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Non-Divisional

Non-Divisional2014 Budget2014 Approved Current and Capital Budgets and 2015 – 2023 Capital Forecast

2014 OVERVIEW FORM

Division: Non-Divisional Department: Office of the Mayor and Councillors Overview Summary (e.g. Vision/Mission Statement):

The Mayor ensures effective leadership and guidance is provided in policy and governance matters. City of Burlington Councillors and their staff provide information and guidance to constituents, and assist with questions and concerns related to the City of Burlington and Region of Halton services. The city is divided into six wards with one councillor representing each ward. The six councillors host regular ward meetings to keep their constituents informed and up-to-date about ongoing initiatives and developments that affect their community. All Members of Council are active in regular Council and Standing Committee meetings, as well as a variety of local and regional boards, committees and projects.

Mayor's Assistant1 FTE

Assistant to the

Mayor's Office1 FTE

Mayor's Office Chief

of Staff1 FTE

Mayor

ORGANIZATIONAL STRUCTUREOFFICE OF THE MAYOR

(3.0 Full-Time Equivalent - Regular Full Time)

0 FTE in part time staffing 0 FTE in contract staffing

2014 CURRENT BUDGET

DEPARTMENT SUMMARY

2012

ACTUAL BUDGET ACTUAL BASE

BUDGET

% CHANGE

vs

2013 BUDGET

BUSINESS

CASES

TOTAL

BUDGET

% CHANGE

vs

2013 BUDGET

445,811 471,300 463,209 Human Resources 466,900 -0.9 0 466,900 -0.9

14,575 17,400 14,197 Operating/Minor Capital Equip. 18,000 3.5 0 18,000 3.5

13,996 18,932 18,559 Purchased Services 18,763 -0.9 0 18,763 -0.9

0 0 0 Corp. Expenditures/Provisions 0 0.0 0 0 0.0

368 953 377 Internal Charges & Settlements 902 -5.3 0 902 -5.3

474,750 508,585 496,342 TOTAL EXPENDITURES 504,565 -0.8 0 504,565 -0.8

-51,807 -55,200 -53,401 Controllable Revenues -55,500 0.6 0 -55,500 0.6

0 0 0 General Revenues & Recoveries 0 0.0 0 0 0.0

-51,807 -55,200 -53,401 TOTAL REVENUES -55,500 0.6 0 -55,500 0.6

422,944 453,385 442,941 NET OPERATING BUDGET 449,065 -0.9 0 449,065 -0.9

HUMAN RESOURCES REQUIREMENTS (shown in Full Time Equivalents - FTE's)

3.0 3.0 3.0 BUDGETED - REGULAR FULL TIME (RFT) 3.0 0.0 0.0 3.0 0.0

0.0 0.0 0.0 - CONTRACT 0.0 0.0 0.0 0.0 0.0

0.0 0.0 0.0 - PART TIME/TEMP 0.0 0.0 0.0 0.0 0.0

MAYOR'S OFFICE

2013 2014 (APPROVED)

FINANCIAL RESOURCE CATEGORIES

DIVISION: Non-Divisional

DEPARTMENT: Mayor's Office

2013 RESTATED BUDGET $509 ($55) $453 3.0

BASE BUDGET ADJUSTMENTS

Human Resource costs which is comprised of provisions for merit adjustment/union contract

increase, range movement, training, overtime, payroll taxes (EI, CPP, EHT), WSIB, OMERS and

insurance benefits.

($4) $453

Recovery from Halton Region for Mayor's salary ($0) $453

Minor adjustments in operating costs $0 $453 -0.94%

MITIGATING COST REDUCTION MEASURES / USER FEES

BUSINESS CASES

2014 APPROVED BUDGET $505 ($56) $449 -0.95% 3.0

2014 ANALYSIS OF CHANGE

(Rounded to Thousands)

Staff Impact

(FTE)Description Expenditure

Cumulative

Cost

Cumulative

Change

over 2013

Revenue

ORGANIZATIONAL STRUCTURECOUNCILLORS OFFICE


Assistant

to the Councillors6 FTE

Councillors Office

0.0 FTE in part time staffing0.0 FTE in contract staffing

2014 CURRENT BUDGET

DEPARTMENT SUMMARY

2012


BUDGET

% CHANGE

vs

2013 BUDGET

BUSINESS

CASES

TOTAL

BUDGET

% CHANGE

vs

2013 BUDGET

1,191,374 1,244,565 1,217,507 Human Resources 1,247,465 0.2 0 1,247,465 0.2

9,757 15,100 10,613 Operating/Minor Capital Equip. 14,475 -4.1 0 14,475 -4.1



1,239 1,500 1,026 Internal Charges & Settlements 0 -100.0 0 0 -100.0

1,248,860 1,314,600 1,274,255 TOTAL EXPENDITURES 1,314,550 0.0 0 1,314,550 0.0


-1,000 -1,000 -1,000 General Revenues & Recoveries -1,000 0.0 0 -1,000 0.0

-311,841 -335,500 -321,408 TOTAL REVENUES -336,200 0.2 0 -336,200 0.2

937,019 979,100 952,847 NET OPERATING BUDGET 978,350 -0.1 0 978,350 -0.1



0.0 0.0 0.0 - CONTRACT 0.0 0.0 0.0 0.0 0.0

0.0 0.0 0.0 - PART TIME/TEMP 0.0 0.0 0.0 0.0 0.0

COUNCILLORS OFFICE



DIVISION: Non-Divisional

DEPARTMENT: Councillor's Office

2013 APPROVED BUDGET $1,315 ($336) $979 6.0




insurance benefits.

$3 $982

Increase in Recovery from the Region of Halton ($1) $981

Minor adjustments in operating budget ($3) $978 -0.08%


BUSINESS CASES

2014 APPROVED BUDGET $1,315 ($336) $978 -0.08% 6.0



Staff Impact


Cumulative

Cost

Cumulative

Change

over 2013

Revenue

City Manager Division

City Manager Division2014 Budget2014 Approved Current and Capital Budgets and 2015 – 2023 Capital Forecast

22001144 DDIIVVIISSIIOONNAALL OOVVEERRVVIIEEWW

Division: City Manager City Manager: Jeff Fielding Divisional Summary

The City Manager Division’s approved 2014 Current Budget totals $12,898,265, representing a 1.2% total budget change. Summarized below, in table format, is the Division’s total budget:

2013 2014 Base Budget Business 2014 Total Budget

Approved Base Change Cases Total Change Budget Budget $ % Budget $ %

Office of the City Manager $1,238,320 $1,238,140 $(180) (0.0)% $0 $1,238,140 $(180) (0.0)%

Finance 3,070,458 2,999,173 (71,285) (2.3)% 0 2,999,173 (71,285) (2.3)%

Human Resources 3,013,079 3,012,639 (440) (0.0)% 0 3,012,639 (440) (0.0)%

Information Technology Services 4,806,998 4,896,926 89,928 1.9% 31,913 4,928,839 121,841 2.5%

Legal 617,528 719,474 101,946 16.5% 0 719,474 101,946 16.5%

Total $12,746,383 $12,866,352 $119,969 0.9% $31,913 $12,898,265 $151,882 1.2%

2014 OVERVIEW FORM

Division: Non-Divisional Department: Office of the City Manager (Acting) Director: Jeff Fielding Overview Summary (e.g. Vision/Mission Statement):

The City Manager provides leadership and administration to the staff management team and the overall operation of the municipality. The City Manager ensures that the development and implementation of policies and programs reflect the recommendations of risk management, control and governance processes presented by the City Auditor. The purpose of the internal audit is to provide support to the municipality, through independent, objective assurance and consulting services to assist management in achievement of its objective and to improve the City’s operation and mitigate risks. The City Auditor reports functionally to the Audit Committee to recommend improvements in risk management, control and governance processes. The City Manager gives advice and recommendations to Council in order for informed decision-making. The City Manager works closely with Council to implement the directives and carry out the major corporate initiatives, including assisting Council with the development and implementation of the strategic plan.

City Manager Performance Measures Indicator

Employee survey results (bi-annually) 2009 2011 2013

Job Engagement 71.9 % 74.8 % 75 % Organizational Engagement 63.4 % 63. 6% 65 % Leadership Development (DeGroote Municipal Management Program)

Current 2013 2014

# of staff that attend individual training sessions

n/a 180 185

Percentage of participants that rate this program as very good or higher

n/a 80 85

Percentage of participants that have implemented a strategy learned in this program

n/a 75 80

2014 OVERVIEW FORM

Office of the City Auditor

Sheila Jones, City Auditor Target

OUTPUT

Completion of Audit Plan 1 80% 2 Percentage of Recommendations Accepted 88% Percentage of Recommendations Implemented 76%

EFFICIENCY

Percentage of audit hours utilized 90% 2

1 Excludes ad hoc audits/reviews 2 Annual Target

Internal Auditor1 FTE

City Auditor1 FTE

Audit Committee

Assistant to the City Manager1 FTE

City Manager's Office Administrator1 FTE

Halton Court Services24 FTE

LEGAL10 FTE

HUMAN RESOURCES13 FTE

FINANCE38 FTE

INFORMATION TECHNOLOGY SERVICES32 FTE

General Manager1 FTE

Unfunded

City Manager1 FTE

Mayor and Council

ORGANIZATIONAL STRUCTURE

CITY MANAGER’S DIVISION (99 Full-Time Equivalent - Regular Full Time)

2.2 FTE in part time staffing

7.25 FTE in contract staffing

1.5 FTE in part time staffing in HCS

2014 CURRENT BUDGET

DEPARTMENT SUMMARY

2012

ACTUAL BUDGET ACTUAL BASE BUDGET

% CHANGE vs

2013 BUDGET

PROGRAM CHANGES

TOTAL BUDGET

% CHANGE vs

2013 BUDGET

746,360 1,647,400 946,381 Human Resources 765,750 -53.5 0 765,750 -53.5



0 0 1,500 Corp. Expenditures/Provisions 0 0.0 0 0 0.0

707 550 15,152 Internal Charges & Settlements 550 0.0 0 550 0.0

1,385,280 2,161,970 1,304,100 TOTAL EXPENDITURES 1,253,090 -42.0 0 1,253,090 -42.0

0 0 0 Controllable Revenues 0 0.0 0 0 0.0

-51,877 -923,650 -194,750 General Revenues & Recoveries -14,950 -98.4 0 -14,950 -98.4

-51,877 -923,650 -194,750 TOTAL REVENUES -14,950 -98.4 0 -14,950 -98.4

1,333,404 1,238,320 1,109,350 NET OPERATING BUDGET 1,238,140 0.0 0 1,238,140 0.0



0.0 3.0 3.0 - CONTRACT 3.0 0.0 0.0 3.0 0.0

0.7 0.0 0.0 - PART TIME/TEMP 0.0 0.0 0.0 0.0 0.0

OFFICE OF THE CITY MANAGER



DIVISION: CITY MANAGER'S OFFICEDEPARTMENT: City Manager's Office / City Auditor's OfficeCITY MANAGER: Jeff Fielding

2013 APPROVED BUDGET $2,162 ($924) $1,238 9.0

BASE BUDGET ADJUSTMENTSHuman Resource costs which is comprised of provisions for merit adjustment/union contract increase, range movement, training, overtime, payroll taxes (EI, CPP, EHT), WSIB, OMERS and insurance benefits.

$3 $1,241

Removal of one time funding for Business Process Unit (Auditor's Office) ($909) $909 $1,241 Minor decreases to various operating accounts ($3) $1,238 -0.01%


BUSINESS CASES

2014 APPROVED BUDGET $1,253 ($15) $1,238 -0.01% 9.0

2014 ANALYSIS OF CHANGE (Rounded to Thousands)

Staff Impact(FTE)Description Expenditure Cumulative

Cost

Cumulative Change

over 2013Revenue

2014 OVERVIEW FORM

Division: City Manager Division Department: Finance Director: Joan Ford Overview Summary (e.g. Vision/Mission Statement):

The Finance Department delivers customer first service to its operational and corporate customers by achieving and building upon its performance annually. Our mission is to provide the corporation with excellent financial planning, leadership, controllership and operational services to ensure Burlington taxpayers and stakeholders benefit from an efficient, effective and accountable City government that is financially sustainable. The Finance department provides financial planning leadership including development of a long term financial plan, general accounting services, purchasing services, payroll services, investment management and risk management through insurance administration, as well as property tax billing and collection services to the public.

Performance Measures/Indicators 2012 Actual 2013 Target/ Forecast

2013 Year-End Actual

2014 Target/ Forecast

3 – 5 Year Target

Percentage of tax base that is non residential 18.1% 18.0% 18.0% 18.0% 20.0% Annual % change in assessment (weighted) 0.6% 1.0% 0.87% 0.5% 0.5% Uncollected current year property taxes expressed as a % of total year levy 3.0% 3.0% 3.0% 3.0% 3.0%

# of taxpayers on preauthorized plans 19,000 19,100 19,950 20,000 21,000 # of Insurance Claims 171 200 200 210 210 # of Tenders, RFPs & RFQs and other bid opportunities 112 118 108 110 115

% of Payments to Vendors made electronically 35% 38% 41% 45% 75%


FINANCE DEPARTMENT (38.0 Full-Time Equivalent - Regular Full Time)

Secretary to the Director1 FTE

Financial Services Assistant1 FTE

Accounting Clerk (1 FTE)

Accounts Receivable

Clerk (1 FTE)

Financial Analyst - Financial Services(1 FTE)

Accounts Payable

Clerk (2 FTE)

Financial Analyst Asset Management & Reportins (1 FTE)

Co-ordinator of Accounting1 FTE

Payroll Clerk (2 FTE)

Payroll Supervisor1 FTE

Insurance & Risk

Management Officer1 FTE

Accountant/Investment Officer1 FTE

Controller &

Manager of Financial Services1 FTE

Financial Analyst Budgets & Policies (6 FTE)

Coordinator of Budgets & Policy1 FTE

Tax System Specialist (1 FTE)

Tax Customer

Services Clerk

(2 FTE)

Collection Officer

1 FTE

Coordinator of

Billing & Collection1 FTE

Assessment Analyst (1 FTE)

Assessment Tax Clerk (2 FTE)

Co-ordinator of Assessment1 FTE

Manager of Financial

Planning & Taxation1 FTE

Senior Buyer

3 FTE

Procurement Services Assistant

1 FTE

Manager of

Procurement Services1 FTE

Director

of Finance1 FTE

0 FTE in part time staffing

0 FTE in contract staffing

2014 CURRENT BUDGET

DEPARTMENT SUMMARY

2012


% CHANGE vs

2013 BUDGET

PROGRAM CHANGES

TOTAL BUDGET

% CHANGE vs

2013 BUDGET

3,511,149 3,615,100 3,445,545 Human Resources 3,562,425 -1.4 0 3,562,425 -1.4



-22 0 -33 Corp. Expenditures/Provisions 0 0.0 0 0 0.0

9,616 10,000 7,589 Internal Charges & Settlements 10,000 0.0 0 10,000 0.0

3,711,557 3,851,350 3,602,180 TOTAL EXPENDITURES 3,790,325 -1.6 0 3,790,325 -1.6



-766,278 -780,892 -763,143 TOTAL REVENUES -791,152 1.3 0 -791,152 1.3

2,945,280 3,070,458 2,839,037 NET OPERATING BUDGET 2,999,173 -2.3 0 2,999,173 -2.3



0.0 0.0 0.0 - CONTRACT 0.0 0.0 0.0 0.0 0.0

0.0 0.0 0.0 - PART TIME/TEMP 0.0 0.0 0.0 0.0 0.0

FINANCE DEPARTMENT



DIVISION: City Manager DivisionDEPARTMENT: FinanceDIRECTOR: Joan Ford

2013 APPROVED BUDGET $3,851 ($781) $3,070 38.0

BASE BUDGET ADJUSTMENTSHuman Resource costs which is comprised of provisions for merit adjustment/union contract increase, range movement, training, overtime, payroll taxes (EI, CPP, EHT), WSIB, OMERS and insurance benefits. This is offset by a reduction in costs due to staff changes resulting in new hires at lower salaries.

($53) $3,018

Minor decrease in operating/minor capital and purchased services to reflect actual experience ($8) $3,009

Recoveries - staff time - reflects increase in recovery ($3) $3,007 Decrease in returned cheque fees ($3K) and Tax Account Set up Fee ($10K) to reflect actual experience

$13 $3,020 -1.65%

MITIGATING COST REDUCTION MEASURES / USER FEESIncreased recoveries from Fire re Oakville cost sharing ($5) $3,015 External recoveries reflects 2% increase in POA recoveries for payroll, accounts payable, and general overhead services.

($2) $3,013

Increase in fee revenue for tax statements, requests for proposals, quotations, and tenders. ($14) $2,999 -2.32%

BUSINESS CASES

2014 APPROVED BUDGET $3,790 ($791) $2,999 -2.32% 38.0

2014 ANALYSIS OF CHANGE(Rounded to Thousands)


Cost

Cumulative Change

over 2013Revenue

2014 OVERVIEW FORM

Division: City Manager Department: Human Resources Director: Roy Male Overview Summary (e.g. Vision/Mission Statement):

The Human Resources budgets encompass Workplace Health & Safety Service and Human Resources Service, which include a variety of Corporate HR programs and services: Employee Recruitment; Employee Development & Technological Training; Wellness Programs; Performance Excellence Program; Corporate Training & Development; Joint Employee Assistance Program; Staff Educational Assistance Program; Employee Service Awards; Quarter Century Club; Health & Safety Training; WSIB Claims Management; Medical resources; Student Interns; Provisions for Retired Employees and Restructuring costs; Labour and Employee Relations; Compensation & Benefits and, the costs relating to the operation of the Human Resources Department

2014 Performance Measures/Indicators 2012 Actual


2013 Actual


3 – 5 Year Target

Average sick leave utilization days per year (9.3 is the national average) 6.5 6.5 6.65 6.5 6.5

Number of workplace accidents per 100 FTE resulting in lost time 2.8 2.5 2.3 2.25 2

# of workplace accidents/incidents resulting in: (a) lost time 25 20 18 16 14 (b) medical aid 25 20 20 18 16 (c) injury report only (i.e. no lost time/no medical aid) 150 130 130 130 130

# of Position postings 150 150 155 155 155 # staff on job rotation 20 25 35 25 25

ORGANIZATIONAL STRUCTUREHUMAN RESOURCES DEPARTMENT(13.0 Full-Time Equivalent - Regular Full Time)

Secretary to the Executive Director1 FTE

Human Resources

Administrator1 FTE

Health & Safety

Coordinator1 FTE

HR Consultant

Employee Health & Wellness1 FTE

Human Resources

Representative3 FTE

Human Resources

Associate3 FTE

Human Resources Co-ordinator

Recruitment & Recognition1 FTE

Manager of Human Resources1 FTE

Executive Director of

Human Resources 1 FTE

1.5 FTE in part time staffing (corporate interns/co-ops)


2014 CURRENT BUDGET

DEPARTMENT SUMMARY

2012


% CHANGE vs

2013 BUDGET

PROGRAM CHANGES

TOTAL BUDGET

% CHANGE vs

2013 BUDGET

2,438,438 2,493,770 2,529,293 Human Resources 2,536,860 1.7 0 2,536,860 1.7



220,000 220,000 220,000 Corp. Expenditures/Provisions 220,000 0.0 0 220,000 0.0

1,933 0 0 Internal Charges & Settlements 0 0.0 0 0 0.0




-179,181 -177,393 -235,900 TOTAL REVENUES -184,176 3.8 0 -184,176 3.8




0.0 3.0 0.8 - CONTRACT 2.3 -23.3 0.0 2.3 -23.3

1.5 1.5 1.5 - PART TIME/TEMP 1.5 0.0 0.0 1.5 0.0

HUMAN RESOURCES DEPARTMENT



DIVISION: City ManagerDEPARTMENT: Human ResourcesDIRECTOR: Roy Male

2013 REVISED BUDGET $3,190 ($177) $3,013 17.5


$18 $3,031

Reduction in contract FTEs related to Corporate Time Recording project (0.8)Monies reallocated within existing budget to invest in Retiree Benefits ($25,500) from the recruitment budget

$0 $3,031

Reduction in Advertising/Recruitment costs to meet budget targets ($10) $3,020 Increased recoveries from POA and Fire communications ($7) $3,014 Reduced Health & Safety Training and Materials ($1) $3,013 -0.01%


BUSINESS CASES

2014 APPROVED BUDGET $3,197 ($184) $3,013 -0.01% 16.8



Cost

Cumulative Change

over 2013Revenue

2014 OVERVIEW FORM

Division: City Manager Division Department: Information Technology Director: Christine Swenor Overview Summary (e.g. Vision/Mission Statement):

The Information Technology Services Department works together with staff and external partners to deliver reliable, secure, innovative and cost effective Information Technology solutions and services to benefit the organization and the Burlington community. ITS staff deliver the following services: Help Desk Support Business Application Mgmt. & Support User Training IT Security Email, Internet and Telephone Project Management IT consulting Business Process Improvement


2013 Year-End Actual


3 – 5 Year Target

# of Information Technology Services Support Calls 8837 9721 9675 10642 14000 Total # of PC's in the Corporation 807 825 810 822 875 # of participants receiving technology training in house

822 *includes phone training 200 417 350 350

# of in house technology courses offered 15 25 58 25 25

ORGANIZATIONAL STRUCTUREINFORMATION TECHNOLOGY SERVICES DEPARTMENT



Application Analyst9 FTE

GIS Application Analyst1 FTE

Data Base Administrator1 FTE

CAD RMS Administrator1 FTE

Manager Business Applications1 FTE

Business Analyst5 FTE

Manager Strategic IT Service Delivery1 FTE

Network Analyst5 FTE

Technical Support

Analyst4 FTE

Senior Technology & Security Analyst1 FTE

Manager Infrastructure & Operations1 FTE

Director of Information

Technology Services1 FTE



2014 CURRENT BUDGET

DEPARTMENT SUMMARY

2012


% CHANGE vs

2013 BUDGET

PROGRAM CHANGES

TOTAL BUDGET

% CHANGE vs

2013 BUDGET

3,031,046 3,322,175 3,294,298 Human Resources 3,351,230 0.9 0 3,351,230 0.9


1,468,601 1,727,006 1,711,934 Purchased Services 1,823,250 5.6 31,913 1,855,163 7.4


0 0 63 Internal Charges & Settlements 0 0.0 0 0 0.0

4,526,998 5,066,381 5,044,403 TOTAL EXPENDITURES 5,190,180 2.5 31,913 5,222,093 3.1



-322,789 -259,383 -352,063 TOTAL REVENUES -293,254 13.1 0 -293,254 13.1

4,204,209 4,806,998 4,692,339 NET OPERATING BUDGET 4,896,926 1.9 31,913 4,928,839 2.5



3.5 2.0 2.0 - CONTRACT 2.0 0.0 0.0 2.0 0.0

0.3 0.3 0.3 - PART TIME/TEMP 0.3 0.0 0.0 0.3 0.0

INFORMATION TECHNOLOGY SERVICES



DIVISION: City Manager Division

DEPARTMENT: Information Technology Services

DIRECTOR: Christine Swenor

2013 RESTATED BUDGET $5,066 ($259) $4,807 34.3




insurance benefits.

$29 $4,836

IT Business Applications Annual Maintenance and Support, including elimination of Building IVR

application

$54 $4,890

Increase in Telephone system costs due to growth and economic increases $10 $4,900

Reduction in Communications due to lower cost solutions implemented for disaster recovery site

and internal recovery for Paletta Mansion.

($10) $4,890

Software and Hardware Maintenance increase due to economic increases $3 $4,893

Telephone costs increased due to budget consolidation and economic increase. $20 ($13) $4,901

Increased mobility services through expanded use of technology and services $20 $4,921

Minor adjustment in operating budget ($3) $3 $4,921 2.37%


One time recovery from POA recoveries due to 2014 Projects ($21) $4,900

Increased recoveries for Fire communications ($3) $4,897 1.87%

BUSINESS CASES

IT Infrastructure for growth and new services to support Haber Community Centre growth and

enhanced IT Services

$32 $4,929 2.53%

2014 APPROVED BUDGET $5,222 ($293) $4,929 2.53% 34.3



Staff Impact


Cumulative

Cost

Cumulative

Change

over 2013

Revenue

2014 OVERVIEW FORM

Division:

City Manager Department:

Legal Director:

Nancy Shea Nicol Overview Summary (e.g. Vision/Mission Statement):

Premium quality, responsive and cost effective legal services ensure that the interests of the Municipal Council and the Corporation are protected. The interests of the Corporation and municipal residents must be safeguarded as municipal corporations have unlimited liability and perpetual succession. The City Solicitor’s Office is a full service in-house legal department committed to providing quality legal services to the Municipal Council and the Corporation. The Department is comprised of three service areas: Corporate Legal Service: An internal service providing legal advice to Council and departments and the preparation and execution of all legal transactions on behalf of the corporation, including the preparation of legal advice and opinions, litigation, legal agreement management and real estate transactions. Realty Service: An internal service to provide City realty services including the acquisition and disposition of land and the leasing of property by and for the City. Halton Court Service: A public service to provide administration of court services and the prosecution of provincial offences on behalf of the our municipal partners (Burlington, Oakville, Milton and Halton Hills) including administration, collections and prosecution services.

2014 Performance Measures/Indicators 2012 Actual 2013 Target/ Forecast 2013 Actual 2014 Target/

Forecast 3 – 5 Year

Target HCS - # of staff days of court attendance. 482 493 457.5 458 458 HCS - % of Early Resolution requests resolved without trial n/a 90 89% 89% 89%

HCS - % of charges filed entered into ICON within 10 days 99% 99% 99% 99% 99%

LEGAL - Ratio of employees to lawyers 214 171 175 175 175 LEGAL - # of contracts, leases, agreements 107 102 112 100 100 LEGAL - # of real estate transactions 132 150 150 150 150 LEGAL - # of Development, Site Plan Agreements 48 44 44 50 50

2014 OVERVIEW FORM



Target LEGAL - OMB, Court & tribunals - non-complex (days related to court appearances) 96 87 79.5 81 81

LEGAL - OMB, Court & tribunals - complex (days realated to court appearances) 240 500 440 850 250

LEGAL - Client Hours of Legal Services Per Staff not available not available not available not available not available


LEGAL DEPARTMENT (10.0 Full-Time Equivalent for Legal - Regular Full Time)

(24 Full-Time Equivalent for Halton Court Services - Regular Full Time)

Secretary to the City Solicitor1 FTE

Solicitor1FTE

HCS Prosecutor

3 FTE

HCS Case Administrator

1 FTE

HCS Senior Prosecutor

1 FTE

Assistant City Solicitor1 FTE

Law Clerk1 FTE



Senior Law Clerk1 FTE

Law Clerk1 FTE

Manager of Realty Services1 FTE

HCS Collections Representative

3 FTE

HCS Accountant

1 FTE

HCS Court Monitor

3 FTE

HCS Court Administration Clerk

5 FTE

HCS Supervisor of Court Administration

1 FTE

Burlington

HCS Court Monitor

1 FTE

HCS Court Administration Clerk

2 FTE

HCS Supervisor of Court Administration

1 FTE

Milton

HCS Central Administration Clerk

1 FTE

HCS Manager of Halton Court Administration

1 FTE

City Solicitor1 FTE

1.5 FTE in part time staffing (HCS)

0.4 FTE in part time staffing (Legal)


txd

Line

2014 CURRENT BUDGET

DEPARTMENT SUMMARY

2012


% CHANGE vs

2013 BUDGET

PROGRAM CHANGES

TOTAL BUDGET

% CHANGE vs

2013 BUDGET

1,188,642 1,329,300 1,324,600 Human Resources 1,404,840 5.7 0 1,404,840 5.7


66,647 75,550 50,483 Purchased Services 76,150 0.8 0 76,150 0.8




-662,612 -780,172 -680,344 Controllable Revenues -693,106 -11.1 0 -693,106 -11.1


-707,170 -820,172 -758,779 TOTAL REVENUES -794,366 -3.1 0 -794,366 -3.1

582,649 617,528 654,858 NET OPERATING BUDGET 719,474 16.5 0 719,474 16.5



0.0 0.0 0.0 - CONTRACT 0.0 0.0 0.0 0.0 0.0

0.0 0.0 0.0 - PART TIME/TEMP 0.4 0.0 0.0 0.4 0.0

LEGAL DEPARTMENT



DIVISION: CITY MANAGERDEPARTMENT: LEGALDIRECTOR: NANCY SHEA NICOL

2013 APPROVED BUDGET $1,438 ($820) $618 10.0


$14 $632

Addition of part-time Real Estate Solicitor, funded from Capital projects $61 ($61) $632 0.4 Reduction in recoveries from Halton Court Services due to lower volume of tickets and fines collected

$98 $730

Increased recoveries for staff time from Halton Court Services ($6) $724 Minor increase in miscellaneous expenditures $1 $724 17.32%

MITIGATING COST REDUCTION MEASURES / USER FEESIncrease in legal fees & disbursement revenues due to greater number of legal agreements processed

($5) $719 16.51%

BUSINESS CASES

2014 APPROVED BUDGET $1,514 ($794) $719 16.51% 10.4



Cost

Cumulative Change

over 2013Revenue

Community & Corporate Services Division

Community & Corporate Services Division

2014 Budget2014 Approved Current and Capital Budgets and 2015 – 2023 Capital Forecast


Division: Community & Corporate Services General Manager: Kim Phillips Divisional Summary

The Community & Corporate Service Division's approved 2014 Current Budget totals $40,527,019, representing a 1.8% total budget change. Summarized below, in table format, is the Division's total budget:

2013 2014 Base Budget Business 2014 Total Budget

Approved Base Change Cases Total Change Budget Budget $ % Budget $ %

Community & Corporate Services Admin $701,000 $804,750 $103,750 14.8% $0 $804,750 $103,750 14.8%

Clerks 3,059,300 3,126,000 66,700 2.2% 0 3,126,000 66,700 2.2%

Fire 25,573,432 25,783,692 210,260 0.8% 0 25,783,692 210,260 0.8%

Parks & Recreation 10,458,317 10,363,733 (94,584) (0.9)% 448,844 10,812,577 354,260 3.4%

Total $39,792,049 $40,078,175 $286,126 0.7% $448,844 $40,527,019 $734,970 1.8%


COMMUNITY & CORPORATE SERVICES DIVISION (336.3 Full-Time Equivalent - Regular Full Time)

Administrative Assistant1FTE

Coordinator Strategic Initiatives1 FTE

Corporate Projects & Accessibility Coordinator1 FTE

Assistant to the General Managers1 FTE

Business Continuity

Emergency Plan Coordinator1 FTE

FIRE202 FTE

PARKS & RECREATION98.3

CLERKS30.0 FTE

General Manager1.0 FTE



2014 CURRENT BUDGET

DEPARTMENT SUMMARY

2012


% CHANGE vs

2013 BUDGET

PROGRAM CHANGES

TOTAL BUDGET

% CHANGE vs

2013 BUDGET

980,360 633,215 772,536 Human Resources 722,575 14.1 0 722,575 14.1


30,052 195,199 74,220 Purchased Services 54,801 -71.9 86,000 140,801 -27.9

10,689 15,000 10,689 Corp. Expenditures/Provisions 5,500 -63.3 0 5,500 -63.3

1,753 671 122 Internal Charges & Settlements 152 -77.3 0 152 -77.3

1,053,211 866,000 883,458 TOTAL EXPENDITURES 812,980 -6.1 86,000 898,980 3.8

0 0 0 Controllable Revenues 0 0.0 0 0 0.0

-138,520 -165,000 -194,218 General Revenues & Recoveries -8,230 -95.0 -86,000 -94,230 -42.9

-138,520 -165,000 -194,218 TOTAL REVENUES -8,230 -95.0 -86,000 -94,230 -42.9




1.5 1.8 1.5 - CONTRACT 1.0 -44.4 0.0 1.0 -44.4

0.0 0.0 0.0 - PART TIME/TEMP 0.0 0.0 0.0 0.0 0.0

COMMUNITY & CORPORATE SERVICES ADMIN



DIVISION: Community and Corporate ServicesDEPARTMENT: Community and Corporate Services AdminGeneral Manager: Kim Phillips

2013 RESTATED BUDGET $866 ($165) $701 5.8


($3) $698

Transfer of GM Assistant from D&I Admin $0 $698 1.0 Removal of One time funding for E-Gov't Office and Utility costs ($165) $165 $698 Removal of Public Involvement Coordinator contract position $0 $0 $698 (0.8)Addition of Business Continuity and Emergency Planning Coordinator from redeployment $101 ($8) $790 1.0 Operating expenditures for accessibility program $16 $0 $891 Minor adjustments in operating expenses ($2) $805 14.80%


BUSINESS CASESCommunity development in Burlington neighbourhoods with Community Development Halton and other agencies

$86 ($86) $805 14.80%

2014 APPROVED BUDGET $899 ($94) $805 14.80% 7.0



Cost

Cumulative Change

over 2013Revenue

2014 OVERVIEW FORM

Division: Community & Corporate Services Department: Clerks Director: Angela Morgan Overview Summary (e.g. Vision/Mission Statement):

The mission of the Clerks Department is to ensure and support open and accountable democratic local government in Burlington. The Department is comprised of three sections: Committee & Election Services, Service Burlington and Communications. Committee & Election Services is responsible for the delivery of service for Standing Committee and Council meetings, conducting municipal elections, citizen committees, department technology, digital copy centre and mail services. Service Burlington's responsibilities include customer service (switchboard, marriage licenses, death registrations, tax payments, Parks & Recreation program registration and Commissioner of Oath Services), the care and protection of corporate records, and responsibilities related to the Municipal Freedom of Information and Protection of Privacy Act. Communications provides communications planning, public relations, issues management, media relations and crisis communications as well as creative services with responsibility for graphic design, wayfinding, web development, intranet development and other related initiatives. Clerks budget includes the following services: Service Burlington, Council & Committee Services and Communications Services

2014 Performance Measures/Indicators 2012 Actual


2013 Actual


3 – 5 Year Target

# of marriage licences issued 703 770 750 750 900 # of death registrations 954 1350 1050 1200 1400 # of Commissioner of Oaths signatures 800 1150 950 1100 1200 # of delegations at Council/Committee meetings 237 200 225 230 240 # of FOI requests 396 400 500 450 500


CLERKS DEPARTMENT (30 Full-Time Equivalent - Regular Full Time)

Secretary to City Clerk1 FTE

Committee

Clerks3 FTE

Committee Assistants2 FTE

Clerks Technology

Analyst1 FTE

Election

Officer*occurs only in election year

Digital Print Technician2 FTE

Mail/Print

Assistant1 FTE

Production

Co-ordinator1 FTE

Manager of Committee & Election Services1 FTE

Records

Co-ordinator1 FTE

Customer Service Clerk/

Records Clerks5 FTE

Customer Service

Supervisor1 FTE

Manager of Service Burlington1 FTE

Communications Advisor3 FTE

Web Editor1 FTE

Corporate Graphics Designer1 FTE

Graphics Designer2 FTE

Supervisor of Creative Services1 FTE

Manager of Communications1 FTE

City Clerk1 FTE



txd

Line

2014 CURRENT BUDGET

DEPARTMENT SUMMARY

2012


BUDGET

% CHANGE

vs

2013 BUDGET

PROGRAM

CHANGES

TOTAL

BUDGET

% CHANGE

vs

2013 BUDGET

2,568,574 2,620,730 2,642,783 Human Resources 2,836,185 8.2 0 2,836,185 8.2








-343,368 -278,590 -425,128 TOTAL REVENUES -607,195 118.0 0 -607,195 118.0




0.6 1.3 0.3 - CONTRACT 1.3 0.0 0.0 1.3 0.0

1.1 1.1 1.1 - PART TIME/TEMP 1.6 45.5 0.0 1.6 45.5

CLERKS



DIVISION: COMMUNITY SERVICES

DEPARTMENT: CLERKS

DIRECTOR: ANGELA MORGAN

2013 RESTATED BUDGET $3,338 ($279) $3,059 31.4


Increased Human Resources costs which comprises provisions for market adjustment, range

movement, training, overtime, payroll taxes (EI, EPP, EHT), WSIB, OMERS and insurance benefits.

There was also reratings of some positions.

$52 $3,111

2014 Election - These costs comprise of a full-time contract Election Officer, a part-time contract

Election Assistant, printing, facility rental, advertising and other services such as Datafix and

records destruction. These costs are Operating and Minor Capital at $49,000 and Purchased

Services at $106,000. Also includes one-time funding from the Election Reserve Fund, which is

funded from a yearly provision for upcoming Elections.

$320 ($320) $3,111 1.5

Expanding closed captioning services to include Standing Committees $36 $3,148

Other minor operating adjustments ($13) ($3) $3,132 2.38%


Increase of residential and non-residential burial fees due to fee increase of $5. ($6) $3,126 2.18%

BUSINESS CASES

2014 APPROVED BUDGET $3,733 ($607) $3,126 2.18% 32.9



Staff Impact


Cumulative

Cost

Cumulative

Change

over 2013

Revenue

2014 OVERVIEW FORM

Division:

Community Corporate Services Department:

Fire Director:

Tony Bavota Overview Summary (e.g. Vision/Mission Statement):

This overview represents the performance measures for fire suppression, which consists of full-time career firefighters and volunteer firefighters who respond to fire emergencies, tiered medical responses, motor vehicle collisions, extrications, ice and water rescues, high and low angle rescues, hazardous material responses, trench and confined space rescues and all other emergencies as required. Within the Province of Ontario the delivery of fire protection services are guided by the Fire Protection and Prevention Act 1997 (Fire Code) through three lines of defense: Public Education and Prevention, Fire Safety Standards and Enforcement and Emergency Response.

Performance Measures/Indicators 2012 Actual 2013 Target/ Forecast 2013 Actual 2014 Target/


Target Initial Emergency Response Measure of 4 Firefighters arriving on-scene within 4 minutes, or less, 75% of the time.

72% 75% 68.1% 75% 75%

Full Alarm (Depth) Emergency Response Measure of 15 Firefighters on- scene within 8 minutes, or less, 75% of the time.

45% 75% 40.4% 75% 75%

Annual Cost for Fire Emergency Service per Household $353 $367 $371 $377 $385

Annual Total Number of Fire Apparatus Deployments 11120 11249 11190 11150 11400

Annual Total Number of Individual Incidents (Ontario Fire Marshal Incident Codes) 6923 7004 6821 7000 7200

Fire Property / Explosion 220 155 158 161 160 Fire False Alarm 849 858 900 878 900 Medical / Resuscitator 3976 3989 3784 3766 4100 Public Hazard 211 205 336 306 312 Rescue 1 696 658 667 645 680 Other 2 971 954 976 964 980

2014 OVERVIEW FORM



Target 1. Incorporates motor vehicle collisions, commercial/industrial accidents, persons trapped, high/low angle, ice/water rescues, trench/confined space rescues, commercial/industrial and animal rescues. 2. Incorporates; burning complaints, carbon monoxide false alarms, overpressure ruptures (no fire), pre-fire conditions and other response.


FIRE DEPARTMENT (202.0 Full-Time Equivalent - Regular Full Time)


Platoon Chief - 4 FTE

Captain - 28 FTE

Acting Captains - 40 FTE

Firefighters - 100 FTE

Volunteers

65

Training Officer/Supervisor - 1 FTE

Training Officers - 2 FTE

Fire Clerk - 1 FTE

Deputy Fire Chief

Operations1 FTE

Corporate Emergency Planning

and

Public/Region Emergency Management

Liaison

Supervisor/Mechanic

Vehicle & Equipment Maintenance - 1 FTE

Maintenance Mechanic Firefighter - 2 FTE

Chief Fire Prevention Officer - 1 FTE

Fire Prevention Officer - 1 FTE, Inspectors - 5 FTE

Public Education Officer - 1 FTE

Fire Prevention Secretary - 1 FTE

Deputy Fire Chief

Prevention, Maintenance & CEMC1 FTE

Appleby Fire Dispatch

Communications Coordinator - 1 FTE

Communicators - 8 FTE

Manager of Fire Administration

and Communications1 FTE

Fire Chief1 FTE



2014 CURRENT BUDGET

DEPARTMENT SUMMARY

2012


% CHANGE vs

2013 BUDGET

PROGRAM CHANGES

TOTAL BUDGET

% CHANGE vs

2013 BUDGET

23,787,405 25,110,430 25,101,705 Human Resources 25,491,020 1.5 0 25,491,020 1.5






-1,201,995 -1,271,700 -1,133,534 Controllable Revenues -1,318,027 3.7 0 -1,318,027 3.7


-1,317,825 -1,400,900 -1,266,805 TOTAL REVENUES -1,449,281 3.5 0 -1,449,281 3.5



202.0 203.0 203.0 BUDGETED - REGULAR FULL TIME (RFT) 202.0 -0.5 0.0 202.0 -0.5

0.0 0.0 0.0 - CONTRACT 0.0 0.0 0.0 0.0 0.0

4.5 4.5 4.5 - PART TIME/TEMP 4.5 0.0 0.0 4.5 0.0

BURLINGTON FIRE DEPARTMENT



DIVISION: COMMUNITY & CORPORATE SERVICESDEPARTMENT: FIREDIRECTOR: TONY BAVOTA

2013 RESTATED BUDGET $26,974 ($1,401) $25,573 207.5

BASE BUDGET ADJUSTMENTSHuman resource costs which are comprised of provisions for merit adjustment, memberships, union contract adjustment, range movement, training, overtime, payroll taxes (EI, CPP, EHT), WSIB, OMERS and insurance benefits.

$516 $26,089

Removal of Deputy Fire Chief and Business Process Coordinator for redeployment ($250) $25,839 (2.0)Addition of Manager of Admin and Fire Communications from redeployment $115 $25,954 1.0 Reduction in General Operating Materials for all eight fire stations based on previous year's actuals and 2014 requirement.

($9) $25,945

Natural Gas, Hydro and Water overall reduction, for 8 fire stations, is due to energy conservation initiatives, previous year's actuals and 2014 requirement.

($35) $25,910

Increase to corporate radio licence and maintenance costs as part of the P25 Regional Radio. $20 $25,930


Description Expenditure Revenue CumulativeCost

Cumulative Change

over 2013

Staff Impact(FTE)

Computer Software Maintenance has been reduced to reflect the current FDM Caller Aided Dispatch and Records Management Software (CAD/RMS) maintenance contract agreement for the fire dispatch centre.

($10) $25,920

Reduction in equipment maintenance requirements due to an improved equipment capital replacement schedule and the requirement for external services for fleet maintenance.

($20) $25,900

Reduction in annual insurance premiums for the departments emergency response and support fleet.

($12) $25,888

Reduction to numerous operating and purchased services budget line items based on previous year's assigned $ and 2014 requirement. Line items with a reduction are referenced: Oil, Books, Periodicals and Subscription, Meeting Expenses, Printing and Reproduction, General Office Materials, Wearing Apparel and Accessories, Personnel & Safety Materials, Training and Fire Educational Materials, General Workshop Supplies, Fire Medical Supplies, Furniture and Office Equipment, Computer Software and Hardware, Cellular Telephone, Pagers and Advertising.

($26) $25,862

Increase to internal charges for Fire Dispatch Centre cost share agreement. Offset by increase to internal and external recoveries.

$17 ($21) $25,857

New request for inspection fees for cost recover for requested inspections and align with other local fire departments.

($6) $25,851

New fee for stand by requests for fire suppression staff and apparatus for profit groups ($4) $25,847 Increase to various revenue line items for Inspection for Approval, Rental Revenue of fire training tower, and external recoveries

($7) $25,840 1.04%


Cumulative Change

over 2013

Staff Impact(FTE)

MITIGATING COST REDUCTION MEASURES / USER FEESNew/Renewed vendor contracts (i.e. overhead door, HVAC, SCBA maintenance) both corporately and departmentally has reduced budget requirement.

($26)

Elimination of redundant land lines and T1 data lines for fire dispatch has reduced 2014 budget requirement

($21)

Increase to fire fines to promote fire code compliance and to align the Burlington fire department with other local fire department fees.

($10) $25,784 0.82%

BUSINESS CASES

2014 APPROVED BUDGET $27,233 ($1,449) $25,784 0.82% 206.5

2014 OVERVIEW FORM

Division:

Community Corporate Services Department:

Parks and Recreation Director:

Chris Glenn Overview Summary (e.g. Vision/Mission Statement):

Parks & Recreation is in the business of enhancing the quality of life for everyone, every day. We do this through sport, leisure & culture. We support this through park design & development and facility maintenance.


2013 Actual


3 – 5 Year Target

1. City sportfield usage as a % of primetime capacity (May-Aug: M-F 6pm-9pm or 11pm if lit; Sat-Sun 9am-5pm or 11pm if lit).

35.5% 37% 35.6% 37% 40%

2. Ice pad usage as a % of primetime capacity (Jan-Mar and Oct-Dec). M-F 5pm-11pm & S-S 7am-11pm. (Note: 2013 Target originally anticipated that the closure of Mountainside Arena for renovations would result in the uptake of those hours to other COB arenas. Retention of ice usage within available inventory did not materialize as anticipated, as is reflected in the 2013 year end projection.)

85.7% 90% 84.2% 85% 90%

3. # Rounds (revenue generating only) at Tyandaga Golf Course) 26,805 30,000 33,000 33,000 35,000

In conjunction with service-based business plans, other measures related to usage and customer satisfaction will be included in the 2015 budget submission.

Secretary to the Director

1 FTE

Recreation Coordinator

5 FTE

Customer Service

8 FTE

Customer Service Coordinator

3 FTE

Supervisor Recreation

3 FTE

Customer Service Associate

1 FTE

Gardener Landscaper

1 FTE

Supervisor Tyandaga

Golf Course

1 FTE

Coordinator

2 FTE

Supervisor Marketing

& Sponsorship

1 FTE

Coordinator

1 FTE

Supervisor Food Services

1 FTE

Senior Recreation

Programmer

1 FTE

Aquatics Coordinator

4 FTE

Supervisor Aquatics

1 FTE

Manager Recreation

Services

1 FTE

Coordinator

1 FTE

Senior Recreation

Programmer

2 FTE

Supervisor Festival

& Events

1 FTE

Coordinator

2 FTE

Supervisor Sport Development

1 FTE

Planner

Community Development

2 FTE

Manager Community

Development Services

1 FTE

Planner

Business Services

1 FTE

Business Process Coordinator

1 FTE

Scheduling & Registration Analyst

1 FTE

Administration Coordinator

1 FTE

Administration Clerk

4 FTE

Supervisor Financial

Management & Administration

1 FTE

Administrative Associate

2 FTE

Manager Business

Services

1 FTE

Landscape Architect

4 FTE

Landscape Technician

1 FTE

Manager Parks

Open Space

1 FTE

Operations Coordinator

5.3 FTE

Facility Operator

4 FTE

Arena Pool Operator

15 FTE

Utility Person

2 FTE

Corporate Building

Operator

2 FTE

Supervisor Operations

5 FTE

Manager Facilities &

Special Projects

1 FTE

Director of

Parks & Recreation

1 FTE


PARKS & RECREATION DEPARTMENT (98.3 Full-Time Equivalent - Regular Full Time)

152.3 FTEs in part time staffing


2014 CURRENT BUDGET

DEPARTMENT SUMMARY

2012


BUDGET

% CHANGE

vs

2013 BUDGET

PROGRAM

CHANGES

TOTAL

BUDGET

% CHANGE

vs

2013 BUDGET

13,382,549 14,339,220 13,604,945 Human Resources 14,246,813 -0.6 207,065 14,453,878 0.8

4,151,638 4,191,580 4,034,194 Operating/Minor Capital Equip. 4,391,588 4.8 178,738 4,570,326 9.0

4,290,315 4,337,880 4,480,312 Purchased Services 4,211,196 -2.9 103,468 4,314,664 -0.5

1,987,975 1,669,767 1,859,469 Corp. Expenditures/Provisions 1,904,262 14.1 0 1,904,262 14.1

2,560,225 2,583,600 2,309,721 Internal Charges & Settlements 2,442,582 -5.4 173,405 2,615,987 1.3


-14,161,335 -13,962,141 -13,972,712 Controllable Revenues -14,037,392 0.5 -210,912 -14,248,304 2.1

-2,629,385 -2,701,589 -2,453,339 General Revenues & Recoveries -2,795,316 3.5 -2,920 -2,798,236 3.6

-16,790,720 -16,663,730 -16,426,050 TOTAL REVENUES -16,832,708 1.0 -213,832 -17,046,540 2.3

9,581,981 10,458,317 9,862,591 NET OPERATING BUDGET 10,363,733 -0.9 448,844 10,812,577 3.4



0.3 1.0 1.0 - CONTRACT 0.0 -100.0 0.0 0.0 -100.0

151.6 147.3 148.7 - PART TIME/TEMP 147.8 0.3 4.5 152.3 3.4

PARKS & RECREATION DEPARTMENT



2014 CURRENT BUDGET

SUMMARY OF GROSS EXPENDITURES AND REVENUES FOR PARKS & RECREATION

2012 2013 2014 % 2012 2013 2014 % 2012 2013 2014 %

PARKS AND RECREATION ACTUAL BUDGET BUDGET +/- ACTUAL BUDGET BUDGET +/- ACTUAL BUDGET BUDGET +/-

GROSS EXPENDITURES GROSS REVENUES/RECOVERIES NET EXPENDITURES

Concessions 745$ 15,300$ 15,300$ 0.0% (124,468)$ (107,280)$ (107,280)$ 0.0% (123,723)$ (91,980)$ (91,980)$ 0.0%

Food Services 1,668,266 1,448,772 1,250,634 -13.7% (1,668,266) (1,448,772) (1,250,634) -13.7% - - - 0.0%

Public Skate Programming 417,944 446,157 468,774 5.1% (152,097) (170,432) (171,371) 0.6% 265,846 275,725 297,403 7.9%

Aquatic Programming 3,464,616 3,455,684 3,422,359 -1.0% (2,504,201) (2,420,899) (2,448,696) 1.1% 960,415 1,034,785 973,663 -5.9%

Tyandaga Programming 1,066,239 1,269,216 1,155,579 -9.0% (1,066,239) (1,269,216) (1,155,579) -9.0% - - - 0.0%

Diversity Programming 338,905 349,691 334,934 -4.2% (199,115) (222,473) (228,165) 2.6% 139,790 127,218 106,769 -16.1%

Music Programming 348,858 399,296 381,807 -4.4% (153,928) (193,734) (177,055) -8.6% 194,930 205,562 204,752 -0.4%

Preschool/Child Programming 812,955 892,401 891,418 -0.1% (621,466) (628,074) (655,156) 4.3% 191,489 264,327 236,262 -10.6%

Youth/Teen Programming 545,626 594,602 598,060 0.6% (348,914) (416,932) (422,497) 1.3% 196,712 177,670 175,563 -1.2%

Adult/Seniors Programming 739,608 717,123 766,294 6.9% (563,419) (532,203) (561,350) 5.5% 176,189 184,920 204,944 10.8%

Customer Service 1,648,596 1,790,052 1,907,358 6.6% (36,425) (14,967) (28,850) 92.8% 1,612,171 1,775,085 1,878,508 5.8%

Design & Development 600,952 625,940 750,659 19.9% (172,000) (175,000) (406,096) 132.1% 428,952 450,940 344,563 -23.6%

Arena Facility Ops 4,298,981 4,292,493 4,401,420 2.5% (4,103,825) (4,125,984) (4,153,931) 0.7% 195,156 166,509 247,489 48.6%

Pool Facility Ops 1,459,539 1,444,031 1,495,074 3.5% (1,037,086) (1,052,077) (999,059) -5.0% 422,453 391,954 496,015 26.5%

Community Centre 1,289,204 1,576,301 2,146,734 36.2% (1,104,219) (1,246,412) (1,549,999) 24.4% 184,985 329,889 596,735 80.9%

Specialty Facilties 1,184,525 1,129,690 1,116,225 -1.2% (535,603) (534,217) (562,345) 5.3% 648,922 595,473 553,880 -7.0%

Corporate Facilities 1,587,639 1,654,754 1,693,565 2.3% (292,508) (282,639) (303,504) 7.4% 1,295,130 1,372,115 1,390,061 1.3%

Playfields & Passive Parks 764,217 773,970 835,790 8.0% (885,240) (728,850) (771,588) 5.9% (121,023) 45,120 64,202 42.3%

Parks & Rec Vehicle Operations 98,323 185,387 180,440 -2.7% (114,400) (185,387) (180,440) -2.7% (16,077) - - 0.0%

School Reciprocal Use Administration 631,859 523,283 499,394 -4.6% (551,381) (432,613) (412,100) -4.7% 80,479 90,670 87,294 -3.7%

Parks & Rec Administration 1,835,081 1,913,720 1,892,785 -1.1% (71,619) (60,000) (50,000) -16.7% 1,763,463 1,853,720 1,842,785 -0.6%

Community Development 264,677 359,536 363,646 1.1% - - - 0.0% 264,677 359,536 363,646 1.1%

Festivals & Events 731,178 762,228 736,518 -3.4% (177,923) (202,292) (164,604) -18.6% 553,255 559,936 571,914 2.1%

Marketing & Sponsorship 574,169 502,420 554,350 10.3% (306,377) (213,277) (286,241) 34.2% 267,791 289,143 268,109 -7.3%

Total Parks and Recreation 26,372,701$ 27,122,047$ 27,859,117$ 2.7% (16,790,720)$ (16,663,730)$ (17,046,540)$ 2.3% 9,581,981$ 10,458,317$ 10,812,577$ 3.4%

DIVISION: COMMUNITY SERVICES

DEPARTMENT: PARKS & RECREATION

DIRECTOR: CHRIS GLENN

2013 RESTATED BUDGET $27,122 ($16,664) $10,458 247.6


Human Resource costs which include merit adjustments, union contract increases, range

movement, training, overtime, payroll taxes (EI, CPP, EHT), WSIB, OMERS and insurance benefits.

$120 $10,578

Removal of Supervisor of Parks Development Planning for redeployment ($112) $10,466 (1.0)

Food Service Operations - Operational expenditures have been aligned with revenues. Paletta

Mansion is expected to break even for 2014. The provision to reserve for LaSalle is budgeted at

$60,126, a decrease of $10,598 from the 2013 budget.

($217) $217 $10,466

Tyandaga Programming - Revenues realigned reflecting a shift in the marketplace with customers

being drawn to green fee purchases through a successful egovernment initiative; increased

green fee sales offsetting reductions in membership sales which are being experienced industry-

wide. Provision to reserve budgeted at $77,126 an increase of $1,117 from the 2013 budget.

($114) $114 $10,466

Utilities (hydro, water and natural gas) corrected to reflect the 2012 actuals combined with the

2013 rate increases. Current monitoring process now includes consumption reduction initiatives,

eg, Arena Energy Challenge, trend analysis and monthly communications to ensure all planned

and unplanned activities have been accounted for.

$52 $0 $10,518

2014 expenses for hydro, water and gas includes rate increases and corporate recommendations. $126 $0 $10,645

Removal of one-time expenditures and revenues for the Teen Tour Band bi-annual major trip. ($15) $15 $10,645

Change in service provision for maintaining pay and display machines at the Waterfront. ($9) $0 $10,635

Increase in Corporate Facility Operations including building lease/rental expense for corporate

office at Sims Square and parking expense for tenants at 414 Locust Street

$39 ($21) $10,653

General Brock Land Acquisition debt charges for newly acquired property. The debt charges are

fully recoverable from provisions from Park Development Reserve Fund (PDRF).

$222 ($222) $10,653

Haber Recreation Centre naming sponsorship - new revenue through the sale of naming rights for

Haber Recreation Centre as approved in PR-18/13. Revenue offset with provision to Haber

Community Centre Capital Reserve Fund.

$68 ($68) $10,653

Operational change at the Bistro in the Burlington Seniors' Centre. The Board of Management is

now operating the Bistro directly.

($22) $26 $10,656 (0.3)

Schools - 8% increase in rental expense for board property as well as increase in custodial fees

offset with a 5% increase in school gym rental fees.

$18 ($21) $10,653

Various minor adjustments $18 ($9) $10,662 1.94%



Description Expenditure RevenueCumulative

Cost

Cumulative

Change

over 2013

Staff Impact

(FTE)

Description Expenditure RevenueCumulative

Cost

Cumulative

Change

over 2013

Staff Impact

(FTE)


Implementation of the artificial turf pricing strategy as approved in PR-3/13, as well as the addition

of the Doug Wright baseball diamond; overall increases in utilization of sports fields.

($33) $10,629

Implementation of the gym rates strategy as approved in PR-4/13. Increase in revenues reflect

both the gym rental strategy and updated rental demands based on the 2013 fall schedule.

($34) $10,595

Increase in recreation facilities rental revenues due to rate and volume increases, and new lease

agreements in some city facilities, e.g., Beachway (The Pumphouse), Paletta Mansion Gatehouse,

and Rotary Youth Centre.

($65) $10,530

Additional revenues as a result of new ATM service provider agreement. ($8) $10,522

Increase in registration and membership revenues due to fee and volume increases. ($79) $10,443

Closure of the Velocity Youth Club and the reallocation of some funds to be used for youth

programs and services per PR-17/13.

($99) $20 $10,364 -0.90% (0.2)

BUSINESS CASES

Annualization of Operating Costs at Haber Recreation Centre - Request approval for resources

required to annualize the operations of the Haber Recreation Centre.

$589 ($214) $10,739 4.5

Operating Costs of Water Play Features at Orchard Community Park, Hidden Valley and Millcroft

Park. $5,400 also budgeted in RPM.

$44 $10,782

Community Garden Program at Central Park, Francis Road Park and Amherst Park - To provide

funds to operate a community garden program for gardens located on city property. $5,500 also

budgeted in RPM.

$31 $10,813 3.39%

2014 APPROVED BUDGET $27,859 ($17,047) $10,813 3.39% 250.6

Development & Infrastructure Division

Development & Infrastructure Division



Division: Development and Infrastructure General Manager: Scott Stewart Divisional Summary

The Development & Infrastructure Division's approved 2014 Current Budget totals $38,027,169, representing a 0.9% total budget change. Summarized below, in table format, is the Division's total budget:

2013 2014 Base Budget Business 2014 Total Budget Approved Base Change Cases Total Change Budget Budget $ % Budget $ % Development & Infrastucture $505,095 $505,207 $112 0.0% $0 $505,207 $112 0.0% Corporate Strategic Initiatives 1,276,240 1,272,693 (3,547) (0.3)% 0 1,272,693 (3,547) (0.3)% Engineering 2,702,128 2,792,092 89,964 3.3% 0 2,792,092 89,964 3.3% Planning & Building 2,278,531 1,932,288 (346,243) (15.2)% 0 1,932,288 (346,243) (15.2)% Roads & Park Maintenance 20,200,295 20,372,462 172,167 0.9% 166,488 20,538,950 338,655 1.7% Transit 8,841,869 8,995,049 153,180 1.7% 0 8,995,049 153,180 1.7% Transportation 1,902,230 1,940,510 38,280 2.0% 50,380 1,990,890 88,660 4.7%

Total $37,706,388 $37,810,301 $103,913 0.3% $216,868 $38,027,169 $320.781 0.9%

Administrative Assistant1 FTE

Special Business Area Coordinator1 FTE

ENGINEERING45 FTE

PLANNING & BUILDING84 FTE

ROADS & PARKS MAINTENANCE137 FTE

CORPORATE STRATEGIC INITIATIVES13 FTE

TRANSPORATION SERVICES23FTE

TRANSIT118 FTE

General Manager1.0 FTE


DEVELOPMENT & INFRASTRUCTURE DIVISION (423 Full-Time Equivalent - Regular Full Time)



2014 CURRENT BUDGET

DEPARTMENT SUMMARY

2012


% CHANGE vs

2013 BUDGET

PROGRAM CHANGES

TOTAL BUDGET

% CHANGE vs

2013 BUDGET

211,550 459,600 473,884 Human Resources 466,300 1.5 0 466,300 1.5



0 0 0 Corp. Expenditures/Provisions 5,500 0.0 0 5,500 0.0


359,851 505,095 495,893 TOTAL EXPENDITURES 505,207 0.0 0 505,207 0.0

0 0 -970 Controllable Revenues 0 0.0 0 0 0.0

0 0 0 General Revenues & Recoveries 0 0.0 0 0 0.0

0 0 -970 TOTAL REVENUES 0 0.0 0 0 0.0




0.0 0.0 0.0 - CONTRACT 0.0 0.0 0.0 0.0 0.0

0.0 0.0 0.0 - PART TIME/TEMP 0.0 0.0 0.0 0.0 0.0

DEVELOPMENT & INFRASTRUCTURE ADMIN



DIVISION: DEVELOPMENT & INFRASTRUCTUREDEPARTMENT: DEVELOPMENT & INFRASTRUCTURE ADMINGENERAL MANAGER: SCOTT STEWART

2013 RESTATED BUDGET $505 $0 $505 4.0


$7 $512

Transfer of GM Assistant to Community & Corporate Services Admin (1.0)Minor adjustments in operating budget ($7) $505 0.02%


BUSINESS CASES



CostCumulative

Changeover 2013

Revenue

2014 APPROVED BUDGET $505 $0 $505 0.02% 3.0

2014 OVERVIEW FORM

Division: Development and Infrastructure Department: Corporate Strategic Initiatives Director: Allan Magi Overview Summary (e.g. Vision/Mission Statement):

The Corporate Strategic Initiatives Department's major functions include Corporate Facility Asset Management, Corporate Energy Management, Facility Project Management, implementation & promotion of Environmental Best Practices within City operations, and leadership in City strategic projects. Environment: In 2013, the department lead the completion of energy audits on all major City facilities and the completion of the City's Corporate Energy Management Plan. The department also lead the development of a Community Energy Plan and tabled the draft plan for review and comment in July 2013. Facilities: CSI provides facility asset management and capital planning for a total of 105 facilities with a total of 1,473,585 sq. ft. (2013). CSI is lead department for implementing the following initiatives in the City's Strategic Plan, Burlington, Our Future: - Create and implement a sustainable infrastructure plan for facilities aligned with the Strategic Plan - Prepare corporate energy reduction targets - Implement a plan to reduce the City's greenhouse gas emissions



Target Facility Condition Index Average * 0.11 0.10 .11 .10 .10 # of Facilities - Excellent FCI (0.00-0.04) 28 33 31 33 38 # of Facilities - Good FCI (0.05-0.09) 17 23 24 23 28 # of Facilities - Fair FCI (0.10-0.14) 15 14 14 14 14 # of Facilities - Poor FCI (0.15 and up) 44 37 37 37 27 Waste Reduction City Hall (garbage bags/day) 4 3 4 3.5 3.5 Corporate CO2 Emissions (tonnes) 10,045 11,900 9,100 9,700 10,000 Equivalent KWh Energy Use per sq. ft. for all Buildings (incl. hydro & gas) 27 26 30 28 24

* Long term targets pending strategic facility review/financial plan.

ORGANIZATIONAL STRUCTURECORPORATE STRATEGIC INITIATIVES DEPARTMENT


Secretary to the

Executive Director1 FTE

Asset Management Analyst1 FTE

Co-ordinator Asset Management1 FTE

Co-ordinator Project Management - Energy1 FTE

Facility Technologist1 FTE

Coordinator of

Facility Development & Renewal1 FTE

Supervisor Facility Asset Management1 FTE

Manager of Facility Assets1 FTE

Sustainability

Project Co-ordinator1 FTE

Senior Sustainability

Co-ordinator1 FTE

Co-ordinator Project Management1 FTE

Senior Project Manager1 FTE

Executive Director of

Corporate Strategic Initiatives1 FTE

0 FTE in part time staffing


2014 CURRENT BUDGET

DEPARTMENT SUMMARY

2012


% CHANGE vs

2013 BUDGET

PROGRAM CHANGES

TOTAL BUDGET

% CHANGE vs

2013 BUDGET

1,521,956 1,443,800 1,423,928 Human Resources 1,464,000 1.4 0 1,464,000 1.4








-280,154 -233,754 -241,254 TOTAL REVENUES -255,077 9.1 0 -255,077 9.1




0.5 0.0 0.0 - CONTRACT 0.0 0.0 0.0 0.0 0.0

0.0 0.0 0.0 - PART TIME/TEMP 0.0 0.0 0.0 0.0 0.0

CORPORATE STATEGIC INITIATIVE



DIVISION: Development & InfrastructureDEPARTMENT: Corporate Strategic InitiativesDIRECTOR: Allan Magi

2013 APPROVED BUDGET $1,510 ($234) $1,276 -3.81% 13.0

BASE BUDGET ADJUSTMENTSIncreased Human Resources costs which is comprised of provisions for merit adjustments/union contract increase, training, overtime, payroll taxes (EI,CPP,EHT), WSIB, OMERS and insurance benefits.

$20 $1,296

Reduction in various expenditures ($2) $1,294 Increased chargeback revenue due to inflation (increased costs) ($21) $1,273 -0.28%


BUSINESS CASES

2014 APPROVED BUDGET $1,528 ($255) $1,273 -0.28% 13.0



Cost

Cumulative Change

over 2013Revenue

2014 OVERVIEW FORM

Division: Development and Infrastructure Department: Engineering Director: Eichenbaum, Tom Overview Summary (e.g. Vision/Mission Statement):

The mission of the Engineering Department is to ensure the condition of the City's Road and Drainage infrastructure is well managed and is designed and built to specifications which will provide a high level of service and long life. This is accomplished through effective infrastructure asset management, the proper design and inspection of City construction works, and overseeing the construction of new development infrastructure. A common performance measure for municipal infrastructure is the Road pavement condition indicators as presented below. Commencing this year, condition indicators are also provided for other Road and Drainage sub assets such as bridges and culverts, storm sewers pipes, storm water management ponds and open channel creeks in the urban boundary.



Target Average Pavement Quality Index (PQI) for: (a) Arterials 65.1 64.0 65.4 63.0 65.0 (b) Collectors 72.3 71.0 69.8 69.0 70.0 (c) Locals 70.9 70.0 72.4 72.0 70.0 (d) Entire Network 69.7 69.4 70.1 69.0 68.7 % of lane kilometres not meeting acceptable PQI minimum standards by road type:

(a) Arterials (below PQI of 55) 28.0 % 30.0 % 26.4 % 28.0 % 30.0 % (b) Collectors (below PQI of 50) 8.3 % 9.0 % 16.2 % 18.0 % 10.0 % (c) Locals (below PQI of 45) 7.5 % 8.0 % 7.8 % 8.0 % 10.0 % (d) Entire Network 13.2 % 14.0 % 14.3 % 15.2 % 15.0 % % of paved lane kilometres rates adequate with PQI index over 75 (Provincial MPMP Measure)

(a) Arterials 23.4 % 23.0 % 24.8 % 23.0 % 30.0 % (b) Collectors 44.8% 42.0 % 43.5 % 41.0 % 45.0 % (c) Locals 40.9 % 40.0 % 53.9 % 54.0 % 45.0 % (d) Entire Network 37.9 % 35.0 % 44.3 % 43.4 % 41.2 % (for Pavements see note 1)

2014 OVERVIEW FORM



Target Bridges and Major Culverts (avg. Bridge Condition Index (BCI) on scale of 1 to 100 )(see note 2)

(a) Bridges n/a n/a 67.2 68.0 70.0 (b) Major Culverts (span greater than 3 meters) n/a n/a 73.0 73.0 73.0 Storm Sewers (avg. condition on scale of 1 to 5, where 1 is excellent and 5 is poor condition) (see note 3)

n/a n/a 2.0 2.0 2.0

Storm Water Management Ponds (avg. condition on a scale of 1 to 100) (see note 4) 55 55 55 56 53

Open Channel Creek Performance (see note 5) Average Creek Performance Rating (scale of 1 to 100) 78.7 79.1 79.1 80.2 80.3 Creek length requiring repairs (meters) 6335 5715 5715 4115 3890 Creek length requiring repairs (%) 7.6% 6.9% 6.9% 5.0% 4.7% Notes: (1) Road Pavement Condition The "3-5 year Target" values have been estimated based on the current level of funding for Roads renewal. It was reported in 2011 Report E-33-11) that $3 million in additional funding every year, for the next five years, applied strictly to "shave and pave" (Local road resurfacing) is required to stabilize the decline of the average network Pavement Quality Index. The funding provided for Local road resurfacing in 2014 will be $2.5 million and the proposed funding in 2015 and beyond will be $3.0 million. While the performance indicators have stabilized for Local and Collector roads, we will see a steady decline in the PQI for Arterial roads. It is envisioned that in the future a portion of the Local Roads resurfacing funding will have to be allocated to Arterial Roads in order to reduce their decline. The impact of the additional resurfacing funding on the performance indicators will be reassessed annually. (2) Bridges and Major Culverts The Bridge Condition Index (BCI) is calculated by taking the sum of the current value of the components divided by the sum of the total replacement value of the components. Therefore a value of 100 would be a brand new strucure, 50 would be mid life, etc. The

2014 OVERVIEW FORM

formula is the same for culverts. The 2012 actual and 2013 Target/Forecast have been shown as not available (n/a) because 2013 is the first year that we have begun to track these indices. Our bridges and major culverts are in relatively good condition but will require increasingly more rehabilitation funding in the next decade. (3) Storm Sewer Network (pipes) The Condition Index for storm sewers is on a scale of 1 to 5, where 1 is excellent and 5 is poor condition requiring replacement. We have 718 lineal km of storm sewers and 355 km have CCTV inspections, this represents approximately 48% of the network. Our goal is to have every pipe re-inpected on a ten year cycle. Our target is to complete inspection of the entire network by 2017. The Average Pipescore is 2 which is defined by WrC coding method as being a possible future need, minimal risk. Overall our storm sewer network is in good condition however we do have a small percentage of pipes with a score ranging from 3 to 5 which require partial or full replacement. This work is typically undertaken in conjunction with our Roads Capital Programme. The 2012 actual and 2013 Target/Forecast have been shown as not available (n/a) because 2013 is the first year that we have begun to track these indices. (4) Storm Water Management Ponds (SWM) The condition indicator is defined as the remaining life in the facility before it will require a refurbishment by way of sediment cleanout. A pond with a score of 100 would indicate a recently cleaned pond at maximum remaining life before next cleanout is due. Thus an indicator of 55 (as for the year 2013) is the average remaining life of the 24 SWM ponds. Once the pond is cleaned the life is assumed to be restored to 100%. As the ponds age, the conditions indicator is gradually reduced which is taken into consideration in estimating 2014 and the 3-5 year targets. Cleanout frequency is based on calculations. Actual cleanup is undertaken when the sediment accumulation is confirmed by a sediment survey. (5) Open Channel Creeks (within urban boundary) The approximate total creek length within the urban boundary is 83 km. The last Creek Inventory and Erosion assessment study was completed in 2009. The next Creek Assessment is scheduled in 2015. The 2009 Creek Condition Assessment identified 6.87 km of creek length requiring repair/restoration. Creeks were assessed using creek condition assessment criteria based on Risk Assessment Rating (slope instability, public safety, land use); Material and Performance Condition Rating (Erosion, Structure effectiveness & performance); and Environmental and Creek Characteristic Rating. It is estimated that the average condition of the creeks is deteriorating at a rate of 0.8% per year. It is also estimated that the overall creek performance rating will increase slightly as the City is rehabilitating creeks at a slightly higher rate than deterioration through the capital program. Two major creek stabilization projects (Indian Creek and Roseland Creek) were undertaken between 2010 and 2013 which contributed to marginally improve the average condition values. Phase 3 and 4 of Roseland Creek will be constructed 2014/15 and will also help improve the average condition values.

Receptionist1 FTE

Secretary1 FTE

Secretary (shared)0.5 FTE

Technicians3 FTE

Stormwater Project

Management Engineer1 FTE

Senior Environmental

Engineer1 FTE

Manager of Development &

Environment Engineering1 FTE

Secretary1 FTE

Snr Design Technician 2 FTE

Contract Admin. 1 FTE

Senior Project Manager1 FTE

Snr Design Technician 3 FTE

Design Techn. 4 FTE

Contract Admin 2 FTE

Project Manager3 FTE

Field Services

Technicians6 FTE

Quality Control

Specialist1 FTE

Project Co-ordinator1 FTE

Manager of Design

& Construction1 FTE

Secretary (shared)0.5 FTE

Infrastructure Technologist2 FTE

Technicians4 FTE

Coordinator

Geomatics1 FTE

Utility Coordinator1 FTE

Manager Infrastructure

& Data Management1 FTE

Director of

Engineering1 FTE


ENGINEERING DEPARTMENT (45 Full-Time Equivalent - Regular Full Time)



2014 CURRENT BUDGET

DEPARTMENT SUMMARY

2012


% CHANGE vs

2013 BUDGET

PROGRAM CHANGES

TOTAL BUDGET

% CHANGE vs

2013 BUDGET

4,291,991 4,477,128 4,483,753 Human Resources 4,631,898 3.5 0 4,631,898 3.5







-1,995,034 -1,990,042 -1,907,779 General Revenues & Recoveries -1,896,642 -4.7 0 -1,896,642 -4.7

-2,301,265 -2,192,542 -2,124,643 TOTAL REVENUES -2,111,642 -3.7 0 -2,111,642 -3.7




1.0 1.0 1.0 - CONTRACT 1.0 0.0 0.0 1.0 0.0

1.6 1.6 1.6 - PART TIME/TEMP 1.6 0.0 0.0 1.6 0.0

ENGINEERING DEPARTMENT



DIVISION: Development & InfrastructureDEPARTMENT: EngineeringDIRECTOR: Tom Eichenbaum

2013 APPROVED BUDGET $4,895 ($2,193) $2,702 47.6


$155 $2,857

Computer software maintenance increased costs due to software update for capital program delivery (AutoCAD Civil 3D).

$1 $2,858

Car allowance/mileage increase due to increased trips for corporate initiatives outside of capital program.

$2 $2,860

Decrease in roads debt charges and recoveries, set by Finance ($138) $138 $2,860 Recovery from external recoveries (Property information requests, maps sale, surveying, etc.) decreased due to expected decrease in actual volumes.

$2 $2,861

Recovery from staff time for orders for delivery of capital program reduced to reflect actual change in salaries (staff retirements and redeployment to other departments)

($41) $2,820

Furniture and office equipment now funded corporately. ($4) ($4) $2,813 Other minor operating adjustments ($7) $2,806 3.85%

MITIGATING COST REDUCTION MEASURES / USER FEESIncreased cost of trench cut permit revenues by 5% due to increased costs. This increase is average compared to area municipalities

($14) $2,792 3.33%

BUSINESS CASES

2014 APPROVED BUDGET $4,904 ($2,112) $2,792 3.33% 47.6



Cost

Cumulative Change

over 2013Revenue

2014 OVERVIEW FORM

Division: Development and Infrastructure Department: Planning and Building Director: Bruce Krushelnicki Overview Summary (e.g. Vision/Mission Statement):

The Planning and Building Department is responsible for four areas - 1) Developing the policy and regulatory framework for the physical development of the City; 2) Reviewing and advising on all development proposals; 3) Processing Building Permits and conducting building inspections; and 4) By-law Enforcement, licensing and animal control. Performance measures and indicators are currently being reviewed.



Target

Enforcement and Licensing (including Animal Control): timely issuance of licences, prompt enforcement of By-laws.

Bus Lic incl Enforce (1750)

BEO Insprections

(17,500) AC Calls Incl

Enforce (11,000) AC Licenses

(9160)

Bus Lic incl Enforce (1,800)

BEO Inspections (18,000)

AC Calls Incl Enforce (11,000)

AC Licenses (9,200)




AC Licences (9,200)




Bus Lic incl Enforce (1900)

BEO Inspections

(19,000) AC Calls Incl

Enforce (12,000)

AC Licenses (10,000)

Building Permits: timely plan examination review on residential and non residential building permit applications in accordance with the Ontario Building Code Act.. (*Varies with classification – residential, small, large & complex buildings)

10-30 Bus. Days 2290*

10-30 Bus. Days 1,600*

10-30 Bus. Days

1,800*

10-30 Bus. Days 1,600*

10-30 Bus. Days

1,600*

Building Inspections - Conduct prescribed building inspections within legislated turn-around-times in accordance with the Ontario Building Code Act

2 Business Days 35,941





2014 OVERVIEW FORM



Target Development Applications: timely processing of OPA’s and Zoning By-law and Subdivision OPA & Rezoning – 2,345 Hrs Subdivision- 1,903 Hrs Rezoning – 3,793 hrs (Based on 3 yr average of applications)

6-10 Mths (7)

6-10 Mths (10)

6-10 Mths (10)

6-10 Mths 10

6-10 Mths 12

Site Plan Applications: timely processing of site plans Total time on Major & Minor – 11,253 Hrs (Based on 3 yr average of applications)

12-16 Wks (15)

12-16 Wks 15

12-16 Wks 20

12-16 Wks 20

12-16 Wks 15

Minor Development: timely processing of minor variance, zoning certificates, NEC and minor modifications, business licensing.

10-30 Days

10-30 Days 2500

10-30 Days 2500

10-30 Days 2600

10-30 Days 2000

Comparable Average of Five Other Municipalities for Infill Applications(criteria-similar population, growth pressures, innovative approaches and experiencing similar local challenges as those of Burlington)

Official Plan Amendment

8-12 Mths

Rezoning

6-8 Mths

Official Plan Amendment/

Rezoning 6-12 Mths

Site Plan

3-6 Mths

N/A


Planner4 FTE

Research Analyst1 FTE

Secretary Receptionist1 FTE

Manager - Policy1 FTE

Planner5 FTE

Cartographic Technician1 FTE

Co-ordinator of Development Review1 FTE

Engineering Technician6 FTE

Co-ordinator Site Engineering1 FTE

Planner4 FTE

Co-ordinator Site Plan

and Urban Design1 FTE

Development & Infrastructure

Assistant1 FTE

Manager - Development1 FTE

By-Law Enforcement

Officers5 FTE

Supervisor of

By-Law Enforcement1 FTE

Customer Service Representative5 FTE

Supervisor of Licensing

& Permit Administration1 FTE

Animal Control Officer3 FTE

Animal Care & Licencing

Attendants4FTE

Animal Control Supervisor1 FTE

Manager of By-Law Enforcements

& Licensing1 FTE

Committee of Adjustment

Clerk1 FTE

Secretary Treasurer

Committee Adjustment1 FTE

Building Technologist4 FTE

Permit Technologist4 FTE

Supervisor of

Building Permits1 FTE

Building Inspectors

12 FTE

Supervisor of Building Inspections

2 FTE

Building Code & Policy Analyst

1 FTE

Zoning Examiner4 FTE

Customer Service Associate1FTE

Co-ordinator of Zoning1 FTE

Manager of Building Permit ServicesChief Building Official

1 FTE

Director of

Planning & Building1 FTE


PLANNING & BUILDING DEPARTMENT (84.0 Full-Time Equivalent - Regular Full Time)



2014 CURRENT BUDGET

DEPARTMENT SUMMARY

2012


% CHANGE vs

2013 BUDGET

PROGRAM CHANGES

TOTAL BUDGET

% CHANGE vs

2013 BUDGET

8,024,912 8,259,233 7,960,669 Human Resources 8,336,693 0.9 206,200 8,542,893 3.4

235,817 211,940 237,184 Operating/Minor Capital Equip. 229,270 8.2 4,000 233,270 10.1





-7,136,275 -6,524,644 -6,183,311 Controllable Revenues -7,079,010 8.5 0 -7,079,010 8.5

-14,157 -91,400 -291,804 General Revenues & Recoveries 0 -100.0 -210,200 -210,200 130.0

-7,150,432 -6,616,044 -6,475,114 TOTAL REVENUES -7,079,010 7.0 -210,200 -7,289,210 10.2




0.0 1.0 1.0 - CONTRACT 0.2 -83.0 1.0 1.2 17.0

2.1 2.1 2.1 - PART TIME/TEMP 2.8 33.3 0.0 2.8 33.3

PLANNING & BUILDING DEPARTMENT



DIVISION: Infrastructure & Development

DEPARTMENT: Planning & Building

DIRECTOR: Bruce Krushelnicki

2013 RESTATED BUDGET $8,895 ($6,616) $2,279 86.1




insurance benefits.

$49 $2,328

In year addition of Intermediate Landscape Technician $79 $2,407 1.0

Removal of one time funds for Official Planning contract approved in 2013 ($91) $91 $2,407 (0.8)

Contract with Milton Animal Control (PB-67-13) $68 ($85) $2,390 0.7

Business Licensing Fees Adjusted to the Consumer Price Index as per Licensing By-law ($5) $2,385

Decrease in Subdivision Applications due to greenfield build-out $75 $2,460

Phase out of Subdivision Administration due to greenfield build-out $66 $2,526

Increase in Official Plan & Rezoning Revenues due to intensification and infield development ($139) $2,388

Building Permit Revenue - BP Fees adjusted to the Consumer Price Index as per BP By-Law ($42) $2,346

Fast Track Revenues Adjusted to the Consumer Price Index as per BP By-Law ($3) $2,343

Increase in Site Plan Applications due to expected increase in volume ($225) $2,118

Increase in Sign Permit Revenues due to expected increase in volume ($26) $2,092

Increase in Zoning/Grading/Drainage Clearance Revenues due to expected increase in volume ($25) $2,067

Increase in Committee of Adjustment revenue due to expected increase in volume ($135) $1,932

Minor increases in operating costs $12 $1,944 -14.70%


Increase in various revenues due to expected increase in volume ($11) $1,932 -15.20%

BUSINESS CASES

Addition of a 2-year contract for Heritage Planner; offset by funding from the Tax Rate

Stabilization Reserve Fund

$210 ($210) $1,932 -15.20% 1.0

2014 APPROVED BUDGET $9,221 ($7,289) $1,932 -15.20% 88.0



Staff Impact


Cumulative

Cost

Cumulative

Change

over 2013

Revenue

2014 OVERVIEW FORM

Division: Development and Infrastructure Department: Roads and Parks Maintenance Director: Cathy Robertson Overview Summary (e.g. Vision/Mission Statement):

The 2014 Roads and Parks Maintenance Department's approved budget of $ 20,538,950 is a 1.7% increase over the 2013 approved budget. The Department is responsible for the majority of outdoor maintenance activities throughout the city, such as: - Park maintenance activities, including: turf, flower & shrub beds, bike & foot paths, ball diamonds, sportsfields and playground structures; - Road system maintenance, including: pavements, sidewalks, boulevards, street lights, traffic signals, signage and winter control; - Storm drainage systems, including: bridges, culverts, catch basins, inlets/outlets, pumping stations, creeks and the underground storm sewer pipe network; and - Forestry operations, including: tree inspection, trimming, removal, planting, protection and development plan review. Key Strategic Plan Alignment: Vibrant Neighbourhoods and Excellence in Government.



Target Maintenance of City assets: lane kilometres of road maintained 1645 1645 1645 1645 1654.9 kilometres of sidewalk maintained 773 804 805 811 825 signalized intersections maintained 113 113 114 116 117 hectares of boulevard turf maintained 37.8 38.8 38.2 38.8 38.8 hectares of passive park turf maintained 219.4 227.9 230.4 232 233.5 hectares of active park turf maintained 55.0 55.5 56.6 56.8 56.8 street lights maintained 14913 14913 14913 14913 15100 tonnes of leaves collected 4515 5000 3930 5000 5000 trees planted /replaced (Emerald Ash Borer included) 600 600 603 840 2276

trees removed (Emerald Ash Borer included) 500 560 710 850 2600 Maintenance of Non City assets: lane kilometres of Regional road maintained 243 243 243.6 243.6 243.6

2014 OVERVIEW FORM



Target hectares of Regional boulevard turf maintained 20.4 20.4 20.9 21.6 21.6 Regional signalized intersections maintained 72 73 73 73 75 M.T.O. signalized intersections maintained 19 19 19 19 19 hectares of School Board park turf maintained 62 62 62.3 64.5 64.5


ROADS & PARKS MAINTENANCE DEPARTMENT (137.0 Regular Full-Time Equivalent - Regular Full Time)

Secretary1 FTE

StaffFull-TIme 29 FTE

Field Services Supervisor3 FTE

City Arborist1 FTE

Field Services Technician1 FTE

Manager of Field Services (Roads)1 FTE

Staff51 FTE


Groundskeeper1 FTE

Cemetery Coordinator1 FTE

Manager of Field Services (Parks)1 FTE

Secretary

Operations1 FTE

Customer Service

Representative1 FTE

Maintenance Managemnt

Clerks2 FTE

Courier1 FTE

Materials Controller2 FTE

Sign Shop2 FTE

Administrator1 FTE

Mechanical Staff10 FTE

Parts & Service

Coordinator1 FTE

Supervisor of Vehicle

& Equipment Maintenance1 FTE

Coordinator of Vehicle

and Equipment Training2 FTE

Manager of Fleet1 FTE

Technician - Program

Development, Budgets &

Contracts2 FTE

Field Services Technician2 FTE

Staff9 FTE


Manager of

Program Development,

Budgets & Contracts1 FTE

Director of Roads & Parks

Maintenance1 FTE



2014 CURRENT BUDGET

DEPARTMENT SUMMARY

2012


BUDGET

% CHANGE

vs

2013 BUDGET

PROGRAM

CHANGES

TOTAL

BUDGET

% CHANGE

vs

2013 BUDGET

12,393,891 12,595,874 12,582,886 Human Resources 12,699,931 0.8 12,300 12,712,231 0.9

3,876,206 4,684,484 4,869,847 Operating/Minor Capital Equip. 4,498,304 -4.0 122,970 4,621,274 -1.3



2,936,927 3,115,573 3,129,322 Internal Charges & Settlements 3,059,382 -1.8 8,840 3,068,222 -1.5

25,192,690 26,647,106 27,113,649 TOTAL EXPENDITURES 26,547,451 -0.4 290,328 26,837,779 0.7

-2,086,678 -2,501,805 -2,675,419 Controllable Revenues -2,459,216 -1.7 0 -2,459,216 -1.7

-3,892,566 -3,945,006 -4,764,068 General Revenues & Recoveries -3,715,773 -5.8 -123,840 -3,839,613 -2.7

-5,979,244 -6,446,811 -7,439,487 TOTAL REVENUES -6,174,989 -4.2 -123,840 -6,298,829 -2.3




0.0 1.0 0.5 - CONTRACT 1.0 0.0 0.0 1.0 0.0

34.0 31.2 31.2 - PART TIME/TEMP 31.2 0.0 0.3 31.5 0.8



ROADS & PARKS MAINTENANCE DEPARTMENT

DIVISION: Development and Infrastructure DivisionDEPARTMENT: Roads & Parks MaintenanceDIRECTOR: Cathy Robertson

2013 APPROVED BUDGET $26,647 ($6,447) $20,200 169.2


$269 $20,469

Removal of 2013 funding for contracted forestry field service technician position. ($165) $165 $20,469 Removal of 2013 one time funding for safety inspections at three railway crossings. ($15) $15 $20,469 Annual adjustment for winter material usage per five year average. ($56) $20,413 Contracted services for sidewalk plowing, due to increased contract pricing. $67 $20,480 Reversal of two 2013 base budget service reductions (e.g. portable toilets and parks naturalization).

$35 $20,515

Enhanced Maintenance of Grass Sportsfields at Regulation Size Lit Playfields $40 $20,555 Restatement of radio system costs from the Fire Department. $16 $20,571 On-going funding for snow removal services for Alton Community parks and pathways adjacent to Alton Village Public School, Charles R. Beaudoin Public School and St Anne's Catholic Elementary School

$11 $20,582

Corporate Expenditures and Internal Charge adjustments (Includes Veh. & Equip. Usage). ($42) $20,540 Controllable Revenue (fees) and other General Revenue adjustments (recoveries). $103 $20,643 Other Operating/Minor Capital Equipment adjustments. ($93) $20,550 Other Purchased Services adjustments. ($125) $20,425 1.11%

MITIGATING COST REDUCTION MEASURES / USER FEESElimination of annual Regional fee for spills response, as service now provided by city staff. ($5) $20,420 In house production of brine has been sufficient to meet requirements during most winter storm events, resulting in reduced need to purchase from outside sources.

($33) $20,387

Reduced need for pot hole repair material due to increased capital road works (shave and pave), resulting in improved average pavement condition.

($4) $20,383

Tree Permit Application Fee. $0 ($11) $20,372 0.85%

BUSINESS CASESGrowth in roads and parks assets, including traffic signals, sidewalks and park hectares. $20 $20,392 Operating Costs of Water Play Features in 3 Community Parks $5 $20,397



Cost

Cumulative Change

over 2013Revenue


Cost

Cumulative Change

over 2013Revenue

Funds to operate a community garden program for gardens located at Central Park, Francis Road Park and Amherst Park.

$6 $20,403

Ontario One Call Agreement. $111 $20,514 1.55%Funds to expand the Leaf Collection Program by adding a second pick-up North of the QEW as required (incl. one-time funding of $115, 000)

$149 ($124) $20,539 1.68% 0.3

2014 APPROVED BUDGET $26,838 ($6,299) $20,539 1.68% 169.5

2014 OVERVIEW FORM

Division: Development and Infrastructure Department: Transit Director: Mike Spicer Overview Summary (e.g. Vision/Mission Statement):

Burlington Transit is responsible for the provision of public transit services in Burlington including the administration, planning, operations and vehicle maintenance for conventional and specialized (Handi-van) transit services. Burlington Transit is committed to providing safe, accessible, convenient and environmentally responsible transit services in a friendly and courteous manner.

2014 Performance Measures/Indicators 2012 Actual 2013 Target/ Forecast

2013 Actual


3 – 5 Year Target

CONVENTIONAL TRANSIT

# of revenue passengers carried # of boardings Revenue Passengers per Revenue Hour

2,254,540 3,344,799

16.57

2,264,162 3,446,213

16.55

2,212,841 3,362,430

15.34

2,286,804 3,535,400

14.79

2,474,111 3,849,717

16.00 Annual Revenue Passengers Per Capita 13.11 13.10 12.81 13.24 14.07 Revenue to Cost (R/C) Ratio 39.17% 39.23% 40.52% 40% 42% SPECIALIZED (HANDI-VAN) SERVICE Cost per passenger

$18.66

$17.69

$20.07

$21.41

$20.92 # of riders per year 57,183 59,000 51,412* 59,000 66,000 Net Operating Cost of Handi-van Service $1,066,801 $1,043,924 $1,031,800 $1,263,232 $1,380,368

* Reflects reduced taxi scrip use and elimination of program


TRANSIT DEPARTMENT (118 Full time Equivalent - Regular Full Time)

Secretary to the

Director of Transit

1 FTE

Transit Administration

Clerk

1 FTE

Conventional

RFT Operators

76 FTE

Handi-van

RFT Operators

8 FTE

Handivan

Scheduler

Dispatcher

2 FTE

Transit

Operations Supervisors

5 FTE

Transit Clerk

Vehicle Maintenance

1 FTE

Transit Fleet Parts

Co-ordinator

1 FTE

Mechanical Staff

11 FTE

Transit Management

Systems Specialist

1 FTE

Transit

Mechanical Supervisor

1 FTE

Transit Manager

1 FTE

Transit Planner/Analyst

1 FTE

Transit Bus Stop

& Shelter Maintenance

Person

1 FTE

Supervisor of

Transit Planning

1 FTE

Transit Clerk

Business Services

1 FTE

Transit Information Clerk

2 FTE

Transit Marketing

Coordinator

1 FTE

Supervisor of Transit

Business Services

1 FTE

Director

of Transit

1 FTE



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2014 CURRENT BUDGET

DEPARTMENT SUMMARY TRANSIT DEPARTMENT

2012 2013 FINANCIAL RESOURCE CATEGORIES 2014 (APPROVED)


BUDGET

% CHANGE

vs

2013 BUDGET

BUSINESS

CASES

TOTAL

BUDGET

% CHANGE

vs

2013 BUDGET

9,853,581 10,393,380 9,988,603 Human Resources 10,548,600 1.5 74,500 10,623,100 2.2

3,181,217 3,228,967 3,161,220 Operating/Minor Capital Equip. 3,142,255 -2.7 67,100 3,209,355 -0.6


2,161,420 2,105,712 2,202,771 Corp. Expenditures/Provisions 2,111,562 0.3 0 2,111,562 0.3



-5,433,021 -5,607,220 -5,559,803 Controllable Revenues -5,708,450 1.8 -119,000 -5,827,450 3.9

-2,913,287 -2,975,263 -3,099,610 General Revenues & Recoveries -2,906,171 -2.3 -43,500 -2,949,671 -0.9

-8,346,308 -8,582,483 -8,659,413 TOTAL REVENUES -8,614,621 0.4 -162,500 -8,777,121 2.3




0.3 0.0 0.0 - CONTRACT 0.0 0.0 0.0 0.0 0.0

24.6 25.8 25.8 - PART TIME/TEMP 24.0 -7.0 0.0 24.0 -7.0

DIVISION: DEVELOPMENT & INFRASTRUCTURE

DEPARTMENT: TRANSIT

DIRECTOR: MIKE SPICER

2013 RESTATED BUDGET $17,424 ($8,582) $8,842 141.8




insurance benefits.

$169 $9,011

Addition of a Transit Supervisor through redeployment $93 $9,104 1.0

Removal of part-time Transit casuals for redeployment ($106) $8,997 (1.8)

Removal of one-time expenditures and revenues for decreasing taxi services ($75) $75 $8,997

One-time funding for purchase of toughbook laptops - diagnotic tool for fleet (offset by funding

from stablization fund)

$4 ($4) $8,997

Ongoing communication costs for CAD/AVL capital project $50 $9,047

Contract re-issuance for cleaning of transit buses $100 $9,148

Maintenance contract for fare system software support $36 ($2) $9,181

Increased insurance premiums for fleet $42 $9,223

Minor increase in operating costs $22 $0 $9,245 4.56%

.


Decrease in commodities ($97) $9,149

Decrease in taxi services ($52) $9,097

Increased transit fare revenues ($99) $8,998

Increased revenue through providing advertising benches at bus stops ($3) $8,995 1.73%

BUSINESS CASES

Transit service increase to Hayden Secondary School with expected fare revenue generated from

new service and funding from Provincial Gas Tax

$163 ($163) $8,995 1.73% 1.0

2014 Approved Budget $17,772 ($8,777) $8,995 1.73% 142.0



Staff Impact


Cumulative

Cost

Cumulative

Change

over 2013

Revenue

2014 OVERVIEW FORM

Division: Development and Infrastructure Department: Transportation Director: Bruce Zvaniga Overview Summary (e.g. Vision/Mission Statement):

Managing Burlington’s transportation network to provide safe, efficient, pleasant and environmentally -responsible movement of people, goods, and services throughout the community. The Transportation Services Department is responsible for: • Traffic Management and Control • Transportation Planning Services • Parking Management Services Strategic Plan Alignment: Vibrant Neighbourhoods • increase the number of people who cycle, walk and use public transit for recreation and transportation



Target Downtown Parking Management Services Impact of Free December Parking - TBD* TBD* TBD* TBD* Net Revenue per space $646 $784 $788 $775 $775 On-Street Parking Space Average Use 46% 51% 56% 57% TBD On-Street Parking Space Maximum Use 87% 90% 95% 95% 95 % Off-Street Parking Space Average Use 54% 55% 64% 66% 85 % Off-Street Parking Space Maximum Use 81% 85% 87% 87% 85 % City Wide Parking Enforcement % of tickets paid on time 33% 33% 30% 33% 40% Traffic Management and Control Total Collisions per 1,000 Population 6.96 6.9 6.8 6.5 Collisions involving Pedestrians per 1,000 Pop. 0.12 0.11 0.10 0.05 Collisions involving Cyclists per 1,000 Pop. 0.13 0.11 0.10 0.05 Transportation Planning Services Peak Hour travel time (min) between:

2014 OVERVIEW FORM



Target • Royal Botanical Gardens and City Hall - - 12.75 12.75 12.75 • Additional indicator routes ** ** ** **

% of daily trips made by walking and cycle 4%*** - 5% % of daily trips made by transit 4%*** - 10% * Measures to be determined ** Metrics based on normal congestion where applicable *** Data from the 2006 Transportation Tomorrow Survey


TRANSPORTATION SERVICES DEPARTMENT (23 Full-Time Equivalent - Regular Full Time)

Secretary to the

Director of Transportation Services

1 FTE

Project Leader

1 FTE

Traffic Secretary

1 FTE

Traffic Technologist

3 FTE

Supervisor of

Traffic Services

1 FTE

School Crossing

Guard Supervisor

1 FTE

Traffic Signal

System Analyst

3 FTE

Manager of Traffic Services

1 FTE

Transportation Engineering Technologist

3 FTE

Senior Transportation Engineer

1 FTE

Parking Ticket

Clerk

2 FTE

Downtown Parking

Ambassador

1 FTE

Parking Services

Technologist

1FTE

Parking Maintenance

Operative

1 FTE

Supervisor of

Parking Services

1 FTE

Director

of Transportation Services

1 FTE



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2014 CURRENT BUDGET

DEPARTMENT SUMMARY

2012


% CHANGE vs

2013 BUDGET

PROGRAM CHANGES

TOTAL BUDGET

% CHANGE vs

2013 BUDGET

2,951,864 3,131,200 2,902,964 Human Resources 3,066,280 -2.1 48,600 3,114,880 -0.5

215,780 158,950 153,093 Operating/Minor Capital Equip. 160,720 1.1 2,600 163,320 2.8


1,421,772 1,234,650 1,243,112 Corp. Expenditures/Provisions 1,222,505 -1.0 0 1,222,505 -1.0


5,711,112 5,688,232 5,456,306 TOTAL EXPENDITURES 5,641,791 -0.8 51,680 5,693,471 0.1

-2,707,388 -3,069,230 -2,750,834 Controllable Revenues -2,995,708 -2.4 0 -2,995,708 -2.4

-725,996 -716,772 -672,109 General Revenues & Recoveries -705,573 -1.6 -1,300 -706,873 -1.4

-3,433,384 -3,786,002 -3,422,944 TOTAL REVENUES -3,701,281 -2.2 -1,300 -3,702,581 -2.2




0.0 0.0 0.0 - CONTRACT 0.0 0.0 0.0 0.0 0.0

38.1 35.7 35.7 - PART TIME/TEMP 28.5 -20.2 1.7 30.2 -15.4

TRANSPORTATION DEPARTMENT



2014 PROGRAM RESOURCE SUMMARY COST CENTER GROUP: BB-PARKING

DEPT: TRANSPORTATION DEPARTMENT COST CENTER GROUP NAME: Parking District 2012


% CHANGE vs

2013 BUDGET

PROGRAM CHANGES

TOTAL BUDGET

% CHANGE vs

2013 BUDGET

147,243 155,480 154,801 Human Resources 163,800 5.4 0 163,800 5.4152,264 102,650 97,084 Operating/Minor Capital Equip. 94,480 -7.9 0 94,480 -7.9168,222 175,589 205,413 Purchased Services 184,123 4.9 0 184,123 4.9

1,397,085 1,199,850 1,208,496 Corp. Expenditures/Provisions 1,187,705 -1.0 0 1,187,705 -1.0337,202 398,561 403,502 Internal Charges & Settlements 418,557 5.0 0 418,557 5.0


-1,747,082 -1,673,822 -1,752,729 Controllable Revenues -1,727,600 3.2 0 -1,727,600 3.2-454,934 -358,308 -316,566 General Revenues & Recoveries -321,065 -10.4 0 -321,065 -10.4

-2,202,016 -2,032,130 -2,069,296 TOTAL REVENUES -2,048,665 0.8 0 -2,048,665 0.8

0 0 0 NET OPERATING BUDGET 0 0.0 0 0 0.0

HUMAN RESOURCES REQUIREMENTS (shown as Full Time Equivalents - FTE's)2.0 2.0 2.0 BUDGETED - REGULAR FULL TIME (RFT) 2.0 0.0 0.0 2.0 0.00.0 0.0 0.0 - CONTRACT 0.0 0.0 0.0 0.0 0.00.3 0.3 0.3 - PART TIME/TEMP 0.3 0.0 0.0 0.3 0.0

2013


2014 (APPROVED)

DIVISION: Development & InfrastructureDEPARTMENT: Transportation Services (Downtown Parking District)DIRECTOR: Bruce Zvaniga

2013 APPROVED BUDGET $2,032 ($2,032) $0 2.3


$8 $8

Changes to operating costs for new parking payment machines and advertising $8 $17 Increased payment in lieu of taxes to Halton for Parking lot properties $4 Adjusted interdepartmental charges for project management of new parking system implementation and transfer or responsibility for Spencer Smith lots to P&R

$20 $7 $47

Daily and Monthly Parking Rental Revenue (rate increase approved by Council TS-10-13) ($50) ($3)Increased quantity of parking Infractions based on previous years trend ($4) ($7)Increase in Parking Levy due to the phasing in of the Defined Parking area (year 8 of 10) as per report Downtown Parking Strategy TT-20-06

($16) ($24)

Decrease in PIL for Parking Levy due to decrease in overall assessed values of City facilities exempt from taxation (i.e. City Hall, Sims Square, 414 Locust and BPAC)

$36 $13

Transfer of Parking Stn Supply Cost for Spencer Smith Lots to P&R ($11) $11 $13 Miscellaneous adjustments ($1) $12 Adjust contribution to the Parking Reserve Fund to net zero ($12) ($0)


BUSINESS CASES

2014 APPROVED BUDGET $2,049 ($2,049) $0 2.3



Cumulative Change

over 2013

Staff Impact(FTE)

2014 PROGRAM RESOURCE SUMMARY COST CENTER GROUP: BB-TRNOTHR

DEPT: TRANSPORTATION DEPARTMENT COST CENTER GROUP NAME: Other Transportation CC 2012


% CHANGE vs

2013 BUDGET

PROGRAM CHANGES

TOTAL BUDGET

% CHANGE vs

2013 BUDGET

2,804,621 2,975,720 2,748,163 Human Resources 2,902,480 -2.5 48,600 2,951,080 -0.863,516 56,300 56,009 Operating/Minor Capital Equip. 66,240 17.7 2,600 68,840 22.3

614,759 580,903 533,196 Purchased Services 581,102 0.0 480 581,582 0.124,687 34,800 34,616 Corp. Expenditures/Provisions 34,800 0.0 0 34,800 0.01,513 8,379 15,026 Internal Charges & Settlements 8,504 1.5 0 8,504 1.5

3,509,096 3,656,102 3,387,011 TOTAL EXPENDITURES 3,593,126 -1.7 51,680 3,644,806 -0.3

-960,306 -1,395,408 -998,105 Controllable Revenues -1,268,108 -9.1 0 -1,268,108 -9.1-271,061 -358,464 -355,543 General Revenues & Recoveries -384,508 7.3 -1,300 -385,808 7.6

-1,231,368 -1,753,872 -1,353,648 TOTAL REVENUES -1,652,616 -5.8 -1,300 -1,653,916 -5.7


HUMAN RESOURCES REQUIREMENTS (shown as Full Time Equivalents - FTE's)20.0 20.0 20.0 BUDGETED - REGULAR FULL TIME (RFT) 21.0 5.0 0.0 21.0 5.0

0.0 0.0 0.0 - CONTRACT 0.0 0.0 0.0 0.0 0.037.8 35.4 35.4 - PART TIME/TEMP 28.2 -20.3 1.7 29.9 -15.5

2013


2014 (APPROVED)

DIVISION: Development & InfrastructureDEPARTMENT: Transportation Services (City Wide except Downtown Parking District)DIRECTOR: Bruce Zvaniga

2013 APPROVED BUDGET $3,656 ($1,754) $1,902 55.4


$63 $1,965

Addition of a Planning Technologist from redeployment $78 $2,043 1.0 Decrease in part time Human Resource costs for School Crossing Guards due to elimination of mid-day coverage per the 2013 Approved Budget Key Issue 32

($214) $1,829 (7.2)

Increase in Corps Commissionaire Contract per Council approval TS-28-12 $6 $1,835 Decreased Forecast of Parking Fine and Fee revenues based on trend of previous years acutals $128 $1,962

Adjusted interdepartmental charges for project management of new parking system implementation

($20)

Miscellaneous Adjustments $4 ($6) $1,941 2.01%


BUSINESS CASESAddition of School Crossing Guard Asst Supervisor $29 ($1) $1,968 0.94 new School Crossing Guards $23 $1,991 4.66% 0.8

2014 APPROVED BUDGET $3,645 ($1,654) $1,991 4.66% 50.9



Cost

Cumulative Change

over 2013Revenue

Corporate Expenditures & Revenues

Corporate Expenditures & Revenues


2014 APPROVED BUDGET

CORPORATE EXPENSES

Prov for Contingency 1,538,445$ 1,538,445$ -$ 1,588,445$ -$ 1,588,445$ 3.3%

Prov for Insurance 2,500,000 3,000,000 (500,000) 2,800,000 - 2,800,000 12.0%

Prov for Current Year Tax W/Os 375,000 375,000 - 375,000 - 375,000 0.0%

Prov for Allow. for Prior Yr's Tax W/Os 500,000 1,000,000 (500,000) 650,000 - 650,000 30.0%

Prov for Strategic Land Aquistion 240,000 240,000 - 240,000 - 240,000 0.0%

Joseph Brant Memorial Hospital 3,600,000 3,600,000 - 3,600,000 1,200,000 4,800,000 33.3%

Prov for VDRF's (Corporate) 2,332,000 2,332,000 - 2,404,960 - 2,404,960 3.1%

CVA Rebates (Business & Charities) 504,944 647,160 (142,216) 554,944 - 554,944 9.9%

Corporate Related Financial Expenses (e.g.

bank & credit service charges)655,755 708,489 (52,734) 727,083 - 727,083 -84.0%

Budgeted HR Reductions (400,000) (2,628) (397,372) (445,853) - (445,853) 0.0%

OMERS (1,000,000) (1,000,000) - (400,000) - (400,000) 22.6%

Sub-Total Corporate Expenses: 10,846,144$ 13,553,167$ (2,707,023)$ 12,094,579$ 1,200,000$ 13,294,579$ 22.6%

TAX SUPPORTED CAPITAL

- Capital From Current Funding

- City 5,670,000$ 5,670,000$ -$ 4,511,657$ -$ 4,511,657$ -20.4%

- Local Boards 904,850 904,850 - 574,850 - 574,850 -36.5%

Sub-Total Capital from Current 6,574,850$ 6,574,850$ -$ 5,086,507$ -$ 5,086,507$ -22.6%

- Provision for Railway Crossing RESF -$ -$ -$ -$ -$ -$ 0.0%

- Provision to Infra Renew RESF 10,667,782 11,186,090 (518,308) 11,310,422 - 11,310,422 6.0%

- Randle Reef 230,000 230,000 - 230,000 - 230,000 0.0%

- Debt Charges 7,383,530 8,088,844 (705,314) 8,871,873 - 8,871,873 20.2%

Total Tax Supported Capital 24,856,162$ 26,079,785$ (1,223,623)$ 25,498,802$ -$ 25,498,802$ 2.6%

TOTAL NET CORPORATE EXPENDITURES: 35,702,306$ 39,632,951$ (3,930,645)$ 37,593,381$ 1,200,000$ 38,793,381$ 8.7%

CORPORATE EXPENDITURES

2013 PERFORMANCE

ACTUALAPPROVED

BUDGET

% CHANGE

VS. 2013

BUDGET

TOTAL

PLAN

BUSINESS

CASES

BASE

BUDGET

YEP VAR.

FAV/(UNFAV)

DIVISION: Corporate ServicesDEPARTMENT: Corporate ExpensesDIRECTOR: Joan Ford

2013 APPROVED BUDGET $39,284 ($3,582) $35,702 0.0

BASE BUDGET ADJUSTMENTSReduction in transfer from rate stabilization to deal with OMERS funding issue $600 $36,302 Reduction of HR increase ($46) $36,256 Insurance premiums increase $300 $36,556 Increase in Provision for Prior Year Tax Write-offs $150 $36,706 VDRF provision forecast to increase 3% per year $73 $36,779 Increase in vacancy rebate to reflect current demand $50 $36,829 Increase to credit card service charges based on actual experience $50 $36,879 Provision to Contingency increase required to accommodate confidential legal and HR matters $50 $36,929

Increase in internal charges for transit and traffic charges for employee parking due to cost per space increasing (same number of spaces leased)

$32 $36,962



CostCumulative

Changeover 2013

Revenue

Dedicated Infrastructure Revewal Capital Levy includes shave and pave program $643 $37,604 Increase in purchased services $4K for equipment maintenance and $1K for 407 tolls based on actual experience

$5 $37,609

Decrease in purchased services for multifunctional devices based on actual experience ($10) $37,599 Decrease in purchased services to reflect cost of new supplier of energy management consulting services

($8) $37,591

Increase to Community Cleanup $2 $37,593 Increase in transfer from Hydro reserve for special circumstances debt $211 ($211) $37,593 5.30%


BUSINESS CASESIncrease in Levy for Joseph Brant Hospital Expansion $1,200 $38,793 8.66%

2014 APPROVED BUDGET $41,986 ($3,193) $38,793 8.66% 0.0

CORPORATE EXPENDITURES

Base Budget Approved Approved Business Cases

Provision to Contingency The uncommitted balance per F-18-14 in Provision to Contingency at December 31, 2013 was $3.6 million. The $50,000 increase in Provision to Contingency is reflective of the intention to maintain an uncommitted balance equal to 1% of gross budget expenditures or $2.1 million in the Contingency Reserve.

$ 1,588,445

Provision to Insurance The uncommitted balance in the Insurance Reserve per F-18-14 as at December 31, 2013 was $0.00. The $2,800,000 reflects partial premium costs for 2014.

$ 2,800,000

Provision for Current Year Tax Write-Offs The Provision for Current Year Tax Write-Offs remains unchanged from the 2013 approved budget.

$ 375,000

Provision to Prior Year Tax Write-Offs The Provision for Prior Years’ Tax Write-Offs increased by $150,000 from the 2013 approved budget.

$ 650,000

Provision to Strategic Land Acquisition The uncommitted balance in the Strategic Land Acquisition Reserve Fund is approximately $2.7 million. In 2007, Council approved a budget provision of $240,000 to the Strategic Land Acquisition Reserve Fund.

$ 240,000

Provisions to Joseph Brant Hospital In December 2009, Council approved a municipal contribution of not more than $60 million toward the Joseph Brant Hospital (JBH) phase I Redevelopment plan. In 2010 and 2012, Council approved tax levies of $1.2 million for each year to the Joseph Brant Hospital Reserve Fund. The balance in the reserve fund as at December 31, 2013 was $0.0 million.

$ 3,600,000 Provisions to Joseph Brant Hospital City of Burlington contribution for the Joseph Brant Hospital phase I redevelopment plan. EBC has recommended an increase of $1.2 million for 2014 bringing the total annual levy to $4.8 million.

$ 1,200,000

Provisions to VDRF This is the 2014 corporate provision toward the Vehicle & Equipment Depreciation Reserve Funds (VDRF), which is used

$ 2,404,960


to systematically replace the corporation's fleet of vehicles and equipment. A provision of $100,000 from the Hydro Reserve Fund to the VDRF is being made in 2014.

CVA Rebates and Miscellaneous Grants The program provides for the provincially mandated property tax rebates to charities and the vacancy rebate program. This also includes a small grant for the Boy Scouts, funding for the City's Seniors' Tax Grant and an increase of $50,000 for Vacancy Rebates.

$ 554,944

Corporate Related Financial Expenses Within this group are the following expenditures:

1. A transfer of $400,000 from the Tax Rate Stabilization Reserve Fund to phase out the reliance on the reserve fund for the OMERS contribution rate increase.

2. A reduction of $445,853 to wages and salaries. 3. A provision of $334,000 to capture the City’s cost of

banking services. 4. $253,042 for Employee Parking, including $10,000 for

snow removal for employee parking 5. $98,000 for leasing multi-functional devices

corporately. 6. $27,541 re property taxes on hydro corridors.

Municipalities leasing hydro corridors for recreational purposes are required to pay 50% of the taxes on these lands. The estimated full cost once all the leases on hydro corridors are renewed is $43,000.

7. $6,000 for external services. 8. $7,000 for community cleanup. 9. $5,000 Provision for Inventory Adjustments to allow for

inventory quantity difference. 10. $5,000 for travel city business. 11. $8,500 for miscellaneous revenues

$ (118,770)


Capital from Current This program provides current budget funding for capital projects in accordance with the approved 2014 capital budget

$ 5,086,507 ($4,511,657 for City, $574,850

for Local Boards)

Provision to Infrastructure Renewal This program provides funding to the Infrastructure Renewal Reserve Fund for capital projects included in the 2014 capital budget, and as per the Asset Management Financing Plan (F-39-13)

$ 11,310,422

Debt Charges This program provides for the debt charges of all tax-supported debt issued by the City (tax supported and special circumstances). The Special Circumstances debt repayment ($2,647,057) is completely offset by a recovery from the Hydro Proceeds Reserve Fund. The net operating budget reflects the tax supported debt charges funded by the tax base.

$ 8,871,873

Randle Reef The Provision for the Randle Reef clean-up remains unchanged from the 2013 approved budget.

$ 230,000

Total Base Budget $37,593,381 Total Business Cases $ 1,200,000


CORPORATE REVENUES

Supplementary Taxes (1,350,000)$ (1,077,668)$ (272,332)$ (1,000,000)$ -$ (1,000,000)$ -25.9%

Local Improvements (74,780) (58,671) (16,109) (60,000) - (60,000) -19.8%

Payments in Lieu of Taxes (2,900,000) (2,963,645) 63,645 (2,976,520) - (2,976,520) 2.6%

Railway Right-of-way (ROW) (84,835) (87,059) 2,224 (87,060) - (87,060) 2.6%

Penalties & Interest on Taxes (2,100,000) (2,178,668) 78,668 (2,100,000) - (2,100,000) 0.0%

Earnings on Investments (4,900,000) (6,433,164) 1,533,164 (5,000,000) - (5,000,000) 2.0%

Reserve Fund Contribution to Current (250,000) (250,000) - (250,000) - (250,000) 0.0%

Other Revenues/Aggregate Resources (199,607) (266,267) 66,660 (202,607) - (202,607) 1.5%

TOTAL NET REVENUES : (11,859,222)$ (13,315,142)$ 1,455,920$ (11,676,187)$ -$ (11,676,187)$ -1.5%

CORPORATE REVENUES

BASE

BUDGET

BUSINESS

CASES

TOTAL

PLAN

% CHANGE

VS. 2013

BUDGET

APPROVED

BUDGETACTUAL

YEP VAR.

FAV/(UNFAV)

2013 PERFORMANCE

DIVISION: Corporate Services

DEPARTMENT: Corporate Revenue

DIRECTOR: Joan Ford

2013 APPROVED BUDGET $10,437 ($22,297) ($11,859) 0.0


Reduction of $350,000 for 2014's supplementary taxes to reflect actual experience $350 ($11,671)

Decrease in Local Improvement Levy $15 ($11,674)

Increase in PILs reflects actual ($77) ($11,676)

Increase in investment income anticipated with recent change to investment policy. ($100) ($11,676)

Increase in controllable revenues represents commissions on HST remittance ($3) ($11,676)

Miscellaneous increases ($2) ($11,676) -1.54%


BUSINESS CASES

2014 APPROVED BUDGET $10,437 ($22,114) ($11,676) -1.54% 0.0



Staff Impact


Cumulative

Cost

Cumulative

Change

over 2013

Revenue

CORPORATE REVENUES


Supplementary Taxes

Supplementary taxes are expected to decline as assessment

growth evens out and slows down. In preparation for

residential Greenfield build-out the long term projection for

supplementary taxes is $600,000 per year.

The Municipal Property Assessment Corporation (MPAC), who

is responsible for assessing all properties in Ontario, is

committed to providing supplementary assessments on

properties in a timely manner and has established a

performance target to assess new residential units within six

months of occupancy. This will impact the amount of revenue

received by the City, as the revenue will reflect only one year

of tax revenues and as the City gets closer to residential

Greenfield build-out there will be fewer new homes being

built. Staff continues to provide building permit information on

monthly basis to MPAC.

$ (1,000,000)

Local Improvement Charges

The 2014 budget reflects the existing balance of local

improvements added to the tax accounts as well as new local

improvements to be added in 2014.

$ (60,000)

Payment in Lieu of Taxes

The 2014 budget for payments in lieu of taxes has increased

by $76,520 or 2.6% over the 2013 approved budget to reflect

2013 actual revenues.

$ (2,976,520)

Railway Right of Way

The 2014 budget reflects the rates per acre as specified by

Ontario regulations.

$ (87,060)

Penalty and Interest on Taxes

The 2014 budget for penalty and interest on taxes remains

unchanged from the 2013 budget.

$ (2,100,000)

Earnings on Investments

The 2014 budget has increased by $100,000 or 2.0% over the

2013 budget.

$ (5,000,000)


Reserve Fund Contribution to Current

Reliance on proceeds from the Hydro Reserve Fund to the

Current Budget continues to be maintained.

$ (250,000)

Other Revenues

Included in the 2014 budget for Other Revenues:

1. Interest & Dividends from Burlington Hydro - $5,310,000

(immediately offset with a transfer to the Hydro Reserve

Fund resulting in a net $0 impact in this account)

2. Aggregate Resources Levy of $85,107

3. Sundry Revenue of $67,500

4. GST Recovery of $50,000

$ (202,607)

Total Base Budget $(11,676,187) Total Business Cases $ 0

Local Boards & Committees

Local Boards & Committees2014 Budget2014 Approved Current and Capital Budgets and 2015 – 2023 Capital Forecast


LOCAL BOARDS AND COMMITTEES

Library 9,559,000$ 9,559,000$ -$ 9,702,385$ 295,092$ 9,997,477$ 4.6%

Museums Board (includes fee waiver) 607,506 607,506 - 616,543 35,579 652,122 7.3%

Burlington Art Centre (includes fee waiver) 779,000 779,000 - 790,685 - 790,685 1.5%

Burlington Performing Arts Centre 637,310 637,310 - 646,869 - 646,869 1.5%

Tourism Burlington (includes fee waiver) 350,358 350,358 - 355,613 - 355,613 1.5%

Burl. Economic Devel. Corp. (BEDC) 961,500 961,500 - 975,922 275,400 1,251,322 30.1%

Subtotal Local Boards: 12,894,674$ 12,894,674$ -$ 13,088,017$ 606,071$ 13,694,088$ 6.2%

Heritage Burlington 11,100$ 11,100$ -$ 14,150$ -$ 14,150$ 27.5%

Burlington Mundialization Committee 19,150 19,150 - 19,150 - 19,150 0.0%

Sound of Music Inc. 54,101 54,101 - 54,101 12,000 66,101 22.2%

Heritage Umbrella Group (HUG) 3,050 1,159 1,891 - - - -100.0%

Inclusivity Advisory Committee 1,960 1,633 327 1,960 - 1,960 0.0%

Burlington's Seniors Advisory Committee 550 162 388 550 - 550 0.0%

Burlington Sustainable Development Committee 9,650 2,464 7,186 9,650 - 9,650 0.0%

Burlington Transit Advisory Committee 750 138 612 750 - 750 0.0%

Burlington Accessibility Advisory Committee 1,700 1,465 235 1,700 - 1,700 0.0%

Burlington Cycling Committee 3,900 3,659 241 3,900 - 3,900 0.0%

Civic Recognition Committee 7,150 598 6,552 7,150 - 7,150 0.0%

Subtotal Committees of Council: 113,061$ 95,630$ 17,431$ 113,061$ 12,000$ 125,061$ 10.6%

TOTAL BOARDS AND COMMITTEES 13,007,735$ 12,990,304$ 17,431$ 13,201,078$ 618,071$ 13,819,149$ 6.2%

LOCAL BOARDS & COMMITTEES

2013 PERFORMANCE

BASE

BUDGET

BUSINESS

CASES

TOTAL

PLAN

%

CHANGE

VS. 2013

BUDGET

APPROVED

BUDGETACTUAL

YEP VAR.

FAV/(UNFAV)

LOCAL BOARDS & COMMITTEES

Base Budget Approved Business Cases Approved

Burlington Public Library The Burlington Public Library aims to enrich the lives of the citizens of Burlington by supporting literacy, learning, and community connections. This program reflects the City's 2014 approved grant to the Burlington Public Library. The total approved base budget represents an overall increase of 1.5% over the budget approved in 2013. This $143,385 increase is a combination of annualization and inflationary pressures.

$ 9,702,385 Annulization of Alton Library (5.0 FTE) The Halton District School Board, Burlington Public Library and City of Burlington jointly formed a partnership to build the Alton Centre. By combining facilities and sharing resources, the partners were able enhance the scope and quality of services and programming and produce operational synergies and efficiencies. This community campus has been open since September 2013. By combining facilities and sharing resources, the partners were able enhance the scope and quality of services and programming and produce operational synergies and efficiencies.

$ 295,092

Museums of Burlington The Museums of Burlington aims to educate and inspire the citizens of Burlington and visitors to the community through two historical venues in the city – Joseph Brant Museum and Ireland House at Oakridge Farm. This program reflects the City's 2014 approved grant to the Burlington Museums. The total approved budget represents an overall increase of 1.5% or $9,037 over the budget approved in 2013.

$ 616,543 Museum conversion of contract Special Events Assistant position to permanent part-time

$ 35,579

Burlington Art Centre The Burlington Art Centre (BAC) is the seventh largest public art gallery in Ontario. BAC provides a wide variety of programs and activities designed to champion the visual arts in the community. This program reflects the City's 2014 approved grant to the Burlington Art Centre. The total approved budget represents an overall increase of 1.5% or $11,685 over the budget approved in 2013.

$ 790,685

Burlington Performing Arts Centre The Burlington Performing Arts Centre is a home for the performing arts, providing state-of-the-art performance space, equipment and audience areas. This program reflects the City's 2014 approved grant to the

$ 646,869

Base Budget Approved Business Cases Approved Burlington Performing Arts Centre. The total approved budget represents an overall increase of 1.5% or $9,559 over the budget approved in 2013. Tourism Burlington Tourism Burlington works together with tourism partners including the Ministry of Tourism, Ontario Tourism, and GTA Tourism Partners to promote and market Burlington and Ontario to visitors. This program reflects the City's 2014 approved grant to the Tourism Burlington. The total approved budget represents an overall increase of 1.5% or $5,255 over the budget approved in 2013.

$ 355,613

Burlington Economic Development Corporation Burlington Economic Development Corporation (BEDC) is a non-profit organization to work with the public and private sectors to promote economic growth in Burlington. In partnership with the City of Burlington, BEDC works closely with the real estate and development communities as they strive to satisfy the needs of prospects interested in locating in Burlington. This program reflects the City's 2014 approved grant to BEDC. The total approved base budget represents an overall increase of 1.5% or $14,422 over the budget approved in 2013 to support BEDC operating costs. 2014 BEDC marketing program is generally self-sustaining.

$ 975,922 The city has included $275,400 of additional funding for the BEDC to help increase the level of industrial/commercial growth between now and 2031 to improve Burlington’s long-term fiscal capacity, and its ability to provide an enviable quality of place and life. An enhanced economic development program focused on assessment and job growth is needed to achieve the aggressive growth objectives in the Employment Lands Operational Plan.

$ 275,400

Heritage Burlington Heritage Burlington promotes the preservation of buildings that have architectural and historical significance.

$ 14,150 A New Approach to Conserving Burlington's Heritage In a report, “A New Approach to Conserving Burlington's Heritage", dated September 10, 2013, the Heritage Burlington Committee outlined approximately twenty-four recommendations. All recommendations were unanimously approved by Council on October 15, 2013. These recommendations provide a solid and balanced foundation for action by Council, their heritage advisory committee, city staff and other interested citizens, and provide direction on the way forward to a new twenty-first vision for heritage conservation in Burlington.

$ 0

Base Budget Approved Business Cases Approved To enable the creation of a Heritage Conservation Program and support the Heritage Property Tax Rebate program that will promote pride in the City and bring satisfaction to its citizens, City Council approved a one-time financial contribution of $168,925 for 2014.

Mundialization Committee The Burlington Mundialization Committee promotes cooperation in the world through twinning relationships that encourage community understanding of global issues. The committee currently maintains Twin-City relationships with Itabashi, Japan and Apeldoorn, the Netherlands.

$ 19,150

Sound of Music The Sound of Music Festival Committee is a not-for-profit corporation. Burlington’s Sound of Music festival is a free 4-day summer musical extravaganza that appeals to every generation. The festival features several music genres including Jazz, Folk, Pop, Big Band, Country, Blues, Latin, and children's music spread throughout Burlington's Downtown and Waterfront.

$ 54,101 In order to maintain the success of the Sound of Music Festival, City Council has approved an additional $12,000 of funding to address increasing costs from the City.

$ 12,000

Inclusivity Advisory Committee The Burlington Inclusivity Advisory Committee provides a monitoring and measuring role to help ensure that the City of Burlington applies an inclusion lens to its policies, services and programs.

$ 1,960

Mayor’s Seniors Advisory Committee The Mayor’s Seniors Advisory Committee represents seniors' perspectives on municipal policies, services and programs.

$ 550

Sustainable Development Committee The Burlington Sustainable Development Committee provides assistance and advice to the City of Burlington in accordance with the principles and objectives of sustainable development approved by Council.

$ 9,650

Base Budget Approved Business Cases Approved Transit Advisory Committee The Burlington Transit Advisory Committee provides input to City Council on initiatives and strategies affecting public transportation services to provide accessible, reliable and affordable services in a cost effective manner.

$ 750

Burlington Accessibility Advisory Committee The Burlington Accessibility Advisory Committee (BAAC) provides advice on the identification, removal and prevention of barriers to people with disabilities in the municipality's by-laws, policies, programs and services. BAAC advises the city on accessibility issues, not only to help remove existing barriers but also to prevent new barriers from being created.

$ 1,700

Cycling Committee The Cycling Committee promotes safe cycling as an alternative form of transportation and as a means of achieving a healthy lifestyle.

$ 3,900

Civic Recognition Committee The Civic Recognition Committee recognizes citizens of Burlington who have brought favourable publicity and honour to the City. The recognition is provided through the Civic Recognition Awards and an annual event held in Burlington each spring.

$ 7,150

Total Base Budget Change $ 13,201,078 Total Business Cases $ 618,071

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