Environment & Infrastructure Services · 2017. 1. 18. · Environment & Infrastructure Services Organizational Chart. Commissioner, Environment & Infrastructure Services Director,

225 East Beaver Creek Road, Richmond Hill, ON L4B 3P4 T 905 771 8800 RichmondHill.ca

Environment & Infrastructure Services

2017 Draft Operating Budget

Budget Committee of the Whole

TOWN OF RICHMOND HILL

2017 Draft Budget

ENVIRONMENT & INFRASTRUCTURE SERVICES

INDEX Pages 1. Budget Narrative Departmental Overview .................................................................... 1 - 15 General Administration ..................................................................... 16 Design & Construction ...................................................................... 17 - 19 Asset Management ............................................................................ 20 - 22 Environment Services ....................................................................... 23 - 28 2. Facility Systems Coordinator Business Case ........................................... 29 - 32 3. Capital Project Coordinator Business Case .............................................. 33 - 36 4. PowerStream Energy Coordinator Business Case .................................. 37 - 40 5. Energy and Waste Manager Business Case ............................................ 41 - 47 6. Manager, Asset Management Planning Business Case .......................... 48 - 51 7. Project Manager, Asset Management Planning Business Case ………... 52 - 55 8. Contract Extension, PM Asset Management Planning Business Case... 56 - 58

TOWN OF RICHMOND HILL 2017 Draft Budget

ENVIRONMENT & INFRASTRUCTURE SERVICES – DEPARTMENTAL SUMMARY

OVERVIEW

The Environment & Infrastructure services department is focused on the delivery of major capital projects which incorporates project development, project management and project delivery. This department is also responsible for integrating the Town’s green initiatives into one coordinated program through the development and implementation of the Environment Strategy.

The delivery of these services is organized into three Divisions:

Design and Construction (includes road, watermain, sanitary and storm sewer construction, SWM ponds,parks, trails and open space works, capital forecasting and maintaining Engineering records)

Asset Management (includes new building construction, renovation and maintenance) Environment Services (include policies, projects, and programs to coordinate and manage air quality

through sustainable transportation and energy use, solid waste policy, water resources and the naturalenvironment)

The 2017 Operating Budget as compared to the three year operating outlook previously reported includes the following deviations: The replacement of the Senior Municipal Inspector position with a Capital Project Coordinator, mainly due

to increased volume of capital life cycle replacement projects As per staff report SRCAO.16.31 and SRCAO.16.36 that directed staff to implement the recommendations

of the Asset Management Plan to meet the Provincial Requirements outlined in the Building Together: AGuide for Asset Management Plans. The operating budget includes the following positions: Manager,Asset Management Planning; Project Manager, Asset Management Planning; and a contract extension fora Project Manager Asset Management Planning. These positions did not form part of the prior yearoperating outlook

Projected hydro increases as per Powerstream

The 2016 ACCOMPLISHMENTS for the Environment Services & Infrastructure Department are as follows:

Design and Construction

Completed Lake Wilcox Park Phase 2 Completion of Demaine Crescent, Anzac Road, Ashlar Rd, and Alsace Road reconstruction Completion of Lakeland Crescent Road reconstruction

Asset Management

Completed chiller replacement for Central Library Completed server room reconstruction for Central Library Completed water slide and wave generating equipment replacement for Lois Hancey Aquatic Centre Awarded tender and commenced construction of new Oak Ridge’s Library Completed design for the Ed Sackfield Arena second ice pad Commenced with Phase 2 design of 225 EBC Accommodation Plan Completed rehabilitation Richmond Hill Cenotaph

Environment Services

Energy: Completed Detailed Energy Audits for top 13 energy consuming Town Facilities Identified nearly 100 energy conservation measures that will be prioritized for implementation Completed the energy and GHG reporting requirements under the Green Energy Act Secured a vendor to convert the Town’s lighting network to LED technology

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OVERVIEW – Continued

Environment Services - Continued

Waste: Established new waste management service levels for the Town Undertook waste collection contract negotiations Delivered the annual community Clean-Up, Green-Up event with a record 7728 participants Completed the annual Waste Diversion Ontario Data Call securing 50% funding for recycling (blue box)

collection and related costs

Water Resources Feasibility studies completed for the rehabilitation of Mitchell Pond and sections of Pomona Creek, as well

as pre-design work for Beaver Creek Pond B Carried out the Town-wide monitoring program for Lake Wilcox and stormwater ponds Completed ‘State of the Lake’ report for Lake Wilcox

Natural Environment 10th Anniversary of the Healthy Yards Program recognized and funded by TD Green Streets Emerald Ash Borer pesticide treatment and communications strategy Planted 10,000 trees together with volunteers and partners (Community Stewardship Program) Community allotment garden program at Phyllis Rawlinson Park

Environment Strategy Environment Strategy Greening the Hill – delivered the Town’s first Progress Report Environmental Community Liaison role supported community groups, eco-schools, library and public

events to provide information and help connect residents with green volunteer opportunities Partnership with David Suzuki Foundation’s Blue Dot volunteers to run Bike Valet Service at Mill Pond

Concerts in the Park Active Transportation: Lake-to-Lake Route MOU and funding partnership with York Region and the

Province

The 2017 PRIORITIES for the Environment Services & Infrastructure Department are as follows:

Design and Construction

Doncrest Road reconstruction Castle Rock Drive Watermain replacement Elgin Mills Greenway Improvements Various trails, sidewalks and illumination projects Start construction on Lake Wilcox Youth Centre Upgrade to Humberflats and Grace Lawrence Play structures Baif Pond Boardwalk

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OVERVIEW - Continued

Asset Management

Completion of construction of Oak Ridges Library Start construction of Ed Sackfield Arena second ice pad Start design based on Operation Centre Phase II Master Plan Construction of Phase 2 of 225 EBC Accommodation Plan Heat pump replacement at 225 EBC Boiler replacement at the Central Library Roof top unit replacements at Richvale CC


Energy: Complete the LED streetlight conversion project Prioritize the energy conservation measures identified in the Detailed Energy Audits and initiate

implementation Deliver annual energy consumption and GHG reporting in keeping with Provincial requirements

Waste: Bring forward new waste collection contract for award Begin implementing new waste collection service levels (e.g., recycling at super mailboxes) Complete Waste Development Standards

Water Resources Complete the Garden Avenue drainage study Start the environmental assessment of the rehabilitation of Mill Pond Park Start the Lake Wilcox Management Plan Coordinate with TRCA on valleyland restoration projects along the Don River

Natural Environment Bring forward a Community Garden Policy and provisions for a pilot project Initiate Urban Forest Management Plan Initiate the Beaver Woodland Restoration Project DDO Phase 1 Restoration Plan

Environment Strategy Work with Clean Air Council of the GTHA and York Region Climate Change Working Group to develop

mitigation and adaptation measures as required by the Province Data collection for the Environmental Scorecard Further develop environmental education and outreach programs and tools Develop Transit Advocacy Information Package to assist Council and staff with key messages Coordinate and update mapping data for Town cycling network Compile inputs (data, community feedback, research studies, reports) to help inform the Pedestrian and

Cycling Master Plan (PCMP) update

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Full-Time Complement

2016 2017Approved Draft Budget

Administration 3 3Design & Construction Design 15 15 Construction 12 12 Parks Design 9 9Asset Management Administration 4 4 Facility Operations 9 9 Facility Systems & Technical Systems 7 7Environment Services Administration 2 2 Air Quality 3 3 Waste Management 2 2 Water Resources 3 3 Natural Environment 4 4 Environment Strategy 3 3

Sub-total 76 76New Staffing Requests 4

Total 76 80

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2017 Departmental Budget Highlights

Preliminary 2016 2017 Variance2015 Actuals Approved Draft (Favourable) /

Actuals Nov. 30, 2016 Budget Budget Unfavourable

ExpendituresPersonnel - Full-Time 7,918,892$ 7,480,050$ 8,746,300$ 9,183,800$ 437,500$ Personnel - Casual 265,827 315,579 181,000 409,700 228,700 Contracts / Services 1,089,219 849,950 1,319,300 1,404,700 85,400 Materials / Supplies 9,814,587 7,952,338 10,340,500 10,817,500 477,000 Other Expenditures 152,704 83,976 151,500 173,000 21,500 Transfers to Other Funds 374,600 293,200 374,300 376,800 2,500

Total Expenditures 19,615,829$ 16,975,093$ 21,112,900$ 22,365,500$ 1,252,600$ 5.9%

RevenuesUser Fees (3,047) (6,794) (3,600) (3,600) - Grants / Donations - - - (39,000) (39,000) Reserves and Reserve Funds (1,040,985) (1,048,655) (1,359,700) (1,560,100) (200,400) Other Internal Sources (295,200) (269,500) (293,700) (333,600) (39,900) Other Revenues (901,690) (792,375) (844,400) (704,200) 140,200

Total Revenues (2,240,922)$ (2,117,324)$ (2,501,400)$ (2,640,500)$ (139,100)$ -5.6%

Net Budget 17,374,907$ 14,857,769$ 18,611,500$ 19,725,000$ 1,113,500$ 6.0%


2016 2017Approved Service Draft

Budget Base Growth Legislated Enhancements Budget

ExpendituresPersonnel - Full-Time 8,746,300$ 161,700$ 247,900$ -$ 27,900$ 9,183,800$ Personnel - Casual 181,000 122,300 44,100 - 62,300 409,700 Contracts / Services 1,319,300 12,100 71,300 - 2,000 1,404,700 Materials / Supplies 10,340,500 396,500 27,200 30,000 23,300 10,817,500Other Expenditures 151,500 - 13,500 - 8,000 173,000 Transfers to Other Funds 374,300 2,500 - - - 376,800

Total Expenditures 21,112,900$ 695,100$ 404,000$ 30,000$ 123,500$ 22,365,500$

RevenuesUser Fees (3,600) - - - - (3,600) Grants / Donations - - (39,000) - - (39,000) Reserves and Reserve Funds (1,359,700) 12,800 (151,000) - (62,200) (1,560,100) Other Internal Sources (293,700) (12,900) - - (27,000) (333,600) Other Revenues (844,400) 140,200 - - - (704,200)

Total Revenues (2,501,400)$ 140,100$ (190,000)$ -$ (89,200)$ (2,640,500)$

Net Budget 18,611,500$ 835,200$ 214,000$ 30,000$ 34,300$ 19,725,000$

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2017 Departmental Budget Summary - By Division



Administration 267,807$ 278,858$ 510,300$ 515,800$ 5,500$ Design & Construction Design 1,314,354 1,224,452 1,424,300 1,467,900 43,600 Construction 493,502 660,104 734,700 840,000 105,300 Parks Design 1,119,789 795,656 986,700 993,600 6,900

2,927,645 2,680,212 3,145,700 3,301,500 155,800 Asset Management Administration 2,281,480 1,779,744 2,037,600 2,168,400 130,800 Facilities 9,447,923 7,803,188 10,060,900 10,703,100 642,200

11,729,403 9,582,932 12,098,500 12,871,500 773,000 Environment Services Administration 283,668 240,902 291,800 297,700 5,900 Air Quality & Waste 561,861 551,067 756,000 873,400 117,400 Water Resources 479,885 428,831 543,000 548,300 5,300 Natural Environment 661,907 604,930 793,800 814,100 20,300 Environment Strategy 462,731 490,037 472,400 493,400 21,000 Asset Mgmt Planning - - - 9,300 9,300

2,450,052 2,315,767 2,857,000 3,036,200 179,200

Total Budget 17,374,907$ 14,857,769$ 18,611,500$ 19,725,000$ 1,113,500$ 6.0%

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Actuals Nov. 30, 2016 Budget Budget UnfavourableExpenditures

Administration 267,807$ 278,858$ 510,300$ 515,800$ 5,500$ Design & Construction Design 1,631,701 1,517,246 1,739,900 1,795,000 55,100 Construction 1,121,219 1,169,444 1,295,300 1,328,900 33,600 Parks Design 1,119,789 1,000,856 1,210,700 1,217,600 6,900

3,872,709 3,687,546 4,245,900 4,341,500 95,600 Asset Management Administration 2,870,275 2,325,211 2,867,700 3,094,600 226,900 Facilities 10,045,666 8,303,282 10,540,200 11,016,600 476,400

12,915,941 10,628,493 13,407,900 14,111,200 703,300 Environment Services Administration 283,668 240,902 291,800 297,700 5,900 Air Quality & Waste 565,961 553,158 756,000 913,300 157,300 Water Resources 541,185 461,831 579,300 578,300 (1,000) Natural Environment 672,959 617,264 804,800 908,000 103,200 Environment Strategy 495,599 507,041 516,900 538,900 22,000 Asset Mgmt. Planning - - - 160,800 160,800

2,559,372 2,380,196 2,948,800 3,397,000 448,200

Total Expenditures 19,615,829$ 16,975,093$ 21,112,900$ 22,365,500$ 1,252,600$ 5.9%

Revenues

Design & Construction Design (317,347) (292,794) (315,600) (327,100) (11,500) Construction (627,717) (509,340) (560,600) (488,900) 71,700 Parks Design - (205,200) (224,000) (224,000) -

(945,064) (1,007,334) (1,100,200) (1,040,000) 60,200 Asset Management Administration (588,795) (545,467) (830,100) (926,200) (96,100) Facilities (597,743) (500,094) (479,300) (313,500) 165,800

(1,186,538) (1,045,561) (1,309,400) (1,239,700) 69,700 Environment Services Air Quality & Waste (4,100) (2,091) - (39,900) (39,900) Water Resources (61,300) (33,000) (36,300) (30,000) 6,300 Natural Environment (11,052) (12,334) (11,000) (93,900) (82,900) Environment Strategy (32,868) (17,004) (44,500) (45,500) (1,000) Asset Mgmt. Planning - - - (151,500) (151,500)

(109,320) (64,429) (91,800) (360,800) (269,000)

Total Revenues (2,240,922)$ (2,117,324)$ (2,501,400)$ (2,640,500)$ (139,100)$ -5.6%

Total Budget 17,374,907$ 14,857,769$ 18,611,500$ 19,725,000$ 1,113,500$ 6.0%

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Budget Variance Explanation

Department: Environment & Infrastructure Services

2016 2017Budget Budget

Prior Year's Net Budget 18,611,500$

ExpendituresPersonnel - FT (OT) 8,697,100 8,858,800 161,700 Increase as a result of step level increases coupled with

increased personnel benefits

Personnel - Casual 181,000 303,300 122,300 Increase as a result of higher hourly casual rates coupled with a realignment of the Environment Services budget and a transfer of a contract position from Strategic Initiatives previously endorsed by Council.

8,878,100 9,162,100 284,000

Materials / SuppliesAdministration - General 75,600 77,100 1,500 Due to increased conference ($900) coupled with an

increase in external training ($600) for 2 approved positions within the 2016 budget.

Asset Management - FacilitiesFacilities Maintenance - Other 4,168,200 4,363,900 195,700 Other facility maintenance cost increases include higher

plumbing ($52,200), HVAC ($55,200), electrical ($29,700), building repairs ($31,700) etc. for 60 facilities.

Utilities - Hydro, heating & water 5,481,300 5,684,700 203,400 The incremental increase is mainly due to a projected price increase in hydro costs ($213,800) coupled with a 9% push down from the Region of York for water draws ($89,300) and reduced heating fuel ($99,700) to reflect actuals

Environment Services 160,600 156,500 (4,100) Decrease as a result of realigning the division budget

Contracts / ServicesAsset Management - FacilitiesSecurity Contracts - Facilities 417,700 439,400 21,700 Security Contracts are increasing as a result of a built in

annual escalation clause in the contract.

Insurance Premiums 92,400 94,900 2,500 Corporate increase.

Environment Services 584,300 572,200 (12,100) Decrease as a result of realigning the division budget

Transfers to Other FundsAsset Management - FacilitiesWages Shared 74,300 76,800 2,500 Increase as a result of increased personnel benefits

Total Expenditures 695,100 3.7%

Budget Change Explanations Incremental Change

% Change over Prior Year Variance Explanation

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Budget Variance Explanation - continued

RevenuesReserves and Reserve FundsDesign & ConstructionTransfer from Inspection Reserve Fund (572,400) (499,300) 73,100 The decrease is mainly due to lower draws on the

Inspection Reserve as a step towards reducing reliance on reserve funds to fund operating activities.

Asset Management - FacilitiesTransfer from Development Charge (115,600) (118,900) (3,300) Increased revenue as a result of increased personnel

benefits.

Environment ServicesWater ResourcesTransfer from Lake Wilcox Remediation (11,300) (5,000) 6,300 The decrease is due to lower draws on the Lake Wilcox

Remediation Reserve Fund. This reduces reliance on the reserve to fund operating activities as the balance nears depletion.

Environment Strategy & SustainabilityTransfer from Federal Gas Tax Reserve Fund (44,500) (45,500) (1,000) The increase is a result of increased EMS Consulting

(audits) eligible for federal gas tax fundingAsset Management PlanningTransfer from Federal Gas Tax Reserve Fund - (62,300) (62,300) Transfer of an existing contract position from Strategic

Initiatives as endorsed previously by Council.

Other Internal SourcesDesign & ConstructionRecovery from Water Fund (293,700) (306,600) (12,900) Increased revenue as a result of increased personnel

benefits chargeable to the water rates.

Other RevenuesAsset Management - FacilitiesEBC (21) Management Fee & Recovery (354,100) (366,800) (12,700) Increase operating costs chargeable back to the tenants.

EBC (21) CAM Cost; Building Rental Fee (26) & Utility Recovery (37)

(479,300) (313,500) 165,800 Decrease mainly due to lower tenant occupancy.

Environment ServicesNatural EnvironmentHealthy Yard Recovery & Lease of Community Garden

(11,000) (23,900) (12,900) Increased revenue from program fees based on forecasted resident demand.

Total Revenue 140,100 0.8%Base Budget 835,200 4.5%

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Budget Variance Explanation – continued

Growth

Asset Management - FacilitiesCapital Project Coordinator 60,400 124,400 Annualization costs for the Capital Project Coordinator

approved in the 2016 budget process

Capital Project Coordinator Funding (60,400) (122,500) 1,900 The Capital Project Coordinator is funded by Development Charges

Community Spaces - Yonge Street and Observatory and Bayview Avenue and High Tech Road

Materials - 24,300

Contracts - 1,300 25,600

Facility Coordinator - 56,300

Tax rate Stabilization Reserve Fund - Fund Minor Capital

- (8,000) 48,300

Capital Project Coordinator - 62,100


- (10,000) 52,100


Natural EnvironmentContracts - 70,000

Reserve and Reserve Funds - (70,000) -

Air QualityPowerstream Energy Coordinator - 48,800

Grant Funding @80% - (39,000)


- (900) 8,900

Waste ManagementEnergy and Waste Manager - 77,200 77,200 This position will manage and deliver the Town's Energy

Management and Waste Management programs.

Total Growth 214,000 1.1%

LegislatedMaterials / Supplies - Asset Management - FacilitiesAdministration 372,000 402,000 30,000 Regulator Compliance increased as a result of Electrical

Safety Authority permitting (ESA) requirements.

Total Legislated 30,000 0.2%

Change Over 2016 Net Budget 1,079,200 5.8%

Council previously endorsed 2 community spaces as capital projects. Since turnover of space to the Town is imminent, a full year operating impact has been included.

Transfer of the Community Stewardship Program from the Town's Capital Budget to the Operating Budget. The incremental increase will be offset by a draw from the Ecological Legacy Reserve Fund.

This position will manage facility preventative maintenance ensuring compliance with changing legislated safety and code requirements. Associated minor capital costs will be funded by the Tax Rate Stabilization Reserve Fund.

This position will assist the Manager of Facility Assets in the delivery of life cycle capital facility repair and replacement projects. Associated minor capital costs will be funded by the Tax Rate Stabilization Reserve Fund.

This position will assist in the implementation of the Town's Energy Conservation and Demand Management Plan. It will be funded 80% to a maximum of $80,000 per year by Powerstream through their SaveOnEnergy incentive program.

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Budget Variance Explanation – continued

Service EnhancementsAsset Management - FacilitiesDDO Admin & Observatory Bldg.

- Materials - 23,000 - Contracts - 2,000 25,000

Environment ServicesAsset Management PlanningManager, Asset Management Planning - 82,600

Manager of Air Quality - (82,600)

Water Wastewater Reserve Funding - (10,700) (10,700)

Project Manager, Asset Management Planning - 71,200

Water Wastewater Reserve Funding - (8,200)

Project Manager funded in part by savings within the EIS budget

- (35,000)


- (8,000) 20,000

Contract Extension - Project Manager Asset Management Planning

- 62,300

Contract Extension - Project Manager Asset Management Planning Funded by Federal Gas T

- (54,200)

Water Wastewater Reserve Funding - (8,100) -

Total Service Enhancements 34,300 0.2%Incremental Increase 1,113,500 6.0%Net Budget 19,725,000

The Town will be assuming the DDO Administration and Observatory Building towards the end of January 2017. As such, operating budget has been included.

This position will begin early implementation activities outlined in the Town's recently approved corporate Asset Management Plan until such time as permanent resources are in place and progressing.

As per staff report SRCAO.16.31. The Manager, Capital Asset Management Planning will be funded through realignment of the Environment Services budget coupled with 13% chargeback to the Water Wastewater Reserve Fund

As per staff report SRCAO.16.31. The position is funded in part by savings ($35,000) from the Environment Services budget coupled with a 13% chargeback to the Water Wastewater Reserve Fund. Associated minor capital costs will be funded by the Tax Rate Stabilization Reserve Fund.

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ENVIRONMENT & INFRASTRUCTURE SERVICES DEPARTMENT

GENERAL ADMINISTRATION

Program Description

The general administration of the Department includes the planning and co-ordination of all engineering and infrastructure related activities of the three divisions:

Design and Construction (Parks Design & Construction inclusive) Asset Management Environment Services

In addition, day to day office management activities for Environment Infrastructure Services located at 225 East Beaver Creek such as reception, supplies & support staff co-ordination fall within the responsibility of this area.

The scope of the work includes:

a) Initiating and developing programs to improve services to the public.b) Ensure legislated obligations are satisfactorily addressed.c) Assess benchmarks and performance standards to encourage a culture of continuous improvement.d) Ensuring that adequate funding and resources are available to complete approved programs.e) Providing professional advice to the other Departments, Committees and Council.f) Co-ordination of timely responses to public enquires.

General Administration Divisional Summary

2017 Budget Highlights



ExpendituresPersonnel - Full-Time 228,120$ 240,297$ 433,300$ 437,300$ 4,000$ Contracts / Services - - 1,400 1,400 - Materials / Supplies 39,687 38,561 75,600 77,100 1,500

Net Budget 267,807$ 278,858$ 510,300$ 515,800$ 5,500$ 1.1%



ExpendituresPersonnel - Full-Time 433,300$ 4,000$ -$ -$ -$ 437,300$ Contracts / Services 1,400 - - - - 1,400Materials / Supplies 75,600 1,500 - - - 77,100

Net Budget 510,300$ 5,500$ -$ -$ -$ 515,800$

Base Expenditures

Base expenditures increased by $5,500 mainly due to increased personnel benefits16

TOWN OF RICHMOND HILL

2017 Draft Budget ENVIRONMENT & INFRASTRUCTURE SERVICES DEPARTMENT DESIGN AND CONSTRUCTION DIVISION Program Description This division is composed of a Design, Parks and Construction programs. The Design program includes the planning, management and provision of services related to the design of capital projects, record keeping of all municipal infrastructure as well as, dispensing of technical advice and the development and maintenance of a data base of infrastructure and property. The Construction program provides construction management, survey and municipal inspection services for the Town. It also provides construction management of all capital works projects including contracts and tender documents and construction administration. The Parks program includes planning, management and provision of services related to the design of park and trails capital projects as well as the record keeping of all park related infrastructure. This section also provides advice to the Town with regards to “facility fit” analysis and the development and maintenance of parks design and construction standards. Design and Construction Divisional Summary 2017 Budget Highlights



ExpendituresPersonnel - Full-Time 3,806,129$ 3,612,567$ 4,095,700$ 4,191,300$ 95,600$ Personnel - Casual 5,278 15,276 12,600 12,600 - Contracts / Services 14,190 18,023 57,000 57,000 - Materials / Supplies 47,112 41,680 80,600 80,600 -

Total Expenditures 3,872,709$ 3,687,546$ 4,245,900$ 4,341,500$ 95,600$ 2.3%

RevenuesUser Fees (3,047) (6,794) (3,600) (3,600) - Reserves and Reserve Funds (646,817) (731,040) (802,900) (729,800) 73,100 Other Internal Sources (295,200) (269,500) (293,700) (306,600) (12,900)

Total Revenues (945,064)$ (1,007,334)$ (1,100,200)$ (1,040,000)$ 60,200$ 5.5%

Net Budget 2,927,645$ 2,680,212$ 3,145,700$ 3,301,500$ 155,800$ 5.0%

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DESIGN AND CONSTRUCTION DIVISION

Design and Construction Divisional Summary - Continued



ExpendituresPersonnel - Full-Time 4,095,700$ 95,600$ -$ -$ -$ 4,191,300$ Personnel - Casual 12,600 - - - - 12,600Contracts / Services 57,000 - - - - 57,000Materials / Supplies 80,600 - - - - 80,600

Total Expenditures 4,245,900$ 95,600$ -$ -$ -$ 4,341,500$

RevenuesUser Fees (3,600) - - - - (3,600) Reserves and Reserve Funds (802,900) 73,100 - - - (729,800) Other Internal Sources (293,700) (12,900) - - - (306,600)

Total Revenues (1,100,200)$ 60,200$ -$ -$ -$ (1,040,000)$

Net Budget 3,145,700$ 155,800$ -$ -$ -$ 3,301,500$

Design and Construction by Programs


Design



ExpendituresPersonnel - Full-Time 1,610,412$ 1,492,279$ 1,682,400$ 1,737,500$ 55,100$ Personnel - Casual 5,278 15,276 12,600 12,600 - Contracts / Services 5,185 25,000 - Materials / Supplies 10,826 9,691

- 25,000 19,900 19,900 -


RevenuesUser Fees (3,047) (6,794) (3,600) (3,600) - Reserves and Reserve Funds (69,600) (63,800) (69,600) (69,600) - Other Internal Sources (244,700) (222,200) (242,400) (253,900) (11,500)

Total Revenues (317,347)$ (292,794)$ (315,600)$ (327,100)$ (11,500)$ -3.6%

Net Budget 1,314,354$ 1,224,452$ 1,424,300$ 1,467,900$ 43,600$ 3.1%

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Design and Construction by Programs

Construction



ExpendituresPersonnel - Full-Time 1,102,306$ 1,146,033$ 1,257,800$ 1,291,400$ 33,600$ Materials / Supplies 18,913 23,411 37,500 37,500 -


RevenuesReserves and Reserve Funds (577,217) (462,040) (509,300) (436,200) 73,100 Other Internal Sources (50,500) (47,300) (51,300) (52,700) (1,400)

Total Revenues (627,717)$ (509,340)$ (560,600)$ (488,900)$ 71,700$ 12.8%

Net Budget 493,502$ 660,104$ 734,700$ 840,000$ 105,300$ 14.3%

Parks Design



ExpendituresPersonnel - Full-Time 1,093,411$ 974,255$ 1,155,500$ 1,162,400$ 6,900$ Contracts / Services 9,005 18,023 32,000 32,000 - Materials / Supplies 17,373 8,578 23,200 23,200 -


RevenuesReserves and Reserve Funds - (205,200) (224,000) (224,000) -

Total Revenues -$ (205,200)$ (224,000)$ (224,000)$ -$ 0.0%

Net Budget 1,119,789$ 795,656$ 986,700$ 993,600$ 6,900$ 0.7%

Base Expenditures

Summary base expenditures increased by $95,600 due to step levels increases coupled with increasedpersonnel benefits.

Base Revenues

Summary base revenues decreased by $60,200 as a result of lowering the draw from the inspectionreserve fund ($73,100) as a step towards reducing reliance on reserve funds to fund operating activities.The lower reserve draw is offset by an increased water draw ($12,900) as a result of increased personnelbenefits chargeable to the water rates.

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ASSET MANAGEMENT DIVISION

Program Description

The Asset Management section provides the planning and administration of all programs required to maintain and operate 60 Town facilities. This division is responsible for building maintenance, security, utilities and life safety for all Town facilities. This section also develops strategies and establishes programs to ensure Town facilities are maintained to industry standards. This section plays a leadership role in the area of energy conservation and greenhouse gas emissions reduction by implementing recommendations in the Town’s Energy Conservation and Demand Management Plan (CDM). This section also provides project management services for major renovations and new facilities to all Town departments.


Asset Management Divisional Summary



ExpendituresPersonnel - Full-Time 2,140,683$ 1,983,565$ 2,195,300$ 2,382,900$ 187,600$ Personnel - Casual 304 931 - - - Contracts / Services 636,574 475,184 676,600 704,100 27,500 Materials / Supplies 9,619,409 7,803,187 10,023,700 10,500,400 476,700 Other Expenditures 144,371 72,426 138,000 147,000 9,000 Transfers to Other Funds 374,600 293,200 374,300 376,800 2,500


RevenuesReserves and Reserve Funds (300,000) (267,642) (476,000) (559,400) (83,400) Other Revenues (886,538) (777,919) (833,400) (680,300) 153,100

Total Revenues (1,186,538)$ (1,045,561)$ (1,309,400)$ (1,239,700)$ 69,700$ 5.3%

Net Budget 11,729,403$ 9,582,932$ 12,098,500$ 12,871,500$ 773,000$ 6.4%



ExpendituresPersonnel - Full-Time 2,195,300$ 14,500$ 173,100$ -$ -$ 2,382,900$ Contracts / Services 676,600 24,200 1,300 - 2,000 704,100Materials / Supplies 10,023,700 399,100 24,600 30,000 23,000 10,500,400Other Expenditures 138,000 - 9,000 - - 147,000Transfers to Other Funds 374,300 2,500 - - - 376,800

Total Expenditures 13,407,900$ 440,300$ 208,000$ 30,000$ 25,000$ 14,111,200$

RevenuesReserves and Reserve Funds (476,000) (3,300) (80,100) - - (559,400) Other Revenues (833,400) 153,100 - - - (680,300)

Total Revenues (1,309,400)$ 149,800$ (80,100)$ -$ -$ (1,239,700)$

Net Budget 12,098,500$ 590,100$ 127,900$ 30,000$ 25,000$ 12,871,500$

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ASSET MANAGEMENT DIVISION

Asset Management by Programs


Administration



ExpendituresPersonnel - Full-Time 2,140,683$ 1,983,565$ 2,195,300$ 2,382,900$ 187,600$ Personnel - Casual 304 931 - - - Contracts / Services 138,318 101,732 160,200 160,200 - Materials / Supplies 446,599 166,557 374,200 404,500 30,300 Other Expenditures 144,371 72,426 138,000 147,000 9,000


RevenuesReserves and Reserve Funds (300,000) (267,642) (476,000) (559,400) (83,400) Other Revenues (288,795) (277,825) (354,100) (366,800) (12,700)

Total Revenues (588,795)$ (545,467)$ (830,100)$ (926,200)$ (96,100)$ -11.6%

Net Budget 2,281,480$ 1,779,744$ 2,037,600$ 2,168,400$ 130,800$ 6.4%

Asset Management - Facilities



Facility by Type

Town Administration 2,349,876$ 1,907,585$ 2,628,800$ 2,868,600$ 239,800$ Recreation 3,393,540 2,840,002 3,523,000 3,729,400 206,400 Arenas 1,615,057 1,334,508 1,731,900 1,807,600 75,700 Fire Stations 335,686 268,886 365,400 385,400 20,000 Libraries 1,082,186 831,595 1,141,300 1,188,500 47,200 Heritage 658,823 606,521 653,000 681,100 28,100 Other 12,755 14,091 17,500 42,500 25,000

Net Budget 9,447,923$ 7,803,188$ 10,060,900$ 10,703,100$ 642,200$ 6.4%

Expenditure by Category

Contracts / Services 498,256$ 373,452$ 516,400$ 543,900$ 27,500$ Materials / Supplies

- Utilities 5,069,096 4,404,561 5,481,300 5,707,000 225,700 - Other 4,103,714 3,232,069 4,168,200 4,388,900 220,700

Transfers to Other Funds 374,600 293,200 374,300 376,800 2,500

Total Expenditure 10,045,666$ 8,303,282$ 10,540,200$ 11,016,600$ 476,400$ 4.5%

RevenuesOther Revenues (597,743) (500,094) (479,300) (313,500) 165,800

Net Budget 9,447,923$ 7,803,188$ 10,060,900$ 10,703,100$ 642,200$ 6.4%

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ASSET MANAGEMENT DIVISION - Continued

Base Expenditures

Summary base expenditures increased by $440,300 mainly due to: a forecasted price increase in hydro costs ($213,800) 9% push down from the Region of York for water ($89,300) a reduction in heating fuel ($99,700) to reflect actual spending Security contracts ($21,700) increased as a result of an annual contract escalation clause. Other facility maintenance cost increases include higher plumbing ($52,200), HVAC ($55,200), electrical

($29,700) and building repairs ($ 31,700).

Base Revenues

Summary base revenues decreased by $149,800 mainly due: Decreased CAM costs as a result of Lower tenant occupancy ($165,800) Increased operating costs and recoveries ($12,700) chargeable back to the existing tenants Increased in development charges ($3,300) as a result of increased personnel benefits chargeable to the

reserve fund

Growth

Growth increased by $127,900 mainly due to:

The addition of two community spaces (i.e. namely Community space: Yonge Street and Observatory Laneand Bayview Avenue and High Tech Road) previously endorsed by Council ($25,600). Turnover of thespace to the Town is imminent; as such a full year operating impact has been included.

Slight incremental increase ($1,900) as a result of the annualization of the Capital Project Coordinator A request for a Facility Coordinator ($48,300) coupled with a request for a Project Coordinator ($52,100).

The Facility Coordinator will help with the management of facility preventative maintenance and ensurecompliance with changing legislated safety and code requirements. The Capital Project Coordinator willassist the Asset Management Division’s Manager of Facility Assets in the delivery of the life cycle capitalfacility repair and replacement projects.

Legislated

Regulatory compliance increased by $30,000 as a result of Electrical Safety Authority permitting (ESA)requirements

Service Enhancement

The Town will be assuming the DDO Administration and Observatory Building towards the end of January2017. As such, operating budget ($25,000) has been included.

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ENVIRONMENT SERVICES DIVISION

Program Description

The Environment Services Division is responsible for integrating the Town’s green initiatives into one coordinated program through the Town’s Environment Strategy. The Air Quality section is responsible to address significant sources of greenhouse gases and air pollutants (primarily from transportation and energy use). This section also guides the Town’s waste management policy and collection programs. The Water Resources section is responsible for addressing flood control and water quality through the 10-year Capital Plan for valleyland restoration and stormwater management. The Natural Environment section oversees management of the Town’s urban forest, the community Allotment Garden and the Community Stewardship Program. The Environment Strategy section is responsible for the implementation of the Town’s Environment Strategy, as well as public engagement initiatives and the Town’s ISO14001 Environmental Management System. Finally, the new Asset Management Planning section will be responsible for the long term management of the Town’s infrastructure assets.

Environment Services Divisional Summary

2017 Budget Highlights Preliminary 2016 2017 Variance

2015 Actuals Approved Draft (Favourable) /Actuals Nov. 30, 2016 Budget Budget Unfavourable

ExpendituresPersonnel - Full-Time 1,743,960$ 1,643,621$ 2,022,000$ 2,172,300$ 150,300$ Personnel - Casual 260,245 299,372 168,400 397,100 228,700 Contracts / Services 438,455 356,743 584,300 642,200 57,900 Materials / Supplies 108,379 68,910 160,600 159,400 (1,200) Other Expenditures 8,333 11,550 13,500 26,000 12,500


RevenuesOther Internal Sources - - - (27,000) (27,000) Grants / Donations - - - (39,000) (39,000) Reserves and Reserve Funds (94,168) (49,973) (80,800) (270,900) (190,100) Other Revenues (15,152) (14,456) (11,000) (23,900) (12,900)

Total Revenues (109,320)$ (64,429)$ (91,800)$ (360,800)$ (269,000)$ -293.0%

Net Budget 2,450,052$ 2,315,767$ 2,857,000$ 3,036,200$ 179,200$ 6.3%


Budget Base Growth Legislated Enhancements BudgetExpenditures

Personnel - Full-Time 2,022,000$ 47,600$ 74,800$ -$ 27,900$ 2,172,300$ Personnel - Casual 168,400 122,300 44,100 - 62,300 397,100 Contracts / Services 584,300 (12,100) 70,000 - - 642,200 Materials / Supplies 160,600 (4,100) 2,600 - 300 159,400 Other Expenditures 13,500 - 4,500 - 8,000 26,000

Total Expenditures 2,948,800$ 153,700$ 196,000$ -$ 98,500$ 3,397,000$

RevenuesOther Internal Sources - - - - (27,000) (27,000) Grants / Donations - - (39,000) - - (39,000) Reserves and Reserve Funds (80,800) (57,000) (70,900) - (62,200) (270,900) Other Revenues (11,000) (12,900) - - - (23,900)

Total Revenues (91,800)$ (69,900)$ (109,900)$ -$ (89,200)$ (360,800)$

Net Budget 2,857,000$ 83,800$ 86,100$ -$ 9,300$ 3,036,200$

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ENVIRONMENT SERVICES DIVISION - Continued

Environment Services by Programs


Administration



ExpendituresPersonnel - Full-Time 280,977$ 238,230$ 285,200$ 290,600$ 5,400$ Contracts / Services - 142 500 500 - Materials / Supplies 2,691 2,530 6,100 6,600 500

Net Budget 283,668$ 240,902$ 291,800$ 297,700$ 5,900$ 2.0%

Air Quality



ExpendituresPersonnel - Full-Time 299,071$ 222,759$ 368,700$ 373,100$ 4,400$ Personnel - Casual 12,145 35,660 39,300 89,700 50,400 Contracts / Services 51,411 52,276 68,700 59,600 (9,100) Materials / Supplies 13,971 9,583 21,100 12,800 (8,300) Other Expenditures 6,556 4,230 4,500 7,000 2,500

Total Expenditures 383,154$ 324,508$ 502,300$ 542,200$ 39,900$ 7.9%

RevenuesReserves and Reserve Funds - - - (900) (900) Grants / Donations - - - (39,000) (39,000) Other Revenues (4,100) (2,091) - - -

Total Revenues (4,100)$ (2,091)$ -$ (39,900)$ (39,900)$

Net Budget 379,054$ 322,417$ 502,300$ 502,300$ -$ 0.0%

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Waste Management



ExpendituresPersonnel - Full-Time 96,798$ 111,010$ 181,300$ 272,900$ 91,600$ Personnel - Casual 54,130 56,140 11,600 45,700 34,100 Contracts / Services 19,723 49,539 43,400 38,700 (4,700) Materials / Supplies 12,156 11,961 17,400 11,800 (5,600) Other Expenditures - - - 2,000 2,000

Net Budget 182,807$ 228,650$ 253,700$ 371,100$ 117,400$ 46.3%

Water Resources



ExpendituresPersonnel - Full-Time 353,264$ 298,540$ 372,800$ 365,500$ (7,300)$ Personnel - Casual 35,469 51,121 39,200 45,600 6,400Contracts / Services 130,784 99,695 139,600 139,600 - Materials / Supplies 22,347 10,348 24,700 24,600 (100)Other Expenditures (679) 2,127 3,000 3,000 -

Total Expenditures 541,185$ 461,831$ 579,300$ 578,300$ (1,000)$ -0.2%

RevenuesReserves and Reserve Funds (61,300) (33,000) (36,300) (30,000) 6,300

Total Revenues (61,300)$ (33,000)$ (36,300)$ (30,000)$ 6,300$ 17.4%

Net Budget 479,885$ 428,831$ 543,000$ 548,300$ 5,300$ 1.0%

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Natural Environment



ExpendituresPersonnel - Full-Time 336,604$ 400,795$ 449,500$ 463,100$ 13,600$ Personnel - Casual 103,333 55,220 39,100 45,900 6,800 Contracts / Services 203,569 127,315 272,600 343,300 70,700 Materials / Supplies 27,419 30,305 38,600 50,700 12,100 Other Expenditures 2,034 3,629 5,000 5,000 -


RevenuesReserves and Reserve Funds - - - (70,000) (70,000) Other Revenues (11,052) (12,334) (11,000) (23,900) (12,900)

Total Revenues (11,052)$ (12,334)$ (11,000)$ (93,900)$ (82,900)$ -753.6%

Net Budget 661,907$ 604,930$ 793,800$ 814,100$ 20,300$ 2.6%

Environment Strategy Sustainability and Public Education



ExpendituresPersonnel - Full-Time 377,246$ 372,287$ 364,500$ 379,200$ 14,700$ Personnel - Casual 55,168 101,231 39,200 45,600 6,400Contracts / Services 32,968 27,776 59,500 60,500 1,000Materials / Supplies 29,795 4,183 52,700 52,600 (100)Other Expenditures 422 1,564 1,000 1,000 -


RevenuesOther Revenues - (31) - - - Reserves and Reserve Funds (32,868) (16,973) (44,500) (45,500) (1,000)

Total Revenues (32,868)$ (17,004)$ (44,500)$ (45,500)$ (1,000)$ -2.2%

Net Budget 462,731$ 490,037$ 472,400$ 493,400$ 21,000$ 4.4%

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Asset Management Planning



ExpendituresPersonnel - Full-Time -$ -$ -$ 27,900$ 27,900$ Personnel - Casual - - - 124,600 124,600 Materials / Supplies - - - 300 300 Other Expenditures - - - 8,000 8,000

Total Expenditures -$ -$ -$ 160,800$ 160,800$ --

RevenuesOther Internal Sources - - - (27,000) (27,000) Reserves and Reserve Funds - - - (124,500) (124,500)

Total Revenues -$ -$ -$ (151,500)$ (151,500)$ --

Net Budget -$ -$ -$ 9,300$ 9,300$ --

Base Expenditures

Summary base expenditures increased by $153,700 mainly due to increased step levels and personnelbenefits coupled with increased casual hourly rates and a transfer of a contract position from StrategicInitiatives previously endorsed by Council.

Base Revenues

Summary base revenues increased by $69,900 mainly due an increase in Healthy Yard Recovery($12,900) based on forecasted resident demand. The increased revenue ($12,900) is offset by a lowerdraw from the Lake Wilcox Remediation Reserve Fund ($6,300) as a step towards reducing reliance on thereserve to fund operating activities, coupled with an incremental increase in Federal Gas Tax ($63,300)mainly due to a transfer of an existing contract position from Strategic Initiatives previously endorsed byCouncil.

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Growth

Growth increased by $86,100 mainly due to:

Natural Environment

The Community Stewardship Program is being transferred from capital to the operating program. Theincreased expenditure of $70,000 is offset by an Ecological Legacy draw resulting in a $0 net impact.

Air Quality

A contract Energy Coordinator, funded 80% up to $80,000 by Powerstream, will assist with implementingthe Town’s Energy Conservation and Demand Management Plan at a net cost of $8,900.

Waste Management

Manager, Energy and Waste will lead and deliver the Town’s energy management and waste managementportfolios ($77,200).

Service Enhancement

Asset Management Planning

Consistent with the recently – completed management review, Manager, Asset Management Planning willdeliver, implementation of the Town’s Asset Management Plan. ($10,700 reduction as a result of beingeligible for Water Wastewater Reserve Funding).

Also consistent with the recently completed management review, Project Manager, Asset ManagementPlanning will lead and assist with the implementation of the Town’s Asset Management Plan ($20,000 netimpact, funded from savings in the EIS budget ($35,000) coupled with Water Wastewater Reserve Funding($8,200) and from the Tax Rate Stabilization Reserve Fund ($8,000) to fund the associated minor capital).

The contract extension for the current Project Manager, Asset Management Planning ($62,300) will allowfor early implementation of short-term actions identified in the Asset Management Plan as well as continuityand knowledge transfer. The position is to be funded by Federal Gas Tax ($54,200) and the WaterWastewater Reserve Fund ($8,100).

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BUSINESS CASE - NEW STAFF REQUEST Facility Systems Coordinator

Overview The Asset Management Division of the Environment and Infrastructure Services Department is responsible for maintaining 58 Town facilities and provides project management services for the design and construction of new major capital facilities as well as major renovations.

The 58 Town facilities operated and maintained by the Asset Management Division have an asset value of approximately $385M, a Gross Floor Area (GFA) of 1.5M sq.-ft., an annual gross operating budget (2016) of $13.3M and a capital budget (2016) of $20.8M.

One of the major rolls of the Asset Management Division’s Facility Systems Coordinator is to establish and implement the preventative and predictive maintenance program for all the equipment and systems installed in Town facilities. As new facilities are constructed, as well as when building additions, renovations, and renewal projects are completed, the maintenance requirements both regulated and from a best practices perspective must be changed and reprogrammed. This includes updating the equipment information and maintenance procedures both in our drawings inventory and the Work order and Asset Management System (i.e. WAMS/Maximo).

Following the implementation of the maintenance schedules into the Maximo system, the preventative maintenance work is then managed by the Facility Systems Coordinator and issued to Town staff and outside contractors. This includes issuing and supervising maintenance work, reviewing the outcomes of each work order to determine if further corrective actions are required, optimizing existing maintenance processes, and adjusting schedules as required. Furthermore, this work is followed by the review, documentation and record management of all maintenance work in order to ensure compliance with municipal, provincial, and federal regulations and legislation. This is followed by the payment of all invoices and costs associated with the aforementioned work.

Approximately eight thousand (8,000) work orders are issued annually to various contractors and Town staff. These work orders amass to an operating cost of approximately $8M and are managed by Asset Management Division staff. As the Town’s infrastructure ages there is a requirement to provide further routine preventative maintenance to major facility components. In 2015 the system tracked approximately 3,550 preventative maintenance and 3,849 demand maintenance work orders. The work orders are comprised of the following work areas and systems:

• Heating Ventilation• Life and Safety• Security and CCTV• Electrical systems• Building automation & control• Elevators• Plumbing and pool filtration• Building envelope• Facility shutdown work and major overhauls• Mechanical systems and arena refrigeration• Energy monitoring and data collection• Code compliance and inspections

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The position of Facility Systems Coordinator was first introduced in 2003 at which time the total Town asset inventory managed by Asset Management was approximately 750,000 sq.-ft. The total number of work orders issued at this time was approximately 3,900 and of that only 700 were preventative maintenance and managed by this position. As the preventative maintenance program was further developed, and as the Town facility portfolio grew, it has resulted in this same position now managing approximately double the facility square footage (now at 1.5 M sq.-ft.) and just over five times the number of work orders (approximately 3,600 preventative maintenance work orders annually).

This position also provides technical support to the operations group of the Asset Management Division, as they are the engineering expert with respect to facility systems and equipment. This expertise also requires the position to liaise with design team consultants and acts as an internal technical design services expert providing equipment and system recommendations for new facilities based on their knowledge of existing facility systems and processes. This position also works collaboratively with other Town departments and participates in corporate initiatives as a subject matter expert. These would include such initiatives as the IT Maximo optimization project, and the development and implementation of energy management/conservations initiatives.

Prior to the addition of the five arenas to the Town facility portfolio in 2010, along with the addition of the Oak Ridges Community Centre and Fire Station 8-6 in 2012, and most recently the addition of the Richmond Green East Soccer Field Air Support Structure in 2016, this position was already strained and working over capacity with respect to the number of work orders managed. To date the Town facility asset portfolio continues to grow on a yearly basis. This can be seen with the implementation of the new Oak Ridges Library and the Twinning of Ed Sackfield Arena. These facilities alone will add an additional 80,000 sq.-ft. to the Town’s portfolio. It has become extremely difficult for the Facility Systems Coordinator to fulfill all of their position responsibilities while concurrently inspecting the quality and cost of the maintenance work.

The growth in facilities and the associated preventative maintenance requirements has increased the workload of this position substantially. The current staffing levels cannot support the entire preventative maintenance program in order to meet the current facility needs and established facility condition level requirements. Furthermore, the lack of resources in this section has significantly limited the supporting role in other Town corporate initiatives as previously mentioned.

Program Description The Asset Management Division within the Environment and Infrastructure Services Department proposes that a second Facility Systems Coordinator be hired to help with the management of facility preventative maintenance. Due to the recent increase in number of facilities, and new proposed facilities in the near future, this position is essential to maintaining the Town’s facility assets. Moreover, this addition would help to ensure compliance with changing legislated safety and code requirements in areas such as elevating devices, fire and life safety systems, and boilers/pressure vessels. This position would be hired with a start date of July 1, 2017.

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Strategic Alignment The addition of a second Facility Systems Coordinator aligns with goal 4 “Wise Management of Resources in Richmond Hill”; being responsible and serve as a role model for municipal management by:

• Improving the effective and efficient delivery of maintenance programs• Cost controlling• Cost avoidance measures• Increase Life Cycle of equipment• Quality controls and auditing of maintenance work by contractors• Maintaining compliance with legislated safety/code requirements

Comparative Analysis n/a

Analysis of Alternative Approaches

Currently the preventive maintenance program is being managed by the Facility Systems Coordinator under the supervision of Facility Systems Manager.

The Facility Systems Coordinator assesses the system maintenance requirements, generates the necessary procedures and manages the associated preventative maintenance work orders. Auditing of the maintenance delivery and cost effective planning cannot be implemented with the current level of staffing and the volume of work.

Cost and Benefit Analysis Cost: For the 2017 Budget year, the addition of a Facility Systems Coordinator will cost $48,300 in salary and benefits and an additional $8,000 in one time capital cost to be funded by the tax rate stabilization reserve fund. The 2018 annualized salary and benefit cost will be $99,100.

Benefits: The addition of this position will benefit the Corporation by ensuring that we have highly trained, professional staff auditing and planning the preventive and predictive maintenance of equipment within the existing 58 facilities and future facilities.

Risks: The total value of facilities that are managed by the Asset Management Division is $385M. The position of Facility Systems Coordinator is tasked to develop and execute maintenance procedures for all facility components and systems. These components and systems vary from architectural components such as roofs and doors, as well as critical life safety systems such as fire protection systems, emergency generators, and elevating devices. This work is done to ensure our facilities are safe and that the various facility components are maintained in order to perform as designed. Currently this position is experiencing a backlog of work that results in new facilities and recently replaced major equipment not being entered and managed within WAMS in a timely manner. This results in no maintenance being performed for the initial period when a new facility is assumed by the

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Town following construction. Should this position not be approved the quality and amount of preventative maintenance on Town facilities will decreased, thus reducing the life-cycle of the facility components. This will result in increased year to year capital costs due to the premature replacement of facility components and systems. Furthermore, this will result in an increased risk of unscheduled breakdowns, increased operating costs and increased facility program disruptions. Lastly, the current resource constraint within this division is significantly limiting Asset Management’s participation in corporate initiatives such as the IT Maximo optimization project, and other various environmental management programs thus reducing the future benefits envisioned by these programs.

Conclusions and Recommendations The current staff complement of the Asset Management Division that is charged with the responsibility of preventative maintenance is under resourced. With the continuous increase of facilities over the years to the overall portfolio and with the addition of new facilities in the short term, this growth warrants the additional staff support. Also, it should be noted that this position has been identified in the 3-year Corporate Staffing Plan for implementation in 2017. Therefore, we recommend that a Facility Systems Coordinator position for the Asset Management Division be approved as part of the 2017 Environment and Infrastructure Services Department budget.

Current Year (2017) Impact

Full Year (2018) Impact

Start Date 01-Jul-17End Date or Contract Terms 31-Dec-17Full Time or Contract Full Time Full TimeCUPE/Admin/SEA/FIRE SEA - 40 hr SEA - 40 hrGrade 6 6Step 1 2Annual Salary $76,300 $78,600Annual Benefit 19,600 20,200Operating Costs

Salaries (Prorated Salary Based on Start Month) 38,200 78,600Benefits 9,800 20,200Corporate allocation for training 300 300

Total Operating Costs $48,300 $99,100Funding Source

Tax Rate $48,300 $99,100Total Funding Sources $48,300 $99,100

Capital CostsFurniture & desktop w ith standard softw are (Desktop or Laptop Computer, Standard Corporate Softw are, Land Line

$8,000

Total Capital Costs $8,000 $0Funding Source

Tax Rate Stabilization 8,000 0Total Funding Sources $8,000 $0Total Operating and Capital Costs $56,300 $99,100

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BUSINESS CASE - NEW STAFF REQUEST Capital Project Coordinator

Overview This business case provides rationale for the addition of a second Capital Project Coordinator to assist the Asset Management Division’s Manager of Facility Assets in the delivery of life cycle capital facility repair and replacement projects. The Asset Management Division of the Environment and Infrastructure Services Department is responsible for the operation and maintenance of fifty-eight (58) Town facilities with an asset value of approximately $385M, a Gross Floor Area (GFA) of approximately 1.5M sq.-ft. and an annual gross operating budget of $13.3M (2016). This Division also provides capital project management services for all facility equipment life cycle replacements and the design and construction for new facilities and major renovations. In 2016 the approved capital budget requiring this service was $20.8M of which $5.8M was for equipment life cycle replacement and $15M new facilities and major renovation projects. Capital Projects are delivered by 3 Section Managers within the Asset Management Division being:

• Manager of Capital Facility Assets - responsible for major capital projects i.e. Oak RidgesLibrary, Ed Sackfield Arena Twinning

• Manager of Facility Systems – responsible for delivery of life cycle safety, security buildingautomation and gas tax funded capital projects

• Manager of Facility Assets – responsible facility maintenance and for delivery of life cyclebuilding envelope, exterior, interior and specialized equipment replacement capital projects

There is $6.3M in capital projects, submitted in the 2017 capital budget year. With the approval of the 2017 capital budget as submitted $3.0M, representing 18 projects, will become the responsibility of the Manager of Facility Assets and one Capital Project Coordinator to deliver. The Manager of Facility Assets and one direct report Capital Project Coordinator, is currently responsible for the project delivery of the following active projects:

• Water slide and Wave Machine Replacement project Lois Hancey Aquatic Centre (completion2016)

• Fire Stations LED Signage project (completion (2016)• Fire Station 8-4 Emergency Roof Replacement project (completion 2016)• Elevator Modernization at Central Library and Operation Centre project (completion 2016)• Bond Lake Arena Building Envelope Repairs & HVAC Upgrades project (completion 2016)• Operations Centre Emergency Roof Replacement (completion 2016)• Richmond Hill Centre for the Performing Arts Emergency elevator repair (completion 2016)• Richvale Library Attic Insulation and Thermal Barrier Repairs project (completion 2017)• Heritage Facilities Building Envelope Repairs Design & Engineering project (completion 2017)

One Capital Project Coordinator required to deliver the current capital project workload and the forecasted 2017 and beyond capital projects is not sustainable without the addition of a second Capital Project Coordinator.

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Program Description The primary function of the Asset Management Division’s Capital Project Coordinator is to deliver a variety of facility life cycle capital repair/replacement and renovations projects, which can vary in size and complexity. Under the direction of the Manager of Facility Assets, this position works to deliver these capital projects by managing a project from inception right through to completion. This involves all aspects of the project including the scope definition, analytical and economic analysis, detailed design, approvals, tendering, construction, and contract administration. The Capital Project Coordinator will:

• Attend client meetings and assist with determination of project requirements and scope• Influence the development of the project design by specifically addressing issues of

constructability• Complete the drafting and issuance of all required project procurement documentation• Provide direct input and participate in the development of project RFP’s, tenders, budgets,

cash flows and preliminary schedules• Prepare project organization and communication charts• Chair project meetings and distribute minutes to all project stakeholders• Track the progress and quality of work being performed by both the design team and general

contractor• Execute permit applications and other required approvals• Use project scheduling and control tools to monitor projects plans, budgets and expenditures• Effectively and accurately communicate relevant project information to stakeholders and the

project team• Ensure stakeholder needs are met in a timely and cost effective manner• Be responsible for the supervision of onsite construction work including inspections and health

and safety issues• Perform site inspections to monitor work progress on-site and document as necessary• Review site inspection reports from Consultants throughout the lifecycle of the project• Review all changes and quotations to ensure that only fair and reasonable pricing is

recommended for approval• Track and manage contemplated change notices and change orders in a database• Review and ensure all required project closeout documents are obtained and complete

• Keep the Manager, Facility Assets and others informed about project status and issues thatmay impact project delivery

Strategic Alignment The addition of a Capital Project Coordinator aligns with Goal Four “Wise Management of Resources in Richmond Hill” by being responsible and serving as a role model for municipal management in the delivery of approved capital projects.

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Comparative Analysis The role of Capital Project Coordinator has been identified as a critical role for the successful delivery of facility capital projects. There are three existing Capital Project Coordinator positions in the Asset Management Division. Of these three positions, one plays a major role in the delivery of the life cycle building envelope, exterior, interior and specialized equipment replacement projects. With the continuous flow of new life cycle capital projects being approved each year and in order to keep pace with the maintenance of the Town’s aging facility portfolio, it will become an almost impossible task to deliver projects on-time or even defer without the addition of a second Capital Project Coordinator to assist in the capital project delivery.

Analysis of Alternative Approaches Currently the facility life cycle repair and replacement of building envelope, exterior, interior and specialized equipment replacement capital projects are being managed by one Capital Project Coordinator within the Asset Management Division, under the supervision of the Manager of Facility Assets. Due to the high volume of projects the current Capital Project Coordinator is unable to intimately manage each project effectively and efficiently as required. Alternatively, the Manager of Facility Assets Manager is fulfilling the duties of a Capital Project Coordinator for unplanned emergency capital projects that arise. In 2016 there were two emergency roof replacements and one emergency elevator repair that were undertaken directly by the Manager of Facility Assets. This approach is not cost affective and has a direct impact in reduced service level, in that the manager has to redirect efforts away from the facility operations and other managerial duties.

Cost and Benefit Analysis Cost: For the 2017 Budget year, the addition of a Capital Project Coordinator will cost $52,100 in salary and benefits and an additional $10,000 in one time capital cost to be funded by the tax rate stabilization reserve fund. The 2018 annualized salary and benefit cost will be $106,800. Benefits: The addition of this position will benefit the Corporation by ensuring that facility life cycle building envelop projects are completed on time in an effective and efficient manner. This will also ensure that the Town facilities have reduced unplanned component failure, elevating service level and providing a clean functional environment for staff and the public. Risks: The risk associated with not approving the position of the second Capital Project Coordinator for capital life cycle building envelope capital projects, will put at risk the likelihood of either not completing or deferring the life cycle building envelope projects when scheduled. This will perpetuate a backlog of capital projects on a yearly basis and increase the risk of breakdown and other facility component failures, leading to increased project costs and program disruptions. This will also have an effect on increased operational costs, increased demand work orders for unplanned repair and maintenance, thus reducing service level. The Manager of Facility Assets, will continue to fulfill the duties of Capital Project Coordinator on emergency capital projects, directing efforts away from the facility operations, which has a direct impact in reducing service levels.

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Conclusions and Recommendations The magnitude and complexities of facility life cycle capital projects has been increasing and straining staffing resources within the Asset Management Division. Given the current capital project workload for capital projects and the number of new projects on the horizon the current staff complement will not be able to meet the delivery time for all the projects and warrants the additional staff support. The addition of a Capital Project Coordinator will improve the probabilities of meeting the project delivery time lines of future projects which will reduce unplanned maintenance thus increasing service levels. Therefore, we recommend that a second Capital Project Coordinator position reporting to the Manager of Facility Assets, for the Asset Management Division, be approved as part of the 2017 Environment and Infrastructure Services Department budget.



Start Date 01-Jul-17End Date or Contract Terms 31-Dec-17Full Time or Contract Full Time Full TimeCUPE/Admin/SEA/FIRE SEA - 40 hr SEA - 40 hrGrade 7 7Step 1 2Annual Salary $82,300 $84,700Annual Benefit 21,200 21,800Operating Costs

Salaries (Prorated Salary Based on Start Month) 41,200 84,700Benefits 10,600 21,800Corporate allocation for training 300 300


Tax Rate $52,100 $106,800Total Funding Sources $52,100 $106,800


$8,000

Computer hardw are/softw are bey ond standard issue 2,000Total Capital Costs $10,000 $0Funding Source


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BUSINESS CASE - NEW STAFF REQUEST PowerStream Energy Coordinator

Overview This business case provides rationale for the creation of a temporary (2-year) PowerStream Energy Coordinator position funded largely through incentives offered by the Town’s local electricity distribution company, PowerStream. Energy costs have been steadily increasing over the last decade and are forecasted to increase further; at the same time the Town’s energy needs are growing as more buildings and equipment are added. This temporary position will provide capacity to track and analyze energy use and support energy conservation projects that will help keep Town costs in check. The majority of cost associated with this position (80% to $80,000 per year), will be provided by PowerStream through their “SaveOnEnergy” incentive program. This position will report to the Manager, Energy and Waste, in Environment Services (a concurrent Business Case is being submitted to the 2017 operating budget). Together with the existing permanent Energy Coordinator, these three positions, if approved, would form the basis of a Town energy management group. The PowerStream Energy Coordinator’s primary responsibilities are to:

1. Assist with implementation of the Town-wide Energy Conservation and Demand ManagementPlan

2. Support regulatory requirements under the Green Energy Act3. Assist in coordinating cross-departmental energy conservation projects4. Conduct real-time collection of energy consumption data, trend analysis and training

The Energy and Waste Section aims to track corporate energy consumption, identify opportunities for conservation through regular energy audits and co-ordinate energy-reducing projects as guided by the Town’s energy plan. Annual reporting of corporate energy consumption and upkeep of the Town’s energy plan are mandated by the Ontario Green Energy Act and Ontario Regulation 391/11. Currently there is one full-time coordinator in this section who’s responsibilities include energy consumption tracking and regulatory reporting, implementation of energy conservation projects, oversight of the Town’s detailed energy audits and prioritization of energy conservation opportunities. This new position will provide additional capacity to deliver the Section’s primary responsibilities and provide additional services such as tracking and reporting real-time energy use and providing training to facility operators and staff. These new initiatives will help promote the principle of corporate energy conservation and accountability. Council has expressed their support for reducing corporate energy consumption through:

• The approval of the Environment Strategy (SREIS.14.007) which among other things,commits that the Town will “become a municipal leader in efficiency and renewable energyuse while demonstrating cost efficiencies”.

• By approving the 5-year Energy Conservation and Demand Management (CDM) Plan(SREIS.14.022), required under the Green Energy Act, which commits to annual reporting ofcorporate energy consumption and implementation of energy conservation measures.

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Program Description 1. Assist with Implementation of the Town-wide Energy Conservation and Demand

Management Plan• Assist the Town’s Energy Coordinator to identify, prioritize and select energy conservation

and renewable energy opportunities by using the results of detailed energy audits.

2. Support Regulatory Requirements under the Green Energy Act (data collection, analysisand reporting)

• Support the Town’s Energy Coordinator by assisting with energy consumption tracking andanalysis to meet the annual regulatory reporting requirements for energy use and GHGemissions.

• Analyze trends, investigate and determine influencing factors (i.e. weather, changes inoperating schedules, changes in staff processes or procedures).

3. Assist in Coordinating Cross-Departmental Energy Conservation Projects• Coordinate a re-commissioning program for Town facilities and optimize Building

Automation System to improve their energy efficiency.• Support the Town’s Energy Coordinator by assisting with delivery of energy conservation

projects.

4. Value added: Conduct real-time collection of energy consumption data, trend analysis andtraining

• Using energy metering, provide real-time energy consumption data and trend analysis tofacility operators and managers.

• Develop an energy conservation training program for facility operators.• Review energy bills to identify billing errors and irregularities in consumption.• Provide assistance in securing incentives for energy-saving projects.

Strategic Alignment This staff resource will support the goals of the Town’s Strategic Plan by providing for ‘Wise Management of Resources’. Sustainable corporate energy management will reduce costs and conserve energy. In addition, this position supports the goals of the Town’s Environment Strategy, ‘to become a municipal leader in corporate energy use’.

Comparative Analysis Benchmarking was conducted with other municipalities local to Richmond Hill. The results indicate that staffing for Energy portfolios fluctuate between 2 and 6 FTEs, with Richmond Hill being the exception at 1 FTE. The addition of this temporary position will provided much-needed capacity to assist with delivery of the Town’s energy agenda and adherence to regulatory requirements.

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Municipality Energy Manager

Energy Project Managers/Coordinators

Total Energy Staff

Mississauga 1 FTE 5 Coordinators & 1 PM 6 FTE

Markham 1 FTE 3 Coordinators 4 FTE

Vaughan 0.5 FTE 1.5 Coordinators 2 FTE

Brampton 0.5 FTE 2 Coordinators 2.5 FTE

Barrie 1 FTE 1 FTE 2 FTE

Windsor 1 FTE 1 Coordinator 2 FTE

Richmond Hill 01 1 Coordinator 1 FTE

Analysis of Alternative Approaches The alternative to this request is to forgo hiring this position. The Town would forfeit the funding available from Powerstream to cover 80% of the costs of this position. This approach would also delay the Town’s implementation of energy and cost saving measures and put additional pressure on existing staff to keep up with the annual data collection/analysis and reporting requirements to the Ministry of Energy. The support of the Powerstream Energy Coordinator will allow existing Town staff to focus on energy leadership through innovation. Most importantly, real-time collection and analysis of energy consumption data will result in faster response times to energy consumption spikes or incorrect billing, correcting situations faster and saving cost.

Cost and Benefit Analysis The full year budget impact of this position is $ 102,100 including benefits. 80% of this cost, up to a maximum of $80,000 per year, exclusive of applicable taxes will be funded through the PowerStream incentive program, “SaveOnEnergy” Energy Manager Program. This means that in 2017 the cost to the Town for this position will be $8,900 based on an expected start date of July 1, 2017; in 2018 the cost to the Town for this position will be $22,000 for the entire year, and in 2019 $10,200 based on a contract end date of June 30 2019.

The benefits of hiring this position are tangible and measurable energy savings resulting from the implementation of energy management measures.

1 0.5 of an FTE (Manager, Energy and Waste) is being sought through a separate business case in the 2017 Operating Budget deliberations.

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Conclusions and Recommendations Staff recommend that a temporary (2-year) PowerStream Energy Coordinator position be approved. This will provide much-needed capacity to help deliver the Town’s energy agenda, and in particular, assist with implementation of the Town’s Energy Conservation and Demand Management Plan and delivery of our regulatory responsibilities related to energy tracking, analysis and reporting. This position supports the goals of the Strategic Plan and principles of the Environment Strategy. As this position is substantially funded by PowerStream, it is anticipated that the remaining operational costs will be offset by energy savings.



Start Date 01-Jul-17End Date or Contract Terms 31-Dec-17Full Time or Contract Contract Full TimeCUPE/Admin/SEA/FIRE SEA - 35 hr SEA - 35 hrGrade 7 7Step 3 4Annual Salary $77,500 $81,000Annual Benefit 8,500 20,800Operating Costs

Salaries (Prorated Salary Based on Start Month) 39,700 81,000Benefits 4,400 20,800Mileage 200 200


Grants $35,400 $80,000Tax Rate 8,900 22,000

Total Funding Sources $44,300 $102,000


$4,000

Smart Phone & License Fee 500Total Capital Costs $4,500 $0Funding Source

Grants $3,600Tax Rate Stabilization 900 0

Total Funding Sources $4,500 $0Total Operating and Capital Costs $48,800 $102,000

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BUSINESS CASE - NEW STAFF REQUEST Energy and Waste Manager

Overview This business case provides rationale for creating a new permanent position for Manager, Energy and Waste, in the Environment Services Division. The position is intended to plan, manage and deliver the Town’s Energy Management and Waste Management programs and staff.

Vision for the Energy and Waste Section The responsibilities of the Environment Services Division include planning and delivery of the Town’s Energy Management program and Waste Management program. Our experience to date shows a growing need to provide inter-departmental leadership for Waste and Energy programs. For example, the LED streetlight conversion project requires coordination between IT (to integrate smart lighting controls and energy data collection into existing Town systems), Public Works (responsible for maintenance of the streetlights), Design and Construction (building new streetlight assets), and Development Engineering (directing developers to build Town assets). Another example is the development of the residential waste collection contract which requires coordination between Council, Environment Services, Public Works, Legal, Procurement, and outside vendors. Although individual staff members currently in the section have specific areas of expertise, manager-level leadership is required to establish Town-wide priorities and coordinate delivery through workplans, budgets and efficient organization of staff resources. Manager, Energy and Waste Position The primary responsibilities under this section include: Energy Management Program: 1. Lead cross-departmental energy conservation projects and initiatives2. Develop and lead the Town-wide Energy Conservation and Demand Management Plan3. Manage and deliver the Town’s annual regulatory reports4. Develop a ‘center of excellence’ for corporate energy information, including real-time collection of

energy consumption data, trend analysis and staff training5. Represent the Town on matters of energy management such as working in partnership with York

Region and/or PowerstreamWaste Management Program: 1. Lead implementation of the Town’s Waste Collection Contract, including required updates to by-

laws and waste development standards2. Manage and deliver the Town’s annual regulatory audits and reports3. Support development application review as it relates to waste management and deliver supporting

policy and procedures4. Community programs and innovation (for example, the supermailbox recycling pilot)

Despite having a cross-section of energy and waste staff, the section lacks the leadership of a management position to coordinate delivery of the Energy and Waste Management programs. The Manager of Energy and Waste will require knowledge of energy and waste legislation applicable to the Town, as well experience with the delivery of these program areas. Further, this position will require advanced project management experience, including the ability to coordinate cross-departmental initiatives.

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Program Description As mentioned above, the purpose of this position is to plan, manage and deliver the Town’s Energy Management and Waste Management programs. As such the Manager, Energy and Waste position includes a variety of responsibilities, including but not limited to the following:

Energy Management Program:

1. Lead cross-departmental energy conservation projects and initiativesTo reach our corporate energy goals, the Town must undertake a series of energy-reducingprojects which range from capital projects (i.e. equipment replacement) to process changes (suchas new Standard Operating Procedures - SOPs). The manager’s position will lead a cross-departmental Energy Team to identify and prioritization viable energy-reducing projects based onthe results of the detailed energy audits of Town facilities. The manager will further coordinateTown-wide implementation schedules and work with other divisions to support implementation,identify funding sources, and produce a reliable stream of data needed to monitor progress. TheManager will also lead larger energy conservation projects that involve multiple departments (e.g.,the LED streetlight conversion).

2. Develop and lead the Town-wide Energy Conservation and Demand Management planThe Green Energy Act requires municipalities to develop 5-year Energy Conservation andDemand Management Plans. The Manager’s position will develop the terms of reference for aninter-departmental Energy Team and will lead development and implementation of the plan, with aview to energy savings through capital improvements and changes in operating practices acrossthe Town.

3. Manage and deliver the Town’s annual regulatory reportsThe Green Energy Act further requires municipalities to report energy consumption andgreenhouse gas emissions annually. The manager will work with section staff to collect, analyzeand report this information, and subsequently provide updates to senior leadership and division-heads.

4. Develop a ‘center of excellence’ for corporate energy efficiency resources and information,including real-time collection of energy consumption data, trend analysis and staff trainingA reliable source of real-time data is required as an ‘early warning system’ for energy loss and tohelp inform facility operators and staff when operating practices change or equipment fails. TheManager, Energy and Waste, will pursue resources to support the on-going collection of data andtrend analysis for this purpose, and also use this information as the basis for inter-departmentalstaff training. An additional benefit related to this work is the ability to identify billing errors which,according to benchmarking, can represent a significant loss to a municipality. Currently the Towndoes not have the resources to provide these services. The Energy and Waste Manager’s positionis crucial in providing these new services that will allow the Town to identify and address spikes inenergy consumption and empower staff at all levels with the real-time information needed toproperly manage energy consumption.

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5. Represent the Town on matters of energy management such as working with York Regionand/or Powerstream on areas of shared interestThe manager will lead presentations to Council and senior leadership on overall progress towardour corporate energy targets, as well as prepare staff reports and address corporate energymanagement issues. This position will also represent the Town on the Region’s Climate ChangeAdvisory Committee and PowerStream/Enbridge inter-municipal working group and exploreopportunities such as District Energy.

Waste Management Program:

This program is comprised of 4 key functions;

1. Lead implementation of the Town’s Waste Collection Contract, including required updatesto by-laws and waste development standardsHistorically, the solid waste collection contract is the Town’s largest contract. The managerposition oversees the development of contract service levels and negotiates the contractterms/specifications with potential vendors, including changes over time. The manager will leadreporting to Council and senior leadership as it relates to the contract, as well as revisions towaste development standards and by-laws necessary to implement the waste collection contractand support the Town’s waste management goals. Finally, the manager will design contractimplementation protocols (such as processes to verify invoicing, auditing of contracted services,etc.) and work with the necessary departments to implement these.

2. Manage and deliver the Town’s annual regulatory audits and reportsProvincial regulations require large office buildings to complete annual waste management auditsand waste reduction action plans. The manager will ensure the Town’s own operations arecompliant with these requirements. Most importantly, the manager will coordinate the Town’sannual “data call”; a process whereby extensive data is provided to the Region and up to 50% ofcosts related to the blue box program are ultimately recovered from the Province as revenue.

3. Support development application review as it relates to waste management and deliversupporting policy and proceduresThe Manager will provide support to other departments in the review of new developmentapplications to ensure compliance with the Town’s Waste Development Standards and contractorrequirements. In addition, the manager will oversee and/or support the development of policy andprocedures related to providing public waste collection to new or private developments.

4. Community programs and innovation (for example, the supermailbox recycling pilot)This role will lead pilot projects, community programs and the development of waste policies. Thiswork includes, pilot programs, such as a textile diversion program, which will reduce the Town’swaste collection costs and programs such as GoingUp, where staff work with older multi-residential developments to institute organics collection programs. The manager will also leadwaste policy and strategy development, and represent the Town’s local interests under Region ofYork Integrated Waste Management Master Plan, partnering on key initiatives where appropriate,and delivering key communications to residents (e.g., through the design and publication of thewaste calendar and website).

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The manager will also supervise section staff (recruitment, payroll, performance management, etc.), prepare annual workplans and budgets, and provide presentations and staff reports as required to Council and senior staff. Finally, the position will coordinate alignment among the Town-wide departments to deliver the energy and waste management portfolios.

Strategic Alignment This position supports the Town’s Strategic Plan Goal #4, Wise Management of Resources, by planning for and promoting energy efficient buildings and operations, resulting in savings to the Town. The position also supports Goal #2, Better Choice, by providing convenient and responsible waste management options and services to our community.

Comparative Analysis Staffing in local municipalities delivering similar energy and waste management programs were benchmarked against Richmond Hill with the following result: Energy

Municipality Energy Manager

Energy Project Managers/Coordinators

Total Energy Staff

Mississauga 1 FTE 6 FTE 7 FTE

Markham 1 FTE 3 FTE 4 FTE

Vaughan 0.5 FTE 1.5 FTE 2 FTE

Brampton 0.5 FTE 2 FTE 2.5 FTE

Barrie 1 FTE 1 FTE 2 FTE

Windsor 1 FTE 1 FTE 2 FTE

Richmond Hill 0 1 FTE Coordinator 1 FTE

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Waste

Municipality and Population

Waste Manager

Waste Coordinators & Analysts or equivalent

Total number of Waste Staff

Halton 1 FTE 12 FTE 13 FTE

Markham 1 FTE 4 FTE 5 FTE

Vaughan 1 FTE 3 FTE 4 FTE

Barrie 0.5 FTE 2.5 FTE 3 FTE

Windsor & Essex County

1 FTE 6 FTE 7 FTE

Richmond Hill 0 2.5 2.5 FTE

Benchmarking indicates that in most municipalities Energy and Waste Management are separate portfolios requiring separate managers. This business case proposes a Manager for Energy and Waste, which would provide Richmond Hill with 0.5 FTE in both the Energy and Waste business units (compared to 0 FTE today). Due to the increasing costs associated with waste management and energy consumption, most municipalities benchmarked have strategically assigning resources to these areas to reduce costs and develop a culture of sustainability. Markham for example has created an Energy Office that drives energy conservation projects and uses a portion of the generated savings to fund new conservation projects.

It is important to note that a considerable amount of work is required to deliver both of these portfolios (for example, to collect, analyze and report on municipal energy consumption data or deliver a large-scale waste collection contract). In comparison to other GTA municipalities, Richmond Hill’s staffing complement is among the leanest and requires significant strengthening to continue to deliver basic work.

Analysis of Alternative Approaches One alternative to hiring a permanent position is to re-hire the position as an annual contract. Although the overall cost of this approach would seem to be less, the value proposition is far lower. Continuity of leadership and familiarity with Town process and staff is necessary to successfully plan and deliver cross-departmental initiatives and large-scale programs. The Town will experience the most benefit and value by completing this work with the assistance of a permanent staff member in the manager’s position. If this position remains unfilled, there would be a significant impact on the Town’s ability to meet its legislative requirements under the Green Energy Act, as well as our corporate energy conservation objectives. Specifically, without a manager to lead development and implementation of the Town-wide Energy Conservation and Demand Management Plan, we would fail to meet our regulatory obligations and miss out on opportunities to better manage our corporate energy consumption and reduce cost. In addition, energy conservation projects such the LED streetlight conversion project or the detailed energy audits would progress at a much slower rate and lack the necessary strategic

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direction and senior-level leadership. Finally, without leadership, implementation of the new waste management contract would be significantly affected, particularly as it relates to new processes needed to support service level changes in the contract, the creation of waste development standards, revised policy (waste by-law), and capital project delivery.

Cost and Benefit Analysis

The budget impact of this position in 2017 is $77,200 including salary, benefits and other associated allowances. Historically, the Town employed a Manager of Waste in Public Works. This position was phased out at approximately the same time a new Manager’s position was created in the Town’s Environment Services Division – Manager of Air Quality and Waste. This position was temporarily vacated, and subsequently filled by secondment starting in mid-2015. This was necessary to continue with large scale projects such as the waste contract preparation and negotiation, tendering the LED project, and to oversee the work of section staff and to manage section budgets. Since that time, funding for the original position was realigned within the Environment Services budget to support other Town priorities, and the Town is currently in need of Manager-level leadership to guide both the Energy and Waste portfolios going forward.



Start Date 01-Jul-17End Date or Contract TermsFull Time or Contract Full Time Full TimeCUPE/Admin/SEA/FIRE Admin AdminGrade 8 8Step 3 4Annual Salary $119,000 $123,500Annual Benefit 30,600 31,700Operating Costs

Salaries (Prorated Salary Based on Start Month) $59,500 $123,500Benefits 15,300 31,700Corporate allocation for training 300 300Corporate allocation for conference 1,400 1,400Membership 500Mileage 200


Tax Rate $77,200 $156,900Total Funding Sources $77,200 $156,900Total Operating and Capital Costs $77,200 $156,900

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Conclusions and Recommendations This business case provides rationale for creating a new permanent position for Manager, Energy and Waste, in the Asset Management Planning Division. The position is intended to plan, manage and deliver the Town’s Energy Management and Waste Management programs.

Although staff currently employed in the section have dedicated areas of expertise, central coordination and project management is required at a Manager’s level to set section-wide priorities supported through workplans and budgets to ensure the successful planning and delivery of these services.

It is important to note that a considerable amount of work is required to deliver both of these portfolios (for example, to collect, analyze and report on municipal energy consumption data or deliver a large-scale waste collection contract). In comparison to other GTA municipalities, Richmond Hill’s staffing complement is among the leanest and requires significant strengthening to continue to deliver basic work and to achieve the potential cost savings.

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BUSINESS CASE - NEW STAFF REQUEST Environment Services Division, Environment & Infrastructure Services

Manager, Asset Management Planning Permanent Full Time

Overview As part of building a community, municipalities must develop an approach for managing existing and future municipal infrastructure assets. The purpose of this business case is to create a corporate resource for asset management planning in Richmond Hill to strengthen the long-term management of our infrastructure assets and support implementation of the Town’s first corporate Asset Management Plan.

In July 2014, Richmond Hill signed the new gas tax funding agreement. One of the conditions for future funding from the federal gas tax fund is that municipalities have a comprehensive asset management plan in place to meet the provincial requirements outlined in Building Together: Guide for Asset Management Plans, by December 31, 2016. The Province has also announced that future infrastructure funding will be conditional on municipalities ensuring that their asset management plans meet the requirements outlined in the Building Together document.

Asset management planning as defined by the Building Together document is:

“the process of making the best possible decisions regarding the building, operating, maintaining, renewing, replacing and disposing of infrastructure assets. The objective is to maximize benefits, manage risk, and provide satisfactory levels of service to the public in a sustainable manner. Asset Management requires a thorough understanding of the characteristics and condition of infrastructure assets, as well as the service levels expected from them. It involves setting strategic priorities to optimize decision-making about when and how to proceed with investments. Finally, it requires the development of a financial plan, which is the most critical step in putting the plan in place.”

A comprehensive asset management plan includes:

Information on the State of Local Infrastructure, including asset types, financial accounting and replacement cost valuation, asset age distribution, expected life, and asset condition. This is supported by an inventory and procedures for data verification and condition assessment.

Defined Levels of Service, which specify the how an asset performs and are paired with performance measures, targets and timeframes.

Asset Management Strategies, meaning a suite of actions including maintenance activities, renewal/rehabilitation activities, replacement activities and disposal activities. These are decided through options analysis to determine the best combination of strategies to keep assets performing properly at the lowest cost.

Financing Strategies, meaning an annual forecast of expenditures and revenues, and strategies to manage funding shortfalls.

A contract for a Project Manager, Asset Management Planning was approved in the 2015 budget to assist with the development of Richmond Hill’s first corporate Asset Management Plan. In December 2016, Council approved that Plan, as well as an Implementation Plan framework. Richmond Hill’s

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Corporate Asset Management Plan covers $1.85 billion in Town owned assets including infrastructure in the Roadway System, Buildings, Stormwater Management, Water Network, Wastewater Network, Parks & Outdoor Recreation, Parking Lots, Fleet & Equipment, Information Technology, Environmental Assets and Other Equipment & Materials. The Implementation Plan identified short, medium and long term actions necessary to strengthen and address gaps in the Town’s current asset management planning approach. This position will lead implementation of the Town’s Asset Management Plan.

Program Description Staff propose that the Manager, Asset Management Planning be approved as a permanent full time position. This position will report to the Director, Environment Services in the Environment & Infrastructure Services Department. A separate Business Case is being submitted to the 2017 operating budget for a Project Manager, Asset Management Planning. Together, these two positions, if approved, would be the beginning investment in a group dedicated to asset management planning in the Town. This proposed position would lead the implementation of the Asset Management Plan, as well as future updates to the plan itself. Working closely with other Town Departments, the Manager will develop and strengthen the existing corporate asset management system and practices with the goal of maintaining services while managing the overall lifecycle cost of Richmond Hill’s current $1.85 billion inventory of assets. Specific responsibilities include:

• champion and implement the Council-approved Corporate Asset Management Plan• develop a Town asset management policy• develop an Asset Management governance structure and resourcing plans• develop detailed multi-year implementation plans for the corporate Asset Management Plan• strengthen the existing asset management system by integrating asset management into Town

practices and the budget process• regularly review and update the corporate Asset Management Plan• hire and supervise staff

Strategic Alignment Asset management planning is related to Goal Four: Wise Management of Resources, as a tool to support decision making about how we best use our resources to manage our infrastructure for this generation and those that follow. Permanent, full time resources that are dedicated to asset management planning will help the Town to make the best possible decisions about the infrastructure assets that are key to maintaining the quality of life in Richmond Hill.

Comparative Analysis The need for asset management planning resources is recognized in many leading GTA and Southern Ontario municipalities. In recognition of the importance and benefits of asset management planning, other municipalities have dedicated staff engaged in this type of work. The City of Cambridge has seven staff dedicated to asset management planning, the City of Vaughan has five.

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Analysis of Alternative Approaches

An alternative approach to hiring a permanent full time Manager, Asset Management Planning is to hire an external consultant to undertake this work. This approach is not recommended for two main reasons: first, the cost of hiring a consultant would likely exceed the cost of hiring staff, and second, a consultant would not be as familiar with the organization and its services as an ‘embedded’ staff person, likely impacting the quality, pace and long-term continuity of implementation.

Cost and Benefit Analysis Cost

The cost of hiring a Manager, Asset Management Planning, based on salary and benefits, is $82,600 in 20171 and $145,600 in 2018. Salary and benefits for this position will be offset by funds from the Water and Wastewater Fund in the amount of 13%, based on the overall proportion of water and wastewater assets managed by this position. The remainder will be funded from savings in the Environment Services budget. Together, this represents a net zero impact on tax rate.

Benefits

This position will help to maintain the level of service while managing the overall lifecycle cost of Richmond Hill’s current $1.85 billion inventory of assets.

1 Revised from an estimate of $142,018 identified in the recently completed management review (SRCAO.16.21), which was based on a full year of employment in 2017.

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Conclusions and Recommendations Approving this position will provide a dedicated staff resource to enable the implementation of the Town’s corporate Asset Management Plan and help the Town to make the best possible decisions about the over $1.85 in infrastructure assets that are key to maintaining the quality of life in Richmond Hill. It is recommended that the Manager, Asset Management Planning be approved as part of the Environment & Infrastructure Services staff complement.



Start Date 01-Jun-17End Date or Contract TermsFull Time or Contract Full Time Full TimeCUPE/Admin/SEA/FIRE Admin AdminGrade 8 8Step 1 2Annual Salary $112,700 $115,800Annual Benefit 29,000 29,800Operating Costs

Salaries (Prorated Salary Based on Start Month) 65,700 115,800Benefits 16,900 29,800


Reduction in w ages & benefits $82,600 $126,600Program efficiencies (contracts, consulting, etc)Reserv e Fund - Water and Wastew ater Fund at 13% 10,700 19,000Tax Rate (10,700) 0

Total Funding Sources $82,600 $145,600Total Operating and Capital Costs $82,600 $145,600

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Project Manager, Asset Management Planning Permanent Full Time

Overview An integral part of building communities is creating an effective approach to managing existing and future municipal infrastructure assets. The purpose of this business case is to create a corporate resource for asset management planning in Richmond Hill to strengthen the long-term management of our infrastructure assets and support the implementation of the Town’s first corporate Asset Management Plan.








Financing Strategies, meaning an annual forecast of expenditures and revenues, as well as strategies to manage funding shortfalls.

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A contract for a Project Manager, Asset Management Planning was approved in the 2015 budget to assist with the development of Richmond Hill’s first corporate Asset Management Plan. In December 2016, Council approved that Plan, as well as an Implementation Plan framework. Richmond Hill’s corporate Asset Management Plan covers $1.85 billion in Town owned assets including infrastructure in the Roadway System, Buildings, Stormwater Management, Water Network, Wastewater Network, Parks & Outdoor Recreation, Parking Lots, Fleet & Equipment, Information Technology, Environmental Assets and Other Equipment & Materials. The Implementation Plan identified short, medium and long term actions necessary to strengthen and address gaps in the Town’s current asset management planning approach. This position will lead and assist with implementation of the Town’s Asset Management Plan.

Program Description Staff propose that the Project Manager, Asset Management Planning be approved as a permanent full time position. This position will report to the Manager, Asset Management Planning in the Environment & Infrastructure Services Department (a concurrent Business Case is being submitted to the 2017 operating budget for the Manager, Asset Management Planning). Together, these two positions, if approved, would form the basis of an asset management planning group. This position would lead and assist with the implementation of the Asset Management Plan. By coordinating planning efforts between other Town Departments, the Project Manager will assist in developing and strengthening the existing corporate asset management system and practices. Specific responsibilities include:

• Implementing the Council approved Corporate Asset Management Plan• Working with a cross-departmental working group to coordinate asset planning activities• Working with Town departments to strengthen the Town’s asset inventory and condition data• Further defining levels of service, performance targets and reporting• Strengthening asset lifecycle management strategies• Preparing reports, discussion papers and presentations• Benchmarking other municipalities to identify best practices• Completing the annual State of Infrastructure and implementation progress reports


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Analysis of Alternative Approaches An alternative approach to hiring a permanent full time Project Manager, Asset Management Planning is to hire an external consultant to undertake this work. This approach is not recommended for two reasons: first, the cost of hiring a consultant would likely exceed the cost of hiring staff, and second, a consultant would not be as familiar with the organization and its services as an ‘embedded’ staff person, likely impacting the quality, pace and long-term continuity of implementation.

Cost and Benefit Analysis Cost

The cost of hiring a Project Manager, Asset Management Planning, based on salary, benefits, and allocations for training and conference is $63,2001 in 2017 and $131,500 in 2018. There will be additional capital costs of $8,000 for office furniture, laptop and software. Salary and benefits for this position will be offset by funds from the Water and Wastewater Fund in the amount of 13%, based on the overall proportion of water and wastewater assets managed by this position. Costs will be further offset by savings in the amount of $35,000 from the Environment and Infrastructure Services budget. The impact to tax rate is $20,000 in 2017 and $79,400 in 2018.

Benefits

This position will help to maintain the level of service while managing the overall lifecycle cost of Richmond Hill’s current $1.85 billion inventory of assets.

1 Revised from an estimate of $125,871 identified in the recently completed management review (SRCAO.16.21), which was based on a full year of employment in 2017.

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Conclusions and Recommendations Approving this position will provide a dedicated staff resource to enable the implementation of the Town’s corporate Asset Management Plan and help the Town to make the best possible decisions about the over $1.85 in infrastructure assets that are key to maintaining the quality of life in Richmond Hill.

It is recommended that the Project Manager, Asset Management Planning be approved as part of the Environment & Infrastructure Services staff complement.



Start Date 01-Jul-17End Date or Contract TermsFull Time or Contract Full Time Full TimeCUPE/Admin/SEA/FIRE Admin AdminGrade 7 7Step 1 2Annual Salary $99,900 $102,600Annual Benefit 25,700 26,400Operating Costs

Salaries (Prorated Salary Based on Start Month) 50,000 102,600Benefits 12,900 26,400Corporate allocation for training 300 300Corporate allocation for conference 1,400Membership 300Mileage 500


Reduction in w ages & benefits $20,000 $20,000Program efficiencies (contracts, consulting, etc) 15,000 15,000Reserv e Fund - Water and Wastew ater Fund at 13% 8,200 17,100Tax Rate 20,000 79,400

Total Funding Sources $63,200 $131,500


$8,000

Total Capital Costs $8,000 $0Funding Source


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Contract Extension, Project Manager - Asset Management Planning

Overview An integral part of building communities is creating an effective approach to managing existing and future municipal infrastructure assets. The purpose of this business case is to provide continued support for on-going asset management activities in Richmond Hill. Specifically, this position will begin early implementation activities outlined in the Town’s recently-approved corporate Asset Management Plan until such time as permanent resources (if approved) are in place and progressing.








Financing Strategies, meaning an annual forecast of expenditures and revenues, as well as strategies to manage funding shortfalls.

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This contract for a Project Manager, Asset Management Planning was approved in the 2015 budget to assist with the development of Richmond Hill’s first corporate Asset Management Plan. In December 2016, Council approved that Plan, as well as an Implementation Plan framework. Richmond Hill’s corporate Asset Management Plan covers $1.85 billion in Town owned assets including infrastructure in the Roadway System, Buildings, Stormwater Management, Water Network, Wastewater Network, Parks & Outdoor Recreation, Parking Lots, Fleet & Equipment, Information Technology, Environmental Assets and Other Equipment & Materials. The Implementation Plan identified short, medium and long term actions necessary to strengthen and address gaps in the Town’s current asset management planning approach.

This position will start work on short-term implementation activities outlined in the Town’s recently-approved corporate Asset Management Plan until such time as permanent resources are in place and progressing.

Program Description This position will report to the Director, Environment Services in the Environment & Infrastructure Services Department and assist with the implementation of short-term actions identified in the Asset Management Plan. Specific responsibilities include initiating the following activities:

• Converting the Tangible Capital Asset (TCA) inventory into an asset database and validate theexisting data.

• Researching software solutions to convert the Tangible Capital Asset (TCA) inventory into anasset database

• Developing a Town-wide asset data management framework• Review existing levels of service and fill in baseline data and missing targets.• Supporting improved usage of Maximo to better track asset management activities and report

on both costs and the frequency of use of asset management strategies.• Researching other municipalities to identify best practices• Preparing reports and presentations• Assisting with the annual State of Infrastructure and implementation progress report



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Analysis of Alternative Approaches An alternative approach to extending this contract is to allow it to end in June 2017. The main disadvantage in doing so would be lost knowledge and continuity as the contract Project Manager is familiar with the organization and its services, as well as the significant body of data gathered during the creation of the Town’s Asset Management Plan. Ideally, this individual would be available to transition data and systems knowledge to full-time resources (if approved). This will improve the quality, pace and long-term continuity of implementation.

Cost and Benefit Analysis Cost - The cost to extend the Contract Project Manager, based on salary and benefits, is $62,300. This cost will be offset by funds from the Water and Wastewater Fund in the amount of 13%, based on the overall proportion of water and wastewater assets managed by this position. Gas tax will be applied as a funding source for the remainder. Together, this represents a net zero impact on tax rate.

Benefits - This position will help to maintain the level of service while managing the overall lifecycle cost of Richmond Hill’s current $1.85 billion inventory of assets.

Conclusions and Recommendations Approving this position will provide a dedicated staff resource to enable the implementation of the Town’s corporate Asset Management Plan and help the Town to make the best possible decisions about the over $1.85 in infrastructure assets that are key to maintaining the quality of life in Richmond Hill.


Start Date 01-Jul-17End Date or Contract Terms 31-Dec-17Full Time or Contract ContractCUPE/Admin/SEA/FIRE AdminGrade 7Step 4Annual Salary $109,400Annual Benefit 12,000Operating Costs

Salaries (Prorated Salary Based on Start Month) $56,100Benefits 6,200

Total Operating Costs $62,300Funding Source

Reserv e Fund - Gas Tax $54,200Reserv e Fund - Water and Wastew ater Fund at 13% 8,100

Total Funding Sources $62,300Total Operating and Capital Costs $62,300

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Documents

Environment & Infrastructure Services · 2017. 1. 18. · Environment & Infrastructure Services Organizational Chart. Commissioner, Environment & Infrastructure Services Director,