About : standard furniture measurements 1952
Title : standard furniture measurements 1952
standard furniture measurements 1952
good afternoon, everybody.welcome to the budget committee on november 17th.i have regrets from councillor elgar who is attending the niagara escarpment commissionon behalf of the council. do we have any declarations of pecuniary interest?seeing none, very good. any member of the public wishing to speakfurther regarding an issue on the 2017 budget committee today may appear before councilon december 12th, 2016 at 7 p.m. when the recommendations from this meeting will goforward for final consideration. if you wish to speak, please sign the sheetat the back of the room or notify the clerk's department no later than noon on the day ofthe meeting.
any powerpoint presentation must be forwardedto the clerk's department no later than noon on the day of the meeting.we have before us a fairly full agenda of reports.we have a report from our staff going through each of the areas of the town and gord lalonde,i believe you're the one leading us off today. //thank you very much.it's my pleasure to present corporate services to you today.i will be covering off political governance, human resources, financial services, legalservices, information services, and facilities and construction management.we have done a reorganization in the last year, and by law enforcement has moved fromcorporate services to community and development.
it was too late for us to adjust our financialreporting systems, so you will see some elements of that department in my notes, and commissionerclohecy will cover off pieces of it as well. 2016 was a very busy year.we concluded our second byelection of the term.we concluded two collective agreements, one for cupe 1329 and one for cupe 136 and wehad a clean audit as usual. the acquisition of the legacy hospital sitehas turned out to be a much more significant undertaking than any of us would have originallyestimated, and our stabilization reserves at the end of 2016 are in good shape and withinthe gfoa's recommended best practices. i'll be talking about this a little bit morelater on because it's in two phases.
but we have almost concluded stage one ofthe strategic asset management plan. this is for three asset classes.we've concluded it for or we are concluding it for land improvement, road networks andenvironment networks. we're going to be starting on page 2 nextyear when we will cover off building fleet, equipment, and communications and technology.these are legislated requirements that we have undertaken over the past year and willcontinue into next year partly to prepare us to apply for funding from the provincialgovernment which requires that you have an asset management strategy.we put two new major systems in place. the its or intelligent transit system; andthe library catalogue was automated or redeployed
this year.i'll be talking a little bit more about rfid later on in my presentation.we are using a new approach to the development of the new oakville arena and the relocationof firehall 3. ipd is a system that was originally developedto try and avoid litigation at the end of large construction projects.it was it has been useful fairly extensively in the u.s., not so much in canada, althoughthere have been some fairly significant programs done with it.we travelled to st. jerome's to investigate how they were using ipd and they concludeda $40 million student residence budget and on time.and now we have become the centre of attention
across canada for municipal ipd projects.we're being watched and questioned fairly closely about the techniques we're using,which so far has been quite positive and successful for the most part.you'll be aware that we just recently concluded our ward boundary review and have submittedour recommendations to council. that was i guess approved at council on mondaynight. and our by law search engine is much morethan just replacement of old technology. the by law search engine was deployed on 25year old technology. it was on its last legs.we had to replace it. and in replacing it, we decided to do somethinga little bit new and different.
so what i presented to you here is an exampleit's by law number 22. you can see that it was passed in decemberof 1857 and it was to build a lock up. and the reason that i chose that is becausethey extended the funding over three years to build the lock up, $1,200, $400 a year.the first by law that was passed by the town of oakville was on july 9th, 1857.that was to provide a fund for education. the second by law passed on july 27th, 1857,was to prohibit public bathing in view of private residences.since been repealed. and the third by law was to provide for thesale of spiritous liquids. that was passed on july 27th, 1857.and i think there's kind of a nice symmetry
to those by laws.they went a couple of months and then they passed a by law to build a jail.this graph is probably our commission's major key performance outcome.what we're doing in this slide is we're measuring our performance against the corporation asa whole. i think it's a fairly important comparisonbecause in corporate services it's fairly important for us to be vigilant that our costsare not increasing against the overall corporation. so you can see that our relationship withthe corporation is fairly flat. we are a fairly steady percentage of organizationalexpenses. and i'll come back to this later on.if you go through the detailed slides and
try and compare these percentages to someof the detailed pie charts later on, it won't match precisely because we backed some ofthe costs out, such as transfers to reserves and things, so that we can make a more accuratecomparison. so it doesn't quite match but it is in accordancewith our kpi standard gathering system. i have picked a smattering of key performanceindicators. as i said, the first one is the most importantto us. but some other ones are meetings held in opensession, and this is this has declined over the last year because of two closed sessionsfor solicitor/client privilege. and important up and coming one well, youcan see our leads program is our training
program.they are well received by the organization and we seem to be generating a feeling thatpeople are learning things when they go to these courses.the full life of assets, this will become more important as we move into our asset managementstrategy. what we are trying to do there is maximizethe use of assets to 100% of their lives. there's many reasons why you would take anasset out of service before it reaches its end of life but our goal is to try and increasethat number every year. and if we are successful when i come backnext year, you will see that number climbing from 77.9 to something over 80%, i hope.we had a clean audit as usual.
and while our network availability seems tobe stalled, it's because we have been making our measures more stringent as we have movedforward. so if we use the same measures as last year,we would have climbed a little bit but we're making them more stringent.i think we're stabilized now and we will carry on with those.our key initiatives for next year, for 2017 will be the completion of phase i of the strategicasset management system and we will be kicking off stage 2.this will be a major milestone in moving the organization towards decision making basedon data, priority and risk of assets. this will initiate a full life asset replacementstrategy and life cycle maintenance within
a corporate framework.this is a very, very important program. the dc background study will involve extensiveamounts of coordination and integration with several departments, and as we mentioned atthe kickoff meeting we'll be coming back to council several times throughout the year.the preparation of the 2018 budget and related forecast promises to be very challenging.as our cao mentioned in his opening remarks, i don't think we're going to find an easyroute to the target. we're going to have to work hard to get there.we will be replacing end of life software, our crm, customer relationship managementsystem, is already underway. we're evaluating replacements for the systemthat we have.
our recreation systems are being studied rightnow and i'll come back to that towards the end.major systems changes like this are significant for the information systems department becausethey have to lead the charge in putting them in, but they also affect the whole corporationand business processes usually change when you put in a new system.clerks will be launching a new electronics agenda management system.that system is at its end of life and this will come as no surprise but we are improvingour mobile presence with a product called diligent boards, which will be coming onlineearly in january. and i think some of you have signed up totry the test case out.
oops, sorry.carrying on with 2017 key objectives, our legal department will be busy with the glenabbey file, with the general electric sit and with simgym (phonetic) file.human resources is in the process of implementing and attendance report system.this will be partly supported by a new electronic employee self service system which will allowus to book online leave requests, vacation requests and so on.a fairly new development well, not a new development but a development worth watching is our cashin lieu calculation also often now making their way into omb appeals.that will put an additional burden on realty services and the legal department.the trafalgar park revitalization which is
basically the rebuilding of the oakville arenaand the move of firehall 3 from its current site over to the corner of kerr and rebeccastreet, will be a significant challenge. both of these are that will be going on atthe same time as we're doing the demolition for oakville trafalgar memorial hospital,which is also quite a massive project. and those two projects together are goingto strain the capacity of our facilities and construction management.the establishment of the municipal development corporation will be going forward next yearalong with the initiation of sales of parts of the public works site.and we are launching a town people plan which is a human resource plan which will be lookingat managing the capacity and effectiveness
of the organization, developing organizationalcapacity and engagement, and leadership development. this is a slide that depicts our gross operatingbudget versus our net operating budget. our gross costs were offset by licencing feesand some fees related to taxes. but by and large our commission is not veryable to offset expenses with revenues. most of the services we provide are to theother departments of the town. our gross operating budget broken down byexpense you can see that our expenses are based in personal services which account forabout 71% of our budget. the rest is really very small by comparison.in here you can see the breakdown of the departments by gross and by net operating costs.and our information systems is our largest
operating cost, followed by financial servicesand then sort of spread fairly evenly across increasingly diminishing cost areas.this slide represents the raw increases supported by the tax levy.the largest increase is in information services. nancy mentioned this in her opening remarks.and this is mainly due to software maintenance and softwares service.these costs are increasing by some cases in as much as 30%.the softwares of service increase cost is because you have to pay for it on a monthlyearned annual basis. you can't buy a package and decide to notjust update it. when you purchase a business service you haveto pay an ongoing subscription fee.
the largest increase was actually in regulatoryservices but because it's such a small department, a modest increase makes it look like it'sreally going up a lot. this slide details what the cost drivers arefor us. but i would like to go back and draw yourattention to the way our costs map against the corporation.so in the previous slide, those are the raw numbers.so 3.58, 3.62 million, and so on. and you can do the arithmetic and see whatthe changes are. in this one i want to take a slightly differentapproach and talk about how our departments are mapping up against the corporation asa whole.
so political governance, if you map it againstthe corporation and i might add these are all included in your budget book, so if youturn to the tab for the relevant area and you turn to the kpi cell documented in there,political governance actually decreased when compared to the rest of the corporation.it covers the mayor and council and secretary, council and committee services, elections,print and mail services. and the major drivers to change in this areaare when we have an election. the election costs are smoothed out becausein the years that we do not have elections we deposit money in a reserve.and in the years when we do have an election, we take money out of the reserve so that itdoesn't make a big hit on our tax levy.
but we're not expecting an election next year,so costs are pretty stable. when compared with the corporation, the isbudget which you can see in raw numbers in the last slide is increased by about $800,000,had a budget increase of about .2% against the corporation and a full time increase atabout .2%. so information system is growing faster thanthe corporation. the major drivers of change here, as i said,were mainly regarding software and softwares service.but i would like to point out to you, as i have in other years, the philosophy we followedin the corporation is to map all of the is costs and expenses into the is department.so in some areas you would see those dispersed
throughout the operating units.our feeling is it's much better and much cleaner to track them all in one place.so those costs all roll back into is. so if we upgrade in class and the maintenancefees go up because we've upgraded class, that's reflected in the information system's budget.financial services, ongoing efficiencies have helped to avoid increases in staffing costs,as the corporation has grown. we did a budget book this year.it's automated for the first time. it's cut down on a lot of the time we putinto making that budget book which is still a very significant experience.we have a .1% increase against the corporate budget that's in budget, and that's matchedby a .1% decrease in our full time equivalency
complement.the operating budget for fcm has remained stable against the overall corporation forboth budgets and ftes. the legal budget has not changed at all againstthe corporation, although the number of ftes in legal has increased by .1, and this ismainly due to conversion of part time staff to full time staff.and regulatory services, as i said earlier, they had the largest percentage increase butwhen you measure them against the overall corporation, they have actually gone downa little bit. that's the problem with sending your slidesin a little bit early. i had removed internet voting and ranked ballotafter last council meeting, so she shouldn't
be there.but if we were going to go down that path, that would have been a complex challenge.so our complex challenges are increasing complexity. we've got increasingly complex legal files,increasingly complex transactions. and i have put in the new ward and councillorsbecause next year we will be in full swing in election preparation.that will main changes to the voting lists and selections of new voting locations andso on. so our extra ward will mean some added complexityto the election process. under fiscal pressures, i have listed operatingcosts for new facilities. so as we build new facilities such as thesoutheast community centre, they will need
to be staffed and council's guidelines onthis are very clear. so we will be working hard to bring next year'sbudget in within the guidelines of inflation that we have received.strategic asset management policy, we'll change the way we look at how to replace our assets.we don't know what the outcome of that will be at this point.but it will be a data based outcome. we will have analytic decision making to helpus with that. and the dc background study is going to becomplicated. under "new approaches" i listed the town peopleplan. that will be our new hr strategic plan whichis being initiated with our attendance management
our attendance support program.there are a number of end of life systems coming up.it really is a something that's well beyond our control but it's a significant issue tohave things like a class the crm, our reporting system all come to end of life in the sameyear. and we will be dealing with that.and we have the impending digital strategy, which we will be bringing back to councilin the new year. but we'll also change the way that we approachour projects and project development. key drivers of the capital budget i'm intothe capital budget now. key drivers will be development charges backgroundstudies, a replacement of end of life systems.
i have already mentioned the customer relationshipmanagement and the recreational system such as ils, its, and the library we're puttingin rfid. there are a lot of efficiencies coming throughthe systems at this point. here, i'm presenting to you the 2017 capitalplan for corporate initiatives. the corporate initiatives that we'll be undertakingis the oakville trafalgar memorial hospital. fcm has conducted various studies includingpreparation of contract documents for demolition. demolition is scheduled to start in 2015 andmay take 8 to 12 months depending on the methods of construction.the second project listed here is the southeast community centre.and the third project, the town's current
crm has advised that it will be discontinuingsupport, so we will be implementing a replacement in 2017 for service oakville and its partnerdivisions. i have already talked about the asset management.the digital strategy has been deferred by council.so in accordance with that, we will not be taking any funds from that capital budgetuntil it's approved by council or when and if it is approved by council.i go to the next slide. the 2017 to 2026 this is the 10 year capitalplan, and most of these projects are spread over morethan one year. so you'll see them next year, and if theycontinue on to 2018 and so on, the numbers
increase.corporate services, the major projects are town hall accommodation.renovations are designed to extend the town's space, or extend the number of people thatwe can put into the town space and maximize usability.next year we're going to be moving staff out of the portable and using the portable inpreparation for the election. the second project is the replacement of siteworks at town facilities including walkways, driveways, parking lots and other elementsthat are at end of life. the third is hardware evergreening.and hardware evergreening, it's used to upgrade infrastructure such as pcs, telephones andprinters.
pcs are upgraded every 5 to 6 years.this is up quite a bit. originally replaced every 3 or 4 years, butthe, quality of the technology has improved. we replace about 200 machines a year fromthe pc fleet. printers and monitors last about 7 years,telephones about 10 years. and so on.so that's a cycle that we replace those things in.energy management of large buildings is used to perform energy management retrofits totown buildings with a focus on projects with a short payback.so when we improve a heater or air conditioner, we expect that there will be enough energysavings to recoup that expense at some point.
as i mentioned already, the town crm systemis at the end of life. the continuation of document management, inthe corporate document management, this is a very large program that is just kind ofmoving along. so i thought i would give an example, in 2016,information systems started working with the building services department to scan all paperbased street files into amanda. and they'll be stored there as file attachments.so it will mean easier access for people and a reduction of storage space.if the digital strategy is approved, one of the further steps we would take with thatis to make it available through the web, which would help us to reduce the some 800 or sofreedom of information requests that come
into the building department to display thesestreet files. so we would put them online and ultimatelyyou would be able to look up your own files instead of having to create an foi request,which we think would bring substantial savings all around.and the last project is to extend the town's fiber network.for about 25 years, is and traffic have been sharing fiber cables.so whenever we put in a set of traffic lights and run digital cable to that, some of thosefibers are used by traffic and some of them have been used by information systems.and this, i think, has been a very strategic program.as i said, 25 years in the making.
but what that means is we do not have to paynetwork charges to companies like cogeco or rogers to connect our buildings.they're connected over our private fiber. so connecting buildings is tens of thousandsof dollars a month and we do it on the back of the fiber that we have been installingover the last 25 years or so. and not only are we saving money but we havevery, very enhanced service to these facilities. much better than you would experience in mostother locations. so that's the last of those projects.this gives it within a 10 year context but it's all pretty much the same, as i said.there's little to be gained by presenting each of these in detail.and i did promise to answer the question on
shared is services.so this is a more complete list than i could come up with off the top of my head the otherday. so microsoft licencing software and support,oracle, rogers mobility, pcs, monitors and laptops.and servers, network and wireless components all come in under provincial purchases.so we piggyback on the back of the province, as do many other municipalities.and an example of the benefit here is if you buy a rogers phone contract as a public person,you probably pay about 80 bucks a month for it.the best we could do when we were doing our own negotiation is we got that down to about65 bucks.
and then when we tied in with the provincialpurchasing initiative, the price dropped to $20.25 per phone.so these have really significant benefits to us, and we evaluate them very carefullyagainst what can we do for ourselves. because in spite of those order of magnitudeimprovements, sometimes we can do better. the next five, the public purchasing of bonfire,printer toner, long distance charges, the gis ortho photo, the project management software,eclipse, those were all covered off through the halton purchasing agreement.so the municipalities of halton have a joint buying group and we can do much better bypurchasing as five municipalities as opposed to purchasing as four municipalities.the fire dispatch software, that was initiated
probably about 10 or 12 years ago might evenbe 15 where we joined the dispatch units for burlington fire with the town of oakvilleand we have evaluated that several times over the years to make sure that we continue toenjoy less costs for software infrastructure than if we did it ourselves.and that's proved itself repeatedly. and then just a little bit more detail, oakville,the is and recreation department recreation culture departments are participating withmississauga, london, toronto, brampton, burlington and hamilton in evaluating new recreationand culture registration systems. so there are a few more but they're sort ofmore of the same. so that's what is doing to amalgamate itsefforts.
and that concludes my presentation.and i would be happy to answer any questions. //the chair:i've got a set of questions fromcouncillor robinson to start. //thank you, mr. chair.mr. lalonde, what will a dc background study look like?and what will it do for us? //well, the development charges by law iswhat we charge developers as an (indiscernible) to develop in the town.that's based on a is set of rigorous studies that project what magnitude and what studiesdo we need. what kind of fire facilities do we need asthe town grows out north oakville. as the town gross in north oakville, whatadditional facilities, library facilities
do we need?what additional roads? transportation will be a very, very importantpart of this study. so all of those things come together and thenwe take forward a dc by law which will be coming forward as a by law in 2018.but all the preparatory work is based on all of these master planning initiatives.and that's the evidence that we use to substantiate the dc study that we make public and eventuallyturn into a by law. it's heavily tested.we will be working with the development community. and in many cases the development communitylitigates it. so by the time we get through the processit's a very thoroughly tested set of numbers
that reflect the reality of what's going tohappen in the next //is the community other than the developmentcommunity entitled to be involved? //well, it's a fairly public process.so we do bring those reports to council. there's a subcommittee of council that hasbeen established. and that can be attended by whoever whoevercares to attend it. the processes themselves, studies themselvesare generally highly technical and they involve initiating something and then waiting forit to come back and then we would present it to council.//how long does this take? //it's going to take us at least the fullyear.
i imagine we'll still be working on it inearly 2018 in preparation for presentation, i think, in march.in march of 2018. //okay.thanks. //the chair:other members of committee?very good. councillor lishchyna?//thank you, commissioner. so you had indicated that the oakville arenais going through the integrated project delivery system and then for the corporate initiative,you indicated about the southeast community centre, the design about the 1.2 million,is that also going to be an ipd project? so is that starting out with it or is thatgoing to join in after?
//we anticipate that it will be done by ipd.the ipd model is a really interesting model. what it does is it causes all of the participantsin the process to come together. so in a typical construction project you wouldtake your drawings to the or you would take your plan the architect would draw up theplans. that would be concluded.then you would get a general contractor and you would go through that process and thenyou would hire in trades and subtrades as the project progresses.the problem is that every time so, for example, let's say you have had the drywaller in andthe drywaller comes in and dry walls the building, and then you realize, uh oh, there's somethingwrong with the air conditioning.
so what has to happen is the drywall has tocome down, the air conditioning has to get fixed and then the drywall has to get backup. and you get beat up by change orders.the way the ipd model works is everybody agrees on the model.so a large part of it is subcontractors and the general contractor and the architect secondguessing all of the planning and saying: you can't do it this way because i have to dothis for my particular part. by the end of the validation phase, you willhave a very solid estimate of what the costs of the project will be.and then those costs we know the profit that the subs are going to take out of that.and if there are change orders or if there
are cost overruns, that comes out of the profit.so the amount that we are budgeting is a final number.and the second part of it is that we assume, we believe, that the budgeted number is muchbetter than we could have got in the other system.change orders can often account for significant overruns in projects.so as i said, we think that the project has gone pretty well.it's been a learning experience. we do have areas where we can improve andget better. but overall and by and large, i would sayit's worked out very well for the oakville arena and the fire station and we anticipatestarting the ot the south central community
centre using the same system.//so the amount of 1.2, is that already part of that?the ipd or getting everybody together? //yes, that's starting the process.//very good. thank you.//it's a longer run up to the project when you do it by ipd.//the chair:okay. councillor chisholm?//thank you, councillor. my ears perked up, commissioner lalonde, whenyou talked about the oakville memorial hospital deconstruction or demolition at $7.6 million.that seems exorbitantly high for a demolition. could you comment on that?//it's a very big building.
i hesitate to say how big it is.i keep on mixing up my numbers. the building, though, is extensive.it's three storeys. it will have a significant hazardous materialremoval approach because it was built in the 1950s.there's elements of machinery in the machine room of oakville memorial hospital that i'mpretty sure were built in 1952 that they were never able to take out because they got crammedin too tightly. there's millions of cubic feet of concretethat have to be taken out. there's millions of cubic feet of fill thathave to be put back in. so yes, it is a very large amount but i believethose estimates are what it will cost to take
down a building of that magnitude.//thanks, commissioner. just one other question and maybe staff cananswer to this one: the key drivers and i'm familiar with this way back when, with therecreation registration system which i think it's still called iris.however we're looking at a new provider. is that a total changeover now in how we dobusiness today? //too early to say.we're evaluating all solutions. a class software was sold to a company calledactive about ten years ago. active sort of had a different business modelthan class. the municipalities, the large municipalitieswere content with class in the early days
and then became more discontent.the active model followed sort of a smaller organizational model.so it would be used by high schools and communities and so on.so active has recently made it clear to us that they want to change their model to becomemore attractive to municipalities again. and we are evaluating that option againstall the other options. so i can't rule them out or rule them in.but they are playing. //thank you, commissioner.thank you, councillor adams. //the chair:councillor lishchyna again?//one more quick question. regarding stabilization reserves, the 21%for 2016, is that a good number?
i mean, what number i guess we could go//i'm going to get nancy to answer that because she's going to tell you about so many monthsof //okay, so thank you.i appreciate that. //through you, mr. chair, 21% is a very goodnumber, gfoa, government finance officers, recommend about 2 months or 17% of gross expenditures.we're exceeding that. that's a good thing.it gives us that cushion we need for severe events or anything that might arise.//the chair:any others? i have a couple of questions i will bringup. one question that was brought up earlier:could staff report on the cost of the let's
talk oakville newsletters and could staffreport on the cost of the civic track licence that are within the council budgets?//sure. absolutely.//the chair:and i suspect there might be an interest in providing alternatives to those,whether to keep 'em, not keep 'em, or do something else with them.//we'll be bringing a report forward with a number of appendices shortly and we'll includethat in there. //the chair:thank you.so within it's not just your section, your commission this is for all the commissionsbut it's an hr question: could staff provide a summary report on the salary and benefitschanges that are happening across the organization
so we have multiple unions involved and wehave non union staff as well. could staff identify where we stand with eachof those categories of stuff? //sure, we could make a chart up that wouldlay out the different groupings and the //the chair:and where we're able, to indicatewhere we'll be going with those groups over the next couple of years?//yes, sure. //the chair:depending on where we are withthem, because each group is a different group. //there are a couple of union like, the firecontract we still haven't got a final word on that, so we won't be able to include thatin. but we do have some base lines that we know.and transit is coming up for renegotiation,
i think in 2018.somebody said yes, so 2018. but cupe are we've got a number of years,almost three years still to go on those. so we can do that.//the chair:thank you. there was a question about fte and our staffinglevels. we have in the in appendix 1, we have theschedule full time equivalent complement. could staff clearly identify what the actualnumber of employees are, and how they add up?because we've got, for example the first page identifies full time restated and then parttime restated and then totals. //i'm thinking we could give you the numberof t 4s that we provide so we know how many
full time people there are.and then the part time people get converted into ftes.so sometimes it's two people. sometimes it's three.that's what you're getting at? //the chair:yes.yes, there's a question about that. but there's also a i think there's some confusionabout which numbers are we've got a full time restated number of 1193 in one place and thenwe've got a restated continuous full time positions of 1192 on the next page, for example.so there's a little bit of definitional question. and maybe it's just a question of: can wehave a glossary of termination? //we'll clarify that.of terms?
//we'll clarify that.//the chair:thank you. on appendix 2, the schedule of projected outstandingdebt to principle that we have, could staff separate out the led project from the roadslist? //yes, we can.i thought there was a slide on that in there. led.//the chair:on page 337 of the book we have the projected outstanding debt principle andwe have buried in the roads category the led project.can we separate out the led project so that we can view it as its own category?//sure. //the chair:because it's being i'll call itinternally financed through the savings, i
think it's important to be able to have thatdiscussion. that's all i have for you right now.//thank you. //the chair:any other questions?very good. then i think we're on to commissioner bell?no, commissioner clohecy. thank you.//good afternoon. i am pleased to present the community developmentcommission presentation for the 2017 budget. you'll see on this slide the programs thatare within the community development commission. as commissioner lalonde had indicated, withthe recent switch of municipal enforcement, it does not actually show as one of the programswithin the commission.
it is included in the regulatory componentwhich i think commissioner lalonde has spoken to.so i won't speak to any of the financial information or the financial components of the municipalenforcement. i will, though, speak to the initiatives,particularly in 2017. so in terms of the accomplishments in 2016we had begun the official plan review in 2016 and most prominently are highlight the threeof those studies which are ongoing. the urban structure report which has justgone through some public meetings through this week and next week and has been the subjectof a background subject at the "livable oakville" subcommittee.which identifies how much commercial lands
we need in the future and what should be thepolicies around those two uses. a background study has just been completedby the consultant which will in part begin to shape and form our policies going forwardon those particular areas. we have also been doing a fair amount of consultationaround the main street areas. that's the downtown, kerr street, and thebronte area. in the spring of 2016 we had done some consultationfor these areas and we hope to bring back to the "livable oakville" subcommittee thedirections we're going to be recommending based on that consultation.we have also spent a fair amount of time defending "livable oakville" over 2016.we hope by 2017 that will have finished.
this is in relation to the inzone."livable oakville" is a plan that is already in place but the implementing components ofit are threw through the zoning by law. out of the 80 appeals we began with, i thinkwe have about 21 appeals left and those will be sorted out through 2017.we expect them to be finished. on the environmental side, we have a stormwatermaster plan. it has been ongoing throughout 2016.we expect it to come forward to you in about april of 2017 so it's nearing completion.there was a public meeting held on that, i think it was in june of 2016.and of course the private tree by law in coordination with parks and open space and developmentengineering, that was brought forward to council
actually fairly recently.the climate change strategy reached milestone 5.we are one of two communities throughout canada who has reached that milestone.so we're certainly leaders on the climate change front.and we have been recognized by that with (indiscernible). the health protection air quality by law hasbeen in place for quite sometime and that whole focus of that by law was to implementovertime. and we have just finished i think there'sone i know there's one major emitter that's left.they are still doing some work and we hope that that work will be finished in 2017 sothat we will have all of our companies in
compliance with our health protection airquality by law. the health oriented mixed use node is quitean exciting project. it's the 30 acres that are to the east ofthe hospital site. the council approved parameters that wouldguide how that development project would go forward.and we've just recently received a resubmission from the applicant based on the parametersthat council had set out and approved. i think it was in the spring.on the cultural side we have the downtown cultural hub.not a lot happened in 2016 on the downtown cultural hub.we have been doing a fair amount of work with
the polero (phonetic) survey trying to understandwhat is the community as a whole the whole town's point of view on the cultural hub.that report will be coming forward. you have a report on november the 1st andhas been deferred to november 28th on the downtown cultural hub, setting out what thenext phase is, and the next steps under that process.the last thing that i will mention is the cultural heritage landscape review.201, the very early part, you saw the phase i of the study come forward.we have been working through those 8 priority properties that were identified in that firstphase to determine how should we treat them in terms of their cultural heritage attributes.so i have these lists of 2016 accomplishments.
in terms of our outstanding services to ourresidents there have been a number of pieces that we have moved forward.not all in place but they should be in the early part of 2017.the single permit solution is putting together a group of permits that deal with what happenswhen you do a project. these would have been permits that would havebeen through site alteration. there could be some parks and open space permits.there could be some temporary parking permits. all of them associated with the development,we're combining them all into one single permit. you can use online services.you'll be able to track that application as it moves through the process.so it certainly should streamline the process
and provide much better service to our residents.our online information enhancements we've continued to make.last year we had brought in mapping that showed that you could research the building permits,committee of adjustment permits. the piece that we've done this year is onthe coyote if you haven't looked at that, it's quite an interesting tracking of thecoyote activity. so we'll continue in 2017 to make quite afew improvements. site alteration permits you'll see come onlineas well. as well as other permit activities.the temporary on street parking permits was a much easier way for the public to get atemporary onsite on street permit.
it's all online.it's much easier to use and i think we've gotten fairly favourable response from theimplementation of that online service. in terms of good governance, the traffic calmingprogram was adopted by council. and there is some further information in mypresentation on that because many much of that was referred to the budget committee.the college park area transportation study was completed.and many of the projects that came out of that, you now see throughout the 10 year capitalplan. and of course the lakeshore road and 16 milecreek bridge relax project has been a major initiative.the engineering work will be done and moving
into construction in 2017.council had already endorsed the municipal enforcement strategy which moves us from thecurrent program that we have. in 2017 it would move us into an after hourscall service. and then by 2019 into a 24/7 enforcement service.so it's quite a change in the level of service we would provide the residents and businessesin the town. and the last one is our rates and fees review.we have been at a rates and fees review for quite sometime on our development applications.that's our building, our development engineering and our planning applications.we have a new model in place. we were able this year to tweak the modeland it has actually worked very well through
our development engineering permits.we still have more work to do on the planning side, which i will speak to a little bit later.so when you look at the key program outcomes, this is the one i thought would give you anindication at a commission level what is our outcome.looking at the commission, i think out of the i'm just trying to find my page.we as a commission rely about 17% of our expenses on the tax levy.so the bulk of our expenses are covered through our revenue.what this chart is trying to show you is the blue line which is actually what we do recovera percentage of what we recover. the red line is our actual recovery.so i'll give you some examples.
in building department we anticipate thatwe should be recovering 100% of the costs of building services.and you'll see because they take up so many of our revenue, they actually drive the linein this particular case. the development engineering department wouldpick up about 75 to 80% of their costs would be cost recovery.and the planning department runs around 50 to 60%.so you can see that over the last ten years, we have been able to recover more of our costsover time. and that is particularly i think driven bythe building department and development engineering where we have been actually able to recoverour fees or reflect our actual costs and our
fees.there is still some issues with planning. planning is a difficult one to project becauseif one application doesn't come in, it can drastically change the way in which you haverecovered. and i think the way in which you charge forapplications is much different. for example, in the building department youcharge one fee for the whole service, and then your fee one cost for the entire serviceyou can recover through a variety of fees. whereas in the planning department, you haveto actually recover for that specific application. so if someone files an official plan amendmentyou actually have to track what it costs you to deliver on that particular application,which when you have multiple applications
coming in on one particular site is sometimesa challenge to do, which we have found has been the case.so this i have the same chart broken down by each of the program areas but i thoughtthis would give an overall commission picture of the ability for us to recover our costs.also took a smattering of key program outcomes from each of the program areas.so in terms of our energy consumption, we don't have the information in for 2016.we are making some headway in this area and we've invested quite a bit into our buildings,so that it gives us a much better ability to measure that.and i'll speak to that in our capital program as well.our fine particulate matter, the measuring
of pm .25 which is very much what our healthprotection and health quality by law was driven at protecting, we haven't seen a consistentdecline in that. this is influenced by many factors, not justthe element the single element that we can regulate through our health protection bylaw but it is one we're monitoring through community measures.our percentage of deficient pavements in the network, this is the program that our resurfacingis driven at. and i think we've done about 24 kilometersthis year. i think you've recently seen an email thatcame out from dan cozzi, our director of engineering construction, and we are look at more roadsand we are doing a survey to be able to understand
what's been the impact on the residents inthose areas that we have done it. that's been quite a positive program thisyear. you will see that the number increases to9%. that was anticipated.and i think we have hit the peak of that, and we'll be coming down in that percentage.the last one is the kilometers of sidewalk per 1,000.this is an iso standard that we measure against. we only have two years of data at this pointin time. but over time it is increasing and we'll haveto see how the next several years go. these were some of the community measuresi pulled out.
i pulled out some service delivery measuresin terms of timeframes it takes us to process permits.the first is relative to the building department and the timeframe it takes them to processa 10 day permit 10 day permits are usually ones that are for single family homes.projected at about 11 days. the only ones that are tracked in this categoryare the application that is actually come in as complete.so if they are complete application, we track them and measure them.about 50% of our applications actually meet this target.but i think you probably have heard i know we have that the average turnaround time ofour building permits is running about 4 to
6 weeks at this point in time.certainly volume has impacted that. changes in the building code have meant thatthe types of applications that we're getting submitted are quite deficient in terms oftheir requirements or standards, both at a staff level we're dealing with a new buildingcode as well as the builders out there, particularly as john tudor tells me, on the hvac systemwe're often getting insufficient information. that has made the review times less efficient.so that at this point in time, our timeframes are of an issue and certainly the volume ofapplications coming in have also impacted that.you'll see in the capital budget program that we're looking at doing a building servicesreview, which would review building services
from stem to stern, look at ways in whichwe can improve the overall services and timeframe of that, but also provide more online servicesso people can monitor better their applications. we get better data analytics so we can betterunderstand where we need to fine tune the overall system.in terms of planning application, we have about 53% of them which is a decline, comingin within the statutory timeframes. i think this is a reflection of a number ofapplications have dropped, and the applications that we currently have in, in 2016, are notyour straightforward applications. they're quite complicated.they take in because we're moving more into the intensification areas, they are much morecomplicated applications to deal with.
a lot of community involvement.so our timeframes with the limited number that have come in have been decreasing.increasing timeframes not meeting our statutory. in terms of our permit applications, we'repretty well staying on par. there's been a slight dip.but at the same time volumes have substantially increased.so we have a mandated timeframe of 4 to 6 weeks and we have been generally meeting thatin 67% of the time. although single permit implementation in aprilof 2016 should considerably change that number. and we'll see in 2017 whether that's occurred.in 2017, moving into next year, we have our official plan review that will be ongoing.we have our structure report that we'll be
working on and concluding in 2017 or early2018. we'll be moving as you saw in 2016, we'remore focused on our main street areas. uptown, palermo and mid town.and we'll also be beginning a community character analysis, really trying to take our zoningby law and official plan policies more down to reflect the community attributes on a finer,more granular level than we currently have within our inzone.we have the glen abbey application which gord had noted as the icb appeal that will be comingup in january the end of january 2017, although we also have an economic study underway, andof course an application has just been submitted on that site.transportation master plan will be underway.
this is in support of the development chargesby law. it's quite a complicated master plan thisyear in terms of accurately anticipating the various modes that we should be reflectingin this master plan. and then of course each of us each of us beingeach of the commissions have a part in the former hospital site.gord has spoken specifically to the demolition. we'll be looking more at the overall developmentof the site and the opportunities, and community services will have certainly a big role interms of the community centre itself. we should be moving into the brantwood implementationin 2017. council had given us direction on this sitequite some time ago.
we've done a fair amount of work understandingwhat the market potential is, what substances are actually in the building.so now we know what we can do with the building to move out to requests for proposals on thatsite. on the environmental side you'll see the stormwaterplan come to a conclusion in about april of 2017.we're also looking at an enhanced site plan process.so what we're finding, particularly with the impacts of climate change and the denser developmentswithin the existing area and i'm talking about the foot coverage of buildings the drainageis not as flexible in the southern part of oakville that really needs to be understoodthrough a site plan process.
so we're looking at expanding site plan toinclude some of those areas; in particular to look at drainage and stormwater issues.in coordination with parks and open space we're going to be looking at north oakvilleand the neighbourhood forest management plan to see how our targets that we had set arebeing applied and whether or not we're meeting the requirements from that plan.this will certainly be done in coordination with the urban forest management plan forthe area south of dundas that community services will be undertaking.we have a biodiversity strategy which is really looking at our priorities for restoration.this is throughout the town. and we're looking at an update of our environmentalplan.
i've got the health oriented mixed use node.2017 we should be coming to some conclusions on that.then again the downtown cultural hubs and the heritage landscapes we should be movingin the next steps of implementation based on direction from council on november 28thand we'll be concluding the cultural heritage landscape in 2017.so i have mentioned most of these and i won't go through them again.our building services review we'll be undertaking our single permit.the parking pay by phone technology you'll see come in, in 2017.under the good governance there's been actually a variety of projects with the municipal enforcementgroup that council has looked at.
you had approved the municipal enforcementstrategy, which again i'll deal with later. recently you dealt with the rental residentialstrategy. we'll be implementing a lot of the communityengagement policies in 2017 but also under the council direction we'll be looking ata residential by law in order to give more teeth to the implementation of that strategy.and we'll be doing that work in 2017. kerr and oh, i shouldn't miss this, the transportationnetwork company licencing, otherwise called uber, we will be looking at a licencing ofthat program in the early part of 2017. the grade separations at kerr and burloak,finding partnerships, we had had (indiscernible) out from the federal government quite sometime ago in burloak, sorting through that
and seeing how we can incorporate kerr intothat similar type program would be our objectives for 2017.the lakeshore road environmental assessment will be starting in the western part of town.so we'll be looking at that in coordination with the streetscapes study through the brontebia area to understand how you can join the buildings themselves and the treatment ofthe whole public realm through the particular particularly through the business area.the bridge reconstruction will happen in 2017. the downtown transportation streetscape, youwill see much more on that in 2017. you'll have the selection of the furniturecome forward in the earlier part of that. and the engineering design through the laterpart of 2017.
the pedestrian safety study will be comingforward and that was a follow up on the traffic calming program that you had seen much earlierin the year. and in 2017 with the completion of the stormwatermaster plan, we'll many municipalities have implemented a rate charge for stormwater.we'll be looking at a similar type of model based on the analysis coming out of the masterplan. so moving on to our operating budget, youcan see on this slide that the bulk of our programs are the gross budget is 10% of thetown as a whole. it drops to 3.3 because of the revenue componentat the net side. in terms of the operating budget by cost type,we are predominantly personnel.
we also have internal charges or transfersbecause we have many partners in the programs in which we deliver.they dropped to 5.2%. the 5.2% is reflective of a small portionof the committee of adjustment. that relies on the tax funding.you can also see the change in environmental policy, for example, takes on a bigger shareonly because it's now a much smaller pie and they're 100% through the tax levy.so this is the overall tax levy increase between 2016 to 2017.infrastructure planning has the largest increase, although they're all relatively small.planning has decreased, and i will note that one.it has decreased solely because it had in
our recent review increased its cost recoverypercentage. and then the shortfall in revenue would actuallybe made up by a withdrawal from the reserve. so it's a little misleading to see it as that,but that's the explanation in terms of its cost recovery has been increased.so i think as i have noted already the program drivers in this commission are the revenue,the rates that we set, and the infrastructure costs.on the revenue side is the ability to predict the revenue going forward, in terms of we'rehighly dependent on the economy. the allocation program that the region putsout drastically influences the ups and the downs in the revenue program over time.in terms of the rates, they're influenced
by how we can calculate those rates, so buildingservices, i gave the example before, is a much easier calculation than, for example,the planning services. so we're very much driven by the economy.one application doesn't come in and it significantly impacts the revenue amounts.infrastructure costs is certainly another driver.i think the construction of index runs at about 3% so it's higher than the consumerprice index and as more of the infrastructure funding becomes available through the federalgovernment, certainly there's a lot of pressure on construction projects which will over timeincrease the cost of delivering those programs. looking out forward, our challenges are goingto be in our service delivery, making sure
that we can retain our online service, ourcustomer focus, making it easier for people to come and get the services that they requirefor the various permits. the complexity of the review, in recent yearsthere are a lot more elements that we need to take into consideration.it's either elements that we have identified through our studies or elements that havebeen identified through legislation. and i'll just get to the changing legislation,has had a significant impact on our delivery of programs and will continue to be a majorchallenge. the building code is being reviewed on a muchmore frequent basis. we have new building code requirements comingout in january of 2017.
that certainly creates some concerns or challengesin working through those legislation. the extent of development activity impactsus. infrastructure costing, i think i have coveredall of those already. looking out in the very long term, we willbe impacted by climate change in terms of our infrastructure requirements, our stormwatermanagement plan will certainly help us give a little bit more resilience to that.but it is going to be an impact. intensification, the build out of north oakvillereaches about 75%. probably in 2017 which means the (indiscernible)will be moving into the next phase of north oakville which is generally the area that'snot north along the 407.
so that means there's higher reliance on intensification,in order to achieve our requirements within our own official plan and the provincial requirements.infrastructure funding is going to continue to be a challenge.and on a more positive side, we are putting in place some data analytics, so we'll bemuch better able to understand what are the changes and that will give us the informationto be able to respond how we need to change to deal with some of these challenges in thefuture. so there were and i have got three councilreports that were referred to budget committee. there's a fourth one which i'll get to injust a minute. the first one was the municipal enforcementstrategy.
it is set out you'll see item 6 is the agendafor today. in that, it outlines what are the cost toimplement that program. so you'll see in 2017, it would pull in theon call after hours service, building up with additional staffing in 2018, to 2019 whereit would be the 24/7. so that strategy is reflected in the budget,so you'll see all of it already incorporated in there.but the details of that program as set out in item number 6 in the agenda for today.number 7 is the item number 7 is the traffic calming program and speed limit review.the two that are not bolded, the all day speed reduction zones and the annual operating costsfor the 12 picture, where it tracks your speed,
are included in the budget so they are there.the ones that are bolded, which is the flashing 4 kilometers per hour zone the flash fourkilometers per hour zone signs are not included. so if you wanted to proceed with that program,we would be bringing forward recommendations for the budget deliberations later on.but they are both capital as well as operating. i would note on this, though, the provincehas recently announced radar possibilities within the community zones as well as in schoolzones. so the details of that program are not out.so when we see some of those details it will overlap with this program.so staff's intent a recommendation to you would be to approve the capital budget andthe operating costs at this point in time
but we will not implement the program untilwe actually see what are the details of the provincial program, because there are someareas where we may be recommending the flashing 40 kilometers at this point in time whichwould be better served with the radar. there's some flexibility in that.the cost of the radar program will also be significantly higher, we assume, when we lookat the type of equipment and the capital costs here, so we will be reporting back to councilon the implementation of that program in 2017 when the details are out.the last item that's on there is item number 8.that's in your agenda for today as well. there was a request at council for us to reviewthe utility permits for particularly union
gas.we did undertake that review. you'll see the details in the report.we looked at our legal ability in order to apply a fee to any underground work that happenson our road corridor by union gas. we are eligible to charge for that.when you look at council's rates and fees policy, it fits with the rates and fees policiesfor us to apply that charge. so the charges that the rates and fees doreflect the charge to union gas and they are all incorporated within the budget.the last one in terms of council reports that i was going to deal with is the heritage grantprogram. the report that's in here, this program isnot included in the budget.
so if you wanted to include it, you wouldhave to deal with it specifically in the budget deliberations.the staff recommendation is $100,000. that's about a $20,000 increase from the existingprogram. the pilot has been very successful.and when it was received at the heritage oakville committee, they were very positive of theproject and actually suggested that there should be an increase in the amount of funding.so staff had recommended a $20,000 increase. so for $100,000 funding to the program.there was, i think councillor hutchins had a question at the last budget meeting aboutwhether or not that should be increased any further.so the chart below is actually the chart that's
in the staff report.it shows the available funds, which is the $80,000 currently for the last three yearsof the pilot program. the middle bar is the amount of requests thatwere made. and you can see they were quite high in 2014,dropping down in 2016. and then the taller bar is the total valueof the work itself. and i think the drop in the request or thevalue of the request, i think it's not reflective of a less hopefulness of the program, i thinkpeople began to understand what they were eligible for in the program and brought theirrequests in at the rate at which it could be funded.and that is set out in the report itself.
so i think what this is showing is that thereis quite a demand out there for this type of program, which in 2016 still exceed the$100,000 that we're recommending at this point in time.so fat capital budget overview, i have listed in 2017 the ten top road infrastructure projects,starting of course with the lakeshore road bridge that would be constructed in 2017.and listing on down to the road resurfacing program, and the grade separations.i won't go through each of those. i think you're quite familiar with those.i did also do some highlights of some other program areas.the treatment of our water resources is becoming an increasing cost over time.there's not too many costs in 2017 but i did
highlight the creek channel projects thatwould be undertaken. and then a group of studies that will be donewith the you can see the storm utility the stormwater utility study in there.the sign by law review, as well as the community energy program, which is shown at 181,000but it's actually dependent on a 90,000 grant that would come through from fcm.the last highlight is the energy management solution.so over a number of years the town has been putting quite advanced monitoring or energysaving equipment into our buildings. for the last number of years we have had theopportunity to use the seneca data program in order to monitor those.the effectiveness of those types of solutions.
that database is not available to us any longer.so what we're recommending here is a software program so that we can better manage it.but also actually a contract staff for a period of time in order to understand what are thethings that we need to do in order to take that information in and actually reflect anychanges. if we're not monitoring the data, we're notable to respond to how those buildings could better function.so this gives us the ability to use the equipment that we're already investing in more effectively.i did want to highlight the clean water and waste water program which is a federal program.there have been a phase i of the federal grant program.this is one of them.
the town has now just submitted an applicationfor all of these projects. they total about 3.9 million, i think it is.and out of that, we would pay 25% of it. so these programs are not shown in your 2017budget. they would need to be moved forward.and the expenses, which is about just over 900,000 from the town's expense to implementall of these programs would be available through the capital reserve.so we'll bring forward a recommendation for you to consider as part of the budget deliberations.but it's a great opportunity to be able to implement a variety of projects at a muchreduced dollar. and with that, i'm happy to answer any questions.//the chair:councillor robinson?
//thank you, mr. chair.thank you, ms. clohecy. going back a number of years, three or fouryears, maybe more more, i'm sure i've spent time working with ray green and darnell lamberton a certain parcel of southwest oakville that's been inadequately funded from a waterstandpoint due to the age of the infrastructure. and everybody has said from time to time,a lot of this needs to be fixed and a lot of it will be fixed.i've got two questions: how much has been fixed so far?and how much is left to go? i don't expect you to know the answer hereright now. //so i'm not familiar with the water projectthat you're referring to
//the stormwater project.//oh, so as part of the stormwater master plan we will looking at all the needs andrequirements threw out the town //but we started looking at this one a numberof years ago. we kept saying we've got to look at it.//yes, and we are in detail right now. and the advantage of the stormwater masterplan is that we're not only understanding what is the current issue, but it's a modelingexercise that we'll actually be able to anticipate. as climate change changes, what are the additionalimpacts that are going to be on our system. so we're not only solving the past issuesbut we can anticipate the future issues that are coming forward.so as part of the stormwater master plan we
will be bringing forward the priority areasthat need to be looked at. so that we can consider those as part of thebudget steps. //well, i appreciate all your hard work butthat's not good enough because we have been talk this way for quite sometime and we'restill talking that way. i'm just wondering why some of it hasn't alreadybeen repaired. //so i can't speak to the specific//i know you can't // projects, but what the stormwater masterplan is doing is trying to understand the priorities throughout the town.so what are the specific issues with those projects relative to other projects throughoutthe town, so that you can establish a priority
to move forward.//well, we're going around in circles here. this happens every year.i see mr. green; i've got him going here now. //(inaudible).//i was actually going to confirm that myself. i believe you're speaking to west street?//yes. //thank you very much.that is an older part of town, through to the members of committee, that has gone throughquite a bit of transition with infill development, much larger homes.and about two years ago i believe we started running into some of the early problems downin that area. and admittedly it is a candidate for stormsewers.
with respect to we did do maintenance workdown there last year, you'll recall the outlet from the local drainage actually cuts throughthe cemetery that is between the two legs of west street, through our maintenance groupwe did clean out that channel as well as put some asphalt bottom to improve the flow.there was also an older storm sewer that is in the east of the east leg of west riverstreet. i know our maintenance people actually didsome work there. so there has been some improvements from anmaintenance and operation. it is certainly one of the candidates thati would anticipate coming through this review. that would actually be a priority item downthere.
the southwest from about fourth line out throughbronte, that is an area of town, especially south of the qew, that's quite flat and nota lot of gradient down there, with the infill. so these are the areas that we'll be concentratinga lot on, and i anticipate that that should be a strong candidate.and if the clean water and waste water program continues with the feds, it may be a way tohave it accelerated. but there has been maintenance work done tomake sure that we can deal with as much of the day to day flows as possible.but at times of spike in terms of intensification, hard rainfalls, there will still be some floodingout on the roadway. i mean, it is served only by ditches and gravity.//thank you very much, ray.
i appreciate those comments at this level.//thank you. //the chair:is that everything?//yes. //the chair:councillor hutchins?//yes, thank you. on your council reports and referrals, number7, traffic calming program, speed limit reviews. you're talking about flashing 40 kilometerzones for $189,000 and 48,600 operating. you're recommending that that will be passed,but you will, if i understand it, keep it in abeyance in case of the radar zoning regulationsfrom the province come through with a different program?//yes, that was a staff recommendation. //okay.that's fine.
i also wanted to know a little bit about howthe details of that flashing 40 kilometer zone was costed out because you're talkingabout 7,000 per sign, for 27 signs, plus 1800 labour to install them.as you know, i'm in led lights, and i think i can get them a lot cheaper for you thanthat. //so in the report that was in the agenda,there was quite a bit of detail that went into the costing of that program.and perhaps if dan cozzi is here, he could deal more specifically with the costing ofthat. you could wait until we report back on theoverall program because we won't be implementing this until we see what the program is fromthe province.
//i can wait.i'm just wanting to bring up the fact that i think there's a cheaper way of doing it.//okay. //lastly, the clean water waste water program,you were saying when when would that come forward?what dates //well, applications have been submitted now,so they'll be reviewing those applications and making a decision i understood in fairlyshort order. //okay.so that's imminent, in other words? //yes.//okay. thank you.//and the money, i believe, comes from the
capital reserve, which means that these areapplications that are in, if all of them aren't granted, then we wouldn't pull that moneyout of the reserve. //okay, thank you.//the chair:okay. that's everything?councillor lishchyna? //thank you, commissioner.so, first of all, i am pleased to hear that there will be a building services review.that has been the source of, i guess, frustration for many residents that i hear from.what is the timing? so it starts in 2017 and finishes?or how long is that review? //we expect the review itself to be finishedin 2017.
we do, though, anticipate there will be afair amount of implementation with it, mostly on the technology side, in order to get oursoftware programs up to speed to be able to deal with the online component.so i would say 2017 as the review itself. and into 2018 with implementation.the reason we chose 2017 was because the allocation program at the region starts, we expect, sometimein 2018, so it allows us to get that review underway when permits should be a little bitless in terms of workload. //and my other question is regarding uniongas, with the report. so the permits for the new construction andmaintenance started january 2016. is that correct?//as i understand it, yes.
//so prior to that we didn't have a permitinspections for new build or anything like that?//that's correct. we didn't have that.in our overall review of programs and what we can charge for, we had introduced thischarge. //okay.so in 2016, we have a permit for the new build and then for maintenance as well.we actually have inspectors that go out and do inspections after the maintenance?or just of the new builds? //no, it's whether or not there's any undergroundwork that's occurring, whether it's a maintenance program or a new build, we would have inspectionsthat deal with that.
//okay.so just for my understanding, they would get a permit in order to dig.//right. //and if they're not digging, they don't needa permit? //that's right.//the chair:councillor o'meara? //thank you.through you, mr. chair, commissioner, the on the slide with the key initiatives for2017, i didn't see the speers road corridor study.is that still to be done next year? //certainly.//and i would hope that that is a key initiative as well.and we've so that doesn't mean any funding;
we're all good to go with that one?//no, it's all funding and it will be going forward in 2017.//perfect. thank you.and last can you just clarify a little bit more in terms of sorting through the burloakseparation means? //so we are mr. cozzi in fact has been quiteinvolved with metrolinx because they need the rer implemented which requires some gradeseparations. now with the earlier announcement about burloak,so there's been quite a few discussions about what portion of that they will fund.so i expect those conversations are coming to a conclusion in early 2017, so that wecan report to council on what are the opportunities
for both burloak and i think we also needto look at kerr street. so we're looking at those two in coordination.//so as i am to understand did and i remember these conversations since the fall of 2015when it was silly season, and commitments were made, but so it's a year and a half tofigure out when burlington and metrolinx and the town are going to get together and dothese grade separations. is that what i'm hearing?//it was the funding that needs to be sorted out.in addition, metrolinx felt that there was an environmental assessment that needed tobe done. we had done one earlier.but they felt that there was a new one that
needed to be done and they are doing thatat this point in time. so they are looking at the various optionsfor reconstruction, burloak, and what are the costs associated with that.so that work's been ongoing. //so then we would expect budget 2017, then,to know when we're going to be spending money to do that separation.is that a fairer statement? //that's what we hope, with them.yes, i think that's a fair statement. //okay.thank you. //ceo green?//through you, mr. chair, notwithstanding there was a funding announcement, as you said,during that time of the year, just ahead of
the election, it was unclear as to who actuallythe funding was going to. initially we thought that funding was comingdirectly to the town of oakville and the city of burlington.had that been the case,, we would probably have continued on with rea and went into detaildesign and moved forward. and what actually happened is grade separationmoney including burloak, because there was a number of grade separations that were actuallyannounced across the province, that money went through the province, through to metrolinx.so our project the joint project between ourselves and burlington is really in the hands of metrolinx.they got an allotment of money. they are now determining how that money willbe distributed amongst the number of grade
separations.they have not determined the final amount that will be put into the burloak grade separation.that's why there may we don't know what it is that metrolinx will be seeking from thetown of burlington. and as ms. clohecy said, they felt that theea needed to be upgraded and that's what they are going now.i spoke as recently as monday morning in my office with mr. mccuaig, advising him thatboth oakville and burlington are most anxious to see this go ahead.and we would do anything we could and i also reminded him that kerr street is of greatimportance to the town of oakville and i told him i'm ready to go again any time with money,that we're prepared to go to that project
with.so he knows our priorities. //thank you.thank you, mr. chair. //the chair:councillor chisholm?//a question came from your discussion, ray: with respect to the kerr street separation,grade separation, if we are on time with respect to the construction development of this project,would we be held up from metrolinx with respect to the finances?or would we go ahead and debenture and wait for that money to come from metrolinx?how would we handle that? because i just don't want to see this stallfor another two or three years when metrolinx finally gives us the edict: this is how muchmoney you're going to get.
//through you, mr. chair, i'm optimistic basedon my discussion with the ceo of metrolinx that i will be hearing from him shortly onit. if you look at our capital forecast, and perhapsms. sully you could assist me here but i believe right now we're sitting with the project inthe '22, '23 timeframe. there is a lot of property issues to be dealtwith. this is perhaps the most complicated gradeseparation we've ever dealt with. and there's the old lawn manufacturing building.there's work to be done on their building with respect to loading docks, property tobe acquired especially from the three plazas south of the tracks.those discussions are have been ongoing.
we've got all that identified.there is a shortfall, because when we did our development charge by law, it was carriedforward but the scope of the work has turned out to be far more.so again that's why it's a bit delayed in our budget, because we will need to if wewent at it alone, there's a sizable increase partially due to the development side, butalso you get into that old thing called benefit to existing.my goal is to get metrolinx to pick up all of the benefit to existing, and our fundingbe only in the areas of development charge. //thank you.and my last question with respect to thanks, mr. green; it's back to jane.you mentioned stormwater charges.
right now, so for clarity's sake, we do notcharge off the tax levy or a fee for stormwater management or getting rid of stormwater.right now we don't have a fee. is that correct?//we don't have a fee that would charge like, a rate fee that would charge differently foreach property. no, we don't.so with so the plan would be as we move on, with all the developments in stormwater, andwith all the climate changes and lowlands within oakville, so we're looking at puttinga levy or a charge on for stormwater management? //we're looking at how we could do that, yes.//when would that i'm not going to get into the calculation, how that fee is going tobe established but when they looking at that
to incorporate that?maybe it's in the report somewhere. i'm sorry, i didn't see it.//it's in 2017. it's one of our objectives to start that work.whether or not we finish in that year master plan, itself is finished in april of 2017so we'll start the work on the utility charge immediately after that because you have anunderstanding of the costs. //so maybe i'm going into the weeds here,commissioner. but if we're looking at a charge, that's outsidethe tax levy. i don't know how that would off the tax billthere would be a line item saying: stormwater, waste water, whatever the case may be charge?it would be highlighted in our invoices?
//yes.and that's the way, for example, it's done in mississauga now.you get a charge you actually see what your particular charge is for your property basedon it. it could be based on a variety of things.it could be based on your roof surface. it could be based on your paved area throughoutyour property. there's a variety of different ways of chargingthe fee. that's actually the work that we need to doas part of the utility model work. //one other question: is this a strategy tolook at increasing our revenue side outside the tax levy?is this something or is it a standard practice
or best practices throughout ontario?//well, it's many municipalities are moving to that.and it is along the lines of those who have the biggest impact pay.so it's a user pay kind of a model. //thank you.//the chair:councillor lishchyna? //sorry, just one last question.i'm not sure, maybe mr. lalonde, this might be a question for you.so this is the first year that we have had the mediator up front, the legal for parkingpermit parking tickets and all that. this is the first year that we've completedwith the person being upfront with the residents coming in directly.can you make a comment, has that been a positive
program?are we expanding? are we changing anything with that?//my preliminary feedback is that it is a positive program.we used to make people walk up to the parking office at the back of the building and standin a very unsatisfactory spot to have a an interview.i think that the location at the front of the building is much, much more satisfactoryto everybody involved. and i think we are having a good impact withthe actual process. we've changed the way we staff it a littlebit, and i would say the early indications are that it's going very well.//(inaudible).
//no, we still have to we still have to determineexactly what the volumes are going to be. we thought we had estimated that i thoughtwe had estimated higher than the volumes were going to be at first, but i believe the estimateswere fairly accurate. so we're monitoring that.//the chair:any other questions? i have one question for you.you also provided us with a preliminary map which of course i appreciate.i do have a question about the pedestrian structure locations.in our forecast we've got a number of locations that are identified but we don't identifythe year associated with any particular structure. what's the process for getting to a pointwhere we have a year identified with any particular
structure?//i think, actually, dan might be answer this a little bit clearer.i think we do it through our we take a report to you each year which identifies the projectsthat we're doing. and that similar to the resurfacing program,we bring forward a report that identifies the project.we do it with the active transportation project as well.i'm looking at dan. //(inaudible)...//okay. //yes, so this doesn't get heard on the system,but they are more significant structures. each one is a big dollar, not a small dollarstructure.
and so you probably are only undertaking oneor possibly two each year, given the timing of the funding.//so maybe i can just answer as dan said, because i've got a mic and dan doesn't, ourmaster plan will identify when they should be constructed but we'll look at that throughthe capital planning affordability as well, as we move forward with that.so it's a complement that there's the annual report that goes forward, even after theyhave been identified through the master plan and then the capital plan that will identifywhich specific projects we can proceed with. //so we would be confirming them in the earlypart of each year as we confirm which sidewalks and redoing and that sort of thing?//it's long term in the master plan in terms
of when you see them happening.in the 10 year capital plan you refined that out a little bit more.and then each year you do the budget, you would refine the capital plan, longer term.but also specifically what you do that year. //okay.and then i have one more question which is just related to the transportation masterplans. there are a number of crossing points.there's a 403 crossing point that we have planned way out in the future, between theqew and the dundas crossing points that we have now.i'll say mid point between upper middle and dundas.we have other crossing points around the mid
town area that are being planned sometimeway out in the future. when do those show up?i know they're not in the 10 year forecast. but how far out are those?//i think the mid term projects are about 10 years away.they're quite out there in the process. we are looking at what are some funding opportunitiesto try and see if we can deal with those at an earlier point but at this point they'rein the late '20s. //thank you.//the chair:if there are no further questions, we have mayor burton.//mayor burton:thank you, mr. chair. mr. chair, i'm wondering what would staffneed to extend site plan control to our established
neighbourhoods and our so called neighbourhoodsin transition? //we would need we have all the by law requirementsthere right now, so legislatively we would need to make some changes actually to theby law and the official plan to identify those additional areas where you would want siteplan applicable. and then in terms of the implementation wewould need to look at what is the staffing requirement that would need to come with that.//mayor burton:how could we get could we get a report as part of the budget process asto how soon you could do this? //yes, we could, yes.//mayor burton:thank you. //the chair:mayor burton, can you just clarifythe extension of the site plan control process,
which areas are you trying to identify toincorporate them? //mayor burton:the stable established neighbourhoodsas identified in the official plan, and there's this emerging term that i hear alarminglyall the time at the committee of adjustment: a neighbourhood in transition, which doesn'ti mean, i don't think this term has a planning valid it, and i don't think that we can findthat in our official plan or our zoning. but that phrase has been used several timesto excuse applying our official plan to a neighbourhood when it comes to applicationsto essentially ignore section 11.9 i forget the sub 11.9.2, is it?//thank you. that was the term that i was worried aboutbecause i normally call those stable neighbourhoods.
//mayor burton:the problem, mr. chair, isthat our good work and intentions in the "livable oakville" official plan get undone by someof these slang expressions that have popped up from time to time, notably at the committee.thank you. //it has become clear, i believe, that inorder to preserve both our stable established neighbourhoods and to preserve our large growthtrees in those neighbourhoods, that i believe we're going to have to extend site plan controlto these properties. otherwise people can, on a lot with a bungalowwith permission for two storeys and a bigger footprint, without a need for any approval,they can just pull a building permit and away they go.//if i could add or clarify through you, chair
adams, to mayor burton, we are, as part ofthe site plan enhanced process, using our stormwater management plan as our evidencebase in order to set our requirements for a site plan review in the process of doingthat now. we also, on the basis of the urban forestmanagement plan that will come forward in 2017 that's being undertaken, set a basisin which to establish the targets for tree cover specifically by land use.and that would then form the evidence basis for a site plan.to have those two elements part of the site plan.but i think what i took your question to be is: apply site plan throughout the stableresidential communities as site plan now stands
with the site plan committee.so it would be the full site plan process. if that's what you're looking for, we cancertainly indicate what our ability to do that.//mayor burton:and anywhere a neighbourhood i mean, by mentioning this slang phrase thati hate hearing from the committee: neighbourhood in transition, i want to signal that staffneeds to figure out a way to nip that in the bud because it's being used to undermine theintent of the official plan, in my opinion. and i believe that it may be possible to havesite plan control that i'm talking about delegated to the director.i don't have a position on whether it should come to committee or be delegated.i just know that unless we get these properties
under site plan control, i don't see how wehave a way to arrest the loss of stable neighbourhoods and the loss of tree cover.//the chair:very good. councillor o'meara.//thank you, mr. chair. and sorry, commissioner, i'm very cognizantthat this is a budget committee meeting but mayor burton's comments have got me thinkingthat pretty much everything has budget implications. so are we prepared and are we looking at wherewe may or may not allow medical marijuana dispensaries in the town, in our officialplan? or is that something we're going to be lookingat next year, as this seems to be getting closer and closer to something we will haveto address.
//no, we haven't specifically identified thatas a program because i think most of it is covered by federal legislation.so we have a limited ability to have an impact on that.we can review it, though, and see if there's any area where we can have control.but i know our previous review was is it's entirely a federal piece and we have limitedopportunity there. //so we couldn't control where these placescould go? //my review of the previous legislation isthat no, we didn't. it was established through the federal legislation.//there we go. quick answer.thank you.
//the chair:i think we are done.thank you very much and congratulations for getting through the ring of questions.we are ready to move on to community services commission.welcome and it's your turn to face the team. //thank you very much, mr. chair.i'm very pleased to present the community services commission budget for 2017.our programs under this particular commission are emergency services, recreation and culture,parks and open space, infrastructure maintenance, transit, and we have a linked relationshipto the library. for our outstanding service to the publicfor these are just highlights, by the way, of the team's accomplishments.in september we introduced the first year
of the transit service plan.our riders are now experiencing increased frequency of transit service and i'm verypleased to report for the first time in two and a half years we have had three consecutivemonths of transit ridership growth. i should note that we did ask other transitproperties what their experience has been in the last while, and the only other oneto report any growth is york region. in february, we introduced our mobile appwhich is its. so riders can now access realtime transitinformation on any mobile device which they want to use.and as of monday of this week, we had over 9,000 downloads.emergency services has developed a new fire
master plan for the next 15 years, with amajor focus on fire prevention. we also installed a mobile data terminalson all of our suppression vehicles so our fire crews now have access to realtime informationwhile they're attending a call. our roads and works team led a very successfulcoordination support for the canadian open this year, and the library is moving in avery innovative way. they are in the process of developing theirnew strategic plan with three major focuses: digital transformation, greater communitypartnership enhancement, and also a new philanthropy strategy.they are in the process right now of planning the roll out for self checkout at all of theirbranches with rfi dtek knowledge which councillor
lalonde mentioned earlier.they're also doing two innovation projects this year.they're in the process of designing the first digital hub or creation space at iroquoisridge library which is very exciting. it will open next year in time for canadaday. and they also have introduced an incubatorlibrary model at qepcc and the intent behind that was to start to look at how to providelibraries library services in non traditional space and test out new concepts before theyactually roll them out before more formal library locations.our roads and works team also completed the first phase of led streetlight implementationand are eagerly starting to plan for phase
ii.and all departments worked on the development of the corporate digital strategy which commissionerlalonde mentioned earlier. we also worked collaboratively with communitydevelopment commission on the update of the private tree by law.our forestry team undertook an extensive review of the eab program and they looked at it fromthree perspectives. they wanted to see if they could improve efficienciesthroughout all of their processes. they wanted to see if there was any part ofthe program that they could accelerate. and they also wanted to ensure that they stayedwithin the existing capital budget forecast. as a result of this review, they were ableto accelerate the program in three particular
areas.the first one was road and active parks, tree removal.they will actually be finishing almost all of it in 2016, two years ahead.they also will be doing tree replacement on roads and active parks.and they will have that completed by 2019, two years ahead.and they will also be dealing hazard abatement removal.and that will be two years ahead in 2019. we are also working they were also workingon the i tree project. what they were doing is measuring the treecanopy of 2015 against the tree canopy of 2005.in spite of the fact that we had devastation
experienced through eab, and also an excruciatingice storm which damaged 11,200 trees, our tree canopy actually increased by 1.3%.our parks and open space team is also working on the harbours master plan.we will have completed most of the consultation by the end of this year and will be tablingthe plan for council's consideration in early next year.we actually introduced a second pollinator garden.our first one was in glen abbey. our second one is in shell park.and shell park recently was the recipient of second place winner of the all americaselection competition. and we also introduced our first north oakvilleneighbourhood park, isaac park.
enhancing our cultural and social environments,our recreation and culture team is working on the implementation of their strategic plan.the strategic plan has a major focus on community development and building capacity and we arealready in process of developing community plans by neighbourhood.they also were working on the development of an age friendly strategy in partnershipwith community members. this is a very important initiative.it is based on the world health organization model and it looks at structures and servicesthrough the lens of an aging population. we did not forget the youth of the community.we opened a new notting hill gate youth centre, known by the participants as ncc and it isimmensely popular.
we also hosted a very successful nationaladult figure skating championship at 16 mile. and the culture team worked on an update ofthe culture plan and the culture plan has four major focuses.one is a public arts strategy, building new cultural programming, working more closelyin terms of partnerships, both with the public and private sector.in terms of key program outcomes, we just selected basically one or two by our departments.the first one is for roads and works. and as you can see, the number of deficienciesper lane kilometer is actually decreasing so we see that as very positive.recreation program registrations, as you can see, are definitely on the move upward anda lot of that can be attributed to the incredible
hard work of our summer camps teams who havejust done an outstanding job. we also see continued uptake, although itis a little bit slower with the online registration uptake.it will be interesting to see whether this does a jump when we actually move to a newsystem. one of the goals in terms of the new systemis to ensure that we have a much more user friendly interface for the public.class is many things, but "easy to use" would not be a description for it from a publicstandpoint. and for firefighters to a scene in four minutesis sitting at 74.6. this is a watching performance measure rightnow.
and the reason for it is twofold: it's increasingtraffic congestion. and also we have had a large number of roadconstruction projects which have required in some cases detours.so we will be watching this on an ongoing basis.number of active library cardholders per capita, this is based on a card being used activelyover the last two years. in 2012 they did a purge so the numbers weresomewhat skewed. so we only focused from 2013 to 2016 and asyou can see the number of card users is actually going up.parks and open space looked at the number of trees and shrubs planted, particularlyfrom a tree canopy standpoint.
you will note that in 2016 we had a massivejump. and the reason for that is we started thewoodland regeneration program. and that's really made a huge difference inour ability to move in this area. transit ridership is up.and we are projecting 2.853 for 2016. we do have a caution on this one because thegrowth has just started since the slightly before the introduction of the new transitservice plan. so we are proceeding cautiously about we remainvery hopeful that the growth will continue. these are just some of the highlights forour 2016 sorry, 2017 initiatives. in terms of outstanding service to the public,fire will be implementing their fire master
plan and they will be doing a review of ouremergency plan. they will be opening fire station number 3in trafalgar park. what's not listed here but i know is of particularinterest to councillors is we will be launches the epipen program starting the first weekof january in 2017. so we will be having epipens on all of oursuppression vehicles going forward. transit is going to be working in joint procurementwith the city of hamilton to procure demand response scheduling software for riders.what this means is that riders who want to access specialized transit, either becauseof mobility or cognitive issues, or because they wanted to access our new home to hubservice will be will be able to do that online
and through ivr.we're excited about that new initiative. sorry, i've mixed that up.the demand response software is not with the city of hamilton.the onboard video surveillance cameras is with the city of hamilton.the intent behind that is to ensure greater public safety for both our passengers andour staff. in terms of innovations, the library willbe opening their new digital hub or creative zone as they have officially branded it atiroquois bridge library. we will be monitoring closely what the successand uptake on that is, because the intent to broaden that initiative to all branchesover the course of time.
we will be launching a new beta testing site.that was referenced in the digital strategy. and the intent behind that is to engage citizensmore actively at the earlier stages of development of online services.this has been piloted very successfully with the city of new york and with the u.k. government,and they find that through more active citizen engagement that by the time they actuallydo a formal launch of an online service they already know that there's going to be hugeuptake because there's been so much public input and the design is clean and very intuitiveto use. in april of this year the province introducednew legislation called supporting our first responders act.and we are now required as an employer of
first responders to actually have a preventionplan in place, and the purpose behind this is to accelerate and streamline access towsib claims and get quicker support and treatment where required.roads and works is going to be working on phase ii of the led streetlight program.they will be converting all of the decorative features across town, and we have a reportrequesting $6.6 million in pre approval. the reason for this is because we have a numberof different types of decorative features across the town, some of which are no longeravailable. and we will need to do extensive consultationwith neighbourhoods, to see how what sort of fixtures they will be interested in, goingforward.
and of course we will be working on the recreationsoftware replacement for class. under enhancing our natural environment, wewill be working with community development for the urban forest strategic managementplan update. forestry will continue to work on their acceleratedeab program, and the two areas of focus for 2017 is going to be tree replacement and ongoingwork with woodland hazard abatement. we will be finalizing the harbours masterplan and bringing that forth for council's consideration.we will be doing a trail accessibility audit which is very complementary to the age friendlyinitiative, to ensure that all residents, regardless of mobility issues, are able toenjoy our trail system.
and we will be implementing the 16 mile creekand west shore landscape master plan, phase iii.that particular area goes from the west pier over to waterworks park.and we will be starting the shoreline engineering next year.we will be doing targeted dredging in specific problematic areas in 16 mile creek.and as part of our cultural and social environments, we have a number of canada 150 initiativesto celebrate canada's 150th birthday. we will have three exhibits at the oakvillemuseum that will be on display for the benefit of the public.ocpa will be presenting tails of the town, which is based on local stories that werecollected last summer from local residents.
we will be doing a canada day themed children'sfestival which we're excited about and working in close collaboration with the bronte biato have one of the best canada day celebrations ever.we are actually in the process right now of doing a 5 year review of the 201 parks, rec20 where we will be looking at updating our demographic information, testing our assumptionsto ensure that we have the right recommendations going forward.we will also be undertaking an older adult a review of our older adult services whichis also complementary to the age friendly initiative as well.and we will be doing design and validation of future recreation amenities at southeastoakville community centre.
and the last one that we're going to be undertakingwas in support of the downtown cultural hub. we need to do a theatre feasibility studyfrom the standpoint of end of life how long will the theatre continue to function in themanner that it does, before we will be in a situation where we will either have to doa massive renovation or tear down and build. we want to make sure that council has verypractical options going forward and that this has been a very thoughtful process.for our gross operating and net operating budgets, as you can see, community servicesunder their gross operating budget, we constitute 55% of the gross operating budget and 67.3%of the net operating budget. the three main areas of expense are in theareas of wages and benefits, purchase services
and internal expenses and transfers.by our gross operating budget, the three largest for both budgets actually, the three largestbudgets are emergency services, infrastructure maintenance, and oakville transit.our overall tax levy increase is 3.5 million and again it's in the areas of emergency services,infrastructure maintenance, and transit. specifically for fire, the areas two areasthat have driven their budget have been wages and benefits, and movement through pay grades.the other area is the renewal of the appleby dispatch agreement.it came in at 3.1%. 2.1% was inflationary and the 1.1 is tiedto increased number of calls for oakville. under the transit area, the three areas areannualization of the year one of the transit
service plan; wages and benefits; and increaseddemand for accessible services. and this is an area we'll be watching veryclosely because the legislation changes in january for aoda, and now people who havecognitive issues will also be eligible to use specialized transit.under infrastructure maintenance, the three big areas are wages and benefits, purchaseservice such as winter control, streetlights, road repair, and the other one is actual supplies.so de icing, hydro, those kinds of things. our five major challenge areas are as follows:so the first one is the impact of legislation changes.aoda, which i have just mentioned, is going to have a definite impact on transit startingjanuary 1st because of the change to eligibility
for specialized transit.the other area is there are contemplated changes to the provincial road maintenance standards,particularly in the area of winter control for sidewalks, pathways and bike lanes.so this could have a significant cost implication. external drivers are we're waiting to seewhat happens with the negotiations of the presto agreement and what the pricing endsup being. right now we pay 2% and the changes couldbe quite significant. so this is something that our entire seniorteam is monitoring very closely. we will also be looking at the results ofthe interest arbitration for the fire collective agreement that will be coming out sometimenext year.
and also inflationary pieces in terms of potentialfuel, hydro, and we're finding that in some areas that pricing for materials is goingup. under new technology, the two big areas thatwill have the most impact on us is rfid technology for the library.it's quite revolutionary in terms of how it will impact their operating team right nowthey're in the process of redoing their job descriptions, their scheduling.there's actually some renovations that have to be done at the individual branches to accommodatethe equipment. so it has more far reaching implications thanwas originally contemplated. and the other area is class replacement forrecreation and culture two areas.
the first is for transit and it's their abilityto provide coverage in low density low ridership areas.one of the things we're look at doing is how to expand home to hub services which is amuch cheaper way of providing service without having large buses operating through a particularneighbourhood. the other area is managing expanded needsfor services because of growth, while staying within the council mandated budget increase.and that is going to prove to be very challenging over the next two or three years.the last one is the people plan. that's tied to three major areas for communityservices. we are continuing to experience skill shortagesin areas like finding qualified arborists,
because after the ice storm it's created ahuge shortage. there's also large initiatives going on aseab spreads across the gta. so arborists are in very, very high demand.we are also looking over how to develop future leaders right from the point of entry intoour organization, and we're also looking into the ongoing management of retirements overthe next five years. in terms of council reports and referrals,there were four reports that were referred to this particular committee for consideration.the first one was the rbc canadian open. the request there specifically is to be authorizedto use money from the tax stabilization reserve in the amount of $90,000, so that we can continueto provide support to the canadian open.
this is very much in keeping with how we havedone things in previous years. we are also asking for a pre approval throughthe streetlighting led conversion for $6.6 million.in order to meet council's schedule we need to also be able to accommodate fairly significantpublic consultation because we are now talking about decorative fixtures which everyone whois impacted will certainly have an opinion. and we need to ensure that they have an opportunityto share that with us. under the cultural plan implementation, thereare three asks. the first one is for $25,000 to be added tothe cultural grants program. in the past we have provided in the neighbourhoodof $110,000.
there is $113,000 which is reflecting therate of inflation. but we would like to ask council's considerationof the $25,000. we are currently funding 29 organizationsand more and more are coming forward as communities mature and develop.so that is an area that we would like to look at.the second one is a ask for $25,000 for part time staff for new programming.the other one is $500 for logistics, so that we can actually facilitate meetings betweencultural groups and businesses. the intent behind that is that we want tostart to link business people as mentors with cultural groups to help advise them on howto improve financial sustainability, how to
improve their fundraising capacity, thosekinds of things. under the private tree by law, the requestthere is for 1.5 fte, which is inspectors. and the purpose behind that is that we wouldactually recover the costs through the permit revenue.and the last three are requests that came from the chair on tuesday.and that's the expansion of leaf collections into new areas.alternative operating models for community centres.and strategic planning process for the library. under the capital budget overview, for our2017 to 2026, community services has projected spending $440 million.the highlights of which are vehicle replacement
and expansion vehicles for transit, roads,and parks and fire. continued work on the eab program.the phase ii of the north ops depot. and the north park sports park phase ii andfire station number 4 expansion. for 2017 specifically, we are requesting 61.4million. and the highlights for those are trafalgarpark revitalization at $13 million; led streetlighting phase ii at 6.6; expansion buses for transitat 4.8; the eab program at 3.7; the sea wall rehabilitation around the oakville powerboatclub at 2.6; major vehicle refurbishment for transit at 2.4; ongoing equipment replacementfor roads and works and parks at 2.1; and the 16 mile creek west shore landscape rehabilitationat 1.4; and waterfront trail improvement tannery
waterworks at 1.2.and that's the end of my presentation. //the chair:thank you very much.councillor robinson, you had some questions? //thank you, mr. chair.ms. bell, you probably have an idea what i might be going to ask you.would you mind repeating to me what your comments were at the beginning of your presentationrespecting library service for bronte. //okay.so are you asking specifically, councillor, where the bronte library is in the capital?//i'm just asking what your comments were. //so my comments were that the library isundertaking two actually major studies. the first one is the development of theirnew strategic plan, which looks at three areas.
one is the development of digital transformation.two is in the area of community partnerships. and three is in the area of a new philanthropystrategy. the consultants have recommended to the librarythat they may want to broaden their fundraising capability.and also look at new sources of funding from non traditional sources, which would complementthe funding that they receive from the town. they are also part of the 5 year review ofthe parks, recreation and library master plan. what we are doing in that particular instanceis we are looking at the plan that was developed in 2012 and we are actually updating all ofthe demographic information including the new census information that will be comingout in february.
we will be looking at how growth has actuallyunfolded over the last five years, what work has already been completed, and where do weneed to go. we are also revealing the original recommendationsand revalidating that they are still appropriate going forward.//thank you for that. but how do i explain that this is going toenhance the long promised library service for bronte?how do i do that? //well, i think that what's going to be reallyimportant to explain is that the library is undergoing a really exciting period of transformation.they are looking at becoming a much more innovative organization on a variety of fronts; and thatany libraries that get built or introduced
to a new area of oakville are going to befar more exciting and enriched by this change in direction.in short, it's worth the wait. //thank you for that.i won't take up any more of your time today about that, but i would like to have a littlechat with you off line. is that okay?//that would be lovely. //thank you, mr. chair.//the chair:councillor hutchins? //thank you.this rfid is very interesting, i find it. and obviously it's one of the ways to go.there will be a saving of personnel eventually down the road, you think, with all of thesedifferent technologies?
//through you, mr. chair, absolutely.so what the library has undertaken so far is they have actually done a very formal reviewthrough a lien process. so what they have done is they have systematicallydocumented all of their processes, timed the length of time that each component takes,and they have also itemized which how many resources are required for each point in time.and what they have done through that process is they have actually looked at how to streamlinethe processes and modernize them before they have even gone in to do the actual installationof the rfid technology. what these they are in the process of doingis documenting the hour of time that they will be able to save over a cumulative basisand assign a cost to it.
in other jurisdictions, what other librarieswill often do when they install rfid technology, particularly if there have been cutbacks,they will use the freed up staff hours to actually expand operating hours or be ableto redeploy them in a different way within the organization as a cost containment.so it's been very successful in other jurisdictions and we anticipate it's going to be great hereas well. //that's excellent.i was anticipating your answer along those sort of lines.i just have one other question which i'm confused about, on the buses.i understand transit bus replacement and refurbishments is 5.6 million.i had understood that the province gasoline
tax helps pay for those buses.am i wrong? //no, we do use gas tax to supplement ourcapital program and we do use a small amount of provincial gas tax to smooth out the operatingbudget as well. //councillor robinson, do you have a followup question? //(inaudible).the chairman: very good. i'll come back to you, then.councillor lishchyna? //thank you for that report, commissioner.perhaps this might be a question for mr. cole. in the same line of questioning about thebuses, do we i mean, you always hear what the troubles of toronto with respect to delayson getting their replacements done, do we
do anything with any other municipality withrespect to ordering the number of buses? same thing with the economy of scale, withbetter pricing of the buses? //through you, mr. chair, oakville transitcurrently participants in the metrolinx jointly. oakville transit currently participants inthe metrolinx joint procurement process. there's about 13 municipalities that cometogether and purchase all of their buses. so the economies of scale is supposed to materializethrough that //the chair:councillor robinson, could youturn off your mic? i think that might be causing trouble.//i'm sorry. //yes.//the chair:any other questions?
okay, i have got a comment and a question.first of all, i really wanted to thank our staff in the generation of the capital budgetthis year, wherein the parks area there were a number of sections where staff pre identifiedthe areas or the projects that they think would otherwise be a general pool of funding,which projects they are going to be used for. for example, the bridges and stairs area isone. and there were a couple of other ones thati wanted to note that were equally well done. there were a couple of ones that i did havesome questions for you, because it didn't identify them.that included the pathway rehab and some of the sports field categories where there weren'tspecific parks that you were identified, although
i do note that in the operating budget sectionon page 190 where you're noting your key initiatives, you do note rehabilitation of soccer fieldsat oakville park, construction of new track, walking paths, field house to accommodatethe new school there. so that might be one of them.but there may be others that are using that same pool of funding.is that correct? or is there a broader list that staff couldprovide? //no are you asking if you would like a list//i would like a list. like i have asked in a couple of other years,and like i said, staff have already identified in a number of the other categories the particularparks, the particular facilities that are
going to go through a rehabilitation.//we would be happy to provide that for you. //the chair:thank you very much.i appreciate that. and that, i think, was the only thing i hadfor you guys. any other questions?great. thank you very much.appreciate your time. mayor burton?okay, you wish to move a motion to receive the first item.councillor robinson, you wanted to move a motion.i'm not sure what the motion was. //that's what the motion was.//the chair:okay.
then councillor robinson is going to movethat we receive item 1. there are a number of items here on the agendathat i believe we really should be deferring to the december 6th meeting.and the mayor would like to speak to some of those, he said.so those that i think really we are simply receiving are items 1, 6, 7, 8 the other onesi think we really are deferring, although on the traffic calming program speed limitreview, i think we might be having some additional discussion around the issue of the fundingneeds for those various programs. mayor burton?yes, absolutely. so councillor robinson has moved receipt ofitem number 1.
are there any further questions on that?no? then all those in favour?that's carried. item number 2 is the 2017 rbc canadian open.i recommend that we defer that to the december 6th meeting.councillor robinson, are you moving that? //sure.//the chair:very good. mayor burton?//mayor burton:given that this item has no tax impact that i can see, and the need tobegin the planning is upon us, i believe that nothing is gained by deferring the rbc canadianopen item, and i would move it as presented. //the chair:there is no benefit to doing itearlier inasmuch as it doesn't get to council
any faster.so we have a motion to defer. all those in favour of that?all those opposed? okay.mayor burton is moving the recommendation as it is.all those in favour? that's passed.okay. item number 3 is visit oakville, tourism servicedelivery. that's one that i recommended that we defer.mayor burton? //mayor burton:i agree with deferring this,and i hope that i was hoping in the report to read measurable key performance indicatorsthat we could track whether this money was
being usefully spent or not.and i wonder if, while we defer it, additional information could come forward to give memore confidence in supporting it. so i would move deferral with a request forthat additional information on kpis. //the chair:okay.councillor hutchins? go ahead.//i would also like to find that information. but i'm also concerned about the 2019 lakeshoreroad construction, and whether this funding is going to increase and be part of the measuresto ameliorate the downtown's need to get people down there.//the chair:i'm not sure if our staff have any comment on that particular question atthis time.
i see an answer coming down the aisle.i'll come back to you in a second, mayor burton. //through you, mr. chair, the mitigation measuresfor the downtown reconstruction will be coming forward as part of the design phase to thelakeshore road reconstruction project. certainly, any of the tourism initiativesand increased funding to tourism can only help bring more people downtown.but they are two separate issues. //the chair:mayor burton?//mayor burton:so in my mind, the 2017 allocation for the 2017 allocation for tourism and the2019 reconstruction, they are two separate items and all i'm asking for is more informationabout what key performance indicators that are measurable, to assist us in wanting todo this.
it's great to increase tourism to the benefitof the oakville businesses, but only if it actually does that.and that's why i wanted to see evidence that it would.//the chair:so i have a motion to defer item number 3 to the meeting of december 6th andthat staff provide additional information with regard to key performance indicators.//mayor burton:that's exactly what i'm moving. //the chair:okay.any other speakers? all those in favour?that's carried. item number 4 is the streetlighting led conversionprogram update. again, this is one that i suggested shouldbe deferred.
but i recognize that it's unlikely to change.but mayor burton? //mayor burton:i believe that we're fullycommitted to this program, and therefore i move the recommendation as presented.//the chair:okay. any speakers on that?then i'll take the motion to approve the staff recommendations, items 1, 2, and 3 as partof part 4. item number 5 is the heritage grant program.i recommend that this one be deferred for further consideration.mayor burton? //mayor burton:so moved.//the chair:all those in favour? that's carried as a deferral to december 6th.item number 6 is the municipal enforcement
strategy, a recommendation to receive?mayor burton? //mayor burton:i move receipt.//the chair:all those in favour? that's carried.item number 7 is the traffic calming program and speed limit reviews item.there's a recommendation to receive this item. and it councillor hutchins?//(inaudible). //the chair:it's been moved for receipt.all those in favour? that's carried.item number 8 is the utility permit requirements for working with municipal road allowance.a motion to receive would be appreciated. councillor hutchins?all those in favour?
that's carried.item number 9 is the cultural plan implementation request.i suggest this one be deferred until december 6th?mayor burton? that's carried.item 10 is the private tree protection by law.again, i recommend it be deferred. mayor burton? //mayor burton:i actually prefer to move thisas presented. i believe that council is unanimously committedto responding positively to the widespread demands of the public for a stronger and moreeffective private tree protection by law and
i support council in that goal.and thus i move it now. //the chair:councillor robinson?//i just have a question, mr. chair. why is was it being recommended that it bedeferred? //the chair:i only recommended those i recommendedall those items that had an impact directly on the budget, so that we could consider themthe budget in its entirety, instead of piecemeal. but i recognize the positions that are beingput forward. //is it okay if i support the mayor?//the chair:absolutely. [ laughter ]//the chair:all those in favour of the motion? that is carried.//the chair:sorry?
//councillor adams, is it confined to tableover here? or can we ask a question?//the chair:you are welcome to ask a question. //just on the private tree by law, just aquick question to staff: with respect to the and it is budget.i'm talking about the dollar amount. the first tree is $50.then we jump right to $325 for the second tree.i'm just wanting towns the rationale behind that because i know we're going to get someissue with that, and all of a sudden on the common sense side.so one tree is $50 and one tree is $325. i need to have a little bit of clarificationon that.
//mr. chairman, when we looked at the feesfor the private tree by law, we looked at a graduated fee based on the diameter of thetrees right up from 15 centimeters right up to well over 100.the implications of administering a fee for every size class was going to be very, verycomplex, especially for the public. so we decided that at a smaller level tree,a 15 centimeter to 24 centimeters, there wasn't a lot of administrative work in terms of lookingat that permit or administering that permit. so we said that fee would be $50.once you get above 24 centimeter into the 40 centimeter and 50 centimeter range, that'swhen you're actually going out on site, do a review and actually doing a couple of sitevisits.
the amount of time it takes to do a 40 to50 versus a 60 to 80 or 90 centimeter is not a lot in terms of staff time going out there.so we decided to make it easier for the public to understand and also for administrationpurposes, just to flat line the cost at 325 once you get above that 25 centimeter range.we felt that was much easier to administer and again much easier for the public to understandrather than have about 6 or 7 different rates and fees, as is the case in some municipalities.they might have four or five or six different fees based on the size of the tree.//i understand that, mr. mark. thank you very much for the explanation.what my suggestion would be is, looking at this fee that we're very clear on what thebasis of that fee of 325, what the cost the
actual cost and what the performance of staff,what they need to do, so there's an equation there.i know it's in the report somewhere but i think that question has to be very clearlyarticulated excuse me, that explanation needs to be clearly articulated on that second 325,that there's two site visits, and the size of the tree because the size of the treesdoesn't matter. what you're really talking is the administrativeof staff coming out, and doing all the paperwork and doing the site visit of the tree.is that correct? //that's correct.mr. chairman, we will have a communications plan and we will roll that out and explainthat in the communications plan follow up
with the public.//thank you, mr. mark. //the chair:thank you very much.before i take the vote, i have scanned the audience here and i didn't see any memberof the audience here that wasn't part of the staff.but let me just double check. did i miss anybody that wishes to speak?//i'm not a part of staff, and i just want to say that (inaudible)//the chair:hold on. would you mind coming down here and i'm sorry,i should have asked more members of the public, if they wished to delegate earlier on, andas we dealt with each of the items. is there a particular item that you wish todelegate on?
and if we could get your name.//meggan gardiner. i am in mr. chisholm's ward.a couple of things that was of concern for me, looking at this from a budget point ofview, was i have seen a lot of construction being done on the ash trees for the emeraldborers and i drive past i'm on fourth line, drive past the bridge every day and i haveseen a large section of trees that have just been taken down in that area.i see that the town is asking to spend an additional $3.8 million in removal of treesand i want to know at what stage we are in regards to removal of those truce trees becauseif this is from what i have seen so far we've done such a large impact of removal of thoseelm trees, i would like to know what percentage
of the elm trees is it still that we're goingto be removing. //the chair:you're talking about the ash trees,not elm trees? //ash trees, yes.//the chair:we'll get you an answer in a minute. is there anything else?//the only other thing that i am concerned about is tourism as well.i do work for the canadian golf hall of fame and museum, and i so i do work in the areaas well. in regards to tourism, i think that it's importantfor town to realize that for tourism, tourism doesn't mean a ferris wheel, an amusementpark. it is people that are coming to restaurants,coming to the theatre, coming and spending
money in the town.that don't live here. that's what tourism is.it's not a matter of coming in and staying for a long period of time.this can be short visits of just a couple of hours or maybe even a couple of days.your kids are coming for a hockey tournament. they need a place to stay.they need a place to eat. they want a place to visit such as the canadiangolf hall of fame. so i think that it's important.i know that you deferred the tourism until december 6th, so i think that's very importantfor you to look at. it also is it's my career as well as oakvillebeing where i live.
so those were my only two comments.//the chair:great. thank you very much.mayor burton, you have a question. //mayor burton:thank you for coming.and i wonder if you're aware that over the last ten years this council has actually increasedits financial support for promoting tourism. oh, good.and i hope you heard that my interest on deferring it is to get more information, to be surewe're getting the bang for the buck that we're looking for.//absolutely. //mayor burton:and you're okay with that?//i do know as well that what burlington spends on tourism, and other municipalities, is afraction of what oakville spends.
but i do appreciate the town's ongoing support.//the chair:any other questions of the delegate? thank you very much, meggan.i'll ask our staff to answer the question regarding the tree removal process.//through you, mr. chair, in terms of the ash removals, the roads and active parks,in total we had about 8800 trees to remove there based on our inventory.we will be completed all that removal by the end of 2016.we have started now working in our wood lots. we expect that we've got close to 40,000 ashtrees that have to come down in our wood lots across the town.about 747 hectares of land we have to go through. in commissioner bell's presentation she didindicate that we have brought forward some
efficiencies within the program so we areactually going to be completing the bulk of the program about two years earlier.in terms of wood lots where we're working right now, we're working in wood lots thathave a 50% of greater ash component by compartment. that means that we are about 25 to 30% donein terms of that 747 hectares that we have to get through.by the end of this year we'll be close to 240 of those hectares that will be done.so we should have everything done in terms of the wood lots by the end of 209, barringany weather that 2019, barring any weather that might get extended into 200 but we'rehoping to 2020 but we're hoping to wrap that up by the end of 2019.//the chair:i think that satisfies the question,
meggan, thank you very much.thank you, director. appreciate that.mayor burton had a question for you. //mayor burton:actually, my question is forcommissioner bell. thank you, mr. mark.commission commissioner bell, did i hear you correctly to say that despite all our adversitywe may have grown our tree canopy by 1.3%? could i ask if you have publicized that achievementto the media yet? //we are actually in the process of doinga press release for the i tree report. //mayor burton:thank you very much.//the chair:very good. any other questions?let me double check, then: any other members
of the audience here who wish to provide informationtoday? i see none.very good. let's move back to item number 10 which isthe updated private tree protection by law. the item has been moved in its entirety bymayor burton. all those in favour?then that is carried. are there any other new items that any membersof the committee or any of our guests, council members would like to bring forward, ask questionsthat haven't been could have had in any way during any of the presentations?or additional information that you would like to see brought forward as we go through thebudget process?
no?i have one thing that i do want to ask our staff about and that is an opportunity todiscuss with them opportunities to, i'll say, flatten the tax impact in years going forward.so if i could have that opportunity to work with you on that, to bring something backto council, that would be appreciated. any other items?very good. then going forward, we do have two open housesbeing planned for the public. one on saturday morning at glen abbey.and another one down at central library on monday evening at 7 o'clock.and then we do have delegation days planned for next tuesday and next thursday, one duringthe morning sorry, 1 o'clock.
tuesday at 9:30 and thursday at 7 p.m.that's right. glen abbey rec centre, yes.did i not say rec centre? very good.then we are adjourned. and we'll see you all at the delegation daysnext week. thank you very much, everybody.