accounts payable and receivable, insurance administrationand risk management. The purchasing service includes management of the corporate procurement function by ensuring the procurementprocess continues to be transparent, fair and accountable and in compliance with the City's Procurement Policy and by assisting corporatedepartments in acquiring the goods and services required to deliver their services. The taxation service includes the billing and collection ofproperty tax and other revenue. Similarly, the water and wastewater billing service includes the billing and collection of water and wastewaterrevenues.

Corporate Finance and Accounting

The Corporate Finance and Accounting Service requires approximately 44% of the Department's resources to perform the following services:

• Provide support, advice and information to all departments for monthly, quarterly, annual budget and financial managementrequirements

o Provide management with monthly year-do-date expenditure and revenue totals and details of the operating and capital programs• Prepare draft consolidated financial statements and all related working schedules for external auditoro Prepare and issue all mandatory external financial reporting documents• Provide financial guidance and support to related Boards & Commissions• Provide business support as it relates to financial and non-financial performance reportingo Provide guidance and advice to the divisions on the development of the annual Business Plan• Coordinate the development and maintenance of divisional performance measures (e.g. OMBI, MPMP, BSC)o Process bi-weekly payroll for 1,700 employees, including those of the Police, Library, Airport, and BIA• Process over 50,000 vendor invoices with payment, on average, in 30 dayso Process, monitor and follow-up on all outstanding municipal billings, collecting over 83% of outstanding receivables• Process and manage over 300 insurance claims per year

Purchasing Services

The purchasing service requires approximately 22% of the department's resources to perform the following services:

• Work with user departments to develop a projected 175 bid documents that will attract competitive bids from qualified suppliers• Preparation and issuance of 800 purchase orders• Management of 190 standing agreements for commonly used goods and services• Maintain appropriate levels of inventory, personal equipment and tooling to meet operational needs and ensure effective cost

controls.

Taxation Services

The taxation service requires approximately 16% of the Departments resources to perform the following services:

• Handling 19,500 phone and in person inquiries• Issuance and collection of 90,000 municipal property tax bills• Process 160,000 payments

Water and Wastewater Billing Service

The water and wastewater service requires approximately 18% of the Departments resources to perform the following services:

o Expect to handle 13,350 phone and in person inquiries annuallyo Issuance and collection of 267,000 water and wastewater bills annually

Key Departmental ObjectivesProvide the City's operating and support departments with the business infrastructure for:

o Protecting and preserving the assets of the City• Accurate and efficient reporting of business and payroll transactions• Timely billing and revenue collection for municipal services sold• Competitive and timely procurement processes

C\J

C\J

Strategic Plan & Other Program Deliverableso Complete Implementation of Water and Wastewater Billing Programo Corporate Stores Reviewo Complete Year 1 of Enterprise Resource Planning (ERP) System implementation

Major Initiatives/Issueso Configuration and implementation of water and wastewater billing system• Establish process and procedures to support water and wastewater billing programo Establish a corporate-wide working group to determine the most efficient and cost effective model for delivering the stores service• Implement outcome of the Corporate Stores Review• Establish a comprehensive plan for the implementation of a Financial Information Systemo Design new chart of accounts


Protecting and preserving the assets of the CityIndicator 2009 Actual 2010 Plan 2010 Projected 2011 Plan

Gross Fixed Yield (INVT31O) 2.18% 1.0% 2.1% 2.5%

Insurance Cost per claim/incident $2,275 $2,000 $2,000 $2,000

Accurate and efficient reporting of business and payroll transactionsIndicator 2009 Actual 2010 Plan 2010 Projected 2011 Plan

Cost per payroll payment (FPRL3O6A) $5.03 $3.30 $3.20 $4.40

Percentage of billings outstanding over 90 days(GREV32O)

49% 40%____________

50%_______________

40%____________

Average dollars spent per P-card transaction (FINV24O)____________

$168 $180 $176 $180

Accounts payable cost per invoice paid (FINV317) $2.75 $2.25 $2.19 $2.25

Timely billing and revenue collection for municipal services soldIndicator [ 2009 Actual 2010 Plan 2010 Projected 2011 Plan

Total tax receivables as a percentage of current year levy 5% 5.5% 6.0% 5.5%(TXRS1 35)

__________ _______

% of accounts enrolled in a pre-authorized payment plan____________

21.5%___________

22% 21% 30%(TXRS4O5)

_____________ _____________ ______________ _____________

Competitive and timely procurement processIndicator 2009 Actual 2010 Plan 2010 Projected 2011 Plan

Benefits of tendering process 12.5% 15% 13% 15%

% of Goods/Services Purchased through ProcurementProcess

51% 60% 55% 65%

Average number of bids per bid call (FPUR415) 3.5 5.0 4.8 52


EXPENDITURES

CORPORATE SERVICES DIVISIONINANCE DEPARTMENT


EXPENSESSalaries 2288092 2,512095 2370,482 3,001,291 3,112,484 3,173,418Fringe Benefits 453,531 538,165 502,272 648,519 663,142 675,681Total Salaries and Benefits 2,741,623 3,050,260 2,872,754 3,649,810 3,775,626 3,849,099OPERATING EXPENSESGeneral Operations 355,677 636,971 539,537 342,147 317,147 315,946Minor Capital 13,873 51,756 51,756 200 200Hydro, Water, Sewer, GasTransfers to other Boards, Municipalities, Agencies

__________________ _________________

Total Operating Expenses before Debenture Costs and Transfers 369,550 688,727___________________

591,293_________________

342,347___________________

317,347___________________

315,946DEBENTURE COSTS AND TRANSFERSLease Equipment/Property 1,400 1,400 1,429 3,790 3,821 3,852Financial Expenses 9,535 9,922 9,004 9,922 9,922 9,922Transfer to/from User Rate Reserve Funds (40,239)Transfer to ReservesTransfer to Capital Fund

Total Debenture Costs and Transfers (29,304) 11,322 10,433 13,712 13,743 13,774Gross Expenditures 3,081,869 3,750,309 3,474,480 4005,869 4,106,716 4,178,819RevenuesOther Govemment FundingContribution from Reserves/Reserve Funds (253,608) (647,272) (642,872) (15,000)Licences, Permits, Application Fees (208,575) (206,385) (181,313) (197,667) (197667) (197,667)FinesFees, Charges, Service Rentals (60,462) (58,900) (54,456) (78,462) (77,922) (77,922)Other Revenue (24,325) ________________ __________________ (651,172) (670,696) (564,353)Total Revenues (546,970) (912,557) (878,641) (942,301) (946,285) (839,942)

Net Operating Expense/(Revenue) 2,534,899 2,837,752 2,595,839 3,063,568 3,160,431 3,338,877

203

CORPORATE SERVICES DIVISIONFinance Department


- 2009 2010 2010 2011 2011 Change In 2011 Change in 2011Actual Approved Forecasted Base Program Requested Base B udget Requested Budget

Expenditures Budget Expenditure Budget Change(s) Budget to 2010 Forecasted to 2010 Forecasted_______________________________________ $ $ $ $ $ $ $ % Comments $.8XPENSES ___________

Salanes 2288,092 2,912,095 2,370,482 3,001291 3,001291 630,809 27% Includes annualization sf4 new positions 630,809 27%approved in 2010- Jr Buyer, PerformanceAnalyst, Waler and Wastewater BillingSupervisor and Sr Accounting Clerk and the5 new positions approved for the Water andWastewater Program. 2010 Forecastreflects gapping associated with twomanagement position resignations andunanticipated delays in hiring the new

Fringe Benefits 453,531 538,165 502,272 648,519 648,519 146,247 29%Oouitions.Includes annualization of 4 new positions 146,247 29%approved in 2010 - Jr Buyer, PerformanceAnalyst, Water and Waslewater BillingSupervisor and Sr Accounting Clerk and the5 new positions approved for the Water andWastewater Program, 2010 Forecastreflects gapping associated with twomanagement position resignations aridunanticipated delays in hiring the new

Total Salaries and Benefits 2741,623 3,050,260 2,872,754 3,649,810 3,649,810 777,056 27%Oosilions.

777 056 27%OPERATING EXPENSES ,

General Operations 355,677 636,971 539,537 342,147 342,147 (197,390) -37% The 2010 forecast includes one-time (197,390) -37%expenditures in advertising and staffdevelopmenl in the amount of $328,500.This is offset by $53,000 required as backfillfor the implementation of Ihe PurchaseOrder and Committment System.

Minor Capital 13,873 51,756 51,756 200 200 (51,556) -100% Budgeted on a bottom up basis - Ihe only (51,556) -100%requirement for 2011 is a replacementworkstation for the Stores Operation. The2010 forecasl include a one-timeexpenditures to redesign the Finance aresto accomomdate the Water and

Hydro, Water, Sewer, Gas Waslewater Billino Prooram.

Transfers to other Boards, Municipalities, Agencies

Total Operating Expenses before Debenture 369,550 688,727 591,293 342,347 342,347 (248,946) -42% (248 946) -42%Costs and Transfers ,DEBENTURE COSTS AND TRANSFERSLease Equipment/Property 1,400 1,400 1,429 3,790 3,790 2,361 165% 2 361 165%Financial Expenses 9,535 9,922 9,004 9,922 9,922 918 10%

,918 10%Transfer to/from User Rate Reserve Funds (40,239)

Transfer to ReservesTransfer to Capital Fund"otal Debenture Costs and Transfers (29,3041 11,322 10,433 13,712 ___________ 13,712 3,279 31% 3 279 31%(3ross ExpendituresR

3,081,869 3,750,309 3,474,480 4,005,869 __________ 4,005,869 531,389 15%___________________________________

_________________________________

,531,389 15%evenues

Other Government FundingConinbution from Reserves/Reserve Funds (253,608) (647,272) (642,872) (15,000) (15,000) 627,872 -98% Transfer of funding for water and 627,872 -98%

wastewater billing operations from rates

Licences, Permits, Application Fees (208 5751 (206 385) (181 313) (197 667) (197 667 16 4now included as part of "Other Revenue"

, . , , , 1 ( ,35 1 9% (16,354) 9%

204

FinesFees Charges, Service Rentals (60462) (58900) (54456) (78462) (78462) (24006) 44% Includes projected increases in tender (24006) 44%

revenue and three months of new feesassociated with the water and wastewaterbilling and collection program

Other Revenue (24325) (661,1 72) (651,1 72) (661.172) 100% Recoveries from water and wastewater (651172) 100%funds for the billing and collectiss programwhich was previously included as part ofContribution from

Reserves/Reserve/Funds in prior years.Total Revenues 1546970) (912,5571 (878,6411 (942,301) ___________ (942,301) (63,660) 7% (63,660) 7%Wet Operating Expense/(Revenue) 2,534,899 2,837,752 2,595,839 3,063,568 ___________ 3,063,568 467,729 18% 467,729 18%

205

Sovicos Dvol1 LiIcsoui-cc Dopimn

Human ResourcesCoordinatorLaura Camilli

Human ResourcesAssistant (2)

Barb McFadden / Angela Riley

Compensation SpecialistLorraine Thompson

Labour RelationsSpecialistKaren Wray

Accessibility CoordinatorCheryl Dillon

Indicates temporary position

Director of Human ResourcesSamara Kaplan

Manager of Safetyand WellnessSteven Kullman

Health and SafetyAdvisor

Karen Cooper

Manager of HumanResources Development

Anne Marie Langlois

Human ResourcesOfficer - Recruit

Yvonne Board

HR Analyst -Performance Measurement

and TrainingKim Hickling

February 2011

24

206

N-

PERFORMANCE PLANHuman Resources


The Department develops and guides the Corporation's human resource policy framework and includes two branches: Human ResourcesDevelopment (which includes recruitment, training, development, and performance measurement) and Safety and Wellness (which includesoccupational health and safety, wetness, workplace safety and insurance board issues and disability management). The Managers in bothbranches, along with the Director also assist in labour and employee relations as well as other Administrative functions.

The services provided by the Department and resources allocated to each service includes:

Compensation Management - 14%Health and Safety - 17%Recruitment - 24%Employee Development and Support - 21%Labour and Employee Relations - 25%

Corporate Human Resources Administration

This requires approximately 34% of the department's resources to:Provide expert guidance, advice and leadership on all matters related to human resources management including employee relations, labour-management relations, organization design, recruitment and selection of senior and executive staff, compensation management, andemployment-related legislation.Provides support for Human Resource Planning, including, but not limited to organizational design, restructuring, HR strategic planning, andsuccession planning.Provides compensation management, including job classification; job evaluation (Job Fact Sheet), pay equity, administration of HR policiesand collective agreement (BPFFA and CUPE) provisions regarding salaries, benefits, promotions, transfers, premiums; benefitadministration.Provides support for employee relations, including employee terminations, handling and resolving employee-relations problems; promotingstaff morale and well-being; workplace violence; and workplace human rights, tolerance and harmony.Provides labour relations support, including collective bargaining for two bargaining units, advice to managers regarding discipline, grievanceadministration, attending regular Labour-Management meetings and assisting managers with local labour-management committee meetings.

Safety and Weliness Branch

This requires approximately 21% of the department's resources to:• Provides expert guidance, advice, and leadership on occupational health and safety, disability management

(accommodation, WSIB, sick leave, short-term disability, long-term disability, attendance management), workplace violence,human rights, and harassment matters.

• Coordinates the Joint Health and Safety Committee.• Provides and/or coordinates health and safety training.• Investigates and/or assists in the coordination of investigations under the Violence in the Workplace Program and the

Workplace Human Rights Programs.• Provides support in occupational health & safety and disability management, including accident prevention, WSIB claims

management, modified work arrangements.• Administers disability management programs, including the Short-Term Disability Program.• Provides guidance, advice and leadership on Employee Weliness initiatives including EAP related matters

Human Resources Development Branch

This requires approximately 45% of the department's resources to:• Provides expert guidance, advice, and leadership on recruitment procedures, advertising, job postings, candidate selection,

job offers, seniority issues, orientation, staff and corporate development, performance management and performancemeasurement.

• Co-ordinates staff training and development (excluding technical training), including employee orientation, training anddevelopment program, Lunch & Learn sessions, on-going training (customer services, supervisory training, etc.). Healthand safety training is provided by the Safety and Wellness branch.

• Co-ordinates the performance management program and reward and recognition programs.• Provides HR Communications, including the human resources sections of Insite and the City's web site, production of a

monthly newsletter to communicate information/successes and vital information to staff. Development of other newsletters(e.g., Manager's Resources).

• Collects data for Key Performance Indicators, employee demographics and the departmental balanced scorecard.

Key Departmental ObjectivesProvide the City's Departments with the business infrastructure to:

• Invest in human capital to improve workforce effectiveness.e Develop an energetic and inspiring leadership group.

00

C"

o Attract and retain top employees.• Build respectful relationships with Unions.o Ensure employee well-being.

Strategic Plan & Other Program Deliverableso Implement new CUPE job evaluation tool to effectively assess internal value for every unionized position.o Implement employee development initiatives to improve employee skills and productivity.o Implement Canadian Standards Association Occupational Health and Safety Management Standard in an effort to reduce lost time

accidents.• Implement new policy framework

Major Initiatives/Issues• Complete the negotiations with BPFFAo Implement the attendance support programo Develop and implement the Leadership Development training programo Complete the evaluation of all CUPE jobs by December2011


Invest in Human Capital to improve workforce effectivenessIndicator 2009 Actual 2010 Plan J 2010 Projected 2011 Plan

Corporate Training $ spent per permanent employee $83.61 J $80.00 $70.00 $80.00

Develop an energetic and inspiring leadership groupIndicator L2009 Actual 2010 Plan J 2010 Projected 2011 Plan

Total leadership training hours per management staff 1 12.1 J 35 1 15 20

Attract and retain top employees

Indicator 2009 Actual 2010 Plan 2010 Projected 2011 PlanAverage number of applications per job posting 30 30 32 35

Recruitment life cycle (avg days to fill) 30.6 25 33 25

% turnover (voluntary) 2.96 3.0 4.2 3.0

Build respectful relationships with UnionsIndicator 2009 Actual 2010 Plan 2010 Projected 2011 Plan

% Grievance rate CUPE 3.6 2.5 5.0 3.0

% Greivance Rate BPFFA 1.48 1.5 3.0 2.0

Total Labour relations training hrs per management staff 1.6 included in withleadership

________________________________________________________ ________________training

Ensure employee well-beingIndicator 2009 Actual 2010 Plan 2010 Projected 2011 Plan

# lost time accidents 19 15 15 13

Cost of lost time accidents $61,406 $50,000 $76,600 $60,000

Avg # of sick,'STD/LTDIWSIB days per employee 9.79 8.5 10.41 7.41


EXPENDITURES

CORPORATE SERVICES DIVISIONHUMAN RESOURCES DEPARTMENT


EXPENSESSalaries 838,225 899,014 866,015 973,102 992400 1,012,600Fringe Benefits 216,760 227,606 216,362 246,934 252835 256,117

Total Salaries and Benefits 1054,985 1126,620 1,082,377 1,220,036 1,245,235 1,268,717

OPERATING EXPENSESGeneral Operations 339,042 355,765 345,606 345,780 377,530 382,140Minor Capital 982 5,900 2,686 1,800 1,800 1,800Hydro, Water, Sewer, GasTransfers to other Boards, Municipalities, Agencies __________________ ___________________ ____________________ __________________ _____________________ _____________________


DEBENTURE COSTS AND TRANSFERSLease Equipment/PropertyFinancial ExpensesTransfer to/from User Rate Reserve FundsTransfer to ReservesTransfer to Capital Fund ________________ ________________ _________________

Total Debenture Costs and Transfers________________ __________________ __________________


RevenuesOther Government FundingContribution from Reserves/Reserve FundsLicences, Permits, Application FeesFinesFees, Charges, Service Rentals (33,360) (48,000) (48,000) (48,000)Other Revenue (28,419) _________________ ___________________ _________________ ___________________ ___________________

Total Revenues (28,419) (33,360)_________________

(48,000) (48,000) (48,000)

Net Operating Expensel(Revenue) 1,366,590 1,454,925 1,430,669 1,519,616 1,576,565 1,604,657

209

CORPORATE SERVICES DIVISIONHuman Resources Department



Expenditures Budget Expenditure Budget Change(s) Budget to 2010 Forecasted to 2010 Forecasted_______________________________________ $ S $ $ $ $ $ % Comments $

riXPENSES __________

Salanes 838225 899014 866015 973102 973102 107087 12% Increase due to inclusion of 2% assumption 107087 12%for 2011 along wiht an increase in the coopstudent from 4 months to 8 months, Directorback from maternity leave snd snnuaiizedsalary for the Accessibility Coordinator.

Fringe Benefits 216760 227,606 216362 246,934 246,934 30,572 14% Impacts associated with having Director 30,572 14%return from Maternity leave in 2010 thatredcued overall budget since benefits werenot paid.

Total Salaries and Benefits 1,054,985 1126620 1,082,377 1,220,036 1220036 137659 13% 137,659 13%OPERATING EXPENSESGeneral Operations 339,042 355,765 345,606 345,780 345,780 174 % 174 %Minor Capital 982 5,900 2.686 1,800 1,800 (886) -33% (886) -33%Hydro, Water, Sewer, GasTransfers to other Boards, Municipalities, Agencies

Total Operating Expenses before Debenture 340,024 361,665 348,292 347,580 347,580 (712) % (712) %Costs and TransfersDEBENTURE COSTS AND TRANSFERSLease Equipment/PropertyFinancial ExpensesTransfer to/from User Rate Reserve FundsTransfer to ReservesTransfer to Capital FundTotal Debenture Costs and Transfers _______________ _______________

'Oross Expenditures 1,395,009 1,488,285 1,430,669 1,567,616 ___________ 1,567,616 136,947 10% __________________________________ 136,947 10%RevenuesOther Government FundingContribution from Reserves/Reserve FundsLicences, Permits, Application FeesFinesFees, Charges. Service Rentals (33,360) (48,000) (48,000) (48,000) 100% Planned 2010FF recruit did not occur; no (48,000) 100%

Council support; anticipating Station #5 in2011 which will require 22 new FFa.

Other Revenue (28,419)Total Revenues l28,419t 133,3601 _______________ 148,0001 _____________ 148,0001 (48,0001 ioo'- _____________________________________ 148.0001 100%Wet Operating Expense/(Revenuel 1,386,590 1,454,925 1,430,669 1,519,616 ____________ 1,519,616 88,947 6% ___________________________________ 88,947 6%

210

orpolae Soivice Di'siot

( o1iiLtOl1\\iCIiOOV (:J)lieit

Director of Information &Communication

Technology

L Frank Barbaro (Acting)

Administrative Assistant - Manager of Desktop I Manager of Application

ICT Services Services Manager of Network

Lisa Huitema Joy Packham Scott MorrowI

Services

Business Systems AnalystBusiness Systems

Brent RarlowAnalyst (2) -I G.lS. Analyst (2) H Telecommunications

Analyst (2)

Help Desk Specialist (3) H Systems Analyst (5) -H Network Analyst(3)

Field Technology H Applications GUIServices Specialist(3) I Developer (1) I H Network Technician

Communications Clerk Applications Analyst H Technology Inventory(2) (2) Technician (1)

Indicates TemporaryPosition

JanUary201125

211


CT provides technology expertise and professional services to City departments and associated partners (e.g. Barrie Public Library). TheDepartment is responsible for 2 program support service areas: IT Application Delivery and Data Management, and Infrastructure Tool Access(Data and Voice), as well as 1 direct service area, Switchboard. ICT provides daily technology support to over 900 users at more than 40 Citylocations across the city. The Department is organized into four branches.

Administration Branch

The Administration branch requires approximately 6% of the Department's staff resources to perform the following services in support of theDepartment's program areas:

• Strategic Planning and Visioning - from a department and corporate strategic level• Financial Management - includes payroll, performance and variance reporting, budget planning, budget management, purchasing

and invoicing activities• Staff Management - includes performance appraisals and staff development activitiesO Administrative Duties - office support, furniture and office supplies

Application Services Branch

The Application Services branch requires approximately 32% of the Departments staff resources to perform the following services:• Object Oriented Application Development - provide in-house services to architect, design, implement and support approximately 10

new solutions annually.• App licatiorl Support - provide tier 2 and tier 3 level application support for over 80 mission critical corporate applications. Serve as

the corporation's primary contact with application vendors.• Internal and External Website Support - perform all daily technical administration tasks for the internal and externally facing

corporate websites and associated services.• Project Management and Consulting - coordinate project related activities for specialized technical implementation projects.• Application Server Monitoring and Support - support the Network Services branch by ensuring hardware is optimized at all times for

corporate applications• Mentorin to Other Branches and Staff- serve as application-specific subject matter experts on information technology projects• Geographic Information Systems - act as lead area for GIS/CAD & GPS maintenance, software and architecture for spatial data for

the Enterprise 015 System, GIS Portals and Fire Dispatch systems, and the continued integration of GIS functionality in corporatespatial data sets and business processes.

Desktop Services Branch

The Desktop Services branch requires approximately 41% of the Department's staff resources to perform the following services:• Consulting & Project Management - project coordination and management in collaboration with users to translate their program

needs and technology requirements into viable, cost efficient and effective solutions.• User Support and Relations - provide Helpdesk support for all technology services, with approximately 8,700 service requests

managed by the department in 2010.• Training - Provide or facilitate one-on-one and classroom training per active user for the standard desktop software and

applications used by staff, with approximately one hour of training per staff delivered in 2010.• Desktop Software - Manage the inventory of software and application licensing for over 900 users.o Desktop Equipment - Provide installation and maintenance support for 900 desktop computers, 300 Laptops, 360 printers and other

peripherals distributed throughout more than 40 locations.• Provide centralized call-taking services through a main switchboard, delivering approximately 400 calls daily to 1,450 internal

telephone users.

Network Services Branch

The Network Services branch requires approximately 21% of the Department's staff resources to perform the following services:• Telecommunications - ensure the voice communications services, provided through our private branch exchanges (PBXs), 1450

telephones, 9 communications switches, 350 cell phones, 198 blackberry devices and 60 pagers and centralized voice mailservices are reliable and available where and when needed.

• Network Infrastructure - use both wireless and hard wired technologies to deliver connectivity for technology services deliveredto 42 sites (32 City and 10 external).

• Radio Network Equipment - Via 980 2-way radios, the Radio System supports the first responder services of the Barrie PoliceService and the Barrie Fire & Emergency Service and all the 2-way radio communications requirements of all the Departments ofthe city.

• Data Network Equipment - The data network is comprised of 80 servers, 135 data switches, and 42 routers to link city locations.• Project Leadership- collaborate with all departments to provide technology specification requirements for new facilities, projects

and administrative functions.• Control inventory of all technology tools across the organization within the context and guidelines of Asset Management.


c)

o Provide secure and accessible technology services to the corporationo Provide enhanced public access to services through online(web) applicationso Provide enhanced customer service to the corporation and the public through switchboard serviceso Manage the corporations investment in technology so that its total cost of ownership is minimized

Strategic Plan & Other Program Deliverableso Upgrade of corporate software systems:

• Windows 7 Operating Systemo Implement new business applications

o Water and Wastewater Billing systemo Computerized Maintenance Management System, phase 2 of multi-year projecto Financial system/ERP, phase 1 of multi-year project• CIty of Barrie external web solution, phase 2 of 2 year project

O Optimize service levels of communications and infrastructure• Plan communications and networks for new/upgraded facilities• Develop an IT master strategy

Major Initiatives/Issueso Increase demand for 24/7 supporto Disaster recovery and business continuity• Development of an IT master strategy to address the growing and changing needs of the corporationo Ongoing update of existing and development of new technology policies, procedures and service level agreementso Advancing use of GIS in asset managemento Addition of new facilities and the increasing demand on datalvoice and technology supporto Increasing demand for ICT resources on corporate technology projects


Secure and Accessible Technology Services to the CorporationIndicator 2009 Actual 2010 Plan 2010 Projected 2011 Plan

Number of IT Devices per Total Municipal Staff (desktops, 1.25 1.25 1.5 1.0laptops and blackberries)

Percentage of Staff with Blackberries 22.4 22 25 25

Percentage of Staff With Cell Phones 44.6 44 35 35

Enhanced Public Access to Services Through Online Application

2009 Actual 2010 Plan 2010 Projected 2011 Plan

10 20

Enhanced Customer Service Through Switchboard Services

2009 Actual 2010 Plan 2010 Projected 2011 Planhboard Speed of Calls Answered 722 7 14

___

Managing Technology InvestmentIndicator 2009 Actual 2010 Plan 2010 Projected 2011 Plan

Investment in Information Technology per capita (140,000) 32.45 50 50 50


EXPENDITURES

CORPORATE SERVICES DIVISIONINFORMATION AND COMMUNICATIONS TECHNOLOGY DEPARTMENT

2009 2010 2010 2011 2012 2013ACTUAL BUDGET FORECAST BUDGET FORECAST FORECAST

EXPENSESSalaries 2,118,935 2,260,516 2,047,004 2,281,807 2,437,923 2,442,523Fringe Benetts 421,650 457,647 419,127 467,887 496,000 500,000


OPERATING EXPENSESGeneral Operations 1,578,445 1,801,989 1,747,922 1,932564 1972,321 1,925,471Minor Capital 418970 492,030 331,184 269,400 344,250 319250Hydro, Water, Sewer, Gas 9,731 11,100 11,164 11,100 11,100 11,100Transfers to other Boards, Municipalities, Agencies _________________ _________________ ___________________ _________________

Total Operating Expenses before Debenture Costs and Transfers 2,007,146 2,305,119 2,090,270 2,213,064___________________

2,327,671___________________

2,255,821

DEBENTURE COSTS AND TRANSFERSLease Equipment/Property 12,937 9,000 6,805 7,200 7,200 7,200Financial ExpensesTransfer to/from User Rate Reserve FundsTransfer to Reserves 13,572 13,600Transfer to Capital Fund _________________ _________________ ___________________



RevenuesOtherGovemment Funding (41,406) (71,420) (29,473) (104,346) (104,620) (105,620)Contribution from Reserves/Reserve Funds (137,323)Licences, Permits, Application FeesFinesFees, Charges, Service Rentals (29,553) (28,000) (85,115) (84,012)Other Revenue (7,581) (16,829) __________________ ________________ __________________ __________________

Total Revenues (78,540) (253,572) (114,588) (188,358) (104,620) (105,620)


214

CORPORATE SERVICES DIVISIONInformation and Communications Technology Department


2009 2010 2010 2011 2011 Change in2oll Change in2ollActual Approved Forecasted Base Program Requested Base B udget Requested Budget

Expenditures Budget Expenditure Budget Change(s) Budget to 2010 Forecasted to 2010 Fo recasted_______________________________________

6XPENSES$ S $ $ $ $ $ % Comments $____________ ____________________

Salaries 2,118,935 2,260,516 2,047,004 2,281807 141,243 2,423,050 234,803 11% 062K - More time spent on capital Work than 376,046 18%anticipated resulting in increased recoveries0100K - underspent in Desktop Services$ 127K - Application services salariesunderspent due to staff departures andpositions tiled later in year than planned$26l< - salary gap due to secondment ofdirector to CID Total 5315k

Fringe Benetts 421,650 457,647 419,127 467,887 23,822 491709 48,760 12% $20k - benefits recoveries in excess of 72,582 17%budgeted amount 03K - underspent inAdmin due to secondment of director $14K -Application services due to staff departuresand positions Sited later than planned Total -037K (difference between 2010 approved

Total Salaries and Benefits 2,540,585 2,718,163 2,466,131 2,749,694 165 065 2 914 759 283 563 11%and 2010 forecasted)

OPERATING EXPENSES, , , , 448,628 19%

General Operations 1,578,445 1,801,989 1,747,922 1,932,564 1,932,564 184,642 11% 0601< - increased and additional costs of 184,642 11%annual software maintenance due toupgraded and new applicaltons 0971< -increased Costs of annual maintenance fornetwork management tools and software,and licensed radio communicationsfrequencies 013K - increased cost oftnfoTech consulting service (technicalresource for IT developers and PM's) 5161<budget for additional cabling costs for largeinfrastructure projects, not included incapital project funds 06k - staff trainingcourses budgeted lobe taken in 2010 butdue to staff resource limitations wilt have tobe taken in 2011 Total 0192K

Minor Capital 418,970 492,030 331,184 269,400 15,400 284,800 (61,784) -19% 0123K in additional monies budgeted for in (46,384) -14%4207 - minor projects not considered capital

1-tydro, Water, Sewer, GasTransfers to other Boards, Municipalities, Agencies

9,731 11.100 11,164 11,100 11,100 t64) -1% 164) -1%

Total Operating Expenses before Debenture 2,007,146 2,305,119 2,090,270 2,213,064 15 400 2 228 464 122 794 6%Costs and Transfers, , , , 138,194 7%

DEBENTURE COSTS AND TRANSFERSLease EquipmentJProperty 12,937 9,000 6,805 7,200 7 200 395 6%Financial Expenses . 395 6%Transfer to/from User Rate Reserve FundsTransfer to Reserves 13,572 13,600 42,600 42,600 % Transfer to the capital reserve to fund 42.600 100%

capital IT purchases for program changeTransfer to Capital Fund forms.

Total Debenture Costs and Transfers'

26,509 22,600 6,805 7,200 42,600 49,800 395 6%Oross Expenditures 4,574,240 5,045,882 4,563,206 4,969,958 223,065 6,193 023 406 752 9%42,995 632%

Revenues , ,

I629,817 14%

215

Other Government Funding (41406) (71.420) (29,473) (104346) (28,200) (132546) 1 (74,873) 254% (863K) - Increase in costs recovered from (103,073) 350%BFES for dispatch services based on fullcost recovery analysis (825K) - capital itemsbudgeted for recovery from POA in 2010but will be capital items in 2011.

Contribution from Reserves/Reserve Funds (137,323)Licences, Permits, Application FeesFinesFees, Charges, Service Rentals (29,553) (28,000) (85.115) (84,0121 (50,0001 (134,012) 1,103 -1% (48,897) 57%OtherRevenue (7,581) (16,8291 (58,268) (58.2681 % (58,268) 100%Total Revenues (78,540) (253,572) (114,5881 (188,3581 (136,468) (324,8261 (73,770) 64% (210,238) 183%Net Operating Expense/(Revenue) 4,495,700 4,792310 4,448,618 4,781,600 86,597 4,868,197 332,982 7%

___________________________________

_________________________________ 419,579 9%

216

N-

c'J

Departmental OverviewActivities of the Department include, but are not limited to:Developing, maintaining and applying a risk assessment framework that assists the organization identify and manage the factors that couldinfluence its ability to efficiently achieve its objectivesReviewing systems in the Corporation or within the organization to:determine adequacy of systems of internal control;audit reliability and integrity of financial information and means to identify, measure, classify, and report such information;determine effectiveness and efficiency of information systems with respect to ability of systems to provide all users with accurate, timely, anduseful information;ensure compliance with policies, directives, contracts and legislation;determine if sufficient policies and procedures are in place to enable effective operation of the Corporation at a minimum risk to the City;provide reasonable assurance of the efficiency and economy with which resources are employed, identifying opportunities to improve operatingperformance and recommending solutions where appropriate;;provide reasonable assurance of effectiveness of operations and programs to ensure results are consistent with stated objectives and servicedelivery is being carried out as plannedProviding consulting and audit services for the planning, design, and implementation of performance measurement and benchmarking activities;Identifying services subject to Alternative Service Delivery Reviews and assisting in the planning, execution and evaluation of the results ofsuch reviews;Providing assurance that the City's information technology infrastructure contains adequate controls and security by ensuring the existence ofsuch controls in existing systems as well as during the design and implementation of new systems. This includes assessing overall technologysecurity, including business continuity planning for the City, to ensure that data integrity is sufficiently maintained and that technology efficiently,appropriately and reliability supports the achievement of business objectives;Acting as an objective, independent resource to managers by providing advisory services, assisting with special projects or resolving issues asthey arise;Coordinating with the City's external auditors by sharing the results of internal audits completed throughout the year, and participating inexternal audit planning and risk assessment activities.Key Departmental Objectives

The Department's primary objective is to assist members of management and Council in the effective discharge of their responsibilities byproviding recommendations, counsel, and information concerning activities reviewed.

Strategic Plan & Other Program Deliverableso Capital project management• Fleet management• Follow-up previous audit recommendations

Major Initiatives/Issues• Capital project management - corporate approach• Fleet management - corporate approacho Follow up recommendations from 2009 and 2010 Internal Audit Reports



EXPENDITURES

CORPORATE SERVICES DIVISIONINTERNAL AUDIT DEPARTMENT


EXPENSESSalaries 117,051 123,779 119,313 121,709 124,143 126,626Fringe Benefits 20679 21,512 20,989 22,245 22,700 23,200


OPERATING EXPENSESGeneral Operations 1,073 2,010 1,417 1,915 2,250 2,430Minor CapitalHydro, Water, Sewer, GasTransfers to other Boards, Municipalities, Agencies ___________________ __________________ ____________________ ___________________ _____________________ _____________________


DEBENTURE COSTS AND TRANSFERSLease EquipmentlPropertyFinancial ExpensesTransfer to/from User Rate Reserve FundsTransfer to ReservesTransfer to Capital Fund __________________ _________________ ___________________ __________________ ___________________ ___________________


Gross Expenditures 138,803 147,301 141,719 145,869 149,093 152,256

RevenuesOther Government FundingContribution from Reserves/Reserve FundsLicences, Permits, Application FeesFinesFees, Charges, Service RentalsOther Revenue __________________ _________________ ___________________

Total Revenues


218

CORPORATE SERVICES DIVISIONInternal AudIt Department


2009 2010 2010 2011 2011 Changein2oll Changein2ollActual Approved Forecasted Base Program Requested Base Budget Requested Budget

Expenditures Budget Expenditure Budget Change(s) Budget to 2010 Forecasted to 2010 Forecasted_______________________________________ $ $ $ $ $ $ $ ^ Comments $ %EXPENSESSalaries 117,051 123779 119,313 121.709 121.709 2,396 2% 2,396 2%Fringe Benefits 20,679 21,512 20,989 22,245 22,245 1,256 6% 1.256 6%Total Salaries and Benefits 137,730 145,291 140,302 143,954 143,954 3652 3% 3,652 3%OPERATING EXPENSESGeneral Operations 1.073 2.010 1,417 1,915 1,915 498 35% 498 35%Minor CapitalHydro, Water, Sewer, GasTransfers to other Boards, Municipalities, Agencies

Total Operating Expenses before Debenture 1,073 2,010 1,417 1,915 1,915 498 35% 498 35%Costs and TransfersDEBENTURE COSTS AND TRANSFERSLease Equipment/PropertyFinancial ExpensesTransfer to/from User Rate Reserve FundsTransfer to ReservesTransfer to Capital FundTotal Debenture Costs and Transfers _____________ _____________Gross Expenditures 138,803 147,301 141,719 145,869 ___________ 145,869 4,150 3% 4,150 3%Revenues

___________________________________

Other Government FundingContribution from Reserves/Reserve FundsLicences, Permits, Application FeesFinesFees, Charges, Service RentalsOther RevenueTotal Revenues ______________

Net Operating Expense/IRevenue) 138,803 147,301 141,719 145,869 __________ 145,869 4,150 3% _________________________________ 4,150 3%

219

OLpOFac: Services Di\'iCiollSc Vices Dcnricii

J L

Administrative Assistant - Manager of Municipal Law & ProsecutionLegal Services

Cinthia Owen Brenda Russell

ProsecutionsClerk I Municipal

(Bilingual)Prosecutor (6)

Prosecutions Municipal Law EnforcementClerk Supervisor

(Bilingual) (PT) Tommy Banting

Senior Municipal LawEnforcement Officer

Municipal LawEnforcement Officer I

(5)

Municipal LawEnforcement Officer II

(3)

Secretary (4)

Municipal LawEnforcement Officer I

(PT) (3)

Municipal LawEnforcement Officer II

(PT) (10)

Secretary (PT) (2)

Director of Legal Services

L11'1

Supervisor - Agreements & NoticesLaura Johnston

Agreements Officer

Senior Real Estate Officer [ Solicitor (2)(2) Zarah Walpole

_________________________ Robyn Carison

Real Estate Services Officer

Secretary

Law Clerk

February 2011

26

220

C'4

PERFORMANCE PLANLegal Services Department

Departmental OverviewThe Legal Services Department is designed into two branches; Legal and Real Estate Services, and Municipal Law and ProsecutionServices. The legal component of the Legal and Real Estate Services provided timely and high quality legal advise to City Council, the CAO,City staff and provides a full range of legal services to the Corporation, its boards and agencies in a cost effective manner with much reduceddependency on external legal assistance. The Real Estate component provides professional management of the City's real estate assetprogramme including acquisition, disposition and leasing. The branch also establishes policies and procedures to guide the management ofCity owned property as well as the processing of applications to the City for land development under the Planning Act. The Municipal Law andProsecution Services Branch provides the City with enforcement services related to a number of municipal by-laws and prosecutorial servicesrelating to charges laid under the provisions of the Provincial Offences Act for the Barrie and Orillia Court Service areas. The branch strives toensure that every measure is taken to provide a cost effective, high quality standard of service.

Real Estate Services

Real Estate Services requires approximately 13% of the Department's staff resources to perform the following services:

o acquisition and disposition of all City real estate assets including the Allandale Community Development Corporation• lease/licence of property for the City as both tenant and landlordo permanent road closureso review, preparation and processing of development related agreements/by-laws (official plan, site plan, subdivision, condominium,

zoning, community improvement plan)o coordination of responses to compliance requestso real estate development services for City owned assetso evaluation and appraisal services and advice

Legal Support

Legal Support requires approximately 11% of the department's staff resources to perform the following services:

o coordination of all legal services for the Cityo legal advice and direction to Council and City Departmentso management of litigation and administrative tribunal proceedings which the City is a party to including Ontario Municipal Board

hearingso discussion and negotiation with external groups, lawyers, tribunals, regional/provincial government bodies and boards for protection

of the City's interestso oversight of prosecution activitieso preparation, registration of all by-laws (including Part Lot Control By-laws, Deeming By-laws, Site Specific Amendments to the

Zoning By-law, Site Specific DCA By-laws)o preparation of precedent and customized agreements (subdivision, leases, purchase contractso Title and Corporate searcheso provision of counsel on specific projects and developments (Allandale, LSRA, GA and Barrie lnnisfil Boundary Adjustment)o preparation, review and registration of legal documents related to acquisition, lease and disposition of real property

Municipal Law and Prosecution Services

The Municipal Law and Prosecutions Branch requires approximately 76% of the Department's staff resources to perform the followingservices:

o administrative and prosecutorial work associated with charges laid under provisions of the Provincial Offences Act by municipalitiesand agencies in Barrie and Orillia Court Service Areas.

o maintain and enforce regulatory by-laws (including by-laws relating to business licensing, parking control, lottery licensing, animalcontrol, lawn watering, etc) in accordance with legislative provisions

o process over 2,500 business licenceso Issue 47,000 parking enforcement certificates of offenceo manage 19,000 matters before the courts

cJC\JcJ


o timely and cost effective acquisition of property for infrastructure renewal programme and Council prioritieso high quality and timely legal advice provided in a cost effective mannero accurate and timely real estate adviceo timely and effective response to request for service related to enforcement mattersO effective prosecution of Part 1 offences under the Provincial Offences Acto cost effective delivery of enforcement


o improved coordination and management of legal services leading to better overall financial management of legal expenses and moreeffective legal representation for the City

o support Infrastructure Renewal Programme through the acquisition of property in a timely and cost effective mannero assist in the implementation of the downtown commercial revitalizationo comply with the Memorandum of Understanding with the Province of Ontario related to prosecution under the Provincial Offences Ad


o implement subdivision documentation in consultation with the development community to reflect best practiceso implement chargebacks, cost recovery or external billing of legal and real estate services as appropriate and consistent with corporate

policyo provide a high level of support to corporate strategic priorities, including downtown revitalization projectso refocus and realign Real Estate Services• develop expertise and provide internal support to (i) expropriation process and (ii) handling of liability and cost issues on remediation

and sale of environmentally contaminated propertyo assess and develop strategies to address challenges in by-law enforcemento continue to provide prosecutorial support (including interpretation of legislation, opinions, education, instruction, prosecution) to

municipalities throughout the County of Simcoe and agencies (eg. MNR, Ontario Parks) encouraging continuity in process andprocedure, and enhancing prosecutorial success on behalf of clients.


Timely and cost effective acquisition of property for infrastructure renewal programme and Council prioritiesIndicator 2009 Actual 2010 Plan 2010 Projected 2011 Plan

% of properties acquired on time and on budget n/a n/a n/a 80%

Accurate, timely and cost effective legal advice

2009 Actual llat1] 2010Pojectec1I 2011 Plan[alLegalC 251,218 400,000 300,000 400,000

Accurate, timely and cost effective real estate advice

2010 Projected 2011 Plan# of agreements prepared (rezonings, site plan, OP,subdivision, condo

40 1 40 40 52

Timely and effective response to requests for service related enforcement mattersIndicator 2009 Actual 2010 Plan 2010 Projected 2011 Plan

# of parking tickets issued 51884 50,000 47,000 47,000

Effective prosecution of Part 1 offences under the Provincial Offences ActIndicator 2009 Actual anJ loProjected 2011 Plan

% of prosecutorial success 66.43% 72%

Maintain cost effective delivery of enforcementIndicator 2009 Actual 2010 Plan 2010 Projected 2011 Plan

compliant inspections (business licensing) 1054 1800 1080 1080

on-line payment of parking tickets as % of total ticket finepayments

27.98% 30% 25% 25%


EXPENDITURES

CORPORATE SERVICES DIVISIONLEGAL SERVICES DEPARTMENT


EXPENSESSalaries 2460,277 2,663,402 2,509,361 2,616,757 1,847,227 1,885,444Fringe Benefits 463,584 501,386 481,740 488,766 495,430 502,227


OPERATING EXPENSESGeneral Operations 722,297 843,107 708,743 858,117 858,600 858,709Minor Capital 10,212 20,809 14,182 9,iOO 9,100 9,100Hydro, Water, Sewer, GasTransfers to other Boards, Municipalities, Agencies

__________________


863,916

___________________

722,925

__________________

867,217

___________________

867,700

___________________

867,809

DEBENTURE COSTS AND TRANSFERSLease Equipment/Property 5,449 163,273 190,459 246,371 230,371 230,371Financial Expenses 9,526 10,578 10,077 10,000 10,000 10,000Transfer to/from User Rate Reserve FundsTransfer to ReservesTransfer to Capital Fund



RevenuesOlherGovemmentFunding (18,150) (9,000) (14,576) (10,000) (10,000) (10,000)Contribution from Reserves/Reserve Funds (166) (143)Licences, Permits, Application Fees (668,225) (599,394) (550,808) (615,438) (615,437) (615,437)Fines (1,110,490) (1,043,400) (992,085) (1,102,200) (1,102,200) (1,102,200)Fees, Charges, Service Rentals (233,096) (172,585) (187,843) (219,548) (219,548) (219,548)OtherRevenue (521,479) (648,233) (596,877) (686,739) (694,705) (707,710)

Total Revenues (2,551,606) (2,472,612) (2,342,332) (2,633,925) (2,641,890) (2,654,895)

Net Operating Expense/(Revenue) 1,119,739 1,729,943 1,572,230 1,595,186 808,838 840,956

223

CORPORATE SERVICES DIVISIONLegal Services Department


-

_______________________________________

2009Actual

Expenditures$

2010Approved

Budget$

2010Forecasted

ExpenditureS

2011

Base

BudgetS

ProgramChange(s)

$

2011Requested

BudgetS

Changein2ollBase Budget

to 2010 Forecasted$ % omments

Changein2ollRequested Budget

to 2010 Forecasted$

EXPENSESSalaries 2460277 2663402 2609361 2616767 2,616767 107396 4% Anticipated full year complement, 2% 107396

__________

4%increase per Council. Part time prosecutorsmade full annualized as above salarycomment.

Fringe Benefits 463584 501,386 481740 488766 488766 7.026 1% 7,026 1%Total Salaries and Benefits 2,923,861 3,164,788 2991,101 3,105,523 3,105,523 114,422 4% 114,422 4%OPERATING EXPENSESGeneral Operations 722,297 843,107 708,743 858,117 858,117 149,374 21% Forecast reflects adjustments due to 149,374 21%

unavailable courses and limitations due tostaff turnover, Staff training budgetincreased in 2011 (Officer Safety,Communications, Customer Service,Leagal Real Estate training). Contract forG4 pick up increased, OSPCA contractincrease, increased trapping services.Mileage increase is 2011 budget.

MinorCapital 10,212 20,809 14,182 9,100 9,100 15,082) -36% 15,0821 -36%Hydro, Water, Sewer, GasTransfers to other Boards, Municipalities, Agencies

Total Operating Expenses before Debenture 732,609 863,916 722,925 867,217 867,217 144,292 20% 144,292 20%Costs and TransfersDEBENTURE COSTS AND TRANSFERSLease EquipmentlProperty 5,449 163,273 190,459 246,371 19,344 265,715 55,912 29% Rental increase per fees provided by SH of 75,256 40%

LTF (MLPS). Contracted services withXerox increased significantly for printingand copying (LRESI.

Financial Expenses 9,526 10,578 10,077 10,000 10,000 (771 -1% 1771 -1%Transfer to/from User Rate Reserve FundsTransfer to ReservesTransfer to Capital FundTotal Debenture Costs and Transfers 14,975 173,851 200,536 256,371 19,344 275,715 55,835 28% _________________________________ 75,179 37%flross Expenditures 3,671,345 4,202,555 3,914,562 4,229,111 19,344 4,248,455 314,549 8% ___________________________________ 333,893 9%RevenuesOther Government Funding (18,1501 (9,0001 (14,5761 110,0001 (10,000) 4.576 -31% 4,576 -31%Contribution from Reserves/Reserve Funds 11661 (143) 143 -100% 143 -100%Licences, Permits, Application Fees (668,225) (599,394) (550,808) (615,438) (615,438) (64,630) 12% Anticipated increase in development (64,630) 12%

application fees.Fines (1,110,490) (1,043,400) (992,085) (1,102,200) (1,102,200) (110,115) 11% 2011 projections based on 2010 actuals to (110,115) 11%

date (parking)- slightly lower general tinerevenue projected (MLPS). Significantincrease in third party legal fees recoveriesis anticipated in 2011. As more legal work iscompleted in-house (LRES),

Fees, Charges, Service Rentals (233,096) (172,585) (187,843) (219,548) (219,548) (31,705) 17% Slightly lower inspection fees projected (31.705) 17%($1400)(MLPS).Anticipated decrease inapplication fee revenues as development inBarrie declines (LRES).

Other Revenue (521,479) (648,233) (596,877) (686,739) (686,739) (89.862) 15% Actual operating expenses for prosecution (88,862) 15%services recovered through POA budget(internal transfers)(Clerks Office) (MLPS).

Total Revenues (2,551,6061 12,472,6121 12,342,332) (2,633,925 ___________ (2,633,9251 (291,593) 12% (291,5931 12%Net Operating Expense/(Revenue) 1,119,739 1,729,943 1,572,230 1,595,186 19,344 1,614,530 22,956 1%

___________________________________

_________________________________ 42,300 3%

224

Comiia' Op OliS Lvoi

General Manager ofCommunity Operations

James Sales

iiiiii

Executive Assistant to theGeneral Manager

Tracie Howell

Community EmergencyPlanner

Bruce Griffin

Performance AnalystHeather Hall

Director of Operations -Roads, Parks & Fleet (temp)

Dave Friary (Interim)

Fire ChiefJohn Lynn

Director of Leisure, Transit Director of Operations -

& Facilities Utilities & Environment

Barb Roth ServicesJohn Thompson

December 2010

225

COMMUNITY OPERATIONS DIVISION

Division Goals

To operate and maintain the City's municipal works infrastructure, including roads, open spaces, winter control, storm drainage works, potablewater systems, wastewater treatment, solid waste management, and corporate fleet.To provide recreational and leisure facilities and programs that meet the needs of the community.To operate and maintain Barrie's public transit system.To provide and maintain City-owned and operated buildings and structures.To increase public safety and security by promoting an emergency and disaster resilient community.

a To provide Fire and associated Emergency Services to a growing community.


Ongoing monitoring and review of service delivery processes to optimize efficiencies and increase effectiveness.Meet and exceed regulatory compliance, including staying ahead and abreast of emerging/changing legislative requirements.Continue to provide effective water supply and wastewater treatment services during the construction of significant expansions to the City'streatment capacity.Provide and promote participation in leisure and recreation programs, including ongoing review and updates to range of services provided andaccessibility limitations, both physical and financial.Provide an effective and accessible public transit system that best meets the travel demands of the community.Conduct a long range corporate accommodation plan that will meet the Corporation's anticipated growth needs.Complete and maintain an accurate inventory of major corporate facilities.Increase corporate and public awareness and involvement in emergency preparedness and develop appropriate response plans.

a To promote a fire-safe community through community-wide public education and fire prevention programs and services.a To provide timely emergency response capabilities that meet service standards.


a Regulatory and legislative changesa Population growth and increasing service needs.a Increased inventory of assets above and below ground.

Th City of

FPJE226


All Departments measure performance using a Balanced Scorecard. Community Operations contributes the following indicators to a corporatescorecard:

Department Indicator 2010Plan

2010 Projected 2011Plan

Barrie Fire &Emergency Service

10 Firefighters on the scene within 10 minutes 90% of the time._________________________________________________________

90% 88.66% 88%

__________________ 4 to 6 minute Road Response - 90% of the time. 92% 92.01% 92%__________________ Emergency Response Call Volumes for Barrie 6600 6352 6600

__________________

Number of Residential Inspection Site Visits per 1,000 Households(OMBI Fire 250)

4.8 11.39 12.00

___________________

Number of Commercial & Industrial Inspection Site Visits per 1,000Commercial & Industrial Properties (OMBI Fire 255)

_______________

7.5_______________

14.89_______________

15.00

Leisure, Transit &Facilities

Number of Conventional Transit Trips Per Capita (OMBI TRNT1 05m)___________________________________________________________

________________

18.38_______________

________________

19.5________________

19.5

Transit In-Service Vehicle Hours Per Capita (OMBI TRNT21O) 1_______________

1 1.1Number of Registered Program Participants Per Capita (OMBISREC11O)

1.76____________

1.65 1.65

Number of Drop-In Participants Per Capita (OMBI SREC1 12) 2.56____________

2.41_____________

2.41Total Participant Utilization Rate for Directly Provided RegisteredPrograms (OMBI SREC41O)

70%_____________

64% 64%

Transit - Revenue to Cost Ratio (A/C) (OMBI TANT315) 47.8%_____________

47.9%_____________

46.5%Direct cost/sq. m to operate recreation facilities.

$97.97 $101.47 $105.93

Operations Winter Control Service Level Compliance (to Municipal Act regulations) 97% 98% 99%__________________ Water - Total # of Systems Adverse 0 10 0

___________________

Operational Spending Per Lane KM (Roads, Storm, Sanitary, Traffic,Streetlights) - Note road length increased by 64.6 KM or 5% over 2009

$9,572 $9,046 $10,224

__________________ Residential Waste Diversion Rate________________

55%________________

55%________________

55%

The pofT'1 TT

L

227

Budget Summary

Tax Rate

2011 Net ________ 2011 StaffingDepartment

_____________________________RequestedBudget

BaseFTE

ProgramChange

TotalRequested

Office of the General Manager 364,539 3 0 3Fire and Emergency Services 18,145,416 158 22 180Operations 25,797,614 112 2 114Leisure, Transit and Facilities 17,421,658 89 8 97Community EmergencyPreparedness 119 758

______________

1 0 1

Total 61,848,985_________

363___________

31_____________

394

User Rate

2011 Net 2011 StaffingRequestedBudget

________

BaseFTE

ProgramChange

TotalRequested_____________________________

Water Operations (868,600) 56.3 0 56.3Wastewater Operations (621,622) 30.7 2 32.7Parking 638,586 4 0 4Total (851,636) 91 2 93

The Chy of

]BI.iRE228

Th J' of/ :

Community Operations Division2010 Proqram Chanqe Form m


Leisure, Facility Supervisor * Implementation of staffing team for Y Positions filled for Phase 1 of theTransit & (Operations), Mechanical facility operations of Surface Water Facility Operations Team to provideFacilities Superintendent, Treatment Plant. building and mechanical maintenance

Mechanical Operator (2); for the facility component of the SWTP.Custodian (3) ___________________________________ (Plant operations by Water staff)Facility Technologist e Computerized Facility Management

___________

N This position will be recruited inSystem Administration February 2011. It is anticipated that all

service impacts will be realized in2011.

Manager of Facility e Asset Management & Capital N This position was filled in DecemberPlanning & Development Planning 2010 with commencement in January

• Space Planning & Mgmt 2011. It is anticipated that all service• Facility Development impacts will be realized in 2011.• Quality Assessment & Innovation

Manager of Planning & • Strategy Development &___________

Y___________________________________This position was filled in May 2010

Policy Development Implementation and initial progress has been madeLTF Planning & Financial towards developing implementationCoordination plans for master plan

o Policy Development recommendations. This will continueo Staff Training into 2011 work plans including acting

as Division representative for growthstudy.

The 2011 Business Plan for LTF hasbeen coordinated through this position.Ongoing oversight in conjunction with

___________ _______________________ __________________________________ ___________ assigned Performance Analyst to be

CiH' of--4

229

Tk Ctv of

Community Operaflons Division2010 Program Change Form mpacts


provided through this role.

Initial policy format framework indevelopment to be consistent withcorporate format. Will continue into2011 work plan.

Standardized staff training program________________________ ___________________________________ ___________ framework to be developed in 2011.Capital Project Supervisor • Capital Project Delivery N This position was to be filled if required

Project Management pending approval of capital projectsrelated to future facilities for BarriePolice and Barrie Fire & EmergencyServices. As the projects did notproceed during 2010 this position

____________ ________________________ ___________________________________ ___________ remained vacant.Transit Analyst • Customer Service V This position was filled in May 2010(conversion) • Service Quality Assurance and has provided a consistent level of

• AODA Transit Requirements customer service and oversight onservice delivery by the contractor.

The CYtv of

230

rr''Re L,

1

Community Operations Division2010 Proqram Chancie Form m


BFES

___________

Fire Prevention Officer

_______________________

o Additional FPO to provide BFES theability to conduct more regularinspections and be able to respondto the growing complaint and requestinspections_as_legislated.

Y An additional Fire Prevention Officerwas promoted from within thedepartment and is currentlyundergoing the required training.

Operations Operations Project e Development of preventative_____________

'1_________________________________In 2010 maintenance programs for

Coordinator maintenance programs to assist with ponds were developed through thecontrolling operating costs and compilation of information (design andcontrol service failures. construction details and requirements,Development of work order inspections and enhancing the datamanagement process and system tools). Prioritized lists of 2011implementation activities were recommended for

budget and some newly identified workinitiated. Streetlight programimprovements resulted in cost savings.PMP included inspections for strayvoltage (phase 1 & 2) and inspectionidentifying critical pole replacements.

o Review & coordinate the review of V Technical review processplans, reports, studies for proposed improvements include a systematicinfrastructures with respect to operating cost input for reports,operational constraints, costs etc. proposals, subdivisions to be includedReview new infrastructures coming in SRs, EAs etc. Operationalinto service and being assumed for commentary on applications is trackedoperational planning and budgeting. via an improved computer (access)

application. In-service inspections andprocesses are improving and are

_____________ _________________________ _____________________________________ _____________similarly tracked. Liaison with

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Community Operations Division________ 2010 Program Change Form impactsDepartment Program Change Form Planned Service Impacts Achieved? Comments

__________ _________________________________________________ (YIN)

Engineering is ongoing and enhancedin this regard.

o Development of work order Ongoing Participation in the corporate initiativemanagement process and system is ongoing. Extensive work with theimplementation. contractors with subject matter experts

was lead by, tracked and the OPC.

o Improve development and Y Significant improvement in theadministration of operating contracts development and administration ofto achieve work plans (streetlighting, operating contracts resulted inOil Grit Separators, trunk sewer improved streetlight service response,cleaning and spot repairs, crack reduced cost and the addition of PMP.sealing) Participation of key stakeholders in this

contract also improved (Powerstream,ESA, and Engineering). Oil GritSeparator inspections and operationshave commenced as a program. Thisbrings corporation into regulatorycompliance with C of As and corporateobjectives. Trunk sewer cleaning wasinitiated at a very limited level, andspot in-situ repairs were completed perl&l program initiatives as well asadditional works. This program isbeing enhanced and to an ongoingprogram. This resulted in inflowreductions and other local and system

____________ ________________________ ___________________________________ _____________improvements.

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Community Operations Division________ _______________

2010 Program Change Form ImpactsDepartment Program Change Form Planned Service Impacts Achieved? Comments

__________ ____________________ _____________________________ (Y/N)

• Monitor regulatory compliance Y The success of this element is bestrequirements (Electrical Safety reflected in the above notes regardingAuthority, MOE Certificates of ESA participation in ongoing operatingApproval, Minimum Maintenance meetings, and initiation of the ongoingStandards, and Conservation stray voltage and PMP programs.Authorities) and integrate into Similarly the enhanced data bases foroperations, include tracking, of Ponds and 005 tracking bothactivities for required works. consolidate the regulatory

requirements and better enablecompliance and tracking. Significantenhancement of the participation ofOMBI and PMP fall into this impactgroup. The OPC plays a vital role incollection of this information and willwork with the Roads and Parksleadership team to utilize theinformation in performance

___________ _______________________ __________________________________ ____________ management and improvements.Long Range Waste • Maximize waste diversion, increase N RFP awarded late December 2010 andManagement Plan citizen confidence in future associated project funds carried over

management of municipal waste, to 2011.consider system changes and

_____________ _________________________ forecast financial_implications.Waste Reduction Co- • Coordinate, monitor, evaluate, report

_____________

V___________________________________Position leads implementation and

ordinator and improve on provincial initiated administration of provincially initiatednon mandatory waste diversion waste diversion programs such asprograms and increase education Waste Electronics and Electricaland program support in multi Equipment (WEEE), Municipal

____________ ________________________ residential sector._____________ Hazardous or Special Waste (MHSW)

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Community Operations Division_______ 2010 Program Change Form ImpactsDepartment Program Change Form Planned Service Impacts Achieved? Comments

__________ _____________________ ______________________________ (YIN)

• Increase education and programsupport including piloting organics inmulti-residential sector.

N

and Used Tire Program.

Incumbent recruited October 26, 2010and additional service level impactsare included in 2011 work plan.

Operations Support • Preliminary Implementation of Licensing As recruitment completion wasn't untilAdministrator (Fleet) Internal Corporate Licensing Program - N November, licensing program did not

System/Program commence.• Administrative support for the Branch Administrative Initial steps to providing a proper

Manager and Coordinator of Vehicle Support - Y balance of work responsibilities withand Equipment Training position. Filling this position has

assisted in initiating the following:Improve operator safety trainingand development

• Place the Corporation incompliance for legislativerequirements.

• Reduce the overtime requirementsfor existing staff allocated to otherBranches and for Technicians

____________ ________________________ ___________________________________ within Fleet Services.IMS Coordinator • Ensure that all aspects of

_____________

N Recruitment not completed untilmaintenance and repairs are February 2011. Work completed inassessed organized and completed 2010 by temporarily transferred WPCCto maintain continuous operation and employee.compliance. Minimize the reliance of

____________ _________________________ external_support_from_outside_____________ __________________________________

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The (y of

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Community Operaflons Division________

2010 Program Change Form tmpactsDepartment Program Change Form Planned Service Impacts Achieved? Comments

__________ ____________________ _____________________________ (YIN)

contractor! temporary employee(standing agreement).

Supervisor of Technical e Maintain the current CMMS system N Recruitment not completed untilServices to ensure the Corporations assets February 2011. This work continued to

are continually maintained and be contracted out In 2010.regulatory requirements are met.With the requirements and changesto legislations, asset managementand PSAB the need for detailed

____________ ________________________ procedures_and_records_is_required.Maintenance Operator • Ensure that all electrical

_____________

Y__________________________________Improved electrical preventative

Leadhand (Electrical) maintenance and repairs are maintenance performed with no majorassessed organized and completed electrical issues, allowed organizedto maintain continuous operation and support for all electrical constructioncompliance. Minimize the reliance of activities and new projects, reducedelectrical support from outside backlog of outstanding electricalcontractor! temporary employee, maintenance and issues, ensured(standing agreement) compliance with all codes, regulations

and Health and Safety. Continuousoperations of all critical equipmentallowed the WPCC to be in fullcompliance with the COA

Lab Technician • To perform unit process analysis for Y The Lab Tech has assisted inoptimization of surface water preparing for the commissioning andtreatment. ultimate assumption of the SWTP by

• To coordinate external and internal_____________

the Water Operations Branch. Her

H of

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Community Operatons Division_______ 2010 Program Change Form ImpactsDepartment Program Change Form Planned Service Impacts Achieved? Comments

sampling required to perform time has been dedicated to preparinginternal analysis and to identify laboratory programs for the Branch asimpending process upsets. a whole as well as implementing

• The maintenance and calibration of changes to the QMS Operational PlanBranch sampling and monitoring as it pertains to the plant. This positionequipment. has allowed the Branch to take a more

coordinated approach to maintenanceand calibration of sampling and

____________ ________________________ ___________________________________ monitoring equipment.Operations Project • This position is required for QMS

_____________

V The Operations Project Coordinator -Coordinator - Water development for the new Surface Water has integrated the SWTP into

Water Treatment Plant; the the QMS program; has developedintegration into the existing QMS as processes and procedures for thewell as its maintenance; and to operation of the plant; has identifiedprovide a coordinated approach to and established required regulatory

____________ ________________________ compliance requirements processes.2 Water Treatment and o operations and maintenance of the

_____________

Y These staff have been part of theMaintenance Operators Surface Water Treatment Plant development of operational plans,

processes and procedures required forthe commissioning and operation ofthe Surface Water Treatment Plant.They have participated in unit processtraining as well as have assisted theGround Water Supply section. Theyactively participate in the plant

_____________________________________ ______________ commissioning.

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F-- -

Community Operations Division2010 Proiram Chancie Form ImDacts


___________

Operations SupportAdministrator (Water)

_______________________

Meet service levels demands.• Administrative Support for

Legislative Requirements.• Reallocate administrative type

functions away from supervisory andlead_hand_staff.

Y Continuity is needed and service levelwould suffer if we return to previouscomplement.

1 Lead Hand • An investigative approach to_____________

V__________________________________Began the development and

2 Water Operators customer complaints implementation of a water quality• Optimization of system flushing maintenance program that has

through the development of a water assisted in the collection of baselinequality maintenance program. data, trending and profiling.

o Ensuring the adequacy and ability of Evaluations have already assisted inthe infrastructure to provide quality predicting problems and assisted withwater to the customer and adequate quick resolutions of customerquantities and pressures to ensure complaints. The System Flushingsufficient fire protection and the program has already identifiedprevention of possible backflow efficiencies in maintaining expectedevents, drinking water quality. This group

have also assisted in the developmentof commissioning plans for thedistribution system reception of

___________ _______________________ __________________________________ surface water.Water Utilities Program e Ability to maintain the operational

____________

V Has assisted supervisory and leadClerk and reporting requirements under hand staff with administrative type

PSAB, the newly implemented duties associated with PSAB, QMSComputerized Work Order and has become the lead for the WorkManagement System and the Water Order Management System. This hasOperations Branch QMS System. made time available for them to have

____________ __________________________ _____________________________________ _____________ time to focus on their core tasks. This

237

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Community Operations Division2010 Program Chanue Form m


o Reallocate administrative type position has also assisted infunctions away from supervisory and maintaining databases associated withlead hand staff. regulatory requirements and

____________ ________________________ ___________________________________ preventative maintenance.2 Water Distribution • Resources to allow for more

_____________

Only 1 One operator did not make a sufficientOperators preventative maintenance work to be Distribution impact.

completed. Operator was___________________________________ approved

Water Distribution • Implementation and maintenance of Y__________________________________Staff are involved in the AMI

Operators (2); Utility AMI implementation as well as assistingProgram Clerk (1) with the ongoing duties of the Water

____________ ________________________ ___________________________________ _____________ Customer Services Section.

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238

COMMUNITY OPERATIONS DIVISIONDIVISION SUMMARY

2011 Base Budget Change Report (Tax Based Only>


Expenditures Budget Expenditure Budget Change(s) Budget to 2010 Forecasted to 2010 Forecasted_________________ $ $ $ $ $ $ $ % $IXPENSES

_____

Salaries 34124,878 37,793,335 36,972021 40,613,662 774,025 41,387,687 3,641,641 10% 4,415,666 12%Fringe Benefits 6251,986 6,729,880 6,787,798 7453,474 171,748 7,625,222 665,676 10% 837,424 12%Total Salaries and Benefits 40,376,864 44,523,215 43,759,819 48,067,136 945,773 49,012,909 4,307,317 10% 5,253,090 12%OPERATING EXPENSESGeneral Operations 40,606,683 47,742,505 44,920,157 48,814,867 205710 49,020577 3,894,710 9% 4,100,420 9%Minor Capital 982,782 1,495,609 1,416,711 2,173,289 23,946 2,197,235 756,578 53% 780,524 55%Hydro, Water, Sewer, Gas 6503083 7,683,741 8,028,688 10,432,412 10,432,412 2403,724 30% 2,403,724 30%Transfers to other Boards, Municipalities, Agencies

Total Operating Expenses before Debenture 48,092,548 56,921,855 54,365,556 61,420,568 229,656 61,650,224 7,055,012 13% 7,284,668 13%Costs and TransfersDEBENTURE COSTS AND TRANSFERSLease Equipment/Property 2,745577 3,575,060 3,535,432 11,722,285 1,296,766 13,019,051 8,186,853 232% 9,483,619 268%Financial Expenses 2,753,897 8,872,904 8,833,761 15,122,324 15,122,324 6,288,563 71% 6,288,563 71%Transfer to/from User Rate Reserve Funds 12,590,188 6,683,374 8,474,069 851,636 (354,144) 497,492 (7,622,433) -90% (7,976,577) -94%Transferto Reserves 1,678,042 281,080 251,238 377,657 2,199,036 2,576,693 126,419 50% 2,325,455 926%Transfer to Capital Fund (3,779) 3,779 -100% 3,779 -100%Total Debenture Costs and Transfers 19,767,704 19,412,418 21,090,721 28,073,902 3,141,658 31,215,560 6,983,181 33% 10,124,839 48%Gross Expenditures 108,237,116 120,857,488 119,216,096 137,561,606 4,317,087 141,878,693 18,345,510 15% 22,662,597 19%RevenuesOtherGovernment Funding (1,177,992) (1,251,969) (1,254,325) (1,235,583) (121,800) (1,357383) 18,742 -1% (103,058) 8%Contribution from Reserves/Reserve Funds 13,015,722) (4,566,745) (6,434,937) (8,584,295) (333,000) (8,917,295) (2,149,358) 33% (2,482,358) 39%Licences, Permits, Application Fees (1,738,588) (1914,382) (1,802,427) (1,796,859) (1,796,859) 5,568 % 5,568 %FinesFees, Charges, Service Rentals (46,370,024) (50,864,190) (47,901,306) (56,269,498) (2,000) (56,271,498) (8,368,192) 17% (8,370,192) 17%Other Revenue (5,418,356) (5,536,608) (5,794,929) (7,826,386) (1,358,735) (9,185,121) (2,031,457) 35% (3,390,192) 59%Total Revenues (57,720,682) (64,133,894' (63,187,924) (75,712,621) (1,815,535) (77,528,156' (12,524,6971 20% (14,340,232) 23%Net Operating Expense/(Revenue) 50,516,434 56,723,594 56,028,172 61,848,985 2,501,552 64,350,537 5,820,813 10% 8,322,365 15%

239


EXPENDITURES

COMMUNITY OPERATIONS DIVISIONGENERAL MANAGER OF COMMUNITY OPERATIONS


EXPENSESSalaries 317257 325,786 323,816 330,562 330,562 330,562Fringe Benefits 52,273 56,672 51,998 59,096 59,096 59,096


OPERATING EXPENSES

General Operations 14,965 13,350 13,893 16,700 13,700 13,700Minor Capital 8,811Hydro, Water, Sewer, GasTransfers to other Boards, Municipalities, Agencies

__________________ _________________ ___________________

Total Operating Expenses before Debenture Costs and Transfers 23,776 13,350 13,893__________________

16,700___________________

13,700___________________

13,700DEBENTURE COSTS AND TRANSFERS

__________

Lease Equipment/PropertyFinancial ExpensesTransfer to/from User Rate Reserve FundsTransfer to ReservesTransfer to Capital Fund

________________


Gross Expenditures 393,306 395,808 389,707 406,358 403,358 403,358RevenuesOther Govemment FundingContribution from Reserves/Reserve Funds (70,667)Licences, Permits, Application FeesFinesFees, Charges, Service RentalsOther Revenue _________________ _________________ (36,333) (41,819) (41,819) (41,819)Total Revenues

________________(70,667) (36,333) (41,819) (41,819) (41,819)


240

COMMUNITY OPERATIONS DIVISIONGeneral Manager of Community Operations


2009 2010 2010 2011 2011 Changein2oll Changein2OllActual Approved Forecasted Base Program Requested Base Budget Requested Budget


__________

Salaries 317257 325786 323,816 330,602 330,562 6,746 2% 6,746 2%Fringe Benefits 52,273 56,672 51,908 59,096 59,096 7,098 14% 7,098 14%Total Salaries and Benefits 369,530 382,458 375,814 389658 389,658 13,844 4% 13,844 4%OPERATING EXPENSESGeneral Operations 14,965 13,350 13,893 16,700 16,700 2.807 20% 2,807 20%Minor Capital 8,811Hydro, Water, Sewer, GasTransfers to other Boards, Municipalities, Agencies

Total Operating Expenses before Debenture 23,776 13,360 13,893 16,700 16,700 2,807 20% 2,807 20%Costs and TransfersDEBENTURE COSTS AND TRANSFERSLease Equipment/PropertyFinancial ExpensesTransfer to/from User Rate Reserve FundsTransfer to ReservesTransfer to Capital FundTotal Debenture Costs and Transfers _____________ _____________ ______________3ross Expenditures 393,306 395,808 389,707 406,368 406.358 16,651 4% 16,651 4%Revenues

___________ ___________________________________

Other Government FundingContribution from Reserves/Reserve Funds 170,6671Licences, Permits, Application FeesFinesFees, Charges, Service RentalsOtherRevenue (36,333) 141,8191 141,819) 15,4861 15% 15,4861 15%Total Revenues _______ 170,6671 t36,333l 141,8191 ___________ 141,8191 (5,486) 16% (5,486) 15%Net Operating Expense/(Revenuel L 393.306 325,141 353,374 364,539 ___________ 364,539 11,165 3%

___________________________________

___________________________________ 11,165 3%

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The Community Emergency Planner is designated by By-law 2007-121 to manage the development, implementation and maintenance of theCity of Barnes emergency management program in accordance with the Emergency Management and Civil Protection Act and regulationsmade there under. Fulfillment of this mandate comprises the following:

Coordinating and administering the City's emergency management programIdentifying hazards and assessing risks to public safety in the communityFormulating and maintaining comprehensive emergency plans for the City of BarrieTraining management and staff to ensure they are ready and able to respond in an emergencyConducting awareness programs to ensure the public are prepared to respond appropriately in an emergencyProving Corporate management with advice about emergency preparedness and advice and assistance during emergencies


Provide for public safety by creating an emergency resilient community through having:• Emergency plans that address the likely hazards, risks and potential emergencies that could arise in the City of Barrieo Capability to respond to and recover from emergency situations while continuing to provide necessary services to City residents not

directly affected by the emergency• A citizenry that is well informed about and prepared to deal with the potential hazards, risks and emergencies that could affect them

Strategic Plan & Other Program DeliverablesCompliance with the annual requirements for municipal emergency management programs and plans under the Emergency Management andCivil Protection Act

Major Initiatives/Issues• Establishment of new emergency operations centre in new BFES station 1• Continue development of hazard based emergency plans and supporting MOUs with stakeholders• Enhance public awareness program


Objective: Emergency plans that address the likely hazards, risks and potential emergencies that could arise in the City of BarrieIndicator 2009 Actual 2010 Plan 2010 Projected 2011 Plan

City of Barrie emergency plans are current and address 75% 100% 75% 100%the most likely hazards

Agreements and arrangements to support implementation 50% 75% 75% 100%of emergency plans are in place

Objective: Capability to respond to and recover from emergency situations while continuing to provide necessary services to City residents notdirectly affected by the emergency

Indicator 2009 Actual 2010 Plan 2010 Projected 2011 PlanEmergency Control Group annual training is completed 2 sessions 3 sessions 2 sessions 3 sessions

Staff training in emergency management is conducted 4 sessions 4 sessions 4 sessions 4 sessions

Objective: A citizenry that is well informed about and prepared to deal with the potential hazards, risks and emerqencies that could affect themIndicator 2009 Actual 2010 Plan 2010 Projected 2011 Plan

Public advised about personal preparedness for the most 5 articles in the 6 articles in the 8 public information 10 publiclikely hazards and risks media media events information

events


EXPENDITURES

COMMUNITY OPERATIONS DIVISIONEMERGENCY PLANNING

2009 2010 2010 2011 2012 2013___________________________________________________ ACTUAL BUDGET FORECAST BUDGET FORECAST FORECASTEXPENSESSalaries 77,717 82,376 81,078 83,616 83,616 83,616Fringe Benefits 15,486 15,923 15448 16,554 16,554 16,554Total Salaries and Benefits 93,203 98,299 97,426 100,170 100,170 100,170OPERATING EXPENSESGeneral Operations 11,497 14,577 8907 15,588 15,588 15,588Minor Capital 9,839 5,000 4,790 4,000 4,000 4,000Hydro, Water, Sewer, GasTransfers to other Boards, Municipalities, Agencies

__________________


19,577 13,697 19,588 19,588 19,588DEBENTURE COSTS AND TRANSFERSLease Equipment/PropertyFinancial ExpensesTransfer to/from User Rate Reserve FundsTransfer to ReservesTransfer to Capital Fund


Gross Expenditures 114,539 117,876 111,123 119,758 119,758 119,758RevenuesOther Government FundingContribution from Reserves/Reserve FundsLicences, Permits, Application FeesFinesFees, Charges, Service RentalsOther Revenue

Total Revenues


243

COMMUNITY OPERATIONS DIVISIONEmergency Planning


2009 2010 2010 2011 2011 Change In 2011 Change in 2011Actual Approved Forecasted Base Program Requested Base Budget Requested Budget


__________

Salaries 77717 82,376 81,978 83,616 83,616 1,638 2% 1,638 2%Fringe Benetits 15,486 15,923 15,448 16,554 16,554 1,106 7% 1,106 7%Total Salaries and Benefits 93203 98299 97426 100,170 100,170 2,744 3% 2,744 3%OPERATING EXPENSESGeneral Operations 11,497 14,577 8,907 15,588 15,588 6,681 75% 6,681 75%Minor Capital 9,839 5,000 4,790 4,000 4,000 (790) -16% (790) -16%Hydro, Water, Sewer, GasTransfers to other Boards, Municipalities, Agencies

Total Operating Expenses before Debenture 21,336 19,677 13,697 19588 19,588 5,891 43% 5,891 43%Costs and TransfersDEBENTURE COSTS AND TRANSFERSLease Equipment/PropertyFinancial ExpensesTransfer to/from User Rate Reserve FundsTransfer to ReservesTransfer to Capital FundTotal Debenture Costs and Transfers _____________ _____________fross Expenditures 114,539 117,876 111,123 119,758 ___________ 119,758 8,635 8% 8,635 8%Revenues

___________________________________

Other Gsvernment FundingContribution from Reserves/Reserve FundsLicences, Permits, Application FeesFinesFees, Charges, Service RentalsOther RevenueTotal Revenues ______________

Net Operating Expense/IRevenue) 114539 117,876 111,123 119,758 __________ 119,758 8635 8% _________________________________ 8,635 8%

244

7'OImi1t![1itv Opoi'ioiis DvkionI3vio Fii'o '. li1OL'CJG[IC\i

Dep2l iiici

Manager of OperationsDeputy Fire ChiefRick Monkman

Platoon Chief"A" Shift

Mick CaidwellOfficer

Tracy Stevenson

Manager of Training, Prevention &Communications

Deputy Fire ChiefDave Forfar

ManagerSue Dawson

Chief Training OfficerTony Weir

Training Officer (4)I I CommunicationsFire Prevention Officer (8) L Supervisor (2)

Captain (1) [ Captain (2) Captain (1) L Captain (2) Captain (1) [ j Captain (2) Captain (1) ] Captain (2) _____________________Station #1 Station #2 Station #1 Station #2 Station #1 Station #2 Station #1 Station #2 Public Fire & Life Safety Communications

___________ I I _____________ I _____________ I Officer (1) Operator Full-time (8)

Firefighters Firefighters Firefighters Firefighters Firefighters Firefighters Firefighters Firefighters Communications(4) (8) (4) (8) [ (4) L (8) (4) (8) Operator Part-time (3)

Captain (2) L j Captain (1) Captain (2) [ faptain (1) Captain (2) [ j Captain (1) Captain (2> L ] Captain (1)Station #3 [ 1 Station #4 Station #3 r 1 Station #4 Station #3 Station #4 Station #3 I Station #4

Firefighters Firefighters Firefighters [irefighters Firefighters Firefighters Firefighters Firefighters(8) (4) (8) (4) (8) (4) (8) (4)

February 201110

245

Platoon Chief"B" Shift

Don Hargreaves

Platoon Chief"C" Shift

Keith Lusk

Payroll/Admin. Assistant

Platoon Chief"D"Shift

Jeff Catteau

Departmental OverviewBarrie Fire & Emergency Service is governed by 'By-law 2002-264, a By-law to Establish and Regulate the Barns Fire & EmergencyService." This By-law sets out definitions, the mission of the department and the mandate. The mandate sets out six distinct areas of operationfor the department, Fire Suppression, Technical Rescues, Public Education Programs, Public Assistance, Fire Investigation, Training andCommunications. BFES is governed and charged with the responsibilities under several legislative requirements, including and not limited tothe Fire Protection & Prevention Act.

Administration Branch

The Administration Branch requires approximately 6.9% of the Department's resources to perform the following services:o Overall administration of 157 staff in five branches:

• Administration• Communicationso Operations/ Suppression• Prevention• Training

• Strategic planning for the Department.o Co-ordination with other City Departments and external agencies.o Compliance with municipal, provincial and federal legislated requirements and best practices.• Enhancing the level of service provided to the public.

Communications Branch

The Communications Branch requires approximately 4.8% of the Department's resources to perform the following services:o Responsible for the receipt of fire and emergency related calls for the Barrie Fire & Emergency Service and for those municipalities

or other agencies with which contractual agreements are in effect.• Receive and process requests for assistance, assess information, prepare data and perform the dispatching function of emergency

vehicles for Barns and client municipalities.• Convey instructions, information and direction to the service requester, provide logistical support to the fire scene and maintain

radio communications with emergency responders.• Monitor call dispatching on a monthly basis to identify areas of concern and meet industry standards, guidelines and legislative

requirements.

Operations Branch

The Operations Branch requires approximately 79% of the Department's resources to perform the following services:o Respond to reports of fires, fire alarms, technical rescues, hazardous material incidents, medical emergencies, marine

incidents and perceived emergencies.• Meet the Ontario Fire Marshal's mandate to have 10 fire fighters on the scene within 10 minutes, 90% of the time to a single-family

residential structure fire.• Comply with Council's motion to have a less than 6 minute road response, 90% of the time to a single-family residential structure

fire.• Monitor the community's perception of service delivery through monthly questionnaires and public education based events.• Continually review level of service provision and implement adjustments as required.

Fire Prevention Branch

The Fire Prevention Branch requires approximately 5% of the Department's resources to perform the following services:• Enforcement of the Ontario Fire Code, the Ontario Building Code and City of Barrie By-laws. Audit, document and inspect buildings

to ensure the environment is safe through compliance, legal use of occupancies and legal action, if necessary.o Create and promote public education programs in schools to ensure children have the necessary tools to protect themselves from

fire.• Educate the public and target specific behaviour in the community for the purpose of creating and developing a fire safe community.• Conduct cause and origin.• Legislated requirement to follow-up on complaints, investigate fires and inspect occupancies.

Training Branch

The Training Branch requires approximately 4.4% of the Department's resources to perform the following services:• Provide training and educational opportunities to assist in meeting job specific and Health and Safety standards as dictated under

federal, provincial and municipal law.• Develop qualified and competent fire fighter and officer candidates for the purpose of mitigating emergency situations including

disasters.• Responsible for succession planning within the Department.

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Key Departmental Objectiveso Prevent or reduce loss of life and/or property damage by responding to emergency calls for service for an array of services.o Maintain a sufficient level of qualified staff on hand to ensure response time meet Provincial and accepted service level legislation and

standards.o Provide community based public education and Code compliance enforcement with the goal of reducing or eliminating life and

property loss.o Provide staff training and education to meet all required legislated training and safety standards.o Provide communication services to Barrie and area municipalities that meet service delivery standards.


o Comply with the Ontario Fire Marshal's guidelines, Fire Code, FPPA (Fire Protection & Prevention Act) and other legislatedrequirements.

o Comply with the requirements for the fire service as set out by the Occupational Health & Safety Act.o Review, revise and implement the Fire Master Plan.o Comply with Council direction and priorities.• Promote safety to the citizens of Barrie through proactive public education.O Enhance and increase service delivery levels to the public.• Enhance the health and safety of responding personnel.

Major Initiatives/Issues• Review, revise and implement the Fire Master Plan including:

a. The Short Term, Medium Term and Long Term Goals attached as Appendix "A" to Report No. 4 of the Fire Master PlanCommittee;

b. The Financial Budgetanj Matrix attached as Appendix "B" to Report No. 4 of the Fire Master Plan Committee; andc. Determining the future location of a permanent Station #5 and the training facility, and the potential advancement of these

projects• Initiate and complete an in-depth station location study.• Continue with the construction of new Station 1.o Strategic planning and design for the BFES Training Facility.• Evaluate staffing levels within all branches of the department.o Finalize the details for a regional CBRNE (Chemical/Biological/Radiological/Nuclear/Explosive) response team in partnership with the

County of Simcoe.• Enter into service provision contracts with other Fire Services within the County, primarily technical rescue.• Continue to send out questionnaires to residents who required assistance to monitor satisfaction with the service.o Continue to enhance technical rescue capabilities of the department.o Monitor response benchmarking including turnout time, less than 6 minute road response and 10 fire fighters on the scene within 10

minutes on a monthly basis and identify areas of concern.O Continue to develop a plan for Communicators to meet the 2007 Ontario Fire Service standards for Fire Service Communicators and

work towards anticipated certification.o Review, track and monitor emergency service benchmarks established for Emergency Communication Centres.o Analyze and review the cost of acquiring new business for the Communications Centre from a cost-recovery perspective.• Enhance radio coverage and fire fighter safety by adding sites for simulcast radio system to cover south east and south west areas of

the City and possible expansion area.• Implement new strategies to reduce the number of times an apparatus must leave response areas for suppliers.• Increase the number of inspections performed through the use of an appropriate inspection-based program using new technology

such as the AMANDA program or some other suitable database.• Capture, analyze and interpret data with the sole purpose of developing suitable community-oriented public education programs

through AMANDA or some other suitable database.• Effectively and actively investigate all fires with the purpose of ensuring compliance is met within specific time periods.• Monitor and tract all occupancy inspections with the purpose of ensuring compliance is met with specific time periods.• Develop specific, targeted messages to homeowners and tenants on fire safety through the use of educational material and the local

media.o Develop a new school program to educate children on matters of fire safety with the involvement of prevention and operations staff.• Create an e-learning environment through the creation of a web-based program and establish electronic data storage for training

materials.0 Investigate a new records management program for Training.o Introduce a new accountability system and training board monitoring system.


Objective - Timely Response to IncidentsIndicator 2009 Actual 1 2010 Plan 1 2010 Projected 2011 Plan

Actual-gOth Percentile Total Response Time for Fire n/a n/a 08:30:00 08:30:00Services in Urban Component of Municipality (OMBI Fire407) Barrie Only

10 Fire Fighters on scene within 10 minutes - 90% of the 86.58% 85% 87% 86%time, structure & fire alarms sounding (OMBI Fire 410)

Less than 6 minute road response - 90% of the time, 93.36% 92% 92.50% 93%structure & fire alarm sounding (OMBI Fire 410)

Emergency Call Taking to Dispatch within 60 seconds 85.01% 95% 93% 95%(NFPA 1221)

Emergency Call Taking to Dispatch with 90 seconds 92.10% 99% 99% 98%(NFPA 1221)

Objective Delivery of Service Levels Adopted by Council

COcJ

Indicator 2009 Actual 2010 Plan J 2010 Projected 2011 Plan

Number of Property Fires, Explosions and Alarms per 8.34 6.4 6.4 6.01,000 Urban Population (OMBI Fire 242)

N umber of Rescues per 1,000 Urban Population (OMBI 4.25 4.2 4.0 4.2Fire 243)

Number of Medical Calls per 1,000 Urban Population 22.89 25 25 25(OMBI Fire 244)

Number of Other Incidents per 1,000 Urban Population 4.53 5.7 5.7 5.6(OMBI 245)

Objective - Reduce Life and Property Losses & InjuriesIndicator 2009 Actual 2010 Plan 2010 Projected 2011 Plan

Emergency Response Call Volumes for Barrie 6695 7000 6600 7000

Residential Fire Related Injuries per 100,000 Population 10 7.14 7.14 8.0(OMBI Fire 105)

Rate of all Fire Service Injuries - Entire Municipality (OMBI 43 45 45 40Fire 109A)

Residential Fire Related Fatalities per 100,000 Population 0 0 0 0(OMBI Fire 110)

Rate of Residential Structural Fires with Losses per 1,000 1.07 1.07 1.07 1.05Households (OMBI Fire 115)

Objective Meet Legislative Requirements (FPPA, O.H.& S. etc.)Indicator 2009 Actual 2010 Plan 2010 Projected 2011 Plan

Number of Residential Inspection Site Visits per 1,000 n/a 4.8 4.8 5.2Households (0MB I Fire 250)

Number of Commercial & Industrial Inspection Site Visits n/a 7.5 7.5 7.8per 1,000 Commercial & Industrial Properties (0MB I Fire255)

Public Education/Community Events/Station Tours/Truck 391 350 90 275Visits (All)

Staff Development/Training Hours (All) Total Hours 22,260 34,000 34.000 32,000


EXPENDITURES

COMMUNITY OPERATIONS DIVISIONBARRIE FIRE & EMERGENCY SERVICES


EXPENSESSalaries 12,626029 13,823,992 13,632932 14,502765 14,891894 15,330,523Fringe Benefits 2,464081 2,508066 2,694,475 2,941,519 3,205,652 3,301822Total Salaries and Benefits 16,090,110 16,332,058 16,327,407 17,444,284 18,097,546 18,632,345

OPERATING EXPENSESGeneral Operations 663,233 491,835 506,056 449,925 457,514 458,160Minor Capital 227783 277,434 266240 277434 303,037 307,807Hydro, Water, Sewer, GasTransfers to other Boards, Municipalities, Agencies ___________________ ___________________ ____________________

Total Operating Expenses before Debenture Costs and Transfers 891,016 769,269 772,296___________________

727,359____________________

760,551____________________

765,967

DEBENTURE COSTS AND TRANSFERSLease Equipment/Property 284,337 318,415 336386 632,912 589,599 607,032Financial ExpensesTransfer to/from User Rate Reserve FundsTransfer to ReservesTransfer to Capital Fund

__________________ __________________



RevenuesOther Govemment Funding (297,406) (333,327) (202,270) (224,539) (199,842) (201,820)Contribution from Reserves/Reserve Funds (124,379) (37,344) (66,409)Licences, Permits, Application Fees (664) (275)FinesFees, Charges, Service Rentals (129,961) (404,300) (148,560) (434,600) (434,600) (434,600)Other Revenue (311) _________________ (34) _________________

Total Revenues (562,721) (774,971) (417,548) (659,139)_________________

(634,442)__________________

(636,420)


249

COMMUNITY OPERATIONS DIVISIONBarrie Fire & Emergency Services2011 Base Budget Change Report


Expenditures Budget Expenditure Budget Change(s) Budget to 2010 Forecasted to 2010 Forecasted_______________________________________ $ $ $ $ $ $ $ % Comments $.(XP EN S ES

__________

Salaries i 2626029 13823992 13632932 14,502765 337,042 14,839,807 869,833 6% Salary adjuslments for 2010 and 2011. 1206,875 9%Annualized salary for 1 approved FPO.Merit increases, step increases andexperience pay increases.

Fringe Benetts 2,464,081 2,508,066 2,694,475 2,941,519 78,332 3,019,851 247,044 9% 325,376 12%Total Salaries and Benefits 15,090,110 16,332,058 16,327,407 17,444,284 415,374 17,859.658 1,116,877 7% 1,532,251 9%OPERATING EXPENSESGeneral Operations 663,233 491,835 506,056 449,925 192,000 641,925 (56,131) -11% Internal transfer to Minor Capital and OT GL 135,869 27%

to provide required Off-duly Iraining.MinorCapital 227,783 277,434 266,240 277,434 277,434 11,194 4% Internal transfers with BFES Budget 11,194 4%Hydro, Water, Sewer, GasTransfers to other Boards, Municipalities, Agencies

Total Operating Expenses before Debenture 891,016 769,269 772,296 727,359 192,000 919,359 (44,937) -6% 147,063 19%Costs and TransfersDEBENTURE COSTS AND TRANSFERSLease Equipment/Property 284,337 318,415 336,386 632,912 1,144,619 1,777,531 296,526 88% New Station 1 Opening and require a 1,441,145 428%

portion of the old slation for equipmentstorage, increased comodity prices andcompletion of deferred minor capitalprojects.

Financial ExpensesTransfer to/from User Rate Reserve FundsTransfer to Reserves 650,000 650,000 % Interim Fire Station #5 Apparatus 650,000 100%Transfer to Capital FundTotal Debenture Costs and Transfers 204,337 318,415 336,386 632,912 1,794,619 2,427,531 296,526 88% __________________________________ 2,091,145 622%Gross Expenditures 16,265,463 17,419,742 17,436,089 18,804,555 2,401,993 21,206,548 1,368,466 8% __________________________________ 3,770,459 22%RevenuesOther Government Funding (297,408) (333,327) (202,270) (224,539) (121,800) (346,339) (22,269) 11% We louis dispatch customer in 2010 that (144,069) 71%

will be replaced in 2011. 2011 COLAadluslment

Contribution from Reserves/Reserve Funds 1124,379) 137,344) (66,409) (108,000) (108,000) 66,409 -100% interim Fire Station 8 5 DC Funding 141,591) 63%Licences, Permits, Application Fees 1664) 1275) 275 -100% 275 -100%FinesFees, Charges, Service Rentals (129,961) (404,300) (148,560) (434,600) (434,600) (286,040) 193% BFES encountered difficulty in oblaining (286,040) 193%

info from Barrie Police due 10 FOl concernsthrosghoul 2010. A resolution wilh MTO willbe presented to Council in 2011. Increasedby $50k for the OSFBA Permil fee eff. Jan2011

OtherRevense (311) (34) 34 -100% 34 -100%Total Revenues (552,7211 (774,9711 (417,5481 (659,1351 (229,800) (888.9391 1241,5911 58% 1471,3911 113%Net Operating Expense/(Revenue) 15,712,742 16,644,771 17,018,541 I 18,145,416 2,172,193 20,317,609 1,126,875 7% 3,299,068 19%

2fl

lii1U!flfty Opaons Dvisoii( Leist, liFlSi ( kiCiius

I-.--

-------------

Director of Leisure, Transit and FacilitiesBarb Roth

LIiIIIITIiIIIIITiTTJ

OfficeCoordinatorlBrenda Foster

I ManagerofRecreationSteve Lee-Young

Managerof FacilityOperations

IManager of TransitGeorge Kaveckas

ManagerofFacilitynning & Development

I ManagerofPolicy&Planning

Kevin Bradley Dan Burton Randy Watson

I__ __ ___________ ___

Secreta (5) Recreation Supervisor - Facility Supervisor I Facility Supervisor Facilities Capital ProjectCommunity Services

H

Holly Group I Barrie Molson Centre Supervisor (3)____________________________________________ Monique Kovacs Tom Ewtes j Robin Groves Frank Palka

Secreta Pad-time (I)

H

1 [ Facility Supervisor 1 Facility Supervisor-Recreation Supervisor East Bayfield Group Corporate Facilities

etergenerational Services Jake Veenstra Glenn TrislramKate Ellis j j

Indicates tempora

I______________________ ______________________

°Marketing and Promotions Facility Supervisor Facility Supervisor !ManagerDan Buttineau Recreation Supervisor - 1 Allandale Facility Group Environmental Facilities

________________________ Aquatics & Fitness I Wade Leblanc Ryan Thompson

ServicesSharon Blaicher

February 2011

11

251

otiiiuuiiity Opezioiis Division

( Loisue, uiansft ciiics DeHeii(

-1-S

Manager of RecreationSteve Lee-Young

Recreation Supervisor - Recreation Supervisor -

Community Services Intergenerationa' Services

Monique Kovacs Kate Eflis

Recreation Programmer (4) Recreation Programmer (3)

Recreation Supervisor -Aquatics & Fitness

ServicesSharon Btaicher

Recreation Programmer ______________ Recreation Programmer (3)Fitness Aquatics & Fitness

Aquatic InstructorLifeguard (3)

February 2011

12

252

OLiou Div)sioie)stiie, uinft & F is

.

Facility SupervisorHolly GroupTom Ewles

Facility OperationsCoordinator (1)

Facility SupervisorEast Bayfield Group

Jake Veensira


Facility SupervisorAllandale Facility Group

Wade Leblanc

] Facility OperationsI Coordinator (1)

Facility Operator 1(1) Facility Operator 1(3)

Facility Operator 2 (4) Facility Operator 2 (0)

Facility Operator 3 (2) Facility Operator 3 (5)

Manager of FacilityOperations

L Kevin Bradley

Facility Supervisor Facility SupervisorBarrie Molson Centre Corporate Facilities

Robin Groves Glenn Tristram


Facility Operatorl (4) -] FacilityOperatorl (1)

Facility Operator 2 (2)

Facility Operator 3(1)



Facility Supervisor -Environmental Facilities

Ryan Thompson

Mechanical Maintenance I Mechanical MaintenanceSuperintendent (2) L Superintendent (I)

Mechanical MaintenanceOperator (2) Mechanical Maintenance

Operator (1)

Building Superintendent

______________________ r Custodian (4)

Head CustodianEvening Staff

Custodian (6)

Custodian(part-time) (1)

Marina Co-ordinatorBrad McConnell (Temp)

FIMS Co-ordinator

February 201113

253

Ofl1LUt1ty Opos )\'oerc, (' Fc1ftio &uieu - -

Manager of TransitGeorge Kaveckas

HCoordinator Barrie Transit coordinator

December 2010

14

254

/'Ofli[i1L1l! OtJertioiis Division

I Lersiic, jiaiisit Ficit____________

Manager of Facility Planning and -1Development

Dan Burlon

Facilities Capital ProjectSupervisor (3)

Frank Palka


February 2011

15

255

omtutnity Op toiis DiViSIOII -

pniiiuient

Manager of Policy & Planning

L Randy Watson

LTF Analyst


February 2011

16

256

LC)c\J

PERFORMANCE PLAN


Leisure, Transit and Facilities Department

The Leisure, Transit and Facilities Departments service delivery areas include: Recreation Programs; Facility Operations - Recreation andCorporate; Facility Planning & Development and Transit. It is organized into five branches: Administration, responsible for business planning,policies/procedures development, marketinglpromotions, ; Recreation, responsible for community leisure needs assessment, communitydevelopment and recreational programming; Facility Operations, responsible for operation and maintenance of corporate and communityfacilities; Facility Development, responsible for planning, design and construction of corporate and community facilities; Transit, responsible forpublic transit system including Barrie Accessible Community Transportation System which are delivered by private contract.

Administration

The Administration branch co-ordinates annual business planning ($35M operating expenditure, $20M revenues) financial reportinginformation, staff training and staff reports for the Department, develops policies and procedures develops the Department brochure andother promotional material, seeks sponsorships for Department programs, and provides Administrative services for all Branches..

Recreation

The Recreation Branch contributes to Barnes quality of life and a healthy community through the provision of active and creative choices bydeveloping and or facilitating the delivery and maintenance of a diverse offering of recreation programs and opportunities for socialinteraction, skill development and physical activity for all age groups. This includes direct and indirect programming through staff resources,partnerships and community development. Facility allocations and rentals include pools, gyms, fitness centres and outdoor sports fields.

The key recreation program areas are:

Aquatics

Sports

Transit Branch

D Fitness

Youth Centres

Older Adults

Children

Day Camps Skating

Dance General Interest

The Transit Branch strives to provide customer focused, efficient, reliable and affordable public transportation service that links people,workplaces and the community through an integrated, easy to use public transit system that promotes economic development and improvesthe quality of life in 8arrie.

Barrie Transit - City owns a fleet of 40 buses with the daily operation and maintenance service provided through a privatecontractor. The City is responsible for the administration, planning, scheduling, revenue generation and fleet purchases for thisservice. Transit service is provided 7 days a week. The City owns and operates through a private contractor the Transit Terminalat 24 Maple Ave which is used by Barrie Transit and intercity bus operators such as Greyhound, GO Transit, and Ontario Northland.

Barrie AccOssible Community Transportation System (BACTS) - City owns a fleet of 12 buses to provide transit service to thephysically disabled with the daily operation and maintenance provided through a private contractor. The City is responsible for theadministration, service planning, eligibility standards and fleet purchases for this service. BACTS operates 7 days a week.

Facility Operations

The Facilities Operations Branch maintains and operates City facilities (i.e. Corporate and Community Facilities). This team of facilityoperational professionals, provide leadership and guidance to the organization and municipal partners in the operation of the City's buildingscomprising over 1.6 million square feet related to 50 City facilities with a current replacement value of approximately $500 million.

The key facility operational management programs are:

0 Building Operations & Maintenance0 Space Planning & Managemento Utility & Energy Management

Facility Development

The Facilities Development Branch plans and builds City facilities (i.e. Corporate and Community Facilities), This team of facility planningand development professionals, provide building planning, development and asset management expertise to the organization and municipalpartners in managing the public's capital investment in over 1.6 million square feet related to 50 City facilities with a current replacementvalue of approximately $500 million.

The key facility development management programs are:

B Facility Strategic Planning (capital planning, asset management)B Design & Construction (includes Green Building Program)


Administration:

B Provide proactive leadership to maximize key systems and policies in order to make the Department most effective including thedevelopment and implementation of a customer service excellence program.

B To ensure business planning principles are applied in all areas of the Department that best achieve efficient service delivery in meetingthe needs of the Departments customers.

B Promote and market Department services to increase public's awareness of recreational opportunities, facility rentals and transitservices, all contributors to Barnes quality of life, while generating revenues to reinvest in services.

Recreation:

B Provide effective deliverable inclusive recreation programs that meet the leisure needs of the community.B To ensure the ability of all residents to participant in City operated recreation programs regardless of their ability to pay.

Facility Operations:

B Ensure the effective delivery of facility services to the Corporation's internal and external clients.B Evaluate revenue generation opportunities within existing City facilities.

Facility Development:

Provide and sustain an accurate major facility tangible capital asset inventory.B Develop capItal and life cycle programs to maintain the City's building assets.B Provide facility developmentJrenovation project management for all City buildings.

Transit:

B Provide a public transportation system that is a viable alterative to the automobile in the City of Barrie.B Meet travel demands generated by various target markets in the employment, academic, commercial, medical and service industries

and recognize that transit is an integral component of urban growth.


Administration:

B Lead an inter-department team in the development of an implementation plan for the Parks & Recreation Strategic Master Planrecommendations.

B Participate as a member of the Corporate Growth Study Team for the new boundary lands.B Develop a user fee pricing and subsidy strategy for Council's consideration in 2011.B Lead a Department team in the development of a promotions and marketing strategy for LTF Department services to increase public's

awareness of recreational opportunities, facility rentals and transit services, while generating revenues to reinvest in services.B Lead a corporate team and public information process in the development of a facility use plan for the Allandale Train Station and

property.

Recreation:

B Participate as a member of the inter-department team for the development of an implementation plan for recreation programs toaddress; the priorities focused on youth, older adults and inactivity and obesity; and including under-represented groups.

Facility Operations

Develop and present a long-term Strategic Accommodation Plan for the Corporation100+ rehabilitation projects throughout City facilities.Implement facility operational plans for new facilities coming on line for 2011 - Fire Station #1, Painswick Branch Library, SurfaceWater Treatment Plant, Community Theatre.

Facility Development:

Complete facility development of Fire Station #1 & Emergency Operations Centre, Painswick Branch Library, and Community Theatre.Participate In Transit Garage 3P project as required.Participate in Police and Fire Services future project development plans as required.

Transit

B Implement Transit Strategic Operating Study recommendations as appropriate to improve overall performance of the system and meetfuture service needs.

B Develop new service contracts based on performance and customer service matrix.


C,L()CJ

Administration

To lead an inter-department team to process map waterfront operations to clarify the responsibilities of each department in servicedelivery associated with the waterfront to best meet the needs and expectations of the public using the waterfront. Organizationalrestructuring has left a gap in the coordination of waterfront service delivery.To prepare a pricing and subsidy (community benefits) strategy for LTF user fee services for Council consideration. These user feebased services are currently priced at the mid to high level within the marketplace for such services in accordance with Councilsgeneral direction for user fees to provide more financial support towards programs. The economic slowdown has impactedparticipation numbers, while the need for affordable and inclusive recreational opportunities and transit services remains high in acommunity that values qualify of life services.To develop sponsorship and partnership packages and identify funding prospects for enhancing the financial viability of servicedelivery for Department services. With the aforementioned impact of the economic slowdown, the introduction of HST on someservices and a lower than average family income for similar sized municipalities, new funding sources must be sought

Recreation

To review and identify opportunities to address recreational program needs while maximizing capacity to accommodate. With theimpact of the economic slowdown and the resulting decreased participant numbers in recreation programs it is important to recognizethe need for such services has not decreased. Opportunities to provide recreation program service at a minimal cost in areas of needwhile maximizing under utilized time slots (such as after school programming for youth) must be developed and implemented.

Facility Operations

Develop and Implement facility operations plans for the addition of new facilities (89,000 sq.ft) in 2011.o During 2005-2010 the Corporate Facility Operations unit acquired an additional 322,500 square footage of buildings to operate and

maintain without additional front line staff resources to provide building and mechanical maintenance support to operate thesefacilities. With the advent of new facilities coming on line in 2011 it is imperative to address this facility operations and maintenanceservice gap to effectively provide the necessary service to Corporate clients.

Facility Development

0 Complete construction of three new facilities: the Barrie Fire & Emergency Service Station #1 and Emergency OperationsCentre, Painswick Branch Library and the Community Theatre in 2011.

0 Major issue is the continued workload for facility development team including feasibility studies and the ongoing need to effectively andresponsibly manage a portfolio of 50 buildings with an asset value of $500M and growing. To address this long term need, thesefacility development and asset management services (which to date have been provided by contract staff) are recommended to beprovided via dedicated permanent staff positions.

Transit

o Issue Request for Proposals for a performance based contract to operate Barrie Transit and BACTS.o Co-ordinate the evaluation of a 3P proposal for the design, construction and possible operation of a Transit Maintenance Facility.0 Conduct a feasibility study on the need and implications of a satellite transit terminal at Georgian College (pending Program Change

Form approval).o Issue of service expansion demand, as identified in the 2009 Transit Strategic Operating Study, remains unfulfilled. These have been

prioritized for presentation as part of the 2011 Business Plan.

Key Performance tndicators

Objective: Effective delivery of direct services to usersIndicator 2009 Actual 2010 Plan 2010 Projected 2011 Plan

Number of Registered Program Participants per capita(SREC 110)

1.74 1.76 1.65 1.65

Number of Drop-in Participants per capita (SREC1 12) 2.54 2.56 2.41 2.41

Total Participants Utilization Rate for Directly ProvidedRegistered Programs (SREC41O)

68.9% 70% 64% 64%

Number of Conventional Transit Trips per Capita(TRNT1 05m)

19.82 18.38 19.5 19.5

Transit In-Service Vehicle Hours per capita (TRNT21O) 1.13 1.0 1.0 1.10

Objective: Financial Effectiveness in Service DeliveryIndicator 2009 Actual 2010 Plan 2010 Projected 2011 Plan

Transit - Revenue to Cost Ratio (R/C)(TRNT315) 45.4% 47.8% 47.9% 46.5%

Direct cost/sq m to operate recreation facilities $101 47 $105 93


EXPENDITURES

COMMUNITY OPERATIONS DIVISIONLEISURE, TRANSIT AND FACILITIES DEPARTMENT

2009 2010 2010 2011 2012 2013______________________________________________ ACTUAL BUDGET FORECAST BUDGET FORECAST FORECAST

EXPENSESSalaries 8672,382 9,005,773 8773,060 9,553,097 9,755,355 9950,095Fringe Benefits 1,426,957 1,404,823 1,450,499 1,542,633 1,565,536 1,606,027Total Salaries and Benefits 10,099,339 10,410,696 10,223,559 11,095,730 11,320,891 11,556,122

OPERATING EXPENSES

General Operations 15,880,630 16,694,269 16,558,579 17,995,501 19,010,566 20,1 55,561Minor Capital 605,649 1,041205 955,660 1,282,705 1796,670 883,800Hydro, Water, Sewer, Gas 3324,099 3,526,036 3,825,350 4100,568 4,228,372 4,275,969Transfers to other Boards, Municipalities, Agencies

_____________________

Total Operating Expenses before Debenture Costs and Transfers 19,810,378____________________

21,261,510____________________

21,339,589 23,379,074 25,035,608 25,315,330

DEBENTURE COSTS AND TRANSFERSLease Equipment/Property 956,933 1,530,508 1,482,435 1,596,198 1,700,495 1,664,321Financial Expenses 1,801,206 3,565,478 3,572,676 3,575,009 3,576,028 3,577,298Transfer to/from User Rate Reserve FundsTransfer to Reserves 820,397 68,070 38,228 143,346 155,986 158,702Transfer to Capital Fund

___________________ ___________________ (3,779)

Total Debenture Costs and Transfers 3,578,536 5,164,056 5,089,560___________________

5,314,553

___________________

5,432,509

___________________

5,400,321


Revenues

OtherGovemmentFunding (197,624) (174,642) (175,587) (150,544) (150,544) (150,544)Contributionfrom Reserves/Reserve Funds (1,566,503) (1,239,682) (1,239,416) (1,000,000) (1,000,000) (1,000,000)Licences, Permits, Application Fees (1,234,329) (1,232818) (1,315,011) (1,311,389) (1,318,053) (1,325,487)FinesFees, Charges, Service Rentals (13327,852) (13,882,689) (13,430,373) (13,748,301) (13913,574) (14173111)OtherRevenue (4,527442) (4721,274) (4,839,640) (6,157465) (6,543,516) (5,095,655)Total Revenues (20,853,750) (21,251,105) (21,000,027) (22,367,699) (22,925,687) (21,744,797)


260

COMMUNITY OPERATIONS DIVISIONLeisure, Transit and Facilities Department



Expenditures Budget Expenditure Budget Change(s) Budget to 2010 Forecasted to 2010 Forecasted_______________________________________ $ $ $ $ $ $ $ % Comments $

.XPENSES__________

Salaries 8672382 9,005,773 8,773,060 9553,097 199769 9752866 780,037 9% Annualized - $295,000;Economic 979,806 11%Adjustment - $164,000; Merits -$54,000;Return to Operation - $108,000;Facility Dev, Branch - $147,000

Fringe Benefits i 426,957 1,404,823 1450,499 1542,633 40,073 1582,706 92,134 6% Salary Increases - $48,600; Annualized for 132,207 9%new Facilities - $57,300

Total Salaries and Benefits 10,099,339 10,410,596 10,223,559 11,095,730 239,842 11335,572 872,171 9% 1,112,013 11%OPERATING EXPENSESGeneral Operations 16.880,630 16,694,269 16,558,579 17,995,801 (1,083) 17,994,718 1,437,222 9% Transit/BACTS contract+HST- $963,000; 1,436,139 9%

Annualized + New Facilities -$583,000;Asset Mgmt Studies $150,000; Existing FacOps ($202,000)

Minor Capital 605,649 1,041,205 955,660 1,282,705 546 1,283,251 327,045 34% Increased rehabiliation projects to maintain 327,591 34%aging buildings.

Hydro, Water, Sewer, Gas 3,324,099 3,526,036 3,825350 4,100,568 4,100,568 275,218 7% Newfacilities -$168,200; Existing facilities - 275,218 7%$107,000;(includes 6% rate inc + HST)


Total Operating Expenses before Debenture 19,810,378 21,261,510 21,339,589 23,379,074 (537) 23,378,537 2,039,485 10% 2,038,948 10%Costs and TransfersDEBENTURE COSTS AND TRANSFERSLease Equipment/Property 956,933 1,530,508 1,482,435 1,596,198 1,596,198 113,763 8% Annualized facilities POA/MLPS- $94,300; 113,763 8%

BCSC $12,000 internal charge for sewagetreatment plant maintenance.

Financial Expenses 1,801,206 3,565,478 3,572,676 3,575,009 3,575,009 2,333 % 2,333 %Transfer to/from User Rate Reserve FundsTransfer to Reserves 820,397 68,070 38,228 143.346 1,480,666 1,624,012 105,118 275% Greater transfer to Marina reserve 1,585,784 4148%

anticipated for 2011 over 2010 actual.Transfer to Capital Fund (3,779) 3,779 -100% 3,779 -100%Total Debenture Costs and Transfers 3,578,536 5,164,056 5,089,660 5,314,553 1,480,666 6,795,219 224,993 4% 1,705,659 34%lImes Expenditures 33,488,253 36,836,162 36,652,708 39,789,357 1,719,971 41,509,328 3,136,649 9%

___________________________________

___________________________________ 4,856,620 13%RevenuesOther Government Funding (197,624) (174,642) (175,587) (150,544) (150,544) 25043 -14% $29,000 Accessibility grant received in 25,043 -14%

2010 not anticipated for 2011.Contribution from Reserves/Reserve Funds (1,566,503) (1,239,682) (1,239,416) (1,000,000) (225,000) (1,226,000) 239416 -19% Application of Gas Tax Use Strategy for 14,416 -1%

2011.Licences, Permits, Application Fees (1,234,329) (1 .232.818) (1,316,011) (1,311,389) (1,311,389) 3,622 % No significant changes anticipated from 3,622 %

prior year.FinesFees, Charges, Service Rentals (13,327,852) (13,882,689) (13,430,373) (13,748,301) (2000) (13,750,301) (317,928) 2% Transit Fare Increase $166,000; Marina (319,928) 2%

Fee + Gas Sales Increase $31,000;Eastview Arena back to operation $38,000;Swim to Survive Program $25,000; forecastcorrection $45,000

Other Revenue (4,527,442) (4,721,274) (4,839,640) (6,157,465) (1,321,221) (7,478,686) (1,317,825) 27% Internal transfers increased primarily duets (2,639,046) 55%new facilities and environmental group toLTF - POA, MLPS, Theatres, Fire HO,SWTP, WPCC, Env C.

Total Revenues 120,853,760' (21,251,1051 (21,000,0271 122,367,699) (1548,221' (23,915,920' (1,367,672) 7% 12,915,893' 14%Net Operating Bxpense/tRevenue) 12,634,503 15,585,057 16,652,681 17,421,658 171,750 17,593,408 1,768,977 11% 1,940,727 12°!,,

261

Director of Operations -Roads, Parks & FleetDave Friary (Interim)

Manager of Roads & Parks Manager of Fleet ServicesOperations Brian Pine (Interim)Craig Morton

Fleet ServicesRoads Operations Foreperson

Supervisor

Co-ordinator ofTechnical Operations Vehicle and EquipmentSupervisor Training

Supervisor of ParksOperations

Interim Department

December 2010

262

oiimuiiitv Opet iois [)i'isioiiCtiioiis - oics,

I'i( iiS C GiOI1 1iU[i _______________

Roads OperationsSupervisor

Wayne Watson

Manager of Roads & Parks Operations

Roads Operations J Roads Operations Roads OperationsForeperson Foreperson Foreperson

LJim Dixon i Drake Richardson Ian Bates

I I_______

Assistant to theForeperson (I) J H

Road Patrolperson(4)

-H

Operator I - HeavyE ui ment (I)q p

Operator I-Heavy Equipment i

Operator I - HeavyH Equipment (2)

H

Operator 2 - SpecializedVehicle (7)(3) ____________________

Operator 2 - Operator 2 -Specialized Vehicle Specialized Vehicle Driver (2)

(5) (7)

Parks & RoadsDriver (2)Employee (4)

Driver (4)

Parking & TransitControl Co-ordinator

Parking & Transit ControlTechnician (3)

Technical OperationsSupervisor

Geoff Mitchinson

Operations ProjectCo-ordinator Roads (2)

Traffic ServicesCo-ordinator

Operations ServicesCo-ordinator (1)

ROWATechnician

Traffic SystemsOperator(S)

Traffic Tradesperson

Indicates that employees are shared between Labourer '2Roads and Parks, operating in Roads forapprox. 4 months and then switching to Parks February 2011for summer season

7

263

ëoiiiiuitnftt.r O(Jolioi1s DviE3!Ol1OpGttiot1s Da thieir. - Roc;, z[s

:I1(i Liics O()( aiolj [iaii[cotjiutoi:L

Supervisor of Parks OperationsRick Reeves

Parks Sports Fields andPlayground Co-ordinator

Brett Mosley

General MaintenanceEmployee 1(1)

General MaintenanceEmployee 11(1)

Indicates that employees are shared betweenRoads and Parks, operating in Parks forapprox 8 months and then switching to Roadsfor winter control

Parks Horticulture I Parks Turf Co-ordinatorCo-ordinator Steve DeschampsMona Boyd I

General MaintenanceGardener (2) -H Employee 11(1)

General MaintenanceEmployee Ill (1)

Parks Forestry Co-ordinator Parks and Roads

Bob Van Dyke Employee (4)

Forestry Journeyperson I(1)

Forestry Journeyperson II(2)

December 2010

264

Cmli1uI1ciy Opitiois )ivison01e1 £iOL1S Depiimen oacs, F'rs

\L:c ovvccs kEiCi ____________________

Manager of Fleet ServicesBrian Pine (Interim)

Co-ordinator of Vehicle and Fleet Services ForepersonEquipment TrainingDon Nelson

Technician's Assistant Fleet Services Technician(2) (7)

December 2010

265

(:)e1Eills vsoI . J U IC c ( C

Director of Operations - 1Utilities & Environment

Services

L John Thompson

d

Office Co-ordinator IKim Nicholson

Manager of WastewaterOperations

David Quenneville

Manager of EnvironmentalOperations

Sandy Coulter

Clerk-Secretary(3)

Operations SupportAdmin Water (2)

Operations SupportAdmin Fleet

Supervisor ofWastewater Operations

Supervisor ofWastewaterMaintenance

Supervisor ofTechnical Services

EnvironmentalInvestigations &

Response Supervisor

Manager of WaterOperations

Sandra Brunet

Supervisor of GroundWater Supply

Supervisor of WaterCustomer Services

Supervisor of WaterDistribution Services

Supervisor of SurfaceWater Supply

February 2011

17

266

/ Comniurity Ooii Divis)oii HOpoit)ons Doimoiii - lJti ie t Fiv oiineu Setvicc.

\ OL3oL'ol

Manager of Wastewater -Operations

David Quenneville

I I Supervisor oUtility SCADA Specalist If Wastewater I SuPervisor of Wastewater I Supervisor of TechnicalMainteKevin Quigtey nance ._[ Operations

ServicesI Carl Darby Jim Bernas

El t i l L d H d Maintenance Lead O i L H

H

ec r ca ea an H 1 Hand WPCC (1) H perat ons ead and IMs Coordinator

I Maintenance Operator IMaintenance OperatorIll M h i l wcc Operator Class Ill

LIll Electrical -WPCC (2)ec an ca -

(1) 1 H WPCC (4) r:;C i

_________ _________

________________________

_________

oord nator

Maintenance Ope1 I Operator Class Il WPClass H WPCC (5) (7)

works for both Water II Operations & Wastewater j Maintenance Operator 1 H Environmental Systems I

Operations -WPCC Operator 1(1)

Laboratory Technician

Indicates temporaryposition

FebrUary 2011

18

2 ti7

Commuiiftv Opevztioiis DivisoiiOpi'ions [)c iCh1 - Uitcs & Euvivi iici ci'eEL1\!'oilioIi? (IO1

Landfill Operations LeadHand

Operator I - HeavyEquipment (4)

Landfill Attendant (2)

Landfill Attendant PT (1)

LabourerPart-time

Manager of EnvironmentalOperations

Sandy Couller

Environmental Investigations &Response Supervisor

Kelly Walker

Sr. Environmental Officer(3)

Environmental Officer(2)

Waste Reduction Coordinator(2)

Waste Reduction Trainee

December 2010

19

26

Coimutiiy Op ions Dvi;ioHC)p('loL1s D[t:[mDH. - & Eiriioiiiueiit!:c' C) oiois Li- HC1

---------------------------------------

Manager of WaterOperations

Sandra Brunet

Supervisor of GroundWater Supply

Dave Truax

UtilitySCADA Specialist Supervisorof Water

Kevin Quigley Customer Services ISieve Cripps

Quality & SystemOptimization Lead Operations Project Water Utilities

_j Co-ordinator (3) I I MaintenanceWater Lead Hand (1)

Water Customer Water UtilitiesServices Co-ordinator I Program Clerk (2)(1) I

Supervisor of WaterDistribution Services

Chris Harper

Water Supply andTreatment Lead Hand

Water Supply &Treatment Operator

Class IV(5)

Water Treatment &Maintenance Operator

Class 11(7)

Water QualityDistribution Operator

Class 11(2)

Water Works Operator(6)

Water Services FieldCo-ordinator (1)

Water DistributionOperator Class 11(5)

Water DistributionServices Lead Hand

Water DistributionOperator Class 11(8)

Indicates that employees I Indicates positionsare shared between Water involved in a temporary

and Wastewater Operations changeWater Works Operator L_______

Supervisor of SurfaceWater SupplyJamey Adams

Temporary AssignmentPJlan Miller

IForeperson GroundW t r S la e upp y

Water Supply and scanTreatment Lead Hand

Water Supply &Treatment Operator

Class IV

Utilities Electrician IInstrumentTechnician

Laboratory Technician(Water)

Water UtilitiesProgram Clerk

February 2011

20

269

N-

Key responsibilities include the operation and maintenance of the City's public works infrastructure and systems including roadways; stormdrainage systems; winter control; parks and green spaces; water supply, treatment and distribution systems; wastewater collection, treatmentfacilities and disposal; solid waste collection, diversion and disposal; environmental investigation and response; and the corporation's fleet ofvehicles and equipment.

Environmental Operations Branch

The Environmental Ojerations Branch requires approximately 13% of the Departments financial resources and 11% of the Departmentsstaff resources to perform the following services: landfill operations, non-hazardous solid waste disposal, and household hazardous wastereceiving and disposal; leaf and yard waste disposal and composting; solid waste collection; municipal waste diversion/recycling programsincluding delivery of recycling containers and retailing back yard composters; environmental investigation, emergency response, monitoringand compliance; environmental education programs & promotion all in accordance with the OPA.

Water Operations Branch

The Water Operatiohs Branch requires approximately 18% of the Department's financial resources and 26% of the Departmenrs staffresources to perform the following services: ensures the delivery of a safe and adequate supply of potable water through the management ofthe Municipal Drinking Water System within (the) regulatory requirements (OWRA & SDWA, O.lReg. 128/04, O.Reg. 170/03, etc.). Thiswould included the repair and maintenance of drinking water treatment systems, water mains, valves, hydrants, residential main shut offvalve repair and replacement and water meters for service billing; the inspection of water mains and services; the installation of Industrial /Commercial / Institutional water services and meters, new home meters and hydrant metered gate valves; the resolution of water quality orwater pressure issues/complaints; the maintenance of City standard drawing details for water specifications, and the prevention ofinfrastructure damage through the locating of underground services for water, traffic, streetlights and parks.

Wastewater Operations Branch

The Wastewater Operations Branch requires approximately 24% of the Department's financial resources and 12% of the Departmenrs staffresources to perform the following services: collection and treatment of wastewater; operate and maintain the Wastewater Pollution ControlCentre (WPCC); 12 Remote Wastewater Pumping Stations, plus 3 additional pumping stations at the Barrie Sports Complex; alsoMaintaining and Operating the Oro Biosolids Storage Facility. The Staff also maintain and operate the sewage system for the Lake SimcoeRegional Airport. All works to be in accordance with the EPA, OWRA, LSA, NMA, O.Reg. 129/04, etc.

The wastewater plant is undergoing a significant capacity increase from 57.1 MLD to 76 MLD which is to be operational by November of2010. As well the Biosolids Storage Facility is increasing its storage capacity to accommodate the increase of the WPCC.

Roads and Parks Operations Branch

The Roads and Parks Operations Branch requires approximately 36% of the Department's financial resources and 45% of the Department'sstaff resources to perform the following services: road surface maintenance including winter control; roads and sidewalk repairs; catchbasincleaning and repairs; watercourses maintenance, including channel and structure repairs and storm water management facility maintenance;sanitary sewer repairs; flushing and inspections; parks and green space maintenance, including sports fields, playground equipment,inspection and maintenance; horticultural services such as floral displays greenhouse/gardens and Community in Blooms program; forestry -inspection, removal, and /maintenance of trees on City property; Right of Way Activity Permits - road closures; wide load permits anddetours; Traffic Operations -traffic and street signage, project signing, traffic signals, parking lots, parking lot snowclearing, pavementmarkings and guide rails, railway crossing maintenance, parking meters - maintenance and collection and transit fare collection andmaintenance.

Fleet Services Branch

The Fleet Services Branch requires approximately 8%of the Department's financial resources and 6% of the Departmenrs staff resources toperform the following services: purchase and disposal of all City of Barrie motorized equipment; maintenance and repair to all City vehiclesand equipment; provide vehicle and equipment operator training programs; to ensure all City equipment is safe and compliant with allgovernment regulations (CVOR, Drive Clean, Highway Traffic Act, etc.).

Key Departmental ObjectivesProvide the City of Barnes operating and maintenance of municipal infrastructure for:

• Waste management and environmental protection;• The delivery of safe and adequate supply of potable and fire fighting water;• Collection, treatment and disposal of wastewater;• Deliver quality operation and maintenance activities for roads, sidewalks, and open spaces; and


The Operations Department is comprised of five Branches, including the Environmental Operations Branch, the Water Operations Branch, theWastewater Operations Branch, the Roads and Parks Operations Branch, and the Fleet Services Branch.

N-cJ

o Maintain and manage City of Barnes corporate fleet and equipment.Strategic Plan & Other Program Deliverables

Meet service level standards (LOS) prescribed by City Council.o Comply with legislation; Occupational Health and Safety Act, OWRA, SDWA, EPA, EAA, OBCA, OHTSA, Municipal Act.o Meet or exceed regulatory compliance with Provincial/Federal legislation.

Major lnitiativesllssuesDevelop/promote effective Public Communications Programs.

o Validate and monitor customer satisfaction.• Adjust expenditures/ revenues to maintain targets.o Ongoing review of processes to improve efficiencies.o Track details of non-compliance incidents.• Provide vehicle and equipment training; including communicating number of incidents with staff.o Develop a framework for SOP/SOG training. Use this framework to train staff on SOP/SOGs.o Improve percentage of preventative maintenance (employ CMMS/OPUS/City Works functionality).


Indicator 2009 Actual 2010 Plan 2010 Projected 2011 Plan

Waste management and environmental protection:• Residential Diversion Rate 0 49% • 55% e 55% • 55%• ServiceComplaints-CurbsideCollections/l,000 e 25.8 • 18.9 0 15 e 18

serviced units

The delivery of sate and adequate supply of potable andfire fighting water:

o Cost per Mega Litre (ML) of treated water • $403 • $639 • $638 • $900o Numberofcustomercomplaintspenl,00o 0 0.7 0 37.5 0 12 0 40

customers.

Collection, treatment and disposal of wastewater:• Cost per Mega Litre (ML) of treated sewage • $563 • $723 • $656 • $687• Percent time treatment objectives met • 100% • 100% • 100% • 100%

Delivery quality operational and maintenance ofemergency activities for roads, sidewalks, and parks:

o Operational spending per lane kilometer (roads, • $8,458 • $9,378 0 $9,021 • $9,859storm, sanitary, traffic, streetlights)(2010 Plan - note road length increased by64.6km or 5% over 2009) • $5,338 0 $4,570 • $6,134 • 5,535

• Operational spending per acre Park (grounds ,playground, lighting)

Maintain and manage City of Barnes Corporate fleet andequipment:

o Vehicle utilization (based on 8,000km/yr) 0 89% • 91% 0 91% 0 91%• Accidents/incidents per year involving City • 48 0 48 0 49 0 40

equipment


EXPENDITURES

COMMUNITY OPERATIONS DIVISIONOPERATIONS DEPARTMENT - TAX RATE

2009 2010 2010 2011 2012 2013

_________________________________________________ ACTUAL BUDGET FORECAST BUDGET FORECAST FORECAST

EXPENSES

Salaries 7,140376 7,618,541 7779,883 8,198,632 8,343,760 8,249,695Fringe Benefits 1,303,395 1,364,499 1,359,043 1,407,074 1,407,074 1,407,074

Total Salary and Benefits 8,443,771 8,983,040 9,138,926 9,605,706 9,750,834 9,656,769

OPERATING EXPENSESGeneral Operations 14,754,998 19,411,122 17,377,364 1 8,796,122 19,803,503 20,502,738Minor Capital 40,820 65,970 85500 266,750 284,060 302,121Hydro, Water, Sewer, Gas 1,154046 1,269,500 1,558,258 1,668,149 1,553,334 1,619,115Transfers to other Boards, Municipalities, Agencies

Total Operating Expenses before Debenture Costs and Transfers__________________

15,949,864__________________

20,746,592___________________

19,021,122__________________

20,731,021___________________

21,640,897___________________

22,423,974

DEBENTURE COSTS AND TRANSFERSLease Equipment/Property 645,038 610,607 573,439 788,787 852,440 787,043Financial Expenses 718,693 715,821 717,944 716,921 717,121 717,121Transfer to/from User Rate Reserve Funds (646,209) (783,137) (655,511)Transfer to Reserves 857,645 213,010 213,010 234,311 257,742 283,516Transfer to Capital Fund

Total Debenture Costs and Transfers 1,573,167 756,301 848,882 1,740,019 1,827,303 1,787,680


RevenuesOther Government Funding (682,962) (744,000) (876,468) (860,500) (865,500) (871,500)Contdbution from Reserves/Reserve Funds (1,305169) (3,219,052) (2,982,078) (2,410,000)Licences, Permits, Application Fees (203,946) (370,064) (199,588) (191,770) (145,970) (148,070)FinesFees, Charges, Service Rentals (1,288,677) (1,279,734) (1,218,533) (1,231,760) (1,195,000) (1,230,000)Other Revenue (824,707) (822,334) (839,810) (1,585,102) (1,564,711) (1,626,014)

Total Revenues (4,305,461) (6,435,184) (6,116,477) (6,279,132) (3,771,181) (3,875,584)


272

COMMUNITY OPERATIONS DIVISIONOperations Department

2011 Base Budget Change ReportTax Rate Based Only

2009 2010 2010 2011 2011 Change in2oll Change in2ollActual Approved Forecasted Base Program Requested Base Budget Requested Budget

Expenditures Budget Expenditure Budget Change(s) Budget to 2010 Fo recasted to 2010 Fo recasted_______________________________________EXPENSES

$ $ $ S $ $ $ % Comments $ __________

Salaries 7140376 7618541 7779883 8198,632 126,090 8,324722 418,749 5% Several positiona were re-evaluated with 544,839 7%signitcant level and atop increases along

Fringe Benefits 1,303,395 1,364,499 1,359043 1,407,074 26,097 1,433,171 48,031 4%with reiro-pay back multiple years.lncreaae due to aatary increase and benefit 74,128 5%

Total Salary and Benefits 8443771 8983,040 9,138,926 9,605706 152,187 9,757,893 466,780 5%rate increases

618 967 7%OPERATING EXPENSES ,

General Operations i 4,754,998 1 9,411 122 17,377,364 18,796,122 9,293 18,805,415 1418,758 8% Extremely light Winter With much higher than 1,428,051 8%expected savings in several accounts(Winter Control, Fuel, Repairs etc.>

Minor Capital 40,820 65,970 85,500 266,750 23,400 290,150 181,250 212% Costs were originally identified in General 204,650 239%Operations, now identified as Minor Capital.Majority is for light poles as we have beguna maintenance program and many require

Hydro, Water, Sewer, Gas 1,154.046 1,269,500 1,558,258 1,668,149 1,668,149 109.891 7%replacementIncreasing utility costs 109 891 7%Transfers to other Boards, Municipalities, Agencies ,

Total Operating Expenses before Debenture 15949,864 20,746,592 19,021,122 20,731,021 32,693 20,763,714 1,709,899 9% 1 742 592 9%Costs and Transfers , ,

DEBENTURE COSTS AND TRANSFERSLease EqurpmentiProperty 645,038 610,607 573,439 788,787 2,843 791,630 215,348 38% Roads Operations is absorbing full coat of 218,191 38%

Operations Center facility mainlenace cost.A portion of this was covered by Water inprior years (user rale base) bul Walermoving to another facility and the vacantspace has not been allocated to other

Financial Expenses 718,693 715,821 717,944 716,921 716,921 (1,023) %business qroups al this time.Increasing credit and debilcard processing (1,023) %

Transfer to/from User Rate Reserve Funds (648,209) (783.1 37) (655,511) 655,511 -100%fees al the landfill scalehouseGL account changed in 2011 - now under 655,511 -100%

Transfer to Reserves 857,645 213,010 213.010 234,311 7.400 241,711 21,301 10%other revenueLancttll post closure costs as per PSAB 28,701 13%requirements - Annual amount increases by

Transfer 10 Capital Fund 10% each year per City policy,

Total Debenture Costs and Transfers 1,573,167 756,301 848,882 1,740,019 10,243 1,750,262 891,137 105% 901 380 106%Gross ExpendituresRevenues

25,966,802 30,485,933 29,008,930 32,076,746 195,123 32,271,869 3,067,816 11%__________________________________

__________________________________

,3,262,939 11%

Other Government Funding (682,9621 1744.0001 (876.468) 1860,500) 1860,500) 15,968 -2% 15 968

___________

2%Contribution from Reserves/Reserve Funds 11,305,1691 (3,219,0521 12,982,078) (2,410,0001 (2 410 000) 572 078 -19%. -

Licences, Permils, Application Fees (203.946) 1370,064) 1199,588) (191.770). ,1191 7701

.7 818 -4%

572,078 -19%Fines

. , 7,818 -4%Fees, Charges, Service Rentals 11,288,6771 (1.279,7341 11,218,5331 (1,231.760) (1,231,7601 (13,227) 1% (13 2271 1%Other Revenue (824,707) (822,334) (839,810) (1,585,102) (37,514) (1,622,616) (745,292) 89% Reduction Of sundry revenue by $70,750 to

,(782,806) 93%

more closely align with 2010 revenuecollected. $893,806 in funding from userrate reserves moved from transfer GLs as

Total Revenues"

(4,305,4611 l6,435,184 (6,116,477' (6,279,132' 137,5141 (6,316,646' (162,655' 3%noted above.

1200 1691 3%let Operating Expense/IRevenuel 21,661,341 24,050,749 22,892,453 25,797,614 157,609 25.955,223 2,905,161 13%_________________________________

___________________________________

,3,062,770 13%

273

)vcopiii: Cft1lLYR_H

General Manager of Infrastructure,Development & Culture

Richard Forward

Executive Assistant to the I Director Director I Director of I Director ofDirector of Engineeringj Planning Services Building Services I Culture Corporate Asset ManagementGeneral Manager

Wendell McPrthurDeb Ferrier Vacant I I Gordon Allison I Rudi Quammie Williams Blame Parkin

Performance AnalystBrent Forsyth

Interim department for 2-3 years

January 2011

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274

INFRASTRUCTURE, DEVELOPMENT & CULTURE DIVISION

Division Goals

To provide for the balanced growth and development of the City of Barrie through sound land use planning policies and principles, andservicing strategies.To reduce the risk of harm to persons and property through the administration and enforcement of regulations for the construction of buildingsand for the maintenance of buildings and property.To maintain and enhance Barrie's premier lifestyle through the administration and enforcement of regulations for zoning and land developmentstandards and for property maintenance standards.To manage infrastructure assets in an effective and sustainable fashion.To support excellence in local cultural initiatives and help build capacity for the arts within the community.To execute the delivery of the Capital Plan to achieve best value for the community


Lead the initiative of creating a vibrant and healthy City Centre.Manage the development of s Secondary Plan for the annexed lands.Undertake special studies for Development Permit System, Brownsfield Development, and Urban Design Guidelines.Facilitate the Provincial Approval of the Official Plan in conformance with Places to Grow Act.Implementation of Historic Neighbourhood Strategy.Comply with provincial mandates for timely response to permit applications and inspection requests, processing of applications to theCommiftee of Adjustment, and reporting costs and revenues of Building Code services.Build awareness in the organization and within the community of the value of culture.Develop a Public Arts Policy.Increase private sector sponsorship opportunities of corporate cultural events.Implementation of the Capital Asset Management Strategy.


General economic conditions (i.e. Building activity, boundary adjustments, construction activity, etc.)Environmental Factors (i.e. Phosphorous loading into Lake Simcoe)Social Factors (i.e. capacity of community for cultural activities)

Th City 1.

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All Departments measure performance using a Balanced Scorecard. Infrastructure, Development & Culture contributes the following indicators toa coroorate scorecard:

Department Indicator 2010 Plan 2010Preliminary

2011Plan

Building Permits Issued:Residential

__________

860___________

960____________

1056Commercial & Industrial 180 227 250

____________________ Institutional 29 34 38ICI Permits reviewed within mandatory time frames 100% 87% 87%

Culture Attendance at Barrie Cultural Events 590,900 610,500 620,000Number of Cultural Events 251 252 270

Engineering Site Plan Review Time (% within 30 days) 80% 100% 90%Tenders> 10% over planned budget 20% 24% 20%

____________________ Capital Expenditures (million) $1 15M $85M $84MPlanning Site Plans 32 24 35____________________ Site Plan Review (% of 8 weeks) 95% 83% 95%

Budget Summary

2011 Net________ 2011 Staffing

Department_____________________________

RequestedBudget

BaseFTE

ProgramChanges

TotalRequested

Office of the General Manager $398,454 3 - 3Building Services $269,886 36 - 36Corporate Asset Management $561,054 8 - 8Cultural Department $1,392,898 4 - 4Engineering $2,776,266 58 - 58Planning $1,372,434 14 - 14Total $6,770,992 123 - 123

City of-

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7

/.

Ji .: t

Infrastructure, Development & Culture Division2010 Proaram Chancie Form moacts


Planning Historic Neighbourhood o The contract position allowed the V This program resulted in a long rangeServices and Heritage Planner preparation of the Historic plan for an important area of the City

(Contract) Neighbourhood Strategy which was which recommended a series of actioncompleted by June 2010 as planned items to be implement through 2011 andand which included an Action Matrix forward. The Implementation of theseoutlining recommended action items. items has been absorbed into the

Planning Services Departments work________________________ ___________________________________ ___________ plan.Annexation - Development • Update population, household and Terms of Reference proposed.Market & Demographic employment forecasts to 2013, Consultant selected. Work underway onForecasting Studies prepare land budget as basis for V Growth Management Strategy including

planning for annexed lands. ongoing Municipal Comprehensive Review.Employment Lands Comprehensive Phase 1 GMS report issued.

________________________ Review.___________

Growth Management o Senior Policy Planner seconded to_______________________________________

Prepared detailed terms of reference forCoordinator coordinate the growth management V RFPs for growth management strategy

program and manage the secondary ongoing and secondary plan/background studiesplan/infrastructure master plans projects. Selected preferred proponent forproject. both projects. Provided background

information to consultants. Coordinatedinvolvement of Council, staff, agencies,land owners, developers and public.

Annexation - Heritage and • Identify and evaluate built heritage Prepared detailed terms of reference forArchaeological Review features, cultural heritage V heritage and archaeological review

landscapes and archaeological ongoing included in RFP for secondaryresources in the annexed lands. plan/background studies. Selected

preferred proponent for the project. Work___________ _______________________ __________________________________ __________ underway on review of data and field

77-

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'.:: ]yof

H

Infrastructure, Development & Culture Division2010 Prociram Chancie Form Imoacts


work.

Annexation - Urban Design • Identify urban design opportunities Prepared detailed terms of reference forBackground Report and guiding principles for the Y urban design review included in RFP for

development of the annexed lands. ongoing secondary plan/background studies.Selected preferred proponent for theproject. Provided background informationto consultants. Work underway.

Engineering Annexation - Infrastructure 2 year contract position to coordinate Prepared detailed terms of reference forPlanning Engineer the infrastructure master plans & V RFP for infrastructure master plans/EA's.(Contract) EA's associated with growth to 2031 Ongoing Selected preferred proponent. Provided

background information for studies.Coordinate projects with Council, public,

_________________________ ___________________________________ ___________ agencies and landowners.Construction Engineer • 2 year contract position to expedite Dealt with $90 M+ capital works program(Contract) contract administration issues, V including 1SF projects, maintained change

reduce dependency on consultants ongoing order levels © 6.8%, kept 95% ofprojects on budget. Improvedcommunication with Council & public.

_________________________ _____________________________________ ___________ Addressed claims issues faster.Annexation -Wastewater e Update the wastewater collection & Terms of reference prepared. ConsultantStudies treatment master plans/EA's to V selected. Work underway on master

accommodate growth to 2031 Ongoing plan for wastewater collection &treatment including modelling and

____________ ________________________ ___________________________________ ___________ completion of EA's.

278

J2-

Infrastructure, Development & Culture Division________ ________________

2010 Program Change Form Impacts________________________


__________ _____________________ ______________________________ (YIN)_________________________________

Annexation - Water Study e Update the water supply, storage & Terms of reference prepared. Consultantdistribution master plans/EA's to V selected. Work underway on masteraccommodate growth to 2031 Ongoing plan for water supply, storage &

distribution including modelling and________________________ ___________________________________ ___________ completion of EA's.Annexation - e Update the transportation master Terms of reference prepared. ConsultantTransportation Studies plans/EA's (including active V selected. Work underway on master

transportation component to Ongoing plan for transportation including activeaccommodate growth to 2031 transportation, parking, modelling, and

_______________________ __________________________________ __________ completion of EA's.Annexation - Natural • Complete a study to determine the Terms of reference prepared. ConsultantHeritage Assessment Study lands that are developable in the V selected. Work underway on review of

annexed area from a natural Ongoing background studies, field work and reportheritage, hydrological & natural preparation.

________________________ hazard_perspective ___________

Annexation - Stormwater o Complete drainage and stormwater_______________________________________

Terms of reference prepared. ConsultantStudies management master plans & class V selected. Work underway on master

EA's to facilitate growth to 2031 ongoing plans for drainage and stormwaterwhile meeting requirement of Lake management including modelling and

___________ _______________________ Simcoe Protection Plan __________completion of EA's

General Annexation - Boundary • Oversee the Planning and technicalManager of Project Manager (Contract) studies for Boundary expansion, Y The additional position was not requiredIDC including internal coordination with as the GM of Infrastructure,

affected departments and external Development, and Culture has assumedstakeholders such as Land owners the role.Advisory Groups, Inter Agencies,Technical Advisory Groups, and

____________ _________________________ other_stakeholder_groups ___________ _______________________________________

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279

INFRASTRUCTURE, DEVELOPMENT & CULTURE DIVISIONDIVISION SUMMARY



Expenditures Budget Expenditure Budget Change(s) Budget to 2010 Forecasted to 2010 Forecasted__________________ $ $ $ $ $ $ $ % $EXPENSES

_____

Salaries 7355772 7879171 7,495820 8,092,767 8,092,767 596,947 8% 596,947 8%Fringe Benefits 1,476,758 1,541,673 1,481,498 1,662,153 1,662,153 180,655 12% 180,655 12%Total Salaries and Benefits 8,832,530 9,420,844 8,977,318 9,754,920 9,754,920 777,602 9% 777,602 9%OPERATING EXPENSESGeneral Operations 2,992,176 4,153,897 4,398,323 2,195,513 145,000 2,340,513 (2,202,810) -50% (2,057,810) -47%Minor Capital 380,844 472,775 362,808 452,800 45,000 497,800 89,992 25% 134,992 37%1-lydro, Water, Sewer, Gas 83,555 (83,555) -100% (83,555) -100%Transfers to other Boards, Municipalities, Agencies

Total Operating Expenses before Debenture 3,373,020 4,626,672 4,844,686 2,648,313 190,000 2,838,313 (2,196,373) -45% (2,006,373) -41%Costs and TransfersDEBENTURE COSTS AND TRANSFERSLease EquipmentlProperty 125,064 219,941 178,995 293,133 293,133 114,138 64% 114,138 64%Financial Expenses 167,353 257,691 263,878 264,841 264,841 963 % 963 %Transferto/from User Rate Reserve Funds (1,494,304) (1,587,931) (1,620,997) 1,620,997 -100% 1,620,997 -100%Transfer to Reserves 125,000 78,300 713,300 120,000 120,000 (593,300) -83% (593,300) -83%Transfer to Capital FundTotal Debenture Costs and Transfers (1,076,887) (1,031,999) (464,824) 677,974 677,974 1,142,798 -246% 1,142,798 -246%Gross Expenditures 11,128,663 13,015,517 13,357,180 13,081,207

___________

190,000 13,271,207 (275,973) -2% (85,973) -1%RevenuesOther Government Funding (151,708) (148,000) (73,000) (60,000) (60,000) 13,000 -18% 13,000 -18%Contribution from Reserves/Reserve Funds (793,924) (2,432,716) (2,589,080) (524,476) (125,000) (649,476) 2,064,604 -80% 1,939,604 -75%Licences, Permits, Application Fees (2,041,041) (2,237,295) (2,856,275) (2,629,450) (2,629,450) 226,825 -8% 226,825 -8%Fines (19,000)Fees, Charges, Service Rentals (1,084,230) (1,306,299) (1,214,046) (1,183,463) (1,183,463) 30,583 -3% 30,583 -3%Other Revenue (617,156) (45,300) (244,354) (1,912,826) (1,912,826) (1,668,472) 683% (1,668,472) 683%Total Revenues (4,707,059) (6,169,610) (6,976,755) (6,310,2151 (125,000) (6,435,215) 666,540 -10% 541,540 -8%Net Operating Expense/(Revenue) 6,421,604 6,845,907 6,380,425 6,770,992 65,000 6,835,992 390,567 6% 455,567 7%l

280


EXPENDITURES

INFRASTRUCTURE, DEVELOPMENT & CULTURE DIVISIONGENERAL MANAGER OF INFRASTRUCTURE, DEVELOPMENT & CULTURE


EXPENSESSalaries 292,239 556,627 468,062 595,095 326,176 326,176Fringe Benefits 44,024 101,125 83,284 115,474 63,000 63,000


OPERATING EXPENSESGeneral Operations 8,875 1,563,200 2,124,027 11,500 11,700 11,700Minor Capital 2,084 28,100 1,436Hydro, Water, Sewer, GasTransfers to other Boards, Municipalities, Agencies __________________ ___________________ ____________________ __________________

Total Operating Expenses before Debenture Costs and Transfers 10,959 1,591,300 2,125,463 11,500_______________-

11,700____________________

11,700

DEBENTURE COSTS AND TRANSFERSLease Equipment/PropertyFinancial ExpensesTransfer to/from User Rate Reserve FundsTransfer to ReservesTransfer to Capital Fund

Total Debenture Costs and Transfers_________________ ___________________ ___________________ _________________ ______________- ___________________

Gross Expenditures 347,222 2,249,052 2,676,809 722,069 400,876 400,876

RevenuesOther Government FundingContribution from Reserves/Reserve Funds (1,873,302) (2,301,573) (323,615)Licences, Permits, Application FeesFinesFees, Charges, Service RentalsOther Revenue ________________ _________________

Total Revenues_______________

(1,873,302) (2,301,573) (323,615)

Net Operating Expense/(Revenue) 347,222 375,750 375,236 398,454

_____________

400,876

_________________

400,876

281

INFRASTRUCTURE, DEVELOPMENT & CULTURE DIVISIONGeneral Manager of Infrastructure Development & Culture Division


2009 2010 2010 2011 2011 Change in2oll Change in2ollActual Approved Forecasted Base Program Requested Base Budget Requested Budget

Expenditures Budget Expenditure Budget Change(s) Budget to 2010 Fo recasted to 2010 Forecasted_______________________________________OXP ENS ES

$ $ $ $ $ $ $ % Comments $ ___________

Salanes 292,239 556,627 468062 595,095 595,095 127033 27% Delay in hiring Project Manager for the 127033 27%Fnnge Benefta 44,024 101,125 83,284 115,474 115,474 32,190 39%

Annexation studies,Delay in hiring Project Manager for the 32,190 39%

Total Salaries and Benefits 336263 657,782 651,346 710669 710569 159 223 29%Annexation studies,

OPERATING EXPENSES, 159,223 29%

General Operations 8,875 1563,200 2,124,027 11500 125,000 136,500 (2.112,527) -99% 2010 budget included the costs for hiring (1987.527) -94%the consulinata to complete the annexation

MinorCapital 2,084 28,100 1,436 (1,4361 -100%atudies.

(1 4361 100Hydro, Water, Sewer, Gas , - %

Transfers to other 8oards, Municipalities, Agencies

Total Operating Expenses before Debenture 10,959 1,591,300 2,125,463 11,500 125,000 136,500 (2,113,963) -99% (1 988 963) 94%Costs and Transfers , , .DEBENTURE COSTS AND TRANSFERSLease Equipment/PropertyFinancial ExpensesTransfer to/from User Rate Reserve FundsTransfer to ReservesTransfer to Capital FundTotal Debenture Costs and Transfers'3ross ExpendituresRevenues

347,222 2,249,052 2,676,809 722,069 125.000 847,069 (1,964,740) -73% __________________________________ 11,829,7401 -68%Other Government Funding

___________

Contribution from Reserves/Reserve Funds ji 873,302) (2,301.573) (323,615) (125,000) (448.615) 1,977,958 -86% 2010 budget included the costs for hiring 1,852,958 -81%the consultnats to complete the annexationstudies, these studies are funded from theTax Rate Stabilization reserve.

Licences, Permits, Application FeesFinesFees, Charges, Service RentalsOther RevenueTotal RevenuesNet Operating Expense/(Revenuel

______________347 222

(1,873,302137

12,301,5731 1323,6151 (125,0001 (448,6151 1,977,958 .56% ___________________________________ 1,852,958 -81%. 5,750 375,236 398,454 ___________ 398,454 23,218 6% _________________________________ 23,218 6%

282

Dvc[opmeitDivisot ________

Director of BuildingServices

Cord Allison

LIIIIIT1

Office Coordinator I Manager of BuildingSandy Geary Standards

Stephen Barks

Secretary (3)

Supervisor of Permits Senior Plans Examiner

Secretary PT

Plans Examiner lii (0) Plan Examiner I

Plan Examiner IV (2) Plan Examiner 11(2)

Plans Examiner V (0) Zoning AdministrativeOfficer (3)

Permit Clerk

Manager of InspectionsRod Larmer

& Zoning Standards

Property StandardsOfficer (4)

Building Inspector-Complex Buildings (3)

Building Inspector -Small Buildings (5)

Zoning Officer (3)

Zoning EnforcementOfficer PT

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Departmental OverviewThe Building Services Department provides administrative and enforcement services for various regulations including the Ontario BuildingCode, the Zoning By-law, the Property Standard By-law and the Pool Enclosure By-law. Our mission is firstly, to reduce the risk of harm topersons and property through the administration and enforcement of regulations for the construction of buildings and the maintenance ofbuildings and property, and secondly, to reduce the risk of lowered property values through the administration and enforcement of regulationsfor the zoning standards and property maintenance standards.

Building Standards Branch

The Building Standards Branch will perform the following services;O Receive, review and process applications for building and demolition permits, and pool enclosure permits, confirming the proposed

work complies with the critical requirements of the appropriate regulations, including;O approximately 130,000m2 of residential construction, including about 600 new dwelling unitso approximately 50,000m2 of additional industrial floor area,O approximately 70,000m2 of additional commercial floor area, andO approximately 80,000m2 additional institutional floor area.

• Receive and process about 80 applications to the Committee of Adjustment• Administer the registration of 25 Two-Unit Houses.

Inspections Branch

The Inspections Branch will perform the following services;• conduct 20,000 inspections for construction, demolition and pool projects to confirm the work is in compliance with the applicable

regulations.• Investigate 500 complaints of persons contravening the Building Code, the Pool Enclosure By-law or the lot grading policies in new

subdivisions.• Inspect 10 Boarding Lodging Rooming House premises before consenting to license applications.• Inspect 25 premises before consenting to applications for the registration to two-unit houses.• Investigate 2,250 complaints of possible contraventions of the zoning by-law and the various property maintenance by-laws, and

enforce compliance as necessary

Key Departmental Objectiveso The timely response for permit applications.• The timely conduction of inspections for permitted projects.• The timely processing of applications to the Committee of Adjustment.• the timely investigation of complaints.

Strategic Plan & Other Program Deliverables• Review service delivery procedures to improve efficiencies and effectiveness.o Comply with provincial mandates for timely response to permit applications and inspection requests.• Comply with provincial mandates for the processing of applications to the Committee of Adjustment.• Comply with the provincial mandates for reporting costs and revenues of Building Code services.• Comply with the requirements of Statistics Canada for the issuance of monthly building reports.

Major Initiatives/Issues• the economy and limited land for residential subdivision has impacted the residential construction sector.• Construction of the Royal Victoria Hospital addition, Georgian College addition and Park Place commercial centre will continue through

2011.Key Performance Indicators

Objective The timely response for permit applications.Indicator 2009 Actual 2010 Plan 2010 Projected 2011 Plan

House permits reviewed within 10 business days 96% 90% 90% 90%

ICI permit application responses within prescribed timeperiod

97% 90% 90% 90%

Objective The timely conduction of inspections for permitted projects.Indicator 2009 Actualj 2010 Plan 2010 Projected 2011 Plan

House inspections conducted within 2 business days 94% 98% j 8% 98%

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Objective The timely processing of applications to the Committee of AdjustmentIndicator 2009 Actual 2010 Plan 2010 Projected 2011 Plan

Applications heard by the Committee within 30 calendardays

67% 75% 75% 75%

Objective The timely investigation of complaintsIndicator 2009 Actual

Percent of complaints investigated within 10 business days


EXPENDITURES

INFRASTRUCTURE, DEVELOPMENT & CULTURE DIVISIONBUILDING SERVICES DEPARTMENT


EXPENSES

Salaries 1,939,777 2146,820 2,072,525 2,349,623 2,392832 2440,480Fringe Benefits 402,892 451,664 439,968 510,198 520399 530,806Total Salaries and Benefits 2,342,669 2,598,484 2,512,493 2,859,821 2,913,231 2,971,286OPERATING EXPENSES

General Operations 143,096 156525 130,175 157,085 157,685 160,160Minor CapitalHydro, Water, Sewer, GasTransfers to other Boards, Municipalities, Agencies

__________________ __________________


DEBENTURE COSTS AND TRANSFERSLease Equipment/Property 467 480 402 480 500 500Financial Expenses 5,435 4,500 10,619 11,500 11,500 11,500Transfer to/from User Rate Reserve FundsTransfer to Reserves 635,000Transfer to Capital Fund

Total Debenture Costs and Transfers 6,902 4,980 646,021 11,980 12,000 12,000Gross Expenditures 2,491,667 2,759,989 3,288,689 3,028,886 3,082,916 3,143,446Revenues

Other Government FundingContribution from Reserves/Reserve Funds (278,067) (1,254)Licences, Permits, Application Fees (2,015,342) (2,125,000) (2,755,076) (2,447,000) (2,470,000) (2,520,000)Fines (19,000)Fees, Charges, Service RentalsOtherRevenue

(319,980)(12,933)

(282,500)(10,000)

(311,800)(22,845)

(301,000)(11,000)

(310,000)(11,000)

(315,000)(11,000)

Total Revenues (2,645,322) (2,417,500) (3,090,975) (2,759,000) (2,791,000) (2,846,000)

Net Operating Expense/(Revenue) (153,655) 342,489 197,714 269,886 291,916 297,446

2R6

INFRASTRUCTURE, DEVELOPMENT & CULTURE DIVISIONBuilding Services Department


______________________________________

2009

Actual

ExpendituresS

2010

ApprovedBudget

$

2010

Forecasted

Expenditure$

2011

Base

Budget$

Program

Change(s)$

2011

RequestedBudget

S

Changein2oll

Base Budget

to 2010 Forecasted$ % omments

Changein2oll

Requested Budget

to 2010 Forecasted$

EXPENSESSalaries 1,939,777 2,146,820 2,072,525 2349,623 2,349,623 277,098

I13% Combination of staff vacancies in 2010 now 277,098

__________

13%filled, job rate increases for 11 staffpositions and the 2% of COLA increase.

Fringe Benefi ts 402,892 451,664 439,968 510,198 510,198 70,230 16% Combination of staff vacancies in 2010 now 70,230 16%6 lied and Contracted enhancements tobenefits.

Total Salaries and Benefits 2,342,669 2,598,484 2,512,493 2,859,821 2,859,821 347,328 14% 347,328 14%OPERATING EXPENSESGeneral Operations 143,096 156,525 130,175 157,085 157,085 26,910 21% Staff vacancies in 2010 resulted in under- 26,910 21%

budget expensesMinor CapitalHydro, Water, Sewer, GasTransfers to other Boards, Municipalities, Agencies

Total Operating Expenses before Debenture 143,096 156,525 130,175 157,085 157,085 26,910 21% 26,910 21%Costs and TransfersDEBENTURE COSTS AND TRANSFERSLease Equipment/Property 467 480 402 480 480 78 19% 78 19%Financial Expenses 5,435 4,500 10.619 11,500 11,500 881 8% 881 8%Transfer to/from User Rate Reserve FundsTransfer to Reserves 635,000 (635,000) -100% Anticipated surplus permit fees lobe (635,000) -100%

reserved as unearned revenues.Transfer to Capital FundTotal Debenture Costs and Transfers 5,902 4,980 646,021 11,980 ___________ 11,980 (634,0411 -98% (634,041 -98%Gross Expenditures 2,491,667 2,759,989 3,288,689 3,028,886 ___________ 3,028,686 (259,803' -8%

__________________________________

__________________________________ (259,803) -8%RevenuesOther Government FundingContribution from Reserves/Reserve Funds (278,0671 11.2541 1,254 -100% 1,254 -100%Licences, Permits, Application Fees (2,015,342) (2,125,000) (2,755,076) (2,447,000) (2,447,000) 308,076 -11% Combination of increased building permit 308,076 -11%

activity plus fee rate increases.Fines 119,000)Fees, Charges, Service Rentals (319,980) (282,500) (311,800) (301,000) (301,000) 10,800 -3% Conservative estimate of enforcement 10.800 -3%

service fees.Other Revenue (12,933) (10,000) (22,8451 (11,000) (11,000) 11,845 -52% Forecast based on three year average, 11,845 -52%Total Revenues (2,645,322' (2,417,500' 13,090,975) (2,759,000) ___________ (2,759,000' 331,975 -11% 331,975 .11%Net Operating Expense/I Revenue) (153,6551 342,489 197,714 269,886 ___________ 269,886 72,172 37%

__________________________________

__________________________________ 72,172 37%I

287

[IfLLcLu3, L)e'oopioni Cii1i'ii DivisioiDo[arn1e1 o' Coiporc /-.a

Director of Corporate Asset hManagement

Infrastructure ProgramEngineer

Kelly Oakley

Senior InfrastructureProgram Technologist

InfrastructureTechnologist (2)

Asset ManagementData Analyst (3)

(Interim Department 2-3 years)

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Municipally owned assets, such as roads, sewers, water treatment and distribution systems, facilities and fleet vehicles, support the fabric ofmodern living. They form part of the foundation for the distribution of services and provide the platform for both economic and socialdevelopment. If maintained in a state of good repair, City assets are the cornerstone of public health and wellness and can also mitigatepotential adverse environmental impacts of society.From its inception in 2008 and throughout 2010, the Corporate Asset Management Department has been focused primarily on leading thedevelopment and initial implementation of a comprehensive strategy to guide the management of all corporate assets.

Asset Data & Analysis

The foundation of an effective asset management program is accurate reliable data. Data on all City assets is collected and maintained inresponse to two primary requirements; to meet new Public Sector Accounting Board (PSAB 3150) accounting standards and to support themanagement of city-owned assets that are required to provide services to the City. This data and the knowledge that is gained through thisprocess is leveraged to plan for and prioritize capital works, implement successful maintenance programs, undertake lifecycle analysis andcapacity modeling, as well as financial reporting and analysis.

Policy Development & Management

A focus of the department is to ensure that policies and procedures regarding the management of city-owned assets are clearly defined anddocumented and effectively implemented. This also involves effective communication of policies and procedures across the organization asa whole to ensure asset management is undertaken in a coordinated manner.

Capital Budget

On an annual basis, the corporation produces a ten-year capital plan for Council's review where the first year is approved by Council andforms the capital works program for that year. In 2010, the capital planning process was re-designed to incorporate Business Risk Exposurewhich considers both probability and consequence of failure for works required on existing assets and a business case developmentapproach for providing justification for additional capacity and capabilities


A long-term asset management program involves balancing continuous improvement of people, data, processes, and systems as well asthe "world's best practices" they embody. As the Corporate Asset Management Department continues to develop, focus will be on each ofthese elements to ensure the most efficient and effective use of corporate resources (both physical and financial) and the optimization ofbusiness processes.

For 2011, key objectives for the department include:

o Continue to ensure accurate reliable data for lifecycle analysis, demand modeling and financial reporting through the provision ofcomplete accessible data sets.

o Continued expansion of all Asset Management Plans that were originally developed in 2009, including Environmental Services,Transportation, Recreation & Culture, Facilities and Fleet as well an updated Corporate Asset Status Report.

0 Prepare the annual Capital Budget.

• Finalize development and implementation of a Corporate Asset Management Policy and Business Framework.Strategic Plan & Other Program Deliverables

The development of a comprehensive consistent approach to the management of all corporate assets is in direct response to Council'sStrategic Priority to Initiate an Infrastructure Renewal Program to Prioritize Rehabilitation and Repair of Roads, Pipes and Other City Assets.However, the development of a corporate asset management framework to foster improved stewardship over the Corporation's assets alsoaddresses several other Council Strategic Priorities, including:

• Increase Fiscal Responsibility to Ensure Controlled Spending and Best Value for Tax Dollars;

o Implement Revitalization Plans for the City Centre;

• Enhance Public Spaces Throughout the City;

0 Ensure a Balanced Approach to Growth Management;

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0 Attract, Retain and Expand Business for Barrie; and

0 Position Barrie at the Forefront of Environmental Issues.Major Initiatives/Issues

Given the importance of data in the management of assets, it is essential that it remains accurate and reliable. Within the area of Asset Dataand Analysis, a primary focus of the Corporate Asset Management Department in 2011 will be the development and implementation of aconsistent approach to data collection and management. This will include the integration of condition assessment data to provide City Councilwith improved knowledge to make effective decisions when applying limited capital resources.

To further improve how the corporation manages its assets, and within the context of Policy Development and Management, an objective of theCorporate Asset Management Department will be to formalize a corporate policy and business framework that will outline the organization'soverall vision for asset management. It will also speak to the importance of asset management as well as a strategy for undertaking assetmanagement in a structured and coordinated manner and how asset management integrates with the organization's other business processes.In addition, the department will update the Asset Management Plans that were developed in 2010. These will contain a full description of theasset portfolio, definitions of levels of service and performance standards as well as a description of lifecycle management activities to operate,maintain, renew, develop and dispose of assets and a link to the City's Long Range Financial Plan.

In 2011, the Corporate Asset Management Department will present to City Council the second Corporate Asset Status Report which willsummarize all the Asset Management Plans. This report will continue its evolution into a key document that will provide information on assetinventory, condition as well as an integrated approach to risk assessment and management. Regular updates to this report will enable staff todevelop and revise asset investment priorities, recommendations and annual budgets. It will continue to foster improved stewardship over theCorporation's assets and will enable knowledgeable asset investment decisions by City Council. The Corporate Asset Status Report will alsolead into the development of the annual Capital Plan.


Provision of Data SetsIndicator 2009 Actual 2010 Plan 2010 Projected 2011 Plan

Development of Corporate Asset Hierarchy (% complete) 50 60 60 100

Development of Data Models for Asset Categories (%) 20 30 30 50

Road Asset Data Set Completeness 40 80 80 100

Enclosed Drainage Asset Data Set Completeness 35 70 60 100

Wastewater Linear Asset Data Set Completeness 30 70 50 100

Water Linear Asset Data Set Completeness 10 50 40 100

A,sset Management Plans

lnthcator 2009 Actual 2010 Plan 2010 Projected 2011 PlanEnvironmental Asset Management Plan (% complete) 55 55 55 65

Transportation Asset Management Plan (%) 55 55 55 60

Recreation & Culture Asset Management Plan (%) 45 45 45 55

Facilities Asset Management Plan (%) 55 55 55 60

Fleet Asset Management Plan (%) 50 50 50 65

Corporate Asset Status Report 1 0 0 1


EXPENDITURES

INFRASTRUCTURE, DEVELOPMENT & CULTURE DIVISIONCORPORATE ASSET MANAGEMENT DEPARTMENT

2009 2010 2010 2011 2012 2013__________________________________________________ ACTUAL BUDGET FORECAST BUDGET FORECAST FORECASTEXPENSESSalaries 556098 611267 583,541 622,543 598,000 598,000Fringe Benefits 120,659 120,658 117,550 127,005 127,005 127,005Total Salaries and Benefits 676,757 731,925 701,091 749,548 725,005 725,005OPERATING EXPENSESGeneral Operations 148,723 499,810 178,435 333,360 207,190 212,930Minor CapitalHydro, Water, Sewer, GasTransfers to other Boards, Municipalities, Agencies

__________________ __________________

Total Operating Expenses before Debenture Costs and Transfers 148,723 499,810_____________________

178,435__________________

333,360 207,190 212,930DEBENTURE COSTS AND TRANSFERSLease Equipment/PropertyFinancial ExpensesTransfer to/from User Rate Reserve Funds (204,982) (271,212) (278,455)Transfer to ReservesTransfer to Capital Fund

Total Debenture Costs and Transfers (204,982) (271,212) (278,455)Gross Expenditures 620,498 960,523 601,071

________________

1,082,908__________________

932,195__________________

937,935RevenuesOther Government Funding (22,500)Contribution from Reserves/Reserve Funds (70,815) (375,000) (116,500) (160,000)Licences, Permits, Application FeesFinesFees, Charges, Service RentalsOtherRevenue (10,000) ________________ _________________ (361,854) (361,854) (361854)Total Revenues (80,815) (375,000) (139,000) (521,854) (361,854) (361,854)


291

INFRASTRUCTURE, DEVELOPMENT & CULTURE DIVISIONCorporate Asset Management Department


2009 2010 2010 2011 2011 Change in2oll Change in2ollActual Approved Forecasted Base Program Requested Base B udget Requested Budget

Expenditures Budget Expenditure Budget Change(s) Budget to 2010 Forecasted to 2010 Forecasted_______________________________________ $ $ $ $ $ $ $ % Comments $ %EXPENSES

Salanes 556098 611,267 583541 622543 622543 39,002 7% In 2010, there was a parental leave and the 39,002 7%contract employee received lower salary.Full complement expected in 2011. 2%

Fringe Benetts 120,659 120,658 117,550 127 005 127 005 9 455 8%COLA in effeci in 2011.

Total Salaries and Benefits 676,757 731,925 701,091,

749,548,

749,548,

48,457 7%9,455

48 4578%7%OPERATING EXPENSES ,

General Operations 148,723 499,810 178,435 333,360 333,360 154,925 87% Major reasons for lower than anticpated 154,925 87%2010 expenditures are attributed 1010wbid's on condition assessment's. Therewere also performance issues with theCCTV contractor. In 2011 the CCTVcontract is expected to proceed normally.Consulting services will be retained toupdate Asset Management Plans, anddevelop a Storm Water Facility Condition

Minor Capital and Management Plan.

Hydro, Water, Sewer, GasTransfers to other Boards, Municipalities, Agencies

Total Operating Expenses before Debenture 148,723 499,810 178,435 333,360 333,360 154,925 87% 154 925 87%Costs and Transfers ,

DEBENTURE COSTS AND TRANSFERSLease EquipmenliPropertyFinancial ExpensesTransfer to/from User Rate Reserve Funds (204,982) (271,212) (278,455) 278,455 -100% Salary recovery based on % of workload. In 278,455 -100%

Transfer to Reserves2011 amounts are in (86*).

Transfer to Capital Fund1'OtaI Debenture Costs and Transfers (204,9821 1271,2121 1278,4551 ______________ ___________ _____________ 278,455 -100% 278 455 -100%Gross Expenditures 620,498 960,523 601,071 1,082,908 1,082,908 481,837 80%

___________________________________ ,481 837 80%Revenues

___________ ___________________________________ ,

Other Government Funding (22,500) 22,500 -100% One time recovery from COMRIF grant in 22,500 -100%

Contnbution from Reserves/Reserve Funds (70,815) (375,000) (116,500) (160.000) (160,000) (43,500) 37%2010.Recoveries for condition assessments - (43,500) 37%refer to 3*** above. In 2011 the CCTV isexpected to proceed normally, andadditional FGT recovery will go towards the

Licences, Permits, Application FeesAMP updates.

FinesFees, Charges, Service RentalsOther Revenue (10,000) (361,854) (361,854) (361,854) 100% Salary recovery based on % of workload. In (361,854) 100%

Total Revenues (80.81Sf 1375,0001 1139,0001 1521,854) ___________ (521,8541 (382,854) 275%2010 amounls were inj4g*).

(382 8541 275%Net Operating Expense/fRevenue) 539,683 586,523 462,071 561,054 ___________ 661,064 98,983 21%__________________________________

__________________________________

,98,983 21%

292

DeveomontDvioii _________

c- (ti. cic __________

Director of CultureRudi Quammie Williams

Administrative Assistant - Community Events Culture Officer Culture OfficerCulture Programmer (Development) (Programming)

Elaine Brilnell Arm Donnelly Onalee Groves Fred Andrews

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The Department of Culture (DOC) supports excellence in local cultural initiatives in an effort to help build capacity for the arts within ourcommunity. The DOC promotes plans and co-ordinates cultural initiatives with artists, arts organizations, cultural entrepreneurs, otherdepartments within the City of Barrie and other levels of government as necessary. The DOC develops and implements a cultural policy for theCity of Barrie. Our department's mission is to establish a cultural policy, build capacity for the arts and other cultural activities, encourageculture as an economic driver, engage community members across a wide spectrum and develop and implement the Heritage Plan for the Cityof Barrie.

The Department of Culture has four areas of focus.

DevelopmentProgrammingMarketing & Young and Emerging ArtistsHeritage

In fulfilling Development objectives, the DOC maintains a database of current statistical and financial information on the culture sector. Thedepartment provides training, funding and information to Barrie culture workers, in an effort to support and sustain cultural development andcapacity building in the Barrie culture sector.

To fulfill Programming objectives, DOC staff oversee and co-ordinate activities in the City of Barrie's cultural spaces and are involved incommunity events and the City of Barrie's own annual events. Staff also participate in the planning and implementation of City infrastructureprojects and manage the City's physical infrastructure dedicated to arts and culture.

The Marketing & Young and Emerging Artists objectives will be achieved by working with other departments and organizations such asDepartment of Strategy and Economic Development, Tourism Barrie and the Downtown BIA to market Barrie's culture sector and itsopportunities. The department will take a leadership role in the creation of adequate opportunities for young and emerging artists so as toensure their continued growth and contribution to the culture sector.

The Department of Culture works closely with Planning and Building to create and implement a Heritage Plan for the City of Barrie.Key Departmental Objectives

To increase the number of people that participate in arts education and culture and creative sector training in order to build capacitywithin the culture sector.

To provide economic resources to artists, producers, presenters, entrepreneurs and programmers of Barrie cultural initiatives througharts grants.

To deliver efficient culture services to the community as measured by the gross culture spending including grants per capita.

To create an awareness for culture in the community measured by attendance at corporate and performance events and the number ofevents held.

To create physical infrastructure such as performing arts centers for displays of arts and culture.

To create, disseminate and implement a Barrie Cultural Policy that will include a public arts policy

To provide opportunities for corporate and other stakeholders to participate in, contribute to and derive benefit from Barrie's growingculture sector.

To assist in the development and implementation of a Heritage Plan for the City of Barrie.Strategic Plan & Other Program DeliverablesEncourage culture as an economic driver for the City of Barrie

Provide consultation to other departments, advocate, and participate, regarding the role of culture in the revitalization of Barrie'sDowntown and the creation of economic opportunities to serve the entire Barrie community.

Attract, retain and expand business for Barrie.

Work with the BIA and other stakeholders to revitalize the Downtown CoreMajor Initiatives/IssuesIssues:Building an awareness in both the organization and the community of the value of culture.Making the community aware that the department exists.Developing interdepartmental relationships and integrating awareness.

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Meeting the needs of a population with diverse expectations.Developing and managing much needed sustainable cultural physical infrastructureLack of education exists regarding heritage issues.

Trends:Educating people to the fact that cultural spending is 5% higher than the combined consumer spending on household furniture,appliances and tools ($24.0 billion).There is an increasing number of children participate in a wide range of arts educational opportunities.A positive relationship between increased arts and culture activity and economic prosperity is measured in other cities.Opportunities exist to develop heritage assets as elements of the tourism offerings.

Initiatives:Policy Development to support strategic direction, including a marketing plan for culture sector products and arts policy.Increase sponsorship program and subsequent revenues.Build relationships with culture sector participants, support organizations, corporate stakeholders, other levels of government and thecommunity at large.Advocacy and plans to increase the profile of the arts (developing a marketing strategy and continuing the awards program).Plans to work with Planning and Building to develop and implement a Heritage Plan.


Objective: To provide opportunities for corporate and other stake holders to participate in and contribute to Barri&s culture sector.Indicator [ 2009 Actual 2010 Plan [ 2010 Projected 2011 Plan

Number of attendees at Corporate events 105,000 110,000 113,000 115,000

Net cost of per resident of corporate events J $190 $2.02 $2.13 $1.95

Objective: To increase the number of people that participate in arts education to build capacity within the culture sector.

[ Indicator 2009 Actual J 2010 PIaJ 2010 Projected 2011 Plan

Number of people that participate in arts education 93,426 120,000 j 120,000 125,000

Objective: To provide economic resources to artists, producers, presenters, entrepreneurs and programmer of Barrie cultural initiativesthrough arts grants.


Arts grants per capita $1.99 $2.32 $2.32 $2.33

Arts grants as a percentage of artists gross revenue 8% 9% 9% 9%

Arts grants as a percentage of artists revenue fromgovernment sources

44% 39% 39% 37%

Objective: To deliver efficient culture services to the community as measured by the gross culture spending including grants per capita.

r Indicator 2009 Actual 2010 Plan 2010 Projected 2011 Plan

[ss culture spending per capita $11.97 1 $13.05 $12.26 $13.74

Objective: To create awareness for culture in the community through attendance at performance events and the number of events held.Indicator 2009 Actual 2010 Plan T 2010 ProjJ 2011 Plan

Number of people attended cultural events 562,763 j 590,900 590,900 620,000

Objective: To create, disseminate and implement a Barrie Cultural Policy that will include a public arts policy.

r Indicator J 209 A9uaLJ 2010 Plan 201ect I011 Plan[rcentae completion of Barrie Cultural Policy 10/o 20% 20% 50%

Objective: To create physical infrastructure such as performing arts centers for displays of art.Indicator 2009 Actual 2010 Plan 2010Projecte1 2011 Plan J

Number of days occupancy of the Downtown Theatre or 232 125 125 131actual occupancy (%)

Number of days occupancy of the Georgian Theatre or 142 130 131 160(actual occupancy (%)

Objective: To create, disseminate and implement a Heritage Strategy.Indicator 2009 Actual 2010 Plan L 2010 Projected 2011 Plan

Percentage completion of Heritage Strategy 0% 0% ( 0% 25%


EXPENDITURES

INFRASTRUCTURE, DEVELOPMENT & CULTURE DIVISIONDEPARTMENT OF CULTURE


EXPENSESSalaries 378,849 369,044 394,343 415,646 436,598 445,251Fringe Benefits 73,529 75,387 79,083 83,423 86,358 88,082Total Salaries and Benefits 452,378 444,431 473,426 499,069 522,956 533,333OPERATING EXPENSESGeneral Operations 869,457 962,291 977,320 878,976 837,254 846,428Minor Capital 9,576Hydro, Water, Sewer, Gas 83,555Transfers to other Boards, Municipalities, Agencies

_________________ __________________


1,060,875_________________

878,976___________________

837,254___________________

846,428DEBENTURE COSTS AND TRANSFERSLease Equipment/Property 124,597 219,461 178,593 292,653 323,803 354,309Financial Expenses 150 150 150 150Transfer to/from User Rate Reserve FundsTransfer to ReservesTransfer to Capital Fund

__________________

Total Debenture Costs and Transfers 124,597 219,461 178,743 292,803 323,953 354,459Gross Expenditures 1,456,008 1,626,183 1,713,044 1,670,848 1,684,163 1,734,220RevenuesOtherGovemment Funding (20,000) (50,500) (10,000) (10,000) (10,000)Contribution from Reserves/Reserve FundsLicences, Permits, Application Fees (25,699) (112,295) (101,199) (182,450) (224,124) (224,124)FinesFees, Charges, Service Rentals (114,031) (130,800) (80,477) (63,500) (65,500) (67,500)Other Revenue (23,969) (20,000) (74,180) (22,000) (23,400) (24,900)Total Revenues (163,699) (283,095) (306,356) (277,950) (323,024) (326,524)


296

INFRASTRUCTURE, DEVELOPMENT & CULTURE DIVISIONDepartment of Culture


2009 2010 2010 2011 2011 ChangeIn2Oll Changein2ollActual Approved Forecasted Base Program Requested Base Budget Requested Budget


5XPENSES ___________

Salaries 378849 369044 394,343 415,646 415646 21303 5% Includes part-time salaries related to theatre 21.303 5%operations.

Fringe Benefits 73,529 75,387 79,083 83,423 83,423 4,340 5% 4,340 5%Total Salaries and Benefits 452,378 444,431 473,428 499,069 499,069 26,643 5% 25,643 5%OPERATING EXPENSESGeneral Operations 869,457 962,291 977,320 878,976 878,976 (98,344) -10% Result of Continuous effort to find (98,344) -10%

efficiencies in operations. Eliminated/scaleddown selected events. Reduced coststhrough partnerships. etc. hulk buys withcommunications.

Minor Capital 9,576Hydro, Water, Sewer, Gas 83,555 (83,555) -100% One-time payment to Georgian for utilities (83,555) -100%

riot required for 2011.Transfers to other Boards, Municipalities, Agencies

Total Operating Expenses before Debenture 879,033 962,291 1,060,875 878,976 878,976 (181,899) -17% (181,899) -17%Costs and TransfersDEBENTURE COSTS AND TRANSFERSLease Equipment/Property 124,597 219,461 178,593 292,653 292,653 114,060 64% Increased annualized coals in the operation 114,060 64%

of the Downtown Theatre.Financial Expenses 150 150 150 %Transfer to/from User Rate Reserve FundsTransfer to ReservesTransfer to Capital FundTotal Debenture Costs and Transfers 124,597 219,461 178,743 292,803 __________ 292,803 114,060 64% 114,060 64%Gross Expenditures 1,456,008 1.626,183 1,713,044 1,670,848 ___________ 1,670,848 (42,1961 -2%

________________________________

__________________________________ (42.1961 -2%RevenuesOther Government Funding (20,000) (50,500) (10,000) (10,000) 40,500 -80% One lime granl in 2010 for Ihe Marketing 40,500 -80%

Plan.Contribution from Reserves/Reserve FundsLicences, Permits, Application Fees (25,699) (112,295) (101 .199) (182,450) (182,450) (81,251) 80% Revenues from Georgian and Downtown (81,251) 80%

theatres will create a positive change in thisaccount.

FinesFees, Charges, Service Rentals (114,031) (130,800) (80,477) (63,500) (63.500) 16,977 -21% Marketing focus. Nsf expected 10 see 16,977 -21%

results until 2012,2013.Other Revenue (23,969) (20,000) (74,180) (22,000) (22,000) 52,180 -70% One lime revenue in 2010 related to the 52,180 -70%

Georgian Theatre.Total Revenues (163,6991 (283,0951 (306,356% 1277,9501 ____________ (277,950) 28,406 -9% ___________________________________ 28,406Net Operating Expense/(Revenuel 1,292,309 1,343,088 1,406,688 1,392,898 ___________ 1,392,598 (13,790% -1% _________________________________ 113,7901

____________-1%

297

viftsttcttit'c, Deve[opitioiii Ct.ttiveTjjrj ftj _______________

}d

Director of EngineeringWendell McArthur

Office Coordinator I Manager of Design & Manager of Infrastructure I I Manager of Development,Bay Nugent Construction j Planning I Policy & Standards

Bob Kahle Stew Patterson Dave Caspick

Technical Clerk (1)

Clerk-Secretary (3)

December 2010

28

298

DeVC-OpmO11t CuiuioL}iei

Dos i 2 Coiscoii isTh __f.....

Manager of Design &Construction

Senior Project Eng Senior Project Engineer Proj:ct Engineer Senior Project Engrneer Senior Construction

II Senior Project J Construction Engineer

1 Technologist (4) -1 Si1uey Party Chief 11(2) Technologist (2 year Parent

J Intermediate Project I__i Survey Party Chief I (1) Li Project Administration Construction Engineer1hnologist(1)

____________________ Tochnologist(2) (2YearTemp)

J Project Technologist lnstrumentperson (1) Engineering(3) lnspector(5)

Project TechnicianIndicates temporary I Development Services

positions ]FielcCoordinator (2)

Project Technologist(Construction)

December 2010

29

299

Dcv oiucn Cuuic IJviskeein pz' -

Manager of InfrastructurePlanning

Stew Patterson

Infrastructure Planning Infrastructure Planning Infrastructure Planning Supervisor of ParksEngineer Engineer (2 Years Temp) Engineer Planning & Development

Sherry Diemert Wayne Bando Ralph Scheunemann Walter Fischer

Energy & Environmental FH Senior Infrastructure IOfficer Planning Technologist Urban Forester

Senior Water Landscape ArchitecturalTechnologist Technologist (3)

Supervisor ofTransportation Planning

Steve Rose

Senior TrafficTechnologist (2)

Traffic Technologist

December 2010

30

300

Cu[iuc Di's:lciLiciil ))C'llit ___________

)cvcotioi, i' l)( ____________

Manager of Development,Policy &

StandardsDave Caspick

Policy & StandardsSupervisor

Technologist (2)Mike Nugent

Engineering Records & ___________ Int 0ev. ServicesMapping Coordinator Technologist (1)

Engineering Records &Mapping Technician (1)

February 2011

31

301

c)

Departmental OverviewThe Engineering Department is comprised of three branches, Design & Construction, Infrastructure Planning and Development, Policy& Standards. Services provided by these branches are listed below. In addition to these services, senior staff participate on a number ofcorporate projects and committees, and are involved in a number of inter-governmental matters. The mission of the Engineering Department isas followsThe Engineering Department will:

- manage the planning, construction and rehabilitation of the City's infrastructure assets (including transportation systems,drainage systems, drinking water systems, wastewater systems, and parks and trail systems)

- manage and preserve the City's natural assets (including urban forests, flora and fauna habitats, wetlands, surface water andgroundwater)

in an environmentally responsible, energy efficient, cost effective and sustainable fashion to serve the needs and expectations of the Community

Design & Construction Branch

The Design and Construction Branch requires approximately 50% of the Department's staff resources to perform the following services:o Project management on City infrastructure projects• Project design (roads, sanitary & storm sewers, watermains, etc.)• Engineering Surveys• Contract administration and construction quality assurance• Development field coordination• Industrial land servicingo Engineering support for the design and construction of corporate facilitieso Engineering support for other City branches and departments

Infrastructure Planning Branch

The Infrastructure Planning Branch requires approximately 25% of the Department's staff resources to perform the following services:o Municipal Class Environmental Assessments (roads, water, stormwater & wastewater)• Stormwater, wastewater and groundwater studieso Functional servicing reports (roads, water, stormwater & wastewater)• Energy and water conservationo Long-term planning for the City's infrastructure (roads, water, storm, wastewater, parks, parking)o Traffic administrationo Streetlightingo Parking planning administrationo Development review/design and construction of parks and trails

Development, Policy & Standards Branch

The Development, Policy and Standards Branch requires approximately 25% of the Department's staff resources to perform the followingservices:

• Engineering review and approval of land development applicationso Graphic services and engineering records management• Municipal consent review and approvalo Standards and By-law administrationo Technical advice on a number of infrastructure matterso Technical support to ACDC (Railway)o New product review

Key Departmental Objectiveso Design and construction of roads, sidewalks, drainage systems, drinking water systems, wastewater systems, parks and trails, parking

facilities, etc.o Planning of infrastructure including roads, sidewalks, traffic systems, drainage systems, drinking water systems, wastewater systems,

parking systems, parks, trails and natural systems.o Deliver current, environmentally responsible, energy efficient, cost effective and sustainable infrastructure policies, standards,

procedures and mapping products.o Timely review and approval of land development applications.

Strategic Plan & Other Program Deliverables• Infrastructure Renewalo Increase Energy and Water Efficiency• Improve Water Quality of Kempenfelt Bayo Protect our Groundwater Resourceso Construct, Improve and Maintain Parks & Trailso Enhance Safety and Security of Parks and Trails

o Enhance the City's Tree InventoryMajor Initiatives/Issues

o City Centre and other Infrastructure Projects (Growth & Renewal)o Full commissioning of the Surface Water Treatment Plant and Water Pollution Control Centre Expansiono Develop Greenhouse Gas & Energy Goals and Targets for the Communityo Coordinate infrastructure planning for growth (greenfield and intensification)o Major Site Plan Development (Park Place, Mady, Osmington)o Update Policies and Standards to facilitate future growth


Objective: Design and construction of roads, sidewalks, drainage systems, water and wastewater systems, parks & trails, etcIndicator 2009 Actual 2010 Plan 2010 Projected 2011 Plan

Change Orders as a % of Total Tender Value 6.4% 7.0% 7.2% 7.0%

Capital Expenditures as a % of Forecasted Expenditures 91% 100% 90% 100%

Percent of Capital Projects Tendered on Schedule 36 % 100% 43% 100%

Objective: Planning of Infrastructure including roads, sidewalks, traffic systems, drainage systems, water and wastewater systems,parking systems, parks, trails, and natural systems


Total Phosphorous Load - City Watercourses (Kidds, 596 kg n/a n/a 570 kgSophia, Dyments, Hotchkiss, Lovers, Bunkers & WhiskeyCreeks)- May 15 to October 15

Secondary Plans, Background Studies & Infrastructure n/a n/a n/a 100%Master Plans - Intensification and Annexed Lands -Maintain Proposed Schedule

Residential Water Usage 205 Vc/d 202 l/c/d 202 l/c/d 200 l/c/d

Objective: Deliver current and effective infrastructure policies, standards and mapping productsIndicator 2009 Actual 2010 Plan 2010 Projected 2011 Plan

New Product Response Time (% within 25 days) Note: n/a 80% 100% 90%2010 was based on 30 days

________________ _____________

Customer Wait Time for Graphic Services/Products______________

n/a______________

80% 90% 100%(% within 10 days)

_______________ ______________ ______________

Objective: Provide timely review and approval of land development applicationsIndicator 2009 Actual 2010 Plan 2010 Projected 2011 Plan

Site Plan Review Time (% within 25 days) Note: 2010 wasbased on 30 days

97% 80% 100%

_______________

90%__________

Subdivision Review Time (% within 30 days) 100% 100% n/a 100%


EXPENDITURES

INFRASTRUCTURE, DEVELOPMENT & CULTURE DIVISIONENGINEERING DEPARTMENT

2009 2010 2010 2011 2012 2013________________________________________________ ACTUAL BUDGET FORECAST BUDGET FORECAST FORECASTEXPENSESSalaries 3,125646 3,057,391 2,698,306 3,010,827 3,086,584 3,178,333Fringe Benefits 628,376 559,854 548,118 604,263 601,798 603,084Total Salaries and Benefits 3,754,022 3,617,245 3,446,424 3,615,090 3,688,382 3,781,417OPERATING EXPENSESGeneral Operations 1,421,591 677,867 656,099 612,151 562,935 536,245Minor Capital 366,366 441,875 358,572 452,800 385,800 386,350Hydro, Water, Sewer, GasTransfers to other Boards, Municipalities, Agencies

__________________ __________________

Total Operating Expenses before Debenture Costs and Transfers 1,787,957 1,119,742___________________

1,014,671__________________

1,064,951____________

948,735 922,595DEBENTURE COSTS AND TRANSFERSLease EquipmentIPropertyFinancial Expenses 121,845 212,330 212,249 212,330 212,330 212,330Transfer to/from User Rate Reserve Funds (1,289,322) (1,316,719) (1,342,542)Transfer to ReservesTransfer to Capital Fund

Total Debenture Costs and Transfers (1,167,477) (1,104,389) (1,130,293) 212,330 212,330 212,330Gross Expenditures 4,374,502 3,632,598 3,330,802 4,892,371 4,849,447 4,916,342RevenuesOtherGovemment Funding (151,708) (128,000) (50,000)Contribution from Reserves/Reserve Funds (393,749) (143,553) (128747)Licences, Permits, Application FeesFinesFees, Charges, Service Rentals (497,649) (546,913) (557,057) (548,833) (550,383) (482,650)Other Revenue (569,424) (14,300) (146,685) (1,517,272) (1,433,157) (1,433,657)Total Revenues (1,612,530) (832,766) (832,489) (2,116,105) (1,983,540) (1,916,307)


304

INFRASTRUCTURE, DEVELOPMENT & CULTURE DIVISIONEngineering Department


2009 2010 I 2010 2011 2011 Change in2Oll Change in2OllActual Approved Forecasted Base Program Requested Base Budget Requested Budget

Expenditures Budget Expenditure Budget Change(s) Budget to 2010 Fo recasted to 2010 Forecasted________________________________________EXPENSES

$ $ $ $ $ $ $ % Comments $ _____________________

Salaries 3,125,646 3057391 2,898,306 3,010827 3,010,827 112,521 4% Less thanfull staff complement in 2010 and 112,521 4%

Fringe Benefits 628,376 659,854 548,118 604,263 604,263 56,145 10%COLA increase of 2% in 2011.Less than full staff complement in 2010 and 56,145 10%

Total Salaries and Benefits 3754,022 3,617,246 3,446,424 3,615,090 3 615 090 168 666 5%COLA increase of 2% in 2011.

OPERATING EXPENSES, , , 168,666 5%

General Operations 1,421,591 677,867 656,099 612,151 20,000 632,161 (43,948) -7% 2010 included special One-time (23,948) -4%studies/projects that are not required for2011(ie Holctikiss Creek BA, Sanitary

Minor Capital 366,366 441,875 358,572 452,800 45,000 497,800 94,228 26%Sewer Policy Manual)Savings realized in some 2010 minor 139,228 39%capital items. In 2011, added downtown

Hydro, Water, Sewer, Gas furniture installations/radar speed boards


Total Operating Expenses before Debenture 1,787,957 1,119,742 1,014,671 1,064,951 65 000 1 129 951 50 280 5%Costs and Transfers, , , , 116,280 11%

DEBENTURE COSTS AND TRANSFERSLease Equipment/PropertyFinancial Eirpenses 121,845 212,330 212,249 212,330 212,330 81 % 81 %Transfer to/from User Rate Reserve Funds (1,289,322) (1,316.719) (1,342,542) 1,342,842 -100% Salary recovery based on % of workload In 1,342,542 -100%Transfer to Reserves 2011 amounts are in 186*).

Transfer to Capital FundTotal Debenture Costs and Transfers tl,167,477' (1,104,389' (1,130,293' 212,330 ___________ 212,330 1,342,623 -119% 1 342 623 -119%Gross Expenditures

Revenues4,374,502 3,632,S98 3,330,802 4,892,371 65,000 4,957,371 1,561,569 47%

__________________________________

__________________________________

, ,1,626,569 49%

Other Govemment Funding (151,708) (128,000) (50,000) (50,000) (50,000) 100% No TDM grant received from the Province (50,000)

___________

100%

Contribution from Reserves/Reserve Funds (393,749) (143,553) (128,747) 128,747 -100%in 2010.No projects require DC or FGT 128,747 -100%

Licences, Permits, Application Fees contributions in 2011,FinesFees, Charges, Service Rentals 1497,6491 (546,913) 1557,0571 1548,8331 1548,833) 8.224 -1% 8 224 1%Other Revenue (569,424) (14.300) (146,685) (1,517,272) (1,517,272) (1,370,587) 934% Salary recovery based on % of workload, In

,(1,370,587)

-934%

Total Revenues (1,612,5301 1832,766) 1832,489) (2,116.105) 12,116,105) (1,283,6161 154%2010 amounts were in(49*).

(1 283 616 154%Net Operating Expense/(Revenuel 2,761,972 2,799,832 2,498,313 2,776,266 65,000 2,841,266 277,953 11%, ,342,953 14%

305

& Cuftur -

D)visioi _______________

Getvc,cs i)opioii

Office Coordinator IISharon Wood

Secretary

Growth ManagementCoordinatorEric Hodgins

Indicates a temporary position

Director of PlanningServicesVacant

Manager of DevelopmentControl

Ryan Windle

Senior DevelopmentPlanner

Development Planner(2)

Manager of Policy PlanningMerwan Kalyaniwalla

Senior Policy Planner

Policy Planner (2)

Planning ServicesTechnical Co-ordinator

Planning Technician (2)

January 2011

32

306

N-

CV)

PERFORMANCE PLANPlanning Services Department

Departmental OverviewThe Planning Services Department is comprised of two branches, Development Control and Policy Planning which includes TechnicalServices. In addition to overseeing these services senior staff participate in a number of corporate projects and initiatives such as the CityCentre Revitalization Committee, Downtown Commercial Master Plan Implementation, implementation of the City's Community ImprovementPlans (The Next Wave, Allandale, and Georgian College Neighbourhood Strategy), Growth Management, Planning for the newly annexedlands, Town Centre development in Painswick South and Development Charges Review. Planning Services supports and assist the City'sExecutive Management Team and Senior Management Team with strategic projects and initiatives. The mission of the Planning ServicesDepartment is to develop and implement policies to govern the physical aspects of the community, in particular the use of land and land userelationships, while having regard for its impact on the social, cultural, and economic well being of the community.

Policy Planning Branch

The Policy Planning branch requires approximately 60% of the Department's resources to perform the following services:

Coordinate and prepare master planning documents such as the City's Official Plan and Zoning By-law including conformity withPlaces to Grow.

• Prepare long range planning documents and special studies related to specific planning issues such as City Centrerevitalization, residential intensification, natural heritage and employment lands conversions.

• Liaise with senior levels of government and service partners to co-ordinate policy development and implement legislation.• Prepare, review and analyze population and demographic information related to long range planning, economic

development, finance and strategic planning.• Provide expert testimony at the Ontario Municipal Board on a broad range of Planning applications.• Develop and maintain policies that support Council's strategic priorities and ensure the orderly and planned development of the City.• Technical Services• The Technical Services section provides the following services:• Geographic Information System (GIS), technical services and statistical information to support the functions of the Planning

Department, other City departments, the Downtown Coordinator, the CAOs office, and members of Council.• Coordination and preparation of circulation for Development Applications.• Prepare exhibits and gather data for Ontario Municipal Board Hearings.• Maintain internal and external websites for the Planning Services Department.• Provide audio visual support for presentations to Council, special interest groups e.g. BIA and the public.• Prepare street naming reports.

Development Control Branch

The Development Control branch requires approximately 40% of the departments resources to perform the following functions andservices:

o Review, analyze and report on various development applications ranging from Official Plan amendments and Zoning by-lawamendments to site plans.

• Co-ordinate the City's review and approval of applications for plans of subdivision, condominium, and site plans.• Provide planning comments on applications for Committee of Adjustment severances and variances.• Record, monitor and report on development activity throughout the City of Barrie.• Provide expert testimony at the Ontario Municipal Board on a broad range of Planning issues.• Complete and/or assist with completion of special planning projects identified in the Departmental Work Plan.


Provide for the balanced growth and development of the City of Barrie through clear, well thought out and sound land use planning policies andprinciples and implement Council's strategic priorities by:

o Preparing meaningful and timely policies and plans to guide the growth and development of the City, with a focus on livability andsustainability, in an orderly and fiscally responsible manner.

• Processing development application in a cost effective manner.• Completing well considered and timely recommendations on private development applications.o Continuing to provide appropriate service levels for a city the size of Barrie.o Marketing departmental role and accomplishments.• Partnering with private sector in building a better Barrie.• Preparing Special Studies related to land use planning issues and the demographics of the City of Barrie population.


Continue to deliver on its core business throughout 2011 in the context of senior government policy initiatives and the PlanningAct.

00

o Focus on implementation of the Downtown Barrie and Allandale Centre Revitalization Plans through continued priority ondevelopment approvals and promotion of financial incentives to meet the objectives of these Plans.

o Implement tracking system for planning applications (AMANDA).• Obtain 0MB approval of the new Official Plano Obtain 0MB approval of the new Zoning By-lawo Implement phasing policies of the Official Plan by implementing a process for monitoring growth in accordance with the provincial

Growth Plan


o Implement the assigned role regarding the Master Growth Management Strategy! Boundary Expansion Work Program.e Continue to research and report on growth management issues.• Implement Site Plan Approval for Allandale Train Station development.• Implement Urban Design Standards for areas identified for Intensification.• Develop a Brownfield Redevelopment Strategy.o Investigate the implementation of a Development Permit System.• Formulate a Heritage Strategy.• Implement the Historic Neighbourhood Strategy.• Focus on Downtown development projects to implement the Downtown Commercial Master Plan.o Formulate a Natural Heritage Strategy.• Represent the City's interests at Ontario Municipal Board Hearings.• Formulate a Sustainable Development Strategy.


Objective: To process development applications in a cost effective manner (OMBI Measure-Efficiency)Indicator 2009 Actual 2010 Plan 2010 Projected 2011 Plan

Planning Cost per Capita (PLNG25O) $24.89 $22.89 $22.04 $20.39

Development Planning Applications Cost per DevelopmentApplication Received (PLNG3O5)

$10,977.00 $9,090.62 $8,337.82________________

$7,610.69_____________

Objective: Well considered and timely recommendations on private development applications (OMBI Measure-Customer Service)Indicator 2009 Actual 2010 Plan 2010 Projected 2011 Plan

Percentage of Official Plan Amendments meeting 100% 95% 95% 95%Planning Act timeframes (PLNG452)

___________ ____________

Percentage of Zoning By-law Amendments meeting______________

87.5%_____________

95% 70% 95%Planning Act timeframes ((PLNG454)

_______________ _____________

Number of Site Plan Approvals received per 100,000_____________

21.4_____________

27.1 18.6 14population (PLNG245)

______________ ________________ _____________

Percentage of Plans of Subdivisions/Condos meeting - 95% 95% 95%Planning Act timeframes (PLNG456)

______________ ___________ _____________

Objective: To continue to provide appropriate service levels for a city the size of Barrie (OMBI Measure-Service Level)Indicator 2009 Actual 2010 Plan 2010 Projected 2011 Plan

Number of Official Plan Amendments received per 3.6 3.6 2.9 3.6100,000 population (PLNG21O)

_________ ______________ __________ _____________

Number of Zoning By-law Amendments received per 10 14.3 10 10.7100,000 population (PLNG215)

Number of Plans of Subdivision received per 100,000 1.4 2.1 2.9 2.9population (PLNG22O)

______________ ____________ ________________ _________

Objective: Market departmental role and accomplishmentsIndicator 2009 Actual 2010 Plan 2010 Projected 2011 Plan

Success Staff Reports/Memos/Presentations/Outreach - 7 10 8

Objective: Partner with private sector in building a better BarrieIndicator 2009 Actual

-2010 Plan 2010 Projected 2011 Plan

Number of Community Improvement Plans Completed 1 1 2 0

Number of Financial Incentive Grants/Loans Received 9 10 5 10

Objective: Preparation of Special Studies related to land use planning issues and the demographics of the City of Barrie population.Indicator 1 2009 Actual I 2010 Plan I 2010 Projected I 2011 Plan

C,

rch/Special Studies Completed 95 3 5

Objective: Preparation of meaningful and timely policies and plans to guide the growth and development of the City in an orderly anfiscally responsible manner.

Indicator 2009 Actual 2010 Plan 2010 Projected 2011 PlanPercentage of City Initiated OPAs with Associated Study 100% 100% 100% 100%Completed in 12 Months

Percentage of City Initiated OPAs without Associated 100% 100% 100% 100%Study Completed in 6 Months

Percentage of City Initiated Zoning By-law Text - 100% - 100%Amendments with Special Study Completed in 6 months

Percentage of City Initiated Zoning By-law Text 67% 100% 50% 100%-Amendments Without Special Study Completed in 6months


EXPENDITURES

INFRASTRUCTURE, DEVELOPMENT & CULTURE DIVISIONPLANNING SERVICES DEPARTMENT

2009 2010 2010 2011 2012 2013__________________________________________________ ACTUAL BUDGET FORECAST BUDGET FORECAST FORECASTEXPENSESSalaries 1063163 1138022 1079043 1099033 1120,904 1,143,212Fringe Benefits 207,278 232,985 213,495 221,790 226226 230,750Total Salaries and Benefits 1,270,441 1371,007 1,292,538 1,320,823 1,347,130 1,373,962OPERATING EXPENSESGeneral Operations 400,434 294,204 332,267 202,441 193,700 178,400Minor Capital 2,818 2,800 2,800Hydro, Water, Sewer, GasTransfers to other Boards, Municipalities, Agencies

_________________ __________________


335,067_________________

202,441 193,700 178,400DEBENTURE COSTS AND TRANSFERSLease EquipmentfPropertyFinancial Expenses 40,073 40,861 40,860 40,861 40,861 40,861Transfer to/from User Rate Reserve FundsTransferto Reserves 125,000 78,300 78,300 120,000 120,000 120,000Transfer to Capital Fund

Total Debenture Costs and Transfers 165,073 119,161 119,160 160,861 160,861 160,861Gross Expenditures 1,838,766 1,787,172 1,746,765 1,684,125 1,701,691 1,713,223RevenuesOther Government FundingContribution from Reserves/Reserve Funds (51,293) (40,861) (41,006) (40,861) (40,861) (40,861)Licences, Permits, Application FeesFinesFees, Charges, Service Rentals (152,570) (346,086) (264,712) (270,130) (386,770) (390,840)Other Revenue (830) (1,000) (644) (700) (750) (800)

Total Revenues (204,693) (387,947) (306,362) (311,691) (428,381) (432,501)


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INFRASTRUCTURE, DEVELOPMENT & CULTURE DIVISIONPlanning Services Department


2009 2010 2010 2011 2011 Changein2oll Changein2OllActual Approved Forecasted Base Program Requested Base Budget Requested Budget


EXPENSES___________

Salaries i 063163 1136022 1079043 1,095,033 1099033 19,990 2% 2% increase in wages along with step 19990 2%increases.

Fringe Benefits 207278 232986 213,496 221,790 221,790 8,296 4% 8,295 4%Total Salaries and Benefits 1,270441 1,371,007 1,292,538 1,320,823 1320,823 28,285 2% 28,285 2%OPERATING EXPENSESGeneral Operations 400,434 294,204 332,267 202,441 202,441 (129,826) -39% Reduction in consultants due to completion (129,826) -39%

of Historic Neighbourhood Strategy, andthere are no plans to hire consultants in201110 assist with proposed studies.

Minor Capital 2,818 2,800 2,800 12.800) -100% (2,800) -100%Hydro, Water, Sewer, GasTransfers to other Boards, Municipalities, Agencies

Total Operating Expenses before Debenture 403,252 297,004 335,067 202,441 202,441 (132,626) -40% (132,626) -40%Costs and TransfersDEBENTURE COSTS AND TRANSFERSLease Equipment/PropertyFinancial Expenses 40,073 40,861 40,860 40,861 40,861 1 % 1 %Transfer to/from User Rate Reserve FundsTransfer to Reserves 125,000 78,300 78,300 120,000 120,000 41,700 63% Increase is to manage the increased 41,700 53%

popularity of the CIP programs.Transfer to Capital FundTotal Debenture Costs and Transfers 166,073 119,161 119.160 160,861 ___________ 160,861 41,701 35% 41,701 35%Gross Expenditures 1,838,766 1,787,172 1,746,765 1,684,125 ___________ 1,684,125 162,6401 -4%

__________________________________

162,640) -4%Revenues

__________________________________

OtherGovemment FundingContribution from Reserves/Reserve Funds (51.293) (40,861) (41.006) (40.861) (40.861) 145 % 145 %Licences, Permits, Application FeesFinesFees, Charges, Service Rentals (152,5701 (346,0861 (264,7121 (270,1301 (270.1301 (5.418) 2% 15,4181 2%OtherRevenue 1830) (1,000) (644) (700) 1700) (561 9% (56) 9%Total Revenues (204,6931 1387,9471 (306,3621 1311,6911 ____________ 1311,6911 (6,3291 2% ___________________________________ (5,329) 2%Wet Operating Expense/(Revenue) 1,634,073 1,399,225 1,440,403 1,372,434 ___________ 1,372,434 (67,969) -5% _________________________________ (67,969) .5%

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