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					OPERATING



      as adopted by Regional Council
                       April 24, 2008




 The Regional Municipality of York
                Ontario, Canada
Table of Contents

2008 Budget at a Glance....................................................... 1

Operating Highlights..............................................................3

York Region Transit ..........................................................        27

Rapid Transit ...................................................................     63

Roads ............................................................................... 71

Water & Wastewater .......................................................... 105

Solid Waste ....................................................................... 133

Community Services & Housing Overview ............................                    157

Employment & Financial Support ........................................               162

Family & Children’s Services ..............................................           173

Housing Services .............................................................        185

Business Operations & Support Services .............................                  197

Policy & Program Support .................................................            205

ODSP .............................................................................    211

ODA ...............................................................................   214

Health Overview ..............................................................        217

Emergency Medical Services ..............................................             221

Long Term Care ...............................................................        231

Public Health ...................................................................     237

Health & Support Services .................................................           249

Planning & Development Services .......................................               253

Corporate Services Overview ..............................................            264

Property Services ..............................................................      271
Human Resource Services ..................................................   283

Table of Contents (cont..)

Legal ……………………………………………………………………………………………                                    295

Regional Clerk ……………………………………………………………………………                                 303

Court Services (POA) …………………………………………………………………                               309

York Regional Police …………………………………………………………………… 327

Finance & Information Technology Overview ……………………………                        337

Finance (Excluding ITS) ……………………………………………………………… 341

Information Technology Services ………………………………………………                           345

Non-Program Items ……………………………………………………………………                                 355

Office of the CAO ………………………………………………………………………… 367
                      2008 Budget at a Glance

Key Highlights
 Operating Budget

   x   The proposed 2008 Business Plan and Budget includes $1.279 billion for
       gross operating expenditures.

   x   The net operating expenditures are $701.4 million.

   x   This represents an increase of $44.3 million, or 6.7%, from the 2007
       budget prior to assessment growth.

   x   Assessment growth for 2008 is anticipated to be 2.8%.

   x   The increase in net tax levy requirement is 3.9 % after assessment growth.

   x   The impact for the average residential property with an assessment value
       of $371,070 will be approximately $73.

 Water & Wastewater Rate Budget

   x   The proposed Water & Wastewater budget includes $237.4 million for gross
       Operating expenditures.

   x   This budget also includes $24.3 million for contributions to capital reserves.

   x   The 2008 Water Rate is 52.11 cents per cubic meter, an increase of 2.5%
       over 2007 rates.

   x   The 2008 Wastewater Rate is 58.16 cents per cubic meter, an increase of
       10.0% over 2007 rates.

   x   2008 Water and Wastewater Rates were approved by Regional Council on
       December 15, 2007 and are effective April 1, 2008.




                                       1
                                    2008 Budget at a Glance




                                   2008 Gross Operating Expenditures
                                     By Major Expenditure Category
                                             $1.279 billion


                                                             Minor Capital,
                             Contribution to Reserves,        $4.5 M, 1%
                                  $150.0 M , 12%
                                                                                    Salaries & Benefits,
                                                                                      $404.8 M , 31%

         Occupancy, R&M Costs,
             $102.6 M, 8%




               Financing Costs,
                $187.8 M, 15%                                      Program Costs,
                                                                   $429.6 M , 33%




                                         2008 Operating Revenues
                                               by Category
                                               $1.279 billion




                        Federal/Provincial Funding,
                             $190.0 M, 15%                    Other Revenues,
                                                                $9.0 M, 1%

Development Charges,
    $98.0 M, 7%




  Reserves,
 $55.9 M, 4%                                                                                General Tax Levy,
                                                                                             $701.4 M, 55%


      User Fees,
     $36.1 M, 3%



                    Water Rate,
                   $188.9 M, 15%




                                                         2
                      2008 Operating Highlights

Assumptions
The cost of goods and services purchased by the Region is subject to inflationary
pressures. Major Regional expenditure categories that are influenced by price changes
in the marketplace include construction costs, utilities, and fuel consumption. Similarly,
staffing resource costs will be affected by cost of living pressures and wage settlements.

To develop the 2008 budget, the following price increase assumptions were used:

x   Electricity prices - 6-9% (depending on type of facility)
x   Natural gas prices – 8.5%
x   Inflation (Consumer Price Index) – 1.9%
x   Construction Price Index – 6.0%
x   Water – 6.5%

Gasoline and diesel (including fuel surcharges) represent significant expenditures for the
Region. The 2008 budget reflects a fuel price assumption of $1.00 per litre for both
diesel and gasoline. Fuel prices have been volatile in the recent past and are difficult to
forecast. The 2008 budget assumption of $1.00 per litre represents no change from the
cost per litre used in the 2007 budget.




                                            3
                  2008 Operating Highlights

Operating Budget Overview


       2008 Gross Operating Expenditures
                by Department
                 $1.279 billion

                                                        Transportation & Works
                                                             (incl. Transit),
                                                            $529.3 M, 42%


          Other,
       $94.1 M, 7%


                                                                                            Health Services,
       GTA Pooling,                                                                          $117.3 M, 9%
       $66.2 M, 5%



             Police Services, Administrative Support,               Community Services &
              $210.0 M, 16%       $70.8 M, 6%                            Housing,
                                                                       $191.4 M, 15%




                      Components of Administrative Support
                          Court Services
                       (Provincial Offences
                               Act),
                         $8.2 million, 12%
                                                                    Finance & Information
                                                                         Technology,
                                                                      $25.4 million, 36%



             Corporate Services,                                      Office of the CAO,
              $26.4 million, 37%                                       $3.7 million, 5%




                                              Planning & Economic
                                                 Development,
                                                $7.1 million, 10%




                                                4
                                       2008 Operating Highlights


                                                       York Region
                                              2008 Business Plan and Budget
                                                      Operating Financial Summary
                                                               in $ 000's
                                        2005         2006         2007         2007         2008         2009         2010         2011
                                        Actual       Actual      Budget       Forecast     Request      Outlook      Outlook      Outlook

Expenditures
  Salaries & Benefits                    296,862       327,268      362,878      358,683      404,829      422,609      447,597      472,331
  Program Specific Costs                 317,700       367,006      370,365      369,505      406,201      417,140      403,612      400,690
  Professional / Contracted Services      53,586        78,071       85,946       83,832       71,268       71,671       77,867       81,584
  General Expenses                        37,514        54,995       58,678       58,160       64,284       64,815       67,190       69,033
  Financing Costs                        100,684       134,575      164,302      163,141      187,757      233,974      289,463      313,618
  Occupancy Costs                         24,802        27,436       31,597       31,366      102,581       34,689       35,868       36,260
  Contribution to Reserves                85,755       109,254      150,975      140,339      150,047      162,121      177,653      207,578
  Internal Charges / Recoveries              367           385            0            0            0            0            0            0
  Minor Capital                            4,497         4,746        3,470        3,588        4,561        3,970        4,070        4,049
  NegotiatedSpecific & IntraDeptCo      (23,517)      (23,241)     (31,865)     (32,462)    (112,272)     (33,851)     (35,416)     (36,901)
  Total Expenditures                    898,250     1,080,495    1,196,346    1,176,152    1,279,256    1,377,138    1,467,904    1,548,242

Revenues
  Provincial/Federal Funding            (134,122)    (171,920)    (167,758)    (169,806)    (189,989)    (191,396)    (185,169)    (189,061)
  User Fees                             (138,810)    (153,583)    (195,046)    (166,990)    (188,897)    (208,804)    (234,780)    (266,573)
  Fees and Charges                       (30,976)     (31,567)     (34,333)     (33,766)     (36,138)     (38,621)     (43,327)     (46,066)
  Development Charges                    (41,377)     (65,457)     (83,418)     (83,143)     (97,950)    (127,212)    (162,367)    (174,689)
  Contribution from Reserves             (21,990)     (45,980)     (52,122)     (64,311)     (55,916)     (53,416)     (47,563)     (37,789)
  Third Party Recoveries                  (4,206)      (4,823)      (6,622)      (7,285)      (9,015)      (9,231)      (9,397)      (9,561)
  Total Revenues                       (371,481)    (473,330)    (539,299)    (525,301)    (577,905)    (628,680)    (682,603)    (723,739)

Net Tax Levy Requirement                526,769      607,165      657,047      650,851      701,351      748,458      785,301      824,503



     Note: Numbers may not add due to rounding




                                                                      5
                                2008 Operating Highlights


Expenditure and Revenue Categories
The 2008 Operating Budget for York Region has been summarized into the following
categories.

       1. Expenditures
       2. Revenues
       3. Net Tax Levy Requirement

As well, the financial summaries in the 2008 Business Plans document also use these
categories for presentation.

Approval by Regional Council of the operating budgets for each business, corporate
support unit and financial item constitutes an appropriation of budgetary funds for
specific purposes.


1. Expenditures



                                                 EXPENDITURE TRENDS
                                                               2005 to 2011
        $millions
                                                                                             $1,550

                                                                       $1,377     $1,478              Minor Capital & Other Costs
        1,590
                                                             $1,274

        1,390                                                                                         Contribution to Reserves
                                                  $1,176
                                       $1,196
                            $1,080                                                                    Occupancy Costs
        1,190
                    $898                                                                              Financing Costs
         990

         790                                                                                          General Expenses


         590                                                                                          Professional / Contracted
                                                                                                      Services
         390                                                                                          Program Specific Costs

         190                                                                                          Salaries & Benefits

         (10)
                2005       2006      2007        2007       2008       2009      2010       2011
                Actual     Actual    Budget     Forecast   Request    Outlook   Outlook    Outlook




Salaries & Benefits - $404,828,800

Includes four categories of costs:

 x   staff salaries for permanent full-time, temporary full-time, permanent part-time
     and temporary full time staff;
 x   casual staff salaries;
 x   expenditures for employee benefits; and
 x   overtime costs.




                                                                      6
                     2008 Operating Highlights

The breakdown is as follows:

 x   Staff Salaries                             $317,789,800
 x   Employee Benefits                          $ 72,390,500
 x   Casual Salaries                            $ 8,748,500
 x   Overtime                                   $ 5,900,000


Program Specific Costs - $406,201,400

The most diverse category, these are estimated costs to be incurred to deliver specific
services such as road maintenance, non-profit housing, water distribution and
treatment, transit contracts, waste disposal and health related services.

Includes estimates to be incurred for supplies, materials, contracted services, client
support for:
  x GTA Pooling Costs                          $ 66,200,000
  x York Region Transit Contracts              $ 101,468,400
  x Water Distribution & Treatment             $ 53,163,700
  x Ontario Works                              $ 48,222,700
  x Non-Profit Housing & Affordable Housing    $ 45,470,600
  x Children’s Services                        $ 38,203,600



Professional / Contracted Services - $71,268,000

Includes all estimates related to contracted or professional services such as armoured
courier services, legal fees, audit fees, consulting and contractor payments.

 x   Contractor Payments                        $ 31,530,500
 x   Professional Services                      $ 31,794,000
 x   Consulting Fees                            $ 7,943,500


General Expenses - $64,284,000

Includes expenditure categories for computer, administrative expenses, fleet
maintenance, training and employee related costs, telecommunications, advertising,
promotion and printing costs.


 x   Computer                                   $17,556,000
 x   Fleet Maintenance                          $13,737,800
 x   Administrative                             $11,118,200
 x   Telecommunications Network                 $ 6,544,900
 x   Training and Employee Related              $ 8,605,000
 x   Advertising & Promotion                    $ 4,078,500
 x   Printing                                   $ 2,643,600




                                         7
                         2008 Operating Highlights

Financing Costs - $184,757,000

This category includes the estimates for:

 x   Debt servicing                                 $157,571,000
 x   Grants to hospitals, Conservation
     Authorities, Buttonville Airport               $ 15,723,800


Occupancy Costs - $102,580,600

Includes estimates for all utility costs (hydro, water, and heat), building rentals, repairs,
maintenance, leases and leasehold improvements. Items include:

 x   Utilities                                      $ 12,307,400
 x   Building Rental                                $ 8,282,900
 x   Bus Terminal Maintenance                       $ 2,780,400
 x   Repair & Maintenance Building                  $ 2,337,400
 x   Facilities – Police                            $ 68,821,100


Contribution to Reserves - $150,047,300

Reserve contributions as per existing York Region policy documented in the section on
Reserves and Reserve Funds.

 x   Contribution   to   Roads Reserve Current      $   41,149,200
 x   Contribution   to   Capital Reserves Current   $    6,983,000
 x   Contribution   to   Sewer Reserve Growth       $   14,174,000
 x   Contribution   to   Facilities Mgmt Reserve    $   17,544,000
 x   Contribution   to   Water Reserve Growth       $   10,139,000
 x   Contribution   to   Sewer Reserve              $   10,653,200
 x   Contribution   to   Capital Reserve            $   16,736,000


Minor Capital - $4,561,000

Capital expenditures such as equipment and furniture, usually budgeted at under
$20,000. Minor capital items may also be included in capital projects within the Capital
Budget.


Total Expenditures - $1,279,256,000

Includes all gross regional expenditures for the operating budget.




                                             8
                                2008 Operating Highlights

2. Revenues

                                                      REVENUE TRENDS
       $millions                                             2005 to 2011
                                                                                         $1,550
       1,400                                                       $1,377     $1,478
                                                         $1,274                                   Third Party Recoveries
                                     $1,196     $1,176
       1,200
                           $1,080
                                                                                                  Fees and Charges
       1,000       $898
                                                                                                  Contribution from Reserves
         800

                                                                                                  User Fees
         600

                                                                                                  Provincial/Federal Cost
         400                                                                                      Sharing

         200                                                                                      Tax Levy


           0
               2005       2006      2007       2007     2008       2009      2010       2011
               Actual      Actual   Budget    Forecast Request    Outlook   Outlook    Outlook




Provincial/Federal Funding - $189,989,700

The Province of Ontario funds, to varying degrees, the delivery of several services in
York Region. In many instances the Province mandates programs that are delivered by
the Region. These programs are generally cost shared on a formula basis. Most funding
from other levels of government is channelled through the provincial government
(Province of Ontario). Federal Grants are awarded in specific situations, e.g., affordable
housing. In this case, the Federal government has a specific national initiative in regard
to affordable housing and is partially funding this initiative. Current services receiving
provincial cost sharing or support include:


   x   Community Services which include the delivery of
       Employment and Financial Support Services, Family
       and Children’s Services and Housing Services                                                 $ 106,092,000

   x   Health Services which include Emergency Medical
       Services (EMS), Long Term Care (LTC) and Public
       Health programs                                                                              $ 68,671,000

   x   York Regional Police                                                                         $        6,143,000




                                                                    9
                      2008 Operating Highlights

User Fees - $188,897,500

User Fees represent monies estimated to be received for the supply and treatment of
Water and Wastewater as well as Transit Fares.


   x   Regional Water and Wastewater - $138,577,300
       Services are collected through a uniform wholesale rate charged to the area
       municipalities. The uniform Water and Wastewater Services Rates for 2008 are
       52.11 cents per cubic metre and 58.16 cents per cubic metre respectively. This
       represents a 2.5 per cent increase in Water Rates and a 10.0 per cent increase in
       Wastewater Rates over the 2007 rates.
   x   Regional Transit Fares - $48,976,000
       It is forecasted that in 2007, York Region Transit will carry 18.6 million passenger
       trips. York Region Transit has experienced the highest ridership growth rate in
       the GTA in the past five years and one of the highest in Canada (as per Canadian
       Urban Transit Association statistics).


Fees and Charges - $36,137,700

Includes a range of fees and charges for municipal services. However, the most
significant components in this category are fines collected under the Provincial Offences
Act of $6,662,000 sale of recyclable materials of $7,941,200, Long Term Care
Residential fees of $4,080,700 and Housing York Inc. management services of
$4,225,200.


Development Charges - $97,950,000

Development Charges are levied against new development in the Region in accordance
with The Development Charges Act enacted by the Province of Ontario. These levies are
collected in order to fund the cost of new infrastructure needs arising from growth and,
in principle, ensure that existing taxpayers are not charged with paying for this new
infrastructure.

The in-flow of Development Charges and the expenditures on growth-related capital
investments often do not match. These monies flow through the operating budget to
offset Development Charge eligible debt and interest payments for debentures issued to
fund infrastructure related to new development.




                                          10
                      2008 Operating Highlights

Contributions from Reserve - $55,915,700

Reserve contributions to the operating budget as per York Region’s existing Reserve and
Reserve Fund policies. The most significant contributions from reserve are:

   x   Contribution from Wastewater Reserve         $18,496,600
   x   Contribution from Gas Tax Reserve            $14,400,000
   x   Contribution from Capital Reserve            $ 4,015,500
   x   Contributions from Water Reserve             $ 4,801,400
   x   Contribution from Insurance Reserve          $ 7,163,700
   x   Supplementary Taxes                          $ 9,000,000


Third Party Recoveries - $9,015,000

Include recoveries from third parties, rebates and other miscellaneous revenues.


Total Revenues - $577,905,000

All municipal revenues included in the operating budget.




3. Net Tax Levy Requirement - $701,351,000
This is the tax levy requirement for York Region.

In the 2008 Operating Budget, this levy requirement will be met by increased tax
revenue as a result of projected 2.8 per cent assessment growth and a tax increase of
3.9 percent.




                                          11
                                      2008 Operating Highlights

SUMMARY OF 2008 BUDGET SUBMISSION
                                                                                                                            %
                                             2007 BUDGET                2008 SUBMISSION               CHANGE
                  ($ 000's)                                                                                              CHANGE
                                           GROSS         NET            GROSS       NET         GROSS       NET            NET
 Transit Services
   York Regional Transit                    128,721      69,558          137,565      71,593       8,844        2,035        2.9%
   Contribution to Capital                    5,200       5,200            6,200       6,200       1,000        1,000       19.2%
   VIVA Rapid Transit                        13,283       8,644           12,575       8,115        (708)        (529)     (6.1)%
   Sub Total                               147,204      83,402          156,340      85,908       9,136        2,506        3.0%
 Transportation & Works (excl. Transit)
   Roads Transportation                      41,460      30,701           47,138      33,381      5,678       2,681          8.7%
   Contribution to Capital                   34,912      34,912           41,149      41,149      6,237       6,237         17.9%
   Solid Waste Management                    38,596      26,844           47,036      32,101      8,440       5,257         19.6%
   Water/Wastewater Services                188,824           0          213,315           0     24,491           0            n/a
   Contribution to Capital                   27,714           0           24,313           0     (3,401)          0            n/a
   Sub Total                               331,506      92,457          372,951     106,632     41,445      14,175         15.3%
 Health Services
  Emergency Medical Services                 34,799      18,742           39,785      21,313       4,986        2,571      13.7%
  Contribution to Capital                     1,214       1,214            2,088       1,588         874          374      30.8%
  Long Term Care Services                    28,612       9,159           29,596       9,265         984          106       1.2%
  Public Health                              43,778       8,848           45,869       9,360       2,091          512       5.8%
  Sub Total                                108,403      37,963          117,338      41,526       8,935        3,563       9.4%
 Community Services and Housing
   Employment & Financial Support            64,960      20,961           67,075      22,024      2,115         1,063        5.1%
   Contribution to Capital                      200         200                0           0       (200)         (200)         n/a
   Family and Children's Services            52,914      10,343           57,903      11,700      4,989         1,357       13.1%
   Housing Services                          52,129      33,708           66,428      40,950     14,299         7,242       21.5%
   Sub Total                               170,203      65,212          191,406      74,674     21,203         9,462       14.5%
 Planning and Economic Development           6,573       4,891            7,141       5,458        568           567       11.6%
 Emergency Services                          1,461       1,461            1,846       1,846        385           385       26.4%
 Administrative Support
   Office of the C.A.O.                       3,539       3,293            3,685       3,432         146          139       4.2%
   Finance/IT                                24,820      20,015           25,438      20,557         618          542       2.7%
   Finance                                    8,628       7,381            9,110       7,788         482          407       5.5%
   IT Services                               16,192      12,634           16,328      12,769         136          135       1.1%
   Property Services                         15,135      14,717           16,057      15,464         922          747       5.1%
   Contribution to Capital                      244         244              252         252           8            8       3.3%
   Legal Services                             1,859       1,759            2,095       1,963         236          204      11.6%
   Clerk's Office                             1,752       1,702            1,867       1,817         115          115       6.8%
   Human Resource Services                    5,878       5,765            6,114       5,992         236          227       3.9%
   Corporate Services                        24,624      23,943           26,133      25,236       1,509        1,293       5.4%
   Contribution to Capital                      244         244              252         252           8            8       3.3%
   Sub Total                                53,227      47,495           55,508      49,477       2,281        1,982       4.2%
 Chair & Council                             1,706       1,698            1,736       1,728          30           30        1.8%
 Financial/Administrative Items             44,520      20,949           39,614      27,7120     (4,906)       6,763       32.3%
   Recovery from T&W (User Rate)                   0     (4,017)                0     (4,657)         0          (640)     15.9%
 TOTAL REGIONAL OPERATING PROGRAMS         864,803     351,510          943,880     390,303     79,077      38,793         11.0%
 Court Services                               7,353        (434)           8,218       1,555       865          1,989      458.3%
   Sub Total                                 7,353        (434)           8,218       1,555        865         1,989      458.3%
 Boards & Authorities
   Conservation Authorities                   4,104       3,854            4,298       4,048        194           194        5.0%
   GO Transit                                 5,100           0            4,200           0       (900)            0           -
   Hospital Capital Funding                   7,312       7,312            7,312       7,312          0             0        0.0%
   Property Assessment (MPAC)                13,000      13,000           14,000      14,000      1,000         1,000        7.7%
   Sub Total                                29,516      24,166           29,810      25,360        294         1,194        4.9%
 GTA Pooling                                79,500      79,500           66,200      66,200     (13,300)    (13,300)     (16.7)%
 ODSP                                       22,447      22,447           21,135      21,135      (1,312)       (1,312)    (5.8)%
 Police Services                            185,123     172,449          205,077     191,862     19,954      19,413         11.3%
   Contribution to Capital                    7,409       7,409            4,936       4,936     (2,473)     (2,473)      (33.4)%
   Sub Total                               192,532     179,858          210,013     196,798     17,481      16,940          9.4%
 TOTAL OPERATING BUDGET                   1,196,151    657,047      1,279,256       701,351     83,105      44,304          6.7%
 Less Assessment Growth                                                              (18,397)               (18,397)       (2.8)%
 TOTAL AFTER ASSESSMENT GROWTH            1,196,151    657,047     1,279,256        682,954     83,105      25,907          3.9%
Note: Total Contribution to Reserves (including Capital) is $155,232




                                                                   12
                                2008 Operating Highlights

Changes in the 2008 Gross Expenditure Budget

The 2008 Operating Budget increased from 2007 by $77.8 million in gross dollars and
$26.1 million in net tax levy dollars. A discussion of the specific changes from 2007 to
2008 is incorporated into each of the business plans in the detailed 2007 Business Plan
and Budget document.

Below is a summary discussion of key components of 2008 budget increases at both
gross and net levels.



Gross Operating Budget - Increase of $77.8 million
The increase in the gross operating budget is a result of the focus by Regional Council on
some key directions in 2008 within the context of Vision 2026.

Following is a discussion of all gross operating budget changes greater than $3.0 million
from the prior year budget. It should be noted that in several cases, i.e. Water and
Wastewater, Transit, Employment & Financial Support, the net increase may be
significantly less because funding from other sources such as the Water Rate or
Provincial Grants mitigate the impact on the Regional tax levy.


                                     York Region
                            2008 Business Plan and Budget
                                    Changes in Gross Operating Expenditures
                                                   $ Millions

 25

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Water and Wastewater - $20.8 million

The gross increase of $20.8 million in the Water and Wastewater budget does not reflect
in the net tax levy as all expenditures related to Water and Wastewater services in York
Region are funded through a combination of the Water Rate, Development Charges, and
Contributions from Water and Wastewater Reserves.



                                                         13
                      2008 Operating Highlights

One of the key challenges is to fund debt servicing costs for capital programs. Debt
servicing costs are increasing every year and will continue to increase for the next three to
five years at which point the capital program will begin to decrease. This is resulting in
increased rate pressures as operating costs continue to be augmented through reserve
funds. In 2008 budget, debt servicing costs for wastewater accounts for $15.5 million or
75% of the increase. Growth and inflationary pressures account for the remaining budget
increase.


Police Services - $17.5 million

This year marks the final year of the Five Year Staffing Plan for the years 2004 to 2008.
The plan proposes significant investment in resources and staffing to position the
organization for the future. Contracted wage settlements and overtime account for $8.3
million of the increase and $3.5 million relates to the annualization of salaries for staff
added in 2007. The proposed new staff of 67 uniform officers and 35 civilian positions
account for $4.2 million of the increase. Increased costs for insurance and fuel also
drive this budget.


GTA Pooling – ($13.3) million

Under the Provincial funding formula, the Regional Municipalities within the GTA, i.e.
York, Durham, Peel and Halton share in the pooled costs of GTA-wide costs for Social
Assistance and Social Housing based on assessment growth.

In 2007 the Provincial Budget announced the phased elimination of this program by
2013. The elimination is based on the 2004 costs of $79.5 million, which results in an
annual reduction of $13.3 million commencing in 2008.


Roads - $11.6 million

Reflecting earlier decisions to accelerate road improvement programs, incremental debt
charges account for $3.2 million or 28% of the overall increase. The contribution to
capital accounts has increased by $6.2 million. Inflationary pressures for existing
contracted services, utilities, supplies, insurance and labour, as well as maintenance
costs for additional lane kilometers account for the balance of this budget increase.


Contribution to Reserves – ($11.0 million)

The 2008 budget includes $9.0 million in supplementary taxes to be contributed 50% to
the Capital Asset Replacement Reserve and 50% to the General Capital Reserve. The
policy of funding reserves for the rehabilitation and replacement of capital assets was
established in June 2006.




                                          14
                      2008 Operating Highlights

Housing Services - $10.3 million

One of the strategic goals in 2008 is to complete the current phases of the Canada-
Ontario Affordable Housing Program in partnership with both Housing York Inc. and
Community Non-Profit Housing providers. The annualization of Affordable Housing
Programs accounts for $5.1 million of the increase and will be fully funded by Federal
subsidies and social housing reserves contributions. Provincially determined payments
to non-profit housing providers continue to increase and the impact for 2008 is $3.0
million.


Solid Waste - $7.9 million

In addition to population growth, multiple initiatives related to waste diversion,
combined with annualized costs of the source separated organics program, are the main
drivers of costs in Waste Management. These initiatives, together with increases in base
operating costs, account for the increase over 2008.


Transit Services - $7.6 million

The major service challenge is the implementation of a new Five Year Service Plan to
address Regional growth and customer demands. Demand for new and more frequent
service continues to outpace financial ability to deliver.       Operating costs for new
conventional, Rapid Transit and specialized services in 2008 account for $5.5 million of the
increase. Increase in fuel, insurance, and contractor rates continue to put pressure on the
budget.



Capital Asset Replacement - $6.6 million

$6.6 million, funded by tax levy, will be contributed to the Capital Asset Replacement
Reserve to ensure that adequate funds are available to replace aging assets.


Emergency Medical Services - $4.0 million

With continued focus on Emergency Medical Services for a growing population, $1.5
million or 38% of this budget increase is related to additional resources for increased
service levels. The contribution to capital account has increased by $0.8 million.
Increase in casual salaries adds another $0.8 million and the balance is related to
inflationary pressures on the base budget.


Family & Children’s Services – 3.7 million

Responding to increases in Best Start Funding, the Branch will increase the availability of
child care fee assistance, wage subsidy and services for children with special needs,
commensurate with the level of additional Best Start provincial funding received by York
Region.




                                          15
                     2008 Operating Highlights

Employment & Financial Support - $3.4 million

In 2008, the costs associated with Enhancing the Community Development Investment
Funding (CDIF) Strategy account for $1.5 million of the increase resulting from agency
under-funding and unfunded proposals. The balance is related to inflationary pressures.




                                         16
                             2008 Operating Highlights

Operating Revenue Details

Upper tier municipal services delivered by the Regional Municipality of York are funded
through a number of revenue streams.


                                             2008 Operating Revenues
                                                   by Category
                                                   $1.279 billion




                            Federal/Provincial Funding,
                                 $190.0 M, 15%                 Other Revenues,
                                                                 $9.0 M, 1%

     Development Charges,
         $98.0 M, 7%




       Reserves,
      $55.9 M, 4%                                                                General Tax Levy,
                                                                                  $701.4 M, 55%


           User Fees,
          $36.1 M, 3%



                         Water Rate,
                        $188.9 M, 15%




Property Taxes

As an upper tier municipal government, the Regional Municipality of York has no direct
taxing authority. Rather, levies for each of several different property classes are
approved by Regional Council and forwarded to the member municipalities in York
Region. The member municipalities collect property taxes on behalf of the Regional
Municipality of York. This is sometimes referred to as the “general levy or regional levy”.

Property Tax is the single largest source of regional revenue, accounting for nearly 55%
of budgeted operating revenues for 2008 at $701,351,000. This represents an increase
of $44,304,000 over 2007 net levy of $657,047,000. The levy is funded partially from
assessment growth of 2.8% and partially from a levy increase of 3.9%.

Supplementary taxes are levied on new assessment during the taxation year. The 2008
budget includes $9.0 million in supplementary taxes to be contributed 50% to the
Capital Asset Replacement Reserve and 50% to the General Capital Reserve. These
taxes were previously unbudgeted but contributed to reserves as part of the surplus
management policy.



                                                          17
                      2008 Operating Highlights

York Region is a rapidly growing municipality, with potential for significant development
and growth. While it has experienced strong assessment growth in the past, the trend
shows a slight softening and hence assessment growth is forecast at 2.8 percent for
2008, 2.8%, 2.5% and 2.4% respectively for 2009, 2010 and 2011.


Provincial & Federal Funding

Provincial Funding accounts for $189,989,700 or 14.9% of budgeted 2008 operating
revenues.

These grants are an integral part of the funding and service delivery model implemented
by the Province of Ontario and /or the Government of Canada. The basis for the grant
and the provincial cost-sharing formula differs significantly depending on the Ministry
administering the program. In some cases, e.g. affordable housing, there is a cost-
sharing formula that includes the Federal government as well. In others, e.g. policing, it
is a specific policy initiative of the government of the day.

Recipients of Provincial/Federal grants or subsidies in the 2008 budget are:

   x   $44,669,000 to Employment & Financial Support – This program is funded
       primarily through an 80/20 cost sharing arrangement between the Province and
       the Municipality. There is also a 50/50 cost sharing arrangement for the
       administrative cost of service delivery that has been capped by the Province.

   x   $44,262,000 to Family & Children’s Services - These programs are funded
       anywhere from 80% to 100%. Federal funding for the Best Start program has
       been increased by $3.9 million which will increase the number of children served
       with special needs and also increase fee assisted childcare spaces.

   x   $34,900,000 to Public Health – Public Health has enjoyed an increase in its
       funding level from 55% in 2005, to 65% in 2006 and to 75% in 2007.

   x   $18,716,000 to Emergency Medical Services (EMS) – While the funding
       agreement is 50/50 with the Province, this funding has been based on a service
       level less than what was provided. Early in 2006, the Province announced its
       commitment to providing full 50/50 funding by 2008. The 2008 budget includes
       provincial funding at 50% of the gross expenditures.

   x   $15,055,000 to Long Term Care – The funding for Long Term Care is a
       combination of funding formulas in the range of 70% to 100%.

   x   $17,161,000 to Housing Services – Homelessness programs are generally cost
       shared up to capped levels, Rent Supplement programs are cost shared at
       various levels and there are funds from the Federal government that are flowed
       to the Region to partially offset costs of Non-profit housing.

   x   $6,143,000 to York Regional Police - The Police receive funding under the
       Community Policing Partnership Grant Program, the Officer Partnership Grant and
       the Safer Communities Grant. These grants are based on need.




                                          18
                      2008 Operating Highlights

   x   $82,000 to Planning and Economic Development – The Province provides
       funding to encourage economic growth.

Projections of grant revenues are obtained from Provincial (and where appropriate
Federal) sources responsible for managing the specific grant allocation process. Changes
from year to year are usually a result of changes in demographics, the economy, or
Provincial policy.



Water and Wastewater Rate

The Water and Wastewater Rates at $188,897,500 represents 14.8% of budgeted 2008
operating revenues.

The Water and Wastewater Services Rates for 2008 are 52.11 cents per cubic metre and
58.16 cents per cubic metre respectively. These represent a 2.5 % increase in Water
Rates and a 10.0 % increase in Wastewater Rates over the 2007 rates.

York Region is a wholesaler of Water & Wastewater services to local municipalities on a
full cost recovery basis. There is no impact on the tax levy as the rate is based on
forecasts of flow volumes. Further increases will be necessary in future years, primarily
to offset rising inflation costs and to address legislative changes. As well, further
increases will be required to offset increased rehabilitation costs of ageing facilities and
provide sufficient funds to finance the non-growth component of capital programs.


User Fees
User fees are generated through Transit Services for transit fares, advertising and
revenue sharing with GO Transit and the TTC. These fees amount to $48,976,000 or
3.9% of the 2008 budget. This includes $48.9 million in fare revenues covering 34.6%
of transit operating costs (revenue/cost ratio).


Development Charges

Development Charges are levied against new development in the Region in accordance
with The Development Charges Act. These levies are collected in order to fund the cost
of new infrastructure needs arising from growth and, in principle, ensure that existing
taxpayers are not charged with paying for this new infrastructure.

Development Charges account for 7.7% or $97,950,000 of budgeted 2008 operating
revenues. These funds flow through the operating budget to offset debt and interest
payments on debentures issued to build infrastructure eligible for Development Charge
funding.

York Region continues to issue debt to meet growing infrastructure needs. Development
Charges are expected to increase as a source of flow-through revenue in future
operating budgets to pay off this type of debt.




                                           19
                     2008 Operating Highlights

Reserves

Contributions from reserves account for 4.4% or $55,915,700 of budgeted 2008
operating revenues.

The largest contributions from reserve are for Water and Wastewater services -
$18,496,600 or 33% of total reserve contributions. These Reserve Contributions are
used to fund rehabilitation and replacement of capital items treated as Minor Capital for
budgetary purposes such as water pumps and other equipment.

Trends in reserve contributions are a function of the 10 year capital program in general
and more specifically the Water and Wastewater strategic infrastructure plan.

Other major beneficiaries of contributions from reserves include Transit Services with
$14,400,000 from the Gas Tax Reserve to support public transportation.


Other Revenues, Fees and Charges
Other revenues, fees and charges account for 2.8% or $36,137,700 of operating
revenues in the 2008 Budget. The most significant components in this category are:

   x   Fines collected under the Provincial Offences Act        $   6,662,000
   x   Sale of recyclable materials                             $   7,941,200
   x   Long term care fees                                      $   4,080,700
   x   Housing York Inc. management services                    $   4,225,200
   x   Police alarm program, escort & records services          $   3,598,400

These revenues are projected to increase each year in line with specific operating
projections.




                                          20
                          2008 Operating Highlights

Net Tax Levy Pressures
                                                                       $ millions
Base
    Salaries & Benefits                                                     17.0
    Purchase of Contracted Services/Other base pressures                     4.1
    Less: Efficiencies                                                     (5.5)
      Total Base                                                          $15.6

Mandatory/Legislated
   GTA Pooling                                                            (13.3)
   ODSP Support Costs- uploaded by Province                                (1.3)
   Payments to Social/Non Profit Housing Providers                           3.0
   MPAC                                                                      1.0
     EMS Increased Provincial Funding                                      (2.3)
     Courts Services-increase staffing to maintain MAG standard              0.9
     E&FS - rate and client demand increases                                0.2
      Total Mandatory                                                   ($11.8)

Annualization
    Transit - Debt Charges                                                 (1.0)
    Transit - contractor payments                                            0.0
    York Regional Police - New hires salary gapping                          3.5
     Others - Debt Charges                                                   1.0
     Sources Separated Organics                                              2.7
     IT microsoft licences                                                   0.5
     Other: asset management                                                 0.2
     EMS Paramedics, Mobile Technology/Internet fee                          0.1
     Capital Asset Replacement                                               0.0
     Debt Strategy                                                           0.0
       Total Annualization                                                 $7.0

Growth
    Police - 45 officers, 20 civilians                                       2.7
    Transit - Service & Support staff                                        4.7
    SWM - growth in tonnage                                                  0.9
    Roads - system growth & Project manager                                  0.3
    Employment & Financial Support - caseload increase                       0.0
    Public Health increase staffing to support normanl growth                0.1
    EMS - Paramedics, CQI & Operational support                              1.9
    Corporate support - Normal growth related                                0.3
    Court Services - Increased charges filed                               (0.6)
      Total Growth                                                        $10.3

Enhancement
    Contribution to capital                                                 7.9
    Corporate Support                                                       0.1
    Capital Asset Replacement                                               6.6
    Police - 22 officers, 15 civilians                                      1.6
    Transit - Bio-diesel                                                    0.2
    Roads - Blvd. Mtce                                                      0.1
    SWM - increase diversion activities with the introduction of CEC        1.0
    Emergency Services - additional Call Takers                             0.3
    CS&H - Increased funding                                                5.4
      Total Enhancement                                                   $23.2

     Total 2008 Budget Pressures                                          $44.3




                                                   21
                      2008 Operating Highlights

Operating Budget - Increase of $44.3 million
The net operating budget, which essentially represents the tax levy requirement for
2008, increased by $44.3 million or 6.7% from 2007.

The rapid growth in recent years, of both residential and non-residential development, is
reflected in a reasonable assessment growth trend. A cooling of assessment growth is
expected in the foreseeable future. The value of assessed properties in York Region is
expected to grow by 2.8% in 2008, generating an additional $18.4 million in tax levy
revenue. A 2008 regional tax levy increase of 3.9% will generate the additional $25.9
million dollars required to fund Regional Council’s 2008 Operating Budget.



Base Pressures - $15.6 million

This category includes costs required to maintain existing service levels less efficiencies
and other cost reductions.

Budget increases related to salary and wage costs for existing employees account for
$17.0 million of the increase in the base budget. Other base pressures such as fuel,
utilities and general inflation accounted for $4.1 million.

These base cost increases were partially offset by operating efficiencies, one time cost
and program reductions of $5.5 million across business lines including:

   x   $3.4 million in Transit operating efficiencies
   x   $0.3 million in Solid Waste operating efficiencies
   x   $0.5 million in Administrative Support savings
   x   $0.4 million in Courts Services program reduction and operating efficiencies
   x   $0.2 million in Community Services & Housing efficiencies & program
       reductions
   x   $0.5 million in York Regional Police operating efficiencies



Mandatory / Legislated – ($11.8) million

The following components in the 2008 operating budget are items charged by or funded
through the Provincial Government of Ontario. The formulae built into the complex
funding allocation models usually use assessment growth and/or population growth to
apportion these costs; hence the significant impact on the budget as York Region
continues to experience rapid growth and development.

GTA Pooling – The 2008 budget of $66.2 million is a 16.7% decrease from 2007 and
represents the Region’s full obligation. This decreases the tax levy requirements by
$13.3 million.



The impact of the change in funding formula for Emergency Medical Services reduces
the tax levy requirement by $2.3 million as the Province moves toward true 50/50
funding.



                                          22
                     2008 Operating Highlights

The Region’s share of Ontario Disability Support Payment (ODSP) costs is
increasing by $3.9 million or an average 8.6%, while the Province have uploaded the
Ontario Drug Benefits reducing the tax levy pressures by $5.2 million. The total budget
for 2008 is $21.1 million.

Payments to Social Housing providers increase by $3.0 million.

Additional FTE’s to maintain MAG service standards in the Courts increase the tax levy
pressure by $0.9 million.

The Region’s share of Municipal Property Assessment Corporation (MPAC) costs
for 2008 is $1.0 million higher.

Annualization - $7.0 million

This category includes the additional costs of 2007 commitments for new initiatives and
incremental debt charges.

Transit budgets include $1.0 million reduction for incremental debt charges.


York Regional Police budgets include annualization related to 2007 hires and
incremental debt of $3.5 and $0.4 million respectively.

Solid Waste Management includes $2.7 million to annualize the Source Separated
Organics program expanded to the reminder of the Region.

The Roads program includes $0.6 million in the 2008 budget to annualize incremental
debt charges on new roads.

IT Services Microsoft licences $0.5 million



Growth - $10.3 million

This category includes costs required to maintain existing levels of service for York
Region’s growing population and business base.

York Regional Police plan to hire 45 new officers and 20 civilians at a cost of $2.7
million, to address the expanding and more diverse needs of residents and businesses in
York Region.

Transit budgets include an additional $4.7 million to respond to increasing ridership as
a result of Regional growth. This investment maintains service levels in the face of on-
going growth. It includes rapid transit, conventional transit and specialized transit
services.

Emergency Medical Services requires $1.9 million to hire 26 new paramedics to staff
increases in weekly ambulance unit hours and 2 additional operations support staff to
maintain quality standards and continue to meet legislated requirements.




                                         23
                      2008 Operating Highlights

Public Health requires $0.1 million to hire 4 new Health Protection and Control staff to
manage Food Safety and Infectious Diseases Control due to Legislative changes.

Solid Waste Management includes an additional $0.9 million to process the increased
tonnage as a result of the population increase.

The $0.3 million increase for Corporate Support will provide for normal growth related
initiatives.

The Roads program includes growth related costs of $0.3 million for contractor increase
system growth and 1 new Project Manager for the Intelligent Transport System (ITS).

An increase in the number of charges filed reduces the tax levy requirement by $0.6
million for Court Services.



New Services / Enhancements - $23.2 million

This category includes costs to provide new or enhanced levels of service in 2008.

Contributions to the current year capital program for Transit, Roads, EMS and Police
will be increased by $7.9 million. This represents a down payment on new capital
initiatives and helps to mitigate reliance on debt.

Solid Waste Management increased division activities with the introduction of
Community Environmental Centres (CEC), the first one in the City of Vaughan at a cost
of $1.0 million.

Transit will experiment with Bio-diesel (BC#8) at a cost of $0.2 million.

Emergency Services additional Call Takers at a cost of $0.3 million.

Community Services & Housing increased funding at a cost of $5.4 million.

The 2008 budget includes $6.6 million to help fund replacement of existing assets as
they reach the end of their useful life. The funds will supplement the balance of the
Capital Asset Replacement Reserve.

York Regional Police plan to hire 22 new officers and 15 civilians at a cost of $1.6
million, to address the expanding and more diverse needs of residents and businesses in
York Region.

$0.1 million increase for Corporate Support that reflects new initiatives in the Office of
the CAO.




                                          24
                           2008 Operating Highlights

Future Outlook

As part of the annual budget process, the Region takes a multi-year perspective to
ensure that strategic plans consider the impact of future trends and pressures. These
estimates reflect base and annualization cost increases as well as growth and
enhancement requests. On the revenue side, assessment growth is anticipated to be
slow somewhat. For 2009, 2010 and 2011 assessment growth is expected to be 2.8%,
2.5% and 2.4% respectively, down from 3.3% and 2.6% in 2007 and 2008 respectively.




                                                  Assessment Growth (% )

                   6.0

                   5.0

                   4.0

                   3.0

                   2.0

                   1.0

                   0.0
                                                                                           2008     2009     2010     2011
                             2003          2004       2005            2006     2007
                                                                                         Proposed Forecast Forecast Forecast

  Assessment Growth (%)       3.8           4.9           4.0          3.3      2.8        2.8          2.8      2.5        2.4
  Assessment Growth ($m)     $16.0         $25.3      $20.2          $15.2     $17.5      $18.4        $19.6    $18.7      $18.9




                                                       Increase in Tax Levy
                                                    After Assessm ent Grow th

 8%

 7%

        5.7%          6.3%
 6%
                                       5.3%                            4.8%
 5%
                                                                                  4.0%
 4%                                                                                               3.7%
                                                                                                               3.1%
 3%                                                   2.9%
                                                                                                                         2.9%
 2%

 1%

 0%
        2003       2004             2005           2006              2007        2008         2009          2010          2011
                                                                              Proposed      Forecast      Forecast      Forecast


                Note: Figures reflect assessment growth estimates used for budget purposes




                                                                25
26
                                   Transit Services


Departmental Description




                                                         Transit
                                                        Services




                                        York Region                   Rapid
                                          Transit                     Transit




                            Conventional              Specialized
                              Transit                 Mobility Plus




  Mission/Vision
     To provide quality public transit services which support the economic vitality, environmental
     sustainability and health of the Regional community.

  Mandate
    York Region Transit (YRT) will oversee the delivery of the Region’s family of transit services in
    2008. The conventional service will operate in all nine municipalities in the Region through three
    O&M contractors using a fleet of approximately 297 buses. The specialized service (Mobility Plus)
    will also deliver service Region wide with a fleet of over 60 vehicles. The Viva rapid transit
    services with a fleet of 90 vehicles will continue to operate in four designated corridors, including
    Yonge Street and Highway 7.

  Strategic Goals 2008 - 2011
     ƒ Implementation of 5 Year Plan – implementation of a new Five Year Service Plan, which will
         see revenue service hours increase by some 500,000 hours, fleet vehicles increase by about 84
         and ridership increase by 9.3 million riders by 2010 (including Viva)




                                                   27
                                  Transit Services


     ƒ   New Service Contracts - Through multiple Requests for Proposal (RFP) undertake competitive
         bid processes for the award of 3 new Operations and Maintenance contracts, through which to
         continue to effectively manage systems operations costs.
     ƒ   Funding – Assist in the pursuit of alternative sources of funding, including increases in
         provincial and federal tax dollars. Amendments to the Development Charges Act are also
         required to improve the revenues that can be collected for transit infrastructure from new
         development projects.
     ƒ   Marketing – Continue effective marketing of transit, as well as transit product improvements,
         to encourage a greater shift from private automobiles to public transit thereby increasing the
         transit modal share.
     ƒ   GTA Smart Card – Implement the GTA Smart Card in mid-year 2010
     ƒ   Smart Technologies – Continue introduction of new and innovative technologies, including:
                         x CAD\AVL (Computer Aided Dispatch & Automatic Vehicle Locator)
                         x Bus and terminal security cameras
                         x On-board stop annunciators and VMS (Variable Messaging Signs)
                         x On-board video monitors
                         x On-board Wi-Fi connections
                         x Real-time bus arrival information at bus stops
                         x Enhanced customer information through IVR (Interactive Voice Response)
                            phone systems and Web-based trip planning
     ƒ   AODA – Continue to monitor and maintain compliance with the Accessibility for Ontarians
         with Disabilities Act (AODA).
     ƒ   Environmental Stewardship – Continued research and implementation in the area of
         environmental stewardship, including possible use of hybrid\alternative fuel buses, solar
         powered passenger shelters etc.



Key Highlights
  2008 Planned Initiatives
     ƒ Introduction of new services (reduction from original 5 Year Service Plan 2006-2010)
     ƒ Rationalization of service on select underperforming routes
     ƒ Complete a new 5 Year Service Plan for Mobility Plus
     ƒ Roll-out of smart technologies on conventional fleet
     ƒ Creation of new Operating Control Centre for Conventional\Mobility services

  2007 Accomplishments
     ƒ Full use of contractor report cards to monitor and address service performance
     ƒ Introduction of contractor report card process in Mobility Plus
     ƒ Completion of draft ’08 Service Plan
     ƒ Level 1 NQI certification
     ƒ Service Efficiencies and Environmental programs (eg. Bio-diesel pilot, solar bus shelters &
        Dial-a-Ride Pilot)

                                                 28
                                      Transit Services


       ƒ   Smart Technologies (Launch of Web/IVR trip planner, terminal & on-board cameras & AVL)
       ƒ   New Marketing Plan & website
       ƒ   Completion of Community Safety Village transit building

Key Challenges
The following trends and issues will have an impact on the Department over the 2008 to 2011 timeframe.
   Regional growth
       ƒ Region’s population expected to increase by 4% a year for the next three years.
   Customer demand
       ƒ Demand for new and more frequent service continues to outpace financial ability to deliver
       ƒ Introduction of the GTA Smart Card “PRESTO” in mid-year 2010
   Environmental issues
       ƒ Introduction of alternative fuels (such as bio-diesel) and hybrid vehicles
   Financial constraints
       ƒ Investment for senior levels of government continues to be a challenge. Not only to create the
          infrastructure but also to fund ongoing operations
       ƒ Rising fuel costs

Service Challenges
Specific service challenges were identified as priorities for funding for 2008.

   New Service
     ƒ Includes a portion identified and approved from the 5 Year Service Plan. Several were deferred
         routes from 2006 and 2007 budget cycles. 2008 Service Initiative represents approximately 5%
         of direct contractor operating costs.

   Correction to Mobility Plus base service
      ƒ Includes additional amounts to more accurately restate costs of existing service due to incorrect
         estimates used in preparation of 2007 budget

   Environmental issues
      ƒ Performing pilot of use of bio-diesel fuel in select Viva vehicles. As was successful will be
         expanded to balance of Viva fleet in 2008


KPI Highlights

           2007 Actual         Rev/Cost Ratio-Conventional (YRT+Viva)                     39.7%
           2008 Budget         Rev/Cost Ratio-Conventional (YRT+Viva)                     40.4%

           2007 Actual         Ridership – Conventional (YRT+Viva)                    18,230,300

                                                      29
                                           Transit Services


           2008 Budget                Ridership – Conventional (YRT+Viva)                                         20,219,000

           2007 Actual                Revenue Vehicle Hours – Conv (YRT+Viva)                                       1,003,011
           2008 Budget                Revenue Vehicle Hours – Conv (YRT+Viva)                                       1,083,378



Operating Impact of Capital
               $000's                                                                                                         Total
                                          2008          2009        2010          2011          2012        2013-2017
                                         Budget        Outlook     Outlook       Outlook       Outlook       Outlook
OPERATING COSTS
    Salaries and Benefits                    175            175            175          175          175           875            1,750
    Debt Repayment                           375          5,340         11,021       12,950       14,830       124,019          168,536
    Other                                  2,277          6,052         11,151       16,475       21,891       191,612          249,460
TOTAL GROSS COST                           2,828         11,567         22,347       29,600       36,896       316,507          419,745

Less Revenue                                 284          1,218          2,484        3,752        5,069        45,259           58,067
Less Savings DC on Debt                        0              0              0            0            0             0                0
TOTAL NET COST (TAX LEVY)                  2,543         10,349         19,863       25,848       31,827       271,248          361,678

Note: The Net Operating Impact figures shown above do not include the impact of setting up Replacement
Reserves.

Staffing Resources

 Permanent FTE's             2005         2006            2007              2008               2009             2010           2011
                            Budget       Budget          Budget           Request             Outlook         Outlook         Outlook


 Full- Time FTE's
 (PFT)                         95.0          98.0           115.0                120.0            124.0           124.0           124.0
 Part- Time FTE's
 (PPT)                          7.3              5.6             8.1                8.1               8.1               8.1            8.1
 Total Permanent
 FTE's                        102.3         103.6           123.1                128.1            132.1           132.1           132.1
 Net Change                    30.0           1.3            19.5                  5.0              4.0             0.0             0.0

 Casual (FTE
 Equivalent)                   14.5          18.5            16.0                  16.0            16.0             16.0              16.0




                                                                   30
                                                           Financial Summary

           Transit with Rapidco not Transferred


                                                       Tax Levy prior to Allocations

                                                   2005         2006          2007         2008          2009          2010          2011
                                                  Actual       Actual        Budget       Request       Outlook       Outlook       Outlook

              Conventional                          35,161       49,103        58,674       59,872        79,118        88,612        93,169
              Specialized                            6,759        8,644         8,076       10,011        10,633        11,172        11,710
              Rapid Transit                          7,149        8,959         8,008        7,909         8,065         7,742         6,883
              Tax Levy Prior to Allocations         49,069       66,706        74,757       77,792        97,816       107,526       111,762


                                                   2005         2006          2007         2008          2009          2010          2011
                                                  Actual       Actual        Budget       Request       Outlook       Outlook       Outlook

Expenditures
   Salaries and Benefits                              5,764        7,580        10,286       10,995        11,259        11,519        11,784
   Program Specific Expenses                         49,290       58,971        93,120      101,468       111,628       121,195       131,574
   Professional Contracted Services                  11,427       26,280         3,198        1,600         1,635         1,669         1,704
   General Expenses                                   2,705        3,548         4,300        5,043         5,188         5,334         5,486
   Occupancy Costs                                    2,518        2,403         4,286        4,965         5,085         5,205         5,328
   Minor Capital                                         98           62            31           36            37            37            38
Expenditures                                         71,802       98,844       115,220      124,107       134,832       144,959       155,914


Financing Costs and Contributions to Reserves
    Financing Costs                                   4,922       10,288        12,325       12,455        21,809        28,024        30,089
    Contribution to Reserves                             82          105            89            0             0             0             0
    Contribution to Capital                           4,199        4,200         5,200        6,200         7,200         8,200         9,200
Financing Costs and Contributions to Reserves         9,203       14,593        17,614       18,655        29,009        36,224        39,289

Gross Expenditures                                   81,005      113,437       132,834      142,763       163,840       181,183       195,204

Revenues
   Grant Subsidies                                     (294)           0             0             0             0             0             0
   User Fees                                        (31,586)     (40,428)      (48,742)      (50,129)      (56,317)      (63,794)      (73,419)
   Fees and Charges                                       0         (137)         (200)         (300)         (306)         (311)         (317)
   Development Charges                                 (711)        (788)         (997)       (1,019)       (1,021)       (1,020)       (1,020)
   Contribution from Reserves                          (120)      (9,220)       (9,220)      (14,520)       (9,393)       (9,559)       (9,729)
   Third Party Recoveries                                (9)         (44)           (6)           (6)           (6)           (6)           (6)
Revenues                                            (32,719)     (50,616)      (59,164)      (65,973)      (67,042)      (74,691)      (84,492)


Negotiated Specific & Recoveries
   Negotiated Specific                                  251          247           531          562           573           583           593
   Departmental Charges & Recoveries                    695        3,814           707          797           809           823           838
   Capital Recoveries                                  (163)        (176)         (150)        (356)         (365)         (373)         (381)
   Other Recoveries                                       0            0             0            0             0             0             0
Negotiated Specific & Recoveries                        783        3,885         1,087        1,003         1,017         1,034         1,050


Gross Expenditures including Negotiated
Specific & Recoveries                                81,788      117,322       133,922      143,765       164,857       182,216       196,254


Tax Levy Prior to Allocations                        49,069       66,706        74,757       77,792        97,816       107,526       111,762


Allocations and Recoveries                            2,716        2,995         3,117        3,167         3,227         3,285         3,344


Net Levy                                             51,785       69,701        77,875       80,959       101,043       110,811       115,106




                                                                        31
                                                   Financial Summary

                  Transit Conventional

                                                 2005       2006       2007          2008        2009        2010       2011
                                                Actual     Actual     Budget        Request     Outlook     Outlook    Outlook

Expenditures
        Salaries and Benefits                     2,240      3,162         5,154      5,268       5,374       5,477      5,583
        Program Specific Expenses                49,249     58,947        66,351     72,438      79,892      86,919     94,576
        Professional Contracted Services            484        636         1,621        720         734         749        763
        General Expenses                          1,257      1,532         1,890      2,212       2,266       2,320      2,375
        Occupancy Costs                           2,223      1,540         2,645      3,018       3,083       3,145      3,209
        Minor Capital                                42          6             4          7           7           7          7
Expenditures                                     55,494     65,822        77,664     83,663      91,356      98,617    106,513


Financing Costs and Contributions to Reserves
        Financing Costs                           4,230      8,338        10,638     10,529      19,845      26,026     28,055
        Contribution to Reserves                      0          0             0          0           0           0          0
        Contribution to Capital                   4,199      4,200         5,200      6,200       7,200       8,200      9,200
Financing Costs and Contributions to Reserves     8,429     12,538        15,838     16,729      27,045      34,226     37,255

Gross Expenditures                               63,924     78,360        93,502    100,391     118,401     132,842    143,768

Revenues
       Grant Subsidies                             (294)         0             0           0           0          0          0
       User Fees                                (28,467)   (28,872)      (33,144)    (33,027)    (37,066)   (41,993)   (48,340)
       Fees and Charges                               0          0             0           0           0          0          0
       Development Charges                         (711)      (788)         (997)     (1,019)     (1,021)    (1,020)    (1,020)
       Contribution from Reserves                   (80)    (1,755)       (1,755)     (7,055)     (1,787)    (1,818)    (1,849)
       Third Party Recoveries                         0         (0)            0           0           0          0          0
Revenues                                        (29,551)   (31,415)      (35,896)    (41,101)    (39,873)   (44,830)   (51,209)


Negotiated Specific & Recoveries
        Negotiated Specific                         168        165           356        377         384         391        398
        Departmental Charges & Recoveries           783      2,144           813        456         462         470        479
        Capital Recoveries                         (163)      (150)         (101)      (251)       (256)       (261)      (266)
        Other Recoveries                              0          0             0          0           0           0          0
Negotiated Specific & Recoveries                    789      2,159         1,068        581         590         600        610


Gross Expenditures including Negotiated
Specific & Recoveries                            64,712     80,518        94,570    100,973     118,991     133,442    144,378


Tax Levy Prior to Allocations                    35,161     49,103        58,674     59,872      79,118      88,612     93,169


Allocations and Recoveries                        1,820      2,007         2,089      2,122       2,162       2,201      2,241


Net Levy                                         36,981     51,110        60,763     61,994      81,280      90,813     95,410




                                                               32
                                                           Financial Summary

           Transit Specialized


                                                 2005           2006            2007         2008         2009         2010         2011
                                                Actual         Actual          Budget       Request      Outlook      Outlook      Outlook

Expenditures
   Salaries and Benefits                            2,038          1,654           1,608        1,692        1,757        1,821        1,887
   Program Specific Expenses                            0              0           6,616        8,320        8,900        9,400        9,900
   Professional Contracted Services                 4,617          7,055             175          105          107          109          112
   General Expenses                                   518            256             333          384          396          409          421
   Occupancy Costs                                      0             40               1           85           89           94           98
   Minor Capital                                        4              2               0            0            0            0            0
Expenditures                                        7,178          9,007           8,732       10,587       11,250       11,833       12,419


Financing Costs and Contributions to Reserves
    Financing Costs                                       15            174         119           129          131          133          136
    Contribution to Reserves                              82            105          89             0            0            0            0
    Contribution to Capital                                0              0           0             0            0            0            0
Financing Costs and Contributions to Reserves             97            279         207           129          131          133          136

Gross Expenditures                                  7,275          9,286           8,939       10,715       11,381       11,967       12,555

Revenues
   Grant Subsidies                                      0              0               0            0            0            0            0
   User Fees                                         (707)          (736)           (723)        (757)        (802)        (850)        (901)
   Fees and Charges                                     0              0               0            0            0            0            0
   Development Charges                                  0              0               0            0            0            0            0
   Contribution from Reserves                          (8)            (8)             (8)          (8)          (8)          (8)          (8)
   Third Party Recoveries                              (9)           (44)             (6)          (6)          (6)          (6)          (6)
Revenues                                             (724)          (788)           (737)        (771)        (816)        (865)        (916)


Negotiated Specific & Recoveries
   Negotiated Specific                                    18             17           37           39           40           41           42
   Departmental Charges & Recoveries                     191            132         (153)          48           48           49           50
   Capital Recoveries                                      0             (3)         (11)         (19)         (20)         (20)         (21)
   Other Recoveries                                        0              0            0            0            0            0            0
Negotiated Specific & Recoveries                         208            146         (127)          68           68           69           71


Gross Expenditures including Negotiated
Specific & Recoveries                               7,483          9,432           8,813       10,783       11,449       12,036       12,625


Tax Levy Prior to Allocations                       6,759          8,644           8,076       10,011       10,633       11,172       11,710


Allocations and Recoveries                               190            210         218           222          226          230          234


Net Levy                                            6,949          8,853           8,294       10,233       10,859       11,402       11,944




                                                                        33
                                                                  Financial Summary

           Transit - Rapid Transit with Rapidco not Transferred



                                                        2005           2006           2007         2008          2009          2010          2011
                                                       Actual         Actual         Budget       Request       Outlook       Outlook       Outlook

Expenditures
   Salaries and Benefits                                   1,486          2,764          3,524        4,035         4,128         4,220         4,314
   Program Specific Expenses                                  41             24         20,153       20,710        22,836        24,876        27,099
   Professional Contracted Services                        6,325         18,590          1,402          776           793           811           829
   General Expenses                                          930          1,761          2,077        2,447         2,526         2,606         2,689
   Occupancy Costs                                           296            824          1,641        1,861         1,914         1,966         2,021
   Minor Capital                                              52             53             27           29            29            30            30
Expenditures                                               9,130         24,015         28,824       29,858        32,226        34,509        36,982


Financing Costs and Contributions to Reserves
    Financing Costs                                             676       1,776          1,569        1,798         1,832         1,865         1,899
    Contribution to Reserves                                      0           0              0            0             0             0             0
    Contribution to Capital                                       0           0              0            0             0             0             0
Financing Costs and Contributions to Reserves                   676       1,776          1,569        1,798         1,832         1,865         1,899

Gross Expenditures                                         9,806         25,791         30,393       31,656        34,058        36,374        38,881

Revenues
   Grant Subsidies                                             0              0              0             0             0             0             0
   User Fees                                              (2,413)       (10,820)       (14,876)      (16,345)      (18,449)      (20,951)      (24,178)
   Fees and Charges                                            0           (137)          (200)         (300)         (306)         (311)         (317)
   Development Charges                                         0              0              0             0             0             0             0
   Contribution from Reserves                                (31)        (7,456)        (7,456)       (7,456)       (7,597)       (7,733)       (7,872)
   Third Party Recoveries                                      0              0              0             0             0             0             0
Revenues                                                  (2,444)       (18,413)       (22,532)      (24,101)      (26,352)      (28,996)      (32,367)


Negotiated Specific & Recoveries
   Negotiated Specific                                        65             64           138           146           149           152           154
   Departmental Charges & Recoveries                        (279)         1,538            47           294           298           304           309
   Capital Recoveries                                          0            (22)          (39)          (86)          (89)          (91)          (94)
   Other Recoveries                                            0              0             0             0             0             0             0
Negotiated Specific & Recoveries                            (214)         1,580           146           354           359           364           369


Gross Expenditures including Negotiated
Specific & Recoveries                                      9,593         27,371         30,539       32,010        34,417        36,738        39,250


Tax Levy Prior to Allocations                              7,149          8,959          8,008        7,909         8,065         7,742         6,883


Allocations and Recoveries                                      706            779        810           823           839           854           869


Net Levy                                                   7,855          9,737          8,818        8,732         8,904         8,596         7,753




                                                                               34
                                                         REGION OF YORK
                                                          2008 Budget Detail

Budget Variance Explanation
 Department:                                             Transportation & Works
    Branch:    Transit with Rapidco IN

Budget Change                                                                           Gross                        Net Tax Levy
                                                                                  ($000's)         %            ($000's)          %

   2007 Departmental Budget excl Depart'l Allocations and Cont'n to Capi $          128,721.7               $     69,557.3

   1.   Base - Price Pressure
             Conventional
             Staff Cost - Salaries & Benefits                                           313.5       0.2%             313.5             0.5%
                  including - 2007 HR Conversion (2FTE) & Staff transfer from BSS due to re-org.
             Payment to Contractor ( includes Fuel Escalation)                        2,535.1       2.0%           2,535.1             3.6%

               Insurance                                                                285.0       0.2%             285.0             0.4%
               Winter Maintenance                                                       200.0       0.2%             200.0             0.3%
               BSS Allocation                                                            90.0       0.1%              90.0             0.1%

               Others                                                                   288.7       0.2%             288.7             0.4%
                                                                      (4,052.3)                                                        0.0%

                  Provincial Gas Tax (08 one time funding)                                                         (5,300.0)          (7.6%)
                  Fare Revenue - 07 Average Fare & Ridership Adjustment                                            4,729.5             6.8%

                  Fare Revenue - 08 Fare Increase                                                                  (2,092.0)          (3.0%)
                  Fare Revenue - Ridership Increase                                                                (1,476.0)          (2.1%)
                  Charter Revenue                                                                                      182.0            0.3%
                  Other Revenues ( Fine & Advertising & Devp't Charges)                                              (109.0)          (0.2%)

               Specialized
               Staff Cost - Salaries & Benefits                                           85.8      0.1%              85.8             0.1%
               Payment to Contractor                                                   1,258.1      1.0%           1,258.1             1.8%
               Revenue Decrease                                                                                         5.5            0.0%
                                                                        1,600.0
               Rapid Transit
               Staff Cost - Salaries & Benefits                                           64.4       0.1%             64.4              0.1%
               Payment to Contractor                                                     533.0       0.4%            533.0              0.8%
               Maintenance & Material Supplies - TMS                                     630.0       0.5%            630.0              0.9%
               Insurance                                                                 219.4       0.2%            219.4              0.3%
               Terminal Utilities & Garb                                1,479.9         (315.0)    (0.2%)           (315.0)           (0.5%)
                                                                          978.1
                  Fare Revenue - 07 Average Fare Adjustment                                                          777.5             1.1%

                  Fare Revenue - 08 Fare Increase                                                                  (1,075.0)          (1.5%)
                  Fare Re 7,237.45                                                                                   (951.0)          (1.4%)
                                                                                       6,188.0      4.8%              879.5             1.3%
        Efficiencies/Program Reductions
               Conventional
               Service Related - Payment to Contractor                                (1,354.1)    (1.1%)          (1,264.1)          (1.8%)

               Casual Salaries & Benefits                                               (337.7)    (0.3%)           (337.7)           (0.5%)
               Consultant Fee                                                           (180.0)    (0.1%)           (180.0)           (0.3%)
               Negotiated Cost                                                          (103.9)    (0.1%)           (103.9)           (0.1%)
               Winter Maintenance                                                        (50.0)    (0.0%)            (50.0)           (0.1%)

               Specialized
               Service Related - Payment to Contractor                                  (124.1)    (0.1%)           (124.1)           (0.2%)

               Rapid Transit
               Service Related - Payment to Contractor                                (1,466.0)    (1.1%)          (1,276.0)          (1.8%)
               Advertising & Publicity                                                  (100.0)    (0.1%)            (100.0)          (0.1%)
               Winter Maintenance                                                        (10.0)    (0.0%)             (10.0)          (0.0%)

                          - 3,725.75                                                  (3,725.7)    (2.9%)          (3,445.7)          (5.0%)




                                                                             35
                                                       REGION OF YORK
                                                         2008 Budget Detail

Budget Variance Explanation
 Department:                                           Transportation & Works
    Branch:    Transit with Rapidco IN

Budget Change                                                                             Gross                      Net Tax Levy
                                                                                    ($000's)       %            ($000's)          %

        Mandatory / Legislated
                                                                                             -      0.0%                -              0.0%
        Annualization
            Payment for GO Fare Integration                                              150.0       0.1%            150.0              0.2%
            DC Charges                                                                               0.0%            (21.2)           (0.0%)
                                                                                         (266.5)   (0.2%)   -        287.7            (0.4%)

                              3,245.20                                Total Base        2,195.8     1.7%    -      2,853.9            (4.1%)
   2.   Growth
                Conventional
        Priorit New Staff - Director-Operations (BC#1)
        Priorit New Staff - Data Analyst -Service Planning (BC#2)                          78.5      0.1%             78.5              0.1%
                Service Reduction                                                         (78.5)   (0.1%)            (78.5)           (0.1%)
        Priorit New Servic      54,346 Revenue Hours                                    4,332.9      3.4%          3,066.9              4.4%
                Vehicle Purchase                                                           80.0      0.1%             80.0              0.1%
                Allocate Vehicle Purchase to Capital                                      (80.0)   (0.1%)            (80.0)           (0.1%)

               Specialized
               Payment to Contractor - Mobility                                          570.3      0.4%             528.3             0.8%

                Rapid Transit
        Priorit New Staff (Special Constables - 4FTE, BC#6)                              354.8      0.3%             354.8             0.5%
                Increase of fine revenue                                                                             (40.0)
        Priorit New Servi        16,132 Revenue Hours                                   1,189.7     0.9%             778.7             1.1%

                                                                    Total Growth     6,447.700      5.0%           4,688.7             6.7%
   3.   Enhancements
             Rapid Transit
             Payment to contractor - Bio-diesel (BC#8)                                   200.0      0.2%             200.0             0.3%

                                                Total Enhancements                       200.0      0.2%             200.0             0.3%
   Total Base, Growth and Enhancements                                                 8,843.5      6.9%           2,034.8             2.9%
   4. 2008 Total with Base, Growth and Enhancements                                  137,565.2      6.9%          71,592.1             2.9%

   5.   Interdepartmental Allocations                                                   3,166.7                    3,166.7

   6.   2007 Contribution to Capital                                                    5,200.0                    5,200.0
        2008 Contribution to Capital Increase                                           1,000.0                    1,000.0

   7.   2008 Total Business Plan                                                     146,931.9                    80,958.8




                                                                               36
Efficiencies / Program Reductions

Department: Transportation & Works
Business Unit: York Region Transit

                                                                                                     Reductions
                                                                                                      ($000's)
Description                                             FTE                              Gross                           Net

One Time Cost Reductions
         Conventional


           Specialized




Efficiencies
           Conventional
           Service Related - Payment to Contractor                                                 (1,354)                        (1,264)
           Casual Salaries & Benefits                                                                (338)                          (338)
           Consultant Fee                                                                            (180)                          (180)
           Negotiated Cost                                                                           (104)                          (104)
           Winter Maintenance                                                                         (50)                           (50)

           Specialized
           Service Related - Payment to Contractor                                                   (124)                         (124)

           Rapid Transit
           Service Related - Payment to Contractor                                                 (1,466)                        (1,276)
           Advertising & Publicity                                                                   (100)                          (100)
           Winter Maintenance                                                                         (10)                           (10)



Program Reductions
         Conventional


           Specialized




TOTAL                                                         0                                    (3,726)                        (3,446)


Definitions:
(1)        One time cost reductions :    prior year approved funding for one time expenditures
(2)        Efficiencies:                 reductions within specific accounts or categories without an impact to service levels
(3)        Program Reductions:           elimination of programs as a result of discontinued funding or service level decisions




                                                                   37
Proposed New Staff Summary

Department: Transportation & Works
Business Unit: York Region Transit
                                                                                          Cost Savings
                                                                                            Revenue
                                               #      Type of                             Generated by
                                              of       FTE's      Gross        Net           FTE'S
Category/Description                         FTE's   (B/G/E/C)   ($000's)   ($ 000's)       ($000's)                     Outcome / Benefits Achieved

         Conventional
         Director - Operations                                                                           To alleviate the General Manager of a portion of a budgetary
         BC#1                                                                                            and operational span of control that has doubled in volume in
                                                                                                         the past 3 years. The benefits include increased emphasis and
                                                                                                         control over service contracts, enables General Manager more
                                                                                                         strategic, less operational focus, and create a more appropriate
                                                                                                         management structure. Position will be funded by Corporate
                                                                                                         and no FTE impact on Transit


         Data Analyst - Service Planning      1.0       G        $ 78.5      $ 78.5          $ 0.0       To ensure that data/statistics are collected, reviewed/analyzed
         BC#2                                                                                            in detail so that the results can be used to improve system
                                                                                                         efficiency and support decision making.




                       Conventional Perma     1.0                $ 78.5      $ 78.5          $ 0.0

         Specialized




                       Specialized Perman     0.0                 $ 0.0      $ 0.0           $ 0.0

         Rapid Transit
         Special Constables                   4.0       G        $ 354.8    $ 348.9         ($ 40.0)     Additional resources needed to maintain established inspection
         BC#6                                                                                            rate per audit review. One percent fare evasion equates to
                                                                                                         approximately $220,000 in revenue loss.

                       Rapid Transit Perma    4.0                $ 354.8    $ 348.9         ($ 40.0)



                  Total Permanent FTEs        5.0                $ 433.3    $ 427.4          $ 0.0




         Type of FTE's Legend:
         B         - Base
         B-M       - Base-Mandatory
         B-A       - Base-Annualization
         G         - Growth
         E         - Enhancement
         C         - Capital




                                                                                     38
                                                   Outlook Pressures
     Transit with Rapidco IN
                                                         ($ 000's)                     2009                          2010                          2011
                                                                              Gross           Net           Gross           Net          Gross            Net
     Budget excl. Interdepartmental & Contribution to Capital                     137,565       71,592       157,657         90,616        174,016              99,326


1.   Base
     Conventional
                     Salaries & Benefits                                              104            104            101           101            103               103
                     Payment to Contractor - rate increase                          2,800           2,800      3,000          3,000          3,300               3,300
                     Debt Principal & Interest                                      9,234           9,234      6,101          6,101          1,948               1,948
                     Others                                                           418            418            504           504            429               429
                      Fare Revenue Increase (rate & ridership increase)                         (4,093)                      (4,099)                            (5,423)
                      Provincial Gas Tax decrease (one-time funding in 08)                          5,300
                                                                                                       0                            0                                0
     Specialized                                                                                       0                            0                                0
                     Salaries & Benefits                                              65              65            64             64            66                 66
                     Payment to Contractor - rate increase                            350            350            250           250            250               250
                      Fare Revenue Increase                                                          (28)                         (28)                             (31)
                                                                                                       0                            0                                0
     Rapid Transit                                                                                     0                            0                                0
                     Salaries & Benefits                                              91              91            90             90            92                 92
                     Payment to Contractor - rate increase                            700            700            700           700            800               800
                      Fare Revenue Increase                                                     (2,004)                      (2,177)                            (2,877)
                                                                                                       0                                                             0
                                                                                   13,762       12,937        10,809          4,505          6,987              (1,344)


     Efficiencies/Program Reductions


                                                                                       0               0             0              0             0                  0
                                                                                                                                    0                                0
     Mandatory/Legislated


                                                                                       0               0             0              0             0                  0
                                                                                                                                    0                                0
     Annualization
     Conventional
                     Payment to Contractor                                          4,200           4,200            0              0             0                  0
                                                                                                       0
     Rapid Transit
                     Payment to Contractor                                          1,000           1,000
                                                                                                       0
                                                                                    5,200           5,200            0              0             0                  0


2.   Growth
     Conventional                                                                     500            375       4,000          3,000          4,400               3,300
                     Payment to Contractor                                                             0                            0                                0
                                                                                                       0                            0                                0
     Specialized                                                                                       0                            0                                0
                     Payment to Contractor                                            230            211            250           230            250               230
                                                                                                       0                            0                                0
                                                                                                       0                            0                                0
     Rapid Transit                                                                                     0                            0                                0
                     Payment to Contractor                                            400            300       1,300              975        1,400               1,050


                                                                                    1,130            886       5,550          4,205          6,050               4,580


3.   Enhancement


                                                                                       0               0             0              0             0                  0


4.   Total with Base, Growth and Enhancements                                     157,657       90,616       174,016         99,326        187,054          102,562



5.   Interdepartmental Allocations                                                  3,227           3,227      3,285          3,285          3,344               3,344


6.   Previous Year's Contribution to Capital                                        6,200           6,200      7,200          7,200          8,200               8,200


7.   2008 Business Plan Total                                                     168,084      101,043       185,502        110,811        199,598          115,106




                                                                             39
                                              Transportation and Works
                                            York Region Transit Operating

Service Level
                                                        Revenue Vehicle Hours - Conventional + Viva


                                       1,400,000

                                       1,200,000
             # Revenue Vehicle Hours




                                       1,000,000

                                        800,000

                                        600,000

                                        400,000

                                        200,000

                                              0
                                                   2002     2003     2004     2005     2006      2007     2008     2009    2010    2011
                                                   Actual   Actual   Actual   Actual   Actual   Budget   Budget   Outlook Outlook Outlook
         % Change from Previous Year               27.9%    22.7%    11.7%    19.1%    34.7%    2.7%     6.0%      6.2%    5.0%    5.0%
         Viva Revenue Vehicle Hours                                           56,319   242,252 253,492 253,332 267,834 281,226 295,287
         YRT Revenue Vehicle Hours                 452,787 555,395 620,366 682,660 752,894 768,839 830,046 882,538 926,664 972,998
         Budget                                             541,371 615,765 733,421 965,020


         Source: Annual vehicle hours operated by scheduled active “in-revenue” vehicles and do not include
         charters, deadheading, training, road tests and or maintenance related travel.


 What does the graph show?

     x     The total available vehicle hours throughout the Region for regular
           conventional and bus rapid transit services.
 Explanation of KPI Trend

     x     Combined revenue vehicle hours were 739,000 in 2005. In 2006, the first
           full year of Viva operations, they reached approximately 1 million hours.
     x     Actual revenue vehicle hours in 2006 were theoretically 3% higher than
           budget; however, this variance reflects the inclusion of budget dollars for
           contingency use (for weather, traffic and service related adjustments) but
           not included in the budgeted hours. Starting in 2008, it is proposed that
           contingency hours also be included in the budgeted hours.
     x     2007 combined revenue vehicle hours increase of 2.7% is due to the
           annualization of new service implemented in 2006, as well as additional
           service for a small portion of Priority 1 items




                                                                     40
                     Transportation and Works
                   York Region Transit Operating


x   The 6% increase in 2008 revenue vehicle hours reflects the growth in
    service required to match population increases in 2007 and 2008.
    Additional efficiencies/adjustments to existing routes have also been
    incorporated into the 2008 budget (ie. cancellation of Sunday service and
    late night service on all local routes).




                                    41
                                                               Transportation and Works
                                                             York Region Transit Operating


                                                                Revenue Vehicle Hours per Capita

                                                                                       Conventional + Viva


  4.00

  3.50

  3.00

  2.50

  2.00

  1.50

  1.00

  0.50

  0.00




                                                                                                                                                                                                                                    Calgary (2006)

                                                                                                                                                                                                                                                     Ottawa (2006)
                                                                                                                                                                                             Victoria (2006)
                                                                                                                                                                          STL Laval (2006)



                                                                                                                                                                                                               Mississauga (2006)
         YRT (2001)

                      YRT (2002)

                                   YRT (2003)

                                                YRT (2004)

                                                             YRT (2005)

                                                                          YRT (2006)

                                                                                       YRT (2007)

                                                                                                    YRT (2008)

                                                                                                                 YRT (2009)

                                                                                                                              YRT (2010)

                                                                                                                                           YRT (2011)



                                                                                                                                                        Brampton (2006)




                                                                                                                                                                                                                                                                     TTC (2006)
In the peer group comparison, York Region continues to provide the lowest rate of
service per capita. In 2005, 0.80 hours of service were provided per capita,
whereas the peer group range was between 1.00 and 3.50 per capita.

With the first full year of Viva in 2006, the overall York Region figure improves to
1.05 revenue vehicle hours per capita; however, it is expected to drop slightly to
1.02 in 2007 as result of service reductions made to offset the revenue ridership
shortfall. Revenue vehicle hours per capita begin to improve gradually again in
2008.




                                                                                                                    42
                                              Transportation and Works
                                            York Region Transit Operating


Community Impact
                                             Number of Passenger Trips - Conventional + Viva


                                   30,000



                                   25,000
        # Passenger Trips (000s)




                                   20,000



                                   15,000



                                   10,000



                                    5,000



                                       0
                                            2002     2003     2004      2005     2006      2007     2008     2009    2010    2011
                                            Actual   Actual   Actual    Actual   Actual   Budget   Budget   Outlook Outlook Outlook
   % Change from Previous Year              10.9%    21.7%    34.7%     10.2%    12.4%    17.0%    1.0%      7.3%    8.0%     10.0%
   Viva - Passenger Trips (000s)                                        1,054    5,165    6,330    6,810    7,321    7,906    8,697
   YRT - Passenger Trips (000s)              8,432   10,259   13,816    14,168   11,943   13,688   13,409   14,367   15,516   17,068
   Budget                                            9,010    12,874    14,803   18,828



 Source: Passenger Trips - Regular service passenger trips are linked trips riding one way from origin
 to final destination; passengers whose trip involves transfers count only as one.


What does the graph show?

   x   The total annual ridership for regular conventional and bus rapid transit
       services.
Explanation of KPI Trend

   x   Actual combined transit ridership (15.2 million) in 2005 was 3% higher than
       budgeted (14.8 million); however it should be noted that fewer riders shifted
       from conventional to Viva service than anticipated.
   x   In 2006, the first full year of combined operations, ridership increased by
       12% over 2005, but was 9% less than budget as Viva attracted fewer new
       riders than was originally projected.
   x   Ridership is expected to increase significantly in 2007, 2008 & 2009, as there
       is always a lag between service expansion and ridership growth.




                                                                   43
                         Transportation and Works
                       York Region Transit Operating



Comments / Background:
Target is to increase ridership by at least 5% each year (based solely on population
growth). Current a.m. peak hour modal share (percentage of population taking
bus) is 8%. Modal split target is 17% by 2031.




                                         44
                                                          Transportation and Works
                                                        York Region Transit Operating

                                                                            Passenger Trips per Capita

                                                                                     Conventional + Viva


  200.00

  180.00

  160.00

  140.00

  120.00

  100.00

   80.00

   60.00

   40.00

   20.00

    0.00




                                                                                                                                                                                                                                        Calgary (2006)
           YRT (2001)

                        YRT (2002)

                                     YRT (2003)

                                                  YRT (2004)

                                                               YRT (2005)

                                                                             YRT (2006)

                                                                                          YRT (2007)

                                                                                                       YRT (2008)

                                                                                                                     YRT (2009)

                                                                                                                                  YRT (2010)

                                                                                                                                               YRT (2011)




                                                                                                                                                                                                                                                         Ottawa (2006)
                                                                                                                                                                              STL Laval (2006)

                                                                                                                                                                                                 Victoria (2006)




                                                                                                                                                                                                                                                                         TTC (2006)
                                                                                                                                                                                                                   Mississauga (2006)
                                                                                                                                                            Brampton (2006)




Passenger trips per capita, while growing, still lags behind all others in the peer
group comparison.

It is expected that ridership will increase dramatically when BRT vehicles begin
operating in their own rights-of–way in the next phase of the Rapid Transit project.




                                                                                                                    45
                                      Transportation and Works
                                    York Region Transit Operating

Efficiency
                                  Gross Cost Per Revenue Vehicle Hour - Conventional + Viva


                         140.00


                         120.00


                         100.00
           $ per Hour




                          80.00


                          60.00


                          40.00


                          20.00


                             -
                                    2002     2003     2004         2005     2006      2007     2008     2009      2010      2011
                                    Actual   Actual   Actual       Actual   Actual   Budget   Budget   Outlook   Outlook   Outlook
  Gross Cost per Vehicle Hour       78.91    81.07    83.78        93.06    99.90    112.95   113.37   115.66    118.18    120.85
  % Change from Previous Year       10.4%    2.7%     3.3%         11.1%    7.3%     13.1%    0.4%      2.0%      2.2%      2.3%
  Budget                                     80.58    85.49        97.94    107.85


                                    2002    2003    2004    2005    2006      2007      2008      2009      2010      2011
             Data Table             Actual  Actual  Actual  Actual  Actual  Budget    Budget Outlook Outlook Outlook
                 Gross Cost (000s)   35,731  45,026  51,972  68,769  99,414 115,467 122,819 133,054 142,750 153,275
             Revenue Vehicle Hours 452,787 555,395 620,366 738,979 995,146 1,022,331 1,083,378 1,150,372 1,207,890 1,268,285




 Source: Gross Costs – Total direct operating expense plus cross boundary service expense (TTC
 including depreciation charges). Includes 92% Administration, 92% Marketing, 92% Service Planning,
 90% TMS, 100% Revenue Management. Excludes financing charges and occupancy costs.
 Vehicle Hours – Annual vehicle hours operated by active “in-revenue” vehicles in regular scheduled
 passenger vehicle service; does not include charters, deadheading, training, road tests and or
 maintenance the graph
What does related travel.show?

   x    The average total gross costs to operate an hour of regular conventional and
        bus rapid transit service combined (before any net adjustments for
        revenues).
Explanation of KPI Trend

   x    The combined cost of regular conventional and bus rapid transit operations in
        2005 was $93 per hour. The substantial increase over 2004 is largely the
        result of mobilization costs and indirect (non-transportation) costs incurred
        before rapid transit start-up.
   x    Substantial increases in contractor costs, including payment for dead head
        hours, increases in fuel and insurance premiums, as well as additional
        expenses for Fare Enforcement and new technology (primarily associated

                                                              46
                      Transportation and Works
                    York Region Transit Operating

    with Rapid Transit), have caused the Cost per Vehicle Hour to increase
    significantly in 2006 and 2007.
x   Actual 2006 cost per revenue vehicle hour was 7% less than budget due to
    lower winter maintenance costs, salary gapping and many Viva budget items
    being over stated due to lack of trend data available for use during budget
    preparation.
x   The budgeted 0.4% increase in 2008 is primarily due to contractor rate
    increases and TMS technology maintenance no longer being covered by
    warranty.




                                     47
                                                      Transportation and Works
                                                    York Region Transit Operating


                                                    Gross Cost per Revenue Vehicle Hour

                                                                              Conventional + Viva


   $180.00

   $160.00

   $140.00

   $120.00

   $100.00

    $80.00

    $60.00

    $40.00

    $20.00

      $-




                                                                                                                                                                                                                                        Calgary (2006)

                                                                                                                                                                                                                                                         Ottawa (2006)

                                                                                                                                                                                                                                                                         TTC (2006)
             YRT (2001)

                          YRT (2002)

                                       YRT (2003)

                                                    YRT (2004)

                                                                 YRT (2005)

                                                                              YRT (2006)

                                                                                           YRT (2007)

                                                                                                        YRT (2008)

                                                                                                                     YRT (2009)

                                                                                                                                  YRT (2010)

                                                                                                                                               YRT (2011)



                                                                                                                                                            Brampton (2006)




                                                                                                                                                                                                                   Mississauga (2006)
                                                                                                                                                                              STL Laval (2006)

                                                                                                                                                                                                 Victoria (2006)


Conventional transit services in the Region are comprised of YRT services operated
under contract with Miller Transit, Can-ar Coach Services and Laidlaw Transit, as
well as services contracted from the TTC. Viva services are operated under contract
with Veolia.

The introduction of Viva in 2005 caused the cost per hour to increase significantly in
2005 as it included one-time mobilization and start-up costs.

Substantial increases in contractor costs, including payment for dead head hours,
increased fuel prices and insurance premiums, as well as additional expenses for
Fare Enforcement and new technology (primarily associated with Rapid Transit),
have caused the Cost per Revenue Vehicle Hour to increase significantly in 2006
and 2007.

Minimal increases in the gross cost per revenue vehicle hour are expected over the
next few years.




                                                                                                                48
                                                                Transportation and Works
                                                              York Region Transit Operating


                                                 Passenger Trips per Revenue Vehicle Hour

                                                                                         Conventional + Viva


  60.00


  50.00


  40.00


  30.00


  20.00


  10.00


   0.00
          YRT (2001)

                       YRT (2002)

                                    YRT (2003)

                                                 YRT (2004)

                                                               YRT (2005)

                                                                            YRT (2006)

                                                                                          YRT (2007)

                                                                                                       YRT (2008)

                                                                                                                    YRT (2009)

                                                                                                                                 YRT (2010)

                                                                                                                                              YRT (2011)




                                                                                                                                                                                                                                       Calgary (2006)
                                                                                                                                                           Brampton (2006)




                                                                                                                                                                                                Victoria (2006)




                                                                                                                                                                                                                                                        Ottawa (2006)
                                                                                                                                                                             STL Laval (2006)




                                                                                                                                                                                                                                                                        TTC (2006)
                                                                                                                                                                                                                  Mississauga (2006)
Passengers per revenue vehicle hour on conventional services decreased in 2005
and 2006, as bus rapid transit services were implemented and new service added.

Ridership growth will eventually cause passengers per hour to increase, but there is
always a lag between service expansion and ridership growth.




                                                                                                                    49
                                       Transportation and Works
                                     York Region Transit Operating

Efficiency
                                    Gross Cost per Passenger Trip - Conventional + Viva

                         $6.50
                         $5.50
           $ per Trip



                         $4.50
                         $3.50
                         $2.50
                         $1.50
                         $0.50
                                    2002       2003       2004       2005         2006      2007     2008     2009      2010      2011
                                    Actual     Actual     Actual     Actual       Actual   Budget   Budget   Outlook   Outlook   Outlook
 Gross Cost per Passenger Trip      $4.24      $4.39      $3.76      $4.52        $5.81    $5.77    $6.07    $6.13     $6.09     $5.95
 % Change from Previous Year        27.3%      3.6%       -14.3%     20.1%        28.7%    -0.7%    5.3%     1.0%      -0.7%     -2.4%
 Budget                                        $4.84      $4.09      $4.85        $5.53    $5.80

                                     2002       2003       2004         2005       2006     2007    2008    2009    2010    2011
          Data Table                 Actual     Actual     Actual       Actual     Actual  Budget  Budget Outlook Outlook Outlook
               Gross Cost ($000s)     35,731     45,026     51,972       68,769     99,414 115,467 122,819 133,054 142,750 153,275
           Passenger Trips (000s)      8,432     10,259     13,816       15,222     17,108  20,018  20,219  21,688  23,422  25,765



Source: Gross Costs – Total direct operating expense plus cross boundary service expense (TTC
including depreciation). Includes 92% Administration, 92% Marketing, 92% Service Planning, 90% TMS,
100% Revenue Management. Excludes financing charges and occupancy costs.
Passenger Trips - Regular service passenger trips are linked trips riding one way from origin to final
destination; passengers whose trip involves transfers count only as one.

What does the graph show?

    x     The average total gross operating cost per passenger for a transit trip (before
          any net adjustments for revenues).

Explanation of KPI Trend
    x     Combined cost per passenger in 2005 was $4.52. This increase above the
          2004 cost per passenger rate was due to the one-time start-up costs for the
          bus rapid transit service.
    x     Substantial increases in contractor costs, including payment for dead head
          hours, increases in fuel and insurance premiums, as well as additional
          expenses for Fare Enforcement and new technology (primarily associated
          with Rapid Transit), caused the Cost per Trip to increase significantly in 2006.
    x     The actual 2006 cost per trip was 5% higher than budget primarily due to
          lower ridership than anticipated.
    x     2007 ridership is also expected to be lower than budget, thereby causing the
          gross cost per trip to increase.
    x     Gross cost per trip is expected to increase minimally for the next few years.




                                                                   50
                         Transportation and Works
                       York Region Transit Operating

Comments / Background:
System cost per trip is at the higher end of the industry norms due to recent
investment in service expansion. There is a natural lag between the addition of
service hours and an increase in passenger trips.




                                        51
                                      Transportation and Works
                                    York Region Transit Operating

  Efficiency
                                             Revenue / Cost Ratio - Conventional + Viva


                           60.0%



                           50.0%



                           40.0%



                           30.0%



                           20.0%



                           10.0%



                           0.0%
                                    2002      2003     2004          2005      2006       2007       2008       2009      2010      2011
                                    Actual    Actual   Actual        Actual    Actual    Budget     Budget     Outlook   Outlook   Outlook
    Revenue / Cost Ratio            43.6%     44.5%    50.2%         45.0%     39.7%     41.8%      40.4%      42.0%       44.3%      47.5%
    % Change from Previous Year     -20.5%    2.0%     13.0%         -10.5%    -11.8%    5.3%       -3.2%       3.7%       5.6%       7.2%
    Budget                                    41.2%    48.9%         42.5%     39.4%



                                    2002      2003     2004           2005      2006       2007       2008        2009       2010       2011
         Data Table                 Actual    Actual   Actual         Actual    Actual    Budget     Budget      Outlook    Outlook    Outlook
                 Revenue ($000s)    15,568    20,018   26,116         30,926    39,428     48,219     49,672      55,820     63,255     72,835
              Gross Costs ($000s)   35,731    45,026   51,972         68,769    99,414    115,467    122,819     133,054    142,750    153,275



Source: Revenue – Total operating revenues, including regular service passenger revenues plus other
operating revenues (i.e. school contracts, local charters, advertising and parking lot charges).
Gross Costs – Total direct operating expense plus cross boundary service expense (TTC including
depreciation). Includes 92% Administration, 92% Marketing, 92% Service Planning, 90% TMS, 100%
Revenue Management. Excludes financing charges and occupancy costs.

  What does the graph show?

     x    The percentage of operating costs that is recovered through operating
          revenues.

  Explanation of KPI Trend

     x    The combined revenue cost ratio dropped to 45% in 2005 due to the
          dramatic increase in revenue vehicle hours associated with rapid transit
          program along with the start up costs associated with the implementation of
          the rapid transit service.


                                                                52
                       Transportation and Works
                     York Region Transit Operating

x   Substantial increases in contractor costs, including payment for dead head
    hours, increases in fuel prices and insurance premiums, as well as, additional
    expenses for Fare Enforcement and new technology (primarily associated
    with Rapid Transit), have caused the revenue cost ratio to drop even further
    in 2006.
x   Actual 2006 revenue/cost ratio was marginally better than budget as reduced
    ridership was offset by reduced costs.
x   Despite several cost mitigation strategies implemented in 2007 to offset the
    ridership revenue shortfall, the revenue/cost ratio is expected to be lower
    than budget. The continuation of the cost mitigation strategies into 2008,
    along with an expected increase in ridership will cause the revenue/cost ratio
    to increase to 40.4%.




                                       53
                                                              Transportation and Works
                                                            York Region Transit Operating


                                                                                       Revenue/Cost Ratio

                                                                                       Conventional + Viva


  80%

  70%

  60%

  50%

  40%

  30%

  20%

  10%

   0%




                                                                                                                                                                                                                                     Calgary (2006)
        YRT (2001)

                     YRT (2002)

                                  YRT (2003)

                                               YRT (2004)

                                                             YRT (2005)

                                                                          YRT (2006)

                                                                                        YRT (2007)

                                                                                                     YRT (2008)

                                                                                                                  YRT (2009)

                                                                                                                               YRT (2010)

                                                                                                                                            YRT (2011)




                                                                                                                                                                           STL Laval (2006)

                                                                                                                                                                                              Victoria (2006)

                                                                                                                                                                                                                Mississauga (2006)



                                                                                                                                                                                                                                                      Ottawa (2006)

                                                                                                                                                                                                                                                                      TTC (2006)
                                                                                                                                                         Brampton (2006)




The revenue/cost ratio for conventional services reached 50% in 2004. The further
expansion of service, along with the introduction of bus rapid transit services, saw
that figure drop to 45% in 2005.

In 2006, the revenue/cost ratio dropped further as contractor costs, fuel prices,
insurance premiums increased substantially, as well as, additional expenses for Fare
Enforcement and new technology (primarily associated with Rapid Transit), and a
lower ridership than expected.

Lower than expected ridership in 2007 will cause the revenue/cost ratio to decline
again; however, it is expected to increase each year, beginning in 2008.




                                                                                                                  54
                                                      Transportation and Works
                                                    York Region Transit Operating


                                                                 Net Operating Cost per Capita

                                                                               Conventional + Viva


   $160.00

   $140.00

   $120.00

   $100.00

    $80.00

    $60.00

    $40.00

    $20.00

      $-




                                                                                                                                                                                                                                                          Ottawa (2006)
                                                                                                                                                                                                                                         Calgary (2006)
             YRT (2001)
                          YRT (2002)
                                       YRT (2003)
                                                    YRT (2004)
                                                                  YRT (2005)
                                                                               YRT (2006)
                                                                                            YRT (2007)
                                                                                                         YRT (2008)
                                                                                                                      YRT (2009)
                                                                                                                                   YRT (2010)
                                                                                                                                                YRT (2011)




                                                                                                                                                                               STL Laval (2006)
                                                                                                                                                                                                  Victoria (2006)




                                                                                                                                                                                                                                                                          TTC (2006)
                                                                                                                                                                                                                    Mississauga (2006)
                                                                                                                                                             Brampton (2006)




With the significant expansion of conventional transit services since amalgamation,
combined with the introduction of bus rapid transit services in 2005, net operating
cost per capita (i.e. after fare box and other revenues) has increased dramatically.
York Region, however, still trails some of its peer group in per capita spending on
public transit services. The cost per capita increased to $63.10 in 2006, with the
first full year of bus rapid transit services. The trend will continue in 2007, 2008 and
2009.




                                                                                                              55
                                       Transportation and Works
                                     York Region Transit Operating


Community Impact

                                 Number of Passenger Trips - Specialized Transit

                   450,000

                   400,000

                   350,000

                   300,000

                   250,000

                   200,000

                   150,000

                   100,000

                     50,000

                            0
                                2002      2003      2004       2005       2006       2007      2008      2009      2010      2011
                                Actual    Actual    Actual     Actual     Actual    Budget    Budget    Outlook   Outlook   Outlook
Number of Passenger Trips       191,402   210,868   251,094   260,673     283,887   287,400   322,000   341,300   361,800   383,500
Budget                                    180,634   243,800   288,758     279,887
% Change from Previous Year     13.8%     10.2%     19.1%          3.8%    8.9%      1.2%     12.0%      6.0%      6.0%      6.0%


Source: Passenger Trips – Total passenger trips for disabled persons who use any mode of specialized
transit service (small buses, modified vans, or services contracted out to local taxi companies). Includes
all three different trip types: Subscription/Pre-booked, Reservations, and On-demand/Day of Trip.




What does the graph show?

    x    The total annual ridership for Mobility Plus (specialized transit service of the
         York Region Transit system).

Explanation of KPI Trend

    x    January 2001, specialized transit services were assumed from local municipal
         transit agencies.
    x    In 2002, Mobility Plus introduced cross boundary service throughout the
         Region resulting in higher ridership growth in 2003 and 2004. Supporting this
         trip demand growth was a combined increase in the registrant base of over
         30% in 2003 and 2004.
    x    2005 trip demand increase represented registrants and trip (demand) growth
         trends.
    x    An 8.9% increase in ridership from 2005 to 2006, is due to a more accurate
         method of tracking ridership as a result of an enhancement to the scheduling
         software.
                                                              56
                            Transportation and Works
                          York Region Transit Operating

   x   Actual ridership in 2006 was 14% over budget primarily due to the more
       accurate method of tracking ridership that was used.
   x   Approximately 6% growth in ridership is expected over the next few years.
       The growth in the number of day programs and medical and retirement
       facilities within the Region is having a significant impact on the registrant
       base. The increase in the registrant base, as well as, an increase in the
       overall average number of trips per registrant is anticipated for all future
       years.
   x   As the population of the Region continues to grow older there will be
       continued pressure on the specialized service portion of Transit.

Comments / Background:
Most passenger trips are destined to day programs, then medical facilities followed
by social/recreational activities.




                                          57
                                                    Transportation and Works
                                                  York Region Transit Operating

Efficiency
                                             Gross Cost Per Passenger Trip - Specialized Transit

                                       35.0

                                       30.0

                                       25.0
           $ per Trip




                                       20.0

                                       15.0

                                       10.0

                                        5.0

                                         -
                                                 2002      2003      2004        2005      2006       2007      2008      2009      2010      2011
                                                 Actual    Actual    Actual      Actual    Actual    Budget    Budget    Outlook   Outlook   Outlook
  Gross Cost per Passenger Trip                  21.9      25.8      24.3        26.6      29.8       27.2      31.1      31.2      31.1      30.9
  Budget                                                   24.81     24.56       27.38     25.57
  % Change from Previous Year                    37.4%     17.9%     -5.7%       9.4%      12.2%     -8.7%     14.1%      0.5%     -0.5%     -0.7%



                                                  2002      2003      2004        2005      2006      2007      2008      2009      2010      2011
                        Data Table               Actual    Actual    Actual      Actual    Actual    Budget    Budget    Outlook   Outlook   Outlook
                           Gross Costs ($000s)     4,186     5,435     6,100       6,930     8,472     7,828    10,008    10,659    11,248    11,839
                               Passenger Trips   191,402   210,868   251,094     260,673   283,887   287,400   322,000   341,300   361,800   383,500



  Source: Passenger Trips – Total passenger trips for disabled persons who use any mode of specialized
  transit service (small buses, modified vans, or services contract out to local taxi companies). Includes
  all three different trip types: Subscription/Pre-booked, Reservations, and On-Demand/Day of Trip.
  Costs – Total direct operating expenses, including 8% Administration, 8% Marketing, 8% Service
  Planning, 10% TMS. Excludes financing charges, occupancy costs and contributions to reserve
  accounts.



What does the graph show?

   x   The average total gross operating cost per passenger for a specialized transit
       trip (before any net adjustments for revenues).

Explanation of KPI Trend
   x Starting in 2002, the impact of cross boundary travel resulted in longer trips
      and therefore, higher costs per trip.
   x    2003 reflects the impact of increased vehicle fleet maintenance and
        contracted meter rate increases in addition to the cost impact of the longer
        trips.


                                                                            58
                         Transportation and Works
                       York Region Transit Operating

x   Activities were carried out in 2004 to reduce maintenance costs, renegotiate
    fuel prices, and improve shared rides to reduce individual trip costs (such as
    through improved scheduling).
x   2005 reflects increased costs associated with cross boundary expansion on a
    one year trial, an increase in maintenance costs, and the full year impact of
    a 20% sedan taxi meter rate increase which applied to approximately 60%
    of total trips.
x   Actual cost per trip was over budget by 17% in 2006 due to longer than
    anticipated trip lengths and implementation of new service contracts which
    involved some overlap in service costs during the transition period.
x   Cost per trip is expected to decrease in 2007 as the transition phase/overlap
    of the new service contracts will no longer be affecting costs, as well as a
    number of productivity improvements are planned to be implemented, such
    as improved share riding, and enhanced scheduled trip audits.
x   Contractor rate increases in 2008, as well as an increase in intra-
    departmental charges are expected to increase the cost per trip by 14%.




                                       59
                                                   Transportation and Works
                                                 York Region Transit Operating


  Efficiency
                                                  Revenue / Cost Ratio - Specialized Transit

                           10.0%
                            9.0%
                            8.0%
                            7.0%
                            6.0%
                            5.0%
                            4.0%
                            3.0%
                            2.0%
                            1.0%
                            0.0%
                                       2002        2003       2004       2005         2006        2007       2008       2009       2010       2011
                                       Actual      Actual     Actual     Actual       Actual     Budget     Budget     Outlook    Outlook    Outlook
 Revenue / Cost Ratio                  9.3%         8.5%      9.2%       8.5%         7.9%       8.2%       7.6%        7.5%       7.6%       7.6%
 Budget                                             8.3%      9.1%       7.3%         9.3%
 % Change from Previous Year           -5.1%       -8.1%      7.5%       -7.3%        -7.2%      3.9%       -7.5%      -0.5%       0.4%       0.7%



                                        2002        2003       2004       2005        2006        2007       2008       2009       2010       2011
              Data Table                Actual      Actual     Actual     Actual      Actual     Budget     Budget     Outlook    Outlook    Outlook
                    Revenue ($000s)         388         463        558          588        666        640        757        802        850        901
                 Gross Costs ($000s)      4,186       5,435      6,100        6,930      8,472      7,828     10,008     10,659     11,248     11,839


Source: Revenue – Total operating revenues (not including Lease Recovery).
Cost – Total direct operating expenses, including 8% Administration, 8% Marketing & 8% Service Planning,
10% TMS. Excludes financing charges, occupancy costs and contributions to reserve accounts.



  What does the graph show?

       x       The percentage of specialized transit operating costs that are recovered
               through operating revenues.

  Explanation of KPI Trend

          x     Starting in 2002, the impact of cross boundary travel has resulted in longer
                trips and higher costs.
          x     Efforts undertaken in 2004 to share rides and reduce maintenance and fuel
                costs resulted in a return to a 2002 revenue/cost ratio.
          x     New initiatives for travelling across the Steeles Ave. boundary into Toronto
                and the removal of the personal attendant trip charge (which began in 2005)
                reduced the r/c ratio.

                                                                         60
                            Transportation and Works
                          York Region Transit Operating

   x   The decrease of revenue/cost ratio in 2006 is primarily due to longer trip
       lengths and the implementation of new service contracts which involved
       some overlap in service costs during the transition period.
   x   An increase in the r/c ratio is expected in 2007, as a number of productivity
       improvements are planned to be implemented, such as; improved share
       riding, and enhanced scheduled trip audits.
   x   The budgeted 2008 revenue/cost ratio is lower than previous years as the
       community bus revenue is no longer included in total Mobility revenue.


Comments / Background:
Cost recovery for specialized service is far lower than conventional service due to
the unique requirements of specialized transit. Items such as costs associated with
escorting passengers door-to-door. It is estimated that the current revenue/cost
ratio will improve over the next few years, based on continuous productivity
improvements.




                                         61
62
           York Region Rapid Transit Corporation

Departmental Description


                                                  Rapid
                                                  Transit




                                Rapid Transit               Rapid Transit
                                 Operating                    Capital


  Mission/Vision
     The York Region Rapid Transit Corporation is responsible for planning and implementing York Region’s
     rapid transit plan – a three phase strategy to ease gridlock, reduce air pollution and provide a viable
     alternative to the car.

  Mandate
    The York Region Rapid Transit Corporation is responsible for the construction, operation and
    maintenance of public transportation systems and transit-oriented development along rapid transit
    corridors and within designated urban centers.

  Strategic Goals 2008 – 2011
     x Commence construction on Phase 2 of the Viva network based on secured funding;
     x Deliver an effective communication program to all stakeholders;
     x Oversee Viva Phase 1 Operations as per business arrangements with YRT;
     x Deliver capital enhancements to Viva Phase 1 to ensure a high level of service quality while
         running in mixed traffic;
     x Improve service quality by adding on-road features such as queue jump lanes; and,
     x Improve Viva station amenities such as passenger information systems




  Key Highlights
  2008 Planned Initiatives
     ƒ Construct Viva Phase 2 – Cornell Terminal – Stage 1, providing for the opening of Viva Purple
         service to Cornell;
     ƒ Identify the location and acquire the property for the central operations and maintenance
         facility;
     ƒ Undertake preliminary engineering and design work for the Council approved segments of the
         Viva Phase 2 network;


                                                     63
         York Region Rapid Transit Corporation
   ƒ   Complete the North Yonge Subway Extension Environmental Assessment;
   ƒ   Undertake Federal Environmental Assessments for federally funded projects;
   ƒ   Improve service quality by constructing on-road features such as queue jump lanes and
       improving viva station amenities;
   ƒ   Issue a new RFP for rapid transit vehicles;
   ƒ   Complete all land transactions as per the Memorandum of Understanding with UPS and the City
       of Vaughan for the Steeles West Subway and Bus terminal; and,
   ƒ   Commence Storm pond decommissioning and replacement and initiate wastewater pipe and gas
       line relocation for land exchange relating to the Steeles West Subway and Bus terminal.

2007 Accomplishments
   ƒ Completed construction of the pedestrian bridge linking Richmond Hill Centre Terminal with
      Langstaff GO Station;
   ƒ Began Viva Phase 2 preliminary engineering and design;
   ƒ Began Viva Phase 2 design consultation process;
   ƒ Began North Yonge Street Transit Improvements Environmental Assessment;
   ƒ Received Provincial Environmental Assessment approval for Spadina Subway Extension;
   ƒ Began Federal EA for Spadina Subway Extension;
   ƒ Began Federal EA for rapid transit improvements on Yonge St. and Highway 7;
   ƒ Completed Conditions of Approval for Spadina Subway Extension Environmental Assessment;
   ƒ Received Provincial Environmental Assessment for Highway 7 and Markham North-South Link
      transit improvements;
   ƒ Began Provincial Environmental Assessment for the Yonge St. Subway Extension;
   ƒ Completed working and go-forward agreements with York Consortium 2002;
   ƒ Completed and awarded the Y2/H3 work plan agreement with York Consortium 2002;
   ƒ Ordered 14 new rapid transit vehicles;
   ƒ Took delivery of 5 new rapid transit vehicles;
   ƒ Rationalized service on Viva Green and Purple;
   ƒ Submitted GTTA Quick-Wins application for Phase 2 funding under the MoveOntario2020
      announcement;
   ƒ Combined the Davis Drive and North Yonge rapid transit EAs; converted them to a Class EA;
      and,
   ƒ Entered into a Purchase/Sale of Land agreement for lands related to the Steeles West Subway
      and Bus terminal land and TOD requirements.



Key Challenges

Increasing property values along the rapid transit corridors could impact the forecast cost of property
acquisition for Viva Phase 2 construction.

Confirming the Environmental Assessment process timelines and securing an early priority for funding
of the Yonge Subway Extension.



                                                  64
         York Region Rapid Transit Corporation
Securing stakeholder support for segregated rapidways along the Y2/H3 corridors.


Service Challenges

 The scale of the anticipated Rapidco work plan, including multiple EAs and a robust design and
 engineering program for Viva Phase 2, the Spadina Subway Extension and the Yonge Subway
 Extension, necessitates an increase in specialized staff resources to support and manage that work.

 Increasing traffic congestion and passenger volumes will continue to impact the speed and reliability
 of Viva Phase 1 service – additional vehicle service hours will be needed to maintain service levels
 over the short-term.

 Increasing property values along the rapid transit corridors could impact the cost of property
 acquisition for along the first segments of the system to be constructed.

 Long lead times for Rapid Transit Vehicle purchases.


KPI Highlights

Key Performance Indicators for Rapid Transit are included in the York Region Transit submission.




                                                 65
                York Region Rapid Transit Corporation

Operating Impact of Capital

$000's
                                                   2009            2010             2011            2012          2013 -2017
                                2008 Budget                                                                                       Total
                                                  Outlook         Outlook          Outlook         Outlook         Outlook

Operating Costs

    Debt Repayment                          0           4,494            16,189         19,357           26,434      224,324       290,798
    Other:phase II                          0           2,477             1,683         10,285           10,110       80,053       104,608
Total Gross Cost                            0           6,971            17,872         29,642           36,544      304,377       395,406

Less Revenue:Phase II                       0            (991)           (3,995)       (10,152)      (10,469)        (94,284)     (119,891)
Less DC on Debt                             0          (2,313)          (10,146)       (13,446)      (19,909)       (159,854)     (205,668)
Total Net Cost (TAX LEVY)                   0            3,667             3,731          6,044         6,166          50,239        69,847

Staffing Resources



 Permanent FTE's             2005         2006            2007**               2008               2009              2010          2011
                            Budget       Budget          Budget              Request          Outlook             Outlook        Outlook


 Full- Time FTE's
 (PFT)                           4.0             4.0             14.0                 17.0           17.0               17.0           17.0
 Part- Time FTE's
 (PPT)                           0.0             0.0              0.0                  0.0               0.0               0.0            0.0
 Total Permanent
 FTE's                           4.0             4.0             14.0                 17.0           17.0               17.0           17.0
 Net Change                      0.0             0.0             10.0                  3.0            0.0                0.0            0.0

 Casual (FTE
 Equivalent)*                    0.0             0.0              0.0                  0.0               0.0               0.0            0.0


*Casual (FTE Equivalent) will be total casual dollars divided by 1,820 (for a 7 hour work day) or 2,080 (for an 8 hour work day)
** Council authorized the establishment and filling of 7 staff positions which are integral to the implementation of the Spadina
Subway extension. The budget to support these positions is part of the subway cost of work approved by Regional Council.
(Committee May 10, 2007)




                                                                    66
                                                             Financial Summary

    Rapid Transit


                                        2005         2006         2007          2007         2008         2009         2010         2011
                                       Actual       Actual       Budget       Forecast      Request      Outlook      Outlook      Outlook

Expenditures
   Salaries and Benefits                    497          449        1,757         1,757         2,260        2,328        2,398        2,470
   Program Specific Expenses
   Professional Contracted Services         359          155          360           360          501          510          520          529
   General Expenses                          69           61          128           128          192          196          199          203
   Occupancy Costs
   Internal Charges/Recoveries
   Minor Capital                              3            0            3             3             6            6            6            6
Expenditures                                928          665        2,248         2,248         2,959        3,040        3,123        3,208



Financing Costs, Contrib to Reserves
    Financing Costs                       2,946        5,722       11,663        11,663        10,746       10,681       10,111        3,584
    Contribution to Reserves
    Contribution to Capital
Financing Costs, Contrib to Reserves      2,946        5,722       11,663        11,663        10,746       10,681       10,111        3,584

Gross Expenditures                        3,874        6,386       13,911        13,911        13,705       13,721       13,234        6,792

Revenues
   Grant Subsidies
   User Fees
   Fees and Charges
   Development Charges                     (581)       (1,091)      (2,385)       (2,385)      (2,207)      (5,143)      (6,315)      (2,351)
   Contribution from Reserves               (13)       (2,253)      (2,253)       (2,253)      (2,253)      (2,253)      (2,253)      (2,253)
   Third Party Recoveries
Revenues                                   (594)       (3,344)      (4,638)       (4,638)      (4,460)      (7,396)      (8,568)      (4,604)


Negotiated Specific & Recoveries
   Negotiated Specific                       278         802         1,036         1,036        1,082        1,103        1,122        1,143
   Intra Charges and Recoveries                0           0             0             0            0            0            0            0
   Capital Recoveries                     (1,192)       (818)       (1,665)       (1,665)      (2,213)      (2,255)      (2,296)      (2,337)
   Other Recoveries
Negotiated Specific & Recoveries           (915)          (16)       (629)         (629)       (1,131)      (1,153)      (1,174)      (1,195)



Gross Expenditures incl Negotiated
Specific & Recoveries                     2,960        6,370       13,282        13,282        12,574       12,568       12,060        5,597


Tax Levy Prior to Allocations             2,366        3,026        8,644         8,644         8,114        5,172        3,492         993


Allocations and Recoveries                      0            0        107           107          123          125          127          130


Net Levy                                  2,366        3,026        8,751         8,751         8,237        5,297        3,619        1,122




                                                                       67
Budget Variance Explanation
 Rapid Transit



Budget Change Explanations (2008/2007)                                                    Gross                     Net Tax Levy
                                                                               ($000's)           %            ($000's)          %

 2007 Departmental Budget excl Interdept'l Allocations and Cont'n to Capital   13,282                           8,644

 1 Base
          Salary&benefit                                                                  182           1.4%              182          2.1%
          General expense                                                                   1           0.0%                1          0.0%
          Professional Contracted Services                                                141           1.1%              141          1.6%
          Minor Capital                                                                     3           0.0%                3          0.0%
          Negotiated specific                                                              46           0.3%               46          0.5%
          Capital recovery decrease (increase)                                          (167)         (1.3%)            (167)        (1.9%)
                                                                                          207           1.6%              207          2.4%
     Efficiencies/Program Reductions


                                                                                            0          0.0%                0          0.0%
     Mandatory/Legislated



                                                                                            0          0.0%                0          0.0%
     Annualization
         Debt repayment                                                                 (917)         (6.9%)            (738)        (8.5%)
                                                                                        (917)         (6.9%)            (738)        (8.5%)
                                                                 Total Base             (710)         (5.3%)            (532)        (6.2%)
 2 Growth




                                                              Total Growth                  0          0.0%                0          0.0%
 3 Enhancements

          3 new FTE's Salary & Benefit                                                    321           2.4%              321          3.7%
          3 new FTE's General Expenses                                                     63           0.5%               63          0.7%
          Capital Recovery                                                              (382)         (2.9%)            (382)        (4.4%)




                                                      Total Enhancements                    2          0.0%                2          0.0%
 4 2008 Total with Base, Growth and Enhancements                                    12,574            (5.3%)            8,114        (6.1%)

 5        Interdepartmental Allocations                                                   123          0.9%              123          1.4%
          2007 Contribution to Capital
 6        2008 Contribution to Capital Increase                                             0                              0

 7 2008 Business Plan Total                                                         12,697            (4.4%)            8,237        (4.7%)




                                                                    68
Proposed New Staff Summary
Rapid Transit
* to be submitted and reviewed by HR prior to submission as Budget request
                                                                                              Cost Savings /
                                                                   Type of                      Revenue
                                                                    FTE's    Gross     Net    Generated by
Category/Description                                   # of FTE's (B/G/E/C) ($000's) ($000's) FTE's ($ 000's)                                 Outcomes/Benefits Achieved
Admin Assistant                                          1.00                  $67.6     $0.0                   Support Engineering and Finance leads
                                                                                                                Attend public meetings. Track resident/landowner/occupant concerns and their resolution.
                                                                                                                Ensure questions from the general public are addressed in a timely manner. Address issues
                                                                                                                on-site, when required. Liaise with engineers, planners, contractors, etc. to ensure any issues
                                                                                                                are resolved. Identify potential public concerns. Proactively seek ways to address public
                                                                                                                concerns. Identify strategies to manage public expectations. Assist in the development of
                                                                                                                communications strategies for survey and construction plans. Draft letters in response to
                                                                                                                public feedback. Draft and review communications materials including brochures, web copy,
                                                                                                                advertising copy, etc. related to Viva Phase 2 planning and construction, Spadina Subway and
                                                                                                                Yonge Street Subway. You will represent the best interests of YRRTC and objectives of the
                                                                                                                project. You will be expected to be familiar with the general scope and timing of the project, the
                                                                                                                internal and external stakeholder, the acquisition programme and the community consultation
                                                                                                                process. Be a principal contact person for Yonge Street stakeholders and community
                                                                                                                individuals and groups. Be expected to deal directly with the concerns or questions raised and
                                                                                                                refer and follow up on more technical or detailed enquiries or concerns to other team members
                                                                                                                for response. Be expected to attend regular communications meetings and to report weekly on
                                                                                                                contact information and emerging issues with the stakeholders, as well as attend any project
                                                                                                                meetings as requested by YRRTC staff. Be expected to attend and participate in all public
Community Liaison Officer                                1.00                $103.3    $0.0                     workshops, forums or information meetings.
                                                                                                                Assist in Project management and development review of the Yonge Street Subway project.
                                                                                                                Conduct a large preliminary engineering effort, manage R.O.W, ensure conformance with the
                                                                                                                approved EA's; manage current and provide advice on contracts with the consortia and design
                                                                                                                builder. Liaison with TTC project management on construction of sub-surface infrastructure.
                                                                                                                Understake design and construction of surface infrastructure within York Region, including
                                                                                                                commuter parking lots, bus terminals and passenger pick up and drop off facilities. Provide
Yonge Street Subway Project Engineer                     1.00                $150.4    $0.0                     input into the Federal Environmental Assessment.




                                                                                                 69
                                        Outlook Pressures
Rapid Transit

                        ($ 000's)                  2009                         2010                      2011
                                          Gross            Net          Gross          Net        Gross          Net

  Budget excl. Interdepartmental &          12,574             8,237      12,568         5,297      12,060         3,619
    Contribution to Capital

  Base
    Salaries & Wages                              23              25            28           30           27           29
    Other                                         34              34            32           32           34           34




                                                  57              59            60           62           61           63
  Efficiencies/Program Reductions




                                                   0               0            0            0            0            0
  Mandatory/Legislated




                                                   0               0            0            0            0            0
  Annualization
    Debt repayment                                -65          -3,001       -570        -1,742      -6,527        -2,563




                                                  -65          -3,001       -570        -1,742      -6,527        -2,563
  Growth




                                                   0               0            0            0            0            0
  Enhancement




                                                   0               0            0            0            0            0

  Total Base, Growth and Enhancements              -8          -2,942       -510        -1,680      -6,466        -2,500

  Interdepartmental Allocations                    2               2            2            2            3            3

  Contribution to Capital

  Business Plan Total                       12,568             5,297      12,060         3,619       5,597         1,122




                                                          70
                                             Roads

Departmental Description




  Mission/Vision
     The Roads Program is committed to providing a safe,
     effective and efficient transportation system that is
     complemented by various programs such as the Street
     Tree Program, Greening and Securement Strategy and
     Natural Heritage & Forestry Services. These programs
     are delivered through both contracted services and staff
     to the residents and businesses in York Region.

  Mandate
    The Roads Program is responsible for
       ƒ Planning for current and future transportation
          needs in the Region.
              ƒ Carry out the short and long term planning of the roads system to ensure the
                 Region’s growth demands are met.
       ƒ Design and Construction of all Regional Transportation Infrastructure
              ƒ Ensure the residents and businesses of the Region have a quality roadway network to
                 meet growing transportation needs
              ƒ Designed and built in the most context-sensitive and cost
                 effective manner.
       ƒ Management, Control and Maintenance of the Regional Road
          System
              ƒ Provide a safe environment for vehicle and pedestrian
                 traffic by maintaining the centralized traffic control system,
                 and providing information to the public
              ƒ Issuing permits related to the road system and installing
                 and maintaining signs on the road system.
       ƒ Protection and Rehabilitation of the natural environment
              ƒ Provide York Regional Forest management on 22 properties, to ensure this public
                 forest resource is available for the enjoyment of present and future generations.
              ƒ Protect private land forest resources through the administration of the Region’s
                 Forest Conservation By-law.


                                                   71
                                              Roads
                 ƒ   Ensure strategic protection and rehabilitation of the natural environment through the
                     strategic partnership delivery of the Regional Greening and Securement Strategies.

  Strategic Goals 2008 - 2011
     ƒ Expand pre-wetting of road salt program
     ƒ Implement the Intelligent Transportation System (ITS) Strategic Plan
     ƒ Real time travel information & traffic management
     ƒ Improve sign management processes
     ƒ Develop and Implement Capital Asset Management
     ƒ Implement vehicle performance tracking
     ƒ Enhanced Strategic partnership delivery of the Regional Greening Strategy
     ƒ Manage the Region’s street trees as a valuable asset which appreciates on the Regional road
         network

Key Highlights

  2008 Planned Initiatives
     Roads Maintenance
     ƒ The pre-wetting road salt program will be expanded to the
        newly renovated Central Patrol Yard in 2008, this program
        allows the use of salt during colder winter weather (-18 C
        or colder). Pre-wetting stockpiles of salt has reduced the
        amount of salt required on the roads by approximately
        20% while maintaining the safety of the traveling public.
     ƒ Implement initiatives identified in the Intelligent
        Transportation System (ITS) Strategic Plan including
        Telephone Traveler Information, Traffic Management for
        Highway 400 Closures, and Highway 7 / Highway 404
        Traffic Management System.
     ƒ Design and deploy Real Time Traveler Information system through which pre-trip and en route
        travel conditions can be accessed through web based and telephone media:
            ƒ     Real-time and static traffic information, including temporary or long-term road closures,
                  flow and incident information
             ƒ Real-time and static transit information, including service delays, schedule and fare
                  information, service announcements (some static information presently available through
                  York Region Transit (YRT) call centre system), trip planning, etc.
             ƒ Other relevant traveler information, including weather updates and public service
                  announcements.
     ƒ   Improve sign management process to enhance efficiencies, protect the region against corporate
         liability and improve traffic operation and safety.

     Fleet Operations
     ƒ The 2007 Roads Program Review - Management Recommendations requested a review of the
        Fleet Management System in order to ensure bulk fuel consumption patterns are effectively
        maximized and vehicle usage trends are optimally utilized.


                                                   72
                                           Roads

   Natural Heritage & Forestry Services
   ƒ Maintain the street tree inventory and to develop and forecast work planning, budget and
      alternate service delivery models.
   ƒ Critical review of street tree watering program practices and development of a comprehensive
      Street Tree Watering Strategy.
   ƒ Review and refinement of the Regional Greening Strategy to build on the successes of this
      innovative environmental program.

   Capital Assets
   ƒ The Region will be implementing capital asset accounting in 2008 / 2009 in accordance with
      The Public Sector Accounting Board (PSAB) of the Canadian Institute of Chartered
      Accountants (CICA) PSAB 3150. PSAB 3150 now requires municipalities to report on the
      status of municipal capital assets on their municipal financial statements beginning in 2009.
   ƒ Implement a Capital Asset Investment Strategy which would encompass identifying and
      recognizing items as capital assets, the measurement of capital assets, selecting and applying
      methods of amortization of capital assets, estimating useful lives, residual values, write downs
      and write offs of capital assets and the disclosure of capital assets and the maintenance of the
      Region’s capital assets. Capital Asset Management will give Roads a more proactive strategy in
      managing and maintaining its assets on and along the road network.

   Capital Delivery
   ƒ New development charge By-law has increased the percentage of funding from developers, this
      increase in development charges has freed up tax levy which will allows for improved capital
      asset management, implement initiatives identified in the Intelligent Transportation System
      (ITS) Strategic Plan, and the reduction in debenture financing.

2007 Accomplishments

   Roads Maintenance
   ƒ The line striping contracted service component of the zone marking program has been changed
      from contracted service to in-house service delivery. The three additional Transportation
      Maintenance Workers allow for improved service delivery to be more efficient and effective.
   ƒ The Optimized Service Delivery Plan for four additional Transportation Maintenance Workers
      was implemented which has allow for improved service delivery and quicker response to local
      needs and requirements for roadway sweeping, boulevard grass cutting and some winter road
      plowing. The Region expects to save $74K or $21 per lane km.
   ƒ The Intelligent Transportation System (ITS) Strategic Plan was completed in 2007. This plan
      has identified goals and directions for ITS technologies for the next ten years. In addition, it
      provided the basis for future applications for Transport Canada funding initiatives. The benefits
      associated with completing an ITS strategic plan are consistent with strategic planning projects.
      The benefits include defining and establishing goals and objectives for implementation,
      communicating goals and objectives to the organization’s constituents, ensuring the most
      effective use is made of ITS technology by focusing the resources on the key priorities, and to
      provide a base from which progress can be measured and establish a mechanism for informed
      change when needed.



                                                73
                                              Roads
     ƒ  York Region adopted a new policy for establishing speed limits on the Regional road network
        that will complement and support ongoing Regional initiatives to transform high speed, high
        volume urban arterial highways into urban streets that are more accommodating of pedestrians,
        cyclists and transit users.
     Fleet Operations
     ƒ Expanded our shared resources with York Regional Police to include the purchasing of light
        duty vehicles through shared resource tendering processes, and expanded the bulk fuelling
        capabilities by installing additional fuel storage tanks.
     Natural Heritage & Forestry Services
     ƒ Adoption of a York Regional Forest Hazard Tree Management Strategy, which demonstrates
        due diligence and allows for a safe public experience on our public lands.
     ƒ Completed a 5 Year Operating Plan for the York Regional Forest (2007-
        2011), which provides for strategic operational management of this public
        resource.
     ƒ Completed the development and population of our Street Tree asset
        management inventory. Over 30,000 street trees within the Regional road
        ROW are captured as Regional assets. The GIS database allows for more
        efficient and cost effective operational management.
     ƒ Through the Region’s Greening and Securement Strategy the Region has
        helped secure new properties for environmental purposes, secured
        Conservation Easements and assisted with securement of additional
        properties.
     ƒ Initiated a comprehensive street tree watering program during the summer drought of 2007.
        Water was delivered to stressed street trees through the services of a contractor, utilization of a
        Roads maintenance brine truck filled with water, and through the use of a stake truck retrofit
        with water tanks. Water is critical to the establishment of newly planted trees, particularly in
        drought stressed conditions. The program will be refined and adjustments made for the 2008
        field season.

Key Challenges
     Regional Growth
     ƒ Roads Maintenance – The continued increase in growth throughout the Region is causing traffic
        congestion levels to increase. In order to manage the growth, consideration is being given to
        solutions and alternatives that maximize efficiency, safety and the longevity of the Region’s
        road infrastructure. Developing Intelligent Transportation Systems will assist in addressing
        congestion on the Regional road system.
     ƒ Fleet Operations – Regional Fleet has increased from 90 vehicles in 1998 to over 230 vehicles
        in 2007. Software programs and performance measures are being put in place to ensure that the
        fleet is being maintained properly and customers are getting good value.
     ƒ Natural Heritage & Forestry Services – Population growth has increased the volume of
        recreational use of the York Regional Forest. To mitigate these pressures, there is a focussed
        effort to better manage and expand our publicly-owned forests. Increasing public interest in the
        conservation of our natural environment also raises the profile of the need to protect private
        forests through the administration of the Regions Forest Conservation By-law. In addition, the



                                                   74
                                             Roads
         Regions Greening Strategy needs to continue to demonstrate ‘in the ground’ action and
         leadership in the protection and restoration of our natural heritage.
     ƒ   Capital Delivery – Continued emphasis on an aggressive capital program will remain high on
         the agenda to address congestion.

Service Challenges
    Roads Maintenance
      ƒ Contracted services contract prices for snow removal have increased dramatically recently
          adding significant pressures to the Roads 2008 budget.
      ƒ Winter salt prices have increased 22% over the past two years due to higher transportation costs
          (fuel prices).
      ƒ Urban roads require more maintenance than rural roads i.e. grass cutting on a rural road is done
          twice a year, grass cutting on an urban road is done 11 times. Urban roads require sweeping,
          catch basin cleaning etc.
    Fleet Operations
      ƒ OMBI has developed over 70 performance measures that will serve as a basis to ensure the
          Region is performing all that is necessary to improve vehicle utilization. Fleet Operations is
          now developing tools and analysis to improve vehicle efficiency.
      ƒ Increase in fuel costs has impacted contract prices and the costs of operating vehicles. Bulk fuel
          purchases demonstrate a savings of $0.10 per litre and further analysis is being completed to
          determine if more fueling stations could be added to improve savings.
    Natural Heritage & Forestry Services
      ƒ With increased urban and rural pressures on private land forest resources, and with the
          development of a number of local municipal tree by-laws, it is increasingly important to raise
          the profile of the Regions Forest Conservation By-law, and harmonize the local tree protection
          interests with our municipal partners.
      ƒ The health of our street trees and the overall cost benefit of the street tree program need to
          continue to be aggressively assessed. This Regional asset continues to grow, as thousands of
          trees are planted annually within the road ROW. These trees require better planting conditions
          and critical maintenance (watering) to ensure survival and meet the expectations of our
          Streetscaping Policy. Increased costs are anticipated with the adoption of better planting and
          maintenance practices.
      ƒ Exotic invasive species, including insects such as the Asian Longhorned Beetle (ALHB), and
          the Emerald Ash Borer (EAB) continue to pose a threat to our forests and trees. These invasive
          species have the potential for significant economic consequences for the Regions operational
          business. We need to continue to be vigilant in our support function to contain the ALHB, and
          undertake risk assessments for pending threats such as the EAB infestation.
    Capital Delivery
      Historically, the annual capital budget has not fully been completed as budgeted. There are a
      number of reasons for this.
      ƒ The Region relies on many other sources to deliver its
          program. The Region has also engaged in an assortment of
          partnerships with area municipalities and with the MTO.
          Procuring agreement with these partners has proven to be a
          time consuming venture. It is important to note, in relation




                                                   75
                                              Roads
         to other municipalities the Region is managing one of the largest capital programs within
         Canada.
     ƒ   A significant increase in new legislation in recent years has played a major part in the inability
         to completely deliver the program as planned (i.e. Oak Ridges Moraine Act, Greenbelt Act, and
         The Environmental Assessment Act). Permitting processes, both Provincial and Federal, have
         become more elaborate and therefore more time consuming.

KPI Highlights

         2007 Actual         Cost per Lane KM – All Roadway Operations                $8,161 / lane km
         2008 Budget         Cost per Lane KM – All Roadway Operations                $8,252 / lane km

         2007 Actual         Cost per Lane KM of Roads Maintenance                    $6,380 / lane km
         2008 Budget         Cost per Lane KM of Roads Maintenance                    $6,425 / lane km

         2007 Actual         Cost per Traffic Signal                             $8,455 / traffic signal
         2008 Budget         Cost per Traffic Signal                             $8,567 / traffic signal

     2008 Budget pressure increases causing increases in KPIs are as follows:

     x   $0.7 M in Winter Contractor Maintenance (21% increase)
     x   $0.3 M in Allocated Insurance (36% increase)
     x   $0.2 M in Winter Salt prices (6% increase)
     x   $0.1 M in Boulevard Maintenance (Enhancement)
     x   $0.1 M in ITS Initiatives in Traffic Signals




                                                   76
                                                   Roads

Operating Impact of Capital


             $000's                                                                                2013 -
                                    2008          2009    2010    2011    2012                      2017
                                   Budget        Outlook Outlook Outlook Outlook                   Outlook       Total
OPERATING COSTS
 Salaries and Benefits                  0            269           277         428         441         2,532       3,947
 Debt Repayment                         0            440         5,706       5,706       5,706        28,530      46,088
 Contract / Other                     638            602           961       1,139       1,498         5,726      10,564
TOTAL GROSS COST                      638          1,311         6,944       7,273       7,645       36,788       60,599

Less Revenue                            0              0              0           0           0            0            0
Less DC on Debt 87.7%                   0          (387)        (5,021)     (5,021)     (5,021)     (24,193)     (39,643)
TOTAL NET COST (TAX LEVY)             638           924          1,923       2,252       2,624       12,595        20,956




Staffing Resources


Permanent FTE's            2005     2006           2007             2008              2009          2010          2011
                          Budget   Budget         Budget           Request        Outlook          Outlook       Outlook


Full- Time FTE's (PFT)-
Branch                     163.0     170.0           187.0                198.0         202.0          202.0         202.0
Full- Time FTE's (PFT)-
Support Services            19.0      20.0            23.0                 23.0          23.0           23.0          23.0
Part- Time FTE's (PPT)       1.0       1.0             2.0                  2.0           2.0            2.0           2.0
Total Permanent FTE's      183.0     191.0           212.0                223.0         227.0          227.0         227.0
Net Change                   0.0       8.0            21.0                 11.0           4.0            0.0           0.0

Casual (FTE Equivalent)      0.0           0.0            0.0               0.0              0.0           0.0           0.0




                                                           77
                                                         Financial Summary

           Roads


                                                      Tax Levy prior to Allocations
                                                 2005         2006           2007         2008         2009         2010         2011
                                                Actual       Actual         Budget       Request      Outlook      Outlook      Outlook

              Roads Maintenance                    22,137       21,039        23,477        25,456       26,690       27,971       29,315
              Fleet                                    71          -26           -17           -14          -15          -16          -16
              Forestry                                654        2,286         2,826         2,797        2,927        3,062        3,203
              Capital Delivery                     31,826       36,490        39,328        46,292       49,751       53,472       56,382
              Tax Levy Prior to Allocations        54,689       59,790        65,613        74,531       79,353       84,490       88,884


                                                 2005          2006          2007         2008         2009         2010         2011
                                                Actual        Actual        Budget       Request      Outlook      Outlook      Outlook

Expenditures
   Salaries and Benefits                             7,388       14,044        16,436        18,394       19,249       20,143       21,079
   Program Specific Expenses                         6,310        5,223         6,069         7,099        7,426        7,768        8,125
   Professional Contracted Services                  4,726        5,070         5,131         5,625        5,910        6,209        6,523
   General Expenses                                  6,599        7,023         8,139         8,318        8,703        9,106        9,528
   Occupancy Costs                                     858        1,165         1,298         1,369        1,444        1,523        1,606
   Minor Capital                                       127          181           286           291          305          319          334
Expenditures                                        26,009       32,705        37,358        41,096       43,036       45,068       47,194


Financing Costs and Contributions to Reserves
    Financing Costs                                  1,133        8,759        13,423        16,877       20,777       26,402       26,442
    Contribution to Reserves                           840        1,750         1,753         1,663        1,742        1,825        1,912
    Contribution to Capital                         32,900       33,500        34,912        41,149       44,149       47,149       50,149
Financing Costs and Contributions to Reserves       34,873       44,009        50,088        59,689       66,668       75,376       78,503

Gross Expenditures                                  60,881       76,714        87,446       100,785      109,704      120,443      125,698

Revenues
   Grant Subsidies                                       0             0             0            0            0            0            0
   User Fees                                             0             0             0            0            0            0            0
   Fees and Charges                                 -1,223        -2,084        -2,179       -2,567       -2,694       -2,829       -2,969
   Development Charges                                   0        -3,783        -6,956       -9,559      -12,898      -17,697      -17,719
   Contribution from Reserves                         -791        -1,367        -1,134       -1,138       -1,191       -1,247       -1,306
   Third Party Recoveries                             -550          -223          -489         -493         -516         -539         -564
Revenues                                            -2,564        -7,458       -10,759      -13,756      -17,299      -22,312      -22,558


Negotiated Specific & Recoveries
   Negotiated Specific                                -112         1,692         2,154        2,116        2,213        2,315        2,422
   Departmental Charges & Recoveries                -1,469          -446          -628         -907         -944         -993       -1,045
   Capital Recoveries                                 -705       -10,711       -12,612      -13,718      -14,333      -14,975      -15,646
   Other Recoveries                                      0             0            11           11           12           12           13
Negotiated Specific & Recoveries                    -2,286        -9,466       -11,074      -12,497      -13,051      -13,641      -14,256


Gross Expenditures including Negotiated
Specific & Recoveries                               58,595       67,249        76,372        88,288       96,653      106,803      111,442


Tax Levy Prior to Allocations                       56,031       59,790        65,613        74,531       79,353       84,490       88,884


Allocations and Recoveries                           1,790         4,848        3,539         3,030        3,169        3,315        3,468


Net Levy                                            57,821       64,638        69,151        77,561       82,522       87,805       92,352




                                                                       78
                                                           Financial Summary

           Roads - Roads Maintenance


                                                 2005            2006            2007         2008         2009         2010         2011
                                                Actual          Actual          Budget       Request      Outlook      Outlook      Outlook

Expenditures
   Salaries and Benefits                            6,502           6,858           7,994         8,281        8,671        9,079        9,506
   Program Specific Expenses                        6,293           5,213           6,038         7,068        7,393        7,733        8,089
   Professional Contracted Services                 4,377           4,297           4,248         4,658        4,898        5,150        5,416
   General Expenses                                 4,453           4,366           4,965         5,037        5,272        5,517        5,773
   Occupancy Costs                                    727           1,044           1,140         1,255        1,324        1,398        1,475
   Minor Capital                                      125              56              91            94           99          104          108
Expenditures                                       22,476          21,833          24,476        26,393       27,657       28,980       30,367


Financing Costs and Contributions to Reserves
    Financing Costs                                    706             846            655           820          858          897          938
    Contribution to Reserves                           840             350            350           260          275          290          307
    Contribution to Capital                              0               0              0             0            0            0            0
Financing Costs and Contributions to Reserves        1,546           1,196          1,005         1,080        1,132        1,187        1,245

Gross Expenditures                                 24,022          23,028          25,480        27,473       28,789       30,167       31,612

Revenues
   Grant Subsidies                                       0               0               0            0            0            0            0
   User Fees                                             0               0               0            0            0            0            0
   Fees and Charges                                 -1,080          -1,170          -1,367       -1,511       -1,590       -1,674       -1,761
   Development Charges                                   0               0               0            0            0            0            0
   Contribution from Reserves                         -525            -549            -519         -520         -545         -572         -599
   Third Party Recoveries                             -227             -69            -170         -174         -182         -190         -199
Revenues                                            -1,832          -1,788          -2,055       -2,205       -2,317       -2,435       -2,559


Negotiated Specific & Recoveries
   Negotiated Specific                                    297             283         619           621          649          679          711
   Departmental Charges & Recoveries                      301             471         365           341          379          408          439
   Capital Recoveries                                    -651            -955        -932          -775         -811         -848         -887
   Other Recoveries                                         0               0           0             0            0            0            0
Negotiated Specific & Recoveries                          -52            -201          52           187          218          239          262


Gross Expenditures including Negotiated
Specific & Recoveries                              23,970          22,827          25,532        27,661       29,007       30,407       31,874


Tax Levy Prior to Allocations                      22,137          21,039          23,477        25,456       26,690       27,971       29,315


Allocations and Recoveries                           1,656           2,893          1,682         1,578        1,651        1,727        1,806


Net Levy                                           23,793          23,933          25,159        27,034       28,341       29,698       31,121




                                                                         79
                                                           Financial Summary

           Roads Fleet

                                                 2005            2006            2007           2008            2009            2010            2011
                                                Actual          Actual          Budget         Request         Outlook         Outlook         Outlook

Expenditures
   Salaries and Benefits                               558             615            693             814             852             891             932
   Program Specific Expenses                            17              10             25              26              27              28              29
   Professional Contracted Services                      4              11             19              19              20              21              22
   General Expenses                                  1,947           1,753          1,979           2,103           2,200           2,301           2,407
   Occupancy Costs                                     131             119            149             100             105             109             114
   Minor Capital                                         0              15              6               6               7               7               7
Expenditures                                         2,658           2,523          2,871           3,068           3,209           3,357           3,511


Financing Costs and Contributions to Reserves
    Financing Costs                                       86             102             139         149             156             163             171
    Contribution to Reserves                               0               0               0           0               0               0               0
    Contribution to Capital                                0               0               0           0               0               0               0
Financing Costs and Contributions to Reserves             86             102             139         149             156             163             171

Gross Expenditures                                   2,744           2,625          3,011           3,217           3,365           3,520           3,682

Revenues
   Grant Subsidies                                          0               0           0               0               0               0               0
   User Fees                                                0               0           0               0               0               0               0
   Fees and Charges                                        -3              -3          -3              -4              -4              -5              -5
   Development Charges                                      0               0           0               0               0               0               0
   Contribution from Reserves                              -2              -2          -2              -2              -2              -2              -2
   Third Party Recoveries                                -312            -155        -319            -319            -334            -349            -365
Revenues                                                 -317            -160        -324            -325            -340            -356            -372


Negotiated Specific & Recoveries
   Negotiated Specific                                -435            -491            -669           -746            -781            -817            -854
   Departmental Charges & Recoveries                -1,914          -1,992          -2,008         -2,081          -2,176          -2,276          -2,381
   Capital Recoveries                                   -6              -8             -27            -79             -83             -87             -91
   Other Recoveries                                      0               0               0              0               0               0               0
Negotiated Specific & Recoveries                    -2,355          -2,491          -2,704         -2,906          -3,040          -3,180          -3,326


Gross Expenditures including Negotiated
Specific & Recoveries                                    388             134             307         311             325             340             356


Tax Levy Prior to Allocations                             71              -26            -17             -14             -15             -16             -16


Allocations and Recoveries                                 9              26              17             17              18              18              19


Net Levy                                                  81               0               0              3               2               3               3




                                                                         80
                                                           Financial Summary

           Roads Forestry


                                                 2005            2006            2007           2008         2009         2010         2011
                                                Actual          Actual          Budget         Request      Outlook      Outlook      Outlook

Expenditures
   Salaries and Benefits                                 328           497            646             547          572          599          626
   Program Specific Expenses                               0             0              6               6            6            6            7
   Professional Contracted Services                      345           755            748             832          870          910          952
   General Expenses                                      199           263            323             299          313          327          343
   Occupancy Costs                                         0             1              4               4            4            4            5
   Minor Capital                                           2            11             40              41           42           44           46
Expenditures                                             874         1,528          1,766           1,728        1,808        1,891        1,978


Financing Costs and Contributions to Reserves
    Financing Costs                                       74            80             68              83           87           91           95
    Contribution to Reserves                               0         1,400          1,403           1,403        1,467        1,535        1,605
    Contribution to Capital                                0             0              0               0            0            0            0
Financing Costs and Contributions to Reserves             74         1,480          1,471           1,486        1,554        1,625        1,700

Gross Expenditures                                       948         3,007          3,237           3,214        3,362        3,517        3,679

Revenues
   Grant Subsidies                                          0               0           0               0            0            0            0
   User Fees                                                0               0           0               0            0            0            0
   Fees and Charges                                      -140            -125        -179            -186         -195         -204         -213
   Development Charges                                      0               0           0               0            0            0            0
   Contribution from Reserves                            -264            -683        -488            -488         -511         -534         -559
   Third Party Recoveries                                 -11               0           0               0            0            0            0
Revenues                                                 -415            -809        -668            -674         -705         -738         -772


Negotiated Specific & Recoveries
   Negotiated Specific                                    26              24              87          68           71           74           77
   Departmental Charges & Recoveries                     144             125             222         229          240          251          263
   Capital Recoveries                                    -48             -62             -64         -49          -52          -54          -57
   Other Recoveries                                        0               0              11          11           12           12           13
Negotiated Specific & Recoveries                         121              87             256         258          271          283          296


Gross Expenditures including Negotiated
Specific & Recoveries                                1,069           3,095          3,493           3,472        3,633        3,800        3,975


Tax Levy Prior to Allocations                            654         2,286          2,826           2,797        2,927        3,062        3,203


Allocations and Recoveries                               125             246             138         144          151          158          165


Net Levy                                                 779         2,532          2,964           2,942        3,078        3,220        3,368




                                                                         81
                                                         Financial Summary

           Roads - Capital Delivery


                                                 2005         2006          2007         2008         2009         2010         2011
                                                Actual       Actual        Budget       Request      Outlook      Outlook      Outlook

Expenditures
   Salaries and Benefits                             8,312        6,074        7,103         8,751        9,154        9,575       10,015
   Program Specific Expenses                             0            0            0             0            0            0            0
   Professional Contracted Services                    125            7          116           117          122          128          134
   General Expenses                                  1,317          641          871           878          919          961        1,006
   Occupancy Costs                                     107            0            5            10           11           11           12
   Minor Capital                                       101          100          150           150          157          164          172
Expenditures                                         9,962        6,822        8,246         9,906       10,362       10,839       11,338


Financing Costs and Contributions to Reserves
    Financing Costs                                   267        7,731        12,561        15,825       19,676       25,251       25,239
    Contribution to Reserves                            0            0             0             0            0            0            0
    Contribution to Capital                        32,900       33,500        34,912        41,149       44,149       47,149       50,149
Financing Costs and Contributions to Reserves      33,167       41,231        47,473        56,974       63,825       72,400       75,388

Gross Expenditures                                 43,129       48,053        55,718        66,880       74,188       83,239       86,725

Revenues
   Grant Subsidies                                       0            0             0            0            0            0            0
   User Fees                                             0            0             0            0            0            0            0
   Fees and Charges                                   -770         -785          -630         -865         -905         -947         -990
   Development Charges                                 -56       -3,783        -6,956       -9,559      -12,898      -17,697      -17,719
   Contribution from Reserves                         -199         -133          -126         -128         -133         -140         -146
   Third Party Recoveries                                0            0             0            0            0            0            0
Revenues                                            -1,025       -4,702        -7,712      -10,552      -13,936      -18,784      -18,855


Negotiated Specific & Recoveries
   Negotiated Specific                               1,594        1,875         2,117        2,174        2,274        2,379        2,488
   Departmental Charges & Recoveries                   647          949           793          604          613          624          635
   Capital Recoveries                              -12,519       -9,686       -11,588      -12,814      -13,387      -13,986      -14,611
   Other Recoveries                                      0            0             0            0            0            0            0
Negotiated Specific & Recoveries                   -10,278       -6,861        -8,678      -10,036      -10,500      -10,983      -11,488


Gross Expenditures including Negotiated
Specific & Recoveries                              32,851       41,192        47,040        56,844       63,688       72,256       75,237


Tax Levy Prior to Allocations                      31,826       36,490        39,328        46,292       49,751       53,472       56,382


Allocations and Recoveries                           2,798        1,683        1,701         1,290        1,350        1,412        1,477


Net Levy                                           34,624       38,173        41,028        47,583       51,101       54,884       57,859




                                                                      82
                                                                                        REGION OF YORK
                                                                                          2008 Budget Detail

Budget Variance Explanation
               Department:                                                                                       Transportation & Works
                  Branch: Roads

 Budget Change Explanations (2008/2007)                                                                                                              Gross                         Net Tax Levy
                                                                                                                                              ($000's)          %              ($000's)         %

               2007 Departmental Budget Excluding Inter-departmental Charges and Contribution to Capital                                  $       41,460.0                 $     30,700.6

               1. Base - Price Pressure

                   Roads Maintenance (Winter, Non-Winter, Traffic Signals, Traffic Management & Safety, Sign Shop)
                         Wage increases (COLA)                                                                                                        246.2         0.6%            246.2           0.8%
                         Winter contractor tender increase                                                                                            698.9         1.7%            698.9           2.3%

                           Insurance allocation                                                                                                       181.2         0.4%             181.2          0.6%
                           Winter salt price increases                                                                                                181.9         0.4%             181.9          0.6%
                           Increase in Payment to Contractor                                                                                          118.7         0.3%             118.7          0.4%
                           Hydro and water                                                                                                             73.6         0.2%              48.6          0.2%
                           Misc. other account increases 2% - 3%                                                                                      186.0         0.4%             101.7          0.3%
                           Total Base - Price Pressure - Roads Maintenance                                                                          1,686.5         4.1%           1,577.2          5.1%
                   Fleet
                           Wage increases (COLA)                                                                                                        45.7      0.1%                45.7       0.1%
                           External vehicle repairs and maintenance                                                                                     45.0      0.1%                45.0       0.1%
                           Insurance allocation                                                                                                          0.3      0.0%                 0.3       0.0%
                           Misc. other account increases 2% - 3%                                                                                         3.0      0.0%                 3.0       0.0%
                           Recovery from other programs and departments                                                                               (87.2)    (0.2%)              (88.5)     (0.3%)
                           Total Base - Price Pressure - Fleet                                                                                           6.8      0.0%                 5.5       0.0%
                   Forestry
                           Salary allocation to capital projects                                                                                      (95.6)    (0.2%)              (95.6)     (0.3%)
                           Misc. other account increases 2% - 3%                                                                                         6.0      0.0%               (0.9)       0.0%
                           Total Base - Price Pressure - Forestry                                                                                     (89.6)    (0.2%)              (96.5)     (0.3%)
                   Capital Delivery
                           Wage increases (COLA)                                                                                                      404.6      1.0%                369.6       1.2%
                           Recovery from Capital                                                                                                    (216.0)     -0.5%              (216.0)      -0.7%
                           Total Base - Price Pressure - Capital Delivery                                                                             188.5      0.5%                153.5       0.5%
                           Total Base - Price Pressure                                                                                              1,792.4      4.3%              1,639.8       5.3%
                                                                                                                                                  1,792.36                         1,639.8
                  Efficiencies/Program Reductions
                    Roads Maintenance (Winter, Non-Winter, Traffic Signals, Traffic Management & Safety, Sign Shop)
                            Reduction in contribution to innovation reserve fund                                                                      (90.0)    (0.2%)              (90.0)     (0.3%)
                            Reduction in Negotiated Specifics                                                                                         (35.9)    (0.1%)              (35.9)     (0.1%)
                            Total Efficiencies/Reductions - Roads Maintenance                                                                        (125.9)    (0.3%)             (125.9)     (0.4%)
                    Capital Delivery
                            Reduction in Negotiated Specifics                                                                                        (211.3)    (0.5%)             (211.3)     (0.7%)
                            Recovery from Capital                                                                                                      242.7      0.6%               242.7       0.8%
                            Total Efficiencies/Reductions - Capital Delivery                                                                            31.4      0.1%                31.4       0.1%
                    Fleet
                            Reduction in leased vehicles                                                                                              (49.4)    (0.1%)              (49.4)     (0.2%)
                            Recovery from other programs and departments                                                                                49.4      0.1%                49.4       0.2%
                            Total Efficiencies/Reductions - Fleet                                                                                        0.0      0.0%                 0.0       0.0%
                  Mandatory / Legislated
                            Forestry -- Hazard Tree Management                                                                                          40.0        0.1%             40.0           0.1%
                                                                                                                                                        40.0        0.1%             40.0           0.1%
                  Annualization
                          Debt service                                                                                                              3,244.0         7.8%            641.2           2.1%
                                                                                                                                                    3,244.0         7.8%            641.2           2.1%

                                                                                                                Total Base                          4,981.8     12.0%              2,226.5          7.3%
               2. Growth
Priority           Roads Maintenance (Winter, Non-Winter, Traffic Signals, Traffic Management & Safety, Sign Shop)
           1             Contractor Increases (system growth 1.9% to 3.6%)                                                                            209.2         0.5%            184.2        0.6%
           3             Labour - 1 New Project Manager, Intelligent Transportation Systems (ITS)                                                     105.1         0.3%            105.1        0.3%
           1             Winter Salt (system growth 1.9%)                                                                                              56.3         0.1%             56.3        0.2%
           1             Hydro and water (system growth 3.6%)                                                                                          38.9         0.1%             32.9        0.1%
           2             Misc. other account increases (system growth 1.9% to 3.6%)                                                                     0.7         0.0%             (8.4)     (0.0%)
                         Total Growth - Roads Maintenance                                                                                             410.1         1.0%            370.0        1.2%

                   Fleet
           1               General growth 6.5% in Fleet - Fuel and Materials                                                                            75.6      0.2%                75.6       0.2%
           1               Recovery from other programs and departments                                                                               (78.0)    (0.2%)              (78.0)     (0.3%)
                           Total Growth - Fleet                                                                                                        (2.3)    (0.0%)               (2.3)     (0.0%)

                   Forestry
                          Growth of Regional Forest                                                                                                     50.0        0.1%             50.0           0.2%


           2               Misc. other account increases 2% - 3%                                                                                         0.0        0.0%              0.0           0.0%
                           Total Growth - Forestry                                                                                                      50.0        0.1%             50.0           0.2%

                   Development Approvals
           3             Labour - 1 New Project Manager, Development Approvals                                                                        105.1         0.3%            105.1           0.3%

                           Increase in Development Approval Revenues                                                                                                0.0%           (200.0)     (0.7%)
                   Capital Delivery
           1               New Project Team
                             Labour - 1 New Contract Administrators                                                                                   107.3         0.3%             12.9           0.0%
                             Labour - 1 Project Manager                                                                                               115.8         0.3%             13.9           0.0%
                             Labour - 1 Design Technician                                                                                              77.6         0.2%              9.3           0.0%

           2               New Legal Staff                                                                                                            228.8         0.6%            228.8           0.7%
                           Debenture Financing                                                                                                                      0.0%              0.0           0.0%
                           Additional Fundng to deliver $3.3 million of addition capital resurfacing and intersection projects
                            Labour - 3 New Contract Administrators                                                                                     321.8      0.8%                37.0       0.1%
                            Labour - 1 Electrical Design Technologist                                                                                   91.2      0.2%                10.5       0.0%
                            Labour - 1 Design Technologist                                                                                              91.2      0.2%                10.5       0.0%
           8               Misc. other account increases (system growth 1.9% to 3.6%)                                                                   (0.0)   (0.0%)                11.2       0.0%
                           Recovery from Capital                                                                                                   (1,035.7)    (2.5%)             (337.8)     (1.1%)

                           Total Growth - Capital Delivery and Development Approvals                                                                  102.9         0.2%            (98.7)     (0.3%)

                                                                                                                           Total Growth               560.7         1.4%            319.0           1.0%
               3. Enhancements                                                                                                                        560.7                         319.0
                    Roads Maintenance (Winter, Non-Winter, Traffic Signals, Traffic Management & Safety, Sign Shop)
                           Boulevard Maintenance                                                                                                      136.0      0.3%                136.0          0.4%
                                                                                                         Total Enhancements                           136.0      0.3%                136.0          0.4%
               Total Base, Growth and Enhancements                                                                                                  5,678.6     13.7%              2,681.5          8.7%
               4. 2008 Total with Base, Growth and Enhancements                                                                                    47,138.6     13.7%             33,382.1          8.7%

               5. Interdepartmental Allocations                                                                                                     3,029.7                        3,029.7

               6. 2007 Contribution to Capital                                                                                                     34,912.0                       34,912.0
                  2008 Contribution to Capital Increase                                                                                             2,937.2                        2,937.2
                                                                                                                                                    3,300.0                        3,300.0

               7. 2008 Business Plan Total                                                                                                         91,317.5                       77,561.0      12.2%
                                                                                                                             83
Efficiencies / Program Reductions

Department: Transportation & Works
Business Unit: Roads

                                                                                                              Reductions
                                                                                                                ($000's)
Description                                                                                       FTE       Gross       Net


Efficiencies/Program Reductions
  Roads Maintenance (Winter, Non-Winter, Traffic Signals, Traffic Management & Safety, Sign Shop)
      Reduction in contribution to innovation reserve fund                                                      (90)         (90)
      Reduction in Negotiated Specifics                                                                         (36)         (36)
      Total Efficiencies/Reductions - Roads Maintenance                                                        (126)        (126)
  Capital Delivery
      Reduction in Negotiated Specifics                                                                        (211)        (211)
      Recovery from Capital                                                                                      243          243
      Total Efficiencies/Reductions - Capital Delivery                                                            31           31

 Fleet
    Reduction in leased vehicles                                                                                (49)         (49)
    Recovery from other programs and departments                                                                  49           49
    Total Efficiencies/Reductions - Fleet                                                                          0            0

Total Efficiencies/Program Reductions                                                                           (94)         (94)

Definitions:
(1) One time cost reductions :     prior year approved funding for one time expenditures
(2) Efficiencies:                  reductions within specific accounts or categories without an impact to service levels
(3) Program Reductions:            elimination of programs as a result of discontinued funding or service level decisions




                                                                  84
Proposed New Staff Summary

Department: Transportation & Works
Business Unit: Roads
                                                                                                          Cost
                                                                                                        Savings
                                                                                                        Revenue
                                                                                                       Generated
                                                              #      Type of                               by
                                                             of       FTE's      Gross        Net        FTE'S
Category/Description                                        FTE's   (B/G/E/C)   ($000's)   ($ 000's)    ($000's)                                                       Outcome / Benefits Achieved

Permanent Full Time (PFT):


Project Manager, Development Approvals                       1.0       G        $ 103.3    $ 103.3       $ 0.0     This position is intended to fill a supervisory gap in the Development Approvals Group. Currently, there are 11 positions reporting to
                                                                                                                   one manager in a highly complex and pressure filled environment of reviewing, approving and monitoring the construction of
                                                                                                                   development and MOE transfer of review program approvals. It is intended that this position would provide additional needed
                                                                                                                   supervision to ensure a smooth and streamlined process is followed by staff and to ensure better scrutiny and adherence to timeline
                                                                                                                   commitments and to quality assurance and control standards. Also, this position is intended to provide a buffer during periods of
                                                                                                                   staff shortages or vacations and/or during periods of high inflows of development applications, so that the applications can be
                                                                                                                   processed in a more seamless, uninterrupted and timely manner.




Police Fleet Mechanic                                        1.0       G         $ 75.1     $ 75.1       $ 0.0     The growth in York Region's police fleet requires a mechanic dedicated to servicing police vehicles. To be recovered from Police as
-Recovery from Police                                                           ($ 75.1)   ($ 75.1)                a Negotiated Specific.


Project Manager, Intelligent Transportation Systems (ITS)    1.0       G        $ 103.3    $ 103.3       $ 0.0     The focus is on products and services that improve the transportation network efficiency. This position is responsible for
                                                                                                                   implementing items of the ITS master plan to manage congestion along the Regional road network. Facilitates the research,
                                                                                                                   development, and deployment of promising transportation systems and technologies. Works with innovative companies to bring
                                                                                                                   new concepts to reality. Perform tasks such as system design, data analysis, costs and benefits studies, and may participate in
                                                                                                                   software development. Communicate with stakeholders on key issues, manage budgets, and be responsible for deliverables.
                                                                                                                   Resposible for planning, specification and estimation of a various traffic management systems, standardization of vehicle detection
                                                                                                                   systems for long term system wide deployment, development and implementation of corridor management strategies, progressing
                                                                                                                   an automated system that displays dynamic traveler information and investigating and evaluating current technologies to collect
                                                                                                                   travel time information.




Contract Administrators                                      1.0       C        $ 107.3     $ 12.9       $ 0.0     In the 2008 capital budget, funding for major capital projects increases significantly starting in the year 2014. In order to deliver
                                                                                                                   anticipated volume of work and to ensure expenditures meet the funding commitments, additional capital delivery project teams are
                                                                                                                   required. To complete the planning and design phases of capital projects and have them ready for construction in 2014, planning
                                                                                                                   and design work must start as early as 2008. It is on this basis that new project teams are required in 2008 and 2009. Additional
                                                                                                                   staff are required for the continued support of the project managers and to fulfill the requirement to have fully staffed project teams.




Project Manager                                              1.0       C        $ 115.8     $ 13.9       $ 0.0     In the 2008 capital budget, funding for major capital projects increases significantly starting in the year 2014. In order to deliver
                                                                                                                   anticipated volume of work and to ensure expenditures meet the funding commitments, additional capital delivery project teams are
                                                                                                                   required. To complete the planning and design phases of capital projects and have them ready for construction in 2014, planning
                                                                                                                   and design work must start as early as 2008. It is on this basis that new project teams are required in 2008 and 2009. Additional
                                                                                                                   staff are required for the continued support of the project managers and to fulfill the requirement to have fully staffed project teams.




Design Technician                                            1.0       C         $ 77.6     $ 9.3        $ 0.0     In the 2008 capital budget, funding for major capital projects increases significantly starting in the year 2014. In order to deliver
                                                                                                                   anticipated volume of work and to ensure expenditures meet the funding commitments, additional capital delivery project teams are
                                                                                                                   required. To complete the planning and design phases of capital projects and have them ready for construction in 2014, planning
                                                                                                                   and design work must start as early as 2008. It is on this basis that new project teams are required in 2008 and 2009. Additional
                                                                                                                   staff are required for the continued support of the project managers and to fulfill the requirement to have fully staffed project teams.




                                                                                                                   Council authorized $3.3 million in tax levy which will deliver additional resurfacing and traffic signal projects. To complete these
Contract Administrators                                      3.0       C        $ 321.8     $ 37.0       $ 0.0
                                                                                                                   additional works 5 additional FTEs are required.
Design Technologist                                          1.0       C         $ 91.2     $ 10.5       $ 1.0
Electrical Design Technologists                              1.0       C         $ 91.2     $ 10.5       $ 2.0


                                    Total Permanent FTEs    11.0




  Type of FTE's Legend:
  B     - Base
  B-M - Base-Mandatory
  B-A - Base-Annualization
  G     - Growth
  E     - Enhancement
  C     - Capital




                                                                                                                     85
                                                      Outlook Pressures
   Roads
                                                              ($ 000's)                2009                          2010                         2011
                                                                               Gross          Net           Gross           Net         Gross            Net
   Departamental Budget excl. Interdepart'l & Cont'n to Capital                   47,139        33,382        52,503         35,204       59,654          37,341


1. Base & Growth
          Salary & Benefit Increases                                                   739           539            774           565           811            811
          Program Costs Increases                                                      309           309            323           323           338            238
          Payment to contractors                                                       487           483            500           496           525            401


                                                                                   1,535            1,331      1,598          1,384        1,675           1,451


   Efficiencies/Program Reductions




                                                                                        0              0             0             0              0              0
                                                                                                                                   0                             0
   Mandatory/Legislated




                                                                                        0              0             0             0              0              0
                                                                                                                                   0                             0
   Annualization


   Debt Interest & Principle Charges                                               3,830             491       5,552              753           (35)           (57)




                                                                                   3,830             491       5,552              753           (35)           (57)


3. Enhancement




                                                                                        0              0             0             0              0              0


4. Total with Base, Growth and Enhancements                                       52,503        35,204        59,654         37,341       61,293          38,735



5. Interdepartmental Allocations                                                   3,169            3,169      3,315          3,315        3,468           3,468


6. Previous Year's Contribution to Capital                                        41,149        41,149        44,149         44,149       47,149          47,149
   Contribution to Capital Increase/(Decrease)                                     3,000            3,000      3,000          3,000        3,000           3,000



7. Business Plan Total                                                            99,822        82,522       110,118         87,805      114,910          92,352




                                                                          86
                                         Transportation and Works
                                       Roads Transportation Operating

Service Level
                                                                                                         x YORK
                                             Number of Lane Kilometres
                                                                                                         x OMBI
                   3,800

                   3,600
      Kilometres




                   3,400

                   3,200

                   3,000

                   2,800
                           2002     2003     2004     2005          2006     2007      2008   2009    2010    2011
                           Actual   Actual   Actual   Actual        Actual   Actual   Budget Outlook Outlook Outlook

    # of Lane KMs          3,112    3,158    3,256    3,298         3,327    3,366    3,445   3,510   3,577   3,645
    % Change               1.07%    1.48%    3.10%    1.29%         0.88%    1.17%    2.35%   1.90%   1.90%   1.90%
    Budget                          3,177    3,261    3,295         3,359    3,473


    Source: Lane Km records are maintained by the Roads Operations Technologist (Bales).


Lane Kilometres: A lane kilometre is a continuous lane of road that conveys traffic
in one direction. Total lane kilometres are determined by multiplying the number of
centre line kilometres by the number of lanes for each road.

What does the graph show?
x     The total number of lane kilometres in the Regional road system.

Explanation of KPI Trend

x Constructed 33 new lane kilometres (km) in 2002, 46 km in 2003 and 98km in
  2004.
x The 2005 capital program completed 42 new lane kilometres. These projects
  include the widening of Islington Avenue - Langstaff Road to Rutherford Road,
  Islington Ave - Rutherford Road to Major Mackenzie Drive, Markham Bypass –
  Phase I – Highway 407 to Highway 7, Markham Bypass – Phase II – 16th Ave to
  Major Mackenzie, and Elgin Mills – Bayview to Markland and Highway 404
  Interchange.

x The 2006 capital program                    completed 29 new lane kilometres. These projects
  include Markham Bypass -                    Phase 3 from Hwy 7 to 16th Avenue, St Johns Side-
  road from Yonge Street to                   Bayview Avenue, Gamble Road from Yonge Street to
  Bathurst Street, and Major                  Mackenzie from Kennedy to Hwy 48.

x In 2007, Capital Delivery completed 39 new lane kilometres. These projects
  included construction of 8kms from Major Mackenzie Drive to Hwy 48, 12kms
  received on 2nd Concession from Green Lane to Queensville Sideroad and 19kms
  received on Warden Ave from Ravenshoe to Baseline Road.


                                                               87
                           Transportation and Works
                         Roads Transportation Operating

x In 2008, Capital Delivery is expected to complete 59 new lane kilometres
  (including carry-overs) and adopt 20 lane kilometres from the province (Highway
  7 from Markham Road to Don Cousens Parkway). 59 new lane kms include:

      o   Teston Rd., Weston to Jane                    9 kms

      o   9th Line, Hwy 407 to Markham Bypass           7 kms

      o   Bathurst St, King to Wellington               12 kms

      o   Bathurst St., Wellington to Mulock            11 kms

      o   Hwy 427, Arterial Extension to Zenway Blvd.   4 kms

      o   Warden Ave., McPherson to Hwy 407             2 kms

      o   Teston Rd., Dufferin to Bathurst              6 kms

      o   Weston Rd., Major Mackenzie to Teston         4 kms

      o   Stouffville Rd., McCowan to Hwy 48            4 kms



Comments / Background:
x York Region has approximately $3.2 billion in assets and roads (3,366 lane kms).
  Roads infrastructure represents $1.1 billion or approximately 35% of the
  Region’s assets.




                                            88
                                         Transportation and Works
                                       Roads Transportation Operating



Service Level                                                                                                 x YORK

                                             Number of Traffic Signals

                         900
                         800
       Traffic Signals




                         700
                         600
                         500
                         400
                         300
                                2002   2003   2004   2005   2006  2007    2008   2009   2010   2011
                               Actual Actual Actual Actual Actual Actual Budget Outloo Outloo Outloo
     T raffic Signals           581    593      619     664       689       709       735      761         787      813
     % Change                  3.38%   2.07%   4.38%   7.27%    3.77%     2.90%     3.67%     3.54%        3.42%   3.30%
     Budget                            619      639     674       700       716



    Source: Signal intersection records are maintained by Roads Traffic Operations Technologist (Bales).




What does the graph show?
x     The total number of traffic signal intersections maintained by the Region.

Explanation of KPI Trend
x Rapid growth in the Region of York has resulted in an increase in the number of
  traffic control signals to ensure public safety and to improve traffic flow. In
  2005, 20 signals were transferred to the Region’s Centralized Traffic Control
  System from the area municipalities as a result of the Viva initiative, and an
  additional 25 signals were constructed.

Comments / Background:

In 2006, the Region of York maintains 580 Region owned signals and 109 from
others (Highway 407, Provincial Highways and Local Municipalities).




                                                           89
                                                                        Transportation and Works
                                                                      Roads Transportation Operating

                              Community Impact
                                                                                                                                     x        YORK
                                                                                                                                     x        OMBI
                                                                         Vehicle Density - Congestion
                                             5,000
Vehicle Kms /Day / Lane Kms




                                             4,000

                                             3,000

                                             2,000

                                             1,000

                                                 0
                                                       2002      2003      2004     2005      2006        2007     2008   2009    2010    2011
                                                      Actual    Actual    Actual   Actual    Actual      Actual   Budget Outlook Outlook Outlook
                                  Vehicle Density      4,336    4,554      4,580    4,688        4,536    4,602    4,613   4,645     4,677     4,709
                                  % Change            3.88%     5.03%     0.56%     2.36%    -3.24%      1.45%    0.25%    0.69%     0.69%     0.69%
                                  Budget                        4,338      4,382    4,692        4,772    4,846


                                                     2002      2003      2004      2005      2006        2007      2008     2009      2010       2011
                                    Data Table       Actual    Actual    Actual    Actual    Actual      Actual   Budget   Outlook   Outlook    Outlook
                              Vehicle Kms/Day
                              (000's)                13,494    14,382    14,911    15,460    15,091      15,490   15,893   16,306    16,730     17,165

                              Lane Kms               3,112     3,158      3,256    3,298     3,327       3,366    3,445    3,510      3,577      3,645
                                Vehicle Kms
                              (000's)/Day             642       888       529       549      -369         30       403      413       424        435


                                  Lane Kms            33        46         98       42           29       39       79        65          67       68




                                  Source: Vehicle Density records are maintained by Roads Traffic Safety Operations Technologist


                              Vehicle Kilometres: Total number of vehicle kilometres travelled on the Regional
                              road system on a 24-hour basis.
                              Lane Kilometres: The total number of lane kilometres in the Regional road system.

                              What does the graph show?
                              x     Average utilization (vehicle kms) per day that travel over one lane kilometre of
                                    Regional road.

                              Explanation of KPI Trend
                              x     The population growth has exceeded the increase in road lane kilometres over
                                    the past number of years. In 2003 the population growth in York Region was
                                    4.7% compared to a 1.48% growth in lane kilometres.

                              x     The 2006 and 2007 count data calculated an estimate Average Daily Vehicle
                                    Kilometre travelled on York Region Roads based on the Annual Average Daily


                                                                                            90
                           Transportation and Works
                         Roads Transportation Operating

   Traffic volumes.    As historically noted, this data represents only roads within
   York’s ownership / jurisdiction and does not reflect all roads in the Region (local
   municipal / Provincial).


Comments / Background:
The road system continues to be under significant pressure due to the peak hour
congestion experienced by the travelling public. The congestion is now going
beyond the typical and expected peak hours and in some cases is experienced
throughout the day. In order to combat this, the Region is making an effort to
encourage greater utilization of public transport.




                                         91
                                                              Transportation and Works
                                                            Roads Transportation Operating

                        Community Impact
                                                                                                                                        x YORK
                                                                        Vehicle Collision Rate
                                       3.50
Collisions / Lane Kms




                                       3.00
                                       2.50
                                       2.00
                                       1.50
                                       1.00
                                       0.50
                                       0.00
                                               2002      2003      2004     2005           2006     2007      2008   2009    2010    2011
                                              Actual    Actual    Actual    Actual        Actual   Actual    Budget Outlook Outlook Outlook
                            Collision Rate     2.12      2.48      2.49      3.00          2.49      2.64     2.65     2.64      2.64      2.64
                            % Change          -15.87% 16.98%      0.50%     20.37% -16.84%          5.99%    0.04%    -0.28%    0.10%     0.10%
                            Budget                       2.23      2.41      2.47          2.52      2.54


                              Data Table       2002     2003      2004      2005          2006     2007      2008     2009      2010       2011
                                               Actual   Actual    Actual    Actual        Actual   Actual   Budget   Outlook   Outlook    Outlook
                        Collisions             6,600    7,835     8,115     9,894         8,300    8,900    9,078    9,260     9,445      9,634
                        Lane Kms               3,112    3,158     3,256     3,298          3,327   3,366    3,445    3,510     3,577      3,645
                          Accidents           -1,150    1,235      280      1,779         -1,594    600      178      182       185        189
                            Lane Kms            33        46       98        42            29       39       79        65        67         68


                            Source: Vehicle Density records are maintained by Roads Traffic Safety Operations Technologist (Bales).


                        Collisions: Total number of vehicle collisions reported during the year.
                        Lane Kilometres: Total number of lane kilometres in the Regional road system.

                        What does the graph show?
                        x Average number of vehicle collisions per year for one lane kilometre of Regional
                          road.

                        Explanation of KPI Trend
                        x     The Region of York uses a scientific process based on historic collision rates to
                              measure safety at intersections and target key areas that may require safety
                              improvements.

                        x     In 2002 and 2006, the collision rate decreased significantly due to very
                              favourable weather conditions. The decrease in 2002 was also due to increased
                              police enforcement, a decrease in self reporting of minor collisions and roadway
                              improvements to the Regional road network, improving safety levels.




                                                                                     92
                           Transportation and Works
                         Roads Transportation Operating

x   In 2003, 2005 and 2007 the collision rate increased due to adverse winter
    weather conditions and increased road congestion. The Region experienced 75
    winter events in 2005 and 85 in 2007, in comparison to an average of 55 events
    per winter season.



Comments / Background:

The Region is committed to improve road safety levels. The Transportation &
Works Department in conjunction with Regional Police and Public Health developed
a 3 year traffic safety strategy. This strategy includes reducing aggressive driving,
increasing pedestrian safety, reducing impaired driving and increasing seatbelt and
child restraint use.

The changes in collision rate are primarily related to weather conditions. An
increase in the number of winter events will increase the collision rate.




                                          93
                                                  Transportation and Works
                                                Roads Transportation Operating



 Efficiency
                                                                                                                         x YORK
                                          Cost per Lane Kilometre - All Roadway Operations

                     $10,000
                        $8,000
$ /Lane Km




                        $6,000

                        $4,000
                        $2,000

                            $0
                                  2002        2003      2004      2005          2006      2007      2008   2009    2010    2011
                                 Actual      Actual    Actual    Actual        Actual    Actual    Budget Outlook Outlook Outlook
               Cost/Lane KM       6,290       6,773     7,114     7,411         7,497    8,161      8,252    8,488      8,731        8,982
               % Change          16.74%      7.68%     5.04%     4.17%         1.16%     8.86%     1.12%     2.86%      2.86%        2.87%
               Budget                         6,387     6,413     7,198         7,713    7,705


               Data Table        2002        2003      2004      2005          2006      2007       2008      2009       2010          2011
                                 Actual      Actual    Actual    Actual        Actual    Actual    Budget    Outlook    Outlook       Outlook
    Total Cost $000's            19,574      21,388    23,164    24,441        24,942    27,469    28,428     29,798     31,234        32,740
    Lane Kms                      3,112       3,158      3,256    3,298         3,327      3,366     3,445      3,510      3,577         3,645

             Total Cost $000's    2,985       1,815      1,776    1,276           501      2,527      960       1,370      1,436         1,506
             Lane Kms                 33          46        98        42            29        39        79        65            67           68

             Source: Non-winter (program #37010), Winter Maintenance (program #37040), Traffic Signals (program #37110)
             and Administration (program #37000)



 Total Costs: Total operating costs for road maintenance (including winter
 maintenance and non-winter), traffic signal maintenance and administrative support
 costs. Excludes - Patrol Yards & Fleet costs and Forestry programs.
 Lane Kilometres: The total number of lane kilometres in the Regional road
 system.

 What does the graph show?
 x The total annual operating costs per lane kilometre of Regional road including all
   road maintenance and traffic signal maintenance costs.

 Explanation of KPI Trend
 x In 2002 cost increased by 17% primarily due to unanticipated electricity price
   increases (deregulation), higher salt prices and unanticipated roadside grading.
 x In 2003 costs increased by 8% primarily due to a 40% increase in winter
   contractor costs.



                                                                          94
                           Transportation and Works
                         Roads Transportation Operating

x   In 2004 and 2005, costs increased 5% and 4% respectively due to increased
    contractor standby charges and internal costs associated with increased winter
    events. In 2004 and 2005, the Region experienced 61 and 75 winter events
    respectively in comparison to an average of 55 events per winter season.
x   2006 budget, numerous items increased the cost per lane km including the T&W
    reorganization, the move to the Bales Facility, increases in salt requirements and
    the delay of cellular communication networks upgrades. A reduced contribution
    to the LED reserve has partially offset these increases. However, the cost per
    lane km did come in under budget due to mild weather conditions. Mild winter
    weather in 2006 resulted in 7 less winter events (snow storms) than budgeted.
    As a result, salt purchases were 13,716 tonnes below budget of 41,127.
    Similarly, snow removal vehicles plowed 242,382 kilometres of road compared
    to a budget of 566,938.
x   In 2007, Winter Contractors are over budget by $0.8M primarily because the
    Southeast patrol yard contract went to tender Aug 2006, contract price came in
    21% higher than anticipated $0.7M. In addition, there were 17 more winter
    events than budgeted $0.1M. Road Salt and Sand expenses exceeded budget by
    $0.3M due to the additional 17 winter events that were not anticipated in the
    budget. Planned Traffic Signal savings of $0.2M were not realized due to
    delayed conversion from land line to cellular technology. Difficulty finding a
    successful bidder deferred the completion date to July 2007. Savings of $200K
    per year are anticipated in the coming years.
x   In 2008, the total cost for Roadway Operations is $28.4 M, an increase of $1.7 M
    over the 2007 budget attributed to the following:
        x $0.5 M in system growth, 1.9% in lane kms and 3.6% in traffic signals
        x $0.7 M in Winter Contractor Maintenance (21% increase)
        x $0.3 M in Allocated Insurance (36% increase)
        x $0.2 M in Winter Salt prices (6% increase)
        x $0.1 M in Boulevard Maintenance (Enhancement)
        x $0.1 M in ITS Traffic Signal initiatives
        x $0.3 M in other inflationary and growth items (2% increase)
        x (0.4 M) decrease Interdepartmental Charges



Comments / Background:
A number of initiatives were undertaken in 2004 and 2005 to improve operating
efficiencies. These included the retrofitting and replacing of incandescent traffic
signal lights to light emitting diode displays which have saved significant electricity
and maintenance costs as well as the introduction of a new anti-icing road program.
Efficiencies are being offset by significant increases in contractor costs and other
non-controllable factors such as increases in the number of winter events which
drive up associated costs.




                                          95
                                                Transportation and Works
                                              Roads Transportation Operating

Efficiency
                                                                                                                        x YORK
                                               Cost per Lane Kilometre of Road Maintenance

                          $7,000
                          $6,000
    $ / Lane Km




                          $5,000
                          $4,000
                          $3,000
                          $2,000
                          $1,000
                               $0
                                     2002      2003      2004      2005       2006      2007      2008   2009    2010    2011
                                    Actual    Actual    Actual    Actual     Actual    Actual    Budget Outlook Outlook Outlook
                   Cost/Lane KM      4,774    5,214     5,500      5,838      5,743     6,380     6,425     6,594     6,769     6,948
                   % Change         13.45%    9.21%     5.49%     6.15%      -1.63%    11.09%     0.71%     2.63%     2.65%     2.65%
                   Budget                     4,974     5,045      5,622      5,970     5,988

                  Data Table        2002     2003      2004      2005       2006      2007       2008      2009       2010       2011
                                    Actual   Actual    Actual    Actual     Actual    Actual    Budget    Outlook    Outlook    Outlook

Road Maintenance                    14,858   16,465    17,908    19,254     19,107    21,474    22,132     23,149     24,213     25,326
Lane Kms                             3,112    3,158     3,256     3,298      3,327     3,366     3,445      3,510      3,577      3,645

      Road Maintenance               1,903    1,607      1,443    1,346 -      147      2,367      658       1,017      1,064      1,113
      Lane Kms                          33       46         98       42         29         39       79          65         67         68



    Source: Non-winter (program #37010), Winter Maintenance (program #37040 and Administration (program
    #37000)


Road Maintenance costs: Total operating costs for road maintenance including
winter maintenance and non-winter maintenance (i.e. drainage, safety, associated
fleet, surface patching, and roadside costs such as grass cutting, tree trimming,
guide rail repairs, signs and other expenditures) and administrative support costs.
Lane Kilometres: The total number of lane kilometres in the Regional road system.

What does the graph show?
x                 The annual operating cost for road maintenance per lane kilometre of Regional
                  road.
Explanation of KPI Trend
x                 In 2002 cost increased by 13% due primarily to higher salt prices and
                  unanticipated roadside grading.
x                 In 2003 costs increased by 9% primarily due to a 40% increase in winter
                  contractor costs.
x                 In 2004 and 2005, costs increased 5% and 6% respectively due to increased
                  contractor standby charges and internal costs associated with increased winter



                                                                     96
                           Transportation and Works
                         Roads Transportation Operating

    events. In 2004 and 2005, the Region experienced 61 and 75 winter events
    respectively in comparison to an average of 55 events per winter season.
x   Budget 2006, numerous items increased the cost per lane km including the T&W
    reorganization, and the move to the Bales. However, the cost per lane km did
    come in under budget due to mild weather conditions. Mild winter weather in
    2006 resulted in 7 less winter events (snow storms) than budgeted. As a result,
    salt purchases were 13,716 tonnes below budget of 41,127. Similarly, snow
    removal vehicles plowed 242,382 kilometres of road compared to a budget of
    566,938.
x   In 2007, Contractors are over budget by $0.8M primarily because the Southeast
    patrol yard contract went to tender Aug 2006, contract price came in 21%
    higher than anticipated $0.7M. In addition, there were 17 more winter events
    than budgeted $0.1M. Road Salt and Sand expenses exceeded budget by $0.3M
    due to the additional 17 winter events that were not anticipated in the budget.
x   In 2008, the total cost for Road Maintenance is $22.1 M an increase of $1.3 M
    over the 2007 budget attributed to the following:
       x   $0.7 M in Winter Contractor Maintenance (21% increase)
       x   $0.2 M in contractors to address system growth, 1.9% in lane kms
       x   $0.2 M in Allocated Insurance (36% increase)
       x   $0.2 M in Winter Salt prices (6% increase)
       x   $0.1 M in Boulevard Maintenance (Enhancement)
       x   $0.3 M in other inflationary and growth items (2% increase)
       x   ($0.4 M) decrease in Interdepartmental Charges




Comments / Background:
Savings in future years from expansion of the anti icing program will reduce the
amount of salt used on the Regional road system.




                                          97
                                                Transportation and Works
                                              Roads Transportation Operating

 Efficiency
                                                                                                                    x YORK

                                                           Cost per Traffic Signal

                       $10,500
                        $9,000
                        $7,500
$ / Signal




                        $6,000
                        $4,500
                        $3,000
                        $1,500
                            $0
                                    2002      2003      2004       2005      2006       2007      2008   2009    2010    2011
                                   Actual    Actual    Actual     Actual    Actual     Actual    Budget Outlook Outlook Outlook
             C ost per Signal      8,116     8,303     8,491       7,811     8,468     8,455      8,567     8,737     8,921      9,119
             % Change              25.52%    2.30%     2.26%      -8.00%    8.40%     -0.15%     1.32%      1.99%     2.11%     2.22%
             B udget                         7,182     6,982       7,705     8,366     8,329

                Data Table         2002      2003      2004       2005      2006      2007       2008      2009       2010       2011
                                   Actual    Actual    Actual     Actual    Actual    Actual    Budget    Outlook    Outlook    Outlook


    Signal Costs $000's             4,716     4,924      5,256     5,187     5,834      5,994     6,296      6,649      7,021      7,414
    # of Signals                      581       593       619         664      689       709       735        761        787        813


             Signal Costs $000's    1,081       208       332 -        69      647       160       302        352        372        393
             # of Signals               19        12        26         45        25        20        26        26         26         26



             Source: Traffic Signals (program #37110) and Administration (program #37000)


 Traffic Signal costs: Total operating costs for signal maintenance including
 illumination, associated signage, and administrative support costs.
 Number of Signals: Total number of traffic control signals maintained by the Region.

 What does the graph show?
 x The average annual cost for operation of a Regional traffic signal.

 Explanation of KPI Trend
 x In 2002, cost per signal increased 26% as a result of electricity cost increases
   due to deregulation and unanticipated replacement of faulty traffic signal lamps.
 x In 2003, costs increased 2% due to the summer blackout which required
   excessive signal resets, an increase in unreported accidents damaging signals,
   and an increase in damage to signal heads caused by winter storms.
 x In 2004, the Region experienced a further increase in the number of motor
   vehicle accidents causing damage to Regional property, and anticipated savings
   from LED signals were not realized until 2005.



                                                                      98
                           Transportation and Works
                         Roads Transportation Operating

x In 2006 inflationary pressures, growth in signals, the delay of cellular
  communication networks upgrades, T&W reorganization, and move to the Bales
  Facility have contributed to increased costs. A reduced contribution to the LED
  reserve has partially offset these increases.
x In 2007, planned Traffic Signal savings of $0.2M were not realized due to
  delayed conversion from land line to cellular technology. Difficulty finding a
  successful bidder deferred the completion date to July 2007. Savings of $200K
  per year are anticipated in the coming years.
x In 2008, the total cost for Traffic Signals is $6.3 M, an increase of $0.3 M over
  the 2007 budget attributed to the following:
      x $0.1 M in contractors to address system growth, 3.6% in traffic signals
      x $0.1 M in increased Traffic Contractor prices (5% increase)
      x $0.1 M in increased Hydro prices (6.9% increase)
      x $0.1 M in ITS Initiatives in Traffic Signals
      x ($0.1 M) decrease in Interdepartmental Charges



Comments / Background:
The retrofitting and replacement program was completed in 2004 which converted
all incandescent signals to light emitting diodes. The LED retrofit program was
funded by the innovation fund and by 2009 the innovation fund will be completely
paid back with the savings from LED signals. These signals require significantly less
electricity and maintenance than the traditional incandescent bulbs.




                                         99
                                   Transportation and Works
                                 Roads Transportation Operating


Customer Service                                                                                              x   YORK
                                                                                                              x   MPMP
                                           Road Condition Index (RCI)                                         x   OMBI
              1.00

              0.80

              0.60

              0.40

              0.20

              0.00
                      2002     2003       2004      2005        2006      2007      2008      2009      2010       2011
                     Actual    Actual    Actual    Actual      Actual    Actual    Budget    Outlook   Outlook    Outlook
  % Change           0.96%    10.20%    -10.66%    -1.22%      0.02%     -0.64%     0.00%     0.00%     0.00%      0.00%
  Road Condition     84.3%     92.9%     83.0%     82.0%       82.0%      81.5%     82.0%     82.0%     82.0%      82.0%
  Budget                       81.0%     80.0%     82.0%       82.0%      82.0%


    Data Table       2002     2003      2004      2005        2006      2007       2008      2009       2010       2011
                     Actual   Actual    Actual    Actual      Actual    Actual    Budget    Outlook    Outlook    Outlook
Good / V. Good        547     1034      1229      1229        1253      1267      1300       1325       1350       1376
Lane Kms Tested       649     1113      1481      1499        1528      1555      1585       1616       1646       1678
 Rating              -290      487       195        0          24        14        33         25         25         26
 Kms Tested          -353      464       368       18          29        27        30         30         31         31


 Source: Road Condition Index is maintained by Roads Traffic Operations Technologist (Bales).



What does the graph show?
x Overall road quality of the paved portion of the Regional road system.

Explanation of KPI Trend
x Marginal increase in the index from 2001 to 2002 is not significant and is
  attributable to sampling variances.
x In 2003 actual tested was not representative of the population (sampled
  primarily new roads). It was estimated that the probable road adequacy
  remains unchanged from 2002.
x In 2004, data was collected after the rehabilitation of several roads that
  previously had significantly low numbers.
x From 2005 to 2011, the RCI is projected to be level due to increase funding of
  the resurfacing program.




                                                        100
                          Transportation and Works
                        Roads Transportation Operating



Comments / Background:
The Road Condition Index (RCI) is a way of evaluating the overall acceptance of the
road surface to the driver. Currently the Region measures one-third of the road
system each year which is representative of the entire road system. The road
condition index has been relatively stable. The current index at 82% is considered
satisfactory and consistent with the target of our maintenance program.




                                        101
                                    Transportation and Works
                                  Roads Transportation Operating

Customer Service
                                                                                                x YORK



                                   % of Custome r Service Re que sts to Standard

              100%

              80%

              60%

              40%

              20%

                 0%
                       2002      2003     2004     2005     2006     2007     2008     2009      2010       2011
                      Actual    Actual   Actual   Actual   Actual   Actual   Budget   Outlook   Outlook    Outlook

        Requests       51%       62%      87%      96%      94%       92%      92%      92%       92%       92%
        % Change      -24.78%   21.44%   40.13%   9.53%    -1.29%   -2.55%    0.00%    0.00%     0.00%      0.00%
        Budget                   80%      60%      76%      77%       92%


    Data Table        2002      2003     2004     2005     2006     2007      2008     2009       2010      2011
                      Actual    Actual   Actual   Actual   Actual   Actual   Budget   Outlook    Outlook   Outlook
Requests to
Standard               100       374      618      546      521      447      465      483        503        523
Total Requests         195       600      708      571      552      486      505      526        547        569
  Requests to
Standard                85       274      244      -72      -25      -74       18       19         19        20
 Total Requests        173       405      108     -137      -19      -66       19       20         21        22



 Source: CARES Database

Requests: The number of traffic service requests that meet standard response time.
What does the graph show?
x The percentage of customer service requests logged into T&W Cares that meet
  standard response time.

Explanation of KPI Trend

On average a reasonable response time to complete a customer request is 10 days.
Response time varies according to type of request. Maintenance requests such as
traffic signal not functioning are immediately repaired, signal timing requests take
up to 1 week and traffic counts up to 8 weeks to complete.




                                                     102
                          Transportation and Works
                        Roads Transportation Operating

Comments / Background:

Traffic Safety respond to requests and concerns from the public in an efficient and
timely manner as set out by the customer service corporate policy. Public concerns
are investigated and, if necessary, studies are performed, Transportation and Works
Committee reports are prepared and work-orders are issued to resolve any issue to
the satisfaction of Council and York Region residents

This service is conducted in house and requires 2 FTEs.




                                        103
104
                           Water and Wastewater

Departmental Description

     The Water and Wastewater Branch is within the Transportation and Works Department and is
     responsible for water supply and wastewater treatment for the Region.

     This service is delivered through five program areas each described as follows:
     x Operations- Responsible for the day to day delivery of water and wastewater services through
        the maintenance and operation of the various facilities owned by the Region.
     x Technical Support- Responsible for water system, wastewater system and groundwater flow
        models, fiscal planning, infrastructure planning, Branch training and third part supply
        agreements.
     x Regulatory Compliance and Policy- Responsible for ensuring compliance to regulations and
        setting policy in support of maintaining regulatory requirements are satisfied.
     x Infrastructure Assets- To optimize asset utilization through effective life cycle analysis and asset
        maintenance programming including rehabilitation, repair and replacement to ensure reliable
        service delivery.
     x Capital Delivery- Responsible for delivering infrastructure projects both for new assets and
        major rehabilitation of existing assets.



                                                 Water and
                                              Wastewater Branch




                            Technical            Regulatory           Infrastructure         Capital
      Operations             Support           Compliance and             Assets             Delivery
                                                   Policy




                                                  105
                         Water and Wastewater


Mission/Vision
   The Branch mission is to provide cost effective, quality services that responds to the needs of our
   rapidly growing communities by being a proactive team of empowered, flexible, well strained staff
   that inspire public confidence and protect the environment.

   The Branch vision is to provide clean and safe drinking water and return best quality water to the
   environment.

Mandate
  The Water and Wastewater Branch Mandate is to:
     x Secure water sources, provide treatment, and bulk distribution to our nine area
        municipalities.
     x Provide bulk collection and treatment of wastewater from our nine area municipalities.
     x Ensure adequate infrastructure is available for future needs through a capital delivery
        program.
     x Ensure responsible asset management practices are in place to maximize life of existing
        infrastructure.
     x Negotiate inter-regional water and wastewater supply agreements to meet the long term
        needs of the Region.
     x Provide public transfer station access for liquid waste disposal.
     x Enforce the Regional Sewer Use By-law.

Strategic Goals 2008 - 2011
   The Water and Wastewater Branch has six strategic areas of focus:
       x Infrastructure Stewardship- Ensuring long term adequacy and reliability of the water and
           wastewater systems.
       x Technology- Leverage technology to improve the functions and efficiencies of the business.
       x Workforce- To be recognized as a preferred employer that attracts, develops, and retains a
           highly qualified and flexible workforce.
       x Core Service Delivery- Secure adequate long term water supply and wastewater services.
       x Customer as Advocate- Demonstrate to the public and stakeholders that water and
           wastewater service delivery is based on the principles of sustainability for the benefit of
           region residents and stakeholders.
       x Financial/Economic- Ensure the availability of sustainable funding to manage existing and
           future water and wastewater infrastructure and services.




                                                106
                           Water and Wastewater


Key Highlights
     The benefits of the OPTimize works program are materializing as the formal program
     implementation phase was completed in late 2006. The immediate benefit that is emerging is a zero
     staff increase for 2008 with nominal staff increases in the out years primarily driven by growth
     pressures.

     The asset management program is maturing. Recent accomplishments include the completion of
     asset standards to formalize regional requirements for all asset types.

     There is a continuing need to manage staff training to meet regulatory requirements, and the
     implementation and improvements to the training management system is further facilitating better
     management of these requirements. This is an example of using technology to leverage our
     resources.

     The capital delivery program is approaching a peak in annual spending needs in the 10 year outlook
     and has developed numerous project management tools in cooperation with the Roads Branch to
     better deliver projects. This includes recent improvements to the project management toolkit
     through increase technology automation.

     Compliance continues to be in the spotlight and early commitments to developing ISO programs is
     paying dividends as the province legislates Drinking Water Quality Management System
     requirements. York Region is in the forefront of meeting these requirements solely based on the
     extensive program currently in place.

  2008 Planned Initiatives
     2008 planned initiatives include:
         x Improved business data accessibility through the completion of the BSmart data
            management project.
         x Complete a review of the current ISO programs to ensure compliance and relevance to the
            business needs.
         x Participate in the Source Protection Committees for the two watersheds as required by the
            Clean Water Act.
         x Initiate updated Water for Tomorrow program.
         x Complete the update to the water and wastewater energy management plan.


  2007 Accomplishments
     2007 accomplishments include:
        x Completed upgrades to the Automated Staff Training Management System.
        x Initiated a 5 year region wide inflow and infiltration management program.
        x Completed a multi year infrastructure asset management plan.




                                                 107
                             Water and Wastewater
           x   Initiated phase two of the Transmission Operations Optimization project which is a joint
               York/Toronto project.
           x   Completed an update to the business continuity plan for emergency or labour disruption
               situations.

Key Challenges

Financial Constraints
      Funding needs and debt servicing costs for the capital program will continue to burden the
      operation. Debt servicing costs are increasing every year and will continue to increase for the next
      three to five years at which point the capital program will begin to decrease. This is resulting in
      increased rate pressures as operating costs continue to be augmented through reserve funds.

Regional Growth
     Growth pressures continue to impact operations as delays in infrastructure projects restrict available
     transmission capacity resulting in system operating challenges. This is particularly acute on the
     water system through the summer months when outdoor watering is at its peak and on the
     wastewater system during the fall and spring when excess wet weather impacts sewer system
     capacity.

Regulatory Demands
     Continued demands from emerging legislation will be present for a number of years as the province
     continues its commitment to implementing all of the Walkerton recommendations. This has become
     more manageable in the past few years as staff resourcing has increased and increased knowledge
     and expertise is developed internally.

Service Challenges

       Service challenges for the 2008 budget year include:
          x Increased treatment chemical costs such as chlorine as existing contract expired in 2007.
              This will have a marginal impact on operating costs and will result in an upward cost
              pressure on per unit treatment costs.
          x Increased costs in staff training program as this has been identified as a departmental
              priority. This will have a negligible impact on overall operating costs with the benefit of
              increased staff knowledge and awareness of emerging issues and opportunities in the
              external environment.




                                                     108
                            Water and Wastewater
KPI Highlights
The KPI highlights focus on measures for water and wastewater service delivery:

Water Supply

          2007 Actual         Volume of Water Distributed M3                         125,207,000
          2008 Request        Volume of Water Distributed M3                         127,000,000
                                                                                         1.4% 

          2007 Actual         Cost per ML of Water Treated                                  $326
          2008 Request        Cost per ML of Water Treated                                  $358
                                                                                         9.9%

Wastewater Treatment

          2007 Actual         Volume of Wastewater Treated M3                        121,386,000
          2008 Request        Volume of Wastewater Treated M3                        124,480,000
                                                                                         2.5 %

          2007 Actual         Cost per ML of Wastewater Treated                             $312
          2008 Request        Cost per ML of Wastewater Treated                             $335
                                                                                         7.3%

       The annual flow increases for water and wastewater supplied is related to community growth in the
       Region and is consistent with recent historic trends.




                                                   109
                                Water and Wastewater

Operating Impact of Capital

The operating impact drivers of the capital program are increased staffing needs, increased operating costs
due to chemicals, and energy, and the financing costs associated with increased debt charges incurred to
fund the capital program.

In analyzing the direct operating costs and asset renewal allowances less debt repayment costs, the net
effect on the operating budget is a surplus. The five year net surplus for water and wastewater combined is
$1.9M, with $3.5M surplus for water and $1.6M loss for wastewater over the five year period ending 2012.
The surplus is attributed to the increased revenue generated through increased annual volume sales caused
by continued community growth in the region.

The expected debt servicing impact on the water and wastewater programs for the next five years is $252M
and when adjusted for development charges will result in a net period operating loss of $54.2M.

Staffing Resources
 Permanent FTE's         2005       2006          2007           2008          2009          2010          2011
                       Budget     Budget         Budget         Request       Outlook       Outlook       Outlook


 Full- Time FTE's
 (PFT)                    134.0      142.0         168.0            168.0         171.0         175.0         178.0
 Part- Time FTE's
 (PPT)                      0.0            0.0           0.0            0.0           0.0           0.0           0.0
 Total Permanent
 FTE's                    134.0      142.0         168.0            168.0         171.0         175.0         178.0
 Net Change                21.0        8.0         26.0*              0.0           3.0           4.0           3.0

 Casual (FTE
 Equivalent)                0.0            0.0      13.6                2.6           3.0           3.0           3.5



*Includes temporary full time conversion of 11 FTE’s and 5 additional FTE’s redistributed from Business
Support Services Reorganization.




                                                          110
                                                         Financial Summary

           Water & Wastewater


                                                     Tax Levy prior to Allocations

                                                 2005         2006         2007           2008          2009          2010          2011
                                                Actual       Actual       Actual         Request       Outlook       Outlook       Outlook

              Water                               (1,262)      (1,612)       (1,815)        (2,235)       (2,323)       (2,411)       (2,502)
              Wastewater                          (1,461)      (1,867)       (2,047)        (2,423)       (2,515)       (2,611)       (2,711)
              Tax Levy Prior to Allocatons        (2,723)      (3,479)       (3,862)        (4,657)       (4,838)       (5,022)       (5,213)



                                                 2005         2006         2007           2008          2009          2010          2011
                                                Actual       Actual       Actual         Request       Outlook       Outlook       Outlook

Expenditures
   Salaries and Benefits                            9,537       13,154       14,449         16,304        16,940        17,583        18,252
   Program Specific Expenses                       37,367       42,216       50,106         53,475        56,514        60,159        64,275
   Professional Contracted Services                   706          973          714          1,318         1,369         1,421         1,475
   General Expenses                                 1,801        2,640        2,723          3,079         3,198         3,320         3,446
   Occupancy Costs                                  6,805        8,192        8,331         10,124        10,519        10,918        11,333
   Minor Capital                                      841          712          741          1,408         1,463         1,519         1,577
Expenditures                                       57,057       67,886       77,065         85,707        90,004        94,921       100,358


Financing Costs and Contributions to Reserves
    Financing Costs                                66,831       84,701      100,728        116,429       146,030       176,825       197,307
    Contribution to Reserves                        8,117        9,897       16,480         16,512        20,325        23,882        27,513
    Contribution to Capital                        21,003       24,347       16,423         24,313        26,945        24,616        22,985
Financing Costs and Contributions to Reserves      95,951      118,945      133,631        157,254       193,301       225,323       247,804

Gross Expenditures                                153,008      186,831      210,696        242,962       283,304       320,244       348,163

Revenues
   Grant Subsidies                                      0            0             0              0             0             0             0
   User Fees                                     (106,550)    (112,917)     (127,801)      (138,577)     (152,281)     (170,775)     (192,938)
   Fees and Charges                                (1,119)      (1,025)         (926)        (1,309)       (1,341)       (1,373)       (1,406)
   Development Charges                            (36,558)     (50,991)      (65,436)       (79,065)     (102,870)     (128,079)     (144,343)
   Contribution from Reserves                     (12,328)     (21,798)      (16,026)       (23,333)      (26,108)      (19,287)       (8,717)
   Third Party Recoveries                               0            0             0              0             0             0             0
Revenues                                         (156,555)    (186,731)     (210,189)      (242,284)     (282,600)     (319,513)     (347,404)


Negotiated Specific & Recoveries
   Negotiated Specific                                963        2,558         2,849          2,950         3,066         3,182         3,303
   Departmental Charges & Recoveries                  689        1,188           996          1,231         1,267         1,303         1,340
   Capital Recoveries                                (829)      (7,326)       (8,215)        (9,516)       (9,875)      (10,238)      (10,615)
   Other Recoveries                                     0            0             0              0             0             0             0
Negotiated Specific & Recoveries                      823       (3,579)       (4,370)        (5,334)       (5,542)       (5,752)       (5,972)


Gross Expenditures including Negotiated
Specific & Recoveries                             153,831      183,252      206,326        237,628       277,762       314,492       342,191


Tax Levy Prior to Allocations                      (2,723)      (3,479)       (3,862)        (4,657)       (4,838)       (5,022)       (5,213)


Allocations and Recoveries                          2,723        3,479         3,862          4,657         4,838         5,022         5,213


Net Levy                                                 0            0              0             0             0             0             0




                                                                  111
                                                         Financial Summary

           Water


                                                 2005         2006         2007         2008          2009          2010          2011
                                                Actual       Actual       Actual       Request       Outlook       Outlook       Outlook

Expenditures
   Salaries and Benefits                            4,866        6,788        7,351        8,309         8,634         8,962         9,302
   Program Specific Expenses                       21,348       22,971       25,739       28,352        29,929        32,059        34,572
   Professional Contracted Services                   438          452          332          644           669           694           721
   General Expenses                                   848        1,290        1,329        1,493         1,551         1,610         1,671
   Occupancy Costs                                  3,557        4,815        4,765        5,077         5,275         5,475         5,683
   Minor Capital                                      513          424          485          764           794           824           855
Expenditures                                       31,569       36,739       40,001       44,639        46,850        49,623        52,804


Financing Costs and Contributions to Reserves
    Financing Costs                                33,393       42,341       48,318       49,674        58,007        70,235        78,406
    Contribution to Reserves                        4,683        4,677        8,097        5,454         6,554         8,090         9,774
    Contribution to Capital                        10,489        5,850        5,458       10,139         9,958        10,483         9,559
Financing Costs and Contributions to Reserves      48,566       52,867       61,872       65,267        74,519        88,808        97,739

Gross Expenditures                                 80,135       89,606      101,874      109,906       121,369       138,431       150,543

Revenues
   Grant Subsidies                                      0            0            0             0             0             0             0
   User Fees                                      (56,193)     (57,991)     (63,568)      (66,175)      (70,214)      (76,011)      (82,812)
   Fees and Charges                                  (387)        (372)        (366)         (393)         (408)         (423)         (439)
   Development Charges                            (18,320)     (26,494)     (37,638)      (38,146)      (45,898)      (56,632)      (63,811)
   Contribution from Reserves                      (6,944)      (4,774)         (16)       (4,818)       (4,461)       (4,962)       (3,062)
   Third Party Recoveries                               0            0            0             0             0             0             0
Revenues                                          (81,844)     (89,630)    (101,589)     (109,531)     (120,980)     (138,027)     (150,124)


Negotiated Specific & Recoveries
   Negotiated Specific                                512        1,256        1,293         1,367         1,420         1,474         1,530
   Departmental Charges & Recoveries                  319          551          468           591           608           626           643
   Capital Recoveries                                (384)      (3,395)      (3,861)       (4,568)       (4,740)       (4,914)       (5,095)
   Other Recoveries                                     0            0            0             0             0             0             0
Negotiated Specific & Recoveries                      446       (1,588)      (2,100)       (2,610)       (2,712)       (2,815)       (2,921)


Gross Expenditures including Negotiated
Specific & Recoveries                              80,582       88,018       99,774      107,296       118,657       135,616       147,622


Tax Levy Prior to Allocations                      (1,262)      (1,612)      (1,815)       (2,235)       (2,323)       (2,411)       (2,502)


Allocations and Recoveries                          1,262        1,612        1,815         2,235         2,323         2,411         2,502


Net Levy                                                 0            0            0             0             0             0             0




                                                                  112
                                                         Financial Summary

           Wastewater


                                                 2005         2006         2007         2008          2009          2010          2011
                                                Actual       Actual       Actual       Request       Outlook       Outlook       Outlook

Expenditures
   Salaries and Benefits                            4,671        6,366        7,098        7,994         8,306         8,622         8,950
   Program Specific Expenses                       16,020       19,245       24,367       25,123        26,585        28,100        29,703
   Professional Contracted Services                   268          521          382          674           700           727           755
   General Expenses                                   953        1,350        1,394        1,586         1,647         1,710         1,775
   Occupancy Costs                                  3,248        3,377        3,566        5,047         5,244         5,443         5,650
   Minor Capital                                      328          288          256          645           670           695           722
Expenditures                                       25,487       31,147       37,063       41,069        43,153        45,297        47,554


Financing Costs and Contributions to Reserves
    Financing Costs                                33,438       42,360       52,411       66,755        88,024       106,590       118,901
    Contribution to Reserves                        3,434        5,220        8,383       11,058        13,771        15,792        17,739
    Contribution to Capital                        10,514       18,497       10,965       14,174        16,987        14,133        13,426
Financing Costs and Contributions to Reserves      47,385       66,078       71,759       91,988       118,782       136,516       150,065

Gross Expenditures                                 72,873       97,225      108,822      133,056       161,935       181,813       197,619

Revenues
   Grant Subsidies                                      0            0            0             0             0             0             0
   User Fees                                      (50,357)     (54,926)     (64,232)      (72,403)      (82,067)      (94,764)     (110,126)
   Fees and Charges                                  (732)        (653)        (561)         (917)         (933)         (949)         (966)
   Development Charges                            (18,238)     (24,498)     (27,797)      (40,919)      (56,973)      (71,447)      (80,532)
   Contribution from Reserves                      (5,384)     (17,024)     (16,010)      (18,515)      (21,647)      (14,325)       (5,655)
   Third Party Recoveries                               0            0            0             0             0             0             0
Revenues                                          (74,711)     (97,101)    (108,600)     (132,753)     (161,620)     (181,486)     (197,280)


Negotiated Specific & Recoveries
   Negotiated Specific                                452        1,303        1,556         1,584         1,646         1,708         1,773
   Departmental Charges & Recoveries                  370          638          528           640           659           677           697
   Capital Recoveries                                (445)      (3,931)      (4,354)       (4,948)       (5,135)       (5,324)       (5,520)
   Other Recoveries                                     0            0            0             0             0             0             0
Negotiated Specific & Recoveries                      377       (1,991)      (2,270)       (2,725)       (2,831)       (2,938)       (3,051)


Gross Expenditures including Negotiated
Specific & Recoveries                              73,250       95,234      106,553      130,331       159,104       178,875       194,568


Tax Levy Prior to Allocations                      (1,461)      (1,867)      (2,047)       (2,423)       (2,515)       (2,611)       (2,711)


Allocations and Recoveries                          1,461        1,867        2,047         2,423         2,515         2,611         2,711


Net Levy                                                 0            0            0             0             0             0             0




                                                                  113
                                                                                               REGION OF YORK
                                                                                                2008 Budget Detail

Budget Variance Explanation
    Department: Transportation & Works
       Branch: Water & Wastewater

Budget Change Explanations (2008/2007)                                                                                                                                      Gross                      Net Tax Levy
                                                                                                                                                                    ($000's)        %              ($000's)           %

    2007 Departmental Budget excl Interdepart'l Allocations and Cont'n to Capital                                                                               $      188,823.2               $     122,693.8

    1. Base - Price Pressure
                Water
                Staff Costs - Salaries & Benefits                                                                                                                          510.1        0.3%              510.1           0.4%

                                                     3                3                                 3                   3
                 Peel Water Purchases (18,588.0 m @ 1.90 cents / m - increase from $22.50 cents / m to $24.40 cents / m )                                                   352.0       0.2%              352.0           0.3%
                 Toronto Water Purchases (79,308.0 m3 @ 2.35 cents / m 3 - increase from 24.26 cents / m 3 to 26.61 cents /m 3)                                           1,863.7       1.0%            1,863.7           1.5%

                 Water Treatment - Treatment Chemicals, Lab Fees, R&M Water mains                                                                                           464.0       0.2%              464.0           0.4%
                 Occupancy Costs & R&M Costs - R&M Building, R&M Plant Equipment                                                                                            618.3       0.3%              618.3           0.5%
                 Minor Capital - Operating Equipment                                                                                                                        132.8       0.1%              132.8           0.1%
                 Purchase of Vehicles                                                                                                                                        44.0       0.0%               44.0           0.0%
                 Other - Administration, Training & Employee Related, Professional Contracted Services, Direct Negotiated Specifics                                         480.1       0.3%              480.1           0.4%
                                                                                                                          Sub-total Water Base Increase                   4,465.1       2.4%            4,465.1           3.6%

                 Wastewater
                 Staff Costs - Salaries & Benefits                                                                                                                         513.1        0.3%              513.1           0.4%

                 Wastewater Treatment - Duffin Creek, Peel Ww Treatment, Treatment Chemicals, Sludge Removal, Lab Fees R&M sewer mains                                    1,050.3       0.6%            1,050.3           0.9%
                 Occupancy & R&M Costs - Hydro, R&M Building, R&M Plant Equipment                                                                                           254.0       0.1%              254.0           0.2%
                 Minor Capital - Operating Equipment                                                                                                                        188.0       0.1%              188.0           0.2%
                 Purchase of Vehicles                                                                                                                                        47.7       0.0%               47.7           0.0%
                 Other - Administration, Training & Employee Related, Professional Contracted Services, Direct Negotiated Specifics                                         530.1       0.3%              530.1           0.4%
                                                                                                                    Sub-total Wastewater Base Increase                    2,583.1       1.4%            2,583.1           2.1%

                 Capital Delivery
                 Staff Costs - Salaries & Benefits                                                                                                                         757.6        0.4%              757.6           0.6%

                 Other - Minor Capital, Administration, Training & Employee Related, Professional Contracted, Direct Negotiated Specifics                                   656.9     0.3%                 656.9        0.5%
                 Capital Recovery                                                                                                                                       (1,414.5)   (0.7%)             (1,414.5)      (1.2%)
                                                                                                                 Sub-total Capital Delivery Base Increase                     0.0     0.0%                   0.0        0.0%
       Efficiencies/Program Reductions
                 Water
                 Staff Costs - Casuals                                                                                                                                    (181.9)   (0.1%)              (181.9)       (0.1%)

                 Water Treatment - Toronto Purchased Water (flow reduction), Lab Fees, R&M Water mains                                                                  (1,006.1)   (0.5%)             (1,006.1)      (0.8%)
                 Occupancy Costs - Hydro, R&M Building, R&M Equipment                                                                                                     (109.0)   (0.1%)               (109.0)      (0.1%)
                 Minor Capital - Operating Equipment                                                                                                                      (196.9)   (0.1%)               (196.9)      (0.2%)
                 Roads Operations - Fleet                                                                                                                                  (75.7)   (0.0%)                (75.7)      (0.1%)
                 Other - Administration, Training & Employee Related, Professional Contracted Services, Direct Negotiated Specifics                                       (202.4)   (0.1%)               (202.4)      (0.2%)
                                                                                                                          Water Program Cost Reduction                  (1,772.0)   (0.9%)             (1,772.0)      (1.4%)

                 Wastewater
                 Staff Costs - Casuals                                                                                                                                    (197.0)   (0.1%)              (197.0)       (0.2%)

                 Wastewater Treatment - Duffin Creek - Mgmt Committee, Sludge Removal / Treatment, Lab Fees                                                               (331.1)   (0.2%)               (331.1)      (0.3%)
                 Occupancy & R&M Costs - R&M Building, R&M Plant Equipment                                                                                                (129.7)   (0.1%)               (129.7)      (0.1%)
                 Roads Operations - Fleet                                                                                                                                  (82.0)   (0.0%)                (82.0)      (0.1%)
                 Other - Minor Capital, Administration, Training & Employee Related, Professional Contracted Services, Direct Negotiated Specifics                        (272.6)   (0.1%)               (272.6)      (0.2%)
                                                                                                                   Wastewater Program Cost Reduction                    (1,012.5)   (0.5%)             (1,012.5)      (0.8%)

                 Capital Delivery
                 Staff Costs - Casuals                                                                                                                                    (483.3)   (0.3%)              (483.3)       (0.4%)

                 Other - Administration, Training & Employee Related, Direct Negotiated Specifics                                                                         (198.3)   (0.1%)              (198.3)       (0.2%)
                 Capital Recovery                                                                                                                                           681.6     0.4%                681.6         0.6%
                                                                                                                                Capital Delivery Efficiencies                 0.0     0.0%                  0.0         0.0%

       Annualization
                Water
                Financing Charges                                                                                                                                         (264.6)   (0.1%)              (113.0)       (0.1%)

                 Wastewater
                 Financing Charges                                                                                                                                      15,506.2        8.2%            2,418.9           2.0%
                 Contribution to Reserves (incremental rate change 7.0 to 9.0 cents / m 3)                                                                               2,412.6        1.3%            2,412.6           2.0%
                                                                                                                                        Total Annualization             17,654.1        9.3%            4,718.5           3.8%

                                                                                                                                                 Total Base             21,917.9    11.6%               8,982.3           7.3%




                                                                                                              114
                                                                                               REGION OF YORK
                                                                                                 2008 Budget Detail

Budget Variance Explanation
    Department: Transportation & Works
       Branch: Water & Wastewater

Budget Change Explanations (2008/2007)                                                                                                                            Gross                  Net Tax Levy
                                                                                                                                                          ($000's)        %          ($000's)           %
    2. Growth
       Water
       Peel Water Purchases (6,827.7 m 3 @ 24.40 cents / m 3)                                                                                                   1,665.7       0.9%        1,665.7           1.4%
       Contribution to Reserves (4,000.0 m 3 @4.0 cents / m 3)                                                                                                    160.0       0.1%          160.0           0.1%
                                                                                                                                                                1,825.7       1.0%        1,825.7           1.5%
       Wastewater
       Peel Wastewater flows 1,261.4 m 3 @ 31.98 cents / m 3                                                                                                      403.4       0.2%          403.4           0.3%
       Contribution to Reserves 4,024.0 m 3 @ 8.56 cents / m 3 (Jan - Mar 2008 @ 7.0 cents /m 3, Apr - Dec 2008 @ 9.0 cents / m 3)                                344.4       0.2%          344.4           0.3%
                                                                                                                                                                  747.8       0.4%          747.8           0.6%
                                                                                                                                           Total Growth         2,573.5       1.4%        2,573.5           2.1%
    3. Enhancements
                                                                                                                                                                    0.0       0.0%            0.0           0.0%

                                                                                                                                     Total Enhancements            0.0     0.0%               0.0           0.0%
    Total Base, Growth and Enhancements                                                                                                                       24,491.4    13.0%          11,555.8           9.4%
    4. 2008 Total Business Plan with Base, Growth and Enhancements                                                                                           213,314.6    13.0%         134,249.6           9.4%

    5. Interdepartmental Allocations                                                                                                                            4,656.7                   4,656.7

    6. 2007 Contribution to Capital - Water                                                                                                                   10,826.0                   10,826.0
       2008 Contribution to Capital Increase                                                                                                                   (687.0)                    (687.0)

       2007 Contribution to Capital - Wastewater                                                                                                              16,888.0                   16,888.0
       2008 Contribution to Capital Increase                                                                                                                  (2,714.0)                  (2,714.0)

    7. 2008 Business Plan Total                                                                                                                              242,284.3                  163,219.3




                                                                                                              115
Efficiencies / Program Reductions

Department: Transportation & Works
Business Unit: Water & Wastewater

                                                                                                                                                 Reductions
                                                                                                                                                   ($000's)
Description                                                                                                                              FTE   Gross       Net

Efficiencies
      Water
      Staff Costs - Casuals                                                                                                                      (181.9)     (181.9)
      Water Treatment - Toronto Purchased Water (flow reduction), Lab Fees, R&M Water mains                                                    (1,006.1)   (1,006.1)
      Occupancy Costs - Hydro, R&M Building, R&M Equipment                                                                                       (109.0)     (109.0)
      Minor Capital - Operating Equipment                                                                                                        (196.9)     (196.9)
      Roads Operations - Fleet                                                                                                                    (75.7)      (75.7)
      Other - Administration, Training & Employee Related, Professional Contracted Services, Direct Negotiated Specifics                         (202.4)     (202.4)

     Wastewater
     Staff Costs - Casuals                                                                                                                      (197.0)     (197.0)
     Wastewater Treatment - Duffin Creek - Mgmt Committee, Sludge Removal / Treatment , Lab Fees                                                (331.1)     (331.1)
     Occupancy & R&M Costs- R&M Building, R&M Plant Equipment                                                                                   (129.7)     (129.7)
     Roads Operations - Fleet                                                                                                                    (82.0)      (82.0)
     Other - Minor Capital, Administration, Training & Employee Related, Professional Contracted Services, Direct Negotiated Specifics          (272.6)     (272.6)

     Capital Delivery
     Staff Costs - Casuals                                                                                                                      (483.3)     (483.3)
     Other - Administration, Training & Employee Related, Direct Negotiated Specifics                                                           (198.3)     (198.3)
     Capital Recovery                                                                                                                             681.6       681.6


TOTAL                                                                                                                                          (2,784.5)   (2,784.5)


Definitions:
(1) One time cost reductions :        prior year approved funding for one time expenditures
(2) Efficiencies:                     reductions within specific accounts or categories without an impact to service levels
(3) Program Reductions:               elimination of programs as a result of discontinued funding or service level decisions




                                                                                     116
                                                       Outlook Pressures
     Water & Wastewater
                                                                   ($ 000's)                           2009                          2010                         2011
                                                                                               Gross          Net           Gross           Net         Gross            Net
     Budget excl. Interdepartmental & Contribution to Capital                                    213,315      134,250        250,816        147,946      289,874          161,796


1.   Base
     Water
             Salary & Benefit Increases                                                                234           234            237           237           246             246
             Peel Water Purchase                                                                       310           310            419           419           545             545
             Toronto Water Purchase                                                                    906           906            875           875           854             854
             Water Treatment                                                                            79            79             80            80            83              83
             Occupancy Costs & R&M Costs                                                               197           197            200           200           207             207
             Minor Capital                                                                              29            29             29            29            30              30
             Professional Contracted Services                                                           23            23             23            23            24              24
             Other                                                                                      97            97             98            98           101             101
                                                                     Sub-total Internal Cost       1,875            1,875      1,961          1,961        2,090               2,090


     Wastewater
             Salary & Benefit Increases                                                                214           214            217           217           225             225
             Wastewater Treatment                                                                       70            70             71            71            73              73
             Occupancy Costs & R&M Costs                                                               196           196            199           199           209             209
             Minor Capital                                                                              24            24             24            24            25              25
             Professional Contracted Services                                                           24            24             24            24            25              25
             Contribution to Reserves                                                              2,488            2,488      1,543          1,543        1,303               1,303
             Other                                                                                     108           108            109           109           113             113
                                                                     Sub-total Internal Cost       3,124            3,124      2,187          2,187        1,973               1,973


             Peel Wastewater Treatment                                                                 171           171            202           202           235             235
             Duffin Creek                                                                              763           763            772           772           802             802
                                                                    Sub-total External Cost            934           934            974           974      1,037               1,037
                                                                                                   5,933            5,933      5,122          5,122        5,100               5,100
     Efficiencies/Program Reductions
     Water
     Toronto Water Purchase (flow reduction)                                                      (1,594)      (1,594)        (1,347)        (1,347)      (1,317)          (1,317)
                                                       Total Efficiencies / Reductions Water      (1,594)      (1,594)        (1,347)        (1,347)      (1,317)          (1,317)
     Annualization
     Water
             Financing Costs                                                                       8,303             551      12,198          1,464        8,140                960
     Wastewater
             Financing Costs                                                                      21,245            5,191     18,543          4,069       12,287               3,202
                                                                        Total Annualization       29,548            5,742     30,741          5,532       20,426               4,162
                                                                                 Total Base       33,887        10,082        34,516          9,307       24,209               7,945
2.   Growth
     Water
             Peel Water                                                                            1,876            1,876      2,103          2,103        2,348               2,348
             Contribution to Reserve                                                               1,086            1,086      1,521          1,521        1,669               1,669


     Wastewater
             Peel Wastewater Treatment                                                                 445           445            456           456           479             479
             Contribution to Reserve                                                                   208           208            462           462           627             627


                                                                               Total Growth        3,615            3,615      4,542          4,542        5,123               5,123
3.   Enhancement


                                                                        Total Enhancement                0             0              0             0             0               0


4.   Total with Base, Growth and Enhancements                                                    250,816      147,946        289,874        161,796      319,206          174,863



5.   Interdepartmental Allocations                                                                 4,838            4,838      5,022          5,022        5,213               5,213


6.   Previous Year's Contribution to Capital - Water                                              10,139        10,139         9,958          9,958       10,483           10,483
     Contribution to Capital Increase/(Decrease)                                                   (181)            (181)           525           525       (924)              (924)
     Previous Year's Contribution to Capital - Wastewater                                         14,174        14,174        16,987         16,987       14,133           14,133
     Contribution to Capital Increase/(Decrease)                                                   2,813            2,813     (2,854)        (2,854)        (708)              (708)



7.   Business Plan Total                                                                         282,600      179,730        319,513        191,434      347,404          203,061

                                                                                         117
                                                                                                2008 Water Rate Summary
                                                                                                             2007 BUDGET                                        2008 BUDGET                                     2007/2008 INC/(DEC)
                                                                                                Flow             Amount                            Flow             Amount                           Flow              Budget
                                      DESCRIPTION                                                                                                                                         3
                                                                                              (m3 000's)        ($ 000's) Rate (cents/m3)        (m3 000's)        ($ 000's) Rate (cents/m )       (m3 000's)         ($ 000's)   % Rate Impact
EXPENDITURES

           Operations
           York Operations                                                                        25,104.0         17,173.0            13.96         25,923.0         19,117.2            15.05           819.0           1,944.2           2.15
           Recoveries - Operations                                                                                  (290.8)            (0.24)                          (438.0)            (0.34)                          (147.2)         (0.21)

                                                     3
           Purchased Water - Toronto - 26.61 cents/m (2008)                                       79,308.0         19,240.1            15.64         75,661.3         20,133.5            15.85        (3,646.7)            893.3          0.41
                                                    3
                                     (24.26 cents/m - 2007)

           Purchased Water - Peel - 24.40 cents/m 3 (2008)                                        18,588.0          4,182.7             3.40         25,415.7          6,200.4             4.88         6,827.7           2,017.7          2.91
                                                 3
                                  (22.50 cents/m - 2007)

                      Total Operating Expenditures                                                                 40,305.0                                           45,013.1                                            4,708.1

           Capital - Related
           Financing Charges - Gross                                                                               49,171.3            39.98                          48,906.6            38.51                           (264.7)         (2.89)
           Less Recoveries - DC Reserve Fund - Capital Financing (Growth Related)                                (38,297.6)          (31.14)                        (38,145.9)          (30.04)                             151.7           2.16

           Contribution to Capital Replacement Reserve                                                              4,920.0             4.00                           5,080.0             4.00                             160.0          0.00

           Contribution to Capital Construction ( Non-growth)                                                      10,826.0             8.80                          10,139.0             7.98                           (687.0)         (1.61)

                      Total Capital Related Expenditures                                                           26,619.6                                           25,979.6                                            (640.0)

TOTAL EXPENDITURES                                                                               123,000.0         66,924.6            54.41        127,000.0         70,992.7            55.90         4,000.0           4,068.1          2.93

REVENUES

           Water Rate Revenues
                     Aurora                                                                        6,296.0          3,200.3            50.83          6,316.0          3,291.0            52.11             20.0             90.8          2.51
                     East Gwillimbury                                                              1,580.0            803.1            50.83          1,535.0            799.8            52.11           (45.0)             (3.3)         2.51
                     Georgina                                                                      3,393.0          1,724.7            50.83          3,649.0          1,901.3            52.11           256.0             176.7          2.51
                     King                                                                          1,314.0            667.9            50.83          1,307.0            681.0            52.11            (7.0)             13.1          2.51
                     Markham                                                                      34,980.0         17,780.3            50.83         35,539.0         18,517.9            52.11           559.0             737.6          2.51
                     Newmarket                                                                     9,761.0          4,961.5            50.83         10,110.0          5,267.9            52.11           349.0             306.4          2.51
                     Richmond Hill                                                                22,593.0         11,484.0            50.83         23,752.0         12,376.2            52.11         1,159.0             892.2          2.51
                     Vaughan                                                                      40,923.0         20,801.1            50.83         42,414.0         22,100.2            52.11         1,491.0           1,299.1          2.51
                     Whitchurch - Stouffville                                                      2,160.0          1,097.9            50.83          2,378.0          1,239.1            52.11           218.0             141.2          2.51

                      Total Water Rate Revenues                                                                    62,520.8            50.83                          66,174.6            52.11                           3,653.8          2.51


TOTAL REVENUES                                                                                   123,000.0         62,520.8            50.83        127,000.0         66,174.6            52.11         4,000.0           3,653.8          2.51

Contribution (to)/from Reserve - (Surplus) / Shortfall                                                              4,403.8             3.58                           4,818.1             3.79                             414.3          0.42

Note: Above 2008 Water Rate of 52.11 cents/m 3 is the "effective annual" rate. Actual 2008 rate is 51.11 cents/m 3 from January to March 2008, and 52.39 cents/m 3 from April to December 2008.

                      Rate Stabilization - Deficit


                                                                                                                       118
                                                                                          2008 Wastewater Rate Summary
                                                                                                              2007 BUDGET                                       2008 BUDGET                                         2007/2008 INC/(DEC)
                                                                                                Flow              Amount                           Flow             Amount                               Flow              Amount
                                      DESCRIPTION
                                                                                              (m3 000's)         ($ 000's) Rate (cents/m3)       (m3 000's)        ($ 000's) Rate (cents/m3)           (m3 000's)         ($ 000's)   % Rate Impact
EXPENDITURES

           Operations
           York Operations                                                                          6,503.0        15,230.4            12.64          5,022.0         18,066.1            14.51            (1,481.0)          2,835.7          3.54

           Duffin Creek Operations                                                               104,492.2         19,667.6            16.33        108,735.8         20,224.3            16.25             4,243.6            556.7          (0.15)

           Peel Wastewater Treatment                                                                9,460.8          4,670.5             3.88        10,722.2          3,429.2             2.75             1,261.4         (1,241.3)         (2.12)

           Recoveries - Operations                                                                                   (914.6)           (0.76)                           (871.4)           (0.70)                                43.2           0.11

                      Total Operating Expenditures                                                                 38,654.0                                           40,848.2                                                2,194.2

           Capital - Related
           Financing Charges - Gross                                                                                50,654.7            42.05                          66,160.9            53.15                             15,506.2          20.99
           Less Recoveries - DC Reserve Fund - Capital Financing (Growth Related)                                 (27,831.8)          (23.11)                        (40,919.1)          (32.87)                           (13,087.2)        (18.47)

           Contribution to Capital Replacement Reserve                                                               7,896.2             6.56                         10,653.2             8.56                               2,757.0          3.79

           Contribution to Capital Construction (Non - Growth)                                                     16,888.0            14.02                          14,174.0            11.39                             (2,714.0)         (4.98)

                      Total Capital Related Expenditures                                                           47,607.1                                           50,069.0                                                2,461.9

TOTAL EXPENDITURES                                                                               120,456.0         86,261.1            71.61        124,480.0         90,917.2            73.04             4,024.0           4,656.1          2.70

REVENUES

           Wastewater Rate Revenues
                    Aurora                                                                         6,296.0          3,328.3            52.86          6,316.0          3,673.6            58.16                 20.0            345.3         10.02
                    East Gwillimbury                                                                 733.0            387.5            52.86            732.0            425.8            58.16                (1.0)             38.3         10.02
                    Georgina                                                                       3,393.0          1,793.7            52.86          3,649.0          2,122.4            58.16               256.0             328.7         10.02
                    King                                                                             274.0            144.8            52.86            264.0            153.6            58.16               (10.0)              8.7         10.02
                    Markham                                                                       34,980.0         18,491.9            52.86         35,539.0         20,670.9            58.16               559.0           2,178.9         10.02
                    Newmarket                                                                      9,761.0          5,160.1            52.86         10,110.0          5,880.4            58.16               349.0             720.3         10.02
                    Richmond Hill                                                                 22,593.0         11,943.6            52.86         23,752.0         13,815.1            58.16             1,159.0           1,871.5         10.02
                    Vaughan                                                                       40,683.0         21,506.8            52.86         42,162.0         24,523.1            58.16             1,479.0           3,016.3         10.02
                    Whitchurch - Stouffville                                                       1,743.0            921.4            52.86          1,956.0          1,137.7            58.16               213.0             216.3         10.02

                      Total Wastewater Rate Revenues                                                               63,678.2            52.86                          72,402.5            58.16                               8,724.2         10.02


TOTAL REVENUES                                                                                   120,456.0         63,678.2            52.86        124,480.0         72,402.5            58.16             4,024.0           8,724.2         10.02

Contribution (to)/from Reserve - (Surplus) / Shortfall                                                             22,582.8            18.75                          18,514.7            14.87                             (4,068.1)         (7.33)

Note: Above 2008 Wastewater Rate of 58.16 cents/m 3 is the "effective annual" rate. Actual 2008 rate is 53.96 cents/m 3 from January to March 2008, and 59.36 cents/m 3 from April to December 2008.

                      Rate Stabilization - Deficit


                                                                                                                       119
                                                   Transportation and Works
                                                  Water & Wastewater Operating



       Service Level - Water
                                                          Volume of Water Distributed
                  140,000
                  120,000
                  100,000
Megalitres




                   80,000
                   60,000
                   40,000
                   20,000
                       0
                             2002      2003      2004        2005      2006      2007      2008      2009    2010    2011
                            Actual    Actual    Actual      Actual    Actual    Actual    Budget    Outlook Outlook Outlook
             Volume         108,996   108,259   108,650    117,086    116,918   125,207   127,000   129,000   133,000   138,000
             % Change        3.4%     -0.7%      0.4%        7.8%      -0.1%     7.1%      1.4%      1.6%      3.1%      3.8%
             Budget                   113,513   117,971    123,225    126,668   123,000


             Source: Total water distributed.



       What does the graph show?
              x     The volume of water distributed for wholesale to the York Region area municipalities.

       Explanation of KPI Trend
              x     Water consumption is primarily affected by weather, conservation, industrial and commercial
                    use and population growth with significant year over year changes being primarily influenced
                    by weather.

              x     2002, 2005 and 2007 were hotter / dryer summers than the historic average resulting in
                    higher than average annual demands.

              x     2003 and 2004 were cooler / wetter summers than the historic average resulting in lower
                    than average annual demands.

              x     There is an underlying increasing trend which is related to the increasing base demand
                    related to population growth.

       Comments / Background:
       Water purchased from the City of Toronto represents 67% of the total water distributed in 2007 and
       is dispersed to 5 of the 9 Local municipalities in York Region.

       Water purchased from Peel Region represents 14% of the total water distributed in 2007 and is
       dispersed to 5 of the 9 Local municipalities in York Region.

       Groundwater supplies account for 16% of water volume distributed and Lake Simcoe accounts for
       the remaining 3%.



                                                                     120
                                                      Transportation and Works
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Community Impact - Water



                                                   Average Daily Water Consumption per Capita
                         400
       Litres of water




                         300

                         200

                         100

                          0
                                2002       2003       2004     2005       2006      2007      2008      2009       2010       2011
                               Actual     Actual     Actual   Actual     Actual    Actual    Budget    Outlook    Outlook    Outlook
   Consumption                  362        349        340      354           337    349       345        341       342        346
   % Change                    -1.9%      -3.6%      -2.6%     4.1%      -4.8%     3.6%      -1.1%      -1.2%      0.3%       1.1%
   Budget                                  362        359      371           369    356


  Volume                        108,996   108,259 108,650 117,086        116,918   125,207   127,000    129,000    133,000     138,000
  Denominator                     301       310     320     331            347       359       368        378        389         399

 Source: Numerator - Flows are captured at each York Water facility and forwarded to the Water Resources Technologist
 and the W & Ww Technologist.
 Denominator – Total York Region population multiplied by 365 days in one year and then divided by 1,000,000 to
 convert megalitres to litres.


What does the graph show?
   x        The average volume of water consumed on a per person basis.

Explanation of KPI Trend
   x        Water consumption is dependant on weather conditions. 2003 and 2004 experienced
            higher than anticipated wet weather conditions, thus, leading to lower than anticipated water
            requirements in relationship to 2001 and 2002.

   x        The per capita consumption is expected to decrease in future years as a result of continued
            efforts in conservation and public education through the Water for Tomorrow Program.

Comments / Background:
Estimated population provided by the Planning Department was 975,456 for 2007. The actual
population was 983,100 (2008 - 1,008,100; 2009 - 1,036,900; 2010 - 1,065,600; 2011 - 1,093,900).

Conservation activities from the “Water for Tomorrow” program are estimated to have saved
22,400m3 per day in 2005 as a result of an increase in the number of homes installed with water
efficiency toilets and shower heads.




                                                                       121
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Efficiency - Water


                                           Cost per Megalitre of Water - Treated and Distributed
                           500

                           400
            $ /Megalitre




                           300

                           200

                           100

                            0
                                   2002     2003      2004      2005      2006      2007      2008      2009    2010    2011
                                  Actual   Actual    Actual    Actual    Actual    Actual    Budget    Outlook Outlook Outlook
       Cost/Megalitre             $236      $244      $262     $289      $320      $326       $358      $370      $380      $389
       % Change                   1.3%      3.4%      7.4%     10.3%     10.7%     1.9%       9.9%      3.3%      2.7%      2.5%
       Budget                               $260      $282     $301      $327      $330

   Costs ('000)                  $25,739   $26,408   $28,491   $33,850   $37,375   $40,798   $45,478    $47,723   $50,529   $53,554
   Volume                        108,996   108,259   108,650   117,086   116,918   125,207   127,000    129,000   133,000   138,000


   Source: Numerator includes - Water Resource Monitoring & Inspection (program 43970), Surface Water Treatment –
   Sutton (program 46200), Keswick (program 46210), Georgina (program 46220), Ground Water - Mount Albert
   (program 46110), King City (program 46300), Nobleton (program 46310), Schomberg (program 46320), Yonge St
   Aquifer (program 46510) Oak Ridges (program 46610), Kleinberg (program 46710), Whitchurch Stouffville (program
   46800), Ballantrae (program 46810), Ansnorveldt (program 46820), Toronto Supply – York Water System (program
   46900), Ground Water Supply Water Special Projects (program 46980).
   Denominator - Flows are captured at each York water facility and forwarded to the Water Resources Technologist


What does the graph show?
   x   The total operating cost (excluding financing costs) for the treatment and distribution per
       million litres of drinking water, for wholesale to the Region’s Local municipalities.
Explanation of KPI Trend
   x   The increasing cost trend is related to upward cost pressures in labour, energy and
       chemical costs and increasing operational requirements resulting from significant regulatory
       changes over the past 5 years.
Comments / Background:
Water Treatment and Distribution Operations is a registered ISO 9001:2000 Standards Quality
Management System.




                                                                122
                                                     Transportation and Works
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Efficiency - Water

                                               Total Gross Expenditures per Megalitre of Water - Treated and Distributed
                             1,200

                             1,000

                               800
         $ /Megalitre




                               600

                               400

                               200

                                 0
                                      2002      2003      2004      2005      2006      2007       2008       2009    2010           2011
                                     Actual    Actual    Actual    Actual    Actual    Actual     Budget     Outlook Outlook        Outlook
  Capital Cost / Ml                   $211      $228     $285      $410      $447       $486       $505       $568       $658        $699
  Operating Cost / Ml                 $236      $244     $262      $289      $320       $326       $358       $370       $380        $389
  Budget                                        $503     $597      $745      $779       $858


Total Cost                            $447      $472      $547      $699      $767       $812       $863       $938      $1,037       $1,088
% Change                              -3.2%     5.6%     15.9%     27.8%      9.7%       5.9%       6.4%       8.7%      10.7%        4.8%

Capital ('000)                       $22,954   $24,710   $31,025   $48,015   $52,242   $60,791     $64,126    $73,333    $87,577      $96,461
Operating ('000)                     $25,739   $26,408   $28,491   $33,850   $37,375   $40,798     $45,478    $47,723    $50,529      $53,744
Total Cost                           $48,692   $51,118   $59,516   $81,865   $89,617   $101,589   $109,604    $121,056   $138,106     $150,206
Volume                               108,996   108,259   108,650   117,086   116,918   125,207     127,000    129,000    133,000      138,000



Source: Numerator includes - Water Resource Monitoring & Inspection (program 43970), Surface Water Treatment –
Sutton (program 46200), Keswick (program 46210), Georgina (program 46220), Ground Water - Mount Albert (program
46110), King City (program 46300), Nobleton (program 46310), Schomberg (program 46320), Yonge St Aquifer (program
46510) Oak Ridges (program 46610), Kleinberg (program 46710), Whitchurch Stouffville (program 46800), Ballantrae
(program 46810), Ansnorveldt (program 46820), Toronto Supply – York Water System (program 46900), Ground Water
Supply Water Special Projects (program 46980).
Denominator - Flows are captured at each York water facility and forwarded to the Water Resources Technologist and W
& Ww Technologist.



What does the graph show?
     x                  The total gross expenditures for the treatment and distribution per million litres of drinking
                        water, for wholesale to the Region’s Local municipalities.
Explanation of KPI Trend
     x                  Operational cost increases are relatively minor compared to capital cost increases.
     x                  Capital cost increase trend is indicative of regional growth pressures and need for building
                        increased treatment and distribution capacity in the short term.
Comments / Background:
Water Treatment and Distribution Operations is a registered ISO 9001:2000 Standards Quality
Management System.

                                                                    123
                                                         Transportation and Works
                                                        Water & Wastewater Operating


   Community Impact




                                                     Compliance to Drinking Water Standards
                             100%

                              98%
       Percent Compliance




                              96%

                              94%

                              92%

                              90%
                                     2002     2003       2004     2005         2006     2007      2008      2009    2010    2011
                                    Actual   Actual     Actual   Actual       Actual   Actual    Budget    Outlook Outlook Outlook
   Compliance                        99.8%   99.9%      99.7%    100.0%       100.0%   100.0%    100.0%    100.0%    100.0%    100.0%
   % Change                          -0.1%    0.1%      -0.2%    0.3%          0.0%     0.0%      0.0%      0.0%     0.0%       0.0%
   Budget                                    100.0%     100.0%   100.0%       100.0%   100%

  Compliance                         5,662    5,785      6,798    9,661        9,949    10,240    10,012    10,012    10,012    10,012
  Tests                              5,675    5,789      6,818    9,664        9,950    10,240    10,012    10,012    10,012    10,012

   Source: Numerator & Denominator - Test Results are sent to the Water Resources Technologist and the W & Ww
   Technologist.


What does the graph show?
   x                        Percentage of microbiological test samples that comply with drinking water standards set out
                            by The Ministry of the Environment.

Explanation of KPI Trend
   x                        York Region consistently achieved high standards of drinking water quality and is striving to
                            achieve 100% compliance.

   x                        All initial non-compliance samples reported above, were re-sampled and returned as 100%
                            in compliance. The Ministry of Environment counts all tests despite lab errors.

   x                        2007 achieved 100% compliance.

Comments / Background:
The York Water System and North Water System are both registered to ISO 9001:2000 standard
(Quality Management System).




                                                                        124
                                                                   Transportation and Works
                                                                  Water & Wastewater Operating




Customer Service


                                                                  Number of Household Days with Water Restrictions
            # of Household Days (millions)




                                             100

                                             80

                                             60

                                             40

                                             20

                                               0
                                                    2002     2003     2004     2005        2006     2007   2008   2009    2010    2011
                                                   Actual   Actual   Actual   Actual      Actual   Actual Budget Outlook Outlook Outlook
   Water Restrictions                                60      15        0       56          39       18      0       0       0      0
   % Change                                        100.0% -75.0% -100.0%        -         -30.4% -54.0%    0.0%   0.0%    0.0%    0.0%
   Budget                                                     0        0        0           0        0

 Source: Municipal area populations affected.




What does the graph show?
   x    The number of household days affected by water restrictions.


Explanation of KPI Trend
   x    2002 restriction was in place for 60 days for all households on municipal water in York
        Region.

   x    2003 restriction was in place over a 15 day period as a result of the August blackout.

   x    2005 restriction was in place over a 56 day period due to extremely hot dry summer
        conditions.

   x    2006 restriction was in place over a 39 day period due to a hot dry summer and
        performance issues at wells in Kleinburg and King City.

   x    In 2007 it was a hot dry summer and the restriction was in place for 18 days. An
        improvement over the prior year as a result of immediate resident compliance to the ban
        and no unusual performance issues at any wells.

Comments / Background:
The York Region makes recommendations to the individual municipalities to place water restrictions
to enforce their water restriction by-laws.


                                                                                    125
                                                                Transportation and Works
                                                               Water & Wastewater Operating


Customer Service

          # of Household Days (thousands)                          Number of Household Days with Boil Water Advisory
                                            6


                                            4


                                            2


                                            0
                                                 2002     2003     2004     2005     2006     2007     2008   2009    2010    2011
                                                Actual   Actual   Actual   Actual   Actual   Actual   Budget Outlook Outlook Outlook
 Boil Water Advisory                              0        0        0        0        0        0        0       0       0       0
 % Change                                       0.0%     0.0%     0.0%     0.0%     0.0%     0.0%      0.0%   0.0%    0.0%    0.0%
 Budget                                                    0        0        0        0        0



 Source: Municipal area populations affected.


What does the graph show?
   x    The number of household days that boil water advisory was in effect (defined as the number
        of days with an advisory multiplied by the municipal area population affected).

Explanation of KPI Trend
   x    The Region did not issue any boil water advisories in 2007.

Comments / Background:
Boil water advisories are the responsibility of the Regional Health Department.




                                                                             126
                                                  Transportation and Works
                                                 Water & Wastewater Operating


     Service Level - Wastewater



                                             Volume of Wastewater - Collection and Treatment
              140,000
              120,000
Megalitres




              100,000
               80,000
                  60,000
                  40,000
                  20,000
                      0
                            2002     2003       2004     2005      2006     2007     2008   2009    2010    2011
                           Actual   Actual     Actual   Actual    Actual   Actual   Budget Outlook Outlook Outlook
             Volume        100,327 102,777 106,435 114,458 114,208 121,386 124,480 126,441 130,361 135,262
             % Change      -3.6%     2.4%       3.6%    7.5%       -0.2%   6.3%      2.5%   1.6%    3.1%    3.8%
             Budget                 111,415 115,507 121,194 124,176 120,456


   Source: Total wastewater treated.


     What does the graph show?
              x     The volume of York Region wastewater collected and treated for safe return to the
                    environment.

     Explanation of KPI Trend
              x     Wastewater collection is correlated with water consumption.

              x     Conservation measures initiated through the Water for Tomorrow program (low flow
                    showerheads, water saving toilet flappers) has successfully reduced flow volume increases
                    below population growth in York Region.

              x     A steady increase of wastewater volumes is consistent with current and projected population
                    growth in York Region.

              x     Higher than expected flow in 2005 influenced by 16th Avenue dewatering being partially
                    diverted to the YDSS.


     Comments / Background:
     The Duffin Creek Water Pollution Control Plant (WPCP) of the York-Durham Sewage System
     accounts for 88% of all wastewater treated for York Region. Another 7% will be diverted and
     treated at the Peel Sewage System. Duffin Creek WPCP facility is a joint ownership between York
     and Durham regions of which York funds about 80% of the operating costs.




                                                                 127
                                                Transportation and Works
                                               Water & Wastewater Operating




Community Impact

                                         Volume of Untreated Sewage Released into the Environment
                 12,000
                 10,000
  cubic metres




                  8,000
                  6,000
                  4,000

                  2,000
                     0
                           2002     2003      2004     2005       2006      2007       2008     2009    2010    2011
                          Actual   Actual     Actual   Actual    Actual     Actual    Budget   Outlook Outlook Outlook
      Volume               100      1,700       0      11,300         900     0         0        0       0        0
      % Change            -90.4%   1600.0% -100.0%       -       -92.0%     -100.0%    0.0%     0.0%    0.0%    0.0%
      Budget                         0          0        0            0       0

  Source: Numerator & Denominator - Technician’s log.


What does the graph show?
        x         The volume of wastewater that bypassed treatment and went directly into the environment.

Explanation of KPI Trend
        x         In 2001 and 2002 pump failures at the Wood River Bend Pumping station in Georgina
                  resulted in sewage release into the environment.

        x         In August 2003 one spill occurred at the Aurora pumping station. A large scale power failure
                  (due to Provincial blackout) shutdown the sewage pumps; backup generators were running
                  however they failed to adequately power the pumps. As a result, raw sewage was
                  discharged directly into Tannery Creek for approximately two hours.

        x         In 2005, two large storm events occurred across the GTA in August, resulting in a washout
                  of a Regional sewer along Rainbow Creek in Vaughan from the first event, and serious
                  flooding and high wet well levels at pumping stations located along Steeles Avenue from the
                  second event.

        x         In May 2006, one minor spill occurred into the Holland River.                  The spill resulted from
                  equipment failure.


Comments / Background:
Measures have been taken to minimize system wastewater spills. Improved SCADA supervisory
controls, system reporting and monitoring were installed. Reviewed and enhanced the preventative
maintenance program at the Wood River Bend Pumping station and installed emergency backup
power supplies and doubled the testing frequency to ensure a non-failure rate.


                                                                128
                                            Transportation and Works
                                           Water & Wastewater Operating




    Community Impact

                                   Percentage of Sewage Discharge Samples Exceeding Limits
                  8%


                  6%

                  4%


                  2%

                  0%
                       2002       2003       2004      2005      2006      2007     2008      2009    2010    2011
                       Actual    Actual     Actual    Actual    Actual    Actual   Budget    Outlook Outlook Outlook
 Discharge Samples      0.7%      0.0%      0.0%      0.0%      0.8%      0.3%      0.0%      0.0%      0.0%      0.0%
 % Change                 -      -100.0%    0.0%      0.0%      0.0%     -63.0%     0.0%      0.0%      0.0%      0.0%
 Budget                           0.0%      0.0%      0.0%      0.0%      0.00%

Exceeding Limit            1         0         0         0         3         1         0         0         0            0
Samples                   152       152       152       354       358       334       360       360       360          360


 Source: Numerator & Denominator - Samples are collected weekly and a reported average sent monthly to the Ministry.



    What does the graph show?
          x   Effluent quality of treated sewage discharged into the environment.

    Explanation of KPI Trend
          x   Benefits of the ISO 14001 Environmental Management System in 2001 resulted in improved
              sampling procedures that reduced laboratory testing errors.

          x   Samples which exceeded regulatory limits were a result of instrument and lab errors.
              Effluent quality was maintained. The Ministry of Environment counts all tests despite lab
              errors.


    Comments / Background:
    Wastewater Treatment and Collection is registered under ISO 14001. York Region is consistently
    aiming to achieve high standards in effluent quality of wastewater and is currently striving to
    achieve 100% compliance. Ontario Water resources Act regulations were met.

    Commissioning of the new Sutton and Mount Albert wastewater treatment plant in early 2005, has
    introduced an increase in the sampling frequency. Also, many of the wastewater treatment facilities
    have undergone certificate of approval renewal, increasing the sampling frequency to meet new
    effluent limits and requirements.



                                                          129
                                                    Transportation and Works
                                                   Water & Wastewater Operating


                                                                                                                            x     York

  Efficiency - Wastewater
                                             Cost per Megalitre of Wastewater - Collection and Treatment
                         400

                         300
           $/Megalitre




                         200

                         100

                           0
                                2002      2003      2004      2005         2006      2007      2008   2009    2010    2011
                               Actual    Actual    Actual    Actual       Actual    Actual    Budget Outlook Outlook Outlook
    Cost/Megalitre             $208      $240      $254      $242         $276      $312       $335     $346      $352          $355
    % Change                   5.1%      15.4%     5.8%      -4.7%        14.0%     13.0%      7.3%     3.2%      1.6%          1.0%
    Budget                               $239      $258      $279         $308       328

Costs ('000)                   $20,887   $24,674   $27,055   $27,752      $31,569   $37,918   $41,713   $43,738   $45,823   $48,017
Volume                         100,327   102,777   106,435   114,458      114,208   121,386   124,480   126,441   130,361   135,262

    Source: Numerator includes: Holland Landing (program 44100), Mount Albert (program 44110), Sutton (program
    44200), Keswick (program 44210), Schomberg (program 44320), Kleinburg (program 44710), Whitchurch Stouffville
    (program 44800), York Durham (program 44900), and Duffin Creek (program 44930), Special Projects (program
    44980).
    Denominator: Flows are captured at each York wastewater facility.


  What does the graph show?
       x            The total operating cost (excluding financing costs) for the collection and treatment per
                    million litres of the Region’s wastewater.
  Explanation of KPI Trend
       x            2003 increased as a result of higher maintenance costs at the York Durham System, Aurora
                    and at the Humber pumping stations. Treatment and Disposal costs also increased as a
                    result of higher incineration costs at the Duffins Creek plant.
       x            2004 increased resulting from the deferral of various equipment purchases and plant
                    maintenance from 2003 to 2004 including the surface ground water chemical consultant
                    assessment, sewage pumps and various facilities maintenance.
       x            2005 costs decreased resulting from incinerating sludge rather than shipping it to Michigan.
       x            2006 costs increased due to higher operational costs at the York Durham system.
       x            2007 costs increased due to higher operational costs at the York Durham system and the
                    first full year of operations of the Peel WPCP.
  Comments / Background:
  York Region operates 240 kms of trunk sewer lines. In the urban area (YDSS) the Region operates
  8 major pumping stations. Most of the urban collection system was constructed in the early 1970’s.
  In the rural areas, the Region operates various wastewater treatment plants and lagoon systems.


                                                                    130
                                                         Transportation and Works
                                                        Water & Wastewater Operating


  Efficiency - Wastewater


                                             Total Gross Expenditures Per Megalitre of Wastewater - Collection and Treatment
                           1,600
                           1,400
                           1,200
             $/Megalitre




                           1,000
                             800
                            600
                            400
                            200
                              0
                                    2002        2003       2004      2005      2006      2007      2008      2009      2010       2011
                                   Actual      Actual     Actual    Actual    Actual    Actual    Budget    Outlook   Outlook    Outlook
     Capital Cost / Ml              $240        $237       $301      $410      $574      $582     $731       $931     $1,039     $1,101
     Operating Cost / Ml            $208        $240       $254      $242      $276      $312     $335       $346      $352       $355
     Budget                                     $512       $579      $769      $846      $954


Total Cost                           $448       $477        $555     $653      $850      $894     $1,066     $1,277    $1,390     $1,456
% Change                            14.6%       6.5%       16.4%     17.7%    30.2%      5.3%     19.2%      19.8%      8.9%       4.7%

Capital ('000)                     $24,083    $24,324     $32,006   $46,937   $65,510   $70,682 $90,988 $117,743 $135,438 $148,946
Operating ('000)                   $20,887    $24,674     $27,055   $27,752   $31,569   $37,918 $41,713 $43,738     $45,823 $48,017
Total Cost                         $44,970    $48,997     $59,061   $74,690   $97,080   $108,600 $132,701 $161,482 $181,261 $196,964
Volume                             100,327    102,777     106,435   114,458   114,208   121,386   124,480   126,441    130,361    135,262

  Source: Numerator includes: Holland Landing (program 44100), Mount Albert (program 44110), Sutton (program 44200),
  Keswick (program 44210), Schomberg (program 44320), Kleinburg (program 44710), Whitchurch Stouffville (program
  44800), York Durham (program 44900), and Duffin Creek (program 44930), Special Projects (program 44980).
  Denominator: Flows are captured at each York wastewater facility.




  What does the graph show?
         x          The total gross expenditures for the collection and treatment per million litres of the Region’s
                    wastewater.
  Explanation of KPI Trend
         x          Operational cost increases are relatively minor compared to capital cost increases.
         x          Capital cost increase trend is indicative of regional growth pressures and need for building
                    increased treatment and distribution capacity in the short term.


  Comments / Background:
  York Region operates 240 kms of trunk sewer lines. In the south urban area (YDSS) the Region
  operates major pumping stations. Most of the urban collection system was constructed in the early
  1970’s. In the rural areas, the Region operates various wastewater treatment plants and lagoon
  systems.




                                                                       131
                                                 Transportation and Works
                                                Water & Wastewater Operating


Customer Service
                                             Number of Wastewater Odour Complaints
                         20


                         15
    # of complaints




                         10


                          5

                          0
                              2002      2003    2004       2005        2006     2007     2008     2009    2010    2011
                              Actual   Actual   Actual    Actual      Actual   Actual   Budget   Outlook Outlook Outlook
   Complaints                   4        1        15        3           6        3        3        3        3       3
   % Change                   -76.4%   -75.0%   1400.0%   -80.0%      100.0%   -50.0%    0.0%     0.0%    0.0%    0.0%
   Budget                                0        0         4           4        3


  Source: Number of logged calls.




What does the graph show?
   x                  The number of wastewater odour complaints received from residents in the York Region.

Explanation of KPI Trend
   x                  The Aurora Pumping Station facility pumps raw sewage from Aurora and Newmarket and is
                      also a liquid waste dump site for all of York Region. Complaints are from the Aurora
                      pumping station.

   x                  In 2001 and 2002 many of the odour complaints were generated in the surrounding area of
                      the pumping station.

   x                  An odour control unit was installed in early 2002 which solved the problem for neighbouring
                      residents.

   x                  2004 complaints were the result of one resident’s persistent disapproval.

Comments / Background:
The usage of neutralizing and masking agents prior to 2002 only slightly resolved the problem.

In 2002, a new odour control handling unit was installed at the Aurora Pumping station which
eliminated the odours caused by hydrogen sulphide.




                                                                132
                        Solid Waste Management


Departmental Description


                                              Solid Waste
                                              Management




                                  Diversion                 Disposal



  Mission/Vision
     Solid Waste Management finances and delivers environmentally sound and fiscally responsible
     waste diversion and disposal services that ensure public health and safety.

  Mandate
    The Region’s Solid Waste Management Branch is responsible for:

        x   Waste diversion programs to achieve a minimum 65% diversion target by 2010 and long
            term goal of 75% diversion.
        x   Waste Transfer Services through facilities located in Georgina, Markham and East
            Gwillimbury. The Georgina Transfer Station and Waste Management Centre in East
            Gwillimbury are owned by the Region and operate six and five days per week respectively.
            The Markham Transfer Station is owned and operated by Miller Waste Systems and
            provides transfer services under contract to the Region five days per week.
        x   Waste Haulage and Disposal Services. The Region’s waste is hauled to Veolia Arbor Hills
            Landfill Inc. and Green Lane Environmental in St. Thomas, Ontario by Verspeeten Cartage
            and Green Lane Environmental respectively.
        x   Blue Box recyclables processing at the Region’s Waste Management Centre on Garfield
            Wright Blvd., East Gwillimbury.
        x   Yard waste composting through Miller Waste’s Bloomington Road Composting site in
            Richmond Hill. This facility is open six days per week to residents during yard waste
            collection season.
        x   Source Separated Organics composting under contract with Orgaworld in London.
        x   Household hazardous waste disposal through four drop-off depots owned by the Region and
            located in East Gwillimbury, Georgina, Markham and Vaughan. These facilities are
            operated under contract by Clean Harbours Canada Ltd. and collectively, provide service
            weekly Monday to Saturday.
        x   Tires, scrap metals and electronic waste diversion services at selected sites throughout the
            Region.
        x   Award winning public education and outreach services to promote waste diversion.


                                                  133
                         Solid Waste Management


         x   Coordinating data submissions to Waste Diversion Ontario (WDO) to secure available “blue
             box” program funding for the Region and local municipalities.

  Strategic Goals 2008 - 2011
     The following key strategies developed in 2006 and 2007 are expected to be implemented in 2008
     through to 2011,

     ƒ   Finalization of long term Source Separated Organics management plans
     ƒ   Opening of the Richmond Hill Community Environmental Centre
     ƒ   Expanded promotion of Regional waste diversion services
     ƒ   Completion of the York Durham residual waste environmental assessment
     ƒ   Implementation of the joint waste diversion strategy
     ƒ   Retro fit of the Georgina Transfer Station

     In 2008 additional short term source separated organics or green bin processing capacity will be
     secured through establishment of contracts with a secondary service providers. Investigation of the
     viability of constructing a Regional facility to ensure long term capacity.

     The Joint Waste Diversion Strategy will lead to changes in our Blue Box Program including
     addition of new materials, improved capture of existing materials and expansion of services to non-
     traditional waste generators (e.g. multi-residential dwellings, parks and recreation facilities). These
     initiatives will necessitate changes to our Material Recycling Facility.

     Expansion of the public drop-off service in 2009 with the construction of a second Community
     Environmental Center (CEC) in Richmond Hill and development of the existing Georgina transfer
     station into a third CEC.


Key Highlights

  2008 Planned Initiatives

     Given the current political, financial and growth related pressures facing the Branch, key areas of
     strategic focus have been established for 2008. These include:

     ƒ   Implementing the Joint Waste Diversion Strategy and associated goals in conjunction with the
         nine local municipalities.
     ƒ   Finalizing plans for long-term Source Separated Organics management.
     ƒ   Construction of a Community Environmental Centre in Vaughan.
     ƒ   Planning and design of a Community Environmental Centre in Richmond Hill and Georgina.
     ƒ   Completing an Individual Environmental Assessment on residual waste management in
         conjunction with the Regional Municipality of Durham.
     ƒ   Improved awareness and utilization of the household hazardous waste (HHW) program.
     ƒ   Increased hours of operation at all four HHW depots.
     ƒ   Promotional campaigns to increase participation in the Blue Box and Green Bin program.
                                                   134
                          Solid Waste Management


       ƒ   Expansion of the Waste Management Centre’s processing capacity.
       ƒ   Installation of a glass clean up system at the Waste Management Centre.
       ƒ   Introduction of waste diversion services in the Region’s social housing system.
       ƒ   Evaluation of options to optimize the blue box program.
       ƒ   Opening of the Dongara Waste Pelletization plant to reduce the Region’s landfill needs by
           100,000 tonnes per year by producing an alternative fuel product.
       ƒ   Completion of the Branch’s Environmental Management System.


   2007 Accomplishments

       ƒ   Full implementation of the Source Separated Organics program.
       ƒ   Finalized plans for long-term Source Separated Organics management.
       ƒ   Promotional campaigns to increase participation in the Blue Box and Green Bin program.
       ƒ   Installation of a residue clean up system at the Waste Management Centre.

Key Challenges
The following trends and issues will have an impact on the Department over the 2008 to 2011 timeframe.

   Environmental issues

       ƒ   Growing public pressure to halt the export of Canadian waste to Michigan, combined with a
           proposed waste diversion target of 60% by 2008, announced by the Minister of the Environment
           in December 2003, place additional pressure on the Region to develop alternative means of
           managing its residual waste and expand its diversion programs. In September, 2006 Council
           adopted a joint, municipal diversion strategy and immediate goal of 65% diversion from landfill
           by 2010. The Region will have to introduce aggressive new programs to achieve these targets.
           These anticipated programs are expected to place significant pressures on the Branch’s
           operating and capital budgets.

   Regional growth

       ƒ   Population growth and economic conditions are also key factors affecting the Branch’s business
           plan. The total amount of waste requiring management by the Region, and its associated cost, is
           primarily a function of population, with the Region’s population expected to increase by 4% in
           2008.

   Customer demand

       ƒ   Expansion of the public drop-off system is expected to continue with the development of
           additional Community Environmental Centers in the Region.
       ƒ   The new Waste Diversion Strategy may lead to changes in our Blue Box Program to include
           more materials that may necessitate changes to our Material Recovery Facility.

                                                   135
                      Solid Waste Management


Financial constraints
   ƒ Economic conditions also influence the revenues generated from the sale of blue box
      recyclables by the Region, which in 2007 economic conditions also influence the revenues
      generated from the sale of blue box recyclables by the Region, blue box revenues are expected
      to offset the program’s gross operating budget by 85%.




                                              136
                            Solid Waste Management


Service Challenges
Specific service challenges were identified as priorities for funding for 2008.

   Processing capacity
      ƒ With full implementation of the Source Separated Organics (SSO) program in September 2007
         tonnage is expected to increase by 40% in 2008.

   Contractual obligations
     ƒ The 2008 capital budget included provisions for Community Environmental Centres (CEC’s in
         Vaughan and Richmond Hill). These new sites will handle reusable and/or recyclable materials
         dropped off by residents and/or small business. This will result in increased operating costs of
         $0.7 M.

   Environmental issues
      ƒ Community Environmental Centres scheduled to open in 2008 and 2009 will increase tonnage
         (3,880 and 13,200 respectively) by providing public drop-off services to the public.
      ƒ The pelletization of garbage into a viable energy source is expected to divert another 100,000
         metric tonnes from landfill sites in Michigan. This tonnage is reflected as disposal rather than
         diversion because the Province does not recognize this as a diversion method.
      ƒ Increasing public pressure to halt the export of Canadian waste to Michigan and government
         mandates proposing ever increasing waste diversion targets have placed pressure on the Region
         to develop alternative means of managing its waste and expand its diversion programs.


KPI Highlights

          2007 Actual          Tonnes of Solid Waste Managed                             326,490
          2008 Request         Tonnes of Solid Waste Managed                            358, 090

          2007 Actual          Disposal Cost per Tonne                                       $84
          2008 Request         Disposal Cost per Tonne                                       $96

          2007 Actual          Diversion Cost per Tonne                                     $123
          2008 Request         Diversion Cost per Tonne                                     $135




                                                      137
                               Solid Waste Management


Operating Impact of Capital

                      $000's                                                                                   2013 -          Total
                                              2008   2009    2010                      2011         2012
                                                                                                                2017
                                             Budget Outlook Outlook                   Outlook      Outlook
                                                                                                               Outlook
        OPERATING COSTS
            Salaries and Benefits                    0          0               0              0           0          0             0
            Debt Repayment                          15        878           4,028          6,172       8,602     59,358        79,053
            Other                                  130        398             884            900         936      4,867         8,115
        TOTAL GROSS COST                           145      1,276           4,912          7,072       9,538    64,225         87,168

        Less Revenue:Specify                         0          0               0              0         0           0              0
        Less DC on Debt                              0          0               0              0         0           0              0
        TOTAL NET COST (TAX LEVY)                  145      1,276           4,912          7,072     9,538      64,225         87,168



The 2008 capital budget includes provisions for Community Environmental Centres (CEC’s) in Vaughan
and Richmond Hill. These new sites will handle reusable and/or recyclable materials dropped off by
residents and/or small business. This will result in increased operating costs of $0.6 M in 2009. In 2010 the
two existing CEC’s combined will result in increased operating costs of $1.4 M.


Staffing Resources

Permanent FTE's           2005        2006               2007                2008               2009             2010              2011
                        Budget       Budget         Budget                  Request           Outlook          Outlook           Outlook


Full- Time FTE's
(PFT)                        10.0       12.0              15.0*                     16.0             16.0            16.0               16.0
Part- Time FTE's
(PPT)                          0.0           0.0                0.0                  0.0               0.0               0.0              0.0
Total Permanent
FTE's                        10.0       12.0               15.0                     16.0             16.0            16.0               16.0
Net Change                    0.0        2.0                3.0                      1.0              0.0             0.0                0.0

Casual (FTE
Equivalent)                    0.0           2.0                2.0                  4.0               2.0               2.0              2.0



* 15 FTE in 2007 includes 13 Solid Waste Branch and 2 Business Support Services Staff




                                                                      138
                                                           Financial Summary

           Solid Waste Management


                                                         Tax Levy prior to Allocations

                                                 2005            2006            2007           2008          2009          2010          2011
                                                Actual          Actual          Actual         Request       Outlook       Outlook       Outlook

              Diversion                            4,128            7,388         10,652         17,499        22,043        28,145        30,994
              Disposal                            13,442           13,523         11,376         14,602        16,407        15,515        17,330
              Tax Levy Prior to Allocations       17,569           20,910         22,028         32,101        38,450        43,660        48,324


                                                 2005             2006           2007           2008          2009          2010          2011
                                                Actual           Actual         Actual         Request       Outlook       Outlook       Outlook

Expenditures
   Salaries and Benefits                              883              985          1,285          1,646         1,584         1,613         1,642
   Program Specific Expenses                       12,621           13,193          9,439          9,960         8,508         8,134         8,601
   Professional Contracted Services                 9,764           13,831         20,668         27,740        34,549        39,435        41,589
   General Expenses                                 1,053              809          1,144          1,919         1,374         1,437         1,447
   Occupancy Costs                                     40               75             54            100           120           122           125
   Minor Capital                                        7                1              2            101             8             8             8
Expenditures                                       24,368           28,895         32,592         41,466        46,143        50,749        53,412


Financing Costs and Contributions to Reserves
    Financing Costs                                 1,831            1,825          2,438          3,201         5,474         9,452        12,060
    Contribution to Reserves                          548            1,704          2,317          2,911         2,966         3,020         3,074
    Contribution to Capital                             0                0              0              0             0             0             0
Financing Costs and Contributions to Reserves       2,379            3,529          4,755          6,112         8,440        12,472        15,134

Gross Expenditures                                 26,747           32,424         37,347         47,578        54,583        63,221        68,546

Revenues
   Grant Subsidies                                      0                0              0               0             0             0             0
   User Fees                                            0                0              0               0             0             0             0
   Fees and Charges                                (6,841)          (8,397)       (10,736)         (9,125)      (10,180)      (13,484)      (14,019)
   Development Charges                                  0                0              0               0             0             0             0
   Contribution from Reserves                         (22)             (22)           (25)            (22)          (22)          (23)          (23)
   Third Party Recoveries                          (2,380)          (3,300)        (4,630)         (5,788)       (5,898)       (6,004)       (6,112)
Revenues                                           (9,243)         (11,719)       (15,390)        (14,935)      (16,100)      (19,511)      (20,154)


Negotiated Specific & Recoveries
   Negotiated Specific                                    72              151         207            192           196           199           203
   Departmental Charges & Recoveries                      (6)              55        (137)          (145)         (162)         (181)         (200)
   Capital Recoveries                                      0                0           0           (590)          (67)          (69)          (71)
   Other Recoveries                                        0                0           0              0             0             0             0
Negotiated Specific & Recoveries                          66              206          71           (543)          (33)          (50)          (68)


Gross Expenditures including Negotiated
Specific & Recoveries                              26,812           32,629         37,418         47,036        54,550        63,171        68,478


Tax Levy Prior to Allocations                      17,569           20,910         22,028         32,101        38,450        43,660        48,324


Allocations and Recoveries                               322              346            582         611           622           633           644


Net Levy                                           17,891           21,257         22,609         32,711        39,072        44,293        48,968




                                                                      139
                                                           Financial Summary

           Solid Waste Management Diversion


                                                 2005           2006           2007           2008          2009          2010          2011
                                                Actual         Actual         Actual         Request       Outlook       Outlook       Outlook

Expenditures
   Salaries and Benefits                              505            564            735            982           942           959           976
   Program Specific Expenses                          233            502            384            683           871         1,431         1,515
   Professional Contracted Services                 8,719         12,898         18,494         22,550        26,548        33,033        34,817
   General Expenses                                   720            432            577          1,419         1,096         1,155         1,160
   Occupancy Costs                                     12             29             22             66            85            87            89
   Minor Capital                                        4              1              1             52             5             5             5
Expenditures                                       10,192         14,425         20,213         25,753        29,547        36,670        38,562


Financing Costs and Contributions to Reserves
    Financing Costs                                 1,805          1,779          2,382          3,147         4,488         6,796         8,313
    Contribution to Reserves                          548          1,704          2,309          2,904         2,959         3,012         3,066
    Contribution to Capital                             0              0              0              0             0             0             0
Financing Costs and Contributions to Reserves       2,353          3,483          4,692          6,051         7,447         9,808        11,379

Gross Expenditures                                 12,545         17,908         24,905         31,804        36,994        46,478        49,941

Revenues
   Grant Subsidies                                      0              0              0               0             0             0             0
   User Fees                                            0              0              0               0             0             0             0
   Fees and Charges                                (5,550)        (6,954)        (9,472)         (7,951)       (8,961)      (12,219)      (12,706)
   Development Charges                                  0              0              0               0             0             0             0
   Contribution from Reserves                         (13)           (13)           (14)            (13)          (13)          (13)          (13)
   Third Party Recoveries                          (2,380)        (3,300)        (4,630)         (5,788)       (5,898)       (6,004)       (6,112)
Revenues                                           (7,942)       (10,267)       (14,116)        (13,752)      (14,872)      (18,236)      (18,831)


Negotiated Specific & Recoveries
   Negotiated Specific                                 41             86            119            110           112           114           116
   Departmental Charges & Recoveries                 (516)          (339)          (256)          (108)         (125)         (142)         (161)
   Capital Recoveries                                   0              0              0           (556)          (67)          (69)          (71)
   Other Recoveries                                     0              0              0              0             0             0             0
Negotiated Specific & Recoveries                     (475)          (253)          (137)          (554)          (79)          (97)         (116)


Gross Expenditures including Negotiated
Specific & Recoveries                              12,070         17,655         24,767         31,250        36,915        46,381        49,825


Tax Levy Prior to Allocations                       4,128          7,388         10,652         17,499        22,043        28,145        30,994


Allocations and Recoveries                               184            198            333         349           356           362           369


Net Levy                                            4,312          7,586         10,984         17,848        22,399        28,507        31,362




                                                                    140
                                                           Financial Summary

           Solid Waste Management Disposal


                                                 2005           2006           2007           2008           2009          2010          2011
                                                Actual         Actual         Actual         Request        Outlook       Outlook       Outlook

Expenditures
   Salaries and Benefits                              378            422            550            664            642           653           665
   Program Specific Expenses                       12,388         12,691          9,054          9,277          7,638         6,703         7,086
   Professional Contracted Services                 1,045            933          2,174          5,190          8,002         6,403         6,773
   General Expenses                                   334            377            567            500            277           281           287
   Occupancy Costs                                     28             47             33             34             35            35            36
   Minor Capital                                        3              1              1             49              3             3             3
Expenditures                                       14,176         14,471         12,379         15,714         16,596        14,079        14,850


Financing Costs and Contributions to Reserves
    Financing Costs                                       26             46             56             54         986         2,657         3,748
    Contribution to Reserves                               0              0              7              7           7             8             8
    Contribution to Capital                                0              0              0              0           0             0             0
Financing Costs and Contributions to Reserves             26             46             63             61         994         2,664         3,756

Gross Expenditures                                 14,202         14,516         12,442         15,775         17,589        16,743        18,605

Revenues
   Grant Subsidies                                      0              0              0               0              0             0             0
   User Fees                                            0              0              0               0              0             0             0
   Fees and Charges                                (1,291)        (1,443)        (1,264)         (1,174)        (1,218)       (1,265)       (1,313)
   Development Charges                                  0              0              0               0              0             0             0
   Contribution from Reserves                          (9)            (9)           (11)             (9)           (10)          (10)          (10)
   Third Party Recoveries                               0              0              0               0              0             0             0
Revenues                                           (1,301)        (1,452)        (1,275)         (1,183)        (1,228)       (1,275)       (1,323)


Negotiated Specific & Recoveries
   Negotiated Specific                                    31             64             89           82             84            85            87
   Departmental Charges & Recoveries                     510            394            119          (37)           (38)          (38)          (39)
   Capital Recoveries                                      0              0              0          (34)             0             0             0
   Other Recoveries                                        0              0              0            0              0             0             0
Negotiated Specific & Recoveries                         541            459            208           11             46            47            48


Gross Expenditures including Negotiated
Specific & Recoveries                              14,742         14,975         12,651         15,786         17,635        16,790        18,653


Tax Levy Prior to Allocations                      13,442         13,523         11,376         14,602         16,407        15,515        17,330


Allocations and Recoveries                               138            148            249         261            266           271           276


Net Levy                                           13,579         13,671         11,625         14,864         16,674        15,786        17,606




                                                                    141
                                                               REGION OF YORK
                                                                   2008 Budget Detail

Budget Variance Explanation
       Department:                                                    Envrionmental Services
          Branch: Solid Waste

Budget Change Explanations (2008/2007)                                                                         Gross                      Net Tax Levy
                                                                                      Tonnes           ($000's)        %              ($000's)         %

    2007 Departmental Budget excl Interdept'l and Cont'n to Capital                    326,489     $       38,595.7               $     26,843.4

    1. Base - Price Pressure
       Diversion
                   Salary                                                                                      38.1      0.1%                38.1       0.1%
                   Source Separated Organics                                                -                (255.6)   (0.7%)             (255.6)     (1.0%)
                   Household Hazardous Waste                                                396                83.5      0.2%                79.1       0.3%
                   Yard Waste                                                             1,014               153.4      0.4%               153.4       0.6%
                   Blue Box                                                                (202)              717.8      1.9%             (578.6)     (2.2%)
                   Georgina Transfer Station diversion                                      568                83.9      0.2%                83.9       0.3%
                   Waste Diversion Ontario - Third Party Payments                                             564.9      1.5%                (0.1)    (0.0%)
                   Waste Diversion Ontario - Contribution to Solid Waste Reserve                              564.9      1.5%                (0.1)    (0.0%)
                   Minor Capital - security cameras and trailer at HHW                                         47.0      0.1%                47.0       0.2%
                   Minor Capital - security cameras at Georgina TS                                             45.0      0.1%                45.0       0.2%
                   Administration 57% diversion                                                                36.6      0.1%                36.6       0.1%
                   Asian Longhorned Beetle Yard Waste / Other                              763                (30.7)   (0.1%)              (30.7)     (0.1%)
       Disposal
                   Waste Disposal - program related costs                                (5,412)            1,268.5        3.3%           1,225.6          4.6%
                   Administration 43% disposal                                                                 27.6        0.1%              27.6          0.1%
                                                                                       323,616              3,344.8        8.7%             871.2          3.2%
       Efficiencies/Program Reductions
       Diversion
                    Household Hazardous Waste - trailer                                                        (4.8)     0.0%               (4.8)       0.0%
                    Blue Box Marketed Glass                                                                     -        0.0%             (207.0)     (0.8%)
                    Business Support Allocation 57%                                                            (5.3)     0.0%               (5.3)       0.0%
                    Negotiated Specific 57%                                                                   (18.9)   (0.0%)              (18.9)     (0.1%)
       Disposal
                    Business Support Allocation 43%                                                            (4.0)   (0.0%)               (4.0)     (0.0%)
                    Negotiated Specific 43%                                                                   (14.2)                       (14.2)
                                                                                                              (47.2)   (0.1%)             (254.3)     (0.9%)
       Mandatory / Legislated
                                                                                                                -          0.0%               0.0          0.0%
                                                                                                                -          0.0%               0.0          0.0%
                                                                                                                -          0.0%               0.0          0.0%
       Annualization
       Diversion
                   Glass clean up system operating cost increase                                               65.5        0.2%              65.5       0.2%
                   Source Separated Organics                                             17,847             2,643.0        6.8%           2,643.0       9.8%
                                                                                                            2,708.5        7.0%           2,708.5      10.1%

                                                                                     Total Base             6,006.1    15.6%              3,325.5      12.4%

   2. Growth
      Diversion
      Priority
                  1 Business Support allocation                                                               22.4         0.1%              22.4          0.1%
                  1 Blue Box increase                                                     8,656              598.3         1.6%             255.8          1.0%
                  1 Source Separated Organics increase                                    4,086              605.2         1.6%             605.2          2.3%
       Disposal

                                                                                   Total Growth             1,225.9        3.2%             883.4          3.3%




                                                                              142
                                                            REGION OF YORK
                                                             2008 Budget Detail

Budget Variance Explanation
      Department:                                                  Envrionmental Services
         Branch: Solid Waste

Budget Change Explanations (2008/2007)                                                              Gross                Net Tax Levy
                                                                                Tonnes      ($000's)        %        ($000's)         %
    3. Enhancements
       Diversion
       Priority
                 1 Community Environmental Ctr (CEC) Vaughan                        3,884          726.9      1.9%         567.6       1.5%
                         vehicle purchase - CEC Vaughan                                            440.0      1.1%         440.0       1.1%
                 2 Parks and Recreation                                                             50.0      0.1%          50.0       0.1%
                 3 Co-op / Summer Students (2)                                                      80.0      0.2%          80.0       0.2%
                 4 Source Separated Organics (SSO) Contamination                                    70.0      0.2%          70.0       0.2%
                 5 HHW Additional Day                                                              431.0      1.1%         431.0       1.1%
                   Recovery from capital $440K + $80K + $70K                                      (590.0)   (1.5%)       (590.0)     (1.5%)
                                                                     Total Enhancements          1,207.9      3.1%       1,048.6       3.9%
    Total Base, Growth and Enhancements                                                          8,439.8    21.9%        5,257.4     19.6%
    4. 2008 Total with Base, Growth and Enhancements                                            47,035.5    21.9%       32,100.8     19.6%

    5. Interdepartmental Allocations                                                              610.5                    610.5

       2007 Contribution to Capital                                                                  -                       0.0
    6. 2008 Contribution to Capital Increase                                                         -                       0.0

    7. 2008 Business Plan Total                                                   358,090       47,646.0                32,711.3




                                                                          143
Efficiencies / Program Reductions

Department: Transportation & Works
Business Unit: Solid Waste

                                                                                                                                    Reductions
                                                                                                                                      ($000's)
Description                                                                                                              FTE       Gross     Net

One Time Cost Reductions
    Diversion




     Disposal




Efficiencies
      Diversion
          Household Hazardous Waste - trailer purchase of trailer - no longer required to pay rental fee $400/ mth                      (4.8)   (4.8)
          Business Support Allocation 57%     reduction of allocation due to re-organization of BSS                                     (5.3)   (5.3)
          Negotiated Specific 57%             reduction of allocation due to re-organization of BSS (2 staff moved )                   (18.9)  (18.9)
          Blue Box Marketed Glass             Unical price lower than cost for road base: ($11.50+$10 haul) vs $57 road base              0.0 (207.0)

     Disposal
         Business Support Allocation 43%      reduction of allocation due to re-organization of BSS                                     (4.0)    (4.0)
         Negotiated Specific 43%              reduction of allocation due to re-organization of BSS (2 staff moved)                    (14.2)   (14.2)




Program Reductions
     Diversion




     Disposal




TOTAL                                                                                                                                  (47.2) (254.3)


Definitions:
(1) One time cost reductions :                prior year approved funding for one time expenditures
(2) Efficiencies:                             reductions within specific accounts or categories without an impact to service levels
(3) Program Reductions:                       elimination of programs as a result of discontinued funding or service level decisions




                                                                         144
Proposed New Staff Summary

Department: Transportation & Works
Business Unit: Solid Waste



                                                                                                     Cost Savings
                                                                                                       Revenue
                                                      #      Type of                                 Generated by
                                                     of       FTE's       Gross                         FTE'S
Category/Description                                FTE's   (B/G/E/C)    ($000's)    Net ($ 000's)     ($000's)                         Outcome / Benefits Achieved

  Diversion                                                                                                         Required to supervise staff at Community Environmental Center in
  CEC Supervisor                                     1.0       E        $ 94,700.0    $ 94,700.0        $ 0.0       Vaughan.




  Disposal




                             Total Permanent FTEs    1.0




  Type of FTE's Legend:
  B     - Base
  B-M - Base-Mandatory
  B-A - Base-Annualization
  G     - Growth
  E     - Enhancement
  C     - Capital                                                                       145
                                                     Outlook Pressures
     Solid Waste
                                                                ($ 000's)                         2009                          2010                          2011
                                                                                         Gross           Net           Gross           Net           Gross           Net
     Budget excl. Interdepartmental & Contribution to Capital                               47,036         32,101        54,550         38,450         63,171         43,660


1.   Base
     Diversion                                                                                                                                                 0             0
            Source Separated Organics                                                            677            677       2,196          2,196               853           853
            Yard Waste                                                                           316            316            235            235            131           131
            Blue Box                                                                         2,254             1,602      3,253               342            712           259
            Community Environmental Center - Vaughan, Richmond Hill, Georgina TS             1,067              771       1,773          1,460               127            96
            Waste Diversion Ontario                                                              110              0            106              0            108           (0)
            Other                                                                                (31)           (94)       (309)             (343)            74            71
     Disposal
            Waste Disposal - program related costs                                               944            900      (2,534)        (2,580)              754           706
                                                                                             5,338             4,172      4,720          1,309          2,759          2,116


     Efficiencies/Program Reductions




                                                                                                   0              0              0              0              0             0
                                                                                                                                                0                            0
     Mandatory/Legislated




                                                                                                   0              0              0              0              0             0
                                                                                                                                                0                            0
     Annualization


            Debt Interest & Principle Charges                                                2,177             2,177      3,901          3,901          2,547          2,547




                                                                                             2,177             2,177      3,901          3,901          2,547          2,547


2.   Growth




                                                                                                   0              0              0              0              0             0


3.   Enhancement




                                                                                                   0              0              0              0              0             0


4.   Total with Base, Growth and Enhancements                                               54,550        38,450         63,171         43,660         68,478         48,324



5.   Interdepartmental Allocations                                                               622            622            633            633            644           644


6.   Previous Year's Contribution to Capital                                                       0              0              0              0              0             0
     Contribution to Capital Increase/(Decrease)                                                   0              0              0              0              0             0



7.   Business Plan Total                                                                    55,172        39,072         63,804         44,293         69,122         48,968



                                                                                   146
                                                        Transportation and Works
                                                        Solid Waste Management


   Service Level
                                                                                                                   x     York
                                                                                                                   x     MPMP
                                                        Total Tonnes of Solid Waste Managed                        x     OMBI

        400,000
        350,000
        300,000
        250,000
        200,000
        150,000
        100,000
           50,000
                 0
                        2002        2003        2004        2005      2006       2007        2008      2009       2010         2011
                        Actual      Actual      Actual      Actual    Actual     Actual     Budget    Outlook    Outlook      Outlook

        Diversion       62,039      69,481      73,988     97,124    131,340     167,215    189,858   206,432    269,650      280,436
        Disposal       210,486      224,542    228,698     212,867   197,942     152,331    168,232   170,901    142,592      148,296
        Budget                      282,872    289,924     310,169   319,041     326,490


% Change             6.7%         7.9%         2.9%        2.4%        6.2%       -3.0%      12.1%      5.4%           9.3%      4.0%
Diversion Rate
      %              22.8%        23.6%       24.4%        31.3%       39.9%      52.3%      53.0%      54.7%       65.4%        65.4%

  Total          272,525         294,023      302,686      309,991    329,282    319,546    358,090    377,333     412,242      428,732
   Diversion
                     7,529        7,442        4,507       23,136      34,216     35,875     22,643     16,574     63,218       10,786
   Disposal
                     9,636       14,056        4,156       -15,831     -14,925    -45,611    15,901     2,669      28,309        5,704

Source: SWM Summary of Tonnes Diverted and Disposed File - E14



   What does the graph show?

       x      The total metric tonnes of solid waste managed by the Region
       x      The annual percentage change, year over year
       x      Diversion Rate percentage

   Explanation of KPI Trend

       x      Tonnes of waste managed are in direct proportion to population growth in the Region and
              marginally influenced by positive economic conditions. York Region population is expected to
              increase at a rate of 4% per year from 2007 to 2011. Community Environmental Centers
              scheduled to open in 2008 and 2009 will increase tonnage by providing public drop-off services
              to the region.
       x      Source separated organics will significantly increase diversion tonnes from landfill, with
              Markham and Vaughan fully participating by the end of 2006, and the remaining northern six
              municipalities in September 2007.
       x      Expansion of the blue box program will significantly increase diversion from landfill in future
              years. In 2008 the pelletization of garbage into a viable energy source is expected to divert
                                                                     147
                                  Transportation and Works
                                  Solid Waste Management

      another 100,000 metric tonnes from landfill sites in Michigan. This tonnage is reflected as
      disposal rather than diversion as the Province does not recognize this as a diversion method.

Comments / Background:

  x   The SWM branch is responsible for Waste Disposal and Haulage to Michigan and St.Thomas
      landfill sites; Blue Box program; Yard Waste Composting; Household Hazardous Waste;
      Source Separated Organic processing and the disposal of tires, scrap metal and electronic
      equipment.




                                               148
                                            Transportation and Works
                                            Solid Waste Management


Service Level                                                                                                 x      York

                                             Total Tonnes of Recyclable Blue Box Material

         110,000
          90,000
          70,000
          50,000
          30,000
          10,000
                     2002       2003       2004         2005           2006     2007     2008     2009      2010       2011
                    Actual     Actual     Actual       Actual         Actual   Actual   Budget   Outlook   Outlook    Outlook
   Tonnes           46,162     47,248     49,056       58,011         74,157   75,046   77,689   84,21 1   113,330    117,863
   % Change         18.5 %      2.4%       3.8%        18.3%          27.8 %   1.2%     3.5%      8.4%      3.5%       4.0%
   Diversion rate    17%        16%        16%          19%            23%      23%      22%      22%       27%         27%
   Budget                                 50,450       55,220         56,000   69,682


   Source: SWM Summary of Tonnes Diverted File - E14



What does the graph show?
   x   The total metric tonnes of marketable recyclable blue box material managed by the Region
   x   The annual percentage change, year over year
   x   The total tonnes of recyclable blue box material diverted from landfill as a percentage of the
       total tonnes of solid waste managed by the Region

Explanation of KPI Trend
   x   Total tonnes of blue box material managed, is increasing with population growth, at a rate of
       4% per year.
   x   2006 increase is the result of a full year processing at East Gwillimbury Facility, with new blue
       box materials.
   x   Tonnages above do not include Blue box residue.

Comments / Background:

   x   Recycling blue box materials are comprised of 76% fibre, 20% plastics & glass and 4%
       aluminium and steel.
   x   Aluminium represents 17% of total revenue.
   x   With the implementation of the Waste Management Center in East Gwillimbury in July 2005,
       the Region was able to increase the number of blue box materials removed from the waste
       stream. These items were plastics no. 3 through 7, empty paint and aerosol cans, polycoat
       (gable top containers) and aluminium foil.




                                                                149
                                            Transportation and Works
                                            Solid Waste Management

Service Level
                                                                                                               x      York
                                              Total Tonnes of Source Separated Organics

         110,000
          90,000
          70,000
          50,000
          30,000
          10,000
                     2002       2003       2004         2005            2006     2007     2008     2009      2010       2011
                    Actual     Actual     Actual       Actual          Actual   Actual   Budget   Outlook   Outlook    Outlook
   Tonnes                                  849         11,833          24,806   60,290   74,694   77,682    89,789      93,381
   % Change                                            1293.8%     109.6%       143.0%   23.9%     4.0%     15.6%       4.0%
   Diversion rate                                        4%             8%       19%      21%      21%       22%         22%
   Budget                                  1,000        8,000          23,200   52,760




   Source: SWM Summary of Tonnes Diverted File - E14



What does the graph show?
   x   The total metric tonnes of source separated organic material managed by the Region
   x   The annual percentage change, year over year
   x   The total tonnes of source separated material diverted from landfill as a percentage of the total
       tonnes of solid waste managed by the Region

Explanation of KPI Trend
   x   Total tonnes of source separated organics managed are expected to increase with population
       growth at a rate of 4% per year.
   x   Tonnage for the 2007 increased by 143% due to the roll-out of the program across all
       municipalities in September 2007.

Comments / Background:

   x   Collection of Source Separated Organic materials began in 2004 with the introduction of a
       Markham pilot project.
   x   Markham began town-wide implementation in July 2005, with Vaughan in November 2006 and
       Richmond Hill April 2007. The remaining six municipalities completed their roll-out in
       September 2007.
   x   The implementation of this program is part of the overall waste diversion strategy to reduce
       waste to landfill.
   x   Cost per tonne of $162 (fully burdened) is much higher than blue box because there are no
       revenues from sales of materials to offset the cost.




                                                                 150
                                                      Transportation and Works
                                                      Solid Waste Management

Community Impact                                                                                                       x      York
                                                                                                                       x      OMBI


                                                       Tonnes of Solid Waste Per Household

                           1.20
                           1.00
                           0.80
                  Tonnes




                           0.60
                           0.40

                           0.20
                           0.00
                                   2002       2003        2004      2005     2006      2007       2008   2009    2010    2011
                                  Actual      Actual     Actual    Actual   Actual    Actual     Budget Outlook Outlook Outlook
   Diversion/Household             0.26        0.27       0.28      0.36     0.47      0.58       0.63      0.67           0.84        0.84
   Disposal/Household              0.87        0.89       0.87      0.78     0.71      0.53       0.56      0.55           0.44        0.45
   Budget                                      1.12       1.09      1.14     1.12      1.12




  Diversion                   62,039       69,481      73,988     97,124    131,341   167,215     189,858    206,432         269,650     280,436

  Disposal                    210,486      224,542     228,698    212,867   197,942   152,331     168,232    170,901         142,592     148,296

   Households                 243,277      253,687     264,366    273,358   277,986   288,156     299,171    310,186         321,200     332,215
    Diversion
                                            7,442       4,507     23,136    34,216     35,875      22,643    16,574          63,218       10,786
       Disposal
                                           14,056       4,156     -15,831   -14,925    -45,611     15,901     2,669          -28,309      5,704
       Households
                                           10,410      10,679      8,992     4,628     10,170      11,015    11,015          11,014       11,015



   Source: SWM Summary of Tonnes and Household File - E14




What does the graph show?

   x     The average amount of solid waste per household, per year in the Region.
   x     The annual percentage change, year over year

Explanation of KPI Trend

   x     Total waste disposal per household remains constant, with a continuing trend from residual
         waste to diversion.

Comments / Background:

   x     The Region’s waste per household generated, is consistent with the OMBI 2006 Provincial
         average of 0.36 and 0.64 metric tonnes for diversion and disposal respectively.




                                                                     151
                                                                  Transportation and Works
                                                                  Solid Waste Management
                                                                                                                                              x    York
     Efficiency



                                                                             Disposal Cost Per Tonne
                      120
                      105
                       90
             Tonnes




                       75
                       60
                       45
                       30
                       15
                                2002          2 003       2004          20 05         2006          200 7      2008       2009         2010         2011
                               Actual        Actual      Actua l       Actual        Ac tual       Actual     Budget     Outlook     O utlook      Outlook

        Cost/tonne                  N/A        $70         $ 70          $71            $8 1        $84         $9 6       $104        $115          $122
        % Change                                          0.2 %         1.4%         13.5%          4.4%       13.9%       8.1%       10.7%          6.3%
        Budget                                 $68         $ 71          $74            $7 6        $90




Cost(000”s)             $16,628           $15,612     $15,932      $15,043      $15,946        $12,814      $16,115    $17,701     $16,349        $18,070
Tonnes
Disp’d                  210,486           224,542     228,698      212,867      197,942        152,331      168,232    170,901     142,592        148,296

¨ Cost(000’s)               $158          -$1,016      $320         -$898        $903          -$3,132      $3,301     $1,586      -$1,352        $1,721

¨   Tonnes                  9,636         14,056       4,156       -15,831      -14,925        -45,611      15,901      2,669      -28,309         5,704



       Source: T&W SWM MMR and SWM Summary of Tonnes Disposed File - E14




     What does the graph show?

         x            The average total gross costs to dispose of one metric tonne of solid waste
         x            The annual percentage change, year over year

     Explanation of KPI Trend

         x            2003 was the first year that the Region was responsible for disposal costs.
         x            2008 Budgeted increase is due to the diversion of waste from landfill to the Dongara Facility for
                      processing as a pelitized fuel source.

         x            Increases in 2010 and 2011 are due to increased interest and principal costs on debentures for
                      capital projects. Currently these costs are reported in operating budgets

     Comments / Background:

         x            Starting in 2003, the Region is responsible for all costs of disposal. The Region is now shipping
                      solid waste to St Thomas and Michigan.

                                                                                   152
                                               Transportation and Works
                                               Solid Waste Management

Efficiency                                                                                                         x   York



                                                  Diversion Cost Per Tonne
             180

             150
    Tonnes




             120

              90

              60

              30
                     200 2    20 03    20 04      2 005     2 006       2007        2008        2009        2010        2011
                    Actual   Actual   Actual     Actual    Actual      Act ual     Budget     O ut look   O ut look    Outlook
 Cost/tonne          $81      $80      $79        $ 102    $ 104        $123        $135        $142        $131        $129
 % Change            6.6%    -1.2 %   -1.3 %     28.7%     2.7%        17.6%       10.3%        5.0%       -7.9%       -1 .3%
 Budget                       $94      $95        $ 107    $ 129        $123


 Cost
 (000’s)           $5,053    $5,588   $5,867      $9,876     $13,714     $20,541    $25,721     $29,374     $35,351     $36,293
 Tonnes
 Diverted          62,039    69,481   73,988      97,124     131,342     167,215    189,858     206,432     269,650     280,436
      Cost
   (000’s)         $935      $535      $279       $4,009     $3,838      $6,827      $5,180      $3,653      $5,977      $941
  Tonnes
                   7,529     7,442     4,507      23,136     34,216      35,875      22,643      16,574      63,218     10,786


 Source: T&W SWM MMR and SWM Summary of Tonnes Disposed File - E14



What does the graph show?

    x        The average total gross costs to divert one metric tonne of solid waste
    x        The annual percentage change, year over year

Explanation of KPI Trend

    x        Commencing in 2004, Source Separated Organics (SSO) was introduced on a pilot basis in
             the Town of Markham and was expanded in 2006 with the addition of Vaughan. The cost per
             tonne for SSO is significantly higher ($162 per metric tonne) than existing costs for other
             division programs.
    x        Effective July 2005, the Region began operating the Garfield Wright Materials Recycling
             Facility. This facility has higher overhead and processing costs than previous facilities.
    x        The increased cost is required to meet the Region’s waste diversion target of 65% by the year
             2010.
    x        2006 Budgeted cost of $129 was lower than actual by $25 due to volume price reductions for
             blue box tonnage and lower hauling costs for Richmond Hill tonnage that was shipped directly
             to East Gwillimbury.
    x        2011 cost increase is mainly due to increased interest and principal debenture costs. Currently
             these costs are reported in operating budgets.



                                                           153
                                  Transportation and Works
                                  Solid Waste Management

Comments / Background:

  x   Increasing public pressure to halt the export of Canadian waste to Michigan and government
      mandates proposing ever increasing waste diversion targets have placed pressure on the
      Region to develop alternative means of managing its waste and expand its diversion programs.




                                               154
                                                                  Transportation and Works
                                                                  Solid Waste Management
                                                                                                                                  x   York
Customer Service

                                         Turnaround Time for Curbside Trucks at Miller Transfer Station and Waste Management
                                                                    Center - Solid Waste Disposal
                                           25
            Minutes - Contract Max. 20




                                           20


                                           15


                                           10


                                            5
                                                 2002     2003    2004      2005       2006      2007     2008     2009    2010    2011
                                                Actual   Actual   Actual   Actual      Actual   Actual   Budget   Outlook Outlook Outlook
   Turnaround Time                               N/A      12       13       12           9        9        12       12      12        12
   % Change                                       -        -      8.3%     -7.7%       -25.0%   0.0%     0.0%      0.0%    0.0%       0.0%
   Budget                                                 15       15       15          12       12


   Source: SWM Geoware Scalehouse Program



What does the graph show?

   x   Total elapsed time for municipal curbside garbage trucks to weigh in and out of Miller Waste
       Systems transfer station measured in minutes
   x   The annual percentage change, year over year

Explanation of KPI Trend

   x   Average time to unload remained well below the contracted limit of 20 minutes due to
       contractor efficiencies.
   x   With increased capacities at the Waste Management Center in East Gwillimbury and a new
       Southern Transfer Station scheduled to open in 2007, no increase in the contracted 20 minute
       turnaround time is expected. While the amount of waste collected by local municipalities will
       increase with population growth, the Region will have sufficient capacity in place to handle the
       volume of trucks entering the weigh stations.

Comments / Background:

   x   Prior to 2003, local municipalities did not use transfer stations in the Region. With the closure
       of the Keele Valley Landfill, the Region now ships solid waste through transfer stations to
       landfill in St Thomas and Michigan.
   x   To ensure efficient dispatch and utilization of trucks and facility, the Region and Miller Waste
       have contractually agreed to turnaround curb side trucks within twenty minutes of entering the
       inbound weigh scale.




                                                                                 155
156
                        Community Services and Housing

                                               “Empowering People
                                              Engaging Communities”



                                     Community Services and Housing




Family and Children's                         Employment and            Policy and Program   Business Operations
                        Housing Services
      Services                                Financial Support          Support Services    and Support Services




     An Overview
     The Community Services and Housing Branches within the Community and Health Services Department
     delivers mandated social service programs to York Region residents through its three operating Branches.
     These services are presented in detail in its 2008 Business Plans and Budget.

     In addition to its core services, the Department also directs and delivers other critical programs and
     initiatives that benefit individuals, families, and community agencies in York Region.


     1. Accessibility Planning – Implementing the Ontarians with Disabilities Act, 2001
        (ODA) and the Accessibility for Ontarians with Disabilities Act, 2005 (AODA)
     Region Lead for ODA
     Community Services and Housing, through its Policy and Program Support Services Branch, leads the
     planning and implementation of the Ontarians with Disabilities Act, 2001 (ODA) for York Region and
     supports the Accessibility Advisory Committee (AAC), the provincially legislated Committee of Council.

     The objective of the ODA is to identify, remove and prevent the full range of barriers that impact on people
     with different types of disabilities. The York Region AAC includes members of Regional Council and
     citizen members, and must have a majority of members who are people with disabilities.




                                                                  157
                   Community Services and Housing
Accomplishments
Since 2004, York Region has developed and implemented four accessibility plans, comprising a total of
330 initiatives, that resulted in better access for persons with disabilities to our services and programs right
across the Region – including improvements to buses, bus stops, crosswalks; buildings, housing and long
term care facilities; policing services; policies and procurement processes; training programs and York
Region’s website.

In 2008, the Department will continue to support the other regional departments in the drafting of their
plans, ensure that the York Region AAC reviews and provides their advice on the department plans,
publish the Plan and develop an implementation work plan for the 2008 accessibility planning initiatives.

New Responsibility - Region Lead for AODA
The Policy & Program Support Branch now also provides high level policy support for the implementation
of the new Accessibility for Ontarians with Disabilities Act, 2005 (AODA). This includes ongoing
monitoring of the new provincial AODA accessibility standards, providing liaison support between the
province, York Region AAC, the Association of Municipalities of Ontario (AMO) and the Region, and
working with the other regional departments to respond to the new AODA requirements.


2. Enhancing the Community Development and Investment Funding Strategy
A Strategy to Support Community Agencies
In April 2002, Council approved the Community Development Investment and Funding (CDIF) Strategy to
manage a number of Municipal, Provincial and Federal funding initiatives through a ‘Request for
Community Proposals’ process. Community projects are submitted to Regional Council for approval, and
project results are reported annually to Council.

CDIF is a $2.5 M program that purchases services from community based agencies for projects related to
community employment support programs, homelessness prevention programs and supports to families and
children, touching 35,000 residents in 2006.

The CDIF Strategy has proven to be a fair, equitable and transparent process to purchase essential
community services from agencies, to manage service funding initiatives in the community, and to respond
to community needs.

The Replacement of NCB funding for the CDIF Strategy
The provincial government will end the Social Assistance claw back of the National Child Benefit (NCB)
in July 2008. This will end York Region’s mandatory cost share of this program, however Council has
committed to maintaining the current service levels and pre-approved replacement funding needed to do so.




                                                       158
                   Community Services and Housing

Council’s Concerns - Chronic Lack of Funding for Eligible Programs
The Region consistently receives eligible proposals that exceed the funding available under CDIF. Council
has expressed concern that approximately 50% of eligible programs for needed services are turned away
each year.
Council’s Concerns – Supports for Newer Agencies
Council has expressed concerns that newer agencies rarely receive CDIF funding. They are right. CDIF is
not a grant. It is a purchase of service – an investment for which the Region expects tangible results. The
current strategy is designed to be low risk, competitive, and produce results based on defined goals.
This, however as Council noted, affects the Region’s ability to build the community-based infrastructure
that it will need to meet the changing and growing needs of residents.
2008 Budget submission requests an increase in the regional contribution to address Council
concerns
The Department’s 2008 budget submission seeks approval to:
   x Expand CDIF funding by $1,500,000 to address under-funding of agencies who now receive only a
      portion of the funds requested, and agencies who do not receive funding due to a lack of funds.
   x Establish a New Agency Development Fund for $500,000 to support emergence and development
      of new agencies, similar to programs in Peel, Ottawa and Toronto.
   x Stabilize funding to several community agencies who now receive fiscal funding only through
      CDIF ($600,000 in 2008 annualized to $1,500,000 in 2009).
   x Increase complement by 1 FTE to work with community agencies in the development of programs
      and services.

3. York Region’s involvement with the Canadian Council on Social Development’s
   Community Social Data Strategy
In late 2005, the Regional Chair gave Community Services and Housing direction to play an active role in
the Canadian Council on Social Development’s (CCSD) Community Social Data Strategy to enhance our
ability to:
         ƒ get access to special runs of custom Regional data from Statistics Canada and other sources
         ƒ more accurately know who our residents are and what they need
         ƒ better understand and anticipate future community trends

so that our services can be delivered even more effectively, and at planned levels of quantity and quality;
and to better handle or even prevent using more costly crisis interventions.

CCSD Organization
In 2006, as per CCSD requirements, a Consortium was formed to carry out our goals. York Region’s
Consortium is made up of The Regional Municipality of York (Lead Member), United Way of York
Region, the York Catholic District School Board, the York Region District School Board, and York
Regional Police. The Consortium owns the data, decides what will be produced and how the data will be
shared with the community. The consortium is advised by representatives from the employment, human
service and training community. The Mayor of Newmarket and the CEO of the United Way co-chair the
Group.


                                                     159
                  Community Services and Housing

Accomplishments
In 2006/2007 a dedicated web-site with interactive maps and general socio-economic data about York
Region’s municipalities as well as Recent Immigrants Living in York Region, the first focused analytical
report on key issues and trends was produced. These products are being used regionally and by several
community agencies to support their work.


4. Developing an Approach to Continuous Quality Improvement

Adopting a new management approach to service quality
In 2008, the Business Operations & Support Services Branch will investigate the adoption of Continuous
Quality Improvement (CQI) as a formal management tool in 2008. CQI is a management philosophy and
system which involves all staff in the continuous improvement of work processes to achieve better service
outcomes. The goal of CQI is to consistently meet or exceed the needs of clients, staff, and the community.

Building on existing services and structures
The Quality Assurance (QA) Unit, operating within the Business Operations and Support Services Branch,
currently delivers many services that would fall under the CQI umbrella. As its name implies, the Quality
Assurance Unit focuses on case management compliance, program reviews and staff training.

In three separate exercises in 2008, the Department will conduct a review of its QA organization and
operations, will investigate the applicability of a formal CQI management tool, and, depending on the
outcomes of the first two reviews, will present recommendations to the Commissioner for the
implementation of CQI across all Branches.


5. FTE Complement Increase to Support Operations

Establish a Records and Information Technician (1 FTE) to meet service standards.

CSH programs and services are mandated through provincial and are subject to strict recordkeeping
requirements. The Region is required to follow these protocols, and is subject to auditing by the province
and its community services and housing programs and services.

Currently there are 332.6 GB (over 8,000,000) electronic files stored on the Department’s network drives.
An estimated 90% of all electronic records on the network are saved to “00” codes and are therefore not
coded according to the Region’s classification and retention schedule and RIM Policy.

A Records and Information Technician (RIT) is required to assist with compliance of RIM policies and
related legislation, and to engage in an extensive roll-out of e-DOCS in 2008. An RIT will help to ensure
that all Community Services and Housing information, including client information, is properly stored,
maintained and divulged in accordance with relevant legislation.




                                                    160
                       Community Services and Housing

Operating Impact of Capital

The Housing Services Branch has the only capital program. All operating impacts for new capital have
been included there.




Staffing Resources


 Permanent FTE's             2005         2006         2007           2008            2009           2010            2011
                           Budget       Budget        Budget         Request        Outlook        Outlook         Outlook


 Employment &
                            119.0        121.0         128.0          128.0          128.0           130.0          130.0
 Financial Support

 Family & Children’s
                            118.0        123.5         114.5          119.5          119.5           119.5          119.5
 Services

 Housing
                             66.0         70.0         75.0           76.0            76.0           76.0            76.0
 Services

 Business Operations &
                             78.0         78.0         80.8           81.8            81.8           81.8            81.8
 Support Services

 Policy & Program
                             18.5         18.5         18.5           19.5            19.5           19.5            19.5
 Support


 Total Permanent
                            399.5        411.0         416.8          424.8          424.8           426.8          426.8
 FTE's


 Net Change                               11.5          5.8            8.0             0.0            2.0             0.0


 Casual (FTE
                             23.3         23.3         14.3           14.3            14.3           14.3            14.3
 Equivalent)*



Note: The Staffing Resources Chart is a representation of reporting relationships within the Department. The Chart does not
represent funding accountabilities (intra-department allocations).




                                                               161
                Employment and Financial Support

Employment and Financial Support Branch Description
                                             Employment &
                                               Financial
                                                Support


         Financial                 Employment           Emergency Shelter          Provincial ODSP
         Assistance                 Assistance             & HNSA*                     Program

  *Homemakers and Nurses Services Act

  Guiding Principles
     To provide employment and financial assistance to residents of York Region under the Ontario
     Works Act, other legislation, and Council approved Municipal Programs in a manner that maintains
     legislative integrity and fiscal responsibility while enriching individual and community quality of
     life.

  Mandate
    The Region’s Employment and Financial Support Branch is responsible for the provision of the
    following mandated services to residents eligible under the Ontario Works Act, other legislation and
    Council approved Municipal Programs.
    ƒ Financial Assistance
              ƒ Food and shelter
              ƒ Drug, dental care and other supports
              ƒ Community support referrals
    ƒ Employment Assistance
              ƒ Employment skills assessment
              ƒ Return-to-work training
              ƒ Job placement and maintenance supports
    ƒ Emergency Shelter and HNSA
              ƒ Emergency shelter and HNSA services for the homeless and temporarily ill
    ƒ Ontario Disability Support Program (ODSP)
              ƒ Region’s share of the cost of allowances and benefits for recipients of the provincial
                  ODSP program

  Strategic Goals 2008 - 2011
     ƒ Develop innovative local return-to-work programs and strategies for participants.
     ƒ Implement the new Ontario Works Employment Outcomes Service Planning and Funding
         Framework.
     ƒ Enhance services to new Canadians and foreign-trained professionals.
     ƒ Monitor and respond to federal and provincial income security reforms.
     ƒ Link participants to supports available under the Canada Ontario Immigration Agreement and
         Labour Market Development Agreement.
     ƒ Participate in the development and implementation of strategies to assist homeless residents.


                                                  162
               Employment and Financial Support

Key Highlights

  2008 Planned Initiatives
  ƒ Implement and monitor program changes related to recently announced federal and provincial
     income security reforms including restructuring of social assistance rates, introduction of the new
     Ontario Child Benefit, changes to the National Child Benefit Supplement, introduction of the
     Working Income Tax Benefit, and changes to the provincial minimum wage.
  ƒ Support the implementation of the provincial Employment Outcomes Service Planning and Funding
     Framework through the introduction of specialized case management strategies, partnerships with
     the Employment Ontario initiative, and piloting a locally designed employment assistance database
     to enhance return-to-work planning.
  ƒ Develop strategies to assist new Canadians and foreign-trained professionals including specialized
     case management and employment programs, peer support models, a GTA newcomer cross-
     municipal best practices workgroup, and implementation of the Workplace Language Assessment
     Tool.
  ƒ Implement strategies to enhance sustainability through new partnerships that meet the changing
     needs of participants and communities including initiatives such as the Department service
     integration strategy, staff training on diversity and disabilities, and participation on working groups
     related to the Canada Ontario Immigration Agreement, the Labour Market Development Agreement
     and Corporate strategies related to sustainable communities.
  ƒ Support the expansion of the Leeder Place Family Shelter with the Housing Services Branch and
     Transitional and Supportive Housing Services of York Region.

  2007 Accomplishments
  ƒ Projected to help over 1,200 participants find employment and exit Ontario Works.
  ƒ Delivered program information and employment workshops in Farsi, Cantonese, Mandarin and
     Russian to meet the needs of 169 non-English speaking Ontario Works participants.
  ƒ Met or exceeded employment performance targets established with the province.
  ƒ Collaborated with the Sutton Youth Shelter to enhance services and supports to homeless youth
     including the implementation of employment counseling for residents.
  ƒ Introduced new return-to-work training programs targeting occupational areas such as retail, and
     hospitality, as well as placements for foreign-trained individuals.
  ƒ Assisted a monthly average of 61 young parents on Ontario Works to learn about child development
     and parenting skills, engage in employment supports planning, and work towards their high school
     diploma.
  ƒ Utilized direct participant feedback to ensure communication materials are easier to read and more
     effective for persons with disabilities.




                                                   163
                 Employment and Financial Support

Key Challenges
The following trends will have an impact on the Branch over the 2008-2011 timeframe.

Regional Growth and Economic Factors
   ƒ Caseload growth is influenced by the rate of population growth and is expected to continue to
      increase over the next several years.
   ƒ Fluctuation in local economic conditions impacts the number of residents requiring supports
      through Ontario Works.

Increasing Diversity
   ƒ Changing population demographics including increasing numbers of new Canadians continue to
       promote the need for new and responsive programs and services.

Mandated Program Changes
  ƒ The Provincial government continues to introduce changes to Ontario Works rules and program
     delivery which requires ongoing service changes, staff training, and participant communications.
  ƒ Recently announced reforms to federal and provincial income security programs are expected to
     impact the design and delivery of social assistance services over the next several years.
  ƒ As most of the services delivered by the Branch are currently mandated and cost shared with the
     province, it is important that the Region continue to advocate for adequate funding for programs
     and administration as these programs evolve.


Service Challenges

Specific service challenges were identified as priorities for funding in 2008.

Provincially Mandated Benefit Increases
   ƒ The Provincial government is introducing mandatory rate increases to Ontario Works allowances
      and the emergency hostel per diem and personal needs allowance.

Caseload Growth Impacts
   ƒ Influenced mostly by a high rate of population growth, caseload increases and related benefit costs
      continue to be the most significant driver of Branch budget increases.
   ƒ In 2007, caseload growth was lower than projected likely due to a strong local economy.
   ƒ It is expected that enough growth capacity exists in the 2007 budgeted caseload to mitigate any
      budget pressures in 2008.
   ƒ Guided by population growth and economic conditions, the caseload is expected to increase in the
      coming years and will be closely monitored in 2008.




                                                      164
                 Employment and Financial Support
KPI Highlights
2007 Forecast          Total Cost per Case                          $12,848
2008 Request           Total Cost per Case                          $13,043

The 2007 forecast is reduced by savings related to delays in opening new emergency hostel beds and some
general salary and administrative savings.
The 2008 budget request includes a mandatory 2% rate increase for client allowances, a 2% increase to the
emergency shelter per diem, and a 2.25% salary increase.


2007 Forecast          Participants Exiting for Employment          1,200
2008 Forecast          Participants Exiting for Employment          1,389

Participant exits to employment are expected to continue at a strong rate in 2008 barring any changes in
local economic conditions that would impact our clients access to jobs that meet their skill and experience
level.


2007 Forecast          Beneficiaries as a Percentage of Population .93%
2008 Forecast          Beneficiaries as a Percentage of Population .93%

The trend of the last few years is expected to continue.




                                                     165
                    Employment and Financial Support

Operating Impact of Capital

There is no operating impact of capital.




Staffing Resources


 Permanent FTE's             2005         2006          2007           2008           2009           2010            2011
                           Budget       Budget         Budget         Request       Outlook        Outlook         Outlook


 Full- Time FTE's
 (PFT)                        116.0         118.0        125.0            125.0          125.0          127.0           127.0
 Part- Time FTE's
 (PPT)                           3.0             3.0           3.0            3.0            3.0            3.0             3.0
 Total Permanent
 FTE's                        119.0         121.0        128.0            128.0          128.0          130.0           130.0
 Net Change                                   2.0          7.0              0.0            0.0            2.0             0.0

 Casual (FTE
 Equivalent)*                   10.0         10.0              4.0            4.0            4.0            4.0             4.0



Note: The Staffing Resources Chart is a representation of reporting relationships within the Department. The Chart does not
represent funding accountabilities (intra-department allocations).




                                                                166
                                                                     Financial Summary
            Employment & Financial Support


                                                   2005           2006          2007               2007         2008         2009         2010         2011
                                                  Actual         Actual        Budget            Forecast      Request      Outlook      Outlook      Outlook

Expenditures
   Salaries and Benefits                              9,680         10,058         10,941           10,646        11,315       11,729       12,246       12,521
   Program Specific Expenses                         40,625         42,294         47,950           45,285        49,892       52,672       56,047       58,977
   Professional Contracted Services                     449             84            163              105           158          158          158          158
   General Expenses                                     914            946          1,085            1,006         1,037        1,037        1,037        1,037
   Occupancy Costs                                       48             23             53               48            53           53           53           53
   Internal Charges/Recoveries                            0              0              0                0             0            0            0            0
   Minor Capital                                         47             23             26               26            26           26           26           26
Expenditures                                         51,763         53,428         60,217           57,114        62,480       65,674       69,566       72,772



Financing Costs, Contributions to Reserves
    Financing Costs                                     (87)            32             47               47           46           46           46           46
    Contribution to Reserves                          1,103            883            915              910          505           47           47           47
    Contribution to Capital                             193            200            200              200            0            0            0            0
Financing Costs, Contributions to Reserves            1,209          1,115          1,162            1,157          550           93           93           93

Gross Expenditures                                   52,972         54,542         61,379           58,271        63,030       65,767       69,658       72,864

Revenues
   Grant Subsidies                                  (38,599)       (39,557)       (43,617)          (42,864)     (44,669)     (46,127)     (47,627)     (49,172)
   User Fees                                              0              0              0                 0            0            0            0            0
   Fees and Charges                                       0              0              0                 0            0            0            0            0
   Development Charges                                    0              0              0                 0            0            0            0            0
   Contribution from Reserves                          (393)          (386)          (383)             (383)        (383)        (383)        (383)        (383)
   Third Party Recoveries                                 0              0              0                 0            0            0            0            0
Revenues                                            (38,993)       (39,943)       (44,000)          (43,246)     (45,052)     (46,510)     (48,010)     (49,554)


Negotiated Specific & Recoveries
   Negotiated Specific                                  574            743            691              716           725          725          725          725
   Departmental Allocations/Recoveries                2,741          2,840          3,090            3,061         3,320        3,438        3,530        3,601
   Capital Recoveries                                     0              0              0                0             0            0            0            0
   Other Recoveries                                       0              0              0                0             0            0            0            0
Negotiated Specific & Recoveries                      3,315          3,583          3,781            3,777         4,045        4,163        4,254        4,325



Gross Expenditures including Negotiated
Specific & Recoveries                                56,287         58,126         65,160           62,048        67,074       69,929       73,913       77,190


Tax Levy Prior to Allocations                        17,295         18,182         21,161           18,802        22,023       23,419       25,903       27,635


Allocations and Recoveries                            3,580          3,828          3,906            3,906         3,801        3,915        4,032        4,153


Net Levy                                             20,875         22,011         25,067           22,708        25,824       27,334       29,935       31,788




NOTE: Financial figures have been presented on a comparative basis to the 2008 budget request.




                                                                                 167
Budget Variance Explanation
 Employment & Financial Support



Budget Change Explanations (2008/2007)                                                              Gross                     Net Tax Levy
                                                                                         ($000's)           %            ($000's)          %

  2007 Departmental Budget excl Interdept'l Allocations and Cont'n to Capital            64,960                          20,961

 1 Base
           Salary and benefit increases                                                             549           0.8%              549          2.6%
           Provincial funding increase for OW employment program                                      0           0.0%            (265)        (1.3%)
           Discontinue contribution to NCB reserve                                                (458)         (0.7%)            (458)        (2.2%)
                                                                       th
           Replace NCB portion of CDIF (Approved by Council November 15 , 2007)                     458          0.7%              458          2.2%
           General administrative increases                                                          49          0.1%               49          0.2%
                                                                                                    598          0.9%              333          1.6%
     Efficiencies/Program Reductions
           Administrative efficiencies (professional services, office expenses, etc.)               (35)        (0.1%)             (35)        (0.2%)
           Program reductions (minor capital)                                                       (36)        (0.1%)             (36)        (0.2%)
                                                                                                    (71)        (0.1%)             (71)        (0.3%)
     Mandatory/Legislated
         2% rate increase for basic and shelter allowances                                          890          1.4%              178          0.8%
         2% rate increase for emergency hostel per diems and PNA                                     37          0.1%                7          0.0%
         Increased client demand for mandatory benefits                                              57          0.1%               11          0.1%
                                                                                                    984          1.5%              197          0.9%
     Annualization
         Contribution to Facilities Rehab Reserve for Sutton Youth Shelter                           47          0.1%               47          0.2%
                                                                                                     47          0.1%               47          0.2%
                                                                            Total Base          1,558            2.4%              505          2.4%
 2 Growth

                                                                         Total Growth                 0          0.0%                0          0.0%
 3 Enhancements
       Establish a "New Agency Development Fund" within CDIF                                        500          0.8%              500          2.4%
       Shared Community Development Co-ordinator (1 FTE in P&PS)                                     34          0.1%               34          0.2%
       Shared Records Management Initiative (1 FTE in BO&SS)                                         23          0.0%               23          0.1%
                                                                Total Enhancements                  557          0.9%              557          2.7%
 4 2008 Total with Base, Growth and Enhancements                                              67,074             3.3%         22,023            5.1%

 5         Interdepartmental Allocations                                                        3,801                          3,801
           2007 Contribution to Capital                                                           200                            200
 6         2008 Contribution to Capital Increase                                                (200)                          (200)

 7 2008 Business Plan Total                                                                   70,875                          25,824




                                                                             168
Efficiencies/Program Reductions
Employment & Financial Support


                                                                                                     Reductions
                                                                                                      ($000's)
Description                                                                          FTE          Gross        Net

One Time Cost Reductions(1)




Efficiencies(2)

       Professional services, office expenses, etc.                                                   (35.3)      (35.3)




Program Reductions(3)

Minor capital                                                                                         (35.9)      (35.9)




TOTAL                                                                                   -           ($71.2)    ($71.2)


Definitions:
(1)
      One time cost reductions: prior year approved funding for one time expenditures
(2)
   Efficiencies: reductions within specific accounts or categories without an impact to service
levels
(3)
  Program Reductions: elimination of programs as a result of discontinued funding or
service level decisions




                                                                        169
                                              Outlook Pressures
Employment & Financial Support

                        ($ 000's)                           2009                             2010                       2011
                                                   Gross               Net          Gross           Net         Gross          Net

  Base
    Salary and benefit increases                           428               428            443           443       346              346




                                                           428               428            443           443       346              346
  Efficiencies/Program Reductions




                                                             0                 0              0             0           0              0
  Mandatory/Legislated
    2% rate increases for client allowances                858               172            893           179       929              186
    2% rate increases for per diems & PNA's                 36                 7             37             7        38                8




                                                           895               179            930           186       966              193
  Annualization
    Discontinue NCB reserve contributions              -458                  -458
    Replace NCB portion of CDIF to
         maintain service levels                           458               458



                                                             0                 0              0             0           0              0
  Growth
     OW caseload increases - 100 per year                  928               186            945           189       964              193
     Case Co-ordinator (1 FTE)                                                               75            75




                                                           928               186       1,020              264       964              193
  Enhancement
    CDIF funding for community agencies                    500               500       1,500          1,500        1,000         1,000
    CDIF Co-ordinator (1 FTE)                                                             90             90
    Outreach Worker (1 FTE)                                 75                75
    Share of Service Integration (1 FTE in BOSS)            30                30

                                                           605               605       1,590          1,590        1,000         1,000

  Projected Outlook Expenditures                      2,855              1,397         3,984          2,484        3,277         1,733




                                                                 170
                                                      Community Services & Housing
                                                     Employment and Financial Support
  Efficiency



                                                     Financial Assistance - Total Cost per Case

                              13,000
            Cost In Dollars




                              12,000

                              11,000

                              10,000

                               9,000
                                                                                   2007                        2009           2010
                                       2004 Actual 2005 Actual 2006 Actual                    2008 Bu dget
                                                                                 For ecast                    Outlook        Outloo k

 Gro ss Cost per Case                     11,856        12,239       12,424       12,848        13,033         13,118         13,312
 % Increase                                3.2%         3.2%          1.5%         3.4%          1.4%           0.6%          1.5%
 B udget                                  13,056        12,584       12,867       12,865

                                                                                   2007
                                       2004 Actual   2005 Actual   2006 Actual                2008 Budget    2009 Outlook   2010 Outlook
                                                                                 Forecast
  Total Gross Costs                    51,026,476    55,382,175    57,795,153    61,672,200    65,493,300     67,227,200     69,555,500

Monthly Average Cases                     4,304         4,525         4,652        4,800         5,025          5,125          5,225



Source: Department financial reports and Provincial statistical reports


  What does the graph show?
    x The total average gross costs for York Region to provide financial assistance (includes
        allowances, benefits and administration) to one household for a year.

  Explanation of KPI Trend
     x The upward trend in cost per case is due to mandatory rate increases for basic & shelter
        allowances, emergency hostel per diems and personal needs allowances. Annual salary and
        benefit increases also contribute to this general trend. The cost per case is further impacted by
        caseload mix, the number of beneficiaries per case and the various health related benefits that
        they access.
     x The Emergency Hostel and Homemaker & Nurses Services programs were included for the first
        time in 2005. Emergency hostel facilities were expanded with the new Sutton Youth Shelter
        opening in 2006 and the anticipated expansion of Leeder Place in 2008. 100% municipal bridge
        funding is provided for both of these projects.
     x The Social Assistance clawback of the National Child Benefit (NCB) and mandatory reserve
        contribution for re-investment purposes ends July 2008.

  Comments/Background:
  This report is used for internal management purposes only and is not consistent with the OMBI definition
  of a similar measure.




                                                                        171
                                               Community Services & Housing
                                              Employment and Financial Support
Community Impact

                                   Employment Assistance - Participants Leaving for Employment
                                      1,600
                Number of People
                                      1,400

                                      1,200

                                      1,000

                                       800

                                       600
                                                 2004     2005           2006      2007      2008     2009      2010
                                                Actual   Actual         Actual   Forecast   Budget   Outlook   Outlook
 Participants Leaving for                        878      986           1,397     1,200     1,330     1,415     1,445
 Employment
 % of Total Employment Participants              18%      20%            27%       24%       24%      25%       25%
 Budget                                                   880            900       950




 Source: Provincial statistical reports




What does the graph show?
  x The number of participants leaving the financial and employment assistance programs because
      they have obtained employment.
  x The table below the graph shows the percentage of participants leaving the employment
      assistance program in comparison to the number of total employment program participants.

Explanation of KPI Trend
   x The increase in the percentage of employment program participants leaving for employment is
      attributable to a number of new and successful employment interventions and a generally strong
      economy.
   x The impact of further development of specialized individual and group employment training
      initiatives and a continuing strong local economy is tempered by a decline in the overall caseload
      in the last few months and an increase in multi-barriered clients.
   x The percentage of total employment participants leaving for jobs in 2008 and the outlook years is
      expected to remain stable due to effective programming and supports, contingent on local
      economic conditions remaining positive.

Comments / Background:
The number of participants leaving for employment represents an important gauge of impacts of harder
to serve clientele, as well as providing a metric of the effectiveness of program interventions. Short and
long term economic fluctuations and other external factors also influence this KPI.




                                                                  172
                      Family and Children’s Services

Departmental Description
                                          Family & Children’s
                                              Services




                                                                                  Licensing and
                            Early                                Special Needs    Domiciliary
       Child Care
                        Intervention        Wage Subsidy             and          Hostel Program
     Fee Assistance
                          Services                              Resource Centre




                                       OCCMS              Family
                                                      Strengthening
                                                        Programs


  Guiding Principle

  Outstanding Customer Service, Community Partnerships, a Leader in Integrated Services for Children

  Mandate
  The Family and Children’s Services Branch is mandated through provincial legislation to plan,
  administer and deliver a region-wide children’s service system. These programs and services include:
     x Child Care Fee Assistance for eligible families
     x Early Intervention Services for children with special needs
     x Administration of wage subsidy funding to enhance staff salaries in licensed child care centres.

  The Branch manages funding and program relationships with agencies that provide special needs
  resources including:
      x speech and language services, for children with special needs
      x services for the physically and/or visually impaired
      x enhanced funding to support the inclusion of children with exceptional special needs in licensed
         child care centres

  The Branch administers funding to a wide range of Family Strengthening Programs including:
      x summer camps and year round recreation programs (P.L.A.Y.)
      x AOK Early Child Development and Parenting programs
      x after school programs in social housing developments
      x training for home child care providers

  The Family and Children’s Services Branch:
      x manages development, upgrades, and province-wide training related to the Ontario Child Care
         Management System
      x administers funding to and licences Domiciliary Hostel Programs for vulnerable individuals in
         York Region.

                                                       173
                   Family and Children’s Services

  Strategic Goals 2008 – 2011

     Implement the provincial Best Start Child Care Funding Initiative
     x Responding to provincial changes in Best Start funding, the Branch will increase the availability
        of child care fee assistance, wage subsidy and services for children with special needs,
        commensurate with the level of additional Best Start provincial funding received by York
        Region.
     Accredit the Branch’s Early Intervention Services
     ƒ Achieve a Certificate of Early Intervention Services through the Commission on Accreditation
        of Rehabilitation Facilities (CARF).

Key Highlights

  2008 Planned Initiatives

     Continue the Best Start Child Care Funding Initiative
     ƒ Continue to implement new programs and increase fee assistance, wage subsidy, and services
        for special needs children
     Accredit Early Intervention Services
     x Begin the accreditation process
     Expand Family Strengthening Programs
     x Expand and enhance family strengthening programs, to include youth 13-16 years, using
        alternate sources of funding

  2007 Accomplishments

     Instituted Income Testing
     x Implemented the provincially mandated change from Needs Testing to Income Testing for
        parents to qualify for Child Care Fee Assistance
     Implemented Best Start Child Care Funding Initiative
     x Responding to increases in Best Start Funding, the Branch increased service levels:
             o Served a monthly average of 1,393 children with special needs, which is a 193 increase
                from forecast of 1,200
             o Provided funding for 530 new licensed child care spaces located in schools
             o Provided wage subsidy to an additional 40 eligible licensed child care sites, a 12.5%
                increase over 2006
             o Distributed wage improvement to eligible licensed child care sites
     Established a Multi-Service Hub
     x Opened a multi-service hub for specialized services for children with special needs in
        collaboration with Markham Stouffville Hospital and Children’s Treatment Network of Simcoe
        York, increasing Early Intervention Services locations from five to six.
     Enhanced the Ontario Child Care Management System (OCCMS)
     x As the OCCMS system manager, the Branch developed the Income Testing module and made
        available provincial access to aggregate child care data
     Increased Service to Domiciliary Hostels


                                                 174
                      Family and Children’s Services
       x   Assigned 20 new funded beds and implemented the new Provincial Program Framework and
           Standards of Care

Key Challenges
The Growth in Regional Child Care Population
The child population aged 0 to 12 years increased by 18,479 (14%) between 2001 and 2006 and is forecast
to continue through 2031. Child population growth in York Region is the highest in Ontario and as a result,
child care service pressures and wait lists for service are expected to continue.

Constraints in Provincial Funding
As a result of significant growth in child population and the increase in the number of low income families,
the current provincial funding does not meet the community need. There remains a significant provincial
funding shortfall of over $6 million in wage subsidy and over $14 million in child care fee assistance.

Availability of Child Care Spaces
In recent years, the growth in the number of licensed child care spaces has been significant, averaging 9.6%
per year. However, there are still only licensed child care spaces available for 25.25% of children 0 to 12
years who have both parents or a lone parent working.

Sustained Provincial Funding
There is a financial consideration when the provincial Best Start funding strategy ends. It is not known
whether, at that time, the100% provincial funding will continue, cease or be subject to costs sharing.

Service Challenges

Service Pressures
While provincial funding has been increased through the provincial Best Start Strategy, there remains a
wait list of over 2,400 children for fee assistance and a wait list of over 200 children for Early Intervention
Services.

Impact of Income Testing
The Branch will continue to monitor the impact of income testing on program revenue through 2008 and
will adjust service levels as needed.


KPI Highlights

   Monthly Average Number of Children Served by Early Intervention Services (EIS)
   2007 Forecast               1,200
   2008 Budget                 1,278
   Increase (6.5%) is due to enhanced Best Start funding announced in 2007 being allocated to EIS to
   add 3 staff in 2008.

   Monthly Average Full Day Equivalents (FDE’s) of Fee Assisted Child Care
   2007 Forecast           64,735
   2008 Budget             66,190
                                                      175
                         Family and Children’s Services
   Increase (2.2%) is due to annualization of Best Start funding announced and approved in 2007.


Staffing Resources


 Permanent FTE's             2005         2006          2007           2008           2009           2010            2011
                           Budget       Budget         Budget         Budget        Outlook        Outlook         Outlook


 Full- Time FTE's
 (PFT)                      105.0        110.0         103.0          108.0          108.0           108.0          108.0

 Part- Time FTE's
 (PPT)                       13.0         13.5          11.5           11.5           11.5           11.5            11.5

 Total Permanent
 FTE's                      118.0        123.5         114.5          119.5          119.5           119.5          119.5


 Net Change                                      5.5       -9.0               5.0            0.0             0.0            0.0

 Casual (FTE
 Equivalent)*                    2.5             2.5           1.0            1.0            1.0             1.0            1.0



Note: The Staffing Resources Chart is a representation of reporting relationships within the Department. The Chart does not
represent funding accountabilities (intra-department allocations).




                                                                176
                                                              Financial Summary
             Family and Children's Services


                                              2005         2006         2007           2007         2008         2009         2010         2011
                                             Actual       Actual       Budget        Forecast      Request      Outlook      Outlook      Outlook

Expenditures
   Salaries and Benefits                        7,008        7,766        8,840          8,629         9,665        9,955       10,254       10,484
   Program Specific Expenses                   33,203       46,251       39,577         40,420        43,653       43,204       36,044       34,485
   Professional Contracted Services             1,139          561          792            403           792          792          792          792
   General Expenses                               693          743          728            713           752          760          756          752
   Occupancy Costs                                338          313            0              0             0            0            0            0
   Internal Charges/Recoveries                      0            0            0              0             0            0            0            0
   Minor Capital                                   55           78           21             16            64           51           51           51
Expenditures                                   42,435       55,713       49,958         50,182        54,926       54,763       47,897       46,565



Financing Costs, Contributions to Reserves
    Financing Costs                                46           83              92          92           91           91           46           46
    Contribution to Reserves                      182          123               0           0            0            0            0            0
    Contribution to Capital                         0            0               0           0            0            0            0            0
Financing Costs, Contributions to Reserves        228          206              92          92           91           91           46           46

Gross Expenditures                             42,663       55,919       50,050         50,274        55,017       54,854       47,942       46,611

Revenues
   Grant Subsidies                             (33,529)     (47,767)     (41,270)       (40,746)     (44,262)     (44,454)     (37,310)     (35,751)
   User Fees                                         0            0            0              0            0            0            0            0
   Fees and Charges                               (752)         (97)         (81)          (201)          (5)          (7)          (9)          (9)
   Development Charges                               0            0            0              0            0            0            0            0
   Contribution from Reserves                   (2,158)      (1,223)      (1,220)        (1,220)        (862)        (220)        (220)        (220)
   Third Party Recoveries                            0          (36)           0           (758)      (1,073)      (1,100)      (1,128)      (1,149)
Revenues                                       (36,439)     (49,122)     (42,571)       (42,926)     (46,202)     (45,781)     (38,667)     (37,129)


Negotiated Specific & Recoveries
   Negotiated Specific                            361          597          814            814           680          680          680          680
   Departmental Allocations/Recoveries          1,426        1,595        2,050          1,562         2,206        2,270        2,307        2,353
   Capital Recoveries                               0            0            0              0             0            0            0            0
   Other Recoveries                                 0            0            0              0             0            0            0            0
Negotiated Specific & Recoveries                1,786        2,192        2,864          2,377         2,886        2,950        2,987        3,033



Gross Expenditures including Negotiated
Specific & Recoveries                          44,449       58,111       52,914         52,651        57,903       57,804       50,929       49,644


Tax Levy Prior to Allocations                   8,010        8,989       10,343          9,725        11,701       12,024       12,262       12,514


Allocations and Recoveries                      2,831        2,529        2,655          2,655         2,607        2,684        2,763        2,845


Net Levy                                       10,842       11,518       12,999         12,380        14,308       14,708       15,024       15,360




                                                                        177
Budget Variance Explanation
 Family and Children's Services



Budget Change Explanations (2008/2007)                                                       Gross                     Net Tax Levy
                                                                                  ($000's)           %            ($000's)          %

 2007 Departmental Budget excl Interdept'l Allocations and Cont'n to Capital      52,914                          10,343

 1 Base
          Salary and benefit increases                                                       477          0.9%              391          3.8%
          General administrative pressures                                                    20                             20
                                                                                             497          0.9%              411          4.0%
     Efficiencies/Program Reductions
           Programs reduced to provincial approval levels (Pay equity, ELCC Fee
           Assistance)                                                                     (512)         (1.0%)             (56)        (0.5%)
           NCB re-investment program phased out                                            (275)         (0.5%)                0          0.0%
           Negotiated specific occupancy budget adjustment                                 (169)         (0.3%)                0          0.0%
                                                                                           (957)         (1.8%)             (56)        (0.5%)
     Mandatory/Legislated

                                                                                               0          0.0%                0          0.0%
     Annualization
         2007 Best Start program increases (including 3 FTE's)                           3,949            7.5%             (131)        (1.3%)
         2% rate increase for domiciliary hostel per diems and PNA                         125            0.2%                25          0.2%
         OCCMS position approved March 2007                                                 87            0.2%                 0          0.0%
         Early Years Data Analyst positions approved December 2007                         180            0.3%                 0          0.0%
                                                                                         4,341            8.2%             (106)        (1.0%)
                                                                     Total Base          3,882            7.3%              250          2.4%
 2 Growth

                                                                  Total Growth                 0          0.0%                0          0.0%
 3 Enhancements
       Shared Records Management Initiative (1 FTE in BO&SS)                                24            0.0%             24            0.2%
       Shared Community Development Co-ordinator (1 FTE in P&PS)                            34            0.1%             34            0.3%
       CDIF Funding to address agency under-funding and base funding                     1,050            2.0%          1,050           10.2%
                                                          Total Enhancements             1,108            2.1%          1,108           10.7%
 4 2008 Total with Base, Growth and Enhancements                                       57,903             9.4%         11,701           13.1%

 5        Interdepartmental Allocations                                                  2,607                          2,607
 6        2008 Contribution to Capital Increase                                              0                              0

 7 2008 Business Plan Total                                                            60,510                          14,308




                                                                       178
Efficiencies/Program Reductions
Family and Children's Services Branch


                                                                                               Reductions
                                                                                                ($000's)
Description                                                                         FTE     Gross       Net

One Time Cost Reductions(1)

Negotiated specific occupancy budget adjustment                                               (169.2)         -




Efficiencies




Program Reductions(2)

Programs reduced to provincial approval levels (Pay equity,
ELCC Fee Assistance)                                                                          (512.1)       (55.7)
NCB re-investment program phased out                                                          (275.4)         -




TOTAL                                                                                   -    ($956.7)   ($55.7)


Definitions:
(1)
      One time cost reductions: prior year approved funding for one time expenditures
(2)
  Program Reductions: elimination of programs as a result of discontinued funding or
service level decisions




                                                                        179
Proposed New Staff Summary
Family and Children's Services Branch
* to be submitted and reviewed by HR prior to submission as Budget request
                                                                                              Cost Savings /
                                                                   Type of                      Revenue
                                                                    FTE's    Gross     Net    Generated by
Category/Description                                   # of FTE's (B/G/E/C) ($000's) ($000's) FTE's ($ 000's)                             Outcomes/Benefits Achieved


Early Interventionists                                   3.00         B      $245.0     $0.0                    Required to increase the monthly average number of children with special
                                                                                                                needs receiving Early Intervention Services by 78 to a monthly average of 1,278
                                                                                                                in 2008. The increased expenditure, offset by 100% Best Start Funding, was
                                                                                                                approved in June 2007.

Data Analysis Co-ordinators                              2.00         B      $180.0 $0.0                        Program will enable the collection and analysis of data needed to track progress
                                                                                                                in improving early years programs and will support future planning in
                                                                                                                municipalities across York Region. The increased expenditure, offset by 100%
                                                                                                                provincial funding, was approved in December 2007.




                                                                                                180
                                             Outlook Pressures
Family and Children's Services Branch

                           ($ 000's)                         2009                            2010                       2011
                                                    Gross               Net         Gross           Net         Gross          Net

  Base
    Salary and benefit increases                            324               253           336           279       277              253




                                                            324               253           336           279       277              253
  Efficiencies/Program Reductions
      NCB Re-Investment program phased out              -642                    0
      Best Start program reductions                        0                    0      -7,188               0     -1,559               0
      General Administrative efficiencies                 -4                    0          -5               0         -3               0



                                                        -646                    0      -7,193               0     -1,562               0
  Mandatory/Legislated




                                                              0                 0             0             0           0              0
  Annualization
    Debenture repaid                                                                        -46           -46
    Domiciliary Hostel rate increase                        194                39            28             6




                                                            194                39           -18           -40           0              0
  Growth




                                                              0                 0             0             0           0              0
  Enhancement
    Share of Service Integration (1 FTE in BO&SS)            30                30




                                                             30                30             0             0           0              0

  Projected Outlook Expenditures                            -99               322      -6,875             238     -1,285             253




                                                                  181
                                               Community Services and Housing
                                                Family and Children’s Services

Service Level
                                 Avg. Monthly Full Day Equivalent of Care Provided - Fee Assisted Child Care
                 80,000

                 70,000
          Days




                 60,000

                 50,000

                 40,000
                               2004 Actual     2005 Actual   2006 Actual 2007 Forecast 2008 Budget            2009 Outlook 2010 Outlook

       Avg. Monthly FDE          50,123          55,016        63,754            64,735           65,722         64,433       53,538
       % Increase                 -5.4%           9.8%         15.9%             1.5%             1.5%           -2.0%        -16.9%
       Budget                    52,624          57,757        72,906            62,330


                      2004            2005         2006       2007         2008          2009        2010
                     Actual          Actual       Actual     Budget       Budget        Outlook     Outlook

       FDE’s        601,472          660,191      765,043    747,959      788,658       773,194     642,451

                          12              12        12         12           12            12             12
       Months

 Source: Ontario Child Care Management System


What does the graph show?

   x     The average monthly full day equivalents of fee assisted child care provided by York Region,
         excluding those funded through the National Child Benefit (NCB) Re-Investment.

Explanation of KPI Trend

   x     Upward trend in increased FDE’s through to 2008 is attributable to additional funding from Best
         Start. Best Start funding is expected to remain constant through to 2009 and end in March 2010.
   x     The 2007 budgeted service levels were originally reduced from 2006 budget to reflect the
         announced Best Start provincial funding reductions. Additional Provincial Best Start funding was
         announced and approved in 2007, affording an increase of 196 spaces over 2006 actuals.
   x     Service levels are projected to increase in 2008 due to annualization of 2007 approved funding
         announcements. Service levels are projected to decrease in 2009 to offset an operator rate
         increase and decrease additionally in 2010 due to Best Start Provincial program funding
         reductions effective April 2010.


Comments / Background:

Preliminary analysis of income testing anticipates reductions in parental contributions. As parent revenue
is reduced, the cost to York Region of a subsidized space increases, thereby reducing service levels to
offset the increase in the average cost of a subsidized space. Service levels will continue to be managed
and adjusted in year within the approved budget.



                                                                    182
                                                     Community Services and Housing
                                                      Family and Children’s Services

Efficiency

                                        Total Gross Cost per Full Day Equivalent - Fee Assisted Child Care
                              40
            Cost in Dollars




                              35


                              30


                              25
                                                                                2007                         2009         2010
                                   2004 Actual   2005 Actual   2006 Actual                   2008 Budget
                                                                              Forecast                      Outlook      Outlook

         Gross Cost                   32.08         32.94         34.04            35.61        35.57        36.43        38.79
         % Increase                   10.1%         2.7%          3.3%             4.6%         -0.1%        2.4%         6.5%
         Budget                       31.84         32.74         34.60            35.01


             2004                      2005          2006          2007             2008         2009         2010
            Actual                    Actual        Actual        Budget           Budget       Outlook      Outlook

Cost      19,295,668                21,744,197    26,015,641    26,189,240     28,056,170      28,170,290   24,922,920

FDE’s       601,472                   660,191      765,043        747,959          788,658      773,194      642,451


        Source: Department financial reports and statistical reports from Ontario Child Care Management Systems


What does the graph show?

   x      The total gross costs including relevant service delivery and administrative costs for York Region
          to provide a full day equivalent of fee assisted child care.

Explanation of KPI Trend

   x      The upward trend in cost per FDE is largely attributable to the annual fee assistance operator rate
          increase, annual salary and benefit increases and the increase in the proportion of subsidized
          spaces for children 5 years and under funded through Best Start. Infant and toddler programs
          have a higher cost per day due to legislated staffing ratios.
   x      The projections for the outlook years assume Best Start funding will remain the same as the 2007
          forecast level through to April, 2010.


Comments / Background:

A preliminary analysis of the impact of income testing, which came into effect January 1, 2007, indicates
a potential reduction in parent revenue which could result in an increase in total gross cost per FDE.




                                                                             183
                                                          Community Services and Housing
                                                           Family and Children’s Services

Service Level


                                                       Avg. Monthly Children Served - Early Intervention
            Number of Children


                                 1,400

                                 1,200

                                 1,000

                                  800

                                  600
                                                                                         2007
                                         2004 Actual    2005 Actual   2006 Actual                 2008 Budget 2009 Outlook 2010 Outlook
                                                                                       Forecast
 Avg. Monthly Children                      952            961           1,122          1,200        1,278        1278        1278
 % Increase                                 1.7%           0.9%         16.8%           7.0%         0.0%         0.0%        0.0%
 Budget                                     850            966           1,066          1066


        Source: EIS Database


What does the graph show?

    x     The average monthly number of York Region children served by the Early Intervention program.

Explanation of KPI Trend

    x     Upward trend in service levels is reflective of the ELCC and Best Start program initiatives.
    x     2008 Budget and outlook years remain constant in terms of service levels as the Region will
          implement the approved mitigation strategy to offset the decreased funding from Best Start
          anticipated to end April 2010.


Comments / Background:

Service provision is case managed dependent upon each child’s and family needs. Generally, the more
complex the child’s needs, the more service hours are required to meet them.
KPI results are calculated on average monthly number of children served. In 2006 the total cumulative
number of children served was 1,574.




                                                                                 184
                                  Housing Services
Housing Services Branch


                                                      Housing
                                                      Services




                                Housing
                                                                  Homelessness
          Social Housing        Access           New Housing                           Housing
                                                                   Prevention
            Programs        (Centralized Wait     Initiatives                          York Inc.
                                                                    Initiatives
                                  List)


Guiding Principle

  Housing People, Strengthening Communities, Building Solutions….Leading the Way

Mandate
The Housing Services Branch has as its mandates to:

   1. Administer social housing in York Region under the terms of the Social Housing Reform Act,
      2000
         o Fund and administer approximately 6,000 social housing units, owned and managed by
            community housing providers.
         o Manage a region wide wait list/access system for subsidized housing averaging 5500
            households waiting for housing.
         o Manage York Region’s municipal non-profit housing corporation) portfolio of 1927 units, in
            30 communities across 9 local municipalities.
         o Providing over 500 units through a Rent Supplement Program in partnership with private
            sector and non-profit landlords.

   2. Develop new housing initiatives
         o Develop strategies to increase housing supply for low and moderate income households
            across the Region.
         o Create public awareness of the need for affordable housing.
         o Act as Developer and Funder for new affordable housing facilities in York Region

   3. Develop homelessness prevention services

          o Providing a range of homelessness prevention and support programs in partnership with
            community agencies, as the delivery agent for Provincial and Federal Homelessness
            Initiatives and Regionally funded initiatives.




                                                  185
                                   Housing Services

   Strategic Goals 2008 – 2011
   Housing Services has as its long term strategies to:

   1. Affordable Housing options in York Region
         x Develop and implement a 5 year rolling plan to increase affordable housing options.

   2. Current planning tools
         x Update current planning tools such as Housing Directions and the Housing Supply Strategy.
         x Complete a survey of households on the Social Housing Waiting list in order to better target
            housing affordability programs.

   3. Canada-Ontario Affordable Housing Program
         x Complete the current phases of the Canada-Ontario Affordable Housing Program in
            partnership with both Housing York Inc. and Community Non-Profit Housing providers.

   4. Provincial Developing Opportunities for Ontario Renters (DOORS) Initiative
         x Deliver the Region’s plan to utilize the Provincial DOORS funding to create new affordable
            housing opportunities.


Key Highlights

2008 Planned Initiatives
In 2008, the Housing Services Branch will:

   x   Implement the Social Housing Asset Management Strategy, providing new tools and controls to
       promote responsible stewardship of social housing assets.
   x   Open Tom Taylor Place, a new 50 unit housing facility in Newmarket.
   x   Complete design phase for 85 unit seniors/disabled housing facility on the Vaughn Civic Centre
       campus.
   x   Complete development and feasibility processes for expanded and upgraded housing facilities at
       several sites.
   x   Open the new Leeder Place family shelter in East Gwillimbury in partnership with Transitional and
       Supportive Housing Services of York Region.
   x   Implement Sustainability Initiatives including:
          x Housing York Inc. Strategic Energy Management Plan and Green Procurement Strategy.
          x Sustainable Affordable Housing Development Guidelines and Standards
          x Support Community Social Housing Providers in securing and implementing energy audits,
               providing a link to capital planning and incentive funding through sector initiatives.
          x Explore new standards for Multi-residential waste management, developing strategies for
               social housing.




                                                    186
                                   Housing Services
2007 Accomplishments
   New Social Housing Development/Emergency Shelter Expansion
   x Commenced construction of Tom Taylor Place, a 50-unit apartment building in Newmarket and the
      Leeder Place Family shelter in East Gwillimbury
   x Development and design work underway on 85 units of seniors housing on the Vaughan Civic
      Centre campus.

   Housing Provider Building Repairs
   x Interim strategy to address Housing Provider Building Repairs was approved by council,
     incorporating strong stewardship of assets and fiscal/management tools to providing a framework
     for funding support to maintain facilities.

   Canada-Ontario Affordable Housing Program Delivery Agent
   x Managed the Region’s responsibilities under an Administration Agreement with the Province,
      recommending four community groups for funding and supporting Housing York Inc.’s proposals.

   Community Plan to Address Homelessness
   x Led community agencies and funding partners in the development of an updated Community Plan
     to Address Homelessness in York Region, identifying funding and action priorities both for the
     Region and the Community.
   x As delivery agent for the Federal Supporting Community Partnerships Initiatives, managed the wind
     up of the program and transition to a new Homelessness Partnering Initiative, providing a
     framework within which to flow federal funding to community projects.

Key Challenges
Funding Environment
  x Instability in the Federal Governments Homelessness funding programs and the potential for
      continuing changes in priorities represent a challenge for delivery of the Regions funding priorities
  x Limitations in the Canada-Ontario Affordable Housing Program will continue to challenge the
      ability of both the Region and community Non-profits to successfully deliver new housing facilities
      within the program.
  x Rising operating costs will continue to challenge Social Housing providers and the limitations of the
      social housing funding model, placing pressure on the Region to provide additional financial
      support.

Legislative Environment
   x Recent changes to the Social Housing Reform Act and its regulations will result in a need to
       monitor impacts closely and adapt business practices.
   x Requirements to respond to legislative changes in relation to building systems, such as Asbestos
       Management, Elevator standards, AODA standards, Fire Code changes, etc, require ongoing
       monitoring and impact analysis for the social housing portfolio




                                                    187
                                          Housing Services
Service Challenges

    x   The Housing Services Branch will continue to both deliver and monitor major social housing
        initiatives in 2008 and 2009. Areas of focus include:
               - Completion of a program review which will follow the first year of implementation of the
                  new social housing funding model, and will consider housing provider efficiency,
                  operating cost increases, and revenue shifts.
               - Delivery of the Canada–Ontario Affordable Housing Program which will continue until
                  2010.
    x   The Region will continue to press the Provincial and Federal governments for a long term funding
        mechanism to meet the growing costs of maintaining existing housing stock.


KPI Highlights

            2007 Forecast           No. of Social Housing & AHP Units                                             6,445
            2008 Request            No. of Social Housing & AHP Units                                             6,529

            2007 Forecast           Annual Gross Subsidy Cost/Unit of Social Housing                          $6,089
            2008 Request            Annual Gross Subsidy Cost/Unit of Social Housing                          $6,636


Operating Impact of Capital

    x   There are no operating budget impacts in the Housing Branch budget arising from the new capital
        funding to be spent in 2008.


Staffing Resources
 Permanent FTE's             2005         2006          2007           2008           2009           2010             2011
                           Budget        Budget        Budget         Request        Outlook       Outlook          Outlook

 Full- Time FTE's
 (PFT)                          66.0         70.0          75.0               76.0        76.0            76.0            76.0
 Part- Time FTE's
 (PPT)                           0.0             0.0           0.0             0.0           0.0            0.0              0.0
 Total Permanent
 FTE's                          66.0         70.0          75.0               76.0        76.0            76.0            76.0
 Net Change                                   4.0           5.0                1.0         0.0             0.0             0.0

 Casual (FTE
 Equivalent)*                    6.6             6.6           5.6             5.6           5.6            5.6              5.6



* Note: The Staffing Resources Chart is a representation of reporting relationships within the Department. The Chart does not
represent funding accountabilities (intra-department allocations).


                                                                188
                                                                      Financial Summary
                      Housing Services


                                                   2005           2006           2007              2007         2008         2009         2010         2,011
                                                  Actual         Actual         Budget           Forecast      Request      Outlook      Outlook      Outlook

Expenditures
   Salaries and Benefits                              5,029          5,582           6,518           6,326         6,896        7,102        7,315        7,480
   Program Specific Expenses                         34,689         38,277          40,843          40,230        52,632       52,468       51,221       53,726
   Professional Contracted Services                   1,067            600             982           1,009           731          507          507          507
   General Expenses                                     304            313             392             384           448          448          448          448
   Occupancy Costs                                       68              0               0               0             0            0            0            0
   Internal Charges/Recoveries                            0              0               0               0             0            0            0            0
   Minor Capital                                          1             18              10              10            14           14           14           14
Expenditures                                         41,159         44,789          48,744          47,959        60,721       60,539       59,505       62,175



Financing Costs, Contributions to Reserves
    Financing Costs                                     282            269           1,422             522         3,570          777          777          777
    Contribution to Reserves                          2,676            271               0               0             0        1,000        2,000        3,000
    Contribution to Capital                               0              0               0               0             0            0            0            0
Financing Costs, Contributions to Reserves            2,958            540           1,422             522         3,570        1,777        2,777        3,777

Gross Expenditures                                   44,117         45,330          50,167          48,481        64,290       62,316       62,282       65,952

Revenues
   Grant Subsidies                                  (12,505)        (12,726)       (13,390)         (12,877)     (17,161)     (15,842)     (12,238)     (12,238)
   User Fees                                              0               0              0              (27)         (36)         (36)         (36)         (36)
   Fees and Charges                                  (2,891)         (3,145)        (3,996)          (3,903)      (4,228)      (4,413)      (4,522)      (4,606)
   Development Charges                                    0               0              0                0            0            0            0            0
   Contribution from Reserves                          (136)           (135)        (1,035)            (135)      (4,052)        (135)        (135)        (135)
   Third Party Recoveries                                 0               0              0                0            0            0            0            0
Revenues                                            (15,531)        (16,006)       (18,421)         (16,942)     (25,477)     (20,426)     (16,930)     (17,015)


Negotiated Specific & Recoveries
   Negotiated Specific                                   34            106              65              65            75           75           75           75
   Departmental Recoveries                            1,504          1,582           1,897           1,897         2,061        2,143        2,199        2,242
   Capital Recoveries                                     0              0               0               0             0            0            0            0
   Other Recoveries                                       0              0               0               0             0            0            0            0
Negotiated Specific & Recoveries                      1,538          1,688           1,962           1,962         2,136        2,218        2,274        2,318



Gross Expenditures including Negotiated
Specific & Recoveries                                45,654         47,018          52,129          50,444        66,427       64,535       64,557       68,269


Tax Levy Prior to Allocations                        30,123         31,012          33,708          33,502        40,949       44,109       47,626       51,255


Allocations and Recoveries                            1,765          1,726           1,767           1,767         1,728        1,778        1,830        1,885


Net Levy                                             31,888         32,739          35,475          35,270        42,677       45,887       49,457       53,140




NOTE: Financial figures have been presented on a comparative basis to the 2008 budget request.




                                                                                  189
Budget Variance Explanation
 Housing Services



Budget Change Explanations (2008/2007)                                                           Gross                     Net Tax Levy
                                                                                      ($000's)           %            ($000's)          %

     2007 Departmental Budget excl Interdept'l Allocations and Cont'n to Capital           52,129                          33,708

 1 Base
           Salary and benefit increases                                                        387            0.7%           360             1.1%
           Printing and general administrative costs                                            58            0.1%            58             0.2%
           Rent increases - Rent Supplement Program                                             51            0.1%            51             0.1%
           Homelessness Partnering Initiative                                                1,061            2.0%             0             0.0%
                                                                                             1,557            3.0%           469             1.4%
     Efficiencies/Program Reductions
           SCPI ll/NHI programs phased out                                                   (258)           (0.5%)            0             0.0%
           Adjust Rent Bank and Emergency Energy Programs to provincial funding
           levels                                                                             (39)           (0.1%)             0             0.0%
           Reduction in audit fees                                                            (65)           (0.1%)          (54)           (0.2%)
                                                                                             (362)           (0.7%)          (54)           (0.2%)
     Mandatory/Legislated
         Payments to Non-Profit social housing providers per SHRA                            2,224            4.3%          2,224            6.6%
         Payments to social housing providers - Public Housing including capital
         repairs ($600K)                                                                       763            1.5%            763            2.3%
                                                                                             2,988            5.7%          2,988            8.9%
     Annualization
         Affordable Housing Program                                                          5,094            9.8%             0             0.0%
         Phase out funding for assets management                                                 0            0.0%            73             0.2%
         Debenture costs for Tom Taylor Place                                                   82            0.2%             0             0.0%
                                                                                             5,176            9.9%            73             0.2%
                                                                         Total Base          9,358           18.0%          3,475           10.3%
 2 Growth

                                                                      Total Growth                0           0.0%             0             0.0%
 3 Enhancements
       Housing Provider Building Repairs                                                     1,043            2.0%              0            0.0%
       HYI property management (1 FTE)                                                         130            0.3%              0            0.0%
       Housing Provider Energy Audits                                                           59            0.1%             59            0.2%
       Shared Community Development Co-ordinator (1 FTE in P&PS)                                35            0.1%             35            0.1%
       Shared Records Management Initiative (1 FTE in BO&SS)                                    23            0.0%             23            0.1%
       CDIF funding to address agency under-funding and base funding                           950            1.8%            950            2.8%
       Regional Affordable Housing Initiative                                                2,700            5.2%          2,700            8.0%
                                                             Total Enhancements              4,940            9.5%          3,766           11.2%
 4 2008 Total with Base, Growth and Enhancements                                           66,427            27.4%         40,949           21.5%

 5         Interdepartmental Allocations                                                     1,728                          1,728
           2007 Contribution to Capital
 6         2008 Contribution to Capital Increase                                                  0                            0

 7 2008 Business Plan Total                                                                68,154                          42,676




                                                                         190
Efficiencies/Program Reductions
Housing Services


                                                                                                     Reductions
                                                                                                      ($000's)
Description                                                                             FTE       Gross       Net

One Time Cost Reductions (1)




                   (2)
Efficiencies

Reduction in audit services                                                                          (65.0)       (54.4)




Program Reductions(3)
SCPI ll/NHI Programs phased out                                                                     (257.9)         -
Adjust Rent Bank and Emergency Energy Programs to provincial
funding levels                                                                                       (39.4)         -




TOTAL                                                                                     -        ($362.3)   ($54.4)


Definitions:
(1)
      One time cost reductions: prior year approved funding for one time expenditures
(2)
   Efficiencies: reductions within specific accounts or categories without an impact to service
levels
(3)
   Program Reductions: elimination of programs as a result of discontinued funding or service
level decisions




                                                                        191
Proposed New Staff Summary
Housing services
* to be submitted and reviewed by HR prior to submission as Budget request
                                                                                              Cost Savings /
                                                                   Type of                      Revenue
                                                                    FTE's    Gross     Net    Generated by
Category/Description                                   # of FTE's (B/G/E/C) ($000's) ($000's) FTE's ($ 000's)                             Outcomes/Benefits Achieved


HYI Property Management                                  1.00         E      $130.4    $0.0                     HYI will establish a Program Manager position (1 FTE), reporting to the HYI
                                                                                                                Manager to oversee three Property Management Teams, assume operational
                                                                                                                policy development, quality control and consistency in operational practice,
                                                                                                                customer service standards, and performance monitoring. Human Resources
                                                                                                                have reviewed the HYI organization and support the need for increased
                                                                                                                resources.

                                                                                                                HYI has grown 14% from 1,695 units in 2003 to 1,927 units of residential
                                                                                                                housing in 2007. Over the next three years, an additional 400 rental units and
                                                                                                                up to five new properties (a growth of over 20%) will come under HYI ownership
                                                                                                                and management.

                                                                                                                As HYI services have grown, the organization has added Building
                                                                                                                Superintendent and administrative support staff. Management resources,
                                                                                                                however, have remained unchanged since the corporation was established in
                                                                                                                2003. All HYI management staff are now under significant pressure due to both
                                                                                                                the fast growth of the portfolio, and to the growing complexity within programs
                                                                                                                and services, funding mechanisms, and legislative requirements. As HYI
                                                                                                                prepares for a new phase of growth, the need for an additional
                                                                                                                management position is clear.

                                                                                                                The new management position will:
                                                                                                                - Improve span of control for the HYI Manager (from eight to four)
                                                                                                                - Allocate management responsibilities more effectively
                                                                                                                - Establish the necessary leadership for property management unit
                                                                                                                  (five direct reports + 27 indirect)
                                                                                                                - Create critical succession planning development opportunity
                                                                                                                - Manage increased growth and ensure continued achievement of strong
                                                                                                                  service level standards




                                                                                                192
                                             Outlook Pressures
Housing Services

                          ($ 000's)                          2009                             2010                       2011
                                                    Gross               Net          Gross           Net         Gross          Net

  Base
    Salary and benefit increases                            260               155            269           160       208              124
    Housing Provider Repairs no longer funded
    from Reserve                                            0             1,043
    Reserve Contribution-Housing Provider Repairs       1,000             1,000         1,000          1,000        1,000         1,000
    Phase out funding for assets management                 0                37



                                                        1,260             2,234         1,269          1,160        1,208         1,124
  Efficiencies/Program Reductions
      Rent Bank                                          -225                   0
      Affordable Housing Program                       -2,875                   0       -3,604              0
      Homelessness Partnering Initiative               -1,061                   0



                                                       -4,160                   0       -3,604              0            0             0
  Mandatory/Legislated
    Non-Profit Housing                                  1,645             1,645         2,302          2,302        2,444         2,444
    Rent Supplement costs for Tom Taylor Place                                                                          4             4
    Rent Supplement                                         53                 53            55            55          57            57



                                                        1,697             1,697         2,357          2,357        2,505         2,505
  Annualization
    Debenture costs for Tom Taylor Place                   82                  0
    Regional AHP Initiative                            -2,700             -2,700
    Regional Rent Supplement Program                    1,000              1,000
    CDIF agency base funding                              900                900

                                                        -718                  -800            0             0            0             0
  Growth




                                                             0                  0             0             0            0             0
  Enhancement
    Share of Service Integration (1 FTE in BOSS)            29                 29




                                                             29                29             0             0            0             0

  Projected Outlook Expenditures                       -1,892             3,160               22       3,517        3,713         3,629




                                                                  193
                                        Community Services & Housing
                                             Housing Services
Service Level

                  Number of Social Housing & Affordable Housing Program (AHP)
                  6,700                      Units

                  6,500
          Units



                  6,300

                  6,100

                  5,900

                  5,700
                                                                     2007      2008        2009         2010
                          2004 Actual 2005 Actual 2006 Actual
                                                                   Forecast   Budget      Outlook      Outlook
         Avg. Statistic      6,347       6,360       6,385          6,445     6,529        6,539        6,556
         % Increase                      0.2%        0.4%           0.9%       1.3%        0.2%         0.3%
         Budget              6,214       6,442       6,501          6,523



     Source: Number of Social Housing & Affordable Housing Program (AHP) Units is reported in the Housing Providers
     Annual Information Report


What does the graph show?
  x The graph reflects a monthly average of the total number of Social Housing and Affordable
      Housing Program (AHP) units.

Explanation of KPI Trend
   x An upward trend is reflected as units/funding available through the Strong Communities Rent
      Supplement Program is phased in and maximized in 2006. Budgeted unit increases for 2007
      forward represent new non rent supplement units under construction and included in the Social
      Housing and Affordable Housing Program (AHP) portfolio for Armitage Gardens, Blue Willow
      Terrace, Tom Taylor Place and Vaughan Civic Centre.
   x Anticipated increases in the actual number of units have been hampered by slower conversion of
      non rent supplement units to rent supplement units and delays in the delivery of new units (see
      Capital budget).


Comments / Background:

Subsidized housing provides geared-to-income rental assistance to people whose income, age, social or
health needs prevent them from attaining adequate housing in the private rental market.

Additional units being funded through Delivering Opportunities for Ontario Renters (DOOR) have been
budgeted in the 2008-2010 Capital Budget for current sites owned by Housing York Inc. to be intensified
or redeveloped, but units cannot be quantified at this time and are not reflected in the counts above.

This report is used for internal management purposes only and is not consistent with the OMBI definition
of a similar measure.




                                                             194
                                             Community Services & Housing
                                                  Housing Services


Efficiency
                              Annual Gross Subsidy Cost /Unit of Social Housing & Affordable Housing
                      8,000                              Program (AHP)


                      7,000
        Cost/Unit




                      6,000

                      5,000

                      4,000
                               2004           2005          2006          2007            2008            2009                2010
                              Actual         Actual        Actual       Forecast         Budget          Outlook             Outlook
          Gross                5,160          5,271         5,760          6,089             6,636           6,886            7,227
          % Increase                          2.1%           9.3%          5.7%              9.0%            3.8%             5.0%
          Budget               6,037          5,644         5,797          6,017

                                2004         2005         2006         2007          2008         2009           2010
                               Actual       Actual       Actual      Forecast       Budget       Outlook        Outlook

                    Cost*     32,751,321   33,520,787   36,775,265   39,246,700    43,328,800    45,026,100     47,383,000

                    Units       6,347        6,360        6,385        6,445         6,529           6,539           6,556



       Source: Number of Social Housing & Affordable Housing Program (AHP) Units is reported in the Housing Providers
       Annual Information Report


What does the graph show?
  x Annual gross subsidy cost for the Rent Supplement, Public Housing and the Non Profit Housing
      Programs, divided by the average number of Social Housing and Affordable Housing Program
      (AHP) units.

Explanation of KPI Trend
   x Actual costs for Non Profit housing were originally lower than budget as savings were generated
      by favourable mortgage renewals and property tax assessments. Increasing costs are then
      reflected in the trend above as the impact of the mandated SHRA funding formula implemented in
      2006 is felt. Higher subsidy levels are budgeted and paid to providers as mortgage rates,
      property taxes and tenant RGI subsidies increase. The impact of the funding formula continues
      to be reflected in increased budgets for 2008 forward.
   x Housing Provider Capital Repairs costs have also escalated in recent years driving budgeted and
      actual costs up, while higher unit counts have been slow to materialize due to the slow
      conversion of non rent supplement units to rent supplement units and delays in the delivery of
      new units (see Capital budget).

Comments / Background:
Changes to regulations/funding formula are being implemented in 2008 to provide for further indexation
of operating costs and further increasing subsidy levels.

The KPI trends above exclude contributions to reserve for both actuals and budget.

This report is used for internal management purposes only and is not consistent with the OMBI definition
                                                  195
of a similar measure.
196
                                                                Financial Summary
       Business Operations & Support Services


                                                                                        Tax Levy prior to Allocations

                                              2005           2006           2007           2007            2008          2009          2010          2011
                                             Actual         Actual         Budget        Forecast         Request       Outlook       Outlook       Outlook

             Administration & Finance                  0             (0)            0                0              0             0             0             0
             Contact Centre                           (0)             0             0               (0)             0             0             0             0
             Quality Assurance                         0              0             0                0              0             0             0             0
             Net Levy                                 (0)             0             0               (0)             0             0             0             0




                                              2005           2006           2007           2007            2008          2009          2010          2011
                                             Actual         Actual         Budget        Forecast         Request       Outlook       Outlook       Outlook

Expenditures
   Salaries and Benefits                        3,673          4,006          4,454            4,506           4,736        4,966         5,115         5,230
   Program Specific Expenses                        0              0              0                0               0            0             0             0
   Professional Contracted Services                61             36            106               78              91           91            91            91
   General Expenses                               318            307            383              377             376          376           376           376
   Occupancy Costs                                 51             59             27               46              56           56            56            56
   Internal Charges/Recoveries                      0              0              0                0               0            0             0             0
   Minor Capital                                  120             14              9                7              24           14            14            14
Expenditures                                    4,224          4,422          4,978            5,013           5,282        5,502         5,651         5,766



Financing Costs, Contributions to Reserves
    Financing Costs                                   0              0              0               0               0             0             0             0
    Contribution to Reserves                          0              0              0               0               0             0             0             0
    Contribution to Capital                           0              0              0               0               0             0             0             0
Financing Costs, Contributions to Reserves            0              0              0               0               0             0             0             0

Gross Expenditures                              4,224          4,422          4,978            5,013           5,282        5,502         5,651         5,766

Revenues
   Grant Subsidies                                    0              0              0               0               0             0             0             0
   User Fees                                          0              0              0               0               0             0             0             0
   Fees and Charges                                   0              0              0               0               0             0             0             0
   Development Charges                                0              0              0               0               0             0             0             0
   Contribution from Reserves                         0              0              0               0               0             0             0             0
   Third Party Recoveries                             0              0              0               0               0             0             0             0
Revenues                                              0              0              0               0               0             0             0             0


Negotiated Specific & Recoveries
   Negotiated Specific                               0              0              0               0               0            0             0             0
   Departmental Recoveries                      (4,224)        (4,422)        (4,978)         (5,013)         (5,282)      (5,502)       (5,651)       (5,766)
   Capital Recoveries                                0              0              0               0               0            0             0             0
   Other Recoveries                                  0              0              0               0               0            0             0             0
Negotiated Specific & Recoveries                (4,224)        (4,422)        (4,978)         (5,013)         (5,282)      (5,502)       (5,651)       (5,766)



Gross Expenditures including Negotiated
Specific & Recoveries                                 0              0              0               (0)             0             0             0             0


Tax Levy Prior to Allocations                         0              0              0               (0)             0             0             0             0


Allocations and Recoveries                            0              0              0               0               0             0             0             0


Net Levy                                              0              0              0               (0)             0             0             0             0




                                                                            197
                                                              Financial Summary

    Administration & Finance


                                        2005         2006           2007          2007          2008          2009          2010          2011
                                       Actual       Actual         Budget       Forecast       Request       Outlook       Outlook       Outlook

Expenditures
   Salaries and Benefits                  1,942        2,011          2,376         2,372          2,493         2,656         2,735         2,797
   Program Specific Expenses                  0            0              0             0              0             0             0             0
   Professional Contracted Services          12           17             40            27             35            35            35            35
   General Expenses                         198          212            239           243            238           238           238           238
   Occupancy Costs                           29           59             27            46             56            56            56            56
   Internal Charges/Recoveries                0            0              0             0              0             0             0             0
   Minor Capital                             17           10              6             4             11            11            11            11
Expenditures                              2,197        2,309          2,688         2,691          2,832         2,995         3,075         3,136



Financing Costs, Contrib to Reserves
    Financing Costs                             0            0              0              0             0             0             0             0
    Contribution to Reserves                    0            0              0              0             0             0             0             0
    Contribution to Capital                     0            0              0              0             0             0             0             0
Financing Costs, Contrib to Reserves            0            0              0              0             0             0             0             0

Gross Expenditures                        2,197        2,309          2,688         2,691          2,832         2,995         3,075         3,136

Negotiated Specific & Recoveries
   Negotiated Specific                         0            0              0             0             0             0             0             0
   Intra Charges and Recoveries           (2,197)      (2,309)        (2,688)       (2,691)       (2,832)       (2,995)       (3,075)       (3,136)
   Capital Recoveries                          0            0              0             0             0             0             0             0
   Other Recoveries                            0            0              0             0             0             0             0             0
Negotiated Specific & Recoveries          (2,197)      (2,309)        (2,688)       (2,691)       (2,832)       (2,995)       (3,075)       (3,136)



Gross Expenditures incl Negotiated
Specific & Recoveries                           0            (0)            0              0             0             0             0             0


Tax Levy Prior to Allocations                   0            (0)            0              0             0             0             0             0


Allocations and Recoveries                      0            0              0              0             0             0             0             0


Net Levy                                        0            (0)            0              0             0             0             0             0




                                                                        198
                                                               Financial Summary

    Contact Centre


                                        2005           2006         2007          2007            2008          2009          2010          2011
                                       Actual         Actual       Budget       Forecast         Request       Outlook       Outlook       Outlook

Expenditures
   Salaries and Benefits                    701            972          949         1,005            1,066         1,098         1,131         1,157
   Program Specific Expenses                  0              0            0             0                0             0             0             0
   Professional Contracted Services          15             12           27            17               15            15            15            15
   General Expenses                          44             18           24            19               19            19            19            19
   Occupancy Costs                            0              0            0             0                0             0             0             0
   Internal Charges/Recoveries                0              0            0             0                0             0             0             0
   Minor Capital                             50              1            0             0               10             0             0             0
Expenditures                                809          1,003        1,000         1,040            1,110         1,132         1,165         1,190



Financing Costs, Contrib to Reserves
    Financing Costs                             0              0            0              0               0             0             0             0
    Contribution to Reserves                    0              0            0              0               0             0             0             0
    Contribution to Capital                     0              0            0              0               0             0             0             0
Financing Costs, Contrib to Reserves            0              0            0              0               0             0             0             0

Gross Expenditures                          809          1,003        1,000         1,040            1,110         1,132         1,165         1,190

Revenues
   Grant Subsidies                              0              0            0              0               0             0             0             0
   User Fees                                    0              0            0              0               0             0             0             0
   Fees and Charges                             0              0            0              0               0             0             0             0
   Development Charges                          0              0            0              0               0             0             0             0
   Contribution from Reserves                   0              0            0              0               0             0             0             0
   Third Party Recoveries                       0              0            0              0               0             0             0             0
Revenues                                        0              0            0              0               0             0             0             0


Negotiated Specific & Recoveries
   Negotiated Specific                        0               0            0             0               0             0             0             0
   Intra Charges and Recoveries            (809)         (1,003)      (1,000)       (1,040)         (1,110)       (1,132)       (1,165)       (1,190)
   Capital Recoveries                         0               0            0             0               0             0             0             0
   Other Recoveries                           0               0            0             0               0             0             0             0
Negotiated Specific & Recoveries           (809)         (1,003)      (1,000)       (1,040)         (1,110)       (1,132)       (1,165)       (1,190)



Gross Expenditures incl Negotiated
Specific & Recoveries                           (0)            0            0              (0)             0             0             0             0


Tax Levy Prior to Allocations                   (0)            0            0              (0)             0             0             0             0


Allocations and Recoveries                      0              0            0              0               0             0             0             0


Net Levy                                        (0)            0            0              (0)             0             0             0             0




                                                                        199
                                                             Financial Summary

    Quality Assurance


                                        2005         2006         2007          2007          2008          2009          2010          2011
                                       Actual       Actual       Budget       Forecast       Request       Outlook       Outlook       Outlook

Expenditures
   Salaries and Benefits                  1,030        1,023        1,130         1,130          1,177         1,212         1,248         1,276
   Program Specific Expenses                  0            0            0             0              0             0             0             0
   Professional Contracted Services          35            7           39            35             41            41            41            41
   General Expenses                          76           78          119           115            119           119           119           119
   Occupancy Costs                           23            0            0             0              0             0             0             0
   Internal Charges/Recoveries                0            0            0             0              0             0             0             0
   Minor Capital                             53            2            3             3              3             3             3             3
Expenditures                              1,218        1,110        1,290         1,282          1,339         1,375         1,411         1,439



Financing Costs, Contrib to Reserves
    Financing Costs                             0            0            0              0             0             0             0             0
    Contribution to Reserves                    0            0            0              0             0             0             0             0
    Contribution to Capital                     0            0            0              0             0             0             0             0
Financing Costs, Contrib to Reserves            0            0            0              0             0             0             0             0

Gross Expenditures                        1,218        1,110        1,290         1,282          1,339         1,375         1,411         1,439

Revenues
   Grant Subsidies                              0            0            0              0             0             0             0             0
   User Fees                                    0            0            0              0             0             0             0             0
   Fees and Charges                             0            0            0              0             0             0             0             0
   Development Charges                          0            0            0              0             0             0             0             0
   Contribution from Reserves                   0            0            0              0             0             0             0             0
   Third Party Recoveries                       0            0            0              0             0             0             0             0
Revenues                                        0            0            0              0             0             0             0             0


Negotiated Specific & Recoveries
   Negotiated Specific                         0            0            0             0             0             0             0             0
   Intra Charges and Recoveries           (1,218)      (1,110)      (1,290)       (1,282)       (1,339)       (1,375)       (1,411)       (1,439)
   Capital Recoveries                          0            0            0             0             0             0             0             0
   Other Recoveries                            0            0            0             0             0             0             0             0
Negotiated Specific & Recoveries          (1,218)      (1,110)      (1,290)       (1,282)       (1,339)       (1,375)       (1,411)       (1,439)



Gross Expenditures incl Negotiated
Specific & Recoveries                           0            0            0              0             0             0             0             0


Tax Levy Prior to Allocations                   0            0            0              0             0             0             0             0


Allocations and Recoveries                      0            0            0              0             0             0             0             0


Net Levy                                        0            0            0              0             0             0             0             0




                                                                      200
Budget Variance Explanation
 Business Operations & Support Services



Budget Change Explanations (2008/2007)                                                              Gross                     Net Tax Levy
                                                                                         ($000's)           %            ($000's)          %

     2007 Departmental Budget excl Interdept'l Allocations and Cont'n to Capital          4,978                           4,978

 1 Base
          Salary and benefit increases                                                              219          4.4%              219          4.4%
          General adminstrative increases (R&M contracts, moving, minor capital, etc.)               30          0.6%               30          0.6%

                                                                                                    249          5.0%              249          5.0%
     Efficiencies/Program Reductions
           Program reductions - York hosted 2007 OMSSA Conference                                   (15)        (0.3%)             (15)        (0.3%)

                                                                                                    (15)        (0.3%)             (15)        (0.3%)
     Mandatory/Legislated

                                                                                                      0          0.0%                0          0.0%
     Annualization

                                                                                                      0          0.0%                0          0.0%
                                                                            Total Base              234          4.7%              234          4.7%
 2 Growth

                                                                         Total Growth                 0          0.0%                0          0.0%
 3 Enhancements
       Records Management Initiative (1FTE)                                                          70          1.4%               70          1.4%

                                                                Total Enhancements                   70          1.4%               70          1.4%
 4 2008 Total with Base, Growth and Enhancements                                                  5,282          6.1%             5,282         6.1%


 5        Interdepartmental Allocations                                                               0                              0
          2007 Contribution to Capital
 6        2008 Contribution to Capital Increase                                                       0                              0

 7 2008 Business Plan Total                                                                       5,282                           5,282




                                                                           201
Efficiencies/Program Reductions
Business Operations & Support Services


                                                                                                     Reductions
                                                                                                      ($000's)
Description                                                                          FTE          Gross       Net

One Time Cost Reductions(1)

York hosted 2007 OMSSA Conference                                                                    (15.0)       (15.0)




Efficiencies(2)




Program Reductions(3)




TOTAL                                                                                   -           ($15.0)   ($15.0)


Definitions:
(1)
      One time cost reductions: prior year approved funding for one time expenditures
(2)
   Efficiencies: reductions within specific accounts or categories without an impact to service
levels
(3)
  Program Reductions: elimination of programs as a result of discontinued funding or
service level decisions




                                                                        202
Proposed New Staff Summary
Business Operations & Support Services
* to be submitted and reviewed by HR prior to submission as Budget request
                                                                                              Cost Savings /
                                                                   Type of                      Revenue
                                                                    FTE's    Gross     Net    Generated by
Category/Description                                   # of FTE's (B/G/E/C) ($000's) ($000's) FTE's ($ 000's)                             Outcomes/Benefits Achieved


Records Management Initiative                            1.00         E       $69.8   $69.8                     Benefits are related to improved productivity, better information and cost
                                                                                                                avoidance. Additional benefits include avoidance of the costs associated with
                                                                                                                non-compliance with legislation, reduced legal costs, reduced legal costs,
                                                                                                                improved privacy, some reduced equipment costs and improved customer
                                                                                                                service.

                                                                                                                We cannot emphasize enough how important this position is to the success of
                                                                                                                the Department’s records: with the multiple initiatives currently underway
                                                                                                                (training, EDMS, roll-out of IM tools, etc.), it is impossible to successfully
                                                                                                                continue to store, maintain and dispose of the Community Services and
                                                                                                                Housing Department’s records without the assistance of a dedicated RIT. The
                                                                                                                large increases in electronic documents over the past few years makes it even
                                                                                                                more important to have a dedicated RIT in order to comply with legislation,
                                                                                                                Council’s Records Retention By-law and the Records and Information
                                                                                                                Management Policy.




                                                                                                203
                                             Outlook Pressures
Business Operations & Support Services

                        ($ 000's)                       2009                          2010                       2011
                                               Gross             Net         Gross           Net         Gross          Net

  Base
    Salary and benefit increases                       142             142           149           149       115              115




                                                       142             142           149           149       115              115
  Efficiencies/Program Reductions
      One time minor capital                           -10             -10




                                                       -10             -10            0             0            0             0
  Mandatory/Legislated




                                                        0               0             0             0            0             0
  Annualization




                                                        0               0             0             0            0             0
  Growth




                                                        0               0             0             0            0             0
  Enhancement
    Service Integration Initiative (1 FTE)             88              88




                                                       88              88             0             0            0             0

  Projected Outlook Expenditures                       220             220           149           149       115              115




                                                               204
                                                              Financial Summary
                Policy & Program Support


                                              2005         2006         2007            2007          2008          2009          2010          2011
                                             Actual       Actual       Budget         Forecast       Request       Outlook       Outlook       Outlook

Expenditures
   Salaries and Benefits                        1,457        1,440        1,646           1,555          1,919         1,977         2,036         2,082
   Program Specific Expenses                        0            0            0               0              0             0             0             0
   Professional Contracted Services                72           41          141              96            136           136           136           136
   General Expenses                               124          172          210             187            198           198           198           198
   Occupancy Costs                                  1            0            0               0              0             0             0             0
   Internal Charges/Recoveries                      0            0            0               0              0             0             0             0
   Minor Capital                                    3            2            2               2              2             2             2             2
Expenditures                                    1,657        1,656        1,998           1,840          2,255         2,313         2,372         2,418



Financing Costs, Contributions to Reserves
    Financing Costs                                   0            0            0                0             0             0             0             0
    Contribution to Reserves                          0            0            0                0             0             0             0             0
    Contribution to Capital                           0            0            0                0             0             0             0             0
Financing Costs, Contributions to Reserves            0            0            0                0             0             0             0             0

Gross Expenditures                              1,657        1,656        1,998           1,840          2,255         2,313         2,372         2,418

Revenues
   Grant Subsidies                                    0            0            0                0             0             0             0             0
   User Fees                                          0            0            0                0             0             0             0             0
   Fees and Charges                                   0            0            0                0             0             0             0             0
   Development Charges                                0            0            0                0             0             0             0             0
   Contribution from Reserves                         0            0            0                0             0             0             0             0
   Third Party Recoveries                             0            0            0                0             0             0             0             0
Revenues                                              0            0            0                0             0             0             0             0


Negotiated Specific & Recoveries
   Negotiated Specific                               0            0           50              50            50            50            50            50
   Departmental Recoveries                      (1,657)      (1,656)      (2,048)         (1,890)       (2,305)       (2,363)       (2,422)       (2,468)
   Capital Recoveries                                0            0            0               0             0             0             0             0
   Other Recoveries                                  0            0            0               0             0             0             0             0
Negotiated Specific & Recoveries                (1,657)      (1,656)      (1,998)         (1,840)       (2,255)       (2,313)       (2,372)       (2,418)



Gross Expenditures including Negotiated
Specific & Recoveries                                 0            0            (0)              0             0             0             0             0


Tax Levy Prior to Allocations                         0            0            (0)              0             0             0             0             0


Allocations and Recoveries                            0            0            0                0             0             0             0             0


Net Levy                                              0            0            (0)              0             0             0             0             0




                                                                        205
Budget Variance Explanation
 Policy & Program Support



Budget Change Explanations (2008/2007)                                                            Gross                     Net Tax Levy
                                                                                       ($000's)           %            ($000's)          %

 2007 Departmental Budget excl Interdept'l Allocations and Cont'n to Capital            2,048                           2,048

 1 Base
           Salary and benefit increases                                                           171          8.3%              171          8.3%
           General administrative increases                                                         1          0.0%                1          0.0%

                                                                                                  172          8.4%              172          8.4%
     Efficiencies/Program Reductions
           Administrative efficiencies (professional services, minor capital)                     (18)        (0.9%)             (18)        (0.9%)

                                                                                                  (18)        (0.9%)             (18)        (0.9%)
     Mandatory/Legislated

                                                                                                    0          0.0%                0          0.0%
     Annualization

                                                                                                    0          0.0%                0          0.0%
                                                                          Total Base              155          7.5%              155          7.5%
 2 Growth

                                                                       Total Growth                 0          0.0%                0          0.0%
 3 Enhancements
       Community Development Co-ordinator for new CDIF funding (1 FTE)                            102          5.0%              102          5.0%

                                                              Total Enhancements                  102          5.0%              102          5.0%
 4 2008 Total with Base, Growth and Enhancements                                                2,305         12.5%             2,305        12.5%

 5         Interdepartmental Allocations                                                            0                              0
           2007 Contribution to Capital
 6         2008 Contribution to Capital Increase                                                    0                              0

 7 2008 Business Plan Total                                                                     2,305                           2,305




                                                                            206
Efficiencies/Program Reductions
Policy & Program Support


                                                                                                     Reductions
                                                                                                      ($000's)
Description                                                                          FTE          Gross        Net

One Time Cost Reductions(1)




Efficiencies(2)

Adminisltrative efficiencies (professional services, minor capital)                                   (17.5)      (17.5)




Program Reductions(3)




TOTAL                                                                                   -           ($17.5)    ($17.5)


Definitions:
(1)
      One time cost reductions: prior year approved funding for one time expenditures
(2)
   Efficiencies: reductions within specific accounts or categories without an impact to service
levels
(3)
  Program Reductions: elimination of programs as a result of discontinued funding or
service level decisions




                                                                        207
Proposed New Staff Summary
Policy & Program Support
* to be submitted and reviewed by HR prior to submission as Budget request
                                                                                              Cost Savings /
                                                                   Type of                      Revenue
                                                                    FTE's    Gross     Net    Generated by
Category/Description                                   # of FTE's (B/G/E/C) ($000's) ($000's) FTE's ($ 000's)                           Outcomes/Benefits Achieved


Community Development Co-ordinator                       1.00         E      $102.2   $102.2                    To work with community agencies and their development of programs and
                                                                                                                services as part of the CDIF program enhancements.




                                                                                                208
                                    Outlook Pressures
Policy & Program Support

                       ($ 000's)              2009                        2010                      2011
                                      Gross            Net        Gross          Net        Gross          Net

  Base
    Salary and benefit increases              58             58           59           59           46           46




                                              58             58           59           59           46           46
  Efficiencies/Program Reductions




                                              0              0            0            0            0            0
  Mandatory/Legislated




                                              0              0            0            0            0            0
  Annualization




                                              0              0            0            0            0            0
  Growth




                                              0              0            0            0            0            0
  Enhancement




                                              0              0            0            0            0            0

  Projected Outlook Expenditures              58             58           59           59           46           46




                                                     209
210
                                                              Financial Summary
      Ontario Disability Support Program (ODSP)


                                              2005         2006         2007          2007          2008          2009          2010          2011
                                             Actual       Actual       Budget       Forecast       Request       Outlook       Outlook       Outlook

Expenditures
   Salaries and Benefits                            0            0            0             0              0             0             0               0
   Program Specific Expenses                   19,370       21,238       22,447        23,781         21,134        19,951        10,973               0
   Professional Contracted Services                 0            0            0             0              0             0             0               0
   General Expenses                                 0            0            0             0              0             0             0               0
   Occupancy Costs                                  0            0            0             0              0             0             0               0
   Internal Charges/Recoveries                      0            0            0             0              0             0             0               0
   Minor Capital                                    0            0            0             0              0             0             0               0
Expenditures                                   19,370       21,238       22,447        23,781         21,134        19,951        10,973               0



Financing Costs, Contributions to Reserves
    Financing Costs                                   0            0            0              0             0             0             0             0
    Contribution to Reserves                          0            0            0              0             0             0             0             0
    Contribution to Capital                           0            0            0              0             0             0             0             0
Financing Costs, Contributions to Reserves            0            0            0              0             0             0             0             0

Gross Expenditures                             19,370       21,238       22,447        23,781         21,134        19,951        10,973               0

Revenues
   Grant Subsidies                                    0            0            0              0             0             0             0             0
   User Fees                                          0            0            0              0             0             0             0             0
   Fees and Charges                                   0            0            0              0             0             0             0             0
   Development Charges                                0            0            0              0             0             0             0             0
   Contribution from Reserves                         0            0            0              0             0             0             0             0
   Third Party Recoveries                             0            0            0              0             0             0             0             0
Revenues                                              0            0            0              0             0             0             0             0


Negotiated Specific & Recoveries
   Negotiated Specific                                0            0            0              0             0             0             0             0
   Departmental Recoveries                            0            0            0              0             0             0             0             0
   Capital Recoveries                                 0            0            0              0             0             0             0             0
   Other Recoveries                                   0            0            0              0             0             0             0             0
Negotiated Specific & Recoveries                      0            0            0              0             0             0             0             0



Gross Expenditures including Negotiated
Specific & Recoveries                          19,370       21,238       22,447        23,781         21,134        19,951        10,973               0


Tax Levy Prior to Allocations                  19,370       21,238       22,447        23,781         21,134        19,951        10,973               0


Allocations and Recoveries                            0            0            0              0             0             0             0             0


Net Levy                                       19,370       21,238       22,447        23,781         21,134        19,951        10,973               0




                                                                        211
Budget Variance Explanation
 Ontario Disability Support Program (ODSP)



Budget Change Explanations (2008/2007)                                                       Gross                     Net Tax Levy
                                                                                  ($000's)           %            ($000's)          %

 2007 Departmental Budget excl Interdept'l Allocations and Cont'n to Capital      22,447                          22,447

 1 Base

                                                                                              0           0.0%             0             0.0%
     Efficiencies/Program Reductions

                                                                                              0           0.0%             0             0.0%
     Mandatory/Legislated
         Prior years' Provincial caseload growth and rate increases under-               1,335          5.9%            1,335          5.9%
         2008 projected Provincial caseload growth (10.5%)                               2,530         11.3%            2,530         11.3%
         2% rate increase for basic & shelter allowances                                   311          1.4%              311          1.4%
         Program upload to Province (Ontario Drug Benefits only in 2008)               (5,488)       (24.4%)          (5,488)       (24.4%)
                                                                                       (1,312)        (5.8%)          (1,312)        (5.8%)
     Annualization
                                                                                              0           0.0%             0             0.0%
                                                                                              0           0.0%             0             0.0%
                                                                     Total Base        (1,312)           (5.8%)       (1,312)           (5.8%)
 2 Growth

                                                                   Total Growth               0           0.0%             0             0.0%
 3 Enhancements

                                                          Total Enhancements                  0           0.0%             0             0.0%
 4 2008 Total with Base, Growth and Enhancements                                       21,134            (5.8%)        21,134           (5.8%)

 5        Interdepartmental Allocations                                                       0                            0
          2007 Contribution to Capital
 6        2008 Contribution to Capital Increase                                               0                            0

 7 2008 Business Plan Total                                                            21,134                          21,134




                                                                        212
                                    Outlook Pressures
Ontario Disability Support Program (ODSP)

                     ($ 000's)                  2009                          2010                     2011
                                      Gross              Net          Gross          Net       Gross          Net

  Base




                                                0                0            0            0           0            0
  Efficiencies/Program Reductions




                                                0                0            0            0           0            0
  Mandatory/Legislated
    10% annual caseload growth               2,113            2,113       1,995        1,995          0             0
    Program upload to Province              -3,297           -3,297     -10,973      -10,973    -10,973       -10,973
        (complete in 2011)



                                            -1,184           -1,184      -8,978       -8,978    -10,973       -10,973
  Annualization




                                                0                0            0            0           0            0
  Growth




                                                0                0            0            0           0            0
  Enhancement




                                                0                0            0            0           0            0

  Projected Outlook Expenditures            -1,184           -1,184      -8,978       -8,978    -10,973       -10,973




                                                       213
                                                              Financial Summary
           Ontarians with Disabilities Act (ODA)


                                              2005         2006         2007          2007          2008          2009          2010          2011
                                             Actual       Actual       Budget       Forecast       Request       Outlook       Outlook       Outlook

Expenditures
   Salaries and Benefits                            80         200            188         188           194           199           203           208
   Program Specific Expenses                         0           0              0           0             0             0             0             0
   Professional Contracted Services                  4           2             22          21            21            21            21            21
   General Expenses                                 19          30             36          36            37            37            37            37
   Occupancy Costs                                   0           0              0           0             0             0             0             0
   Internal Charges/Recoveries                       0           0              0           0             0             0             0             0
   Minor Capital                                     0           0              0           1             0             0             0             0
Expenditures                                       104         232            246         246           252           257           261           265



Financing Costs, Contributions to Reserves
    Financing Costs                                   0            0            0              0             0             0             0             0
    Contribution to Reserves                          0            0            0              0             0             0             0             0
    Contribution to Capital                           0            0            0              0             0             0             0             0
Financing Costs, Contributions to Reserves            0            0            0              0             0             0             0             0

Gross Expenditures                                 104         232            246         246           252           257           261           265

Revenues
   Grant Subsidies                                    0            0            0              0             0             0             0             0
   User Fees                                          0            0            0              0             0             0             0             0
   Fees and Charges                                   0            0            0              0             0             0             0             0
   Development Charges                                0            0            0              0             0             0             0             0
   Contribution from Reserves                         0            0            0              0             0             0             0             0
   Third Party Recoveries                             0            0            0              0             0             0             0             0
Revenues                                              0            0            0              0             0             0             0             0


Negotiated Specific & Recoveries
   Negotiated Specific                                0            0            0              0             0             0             0             0
   Departmental Recoveries                            0            0            0              0             0             0             0             0
   Capital Recoveries                                 0            0            0              0             0             0             0             0
   Other Recoveries                                   0            0            0              0             0             0             0             0
Negotiated Specific & Recoveries                      0            0            0              0             0             0             0             0



Gross Expenditures including Negotiated
Specific & Recoveries                              104         232            246         246           252           257           261           265


Tax Levy Prior to Allocations                      104         232            246         246           252           257           261           265


Allocations and Recoveries                            0            0            0              0             0             0             0             0


Net Levy                                           104         232            246         246           252           257           261           265




                                                                        214
Budget Variance Explanation
 Ontarians with Disabilities Act (ODA)



Budget Change Explanations (2008/2007)                                                    Gross                   Net Tax Levy
                                                                               ($000's)           %          ($000's)          %

 2007 Departmental Budget excl Interdept'l Allocations and Cont'n to Capital     246                          246

 1 Base
          Salary & benefit increases                                                        6         2.4%            6            2.4%

                                                                                            6         2.4%            6            2.4%
     Efficiencies/Program Reductions

                                                                                            0         0.0%            0            0.0%
     Mandatory/Legislated

                                                                                            0         0.0%            0            0.0%
     Annualization

                                                                                            0         0.0%            0            0.0%
                                                                 Total Base                 6         2.4%            6            2.4%
 2 Growth

                                                              Total Growth                  0         0.0%            0            0.0%
 3 Enhancements

                                                      Total Enhancements                    0         0.0%            0            0.0%
 4 2008 Total with Base, Growth and Enhancements                                          252         2.4%          252            2.4%

 5        Interdepartmental Allocations                                                     0                         0
          2007 Contribution to Capital
 6        2008 Contribution to Capital Increase                                             0                         0

 7 2008 Business Plan Total                                                               252                       252




                                                                   215
                                    Outlook Pressures
Ontarians with Disabilities Act (ODA)

                       ($ 000's)                2009                       2010                     2011
                                        Gross            Net       Gross          Net       Gross          Net

  Base
    Salary & benefit increases                  4              4           4            4           5            5




                                                4              4           4            4           5            5
  Efficiencies/Program Reductions




                                                0              0           0            0           0            0
  Mandatory/Legislated




                                                0              0           0            0           0            0
  Annualization




                                                0              0           0            0           0            0
  Growth




                                                0              0           0            0           0            0
  Enhancement




                                                0              0           0            0           0            0

  Projected Outlook Expenditures                4              4           4            4           5            5




                                                       216
                                  Health Services

Branch Description




  Mission/Vision
     Our services protect, promote and enhance the health, safety and well-being of our community.

  Health Services Overview
     Health Services consists of three operational branches, Emergency Medical Services (EMS), Long
     Term Care and Seniors and Public Health and one support branch, Business Services. These
     branches provide a range of programs and services to York Region residents that support safe,
     secure and healthy communities, promote wellness and healthy lifestyles, respond to the needs of
     vulnerable residents and support health care needs at all stages of life.

  Programs and Services/Key Challenges:

     ƒ   Emergency Medical Services provides emergency and non-emergency land ambulance services
         to residents and visitors of York Region. York Region EMS Paramedics perform patient
         assessment, life saving treatment and provide skills and procedures requiring medical control
         along with the provision of safe and timely patient transport.

         x   The key challenges impacting EMS services continue to be: population growth, call demand,
             hospital off-load delays and the lack of control over dispatch.

     ƒ   Long Term Care and Seniors provides programs and services that recognize the needs of
         individuals (18 years of age or older) who can no longer live independently. These programs
         and services focus on promoting the health, well-being, safety and independence of these
         individuals.



                                                 217
                               Health Services


    York Region continues to focus on meeting the needs of the difficult to serve/hard to place
    client with heavy complex physical, cognitive and/or behavioral care requirements.

    x   An aging population and compliance requirements to legislative changes such as Bill 140
        (without additional resources) continue to place additional staffing and financial pressures
        on the Long Term Care facilities.

ƒ   Public Health delivers programs and services legislated by the Ministry of Health and Long
    Term Care. Under requirements of the Health Protection and Promotion Act (HPPA), the
    Public Health Branch ensures the provisions of Mandatory Health Programs and Services
    according to the provincial guidelines published in December 1997.

    x   As part of a strategy to strengthen public health capacity throughout Ontario, the provincial
        government has drafted new Ontario Public Health Standards. It is anticipated that the new
        standards and protocols will be released by April 2008 at which time the Branch will be in a
        position to assess the impact on service delivery.

    x   Legislative changes such as Regulation 562, “The Food Premises Regulation” and Bill 171,
        the Health Systems Improvement Act continue to increase staff responsibilities and impact
        the level of service required.

ƒ   Business Services ensures fiscal and program integrity, provides technical expertise and
    administrative support, which includes compliance under the Personal Health Information
    Protection Act, and ensures a consistent and effective response to health related emergencies.

    x   Recent impacts to service demands include implementing new provincial software programs
        along with proposed changes to financial reporting in order to comply with Local Health
        Integrated Networks (LHINS) requirements.

    x   With the increased emphasis post SARS on Emergency Preparedness, there has been a
        greater emphasis placed on developing scenario specific health emergency response plans
        that identify roles and responsibilities, providing increased staff education and training and
        ensuring that essential service plans/business continuity plans are developed.




                                              218
                                               Health Services



Summary of Health Services Staffing Resources


 Permanent FTE's              2005         2006           2007           2008             2009            2010             2011
                             Budget       Budget         Budget         Request          Outlook         Outlook          Outlook

 EMS                            258.0          266.0         292.0            320.0            338.0           355.0            372.0
 LTC                            267.8          273.3         268.3            272.6            280.3           285.3            285.3
 Public Health                  422.0          443.5         411.0            417.0            427.0           439.0            452.0
 Business Services                0.0            0.0          41.5             41.5             42.5            42.5             42.5
 Total Permanent
 FTE's                          947.8          982.8       1,012.8          1,051.1          1,087.8         1,121.8          1,151.8
 Net Change                                     35.0          30.0             38.3             36.7            34.0             30.0

 Casual (FTE
 Equivalent)*                     96.3         102.8          78.0              98.0            99.4           100.8            102.3


*Casual (FTE Equivalent) will be total casual dollars divided by 1,820 (for a 7 hour work day) or 2,080 (for an 8 hour work day)
Please note that the 2007 Restated Budget has been adjusted to reflect the Business Services Reorganization and the casual conversions.




                                                                  219
220
                      Emergency Medical Services

Branch Description



                                  Emergency Medical Services




         Operations                   Education & Training                       CQI



  Mission/Vision
     Emergency Medical Services (EMS) protects, promotes, and enhances the health, safety and well-
     being of our community.

  Mandate
    York Region’s Emergency Medical Services Branch is responsible for:
    ƒ Emergency and non-emergency (low priority) response to the community
    ƒ Performance-based EMS service focused on response reliability, clinical excellence, efficiency
       and customer satisfaction
    ƒ Specialized EMS coverage including Mountain Bike and Marine Paramedic programs
    ƒ Excellence in Emergency Medical Services through innovation, education and advocacy
    ƒ Develop and evaluate regional, municipal and institutional contingency plans to establish and
       ensure integration and consistency in emergency or disaster response
    ƒ Staff participation in community initiatives and programs

  Strategic Goals 2008 – 2011
     ƒ Implement multi-year EMS Strategic Operation and Capital Plan.
     ƒ Increase the level of resources to address issues related to population growth, increasing call-
         volumes and health care system pressures.
     ƒ Continue to lobby the Ministry of Health and Long Term Care (MOHLTC) for appropriate
         funding.
     ƒ Address the capacity to respond to large-scale incidents through the upgrade of emergency
         support resources.




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                      Emergency Medical Services


Key Highlights
  2008 Planned Initiatives

  Service Delivery Strategy:
  York Region EMS requires additional ambulance resources to continue to respond to increased call-
  volume and call-demand. These additional resources are also required to minimize the impact of
  hospital system pressures on 90th percentile response times and respond to unexpected demand for
  ambulance service.
     ƒ Extend three 12-hour Monday to Thursday ambulances to seven-days-per-week staffing which
         will provide an additional 108 unit hours per week. This initiative requires 8 full-time staff.
     ƒ Add three 12-hour peak-demand ambulance scheduled over the afternoon and evening hours,
         seven days per week, which will result in a weekly increase of 252 unit hours. This initiative
         requires 18 full-time staff.
     ƒ Continue to dialogue with Regional health care stakeholders to address ongoing health care
         system pressures affecting EMS performance including hospital off-load delays and dispatch
         challenges.

  To recruit and retain qualified staff and to continue to support quality out-of-hospital patient
  care:
  Recruit and retain qualified Paramedic staff:
     ƒ Continue to participate in Community College programs and explore alternative recruitment and
         retention initiatives.
     ƒ Partner with Community Colleges through the student ride-out and certification program.
     ƒ Continue to provide Advanced Care Paramedic (ACP) training, and explore alternative training
         delivery options.
     ƒ Provide opportunities for staff to take Regional sponsored training programs.

  Expand Heart Alive Program:
  Broaden the participation and development of the Heart Alive program:
     ƒ Continue to train and re-certify Paramedic instructors, Targeted Responders, and engage
        additional Regional employees in the Heart Alive program.
     ƒ Assist local municipalities in their initiative to implement a Public Access Defibrillator (PAD)
        program.

  2007 Accomplishments
     ƒ Integrated additional vehicle hours of service and staff during peak periods of emergency call
        activity.
     ƒ Installed mobile computer workstations in all emergency vehicles providing access to
        computerized mapping.
     ƒ Trained 8 Paramedics to the ACP level increasing the number of ACP staff to 75 or 32% of the
        permanent full-time Paramedics.




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                      Emergency Medical Services


     ƒ   Implemented winter response unit in partnership with York Regional Police.
     ƒ   Completed Chemical, Biological, Radiological, Nuclear and Explosive (CBRNE) provincial
         training for all Operations Supervisors and Managers.
     ƒ   Opened Woodbridge Paramedic Response Station designated as a LEED facility in partnership
         with Vaughan Fire Services.

Key Challenges
  The following trends and issues will have an impact on the Branch over the 2008 to 2010 timeframe.

  Regional growth
     ƒ York Region is the third fastest growing census division in Canada with an annual average
        population growth of 33,650 people in 2006. As population increases emergency call-volumes
        continue to rise and impact service demand on EMS and local hospitals.

  Customer demand
     ƒ Emergency call-demand continues to increase year over year at a rate of over 6%. In order to
        improve overall system performance, additional EMS resources are required to maintain pace
        with call-demand.

  Hospital off-load delays
     ƒ EMS continues to experience increasing hospital off-load delays that directly impact response
        times and resource availability.

  Ambulance dispatch
    ƒ York Region EMS does not have control over dispatch. Emergency call-screening and triaging
       are key to improving system performance and ensuring that ambulances are responding to true
       emergencies.
    ƒ York Region EMS does not have readily available access to key operational data in order to
       ensure real-time system performance monitoring.

  Future directions
     ƒ In 2008 EMS staff will be reviewing strategies and developing options to be presented to
        Committee and Council that will address some of the key challenges outlined above in addition
        to response time management.

Service Challenges

  Provincial funding
     ƒ Provincial funding is currently calculated on the 2006 base operating budget with annual
        economic adjustments applied each subsequent year. As a result it is impossible to reach a true
        50/50 funding formula on the current budget as the 2006 cap does not take into



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                                               Emergency Medical Services


           consideration actual annual service level or cost increases. Based on this information, it is
           anticipated that York Region will receive just over 43% funding in 2008.

  Maintain staffing levels consistent with service demands
     ƒ In order to maintain EMS staffing levels consistent with current service demands additional staff
         are required as outlined in the service delivery strategy noted above.


KPI Highlights

       2007 Forecast                                Emergency Call Volume/1,000 Population                                                                                                          63.3
       2008 Request                                 Emergency Call Volume/1,000 Population                                                                                                          65.3

       2007 Forecast                                EMS Weighted Service Hours/1,000 Population                                                                                                    252.2
       2008 Request                                 EMS Weighted Service Hours/1,000 Population                                                                                                    257.7

                                                    Increasing Ambulance Call Length and
                                                   Decreasing Ambulance Response Capacity
  Ambulance Call Length Definition
    ƒ The length of time in minutes, an EMS call lasts from initial response to being available for the
       next response. The length of time includes: dispatch processing, travel time, care at scene,
       transport to hospital, transfer of care, clean up and restock.


                                       4,000    3,889                                                                                        85
                                                                                                                                83     84
                                                                                                                       82                           Avg. Length of One Ambulance Call in Minutes
                                                                                                             80                              80
                                                                                                    80
                                                         3,615        3,511
                                                                                           76
           Number of Calls Per Year




                                       3,500                                  75                                                             75
                                                                                   3,453
                                                                 73
                                                                                                3,306    3,293                               70
                                                                                                                   3,209    3,185
                                                    68                                                                               3,147
                                                                                                                                             65
                                       3,000
                                                                                                                                             60


                                                                                                                                             55


                                       2,500                                                                                                 50
                                                 2000    2001         2002          2003        2004     2005      2006     2007     2008




       …                              12-hour Ambulance Call Capacity                                            Length of Calls                  ---                                              Trend




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                             Emergency Medical Services


Operating Impact of Capital

$000's                                                    2009         2010           2011       2012    2013 -2017
                                  2008 Budget                                                                               Total
                                                        Outlook      Outlook        Outlook    Outlook     Outlook
Operating Costs
    Salaries and Benefits                1,391            2,812          4,260        5,735      7,292      54,034         75,524
    Debt Repayment                           0               69            299          689      1,229       6,145          8,431
    Repairs and Maintenance                 40               40             40           40         40         200            400
    Contribution to Replacement              0                0             86            0        115         143            344
    Reserve
    Other                                   50               50             50           50         50         250            500
Total Gross Cost                         1,481            2,971          4,735        6,514      8,726      60,772         85,199

Less Revenue: Specify                        0                0              0            0          0           0              0
Less Savings: Specify                        0                0              0            0          0           0              0
Less DC on Debt                              0                0              0            0          0           0              0
Total Net Cost (TAX LEVY)                1,481            2,971          4,735        6,514      8,726      60,772         85,199




Staffing Resources
 Permanent FTE's                  2005           2006             2007              2008         2009           2010            2011
                              Budget       Budget            Budget              Request      Outlook       Outlook         Outlook


 Full- Time FTE's
 (PFT)                            258            266          291**                 319           337            354                371
 Part- Time FTE's
 (PPT)                             0.0            0.0               1                 1             1                 1               1
 Total Permanent
 FTE's                            258            266              292               320           338            355                372
 Net Change                         7              8               26                28            18             17                 17

 Casual (FTE
 Equivalent)*                      42             42               22                39            40                41             42


*Casual (FTE equivalent) will be total casual dollars divided by 1,820 (for a 7- hour work day) or 2,080 (for an 8-hour
 work day).
**Due to reorganization in Health Services, Business Services Branch and internal conversion.




                                                                                                                          Page 5 of 5
                                                                    225           YORK-#446072-v12-2008_Business_Plan_EMS.DOC
                                                              Financial Summary
           Emergency Medical Services Branch


                                                                                    Tax Levy prior to Allocations

                                              2005         2006         2007           2007            2008          2009         2010         2011
                                             Actual       Actual       Budget        Forecast         Request       Outlook      Outlook      Outlook

             EMS                               21,385       23,888       19,956           19,956          22,902       26,199       28,964       32,268
             Net Levy                          21,385       23,888       19,956           19,956          22,902       26,199       28,964       32,268




                                              2005         2006         2007           2007            2008          2009         2010         2011
                                             Actual       Actual       Budget        Forecast         Request       Outlook      Outlook      Outlook

Expenditures
   Salaries and Benefits                       23,596       25,419       27,002           27,002          31,738       35,533       38,351       41,305
   Program Specific Expenses                      570          672          621              621             713          713          726          739
   Professional Contracted Services               109          100          100              100             100          100          100          100
   General Expenses                             2,009        2,434        2,801            2,801           3,164        3,224        3,282        3,341
   Occupancy Costs                                325          385          420              420             461          470          478          487
   Minor Capital                                  550          567          542              542             542          552          552          552
Expenditures                                   27,159       29,577       31,486           31,486          36,719       40,592       43,489       46,524



Financing Costs, Contributions to Reserves
    Financing Costs                             1,362        1,615        1,954            1,954           1,720        2,145        2,426        3,192
    Contribution to Reserves                        0            0            0                0               0            0            0            0
    Contribution to Capital                       725          725        1,214            1,214           2,088        1,588        1,673        1,673
Financing Costs, Contributions to Reserves      2,087        2,340        3,168            3,168           3,808        3,733        4,099        4,865

Gross Expenditures                             29,246       31,917       34,654           34,654          40,527       44,325       47,588       51,389

Revenues
   Grant Subsidies                              (7,779)      (7,980)     (15,805)        (15,805)        (18,716)     (19,133)     (19,547)     (19,960)
   User Fees                                         0            0            0               0               0            0            0            0
   Fees and Charges                                  0            0            0               0               0            0            0            0
   Development Charges                            (103)        (136)        (136)           (136)           (140)        (239)        (338)        (438)
   Contribution from Reserves                     (119)        (116)        (116)           (116)           (116)        (116)        (116)        (116)
   Third Party Recoveries                          (16)           0            0               0               0            0            0            0
Revenues                                        (8,017)      (8,232)     (16,057)        (16,057)        (18,972)     (19,488)     (20,001)     (20,514)


Negotiated Specific & Recoveries
   Negotiated Specific                             36           99          885              885             847          847          847          847
   Departmental Recoveries                        120          104          474              474             500          515          530          546
   Capital Recoveries                               0            0            0                0               0            0            0            0
   Other Recoveries                                 0            0            0                0               0            0            0            0
Negotiated Specific & Recoveries                  156          203        1,359            1,359           1,347        1,362        1,377        1,393



Gross Expenditures including Negotiated
Specific & Recoveries                          29,402       32,120       36,013           36,013          41,874       45,687       48,965       52,782


Tax Levy Prior to Allocations                  21,385       23,888       19,956           19,956          22,902       26,199       28,964       32,268


Allocations and Recoveries                      2,507        2,290        2,108            2,108           2,342        2,412        2,484        2,559


Net Levy                                       23,892       26,178       22,064           22,064          25,244       28,612       31,448       34,827




                                                                        226
Budget Variance Explanation
 Emergency Medical Services Branch



Budget Change Explanations (2008/2007)                                                          Gross                     Net Tax Levy
                                                                                     ($000's)           %            ($000's)          %

     2007 Departmental Budget excl Interdept'l Allocations and Cont'n to Capital     34,799                          18,742

 1 Base
          Increase in Salaries & Benefits                                                   2,131            6.1%          2,131           11.4%
          Increase in Casual Salaries due to demographic changes in the work force            530            1.5%            530            2.8%
          Increase in Casual Salaries to cover backfill costs associated with 2007
          Casual Conversions (phased in over a 2 year period)                                 245             0.7%           245             1.3%
          Gas and Oil Increase                                                                 86             0.2%            86             0.5%
          Insurance                                                                            10             0.0%            10             0.1%
          Lease Costs                                                                          21             0.1%            21             0.1%
          Medical/Laundry/General Supplies                                                     99             0.3%            99             0.5%
          Station Repairs                                                                      20             0.1%            20             0.1%
          Interdepartment Allocation Adjustment                                                26             0.1%            26             0.1%
          Decrease in Debt Principle & Interest Charges                                     (244)           (0.7%)         (244)           (1.3%)
                                                                                            2,924             8.4%         2,924           15.6%
     Efficiencies/Program Reductions
           Realignment of Property Services Allocation                                          (38)        (0.1%)            (38)         (0.2%)
                                                                                                   0          0.0%               0           0.0%
                                                                                                (38)        (0.1%)            (38)         (0.2%)
     Mandatory/Legislated
         Meal Allowance Costs                                                                   153          0.4%            153          0.8%
         Impact of increased MOHLTC base funding                                                  0          0.0%        (2,411)       (12.9%)
                                                                                                153          0.4%        (2,258)       (12.0%)
     Annualization
         Mobile Technology/Internet Fees                                                         87          0.3%              87           0.5%
                                                                                                 87          0.3%              87           0.5%
                                                                        Total Base          3,126            9.0%             715           3.8%
 2 Growth

          Add 360 weekly ambulance unit hours (26.0 FTE Paramedics)                         1,761            5.1%          1,761             9.4%
          General Maintenance/Delivery Worker (2.0 FTE)                                        99            0.3%             99             0.5%
          Increase in Development Financing                                                                                   (4)          (0.0%)
                                                                      Total Growth          1,860            5.3%          1,856            9.9%
 3 Enhancements




                                                             Total Enhancements                0             0.0%              0            0.0%
 4 2008 Total with Base, Growth and Enhancements                                          39,785            14.3%         21,313           13.7%

 5      Interdepartmental Allocations                                                      2,342                           2,342
        2007 Contribution to Capital                                                       1,214                           1,214
 6      2008 Contribution to Capital Increase                                                374                             374
        2008 Contribution to Capital Increase - Deployment Optimization Software             500                               0
 7 2008 Business Plan Total                                                               44,215                          25,244




                                                                        227
Efficiencies/Program Reductions
Emergency Medical Services Branch


                                                                                                 Reductions
                                                                                                  ($000's)
Description                                                                       FTE          Gross       Net

One Time Cost Reductions(1)




Efficiencies(2)



Realignment of Property Services Allocation                                              0.0      (38.0)      (38.0)




Program Reductions(3)




TOTAL                                                                                -          ($38.0)    ($38.0)


Definitions:
(1)
      One time cost reductions: prior year approved funding for one time expenditures
(2)
  Efficiencies: reductions within specific accounts or categories without an impact to
service levels
(3)
  Program Reductions: elimination of programs as a result of discontinued funding or
service level decisions




                                                              228
Proposed New Staff Summary
Emergency Medical Services Branch
* to be submitted and reviewed by HR prior to submission as Budget request
                                                                                                    Cost Savings /
                                                                  Type of                             Revenue
                                                                   FTE's      Gross       Net       Generated by
Category/Description                                  # of FTE's (B/G/E/C)   ($000's)   ($000's)    FTE's ($ 000's)                             Outcomes/Benefits Achieved


                                                                                                                      In order to meet current system demand and to maintain EMS service levels
                                                                                                                      within the legislated response time, 26.0 FTE Paramedics are required. The
                                                                                                                      recommended growth initiative would add 360 additional weekly ambulance
26.0 FTE Paramedics                                     26.00        G       $1,835.0   $1,835.0                      unit hours. Note: Includes $139 contribution to capital for 2 new vehicles.
Adds 360 weekly service hours


                                                                                                                      Required to ensure adequate coverage to the new Paramedics, $65,000 in
Casual Staff required for coverage of proposed                       G        $65.0      $65.0                        casual salaries & associated expenses are required.
new Paramedics


                                                                                                                      In order to maintain critical EMS Operations Support Service levels resulting
                                                                                                                      from service growth and regulated preventative maintenance, 2.0 FTE General
2.0 General Maintenance/Delivery Workers                 2.00        G        $99.0      $99.0                        Maintenance/Delivery Workers are required.




                                                                                                   229
                                                            Outlook Pressures
Emergency Medical Services Branch

                                       ($ 000's)                                     2009                          2010                       2011
                                                                            Gross           Net           Gross           Net         Gross          Net

  Base
           Salary & Benefit Increases                                             1,070       1,070          1,124          1,124        1,209         1,209
           Increase in Casual Salaries to cover backfill costs associated
           with 2007 Casual Conversions(phased in over a 2 year period)             245            245
           Program Costs Increases                                                   92             92             87            87        90               90
           Financing Costs Increases                                                425            326            366           267       766              666



                                                                                  1,832       1,733          1,577          1,478        2,065         1,965
  Efficiencies/Program Reductions
          Decrease in Contribution to Capital                                     (500)           (500)




                                                                                  (500)           (500)            0             0            0             0
  Mandatory/Legislated
        Impact of increased MOHLTC funding                                                        (417)                     (414)                      (413)




                                                                                      0           (417)            0        (414)             0        (413)
  Annualization
         12 Paramedics hired in 2008(Sept 1 )                                       741            741




                                                                                    741            741             0             0            0             0
  Growth
           17 new Paramedics                                                      1,569       1,569          1,616          1,616        1,665         1,665
           Casual Salaries for coverage of new Paramedics                            84          84             85             85           87            87

           1.0 CQI FTE in 2009                                                       87             87




                                                                                  1,740       1,740          1,701          1,701        1,752         1,752
  Enhancement




                                                                                      0              0             0             0            0             0

  Projected Outlook Expenditures                                                  3,813       3,297          3,278          2,765        3,817         3,304




                                                                            230
                                  Long Term Care

Branch Description



                                         Long Term Care & Seniors




           Facility Programs                      Community                      Outreach Programs
                                                  Programs


  Mission/Vision
     To promote the health, well-being, safety and independence of our clients. To be recognized as
     leaders in the development and delivery of long term care programs through the provision of quality
     services.

  Mandate
    The Long Term Care and Seniors Branch is responsible for:

     Long Term Care Facility Programs
     Operation of two Long Term Care (LTC) Centres that focus on meeting the needs of hard to place,
     difficult to serve individuals with heavy complex physical, cognitive and/or behavioural care
     requirements who require chronic, psychogeriatric, convalescent/rehab, palliative and respite care.

     A range of community based and outreach programs are also offered in order to delay or postpone
     institutionalisation of individuals.

     Long Term Care Community Programs
     Alternative Community Living Programs
     ƒ Provides support services and essential homemaking in community residential settings, for frail
        and/or cognitively challenged older persons or adults with disabilities. Support available 24
        hours/day/7 days/week.

     LTC Day Programs
     ƒ Provides respite/support for caregivers and assists clients in achieving and maintaining their
       maximum level of functioning; to prevent premature, inappropriate institutionalisation.




                                                  231
                                   Long Term Care


     Community Alzheimer’s Resource Centres
     ƒ Located in Georgina at the Keswick Day Centre and in Vaughan at the Maple Health Centre
       they contain reference materials, videos, books and journals that relate to Alzheimer’s disease
       and dementia.

     Long Term Care Outreach Programs

     Client Intervention and Assistance Services
     ƒ Provides Intervention and Assistance Services to vulnerable and at-risk seniors, persons with
         physical disabilities and their caregivers.

     Regional Psychogeriatric and Mental Health Consulting Services
     ƒ Provides expertise in behavioural management, to long term care and community support
        agencies in York Region, in dealing with clients with severe/difficult psychiatric and mental
        health disorders.

     Integrated Psychogeriatric Outreach Program
     ƒ Provides health promotion and education, community supports, streamlined access, assessment,
         treatment planning and case management to older adults with mental health issues in the
         community.

  Strategic Goals 2008 – 2011
     ƒ Implement RAI –MDS Patient assessment, care planning and classification system.
     ƒ Expand ACL, LTC Community and Outreach Programs.
     ƒ Implement CCHSA accreditation recommendations and suggestions.
     ƒ Develop formalized information management plan to include all areas of data and information,
         including clinical, administrative, financial and educational systems and processes and establish
         priorities for future activities.
     ƒ Secure MOHLTC and CLHIN approvals as required to facilitate future LTC facility program
         expansion.

Key Highlights
  2008 Planned Initiatives

  CQI/Accreditation:
    ƒ Develop plans to implement 2007 accreditation survey recommendations and suggestions.
    ƒ Conduct further staff inservice and training related to Patient/Client Safety standards.
    ƒ Conduct one patient/client safety-related prospective analysis; prepare report and identification
       and implementation of appropriate improvements/changes.
    ƒ Develop plans to bring Centres into full compliance with the new LTC legislation within the
       timeframes prescribed by the regulations.




                                                   232
                                 Long Term Care


Program Development Initiatives:
   ƒ Continue to lobby government to fulfill balance of election commitments for funding
      enhancements and to address Casa Verde Coroners Report recommendations for increases in
      staffing/resources.
   ƒ Develop and submit a proposal for funding to create a psychogeriatric assessment/difficult
      behaviours unit at Newmarket Health Centre (NHC) and Maple Health Centre (MHC).
   ƒ As Ministry initiatives are identified and announced, apply for additional beds and funding to
      meet the needs of the community; Maple Health Centre (28 beds), Markham Health Centre (200
      beds) and Georgina Health Centre (120 beds).
   ƒ Apply for funding for expansion of Alternative Community Living Program, LTC Day
      Programs and the Regional Psychogeriatric and Mental Health Consulting Service and other
      community/outreach services as opportunities arise.

Computerization/Automation:
  ƒ Complete information inventory to map the types of data, information and communication
     systems currently used in the Long Term Care and Seniors Branch (LTCSB).
  ƒ Develop rate-based indicators relative to key organizational information management processes.
  ƒ Implement Management Information System (MIS), which is a standardized code of accounts
     used currently in all acute care hospitals and Ministry is mandating be adopted in all LTC
     facilities.
  ƒ Monitor and audit MDS-RAI health care documentation and records system to ensure that
     computerized documentation practices are capturing, client care needs, higher acuity levels and
     maximizing Ministry of Health and Long Term Care (MOHLTC) funding.
  ƒ Improve quality of care and benchmarking by implementing and participating in the new
     MOHLTC initiative, the Health Outcomes for Better Information and Care, as part of our
     broader Information Management and eHealth Strategy.

2007 Accomplishments
   ƒ Achieved a 95% rating in the good to excellent categories for overall client satisfaction.
   ƒ Achieved a 3 year Accreditation Award Status for all LTCSB Programs and Services.
   ƒ Developed, implemented and delivered inclusivity training for approximately 400 LTC staff.
   ƒ Implemented new Integrated Psychogeriatric Outreach Program.
   ƒ Initiated occupational health and safety risk assessments of needle stick injuries, violence in the
      workplace, slips and falls, and muscular-skeletal disorders.
   ƒ Developed and approved new Dementia Care Certification/Re-Certification program for staff.
   ƒ Conducted a patient/client safety-related prospective analysis of muscular-skeletal injuries;
      prepared report and identified and implemented appropriate improvements/changes.
   ƒ Developed and implemented focused quarterly reports on patient safety that incorporated
      analysis, changes and improvements following incident investigation and follow-up.
   ƒ Completed computerization of medication, treatment and physician orders (Digimar).
   ƒ In partnership with MOHLTC, local hospitals and CCAC, expanded the convalescent care
      program at the NHC from 11 to 19 beds.




                                                 233
                                    Long Term Care


Key Challenges
The following trends and issues will have an impact on the Branch over the 2008 to 2011 timeframe.
   Regional growth/service capacity
      ƒ Regional LTC facilities focus on meeting the needs of the difficult to serve/hard to place client
         with heavy complex physical, cognitive and/or behavioral care requirements. To fulfill this
         mandate, the Region has historically operated approximately 10% of the beds in York Region as
         compared to Halton, Peel, Durham and Toronto which operate approximately 23%, 20%, 30%
         and 15% respectively.
      ƒ Given growth projections and demographic changes, to maintain the Region’s service levels and
         capacity to care for the identified client group, the Region will need to increase existing service
         levels from 232 beds to 580 LTC beds over the next 10 years.
   Customer demand
      ƒ Population growth and aging of the population will continue to increase demand for long term
         care and seniors services.
      ƒ Between 2001 and 2006 the Region experienced a 39% growth in seniors and between 2002 and
         2021 York Region will experience an increase of 188% in the number of seniors 65+ and 217%
         in the number of seniors 75+.
      ƒ Due to the prevalence of chronic and age-related illness, individuals 75 years of age and older
         are the heaviest users of all health services and are most likely to require LTC placement.
      ƒ The prevalence/rates of severe to moderate dementia requiring some level of health service
         intervention/support are projected to increase by over 300% by 2021.
      ƒ Growth related to the special service requirements of other client groups which include: clients
         with special needs based on their disease history (i.e. AIDS); the young disabled and
         developmentally delayed clients requiring specialized programs and the Psychogeriatric and
         psychiatric population. Many of these client groups fall within the Region’s mandate of
         meeting the needs of the difficult to serve/hard to place client with heavy complex physical,
         cognitive and/or behavioural care requirements and will also place demands on service.
   Environmental issues
      ƒ Earlier legislative changes coupled with broader health sector restructuring have profoundly
         changed the operation of LTC facilities. Those changes include reducing the age of admission
         from 65 to 18 and making complex medical/nursing care and procedures that were prohibited or
         only delivered in hospital settings now mandatory for LTC facilities.
      ƒ Up to 10% of our facility residents/clients are now under age 65 and over 50% in some
         community programs.
      ƒ The level and complexity of care provided continues to increase.
      ƒ The need for additional funding and staffing resources has been well documented through a
         number of mechanisms and studies. LTC residents often have multiple chronic illnesses and
         require specialized care and services. More than half suffer from dementia and other mental
         health illnesses and over three-quarters require rehabilitation to maintain their level of
         functioning.
      ƒ The Provincially funded Level of Service Study found that Ontario LTC had the lowest staffing
         levels of the 11 jurisdictions analyzed.

                                                    234
                                      Long Term Care


   Financial constraints
      ƒ The current LTC facility funding model fails to recognize and allocate sufficient dollars to fund
         adequate levels of staffing and legitimate non-controllable price differentials related to the
         delivery of care and services.
      ƒ Many of the differences in operating costs exist due to provincially controlled factors such as
         the property assessment/taxation laws, arbitration and pay equity legislation.
      ƒ Funding will remain a critical issue which will be further exacerbated by the fact that there are
         no new funding commitments to support the new compliance requirements of Bill 140.

Service Challenges
Specific service challenges were identified as priorities for funding for 2008.
   Legislative pressures
      ƒ It is anticipated that LTC providers will require additional resources in order to meet the
          compliance requirements of the new LTC Act/Bill 140 which demands increased documentation
          and record keeping. There have been no new funding commitments from the Province to
          support the additional compliance requirements. This has the potential to negatively impact
          resources available for direct care/hours of service for residents or increase municipal subsidy.
      ƒ Bill 140 does not address minimum staffing requirements or funding of fixed price cost
          variables.
   Contractual obligations
     ƒ Ministry will provide dedicated 100% finding for 2.6 additional registered practical nursing
         positions which will help to alleviate some of the staffing pressures but does not address the
         significant deficit in staffing levels in Ontario LTC. These increases will have no net impact on
         municipal operating costs.
   Infection Control
      ƒ Implementing new soiled linen collection system will reduce potential for cross contamination
          and increase odour control.
      ƒ New portable high temperature, high pressure cleaning equipment will allow for increased
          cleaning frequency and better disinfection of large medical/nursing equipment.

KPI Highlights

          2007 Forecast        Cost per facility bed day                                  $186.89
          2008 Request         Cost per facility bed day                                 $192.50*

          2007 Forecast        Cost per community program day                               $84.36
          2008 Request         Cost per community program day                              $86.90*

*Projections based on OMBI methodology




                                                      235
                                                     Long Term Care


Operating Impact of Capital

$000's
                                                               2009           2010             2011          2012         2013 -2017
                                          2008 Budget                                                                                     Total
                                                              Outlook        Outlook          Outlook       Outlook        Outlook

Operating Costs
    Salaries and Benefits                              0                0               0               0            0       118,763       118,763
    Debt Repayment                                     0                0               0           1,165        4,317        30,327        35,809
    Other                                              0                0               0               0            0        12,457        12,457
Total Gross Cost                                       0                0               0           1,165        4,317       161,547       167,029

Less Revenue: Provincial Subsidy                       0                0               0               0             0      (81,008)      (81,008)
Less Savings: Accomodation                             0                0               0               0             0       (6,367)       (6,367)
Less DC & Prov Subsidy on Debt                         0                0               0           (345)       (1,278)      (15,096)      (16,719)
Total Net Cost (TAX LEVY)                              0                0               0             820         3,039        59,076        62,935



Staffing Resources
 Permanent FTE's                   2005            2006             2007              2008              2009              2010           2011
                                 Budget          Budget           Budget           Request            Outlook         Outlook           Outlook


 Full- Time FTE's
 (PFT)                               144.1            143.6           137.6                 137.9           144.9            149.9          149.9
 Part- Time FTE's
 (PPT)                               123.7            129.7           130.7                 134.7           135.4            135.4          135.4
 Total Permanent
 FTE's                                267.8           273.3           268.3                 272.6           280.3            285.3          285.3
 Net Change(1)                       (14.3)             5.5            (5.0)                  4.3             7.7              5.0            0.0

 Casual (FTE
 Equivalent)*                          51.3            52.3                 53                56             56.4             56.8           57.3


(1) Estimates for 2009/2010 are based on projected increase in MOHLTC funding and level of care.

*Casual (FTE equivalent) will be total casual dollars divided by 1,820 (for a 7 hour work day) or 2,080 (for an 8 hour work day).




                                                                            236
                                                              Financial Summary
           Long Term Care and Seniors Branch


                                                                                     Tax Levy prior to Allocations
                                                                       RESTATED
                                              2005         2006          2007           2007            2008          2009         2010         2011
                                             Actual       Actual        Budget        Forecast         Request       Outlook      Outlook      Outlook

             Facilities                         7,709        8,130         8,019            8,019           7,899        8,053        8,339        8,891
             Community Outreach                   656          668         1,140            1,140           1,367        1,506        1,599        1,697


             Net Levy                           8,365        8,798         9,159            9,159           9,266        9,559        9,938       10,588



                                                                       RESTATED
                                              2005         2006          2007           2007            2008          2009         2010         2011
                                             Actual       Actual        Budget        Forecast         Request       Outlook      Outlook      Outlook

Expenditures
   Salaries and Benefits                       18,461       19,613        19,957           19,957          21,237       22,392       23,350       24,050
   Program Specific Expenses                    1,770        1,846         1,732            1,732           2,064        2,043        2,101        2,161
   Professional Contracted Services               949          894         1,092            1,092           1,004        1,033        1,064        1,096
   General Expenses                               708          797           892              892             902          902          927          952
   Occupancy Costs                                978        1,053         1,224            1,224           1,302        1,373        1,445        1,522
   Minor Capital                                  690          164           339              339             275          283          292          300
Expenditures                                   23,556       24,367        25,235           25,235          26,783       28,026       29,179       30,081



Financing Costs, Contributions to Reserves
    Financing Costs                             2,624        2,539         2,614            2,614           2,006        2,030        2,035        2,302
    Contribution to Reserves                       13            0           190              190             190          192          194          196
    Contribution to Capital                         0            0             0                0               0            0            0            0
Financing Costs, Contributions to Reserves      2,637        2,539         2,804            2,804           2,196        2,222        2,229        2,498

Gross Expenditures                             26,193       26,906        28,039           28,039          28,980       30,248       31,408       32,579

Revenues
   Grant Subsidies                             (12,597)     (13,234)      (14,285)        (14,285)        (15,055)     (15,892)     (16,531)     (16,905)
   User Fees                                         4            0             0               0               0            0            0            0
   Fees and Charges                             (5,237)      (4,837)       (4,903)         (4,903)         (5,101)      (5,254)      (5,411)      (5,574)
   Development Charges                               0            0             0               0               0            0            0            0
   Contribution from Reserves                     (118)        (141)         (264)           (264)           (174)        (177)        (181)        (185)
   Third Party Recoveries                            0            0             0               0               0            0            0            0
Revenues                                       (17,948)     (18,212)      (19,452)        (19,452)        (20,330)     (21,323)     (22,123)     (22,664)


Negotiated Specific & Recoveries
   Negotiated Specific                              0            0           435              435             443         456          470          484
   Departmental Recoveries                        120          104           137              137             173         178          184          189
   Capital Recoveries                               0            0             0                0               0           0            0            0
   Other Recoveries                                 0            0             0                0               0           0            0            0
Negotiated Specific & Recoveries                  120          104           572              572             616         634          654          673



Gross Expenditures including Negotiated
Specific & Recoveries                          26,313       27,010        28,611           28,611          29,596       30,882       32,061       33,252


Tax Levy Prior to Allocations                   8,365        8,798         9,159            9,159           9,266        9,559        9,938       10,588


Allocations and Recoveries                      2,018        2,082         2,128            2,128           2,238        2,305        2,374        2,446


Net Levy                                       10,383       10,880        11,287           11,287          11,504       11,865       12,312       13,034
                                                               Financial Summary

    Long Term Care and Seniors Branch - Facilities

                                                                   RESTATED
                                        2005          2006           2007          2007         2008         2009         2010         2011
                                       Actual        Actual         Budget       Forecast      Request      Outlook      Outlook      Outlook

Expenditures
   Salaries and Benefits                 14,561        15,492         15,028        15,028        16,014       17,012       17,809       18,343
   Program Specific Expenses              1,530         1,574          1,435         1,435         1,758        1,728        1,777        1,827
   Professional Contracted Services         717           693            778           778           688          708          730          751
   General Expenses                         555           634            653           653           664          657          675          694
   Occupancy Costs                          836           892            954           954         1,016        1,078        1,141        1,208
   Minor Capital                            438           154            289           289           247          254          262          270
Expenditures                             18,637        19,439         19,137        19,137        20,386       21,437       22,394       23,093



Financing Costs, Contrib to Reserves
    Financing Costs                       2,611         2,532          2,604         2,604         1,995        2,019        2,023        2,290
    Contribution to Reserves                  0             0            190           190           190          192          194          196
    Contribution to Capital                   0             0              0             0             0            0            0            0
Financing Costs, Contrib to Reserves      2,611         2,532          2,794         2,794         2,185        2,211        2,217        2,486

Gross Expenditures                       21,248        21,971         21,931        21,931        22,572       23,648       24,611       25,579

Revenues
   Grant Subsidies                        (8,674)       (9,289)        (9,709)       (9,709)     (10,387)     (11,181)     (11,727)     (12,008)
   User Fees                                   4             0              0             0            0            0            0            0
   Fees and Charges                       (4,861)       (4,520)        (4,515)       (4,515)      (4,727)      (4,869)      (5,015)      (5,165)
   Development Charges                         0             0              0             0            0            0            0            0
   Contribution from Reserves                (88)         (102)          (215)         (215)        (125)        (128)        (130)        (133)
   Third Party Recoveries                      0             0              0             0            0            0            0            0
Revenues                                 (13,619)      (13,911)       (14,439)      (14,439)     (15,239)     (16,178)     (16,872)     (17,306)


Negotiated Specific & Recoveries
   Negotiated Specific                           0             0         400           400          408          420          433          446
   Intra Charges and Recoveries                 80            70         126           126          158          163          168          173
   Capital Recoveries                            0             0           0             0            0            0            0            0
   Other Recoveries                              0             0           0             0            0            0            0            0
Negotiated Specific & Recoveries                80            70         526           526          566          583          600          618



Gross Expenditures incl Negotiated
Specific & Recoveries                    21,328        22,041         22,457        22,457        23,138       24,231       25,211       26,197


Tax Levy Prior to Allocations             7,709         8,130          8,019         8,019         7,899        8,053        8,339        8,891


Allocations and Recoveries                1,345         1,388          1,419         1,419         1,492        1,537        1,583        1,630


Net Levy                                  9,054         9,518          9,438         9,438         9,391        9,590        9,922       10,521
                                                               Financial Summary

    Long Term Care and Seniors Branch - Community Outreach Programs


                                        2005          2006          2007           2007         2008         2009         2010         2011
                                       Actual        Actual        Budget        Forecast      Request      Outlook      Outlook      Outlook

Expenditures
   Salaries and Benefits                  3,900         4,121         4,929          4,929         5,223        5,380        5,541        5,707
   Program Specific Expenses                240           272           297            297           306          315          324          334
   Professional Contracted Services         232           201           314            314           316          325          334          345
   General Expenses                         153           163           239            239           238          245          252          258
   Occupancy Costs                          142           161           270            270           286          295          304          314
   Minor Capital                            252            10            50             50            28           29           30           30
Expenditures                              4,919         4,928         6,098          6,098         6,397        6,589        6,785        6,988



Financing Costs, Contrib to Reserves
    Financing Costs                             13            7             10          10           11           11           12           12
    Contribution to Reserves                    13            0              0           0            0            0            0            0
    Contribution to Capital                      0            0              0           0            0            0            0            0
Financing Costs, Contrib to Reserves            26            7             10          10           11           11           12           12

Gross Expenditures                        4,945         4,935         6,108          6,108         6,408        6,600        6,797        7,000

Revenues
   Grant Subsidies                        (3,923)       (3,945)       (4,577)        (4,577)      (4,668)      (4,711)      (4,804)      (4,897)
   User Fees                                   0             0             0              0            0            0            0            0
   Fees and Charges                         (376)         (317)         (388)          (388)        (374)        (385)        (396)        (409)
   Development Charges                         0             0             0              0            0            0            0            0
   Contribution from Reserves                (30)          (39)          (49)           (49)         (49)         (49)         (51)         (52)
   Third Party Recoveries                      0             0             0              0            0            0            0            0
Revenues                                  (4,329)       (4,301)       (5,014)        (5,014)      (5,091)      (5,145)      (5,251)      (5,358)


Negotiated Specific & Recoveries
   Negotiated Specific                           0             0            35          35           35           36           37           38
   Intra Charges and Recoveries                 40            34            11          11           15           15           16           16
   Capital Recoveries                            0             0             0           0            0            0            0            0
   Other Recoveries                              0             0             0           0            0            0            0            0
Negotiated Specific & Recoveries                40            34            46          46           50           52           53           55



Gross Expenditures incl Negotiated
Specific & Recoveries                     4,985         4,969         6,154          6,154         6,458        6,651        6,850        7,055


Tax Levy Prior to Allocations               656           668         1,140          1,140         1,367        1,506        1,599        1,697


Allocations and Recoveries                  673           694           709            709          746          768          791          816


Net Levy                                  1,329         1,362         1,849          1,849         2,113        2,274        2,390        2,512
Budget Variance Explanation

     Long Term Care and Seniors Branch

Budget Change Explanations (2008/2007)                                                       Gross                     Net Tax Levy
                                                                                  ($000's)           %            ($000's)          %

      2007 Departmental Budget excl Interdept'l Allocations and Cont'n to         28,611                           9,159

 1 Base
          Increase in Salaries and Benefits                                                  997           3.5%              721          7.9%
          High Intensity Needs and Lab Fees                                                  260           0.9%                0          0.0%
          Utilities, Repair and Maintenance Costs                                             66           0.2%                2          0.0%
          Food & Laundry Supplies and Paper products                                          69           0.2%               16          0.2%
          Health Supplies, General Expenses & Intradepartmenta                                45           0.2%               16          0.2%
          Professional and Contracting Services                                               11           0.0%                2          0.0%
          Reduction in Minor Capital Budget                                                 (64)         (0.2%)                0          0.0%
          Reduction in Contribution to Reserves (end of financing for Maple)               (605)         (2.1%)            (605)        (6.6%)
          Resident Assessment Instrument Minimum Dataset (RAI MDs) program
          funding from the Ministry of Health to be carried forward to 2008                  (67)        (0.2%)               0          0.0%

                                                                                             712          2.5%              153          1.7%
     Efficiencies/Program Reductions

          Reduction in Purchase of Service (2007 one time expense)                           (90)        (0.3%)               0          0.0%
                                                                                                           0.0%               0          0.0%
                                                                                             (90)        (0.3%)               0          0.0%
     Mandatory/Legislated


                                                                                               0          0.0%                0          0.0%
     Annualization
         Supportive Housing Expansion (1.6 FTE) - Approved by Regional
         Council on December 13, 2007 (Report #7)                                             88          0.3%                0          0.0%
         Late Career Nursing Initiative - Approved by Regional Council on
         December 13, 2007 (Report #7)                                                        25          0.1%                0          0.0%
         Funding Increase for the purchase of raw food - Approved by Regional
         Council on December 13, 2007 (Report #7)                                             75          0.3%              (47)        (0.5%)
                                                                                             188          0.7%              (47)        (0.5%)
                                                                     Total Base              810          2.8%              106          1.2%
 2 Growth




                                                                 Total Growth                  0          0.0%                0          0.0%
 3 Enhancements


          Increase Registered Practical Nurses (2.6 FTE)                                     174          0.6%                0          0.0%




                                                           Total Enhancements                174          0.6%                0          0.0%
 4 2008 Total with Base, Growth and Enhancements                                       29,595             3.4%             9,265         1.2%

 5        Interdepartmental Allocations                                                  2,238                             2,238
          2007 Contribution to Capital
 6        2008 Contribution to Capital Increase                                                0                              0

 7 2008 Business Plan Total                                                            31,833                          11,504
Proposed New Staff Summary
Long Term Care and Seniors Branch
* to be submitted and reviewed by HR prior to submission as Budget request
                                                                                              Cost Savings /
                                                                   Type of                      Revenue
                                                                    FTE's    Gross     Net    Generated by
Category/Description                                   # of FTE's (B/G/E/C) ($000's) ($000's) FTE's ($ 000's)                             Outcomes/Benefits Achieved


Registered Practical Nurses for Facilities               2.60         E      $174.0    $0.0                     Provide better service to Long Term Care Residents
                                                                                                                Increase Nursing staff to ensure better nursing coverage

                                                                                                                Required staff for Supportive Housing Expansion - 100% Funded, Approved by
Elder Services Worker                                    0.80         B       $48.4    $0.0                     Regional Council on December 13, 2007 (Report #7)

                                                                                                                Required staff for Supportive Housing Expansion - 100% Funded, Approved by
Housekeepers                                             0.80         B       $39.6    $0.0                     Regional Council on December 13, 2007 (Report #7)
                                             Outlook Pressures
Long Term Care and Seniors Branch

                         ($ 000's)                      2009                          2010                       2011
                                               Gross           Net           Gross           Net         Gross          Net

  Base
           Salaries and Benefits increases             637            637            672           672       700              700
           Program Increases                           131            131            221           221       491              491




                                                       768            768            893           893      1,191         1,191
  Efficiencies/Program Reductions
      Increase Revenue and Fees                         0            (156)            0        (161)             0        (167)
      Increase in MOHLTC funding                        0            (320)            0        (353)             0        (374)




                                                        0            (476)            0        (514)             0        (541)
  Mandatory/Legislated




                                                        0               0             0             0            0             0
  Annualization




                                                        0               0             0             0            0             0
  Growth




                                                        0               0             0             0            0             0
  Enhancement
     2009 Increase of 7.7 FTE (pending 100%
             funding announcement)                     518              0
      2010 Increase of 5 FTE (pending 100%
             funding announcement)                                                   286            0




                                                       518              0            286            0            0             0

  Projected Outlook Expenditures                   1,286              293       1,179              379      1,191             650
                                      Public Health

Branch Description



                                            Public Health




  Child and          Health            Healthy            Dental         Infectious       Community
   Family           Protection        Lifestyles           and           Diseases        Development
   Health                                                Nutrition        Control

  Mission/Vision
     Public Health strives to keep the people of York Region healthy through health promotion, health
     protection and disease prevention activities.

  Mandate
    The Public Health Branch delivers programs and services legislated by the Ontario Ministry of
    Health and Long-Term Care (MOHLTC). Under the requirements of the Health Protection and
    Promotion Act (HPPA), the Branch ensures the provision of mandatory Health Programs and
    Services according to the provincial guidelines published in December 1997.

     Public health crises in Ontario (such as Walkerton and SARS) have refocused attention on ensuring
     that public health capacity, particularly in the area of infectious diseases control, is built up. The
     delivery of public health programs at the local level is influenced greatly by the capacities
     of public health institutions at the provincial level. Standards of performance are set provincially,
     but the actual public health program delivery is locally driven. The Public Health Branch is
     responsible and accountable for the public’s protection and interest in matters affecting population
     health delivery systems.

     York Region Public Health programs and services are delivered within the following divisions:

     Infectious Diseases Control
     ƒ Delivers disease prevention and control programs including sexual health clinics/programs,
         community and school immunization services, surveillance, investigation and control of
         infectious diseases and harm reduction/outreach services.




                                                   237
                                     Public Health


     Health Protection
     ƒ Is responsible for investigative, enforcement and educational activities related to food safety and
        food premise inspection, rabies, West Nile Virus, environmental health, safe water and tobacco
        education and control.

     Child and Family Health
     ƒ Delivers programs that help individuals, families and communities increase their capacity to
        make healthy choices that benefit children preconception to six years through initiatives that
        include preconception, prenatal, breastfeeding, child growth and development, postpartum mood
        disorder and prevention of family violence.

     Dental and Nutrition
     ƒ Delivers programs that promote healthy eating and good oral health through dental screening of
        York Region children, administration of the Children in Need of Treatment program, Ontario
        Works dental programs, preventive clinics as well as addressing nutrition and food access
        issues.

     Healthy Lifestyles
     ƒ Promotes healthier lifestyles and safe environments through programs such as chronic disease
        prevention, early detection of cancer, injury prevention, substance abuse as well as school and
        workplace wellness support.

     Community Development
     ƒ Supports branch initiatives through health promotion and campaign design, media and issues
       management, community development and partnerships as well as managing and providing
       service through the Health Connection toll free information line.

  Strategic Goals 2008 – 2011
     ƒ Develop, test and implement appropriate performance management indicators to capture
         effectiveness and efficiency across the branch as a whole.
     ƒ Develop, implement and evaluate a continuous quality assurance program that is compatible
         with the requirements of performance management indicators.
     ƒ Respond effectively and efficiently to the Ontario Public Health Standards (2008) and changes
         to the Health Protection and Promotion Act (2007) by ensuring adequate staffing, technological
         and financial resources are available for program delivery.

Key Highlights
  2008 Planned Initiatives
     ƒ Develop, implement and evaluate a continuous quality assurance program that is compatible
         with the requirements of the balanced scorecard project.
     ƒ Develop and implement a Food Safety Strategy, including promotion of food safety practices in
         the home.



                                                  238
                                       Public Health

       ƒ   Conduct an electronic risk assessment of 50% of the small drinking water systems in York
           Region and develop a training program for small drinking water operators.
       ƒ   Respond effectively and efficiently to the Ontario Public Health Standards (2008) and changes
           to the Health Protection and Promotion Act (2007) by ensuring adequate staffing, technological
           and financial resources are available for program delivery.
       ƒ   Realign Healthy Lifestyles resources to address the following priority populations based on
           demographics and burden of illness: children and youth, the aging workforce and seniors.

   2007 Accomplishments
      ƒ Developed and implemented formal internal continuing education programs emphasizing core
         competencies and current best practices.
      ƒ Implemented, evaluated and piloted newly developed Public Health inspection software
         program/hardware technology.
      ƒ Implemented requirements under the Smoke-Free Ontario Act in York Region.
      ƒ Participated in the development of the Central Regional Infection Control Network.
      ƒ Trained designated officers from fire, police and Emergency Medical Services to assist them in
         identifying exposures for their staff to infectious diseases.
      ƒ Conducted studies of need including an initiative designed to determine the prenatal needs of
         women who are recent immigrants from South Asia, a parenting needs assessment to assist with
         program development for York Region families, and Phase 2 of the study of the Effect of
         Asthma on Children's Oral Health in partnership with the University of Toronto.
      ƒ Completed the Innovative Smoking Intervention program, resulting in culturally targeted
         workshops and counselling as well as the distribution of 130,000 tobacco prevention media
         messages and 10,000 pamphlets in Farsi, Urdu and Russian.
      ƒ Implemented an Ontario Works wait time reduction strategy to reduce wait times for clients
         requiring dental preventive services or restorative treatment.
      ƒ Implemented, piloted and evaluated the use of Safety Engineered Medical Devices in
         immunization and sexual health clinics to reduce the risk of needle stick injuries and the
         transmission of blood-borne pathogens to staff.

Key Challenges
The following trends and issues will impact the Public Health Branch over the 2008 to 2011 timeframe:

   Changes in legislation
     ƒ The newly-released proposed Ontario Public Health Standards (June 2007) revise the minimum
        level of public health programs and services that boards of health must provide under the Health
        Protection and Promotion Act. Once standards and protocols are approved by the related
        Ministries, public health program changes may be required and it is anticipated that approved
        revisions will be accompanied by new continuous quality improvement and performance
        indicators.
     ƒ Amendments to the Health Protection and Promotion Act under Bill 171 (June 2007) require
        changes to program delivery, including changes to Food Premise Regulations and an increase of
        the powers of the Medical Officer of Health relating to infectious disease outbreaks and small
        drinking water systems management.


                                                   239
                                    Public Health


   ƒ   Bill 171 also transfers responsibility of small drinking water systems from the province to local
       health units effective 2008.
   ƒ   Further impacts are anticipated from the continued development of Regional Infection Control
       Networks (RICNs), Local Health Integration Networks (LHINs) and the Ontario Public Health
       Agency.

Regional growth and demographics
   ƒ York Region’s population is expected to increase by 4% a year for the next three years, placing
      an increased demand on public health staff and service availability.
   ƒ Increasing ethnic diversity will require enhanced development of culturally appropriate and
      language specific programs and delivery models.

Emerging public health issues
  ƒ Climate change and extreme weather are likely to have wide-ranging and harmful effects on
     human health and will require public health interventions.
  ƒ Home-cooked foods continue to be a source of food-borne illness in York Region, highlighting
     an increasing need to focus on food safety in the home.
  ƒ Environmental health will continue to be a public health issue as populations are impacted by
     everyday exposures to biological, chemical and physical pollutants in air, soil, products, food
     and water.
  ƒ Enhanced strategies for hospital infection control and prevention will be required to combat the
     emergence of antibiotic resistant bacteria and emerging/re-emerging diseases.
  ƒ The demand and need among seniors for treatment of dental conditions is increasing, with those
     of low income having the least access to care.
  ƒ There is rising emphasis from funding and client stakeholders on Continuous Quality
     Improvement (CQI) strategies, requiring corporations, including public health agencies, to
     clearly define intentions, plan actions and measure results through performance indicators.
  ƒ Passive, active and sentinel disease surveillance will become increasingly important in
     preventing and managing disease outbreaks in the community and may require additional
     staffing, technological and financial resources for program delivery.

Customer demand
   ƒ Statistics indicate that York Region’s population is changing. Census 2006 reveals an 18.7%
      increase in the adult population of child-bearing years (York Region residents aged 15-49), a
      28% increase in the older adult population (Canadian residents aged 55-64 years), with seniors
      (aged 65 years and older) reaching a record 13.7% of the total Canadian population. Enhanced
      population-appropriate programs and services will be required for these growing population
      groups.
   ƒ The rising trend to access services and information through the internet may result in a shift
      towards including an e-Health delivery model in public health program and service delivery
      strategies.




                                                 240
                                        Public Health


Service Challenges

The following service challenges have been identified as departmental priorities for funding in the 2008
budget:

       ƒ   Pending the development and approval of the Ontario Public Health Standards protocols, Public
           Health must be prepared to respond effectively and efficiently to potential changes in mandated
           programs and services by ensuring adequate staffing, technological and financial resources.
       ƒ   An increase in the number of Health Protection inspections and complaint investigations related
           to food safety, safe water, infection control, health hazard investigations and rabies together
           with requirements to manage the amendments to the Health Protection and Promotion Act
           under Bill 171 have impacted program delivery.
       ƒ   York Region has the second largest number of food establishments in the Province of Ontario
           and the recent increase in these numbers coupled with the impact of regulatory amendments
           related to food recalls, vending carts, farmers markets and special events have created a strain
           on resources.
       ƒ   New emerging infections and diseases and challenges in infection, prevention and control as a
           result of population growth in addition to the need for increased TB case management have
           resulted in a staff shortfall.
       ƒ   Additional resources are required to support the provision of Sexual Health clinics throughout
           York Region.
       ƒ   Program delivery and services that respond to the needs of a growing and diverse population are
           required. Insufficient resources are available to ensure that York Region’s Chinese community
           receives parenting programs in the participant’s primary language.


KPI Highlights
The Key Performance Indicator for Public Health is the cost per capita. This measures the total
expenditures (allocations included) in relationship to population growth. As the chart below indicates, the
total expenditures is rising at approximately the same rate as the population for 2007/08.

           2007 Forecast       Total cost per capita                                         $49.33
           2008 Request        Total cost per capita                                         $50.29



Operating Impact of Capital

There is no impact of the capital program on the operating budget.




                                                       241
                                                             Public Health




Staffing Resources
 Permanent FTE's                     2005             2006             2007               2008                2009                2010            2011
                                   Budget           Budget           Budget            Request             Outlook             Outlook           Outlook


 Full- Time FTE's
 (PFT)                                 398.0            419.0            386.0                391.0               401.0               413.0          426.0
 Part- Time FTE's
 (PPT)                                   24.0             24.5             25.0                  26.0              26.0                   26.0        26.0
 Total Permanent
 FTE's                                 422.0            443.5            411.0                417.0               427.0               439.0          452.0
 Net Change                                              21.5            -32.5                  6.0                10.0                12.0           13.0

 Casual (FTE
 Equivalent)*                             3.0                8.5              3.0                 3.0                3.0                   3.0           3.0


*Casual (FTE Equivalent) will be total casual dollars divided by 1,820 (for a 7 hour work day) or 2,080 (for an 8 hour work day)

Please note that the 2007 restated Budget has been adjusted to reflect the Business Services reorganization and the casual conversions.




                                                                               242
                                                              Financial Summary
                   Public Health Branch


                                                                                     Tax Levy prior to Allocations

                                              2005         2006         2007            2007            2008          2009         2010         2011
                                             Actual       Actual       Budget         Forecast         Request       Outlook      Outlook      Outlook

             Cost Shared Programs              10,283        6,532         8,920            4,048           9,424        9,967       10,555       11,192
             100% Funded Programs                (153)        (174)           (8)              (8)              0            0            0            0
             Net Levy                          10,131        6,358         8,912            4,040           9,424        9,967       10,556       11,192



                                                                       Restated
                                              2005         2006          2007           2007            2008          2009         2010         2011
                                             Actual       Actual        Budget        Forecast         Request       Outlook      Outlook      Outlook

Expenditures
   Salaries and Benefits                       30,882       33,007        36,405           35,405          39,052       41,268       43,670       46,268
   Program Specific Expenses                    1,253        1,373         1,221            1,221           1,248        1,280        1,312        1,344
   Professional Contracted Services             1,030          787         1,521            1,521           1,308        1,341        1,374        1,408
   General Expenses                             2,724        3,053         3,646            3,594           3,654        3,745        3,840        3,936
   Occupancy Costs                                991        1,007         1,066            1,016           1,058        1,084        1,111        1,139
   Minor Capital                                  321          282           264              264             268          275          282          289
Expenditures                                   37,201       39,509        44,123           43,021          46,587       48,993       51,589       54,385



Financing Costs, Contributions to Reserves
    Financing Costs                               195          102             175            175             170         174          179          183
    Contribution to Reserves                        0            0               0              0               0           0            0            0
    Contribution to Capital                         0            0               0              0               0           0            0            0
Financing Costs, Contributions to Reserves        195          102             175            175             170         174          179          183

Gross Expenditures                             37,396       39,611        44,298           43,196          46,757       49,167       51,768       54,568

Revenues
   Grant Subsidies                             (24,958)     (31,143)      (33,325)        (37,095)        (34,900)     (36,725)     (38,693)     (40,812)
   User Fees                                         0            0             0               0               0            0            0            0
   Fees and Charges                             (1,197)      (1,106)       (1,097)         (1,098)         (1,100)      (1,115)      (1,130)      (1,146)
   Development Charges                               0            0             0               0               0            0            0            0
   Contribution from Reserves                     (911)        (848)         (507)           (507)           (507)        (507)        (507)        (507)
   Third Party Recoveries                            0            0             0               0               0            0            0            0
Revenues                                       (27,067)     (33,097)      (34,930)        (38,700)        (36,507)     (38,347)     (40,330)     (42,465)


Negotiated Specific & Recoveries
   Negotiated Specific                             41           51           211              211             319          327          335          344
   Departmental Recoveries                       (240)        (208)         (667)            (667)         (1,145)      (1,180)      (1,217)      (1,254)
   Capital Recoveries                               0            0             0                0               0            0            0            0
   Other Recoveries                                 0            0             0                0               0            0            0            0
Negotiated Specific & Recoveries                 (199)        (157)         (456)            (456)           (826)        (853)        (882)        (911)



Gross Expenditures including Negotiated
Specific & Recoveries                          37,197       39,455        43,842           42,740          45,932       48,314       50,886       53,657


Tax Levy Prior to Allocations                  10,131        6,358         8,912            4,040           9,424        9,967       10,556       11,192


Allocations and Recoveries                      5,540        5,897         6,255            6,255           6,421        6,614        6,812        7,016


Net Levy                                       15,671       12,255        15,167           10,295          15,845       16,581       17,368       18,209




                                                                         242
                                                            Financial Summary

    Cost Shared Programs in Public Health


                                        2005        2006        2007         2007         2008         2009         2010         2011
                                       Actual      Actual      Budget      Forecast      Request      Outlook      Outlook      Outlook

Expenditures
   Salaries and Benefits                  26,314      27,382      30,383       29,683        32,780      34,808       37,016       39,414
   Program Specific Expenses                 848         964         836          836           863         885          907          930
   Professional Contracted Services          999         740       1,478        1,478         1,263       1,294        1,327        1,360
   General Expenses                        2,339       2,555       3,184        3,158         3,240       3,321        3,406        3,491
   Occupancy Costs                           933         914         992          966           994       1,019        1,044        1,070
   Minor Capital                             230         205         246          246           250         257          263          270
Expenditures                             31,663      32,760      37,118       36,367        39,390       41,584       43,962       46,534



Financing Costs, Contrib to Reserves
    Financing Costs                         195         102        175           175          170          174          179          183
    Contribution to Reserves                  0           0          0             0            0            0            0            0
    Contribution to Capital                   0           0          0             0            0            0            0            0
Financing Costs, Contrib to Reserves        195         102        175           175          170          174          179          183

Gross Expenditures                       31,858      32,862      37,293       36,542        39,560       41,758       44,141       46,717

Revenues
   Grant Subsidies                      (19,962)    (24,947)    (26,869)      (30,991)     (28,272)     (29,900)     (31,666)     (33,576)
   User Fees                                  0           0           0             0            0            0            0            0
   Fees and Charges                        (535)       (335)       (506)         (506)        (509)        (509)        (509)        (509)
   Development Charges                        0           0           0             0            0            0            0            0
   Contribution from Reserves              (911)       (848)       (507)         (507)        (507)        (507)        (507)        (507)
   Third Party Recoveries                     0           0           0             0            0            0            0            0
Revenues                                (21,408)    (26,130)    (27,883)      (32,004)     (29,288)     (30,916)     (32,682)     (34,592)


Negotiated Specific & Recoveries
   Negotiated Specific                       70          79         228          228           337          345          353          362
   Intra Charges and Recoveries            (237)       (280)       (718)        (718)       (1,185)      (1,220)      (1,257)      (1,294)
   Capital Recoveries                         0           0           0            0             0            0            0            0
   Other Recoveries                           0           0           0            0             0            0            0            0
Negotiated Specific & Recoveries           (167)       (201)       (490)        (490)         (848)        (875)        (904)        (933)



Gross Expenditures incl Negotiated
Specific & Recoveries                    31,691      32,661      36,803       36,052        38,712       40,883       43,237       45,784



Tax Levy Prior to Allocations            10,283       6,532       8,920        4,048         9,424        9,967       10,555       11,192


Allocations and Recoveries                5,540       5,897       6,255        6,255         6,421        6,614        6,812        7,016


Net Levy                                 15,823      12,429      15,176       10,303        15,845       16,581       17,367       18,209




                                                                    243
                                                             Financial Summary

    Provincially & Regionally Funded Programs


                                        2005         2006         2007            2007            2008          2009          2010          2011
                                       Actual       Actual       Budget         Forecast         Request       Outlook       Outlook       Outlook

Expenditures
   Salaries and Benefits                  4,568        5,626        6,022           5,722            6,272         6,460         6,654         6,854
   Program Specific Expenses                405          409          385             385              385           395           404           415
   Professional Contracted Services          30           47           43              43               45            46            47            49
   General Expenses                         385          498          462             436              414           424           435           445
   Occupancy Costs                           58           93           74              50               64            66            67            69
   Minor Capital                             91           76           18              18               18            18            19            19
Expenditures                              5,538        6,749        7,005           6,654            7,198         7,409         7,627         7,851



Financing Costs, Contrib to Reserves
    Financing Costs                             0            0            0                0               0             0             0             0
    Contribution to Reserves                    0            0            0                0               0             0             0             0
    Contribution to Capital                     0            0            0                0               0             0             0             0
Financing Costs, Contrib to Reserves            0            0            0                0               0             0             0             0

Gross Expenditures                        5,538        6,749        7,005           6,654            7,198         7,409         7,627         7,851

Revenues
   Grant Subsidies                        (4,996)      (6,196)      (6,456)         (6,104)         (6,628)       (6,825)       (7,027)       (7,236)
   User Fees                                   0            0            0               0               0             0             0             0
   Fees and Charges                         (663)        (771)        (592)           (592)           (592)         (606)         (621)         (637)
   Development Charges                         0            0            0               0               0             0             0             0
   Contribution from Reserves                  0           (0)           0               0               0             0             0             0
   Third Party Recoveries                      0            0            0               0               0             0             0             0
Revenues                                  (5,659)      (6,967)      (7,047)         (6,696)         (7,220)       (7,431)       (7,648)       (7,873)


Negotiated Specific & Recoveries
   Negotiated Specific                       (29)         (28)         (17)            (17)            (18)          (18)          (18)          (18)
   Intra Charges and Recoveries               (3)          72           51              51              40            40            40            40
   Capital Recoveries                          0            0            0               0               0             0             0             0
   Other Recoveries                            0            0            0               0               0             0             0             0
Negotiated Specific & Recoveries             (32)          44           34              34              22            22            22            22



Gross Expenditures incl Negotiated
Specific & Recoveries                     5,506        6,793        7,039           6,688            7,220         7,431         7,649         7,873


Tax Levy Prior to Allocations              (153)        (174)             (8)              (8)             0             0             0             0


Allocations and Recoveries                      0            0            0                0               0             0             0             0


Net Levy                                   (153)        (174)             (8)              (8)             0             0             0             0




                                                                      244
Budget Variance Explanation
 Public Health Branch



Budget Change Explanations (2008/2007)                                                          Gross                     Net Tax Levy
                                                                                     ($000's)           %            ($000's)          %

 2007 Departmental Budget excl Interdept'l Allocations and Cont'n to Capital         43,842                           8,912

 1 Base
          Salary and Benefit Increases                                                      1,668            3.8%              387          4.3%
          Increase for Utilities/Insurance/Audit Fees                                           4            0.0%                1          0.0%
          Increase in Clinical Supplies Costs                                                  38            0.1%                9          0.1%
          Intra-departmental Increase                                                          55            0.1%               14          0.2%
                                                                                            1,764            4.0%              411          4.6%
     Efficiencies/Program Reductions
           End of 2007 One Time Funding for Smoke Free Ontario Initiatives                     (78)         (0.2%)                0          0.0%
           Cost Reductions to the West Nile Virus Program (WNv)                               (200)         (0.5%)             (50)        (0.6%)
                                                                                              (278)         (0.6%)             (50)        (0.6%)
     Mandatory/Legislated



                                                                                                  0          0.0%                0          0.0%
     Annualization
         Increase in Property Services Fees                                                      31          0.1%                8          0.1%
                                                                                                 31          0.1%                8          0.1%
                                                                        Total Base          1,516            3.5%              369          4.1%
 2 Growth

          Health Protection staff (Food Safety, Infection Control, Legislative
          Changes) (2.0 FTE)                                                                    228          0.5%               57          0.6%
          Infectious Diseases Control staff (TB Control, Infectious Disease
          Outbreaks, Sexual Health Clinics) (3.0 FTE)                                           253          0.6%               63          0.7%
          Child and Family Health staff (Chinese Parenting Initiative) (1.0 FTE)                 93          0.2%               23          0.3%




                                                                     Total Growth               574          1.3%              143          1.6%
 3 Enhancements




                                                           Total Enhancements                     0          0.0%                0          0.0%
 4 2008 Total with Base, Growth and Enhancements                                          45,932             4.8%             9,424         5.7%

 5        Interdepartmental Allocations                                                     6,421                             6,421
          2007 Contribution to Capital
 6        2008 Contribution to Capital Increase                                                   0                              0

 7 2008 Business Plan Total                                                               52,353                          15,845




                                                                          245
Efficiencies/Program Reductions
Public Health Branch


                                                                                                    Reductions
                                                                                                     ($000's)
Description                                                                          FTE          Gross      Net

One Time Cost Reductions(1)

End of One Time Funding for Smoke Free Ontario Initiatives                                  0.0      78.2          -




Efficiencies(2)

Cost reductions related to the West Nile Virus Program (WNv)                                0.0     200.0        50.0




Program Reductions(3)




TOTAL                                                                                   -           $278.2       $50.0


Definitions:
(1)
      One time cost reductions: prior year approved funding for one time expenditures
(2)
   Efficiencies: reductions within specific accounts or categories without an impact to service
levels
(3)
  Program Reductions: elimination of programs as a result of discontinued funding or
service level decisions




                                                                        246
Proposed New Staff Summary
Public Health Branch
* to be submitted and reviewed by HR prior to submission as Budget request
                                                                                              Cost Savings /
                                                                   Type of                      Revenue
                                                                    FTE's    Gross     Net    Generated by
Category/Description                                   # of FTE's (B/G/E/C) ($000's) ($000's) FTE's ($ 000's)                          Outcomes/Benefits Achieved


New Staff to Address Growth                              6.00         G      $573.5   $143.4              -     See attached Business Case
                                                                                                          -     See attached Business Case




                                                                                                247
                                              Outlook Pressures
Public Health Branch

                        ($ 000's)                        2009                          2010                       2011
                                                Gross             Net         Gross           Net         Gross          Net

  Base
    Salary & Benefit Increases                      1,171               246      1,238              261      1,310             278
    Program Increases (Base)                          166                36        170               37        173              37




                                                    1,337               282      1,408              298      1,483             315
  Efficiencies/Program Reductions




                                                         0               0             0             0            0             0
  Mandatory/Legislated
    Increase in new staff due to new                    570             142           679           170       693              173
    Mandatory Guidelines (6/7/7)




                                                        570             142           679           170       693              173
  Annualization




                                                         0               0             0             0            0             0
  Growth
     Increase in staff to manage population             380             95            485           121       594              149
     growth (4/5/6)




                                                        380             95            485           121       594              149
  Enhancement
    Increase in Intradepartmental Expenses              95              24




                                                        95              24             0             0            0             0

  Projected Outlook Expenditures                    2,382               543      2,572              589      2,771             636




                                                                248
                                                                       Financial Summary
                Business Support Services


                                                                                               Tax Levy prior to Allocations

                                                   2005            2006           2007            2007            2008          2009          2010          2011
                                                  Actual          Actual         Budget         Forecast         Request       Outlook       Outlook       Outlook

             Program #1                                    0               0               0               0               0             0             0             0
             Program #2                                    0               0               0               0               0             0             0             0
             Program #3                                    0               0               0               0               0             0             0             0
             Program #4                                    0               0               0               0               0             0             0             0
             Net Levy                                      0               0               0               0               0             0             0             0



                                                                                Restated
                                                   2005            2006           2007            2007            2008          2009          2010          2011
                                                  Actual          Actual         Budget         Forecast         Request       Outlook       Outlook       Outlook

Expenditures
   Salaries and Benefits                                   0               0          2,209           2,209           2,422        2,590         2,667         2,747
   Program Specific Expenses                               0               0              0               0               0            0             0             0
   Professional Contracted Services                        0               0              0               0               0            0             0             0
   General Expenses                                        0               0             62              62              63           68            73            78
   Occupancy Costs                                         0               0              0               0               0            0             0             0
   Internal Charges/Recoveries                             0               0              0               0               0            0             0             0
   Minor Capital                                           0               0              0               0               0            0             0             0
Expenditures                                               0               0          2,271           2,271           2,485        2,658         2,740         2,825



Financing Costs, Contributions to Reserves
    Financing Costs                                        0               0               0               0               0             0             0             0
    Contribution to Reserves                               0               0               0               0               0             0             0             0
    Contribution to Capital                                0               0               0               0               0             0             0             0
Financing Costs, Contributions to Reserves                 0               0               0               0               0             0             0             0

Gross Expenditures                                         0               0          2,271           2,271           2,485        2,658         2,740         2,825

Revenues
   Grant Subsidies                                         0               0               0               0               0             0             0             0
   User Fees                                               0               0               0               0               0             0             0             0
   Fees and Charges                                        0               0               0               0               0             0             0             0
   Development Charges                                     0               0               0               0               0             0             0             0
   Contribution from Reserves                              0               0               0               0               0             0             0             0
   Third Party Recoveries                                  0               0               0               0               0             0             0             0
Revenues                                                   0               0               0               0               0             0             0             0


Negotiated Specific & Recoveries
   Negotiated Specific                                     0               0              0               0              78           80            82            85
   Departmental Recoveries                                 0               0         (2,271)         (2,271)         (2,563)      (2,738)       (2,822)       (2,910)
   Capital Recoveries                                      0               0              0               0               0            0             0             0
   Other Recoveries                                        0               0              0               0               0            0             0             0
Negotiated Specific & Recoveries                           0               0         (2,271)         (2,271)         (2,485)      (2,658)       (2,740)       (2,825)



Gross Expenditures including Negotiated
Specific & Recoveries                                      0               0               0               0               0             0             0             0


Tax Levy Prior to Allocations                              0               0               0               0               0             0             0             0


Allocations and Recoveries                                 0               0               0               0               0             0             0             0


Net Levy                                                   0               0               0               0               0             0             0             0




Note: Departmental Recoveries for Business Services are embedded in Salaries & Benefits line for Branches.




                                                                                   249
Budget Variance Explanation
 Business Support Services



Budget Change Explanations (2008/2007)                                                           Gross                    Net Tax Levy
                                                                                      ($000's)           %           ($000's)          %

 2007 Departmental Budget excl Interdept'l Allocations and Cont'n to Capital           2,271                           0

 1 Base
          Salary and Benefit Increases (including reclassifications)                             213         9.4%             0            0.0%
          Increase in training                                                                     1         0.0%             0

                                                                                                 214         9.4%             0            0.0%
     Efficiencies/Program Reductions


                                                                                                   0         0.0%             0            0.0%
     Mandatory/Legislated                                                                                                                  0.0%




                                                                                                   0         0.0%             0            0.0%
     Annualization

                                                                                                   0         0.0%             0            0.0%
                                                                         Total Base              214         9.4%             0            0.0%
 2 Growth

          Specific Negotiated for Records Management                                              78         3.4%             0            0.0%




                                                                       Total Growth               78         3.4%             0            0.0%
 3 Enhancements




                                                            Total Enhancements                     0         0.0%             0            0.0%
 4 2008 Total with Base, Growth and Enhancements                                               2,563         12.9%            0            0.0%
                                                                                                                                           0.0%
 5        Interdepartmental Allocations                                                            0                          0            0.0%
          2007 Contribution to Capital                                                             0                          0            0.0%
 6        2008 Contribution to Capital Increase                                                    0                          0            0.0%
                                                                                                                                           0.0%
 7 2008 Business Plan Total                                                                    2,563                          0            0.0%




                                                                          250
                                             Outlook Pressures
Business Support Services

                       ($ 000's)                             2009                       2010                     2011
                                                    Gross             Net       Gross          Net       Gross          Net

  Base
         Salary & Benefit Increases                         75              0           79           0           83           0
         Program Increases                                   5                           5                        5




                                                            80              0           84           0           88           0
  Efficiencies/Program Reductions




                                                             0              0           0            0           0            0
  Mandatory/Legislated




                                                             0              0           0            0           0            0
  Annualization




                                                             0              0           0            0           0            0
  Growth
     Addressing growth pressures in
     Business Support areas                                 95




                                                            95              0           0            0           0            0
  Enhancement
                                                             0              0           0            0           0            0




                                                             0              0           0            0           0            0

  Projected Outlook Expenditures                            175             0           84           0           88           0

         Note: All Net Tax Levy dollars are identified in support areas




                                                                    251
252
                 Planning and Development Services

Departmental Description
The Planning and Development Services department provides leadership of strategic initiatives and policies
to advance the goals identified in the Regional Official Plan and Vision 2026. The department co-ordinates,
integrates and implements planning policies and information for rapidly growing and diverse communities.
Initiatives result in comprehensive action plans and continuous improvement in the area of growth
management and economic development. The department is committed to a collaborative approach and the
achievement of common goals in a proactive, effective and efficient manner, as guided by the corporate
mission.




                                                Planning and
                                                Development
                                                  Services




                            Human                                           Long Range
          Economic         Services                        Community        & Strategic      Infrastructure
                                          Geomatics                                             Planning
           Strategy        Planning                         Planning         Planning



Mission/Vision
To facilitate the evolution of healthy communities, a sustainable natural environment and economic vitality
by implementing responsive growth management practices, including integrated human service planning
and cost-effective quality geographic information.

Mandate
The Planning and Development Services department is responsible for:
   x Economic Strategic Development
   x Tourism Marketing and Promotion
   x Export Development
   x Small Business Consultation
   x Human Services Planning
   x Geospatial Information Infrastructure
   x Spatial Analysis and Mapping
   x Land Use and Environmental Protection
   x Growth Management
   x Community Planning
   x Transportation Planning
   x Water and Wastewater Planning




                                                    253
                Planning and Development Services

Strategic Goals 2008 – 2011
ƒ    Develop and implement a Strategy for Growth Management to 2031, and update the Regional Official
     Plan policies and related programs.
ƒ    Develop a Pedestrian & Cycling Master Plan network.
ƒ    Complete Transportation Master Plan and Water and & Wastewater Master Plan updates, integrated
     as studies under the umbrella of the “Planning for Tomorrow Initiatives.”
ƒ    Develop and implement strategic long-term business plan for Smart Commute, in partnership with
     Greater Toronto Transit Authority (GTTA) and other Greater Toronto Area (GTA) Regional
     municipalities.
ƒ    Promote transit programs and ridership, through planning approvals and design.
ƒ    Identify human service needs and establish related standards of core human services and adopt
     implementation mechanisms (i.e. funding models) that support the provision of core human services.
ƒ    Geospatial information (location and attributes) integrated with all of the Corporation’s business
     processes.
ƒ    A Geospatial Information Infrastructure is fully implemented for efficient information management
     and collaboration through the YorkInfo Partners comprised of nine local municipalities, two
     conservation authorities, two school boards and the Region.
ƒ    Sustainable development monitoring is enabled through online geospatial applications.

2008 Planned Initiatives
Infrastructure Planning
ƒ    Completion of Master Plan Updates; Water & Wastewater, and Transportation.
ƒ    Viva Phase 2 and Spadina and Yonge Subways Extension Implementation (completion of all EA
     work and monitoring EA compliance; integration with Transportation Master Plan).
ƒ    Completion of Pedestrian Cycling Master Plan study and initiate implementation of Master Plan in
     consultation with local municipalities. This will require the retention of a staffing resource (Cycling
     Co-ordinator – 2008 enhancement) to complete this function.
ƒ    Analysis of 2006 Transportation Tomorrow Survey data to update strategic travel demand
     management model.
ƒ    Pursue the extension of the Yonge Subway line to Highway 7 from planning, approvals and design
     perspectives.
ƒ    Assist in the implementation program for the Spadina Subway extension to Vaughan Corporate
     Centre.
ƒ    Completion of annual monitoring of water and wastewater servicing capacity.

Community Planning
ƒ  Develop a Strategy for phasing of Community Development in a Post South East Collector (2012)
   environment.
ƒ  Continue implementation of an updated regional urban structure, including Centres and Corridors,
   intensification and transit supportive development.



                                                     254
                Planning and Development Services

Long Range Strategic Planning
ƒ   Completion of a comprehensive 2031 Growth Management Strategy, incorporated into the Regional
    Official Plan and other corporate documents.
ƒ   Implementation of the Region’s Sustainability Strategy.

Human Services Planning
ƒ  Advocate the importance of allocating funding based upon population growth in York Region.
ƒ  Embark on independent research related to human services and civic engagement in building healthy
   communities in York Region, in partnership with United Way of York Region, York University and
   community partners.

Economic Development
ƒ   Develop long term strategies for the creation of high quality jobs and the local workforce to fill them.
ƒ   Accelerate the adoption of environmentally sustainable sound business practices among existing
    enterprises.
ƒ   Expand regional commercial investment attraction marketing programs to target sustainable
    enterprises and environmental technology firms.
ƒ   Enhance regional customer services on new commercial investment projects through the
    implementation of a Single Window project management service.
ƒ   Identify high priority tourism infrastructure projects and ensure land and financial resources are
    available.

Geomatics
ƒ   3D modelling of Centres and Corridors is completed to enable visualization of proposed density
    scenarios.
ƒ   Geographic Information is integrated with PeopleSoft and Asset Management systems as part of their
    business processes.
ƒ   Self-service environment incorporates new demographic views, tools, geospatial information and
    mapping based on 2006 census information.
ƒ   Completion of a Sustainable Development Planning Geospatial Application, including an interactive
    “Regional Atlas” in collaboration with local municipalities, conservation authorities and the federal
    government.

2007 Accomplishments
Community Planning
ƒ  Approval of significant new Regional employment land (approx. 3,900 gross acres) and development
   of a strategy to protect existing employment areas from conversion to other uses.
ƒ  Received approval to release the next phase of lands for development, which have servicing
   provision, linkage to LEEDS, and a complete Community Development plan.
ƒ  Updated the Regional Official Plan policies for Transit to reflect York Region’s significant progress
   on Transit Initiatives and new legislative powers.
ƒ  Completed Spadina Subway Land Use Extension Study which identified land use intensification and
   revenue opportunities in support of building the Subway

                                                     255
               Planning and Development Services
Long Range Strategic Planning
ƒ   Growth Management initiatives including forecasts, land budget and intensification work, which
    included broad public consultation.
ƒ   Adopted Corporate Sustainability Strategy emphasizing more extensive evaluation and decision
    making that integrates the triple bottom line (economy, community and environment).
ƒ   Prepared a series of strategy papers and conducted a number of consultations on new community
    development, natural heritage preservation and enhancement and intensification.

Infrastructure Planning
ƒ    Published the 2006 Transportation Fact Book and 2006 Traffic Cordon Counts Bulletin.
ƒ    Analysis of 2006 Transportation Tomorrow Survey data to update strategic travel demand model
ƒ    Completed technical component of Transportation and Water and Wastewater Master Plan Updates.
ƒ    Completion of Pedestrian Cycling Master Plan.
ƒ    Developed and implemented the Pedestrian and Cycling Municipal Partnership Program.
ƒ    Published the 2006 Annual Supply & Demand Water and Wastewater Monitoring Report.

Human Services Planning
ƒ  Secured funding of $150K from Service Canada to support the cost of the Inclusivity Action Plan.
ƒ  Received $300K in funding from the Ministry of Citizenship and Immigration to develop the “York
   Region Immigration Portal”.
ƒ  Opened the first Welcome Centre in York Region on June 26, 2007 which received $2.5m funding
   from Citizenship Immigration Canada.
ƒ  Delivered a strong united voice to the provincial government and media which resulted in
   improvements in human services funding for York Region agencies such as hospitals and settlement
   services, made in consideration of population growth in York Region.

Geomatics
ƒ   3 D modelling, visualization and futuristic analysis for Spadina Subway extension.
ƒ   Awarded a Federal Government grant for GeoConnections to develop a Regional Atlas and web
    application in support of sustainable development.
ƒ   Created map series of “Planning for Tomorrow” for Sustainable Development Symposium and public
    consultations.
ƒ   Developed YorkInfo Partners Website to provide single point of access.
ƒ   Address Points Database developed which will create efficiencies for a number of the Region’s
    business processes.

Economic Development
ƒ   Organized the York Region CEO Forum.
ƒ   Developed and launched new tourism website (www.yorktourism.com).
ƒ   Created the York Region Small Business TV show.
ƒ   Developed a New Economic Development Marketing Advertisement Communication Strategy.
ƒ   Organized Investment Tours for GTA Prospects; in the northern and south of the Region.
ƒ   Regional Council approved the development of a Long Range Tourism Strategy.
ƒ   Received Council approval to develop the business model for an Industry Education Council.

                                                  256
                Planning and Development Services

Key Challenges
Growth
The continuing pace of growth and the additional demand on existing services present distinct challenges
for future service delivery needs, from managing congestion to ensuring quality of community life.
Environment
Balancing environmental issues such as water quality, green space, forest cover, air quality and loss of
farmland is extremely important to York Region residents. Thus, environmental issues are a key component
for inclusion and implementation in the Sustainability Strategy, and other related Regional initiatives.
Economy
York Region continues to demonstrate robust economic growth, increasing employment growth and a
growing assessment base. There is continuing land development activity, including home building, and
industrial expansions. Recruitment and retention of highly skilled professionals is crucial in maintaining
the Region’s economic vitality.
Intensification
Intensification targets set by the Province and focused around the Region’s Centres and Corridors and
transit stations present community challenges in particular, managing quality urban design and ensuring
compatibility with existing neighbourhoods.
Infrastructure
A strategic approach is needed to deliver infrastructure associated with the demands of rapid growth.
Meeting the immediate infrastructure demand for roads, transit, water and wastewater and co-ordinating
these needs with land use is becoming more challenging. Anticipating human service infrastructure
requirements is also becoming more critical.
Agriculture
Protection of agricultural lands to ensure a local sustainable food supply is vital for the Region, and
promoting a healthy farm economy is a key component in agricultural viability.
Human Services: Quality of Life
York Region will see significant growth and increased diversity (cultural, economic and household type)
over the coming years. The provision of adequate human services is a key component of the quality of life
for York Region’s residents.
Fiscal Responsibility
Fiscal and economic implications associated with the cost of growth will need to be continuously assessed
to determine whether the Region can afford future capital and operating expenditures.
Quality of Place: New Communities
Well designed communities, that are pedestrian focused, provide affordable housing, transit accessible,
with closer live-work proximity and preserve heritage and promote culture will be at the forefront of
quality of place for new development.
Information Management
The rate of growth and requirement for management, sustainable development and planning activities place
increasing demands on the acquisition, maintenance and analysis of quality information, creation of
models, forecasts and alterative scenarios.

                                                      257
                      Planning and Development Services


KPI Highlights

              2007 Forecast                   Population Growth                                                              3.3%
              2008 Request                    Population Growth                                                              3.2%

              2007 Forecast                   Planning cost per Resident (Net Levy)                                          $4.81
              2008 Request                    Planning cost per Resident (Net Levy)                                           5.14

              2007 Forecast                   Number of Applications                                                          200
              2008 Request                    Number of Applications                                                          210


Staffing Resources

 Permanent FTE's                   2005           2006            2007             2008           2009          2010             2011
                                 Budget          Budget          Budget           Request        Outlook       Outlook         Outlook
 Full- Time FTE's
 (PFT)                                65.0            70.0           78.0*                80.0        80.0          81.0              83.0
 Temporary FTE's
 (TFT)                                10.0               6.6             1.0               1.0           2.0           2.0              2.0
 Part- Time FTE's
 (PPT)                                  0.0              0.0             0.6               0.6           0.6           0.6              0.6
 Total Permanent
 FTE's                                75.0            76.6            79.6                81.6        82.6          83.6              85.6
 Net Change                            0.0             1.6             2.0                 2.0         1.0           1.0               2.0

 Casual (FTE
 Equivalent)                          8.00            9.25           10.75            11.25          11.25         11.25             11.25
* includes a conversion of 1 FTE in Geomatics from temporary to permanent




                                                                            258
                                                               Financial Summary
           Planning and Development Services


                                                                                     Tax Levy prior to Allocations

                                              2005          2006         2007            2007           2008          2009          2010          2011
                                             Actual        Actual       Budget          Actual         Request       Outlook       Outlook       Outlook

             Planning                           2,819         1,793        2,081            1,982           2,483        2,605         2,716         2,832
             Economic Development                 989           976        1,273            1,220           1,299        1,377         1,475         1,520
             Human Services                       505           450          543              502             580          602           618           632
             Geomatics                            653           917          995              684           1,097        1,119         1,179         1,215
             Net Levy                           4,966         4,136        4,892            4,388           5,459        5,702         5,988         6,199




                                              2005          2006         2007            2007           2008          2009          2010          2011
                                             Actual        Actual       Budget          Actual         Request       Outlook       Outlook       Outlook

Expenditures
   Salaries and Benefits                        5,456         6,565        7,991            7,097           8,664        8,885         9,152         9,426
   Program Specific Expenses                       (1)            0            0                0               0            0             0             0
   Professional Contracted Services               892         1,051        1,114            1,014           1,036        1,100         1,165         1,185
   General Expenses                             1,452         1,821        1,874            1,994           1,874        1,934         2,014         2,034
   Occupancy Costs                                  5            13           15               81              15           15            15            15
   Minor Capital                                    8            49           79               (3)             79           75            76            76
Expenditures                                    7,812         9,499       11,073           10,183          11,668       12,009        12,422        12,736



Financing Costs, Contributions to Reserves
    Financing Costs                                   11            7            8               8               8             9             9         10
    Contribution to Reserves                           0            0            0               0               0             0             0          0
    Contribution to Capital                            0            0            0               0               0             0             0          0
Financing Costs, Contributions to Reserves            11            7            8               8               8             9             9         10

Gross Expenditures                              7,823         9,506       11,081           10,191          11,676       12,018        12,431        12,746

Revenues
   Grant Subsidies                                (158)         (148)        (128)           (315)            (82)         (80)          (80)          (80)
   User Fees                                      (107)         (116)        (105)           (125)           (155)        (170)         (175)         (180)
   Fees and Charges                               (703)         (829)        (754)           (339)           (757)        (796)         (816)         (826)
   Development Charges                               0             0         (313)              0            (281)        (290)         (290)         (290)
   Contribution from Reserves                     (150)         (239)        (183)           (219)           (183)        (179)         (179)         (179)
   Third Party Recoveries                         (106)          (99)        (199)           (649)           (224)        (224)         (224)         (224)
Revenues                                        (1,224)       (1,431)      (1,682)         (1,647)         (1,682)      (1,739)       (1,764)       (1,779)


Negotiated Specific & Recoveries
   Negotiated Specific                          (1,633)       (3,939)      (4,506)         (4,156)         (4,535)      (4,577)       (4,679)       (4,768)
   Departmental Recoveries                           0             0           (1)              0               0            0             0             0
   Capital Recoveries                                0             0            0               0               0            0             0             0
   Other Recoveries                                  0             0            0               0               0            0             0             0
Negotiated Specific & Recoveries                (1,633)       (3,939)      (4,507)         (4,156)         (4,535)      (4,577)       (4,679)       (4,768)



Gross Expenditures including Negotiated
Specific & Recoveries                           6,190         5,567        6,574            6,035           7,141        7,441         7,752         7,978


Tax Levy Prior to Allocations                   4,966         4,136        4,892            4,388           5,459        5,702         5,988         6,199


Allocations and Recoveries                      1,288         1,511        2,017            2,017           2,575        2,652         2,732         2,814


Net Levy                                        6,254         5,647        6,909            6,405           8,034        8,355         8,720         9,013




                                                                         259
Budget Variance Explanation
 Planning and Development Services



Budget Change Explanations (2008/2007)                                                    Gross                    Net Tax Levy
                                                                               ($000's)           %           ($000's)          %

 2007 Departmental Budget excl Interdept'l Allocations and Cont'n to Capital          6,572                         4,892

 1 Base
   Wages and benefit (COLA)                                                               495         7.5%           494            10.1%
                                                                                          495         7.5%           494            10.1%
     Efficiencies/Program Reductions
     Reduction of general expenses                                                        (17)        -0.3%          (17)           -0.3%
                                                                                          (17)        -0.3%          (17)           -0.3%
     Mandatory/Legislated
                                                                                            0         0.0%             0             0.0%
     Annualization

                                                                                            0         0.0%             0             0.0%
                                                                 Total Base               478         7.3%           477             9.8%
 2 Growth
                                                                                            0         0.0%             0            0.0%
                                                              Total Growth                  0         0.0%             0             0.0%
 3 Enhancements
   Subdivision Planner                                                                     90         1.4%            90            1.8%
                                                      Total Enhancements                   90         1.4%            90             1.8%
 4 2008 Total with Base, Growth and Enhancements                                      7,140           8.6%          5,459           11.6%

 5        Corporate Allocations                                                       2,576                         2,576

 6        2008 Contribution to Capital Increase                                             0                          0

 7 2008 Business Plan Total                                                           9,716                         8,035




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Efficiencies/Program Reductions
Planning and Development Services


                                                                                                     Reductions
                                                                                                      ($000's)
Description                                                                          FTE          Gross        Net

One Time Cost Reductions(1)




Efficiencies(2)

base program reduction of general expenses                                                            (17.0)      (17.3)




Program Reductions(3)




TOTAL                                                                                   -           ($17.0)    ($17.3)


Definitions:
(1)
      One time cost reductions: prior year approved funding for one time expenditures
(2)
   Efficiencies: reductions within specific accounts or categories without an impact to service
levels
(3)
  Program Reductions: elimination of programs as a result of discontinued funding or
service level decisions




                                                                        261
Proposed New Staff Summary
Planning and Development Services

                                                                               Cost Savings /
                                                    Type of                      Revenue
                                                     FTE's    Gross     Net    Generated by
Category/Description                    # of FTE's (B/G/E/C) ($000's) ($000's) FTE's ($ 000's)                                   Outcomes/Benefits Achieved

Subdivision Planner (PFT)                  1.0         E       $90.0   $90.0 n/a                 To respond to the increased demand placed on application resources, particularly, subdivision
                                                                                                 approvals and release of regional conditions for approvals. This is a direct need that has been
                                                                                                 identified by local planning commissioners and directors, in orde
Pedestrian Cycling Co-ordinator (PFT)      1.0         E       $90.0    $0.0   Funded from       This position is required as part of the recommnedation of the Pedestrian and Cycling Master
                                                                               capital           Plan. The staff member will be responsible for carrying out the Region’s role in supporting the
                                                                                                 implementation of pedestrian and cycling facilities across the Reg




                                                                                 262
                                     Outlook Pressures
Planning and Development Services

                         ($ 000's)             2009                         2010                     2011
                                       Gross            Net         Gross          Net       Gross          Net

  Base
                                           7,441            5,702      7,752         5,988      7,978         6,199




                                           7,441            5,702      7,752         5,988      7,978         6,199
          Base % increase                                              4.2%          5.0%       2.9%          3.5%

  Efficiencies/Program Reductions
      List Program Reductions




                                               0               0            0            0           0            0
  Mandatory/Legislated
    List Program Pressures




                                               0               0            0            0           0            0
  Annualization
    List major pressures




                                               0               0            0            0           0            0
  Growth
     List major pressures




                                               0               0            0            0           0            0
  Enhancement
    List major initiatives




                                               0               0            0            0           0            0

  Projected Outlook Expenditures           7,441            5,702      7,752         5,988      7,978         6,199




                                                      263
                           Corporate Services Department


Departmental Description

The Corporate Services Department consists of 228 FTE’s (including Court Services) who provide
operational and advisory support to all Regional Departments and the Police, totalling approximately 4000
staff, as well as to Council, Committees, members of the Public and external partners at the Federal,
Provincial and Municipal levels. The Court Services Branch serves the residents of York Region, the nine
area municipalities, the Province of Ontario, the Judiciary and over thirty law enforcement and regulatory
agencies operating within the Region of York.


                                              Corporate Services




                             Human Resource                            Office of the Regional
          Court Services                        Legal Services                                  Property Services
                                Services                                        Clerk




   Mission/Vision
   The Corporate Services Department is committed to supporting our customers with superior services
   through the management of human, property and information resources.

   Mandate
     Through five distinct branches, the Region’s Corporate Services Department is responsible for:
        x Court Services: Provide the administration and prosecution of all Provincial Offences and
           Highway Traffic Act Offences.
        x Human Resource Services: Provide a range of services to Regional employees, including
           but not limited to: compensation, employee health and safety, corporate learning and
           development, pension and benefits administration, performance management, recruitment
           and selection, development and administration of employee programs such as wellness,
           recognition, attendance awareness.
        x Legal Services: Provide advice on strategic initiatives, risk management & operational
           issues, and legislative compliance, negotiate contracts and agreements, and represent the
           Region in court and administrative tribunal proceedings.
        x Office of the Regional Clerk: Provide the administration and coordination of matters being
           considered by Regional Council and its Committees, as well as Records and Information
           Management and Access and Privacy requests.
        x Property Services: Provide a strategic approach to managing the corporation’s land and
           property assets. It includes the following areas of expertise: constructing new buildings and
           renovations, repairs and maintenance to existing buildings, lease administration, acquisition
           /sale of land, appraisals, encroachment agreements and management and operations of
           regional facilities.




                                                                 264
                  Corporate Services Department


  Strategic Goals 2008 - 2011

     Human Resource Services
     ƒ Champion a sustainable leadership development strategy to ensure long term supply of talented
       and qualified leaders to assume leadership positions
     ƒ Implement a long term recruitment strategy to address skill shortages and market the Region as
       an “Employer of Choice”
     ƒ Maintain an organizational culture that retains top talent and maximizes employee productivity

     Legal Services
     ƒ Represent, protect and promote the legal interests of the Region, its boards and agencies in
        responding to risk, liability and legislative compliance
     ƒ Provide proactive, cost-effective legal services to meet both internal and external demands,
        while maintaining a superior level of quality and professionalism

     Office of the Regional Clerk
     ƒ Lead the establishment of a culture of privacy protection throughout the organization
     ƒ Improve efficiency and legislative compliance in the management of the Region’s burgeoning
        portfolio of paper and electronic records
     ƒ Review the Region’s archival and records storage centre requirements in conjunction with the
        Strategic Accommodations Plan

     Property Services Branch
     ƒ Continued transition to sustainable processes and products in all areas of building construction
        and facility operations
     ƒ Continued implementation and updating the Strategic Accommodation Plan to meet increased
        demands for real estate and space
     ƒ Implementation of the CAFM system to more effectively manage our land and building
        portfolio


Key Highlights

  2008 Planned Initiatives

  Human Resource Services
    ƒ Continue to strengthen organizational culture through a variety of activities such as: continuing
       to market & communicate Workplace Wellness, Employee Recognition, Total Rewards and
       Career Development programs
    ƒ Develop action plans in response to 2007 Employee Survey findings
    ƒ Continue to support Sustainable Leadership Development to ensure the Region has a talent pool
       of strong, capable leaders able to assume additional responsibility
    ƒ Develop a long term recruitment strategy to address skill shortages and market the Region as a
       desirable employer
    ƒ Develop strategies and programs for attracting and managing an ethnically diverse workforce

                                                 265
                Corporate Services Department


Legal Services
   ƒ Lead the organization in the development and implementation of email and electronic
       information storage protocols to manage risk and liability associated with the exchange of
       electronic documents
   ƒ Advise on opportunities for governance models and procurement strategies with other public
       sector partners for effective service delivery (ie. Joint procurement; Smart Card)
   ƒ Support the Region’s Greening Strategy in securing acquisition of key landholdings

Office of the Regional Clerk
   ƒ Develop a strategy to introduce scalable technology for Council and Committee meetings
       management and participation
   ƒ Prepare a privacy impact assessment process for new Regional technology systems
   ƒ Provision of coaching and training to encourage a culture of privacy and to minimize the
       potential impact of privacy breaches
   ƒ Increase emphasis on the management of paper and electronic records with a focus on the
       management of electronic records (including emails) to support the eDOCS rollout, increase
       efficiency and comply with legislation and Regional policy

Property Services
   ƒ Seek final approval for the new Central Service Centre, in order to consolidate the Region’s
      office space in Newmarket and to provide additional corporate space, as part of the Strategic
      Accommodations Plan
   ƒ Continue implementation of the Energy Retrofit program at Regional facilities to reduce utility
      costs and contribute to a cleaner environment
   ƒ Reduce utility costs through implementation of electricity procurement strategy
   ƒ Implement the Computer Assisted Facility Management System (CAFM) to more effectively
      manage the property portfolio and benchmark performance
   ƒ Expand the Regional recycling program to owned satellite facilities

2007 Accomplishments

Human Resource Services
  ƒ Successfully bargained ONA Collective Agreement
  ƒ Negotiated new Collective Agreements for CUPE 905 & CUPE LTC
  ƒ Implemented organizational changes as a result of Business Services/Corporate Review
  ƒ Designed & piloted a course on managing in a multi-generational workforce
  ƒ Developed & implemented performance reviews to reflect new organizational values
  ƒ Piloted 360 feedback mechanism in T&W to measure behaviour relative to values
  ƒ Administered a follow-up employee satisfaction survey which measured the impact of actions
     since the 2003 survey and provided the basis for further actions
  ƒ Implemented the HRMS PeopleSoft Upgrade




                                              266
                    Corporate Services Department


   Legal Services
      ƒ Negotiated and implemented retainer agreements for external legal services with significant cost
          savings while ensuring that the Region's requirements for external services will be met at a high
          level
      ƒ Supported strategic infrastructure projects through completion of significant Environmental
          Assessments and property acquisition
      ƒ Developed and implemented bylaws and policies to ensure compliance with the amended
          Municipal Act, particularly as it relates to accountability and transparency
      ƒ Worked collaboratively with other Regional departments to secure allocation criteria thereby
          permitting the release of draft approvals beyond 2010

   Office of the Regional Clerk
      ƒ Provided timely and accurate support to 107 meetings of Council and Committees
      ƒ Through information sessions, increased awareness of the Region’s new Record Retention By-
          law and the Records and Information Management program and policy
      ƒ Recognized in the 2006 Information and Privacy Commission Annual Report for 95.4% success
          rate in responding to access requests within 30-days
      ƒ Received a satisfaction rating of 97% for overall delivery of service in a customer satisfaction
          survey

   Property Services
      ƒ Completion of the new Oak Ridges facility for Children with special needs
      ƒ LEED GOLD Certification achieved for Islington Fire/EMS building
      ƒ Construction completed on a new courtroom at the Tannery in Newmarket
      ƒ Improvements to the north parking lot, front entrance, internal signage and new street furniture
         at the Administrative Centre along with the implementation of a new Regional parking policy
      ƒ Implementation of the space needs assessment study to maximize space in the Administrative
         Centre, including moving Human Resource Services to the Gates of York
      ƒ Installation of a new HVAC system in the Police Communications Centre
      ƒ Acquisition of a new Transit O&M facility at 8300 Keele Street
      ƒ Commencement of Energy retrofits at 12 satellite locations
      ƒ Construction of the Blue Willow Housing complex
      ƒ Introduction of a new Corporate Recycling program
      ƒ Completion of approximately 70 rehabilitation and repair projects worth $1.3M


Key Challenges
The following trends and issues will have an impact on the Department over the 2008 to 2011 timeframe.

   Increased Legislative Compliance – Legal Services
      ƒ Municipal growth combined with increasing provincial and federal regulation of environmental
          compliance will continue to create significant workload pressures in areas of planning,


                                                   267
                     Corporate Services Department


           environmental and construction law in support of Regional departments and the Region's
           infrastructure programs

   Increased Legislative Compliance – Office of the Regional Clerk
      ƒ The Region must continue to comply with the new Municipal Act provisions regarding
          transparency of Council and Committee processes and use technology to continue making its
          processes accessible to the public
      ƒ The Information and Privacy Commission has created an increased focus on the protection of
          privacy under the Municipal Freedom of Information and Protection of Privacy Act and the
          Personal Health Information Protection Act
      ƒ The Region has a legislated duty to manage its paper and 34 million electronic documents,
          including emails that reside on the Regional network, laptops and hard drives. The number of
          electronic documents on the Region’s network increased by 20% over the past year, continuing
          the trend of recent years

   Increased Legislative Compliance – Property Services
      ƒ Additional requirements are expected when pending regulations are released under the Energy
          Conservation and Leadership Act (ECLA) and Accessibility for Ontarians with Disabilities Act
          (AODA)

   Regional Growth
      ƒ Expansion of the Region's portfolio of services together with a growing trend towards litigation
         in Ontario will increase the Region's exposure to risk and liability, resulting in the an increase in
         claims and litigation
      ƒ Meeting continued increase in demand for land and space for the delivery of Regional services

   Stability of Workforce
      ƒ The elimination of mandatory retirement poses some unique challenges
      ƒ We expect to have many different generations in the workforce and strategies need to be
           developed to meet the variety of needs of all types of employees
      ƒ Recruitment in a “full employment” economy poses challenges and the Region will have to be
           more aggressive and innovative in its talent acquisition approaches
      ƒ Outreach recruitment to attract ethnically diverse workforce
      ƒ Shortage of skilled labour, particularly in the construction trades will impact capital construction
           process

   Inflationary Pressures
       ƒ Extreme increase in costs caused by global demand for building materials (e.g. steel) and fuel
           will increase costs of capital construction


Service Challenges
Specific service challenges were identified as priorities for funding for 2008.


                                                      268
                   Corporate Services Department


      ƒ   New off-site location for Human Resource Services will result in less face to face activity and
          more reliance on telephone and e-mail service delivery. It will also result in a less professional
          public image when applicants interview at Gates of York instead of the impressive
          Administrative Centre
      ƒ   Additional legal resources will be required in 2008 to permit the branch to maintain the current
          level and quality of service while responding to increased demands for service in support of the
          Region's infrastructure programs, (focusing on environmental issues) and increased litigation
          and other adversarial proceedings (ie Ontario Municipal Board).

KPI Highlights
Human Resources:
     2007 Actual            Ratio of Human Resource Staff to Regional Employee           1 : 69
     2008 Estimate          Ratio of Human Resource Staff to Regional Employee           1 : 74

      2007 Actual           HR Cost / Regional Employee                                  $1,337
      2008 Estimate         HR Cost / Regional Employee                                  $1,475

Legal Services
       2007 Actual          Cost per Hour of Legal Services                              $110.98
       2008 Estimate        Cost per Hour of Legal Services                              $163.91

      2007 Actual           Hours of Legal Service                                       39,038
      2008 Estimate         Hours of Legal Service                                       41,125

      2007 Actual           Satisfaction Rating with Legal Service                       93%
      2008 Estimate         Satisfaction Rating with Legal Service                       97%

Property Services:
       2007 Actual          Administrative Centre Cost Per Square Foot                   $6.27
       2008 Estimate        Administrative Centre Cost Per Square Foot                   $6.75

      2007 Actual           South Service Centre Cost Per Square Foot                    $38.14
      2008 Estimate         South Service Centre Cost Per Square                         $39.70




                                                   269
                            Corporate Services Department


Operating Impact of Capital

$000's
                                                    2009         2010             2011            2012          2013 -2017
                                    2008 Budget                                                                                     Total
                                                   Outlook      Outlook          Outlook         Outlook         Outlook

Operating Costs
    Salaries and Benefits                    0            0             0                  0                0                 0               0
    Debt Repayment                           0            0             0                  0                0                 0               0
    Other                                  109          113           117                  0                0                 0             339
Total Gross Cost                           109          113           117                  0                0                 0             339

Less Revenue:Specify                         0            0             0                  0                0                 0               0
Less DC on Debt                              0            0             0                  0                0                 0               0
Total Net Cost (TAX LEVY)                  109          113           117                  0                0                 0             339




Staffing Resources

Permanent FTE's              2005          2006         2007              2008                 2009              2010              2011
                            Budget        Budget       Budget         Request*             Outlook              Outlook           Outlook

Total Permanent
FTE's                         132.4          130.5           154                 163                  175               186               190
Net Change                     11.5           (1.9)          23.5                  9                   12                11                 4




                                                                270
                                                                Financial Summary
            Property Services Branch Roll Up


                                                                                          Tax Levy prior to Allocations

                                                2005        2006           2007                2007           2008          2009         2010         2011
                                               Actual      Actual         Budget              Actual         Request       Outlook      Outlook      Outlook

             Facilities Management                14,617      16,047          13,666              12,621          14,057       14,950       19,517       20,126
             Energy                                    0          82             192                 173             283          374          373          386
             Accomodation & Planning                 483         403             583                 434             575          714          824          847
             Property Acquisition & Disposal        -115        -129               1                -115              29            0            0            0
             Construction & Design                   682         730             521                 546             772          785          880          892
             Net Levy                             15,667      17,133          14,961              13,659          15,716       16,823       21,594       22,251




                                                2005        2006           2007                2007           2008          2009         2010         2011
                                               Actual      Actual         Budget             Forecast        Request       Outlook      Outlook      Outlook

Expenditures
   Salaries and Benefits                           3,490       3,952           4,743               4,448           5,181        5,762        6,429        6,761
   Program Specific Expenses                           8         203              40                  15              38           38           38           38
   Professional Contracted Services                  282         284             468                 394             514          521          529          536
   General Expenses                                  424         485             446                 460             577          596          617          627
   Occupancy Costs                                 7,090       8,465           9,821               8,942          10,184       10,465       10,749       11,045
   Internal Charges/Recoveries                         0           0               0                   0               0            0            0            0
   Minor Capital                                      37          13              32                  19              36           61           31           31
Expenditures                                      11,331      13,402          15,550              14,278          16,529       17,443       18,392       19,038


Financing Costs, Contributions to Reserves
    Financing Costs                                2,153       1,698               733               734             600          920        5,081        5,307
    Contribution to Reserves                       3,687       3,499             3,986             4,071           3,949        3,949        3,949        3,949
    Contribution to Capital                          163         244               244               244             252          252          252          252
Financing Costs, Contributions to Reserves         6,002       5,441             4,963             5,049           4,801        5,121        9,282        9,508

Gross Expenditures                                17,334      18,843          20,513              19,327          21,330       22,564       27,674       28,546

Revenues
   Grant Subsidies                                    -6         -12                  0                0               0            0            0            0
   User Fees                                           0           0                  0                0               0            0            0            0
   Fees and Charges                                 -471        -235               -240             -370            -209         -209         -209         -209
   Development Charges                                 0           0                  0                0               0            0            0            0
   Contribution from Reserves                        -82         -82                -82              -84             -81          -81          -81          -81
   Third Party Recoveries                              0           0                -96             -168            -303         -312         -321         -331
Revenues                                            -559        -330               -418             -622            -593         -602         -611         -621


Negotiated Specific & Recoveries
   Negotiated Specific                              -895        -932          -3,992              -4,019          -3,819       -3,904       -4,199       -4,369
   Departmental Recoveries                          -213        -449          -1,141              -1,027          -1,202       -1,235       -1,270       -1,306
   Capital Recoveries                                  0           0               0                   0               0            0            0            0
   Other Recoveries                                    0           0               0                   0               0            0            0            0
Negotiated Specific & Recoveries                  -1,109      -1,381          -5,134              -5,046          -5,021       -5,139       -5,469       -5,675


Gross Expenditures including Negotiated
Specific & Recoveries                             16,225      17,462          15,379              14,281          16,309       17,425       22,206       22,872


Tax Levy Prior to Allocations                     15,667      17,133          14,961              13,659          15,716       16,823       21,594       22,251


Allocations and Recoveries                       -14,052     -16,158         -13,407             -13,066         -13,672      -14,371      -18,945      -19,446


Net Levy                                           1,615            975          1,554                 593         2,044        2,452        2,650        2,805




                                                                           271
                                                                 Financial Summary

    Construction & Design


                                        2005           2006           2007             2007          2008          2009          2010          2011
                                       Actual         Actual         Budget          Forecast       Request       Outlook       Outlook       Outlook

Expenditures
   Salaries and Benefits                        692            766            887           868         1,173          1,208         1,319         1,358
   Program Specific Expenses                      0              0              0             0             0              0             0             0
   Professional Contracted Services              -0              0              0             0             0              0             0             0
   General Expenses                              43             66             65            52            93             94            97            98
   Occupancy Costs                                0             13             19            13            13             13            13            14
   Internal Charges/Recoveries                    0              0              0             0             0              0             0             0
   Minor Capital                                  9              2              5             0            15             15            20            15
Expenditures                                    744            848            976           933         1,294          1,330         1,449         1,485



Financing Costs, Contrib to Reserves
    Financing Costs                               0              0              0             0             0             0             0             0
    Contribution to Reserves                      0              0              0             0             0             0             0             0
    Contribution to Capital                     163            244            244           244           244           244           244           244
Financing Costs, Contrib to Reserves            163            244            244           244           244           244           244           244

Gross Expenditures                              906       1,092           1,220           1,177         1,538          1,574         1,693         1,729

Revenues
   Grant Subsidies                                0              0               0            0             0              0             0             0
   User Fees                                      0              0               0            0             0              0             0             0
   Fees and Charges                               0              0               0            0             0              0             0             0
   Development Charges                            0              0               0            0             0              0             0             0
   Contribution from Reserves                   -11            -11             -11          -11           -11            -11           -11           -11
   Third Party Recoveries                         0              0               0            0             0              0             0             0
Revenues                                        -11            -11             -11          -11           -11            -11           -11           -11


Negotiated Specific & Recoveries
   Negotiated Specific                         0              0                  0            0             0             0             0             0
   Intra Charges and Recoveries             -213           -351               -689         -620          -756          -778          -802          -826
   Capital Recoveries                          0              0                  0            0             0             0             0             0
   Other Recoveries                            0              0                  0            0             0             0             0             0
Negotiated Specific & Recoveries            -213           -351               -689         -620          -756          -778          -802          -826



Gross Expenditures incl Negotiated
Specific & Recoveries                           693            741            531           557           783           796           891           903


Tax Levy Prior to Allocations                   682            730            521           546           772           785           880           892


Allocations and Recoveries                       0              0               0               0             0             0             0             0


Net Levy                                        682            730            521           546           772           785           880           892




                                                                          272
                                                                 Financial Summary

    Accomodation & Planning


                                        2005           2006           2007           2007           2008          2009          2010          2011
                                       Actual         Actual         Budget         Actual         Request       Outlook       Outlook       Outlook

Expenditures
   Salaries and Benefits                        443            376            500            393         497           627           738           760
   Program Specific Expenses                      0              0              0              0           0             0             0             0
   Professional Contracted Services               5              0             25             11          25            25            25            25
   General Expenses                              50             43             68             46          66            70            75            75
   Occupancy Costs                                0              0              0              0           0             0             0             0
   Internal Charges/Recoveries                    0              0              0              0           0             0             0             0
   Minor Capital                                  0              0              6              0           3             8             3             3
Expenditures                                    499            419            599            450         591           730           840           863



Financing Costs, Contrib to Reserves
    Financing Costs                              0              -0              0             0              0             0             0             0
    Contribution to Reserves                     0               0              0             0              0             0             0             0
    Contribution to Capital                      0               0              0             0              0             0             0             0
Financing Costs, Contrib to Reserves             0              -0              0             0              0             0             0             0

Gross Expenditures                              499            419            599            450         591           730           840           863

Revenues
   Grant Subsidies                                0              0              0              0           0             0             0             0
   User Fees                                      0              0              0              0           0             0             0             0
   Fees and Charges                               0              0              0              0           0             0             0             0
   Development Charges                            0              0              0              0           0             0             0             0
   Contribution from Reserves                   -16            -16            -16            -16         -16           -16           -16           -16
   Third Party Recoveries                         0              0              0              0           0             0             0             0
Revenues                                        -16            -16            -16            -16         -16           -16           -16           -16


Negotiated Specific & Recoveries
   Negotiated Specific                           0              0               0             0              0             0             0             0
   Intra Charges and Recoveries                  0              0               0             0              0             0             0             0
   Capital Recoveries                            0              0               0             0              0             0             0             0
   Other Recoveries                              0              0               0             0              0             0             0             0
Negotiated Specific & Recoveries                 0              0               0             0              0             0             0             0



Gross Expenditures incl Negotiated
Specific & Recoveries                           499            419            599            450         591           730           840           863


Tax Levy Prior to Allocations                   483            403            583            434         575           714           824           847


Allocations and Recoveries                       0              0               0              0             0             0             0             0


Net Levy                                        483            403            583            434         575           714           824           847




                                                                          273
                                                               Financial Summary

    Energy


                                        2005         2006           2007            2007           2008          2009          2010          2011
                                       Actual       Actual         Budget          Actual         Request       Outlook       Outlook       Outlook

Expenditures
   Salaries and Benefits                        0            327            474             408         418           508           523           538
   Program Specific Expenses                    0              0              0               0           0             0             0             0
   Professional Contracted Services             0              0              0               0          50            50            50            50
   General Expenses                             0             38             38              23          47            49            49            50
   Occupancy Costs                              0              0              0               0           0             0             0             0
   Internal Charges/Recoveries                  0              0              0               0           0             0             0             0
   Minor Capital                                0              0              0               0           0             5            -5             0
Expenditures                                    0            364            512             431         515           612           617           638



Financing Costs, Contrib to Reserves
    Financing Costs                             0             0               0              0              0             0             0             0
    Contribution to Reserves                    0             0               0              0              0             0             0             0
    Contribution to Capital                     0             0               0              0              0             0             0             0
Financing Costs, Contrib to Reserves            0             0               0              0              0             0             0             0

Gross Expenditures                              0            364            512             431         515           612           617           638

Revenues
   Grant Subsidies                              0            -12               0              0           0             0             0             0
   User Fees                                    0              0               0              0           0             0             0             0
   Fees and Charges                             0            -20             -40            -36         -20           -20           -20           -20
   Development Charges                          0              0               0              0           0             0             0             0
   Contribution from Reserves                   0             -2              -2             -1          -1            -1            -1            -1
   Third Party Recoveries                       0              0               0              0           0             0             0             0
Revenues                                        0            -34             -42            -37         -21           -21           -21           -21


Negotiated Specific & Recoveries
   Negotiated Specific                          0        -151               -181        -181           -104          -107          -110          -114
   Intra Charges and Recoveries                 0         -98                -98         -40           -107          -110          -114          -117
   Capital Recoveries                           0           0                  0           0              0             0             0             0
   Other Recoveries                             0           0                  0           0              0             0             0             0
Negotiated Specific & Recoveries                0        -249               -279        -221           -211          -217          -224          -231



Gross Expenditures incl Negotiated
Specific & Recoveries                           0            115            233             210         304           395           394           407


Tax Levy Prior to Allocations                   0            82             192             173         283           374           373           386


Allocations and Recoveries                      0             0               0              0              0             0             0             0


Net Levy                                        0            82             192             173         283           374           373           386




                                                                        274
                                                                Financial Summary

    Facilities Management


                                        2005           2006          2007            2007        2008         2009         2010         2011
                                       Actual         Actual        Budget          Actual      Request      Outlook      Outlook      Outlook

Expenditures
   Salaries and Benefits                   1,740          1,856          2,208          2,110       2,393        2,700        3,108        3,342
   Program Specific Expenses                   8            203             40             15          38           38           38           38
   Professional Contracted Services          195            248            409            326         406          413          420          428
   General Expenses                          287            285            205            287         302          313          327          335
   Occupancy Costs                         7,090          8,452          9,802          8,929      10,171       10,452       10,736       11,032
   Internal Charges/Recoveries                 0              0              0              0           0            0            0            0
   Minor Capital                              26             10             16             19          16           31           11           11
Expenditures                               9,346         11,054         12,680         11,686      13,326       13,947       14,640       15,185



Financing Costs, Contrib to Reserves
    Financing Costs                        2,153          1,698            733            734         600           920        5,081        5,307
    Contribution to Reserves               3,451          3,404          3,906          3,869       3,869         3,869        3,869        3,869
    Contribution to Capital                    0              0              0              0           8             8            8            8
Financing Costs, Contrib to Reserves       5,604          5,102          4,639          4,603       4,477         4,797        8,958        9,184

Gross Expenditures                        14,950         16,156         17,319         16,289      17,803       18,744       23,598       24,369

Revenues
   Grant Subsidies                            -6              0                 0           0           0            0            0            0
   User Fees                                   0              0                 0           0           0            0            0            0
   Fees and Charges                         -190           -122              -100        -110         -89          -89          -89          -89
   Development Charges                         0              0                 0           0           0            0            0            0
   Contribution from Reserves                -44            -43               -43         -42         -42          -42          -42          -42
   Third Party Recoveries                      0              0               -96        -168        -303         -312         -321         -331
Revenues                                    -240           -165              -239        -320        -434         -443         -452         -462


Negotiated Specific & Recoveries
   Negotiated Specific                          -93            56       -3,060         -2,981       -2,972       -3,003       -3,273       -3,418
   Intra Charges and Recoveries                   0             0         -355           -367         -339         -347         -355         -363
   Capital Recoveries                             0             0            0              0            0            0            0            0
   Other Recoveries                               0             0            0              0            0            0            0            0
Negotiated Specific & Recoveries                -93            56       -3,415         -3,348       -3,311       -3,350       -3,628       -3,781



Gross Expenditures incl Negotiated
Specific & Recoveries                     14,857         16,212         13,905         12,941      14,491       15,394       19,970       20,588


Tax Levy Prior to Allocations             14,617         16,047         13,666         12,621      14,057       14,950       19,517       20,126


Allocations and Recoveries               -14,052        -16,158        -13,407        -13,066      -13,672      -14,371      -18,945      -19,446


Net Levy                                        565        -111              259         -445         385          579          572          680




                                                                         275
Budget Variance Explanation
 Property Services Branch



Budget Change Explanations (2008/2007)                                                Gross Expenditure         Net Tax Levy
                                                                                     ($000's)        %        ($000's)     %

 2007 Departmental Restated Budget excl Interdept'l Allocations                      15,135                   14,717
 and Cont'n to Capital

 1 Base Increase

         Salaries & Benefits                                                                  176     1.2%         176      1.2%
         Decrease in Capital Recoveries                                                        22     0.1%          22      0.2%
         O&M, Contracted & General Expenses - non-controllable increases on
         various contracted services, utilities, building rent                                 585     3.9%        586       4.0%
         Increase in R&M required for Bales Drive                                               32     0.2%         32       0.2%
         Decrease in Debt Financing Charges                                                   -133    -0.9%       -133      -0.9%
         Decrease in Fees & Charges - EEMS licences                                              0     0.0%         20       0.1%
         Increase in Sundry Revenue - Cafeteria Commission at Admin Centre                       0     0.0%        -26      -0.2%
         Decrease in Lease Rental Revenue and contrib. to Childrens Ctr Reserve                -37    -0.2%          1       0.0%
         Increase in Revenue recovered from external parties at Oak Ridges                       0     0.0%       -214      -1.5%
         Negotiated Specific Recoveries                                                          3     0.0%          3       0.0%

                                                                                              649     4.3%         467      3.2%
     Efficiencies/Program Reductions
         O&M, Contracted & General Expenses                                                   -139    -0.9%       -132      -0.9%
         One-time Capital Costs - furniture budgets for 2007 new FTEs                          -11    -0.1%        -11      -0.1%
         Temporary Environment Engineer (CCATF) Term Ended                                     -76    -0.5%        -76      -0.5%
         Utilities & Grounds Maint costs taken over by Landlord 2008                           -94    -0.6%        -94      -0.6%
         EMS Woodbine Premises vacated in 2007                                                 -28    -0.2%        -28      -0.2%
         Negotiated Specific Recoveries                                                        268     1.8%        268       1.8%

                                                                                               -79    -0.5%         -72     -0.5%
     Mandatory/Legislated
        None

                                                                                                0     0.0%             0    0.0%
     Annualization
        New premises from the Town Of Newmarket                                               109     0.7%         109      0.7%
        (to be recovered via allocation once tenants are known)
                                                                                              109     0.7%         109      0.7%
                                                                        Total Base            679     4.5%         504      3.4%
 2 Growth
      FTEs:
      Space & Furniture Move Specialist                                                        73     0.5%          73      0.5%
      Project Coordinator Rehabs                                                              103     0.7%         103      0.7%
      Engineer Technical Projects                                                             120     0.8%         120      0.8%
      Senior Building Operator Vaughan Transit Garage                                          79     0.5%          79      0.5%



                                                                                              374     2.5%         374      2.5%


         Less Recovery:
         Project Coordinator Rehabs Capital PM Fees                                            -98    -0.6%         -98     -0.7%
         Senior Building Operator Vaughan Transit Garage, charged to T&W capital               -82    -0.5%         -82     -0.6%
                                                                                           -180       -1.2%       -180      -1.2%



                                                                   Total Growth               194     1.3%         194      1.3%
 3 Enhancements
      Innitiatives:
      Energy Procurement Consulting Budget                                                     50     0.3%          50      0.3%

                                                           Total Enhancements                  50     0.3%          50      0.3%
 4 2007 Total with Base, Growth and Enhancements                                         16,057       6.1%      15,465      5.1%


 5       Interdepartmental Allocations                                                   -13,672     -90.3%     -13,672    -92.9%
         2007 Contribution to Capital                                                        244       1.6%         244      1.7%
 6       2008 Contribution to Capital Increase                                                 8       0.1%           8      0.1%

 7 2008 Business Plan Total                                                               2,637      -82.6%      2,044     -86.1%




                                                                  276
Efficiencies/Program Reductions
Property Services Branch


                                                                                                     Reductions
                                                                                                      ($000's)
Description                                                                          FTE          Gross        Net

One Time Cost Reductions(1)

Furniture & Equipment                                                                                (11.0)       (11.0)




Efficiencies(2)

EMS Woodbine Premises vacated in 2007                                                                 (27.5)       (27.5)

Temporary Environment Engineer (CCATF) Term Ended                                                     (75.8)       (75.8)




Program Reductions(3)

O&M, Contracted & General Expenses                                                                   (139.4)      (132.1)

Utilities & Grounds Maint costs taken over by Landlord 2008                                           (94.0)       (94.0)



Less reduction in Negotiated Specific Recoveries                                                      268.2       268.2




TOTAL                                                                                   -           ($79.5)    ($72.2)


Definitions:
(1)
      One time cost reductions: prior year approved funding for one time expenditures
(2)
   Efficiencies: reductions within specific accounts or categories without an impact to service
levels
(3)
  Program Reductions: elimination of programs as a result of discontinued funding or
service level decisions




                                                                        277
Proposed New Staff Summary
Property Services Branch

                                                                                                    Cost Savings /
                                                                         Type of                       Revenue
                                                                          FTE's    Gross     Net     Generated by
Category/Description                                         # of FTE's (B/G/E/C) ($000's) ($000's) FTE's ($ 000's)                                   Outcomes/Benefits Achieved


                                                                                                                      This position will provide enhanced customer service to clients and will allow the space
                                                                                                                      designers to provide a higher quality design service and enable a higher priority to be given to
                                                                                                                      strategic initiatives. It will help meet increased client demand (approx. 1,000 requests
Space & Furniture Move Specialist                              1.00         G       $72.6   $72.6                     annually) for space and furniture procurement.


                                                                                                                      This position will enable Property Services to manage the large number of capital projects
                                                                                                                      resulting from the ongoing BCAs and maintain the rehabilitation project schedule. Deferring
                                                                                                                      projects may place assets at risk, exposing compliance and safety issues and may result in
Project Coordinator Rehabs                                     1.00         G      $102.7    $0.0                     higher long term costs. Recovered in full via PM Fees to Capital Projects
                                                                                                                      This position will support the Region's Sustainable Building Policy (LEED), reviewing
                                                                                                                      mechanical and electrical drawings and specifications. In addition, this position will also be
                                                                                                                      responsible for project managing on-going energy retro-fit projects as well as managing the
                                                                                                                      development and maintenance of the Branch Technical Standards and reviewing contract
Engineer Technical Projects                                    1.00         G      $119.7   $119.7                    documents.


                                                                                                                      This position is a negotiated specific with T&W Transit who are in the process of acquiring a
                                                                                                                      new Transit Garage in Vaughan. This 250,000 sqaure foot facility will require a full time on-
                                                                                                                      site Building Operator to manage site inspection, maintenance and repair. Similar positiona
Senior Building Operator Vaughan Transit Garage                1.00         G       $79.0    $0.0                     alreasy exist at the Admin Building, South Service Centre and Bales.




                                                                                   $374.0   $192.3

Note: Expenses include Travel, Phone, IT & Furniture Costs




                                                                                                     278
                                                     Outlook Pressures
Property Services Branch

                                ($ 000's)                             2009                        2010                         2011
                                                             Gross           Net         Gross           Net          Gross           Net

  Base
    Salaries and Benefits                                            155           155        160            160           165               165
    Professional Contracted Services                                   7             7          7              7             7                 7
    General Expenses                                                   5             5          5              5             6                 6
    Occupancy Costs                                                  281           281        284            296           294               294
    Internal Charges/Recoveries                                        0             0          0              0             0                 0
    Minor Capital                                                      0             0          0              0            10                10
    Financing Costs                                                  320           320      4,161          4,161           226               226
    Negotiated Specific Recoveries                                   -82           -82       -101           -101          -105              -105
    Departmental Recoveries                                          -36           -36        -37            -37           -38               -38



                                                                     651           651      4,479          4,491              565           565
  Efficiencies/Program Reductions




                                                                      0             0             0              0             0              0
  Mandatory/Legislated




                                                                      0             0             0              0             0              0
  Annualization




                                                                      0             0             0              0             0              0
  Growth
     Staff to meet growth in service pressures                       342           342        392               392           164           164
     Support staff to meet growth within Property Services           123           123          0                 0             0             0
     Negotiated Specific Recoveries                                    0             0       -192              -192           -63           -63




                                                                     465           465           200           200            101           101
  Enhancement
    Support staff to meet growth within Property Services             0             0            101           101             0              0




                                                                      0             0            101           101             0              0

  Projected Outlook Expenditures                                1,116          1,116        4,781          4,793              666           666




                                                                     279
                                                      Corporate Services
                                        Property Services Branch/Facilities Management
Efficiency

                                             South Service Centre Cost per Square Foot
                                     53.0

                   Cost in Dollars   43.0

                                     33.0

                                     23.0

                                     13.0

                                      3.0
                                             2003     2004     2005      2006     2007     2008   2009    2010    2011
                                            Actual   Actual   Actual    Actual   Actual   Budget Outlook Outlook Outlook
         Cost per Square Foot               $35.32   $36.43   $35.82    $36.69   $38.14   $39.70   $40.58   $41.44   $42.34
         % Increase                                  3.20%    -1.70%    2.40%    3.80%    4.10%    2.20%    2.10%    2.20%
         Budget                                               $35.00    $37.31   $39.26


     Source: Numerator: The total costs of operating the South Services Centre including lease, janitorial, repair &
     maintenance of building and equipment, security, staffing and benefits. Financing costs for building
     improvements and furniture & equipment are not included.
     Denominator: Gross # of square feet of 111,656.


Explanations:

       2007 Actual v. Past year/years:
       Costs have increased by approximately $150k from 2006 to 2007. This increase is due to the
       following:
            x 72k increase in staff costs due to a long term vacancy in 2006
            x 70k increase in rent
       In general, the costs that the Region controls to operate the South Service Centre have remained
       fairly consistent between 2003 through 2007. The overall cost per square foot is increasing
       steadily year on year. Rising costs include contract costs, lease costs and utility prices
       (particularly natural gas), of which the Region has little control over.

       2007 v. Budget:
       Budget underspends were experienced in 2007 due to actual hydro costs being lower than
       budgeted. Hydro budgets had not been adjusted in 2007 to reflect energy management initiatives
       undertaken at the building. The 2008 budget has been adjusted.

       Outlook years :
       Over time, the cost to operate the South Service Centre will continue to increase due to the
       added costs of maintaining an aging building and the increased costs of labour and utilities, as
       well as the increase in leasing and contract costs.




                                                                       280
                                                   Corporate Services
                                     Property Services Branch/Facilities Management
Efficiency
                                           Administrative Centre Cost per Square Foot
                                    8.0

                                    7.0
                  Cost in Dollars
                                    6.0

                                    5.0

                                    4.0

                                    3.0
                                           2003     2004     2005      2006     2007     2008   2009    2010    2011
                                          Actual   Actual   Actual    Actual   Actual   Budget Outlook Outlook Outlook
        Cost per Square Foot              $5.40    $5.83    $5.69     $5.83    $6.28    $6.75   $6.95   $7.17   $7.43
        % Increase                                 8.00%    -2.40%     2.5%    7.6%      7.6%   3.0%    3.2%    3.5%
        Budget                                              $5.78     $5.76    $5.93

      Source: Numerator: The total costs of operating the Administrative Centre including grounds maintenance,
      security, repairs and maintenance of the building and equipment, as well as staffing salaries & benefits for FTE’s
      plus casual staff. Financing costs for building improvements and contribution to reserves are not included.
      Denominator: Gross # of square feet of 497,600.



Explanations:

       2007 Actual v. Past year/years:
       Although the actual cost per square foot has fluctuated in recent years, the overall trend is an
       increase in costs.
       Commodity driven utility prices (particularly natural gas) continue to rise, with fluctuations year to
       year depending on the weather patterns and temperatures. Property Services implemented
       energy management initiatives throughout 2006 which resulted in reduced energy consumption
       for the year of approx 14%. While consumption levels have fallen further in 2007 after a full year
       with the energy efficiency initiatives in place, utilities prices are still rising at a fast rate. As a result
       the cost of utilities in 2007 was very similar to that in 2006, despite a significant reduction in
       consumption levels.
       The increase over 2006 expenditure is due to employee related expenditure, including the
       addition of one new position in 2007 and the realignment of some labour costs.


       2007 v. Budget:
       Budget overspends were experienced in 2007 due to the following:
          x the realignment of some labour costs plus an increase in spending on casual salaries for
               cleaning staff ($130k in total)
          x costs for material shredding were higher than expected ($60k)

       Outlook years:
       Overall costs are expected to rise in the outlook years due to the increasing cost of labour,
       utilities and repairs & maintenance of a facility that is now over 10 years old.




                                                                     281
282
                                                              Financial Summary
    Corporate Services - Human Resource Services Roll-Up


                                                                                      Tax Levy prior to Allocations

                                              2005         2006         2007             2007            2008          2009            2010          2011
                                             Actual       Actual       Budget          Forecast         Request       Outlook         Outlook       Outlook

             Program HRS                        4,302        4,527        5,779              5,101           5,993        6,466           6,728         7,108
             Program WSIB                           0            0            0                  0               1            0              (0)           (0)
             Program LTD                         (275)          43            0                  0               0           (0)             (0)            0

             Net Levy                           4,027        4,570        5,779              5,101           5,994        6,466           6,727         7,108




                                              2005         2006         2007              2007           2008          2009            2010          2011
                                             Actual       Actual       Budget            Actual         Request       Outlook         Outlook       Outlook

Expenditures
   Salaries and Benefits                        4,264        4,509        5,146              4,705           5,466        5,901           6,165         6,538
   Program Specific Expenses                        0            0            0                  1               0            0               0             0
   Professional Contracted Services               255          366          548                345             579          592             605           619
   General Expenses                             1,451        1,982        2,236              2,287           2,778        2,886           2,999         3,116
   Occupancy Costs                                 13           12           13                 13              14           14              15            15
   Internal Charges/Recoveries                      0            0            0                  0               0            0               0             0
   Minor Capital                                   46            9           35                  9              22           52              42            42
Expenditures                                    6,029        6,878        7,978              7,360           8,859        9,445           9,826        10,331



Financing Costs, Contributions to Reserves
    Financing Costs                                 0            0            0                  0               0            0               0             0
    Contribution to Reserves                    4,674        4,539        5,886              4,967           5,777        5,918           6,062         6,209
    Contribution to Capital                         0            0            0                  0               0            0               0             0
Financing Costs, Contributions to Reserves      4,674        4,539        5,886              4,967           5,777        5,918           6,062         6,209

Gross Expenditures                              10,703      11,417       13,864             12,327          14,636       15,363          15,888        16,540

Revenues
   Grant Subsidies                                  0            0            0                  0               0            0               0             0
   User Fees                                        0            0            0                  0               0            0               0             0
   Fees and Charges                               (59)         (37)         (10)               (26)            (20)         (20)            (20)          (20)
   Development Charges                              0            0            0                  0               0            0               0             0
   Contribution from Reserves                    (139)        (103)        (103)              (104)           (103)        (103)           (103)         (103)
   Third Party Recoveries                           0            0            0                  0               0            0               0             0
Revenues                                         (198)        (140)        (113)              (130)           (123)        (123)           (123)         (123)


Negotiated Specific & Recoveries
   Negotiated Specific                            (365)        (396)          68                68              35           36              37            38
   Departmental Recoveries                         (36)         (37)         (41)              (41)            (49)         (50)            (52)          (54)
   Capital Recoveries                                0            0            0                 0               0            0               0             0
   Other Recoveries                             (6,078)      (6,275)      (8,000)           (7,124)         (8,506)      (8,761)         (9,024)       (9,295)
Negotiated Specific & Recoveries                (6,479)      (6,708)      (7,973)           (7,097)         (8,520)      (8,776)         (9,039)       (9,310)



Gross Expenditures including Negotiated
Specific & Recoveries                           4,224        4,709        5,891              5,230           6,116        6,588           6,849         7,230


Tax Levy Prior to Allocations                   4,026              0      5,778              5,100           5,993        6,465           6,726         7,107


Allocations and Recoveries                      (4,515)      (4,844)      (5,779)           (5,779)         (5,993)      (6,465)         (6,726)       (7,107)


Net Levy                                         (489)        (275)             (1)           (679)               0             (0)             0             (0)




                                                                        283
                                                             Financial Summary

    Corporate Services - Human Resource Services


                                        2005         2006         2007         2007         2008          2009            2010            2011
                                       Actual       Actual       Budget       Actual       Request       Outlook         Outlook         Outlook

Expenditures
   Salaries and Benefits                  3,740        3,898        4,446        4,138         4,705         5,117           5,358           5,707
   Program Specific Expenses                  0            0            0            1             0             0               0               0
   Professional Contracted Services         187          245          357          232           356           364             372             381
   General Expenses                         908          928        1,087          881         1,089         1,114           1,139           1,164
   Occupancy Costs                           13           12           13           13            14            14              15              15
   Internal Charges/Recoveries                0            0            0            0             0             0               0               0
   Minor Capital                             45            9           29            6            16            46              36              36
Expenditures                              4,893        5,092        5,932        5,271         6,180         6,655           6,920           7,303



Financing Costs, Contrib to Reserves
    Financing Costs                             1            1            1            1             1             1               1               1
    Contribution to Reserves                    0            0            0            0             0             0               0               0
    Contribution to Capital                     0            0            0            0             0             0               0               0
Financing Costs, Contrib to Reserves            1            1            1            1             1             1               1               1

Gross Expenditures                        4,894        5,093        5,933        5,272         6,181         6,656           6,921           7,304

Revenues
   Grant Subsidies                            0            0            0            0             0             0               0               0
   User Fees                                  0            0            0            0             0             0               0               0
   Fees and Charges                         (59)         (37)         (10)         (26)          (10)          (10)            (10)            (10)
   Development Charges                        0            0            0            0             0             0               0               0
   Contribution from Reserves              (132)         (96)         (96)         (97)          (96)          (96)            (96)            (96)
   Third Party Recoveries                     0            0            0            0             0             0               0               0
Revenues                                   (191)        (133)        (106)        (123)         (106)         (106)           (106)           (106)


Negotiated Specific & Recoveries
   Negotiated Specific                     (365)        (396)           (7)          (7)         (33)          (34)            (35)            (36)
   Intra Charges and Recoveries             (36)         (37)          (41)         (41)         (49)          (50)            (52)            (54)
   Capital Recoveries                         0            0             0            0            0             0               0               0
   Other Recoveries                           0            0             0            0            0             0               0               0
Negotiated Specific & Recoveries           (401)        (433)          (48)         (48)         (82)          (84)            (87)            (90)



Gross Expenditures incl Negotiated
Specific & Recoveries                     4,493        4,660        5,885        5,224         6,099         6,572           6,834           7,214


Tax Levy Prior to Allocations             4,302        4,527        5,779        5,101         5,993         6,466           6,728           7,108


Allocations and Recoveries                (4,515)      (4,844)      (5,779)      (5,779)      (5,993)       (6,466)         (6,728)         (7,108)


Net Levy                                   (213)        (317)             0       (678)              0             (0)             (0)             0




                                                                      284
                                                                Financial Summary

    Corporate Services HRS - Workers Compensation


                                        2005           2006           2007            2007            2008            2009            2010            2011
                                       Actual         Actual         Budget         Forecast         Request         Outlook         Outlook         Outlook

Expenditures
   Salaries and Benefits                    360            367            388             299              410             422             435             448
   Program Specific Expenses                  0              0              0               0                0               0               0               0
   Professional Contracted Services          34             54            109              56              109             111             114             117
   General Expenses                         540          1,042          1,119           1,389            1,655           1,738           1,825           1,916
   Occupancy Costs                            0              0              0               0                0               0               0               0
   Internal Charges/Recoveries                0              0              0               0                0               0               0               0
   Minor Capital                              1              0              6               3                6               6               6               6
Expenditures                                935          1,463          1,622           1,747            2,180           2,278           2,380           2,486



Financing Costs, Contrib to Reserves
    Financing Costs                           0              0              0               0               0               0               0               0
    Contribution to Reserves              1,533          1,195          1,010             883             597             582             565             546
    Contribution to Capital                   0              0              0               0               0               0               0               0
Financing Costs, Contrib to Reserves      1,533          1,195          1,010             883             597             582             565             546

Gross Expenditures                        2,468          2,658          2,632           2,630            2,777           2,860           2,945           3,032

Revenues
   Grant Subsidies                               0              0              0                0               0               0               0               0
   User Fees                                     0              0              0                0               0               0               0               0
   Fees and Charges                              0              0              0                0               0               0               0               0
   Development Charges                           0              0              0                0               0               0               0               0
   Contribution from Reserves                   (7)            (7)            (7)              (7)             (7)             (7)             (7)             (7)
   Third Party Recoveries                        0              0              0                0               0               0               0               0
Revenues                                        (7)            (7)            (7)              (7)             (7)             (7)             (7)             (7)


Negotiated Specific & Recoveries
   Negotiated Specific                         0              0             75              75              68              70              72              74
   Intra Charges and Recoveries                0              0              0               0               0               0               0               0
   Capital Recoveries                          0              0              0               0               0               0               0               0
   Other Recoveries                       (2,461)        (2,651)        (2,700)         (2,698)         (2,837)         (2,922)         (3,010)         (3,100)
Negotiated Specific & Recoveries          (2,461)        (2,651)        (2,625)         (2,623)         (2,769)         (2,852)         (2,938)         (3,026)



Gross Expenditures incl Negotiated
Specific & Recoveries                           7              7              7                7               8               7               7               7


Tax Levy Prior to Allocations                   0              0              0                0               1               0               (0)             (0)


Allocations and Recoveries                      0              0              0                0               0               0               0               0


Net Levy                                        0              0              0                0               1               0               (0)             (0)




                                                                          285
                                                              Financial Summary

    Corporate Services HR - Long Term Disability


                                        2005         2006          2007          2007          2008          2009            2010            2011
                                       Actual       Actual        Budget       Forecast       Request       Outlook         Outlook         Outlook

Expenditures
   Salaries and Benefits                    164          244           312           268           351           362             372             384
   Program Specific Expenses                  0            0             0             0             0             0               0               0
   Professional Contracted Services          34           67            82            57           114           117             119             122
   General Expenses                           3           12            30            17            34            35              36              36
   Occupancy Costs                            0            0             0             0             0             0               0               0
   Internal Charges/Recoveries                0            0             0             0             0             0               0               0
   Minor Capital                              0            0             0             0             0             0               0               0
Expenditures                                201          323           424           342           499           513             527             542



Financing Costs, Contrib to Reserves
    Financing Costs                           0            0             0             0              0             0               0               0
    Contribution to Reserves              3,141        3,344         4,876         4,084          5,180         5,336           5,497           5,663
    Contribution to Capital                   0            0             0             0              0             0               0               0
Financing Costs, Contrib to Reserves      3,141        3,344         4,876         4,084          5,180         5,336           5,497           5,663

Gross Expenditures                        3,342        3,667         5,300         4,426          5,679         5,849           6,024           6,205

Revenues
   Grant Subsidies                              0            0             0              0           0             0               0               0
   User Fees                                    0            0             0              0           0             0               0               0
   Fees and Charges                             0            0             0              0         (10)          (10)            (10)            (10)
   Development Charges                          0            0             0              0           0             0               0               0
   Contribution from Reserves                   0            0             0              0           0             0               0               0
   Third Party Recoveries                       0            0             0              0           0             0               0               0
Revenues                                        0            0             0              0         (10)          (10)            (10)            (10)


Negotiated Specific & Recoveries
   Negotiated Specific                         0            0             0             0             0             0               0               0
   Intra Charges and Recoveries                0            0             0             0             0             0               0               0
   Capital Recoveries                          0            0             0             0             0             0               0               0
   Other Recoveries                       (3,617)      (3,624)       (5,300)       (4,426)       (5,669)       (5,839)         (6,014)         (6,195)
Negotiated Specific & Recoveries          (3,617)      (3,624)       (5,300)       (4,426)       (5,669)       (5,839)         (6,014)         (6,195)



Gross Expenditures incl Negotiated
Specific & Recoveries                      (275)             43            0              0         10            10              10              10


Tax Levy Prior to Allocations              (275)             43            0              0             0             (0)             (0)             0


Allocations and Recoveries                      0            0             0              0             0             0               0               0


Net Levy                                   (275)             43            0              0             0             (0)             (0)             0




                                                                       286
Budget Variance Explanation
 Corporate Services - HRS



Budget Change Explanations (2008/2007)                                                      Gross                     Net Tax Levy
                                                                                 ($000's)           %            ($000's)          %

 2007 Departmental Budget excl Interdept'l Allocations and Cont'n to Capital      5,893                           5,779

 1 Base
          Salaries & Benefits Increase                                                      263           4.5%              263          4.6%
          Increase in Salaries & Benefits Recoveries                                       (24)         (0.4%)             (24)        (0.4%)
          Increase in Program Related Costs/General Expenses                                 88           1.5%               88          1.5%
          Decrease in Negotiated Specifics Costs                                           (16)         (0.3%)             (16)        (0.3%)
          Increase in Fees and Charges                                                        0           0.0%               (9)       (0.2%)
          WSIB - Increased Schedule 2 Costs                                                 536           9.1%              536          9.3%
          WSIB - Increased Cost Recovery                                                  (137)         (2.3%)            (137)        (2.4%)
          WSIB - Decreased Contribution to Reserve                                        (413)         (7.0%)            (413)        (7.0%)
          LTD - Increased Recovery                                                        (369)         (6.3%)            (369)        (6.4%)
          LTD - Increased Contribution to Reserve                                           335           5.7%              335          5.7%
                                                                                            264           4.5%              255          4.4%
     Efficiencies/Program Reductions
           One-time start-up costs                                                          (13)        (0.2%)             (13)        (0.2%)
           Purchase of equipment                                                             (3)        (0.1%)              (3)        (0.1%)
           Consultant fees                                                                  (10)        (0.2%)             (10)        (0.2%)
           Summer student                                                                    (2)        (0.0%)              (2)        (0.0%)
                                                                                            (28)        (0.5%)             (28)        (0.5%)
     Mandatory/Legislated
                                                                                              0          0.0%                 0         0.0%
                                                                                              0          0.0%                 0         0.0%
                                                                                              0          0.0%                 0         0.0%
                                                                                              0          0.0%                 0         0.0%
     Annualization
                                                                                              0          0.0%                 0         0.0%
                                                                                              0          0.0%                 0         0.0%
                                                                    Total Base              236          4.0%              227          3.9%
 2 Growth

          Casual staff to support LTD Program                                                 21          0.4%               21          0.4%
          Funding from LTD Reserve for casual staff                                         (21)        (0.4%)             (21)        (0.4%)
          1 FTE - CL/OD Specialist (Funds transferred from Corporate Training
          budget line)                                                                        0          0.0%                 0         0.0%
                                                                                              0          0.0%                 0         0.0%
                                                                                              0          0.0%                 0         0.0%
                                                                  Total Growth                0          0.0%                 0         0.0%
 3 Enhancements

          Substance Abuse Program                                                             11          0.2%               11          0.2%
          Funding from LTD Reserve for Substance Abuse Program                              (11)        (0.2%)             (11)        (0.2%)
                                                                                               0          0.0%                0          0.0%
                                                                                               0          0.0%                0          0.0%
                                                                                               0          0.0%                0          0.0%
                                                                                               0          0.0%                0          0.0%
                                                                                               0          0.0%                0          0.0%
                                                                                               0          0.0%                0          0.0%
                                                                                               0          0.0%                0          0.0%
                                                         Total Enhancements                   0          0.0%                 0         0.0%
 4 2008 Total with Base, Growth and Enhancements                                          6,129          4.0%             6,006         3.9%

 5        Interdepartmental Allocations                                               (6,006)                         (6,006)
          2007 Contribution to Capital
 6        2008 Contribution to Capital Increase                                               0                               0

 7 2008 Business Plan Total                                                                 123     (97.9%)                 (0)    (100.0%)




                                                                       287
Efficiencies/Program Reductions
Department Name


                                                                                                    Reductions
                                                                                                     ($000's)
Description                                                                          FTE          Gross      Net

One Time Cost Reductions(1)

One-time Start-up Costs                                                                              13.0        13.0
Purchase of Equipment                                                                                 3.0          3.0
Consultant Costs                                                                                     10.0        10.0
Efficiencies(2)



Summer Student savings                                                                                2.0          2.0




Program Reductions(3)




TOTAL                                                                                   -            $28.0       $28.0


Definitions:
(1)
      One time cost reductions: prior year approved funding for one time expenditures
(2)
   Efficiencies: reductions within specific accounts or categories without an impact to service
levels
(3)
  Program Reductions: elimination of programs as a result of discontinued funding or
service level decisions




                                                                        288
Proposed New Staff Summary
Department Name
* to be submitted and reviewed by HR prior to submission as Budget request
                                                                                                    Cost Savings /
                                                                            Type of           Net     Revenue
                                                                             FTE's    Gross ($000's Generated by
Category/Description                                            # of FTE's (B/G/E/C) ($000's)  )    FTE's ($ 000's)                             Outcomes/Benefits Achieved



                                                                                                                      To support Disability Managemetn Consultant and Disability Claims
Casual staff to support LTD Program                              Casual       G      $21.0   $21.0                    Coordinator with a variety of clerical intensive tasks - funded from LTD

                                                                                                                      To enhance in-house training capabilities with funds transferred from
Corporate Learning/Organizational Development Specialist          1.00        G       $0.0    $0.0                    Corporate Training budget line




                                                                                                     289
                                                 Outlook Pressures
Department

                              ($ 000's)                               2009                         2010                         2011
                                                             Gross           Net          Gross           Net          Gross           Net

 Base
   Salaries & Benefits Increases                                  156               156         76                76        180               180
   Program Costs Increases                                        121               121        126               126        131               131
   Financing Costs                                                  0                 0          0                 0          0                 0
   Contribution to Reserve                                        141               141        144               144        147               147
   Increase in Occupancy Cost                                       1                 1          1                 1          1                 1
   Additional Negotiated Specific Costs                             1                 1          2                 2          1                 1
   Increase in Departmental Recoveries                             -1                -1         -2                -2         -2                -2
   Increase in Other Recoveries                                  -255              -255       -263              -263       -271              -271

                                                                     164           164             84            84        187               187
 Efficiencies/Program Reductions
     One-time start-up costs                                           0             0            -30            -30           -20            -20




                                                                       0             0            -30            -30           -20            -20
 Mandatory/Legislated




                                                                       0             0              0             0             0              0
 Annualization




                                                                       0             0              0             0             0              0
 Growth

    1 HRMS Functional Analyst (TFT)                                  107           107
    2 new FTE's to keep pace with Regional employee growth           202           202            208           208        213               213




                                                                     309           309            208           208        213               213
 Enhancement




                                                                       0             0              0             0             0              0

 Projected Outlook Expenditures                                      473           473            262           262        380               380




                                                                      290
                                                     Corporate Services Department
                                                       Human Resource Services
Service Level
                                            Ratio of Human Resources Staff to Regional Employee

                                 85
             Num ber of People
                                 80

                                 75

                                 70

                                 65

                                 60
                                       2001     2002     2003     2004      2005      2006     2007   2008   2009    2010    2011
                                      Actual   Actual   Actual   Actual    Actual    Actual   Actual Budget Outlook Outlook Outlook
          Avg. Statistic               64       70       72       73            78    78       69      74      76     80      83
          % Increase                           9.1%     2.8%     1.3%       7.0%     3.8%     -11.0%   7.2%   2.7%   6.6%    3.8%
          Budget                                                                74    76       78

       Source: Nominator - HR staff is defined by the number of full time equivalent Human Resources staff (permanent
       and temporary positions approved or proposed in the budget).
       Denominator - Regional Employee is defined by average monthly headcount (Total Region headcount including all
       regular full-time, regular part-time, temporary, casual, students, paid and unpaid leaves of absence)


What does the graph show?
  x The average number of Regional employees serviced by one Human Resources Services
      employee.

Explanation of KPI Trend
   x From 2001-2006, the Region’s employee population was increasing at a higher rate than that of
      HRS.
   x The ratio of Human Resources staff to Regional Employee is lower for 2007 compared to
      previous years. This can be attributed to the addition of 6.5 HR FTE’s through budget approval
      and in-year conversion to deliver new programs such as Wellness and Recognition.
   x The 2007 Actual is lower than budget due to the addition of HR FTE’s through in-year conversion.
   x Forecasts for 2008 and outlook years are based on historical averaged employee headcount.
   x It is not anticipated that new programs will be added in the outlook years, thereby achieving some
      economies of scale in the coming years.

Comments / Background:
The Conference Board of Canada benchmark for similar sized organizations shows a benchmark of one
HR employee to 67 employees. Our comparative Region’s average is one HR employee to close to 80
Regional Employees. This measure is different in OMBI and takes into account T4’s generated. Many
factors can account for the variance, including number of HR programs delivered by the Branch (eg.
Health Unit), the number of activities outsourced (eg. Training) and the degree of decentralization (eg.
Health & Safety).




                                                                          291
                                                     Corporate Services Department
                                                       Human Resource Services
Efficiency

                                          Human Resources Costs per Regional Employee
                        1,600

                        1,500
      Cost in Dollars




                        1,400

                        1,300

                        1,200

                        1,100
                                 2001    2002      2003     2004     2005      2006     2007   2008   2009    2010    2011
                                Actual   Actual   Actual   Actual   Actual    Actual   Actual Budget Outlook Outlook Outlook
   Avg. Statistic                N/A     1,379    1,273    1,232    1,243     1,218    1,337   1,470   1,472   1,421   1,405
   % Increase                                     -2.9%    -3.20%   0.9%      -2.0%    9.7%    9.9%    0.1%    -3.4%   -1.1%
   Budget                                                  1,245    1,304     1,339    1,503


     Source: Nominator - Total net costs of all HR programs, including salaries before allocations to direct service
     departments.
     Denominator - Regional Employee is defined by Average Monthly Headcount (Total Region headcount including all
     regular fulltime, regular part-time, temporary, casual, students, paid and unpaid leaves of absence). Headcount is
     totalled monthly and averaged on an annual basis plus 10% for YRP.



What does the graph show?
  x The costs per Regional employee for support from Human Resources Services.

Explanation of KPI Trend
   x Cost of HR per employee has remained steady between 2002 and 2006, even with the addition of
      new programs and the increase to salaries and benefits, demonstrating efficiency in delivery of
      HR programs.
   x 2007 Actual program costs are higher compared to previous years due to offsite relocation and
      new leasing costs of the HRS Branch.
   x The HR actual costs were lower than budget for 2007 mostly due to savings in professional and
      contracted services expenditure.
   x Projected higher cost per Regional employee for 2008 is a result of an increase in proposed HR
      program costs.
   x Costs for 2009 and outlook years are estimates based on cost of living increase with the historical
      growth of the Regional employee population factored in.

Comments / Background:
There is no benchmark data on the Human Resource Cost per Regional Employee measure. Most
recently, a similar measure to above was endorsed by OMBI but looks at cost of H.R. per T4 generated
On that measure, York Region is in the middle of the group.

The HR Benchmarking Network Group uses the measure of HR costs as a percentage of the Regional
Operating budget for cost efficiency. Recently OMBI has also begun including a similar measure. On
that measure York Region H.R. costs as a percentage of operating expense are the lowest cost of our
comparators. The attached graph illustrates this measure.




                                                                        292
                             Corporate Services Department
                               Human Resource Services




                     H.R. as % Cost of Operating Expense

                          1.5
Cost as a %




                            1

                          0.5


                            0
                                 2000   2001    2002   2003   2004   2005    2006

              York               0.67   0.55    0.41   0.40   0.34   0.49    0.32

              Municipal           1     0.9     0.8    0.7    0.70    0.6     0.6
              Benchmark

              OMBI                                            0.93   0.629   0.618

              Conference Board   1.00   1.00    1.00   1.00   1.00   1.00    1.00
                                                       Year




                                          293
294
                                                               Financial Summary

    Corporate Services - Legal Services


                                        2005          2006          2007          2007          2008          2009            2010            2011
                                       Actual        Actual        Budget        Actual        Request       Outlook         Outlook         Outlook

Expenditures
   Salaries and Benefits                  1,790         2,093         2,398         2,306          2,890         3,096           3,277           3,375
   Program Specific Expenses                  6             2             3             4             11            11              11              11
   Professional Contracted Services          68            21            73            30             80            80              80              80
   General Expenses                         143           165           197           177            220           225             230             235
   Occupancy Costs                            2             1             2             1              2             2               2               2
   Internal Charges/Recoveries                0             0             0             0              0             0               0               0
   Minor Capital                              9             8            13             8             18            11              11               5
Expenditures                              2,018         2,290         2,686         2,526          3,221         3,425           3,611           3,708



Financing Costs, Contrib to Reserves
    Financing Costs                             18            18            20            20         20            20              21              21
    Contribution to Reserves                     0             0             0             0          0             0               0               0
    Contribution to Capital                      0             0             0             0          0             0               0               0
Financing Costs, Contrib to Reserves            18            18            20            20         20            20              21              21

Gross Expenditures                        2,036         2,308         2,706         2,546          3,241         3,445           3,631           3,729

Revenues
   Grant Subsidies                            0             0             0             0              0             0               0               0
   User Fees                                  0             0             0             0              0             0               0               0
   Fees and Charges                         (88)          (79)          (70)         (100)          (102)         (102)           (102)           (102)
   Development Charges                        0             0             0             0              0             0               0               0
   Contribution from Reserves               (35)          (30)          (30)          (30)           (30)          (30)            (30)            (30)
   Third Party Recoveries                     0             0             0             0              0             0               0               0
Revenues                                   (123)         (109)         (100)         (130)          (132)         (132)           (132)           (132)


Negotiated Specific & Recoveries
   Negotiated Specific                     (632)         (789)         (847)         (816)        (1,141)       (1,175)         (1,210)         (1,247)
   Intra Charges and Recoveries               0             0             0             0             (5)           (5)             (5)             (5)
   Capital Recoveries                         0             0             0             0              0             0               0               0
   Other Recoveries                            0            0             0             0              0             0               0               0
Negotiated Specific & Recoveries           (632)         (789)         (847)         (816)        (1,146)       (1,180)         (1,215)         (1,252)



Gross Expenditures incl Negotiated
Specific & Recoveries                     1,404         1,519         1,859         1,730          2,095         2,265           2,416           2,477


Tax Levy Prior to Allocations             1,281         1,410         1,759         1,600          1,963         2,133           2,284           2,345


Allocations and Recoveries                (1,412)       (1,481)       (1,759)       (1,565)       (1,963)       (2,133)         (2,284)         (2,345)


Net Levy                                   (131)           (71)             0             35             0             (0)             (0)             0




                                                                        295
Budget Variance Explanation
 Corporate Services - Legal Services



Budget Change Explanations (2008/2007)                                                    Gross                     Net Tax Levy
                                                                               ($000's)           %            ($000's)          %

 2007 Departmental Budget excl Interdept'l Allocations and Cont'n to Capital    1,859                           1,759

 1 Base
          Increase in Salaries & Benefits                                                 206         11.1%              206         11.7%
          Increase in Negotiated Specifics Recoveries                                     (74)        (4.0%)             (74)        (4.2%)
          Increase in Program Related Costs                                                 17          0.9%               17          0.9%
          Increase in Intra Charges                                                        (5)        (0.3%)              (5)        (0.3%)
          Increase in Revenue                                                                0          0.0%             (32)        (1.7%)

                                                                                          144          7.7%              112          6.4%
     Efficiencies/Program Reductions
           One-time 2007 start-up cost                                                     (1)        (0.1%)              (1)        (0.1%)
                                                                                             0          0.0%                0          0.0%
                                                                                           (1)        (0.1%)              (1)        (0.1%)
     Mandatory/Legislated
                                                                                            0          0.0%                0          0.0%
                                                                                            0          0.0%                0          0.0%
                                                                                            0          0.0%                0          0.0%
                                                                                            0          0.0%                0          0.0%
     Annualization
                                                                                            0          0.0%                0          0.0%
                                                                                            0          0.0%                0          0.0%
                                                                  Total Base              143          7.7%              111          6.3%
 2 Growth

          1 FTE - Law Clerk (Litigation)                                                   91          4.9%               91          5.2%
          1 FTE - Legal Assistant (Environment & Capital Infrastructure
          Programs) - T&W negotiated specific                                              83           4.5%               83          4.7%
          Recovery from T&W                                                              (81)         (4.4%)             (81)        (4.6%)
          1 FTE - Associate Counsel (Environmental Law) - T&W negotiated                  141           7.6%              141          8.0%
          Recovery from T&W                                                             (141)         (7.6%)            (141)        (8.0%)
                                                                                            0           0.0%                0          0.0%
                                                                                            0           0.0%                0          0.0%
                                                                                            0           0.0%                0          0.0%
                                                                Total Growth               93          5.0%               93          5.3%
 3 Enhancements

                                                                                            0          0.0%                0          0.0%
                                                                                            0          0.0%                0          0.0%
                                                                                            0          0.0%                0          0.0%
                                                                                            0          0.0%                0          0.0%
                                                                                            0          0.0%                0          0.0%
                                                                                            0          0.0%                0          0.0%
                                                                                            0          0.0%                0          0.0%
                                                                                            0          0.0%                0          0.0%
                                                        Total Enhancements                  0          0.0%                0          0.0%
 4 2008 Total with Base, Growth and Enhancements                                        2,095         12.7%             1,963        11.6%

 5        Interdepartmental Allocations                                             (1,963)                         (1,963)
          2007 Contribution to Capital
 6        2008 Contribution to Capital Increase                                             0                              0

 7 2008 Business Plan Total                                                               132     (92.9%)                 (0)   (100.0%)




                                                                     296
Efficiencies/Program Reductions
Corporate Services - Legal Services


                                                                                                    Reductions
                                                                                                     ($000's)
Description                                                                          FTE          Gross      Net

One Time Cost Reductions(1)

2007 Start-up cost                                                                                    1.0          1.0




Efficiencies(2)




Program Reductions(3)




TOTAL                                                                                   -             $1.0         $1.0


Definitions:
(1)
      One time cost reductions: prior year approved funding for one time expenditures
(2)
   Efficiencies: reductions within specific accounts or categories without an impact to service
levels
(3)
  Program Reductions: elimination of programs as a result of discontinued funding or
service level decisions




                                                                        297
Proposed New Staff Summary
Corporate Services - Legal Services
* to be submitted and reviewed by HR prior to submission as Budget request
                                                                                                       Cost Savings /
                                                                            Type of                       Revenue
                                                                             FTE's    Gross     Net     Generated by
Category/Description                                            # of FTE's (B/G/E/C) ($000's) ($000's) FTE's ($ 000's)                             Outcomes/Benefits Achieved

Law Clerk (Litigation)                                            1.00        G       $91.4     $91.4                    To support Senior Counsel Litigation

Legal Assistant (Environment and Infrastructure                                                                          To support Associate Counsel (Environment) - T&W negotiated specific
Programs)                                                         1.00        G       $82.7     $82.7


                                                                                                                         To provide legal support to Transportation and Works Dept. - T&W negotiated
Associate Counsel (Environment Law)                               1.00        G       $ 140.5   $ 140.5                  specific




Note: Expenses include salaries & benefits and start-up costs




                                                                                                        298
                                           Outlook Pressures
Corporate Services - Legal Services

                           ($ 000's)                     2009                          2010                        2011
                                                Gross             Net         Gross           Net         Gross           Net

  Base
    Salaries & Benefits Increases                        87              87            93            93            98            98
    Program Costs Increases                               5               5             5             5             5             5
    Additional Negotiated Specific Recoveries           -34             -34           -35           -35           -37           -37
    Financing Costs                                       0               0             1             1             1             1
    Minor Capital Increases                               0               0             0             0             5             5

                                                        58              58            64            64            72            72
  Efficiencies/Program Reductions
      One-time start-up costs                           -17             -17           -10           -10           -10           -10




                                                        -17             -17           -10           -10           -10           -10
  Mandatory/Legislated




                                                         0               0             0             0             0             0
  Annualization




                                                         0               0             0             0             0             0
  Growth
     1 Admin Clerk                                      77              77
     1 Articling Student                                52              52
     1 Law Clerk                                                                      98            98




                                                        129             129           98            98             0             0
  Enhancement




                                                         0               0             0             0             0             0

  Projected Outlook Expenditures                        170             170           152           152           62            62




                                                                299
                                            Corporate Services Department
                                                Legal Services Branch
Service Level

                                         Satisfaction Rating with Legal Services
                   100


                    90


                    80
               %




                    70


                    60
                           2001     2002      2003     2004     2005     2006     2007   2008   2009    2010    2011
                          Actual   Actual    Actual   Actual   Actual   Actual   Actual Budget Outlook Outlook Outlook
         Avg. Statistic    N/A      70        93       90       96       97       93      97      97       97    97
         % Increase                          32.9%    -3.20%   6.6%     1.0%     -3.0%   2.0%    0.0%     0.0%   0.0%
         Budget                                                 92       93       94


 Source: Random customer surveys; 6 categories are rated and aggregated for a total % satisfaction rate



What does the graph show?
  x Overall satisfaction with Legal Services as rated by Regional clients.

Explanation of KPI Trend
   x Legal Services conducts random surveys (minimum 10/solicitor) annually. Legal Services also
      conducts a full scale department survey bi-annually.
   x 2005 and 2006 customer satisfaction ratings continued to increase.
   x Satisfaction ratings were lower in 2007 compared to previous years as a result of an increase in
      the Branch’s workload (26%).
   x It is anticipated that satisfaction ratings in 2008 and remain consistent in the outlook years due to
      increased staff support for the solicitors.

Comments / Background:
The satisfaction ratings shown above were based on random surveys undertaken between 2003 and
2007.

In 2002, a broad customer service survey was conducted of all Regional Departments and York Regional
Police. The survey was developed collaboratively with the Regional Customer Service Manager. The
overall satisfaction rating was 70%. This was an average of the scores of 6 categories of questions
relating to services. Another full corporate survey was conducted in 2004, enhanced from the 2002
format to align with the common measurement survey tool, and the overall satisfaction rating was 81%.
In the fall of 2007, another full-scale department survey was again undertaken which resulted in a
satisfaction rating of 88%.




                                                               300
                                                    Corporate Services Department
                                                        Legal Services Branch
Service Level
                                                Cost per Hour of Legal Services - Internal
                            175
                            165
          Cost in Dollars


                            155
                            145
                            135
                            125
                            115
                            105
                             95
                                   2001     2002     2003     2004     2005     2006    2007    2008   2009    2010    2011
                                  Actual   Actual   Actual   Actual   Actual   Actual   Actual Budget Outlook Outlook Outlook
     Avg. Statistic               99.32    114.31   104.42   113.07   135.00   124.06   110.98   163.91   174.52   183.94   188.91
     % Increase                            8.70%    -8.6%    8.2%     1.9%     -8.1%    -11.0%   48.0%    6.3%     5.4%     2.7%
     Budget                                                           118.76   128.40   135.15


 Source: Numerator - Total gross costs of Legal Service program before recoveries and allocations to direct service
 departments.
 Denominator - Total service hours provided by Regional Solicitors. Law Clerks and Legal Assistant hours are not included for
 purposes of comparison to external hourly rates. Service hours for 2008 and outlook years are based on the standard 1,645
 working hours per year


What does the graph show?
  x Total average cost per hour of legal service provided by Regional Solicitors.

Explanation of KPI Trend
   x More comprehensive docketing practices have increased service hours significantly contributing
      to a cost effective hourly rate for legal services for 2006 and 2007.
   x 2007 actual is based on docket hours for the year, which is higher than projected partly as a
      result of the addition of 1 environmental solicitor.
   x Projected increase in cost of internal service hours in 2008 is a result of increase in program
      costs, including the addition of 3 new FTE’s and 2 proposed reclassifications.
   x Service hours for 2008 are based on the standard 1,645 working hours per year.
   x 2009 and 2010 forecasts include costs for 1 Articling Student and 1 additional support staff each
      year to accommodate overall increased workload within Legal Services.

Comments / Background:
Internal rates are favourable when compared to external counsel costs (averaged $350 in 2007).




                                                                       301
                                         Corporate Services Department
                                             Legal Services Branch
Service Level

                                         Hours of Legal Service Provided
            45,000

            40,000

            35,000
    Hours




            30,000

            25,000

            20,000
                      2001    2002      2003      2004     2005      2006     2007   2008   2009    2010    2011
                     Actual   Actual   Actual    Actual   Actual    Actual   Actual Budget Outlook Outlook Outlook

    Avg. Statistic   24,254   24,000   25,606    22,725   26,284    30,964   39,038    41,125   41,125    42,770   42,770
    % Increase                -1.00%    6.6%    -11.2%    15.6%     17.8%    26.0%      5.3%     0.0%      4.0%     0.0%
    Budget                                                30,432    31,255   31,255


   Source: This KPI includes Solicitor, Law Clerk and Legal Assistant service hours. Actual service hours are extrapolated
   from Time Matters Docket Reports. The 2007 actual are based on hours docketed for May, June, Oct. and Nov of 2007.
   The 2008 budget and outlook years were based on the standard 1,645 working hours per year.



What does the graph show?
  x Total number of service hours provided by all Legal Services staff

Explanation of KPI Trend
   x 2006 actual on budget notwithstanding two solicitor vacancies.
   x Actual service hours in 2007 were higher than past years due to increased workload, more
      comprehensive docketing practices, and the addition of 1 environmental solicitor.
   x Actual service hours in 2007 were higher than budget. The actuals were based on docket reports
      of hours worked during the year, while the budget hours were based on the standard 1,645
      working hours per year.
   x 2008 proposes 3 additional staff to accommodate increased workload particularly in the
      environmental and litigation portfolios, which is reflected in the projected increase in service
      hours.
   x Service hours for 2008 and the outlook years are based on the standard 1,645 working hours per
      year.

Comments / Background:
Hours of service are recorded using a docketing system, and then averaged from a 4-month sample and
subsequently annualized. The branch experimented with a 6 month sample in 2003, but results were not
significantly increased to justify expanding a very labour intensive process.




                                                            302
                                                             Financial Summary

    Corporate Services - Regional Clerk


                                        2005         2006         2007         2007         2008          2009          2010          2011
                                       Actual       Actual       Budget       Actual       Request       Outlook       Outlook       Outlook

Expenditures
   Salaries and Benefits                  1,504        1,611        1,623        1,498         1,834         2,267         2,394         2,466
   Program Specific Expenses                  0            0            0            0             0             0             0             0
   Professional Contracted Services          47           45           61           32            63            60            60            60
   General Expenses                         207          200          251          229           266           272           278           284
   Occupancy Costs                            0            0            2            0             5             3             2             1
   Internal Charges/Recoveries                0            0            0            0             0             0             0             0
   Minor Capital                             12            4           17            6             0            42            10             5
Expenditures                              1,770        1,860        1,954        1,765         2,168         2,644         2,744         2,816



Financing Costs, Contrib to Reserves
    Financing Costs                             3            3            3            3             3             3             3             3
    Contribution to Reserves                    0            0            0            0             0             0             0             0
    Contribution to Capital                     0            0            0            0             0             0             0             0
Financing Costs, Contrib to Reserves            3            3            3            3             3             3             3             3

Gross Expenditures                        1,773        1,863        1,957        1,768         2,171         2,647         2,747         2,819

Revenues
   Grant Subsidies                            0            0            0            0             0             0             0             0
   User Fees                                  0            0            0            0             0             0             0             0
   Fees and Charges                         (13)          (6)          (5)         (12)           (4)           (6)           (6)           (6)
   Development Charges                        0            0            0            0             0             0             0             0
   Contribution from Reserves               (44)         (45)         (45)         (45)          (45)          (45)          (45)          (45)
   Third Party Recoveries                     0            0            0            0             0             0             0             0
Revenues                                    (57)         (51)         (50)         (57)          (49)          (51)          (51)          (51)


Negotiated Specific & Recoveries
   Negotiated Specific                     (170)        (142)        (206)        (206)         (305)         (314)         (323)         (333)
   Intra Charges and Recoveries               0            0            0            0             0             0             0             0
   Capital Recoveries                         0            0            0            0             0             0             0             0
   Other Recoveries                           0            0            0            0             0             0             0             0
Negotiated Specific & Recoveries           (170)        (142)        (206)        (206)         (305)         (314)         (323)         (333)



Gross Expenditures incl Negotiated
Specific & Recoveries                     1,603        1,721        1,751        1,562         1,866         2,333         2,424         2,486


Tax Levy Prior to Allocations             1,546        1,670        1,701        1,505         1,817         2,282         2,373         2,435


Allocations and Recoveries                      0            0            0            0             0             0             0             0


Net Levy                                  1,546        1,670        1,701        1,505         1,817         2,282         2,373         2,435

#451537




                                                                      303
Budget Variance Explanation
 Corporate Services - Regional Clerk



Budget Change Explanations (2008/2007)                                                       Gross                     Net Tax Levy
                                                                                  ($000's)           %            ($000's)          %

 2007 Departmental Budget excl Interdept'l Allocations and Cont'n to Capital       1,751                           1,702

 1 Base
          Increase in Salaries & Benefits                                                    135           7.7%             135           7.9%
          Increase in Salaries & Benefits Recoveries                                         (22)        (1.2%)             (22)        (1.2%)
          Increase in Program Related Costs/General Expenses                                   21          1.2%               21          1.2%



                                                                                             134          7.7%              134          7.9%
     Efficiencies/Program Reductions
           One-time 2007 costs (Minor capital)                                               (17)        (1.0%)             (17)        (1.0%)

                                                                                             (17)        (1.0%)             (17)        (1.0%)
     Mandatory/Legislated
                                                                                               0          0.0%                0          0.0%
                                                                                               0          0.0%                0          0.0%
                                                                                               0          0.0%                0          0.0%
                                                                                               0          0.0%                0          0.0%
     Annualization
                                                                                               0          0.0%                0          0.0%
                                                                                               0          0.0%                0          0.0%
                                                                     Total Base              117          6.7%              117          6.9%
 2 Growth

          1 FTE - Records & Information Analyst (Health Negotiated Specific)                   76          4.3%               76          4.5%
          Recovery from Health                                                               (78)        (4.5%)             (78)        (4.6%)
                                                                                                0          0.0%                0          0.0%
                                                                                                0          0.0%                0          0.0%
                                                                                                0          0.0%                0          0.0%
                                                                                               0          0.0%                0          0.0%
                                                                  Total Growth                (2)        (0.1%)              (2)        (0.1%)
 3 Enhancements

                                                                                               0          0.0%                0          0.0%
                                                                                               0          0.0%                0          0.0%
                                                                                               0          0.0%                0          0.0%
                                                                                               0          0.0%                0          0.0%
                                                                                               0          0.0%                0          0.0%
                                                                                               0          0.0%                0          0.0%
                                                                                               0          0.0%                0          0.0%
                                                                                               0          0.0%                0          0.0%
                                                         Total Enhancements                    0          0.0%                0          0.0%
 4 2008 Total with Base, Growth and Enhancements                                           1,866          6.6%             1,817         6.8%

 5        Interdepartmental Allocations                                                        0                              0
          2007 Contribution to Capital
 6        2008 Contribution to Capital Increase                                                0                              0

 7 2008 Business Plan Total                                                                1,866          6.6%             1,817         6.8%




                                                                       304
Efficiencies/Program Reductions
Corporate Services - Regional Clerk


                                                                                                    Reductions
                                                                                                     ($000's)
Description                                                                          FTE          Gross      Net

One Time Cost Reductions(1)



2007 Start up costs                                                                                  17.0        17.0


Efficiencies(2)




Program Reductions(3)




TOTAL                                                                                   -            $17.0       $17.0


Definitions:
(1)
      One time cost reductions: prior year approved funding for one time expenditures
(2)
   Efficiencies: reductions within specific accounts or categories without an impact to service
levels
(3)
  Program Reductions: elimination of programs as a result of discontinued funding or
service level decisions




                                                                        305
Proposed New Staff Summary
Corporate Services - Regional Clerk
* to be submitted and reviewed by HR prior to submission as Budget request
                                                                                              Cost Savings /
                                                                   Type of                      Revenue
                                                                    FTE's    Gross     Net    Generated by
Category/Description                                   # of FTE's (B/G/E/C) ($000's) ($000's) FTE's ($ 000's)                             Outcomes/Benefits Achieved



Records & Information Analyst (Health)                   1.00        G        $75.7    $75.7                    Dedicated RIM support for Health - Health Negotiated Specific




                                                                                               306
                                           Outlook Pressures
Corporate Services - Regional Clerk

                        ($ 000's)                        2009                         2010                        2011
                                                Gross             Net         Gross          Net         Gross           Net

  Base
    Salaries & Benefit Increases                        55              55            68           68             72            72
    Program Costs Increases                              6               6             6            6              6             6
    Additional Negotiated Specific Recoveries           -9              -9            -9           -9            -10           -10
    Minor Capital Increases                                                                                        5             5
    Increase in Revenue                                  0               -2

                                                        52              50            65           65            73            73
  Efficiencies/Program Reductions
      One-time start up costs                             0               0           -42          -42           -10           -10
      Professional Contracted Services                   -3              -3
      Occupancy costs                                    -2              -2            -1           -1            -1            -1



                                                         -5              -5           -43          -43           -11           -11
  Mandatory/Legislated




                                                         0               0             0            0             0             0
  Annualization




                                                         0               0             0            0             0             0
  Growth
     1 Regional Archivist                               118             118
     1 Records & Information Analyst                     88              88
     1 RIM Support Desk                                  90              90
     1 Access & Privacy Officer                         118             118
     Casual Support for Records Management                6               6
     1 RIM Support Clerk                                                              69           69

                                                        420             420           69           69             0             0
  Enhancement




                                                         0               0             0            0             0             0

  Projected Outlook Expenditures                        467             465           91           91            62            62




                                                                307
308
                                           Court Services

Departmental Description

   x     The Court Services Branch serves the judiciary, the residents of York Region, stakeholders of other
         court jurisdictions, the nine area municipalities, the Province of Ontario, the federal government,
         and over thirty law enforcement agencies operating within York Region.
   x     We are the second largest Provincial Offences Act (POA) court operation in Ontario (based on
         number of charges filed).
   x     Courts are an intentionally reactive service - workload is dictated by activity levels of enforcement
         agencies and is not controllable by court staff.
   x     Jurisdiction is established by “place of alleged offence” and not by home address of defendant.




                                                        Court Services




                    Court Administration                                 Prosecution Services




 Case Management      Court Reporting      Accounting




   Mission/Vision
      To provide quality, cost effective administration and prosecution services for the Ontario Court of
      Justice.

   Mandate
     x Operation of two courthouse facilities and associated offices (Tannery Mall in Newmarket,
        South Service Centre in Richmond Hill).
     x Provide in-court support to the judiciary in a total of 7 courtrooms, including the subsequent
        preparation of any transcripts required.
     x Provide all out-of-court administration functions from the initial filing of a charge, through
        numerous case management steps, to the ultimate judicial decision (plus any subsequent
        appeals, re-openings, etc. that may eventually occur).
     x Receiving and accounting for a wide range of fines, costs, fees and surcharges which are
        then dispersed to numerous agencies including municipalities, provincial ministries and other
        court jurisdictions.
     x Making payments to witnesses and interpreters according to appropriate statutes and
        regulations.



                                                              309                                  Page 1 of 5
                                     Court Services
      x   Prosecuting a wide range of provincial offences including traffic, liquor licensing, trespass,
          by-laws etc. (this involves reviewing prosecution briefs, providing disclosure where appropriate,
          considering early resolution options, advocacy in courtroom, liaison and training for
          enforcement agency staff, etc.)
      x   All services to be strictly compliant with detailed statutory requirements (federal,
          provincial, municipal) as well as case law and specific judicial directions.
      x   Full range of services provided in both official languages (signage, telephones,
          documentation, counter service, court reporting, prosecution, etc).

  Strategic Goals 2008 - 2011
     x Growing caseload will require additional courtrooms to be added to address capacity.
     x Consolidation of program resources at one purpose-built facility would address expansion needs
         as well as resolving outstanding security concerns.
     x Begin charging collection fees to fine defaulters and writing off aged uncollectible accounts as
         soon as Provincial policies and directives allow these actions (expected early 2008).
     x Respond to significant workload increases if proposals for new red light camera and/or photo
         radar initiatives go ahead (neither of these initiatives has been included in Court Services budget
         for 2008 due to uncertainty as to whether they will proceed).


Key Highlights

  x   Court Services continues to experience annual growth in the number of charges filed by various
      enforcement agencies. As a reactive service, there is no ability for Court Services to influence or
      control the activity levels of enforcement agencies.
  x   Court Services has liaised closely with York Regional Police on the ongoing implementation of the
      E-tickets project. New stationery and processes have been put in place and ongoing liaison and
      support will be required.
  x   There has been a significant increase in charges related to unpaid fares on York Regional Transit.
      We have been informed that additional enforcement officers will likely be recruited in 2008 and that
      this will result in more charges being filed. This will result in more costs for the Court Services
      budget.
  x   The growing tendency to dispute charges (particularly in the GTA) increases the overall workload
      for both prosecutions and court administration staff and leads to an increasing demand for court
      time.
  x   The Province-wide shortage of Justices of the Peace caused serious detriment to the effectiveness of
      Court Services in 2006 and 2007. However, recent appointments have addressed this problem and
      we are confident that after the initial training period, the current complement of Justices of the
      Peace will be sufficient for existing caseload. This situation will be kept under review as caseload
      increases.
  x   The capacity of existing courtrooms in York Region was exceeded in 2006. An additional
      courtroom was added in 2007 (courtroom T3 at the Tannery location) but projected workload for
      2008 will exceed this extra capacity, resulting in the need for more courtrooms in 2009.
  x   Continued focus on the collection of outstanding fines in 2007 resulted in more than $2m of
      revenue being received through the efforts of the Collections Supervisor and staff.


                                                   310                                          Page 2 of 5
                                  Court Services

x   On the direction of Council, the revenue sharing payments to Area Municipalities are capped at
    $2.9m.

2008 Planned Initiatives
x Begin the detailed planning stage for the consolidation of Court Services at a single purpose-built
   site (subject to the capital proposal being approved).
x “Walk-in First Attendance” Initiative to be rolled out, providing more convenience to defendants
   and ensuring that court time is used effectively.
x Further advancement of collection initiatives, including final clean-up of aged accounts transferred
   from MAG in 1999
x Digital Audio Recording system to be implemented, replacing tape-based systems


2007 Accomplishments
x New courtroom T3 opened at Tannery location.
x Accommodation for York Regional Police and Provincial prosecutors expanded and improved at
   Tannery location to provide better supports to courtroom T3.
x Public counter and waiting area improved at South Service Centre location.
x Increased revenue collection rate, despite overall Province-wide trend for reduced fine collections.
x Supported York Regional Police in their E-tickets initiative, providing specialized stationery and
   adapting existing processes to accommodate new tickets.




                                                311                                         Page 3 of 5
                                         Court Services

Key Challenges
        ƒ    Significant workload increases (customer demand) for two main reasons: Firstly through the
             actual volume of charges being received. Secondly, through an increasing tendency for
             defendants to dispute those charges.
        ƒ    In traffic cases (approximately 90% of our caseload), defendants are becoming less inclined to
             agree to a lesser charge (without demerit points) due to the perception that insurance rates are
             impacted by all convictions whether points are involved or not.
        ƒ    The administrative effectiveness of the First Attendance (early resolution) process has been
             reduced by new case law that has introduced further steps before cases can be completed.


Service Challenges

    ƒ       Existing courtrooms are at capacity. Additional space must be obtained as a matter of urgency to
            address this defect in processing capacity.
    ƒ       Existing security issues at both sites must be addressed at new site particularly with regard to
            aging infrastructure.
    ƒ       Staffing levels in York Region continue to fall short of benchmarks and MAG recommendations,
            leading to risks and liabilities for the Region with respect to mandatory service standards and
            contractual obligations.




                                                       312                                         Page 4 of 5
                                           Court Services

 Operating Impact of Capital

               $000’s                    2008             2009              2010           2011             2012        2013- 2017          Total
                                        Budget           Outlook           Outlook        Outlook          Outlook       Outlook

OPERATING COSTS
 Salaries and Benefits                               0                 0          0              0                0            2,266             2,266
 Debt Repayment                                      0                 0      1,290          1,290            1,290            6,450            10,320
 Repairs and Maintenance                             0                 0          0             20               20              100               140
 Contribution to Replacement Reserve                 0                 0        488            478              459            2,034             3,459
 Other: JP/Pros Costs                                0                 0      1,550          1,704            1,704            8,520            13,478
TOTAL GROSS COST                                     0                 0      3,328          3,492            3,473           19,370            29,663

 Less Revenue: Fines                                 0                 0     (1,023)       (1,125)           (1,238)          (8,313)      (11,699)
 Less Savings: Leases                                0                 0     (1,158)       (1,193)           (1,229)          (6,720)      (10,300)
 Less Savings: Salaries & Ben                        0                 0       (390)         (402)             (414)               (0)      (1,206)
TOTAL NET COST (TAX LEVY)                            0                 0         757           772               592            4,337         6,458



 Staffing Resources
  Permanent FTE's           2005        2006              2007              2008             2009                2010             2011
                           Budget      Budget            Budget            Request         Outlook             Outlook          Outlook


  Full- Time FTE's
  (PFT)                        44.0       55.0              57.0                   65.0             68.0               68.0              68.0
  Part- Time FTE's
  (PPT)                         0.0            0.0               0.0                0.0              0.0                0.0               0.0
  Total Permanent
  FTE's                        44.0       55.0              57.0                   65.0             68.0               68.0              68.0
  Net Change                    0.0       11.0               2.0                    8.0              3.0                0.0               0.0




                                                                  313                                                         Page 5 of 5
                                                                 Financial Summary

    Court Services (POA)


                                         2005           2006           2007          2007           2008          2009          2010          2011
                                        Actual         Actual         Budget       Forecast        Request       Outlook       Outlook       Outlook

Expenditures
   Salaries and Benefits                    3,344          3,642          4,179         4,093          5,230          5,147         5,262        5,380
   Program Specific Expenses                  738            726          1,326         1,176          1,258          1,440         1,580        3,293
   Professional Contracted Services           484            621            691           618            777            739           782          836
   General Expenses                           356            376            584           464            582            587           593          631
   Occupancy Costs                            283            304             96             0              0              0             0            0
   Internal Charges/Recoveries                  0              0              0             0              0              0             0            0
   Minor Capital                               20             41             68            86             75             50           117           17
Expenditures                                5,225          5,709          6,945         6,437          7,921          7,964         8,334       10,156



Financing Costs, Contrib to Reserves
    Financing Costs                              278            210        408            266            295           314           932          1,759
    Contribution to Reserves                       0              0          0              0              0             0             0              0
    Contribution to Capital                        0              0          0              0              0             0             0              0
Financing Costs, Contrib to Reserves             278            210        408            266            295           314           932          1,759

Gross Expenditures                          5,503          5,920          7,353         6,702          8,216          8,278         9,266       11,916

Revenues
    Grant Subsidies                             0              0              0             0               0             0             0             0
    User Fees                                   0              0              0             0               0             0             0             0
    Fine Revenue                          -12,885        -12,714        -15,965       -14,144         -14,837       -15,257       -16,047       -17,659
    TranscriptRevenue                         -27            -27            -27           -27             -30           -30           -30           -30
    Disbursements from Revenue
        GO Transit                             28             46             36            36              36            36            36            36
        Victim Fine Surcharge               1,956          1,935          2,041         2,041           2,041         1,977         1,977         1,977
        Dedicated Fines                       457            172            140           140             140           257           257           257
        Devolved Payables                   2,226          2,116          2,357         2,357           2,357         2,233         2,233         2,233
        York Region By-law                     73            212            269           269             269           184           184           184
        Payout to Area Municipalities       2,930          2,930          2,930         2,930           2,930         2,930         2,930         2,930
        By-law - Area Municipalities          345            229            522           522             522           365           365           365
    Development Charges                         0              0              0             0               0             0             0             0
    Contribution from Reserves                -90            -90            -90           -90             -90           -90           -90           -90
    Third Party Recoveries                      0              0              0             0               0             0             0             0
Net Revenues                               -4,988         -5,192         -7,786        -5,965          -6,662        -7,395        -8,185        -9,796


Negotiated Specific & Recoveries
   Negotiated Specific                            0              0             0              25             0             0             0             0
   Intra Charges and Recoveries                   0              0             0               0             0             0             0             0
   Capital Recoveries                             0              0             0               0             0             0             0             0
   Other Recoveries                               0              0             0               0             0             0             0             0
Negotiated Specific & Recoveries                  0              0             0              25             0             0             0             0



Gross Expenditures incl Negotiated
Specific & Recoveries                       5,503          5,920          7,353         6,728          8,216          8,278         9,266       11,916


Tax Levy Prior to Allocations                    515            728        -433           762          1,555           883          1,081         2,119


Allocations and Recoveries                       707            829       1,407         1,478          1,366          1,460         1,504          461


Net Levy                                    1,222          1,557           974          2,240          2,920          2,343         2,585         2,580




                                                                           314
Budget Variance Explanation
 Court Services (POA)



Budget Change Explanations (2008/2007)                                                                      Gross                     Net Tax Levy
                                                                                                 ($000's)           %            ($000's)          %

        2007 Departmental Budget excl Interdept'l Allocations and Cont'n to Capital               7,353                           (433)

 1 Base

         Salary & Benefit Adjustments                                                                       416          5.7%               416    (96.0%)
         General Expenses                                                                                    34          0.5%                34     (7.8%)
         Bank Charges - Increased by Bank in 2007                                                            16          0.2%                16     (3.7%)
         Budget Adjustment to reflect use of new model                                                        0          0.0%             1,821   (420.3%)

                                                                                                            466          6.3%             2,287   (527.7%)
     Efficiencies/Program Reductions
          Reduction of program expenses                                                                    (65)         (0.9%)             (65)        15.1%
          Reduction of Translation Services                                                                (21)         (0.3%)             (21)         4.8%
          Reduction in Computer Expenses                                                                   (13)         (0.2%)             (13)         3.0%
          Reduction in Admin Expenses                                                                      (27)         (0.4%)             (27)         6.1%
          Reduction in Occupancy Expenses                                                                  (96)         (1.3%)             (96)        22.2%
          Reduction in Collection Costs                                                                   (128)         (1.7%)            (128)        29.5%
          Reduction in Minor Capital                                                                       (51)         (0.7%)             (51)        11.7%

                                                                                                          (400)         (5.4%)            (400)        92.4%
     Mandatory/Legislated
        8 additional FTE's to supplement/support additional JP resources, address the
        increasing workload, maintain service standards set by MAG, Staff Training,                         636          8.7%              636    (146.8%)
        Casual Salaries to support growth (includes shared cost of articling student)                        56          0.8%               56     (12.9%)
        ICON Costs associated with increasing charges filed                                                  59          0.8%               59     (13.6%)
                                                                                                            751         10.2%              751    (173.3%)
     Annualization

                                                                                                             0           0.0%                0          0.0%
                                                                                  Total Base                816         11.1%             2,638   (608.6%)
 2 Growth

         Consultant Costs to study amalgamation of Courts                                                   48           0.7%                48    (11.1%)
         Projected revenue increase vs. 2007 actual forecast based on new model                              0           0.0%             (697)    160.8%
                                                                                                             0



                                                                              Total Growth                  48           0.7%             (649)    149.7%
 3 Enhancements
                                                                                                             0           0.0%                0         0.0%
                                                                     Total Enhancements                      0           0.0%                0          0.0%
 4 2008 Total with Base, Growth and Enhancements                                                          8,217         11.8%             1,556   (458.9%)


 5       Interdepartmental Allocations                                                                    1,418                           1,418
         2007 Contribution to Capital                                                                         0                               0
 6       2008 Contribution to Capital Increase                                                                0                               0

 7 2008 Business Plan Total                                                                               9,635         31.0%             2,973   (786.0%)




                                                                                           315
Efficiencies/Program Reductions
Court Services (POA)


                                                                                                       Reductions
                                                                                                        ($000's)
Description                                                                        FTE            Gross          Net

One Time Cost Reductions(1)




Efficiencies(2)


Reduce purchase of Computer Expenses                                                                   (13.0)
Reduce purchase of Admin Expenses                                                                      (27.0)




Program Reductions(3)
Reduce purchase of Program Expenses                                                                    (65.0)
Reduce purchase of Translation Services                                                                (21.0)
Reduce purchase of Collection Costs                                                                   (128.0)
Reduction in Minor Capital                                                                             (50.5)




TOTAL                                                                                 -             ($304.5)           $0.0


Definitions:
(1)
    One time cost reductions: prior year approved funding for one time expenditures
(2)
    Efficiencies: reductions within specific accounts or categories without an impact to service levels
(3)
    Program Reductions: elimination of programs as a result of discontinued funding or service level decisions




                                                                       316
Proposed New Staff Summary
Court Services (POA)
* to be submitted and reviewed by HR prior to submission as Budget request
                                                                                                             Cost Savings /
                                                                                     Type of           Net     Revenue
                                                                                      FTE's    Gross ($000's Generated by
Category/Description                                                  # of FTE's    (B/G/E/C) ($000's)  )    FTE's ($ 000's)                            Outcomes/Benefits Achieved

New FTE's:                                                                   8.00              $591.7 $591.7                   We are required by MAG to maintain a certain standard of service given the
   Prosecutor (1)                                                                                                              number of charges filed relative to the number of employees on staff to
   Prosecution Clerk (2)                                                                                                       process those charges. In 2006, charges filed increased substantially (19%
   Intermediate Accountant (1)                                                                                                 over 2005, 77% since 1999) resulting in a significant increase in workload.
   Court Reporter (1)                                                                                                          Our staffing levels are currently based on 2005 workloads and as such, need
   Court Administration Clerk (3)                                                                                              to be adjusted for our new workloads in order to maintain MAG standards. To
                                                                                                                               this end, 8 additional FTE's are requested for 2008 and given the MAG
                                                                                                                               requirements, the additional costs will be classified as Mandatory/Legislated.




                                                                                                               317
                                      Outlook Pressures
Court Services (POA)

                          ($ 000's)              2009                           2010                        2011
                                        Gross             Net          Gross           Net          Gross          Net

  Base
    Salaries & Benefits                         257             257            115           115        118              118
    General Expenses                              6               6              6             6         46               46




                                                263             263            121           121        164              164
  Efficiencies/Program Reductions
      Consultant                                -57              -57            0              0            0             0
      Furniture & Fixtures                      -58              -58            0              0            0             0




                                            -115                -115            0              0            0             0
  Mandatory/Legislated




                                                 0                0             0              0            0             0
  Annualization




                                                 0                0             0              0            0             0
  Growth
     Purchase of Services                        19               19            42             42         46            46
     Provincial Judicial                        182              182           141            141      1,712         1,712
     Capital - Project Mgmt Fees                 33               33            67             67       -100          -100
     Finance                                      1                1           599            599        807           807
     Revenue Growth                               0             -733             0           -790          0        -1,611
     Collection Expenses                         17               17            19             19         21            21

                                                252             -481           868            78       2,486             875
  Enhancement




                                                 0                0             0              0            0             0

  Projected Outlook Expenditures                400             -333           989           199       2,650         1,039




                                                        318
                                                       COURT SERVICES
  Efficiency



                                         Average Cost per Charge Filed - Court Services



                       $70
                                                                                                       59.58     59.28      57.58
                       $60
                                                                                51.82     51.77
                                           48.29                  50.12
                       $50                            45.45
            $/charge




                                38.95
                       $40
                       $30

                       $20
                       $10
                        $0
                                2001       2002        2003        2004          2005     2005        2006       2007       2008
                               Actual     Actual      Actual      Actual        Actual   Budget      Budget     Outlook    Outlook




                               2001         2002        2003          2004           2005           2005         2006        2007        2008
                              Actual       Actual      Actual        Actual         Actual        Budget       Budget      Outlook     Outlook
Gross Costs                  3,850,338    4,695,959   5,177,240     5,820,906      6,120,290      7,247,795    7,864,123   8,180,648   8,348,645
# of Charges Filed              98,854       97,236     113,902       116,131        118,113        140,000      132,000     138,000     145,000




 What does the graph show?
 x The graph shows the relationship between the costs of court services and the number of charges
   filed.


 Explanation of KPI Trend

 x The cost per charge filed increased in 2002 due to opening of second court location at the South
   Services Centre.
 x The average cost decreased in 2003 because the increase in the number of charges filed did not
   correspond with an increase in staff costs. (Court Services was seriously understaffed to respond
   to the volume of work)
 x In 2004 the cost per charge filed increased as a result of the mandatory increase in the cost for
   judicial fees from $160/hr to $200/hr and an increase in the number of staff to address the historical
   understaffing.
 x The MAG audit has indicated the need for additional administrative staffing which will increase cost
   per charge filed. Some of this increase in cost could be offset by an increase in the revenue
   generated through an increasing number of charges filed and sustained enforcement of licence
   suspensions. An investment in staffing is expected to improve the revenue per charge filed.
 x The increase in operating expenses in 2006 is largely due to the operating expenses associated
   with the additional court room at the Tannery location.


                                                                          319
                                     COURT SERVICES




Comments / Background:

While the number of charges filed continues to increase, costs have also increased to support this
additional workload.




                                                 320
                                             COURT SERVICES
Customer Service

                                        Average Time to Trial - Court Services

                16
                14
                12
                10
    Months




                 8
                 6
                 4
                 2
                 0
                       2001     2002        2003     2004        2005     2005     2006     2007      2008
                      Actual   Actual      Actual   Actual      Actual   Budget   Budget   Outlook   Outlook
             months    10        8           6        8          10        9        6        6         6



What does the graph show?
x The graph shows the effectiveness in scheduling court time, based on the average duration from
  the date of offence to the trial start date. The time is stated in months on this graph.


Explanation of KPI Trend
x    In 2003, courtroom utilization significantly improved with the introduction of the First Attendance
     Program and the availability of additional courtroom space at the South Service Centre.
x    In 2005, the court room utilization is at capacity and will not be able to absorb the future trial
     requests within the current timeframe. This results in trials being set beyond the 8 month period.
     Time to trial is increasing due to lack of additional court time.
x    With the additional court room to be built in 2006, it is estimated that the average time to trial will
     be reduced to 6 months.


Comments / Background:
x    This measure helps to identify overall effectiveness in scheduling.
x    If time to trial increases to over 8 months, 11B motions (Askov) to stay proceedings will increase.
     This will have a negative impact on fine revenue.
x    If no additional court room is built to accommodate the increase of trial requests, the time to trial
     will continue to increase and adversely affect the fine revenue.




                                                          321
                                                      COURT SERVICES
Service Level


                                            Number of Charges Filed - Court Service

                         160,000
                                                                                                                  145,000
                                                                                    140,000             138,000
                         140,000                                                              132,000
    # of Charges Filed




                                                      113,902   116,131   118,113
                         120,000

                                   98,854    97,236
                         100,000


                          80,000


                          60,000


                          40,000
                                   2001      2002      2003     2004      2005       2005      2006      2007      2008
                                   Actual    Actual    Actual   Actual    Actual    Budget    Budget    Outlook   Outlook


Service Level

What does the graph show?
x   Number of charges filed by enforcement agencies.


Explanation of KPI Trend
x   This is a difficult number to forecast, since it is not controllable. The estimate for 2006 is based on
    historical trends and takes account of recent increases in York Regional Police resources.


Comments / Background:
x This number acts as a denominator for the efficiency measure and is not a controllable measure.




                                                                  322
                                           COURT SERVICES
 Efficiency

                                   Average Revenue per Charge Filed


               $90
                                                                                           $78.16       $77.43
               $80                                                               $76.04

               $70                                            $66.27
                     $63.23
     Dollars




                               $57.51             $58.20               $56.33
               $60                      $54.75

               $50

               $40

               $30

               $20
                      2001      2002      2003      2004       2005     2005      2006      2007         2008
                     Actual    Actual    Actual    Actual     Actual   Budget    Budge t   Outlook      Outlook



                  2001      2002      2003      2004      2005       2005      2006           2007          2008
Data             Actual    Actual    Actual    Actual    Actual    Budget    Budget         Outlook       Outlook
Revenue         6,250,663 5,592,047 6,236,304 6,758,975 7,827,496 7,886,300 10,036,933     10,785,706    11,226,706
Charges          98,854    97,236    113,902   116,131   118,113   140,000   132,000        138,000       145,000




 What does the graph show?

 x       The average total revenue generated per charge filed.


 Explanation of KPI Trend

 x       In 2002, Court Services introduced the First Attendance program. This generally results in a
         lesser charge which corresponds with lower revenue offset by the cost saving realized by not
         having these cases proceed directly to trial.

 x       In 2003, a delay in a Regional RFP for collection services resulted in less activity from collection
         agencies. Due to understaffing it was also necessary to reallocate staff away from collection
         activity to do mandatory court activities. This combined with a further increase in First Attendance
         resolutions and a 98.6% increase in appeals (which subsequently resulted in refunds) caused a
         further decrease in the revenue per charge filed.

 x       Revenue increased in 2004. The RFP delay has been resolved and there were increased
         activities from collection agencies in 2004.

 x       Revenue increased in 2005 is due to sustained enforcement of licence suspensions and
         increased collection activities.




                                                        323
                                       COURT SERVICES

x   The significant increase of revenue per charge filed in 2006 is due to:
      ¾ Increase in numbers of charges filed
      ¾ Changing legislation enabling the recovery of collection agency costs.
      ¾ Increase in collection and enforcement activities



Comments / Background:

An increase in revenue is directly linked to an increase in collection activities.




                                                    324
                                                    COURT SERVICES
Efficiency


                                   % of First Attendance Matters Resulting in Early Resolution




                          100%
     % Early Resolution




                          80%
                          60%
                          40%
                          20%
                           0%
                                     2002       2003        2004         2005         2005      2006          2007       2008
                                     Actual     Actual      Actual       Actual      Budget    Budget        Outlook    Outlook
                Early Resolution     77%        80%         77%           73%            70%       60%        55%        55%


                                     2001      2002       2003        2004       2005      2005      2006      2007       2008
    Data
                                    Actual    Actual     Actual      Actual     Actual    Budget    Budget    Outlook    Outlook
    Early Resolution                  N/A     4,374      6,650       8,914      9,664      8,900     8,419     8,470      9,317
    Hearings                          N/A     5,644      8,285       11,596     13,199    12,756    14,031    15,400     16,940


What does the graph show?

x    The total number of cases resolved through the First Attendance Program as a percentage of total
     First Attendance hearings.

Explanation of KPI Trend

x    The First Attendance Program commenced in February 2002.
x    The initial trend indicates significant increase in opting into the First Attendance Programs, and
     saves on costs associated with trials.
x    In 2005 and 2006, the resolution trend is going down due to reduced judicial resources to cover
     intake courts. This results in more charges going to trial.
x    Prior to 2006, the numbers of cases resolved through FAH always included the FTR convictions.
     Due to a recent appeal decision and a new MAG bulletin concerning changes to the FAH process,
     we will not see any future cases determined on an FTR docket. The FTR docket has accounted
     for approx 10-15% of the charges being resolved at an early stage. Therefore the percentage of
     early resolution will be lower in the outlook years.

Comments / Background:

These percentages represent percent of First Attendance matters resulting in guilty pleas and
conviction without formal trial.


                                                                  325
                                                      COURT SERVICES
Customer Service


                                 Charges Withdrawn for Lack of Court Time - Court Services

                          5000


                          4000
            # Withdrawn




                          3000


                          2000


                          1000


                             0
                                 2001     2002     2003     2003     2004     2005    2005   2006   2007    2008
                                 Actual   Actual   Actual   Actual   Actual   Actual Budget Budget Outlook Outlook
         # Withdrawn             3,899     676       0        0        0      2,930   4,000    0      0       0



What does the graph show?

x   The graph shows the total number of charges withdrawn for trial due to lack of court time.

Explanation of KPI Trend

x   Downward trend from 2001 to 2004 was due to improved scheduling practices (i.e. First
    Attendance).
x   Upward trend in 2005 is due to increase in trial requests that cannot be accommodated by existing
    court rooms.
x   In 2005, 257 charges were actually withdrawn. In addition, 2673 charges from 2005 (up to Nov
    17th) have been set aside to be withdrawn in 2006, for a current total of 2,930 charges and
    counting.
x   With the additional court room to be built in 2006, it is estimated the number of charges withdrawn
    will be reduced to zero.

Comments / Background:

If additional court room is not built in 2006, the number of charges withdrawn will continue to increase
and will have a negative impact on fine revenue.




                                                                      326
                                   York Regional Police

Departmental Description
       York Regional Police proudly serves its communities through the efforts of its 1,732 members. We
       maintain headquarters and support facilities in each of our five police districts. Core police services
       include: crime prevention, law enforcement, victims’ assistance, public order maintenance, and
       emergency response.

       Our organizational structure includes an Executive Branch, an Operational Branch and an
       Administrative Branch which oversee Uniform, Investigative, Support, Information, Financial,
       Human Resource, Staff Services, Community Services and Court Services.

                                                  POLICE
                                                                        - Executive Director
                                              SERVICES BOARD


                                                     CHIEF OF
                                                      POLICE


                                    Corporate                      Executive        - Planning and Research
                                  Communications                   Officer          - Professional Standards
                                                                                    - Quality Assurance
                                     Diversity &                Hearing Officers
                                 Cultural Resources

                                      Health &                       Legal
                                       Safety
              DEPUTY CHIEF                                                                 DEPUTY CHIEF
               OPERATIONS                                                                 ADMINISTRATION



                             - Patrol                                                          INFORMATION     - Communications
               DISTRICT
                             - Criminal Investigations                                           SERVICES      - Information Management
              OPERATIONS
                             - Community-Oriented Response                                                     - Information Technology
                             - Marine                                                                          - Technology Training

                                                                                                 STAFF         -Human Resources
               SUPPORT       - Emergency Support                                                SERVICES       -Professional Development
               SERVICES      - Operational Support
                             - Traffic