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Table of Contents Table of Contents Community Profile Services Greater Sudbury in 2019 . 5 Services and Budgets . 71 Organizational Focus . 7 CAO’s Office Service Overviews Corporate Services . 9 Service Requests and Inquiries (311) . 74 Mission, Vision, Values . 10 Communications and Engagement . 75 Strategic Plan . 12 Economic Development . 76 Plans That Shape our Decisions . 14 Corporate Services Service Overviews A Healthy Community – Population Health . 16 Information Technology . 79 Engaging Our Community . 17 Legal Services . 81 A Commitment to Address Climate Change . 17 Provincial Offences Court . 83 Diversity Policy . 18 Clerk’s Services and Council Support . 84 Large Projects . 18 Taxation . 86 Our Economy . 21 Accounting, Purchasing and Payroll . 87 Employment by Sector . 23 Financial Planning and Budgeting, and Community Trends . 24 Support Services . 89 Organizational Trends . 24 Human Resources and Labour Relations . 92 Economic Strategic Context for 2020 . 26 Compensation and Benefits . 94 Organizational Development, Safety, Budget Overview Wellness and Rehab . 97 Real Estate . 100 2020 Budget Overview . 29 Facilities Management . 102 The 2020 Budget . 30 Energy Initiatives . 104 Accounting Process . 31 Fleet Services . 105 Key Investments in 2020 . 34 Animal Control and Shelter Services . 107 Operating Budget . 35 Security, By-law and Parking . 108 Base Budget Adjustments . 36 Community Safety Service Overviews Capital Budget Highlights . 37 Emergency Management – Public Safety, Long-Term Financial Plan . 40 Planning and Prevention . 110 Debt Financing . 41 Fire Services Emergency Response . 112 Priorities and Challenges . 47 Fire Safety Education and Prevention . 113 Measuring Performance . 51 Paramedic Medical Care and Transportation . 114 Financial Position . 52 Community Paramedic Care . 116 Reserves and Reserve Funds . 56 Community Development Service Overviews Development Charges . 57 Housing Programs . 119 Financial Condition . 58 Housing Registry . 120 Sustainability . 59 Transit . 121 Flexibility . 60 Crossing Guards . 123 Vulnerability . 61 Arenas . 124 Parks . 125 Organizational Summary Community Grants . 126 Recreation . 127 Consolidated Operating and Capital Budget . 64 Cemetery Services . 129 2020 Operating Budget Summary . 65 Children Services . 130 Analysis of Operating Budget . 66 Museums . 131 Staff Compliment . 68 Citizen Services . 132 Analysis of Staffing Changes . 69 Libraries . 133 Long-Term Care . 134 Emergency Shelters and Homelessness . 137 Ontario Works Program Delivery . 138 Housing Operations . 139 City of Greater Sudbury i Table of Contents Growth and Infrastructure Service Overviews Business Cases Roads Operations and Maintenance . 141 Distribution and Collection Operations and Business Cases for Service Level Changes . 273 Maintenance . 144 Engineering Design . 146 Projects Engineering Project Delivery . 147 Construction Services . 148 Investing in Service Sustainability: Linking Asset Infrastructure Capital Planning . 149 Management Policy and the Capital Budget . 377 Transportation and Innovation . 151 Capital Prioritization Process . 380 Community and Strategic Planning . 153 Long-Term Financial Plan . 380 Environmental Planning . 156 2020 Capital Budget . 382 Development Approvals . 158 Highlights of 2020 Investment Plans Examination . 159 Recommendations . 383 Building Inspections . 161 Annual Increase to Operating Budget . 387 Building Permits and Approvals . 162 Financing Plan . 388 Water Treatment . 163 2020 Capital Project Funding Summary by Year . 392 Wastewater Treatment . 165 2020 Capital Projects List . 395 Solid Waste Management . 168 2021-2024 Capital Outlook . 455 Finance, Compliance, IT Audits and Investigations, Hotline and ERM Support . 171 Water/Wastewater Buiness Plans . 173 Water/Wastewater Budget . 463 Mayor and Council . 175 2020 Capital Projects List . 469 Auditor General’s Office . 176 2021-2024 Capital Outlook . 491 Office of the Chief Administrative Officer . 181 Communications and Community Engagement . 183 Service Partners Economic Development . 186 Legal and Clerk’s Services . 192 Sudbury Airport Community Development Corporate Security and By-Law Services . 195 Corporation (SACDC) . 493 Information Technology . 198 Conservation Sudbury (Nickel District Human Resources and Organizational Conservation Authority) . 495 Development . 201 Public Health Sudbury and Districts . 498 Financial Services . 204 Greater Sudbury Police Service (GSPS) . 499 Assets and Fleet Services . 207 Housing Services . 214 User Fees Housing Operations . 217 Long-Term Care (Pioneer Manor) . 220 Miscellaneous User Fees . 503 Children and Social Services . 223 User Fee Framework . 503 Libraries, Museums and Citizen Services . 227 2020 Inflationary Increases . 504 Leisure Services . 230 Transit Services . 233 Appendices Engineering Services . 240 Infrastructure Capital Planning Services . 243 Appendix 1 – Glossary . 575 Linear Infrastructure Services . 246 Appendix 2 – Financial Management . 579 Water/Wastewater Treatment and Compliance . 249 Appendix 3 – Revenue and Expense Categories . 581 Environmental Services . 252 Planning Services . 255 Building Services . 258 Emergency Management . 264 Fire Services . 267 Paramedic Services . 270 2020 ii Budget Community Profile Message from the CAO Mayor Bigger and Members of Council, The proposed 2020 Budget describes the anticipated service outcomes and supporting financing plans required by the municipality and its service partners. It reflects the direction provided by Council’s Strategic Plan and emphasizes results that demonstrate its vision for Greater Sudbury: To be a centre of excellence and opportunity – a vibrant community of communities living together . The 2020 Budget follows the directions Council provided in the second quarter of 2019 . Particularly, the proposed budget adheres to the direction for a plan that requires no more than a 3 .5% property tax levy change . Council may recall the updates provided throughout the budget development process and will recognize this direction was particularly challenging to follow . A combination of factors, including changes in provincial funding for cost- shared services, planned changes in costs associated with capital financing decisions made in prior periods, and increased costs for inputs required to support daily programs and services all significantly influenced the choices involved in preparing the 2020 Budget . The proposed 2020 operating budget is $614 .9 million . This includes costs required for supporting municipal services and service partners . Noteworthy features of the operating budget include increased emphasis on road maintenance and renewal work, more resources to support winter control services and additional financial support requirements for service partners, such as the Greater Sudbury Police Service, Public Health Sudbury and Districts and Conservation Sudbury . To facilitate these types of cost increases, other service adjustments needed to be made to adhere to the financial guideline included in the 2020 Budget Directions . These adjustments include the reduction or elimination of some services, a choice to increase the risk actual prices will be higher than planned for commodities required to support routine operations, a reduction in the annual financial transfer to support the capital budget, and new salary and benefit cost controls. More details are provided in this document, and will be highlighted again in the staff report that will be published to support the Finance and Administration Committee’s deliberations at its December 3 meeting . The proposed 2020 Capital Budget is $162 .1 million . Emphasis is on asset renewal, continuing the work required to advance the multi-year projects approved in prior periods and the introduction of long-awaited technology solutions that will support significant service improvements. Approximately half of the 2020 capital budget is dedicated to roads and drainage projects . Other noteworthy features include continued investment in transit fleet renewal, equipment to support more road maintenance activities, and progress on Council’s Large Projects . Notwithstanding the improvements that will be produced by the proposed capital budget, staff believe longstanding asset condition issues could be further addressed with the introduction of a special capital levy . Like most municipalities, Greater Sudbury underinvested for decades in asset City of Greater Sudbury 1 Community Profile maintenance and renewal . Now, it experiences unplanned maintenance costs or service interruptions that reflects the generally advanced age of its infrastructure. If a special levy is approved, staff would prepare a report in the first quarter of 2020 describing and recommending specific roads projects for inclusion in the capital plan, although Council retains full discretion to direct where these funds would be applied . As described in this document in more detail, Greater Sudbury’s economy is performing well and the municipal corporation’s financial condition is strong. By any objective measure, Greater Sudbury has the conditions and potential to realize the desired outcomes Council described in its Strategic Plan . 2019 has been successful for many reasons, and it is reasonable to anticipate we will produce similarly positive results in 2020 . The collaboration and trust between Council and staff is a key factor in our organization’s performance, as is the staff expertise that went into preparing a budget which accurately reflects the links between
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