2021 Proposed Operating Budget

A City that Moves

A City that Moves Percentage of 2021 Budget People and goods move through the city more efficiently and safely. A variety of convenient, affordable and green forms of transportation 19.6% that align with regional patterns are the norm. Walkability within new/transitioning neighbourhoods and the downtown are a reality. 2021 Total Operating __Investment__ $53.0 million Key Priorities and Goals ▪ Annually increase transit ridership by 1% post COVID ▪ Increase modal split between car use (82%), transit (10%), and active transportation by 2022

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A City that Moves Operating Investment Including One time COVID Impacts

2020 2021 Proposed Budget Year End Total Expenses Total Net Budget $ Change % Change Services Projection Revenues Parking Management $ (881) $ (295) $ 3,283 $ (3,716) $ (434) $ 448 (50.8)% Roads and Structure Design & Construction $ 1,745 $ 1,618 $ 4,256 $ (2,271) $ 1,986 $ 241 13.8% Roadway and Sidewalk Maintenance $ 11,809 $ 10,266 $ 13,931 $ (1,747) $ 12,184 $ 376 3.2% Specialized Transit Service $ 1,878 $ 1,694 $ 1,969 $ (28) $ 1,942 $ 63 3.4% Traffic Operations Management $ 4,640 $ 4,364 $ 5,795 $ (950) $ 4,844 $ 205 4.4% Transit $ 14,395 $ 14,229 $ 23,264 $ (6,455) $ 16,809 $ 2,414 16.8% Transportation Planning $ 485 $ 464 $ 526 $ (31) $ 495 $ 10 2.2% Total City that Moves $ 34,070 $ 32,340 $ 53,024 $ (15,197) $ 37,827 $ 3,757 11.0% Numbers are in $ Thousands and may not add due to rounding Percentage of 2021 Operating Investment Funded by Property Taxes

Roads Design Roadway and Specialized Traffic Parking and 47% Sidewalk Transit Operations Management Construction Maintenance __Service__ Management $(0.4) million $2.0 million $12.2 million $1.9 million $4.8 million

87% 99% 84%

_Transit_ Transportation $16.8 million Planning $0.5 million 72% 94%

◼ Net Property Tax Supported ◼ Other Revenues and Recoveries

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Service Business Plan Service Name Parking Management Service Lead Name Hayley Parkinson Service Lead Title Supervisor of Parking Services Service Description A public service to manage parking in Burlington. Strategic Alignment with Vision to Focus Plan Improving integrated city mobility Delivering customer centric services with a focus on efficiency and technology transformation Service Goals To provide provide safe, convenient and accessible parking for the public To provide enforcement To continue to investigate, research and implement new parking technology, policies and processes to meet the service needs of the public

"We are committed to being innovative leaders in Transportation, providing a safe and efficient, multi-modal network for all". Current State Customers & Their This service is delivered to: Expectations • Parking customers (residents, visitors, business owners), who expect competitive fees and safe, convenient and accessible parking. • Residents and visitors, who expect parking by-laws (fire route, accessibility and idling) to be enforced for violations. These may occur on city streets, public spaces, city properties and private properties (shopping centres, condos, apartments, medical centres, churches and schools). Existing Service Delivery Existing Service Delivery

PARKING SPACES & SIGNS: The service manages parking spaces on the street, city properties and private properties throughout the City.

DOWNTOWN: The downtown area has one seven level parking garage; totaling 350 parking spots, 14 surface lots

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controlled by 108 multi-space pay station that offer various payment options (coin, credit card and HONK mobile app) for customer convenience, 15 electric vehicle parking stations, 22 loading zones for delivery vehicles (mixed between 20 minute loading zones and large vehicle loading zones), for a combined total of approx. 1,649 parking spaces in the downtown area.

CITY-WIDE: Parking officers drivee over 190,000 km of City roads and respond to 7,000 resident complaint requests, which covered 1,200 fire routes, 650 accessible sites and 390 private properties.

PARKING TICKETS: Parking Management manages this process from ticket issuance to resolution through Screening & Hearing Meetings, as legislated under the Administrative Monetary Penalties By-law.

ENGAGEMENT: Customers can reach Parking Management services by web, social media, parking mailbox, email and telephone. Existing Customer Parking studies and management plans, public engagement meetings, site visits and public notification. Officers Engagement Tools / patrol City streets and public properties 24 hours a day/ 7 days a week. Methods The service offers an engagement process for parking spaces and signs. A complaint process allows customers to discuss parking tickets in person and by telephone. Is this Service Provincially Yes Administrative Monetary Penalties By-Law to enforce parking and idling violations. The legislation regulates Legislated? the enforcement, administration and appeal process for parking tickets. For this Service are there No Approved Service Standards? Programs Parking Space Management Identification and creation of parking spaces including appropriate signage and parking payment machines required on street, at City facilities, and on private properties to regulate public parking at regular and accessible spaces and on fire routes.

Parking spaces in the downtown are managed by the City of Burlington's BI department through communication with our back end software. The data is collected via our parking occupancy puck sensors that help provide a better understanding of occupancy in our downtown core.

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Parking spaces are identified in new developments including accessible parking & fire routes at retail, commercial and industrial properties and in existing locations with deficient spaces or signs; responsible for regulating fire routes and accessible spaces to ensure conformity with applicable by-laws. Parking Revenue Responsible for the sale of parking permits, collection of pay station funds and collection of ticket fines. Management Parking By-law Enforcement Officers patrol City streets, municipal properties, public properties (i.e. retail, commercial, industrial where Private Property Enforcement Program is in effect ) in City vehicles and on-foot to ensure parking and other related by-laws are followed and enforced.

Enforcement is communicated through 2 full-time employees and 1 part-time employee. Enforcement is delivered by up to 20 contract officers from the Canadian Corps of Commissionaires and up to 10 officers from two private property agencies. The service also handles private property enforcement and administration. Training is provided to the officers quarterly to ensure they are educated on our by-laws to provide adequate and excellent customer service. Recent Continuous Improvement Initiatives In 2020 Parking Services accomplished the following:

2020 was a unique year due to the COVID 19 Pandemic. Parking services implemented different initiatives to support the downtown businesses and residents of the City of Burlington. Below is what was implemented:

1. Parking services paused paid parking in the downtown from March to August to support businesses during the COVID-19 pandemic. Although, this was a revenue loss to our Parking Reserve Fund it lessened barriers for the businesses to ensure they continued to be successful during the pandemic. 2. Parking Services assisted with implementing outdoor patios to accommodated the businesses during the COVID 19 pandemic. Parking spaces were removed from our inventory to support the extension of the restaurant patios. 3. Parking Services implemented FREE 20-minute curbside pickup areas within the downtown to assist businesses during COVID 19 pandemic 4. Parking Services supported the Beachway modifications and Lowville Park implementation of a reservation system (ParkPass). 5. Parking Services relaxed parking enforcement during the COVID 19 pandemic to accommodate residents working from home. We relaxed the 5 hr by-law and 1-6am by-law. 6. In partnership with the BDBA, Parking Services and the BDBA implemented physical distancing signage throughout the downtown to encourage physical distancing while shopping and visiting the downtown core.

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Environmental Considerations Environmental considerations such as climate action and supporting a resilient environment are always part of the development of strategy with Parking.

In response to the City updating many of it's plans in relation to climate change and declaring a climate emergency; Parking Services is committed to increasing our Electric Vehicle charging station inventory and incorporating green space should new parking lot facilities be developed. Emerging Opportunities and Anticipated Risks Emerging Opportunities Future Opportunities in Parking Services:

Using new occupancy sensor technology, Parking Services is working with Business Intelligence to develop an app to view available downtown parking in "real-time" on any smart phone or mobile device.

Continued investment in Electric Vehicle Charging Stations

Replacement of our back-end ticketing software

Updating our parking display signs to ensure the data is providing accurate parking availability to our customers. Anticipated Risks Anticipated Risks:

While the development of the occupancy sensor technology will provide "real-time" data to residents there is the risk of there being 'glitches' or inaccurate data collection resulting in poor customer service.

With the downtown development, there may be an increase in parking demand Enterprise Risk Labour Market and Workforce - Attraction, Retention, Skills Considerations Technology - IT Systems, Speed of Change Transportation - Master plan development and implementation Climate Change - Severe Weather Events, Increasing Frequency of Severe Weather Events. Severe weather events can shorten the life expectancy of our parking assets (EV chargers, parking lot maintenance).

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Service Initiatives Target Completion DOWNTOWN PARKING FUTURE NEEDS ASSESSMENT Jan 2020 Strategic study utilizing real-time occupancy and duration metrics (recently installed occupancy counters) to establish current day parking demands, while projecting future needs based upon in-stream and approved development projects within the Downtown. Results of the study will guide future decision making as it relates to land acquisition and development of new parking facilities in the Downtown. ELECTRIC VEHICLE CHARGING STATIONS Dec 2020 Using the downtown parking reserve fund and Ontario grant money, Parking Services continues to invest in green technology through electric vehicle charging stations. Year to date, the City has installed 15 charging station (dual charging heads) in various parking lots downtown and at City facilities. Continued investment in this technology will continue to provide this service to customers.

A City that Moves 127 2021 Proposed Operating Budget OPERATING BASE BUDGET SERVICE RESOURCE SUMMARY PARKING MANAGEMENT ($ rounded to thousands) 2020 2021 Proposed Budget Year End Base $ Change vs. % Change vs. One time Total % Change vs. Projections Budget 2020 Budget 2020 Budget COVID Impacts Budget 2020 Budget

Human Resources $ 623 $ 596 $ 662 $ 39 6.3% $ - $ 662 6.3% Operating/Minor Capital Equip. $ 143 $ 149 $ 137 $ (6) -4.0% $ (3) $ 134 -6.2% Purchased Services $ 901 $ 651 $ 897 $ (4) -0.4% $ - $ 897 -0.4% Corp. Expenditures/Provisions $ 1,469 $ 241 $ 1,413 $ (56) -3.8% $ (338) $ 1,075 -26.8% Internal Charges & Settlements $ 480 $ 484 $ 513 $ 33 6.8% $ - $ 513 6.8% TOTAL EXPENDITURES $ 3,617 $ 2,121 $ 3,624 $ 6 0.2% $ (341) $ 3,283 -9.3% Controllable Revenues $ (3,863) $ (1,782) $ (3,863) $ (0) 0.0% $ 727 $ (3,136) -18.8% General Revenues & Recoveries $ (636) $ (633) $ (581) $ 55 -8.6% $ - $ (581) -8.6% TOTAL REVENUES $ (4,499) $ (2,415) $ (4,444) $ 55 -1.2% $ 727 $ (3,716) -17.4% NET OPERATING BUDGET $ (881) $ (295) $ (820) $ 61 -6.9% $ 386 $ (434) -50.8%

Base Budget Commentary Human Resources increase is comprised of a unionized position re-classification, provisions for the annual performance adjustment, range movement, payroll taxes (EI, CPP, EHT), WSIB, OMERS and group benefits. Savings in Operating and Minor Capital Equipment are due to a reduction in general building materials to align with historical actuals, offset by an increase in equipment parts and materials. Increased chargebacks from other areas within the City lead to a rise Internal Charges. Corporate Expenditures/Provisions were reduced to reflect a lower provision to the Parking reserve fund. Decrease in Recoveries as a result of less chargebacks to other areas within the City. One time COVID Impact Commentary Reduced activity from COVID closures and remote working result in a one-time reduction in expected rental revenues and parking fines. This is partially offset by a reduced provision to the Parking District Reserve Fund.

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Service Business Plan Service Name Roads and Structures - Design and Construction Service Lead Name Scott Hamilton Service Lead Title Director of Capital Works Service Description A public service to provide design and construction services for roads and structures. Strategic Alignment with Vision to Focus Plan Improving integrated city mobility Supporting sustainable infrastructure and a resilient environment Service Goals To deliver the capital program in a timely and efficient manner that allows the City to ensure steps are taken in order to protect the environment.

Reduce the impact on the residents and users of the road right of way while ensuring the roadway assets achieve their useful lifespan. Current State Customers & Their This service is delivered to: Expectations • The public • Council • Senior management • Other City services • Other municipalities • Utilities • Private companies • Government agencies.

The most important customer is the public. The public expects that Burlington’s roadways are designed and built to specifications that will provide a high level of service over a long life, at a low cost, with safety and overall customer satisfaction in mind.

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This service affects Burlington residents and visitors to our community every day. The condition of the roads generally reflects the values, livability and prosperity of a community. Existing Service Delivery This service is responsible for environmental assessments, permitting, planning, design, project management, construction and inspection of all road and bridge structure projects within City-owned rights-of-way. These are identified in the Capital Budget or required by third-party developers.

This service supports other service providers in approving and coordinating all utility companies and Region of Halton municipal consent applications for works within City rights-of-way.

This is accomplished through effective infrastructure asset management, planning and cost estimating, design and inspection of City construction works/new development and management of utility company work.

This service is delivered in consultation and collaboration with other departments, municipalities, agencies, and utility companies. Existing Customer In person, by phone, e-mail, committee reports, City website, public questionnaires, surveys, public open house, Engagement Tools / 311 and Council-approved Annual Capital Budget. Methods Is this Service Provincially Yes Biennial bridge inspections (legislated by the Province). Legislated? For this Service are there No N/A Approved Service Standards? Programs Survey Responsible for carrying out all functions required to complete a topographic field survey for the purposes of: • Creating pre-design base drawings • Completing as-built construction drawings • Confirming property lines • Confirming public/private tree ownership. Design Responsible for carrying out all functions required to complete a detailed design, including: • Class Environmental Assessments • Functional designs

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• Preliminary designs • Detailed designs • Preliminary and detailed cost estimates • Holding public open houses • Acquiring all necessary regulatory permits and approvals. Construction Responsible for the overall administration of the construction process, including: Administration • Preparing and tendering the construction specifications • Delivering public notifications • Responding to public complaints/concerns • Holding regular on-site progress meetings • Confirming quantities • Issuing payment certificates • Overall project management. Construction Inspection Responsible for on-site field inspection to ensure that the contractor's work is carried out in a safe and professional manner, and is completed to the City's standards and specifications as tendered. Municipal Consent Responsible for the overall administration and inspection of works undertaken by a third party within the City's road allowance, including: • Preparation/review of municipal access agreements • Periodic site inspection and review/approval or site restoration • Ensuring contractor follows current City or Provincial standards • Responding to public complaints/concerns

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Recent Continuous Improvement Initiatives Improvements continue to be made in how Capital Construction projects are tendered to achieve optimum pricing. Staff were successful in contractor prequalification for 2020 on large scale projects that resulted in shortened construction windows and reduced staff costs/public impact. This allowed staff to ensure that the Contractor had adequate resources available to deliver the project in a timely manner and control the impact on neighboring projects.

Internally, we are utilizing technology and changing skillsets to become more efficient within our existing staff complement. Through attrition, the Design and Construction section are replacing the draftsperson position with that of a Senior Designer who is able complete both the design and drafting components of a project from start to finish. With the creation of a Field Services Supervisor, staff were able to reduce the amount of overtime required to manage construction projects while ensuring proper supervision is maintained.

Design and Construction have transitioned to a fully online tendering process that has increased efficiency and allowed additional staff time to be spent on delivering the capital program while reducing the need to hire external consultants.

A process for digitally signing reports, and payment certificates has been implemented. A digital contract signing process is currently being worked on with the Legal Department. Environmental Considerations Design and Construction has implemented the following in order to help reduce the environmental impact - Reduction in carbon footprint by transitioning to full online tendering - Modification of traffic signals and detailed detour plans to reduce idle times at peak hours of the day - Increased use of recycled materials to lessen the dependency of virgin material from quarries - Replacement of fleet vehicles with electric or plug-in hybrid vehicles when up for renewal - Reduction in fossil fuels by geographically assigning inspector assignments and combining of construction projects. Emerging Opportunities and Anticipated Risks Emerging Opportunities With a long-term Asset Management Plan, there will be an increase in the number of renewal projects we deliver each year. The added funding will allow us to reduce the infrastructure funding gap and replace/repair our roadway infrastructure at the right time. Anticipated Risks With the added funding, staff will have to deliver more projects, putting increased workload on our Design & Construction section of the Capital Works Department. We will have to continue to improve our methods to increase project delivery.

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If staffing levels are maintained or decreased, work would be outsourced to consultants to ensure the timely delivery of the Capital Program and maintain a healthy backlog. This would increase project costs, resulting in fewer projects delivered each year for the funding provided. Enterprise Risk Labour Market and Workforce - Retention, Attraction, Skills, Competencies Considerations Climate Change - Severe weather events, Increasing numbers of severe weather events Transportation - master plans development and implementation Service Initiatives Target Completion Have one-third of roadway construction projects tendered Mar 2021 Have two-thirds of roadway construction projects tendered May 2021 Secure Ministry of Environment permits for upcoming year construction projects Jan 2021 Complete preliminary cost estimates for upcoming year Capital Budget Aug 2021 Have capital projects design complete 3 years in advance of its delivery date to further allow for increased council Jan 2025 and public input.

A City that Moves 133 2021 Proposed Operating Budget OPERATING BASE BUDGET SERVICE RESOURCE SUMMARY ROADS & STRUCTURES DESIGN & CONSTRUCTION ($ rounded to thousands) 2020 2021 Proposed Budget Year End Base $ Change vs. % Change vs. One time Total % Change vs. Projections Budget 2020 Budget 2020 Budget COVID Impacts Budget 2020 Budget

Human Resources $ 3,511 $ 3,330 $ 3,787 $ 276 7.9% $ (7) $ 3,780 7.7% Operating/Minor Capital Equip. $ 69 $ 102 $ 71 $ 2 2.7% $ (11) $ 60 -13.1% Purchased Services $ 401 $ 345 $ 405 $ 3 0.8% $ (4) $ 401 0.0% Corp. Expenditures/Provisions $ - $ - $ - $ - n/a $ - $ - n/a Internal Charges & Settlements $ 10 $ 10 $ 15 $ 5 48.1% $ - $ 15 48.1% TOTAL EXPENDITURES $ 3,991 $ 3,787 $ 4,278 $ 286 7.2% $ (21) $ 4,256 6.6% Controllable Revenues $ (211) $ (213) $ (220) $ (10) 4.7% $ 8 $ (213) 1.0% General Revenues & Recoveries $ (2,036) $ (1,956) $ (2,058) $ (22) 1.1% $ - $ (2,058) 1.1% TOTAL REVENUES $ (2,247) $ (2,169) $ (2,279) $ (32) 1.4% $ 8 $ (2,271) 1.1% NET OPERATING BUDGET $ 1,745 $ 1,618 $ 1,999 $ 254 14.6% $ (14) $ 1,986 13.8%

Base Budget Commentary Human Resources increase is comprised of funding for the new Director position approved as part of Designing and Evolving our Organization as well as provisions for the annual performance adjustment, range movement, payroll taxes (EI, CPP, EHT), WSIB, OMERS and group benefits. The increase in Internal Charges reflects increased costs for hourly vehicle usage (corporately net zero as is offset by revenue in Fleet Service). Controllable Revenues are up slightly due to an increase in the Excavation Permit Fee and General Revenues and Recoveries increase as a result of higher expected recoveries for staff time spent on Capital Projects.

One time COVID Impact Commentary One time COVID savings are anticipated in areas such as professional development, meeting expenses, general office supplies and mileage given travel restrictions and the remote working environment. This is offset by a one-time decrease in Excavation Permit Fee revenues, as lower volumes expected due to COVID.

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Service Business Plan Service Name Roadway and Sidewalk Maintenance Service Lead Name Mark Adam Service Lead Title Manager of Road Operations Service Description A public service to provide year round maintenance for roads and sidewalks, within the City's road allowance, including loose leaf collection and winter maintenance operations. Strategic Alignment with Vision to Focus Plan Supporting sustainable infrastructure and a resilient environment Delivering customer centric services with a focus on efficiency and technology transformation Service Goals To support city mobility by providing maintenance for roads and sidewalks To ensure efficient and effective delivery of road and sidewalk maintenance To continually consider the reduction of environmental impacts of road and sidewalk maintenance To ensure operational processes and practices meet legislative and regulatory requirements To work safely with in established COVID-19 Safety Protocols Current State Customers & Their This service is delivered to: Expectations Road and sidewalk users who expect the safe movement of people and goods. Existing Service Delivery Year round city-wide maintenance and seasonal renewal of roadways and sidewalks, in accordance with legislated requirements and Council-approved levels of service.

The service also provides maintenance of Regional roads in Burlington, in accordance with the Regional Maintenance Agreement, Contractor Maintenance Services; and of our boundary roads with the Town of Milton and Town of Oakville and the City of Hamilton, in accordance with current Boundary Road Agreements.

Road and sidewalk maintenance service is provided through a combination of in-house and managed contracted resources.

A City that Moves 135 Year round city-wide maintenance and seasonal renewal of roadways and sidewalks, in accordance with legislated requirements and Council-approved levels of service.

Road and sidewalk maintenance2021 service Proposed is providedOperating Budgetthrough a combination of in-house and managed contracted resources. Existing Customer Corporate led public surveys on custumer satisfaction, summarizing customer call-ins and interactions between staff Engagement Tools / and customers. Methods Is this Service Provincially Yes Municipal Act's Minimum Maintenance Standards Legislated? Clean Drinking Water Act For this Service are there Yes Council-approved levels of service Approved Service Minimum Maintenance Standards Standards? Programs Road and Sidewalk Road patrolling is conducted year round on a set schedule in order to identify deficiencies within the road allowance Inspection for repair.

All sidewalks are inspected annually every spring in order to identify deficiencies. These deficiencies are prioritized and repaired under our Concrete Repair program. Roadway Routine Debris Pickup is a spring program to remove debris accumulated within the city road allowances after snow melt Maintenance and continues throughout the year on an as required or complaint basis.

Street Sweeping is conducted from spring to fall to remove dirt and debris from the roadway to improve air quality and reduce the amounts of material that are washed into the storm sewer system.

Bridge deck washing is a spring program to clean expansion joints and drainage outlets on bridge decks.

Crack sealing, conducted through a contracted services, is a proactive maintenance program designed to extend the life cycle of our road network by reducing rain water from entering the road base.

Pothole and road shoulder repairs are conducted throughout the year as deficiencies are identified in order to maintain a safe road network.

Rural road resurfacing program maintains non asphalted roads on a regular maintenance cycle.

Loose Leaf Collection is a service offered in the fall for removing leaves that have been placed at the edge of

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pavement by the property owners in designated areas. Sidewalk and Walkway This program provides maintenance for street to street walkways, minor concrete curb and sidewalk repairs. Maintenance Maintenance operations includes mud-jacking concrete slabs, grinding of minor trip ledges and replacement of short sections of sidewalk to repair areas of concern identified in our spring inspections or as complaints are received. Roadway Maintenance Roadway maintenance includes road shoulder repairs, pothole patching and minor road repairs involving grinding of asphalt failures and repaving with hot-mix asphalt. to create a semi-permanent repair. Loose Leaf Pick Up Program This is a service, through the designated areas, from early November to mid December, where loose leaves raked to the edge of the road by residents are removed and delivered to the Regional landfill site. Winter Maintenance Winter roads maintenance includes: anti-icing, salting, plowing and snow removal.

Routine monitoring of road and weather conditions from October 15 thorough to April 15 each year is to identify maintenance needs and proactively respond to winter conditions.

Winter sidewalk maintenance includes; plowing of all street side sidewalks and walkways connecting street to street. Priority sidewalks may receive salt or sand as required to reduce slippery conditions. This also includes shoveling of bus pads and shelters and school crossings.

Winter maintenance for other City facilities including; parking lots, multi-use trails and walkways in designated areas, includes plowing, salting or sanding and shoveling. Recent Continuous Improvement Initiatives In 2020 a new storage facility was constructed at the RPF Operations Center. This increased storage capacity will provide an average seasonal supply of winter road materials. For the past few seasons road salt resupply was very difficult due to province wide shortages. This new facility will reduce our need to resupply mid season.

This season will see a new contract service provider for our winter roads operations. We have increased our capability to deal with cul-de-sac clearing and this should improve our customer satisfaction. With this new contract we also have the capability to handle snow removal during extreme weather events.

As part of a recent service delivery review concerning loose leaf collection, we have redesigned our program to a single pass over a four week period for our collection areas. This will be a two year trail.

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Environmental Considerations Ongoing considerations to reducing the impact of maintenance operations on the environment, by looking at best practices and new technologies to provide, safe, efficient and environmentally responsible operations. Emerging Opportunities and Anticipated Risks Emerging Opportunities Investment in new technologies and best practices for roads and sidewalk maintenance will aid maintenance operations in realizing cost savings and efficiencies. Roads Parks and Forestry Department will continue to work with our internal partners in the adoption of a maintenance management system and customer relations system in order to improve the management of our existing infrastructure.

Working with our business intelligence partners to improve data management being collected by road patrol software provided by Burnside.

Two service reviews have been completed for both leaf collection and winter maintenance operations to provide options to improved efficiencies starting in the 2020 fall/winter season.

Loose leaf collection has been redesigned for a single pass through the city over a four week schedule. Winter maintenance operations report will be forwarded to Council in the spring of 2020. Anticipated Risks As we continue to operate under a declared state of emergency due to the COVID-19 pandemic, our operational procedures have been modified as per our COVID safety protocol. This has resulted in a prioritizing of our maintenance operations in order to continue to meet our obligations as best as possible.

As the impact of global warming, increasing traffic volumes and trending to alternate forms of transportation there will be a requirement for continued capital and operating investment to maintain the road and sidewalk networks.

The unpredictable nature of winter weather presents a risk to budgets, resources and infrastructure. Extreme weather is becoming more common each year. To manage the variances in weather conditions winter control operations are based on a rolling five year average. In addition, a Severe Weather Reserve Fund exists to account for extreme events, such as the December 2013 ice storm. Enterprise Risk Labour Market and Workforce - Attraction, Retention, Compensation and Succession Planning Considerations Climate Change - Severe weather events, Increasing Number of Severe Weather Events Capacity and Volume of Work - Projects, Process Changes, Technology Changes

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Service Initiatives Target Completion Improve utilization of winter material data collection in order to better account for winter material usage, analyze Oct 2021 winter operations in order to realize efficiencies. We are currently seeking a new AVL provider to enhance this data collection. Improve data analysis of road patrol inspections in order to improve reporting capabilities and support operational Jun 2022 needs and budgetary considerations. We are currently seeking a new data management system corporately under the EAMS project Review and implement consultants recommendations from winter operations service delivery reviews May 2021

A City that Moves 139 2021 Proposed Operating Budget OPERATING BASE BUDGET SERVICE RESOURCE SUMMARY ROADWAY AND SIDEWALK MAINTENANCE ($ rounded to thousands) 2020 2021 Proposed Budget Year End Base $ Change vs. % Change vs. One time Total % Change vs. Projections Budget 2020 Budget 2020 Budget COVID Impacts Budget 2020 Budget

Human Resources $ 6,903 $ 6,091 $ 7,070 $ 167 2.4% $ 17 $ 7,087 2.7% Operating/Minor Capital Equip. $ 1,477 $ 1,094 $ 1,476 $ (1) -0.1% $ (75) $ 1,401 -5.2% Purchased Services $ 3,943 $ 3,763 $ 4,172 $ 229 5.8% $ (62) $ 4,110 4.2% Corp. Expenditures/Provisions $ - $ - $ - $ - n/a $ - $ - n/a Internal Charges & Settlements $ 1,403 $ 845 $ 1,335 $ (68) -4.9% $ - $ 1,335 -4.9% TOTAL EXPENDITURES $ 13,726 $ 11,792 $ 14,052 $ 326 2.4% $ (121) $ 13,931 1.5% Controllable Revenues $ (1,908) $ (1,516) $ (1,754) $ 153 -8.0% $ 17 $ (1,737) -8.9% General Revenues & Recoveries $ (10) $ (10) $ (10) $ - 0.0% $ - $ (10) 0.0% TOTAL REVENUES $ (1,918) $ (1,526) $ (1,764) $ 153 -8.0% $ 17 $ (1,747) -8.9% NET OPERATING BUDGET $ 11,809 $ 10,266 $ 12,288 $ 479 4.1% $ (103) $ 12,184 3.2%

Base Budget Commentary Human Resources increase is comprised of a re-rating of a Supervisor role, a conversion of a part-time role to a full time Equipment Operator, provisions for the annual performance adjustment, range movement, payroll taxes (EI, CPP, EHT), WSIB, OMERS and group benefits. Purchased Services increases are due to the need to accommodate the costs of the new winter maintenance for roads contract. Internal Charges are the result of trending decreased vehicle usage expenditures. This change is a net zero impact as it is offset by increases in the Fleet Service. Controllable Revenue was negatively impacted by changes to the recovery model from the Region.

One time COVID Impact Commentary There is a one time COVID increase in part time costs and one-time savings in leaf collection for reduced disposal and rental equipment costs as a result of program delivery modifications. There is also anticipated reduced road salt requirements which will negatively impact Region recoveries.

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Service Business Plan Service Name Specialized Transit Service Service Lead Name Charles Stolte Service Lead Title Manager, Transit Operations Service Description A public service that…

Provides specialized transportation services to person(s) with a disability that prevents them from using conventional transit services.

Riders are eligible for this service and are categorized as: • Unconditional: A person with a disability that prevents them from using conventional transit 100% of the time • Conditional: A person with a disability where environmental/physical barriers limit their ability to consistently use conventional transit; and • Temporary: A person with a temporary disability that prevents them from using conventional transit. Temporary eligibility has a fixed end date. Strategic Alignment with Vision to Focus Plan Improving integrated city mobility Delivering customer centric services with a focus on efficiency and technology transformation Service Goals The goal of the Service is to…

Provide a reservation based, door to door specialized transit service for person(s) with disabilities. Removing barriers to transportation and enabling access to public transit services. Current State Customers & Their This service is delivered to: Expectations Registered users who have a disability that prevents them from using conventional transportation services. This service is available to riders who have been approved for transportation. Riders expect: Reliable and safe transportation Convenient and accessible options for obtaining transit information

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Value for fares Courteous and helpful service that enables riders to get to their destination and return in a timely and respectful manner Existing Service Delivery Burlington Transit provides door-to-door services that goes to any location within the urban boundaries of the City of Burlington, including shopping centres, medical offices, grocery stores, community centres etc. Transfers are available for Oakville Transit’s Specialized service and Hamilton’s DART services at designated locations.

Hours of service are: Monday to Friday: 5am to 1am Saturday: 7am to 1am Sunday: 7am to 9pm

Burlington Transit operates 14 specialized vehicles daily.

A registered user may reserve their trip up to 2 weeks in advance by: Calling the specialized transit call centre at 905-639-5158 and pressing 0 Using the automated booking system over the phone at 905-639-5158; or Visiting hvbooking.burlington.ca and using the online application to book, track and cancel trips.

The call centre is staffed Monday to Friday 8am to 5pm.

The online booking and automated phone booking are available 24 hours a day. Existing Customer Burlington Transit customers can be engaged through several methods including: Engagement Tools / Social media (Twitter, Burlington Transit Website) Methods Automated trip reminders through email Specialized Transit brochures Public and Council Workshops Community groups including BFAST (Burlington For Accessible and Sustainable Transit); and the Integrated Transportation Advisory Committee (ITAC); Burlington Accessibility Committee Is this Service Provincially Yes Legislated? For this Service are there No No

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Approved Service There are no formally approved service standards for specialized transit. All Burlington Transit services must Standards? abide by the Integrated Accessibility Standards Regulation (IASR)-191-11 and Accessibility for Ontarians with Disabilities Act (AODA).

In addition, Burlington Transit must abide by the Ontario Highway Traffic Act and Ontario Public Vehicle Act which is enforced by the Ministry of Transportation of Ontario and the Province of Ontario. Programs Recent Continuous Improvement Initiatives Specialized transit (Handi-Van) has seen an increased uptake in usage over the past few years. This is due to local demographic trends and an increase in the aging population. To ensure that this service is sustainable and convenient, Burlington Transit has started the following continuous improvement initiatives including: Establishing/updating all accessibility policies. Participating in development of PRESTO solution for specialized transit. Continuing upgrades to accessibility throughout the conventional transit system, including bus stops and signage. Reviewing travel training options to develop a new program that will educate the community on services and travel opportunities. Continuing to review improved links with surrounding municipalities. Developing communications and education for medical centres in Burlington on specialized transit and the eligibility for specialized transit.

In 2020, Burlington Transit updated the Transit Accessibility Plan. The Plan was updated with the key objectives for 2021 including: Increasing communications with customers regarding service information, instructional materials, outreach programs and accessible features of the conventional transit service. Implementing On-Demand Service (allowing for same day bookings). Investigating in technology options for enhancing accessibility (e.g. texting options, audio signage). Continuing work with Metrolinx on improving accessibility at GO stations. Providing annual progress reports on all action items in the Plan. Environmental Considerations

Emerging Opportunities and Anticipated Risks Emerging Opportunities Burlington Transit released its 2020/2021 Accessibility Plan in October 2020. This plan outlines actions to remove barriers and improve accessibility for people using transit. It provides the opportunity for transit to continue to

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improve vehicles, stops, shelters and provide real time information to passengers in multiple formats. The plan will be updated yearly and will be complete with specific actions that are to be achieved.

On demand transit service has been identified, in Transit’s 5 Year Business Plan as a strategy to expand transit in underserviced areas and to support the use of transit in areas where conventional bus service is not as convenient. This will be an opportunity for specialized transit as the technology that is used for this can also be used to more efficiently dispatch the Specialized vehicles by using real time algorithms to ensure the most efficiency and convenience for riders.

Burlington Transit continues to work with the Town of Oakville and the Town of Milton to enhance service and share costs for assessment services. Burlington Transit, in partnership with Oakville Transit and Hamilton’s Specialized (DARTS), continues to collaborate on transfer locations to assist riders going between municipalities. This will provide the opportunity to further provide better service to customers who need to go between municipalities.

In 2020, Burlington Transit, in collaboration with Oakville and Milton Transit, implemented a new eligibility application form that will better inform the eligibility review process for specialized transit. The update to this form will also provide the opportunity to review existing customers through a reassessment process in order to ensure that all customers are provided the appropriate service according to their needs.

Burlington Transit is also working with PRESTO to implement new fare payment technology on specialized transit in 2021 that will allow passengers to pay more efficiently and reliably. Anticipated Risks Demand exceeding vehicle capacity continues to be a risk for Specialized Transit. As the population ages, the demand will continue to increase for this service.

While the City considers an on-demand transit service delivery approach, ride sharing continues to contribute to alternative transit options. Ride sharing companies and applications often do not have accessible vehicles to transport persons with disabilities and/or vehicles may not be able to carry support equipment. Therefore, any solution that Burlington Transit selects for the On-Demand service, must meet accessibility requirements.

The current technology solution used to dispatch specialized vehicles is outdated and requires updating. New technology is required that can generate real time schedules for drivers which would optimize the geographic location of riders.

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With the global pandemic changing the travel behaviours of all riders, there will have to be consideration given to the specialized transit service with regards to multiple passengers per trip. Increasing passengers per trip is the most efficient way to operate the system. But with the pandemic and physical distancing regulations, ride sharing will become more difficult to manage as it is usually customers that do not know each other. There will need to be policies established around sharing rides with other customers and safety precautions must be put in place for both the customers and the drivers. Enterprise Risk The following enterprise risks can be identified: Considerations Financial Sustainability Technology: On Demand Transit Service Delivery is mostly technology driven and will have an impact to Specialized Transit. Capacity: As noted above Specialized Transit bookings are at capacity on a daily basis, and there is little room for same day bookings. Pandemic Service Initiatives Target Completion A handout to go with acceptance letters that will provide details on the specialized transit service. Apr 2021 Online tutorial videos on how to use specialized transit. These online tutorials would be part of a training program. Jun 2021 Training could be tailored to the customer. Implement On-Demand Service (allowing for same day bookings). Sep 2021 Continue to participate in the development and implementation plan of a PRESTO solution for Specialized Transit Mar 2021

A City that Moves 145 2021 Proposed Operating Budget OPERATING BASE BUDGET SERVICE RESOURCE SUMMARY SPECIALIZED TRANSIT ($ rounded to thousands) 2020 2021 Proposed Budget Year End Base $ Change vs. % Change vs. One time Total % Change vs. Projections Budget 2020 Budget 2020 Budget COVID Impacts Budget 2020 Budget

Human Resources $ 1,414 $ 1,289 $ 1,450 $ 36 2.5% $ - $ 1,450 2.5% Operating/Minor Capital Equip. $ 263 $ 175 $ 251 $ (12) -4.4% $ 1 $ 252 -4.1% Purchased Services $ 228 $ 211 $ 268 $ 40 17.4% $ (30) $ 238 4.3% Corp. Expenditures/Provisions $ 27 $ 27 $ 28 $ 1 4.0% $ - $ 28 4.0% Internal Charges & Settlements $ - $ - $ - $ - n/a $ - $ - 0.0% TOTAL EXPENDITURES $ 1,933 $ 1,702 $ 1,998 $ 65 3.4% $ (29) $ 1,969 1.9% Controllable Revenues $ (55) $ (8) $ (55) $ - 0.0% $ 28 $ (28) -50.0% General Revenues & Recoveries $ - $ - $ - $ - n/a $ - $ - n/a TOTAL REVENUES $ (55) $ (8) $ (55) $ - 0.0% $ 28 $ (28) -50.0% NET OPERATING BUDGET $ 1,878 $ 1,694 $ 1,943 $ 65 3.5% $ (2) $ 1,942 3.4%

Base Budget Commentary Human Resources increase is comprised of provisions for the annual performance adjustment, range movement, payroll taxes (EI, CPP, EHT), WSIB, OMERS and group benefits. Operating/Minor Capital decrease is mainly due to lower equipment and parts costs to align with historical actuals. Purchased Services increase is related to additional marketing efforts and increased vehicle insurance premiums. One time COVID Impact Commentary One time COVID savings are anticipated in areas such as fuel, professional development, meeting expenses and mileage given travel restrictions and the remote working environment. This is offset by a one-time decrease in fare revenue as ridership gradually recovers.

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Service Business Plan Service Name Traffic Operations Management Service Lead Name Jeff Black Service Lead Title Manager of Traffic Services Service Description A public service providing traffic management including the maintenance and operation of traffic control devices and related infrastructure on roads and sidewalks. Strategic Alignment with Vision to Focus Plan Improving integrated city mobility Service Goals As a service provider we are committed to being innovative leaders in Transportation, providing a safe and efficient, multi-modal network for all. Current State Customers & Their This service is delivered to: Expectations • users of the transportation network including motorists, pedestrians, and cyclists, who expect access to a safe and efficient road and sidewalk network • local businesses and other users of traffic information such as traffic volumes and road closure details. • residents expecting functioning streetlights for safety on the roads and within their neighbourhoods. Existing Service Delivery Services include: • reviewing the need for, installing and maintaining traffic control devices such as signs, pavement markings and traffic signals; • reviewing and approving road use permits; • developing and approving traffic detour routes for construction and special event road closures; • managing the operation of traffic signal network throughout the City using the computerized central signal system; • providing school crossing guards at key locations throughout the City; and, • maintaining functional street lights and related infrastructure. Existing Customer Website, email, voicemail, telephone, resident surveys and notification, public meetings and open houses and 311. Engagement Tools /

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Methods Is this Service Provincially Yes Municipal Act Legislated? Highway Traffic Act For this Service are there Yes City of Burlington Standard Operating Procedures and Standards, Highway Traffic Act, Traffic By-Law 86- Approved Service 2007, Ontario Traffic Manual. Standards? Programs Traffic Operations Review, installation and maintenance of traffic signs and pavement markings, approving road use permits and implementing traffic safety initiatives aimed at addressing concerns of aggressive driving, pedestrian safety and motor vehicle collisions. Traffic Signals Managing the operation of the city's traffic signals through a computerized traffic signal system, ongoing signal timing calculations, and design and installation of new traffic signals. Crossing Guard Program Deliver the school crossing guard program at key locations across the city to provide for safe crossing of school-aged children. Streetlighting Managing and maintaining streetlights throughout the city to provide safety and security to motorists, pedestrians and residents within neighbourhoods. Recent Continuous Improvement Initiatives In 2020: - Expanded the deployment of wireless radio communications hardware at several signalized intersections with a goal to increase the reliability of digital communications between the central traffic signals system and equipment in the field. - Completed year two of the city's lawn sign road safety campaign involving the supply of (and delivery during Covid) signs to interested residents as a measure to raise awareness about speeding on residential streets. - During the COVID 19 pandemic, implemented sidewalk and lane closures to accommodate businesses with outdoor patios, modified traffic signal timing at key locations and utilized traffic data as a metric for community impact. - Completed the installation of the City's first pedestrian crossovers at three locations along Brant Street and locations along the Centennial bike path. - Completed the procurement of a Travel Time System and the development of a deployment plan. The system will provide the capability to monitor real time traffic conditions and retrieve historical data for reporting and comparison purposes. - Made significant progress in the development of a modal split dashboard that utilizes data collected from vehicle detection systems at traffic signals to measure and illustrate how residents move through the city.

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Environmental Considerations A reduction in vehicle emissions can be achieved through a continued focus on reducing vehicle delays through effective traffic signal coordination and use of intelligent transportation systems. Emerging Opportunities and Anticipated Risks Emerging Opportunities New technology is emerging to further enhance the city's capability to respond to changing traffic demands. Examples of technology planned for implementation include adaptive traffic signal systems, travel time system, traffic signal performance measures and a traffic management centre. Anticipated Risks New technology may result in additional costs, the need for staff training and the need to provide public awareness. However, the benefits could result in improvements to traffic flow, congestion reduction and incident responsiveness along the city's transportation network. Enterprise Risk Climate Change - Increasing number of severe weather events Considerations Capacity and Volume of Work - CM and SLT Work Plans, Projects, Technology Changes Transportation - Changing Societal Trends, Strong link to Growth and Development Disruptive Technology - Uber, Lyft, Driverless Vehicles Service Initiatives Target Completion Implement adaptive traffic signal control systems Dec 2021 Implement and utilize traffic signal performance measures Sep 2021 Review into the feasibility of technology-based enforcement programs such as red light cameras and automated Dec 2021 speed enforcement for Burlington roadways. Develop a strategy for replacing and deploying field equipment needed to support the Fire Department signal pre- Jun 2021 emption and Transit signal priority systems.

A City that Moves 149 2021 Proposed Operating Budget OPERATING BASE BUDGET SERVICE RESOURCE SUMMARY TRAFFIC OPERATIONS MANAGEMENT ($ rounded to thousands) 2020 2021 Proposed Budget Year End Base $ Change vs. % Change vs. One time Total % Change vs. Projections Budget 2020 Budget 2020 Budget COVID Impacts Budget 2020 Budget

Human Resources $ 3,501 $ 2,938 $ 3,599 $ 97 2.8% $ (12) $ 3,586 2.4% Operating/Minor Capital Equip. $ 1,156 $ 1,236 $ 1,290 $ 134 11.6% $ (2) $ 1,288 11.4% Purchased Services $ 784 $ 825 $ 793 $ 9 1.1% $ - $ 793 1.1% Corp. Expenditures/Provisions $ - $ - $ - $ - n/a $ - $ - n/a Internal Charges & Settlements $ 124 $ 206 $ 128 $ 3 2.8% $ - $ 128 2.8% TOTAL EXPENDITURES $ 5,565 $ 5,205 $ 5,809 $ 243 4.4% $ (14) $ 5,795 4.1% Controllable Revenues $ (727) $ (642) $ (751) $ (24) 3.3% $ - $ (751) 3.3% General Revenues & Recoveries $ (198) $ (198) $ (199) $ (1) 0.5% $ - $ (199) 0.5% TOTAL REVENUES $ (926) $ (840) $ (950) $ (25) 2.7% $ - $ (950) 2.7% NET OPERATING BUDGET $ 4,640 $ 4,364 $ 4,858 $ 219 4.7% $ (14) $ 4,844 4.4%

Base Budget Commentary Human Resources increase is comprised of provisions for the annual performance adjustment, range movement, payroll taxes (EI, CPP, EHT), WSIB, OMERS and group benefits. Operating/Minor Capital increase is related to higher utility costs for streetlighting. Controllable Revenues increase is related to higher anticipated recoveries from the Province, aligning with historical actuals.

One time COVID Impact Commentary One time COVID savings are anticipated in areas such as professional development, meeting expenses and mileage given travel restrictions and the remote working environment.

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Service Business Plan Service Name Transit Service Lead Name Catherine Baldelli Service Lead Title Manager of Planning and Business Services Service Description A public service that… Provides conventional transit service in the City of Burlington. Strategic Alignment with Vision to Focus Plan Improving integrated city mobility Increase the transit modal split Delivering customer centric services with a focus on efficiency and technology transformation

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Service Goals The goal of the Service is to:

Increase Burlington Transit service levels, grow ridership, increase the transit modal split and align public transit with the City’s long-term policy directions for increased mobility and climate action.

The Transit Five-Year Business Plan outlines the strategic directions and actions to promote the short and long-term vision. The Plan aims to increase ridership through advanced and innovative mobility.

The goal is for Burlington Transit to be: Customer focused in every aspect on how service is delivered Forward-Thinking in how services are planned and delivered; and Business-Minded and aligned with municipal directions.

To achieve these goals, several growth strategies are planned over the next 5 years, which are focused into the following themes: Service Structure and Delivery Mobility Management Customer Experience Travel Demand Management Current State Customers & Their This service is delivered to: Expectations Residents, employees and visitors of the City of Burlington who expect: Frequent, reliable and accessible mobility transit options Increased service levels on major routes and corridors within the City and connections to neighbouring municipalities System reliability and efficiencies which make transit a viable and more convenient option than driving a car Reliable and real time information on bus arrival times, schedules and delays Clean and sanitized buses that ensure health of passengers and operators Courteous and friendly service for all passengers Value for fares

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Existing Service Delivery Burlington Transit currently operates: 11 Full Service Routes 2 Peak time routes (peak times are considered 5am to 9am and 3pm to 6pm) 3 late night service routes which run until 1:30am The Route 1 which offers 10 minute service during peak, and 15 minute service throughout the day; and runs until 1am

Burlington Transit’s Conventional Fleet consists of: 63 conventional transit buses made up of: 48 – 40 ft buses 11 – 36 ft buses 4 – 26 ft buses

All buses have accessibility features including kneeling buses and audible next stop announcements

Burlington Transit continues to connect with neighbouring systems including the Hamilton Street Railway and Oakville Transit and GO Transit. Most of Burlington Transit routes connect to at least one GO station, which provides a logical transfer point between Burlington and destinations within the GTHA.

Customer service staff are available from 9:00am to 4:00pm, Monday to Friday. Hours have been adjusted due to COVID-19. Customer service staff assist with transit trip planning, schedule information, fare questions, lost and found inquiries, purchasing of PRESTO cards, SPLIT passes, customer comments and concerns. Existing Customer Burlington Transit customers can be engaged through several methods including: Engagement Tools / Social media (Twitter, Burlington Transit website) Methods Real time transit information available on Google maps, smart phone apps and on Website via TripLinx Public and Council workshops Advertising on buses, benches and shelters Community groups including BFAST (Burlington For Accessible and Sustainable Transit); and the Integrated Transportation Advisory Committee (ITAC); Burlington Accessibility Committee Online citizen engagement tool using the Get Involved Burlington platform for comments and surveys Is this Service Provincially No N/A Legislated?

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For this Service are there Yes Council approved report TT-47-08 which included Transit Service Standards. Transit services must abide by Approved Service the Integrated Accessibility Standards Regulation (IASR-191-11) and the Accessibility for Ontarians with Standards? Disabilities Act (AODA); as well as the Ontario Highway Traffic Act and Ontario Public Vehicle Act. Programs Recent Continuous Improvement Initiatives Through the 2020 budget process, Council approved a significant investment in Transit which provided added stability to the service. This includes: 8 new transit operators 4 new buses 1 new specialized transit operator 1 new specialized vehicle

In addition, Council approved the following fare programs, which included: Free Transit for Children 12 and under

In 2020, Burlington Transit completed the 5-Year Business Plan after some recommendations put forth by Council, and to review the plan based on impacts from the pandemic. The Business Plan will set out the strategies to improve and expand transit service within the City of Burlington.

The service changes that were introduced in September 2019, had a significant impact on ridership. These changes support the move to a grid network with added frequencies along the City’s most travelled roads in an east-west and north-south direction. Establishing a grid network created a transit network with more frequent and better-connected transit service. On some routes frequencies increased to 10, 15 and 20 minutes. From September 2019 to February 2020, ridership had increased by 14.2% compared to the same time a year earlier (September 2018 to February 2019).

The Free65 (Free transit for Seniors) was also showing signs of success and achieving the goals of increased ridership in the off-peak hours. Ridership increased from 29% from June 2019 to December 2019; and mid-day boardings for seniors increased two and half times.

These initiatives, which were outlined in the business plan and part of the Better Transit program came to a screeching halt with the closures caused by the pandemic in March 2020.

In order to safely service riders and to keep drivers safe, several pandemic actions were implemented and will continue throughout the duration

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of the pandemic. These include: Plexi-glass shields around the bus operators to provide protection to drivers Enhanced cleaning of buses Multi-month SPLIT passes

An electrification study was completed in 2020 by the Canadian Urban Transit Research and Innovation Consortium (CUTRIC) which modelled the existing transit routes and landscape for electrification. This study will help Burlington Transit prepare and plan for a future that includes electric buses.

In the summer of 2020, PRESTO, the electronic fare payment system, was upgraded with new devices. The entire Burlington Transit fleet was outfitted with these new devices. As part of this upgrade, PRESTO promised additional features to the system including open payment, e- ticketing and mobile apps. Environmental Considerations Transit offers the opportunity for City of Burlington residents to utilize public transit as a way to decrease green house gas emissions from automobiles for single use trips. Transit provides a responsible approach to minimizing car use and also promotes a healthy lifestyle. Emerging Opportunities and Anticipated Risks Emerging Opportunities The City of Burlington’s From Vision to Focus plan identifies Improving Integrated City Mobility as a top priority. This provides an opportunity to expand and enhance transit and to implement the strategies identified in the Transit 5 Year Business Plan.

Other opportunities for Burlington Transit include:

Funding Opportunities from senior levels of government, specifically the Investing in Canada Infrastructure Program (ICIP) – Public Transit Stream will support 6 projects from 2021 to 2023 with over $9.46 million in funding.

On Demand Transit Service Delivery has been identified in the business plan as a strategy to expand transit in underserviced areas; and to support the use of transit in areas where conventional bus service is not as convenient. This project received funding from the ICIP program and was identified as a key factor in providing service during a pandemic. This will become a significant priority in 2021.

Internet of things/Big Data/Smart Cities will continue to drive new technology and advances to transit by enabling

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the use of data to make intelligent decisions. Burlington Transit, in partnership with the City’s Transportation Department is committed to implementing Transit Signal Priority on key intersections within the City. Funding for this project was approved through the ICIP program and announced in September 2020.

Transit Electrification will continue to be part of Burlington Transit’s long term plan to support climate action and reduce green house gas emissions. Further feasibility studies and funding models will be required. Anticipated Risks Financial stability of Transit continues to be a risk, as funding is pulled from multiple sources for both capital and operating expenditures. With the complimentary travel supported by Council, a replacement funding source is required to offset the revenue and operating expenses.

It has become very apparent that a significant risk for transit are pandemic situations. In March 2020, ridership plunged almost 80% when governments across Canada invoked the state of emergency. Transit is considered an essential service and continued to run daily. Reduced ridership coupled with rear door boardings and no fare collection, caused transit revenue to be non-existent for the period of late March to August 30, 2020. While there was savings in fuel and maintenance, a fairly significant operating gap remains. Enterprise Risk Financial Sustainability - Sustainability, Budget Considerations Technology - IT Systems Disruptive Technology: Uber, Lyft Service Initiatives Target Completion COVID-19 Service continuity planning for 2021 Dec 2021 On-demand transit service delivery pilot: A pilot project to review various methods and options of offering Oct 2021 alternative service to riders in areas not served by conventional transit. Transit Priority Measures: A joint project with the City's Transportation department to add devices to buses that will Jan 2022 prioritize transit on main corridors by altering traffic signals for buses to ensure schedule adherence and to make transit a better option. Continuation of Free65 Program for Senior Mar 2021

A City that Moves 156 2021 Proposed Operating Budget OPERATING BASE BUDGET SERVICE RESOURCE SUMMARY TRANSIT ($ rounded to thousands) 2020 2021 Proposed Budget Year End Base $ Change vs. % Change vs. One time Total % Change vs. Projections Budget 2020 Budget 2020 Budget COVID Impacts Budget 2020 Budget

Human Resources $ 14,549 $ 13,948 $ 14,957 $ 408 2.8% $ (66) $ 14,891 2.4% Operating/Minor Capital Equip. $ 4,083 $ 3,116 $ 4,002 $ (81) -2.0% $ (283) $ 3,719 -8.9% Purchased Services $ 2,149 $ 2,012 $ 2,112 $ (37) -1.7% $ (133) $ 1,978 -7.9% Corp. Expenditures/Provisions $ 2,559 $ 2,362 $ 2,566 $ 7 0.3% $ - $ 2,566 0.3% Internal Charges & Settlements $ 110 $ 80 $ 110 $ - 0.0% $ - $ 110 0.0% TOTAL EXPENDITURES $ 23,451 $ 21,519 $ 23,747 $ 296 1.3% $ (483) $ 23,264 -0.8% Controllable Revenues $ (5,670) $ (2,531) $ (5,913) $ (243) 4.3% $ 2,608 $ (3,305) -41.7% General Revenues & Recoveries $ (3,385) $ (4,759) $ (3,150) $ 236 -7.0% $ - $ (3,150) -7.0% TOTAL REVENUES $ (9,056) $ (7,290) $ (9,063) $ (7) 0.1% $ 2,608 $ (6,455) -28.7% NET OPERATING BUDGET $ 14,395 $ 14,229 $ 14,684 $ 289 2.0% $ 2,125 $ 16,809 16.8%

Base Budget Commentary Human Resources increase is comprised of provisions for the annual performance adjustment, range movement, payroll taxes (EI, CPP, EHT), WSIB, OMERS and group benefits. Operating/Minor Capital decrease is mainly due to anticipated savings in parts/equipment as older buses are being replaced. Purchased Services decrease is mainly due to reduced costs in external services to align with historical actuals, this is partially offset by an increase to the required vehicle insurance premium.

One time COVID Impact Commentary One time COVID savings are anticipated in areas such as fuel, professional development, meeting expenses and mileage given travel restrictions and the remote working environment. This is offset by a one-time decrease in Transit revenue due to lower ridership, fewer transit charters, and decreased advertising revenues.

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Service Business Plan Service Name Transportation Planning Service Lead Name Kaylan Edgcumbe Service Lead Title Manager of Integrated Mobility Service Description A public service to provide transportation & mobility planning for people, goods and services. Strategic Alignment with Vision to Focus Plan Improving integrated city mobility Supporting sustainable infrastructure and a resilient environment Service Goals To plan and deliver a multi-modal transportation system that meets the needs of the City’s residents with an emphasis on sustainability and resiliency. We are committed to being innovative leaders in Transportation, providing a safe and efficient, multi-modal network for all. Current State Customers & Their This service is delivered to: Expectations • The Public • Mayor and Members of Council • Other City Departments • Government Agencies • Developers / Consultants

Our customers expect: • A range of safe and efficient travel options to move throughout the City; • Trust, guidance and confidence that public interest is factored into the decision making process; • That staff will be courteous, knowledgeable & responsive and provide timely follow-up on requests, concerns and issues; • Professional advice, integrity and efficiency to bridge objectives between the Province, Halton Region and area municipalities; • An effective review process that is time efficient, transparent, inclusive & fair; and

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• Encouragement of public participation with provision for engagement opportunities. Existing Service Delivery This service partners with internal departments and liaises with the public, development industry, municipal agencies and the Province to represent the interests of the City, build relationships and promote the City’s vision for an integrated mobility system.

ADVICE: Provide innovative, strategic and professional planning advice and opinion on corporate initiatives, development proposals and functional design projects.

POLICY: Prepare and amend transportation policy based on best practices, emerging trends and public & stakeholder feedback.

PROJECT MANAGEMENT: Procure, direct and manage transportation projects including Strategic Transportation Planning Studies, Municipal Class EA Studies, Functional Design Studies, development of transportation policy and other special projects (i.e. Cycling Master Plan Update, Rural Active Transportation Strategy, QEW Prosperity Corridor Block Plan, Integrated Mobility Plan, etc.).

PARTNERSHIPS: Develop relationships and continuously collaborate with the public, senior city staff and with representatives of Provincial Ministries, Regional agencies and peer municipalities to provide expertise, advice and to influence decision making on matters related to transportation planning.

EDUCATION & PROMOTION: Promote community and individual awareness and confidence in active and sustainable modes of transportation (walking, cycling & transit) while increasing motivation at the individual level to choose alternate modes which reduce reliance on the personal automobile. Collaborate and work closely with Public Health, School Boards and other community agencies to promote active transportation, identify benefits of sustainable travel options and provide support and resources to local employers and schools. Existing Customer In-person, by phone or email, website and social media, community events (pop-ups), public meetings / open Engagement Tools / houses, workshops, one-on-one group meetings with members of the public and/or stakeholders, engagement and Methods outreach at community events, pre-consultation meetings with applicants and/or consultants, newspaper notices, staff reports, committee meetings, and other online engagement tools. Is this Service Provincially Yes Ontario Environmental Assessment Act and the Ontario Planning Act Legislated? For this Service are there Yes Timely responses to development applications as mandated by the Ontario Planning Act. Planning must

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Approved Service comply with Ontarians with Disabilities Act and the Highway Traffic Act. Standards? Programs Long-Range Transportation Determine future mobility needs through the development of the Integrated Mobility Plan. Ensure all land use and Planning transportation decisions, from policy-making to budgeting, are integrated and support walking, biking and transit. Development of transportation policy and actions to realize the City's transportation vision and achieve strategic objectives as set out in "A City that Moves". Prepare preliminary functional plans to identify future transportation infrastructure needs and provide input into the capital budgeting process. Development Application As part of the development approval service, review mobility and parking impacts associated with proposed Review Process developments and determine the magnitude of impact to the adjacent transportation network. Recommend improvements / modifications to the network in order to mitigate impact while promoting the development of a multi-modal transportation system. Active Transportation Develop, promote and implement programs and initiatives that support the creation of new facilities for walking, biking and transit - provide mobility options that meet transportation planning objectives of providing choice, reducing the reliance on the private auto, and managing traffic congestion. Active and Sustainable Collaborate with Provincial, Regional and Municipal agencies to promote the use of active and sustainable School Travel (ASST) transportation to get to and from school. City-led initiatives focus on promoting community and individual awareness and confidence in active transportation and increased motivation to choose active modes of travel. Development of policies, plans, and recommend infrastructure needs to promote active and sustainable transportation.

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Recent Continuous Improvement Initiatives The Integrated Mobility Plan (IMP) is currently underway which is a policy document that is being developed to guide future decision making and identify key actions required to support multi modal transportation to the 2041 horizon. The IMP considers, builds upon, and connects several existing plans and initiatives at both the regional and local level. Carrying out the policies and actions of the IMP will enable Burlington to work towards realizing the transportation related goals identified in the 2018 – 2022 Burlington’s Plan From Vision to Focus – Improving Integrated City Mobility.

Near completion of the QEW Prosperity Corridor Block Planning and Implementation Study. Improved relationships with MTO and Halton Region and are working toward a streamlined development approval process and infrastructure plan to expedite and unlock future development potential through the QEW employment corridor.

Recent expansion of service to include Functional Design and coordination of capital budget review for transportation projects. Developed a streamlined approach to reviewing construction projects which has achieved efficiencies and decreased internal review and response times, enhanced customer service to internal clients through the use of a “one window” approach and provides comprehensive technical opinion on future capital projects that align with “A City that Moves”. Environmental Considerations The service, through its mandate, day-to-day activities, long-range and strategic planning activities and on-going advocacy directly supports a shift towards sustainable modes of transportation, thereby contributing to reduced vehicle kilometers traveled which equates to reduced GHG emissions and a positive impact on the natural environment. The successful delivery of this service contributes to achieving the goals of the City’s Climate Change Action Plan. Emerging Opportunities and Anticipated Risks Emerging Opportunities • Actively seeking third party grant and funding opportunities to contribute to the implementation of active and sustainable transportation initiatives.

• Incorporating Transportation, Land Use and Transit planning through the creation of an Integrated Mobility Plan and leveraging concurrent studies being undertaken at the Regional and Provincial levels of government. Anticipated Risks • If the legislative requirements are not completed in a timely manner, or do not adhere to policy, there is an increased risk of appeal, hearings and/or legal issues which could result in increased costs to the City and unacceptable delays to the review and approval of development applications.

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• External approval bodies (i.e., Provincial, Regional and other agencies) take longer to review and approve larger land areas / more complicated plans.

• Increased staff resources required to review and respond to development pressures may affect delivery of other, key priorities such as the QEW Prosperity Corridor Block Plan & Integrated Mobility Plan.

• The ability to realize the goals of the Strategic Plan may be at risk due to outside influences such as other government policy decisions outside our control. Enterprise Risk Global Pandemic - Changing priorities and impacts to delivery of projects that rely on public engagement Considerations Climate Change - Increasing number of severe weather events Capacity and Volume of Work - CM and BLT Work Plans, Projects Transportation - Changing Societal Trends, Strong link to Growth and Development Disruptive Technology - New modes of transportation Service Initiatives Target Completion Cycling Master Plan Update - recommendations to be incorporated into Integrated Mobility Plan. Dec 2020 QEW Prosperity Corridor Block Planning Process & Implementation Study Jun 2021 Completion and Delivery of Integrated Mobility Plan Dec 2021 Rural Active Transportation Strategy - Public engagement delayed as a result of global pandemic. Apr 2021

A City that Moves 162 2021 Proposed Operating Budget OPERATING BASE BUDGET SERVICE RESOURCE SUMMARY TRANSPORTATION PLANNING ($ rounded to thousands) 2020 2021 Proposed Budget Year End Base $ Change vs. % Change vs. One time Total % Change vs. Projections Budget 2020 Budget 2020 Budget COVID Impacts Budget 2020 Budget

Human Resources $ 477 $ 466 $ 489 $ 12 2.4% $ - $ 489 2.4% Operating/Minor Capital Equip. $ 3 $ 0 $ 3 $ (0) -9.5% $ (1) $ 2 -41.3% Purchased Services $ 37 $ 30 $ 36 $ (1) -2.3% $ (0) $ 35 -3.1% Corp. Expenditures/Provisions $ - $ - $ - $ - n/a $ - $ - n/a Internal Charges & Settlements $ - $ - $ - $ - n/a $ - $ - 0.0% TOTAL EXPENDITURES $ 517 $ 496 $ 527 $ 10 2.0% $ (1) $ 526 1.8% Controllable Revenues $ - $ - $ - $ - n/a $ - $ - 0.0% General Revenues & Recoveries $ (32) $ (32) $ (31) $ 1 -4.2% $ - $ (31) -4.2% TOTAL REVENUES $ (32) $ (32) $ (31) $ 1 -4.2% $ - $ (31) -4.2% NET OPERATING BUDGET $ 485 $ 464 $ 496 $ 12 2.4% $ (1) $ 495 2.2%

Base Budget Commentary There is no material change to this budget beyond the standard Human Resource impacts from provisions for the annual performance adjustment, range movement, payroll taxes (EI, CPP, EHT), WSIB, OMERS and group benefits.

A City that Moves 163