2013 Budget - City of Guelph

2013Budget

ContentsChapter 7: 2013 Enterprise Funded Budget369 Overview369 Budget Approach371 Water and Wastewater Services Rate Overview375 Water and Wastewater Financial Indicators377 2013 Water Services Operating and Capital Budgets395 2013 Wastewater Services Operating and Capital Budgets413 2013 Court Services Operating and Capital Budgets432 2013 Ontario Building Code Administration Budget442 Appendix 1: 2013 Tax Supported Full Time Equivalent (FTE) Summary443 Appendix 2: City of Guelph 2013 Approved Expansion Requests450 Appendix 3: 2013–2022 Reserve Continuity Schedules457 Appendix 4: Debt Continuity ScheduleCity of Guelph – 2013 Budget

Chief Administrative officer’s messageOn behalf of the executive team and staff, I am pleasedto present the 2013 budget for the City of Guelph.The City of Guelph’s 2013 budget is designed to strengthenhow the City works and build a thriving future for Guelph.Together, Guelph’s tax-supported operating, enterprise,capital and local boards and shared services budgets set apath for us to achieve the City’s goals with respect toorganizational excellence, innovation in local governmentand city building—the strategic focus areas of the City’sCorporate Strategic Plan.Selected highlights are described below:Organizational ExcellenceIn 2013, Guelph will undertake an organizational assessmentdesigned to streamline future corporate work plans andensure we have the capacity to meet our corporate andcommunity objectives.The City will continue to pursue Guelph’s EmployeeEngagement Strategy. We know that unlocking the fullpotential of our workforce requires acting on the factors thatdrive employee engagement.Innovation in Local GovernmentNew to the budget in 2013, the City established a $500,000efficiency target to be achieved through processimprovements, partnerships and other savings throughoutthe organization. This approach gives the organization thefreedom to be more creative and collaborative in findingfinancial and operational efficiencies.The City will begin implementing its Corporate TechnologyStrategy this year to provide easier access to City information,more opportunities for citizen engagement and modernbusiness systems. The plan highlights open governmentstrategies and other ways to use technology to deliver publicservices better.In 2013 Guelph will invest in energy-efficiency projects tosave up to $83,000 next year and $166,000 per year thereafter.The Corporate Energy Management Plan avoids costsassociated with increasing energy prices, reduces greenhousegas emissions and positions Guelph as an energy leader.The Guelph Municipal Holding Company is a unique,enterprise-based approach created under the OntarioBusiness Corporations Act and working within the confines ofthe Municipal Act. It functions as a for-profit corporation withshare capital focused on value added public assetsmanagement in support of municipal innovation, revenuegeneration and community prosperity.City BuildingGuelph is exploring new ways to fund investments to protect,preserve, and deliver the municipal programs, services andinfrastructure which contribute to Guelph’s quality of life, andensure a safe, inclusive, appealing and sustainable city.In 2013, the City will continue developing Guelph’sCommunity Wellbeing Plan—a ten-year action plan that callsfor individuals, community partners and the City to worktogether to build Guelph’s quality of life and create a healthyand safe community where people can live life to the fullest.This year City Council approved a 2.04 per cent tax increase over2012 to support existing services, and a further 0.93 per centto implement strategic initiatives to strengthen how the Cityworks and delivers public services better in this fast-growing,increasingly diverse and complex community.The 2013 budget demonstrates how the City of Guelph willdeliver on its mission to build an exceptional city byproviding outstanding municipal service and value. We’remaking a difference together.Ann PappertChief Administrative OfficerCity of Guelph – 2013 Budget

chapter 12013 Generalbudget overview6

General budget overviewThe City of Guelph’s budgets provide an overview of the spending plans for City departments for the comingfiscal year and the revenue sources required to fund these expenditures. In 2012, Guelph City Councilapproved the following budgets for the 2013 fiscal year:Tax -supported Operating and Capital Budgets• Planning, Building, Engineering and Environment• Community and Social Services• Operations, Transit and Emergency Services• Corporate and Human Resources• Finance and Enterprise Services• Office of the CAOEnterprise Operating and Capital Budgets• Water Services• Wastewater Services• Ontario Building Code (OBC) Administration• Court ServicesLocal Boards and Shared Services Budgets• Guelph Public Library Board• Guelph Police Service Board• Public Health• Social Services and Social Housing• Downtown Business AssociationCity of Guelph – 2013 General budget overview7

General budget overview>> 2013 BUDGET BRIEFTax-supported BudgetThe City of Guelph’s 2013 Tax-supported Operating Budget was approved by Guelph City Council with a nettax levy requirement of $185,187,614. This represents a $5.35 million or 2.97 per cent year-over-year increaseonce assessment growth is taken into account. Based on a single family detached dwelling with a currentvalue assessment of $292,000, this represents an overall increase of $97. This funding is used to pay for theCity’s day-to-day operations as well as fund City reserves that are used to fund capital works.Enterprise BudgetThe City of Guelph’s Enterprise budgets are approved separately from the tax-supported budgets and arefunded from revenue raised through water and wastewater rates, fine revenue and building permit sales. In2013, Guelph City Council approved a 0.08/m 3 increase to the volumetric rate for water and a 0.11/m 3 increaseto the volumetric rate for wastewater. Based on an average consumption of 200m 3 , this translates into a $58 or8 per cent increase to the residential bill. The City’s OBC Administration and Court Services areas are entirelyfunded from the sale of building permits and fines and therefore have no direct impact on the average citizen.City of Guelph – 2013 General budget overview8

General budget overview>> 2013 Gross Expenditures and Funding SourcesThe chart below shows the 2013 gross expenditures for all City budgets and the funding sources used to payfor these expenditures ($000’s)Taxation User FeesWater andWastewaterRatesProduct Sales,Licenses andPermitsInterest andPenaltiesExternalRecoveries GrantsInternalRecoveriesTransfers fromReserves andReserve Funds194,795.1 32,427.5 48,061.7 7,451.3 4,742.3 11,452.6 9,814.6 33,891.0 6,273.2Planning,CAOOperations,Transit andEmergencyServicesEngineeringandEnvironmentalServicesCommunityand SocialServicesCorporate andHumanResources Local BoardsSharedServicesGeneral andCapitalFinancingFinance andEnterprise Water and WastewaterPOA andOBC Admin2,168.9 100,466.4 32,791.2 27,236.0 12,700.0 45,133.4 27,159.3 37,829.4 5,421.5 51,522.3 6,480.9Gross Operating Expenses348,909.3Total Gross Expenditures425,239.2Gross Capital Expenditures76,329.9PolicyPlanningandCorporateInitiativesCorporateBuildings andRecreationFacilitiesRoads andStormwaterSystemsSolid WasteManagement Public WorksPark DesignandMaintenance TransitCulture andEntertainmentEconomicDevelopmentEmergencyServicesInformationTechnologyLocalBoardsWater andWastewaterServices13,325.0 548.7 5,734.1 4,788.1 1,899.4 3,005.6 343.0 3,842.0 10,198.6 2,707.6 3,405.5 1,672.7 24,772.7 86.9CourtServicesGrants andSubsidiesFederalGas TaxOtherDevelopmentCharges (DCs)DCDebtEquipmentReplacementCityReserves Debt User RatesFinesandPermits1,956.6 6,839.7 6,620.4 13,063.9 500.0 12,472.0 13,965.6 3,345.4 17,518.4 47.9City of Guelph – 2013 General budget overview9

General budget overview>> Operating Budget HighlightsSimilar to other municipalities, the City of Guelph’s tax-supported and enterprise operating budgets reflectitems that are specific to Guelph and contribute significantly to changes in the City’s operating budget. Thesefactors include:Social Services and HousingIn 2012, an agreement was reached between the City of Guelph and the County of Wellington to fund thecapital costs for Wellington Terrace. These costs increased the overall amount provided to Wellington Terraceby approximately $1M to $1.116M. This is a significant increase to the amount of the transfer.Corporate Strategic PlanIn 2012, Council approved a corporate strategic plan to position the City to take advantage of futureopportunities. Funding for initiatives contained in the Corporate Strategic Plan (CSP) represents a significantfinancial commitment. The Corporate Technology (IT) Strategic Plan and the Community Energy Plan areconsidered critical to the City to deliver real time service to citizens and experience significant cost avoidancerelated to future energy cost increases. For 2013, the funding related to CSP initiatives totalled $973,400representing a 0.54 per cent impact to the tax rate.City of Guelph – 2013 General budget overview10

General budget overview>> Overview of City ExpendituresDebt charges and reserve transfers$54.215%The City offers a variety of services that are essential to the well-being of all residents. The graph belowprovides an overview of how City dollars are budgeted.Internal charges$33.910% Government Transfers (province and county)Purchased services$33.49%Overal city expenditures by category ($Ms)$348.9 M$26.78%Other transfers (including grants)$6.02%Financial expenses$2.31%Purchased goods$31.39%Salaries, wages and benefits$161.146%Salaries, Wages and BenefitsThe City’s human resource costs are made up of salary, wages and legislated fringe benefit cost increases andstaffing increases. In 2013, salary and benefit costs are $161.1 million representing 46 per cent of grossexpenditures. This is a $8.1 million or 5.3 per cent increase over 2012 levels.A note about 2013 salaries and benefits: The City negotiates with seven different unions. 2013 wage increaseswere determined through union negotiations and are included in the budget averaging at two per cent. Inaddition, employee benefits including statutory increases related to CPP, EI, OMERS and external employeeinsurance rates have increased over 2012.City of Guelph – 2013 General budget overview12

General budget overviewTaxationSimilar to most municipalities, the City of Guelph’s primary source of revenue is tax revenues. In 2013, the Cityhas budgeted to receive $194.8 million from taxation representing an $8 million or 4.3 per cent increase over2012. Taxation revenue is derived from several different sources including the general levy, supplementary levyand payments-in-lieu of taxes and represents 56 per cent of all City revenues.User FeesIn 2013, revenue generated from user fees will amount to $32.4 million which translates into a $2.3 million or7.7 per cent increase over the 2012 budget largely due to new tax notification fees and small increases inparking rates, by-law enforcement fines, waste processing fees and recreation fees. Detailed increases to otheruser fees can be found in Appendix 4 which provides the year over year change in the fees charged forCity services.Water and Wastewater RatesWater and wastewater rates is revenue generated by the amount of water and wastewater used by residentsand businesses within the City of Guelph. The water and wastewater rate structure is comprise of a basiccharge – or what you pay just to be connected to the system- and a volumetric charge – or what you paybased on the number of cubic metres consumed. In 2013, $48M in revenue is forecast to come from water andwastewater rates. This represents an 8.5 per cent increase over 2012. A more detailed discussion on water andwastewater rates can be found in Chapter 7 of this document.GrantsIn 2013, revenue from grants is projected to be $9.8 million which represents an increase of $0.5 million or5.4 per cent over 2012. This increase is predominantly due to an increased grant from the Province of Ontariofor Land Ambulance Services. Funding from the province is provided one year in arrears with the province’sagreement to pay 50 per cent of all eligible operating expenditures.City of Guelph – 2013 General budget overview16

General budget overviewOther RevenuesWith respect to the City of Guelph’s budget, other revenues refer to such things as:• Product sales• Licences and Permits• Investment income• External Recoveries representing revenues from other levels of government and developersIn 2013, revenue from these sources is projected to be $23.7 million representing an increase of $1.8 million, or8.3 per cent, over 2012. The increase in 2013 can be largely attributed to the increased revenue from sale ofrecycled materials, increased permit sales, increased penalty fees and investment revenue.Internal Recoveries and Transfers from Reserve and Reserve FundsInternal recoveries is funding received through a cross charge between City departments where as transfersfrom reserves and reserve funds is revenue that comes from the City’s reserve and reserve funds to fund anidentified expense. In 2013, funding from these sources is $40.2 million representing a $3.6 million increaseover 2012. This increase is largely due to an increase to internal recoveries due to inflationary pressures and theon-going transition to full cost recovery of the City’s support departments against the non-tax supportedbudgets.City of Guelph – 2013 General budget overview17

General budget overview>> Capital Budget HighlightsThe 2013-2022 Capital budget and forecast provide a budget for the upcoming year and projections of theCity’s capital needs for the next nine years. The City of Guelph’s 2013 gross capital budget is $76.3 million andcan be allocated into the following categories:Project coastProject Category($'000s)Roads and Stormwater Systems 13,325.0Policy Planning Studies 548.7Solid Waste Management 5,734.1Public Works 4,586.1By-law and Security 202.0Emergency Services 2,707.6Transit 3,005.6Culture and Entertainment 343.0Corporate Buildings and Recreation Facilities 3,842.0Park Design and Maintenance 1,899.4Economic Development 5,089.3Finance 130.0Downtown Improvements 3,700.0Community Energy 1,279.3Information Technology 3,405.5Local Boards 1,672.7Enterprise $24,859.6Total 2013 $76,329.9City of Guelph – 2013 General budget overview18

General budget overviewBy-law, Security and Licensing• Security infrastructure replacementEmergency Services• Ongoing vehicle and equipment replacement of the City’s emergency services assets• Mobile communication unitsGuelph Transit• Ongoing vehicle and equipment replacement of the City’s transit assets• Transit terminal information technology upgrades• Fare box upgrade• Computer Aided Dispatch/Automated Vehicle Location (CAD/AVL) replacementCulture and Tourism• Public Art in Market Square and downtownCorporate Building Maintenance• Life cycle projects at West End Community Centre, Exhibition Park and Sleeman Centre and other mediumriskstructural repairs at various City facilitiesParks and Recreation• Implement growth-related trail projects• Invest in park equipment to improve maintenance and service delivery• Initiate plans for south end community centre• Continue developing Eastview Community ParkFinance and Enterprise Services• Hanlon Creek Business Park• Baker Street redevelopment• Implement facility energy measuresCity of Guelph – 2013 General budget overview20

General budget overviewInformation Technology• Ongoing replacement of the City’s information technology equipment including computers, software,printers and servers• Implement joint wireless design• Implement Corporate Technology StrategyGuelph Public Library Board• Implement inventory control and security systemProvincial Offences Court Administration• Review operation of AMANDA software as part of implementing Corporate Technology StrategyWater and Wastewater Services• Ongoing maintenance and replacement of water and sewer infrastructure as outlined in the Water/Wastewater Servicing Master Plan including construction of the York Trunk Sewer• Update five-year Water Supply Master Plan• Groundwater protection initiatives resulting from the Province’s Clean Water Act and the proposed GrandRiver Source Protection Plan• Annamox side stream treatment and biosolid facility upgrades relating to capacity and the accommodationof future growthCity of Guelph – 2013 General budget overview21

General budget overviewThe chart below provides an overview of the expenditures and funding sources of the City’s capital budget:External Funding SourcesInternal Funding SourcesProject CategoryProjectCostGrants andSubsidiesFederalGas Tax OtherDevelopmentCharges (DCs)DCDebtEquipmentReplacementCityReserves DebtRoads and Stormwater Systems 13,325.0 - 5,560.0 430.0 2,721.6 500.0 - 4,113.4 -Policy Planning Studies 548.7 - - - 234.4 - - 314.3 -Solid Waste Management 5,734.1 596.3 998.4 153.1 - - 2,366.3 420.0 1,200.0Public Works 4,586.1 180.0 - - 81.0 - 3,291.1 1,034.0 -By-law and Security 202.0 - - - - - - 202.0 -Emergency Services 2,707.6 - - 360.8 - - 2,311.8 35.0 -Transit 3,005.6 543.6 - - 415.7 - 1,456.0 590.3 -Culture and Entertainment 343.0 - - - - - - 343.0 -Corporate Buildings and Recreation Facilities 3,842.0 - - - 367.6 - - 3,324.4 150.0Park Design and Maintenance 1,899.4 25.0 - - 1,150.3 - 170.4 553.7 -Economic Development 5,089.3 - - 5,089.3 - - - - -Finance 130.0 - - - 105.3 - - 24.7 -Downtown Improvements 3,700.0 - - - 1,704.6 - - - 1,995.4Community Energy 1,279.3 - - 374.8 2.4 - - 902.1 -Information Technology 3,405.5 - - 85.1 - - 1,418.7 1,901.7 -Local Boards 1,672.7 - - 8.0 - - 1,457.7 207.0 -Enterprise 24,859.6 611.7 281.3 119.3 6,281.0 - - 17,566.3Total 2013 $76,329.9 $1,956.6 $6,839.7 $6,620.4 $13,063.9 $500.0 $12,472.0 $31,531.9 $3,345.4The City of Guelph’s capital reserve funds are divided into two types: obligatory and discretionary. Theprojected balances in these reserves are provided in detail in Appendix 3 of this document. The City’s debtcontinuity schedule outlining the opening and closing balance of the City’s debt, debt servicing costs anddebt ratios can be found in Appendix 4.City of Guelph – 2013 General budget overview22

General budget overviewCorporate Buildings, Culture and Recreation Facilities$4.2 - 5%Transit$3.0 - 4%Park Design and Maintenance$1.9 - 2%Public Works, By-law and Security$4.8 - 6%Solid Waste Management$5.7 - 8%Policy Planning and Corporate Initiatives$0.5 - 1%Roads and Stormwater Systems$13.3 - 17%2013 Capital budget by project category ($Ms)$76.3 millionEconomic Development$5.1 - 7%Downtown Impovements$3.7 - 5%Community Energy$1.3 - 2%Emergency Services$2.7 - 4%Information Technology$3.4 - 4%Local boards$1.7 - 2%Enterprise$24.9 - 33%Other$6.69%Federal Gas Tax$6.89%Grants, Subsidies and other$2.03%Debt$3.34%2013 Capital budget by funding source ($Ms)$76.3 millionDevelopment Charges and DC Debt$13.617%Equipment Replacement$12.516%City Reserves$31.542%City of Guelph – 2013 General budget overview23

chapter 22013 Operatingbudget process24

Operating budget processThe City’s operating budget process begins with timelines, strategies and guidelines that are presented toCouncil for consideration and approval. Once these items are approved, staff begin the preparation of theCity’s budget.Note that for the City’s water and wastewater budgets, Council has previously provided direction regardingthe rate increase that would be considered acceptable. For water and wastewater budgets, a 10% guideline isfollowed in preparing their operating budgets. For Court Services and OBC Administration, the budgets thatare brought forward represent what is affordable given the projected revenues to be collected in the comingyear. The City’s Non-Tax Supported departments are subject to the same timelines that the City’s tax supporteddepartments follow.For purposes of this document, the remainder of this chapter will focus largely on the City’s Tax SupportedOperating budget; however, the principles and process outlined below and in Chapter 3 also apply to theNon-Tax Supported Departments. Complete details on the City’s Non-Tax Supported budgets can be found inChapter X of this document.Level of Budget ReviewFinancial ReportingBudget Monitoring and ReportingCouncil Approval of City BudgetsCouncil Review of City BudgetsPublic DelegationsExecutive Team and Finance ReviewFinance ReviewDepartment Preparation and ReviewBudget Schedule and Council DirectionCity of Guelph – 2013 Operating budget process25

Operating budget process>> Budget ScheduleThe 2013 Budget Calendar identifies some of the key dates and milestones for the development, review andapproval of the City’s budgets.WeekJune 5July 17September 17October 3October 24November 6November 22November 27November 29December 5EventBudget Process ReviewBudget Guideline WorkshopBudget WorkshopCapital Budget PresentationPresentation/Deliberation and Approval of Enterprise BudgetsBudget WorkshopPresentation of the Tax-supported Operating BudgetPresentation of Shared Services and Local Board BudgetsPublic Delegation Night - CouncilDeliberation and approval of Operating and Capital BudgetsUpon completion of the 2013 Budget, a budget debrief session is scheduled to obtain feedback on thebudget process, including suggestions for improvement.>> Council’s direction for the 2013 Operating BudgetA budget guideline provides guidance for the preparation of the annual budget to ensure the budget processis focused and conducted efficiently, recognizing the need to conserve limited corporate resources. Theguideline provides an estimated tax rate impact resulting from stated assumptions including capital financing(debt servicing and capital reserve contributions), not to exceed 20 per cent of the previous year’s net taxrequirement.In July 2012, Council established a budget guideline as part of the annual budget process as follows: “THATCouncil direct staff to develop a draft 2013 tax supported operating budget using a tax rate guideline of up toa 3 per cent increase.”City of Guelph – 2013 Operating budget process26

Operating budget process>> Finance ReviewFinance is responsible for conducting a review of the department’s budget submission. The primary purposeof this analysis is to perform a technical review of the base budgets and summarize and review growth, newservice and impact from capital submissions in order to provide a clean starting point for the comprehensivereview to be undertaken by the City’s Executive Team. As part of this review, the Finance team:• Ensures that base budgets are prepared and completed in accordance with the budget guideline andinternal budget instructions that have been provided across the corporation• Monitors proposed budgets for reasonableness and accuracy• Prepares recommendations for the Executive Team to assist in reducing base budget increases andachieving the Council approved budget guideline.>> Finance and the Executive TeamFollowing the technical review by the Finance department, the City’s CFO/Treasurer, Financial Planning staffand Executive Team are responsible for performing a comprehensive review of the City’s budget. The first stepin this process is for the group to receive presentations from each City department. During thesepresentations, the team reviews budget packages and hears of budget changes that are impacting thedepartment’s individual budget. At this time, the team also reviews requests for growth and new service itemsand participates in the service area prioritization of these. Once all presentations have been heard, this team isresponsible for deciding if there is merit in prioritizing growth and new service items at a corporate level.Throughout September and October, this team met extensively and was responsible for making $2.23 millionin budget amendments that resulted in a 1.27 per cent reduction to the tax levy requirement compared towhat was submitted by City departments and boards. These amendments are summarized below:City of Guelph – 2013 Operating budget process28

Operating budget processSummary of ET amendments to the 2013 Tax Supported Operating BudgetDescription $Reduce Health Care Capital Grant (150,000)Phasing of Non-Union Management Employees Economic Increase (103,000)Adjustments to Capital Financing to utilize Federal Gas Tax for Building Infrastructure (400,000)Reduction to the transfer to the Elections reserve (22,000)Reduction to City-wide plantings by 10% of all shrubs and flowers (25,000)Developer Account Administration Revenue(new fee to recognize Finance support of these accounts)(35,000)Downtown Facade Program- Grant reduction by 50% (130,000)Review Business licensing fee criteria - increased rates (By-law Compliance and Security) (6,000)Increase parking fines($5.00 on average per violation) (25,000)Increased Downtown Parking Revenues derived through the current Parking Study (250,000)Eliminate Christmas Tree Collection (Public Works) (22,000)Reduce Catchbasin Cleaning Program from 5 year cycle to 6 year cycle. (Public Works) (41,700)Eliminate Residential Sidewalk Winter Control (Public Works) (100,000)Increase Subdivision Admin Fees (increase fee from 3% to 4% of contract cost) (80,000)Introduce a new user fee for Cart Exchange, i.e. Delivery and Cleaning ($35/delivery) (75,000)Reduction to WDGPH Payment equal to the Facility portion of the levy (500,000)In camera Items (267,200)Total Amendments (2,231,900)>> Public DelegationsPublic input into the budget process is essential. The 2013 budget process provided for one public delegationnight where members of the public could register to address members of Council. At this meeting, membersof Council were able to discuss how the proposed budget impacted members of the community and explorehow these impacts might affect the services provided by these organizations and individuals. As a result ofpublic delegations, Council has the opportunity to direct staff to bring forward alternatives to some of thedecisions reflected in the City’s proposed budget prior to final approval.City of Guelph – 2013 Operating budget process29

Operating budget process>> Council Review and ApprovalFollowing the Finance and Executive Team review, the 2013 Proposed Operating Budget is prepared andpresented to the City Council. As a result of the positive feedback received from the 2012 budget process, the2013 budgets were also presented and approved on separate nights. As a result, Council heard three separatepresentations representing the proposed operating budgets for the City’s non-tax supported, tax supportedCity departments and local boards and shared services operating budgets. This facilitated greater Councilinput, streamlined the process and provided more time for review.The chart that follows shows the value of budget amendments made by Council.Net $ Tax ImpactCouncil AmendmentsRemove interest for HCBP Loan -296,000 -0.16%Fund Public Affairs work through Strategic Initiatives Reserve -120,000 -0.07%Reduce Library Budget (adjustment for benefit markup reduction) -30,200 -0.02%Add back $60K PDO reduction 60,000 0.04%Reduce City wide plantings by 20% (vs. 10%) for 1 year -25,000 -0.01%Add back funding for Residential Sidewalk Winter Control 100,000 0.06%No user fee for Cart Exchange at this time 75,000 0.04%$500K for efficiency target and report back in the variance report -500,000 -0.28%Fund internal audit consulting dollars from SI reserve -100,000 -0.06%Fund Organizational Assessment from the SI Reserve -100,000 -0.06%Total Council Amendments (936,200) -0.52%City of Guelph – 2013 Operating budget process30

Operating budget process>> Operating Budget MonitoringOnce the City’s Operating Budget is approved, the City’s Financial Planning division, in conjunction with all Citydepartments, is responsible for the overall control and monitoring of the City’s budget through out the year.Budgetary performance is monitored monthly through distribution of budget reports to all City departments.Departments are required to report back to Financial Planning of any items that are significantly deviatingfrom plan. This provides staff with an early warning of potential areas of concern and gives management andCouncil the opportunity to consider appropriate actions. In 2013, Guelph City Council is scheduled to receivefive operating variance reports. Two of these will relate to the City’s 2012 year end position and the remainingthree will provide periodic updates of the City’s variance position throughout 2013.The following areas are expected to be monitored on a regular basis by Finance staff:• Compensation related costs• Commodity and energy costs• Winter Control and other seasonal expenses• Expenditures from the City’s contingency account• Revenue analysis of the City’s more volatile revenue sources>> Financial ReportingThe final step in the City’s budget process is financial reporting. This function reports on the City’s year endposition and provides insight on how the City performed throughout the year. When combined and looked atindividually, the following statements provide important information on how well the City performed duringthe year:• Consolidated statement of financial position which provides information on the City’s cash and investmentresources, net financial asset position (calculated as the difference between financial assets and liabilities),non financial assets such as the City’s capital assets and the City’s accumulated surplus ( or retained earningsin public sector terms)• Consolidated position of operations and surplus which provides information on the City’s revenues,expenses and the corresponding surplus or deficit resulting from the difference between the twoCity of Guelph – 2013 Operating budget process31

Operating budget process2011 Performance Measures Report CardLegendPositive:stay the courseCaution: in the rightrange but may bemoving in thewrong directionFinancial indicators 2011findingFinancial positionOperating surplus ratioReceivables as % of taxes leviedChange from2010 to 20112010findingNegative: takecorrective actionNet financial assetsPositive changeNet financial asset as % of own revenuesNegative changeDebt to total reserve ratioDebt outstanding per weighted assessmentDebt interest as a % of own source of revenuesOperating reserves as % of own source of revenueCapital reserve contributions as % of asset valueCapital reserve contributions to depreciationLiquid assets to total reservesCity of Guelph – 2013 Operating budget process32

Operating budget process>> Guelph’s Municipal ContextThe following information frames the unique economic, social and environmental challenges andopportunities addressed in the 2013 budget which represents a 2.97 per cent tax increase over 2012: 2.04 percent increase to support base services, and a further 0.93 per cent to implement strategic initiatives designedto strengthen how the City works.Building a thriving futureGuelph is preparing today to ensure a safe appealing and sustainable city that will continue to beeconomically viable, resilient, diverse and attractive for business.Guelph will continue to grow and we’re expecting that 55,000 more people will come to live and work in thecity by 2031. To maintain Guelph’s quality of life and continue delivering affordable community services, theCity is making investments to ensure a healthy, vibrant community and a prosperous local economy.The City’s operating and capital budgets include funds to maintain the city’s existing infrastructure, preventservice disruptions and avoid costly emergency repairs, as well as investments in strategic initiatives designedto improve public services and enable Guelph to prosper in the years and decades ahead includingCommunity Wellbeing, Corporate Energy Management and Corporate Technology Plans, an EmployeeEngagement Strategy and Open Government framework.2013 Tax-supported Capital Budget Project Distribution($51.5 million)Forward facingCity Building projects25%Health and Safetyand Infrastructure Renewal56%CSP Initiatives19%City of Guelph – 2013 Operating budget process

Operating budget processCredit rating comparisonGuelph’s responsible financial policies continue to serve us well as we continue to grow. The City’s credit ratingwas recently upgraded from an “AA” stable to “AA” positive outlook and is evidence of the City’s healthyfinancial position, sensible financial practices and proactive economic development plans.MUNICIPALITY A AA- AA AA+ AAAGuelphBarrieKingstonBrantfordWindsorPeterboroughSingle tierMississaugaHalton RegionPeel RegionWellington CountyUpper orlower tierOntarioCanadaPositive Stable NegativeCity of Guelph – 2013 Operating budget process34

Operating budget processOver the past four years Guelph’s tax rate increases have trended downward as has our use of the Tax RateStabilization Reserve. Guelph’s upgraded credit rating is due in part to more conservative use of this reserve asit is intended to manage tax rate increases during truly hard times or exceptional events, and should not berelied upon as a matter of course.Tax Levy Increase from:YearBaseGrowth/NewServiceTotal Tax LevyIncrease$ equivalent toa 1% increase intax rate ($M)A B C = A + B2008 2.48% 2.02% 4.50% $1.362009 2.95% 0.79% 3.74% $1.482010 3.66% 0.00% 3.66% $1.562011 -0.86% 2.64% 1.78% $1.602012 3.25% 0.27% 3.52% $1.712013 Proposed 2.73% 1.01% 3.74% $1.80City of Guelph – 2013 Operating budget process35

Operating budget processThe City is committed to ensuring the total municipal tax burden is no more than five per cent of the averagehousehold income in Guelph.Total municipal burden as a per cent of household income7%6%5%4%3%2%1%0%OakvilleMississaugaBurlingtonMarkhamVaughanGrimsbyBramptonWaterlooRichmond HillWhitbyOttawaLondonPickeringAjaxCambridgeGuelphKitchenerSault Ste. MarieChatham-KentBarrieThunder BayGreater SudburyBrantfordWindsorOshawaNiagara FallsHamiltonSt. CatharinesKingstonBurden as a % of household incomeAverageCity of Guelph – 2013 Operating budget process37

Operating budget processProviding outstanding municipal valueThere are many reasons for tax rate increases; some are within our control and others not.About 37 per cent of the City’s expenditures are set by outside boards and provincial agencies while theremaining 63 per cent is under the City’s control, but constrained by various contractual and legislatedresponsibilities.Public Health2%Distribution of tax dollarsShared Services13%Municipal63%Library4%Police18%City of Guelph – 2013 Operating budget process39

Operating budget processMeeting financial challengesThe City, like any business, is impacted by economic downturns and inflation, but Guelph is resilient and ourmunicipal programs and services remain intact.Though we are seeing some downward pressure on public sector salaries at both the provincial and municipallevels, compensation costs including employee benefits and negotiated wages still make up a significantportion ($4.6 million) of the increase to the operating budget.Increasing energy prices are also impacting operating costs, and investments in energy-efficiency projects areproposed in 2013 to protect the City against continued increases in natural gas and electricity rates in theyears to come.Finally, like other municipalities Guelph is impacted by downloaded costs from other levels of government.The City is exploring innovative funding models to meet these challenges in ways that are affordablefor taxpayers.City of Guelph – 2013 Operating budget process40

Operating budget processMeasuring our performanceKey performance indicators tell us where we stand with respect to our strategic goals and directions, enable usto identify and address areas for improvement and allow us to measure our progress as we enhanceorganizational excellence, innovation in local government and city building.Additional key performance indicators may be added and refined as we implement the plan.Key performance indicatorsOrganizational ExcellenceEmployee EngagementCreative CapacityEffective Work ProcessesInnovation in Local GovernmentInnovation RecognitionEnterprise AgilityService SatisfactionService AffordabilityValue Audit FocusPerformance and ResultsCity buildingQuality of LifeSafetyEconomic VitalityEngagement and CommunicationsCity of Guelph – 2013 Operating budget process41

chapter 32013 Financialpolicy framework42

Financial Policy Framework>> Overview and Key PrinciplesThe purpose of a financial policy framework is to provide guidance for decision-making in order to secure afinancially sustainable future. Adherence to approved policies will help to avoid short-term budget or financialdecisions that, over time, may affect the City’s overall financial condition.The City of Guelph has been working on elements of a financial policy framework through developing along-range plan and related policies (budget, debt and reserve management). However, a completeframework formalizing guiding principles, targets, accountabilities, communication and completion ofadditional financial policies related to growth, strategic priorities and user fees for example, is still a work inprogress.Long-term Financial PlanningLong-term financial planning is a key element of the financial policy framework. It will allow the City toposition itself to maximize its ability to:• Meet current and future challenges• Exploit opportunities• Deliver stable levels of essential services• Identify fiscal issues and opportunities• Establish fiscal policies and goals• Examine fiscal trends• Produce a financial forecast• Provide for feasible solutionsLong-term financial planning is about balancing:• Costs and benefits between existing and future ratepayers• Financial stability and a solid credit rating with strategic initiatives and community priorities• The maintenance of existing infrastructure with the need to have infrastructure in place to support newgrowth and economic development• The need to address health and safety risk and environmental risks with demand for expanded service levelsCity of Guelph – 2013 Financial policy framework43

Financial Policy FrameworkThe City may borrow by debenture, mortgage or other acceptable debt instrument, to finance the City portionof growth-related infrastructure, and emerging capital needs to support corporate priorities and approvedstrategic plans under conditions outlined in the debt management policy. The City will not use long-term debtto fund current operations. The City will not use long-term debt to fund the ongoing rehabilitation of existinginfrastructure. This will be funded by reserves.Despite the limits prescribed in the regulations, prudent financial management calls for more stringent criteriato limit debt. These criteria will assist in preserving borrowing capacity for future capital assets whilemaintaining maximum flexibility for current operating funds.Direct Debt to Operating Revenue – This measure identifies the percentage of annual operating revenuesthat would be required to retire the City’s net debt. It is also the prime measure used by Standard and Poor’swhen assessing the debt burden of the municipality. A target rate of less than 55 per cent should bemaintained.Debt Service Cost to Net Revenue Fund Revenue – This ratio is a measure of the principal and interestpayable annually as a proportion of revenue fund revenues. It should not exceed a target of 10 per cent.Development Charge to Debt-Servicing Ratio – This ratio is a measure of the debt service cost of the debtissued to support the development charge reserve funds as a percentage of the average revenue forecast, asidentified in the development charge background study. It should not exceed a target of 20 per cent for hardservices (roads, storm water, water services. wastewater) and 10 per cent for all other development chargereserve funds. Note: additional capacity has been provided for the hard development charge services inrecognition of the substantial front-end financing required.Direct Debt to Reserve Ratio – This ratio compares direct debt to the total of all reserves and reserve funds. Agenerally accepted target ratio for municipalities is considered to be 1:1 and this level should be achievedwithin the next five years and maintained thereafter.Reserve and Reserve Fund Management – Reserves and reserve funds are established for planned futurecapital expenditures, unexpected or unpredicted evens, or extraordinary expenditures, which would otherwisecause fluctuations in the operating or capital budgets.In 2009, Council approved the general reserve and reserve fund management policy to address some of thelonger term funding strategies for the City, and to ensure good financial and cash management for theongoing financial stability of the corporation. In conjunction with investment and debt management policies,this policy will inform decisions relating to long-range financial planning for capital projects to minimize bothdebt servicing costs and significant annual budget impacts by allocating costs to benefiting users over anumber of years through the prudent use of reserves and reserve funds.City of Guelph – 2013 Financial policy framework45

Financial Policy FrameworkTarget Reserve Levels:Reserves and reserve funds are a critical component of the City’s long-term financing plan and offer liquidity,which enhances the corporation’s flexibility in addressing operating requirements and in permitting thecorporation to fund capital projects internally. Municipal credit rating agencies recommend a debt to reserveratio of $1 in reserves for every $1 in debt.The City will take steps to:• Limit its reliance on debt for financing infrastructure and to ensure that the total debt burden of themunicipality does not exceed the total of all reserves and reserve funds• Ensure working and current-purpose reserves and reserve funds are at least eight per cent to 10 per cent ofoperating revenue• Target lifecycle reserve fund annual contributions to be based on a percentage of the value of the relevantassets (currently assets valued at historical cost)• 3 per cent buildings• 2–3 per cent transportation, storm water, waste water and water• 10 per cent vehicle and equipmentService-based and Multi-year Budgeting – Again this year, the City presented service-based enterprisebudgets, and Guelph introduced multi-year enterprise budgets in 2013..Budgeting – Council is required to approve a balanced budget each calendar year. The budget is approvedbefore the year commences in a non-election year, and must be finalized before the final tax bills can beissued in an election year. Council also approves a capital budget that identifies the projects to be undertakenduring the year and how they will be funded. The capital budget also provides a forecast of projects that willproceed within the 10 years. Regular operating and capital variance reporting is prepared on an annual basis.The 2013 budgets have been segmented by:• Tax-supported capital 2013 budget and 2014 -2022 forecast• Enterprise (non-tax-supported) budgets (operating and capital) – Provincial Offences Court, OntarioBuilding Code, Water Services and Wastewater Services• Tax-supported operating budget• Local Boards and Shared Services (Social Services and Housing, Police Board, Library Board, Health Unit,Downtown Business Improvement Area)City of Guelph – 2013 Financial policy framework46

Financial Policy Framework>> Budget PolicyIn July 2011, Council approved the operating and capital budget policy incorporating the following budgetprinciples and strategies used by the City in making decisions related to short and long-term budget planning.As well, the budget policy identifies the roles and responsibilities of Council and staff.1. Corporate Strategic PlanThe corporate strategic plan serves as the guiding document under which all City initiatives are aligned. Thebudget will align with the strategic plan and support it.2. Communication with the CommunityThe budget will provide opportunity for community input and will make available reports consistent withCouncil-approved principles for public involvement.3. AffordabilityThe budget will incorporate an integrated approach to the allocation of limited resources. The City must beable to bear the cost without incurring financial difficulty or risking other undesirable consequences.4. Fiscal CapacityFiscal capacity will be built to respond to emerging community needs by adhering to the long-term financialplan, related debt, and reserve fund management policies. A strong financial position is an importantcomponent of the City’s corporate strategic plan.5. SustainabilityThe budget will incorporate a long-term focus with the aim of achieving a prosperous and sustainablecommunity. It will reflect priorities based on a quadruple bottom line approach, i.e., showing a commitment toeconomic, social, environmental and cultural aspects.City of Guelph – 2013 Financial policy framework47

Financial Policy Framework6. Accountability and TransparencyThe budget will demonstrate accountability to the community through an open and transparent decisionmakingprocess in addition to audited financial statements and other reporting.7. Assertive MaturityThe budget will demonstrate a culture of assertive maturity (going beyond the comfortable role of beingsubordinate to upper levels of government, and seeing the municipality with real and significant powers tomake policies and deliver services) by:• Providing the funding to deliver services and programs residents want, in an efficient manner thatminimizes risk to the community and corporation• Setting priorities based on innovative and effectively managed policies to achieve City goals• Managing our financial relationship with other governments in a proactive manner, demonstratingmunicipal leadership, and advocating obtaining the tools needed to deliver services8. Risk ManagementPriority setting and decision-making will be informed by risk management principles with the aim to minimizethe negative effects of risk, while also minimizing the cost to accomplish this mitigation.9. InnovationThe budget will incorporate innovative approaches to service delivery and will include funding to allow for thedevelopment and implementation of operational efficiencies and cost-saving measures. Cost-sharing andpartnership strategies will be pursued, including the provision of matching funding where leveragingopportunities exist.10. StewardshipThe budget will:• Support existing infrastructure using a life-cycle strategy and asset management best practice• Consider new infrastructure required to achieve the strategic plan• Minimize reliance on debentures by focusing on funding reserves to address the infrastructure gapCity of Guelph – 2013 Financial policy framework48

Financial Policy Framework11. Addressing Unfunded LiabilitiesThe budget will address identified unfunded liabilities, such as sick leave or WSIB, through reservecontributions.City of Guelph – 2013 Financial policy framework49

Financial Policy Framework>> Roles and ResponsibilitiesThe following roles have budget responsibilities as listed:Accountability RoleMunicipal CouncilChief Administrative OfficerExecutive Team (ET)Direct Report LeadershipTeam (DRLT)Chief Financial Officer,Financial Planning Staff,and Operating TeamsRole Responsibilities• Establish priorities through the strategic plan• Approve guidelines in advance of detailed budget preparation• Approve the proposed level of public communication and engagement• Review the budget submission in meetings with the entire Council• Adopt the budget by bylaw• Approve the rates required for taxation and user fees by bylaw• Direct the preparation and presentation of the operating and capitalbudgets on an annual basis, in co-operation with the chief financial officerand the executive team• Direct the preparation of a budget guideline for approval by Council, inco-operation with the chief financial officer and the executive team• Exercise financial control over all corporate operations, in conjunction withthe chief financial officer to ensure compliance with the revenue andexpenditure budgets approved by Council• Review and recommend the budget to the CAO• Support the final approved budget in a unified manner• Recognize the priorities of the corporation as a whole, separate from specificdepartmental priorities, during the decision-making process• Conduct the budget review in an open and collaborative manner• Lead the development of realistic and responsible departmental budgets inaccordance with the established guideline, timeline, and process as per thebudget policy• Submit budget requests based on supportable facts that can be wellunderstood by the general public and other members of the organization• Ensure that the resources and assets under their authority are effectivelymanaged on an ongoing basis• The chief financial officer will lead and coordinate the overall preparationand administration of the City budget and capital program plan• Ensure adherence to budget policies and financial policies as approved byCouncil• Provide management and strategic direction to the financing of the City• Develop a community engagement plan, related recommendations, andcommunication strategies for Council review and approvalCity of Guelph – 2013 Financial policy framework50

Financial Policy Framework>> Legislated ResponsibilitiesThe municipality is required by statute of the Municipal Act, 2001 to prepare and adopt an annual budget thatincludes estimates of all sums required. This includes amounts required to pay debts falling due and includingamounts required for boards, etc. The budget sets out the estimated revenues to be raised through propertytaxes and the portion to be paid into reserves. The budget must be a balanced budget in which estimatedrevenues to be raised through property taxes are equal to the estimates of all sums required for expendituresand transfers. Estimated revenues must not include debt proceeds for operating expenditures. Other legislatedresponsibilities with respect to the City’s budget include:• The yearly budget must take into account any year-end surplus or deficit of a previous year, not alreadyaddressed through a reserve transfer• The municipality may require the budget of boards due to bylaw requirements, for which a municipality isrequired to levy taxes or provide money, be submitted by a specified date and in a specified form• A municipality may prepare and adopt a multi-year budget covering a period of two to five years, but mustreview and re-adopt the budget for a second and subsequent yearCity of Guelph – 2013 Financial policy framework51

chapter 42013 Tax-supportedOperating Budget52

office of the Mayor and City Council>> Office of the MayorThe Office of the Mayor leads and represents the City of Guelph in dealings with citizens, elected officials,dignitaries, media, as well as other levels of government and is committed to providing exceptional service tothe community in ways that are respectful, accessible, fair and transparent.The Office of the Mayor supports the Mayor in the execution of her duties as articulated in theMunicipal Act, 2001.• Act as Chief Executive Officer of the municipality• Uphold and promote the purposes of the municipality• Promote public involvement in the municipality’s activities• Act as the representative of the municipality both within and outside the municipality, and promote themunicipality locally, nationally and internationally• Participate in and foster activities that enhance the economic, social and environmental well-being of themunicipality and its residents• Preside over council meetings so that its business can be carried out efficiently and effectively• Provide leadership to the council• Provide information and recommendations to the council with respect to the role of council in ensuringthat administrative policies, practices and procedures and controllership policies, practices and proceduresare in place to implement the decisions of council and in ensuring the accountability and transparency ofthe operations of the municipality, including the activities of the senior management• Represent the municipality at official functions• Carry out the duties of the head of council under this or any other ActCity of Guelph – 2013 Tax-supported Operating Budget53

office of the Mayor and City Council>> Organizational StructureOffice of the MayorMayorKaren FarbridgeT 519-837-5643E mayor@guelph.caExecutiveAssistantShelly FriesenT 519-822-1260 x 2286E shelly.friesen@guelph.caCommunicationsAssistantPetronilla NdebeleT 519-822-1260 x 2407E petronilla.ndebele@guelph.caThe Executive Assistant and Communications Assistant provide support to the Mayor in executing her dutiesand managing the services provided by the Office of the MayorServices provided by the Executive Assistant include: managing the Mayor’s schedule, constituency andstakeholder relations, program management and office administration.Services provided by the Communications Assistant include: management of internal and externalcommunications, communications planning and program management.City of Guelph – 2013 Tax-supported Operating Budget54

office of the Mayor and City Council$400,000$350,000$300,000$250,000$200,000$150,000$100,000$50,000$02012 Budget2013 RequestedDirect Operating ExpensesCompensationCity of Guelph – 2013 Tax-supported Operating Budget56

office of the Mayor and City CouncilKey changes in 2013• Increase compensation by $5,492 due to economic increases• Increase purchased goods and services by $310• Decrease internal charges by $400 for paper and print shop services to reflect actual projected usagein 20122013 Operating Budget2012Budget2013BaseBudget2013Eff/New/GrowthImpact fromCapital2013RequestedBudget2013BudgetChange $2013BudgetChange %CAO11 MayorRevenueTotal Revenue $0 0 $0 $0 $0 0.0%ExpenditureSalary, Wage & Benefits 308,268 313,760 0 313,760 5,492 1.8%Purchased Goods 20,440 21,900 0 21,900 1,460 7.1%Purchased Services 17,400 16,250 0 16,250 (1,150) (6.6%)Total Expenditure 346,108 351,910 0 351,910 5,802 1.7%Net Before Internal Charges & Recoveries 346,108 351,910 0 351,910 5,802 1.7%Internal Charges & RecoveriesInternal Charges 1,300 900 0 900 (400) (30.8%)Total Internal Charges & Recoveries 1,300 900 0 900 (400) (30.8%)Net Budget 347,408 352,810 0 352,810 5,402 1.6%City of Guelph – 2013 Tax-supported Operating Budget57

office of the Mayor and City Council>> City CouncilThe City Council budget provides resources to support the role of members of Council in fulfilling their dutiesunder the Municipal Act and includes compensation, office supplies, communications and professionaldevelopment and training. The role of Council is articulated in the Municipal Act, 2001:• Represent the public• Consider the well-being and interests of the municipality• Develop and evaluate municipal policies and programs• Determine which services the municipality provides• Ensure administrative and controllership policies, practices and procedures are in place to implement• Council decisions• Ensure accountability and transparency of municipal operations• Maintain the financial integrity of the municipality• Carry out the duties of Council under this and any other ActFinancial Snapshot2012Budget2013RequestedYear/YearIncrease ($)Year/YearIncrease (%)City Council $522,250 $533,520 $11,270 2.2% 100.0%Funding SourcesTax-supported % User Fee % Grants %City of Guelph – 2013 Tax-supported Operating Budget58

office of the Mayor and City CouncilCouncillorsWard 1Bob BellRe-elected Councillor in 2010T 519-822-6152E bob.bell@guelph.caJim J. FurfaroElected Councillor in 2010T 519-822-1260 x 2502E jim.furfaro@guelph.caWard 2Andy Van HellemondElected Councillor in 2010T 519-822-1260 x 2503E andy.vanhellemond@guelph.caIan FindlayRe-elected Councillor in 2010T 519-830-4681E ian.findlay@guelph.caWard 3June HoflandRe-elected Councillor in 2010T 519-822-1260 x 2505E june.hofland@guelph.caMaggie LaidlawRe-elected Councillor in 2010T 519-822-1260 x 2510E maggie.laidlaw@guelph.caWard 4Cam GuthrieElected Councillor in 2010T 519-822-1260 x 2513E cam.guthrie@guelph.caGloria KovachRe-elected Councillor in 2010T 519-822-1260 x 2512E gloria.kovach@guelph.caWard 5Lise BurcherRe-elected Councillor in 2010T 519-822-1260 x 2294E lise.burcher@guelph.caLeanne PiperRe-elected Councillor in 2010T 519-822-1260 x 2295E leanne.piper@guelph.caWard 6Todd DennisElected Councillor in 2010T 519-822-1260 x 2296E todd.dennis@guelph.caKarl WettsteinRe-elected Councillor in 2010T 519-763-5105E karl.wettstein@guelph.caCity of Guelph – 2013 Tax-supported Operating Budget59

office of the Mayor and City Council2012 Accomplishments• Approved the 2012-2016 Corporate Strategic Plan Framework to guide the corporation for the next fouryears• Approved strategic priorities for 2012• Appointed an Internal Auditor position to strengthen operational performance, risk management andinternal controls2013 Objectives• Approve strategic priorities for 2013-2016• Implementation of the Corporate Strategic Plan (2012-2016)Key changes in 2013• Purchased goods and services have decreased by $490 over 2012City of Guelph – 2013 Tax-supported Operating Budget60

office of the Mayor and City Council$600,000$500,000$400,000$300,000$200,000$100,000$02012 Budget2013 RequestedCity of Guelph – 2013 Tax-supported Operating Budget61

office of the Mayor and City Council2013 Operating Budget2012Budget2013BaseBudget2013Eff/New/GrowthImpact fromCapital2013RequestedBudget2013BudgetChange $2013BudgetChange %CAOCouncilRevenueTotal Revenue $0 0 $0 $0 $0 0.0%ExpenditureSalary, Wage & Benefits 437,760 449,520 0 449,520 11,760 2.7%Purchased Goods 2,200 1,200 0 1,200 (1,000) (45.5%)Purchased Services 82,290 82,800 0 82,800 510 0.6%Total Expenditure 522,250 533,520 0 533,520 11,270 2.2%Net Before Internal Charges & Recoveries 522,250 533,520 0 533,520 11,270 2.2%Internal Charges & RecoveriesInternal Charges 0 0 0 0 0 0.0%Total Internal Charges & Recoveries 0 0 0 0 0 0.0%Net Budget 522,250 533,520 0 533,520 11,270 2.2%City of Guelph – 2013 Tax-supported Operating Budget62

Office of the Chief Administrative OfficerWithin the authorities delegated by City Council, this office leads the administration of the City of Guelph toachieve its mission to build an exceptional City by providing outstanding municipal service and value. TheOffice of the CAO provides leadership and oversight to Strategic Planning and Corporate Initiatives, theInternal Auditor and the Executive Team.• Provide information and advice to Council for the purposes of decision making and by-law approvals• Facilitate the implementation of Council decisions• Provide leadership and direction to the organization for the purpose of administrating the business affairs ofthe corporation and reporting on its performance• Attend to the interests of the corporation on federal, provincial, regional or local intergovernmental matters• Build partnerships and professional relationships• Develop strategic plans, principles and policies that position the corporation• Address strategic issues and lead special corporate initiatives• Provide independent assurance and consulting function to the corporation for evaluating and improvingthe effectiveness of risk management, control, and governance processesOrganizational StructureOffice of the Chief Administrative OfficerChief Administrative OfficerAnn PappertT 519-822-1260 x 2221E ann.pappert@guelph.caExecutive AssistantSheila PrickettT 519-822-1260 x 2220E sheila.prickett@guelph.caInternalAuditInternal AuditorLoretta AlonzoT 519-822160 x 2243E loretta.alonzo@guelph.caStrategic Planning andCorporate InitiativesCorporate ManagerBrenda BoisvertT 519-822-1260 x 2255E brenda.boisvert@guelph.caCity of Guelph – 2013 Tax-supported Operating Budget63

Office of the Chief Administrative OfficerFinancial SnapshotOffice of the ChiefAdministrative Officer2012Budget2013RequestedYear/YearIncrease ($)Year/YearIncrease (%)$823,880 $962,600 $138,720 16.8% 100.0%Funding SourcesTax-supported % User Fee % Grants %2012 Accomplishments• Provided leadership and support to the Employee Engagement Survey resulting in 77% participation rate• Completed the Corporate Strategic Plan (CSP) Framework and launched the 2012 Strategic Initiativesensuring the CSP served to meet Council’s vision for Guelph• Completed the Corporate Strategic Plan 2013-16 work plan working collaboratively with Executive Teamand Direct Report Leadership Team subcommittees• Sought administrative alignments across service areas through an extensive review of existing service areawork plans, outstanding motions/directions from Council, and general project lists• Established the Enterprise Risk Management Framework• Established the Audit Framework and Internal Auditor Charter• Evaluated and refined the corporation’s organizational structure, creating the Finance and Enterprise ServiceArea• Established key performance measures for the Corporate Strategic Plan Framework• Contributed to Making a difference together: a community and financial report• Developed an approach for corporate performance reporting• Exercised financial control over corporate operations, in conjunction with the Executive Team, to ensurecompliance with annual estimates of revenue and expenditure approved by Council• Implemented Guelph Municipal Holdings Inc. work plan in conjunction with Finance and EnterpriseServices and Corporate and Human Resources (Legal Services)• Presented corporate perspective and information to a range of internal and external stakeholders andcitizensKey Performance MeasuresThe Office of the Chief Administrative Officer key performance measures are the Corporate Strategic Plan keyperformance indicators presented to City Council.City of Guelph – 2013 Tax-supported Operating Budget64

Office of the Chief Administrative Officer2013 Objectives• Successful achievement of CSP 2013 key strategic initiatives ensuring employees are engaged and buildingleadership capacity• Further clarify and refine of roles of the Executive Team and Direct Report Leadership Team to supportcollaborative work teams and the application of whole system thinking to deliver creative solutions• Develop a management set of principles aligned to the Governance Framework of City Council• To further the corporate commitment to system optimization and cost avoidance by implementing the2012 approved Audit Review Framework• Provide CSP progress reporting and implementing annual reporting on key performance measures• Further the corporate commitment to accountability and transparency through processes and practicesthat identify and mitigate risk by implementing the Risk Management Framework• Responsive and proactive management of issues and appropriate resolutions• Contribute to economic prosperity by enhancing Guelph’s image as a leading community in which to resideand locate business• Position the corporation to increase opportunities for innovation, engagement and partnerships byincreasing our communication with citizens, stakeholders and building our intergovernmental networksand relationshipsKey Changes in 2013• Increase purchased services $301,300 primarily due to the roll out of the Corporate Strategic Plan relating topublic affairs and internal audit• Decrease internal charges by $17,050 primarily due to the reduction in transfer to reserves for futureexpenditures relating to Strategic Planning• Increase compensation by $164,370 due to the approval of one FTE relating to the CSP as well as economicincreasesCity of Guelph – 2013 Tax-supported Operating Budget65

Office of the Chief Administrative Officer$800,000Year/Year Expenditure Comparison$700,000$600,000$500,000$400,000$300,000$200,000$100,000$0Salary, wages and benefitsPurchased goodsPurchased servicesInternal charges2012 2013City of Guelph – 2013 Tax-supported Operating Budget66

Office of the Chief Administrative Officer2013 Operating Budget2012Budget2013BaseBudget2013Eff/New/GrowthImpact fromCapital2013RequestedBudget2013BudgetChange $2013BudgetChange %CAO10 CAO AdministrationRevenueExternal Recoveries $0 0 $0 $0 $0 0.0%Total Revenue 0 0 0 0 0 0.0%ExpenditureSalary, Wage and Benefits 663,110 711,580 115,900 827,480 164,370 24.8%Purchased Goods 12,700 22,800 0 22,800 10,100 79.5%Purchased Services 126,720 326,520 101,500 428,020 301,300 237.8%Total Expenditure 802,530 1,060,900 217,400 1,278,300 475,770 59.3%Net Before Internal Charges and Recoveries 802,530 1,060,900 217,400 1,278,300 475,770 59.3%Internal Charges and RecoveriesInternal Charges 21,350 1,700 2,600 4,300 (17,050) (79.9%)Internal Recoveries 0 (220,000) (100,000) (320,000) (320,000) (100.0%)Total Internal Charges & Recoveries 21,350 (218,300) (97,400) (315,700) (337,050) (1,578.7%)Net Budget 823,880 842,600 120,000 962,600 138,720 16.8%City of Guelph – 2013 Tax-supported Operating Budget67

Planning, Building, Engineering and EnvironmentDepartments in the Planning, Building, Engineering and Environment Service Area work to ensure Guelph is anappealing, enjoyable, safe and inclusive place to live, study, work and visit. Four tax-supported departments—Planning Services, Building Services, Engineering Services and Solid Waste Resources—manage criticalmunicipal policies, programs, services and infrastructure, designed to build a thriving future for Guelph.NOTE: Guelph’s Water and Wastewater Services and Ontario Building Code Administration also fall under this service area, and arerepresented in Guelph’s enterprise-funded budgets (non tax-supported).Organizational StructurePlanning, Building, Engineering and EnvironmentExecutive DirectorJanet LairdT 519-822-1260 x 2237E janet.laird@guelph.caExecutive AssistantLinda RamseyT 519-822-1260 x 2245E linda.ramsey@guelph.caBuilding ServicesGeneral Manager/Chief Building OfficialBruce PooleT 519-822-1260 x 2375E bruce.poole@guelph.caEngineering ServicesGeneral Manager/City EngineerRichard HenryT 519-822-1260 x 2248E richard.henry@guelph.caPlanning ServicesGeneral ManagerTodd SalterT 519-822-1260 x 2395E todd.salter@guelph.caSolid Waste ResourcesGeneral ManagerDean WymanT 519-822-1260 x 2053E dean.wyman@guelph.caWastewater ServicesGeneral ManagerKiran SureshT 519-822-1260 x 2960E kiran.suresh@guelph.caWater ServicesGeneral ManagerPeter BusattoT 519-822-1260 x 2165E peter.busatto@guelph.caPermit and Zoning ServicesInspection ServicesInfrastructure Planning, Designand ConstructionTransportation andDevelopment EngineeringDevelopment PlanningPolicy Planning andUrban DesignIntegrated ServicesMaterial Recovery OperationsOrganic Waste ProcessingWaste CollectionCollection and EnvironmentalProtectionOperationsPlant Maintenance andLaboratory ServicesAdministrationWater ConservationWater DistributionWater SupplyCity of Guelph – 2013 Tax-supported Operating Budget68

Planning, Building, Engineering and EnvironmentFinancial SnapshotPlanning, Building,Engineering andEnvironment2012Budget2013RequestedYear/YearIncrease ($)Year/YearIncrease (%)Funding SourcesTax-supported % User Fee % Grants %$14,527,971 $14,689,890 $161,919 1.1% 54.6% 41.2% 4.2%2012 Accomplishments• Collaboration between Water Services, Planning Services and Building Services departments on the SourceWater Protection initiative, as required under the Clean Water Act• Completed Phase 2 of the Joint Operational Review of the development application review process asmanaged collaboratively by the Planning, Building, Engineering and Economic Development departments• Collaborated with several City departments to investigate options to license, or otherwise address, sharedrental housing issues• Completed Official Plan Update Phase 3, OPA 48 and Downtown Secondary Plan, OPA 43• Substantially completed design-build and commissioning of Organic Waste Processing Facility (OWPF)• Implemented Phase 1 of conversion to automated cart-based waste collection, reducing annual operatingcosts and greenhouse gas emissions2013 Objectives• Initiate planning for implementation of the Lake Erie Source Water Protection Plan for Guelph• Implement recommendations of Joint Operational Review to strengthen relationships with thedevelopment community and improve service to the public• Continue collaboration between City departments to review and develop Shared Rental Housing licensingoptions• Work towards full approval and implementation of all Official Plan Amendments; policies designed topromote economic vitality and innovation, protect preserve and enhance Guelph’s natural assets andsupport community well-being• Complete interior renovation of VIA Station to integrate Guelph Transit, GO Transit, Greyhound Coach Linesand VIA Rail service at Guelph Central Station and improve connections between local, regional andnational public transit systems• Implement Phase 2 of waste cart roll-out to realize $400,000 annual cost-savings by 2015• Update Solid Waste Master Plan to achieve Guelph’s waste diversion target of 65% by the end of 2016City of Guelph – 2013 Tax-supported Operating Budget69

Planning, Building, Engineering and Environment>> AdministrationPlanning, Building, Engineering and Environment Administration provides leadership and oversight to all sixdepartments and encourages employees to find innovative and creative ways to deliver public services better.Financial SnapshotPlanning, Building,Engineering andEnvironmentAdministration2012Budget2013RequestedYear/YearIncrease ($)Year/YearIncrease (%)$345,500 $426,200 $80,700 23.4% 100.0%Funding SourcesTax-supported % User Fee % Grants %Key Changes in 2013• Increase internal recoveries by $18,700 or 15.5% mainly due to a reallocation of a recovery from the OntarioBuilding Code Administration ($16,300)• Increase purchase services by $76,600 or 93.7% to reflect the costs of the Joint Operational Review processCity of Guelph – 2013 Tax-supported Operating Budget70

Planning, Building, Engineering and Environment$450,000$400,000Year/Year Expenditure Comparison$350,000$300,000$250,000$200,000$150,000$100,000$50,000$0Salary, wages and benefitsPurchased goodsPurchased servicesInternal charges2012 2013City of Guelph – 2013 Tax-supported Operating Budget71

Planning, Building, Engineering and EnvironmentYear/Year Revenue Comparison$145,000$140,000$135,000$130,000$125,000$120,000$115,000$110,000Internal recoveries2012 2013City of Guelph – 2013 Tax-supported Operating Budget72

Planning, Building, Engineering and Environment2013 Operating Budget2012Budget2013BaseBudget2013Eff/New/GrowthImpact fromCapital2013RequestedBudget2013BudgetChange $Planning, Building, Engineering, Environment30 PBEE AdministrationRevenueExternal Recoveries $0 0 $0 $0 $0 0%Total Revenue 0 0 0 0 0 0%ExpenditureSalary, Wage & Benefits 372,510 391,710 0 391,710 19,200 5.2%Purchased Goods 11,500 11,900 0 11,900 400 3.5%Purchased Services 81,790 83,390 75,000 158,390 76,600 93.7%Total Expenditure 465,800 487,000 75,000 562,000 96,200 20.7%Net Before Internal Charges & Recoveries 465,800 487,000 75,000 562,000 96,200 20.7%Internal Charges & RecoveriesInternal Charges 500 3,700 0 3,700 3,200 640.0%Internal Recoveries (120,800) (139,500) 0 (139,500) (18,700) 15.5%Total Internal Charges & Recoveries (120,300) (135,800) 0 (135,800) (15,500) 12.9%Net Budget 345,500 351,200 75,000 426,200 80,700 23.4%2013BudgetChange %City of Guelph – 2013 Tax-supported Operating Budget73

Planning, Building, Engineering and Environment>> Planning ServicesPlanning Services works with several City departments and engages community stakeholders to ensureGuelph continues to be a vibrant, accessible, inclusive and beautiful city that attracts residents, businesses andvisitors. Both the Development Planning and the Policy Planning and Urban Design divisions within thedepartment serve residential and commercial development sectors to build a thriving future for Guelph.Development Planning• Process approvals for Official Plan and Zoning By-law amendments• Process approvals for site plans, subdivisions, condominiums• Review and comment on Committee of Adjustment applications and minor variances to addresscompliance with relevant planning policies• Part lot control approvals• Provide advice and information to the development community and public regarding City land useplanning policies and procedures• Environmental review of development applicationsPolicy Planning and Urban Design• Prepare Official Plan updates and Secondary Plans to ensure compliance with provincial and federallegislation and to reflect the community’s values and aspirations• Develop and implement urban design policies and guidelines to ensure new development meets Guelph’sgoals for a well-designed, safe, inclusive, appealing and sustainable city• Data and statistical information analysis to support planning projects• Review and prepare environmental policies to protect and enhance Guelph’s natural assets including rivers,waterways, urban forest and other naturalized spaces• Heritage planning to protect and preserve Guelph’s cultural assets and places of historic significanceFinancial Snapshot2012Budget2013RequestedYear/YearIncrease ($)Year/YearIncrease (%)Funding SourcesTax-supported % User Fee % Grants %Planning Services $1,704,822 $1,728,910 $24,088 1.4% 70.1% 29.9%City of Guelph – 2013 Tax-supported Operating Budget74

Planning, Building, Engineering and Environment2012 Accomplishments• Completed Official Plan Update Phase 3, OPA 48, and submitted to the Province for approval: the planincludes updated policies to create new neighbourhoods that contain a mix of uses, are walkable andtransit supportive; promote economic vitality and innovation; support social well-being, including planningfor a diversity of housing types, affordability and tenure• Completed Downtown Secondary Plan, OPA 43, and began development implementation strategy(business plan) to attract more people and jobs to downtown• Released draft Guelph Innovation District Secondary Plan and continued to work with Province and otherpartners on overall development strategy to achieve long-term growth management and economicdevelopment objectives• Completed major policy/program initiatives including the City’s first Urban Forest Management Plan, andthe Brownfield Redevelopment Community Improvement Plan update• Processed more than 300 subdivision, site plan, zone change, Official Plan Amendment and Committee ofAdjustment applications• Encouraged remediation and redevelopment of potentially contaminated properties to reduceenvironmental impacts, enhance neighbourhoods and increase property values by implementing theBrownfield Redevelopment Community Improvement Plan and processing incentive applicationsCity of Guelph – 2013 Tax-supported Operating Budget75

Planning, Building, Engineering and EnvironmentKey Performance MeasuresNumber of submissions for every approved application per year20112010Number of submisions200920080 24 6 810 12 14 16 18Number of applications6 Sub 5 Sub 4 Sub 3 Sub 2 Sub 1 SubTrends from 2008 to 2011:No approved application has taken more than 6 (5%) submissions to achieve Site Plan Approval. The majorityof applications were approved in 2 (38%) or 3 (41%) submissions. The number of submissions depends on thecomplexity of the application and the quality of the submission.The number of applications reviewed by staff in any given year does not significantly affect the number ofsubmissions required before granting Site Plan Approval.City of Guelph – 2013 Tax-supported Operating Budget76

Planning, Building, Engineering and EnvironmentAverage time (days) to achieve approval2001501005002010 2011Average days toachieve approvalTrends of 2010 - 2011:The average time to achieve approval in 2011 was 108 calendar days (i.e. includes holidays and weekends), thisis a reduction of 39 days from 2010. Of the 108 calendar days, the submissions spent 52 days with theapplicant, and 56 days with City staff.City of Guelph – 2013 Tax-supported Operating Budget77

Planning, Building, Engineering and EnvironmentAverage number of submissions to achieve approval432102008 2009 2010 2011Average number of submissionsTrends from 2008 to 2011:The average number of submissions in 2011 was 3 per application, (one preliminary submission; one formalapplication and one resubmission). This is less than the number of submissions per application in 2009 and2010. 3 submissions is equivalent to 56 calendar days for review by staffCity of Guelph – 2013 Tax-supported Operating Budget78

Planning, Building, Engineering and Environment2013 Objectives• Continue to collaborate with City departments to review and develop shared rental housing licensinggroup• Collaborate with other departments to review development applications in an efficient and effectivemanner• Implement recommendations of Joint Operational Review for Planning, Building, Engineering andEconomic Development departments to improve service to residential and commercial developmentsectors and the community• Work towards full approval and implementation of all Official Plan Amendments either under appeal to theOntario Municipal Board or being reviewed by the Province; Natural Heritage System (OPA 42), DowntownSecondary Plan (OPA 43), and the Official Plan Update Phase 3 (OPA 48)• Collaborate with other departments in the implementation of new policies and programs, including theUrban Forest Management Plan (subject to budget), Source Water Protection Planning and the BrownfieldRedevelopment Community Improvement Plan updateKey Changes in 2013• Increase revenue by $25,300 or 4.3%, consistent with the 2012 increase of the DC Inflation Index which istied to the Toronto Construction IndexCity of Guelph – 2013 Tax-supported Operating Budget79

Planning, Building, Engineering and Environment$700,000Year/Year Revenue Comparison$600,000$500,000$400,000$300,000$200,000$100,000$0User fees and service chargesProduct salesExternal recoveries2012 2013City of Guelph – 2013 Tax-supported Operating Budget80

Planning, Building, Engineering and Environment$2,500,000Year/Year Expenditure Comparison$2,000,000$1,500,000$1,000,000$500,000$0Salary, wages and benefitsPurchased goodsPurchased servicesInternal chargesCity of Guelph – 2013 Tax-supported Operating Budget81

Planning, Building, Engineering and Environment>> Building ServicesEssential to city-building and ensuring attractive, safe and well-designed neighbourhoods, the City’s BuildingServices department authorizes all building construction and demolition in Guelph. The department is activelyassessing and modernizing its business systems to improve service to residential, commercial, industrial andinstitutional building sectors.• Administer and enforce the following City by-laws; zoning, property standards, yard maintenance, standingwater, swimming pool, sign and two-unit house registration• Facilitate Guelph’s Committee of Adjustment with processing requests for variances to the zoning by-lawand consent (severances) applications• Manage Guelph’s termite control and backflow prevention programsFinancial Snapshot2012Budget2013RequestedYear/YearIncrease ($)Year/YearIncrease (%)Funding SourcesTax-supported % User Fee % Grants %Building $1,014,760 $1,050,750 $35,990 3.5% 75.9% 24.1%2012 Accomplishments• Collaborated with City departments to investigate options to license or otherwise address shared rentalhousing issues• Contributed to Joint Operational Review of Guelph’s Economic Development, Planning, Building andEngineering Services development application review process• Enhanced existing Building Services Code of Conduct by making it more accessible to the public andincluding a formal process for lodging and investigating complaints• Collaborated with Water Services and Planning Services departments on Source Water Protection initiativeCity of Guelph – 2013 Tax-supported Operating Budget83

Planning, Building, Engineering and EnvironmentKey Performance MeasuresProperty standards and yard maintenance complaints1200100080060040020002009 2010 2011 2012Estimated2013ProjectedAnnual totalsRemedial workCity of Guelph – 2013 Tax-supported Operating Budget84

Planning, Building, Engineering and EnvironmentPercentage of complaint responses inthree days or less (Service Standard)100%80%83%86%89%94%97%60%40%20%0%2009 2010 2011 2012 2013Estimated ProjectedNote: Online services started June, 2009City of Guelph – 2013 Tax-supported Operating Budget85

Planning, Building, Engineering and EnvironmentOn-line permit applications(residential building permits, swimming pools and mobile signs)600500576512560 56040030020023310002009 2010 2011 2012 2013EstimatedProjectedCity of Guelph – 2013 Tax-supported Operating Budget86

Planning, Building, Engineering and EnvironmentOn-line inspection requests(residential building permits and swimming pools)1,2001,083 1,0901,000926 92680060040026220002009 2010 2011 2012 2013EstimatedProjectedCity of Guelph – 2013 Tax-supported Operating Budget87

Planning, Building, Engineering and EnvironmentOn-line page views for permits and inspections(applying and status review)9,0008,0008,500 8,5007,0006,0006,510 6,6835,0004,0003,0003,1372,0001,00002009 2010 2011 2012 2013Estimated ProjectedCity of Guelph – 2013 Tax-supported Operating Budget88

Planning, Building, Engineering and Environment$2,500,000Year/Year Revenue Comparison$2,000,000$1,500,000$1,000,000$500,000$0User fees and service chargesLicenses and permitsInternal recoveries2012 2013City of Guelph – 2013 Tax-supported Operating Budget90

Planning, Building, Engineering and Environment$4,000,000Year/Year Expenditure Comparison$3,500,000$3,000,000$2,500,000$2,000,000$1,500,000$1,000,000$500,000$0Salary, wages and benefitsPurchased goodsPurchased servicesFinancial expensesInternal charges2012 2013City of Guelph – 2013 Tax-supported Operating Budget91

Planning, Building, Engineering and Environment2013 Operating Budget2012Budget2013BaseBudget2013Eff/New/GrowthImpact fromCapital2013RequestedBudget2013BudgetChange $Planning, Building, Engineering, Environment32 BuildingRevenueUser Fees & Service Charges ($165,500) (199,500) $0 ($199,500) ($34,000) 20.5%Licenses & Permits (130,000) (135,000) 0 (135,000) (5,000) 3.8%Total Revenue (295,500) (334,500) 0 (334,500) (39,000) 13.2%ExpenditureSalary, Wage & Benefits 2,998,508 3,078,450 370,800 3,449,250 450,742 15.0%Purchased Goods 47,432 39,100 5,400 44,500 (2,932) (6.2%)Purchased Services 26,200 30,700 200 30,900 4,700 17.9%Financial Expenses 500 500 0 500 0 0.0%Total Expenditure 3,072,640 3,148,750 376,400 3,525,150 452,510 14.7%Net Before Internal Charges & Recoveries 2,777,140 2,814,250 376,400 3,190,650 413,510 14.9%Internal Charges & RecoveriesInternal Charges 138,900 190,900 3,600 194,500 55,600 40.0%Internal Recoveries (1,901,280) (1,982,800) (351,600) (2,334,400) (433,120) 22.8%Total Internal Charges & Recoveries (1,762,380) (1,791,900) (348,000) (2,139,900) (377,520) 21.4%Net Budget 1,014,760 1,022,350 28,400 1,050,750 35,990 3.5%2013BudgetChange %City of Guelph – 2013 Tax-supported Operating Budget92

Planning, Building, Engineering and Environment>> Engineering ServicesIn collaboration with several City departments and community stakeholders, Engineering Services ensuresGuelph is a well-designed safe, appealing and sustainable city. The department plans, designs, builds andrenews Guelph’s roads, storm sewers, watermains, sanitary sewers and sidewalks. The department alsoprovides engineering expertise when building new City facilities, and reviewing development plans.Engineering Services also leads Guelph’s transportation planning and programs designed to reduce Guelph’senergy consumption and greenhouse gas emissions as part of the Community Energy Initiative.Financial Snapshot2012Budget2013RequestedYear/YearIncrease ($)Year/YearIncrease (%)Funding SourcesTax-supported % User Fee % Grants %Engineering Services $840,665 $876,015 $35,350 4.2% 22.6% 77.4%2012 Accomplishments• Continued collaboration with GO Transit, Greyhound Coach Lines, VIA Rail to integrate public transportationService at Guelph Central Station• Assisted Ministry of Transportation reuse 230,000 cubic metres of construction fill material to build LairdRoad interchange on the Hanlon Expressway; engaged area residents and Ministry of Environment toexplain activities and benefits including reduced trucking distances, greenhouse emissions, and projectcosts• Completed water model calibration to ensure proper water pressure and flow• Completed Inflow and Infiltration study to identify and correct potential blockages or disruptions in storm/sanitary sewers• Completed Cycling Master Plan including recommendations to implement the Bicycle-Friendly GuelphInitiative and reach Guelph’s goal to triple the number of daily cycling trips by 2018• Completed Joint Operational Review for Planning, Building, Engineering and Economic Development tostrengthen relationships with the development community and improve service to the public• Collaborated with City departments to encourage low impact development practices that help protect andpreserve Guelph’s natural environmental assets• Completed Environmental Assessment York Trunk Sewer and Paisley Clythe Feedermain• Completed stage two Clair Road Zone 3 watermain, and stage three Speedvale Trunk watermain• Completed phase 1 and 2 water and sewer services for Hanlon Creek Business ParkCity of Guelph – 2013 Tax-supported Operating Budget93

Planning, Building, Engineering and Environment• Processed more than 300 subdivision, site plan, zone change, Official Plan Amendment and Committee ofAdjustment applications• Tendered 34 site services with a total dollar amount of approximately one million dollars• Encouraged remediation and redevelopment of potentially contaminated properties to reduceenvironmental impacts, enhance neighbourhoods and increase property values using the BrownfieldCommunity Improvement Plan policy and grant agreements• Completed Environmental Assessment for Silvercreek grade separation and Hanlon/Maltby interchangeKey Performance Measures2010 2011 2012 2013Road (lane metres) 25,645 21,838 16,683 18,500Storm Sewers 19,946 7,206 6,869 7,100Watermain 15,033 7,294 6,511 6,600Sanitary Sewers 9,894 7,196 6,168 6,300Sidewalk 17,527 10,837 9,014 9,400All measurements in metres2013 forecast assumes same amount of subdivision development as in 20112013 forecast assumes approval of proposed 2013 capital budget and forecast2013 Objectives• Complete interior renovation at VIA Station to integrate Guelph Transit, GO Transit, Greyhound Coach Linesand VIA Rail service at Guelph Central Station and improve connections between local, regional andnational public transit systems• Implement recommendations from the Joint Operational Review of development application reviewprocess managed by the Planning, Building, Engineering and Economic Development departments• Implement recommendations of Cycling Master Plan (pending Council approval)• Continue developing low impact development strategy• Complete targeted 40 site services with a total dollar amount of approximately one-million dollars• Select private developer/consortium to clean up and redevelop the former International Malleable IronCompany (IMICO) site, and continue monitoring and containing City-owned brownfield sites• Begin designing York trunk sewer and Paisley Clythe Feedermain project• Design Stevenson trunk sanitary sewer replacement (stage two of three), Speedvale Trunk (stage four of six)and final stage of Clair Road Zone 3 watermainsCity of Guelph – 2013 Tax-supported Operating Budget94

Planning, Building, Engineering and Environment• Begin Environmental Assessment for Wellington/Clair trunk watermain• Implement Stormwater Master Plan initiatives to protect Guelph’s streams and rivers and prevent flooding;downspouts disconnection• Initiate stormwater management funding review study• Begin construction on Silvercreek Parkway project to create continuous roadway from Waterloo Avenue toWoodlawn Road to improve transportation connections in the area• Niska Environmental Assessment for bridge improvements• Hanlon Expressway coordination with Province• Assess traffic impact of proposed new developments• Update transportation demand forecasting model to guide future investment in traffic infrastructureKey Changes in 2013• Decrease purchased goods by $126,940 or 58.7% by reducing cost of operating the Stone Road MaterialsFacility ($139,400) is partially offset by increases in other purchased goods ($8,350)• Increase purchase services by $3,860 or 4.2% due to increased training costs• Increase internal charges by $6,100 or 4% due to maintenance charges ($3,100) and insurance ($1,300)• Increase internal recoveries by $102,400 or 19.5% mainly due increased recoveries from the Water andWastewater Services for the Risk Management Official ($50,000) and infrastructure engineering services($41,900)• Increase revenue by $68,550 or 2.2% due to increased recoveries from works administered on behalf of thirdparties, offset by the decreasing value of capital project allocation and completion of the InfrastructureStimulus Funding program.City of Guelph – 2013 Tax-supported Operating Budget95

Planning, Building, Engineering and Environment$3,500,000Year/Year Revenue Comparison$3,000,000$2,500,000$2,000,000$1,500,000$1,000,000$500,000$0User fees and service chargesProduct salesExternal recoveriesInternal recoveries2012 2013City of Guelph – 2013 Tax-supported Operating Budget96

Planning, Building, Engineering and Environment$4,500,000$4,000,000$3,500,000$3,000,000$2,500,000$2,000,000$1,500,000$1,000,000$500,000$0Year/Year Expenditure ComparisonSalary, wages and benefitsPurchased goodsPurchased servicesInternal charges2012 2013City of Guelph – 2013 Tax-supported Operating Budget97

Planning, Building, Engineering and Environment2013 Operating Budget2012Budget2013BaseBudget2013Eff/New/GrowthImpact fromCapital2013RequestedBudget2013BudgetChange $2013BudgetChange %Planning, Building, Engineering, Environment33 EngineeringRevenueUser Fees & Service Charges ($15,500) (16,500) $0 ($16,500) ($1,000) 6.5%Product Sales (500) (250) 0 (250) 250 (50.0%)External Recoveries (3,055,665) (2,986,365) 0 (2,986,365) 69,300 (2.3%)Grants 0 0 0 0 0 #DIV/0!Total Revenue (3,071,665) (3,003,115) 0 (3,003,115) 68,550 (2.2%)ExpenditureSalary, Wage & Benefits 3,940,410 4,126,590 140,200 4,266,790 326,380 8.3%Purchased Goods 216,190 89,250 1,100 90,350 (125,840) (58.2%)Purchased Services 90,930 94,790 6,000 100,790 9,860 10.8%Total Expenditure 4,247,530 4,310,630 147,300 4,457,930 210,400 5.0%Net Before Internal Charges & Recoveries 1,175,865 1,307,515 147,300 1,454,815 278,950 23.7%Internal Charges & RecoveriesInternal Charges 189,200 195,300 14,000 209,300 20,100 10.6%Internal Recoveries (524,400) (576,800) (211,300) (788,100) (263,700) 50.3%Total Internal Charges & Recoveries (335,200) (381,500) (197,300) (578,800) (243,600) 72.7%Net Budget 840,665 926,015 (50,000) 876,015 35,350 4.2%City of Guelph – 2013 Tax-supported Operating Budget98

Planning, Building, Engineering and Environment>> Solid Waste ResourcesThe Solid Waste Resources Department is delivering public services better by finding innovative ways tomanage Guelph’s organic, recyclable, hazardous and other solid waste. The department provides residentialand commercial waste management services in compliance with all provincial legislation and regulationsincluding waste collection, recycling, organics processing, household hazardous waste management, wastedisposal, and waste reduction education programs designed to reduce the amount of waste sent to landfill,reduce greenhouse gas emissions, and reach the City’s goal to generate the least amount waste per capita ofany comparable Canadian city.Integrated Services• Plan, develop and implement waste reduction programs• Monitor and maintain the closed Eastview Landfill and operation of a Methane Gas Collection System• Ensure all operations and programs comply with provincial legislation and regulationsWaste Resource Innovation Centre (WRIC) Operations• Material Recovery Facility• Household Hazardous Waste Facility• Public Drop-Off Facility• Organic Waste Processing Facility• Transfer Station• Disposal of non-recyclable, non-compostable wasteWaste Collection• Collect organic, recyclable and non-recyclable waste• Manage and administer bulky item collection program• Manage and administer yard waste collection servicesCity of Guelph – 2013 Tax-supported Operating Budget99

Planning, Building, Engineering and EnvironmentFinancial Snapshot2012Budget2013RequestedYear/YearIncrease ($)Year/YearIncrease (%)Funding SourcesTax-supported % User Fee % Grants %Solid Waste Resources $10,622,224 $10,608,015 ($14,209) (0.1%) 56.6% 37.4% 6.0%2012 Accomplishments• Substantially completed design-build of the Organic Waste Processing Facility (OWPF)• Commissioned Organic Waste Processing Facility• Responded to initial odour issues; since reopening in February have ensured facility has operated to thesatisfaction of the Ministry of the Environment• Formed strong partnership with Wellington Organix; operators of the Organic Waste Processing Facility• On track to achieve waste diversion target of 55% by the end of 2012 per Guelph’s Solid Waste Master Plan• Rolled-out automated waste cart collection to one-third of the city to increase waste diversion, and reduceannual waste collection costs and greenhouse gas emissions• Reviewed departmental information technology requirements and implemented recommendations toimprove service monitoring and measurement• Implemented in-house waste collection services for Wastewater Services to eliminate cost of contractedservices• Introduced three-stream waste sorting at the Sleeman Centre to reduce organic and recyclable materialgoing to disposal• Developed a haul/disposal request for proposals to secure disposal capacity for next decade• Continued efforts to improve relationships with Ministry of Environment and residential neighbours nearthe WRIC by addressing odours and other concerns and improving communicationsCity of Guelph – 2013 Tax-supported Operating Budget100

Planning, Building, Engineering and EnvironmentKey Performance Measures2.50Residential collection cost per household per week2.00Cost (s)1.501.000.500.002007 2008 2009 2010 2011Cost per household per weekTrend lineThis graph shows the weekly cost per household for collection of Guelph’s three waste streams; sourceseparated organics (green), recycling (blue), and waste (clear). The downward trend line reflects theefficiencies implemented over the last five years including reduced staffing requirements, reduced overtime,and reduced discretionary spending.Future Forecast – as the conversion to fully-automated cart collection is phased in from 2012 to 2014, the costper household per week will continue decreasing as further operating efficiencies are realized. Once fullyimplemented in 2015, the City estimates annual savings of $400,000 or another 10% reduction from the 2013requested budget for waste collection.City of Guelph – 2013 Tax-supported Operating Budget101

Planning, Building, Engineering and Environment60Residential diversion5040Diversion (%)30201002005 2006 2007 2008 2009 2010 2011 2012DiversionTrend lineGuelph’s residential diversion rate (i.e. waste diverted from disposal) will continue increasing as new wastereduction, waste minimization, and reuse programs are implemented. Some new programs include: a bicyclereuse program, dedicated construction and demolition recycling, and three-stream waste sorting at theSleeman Centre.Future Forecast – The City’s waste diversion rate will continue to increase with the new Organic WasteProcessing Facility contributing the most significant increases. The City will meet its diversion target of 55% bythe end of 2012. The Solid Waste Management Master Plan will be updated during 2013, including a review ofthe plan to achieve the second diversion target of 65% by the end of 2016.City of Guelph – 2013 Tax-supported Operating Budget102

Planning, Building, Engineering and Environment3.5Annual revenue from sale of recyclables3Sales revenue (Millions $)2.521.510.502005 2006 2007 2008 2009 2010 2011 2012Impact of the 2008/2009 recession is shown in revenues from the sale of recyclables over the last eight years.Commodity prices for sale of recyclable material are expected to remain stable in 2013. Unfortunately, strongprices have led to an increase in the number of material recovery facilities that will be competing with the Cityto attract business during 2012 and 2013. The City will continue to monitor the impact of increasedcompetition during 2013 and will report to Council on options during 2014.Future Forecast – To predict commodity prices more than eighteen months into the future is a risky anddifficult task and attempting to anticipate changes in the waste industry compounds this uncertainty, whichmakes it difficult to accurately predict annual revenue figures more than one year into the future.City of Guelph – 2013 Tax-supported Operating Budget103

Planning, Building, Engineering and EnvironmentSolid Waste Resouces budget increase compared to property tax increase8.00%6.00%Yearly percentage increase4.00%2.00%0.00%-2.00%-4.00%2007 2008 2009 2010 2011 2012Trendline Linear (% tax increase)Trendline Linear (% budget increase)Annual property tax rate increase compared to the percentage annual increase in the Solid Waste Resourcesbudget. The gap between the two trend lines is a testament to the ongoing efforts to find efficiencies.Future Forecast – Operational efficiencies will continue to be explored, along with new sources of funding.City of Guelph – 2013 Tax-supported Operating Budget104

Planning, Building, Engineering and Environment350Household hazardous waste, e-waste, clothes and tires recycled300Recycled tonnes2502001501005002005 2006 2007 2008 2009 2010 2011Houshold hazardous wasteE-waste, clothes and tiresAnnual number of tonnes of hazardous waste, electronic waste, clothing and tires recycled at the City’s PublicDrop-Off facility. Increases due to new programs include e-waste and clothing recycling.Future Forcast – The next few years will see consistently small increases in the tonnage recycled as morecitizens learn about programs through ongoing promotion.City of Guelph – 2013 Tax-supported Operating Budget105

Planning, Building, Engineering and Environment2013 Objectives• Implement fully-automated waste cart collection roll-out to another one-third of the city (phase two ofthree) to realize $400,000 annual cost-savings starting 2015• Review contracted waste collection services at City facilities to determine potential cost savings of in-housewaste collection• Implement and evaluate three-stream waste sorting pilot project in a large City park to determine potentialsuccess in other public spaces and further reduce waste going to landfill• Explore opportunity to quantify, verify and sell greenhouse gas credits from composting source separatedorganic material as a new source of revenue• Collaborate with Finance department to develop Green Purchasing Policy• Negotiate and award a new Haul/Disposal contract to secure disposal capacity for next decade• Begin construction of new Public Drop-Off facility to improve customer service and address health andsafety concerns• Review and update Solid Waste Management Master Plan as scheduled and continue working to achieveGuelph’s waste management goals including a diversion target of 65% by the end of 2016Key Changes in 2013• Increase purchased goods by $445,200 or 16.9% due to increased utility costs ($462,800) and property taxes($38,500) is partially offset by decreases in planned expenditures• Increase purchased services by $152,994 or 2.9% driven by increased tipping fees ($305,500), and is partiallyoffset by decreases in repairs and maintenance ($117,620) and consulting services ($25,586)• Increase internal charges by $131,605 or 2.6% mainly due to increases in MM equipment usage charges($61,105), Public Works chargeback ($44,400) and increased insurance costs ($18,200)• Increase revenues by $731,600 or 12.9% mainly due to increased organics processing fees ($630,000) andsales of recyclable materials ($122,600)City of Guelph – 2013 Tax-supported Operating Budget106

Planning, Building, Engineering and Environment$4,500,000$4,000,000$3,500,000$3,000,000$2,500,000$2,000,000$1,500,000$1,000,000$500,000$0Year/Year Revenue ComparisonUser fees and service chargesProduct salesExternal recoveriesGrantsInternal recoveries2012 2013City of Guelph – 2013 Tax-supported Operating Budget107

Planning, Building, Engineering and Environment$9,000,000$8,000,000$7,000,000$6,000,000$5,000,000$4,000,000$3,000,000$2,000,000$1,000,000$0Year/Year Expenditure ComparisonSalary, wages and benefitsPurchased goodsPurchased servicesFinancial expensesInternal charges2012 2013City of Guelph – 2013 Tax-supported Operating Budget108

Planning, Building, Engineering and Environment2013 Operating Budget2012Budget2013BaseBudget2013Eff/New/GrowthImpact fromCapital2013RequestedBudget2013BudgetChange $Planning, Building, Engineering, Environment34 Solid WasteRevenueUser Fees & Service Charges ($3,082,500) (3,822,500) $0 ($3,822,500) ($740,000) 24.0%Product Sales (2,663,400) (2,786,000) 0 (2,786,000) (122,600) 4.6%External Recoveries (373,000) (392,000) 0 (392,000) (19,000) 5.1%Grants (1,075,000) (1,125,000) 0 (1,125,000) (50,000) 4.7%Total Revenue (7,193,900) (8,125,500) 0 (8,125,500) (931,600) 12.9%ExpenditureSalary, Wage & Benefits 7,543,918 7,725,790 0 7,725,790 181,872 2.4%Purchased Goods 2,640,000 3,085,200 0 3,085,200 445,200 16.9%Purchased Services 5,261,606 5,414,600 0 5,414,600 152,994 2.9%Financial Expenses 2,000 2,000 0 2,000 0 0.0%Total Expenditure 15,447,524 16,227,590 0 16,227,590 780,066 5.0%Net Before Internal Charges & Recoveries 8,253,624 8,102,090 0 8,102,090 (151,534) (1.8%)Internal Charges & RecoveriesInternal Charges 5,013,500 5,145,105 0 5,145,105 131,605 2.6%Internal Recoveries (2,644,900) (2,639,180) 0 (2,639,180) 5,720 (0.2%)Total Internal Charges & Recoveries 2,368,600 2,505,925 0 2,505,925 137,325 5.8%Net Budget 10,622,224 10,608,015 0 10,608,015 (14,209) (0.1%)2013BudgetChange %City of Guelph – 2013 Tax-supported Operating Budget109

Operations, transit and Emergency servicesThe service area includes some of the City’s most visible public services including by-law compliance, transit,fire suppression and prevention, land ambulance service, road maintenance, winter control and parking.Operations, Transit and Emergency Services contributes to the quality of life in our city by ensuring Guelph is aclean, safe and enjoyable place to live, work or visit.Organizational StructureOperations, Transit and Emergency ServicesExecutive DirectorDerek McCaughanT 519-822-1260 x 2018E derek.mccaughan@guelph.caExecutive AssistantCoralee BarfootT 519-822-1260 x 2033E coralee.barfoot@guelph.caBy-law Compliance,Security and LicensingEmergencyServicesGuelphTransitPublicWorksManagerDoug GodfreyT 519-822-1260 x 2520E doug.godfrey@guelph.caGeneral Manager/Fire ChiefShawn ArmstrongT 519-822-1260 x 2125E shawn.armstrong@guelph.caGeneral ManagerMichael AndersT 519-822-1260 x 2795E michael.anders@guelph.caGeneral ManagerRodney KellerT 519-822-1260 x 2949E rodney.keller@guelph.caBy-law Complianceand SecurityLicensingAdministration andEmergency PreparednessGuelph Wellington EmergencyMedical ServicesFire OperationsBusiness ServicesOperationsQuality Assurance andContinuous ImprovementService Planning andCommunicationsAdministrationFleet and EquipmentManagementForestryRoads and Right of WaysTraffic and ParkingCity of Guelph – 2013 Tax-supported Operating Budget110

Operations, transit and Emergency servicesFinancial SnapshotOperations, Transit andEmergency Services2012Budget2013RequestedYear/YearIncrease ($)Year/YearIncrease (%)Funding SourcesTax-supported % User Fee % Grants %$49,133,650 $52,579,308 $3,445,658 7.01% 68.04% 23.51% 8.44%2012 Accomplishments• Increased integration and collaboration to deliver public services better• Enhanced community engagement practices to find creative and collaborative solutions that addressconcerns of citizens2013 Objectives• Continue to develop sound reporting frameworks that ensure accountability and transparency to Counciland the community• Establish key performance measures clearly demonstrating sound management of resources and value fortax dollars• Continue to pursue internal synergies to improve customer service• Pursue innovative ways to reduce the cost of public service>> AdministrationAdministration provides leadership and strategic direction to service area and leads its efforts to engageemployees, measure and improve departmental performance. It ensures Operations, Transit and EmergencyServices’ systems, structures and frameworks are aligned with the City’s mission to provide outstandingmunicipal service and value.City of Guelph – 2013 Tax-supported Operating Budget111

Operations, transit and Emergency servicesFinancial SnapshotOperations, Transit andEmergency ServicesAdministration2012Budget2013RequestedYear/YearIncrease ($)Year/YearIncrease (%)$407,040 $527,500 $120,460 29.6% 100.0%Funding SourcesTax-supported % User Fee % Grants %Key Change in 2013• Addition of Technical Assistant for the Service AreaCity of Guelph – 2013 Tax-supported Operating Budget112

Operations, transit and Emergency services$600$500$400‘000s$300$200$100$0Salary, wages and benefitsPurchased goodsPurchased servicesInternal chargesCity of Guelph – 2013 Tax-supported Operating Budget113

Operations, transit and Emergency services2013 Operating Budget2012Budget2013BaseBudget2013Eff/New/GrowthImpact fromCapital2013RequestedBudget2013BudgetChange $2013BudgetChange %Operations, Transit and Emergency Services20 OTES AdministrationRevenueTotal Revenue $0 0 $0 $0 $0 0.0%ExpenditureSalary, Wage and Benefits 393,090 414,250 88,300 502,550 109,460 27.8%Purchased Goods 4,000 5,400 0 5,400 1,400 35.0%Purchased Services 9,750 7,950 1,000 8,950 (800) (8.2%)Financial Expenses 0 0 0 0 0 0.0%Total Expenditure 406,840 427,600 89,300 516,900 110,060 27.1%Net Before Internal Charges and Recoveries 406,840 427,600 89,300 516,900 110,060 27.1%Internal Charges and RecoveriesInternal Charges 200 0 10,600 10,600 10,400 5,200.0%Internal Recoveries 0 0 0 0 0 0.0%Total Internal Charges and Recoveries 200 0 10,600 10,600 10,400 5,200.0%Net Budget 407,040 427,600 99,900 527,500 120,460 29.6%City of Guelph – 2013 Tax-supported Operating Budget114

Operations, transit and Emergency services>> By-law Compliance, Security and LicensingGuelph is one of Canada’s safest cities, and the By-law Compliance, Security and Licensing department iscommitted to the safety of Guelph citizens and staff. The department provides 24-hour service to ensurecompliance with City by-laws designed to protect and enhance Guelph’s quality of life and communitywell-being.By-law Compliance and Security• Achieve compliance with City by-laws including parking, noise, anti-fouling, idling, business licensing, tree,outside water use and encroachment• Collaborate with other City departments to achieve compliance with zoning (parking-related), sign (a-frame,posters), fire prevention (outside burning) and animal control by-laws• Process requests for by-law exemptions including noise (special events), traffic (overnight parking) andexotic animal by-laws• Provide 24-hour security service in the civic precinct and at City facilities to ensure staff and public safetyand orderly, respectful use of the facilities• Respond to intrusion alarms or calls for assistance at City facilities and City-owned lands• Contract security services for special events, construction projects and other situations requiring enhancedor additional safety measures for staff and community• Counsel other departments on safety and/or security precautions such as conducting audits of facilities toidentify security gaps.• Collaborate with contracted provider of animal control services on public safety matters including publicservice announcements regarding coyote sightingsLicensing• Administration and approval of business licences, lottery licences and group home registrations includingcoordination of inspections• Administration of liquor licence clearance applicationsCity of Guelph – 2013 Tax-supported Operating Budget115

Operations, transit and Emergency servicesFinancial SnapshotBy-law Compliance,Security and Licensing2012Budget2013RequestedYear/YearIncrease ($)Year/YearIncrease (%)Funding SourcesTax-supported % User Fee % Grants %$1,235,832 $1,154,058 ($81,774) (6.6%) 44.1% 55.9%2012 Accomplishments• Coordinated a multi-agency response to neighbourhood concerns regarding unwanted behaviours andengaged community to gather feedback on performance• Implemented online parking complaint system to improve how the department manages and responds toconcerns from citizens• Reviewed fire route and idling by-laws and business licensing categories• Reviewed business licensing fees to maintain cost recovery status• Drafted public nuisance by-law and initiated community engagement plan to ensure the by-law addressescommunity concerns and reflects the needs of the people it is intended to serve and protect• Improved administration of downtown sign permits• Initiated fireworks awareness campaign for vendors• Initiated a public safety campaign on coyote awareness• Held lottery licensing information sessions in partnership with the County of Wellington to educate seniorsabout bingo operations• Assumed administration of animal control services agreement and strengthened working relationship withGuelph Humane Society enforcement personnel• Created a central, automated by-law telephone number• Created centralized security camera monitoring system for City facilities to improve efficiencies• Relocated staff to new workstations to improve working conditions and create efficienciesCity of Guelph – 2013 Tax-supported Operating Budget116

Operations, transit and Emergency servicesKey Performance MeasuresPerformance MeasureTargetBenchmark 20112012EstimatedNet operating costs of general by-law compliance per resident TBD $8.95 $10.83 $9.6475% 70% 72% 72%Actual By-law patrol time percentage, per officer: amount of time spent by an officerproactively patrolling or responding to By-law concerns and indicates the level ofcompliance service the public receives; the remaining amount of time is spent on clerical,non-enforcement duties.Percentage of expenditure recovered through fine revenue N/A 45% 47% 54%Number of noise complaint calls the measurement can help show the effectiveness of the N/A 2,565 2,400 2,400Enhanced Enforcement Program in which By-law staff proactively address on-goingneighbourhood concerns related to noise and other unwanted activityBusiness licences – applications/renewals processed: varies based on market andeconomic conditions, but can help show effectiveness of enforcement and routinebusiness inspections.N/A 795 768 7752013 ObjectivesProjected2013• Implement and enforce Guelph’s Public Nuisance By-law to improve public safety• Implement new licensing categories to address public concerns• Review administrative monetary penalties options for parking enforcement and business licensing• Prepare and begin process to stagger business licence renewals to improve efficiencies with inspectionagencies and provide better service to businesses• Improve lottery licence inspections and audit processes to adhere to Alcohol Gaming Commission Ontarioguidelines• Continue reviewing by-laws including sign, animal control and accessible parking• Evaluate and identify security infrastructure (cctv cameras, panic alarms, intrusion alarms, access controls)in need of maintenance and repair, and prioritize repairs• Continue integrating City facility security systems to protect staff and corporate assets by increasing andimproving response timesCity of Guelph – 2013 Tax-supported Operating Budget117

Operations, transit and Emergency servicesKey Changes in 2013• Increase user fees and service charges by 5.7 per cent due to expected increase in licensing revenue fromgrowth and parking fine enforcement• Increase internal recoveries due to annualization of Guelph Central Station• Increase transfers to Guelph Humane Society by 2 per cent due to contractual obligationsYear/Year Revenue Comparison$1,400$1,200$1,000‘000s$800$600$400$200$0User fees and service chargesExternal recoveriesLicence and permits2012 2013Internal recoveriesCity of Guelph – 2013 Tax-supported Operating Budget118

Operations, transit and Emergency services$2,500Year/Year Expenditure Comparison$2,000‘000s$1,500$1,000$500$0Salary, wages and benefitsPurchased goodsPurchased servicesOther transfersInternal charges2012 2013City of Guelph – 2013 Tax-supported Operating Budget119

Operations, transit and Emergency services2013 Operating Budget2012Budget2013BaseBudget2013Eff/New/GrowthImpact fromCapital2013RequestedBudget2013BudgetChange $Operations, Transit and Emergency Services25 By-law Compliance and SecurityRevenueUser Fees and Service Charges ($1,193,500) (1,261,000) $0 ($1,261,000) ($67,500) 5.7%Licenses and Permits (173,000) (188,500) 0 (188,500) (15,500) 9.0%External Recoveries (14,000) (14,000) 0 (14,000) 0 0.0%Total Revenue (1,380,500) (1,463,500) 0 (1,463,500) (83,000) 6.0%ExpenditureSalary, Wage and Benefits 1,903,922 1,952,448 0 1,952,448 48,526 2.5%Purchased Goods 69,850 64,350 0 64,350 (5,500) (7.9%)Purchased Services 94,360 94,760 0 94,760 400 0.4%Government Transfers 65,000 66,300 0 66,300 1,300 2.0%Other Transfers 564,000 575,300 0 575,300 11,300 2.0%Total Expenditure 2,697,132 2,753,158 0 2,753,158 56,026 2.1%Net Before Internal Charges and Recoveries 1,316,632 1,289,658 0 1,289,658 (26,974) (2.0%)Internal Charges and RecoveriesInternal Charges 32,800 38,200 0 38,200 5,400 16.5%Internal Recoveries (113,600) (173,800) 0 (173,800) (60,200) 53.0%Total Internal Charges and Recoveries (80,800) (135,600) 0 (135,600) (54,800) 67.8%Net Budget 1,235,832 1,154,058 0 1,154,058 (81,774) (6.6%)2013BudgetChange %City of Guelph – 2013 Tax-supported Operating Budget120

Operations, transit and Emergency services>> Emergency ServicesGuelph’s Emergency Services department contributes to community well-being and peace of mind byproviding land ambulance and fire protection, emergency preparedness planning and education programsdesigned to keep people safe in their homes and businesses.Guelph Fire Department• Provide fire fighting/suppression, public assistance, rescue, public education, hazardous material response,medical response, fire related planning, fire prevention and inspections and fire investigations from six firestations across the city• Provide fire protection to Guelph-Eramosa Township; executive leadership through Guelph Fire Chief anddirect fire fighting/suppression• Contribute to mutual aid structure with Wellington County and provide assistance to neighbouringcommunities in times of crisis• Provide communications (dispatching) to Guelph and County of WellingtonEmergency Preparedness• Prevent, mitigate, prepare for, respond to and recover from emergencies through public education andtraining programs• Train and encourage City staff and community partners in business continuity planning to minimizedisruption to public services in times of crisis• Train City staff and community partners to manage emergencies and provide necessary support, facilitiesand equipment• Continuously strive to become a more disaster-resilient communityGuelph – Wellington Emergency Medical Service (EMS)Provide emergency pre-hospital medical care to Guelph and Wellington County; serve a resident populationof over 200,000 across more than 2,600 square kilometres from eight ambulance basesCity of Guelph – 2013 Tax-supported Operating Budget121

Operations, transit and Emergency servicesFinancial Snapshot2012Budget2013RequestedYear/YearIncrease ($)Year/YearIncrease (%)Funding SourcesTax-supported % User Fee % Grants %Emergency Services $24,714,683 $25,756,764 $1,042,081 4.2% 72.6% 9.0% 18.4%2012 Accomplishments• Updated primary dispatch centre and opened a new back-up centre at the Clair Road Emergency ServicesCentre providing a redundant communication network for dispatching emergencies• Added mobile computers to Fire Apparatus and Fire Prevention vehicles to enhance dispatching andmonitoring capabilities, on-scene access to database and complete inspections• Community Emergency Management launched projects dealing with business continuity planning and theEmergency Operations Control Group (make-up and usage of Incident Management System) to coordinateand plan for large-scale emergencies while maintaining provision of critical city services• Participated in a legislatively required land ambulance accreditation service review with the Ministry ofHealth and Long-Term Care to ensure a quality provision of emergency medical services within legislatedstandards• Established the first comprehensive response time performance plan for land ambulance• Initiated a pilot communication system for simultaneous notification and dispatch of responders toemergency medical incidents; collaborate with Province of Ontario Central Ambulance CommunicationCentre (CACC), Fire and EMSCity of Guelph – 2013 Tax-supported Operating Budget122

Operations, transit and Emergency servicesKey Performance Measures2010actual2011actualGuelph Fire Department response time percentages – Representing emergency incidents for first arriving unit measured against thebenchmark total response time of equal or less than 6.5 minutes 90% of the timeFire 68.11% 81.81% 85%Medical 83.73% 82.36% 85%Rescue 82.14% 87.89% 85%Hazardous 64.38% 59.55% 60%Guelph – Wellington EMS response times – Representing Code 4 (potential life threatening) incidents across the coverage area. 12:20min/secOperating costs for Guelph Fire Department per $1,000 of weighted assessment – for measurement against other divisions /departmentsOperating costs for Guelph – Wellington EMS per $1,000 of weighted assessment – for measurement against other divisions /departments12:46min/sec2012projected12:30min/sec$1.13 $1.21 $1.21$0.22 $0.26 $0.242013 Objectives• Maintain accredited status by submitting second annual compliance report to the Commission on FireAccreditation International (CFAI)• Assess and consider the Fire Community Assistance Registration Entry System (CARES) program; communitymembers could register potential risks or hazards in their homes or businesses allowing the Fire Departmentto better prepare and address situations when responding• Introduce the Community Referrals by EMS (CREMS) system; allows paramedics to make a referral to theCommunity Care Access Centre (CACC) on behalf of a patient and can reduce repeat calls• Continue business continuity planning and implement Incident Management System; scalablemanagement of emergencies within nationally recognized standards• Develop the framework necessary to allow Council to consider the appropriate level of land ambulanceresponse for the service area• Negotiate fair and reasonable new collective agreement with the Guelph Professional Firefighters’Association• Develop the terms of reference for a land ambulance base location optimization study to project the needsof the service area to the year 2032; study to be carried out in 2014 pending budget approval• Enhance the level and appropriateness of reporting to City Council and the communityCity of Guelph – 2013 Tax-supported Operating Budget123

Operations, transit and Emergency servicesKey Changes in 2013• Increase revenue by $651,600 primarily due to increase in funding from the Ontario government ($233,700)and amount owing from Wellington County contribution ($405,400); the province funds 50 per cent of alleligible land ambulance expenditures from the prior year and the County’s contribution is based onoperational costs apportioned based on location• Increase interfund recoveries by $180,000 to reflect an estimated transfer from reserve to fund Fire sick leavecoverage• Increase computing services chargeback by $134,300 due to the acquisition of twenty laptops for theelectronic patient care reporting system in 2011• Increase fuel and maintenance charge backs by $187,359 to align the 2013 budget with actual spending• Increase hydro by $33,700 due to increasing energy costsCity of Guelph – 2013 Tax-supported Operating Budget124

Operations, transit and Emergency services$7,000Year/Year Revenue Comparison$6,000$5,000‘000s$4,000$3,000$2,000$1,000$0User fees and service chargesExternal recoveriesGrants2012 2013Internal recoveriesCity of Guelph – 2013 Tax-supported Operating Budget125

Operations, transit and Emergency services$35,000Year/Year Expenditure Comparison$30,000$25,000‘000s$20,000$15,000$10,000$5,000$0Salary, wages and benefitsPurchased goodsPurchased servicesInternal charges2012 2013City of Guelph – 2013 Tax-supported Operating Budget126

Operations, transit and Emergency services>> Guelph TransitIn serving riders of all ages, incomes and physical abilities, Guelph Transit provides safe, affordable andinclusive public transportation to connect people in communities throughout the city. By implementing theTransit Growth Strategy, moving into Guelph Central Station and collaborating on initiatives like the AffordableBuss Pass pilot project, Guelph Transit contributes to community well-being, and strives to become thepreferred mode of transportation for residents, employers and visitors in Guelph.Transit Business Services• Manage Guelph Transit’s business functions including budget preparation, financial reporting, and contractadministration• Maintain all communication channels and monitor the implementation and performance of marketing andsales programs, pilots and initiatives• Oversee the customer service and manage protocols, benchmarks and responses to route planningrequests, public comments and inquiries using traditional and social mediaTransit Operations• Conventional service employs 69 fully accessible low-floor buses operating every 15 minutes during peakperiods and every 30 minutes during off-peak periods serving neighbourhoods throughout the city• Transit’s fleet of 9 mobility buses provide door-to-door service for passengers who may or may not usepersonal mobility devices such as walkers or wheelchairs; after-hours service offered to registered usersthrough a third-party contractor• Guelph’s Community Bus is a fully accessible vehicle serving two routes for passengers who may or may notuse personal mobility devices such as walkers or wheelchairs; routes travel to key destinations such asseniors’ centres, hospitals and shopping areasPlanning and Scheduling• Prepare annual Service Standard and Benchmarking Report to ensure Guelph Transit maintains adequateservice levels, financial performance and route efficiency• Assess route performance and develop route and service adjustments• Work with various City departments and external agencies on long-term planning to ensure Guelph Transitservice supports the City’s growth and planning objectivesCity of Guelph – 2013 Tax-supported Operating Budget128

Operations, transit and Emergency servicesQuality Assurance and Continuous Improvement• Maintain the administration facility used to store, clean and fuel all mobility and conventional buses at 170Watson Road• Operate Guelph Central Station; multi-modal transportation hub downtown Guelph connecting local,regional and national public transitFinancial Snapshot2012Budget2013RequestedYear/YearIncrease ($)Year/YearIncrease (%)Funding SourcesTax-supported % User Fee % Grants %Guelph Transit $10,124,770 $11,701,435 $1,576,665 15.6% 52.9% 47.1%2012 Accomplishments• Implemented Guelph Transit Growth Strategy and Plan to increase efficiency and better match service withdemand; new routes, 15-minute peak and 30-minute off-peak service, improved Mobility Services throughextended community bus service and expanded TaxiScrip program• Moved to Guelph Central Station - a centralized transportation hub integrating local, regional and nationaltransit services• Completed infrastructure upgrades at the University Centre to provide much-needed operational capacityon campus• Guelph Transit and Community and Social Services staff collaborated to develop an Affordable Bus Passprogram to improve access to transportation for low income families• Worked through the Ontario Public Transit Association (OPTA) to satisfy requirements of Accessibility forOntarians with Disabilities Act (AODA)• Upgraded 33 bus stops in accordance with AODA standards as part of ongoing accessibility upgrades• Fare parity was introduced for mobility riders which provides for the same fare schedule as users ofconventional transit• Announced a joint project with the Ontario government to implement rainwater harvesting system for thebus wash facility to reduce water use by 35 per cent and lower operating costs by about $7,000 a year• Completed security and energy-efficiency building upgrades estimated to reduce energy consumption by20 per cent for an annual savings of approximately $35,000• Based on the Transit Technology Plan recommendations approved by Council, Guelph Transit developeddetailed specifications and retained a qualified vendor to implement phase 1 of the plan includingCity of Guelph – 2013 Tax-supported Operating Budget129

Operations, transit and Emergency serviceson-vehicle hardware and software, CAD/AVL upgrades, automated stop calling and scheduling software forconventional and mobility services• Introduced a magnetic stripe on the monthly pass to increase the accuracy of ridership data• Provided new lunchroom facilities for staff at the University Centre terminal to support implementation ofnew routes as part of Transit Growth Strategy• Implemented a GO Fare integration program with GO Transit; encourages the use of local transit as part ofdaily commute• Reintroduced the Transit Advisory Committee to engage citizens and stakeholders and ensure serviceevolves to meet the needs of increasingly diverse ridershipKey Performance Measures2011Actual2012EstimatePerformance MeasureSchedule adherence85% 85% 85%How frequently buses meet scheduled arrivals at specified timing points on the routes. Withimplementation of new routes recommended in the Transit Growth Strategy, schedule adherence willshow further improvement over previous years.Revenue/cost ratio58% 55% 55%The portion of operating costs that are recovered via the fare box and other commercial revenues. Theratio will be sustained in the range of 55% reflecting higher operating costs partially offset by additionalrevenue.Annual ridership6.3M 6.7M 6.9MThe number of single-route boardings of Guelph Transit conventional buses, excluding transfers.Implementation of new routes and greater frequency during peak service hours will result in increasedridership.Trips per capita52.6 55.8 57.5The number of revenue trips on conventional buses versus population. Greater frequency of buses duringpeak periods should result in increased ridership and trips per capita.2013ProjectedCity of Guelph – 2013 Tax-supported Operating Budget130

Operations, transit and Emergency services2013 Objectives• Upgrade technology systems including vehicle hardware and software systems for vehicle managementand customer information; automated stop calling and automatic passenger counting• Negotiate an affordable, fair and equitable new collective agreement with Amalgamated Transit Unionmembers• Meet legislated requirements for services and facilities under the Accessibility for Ontarians with DisabilitiesAct• Continue to monitor the swipe card system and assess the feasibility of adding this capability to theUniversity of Guelph student card• Implement rainwater harvesting and rinse-water the bus wash in partnership with the Ontario Ministry ofthe Environment• Continue accessibility upgrades at 35 more bus stops in 2013• Prepare a business case for interregional service between Guelph and Kitchener-Waterloo for considerationduring the 2014 budget cycle• Conduct additional planning and scheduling studies to refine service based on customer needs and marketdemand• Negotiate new UPass and late night service agreements with University of Guelph• Continue to monitor financial and ridership impact of Affordable Bus Pass pilot project and report to Council• Complete bus shelter and bus bench relocation program reflecting user requests and market demand• Implement the Bus Mobility Supervisor role within the organization establishing clear objectives to enhancethe serviceKey Changes in 2013• Internal charges (MM) for fuel and maintenance costs are forecasted to increase by approximately $1.1M(14%) due to commodity price increases and increased vehicle mileage. This reflects in part the acquisitionand deployment of four additional used buses in 2012 to address capacity issues along Gordon Street.• Costs for Guelph Central Station are forecast to increase by $233,000 (50 per cent) due to the annualizationof the facility’s budget in 2013.• Addition of a Mobility SupervisorCity of Guelph – 2013 Tax-supported Operating Budget131

Operations, transit and Emergency servicesYear/Year Revenue Comparison$12,000$10,000$8,000‘000s$6,000$4,000$2,000$0User fees and service chargesInternal recoveries2012 2013City of Guelph – 2013 Tax-supported Operating Budget132

Operations, transit and Emergency services$18,000$16,000$14,000$12,000Year/Year Expenditure Comparison‘000s$10,000$8,000$6,000$4,000$2,000$0Salary, wages and benefitsPurchased goodsPurchased servicesFinancial expensesInternal charges2012 2013City of Guelph – 2013 Tax-supported Operating Budget133

Operations, transit and Emergency services2013 Operating Budget2012Budget2013BaseBudget2013Eff/New/GrowthImpact fromCapital2013RequestedBudget2013BudgetChange $Operations, Transit and Emergency Services26 TransitRevenueUser Fees and Service Charges ($10,757,000) (10,387,400) $0 ($10,387,400) $369,600 (3.4%)Product Sales (1,000) (1,000) 0 (1,000) 0 0.0%External Recoveries (18,000) (18,000) 0 (18,000) 0 0.0%Total Revenue (10,776,000) (10,406,400) 0 (10,406,400) 369,600 (3.4%)ExpenditureSalary, Wage and Benefits 14,389,550 15,254,780 84,500 15,339,280 949,730 6.6%Purchased Goods 797,300 785,200 0 785,200 (12,100) (1.5%)Purchased Services 586,410 681,380 500 681,880 95,470 16.3%Financial Expenses 65,000 70,000 0 70,000 5,000 7.7%Total Expenditure 15,838,260 16,791,360 85,000 16,876,360 1,038,100 6.6%Net Before Internal Charges and Recoveries 5,062,260 6,384,960 85,000 6,469,960 1,407,700 27.8%Internal Charges and RecoveriesInternal Charges 7,929,110 9,074,475 3,200 9,077,675 1,148,565 14.5%Internal Recoveries (2,866,600) (3,846,200) 0 (3,846,200) (979,600) 34.2%Total Internal Charges and Recoveries 5,062,510 5,228,275 3,200 5,231,475 168,965 3.3%Net Budget 10,124,770 11,613,235 88,200 11,701,435 1,576,665 15.6%2013BudgetChange %City of Guelph – 2013 Tax-supported Operating Budget134

Operations, transit and Emergency services>> Public WorksResidents, businesses and visitors can count on the City’s Public Works department 24 hours a day, all yearround to maintain and sustain Guelph’s roads and sidewalks, public parking, the urban forest, and corporatefleet assets. The department provides first responders to assist Police and Emergency Services during naturalor man-made emergencies. Public Works helps ensure a safe, inclusive, appealing and sustainable city throughits work in Fleet Services, Forestry, Roads and Right of Ways, and Traffic and Parking divisions.Fleet Services• Purchase, commission, assess, maintain, repair, decommission and dispose of all City vehicles andequipmentForestry• Maintain Guelph’s urban forest year-round, including street and park trees, and City-owned wood lotsRoads and Right of Ways• Maintain roads, storm collection systems, sidewalks and boulevards to ensure safe, efficient travel formotorists, cyclists and pedestrians• Maintain downtown properties; sidewalk cleaning, public waste receptacle pick-up on weekends, parkinglots, and Guelph Central Station• Coordinate and manage annual programs such as winter control and loose leaf collectionTraffic and Parking• Install and maintain traffic signals and signs to ensure safe and efficient traffic flow• Analyze motorist, cyclist and pedestrian flow to identify and resolve potential network deficiencies• Administer Guelph’s adult school crossing guard program• Operate and administer public parking facilities• Operate Guelph Farmers’ MarketCity of Guelph – 2013 Tax-supported Operating Budget135

Operations, transit and Emergency servicesFinancial Snapshot2012Budget2013RequestedYear/YearIncrease ($)Year/YearIncrease (%)Funding SourcesTax-supported % User Fee % Grants %Public Works $12,651,325 $13,439,551 $788,226 6.2% 81.3% 18.7%2012 Accomplishments• Refined key performance measures and delivered the first Public Works annual report• Increased number of downtown parking spaces by opening the Wyndham Street Lot and re-allocatingspaces in St. George’s Square• Collaborated with Finance department to review and improve model used to manage Fleet costs• Deployed effective anti-graffiti coating to conspicuous City-owned infrastructure downtown to preservearchitecture, aesthetics, and reduce clean-up costs• Introduced new governance model in collaboration with the Guelph Farmers’ Market Executive• Collaborated with Engineering Services to develop a sustainable infrastructure report card• Established a new business performance system to monitor performance of downtown maintenanceactivities• Collaborated with Planning Services and Parks and Recreation to deliver the Urban Forest Management Plan• Won a Canadian Public Works Association national award for public outreach during 2012 Public WorksWeekCity of Guelph – 2013 Tax-supported Operating Budget136

Operations, transit and Emergency servicesKey Performance MeasuresPerformance Measure 20112012EstimatedAnnual cost of roadway maintenance per lane kilometre: The overall cost of roadway maintenance $3,804 $3,960 $4,973†including winter control. It varies year-to-year based on severity of storms, extreme temperatures, heavyrains, snow, ice etc.$2,287 $2,107 $3,405†Cost of winter maintenance per lane kilometre: Varies based on potential severity of the winter season,and provides a guideline to adhere to the Federal Salt Management Plan guidelines to reduce use of salt(damage to environment) while maintaining public safety.Vehicle/equipment availability: This value represents the percentage of the total fleet assets that wereavailable to internal customers to meet their needs.Total parking spaces on and off-street downtown: downtown parking is a key component to attractbusinesses, residents and visitors to Guelph’s vibrant and growing downtown core.Number of reportable collisions per 1,000 population: The City does not control all factors that couldcontribute to collisions, but this measurement helps show how Public Works initiatives can affect thenumber of collisions on City roadways.Forestry work order attainment: This value represents the percentage of all work orders completed forthe year compared to what was planned.98% 97% 97%2,290 2,290 2,33513.4 13.6 13.698% 98% 98%2013ProjectedNote: Key performance measures include winter control activities budgeted for the historical average of 23 weather events per season. In both 2011 and 2012 the City ofGuelph experienced milder than average weather which has resulted in lower costs than budgeted.2013 Objectives• Continue refining resource planning and performance management frameworks for core activities• Issue a comprehensive Corporate Fleet Policy to operate all fleet assets in a safe, environmentallyresponsible and cost-effective manner• Continue refining fleet costing models across the corporation to find additional efficiencies• Complete the downtown parking study and implement recommendations• Establish Corporate Driver and Safety Trainer in Fleet Services division to address the City’s CommercialVehicle Operator’s Registration requirements• Collaborate with Guelph Transit to review traffic flow and improve route timing• Complete policy development in the areas of on-street overnight parking, speed zoning, neighbourhoodtraffic management and traffic signal operating procedures• Begin process for E3 (Energy, Environment, Excellence) recertification of the corporate fleet• Implement 2013 recommendations for the Urban Forest Management Plan• Investigate the treatment of freeze-thaw cycle on City sidewalks to achieve efficienciesCity of Guelph – 2013 Tax-supported Operating Budget137

Operations, transit and Emergency servicesKey Changes in 2013• Increase expenditures mainly due to fleet, equipment and vehicle-related costs such as fuel, repairs andmaintenance• Increase in street lighting hydro costs by $500,000• Revenue increase is mainly due to a proposed 5% increase in monthly parking permit fees and anticipatedadditional revenue from the parking study• Increase internal recoveries due to increasing fuel prices, change in accounting policy for equipmentreplacements and 12 full months maintaining Market Square and Guelph Central Station (annualization costs)• Additional staff: Crossing Guards and Fleet Asset TrainerCity of Guelph – 2013 Tax-supported Operating Budget138

Operations, transit and Emergency services$20,000$18,000$16,000$14,000Year/Year Revenue Comparison‘000s$12,000$10,000$8,000$6,000$4,000$2,000$0User fees and service chargesExternal recoveriesInternal recoveries2012 2013City of Guelph – 2013 Tax-supported Operating Budget139

Operations, transit and Emergency services2013 Operating Budget2012Budget2013BaseBudget2013Eff/New/GrowthImpact fromCapital2013RequestedBudget2013BudgetChange $2013BudgetChange %Operations, Transit and Emergency Services27 Public WorksRevenueUser Fees and Service Charges ($2,240,179) (2,595,989) $0 ($2,595,989) ($355,810) 15.9%Product Sales (11,000) (15,500) 0 (15,500) (4,500) 40.9%External Recoveries (649,800) (489,300) 0 (489,300) 160,500 (24.7%)Grants 0 0 0 0 0 0.0%Total Revenue (2,900,979) (3,100,789) 0 (3,100,789) (199,810) 6.9%ExpenditureSalary, Wage and Benefits 11,521,794 11,837,465 383,100 12,220,565 698,771 6.1%Purchased Goods 9,492,732 10,869,175 (41,300) 10,827,875 1,335,143 14.1%Purchased Services 3,665,909 3,728,840 70,900 3,799,740 133,831 3.7%Other Transfers 0 0 0 0 0 0.0%Financial Expenses 3,900 4,800 0 4,800 900 23.1%Total Expenditure 24,684,335 26,440,280 412,700 26,852,980 2,168,645 8.8%Net Before Internal Charges and Recoveries 21,783,356 23,339,491 412,700 23,752,191 1,968,835 9.0%Internal Charges and RecoveriesInternal Charges 8,990,770 8,517,790 33,900 8,551,690 (439,080) (4.9%)Internal Recoveries (18,122,801) (18,861,430) (2,900) (18,864,330) (741,529) 4.1%Total Internal Charges and Recoveries (9,132,031) (10,343,640) 31,000 (10,312,640) (1,180,609) 12.9%Net Budget 12,651,325 12,995,851 443,700 13,439,551 788,226 6.2%City of Guelph – 2013 Tax-supported Operating Budget141

Community and Social ServicesThe Community and Social Services Service Area strengthens citizen and stakeholder engagement to ensureCity policies, programs and services continue to reflect the needs of Guelph’s increasingly diverse and complexcommunity. The service area includes Guelph’s Business Services, Community Engagement, CorporateBuilding Maintenance, Culture and Tourism, and Parks and Recreation departments which provide facilities,programs and services for residents of all ages, incomes, physical abilities and backgrounds to enhancecommunity well-being.Organizational StructureCommunity and Social ServicesExecutive DirectorColleen BellT 519-822-1260 x 2665E colleen.bell@guelph.caExecutive AssistantSusan O’TooleT 519-822-1260 x 2662E susan.otoole@guelph.caBusinessServicesManagerPeter AvgoustisT 519-822-1260 x 2594E peter.avgoustis@guelph.caCommunityEngagementGeneral ManagerBarbara PowellT 519-822-1260 x 2675E barbara.powell@guelph.caCorporate BuildingMaintenanceGeneral ManagerMario PetricevicT 519-822-1260 x 2668E mario.petricevic@guelph.caCulture andTourismGeneral ManagerColleen ClackT 519-822-1260 x 2588E colleen.clack@guelph.caParks andRecreationGeneral ManagerMurray CameronT 519-822-1260 x 2007E murray.cameron@guelph.caAdministrationFacility Bookings andProgram RegistrationServiceGuelphAccessibility ServicesCommunity EngagementImmigration Portal ProjectLocal Immigration PartnershipSenior ServicesSocial Service Policyand LiaisonYouth ServicesCivic PrecinctCorporate PropertyCultural DevelopmentGuelph MuseumsRiver Run CentreSleeman CentreTourismRecreation FacilitiesPark Planning and DevelopmentParks Infrastructureand HorticultureTurf and Sports FieldsCity of Guelph – 2013 Tax-supported Operating Budget142

Community and Social ServicesFinancial SnapshotCommunity andSocial Services2012Budget2013RequestedYear/YearIncrease ($)Year/YearIncrease (%)Funding SourcesTax-supported % User Fee % Grants %$15,725,255 $16,255,267 $530,012 3.37% 62.05% 35.71% 2.24%2012 Accomplishments• Led Corporate Strategic Plan projects assigned to Community and Social Services• Implemented an issues management model for Community and Social Services including agendaforecasting, and communication• Led the intergovernmental relations strategy development with the County of Wellington, Board of Health,and other orders of government• Oversaw planning for the City/County Economic Summit2013 Objectives• Lead the 2013 Corporate Strategic Plan projects assigned to Community and Social Services as the leadservice area• Lead the implementation of the intergovernmental relations strategy with the County of Wellington, Boardof Health, and other orders of government• Successfully deliver the January 2013 City/County Economic Summit• Develop and implement employee engagement strategiesCity of Guelph – 2013 Tax-supported Operating Budget143

Community and Social Services>> AdministrationCommunity and Social Services Administration engages employees, provides oversight, strategic planning,direction and leadership for the service area. Administration encourages, supports and develops collaborativework teams and applies whole systems thinking to deliver creative solutions and measure performance.Financial SnapshotCommunity and SocialServices Administration2012Budget2013RequestedYear/YearIncrease ($)Year/YearIncrease (%)$975,757 $930,485 ($45,272) (4.6%) 100.0%Funding SourcesTax-supported % User Fee % Grants %Key Changes in 2013• Decrease compensation by $59,610 or 6.3% due to re-classification• Increase purchased services due to consulting expenses, and an offsetting increase in internal recoveriesdue to a one-time transfer from reserves to offset consulting fees for Community Wellbeing Initiative workCity of Guelph – 2013 Tax-supported Operating Budget144

Community and Social ServicesTrend AnalysisYear/Year Expenditure Comparison$1,000$900$800$700‘000s$600$500$400$300$200$100$0Salary, wages and benefitsPurchased servicesInternal charges2012 2013City of Guelph – 2013 Tax-supported Operating Budget145

Community and Social Services2013 Operating Budget2012Budget2013BaseBudget2013Eff/New/GrowthImpact fromCapital2013RequestedBudget2013BudgetChange $Community and Social Services40 CSS AdministrationRevenueUser Fees and Service Charges $0 0 $0 $0 $0 0External Recoveries 0 0 0 0 0 0Grants 0 0 0 0 0 0Total Revenue 0 0 0 0 0 0ExpenditureSalary, Wage and Benefits 947,540 887,930 0 887,930 (59,610) (6.3%)Purchased Goods 2,000 2,000 0 2,000 0 0.0%Purchased Services 235,742 273,555 0 273,555 37,813 16.0%Other Transfers 0 0 0 0 0 0Financial Expenses 0 0 0 0 0 0Total Expenditure 1,185,282 1,163,485 0 1,163,485 (21,797) (1.8%)Net Before Internal Charges and Recoveries 1,185,282 1,163,485 0 1,163,485 (21,797) (1.8%)Internal Charges and RecoveriesInternal Charges 12,100 13,200 0 13,200 1,100 9.1%Internal Recoveries (221,625) (246,200) 0 (246,200) (24,575) 11.1%Total Internal Charges and Recoveries (209,525) (233,000) 0 (233,000) (23,475) 11.2%Net Budget 975,757 930,485 0 930,485 (45,272) (4.6%)2013BudgetChange %City of Guelph – 2013 Tax-supported Operating Budget146

Community and Social Services>> Business ServicesThe Business Services department leads the City’s efforts to provide outstanding customer service and value.Three divisions within the department – Administration; Facility Bookings, Program Registration and SpecialEvents Coordination; and ServiceGuelph – provide front-line customer service support for several of the City’sprograms and services.Administration• Administer low-income fee assistance for recreation programs, and the Affordable Bus Pass pilot program insupport of local residents• Perform trend analysis, track key performance indicators and provide administrative support for Communityand Social Services• Assess operational effectiveness and efficiencies, provide work planning support, financial oversight andbudget coordinationFacility Bookings, Program Registration and Special Events Coordination• Coordinate permits and reservation bookings for arenas, community rooms and outdoor sports fields• Manage and administer registration for recreation programs and courses offered through the GuelphCommunity Guide• Process applications for all special event permits on City-owned property including weddings, festivals,tournaments, parades, fundraising races and runs and film shoots, and ensure compliance with legislationand by-laws• Provide user-level support for 140 CLASS software users in several City departmentsServiceGuelph• Provide front-line counter customer service at City Hall, general email support and distribution, andadminister the main switchboard line• Provide internal mail service to the corporationCity of Guelph – 2013 Tax-supported Operating Budget147

Community and Social ServicesFinancial Snapshot2012Budget2013RequestedYear/YearIncrease ($)Year/YearIncrease (%)Funding SourcesTax-supported % User Fee % Grants %Business Services $1,292,440 $1,332,338 $39,898 3.1% 99.5% 0.5%Indicator 20112012 Accomplishments• Implemented two-year pilot to determine how Guelph can offer an Affordable Bus Pass program forlow-income families in need of public transportation services• Improved customer service by implementing new phone queue technology; callers can connect with astaff member rather than leaving voicemail• Implemented new mail stamp processing hardware equipment for greater corporate efficiency• Developed and implemented new City Card; pre-paid gift card can be used for recreation passes andprograms, transit passes, publications, maps and more• Reviewed and realigned CLASS system administration to improve data and trend analysis• Completed rates and fees full costing study to set appropriate fee structuresKey Performance Measures2012Projected2013TargetCommentsNumber of special event applications processed 433 458 460 Trend toward hosting community events in outdoor park lands andopen spacesNumber of adult low-income assistance recreationapplications processedNumber of customer interactions processed atServiceGuelph counter174 260 260 Increasing participation in income assistance programs for recreationofferings27,910 32,432 33,000 Number of walk-in transactions at City Hall is increasing due toAffordable Bus Pass applications needing in–person validationNumber of bookings for all facilities 30,514 32,200 32,200 Most sports facilities and community spaces are near capacity duringprime timeNumber of program registrations 17,286 18,000 18,250 Registration in recreation programs is increasing (we are recoveringfrom the loss of registrations during economic slow-down in 2010)Number of Affordable Bus Pass applicants processedNotapplicable1800 1800 This metric highlights the initial uptake during pilot program whichexceeded expectationsCity of Guelph – 2013 Tax-supported Operating Budget148

Community and Social Services2013 Objectives• Develop and implement pricing strategy for all rates and fees including the cost and recovery structure forall community programs, bookings and services, to facilitate better cost recovery while ensuringaffordability for our citizens• Develop allocation policy for all sports and recreational facilities, to ensure equity, fairness and accessibilityKey ChangesDecreased purchased services by $18,920 or 5.8 per cent mainly due to elimination of shared serviceagreement (i.e. University of Guelph ice subsidy for sports groups)City of Guelph – 2013 Tax-supported Operating Budget149

Community and Social ServicesTrend AnalysisYear/Year Revenue Comparison$300$270$240$210‘000s$180$150$120$90$60$30$0User fees and service chargesExternal recoveriesInternal recoveries2012 2013City of Guelph – 2013 Tax-supported Operating Budget150

Community and Social ServicesYear/Year Expenditure Comparison$1,050$900$750‘000s$600$450$300$150$0Salary, wages and benefitsPurchased goodsPurchased servicesOther transfersFinancial expensesInternal charges2012 2013City of Guelph – 2013 Tax-supported Operating Budget151

Community and Social Services2013 Operating Budget2012Budget2013BaseBudget2013Eff/New/GrowthImpact fromCapital2013RequestedBudget2013BudgetChange $2013BudgetChange %Community and Social Services45 Business ServicesRevenueUser Fees and Service Charges ($5,900) (6,400) $0 ($6,400) ($500) 8.5%Licenses and Permits 0 0 0 0 0 0External Recoveries (4,500) 0 0 0 4,500 (100.0%)Total Revenue (10,400) (6,400) 0 (6,400) 4,000 (38.5%)ExpenditureSalary, Wage and Benefits 972,272 1,014,020 0 1,014,020 41,748 4.3%Purchased Goods 16,600 17,400 0 17,400 800 4.8%Purchased Services 328,760 309,840 0 309,840 (18,920) (5.8%)Other Transfers 25,000 25,000 0 25,000 0 0.0%Financial Expenses 92,858 96,358 0 96,358 3,500 3.8%Total Expenditure 1,435,490 1,462,618 0 1,462,618 27,128 1.9%Net Before Internal Charges and Recoveries 1,425,090 1,456,218 0 1,456,218 31,128 2.2%Internal Charges and RecoveriesInternal Charges 165,950 168,300 0 168,300 2,350 1.4%Internal Recoveries (298,600) (292,180) 0 (292,180) 6,420 (2.2%)Total Internal Charges and Recoveries (132,650) (123,880) 0 (123,880) 8,770 (6.6%)Net Budget 1,292,440 1,332,338 0 1,332,338 39,898 3.1%City of Guelph – 2013 Tax-supported Operating Budget152

Community and Social Services>> Corporate Building MaintenanceThe department plays a central role in city building maintenance and ensures all City-owned facilities are safe,clean, accessible and enjoyable.• Administer legislated facilities management activities including backflow prevention, annual fire alarm andelevator inspections, Electrical Safety Authority (ESA) inspections, fire safety plans, and hazardous materialsinventory• Perform preventative and on-demand maintenance in more than 80 facilities• Contribute to structural assessments for more than 150 City-owned structures and plan for remediation asrequired• Ensure City facilities remain in good condition throughout their life cycle and recommend replacement asappropriate• Implement energy-efficiency upgrades to reduce facility operating costs as part of Corporate EnergyManagement Plan• Review proposals for new City facilities to ensure operational considerations are taken into accountFinancial SnapshotCorporate BuildingMaintenance2012Budget2013RequestedYear/YearIncrease ($)Year/YearIncrease (%)Funding SourcesTax-supported % User Fee % Grants %$2,665,419 $2,677,590 $12,171 0.5% 95.3% 4.7%City of Guelph – 2013 Tax-supported Operating Budget153

Community and Social ServicesIndicator 2011Hours spent on preventativemaintenanceGross floor area of buildingsmaintainedDollars spent on life cyclereplacement projectsDollars spent on utilities (gas andelectricity) at City Hall2012 Accomplishments• Completed $700,000 worth of structural repairs to more than 20 high and medium priority buildings• Continued life cycle replacements and repairs to address three-year backlog; extended the life of theseassets and improved energy-efficiency• Established commissioning team to facilitate initial operation of new facilities including Clair RoadEmergency Services Centre, the Guelph Civic Museum, and the Market Square Pavilion; ensures facilities areenergy-efficient from the start and that staff are trained in their operation and maintenance to minimizedown time for repairs and reduce impact on users• Commissioned rink and interactive water feature in Market Square, operated the facility and providedoperational support when hosting community events and performances• Established centralized call centre for Corporate Building Maintenance service requests and beganimplementing service level agreements with other City departments to manage workload and make iteasier to address a spill or equipment breakdown; agreements ensure maintenance items don’t get missedand help staff budget appropriately for maintenanceKey Performance MeasuresProjected2012Projected2013 Comments2,200 2,500 2,500 Increased focus on preventive maintenance to avoiddisruptions and emergency repairs1,110,000square feet1,110,000square feet1,115,500square feet$1,700,000 $2,100,000 $2,210,000 Increase due to corporate investment in life cyclereplacement$271,216 $275,000 $297,000 Plan to mitigate impact of increasing energy prices byimplementing efficiency upgradesCity of Guelph – 2013 Tax-supported Operating Budget154

Community and Social Services2013 Objectives• Continued focus on preventive maintenance (2,500 hours) to prevent equipment disruptions and costlyemergency repairs• Complete required structural repairs on high-risk buildings, continue performing structural repairs onmedium-risk buildings, and begin assessment of low-risk buildings• Develop and implement a building asset database to improve forecasting and budgeting for life cyclereplacement and repairs• Develop and implement standard operating procedures for emergency generator service, after hoursservice calls, and preservation of stranded assets; minimize disruptions and improve service outside oftypical operating hours• Optimize energy use by increasing in-house knowledge of building automation systems and improvedenergy tracking as part of Corporate Energy Management Plan• Establish a benchmark for energy use at City Hall and encourage energy conservation to reduce operatingcosts as part of Corporate Energy Management Plan• Complete $2.2 million dollars in life cycle replacements including the South End Community ParkWashroom Facility• Implement service level agreements to ensure accountability and transparency in our administrativeprocesses with departmental partnersKey changes in 2013• Decreased internal charges due to reduced chargeback from Operations, Transit and Emergency Services forservices in Market Square, no service reductionCity of Guelph – 2013 Tax-supported Operating Budget155

Community and Social ServicesTrend AnalysisYear/Year Revenue Comparison$135$120$105$90‘000s$75$60$45$30$15$0User fees and service chargesExternal recoveriesInternal recoveries2012 2013City of Guelph – 2013 Tax-supported Operating Budget156

Community and Social ServicesYear/Year Expenditure Comparison$1,800$1,600$1,400$1,200‘000s$1,000$800$600$400$200$0Salary, wages and benefitsPurchased goodsPurchased servicesInternal charges2012 2013City of Guelph – 2013 Tax-supported Operating Budget157

Community and Social Services2013 Operating Budget2012Budget2013BaseBudget2013Eff/New/GrowthImpact fromCapital2013RequestedBudget2013BudgetChange $2013BudgetChange %Community and Social Services44 Corporate Building MaintenanceRevenueUser Fees and Service Charges $0 (2,500) $0 ($2,500) ($2,500) 0External Recoveries (126,000) (129,800) 0 (129,800) (3,800) 3.0%Total Revenue (126,000) (132,300) 0 (132,300) (6,300) 5.0%ExpenditureSalary, Wage and Benefits 1,622,690 1,661,573 0 1,661,573 38,883 2.4%Purchased Goods 639,299 640,227 0 640,227 928 0.1%Purchased Services 250,330 244,230 0 244,230 (6,100) (2.4%)Financial Expenses 0 0 0 0 0 0Total Expenditure 2,512,319 2,546,030 0 2,546,030 33,711 1.3%Net Before Internal Charges and Recoveries 2,386,319 2,413,730 0 2,413,730 27,411 1.1%Internal Charges and RecoveriesInternal Charges 343,400 315,700 0 315,700 (27,700) (8.1%)Internal Recoveries (64,300) (51,840) 0 (51,840) 12,460 (19.4%)Total Internal Charges and Recoveries 279,100 263,860 0 263,860 (15,240) (5.5%)Net Budget 2,665,419 2,677,590 0 2,677,590 12,171 0.5%City of Guelph – 2013 Tax-supported Operating Budget158

Community and Social Services>> Community EngagementThe department researches, develops, implements and enhances ways to inform, educate, engage andcollaborate with citizens and develops policies and programs that reflect the needs of an increasingly diverseand complex community. The six divisions within the department strive to improve community well-beingand strengthen citizen and stakeholder engagement to ensure inclusive and responsive local government.Accessibility Services• Ensure programs, services and facilities are inclusive, accessible and compliant with the Accessibility forOntarians with Disabilities Act (AODA), and adhere to the Ontario Human Rights Code as it relates topersons with disabilities• Facilitate Guelph’s Accessibility Advisory Committee and support individual citizens in advocating forincreased accessibilityCommunity Engagement• Develop City-wide framework to offer more consistent, transparent, inclusive and compelling ways toinform, educate, engage and collaborate with community members when researching and developingmunicipal policies and programs• Show residents and community groups how to provide more accessible and inclusive events and programsthough training, mentoring, facilitation, funding and in-kind supportLocal Immigration Partnership• Convene and support community partnerships to promote economic and social inclusion of immigrants• Develop an online Immigration Portal to support the economic and social inclusion of newcomers bothpre-and post-arrivalSeniors Services• Manage a 24,000 square-foot facility (Evergreen Seniors Community Centre) and offer events, programs,volunteer management and dining room services in partnership with the Guelph Wellington SeniorsAssociation• Ensure older adults have opportunities to participate in City events, programs, initiatives, and policydecisions impacting the lives of seniors and other community members in GuelphCity of Guelph – 2013 Tax-supported Operating Budget159

Community and Social ServicesSocial Services Policy and Liaison• Develop, implement and evaluate policies and programs to support vibrant and inclusive communitiesincluding the Guelph Community Wellbeing Initiative, Guelph Investment Strategy and the Affordable BusPass• Provide oversight, research and program expertise; review social services delivered by the County ofWellington and non-profit health and social service providers including Guelph’s emergency youth shelterand long-term care services to ensure they meet community needs and expectationsYouth Services• Coordinate youth services and advocate for City programs and policies designed to engage, consider andreflect the needs of youth in GuelphFinancial Snapshot2012Budget2013RequestedYear/YearIncrease ($)Year/YearIncrease (%)Funding SourcesTax-supported % User Fee % Grants %Community Engagement $2,087,211 $2,349,145 $261,934 12.5% 66.0% 22.6% 11.4%City of Guelph – 2013 Tax-supported Operating Budget160

Community and Social Services2012 Accomplishments• Developed and introduced Guelph’s Community Engagement Framework to improve citizen participationin City decision-making• Established a cross-departmental team to evaluate the City’s options to provide high-quality and costeffectivelong-term care services for Guelph• Celebrated 20 years of successful partnership with Guelph Wellington Seniors Association• Developed Community Investment Strategy to improve how the City provides financial support for localnot-for-profit organizations and community groups using existing Council-approved $3 million in fundingfor 2013• Processed 1,800 applications for Guelph’s Affordable Bus Pass pilot project• Engaged 292 stakeholders to develop Guelph’s Older Adult Strategy and 10-year implementation plan toensure the highest possible quality of life for Guelph’s aging population• Engaged local youth and key stakeholders in developing Guelph’s 2013-18 Youth Strategy to increasemeaningful youth engagement and participation in local government• Monitored all municipally-funded programs administered by the County of Wellington to increaseaccountability and transparency in the provision of these services• Completed design and costing for a permanent skatepark to support the proposed development of apermanent facility by 2016• STEPS (support through engagement, programming and sport) program partnership with WyndhamHouse youth shelter provided 926 underserved or marginalized young people with free recreational andsocial programming including yoga, beach volleyball, pottery, videography, basketball, and indoor rockclimbing• Updated Guelph’s Facility Accessibility Design Manual (FADM) to ensure a transparent process whenapplying the FADM standards• Engaged over 70 individuals representing various groups in the community, including newcomers,ethno-cultural organizations, service providers, businesses and the public in creating a more welcomingand inclusive community for immigrants• Gathered more than 3,000 citizen inputs to be used in developing Guelph’s 10-year Community WellbeingPlanCity of Guelph – 2013 Tax-supported Operating Budget161

Community and Social ServicesKey Performance MeasuresPerformance MeasureDepartmental customer/participant/partner satisfaction2011Actual2012Estimated2013TargetsComments90% 91.9% 92% Satisfaction of our customers, partners and participants is a goodindicator of their level of engagement, their likelihood to continue toparticipate and impacts our revenuesVolunteer hours 6,1679 60,000 40,000 Anticipate a decrease as neighbourhood groups are incorporated andwill not be included in our statsProgram/training attendees 5,000 33,066 28,066 This year’s estimated included increased activities in Local ImmigrationPartnership (LIP) and Youth Services. 2013 Targets relate toincorporation of neighbourhood groups and potential end of LIPfunding in March 2013.2013 Objectives• Implement Community Engagement Framework in all City departments including staff training, supportsystems and tools• Recommend high-quality, cost-effective option for long-term care services that offers financialaccountability, transparency and sustainability for the City• Improve Community Grant program and develop innovation fund to better respond to community needsin a more transparent and accountable way; implement in 2014• Continue Affordable Bus Pass pilot project, evaluate the pilot project and recommend appropriate action in2014• Implement Council-approved Older Adult Strategy implementation plan to ensure the highest possiblequality of life for Guelph seniors• Implement Council-approved 2013-18 Youth Strategy and recommendations for engaging youth inmunicipal government• Implement community benefit agreements for key service partners such as the youth shelter, the GuelphWellington Senior’s Association to outline shared goals, outcomes and mutual responsibilities• Partner with County of Wellington and several key stakeholders to develop Housing and Homelessness Planwhich meets a legislated requirement, highlighting community priorities and actions with an emphasis onaffordable housing• Develop response to provincial funding changes for social service recipients to ensure services meet localneeds• Present community skatepark design and budget to City Council for endorsementCity of Guelph – 2013 Tax-supported Operating Budget162

Community and Social Services• Explore funding opportunities to continue STEPS partnership with Wyndham House to continue offeringrecreation and social programming to marginalized youth after 2013• Complete 10 budgeted Facility Accessibility Audits in high-traffic facilities to ensure accessibility inaccordance with the Corporate FADM• Develop and launch Immigration Portal as a centralized source of information for new immigrants,established residents, and local service providers on local services and activities that support immigrantattraction, settlement and retention in Guelph and Wellington County.• Implement recommendations of Community Wellbeing Plan to improve the quality of life inneighbourhoods, communities and across the entire cityKey Changes in 2013• Increase by $214,350 to operate the Affordable Bus Pass project for a full 12 months in 2013• Increase compensation by $119,765 or 7.7% due in part to additional temporary staff creating ImmigrationPortal ($75,000) and offset by $119,350 increase in grant funding for the projectCity of Guelph – 2013 Tax-supported Operating Budget163

Community and Social ServicesTrend AnalysisYear/Year Revenue Comparison$700$600$500‘000s$400$300$200$100$0User fees and service chargesProduct salesExternal recoveriesGrants2012 2013Internal recoveriesCity of Guelph – 2013 Tax-supported Operating Budget164

Community and Social ServicesYear/Year Expenditure Comparison$1,800$1,600$1,400$1,200‘000s$1,000$800$600$400$200$0Salary, wages and benefitsPurchased goodsPurchased servicesOther transfersInternal charges2012 2013City of Guelph – 2013 Tax-supported Operating Budget165

Community and Social Services2013 Operating Budget2012Budget2013BaseBudget2013Eff/New/GrowthImpact fromCapital2013RequestedBudget2013BudgetChange $2013BudgetChange %Community and Social Services42 Community Engagement and Social Services LiaisonRevenueUser Fees and Service Charges ($221,600) (662,100) $0 ($662,100) ($440,500) 198.8%Product Sales (90,100) (90,100) 0 (90,100) 0 0.0%External Recoveries (52,900) (52,900) 0 (52,900) 0 0.0%Grants (284,067) (405,305) 0 (405,305) (121,238) 42.7%Total Revenue (648,667) (1,210,405) 0 (1,210,405) (561,738) 86.6%ExpenditureSalary, Wage and Benefits 1,557,437 1,677,202 0 1,677,202 119,765 7.7%Purchased Goods 188,240 210,142 0 210,142 21,902 11.6%Purchased Services 719,488 768,278 0 768,278 48,790 6.8%Other Transfers 288,038 53,088 0 53,088 (234,950) (81.6%)Total Expenditure 2,753,203 2,708,710 0 2,708,710 (44,493) (1.6%)Net Before Internal Charges and Recoveries 2,104,536 1,498,305 0 1,498,305 (606,231) (28.8%)Internal Charges and RecoveriesInternal Charges 64,275 927,740 0 927,740 863,465 1,343.4%Internal Recoveries (81,600) (76,900) 0 (76,900) 4,700 (5.8%)Total Internal Charges and Recoveries (17,325) 850,840 0 850,840 868,165 (5,011.1%)Net Budget 2,087,211 2,349,145 0 2,349,145 261,934 12.5%City of Guelph – 2013 Tax-supported Operating Budget166

Community and Social Services>> Culture and TourismThe department develops and delivers creative, compelling and innovative programs that improve Guelph’squality of life and community well-being. Culture and Tourism activities make the city more inclusive andappealing for residents, businesses and visitors and allow Guelph to bring in revenue from outside the city. Thedepartment coordinates programming, marketing, fundraising and other activities to support events, exhibitsand performances in Guelph’s Market Square, River Run Centre, Sleeman Centre, Guelph Civic Museum andJohn McCrae House.Cultural Development• Manage volunteer services at Guelph’s culture and heritage facilities which minimizes staffing costs• Coordinate and promote arts and culture programs and initiatives in partnership with the arts community• Liaise with and provide support for community arts and cultural organizations and individuals contributingto a vibrant, creative and inclusive communityGuelph Museums• Manage operation of the new Guelph Civic Museum; the facility has three times the square footage tostore, archive, program and exhibit Guelph’s collection of more than 30,000 artefacts celebrating theGuelph’s social, cultural and industrial history• Manage operations of Guelph’s National Historic Site John McCrae House including exhibits and educationprogramsRiver Run Centre• Manage and promote events and performances at River Run Centre’s 785 seat theatre, 225 seat theatre andmulti-purpose reception space• Offer high-quality performances and events designed to attract and delight audiences of all ages and tastesSleeman Centre• Manage all operations of the Sleeman Centre; the 4,500 seat arena is home ice for Guelph’s Ontario HockeyLeague team, the Guelph Storm, and the premiere location for sports and entertainment in the cityCity of Guelph – 2013 Tax-supported Operating Budget167

Community and Social ServicesTourism• Deliver front-line visitor information services at City Hall and online via visitguelphwellington.ca to ensurevisitors feel welcome and enjoy their experience in the city• Provide destination marketing programs for tourism industry partners through the Tourism PartnershipProgram; promote Guelph as an attractive tourist destination (cost recovery program)Financial Snapshot2012Budget2013RequestedYear/YearIncrease ($)Year/YearIncrease (%)Funding SourcesTax-supported % User Fee % Grants %Culture and Tourism $2,132,001 $2,088,367 ($43,634) (2.0%) 32.5% 65.3% 2.2%2012 Accomplishments• Opened the new Guelph Civic Museum in the former Loretto Convent; increased attendance and revenue• Opened Market Square and hosted donor reception to engage and thank community members forcontributing to the success of the new facility• Hosted several well-attended community events at Market Square including the Mayor’s New Year’s Levee,movie nights, Fourth Friday events, John Galt Day, RBC Market Day skates• Improved Arts and Culture section on guelph.ca to raise community awareness about programs andservices• Improved service to Sleeman Centre guests through Guelph’s Fan Experience program; spectators use smartphones to access promotional offers or report concerns in real-time• Introduced three-stream recycling at the Sleeman Centre to help reach Guelph’s waste diversion goals• Secured funding to purchase stage equipment for Market Square and other event spaces• Celebrated National Culture Days including River Run’s 15th Anniversary open house and tours• Exceeded revenue targets for Visit Guelph tourism partnership and marketing programs; establishing amembership of over 150 industry partners including destinations, hotels, restaurants and other hospitalityvenues• Used Ontario Market Investment Fund to deliver the Taste Real Culinary Tourism program for Guelph andWellington County, and provided marketing benefits to increase business for more than 120 partners in theregion• Raised more than $40,000 for three food access and food security organizations in Guelph through the TasteReal Field Dinner• Launched Guelph’s first mobile application—Visit Guelph—highlighting local features and events; one ofonly five mobile tourism apps in OntarioCity of Guelph – 2013 Tax-supported Operating Budget168

Community and Social ServicesKey Performance MeasuresPerformance Measure2011Actual2012Estimated2013TargetPer capita revenue from food and beverage at Storm Games $7.34 $7.51 $7.65The City does not have direct control over number of attendees at Guelph Storm games. The success of those events greatly impacts the Sleeman Centre bottom line. Animportant performance measure is the per capita revenue from food and beverage sales.Total number of River Run Centre attendees 116,705 118,000 120,000Total attendance at River Run-presented shows, combined with rental events and performances, is a good indicator of overall usage as well as earned revenue.Museum research requests 1,028 2,500 2,600Research requests are a strong indicator of museum activity, staff time and interest from the community. Requests are up significantly from both 2010 and 2011, followingthe relocation to the new Civic Museum.Gross earned revenues ticket sales and admissions charges, food and beverage revenue, revenues for third party services$4,023,000 $4,218,000 $4,265,000provided to clients, sponsorship and fundraising, and tourism revenuesExpected to exceed $ 4,250,000 in 2013 as earned revenues increase with opening of new museum, Market Square and increased activity in other facilities along withincreased tourism revenues.2013 Objectives• Deliver cultural mapping portal; a website identifying, recording, and classifying Guelph’s cultural resourcesto support long-term cultural planning and grow Guelph’s creative economy• Review Tourism’s operations to ensure Guelph is using best business model to deliver exceptional customerservice to visitors, and marketing benefits to our tourism industry partners• Complete a corporate mural policy to govern the selection and installation of murals on public property;beautification and anti-graffiti initiative• Develop new revenue generating opportunities for the Guelph Civic Museum• Introduce the Sweet Seat program at the Sleeman Centre allowing guests to order and pay for concessionfare from their seat; improve service to guests and increase revenue from sales• Continue developing and expanding events and programs in Market Square to encourage communityusage• Host the 2013 OFSSA wrestling championships at the Sleeman Centre with support from Tourism;substantial economic impact for the area including hotels, restaurants, and local shopping• Implement recommended upgrades to reduce energy consumption and costs as part of the CorporateEnergy Management PlanCity of Guelph – 2013 Tax-supported Operating Budget169

Community and Social ServicesKey Changes in 2013• Increase purchased goods by $96,590 or 8.1% due to increasing utility costs ($36,100) and operating costs($69,560) offset by a reduction in promotional materials• Increase user fees and service charges revenue by $98,926 or 5.1%• Increase product sales revenues by $118,094 due to increased food and beverage sales. This increase isoffset by higher operating costs• Decrease grant revenue and associated expenditures by $80,000 each as no grant is expected from theCreative Communities Prosperity Fund• Based on a full year of operating the new Guelph Civic Museum, increased revenue and decreased expenseswill result in overall reduction of $42,868 in operating costsCity of Guelph – 2013 Tax-supported Operating Budget170

Community and Social ServicesTrend AnalysisYear/Year Revenue Comparison$2,500$2,000‘000s$1,500$1,000$500$0User fees and service chargesProduct salesExternal recoveriesGrants2012 2013Internal recoveriesCity of Guelph – 2013 Tax-supported Operating Budget171

Community and Social ServicesYear/Year Expenditure Comparison$4,000$3,500$3,000$2,500‘000s$2,000$1,500$1,000$500$0Salary, wages and benefitsPurchased goodsPurchased servicesFinancial expensesInternal charges2012 2013City of Guelph – 2013 Tax-supported Operating Budget172

Community and Social Services2013 Operating Budget2012Budget2013BaseBudget2013Eff/New/GrowthImpact fromCapital2013RequestedBudget2013BudgetChange $2013BudgetChange %Community and Social Services43 Culture and Tourism DivisionRevenueUser Fees and Service Charges ($1,943,574) (2,042,500) $0 ($2,042,500) ($98,926) 5.1%Product Sales (1,101,306) (1,219,400) 0 (1,219,400) (118,094) 10.7%External Recoveries (954,046) (933,550) 0 (933,550) 20,496 (2.1%)Grants (219,000) (139,000) 0 (139,000) 80,000 (36.5%)Total Revenue (4,217,926) (4,334,450) 0 (4,334,450) (116,524) 2.8%ExpenditureSalary, Wage and Benefits 3,422,359 3,461,717 0 3,461,717 39,358 1.2%Purchased Goods 1,197,325 1,293,915 0 1,293,915 96,590 8.1%Purchased Services 1,323,198 1,251,800 0 1,251,800 (71,398) (5.4%)Long Term Debt Charges 0 0 0 0 0 0.0%Financial Expenses 80,150 83,650 0 83,650 3,500 4.4%Total Expenditure 6,023,032 6,091,082 0 6,091,082 68,050 1.1%Net Before Internal Charges and Recoveries 1,805,106 1,756,632 0 1,756,632 (48,474) (2.7%)Internal Charges and RecoveriesInternal Charges 357,500 366,140 0 366,140 8,640 2.4%Internal Recoveries (30,605) (34,405) 0 (34,405) (3,800) 12.4%Total Internal Charges and Recoveries 326,895 331,735 0 331,735 4,840 1.5%Net Budget 2,132,001 2,088,367 0 2,088,367 (43,634) (2.0%)City of Guelph – 2013 Tax-supported Operating Budget173

Community and Social Services>> Parks and RecreationGuelph’s parks, trails, recreation spaces and programs are essential to the quality of life in our city. The Parksand Recreation department ensures Guelph’s parks and open spaces are well-designed, safe and appealing,and its two divisions—Parks and Open Space, and Recreation and Facility Programming—boost communitywell-being by promoting affordable ways to enjoy a healthy, active lifestyle.NOTE: For the purpose of this report, a financial snapshot, 2012 accomplishments, key performance measures, 2013 objectives andkey changes are included for each division.Parks and Open Space• Design and build new parks and trails• Review development applications to ensure adequate parkland or cash-in-lieu to acquire new park land• Renew and redevelop existing parks and infrastructure, i.e., playground retrofits• Maintain parks and trails to ensure public safety and enjoyment of public spaces; grass cutting and sportsfield, playground and trail maintenance, horticulture services and park sanitation• Operate splash pads, wading pools and amusement rides• Provide operational support for hundreds of community events including festivals and sports tournamentsFinancial Snapshot2012Budget2013RequestedYear/YearIncrease ($)Year/YearIncrease (%)Funding SourcesTax-supported % User Fee % Grants %Parks $4,847,419 $5,059,132 $211,713 4.4% 89.3% 10.7%City of Guelph – 2013 Tax-supported Operating Budget174

Community and Social Services2012 Accomplishments• Implemented master plans for Castlebury and Wilson Farm Parks, and initiated the second phase ofconstruction for Eastview sports fields including four lit and irrigated full-sized sports fields• Retrofitted Norm Jary and Hanlon Creek Park splash pads using ultra violet water treatment systems to meetprovincial public health guidelines• Retrofitted and modernized playground equipment at Wolfond Park East and Eramosa River Park, andupgraded the resilient base surface at Colonial, Dakota and Gosling Gardens Parks to meet CanadianStandards Association safety standards• Collaborated with Engineering Services to implement four kilometres of multi-use trail in the Hanlon CreekBusiness Park as part of the Guelph Trails Master Plan• Upgraded irrigation systems to be compatible with a centralized computer-controlled irrigation system forCity sports fieldsKey Performance MeasuresPerformance MeasureOperating costs of parks, per hectareParks are public open areas used for recreation and leisure while preserving our natural heritage. Thisfigure includes active, programmable, bookable and passive spaces.Total kilometres of trail per 1000 residentsTrails provide for leisure opportunities, alternate transportation routes and linkages for local wildlife.Hectares of parks and open spaceOutdoor public open spaces that are generally accessible and provide opportunities and benefits ofrecreation, while contributing to the protection of the open space and the environment.2011Actual2012EstimatedProjected2013$3,762 $3,823 $3,7830.345 0.346 0.3681184 1268 1310City of Guelph – 2013 Tax-supported Operating Budget175

Community and Social Services2013 Objectives• Develop business case and explore alternative funding sources and partnerships to support the South EndCommunity Centre• Implement centralized irrigation control system in partnership with Information Technology and WaterServices to reduce irrigation water consumption and associated energy costs by about 30 per cent, whileproviding optimum growing conditions for natural sports turf• Retrofit playground equipment at Bathgate, Dakota, Franchetto, Golfview, Hartsland, Macalister and PineRidge Parks• Build 2.25 kilometres of trail at Castlebury Park/Northwest drainage channel, Eastview, Watson CreekSubdivision Northern Heights• Design 2.2 kilometres of the Waterfall Trail along the Speed River between Silvercreek Park and ImperialRoad• Continue assessing park infrastructure as part of park infrastructure gap analysis and capital budget forecast;not including required life cycle playground equipment replacement• Explore innovative recreational, cultural and educational programs to create parks as living communitycentres to enhance the park experienceKey Changes in 2013• Increase compensation by $366,637 or 11.4% of which $185,400 is associated with new parks, includingEastview Sports Park, Wilson Farm Park and Castlebury Parks, becoming operational and increase staff costof $ 117,000 for winter control• Increased internal recoveries by $126,600 or 213.1% mainly due to an increase of recoveries from wintercontrol offsetting $117,000 increase in compensation expenditures• Internal charges increase of $19,500 or 1.4% through maintenance management charges by Fleet• Increase user fees and service charges revenue by $71,600 or 18.8% of which $49,000 is associated with newparks, including Eastview Sports Park, Wilson Farm Park and Castlebury Parks, become operationalCity of Guelph – 2013 Tax-supported Operating Budget176

Community and Social ServicesTrend AnalysisYear/Year Revenue Comparison$500$450$400$350‘000s$300$250$200$150$100$50$0User fees and service chargesProduct salesExternal recoveriesInternal recoveries2012 2013City of Guelph – 2013 Tax-supported Operating Budget177

Community and Social ServicesYear/Year Expenditure Comparison$4,000$3,500$3,000$2,500‘000s$2,000$1,500$1,000$500$0Salary, wages and benefitsPurchased goodsPurchased servicesOther transfersInternal charges2012 2013City of Guelph – 2013 Tax-supported Operating Budget178

Community and Social Services2013 Operating Budget2012Budget2013BaseBudget2013Eff/New/GrowthImpact fromCapital2013RequestedBudget2013BudgetChange $Community and Social Services46 ParksRevenueUser Fees and Service Charges ($381,400) (404,000) ($49,000) ($453,000) ($71,600) 18.8%Product Sales (28,000) (28,600) 0 (28,600) (600) 2.1%External Recoveries (122,600) (123,100) 0 (123,100) (500) 0.4%Total Revenue (532,000) (555,700) (49,000) (604,700) (72,700) 13.7%ExpenditureSalary, Wage and Benefits 3,219,269 3,400,501 185,400 3,585,901 366,632 11.4%Purchased Goods 642,678 590,940 44,100 635,040 (7,638) (1.2%)Purchased Services 158,672 174,091 15,100 189,191 30,519 19.2%Other Transfers 25,000 27,000 0 27,000 2,000 8.0%Financial Expenses 0 0 0 0 0 #DIV/0!Total Expenditure 4,045,619 4,192,532 244,600 4,437,132 391,513 9.7%Net Before Internal Charges and Recoveries 3,513,619 3,636,832 195,600 3,832,432 318,813 9.1%Internal Charges and RecoveriesInternal Charges 1,393,200 1,412,700 0 1,412,700 19,500 1.4%Internal Recoveries (59,400) (186,000) 0 (186,000) (126,600) 213.1%Total Internal Charges and Recoveries 1,333,800 1,226,700 0 1,226,700 (107,100) (8.0%)Net Budget 4,847,419 4,863,532 195,600 5,059,132 211,713 4.4%2013BudgetChange %City of Guelph – 2013 Tax-supported Operating Budget179

Community and Social ServicesRecreation and Facility Programming• Operate and maintain safe, clean and affordable recreational facilities including indoor and outdoor poolsand arenas• Develop and provide recreation programming of interest to people of all ages and skill levels includingaquatic lessons for all skill levels and summer camp programs• Liaise with sports groups and associations using City parks and facilities• Develop policies regarding use of City parks and facilities to ensure safe, consistent and equitable practices• Recreation facility development including Victoria Road Community Centre renovation, South EndCommunity Centre business case developmentFinancial SnapshotRecreation and FacilityProgramming2012Budget2013RequestedYear/YearIncrease ($)Year/YearIncrease (%)Funding SourcesTax-supported % User Fee % Grants %$1,725,008 $1,818,210 $93,202 5.4% 33.2% 66.0% 0.8%2012 Accomplishments• Contributed to Corporate Energy Management Plan and developed recommendations to reduce energycosts at recreation facilities• Reviewed and improved recreation program offerings to increase participation and revenue• Installed and began commissioning cogeneration system at the West End Community Centre (WECC);provide emergency power at the WECC as part of Guelph’s emergency preparedness planning, and plan toreduce operating costs• Upgraded refrigeration unit at the Victoria Road Recreation Centre as part of scheduled life cycle facilityworkCity of Guelph – 2013 Tax-supported Operating Budget180

Community and Social ServicesIndicator 2011Number of hours used at arenas 14,453.75(including drypad usage)Key Performance Measures2012Estimated 2013 Target Comments14,500 14,520 Ice market is generally static in prime time hours due tofixed supply.Number of hours used at pools 10,515 10,565 10,575 Only four primary rental groups for pools. Limited rentalpotential at WECC and Centennial due to existing jointuse agreements and facility programmingNumber of swim lessonparticipantsNumber of communityprogram participantsNumber of admissions inpublic skating and shinnyNumber of admissions inpublic swimming10,863 12,340 12,500 Anticipated slower growth driven by demographics -youth are our principal clients for swim lessons, and thepercentage of youth in Guelph is declining4,352 4,400 4,400 Potential for growth, but limited by lack of suitableprogramming space15,591 16,100 16,300 Potential for growth75,403 77,000 77,300 Some potential for growth but times compete withexisting private rentals2013 Objectives• Transition wading pools and splash pad programming from Park Operations to Recreation Aquatics to alignwith operational expertise• Implement energy conservation initiatives to reduce operating costs as part of the Corporate EnergyManagement Plan• Fully commission the cogeneration system at the West End Community Centre; reduce operating costs bycapturing waste heat and using it to heat water at the facility• Initiate background study to renovate the Victoria Road Recreation Centre as the average lifespan of amulti-purpose recreational facility is approximately 40 years; 2014 will be the facility’s 40th anniversaryKey Changes in 2013Increase revenue by $59,843 or 1.7% due to increased user fees, service charges and provincial grantsCity of Guelph – 2013 Tax-supported Operating Budget181

Community and Social ServicesTrend AnalysisYear/Year Revenue Comparison$3,600$3,200$2,800$2,400‘000s$2,000$1,600$1,200$800$400$0User fees and service chargesProduct salesExternal recoveries2012 2013GrantsInternal recoveriesCity of Guelph – 2013 Tax-supported Operating Budget182

Community and Social ServicesYear/Year Expenditure Comparison$4,000$3,500$3,000$2,500‘000s$2,000$1,500$1,000$500$0Salary, wages and benefitsPurchased goodsPurchased servicesInternal charges2012 2013City of Guelph – 2013 Tax-supported Operating Budget183

Community and Social Services2013 Operating Budget2012Budget2013BaseBudget2013Eff/New/GrowthImpact fromCapital2013RequestedBudget2013BudgetChange $Community and Social Services41 Recreation Programs and FacilitiesRevenueUser Fees and Service Charges ($3,428,482) (3,477,275) $0 ($3,477,275) ($48,793) 1.4%Product Sales (19,600) (19,600) 0 (19,600) 0 0.0%External Recoveries (111,900) (112,250) 0 (112,250) (350) 0.3%Grants (32,000) (42,700) 0 (42,700) (10,700) 33.4%Total Revenue (3,591,982) (3,651,825) 0 (3,651,825) (59,843) 1.7%ExpenditureSalary, Wage and Benefits 3,482,220 3,621,975 0 3,621,975 139,755 4.0%Purchased Goods 1,239,200 1,230,400 0 1,230,400 (8,800) (0.7%)Purchased Services 385,670 389,460 0 389,460 3,790 1.0%Financial Expenses 0 0 0 0 0 0Total Expenditure 5,107,090 5,241,835 0 5,241,835 134,745 2.6%Net Before Internal Charges and Recoveries 1,515,108 1,590,010 0 1,590,010 74,902 4.9%Internal Charges and RecoveriesInternal Charges 371,700 381,300 0 381,300 9,600 2.6%Internal Recoveries (161,800) (153,100) 0 (153,100) 8,700 (5.4%)Total Internal Charges and Recoveries 209,900 228,200 0 228,200 18,300 8.7%Net Budget 1,725,008 1,818,210 0 1,818,210 93,202 5.4%2013BudgetChange %City of Guelph – 2013 Tax-supported Operating Budget184

Corporate and Human ResourcesThe service area supports all City departments in providing outstanding municipal service and value to thecommunity. The City Clerk’s Office, Corporate Communications, Human Resources, Information Technologyand Legal and Realty Services provide proactive advisory, information and service functions to ensure accountabilityand transparency, manage corporate risk, ensure legislative compliance and provide services aligned with theCity’s values of integrity, excellence and wellness to enhance employee and community well-being.NOTE: Guelph’s Provincial Court Administration also fall under this service area, and is represented in Guelph’s Enterprise budget(non tax-supported).Organizational StructureCorporate and Human ResourcesExecutive DirectorMark AmorosiT 519-822-1260 x 2281E mark.amorosi@guelph.caExecutive AssistantMary ConnerT 519-822-1260 x 2235E mary.oconner@guelph.caCity Clerk’sO ffi c eCity ClerkBlair LabelleT 519-822-1260 x 2232E blair.labelle@guelph.caCorporateCommunicationsCorporate ManagerTara SpriggT 519-822-1260 x 2610E tara.sprigg@guelph.caCourtServicesManagerBrad CouttsT 519-822-1260 x 2909E brad.coutts@guelph.caHumanResourcesGeneral ManagerDavid GodwaldtT 519-822-1260 x 2848E david.godwaldt@guelph.caInformationTechnologyGeneral ManagerGilles DupuisT 519-822-1260 x 5644E gilles.dupuis@guelph.caLegal andRealty ServicesGeneral ManagerDonna JaquesT 519-822-1260 x 2288E donna.jaques@guelph.caAdministrationProsecutionsCompensation, Benefits,HRIS and PayrollStaffing and Workforce PlanningLabour Relations/Healthand SafetyOrganizational DevelopmentClient ServicesCorporate ApplicationsNetwork ServicesProject Management andBusiness SystemsLegal ServicesRealty ServicesNote: Total non-union management staff and CUPE local 973 staff includes 70 full-time employees (excludes FTE from CourtServices which are included in the Enterprise budget)City of Guelph – 2013 Tax-supported Operating Budget185

Corporate and Human ResourcesFinancial SnapshotCorporate andHuman Resources2012Budget2013RequestedYear/YearIncrease ($)Year/YearIncrease (%)Funding SourcesTax-supported % User Fee % Grants %$8,664,860 $9,453,111 $788,251 9.10% 96.89% 2.55% 0.56%2012 Accomplishments• Completed an Open Government Framework to define a program designed to make it easier for residents,businesses and visitors to access City information and participate in decision-making and use technology toencourage and support public innovation and engage the community• Achieved 77% participation in the employee engagement survey; 2% higher than the participation rate ofCanada’s best employers and will use results to build employee engagement strategy and implementationplan• Developed Corporate Technology Strategic Plan including recommendations for open government,technology governance, service standards and sustainability• Give Waste a New Life: cart roll out; award-winning community education program supported transition tocart-based waste collection system designed to reduce City’s operating costs and greenhouse gasemissions2013 Objectives• Review level of service and investigate use of alternative voting channels for the 2014 municipal election• Continue implementing the Employee Engagement Strategy and ensure compliance with employmentstandards under the Accessibility for Ontarians with Disabilities Act• Implement Corporate Technology Strategic Plan and recommendations to improve access to Cityinformation, increase opportunities for citizen engagement and enhance public services using modernbusiness systemsCity of Guelph – 2013 Tax-supported Operating Budget186

Corporate and Human Resources>> City Clerk’s OfficeThe department ensures accountability, transparency and engagement by administering legislative processes,maintaining and managing public records and conducting elections.• Advise City departments and Council on matters of procedure, policy and federal, provincial and municipallegislation• Manage calendar of Council and Committee meetings, a forecast calendar and the appointment process foradvisory committees, agencies, boards and commissions• Manage and publish Council and Committee meeting agendas, minutes and a formal record of decisions• Preserve the integrity of the local legislative process by promoting opportunities for the public toparticipate in Council and Committee meetings pursuant to the Planning Act, the Municipal Act, theDevelopment Charges Act and the Heritage Act• Process marriage license applications, perform marriage ceremonies, process burial permits, deathcertificates and register deaths under the Vital Statistics Act• Execute City By-laws and agreements and prepare documents pursuant to the Commissioner for TakingAffidavits Act• Coordinate and respond to all requests received under the Municipal Freedom of Information andProtection of Privacy Act and provides corporate support regarding access and privacy issues• Provide efficient and effective operation of the corporate print room by managing requisitions andchargebacks• Act as the Returning Office to manage local elections for offices on City Council and local school boardsFinancial Snapshot2012Budget2013RequestedYear/YearIncrease ($)Year/YearIncrease (%)Funding SourcesTax-supported % User Fee % Grants %Clerk Services $700,239 $711,340 $11,101 1.6% 83.3% 16.7%City of Guelph – 2013 Tax-supported Operating Budget187

Corporate and Human Resources2012 Accomplishments• Developed a rolling calendar for all Committees of Council to increase accountability and serve as aperformance measurement tool• Enhanced procedural and governance-related processes by revising and implementing a new ProceduralBy-law and Closed Meeting Protocol• Implemented a corporate meeting forecast calendar to improve management of Council business• Reassessed and modified the agenda preview process to use staff resources more efficiently and free upinternal capacity• Consolidated and published a reference tool for accountability and transparency measures to enhanceaccessibility of the City’s governance processes• Updated the City’s Governance Manual to capture changes made to Council procedure and to reflectorganizational changes• Conducted a Council governance survey and reported the summary of results to inform continuousimprovement efforts• Completed an Open Government Framework to define a program designed to make it easier for residents,businesses and visitors to access City information and participate in decision-making and use technology toencourage and support public innovation and engage the communityKey Performance MeasuresNumber of Council / Committee meetings 2007 2008 2009 2010* 20112012ProjectedOpen Council 35 47 36 27 45 36Closed Council 34 30 27 21 23 28Standing Committees 53 61 46 41 51 50Total 122 138 109 89 119 114*A year in which there were approximately three less council cycles due to a municipal electionCity of Guelph – 2013 Tax-supported Operating Budget188

Corporate and Human Resources2012Number of by-laws processed 2007 2008 2009 2010 2011 Projected298 258 263 265 190* 185*Reduced number partially due to delegation of authority2012Number of FOI Applications Processed 2010 2011 Projected40 25 100**Increase attributed to the number of privacy awareness education sessions and a greater commitment to ensure that relevant information requests are subject to review bythe Privacy and Access Specialist2013 Objectives• Improve efficiency of meeting management by reviewing current practices• Assess the City’s current records management processes to support the development of an action plan toimprove and enhance records management systems• Review and update Access and Privacy-related policies, processes and procedures and develop stafforientation and training program• Review level of service and investigate use of alternative voting channels for the 2014 municipal electionKey Changes• Increased revenues by $9,000 in commissioner fees and marriage services• Increased compensation by $100,000 for the Records and Information Management Specialist position, thatis offset by $100,000 increase in internal recoveries from the Strategic Initiative Reserve• Increased purchased services by $12,000 for catering services• Decreased purchased goods by $2,050 to better reflect actual spending in 2012City of Guelph – 2013 Tax-supported Operating Budget189

Corporate and Human Resources$160$140Year/Year Revenue Comparison$120‘000s$100$80$60$40$20$0User fees and service chargesExternal recoveriesInternal recoveries2012 2013City of Guelph – 2013 Tax-supported Operating Budget190

Corporate and Human ResourcesYear/Year Expenditure Comparison$900$800$700$600‘000s$500$400$300$200$100$0Salary, wages and benefitsPurchased goodsPurchased servicesInternal charges2012 2013City of Guelph – 2013 Tax-supported Operating Budget191

Corporate and Human Resources2013 Operating Budget2012Budget2013BaseBudget2013Eff/New/GrowthImpact fromCapital2013RequestedBudget2013BudgetChange $2013BudgetChange %Corporate and Human Resources55 Clerk ServicesRevenueUser Fees and Service Charges ($71,600) (79,200) $0 ($79,200) ($7,600) 10.6%Product Sales 0 0 0 0 0 0.0%Licenses and Permits (60,000) (62,000) 0 (62,000) (2,000) 3.3%External Recoveries (1,500) (1,500) 0 (1,500) 0 0.0%Total Revenue (133,100) (142,700) 0 (142,700) (9,600) 7.2%ExpenditureSalary, Wage and Benefits 663,029 794,260 0 794,260 131,231 19.8%Purchased Goods 38,050 36,000 0 36,000 (2,050) (5.4%)Purchased Services 14,010 29,580 0 29,580 15,570 111.1%Financial Expenses 0 0 0 0 0 0.0%Total Expenditure 715,089 859,840 0 859,840 144,751 20.2%Net Before Internal Charges and Recoveries 581,989 717,140 0 717,140 135,151 23.2%Internal Charges and RecoveriesInternal Charges 156,010 134,320 0 134,320 (21,690) (13.9%)Internal Recoveries (37,760) (140,120) 0 (140,120) (102,360) 271.1%Total Internal Charges and Recoveries 118,250 (5,800) 0 (5,800) (124,050) (104.9%)Net Budget 700,239 711,340 0 711,340 11,101 1.6%City of Guelph – 2013 Tax-supported Operating Budget192

Corporate and Human Resources>> Corporate CommunicationsLeading the City’s efforts to strengthen citizen and stakeholder engagement and communications, theCorporate Communications department develops and implements communications and education programspromoting City programs and services. The department also ensures accountability, transparency andengagement by providing strategic communications planning, media relations and issues managementleadership, advice and expertise to all City departments.• Provide strategic communications planning and issues management advice and expertise to anticipate,identify, evaluate and respond to issues that affect the City’s relationships and reputation• Manage media relations policies and provide coaching for City spokespeople; proactively use print,broadcast, web and social media channels to inform and engage residents, businesses and visitors• Perform traditional and social media monitoring and analysis as a anecdotal measure of community interestand opinion• Plan, develop and implement public education campaigns to promote active participation in City programsand to support established priorities• Foster two-way communication and employee engagement within our own organization• Research, develop, proofread, edit, design, layout, produce and distribute corporate publications, advertisingand promotional items• Manage the City’s visual identity, logo and brand to preserve and enhance Guelph’s reputationFinancial SnapshotCorporateCommunications2012Budget2013RequestedYear/YearIncrease ($)Year/YearIncrease (%)Funding SourcesTax-supported % User Fee % Grants %$549,113 $645,700 $96,587 17.59% 91.19% 8.81%City of Guelph – 2013 Tax-supported Operating Budget193

Corporate and Human Resources2012 Accomplishments• An internal communications plan helped the City achieve 77% participation in the employee engagementsurvey; 2% higher than the participation rate of Canada’s best employers• Give Waste a New Life: cart roll out; award-winning community education program supported transition tocart-based waste collection system designed to reduce City’s operating costs and greenhouse gasemissions• Helped the City earn a national award for building awareness about water issues during Canada Water Weekusing a proactive media relations and promotional campaign• Implemented scheduled action items of the City of Guelph Communications Plan including contributionsto corporate issues management framework, community engagement framework, updated mediarelations policy and social media principles and guidelines• Researched and developed issues management tools to support several City departments including HumanResources, Water Services, Solid Waste Resources, Guelph Transit, Planning Services, Engineering Services,Parks and Recreation and Legal and Realty Services• Developed several communications plans for departmental initiatives including Guelph CommunityWellbeing Initiative, Corporate Technology Strategic Plan, Internal Audits, Public Nuisance By-law,Attendance Management, Outdoor Water Use By-law review and Open Government Framework• Delivered several corporate publications often involving research, writing, editing, designing, producing anddistribution; We’re making a difference together: a community and financial report, two issues of the GuelphCommunity Guide, six issues of City Holler employee newsletter, the 2013 Conservation Calendar, theGuelph Wellington Emergency Medical Services Community Report and the 2013 City budget• Continued managing City advertising and promotions including legislatively required public notices andweekly City News pages (Guelph Tribune)City of Guelph – 2013 Tax-supported Operating Budget194

Corporate and Human ResourcesKey Performance MeasuresStrategicCommunicationsPlanningMedia relationsAdvertisingWeb andSocial MediaAs the department continues implementing the five-year City of Guelph Communications Plan, staff will continue developing key performancemeasures illustrating the value and impact of strategic communications planning using the RACE formula (research, analysis, communication,evaluation). Often these performance measures are tied to a specific project or campaign. For example:• 98% of residents were aware Guelph was converting to an automated waste cart collection system, and 77% knew when their householdwould receive their carts• Initial media coverage indicates the first day of automated waste collection went relatively smoothly—most residents knew how and when touse carts properly, and the City experienced only minor operational challenges.The department will also collaborate with several City departments to determine appropriate performance indicators associated with thecorporate issues management framework and community engagement framework.In 2012, the department delivered 112 news releases, media advisories and information bulletins, and garnered more than 1,069 local newsarticles.In 2013, the department will evaluate automated media monitoring and analysis systems to measure the tone, (positive/negative) quality andquantity of local, regional and national media coverage in print, broadcast and online media outlets.Planned, drafted, designed and placed more than 750 different City News ads/public notices.38,000 weekly visits to guelph.ca6,370 followers on Twitter3,000 fans on Facebook45,750 Facebook impressions per monthNOTE: Currently, 90 different administrators contribute content to the City’s website with very limited quality control or approval process in place. In 2013, the CorporateCommunications department will collaborate with the Information Technology department to review and recommend ways to improve consistency, accuracy andaccessibility of online content.City of Guelph – 2013 Tax-supported Operating Budget195

Corporate and Human ResourcesVisits to guelph.ca3,500,0003,000,0002,500,0002,000,0001,500,0001,000,000500,0000guelph.ca20082009 2010 2011 2012*1,323,832 1,549,100 2,087,203 2,338,666 3,105,571*2012 total estimated visits based on 20% increase Jan-Sep over 2011City of Guelph – 2013 Tax-supported Operating Budget196

Corporate and Human ResourcesSocial Media Properties14,00012,00010,0008,0006,0004,0002,000020082009 2010 2011 2012(Jan-Sep)FacebookTwitter0 996 2164 2967 48190 1012 3212 5367 12415City of Guelph – 2013 Tax-supported Operating Budget197

Corporate and Human Resources2013 Objectives• Continue implementing the City of Guelph Communications Plan recommendations including stafftraining with respect to the City’s media relations policy and social media principles and guidelines, andimproving internal communications to increase the percentage of City employees that consider themselveswell-informed about City programs, issues and initiatives• Continue implementing corporate issues management framework to improve the City’s ability to forecastand respond to potentially contentious issues• Enhance media strategy to take advantage of opportunities to share Guelph’s stories and successes in local,regional and national outlets, and enhance the City’s reputation• Evaluate and recommend cost-effective media monitoring and analysis systems to measure tone, (positive/negative) quality and quantity of local, regional and national media coverage in print, broadcast an onlinemedia outlets• Develop and implement a system to assess, prioritize and assign communications work; centralize workplanning to allocate communications resources fairly among all City departments and align resources tostrategic priorities• Develop a policy for using third-party graphic design services, and develop a business case to determine apreferred model (in-house/contracted) for graphic design services to preserve City’s visual identity andreputation• Collaborate with Community Engagement and Web Services to clarify roles and responsibilities, identify andaddress service gaps and overlaps, increase internal efficiencies and improve support for all Citydepartments• Review and recommend ways to improve consistency, accuracy and accessibility of online content tostrengthen citizen engagement and communications, and increase accountability and transparencyKey Changes in 2013• Decrease to advertising revenue of $14,000• Increase salaries and benefits with addition of an Issues Management and Communications Coordinator• Addition of Communications Coordinator; salary and benefits offset by recovery in Water andWastewater Services• Decrease to purchased goods of $12,200City of Guelph – 2013 Tax-supported Operating Budget198

Corporate and Human Resources$250Year/Year Revenue Comparison$200‘000s$150$100$50$0User fees and service chargesExternal recoveriesInternal recoveries2012 2013City of Guelph – 2013 Tax-supported Operating Budget199

Corporate and Human ResourcesYear/Year Expenditure Comparison$800$700$600‘000s$500$400$300$200$100$0Salary, wages and benefitsPurchased goodsPurchased servicesInternal charges2012 2013City of Guelph – 2013 Tax-supported Operating Budget200

Corporate and Human Resources2013 Operating Budget2012Budget2013BaseBudget2013Eff/New/GrowthImpact fromCapital2013RequestedBudget2013BudgetChange $2013BudgetChange %Corporate and Human Resources56 Corporate CommunicationsRevenueUser Fees and Service Charges ($64,000) (50,000) $0 ($50,000) $14,000 (21.9%)External Recoveries (12,420) (12,420) 0 (12,420) 0 0.0%Total Revenue (76,420) (62,420) 0 (62,420) 14,000 (18.3%)ExpenditureSalary, Wage and Benefits 542,270 544,180 155,200 699,380 157,110 29.0%Purchased Goods 25,500 12,200 1,100 13,300 (12,200) (47.8%)Purchased Services 260,263 276,340 58,900 335,240 74,977 28.8%Total Expenditure 828,033 832,720 215,200 1,047,920 219,887 26.6%Net Before Internal Charges and Recoveries 751,613 770,300 215,200 985,500 233,887 31.1%Internal Charges and RecoveriesInternal Charges 100 5,600 5,600 11,200 11,100 11,100.0%Internal Recoveries (202,600) (215,200) (135,800) (351,000) (148,400) 73.2%Total Internal Charges and Recoveries (202,500) (209,600) (130,200) (339,800) (137,300) 67.8%Net Budget 549,113 560,700 85,000 645,700 96,587 17.6%City of Guelph – 2013 Tax-supported Operating Budget201

Corporate and Human Resources>> Corporate and Human ResourcesHuman Resources AdministrationThe department provides human resource management programs and services aligned with the City’s valuesof integrity, excellence and wellness, and consistent with Council and regulatory requirements. Humanresource management programs and services enable the City to provide outstanding municipal service andvalue by:• Engaging employees, promoting excellence in human resource management and providing leadership inthe implementation of the City’s People Practices Strategy• Providing a proactive human resource advisory, information and service function to all City departments• Providing information to Council and the organization to support human resource decision-making• Supporting employment-related legislative complianceCompensation, Benefits, Payroll and Human Resource Information Systems (HRIS)• Develop compensation strategies, programs, policies and procedures• Process payroll, manage and administer employee benefit programs• Maintain accurate employee records• Management of the HRIS including business decisions, data integrity, compliance and reporting writingLabour Relations, Health and Safety• Develop health and safety policies and manage safety training, audits and accident/incident investigationsto protect the health of City employees• Administer attendance management policies. This allows us to continue to ensure the health and wellbeingof our employees which in return improves our ability to deliver services to the public. Managereturn-to-work and WSIB programs for ill/injured employees• Perform collective bargaining and grievance management performance management, and assist inmaintaining good employee relations• Interpret and administer employee collective agreements and corporate policiesCity of Guelph – 2013 Tax-supported Operating Budget202

Corporate and Human ResourcesOrganizational Development• Develop leadership training and learning programs encouraging employees to learn new skills thatcontribute to the success of the organization• Develop and implement Guelph’s Employee Engagement process to increase the number of employeeswho say positive things about the organization, plan to stay employed with the City, and strive to do theirbest in serving the community. High engagement is correlated with better health and safety, improvedattendance and higher levels of customer service• Offer team facilitation and leader and employee coaching• Develop and implement employee recognition program to increase employee engagement, satisfactionand retention• Manage employee Performance Development Planning process to assist with aligning employee goals withorganizational objectives/strategic initiatives and to outline development plans to support employee skilldevelopment to deliver on their goals• Design and deliver wellness programs to increase health and work-life balance for City employees• Investigate harassment and discrimination complaints to ensure a healthy work environment for CityemployeesStaffing and Workforce Planning• Create staffing strategies to support operational needs• Manage workforce planning programs to address labour market skills shortages• Promote the City as a top employer• Develop diversity and inclusion programs• Administer employee orientation; career planning and tuition assistance• Analyze and report human resources trends benchmarks and other measurementsFinancial Snapshot2012Budget2013RequestedYear/YearIncrease ($)Year/YearIncrease (%)HR Administration $2,231,113 $2,303,313 $72,200 3.2% 100.0%Funding SourcesTax-supported % User Fee % Grants %City of Guelph – 2013 Tax-supported Operating Budget203

Corporate and Human ResourcesPerformance MeasureHR expense as a percentage of operating expenses(Human Resources Benchmarking Network 2011 = 0.6%)2012 Accomplishments• Improved job evaluation processes for CUPE and implemented a new JE plan for non-union employees• Marketed employee benefits including health, dental and insured coverage• Developed an Attendance Management Program to be implemented in 2013• Negotiated fair and reasonable compensation packages for Ontario Public Service Employee Union (OPSEU)and Canadian Union of Public Employees (CUPE Local 973 and 1946)• Employee Engagement Strategy – completed survey and support organization and began action planning• Leadership Development – aligned existing leadership core competencies with Corporate Strategic Planand identify learning opportunities to support realigned competencies• Began implementation of the Diversity Strategy to support a workforce reflective of Guelph’s diversecommunity, ensure equity in its employment systems, and improve service to the community• Launched Career Services that make a difference – a program to support employees seeking advice andassistance in building their careers including LEAP; the enhanced licensing, education and accreditationprogramKey Performance Measures2009Actual2010Actual2011Actual2012Estimated2013Target0.61% 0.66% 0.69% 0.69% 0.69%Trending slightly upwards. As the City strives to be recognized as a top employer there is a greater emphasis and investment in programs such as employee wellness,employee recognition and succession planning.Training cost per full-time employee$694 $476 $536 $536 $536(Conference Board of Canada Benchmark 2011 = $688)In 2011, Guelph’s investment in employee training recovered some of the loss that was experienced in 2010. Despite this the City of Guelph continues to lag the benchmarkas reported by the Conference Board of Canada. For reasons stated in the HR Annual Report, staff are questioning the usefulness of this benchmark going forward and areinstead exploring the concept of a “strong learning culture”. It is important to recognize that strong learning cultures enable innovation and enable organizations to attractand retain top talent. Investment in employee learning is also important in the pursuit to be recognized as a top employer.Positions filled internally31% 40% 46% 50% 53%(Human Resources Benchmarking Network 2011 = 57%)Human Resources recommends a workforce census and employment systems review to better understand what the City is doing well to promote internal movement, andidentify possible barriers for staff in the hiring process. The workforce census and employment systems review will also support the City’s Diversity Strategy.City of Guelph – 2013 Tax-supported Operating Budget204

Corporate and Human Resources2013 Objectives• Non-Union progression pay project (movement through the non-union salary grids tied to performance)• JD Edwards – HRIS upgrade as part of Corporate Technology Strategic Plan• Develop one, three, and five-year priority plans for HRIS aligned to the Corporate Technology Strategic Plan• Health and Safety Audit action planning to ensure legislated requirements are in place• Implement an Attendance Management program• Negotiate fair and reasonable compensation packages for Guelph Professional Firefighter’s Association andAmalgamated Transit Union employees• Review and revise return-to-work policies and procedures to reflect best practices and employmentprecedence• Further implementation of the Employee Engagement Initiative – develop departmental action plans andrevise the corporate People Practices Strategy• Enhance the City’s Leadership Development Program – implement curriculum designed to increaseleadership competency and employee engagement• Revise Employee Code of Conduct Policy• Implement a pilot Succession Planning Program• Conduct a workforce census and employment systems review to better understand what the City is doingwell to promote internal movement, and identify possible barriers for staff in the hiring process• Ensure the City complies with employment standards under the Accessibility for Ontarians with DisabilitiesActKey changes in 2013• Decreased purchased goods by $4,000 due to reduction in printing and reproduction• Reallocation of $120,000 in purchased services and internal recoveries for the Employee Assistance Program• Reduced internal charges by $6,150 to align the 2013 budget with 2012 actual spending• Increase training expenses by $55,000 due to Civics 101 and Leadership and Development Training; offsetby corresponding interfund recoveriesCity of Guelph – 2013 Tax-supported Operating Budget205

Corporate and Human ResourcesYear/Year Expenditure Comparison$3,000$2,500$2,000‘000s$1,500$1,000$500$0Salary, wages and benefitsPurchased goodsPurchased servicesInternal charges2012 2013City of Guelph – 2013 Tax-supported Operating Budget206

Corporate and Human Resources2013 operating budget2012Budget2013BaseBudget2013Eff/New/GrowthImpact fromCapital2013RequestedBudget2013BudgetChange $2013BudgetChange %Corporate and Human Resources50 HR AdministrationRevenue$0 0 $0 $0 $0 #DIV/0!Total Revenue 0 0 0 0 0 #DIV/0!ExpenditureSalary, Wage and Benefits 2,363,418 2,461,968 0 2,461,968 98,550 4.2%Purchased Goods 80,075 76,075 0 76,075 (4,000) (5.0%)Purchased Services 345,270 223,770 55,000 278,770 (66,500) (19.3%)Financial Expenses 0 0 0 0 0 #DIV/0!Total Expenditure 2,788,763 2,761,813 55,000 2,816,813 28,050 1.0%Net Before Internal Charges and Recoveries 2,788,763 2,761,813 55,000 2,816,813 28,050 1.0%Internal Charges and RecoveriesInternal Charges 7,250 1,100 0 1,100 (6,150) (84.8%)Internal Recoveries (564,900) (459,600) (55,000) (514,600) 50,300 (8.9%)Total Internal Charges and Recoveries (557,650) (458,500) (55,000) (513,500) 44,150 (7.9%)Net Budget 2,231,113 2,303,313 0 2,303,313 72,200 3.2%City of Guelph – 2013 Tax-supported Operating Budget207

Corporate and Human Resources>> Corporate Human ResourcesCorporate Human Resources administers corporate functions on behalf of the City, including accommodatedstaffing, labour negotiations and contingency reserves.Financial Snapshot2012Budget2013RequestedYear/YearIncrease ($)Year/YearIncrease (%)Funding SourcesTax-supported % User Fee % Grants %Human Resources $775,390 $697,360 ($78,030) (10.1%) 92.7% 7.3%Key Changes in 2013• Increase interfund recoveries by $273,950 to offset the expenditures budgeted in accommodated staffingand the employee assistance program• Purchased Services increase of $120,000 to reallocate expenditures for the employee assistance programfrom HR administrationCity of Guelph – 2013 Tax-supported Operating Budget208

Corporate and Human ResourcesYear/Year Revenue Comparison$350$300$250‘000s$200$150$100$50$0GrantsInternal recoveries2012 2013City of Guelph – 2013 Tax-supported Operating Budget209

Corporate and Human ResourcesYear/Year Expenditure Comparison$900$800$700$600‘000s$500$400$300$200$100$0Salary, wages and benefitsPurchased servicesInternal charges2012 2013City of Guelph – 2013 Tax-supported Operating Budget210

Corporate and Human Resources2013 Operating Budget2012Budget2013BaseBudget2013Eff/New/GrowthImpact fromCapital2013RequestedBudget2013BudgetChange $2013BudgetChange %Corporate and Human Resources51 Human ResourcesRevenueExternal Recoveries $0 0 $0 $0 $0 0.0%Grants (54,700) (54,700) 0 (54,700) 0 0.0%Total Revenue (54,700) (54,700) 0 (54,700) 0 0.0%ExpenditureSalary, Wage and Benefits 745,890 820,710 0 820,710 74,820 10.0%Purchased Goods 0 0 0 0 0 0.0%Purchased Services 76,000 197,100 0 197,100 121,100 159.3%Financial Expenses 0 0 0 0 0 0.0%Total Expenditure 821,890 1,017,810 0 1,017,810 195,920 23.8%Net Before Internal Charges and Recoveries 767,190 963,110 0 963,110 195,920 25.5%Internal Charges and RecoveriesInternal Charges 60,200 60,200 0 60,200 0 0.0%Internal Recoveries (52,000) (325,950) 0 (325,950) (273,950) 526.8%Total Internal Charges and Recoveries 8,200 (265,750) 0 (265,750) (273,950) (3,340.9%)Net Budget 775,390 697,360 0 697,360 (78,030) (10.1%)City of Guelph – 2013 Tax-supported Operating Budget211

Corporate and Human Resources>> Information TechnologyThe Information Technology (IT) department leads several programs and initiatives allowing the City to buildan adaptive environment for government innovation. Four divisions within the IT department help tostrengthen how the City works – Corporate Applications, Client Services, Network Services and ProjectManagement and Business Systems. Using collaborative work teams the department finds new ways to deliverthe best possible municipal services and move the City towards real-time government.Corporate Applications• Provide technical support, maintenance, upgrades and advice to minimize down time and make the bestuse of Guelph’s business-specific information systems including business and permit management(amanda), geographic information system (GIS), Municipal Property Assessment Corporation portal, trafficengineering software (TES), parking and facilities management (CLASS)Client Services• Minimize down time on all City desktop computers, printers, mobile devices and telephone systems byproviding technical support, maintenance, upgrades and service through a centralized IT help deskNetwork Services• Maintain, develop enhance and protect Guelph’s IT network, server, database, internet and communicationsinfrastructure in all City facilities to maximize performance and minimize disruptionsProject Management and Business Systems• Identify the highest quality, most cost-effective and integrated information solutions, while working withthe corporation towards sustainable information stewardship• Develop, maintain, provide content and support for all internal and external web-based tools and mediaincluding the City’s websites, social media networks and Infonet; all of which strengthen stakeholderengagement and communications• Provide technical support, maintenance, upgrades and advice to minimize disruptions and make the bestuse of internal information systems including asset and inventory management (Synergen), payroll (Kronos),financial and human resource management systems (JDEdwards ERP), municipal taxation (Valitech)City of Guelph – 2013 Tax-supported Operating Budget212

Corporate and Human ResourcesFinancial Snapshot2012Budget2013RequestedYear/YearIncrease ($)Year/YearIncrease (%)Funding SourcesTax-supported % User Fee % Grants %Information Technology $3,561,925 $4,117,718 $555,793 15.60% 99.81% 0.19%2012 Accomplishments• Updated Guelph’s interactive waste collection map to reflect new cart schedule for selected homes in 2013• Developed Corporate Technology Strategic Plan including recommendations for open government, ITgovernance, IT service standards and IT sustainability, and easier, quicker access to City information, moreopportunities for citizen engagement and modern business systems• Completed a system design and business case to support wireless connectivity including capital budgetsubmission to implement the design over four years.• Continued improvements to Computer Aided Dispatch (CAD) system for Emergency Services• Wireless network access provided at all Emergency Medical Services stations• Developed the City’s Mobile Device Usage policy• Improved performance of corporate email system by upgrading to current Microsoft version• Implemented a decision-making governance model to prioritize and allocate staff time and resources to ITprojects and initiatives aligned to strategic objectives• Developed two mobile apps using mobile websites, integrated QR codes and social media; improvedservice to Sleeman Centre guests; promoted land sales in Hanlon Creek Business ParkKey Performance MeasuresInformation technology cost per municipal employee supported with an active IT accountOperating and capital costs for information and technology services per staff member2010 2011 2012 2013IT cost per municipal staff member – City of Guelph $3,378 $3,549 $3,3735 $3,732IT cost per municipal staff member – OMBI $4,028 $4,994 N/A N/ACity of Guelph – 2013 Tax-supported Operating Budget213

Corporate and Human ResourcesPercentage of investment in information and technology servicesDepartmental operating and capital costs as a percentage of municipal operating and capital expenditures2010 2011 2012 2013IT budget/City budget – City of Guelph 1.15% 1.56% 1.68% 1.78%IT budget/City budget – OMBI 1.0% 1.6% N/A N/ANumber of visits to municipal websitesCity of Guelph 2010 2011 2012 2013Hits per capita – City of Guelph 16.97 18.59 24.51 28.77Hits per capita – OMBI 16.9 16.7 N/A N/AThe comparative measures provided above are taken from the Ontario Municipal Benchmarking Initiative(OMBI) 2011 annual report.Statistics are the most recent available and compare Guelph with the following single-tier municipalities:Barrie, Calgary, Hamilton, London, Ottawa, Sudbury, Thunder Bay, Toronto, Windsor, and Medicine Hat. City ofGuelph statistics for 2012 are a combination of year-to-date actual and predicted, while 2013 are predictednumbers based on preliminary City budget submissions.Overall, City of Guelph trends are in line with the Ontario Municipal Benchmarking Initiative (OMBI) trends,considering not all comparator municipalities have the same organizational structure or IT services. Costallocation recoveries for internal services such as Finance, Human Resources and Facilities Maintenance are notreflected in the City of Guelph numbers since services are not budgeted in that fashion; instead, they arereflected in the OMBI numbers.City of Guelph – 2013 Tax-supported Operating Budget214

Corporate and Human Resources2013 Objectives• Implement Corporate Technology Strategic Plan and recommendations to provide easier access to Cityinformation, more opportunities for citizen engagement and modern business systems• Develop and implement a three-year Geographic Information System (GIS) technology plan• Implement joint wireless design and mobile strategy• Implement corporate IT governance processes (including project selection, ranking, reporting andmonitoring) and resource management within the IT departmentKey Changes in 2013• Increase computing services recovery of $122,900 due to the 20 additional laptops purchased in 2011 forland ambulance• Increase purchased services by $100,793 due to increased network bandwidth and software maintenanceto allow staff to perform duties efficiently• Decrease internal charges by $31,700 due to reduction in transfer to reserves• Increase in salaries and benefits due to two Corporate Applications Analysts and two Business AnalystsCity of Guelph – 2013 Tax-supported Operating Budget215

Corporate and Human ResourcesYear/Year Revenue Comparison$1,600$1,400$1,200‘000s$1,000$800$600$400$200$0External recoveriesInternal recoveries2012 2013City of Guelph – 2013 Tax-supported Operating Budget216

Corporate and Human ResourcesYear/Year Expenditure Comparison$4,000$3,500$3,000‘000s$2,500$2,000$1,500$1,000$500$0Salary, wages and benefitsPurchased goodsPurchased servicesInternal charges2012 2013City of Guelph – 2013 Tax-supported Operating Budget217

Corporate and Human Resources2013 operating budget2012Budget2013BaseBudget2013Eff/New/GrowthImpact fromCapital2013RequestedBudget2013BudgetChange $2013BudgetChange %Corporate and Human Resources54 Information TechnologyRevenueExternal Recoveries ($8,000) (8,000) $0 ($8,000) $0 0.0%Total Revenue (8,000) (8,000) 0 (8,000) 0 0.0%ExpenditureSalary, Wage and Benefits 2,930,088 3,076,988 464,200 3,541,188 611,100 20.9%Purchased Goods 53,900 53,900 200 54,100 200 0.4%Purchased Services 1,621,837 1,714,630 8,000 1,722,630 100,793 6.2%Financial Expenses 0 0 0 0 0 #DIV/0!Total Expenditure 4,605,825 4,845,518 472,400 5,317,918 712,093 15.5%Net Before Internal Charges and Recoveries 4,597,825 4,837,518 472,400 5,309,918 712,093 15.5%Internal Charges and RecoveriesInternal Charges 192,200 144,500 16,000 160,500 (31,700) (16.5%)Internal Recoveries (1,228,100) (1,218,400) (134,300) (1,352,700) (124,600) 10.1%Total Internal Charges and Recoveries (1,035,900) (1,073,900) (118,300) (1,192,200) (156,300) 15.1%Net Budget 3,561,925 3,763,618 354,100 4,117,718 555,793 15.6%City of Guelph – 2013 Tax-supported Operating Budget218

Corporate and Human Resources>> Legal and Realty ServicesThe department offers legal counsel to City Council and City departments to ensure accountability andtransparency while protecting the City’s interests and managing corporate risk.Legal Services• Provide timely, cost-effective and qualified legal advice and opinions to Council, Committees and Citydepartments• Represent the City before the courts, the Ontario Municipal Board and other administrative tribunals• Manage external counsel• Review and prepares contracts, by-laws and other legal documentation including real estate transactionsRealty Services• Provide site search and selection services for departments seeking additional facilities• Negotiate realty agreements• Administer the City’s Land Encroachment By-law• Maintain inventory of all realty interests of the CityFinancial Snapshot2012Budget2013RequestedYear/YearIncrease ($)Year/YearIncrease (%)Funding SourcesTax-supported % User Fee % Grants %Legal Services $847,080 $977,680 $130,600 15.42% 96.45% 3.55%City of Guelph – 2013 Tax-supported Operating Budget219

Corporate and Human Resources2012 Accomplishments• Completed departmental service review and developed plan to implement recommendations to improveefficiency and transparency• Completed mediations in the Urbacon litigation and in a claim against the City by local developers• Resolved 18 litigation and tribunal matters including the Wellington Terrace litigation and the Shared RentalHousing Ontario Municipal Board Appeal, reducing anticipated expenditures and risk• Commenced an operational risk management training program for City departments in conjunction withthe Privacy Specialist• Drafted standard agreements for use of consulting services by City departments• Helped develop new by-laws, including the draft Public Nuisance By-law designed to enhance public safety• Contributed to developing Guelph Municipal Holdings Inc. (GMHI) and assumed its administration• Began improving governance models for certain local boards to increase transparency and accountability• Managed the sale of the former Guelph Civic Museum at 6 Dublin Street• Completed land exchanges and easements for residential development in the downtown core• Assisted with the development of standard purchase agreements for Hanlon Creek Business Park andrelated land sale policies• Developed strategy and business case for Guelph’s Downtown Secondary Plan with respect to acquiringland needed for park lands downtown• Purchased two residential properties to protect and improve municipal water infrastructureKey Performance MeasuresUse of External CounselUser2011Budget2011Actual2012Budget2012Actual2013TargetOMB 218,065.73 570,611 250,000Litigation 310,620.92 305,644 200,000Urbacon 300,306.05 295,000 500,000Legal Services seeking opinionof external counsel70,000 16,398 70,000 11,117 50,000City of Guelph – 2013 Tax-supported Operating Budget220

Corporate and Human ResourcesNumber of matters handled by area (does not include litigation handled by the City’s insurer)Area of Practice 2010 2011 20122013TargetOngoing litigation – outsourced 7 9 6 4Ongoing litigation - in house 4 6 7 5New litigation – outsourced 2 0 0 0New litigation – in house 2 11 11 5Settled litigation matters 0 9 13 5Ongoing Board/Tribunal – outsourced 1 1 3 1Ongoing Board/Tribunal – in house 4 9 26 13New Board/Tribunal – outsourced 0 1 1 0New Board/Tribunal – in house 5 20 16 7Settled Board/Tribunal matters 0 5 10 16By-law review 13 14 18 15Agreement review 47 38 76 80Opinion work 175 174 178 175Legal and Realty Services is working to increase the number of matters retained in-house as this approachtends to be more timely and cost effective. Despite handling most files in-house this year, the cost of externalcounsel increased due to a number of ongoing files requiring substantial work including the WellingtonTerrace and McCrae Medals litigation files, the trial for the Ministry of Labour charges, and for the ongoingUrbacon litigation.2011 and 2012 saw a substantial increase in the number of Ontario Municipal Board (OMB) matters. Almost allhave been retained in-house.City of Guelph – 2013 Tax-supported Operating Budget221

Corporate and Human ResourcesRealty Services RevenueService 20112012Budget2012Actual toSeptemberEstimated2012 Final2013TargetRegistration of agreements $6,787 $23,500 $15,188 $23,500 $23,500Realty Services StatisticsService 2011 20122013EstimateTotal $ value of transactions $2,140,000 $1,830,000 UnknownNumber of acquisitions (land) 25 40 UnknownNumber of dispositions (land) 9 3 UnknownNumber of title searches 2,667 1,924 2,000Number of registration of agreements 80 70 80Revenue from compliance requests and registration fees for agreements decreased in 2012 compared to 2011.This form of revenue is relatively inconsistent and tends to trend with development and economic growth.Total Value of Transactions includes land acquisitions and dispositions. Significant acquisitions includeElizabeth Street Stormwater Management Pond Site ($335,000), lands for expansion of Burke Well ($400,000)and lands for expansion of Emma Well ($244,900). Significant land sales in 2012 include the sale of the formerMuseum at 6 Dublin St. (closing November 30). Search and registration volumes are expected to increase in2013 over 2012.2013 Objectives• Review and revise procurement documents and contracts to decrease the City’s risk in the procurementprocess• Implement service review recommendations including creating a policy for use of legal services, includingexternal counsel and to more accurately track key performance measures• Assist with development of new Guelph Municipal Holdings Incorporated (GMHI) initiatives to achieve itsmandate to manage City assets better• Complete Ontario Municipal Board appeals of the Downtown Secondary Plan and the Official Plan (OPA 42)allowing the City to implement development that ensures a well-designed, appealing and sustainable cityCity of Guelph – 2013 Tax-supported Operating Budget222

Corporate and Human ResourcesKey changes in 2013• Decrease purchased goods by $15,300 primarily due to buying fewer printed resources and using webbasedresources• Increase in Legal Consulting Fees by $125,000 due to Growth and to lessen the amount of the continuednegative variances• Increase internal recoveries by $24,200 due to the allocation of costs according to Ontario MunicipalBenchmarking Initiative (OMBI) methodology• Decreased recoveries of consulting fees and land surveys by $12,500 are offset by reduced expenditures inpurchased servicesYear/Year Revenue Comparison$300$250$200‘000s$150$100$50$0User fees and service chargesExternal recoveriesInternal recoveries2012 2013City of Guelph – 2013 Tax-supported Operating Budget223

Corporate and Human ResourcesYear/Year Expenditure Comparison$1,200$1,000$800‘000s$600$400$200$0Salary, wages and benefitsPurchased goodsPurchased servicesInternal charges2012 2013City of Guelph – 2013 Tax-supported Operating Budget224

Corporate and Human Resources2013 Operating Budget2012Budget2013BaseBudget2013Eff/New/GrowthImpact fromCapital2013RequestedBudget2013BudgetChange $2013BudgetChange %Corporate and Human Resources52 Legal ServicesRevenueUser Fees and Service Charges ($23,500) (23,500) $0 ($23,500) $0 0.0%Product Sales 0 0 0 0 0 0External Recoveries (25,000) (12,500) 0 (12,500) 12,500 (50.0%)Total Revenue (48,500) (36,000) 0 (36,000) 12,500 (25.8%)ExpenditureSalary, Wage and Benefits 969,180 1,009,080 0 1,009,080 39,900 4.1%Purchased Goods 25,400 10,100 0 10,100 (15,300) (60.2%)Purchased Services 134,900 127,000 125,000 252,000 117,100 86.8%Total Expenditure 1,129,480 1,146,180 125,000 1,271,180 141,700 12.5%Net Before Internal Charges and Recoveries 1,080,980 1,110,180 125,000 1,235,180 154,200 14.3%Internal Charges and RecoveriesInternal Charges 600 1,200 0 1,200 600 100.0%Internal Recoveries (234,500) (258,700) 0 (258,700) (24,200) 10.3%Total Internal Charges and Recoveries (233,900) (257,500) 0 (257,500) (23,600) 10.1%Net Budget 847,080 852,680 125,000 977,680 130,600 15.4%City of Guelph – 2013 Tax-supported Operating Budget225

finance and Enterprise ServicesThe Community Energy, Downtown Renewal, Economic Development and Finance departments developpolicies and programs designed to attract business investment and contribute to a thriving future for Guelph.This service area explores innovative financing models and business development practices to supportaffordable and sustainable growth.Organizational StructureFinance and Enterprise ServicesExecutive Director/Chief Financial OfficerAlbert HorsmanT 519-822-1260 x 5606E albert.horsman@guelph.caExecutiveAssistantCarole Al-HaydariT 519-822-1260 x 2310E carole.al-haydari@guelph.caCommunityEnergyCorporate ManagerRobert KerrT 519-822-1260 x 2079E robert.kerr@guelph.caDowntownRenewalCorporate ManagerIan PanabakerT 519-822-1260 x 2475E ian.panabaker@guelph.caEconomicDevelopmentGeneral ManagerPeter CartwrightT 519-822-1260 x 2820E peter.cartwright@guelph.caFinanceGeneral ManagerKatrina PowerT 519-822-1260 x 2289E katrina.power@guelph.caFinancial PlanningFinancial Reportingand AccountingProcurement andRisk ManagementTaxation and RevenueCity of Guelph – 2013 Tax-supported Operating Budget226

finance and Enterprise ServicesFinancial Snapshot2012Budget2013RequestedYear/YearIncrease ($)Year/YearIncrease (%)Funding SourcesTax-supported % User Fee % Grants %Finance and Enterprise $4,269,531 $3,867,530 ($402,001) (9.42%) 80.46% 19.02% 0.52%2012 Accomplishments• Received upgraded AA positive credit rating• Created a new governance model for managing City-owned assets; Guelph Municipal HoldingsIncorporated (GMHI)• Completed the Joint Operational Review for Planning, Building, Engineering and Economic Development• Developed a corporate business planning framework• Developed a Corporate Energy Management Plan2013 Objectives• Implement recommendations of the Joint Operational Review for Planning, Building, Engineering andEconomic Development to strengthen relationships with the development community and improve serviceto the public• Investigate and implement service-based budgeting for 2014 tax-supported budgets to improve decisionmakingby fully determining the cost of delivering City services• Implement corporate business planning framework• Implement Corporate Energy Management Plan to achieve estimated savings of $83,000 in 2013• Implement the Downtown Secondary Plan, and further encourage and increase private sector investmentthrough the Downtown Community Improvement PlanCity of Guelph – 2013 Tax-supported Operating Budget227

finance and Enterprise Services>> FinanceThe Finance department ensures accountability and transparency in the organization and helps make Guelphan economically viable and resilient city. The department performs financial planning, procurement and riskmanagement, reporting and accounting, and taxation. Finance also provides expert advice and analysis to thecorporation, and supports Council in making decisions to maintain the municipality’s financial integrity incompliance with The Municipal Act, 2006.Financial Planning• Provide long-range financial plans and strategic advice to City Council• Support budget preparation and analysis for all City departments• Monitor expenses and revenues in compliance with governing policies and legislation• Develop user-fee models and perform rate analysisProcurement and Risk Management• Purchase goods and services using open and transparent processes• Ensure fair competition and compliance with governing policies and legislation• Manage the City’s insurance portfolioFinancial Reporting and Accounting• Manage accounts payable and receivable• Prepare detailed cash flow analysis• Report on investments and financing opportunities• Prepare year-end financial statements and Guelph’s Financial Information Return (FIR) in accordance withgoverning policies and legislationTaxation• Bill and collect taxes• Review assessment roll and maintain tax collectors roll according to governing policies bylaws andlegislation• Prepare tax policies, review and establish payment options, process methods and set tax rates• Perform tax revenue analysis for City departments• Prepare tax certificates and remit education taxes to school boardsCity of Guelph – 2013 Tax-supported Operating Budget228

finance and Enterprise ServicesFinancial Snapshot2012Budget2013RequestedYear/YearIncrease ($)Year/YearIncrease (%)Funding SourcesTax-supported % User Fee % Grants %Finance $2,673,503 $2,163,401 ($510,102) (19.08%) 75.84% 24.16%2012 Accomplishments• Received upgraded AA positive credit rating• Created a new governance model for managing City-owned assets: Guelph Municipal HoldingsIncorporated (GMHI)• Implemented e-billing and credit card tax payment options• Strengthened the City’s financial position by improving the overall rating on 7 of 12 indicators over 2010(Making a Difference Report)• Reviewed financial services and issued a request for proposals (RFP) for contracting banking services toensure the City’s banking costs are competitive.• Incorporated service-based multi-year operating budgets for enterprise areas providing more accurateforecasting• Created Compensation Reserve Policy to make use of reserves more consistent, and strengthen City’sreserve status• External audit report showed a reduced number of areas for improvement from 7 items in 2011 to 2 in 2012• Revised Investment Policy to maximize investment returns and protect City assetsCity of Guelph – 2013 Tax-supported Operating Budget229

finance and Enterprise ServicesKey Performance MeasuresMeasure 2009 2010 20112012Projected(1) Direct debt to own source operating revenue (

finance and Enterprise ServicesKey Changes in 2013• Allocating finance support costs according to Ontario Municipal Benchmarking Initiative (OMBI)methodology shows an increase of $12,700 in internal recoveries• A $451,460 increase in property information certificates is offset by a $73,00 decrease in tax certificatesresulting in an overall $378,460 increase to user fees and services charges• An increase to external recoveries of $110,000 due to new administration fees for developer and subdivisionagreements and expected efficiencies resulting from an additional accounting clerk to be implementedin 2013• Decrease financial expenses by $20,800 due to a reduction in bank chargesCity of Guelph – 2013 Tax-supported Operating Budget231

finance and Enterprise Services$700,000Year/Year Revenue Comparison$600,000$500,000$400,000$300,000$200,000$100,000$0User fees and service chargesExternal recoveriesInternal recoveries2012 2013City of Guelph – 2013 Tax-supported Operating Budget232

finance and Enterprise ServicesYear/Year Expenditure Comparison$3,500,000$3,000,000$2,500,000$2,000,000$1,500,000$1,000,000$500,000$0Salary, wages and benefitsPurchased goodsPurchased servicesFinancial expensesInternal charges2012 2013City of Guelph – 2013 Tax-supported Operating Budget233

finance and Enterprise Services2013 Operating Budget2012Budget2013BaseBudget2013Eff/New/GrowthImpact fromCapital2013RequestedBudget2013BudgetChange $2013BudgetChange %Finance and Enterprise90 FinanceRevenueUser Fees and Service Charges ($192,740) (571,200) $0 ($571,200) ($378,460) 196.4%Product Sales 0 0 0 0 0 0.0%Licenses and Permits 0 0 0 0 0 0.0%External Recoveries (7,828) (42,828) (75,000) (117,828) (110,000) 1,405.2%Total Revenue (200,568) (614,028) (75,000) (689,028) (488,460) 243.5%ExpenditureSalary, Wage and Benefits 3,312,025 3,247,955 58,700 3,306,655 (5,370) (0.2%)Purchased Goods 42,865 56,970 0 56,970 14,105 32.9%Purchased Services 72,481 75,304 0 75,304 2,823 3.9%Financial Expenses 20,800 0 0 0 (20,800) (100.0%)Total Expenditure 3,448,171 3,380,229 58,700 3,438,929 (9,242) (0.3%)Net Before Internal Charges and Recoveries 3,247,603 2,766,201 (16,300) 2,749,901 (497,702) (15.3%)Internal Charges and RecoveriesInternal Charges 1,700 2,000 0 2,000 300 17.6%Internal Recoveries (575,800) (588,500) 0 (588,500) (12,700) 2.2%Total Internal Charges and Recoveries (574,100) (586,500) 0 (586,500) (12,400) 2.2%Net Budget 2,673,503 2,179,701 (16,300) 2,163,401 (510,102) (19.1%)City of Guelph – 2013 Tax-supported Operating Budget234

finance and Enterprise Services>> Community EnergyWhen it comes to energy, Guelph develops collaborative work teams and applies whole systems thinking todeliver creative solutions. In collaboration with the City’s community partners, the Community Energydepartment leads the implementation of Guelph’s Community Energy Initiative to use less energy in 25 yearsthan we do today; consume less energy per capita than comparable Canadian cities; and produce lessgreenhouse gas per capita than the current global average.Given the City’s own water, electricity and heating bills add up to approximately $8 million dollars each year,the Community Energy department is also developing and implementing a Corporate Energy ManagementPlan to reduce financial risk and better manage the City’s operating costs as energy prices continue toincrease.• Oversee the Mayor’s Task Force on Community Energy and its four subcommittees• Collaborate with Planning Services to integrate Guelph’s energy goals into the City’s Official Plan, secondaryplans and other planning policies and processes• Collaborate with Economic Development in attracting renewable energy businesses and jobs to Guelph,and contribute to reaching the goals of Prosperity 2020: the Economic Development and Tourism Strategyfor Guelph• Build the City’s reputation as a leader in community energy during regional, national and internationalevents• Advocate for improved community energy policies, legislation, regulations and resources at provincial andfederal levels of government• Develop local policies, design programs and implement energy management projects, and support all Citydepartments in measuring and managing energy use• Gain financial support for energy projects in the community through grant applications and proposals• Set out action plans to meet Guelph’s energy goals and continue pursuing projects like the cogenerationsystem at the WECC and solar photovoltaic systems on City-owned propertyFinancial Snapshot2012Budget2013RequestedYear/YearIncrease ($)Year/YearIncrease (%)Community Energy $334,802 $549,600 $214,798 64.16% 100.00%Funding SourcesTax-supported % User Fee % Grants %City of Guelph – 2013 Tax-supported Operating Budget235

finance and Enterprise Services2012 Accomplishments• Increased partnerships and local investments through the Mayor’s Task Force on Community Energy and itsfour subcommittees i.e. Canadian Solar Solutions $30 million operation and bringing 500 jobs to Guelph• Increased the number of renewable energy jobs, investors and service providers in Guelph and, incollaboration with Innovation Guelph, established the city’s Solar Cluster a program that could bring up to1,000 jobs in solar components and services• Contributed to cooperative funding proposals for community-based activities supporting the CommunityEnergy Initiative• Initiated the long-term development of a thermal energy distribution network to bring reliable andeconomical heating to residents and businesses• Developed a corporate energy plan including goals, objectives, initiatives, and key performance indicators• Completed energy audits at 13 City facilities, and identified $3.3 million in energy conservation projects thatwill result in annual savings of over $400,000 per year• Developed a Corporate Energy Strategic Business Plan• Applied to the Ontario Power Authority (OPA) to sell solar power generated on City-owned property; oncethe projects are approved and built they could generate as much as $100,000 per year over 20 years for theCity• Implemented no/low cost energy conservation measures in several facilities including energy-efficientlighting systems and high-efficiency boilers• Completed inventory of the City’s energy-consuming equipment (excluding fleet) and helped departmentsdevelop operating budgets more reflective of actual utility expenditure• Improved accuracy and analytical capabilities of energy accounting systems and processesCity of Guelph – 2013 Tax-supported Operating Budget236

finance and Enterprise ServicesKey Performance MeasuresPerformance Measure Target/Benchmark Actual 2011 Estimated 2012 Projected 2013Community per capita energyreductionCorporate utility expenditure2031 target 50% reduction 2.6% increase percapita consumptionAnnual reduction in consumption(electricity and gas)1% increase percapita consumption0% increase percapita consumptionData not available Data not available 2.2% reductionCity capacity to manage energyconsumptionImprove score each year: maxscore 244.7 8.2 11Source: Guelph Hydro The City of Guelph Energy Usage and Greenhouse Gas Emissions 2010, March 2012Corporate Energy Management Program ScorecardEnergy ManagementScores2010 20110.7 1.3Targets2012 20132.2 2.8Awareness and informationScores2010 20110.3 1.2Targets2012 20131.8 2.5Financial ManagementScores2010 20111.2 1.3Targets2012 20132.8 3.7Scores2010 20110.7 0.8TechnicalTargets2012 20131.3 2.0Capacity scores for energy management determined using the UK Department of Environment guide: GPG306. The dashboard below shows corporate energy program scores for 2010, 2011 with goals for 2012 and2013. The dashboard shows the City’s progress towards energy best practices while highlighting areasrequiring improvement.City of Guelph – 2013 Tax-supported Operating Budget237

finance and Enterprise Services2013 Objectives• Invest $1.25 million in energy-efficiency projects as part of the Corporate Energy Management Program toachieve estimated savings of $128,000 in 2013 and $212,000 per year thereafter• Integrate energy data monitoring and tracking system and report results of the Corporate EnergyManagement Plan• Continue increasing in local renewable energy investment, jobs, projects and activities supporting the goalsof the Community Energy Initiative• Continue progress toward Guelph’s per capita energy consumption and greenhouse gas emission targets• Pursue large-scale solar development at closed Eastview landfill through Ontario Power Authority approvalprocess• Continue to pursue development of thermal energy networks• Zero variance in the City’s electricity and natural gas budgets showing improved ability to forecast andmanage energy costs• Increase revenue by leasing space for solar projects, and successful grant applications and proposalsKey Changes in 2013• Reduce internal recoveries by $14,000 due to less than expected amount of time dedicated to water andwastewater projects.• Increase professional consulting fees by $191,500 primarily due to the Continuous Facility Commissioning,Facility Optimization Coordinator and additional facility energy auditingCity of Guelph – 2013 Tax-supported Operating Budget238

finance and Enterprise ServicesYear/Year Revenue Comparison$50,000$40,000$30,000$20,000$10,000$0Internal recoveries2012 2013City of Guelph – 2013 Tax-supported Operating Budget239

finance and Enterprise ServicesYear/Year Expenditure Comparison$350,000$300,000$250,000$200,000$150,000$100,000$50,000$0Salary, wages and benefitsPurchased goodsPurchased servicesInternal charges2012 2013City of Guelph – 2013 Tax-supported Operating Budget240

finance and Enterprise Services2013 Operating Budget2012Budget2013BaseBudget2013Eff/New/GrowthImpact fromCapital2013RequestedBudget2013BudgetChange $2013BudgetChange %Finance and Enterprise92 Community EnergyRevenueExternal Recoveries $0 0 $0 $0 $0 0.0%Grants 0 0 0 0 0 0.0%Total Revenue 0 0 0 0 0 0.0%ExpenditureSalary, Wage and Benefits 243,180 253,300 0 253,300 10,120 4.2%Purchased Goods 2,500 1,000 0 1,000 (1,500) (60.0%)Purchased Services 129,122 116,200 205,000 321,200 192,078 148.8%Total Expenditure 374,802 370,500 205,000 575,500 200,698 53.5%Net Before Internal Charges and Recoveries 374,802 370,500 205,000 575,500 200,698 53.5%Internal Charges and RecoveriesInternal Charges 0 100 0 100 100 (100.0%)Internal Recoveries (40,000) (26,000) 0 (26,000) 14,000 (35.0%)Total Internal Charges and Recoveries (40,000) (25,900) 0 (25,900) 14,100 (35.3%)Net Budget 334,802 344,600 205,000 549,600 214,798 64.2%City of Guelph – 2013 Tax-supported Operating Budget241

finance and Enterprise Services>> Downtown RenewalThe Downtown Renewal Office was established to implement key objectives of Prosperity 20/20: Guelph’sEconomic Development and Tourism Strategy; intensifying residential and employment development indowntown Guelph is a strategic priority. The department uses tools like the Downtown CommunityImprovement Plan (CIP) to attract new investment to the core, and collaborates with other City departmentsand community partners to ensure objectives and actions are aligned with this economic developmentstrategy.• Lead several key corporate strategic initiatives such as developing the Downtown Business Plan andpositioning the City-owned Baker Street parking lot for redevelopment• Collaborate with Council-appointed Downtown Advisory Committee (dac) to develop a broad communityunderstanding and buy-in to initiatives; committee connects the City to the Downtown Guelph BusinessAssociation, Guelph Chamber of Commerce, Innovation Guelph, University of Guelph• Member of Connect Guelph: participate in the coordination of economic development efforts across thecommunity and in support of Prosperity 20/20Financial Snapshot2012Budget2013RequestedYear/YearIncrease ($)Year/YearIncrease (%)Downtown Renewal $475,024 $354,234 ($120,790) (25.4%) 100.0%Funding SourcesTax-supported % User Fee % Grants %City of Guelph – 2013 Tax-supported Operating Budget242

finance and Enterprise Services2012 Accomplishments• Supported Planning Services in completing Guelph’s Downtown Secondary Plan establishing the City’slong-term vision for development• Amended Downtown CIP to include major redevelopment incentive programs to attract larger-scaleinvestment and resulting in major development in the downtown core• Secured Council-approved funding for the Tax Increment-Based Grant program; downtown, brownfield andheritage investment programs stimulate investment and increase property values allowing the City tocollect increased tax revenue over the long term• Downtown CIP grants program approved 18 downtown projects valued at a total construction cost of$802,315; CIP contribution was $208,056 representing a 1:2.9 leveraging of City to private dollars• The Downtown CIP brought three Major Downtown Activation Grants to Council: RiverHouse, 148MacDonnell Street, 130 residential units, plus ground floor commercial; Market Commons, 5 Gordon Street,55 residential units, plus ground floor commercial; and the Diplomat Hotel, 72 Macdonell, 22 hotel units plusground floor commercial• Continued purchasing and assembling lands needed to pursue the Baker Street redevelopment project;created interim parking lot for 45 cars on Wyndham Street• Participated in Joint Operational Review for Planning, Building, Engineering and Economic Development;Brownfield Community Improvement Plan Update; Guelph Public Library Main Library space and functionalplanKey Performance Measures• Downtown Renewal leads the organization in achieving the goals of Guelph’s Downtown Secondary Planincluding reaching targets for 8,500 residents and 7,500 jobs by the year 2031, and increased visitation,year-over-year, greater than population growth.• In 2013 the department will develop key performance measures aligned to Guelph’s Downtown SecondaryPlan including economic profiling and success indicators and reporting this in the 2013 Downtown AnnualReport scheduled for February 2013.City of Guelph – 2013 Tax-supported Operating Budget243

finance and Enterprise Services2013 Objectives• Collaborate with the Downtown Advisory Committee to develop the Downtown Business Plan toimplement the Downtown Secondary Plan• Bring forward the strategic assessment of the Baker Street redevelopment project for Council consideration;detailed business case including options for financing and developing the project• Collaborate with Public Works department on the downtown parking study, and work with Planning andEngineering Services to update Guelph’s public and private realm manuals• Participate in the development of corporate business case tools, downtown energy initiatives, and theDevelopment Charges background studyKey Changes in 2013• Reduce Downtown Guelph CIP funding (from $260,000 in 2012 to $130,000 in 2013)City of Guelph – 2013 Tax-supported Operating Budget244

finance and Enterprise ServicesYear/Year Expenditure Comparison$300,000$250,000$200,000$150,000$100,000$50,000$0Salary, wages and benefitsPurchased goodsPurchased servicesOther transfersInternal charges2012 2013City of Guelph – 2013 Tax-supported Operating Budget245

finance and Enterprise Services2013 Operating Budget2012Budget2013BaseBudget2013Eff/New/GrowthImpact fromCapital2013RequestedBudget2013BudgetChange $2013BudgetChange %Finance and Enterprise91 Downtown RenewalRevenueTotal Revenue $0 0 $0 $0 $0 0.0%ExpenditureSalary, Wage and Benefits 201,510 210,620 0 210,620 9,110 4.5%Purchased Goods 8,700 8,900 0 8,900 200 2.3%Purchased Services 3,814 3,814 0 3,814 0 0.0%Other Transfers 260,000 130,000 0 130,000 (130,000) (50.0%)Total Expenditure 474,024 353,334 0 353,334 (120,690) (25.5%)Net Before Internal Charges and Recoveries 474,024 353,334 0 353,334 (120,690) (25.5%)Internal Charges and RecoveriesInternal Charges 1,000 900 0 900 (100) (10.0%)Total Internal Charges and Recoveries 1,000 900 0 900 (100) (10.0%)Net Budget 475,024 354,234 0 354,234 (120,790) (25.4%)City of Guelph – 2013 Tax-supported Operating Budget246

finance and Enterprise Services>> Economic DevelopmentThe primary role of the Economic Development department is to ensure Guelph is economically viable,resilient, diverse and attractive for business. To reach the goals of Prosperity 2020: the Economic Developmentand Tourism Strategy for Guelph, the department develops and implements programs to retain and expandlocal businesses, and attract new business investment. The department also identifies and implementsstrategic initiatives and partnerships.• Assist local businesses with their efforts to maintain and expand their operations; the health of existingbusinesses is as important as attracting new investment• Collaborate with other City departments, local business, agencies and organizations to develop programsdesigned to meet the needs of Guelph’s business community• Promote Guelph as an attractive place to set up shop to diversify Guelph’s employment base, and increaserevenue from the city’s industrial, commercial and institutional tax base• Identify and implement strategic initiatives designed to make Guelph competitive in attracting newinvestment in the regional and provincial marketplace• Plan, develop and market the Hanlon Creek Business Park; negotiating and administrating the sale ofCity-owned land and cost-sharing agreements• Partner with local, regional, provincial and federal economic development offices to make the best use ofavailable funding to provide a greater range of services• Lead the Guelph Economic Development Advisory Committee in achieving its mandate to stimulatebusiness growth and sustain a strong, resilient and diverse local economyFinancial Snapshot2012Budget2013RequestedYear/YearIncrease ($)Year/YearIncrease (%)Funding SourcesTax-supported % User Fee % Grants %Economic Development $786,202 $800,295 $14,093 1.8% 76.2% 21.5% 2.4%City of Guelph – 2013 Tax-supported Operating Budget247

finance and Enterprise Services2012 Accomplishments• Coordinate, facilitate and expedite municipal approvals to assist local businesses seeking to expandoperations including Hitachi’s $32 million plant expansion, adding 575 jobs over the next five years• Facilitated Fusion Homes’ site planning and building permit applications for a new office in the HanlonCreek Business Park• Participated in the Ontario Food Cluster and the Ontario Clean Tech Alliance to promote Guelph inadvanced manufacturing, environmental technology, green-tech and agri-tech sectors, and pursueforeign-directed investment in a cost-effective fashion• Collaborated with local, regional and provincial economic development organizations on eight foreigninvestment missions in Canada, the United States, South America and Europe; generated roughly 120pre-qualified investment leads likely to attract new businesses and create jobs in Guelph• Began work on a business case to support a new joint university/college campus to serve the employmentneeds of existing businesses, and develop source of skilled labour to attract new investment• Completed the Joint Operational Review for Planning, Building, Engineering and Economic Development tostrengthen relationships with the development community and improve service to the public• Completed a corporate business planning framework to serve as the common basis for assessing andcommitting to new corporate initiatives• Coordinated Hanlon Creek Business Park planning and development approval initiatives to attract newbusiness investmentKey Performance MeasuresMeasure2011Actual2012Estimated2013ProjectedServiced employment land sales (acres) 15 acres 12 acres 15 acresValue of development charges (industrial) $948,000 $1,697,000 $1,736,000Value of development charges (commercial) $2,604,000 $1,435,000 $1,468,000Notes: Serviced employment land sales forecast for 2013 is based on current level of business/investment inquiries.2013 development charge forecast is based on the Conference Board of Canada’s forecast for Ontario’s 2013 economic growth(2.3%)In 2013, the department will review best practices for municipal key performance indicators and re-establishhistoric economic benchmark data.City of Guelph – 2013 Tax-supported Operating Budget248

finance and Enterprise Services2013 Objectives• Enhance Guelph’s business retention and expansion programs to pro-actively assist local business• Continue participation in Ontario Clean Technology Alliance and Ontario Food Cluster missions to promoteinvestment in Guelph and attract businesses in advanced manufacturing, environmental technology,green-tech and agri-tech sectors• Implement corporate business planning framework• Implement recommendations of the Joint Operational review for Planning, Building, Engineering andEconomic Development• Develop business case in support of a joint university/college campus in partnership with University ofGuelph and Conestoga College• Collaborate with provincial government and other key stakeholders on planning and development withrespect to the Guelph Innovation District• Sell 15 acres of land in the Hanlon Creek Business Park and assist businesses as they establish operations inthe parkKey Changes in 2013• Decrease advertising revenue by $80,000 due to market conditions and align the 2013 budget to actualrevenue 2012• Decreased external recoveries of $20,567 is offset by $76,300 reduction to programming materials inpurchased goods• Increase federal government grants by $25,000City of Guelph – 2013 Tax-supported Operating Budget249

finance and Enterprise ServicesYear/Year Revenue Comparison$300,000$250,000$200,000$150,000$100,000$50,000$0User fees and service chargesProduct salesExternal recoveries2012 2013GrantsCity of Guelph – 2013 Tax-supported Operating Budget250

finance and Enterprise ServicesYear/Year Expenditure Comparison$800,000$700,000$600,000$500,000$400,000$300,000$200,000$100,000$0Salary, wages and benefitsPurchased goodsPurchased servicesOther transfersInternal charges2012 2013City of Guelph – 2013 Tax-supported Operating Budget251

finance and Enterprise Services2013 Operating Budget2012Budget2013BaseBudget2013Eff/New/GrowthImpact fromCapital2013RequestedBudget2013BudgetChange $2013BudgetChange %Finance and Enterprise93 Economic DevelopmentRevenueUser Fees and Service Charges ($80,000) 0 $0 $0 $80,000 (100.0%)Product Sales (2,000) (1,000) 0 (1,000) 1,000 (50.0%)External Recoveries (244,980) (224,413) 0 (224,413) 20,567 (8.4%)Grants 0 (25,000) 0 (25,000) (25,000) 100.0%Total Revenue (326,980) (250,413) 0 (250,413) 76,567 (23.4%)ExpenditureSalary, Wage and Benefits 667,682 699,280 0 699,280 31,598 4.7%Purchased Goods 142,700 66,400 0 66,400 (76,300) (53.5%)Purchased Services 249,300 240,628 0 240,628 (8,672) (3.5%)Other Transfers 48,000 43,000 0 43,000 (5,000) (10.4%)Financial Expenses 0 0 0 0 0 0.0%Total Expenditure 1,107,682 1,049,308 0 1,049,308 (58,374) (5.3%)Net Before Internal Charges and Recoveries 780,702 798,895 0 798,895 18,193 2.3%Internal Charges and RecoveriesInternal Charges 5,500 1,400 0 1,400 (4,100) (74.5%)Internal Recoveries 0 0 0 0 0 0.0%Total Internal Charges and Recoveries 5,500 1,400 0 1,400 (4,100) (74.5%)Net Budget 786,202 800,295 0 800,295 14,093 1.8%City of Guelph – 2013 Tax-supported Operating Budget252

General Revenues & Expenditures, Capital Financing and City Grants>> General RevenuesThe general revenues section of the City’s operating budget relates to revenues generated outside a specificCity department including:• supplementary tax revenue generated from new properties and additions or improvements to existingproperties• payments in lieu of taxes (PIL’s)• interest revenue generated from the City’s investment portfolio• penalty revenue generated from accounts receivablesKey Changes in 2013• Decrease revenue from supplementary taxes by $1.3 million due to collection of supplementary taxes on alarge property in 2012 and overall decline in building permit activity that generates this type of revenue• Increase revenue from payments-in-lieu of taxes due to property reassessments and investment incomefrom better cash flow monitoring and investment opportunities provided by the approved investmentpolicy2012 2013Year/YearChange ($)Year/YearChange (%)General Revenues ($14,935,100) ($14,496,295) $438,805 (2.9%)Details of IncreaseSupplementary Levy 1,300,000PIL Revenue (177,900)Interest Income (683,295)Total Impacts $438,805City of Guelph – 2013 Operating Budget253

General Revenues & Expenditures, Capital Financing and City Grants>> General ExpendituresExpenditures related to the City as a whole including but not limited to insurance, audit fees, assessment fees,and tax write-offs and rebates are considered general expenditures. Also included in this section is acontingency account to cover unexpected one-time expenditures.Key Changes in 2013• Economic increase for union groups without a contract in place at the beginning of 2013 in thecontingency account as negotiations are scheduled for 2013; once agreements are finalized, the budget willbe reallocated from the contingency account to the appropriate business unit(s)• Taxes written off and vacancy rebates have increased by $300,000 or $150,000 each. This reflects the need tobring these budgets in line with historic actuals based on higher vacancies in industrial and commercialproperties and higher anticipated write-offs due to the reassessment• $100,000 in savings from changes to the auto-reimbursement policy to be allocated out to the affecteddepartments once the updated policy is approved by the City’s Executive Team• Removal of a one-time payment from Courts Services in 2012 to assist with the transition from thetax-supported operating budget to an enterprise fund• Council approved efficiency target of $500,000City of Guelph – 2013 Operating Budget254

General Revenues & Expenditures, Capital Financing and City GrantsThe chart below shows the year-over-year change for general expenditures and provides the details of majorbudget changes.2012 2013Year/YearChange ($)Year/YearChange (%)General Expenditures $2,518,907 $3,419,063 $900,156 35.7%Details of IncreaseEfficiency target -500,000Increase in MPAC Property Assessment Fees 80,000Increased Corporate Contingency allowance 67,650Increase to Taxes Written Off and Vacancy Rebates 300,000Adjust for Savings from the Auto Reimbursement Policy -100,000Allocation for Non-negotiated Economic Impact % and contingency 836,358Removal of Revenue from Court Services 122,900Reduced OBC Cost Recoveries 68,600Other Adjustments 24,940Total Impacts 900,156City of Guelph – 2013 Operating Budget255

General Revenues & Expenditures, Capital Financing and City Grants>> Capital FinancingThis section includes debt servicing costs (principle and interest) associated with Council-approved capitalprojects, and the current year cash contributions to reserves to fund current and future capital projects—determined by the City’s guideline stating the amount of funding allocated to debt servicing costs and Cityreserves cannot exceed 20 per cent of the prior year’s net tax levy.Key Changes in 2013• Slight increase to the funds transferred to reserve funds; transfer equal to approximately 18% of the prioryear’s net tax levy and is within the Council approved 20% financing guideline• Increased debt servicing of one interest payment for several City projects expected to be completed in late2012, early 2013 including automated waste collection carts, phases 1 and 2 of the Baker Streetredevelopment project and downtown public realm reconstruction; principle and additional interestpayment will impact the 2014 budgetThe chart below shows the year-over-year change for capital financing and provides the details of majorbudget changes:2012 2013Year/YearChange ($)Year/YearChange (%)Capital Financing $26,614,825 $26,977,648 $362,823 1.4%Details of IncreaseIncrease to Transfers to City Reserve Funds 37,742Increase to Debt Servicing Costs 325,081Total Impacts 362,823City of Guelph – 2013 Operating Budget256

General Revenues & Expenditures, Capital Financing and City Grants>> Community GrantsGuelph’s Community Grant program provides financial assistance to various not-for-profit groups providingprograms and services including:• Health and Social Services• Arts and Culture• Community Events• Community Program Service Fees• Special Projects (not included in part of the annual grant process)• MacDonald Stewart Art GalleryThe administration of the City’s grant program follows the process prescribed by the Council-approvedCommunity Grant Policy.Key Changes in 2013• Increase MacDonald Stewart Art Gallery operating budget by 3%• Grants for the skateboard facility ($10,000) and tax increment-based grant program ($460,000)• Funding for an innovation fund grant as identified under the Community Investment Strategy ($50,000)• Reduction of $400,000 to the grants allocated to Guelph General Hospital and Hospice Wellington as 2012represented the last year of the City’s multi-year funding commitment to these organizations.City of Guelph – 2013 Operating Budget257

General Revenues & Expenditures, Capital Financing and City GrantsThe chart below shows the year-over-year change for grants and provides the details of major budget changes.2012Budget2013BudgetDifference % IncreaseCommunity Grants $225,400 $225,400 $- 0%Guelph Arts Council Operating Subsidy 33,000 33,700 700 2%Special Project GrantsUncommitted Funds 14,700 14,700 - 0%Guelph Cemetery Commission 2,000 2,000 - 0%Remembrance Day - Legion 3,000 3,000 - 0%Labour Day Picnic 3,000 3,000 - 0%Rotary Club of Guelph Canada Day Event 32,000 32,000 - 0%Rotary Club of Guelph Sparkles In the Park Committee 4,000 4,000 - 0%Santa Claus Parade 9,400 9,400 - 0%Heritage Grants 235,000 235,000 - 0%Hospice Wellington Grant 200,000 - -$200,000 -100%Guelph General Hospital Grant 200,000 - -$200,000 -100%Volunteer Check Fee Grant 48,000 48,000 - 0%Innovation Fund - 50,000 $50,000 100%Skateboard Facility Grant - 10,000 $10,000 100%Tax Increment Based Grants - 460,000 $460,000 100%Total Special Project Grants $751,100 $871,100 $120,000 823%MacDonald Stewart Art Gallery $173,760 $179,160 $5,400 3%Advertising Cross Charge to Fund Advertisements $- $100 $100 100%Grand Total City Grants $1,183,260 $1,309,460 $126,200 11%City of Guelph – 2013 Operating Budget258

chapter 52013 Local Boards andShared Services Budget259

Introduction>> The City of Guelph’s 2013 Proposed Local Boardsand Shared Services Operating Budget includes:Guelph Public Library BoardPublic HealthSocial Services and Social HousingDowntown Guelph Business AssociationGuelph Police Service BoardWith the exception of the Downtown Guelph Business Association, the City’s share of these services is fundedthrough the tax levy. These budgets have been extracted from the City’s traditional tax-supported operatingbudget as City Council has limited or no control over these costs.City of Guelph – 2013 Local Boards and Shared Services Budget260

LegislationThe Municipal Act, 2001 requires the municipality to prepare and adopt an annual, balanced budget thatincludes estimates of all sums required. The budget sets out the estimated revenues to be raised throughproperty taxes, and the portion to be paid into reserves. Estimated revenues to be raised through property taxesmust be equal to the estimates of all sums required for expenditures and transfers to create a balanced budget.However, unlike City departments, there is additional legislation governing the local boards and sharedservices budgets as shown in the table below.Legislation governing local boards and shared services budgetsAgency/Board/CommissionGuelph PublicLibrary BoardPublic HealthGoverningLegislation Budget Submission Requirement to the City City Council Governance Role• Public Libraries arecreated by municipalbylaws• Public Libraries Act• Health Promotion andProtection Act• Operating and capital budget estimates to Council(according to the format and timetable determined byCouncil)• A board of health shall give an annual written notice toeach obligated municipality in the health unit served bythe board of health that shall specify the amount that theboard of health estimates will be required to defray theexpenses incurred for the board of health and the medicalofficer of health, sufficient to perform its functions andduties under the Act and regulations for the year specifiedin the notice• The notice shall specify the amount for which theobligated municipality is responsible, in accordance withproportions agrees upon or where no agreement hasbeen entered into, in accordance with regulations• The notice shall specify the times at which the board ofhealth requires payments to be made by the obligatedmunicipality and the amount of each payment requiredto be made• Council approves or amends andapproves the Board’s total budget• Council may not direct additions ordeletions to specific items withinthe budget• Obligated municipalities in a healthunit must pay the expenses incurredfor the board of health and themedical officer of health, and shallensure that the amount paid issufficient to enable the board ofhealth to provide or ensure theprovision of health programs andservices in accordance with the Actand regulationsCity of Guelph – 2013 Local Boards and Shared Services Budget261

LegislationAgency/Board/CommissionSocial Servicesand SocialHousingBusinessImprovementAssociation(BIA)Guelph PoliceService BoardGoverningLegislation Budget Submission Requirement to the City City Council Governance Role• Ontario Works Act• Housing Services Act• The County ofWellington is theConsolidatedMunicipal ServicesManager (CMSM) forSocial Services andSocial Housingthrough the LocalServices Realignment,authorized by theServicesImprovement Act andthe Social AssistanceReform Act• Long Term CareHomes Act• Municipal Act, 2001 S.204 - 215• Police Services Act• Adequacy andEffectiveness of PoliceServices Regulation• Income and Employment Services: CMSM determines theCity budget amount required, based on residence ofrecipient• Child Care: CMSM determines the City budget amountrequired, based on residence of recipient for fee subsidyand location of the Child Care Centre for wage subsidy• Social Housing: CMSM determines the City budgetamount required, based on prior residence of tenant• Long Term Care: The Ministry of Health and Long TermCare requires each municipality to contribute financialsupport to a long-term care facility. The City contributesto the operating costs of Wellington Terrace, as per theagreement with the County of Wellington• Operating budget estimates to Council (according to theformat and timetable determined by Council) that reflectthe priorities and needs of the BIA, as determined by theBoard and membership• Operating and capital estimates to Council (according tothe format and timetable determined by Council),showing separately amounts sufficient to maintain anddeliver required police services and provide appropriateequipment, facilities and other supporting infrastructurein accordance with the Act• The City of Guelph must pay theamounts required by the CMSM ondemand, and may be chargedinterest and penalties for nonpayment• Council approves or amends andapproves the Board’s total budget.Council may not add expendituresto a BIA’s budget• Council must establish an overallbudget• Council may not accept or rejectspecific items within the budget• Disputes heard by the OntarioCivilian Commission on PoliceServicesCity of Guelph – 2013 Local Boards and Shared Services Budget262

Financial IMPACTSThere are many reasons for tax rate increases; some are within the City’s control and others not.In Guelph more than one-third of the City’s expenditures, $69.3 million, are related to other levels ofgovernment, autonomous boards, contractual and legislated responsibilities.The chart below shows how municipal dollars are spent on services the municipality can control and thosethat it cannot.Library$8.04%Police$34.118%Municipal$116.063%2013 Distribution of Municipal Dollars ($Ms)$185.2 millionShared Services$23.313%Public Health$2.71%Wellington Terrace$1.11%City of Guelph – 2013 Local Boards and Shared Services Budget263

Financial IMPACTSThe chart below shows the five-year trend for local boards and shared services.Net levy impact Local Boards and Shared Services$40,000,000$35,000,000$30,000,000$25,000,000$20,000,000$15,000,000$10,000,000$5,000,00002009 2010 2011 2012 2013Police Library Shared Services Wellington Terrace Health UnitCity of Guelph – 2013 Local Boards and Shared Services Budget264

Budget overview by area>> Guelph Public Library BoardOperatingThe 2013 operating budget for the Guelph Public Library Board is $7,997,725, representing a 2.5 per cent or$197,056 increase over 2012. Changes include:• Increase wages and benefits by $84,505• Increase revenues by$4,500 due to increased revenue from donations and fundraising efforts ($38,000) anda slight increase to service fees and overdue fines ($2,300), offset by the removal of one-time grant of$45,000 and CAP grant of $6,800.• Increase purchased services by $76,551 mainly due to higher rental and lease costs ($47,900) training($18,130) and telephone costs ($11,500)• Transfer $38,000 to reserve funds as a result of revenue generation efforts associated with the DevelopmentOfficer position approved in the 2012 budgetCapitalThe Guelph Public Library Board will use $1.51 million in capital funding over the 10-year budget and forecast.Key projects include ongoing funding for the radio frequency identification (RFID) inventory control systeminitiated in 2011, as well as system and network upgrades. In the later years of the forecast, the board isrequesting funding for an expansion of the Bullfrog branch, a library outreach vehicle and other branch upgrades.A complete overview of the Guelph Public Library Board’s Operating and Capital Budget is in Tab 2.>> Wellington Dufferin Guelph Public HealthThe Board of Health is required to provide an annual written notice to each municipality, specifying theamounts the board estimates will be required to pay for costs incurred by the board and the medical officer ofhealth. This estimate represents the amount required to ensure the board can provide the health programsand services, in accordance with the Health Promotion and Protection Act. The notice shall specify the amountfor which the obligated municipality is responsible in accordance with the proportions agreed upon. If noagreement exists, the proportions will be made in accordance with regulations.In 2013, the budget for Public Health is $2,737,277, representing a 9.3% or $280,000 decrease from last year.This decrease reflects the City’s recommendation to fund 2013 facility construction costs as part of debt issuedupon completion of the facility.A complete overview of the Public Health Budget is in Tab 3.City of Guelph – 2013 Local Boards and Shared Services Budget265

Budget overview by area>> Shared Services and Social HousingThe County of Wellington is the Consolidated Municipal Services Manager (CMSM) for Shared Services andSocial Housing through the Local Services Realignment, authorized by the Services Improvement Act and theSocial Assistance Reform Act. Under this authority, the County of Wellington is responsible for establishing thebudget for these services, and the City is required to make the required payments as required by the CMSM.In 2012, the budget for Shared Services and Social Housing is $23,306,000 representing a 0.30% or $70,300increase over 2012. This estimate is based on the information provided by the County in their three-yearoperating budget.Also included under the Shared Services and Social Housing section of the City’s budget is $1,166,000 forWellington Terrace. The $1 million increase over 2012 is due to a negotiated settlement reached in 2012.A complete overview of Shared Services and Social Housing Budget, including Wellington Terrace, is in Tab 4.>> Downtown Guelph Business AssociationThe Downtown Guelph Business Association is considered a business improvement area (BIA), traditionallyestablished by the municipality using the business improvement area provisions in the Municipal Act, 2001,and under this legislation is considered a local board of the municipality. Once a BIA is approved by municipalCouncil, businesses within the defined boundaries become members and pay the BIA levy along with theirproperty taxes. The BIA levies are then disbursed to the board by the municipality. The general functions of theBIA are to:• Oversee the improvement, beautification and maintenance of municipally-owned land, buildings andstructures in the area beyond what is provided at the expense of the municipality• Promote the area as a business or shopping areaIn 2013, expenditures related to the Downtown Guelph Business Association are $480,000, representing a1.48% or $7,000 increase over 2012. This budget has no impact on the tax levy, as the cost is entirely offset byBIA levies collected from members or other revenues raised by the association.A complete overview of the Downtown Guelph Business Association Budget is in Tab 5.City of Guelph – 2013 Local Boards and Shared Services Budget266

Budget overview by area>> Guelph Police Services BoardOperatingThe 2013 operating budget for the Guelph Police Service Board is $34,126,700, representing a 3.64% or$1,199,400 increase over 2012.At the request of the City, the Guelph Police Services Board provided budget reductions of approximately$473,000. These reductions are primarily due to the introduction of a salary vacancy estimate, reducing benefitreserve contributions and an assumption of reduced benefit costs due to the City’s tendering of the benefitpackage provider.CapitalThe Guelph Police Service Board is requesting $16 million in capital funding over the 10-year budget andforecast. The majority of projects included in the 10-year capital budget and forecast relate to vehicleequipment replacement and police equipment life cycle requirements.A complete overview of the Guelph Police Service Board’s Operating and Capital budget is in Tab 6.City of Guelph – 2013 Local Boards and Shared Services Budget267

Guelph Public LibraryThe Guelph Public Library benefits the entire community and supports lifelong learning by providing access toinformation and recreational resources that enrich, educate and entertain.2013 Financial Snapshot2011Actuals2012ApprovedBudget2013RequestedBudgetYear/YearChange($)TaxSupported(%)Fees(%)Donation(%)7,563,361 7,800,670 7,997,725 197,055 94% 4% 0.6% 2%GrantFunded(%)City of Guelph – 2013 Local Boards and Shared Services Budget268

GuelphOrganizationPublicChartLibraryOrganizational StructureGuelph Library BoardCEO - K. PopeAssistant CEO- C. McInnisManager of Systems- A. KwanDir. of Branch/Bookmobile Services- R. TunneyHuman Resources &Facilities Coordinator- M. LynnFinance Services- J. ChangDir. Main Library- S. KraftTechnicalServices- C. McInnisBullfrogMall/Bookmobile- C. TaylorWestminsterSquareBranch- D. AtkinsScottsdaleBranch- R. TunneyEast EndBranch- N. ClarkeWest EndBranch- S. TurnerChildren &Youth Service- S. KraftAdult Circulation- A. Norcross-LoveArchieves- D. HiltzExtensionServices- G. DuffinInformationService- S. KraftCity of Guelph – 2013 Local Boards and Shared Services Budget269

Guelph Public LibraryServices Provided• Archival services• Information services• Collections and lending services• Programming• Children’s services• Teen services• Outreach/seniors services2012 Accomplishments• Circulation of material year-to-date has increased 7.2 per cent, with more than 53,000 active cardholders,borrowing 6,400 materials every day, including books, magazines, audio/visual resources and eBooks.• Programming attendance has increased 6 percent with 1,020 programs offered at all GPL locations.• Guelph Public Library launched its first fundraising event in 2012, with a very high attendance. The revenuegenerated by fundraising events will exceed the $19,000 goal.• Guelph Public Library launched a newly enhanced website that offers many new features which benefit theentire communityKey Performance MeasuresIndicator Description2011Actual2012Estimate2013EstimateNumber of collection items borrowed 1,956,167 2,130,649 2,279,794Program Attendance 26,253 27,867 30,932Reference, Referrals and Reader’s Advisory (Information Requests) 90,604 98,993 106,913City of Guelph – 2013 Local Boards and Shared Services Budget270

Guelph Public LibraryTrend Analysis• The majority of the Guelph Public Library budget is related to direct program delivery. Compensationrepresents 65 per cent of the library’s budget, and any increase relates to the collective bargainingagreement.• The second largest cost directly related to program delivery is the purchase of library materials. It represents16 per cent of the overall expenses, and includes books, magazines, audio/visual resources, electronicresources and other operating supplies.• The demand for library materials has increased by 7.2 per cent in the first 10 months of 2012 and isexpected to increase by an additional 7 per cent in 2013.• Information requests are expected to increase by 8 per cent in 2013. Guelph citizens turn to the publiclibrary for answers, as they navigate the World Wide Web. With the demand for information requestsincreasing, the number and complexity of questions has increased as wellCity of Guelph – 2013 Local Boards and Shared Services Budget271

Guelph Public LibraryYear/Year Expense Comparison$6,000,000$5,000,000$4,000,000$3,000,000$2,000,000$1,000,0000CompensationBooks, magazines, films and suppliesLeases and common area chargesEquipment and building maintenance2012 2013UtilitiesPostage, telephone and express courier serviceOther expensesCity of Guelph – 2013 Local Boards and Shared Services Budget272

Guelph Public LibraryYear/Year Revenue Comparison$9,000,000$8,000,000$7,000,000$6,000,000$5,000,000$4,000,000$3,000,000$2,000,000$1,000,0000Revenue feesRevenue donationsRevenue provincial fundingFunding from the City of Guelph2012 2013City of Guelph – 2013 Local Boards and Shared Services Budget273

Guelph Public Library2013 Objectives• Expand the fundraising program, with two fundraising events and one sustainable program, continuing thefurnishing and equipping of the new Main Library• Offer a wide variety of programs at each location that appeals to all ages• Continue delivering the excellent services to our communityCity of Guelph – 2013 Local Boards and Shared Services Budget274

City of Guelph2013 Operating BudgetLibrary201220132013201320132013BudgetBase Eff/New/Growth Requested Budget BudgetBudget Impact From Capital Budget Change $ Change %Local Boards61 LibraryRevenueUser Fees & Service Charges ($310,000) (328,300) $0 ($328,300) ($18,300) 5.9%Product Sales 0 0 0 0 0 0.0%Interest & Penalties 0 0 0 0 0 0.0%External Recoveries (65,000) (51,200) 0 (51,200) 13,800 (21.2%)Grants (167,700) (167,700) 0 (167,700) 0 0.0%Total Revenue (542,700) (547,200) 0 (547,200) (4,500) 0.8%ExpenditureSalary, Wage & Benefits 5,433,120 5,517,625 0 5,517,625 84,505 1.6%Purchased Goods 1,476,101 1,475,800 0 1,475,800 (301) 0.0%Purchased Services 1,358,749 1,435,300 0 1,435,300 76,551 5.6%Financial Expenses 0 7,200 0 7,200 7,200 0.0%Total Expenditure 8,267,970 8,435,925 0 8,435,925 167,955 2.0%Net Before Internal Charges & Recoveries 7,725,270 7,888,725 0 7,888,725 163,455 2.1%Internal Charges & RecoveriesInternal Charges 75,400 109,000 0 109,000 33,600 44.6%Internal Recoveries 0 0 0 0 0 0.0%Total Internal Charges & Recoveries 75,400 109,000 0 109,000 33,600 44.6%Net Budget 7,800,670 7,997,725 0 7,997,725 197,055 2.5%Run Date: 22/03/13 4:18 PM275

City of Guelph2013 Operating BudgetPublic Health201220132013201320132013BudgetBase Eff/New/Growth Requested Budget BudgetBudget Impact From Capital Budget Change $ Change %Shared Services70 Shared ServicesRevenueTotal Revenue $0 0 $0 $0 $0 0.0%ExpenditureOther Transfers 3,017,277 2,737,277 0 2,737,277 (280,000) (9.3%)Total Expenditure 3,017,277 2,737,277 0 2,737,277 (280,000) (9.3%)Net Before Internal Charges & Recoveries 3,017,277 2,737,277 0 2,737,277 (280,000) (9.3%)Internal Charges & RecoveriesTotal Internal Charges & Recoveries 0 0 0 0 0 0.0%Net Budget 3,017,277 2,737,277 0 2,737,277 (280,000) (9.3%)Run Date: 22/03/13 4:18 PM276

City of Guelph2013 Operating BudgetSocial Services201220132013201320132013BudgetBase Eff/New/Growth Requested Budget BudgetBudget Impact From Capital Budget Change $ Change %Shared Services70 Shared ServicesRevenueTotal Revenue $0 0 $0 $0 $0 0.0%ExpenditureGovernment Transfers 4,828,000 4,515,000 0 4,515,000 (313,000) (6.5%)Other Transfers 75,000 75,000 0 75,000 0 0.0%Total Expenditure 4,903,000 4,590,000 0 4,590,000 (313,000) (6.4%)Net Before Internal Charges & Recoveries 4,903,000 4,590,000 0 4,590,000 (313,000) (6.4%)Internal Charges & RecoveriesTotal Internal Charges & Recoveries 0 0 0 0 0 0.0%Net Budget 4,903,000 4,590,000 0 4,590,000 (313,000) (6.4%)Run Date: 22/03/13 4:18 PM277

City of Guelph2013 Operating BudgetSocial Housing201220132013201320132013BudgetBase Eff/New/Growth Requested Budget BudgetBudget Impact From Capital Budget Change $ Change %Shared Services70 Shared ServicesRevenueTotal Revenue $0 0 $0 $0 $0 0.0%ExpenditureGovernment Transfers 15,047,000 15,663,000 0 15,663,000 616,000 4.1%Total Expenditure 15,047,000 15,663,000 0 15,663,000 616,000 4.1%Net Before Internal Charges & Recoveries 15,047,000 15,663,000 0 15,663,000 616,000 4.1%Internal Charges & RecoveriesInternal Recoveries 0 0 0 0 0 0.0%Total Internal Charges & Recoveries 0 0 0 0 0 0.0%Net Budget 15,047,000 15,663,000 0 15,663,000 616,000 4.1%Run Date: 22/03/13 4:18 PM278

City of Guelph2013 Operating BudgetChild Care201220132013201320132013BudgetBase Eff/New/Growth Requested Budget BudgetBudget Impact From Capital Budget Change $ Change %Shared Services70 Shared ServicesRevenueTotal Revenue $0 0 $0 $0 $0 0.0%ExpenditurePurchased Services 0 0 0 0 0 0.0%Government Transfers 2,710,000 2,910,000 0 2,910,000 200,000 7.4%Other Transfers 0 0 0 0 0 0.0%Total Expenditure 2,710,000 2,910,000 0 2,910,000 200,000 7.4%Net Before Internal Charges & Recoveries 2,710,000 2,910,000 0 2,910,000 200,000 7.4%Internal Charges & RecoveriesTotal Internal Charges & Recoveries 0 0 0 0 0 0.0%Net Budget 2,710,000 2,910,000 0 2,910,000 200,000 7.4%Run Date: 22/03/13 4:18 PM279

City of Guelph2013 Operating BudgetCity Social Programs201220132013201320132013BudgetBase Eff/New/Growth Requested Budget BudgetBudget Impact From Capital Budget Change $ Change %Shared Services70 Shared ServicesRevenueTotal Revenue $0 0 $0 $0 $0 0.0%ExpenditurePurchased Services 0 0 0 0 0 0.0%Government Transfers 166,000 1,166,000 0 1,166,000 1,000,000 602.4%Other Transfers 18,000 18,000 0 18,000 0 0.0%Total Expenditure 184,000 1,184,000 0 1,184,000 1,000,000 543.5%Net Before Internal Charges & Recoveries 184,000 1,184,000 0 1,184,000 1,000,000 543.5%Internal Charges & RecoveriesInternal Charges 75,000 75,000 0 75,000 0 0.0%Internal Recoveries 0 0 0 0 0 0.0%Total Internal Charges & Recoveries 75,000 75,000 0 75,000 0 0.0%Net Budget 259,000 1,259,000 0 1,259,000 1,000,000 386.1%Run Date: 22/03/13 4:18 PM280

Downtown Guelph Business Association2013 DRAFT Budget (with 2012 Approved Budget)2013 2012 Change ($) Change (%)RevenueTax Levy Income 436,000.00 424,000.00 12,000.00 2.83%Tax Levy Adjustment 5,000.00 -25,000.00 30,000.00 -120.00%Total Tax Levy Income 431,000.00 399,000.00 32,000.00 8.02%Surplus from Prior Fiscal 0.00 40,000.00 -40,000.00 -100.00%Funds from City 29,000.00 29,000.00 0.00 0.00%Co-op Advertising Revenue 20,000.00 5,000.00 15,000.00 300.00%Grant Income 0.00 0.00 0.00 0.00%Events & Workshop Revenue 0.00 0.00 0.00 0.00%Gift Certificate Write-off Income 0.00 0.00 0.00 0.00%Bank Interest 0.00 0.00 0.00 0.00%Miscellaneous Revenue 0.00 0.00 0.00 0.00%Total Revenue 480,000.00 473,000.00 7,000.00 1.48%281TOTAL REVENUE 480,000.00 473,000.00 7,000.00 1.48%EXPENSEPayroll ExpensesWages & Salaries 189,000.00 189,000.00 0.00 0.00%Contract & Part-time Staff 7,000.00 7,000.00 0.00 0.00%EI Expense 5,500.00 5,500.00 0.00 0.00%CPP Expense 4,500.00 4,500.00 0.00 0.00%WSIB Expense 0.00 0.00 0.00 0.00%EHT Expense 1,000.00 1,000.00 0.00 0.00%Benefits 8,000.00 8,000.00 0.00 0.00%Pension 2,000.00 2,000.00 0.00 0.00%Total Payroll Expenses 217,000.00 217,000.00 0.00 0.00%Marketing & Promotion ExpensesNewspaper Advertising 30,000.00 20,000.00 10,000.00 50.00%Radio Advertising 4,000.00 4,000.00 0.00 0.00%Directories & Guides 3,000.00 3,000.00 0.00 0.00%Flyer & Printing Expenses 8,000.00 10,000.00 -2,000.00 -20.00%Website Expenses 5,000.00 5,000.00 0.00 0.00%Signage 1,000.00 1,000.00 0.00 0.00%Promotional Material 4,000.00 4,000.00 0.00 0.00%Design Fees 7,000.00 7,000.00 0.00 0.00%Sponsorships 7,000.00 7,000.00 0.00 0.00%Gift Certificate Donations 775.00 775.00 0.00 0.00%Other General Advertising Expenses (Postage) 4,000.00 4,000.00 0.00 0.00%Total Marketing & Promotion Expense 73,775.00 65,775.00 8,000.00 12.16%Event ExpensesRoad Closure Expense 2,000.00 2,000.00 0.00 0.00%City Flowers 14,500.00 14,500.00 0.00 0.00%Downtown Streetscaping 29,000.00 29,000.00 0.00 0.00%Downtown Lighting 9,000.00 10,000.00 -1,000.00 -10.00%Artist & Musician Fees 7,500.00 7,500.00 0.00 0.00%

Downtown Guelph Business Association2013 DRAFT Budget (with 2012 Approved Budget)2013 2012 Change ($) Change (%)Casual Workers 2,000.00 2,000.00 0.00 0.00%Rentals 2,000.00 2,000.00 0.00 0.00%Materials 1,000.00 1,000.00 0.00 0.00%Total Event Expenses 67,000.00 68,000.00 -1,000.00 -1.47%Meetings & Prof Development ExpenseBoard & Committee Meeting Expenses 2,000.00 2,000.00 0.00 0.00%Conference & Event Fees 4,500.00 4,500.00 0.00 0.00%Education Expense 3,000.00 3,000.00 0.00 0.00%ED & Business Development Expense 1,000.00 1,000.00 0.00 0.00%Staff & Exec Events 1,000.00 1,000.00 0.00 0.00%Total Meetings & Prof Develop Exp 11,500.00 11,500.00 0.00 0.00%282General & Administrative ExpensesAccounting & Legal Expenses 4,000.00 4,000.00 0.00 0.00%Bookkeeping Expenses 4,000.00 4,000.00 0.00 0.00%Consultants 5,000.00 5,000.00 0.00 0.00%Rent Expense 33,000.00 33,000.00 0.00 0.00%Telephone & Internet 5,500.00 5,500.00 0.00 0.00%Insurance 25.00 25.00 0.00 0.00%Postage & Courier 2,500.00 2,500.00 0.00 0.00%Office Supplies 4,000.00 4,000.00 0.00 0.00%Office Repairs & Maintenance 2,000.00 2,000.00 0.00 0.00%Equipment Rental 4,000.00 4,000.00 0.00 0.00%Dues & Subscriptions 2,000.00 2,000.00 0.00 0.00%Gifts & Various Expenses 1,200.00 1,200.00 0.00 0.00%Bad Debts 0.00 0.00 0.00 0.00%Cash Short/Over 0.00 0.00 0.00 0.00%Bank Fees 500.00 500.00 0.00 0.00%Total General & Admin Expenses 67,725.00 67,725.00 0.00 0.00%Other ExpensesMiscellaneous Expenses 3,000.00 3,000.00 0.00 0.00%Rink Contribution 40,000.00 40,000.00 0.00 0.00%Total Other Expenses 43,000.00 43,000.00 0.00 0.00%TOTAL EXPENSE 480,000.00 473,000.00 7,000.00 1.48%NET INCOME 0.00 0.00 0.00 0.00%

Guelph Police ServiceThe vision of the Guelph Police Service is to contribute to the safety of our community by way of intelligenceledpolicing and community partnerships, and the growth and development of our members via leadershipand innovative policing that is effective, efficient, economical and environmentally responsible.2013 Financial Snapshot2011Actuals2012ApprovedBudget2013RequestedBudgetYear/YearChange($)TaxSupported(%)Funding sourcesUserFee (%)31,259,332 32,927,300 34,126,700 1,199,400 93.3% 3.1% 3.6%GrantFunded(%)City of Guelph – 2013 Local Boards and Shared Services Budget283

Organization ChartGuelph Police ServiceOrganizational StructureGuelph Police Services BoardInspectorExecutiveServicesChief of PoliceProfessionalStandardsResearch andDevelopmentPublicInformationNeighbourhood ServicesDeputy ChiefLegal ServicesCorporate ServicesDirectorInspectorNeighbourhoodServicesPatrolInspectorNeighbourhoodServices FieldSupportInspectorInvestigativeServicesInspector ofAdministrationSupportHumanResourcesManagerManger ofFinanceManager ofInformationSystemsNeighbourhoodTeamsCrime AnalysisCommunityMobilizationTRU/CIRTTraffic andSchool SafetyYouth andCrime PreventionServicesCanineCivil EmergenciesStrike LiaisonCriminalInvestigationsBranchIntelligenceDrugsForensicInvestigationsand Tech CrimesInternet ChildExploitationCrimesData ServiceCommunicationsCourt ServiceProperty andFirearmsFacilitiesFleetHumanResourceServicesPayrollProfessionalDevelopment& RecruitmentMaterialsManagementCity of Guelph – 2013 Local Boards and Shared Services Budget284

Guelph Police Service2012 Accomplishments• Hired two civilian special constables to support the front line platoons by providing consistent and costeffective service to the public and to the treatment and care of prisoners. These additions allowed for theredeployment of two officers to other departments including one officer to the Child Pornography unit andone officer to target guns and gang activity which is partially funded by the Provincial Anti-ViolenceIntervention Strategy (PAVIS) grant• Increased the hours of the Freedom of Information civilian to support the workload in the Freedom ofInformation/Legal office• Successfully received grants, including a Civil Remedies grant to fund the procurement of a forensic lightsource to enhance the abilities of the Forensic Identification unit and a computer storage device for theChild Pornography unit to categorize images and prevent child abuse victimization. Also received fundsthrough the Court Security Prisoner Transportation Program to assist in offsetting some of the costs of courtsecurity and prisoner transportation costs• Introduced a new police poly-wool uniform and a new model of police vehicles “Interceptor” that willcontribute towards environmental and cost efficiencies• Implemented an information systems System Center Operation Manager (SCOM) project to enable remoteassistance and implement a wireless infrastructure• Created an architectural design for the renovation of the Police headquarters building to address knowndeficiencies in staff accommodations, evidence storage, locker room and prisoner lock-up.Key Performance Measures2010Actuals2011Actuals2012Projection2013TargetPolicing Cost per Capital ($) $241 $248 $264 $273Operating Surplus/(Deficit) $249,213 $535,313 $700,000 $-Population per Police Officer 654 647 653 660Average Response Time (mins),Priority One Calls for Service5.3 4.5 maintain orimprovePublic Complaint Investigations 14.0 20.0 maintain orimproveCrime Clearance Rate 55.5 48.0 maintain orimproveCrime Severity Rate 50.4 47.0 maintain orimprovemaintain orimprovemaintain orimprovemaintain orimprovemaintain orimproveCity of Guelph – 2013 Local Boards and Shared Services Budget285

Guelph Police ServiceSuccessfully kept expenditures within the official budget in both 2010, 2011 and 2012Improved Priority one response time and crime clearance rates in 2011Retained “safest City in Canada” status by maintaining the lowest Crime Severity Index for Canadian CensusMetropolitan Areas for the fifth year in a rowTrend Analysis• The majority of the Guelph Police Service’s budget is related to costs associated with direct programdelivery. Compensation represents over 90 per cent of the service’s budget and increases can be tied backto the collective bargaining agreement and benefit usage and cost increases. No expansions or staff growthhave been assumed in the 2013 budget in order to mitigate budget increases.• Other expense categories have remained relatively flat over the years• Grants increased in the 2013 budget due to the inclusion of the Court Security Prisoner Transportationprogram which was offset by the expiry of the Police Officer Recruitment Fund (PORF) on March 31, 2013• External recoveries were high in 2010 due to recoveries from the joint force policing projects Olympics andG20• User Fees increased in the 2013 budget due to additional volumes for fees charged in the Guelph PoliceService’s fees and charges by-law• Internal recoveries reduced in 2013 due to the removal of an one-time recovery of $48,000 from the city tofund the costs incurred by the Guelph Police Service associated with volunteer reference checks to precludethe imposition of a recovery feeCity of Guelph – 2013 Local Boards and Shared Services Budget286

Guelph Police ServiceYear/Year Expense Comparison$35,000,000$30,000,000$25,000,000$20,000,000$15,000,000$10,000,000$5,000,0000CompensationPurchased goodsPurchased servicesInternal charges2010 Actual 2011 Actual 2012 Budget 2013 BudgetCity of Guelph – 2013 Local Boards and Shared Services Budget287

Guelph Police ServiceYear/Year Revenue Comparison$1,400,000$1,200,000$1,000,000$800,000$600,000$400,000$200,0000GrantsExternal recoveriesUser feesInternal recoveries2010 Actual 2011 Actual 2012 Budget 2013 BudgetCity of Guelph – 2013 Local Boards and Shared Services Budget288

City of Guelph2013 Operating BudgetPolice201220132013201320132013BudgetBase Eff/New/Growth Requested Budget BudgetBudget Impact From Capital Budget Change $ Change %Local Boards60 PoliceRevenueUser Fees & Service Charges ($394,700) (427,400) $0 ($427,400) ($32,700) 8.3%Product Sales (13,000) (8,000) 0 (8,000) 5,000 (38.5%)Licenses & Permits (46,000) (53,000) 0 (53,000) (7,000) 15.2%External Recoveries (41,800) (51,800) 0 (51,800) (10,000) 23.9%Grants (1,189,800) (1,330,800) 0 (1,330,800) (141,000) 11.9%Total Revenue (1,685,300) (1,871,000) 0 (1,871,000) (185,700) 11.0%ExpenditureSalary, Wage & Benefits 31,746,400 33,046,200 0 33,046,200 1,299,800 4.1%Purchased Goods 1,162,900 1,213,900 22,800 1,236,700 73,800 6.3%Purchased Services 1,998,000 1,986,200 4,100 1,990,300 (7,700) (0.4%)Financial Expenses 2,700 2,700 0 2,700 0 0.0%Total Expenditure 34,910,000 36,249,000 26,900 36,275,900 1,365,900 3.9%Net Before Internal Charges & Recoveries 33,224,700 34,378,000 26,900 34,404,900 1,180,200 3.6%Internal Charges & RecoveriesInternal Charges 333,900 302,600 10,000 312,600 (21,300) (6.4%)Internal Recoveries (631,300) (590,800) 0 (590,800) 40,500 (6.4%)Total Internal Charges & Recoveries (297,400) (288,200) 10,000 (278,200) 19,200 (6.5%)Net Budget 32,927,300 34,089,800 36,900 34,126,700 1,199,400 3.6%Run Date: 22/03/13 4:18 PM290

chapter 62013 Tax-supportedCapital Budget and Forecast291

2013–2022 Tax-supported Capital Budget and ForecastThe capital budget and forecast seeks to align the City’s resources with key initiatives designed to supportorganizational excellence, innovation in local government and city building – the three strategic focus areas ofGuelph’s Corporate Strategic Plan (CSP).A capital expenditure is defined as any significant expenditure incurred to acquire or improve land, buildings,engineering structures, machinery and equipment. It usually results in a benefit lasting beyond one year andthe acquisition or extension of the life of a fixed asset.While they are not classified as a tangible capital asset, certain studies eligible for development charge fundingare included in the capital forecast. Guelph’s capital budget and forecast includes project such as:• Roads, bridge and storm construction• Transit• Vehicle and equipment replacement• Facilities and building asset management• Protective ServicesThe 2013-22 tax-supported capital budget and forecast continues to build on the City’s principles of financialsustainability, fiscal capacity, accountability and transparency. These principles reflect the recognized need tomaintain and rehabilitate the City’s existing infrastructure while minimizing reliance on debt.The graph below shows how most of the $51.5 million capital investment in 2013 is allocated to health andsafety and infrastructure renewal projects ($29.14 million). Forward facing city building projects such as theClair Road/Laird Road Interchange and Eastview Community Park account for $12.72 million and key initiativessupporting the CSP account for and $9.61 million.2013 Tax-supported Capital Budget Project Distribution($51,470,300)Forward FacingCity Building Projects$12,724.925%CSP Initiatives$9,608.619%Health and Safetyand Infastruture Renewal$29,136.856%City of Guelph – 2013–2022 Tax-supported Capital Budget and Forecast292

2013–2022 Tax-supported Capital Budget and Forecast>> Fiscal FrameworkThe City’s capital budget is a long-term sustainable investment plan and forecast. The timing for capital work,cost and funding sources have been considered, and all 10-years are funded within the Council-approvedguideline which allows for 20 per cent of the prior year’s net tax levy to be transferred to reserve funds to payfor current and future capital work and fund debt servicing costs.As in past years, the 2013 capital budget focuses on sustainability and fiscal responsibility. Within the forecast,efforts have been made to ensure that appropriate funding allotments have been made to support projectsrelated to maintaining the City’s road and storm water infrastructure, buildings and vehicle and equipmentassets. The funding contributions have been made in accordance with the Council-approved reserve andreserve fund policy.>> Capital Budget Process OverviewThe process began in May 2012 with the formation of a capital budget team. This team includedrepresentatives from all City service areas and was responsible for updating the corporate priority model andbringing forward a fully-funded 10-year capital forecast for Executive Team review and approval.The budget team refined the corporate priority model from 27 criteria to 14 criteria considered critical forevaluating the City’s capital projects. The team further considered the Corporate Strategic Plan, Councilapprovedbudget policy, and the Community Sustainability Pillars as the guiding principles in determining theevaluation and prioritization criteria. Together the collaborative team reviewed timing, risk, scope and theinter-relationships between various projects to:• Develop a 10-year capital forecast using the priority model to rank eachproject in the forecast• Complete project information sheets for projects in the first 5-years of theforecast; information sheetscontain detailed information and provide an help ensure project continuity• Identify funding constraints, reviewed debt and reserve fund balances to ensure the 10-year forecast isfunded• A list of criteria is included at the end of this section.City of Guelph – 2013–2022 Tax-supported Capital Budget and Forecast293

2013–2022 Tax-supported Capital Budget and Forecast>> 2013 Capital budgetThe City of Guelph’s 2013 capital budget total expenditure is $51,470,300 and is allocated between the projectcategories and funding sources identified below:2013 Capital Budget by Project Category and Funding Source (‘000s)External Funding SourcesInternal Funding SourcesProject CategoryProjectCostGrants andSubsidiesFederalGas Tax OtherDevelopmentCharges (DCs)DCDebtEquipmentReplacementCityReserves DebtRoads and13,325.0 0.0 5,560.0 430.0 2,721.6 500.0 0.0 4,113.4 0.0Stormwater SystemsPolicy Planning Studies 548.7 0.0 0.0 0.0 234.4 0.0 0.0 314.3 0.0Solid Waste Management 5,734.1 596.3 998.4 153.1 0.0 0.0 2,366.3 420.0 1,200.0Public Works 4,586.1 180.0 0.0 0.0 81.0 0.0 3,291.1 1,034.0 0.0By-law and Security 202.0 0.0 0.0 0.0 0.0 0.0 0.0 202.0 0.0Park Design and1,899.4 25.0 0.0 0.0 1,150.3 0.0 170.4 553.7 0.0MaintenanceTransit 3,005.6 543.6 0.0 0.0 415.7 0.0 1,456.0 590.3 0.0Culture and Entertainment 343.0 0.0 0.0 0.0 0.0 0.0 0.0 343.0 0.0Corporate Buildings and 3,842.0 0.0 0.0 0.4 367.6 0.0 0.0 3,324.0 150.0Recreation FacilitiesEconomic Development 5,089.3 0.0 0.0 5,089.3 0.0 0.0 0.0 0.0 0.0Finance 130.0 0.0 0.0 0.0 105.3 0.0 0.0 24.7 0.0Downtown Improvements 3,700.0 0.0 0.0 0.0 1,704.6 0.0 0.0 0.0 1,995.4Community Energy 1,279.3 0.0 0.0 374.8 2.4 0.0 0.0 902.1 0.0Emergency Services 2,707.6 0.0 0.0 360.8 0.0 0.0 2,311.8 35.0 0.0Information Technology 3,405.5 0.0 0.0 85.1 0.0 0.0 1,418.7 1,901.7 0.0Local Boards 1,672.7 0.0 0.0 8.0 0.0 0.0 1,457.7 207.0 0.0Total 2013 51,470.3 1,344.9 6,558.4 6,501.5 6,782.9 500.0 12,472.0 13,965.2 3,345.4City of Guelph – 2013–2022 Tax-supported Capital Budget and Forecast294

2013–2022 Tax-supported Capital Budget and ForecastThe City of Guelph’s nine-year capital forecast is being provided for information and the budgetedexpenditures are $419,899,000. In the following chart that follows, the projects within the forecast are allocatedbetween the following categories and funding sources.2014–2022 Capital Budget Forecast by Project Category and Funding Source (‘000s)External Funding SourcesInternal Funding SourcesProject CategoryProjectCostGrantsandSubsidiesFederalGas Tax OtherDevelopmentCharges (DCs)DCDebtEquipmentReplacementCityReserves DebtRoads and157,354.0 0.0 61,158.9 8,748.9 22,940.0 13,000.0 0.0 51,506.2 0.0Stormwater SystemsPolicy Planning Studies 3,759.2 0.0 0.0 0.0 1,743.4 0.0 0.0 2,015.8 0.0Solid Waste19,567.7 0.0 600.0 550.0 0.0 0.0 8,562.7 9,855.0 0.0ManagementPublic Works 58,050.9 0.0 0.0 0.0 1,969.9 0.0 38,133.9 17,947.1 0.0By-law and Security 2,145.7 0.0 0.0 0.0 0.0 0.0 0.0 2,145.7 0.0Park Design and45,018.2 0.0 0.0 0.0 22,983.0 0.0 3,624.2 18,411.0 0.0MaintenanceTransit 26,942.0 205.0 0.0 0.0 2,945.7 0.0 21,393.2 2,398.1 0.0Culture and3,435.0 0.0 0.0 250.0 0.0 0.0 0.0 3,185.0 0.0EntertainmentCorporate Buildings 28,849.9 0.0 0.0 0.0 669.9 0.0 0.0 21,180.0 7,000.0and Recreation FacilitiesEconomic18,356.6 0.0 0.0 18,356.6 0.0 0.0 0.0 0.0 0.0DevelopmentFinance 140.0 0.0 0.0 0.0 113.4 0.0 0.0 26.6 0.0Downtown1,400.0 0.0 0.0 0.0 645.0 0.0 0.0 0.0 755.0ImprovementsCommunity Energy 10,783.0 0.0 0.0 3,221.6 3.6 0.0 0.0 7,557.8 0.0Emergency Services 13,660.6 0.0 0.0 3,935.4 0.0 0.0 9,725.2 0.0 0.0Information Technology 14,583.3 0.0 0.0 506.5 0.0 0.0 12,063.9 2,012.9 0.0Local Boards 15,852.9 0.0 0.0 64.0 0.0 0.0 12,992.4 2,866.5 0.0Total 2014–2022 419,899.0 205.0 61,758.9 35,633.0 54,013.9 13,000.0 106,425.5 141,107.7 7,755.0City of Guelph – 2013–2022 Tax-supported Capital Budget and Forecast295

2013–2022 Tax-supported Capital Budget and ForecastA full list of projects and vehicle and replacement details are included at the end of this sectionDebt BurdenIn 2012 Standard and Poor’s reaffirmed the City’s “AA” credit rating and revised the outlook from stable topositive. One of the reasons for the upgraded outlook is the City’s commitment to manage its debt burdenresponsibly over the outlook horizon.The 2013 capital budget recognizes the need to continue to be somewhat conservative with respect to usingdebt financing to fund capital projects. As a result, certain capital projects that would be debt-financed are notincluded in the long-range forecast. The City continues to explore alternative financing opportunities to payfor its share of these projects including grant funding, partnerships and other innovative ways of providingthese services and facilities.The City must also consider future operating impact of constructing new assets including debt servicing andthe cost of operating and maintaining the asset. By limiting these costs, Guelph can ensure funds are availablefor emerging community needs, and help prepare the City for both predicted and unexpected needs thataccompany a growing community.In recognition of the Corporate Strategic Plan and the City’s legislative obligations, the City’s 2013-22 debtforecast shows two new projects that will be debt-financed:Public Health Facilities - the City is obligated to pay its share of the new facilities being constructed in Guelphand Orangeville by Wellington-Dufferin-Guelph Public Health under the governing legislation detailed in theOntario Heath and Promotion and Protection Act.Baker Street Redevelopment Phase Three and Four - in accordance with City Council’s 2009 direction the Citywill assemble the land packages required for the Baker Street Redevelopment site and position it as shovelreadyfor future development.Development Charges (DC) StudyThe City is currently undertaking the initial stages of the 2014 DC Study. Through the study, staff will review theCity’s existing development charges and bring forward a recommendation on a new charge to ensure thesereserves are sustainable and funding is available to meet future growth needs. As part of the review, staff willexamine the anticipated amount, type and location of development through the study’s timeframe, andreview existing service standards.The 2013 tax-supported capital budget is using approximately $6.8 million from the City’s DC Reserves to fundcapital work. Identified under the Province’s Places to Grow legislation, this source of funding is critical to theCity’s ability to provide infrastructure to support the needs of a growing community. As part of the work, the2014 DC Study process will include a formal peer review team including key stakeholders. The purpose of thisteam is to allow for the opportunity for more regular communication and agreement regarding keyassumptions going into the development of the study.City of Guelph – 2013–2022 Tax-supported Capital Budget and Forecast296

2013–2022 Tax-supported Capital Budget and ForecastIt should be noted that the DC Study is a mandatory requirement under the Development Charges Act, 1997and the resulting study and by-law allows the City of Guelph to impose development charges against land topay for increased capital costs required because of the increased need for physical infrastructure and otherservices arising from development and redevelopment.Alternative Capital Financing OpportunitiesThe City continues to seek new and innovative ways to fund capital projects. The City is building a frameworkto support this objective and ensure tools are in place to evaluate all financing options before proceeding withnew projects. Most notable is the business planning software staff are implementing and using to evaluateapproved pilot projects throughout 2012 and early 2013.Two key projects in the 2013 capital budget leverage alternative financing opportunities by demonstratingcost avoidance strategies for future budgets: the facility energy measures and joint wireless design projects.Both projects access funding from the City’s Capital Renewal Reserve Fund (previously known as Hydro Note)or leverage other alternative funding sources to raise the seed funding needed to move the project forward.The Facility Energy Measures project also provides the opportunity to leverage partner contributions in eitherthe current or future budget years.One of the key requirements of accessing funding from the Capital Renewal Reserve Fund is the ability toprovide a business case with a demonstrated payback to the reserve fund. As such, further scrutiny will beapplied to these projects and the City’s Executive Team must approve each business case prior to proceedingwith any spending against these projects.Capital FinancingOne of the major constraints for any municipality is the amount of funding available to pay for capital works.As the capital budget is developed, staff continuously seeks to optimize available funding by leveragingexternal and alternative funding sources to pay for capital projects. The following graphs show the distributionof funding for the 2013 tax supported capital budget and nine-year year forecast.External Funding SourcesExternal funding is funding that is provided by a source other than the City tax levy or tax supported debt.External funding sources can include the following:• Grants and subsidies• Federal Gas Tax• Other external contributions such as land sales and partner contributions• Development charges• Development Charge GrantCity of Guelph – 2013–2022 Tax-supported Capital Budget and Forecast297

2013–2022 Tax-supported Capital Budget and Forecast2013 Capital Budget by Funding Source$51.5 millionEquipment Replacement24%City Reserves27%DC Debt1%Development Charges13%Other13%Debt6%Grants and Subsidies3%Federal Gas Tax13%2014–2022 Capital Budget by Funding Source$419.9 millionEquipment Replacement25%City Reserves34%DC Debt3%Development Charges13%Grant, Subsides and other8%Debt2%Federal Gas Tax15%City of Guelph – 2013–2022 Tax-supported Capital Budget and Forecast298

2013–2022 Tax-supported Capital Budget and ForecastCapital Funding from City SourcesThe major source of internal funding for capital projects is the tax-supported operating budget. The operatingand capital budgets are closely linked in two ways:• All City funding for capital projects originates with the tax-supported operating budget or tax-supporteddebt-generated for capital projects; changes to the capital budget can impact the operating budget andthe tax rate• Once a project is complete there can be significant operating and maintenance costs that can result inadditional staffing needs; costs are paid out of the operating budget and can impact the tax rateCity of Guelph – 2013–2022 Tax-supported Capital Budget and Forecast299

2013–2022 Tax-supported Capital Budget and ForecastFunding GuidelineThe City uses a 20 per cent guideline to determine the amount of funding that can be allocated to the Cityreserves. The guideline states that the City’s share of capital financing cannot exceed 20 per cent of the prioryear’s net tax levy. Capital financing refers to the amount transferred to reserves to fund capital projects,support future capital initiatives and make debt payments (principle and interest). The funding guideline usedto establish the 10-year capital budget and forecast is provided below:2013-2022 Tax-supported Capital Financing Guideline Calculation($000’s)Assumptions2013 2014 2015 2016 2017 2018 2019 2020 2021 2022Levy and GrowthRate Increase %Prior Year NetTax LevyApproved Levyand Growth RateIncreaseNet TaxationRequirement% of Net Tax Levyfor CapitalCapital Funding/Debt Servicing(20% of Prior YrNet Tax Levy)Debt Servicing(P&I)Capital FundingAvailable forProjects andReservesB=20%*A5.00% 5.00% 5.00% 5.00% 5.00% 5.00% 5.00% 5.00% 5.00% 5.00%A $176,061 $184,864 $194,107 $203,813 $214,003 $224,703 $235,939 $247,735 $260,122 $273,1288,803 9,243 9,705 10,191 10,700 11,235 11,797 12,387 13,006 13,656$184,864 $194,107 $203,813 $214,003 $224,703 $235,939 $247,735 $260,122 $273,128 $286,78520% 20% 20% 20% 20% 20% 20% 20% 20% 20%$35,212 $36,973 $38,821 $40,763 $42,801 $44,941 $47,188 $49,547 $52,024 $54,626C $11,764 $12,749 $16,247 $15,266 $14,541 $14,341 $13,107 $12,281 $12,102 $6,815D $23,448 $24,224 $22,574 $25,496 $28,260 $30,600 $34,081 $37,266 $39,923 $47,811City of Guelph – 2013–2022 Tax-supported Capital Budget and Forecast300

2013–2022 Tax-supported Capital Budget and ForecastThe 2013 capital budget was approved with an allocation of $19.8 million available to fund City reserve funds.This funding has been allocated between the various reserve funds highlighted below:2013 Reserve Fund Contributions (‘000s)Capital Tax 122DC Exemption 597Road Infrastructure 1,295Building Lifecycle 2,160Brownfield 50Vehicle and Equipment 10,997Departmental Reserves 4,575Total Reserve Contributions 19,796These contributions reflect a funding guideline level of 17.9 per cent following funding levels of 18 per cent ofthe prior year net tax levy in 2011 and 19 per cent of the prior year net tax levy in 2012.Reserve fund continuity schedules outlining the transfers to and from City reserves for the 10-year period areincluded in Appendix 3.City of Guelph – 2013–2022 Tax-supported Capital Budget and Forecast301

2013–2022 Tax-supported Capital Budget and ForecastDebt FinancingCapital Projects Receiving Debt FundingThe following projects in the 10-year forecast will be funded using debt-financing:Project # and description Year of issue AmountTax-supportedor DC DebtWC0011 Automated Waste Collection Carts * 2013 1,200,000 Tax-supportedRF0051 Victoria Road Recreation Centre Renovation 2013–2015 7,150,000 Tax-supportedSS0019 Baker St Redevelopment Ph 3 2013 1,995,400 Tax-supportedSS0020 Baker St Redevelopment Ph 4 2014 755,000 Tax-supportedPublic Health Facility 2014 10,400,000 Tax-supportedRD0267 Clair/Laird/Hanlon Interchange 2013–2015 13,500,000 DC DebtTotal $35,000,400Note: WC0011 is pre-approved per Committee Report titled “Conversion of Curbside Waste Collection Program to Fully Automated Carts”Guelph’s debt policy prevents the City from issuing debt to pay for the ongoing rehabilitation of existinginfrastructure, and it is critical to prepare budgets reflecting this constraint to ensure appropriate reservecontributions are made to address infrastructure needs.The following graph shows that as less debt is issued, lower debt servicing costs are incurred and a greateramount of funding can be contributed to City reserves.City of Guelph – 2013–2022 Tax-supported Capital Budget and Forecast302

2013–2022 Tax-supported Capital Budget and ForecastComparison of Debt Servicing Costs to Contribution to Reserves$60,000$50,000$40,000$30,000$20,000$10,000$02013 2014 2015 2016 2017 2018 2019 2020 2021 2022Capital funding availablefor projects and reservcesTax-supportedDebt ServicingA complete draft debt continuity schedule is included in Appendix 4.City of Guelph – 2013–2022 Tax-supported Capital Budget and Forecast303

2013–2022 Tax-supported Capital Budget and ForecastCapital Asset ManagementIn 2012, the City identified the following key action items as being critical in the development of Guelph’sAsset Management Strategy:• Corporate asset status report• Review of existing policies and strategies• Focus on high risk assets• Focus on individual problemsThe following activities have taken place that help support these goals:• The Engineering Services department retained AECOM to prepare a report highlighting currentinfrastructure spending and provide a condition analysis on the City’s transportation, stormwater, water andwastewater infrastructure. The report identifies the City’s infrastructure gap as related to these assets.• Fleet Services analyzed the operating and capital costs associated with the City’s fleet to ensure adequatefunds are contributed to the capital reserve fund to cover the cost of replacing current assets.• Corporate Building Maintenance completed structural assessments on a number of City buildings toprioritize maintenance work in the near term.The work carried out in 2012 represents a large portion of the capital renewal requirements within the City.However, Guelph must use a broader approach to manage assets across the organization. This undertakingwill be carried out in co-ordination with the Corporate Technology Strategy and will focus on developing toolsrequired to move the Asset Management Plan forward.• Identify system requirements for the ongoing monitoring of assets• Model future costs associated with the maintenance and replacement• Develop metrics for use across all departments• Evaluate and prioritize maintenance and replacement needs within available funding levelsCity of Guelph – 2013–2022 Tax-supported Capital Budget and Forecast304

2013–2022 Tax-supported Capital Budget and ForecastOperating Impact from CapitalAs part of good fiscal management, the City recognizes the need to enhance the connection between itsoperating and capital budgets by clearly defining the future operating impact of capital projects. The chartbelow indicates the operating impact and full time employees associated with capital projects:2013 Tax-supported Capital Budget Operating Impact2013 2014 2015 2016 FTEsIT0024 IT Strategic Plan Implementation 500,000 249,800 95,300 7.0PK0002 Guelph Trails 56,000 0.5PK0014 Eastview Community Park 196,600 -6,000 100 -PL0029 Facility Energy Measures 245,000 2.0TC0026 CAD/AVL Replacement 100,000 -WC0011 Automated Waste Collection Carts 147,950RF0051 Victoria Road Recreation Centre Renovation 881,500SS0019 Baker St Redevelopment Ph 3 246,000SS0020 Baker St Redevelopment Ph 4 93,100$941,600 $737,750 $974,600 $151,400 9.5In 2013, the City plans to develop a more robust reporting system to quantify future operating costs by costtype, including salaries and wages, one-time costs and any debt-servicing costs incurred as a result of a capitalproject.City of Guelph – 2013–2022 Tax-supported Capital Budget and Forecast305

2013–2022 Tax-supported Capital Budget and ForecastRisk and PolicyThe capital financing guideline is developed assuming a combined five per cent levy and growth rate increase.Should actual levy growth be lower than five per cent there would be less funding available for debt servicingand funding reserve funds, and the 2014-22 forecast for 2014-2022 may need to be adjustedThe 10-year budget and forecast is developed based on assumed revenue collections for the City’sDevelopment Charge (DC) reserve funds. If these revenues do not materialize, the City would need to makeadjustments to the growth funded projects approved in previous, current and future budgets to account forlower revenues.Based on the current forecast, the City will be offside on its Development Charges Debt Servicing ratiobeginning in 2015 for the Roads DC Reserve Fund. This ratio allows for debt servicing to account for amaximum of 20 per cent of the average revenue forecast identified in the development charges backgroundstudy for hard services. As the City is currently entering a new study that will determine a new DevelopmentCharge rate effective March 2, 2014, staff recommends this be monitored and adjusted as more informationcomes available through the DC Study.City of Guelph – 2013–2022 Tax-supported Capital Budget and Forecast306

CITY OF GUELPH2013 TAX SUPPORTED CAPITAL BUDGET2014 TO 2022 TAX SUPPORTED CAPITAL FORECASTRoadsRoads GrowthRD0078 VICTORIA - STONE-ARKELL1,800.0 250.0 2,050.0 180.0 1,008.0 862.0 862.0RD0118 TRANSPORT STRATEGY IMPLEMENT50.0 100.0 200.0 350.0 153.8 196.3 196.3RD0122 EASTVIEW - STARWOOD-WATSON1,200.0 200.0 1,400.0 400.0 463.4 536.6 536.6RD0265 GORDON- CLAIR TO MALTBY5,900.0 5,900.0 3,843.9 2,056.1 2,056.1RD0267 CLAIR/LAIRD & HANLON INTERCHANGE500.0 6,500.0 6,500.0 13,500.0 13,500.0RD0268 TRANSIT UPGRADES150.0 1,000.0 1,150.0 1,150.0 1,150.0RD0269 LAIRD: CLAIR TO SOUTHGATE1,500.0 1,000.0 500.0 3,000.0 2,475.0 525.0 525.0RD0270 YORK- VICTORIA TO EAST CITY LIMITS5,500.0 5,000.0 10,500.0 5,208.9 3,319.9 1,971.2 1,971.2RD0271 STONE- MOTICELLO TO VICTORIA400.0 3,600.0 300.0 4,300.0 290.0 2,484.3 1,525.7 1,525.7RD0272 VICTORIA- YORK TO STONE II350.0 3,300.0 300.0 3,950.0 2,488.5 1,461.5 1,461.5RD0273 SILVERCREEK PKWY/CN SEP500.0 2,750.0 2,750.0 6,000.0 3,000.0 1,863.8 1,136.3 1,136.3RD0274 INT SPEEDVALE & DELHI1,000.0 1,000.0 450.0 550.0 550.0RD0285 STARWOOD- WATSON TO GRANGE (SA)190.0 190.0 171.0 19.0 19.0RD0286 NISKA BRIDGE REPL200.0 1,750.0 250.0 2,200.0 1,357.5 842.5 842.5RD0308 ELMIRA: FIFE TO WR124 EXTENSION2,000.0 2,000.0 1,400.0 600.0 600.0RD0309 CITYVIEW100.0 125.0 225.0 187.5 37.5 37.5RD0310 GORDON: EDINBURGH TO LOWES150.0 750.0 900.0 567.0 333.0 333.0RD0312 INT COLLEGE & SCOTTSDALE1,600.0 1,600.0 720.0 880.0 880.0RD0313 INT SPEEDVALE & SILVERCREEK1,800.0 1,800.0 810.0 990.0 990.0RD0314 INT DOWNEY & LAIRD200.0 200.0 100.0 90.0 10.0 10.0TF0001 MID-BLOCK COLL NEW WATSON- TRAFFIC150.0 150.0 135.0 15.0 15.0Total Roads Growth 5,200.0 16,075.0 11,000.0 6,590.0 6,000.0 17,500.0 62,365.0 9,178.9 23,988.6 13,500.0 15,697.7 15,697.7Roads Non-GrowthGross Project Cost $(000's)Project Number & Description 2013 2014 2015 2016 2017PL0040 SITE MONITORING & REMEDIATION50.0 100.0 50.0 75.0 775.0 1,050.0 1,050.0 1,050.0RB0002 SPEEDVALE AVE BRIDGE1,500.0 1,500.0 1,200.0 300.0 300.0RB0003 BRIDGE RECONSTRUCTION300.0 200.0 1,900.0 2,400.0 400.0 2,000.0 2,000.0RD0168 DOWNTOWN PUBLIC REALM1,000.0 5,700.0 6,700.0 800.0 5,900.0 5,900.0RD0276 PAVEMENT DEFICIT2,000.0 2,000.0 1,141.0 2,000.0 2,500.0 16,223.0 25,864.0 20,691.4 5,172.6 5,172.6RD0277 CIP ROAD UPGRADES1,000.0 1,000.0 1,000.0 750.0 1,000.0 5,000.0 9,750.0 7,550.0 2,200.0 2,200.0RD0278 WYNDHAM- CARDEN TO WOOLWICH400.0 300.0 700.0 700.0 700.0RD0280 MAJOR ROAD RECONSTRUCTION1,500.0 1,500.0 1,500.0 2,000.0 1,850.0 13,450.0 21,800.0 17,090.0 4,710.0 4,710.0RD0281 MINOR ROAD RECONSTRUCTION500.0 500.0 500.0 350.0 500.0 2,450.0 4,800.0 2,640.0 2,160.0 2,160.0RD0284 STRUCTURE REHABILITATION150.0 150.0 1,450.0 1,750.0 640.0 1,110.0 1,110.0SL0001 INFRA SUSTAIN- STREETLIGHTS 11300.0 300.0 300.0 300.0 300.0 2,100.0 3,600.0 1,200.0 2,400.0 2,400.0Total Roads Non-Growth 5,500.0 6,100.0 4,741.0 7,100.0 7,425.0 49,048.0 79,914.0 52,211.4 27,702.6 27,702.6Total Roads 10,700.0 22,175.0 15,741.0 13,690.0 13,425.0 66,548.0 142,279.0 52,211.4 9,178.9 23,988.6 13,500.0 43,400.3 43,400.3Next5 YearsTotalProjectCostGrants &SubsidiesFederalSources of External FinancingGas Tax Other DC'sDCDebtNet Costto CityEquipmentReplacementCityReservesDebt307

CITY OF GUELPH2018 TO 2022 TAX SUPPORTED CAPITAL FORECAST DETAILSRoadsGross Project Cost $(000's)Sources of External FinancingTotalProject CostGrants &FederalDCNet CostEquipmentCityRoads GrowthProject Number & Description 2018 2019 2020 2021 2022(2018-2022)RD0118 TRANSPORT STRATEGY IMPLEMENT100.0 100.0 200.0 90.0 110.0 110.0RD0265 GORDON- CLAIR TO MALTBY500.0 5,000.0 400.0 5,900.0 3,843.9 2,056.1 2,056.1RD0268 TRANSIT UPGRADES1,000.0 1,000.0 1,000.0 1,000.0RD0270 YORK- VICTORIA TO EAST CITY LIMITS4,000.0 1,000.0 5,000.0 2,500.0 1,575.0 925.0 925.0RD0308 ELMIRA: FIFE TO WR124 EXTENSION2,000.0 2,000.0 1,400.0 600.0 600.0RD0312 INT COLLEGE & SCOTTSDALE1,600.0 1,600.0 720.0 880.0 880.0RD0313 INT SPEEDVALE & SILVERCREEK1,800.0 1,800.0 810.0 990.0 990.0SubsidiesGas Tax Other DC'sDebtto CityReplacementReservesDebtTotal Roads Growth 4,000.0 1,500.0 5,100.0 3,500.0 3,400.0 17,500.0 2,500.0 8,438.9 6,561.1 6,561.1Roads Non-GrowthPL0040 SITE MONITORING & REMEDIATION75.0 100.0 100.0 100.0 400.0 775.0 775.0 775.0RB0003 BRIDGE RECONSTRUCTION200.0 200.0 500.0 1,000.0 1,900.0 1,900.0 1,900.0RD0168 DOWNTOWN PUBLIC REALM900.0 900.0 900.0 1,000.0 2,000.0 5,700.0 5,700.0 5,700.0RD0276 PAVEMENT DEFICIT3,141.0 3,141.0 2,800.0 3,141.0 4,000.0 16,223.0 12,978.4 3,244.6 3,244.6RD0277 CIP ROAD UPGRADES1,000.0 1,000.0 1,000.0 1,000.0 1,000.0 5,000.0 3,750.0 1,250.0 1,250.0RD0280 MAJOR ROAD RECONSTRUCTION3,000.0 3,500.0 1,500.0 1,950.0 3,500.0 13,450.0 10,410.0 3,040.0 3,040.0RD0281 MINOR ROAD RECONSTRUCTION500.0 500.0 450.0 500.0 500.0 2,450.0 760.0 1,690.0 1,690.0RD0284 STRUCTURE REHABILITATION150.0 300.0 1,000.0 1,450.0 400.0 1,050.0 1,050.0SL0001 INFRA SUSTAIN- STREETLIGHTS 11500.0 500.0 300.0 300.0 500.0 2,100.0 2,100.0 2,100.0Total Roads Non-Growth 9,466.0 10,141.0 7,050.0 8,491.0 13,900.0 49,048.0 28,298.4 20,749.6 20,749.6Total Roads 13,466.0 11,641.0 12,150.0 11,991.0 17,300.0 66,548.0 28,298.4 2,500.0 8,438.9 27,310.7 27,310.7308

CITY OF GUELPH2013 TAX SUPPORTED CAPITAL BUDGET2014 TO 2022 TAX SUPPORTED CAPITAL FORECASTStorm Water ManagementStorm Water GrowthSW0049 HANLON CREEK STORM200.0 200.0 180.0 20.0 20.0SW0061 WATERSHED STUDY UPDATES100.0 100.0 72.0 28.0 28.0SW0066 STORMWATER DRAINAGE OVERSIZING150.0 150.0 150.0 150.0 150.0 750.0 1,500.0 1,327.5 172.5 172.5SW0068 SERVICING STUDIES125.0 125.0 93.8 31.3 31.3Total Storm Water Growth 275.0 150.0 350.0 150.0 250.0 750.0 1,925.0 1,673.3 251.8 251.8Storm Water Non-GrowthGross Project Cost $(000's)Project Number & Description 2013 2014 2015 2016 2017SW0051 SWM POND REHABILITATION250.0 350.0 350.0 1,200.0 2,150.0 480.0 1,670.0 1,670.0SW0056 CIP STORM SEWER REPL 2011750.0 750.0 750.0 250.0 1,000.0 4,500.0 8,000.0 6,175.0 1,825.0 1,825.0SW0057 STORM SEWER REPLACEMENT500.0 750.0 300.0 750.0 500.0 5,250.0 8,050.0 6,252.5 1,797.5 1,797.5SW0059 HANLON CREEK/MILL CREEK WATERSHED100.0 100.0 100.0 100.0SW0062 STORM SEWER RELINE/REPAIR500.0 800.0 1,300.0 400.0 900.0 900.0SW0063 STORM SYSTEM UPGRADES650.0 750.0 300.0 750.0 750.0 2,500.0 5,700.0 1,200.0 4,500.0 4,500.0SW0065 HOWITT CREEK SWM POND200.0 200.0 200.0 200.0SW0067 DOWNTOWN CIP975.0 975.0 975.0 975.0Total Storm Water Non-Growth 2,350.0 2,250.0 1,800.0 1,750.0 3,100.0 15,225.0 26,475.0 14,507.5 11,967.5 11,967.5Total Storm Water Management 2,625.0 2,400.0 2,150.0 1,900.0 3,350.0 15,975.0 28,400.0 14,507.5 1,673.3 12,219.3 12,219.3Next5 YearsTotalProjectCostGrants &SubsidiesFederalSources of External FinancingGas Tax Other DC'sDCDebtNet Costto CityEquipmentReplacementCityReservesDebt309

CITY OF GUELPH2018 TO 2022 TAX SUPPORTED CAPITAL FORECAST DETAILSStorm Water ManagementGross Project Cost $(000's)Sources of External FinancingTotalProject CostGrants &FederalDCNet CostEquipmentCityStorm Water GrowthProject Number & Description 2018 2019 2020 2021 2022(2018-2022)SW0066 STORMWATER DRAINAGE OVERSIZING150.0 150.0 150.0 150.0 150.0 750.0 675.0 75.0 75.0SubsidiesGas Tax Other DC'sDebtto CityReplacementReservesDebtTotal Storm Water Growth 150.0 150.0 150.0 150.0 150.0 750.0 675.0 75.0 75.0Storm Water Non-GrowthSW0051 SWM POND REHABILITATION350.0 350.0 500.0 1,200.0 1,200.0 1,200.0SW0056 CIP STORM SEWER REPL 2011500.0 1,000.0 1,000.0 1,000.0 1,000.0 4,500.0 3,375.0 1,125.0 1,125.0SW0057 STORM SEWER REPLACEMENT500.0 750.0 1,000.0 1,000.0 2,000.0 5,250.0 4,012.5 1,237.5 1,237.5SW0062 STORM SEWER RELINE/REPAIR300.0 500.0 800.0 800.0 800.0SW0063 STORM SYSTEM UPGRADES1,000.0 250.0 250.0 1,000.0 2,500.0 2,500.0 2,500.0SW0067 DOWNTOWN CIP975.0 975.0 975.0 975.0Total Storm Water Non-Growth 1,300.0 3,100.0 2,750.0 2,600.0 5,475.0 15,225.0 7,387.5 7,837.5 7,837.5Total Storm Water Management 1,450.0 3,250.0 2,900.0 2,750.0 5,625.0 15,975.0 7,387.5 675.0 7,912.5 7,912.5310

CITY OF GUELPH2013 TAX SUPPORTED CAPITAL BUDGET2014 TO 2022 TAX SUPPORTED CAPITAL FORECASTPolicy PlanningPolicy Planning GrowthPL0004 OFFICIAL PLAN REVIEW327.3 456.4 783.7 493.7 290.0 290.0PL0007 BROWNFIELDS INITIATIVES24.9 33.0 32.7 55.7 146.3 87.8 58.5 58.5PL0008 COMMUNITY IMPROVEMENT STUDIES97.9 79.3 87.0 264.2 23.8 240.4 240.4PL0012 HOUSING INITIATIVES31.1 46.3 45.8 123.2 55.4 67.8 67.8PL0014 URBAN DESIGN GUIDELINES43.5 40.6 39.7 78.5 231.8 434.1 195.3 238.8 238.8PL0017 YORK BUS.DIS./ORC LANDS STUDY37.3 46.4 66.1 149.8 33.7 116.0 116.0PL0020 ENVIRONMENTAL INITIATIVES24.9 17.4 42.8 85.1 19.1 66.0 66.0PL0021 ZONING BY-LAW REVIEW174.1 183.5 198.3 159.4 715.3 494.6 220.7 220.7PL0022 CLAIR/MALTBY COMMUNITY PLAN300.0 350.0 244.7 894.7 402.6 492.1 492.1PL0024 HERITAGE INITIATIVES37.3 46.4 85.6 26.4 32.7 162.9 391.3 50.2 341.1 341.1PL0036 MIXED USE NODES & CORRIDORS49.7 34.8 36.7 39.7 39.3 200.2 121.5 78.7 78.7Total Policy Planning Growth 548.7 709.7 691.2 528.8 556.3 1,153.2 4,187.9 1,977.7 2,210.1 2,210.1Policy Planning Non-GrowthGross Project Cost $(000's)Project Number & Description 2013 2014 2015 2016 2017PL0039 WELLINGTON ST DAM EA120.0 120.0 120.0 120.0Total Policy Planning Non-Growth 120.0 120.0 120.0 120.0Total Policy Planning 548.7 709.7 691.2 648.8 556.3 1,153.2 4,307.9 1,977.7 2,330.1 2,330.1Next5 YearsTotalProjectCostGrants &SubsidiesFederalSources of External FinancingGas Tax Other DC'sDCDebtNet Costto CityEquipmentReplacementCityReservesDebt311

CITY OF GUELPH2018 TO 2022 TAX SUPPORTED CAPITAL FORECAST DETAILSPolicy PlanningGross Project Cost $(000's)Sources of External FinancingTotalProject CostGrants &FederalDCNet CostEquipmentCityPolicy Planning GrowthProject Number & Description 2018 2019 2020 2021 2022(2018-2022)PL0004 OFFICIAL PLAN REVIEW217.5 238.9 456.4 287.5 168.8 168.8PL0007 BROWNFIELDS INITIATIVES55.7 55.7 32.6 23.1 23.1PL0008 COMMUNITY IMPROVEMENT STUDIES87.0 87.0 7.8 79.2 79.2PL0014 URBAN DESIGN GUIDELINES147.8 36.2 47.8 231.8 104.3 127.5 127.5PL0021 ZONING BY-LAW REVIEW86.9 72.5 159.4 107.6 51.9 51.9PL0024 HERITAGE INITIATIVES86.9 36.2 39.8 162.9 19.8 143.1 143.1SubsidiesGas Tax Other DC'sDebtto CityReplacementReservesDebtTotal Policy Planning Growth 321.6 449.4 382.2 1,153.2 559.6 593.6 593.6Total Policy Planning 321.6 449.4 382.2 1,153.2 559.6 593.6 593.6312

CITY OF GUELPH2013 TAX SUPPORTED CAPITAL BUDGET2014 TO 2022 TAX SUPPORTED CAPITAL FORECASTSolid Waste ResourcesSWR Non-GrowthGross Project Cost $(000's)Project Number & Description 2013 2014 2015 2016 2017SC0017 EASTVIEW SANITARY SEWER UPGRADES100.0 750.0 350.0 1,200.0 600.0 450.0 150.0 150.0WC0001 AUTOMATED COLLECTIONS- CARTS1,200.0 1,200.0 1,200.0 1,200.0WC0002 TRANSFER STATION UPGRADES150.0 700.0 850.0 850.0 850.0WC0003 ADMIN BLDG RETROFIT2,225.0 2,225.0 2,225.0 2,225.0WC0004 VEHICLE STORAGE & MTCE BLDG600.0 600.0 600.0 600.0WC0005 NEW COLLECTION VEHICLE400.0 400.0 400.0 400.0WC0006 WRIC EQUIPMENT REPLACEMENT 11894.9 982.7 850.0 700.0 800.0 5,230.0 9,457.6 9,457.6 9,457.6WC0007 DOUBLE DESK FIBRE SCREEN950.0 950.0 950.0 950.0WC0010 AUTOMATE TRANSFER STATION SCALE80.0 80.0 80.0 80.0WC0011 AUTOMATED COLLECTIONS- TRUCKS939.2 939.2 150.0 53.1 736.1 736.1WM0040 HHW EXPANSION500.0 500.0 500.0 500.0WP0001 NEW PUBLIC DROP OFF FACILITY2,600.0 2,600.0 446.3 998.4 1,155.3 735.3 420.0WP0002 MATERIAL SHREDDER900.0 900.0 900.0 900.0WP0004 EASTVIEW METHANE COLLECTION SY100.0 100.0 200.0 200.0WR0001 MRF BUILDING UPGRADE200.0 3,000.0 3,200.0 3,200.0 3,200.0Next5 YearsTotal SWR Non-Growth 5,734.1 2,682.7 1,300.0 950.0 1,780.0 12,855.0 25,301.8 596.3 1,598.4 703.1 22,404.0 10,929.0 10,275.0 1,200.0Total Solid Waste Resources 5,734.1 2,682.7 1,300.0 950.0 1,780.0 12,855.0 25,301.8 596.3 1,598.4 703.1 22,404.0 10,929.0 10,275.0 1,200.0TotalProjectCostGrants &SubsidiesFederalSources of External FinancingGas Tax Other DC'sDCDebtNet Costto CityEquipmentReplacementCityReservesDebt313

CITY OF GUELPH2018 TO 2022 TAX SUPPORTED CAPITAL FORECAST DETAILSSolid Waste ResourcesGross Project Cost $(000's)Sources of External FinancingTotalProject CostGrants &FederalDCNet CostEquipmentCitySWR Non-GrowthProject Number & Description 2018 2019 2020 2021 2022WC0003 ADMIN BLDG RETROFIT225.0 2,000.0 2,225.0 2,225.0 2,225.0WC0004 VEHICLE STORAGE & MTCE BLDG600.0 600.0 600.0 600.0WC0005 NEW COLLECTION VEHICLE400.0 400.0 400.0 400.0WC0006 WRIC EQUIPMENT REPLACEMENT 11816.0 1,323.0 801.0 1,290.0 1,000.0 5,230.0 5,230.0 5,230.0(2018-2022)WM0040 HHW EXPANSION500.0 500.0 500.0 500.0WP0002 MATERIAL SHREDDER900.0 900.0 900.0 900.0WR0001 MRF BUILDING UPGRADE3,000.0 3,000.0 3,000.0 3,000.0SubsidiesGas Tax Other DC'sDebtto CityReplacementReservesDebtTotal SWR Non-Growth 1,416.0 2,623.0 4,026.0 3,790.0 1,000.0 12,855.0 12,855.0 5,230.0 7,625.0Total Solid Waste Resources 1,416.0 2,623.0 4,026.0 3,790.0 1,000.0 12,855.0 12,855.0 5,230.0 7,625.0314

CITY OF GUELPH2013 TAX SUPPORTED CAPITAL BUDGET2014 TO 2022 TAX SUPPORTED CAPITAL FORECASTFleet, Traffic & RoadwaysFleetGG0187 2011 FLEET VEH & EQUIP RPLCMNT3,082.1 2,579.6 1,700.0 2,290.5 3,998.2 19,406.1 33,056.5 33,056.5 33,056.5GG0188 DENVER STREET CLOSURE50.0 50.0 50.0 50.0GG0207 2-WAY RADIO UPGRADES250.0 250.0 250.0 250.0GG0208 MUNICIPAL ST BLDG EXPANSION1,350.0 1,350.0 1,215.0 135.0 135.0Total Fleet 3,382.1 2,579.6 1,700.0 2,290.5 5,348.2 19,406.1 34,706.5 1,215.0 33,491.5 33,056.5 435.0Traffic SignalsTF0002 NEW SIGNAL INSTALLATION 2011100.0 110.0 121.0 701.0 1,032.0 835.9 196.1 196.1TF0003 TRAFFIC SIGNAL EQUIP REPL 2011114.0 303.0 300.0 380.0 390.0 2,100.0 3,587.0 3,587.0 3,587.0TF0004 INTERSECTION- SIGNAL REBUILD95.0 252.5 140.0 200.0 300.0 1,950.0 2,937.5 2,937.5 2,937.5TF0005 SIGNALIZED CONTROL SYSTEM225.0 425.0 1,000.0 1,650.0 1,650.0 1,650.0TF0006 SIGNALIZED CONTROL SYSTEM/STUDY75.0 100.0 175.0 175.0 175.0TF0007 LED SIGNAL REPLACEMENT150.0 300.0 450.0 450.0 450.0TF0008 TRAFFIC MGMT INITIATIVES75.0 100.0 150.0 200.0 1,400.0 1,925.0 1,925.0 1,925.0TF0009 ACCESSIBLE PEDESTRIAN SIGNALS100.0 168.0 891.0 1,159.0 1,159.0 1,159.0TF0010 PEDESTRIAN COUNTDOWN HEADS100.0 135.0 235.0 235.0 235.0Total Traffic Signals 384.0 955.5 1,125.0 780.0 1,464.0 8,442.0 13,150.5 835.9 12,314.6 8,368.5 3,946.1Roadside OperationsGross Project Cost $(000's)Project Number & Description 2013 2014 2015 2016 2017RD0293 SNOW DUMP CONSTRUCTION300.0 200.0 500.0 500.0 500.0RD0295 ROAD INFR SUSTAINABILITY300.0 600.0 900.0 900.0 900.0RD0306 SURFACE INFRASTRUCTURE SUSTAINABILITY280.0 200.0 480.0 180.0 300.0 300.0WN0001 WINTER CONTROL UPGRADE200.0 200.0 400.0 400.0 400.0Total Roadside Operations 280.0 500.0 300.0 1,200.0 2,280.0 180.0 2,100.0 2,100.0Total Fleet, Traffic & Roadways 4,046.1 4,035.1 2,825.0 3,370.5 6,812.2 29,048.1 50,137.0 180.0 2,050.9 47,906.1 41,425.0 6,481.1Next5 YearsTotalProjectCostGrants &SubsidiesFederalSources of External FinancingGas Tax Other DC'sDCDebtNet Costto CityEquipmentReplacementCityReservesDebt315

CITY OF GUELPH2018 TO 2022 TAX SUPPORTED CAPITAL FORECAST DETAILSFleet, Traffic & RoadwaysGross Project Cost $(000's)Sources of External FinancingTotalProject CostGrants &FederalDCNet CostEquipmentCityFleetGG0187 2011 FLEET VEH & EQUIP RPLCMNT3,829.5 4,777.9 3,606.1 2,780.2 4,412.4 19,406.1 19,406.1 19,406.1Total Fleet 3,829.5 4,777.9 3,606.1 2,780.2 4,412.4 19,406.1 19,406.1 19,406.1Traffic SignalsProject Number & Description 2018 2019 2020 2021 2022(2018-2022)SubsidiesGas Tax Other DC'sDebtto CityReplacementReservesDebtTF0002 NEW SIGNAL INSTALLATION 2011127.0 133.0 140.0 147.0 154.0 701.0 567.8 133.2 133.2TF0003 TRAFFIC SIGNAL EQUIP REPL 2011400.0 410.0 420.0 430.0 440.0 2,100.0 2,100.0 2,100.0TF0004 INTERSECTION- SIGNAL REBUILD350.0 350.0 400.0 400.0 450.0 1,950.0 1,950.0 1,950.0TF0005 SIGNALIZED CONTROL SYSTEM500.0 500.0 1,000.0 1,000.0 1,000.0TF0006 SIGNALIZED CONTROL SYSTEM/STUDY100.0 100.0 100.0 100.0TF0007 LED SIGNAL REPLACEMENT150.0 150.0 300.0 300.0 300.0TF0008 TRAFFIC MGMT INITIATIVES350.0 350.0 300.0 400.0 1,400.0 1,400.0 1,400.0TF0009 ACCESSIBLE PEDESTRIAN SIGNALS171.0 175.0 178.0 182.0 185.0 891.0 891.0 891.0Total Traffic Signals 1,198.0 1,568.0 1,488.0 2,059.0 2,129.0 8,442.0 567.8 7,874.2 5,241.0 2,633.2Roadside OperationsRD0293 SNOW DUMP CONSTRUCTION200.0 200.0 200.0 200.0RD0295 ROAD INFR SUSTAINABILITY300.0 300.0 600.0 600.0 600.0RD0306 SURFACE INFRASTRUCTURE SUSTAINABIL200.0 200.0 200.0 200.0WN0001 WINTER CONTROL UPGRADE200.0 200.0 200.0 200.0Total Roadside Operations 200.0 700.0 300.0 1,200.0 1,200.0 1,200.0Total Fleet, Traffic & Roadways 5,027.5 6,345.9 5,294.1 5,539.2 6,841.4 29,048.1 567.8 28,480.3 24,647.1 3,833.2316

CITY OF GUELPH2013 TAX SUPPORTED CAPITAL BUDGET2014 TO 2022 TAX SUPPORTED CAPITAL FORECASTForestryForestryGross Project Cost $(000's)Project Number & Description 2013 2014 2015 2016 2017PO0009 TREE & SHRUB REPLACEMENT10.0 10.0 20.0 40.0 40.0 40.0PO0013 EMERALD ASH BORER STRATEGY100.0 400.0 400.0 400.0 500.0 2,500.0 4,300.0 4,300.0 4,300.0Total Forestry 110.0 410.0 420.0 400.0 500.0 2,500.0 4,340.0 4,340.0 4,340.0Total Forestry 110.0 410.0 420.0 400.0 500.0 2,500.0 4,340.0 4,340.0 4,340.0Next5 YearsTotalProjectCostGrants &SubsidiesFederalSources of External FinancingGas Tax Other DC'sDCDebtNet Costto CityEquipmentReplacementCityReservesDebt317

CITY OF GUELPH2018 TO 2022 TAX SUPPORTED CAPITAL FORECAST DETAILSForestryGross Project Cost $(000's)Sources of External FinancingTotalProject CostGrants &FederalDCNet CostEquipmentCityForestryProject Number & Description 2018 2019 2020 2021 2022(2018-2022)PO0013 EMERALD ASH BORER STRATEGY500.0 500.0 500.0 500.0 500.0 2,500.0 2,500.0 2,500.0SubsidiesGas Tax Other DC'sDebtto CityReplacementReservesDebtTotal Forestry 500.0 500.0 500.0 500.0 500.0 2,500.0 2,500.0 2,500.0Total Forestry 500.0 500.0 500.0 500.0 500.0 2,500.0 2,500.0 2,500.0318

CITY OF GUELPH2013 TAX SUPPORTED CAPITAL BUDGET2014 TO 2022 TAX SUPPORTED CAPITAL FORECASTParkingParking Non-GrowthGross Project Cost $(000's)Project Number & Description 2013 2014 2015 2016 2017PG0056 EAST PARKADE- STRUCTURAL REHAB600.0 600.0 1,200.0 1,200.0 1,200.0PG0057 WEST PARKADE- STRUCTURAL REHAB750.0 750.0 750.0 750.0PG0058 PARKADE ANNUAL STRUCTURAL REHA105.0 250.0 300.0 410.0 375.0 2,365.0 3,805.0 3,805.0 3,805.0PG0059 PARK YOURSELF UNITS- REPL180.0 400.0 580.0 580.0 580.0PG0060 PARKSMART AGREEMENT- REPL175.0 175.0 175.0 175.0PG0061 PARKING METER- REPL70.0 100.0 170.0 170.0 170.0PG0063 COMPUTER TICKET WRITERS40.0 40.0 80.0 80.0 80.0PG0064 WEST PARKADE ROOF DECK500.0 500.0 500.0 500.0PG0065 PARKING CONTROL HARDWARE150.0 100.0 200.0 450.0 450.0 450.0PG0066 PARKADE ELEVATOR REPL100.0 200.0 300.0 300.0 300.0PG0070 PARKING SIGN UPGRADES150.0 150.0 150.0 150.0Total Parking Non-Growth 430.0 950.0 1,230.0 1,010.0 635.0 3,905.0 8,160.0 8,160.0 8,160.0Total Parking 430.0 950.0 1,230.0 1,010.0 635.0 3,905.0 8,160.0 8,160.0 8,160.0Next5 YearsTotalProjectCostGrants &SubsidiesFederalSources of External FinancingGas Tax Other DC'sDCDebtNet Costto CityEquipmentReplacementCityReservesDebt319

CITY OF GUELPH2018 TO 2022 TAX SUPPORTED CAPITAL FORECAST DETAILSParkingGross Project Cost $(000's)Sources of External FinancingTotalProject CostGrants &FederalDCNet CostEquipmentCityParking Non-GrowthProject Number & Description 2018 2019 2020 2021 2022(2018-2022)PG0056 EAST PARKADE- STRUCTURAL REHAB600.0 600.0 600.0 600.0PG0058 PARKADE ANNUAL STRUCTURAL REHA245.0 665.0 420.0 435.0 600.0 2,365.0 2,365.0 2,365.0PG0059 PARK YOURSELF UNITS- REPL200.0 200.0 400.0 400.0 400.0PG0061 PARKING METER- REPL100.0 100.0 100.0 100.0PG0063 COMPUTER TICKET WRITERS40.0 40.0 40.0 40.0PG0065 PARKING CONTROL HARDWARE200.0 200.0 200.0 200.0PG0066 PARKADE ELEVATOR REPL200.0 200.0 200.0 200.0SubsidiesGas Tax Other DC'sDebtto CityReplacementReservesDebtTotal Parking Non-Growth 245.0 1,265.0 460.0 1,135.0 800.0 3,905.0 3,905.0 3,905.0Total Parking 245.0 1,265.0 460.0 1,135.0 800.0 3,905.0 3,905.0 3,905.0320

CITY OF GUELPH2013 TAX SUPPORTED CAPITAL BUDGET2014 TO 2022 TAX SUPPORTED CAPITAL FORECASTTransitTransit GrowthTC0004 COIN EQUIPMENT30.0 37.0 67.0 13.6 53.4 53.4TC0006 SATELLITE LOCAL CLAIR/GORDON300.0 50.0 350.0 157.5 192.5 192.5TC0023 BASE SERVICE INCREASE- LAFARGE1,050.0 1,050.0 850.5 199.5 199.5TC0024 BASE SERVICE INCREASE- SOUTH END1,100.0 1,100.0 891.0 209.0 209.0TC0026 CAD/AVL REPLACEMENT500.0 500.0 202.5 297.5 297.5TC0028 FAREBOX UPGRADE250.0 506.0 756.0 153.1 602.9 602.9TC0041 BUS STOP ACCESS UPGRADE 201151.0 52.0 53.1 54.1 55.2 293.1 558.5 113.1 445.4 445.4TM0001 NEW MOBILITY VAN210.0 220.0 470.0 900.0 668.3 231.8 231.8TM0002 MOBILITY VAN205.0 215.0 420.0 311.9 108.1 108.1Total Transit Growth 1,006.0 798.0 568.1 1,154.1 1,375.2 800.1 5,701.5 3,361.5 2,340.1 2,340.1Transit Non-GrowthGross Project Cost $(000's)Project Number & Description 2013 2014 2015 2016 2017TC0007 BUS STOP SIGNS50.0 50.0 50.0 50.0TC0008 TRANSIT VEH & EQUIP REPLACE1,519.0 2,107.3 1,800.0 1,950.0 2,208.1 13,532.8 23,117.2 268.0 22,849.2 22,849.2TC0010 EXISTING BUS STOP- UPGRADE30.6 31.2 31.8 30.0 33.1 142.2 298.9 30.6 268.3 268.3TC0018 TERMINAL IMPROVE AT SUB-NODES105.0 105.0 210.0 210.0 210.0TC0029 ADVANCED TRAVELLER INFO SYSTEM- IVR150.0 70.0 220.0 150.0 70.0 70.0TC0030 ADVANCED TRAVELLER INFO SYSTEM- WEB50.0 50.0 50.0 50.0TC0039 TERMINAL IT NETWORK300.0 300.0 300.0Total Transit Non-Growth 1,999.6 2,363.5 1,986.8 1,980.0 2,241.2 13,675.0 24,246.1 748.6 23,497.5 22,849.2 648.3Total Transit 3,005.6 3,161.5 2,554.9 3,134.1 3,616.4 14,475.1 29,947.6 748.6 3,361.5 25,837.6 22,849.2 2,988.4Next5 YearsTotalProjectCostGrants &SubsidiesFederalSources of External FinancingGas Tax Other DC'sDCDebtNet Costto CityEquipmentReplacementCityReservesDebt321

CITY OF GUELPH2018 TO 2022 TAX SUPPORTED CAPITAL FORECAST DETAILSTransitGross Project Cost $(000's)Sources of External FinancingTotalProject CostGrants &FederalDCNet CostEquipmentCityTransit GrowthProject Number & Description 2018 2019 2020 2021 2022(2018-2022)TC0004 COIN EQUIPMENT37.0 37.0 7.5 29.5 29.5TC0041 BUS STOP ACCESS UPGRADE 201156.3 57.4 58.6 59.8 61.0 293.1 59.3 233.8 233.8TM0001 NEW MOBILITY VAN230.0 240.0 470.0 349.0 121.1 121.1SubsidiesGas Tax Other DC'sDebtto CityReplacementReservesDebtTotal Transit Growth 56.3 287.4 298.6 96.8 61.0 800.1 415.8 384.4 384.4Transit Non-GrowthTC0008 TRANSIT VEH & EQUIP REPLACE2,821.4 2,675.6 2,280.8 3,083.0 2,672.0 13,532.8 13,532.8 13,532.8TC0010 EXISTING BUS STOP- UPGRADE34.6 35.1 35.9 36.6 142.2 142.2 142.2Total Transit Non-Growth 2,821.4 2,710.2 2,315.9 3,118.9 2,708.6 13,675.0 13,675.0 13,532.8 142.2Total Transit 2,877.7 2,997.6 2,614.5 3,215.7 2,769.6 14,475.1 415.8 14,059.4 13,532.8 526.6322

CITY OF GUELPH2013 TAX SUPPORTED CAPITAL BUDGET2014 TO 2022 TAX SUPPORTED CAPITAL FORECASTFire & Land AmbulanceFire & Land Ambulance Non-GrowthGross Project Cost $(000's)Project Number & Description 2013 2014 2015 2016 2017AM0001 LAND AMBULANCE VEH 10404.4 550.0 420.9 519.8 437.7 2,669.5 5,002.3 2,001.0 3,001.3 3,001.3AM0002 LAND AMBULANCE EQUIP 1088.8 8.8 26.0 50.4 751.7 925.7 370.2 555.5 555.5FS0030 FIRE VEHICLE 111,302.5 444.3 1,386.0 134.0 86.8 2,638.6 5,992.2 1,675.8 4,316.4 4,316.4FS0031 FIRE EQUIP 11791.3 78.8 135.7 61.2 59.4 1,501.1 2,627.5 249.2 2,378.3 2,378.3FS0032 FIRE RADIO REPL 11174.4 69.0 70.4 71.8 649.9 1,035.5 1,035.5 1,035.5FS0045 RADIO INFRASTRUCTURE REPLACEMENT750.0 750.0 750.0 750.0FS0051 CONFINED SPACE35.0 35.0 35.0 35.0Total Fire & Land Ambulance Non-Growth 2,707.6 1,230.9 2,021.8 1,562.8 634.3 8,210.8 16,368.2 4,296.2 12,072.0 12,037.0 35.0Total Fire & Land Ambulance 2,707.6 1,230.9 2,021.8 1,562.8 634.3 8,210.8 16,368.2 4,296.2 12,072.0 12,037.0 35.0Next5 YearsTotalProjectCostGrants &SubsidiesFederalSources of External FinancingGas Tax Other DC'sDCDebtNet Costto CityEquipmentReplacementCityReservesDebt323

CITY OF GUELPH2018 TO 2022 TAX SUPPORTED CAPITAL FORECAST DETAILSFire & Land AmbulanceGross Project Cost $(000's)Sources of External FinancingTotalProject CostGrants &FederalDCNet CostEquipmentCityProject Number & Description 2018 2019 2020 2021 2022Fire & Land Ambulance Non-GrowthAM0001 LAND AMBULANCE VEH 10540.6 607.2 464.7 574.0 483.0 2,669.5 1,067.8 1,601.7 1,601.7AM0002 LAND AMBULANCE EQUIP 10507.0 41.9 58.3 8.5 136.0 751.7 300.7 451.0 451.0FS0030 FIRE VEHICLE 111,125.9 77.4 789.7 159.6 486.0 2,638.6 855.0 1,783.6 1,783.6FS0031 FIRE EQUIP 111,093.1 81.2 125.3 67.5 134.0 1,501.1 128.6 1,372.5 1,372.5FS0032 FIRE RADIO REPL 11649.9 649.9 649.9 649.9Total Fire & Land Ambulance Non-Growth 3,266.6 807.7 2,087.9 809.6 1,239.0 8,210.8 2,352.1 5,858.7 5,858.7Total Fire & Land Ambulance 3,266.6 807.7 2,087.9 809.6 1,239.0 8,210.8 2,352.1 5,858.7 5,858.7(2018-2022)SubsidiesGas Tax Other DC'sDebtto CityReplacementReservesDebt324

CITY OF GUELPH2013 TAX SUPPORTED CAPITAL BUDGET2014 TO 2022 TAX SUPPORTED CAPITAL FORECASTBy-Law & SecurityBy-Law & Security Non-GrowthGross Project Cost $(000's)Project Number & Description 2013 2014 2015 2016 2017PG0071 SECURITY INFRA REPL202.0 150.0 195.0 200.0 1,439.0 2,186.0 2,186.0 2,186.0PG0072 LICENCE PLATE RECOGNITION 201577.0 84.7 161.7 161.7 161.7Total By-Law & Security Non-Growth 202.0 150.0 195.0 277.0 1,523.7 2,347.7 2,347.7 2,347.7Total By-Law & Security 202.0 150.0 195.0 277.0 1,523.7 2,347.7 2,347.7 2,347.7Next5 YearsTotalProjectCostGrants &SubsidiesFederalSources of External FinancingGas Tax Other DC'sDCDebtNet Costto CityEquipmentReplacementCityReservesDebt325

CITY OF GUELPH2018 TO 2022 TAX SUPPORTED CAPITAL FORECAST DETAILSBy-Law & SecurityGross Project Cost $(000's)Sources of External FinancingTotalProject CostGrants &FederalDCNet CostEquipmentCityProject Number & Description 2018 2019 2020 2021 2022By-Law & Security Non-Growth(2018-2022)PG0071 SECURITY INFRA REPL300.0 350.0 350.0 239.0 200.0 1,439.0 1,439.0 1,439.0PG0072 LICENCE PLATE RECOGNITION 201584.7 84.7 84.7 84.7SubsidiesGas Tax Other DC'sDebtto CityReplacementReservesDebtTotal By-Law & Security Non-Growth 300.0 350.0 434.7 239.0 200.0 1,523.7 1,523.7 1,523.7Total By-Law & Security 300.0 350.0 434.7 239.0 200.0 1,523.7 1,523.7 1,523.7326

CITY OF GUELPH2013 TAX SUPPORTED CAPITAL BUDGET2014 TO 2022 TAX SUPPORTED CAPITAL FORECASTParks, Recreation Programs & FacilitiesVRRCRF0041 VRRC- BUILDING SIGN15.0 15.0 15.0 15.0RF0044 VRRC- FITNESS EQUIP REPL25.0 25.0 25.0 25.0RF0046 VRRC- BULKHEADS110.0 110.0 110.0 110.0RF0051 VRRC EXPANSION/RENOVATION150.0 2,500.0 4,500.0 7,150.0 7,150.0 7,150.0Total VRRC 150.0 2,500.0 4,500.0 25.0 125.0 7,300.0 7,300.0 150.0 7,150.0CentennialRF0047 CENTENNIAL POOL- MEETING ROOMS10.0 10.0 10.0 10.0RF0059 CENTENNIAL ARENA RENO15.0 300.0 315.0 315.0 315.0Total Centennial 15.0 300.0 10.0 325.0 325.0 325.0ExhibitionRF0049 EXHIBITION ARENA- BUILDING SIGNS15.0 15.0 15.0 15.0RF0058 EXHIBITION- UPGRADE LOBBY20.0 20.0 20.0 20.0Total Exhibition 35.0 35.0 35.0 35.0WECCRF0024 WECC- AQUATIC CHAIR LIFT40.0 40.0 40.0 40.0RF0027 WECC- SAND FILTER CONVERSION50.0 50.0 50.0 50.0RF0062 WECC FITNESS ROOM EQUIP60.0 60.0 60.0 60.0RF0070 WECC EXTERIOR FACILITY SIGNAGE15.0 15.0 15.0 15.0Total WECC 40.0 75.0 50.0 165.0 165.0 165.0LyonsRF0037 LYONS- WALL REMOVAL10.0 10.0 10.0 10.0RF0038 LYONS- BUILDING SIGN15.0 15.0 15.0 15.0Total Lyons 10.0 15.0 25.0 25.0 25.0South EndRP0290 SOUTH END COMMUNITY CENTRE500.0 500.0 367.6 132.4 132.4Total South End 500.0 500.0 367.6 132.4 132.4Parks Planning GrowthGross Project Cost $(000's)Project Number & Description 2013 2014 2015 2016 2017PK0001 SOUTH END COMMUNITY PARK300.0 650.0 950.0 769.5 180.5 180.5PK0002 GUELPH TRAILS775.0 800.0 550.0 5,400.0 7,525.0 6,095.3 1,429.8 1,429.8PK0004 KORTRIGHT EAST COMMUNITY PARK75.0 550.0 625.0 506.3 118.8 118.8PK0007 VICTORIA RD NORTHVIEW75.0 450.0 525.0 425.3 99.8 99.8PK0014 EASTVIEW COMMUNITY PARK300.0 1,650.0 4,000.0 5,950.0 4,819.5 1,130.5 1,130.5PK0016 PERGOLA PROPERTY200.0 200.0 162.0 38.0 38.0PK0021 GRANGEHILL PHASE 5300.0 300.0 243.0 57.0 57.0PK0026 HOWITT PARK500.0 500.0 405.0 95.0 95.0PK0030 CITYVIEW HEIGHTS PARKETTE50.0 250.0 300.0 243.0 57.0 57.0PK0034 KORTRIGHT NEIGHBOURHOOD PARK50.0 300.0 350.0 283.5 66.5 66.5PK0036 CITYVIEW DRIVE PARK100.0 100.0 81.0 19.0 19.0PK0037 KORTRIGHT SPORTS COMPLEX2,000.0 2,000.0 1,620.0 380.0 380.0PK0038 GRANGEHILL PHASE 750.0 50.0 40.5 9.5 9.5PK0039 IMICO PROPERTY PARK550.0 550.0 445.5 104.5 104.5PK0040 PETER MISERSKY100.0 100.0 81.0 19.0 19.0PK0042 YORK OPEN SPACE DEVELOPMENT600.0 600.0 486.0 114.0 114.0PK0043 EASTVIEW OPEN SPACE500.0 500.0 405.0 95.0 95.0PK0045 VALLEY ROAD PARK600.0 600.0 486.0 114.0 114.0PK0047 MITCHELL FARM50.0 200.0 250.0 202.5 47.5 47.5PK0048 CITYWIDE SKATEPARK FACILITY100.0 600.0 700.0 567.0 133.0 133.0PK0049 270 GRANGE ROAD - NEW PARKETTE100.0 100.0 81.0 19.0 19.0Next5 YearsTotalProjectCostGrants &SubsidiesFederalSources of External FinancingGas Tax Other DC'sDCDebtNet Costto CityEquipmentReplacementCityReservesDebt327

CITY OF GUELPH2013 TAX SUPPORTED CAPITAL BUDGET2014 TO 2022 TAX SUPPORTED CAPITAL FORECASTParks, Recreation Programs & FacilitiesPK0050 YORK DISTRICT COMMUNITY PARK1,000.0 1,000.0 810.0 190.0 190.0PK0051 VICTORIA ROAD N COMMUNITY PARK1,650.0 1,650.0 1,336.5 313.5 313.5PK0057 ORIN REID PARK - PHASE 2400.0 500.0 900.0 729.0 171.0 171.0PK0060 WOODS SUB PH 1 PARK600.0 600.0 486.0 114.0 114.0PK0061 WOODS SUB PH 2 PARK600.0 600.0 486.0 114.0 114.0PK0062 LEASH FREE ZONES POLICY REVIEW50.0 50.0 40.5 9.5 9.5PK0063 PROPERTY DEMARCATION POICY REVIEW50.0 50.0 40.5 9.5 9.5PK0064 NATURALIZATION POLICY REVIEW50.0 50.0 40.5 9.5 9.5PK0068 EAST NODE NEIGHBOURHOOD PARK600.0 600.0 486.0 114.0 114.0Total Parks Planning Growth 1,150.0 1,525.0 1,500.0 1,700.0 2,350.0 20,050.0 28,275.0 22,902.9 5,372.4 5,372.4Parks Planning Non-GrowthPK0005 SUNNY ACRES200.0 200.0 200.0 200.0PK0008 BULLFROG PARK NEW BASKETBALL50.0 50.0 50.0 50.0PK0009 HUGH GUTHERIE PARK REDEVELOPMENT310.0 310.0 310.0 310.0PK0010 KIMBERLEY PARK BASKETBALL50.0 50.0 50.0 50.0PK0012 DAKOTA PARK REDEVELOPMENT300.0 300.0 300.0 300.0PK0022 GUELPH TRAIL UPGRADES100.0 110.0 1,400.0 1,610.0 1,610.0 1,610.0PK0023 LYON PARK300.0 300.0 300.0 300.0PK0024 SKOV PARK BASKETBALL50.0 50.0 50.0 50.0PK0025 NORM JARY PARK850.0 850.0 850.0 850.0PK0027 EXHIBITION PARK100.0 1,000.0 1,100.0 1,100.0 1,100.0PK0028 MARGARET GREENE500.0 500.0 500.0 500.0PK0031 ST GEORGE'S PARK REDEVELOPMENT400.0 400.0 400.0 400.0PK0032 WINDSOR PARK REDEVELOPMENT50.0 400.0 450.0 450.0 450.0PK0033 PARKS EQPMT REPL 2011-2020170.4 238.7 447.0 408.2 376.0 2,154.3 3,794.6 3,794.6 3,794.6PK0052 ROYAL CITY ICE RINK40.0 40.0 40.0 40.0PK0053 COLONIAL DRIVE ICE RINK40.0 40.0 40.0 40.0PK0056 GOLDIE MILL PARK IMPROVEMENTS100.0 100.0 100.0 100.0PK0058 GYMC PARKING LOT EXPANSION50.0 50.0 50.0 50.0PK0065 ROYAL JAYCESS PARK REDEV150.0 150.0 150.0 150.0PK0066 RIVERSIDE PARK MASTERPLAN150.0 150.0 150.0 150.0PK0067 NEW PARK WASHROOMS600.0 600.0 600.0 600.0Total Parks Planning Non-Growth 170.4 238.7 547.0 898.2 1,696.0 7,544.3 11,094.6 11,094.6 3,794.6 7,300.0Parks OperationsGross Project Cost $(000's)Project Number & Description 2013 2014 2015 2016 2017PO0006 PARKS IRRIGATION25.0 25.0 70.0 105.0 60.0 320.0 605.0 25.0 580.0 580.0PO0007 PARKS INFRASTRUCTURE175.0 300.0 250.0 260.0 500.0 2,700.0 4,185.0 4,185.0 4,185.0PO0008 TREES FOR GUELPH GREENING25.0 25.0 25.0 25.0 30.0 165.0 295.0 295.0 295.0PO0014 PARKS EQUIPMENT GROWTH304.0 92.0 90.0 193.0 168.0 846.0 1,693.0 1,230.6 462.3 462.3PO0017 SPORTS FIELD RENOVATIONS50.0 120.0 600.0 770.0 770.0 770.0Total Parks Operations 579.0 442.0 435.0 583.0 878.0 4,631.0 7,548.0 25.0 1,230.6 6,292.3 6,292.3Next5 YearsTotal Parks, Recreation Programs & Facilities 2,589.4 4,705.7 6,982.0 3,221.2 5,309.0 32,460.3 55,267.6 25.0 24,501.1 30,741.7 3,794.6 19,797.1 7,150.0TotalProjectCostGrants &SubsidiesFederalSources of External FinancingGas Tax Other DC'sDCDebtNet Costto CityEquipmentReplacementCityReservesDebt328

CITY OF GUELPH2018 TO 2022 TAX SUPPORTED CAPITAL FORECAST DETAILSParks, Recreation Programs & FacilitiesGross Project Cost $(000's)Sources of External FinancingTotalProject CostGrants &FederalDCNet CostEquipmentCityVRRCProject Number & Description 2018 2019 2020 2021 2022(2018-2022)RF0041 VRRC- BUILDING SIGN15.0 15.0 15.0 15.0RF0046 VRRC- BULKHEADS110.0 110.0 110.0 110.0SubsidiesGas Tax Other DC'sDebtto CityReplacementReservesDebtTotal VRRC 15.0 110.0 125.0 125.0 125.0CentennialRF0047 CENTENNIAL POOL- MEETING ROOMS10.0 10.0 10.0 10.0Total Centennial 10.0 10.0 10.0 10.0ExhibitionRF0049 EXHIBITION ARENA- BUILDING SIGNS15.0 15.0 15.0 15.0RF0058 EXHIBITION- UPGRADE LOBBY20.0 20.0 20.0 20.0Total Exhibition 35.0 35.0 35.0 35.0WECCRF0027 WECC- SAND FILTER CONVERSION50.0 50.0 50.0 50.0Total WECC 50.0 50.0 50.0 50.0LyonsRF0038 LYONS- BUILDING SIGN15.0 15.0 15.0 15.0Total Lyons 15.0 15.0 15.0 15.0Parks Planning GrowthPK0001 SOUTH END COMMUNITY PARK650.0 650.0 526.5 123.5 123.5PK0002 GUELPH TRAILS1,400.0 1,500.0 2,500.0 5,400.0 4,374.0 1,026.0 1,026.0PK0014 EASTVIEW COMMUNITY PARK2,000.0 2,000.0 4,000.0 3,240.0 760.0 760.0PK0016 PERGOLA PROPERTY200.0 200.0 162.0 38.0 38.0PK0021 GRANGEHILL PHASE 5300.0 300.0 243.0 57.0 57.0PK0026 HOWITT PARK500.0 500.0 405.0 95.0 95.0PK0036 CITYVIEW DRIVE PARK100.0 100.0 81.0 19.0 19.0PK0037 KORTRIGHT SPORTS COMPLEX1,000.0 1,000.0 2,000.0 1,620.0 380.0 380.0PK0039 IMICO PROPERTY PARK100.0 450.0 550.0 445.5 104.5 104.5PK0042 YORK OPEN SPACE DEVELOPMENT600.0 600.0 486.0 114.0 114.0PK0043 EASTVIEW OPEN SPACE500.0 500.0 405.0 95.0 95.0PK0045 VALLEY ROAD PARK600.0 600.0 486.0 114.0 114.0PK0049 270 GRANGE ROAD - NEW PARKETTE100.0 100.0 81.0 19.0 19.0PK0050 YORK DISTRICT COMMUNITY PARK1,000.0 1,000.0 810.0 190.0 190.0PK0051 VICTORIA ROAD N COMMUNITY PARK150.0 1,000.0 500.0 1,650.0 1,336.5 313.5 313.5PK0060 WOODS SUB PH 1 PARK600.0 600.0 486.0 114.0 114.0PK0061 WOODS SUB PH 2 PARK600.0 600.0 486.0 114.0 114.0PK0063 PROPERTY DEMARCATION POICY REVIEW 50.0 50.0 40.5 9.5 9.5PK0064 NATURALIZATION POLICY REVIEW50.0 50.0 40.5 9.5 9.5PK0068 EAST NODE NEIGHBOURHOOD PARK600.0 600.0 486.0 114.0 114.0Total Parks Planning Growth 2,750.0 3,850.0 2,450.0 6,100.0 4,900.0 20,050.0 16,240.5 3,809.5 3,809.5Parks Planning Non-GrowthPK0022 GUELPH TRAIL UPGRADES250.0 400.0 150.0 600.0 1,400.0 1,400.0 1,400.0PK0023 LYON PARK300.0 300.0 300.0 300.0PK0025 NORM JARY PARK100.0 400.0 350.0 850.0 850.0 850.0PK0027 EXHIBITION PARK1,000.0 1,000.0 1,000.0 1,000.0329

CITY OF GUELPH2018 TO 2022 TAX SUPPORTED CAPITAL FORECAST DETAILSParks, Recreation Programs & FacilitiesGross Project Cost $(000's)Sources of External FinancingTotalProject CostGrants &FederalDCNet CostEquipmentCityProject Number & Description 2018 2019 2020 2021 2022PK0028 MARGARET GREENE500.0 500.0 500.0 500.0PK0031 ST GEORGE'S PARK REDEVELOPMENT400.0 400.0 400.0 400.0PK0033 PARKS EQPMT REPL 2011-2020457.1 413.0 354.2 285.3 644.7 2,154.3 2,154.3 2,154.3(2018-2022)PK0052 ROYAL CITY ICE RINK40.0 40.0 40.0 40.0PK0065 ROYAL JAYCESS PARK REDEV150.0 150.0 150.0 150.0PK0066 RIVERSIDE PARK MASTERPLAN150.0 150.0 150.0 150.0PK0067 NEW PARK WASHROOMS300.0 300.0 600.0 600.0 600.0SubsidiesGas Tax Other DC'sDebtto CityReplacementReservesDebtTotal Parks Planning Non-Growth 1,597.1 1,363.0 2,104.2 1,235.3 1,244.7 7,544.3 7,544.3 2,154.3 5,390.0Parks OperationsPO0006 PARKS IRRIGATION125.0 65.0 65.0 65.0 320.0 320.0 320.0PO0007 PARKS INFRASTRUCTURE500.0 450.0 550.0 600.0 600.0 2,700.0 2,700.0 2,700.0PO0008 TREES FOR GUELPH GREENING30.0 30.0 30.0 35.0 40.0 165.0 165.0 165.0PO0014 PARKS EQUIPMENT GROWTH112.0 55.0 105.0 324.0 250.0 846.0 616.7 229.2 229.2PO0017 SPORTS FIELD RENOVATIONS150.0 150.0 150.0 150.0 600.0 600.0 600.0Total Parks Operations 642.0 810.0 900.0 1,174.0 1,105.0 4,631.0 616.7 4,014.2 4,014.2Total Parks, Recreation Programs & Facilities 5,104.1 6,133.0 5,464.2 8,509.3 7,249.7 32,460.3 16,857.2 15,603.0 2,154.3 13,448.7330

CITY OF GUELPH2013 TAX SUPPORTED CAPITAL BUDGET2014 TO 2022 TAX SUPPORTED CAPITAL FORECASTArts, Culture & EntertainmentMuseumMU0013 MCCRAE COACH HOUSE RENOS20.0 20.0 20.0 20.0MU0015 MCCRAE HOUSE MAIN GALLERY RENOS30.0 30.0 30.0 30.0MU0017 CIVIC MUSEUM PH 2 EXTERIOR250.0 250.0 250.0Total Museum 280.0 20.0 300.0 250.0 50.0 50.0River RunGG0225 PUBLIC ART200.0 200.0 200.0 200.0RR0101 FRONT OF HOUSE10.0 100.0 25.0 373.0 508.0 508.0 508.0RR0102 BOX OFFICE / OTHER60.0 60.0 60.0 60.0RR0103 TECHNICAL / THEATRE48.0 75.0 65.0 45.0 1,108.0 1,341.0 1,341.0 1,341.0Total River Run 258.0 75.0 165.0 105.0 25.0 1,481.0 2,109.0 2,109.0 2,109.0Sleeman CentreGross Project Cost $(000's)Project Number & Description 2013 2014 2015 2016 2017RF0028 SLEEMAN- REPL CONSESSION EQUIP25.0 30.0 55.0 55.0 55.0RF0029 SLEMMAN- SEATING UPGRADE25.0 30.0 55.0 55.0 55.0RF0030 SLEEMAN- REPL RINK MESH & WINCH45.0 45.0 45.0 45.0RF0031 SLEEMAN- SECURITY GATES25.0 25.0 25.0 25.0RF0033 SLEEMAN- VIDEO SCORE CLOCK REPL450.0 450.0 450.0 450.0RF0052 SLEEMAN SPONSORSHIP PROJECT60.0 65.0 70.0 70.0 70.0 144.0 479.0 479.0 479.0RF0063 SLEEMAN FRIDGES/FREEZERS20.0 20.0 20.0 20.0RF0064 SLEEMAN VENDING MACHINES20.0 20.0 20.0 20.0RF0078 Sleeman - Audio replacement95.0 95.0 95.0 95.0RF0079 Sleeman - POS System Replacement125.0 125.0 125.0 125.0Total Sleeman Centre 85.0 110.0 95.0 95.0 70.0 914.0 1,369.0 1,369.0 1,369.0Total Arts, Culture & Entertainment 343.0 465.0 260.0 200.0 95.0 2,415.0 3,778.0 250.0 3,528.0 3,528.0Next5 YearsTotalProjectCostGrants &SubsidiesFederalSources of External FinancingGas Tax Other DC'sDCDebtNet Costto CityEquipmentReplacementCityReservesDebt331

CITY OF GUELPH2018 TO 2022 TAX SUPPORTED CAPITAL FORECAST DETAILSArts, Culture & EntertainmentGross Project Cost $(000's)Sources of External FinancingTotalProject CostGrants &FederalDCNet CostEquipmentCityMuseumProject Number & Description 2018 2019 2020 2021 2022(2018-2022)MU0013 MCCRAE COACH HOUSE RENOS20.0 20.0 20.0 20.0SubsidiesGas Tax Other DC'sDebtto CityReplacementReservesDebtTotal Museum 20.0 20.0 20.0 20.0River RunRR0101 FRONT OF HOUSE288.0 85.0 373.0 373.0 373.0RR0103 TECHNICAL / THEATRE200.0 425.0 125.0 283.0 75.0 1,108.0 1,108.0 1,108.0Total River Run 200.0 425.0 125.0 571.0 160.0 1,481.0 1,481.0 1,481.0Sleeman CentreRF0028 SLEEMAN- REPL CONSESSION EQUIP30.0 30.0 30.0 30.0RF0029 SLEMMAN- SEATING UPGRADE30.0 30.0 30.0 30.0RF0033 SLEEMAN- VIDEO SCORE CLOCK REPL450.0 450.0 450.0 450.0RF0052 SLEEMAN SPONSORSHIP PROJECT70.0 74.0 144.0 144.0 144.0RF0063 SLEEMAN FRIDGES/FREEZERS20.0 20.0 20.0 20.0RF0064 SLEEMAN VENDING MACHINES20.0 20.0 20.0 20.0RF0078 Sleeman - Audio replacement95.0 95.0 95.0 95.0RF0079 Sleeman - POS System Replacement125.0 125.0 125.0 125.0Total Sleeman Centre 90.0 74.0 510.0 20.0 220.0 914.0 914.0 914.0Total Arts, Culture & Entertainment 310.0 499.0 635.0 591.0 380.0 2,415.0 2,415.0 2,415.0332

CITY OF GUELPH2013 TAX SUPPORTED CAPITAL BUDGET2014 TO 2022 TAX SUPPORTED CAPITAL FORECASTCommunity EngagementEvergreen Senior's CentreAS0004 EVERGREEN- INTERIOR BLINDS30.0 30.0 30.0 30.0Total Evergreen Senior's Centre 30.0 30.0 30.0 30.0Community RoomsGross Project Cost $(000's)Project Number & Description 2013 2014 2015 2016 2017CD0001 COMMUNITY ROOMS FUTURE CENTRES276.0 275.0 551.0 446.3 104.7 104.7CD0002 TWO RIVERS COMMUNITY ROOMS276.0 276.0 223.6 52.4 52.4Total Community Rooms 276.0 276.0 275.0 827.0 669.9 157.1 157.1Total Community Engagement 276.0 276.0 305.0 857.0 669.9 187.1 187.1Next5 YearsTotalProjectCostGrants &SubsidiesFederalSources of External FinancingGas Tax Other DC'sDCDebtNet Costto CityEquipmentReplacementCityReservesDebt333

CITY OF GUELPH2018 TO 2022 TAX SUPPORTED CAPITAL FORECAST DETAILSCommunity EngagementGross Project Cost $(000's)Sources of External FinancingTotalProject CostGrants &FederalDCNet CostEquipmentCityProject Number & Description 2018 2019 2020 2021 2022Evergreen Senior's Centre(2018-2022)AS0004 EVERGREEN- INTERIOR BLINDS30.0 30.0 30.0 30.0SubsidiesGas Tax Other DC'sDebtto CityReplacementReservesDebtTotal Evergreen Senior's Centre 30.0 30.0 30.0 30.0Community RoomsCD0001 COMMUNITY ROOMS FUTURE CENTRES275.0 275.0 222.8 52.3 52.3Total Community Rooms 275.0 275.0 222.8 52.3 52.3Total Community Engagement 30.0 275.0 305.0 222.8 82.3 82.3334

CITY OF GUELPH2013 TAX SUPPORTED CAPITAL BUDGET2014 TO 2022 TAX SUPPORTED CAPITAL FORECASTCorporate Building (Capital) MaintenanceLife CycleAS0006 LIFE CYCLE-EVERGREEN39.0 50.0 300.0 115.0 120.0 624.0 624.0 624.0FS0036 LIFE CYCLE - FIRE HALL HQ 201160.0 130.0 50.0 68.5 308.5 308.5 308.5FS0037 LIFE CYCLE - FIRE HALL 27.5 36.0 43.5 43.5 43.5FS0038 LIFE CYCLE- FIRE HALL 357.0 220.0 35.0 23.0 12.0 45.0 392.0 392.0 392.0FS0039 LIFE CYCLE- FIRE HALL 440.0 20.0 15.0 75.0 75.0 75.0FS0040 LIFE CYCLE- FIRE HALL 512.0 109.5 121.5 121.5 121.5FS0046 LIFE CYCLE FIRE HALL 645.0 61.0 106.0 106.0 106.0GG0156 LIFE CYCLE- CITY HALL70.0 14.0 84.0 84.0 84.0GG0157 LIFE CYCLE - CITY HALL ANNEX35.0 35.0 70.0 70.0 70.0GG0160 LIFE CYCLE- RCP LAWN BOWLING450.0 450.0 450.0 450.0GG0166 LIFE CYCLE- EASTVIEW336.0 80.0 416.0 416.0 416.0GG0209 LEASOR/LEASEE PROPERTIES40.0 45.0 65.0 150.0 150.0 150.0GG0210 HERITAGE/VACANT PROPERTIES50.0 55.0 10.0 115.0 115.0 115.0GG0222 LIFE CYCLE OPERATIONS 2013326.0 98.0 55.5 72.5 250.0 1,278.0 2,080.0 2,080.0 2,080.0GG0226 LIFE CYCLE - MUNICIPAL ANNEX50.0 200.0 25.0 275.0 275.0 275.0LB0023 LIFE CYCLE - LIBRARY 201160.0 200.0 10.5 44.0 286.0 600.5 600.5 600.5MU0008 LIFE CYCLE- MCCRAE HOUSE17.0 8.0 29.0 54.0 54.0 54.0PL0041 LIFE CYCLE - FARMER'S MARKET170.0 5.0 55.0 230.0 230.0 230.0PO0001 LIFE CYCLE- RIVERSIDE 201123.0 165.0 101.0 25.0 45.0 359.0 359.0 359.0PO0002 LIFE CYCLE- PARK BUILDINGS215.0 140.0 250.0 170.0 200.0 615.0 1,590.0 1,590.0 1,590.0RF0002 LIFE CYCLE - CENTENNIAL102.0 40.0 130.0 38.0 1,030.0 463.0 1,803.0 1,803.0 1,803.0RF0003 LIFE CYCLE - VRRC50.0 435.0 485.0 485.0 485.0RF0006 LIFE CYCLE - CENTENNIAL POOL162.0 1.4 100.0 263.4 263.4 263.4RF0007 LIFE CYCLE - EXHIBITION 2011308.0 62.0 205.5 193.0 42.0 357.5 1,168.0 1,168.0 1,168.0RF0008 LIFE CYCLE - SLEEMAN235.0 252.0 170.0 185.0 52.0 1,425.0 2,319.0 2,319.0 2,319.0RF0054 LIFE CYCLE - WECC 2011340.0 388.0 15.0 295.0 20.0 1,740.0 2,798.0 2,798.0 2,798.0RF0076 LC LYONS POOL 2014130.0 15.0 45.0 58.0 248.0 248.0 248.0RR0060 LIFE CYCLE - RIVER RUN45.0 65.0 150.0 65.0 300.0 310.0 935.0 935.0 935.0TC0002 LIFE CYCLE- TRANSIT FACILITY40.0 40.5 500.0 580.5 580.5 580.5TC0003 LIFE CYCLE- TRANSIT TERMINAL54.0 54.0 54.0 54.0WC0012 LIFE CYCLE WET/DRY ADMIN400.0 400.0 400.0 400.0Total Life Cycle 2,210.0 1,577.0 1,541.0 2,251.5 2,902.9 8,715.5 19,197.9 19,197.9 19,197.9StructuralGG0179 STRUCTURAL REP MED RISK BLDG200.0 50.0 250.0 250.0 250.0GG0211 LOW RISK ASSESSMENTS100.0 215.0 100.0 415.0 415.0 415.0GG0212 LOW RISK REPAIRS200.0 100.0 100.0 400.0 400.0 400.0GG0213 STRUCTURAL ASSESSMENTS50.0 100.0 100.0 100.0 350.0 350.0 350.0GG0215 BLDG CONDITION ASSESSMENT50.0 75.0 75.0 200.0 400.0 400.0 400.0PO0004 SOUTH END PARK REBUILD500.0 500.0 500.0 500.0Total Structural 800.0 515.0 250.0 275.0 175.0 300.0 2,315.0 2,315.0 2,315.0AccessibilityGross Project Cost $(000's)Project Number & Description 2013 2014 2015 2016 2017AS0002 EVERGREEN ACCESSIBILITY50.0 50.0 50.0 50.0GG0180 ACCESSIBILITY IMPROVEMENTS100.0 100.0 200.0 200.0 1,000.0 1,600.0 1,600.0 1,600.0GG0181 GUELPH LAKE ACCESSIBILITY50.0 50.0 50.0 50.0LB0025 LIBRARY BULLFROG ACCESSIBILITY50.0 50.0 50.0 50.0RF0009 WERC ACCESSIBILITY40.0 40.0 40.0 40.0RF0010 LYONS PARK C.R. ACCESSIBILITY52.0 52.0 52.0 52.0Next5 YearsTotalProjectCostGrants &SubsidiesFederalSources of External FinancingGas Tax Other DC'sDCDebtNet Costto CityEquipmentReplacementCityReservesDebt335

CITY OF GUELPH2013 TAX SUPPORTED CAPITAL BUDGET2014 TO 2022 TAX SUPPORTED CAPITAL FORECASTCorporate Building (Capital) MaintenanceRF0014 CENTENNIAL ARENA ACCESSIBILITY50.0 50.0 50.0 50.0Total Accessibility 142.0 200.0 150.0 200.0 200.0 1,000.0 1,892.0 1,892.0 1,892.0City HallGross Project Cost $(000's)Project Number & Description 2013 2014 2015 2016 2017GG0163 ENERGY CONSERVATION INITIATIVES80.0 80.0 80.0 80.0Total City Hall 80.0 80.0 80.0 80.0Total Corporate Building (Capital) Maintenance 3,152.0 2,292.0 1,941.0 2,726.5 3,277.9 10,095.5 23,484.9 23,484.9 23,484.9Next5 YearsTotalProjectCostGrants &SubsidiesFederalSources of External FinancingGas Tax Other DC'sDCDebtNet Costto CityEquipmentReplacementCityReservesDebt336

CITY OF GUELPH2018 TO 2022 TAX SUPPORTED CAPITAL FORECAST DETAILSCorporate Building (Capital) MaintenanceGross Project Cost $(000's)Sources of External FinancingTotalProject CostGrants &FederalDCNet CostEquipmentCityLife CycleProject Number & Description 2018 2019 2020 2021 2022(2018-2022)AS0006 LIFE CYCLE-EVERGREEN40.0 80.0 120.0 120.0 120.0FS0036 LIFE CYCLE - FIRE HALL HQ 201125.0 40.0 3.5 68.5 68.5 68.5FS0037 LIFE CYCLE - FIRE HALL 236.0 36.0 36.0 36.0FS0038 LIFE CYCLE- FIRE HALL 325.0 20.0 45.0 45.0 45.0FS0039 LIFE CYCLE- FIRE HALL 415.0 15.0 15.0 15.0FS0040 LIFE CYCLE- FIRE HALL 567.0 42.5 109.5 109.5 109.5FS0046 LIFE CYCLE FIRE HALL 661.0 61.0 61.0 61.0GG0157 LIFE CYCLE - CITY HALL ANNEX35.0 35.0 35.0 35.0GG0160 LIFE CYCLE- RCP LAWN BOWLING450.0 450.0 450.0 450.0GG0222 LIFE CYCLE OPERATIONS 20131,143.0 55.0 70.0 10.0 1,278.0 1,278.0 1,278.0GG0226 LIFE CYCLE - MUNICIPAL ANNEX25.0 25.0 25.0 25.0LB0023 LIFE CYCLE - LIBRARY 2011105.0 15.0 8.0 158.0 286.0 286.0 286.0MU0008 LIFE CYCLE- MCCRAE HOUSE18.0 11.0 29.0 29.0 29.0PL0041 LIFE CYCLE - FARMER'S MARKET12.0 20.0 23.0 55.0 55.0 55.0PO0001 LIFE CYCLE- RIVERSIDE 201120.0 20.0 5.0 45.0 45.0 45.0PO0002 LIFE CYCLE- PARK BUILDINGS300.0 315.0 615.0 615.0 615.0RF0002 LIFE CYCLE - CENTENNIAL265.0 53.0 10.0 15.0 120.0 463.0 463.0 463.0RF0003 LIFE CYCLE - VRRC300.0 35.0 100.0 435.0 435.0 435.0RF0006 LIFE CYCLE - CENTENNIAL POOL30.0 15.0 55.0 100.0 100.0 100.0RF0007 LIFE CYCLE - EXHIBITION 201145.0 57.5 30.0 135.0 90.0 357.5 357.5 357.5RF0008 LIFE CYCLE - SLEEMAN165.0 990.0 140.0 130.0 1,425.0 1,425.0 1,425.0RF0054 LIFE CYCLE - WECC 201160.0 195.0 1,275.0 210.0 1,740.0 1,740.0 1,740.0RF0076 LC LYONS POOL 201458.0 58.0 58.0 58.0RR0060 LIFE CYCLE - RIVER RUN80.0 10.0 165.0 55.0 310.0 310.0 310.0TC0002 LIFE CYCLE- TRANSIT FACILITY305.0 25.0 170.0 500.0 500.0 500.0TC0003 LIFE CYCLE- TRANSIT TERMINAL54.0 54.0 54.0 54.0SubsidiesGas Tax Other DC'sDebtto CityReplacementReservesDebtTotal Life Cycle 2,773.0 2,117.5 1,842.5 1,065.0 917.5 8,715.5 8,715.5 8,715.5StructuralGG0213 STRUCTURAL ASSESSMENTS100.0 100.0 100.0 100.0GG0215 BLDG CONDITION ASSESSMENT100.0 100.0 200.0 200.0 200.0Total Structural 100.0 100.0 100.0 300.0 300.0 300.0AccessibilityGG0180 ACCESSIBILITY IMPROVEMENTS200.0 200.0 200.0 200.0 200.0 1,000.0 1,000.0 1,000.0Total Accessibility 200.0 200.0 200.0 200.0 200.0 1,000.0 1,000.0 1,000.0City HallGG0163 ENERGY CONSERVATION INITIATIVES80.0 80.0 80.0 80.0Total City Hall 80.0 80.0 80.0 80.0Total Corporate Building (Capital) Maintenance 3,073.0 2,417.5 2,222.5 1,265.0 1,117.5 10,095.5 10,095.5 10,095.5337

CITY OF GUELPH2013 TAX SUPPORTED CAPITAL BUDGET2014 TO 2022 TAX SUPPORTED CAPITAL FORECASTInformation TechnologyInformation Technology Non-GrowthGross Project Cost $(000's)Project Number & Description 2013 2014 2015 2016 2017GG0205 JOINT WIRELESS DESIGN998.2 998.2 998.2 998.2IT0001 FOLDING MACHING REPL25.0 65.0 90.0 90.0 90.0IT0011 DOWNTOWN FIBRE OPTIC NETWORK75.0 75.0 75.0 75.0IT0013 DATA ARCHIVAL SYSTEM65.5 65.5 131.0 131.0 131.0IT0015 LAND AMBULANCE ITS REPL 2012107.0 175.0 85.1 84.8 173.5 560.0 1,185.4 474.1 711.3 711.3IT0016 DESKTOP REPLACEMENT 2012250.0 100.0 304.7 324.0 300.0 1,278.0 2,556.7 20.0 2,536.7 2,536.7IT0017 NETWORK EQUIP REPLACEMENT 2012293.6 283.6 299.7 264.0 308.9 1,507.5 2,957.3 2,957.3 2,957.3IT0018 SERVER REPLACEMENT 2012326.4 360.0 326.4 327.0 370.0 1,916.6 3,626.4 3,626.4 3,626.4IT0019 SOFTWARE UPGRADE REPL 2012305.2 170.0 194.2 238.0 184.4 1,127.1 2,218.9 2,218.9 2,218.9IT0020 PRINTER REPLACEMENT 201225.0 10.0 7.4 143.0 28.8 221.1 435.3 435.3 435.3IT0024 IT STRATEGIC PLAN IMPLEMENTATION876.6 769.7 999.0 2,645.3 2,645.3 2,645.3IT0025 VOIP SYSTEM REPLACEMENT156.3 50.0 181.0 67.0 32.6 419.8 906.7 906.7 906.7IT0027 IT STRATEGIC PLAN - LAND AMBULANCE67.2 95.4 162.6 97.5 65.1 65.1Total Information Technology Non-Growth 3,405.5 2,038.7 2,397.5 1,447.8 1,463.7 7,235.6 17,988.8 591.6 17,397.2 13,482.6 3,914.6Total Information Technology 3,405.5 2,038.7 2,397.5 1,447.8 1,463.7 7,235.6 17,988.8 591.6 17,397.2 13,482.6 3,914.6Next5 YearsTotalProjectCostGrants &SubsidiesFederalSources of External FinancingGas Tax Other DC'sDCDebtNet Costto CityEquipmentReplacementCityReservesDebt338

CITY OF GUELPH2018 TO 2022 TAX SUPPORTED CAPITAL FORECAST DETAILSInformation TechnologyGross Project Cost $(000's)Sources of External FinancingTotalProject CostGrants &FederalDCNet CostEquipmentCityProject Number & Description 2018 2019 2020 2021 2022Information Technology Non-GrowthIT0001 FOLDING MACHING REPL30.0 35.0 65.0 65.0 65.0IT0011 DOWNTOWN FIBRE OPTIC NETWORK75.0 75.0 75.0 75.0IT0013 DATA ARCHIVAL SYSTEM65.5 65.5 65.5 65.5IT0015 LAND AMBULANCE ITS REPL 2012118.1 82.7 184.5 86.0 88.7 560.0 224.0 336.0 336.0IT0016 DESKTOP REPLACEMENT 2012150.2 277.4 370.3 383.4 96.7 1,278.0 10.0 1,268.0 1,268.0IT0017 NETWORK EQUIP REPLACEMENT 2012293.0 293.6 299.7 303.6 317.6 1,507.5 1,507.5 1,507.5IT0018 SERVER REPLACEMENT 2012457.0 370.0 326.4 393.2 370.0 1,916.6 1,916.6 1,916.6IT0019 SOFTWARE UPGRADE REPL 2012228.0 249.9 162.5 241.2 245.5 1,127.1 1,127.1 1,127.1IT0020 PRINTER REPLACEMENT 201227.5 13.9 9.4 138.8 31.5 221.1 221.1 221.1IT0025 VOIP SYSTEM REPLACEMENT233.8 74.9 17.7 18.1 75.3 419.8 419.8 419.8(2018-2022)SubsidiesGas Tax Other DC'sDebtto CityReplacementReservesDebtTotal Information Technology Non-Growth 1,537.6 1,362.4 1,436.0 1,564.3 1,335.3 7,235.6 234.0 7,001.6 6,861.1 140.5Total Information Technology 1,537.6 1,362.4 1,436.0 1,564.3 1,335.3 7,235.6 234.0 7,001.6 6,861.1 140.5339

CITY OF GUELPH2013 TAX SUPPORTED CAPITAL BUDGET2014 TO 2022 TAX SUPPORTED CAPITAL FORECASTEconomic DevelopmentGross Project Cost $(000's)TotalSources of External FinancingNextProjectGrants &FederalDCNet CostEquipmentCityProject Number & Description 2013 2014 2015 2016 20175 YearsCostSubsidiesGas Tax Other DC'sDebtto CityReplacementReservesDebtEconomic Development Non-GrowthSS0002 HANLON CREEK BUSINESS PARK5,089.3 1,128.9 505.1 356.9 16,365.7 23,445.9 23,445.9Total Economic Development Non-Growth 5,089.3 1,128.9 505.1 356.9 16,365.7 23,445.9 23,445.9Total Economic Development 5,089.3 1,128.9 505.1 356.9 16,365.7 23,445.9 23,445.9340

CITY OF GUELPH2018 TO 2022 TAX SUPPORTED CAPITAL FORECAST DETAILSEconomic DevelopmentGross Project Cost $(000's)Sources of External FinancingTotalProject CostGrants &FederalDCNet CostEquipmentCityProject Number & Description 2018 2019 2020 2021 2022(2018-2022)SubsidiesGas Tax Other DC'sDebtto CityReplacementReservesDebtEconomic Development Non-GrowthSS0002 HANLON CREEK BUSINESS PARK9,753.8 6,611.9 16,365.7 16,365.7Total Economic Development Non-Growth 9,753.8 6,611.9 16,365.7 16,365.7Total Economic Development 9,753.8 6,611.9 16,365.7 16,365.7341

CITY OF GUELPH2013 TAX SUPPORTED CAPITAL BUDGET2014 TO 2022 TAX SUPPORTED CAPITAL FORECASTFinance & OtherFinanceGross Project Cost $(000's)Project Number & Description 2013 2014 2015 2016 2017GG0024 DC STUDY 2013130.0 140.0 270.0 218.7 51.3 51.3Total Finance 130.0 140.0 270.0 218.7 51.3 51.3Total Finance & Other 130.0 140.0 270.0 218.7 51.3 51.3Next5 YearsTotalProjectCostGrants &SubsidiesFederalSources of External FinancingGas Tax Other DC'sDCDebtNet Costto CityEquipmentReplacementCityReservesDebt342

CITY OF GUELPH2018 TO 2022 TAX SUPPORTED CAPITAL FORECAST DETAILSFinance & OtherGross Project Cost $(000's)Sources of External FinancingTotalProject CostGrants &FederalDCNet CostEquipmentCityFinanceProject Number & Description 2018 2019 2020 2021 2022(2018-2022)GG0024 DC STUDY 2013140.0 140.0 113.4 26.6 26.6SubsidiesGas Tax Other DC'sDebtto CityReplacementReservesDebtTotal Finance 140.0 140.0 113.4 26.6 26.6Total Finance & Other 140.0 140.0 113.4 26.6 26.6343

CITY OF GUELPH2013 TAX SUPPORTED CAPITAL BUDGET2014 TO 2022 TAX SUPPORTED CAPITAL FORECASTDowntown ImprovementsDowntown Improvements GrowthGross Project Cost $(000's)Project Number & Description 2013 2014 2015 2016 2017Next5 YearsSS0019 BAKER ST REDEVELOPMENT PH33,700.0 3,700.0 1,704.6 1,995.4 1,995.4SS0020 BAKER ST REDEVELOPMENT PH41,400.0 1,400.0 645.0 755.0 755.0Total Downtown Improvements Growth 3,700.0 1,400.0 5,100.0 2,349.6 2,750.4 2,750.4Total Downtown Improvements 3,700.0 1,400.0 5,100.0 2,349.6 2,750.4 2,750.4TotalProjectCostGrants &SubsidiesFederalSources of External FinancingGas Tax Other DC'sDCDebtNet Costto CityEquipmentReplacementCityReservesDebt344

CITY OF GUELPH2013 TAX SUPPORTED CAPITAL BUDGET2014 TO 2022 TAX SUPPORTED CAPITAL FORECASTCommunity Energy PlanCommunity Energy Plan GrowthPL0028 COMMUNITY ENERGY PLAN30.0 45.0 75.0 6.1 69.0 69.0Total Community Energy Plan Growth 30.0 45.0 75.0 6.1 69.0 69.0Community Energy Plan Non-GrowthGross Project Cost $(000's)Project Number & Description 2013 2014 2015 2016 2017PL0029 FACILITY ENERGY MEASURES1,249.3 985.6 1,085.5 1,214.0 1,109.9 6,343.0 11,987.3 3,596.4 8,390.9 8,390.9Total Community Energy Plan Non-Growth 1,249.3 985.6 1,085.5 1,214.0 1,109.9 6,343.0 11,987.3 3,596.4 8,390.9 8,390.9Total Community Energy Plan 1,279.3 1,030.6 1,085.5 1,214.0 1,109.9 6,343.0 12,062.3 3,596.4 6.1 8,459.9 8,459.9Next5 YearsTotalProjectCostGrants &SubsidiesFederalSources of External FinancingGas Tax Other DC'sDCDebtNet Costto CityEquipmentReplacementCityReservesDebt345

CITY OF GUELPH2018 TO 2022 TAX SUPPORTED CAPITAL FORECAST DETAILSCommunity Energy PlanGross Project Cost $(000's)Sources of External FinancingTotalProject CostGrants &FederalDCNet CostEquipmentCityProject Number & Description 2018 2019 2020 2021 2022Community Energy Plan Non-Growth(2018-2022)PL0029 FACILITY ENERGY MEASURES1,268.6 1,268.6 1,268.6 1,268.6 1,268.6 6,343.0 1,903.0 4,440.0 4,440.0SubsidiesGas Tax Other DC'sDebtto CityReplacementReservesDebtTotal Community Energy Plan Non-Growth 1,268.6 1,268.6 1,268.6 1,268.6 1,268.6 6,343.0 1,903.0 4,440.0 4,440.0Total Community Energy Plan 1,268.6 1,268.6 1,268.6 1,268.6 1,268.6 6,343.0 1,903.0 4,440.0 4,440.0346

CITY OF GUELPH2013 TAX SUPPORTED CAPITAL BUDGET2014 TO 2022 TAX SUPPORTED CAPITAL FORECASTPolicePolice Non-GrowthGross Project Cost $(000's)Project Number & Description 2013 2014 2015 2016 2017PS0032 POLICE NEW VEHICLES46.0 64.2 64.9 66.2 68.2 309.5 309.5 309.5PS0034 POLICE HQ RENOVATIONS P250.0 50.0 800.0 25.0 25.0 125.0 1,075.0 1,075.0 1,075.0PS0044 POLICE IT HARDWARE520.3 398.4 162.0 336.0 260.9 2,485.4 4,163.0 4,163.0 4,163.0PS0045 POLICE BODY ARMOUR58.8 74.5 27.7 60.0 36.6 269.5 527.1 527.1 527.1PS0046 POLICE FURNITURE16.0 16.4 16.8 17.2 17.6 94.0 178.0 178.0 178.0PS0047 POLICE VEHICLE BASED EQUIPMENT74.2 62.5 63.8 65.1 66.5 353.8 685.9 685.9 685.9PS0048 POLICE TACTICAL EQUIPMENT106.7 30.1 73.0 12.5 21.3 184.0 427.6 427.6 427.6PS0049 GENERAL POLICE EQUIPMENT99.3 104.1 123.8 96.0 42.8 519.2 985.2 985.2 985.2PS0057 GPS VEHICLE REPL 2012606.4 782.9 563.5 480.8 606.3 3,273.4 6,313.3 72.0 6,241.3 6,241.3PS0059 Radio System Infrastructure750.0 750.0 750.0 750.0PS0060 Telecom Equipment400.0 400.0 400.0 400.0PS0061 HQ IT Equipment100.0 100.0 200.0 200.0 200.0Total Police Non-Growth 1,577.7 1,683.1 1,995.5 2,242.6 1,143.2 7,372.5 16,014.6 72.0 15,942.6 14,380.1 1,562.5Total Police 1,577.7 1,683.1 1,995.5 2,242.6 1,143.2 7,372.5 16,014.6 72.0 15,942.6 14,380.1 1,562.5Next5 YearsTotalProjectCostGrants &SubsidiesFederalSources of External FinancingGas Tax Other DC'sDCDebtNet Costto CityEquipmentReplacementCityReservesDebt347

CITY OF GUELPH2018 TO 2022 TAX SUPPORTED CAPITAL FORECAST DETAILSPoliceGross Project Cost $(000's)Sources of External FinancingTotalProject CostGrants &FederalDCNet CostEquipmentCityPolice Non-GrowthProject Number & Description 2018 2019 2020 2021 2022PS0032 POLICE NEW VEHICLES68.2 68.2 68.2 68.2PS0034 POLICE HQ RENOVATIONS P225.0 25.0 25.0 25.0 25.0 125.0 125.0 125.0PS0044 POLICE IT HARDWARE546.5 678.7 409.1 700.9 150.2 2,485.4 2,485.4 2,485.4PS0045 POLICE BODY ARMOUR64.9 82.3 30.6 66.2 25.5 269.5 269.5 269.5PS0046 POLICE FURNITURE18.0 18.4 18.8 19.2 19.6 94.0 94.0 94.0PS0047 POLICE VEHICLE BASED EQUIPMENT67.9 69.3 70.7 72.2 73.7 353.8 353.8 353.8PS0048 POLICE TACTICAL EQUIPMENT44.8 29.0 19.1 29.0 62.1 184.0 184.0 184.0PS0049 GENERAL POLICE EQUIPMENT35.0 198.6 124.7 97.6 63.3 519.2 519.2 519.2PS0057 GPS VEHICLE REPL 2012559.4 766.1 574.6 654.8 718.5 3,273.4 32.0 3,241.4 3,241.4(2018-2022)SubsidiesGas Tax Other DC'sDebtto CityReplacementReservesDebtTotal Police Non-Growth 1,361.5 1,867.4 1,340.8 1,664.9 1,137.9 7,372.5 32.0 7,340.5 7,053.3 287.2Total Police 1,361.5 1,867.4 1,340.8 1,664.9 1,137.9 7,372.5 32.0 7,340.5 7,053.3 287.2348

CITY OF GUELPH2013 TAX SUPPORTED CAPITAL BUDGET2014 TO 2022 TAX SUPPORTED CAPITAL FORECASTLibraryLibrary Non-GrowthGross Project Cost $(000's)Project Number & Description 2013 2014 2015 2016 2017LB0018 RFID INVENTORY CONTROL SYSTEM70.0 100.0 105.0 135.0 150.0 100.0 660.0 660.0 660.0LB0019 LIBRARY SYSTEM/NETWORK UPGRDS40.0 45.0 150.0 235.0 235.0 235.0LB0020 LIBRARY UPGRADES & SUSTAINABILITY25.0 26.0 51.0 51.0 51.0LB0021 BRANCH EXPANSION- BULLFROG350.0 350.0 350.0 350.0LB0032 LIBRARY OUTREACH VEHICLE35.0 35.0 35.0 35.0LB0033 BRANCH UPGRADES & SUSTAINABILITY35.0 35.0 110.0 180.0 180.0 180.0Total Library Non-Growth 95.0 175.0 131.0 250.0 150.0 710.0 1,511.0 1,511.0 1,511.0Total Library 95.0 175.0 131.0 250.0 150.0 710.0 1,511.0 1,511.0 1,511.0Next5 YearsTotalProjectCostGrants &SubsidiesFederalSources of External FinancingGas Tax Other DC'sDCDebtNet Costto CityEquipmentReplacementCityReservesDebt349

CITY OF GUELPH2018 TO 2022 TAX SUPPORTED CAPITAL FORECAST DETAILSLibraryGross Project Cost $(000's)Sources of External FinancingTotalProject CostGrants &FederalDCNet CostEquipmentCityLibrary Non-GrowthProject Number & Description 2018 2019 2020 2021 2022(2018-2022)LB0018 RFID INVENTORY CONTROL SYSTEM100.0 100.0 100.0 100.0LB0019 LIBRARY SYSTEM/NETWORK UPGRDS50.0 50.0 50.0 150.0 150.0 150.0LB0021 BRANCH EXPANSION- BULLFROG350.0 350.0 350.0 350.0LB0033 BRANCH UPGRADES & SUSTAINABILITY35.0 35.0 40.0 110.0 110.0 110.0SubsidiesGas Tax Other DC'sDebtto CityReplacementReservesDebtTotal Library Non-Growth 185.0 435.0 90.0 710.0 710.0 710.0Total Library 185.0 435.0 90.0 710.0 710.0 710.0350

City of Guelph - Fire DepartmentVehicle & Equipment Replacement Summary (Project Numbers: FS0030 & FS0031)InventoryAnnual Replacement2013 2014 2015 2016 2017 2018 2019 2020 20212022Type # $ # $ # $ # $ # $ # $ # $ # $ # $ # $ #VehicleTanker - International Vehicle(s) 1 - - - - - - - - - - 417,500 1 - - - - - - - -Pumper Vehicle(s) 8 1,302,500 1 - - - - - - - - 664,100 1 - - 723,900 1 - - - -75 Foot Aerial Quint Vehicle(s) 1 - - - - 1,355,200 1 - - - - - - - - - - - - - -100 Foot Aerial Vehicle(s) 1 - - - - - - - - - - - - - - - - - - - -PACETrailer Vehicle(s) 5 - - - - - - 61,000 1 - - - - - - 65,800 1 100,700 1 486,000 1Command Centre Vehicle(s) 1 - - 374,200 1 - - - - - - - - - - - - - - - -Service Vehicle - Chev Van 3 - - - - - - - - - - 22,800 1 46,400 2 - - - - - -Mid-size Vehicle(s) 4 - - - - 31,000 1 - - 86,800 1 - - - - - - 58,900 2 - -Zodiac Boat(s) 2 - - - - - - - - - - 21,500 2 - - - - - - - -Pick-up Trucks 3 - - 70,100 1 - - 73,000 1 - - - - 31,000 1 - - - - - -Fire Training Simulator 0 -Total Vehicle Purchases 29 1,302,500 1 444,300 2 1,386,200 2 134,000 2 86,800 1 1,125,900 5 77,400 3 789,700 2 159,600 3 486,000 1EquipmentSCBA Equipment 653,900 - - - - - - - - -HazMat SCBA Equipment - - - - - 189,800 - - - -Poratable Air Cascade System 90,100 - - - - - - - - -Protective Gear (helmets, clothing, boots, etc) 12,400 12,700 84,400 13,200 13,500 450,200 14,000 14,300 14,500 95,700Thermal Imaging Cameras - - - - - 82,200 - - - -Semi Automatic Defibrillator - - - - - - 42,600 - -Auto-Extrication Equipment - - - - - 310,000 - - - -Generators and Battery Back-up 3,400 3,500 3,600 17,600 3,700 3,800 3,900 3,900 19,400 4,100Air Monitoring Equipment & Low Pressure Bags - 22,800 17,900 - - 22,300 - 19,700 - -Fire Hoses 28,600 29,200 29,800 30,400 31,000 31,600 32,300 32,900 33,600 34,200Struts - - - - - - 31,000 - - -FPO Public Education Equipment 2,900 - - - - 3,200 - - - -Furniture - 10,600 - - 11,200 - - 11,900 - -Total Equipment Purchases 791,300 78,800 - 135,700 - 61,200 - 59,400 - 1,093,100 - 81,200 - 125,300 - 67,500 - 134,000 -Total Expenditure $2,093,800 $523,100 $1,521,900 $195,200 $146,200 $2,219,000 $158,600 $915,000 $227,100 $620,000RevenueGuelph Township Retainer & Fire Agreements 199,000 200,000 201,000 195,200 146,200 204,000 158,600 206,000 207,000 208,000Total Revenue $199,000 $ 200,000 $ 201,000 $ 195,200 $ 146,200 $ 204,000 $ 158,600 $ 206,000207,000 208,000Reserve Funding Requested $1,894,800 $323,100 $1,320,900 $0 $0 $2,015,000 $0 $709,000 $20,100 $412,000351

City of Guelph - Fire Department Radio & Computer SystemEquipment Replacement Summary (Project # FS0032)InventoryAnnual Replacement2013 2014 2015 2016 2017 2018 2019 2020 20212022Type # $ # $ # $ # $ # $ # $ # $ # $ # $ # $ #Radios- Portables 52 110,300 17 - - - - - - - - - - - - 406,900 52 - - - -Radios- Mobile 19 49,500 6 - - - - - - - - - - - - 189,200 19 - - - -Charger- Single 6 1,900 2 - - - - - - - - - - - - 6,800 6 - - - -Charger- Multi 7 2,800 2 - - - - - - - - - - - - 12,000 7 - - - -Batteries 125 9,900 42 - - - - - - - - - - - - 35,000 125 - - - -Dispatch Console 3 69,000 1 70,400 1 71,800 1 - - - - - - - - - - - -Total Fire Services 209 174,400 69 69,000 1 70,400 1 71,800 1 - - - - - - 649,900 209 - - - -Reserve Funding Required 209 174,400 69,000 70,400 71,800 - - - 649,900 - -352

City of Guelph - Land AmbulanceVehicle & Equipment Replacement Summary (Project Numbers AM0001 & AM0002)InventoryAnnual Replacement# In 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022Type Inventory $ # $ # $ # $ # $ # $ # $ # $ # $ # $ #Replacement VehiclesAmbulance 11 404,400 3 550,000 4 420,900 3 429,300 3 437,700 3 446,400 3 607,200 4 464,700 3 474,000 3 483,000 3ERU - Command Vehicle 1 - - - - - - 90,500 1 - - 94,200 1 - - - - 100,000 - - -Total Vehicle Replacement 13 $ 404,400 3 $ 550,000 4 $ 420,900 3 $ 519,800 4 $ 437,700 3 $ 540,600 4 $ 607,200 4 $ 464,700 3 $ 574,000 3 $ 483,000 3EquipmentAmbulance Equipment - 88,800 8,800 26,000 50,400 507,000 41,900 58,300 8,500 136,000Total Equipment Replacement $ - $ 88,800 $ 8,800 $ 26,000 $ 50,400 $ 507,000 $ 41,900 $ 58,300 $ 8,500 $ 136,000Total $ 404,400 $ 638,800 $ 429,700 $ 545,800 $ 488,100 $ 1,047,600 $ 649,100 $ 523,000 $ 582,500 $ 619,000RevenueContribution From County - 40% 161,800 255,500 171,920 218,300 195,260 419,000 259,660 209,200 233,000 247,600TOTAL REVENUE $161,800 $255,500 $171,920 $218,300 $195,260 $419,000 $259,660 $209,200 $233,000 $247,600Reserve Funding Required $242,600 $383,300 $257,780 $327,500 $292,840 $628,600 $389,440 $313,800 $349,500 $371,400353

City of Guelph - Information Technology Computer EquipmentEquipment Replacement Summary (Project Numbers IT0016 to IT00020 & IT0025)InventoryAnnual Replacement2013 2014 2015 2016 2017 2018 2019 2020 2021 2022Type #Desktop 250,000 100,000 304,700 324,400 300,000 150,200 277,400 370,300 383,400 96,700Network Equipment 293,600 283,600 299,700 264,000 308,900 293,000 293,600 299,700 303,600 317,600Server 326,400 360,000 326,400 327,000 370,000 457,000 370,000 326,400 393,200 370,000Software 305,200 170,000 194,200 238,000 184,400 228,000 249,900 162,500 241,200 245,500Printer 25,000 10,000 7,400 143,000 28,800 27,500 13,900 9,400 138,800 31,500Phone 156,300 50,000 181,000 67,000 32,600 233,800 74,900 17,700 18,100 75,300Total Expenditures 1,356,500 973,600 1,313,400 1,363,400 1,224,700 1,389,500 1,279,700 1,186,000 1,478,300 1,136,600Reserve Funding Required $1,356,500 $973,600 $1,313,400 $1,363,400 $1,224,700 $1,389,500 $1,279,700 $1,186,000 $1,478,300 $1,136,600354

City of Guelph - Park Play EquipmentEquipment Replacement Summary (Project Number PK0033)Park Name 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022BAILEY PARK 42,600 - - - - - - - - -BATHGATE DRIVE PARK - - - - - - - - - -BEVERLEY ROBSON PARK - - - - - - - - - -BRANT AVENUE PARK - - - - - - - - - -BULLFROG POND PARK - - - - - - - 50,600 - -BURNS DRIVE PARK - - - - - - 49,300 - - -CARTER PARK - - - 45,800 - - - - - -CASTLEBURY DRIVE PARK - - - - - - - - - -CENTENNIAL PARK - - - 45,800 - - - - - -CLAIR PARK - - - - - 48,100 - - - -CNR SPURLINE PARK - - 44,700 - - - - - - -COLONIAL DRIVE PARK - - - - - 48,100 - - - -DAKOTA PARK - - - - - - - - -DEERPATH DRIVE PARK - 43,600 - - - - - - - -DOVERCLIFFE PARK - - - - - - - 50,600 - -DREW PARK - - - - - - 41,100 - - -DRUMMOND PARK - - - - 47,000 - - - - -DUNHILL PLACE PARK - - - - - - - - - -EARL BRIMBLECOMBE PARK - - - 45,800 - - - - - -ERAMOSA RIVER PARK - - - - - - - - - -EXHIBITION PARK - 109,000 - - - - - - - -FERNDALE PARK - - - - - - - - - -FRANCHETTO PARK - - - - - - - - - -GOLDIE PARK - - - - - - - - - -GOLFVIEW PARK - - - - - - - - - -GOSLING GARDENS PARK - - - - 47,000 - - - - -GRANGE ROAD PARK - - - - - - 49,300 - - -GREEN MEADOWS PARK - - - - - 48,100 - - - -GUELPH LAKE SPORTS FIELDS - - - - 47,000 - - - - -HANLON CREEK PARK - - - - 47,000 - - - - -HARTSLAND PARK - - - - - - - - - -HERB MARKLE PARK - - - - - - 43,100 - - -HIGHVIEW PARK - - - - - - 41,100 - - -HOLLAND CRESENT PARK - - - - - - - - - 53,100HOWDEN CRESENT PARK - - - - - - 57,600 - - -HOWITT PARK - - - - - - 41,100 - - -HUGH C. GUTHRIE PARK - - - - 47,000 - - - - -JENSON BOULEVARD PARK - - - 45,800 - - - - - -JOE VERONI PARK - - - - - - - - - -JOHN GAMBLE PARK - - - - - - - 50,600 - -JOSEPH WOLFOND PARK EAST - - - - - - - - - -KIMBERLEY PARK - - - - 47,000 - - - - -KORTRIGHT HILLS PARK - - - - - 48,100 - - - -LEE STREET PARK - - - - 47,000 - - - - -LEWIS FARM PARK - - - - - - - - - -LYON PARK - 42,500 - - - - - - - -MACALISTER PARK - - - - - - - - - -MARGARET GREENE PARK - - - - - - - - 233,500 -MARKSAM PARK - - - - - - - - - -MAYFIELD PARK - - 44,700 - - - - - - -MEMORIAL CRESCENT PARK - - - - - - - - - -MICO VALERIOTE PARK - - - - - - - - - -MOLLISON PARK - - - 48,900 - - - - - -355

City of Guelph - Park Play EquipmentEquipment Replacement Summary (Project Number PK0033)Park Name 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022MORNINGCREST PARK - - - - - - - - - -NORM JARY PARK - 43,600 - - - - - - - -OAK STREET PARK - SENIOR & SWIN - - - - - - - - - -OAK STREET PARK - JUNIOR - - - 38,700 - - - - - -O'CONNOR LANE PARK - - - - - - - - 51,800 -ORIN REID PARK - - - - - - - - - -PETER MISERSKY PARK - - - - - 120,400 - - - -PINCH PARK - - - - - - - - - -PINE RIDGE PARK - - - - - - - - - -RICKSON PARK - - - - - - - - - -RIVERSIDE PARK (WEST) - - 312,900 - - - - - - -RIVERSIDE PARK (EAST) 42,600 - - - - - - - - -ROYAL CITY PARK (NORTH) - - - - - - 49,300 - - -ROYAL CITY PARK (SOUTH) - - - - - - - - - -SEVERN DRIVE PARK - - - - - - - - - 74,400SKOV PARK - - - - - - - 50,600 - -SLEEMAN PARK - - - - - - - - - -SOUTH END COMMUNITY PARK - - - - - - - - 464,100SPRINGDALE PARK - - - 45,800 - - - - - -ST. GEORGE'S PARK - - - - - - - 50,600 - -STARVIEW CRS PARK 42,600 - - - - - - - - -STEFFLER PARK - - - - - 48,100 - - - -STEPHANIE DR PARK - - - - - - - - - -SUFFOLK ST PARK - - - - - 48,100 - - - -SUMMIT RIDGE PARK - - - - - - - - - -SUNNY ACRES PARK - - - 45,800 - - - - - -UNIVERSITY VILLIAGE PARK - - - - - - 41,100 - - -WAVERLEY DR PARK - - - - 47,000 - - - - -W.E. HAMILTON PARK - - - - - - - 50,600 - -WESTMINSTER WOODS PARK - - - - - - - 50,600 - -WEST END COMMUNITY CENTRE - - - 45,800 - - - - - -WHITELAW GARDENS PARK - - - - - - - - - -WINDSOR PARK - - 44,700 - - - - - - -WOODLAND GLEN PARK - - - - - - - - - 53,100YEWHOLME PARK 42,600 - - - - - - - - -ST. JOHN ELEM SCHOOL - - - - - 48,100 - - - -Funding Required $ 170,400 $ 238,700 $ 447,000 $ 408,200 $ 376,000 $ 457,100 $ 413,000 $ 354,200 $ 285,300 $ 644,700356

City of Guelph - Waste Management ServicesEquipment Replacement Summary (Project WC0006)InventoryAnnual Replacement# In20132014 2015 2016 2017 2018 20192020 2021 2022Equipment Type Inventory $ # $ # $ # $ # $ # $ # $ # $ # $ # $ #MRFAir Compressor 1 168,000 1 60,000 1Bag Breaker Hopper 1Bag Breaker 1 150,000Bag Breaker conveyor 2Baler 2Baler Infeed Conveyer 2 275,000 275,000Compactor 3 156,000 2 78,000 1 79,000 1Disk Screen 3 52,500 1Dock Levelers 1Dust Collector 1 50,000 1Feeder 1 - - 52,500Ferrous Seperator - Dry 1 115,500 52,500Fiber Screen 1 100,000 1Fiber Walking Floors 2 252,000Hydraulic units 1Glass Breaker 2 95,000 1 170,000 1 129,500Glass Hopper 1 60,000 1HY.D unit walking floors 2Man Door 35 5,000 5Pet Blower 2Plastic Crusher 2Roller Chain Belt 3 250,000 1 450,000 2Roof 1Separator 1 94,000 1Transfer Conveyor 50 150,000Truck Door 16 95,000 2 50,000 1 105,500 2 201,000 4 215,200 4 110,000 2Bunker Walking Floor 2 150,000 1Fire Suppression 25,000 1 25,000 1 25,000 1 25,000 1 25,000 1 25,000 1 25,000 1 25,000 1 25,000 1 25,000 1Dock Locks 6Bale Breaker 1 500,000 1Pump House 1Tip Floor 1 500,000 1Bale Floor 1 500,000 1Electrical 50,000 50,000 50,000 100,000357

City of Guelph - Waste Management ServicesEquipment Replacement Summary (Project WC0006)InventoryAnnual Replacement# In20132014 2015 2016 2017 2018 20192020 2021 2022Equipment Type Inventory $ # $ # $ # $ # $ # $ # $ # $ # $ # $ #ORGANICAir Makeup Unit 1Biofilters 1Blower Fans 1Compactors 1Compost Bag Breaker 1Compost Incline Conveyer 1Compost Sprinkler System 2Conveyors 1Ferrous Separators (Organic) 1Misting System 1Roof 1Spreader Screw 1Sprinkler Hangers 1Trommel 1Truck Doors 7Turning Machine 4Wind Curtains 7OTHERAdministration 1 10,000Administration Roof 1Central Filing and Documentation 1 5,000HHW 1HVAC Units 6 50,000 1 50,000 1Natural Perimiter 1 100,000 50,000 1 50,000 1Pumping station 1 64,000Rolloff Bins 40 62,900 8 50,000 7 82,000 10 40,000 6Security System 1Scalehouse 1Scalehouse Inbound 1Scalehouse Outbound 1Truck Scale 1Upgrade Telephone System 1 35,000Public Drop Off SawteethAsphalt/Paving 124,200 250,000 125,000 1Outdoor Lights 50,000 65,000 70,000Transformers 125,000 150,000Fire Hydrants 25,000Wells/Separators 35,000 40,000Residential Carts 55,000 25,000 77,000 242,300 107,000COLLECTIONS/EASTVIEWGas collection system 1Lechate System 1TRANSFER STATIONAir System and Ventilation 1 1Compactor 1 250,000 1Dust Suppression/Odor 1 126,000Floor 1Pumping Station 3Push Wall 1Roof 1 300,000 1Scale 1 100,000Scalehouse 1Truck doors 4 131,000Electrical 90,000TOTAL FUNDED FROM RESERVE $894,900 15 $982,700 16 $850,000 19 $700,000 4 $800,000 5 $816,000 2 $1,323,000 11 $801,000 6 $1,290,000 8 $1,000,000 3358

City of Guelph - FleetVehicle & Equipment Replacement Summary (Project # GG0187)INVENTORYANNUAL REPLACEMENT# In20132014 2015 2016 2017 2018 20192020 2021 2022Inventory $ # $ # $ # $ # $ # $ # $ # $ # $ # $ #Location of AssetsParks1 TON DUMP 1 - - - - - - - - - - - - - - - - 84,700 1 - -1/2 TON PICKUP 2 - - 57,962 2 - - - - - - - - 62,000 2 - - - - - -3/4 TON PICKUP 2 29,500 1 - - - - - - 71,400 2 - - - - - - - - 74,925 23/4 TON PICKUP 4x4 1 - - - - - - - - - - - - - - - - 73,000 1 - -4x4 DUMP 4 - - - - - - - - - - - - - - 237,100 3 - - - -6FT BALL DIAMOND GROOM 2 - - - - - - - - - - - - 12,200 2 - - - - -AERATOR 1 - - - - - - - - - - - - 39,000 1 - - - - -AERIFIER 2 - - - - - - - - - - - - - - - - - - 34,000 2BACKHOE 1 - - - - - - 87,800 1 - - - - - - - - - - - -BALL DIAMNOND GROOMER 1 12,400 - - - - - - - - - - - 27,000 1 - - - - -BK BLOWER 1 - - - - - - - - - - - - - - - - - - - -BOX TRAILER 0 - - - - - - - - - - - - - - - - - - - -BROOM 2 - - - - - - 23,900 2 - - - - - - - - - - - -BRUSH MULCHER 1 - - - - - - - - - - - - 14,000 1 - - - - -CAROUSEL 0 - - - - - - - - - - - - - - - - - - - -CEMENT MIXER 1 - - - - - - - - - - - - - - - - - - - -CHAIN SAW 1 - - - - - - 900 1 - - - - - - - - 1,000 1 - -COMPACT PICKUP 3 42,800 2 24,530 1 - - - - 51,000 2 - - 26,000 1 - - - - 58,600 2COMPRESSOR 1 - - - - - - - - - - - - - - - - - - - -CON SAW 0 - - - - - - - - - - - - - - - - - - - -CREW CAB 1 67,400 1 - - - - - - - - - - - - - - - - - -DIAMOND GROOMER 1 - - 12,834 1 - - - - - - - - - - - - - - - -DISC 1 - - - - - - - - - - - - - - - - - - - -DUMP 2 110,000 1 150,286 1 - - - - - - - - - - - - - - - -EDGER 1 - - - - - - - - - - - - - - - - - - - -ELECTRIC IN-FIELD RAKE 1 - - - - - - - - - - - - 23,400 1 - - - - -EZ-GO ELECTRIC UTILITY 2 - - 23,806 2 - - - - - - - - - - - - - - -FERTILIZER SPREADER 2 - - - - - - - - - - - - 2,700 1 - - - - - -FLAIL MOWER ATTACHMENT 2 - - - - - - - - - - - - - - - - - - - -GATOR 1 - - - - - - - - - - - - - - - - - - 16,900 1GATOR TRAILER 1 - - - - - - - - - - - - - - - - - - 6,900 1GENERATOR 1 - - - - - - - - - - - - - - - - - - - -GRADER BLADE 1 - - - - - - - - - - - - - - - - - - - -GRACO FIELD LASER 2 - - 4,347 2 - - - - - - - - - - - - - - -HAUL-ALL 1 - - - - 155,900 1 - - - - - - - - - - - - - -HEDGE TRIMMER 0 - - - - - - - - - - - - - - - - - - - -JD ELECTRIC GATOR 1 - - - - - - - - - - - - 13,400 1 - - - - - -LANDSCAPE TRAILER 1 - - - - - - - - - - - - 4,000 1 - - - - -LAWN MOWER 0 - - - - - - - - - - - - - - - - - - - -LEAF VAC 1 - - - - - - - - - - - - - - - - - - - -LOADER 1 - - - - - - - - - - 62,300 1 - - - - - - - -MOWER 14 159,000 3 121,616 1 141,800 3 - - 293,200 2 132,300 2 - - 324,300 4 36,700 1 37,500 1OVER SEEDER 1 54,000 1 - - - - - - - - - - - - - - - - - -PADDLE BOATS 1 - - - - - - - - - - 5,200 1 - - - - - - - -PLOW 1 - - - - - - - - - - - - - - - - - - - -PORTABLE WELDER 1 - - - - - - 5,500 1 - - - - - - - - - - - -POST AUGER 0 - - - - - - - - - - - - - - - - - - - -POST POUNDER 0 - - - - - - - - - - - - - - - - - - - -POWER RAKE 1 - - - - - - - - - - - - - - - - - - - -POWER WASH 0 - - - - - - - - - - - - - - - - - - - -POWERSWEEP 1 - - - - - - - - - - - - - - - - - - - -PULVERIZER 1 - - - - - - - - - - - - - - - - - - - -QUAD CAB 1 45,000 1 - - - - - - - - 61,000 1 - - - - - - - -REAR LOAD PACKER 1 - - - - - - - - - - - - - - - - 132,000 - -ROLLER 1 - - - - - - - - - - - - - - - - - - - -ROOT PRUNER 1 - - - - - - - - - - - - - - - - - - - -ROTOTILLER 1 - - - - - - - - - - - - - - - - - - - -ROTOTILLER 3PT 0 - - - - - - - - - - - - - - - - - - - -359

City of Guelph - FleetVehicle & Equipment Replacement Summary (Project # GG0187)INVENTORYANNUAL REPLACEMENT# In20132014 2015 2016 2017 2018 20192020 2021 2022Inventory $ # $ # $ # $ # $ # $ # $ # $ # $ # $ #SAND CLEANER 1 - - - - - - - - - - - - 18,500 1 - - - - -SEEDER 1 - - - - - - - - - - - - - - - - - - - -SKID STEER 1 49,900 1 - - - - - - - - - - - - - - - - - -SNOW BLOWER 2 - - 7,556 2 - - - - - - - - 8,400 2 - - - - - -SNOW BLOWER PTO 3 7,600 2 - - - - 4,400 1 - - - - - - - - - - - -SOD CUTTER 1 - - - - - - - - - - - - - - - - - - - -SOIL RENOVATOR 2 - - - - - - - - - - - - 42,600 2 - - - - -SOIL SHRED. 0 - - - - - - - - - - - - - - - - - - - -SPRAYER 2 - - - - - - - - - - - - - - - - - - - -SPRINTER PLAYGROUNDS V 1 - - - - - - - - - - - - - - 82,000 1 - - -SWEEPER 1 - - - - - - - - - - 15,400 1 - - - - - - - -TAMPER 1 - - - - - - - - - - - - 2,900 1 - - - - - -TANDEM TRAILER 7 13,400 3 - - 6,400 1 16,000 1 5,200 1 - - 5,400 1 - - 17,600 1 - -TOP DRESSER 1 54,000 1 - - - - - - - - - - - - - - - - - -TRACKLESS BOOM 1 - - - - 32,600 1 - - - - - - - - - - - - - -TRACKLESS FLAIL 2 - - - - 11,300 1 14,500 1 - - - - - - - - - - - -TRACTOR 7 130,500 3 - - 31,200 1 - - - - - - 34,500 1 44,000 1 72,800 1 - -TRACTOR FLAIL MOWER 1 - - - - - - - - - - - - - - - - - - - -TRAIL GROOMER 1 - - 7,142 1 - - - - - - - - - - - - - - - -TRAILER 6 5,600 1 - - - - - - - - 6,600 1 5,600 1 - - 3,800 1 - -TRAILER TANDEM 2 - - - - - - - - - - - - 11,200 2 - - - - -TRAIN 1 - - - - - - - - - - 534,100 1 - - - - - - - -TREE DIGGER 1 - - - - - - - - - - - - - - - - - - - -TRU PLAY 3 - - - - - - - - - - - - - - - - - - - -UTILITY 1 80,900 1 - - - - - - - - - - - - - - - - - -VAN 2 26,300 1 28,981 1 - - - - 29,800 1 - - 31,000 1 - - - - 33,900 1WALKER MOWER 1 - - - - - - - - - - - - - - - - 57,800 1 - -WATER TANK 1 - - - - - - - - - - - - - - - - - - - -WEEDEATER 0 - - - - - - - - - - - - - - - - - - - -WELDER 0 - - - - - - - - - - - - - - - - - - - -YORK RAKE 1 - - - - - - - - - - - - - - - - - - - -ZT MOWER 3 - - - - - - 65,700 3 - - - - - - - - - - -Sub-total Parks 135 888,300 23 439,059 14 379,200 8 218,700 11 450,600 8 816,900 8 383,800 24 687,400 9 479,400 8 262,725 10ClerksCAR 1 - - - - - - - - 23,200 1 - - - - - - - - - -Sub-total Clerks 1 - - - - - - - - 23,200 1 - - - - - - - - - -PlanningCAR 1 26,000 1 - - - - - - 23,200 1 - - - - - - - - - -Sub-total Planning 1 26,000 1 - - - - - - 23,200 1 - - - - - - - - - -Recreation1/2 TON PICKUP 1 - - 35,812 1 - - - - - - - - - - 32,500 1 - - - -CARPET 2 - - - - - - - - - - - - - - - - 3,900 1 - -FORKLIFT 1 - - - - - - 46,500 1 - - - - - - - - - - - -ICE EDGER 2 - - - - - - - - - - - - - - - - - - - -ICE EDGER ELECTRIC 3 - - 20,908 3 - - - - - - - - - - 21,000 3 - - -ICE RESURFACER 6 - - - - 99,200 1 203,400 2 - - 244,200 2 - - 97,500 1 - - - -PICKUP 1 - - 40,056 1 - - - - - - - - - - 45,500 1 - - -POLISHER 5 - - - - - - - - - - - - - - - - - - - -POWER WASH 1 - - - - - - - - - - - - - - - - - - - -SCRUBBER 8 - - - - - - 19,600 2 - - - - - - - - - - - -SKATEBOARD TRAILER 0 - - - - - - - - - - - - - - - - - - - -SNOW BLOWER 2 - - - - - - - - - - - - - - - - 5,400 1 - -VAN 0 - - - - - - - - - - - - - - - - - - - -Sub-total Recreation 32 - - 96,775 5 99,200 1 269,500 5 - - 244,200 2 - - 196,500 6 9,300 2 - -360

City of Guelph - FleetVehicle & Equipment Replacement Summary (Project # GG0187)INVENTORYANNUAL REPLACEMENT# In20132014 2015 2016 2017 2018 20192020 2021 2022Inventory $ # $ # $ # $ # $ # $ # $ # $ # $ # $ #Building DivisionCAR 13 104,000 3 94,395 4 - - 113,500 5 92,800 4 - - 100,000 4 - - 127,500 8 135,200 4COMPACT PICKUP 2 22,500 1 31,361 1 - - - - 25,500 1 - - 33,300 1 - - - 1 - -Sub-total Building Division 15 126,500 4 125,756 5 - - 113,500 5 118,300 5 - - 133,300 5 - - 127,500 9 135,200 4Corporate BuildingsVAN 2 52,600 2 - - - - - - 59,600 2 - - - - - - 68,400 2 - -SNOW BLOWER W/B 1 - - 2,588 1 - - - - - - - - 2,800 1 - - - - -Sub-total Corporate Buildings 3 52,600 2 2,588 1 - - - - 59,600 2 - - 2,800 1 - - 68,400 2 - -Waste CollectionCOMPACT PICKUP 4 45,000 2 - - - - - - 104,600 4 - - - - - - - - 132,600 4PACKERS 18 - - - - - - - - - - 2,370,800 7 1,740,000 5 1,074,000 3 - - - -PICKUP 1 - - 26,393 1 - - - - - - - - 28,000 1 - - - - -Sub-total Waste Collection 23 45,000 2 26,393 1 - - - - 104,600 4 2,370,800 7 1,768,000 6 1,074,000 3 - - 132,600 4Engineering1/2 TON PICKUP 2 - - 55,892 2 - - - - - - - - 59,400 2 - - - - - -CAR 1 - - 23,599 1 - - - - - - - - 25,000 1 - - - - - -PICKUP 4X4 CC 2 - - 70,796 2 - - - - - - - - 75,200 2 - - - - - -PICKUP 1 - - 25,876 1 - - - - - - - - 27,500 1 - - - - -Sub-total Engineering 6 - - 176,162 6 - - - - - - - - 187,100 6 - - - - - -LandfillPICKUP 0 - - - - - - - - - - - - - - - - - - - -SCRAPER 0 - - - - - - - - - - - - - - - - - - - -COMPACTOR 0 - - - - - - - - - - - - - - - - - - - -BACKHOE 0 - - - - - - - - - - - - - - - - - - - -ATV 0 - - - - - - - - - - - - - - - - - - - -Sub-total Landfill 0 - - - - - - - - - - - - - - - - - - - -Public Works1 TON DUMP 2 - - - - - - - - - - - - - - - - 151,000 2 - -1.5 TON DUMP 1 - - - - 65,000 1 - - - - - - - - - - - - - -1/2 TON PICKUP 2 - - - - - - 66,100 2 - - - - - - - - 74,100 2 - -15000 GVW 6 - - - - - - - - 107,200 1 - - - - - - 464,200 5 - -3/4 TON PICKUP 5 88,500 3 - - - - - - 176,800 5 - - - - - - - - 192,500 63/4 TON PICKUP 4X4 W/ LIFT 1 - - - - - - 94,400 1 - - - - - - - - - - - -32000 GVW 3 263,000 1 - - - - - - - - - - - - - - - - 500,000 235000 GVW 1 - - - - - - 239,700 1 - - - - - - - - - - - -4 x 4 DUMP 1 - - - - - - - - - - 81,900 1 - - - - - - - -70 ft FORESTRY AERIAL 1 - - - - - - - - - - - - - - 420,000 1 - - -AERIAL 1 - - - - - - - - - - - - - - - - 362,000 1 - -AIR CONDITIONER 1 - - - - - - - - 10,400 1 - - - - - - - - - -ASPHALT TRAILER 1 - - - - 24,100 1 - - - - - - - - - - - - - -BACKHOE 1 - - - - - - - - - - - - - - - - - - 214,500 1BAND SAW 1 - - - - 11,300 1 - - - - - - - - - - - - - -BK BLOWER 0 - - - - - - - - - - - - - - - - - - - -BRAKE DRUM 1 - - - - 65,600 1 - - - - - - - - - - - - - -BRAKE ROTOR 1 - - - - - - - - - - - - - - 32,000 1 - - - -BOX TRAILER 1 - - - - - - - - - - - - - - - - - - - -BUS WASH 1 - - - - - - - - - - - - - - - - - - - -CAR 1 - - - - - - 22,700 1 - - - - - - - - 27,300 1 - -CAR FLEET 1 26,000 1 - - - - - - - - - - - - - - - - -CASE LOADER 1 - - - - - - - - - - - - - - - - - - 250,000 1CCTV TRUCK 1 - - - - - - - - - - - - - - 358,000 1 - - -CHAIN SAW 0 - - - - - - - - - - - - - - - - - - - -CHIPPER 3 51,300 1 - - 56,700 1 - - - - - - - - 31,800 1 - - - -COMPACT PICKUP 8 112,500 5 - - 72,900 3 - - 127,500 5 - - - - 83,700 3 - - 198,900 6COMPACT 4x4 PICKUP 2 22,500 1 - - - - - - 51,000 2 - - - - - - - - - -COMPRESSOR 5 - - 54,442 2 14,200 2 - - 29,800 1 - - - - - - - - - -CON SAW 1 - - - - 1,300 1 - - - - - - - - 1,700 1 - - - -CON VIBRATOR 1 - - - - - - - - - - - - - - - - - - - -CRANE 2 - - 64,379 1 - - - - - - - - - - - - - - - -CREW CAB DUMP 2 101,200 1 - - - - 71,900 1 - - - - - - - - - - 131,600 1CUTOFF SAW 1 - - - - - - 1,700 1 - - - - - - - - - - - -DEHUMIDIFIER 1 - - - - - - - - - - 7,600 1 - - - - - - - -DUMP W/ CRANE 0 - - - - - - - - - - - - - - - - - - - -EMISSION TESTER 1 - - - - 35,400 1 - - - - - - - - - - - - - -EPOKE SALT/SANDER 1 - - - - - - - - 102,400 1 - - - - - - - - -EXHAUST SYSTEM 2 - - - - - - - - - - - - - - - - - - - -FALL ARREST SYSTEM 1 - - - - - - - - - - - - - - - - - - - -FILTER CART 1 - - - - - - - - - - - - - - - - - - - -FLUSHER 0 - - - - - - - - - - - - - - - - - - - -FORKLIFT 1 - - - - - - 46,500 1 - - - - - - - - - - - -FUEL COMPUTERS 4 - - 47,197 3 - - - - - - - - - - - - - - - -FUEL SYSTEM 5 150,000 1 - - 112,000 1 - - - - - - - - - - - - - -FUEL TANK MONITOR 1 - - 18,631 1 - - - - - - - - - - - - - - - -GATOR CAM 1 - - - - 17,000 1 - - - - - - - - - - - - - -GENERATOR 4 - - - - - - - - - - - - 13,000 1 19,200 1 - - - -GRADER 1 - - 300,469 1 - - - - - - - - - - - - - - - -361

City of Guelph - FleetVehicle & Equipment Replacement Summary (Project # GG0187)INVENTORYANNUAL REPLACEMENT# In20132014 2015 2016 2017 2018 20192020 2021 2022Inventory $ # $ # $ # $ # $ # $ # $ # $ # $ # $ #GRINDER 1 - - - - - - - - - - - - - - - - - - - -HANDHELD BLOWER 0 - - - - - - - - - - - - - - - - - - - -HEDGE TRIMMER 0 - - - - - - - - - - - - - - - - - - - -HOOK-LIFT FLAT BED 1 - - - - - - - - - - - - 229,200 1 - - - - -HOIST 8 35,000 1 17,000 1 - - 223,300 1 - - - - - - - - - -JACK 3 9,400 1 22,874 2 - - - - - - - - - - - - - - - -LOADER 2 - - - - 240,900 1 - - 303,700 1 - - - - - - - - - -LUBRICATION PUMPS 1 - - - - - - - - - - - - - - - - - - - -MAIL VAN 1 - - - - 39,700 1 - - - - - - - - - - - - - -MIXER 1 - - - - - - - - - - - - - - - - - - - -OIL SYSTEM 1 - - 42,954 1 - - - - - - - - - - - - - - - -PARTS WASHER 2 - - - - - - - - - - - - - - - - - - 23,900 1PAVER 1 - - - - - - - - - - 53,300 1 - - - - - - - -PICKUP 4X4 QC 1 - - 48,750 1 - - - - - - - - - - 53,800 1 - - -POLE SAW 1 - - - - - - 1,500 1 - - - - - - - - 1,800 1 - -POST POUNDER 1 - - - - - - - - - - - - - - - - - - - -POWER PACK 1 - - - - - - - - - - - - - - - - - - - -POWER STEER FLUID MACH 1 - - - - - - - - - - - - 7,800 1 - - - - - -POWER WASHER 1 - - - - - - - - 20,800 1 - - - - - - - - - -PRESSURE WASHER 1 - - - - - - - - - - - - - - - - - - - -PUMP 3 - - - - - - 13,500 2 - - - - - - - - - - - -RADIO SYSTEM 1 - - 115,923 1 - - - - - - - - - - - - - - - -ROAD SAW 1 - - 22,874 1 - - - - - - - - - - - - - - - -RODDER 0 - - - - - - - - - - - - - - - - - - - -ROLLER 4 - - 145,939 3 - - - - - - - - - - - - 75,500 1 - -ROTOTILLER 1 - - - - - - - - - - - - - - - - - - - -SAND BLASTER 1 - - - - - - - - - - - - - - - - - - - -SCREENER 0 - - - - - - - - - - - - - - - - - - - -SEWER CLEANER 1 - - - - - - - - - - - - - - - - - - - -SEWER FLUSHER 1 - - 436,471 1 - - - - - - - - - - - - - - - -SHOP PRESS 1 - - - - - - - - - - - - 10,400 1 - - - - - -SMALL SHOP WASHER 1 - - - - - - - - - - - - - - - - - - - -SNOW BLOWER 4 - - 12,731 3 - - - - - - 110,900 1 14,500 3 - - - - - -STEAMER 1 - - - - - - - - 11,700 1 - - - - - - - - 15,200 1STUMP CUTTER 1 - - - - - - 62,200 1 - - - - - - - - - - - -SWEEPER 3 - - - - - - 43,600 1 - - - - - - - - 346,600 1 320,000 1TAMPER 6 7,400 1 10,764 2 - - - - 16,400 2 - - - - 9,000 1 - - 16,400 2TANDEM DUMP 10 - - - - - - 392,100 2 - - - - 1,228,500 5 240,500 1 - - 680,000 2TANDEM TRAILER 2 - - - - - - - - - - - - - - - - - - - -TAPPING MACHINE 1 - - - - - - - - - - - - - - - - - - - -TIRE BALANCER 1 - - - - - - - - - - 7,600 1 - - - - - - - -TIRE MACHINE 1 - - - - - - - - - - - - 10,400 1 - - - - - -TOOL TRAILER 1 - - - - - - 19,500 1 - - - - - - - - - - - -TOOL WAGON 0 - - - - - - - - - - - - - - - - - - - -TRACKLESS 11 - - - - - - 162,700 1 666,800 4 - - 338,000 2 - - 342,000 2 625,675 4TRACTOR 2 - - - - - - - - - - - - 61,000 1 73,300 1 - - - -TRACTOR BROOM 1 - - - - - - 101,700 1 - - - - - - - - - - - -TRAILER 7 - - - - 5,700 1 2,900 1 - - - - 6,000 1 - - 7,700 1 - -UTILITY 1 - - - - - - - - 81,900 1 - - - - - - - - - -VACALL 0 - - - - - - - - - - - - - - - - - - - -VACTOR TRUCK 1 - - - - - - - - - - - - 352,000 1 - - - - -VEHICLE SCAN SOFTWARE 1 - - - - 8,500 1 - - - - - - - - - - - - - -WELDER 2 - - - - - - - - - - - - - - 16,000 1 - - - -Sub-total Public Works 186 866,800 17 1,344,398 23 787,300 19 1,342,700 19 1,929,700 27 261,300 5 2,270,800 18 1,339,000 14 1,852,200 17 3,168,675 28Traffic ServicesCAR 1 - - - - - - 22,700 1 - - - - - - 24,400 1 - - - -Sub-total Traffic Services 1 - - - - - - 22,700 1 - - - - - - 24,400 1 - - - -Public Works Traffic1/2 TON PICKUP 0 - - - - - - - - - - - - - - - - - - - -3/4 TON PICKUP 2 59,000 2 - - - - - - 71,400 2 - - - - - - - - 115,500 3HIGH ROOF VAN 58,500 1AERIAL 1 300,000 1 - - - - - - - - - - - - - - - - - -AERIAL F-350 1 - - - - - - 159,800 1 - - - - - - - - - - - -CUBE VAN 1 95,000 1 - - - - - - - - - - - - - - - - - -CUTOFF SAW 1 - - - - - - - - - - - - - - - - - - - -ERT TRAILER 1 - - - - - - - - - - - - - - - - - - - -FORD F250 PICKUP 1 29,500 1 - - - - - - - - - - 32,100 1 - - - - -GENERATOR 4 - - - - - - - - - - - - - - - - - - - -GRINDER 1 - - - - - - - - - - - - - - - - - - - -PAINT MACHINE 3 - - - - - - - - 17,900 1 13,400 1 - - - - - - - -POLE TRAILER 1 - - - - - - - - - - - - - - - - - - - -POST POUNDER 1 - - - - - - - - - - - - - - - - - - - -SPRINTER W/POST PULLER 1 - - - - - - - - - - 97,700 1 - - - - - - -TRAILER 4 - - - - - - - - - - - - - - 6,100 1 - - - -UTILITY S-DUTY 0 - - - - - - - - - - - - - - - - - - - -Sub-total Public Works Traffic 23 483,500 5 - - - - 159,800 1 89,300 3 111,100 2 32,100 1 6,100 1 - - 174,000 4Parking3/4 TON PICKUP 1 - - - - - - - - 38,700 1 - - - - 40,300 1 - - - -3/4 TON PICKUP 4X4 1 - - 57,237 1 - - - - - - - - - - - - - - - -362

City of Guelph - FleetVehicle & Equipment Replacement Summary (Project # GG0187)INVENTORYANNUAL REPLACEMENT# In20132014 2015 2016 2017 2018 20192020 2021 2022Inventory $ # $ # $ # $ # $ # $ # $ # $ # $ # $ #BK BLOWER 0 - - - - - - - - - - - - - - - - - - - -CAR 3 - - 45,955 2 - - 22,700 1 47,800 2 - - - - - - - - 33,800 1COMPACT PICKUP 2 22,500 1 - - - - - - 52,300 2 - - - - - - - - 66,300 2DODGE CAR 1 60,000 1 - - 23,400 1 - - - - 25,200 1 - - - - - - -JD TRACTOR 0 - - - - - - - - - - - - - - - - - - - -LAWN MOWER 0 - - - - - - - - - - - - - - - - - - - -POWER WASH 1 - - - - - - - - - - - - - - - - - - - -SNOW BLOWER 1 - - 2,588 1 - - - - - - - - - - - - - - - -SWEEPER 1 - - - - 42,500 1 - - - - - - - - - - - - - -STREET VAC 1 - - - - - - - - - - - - - - - - 120,000 1 - -TRACKLESS 2 1 160,222 1 - - - - - - - - - - 182,400 1 - - - -Sub-total Parking 14 82,500 3 266,002 5 65,900 2 22,700 1 138,800 5 25,200 1 - - 222,700 2 120,000 1 100,100 3363

City of Guelph - FleetVehicle & Equipment Replacement Summary (Project # GG0187)INVENTORYANNUAL REPLACEMENT# In20132014 2015 2016 2017 2018 20192020 2021 2022Inventory $ # $ # $ # $ # $ # $ # $ # $ # $ # $ #Wet/Dry3 YARD LOADER 3 - - - - 368,400 1 - - 387,100 1 - - - - - - - - - -3/4 TON PICKUP 2 29,500 1 - - - - - - 71,400 2 - - - - - - - - 38,500 13/4 TON PICKUP 4X4 2 - - - - - - - - - - - - - - - - 123,400 2 - -6 YARD LOADER 1 438,400 1 - - - - - - - - - - - - - - - - 400,600 1FORKLIFT 2 43,000 1 - - - - 46,500 1 - - - - - - - - - - - -LAWN MOWER 0 - - - - - - - - - - - - - - - - - - - -LIFT PLATFORM 1 - - - - - - 65,400 1 - - - - - - - - - - - -ROLL-OFF TRUCK 2 - - - - - - - - 495,800 2 - - - - - - - - -SKID STEER 2 - - 102,468 2 - - - - 106,600 2 - - - - 56,000 1 - - - -SNOW BLOWER 1 - - - - - - - - - - - - - - - - - - - -WELDER 1 - - - - - - 29,000 1 - - - - - - - - - - - -WEEDEATER 0 - - - - - - - - - - - - - - - - - - - -Sub-total Wet/Dry 17 510,900 3 102,468 2 368,400 1 140,900 3 1,060,900 7 - - - - 56,000 1 123,400 2 439,100 2TOTAL EXPENDITURE $3,082,100 60 $2,579,600 62 $1,700,000 31 $2,290,500 46 $3,998,200 63 $3,829,500 25 $4,777,900 61 $3,606,100 37 $2,780,200 41 $4,412,400 55364

City of Guelph - TransitVehicle Replacement Summary (Project Number TC0008)InventoryAnnual Replacement# In2013 2014 2015 2016 2017 2018 2019 2020 20212022Vehicle Type Inventory $ # $ # $ # $ # $ # $ # $ # $ # $ # $ #Vehicle ReplacementConventional Buses 65 1,374,000 3 1,980,153 4 1,800,000 4 1,840,000 4 2,087,200 4 2,187,600 4 2,238,000 4 2,280,800 4 2,390,400 4 2,672,000 4Mobility Buses 7 - - - - - - - - 633,800 3 437,600 2 - - 692,600 3Other Vehicles:Passenger Van 2 - - - - - - - - 80,600 1 - - - - - - - - - -Service Vehicle 1 - - - - - - - - - - - - - - - - - - - -SUV - Hybrid 1 35,000 1Pickup Trucks 1 - - - - - - - 40,300 1 - - - - - - - - - -Floor Sweeper 1 - - - - - - 37,500 1 - - - - - - - - - - - -Fork Lift 1 - - - - - - 37,500 1 - - - - - - - - - - - -Total Other Vehicles 7 - - - - - - 110,000 3 120,900 2 - - - - - - - - - -Bus rebuilds 145,000 1 127,147 1 - - - - - - - - - - - - - - - -Total Vehicle Replacement & Rebuilds 1,519,000 4 2,107,300 5 1,800,000 4 1,950,000 7 2,208,100 6 2,821,400 7 2,675,600 6 2,280,800 4 3,083,000 7 2,672,000 4365

City of Guelph - Traffic Signal EquipmentEquipment Replacement Summary (Project Number TF0003)2013 2014 2015 2016 2017 2018 2019 2020 2021 2022Traffic Signal Rebuilds & Replacements 114,000 303,000 300,000 380,000 390,000 400,000 410,000 420,000 430,000 440,000TOTAL EXPENDITURE $ 114,000 $ 303,000 $ 300,000 $380,000 $390,000 $400,000 $410,000 $420,000 $430,000 $440,000366

City of Guelph - Guelph Police ServicesVehicle Replacement Summary (Project PS0057)2013 2014 2015 20162017 2018 2019 2020 2021 2022Vehicle Type # $ # $ # $ # $ # $ # $ # $ # $ # $ # $ #Uniform Patrol Vehicles - Full-Size 14 248,000 8 158,000 5 258,400 8 197,400 6 302,400 9 205,200 6 349,000 10 213,600 6 363,000 10 259,000 7Uniform Patrol Vehicles - Utility 4 72,000 2 73,400 2 - - 76,400 2 78,000 2 - - 81,000 2 82,800 2 - - 86,000 2Uniform Patrol Motorcycles 3 - - - - - - - - - - - - - - 69,000 2 - - - -Canine Unit Vehicles 2 - - - - 37,500 1 38,200 1 39,000 1 - - - - 41,400 1 42,200 1 43,000 1Traffic Vehicles - Full-Size 1 - - - - 64,600 2 - - - - 68,400 2 - - - - 72,600 2 - -Traffic Vehicle - Charger 1 27,200 1 - - - - 28,900 1 - - - - 30,600 1 - - - - 32,500 1Traffic Vehicle - Utility 2 36,000 1 - - - - 38,200 1 - - - - 40,500 1 - - - - 43,000 1CET Vehicles 5 50,000 5 51,000 5 52,000 5 53,000 5 54,000 5 22,000 2 56,500 5 57,500 5 58,500 5 60,000 5Investigative Support Vehicles 9 51,200 2 67,200 3 68,700 3 23,300 1 23,800 1 72,900 3 74,400 3 25,300 1 25,800 1 113,800 4Intelligence Support Vehicles 7 48,000 4 24,400 2 50,000 4 25,400 2 52,000 4 26,400 2 54,000 4 27,600 2 56,400 4 28,600 2Prisoner Transport Vehicle (Chassis only) 1 - - - - - - - - 33,300 1 - - - - - - - - - -- Insert for Prisoner Van - - - - - - - - - - - - 18,200 1 - - - - - -School Program Vehicles 6 - - - - - - - - - - - - 27,000 1 - - - - - -Tactical Vehicles 3 43,000 1 - - - - - - - - 47,500 1 - - 57,400 2 - - - -Summons/Warrants Vehicle 1 - - 22,400 1 - - - - - - 24,300 1 - - - - - - 26,300 1Community Relations Vehicle 1 - - - - - - - - 23,800 1 - - - - - - - - - -Court Security Vehicles 2 31,000 1 - - - - - - - - 34,200 1 34,900 1 - - - - - -Command Centre Vehicle (shared with F 1 - - 364,100 1 - - - - - - - - - - - - - - - -Administrative/Pooled Vehicles 4 - - 22,400 1 32,300 1 - - - - 58,500 2 - - - - 36,300 1 26,300 1TOTAL EXPENDITURE 67 $ 606,400 25 $ 782,900 20 $ 563,500 24 $ 480,800 19 $ 606,300 24 $ 559,400 20 $ 766,100 29 $ 574,600 21 $ 654,800 24 $ 718,500 25REVENUESchool Liaison Program-School Board Funding 8,000 8,000 8,000 8,000 8,000 8,000 8,000 8,000 8,000TOTAL REVENUE $ 8,000 $ 8,000 $ 8,000 $ 8,000 $ 8,000 $ 8,000 $ 8,000 $ 8,000 $ 8,000 $ -Net Funding from Reserve $ 598,400 $ 774,900 $ 555,500 $ 472,800 $ 598,300 $ 551,400 $ 758,100 $ 566,600 $ 646,800 $ 718,500** School Liaison Program funds are subject to School Boards approval annually.367

chapter 72013Enterprise Budget368

Enterprise Budget>> OverviewThe City of Guelph’s Enterprise (Non-Tax Supported) Budget includes the Ontario Building Code (OBC), WaterServices, Wastewater Services and Court Services. An enterprise-funded budget is a budget that is selfsupportingand does not require a property tax transfer. For the City of Guelph, the costs of the respectiveservice areas will be 100 per cent recovered through user fees and other, non-tax supported, revenues.This document provides the proposed operating and capital budgets for the upcoming year (2013) andprojections for capital expenditures for the next nine years (2014 – 2022) for each of the four departments. Todevelop viable and sustainable operating and capital budgets, a budget calendar was developed to ensurethe budget process facilitates input from all levels of the organization and community.2013 Enterprise Funded (non-tax-supported) Budget ProcessKey DatesJuly–August 2012September 28, 2012October 3, 2012October 10, 2012October 24, 2012November 6, 2012Enterprise Funded (Non-Tax Supported) BudgetEnterprise Funded Budget Development and Transition to Multi-year BudgetingDraft Enterprise Funded Budget to Enterprise TeamFinal Executive Team Review>> Budget ApproachDistribution of Enterprise Funded Operating and Capital Budgets to CouncilPresentation, Deliberation and Approval of Enterprise Operating and Capital Budgets (Delegations welcome)Alternate Approval Date for Enterprise BudgetsThe 2013 Enterprise Budgets mark the second year in a corporate transition to Service based budgeting.Service based budgeting can assist Council and Management in decision making and support by providingthe information required:• To ensure the alignment of services being provided with the Corporate Strategic Plan• To allow better Corporate and departmental business planning• To develop service performance measurement• To analyze optimal organization structure and alternative methods of service deliveryCity of Guelph – 2013 Enterprise Budget369

Enterprise BudgetThe 2013 Enterprise Funded Budget has been developed using a more transparent and collaborative approachin order to:• Maximize financial and management information for the City’s corporate decision-making processes byimproving the timeliness of information by transitioning the Enterprise Funds to a service-based budget.This form of budgeting will provide information of the total cost of each service provided including thedirect, indirect and capital costs• Ensure all capital projects are fully funded in accordance with debt and reserve management best practiceswith a balance between infrastructure maintenance, growth initiatives and new regulatory or legislativerequirements• Align services and projects with the Corporate Strategic Plan and Environmental, Economic, Social andCultural pillars of sustainabilityCity of Guelph – 2013 Enterprise Budget370

Water and WastEWAter Services Rate OverviewThe Water and Wastewater rates are comprised of variable rates (dependent on volume used) and fixed rates(basic service charges). The 2013 budget is requesting a change to the rates as noted in the following table:Summary of Rate Changes and Impact on Average Residential Water/Wastewater Annual Bill (365 Days)2012 2013 ChangeWater Volume Charge - $/cubic metre (m3) $1.30 $1.38 $0.08Water Basic Charge - $/day $0.22 $0.24 $0.02Wastewater Volume Charge - $/cubic metre (m3) $1.41 $1.52 $0.11Wastewater Basic Charge - $/day $0.30 $0.31 $0.01Average Residential Annual Bill (200* cubic metres consumption, January 1 rate change) $723 $781 $58 or 8.0%*A volume of 200 cubic metres represents staff’s projection of the average annual volume of water consumed by a Guelph family of 3 persons.Note: the 2013 rates identified in the chart above are reflective of a January-December billing cycle. This is in coordination with the pending rate change done by GuelphHydro and avoids the need for a blended rate and pro-rating of bills.Utilities and capital financing represent the largest increase to the Water and Wastewater Budgets. Of the8.0 per cent average residential annual bill increase utilities and capital financing represents 0.94 per centand 6.78 per cent respectively.Although the average residential bill is increasing by 8.0 per cent, the Water and Wastewater operatingbudgets are increasing by 2.2 per cent and 3.1 per cent respectively, net of capital financing. This iscomparable to the 3 per cent guideline used in the development of the City’s tax-supported andoperating budget.City of Guelph – 2013 Enterprise Budget371

Water and WastEWAter Rate ForecastsBoth the Water and Wastewater 2011 Operating Budgets closed with significant surpluses as a result of thecollection of more rate revenue than forecast. Water rate revenue exceeded the budget projection byapproximately 6.5 per cent or $1.02 million while Wastewater collected approximately 4.5 per cent or $0.76million more rate revenue than forecast. This positive year end position for both budgets follows past years,most significantly the beginning of the past recession, when rate revenue fell significantly below forecast. Rateforecasting is a challenging process. Staff prepares conservative but complex forecasts taking into accountmany drivers including historical residential, industrial, commercial, and institutional (ICI) consumption, growthforecasts, climatic impacts, conservation and efficiency program gains, and demand impacts from changingeconomic pressures. Generally annual revenues fall within 1-2 per cent of forecasted revenue, but during timesof significant and fast-paced change to one or many forecasting variables, the variation between forecast andactual revenue has grown. In recent years, ICI consumption changes driven by the start of and recovery fromthe recession, and abnormally wet and dry peak seasonal conditions, have lead to less accurate forecasts. TheWater and Wastewater Stabilization reserves are funded from operating budget surpluses, including raterevenue surpluses, and are used to stabilize future rate increases and cushion revenue forecast deficits. Indoing so, these reserves provide financial stability for the utilities and rate and bill stability for customers. Thepositions of these reserves are reviewed annually during operating budget preparations to ensure acceptablereserve ratios and targets are maintained (per council policy) while minimizing future customer water andwastewater rates and bills.The 2013 projections for billable consumption for Water and Wastewater are estimated to be 0.9 per centlower in both cases than 2012 actuals, mainly due to decreases in seasonal water demand, stable ICI sectorwater use, and continued implementation of conservation actions across all customer sectors. In previousannual forecasts, additional new billable water demands have also been added as the result of anticipatednew residential and ICI customer growth. Through analysis of annual building permits issued and other relatedgrowth indicators, new residential demands have been included within the 2013 forecast, but no additionalsignificant ICI demands have been included following consultation with the City’s Engineering ServicesDepartment regarding planned short-term growth within this sector.Projections of the Water rates over the next three years show an increase to approximately $1.65 per cubicmeter to maintain the provision of safe drinking water, ensure the timely replacement of the City’s Waterinfrastructure, and to service growth. Although the Water Rate Stabilization Reserve has increased, it remainsbelow the 10 per cent target recommended in the Council approved Water and Wastewater Long-RangeFinancial Plan 2010 (Financial Plan). Although trending upwards, the Water Capital Reserve is similarly belowtarget with respect to accumulated depreciation of our infrastructure accounting for projected actualreplacement costs.Projections of the Wastewater rates over the next three years show an increase to $1.77 per cubic meter tomaintain the legislated level of treatment for wastewater, to ensure the timely replacement of the City’sWastewater infrastructure, and to service growth. As with Water, the Wastewater Rate Stabilization Reserve isbelow the 10 per cent target recommended in the Financial Plan and the Wastewater Capital Reserve,although trending upwards, is well below target with respect to accumulated depreciation of ourinfrastructure accounting for actual replacement costs.City of Guelph – 2013 Enterprise Budget372

Water and WastEWAter Rate ForecastsFor both Water and Wastewater, there is currently no rate-supported debt (all debt has been retired) and theprojected rates assume no new rate-supported debt funding. In addition, the goal is for our water/wastewaterrates to remain near the average of comparative municipalities.Similar to a rate setting methodology employed by the City of Toronto, Town of Markham, City of Barrie,Regional Municipality of York, and City of Hamilton, and as recommended by staff and approved by Council forthe 2010 to 2012 budgets, staff continues to recommend an annual residential bill increase near 10 per centfor the 2013 budget. This approach will be reviewed in conjunction with the revenue requirements identifiedin the 2012 Sustainable Infrastructure Report and the updated Financial Plan prior to developing the 2014 andfuture budgets. The following table shows the recent trends for the volumetric rate.Water and Wastewater Volume Charges Trend2009 2010 2011 20122013Proposed2014Projected*2015Projected*2016Projected*Water Volume Charge(per m3) $0.97 $1.07 $1.17 $1.30 $1.38 $1.53 $1.65 $1.74Wastewater Volume Charge (per m3) $1.05 $1.15 $1.26 $1.41 $1.52 $1.65 $1.77 $1.90Annual Percent Increase 18.8% 9.9% 9.5% 11.5% 8.0% 8.1% 6.6% 5.7%*Note: Forecast based on current service level and legislationThe 2012 Water and Wastewater Budgets introduced Council to a simplified rate comparison betweencomparator municipalities to best illustrate the number of factors that impact a water and wastewater bill. Thechart that follows compares the City’s approved 2012 combined water and wastewater rates with those of ourCouncil-approved comparator municipalities.City of Guelph – 2013 Enterprise Budget373

Water and WastEWAter Rate Comparison$6.00Comparison of Residential Water/Wastewater Total Volumetric and Service Charges by Municipality (2012 Rates)$5.00$4.00$3.00$2.00$1.00$0.00WindsorKingstonRegion of PeelBarrieChatham-KentHalton RegionNiagara FallsDurham RegionHamiltonGreater SudburyVaughanMarkhamRichmond HillTotal Volumetric Charges ($/cubic metre)Thunder BaySt. CatherinesOttawaBrantfordCambridgeGuelphTotal Daily Service Charges ($/day)OrangevilleWaterlooLondonGuelph/Eramosa (Rockwood)KitchenerCentre WellingtonStratfordMunicipal residential customer comparison of charges is based on combined volume charges for first cubicmeter of water consumption, wastewater treatment and daily service charges.City of Guelph – 2013 Enterprise Budget374

Water and WastEWAter Financial IndicatorsThe chart below summarizes Water and Wastewater financial indicators and targets based on both Council’sfinancial policies and the Council approved Water/Wastewater Financial Plan. The proposed 2013 Water andWastewater budgets ensure both departments will meet these targets in 2013 and in the near future.2013 Water and Wastewater Financial IndicatorsTarget2013Predictionsfrom WaterLTFPActualsWater2013Predictions fromWastewaterLTFPActualsWastewaterDebt to Total Reserve Ratio < 1:1 0:1 0:1 0:1 0:1Operating Reserves as a % of Own Source Revenue8 - 10% of8.5% 8.6% 8.1% 8.4%RevenuesCapital Reserves as a % of Asset Value 2-3% 5.5% 8.2% 5.5% 7.5%Operating Surplus Ratio Positive Positive Positive Positive PositiveAsset Consumption Ratio 35% n/a 44.8% n/a 51.7%*LTFP = Long Term Financial Plan as approved by CouncilDebt to Total Reserve Ratio: a measure comparing the direct debt of the operation to the total of all ratesupported reserves and reserve funds. The generally accepted target is 1:1. (Note - Water and Wastewater aredebt free.)Operating Reserves as a percentage of Own Source Revenue: this measure focuses specifically on thestabilization reserves for Water and Wastewater compared to own revenues. Having operating reserves withinthe benchmark will allow both areas to avoid spikes in the user rates, if faced with dramatic change such as aneconomic decline or new legislation.Capital Reserves as a percentage of Asset Value: this measure provides insight on the level of reservefunding for future capital projects, compared to the total value of depreciable assets. The general rule is capitalreserve contributions should be approximately 2-3 per cent of the total asset value. This prevents suddenspikes in the user rate by spreading the cost of infrastructure over several years, and provides contingency forsignificant unexpected infrastructure costs. Asset Values are low as they are based on original purchase valueand not replacement value. For this reason, Capital Reserves as a percentage of Asset Value is lower than thevalues shown above. Capital reserves need to increase to address the risk to service sustainability.City of Guelph – 2013 Enterprise Budget375

Water and WastEWAter Financial IndicatorsOperating Surplus Ratio: this measure provides insight on how much of the department’s own sourcerevenues were available after normal operations to fund reserves. In 2013, both Water and Wastewater arebudgeting to have higher reserve contributions when compared to 2012.Asset Consumption Ratio: a measure of the condition of a municipality’s assets and the potentialreplacement needs. A higher ratio may indicate significant replacement needs, however, if a replacement planis in place and followed, a high ratio is not necessarily cause for concern. Ratios for both Water and Wastewaterindicate an aging infrastructure, making contributions to reserve critical to meet current and futurereplacement needs.NOTE: Both capital reserves as a percentage of asset value and the asset consumption ratio are measured using historical assetcosts. A more appropriate measure would be replacement cost which will be used for these measures once calculated. However,replacement cost will cause these measures to look significantly worse,City of Guelph – 2013 Enterprise Budget376

2013 Water Services BudgetThe Water Services department ensures a safe, secure and sustainable water supply for residential, business,recreation and firefighting purposes.Customer Service and Conservation Supply, Treatment and Protection Distribution and Metering• Revenue collection and relatedcustomer service• Mandatory staff training and development• Compliance and conformance programs• Educate, promote and support the efficientuse of water resources, includingimplementing water conservationprograms• Capital component of conservationprograms• Provide customer service andcommunications• Provide secure, treated supply of water tothe water distribution system• Implement programs to ensureenvironmental compliance• Implement programs to comply withProvincially mandated groundwater• protection requirements• Implement backflow prevention programs• Perform infrastructure planning, capacity• management, and construction related tosupply assets• Provide secure, continuous supply of waterto all customers and for fire fighting• Operate and maintain related infrastructureincluding bulk water supply• Perform infrastructure planning,replacement, capacity management,and construction• related to linear assets• Note: The capital budget for theEngineering Services department includesexpenditures associated with planning,designing, building and replacing waterinfrastructure.City of Guelph – 2013 Enterprise Budget377

2013 Water Services Budget>> 2012 Accomplishments• Continued high scores for Ministry of the Environment Compliance Inspection• Reclaimed more than 1,800 m3/day in water service capacity through the Water Conservation andEfficiency Program, including a 1,300 m3/day reduction in water loss during distribution through the LeakDetection Pilot Program. Sustained reductions through these initiatives lead to lower operating costs anddeferred capital upgrades to service growth.• Completed Guelph’s portion of the draft Source Protection Plan for the Grand River Watershed• Ongoing implementation of the Arkell Adaptive Management Plan to secure sustainable new groundwatersupplies• Secured over $1 million in grant funding from the Province’s Showcasing Water Innovation Program forGuelph’s Water Distribution System Efficiency Project and Transit Bus Wash Rainwater Harvesting and WaterReuse Project• First recipient of the Canada Water Week Award of Recognition, as presented by the Walter and DuncanGordon Foundation, World Wildlife Fund – Canada and Living Lakes Network Canada• Continued significant progress delivering the provincially-mandated lead reduction program• Completed the Paisley-Clythe Feedermain Environmental Assessment• Ongoing implementation of Water/Wastewater Servicing Master Plan projects including stages ofSpeedvale Avenue trunk watermain and Clair Road trunk watermain• Continued watermain replacement in conjunction with road reconstruction projectsCity of Guelph – 2013 Enterprise Budget378

2013 Water Services Budget>> Key Performance MeasuresWater Pumpage and ConsumptionGuelph Water Production vs. Water Consumption vs. PopulationWater Use (cubic metres/day)70,00065,00060,00055,00050,00045,00040,00035,000125,000120,000115,000110,000105,000Population30,0002003 2004 2005 2006 2007 2008 2009 2010 2011 2012100,000Peak DayAverage Daily ProductionGuelph PopulationAverage Daily ConsumptionCity of Guelph – 2013 Enterprise Budget379

2013 Water Services BudgetSourceAverage daily production and peak day production data is measured by operational water supply sourcemeters. Average day production is calculated by dividing annual total source production in cubic metres bythe number of days in each calendar year. Peak day production is the highest amount of water produced inone given day within the calendar year. Annual water consumption is directly measured by customer billingmeters. Average daily consumption is calculated by dividing the total annual consumption in cubic meters bythe number of days in each calendar year. The reported 2012 water production, consumption, and populationinformation is based on data from the period of January 1 to July 31, 2012. Population estimations for 2012 toJuly 31 were provided by the City’s Planning Services Department.Explanation of TrendSince 2003 there has been an overall reduction in average daily water production of 11% (5,700m3/day) and areduction in average daily water consumption of 15.5% (6,700 m3/day), while population has steadilyincreased by 13,380 people (12.2%). To date, peak daily water production for 2012 is 5,650 m3 less than 2011peak day demand. Even with prolonged above average temperatures and limited precipitation in 2012,average daily consumption is 6.8% (2,700 m3/day) lower than the previous year that was also unseasonablywarm and dry. This drop in demand is largely attributed to the community’s response and compliance toelevated Outside Water Use program levels during the peak season, continued participation in the City’s waterconservation program, and implementation of associated behavioural changes amongst numerous sectorswithin the community.City of Guelph – 2013 Enterprise Budget380

2013 Water Services BudgetResidential Water Consumption Per CapitaCity of Guelph Average Household Water Consumption225Water Use Per Household (cubic metres/year)22021521020520019519022020072122008205200920320102012011Notes: Household demand based on annual average per capita water use, and three people per household. Data regarding average2012 residential per capita water demand was not available at time of draft budget publication.City of Guelph – 2013 Enterprise Budget381

2013 Water Services BudgetSourceResidential water consumption data measured by customer billing meters. Total residential populationinformation is provided by the City’s Planning Services Department.Explanation of TrendResidential daily per capita water consumption has decreased by almost 19 litres per day between 2007 and2011. This progressive decrease can be attributed to ongoing participation in conservation programs,increased public education, and behavior changes driven by the economy including increased water andwastewater rates. Guelph’s residential consumption is lower than the provincial and national averages of 225and 274 litres per capita per day, respectively.Annual Provincial Compliance Inspection ResultsWater Services Annual Provincial Compliance Inspection ResultsYear 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12City System 100% 91.97% 93.74% 97.38% 100% 96%Gazer Mooney System 100% 100% 98.84% 100% 100% 100%SourceAnnual Ministry of the Environment water compliance inspection results. Instance of non-compliance with thefollowing major Provincial regulations lead to lower inspection scores: Clean Water Act, 2006, Ontario WaterResources Act, 1990, Safe Drinking Water Act, 2002, and Water Opportunities and Conservation Act, 2010.Explanation of TrendTo receive a perfect score, Water Services must successfully schedule, collect, analyze, and report on over20,000 sampling events each year. Lower results received through 2007 to 2009 resulted from administrativenon-compliance with sample scheduling.City of Guelph – 2013 Enterprise Budget382

2013 Water Services Budget>> 2013 Objectives>> Key changes in 2013• Complete Water Supply Master Plan update• Complete of departmental organizational review• Complete of Facility Master Plan• Revise Water By-law and Outside Water Use By-law to improve management of Guelph’s water resources• Water and wastewater rate structure review study• Continue implementing Showcasing Water Innovation Program-funded Water Distribution SystemEfficiency Project and Transit Bus Wash Rainwater Harvesting and Water Reuse Project• Complete water distribution servicing plan for south Guelph• Begin Paisley-Clythe Feedermain construction project to service planned growth and meet additionaldemandWater Services will be impacted by reduced Federal Gas Tax as Guelph continues to address and upgradeaging water infrastructure. Increasing prices for energy and other goods and services continue to impact thedepartment as well.The department is also forecasting a decline in 2013 billable water consumption.Healthy reserve contributions are critical to addressing the City’s infrastructure gap and adhering to theapproved financial plan to facilitate growth as new infrastructure is required.Increase capital financing by $1,571,200 to pay for the City’s portion of current and future capital expenditures.These funds are transferred to Water Services capital and Development Charge Exemption reserve fundsIncrease purchased by $238,080 due to environmental charges related to soil disposal ($90,000), increasedwater metre reading and billing costs ($98,500), and minor increases to building and computer networkingcostsIncrease purchased goods by $103,150 predominately due to increased hydro costs ($121,000) and minor costincreases related to plant operating supplies. These increases are offset by a reduction in equipmentexpendituresIncrease internal charges by $60,550 reflecting a chargeback from Engineering Services ($211,300) for theSource Protection Risk Management Official (RMO). This increase is offset by a reduction in the chargeback forfleet maintenance costsIncrease external recoveries by $211,300 due to a charge back to capital projects for the proposed RMO SourceProtection expansionCity of Guelph – 2013 Enterprise Budget383

2013 Water Services Budget>> 2013 Operating BudgetThe proposed 2013 Water Services Operating Budget has gross expenditures of $24,637,340, including internalcharges and transfers to reserves. The chart below shows the cost by service area.2013 Water Services Proposed Operating Budget (by Service Area)2012 ApprovedBudgetCustomerService andConservation2013 Budget by ServiceSupply,Treatment andProtectionDistributionand Metering2013 TotalRequestedBudgetYear/YearChange ($)Year/YearChange (%)RevenueUser Fees & Service Charges (20,925,150) (22,791,940) (22,791,940) (1,866,790) 8.9%Product Sales (5,000) (5,000) (5,000) 0.0%Licenses & Permits (14,500) (14,500) (14,500) 0.0%Interest & Penalties (13,000) (13,000) (13,000) 0.0%External Recoveries (826,000) (257,800) (76,100) (703,400) (1,037,300) (211,300) 25.6%Internal Recoveries (760,400) (775,600) (775,600) (15,200) 2.0%Total Revenue (22,544,050) (23,857,840) (76,100) (703,400) (24,637,340) (2,093,290) 9.3%ExpenditureCompensation 5,039,300 1,589,800 1,489,000 2,080,810 5,159,610 120,310 2.4%Purchased Goods 2,940,850 267,100 1,818,200 958,700 3,044,000 103,150 3.5%Purchased Services 2,997,200 1,740,380 816,200 678,700 3,235,280 238,080 7.9%Other Transfers 595,200 595,200 595,200 0.0%Capital Financing 8,358,800 1,196,872 3,717,243 5,015,885 9,930,000 1,571,200 18.8%Internal Charges 2,612,700 1,770,550 301,500 601,200 2,673,250 60,550 2.3%Total Expenditure 22,544,050 7,159,902 8,142,143 9,335,295 24,637,340 2,093,290 9.3%Net Budget 0 (16,697,938) 8,066,043 8,631,895 0 0 0.0%Full Time Equivalents 54.5 18.8 14.8 20.9 54.5 - 0.0%City of Guelph – 2013 Enterprise Budget384

2013 Water Services BudgetCustomer Service and ConservationPurchased Goods4%Compensation22%Purchased Services24%Internal Charges25%Other Transfers8%Capital Financing17%Supply, Treatment and ProtectionPurchased Services10%Purchased Goods22%Capital Financing46%Compensation18%Internal Charges4%City of Guelph – 2013 Enterprise Budget385

2013 Water Services BudgetDistribution and MeteringPurchased Services7%Purchased Goods10%Compensation22%Capital Financing54%Internal Charges7%The 2013 Water Services Budget requests two additional Full Time Equivalent (FTE) staff positions – SourceProtection Risk Management Official (RMO) and Water and Wastewater Communications Coordinator. TheCommunications Coordinator position is funded through a reallocation of existing funds and will notcontribute to increased rates in the proposed Water or Wastewater 2013 Budgets. The CommunicationsCoordinator will result in a new FTE in the Corporate Communications department and is funded jointly byboth the Water and Wastewater budgets. The RMO position is driven by the requirements of the Ontario CleanWater Act and is proposed to add an FTE position in Engineering Services. This FTE is funded through existingcapital projects in the Water Services Budget. These expansions are explained further in the FTE Requestssummary table at the end of the Water Services section (Tab 2).City of Guelph – 2013 Enterprise Budget386

2013 Water Services Budget>> Multi-year Operating BudgetWater Services’ multi-year budget is based on a general forecast that considers major budget expense driversincluding compensation, energy costs and inflation. Staff will work to further refine this forecast in futurebudgets and include anticipated program expansions.The summary below is being provided for information only.2013 TotalRequestedBudget2014ProjectedBudget2015ProjectedBudget2016ProjectedBudgetRevenueUser Fees & Service Charges (22,791,940) (24,722,421) (26,305,679) (27,512,696)Product Sales (5,000) (5,000) (5,000) (5,000)Licenses & Permits (14,500) (14,500) (14,500) (14,500)Interest & Penalties (13,000) (13,000) (13,000) (13,000)External Recoveries (1,037,300) (1,037,300) (1,037,300) (1,037,300)Internal Recoveries (775,600) (775,600) (775,600) (775,600)Total Revenue (24,637,340) (26,567,821) (28,151,079) (29,358,096)ExpenditureCompensation 5,159,610 5,346,194 5,560,042 5,782,444Purchased Goods 3,044,000 3,171,734 3,309,017 3,452,396Purchased Services 3,235,280 3,398,218 3,544,563 3,697,364Other Transfers 595,200 624,960 656,208 689,018Capital Financing 9,930,000 11,300,000 12,300,000 12,900,000Internal Charges 2,673,250 2,726,715 2,781,249 2,836,874Total Expenditure 24,637,340 26,567,821 28,151,079 29,358,096Net Budget 0 0 0 0Forecast Rates (per m3) $1.38 $1.53 $1.65 $1.74Full Time Equivalents 54.5 54.5 54.5 54.5City of Guelph – 2013 Enterprise Budget387

2013 Water Services Budget>> 2013 Capital BudgetThe 2013 capital budget and forecast provide a budget for the coming year and subsequent projections forthe next nine years. The capital budget identifies the most appropriate timing for capital work, project costsand funding sources. The total expenditures for the Water Services’ 2013 Capital Budget is $12,303,900, and thenine year forecast is $179,097,900.2013–2022 Water Services Capital Budget & Forecast - Service Based (‘000s)Project CategoryProjectCostGrants &SubsidiesFederalGas TaxPartnerContributionDevelopmentChargesCapitalReservesGrowthCustomer Service & Conservation 2,143.0 0.0 0.0 1,928.7 214.3Supply, Treatment & Protection 43,950.0 0.0 0.0 38,218.6 5,731.4Distribution & Metering 57,936.0 0.0 0.0 34,378.9 23,557.1Total Growth 104,029.0 0.0 0.0 0.0 74,526.2 29,502.8Infrastructure ReplacementCustomer Service & Conservation 1,239.8 642.6 0.0 109.0 0.0 488.2Supply, Treatment & Protection 45,333.0 0.0 0.0 0.0 0.0 45,333.0Distribution & Metering 40,800.0 0.0 281.2 0.0 0.0 40,518.8Total Infrastructure Replacement 87,372.8 642.6 281.2 109.0 0.0 86,340.0Total Capital Budget 191,401.8 642.6 281.2 109.0 74,526.2 115,842.8The capital budget is well-balanced between growth and infrastructure rehabilitation and replacementprojects over the 10 year forecast. Highlights include:Meeting the Needs of GrowthThe Council-approved 2007 Water Supply Master Plan (WSMP) had identified a number of short term options,including water efficiency and conservation, optimization of existing groundwater, and new local groundwatersupplies to satisfy future demand and provide more redundancy of supply for existing customers. Thecompletion of Environmental Assessments and related studies for these short-term groundwater options, asapproved in the WSMP, are included in the capital budget (WT0002 New Water Supply). However, relatedcapital funding for construction of infrastructure has been deferred until 2015 and beyond. In 2013 staff will becompleting the five-year update to the Water Supply Master Plan, with a review of proposed projects, timing,and funding requirements.City of Guelph – 2013 Enterprise Budget388

2013 Water Services BudgetThe Council-approved 2009 Water/Wastewater Servicing Master Plan (WWSMP) has identified a number ofsignificant infrastructure upgrades required in the short-term to service growth, including the installation innew transmission mains, reservoirs and water towers, and new and upgraded pumping stations. In 2013, morethan $3.6 million is budgeted for growth related upgrades, for water supply and distribution.Sustaining InfrastructureThe Province has enacted Bill 175, the Sustainable Water and Sewage Systems Act, which mandatesaccelerated replacement schedules for all water and wastewater infrastructure. Over 80 per cent of the City’swater system is underground. The underground infrastructure replacement program is managed andadministered by Engineering Services, which allows for road and water/wastewater infrastructure replacementto occur concurrently and cost-effectively.As previously mentioned, the 2013 capital budget includes increased funding to allow Engineering Services towork towards industry standards and mandatory replacement schedules for all linear infrastructure. In 2012Engineering Services completed a Sustainable Infrastructure Report that includes updates on the watersystem. The report highlights the full lifecycle costs of sustaining the City’s water system in perpetuity. Anannual water infrastructure spending gap of $2.3 million was determined based on the equivalent annual costto sustain this infrastructure less the current 2012 operating and capital budget amount approved for theseassets. The infrastructure scorecard developed as part of this project indicates that the relative reinvestmentgrade for water based on 2012 funding levels is “A” at 90% of the Average Annual Cost. The proposed 2013capital financing level will close the gap further to less than $1 million per year.Despite closing the infrastructure gap funding, funding needs to continue to increase to reach thesustainability target and to help address the estimated $46.0 million infrastructure backlog for water systemassets that have theoretically reached the end of their lifecycle.Regulatory ComplianceFinally, the 2013 capital budget and forecast includes approximately $3.4 million in funding over the next fiveyears to support a host of groundwater protection initiatives resulting from the Province’s Clean Water Act andthe proposed Grand River Source Protection Plan (WT0009 – Groundwater Protection), and to ensure thesecurity and reliability of the City’s groundwater dependent water supply.A detailed list of projects is included at the end of this section.City of Guelph – 2013 Enterprise Budget389

2013 Water Services Budget>> Reserves and reserve FundsThe City maintains four reserves and reserve funds used to fund Water Services capital works and operations.The following chart describes the purpose of each reserve and reserve fund, the forecasted 2013 endingbalance, the target and 2013 forecasted target.Water Services Reserves and Reserve FundsReserve or Reserve FundWater ServicesStabilization ReservePurposeThe reserve is funded from operating surpluses. Funds are transferred out atthe direction of Council to help stabilize the rate as part of the annual budgetprocess, to fund a year-end operating deficit or to pay for capital projects thatwill result in operating savings. The balance in this reserve should be 8-10% ofgross operating revenue.2013ForecastedBalance Target$2,114,186 8-10% of grossoperatingrevenue2013Forecast8.6%Water Services CapitalReserve FundFunds are transferred in as contributions from the operating budget or anyremaining surplus not committed to another reserve upon closing individualcapital projects. This reserve is used to fund the City's share of capital worksrelated to Water Services infrastructure. Annual contributions to this reserveshould, at a minimum, equal depreciation expense.$10,504,300 > = 100% ofannualdepreciationexpense100%Water Service DCExempt Reserve FundFunds transferred in as contributions from the operating budget. This reservefund is used to fund approved growth related costs not eligible under theDevelopment Charges Act. Annual contributions should equal the last knownvalue of Council approved exemptions.$2,795,906 100% of lastknown valueof Councilapprovedexemptions$6,755,287 Monitor thatDC collectionsare occuringas forecast100%Water Services DevelopmentCharges Reserve FundFunds are transferred in as collected from developers. The reserve fund is usedto fund the growth-related component of water projects identified in theDevelopment Charges Background Study and approved in the capital budget.Updatedreserve fundforecastsquarterlyCity of Guelph – 2013 Enterprise Budget390

2013 Water Services BudgetThe graph below shows the forecasted 2013-22 balance for reserves and reserve funds. The ending balance forthe Water Services Development Charges Reserve Fund goes into a negative position later in the 10-yearforecast primarily due to lower than forecasted revenue collections. A strategy for addressing the revenueshortfall and project needs, timing and cost will be reviewed as part of the 2014 Development ChargesBackground Study already underway. In the meantime, staff will continue to monitor revenue collections anddelay starting projects or scale back on project scope as required.2013–2021 Water Services Reserves and Reserve Funds(Projected Balances)$50$40$30Millions$20$10$0-$102013 2014 2015 2016 2017 2018 2019 2020 2021 2022DC Capital DC Exempt StabilizationCity of Guelph – 2013 Enterprise Budget391

2013 to 2022 Capital Budget Water ServicesGrowthUse & AwarenessWW0106 CONSERVATION & EFFICIENCY305.0 305.0 305.0 274.0 258.0 696.0 2,143.0 1,928.7 214.3 214.3Total Use & Awareness 305.0 305.0 305.0 274.0 258.0 696.0 2,143.0 1,928.7 214.3 214.3Plant OperationsWT0002 NEW SUPPLY1,000.0 500.0 2,050.0 1,700.0 1,800.0 13,000.0 20,050.0 18,045.0 2,005.0 2,005.0WT0003 WF3 CLYTHE BOOSTER UPGRADE1,125.0 3,375.0 500.0 5,000.0 4,500.0 500.0 500.0WT0004 WF5 QUALITY UPGRADE- CORROSION CL200.0 200.0 200.0 200.0 1,000.0 1,800.0 534.6 1,265.4 1,265.4WT0005 WF6 ZONE 1A/1B BPS & RESERVOIR500.0 1,000.0 12,000.0 13,500.0 12,150.0 1,350.0 1,350.0WT0006 WF7 ZONE 3 ELEVATED TANK500.0 2,200.0 2,700.0 2,430.0 270.0 270.0WW0105 WS1-7 MASTERPLAN STUDIES450.0 450.0 900.0 559.0 341.0 341.0Total Plant Operations 1,000.0 2,775.0 6,625.0 14,900.0 4,200.0 14,450.0 43,950.0 38,218.6 5,731.4 5,731.4Distribution & TransmissionWD0001 GORDON- CLAIR TO MALTBY1,415.0 1,415.0 1,273.5 141.5 141.5WD0002 WI3 HANLON- WELLINGTON TO CLAIR250.0 3,000.0 3,000.0 3,500.0 9,750.0 7,020.0 2,730.0 2,730.0WD0003 WI4 EDINBURGH TO KORTRIGHT1,200.0 1,200.0 864.0 336.0 336.0WD0004 WI5 KORTRIGHT- EDINBURGH TO GORDO1,500.0 1,500.0 1,080.0 420.0 420.0WD0005 WI6 SPEEDVALE-WATSON-WESTMOUNT 200.0 1,000.0 600.0 600.0 600.0 3,000.0 1,350.0 1,650.0 1,650.0WD0007 WI9 WELLINGTON- HANLON TO WATSON 500.0 1,500.0 1,300.0 400.0 1,300.0 5,900.0 10,900.0 4,905.0 5,995.0 5,995.0WD0008 WI12 ZONE A/B SPLIT500.0 500.0 225.0 275.0 275.0WD0009 WI14 ARKELL WELL TRANSMISSION MAIN14,500.0 14,500.0 6,525.0 7,975.0 7,975.0WD0011 WI11 KORTRIGHT IB EDIN TO RICKSON486.0 486.0 349.9 136.1 136.1WD0012 WI-1 CLAIR - CRAWLEY TO GORDON750.0 750.0 675.0 75.0 75.0WD0013 WI-18 EXHIBITION/DUBLIN5,060.0 5,060.0 4,554.0 506.0 506.0WD0017 WI-15 WATSON: SPEEDVALE TO HWY 25975.0 975.0 877.5 97.5 97.5WD0018 EAST SIDE TRANSMISSION LINE200.0 800.0 800.0 1,800.0 810.0 990.0 990.0WD0019 EAST SIDE ZONE 2 UPGRADES40.0 180.0 180.0 400.0 180.0 220.0 220.0WT0012 EAST SIDE ELEVATION TANK200.0 1,500.0 1,500.0 3,200.0 1,440.0 1,760.0 1,760.0WW0139 W-I-25 DEVELOPMENT OVERSIZING250.0 250.0 250.0 250.0 250.0 1,250.0 2,500.0 2,250.0 250.0 250.0Total Distribution & Transmission 2,390.0 8,230.0 7,630.0 1,250.0 6,136.0 32,300.0 57,936.0 34,378.9 23,557.1 23,557.1Infrastructure ReplacementUse & AwarenessTotal Growth 3,695.0 11,310.0 14,560.0 16,424.0 10,594.0 47,446.0 104,029.0 74,526.2 29,502.8 29,502.8WT0016 SWI WATER EFFICIENCY1,178.0 61.8 1,239.8 642.6 109.0 488.2 488.2Total Use & Awareness 1,178.0 61.8 1,239.8 642.6 109.0 488.2 488.2Plant OperationsGross Project Cost ('000s)Project Number & Description 2013 2014 2015 2016 2017Next5 YearsGG0202 WATERWORKS FLEET REPL 2011234.6 596.1 480.6 114.8 287.6 924.0 2,637.7 2,637.7 2,637.7IT0021 WW ITS REPLACEMENT98.3 41.0 74.1 90.5 75.8 386.6 766.3 766.3 766.3WT0007 WATER FACILITY UPG AND STUDIES750.0 1,000.0 2,350.0 2,400.0 2,450.0 13,000.0 21,950.0 21,950.0 21,950.0WT0008 UFW REMEDIAL ACTION PLAN135.0 140.0 140.0 145.0 150.0 825.0 1,535.0 1,535.0 1,535.0WT0009 GROUNDWATER PROTECTION875.0 900.0 925.0 700.0 3,500.0 6,900.0 6,900.0 6,900.0WT0010 LEAD REPLACEMENT578.0 578.0 578.0 1,734.0 1,734.0 1,734.0WT0011 WF1 PAISLEY PUMP UPGRADES750.0 750.0 750.0 750.0WT0013 BURKE TREATMENT1,700.0 650.0 1,000.0 3,350.0 3,350.0 3,350.0WT0015 WF-4 ROBERTSON BOOSTER UPGRADES600.0 1,500.0 3,500.0 5,600.0 5,600.0 5,600.0WT0019 WIRELESS PROJECT110.0 110.0 110.0 110.0TotalProjectCostGrants &SubsidiesFederalGas TaxSources of External FundingOtherDevelopmentChargesDCDebtNet Costto CityEquipmentReplacementCapitalEnvelopeOtherCapitalDebt392

2013 to 2022 Capital Budget Water ServicesTotal Plant Operations 3,605.9 4,630.1 5,522.7 4,275.3 5,163.4 22,135.6 45,333.0 45,333.0 45,333.0Distribution & TransmissionGross Project Cost ('000s)Project Number & Description 2013 2014 2015 2016 2017Next5 YearsWD0014 WATERMAIN REPLACEMENT2,500.0 2,250.0 2,250.0 2,250.0 2,250.0 11,250.0 22,750.0 281.3 22,468.8 22,468.8WD0015 WARD ONE -WATERMAIN REPLACEMEN 750.0 1,600.0 1,000.0 1,000.0 1,000.0 5,000.0 10,350.0 10,350.0 10,350.0WD0016 WI16 HANLON CROSSING TO PAISLEY575.0 825.0 500.0 1,900.0 1,900.0 1,900.0WD0020 WI-13 CARTER AQUADUCT5,000.0 5,000.0 5,000.0 5,000.0WD0021 WI-7 ZONE 1/2 BOUNDARY NORTH OF SPE200.0 200.0 400.0 400.0 400.0WD0022 DOWNTOWN CIP200.0 200.0 400.0 400.0 400.0Total Distribution & Transmission 3,825.0 5,075.0 4,150.0 3,250.0 3,250.0 21,250.0 40,800.0 281.3 40,518.8 40,518.8Total Infrastructure Replacement 8,608.9 9,766.9 9,672.7 7,525.3 8,413.4 43,385.6 87,372.8 642.6 281.3 109.0 86,340.0 86,340.0Total Water Services 12,303.9 21,076.9 24,232.7 23,949.3 19,007.4 90,831.6 191,401.8 642.6 281.3 109.0 74,526.2 115,842.8 115,842.8TotalProjectCostGrants &SubsidiesFederalGas TaxSources of External FundingOtherDevelopmentChargesDCDebtNet Costto CityEquipmentReplacementCapitalEnvelopeOtherCapitalDebt393

2018 TO 2022Capital BudgetWater ServicesGrowthUse & AwarenessWW0106 CONSERVATION & EFFICIENCY245.0 145.0 102.0 102.0 102.0 696.0 626.4Total Use & Awareness 245.0 145.0 102.0 102.0 102.0 696.0 626.4Plant OperationsWT0002 NEW SUPPLY2,000.0 2,750.0 2,750.0 2,750.0 2,750.0 13,000.0 11,700.0WT0004 WF5 QUALITY UPGRADE- CORROSION CL2 200.0 200.0 200.0 200.0 200.0 1,000.0 297.0 670.0 670.0WW0105 WS1-7 MASTERPLAN STUDIES450.0 450.0 279.5 139.5 139.5Total Plant Operations 2,200.0 3,400.0 2,950.0 2,950.0 2,950.0 14,450.0 12,276.5 809.5 809.5Distribution & TransmissionWD0001 GORDON- CLAIR TO MALTBY1,415.0 1,415.0 1,273.5WD0003 WI4 EDINBURGH TO KORTRIGHT300.0 300.0 300.0 300.0 1,200.0 864.0 240.0 240.0WD0004 WI5 KORTRIGHT- EDINBURGH TO GORDO500.0 500.0 500.0 1,500.0 1,080.0 300.0 300.0WD0007 WI9 WELLINGTON- HANLON TO WATSON 1,900.0 2,000.0 2,000.0 5,900.0 2,655.0 2,950.0 2,950.0WD0008 WI12 ZONE A/B SPLIT500.0 500.0 225.0 250.0 250.0WD0009 WI14 ARKELL WELL TRANSMISSION MAIN 1,000.0 4,500.0 4,500.0 4,500.0 14,500.0 6,525.0 7,250.0 7,250.0WD0013 WI-18 EXHIBITION/DUBLIN2,530.0 2,530.0 5,060.0 4,554.0WD0017 WI-15 WATSON: SPEEDVALE TO HWY 25975.0 975.0 877.5WW0139 W-I-25 DEVELOPMENT OVERSIZING250.0 250.0 250.0 250.0 250.0 1,250.0 1,125.0Total Distribution & Transmission 3,150.0 8,965.0 10,580.0 9,055.0 550.0 32,300.0 19,179.0 10,990.0 10,990.0Infrastructure ReplacementPlant OperationsTotal Growth 5,595.0 12,510.0 13,632.0 12,107.0 3,602.0 47,446.0 32,081.9 11,799.5 11,799.5GG0202 WATERWORKS FLEET REPL 2011573.4 242.7 107.9 924.0 924.0 924.0IT0021 WW ITS REPLACEMENT73.2 81.9 76.0 83.5 72.0 386.6 386.6 386.6WT0007 WATER FACILITY UPG AND STUDIES2,500.0 2,550.0 2,600.0 2,650.0 2,700.0 13,000.0 13,000.0 13,000.0WT0008 UFW REMEDIAL ACTION PLAN155.0 160.0 165.0 170.0 175.0 825.0 825.0 825.0WT0009 GROUNDWATER PROTECTION800.0 700.0 700.0 700.0 600.0 3,500.0 3,500.0 3,500.0WT0015 WF-4 ROBERTSON BOOSTER UPGRADES 2,000.0 1,500.0 3,500.0 3,500.0 3,500.0Total Plant Operations 5,528.2 5,565.3 3,783.7 3,711.4 3,547.0 22,135.6 22,135.6 22,135.6Distribution & TransmissionGross Project Cost ('000s)Project Number & Description 2018 2019 2020 2021 2022WD0014 WATERMAIN REPLACEMENT2,250.0 2,250.0 2,250.0 2,250.0 2,250.0 11,250.0 11,250.0 11,250.0WD0015 WARD ONE -WATERMAIN REPLACEMEN 1,000.0 1,000.0 1,000.0 1,000.0 1,000.0 5,000.0 5,000.0 5,000.0WD0020 WI-13 CARTER AQUADUCT4,000.0 1,000.0 5,000.0 5,000.0 5,000.0Total Distribution & Transmission 3,250.0 3,250.0 3,250.0 7,250.0 4,250.0 21,250.0 21,250.0 21,250.0Total Infrastructure Replacement 8,778.2 8,815.3 7,033.7 10,961.4 7,797.0 43,385.6 43,385.6 43,385.6Total Water Services 14,373.2 21,325.3 20,665.7 23,068.4 11,399.0 90,831.6 32,081.9 55,185.1 55,185.1TotalProject Cost(2018-2022)Grants &SubsidiesFederalGas TaxOtherSources of External FundingDevelopmentChargesDCDebtNet Costto CityEquipmentReplacementCapitalEnvelopeOtherCapitalDebt394

2013 Wastewater Services Operating and Capital BudgetWastewater Services delivers reliable sanitary services and high quality effluent that meets or exceedsregulatory requirements. The department is responsible for planning, design, construction, operation,maintenance and overall management of over $530 million in wastewater infrastructure assets.Customer Service and WaterConservation• Educate, promote and support efficient useof water resources• Implement water conservation programs• Provide customer education, promotionand communications• Safety program and mandatory trainingPlant Operations and Maintenance• Operate, maintain and optimize WWTP• Manage biosolids program, planning andcompliance• Perform new capital projects to upgradethe treatment process• Laboratory servicesSpills Response, Sewer Use By-lawEnforcement, Wastewater ServicesCollection System Operations andManagement• Enforce Guelph’s Sewer Use By-law• Respond to spills, address sewer blocks,conduct video sewer inspections andrepairs, conduct sewer flushing• Address issues at road interface• Perform infrastructure planning andreplacementNote: The Engineering Services department provides capital design and construction services for the wastewater conveyance system. These activities are included in theEngineering Services capital budget.City of Guelph – 2013 Enterprise Budget395

2013 Wastewater Services Operating and Capital Budget>> 2012 Accomplishments• Wastewater staff conducted a workshop on primary mass control for facility operators of wastewaterfacilities as part of the Grand River watershed-wide wastewater optimization pilot project.• Helped secure $1 million provincial Showcasing Water Innovation Program Funding received• Continued capacity demonstration aimed at deferring the need for over $20 million in capital expansion• Completed design and construction of septage receiving station, truck unloading bay and environmentalprotection facility• Completed cleaning and gas-proofing digester one• Completed design of Process Operations Centre and tendering in progress• Substantially completed HVAC upgrade contract• Began tendering biosolids storage facility• Ongoing replacement and upgrades to wastewater conveyance system• Completed wastewater collection system inflow and infiltration study• Completion first stage of sewer condition assessment program• Completion Environmental Assessment for York trunk sanitary sewer• Supported southern Ontario Water consortium (part of a $60 million federal grant), including a researchcentre to be constructed next to Guelph’s treatment facility• Upgraded headwork screw pumps>> Key Performance MeasuresWastewater Treatment PerformanceThe Guelph wastewater treatment plant (WWTP) is an advanced tertiary treatment plant that discharges intothe Speed River. Figure 1 illustrates the impact of our optimization process. When faced with challengingemerging effluent requirements staff have worked to optimize the existing infrastructure and processes,thereby avoiding the need for additional capital infrastructure, ultra violet disinfection, at an estimated cost of$8 million.City of Guelph – 2013 Enterprise Budget396

2013 Wastewater Services Operating and Capital Budget0.10.09Figure 1Final Effluent Monthly Average Chlorine Residual2007 to 20120.08Process Control Established March 2008mg/L0.070.060.050.040.030.020.01Progressive reduction in residual chlorine0Dec-07Feb-08Apr-08Jun-08Aug-08Oct-08Dec-08Feb-09Apr-09Jun-09Aug-09Oct-09Dec-09Feb-10Apr-10Jun-10Aug-10Oct-10Dec-10Feb-11Apr-11Jun-11Aug-11Oct-11Dec-11Feb-12Apr-12Jun-12Aug-12Sep-12Chlorine residualFuture Env Canada GuidlineCity of Guelph – 2013 Enterprise Budget397

2013 Wastewater Services Operating and Capital BudgetFigure 2 illustrates very consistent and exemplary performance from the City’s Wastewater Treatmentinfrastructure that is a result and reflection of the commitment and dedication of the Wastewater ServicesTeam. The consistent higher percentage removal of Ammonia indicates that there is improved process controland we are able to achieve higher removal rates.Figure 2WWTP Percent Removal Efficiencies1009998979695949392912006 2007 2008 2009 2010 2011Total Suspended SolidsAmmoniaBODTotal PhosporousCity of Guelph – 2013 Enterprise Budget398

2013 Wastewater Services Operating and Capital BudgetMegalitres of Wastewater TreatedOver the past six years, there has been fluctuation of flows to the WWTP that reflects customer use and rainfallevents. There was an increase in flows to the plant in 2011 due to several severe rainfall events and a year-overyearincrease in industrial flows.WWTP Annual Flow Treated (MLD)2050020000195001900018500180001750017000165001600015500150002006 2007 2008 2009 2010 2011Annual Total Flow (MLD)City of Guelph – 2013 Enterprise Budget399

2013 Wastewater Services Operating and Capital BudgetCustomer ServiceWastewater Services staff enforces the sewer use by-law. The chart below shows the department’s responsesto spills over the past 5 years. Increased awareness about the importance of reporting spills contributes to theincrease in spills reported.Spills Responded5004504004034613503002503173292001501441005002007 2008 2009 2010 2011Number of spillsCity of Guelph – 2013 Enterprise Budget400

2013 Wastewater Services Operating and Capital Budget>> 2013 Objectives• Continue supporting southern Ontario water consortium pilot scale treatment facility• Continue capacity demonstration at the wastewater treatment plant to defer capital expansion• Apply to the Ontario Ministry of Environment to rerating of the facility to 73.3 Mld• Complete construction of the Process Operations Centre• Complete construction of Biosolids storage facility• Complete the Biosolids Management Master plan update• Continue digester cleaning program• Begin construction on York trunk sanitary sewer• Continue sewer condition assessments• Ongoing replacement and upgrades to wastewater conveyance system and the wastewater treatmentfacility>> Key Changes in 2013The department continues to face increasing capital costs associated with maintaining and replacing aginginfrastructure and accommodating growth in both wastewater collection and treatment.Wastewater Services must adhere to regulatory and legislative framework of Federal and provincialgovernments.The department forecasts a decline in 2013 billable water consumption while prices for energy and otherpurchased goods and services are expected to continue increasing.Increase transfer to capital reserves and the DC exempt reserve by $1,782,020 to address the infrastructuredeficit and fund current and future capital workIncrease purchase goods by $412,760 predominantly due to increasing cost of heat and electricity ($350,710)and minor increases to operating suppliesIncrease purchased services by $105,356 due to increased billing and collection costs, increased repairs,maintenance and equipment rental costsDecrease internal charges by $197,250 due to a reduction in the chargeback for fleet maintenance costs off setby the shared cost of the communications coordinator.City of Guelph – 2013 Enterprise Budget401

2013 Wastewater Services Operating and Capital Budget>> 2013 Operating BudgetThe 2013 Wastewater Services Operating Budget has gross expenditures of $26,884,950, including internalcharges and transfers to reserves.2013 Wastewater Services Proposed Operating Budget (by Service Area)2012 ApprovedBudgetCustomerService andConservation2013 Budget by ServicePlantOperations andMaintenanceSpills Response,Sewer Use,Enforcement andWastewaterCollections2013 TotalRequestedBudgetYear/YearChange ($)Year/YearChange (%)RevenueUser Fees & Service Charges (24,535,184) (26,815,950) (26,815,950) (2,280,766) 9.3%Internal Recoveries (67,800) (60,300) (8,700) (69,000) (1,200) 1.8%Total Revenue (24,602,984) (26,876,250) (8,700) (26,884,950) (2,281,966) 9.3%ExpenditureCompensation 4,466,580 969,470 2,340,290 1,335,900 4,645,660 179,080 4.0%Purchased Goods 4,537,100 534,560 4,137,300 278,000 4,949,860 412,760 9.1%Purchased Services 3,801,552 1,091,120 2,582,938 232,850 3,906,908 105,356 2.8%Other Transfers 892,800 892,800 892,800 0.0%Capital Financing 8,267,980 3,397,265 6,652,735 10,050,000 1,782,020 21.6%Internal Charges 2,636,972 1,847,250 428,572 163,900 2,439,722 (197,250) -7.5%Total Expenditure 24,602,984 5,335,200 12,886,365 8,663,385 26,884,950 2,281,966 9.3%Net Budget 0 (21,541,050) 12,877,665 8,663,385 0 0 0.0%Full Time Equivalents 51 8 14 29 51 0 0.0%City of Guelph – 2013 Enterprise Budget402

2013 Wastewater Services Operating and Capital BudgetPlant Operations and MaintenanceCompensation18%Internal Charges3%Purchased Goods32%Captial Financing27%Purchased Services20%Spills Response, Sewer Use,Enforcement and Wastewater CollectionsPurchased Services3%Purchased Goods3%Capital Financing77%Compensation15%Internal Charges2%City of Guelph – 2013 Enterprise Budget403

2013 Wastewater Services Operating and Capital BudgetCustomer Service and ConservationOther Transfers17%Internal Charges35%Purchased Services20%Purchased Goods10%Compensation18%City of Guelph – 2013 Enterprise Budget404

2013 Wastewater Services Operating and Capital Budget>> Multi-year Operating BudgetWastewater Services multi-year budget is based on a forecasted compensation and energy costs and inflation.Staff will work to further refine this forecast in future budgets and will include anticipated program expansions.The summary below is being provided for information only2013 TotalRequestedBudget2014ProjectedBudget2015ProjectedBudget2016ProjectedBudgetRevenueUser Fees & Service Charges (26,815,950) (28,777,703) (30,482,143) (32,142,248)Interest & PenaltiesExternal RecoveriesInternal Recoveries (69,000) (69,000) (69,000) (69,000)Total Revenue (26,884,950) (28,846,703) (30,551,143) (32,211,248)ExpenditureCompensation 4,645,660 4,804,419 4,948,552 5,097,008Purchased Goods 4,949,860 5,139,718 5,387,498 5,609,756Purchased Services 3,906,908 4,076,609 4,292,495 4,481,903Long Term Debt ChargesOther Transfers 892,800 937,440 984,312 1,033,528Capital Financing 10,050,000 11,400,000 12,400,000 13,400,000Internal Charges 2,439,722 2,488,516 2,538,287 2,589,053Total Expenditure 26,884,950 28,846,703 30,551,143 32,211,248Net Budget 0 0 0 0Forecast Rate (per m3) $1.52 $1.65 $1.77 $1.90Full Time Equivalents 51 51 51 51City of Guelph – 2013 Enterprise Budget405

2013 Wastewater Services Operating and Capital Budget>> 2013 Capital BudgetThe capital budget identifies the most appropriate timing for capital work, project costs and funding sources.The total expenditures for the Wastewater Services’ 2013 capital Budget is $12,417,600 and the nine yearforecast is $164,703,700.2013–2022 Wastewater Services Capital Budget & Forecast - Service Based (‘000s)Service CategoryProjectCostDevelopmentChargesCapitalReservesGrowthTreatment Plant Operations 72,517.0 36,684.4 35,832.5Sewer Use and Collection 55,332.0 26,007.3 29,324.8Total Growth 127,849.0 62,691.7 65,157.3Infrastructure ReplacementTreatment Plant Operations 9,907.3 0.0 9,907.3Sewer Use and Collection 39,365.0 0.0 39,365.0Total Infrastructure Replacement 49,272.3 0.0 49,272.3Total Capital Budget 177,121.3 62,691.7 114,429.6The capital Budget is weighted towards major growth projects i.e. the side stream treatment and biosolidsfacility upgrades. The need for these projects is directly tied to increased pressures related to capacityrequirements to accommodate future growth.Note: a large plant expansion (approximate cost is $60 million) is anticipated beyond the 10-year forecast. Staff will continue tomonitor the need for this project and reintroduce it into the forecast when required.City of Guelph – 2013 Enterprise Budget406

2013 Wastewater Services Operating and Capital BudgetHighlights of the 2013 capital Budget and Forecast include:• Construction of the annamox side stream treatment and pilot mainstream treatment• Digester cleaning program• Infrastructure and equipment upgrades related to the Wastewater treatment plant• Funding for various linear infrastructure upgrades as outlined in the Water/Wastewater Servicing MasterPlan such as implementation of the detailed design and phased construction of the York trunk sewer (morethan $4.9 million for growth related upgrades to the wastewater conveyance system)• Funding for the replacement and rehabilitation of existing sewers in conjunction with various roadreconstruction projects ($3.2 million for infrastructure replacement to the wastewater conveyance system)• sustaining infrastructure• The province has enacted Bill 175, the Sustainable Water and Sewage Systems Act, which mandatesaccelerated replacement schedules for all water and wastewater infrastructure. Over 54 per cent ofGuelph’s wastewater system is underground, and underground infrastructure replacement is managedand administered by Engineering Services, which allows for road and water/wastewater infrastructurereplacement to occur concurrently and cost-effectively.• The capital budget includes increased funding to allow Engineering Services to work towards industrystandards and mandatory replacement schedules for all plant and linear infrastructure. In 2012Engineering Services completed a Sustainable Infrastructure Report that highlighted the full life cyclecosts of sustaining the City’s wastewater system in perpetuity. An annual wastewater infrastructurespending gap of $6.4 million was determined based on the equivalent annual cost to sustain thisinfrastructure less the current 2012 operating and capital budget amount approved for these assets. Theinfrastructure scorecard developed as part of this project indicates that the relative reinvestment gradefor wastewater based on 2012 funding levels is “C” at 79% of the average annual cost. The 2013 capitalfinancing level will close the gap further to less than $4.7 million per year. Despite closing theinfrastructure gap funding, funding needs to continue to increase to reach the sustainability target andhelp address the estimated $53.0 million infrastructure backlog for wastewater system assets that havetheoretically reached the end of their lifecycle.A complete list of projects is included at the end of this section.City of Guelph – 2013 Enterprise Budget407

2013 Wastewater Services Operating and Capital Budget>> Reserves and Reserve FundsGuelph maintains four reserves and reserve funds to fund Wastewater Services capital works and operations.The chart below describes the purpose of each reserve and reserve fund, the forecasted 2013 forecastedending balance, the 2013 target and 2013 forecasted target:Wastewater Services Reserves and Reserve FundsReserve or Reserve FundWastewater ServicesStablization ReserveWastewater ServicesCapital Reserve FundPurposeThe reserve is funded from operating surpluses. Funds are transferred out at thedirection of Council to help stabilize the rate as part of the annual budget process, tofund a year-end operating deficit or to pay for capital projects that will result inoperating savings. The balance in this reserve should be 8-10% of gross operatingrevenue.Funds are transferred in as contributions from the operating budget or any remainingsurplus not committed to another reserve upon closing individual capital projects.This reserve is used to fund the City's share of capital works related to WastewaterServices infrastructure. Annual contributions to this reserve should, at a minimum,equal depreciation expense.2012 ForecastedBalanceTarget$2,242,033 8-10% ofgrossoperatingrevenue$7,533,174 > = 100% ofannualdepreciationexpense2012Forecast8.4%100%Wastewater ServiceDC Exempt Reserve FundFunds are transferred in as contributions from the operating budget. This reserve fundis used to fund approved growth related costs not eligible under the DevelopmentCharges Act. Annual contributions should equal the last known value of Councilapproved exemptions.$859,499 100% of lastknown valueof Councilapprovedexemptions100%Wastewater ServicesDevelopment ChargesReserve FundFunds are transferred in as collected from developers. The reserve fund is used to fundthe growth-related component of wastewater projects identified in the DevelopmentCharges Background Study and approved in the capital budget.-$745,671 Monitorthat DCcollectionsare occuringas forecastUpdatedreserve fundforecastsquarterlyCity of Guelph – 2013 Enterprise Budget408

2013 Wastewater Services Operating and Capital BudgetThe graph below shows the forecasted 2013-22 balance for each of the reserves and reserve funds. The endingbalance for the Wastewater Services Development Charges Reserve Fund is in a negative position primarilydue to lower than forecasted revenue collections. A strategy to address the revenue shortfall and projectneeds, timing and cost will be reviewed as part of the 2014 Development Charges Background Study alreadyunderway. In the meantime, staff will continue to monitor revenue collections and delay starting projects orscale back on project scope as required.2013–2022 Wastewater Services Reserves and Reserve Funds(Projected Balances)Millions706050403020100-10-202013 2014 2015 2016 2017 2018 2019 2020 2021 2022DC Capital DC Exempt StabilizationCity of Guelph – 2013 Enterprise Budget409

2013 to 2022 Capital Budget WastewaterGrowthProject Number & Description 2013 2014 2015 2016 2017Treatment & Plant OperationsST0001 PLANT RERATING- PHOS REDN IN51.0 51.0 51.0 51.0 306.0 510.0 459.0 51.0 51.0ST0002 WWTP - UPGRADES & STUDIES50.0 198.0 198.0 504.0 249.0 846.0 2,045.0 471.6 1,573.3 1,573.3ST0003 WWTP BIOSOLIDS FACILITY UPGRD2,870.0 2,646.0 2,646.0 3,053.0 32,339.0 43,554.0 19,431.5 24,122.5 24,122.5ST0004 WWTP PHASE 2 EXPANSION2,000.0 6,250.0 6,400.0 51.0 14,701.0 13,230.9 1,470.1 1,470.1ST0005 WWTP UPGRADES500.0 407.0 3,328.0 5,393.0 224.0 631.0 10,483.0 2,471.4 8,011.6 8,011.6ST0006 SCADA UPGRADES102.0 102.0 102.0 408.0 714.0 161.0 553.0 553.0ST0008 WASTEWATER MASTERPLAN102.0 102.0 102.0 204.0 510.0 459.0 51.0 51.0Total Treatment & Plant Operations 2,652.0 3,526.0 12,677.0 15,198.0 3,730.0 34,734.0 72,517.0 36,684.4 35,832.5 35,832.5Distribution & TransmissionSC0001 SPEEDVALE- ELMIRA TO W GOVERNORS217.0 217.0 195.3 21.7 21.7SC0002 WWI0/WWS4 FLOW MONITORING750.0 750.0 337.5 412.5 412.5SC0003 WW12 STEVENSON- YORK TO ERAMOSA825.0 510.0 1,335.0 252.3 1,082.7 1,082.7SC0004 WWI3 SPEED- HANLON TO ERAMOSA300.0 850.0 3,100.0 4,250.0 841.7 3,408.3 3,408.3SC0005 WWI4 WATERLOO- HANLON TO YORKSHIR1,780.0 1,780.0 560.7 1,219.3 1,219.3SC0006 WWI7 SPEEDVL- MARLBORO TO METCALF915.0 915.0 823.5 91.5 91.5SC0007 WWI9 DOWNEY- DOWNEY-HZLWD-TEAL620.0 1,000.0 1,620.0 1,458.0 162.0 162.0SC0008 WWI10 RIVER CROSSING/HANLON EXP350.0 350.0 350.0 350.0 1,750.0 3,150.0 1,219.5 1,930.5 1,930.5SC0009 WWF3 YORK/SPEED TRUNK EQUALIZN535.0 535.0 1,070.0 2,140.0 1,926.0 214.0 214.0SC0010 WWS6 WASTEWATER MPLAN UPDATE300.0 300.0 270.0 30.0 30.0SC0011 YORK RD- VICTORIA TO WATSON775.0 1,550.0 2,325.0 2,092.5 232.5 232.5SC0012 WW-I-5 REPL YORKSHIRE TRUNK2,760.0 2,760.0 2,484.0 276.0 276.0SC0018 WWI12 SIPHON IMPROVEMENTS240.0 600.0 600.0 600.0 3,000.0 5,040.0 2,268.0 2,772.0 2,772.0SC0019 WWI14 I&I REDUCTION IMPL250.0 250.0 1,700.0 2,200.0 990.0 1,210.0 1,210.0SC0020 WWI15 NEW GRAVITY SEWERS250.0 250.0 250.0 1,250.0 2,000.0 1,800.0 200.0 200.0SC0021 WWI16 NEW FORCEMAINS150.0 150.0 150.0 750.0 1,200.0 1,080.0 120.0 120.0SC0023 WWF1 DECOMMISION GORDON SPS2,700.0 2,700.0 2,430.0 270.0 270.0SC0027 GORDON- CLAIR TO MALTBY1,500.0 1,500.0 1,350.0 150.0 150.0SC0029 SERVICING STUDIES150.0 150.0 33.8 116.3 116.3WD0023 SERVICING STUDIES100.0 100.0 22.5 77.5 77.5WS0085 WWI1 YORK - HANLON-VICTORIA3,780.0 3,780.0 3,780.0 3,780.0 3,780.0 18,900.0 3,572.0 15,328.0 15,328.0Total Distribution & Transmission 5,020.0 6,687.0 8,360.0 7,515.0 7,540.0 20,210.0 55,332.0 26,007.3 29,324.8 29,324.8Infrastructure ReplacementTreatment & Plant OperationsTotal Growth 7,672.0 10,213.0 21,037.0 22,713.0 11,270.0 54,944.0 127,849.0 62,691.7 65,157.3 65,157.3GG0203 WASTEWATER FLEET REPL122.4 171.0 30.8 74.5 249.6 648.3 648.3 648.3IT0022 WS ITS REPLACEMENT60.2 56.8 62.7 62.7 53.8 299.8 596.0 596.0 596.0ST0013 DIGESTER CLEANING PROGRAM153.0 153.0 204.0 204.0 204.0 1,020.0 1,938.0 1,938.0 1,938.0ST0014 DIGESTER GAS PROOFING100.0 750.0 750.0 750.0 2,350.0 2,350.0 2,350.0ST0015 REPAIRS TO PROCESS STRUCTURES500.0 500.0 500.0 2,000.0 3,500.0 3,500.0 3,500.0ST0016 WIRELESS PROJECT120.0 120.0 120.0 120.0ST0017 SCUM TROUGH190.0 190.0 190.0 190.0ST0018 EQUIP REPLACE & UPGRADES300.0 165.0 100.0 565.0 565.0 565.0Total Treatment & Plant Operations 1,545.6 1,295.8 1,647.5 766.7 332.3 4,319.4 9,907.3 9,907.3 9,907.3Distribution & TransmissionGross Project Cost ('000s)Next5 YearsTotalProjectCostGrants &SubsidiesFederalGas TaxSources of External FundingOtherDevelopmentChargesDCDebtNet Costto CityEquipmentReplacementCapitalEnvelopeOtherCapitalDebt410

2013 to 2022 Capital Budget WastewaterGross Project Cost ('000s)Project Number & Description 2013 2014 2015 2016 2017Next5 YearsSC0013 WARD ONE - SEWER REPLACEMENT1,000.0 1,500.0 1,000.0 1,000.0 1,000.0 5,000.0 10,500.0 10,500.0 10,500.0SC0014 SEWER REPL VARIOUS1,750.0 2,500.0 2,000.0 2,000.0 2,000.0 10,000.0 20,250.0 20,250.0 20,250.0SC0015 WWI8 WATER- MAPLE TO GORDON865.0 865.0 865.0 865.0SC0025 SEWER INVESTIGATION VARIOUS250.0 300.0 300.0 600.0 1,450.0 1,450.0 1,450.0SC0026 WWI13 INFRASTRUCTURE IMPROVEMENT 200.0 200.0 200.0 200.0 1,400.0 2,200.0 2,200.0 2,200.0SC0028 DOWNTOWN CIP500.0 1,000.0 1,500.0 1,500.0 1,500.0ST0010 WWF2 SPS/FORCEMAIN IMPROVEMENT200.0 200.0 200.0 2,000.0 2,600.0 2,600.0 2,600.0Total Distribution & Transmission 3,200.0 4,400.0 3,000.0 3,700.0 4,200.0 20,865.0 39,365.0 39,365.0 39,365.0Total Infrastructure Replacement 4,745.6 5,695.8 4,647.5 4,466.7 4,532.3 25,184.4 49,272.3 49,272.3 49,272.3Total Wastewater 12,417.6 15,908.8 25,684.5 27,179.7 15,802.3 80,128.4 177,121.3 62,691.7 114,429.6 114,429.6TotalProjectCostGrants &SubsidiesFederalGas TaxSources of External FundingOtherDevelopmentChargesDCDebtNet Costto CityEquipmentReplacementCapitalEnvelopeOtherCapitalDebt411

2018 TO 2022Capital BudgetWastewaterGrowthTreatment & Plant OperationsST0001 PLANT RERATING- PHOS REDN IN51.0 51.0 102.0 51.0 51.0 306.0 275.4ST0002 WWTP - UPGRADES & STUDIES46.0 198.0 204.0 200.0 198.0 846.0 190.5 634.5 634.5ST0003 WWTP BIOSOLIDS FACILITY UPGRD3,358.0 15,752.0 13,229.0 32,339.0 14,384.7 16,169.5 16,169.5ST0005 WWTP UPGRADES356.0 275.0 631.0 141.9 473.3 473.3ST0006 SCADA UPGRADES102.0 102.0 102.0 102.0 408.0 92.0 306.0 306.0ST0008 WASTEWATER MASTERPLAN102.0 102.0 204.0 183.6Total Treatment & Plant Operations 3,913.0 16,378.0 13,637.0 353.0 453.0 34,734.0 15,268.1 17,583.3 17,583.3Distribution & TransmissionSC0004 WWI3 SPEED- HANLON TO ERAMOSA775.0 775.0 775.0 775.0 3,100.0 614.0 2,418.0 2,418.0SC0005 WWI4 WATERLOO- HANLON TO YORKSHIR180.0 800.0 800.0 1,780.0 560.7 1,157.0 1,157.0SC0008 WWI10 RIVER CROSSING/HANLON EXP350.0 350.0 350.0 350.0 350.0 1,750.0 677.5 997.5 997.5SC0009 WWF3 YORK/SPEED TRUNK EQUALIZN535.0 535.0 1,070.0 963.0SC0011 YORK RD- VICTORIA TO WATSON775.0 775.0 1,550.0 1,395.0SC0012 WW-I-5 REPL YORKSHIRE TRUNK1,380.0 1,380.0 2,760.0 2,484.0SC0018 WWI12 SIPHON IMPROVEMENTS600.0 600.0 600.0 600.0 600.0 3,000.0 1,350.0 1,500.0 1,500.0SC0019 WWI14 I&I REDUCTION IMPL250.0 250.0 400.0 400.0 400.0 1,700.0 765.0 850.0 850.0SC0020 WWI15 NEW GRAVITY SEWERS250.0 250.0 250.0 250.0 250.0 1,250.0 1,125.0SC0021 WWI16 NEW FORCEMAINS150.0 150.0 150.0 150.0 150.0 750.0 675.0SC0027 GORDON- CLAIR TO MALTBY1,500.0 1,500.0 1,350.0Total Distribution & Transmission 3,150.0 3,865.0 6,740.0 3,325.0 3,130.0 20,210.0 11,959.2 6,922.5 6,922.5Infrastructure ReplacementTreatment & Plant OperationsTotal Growth 7,063.0 20,243.0 20,377.0 3,678.0 3,583.0 54,944.0 27,227.3 24,505.8 24,505.8GG0203 WASTEWATER FLEET REPL88.5 127.2 33.9 249.6 249.6 249.6IT0022 WS ITS REPLACEMENT59.8 52.8 66.5 74.1 46.6 299.8 299.8 299.8ST0013 DIGESTER CLEANING PROGRAM204.0 204.0 204.0 204.0 204.0 1,020.0 1,020.0 1,020.0ST0014 DIGESTER GAS PROOFING750.0 750.0 750.0 750.0ST0015 REPAIRS TO PROCESS STRUCTURES500.0 500.0 500.0 500.0 2,000.0 2,000.0 2,000.0Total Treatment & Plant Operations 852.3 884.0 304.4 778.1 1,500.6 4,319.4 4,319.4 4,319.4Distribution & TransmissionGross Project Cost ('000s)Project Number & Description 2018 2019 2020 2021 2022SC0013 WARD ONE - SEWER REPLACEMENT1,000.0 1,000.0 1,000.0 1,000.0 1,000.0 5,000.0 5,000.0 5,000.0SC0014 SEWER REPL VARIOUS2,000.0 2,000.0 2,000.0 2,000.0 2,000.0 10,000.0 10,000.0 10,000.0SC0015 WWI8 WATER- MAPLE TO GORDON865.0 865.0 865.0 865.0SC0025 SEWER INVESTIGATION VARIOUS300.0 300.0 600.0 600.0 600.0SC0026 WWI13 INFRASTRUCTURE IMPROVEMENT 200.0 200.0 200.0 400.0 400.0 1,400.0 1,400.0 1,400.0SC0028 DOWNTOWN CIP200.0 200.0 200.0 200.0 200.0 1,000.0 1,000.0 1,000.0ST0010 WWF2 SPS/FORCEMAIN IMPROVEMENT 200.0 200.0 400.0 600.0 600.0 2,000.0 2,000.0 2,000.0Total Distribution & Transmission 3,900.0 3,600.0 4,665.0 4,200.0 4,500.0 20,865.0 20,865.0 20,865.0Total Infrastructure Replacement 4,752.3 4,484.0 4,969.4 4,978.1 6,000.6 25,184.4 25,184.4 25,184.4Total Wastewater 11,815.3 24,727.0 25,346.4 8,656.1 9,583.6 80,128.4 27,227.3 49,690.2 49,690.2TotalProject Cost(2018-2022)Grants &SubsidiesFederalGas TaxOtherSources of External FundingDevelopmentChargesDCDebtNet Costto CityEquipmentReplacementCapitalEnvelopeOtherCapitalDebt412

2013 Court Services Operating and Capital BudgetThe City provides mandatory Court Services under its agreement with the province of Ontario. This service isprovided in accordance with the principles of justice and legislative and provincial policy requirements. TheProvincial Offences Act (POA) Court ensures public access to justice within the framework of individual rightsguaranteed by the Canadian Charter of Rights and Freedoms.Court Administration Court Facilities Court Support Prosecutions• Administer public servicecomponents of courtoperations and managestakeholder relations• Administer charges andcourt-related processes andmanage caseload and courtscheduling• Manage Court financialsincluding fine enforcement.• Maintain provincial charge andstatistical databases.• Maintain enhanced publicaccess to justice through theprovision of barrier-free courtfacilities including publicservice counters, waiting areasand courtrooms.• Maintain facilities and amenityareas for judicial, administration,prosecution and in-custodyfunctions.• Administer in-courtproceedings and maintain thecourt record• Provide transcript productionand Judicial support services• Provide prosecutorial resourcesand support for trials andappeals of provincial regulatoryand municipal offences• Maintain early resolutioninitiatives supportingefficiencies in casemanagement and public accessto justice• Manage case work includingcase law research and thepreparation of factums andlegal argumentsCity of Guelph – 2013 Enterprise Budget413

2013 Court Services Operating and Capital Budget>> 2012 AccomplishmentsCourt Administration• Implemented and presented the multi-year operating budget forecast• Used digital reporting to reduce costs and improve use of provincial reports• Enhanced communications through the Court Services website and implemented on-line court formsCourt Facilities• On target to complete outstanding interior, exterior and grounds improvements associated with the POAcourt construction and renovation.Prosecutions• Implemented electronic Charge Wording database.• Enhanced statistical database to help manage program improvements to early resolution processes andtime to trial initiativesCourt Support• Provided in-court support and transcription services to expanded Master Court plan including severalsignificant long-term trials• Increased use of digital transcription for Judicial Officers preparing case judgments.City of Guelph – 2013 Enterprise Budget414

2013 Court Services Operating and Capital Budget>> Key Performance MeasuresCharges, Trial Volumes and Case Resolution35,00030,00030,654 30,81628,27331,76630,37825,00023,77420,00015,00010,0005,00005,5882,0057,1982,2435,6722,0884,7731,4825,950 6,2271,3162006 2007 2008 2009 2010 20112,013Charges Trials Cases ResolvedCharges are issued by enforcement agencies and police services within the court service area. The volume ofcharges in Guelph-Wellington remains relatively stable with the exception of 2009, where the volumedecreased by 16% from 2008 levels (18% below the five-year average).The average annual trial rate remains relatively stable at approximately 20% of charges per year. The number oftrial matters being resolved through the Early Resolution Process (matters resulting in pleas to lesser chargeswithout proceeding to trial) has returned to a higher plea rate since the slight decline in 2010.City of Guelph – 2013 Enterprise Budget415

2013 Court Services Operating and Capital BudgetRevenue/Expenditure$4,500,000$3,500,000$3,000,000$2,500,000$2,000,000$1,500,000$1,000,000$500,00002006 2007 2008 2009 2010 2011Gross Revenue Expenditures Net RevenueGross revenue averages $3.5 million per year.Operating costs are approximately 56 per cent of gross revenue.Net revenue for distribution between the City and County averages $1.7 million per year.Gross revenue peaked in 2008, due to approximately $700,000 in fines with respect to one set of Ministry ofLabour cases. Conversely, gross revenue fell by $600,000 in 2009, due to a drop in charges filed with the Courtand less fine payments being made during the global economic downturn. Gross revenue appears to havestabilized over 2010 and 2011.City of Guelph – 2013 Enterprise Budget416

2013 Court Services Operating and Capital Budget$1,200,000$1,000,000$800,000$600,000$400,000$200,000$02006 2007 2008 2009 2010 2011Net Revenue $ to Reserve $ to Operating FundTo the end of 2011, the City’s portion of net revenue was allocated to the City’s Tax-Supported Operating Fund,less the amount dedicated to the POA Reserve to service capital debt for court facilities. Beginning in 2012, netrevenue has been allocated to the IT and Capital Reserves and the POA Contingency Fund within theframework of the Enterprise Budget model.City of Guelph – 2013 Enterprise Budget417

2013 Court Services Operating and Capital BudgetDefaulted Fines – EnforcementAt transfer of court operations from the Province to the City in May 2000, the outstanding balance of fines indefault was $6.1M. From 2000-2007 the default balance rose to $11M, although municipal collection effortsreduced the annual rate of increase from 11.9% to 2.6% during that time period. In 2008, the City undertookthe “write-off” of $5.1M of defaulted fines in accordance with PSAB accounting principles$12,000,000$10,000,000$8,000,000$6,000,000$4,000,000$2,000,000$02001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011Fines in DefaultDefaulted Fines RecoveredThe trend from 2008 to 2011 shows the start of gradual decrease in Fines in Default and the increase in theDefaulted Fines Recovered. The trends are moving in the right direction towards lower default and highercompliance rates.City of Guelph – 2013 Enterprise Budget418

2013 Court Services Operating and Capital Budget$1,200,000$1,000,000$800,000$600,000$400,000$200,000$02001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011Fine Recovery - Outsourced Fine Recovery - Inhouse Outsource costsFine collection was outsourced until 2007. The City established its in-house collection program in 2005, andeliminated outsourcing by the end of 2007. In-house collections efforts have increased revenue recoveredfrom defaulted fines by 73 per cent over outsourcing efforts, and have eliminated the costs of outsourcing.Collection of defaulted fines reached the $1 million mark in 2010 and 2011 and it is anticipated that this levelof collection will be achieved again in 2012.City of Guelph – 2013 Enterprise Budget419

2013 Court Services Operating and Capital Budget>> 2013 ObjectivesCourt Administration• Implement phase one of e-ticketing (automated charge filing by some enforcement agencies and dataupload to provincial database)• Further enhance of online fine payment systems and proceduresCourt Support• Further use of digital transcripts technology to reduce the production of manual transcriptsCourt Facilities• Implement comprehensive preventive maintenance program• Increase efficiencies associated with ongoing maintenance and repairs through a full time employeeexpansion in the 2013 budgetProsecutions• Enhance public access to justice be revising the early resolution process to reduce the number of courtvisits required to address a caseCity of Guelph – 2013 Enterprise Budget420

2013 Court Services Operating and Capital Budget>> Key Changes in 2013The department must address and mitigate the effect of rising energy and commodity prices and certaincompensation costs.All capital asset expenditures formerly included in the tax-supported budget are now funded entirely throughthe Court Services budget. The capital forecasts for the Court Services facility and its infrastructure willcontinue to be reviewed to ensure adequate contributions to reserve funds.Establish contributions to a new POA Contingency reserve to ensure adequate funds are available should anunanticipated variance occur.Expected increase use of interpreters for court proceedings and increasing rates for interpretation services.Increase by-law fines by $59,200 over 2012 due to improved collection effortsIncrease compensation costs related to a new full time employee - costs are completely offset by a reductionin purchased services ($107,760) and internal charges ($71,920);Increase bank charges by $10,300 due to increased use of credit card paymentsNet revenue for distribution is down from 2012 resulting in a decrease in the payment to the County ofWellington of $48,796Capital financing increased by $111,920 over 2012 to pay for the City’s portion of current and future capitalexpenditures and move toward achieving target levels in the Court’s contingency reserveCity of Guelph – 2013 Enterprise Budget421

2013 Court Services Operating and Capital Budget>> 2013 Operating BudgetThe 2013 Court Services Operating Budget has gross expenditures of $3,644,200, including internal chargesand transfers to reserves. The chart below shows the cost by service:2013 Court Services Proposed Operating Budget (by Service Area)2012ApprovedBudget2013 Budget by ServiceCourtAdministration Court Support Prosecutions Facilities TotalYear/YearChange ($)Year/YearChange (%)RevenueBy-Law Fines (72,000) (131,200) - - - (131,200) (59,200) 82.2%POA Fines (3,500,000) (3,500,000) - - - (3,500,000) - 0.0%Facility Rentals (8,250) (4,500) - - (4,500) 3,750 -45.5%Transcripts - - - - (8,500) (8,500) (8,500)Total Revenues (3,580,250) (3,635,700) - - (8,500) (3,644,200) (63,950) 1.8%ExpendituresCompensation 1,137,020 622,486 175,771 416,414 87,696 1,302,367 165,347 14.5%Purchased Goods 104,831 18,856 2,847 5,079 82,908 109,690 4,859 4.6%Purchased Services 476,429 100,270 219,386 24,562 24,451 368,669 (107,760) -22.6%Bank Charges 28,700 39,000 - - - 39,000 10,300 35.9%Payment to County 752,643 703,847 703,847 (48,796) -6.5%Debt Charges 400,000 400,000 400,000 - 0.0%Internal Charges 357,500 108,825 66,089 48,215 62,451 285,580 (71,920) -20.1%Total Expenditures 3,257,123 1,593,284 464,093 494,270 657,506 3,209,153 (47,970) -1.5%Net Budget before Allocation of (323,127) (2,042,416) 464,093 494,270 649,006 (435,047) (111,920) 34.6%Facility Costs & Reserve FinancingReserve Financing 323,127 224,445 210,602 435,047 111,920 34.6%Allocation of Facility Costs 98,937 114,389 44,180 (257,506) - -Net Budget After Allocation of- (1,719,034) 578,482 538,450 602,102 0 0Facility Costs & Reserve FinancingFull Time Equivalents 15.0 8.28 2.37 4.30 1.05 16.0 1.0 6.7%City of Guelph – 2013 Enterprise Budget422

2013 Court Services Operating and Capital BudgetAs presented, the Court Services 2013 Operating budget includes a request for 1 FTE. Full details about thisrequest can be found at the end of the Court Services section (Tab 4).Court SupportCompensation38%Purchased Goods1%Purchased Services47%Internal Charges14%Court AdministrationPurchased Services6%Purchased Goods1%Compensation34%Bank Charges2%Payment to County39%Reserve Financing12%Internal Charges6%City of Guelph – 2013 Enterprise Budget423

2013 Court Services Operating and Capital BudgetFacilitiesCompensation10%Reserve Financing24%Purchased Goods10%Purchased Services3%Internal Charges7%Debt Charges46%ProsecutionsInternal Charges10%Purchased Services5%Purchased Goods1%Compensation84%City of Guelph – 2013 Enterprise Budget424

2013 Court Services Operating and Capital Budget>> Multi-year Operating BudgetAssumptions used in developing the multi-year operating budget forecast include:• Salaries, Wages & Benefits – annual percentage increases pursuant to collective agreements and increasesin required professional trade licence fees;• Purchased Goods – annual increases of 2% for most goods, but projecting some cost reductions wheretransitioning from goods (e.g. printing, stationary and forms) to innovative solutions (e.g. more on-lineservices and the implementation of e-ticketing initiatives)• Purchased Services – annual increases of 2% for most services, but projecting overall purchased servicescost reductions each year due to program changes to reduce expenses related to provincial charge backsfor court time (adjudication and crown prosecution costs)• Financial Expenses – annual increases based on an analysis of historical trends which shows more finepayments being made by credit card resulting in higher financial processing charges• Program Support Costs – usual annual increases assessed by most internal departments, but projectingoverall program support cost reductions each year due to reducing maintenance expenditures as a result oftransitioning to in-house maintenance personnel• Revenues – most revenues will remain relatively stable in future years with some increase projected in rentrevenue due to higher use of POA courtrooms by other levels of court.City of Guelph – 2013 Enterprise Budget425

2013 Court Services Operating and Capital BudgetThe forecast below is provided for information only.2013 Multi Year Court Services Proposed Operating Budget2013ProposedBudgetTotal 2014ForecastedBudgetTotal 2015ForecastedBudgetTotal 2016ForecastedBudgetRevenueBy-Law Fines (131,200) (132,200) (132,200) (132,200)POA Fines (3,500,000) (3,550,000) (3,575,000) (3,600,000)Facility Rentals (4,500) (4,650) (4,800) (4,950)Transcript Revenue (8,500) (8,500) (8,500) (8,500)Total Revenues (3,644,200) (3,695,350) (3,720,500) (3,745,650)ExpendituresCompensation 1,302,367 1,334,917 1,368,286 1,402,496Purchased Goods 109,690 106,645 108,640 110,835Purchased Services 368,669 367,020 366,194 364,400Bank Charges 39,000 42,000 45,000 48,000Payment to County 703,847 715,044 710,851 706,620Debt Charges 400,000 400,000 400,000 400,000Internal Charges 285,580 282,480 278,480 274,480Total Expenditures 3,209,153 3,248,106 3,277,449 3,306,830Net Budget before Allocation of Facility Costs & Reserve Financing (435,047) (447,244) (443,051) (438,820)Reserve Financing 435,047 447,244 443,051 438,820Allocation of Facility Costs -Net Budget After Allocation of Facility Costs & Reserve Financing 0 0 0 0Full Time Equivalents 16.0 16.0 16.0 16.0City of Guelph – 2013 Enterprise Budget426

2013 Court Services Operating and Capital Budget>> 2013 Capital BudgetPOA Capital SummaryCourt Services’ capital budget identifies the most appropriate timing for capital work, the project costs andfunding sources. In 2013, total capital expenditures are $77,900, and the nine year forecast is $461,900.The capital budget and forecast is allocated between the following categories and funding sources:Project CategoryProjectCostCountyContributionsCapitalReservesCourt Facilities 270.0 135.0 135.0Court Administration 269.8 134.9 134.9Total Capital Budget 539.8 269.9 269.9The 2013 Courts Services capital budget includes regular replacement for information technology equipmentsuch as computers, software, printers and scanners. Subsequent years allocate funds for life cycle capitalrepairs to the POA Court facility.A detailed project list is included at the end of this section.City of Guelph – 2013 Enterprise Budget427

2013 Court Services Operating and Capital Budget>> Reserves and Reserve FundsThe City maintains three separate funds used for Court Services capital works and operations. The chart belowdescribes the purpose of each reserve (non-interest earning) and reserve fund (interest earning), theforecasted 2013 ending balance, the reserve or reserve fund target and 2013 forecasted target.Court Services Reserves and Reserve FundsReserve or Reserve FundCourt Services Contingency ReserveCourt Services Capital Reserve FundCourt Services DC Reserve FundPurposeThe reserve is funded from operating surpluses. Funds are transferredout at the direction of Council to help stabilize the rate as part of theannual budget process, to fund a year-end operating deficit or to payfor capital projects that will result in operating savings. The balance inthis reserve should be 10% of gross operating expenditures.Funds are transferred in as contributions from the operating budgetor any remaining surplus not committed to another reserve uponclosing individual capital projects. This reserve is used to fund theCity's share of capital works related to Court Services assets as well asfund the annual debt servicing costs of debt related to the POAfacility. Annual contributions to this reserve should, at a minimum,equal depreciation expense.Funds are transferred in as collected from developers. The reservefund is used to fund the growth-related component of Court Servicesprojects identified in the Development Charges Background Studyand approved in the capital budget.2013ForecastedBalance Target$23,995 10% of grossoperatingexpenditures$499,705 > = 100% ofannualdepreciationexpense$56,291 Monitor that DCcollections areoccurring asforecast2013Forecast15%100%Updatedreserve fundforecastsquarterlyCity of Guelph – 2013 Enterprise Budget428

2013 Court Services Operating and Capital BudgetThe graph below shows the forecasted 2013-22 balance for each of the reserves and reserve funds. As shown,the balance in the contingency reserve levels out in 2015. As long as the City’s share of expenditures is paid forand reserves are adequately funded the City would be eligible to receive a dividend.2013–2022 Court Services Reserves and Reserve Funds(Projected Balances)$3.5$3$2.5Millions$2$1.5$1$0.5$020122013 2014 2015 2016 2017 2018 2019 2020 2021DC Capital ContingencyCity of Guelph – 2013 Enterprise Budget429

CITY OF GUELPH2013 TAX SUPPORTED CAPITAL BUDGET2014 TO 2022 TAX SUPPORTED CAPITAL FORECASTPOACourt FacilitiesGG0158 LIFE CYCLE- POA45.0 225.0 270.0 135.0 135.0 135.0Total Court Facilities 45.0 225.0 270.0 135.0 135.0 135.0Court AdministrationGross Project Cost $(000's)Project Number & Description 2013 2014 2015 2016 2017GG0220 POA SCANNING EQUIPMENT25.0 25.0 12.5 12.5 12.5IT0014 POA ITS REPLACEMENT25.4 10.4 26.5 26.4 21.5 109.0 219.2 109.6 109.6 109.6IT0028 IT STRATEGIC PLAN - POA7.5 10.6 7.5 25.6 12.8 12.8 12.8Total Court Administration 32.9 21.0 34.0 26.4 21.5 134.0 269.8 134.9 134.9 134.9Total POA 77.9 21.0 34.0 26.4 21.5 359.0 539.8 269.9 269.9 269.9Next5 YearsTotalProjectCostGrants &SubsidiesFederalSources of External FinancingGas Tax Other DC'sDCDebtNet Costto CityEquipmentReplacementCityReservesDebt430

CITY OF GUELPH2018 TO 2022 TAX SUPPORTED CAPITAL FORECAST DETAILSPOAGross Project Cost $(000's)Sources of External FinancingTotalProject CostGrants &FederalDCNet CostEquipmentCityCourt FacilitiesProject Number & Description 2018 2019 2020 2021 2022(2018-2022)GG0158 LIFE CYCLE- POA25.0 200.0 225.0 112.5 112.5 112.5SubsidiesGas Tax Other DC'sDebtto CityReplacementReservesDebtTotal Court Facilities 25.0 200.0 225.0 112.5 112.5 112.5Court AdministrationGG0220 POA SCANNING EQUIPMENT25.0 25.0 12.5 12.5 12.5IT0014 POA ITS REPLACEMENT26.3 19.3 21.0 23.6 18.8 109.0 54.5 54.5 54.5Total Court Administration 26.3 44.3 21.0 23.6 18.8 134.0 67.0 67.0 67.0Total POA 26.3 69.3 221.0 23.6 18.8 359.0 179.5 179.5 179.5431

2013 Ontario Building Code (OBC) Administration BudgetThe Building Services department authorizes all building construction and demolition in Guelph. Thedepartment is provincially mandated to administer and enforce the Ontario Building Code, and provinciallegislation requires staff to maintain certification to meet provincial standards, perform mandatory inspections,and issue permits within mandated time frames.Building Services provides the following public services associated with the administration and enforcementof the Ontario Building Code:• Pre-permit consultation, plans examination, technical reviews and application processing• Issue permits within mandated time frames to ensure conformity to the Ontario Building Code• On-site inspections to ensure conformity with approved permit drawings, specifications, the OntarioBuilding Code Act and regulations• Provide enforcement and initiate legal proceedings as requiredThese activities are completely funded by revenues generated from building permit fees.Note: Building Services also administers and enforces several City by-laws, facilitates Guelph’s Committee of Adjustment andmanages Guelph’s termite control and backflow prevention programs. These activities are included in the tax-supported operatingbudget.>> 2012 AccomplishmentsBuilding Services implemented mobile technology allowing staff to enter building inspection results while inthe field. The technology increases efficiency by giving staff and customers quick access to current onlineinformation.In partnership with industry partners, Guelph’s Building Services department implemented significant BuildingCode changes related to energy conservation. Changes came into effect January 1, 2012.City of Guelph – 2013 Enterprise Budget432

2013 Ontario Building Code (OBC) Administration Budget>> Key Performance MeasuresIssuing Building PermitsPermits Issued3000250020001500100050002009 2010 2011 2012 2013• 2012 and 2013 permit volumes reflect a decrease in single-detached dwellings and an increase in multiresidentialprojects.• The percentage of permits not issued within the legislated time frames decreased in 2012 and will continueto decrease with the addition of a Plans Examiner.City of Guelph – 2013 Enterprise Budget433

2013 Ontario Building Code (OBC) Administration Budget1) Turnaround Times for House PermitsTurnaround Times for House PermitsThe City acknowledges it has not been meeting the expectations of its industry partners and customers, and isworking to improve turnaround times for house permits.Staff reductions in 2010 impacted the department’s ability to meet the maximum turnaround time of five daysfor all house permits – a service level established in partnership with the Guelph and District HomebuildersAssociation and maintained since 1995.The addition of a Plans Examiner will reduce turnaround times significantly.2010 Actual 2011 Actual 2012 Projected 2013 ForecastPermits Issued 359 256 245 245Legislated Turnaround Time (days) 10 10 10 10Average Turnaround Times (days) 5.6 7.6 8.5 6.5Permits Issued Within Legislated Turnaround Times 96% 93% 95% 97%City of Guelph – 2013 Enterprise Budget434

2013 Ontario Building Code (OBC) Administration BudgetBuilding InspectionsIn 2012 and 2013, Building Services staff will conduct approximately 23,500 on-site inspections within thelegislated 48 hours. Currently the majority of inspections are performed within 24 hours. Building Services staffbelieve that this service level is necessary to accommodate demanding schedules associated withconstruction projects.30,00025,00020,00015,000Building Inspections10,0005,00002009 2010 2011 2012 2013City of Guelph – 2013 Enterprise Budget435

2013 Ontario Building Code (OBC) Administration Budget>> 2013 ObjectivesIn collaboration with the City’s Information Technology department, Building Services plans to enhance thecity’s integrated electronic building permit, inspection and licensing system (AMANDA) making the systemmore efficient and improving service to all customer groups.Implement recommendations of the Joint Operational Review of the development application review processmanaged by the Planning, Building and Engineering and Economic development departments.To improve the department’s ability to meet mandated time frames for building inspections and permits,additional staff resources will be allocated to initiatives designed to increase efficiency and enhance customerservice.>> Key Changes in 2013Uncertain economic conditions continue to result in a high variability in building permit activity, making itdifficult to predict future revenues.Hiring three additional staff will not impact permit fees, but will reduce the department’s contribution to theOBC Administration reserve in 2013. The Council-approved policy regarding the OBC Administration reservefund permits this use and the department expects to continue contributing to the reserve fund in 2014.Reduce contribution to OBC reserve to zero in 2013 to fund three additional staff. The department expects tocontinue contributing to the reserve starting in 2014.Transfer $36,700 from reserves to offset one time costs associated with hiring three additional staff (ie: vehicleacquisitions, advertising)Increase internal charges ($400,170), purchased goods ($92,100) and purchased services ($41,100) due to threeadditional staffIncrease licensing and permit revenue by $400,000 due to higher permit activity experienced through 2012City of Guelph – 2013 Enterprise Budget436

2013 Ontario Building Code (OBC) Administration Budget>> 2013 Operating BudgetThe 2013 OBC Administration Budget has gross expenditures of $2,836,700, including internal charges andtransfers from reserves. The chart below shows the cost by service area:Proposed 2013 OBC Administration Operating Budget (by Service Area)2012ApprovedBudget2013 OBCRequestedBudgetYear/YearChange ($)Year/YearChange (%)RevenueLicenses and Permits ($2,400,000) ($2,800,000) ($400,000) 17%Transfer from Reserves ($94,680) ($36,700) $57,980 0%Total Revenue ($2,494,680) ($2,836,700) ($342,020) 14%ExpendituresPurchased Goods 30,200 122,300 92,100 305%Purchased Services 39,400 80,500 41,100 104%Bank Charges 20,000 20,000 0 0%Internal Charges 2,213,730 2,613,900 400,170 18%Transfer to Reserves 191,350 0 (191,350) -100%Total Expenditures 2,494,680 2,836,700 342,020 14%Net Budget $0 $0 $0 0%City of Guelph – 2013 Enterprise Budget437

2013 Ontario Building Code (OBC) Administration BudgetAs presented, the OBC Administration budget reflects increased recoveries for three new FTE’s. Descriptions ofthese FTEs are available at the end of the OBC Administration section (Tab 5).2013 OBC Administration Budget($2.8 million)Bank Charges1%Purchased Services3%Purchased Goods4%Internal Charges92%2012/2013 Internal Charges Details2012 2013Year/YearChangeDirect Support Costs from Non-OBC Administration 1,702,830 2,155,400 452,570Interdepartmental Service Area Support Costs (e.g. Legal, HR, etc) 510,900 458,500 (52,400)Total Internal Charges 2,213,730 2,613,900 400,170City of Guelph – 2013 Enterprise Budget438

2013 Ontario Building Code (OBC) Administration Budget>> Multi-year Operating BudgetBuilding Services revenue estimates are based on projected building permit sales, and expenditures are basedon the following:Increased compensation costs by three per cent per year in line with historical year over year changes(recognized as an internal charge)Estimated increases of two per cent per year for other expendituresThe summary below is being provided for information only.2013 – 20 16 Multi-year Operating Budget2013 OBCRequestedBudget2014ProposedBudget2015ProposedBudget2016ProposedBudgetRevenueLicenses and Permits ($2,800,000) ($2,875,000) ($2,950,000) ($3,000,000)Transfer from Reserves ($36,700) $0 $0 $0Total Revenue ($2,836,700) ($2,875,000) ($2,950,000) ($3,000,000)ExpendituresPurchased Goods 122,300 48,900 49,900 50,800Purchased Services 80,500 57,000 58,100 59,300Bank Charges 20,000 20,400 20,800 21,200Internal Charges 2,613,900 2,687,100 2,761,900 2,838,700Transfer to Reserves 0 61,600 59,300 30,000Total Expenditures 2,836,700 2,875,000 2,950,000 3,000,000Net Budget $0 $0 $0 $0City of Guelph – 2013 Enterprise Budget439

2013 Ontario Building Code (OBC) Administration Budget>> 2013 Capital BudgetA recommendation from the Corporate Technology Strategy is to review and enhance the AMANDA system.Building Services will contribute to this capital project as follows:2013 - $9,0002014 - $31,2002015 - $31,2002013–2022 Ontario Building Code Capital Budget & Forecast - Service Based(‘000s)Project Category Project Cost Reserve FundedIT Strategic Plan 71.4 71.4Total Capital Budget 71.4 71.4A detailed list of projects is included at the end of this section.>> Reserves and Reserve FundsThe Building Code Act allows municipalities to set permit fees to cover the cost of the administration andenforcement of the Building Code Act and make reasonable contributions to a reserve.The OBC Administration reserve can be used to offset lean years, implement service enhancements and coverunexpected expenses. A Council-approved maximum reserve limit - equal to one year of operating costs -allows staff to prevent automatic increases while maintaining a healthy reserve.City of Guelph – 2013 Enterprise Budget440

2013 Ontario Building Code (OBC) Administration BudgetThe chart that follows describes the purpose of the reserve, the forecasted 2012 to 2015 year end balancesand the upset limits.Reserve or Reserve FundPurpose2013ForecastedBalanceUpset Limit2013ForecastBuilding ServicesStabilization ReserveFunds are transferred in from any surplus buildingpermit fee revenues generated as a result ofvolume. Funds are transferred out, with Councilapproval, to stablize revenues in lean years or tocover unexpected expenses such as training, legalfees, staffing needs, and associated support costs.1,344,963 100% of one-yearof Operating Costs(not including transfersto reserves)47%With future expenditures such as mobile technology and the volatile nature of the construction industry, it isprojected that the reserve will be at the maximum limit within 7 to 10 years.The graph below shows the inter-relationship between permit fees, operating costs and reserve activities.$3,000,000$2,500,000$2,000,000$1,500,000$1,000,000$500,000Permit Fees, Operating Costs and Reserve Activities$02006 2007 2008 2009 2010 2011 2012 20132014 Projected2015 Projected2016 ProjectedPermit Fees ($) Operating Costs ($) Reserve Balance ($)City of Guelph – 2013 Enterprise Budget441

Full-Time Equivalent (FTE) Summary2013 Tax Supported Full-time Equivalent SummaryDepartment2013 BaseFTEGrowthNewServicesImpactFromCapitalCSP2013 FTEChanges2013 TotalFTEDetail A B C D E F=B+C+D+E G=A+FCAO - Mayor, Strategic Planning & Initiatives 7.00 1.00 1.00 8.0Operations, Transit & Emergency Services 612.8 5.20 1.50 - - 6.70 619.5Planning, Building Engineering & Environment* 205.60 3.50 1.00 4.50 210.1Community & Social Services 147.30 3.48 3.48 150.8Corporate and Human Resources 70.00 1.00 5.00 6.00 76.0Finance 43.00 1.00 1.00 44.0Total City Departments 1,085.70 10.70 2.50 3.48 6.00 22.68 1,108.38Police 284.20 - 284.2Library 80.50 - 80.5Total Local Boards 364.70 - - - - - 364.70TOTAL 1,450.40 10.70 2.50 3.48 6.00 22.68 1,473.08FTE Count (FTE = Full Time Equivalent)FTE= a budgeted amount representing permanent full and part-time productive hours of work. Department's budget hours depending on service needs.Full time hours can vary from 2184 to 1820 hours per year, while part time hours can vary from 20 hours to 30 hours in most cases.FTE’s are NOT the same thing as headcount or the number of positions and jobs in the City.442

Appendix 2: City of Guelph2013 Tax Supported Operating BudgetGrowth RequestsPosition NameDescriptionBusinessUnitFTE ImpactSalaries &BenefitsPurchasedGoods &ServicesOne-TimeCostsRevenue /ReducedExpenditure2013 Total 2014 Total 2015 TotalPlanning & Building, Engineering, EnvironmentProperty Standards Inspector (Part-Time)A casual part-time position as a Property Standards Inspector who will work in theInspection Services area of Building Services is being requested. The primary focusof this position will be to enhance enforcement of the City’s Property Standards andYard Maintenance By-laws in the spring and summer months to ensure response tocomplaints within our customer service standard of 3 business days.713-0100 0.50 19,200 4,900 4,300 0 28,400 24,400 24,800Supervisor of Inspections (Funded through the EnterpriseBudget)Building Inspector II (Funded through the EnterpriseBudget)A permanent full time position, the Supervisor of Inspections will report to theManager of Inspection Services and will be responsible for the supervision, guidanceand direction of all Building Inspectors and related support staff. The Supervisor ofInspections will also be responsible for the implementation of several bold culturalchange initiatives, such as a Dormant Permits Program related to permits withoutstanding inspections, a Mentoring and Job Shadowing Program, a Training andDevelopment Program for Building Inspectors and an enhanced Legal ProceedingsProgram.A permanent full time position, the Building Inspector II will work in the InspectionServices area of Building Services. The primary purpose of this position will be toconduct Ontario Building Code inspections. Duties will also include inspections andfollow up-up efforts on non-compliance issues such as dormant permits withoutstanding inspections.It is proposed that the present Manager of Permit and Zoning Services position beseparated into two positions;a) A Manager of Permit Services position, andb) A Manager of Zoning Services position.713-0100 1.00 115,900 16,700 33,800 (166,400) 0 0 0713-0100 1.00 95,100 14,400 33,800 (143,300) 0 0 0Manager of Permit Services (Funded through theEnterprise Budget)The Manager of Permit Services will report to the Chief Building Official and will beresponsible for the management, supervision, guidance, and direction of all PermitServices Staff. This person will be responsible for the issuance of all Building Permitsin the City of Guelph, as well as monitoring the quality of permit review and theprovincially mandated building permit turnaround times.The Manager of Zoning Services will report to the Chief Building Official and will beresponsible for the management, supervision, guidance, and direction of all ZoningServices Staff. This person will be responsible for the administration andenforcement of the Zoning By-law and related municipal by-laws.It is proposed that the present Manager of Permit and Zoning Services position beseparated into two positions;a) A Manager of Permit Services position, andb) A Manager of Zoning Services position.713-0100 1.00 140,600 12,700 6,800 (160,100) 0 0 0Total Planning & Building, Engineering, EnvironmentThe Manager of Permit Services will report to the Chief Building Official and will beresponsible for the management, supervision, guidance, and direction of all PermitServices Staff. This person will be responsible for the issuance of all Building Permitsin the City of Guelph, as well as monitoring the quality of permit review and thei i ll d t d b ildi it t d ti3.50 370,800 48,700 78,700 (469,800) 28,400 24,400 24,800Operations, Transit & Emergency ServicesMobility SupervisorThe provision of mobility services in the City of Guelph was subject to a detailedreview as part of the Transit Growth Strategy. The Transit Growth Strategyrecommended a number of changes to the existing model to improve service levelsand accommodate growing demand for mobility services in the future. One of therecommendations was the creation of the Mobility Supervisor position. The positionwould be responsible for the day to day operations of Guelph Transit’s MobilityServices area, assisting the Supervisor, Transit Operations with planning,efficiencies, statistical analysis, etc, thereby allowing the administration andtransportation functions to be consolidated and managed effectively.735-0100 1.00 84,500 500 3,200 0 88,200 86,100 87,800443

Appendix 2: City of Guelph2013 Tax Supported Operating BudgetGrowth RequestsSchool Crossing Guard Coordinator/Clerical SupportCrossing Guards and Spare Crossing GuardsFleet Asset Safety & Efficiency TrainerTechnical Assistant for Operations, Transit, andEmergency ServicesTotal Operations, Transit & Emergency ServicesThis position will work closely with the Supervisor of Traffic Investigations toadminister the adult school crossing guard program, train new employees, establishworking relationships with the school boards, develop educational materials for theschool crossing guard program, and be a backup when guards are not available. Inaddition, this position will lend much needed clerical support to the Traffic & ParkingDivision when not acting as the Co-ordinator.Six new crossing guards are required at five existing school crossings as part of theschool crossing guard program to improve safety for children attending City schools.Three additional spare guards are required as stand-by to ensure coverage whenregularly scheduled guards are unexpectedly unavailable. The practice of usingbylaw staff or other staff to address the unavailability of the school crossing guardhas increased, impacting other service levels in other areas and is not financiallysustainableThis position would address due diligence gaps in driver training and monitoring ofCity drivers and equipment operators and provide continuous awareness of properfuel efficient driving techniques. This position would have a direct impact onensuring the City of Guelph meets the Ministry of Transportation CVOR standards forthe corporate fleet.This position will provide needed technical support to the Service Area by compilingtechnical information for Tenders; assisting with the researching, assessment andimplementation of industry best practices; and assisting with the investigation andprocessing of third party claims against the City. The position will also assist with themore timely handling of directions from Council and Committees of Council.720-3640 1.00 75,200 2,000 6,300 0 83,500 79,300 81,400720-3640 1.20 52,900 5,500 600 0 59,000 58,100 59,700720-0510 1.00 73,500 1,000 0 (66,000) 8,500 75,500 77,600720-2552 1.00 88,300 1,000 10,600 0 99,900 96,200 98,0005.20 374,400 10,000 20,700 (66,000) 339,100 395,200 404,500Corporate & Human ResourcesLegal Consulting FeesWater and Wastewater Communications Coordinator(Funded through the Enterprise Budget)Total Corporate & Human ResourcesFinance & EnterpriseAccounting ClerkTotal Finance & EnterpriseAn increase to the Legal consulting fees of $125,000 is to lessen the amount of thecontinued negative variances and to show real costs. This money is spent onexternal legal costs and, in the case of OMB files, planning consultants.Water Services and Wastewater Services are requesting a Water and WastewaterCommunications Coordinator FTE to more efficiently and best support ongoingdepartmental communications needs, including enhanced capacity for strategiccommunications, stakeholder engagement and issues management. The proposedexpansion poses no net financial impact (net zero) to the 2013 Enterprise Budget.Funding for the position is created through internal efficiencies stemming from priorfunding of a Communications Coordinator contract position (2012) and a decrease incurrent annual expenditures for external professional communications servicesRecommend hiring a full time Accounting Clerk to provide segregation of duties,complete tasks that for the past year were done by a part time clerk, and to providecoverage during peak times of activity708-0100 - 0 125,000 0 0 125,000 125,000 125,000707-0199 1.00 79,000 3,300 3,500 (85,800) 0 0 01.00 79,000 128,300 3,500 (85,800) 125,000 125,000 125,000705-0200 1.00 58,700 0 0 (75,000) (16,300) (15,100) (13,900)1.00 58,700 0 0 (75,000) (16,300) (15,100) (13,900)Total Growth Requests 10.70 882,900 187,000 102,900 (696,600) 476,200 529,500 540,400444

Appendix 2: City of Guelph2013 Tax Supported Operating BudgetNew Service RequestsPosition NamePlanning & Building, Engineering, EnvironmentRisk Management Official(RMO) (Funded through theEnterprise Budget)Total Planning & Building, Engineering, EnvironmentDescriptionRequired under Part IV of the Ontario Clean Water Act, theCity will assume responsibility for regulation of drinking waterthreats. The RMO will be responsible for ensuring adherenceto the legislative requirements outlined in Part IV of the Act.The role of this position includes negotiating or establishingrisk management plans, accepting risk assessments, issuingorders and notices and establishing rules, or policies.BusinessUnitFTE ImpactSalaries &BenefitsPurchasedGoods &ServicesOne-TimeCostsRevenue /ReducedExpenditures2013 Total 2014 Total 2015 Total721-6218 1.00 140,200 57,100 14,000 (211,300) 0 0 01.00 140,200 57,100 14,000 (211,300) 0 0 0Operations, Transit & Emergency ServicesUrban Forest ManagementPlanThis expansion package is for the basic resources needed in2013 to support the Urban Forestry Management Plan. It isproposed that 1.5 FTE's (of the original 4 requested in theCommittee report) be hired in 2013. One, a Senior Foresterand the other a technical support position. The remainingpositions will be pursued in subsequent budget years.720-2326 1.50 176,500 67,100 16,400 0 260,000 474,500 483,300Total Operations, Transit & Emergency Services1.50 176,500 67,100 16,400 0 260,000 474,500 483,300Total New Service Requests 2.50 316,700 124,200 30,400 (211,300) 260,000 474,500 483,300445

Appendix 2: City of Guelph2013 Tax Supported Operating BudgetImpact from Capital RequestsPosition NameCommunity & Social ServicesPart-time wages, benefits andmaterials for parkmaintenanceTotal Community & Social ServicesOperations, Transit & Emergency ServicesIncrease to ComputingServices ChargebackTotal Operations, Transit & Emergency ServicesCorporate & Human ResourcesIncrease to ComputingServices RecoveryTotal Corporate & Human ResourcesDescriptionCastlebury Park PK0003/Eastview Sports ParkPK0014/Wilson Farm Park GG 0219Wages, benefits and materials funding to maintain the newlydeveloped parkIn 2013 the computing services chargebacks to GWEMS haveincreased due to the addition of 20 computers to GWEMSinventoryIn 2013 the computing services recovery to ITS has increasedas a result of higher support department cost allocations toGWEMSBusinessUnitFTE ImpactSalaries &BenefitsPurchasedGoods &ServicesOne-TimeCostsRevenue /ReducedExpenditures2013 Total 2014 Total 2015 TotalVarious 3.48 185,400 57,500 1,700 (49,000) 195,600 192,800 196,7003.48 185,400 57,500 1,700 (49,000) 195,600 192,800 196,700733-0100 - 0 134,300 0 0 134,300 0 0- 0 134,300 0 0 134,300 0 0704-0350 - 0 0 0 (134,300) (134,300) 0 0- 0 0 0 (134,300) (134,300) 0 0Local BoardsAddtional Police servicevehiclesTwo new motorcycles with the creation of the motorcycleunit, two additional vans in the tactical division and anadditional holdback vehicle in the neighbourhood division.There will be increased uniform, fuel, operating andmaintenance costs related to these vehicles.712-0210,712-0220,712-0270,712-0565,712-0580- 0 36,900 0 36,900 37,638 38,391Total Local Boards 0 0 36,900 0 0 36,900 37,638 38,391Total Impact from Capital Requests3.48 185,400 228,700 1,700 (183,300) 232,500 230,438 235,091446

Appendix 2: City of Guelph2013 Tax Supported Operating BudgetCSP RequestsOffice of the CAOPosition NameDescriptionBusinessUnitFTE ImpactSalaries &BenefitsPurchasedGoods &ServicesOne-TimeCostsRevenue /ReducedExpenditures2013 Total 2014 Total 2015 TotalInternal Audit Consulting Expand budget to fund external support and/or consulting for ongoing reviews/audits 703-0100 - 0 100,000 0 -100,000 0 200,000 200,000Senior Policy AdvisorTotal Office of the CAOPlanning & Building, Engineering, EnvironmentJoint Operational ReviewTotal Planning & Building, Engineering, EnvironmentCorporate & Human ResourcesCommunications and Issues Management CoordinatorOpen Government StrategyCorporate Applications AnalystCities are legislatively required to respond to policy, service and program decisionsdetermined by our provincial and federal government. The decisions often directlyimpact on the lives of residents and can have significant financial implications.Organizations such as the FCM, AMO and the Large Urban Mayors' Caucus of Ontario(LUMCO) are designed to interface with federal and provincial levels of government,assess policy changes and speak broadly for member cities and regions BUT notnecessarily for the interests of individual municipalities. To be successful, Guelphcontinues to leverage the work of these organizations but must also rely on its owncapacity to build and maintain its intergovernmental relationships, specific to its ownrequirements; to be 'at the table' to influence and advocate proactively ongovernment policy initiatives and program reviews; and to compete for partnershipopportunities with and/or receive provincial and federal funding for initiatives. Formany years, the City has acted with federal and provincial ministries and their agents,along with their respective administrations on an "ad hoc" or project basis. Anopportunity now exists to provide this service in a more coordinated and strategicmanner to delivery strong results. This position will support Council, CAO and ETthrough the provision of expert advice and guidance on provincial and federal policymatters. The position will deliver corporate policy support, critical analysis, advocacyapproaches and support the city bringing its positions forward to other levels ofgovernment and private partners. It will also ensure the enhancement of interagencyrelations and partnerships, supporting the Corporation to position the Citywell, for increased engagement, voice in issues, and exploration of alternative fundingoptions.Review aspects of the integration and orientation of new employees while providingmentorship and training in addition to the development of an overall CommunicationStrategy in the support of the Development Review Process.To increase the organization’s ability to effectively forecast potential issues, preventescalation and manage issues as they unfold, the Corporate Communicationsdepartment is requesting one full-time communications and issues managementcoordinator.Council approved the creation of an Innovation Pilot Project Team on OpenGovernment as a 2012 Strategic Initiative. In order to move this initiative forward, theCity Clerk will be presenting an Open Government Framework to Council in the fourthquarter of 2012. The Framework will serve as a reference point for all future andrelated initiatives and will include a recommendation to strike an internal workinggroup to help guide the project. The working group will be led by the City Clerk butwill require the support of a subject matter expert to assist in developing acomprehensive strategy and implementation plan to provide clear direction in relationto project management, governance, timing, deliverables and resources. Supportfrom professional consulting during this second phase of the project will ensure that itincludes practical goals and objectives which are fully sustainable. It will also ensurethat the project is well informed by experiences of other worldwide public sectororganizations who have implemented similar projects and strategies. It is estimatedthat the contract for a consultant to assist in the development of an OpenGovernment Strategy will be approximately $100,00 and will take a minimum of 3-4months to complete.These positions support the pillars of IT Sustainability and Service Delivery Standards.The strategy states “The current resource base within IT is under-resourced andunder-skilled in a number of critical areas, specifically related to the utilization andsupport of business systems. New resources need to be introduced that bring newskills into the organization, in business analysis, application support and projectmanagement.” “…these roles are critical to add both new capacity and the skill setsrequired to deliver the strategy and to sustain technology investments.”703-0000 1.00 111,700 0 8,300 120,000 115,100 118,6001.00 111,700 100,000 8,300 -100,000 120,000 315,100 318,600721-7100 - 0 75,000 0 0 75,000 75,000 75,000- 0 75,000 0 0 75,000 75,000 75,000707-0199 1.00 76,200 6,700 2,100 0 85,000 77,600 79,000704-0100 - 0 0 100,000 (100,000) 0 0 0704-0300 2.00 232,100 4,100 8,000 0 244,200 235,800 240,400447

Appendix 2: City of Guelph2013 Tax Supported Operating BudgetCSP RequestsPosition NameDescriptionBusinessUnitFTE ImpactSalaries &BenefitsPurchasedGoods &ServicesOne-TimeCostsRevenue /ReducedExpenditures2013 Total 2014 Total 2015 TotalBusiness AnalystIssues Management TrainingCivics Development TrainingCSP TrainingTotal Corporate & Human ResourcesFinance & EnterpriseFacility Optimization CoordinatorFacility Energy AuditingContinuous Facility CommissioningTotal Finance & EnterpriseThese positions support the pillars of IT Sustainability and Service Delivery Standards.The strategy states “The current resource base within IT is under-resourced andunder-skilled in a number of critical areas, specifically related to the utilization andsupport of business systems. New resources need to be introduced that bring newskills into the organization, in business analysis, application support and projectmanagement.” “…these roles are critical to add both new capacity and the skill setsrequired to deliver the strategy and to sustain technology investments.”To support the implementation of a corporate issues management framework alreadyunderway, the Corporate Communications department is requesting issuesmanagement training for City staff to reinforce the corporate framework and anyrelated policies, principles and guidelines. All employees have a role to play in issuesmanagement; identifying risks and taking actions to protect and enhance thereputation of the organization.The City’s Core Competencies will be updated to align with the new CorporateStrategic Plan. The Core Competencies identify knowledge and skill requirements fororganization-wide key capabilities for front line employees, lead hands, supervisors,manager/GMs and executive directors. The competency “Demonstratesorganizational awareness” has a knowledge component of “Understands the structureof the City’s local government including the role of Council and how your job fitswithin the overall structure.” The Civics Development Training will support thisknowledge component.The six core competencies describe knowledge and skill requirements across all levelsof leadership. Once updated and aligned with the Corporate Strategic Plan a numberof training courses will be required to support learning and competency development.It is anticipated that leadership development courses on topics such as creativeproblem solving, integrative thinking, and lean principles will be required.Optimizing building energy performance is a cornerstone of the Corporate EnergyManagement Program. The Coordinator function will work with maintenance staff andfacility managers in the monitoring, optimization, and trouble shooting of existing andplanned building automation systems. The Coordinator function is a critical supportrole to the Corporate Energy Management Program through their involvement intracking City facilities’ energy consumption with the utility energy managementaccounting software. The Coordinator function will also be responsible for thecommissioning of mechanical and electrical systems in our new facilities andsupporting retro-commissioning of these systems in our existing buildings. Finally, theCoordinator function will also be the lead with respect to maintenance, installation,and set up of these building automation systemsThis task represents additional energy auditing beyond the 13 facility energy auditsconducted in 2012. This work will be conducted using an outside consultant inconjunction with a hired commissioning team. Estimated fee for this work is $75kWhile the work will be spearheaded using a hired commissioning team, continuouscommissioning requires the involvement of all stakeholders, including seniormanagement, engineering, O&M personnel, vendors and facility users/occupants.The commissioning process is not a one-time event, but rather an ongoing activitythat continues throughout the life-cycle of a facility. Estimated fee for this work is$50k per year704-0300 2.00 232,100 4,100 8,000 0 244,200 235,800 240,400707-0199 - 0 0 50,000 (50,000) 0 0 0706-0200 - 0 0 10,000 (10,000) 0 0 0706-0200 - 0 0 45,000 (45,000) 0 0 05.00 540,400 14,900 223,100 (205,000) 573,400 549,200 559,800707-0143 - 0 80,000 0 0 80,000 82,500 85,000707-0143 - 0 75,000 0 0 75,000 77,300 80,000707-0143 - 0 50,000 0 0 50,000 51,500 53,000- 0 205,000 0 0 205,000 211,300 218,000Total CSP Requests 6.00 652,100 319,900 231,400 (305,000) 973,400 1,075,600 1,096,400Note: $120,000 related to funding professional services related to the public affairs portfolio has been included in the CAO Adminstration base budget.448

Appendix 2: City of Guelph2013 Enterprise BudgetFTE Requests Court ServicesDept Position Name DescriptionThis expansion is to provide a Facility Maintainer to carry out cleaning and maintenanceof the Provincial Offences Court facility. This expansion will reduce operating costs,provide more efficient and timely cleaning and maintenance services, reduce resourceCourt Facility Maintainerrequirements on other departments and serve to better manage liabilities and risksassociated with operating the facility.This expansion results in annual cost savings to the Court Services Department ofapproximately $40,000Total FTE Requests- Court ServicesPurchasedGoods &ServicesRevenue /ReducedExpenditures 2013 Total 2014 Total 2015 TotalBusinessSalaries &One-TimeUnit FTE Impact BenefitsCosts708-0200 1.00 79,700 1,700 5,500 (126,900) (40,000) (43,500) (41,900)1.00 79,700 1,700 5,500 (126,900) (40,000) (43,500) (41,900)449

Appendix 3: Equipment Replacement Reserve Fund Continuity SummaryFire Fire Dispatch Transit Police Waste Management Computer Play Operations Fleet Equipment TotalClosing Balance December 31, 2012 72,784 45,219 5,520 1,444,188 (22,776) 9,283 (1,572,394) (18,176)2013Transfers Out (2,311,800) (1,456,000) (1,457,700) (1,630,200) (1,418,700) (170,400) (4,027,210) (12,472,010)Debt Charges - PrincipalDebt Charges - InterestTransfers In 2,246,800 1,416,000 1,457,700 224,900 1,453,700 170,400 4,027,210 10,996,710Debt IssueInterest Earned 1,039 651 142 19,132 (136) 240 (40,568) (19,500)Closing Balance December 31, 2013 8,823 5,870 5,663 58,020 12,088 9,522 (1,612,962) (1,512,976)2014Transfers Out (775,400) (1,902,300) (1,544,500) (982,700) (1,101,600) (238,700) (3,135,100) (9,680,300)Debt Charges - PrincipalDebt Charges - InterestTransfers In 775,400 1,902,300 1,544,500 982,700 1,101,600 238,700 3,595,100 10,140,300Debt IssueInterest Earned 228 151 146 1,497 312 246 (35,680) (33,101)Closing Balance December 31, 2014 9,051 6,021 5,809 59,517 12,400 9,768 (1,188,643) (1,086,077)2015Transfers Out (1,648,880) (1,800,000) (1,105,800) (850,000) (1,362,500) (447,000) (2,140,000) (9,354,180)Debt Charges - PrincipalDebt Charges - InterestTransfers In 1,648,880 1,800,000 1,105,800 850,000 1,362,500 447,000 2,600,000 9,814,180Debt IssueInterest Earned 234 155 150 1,536 320 252 (24,733) (22,087)Closing Balance December 31, 2015 9,284 6,176 5,959 61,053 12,720 10,020 (753,376) (648,163)2016Transfers Out (1,149,300) (1,950,000) (2,442,400) (700,000) (1,411,900) (408,200) (3,070,500) (11,132,300)Debt Charges - PrincipalDebt Charges - InterestTransfers In 1,149,300 1,950,000 2,442,400 700,000 1,411,900 408,200 3,530,500 11,592,300Debt IssueInterest Earned 240 159 154 1,575 328 259 (13,503) (10,789)Closing Balance December 31, 2016 9,524 6,336 6,113 62,628 13,048 10,279 (306,879) (198,952)2017Transfers Out (292,840) (2,208,100) (1,026,400) (800,000) (1,326,800) (376,000) (5,141,200) (11,171,340)Debt Charges - PrincipalDebt Charges - InterestTransfers In 292,840 2,208,100 1,026,400 800,000 1,326,800 376,000 5,601,200 11,631,340Debt IssueInterest Earned 246 163 158 1,616 337 265 (1,983) 801Closing Balance December 31, 2017 9,770 6,499 6,270 64,244 13,385 10,544 151,138 261,8492018Transfers Out (2,643,600) (2,821,400) (1,310,500) (816,000) (1,488,400) (457,100) (4,900,500) (14,437,500)Debt Charges - PrincipalDebt Charges - InterestTransfers In 2,643,600 600 2,821,400 1,310,500 816,000 1,488,400 400 457,100 5,360,500 500 14,897,500Debt IssueInterest Earned 252 168 162 1,657 345 272 9,833 12,690Closing Balance December 31, 2018 10,022 6,667 6,432 65,901 13,730 10,816 620,971 734,5392019Transfers Out (389,440) (2,675,600) (1,816,000) (1,323,000) (1,327,300) (413,000) (5,862,900) (13,807,240)Debt Charges - PrincipalDebt Charges - InterestTransfers In 389,440 2,675,600 1,816,000 1,323,000 1,327,300 413,000 6,322,900 14,267,240Debt IssueInterest Earned 259 172 166 1,700 354 279 21,955 24,885Closing Balance December 31, 2019 10,280 6,839 6,598 67,601 14,084 11,095 1,102,926 1,219,4242020Transfers Out (1,672,700) (2,280,800) (1,220,800) (801,000) (1,294,700) (354,200) (4,604,100) (12,228,300)Debt Charges - PrincipalDebt Charges - InterestTransfers In 1,672,700 2,280,800 1,220,800 801,000 1,294,700 354,200 5,064,100 12,688,300Debt IssueInterest Earned 265 176 170 1,744 363 286 34,390 37,395Closing Balance December 31, 2020 10,546 7,015 6,768 69,345 14,448 11,381 1,597,316 1,716,8192021Transfers Out (369,600) (3,083,000) (1,612,700) (1,290,000) (1,527,900) (285,300) (3,792,200) (11,960,700)Debt Charges - PrincipalDebt Charges - InterestTransfers In 369,600 3,083,000 1,612,700 1,290,000 1,527,900 285,300 4,252,200 12,420,700Debt IssueInterest Earned 272 181 175 1,789 373 294 47,145 50,228Closing Balance December 31, 2021 10,818 7,196 6,943 71,135 14,820 11,675 2,104,461 2,227,0472022Transfers Out (783,400) (2,672,000) (1,093,300) (1,000,000) (1,222,800) (644,700) (5,487,400) (12,903,600)Debt Charges - PrincipalDebt Charges - InterestTransfers In 783,400 2,672,000 1,093,300 1,000,000 1,222,800 644,700 5,947,400 13,363,600Debt IssueInterest Earned 279 186 179 1,835 382 301 60,229 63,392Closing Balance December 31, 2022 11,097 7,382 7,122 72,970 15,203 11,976 2,624,690 2,750,439450Page 1 of 8

Appendix 3: Departmental Capital Reserve Fund Continuity SummaryEconomicRecreation &DepartmentalCapital TotalParking Library Police Roads Stormwater Park Planning Policy Planning Development OperationsCulture Transit Fire Corporate Property Information Services Waste Management Closing Balance December 31, 2012 525,428 690,397 364,938 56,510 20,667 8,659 21,878 22,191 17,377 73,612 323,034 53,453 14,160 68,847 422,509 2,683,6612013Transfers Out (430,000) (95,000) (112,000) (811,000) (900,000) (115,000) (315,230) (1,082,800) (156,500) (544,150) (35,000) (903,500) (420,000) (5,920,180)Debt Charges - PrincipalDebt Charges - InterestTransfers In 95,000 112,000 776,000 885,000 115,000 295,230 1,072,800 156,500 229,625 837,500 4,574,655Debt IssueInterest Earned 8,009 17,812 9,415 1,006 340 223 306 573 319 1,899 4,277 928 365 925 5,483 51,881Closing Balance December 31, 2013 103,437 708,209 374,354 22,517 6,007 8,882 2,184 22,764 7,696 75,512 12,786 19,381 14,526 3,772 7,992 1,390,0182014Transfers Out (950,000) (175,000) (130,600) (690,000) (750,000) (152,500) (378,210) (1,653,400) (20,000) (748,650) (807,900) (150,000) (6,606,260)Debt Charges - PrincipalDebt Charges - InterestTransfers In 848,000 175,000 130,600 690,000 750,000 152,500 378,210 1,653,400 20,000 748,650 807,900 150,000 6,504,260Debt IssueInterest Earned 1,353 18,272 9,658 581 155 229 56 587 199 1,988 330 500 375 97 206 34,586Closing Balance December 31, 2014 2,790 726,481 384,012 23,098 6,162 9,111 2,241 23,351 7,895 77,499 13,116 19,881 14,900 3,869 8,198 1,322,6042015Transfers Out (1,230,000) (131,000) (881,700) (365,000) (750,000) (250,000) (373,165) (1,493,100) (72,600) (415,580) (999,000) (6,961,145)Debt Charges - PrincipalDebt Charges - InterestTransfers In 1,230,000 131,000 881,700 365,000 750,000 250,000 373,165 1,493,100 72,600 415,580 999,000 6,961,145Debt IssueInterest Earned 72 18,743 9,908 596 159 235 58 602 204 2,078 338 513 384 100 212 34,202Closing Balance December 31, 2015 2,862 745,224 393,920 23,694 6,320 9,346 2,299 23,954 8,098 79,577 13,454 20,394 15,285 3,969 8,410 1,356,8062016Transfers Out (1,010,000) (250,000) (42,200) (1,605,000) (150,000) (660,000) (380,410) (1,296,670) (112,600) (181,930) (150,000) (5,838,810)Debt Charges - PrincipalDebt Charges - InterestTransfers In 1,010,000 250,000 42,200 1,605,000 150,000 660,000 380,410 1,296,670 112,600 181,930 150,000 5,838,810Debt IssueInterest Earned 74 19,227 10,163 611 163 241 59 618 209 2,171 347 526 394 102 217 35,124Closing Balance December 31, 2016 2,936 764,451 404,083 24,305 6,484 9,587 2,358 24,572 8,307 81,749 13,801 20,920 15,679 4,072 8,627 1,391,9292017Transfers Out (635,000) (150,000) (108,800) (390,000) (340,000) (1,555,000) (213,190) (1,701,020) (395,000) (244,380) (65,500) (980,000) (6,777,890)Debt Charges - PrincipalDebt Charges - InterestTransfers In 635,000 150,000 108,800 390,000 340,000 1,555,000 213,190 1,701,020 395,000 244,380 65,500 980,000 6,777,890Debt IssueInterest Earned 76 19,723 10,425 627 167 247 61 634 214 2,267 356 540 405 105 223 36,069Closing Balance December 31, 2017 3,012 784,174 414,508 24,932 6,651 9,835 2,419 25,206 8,522 84,016 14,157 21,460 16,084 4,177 8,849 1,427,9992018Transfers Out (245,000) (185,000) (43,000) (1,750,000) (300,000) (1,415,000) (1,333,980) (395,000) (43,630) (600,000) (6,310,610)Debt Charges - PrincipalDebt Charges - InterestTransfers In 245,000 185,000 43,000 1,750,000 300,000 1,415,000 1,333,980 395,000 43,630 600,000 6,310,610Debt IssueInterest Earned 78 20,232 10,694 643 172 254 62 650 220 2,365 365 554 415 108 228 37,039Closing Balance December 31, 2018 3,090 804,405 425,202 25,575 6,822 10,088 2,481 25,856 8,741 86,380 14,522 22,013 16,499 4,284 9,078 1,465,0382019Transfers Out (1,265,000) (43,400) (1,950,000) (1,350,000) (1,335,000) (170,795) (1,948,750) (576,500) (119,340) (2,200,000) (10,958,785)Debt Charges - PrincipalDebt Charges - InterestTransfers In 1,265,000 43,400 1,950,000 1,350,000 1,335,000 170,795 1,948,750 576,500 119,340 2,200,000 10,958,785Debt IssueInterest Earned 80 20,754 10,970 660 176 260 64 667 226 2,465 375 568 426 111 234 38,034Closing Balance December 31, 2019 3,169 825,159 436,173 26,235 6,998 10,349 2,545 26,523 8,967 88,845 14,897 22,581 16,924 4,395 9,312 1,503,0732020Transfers Out (460,000) (435,000) (112,000) (2,609,000) (750,000) (1,995,000) (211,075) (2,283,650) (570,000) (122,515) (80,000) (65,500) (3,225,000) (12,918,740)Debt Charges - PrincipalDebt Charges - InterestTransfers In 460,000 435,000 112,000 2,609,000 750,000 1,995,000 211,075 2,283,650 570,000 122,515 80,000 65,500 3,225,000 12,918,740Debt IssueInterest Earned 82 21,289 11,253 677 181 267 66 684 231 2,568 384 583 437 113 240 39,055Closing Balance December 31, 2020 3,251 846,448 447,426 26,912 7,179 10,616 2,611 27,207 9,198 91,413 15,281 23,164 17,361 4,508 9,552 1,542,1282021Transfers Out (1,135,000) (44,200) (3,570,000) (600,000) (1,560,000) (149,495) (3,230,260) (591,000) (110,920) (2,500,000) (13,490,875)Debt Charges - PrincipalDebt Charges - InterestTransfers In 1,135,000 44,200 3,570,000 600,000 1,560,000 149,495 3,230,260 591,000 110,920 2,500,000 13,490,875Debt IssueInterest Earned 84 21,838 11,544 694 185 274 67 702 237 2,674 394 598 448 116 246 40,102Closing Balance December 31, 2021 3,335 868,286 458,969 27,606 7,364 10,890 2,678 27,909 9,436 94,087 15,676 23,761 17,809 4,625 9,799 1,582,2302022Transfers Out (800,000) (90,000) (44,600) (5,900,000) (2,475,000) (1,090,000) (2,777,900) (380,000) (83,880) (75,000) (13,716,380)Debt Charges - PrincipalDebt Charges - InterestTransfers In 800,000 90,000 44,600 5,900,000 2,475,000 1,090,000 2,777,900 380,000 83,880 75,000 13,716,380Debt IssueInterest Earned 86 22,402 11,841 712 190 281 69 720 243 2,782 404 613 459 119 253 41,176Closing Balance December 31, 2022 3,421 890,688 470,811 28,319 7,554 11,170 2,747 28,629 9,679 96,869 16,080 24,374 18,268 4,744 10,051 1,623,406451Page 5 of 8

Appendix 3: City Strategies Reserve Fund Continuity SummaryCapital Taxation DC Exemptions Accessibility Capital Road Infrastructure Building Life CycleAsset Renewal(Hydro Note)Strategy TotalClosing Balance December 31, 2012 3,854,964 970,583 258,523 163,817 518,513 14,456,365 20,222,7642013Transfers Out (13,000) (1,169,220) (142,000) (1,445,000) (2,960,000) (1,872,700) (7,601,920)Debt Charges - PrincipalDebt Charges - InterestTransfers In 1,971,671 2,000,000 1,295,000 2,560,000 7,826,671Debt IssueInterest Earned 124,725 35,758 4,838 2,291 8,218 348,816 524,647Closing Balance December 31, 2013 5,938,360 1,837,121 121,361 16,108 126,731 12,932,481 20,972,1612014Transfers Out (799,525) (200,000) (3,105,500) (2,037,000) (1,639,900) (7,781,925)Debt Charges - PrincipalDebt Charges - InterestTransfers In 1,096,634 1,500,000 200,000 3,105,500 2,037,000 95,000 8,034,134Debt IssueInterest Earned 167,356 56,434 3,131 416 3,270 313,729 544,335Closing Balance December 31, 2014 7,202,350 2,594,030 124,492 16,524 130,000 11,701,310 21,768,7052015Transfers Out (517,015) (150,000) (1,840,500) (1,791,000) (759,800) (5,058,315)Debt Charges - PrincipalDebt Charges - InterestTransfers In 1,439,811 1,500,000 150,000 1,840,500 1,791,000 95,000 6,816,311Debt IssueInterest Earned 204,394 79,606 3,212 426 3,354 293,318 584,311Closing Balance December 31, 2015 8,846,555 3,656,621 127,704 16,950 133,354 11,329,828 24,111,0122016Transfers Out (929,620) (200,000) (1,977,150) (2,526,500) (849,800) (6,483,070)Debt Charges - PrincipalDebt Charges - InterestTransfers In 2,496,517 1,500,000 200,000 1,977,150 2,526,500 95,000 8,795,167Debt IssueInterest Earned 260,446 101,699 3,295 437 3,441 282,573 651,890Closing Balance December 31, 2016 11,603,518 4,328,700 130,998 17,387 136,795 10,857,601 27,074,9992017Transfers Out (769,580) (200,000) (2,365,190) (3,077,900) (776,900) (7,189,570)Debt Charges - PrincipalDebt Charges - InterestTransfers In 3,062,664 1,500,000 200,000 2,365,190 3,077,900 95,000 10,300,754Debt IssueInterest Earned 338,879 121,103 3,380 449 3,529 271,330 738,669Closing Balance December 31, 2017 15,005,062 062 5,180,223 134,378378 17,836 140,324 10,447,030 030 30,924,8532018Transfers Out (14,000) (436,870) (200,000) (2,428,200) (2,873,000) (888,000) (6,840,070)Debt Charges - PrincipalDebt Charges - InterestTransfers In 2,620,762 1,500,000 200,000 2,428,200 2,873,000 95,000 9,716,962Debt IssueInterest Earned 420,758 147,364 3,467 460 3,620 259,304 834,973Closing Balance December 31, 2018 18,032,581 6,390,717 137,845 18,296 143,944 9,913,334 34,636,7172019Transfers Out (508,020) (200,000) (2,940,700) (2,217,500) (888,000) (6,754,220)Debt Charges - PrincipalDebt Charges - InterestTransfers In 2,316,350 1,500,000 200,000 2,940,700 2,217,500 95,000 9,269,550Debt IssueInterest Earned 495,122 177,677 3,556 472 3,714 245,534 926,075Closing Balance December 31, 2019 20,844,053 7,560,374 141,402 18,768 147,658 9,365,868 38,078,1222020Transfers Out (670,660) (200,000) (1,700,000) (1,942,500) (888,000) (5,401,160)Debt Charges - PrincipalDebt Charges - InterestTransfers In 6,646,462 1,500,000 200,000 1,700,000 1,942,500 95,000 12,083,962Debt IssueInterest Earned 623,516 205,756 3,648 484 3,810 231,410 1,068,624Closing Balance December 31, 2020 28,114,030 8,595,470 145,050 19,252 151,468 8,804,278 45,829,5482021Transfers Out (661,920) (200,000) (2,268,200) (1,065,000) (888,000) (5,083,120)Debt Charges - PrincipalDebt Charges - InterestTransfers In 9,376,448 1,500,000 200,000 2,268,200 1,065,000 95,000 14,504,648Debt IssueInterest Earned 846,298 232,574 3,742 497 3,908 216,921 1,303,940Closing Balance December 31, 2021 38,336,777 9,666,124 148,792 19,749 155,376 8,228,199 56,555,0162022Transfers Out (661,480) (200,000) (3,000,000) (917,500) (888,000) (5,666,980)Debt Charges - PrincipalDebt Charges - InterestTransfers In 15,143,597 1,500,000 200,000 3,000,000 917,500 95,000 20,856,097Debt IssueInterest Earned 1,184,441 260,203 3,839 510 4,009 202,058 1,655,059Closing Balance December 31, 2022 54,664,815 10,764,847 152,631 20,258 159,384 7,637,257 73,399,192452Page 2 of 8

Appendix 3: Miscellaneous Discretionary Reserve Fund Continuity SummaryMcCrae Moon-Sleeman Centre TreeCityTransportationHouse MacKiegan Library Landfill Public Transit Naming Rights and Donation Sleeman Infrastructure Investing inRoad Industrial River Run Locomotive Demand GreenhouseBrownfield MiscellaneousDevelopment Artifacts Bequests Compensation Improvement Sponsorship Capital Program Centre Stimulus Ontario City RInC Widening Land Centre Capital 6167 ManagementGas Greening Public Art Capital (IMICO) Discretionary TotalClosing Balance December 31, 2012 137,541 13,836 178,798 67,191 (5,309) 2,776 51 36,895 2,512,321 675,411 15,726 979,080 617,726 122,766 563 21,414 240,864 57,800 207,807 14,293 5,956,9372013Transfers Out (91,415) (651,300) (600,000) (58,000) (100,000) (25,000) (200,000) (50,000) (1,775,715)Debt Charges - PrincipalDebt Charges - InterestTransfers In 90,000 75,000 147,000 50,000 362,000Debt IssueInterest Earned 3,549 357 4,613 1,734 (137) 53 1 952 64,818 9,024 406 25,260 8,197 3,387 15 552 6,821 1,169 2,781 369 135,452Closing Balance December 31, 2013 141,090 14,193 183,411 68,924 (5,446) 1,414 52 37,847 2,577,138 33,135 16,132 1,004,341 25,924 143,152 578 21,967 294,684 33,969 10,588 14,662 4,678,6742014Transfers Out (30,000) (91,415) (30,000) (75,000) (25,000) (100,000) (351,415)Debt Charges - PrincipalDebt Charges - InterestTransfers In 90,000 75,000 100,000 4,369,6484,006,648 98,000 Debt IssueInterest Earned 3,253 366 4,732 1,778 (140) 18 1 589 66,490 855 416 25,912 52,355 3,693 15 567 8,867 554 273 378 172,545Closing Balance December 31, 2014 114,343 14,559 188,143 70,702 (5,586) 17 53 8,437 2,643,629 33,989 16,548 1,030,253 4,084,926 146,846 593 22,533 401,551 9,523 10,861 15,040 8,869,4512015Transfers Out (82,265) (7,300,000) (165,000) (450,000) (25,000) (8,022,265)Debt Charges - PrincipalDebt Charges - InterestTransfers In 90,000 4,826,737 75,000 122,500 25,000 5,139,237Debt IssueInterest Earned 2,950 376 4,854 1,824 (144) 100 1 218 68,206 877 427 26,581 73,486 2,628 15 581 6,135 246 280 388 191,641Closing Balance December 31, 2015 117,293 14,935 192,998 72,527 (5,730) 7,853 55 8,654 2,711,834 34,866 16,975 1,056,833 1,685,149 59,473 608 23,115 80,186 9,768 11,141 15,428 6,178,0642016Transfers Out (82,264) (4,722,036) (105,000) (100,000) (25,000) (50,000) (5,084,300)Debt Charges - PrincipalDebt Charges - InterestTransfers In 90,000 4,006,648 75,000 122,500 25,000 50,000 4,369,148Debt IssueInterest Earned 3,026 385 4,979 1,871 (148) 302 1 223 69,965 900 438 27,266 34,248 1,147 16 596 2,359 252 287 398 150,169Closing Balance December 31, 2016 120,319 15,320 197,977 74,398 (5,878) 15,891 56 8,877 2,781,800 35,766 17,413 1,084,099 1,004,010 30,621 624 23,711 105,045 10,020 11,429 15,826 5,613,0812017Transfers Out (93,156) (5,000,000) (25,000) (30,000) (75,000) (5,223,156)Debt Charges - PrincipalDebt Charges - InterestTransfers In 90,000 4,006,648 75,000 30,000 75,000 4,276,648Debt IssueInterest Earned 3,104 395 5,108 1,919 (152) 369 1 229 71,770 923 449 27,970 13,089 1,435 16 612 2,710 259 295 408 132,608Closing Balance December 31, 2017 123,423 15,715 203,085 76,317 (6,030) 13,104 58 9,107 2,853,570 36,689 17,862 1,112,069 23,747 82,056 640 24,323 107,756 10,279 11,724 16,234 4,799,1802018Transfers Out (93,155) (2,513,806) (30,000) (75,000) (2,711,961)Debt Charges - PrincipalDebt Charges - InterestTransfers In 90,000 4,006,648 75,000 30,000 75,000 4,276,648Debt IssueInterest Earned 3,184 405 5,240 1,969 (156) 297 1 235 73,622 947 461 28,691 19,870 3,085 17 628 2,780 265 302 419 144,003Closing Balance December 31, 2018 126,607 16,121 208,324 78,286 (6,185) 10,246 59 9,341 2,927,192 37,635 18,323 1,140,761 1,536,459 160,140 656 24,950 110,536 10,544 12,026 16,653 6,507,8702019Transfers Out (94,092) (9,328,076) (30,000) (100,000) (9,552,168)Debt Charges - PrincipalDebt Charges - InterestTransfers In 90,000 13,330,642 75,000 30,000 100,000 13,625,642Debt IssueInterest Earned 3,266 416 5,375 2,020 (160) 212 2 241 75,522 971 473 29,432 91,274 5,099 17 644 2,852 272 310 430 220,451Closing Balance December 31, 2019 129,874 16,537 213,699 80,306 (6,345) 6,365 61 9,582 3,002,714 38,606 18,795 1,170,192 5,630,299 240,239 673 25,594 113,388 10,816 12,336 17,083 10,801,7942020Transfers Out (34,091) (6,611,941) (75,000) (30,000) (100,000) (6,851,032)Debt Charges - PrincipalDebt Charges - InterestTransfers In 90,000 11,816,976 75,000 30,000 100,000 12,111,976Debt IssueInterest Earned 3,351 427 5,513 2,072 (164) 885 2 247 77,470 996 485 30,191 212,407 6,198 17 660 2,925 279 318 441 346,552Closing Balance December 31, 2020 133,225 16,963 219,212 82,378 (6,508) 63,159 62 9,830 3,080,184 39,602 19,280 1,200,383 11,047,741 246,438 691 26,254 116,313 11,095 12,655 17,524 16,409,2912021Transfers Out (34,090) (35,000) (100,000) (169,090)Debt Charges - PrincipalDebt Charges - InterestTransfers In 90,000 75,000 30,000 100,000 295,000Debt IssueInterest Earned 3,437 438 5,656 2,125 (168) 2,351 2 254 79,469 1,022 497 30,970 285,032 7,326 18 677 3,001 222 326 452 424,984Closing Balance December 31, 2021 136,662 17,401 224,868 84,503 (6,676) 121,420 64 10,083 3,159,652 40,624 19,778 1,231,353 11,332,772 328,763 708 26,932 119,314 6,317 12,981 17,976 16,960,1842022Transfers Out (34,090) (40,000) (400,000) (474,090)Debt Charges - PrincipalDebt Charges - InterestTransfers In 90,000 75,000 30,000 400,000 595,000Debt IssueInterest Earned 3,526 449 5,802 2,180 (172) 3,854 2 260 81,519 1,048 510 31,769 292,386 9,450 18 695 3,078 34 335 464 439,133Closing Balance December 31, 2022 140,188 17,850 230,670 86,683 (6,849) 181,184 65 10,343 3,241,171 41,672 20,288 1,263,122 11,625,158 413,213 727 27,627 122,392 (3,649) 13,316 18,440 17,520,227Page 1 of 1453

Appendix 3: Miscellaneous Obligatory Reserve Fund Continuity Summary(Projected Balances)ParklandDedicationDedicatedProvincial Gas TaxFederal Gas TaxTransitInfrastructureOntario BusReplacementInfrastructureStimulusRInC GrantMiscellaneousObligatory TotalClosing Balance Dec 31, 2012 874,909 699,117 2,263,127 15,396 54,014 (1,432,462) (638,339) 1,835,7612013Transfers Out (3,294,410) (6,839,650) (13,000) (50,000) (10,197,060)Debt Charges - PrincipalDebt Charges - InterestTransfers In 75,900 2,829,161 7,051,293 9,956,354Debt IssueInterest Earned 23,552 12,036 61,119 230 749 (36,958) (16,469) 44,258Closing Balance Dec 31, 2013 974,361 245,903 2,535,889 2,625 4,763 (1,469,420) (654,808) 1,639,3132014Transfers Out (3,018,810) (6,280,000) (9,298,810)Debt Charges - PrincipalDebt Charges - InterestTransfers In 75,900 2,829,161 7,051,293 9,956,354Debt IssueInterest Earned 26,118 3,898 75,376 68 123 (37,911) (16,894) 50,777Closing Balance Dec 31, 2014 1,076,378 60,152 3,382,558 2,693 4,886 (1,507,331) (671,702) 2,347,6342015Transfers Out (2,813,810) (4,393,000) (7,206,810)Debt Charges - PrincipalDebt Charges - InterestTransfers In 75,900 2,829,161 7,051,293 9,956,354Debt IssueInterest Earned 28,750 1,750 121,562 69 126 (38,889) (17,330) 96,038Closing Balance Dec 31, 2015 1,181,028 77,253 6,162,413 2,762 5,012 (1,546,220) (689,032) 5,193,2162016Transfers Out (2,813,810) (7,040,000) (9,853,810)Debt Charges - PrincipalDebt Charges - InterestTransfers In 75,900 2,829,161 7,051,293 9,956,354Debt IssueInterest Earned 31,450 2,191 159,136 71 129 (39,892) (17,777) 135,308Closing Balance Dec 31, 2016 1,288,378 94,795 6,332,843 2,834 5,141 (1,586,112) (706,809) 5,431,0692017Transfers Out (2,813,810) (8,360,000) (11,173,810)Debt Charges - PrincipalDebt Charges - InterestTransfers In 75,900 2,829,161 7,051,293 9,956,354Debt IssueInterest Earned 34,219 2,644 146,505 73 133 (40,922) (18,236) 124,416Closing Balance Dec 31, 2017 1,398,497 112,790 5,170,641 2,907 5,274 (1,627,034) (725,045) 4,338,0292018Transfers Out (2,813,810) (6,812,800) (9,626,610)Debt Charges - PrincipalDebt Charges - InterestTransfers In 75,900 2,829,161 7,051,293 9,956,354Debt IssueInterest Earned 37,060 3,108 136,479 75 136 (41,977) (18,706) 116,175Closing Balance Dec 31, 2018 1,511,457 131,249 5,545,613 2,982 5,410 (1,669,012) (743,751) 4,783,9492019Transfers Out (2,813,810) (6,940,300) (9,754,110)Debt Charges - PrincipalDebt Charges - InterestTransfers In 75,900 2,829,161 7,051,293 9,956,354Debt IssueInterest Earned 39,975 3,584 144,509 77 140 (43,061) (19,189) 126,035Closing Balance Dec 31, 2019 1,627,332 150,184 5,801,115 3,059 5,549 (1,712,072) (762,940) 5,112,2282020Transfers Out (2,813,810) (6,310,000) (9,123,810)Debt Charges - PrincipalDebt Charges - InterestTransfers In 75,900 2,829,161 7,051,293 9,956,354Debt IssueInterest Earned 42,964 4,073 159,231 79 143 (44,171) (19,684) 142,635Closing Balance Dec 31, 2020 1,746,196 169,608 6,701,640 3,137 5,692 (1,756,244) (782,623) 6,087,4072021Transfers Out (2,813,810) (6,322,800) (9,136,610)Debt Charges - PrincipalDebt Charges - InterestTransfers In 75,900 2,829,161 7,051,293 9,956,354Debt IssueInterest Earned 46,031 4,574 182,300 81 147 (45,311) (20,192) 167,630Closing Balance Dec 31, 2021 1,868,127 189,533 7,612,433 3,218 5,839 (1,801,555) (802,815) 7,074,7822022Transfers Out (2,813,810) (9,300,000) (12,113,810)Debt Charges - PrincipalDebt Charges - InterestTransfers In 75,900 2,829,161 7,051,293 9,956,354Debt IssueInterest Earned 49,177 5,088 167,392 83 151 (46,480) (20,713) 154,698Closing Balance Dec 31, 2022 1,993,204 209,972 5,531,119 3,301 5,990 (1,848,035) (823,528) 5,072,024454Page 6 of 8

Appendix 3: 24 Year Services Development Charge Reserve Fund Continuity Summary(Projected Balances)Water Services- Wastewater Services -DRAFTDRAFT Stormwater RoadsFire ProtectionServicesPolice Services24 Year Services DCTotalClosing Balance Dec 31, 2012 3,137,103 (3,198,140) (1,325,362) (3,534,737) (1,342,429) (877,690) (7,141,254)2013Transfers Out (2,790,000) (3,868,150) (206,250) (2,596,500) (9,460,900)Debt Charges - Principal (601,220) (552,568) (176,378) (89,767) (288,199) (1,708,131)Debt Charges - Interest (180,168) (165,588) (52,855) (26,900) (86,365) (511,876)Transfers In 7,189,355 5,993,136 158,196 2,651,589 219,528 226,042 16,437,846Debt IssueInterest Earned 127,609 (64,364) (34,814) (93,443) (33,308) (24,560) (122,880)Closing Balance Dec 31, 2013 6,882,679 (1,855,674) (1,408,231) (3,802,324) (1,272,875) (1,050,772) (2,507,196)2014Transfers Out (7,151,900) (3,768,200) (135,000) (5,251,050) (16,306,150)Debt Charges - Principal (626,804) (576,082) (183,883) (93,587) (300,462) (1,780,818)Debt Charges - Interest (162,432) (149,288) (385,152) (24,252) (77,863) (798,986)Transfers In 7,405,036 6,172,930 162,942 2,731,136 226,114 232,823 16,930,981Debt IssueInterest Earned 170,657 (26,213) (35,972) (137,947) (31,443) (28,987) (89,905)Closing Balance Dec 31, 2014 6,517,236 (202,526) (1,416,261) (7,029,220) (1,196,044) (1,225,261) (4,552,074)2015Transfers Out (10,472,400) (11,906,100) (315,000) (2,302,350) (24,995,850)Debt Charges - Principal (639,596) (587,839) (595,911) (95,497) (306,594) (2,225,436)Debt Charges - Interest (141,747) (130,277) (706,377) (21,164) (67,947) (1,067,512)Transfers In 7,399,803 6,168,585 162,828 2,729,221 225,901 232,839 16,919,177Debt IssueInterest Earned 118,429 (88,503) (38,503) (192,647) (29,449) (33,440) (264,112)Closing Balance Dec 31, 2015 2,781,725 (6,746,659) (1,606,935) (8,097,283) (1,116,252) (1,400,403) (16,185,807)2016Transfers Out (14,211,000) (11,741,550) (135,000) (3,680,900) (29,768,450)Debt Charges - Principal (652,388) (599,595) (620,077) (97,407) (312,726) (2,282,193)Debt Charges - Interest (118,402) (108,821) (678,604) (17,678) (56,757) (980,262)Transfers In 7,621,797 6,353,643 167,713 2,811,097 232,678 239,824 17,426,752Debt IssueInterest Earned (23,175) (252,706) (41,037) (236,883) (27,282) (37,803) (618,887)Closing Balance Dec 31, 2016 (4,601,442) (13,095,688) (1,615,259) (10,502,651) (1,025,942) (1,567,865) (32,408,847)2017Transfers Out (7,841,500) (4,535,100) (207,000) (3,359,420) (15,943,020)Debt Charges - Principal (677,972) (623,109) (649,017) (101,226) (324,990) (2,376,314)Debt Charges - Interest (92,633) (85,137) (649,064) (13,831) (44,404) (885,068)Transfers In 7,850,451 6,544,252 172,745 2,895,430 239,658 247,019 17,949,555Debt IssueInterest Earned (128,543) (321,087) (42,116) (293,699) (24,862) (42,030) (852,336)Closing Balance Dec 31, 2017 (5,491,638) (12,115,869) (1,691,630) (12,558,421) (926,203) (1,732,269) (34,516,030)2018Transfers Out (3,609,900) (3,231,600) (135,000) (1,362,870) (8,339,370)Debt Charges - Principal (703,555) (646,623) (679,028) (105,046) (337,254) (2,471,506)Debt Charges - Interest (64,497) (59,278) (617,751) (9,630) (30,917) (782,073)Transfers In 8,085,965 6,740,580 177,927 2,982,293 246,848 254,430 18,488,042Debt IssueInterest Earned (93,851) (276,430) (43,090) (319,845) (22,191) (46,160) (801,567)Closing Balance Dec 31, 2018 (1,877,476) (9,589,219) (1,691,793) (12,555,623) (816,222) (1,892,170) (28,422,504)2019Transfers Out (7,943,900) (9,530,950) (135,000) (737,730) (18,347,580)Debt Charges - Principal (729,139) (670,136) (710,166) (108,866) (349,517) (2,567,825)Debt Charges - Interest (33,540) (30,826) (584,448) (5,008) (16,078) (669,900)Transfers In 8,328,544 6,942,797 183,265 3,071,762 254,253 262,062 19,042,683Debt IssueInterest Earned (53,316) (289,831) (43,026) (310,527) (19,248) (50,154) (766,100)Closing Balance Dec 31, 2019 (2,308,828) (13,168,166) (1,686,554) (11,826,731) (695,091) (2,045,857) (31,731,227)2020Transfers Out (8,854,200) (24,321,800) (135,000) (3,435,300) (36,746,300)Debt Charges - Principal (521,074) (521,074)Debt Charges - Interest (549,174) (549,174)Transfers In 8,492,621 7,079,581 186,876 3,132,283 259,241 267,295 19,417,897Debt IssueInterest Earned (64,232) (562,163) (42,844) (322,845) (14,589) (49,335) (1,056,008)Closing Balance Dec 31, 2020 (2,734,639) (30,972,549) (1,677,522) (13,522,841) (450,439) (1,827,896) (51,185,886)2021Transfers Out (8,606,700) (21,533,700) (135,000) (1,816,070) (32,091,470)Debt Charges - Principal (547,128) (547,128)Debt Charges - Interest (522,469) (522,469)Transfers In 8,747,400 7,291,968 192,482 3,226,251 267,018 275,314 20,000,434Debt IssueInterest Earned (68,739) (982,810) (42,539) (344,496) (8,177) (43,608) (1,490,368)Closing Balance Dec 31, 2021 (2,662,678) (46,197,090) (1,662,579) (13,526,752) (191,597) (1,596,190) (65,836,887)2022Transfers Out (3,067,200) (2,392,800) (135,000) (1,654,740) (7,249,740)Debt Charges - Principal (574,484) (574,484)Debt Charges - Interest (496,453) (496,453)Transfers In 9,009,822 7,291,968 198,256 3,226,251 275,029 283,574 20,284,901Debt IssueInterest Earned 7,963 (1,128,686) (42,079) (342,533) (1,395) (37,524) (1,544,253)Closing Balance Dec 31, 2022 3,287,907 (42,426,608) (1,641,401) (13,368,711) 82,037 (1,350,140) (55,416,916)455Page 7 of 8

Appendix 3: 10 Year Services Development Charge Reserve Fund Continuity Summary(Projected Balances)Library Services Transit Administration Recreation Parks ParkingAmbulanceServicesMunicipal CourtFacility Space10 Year ServicesDC TotalClosing Balance Dec 31, 2012 416,850 (1,193,867) 746,644 6,035,469 1,461,143 1,599,718 (1,276,942) 43,779 7,832,7942013Transfers Out (484,200) (415,665) (342,355) (367,650) (1,150,380) (1,220,400) (3,980,650)Debt Charges - PrincipalDebt Charges - InterestTransfers In 240,340 536,283 168,461 1,003,262 1,263,209 495,168 15,020 12,512 3,734,255Debt IssueInterest Earned 7,609 (29,246) 17,020 163,914 39,153 31,917 (32,751) 1,291 198,908Closing Balance Dec 31, 2013 180,599 (1,102,495) 589,770 6,834,995 1,613,125 906,403 (1,294,673) 57,582 7,785,3072014Transfers Out (183,200) (274,995) (350,580) (1,301,490) (461,800) (2,572,065)Debt Charges - PrincipalDebt Charges - InterestTransfers In 247,550 552,372 173,514 1,033,360 1,301,106 510,023 15,470 12,888 3,846,283Debt IssueInterest Earned 5,490 (24,866) 12,932 189,673 41,614 24,007 (33,203) 1,652 217,298Closing Balance Dec 31, 2014 250,439 (849,984) 425,636 8,058,028 1,654,355 978,634 (1,312,406) 72,122 9,276,8232015Transfers Out (170,395) (286,225) (223,560) (1,280,610) (1,960,790)Debt Charges - PrincipalDebt Charges - InterestTransfers In 243,709 551,999 173,325 1,017,434 1,281,045 509,672 15,457 12,881 3,805,521Debt IssueInterest Earned 9,605 (17,007) 9,525 218,138 42,688 31,824 (33,661) 2,027 263,139Closing Balance Dec 31, 2015 503,753 (485,388) 322,261 9,070,040 1,697,478 1,520,129 (1,330,610) 87,030 11,384,6932016Transfers Out (901,950) (241,560) (223,560) (1,517,700) (2,884,770)Debt Charges - PrincipalDebt Charges - InterestTransfers In 251,020 568,559 178,524 1,047,957 1,319,476 524,962 15,921 13,267 3,919,686Debt IssueInterest Earned 16,235 (16,824) 7,501 244,642 41,238 45,991 (34,124) 2,417 307,076Closing Balance Dec 31, 2016 771,008 (835,603) 266,727 10,139,079 1,540,492 2,091,083 (1,348,813) 102,713 12,726,6852017Transfers Out (1,025,030) (308,800) (2,025,970) (3,359,800)Debt Charges - PrincipalDebt Charges - InterestTransfers In 258,551 585,615 183,880 1,079,396 1,359,061 540,711 16,398 13,665 4,037,277Debt IssueInterest t Earned 23,227227 (27,227) 227) 5,270 275,512512 31,142142 60,925 (34,588) 2826 2,826 337,088Closing Balance Dec 31, 2017 1,052,785 (1,302,244) 147,077 11,493,987 904,724 2,692,719 (1,367,003) 119,205 13,741,2502018Transfers Out (11,400) (113,400) (2,309,150) (2,433,950)Debt Charges - PrincipalDebt Charges - InterestTransfers In 266,307 603,184 189,397 1,111,778 1,399,832 556,932 16,890 14,075 4,158,395Debt IssueInterest Earned 30,597 (25,964) 4,775 310,887 11,612 76,657 (35,051) 3,257 376,770Closing Balance Dec 31, 2018 1,349,690 (736,424) 227,848 12,916,652 7,018 3,326,308 (1,385,164) 136,537 15,842,4652019Transfers Out (182,395) (135,725) (222,750) (3,158,595) (3,699,465)Debt Charges - PrincipalDebt Charges - InterestTransfers In 274,296 621,279 195,078 1,145,131 1,441,827 573,640 17,397 14,498 4,283,147Debt IssueInterest Earned 38,360 (13,338) 6,644 345,148 (21,965) 93,219 (35,513) 3,710 416,265Closing Balance Dec 31, 2019 1,662,346 (310,878) 293,846 14,184,181 (1,731,714) 3,993,167 (1,403,280) 154,744 16,842,4132020Transfers Out (190,065) (214,490) (2,061,045) (2,465,600)Debt Charges - PrincipalDebt Charges - InterestTransfers In 278,274 633,526 198,896 1,161,782 1,462,790 584,945 17,739 14,784 4,352,735Debt IssueInterest Earned 46,478 (2,300) 7,380 380,939 (52,396) 110,569 (35,976) 4,183 458,878Closing Balance Dec 31, 2020 1,987,099 130,283 285,632 15,726,902 (2,382,366) 4,688,681 (1,421,517) 173,711 19,188,4262021Transfers Out (19,600) (209,435) (5,177,200) (5,406,235)Debt Charges - PrincipalDebt Charges - InterestTransfers In 286,623 652,532 204,862 1,196,636 1,506,673 602,493 18,271 15,228 4,483,317Debt IssueInterest Earned 54,965 11,526 7,310 421,191 (108,815) 128,740 (36,439) 4,678 483,156Closing Balance Dec 31, 2021 2,328,686 774,741 288,369 17,344,728 (6,161,707) 5,419,915 (1,439,686) 193,617 18,748,6632022Transfers Out (12,350) (4,151,250) (4,163,600)Debt Charges - PrincipalDebt Charges - InterestTransfers In 295,221 672,107 1,232,535 1,551,873 620,568 18,819 15,684 4,406,808Debt IssueInterest Earned 63,888 28,499 7,440 463,394 (192,504) 147,839 (36,901) 5,198 486,853Closing Balance Dec 31, 2022 2,687,796 1,462,997 295,809 19,040,656 (8,953,588) 6,188,322 (1,457,768) 214,499 19,478,725456Page 8 of 8

Appendix 4: Debt Continuity Schedule27-Mar-13 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022Opening BalanceTax Supported 74,567,700 70,063,104 81,496,794 103,661,530 100,708,603 96,685,867 90,883,711 80,971,707 68,026,649 55,524,079 45,013,602Industrial Development 10,000,000 10,000,000 10,000,000 10,000,000 10,000,000 10,000,000 - - - - -Elliott 16,493,000 14,889,679 13,249,401 11,573,166 10,167,016 8,721,952 7,250,930 5,725,037 4,143,273 2,504,636 850,000Enterprise 4,885,853 4,742,800 4,592,157 4,433,522 4,266,471 4,090,556 3,905,308 3,710,232 3,504,806 3,288,481 3,060,678Development Charges 14,828,035 13,156,247 11,448,115 23,167,297 20,941,861 18,659,668 16,283,354 13,811,848 11,244,023 10,722,949 10,175,821Total Opening Debt Outstanding 120,774,588 112,851,830 120,786,467 152,835,516 146,083,951 138,158,042 118,323,304 104,218,824 86,918,750 72,040,145 59,100,102New IssuesTax Supported 2,050,000 18,188,072 30,538,139 8,459,247 8,602,917 7,491,667 3,852,269 - - 2,481,350 9,000,000Industrial DevelopmentElliottEnterpriseDevelopment Charges - 13,500,000 - - - - - - - -Total New Debt Issued 2,050,000 18,188,072 44,038,139 8,459,247 8,602,917 7,491,667 3,852,269 - - 2,481,350 9,000,000Principal RepaymentTax Supported 6,556,444 6,754,383 8,373,402 11,412,174 12,625,653 13,293,822 13,764,274 12,945,058 12,502,570 12,991,826 9,288,345Industrial Development - - - - - 10,000,000Elliott 1,603,321 1,640,278 1,676,235 1,406,150 1,445,064 1,471,021 1,525,893 1,581,765 1,638,636 1,654,636 248,000Enterprise 143,053 150,643 158,635 167,052 175,915 185,248 195,076 205,426 216,325 227,802 227,802Development Charges 1,671,788 1,708,131 1,780,818 2,225,436 2,282,193 2,376,314 2,471,506 2,567,825 521,074 547,128 574,484Total Principal Repayment 9,974,606 10,253,435 11,989,090 15,210,812 16,528,825 27,326,405 17,956,749 17,300,074 14,878,606 15,421,393 10,338,632Ending BalanceTax Supported 70,061,257 81,496,794 103,661,530 100,708,603 96,685,867 90,883,711 80,971,707 68,026,649 55,524,079 45,013,602 44,725,257Industrial Development 10,000,000 10,000,000 10,000,000 10,000,000 10,000,000 - - - - - -Elliott 14,889,679 13,249,401 11,573,166 10,167,016 8,721,952 7,250,930 5,725,037 4,143,273 2,504,636 850,000 602,000Enterprise 4,742,800 4,592,157 4,433,522 4,266,471 4,090,556 3,905,308 3,710,232 3,504,806 3,288,481 3,060,678 2,832,876Development Charges 13,156,247 11,448,115 23,167,297 20,941,861 18,659,668 16,283,354 13,811,848 11,244,023 10,722,949 10,175,821 9,601,337Total Ending Debt Outstanding 112,849,983 120,786,467 152,835,516 146,083,951 138,158,042 118,323,304 104,218,824 86,918,750 72,040,145 59,100,102 57,761,470New Issue Detail:RD0168 Downtown Public Realm / Civic Square - 2013 5,163,372RD0263 Carden Street - Wilson to Wyndham / Civic Square - 2013 1,200,000SS0007 Library Land / Baker Street Redevelopment - 2013 1,250,000SS0018 Library Land / Baker Street Redevelopment Phase 2 - 2013 2,049,300Library Land Forecast Yet to be Approved - 2013 1,995,400Library Land Forecast Yet to be Approved - 2014 755,000WC0001 Automated Waste Collection Carts - 2013 5,200,000FS0044 SEES Pumper - 2013 230,000RD0267 DC for Clair / Laird & Hanlon Interchange - 2014 13,500,000PS0033 Police HQ Renovations - 2014 - 11,066,800RF0051 VRRC Expansion / Renovation - 2014 - 7,150,000 -Health Unit 11,200,000Downtown Secondary Plan (Parkland Acquisition) 9,000,000CIP Liabilities - Heritage Redevelopment 2,050,000 1,100,000CIP Liabilities - Tax Assistance -CIP Liabilities - TIBG 366,339 8,459,247 8,602,917 7,491,667 3,852,269 - 2,481,350Total New Debt Issued 2,050,000 18,188,072 44,038,139 8,459,247 8,602,917 7,491,667 3,852,269 - - 2,481,350 9,000,000Annual Interest Paid 4,414,849 4,436,467 5,468,566 5,915,920 5,531,928 5,007,175 4,254,517 3,662,270 3,087,875 2,613,527 2,203,986Annual Principal Paid* 9,974,606 10,253,435 11,989,090 15,210,812 16,528,825 27,326,405 17,956,749 17,300,074 14,878,606 15,421,393 10,338,632Annual Debt Servicing (A) $ 14,389,455 $ 14,689,901 $ 17,457,656 $ 21,126,732 $ 22,060,754 $ 32,333,580 $ 22,211,266 $ 20,962,344 $ 17,966,480 $ 18,034,920 $ 12,542,617*NOTE: Debt Servicing Includes HCBP Short Term Loan Forecast $ - $ - $ - $-repayment schedule based on current land sales forecastTotal Debt (B) $ 112,849,983 $ 120,786,467 $ 152,835,516 $ 146,083,951 $ 138,158,042 $ 118,323,304 $ 104,218,824 $ 86,918,750 $ 72,040,145 $ 59,100,102 $ 57,761,470Operating Fund Revenue - ARL (C) $ 316,984,808 $ 326,038,493 $ 335,368,240 $ 344,982,897 $ 354,891,603 $ 365,103,799 $ 375,629,241 $ 386,478,011 $ 397,660,522 $ 409,187,536 $ 421,070,175Less: Other Revenue (Investment Inc., DC Earned, etc.) 51,011,452 52,031,681 53,072,314 54,133,760 55,216,436 56,320,764 57,447,180 58,596,123 59,768,046 60,963,407 62,182,675Operating Fund Revenue - S&P (D) $ 265,973,357 $ 274,006,812 $ 282,295,926 $ 290,849,137 $ 299,675,167 $ 308,783,034 $ 318,182,062 $ 327,881,887 $ 337,892,476 $ 348,224,130 $ 358,887,500Debt Servicing/Operating Fund Revenue (A/C) 5% 5% 5% 6% 6% 9% 6% 5% 5% 4% 3%Debt Servicing/Operating Fund Revenue (A/D) 5% 5% 6% 7% 7% 10% 7% 6% 5% 5% 3%Total Debt/Operating Fund Revenue (B/C) 36% 37% 46% 42% 39% 32% 28% 22% 18% 14% 14%Total Debt/Operating Fund Revenue (B/D) 42% 44% 54% 50% 46% 38% 33% 27% 21% 17% 16%General Assumptions1) New Debt (except HCBP Flexible Loan or Principal at least $10,000,000) - 10 year term, 4%3) Principal at least $10,000,000 - 20 year term, 5% (Clair / Laird & Hanlon Interchange, Police HQ Renovations, & Health Unit)2) HCBP Interest Only Short Term Construction Loan (2.5%)4) Operating Revenue - assume 3.5% annual increase for tax and 2.0% for other457