Operating Budget - City of Hamilton

Transcription

2015
Tax Supported Preliminary Operating Budget
Book 1
Budget Summary Report
FCS15010
BOOK ONE:
2015 TAX OPERATING BUDGET SUMMARY
LIST OF APPENDICES
APPENDIX
DESCRIPTION
PAGE
Tax Operating Budget Report
1
1-1
2015 Net Tax Operating Budget: Summary
16
1-2
2015 Tax Operating Budget: Gross and Net Expenditures
22
1-3
2015 Tax Operating Budget: Cost Category Summary
26
1-4
2015 Tax Operating Budget: Complement Summary
27
1-5
2015 Recommended Enhancements
Legislated Enhancements
32
Fully Funded Enhancements
35
Economic Growth Enhancements
50
1-6
2015 Enhancements - Other Priorities
68
1-7
2012 - 2015 Strategic Plan
110
City of Hamilton
2015 Preliminary Tax Supported Operating Budget
BUDGET SUMMARY REPORT
Introduction
The 2015 Tax Supported Operating Budget is linked to the City’s 2015 Business Plan and the 2012 – 2015 Strategic Plan through a
focus on the three priority areas identified by Council:
• A Prosperous & Healthy Community
• Valued & Sustainable Services
• Leadership & Governance
In addition, the 2015 Tax Supported Operating budget has been linked to the City’s Service Delivery Profiles. Linkages to the Service
Delivery Profiles can be found in the Departmental Overviews. Through continued efforts towards more sustainable service delivery
practices, the City will further its commitment to demonstrating value for money to residents and businesses. This will enhance the
City’s overall financial sustainability.
The 2012 – 2015 Strategic Plan can be found in Appendix 1-7.
Moving Towards Financial Sustainability
Some of the key challenges the City of Hamilton will face in the next few years include:
•
•
•
•
•
Additional funding for capital renewal to overcome the current annual deficit of $195 million
Need to balance more competitive property tax rates with key investments in the community
Provide funding and resources to address future priorities
Ability to address increased costs related to legislative and regulatory requirements
Manage compensation pressures
In order to best address these challenges a Long Term Financial Sustainability Plan (LTFSP) is required. The plan is a document that
does not simply forecast the status quo into the future, but rather consists of strategies to address challenges and financial problems
before any actions are required. Council approved a debt policy in 2013 as part of a LTFSP. Staff will continue the development of a
LTFSP in 2015, including the advancement of a new business planning model.
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City of Hamilton
Financial planning through the budgeting process aligns financial capacity with service goals. The budget helps to provide citizens an
understanding of how the City allocates property taxes and other revenue to the services provided.
Over this next year and beyond, the City of Hamilton must focus on, and take advantage of, the opportunities that lie ahead.
Therefore, a concerted effort will be made to grow the economy. This entails a focus on resources and investments that capitalize and
demonstrate support to economic development, growth and job creation. As such, any enhancements should then stimulate, support
or contribute to the growth of the City’s economy.
This does not eliminate the need for financial planning and investment required to sustain service delivery in other areas, but rather it is
meant to highlight the importance of strategic expenditures at this point in time.
Budget Process
Submitted for Council’s consideration is the 2015 Preliminary Tax Supported Operating Budget. The Tax Supported Operating Budget
is one component of the City’s overall annual expenditure plan and supports the delivery of all the City’s services with the exception of
water/wastewater/storm which is Rate supported. Both the Tax and Rate supported service groups have infrastructure requirements
which are funded by their respective capital budgets. The 2015 User Fees, the 2015 Rate Operating and Capital Budgets and the
2015 Tax Capital Budget have also been submitted in January for Council’s consideration.
The following table highlights the consolidated gross expenditure preliminary budgets for the City combining Tax and Rate supported
services:
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City of Hamilton
2015 Preliminary Consolidated City Budget
Gross Expenditures
Rate
Operating
$183.8M
Capital
$148.0M
Total
$331.8M
Tax
Total
$1,352.8M $1,536.6M
$241.7M
$389.70
$1,594.5M $1,926.3M
Note: Does not include Recommended Enhancements
For 2015, the Rate Capital and Operating Budget and the Tax Capital Budget have been brought forward for Council’s consideration
and anticipated approval in January (2015). Usually these budgets are approved in December prior to the budget year; however,
because of the municipal election and the uncertainty of committee dates in December, these budgets were delayed about one month.
The 2015 Preliminary Tax Supported Operating Budget, as submitted, is consistent with Council’s direction not to impact programs and
services. During the deliberation process, which is expected to be completed by late March/early April, staff will engage Council in an
effort to progress to an appropriate budget which balances the need to limit tax increases while protecting services.
All budgets will be presented and deliberated at General Issues Committee (GIC). As such, the budget book formats are consistent
with 2014, in that two documents have been produced. Book One is a summary of the 2015 Preliminary Tax Supported Operating
Budget. Book Two is the departmental overviews and budget submissions.
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City of Hamilton
2015 Preliminary Budget - Tax Impact
Currently, the Preliminary Operating Budget, as submitted, requires a levy increase of $35.7 million plus $4.5 million in Recommended
Enhancements. Adjusting for an estimated assessment growth of 1.0% and for the industrial levy restriction, the average residential
municipal tax increase that would be required as a result of the preliminary budget is $136 or 4.4%. The table below highlights the
municipal tax increase by major component:
2015 MUNICIPAL PRELIMINARY IMPACT
FOR THE AVERAGE RESIDENTIAL PROPERTY TAX BILL
(Excludes Education Levy)
2015 Impact
Draft
$
%
Municipal Taxes
City Departments
Boards & Agencies
Capital
Total Maintenance Budget
$
91
11
15
118
2.9%
0.4%
0.5%
3.8%
Recommended Enhancements
$
19
0.6%
Total Municipal Impact (1)
$
136
4.4%
1
Municipal tax dollar impacts based on City-w ide average residential
assessment of $275,700
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City of Hamilton
Currently two significant items that are impacting total property tax change are unknown. First, assessment growth is assumed to be
1.0% for 2015 taxation. The final assessment roll is received in December and required analysis and verification will allow for the final
assessment growth to be known in late January. Based on draft data, staff are confident that growth will be at least the estimated
1.0%. The second unknown is the provincial education tax rates. To show a total property tax impact, including education, staff need
to either know the education rates for 2015 or be confident of no change in rates. The provincial residential education tax rate has not
increased since amalgamation. However, given the Province’s continued fiscal challenges, staff are not prepared to assume an
estimate of no impact for 2015. Once clear indications or a draft tax rate has been released by the Province, staff will update Council.
For now, staff are not projecting a total property tax impact, inclusive of education, for 2015.
As indicated on the previous page, the tax impact attributable to City departments is about 2.9%.
In addition, the Boards and Agencies tax impact is 0.4%, while an increase of 0.5% is recommended for the capital levy. This results in
a total preliminary residential property tax impact of 3.8% to maintain existing service levels (Maintenance Budget).
Also for 2015, staff are recommending a number of enhancements. They have been identified within three categories; 1) Legislated,
2) Fully Funded, and 3) Economic Growth. These enhancements will be described in more detail later within this report. The total
residential municipal tax impact from the recommended enhancements is 0.6%.
The total preliminary residential municipal tax increase is 4.4%. While this is higher than the current inflation rate, staff are
recommending the preliminary budget as submitted to address current budget requirements, infrastructure funding challenges and to
invest in programs that will ensure the City is positioned to take advantage of the economic growth potential which is expected to peak
in the near future.
2015 Preliminary Budget - Summary
The 2015 Preliminary Tax Supported Operating Budget identifies a levy requirement of $784 million, which represents a levy increase
of $35.7 million or 4.8% over 2014. In addition, Enhancements of $4.5 million are also recommended.
The following table highlights the preliminary budgets by major component:
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City of Hamilton
2015 Preliminary Tax Budget
2014
Budget
Net Operating Budget
2015
Change 2015 / 2014
Preliminary
$
%
TOTAL CITY DEPARTMENTS
469,599,590
496,694,260
27,094,670
5.8%
BOARDS & AGENCIES
188,539,920
193,425,000
4,885,080
2.6%
90,177,010
93,877,000
3,699,990
4.1%
748,316,520
783,996,260
35,679,740
4.8%
4,480,723
n/a
40,160,463
5.4%
CAPITAL FINANCING
TOTAL MAINTENANCE LEVY
RECOMMENDED ENHANCEMENTS
TOTAL NET LEVY CHANGE
City Departments
The Preliminary Budget for City Departments is increasing by approximately $27 million or 5.8% from 2014. While staff continue to find
savings and efficiencies, the cost pressures required to maintain current levels of service are proving challenging. The tax impact
resulting from the preliminary City Departments budget is 2.9% or $91 for the average home.
Some of the pressures driving the 2015 levy increase are highlighted in the following table:
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City of Hamilton
Highlights: City Department Budget Pressures
Compensation (Estimated Gross)
COLA / Settlements
Merit/Step Increases/Job Change
Retiree Benefits
OMERS
Employer Benefits
Government Benefits
Corporate Financials
Operating Impacts from Capital
HWRF Pension
POA
Parkland purchases
Payment in Lieu
$M
$6.4M
$1.3M
$0.1M
$1.0M
$0.3M
$0.9M
$10.0M
$2.0M
$1.0M
$0.8M
$0.6M
($0.3M) $ 4.0M
Other
Social Housing
Winter Control & Mtnce
Recreation - Operating expenses
Court House Lease
Waste Contracts
Roads Program
Utilities
Transit - McMaster Realignment
Provincial Uploads
Total of Highlighted Pressures
$2.5M
$2.0M
$1.7M
$1.5M
$1.3M
$1.1M
$0.6M
$0.5M
($3.9M) $ 7.2M
$21.3M
Note: Anomalies in amounts due to rounding
Although the most significant item driving the 2015 levy increase is compensation at $10 million, it must be noted that overall,
employee related expenses for the departments is increasing by 2.2% which is below inflation (CPI Index October 2014 = 2.8%) and is
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City of Hamilton
also lower than the 2014 increase of 2.5%. For the 2015 budget, wage provisions are based on recent settlements or estimates and
result in approximately a $7.7 million pressure including grid movement/merit.
Increases in OMERS ($1.0 million; 2.6%), Employer Benefits ($0.3 million; 0.9%) and Government Benefits ($0.9 million; 2.8%) are
primarily tied to wage increases and are lower than recent years. OMERS and most benefit rates remain unchanged from 2014.
Significant pressures in the Corporate Financials Expenses include $2.0 million in Operating Impacts from Capital, $1.0 million to
address HWRF pension requirements and $0.6 million for parkland purchases. Within Non-Program Revenues, the most significant
impacts are the decrease in POA net revenue ($0.8M) as a result of a decreased revenue forecast and increased recoveries from
departments, and an increase of -$0.3 million in Payment in Lieu revenues.
Several operating programs are also facing significant increases. Housing Services is increasing $2.5 million (4.9%) mostly due to the
requirement to meet provincial benchmarks for operating costs. Increases in operating cost of $3.2 million are partially offset by
increased revenues (market rates), savings in mortgages and federal subsidies.
The Winter Control & Maintenance program is increasing by $2.0 million primarily as a result of increased service levels approved in
2014 (clear roads, cycling lanes) and increased salt contract costs. The Public Works Department faces other significant pressures
including the loss of revenue for the Court House lease ($1.5 million) and increases in contractual services in the roads program ($1.1
million) and the waste program ($1.3 million).
For the last couple of years the Recreation department has been adjusting its budget to better reflect actuals. For 2015 this means a
pressure of $1.7 million, of which $1.4 million is due to facilities maintenance costs and utilities and $0.3 million is a result of
decreasing revenue.
A significant offset to the pressures in Community Services is the Provincial Upload of $3.9 million (note -$0.4 million for Court Security
upload has also been included in the Hamilton Police Service’s Budget). While the Province continues to upload some costs, Council
has expressed concerns regarding the calculation of the financial benefits of the upload to the City. An independent study has been
conducted and the conclusions will be presented to Council early in 2015.
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City of Hamilton
Boards & Agencies
The 2015 Boards and Agencies budget is increasing about $4.9 million or 2.6% (excluding capital financing), which is primarily driven
by the draft Hamilton Police Service increase of $4.3 million.
The following summarizes the Boards & Agencies budgets:
2015 Boards & Agencies Preliminary Budgets
SUMMARY NET BUDGET INFORMATION: Years 2014 and 2015
Board/Agency
2014
Budget
Net
2015 NET
Preliminary
Budget $
Change $
Change %
Conservation Authorities
5,052,660
5,164,120
111,450
2.2%
MPAC
6,215,950
6,290,550
74,600
1.2%
Hamilton Beach Rescue Unit
126,810
126,810
-
0.0%
Royal Botanical Gardens
599,210
599,210
-
0.0%
Hamilton Police Services
143,880,230
148,147,970
4,267,740
3.0%
Hamilton Public Library
28,082,440
28,513,730
431,290
1.5%
City Enrichment Fund
4,582,620
4,582,620
188,539,920
193,425,000
Total for Above Items
excluding Capital Financing
4,885,080
0.0%
2.6%
The Hamilton Police Service net budget included in this Preliminary submission corresponds to information presented to the Hamilton
Police Services Board on December 15, 2014, but is still pending approval.
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City of Hamilton
Of note, the Boards and Agencies budget includes the recently created City Enrichment Fund which integrates the Strategic Municipal
Investment in the Arts initiative and the former Community Partnership Program (CPP).
Additional budget information for the Boards and Agencies can be found in Appendix 2-7.
Capital
The 2015 Tax Capital Budget levy requirement is increasing by $3.7 million representing a 0.5% tax impact for the average residential
property. This additional funding is needed to partially support the capital renewal as infrastructure pressures for all City assets
continue to grow. This budget is presented in detail in the 2015 Tax Capital budget process.
As part of the City’s efforts to move towards financial sustainability, the 2015 Budget Submission includes a series of Recommended
Enhancements presented in three categories:
-
Legislated Enhancements: required as a result of provincial legislation and for which the City has limited discretion.
-
Fully Funded Enhancements: Program or service enhancements fully funded from sources other than the tax levy, resulting in a
net zero impact corporate-wide.
-
Economic Growth Enhancements: Program or service enhancements focused on stimulating, supporting or contributing to the
City’s economic growth. This creates non-residential tax base and employment for the City.
The recommended enhancements total approximately $4.5 million and have a tax impact of $19 or 0.6% for the average residential
property. Note that the 10-year Local Transit Strategy has not been finalized and its financial implications are not included in this
submission. Staff will present a separate report to Council during the first quarter of 2015 with details of the proposed enhancements.
In addition to these enhancements, staff have submitted a group of service level enhancements for consideration. These have been
identified as Enhancements - Other Priorities and have not been included in the Recommended 2015 Preliminary Budget. Further
information is included later in this report.
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City of Hamilton
Additional information and detail sheets for Enhancements – Recommended are provided in Appendix 1-5.
Further Budget Mitigation
The task of achieving the desired tax levy and tax impact will involve a balance between the need to find levy reductions (reduce
expenses or increase revenue) and the desire to protect services and programs. The following chart estimates the levy reduction
required to achieve certain benchmark tax impacts:
Reductions
PRELIMINARY BUDGET & REC. ENHANCEMENTS
Levy
Residential
Increase
Tax Incr.*
$
40,200,000
4.4%
TOTAL REDUCTIONS OF
$
(10,360,000) $
29,840,000
3.0%
TOTAL REDUCTIONS OF
$
(17,760,000) $
12,080,000
2.0%
TOTAL REDUCTIONS OF
$
(25,160,000) $
15,040,000
1.0%
TOTAL REDUCTIONS OF
$
(32,560,000) $
7,640,000
0.0%
* Residential Municipal Tax Increase
Note - Excludes potential increases due to 2015 Enhancements - Other Priorities
Approximately $7.4 million is required to adjust the municipal tax impact by 1%
As shown above, the current 2015 Preliminary Tax Supported Operating Budget increase of $40.2 million results in an average
municipal residential tax increase of 4.4%. Various reduction amounts are shown with their resulting municipal tax impact. Note that
the chart above does not provide for the Enhancements – Other Priorities which are pending Council consideration.
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City of Hamilton
Staff Complement
The 2015 Preliminary Complement before Recommended Enhancements has a net decrease of -1.2 Full Time Equivalents (FTE)
compared to the 2014 Restated Complement. Including Recommended Enhancements, complement is increasing by 49.1 FTE.
2015 Preliminary Complement (FTE)
(excluding Police & Library)
Change
2014 Approved
2014 Restated
Impacts from Capital
Other Complement Change
2015 Maintenance
5,548.9
5,558.6
5,557.5
9.7
14.4
(15.6)
(1.2)
50.3
Total 2015 Preliminary
49.1
5,607.8
* - Restated represents Council's 2014 in-year approvals
The difference between the 2014 Approved and 2014 Restated complement are Council in-year approvals of 9.7 FTE, the result of
increased programs or services in the Planning & Economic Development, Public Works Departments and the City Manager’s Office.
For 2015, the Operating Impacts from Capital will increase the total Complement by 14.4 FTE with the most notable impacts coming
from various projects in PW for a total of 10.98 FTE, including Roads (4.7 FTE) and Open Space Development (3.41 FTE).
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City of Hamilton
Several adjustments across departments resulted in a net reduction of -15.6 FTE, highlighted by a net reduction of -20.01 FTE in the
Community and Emergency Services Department (CESD) and an increase of 3.0 FTE in Public Works. The reduction in CESD is part
of the Ontario Works Caseload Contingency Plan which only has funding available until April 2015.
The 2015 Preliminary “Maintenance” Complement does not include FTE associated with the Recommended Enhancements which total
50.3 FTE (1.0 FTE for Legislated Enhancements, 19.0 FTE for Fully Funded Enhancements and 30.3 FTE for Economic Growth
Enhancements).
Appendix 1-4 provides a complement summary including footnotes explaining all of the complement changes. As well, the
departmental presentations will provide additional information with respect to complement changes.
Enhancements - Other Priorities (Not Included in Preliminary Budget Totals)
Staff have identified enhancements related to service levels which are not included in the preliminary budget as they are pending
Council’s consideration. These priorities include items that staff consider necessary to maintain service levels and items where
increased service levels may be warranted but are not directly linked to support or enhance the City’s economy. Council Referred
Items that fall under this definition have been included as part of the Enhancements - Other Priorities submission.
These enhancements cover an extended series of services across the different City’s Departments totalling $13.9 million and 55.66
FTE. If approved, the tax impact of these enhancements would be approximately 1.9% or $58 for the average residential property.
Appendix 1-6 provides a summary and the detailed forms providing additional information with respect to the Other Priorities
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City of Hamilton
Budget Documents
The 2015 budget process and schedule as was adopted by Council at its meeting of July 11, 2015. All budget documents, reports and
presentations will be submitted to GIC. Once approved at GIC, the budget will be deliberated at Council. Note that all budget totals
have been rounded to the nearest “10” dollars. Some minor rounding differences may occur between line items and totals.
Book One
The “2015 Preliminary Tax Operating Budget Summary” provides an overview of the issues impacting the 2015 Preliminary Tax
Supported Operating Budget. Included in this report are the following appendices:
•
Appendix 1-1: 2015 Net Tax Operating Budget: Summary – A budget summary by division highlighting 2014 restated budget,
2014 projected actuals, 2015 preliminary budget and $/% change.
•
Appendix 1-2: 2015 Tax Operating Budget: Gross and Net Expenditures Summary – A budget summary by division highlighting
the 2014 and 2015 (preliminary) gross operating expenditures and revenues.
•
Appendix 1-3: 2015 Tax Operating Budget: Cost Category Summary – A budget summary of expenditures and revenues for all
departments by cost category (employee related, materials/supplies, fee revenue, etc.), excluding Police and Library.
•
Appendix 1-4: 2015 Tax Operating Budget: Complement Summary – A complement summary by division highlighting FTE
change 2014 / 2015.
•
Appendix 1-5: 2015 Recommended Enhancements - A summary listing and detailed sheets of recommended enhancements.
These enhancements are further presented in three groups: Legislated, Fully Funded and Economic Growth Enhancements.
•
Appendix 1-6: 2015 Enhancements - Other Priorities – A summary listing and detailed sheets of service level items submitted for
Council’s consideration.
•
Appendix 1-7: 2012 – 2015 Strategic Plan
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City of Hamilton
Book Two
The “2015 Tax Supported Preliminary Operating Budget - Departmental Overviews” contains the departmental budgets, Boards and
Agencies budgets and other programs budgets. Included with each department are high level reviews of the divisional areas, high
level organizational charts with complement and budget information at both an organizational and cost category (gross & net) level.
15
APPENDIX “1 - 1”
2015 NET TAX OPERATING BUDGET:
SUMMARY
Appendix 1-1
CITY OF HAMILTON
2015 PRELIMINARY
NET TAX OPERATING BUDGET
2014
Restated
Budget
PLANNING & ECONOMIC DEVELOPMENT
GM, Finance & Support Services
Building
Economic Development
Growth Management
Parking & By-law Services
Planning
Tourism & Culture
TOTAL PLANNING & ECONOMIC DEVELOPMENT
PUBLIC HEALTH SERVICES
Medical Officer of Health
Clinical & Preventive Services
Family Health
Health Protection
Healthy Living
Planning & Business Improvement
Mandatory Public Health Subsidy
TOTAL PUBLIC HEALTH SERVICES
Projected
Actual
2015
Preliminary
Budget
1,384,690
960,800
6,069,040
4,410
6,326,710
2,850,360
7,383,690
24,979,700
1,466,360
992,600
6,009,380
(338,250)
6,900,590
3,077,360
7,443,170
25,551,200
1,393,090
1,026,700
6,282,290
622,470
6,924,660
3,280,060
7,610,330
27,139,600
5,320,960
6,506,020
3,986,570
6,700,660
6,891,070
4,746,720
(23,456,810)
10,695,190
5,448,030
6,862,170
4,297,010
7,093,150
7,250,170
3,179,410
(23,456,810)
10,673,130
5,691,800
6,500,180
4,197,490
6,736,760
7,023,320
4,744,480
(23,925,940)
10,968,080
16
2015 Preliminary vs.
2014 Restated
$
%
8,400
65,900
213,250
618,060
597,950
429,700
226,640
2,159,900
370,840
(5,840)
210,920
36,100
132,240
(2,240)
(469,130)
272,890
0.6%
6.9%
3.5%
14015%
9.5%
15.1%
3.1%
8.6%
7.0%
(0.1)%
5.3%
0.5%
1.9%
0.0%
(2.0)%
2.6%
Appendix 1-1
CITY OF HAMILTON
2015 PRELIMINARY
2014
Restated
Budget
COMMUNITY & EMERGENCY SERVICES
Administration - Community & Emergency Services
Benefit Eligibility
Employment & Income Support
Childrens and Home Management Services
Housing Services
Macassa Lodge
Wentworth Lodge
Neighbourhood and Community Initiatives
Recreation
Hamilton Fire Department
Hamilton Paramedic Service
TOTAL COMMUNITY & EMERGENCY SERVICES
3,120,560
7,247,760
17,737,630
6,679,170
51,334,020
6,227,080
4,246,320
2,279,020
28,109,670
81,946,220
18,007,620
226,935,080
Projected
Actual
3,140,210
6,770,960
17,456,200
6,599,820
50,096,300
6,040,550
4,264,810
2,005,910
29,166,660
81,443,020
18,316,720
225,301,150
TOTAL COMMUNITY & EMERGENCY SERVICES (exclusive of upload savings)
PUBLIC WORKS
PW-General Administration
Corporate Assets & Strategic Planning
Engineering Services
Environmental Services
Operations
Transit
TOTAL PUBLIC WORKS
184,380
15,548,070
5,996,810
32,203,790
92,863,410
54,355,840
201,152,300
17
0
15,804,590
5,996,810
32,511,640
104,286,860
54,324,920
212,924,810
2015
Preliminary
Budget
2014 Restated
$
%
3,181,090
7,354,380
14,840,280
6,723,430
53,843,080
6,321,250
4,353,550
2,357,080
30,205,520
83,643,900
18,433,740
231,257,300
60,520
106,620
(2,897,350)
44,260
2,509,060
94,170
107,230
78,060
2,095,850
1,697,680
426,120
4,322,220
1.9%
1.5%
(16.3)%
0.7%
4.9%
1.5%
2.5%
3.4%
7.5%
2.1%
2.4%
1.9%
234,481,420
7,546,340
3.3%
184,380
18,009,430
7,290,410
32,701,770
99,048,730
57,672,530
214,907,250
0
2,461,360
1,293,600
497,980
6,185,320
3,316,690
13,754,940
0.0%
15.8%
21.6%
1.5%
6.7%
6.1%
6.8%
Appendix 1-1
CITY OF HAMILTON
2015 PRELIMINARY
2014
Restated
Budget
LEGISLATIVE
Legislative General
Mayors Office
Volunteer Committee
Ward Budgets
TOTAL LEGISLATIVE
(285,500)
872,510
106,650
3,395,120
4,088,780
Projected
Actual
(285,500)
762,010
106,650
3,395,120
3,978,280
2015
Preliminary
Budget
(275,220)
1,007,510
106,650
3,444,790
4,283,730
2014 Restated
$
%
10,280
135,000
0
49,670
194,950
3.6%
15.5%
0.0%
1.5%
4.8%
CITY MANAGER
City Managers Office
Audit Services
City Clerk
Human Resources
Legal Services
TOTAL CITY MANAGER
1,077,840
987,830
2,018,680
5,413,930
3,050,440
12,548,720
942,840
921,230
2,018,680
5,918,400
3,050,440
12,851,590
1,103,260
988,530
2,139,400
5,566,660
3,102,890
12,900,740
25,420
700
120,720
152,730
52,450
352,020
2.4%
0.1%
6.0%
2.8%
1.7%
2.8%
CORPORATE SERVICES
Corporate Services - Administration
Customer Service, Access & Equity
Finance, Administration & Revenue Generation
Financial Planning & Policy
Financial Services
Information Technology
Taxation
TOTAL CORPORATE SERVICES
262,580
4,476,860
1,218,710
577,580
3,639,790
8,377,120
710,050
19,262,700
350,320
4,317,360
1,257,600
545,830
3,468,760
8,003,750
699,770
18,643,400
301,140
4,653,850
1,281,620
610,510
3,682,140
8,541,940
738,680
19,809,880
38,560
176,990
62,910
32,930
42,350
164,820
28,630
547,180
14.7%
4.0%
5.2%
5.7%
1.2%
2.0%
4.0%
2.8%
18
Appendix 1-1
CITY OF HAMILTON
2015 PRELIMINARY
2014
Restated
Budget
CORPORATE FINANCIALS - EXPENDITURES
Corporate Pensions, Benefits & Contingency
Corporate Wage Gapping Target
Corporate Initiatives
Risk Management Program
TOTAL CORPORATE FINANCIALS
HAMILTON ENTERTAINMENT FACILITIES
Operating
Capital Financing
TOTAL HAMILTON ENTERTAINMENT FACILITIES
TOTAL CITY EXPENDITURES
CAPITAL FINANCING
Debt-Planning & Economic Development
Debt-Community & Emergency Services
Debt-Public Health Services
Debt-Public Works
Debt-Corporate Financials
TOTAL CAPITAL FINANCING
Projected
Actual
2015
Preliminary
Budget
11,205,730
(4,540,000)
1,528,360
2,096,730
10,290,820
11,391,800
(3,100,000)
1,659,760
2,235,070
12,186,630
13,124,100
(4,540,000)
4,148,830
2,734,180
15,467,110
4,203,630
800,000
5,003,630
4,203,630
800,000
5,003,630
4,050,000
800,000
4,850,000
514,956,930
527,113,810
541,583,690
720,870
3,864,520
192,250
41,621,610
42,199,870
88,599,120
720,870
3,864,520
192,250
41,621,610
39,199,870
85,599,120
716,110
3,851,110
390,390
42,093,880
45,247,830
92,299,320
19
2014 Restated
$
%
1,918,370
0
2,620,470
637,450
5,176,280
(153,630)
0
(153,630)
26,626,760
(4,760)
(13,410)
198,140
472,270
3,047,960
3,700,200
17.1%
0.0%
171.5%
30.4%
50.3%
(3.7)%
0.0%
(3.1)%
5.2%
(0.7)%
(0.3)%
103.1%
1.1%
7.2%
4.2%
Appendix 1-1
CITY OF HAMILTON
2015 PRELIMINARY
2014
Restated
Budget
Projected
Actual
2015
Preliminary
Budget
2014 Restated
$
%
BOARDS & AGENCIES
Police Services
Operating
Capital Financing
Total Police Services
143,880,230
714,390
144,594,620
143,880,230
714,390
144,594,620
148,147,970
715,410
148,863,380
4,267,740
1,020
4,268,760
3.0%
0.1%
3.0%
28,082,440
5,052,660
6,215,950
126,810
599,210
40,077,070
28,082,440
5,052,660
6,215,950
126,810
599,210
40,077,070
28,513,730
5,164,120
6,290,540
126,810
599,210
40,694,410
431,290
111,460
74,590
0
0
617,340
1.5%
2.2%
1.2%
0.0%
0.0%
1.5%
63,500
63,500
62,270
4,582,620
4,582,620
4,582,620
0
0.0%
TOTAL BOARDS & AGENCIES
189,317,810
189,317,810
194,202,670
4,884,860
2.6%
TOTAL EXPENDITURES
792,873,860
802,030,740
828,085,680
35,211,820
4.4%
Other Boards & Agencies
Library
MPAC
Total Other Boards & Agencies
Capital Financing - Other Boards & Agencies
20
(1,230)
(1.9)%
Appendix 1-1
CITY OF HAMILTON
2015 PRELIMINARY
2014
2015
Preliminary
Budget
Restated
Budget
Projected
Actual
NON PROGRAM REVENUES
Payment In Lieu
Penalties and Interest
Right of Way
Supplementary Taxes
Senior Tax Credit
Tax Remissions and Write Offs
Hydro Dividend and Other Interest
Investment Income
Slot Revenues
POA Revenues
TOTAL NON PROGRAM REVENUES
(14,542,000)
(10,500,000)
(3,202,000)
(8,925,000)
551,000
11,000,000
(5,300,000)
(4,100,000)
(5,100,000)
(4,439,340)
(44,557,340)
(14,876,900)
(11,300,000)
(3,203,800)
(8,925,000)
557,300
15,677,800
(5,610,400)
(4,100,000)
(5,000,000)
(3,649,340)
(40,430,340)
(14,866,100)
(10,500,000)
(3,203,000)
(8,925,000)
560,000
11,020,000
(5,300,000)
(4,100,000)
(5,100,000)
(3,675,320)
(44,089,420)
TOTAL LEVY REQUIREMENT
748,316,520
761,600,400
783,996,260
AVERAGE RESIDENTIAL MUNICIPAL TAX IMPACT (including growth)
21
2014 Restated
$
%
(324,100)
0
(1,000)
0
9,000
20,000
0
0
0
764,020
467,920
35,679,740
(2.2)%
0.0%
(0.0)%
0.0%
1.6%
0.2%
0.0%
0.0%
0.0%
17.2%
1.1%
4.8%
3.8%
2015 TAX OPERATING BUDGET:
GROSS AND NET EXPENDITURES
SUMMARY
Appendix 1-2
CITY OF HAMILTON
2015 PRELIMINARY
GROSS AND NET OPERATING BUDGET
Gross Expenditures
2014
2015
Restated
Preliminary
Budget
Budget
%
Change
Gross Revenues
2014
Restated
Budget
2015
Preliminary
Budget
%
Change
2014
2015
Restated
Preliminary
Budget
Budget
Building
Growth Management
Parking & By-law Services
Planning
Tourism & Culture
TOTAL PLANNING & ECONOMIC DEVELOPMENT
1,384,690
11,321,200
8,152,880
5,575,370
25,321,750
7,963,380
8,637,150
68,356,420
1,393,090
11,549,920
8,503,280
5,482,610
25,794,650
7,609,260
8,862,430
69,195,240
0.6%
2.0%
4.3%
(1.7)%
1.9%
(4.4)%
2.6%
1.2%
0
(10,360,400)
(2,083,840)
(5,570,960)
(18,995,040)
(5,113,020)
(1,253,460)
(43,376,720)
0
(10,523,220)
(2,221,000)
(4,860,140)
(18,869,990)
(4,329,200)
(1,252,100)
(42,055,640)
0.0%
(1.6)%
(6.6)%
12.8%
0.7%
15.3%
0.1%
3.0%
1,384,690
960,800
6,069,040
4,410
6,326,710
2,850,360
7,383,690
24,979,700
1,393,090
1,026,700
6,282,290
622,470
6,924,660
3,280,060
7,610,330
27,139,600
Medical Officer of Health
Clinical & Preventive Services
Family Health
Health Protection
Healthy Living
Mandatory Public Health Subsidy
TOTAL PUBLIC HEALTH SERVICES
5,967,400
11,061,230
10,599,180
8,128,750
8,177,410
6,038,320
0
49,972,290
6,324,070
11,046,330
10,810,620
8,178,400
8,339,540
6,036,080
0
50,735,040
6.0%
(0.1)%
2.0%
0.6%
2.0%
0.0%
0.0%
1.5%
(646,440)
(4,555,210)
(6,612,610)
(1,428,090)
(1,286,340)
(1,291,600)
(23,456,810)
(39,277,100)
(632,270)
(4,546,150)
(6,613,130)
(1,441,640)
(1,316,220)
(1,291,600)
(23,925,940)
(39,766,960)
2.2%
0.2%
0.0%
(0.9)%
(2.3)%
0.0%
(2.0)%
(1.2)%
5,320,960
6,506,020
3,986,570
6,700,660
6,891,070
4,746,720
(23,456,810)
10,695,190
5,691,800
6,500,180
4,197,490
6,736,760
7,023,320
4,744,480
(23,925,940)
10,968,080
3,489,290
15,951,800
125,190,720
53,189,760
98,091,720
25,269,050
14,992,780
3,092,400
44,334,610
82,347,690
37,679,570
503,629,390
3,557,060
16,196,320
124,597,490
53,905,010
102,016,520
25,780,860
15,397,190
3,148,570
46,138,760
84,029,360
38,774,700
513,541,830
1.9%
1.5%
(0.5)%
1.3%
4.0%
2.0%
2.7%
1.8%
4.1%
2.0%
2.9%
2.0%
(368,730)
(8,704,040)
(107,453,090)
(46,510,590)
(46,757,700)
(19,041,970)
(10,746,460)
(813,370)
(16,224,940)
(401,470)
(19,671,950)
(276,694,300)
(375,970)
(8,841,940)
(109,757,210)
(47,181,590)
(48,173,440)
(19,459,610)
(11,043,630)
(791,490)
(15,933,230)
(385,460)
(20,340,960)
(282,284,530)
(2.0)%
(1.6)%
(2.1)%
(1.4)%
(3.0)%
(2.2)%
(2.8)%
2.7%
1.8%
4.0%
(3.4)%
(2.0)%
3,120,560
7,247,760
17,737,630
6,679,170
51,334,020
6,227,080
4,246,320
2,279,020
28,109,670
81,946,220
18,007,620
226,935,080
3,181,090
7,354,380
14,840,280
6,723,430
53,843,080
6,321,250
4,353,550
2,357,080
30,205,520
83,643,900
18,433,740
231,257,300
Administration - Community & Emergency Services
Benefit Eligibility
Employment & Income Support
Childrens and Home Management Services
Housing Services
Macassa Lodge
Wentworth Lodge
Recreation
TOTAL COMMUNITY & EMERGENCY SERVICES
TOTAL COMMUNITY & EMERGENCY SERVICES (exclusive of upload savings)
PUBLIC WORKS
PW-General Administration
Environmental Services
Operations
Transit
TOTAL PUBLIC WORKS
758,030
41,110,810
21,130,360
36,485,510
108,449,800
103,572,460
311,506,970
762,770
43,554,850
22,774,280
37,107,590
113,950,860
107,114,940
325,265,290
0.6%
5.9%
7.8%
1.7%
5.1%
3.4%
4.4%
(573,650)
(25,562,740)
(15,133,550)
(4,281,720)
(15,586,390)
(49,216,620)
(110,354,670)
22
(578,390)
(25,545,420)
(15,483,870)
(4,405,820)
(14,902,130)
(49,442,410)
(110,358,050)
(0.8)%
0.1%
(2.3)%
(2.9)%
4.4%
(0.5)%
(0.0)%
184,380
15,548,070
5,996,810
32,203,790
92,863,410
54,355,840
201,152,300
184,380
18,009,430
7,290,410
32,701,770
99,048,730
57,672,530
214,907,250
2014 Restated
$
%
8,400
65,900
213,250
618,060
597,950
429,700
226,640
2,159,900
0.6%
6.9%
3.5%
14015%
9.5%
15.1%
3.1%
8.6%
370,840
(5,840)
210,920
36,100
132,240
(2,240)
(469,130)
272,890
7.0%
(0.1)%
5.3%
0.5%
1.9%
0.0%
(2.0)%
2.6%
60,520
106,620
(2,897,350)
44,260
2,509,060
94,170
107,230
78,060
2,095,850
1,697,680
426,120
4,322,220
1.9%
1.5%
(16.3)%
0.7%
4.9%
1.5%
2.5%
3.4%
7.5%
2.1%
2.4%
1.9%
7,546,340
3.3%
0
2,461,360
1,293,600
497,980
6,185,320
3,316,690
13,754,940
0.0%
15.8%
21.6%
1.5%
6.7%
6.1%
6.8%
Appendix 1-2
CITY OF HAMILTON
2015 PRELIMINARY
Gross Expenditures
2014
2015
Restated
Preliminary
Budget
Budget
LEGISLATIVE
Legislative General
Mayors Office
Volunteer Committee
Ward Budgets
TOTAL LEGISLATIVE
(285,500)
872,510
124,570
3,395,120
4,106,700
(275,220)
1,007,510
124,570
3,444,790
4,301,650
%
Change
Gross Revenues
2014
Restated
Budget
2015
Preliminary
Budget
3.6%
15.5%
0.0%
1.5%
4.7%
0
0
(17,920)
0
(17,920)
0
0
(17,920)
0
(17,920)
%
Change
0.0%
0.0%
0.0%
0.0%
0.0%
2014
2015
Restated
Preliminary
Budget
Budget
(285,500)
872,510
106,650
3,395,120
4,088,780
(275,220)
1,007,510
106,650
3,444,790
4,283,730
2014 Restated
$
%
10,280
135,000
0
49,670
194,950
3.6%
15.5%
0.0%
1.5%
4.8%
CITY MANAGER
City Managers Office
Audit Services
City Clerk
Human Resources
Legal Services
TOTAL CITY MANAGER
1,137,840
1,266,490
6,015,260
7,074,770
3,810,750
19,305,110
1,163,260
1,276,250
6,189,990
7,274,270
3,866,880
19,770,650
2.2%
0.8%
2.9%
2.8%
1.5%
2.4%
(60,000)
(278,660)
(3,996,580)
(1,660,840)
(760,310)
(6,756,390)
(60,000)
(287,710)
(4,050,590)
(1,707,610)
(763,990)
(6,869,910)
0.0%
(3.2)%
(1.4)%
(2.8)%
(0.5)%
(1.7)%
1,077,840
987,830
2,018,680
5,413,930
3,050,440
12,548,720
1,103,260
988,530
2,139,400
5,566,660
3,102,890
12,900,740
25,420
700
120,720
152,730
52,450
352,020
2.4%
0.1%
6.0%
2.8%
1.7%
2.8%
CORPORATE SERVICES
Financial Services
Taxation
TOTAL CORPORATE SERVICES
262,580
4,507,660
1,746,650
2,862,210
4,234,700
8,613,750
2,097,010
24,324,570
301,140
4,684,650
1,837,620
2,933,610
4,282,360
8,779,420
2,137,960
24,956,760
14.7%
3.9%
5.2%
2.5%
1.1%
1.9%
2.0%
2.6%
0
(30,800)
(527,940)
(2,284,630)
(594,910)
(236,630)
(1,386,960)
(5,061,870)
0
(30,800)
(556,000)
(2,323,100)
(600,220)
(237,480)
(1,399,280)
(5,146,880)
0.0%
0.0%
(5.3)%
(1.7)%
(0.9)%
(0.4)%
(0.9)%
(1.7)%
262,580
4,476,860
1,218,710
577,580
3,639,790
8,377,120
710,050
19,262,700
301,140
4,653,850
1,281,620
610,510
3,682,140
8,541,940
738,680
19,809,880
38,560
176,990
62,910
32,930
42,350
164,820
28,630
547,180
14.7%
4.0%
5.2%
5.7%
1.2%
2.0%
4.0%
2.8%
CORPORATE FINANCIALS - EXPENDITURES
Corporate Pensions, Benefits & Contingency
Corporate Wage Gapping Target
Corporate Initiatives
Risk Management Program
TOTAL CORPORATE FINANCIALS
11,205,730
(4,540,000)
1,852,330
2,096,730
10,614,790
13,124,100
(4,540,000)
4,335,150
2,734,180
15,653,430
17.1%
0.0%
134.0%
30.4%
47.5%
0
0
(323,970)
0
(323,970)
0
0
(186,320)
0
(186,320)
0.0%
0.0%
42.5%
0.0%
42.5%
11,205,730
(4,540,000)
1,528,360
2,096,730
10,290,820
13,124,100
(4,540,000)
4,148,830
2,734,180
15,467,110
1,918,370
0
2,620,470
637,450
5,176,280
17.1%
0.0%
171.5%
30.4%
50.3%
4,601,610
800,000
5,401,610
4,397,720
800,000
5,197,720
(397,980)
0
(397,980)
(347,720)
0
(347,720)
12.6%
0.0%
12.6%
4,203,630
800,000
5,003,630
4,050,000
800,000
4,850,000
997,217,850
1,028,617,610
(482,260,920)
(487,033,920)
514,956,930
541,583,690
HAMILTON ENTERTAINMENT FACILITIES
Operating
Capital Financing
TOTAL HAMILTON ENTERTAINMENT FACILITIES
TOTAL CITY EXPENDITURES
(4.4)%
0.0%
(3.8)%
3.1%
23
(1.0)%
(153,630)
0
(153,630)
26,626,760
(3.7)%
0.0%
(3.1)%
5.2%
Appendix 1-2
CITY OF HAMILTON
2015 PRELIMINARY
Gross Expenditures
2014
2015
Restated
Preliminary
Budget
Budget
CAPITAL FINANCING
Debt-Planning & Economic Development
Debt-Community & Emergency Services
Debt-Public Health Services
Debt-Public Works
Debt-Corporate Financials
TOTAL CAPITAL FINANCING
%
Change
Gross Revenues
2014
Restated
Budget
2015
Preliminary
Budget
%
Change
2014
2015
Restated
Preliminary
Budget
Budget
2014 Restated
$
%
782,050
6,195,490
192,250
49,413,740
42,199,870
98,783,400
777,290
6,858,170
924,170
50,569,310
45,247,830
104,376,770
(0.6)%
10.7%
380.7%
2.3%
7.2%
5.7%
(61,180)
(2,330,970)
0
(7,792,130)
0
(10,184,280)
(61,180)
(3,007,060)
(533,780)
(8,475,430)
0
(12,077,450)
0.0%
(29.0)%
(100.0)%
(8.8)%
0.0%
(18.6)%
720,870
3,864,520
192,250
41,621,610
42,199,870
88,599,120
716,110
3,851,110
390,390
42,093,880
45,247,830
92,299,320
(4,760)
(13,410)
198,140
472,270
3,047,960
3,700,200
(0.7)%
(0.3)%
103.1%
1.1%
7.2%
4.2%
152,729,910
1,024,180
153,754,090
156,997,650
1,025,640
158,023,290
2.8%
0.1%
2.8%
(8,849,680)
(309,790)
(9,159,470)
(8,849,680)
(310,230)
(9,159,910)
0.0%
(0.1)%
(0.0)%
143,880,230
714,390
144,594,620
148,147,970
715,410
148,863,380
4,267,740
1,020
4,268,760
3.0%
0.1%
3.0%
29,909,420
5,052,660
6,215,950
126,810
599,210
41,904,050
30,362,490
5,164,120
6,290,540
126,810
599,210
42,543,170
1.5%
2.2%
1.2%
0.0%
0.0%
1.5%
(1,826,980)
0
0
0
0
(1,826,980)
(1,848,760)
0
0
0
0
(1,848,760)
(1.2)%
0.0%
0.0%
0.0%
0.0%
(1.2)%
28,082,440
5,052,660
6,215,950
126,810
599,210
40,077,070
28,513,730
5,164,120
6,290,540
126,810
599,210
40,694,410
431,290
111,460
74,590
0
0
617,340
1.5%
2.2%
1.2%
0.0%
0.0%
1.5%
344,990
343,760
(0.4)%
(281,490)
(281,490)
0.0%
63,500
62,270
4,794,450
4,645,210
(3.1)%
(211,830)
(62,590)
70.5%
4,582,620
4,582,620
0
0.0%
200,797,580
205,555,420
2.4%
(11,479,770)
(11,352,750)
1.1%
189,317,810
194,202,670
4,884,860
2.6%
1,296,798,830
1,338,549,800
3.2%
(503,924,970)
(510,464,120)
(1.3)%
792,873,860
828,085,680
35,211,820
4.4%
BOARDS & AGENCIES
Police Services
Operating
Capital Financing
Total Police Services *
Other Boards & Agencies
Library
MPAC
Total Other Boards & Agencies
Capital Financing - Other Boards & Agencies
TOTAL BOARDS & AGENCIES
TOTAL EXPENDITURES
* - Note: For Police Services the Net Operating Budget is based on December 15, 2015 PSB submission. Gross budget data was not incorporated into the City’s budget book pending PSB approval
24
(1,230)
(1.9)%
Appendix 1-2
CITY OF HAMILTON
2015 PRELIMINARY
Gross Expenditures
2014
2015
Restated
Preliminary
Budget
Budget
NON PROGRAM REVENUES
Payment In Lieu
Penalties and Interest
Right of Way
Supplementary Taxes
Senior Tax Credit
Tax Remissions and Write Offs
Hydro Dividend and Other Interest
Investment Income
Slot Revenues
POA Revenues
TOTAL NON PROGRAM REVENUES
TOTAL LEVY REQUIREMENT
%
Change
Gross Revenues
2014
Restated
Budget
2015
Preliminary
Budget
%
Change
2014
2015
Restated
Preliminary
Budget
Budget
415,000
0
0
100,000
641,000
11,000,000
2,000,000
0
0
0
14,156,000
500,000
0
0
100,000
650,000
11,020,000
2,000,000
0
0
0
14,270,000
20.5%
0.0%
0.0%
0.0%
1.4%
0.2%
0.0%
0.0%
0.0%
0.0%
0.8%
(14,957,000)
(10,500,000)
(3,202,000)
(9,025,000)
(90,000)
0
(7,300,000)
(4,100,000)
(5,100,000)
(4,439,340)
(58,713,340)
(15,366,100)
(10,500,000)
(3,203,000)
(9,025,000)
(90,000)
0
(7,300,000)
(4,100,000)
(5,100,000)
(3,675,320)
(58,359,420)
(2.7)%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
17.2%
0.6%
(14,542,000)
(10,500,000)
(3,202,000)
(8,925,000)
551,000
11,000,000
(5,300,000)
(4,100,000)
(5,100,000)
(4,439,340)
(44,557,340)
(14,866,100)
(10,500,000)
(3,203,000)
(8,925,000)
560,000
11,020,000
(5,300,000)
(4,100,000)
(5,100,000)
(3,675,320)
(44,089,420)
1,310,954,830
1,352,819,800
3.2%
(562,638,310)
(568,823,540)
(1.1)%
748,316,520
783,996,260
AVERAGE RESIDENTIAL MUNICIPAL TAX IMPACT (including growth)
2014 Restated
$
%
(324,100)
0
(1,000)
0
9,000
20,000
0
0
0
764,020
467,920
35,679,740
(2.2)%
0.0%
0.0%
0.0%
1.6%
0.2%
0.0%
0.0%
0.0%
17.2%
1.1%
4.8%
3.8%
25
COST CATEGORY SUMMARY
Appendix 1-3
CITY OF HAMILTON
2015 TAX OPERATING BUDGET
By Cost Category
Total City
2014
Restated
Budget
EMPLOYEE REATED COSTS
2014
Projected
Actual
2014 Restated
2015
Preliminary
Budget
$
%
512,959,210
511,014,000
524,351,330
11,392,120
2.2%
MATERIAL AND SUPPLY
49,938,340
55,372,720
55,768,300
5,829,960
11.7%
VEHICLE EXPENSES
36,424,280
36,569,180
37,595,550
1,171,270
3.2%
BUILDING AND GROUND
33,100,500
33,740,970
35,101,850
2,001,350
6.0%
CONSULTING
976,000
1,162,880
1,075,380
99,380
10.2%
98,165,170
104,393,270
102,264,330
4,099,160
4.2%
252,451,890
251,618,690
257,119,420
4,667,530
1.8%
RESERVES / RECOVERIES
10,399,250
11,283,500
11,692,750
1,293,500
12.4%
COST ALLOCATIONS
(5,769,070)
(6,190,170)
(5,750,950)
18,120
0.3%
FINANCIAL
36,415,680
41,172,280
37,345,050
929,370
2.6%
102,230,070
98,745,110
107,871,020
5,640,950
5.5%
0
0
0
0
0.0%
CONTRACTUAL
AGENCIES and SUPPORT PAYMENTS
CAPITAL FINANCING
CAPITAL EXPENDITURES
TOTAL EXPENDITURES
FEES AND GENERAL
1,127,291,320
1,138,882,420
1,164,434,030
37,142,700
3.3%
(177,179,260)
(174,206,690)
(176,539,250)
640,010
0.4%
(27,326,800)
(27,677,870)
(27,739,760)
(412,960)
(1.5)%
(297,798,310)
(299,384,760)
(303,652,240)
(5,853,930)
(2.0)%
RESERVES
(20,967,750)
(21,463,990)
(21,082,390)
(114,640)
(0.5)%
RECOVERIES FROM CAPITAL
(28,379,740)
(27,225,770)
(28,801,230)
(421,490)
(1.5)%
(551,651,860)
(549,959,080)
(557,814,870)
(6,163,010)
(1.1)%
575,639,460
588,923,340
606,619,160
30,979,700
5.4%
TAX AND RATES
GRANTS AND SUBSIDIES
TOTAL REVENUES
NET LEVY
Note: Police & Library excluded from the above summary.
26
COMPLEMENT SUMMARY
Appendix 1-4
CITY OF HAMILTON
TAX OPERATING BUDGET
2015 PRELIMINARY COMPLEMENT
2014
Approved
Budget
Building Services 1
Growth Management
Parking & By-Law Services
Planning
Tourism & Culture
Total Planning & Economic Development
1 - Approved to Restated:
2014
Restated
Budget
2015
Preliminary
Budget
2014 Restated
FTE
%
19.00
96.33
43.94
50.84
240.54
71.50
70.29
592.44
19.00
99.33
43.94
50.84
240.54
71.50
70.29
595.44
19.00
99.33
43.94
50.84
240.54
71.50
70.29
595.44
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
17.00
94.55
94.81
76.26
81.78
41.50
405.90
16.00
90.55
91.31
69.66
74.28
64.10
405.90
16.00
89.75
91.31
69.66
74.58
64.00
405.30
0.00
(0.80)
0.00
0.00
0.30
(0.10)
(0.60)
0.0%
(0.9)%
0.0%
0.0%
0.4%
(0.2)%
(0.1)%
Increase 3.00 FTE Zoning staff (PED13174 )
Medical Officer of Health 1
Clinical & Preventive Services 1,2,3
Family Health 2
Health Protection 2
Healthy Living 2,4
Total Public Health Services
2,5
Transfer 1.00 FTE from Medical Officer of Health to Clinical & Preventive Services (FCS14047, Appendix A)
Transfer 5.00 FTE from Clinical & Preventive Services, 3.50 FTE from Family Health, 6.60 FTE from Health Protection, and 7.50 FTE from Healthy
Living to Planning & Business Improvement (BOH14006(a))
3 - Restated to Preliminary:
Reduce (0.50) FTE Remedial Measures based on service demand (BOH14030), reduce (0.30) FTE Alcohol, Drug & Gambling Services to remain within
Ministry funding levels (BOH13043)
Reduce (0.50) FTE Hamilton Health Sciences Tobacco secondment terminated (BOH13034); increase 0.80 FTE Hamilton Family Heath Team
secondment (BOH13032, BOH14016/CES14031)
Reduce (0.10) FTE Phase 2 Administrative Efficiencies (BOH14006(a))
27
Appendix 1-4
CITY OF HAMILTON
2014
Approved
Budget
COMMUNITY & EMERGENCY SERVICES DEPARTMENT
Administration - Community & Emergency Services 1
Benefit Eligibility 3,4
Employment & Income Support 4
Children’s and Home Management Services 2
Housing Services 4,5,6,8
Macassa Lodge 7
Wentworth Lodge 7
Neighbourhood and Community Initiatives 1
Recreation 1,2,8
Hamilton Paramedic Service 8
Hamilton Farmers' Market 9
Total Community & Emergency Services Department
37.10
107.00
209.00
64.00
45.00
281.73
166.57
27.10
429.97
586.30
261.02
4.47
2,219.26
2014
Restated
Budget
36.10
107.00
209.00
65.00
45.00
281.73
166.57
29.10
427.97
586.30
261.02
0.00
2,214.79
2015
Preliminary
Budget
36.10
104.42
192.33
65.00
45.17
283.13
167.57
29.10
423.30
586.30
262.36
0.00
2,194.78
Transfer 1.00 FTE from Administration and 1.00 FTE from Recreation to Neighbourhood & Community Initiatives (CES13053)
Transfer 1.00 FTE from Recreation to Children's & Home Management Services (FCS14047, Appendix A)
2014 Restated
FTE
%
0.00
(2.58)
(16.67)
0.00
0.17
1.40
1.00
0.00
(4.67)
0.00
1.34
0.00
(20.01)
Reduce (0.58) FTE Affordable Transit Program (CS14040)
Reduce (2.00) FTE Benefit Eligibility, (16.67) FTE Employment & Income Support, and (1.33) FTE Housing Services - OW Caseload Contingency Plan
(CS09021(d))
Increase 1.00 FTE Investment in Affordable Housing program (CES14059)
Reduce (0.50) FTE Housing Officer funding terminated
Increase 2.40 FTE 100% funded positions (CES14058)
Transfer from Recreation 1.00 FTE to Housing Services,1.34 FTE to Hamilton Paramedic Service, 1.00 FTE to City Manager's Office, and 1.00 FTE to
Human Resources; reduce (0.33) FTE to reflect program requirements
Transfer Hamilton Farmers' Market to Corporate Services (CS13053)
28
0.0%
(2.4)%
(8.0)%
0.0%
0.4%
0.5%
0.6%
0.0%
(1.1)%
0.0%
0.5%
0.0%
(0.9)%
Appendix 1-4
CITY OF HAMILTON
2014
Approved
Budget
PUBLIC WORKS
PW General Administration
Environmental Services 1
Operations 1
Transit 1,3
Total Public Works
57.00
340.89
113.33
344.56
367.84
663.04
1,886.66
1,2
2014
Restated
Budget
57.00
308.64
113.33
332.90
423.75
654.04
1,889.66
57.00
308.64
113.33
332.90
423.75
657.04
1,892.66
2014 Restated
FTE
%
0.00
0.00
0.00
0.00
0.00
3.00
3.00
0.0%
0.0%
0.0%
0.0%
0.0%
0.5%
0.2%
Transfer 9.00 FTE from Transit to Corporate Assets & Strategic Planning, transfer 44.25 FTE from Corporate Assets & Strategic Planning and 11.66 FTE
from Environmental Services to Operations 2014 PW Restructuring in Year Report (PW14046)
Increase 3.00 FTE from contracted to permanent (PW 07126 (a) Item 12.2 Office of Energy Initiatives)
Increase 3.00 FTE change to McMaster Loop
LEGISLATIVE
Mayors Office 1
Ward Budgets
Total Legislative
2015
Preliminary
Budget
7.00
18.00
25.00
Transfer 1.00 FTE from Legislative to City Manager's Office (FCS14047(a))
29
6.00
18.00
24.00
6.00
18.00
24.00
0.00
0.00
0.00
0.0%
0.0%
0.0%
Appendix 1-4
CITY OF HAMILTON
2014
Approved
Budget
CITY MANAGER
City Manager's Office
Audit Services
City Clerk 2
Human Resources 5
Legal Services 3
Total City Manager
1,4
7.00
9.00
48.27
55.00
45.00
164.27
Transfer 1.00 FTE from Legislative to City Manager's Office (FCS14047(a))
Increase 1.00 FTE Lobbyist Registrar Item 9.2, Council Meeting September 10, 2014
Increase 2.00 FTE in Legal Services for POA Prosecutions (LS14036)
2014
Restated
Budget
2015
Preliminary
Budget
2014 Restated
FTE
%
8.00
9.00
49.27
55.00
47.00
168.27
9.00
9.00
49.27
56.00
47.00
170.27
1.00
0.00
0.00
1.00
0.00
2.00
12.5%
0.0%
0.0%
1.8%
0.0%
1.2%
2.00
57.03
15.97
20.50
71.25
77.50
16.33
260.58
2.00
57.03
15.97
20.50
71.25
77.50
16.33
260.58
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
4 - Restated to Preliminary: Transfer 1.00 FTE from Community Services to City Manager's Office
5 - Restated to Preliminary: Transfer 1.00 FTE from Community Services to Human Resources
CORPORATE SERVICES
Financial Services
Taxation
Total Corporate Services
2.00
57.03
11.50
20.50
71.25
77.50
16.33
256.11
1
Transfer Hamilton Farmers' Market to Corporate Services (CS13053)
30
Appendix 1-4
CITY OF HAMILTON
2014
Approved
Budget
1
2014
Restated
Budget
2015
Preliminary
Budget
2014 Restated
FTE
%
0.00
0.00
14.44
TOTAL CITY COMPLEMENT
5,549.64
5,558.64
5,557.47
(1.17)
(0.0)%
BOARDS & AGENCIES
Library
Police Services
Total Boards & Agencies
308.99
1,093.00
1,401.99
308.39
1,093.00
1,401.39
308.39
1,093.00
1,401.39
0.00
0.00
0.00
0.0%
0.0%
0.0%
TOTAL COMPLEMENT
6,951.63
6,960.03
6,958.86
(1.17)
(0.0)%
Corporate Financials - Expenditures
14.44
100.0%
1 - Operating Impacts from Capital
31
2015 RECOMMENDED ENHANCEMENTS
LEGISLATED ENHANCEMENTS
CITY OF HAMILTON
2015 LEGISLATED ENHANCEMENTS
SUMMARY
Appendix 1-5
2015 Budget
Form
Ref #
GROSS
IMPACT
INITIATIVE
NET IMPACT
FTE
Impact
PUBLIC WORKS
L01
Compliance with changes in Provincial requirements for regulatory testing, monitoring, and
repairing of well systems in the City's rural areas (O. Reg. 319/08).
$
L02
Continue Eligibility and Registration program AODA (Council Referred PW03128(c))
135,000
1.00
$ 1,750,000
$ 1,750,000
0.00
Total PUBLIC WORKS
$ 1,885,000
$ 1,885,000
1.00
Total Legislated Enhancements
$ 1,885,000
$ 1,885,000
1.00
32
135,000
$
City of Hamilton
Proposed Operating Budget Changes - Year 2015
Type of
Change
Legislated
Public_Works_Tax
Department
Form #:L01
Division
Testing, monitoring and repair of well systems for City owned facilities in rural areas.
Service
Testing, monitoring and repair of well systems for City owned facilities in rural areas.
Current Level
of Service
Increased frequency of testing and monitoring required (O. Reg. 252/05 changed to O. Reg. 319/08).
Section
6(1) of Reg 319/08 requires the Owner of a Small Drinking Water System to designate an Operator who has primary
responsibility to fulfill the requirements for sampling, testing and receipt of results, and submission of reports.
Details regarding sampling, testing, and receipt of results, and submission of reports are described in the following
Sections of Reg 319/08; 5(6), 6(2), 7(4), 8, 9, 10, and 17 to 36. “Fulfill” means perform, to do, achieve.
Proposed
Level of
Service &
Potential
Impact
Financial Analysis:
Strategic Plan Linkage:
Operating Budget Impact
1.5 Support the development and implementation of
neighbourhood and City wide strategies that will improve
2015 Amount the health and well-being of residents.
Description
Annualized
Amount
Employee Expenses
0
0
Other Expenses
135,000
135,000
Total Gross Expenditure
135,000
135,000
Revenue - Subsidy - 0%
0
0
Revenue - Other
0
0
135,000
135,000
Net Impact
FTE
1.0
Capital Budget Impact
Years 2016 &
Beyond
Year 2015
0
1.0
Form #:L01
33
0
Total
0
City of Hamilton
Type of
Change
Legislated - Council Referred
Public Works - Tax
Department
Division
Form #:L02
Transit
Accessible Transportation Services - Service Manager and DARTS
Service
509,720 budgeted DARTS trips; net ATS expenditures of $15,727,260
Current Level
of Service
Continue eligibility and registration program for Accessible Transportation Services section of Transportation, as
directed by Council in Report PW03128(c).
Expand DARTS program by 65,000 trips in 2015. Requires approximately $1,750,000 in additional annual net
expenditures. 2015 requirements of $1,750,000 are to the DARTS Contractual amount.
Proposed
Level of
Service &
Potential
Impact
Financial Analysis:
1.4 Improve the City's transportation system to support
multimodal mobility and encourage inter-regional
2015 Amount connections
Description
Annualized
Amount
Employee Expenses
0
0
Other Expenses
1,750,000
1,750,000
1,750,000
1,750,000
0
0
Revenue - Other
0
0
1,750,000
1,750,000
Net Impact
FTE
0.0
Years 2016 &
Beyond
Year 2015
0
0.0
Form #:L02
34
2,000,000
Total
2,000,000
FULLY FUNDED ENHANCEMENTS
CITY OF HAMILTON
2015 FULLY FUNDED ENHANCEMENTS
SUMMARY
Appendix 1-5
2015 Budget
Form
Ref #
GROSS
IMPACT
INITIATIVE
NET IMPACT
FTE
Impact
F01
Animal Services to provide Flamborough Community with animal control services at par with the rest
of the City.
F02
Youth Business Development Officer within Small Business Development Center partially funded by
Ministry of Economic Development and savings built into the budget.
$
Sub Total PLANNING & ECONOMIC DEVELOPMENT
$0
$0
1.00
95,000
$0
1.00
$
95,000
$0
2.00
PUBLIC WORKS
F03
For engineering services, replace external contractors with City Staff.
$
406,560
$0
4.00
F04
HVAC maintenance for new facility - Tim Hortons field.
$
92,220
$0
1.00
F05
Support increased demand for engineering services in the traffic corridor - to address inspection
issues associated with road cut permit/restoration work; funding from permit revenues
$
328,620
$0
3.00
F06
Support work load increase for engineering services resulting from Special Infrastructure area related
project requirements.
$
445,000
$0
4.00
Sub Total PUBLIC WORKS
$ 1,272,400
$0
12.00
35
CITY OF HAMILTON
2015 FULLY FUNDED ENHANCEMENTS
SUMMARY
Appendix 1-5
2015 Budget
Form
Ref #
GROSS
IMPACT
INITIATIVE
NET IMPACT
FTE
Impact
CITY MANAGER
F07
Additional Admin Clerk due to increasing POA workload
$
77,120
$0
1.00
F08
Additional Court Reporter due to increasing POA workload
$
88,140
$0
1.00
F09
Media buyer to consolidate City wide media purchase - to be funded from efficiencies.
$0
1.00
F10
Provide legal administrative support for Water & Waste Water environmental upgrades.
$
69,580
$0
1.00
F11
Provide legal services for Water & Waste Water environmental upgrades.
$
151,930
$0
1.00
Sub Total CITY MANAGER
$
386,770
$0
5.00
$0
CORPORATE SERVICES
F12
To support the technology infrastructure for the City’s new Tim Hortons Field.
$
67,440
$0
0.75
F13
Provide two new tax collection reminder notices immediately after the first due dates.
$
288,500
$0
0.00
Sub Total CORPORATE SERVICES
$
355,940
$0
0.75
Total Fully Funded Enhancements
$ 2,110,110
$0
19.75
36
City of Hamilton
Type of
Change
Department Planning and Economic Development
Division
Form #:F01
Parking and By-law Services
Animal Control Officer
Service
The Service Provider for the Flamborough Community withdrew their services in contravention of the contract as of
November 1, 2014. As a temporty measure the Animal Services section are providing the pound services in addition
Current Level to the enforcement already being delivered. Flamborough residents previously received less than the standard levels
of Service of service provide to all other communities in the City. There have been complaints from residents with regards to
the wait times for services.
Pilot Project: The enhancement would increase the services provided to the Flamborough community consistent with
all other areas of the City. There will be no financial impact as the plan is to hire a temporary full-time Animal
Control Officer using the budget alloted to the current contract in the 2014 budget at approximately $84k. The
availability of services with extended hours will satisfy complaints regarding wait times.
Proposed
Level of
Service &
Potential
Impact
Financial Analysis:
Strategic Priority #2
Valued & Sustainable Services
WE deliver high quality services that meet citizen needs and
expectations, in a cost effective and responsible manner.
Strategic Objective
2.1
Implement processes to improve services, leverage
technology and validate cost effectiveness and efficiencies
across the Corporation.
2.3
Enhance customer service satisfaction.
Description
Annualized
Amount
2015 Amount
Employee Expenses
83,180
83,180
(83,180)
(83,180)
Other Expenses
0
0
0
0
Revenue - Other
Net Impact
FTE
0
0
0
1.0
1.0
Years 2016 &
Beyond
Year 2015
0
Form #:F01
37
0
Total
0
City of Hamilton
Type of
Change
Department Planning & Economic Development
Division
Form #:F02
Business Development - Small Business Enterprise Center (SBEC)
Service
The Small Business Development Officer (currenlty a temp position) creates many jobs through the execution of the
Summer Company Program, Youth Outreach and business consultations. Over the past 4 years this position has
Current Level created 444.5 NEW jobs in Hamilton, facilitated 717 consultations, worked with 71 Summer Company students to
of Service create 93 NEW jobs (89% of students in the past 4 years continue to operate their businesses), and conducted
outreach activities to 28,231 contacts through 783 presentations.
Reporting to the SBEC Coordinator, the Business Development Officer remains a critical element within the SBEC
working team. The position has been funded as a contract position through the Ec Dev Reserve over the past 3 years.
The position continues to increase our provincial youth jobs strategy portfolio, working with Summer Company
students resulting in significant Provincial funding increase to SBEC programming. Without this position
conultations will decrease and youth out-reach will cease resulting in levy pressures to carry on core programs.
Proposed
Level of
Service &
Potential
Impact
Financial Analysis:
Description
Annualized
Amount
2015 Amount
Employee Expenses
95,000
95,000
0
0
95,000
95,000
0
0
Other Expenses
Revenue - Other
Net Impact
FTE
(95,000)
(95,000)
0
0
1.0
1.0
Years 2016 &
Beyond
Year 2015
0
Form #:F02
38
0
Total
0
City of Hamilton
Type of
Change
Public_Works_Tax
Department
Division
Form #:F03
Increase to Engineering Services – Design – 4 positions ( 2 PM’s, 2 Tech’s ) cost saving measure. Replace
Consultant expenditure with reduced FTE cost. Potential savings $0.7 M to $1.0 M per year.
Service
Currently this service is being provided by a combination of internal staff and accessing contract staff through the
roster program. Work volumes are consistent and have been increasing on an annual basis. Project complexity has
Current Level increased over the last 10 years and now requires longer lead times for permits, agency approval, coordination and
of Service utility issues. Some of these roles were assigned to consultants, however these costs can be mitigated through the use
of internal staff resources.
Engineering Services will continue to augment its special design requirements with consultant services. A business
analysis indicates the costs of a project using consultant services can exceed internal costs by a factor of 2, or more
than double the internal costs.
Proposed
Level of
Service &
Potential
Impact
Project timelines require internal staff to be associated with the files for longer timelines to manage coordination and
liaison aspects that are not well suited for consultant assignments. These duties require internal project management
but at a significantly reduced level which will result in project savings which can be turned into additional projects.
Financial Analysis:
Description
Annualized
Amount
2015 Amount
Employee Expenses
406,560
406,560
0
0
406,560
406,560
Other Expenses
Revenue - Other
Net Impact
FTE
1.2 Continue to prioritize capital infrastructure projects to
support managed growth and optimize community benefit.
connections.
2.1 Implement processes to improve services, leverage
0
(406,560)
(406,560)
0
0
4.0
4.0
Years 2016 &
Beyond
Year 2015
0
Form #:F03
39
0
Total
0
City of Hamilton
Type of
Change
Public_Works_Tax
Department
Division
Form #:F04
To support the HVAC and mechanical systems for the City’s new Tim Hortons Field. This enhancement represents
increased costs.
Service
Civic Stadium was built in 1928 and after being refurbished in 1970, was renamed Ivor Wynne stadium. When it was
closed in 2012, Ivor Wynne had a very small HVAC & mechanical system footprint. There was no air conditioning;
Current Level
small boiler system.
of Service
The new stadium (now named Tim Hortons Field) is being built on the site previously occupied by Ivor Wynne
stadium. When complete, it will have significant mechanical systems, requiring far more maintenance and support
costs than Ivor Wynne stadium.
Staffing Costs
New hire of Facilities Maintenance Tech with a refrigeration license.
Proposed
Level of
Service &
Potential
Impact
Financial Analysis:
1.6 Enhance Overall Sustainability (financial, economic,
social and environmental).
Description
Annualized
Amount
2015 Amount
Employee Expenses
92,220
92,220
0
0
92,220
92,220
0
0
Other Expenses
Revenue - Other
Net Impact
FTE
(92,220)
(92,220)
0
0
1.0
1.0
Years 2016 &
Beyond
Year 2015
0
Form #:F04
40
0
Total
0
City of Hamilton
Type of
Change
Public_Works_Tax
Department
Division
Form #:F05
Increase to Engineering Services – Corridor Management – 3 positions ( 1PM, 2 Inspectors) to address inspection
issues associated with road cut permit/restoration work –funding from permits
Service
This service is currently being provided with partial FTE's though the Construction section. Volumes have grown
significantly and the rate of increase on road cuts activity, utility installations and other right of way activity has
Current Level
increased by 170% in the last 5 years.
of Service
Proposed
Level of
Service &
Potential
Impact
Right of Way servicing is funded through permit fees and for 2014 these fees are projected to exceed $1 Million.
Any increased staff costs associated will be managed though increased permit fees.
By providing more staff this activity will be more responsive to internal inquiries and to resident inquiries.
Additional staff will be able to monitor ongoing project work of contract staff for utility companies, private
contractors, and the City's road restoration contractor.
By providing more on site staff the opportunity to correctly supervise construction and ensure as built data is
collected, allowing future construction projects to proceed with less conflict. This will help develop longer term as
built data bases and supply certainty on City capital projects.
Financial Analysis:
Description
Annualized
Amount
Employee Expenses
328,620
Other Expenses
0
328,620
Revenue - Other
Net Impact
FTE
1.1 Continue to grow the non-residential tax base.
2015 Amount neighbourhood and City wide strategies that will improve
the health and well-being of residents.
328,620 1.6 Enhance Overall Sustainability (financial, economic,
social and environmental
0
328,620
0
(328,620)
(328,620)
0
0
3.0
3.0
Years 2016 &
Beyond
Year 2015
0
Form #:F05
41
0
Total
0
City of Hamilton
Type of
Change
Public_Works_Tax
Department
Division
Form #:F06
Increase to Engineering Services – 4 positions (3 PM's, 1 Techl) to be spread across the division to address work
load increases associated with Area Rating work load. – funding will be from Area Rating
Service
This service is being delivered across the entire division to review aspects of area rating projects. These include (but
are not limited to) pre-engineering review, feasibility assessments, data collection and review, preliminary design and
Current Level
cost estimation, lighting review, material costs, construction techniques, coordination and timing.
of Service
To ensure a correct response and timeline to the Area Rating projects, Engineering Services will assign these projects
to the enhanced complement. This will allow for correct scoping, coordination, estimation and installation of these
projects.
Proposed
Level of
Service &
Potential
Impact
Financial Analysis:
Description
Annualized
Amount
Employee Expenses
445,000
Other Expenses
0
0
445,000
445,000
Revenue - Other
Net Impact
FTE
2015 Amount 1.5 Support the development and implementation of
445,000 the health and well-being of residents.
0
(445,000)
(445,000)
0
0
4.0
4.0
Years 2016 &
Beyond
Year 2015
0
Form #:F06
42
0
Total
0
City of Hamilton
Type of
Change
Department
Division
Form #:F07
City Clerk
Provincial Offences Administration
Service
Currently POA has ten court administration clerks. Charges filed have increased from 59,000 charges in 2000 to an
estimate of 102,000 in 2014. The suggested ratio is 1 clerk to to 5,000 charges. Our current ratio is 1 clerk to 10,000
charges. Charges filed has increased 58% in the past five years. Early Resolution replaced First Attendance and ER is
Current Level
available to all part one offences where FA was an option for 7 offences. The requests for ER is 440% higher over
of Service FA. Hamilton POA has the highest ratio among OMBI sites for charges filed per court administration clerk.
Proposed
Level of
Service &
Potential
Impact
Provincial Offences Administration is asking for one additional court administration clerk to manage the increasing
charges filed. In 2011 Council approved one additional court administration clerk to move our total to 10 from 9
court administration clerks. Charges filed since the additional staff member was approved are as follows: 2011 =
86,978, 2012 = 97,474, 2013 = 99, 266 and 2014 we anticipate the filing of approximately 102, 000 charges. The
addition of six red light cameras beginning in the Fall of 2014 are expected to add approximately 7,200 additional
charges in 2015 for these staff to administer to. We further anticipate additional charges from other enforcement
agencies, suggesting a total increase of charges filed of 9,000 in 2015. This will again increase the ratio to
approximately 1 court administration clerk to 11,000 charges. Without the additional staff to adminster to these
charges, POA will fail to meet legislated timeframes, will not be able to process fine payments in a timely fashion;
delaying revenue getting deposited to the bank, will encounter backlog and expect excessive overtime will be
required to manage the increased workload. POA is already experiencing backlogs and when levels impact
legislative requirements overtime is utilized. There is concern over staff morale and that staff may look to other
departments for positions with less stress and workload. This position will be funded from the POA fine revenues.
Financial Analysis:
Description
Annualized
Amount
2015 Amount
Employee Expenses
77,120
77,120
Other Expenses
0
77,120
77,120
0
0
Revenue - Other
Net Impact
FTE
(77,120)
(77,120)
0
0
1.0
1.0
Years 2016 &
Beyond
Year 2015
0
Form #:F07
43
0
Total
0
City of Hamilton
Type of
Change
Department
Division
Form #:F08
City Clerk
Provincial Offences Administration
Service
Current Level
of Service
Proposed
Level of
Service &
Potential
Impact
POA currently has four court reporters to staff three courtrooms. Two courtrooms operate Monday to Friday fulltime
and the third part-time courtroom operates two days a week plus scheduling for lengthy trials as needed.
Court Reporters are responsible for transcript preparation which is a revenue generator for POA. They also perform
administrative duties such as exhibit management, preparation for future court hearings and courtroom statistics. It is
difficult to staff all courtrooms, prepare transcripts within the legislated timeframes, keep administrative duties
current while also managing vacation requests and other unplanned absences such as sick time or personal time. We
have already had to ask staff to cancel an approved vacation day and to cancel a specialist appointment to ensure all
three courts running could be staffed. The impact is most apparent when we have three courts running and one staff
off on a day of vacation. We are at risk of not being able to staff all courts if someone were to have an emergency or
call in sick. This also leaves little time for the administrative work and transcript preparation to occur. This position
will be funded from the POA fine revenues. One-time costs include a workstation, digital court recording equipment,
computer and phone.
Financial Analysis:
Description
Annualized
Amount
2015 Amount
Employee Expenses
78,140
78,140
Other Expenses
10,000
10,000
88,140
88,140
0
0
Revenue - Other
Net Impact
FTE
(88,140)
(88,140)
0
0
1.0
1.0
Years 2016 &
Beyond
Year 2015
0
Form #:F08
44
0
Total
0
City of Hamilton
Type of
Change
CMO
Department
Division
Form #:F09
CMO
Communications - Media Buying and Marketing
Service
Currently have a temporary contract position providing this service, 12 month contract to expire in Februrary 2015.
Current Level
of Service
Centralize all media buys and placements for the City and signficantly improve the rates presently being paid with
current fractured placement. Further reduce total costs by shifting selected placements away from traditional buys to
electronic and social media buys which are currently an inhouse expertise across all departments.
This expenditure is funded via cost reductions in other program areas.
Proposed
Level of
Service &
Potential
Impact
Financial Analysis:
Strategic Priority #2 Values & Sustainable Services
2.1 Implement processes t improve services, leverage
Annualized
2015 Amount technology and validate cost effectiveness and efficiecies across
Amount
the corporation. 2.2 Improve the City's approach to engaging
110,380
110,380 and informing citizens and stakeholders. Strategic Priority #3
Leadership & Governance 3.3 Enhance opportunities for
(110,380)
(110,380) administrative and operational efficiencies.
Description
Employee Expenses
Other Expenses
0
0
0
0
Revenue - Other
0
0
Net Impact
0
0
1.0
1.0
FTE
Years 2016 &
Beyond
Year 2015
0
Form #:F09
45
0
Total
0
City of Hamilton
Type of
Change
Department
Division
Form #:F10
Legal Services
Legal Services for the City of Hamilton
Service
Contract Legal Assistant position funded by PW capital.
Current Level
of Service
Legal Assistant to provide assistance to lawyer providing support to Strategic Environmental Water/Wastewater
upgrades in support of Growth and Development. This position will be funded directly from PW Capital Account
#5160866801 and has the full support of Public Works. Effectiveness of the Lawyer: Infrastructure and Growth
Development position is significantly compromised without this position.
Legal Services are provided internally and externally. Internal services are cost-effective.
Proposed
Level of
Service &
Potential
Impact
Financial Analysis:
Description
Employee Expenses
Annualized
Amount
Strategic Priory #1 A Prosperous & Healthy Community:
2015 Amount support managed growth and optimize community benefit.
69,110
69,110
470
470
69,580
69,580
0
0
Other Expenses
Revenue - Other
Net Impact
FTE
(69,580)
(69,580)
0
0
1.0
1.0
Years 2016 &
Beyond
Year 2015
0
Form #:F10
46
0
Total
0
City of Hamilton
Type of
Change
Department
Division
Form #:F11
Legal Services
Service
Contract Lawyer position funded by PW capital.
Current Level
of Service
Proposed
Level of
Service &
Potential
Impact
Lawyer: Infrastructure & Growth Development to support strategic Water/Wastewater environmental upgrades
required to support Growth and Development. This position will be fully funded directly from PW Capital Account
516866801 and has the support of Public Works.
Legal Services are provided internally and externally. Internal services are cost-effective.
- The average hourly cost of internal Legal Services is $147/hour
- The average hourly rates of external legal counsel for this work ranges from $373-$518/hour.
- It is more cost effective to the City to have the work done internally by a salaried lawyer than externally.
Financial Analysis:
Description
Employee Expenses
Annualized
Amount
2015 Amount support managed growth and optimize community benefit.
148,460
148,460
3,470
3,470
151,930
151,930
0
0
Other Expenses
Revenue - Other
Net Impact
FTE
(151,930)
(151,930)
0
0
1.0
1.0
Years 2016 &
Beyond
Year 2015
0
Form #:F11
47
0
Total
0
City of Hamilton
Type of
Change
Corporate Services
Department
Division
Form #:F12
To support the technology infrastructure for the City’s new Tim Hortons Field. This enhancement represents
increased costs.
Service
Civic Stadium was built in 1928 and, after being refurbished in 1970, was renamed Ivor Wynne stadium. When it was
closed in 2012, Ivor Wynn had a very small technology footprint. The annual operating costs for the technology
were:
Current Level Network equipment maintenance: $0
of Service Fibre network connection: $4,320
Analog phone line: $489
Total $4,809
Proposed
Level of
Service &
Potential
Impact
The new stadium (now named Tim Hortons Field) built on the site previously occupied by Ivor Wynne stadium.
Staffing Costs
Operating the technology infrastructure for Tim Hortons field will require staff. Staff will be required to support and
maintain the network infrastructure (core network, voice and data services, Internet, wifi, etc), desktop infrastructure,
printing, etc).
In addition to the estimated staffing costs, IT would require .75 FTE to hire and allocate a resource to support the new
infrastructure technology in the Tim Hortons Field Stadium.
Staffing Costs $/year
Infrastructure Support (.75 FTE – Network Analyst I)-51001 $63,439
Standby Technical Support (30 days of standby estimated per year)-51728 $4,000
Total $67,439
Staffing Costs are part of the Public Works budget. This Enhancement is for the related FTE only.
Financial Analysis:
Description
Annualized
Amount
Employee Expenses
67,440
67,440
0
0
67,440
67,440
0
0
Other Expenses
Revenue - Other
Net Impact
FTE
(67,440)
2015 Amount
(67,440)
0
0
0.8
0.8
Years 2016 &
Beyond
Year 2015
0
Form #:F12
48
0
Total
0
City of Hamilton
Type of
Change
Corporate Services
Department
Division
Form #:F13
Taxation
Print and mail two additional Reminder Notices to taxpayers in arrears. These notices will be sent in March right
after the February due date and July, right after the June due date.
Service
Currently reminder notices are sent in May and October. The May reminder covers our interim billing period which
has due dates the last working days in February and April. The October reminder notice covers the final bills which
Current Level has due dates the last working day in June and September. These notices are paid for by a current approved user fee
of Service of $2.75 to cover print, fold, stuff and mailing costs. These notices are still required for those who may have forgotten
the second instalment on these bills.
Proposed
Level of
Service &
Potential
Impact
One complaint we get is from homeowners who indicate they never received the original invoice, or forgot there was
a second instalment also attached to the original invoice. By currently providing a reminder notice 3 or 4 months
after these bills have been issued, we get complaints that penalty and interest has accumulated for these extra months
in the cases where a taxpayer claims to not have received a bill. By providing two new reminder notices right after the
first due dates we will be pro-actively fixing these issues much sooner. In many cases where a taxpayers history of
payment is good we will waive penalty and interest and the reminder notice fee.Our current user fee will be applied to
these notices also, making this a net zero budget request. Our user fee is only applied to properties owing $750 or
more and is aimed at properties perpetually in arrears. On average 17% of our taxpayers are in some type of arrears at
year end. It is hoped that by issuing reminders more often that these numbers may be reduced. Our user fee is the
lowest of our OMBI comparator municipalities. 1 municipality issues 2 reminders per year, 2 did not respond, the
other three Ontario municipalities issue, 3, 5 and 8 reminders respectively.
Financial Analysis:
technology, and validate cost effectiveness and efficiencies
2015 Amount across the corporation.
Description
Annualized
Amount
Employee Expenses
0
0
Other Expenses
288,500
288,500
288,500
288,500
0
0
Revenue - Other
Net Impact
FTE
(288,500)
(288,500)
0
0
0.0
0.0
Years 2016 &
Beyond
Year 2015
0
Form #:F13
49
0
Total
0
ECONOMIC GROWTH ENHANCEMENTS
CITY OF HAMILTON
2015 ECONOMIC GROWTH ENHANCEMENTS
SUMMARY
Appendix 1-5
2015 Budget
Form
Ref #
GROSS
IMPACT
INITIATIVE
NET IMPACT
FTE
Impact
G01
Engineering approval staff increase to enhance the ability to respond to and process
applications for Site Plans and Plans of Subdivisions.
$
268,000
$
268,000
4.00
G02
Open for Business Coordinator to ensure ongoing implementation of recommendations and
$
coordinate high profile and Council initiated issues.
111,000
$
111,000
1.00
G03
Permanent Waterfront Office to manage implementation of Corporate Waterfront and West
Harbour plan related to items other than infrastructure and construction.
$
219,000
$
219,000
2.00
G04
Global Hamilton Office Project Lead to support the "Global Hamilton Office" and the
"Immigrant Attraction Action Plan".
$
118,000
$
118,000
1.00
G05
Business Facilitators in Planning Division to promote City strategy for attracting and
retaining businesses, promote residential, commercial, rural and greenfield developments.
$
247,500
$
247,500
3.00
G06
Human Resources to promote workforce planning and talent management.
$
76,000
$
76,000
1.00
G07
Long Range Planning Office
$
338,000
$ 338,000
0.00
$ 1,377,500
$ 1,377,500
12.00
50
CITY OF HAMILTON
SUMMARY
Appendix 1-5
2015 Budget
Form
Ref #
GROSS
IMPACT
INITIATIVE
NET IMPACT
FTE
Impact
G08
Festival Inspections - funding has not been provided as expectations for number and
approach to festivals has increased significantly over past several years.
$
22,990
$
22,990
0.50
G09
Develop action plan to address impact of climate change and extreme weather.
$
96,210
$
96,210
2.00
G10
Bed Bug/Pest Infestation Investigations - investigation, support and legislation enforcement
of increasing number of bed bug, cockroach and rat complaints
$
22,980
$
22,980
0.50
G11
Promote Air Quality through collection, analysis and communication of air quality data to
support positive air quality and decision making.
$
167,660
$
167,660
3.50
G12
Community Health Educator/Navigator team (CHEN) - empowering vulnerable individuals
to make healthier living choices
$
97,080
$ 97,080
2.80
Sub Total PUBLIC HEALTH SERVICES
$
406,920
$ 406,920
9.30
51
CITY OF HAMILTON
SUMMARY
Appendix 1-5
2015 Budget
Form
Ref #
GROSS
IMPACT
INITIATIVE
NET IMPACT
FTE
Impact
PUBLIC WORKS
G13
10 Year Local Transit Strategy - budgets to be determined
To be determined
G14
Road Network growth from Development to maintain service levels for additional 90Km of
roads introduced since 2009.
$
680,000
$ 680,000
8.00
$
680,000
$ 680,000
8.00
Contract Lawyer position supporting Planning and Growth Management project
$
131,320
$ 131,320
1.00
Sub Total CITY MANAGER
$
131,320
$ 131,320
1.00
Total Growth Related Enhancements
$ 2,595,740
CITY MANAGER
G15
52
$ 2,595,740
30.30
City of Hamilton
Type of
Change
Economic Growth
Division
Form #:G01
Growth Management
Service
Currently engineering approvals staff review and approve servicing/grading for Site Plans and Plans of Subdivisions,
including coordinating and implementing technical requirements from other Agencies and Depoartments. Our ability
Current Level to respond to the industry needs has resulted in significant delays and in some cases appeals to the O.M.B.. Once an
of Service application enters the O.M.B. processes staff must react to the board timing further delaying applications that are in
the queue.
Proposed
Level of
Service &
Potential
Impact
Staff has implemented various improvements including up dating the subdivision agreement, Memorandum of
Agreement which outline roles and responsiblity with the various Conservation Authority and initiating an update of
our Engineering Guidelines. With the addition of 2 permanent Project managers we increase our capacity to facilitate
development approvals in a more timely manner. An additional development coordinator is required to assist in
preparing agreements, clearing conditions and commence focusing on site plan target areas such as downtown as a
priority. Subsequently additional administrative support is required to assist the staff in their daily functions.
Furthermore, the existing project managers are 30 plus year veterans that could potentially retire in the next 3-5 years.
This enhancement will provide for future succession planning and address the current approval demands.
Financial Analysis:
Description
Annualized
Amount
2015 Amount
Employee Expenses
402,000
268,000
Other Expenses
402,000
Less: Revenues
- 0%
-
402,000
FTE
268,000
-
-
Net Impact
Strategic Priority #1: A Prosperous & Healthy Community
4.0
268,000
Year 2015
4.0
Years 2016 &
Beyond
Total
-
Form #:G01
53
City of Hamilton
Type of
Change
Economic Growth
Division
Form #:G02
General Manager's Office
Open for Business
Service
Current resources for the Open for Business intiative has been seconded from existing Departmental resources.
However, as we move to implement the various initiatives, support the Council Sub-Committee and undertake a
Current Level comprehensive review of our development appoval process this work cannot be sustained.
of Service
Request to add a Manager level FTE to coordinate the Open for Business review work, coordinate the development
process review and to ensure ongoing implementation of the Open for Business review. In addition, this position
would deal with high profile and Council initiated issues wherein specific projects get delayed, or get caught up in
inter-departmental issues and the implementation of development approval improvements.
Proposed
Level of
Service &
Potential
Impact
Financial Analysis:
Description
Annualized
Amount
2015 Amount
Employee Expenses
148,000
111,000
Other Expenses
148,000
Less: Revenues
- 0%
-
148,000
FTE
111,000
-
-
Net Impact
Strategic Priority #1: a Prosperous & Healthy Community.
1.0
111,000
Year 2015
1.0
Years 2016 &
Beyond
Total
-
Form #:G02
54
City of Hamilton
Type of
Change
Economic Growth
Division
Form #:G03
Corporate Waterfront & Community Investment Projects Office
Service
Established by Council Motion in April 18, 2012 (Report PED09200(a)), the Waterfront Development Office was
created in PED to co-ordinate and accelerate all inter-departmental activities with respect to Hamilton’s Waterfront
and Shoreline areas. Since its inception, there has been no dedicated Operating Budget or Staffing Resources
Current Level approved for the various projects within PED. Currently, Waterfront Initiatives have been funded solely through
of Service Capital Budget Account 4401356800 entitled "West Harbour & Waterfront Strategic Initiatives - Public Works, and
represents exclusively design and construction projects.
Proposed
Level of
Service &
Potential
Impact
The following positions have been identified as being critical to fulfilling the goal of becoming “DevelopmentReady” by 2018 - 1) Manager, Waterfront Planning and Community Investments & Project Manager, 2) Senior
Project Manager, Land Disposition Strategy and Marketing. These positions will be responsible to lead the
implementation of the non-infrastructure and non-construction elements of the Corporate Waterfront & "West
Harbour" Plan including the Development concept plan for Pier 8, the land disposition strategy for "Barton-Tiffany"
& Piers 7&8, the Business Development Strategy for private-sector investors, Marina Transition with the HPA and
RHYC, Pipeline Re-Location, Evergreen-Planning Alliance Partnership, the Communications & Marketing Strategy,
as well as ensuring coordination between City Departments, waterfront stakeholders and the overall Hamilton
Community. Two additional resources will be required while the project is being implemented. These resources will
be added in a temporary capacity as and when required and funded from the Capital Project. There has been a
marketing budget of $40,000 included in this submission.
Financial Analysis:
Description
Annualized
Amount
2015 Amount
Employee Expenses
268,000
179,000
40,000
40,000
308,000
219,000
Other Expenses
Less: Revenues
- 0%
-
Net Impact
308,000
FTE
-
2.0
219,000
Year 2015
2.0
Years 2016 &
Beyond
Total
-
Form #:G03
55
City of Hamilton
Type of
Change
Economic Growth
Division
Form #:G04
Business Development
Service
Global Hamilton Office Project Lead position was initiated to achieve the goals of cultural diversification, new
investment and attraction of Immigrant entrepreneurs. The work is currently being done on a part-time basis as a
Current Level temporary, non-funded position.
of Service
Reporting to the Manager of Business Development, the Project Lead will be responsible for developing,
coordinating and implementing a broad range of activities related to supporting the Global Hamilton Office in the
EconomicDevelopment Division and implementation of the Immigrant Attraction Action Plan as received by City
Council, including ensuring the completion of the Global Hamilton Work Plan, leading research, information
management, reports, policy development and analysis, and community outreach and consultations.
Proposed
Level of
Service &
Potential
Impact
Financial Analysis:
Strategic Priority #1: A Prosperous & Healthy Community
Description
Annualized
Amount
2015 Amount
Employee Expenses
118,000
118,000
0
0
118,000
118,000
0
0
Other Expenses
Revenue - Other
Net Impact
118,000
FTE
0
1.0
118,000
Years 2016 &
Beyond
Year 2015
0
1.0
Form #:G04
56
0
Total
0
City of Hamilton
Type of
Change
Economic Growth
PED
Department
Division
Form #:G05
Planning
3 Business Facilitators
Service
As part of past economic development governance and organizational reviews, a Business Facilitation function was
created within the Planning Division. Two positions were created with the primary reasonability of solidifying the
"one-stop shopping" objectives of the Department. It is a function that supports both companies and customers that
are expanding their operation and businesses/developers that are establishing or relocating their company to Hamilton.
They have extensive knowledge of all planning, development engineering and building related requirments and
Current Level policies. They offer hands-on assistance with the development process for prospective applicants, process planning
of Service applications for special projects, and ensure planning approvals are obtained in an effective and timely manner by
providng mediation and problem resolution services. In 2014 the two Business Facilitators completed a total of 5,273
contacts including 1,683 general planning inquiries, 876 zoning inquiries and 395 conflict resolution services, in
addition to having carriage of time sensitive and complex site plan files for major insitutional clients.
Hamilton had the fastest growing economy in Ontario in 2013. We are on a “growth mission” and need to be ready
for the wave of development interest that the City is experiencing, in both the rural and urban areas of the City. The
City needs to be ready and to take advantage of this once in a generation opportunity. Over the next 30 years the City
is expected to grow and achieve a population of 660,000 and 300,000 jobs. To effect positive change the City must
harness that energy, take advantage of the opportunities and manage any undesirable impacts.
Proposed
Level of
Service &
Potential
Impact
The City's Economic Development Strategy is focussed on attracting and retaining businessess. Critical factors for
success will be the allocation of sufficient staff resources required to deliver on this mandate. The three additional
Business Facilitators will assist with attracting and retaining businesses, assist with developing residential and
commercial developments in under-assessed urban areas, greenfield developments and rural developments and ensure
a transparent and predicable development approvals process to ensure the city is prepared for the new wave of
development interests and to continue to provide "one-stop shopping" to investment interests in both the urban and
rural communities.
Financial Analysis:
Strategic Priority #1 A Prosperous & Healthy Community
Description
Annualized
Amount
Employee Expenses
330,000
247,500
0
0
330,000
247,500
0
0
Revenue - Other
0
0
330,000
247,500
Other Expenses
Net Impact
FTE
3.0
2015 Amount
Years 2016 &
Beyond
Year 2015
0
3.0
Form #:G05
57
0
Total
0
City of Hamilton
Type of
Change
Economic Growth
Division
Form #:G06
Human Resources
Service
Currently PED supports .6 FTE Staffing Specialist. The transfer of Culture division in 2012 increased the requirement
for services from HR without corresponding adjustment to complement. Efforts related to staff development,
performance accountability, organizational development and matters related to succession planning are restricted with
the
current resource model. This not only impacts our ability to provide business continuity and maintain productivity
Current Level
levels but restricts our ability to provide proactive HR service. In addition, this does not support the workforce in
of Service
implementing changes and programs to impove our development approval process and customer services
improvements, particularly through our Open for Business intiatives.
With a strategic focus on growing and developing the economy of Hamilton and implementation of the Open for
Business intiatives, Planning & Economic Development needs to have high performing people and effective business
practices to devlop, attract and retain key talent to realize the vision. We are requesting one additional FTE for an HR
Business Partner to take a lead role in workforce planning and talent management including; on boarding, orientation,
learning and development , employee engagement, change management and succession planning. This position will
directly support performance outcomes related to enhanced capacity and productivity through effective delivery of
people related programs which support management and employees. Providing this dedicated support will enable
business continuity, minimize the disruptive impact of staff turnover (retirements and newly promoted managers) to
delivering on our strategy priorities in a sustainable manner and ensure that the workforce is trained and enabled to
deliver an effective and efficient development approval process.
Proposed
Level of
Service &
Potential
Impact
Financial Analysis:
2.2 Improve the City's approach to engaging and informing citizens and
stakeholders.
Description
Employee Expenses
Annualized
Amount
2015 Amount
120,000
70,000
6,000
6,000
126,000
76,000
0
0
Revenue - Other
0
0
126,000
76,000
Other Expenses
Net Impact
FTE
1.0
Years 2016 &
Beyond
Year 2015
0
1.0
Form #:G06
58
0
Total
0
City of Hamilton
Type of
Change
Economic Growth
Department
Planning & Ec Dev
Division
Form #:G07
Planning
Long Range Planning
Service
Previous restructurings in 2005, 2007 and 2013 deferred dealing with the role and function of long range planning The
current model of using capital funding for temporary positions makes it difficult to recruit and retain skilled long term
employees. It is disruptive to the projects and the work environment when layoffs occur (with associated bumping).
Planners in the three Planning Division Sections have different roles/functions and job codes. Current operating
Current Level
environment does not provide for a nimble/flexible work force and ability to transfer staff/functions/activities between
of Service
current planning and long range planning. These situations do not contribute to a culture of employee engagement.
Proposed
Level of
Service &
Potential
Impact
Robust and responsive land use planning studies/documents are essential to support the City’s economy and ‘Open for
Business’ initiatives. The Official Plans and Zoning By-laws, for example, provide opportunities for employment
growth through diversified and flexible employment areas and to adapt neighbourhoods to attract more people to work
and live in Hamilton. In many cases background work (e.g. growth plan updates, special land use studies) also play a
critical role in creating a strong economic, social, environmental and cultural base for the City. Provincial planning
reforms, OMB processes and statutory obligations require that OP’s and Zoning By-laws be monitored and updated to
reflect changing provincial/local economic and social environments. These are permanent FTEs that are currently
being funded from Capital. It is the funding only, not the FTEs that are being requested.
Financial Analysis:
Description
Employee Expenses
Annualized
Amount
338,000
Other Expenses
338,000
338,000
-
338,000
FTE
338,000
-
Net Impact
2015 Amount
-
Less: Revenues
- 0%
0.0
338,000
Year 2015
0.0
Years 2016 &
Beyond
Total
-
Form #:G07
59
City of Hamilton
Type of
Change
Economic Growth
Public Health Services
Department
Division
Form #:G08
Health Protection
Festival Inspections- increasing number of special events which serves the public. Time spent by staff risk
assessing and inspecting food service at events is creating service level demand which is impacting mandatory
food premise inspection indicators.
Service
Currently 12 FTE Public Health Inspectors (PHI's) are responsible for special event risk assessments and
inspections. In 2013 PHI's conducted over 6450+ routine fixed premises inspections and 600+ inspections at 60+
special events. The number of special events that are risk assessed and inspected have almost tripled since 2010.
These events are not captured in an accountability agreement with the MOHLTC but are part of the operational
role under the Food Safety Protocol. The increasing number of special events and variety of food vehicles is
impacting PHI's ability to complete routine inspections to meet Ontario Public Health Standards (OPHS).
Current
Level of
Service
Food Safety Program - The requested change will allow for more focused effort on special event risk
assessments and inspections to meet OPHS. In 2013 PHI's conducted 630+ inspections at 60+ special events. Job
growth/economic prosperity – expansion/increase # of special events, variety of food trucks, & festivals to
showcase diversity of City and as economic booster; PHS needs to have enhanced approach to organization and
inspections on these non-regulated events to maintain confidence in safety of the public attending these events,
reduce risk of outbreaks & potential negative perception related to these events (eg Cronut burger at CNE).
Proposed
Level of
Service &
Potential
Impact
Financial Analysis:
neighbourhood and City wide strategies that will improve the
health and well-being of residents. Expansion/increasing # of
special events, variety of food trucks, & festivals to
showcase diversity of City and as economic booster; PHS
needs to have enhanced approach to organization &
inspections on these non-regulated events to maintain
confidence in safety of the public attending these events,
reduce risk of outbreaks & potential negative perception
l d
h
( C
b
CNE)
Annualized
Amount
2015 Amount
41,010
20,505
4,970
2,485
45,980
22,990
0
0
Revenue - Other
0
0
45,980
22,990
Description
Employee Expenses
Other Expenses
Net Impact
FTE
0.5
Year 2015
0
0.5
Form #:G08
60
Years 2016
& Beyond
0
Total
0
City of Hamilton
Type of
Change
Economic Growth
Department
Division
Form #:G09
Health Protection
Climate Change - to prepare and implement a Climate Change adaptation plan for the City of Hamilton. Climate
Change policy development is mandated under the Health Hazard Prevention and Management of the Ontario
Public Health Standards.
0.5 FTE Coordinator position is currently responsible for corporate Climate Change (CC) planning and
adaptation work. This position is combined with the 0.5 FTE Air Quality Coordinator position (1 person = 1.0
FTE). The current CC work is not addressing corporate adaptation actions that should be taken (i.e., corporate
assests vulnerability and risk assessment from impacts of CC; develop corporate action plan for adaptation to
climate change).
Service
Current
Level of
Service
The requested change will allow for focused effort to be placed on climate change work, specifically on
"adaptation" actions. Impacts of climate change are demonstrated through extreme weather events (extreme heat,
flooding, polar vortex cold snaps); the city needs to develop an action plan to adapt to these impacts. The City's
ability to adapt to effects of climate change going forward can affect business continuity, job growth, and the
overall economic prosperity of the City. Another financial benefit of undertaking climate change adaptation
work is from a cost-containment perspective - by developing & implementing an adaptation action plan, the City
will be mitigating costs paid out over time by preparing for the inevitable adverse events caused by climate
change. Infrastructure assessments & risk analysis need to be completed to inform a plan. This cost avoidance
strategy also shows leadership to the general community, and specifically to the business community in that the
message is clear that Hamilton values a sustainable environment for business development to thrive in. This
enhancement request is being put forward by the Health Hazards program with Health Protection Division of
PHS.
Proposed
Level of
Service &
Potential
Impact
Financial Analysis:
Description
Employee Expenses
Other Expenses
Annualized
Amount
190,160
This proposed change addresses Strategic Priority #1,
Objective 1.6 - Enhance Overall Sustainability; Strategic
2015 Amount Action: develoment of a Community-based Climate Change
Action Plan.
95,080
2,250
1,130
192,410
96,210
0
0
Revenue - Other
0
0
192,410
96,210
Net Impact
FTE
2.0
Year 2015
0
2.0
Form #:G09
61
Years 2016
& Beyond
0
Total
0
City of Hamilton
Type of
Change
Economic Growth
Department
Division
Form #:G10
Health Protection
Bed Bug/Pest Infestation Investigations - investigation of pest complaints under Property Standards by-law plus
related pest education for the community under Environmental Health Service, Subservice Health Hazard
Prevention and Management
Current budgeted staffing is 1.0 FTE however the level of complaints and related communication/education need
equates to 1.5 FTE or higher to meet the increase in complaints and the complex nature of the pest calls. The
Vector Borne Disease team within Health Protection Division investigates over 750 pest complaints per year
(bed bugs, rats, cockroaches, fleas, mice, and wasps). Rat complaints have tripled from 2013 and bed bug
complaints are complex involving Social Determinant of Health impacts.
Service
Current
Level of
Service
Increasing FTE will provide more timely responses to pest issues, including bed bugs. The need for PHS staff to
investigate, inform, support & enforce legislation related to controlling pests will enhance the image of the City.
Education & enforcement by PHS staff will help the reputation of the City & de-stigmatize the effects of bed
bugs in the community.
Proposed
Level of
Service &
Potential
Impact
Financial Analysis:
Annualized
Amount
2015 Amount
41,010
20,510
4,940
2,470
45,950
22,980
0
0
Revenue - Other
0
0
45,950
22,980
Description
Employee Expenses
Other Expenses
Net Impact
FTE
0.5
Strategic Priority #1 – A Prosperous & Healthy Community
WE enhance our image, economy and well-being by
demonstrating that Hamilton is a great place to live, work,
play and learn. Objective 1.5. Support the development and
implementation of neighbourhood and City wide strategies
that will improve the health and well-being of residents.
This includes action (xi) Implement a ten-year Housing and
Homelessness Action Plan which includes a bed bug
strategy.
Year 2015
0
0.5
Form #:G10
62
Years 2016
& Beyond
0
Total
0
City of Hamilton
Type of
Change
Economic Growth
Department
Division
Form #:G11
Health Protection
Air Quality - to improve hazard identification and surveillance related to air quality. Identification, Investigation
and Management of Health Hazards is mandated under the Health Hazard Prevention and Management of the
Ontario Public Health Standards.
Service
Current services delivered by the Health Hazards program in the air quality portfolio include surveillance, policy
development, and health promotion. Current staff resources for this work include a 0.5 FTE Air Quality
Coordinator (other 0.5 FTE of time dedicated to climate change), as well as approximately 0.5 FTE Health
Hazard Specialist, and 0.2 FTE Manager. Current and historic work has been on the development of an Air
Quality Task Force (AQTF) and drafting an action plan to improve local air quality in Hamilton.
Current
Level of
Service
The requested change will allow for focused effort to be placed on achieving the objectives outlined in the
AQTF Action Plan, including (but not limited to) the development of an airshed model for the City of Hamilton,
development of AQ-related guidelines for land-use planning in Hamilton, development and presentation of
workshops for businesses and industries related to best practices for clean air, and revising existing and/or
developing new municipal by-laws to control local air pollution. Additional proposed work in the Health
Hazards program on air quality is to increase positive engagement of the community on the topic of health risk
associated with exposure to pollution. This would be done to address a common existing perception that
Hamilton is a City with an air quality problem, when in fact, Hamilton has seen air pollution decrease
dramatically over the past 40 years. The potential impact of this could help with the City's image as a place to
reside and conduct business. With the addition of a Planner position, the City could look to develop planning
policies that will support continued economic growth in a healthy, sustainable manner, which could give
Hamilton a competitive edge in attracting "green" businesses and industries.
Proposed
Level of
Service &
Potential
Impact
Financial Analysis:
Description
Employee Expenses
Other Expenses
Annualized
Amount
330,910
2015 Amount neighbourhood and City wide strategies that will improve
165,460
4,400
2,200
335,310
167,660
0
0
Revenue - Other
0
0
335,310
167,660
Net Impact
FTE
3.5
Year 2015
0
3.5
Form #:G11
63
Years 2016
& Beyond
0
Total
0
City of Hamilton
Type of
Change
Economic Growth
Department
Division
Form #:G12
Healthy Living
Community Health Educator/Navigator team (CHEN) - empowering vulnerable individuals to make healthier
living choices; impacts SDOH and self/family resources to access and negotiate health system.
Service
Currently, PHS employs 1.2 FTE (2 staff) Women's Health Educators (WHEs) in the Healthy Living Division.
The current WHEs work mainly with the Chinese and South Asian communities of Hamilton to promote healthy
living and cancer screening (breast, cervix, colorectal). WHEs are Community Health Educator/Navigators
(CHENs). The demand for CHENs has increased steadily and our current FTE cannot meet the growing demands
with 1.2 FTE, nor can PHS implement this model with other vulnerable populations such as the Aboriginal
community of Hamilton without increasing FTE.
Request for employee related costs of $140,880 to support development of a PHS department-wide Community
Health Educator/Navigator (CHEN) team. Funding for: additional 0.4 FTE for current Chronic Disease
Prevention program Women's Health Educators; 0.8 FTE for CASTLE Community Health Broker; 1.6 FTE for
two new CHEN to address two priority populations (possibilities: aboriginals and males). End result: 5 CHEN at
0.8 FTE each. Total increase in staffing: 2.8 FTE. Additional annualized program costs requested: $4,660. Total
annualized amount requested: $145,540. Impact: vulnerable community members will be provided with supports,
resources to live healthier lives. Healthier community members are empowered to return to school, seek
employment, start businesses. More productive community members equal economic prosperity and a more
attractive city to relocate to and to invest in.
Current
Level of
Service
Proposed
Level of
Service &
Potential
Impact
Financial Analysis:
Description
Employee Expenses
Annualized
Amount
Strategic Priority #1: A Prosperous and Healthy
Community: 1.6 and Strategic Priority #2: Values and
2015 Amount Sustainable Services: 2.2
140,880
93,967
4,660
3,113
145,540
97,080
0
0
Revenue - Other
0
0
145,540
97,080
Other Expenses
Net Impact
FTE
2.8
Year 2015
0
2.8
Form #:G12
64
Years 2016
& Beyond
0
Total
0
City of Hamilton
Type of
Change
Economic Growth
Public Works - Tax
Department
Division
Form #:G13
Transit
2015-2025 10 Year Local Transit Strategy
Service
221 buses serving 34 routes, delivering 21.8 million revenue trips with $35.9M in revenue.
Current Level
of Service
Service enhancements to address existing service gaps and to grow ridership to meet 2007 Transportation Master Plan
objectives and modal split targets (annual rides per capita 80-100). Ultimate level of service over ten years:
- at least 250,000 additional hrs of service to reach 2 service hrs/capita, averaging approximately 25,000 additional
service hrs per year
- 100 additional buses, averaging approximately 10 buses per year
Proposed
Level of
Service &
Potential
Impact
Financial Analysis:
multi-modal mobility and encourage inter-regional
2015 Amount connections.
Description
Annualized
Amount
Employee Expenses
0
0
Other Expenses
0
0
TBD
TBD
0
Revenue - Other
Net Impact
FTE
0
0
TBD
TBD
Year 2015
Years 2016 &
Beyond
Total
TBD
TBD
TBD
TBD
TBD
Form #:G13
65
City of Hamilton
Type of
Change
Economic Growth
Public_Works_Tax
Department
Division
Form #:G14
Operations
Growth funding required to maintain services for new developments
Service
Current Level
of Service
Proposed
Level of
Service &
Potential
Impact
Each time a new subdivision is developed, the services to those developments create a strain on the existing budgets
and staffing.
The City has added 89.4 km of new roadway since 2009. This request for additional FTE is based on growth over the
last 5 years.
New developments off of Parkside in the west require 2 additional FTE.
In the east, growth in Binbrook requires 1 additional FTE while growth through the remainder of the district requires
3 additional FTE.
Two additional after hours crew are required due to the growth City Wide.
Financial Analysis:
Description
Annualized
Amount
Employee Expenses
680,000
680,000
0
0
680,000
680,000
0
0
Revenue - Other
0
0
680,000
680,000
Other Expenses
Net Impact
FTE
8.0
Years 2016 &
Beyond
Year 2015
0
8.0
Form #:G14
66
0
Total
0
City of Hamilton
Type of
Change
Economic Growth
Department
Division
Form #:G15
Legal Services
Service
Current Level
of Service
Proposed
Level of
Service &
Potential
Impact
Contract Lawyer position in place for some time, supported through Capital funds and gapping dollars from Planning
& Growth Management
Legal Services are provided internally & externally. Internal services are cost-effective.
• The average hourly cost of internal legal services is $147/hour.
• The average hourly rates of external legal counsel for this work ranges from $373 - $518/hour.
• It is more cost effective to the City to have the work done internally by a salaried lawyer than externally.
This position will enable Legal Services to provide strong internal support to major planning initiatives and
specialized ‘business deals’ that would otherwise need to be outsourced, such as:
• Tax Assessment Appeals
• Urban Renewal Financial Incentives Program Loans and Grants
• ‘one-off’ loans and grants such as the recent Fraunhoffer / McMaster initiative; the CFL Hall of Fame loan
• Development Charges interpretation issues and Appeals
• Heritage Conservation Appeals
• Expropriations
• AEGD and UHOP implementation (zoning by-law and appeals to OMB)
The impact of not funding this enhancement is that, at the end of the current contract, Legal Services will be unable to
ensure all of the needs driven by major planning initiatives are met internally, resulting in increased outsourcing to
external legal counsel.
Financial Analysis:
Description
Annualized
Amount
2015 Amount
Employee Expenses
130,170
130,170
1,150
1,150
131,320
131,320
0
0
Revenue - Other
0
0
131,320
131,320
Other Expenses
Net Impact
FTE
1.0
1.1 Continue to grow the non-residential tax base. (1)
Resolution of the Urban and Rural Official Plans appeal at the
OMB. (ii) Complete the new Comprehensive Zoning By-law
for commercial and mixed uses nodes and corridors. (iii)
Resolution of the Airport Employment Growth District
(AEGD) Secondary Plan at teh OMB and undertake
implementation of Phase 1. (vi) Develop a Bayfront Industrial
Secondary Plan/Redevelopment Strategy.
Years 2016 &
Beyond
Year 2015
0
1.0
Form #:G15
67
0
Total
0
2015 ENHANCEMENTS – OTHER PRIORITIES
CITY OF HAMILTON
2015 SERVICE LEVEL ENHANCEMENTS
SUMMARY
Appendix 1-6
2015 Budget
Form
Ref #
GROSS
IMPACT
INITIATIVE
NET IMPACT
FTE
Impact
S01
Additional resources required to sustain current service levels for One Stop Business Centre at City
Hall and MLE counter at City Centre. Council Referred (PED14136)
$
67,500
$
67,500
1.00
S02
Enforcement of new Woodlot Conservation by-law. Council Referred (PED02229(e))
$
60,700
$
60,700
1.00
S03
Provide new enforcement service for noise complaints at nights Thursday to Saturday. Council
Referred (PED14254)
$
95,000
$
95,000
1.00
S04
Provide permanent funding source and resources for Vital Services Program - Council Referred
(PED10049(n)).
$
30,000
$
30,000
1.00
S05
Municipal Law Enforcement Policy Advisor.
$
81,700
$
81,700
1.00
S06
Head Curator - Supervisory position.
$
81,600
$
81,600
1.00
S07
License Facilitator - One Stop.
$
93,000
$
93,000
1.00
S08
Licensing and Permit Officers (Mobile Response).
$
147,000
$
147,000
2.00
S09
Public Art Program Coordinator.
$
66,300
$
66,300
1.00
S10
Collections Supervisor, Hamilton Municipal Parking System.
$
71,580
$
71,580
1.00
S11
Additional part-time hours for programming and visitor services.
$
62,000
$
62,000
1.00
S12
Supervisor One Stop.
$
92,250
$
92,250
1.00
68
CITY OF HAMILTON
SUMMARY
Appendix 1-6
2015 Budget
Form
Ref #
GROSS
IMPACT
INITIATIVE
NET IMPACT
FTE
Impact
S13
Culture Projects Specialist.
$
68,500
$
68,500
1.00
S14
Councillor Contact.
$
82,500
$
82,500
1.00
S15
Licencing By-law review and consolidation (Temp 2 years).
$
103,500
$
103,500
1.00
S16
Parking Analyst/Advisor.
$
78,350
$
78,350
1.00
S17
Animal Services Project Manager (Temp - 2 Years).
$
82,500
$
82,500
1.00
$
1,363,980
$
1,363,980
18.00
69
CITY OF HAMILTON
SUMMARY
Appendix 1-6
2015 Budget
Form
Ref #
GROSS
IMPACT
INITIATIVE
NET IMPACT
FTE
Impact
S18
Age Friendly City - Hamilton Municipal Senior of the Year Award ceremony. Council referredCS13023(b).
$
33,500
$
33,500
0.50
S19
Age Friendly City - development and implementation of Age-Friendly City plan. This resource is in
conjunction with Seniors Award event.
$
33,500
$
33,500
0.50
S20
Establish regular transfers to capital reserves to sustain infrastructure for Lodges.
$
500,000
$
500,000
0.00
S21
Recreation Support Staff - support 1:1 staffing for children and adults with special needs.
$
8,580
$
8,580
0.30
S22
Seniors Recreation facilities - Supervisor of Seniors Services.
$
63,630
$
63,630
1.00
S23
Housing Administration Officer - continuance of existing position to meet Housing Services Act
obligations.
$
55,080
$
55,080
0.50
S24
Additional Ambulances - to manage response volumes and improve response times. Additional
supervisor to assist in managing hospital offload delays and front line supervision.
$
2,392,540
$
1,267,230
31.00
S25
Provide recreational programming for the Winona community.
$
81,490
$
69,820
2.31
S26
Provide recreational programs at Tim Hortons field.
$
69,890
$
56,490
1.55
Sub Total COMMUNITY & EMERGENCY SERVICES
$
3,238,210
$
2,087,830
37.66
70
CITY OF HAMILTON
SUMMARY
Appendix 1-6
2015 Budget
Form
Ref #
GROSS
IMPACT
INITIATIVE
NET IMPACT
FTE
Impact
PUBLIC WORKS
S27
Tim Hortons Field Capital Renewal Program -Council Referred
$
300,000
$
300,000
0.00
S28
Continue Travel Training Pilot Project as originally outlined in PW11025 and information update
TRN1307a
$
175,000
$
175,000
0.00
S29
Sidewalk Snow Clearing - clear snow from all City sidewalks and apply de-icing materials to achieve
$
bare pavement -Council Referred
5,550,000
$
5,550,000
TBD
S30
Sidewalk Windrow Removal - clear windrows at all sidewalk ramps at all City intersections - Council
$
Referred
2,250,000
$
2,250,000
TBD
S31
Operating costs for new acquisition: 125 Rifle Range Rd and 255 Winona Road - Council Referred
GIC 14-016
$
138,000
$
138,000
0.00
S32
Binbrook Transcab - Continue TransCab service to Binbrook on an ongoing basis after the pilot
project concludes in June 2015 - Council Referred (PW13058(a))
$
225,000
$
225,000
0.00
$
8,638,000
$
8,638,000
0.00
71
CITY OF HAMILTON
SUMMARY
Appendix 1-6
2015 Budget
Form
Ref #
GROSS
IMPACT
INITIATIVE
NET IMPACT
FTE
Impact
CORPORATE SERVICES
S33
Fund the Arts Program category created within the City Enrichment Fund for "Strategic Municipal
Investment in the Arts" - Council Referred (FCS14024(b))
$
500,000
$
500,000
0.00
S34
To fund the annual shortfall for the Event Road Closure Services for special event programs Council Referred (FCS14024(b))
$
64,000
$
64,000
0.00
S35
External hosting services and support of City website.
$
100,000
$
100,000
0.00
S36
Provide ongoing funding source for 91st Highlanders Athletic Association Indoor Games - Council
Referred (FCS14024(b))
$
32,500
$
32,500
0.00
S37
Adequately fund the Communities, Culture & Heritage, Community Services, Sports & Active
Lifestyles and Agriculture & Environment programs - Council Referred (FCS14024(b))
$
250,000
$
250,000
0.00
Sub Total CORPORATE SERVICES
$
946,500
$
946,500
0.00
Total
$ 14,186,690
$
13,036,310
55.66
72
City of Hamilton
Type of
Change
Service Level - Council Referred
Division
Form #:S01
Licence Clerks - Licensing Section
Service
Currently 2 FTEs for the purpose of creating improvements in efficiencies and specialized customer service provided
at both counter locations (i.e. One Stop Business Centre at City Hall and MLE Counter in Suite 250 City Centre, and
Current Level
in an attempt to keep up with increased demands on counter activity due to increased licensing and enforcement
of Service activity.
As per PED14136 - That an additional FTE - front counter Licence Clerk - be hired to maintain the current staff
complement at the One-Stop Centre and be funded interimly through the Economic Development Initiatives Reserve
and the additional FTE be submitted as an enhancement to the 2015 Operating Budget. Failure to approve the
additional FTE would not be in support of the Report PED14136 mandate because the potential impacts are as
follows:
Proposed
Level of
Service &
Potential
Impact
(1) inability to staff both counter operations at all times; and
(2) reduced service levels , loss in revenues and delays in issuing licenses and permits (e.g. business licences, zoning
verifications, sign permits, etc.)
Financial Analysis:
2.1 Implement processes to improve services leverage
technolnogy and validate cost effectiveness and efficiencies
2015 Amount across the Corporation.
Description
Annualized
Amount
Employee Expenses
66,500
66,500
1,000
1,000
67,500
67,500
0
0
Revenue - Other
0
0
67,500
67,500
Other Expenses
Net Impact
FTE
1.0
Years 2016 &
Beyond
Year 2015
0
1.0
Form #:S01
73
0
Total
0
City of Hamilton
Type of
Change
Division
Form #:S02
Parking and Bylaw Services
Woodland Conservation By-law for Private Property Within the Urban Area
Service
None
Current Level
of Service
By-law enacted by Council August 15, 2014 and staff recommended an enhancement to hire a qualified staff person to
enforce the new by-law. Specialized skills are required to implement and enforce this by-law, the capacity of such
does not currently reside within the Department. If the By-law is not enforced, the City risks legal challenges.
Proposed
Level of
Service &
Potential
Impact
Financial Analysis:
Enhance Overall Sustainability (financial, economic, social
and environmental)
Description
Employee Expenses
Annualized
Amount
2015 Amount
89,000
59,000
2,100
1,700
91,100
60,700
0
0
Revenue - Other
0
0
91,100
60,700
Other Expenses
Net Impact
FTE
1.0
Year 2015
25,000
1.0
Form #:S02
74
Years 2016 &
Beyond
0
Total
25,000
City of Hamilton
Type of
Change
Department Planning and Ecomonic Development
Division
Form #:S03
After Hours Noise Enforcement
Service
None
Current Level
of Service
Proposed
Level of
Service &
Potential
Impact
Creation of a Specialized Bylaw Enforcement Unit consisting of Special Duty Police Officer and a Municipal Law
Enforcement Officer which would respond to noise complaints between 9pm and 5am Thursdays, Fridays and
Saturdays. Noise complaints responded to after 1pm are solely responded to by the Hamilton Police. However these
complaints are classified a priority 4 with higher priority calls taking priority for service. Often noise calls are not
responded to until the following day or not at all. Approval of this enhancement will allow Police and Municipal Law
staff to respond to after hour noise calls in a timely manner.
Financial Analysis:
Enhance Overall Sustainability (financial, economic, social
and environmental)
Description
Annualized
Amount
2015 Amount
Employee Expenses
142,400
95,000
0
0
142,400
95,000
0
0
Revenue - Other
0
0
142,400
95,000
Other Expenses
Net Impact
FTE
1.0
Years 2016 &
Beyond
Year 2015
0
1.0
Form #:S03
75
0
Total
0
City of Hamilton
Type of
Change
Division
Form #:S04
Vital Services
Service
Since 2005 Municipal Law has enforced the Vital Service Bylaw with temporary funding from the tax stabilization
Reserve (Account #110046), Through this program Municipal Law continues to protect tenants, mostly elderly, young
families with children and the vulnerable in situations where landlords of rental housing units would default and fall
Current Level into arrears with the utility companies to the extent that the service would be discontinued. These tenants would be
of Service left without heat and hydro without this program. The temporary funding for this program was extended pending
completion of the comprehensive rental housing licensing review, and the Council approved temporary funding
expires at 2015 budget.
Proposed
Level of
Service &
Potential
Impact
Municipal Law Enforcement intervenes to prevent disruption of services to these tenants. Municipal Law also upon
complaint from a tenant acts quickly to have utilities turned back on once the supply is shut off by the Utility Company
without them having knowledge that the property is tenanted. Officers must act quickly to intervene, gather evidence,
and contact property owners to educate them on this Bylaw, and ensure the service is restored immediately. Since
2005 Municipal Law has maintained their level of service to these most vulnerable tenants, with fast, effective
enforcement action. With the goal being to keep the utility in the property owners name not the City’s. If Municipal
Law takes over payment of the utility we collect rent from the tenant to cover the cost of the utility. Municipal Law
works closely with Ontario Works and ODSP to have rent paid directly to Municipal Law once the City has taken over
the service. Enforcement is commenced against the owner by way of Property Liens, issuing Provincial Offence
Notices for Failure to provide Vital Service. The Vital Service Bylaw has an appeal process however since enactment
of this Bylaw, not one appeal has been filed.
The potential impact on these tenants without this Vital Service Bylaw would be detrimental to their health and safety,
leaving them, their families and the most vulnerable at risk.
Financial Analysis:
Description
Employee Expenses
Other Expenses
Annualized
Amount
92,300
2,100
2015 Amount neighbourhood and City Wide strategies that will improve the
health and well being of residents.
30,000 1.6 Enhance overall sustainability (Financial, Economic, Social
and Environmental)
0
94,400
30,000
0
0
Revenue - Other
(1,000)
Net Impact
93,400
FTE
1.0
0
30,000
Year 2015
25,000
1.0
Form #:S04
76
Years 2016 &
Beyond
0
Total
25,000
City of Hamilton
Type of
Change
Service Level - Other
Division
Form #:S05
Municipal Law Enforcement Policy Advisor
Service
None
Current Level
of Service
Proposed
Level of
Service &
Potential
Impact
Municipal Law Enforcement and Licence and Permits are directed to respond to and author reports to Committee that
are often controversial and new ground breaking initiatives to the City which require a great deal of research and
development. Currently research, development and reports are being added to the workload of operational
supervisory staff, which leaves a gap in supervision, and a lack of performance management measures being taken to
ensure resources are being used to 100% capacity, which contributes to the issuing of ticket and achieving revenue
targets. Also there is an immediate need for policy and procedures and documented standard operating procedures
which will provide consistent practices. There is also a need to review enforcement industry best practices to ensure
we are using delivery service staff in the most effective and cost savings means. Staff are proposing the 1 additional
FTE be added to address this immediate operational concerns
Not approving this position will require staff to continue to redirect management resources and to deliver requests
from committee, this will result in the lower levels of supervision and an impact on performance management
measures which have taken place in the division over the past few years and ultimately impact on both maximizing
performance and revenues achieved. Also since staff are also over capacity for current delivery new potential revenue
and cost savings ideas, cannot be investigated. Also delays in response to committee requested reports due to lack of
resources.
Financial Analysis:
Description
Annualized
Amount
2015 Amount
Employee Expenses
107,000
80,250
2,800
1,450
109,800
81,700
0
0
Revenue - Other
0
0
109,800
81,700
Other Expenses
Net Impact
FTE
1.0
2.2 Improve the City's approach to engaging and informing
citizens and stakeholders.
Years 2016 &
Beyond
Year 2015
0
1.0
Form #:S05
77
0
Total
0
City of Hamilton
Type of
Change
Planning and Economic Development
Department
Division
Form #:S06
Tourism and Culture
Service: Museums and Heritage Presentation
Service
Program: Tourism, Culture and Heritage
A New Division was created in late 2011. Significant additional duties and responsibilities were added to the Heritage
Current Level Resource Management Section. Current reporting structure to the Manager is not sustainable. Currently the Manager is
of Service responsible for museum operations, capital work, collections and conservation, heritage presentation and policy development
with 15 direct reports.
A permanent Supervisory Position (Head Curator) is required. Reporting directly to the Manager of Heritage Resource
Management, the new Head Curator would alleviate the number of direct reports and workload pressures on the Manager.
Operationally, the new Head Curator would be responsible for the oversight of nine historic sites/museums allowing the
Manager to focus on a wider scope of policy development and planning.
Proposed
Level of
Service &
Potential
Impact
Financial Analysis:
Description
Employee Expenses
Annualized
Amount
2015 Amount
106,800
80,100
2,000
1,500
108,800
81,600
0
0
Revenue - Other
0
0
108,800
81,600
Other Expenses
Net Impact
FTE
1.0
1.0
Form #:S06
78
Years 2016 &
Beyond
Year 2015
0
0
Total
0
City of Hamilton
Type of
Change
Division
Form #:S07
Licence Facilitator - One Stop Business Centre
Service
Currently ther are 2 FTEs for the purpose of creating improvements in efficiencies and specialized customer service
provided at the One Stop Business Centre at City Hall. The License Facilitator ensure compliance with the bylaw,
Current Level zoning verification and assist the customer to obtain their business license. The work load for two was recognized as
of Service being too heavy. An additional temporary part-time was approved for 2015.
Proposed
Level of
Service &
Potential
Impact
As per PED14136, Council approved a temporary full time employee to assist in Licence Facilitation. The request is
to make this a full time position to assist with the workload and customer service.
In 2013 alone,
Hamilton's One-Stop for Business service managed 19,883 contacts (walk-ins, phone calls and e-mail
communication), issued 865 sign permits, conducted 232 zoning verifications, facilitated more than 465 business
applications, issued the majority of the 4,730 new and renewal licences, and directly created more than 227 new jobs
in Hamilton. To deal with the increased work load, it is important to staff the Business Centre correctly.
Description
Annualized
Amount
Employee Expenses
89,000
89,000
4,000
4,000
93,000
93,000
0
0
Revenue - Other
0
0
93,000
93,000
Other Expenses
Net Impact
FTE
1.0
Years 2016 &
Beyond
Year 2015
0
1.0
Form #:S07
79
0
Total
0
City of Hamilton
Type of
Change
Division
Form #:S08
Licencing and Permit Officers - 2 FTE ( Mobile Response)
Service
The Licensing Department currently has 5 Licencing and Permit Officers covering the entire City of Hamilton. Their
responsibility includes all Busines Licensing, Signs Permits, Residential Care Facility (RCF) Inspections. With over
Current Level
8500 licenses to approve, 92 RCF to inspect and the enforcement of the Sign Bylaw, their workload is significant.
of Service
Proposed
Level of
Service &
Potential
Impact
To improve compliance and to ensure community safety, it is proposed that two additional Licensing Officers be
deployed to the unit in the capicity of enforcing all the mobile licenses within the City. Their responsibility will
include the monitoring and enforcement of all Taxi Licenses, Limousines, Food Service Vehicles, Auctioneers,
Pedlars and Adult Entertainers. The current workload and responsibilties for the other Licencing and Permit
Officers has created a reactive unit based on complaints only, however with the addition of two mobile enforcement
officers, there will be a proactive componet to ensure community safety and accountability. Significant work will
need to be done to ensure the mobile licences ( licences not attached to a buidling or facility) are compliant with the
bylaw.
Financial Analysis:
Description
Annualized
Amount
Employee Expenses
177,000
Other Expenses
2015 Amount 1.6 Enhance Overall Sustainability (financial, economic,
132,750
19,000
14,250
196,000
147,000
0
0
Revenue - Other
0
0
196,000
147,000
Net Impact
FTE
2.0
Year 2015
50,000
2.0
Form #:S08
80
Years 2016 &
Beyond
0
Total
50,000
City of Hamilton
Type of
Change
Division
Form #:S09
Tourism and Culture
Service: Cultural Development
Sub-service: Arts Development
Service
Currently the Public Art Program has one FTE. Projects are being delayed due to lack of capacity to manage the
Current Level
number of calls.
of Service
Proposed
Level of
Service &
Potential
Impact
A permanent Program Coordinator position is required to assist with facilitation of the Public Art Program at an
operations/administrative level (Program Coordinator).
Projects, with additional assistance, will be processed more efficiently and affectively and benefits will be achieved
sooner.
Globally, civic leaders are realizing the economic and social benefits and quality of life enhancements that flow from
creativity and investment in culture and the expression of community's culture through mediums such as Public Art. In
addition to bringing vibrancy to a city's public spaces, Public Art Programs are a tremendous source of civic pride and
conveys the identity and cultural image of a city to its residents and visitors.
Financial Analysis:
Strategic
2015 Amount Priority #2 Values & Sustainable Services
Description
Annualized
Amount
Employee Expenses
86,500
64,800
2,000
1,500
88,500
66,300
0
0
Revenue - Other
0
0
88,500
66,300
Other Expenses
Net Impact
FTE
1.0
Years 2016 &
Beyond
Year 2015
0
1.0
Form #:S09
81
0
Total
0
City of Hamilton
Type of
Change
Division
Form #:S10
Collections Supervisor, Hamilton Municipal Parking System (HMPS)
Service
In 2001, when the HMPS was created, all positions created were estimated on projected workloads. The position of
Maintenance Supervisor was responsible for 12 postions involving revenue collections and lot maintenance.
Current Level Currently the Maintenance Supervisor supervises maintenance and collections staff totalling 15 employees. These
FTE's were the result of assuming the responsibilities of 8 parking lots and over 190 on-street parking meters in
of Service
Dundas. In other words, there was growth in the HMPS mandate.
Proposed
Level of
Service &
Potential
Impact
As noted, the original FTE complement of the HMPS was estimated. With the increased staffing and underestimation
of responsibilities of the Maintenance Supervisor, along with tighter/new policies and procedures relating Health and
Safety, Procurement, HR etc, the workload of the Supervisors position is jeopardizing operational functions,
administrative functions and performance management. For example, there have been three terminations within the
collections section since 2001 due to theft. This is partially attributed to the lack of adequate supervision of staff.
Priorities are continuously being shifted such that employee engagement and integrity is being jeopardized.
Along with the above, an aging infrastructure and new parking technologies, the current supervisory position is
unable to balance both portfolio's, that being maintenance and collections.
Not approving this position will continue to compromise revenues in the Section due to the lack of supervison and
question the adherence to existing and future policies and procedures. Service delivery to the public and managing
the life-cycle of the parking system is not expected to continue at satisfactory levels.
Financial Analysis:
Description
Annualized
Amount
Employee Expenses
93,070
69,800
2,375
1,780
95,445
71,580
0
0
Revenue - Other
0
0
95,445
71,580
Other Expenses
Net Impact
FTE
1.0
2015 Amount
A Prosperous & Healthy Community
social and environmental)
across the Corporation
Years 2016 &
Beyond
Year 2015
0
1.0
Form #:S10
82
0
Total
0
City of Hamilton
Type of
Change
Division
Form #:S11
Tourism and Culture
Service: Museums and Heritage Presentation
Service
Program - Tourism, Culture and Heritage
The Hamilton Civic Museums currently have the equivalent of 10.08 FTE Interpreter hours dispersed across the
Current Level eight museums and one historic site. The current hours are not sufficient to provide adequate coverage for open hours
of Service and programming levels. For the past few years staff have been covering the hours through gapping, however, this is
no longer viable.
The Hamilton Civic Museums require an additional 1827 hours (equivilant to one FTE), to be dispersed amongst the
eight museums and one historic site to cover programming and visitor services.
Proposed
Level of
Service &
Potential
Impact
Since the early 2000s, a number of changes have been made to the structure and organization of the museum
operational area: Staff have been re-allocated from the front line to full-time responsibility for collection
management, conservation, strategic development and city-wide heritage presentation projects. As a consequence,
the number of staff dedicated solely to front line public contact has been significantly reduced. At the same time,
total public visitation has grown from approximately 120,000 in the early 2000s, to approximastely 200,000 today.
Some of this pressure has been addressed through better program efficiency and planning.
To meet the demands of public programming, some supervisors are working regularly as front line historical
interpreters and educators. Necessary day to day administration as well as short and long term planning work has
been impacted.
Financial Analysis:
Description
Annualized
Amount
Employee Expenses
62,000
62,000
0
0
62,000
62,000
0
0
Revenue - Other
0
0
62,000
62,000
Other Expenses
Net Impact
FTE
1.0
2015 Amount
Years 2016 &
Beyond
Year 2015
0
1.0
Form #:S11
83
0
Total
0
City of Hamilton
Type of
Change
Division
Form #:S12
Supervisor - One Stop Business Centre
Service
The One-Stop Business Centre is located at City Hall. It is currently staffed with two Licence Clerks and two
Licence Faciliators. Through a Council approved report PED14136, an additional FTE will be hired as a Licence
Current Level
Clerk and a Temporary FTE Licence Facilitator will be hired in 2015 to assist with the increased work load coming
of Service from the Business Centre. There will be six direct reports.
Proposed
Level of
Service &
Potential
Impact
The One-Stop Business Centre operates at City Hall and currently the Manager of Licensing Administration is
responsible for the daily supervision of these staff. The location of these workers is away from daily supervision of
this Manager. The One Stop Business Centre is the hallmark of the "Open for Business" moniker and proper
workload distribution, problem solving and customer service would dictate proper supervision be placed at this
location. The current responsibilities and the other direct reports of this manager prevents her from being located at
the One-Stop Business Centre. Impact: (1) reduction of Service levels, loss of revenues and delays in issuing
licences and permits.
Financial Analysis:
Description
Annualized
Amount
Employee Expenses
120,000
90,000
3,000
2,250
123,000
92,250
0
0
Revenue - Other
0
0
123,000
92,250
Other Expenses
Net Impact
FTE
1.0
Years 2016 &
Beyond
Year 2015
0
1.0
Form #:S12
84
0
Total
0
City of Hamilton
Type of
Change
Division
Form #:S13
Tourism and Culture
Service - Tourism Development and Cultural Development
Service
With the creation of the new Tourism and Culture Division, the marketing operations were centralized in-house to
Current Level support and service multiple program areas (Events, Arts, Museums, Visitor Services, Cultural Planning, Public Art
of Service etc.) in addition to the marketing functions for Tourism Hamilton previously supported by an agency of record.
A permanent Cultural Projects Specialist (Marketing) Position is required to maintain and optimize ongoing
marketing operations and projects:
Proposed
Level of
Service &
Potential
Impact
Operations
• Audience assessment, collateral development and brand building with Tourism Hamilton Industry partners to
increase visitation and participation
• Development and maintenance of social media platforms to support specific programing e.g. events, engagement
opportunities (Arts Awards, Public Art projects) and targeted tourism marketing campaigns e.g. Junos, PanAm
Projects
• Development and maintenance of an Image Library to support marketing collateral initiatives and fulfill promotional
requests from the media, travel writers, website and convention business.
• Enhancement of the web presence and related applications (e.g. Visit Hamilton app) to promote visitation and
facilitate participation
Financial Analysis:
Description
Annualized
Amount
Employee Expenses
89,300
Other Expenses
2,000
67,000
1,500
2.2 Improve the City's approach to engaging and informing
68,500 citizens and stakeholders.
91,300
0
0
Revenue - Other
0
0
91,300
68,500
Net Impact
FTE
1.0
Years 2016 &
Beyond
Year 2015
0
1.0
Form #:S13
85
0
Total
0
City of Hamilton
Type of
Change
Division
Form #:S14
Councillor Contact, Municipal Law Enforcement
Service
In 2013 a total of 1,126 complaints bylaw infractions were forwarded by the Mayor and Ward Councillors Offices. In
2014 there has been an increase of approximately 55% in these type of requests. These requests for service are often
time sensitive, public safety related and require a higher level expertise to assign, monitor and provide a response
Current Level back to the member of councils office in a timely manner. Members of Council demand timely response and replies to
of Service their requests which staff are challenged to provide.
Proposed
Level of
Service &
Potential
Impact
The current number of requests exceeds the capacity for service delivery and staff have been drawing on other
resources as well as utilizing overtime to maintain the current service level. To date in 2014 there have been
approximately 100 of overtime paid out, as well as the incumbent working on her own time from home approximately
300 hours, and other internal staffing resources at 250 hours for a total of 610 in order to maintain the expected level
of service. Staff are proposing the 1 additional FTE be added at a lower level to assist with the member of councils
requests. For 2014 staff are forecasting approximately 800 additional resource hours including 100 hours of overtime
to provide the current level of service.
Not approving this position will require staff to continue to redirect management resources, this will result in the
lower levels of supervision and an impact on performance management measures which have taken place in the
division over the past few years and ultimately impact on both maximizing performance and revenues achieved. Also
since staff are also over capacity for current delivery new potential revenue and cost savings ideas, cannot be
investigated. Also there could be an embarrassment to the department for not responding to the member of council
request in a timely manner due to lack of resources.
Financial Analysis:
Description
Annualized
Amount
Employee Expenses
107,000
Other Expenses
2015 Amount
1.6 Enhance Overall Sustainability (financial, economic, social
80,400 and environmental).
2,800
2,100
109,800
82,500
0
0
Revenue - Other
0
0
109,800
82,500
Net Impact
FTE
1.0
Years 2016 &
Beyond
Year 2015
0
1.0
Form #:S14
86
0
Total
0
City of Hamilton
Type of
Change
Division
Form #:S15
Special Project - Licencing Bylaw Review and Consolidation
Service
The Management Team of the Licensing Section should develop a plan to complete a wholesale review and revision
of the licensing bylaws. The Licensing By-Law was consolidated in 2007 when the new City of Hamilton was
Current Level
formed.
of Service
A wholesale review of the By-Law and schedules need to take place to update the bylaw and make it work within
todays framework. Public consultation, best practices and how we do business needs to be taken into consideration
to form the new foundation of the bylaw. It is the intent to second a senior member of the staff to complete this
task in 2015/2016. From a review of the workload, it would appear to be a two (2) year secondment required to
research, development, test and implement the by-law changes in consultation with Council.
Proposed
Level of
Service &
Potential
Impact
Item #
Description
Annualized
Amount
Employee Expenses
134,000
Other Expenses
100,500
4,000
3,000
138,000
103,500
0
0
Revenue - Other
0
0
138,000
103,500
Net Impact
FTE
1.0
Years 2016 &
Beyond
Year 2015
0
1.0
Form #:S15
87
0
Total
0
City of Hamilton
Type of
Change
Division
Form #:S16
Parking Analyst/Advisor
Service
Workloads have increased due to new initiatives such as bike lanes, transit lanes, bike share, two way conversions,
increased special event planning and so on have put a strain on service delivery. Overall growth in the City such as
the addition of close to 10,000 homes in the last 5 years and the subsequent increased road network requires
Current Level additional staff time to review and manage.
of Service
Re-development in Hamilton has resulted in larger or more dense applications requiring additonal time for review.
Tightening up of auditing procedures requires more effort and time to ensure that all revenues are documented and
accounted for.
The added or increased responsibilities has resulted in the lack of monitoring of existing programs to determine if they are still relevant in
today's culture, maximizing of revenues and maintaining current assets.
Proposed
Level of
Service &
Potential
Impact
The addition of this position will allow the current work to continue but also allow for monitoring and recommending improvements.
Development of new permit parking programs to address disabled needs, elderly needs, potential elimination of redundent parking programs etc
would allow for "courageous change" and "sensational service" to the residents.
Currently, there is limited review of revenues generated in Carparks which may result in lost opportunties to increase revenues or to reduce
expenditures. This position would be expected to be on top of revenue generation in "real time" so that changes can be made to ensure
maximization of revenues.
Up to date benchmarking of comparable city's relating to all aspects of parking programs would be attainable with this position.
Not approving this position will result in the status quo which will result in lost opportunities to increase revenues, improved services to the
community and continue to impact staff morale due to frustrations associated with not growing our Section.
Financial Analysis:
Description
Annualized
Amount
2015 Amount
Employee Expenses
102,310
76,700
2,175
1,650
104,485
78,350
0
0
Revenue - Other
0
0
104,485
78,350
Other Expenses
Net Impact
FTE
1.0
1.6 Enhance Overall Sustainability (financial, economic, social and environmental).
2.1 Implement processes to improve services, leverage technology and validate cost
effectiveness and efficiencies across the Corporation.
WE work together to ensure we are a government that is respectful towards each other
and that the community has confidence and trust in.
3.3 Improve employee engagement.
3.4 Enhance opportunities for administrative and operational efficiencies.
Years 2016 &
Beyond
Year 2015
0
1.0
Form #:S16
88
0
Total
0
City of Hamilton
Type of
Change
Division
Form #:S17
Animal Services Project Manager (Temp)
Service
None
Current Level
of Service
Proposed
Level of
Service &
Potential
Impact
Animal Services has 40 outstanding projects of medium to high priority risk with an estimated total of 6,380 hours to
complete. These projects have significant impact on public safety, safety of staff working alone in the field, and the
overall efficiency in the delivery of this provincial mandated program. Currently projects are being added to the
workload of operational supervisory staff, which leaves a gap supervision, and a lack of performance management
measures being taken to ensure resources are being used to 100% capacity, which contributes to the issuing of ticket,
public safety, and achieving revenue targets. Also there is an immediate need for policy and procedures and
documented standard operating procedures which will provide consistent practices. There is also a need to review
enforcement industry best practices to ensure we are using delivering service staff in the most effective and cost
savings means. Staff are proposing the 1 additional FTE (for a duration of 2 years) be added to address this immediate
operational concern. Staff are proposing the 1 additional FTE be added to address this immediate operational
concerns
Not approving this position will require staff to continue to redirect management resources, this will result in the
lower levels of supervision and an impact on performance management measures which have taken place in the
division over the past few years and ultimately impact on public safety, maximizing performance and revenues
achieved. Staff are also over capacity for current delivery new potential revenue and cost savings ideas, cannot be
investigated Also there could be an embarrassment to the department for not responding to the member of council
iption looks like this would just be temporary (i.e. to do P Strategic Priority #1
Description
Annualized
Amount
Employee Expenses
107,000
Other Expenses
2015 Amount
1.6 Enhance Overall Sustainability (financial, economic, social
79,700 and environmental).
2,800
2,100
109,800
82,500
0
0
Revenue - Other
0
0
109,800
82,500
Net Impact
FTE
1.0
Years 2016 &
Beyond
Year 2015
0
1.0
Form #:S17
89
0
Total
0
City of Hamilton
Type of
Change
Department Community & Emergency Services
Division
Form #:S18
Hamilton's Plan for an Age-Friendly City
Service
The Seniors Awards event is an annual event. Starting in 2014 this was made into a larger event involving more
seniors (approx. 600 attended) and partners/sponsors. In prior years the event was smaller in nature.
Current
Level of
Service
In order to build on the success of the 2014 Seniors Awards Event this position would ensure that the yearly
event is effectively planned and implemented. Following the endorsement of Hamilton's Plan for an AgeFriendly City by Council in September, 2014, it is anticipated that this event will be integrated into the
implementation of the Age-Friendly Plan. As such a second enhancement for a part-time staff resource is
proposed in order to further assist in the implementation of the Age-Friendly Plan. By augmenting the part-time
staff resource attached to the Seniors Awards Event there would be a leveraging opportunity as the work would
be complementary. Council referred per CS13023(b)
Proposed
Level of
Service &
Potential
Impact
Financial Analysis:
Annualized
Amount
2015 Amount
48,908
32,768
1,092
732
50,000
33,500
0
0
Revenue - Other
0
0
50,000
33,500
Description
Employee Expenses
Other Expenses
Net Impact
FTE
0.5
Strategic Priority #1 A prosperous and Healthy
Community: 1.5 Support the development and
implementation of neighbourhood and City wide
strategies that will improve the health and well-being of
residents. (viii) Continue to work with the Seniors
Advisory Committee, Hamilton Council on Aging and
other community partners to develop an Age Friendly
Initiative for Hamilton
Year 2015
0
0.5
Form #:S18
90
Years 2016
& Beyond
0
Total
0
City of Hamilton
Type of
Change
Division
Form #:S19
Hamilton's Plan for an Age-Friendly City
Service
Currently Hamilton's plan for an Age-Friendly City is supported by a portion of a policy analyst's time. This is
appropriate for the current activity which is related to building a plan (and implementation strategy) and
engaging older adults.
Current
Level of
Service
Hamilton's Plan for an Age-Friendly City was approved by Council in September, 2014. Staff resources are
required to implement activities within the plan. This enhancement would be combined with the Council
referred enhancement related to the Seniors Awards Event to leverage similar work with older adults and seniors.
This portion of the position would identify early opportunities to move forward on the goals and actions outlined
in Plan for an Age-Friendly City.
Proposed
Level of
Service &
Potential
Impact
Financial Analysis:
Annualized
Amount
2015 Amount
48,908
32,768
1,092
732
50,000
33,500
0
0
Revenue - Other
0
0
50,000
33,500
Description
Employee Expenses
Other Expenses
Net Impact
FTE
0.5
Strategic Priority #1 A prosperous and Healthy
Community: 1.5 Support the development and
implementation of neighbourhood and City wide
strategies that will improve the health and well-being of
residents. (viii) Continue to work with the Seniors
Advisory Committee, Hamilton Council on Aging and
other community partners to develop an Age Friendly
Initiative for Hamilton
Year 2015
0
0.5
Form #:S19
91
Years 2016
& Beyond
0
Total
0
City of Hamilton
Type of
Change
Division
Form #:S20
Macassa and Wentworth Lodges
Lodges - Capital Plan
Service
Currently there is $500,000 in block funding that has been allocated to the Lodges as part of the Capital Budget.
A condition assessment was completed in 2014 at the Lodges and a 25 Year Capital Plan Summary was provided
to staff. Although further analysis/studies are required, projected costs over the next 25 years for capital
requirements is approximately $19 million dollars or $760,000 annually. The assessment requirements for the
next 5 years is $4.2 million.
Current
Level of
Service
Staff are requesting an annual enhancement of $500,000 to be used for capital repairs as outlined in the above
capital plan. Over the past several years, the capital/infrastructure requirements are increasing, particularly at
Macassa Lodge, which has had no significant renovations for the past 25 years. Staff, with the assistance of
Public Works, developed a 25 Year Capital Plan to assist with appropriate forecasting and planning of the capital
needs requirements for the Lodges. This would ensure that the Lodges are maintained at an acceptable level to
meet all of the Ministry of Health safety and legislative requirements. This would be in addition to the current
$500,000 in block funding that is already allocated to the Lodges in the corporate capital budget. Any yearly
unspent funds would be placed in a reserve to address future requirements for the Lodges.
Proposed
Level of
Service &
Potential
Impact
Financial Analysis:
Description
Employee Expenses
Annualized
Amount
Strategic Priority #1 - A Prosperous & Healthy
Community; 1.6 Enhance Overall Sustainability
2015 Amount (financial, economic, social and environmental).
0
0
Other Expenses
500,000
500,000
500,000
500,000
0
0
Revenue - Other
0
0
500,000
500,000
Net Impact
FTE
0.0
Year 2015
0
0.0
Form #:S20
92
Years 2016
& Beyond
0
Total
0
City of Hamilton
Type of
Change
Division
Form #:S21
Recreation
Recreation Program Delivery - Support Staff
Service
Support Staff for children and adults with special needs who require additional supports, supervision, or
accommodation to participate in registered recreation programs. Currently one to one support staff are only
offered for the summer camp program for 8 weeks in July/August.
Current
Level of
Service
Building on the success of the summer camp support program, one to one support staff will be made available
year round for patrons who have special needs and require additional assistance to participate in programs. A
pilot support program was offered during one program session in 2014 with favourable response and feedback.
The need for the expanded support program was identified in the "Recreation Needs Assessment for Persons
with Disabilities", which was subsequently approved by Council in 2012. Since approval, the Program Lead Inclusive Programming has documented a number of requests for support in recreation programs where the
patron was denied service unless they had their own support staff, as trained City of Hamilton staff were not
available to assist. This service is further supported by AODA legislation which aims to, where possible, reduce
barriers for persons accessing services.
Proposed
Level of
Service &
Potential
Impact
The funds requested will be used to support direct service delivery, with each hour paid to a staff representing an
hour of support provided to a patron. Moving forward, a variety of programs across all ages, interests, and times
will be advertised as having support staff available if required to participate in the program.
Financial Analysis:
Description
Employee Expenses
Other Expenses
Annualized
Amount
12,800
0
Strategic Priority #1 - A Prosperous and Healthy
Community
2015 Amount 1.5 - Support the development and implementation of
8,580 health and well being of residents.
Strategic Priority # 2 - Valued and Sustainable Services
0
2.3 Enhance customer service satisfaction
8,580
12,800
0
0
Revenue - Other
0
0
12,800
8,580
Net Impact
FTE
0.3
Year 2015
0
0.3
Form #:S21
93
Years 2016
& Beyond
0
Total
0
City of Hamilton
Type of
Change
Division
Form #:S22
Recreation
Recreation Program Delivery - Supervisor of Senior Services
Service
Currently there is one Supervisor of Senior Services to support the older adult centres and clubs within the City.
Current
Level of
Service
The addition of another Supervisor of Senior Services is required due to the growth of the older adult
population. The 2014 addition to the Ancaster Senior Achievement Centre and the soon to be completed older
adult centre in Waterdown has increased the amount of programs being offered to the seniors in those areas.
Also there is a greater demand for programming in the existing older adult centres and clubs.
Proposed
Level of
Service &
Potential
Impact
Financial Analysis:
Description
Employee Expenses
Other Expenses
Annualized
Amount
94,965
Strategic Priority # 2: Valued and Sustainable Services
We deliver high quality services that meet citizen needs
2015 Amount and expectations, in a cost effective and responsible
manner.
63,630
0
0
94,965
63,630
0
0
Revenue - Other
0
0
94,965
63,630
Net Impact
FTE
1.0
Year 2015
0
1.0
Form #:S22
94
Years 2016
& Beyond
0
Total
0
City of Hamilton
Type of
Change
Division
Form #:S23
Housing Services
Housing Administration Officer
Service
Housing Administration Officers provide oversight to social housing providers to maximize performance and
manage risks to meet obligations under the Housing Services Act. Current complement is 3.5 Housing
Administration Officers responsible for 14,600 social housing units provided by 43 social housing providers
including CityHousing Hamilton. The 0.5 FTE Housing Administration Officer was funded with
provincial/federal project funding which is now exhausted. The balance of complement is funded from the net
levy.
Request that 0.5 FTE Housing Administration Officer be maintained from net levy funding given the City's
responsibility as the third highest provider of social housing units in the Province. Continuance of the existing
positon is required to meet Housing Services Act obligations. Hamilton's supply of social housing units per
100,000 population is 65 which is higher than Ontario's median of 44 (2013). Hamilton's average operating cost
per social housing unit is $4,482 compared to the provincial median of $5,551 (2013). Declining social
housing stock, operational challenges and escalating governance issues with some social housing providers
highlight the need to at minimum maintain current complement of 3.5 Housing Administration Officers.
Possible impact of decreased service level would be an increase in social housing providers designated as
Projects in Difficulty and compromised service to tenants.
Current
Level of
Service
Proposed
Level of
Service &
Potential
Impact
Financial Analysis:
Description
Employee Expenses
Annualized
Amount
Strategic Priority #2 Values & Sustainable Services 2.2
Improve the City's approach to engaging and informing
2015 Amount citizens and stakeholders.
55,080
55,080
0
0
55,080
55,080
0
0
Revenue - Other
0
0
55,080
55,080
Other Expenses
Net Impact
FTE
0.5
Year 2015
0
0.5
Form #:S23
95
Years 2016
& Beyond
0
Total
0
City of Hamilton
Type of
Change
Division
Form #:S24
Emergency Medical and Communications
Service
HPS provides 165,606 hours of staffed transport ambulance coverage annually, an average of 454 hours per day.
The ambulance staffing level is dynamically adjusted to correspond to call demand which varies by hour of day.
Actual staffing levels range from a high of 23 ambulances between 14:00 and 19:00 hours to a low of 14
ambulances between 02:00 and 07:00. These staffed ambulances respond to an average of 180 calls per day
with an average task time of 1 hour and 42 minutes. This unit utilization rate for ambulances is significantly
higher than any of our peers.
Staffed transport ambulance increased hours by 15.8%, the equivalent of 72 staffed ambulance hours/day, adding
4 day shifts and 2 night shifts seven days/week. Capital need is 5 fully stocked and equipped ambulances,
inclusive of a spare vehicle to cover for maintenance, repairs and down time. The established replacement cycle
on ambulances is every 6 years (72 months). The addition of one supervisor to support supervision ratios and to
continue aggressively managing offload times at receiving hospitals. The 31 additional staffing (30 FT
paramedics & 1 FT Supervisor) will improve response availability. Operational planning will continue to create
a further reduction in the average time on task of 11 minutes from the present levels through enhanced
management of time at hospital. If successful this reduction in time on task, in combination with the increased
paramedic staffing, will reduce the unit utilization rate to approximately 0.50. While this is a significant
reduction from current levels, it remains higher than almost all of our peer comparators and is higher than the
utilization rate existent in 2005 as outlined in the 2007 IPS Review. Ongoing evaluation will continue to
determine the effect of the combined increase in transport ambulance hours on paramedic workload, frequency
and duration of Code Zero levels, and response time performance as compared to the 10 minute and 3 second
(10:03) benchmark for life threatening emergency responses 9 times out of 10 (90th percentile).
Current
Level of
Service
Proposed
Level of
Service &
Potential
Impact
Financial Analysis:
Description
Employee Expenses
Other Expenses
Annualized
Amount
3,229,140
341,815
3,570,955
(1,679,570)
Revenue - Other
Net Impact
FTE
Strategic Priority #2: Valued & Sustainable Services
We deliver high quality services that meet citizen needs and
2015 Amount expectations, in a cost effective and responsible manner.
2,163,524 technology and validate cost effectiveness and efficiencies
229,016
2,392,540
(1,125,310)
0
0
1,891,385
1,267,230
31.0
Year 2015
1,270,890
31.0
Form #:S24
96
Years 2016
& Beyond
Total
1,270,890
City of Hamilton
Type of
Change
Division
Form #:S25
Recreation
Recreation Program Delivery - Winona Recreation services
Service
2 nights a week (Tuesday and Thursday) from 6:00-9:00 pm at New Winona Public School, and also 2 nights a
week (Monday and Wednesday) from 5:00-9:00 pm at the Church in Fruitland
Current
Level of
Service
To increase Monday to Saturday programming at the newly purchased Old Winona School and to continue the 2
nights a week at the Church in Fruitland (Monday and Wednesday) 5:00-9:00 pm. Introducing day time
programming 2 days a week and increase currrent programs to 6 days a week. Increasing from just gym
programs to preschool programs and more adult fitness programs.
Proposed
Level of
Service &
Potential
Impact
Financial Analysis:
Strategic Priority #1: A prosperous & Heathly
Community
health and well-being of residents
Strategic Priority #2: Valued & Sustainable Services
Strategic Priority #3: Leadership & Governance
3.3 Improve employee engagement
Annualized
Amount
2015 Amount
139,700
81,490
0
0
139,700
81,490
0
0
Description
Employee Expenses
Other Expenses
Revenue - User Fees (registra
(20,000)
(11,670)
Net Impact
119,700
69,820
FTE
2.3
Year 2015
0
2.3
Form #:S25
97
Years 2016
& Beyond
0
Total
0
City of Hamilton
Type of
Change
Division
Form #:S26
Recreation
Recreation Program Delivery - Tim Hortons Field
Service
Currently recreation programs are not offered at Tim Hortons Field. Within the new facility there is a warm up
area and multi-purpose rooms that can be used for recreation, fitness and family programs. The recreation
programs to be offered will allow the residents of the precinct access to the stadium for community based
programs.
Current
Level of
Service
Recreation Program Delivery enhancement of staff will allow for the planning and delivery of various recreation
programs. The addition of a recreation coordinator, fitness instructor hours and skilled instructor hours will
allow for the delivery of a wide range of programs ( fitness programs, seniors programs, early years and
childrens programs).
Proposed
Level of
Service &
Potential
Impact
Financial Analysis:
Description
Employee Expenses
Other Expenses
Annualized
Amount
104,320
Strategic Priority # 2: Valued and Sustainable Services
We deliver high quality services that meet citizen needs
2015 Amount and expectations, in a cost effective and responsible
manner.
69,890
0
0
104,320
69,890
0
0
Revenue - Other
Net Impact
FTE
(20,000)
(13,400)
84,320
56,490
1.6
Year 2015
0
1.6
Form #:S26
98
Years 2016
& Beyond
0
Total
0
City of Hamilton
Type of
Change
Public Works
Department
Division
Form #:S27
Corporate Assets & Stratetic Planning
Service Profile: Facilities Management
Sub-Service: Stadium Operations
Service
Current Level
of Service
The former Ivor Wynne Stadium did not have a capital reserve to deal with capital renewal programs, such as turf
replacement, life cycle renewal of building components and renewal of appliances.
Staff is proposing a $300,000 contribution from the Stadium Annual Operating Budget to deal with future capital
needs.
Proposed
Level of
Service &
Potential
Impact
Financial Analysis:
Description
Annualized
Amount
2015 Amount
Employee Expenses
0
0
Other Expenses
300,000
300,000
300,000
300,000
0
0
Revenue - Other
0
0
300,000
300,000
Net Impact
FTE
0.0
Years 2016 &
Beyond
Year 2015
0
0.0
Form #:S27
99
0
Total
0
City of Hamilton
Type of
Change
Public Works - Tax
Department
Division
Form #:S28
Transit
Accessible Transportation Services - Service Manager
Service
$400,000 Pilot Project initiated in 2012
Current Level
of Service
Continue a two (2) year pilot project providing bus travel training for persons with developmental disabilities, as
directed by Council in Report PW11025 and the Information Update TRN1307a.
Expand Travel Training program by providing 200 graduates in 2015 and 2016. Requires approximately $175,000 in
additional annual net expenditures. 2015 and 2016 requirements of $175,000 are the Lawson Ministries Contractual
amount.
Proposed
Level of
Service &
Potential
Impact
Financial Analysis:
1.4 Improve the City's transportation system to continue
providing bus travel training for persons with
2015 Amount developmental disabilities
Description
Annualized
Amount
Employee Expenses
0
0
Other Expenses
175,000
175,000
175,000
175,000
0
0
Revenue - Other
0
0
175,000
175,000
Net Impact
FTE
0.0
Years 2016 &
Beyond
Year 2015
0
0.0
Form #:S28
100
0
Total
0
City of Hamilton
Type of
Change
PUBLIC WORKS
Department
Division
Form #:S29
OPERATIONS
Winter Control Program - Sidewalk Snow Clearing. To clear snow accumulations from sidewalks to provide safe
and passable conditions for the public.
Service
Winter Control staff in conjunction with contracted services clear City owned sidewalks along municipally owned
property, reverse frontage lots, Ward 12 in its entirety (on a user fee basis) and, on a charge back basis, sidewalks
Current Level adjacent to school properties owned by either the Public or Separate School Boards. In accordance with By-law No.
of Service 03-296, the afore-mentioned sidewalks are cleared within 24 hours of the cessation of a winter event.
Proposed
Level of
Service &
Potential
Impact
Presentation of Information Report (PW14098) to Public Works Committee on Sept. 2, 2014 resulted in Council
directing staff to investigate options for a City sidewalk snow clearing program.
Option 1 would include clearing all City sidewalks. This option provides for snow clearing activation at the
minimum accumulation of 5.0 cm but does NOT include the application of de-icing materials. The cost would require
funding of approx. $3.6M and could not be implemented prior to the 2015/16 Winter Season as the appropriate
sidewalk snow clearing equipment is currently not available nor have the quantities been determined. In order to
develop this program, additional funding is required to engage a consultant to prepare a detailed program based on an
assessment of the existing inventory, plough routing, staffing requirements and recommendations for program service
levels and a program delivery model. Estimated consulting costs are $50K.
Option 2 would include clearing all City sidewalks and the application of de-icing materials in an effort to achieve
bare pavement. As noted in Option 1, Option 2 could not be implemented prior to the 2015/16 season and would also
require the engagement of a consultant for routing, service level and program delivery model recommendations and
the availability of the appropriate sidewalk snow clearing equipment. The cost of Option 2 is approx. $5.5M plus
approx. $50K for consulting services.
Other Options i.e. selected sidewalk routing for priority clearing, may be identified in the above mentioned
consultant's report.
Financial Analysis:
Description
Annualized
Amount
Employee Expenses
0
0 technology and validate cost effectiveness and efficiencies
5,550,000
Other Expenses
5,550,000
5,550,000
5,550,000
0
0
Revenue - Other
0
0
5,550,000
5,550,000
Net Impact
FTE
TBD
Years 2016 &
Beyond
Year 2015
0
TBD
Form #:S29
101
0
Total
0
City of Hamilton
Type of
Change
PUBLIC WORKS
Department
Division
Form #:S30
OPERATIONS
Winter Control Program - The removal of snow windrows from sidewalk ramps at intersections that have been
created as a direct result of roadway plowing operations.
Service
Adjacent property owners are currently responsible for the removal of snow from sidewalk ramps. City forces clear
windrows in conjunction with sidewalks that are within the scope of normal sidewalk snow clearing i.e. school
Current Level
sidewalks, bus stops, city owned sidewalks.
of Service
Proposed
Level of
Service &
Potential
Impact
City staff would remove snow windrows at all sidewalk ramps at intersections City wide. It is estimated that there are
18,652 ramps and through pilot studies conducted during the past number of winter seasons, the cost to provide this
operation using hired equipment only, is approximately $1.4M. This service would not include the application of deicing material or any handwork. To include handwork and the application of materials the cost would increase to
$2.2M. These costs are based on an average plowing activation of 10 events per season. The afore-mentioned costs
do not take into consideration any costs associated with snow removal (if required) or standby equipment costs. A
consultant would be required to confirm inventory, develop specifcations on routing, contracted equipment needs,
contract type (standby or on-call), contract administration, in-house labour support, de-icing material requirements,
field supervision (quality assurance) and service level review at approximately $50K.
Financial Analysis:
Description
Annualized
Amount
Employee Expenses
0
0 technology and validate cost effectiveness and efficiencies
2,250,000
Other Expenses
2,250,000
2,250,000
2,250,000
0
0
Revenue - Other
0
0
2,250,000
2,250,000
Net Impact
FTE
TBD
Years 2016 &
Beyond
Year 2015
0
TBD
Form #:S30
102
0
Total
0
City of Hamilton
Type of
Change
Public_Works_Tax
Department
Division
Form #:S31
Corporate Assets and Strategic Planning
Acquisition of Hamilton-Wentworth District School Board (HWDSB) Surplus Land
Service
Current Level
of Service
General Issues Committee Report 14-016 Item 13(a) and 13(b)
Operating Costs for the following properties acquired were referred to the 2015 Budget process:
Proposed
Level of
Service &
Potential
Impact
Item 13(a) Operating costs in the amount of $40,000 for the proposed new facility to be located on the lands at 125
Rifle Range Road, Hamilton
Item 13(b) Operating costs in the amount of $98,000 for the proposed new facility to be located on the lands at 255
Winona Road, Hamilton
Financial Analysis:
Description
Annualized
Amount
Employee Expenses
0
0
Other Expenses
138,000
138,000
138,000
138,000
0
0
Revenue - Other
0
0
138,000
138,000
Net Impact
FTE
0.0
Years 2016 &
Beyond
Year 2015
0
0.0
Form #:S31
103
0
Total
0
City of Hamilton
Type of
Change
Public Works - Tax
Department
Division
Form #:S32
Transit
Binbrook TransCab
Service
$225,000 program approved in 2013 as a Pilot Project, funded from the Tax Stabilization Reserve. This pilot project
produces over 21 passenger trips per day. Service is provided on weekdays only between 5:20 am and 9:50 pm.
Current Level
Referred as a service enhancement (PW13058(a)).
of Service
Continue TransCab service to Binbrook on an ongoing basis after the pilot project concludes in June 2015. If
approved, the Binbrook urban village will be incorporated into the Urban Transit Area. This will allow costs for
Transit service (along with Recreation, Sidewalk and Streetlighting costs) to be recovered through the area-rated
property levies.
Proposed
Level of
Service &
Potential
Impact
Based on a $300,000 residential assessment, estimated tax increases would be $88 for Transit and $65 for
Recreation, Sidewalks and Street Lights. These estimates are subject to change based on 2015 updates.
Financial Analysis:
Description
Annualized
Amount
Employee Expenses
0
2015 Amount connections.
2.1 Implement porcesses to improve services, leverage
0 technologies and validate cost effectiveness and efficiencies
225,000
Other Expenses
225,000
225,000
225,000
0
0
Revenue - Other
0
0
225,000
225,000
Net Impact
FTE
0.0
Years 2016 &
Beyond
Year 2015
0
0.0
Form #:S32
104
0
Total
0
City of Hamilton
Type of
Change
Department
Division
Form #:S33
Arts
Arts Program, created within the City Enrichment Fund.
Service
Current Level
of Service
It is recommended the increased funding supports the recommendation of the Arts Advisory Commission report,
"Strategic Municpal Investment in the Arts" and the need to fund the category adequately.
Proposed
Level of
Service &
Potential
Impact
Financial Analysis:
Description
Annualized
Amount
Employee Expenses
0
Strategic, Priority #1 A Prosperous & Healthy Community:
1.5 Support the devleopment and implementation of
2015 Amount neighbourhod and City wise Strategiesthat will improve the
helath and well-being of residents.1.6 Enhance Overall
0 Sustainability (financial, economic, social and
environmental).
500,000
Other Expenses
500,000
500,000
500,000
0
0
Revenue - Other
0
0
500,000
500,000
Net Impact
FTE
0.0
Years 2016 &
Beyond
Year 2015
0
0.0
Form #:S33
105
0
Total
0
City of Hamilton
Type of
Change
Department
Division
Form #:S34
Communities, Culture & Heritage
Event Road Closure Services
Service
Current Level
of Service
Annual shortfall resulting from transitioned service costs to cash from Police Services for the special event programs
delivered in our community.
Seeking funding base to maintain same funding levels for 2015 and beyond as the shortfall was historically recovered
through reserves.
Proposed
Level of
Service &
Potential
Impact
Financial Analysis:
Description
Annualized
Amount
Employee Expenses
0
environmental).
64,000
Other Expenses
64,000
64,000
64,000
0
0
Revenue - Other
0
0
64,000
64,000
Net Impact
FTE
0.0
Years 2016 &
Beyond
Year 2015
0
0.0
Form #:S34
106
0
Total
0
City of Hamilton
Type of
Change
Department
Corporate Services
Division
Form #:S35
Information Technology - Website Hosting Services and Support
Service
Phase 1 of the redevelopment of the City's website will soon complete. In 2014, the City contracted a hosting and
support provider (Acquia Inc.) to host the preview of the new website. 2014 cost was covered by project's capital
budget. In 2015, the preview website goes into production replacing old website. This enhancement is to request
Current Level
funds to continue third-party, cloud-based hosting/support of the website.
of Service
Proposed
Level of
Service &
Potential
Impact
This enhancement will provide the City ongoing external hosting, hosting support and Drupal support of City website
for 2015. The use of a third-party external host has been recommended as the most cost-effective model for the City
that will meet our business needs (recommended by IBM and confirmed by IT, during the Web Technology
Assessment). The service provided by Acquia provides a full-scale development and production environment for the
City's website. The service has built in monitoring and support, which ensures security, scalability and availability of
the City's new website. Under the contract, the City can submit unlimited 24/7 technical support tickets, plus the City
receives a monthly block of 10 hours of expert Drupal advice and support. As a combined package costing $100,000
annually, this is more cost-effective and robust than acquiring hardware, software directly and acquiring qualified
staff resources for on-site support.
Financial Analysis:
Description
Employee Expenses
Annualized
Amount
2015 Amount
-
Other Expenses
100,000
100,000
100,000
100,000
Less: Revenues
- 0%
-
Net Impact
100,000
FTE
100,000
Year 2015
0.0
Years 2016 &
Beyond
Total
-
Form #:S35
107
City of Hamilton
Type of
Change
Department
Division
Form #:S36
Sports & Active Lifestyle
91st Highlanders Athletic Association Indoor Games
Service
Current Level
of Service
Historically funded from tax stabilization reserves, $32,500. Funds assist with the rent and event costs for the annual
games held in Hamilton, ON.
Seeking funding base to be included in the City Enrichment Fund, in the amount $32,500 to continue with the event
costs.
Proposed
Level of
Service &
Potential
Impact
Financial Analysis:
Description
Annualized
Amount
Employee Expenses
0
environmental).
32,500
Other Expenses
32,500
32,500
32,500
0
0
Revenue - Other
0
0
32,500
32,500
Net Impact
FTE
0.0
Years 2016 &
Beyond
Year 2015
0
0.0
Form #:S36
108
0
Total
0
City of Hamilton
Type of
Change
Department
Division
Form #:S37
Various
The former CCP program areas, now renamed as: Communities, Culture & Heritage; Community Services; Sports &
Active Lifesyles; Agriculture & Environment
Service
Current Level
of Service
Additional Funding request to fund the program areas adequately within the City of Hamilton; funding has not
materially increased in 15 years.
Proposed
Level of
Service &
Potential
Impact
Financial Analysis:
Description
Annualized
Amount
Employee Expenses
0
environmental).
250,000
Other Expenses
250,000
250,000
250,000
0
0
Revenue - Other
0
0
250,000
250,000
Net Impact
FTE
0.0
Years 2016 &
Beyond
Year 2015
0
0.0
Form #:S37
109
0
Total
0
2012 – 2015 STRATEGIC PLAN
Appendix 1-7
THE CITY OF HAMILTON
STRATEGIC PLAN 2012 – 2015
110
Appendix 1-7
OUR Vision
To be the best place in Canada to raise a child, promote innovation, engage citizens and
provide diverse economic opportunities.
111
Appendix 1-7
OUR Mission
OUR Values
WE provide quality public services that contribute to a healthy, safe
Accountability - WE are responsible for our actions, ensuring the
and prosperous community, in a sustainable manner.
efficient, cost-effective and sustainable use of public resources.
Cost Consciousness – WE must ensure that we are receiving value
for taxpayer dollars spent.
Equity - WE provide equitable access to municipal services and treat
all people fairly.
Excellence - WE provide municipal services through a commitment
to meeting and exceeding identified standards.
Honesty - WE are truthful and act with integrity.
Innovation - WE are a forward thinking organization that supports
continuous improvement and encourages creativity.
Leadership - WE motivate and inspire by demonstrating qualities
that foster effective decision making and promote success at all levels.
Respect - WE treat ourselves and others as we would like to be
treated.
Teamwork - WE work together toward common goals, through
cooperation and partnership.
112
3
OUR STRATEGIC PRIORITIES
STRATEGIC PRIORITY #1
A PROSPEROUS & HEALTHY COMMUNITY
WE enhance our image, economy and well-being by
demonstrating that Hamilton is a great place to live, work,
play and learn.
STRATEGIC OBJECTIVE
Strategic Actions
(i) Resolution of the Urban and Rural Official Plans appeal at the
Ontario Municipal Board (OMB)
(ii) Complete the new Comprehensive Zoning By-law for commercial and mixed use
nodes and corridors
(iii) Resolution of the Airport Employment Growth District (AEGD) Secondary Plan at the
Ontario Municipal Board (OMB) and undertake implementation of Phase I
(iv) Implement a Land Banking Program with strategic acquisitions
(v) Complete servicing and new road infrastructure at City’s Business Parks
(vi) Develop a Bayfront Industrial Secondary Plan/Redevelopment Strategy
(vii) Take substantive steps towards implementing the new Agricultural Action Plan, as part
of the overall Economic Development Strategy
4
113
Appendix 1-7
Appendix 1-7
STRATEGIC OBJECTIVE
STRATEGIC OBJECTIVE
1.2Continue to prioritize capital infrastructure projects to
1.3 Promote economic opportunities with a focus on Hamilton’s
downtown core, all downtown areas and waterfronts.
Strategic Actions
Strategic Actions
(i) Update the State of the Infrastructure Report (based on 2011 asset
(i) Expand urban renewal incentives to the six community downtown
areas
analysis)
(ii) Update ten year capital plan delivery prioritization (based on
(ii) Finalize a development and servicing strategy for the west harbour
recommendations from completed Recreation Facility Studies and
lands, with a particular focus on Piers 5, 6, 7 & 8 and the Barton/
updated State of the Infrastructure Report)
Tiffany area
(iii) Negotiate the early termination of land leases for Piers 7 & 8 with the
(iii) Development of Biosolids Management Plan and water quality
Hamilton Port Authority
upgrade plan for the Woodward Wastewater Treatment Plant
(iv) Final resolution and Ontario Municipal Board (OMB) approval of the
(iv) Completion of a Refined Staging of Development Program and
Setting Sail Secondary Plan
Wastewater Capacity Allocation Policy
(v) Ongoing implementation of strategies based on recommendations
(v) Completion of the Waterfront Master Recreation Official Plan
within the Storm Event Response Group (SERG) Study to address
Amendment and the implementation of the Zoning By-law and
flooding issues
financing strategy
(vi) Identify and implement high-priority actions to support the accelerated
revitalization of Hamilton’s Downtown core (vii) Complete implementation plan and financing strategy for Randle Reef
(viii)Complete Request for Proposal (RFP) and make decision on long
term future of HECFI
(ix) Initiate development in the West Harbourfront and Waterfront (this
includes the Bayfront Industrial area) and develop a commercial
business strategy for Confederation Park
(x) Finalize plans for the creation of the Downtown McMaster Health
Campus (MHC) including the consolidation of Public Health Services
114
5
Appendix 1-7
Strategic Objective
guide how the City of Hamilton will support the implementation of
1.4Improve the City’s transportation system to support
neighbourhood plans
multi-modal
mobility
and
encourage
(ii) Develop a strategy for acquiring land as a result of potential school
inter-regional
closures, to address existing parkland shortages and identified
connections.
outdoor recreation needs
(iii) Complete planning and feasibility studies for proposed facilities/
Strategic Actions
services in new Pan Am Stadium precinct, and develop a capital
(i) Complete the design and develop an implementation and financial
funding strategy
plan for the delivery of higher-order transportation and enhanced
transit service, including all-day GO Transit service and rapid transit
(iv) Develop a mental health and addiction services coordination strategy
(ii) Implement revised eligibility criteria for DARTS (to ensure compliance
between City of Hamilton and community partners to rationalize
existing services and improve access to care (e.g. CREMS, social
with AODA legislation)
navigator)
(iii) Develop an integrated, multi-modal, public transportation program,
including implementation of rapid transit, conventional transit,
(v) Develop and implement a maternal health strategy to decrease low
active transportation (e.g. pedestrian, cycling) and the associated
birth weight by targeting smoking, nutrition and access to primary
transportation demand management (TDM) plan
care
(iv) Develop a Land Use Strategy, Urban Design Guidelines and
(vi) Improve access to children and family services in collaboration with
implementation plans for the lands surrounding the James Street
community partners through the development and implementation
GO Station and along the A and B-line transit corridors
of a single access point initiative
(vii) In support of the Hamilton Roundtable for Poverty Reduction’s action
(v) Development of a strategy to enhance conventional transit service
plan develop a program to improve access to healthy food for those
levels within the A Line and B Line corridors
in greatest need
(viii)Continue to work with the Seniors Advisory Committee, Hamilton
Strategic Objective
1.5Support
the
development
and
implementation
Council on Aging and other community partners to develop an Age
of
Friendly Initiative for Hamilton
(ix) Develop a plan (with cost impacts) to prevent childhood obesity
(x) Development of a Comprehensive Rental Housing Licensing
Strategic Actions
Program - which incorporates the licensing of low density housing
(i) Complete the development of neighbourhood plans in selected
(semi/single detached housing with 8 units or less) and a proactive
priority neighbourhoods and complete a funding strategy to
6
by-law enforcement program.
115
Appendix 1-7
(xi) Implement a ten-year Housing and Homelessness Action Plan
with strategies to support:
•
Increasing the supply of affordable rental and ownership housing
•
Developing a plan to improve housing affordability and geared to
income that includes outlying communities in Hamilton with rising
poverty issues
•
Providing individualized supports to facilitate housing retention
and ownership
•
Providing quality, safe and suitable housing options
Strategic Objective
social and environmental
Strategic Actions
(i) Development of an Environmental Roundtable that, through
collaborative efforts with community partners, would highlight
accomplishments and address issues related to environmental
sustainability
(ii) Development of a Community-based Climate Change Action Plan
(iii) Develop and confirm a community vision that will form the basis
for future strategic plans, re-visiting the role of Vision 2020 and
looking towards overall Sustainability (financial, economic, social
and environmental)
116
7
Appendix 1-7
VALUED & SUSTAINABLE SERVICES
WE deliver high quality services that meet citizen needs and expectations,
in a cost effective and responsible manner.
Strategic Objective
2.1Implement processes to improve services, leverage
technology
and
validate
cost
effectiveness
and
efficiencies across the Corporation.
Strategic Actions
(i) Complete a Service Delivery Review, establishing performance
measures and identification of recommended service levels
(ii) Develop and implement a redeveloped website and associated
management plan to provide more on-line transactions
(iii) Implement the call handling review recommendations
(iv) Develop an Information Services governance model and identify
areas for improvement, consolidation and savings
(v) Review the feasibility regarding the implementation of an Employee
Suggestion Program for the City of Hamilton
(vi) Develop and implement a Financial Sustainability Plan
(vii) Implement a Value for Money performance audit program
(viii) Develop a Corporate template for Departmental business plans,
aligning to the 2012 – 2015 Strategic Plan and future budgets
8
117
Appendix 1-7
Strategic Objective
2.2 Improve the City’s approach to engaging and informing
citizens and stakeholders.
Strategic Actions
(i) Establish a policy and begin to implement a coordinated citizen and
stakeholder engagement program
(ii) Develop a community and corporate engagement plan for key initiatives
(includes Infrastructure Services, Human Services Plan, Community
Visioning & Strategic Planning)
(iii) Develop and implement an Open Data strategy
Strategic Objective
2.3 Enhance customer service satisfaction.
Strategic Actions
(i) Complete the Open for Business review including the development of
metrics/indicators for evaluation purposes, implement recommendations
including enhanced support to the City’s One Stop Business Centre
(ii) Create an online system for the digital submission of applications and
permits
118
9
Appendix 1-7
LEADERSHIP & GOVERNANCE
WE work together to ensure we are a government that is respectful towards each other and that the community has confidence and trust in.
Strategic Objective
Strategic Objective
3.1 Engage in a range of inter-governmental relations
3.2 Build organizational capacity to ensure the City has
(IGR) work that will advance partnerships and projects
a skilled workforce that is capable and enabled to
that benefit the City of Hamilton.
deliver its business objectives.
Strategic Actions
Strategic Actions
(i) Develop an intergovernmental relations strategy to promote
(i) Implement a workforce management strategy which includes:
City priorities
(ii) Adopt infrastructure, transportation, housing, downloading
and AODA as initial priority areas relative to intergovernmental
relations advocacy, funding priorities and grant programs
• A profile of the current workforce, including early retirements
• A forecast of workforce supply and skill demands
• Development of a succession planning program for
leadership
(iii) Develop and maintain a list of priority and “shovel-ready”
projects, across all Departments, in order to more efficiently
present opportunities for collaboration with other levels of
and critical need positions
• Developing a leadership and management development
plan
government
• Developing an attraction and retention strategy that fosters a
diverse and inclusive workforce
(ii) Revise the existing performance management system and
implement across organization
10
119
Appendix 1-7
Strategic Objective
3.3 Improve employee engagement
Strategic Actions
(i) Develop and implement an internal communication strategy
(ii) Enhance the Corporate Employee Recognition Program
(iii) Implement the Healthy Workplace Strategy
Strategic Objective
3.4 Enhance opportunities for administrative and operational
efficiencies
Strategic Action
(i) Leverage technology to streamline workflow processes, enable
better workforce management, and assist in management decision
making through:
• Position Management
• Automated Workflow & Approvals & Employee & Manager Self-Service
• Time, Attendance & Scheduling Technology (KRONOS)
(ii) Implement the Employee Attendance Management Action Plan to
decrease absenteeism
120
11
Appendix 1-7
For more information please visit www.hamilton.ca/strategicplan
121

Operating Budget - City of Hamilton

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