Parks and Urban Forestry Summary of Submitted 2014 Budget ($000's)

Transcription

1 Parks and Urban Forestry Summary of Submitted 2014 Budget ($000's) Revised Budget Draft Budget Increase / (Decrease) Over Previous Year Service Expense Non Tax Revenue Net Property Tax Supported Expense Non Tax Revenue Net Property Tax Supported Expense Non Tax Revenue Net Property Tax Supported Prop. Tax Supported (%) Parks & Horticulture 7, ,032 7, , % Parks & Natural Areas Planning and Design % Urban Forestry 2,889 (127) 2,762 2,893 (41) 2, % Total to Maintain Existing Service Level 10,759 (127) 10,632 11,046 (41) 11, % Service Adjustments Submitted (72) (72) (0.7%) 2014 PARKS AND URBAN FORESTRY BUDGET AS SUBMITTED 10, % 2014 Budget Highlights: $ 000 % Maintaining Existing Service: Existing service levels will remain the same in the Parks and Horticulture service area. As noted below adjustments in contracts have been made to reduce budgets in Natural Areas with minimal impact to service delivery. Personnel costs in the Parks operations area has increased as a result of collective agreements and a reallocation of personnel between service areas to better reflect seasonal needs within service areas % Service Adjustments Required to Achieve Target The UTRCA contract for maintenance and care of ESA's has been reduced by 15% for (72) (0.7%) Increase/ (Decrease) over prior year budget % Page 224

2 BUSINESS PLAN: Parks and Horticulture How does this service contribute to the results identified in the City of London Strategic Plan? A strong economy A vibrant and diverse community A green and growing City A sustainable infrastructure A caring community Who we serve Property management, maintenance, and care of the City of London Parks, Open Spaces and Roadsides creates a beautiful vibrant City for all Londoners, visitors, businesses and potential new businesses that would like to call London home. What we do Provide safe, clean parks and open space systems through proactive and effective property management, strengthening the liveability and vibrancy of our City while making London a place where people are engaged in healthy lifestyles. Risk management and grounds maintenance of all civic buildings. Property management of all parks including amenities such as skate parks, playgrounds, tennis courts, gateway features and roadsides. City wide horticultural displays and plant production at the civic greenhouse. Program support for the Neighbourhood & Children's Services Division and other Community Organizations. Thames Valley Pathway upgrades and maintenance. Why we do it Support to the community's parks and open space system in order to ensure that the City's investment in parks infrastructure contributes to the attractiveness of the City and quality of life of Londoners where they take pride in where they live, work and play. Page 225

3 Name the main activities done to provide this service: Name The Activities Done To Provide This Service How Much Did We Do? (optional) Is The City Mandated To Provide This Service? 1. Parks Property Management 400+ parks Property standards bylaw 2. Roadsides litter clean up and city beautification through grass cutting and horticultural feature maintenance All city owned roadsides 3. Property Management - Recreation Facilities and Civic Buildings Program Support 4. Program Support Special events and organized sport leagues and tournament support 5. Non-programmed activities support Skate parks, playgrounds, tennis courts, basketball courts, multi courts, trails 6. Community Partnerships Community gardens, community clean ups, adopt a park, community driven events, park enhancements Property standards bylaw Can The Level Of Service Be Changed? Yes Yes Yes Yes Yes Yes What is the current state of this service? Currently provide consistent levels and frequency of service as the city continues to grow and develop( levels to be set at 2012 service level standards that generally meet Londoners expectations) Currently maintaining parklands at one of the lowest costs per Ha in the province Partner with community organizations to maintain horticultural displays in neighbourhoods Highlight Adopt A Park opportunities to Community Organizations Page 226

4 Formation of a number of partnerships with organizations to improve park amenities Provide an amazing Recreational trail system throughout the system of parks What is the future direction of this service? Reasonable level of service have been attained Goal to sustain the current levels of service for park, city beautiful initiatives and roadside aesthetics What do you plan to do? 2014 The current direction is to maintain the existing level of service with respect to frequency and quality of our property maintenance service. Achieve objectives outlined in the Parks and Recreation Masterplan Continue to work with community partners in enhancing service delivery through adopt a programs in parks Strive to elevate levels of service consistent with other major cities if resources permit Work with partners to develop the revised Parks and Recreation Masterplan Work with planning to ensure standards and objectives fit within the objectives of RETHINK London Urban Growth continues to put pressure on resources with changing service levels from rural to urban standards. Resources will be required through assessment growth. Page 227

5 Key Performance Indicators Description of measure Hectares of maintained parks and natural areas in municipality per 100,000 population (OMBI 215) How Much? How Well? 2. Cost per hectare Parks and Natural Areas (OMBI 315) 2,800 2,900 3,000 3,100 3,200 3,200 3,200 Is Anyone Better Off? 3. All parkland in designated urban area as a % of urban area (OMBI 115) 4. All parkland in municipality as a % of total area municipality (OMBI 125) 9.4% 9.5% 9.6% 9.6% 9.6% 9.6% 9.7% 5.7% 5.8% 5.9% 5.9% 6.0% 6.0% 6.1% Page 228

6 Parks & Horticulture 2014 Budget As Submitted ($000's) Explanation of Adjustments 2014 Maintain Revised Service Requested Actual Existing Budget Adjustments Budget Service Increase/ (Decrease) Over 2013 Object Expenditures $ % Personnel Costs 3,715 4, , % Administrative Expenses % Financial Expenses % Purchased Services (72) 809 (60) (6.9%) Materials & Supplies % Furniture & Equipment 1,408 1,472 (29) 1,442 (29) (2.0%) Other Expenses % Recovered Expenses (191) (60) 0 (60) 0 0.0% Total Expenditures 6,773 7, (72) 7, % Revenue Other Municipal Revenues (15) Sub-total - Non Property Tax Revenue (15) % Net Budget 6,758 7, (72) 7, % Additional Information / Commentary with respect to 2014 Draft Budget Maintaining Existing Service Levels (Flow through from prior years, inflation, contractual obligations, efficiencies) The reallocation of existing Local 107 staff between business units in Parks and Recreation and Transportation has resulted in personnel cost increases to this service area. Corresponding reductions will be found in the Transportation and Arena service areas. Administrative expenses are the result of increased health and safety training and clothing allowances. Marginal increases in purchased services and materials & supplies are due to inflationary pressures. Internal fleet charges have decreased for existing equipment. Service Adjustments The UTRCA contract to manage ESA"s expires on Dec. 31, To respond to operational budget pressures, this contract will be reduced 15%. See service change business case. Page 229

7 Budget Forecast Parks & Horticulture Budget Forecast & Staffing ($000's) to Revised Requested Projected Forecast Forecast Forecast Forecast Object Budget Budget Increase Expenditures 7,032 7,213 7,343 7,476 7,614 7, Non-Property Tax Revenue Property Tax Supported (Net Budget) 7,032 7,213 7,343 7,476 7,614 7, Increase / (Decrease) Over Prior Year Increase / (Decrease) Over Prior Year % 2.6% 1.8% 1.8% 1.8% 1.9% 10.3% Annual average increase: 2.0% Staffing Full-Time Equivalents # Increase / (Decrease) Over Previous Year Full-Time Employees # Increase / (Decrease) Over Previous Year Note: Above FTE counts do not include the impact of assessment growth cases Additional Information / Commentary: 107 Perm hours added 2015 to 2018 Forecast: The major issues facing Parks and Horticulture is the impact of the Local 107 collective agreement along with an increase in expense items such as fuel, water, electricity, fertilizers and aggregates. It is also anticipated that there will be an average growth of 10 Hectares of maintained parkland yearly accounting for an estimated additional $100,000 per year in maintenance costs associated with growth and will be supported by growth related business plans to be funded from assessment growth revenue. Page 230

8 Business Case #4 Service Initiative Parks and Horticulture Environmentally Significant Area Management Financial Implications ($ 000) Change to Gross Expenditure Change to Non Property Tax Supported Revenue Net Change to Property Tax Levy Capital Budget Impact $0 $0 $ Tax Levy Impact % Incremental Net Change Future Years $ (if applicable) Operating Budget Impact ($72) $0 ($72) 0.02% $10 $10 $10 $10 Staffing Implications # of FT / FTEs impacted None Contracted Service Background The City has had a contract with the Upper Thames River Conservation authority for many years to manage our Environmentally Significant Areas. There are 5 areas of activity: natural resource management, by-law enforcement, risk management for structures and trees, trail development & maintenance, and educational activities. The existing contract expires on Dec.31, To respond to Operational Budget reductions, this contract value will be set with a 15% cut or $72 less, as it had not been reduced over the last few years, while other Operational cuts were made to the Planning Service Area s budget. The contract calls for an increase of 2% or $10 annually. Performance Measures Impact The level of service in ESAs will be lower and the specific areas of reduction will be identified in the new contract recommended for approval in the fall of Staff have been working with the UTRCA to examine ways to reduce cuts with the least impact to the environment and ESA users. Page 231

9 Business Case #4 Service Initiative Parks and Horticulture Environmentally Significant Area Management Impacts a) Community The focus in ESAs is to protect and manage the ecological features and functions first and to permit appropriate recreational use. Overall, less funding may impact the level of service for enforcement of dogs off-leash and bicycles in ESAs. New ecological management zoning may reduce the number of trails available for public use, but lower management costs to offset this budget reduction. This will be resolved through b) Community Engagement Nature London (an ESA stakeholder) has requested that less tree removals be done in order to protect important wildlife trees. The City has been working on a new wildlife tree policy and believe that with this, less trees will be removed. EEPAC supports this goal. c) Other City of London Services Recognizing this reduction in service, additional enforcement of private encroachment into ESAs will be carried out by By-law Enforcement to address what is possible. They launched the Back to Nature initiative in 2012, but had some difficulty in dedicating staff to fully implement due to staff reorganization. High priority encroachment will be addressed by City By-law Enforcement staff. Risks Hazard tree management in ESAs has been based on the UTRCA s standard for Conservation Areas a pay-for-entry activity. Upon approval of the new Trails Standards for ESAs in June 2012, it was identified that ESA trails are more equated with other wilderness trails like the Bruce Trail, where little proactive tree hazard removals are done. The new wildlife tree policy puts the protection of large dying/dead trees as a priority for their wildlife habitat benefits. All trees along ESA trails will be viewed during normal work activities and any identified as an obvious risk will be removed. The City has introduced an on-line ESA user response form to address work needed in ESAs. Page 232

10 BUSINESS PLAN: Parks and Natural Areas Planning & Design How does this service contribute to the results identified in the City of London Strategic Plan? A strong economy A vibrant and diverse community A green and growing City A sustainable infrastructure A caring community The Parks and Natural Areas Planning & Design Service provides professional & technical services for the assessment, planning, protection design and management of the City's natural heritage system and our parks & open space system. These systems conserve and enhance our natural areas and support London's neighbourhoods by providing active recreation opportunities, making places more livable and inclusive, and by helping them to be better linked with other neighbourhoods. Services are provided to support: all development approval processes; neighbourhood improvement programs; City capital projects; community groups, and; provincial requirements of the municipality. By doing so, the Service greatly enhances Londoner s quality of life and makes London a more attractive place to live, move to and attract businesses. Name the main activities done to provide this service: Name The Activities Done To Provide This Service How Much Did We Do? (optional) 1. Natural Heritage Protection and Management In 2012, 14 Ha of new OS5 protected & 597 Ha of lands managed 2. Park and Open Space Design and Development Review 309 development files and 9 City projects reviewed Is The City Mandated To Provide This Service? Some- yes. Prov. Acts govern prot. of species Some yes. Prov. Act req. for devel. Appl. review Can The Level Of Service Be Changed? Reduce funding of natural area management Page 233

11 Name The Activities Done To Provide This Service How Much Did We Do? (optional) 3. Park & Open Space Construction and Project In 2013, $4.2M Capital budget Management 45 capital projects 4. Community projects 103 projects $566k donated to the City Is The City Mandated To Provide This Service? Some yes. AODA req. Can The Level Of Service Be Changed? No City matching $ should be increased to meet demand from community What is the current state of this service? Goals and targets for this Service are established through the Official Plan and many other Plans: Parks & Recreation Plan, Stronger Neighbourhoods Plan, Age Friendly City, Bicycle Master Plan, etc. We also have site specific plans like: Victoria Park, Springbank Park and each of our 7 Environmentally Significant Areas to guide planning, design and management. In mid-2012, the City installed use-counters along the Thames Valley Parkway (TVP) and other main pathway systems. Daily usage was recorded and is significant an average of 24,300 people use the TVP per month. The highest use is in Springbank Park, with 4,606 users on May 5. Other local pathway systems show high usage, such as Stoney Creek at 9933 per month. Other key projects/achievements over the last 18 months have been: The Veterans Memorial Parkway Community Program continues to fund landscape enhancements. The tree/bench donation program was put on-line to aid public and improve staff efficiency. City s first Species-at-Risk habitat protection issue resolved in Riverbend Park. City s first Design Competition completed and the design was constructed for Market Lane. Page 234

12 What is the future direction of this service? With enhanced public consultation and more stringent technical requirements, capital projects are taking longer to plan and are becoming more costly. In the future, fewer capital projects can be completed with the existing level of staff and projected funding reductions. Management of our Environmentally Significant Areas is carried out through a contract with the UTRCA. The contract fee was set for 5 years until Dec The contract is intended to be renewed, but at a lesser amount in keeping with Operational cuts to other Services and less tree management. AODA requirements will increase the cost of Life Cycle Renewal parkland development beginning in The planned update to the Parks & Recreation Master Plan in 2015/16 will review current services and service levels. The Official Plan states that the Thames Valley Corridor is the City s most valuable recreational, environmental and aesthetic resource. Implementation of the Council-approved Thames Valley Corridor Plan will require additional funding to achieve the goals in the Plan relate to ecological protection, pathway gap completion, heritage interpretation, activity area upgrades/creation. What do you plan to do? 2014 Focus capital improvements on projects that provide service to the greatest number of Londoners. Pathways serve all Londoners and are free to use, fully accessible, provide health and social benefits, create neighbourhood links and are one of the most cost amenities effective from a capital and maintenance perspective. Reduce the level of service in ESAs to be in line with other service cuts, the value relative to the amount of use and new management standards for trees. Increase the funding available to support to community-led projects as these support Stronger Neighbourhoods and generate up to a 7:1 return on investment. Page 235

13 Reduce the number of planned capital projects to permit staff adequate time for enhanced consultation and technical design. And to allow for a quicker response to new projects/opportunities brought to the Section. Funding for Life Cycle Renewal projects and Growth Projects should increase over time to address AODA requirements. The update to the Parks & Recreation Master Plan may alter service levels. Identify increased funding for implementation of the Thames Valley Corridor Plan. Key Performance Indicators Description of measure How Much? 1. Average number of users on the Thames 24,300 24,500 25,000 25,500 26,000 26,500 27,000 Valley Parkway (per month) 2. Percentage of Parkland with the 5.7% 5.9% 6.0% 6.1% 6.3% 6.4% 6.5% municipal boundary 3. Total Length of Thames Valley Parkway 41.1 km 41.4km 42.2km 43.1km 43.9km 44.8km 45.7km 4. Total Number of Parks Page 236

14 Parks & Natural Areas Planning and Design 2014 Budget As Submitted ($000's) Explanation of Adjustments 2014 Maintain Revised Service Requested Increase/ (Decrease) Over 2013 Actual Existing Budget Adjustments Budget Object Service Expenditures $ % Personnel Costs % Administrative Expenses % Financial Expenses % Purchased Services % Furniture & Equipment 6 5 (5) 0 (5) (100.0%) Total Expenditures % Revenue User Fees (30) % Sub-total - Non Property Tax Revenue (30) % Net Budget % Additional Information / Commentary with respect to 2014 Draft Budget Maintaining Existing Service Levels (Flow through from prior years, inflation, contractual obligations, efficiencies) Wage, salary and fringe benefit adjustments due to exisiting employment agreements for management, local 101 and 107 resulted in a budget increase. Administrative expenses have increased due to the return of a fleet car, resulting in increased car allowance expense. This has been offset by a reduction in materials & supplies expense due to the removal of the fleet internal rent charge. Purchased Services increase is the result of increasing the office rent to reflect actual historical charges. Page 237

15 Budget Forecast Non-Property Tax Revenue Property Tax Supported (Net Budget) Increase / (Decrease) Over Prior Year Increase / (Decrease) Over Prior Year % 3.6% 1.5% 1.5% 1.6% 1.6% 10.2% Annual average increase: 2.0% Staffing Full-Time Equivalents # Increase / (Decrease) Over Previous Year Full-Time Employees # Increase / (Decrease) Over Previous Year Note: Above FTE counts do not include the impact of assessment growth cases Additional Information / Commentary: Parks & Natural Areas Planning and Design Budget Forecast & Staffing ($000's) to Revised Requested Projected Forecast Forecast Forecast Forecast Object Budget Budget Increase Expenditures to 2018 Forecast: The major issues are the impact of the wage and settlement increases make it difficult to meet zero budget targets. Page 238

16 BUSINESS PLAN: Urban Forestry How does this service contribute to the results identified in the City of London Strategic Plan? A strong economy Purpose A vibrant and diverse community A green and growing City A sustainable infrastructure A caring community The purpose of the Urban Forestry Section is to take a strategic management approach to ensure that the urban forest is resilient, diversified, and healthy. This natural heritage capital and well maintained green infrastructure provides the citizens of the City of London with a safe and secure environment while preserving and enhancing the environmental, social and other identified benefits. The UFORE analysis identified that London has over 4.4 million trees providing over $17million annually with a structural value of $1.6 billion. Planning Services, Urban Forestry, provides professional and technical services and develops and or assists in the development of policies and guidelines for all Departments. Forestry Operations are managed within the Transportation & Roadside Operation Division of Environmental and Engineering Services and provide the on-the-ground services related to tree pruning, trimming and removal, services to over 170,000 street trees and trees within woodlands and manicured parks as well as municipally owned woodlands. Strategic Goal Linkages 1. Strong Economy: Investment in green infrastructure; established strategy for the downtown, studies have shown that people prefer to shop in business areas with a lot of trees 2. Vibrant/Diverse Community: improved liveability; investment in neighbourhood; support and maintenance heritage district values with respect to streetscapes; community engagement in the development of the Urban Forest Strategy 3. Green/Growing City: Protection of natural resources and heritage, leaf cover, watershed health, biodiversity, EAB and other forest pest management, walkable spaces and public spaces; demonstrate environmental leadership 4. Sustainable Infrastructure: Our urban forest is recognized as infrastructure with a value of over $1.5 billion, recognized as a component of the Corporate Asset Management program Page 239

17 5. Caring Community: Pest and tree management programs to ensure safety and reduce liability; strengthening neighbourhoods; replant trees as soon as possible, Million Tree Challenge to promote tree planting on private property Name the main activities done to provide this service: Name The Activities Done To Provide This Service Urban Forest Protection and Management through development and application of policies, standards, guidelines and best management practices. This includes review and input into the Official Plan review, Corporate Asset Management Program, various Master Plans, development of the urban forest strategy, engineering specification manual updates, tree protection and tree planting guidelines. Review and input in development applications and municipal projects to ensure that both public and private trees are maintained and where possible, increased in numbers. How Much Did We Do? (optional) Is The City Mandated To Provide This Service? Y, through provincial Acts Y, through provincial legislation Can The Level Of Service Be Changed? Y, 2013 report by PwC to Audit Committee stated that The Urban Forestry Section has successfully increased the focus put towards the health of the City s trees as a result of the recent restructuring which established the Urban Forestry Section within the Planning Service Area Y, see above Page 240

18 Name The Activities Done To Provide This Service Woodland management of over 700 hectares of public woodlands as well as wooded areas of parks Tree maintenance and tree planting programs to protect, maintain and enhance the public portion of the urban forest. These activities ensure a diverse, healthy and resilient urban forest. Planning and management of the Emerald Ash Borer program which includes treatment of individual trees with TreeAzin to protect them, removal of trees in boulevards and parks, replanting of trees removed due to EAB, public education and engagement. Plan and implement forestry related projects such as Westmount Park and Sovereign Woods, Downtown tree planting using SilvaCell technology How Much Did We Do? (optional) Is The City Mandated To Provide This Service? Y, Provincial legislation Y, Provincial legislation and City risk management Y, through Municipal Act Some, such as invasive species Can The Level Of Service Be Changed? Y, dependent of staff and funding resources Y, dependent on funding levels Y, due to changes in levels of EAB infestation and funding levels Y, dependent on funding levels What is the current state of this service? Key objectives for 2013 include: Implement recommendations of the recently completed audit of the portions of the Forestry program by PriceWaterhouseCoopers (PwC) Complete the Urban Forest Strategy and implementation plan for approval by Council in the fall of Over 2,000 residents have provided input into the strategy through online surveys, dotmocracy at various public engagement initiatives in support of the strategy and ReThink London Update the Tree Conservation and Boulevard Tree Protection By-laws Complete existing woodland management and downtown tree planting projects as planned Manage the EAB program within existing budget levels Page 241

19 Key Drivers for the program include: Implementation of Council recommendations based on the results of the 2013 Audit Committee Report of the Urban Forest program Official Plan input and support through the Urban Forest Strategy Incremental annual mortality due to EAB Policies, standards, guidelines, practices and by-laws, that are several years old and require revisions because of program management issues, changing business needs and new available technology Challenges and Pressure Points: Current level of funding for EAB management is lower that identified in the EAB management strategy Although the PwC report to Audit Committee recognized that there have been significant positive impacts a result of the establishment of the Urban Forestry Section in the Planning Services, this service area has the least number of staff of section in Planning Division. Two future positions identified in the 2010 Service Review of the program are still unfunded and unfilled. The inventory of trees on boulevards, parks and woodlands is outdated. The new tree CMMS (Computerized Maintenance Management System) is under development and is expected to be complete in late This was a key recommendation in the 2010 Forestry Services Review and follow-up in 2013 audit by PwC for the Audit Committee and still outstanding. Provincial funding ($200k per year since 2009) expires in 2013 and will not be available in This will have impacts on our ability to sustain current levels of EAB management. Money from other programs will need to be directed to EAB management resulting in reduction and loss of other services. The loss of the provincial EAB funding also has impacts on our in-fill tree planting program as that program budget was reduced by the amount provided by the province. If the provincial funding is not replaced, then existing non-eab related planting will continue to be lower than at 2009 levels. The loss of the provincial funding will also have significant negative impacts on the funding for existing full time Urban Forestry staff. Loss of leaf cover and trees is at a higher rate than replanting/ reforestation/natural regeneration rates. This has significant, long-term environmental, social and human health impacts. Recent Achievements: London hosted the highly successful Canadian Urban Forest Conference (CUFC10) in October 2012 bringing London international recognition and enhancing our brand as The Forest City. Dignitaries included the Chief Forester of the United States of America and various government and private executive members of the International Society of Arboriculture and Society of Municipal Arborists. Completion of the first SilvaCell (new technology) planting project to ensure long term survival, growth and health of trees planted in hardscapes at the Covent Market Garden. This project was completed in support of the World Figure Skating Championships. Completion of an Urban Forest Strategy for approval by Council by the end of A draft is currently being reviewed internally Updated tree planting guidelines Page 242

20 Implementation of EAB management program which has included the removal of 8,000+ ash trees, injection ash trees on boulevards and in ESAs, replanting 3,500 trees National Forest Week, National Tree Day and International Year of Forests public education events including providing 500 trees to residents for free Million Tree Challenge public engagement and participation The Corporation planted over 5,000 trees in 2012 which is the most ambitious tree planting program in history TD Greenstreets planting project first time that City planted trees on private property which benefitted a subdivision in east London VMP planting projects Ontario Tree Climbing Championships awarded to London for September 2012 enhancing our brand and recognizing London as a leader in arboriculture practices Conducted an urban forest climate change workshop, organized by Dalhousie University in support of the Urban Forest Strategy and London s climate change mitigation initiative Institute a filing system and business processes for urban forestry initiatives/activities, etc. to more efficiently manage the program functions What is the future direction of this service? The future direction of the program will be driven by the policy and direction of the Official Plan and Urban Forest Strategies. These will result in new initiatives and implementation issues. Forest Leaf Cover targets, higher than we now have, will be established through the Parks and Urban Forest Strategy and will require considerable changes to our program business needs and practices. Additional funding will be required to implement the recommendations The key to successful implementation of these will be to work smarter while building staff and funding levels in order to provide new services while maintaining existing levels of services for existing programs. Climate change and its effects on human health and forest health will take on new and higher levels of importance. Page 243

21 What do you plan to do? 2014 Implement the Urban Forest Strategy and OP recommendations Revise the tree-related by-laws and protection and tree planting standards as required Increased focus on woodland management activities such as the development and implementation of individual management plans Fewer boulevard trees planted will be planted if the provincially-funded planting funding is not replaced (see Business Case for this replacement) and EAB and EAB management funding levels remain at current levels Continue to implement the Urban Forest Strategy Build staff and funding capacity to implement long term management objectives and program implementation Key Performance Indicators Description of measure How Much? 1. Trees planted 5,400 2,400 2,400 2,400 2,400 2,400 2, Removed, not including those in woodlands 6,600 6,800 2,700 1,400 1,400 1,400 1, Ash trees injected 200 (ESAs) Page 244

22 Urban Forestry 2014 Budget As Submitted ($000's) Explanation of Adjustments 2014 Maintain Revised Service Requested Actual Existing Budget Adjustments Budget Service Increase/ (Decrease) Over 2013 Object Expenditures $ % Personnel Costs 1,384 1,782 (4) 1,778 (4) (0.2%) Administrative Expenses % Materials & Supplies % Furniture & Equipment % Transfer % Other Expenses % Recovered Expenses (1) (26) 0 (26) 0 0.0% Total Expenditures 2,886 2, , % Revenue User Fees (21) (44) 3 (41) 3 (6.9%) Other Municipal Revenues (75) (84) (100.0%) Sub-total - Non Property Tax Revenue (96) (127) 87 0 (41) 87 (68.2%) Net Budget 2,790 2, , % Additional Information / Commentary with respect to 2014 Draft Budget Maintaining Existing Service Levels (Flow through from prior years, inflation, contractual obligations, efficiencies) Local 107 fringe benefit adjustments resulted in a small decrease in personnel costs. A small increase to administrative expenses is the result of adjusting clothing allowances to match the historical expense. Furniture & Equipment increases are the result of the new internal fleet rates. Page 245

23 Budget Forecast Non-Property Tax Revenue (127) (41) (41) (41) (41) (41) 87 Property Tax Supported (Net Budget) 2,762 2,852 2,785 2,833 2,882 2, Increase / (Decrease) Over Prior Year 90 (67) Increase / (Decrease) Over Prior Year % 3.3% (2.3%) 1.7% 1.7% 1.7% 6.2% Annual average increase: 1.2% Staffing Full-Time Equivalents # Increase / (Decrease) Over Previous Year Full-Time Employees # Increase / (Decrease) Over Previous Year Note: Above FTE counts do not include the impact of assessment growth cases Additional Information / Commentary: Urban Forestry Budget Forecast & Staffing ($000's) to Revised Requested Projected Forecast Forecast Forecast Forecast Object Budget Budget Increase Expenditures 2,889 2,893 2,826 2,874 2,923 2, to 2018 Forecast: The major issues facing Urban Forestry is the impact of the Local 107 collective agreement along with an increase in expense items such as contracted services and operating supplies. Page 246