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L    dMbP?_*+%M\\OLYMPUS\LaserFin13$w 4dXXA4X$JAPDdTimes New RomanH X "dXX??U} } $ G}  } m} $ }  } m} $ } m"} $ 5    @ w@ @G w*@ * * * * * * * * * * * * 0* = ? * * * ? l? * * * * * T0*! *G Benchmarking InitiativePage # Benchmarks Best Practices Comments Framework available?Benchmarks identified? Results available?Framework available?#Best Practices identified? Results available?!F"=Highest likelihood of finding benchmarking and best practicesH#$%#$%FE Hackett Group~ IG@ &yes 'yes (yes &yes 'yes (yes1)(Overall approach is very similar to OMBI+North Carolina~ JU@ ,yes -yes .yes ,yes -yes .yes1)(Overall approach is very similar to OMBI /OGRA~ KW@ 0yes 1yes 2yes 0yes 1yes 2yes1)(Overall approach is very similar to OMBI /Oregon~ K@X@ 0yes -yes .yes ,yes -yes .yes1 )(Overall approach is very similar to OMBI /K0-.,-.)G 3>Moderate likelihood of finding benchmarking and best practices L0-.,-.) /APQC~ K?@ 0yes 1yes 2yes 0 partially 1yes 2yes$ )Adds little new information /CICA~ KA@ 0unknown -yes .yes 0 partially -yes .yes$ )Adds little new information/Cordillera Institute ~ KD@0unknown 1yes 2yes0unknown 1yes 2yes$)Adds little new information/ Minnesota ~ KQ@0 partially 1yes 2yes0 partially 1yes 2yes1)(Overall approach is very similar to OMBI/NAPIPM~ KS@ 0no 1yes 2yes 0no 1yes 2yes6)-Similar to OMBI in its use of expert panels.  /ICMA~ KK@ 0yes 1yes 2yes 0no1sort of2unknown1)(Overall approach is very similar to OMBI/K012012)B39Low likelihood of finding benchmarking and best practicesL012012) /AHRQ~ K=@ 0no 1no 2no 0no 1yes 2yes0)'Funds research to find best practices ACHSRA~ M@@ 0no 1yes 2yes 0no 1yes 2yes5B,requires more investigation by the LTC Panel +GPRA~ JE@ ,yes-not yet  .yes ,no -no .no DProvides a good example /GTSB~ KG@ 0no 1no 2no 0yes 1yes 2yes2))Adds little useful information to OMBI. / Halton Region~ KH@ 0yes 1no 2yes 0no 1no 2no%)Excellent municipal example AJCAHO~ MO@ 0yes 1yes 2yes 0no 1no 2no5B,requires more investigation by the LTC Panel @MPMP~ NR@ ,yes -yes .yes ,no -no .no#CHigh level benchmarks only /NQI~ KT@ 0yes1 not really 2no 0yes1 not really 2no2))Provides a strategy-level assessment only/South Carolina~ K@Y@ 0yes 1yes 2yes 0no 1no 2no1)(Overall approach is very similar to OMBI/K012012)A48No likelihood of finding benchmarking and best practicesL012012)/AMCTO~ K?@ 0no 1no 2no 0no 1no 2no )Adds no new information /CIPFA ~ KB@ 0no 1no 2no 0no 1no 2no. )%Useful only for its cost definitions. !/GASB~ !KE@ !0no !1no !2no !0no !1no !2no1!)(Useful only as background information. Dhlde`_" *# *$ w*% ?@& w*@' *( *) * * *- ?/ ?0 ?2 ?4 ?"/Maxwell School~ "KP@ "0no "1no "2no"0 partially "1sort of "2yes7").Not a benchmarking / best practices initiative #/NAPA~ #KS@ #0no #1no #2no #0no #1no #2no#)A consulting firm $/NRC~ $KU@ $0no $1no $2no $0no $1no $2no+$)"No longer involved in benchmarking%@OPSRS~ %NW@ %0no %1no %2no %0no %1no %2no.%C%Recommends APQC benchmarking approach/&/Rutger s University~ &KY@ &0no &1no &2no &0no &1no &2no &)Adds no new information'/Sunnyvale, California~ 'K@[@ '0no '1no '2no '0no '1no '2no1')(Useful only as background information. (/Texas~ (K\@ (0no (1no (2no (0no (1no (2no,()#Contracts out its benchmarking work)5O6786789*:P;;;;;;->Q??????</>Q??????<0>Q??????<2>Q??????<4>Q??????< >@)*   dMbP?_*+%"??U>@   dMbP?_*+%"??U>@ OlePres000SummaryInformation(cDocumentSummaryInformation8g_1050241135# FppLppL     '( !"#$%&PQ*+,-./0123456789:;<=>?ABCDEFGHIJKLMNO`^STUVWXYZ[\]bcdefghijklmnopqrsvwxyz{|}~kJF #H d    ''  '  -  - - ! -- !-'-  -'-  -   !z ! !.v !4 !. !. ! !. !W Arial |w|wgw  - Arial |w|wgw ---"System  -'-- NL$---  2 + Framework   2 < available?---'-- N$M--- 2 +X Benchmarks  2 <] identified?---'-- N$--- 2 +Results 2 < available?---'-- N`$--- 2 + Framework   2 < available?---'-- N$a--- 2 +fBest Practices  2 <q identified?---'-- N$--- 2 +Results 2 < available?---'--   Arial |w|wgw - c2 ]=Highest likelihood of finding benchmarking and best practices  Arialr :|w|wgwr : - 2 | Hackett Group 2 |47--'- -  z-   2 |yes- - 2 |vyes- - 2 |yes- - 2 |*yes- - 2 |yes- - 2 |yes- C2 |(Overall approach is very similar to OMBI--'- -   2 North Carolina 2 87--'- -  -   2 yes- - 2 vyes- - 2 yes- - 2 *yes- - 2 yes- - 2 yes- C2 (Overall approach is very similar to OMBI--'- -    2 OGRA 2 92--'- -  -   2 yesA- - 2 vyesA- - 2 yesA- - 2 *yesA- - 2 yesA- - 2 yesA- C2 (Overall approach is very similar to OMBI--'- -   2 Oregon 2 97--'- -  -   2 yesA- - 2 vyesA- - 2 yesA- - 2 *yesA- - 2 yesA- - 2 yesA- C2 (Overall approach is very similar to OMBI--'- -  - d2 >Moderate likelihood of finding benchmarking and best practices  - 2 APQC 2 31--'- -  -   2 yesC- - 2 vyesC- - 2 yesC- - 2 ! partially?- - 2 yesC- - 2 yesC- 02 Adds little new information  --'- -    2 CICA 2 34--'- -  -  2 unknown - - 2 vyesA- - 2 yesA- - 2 ! partially?- - 2 yesA- - 2 yesA- 02 Adds little new information  --'- -   '2 Cordillera Institute  2 40--'- -  -  2 unknown - - 2 vyesA- - 2 yesA- - 2 unknown - - 2 yesA- - 2 yesA- 02 Adds little new information  --'- -   2  Minnesota  2 70--'- - # -  2   partially - - 2 vyesA- - 2 yesA- - 2 ! partially - - 2 yesA- - 2 yesA- C2 (Overall approach is very similar to OMBI--'- -   2 &NAPIPM 2 &79--'- - 4 $-   2 &no- - 2 &vyesA- - 2 &yesA- - 2 &-no- - 2 &yesA- - 2 &yesA- K2 &-Similar to OMBI in its use of expert panels. --'- -    2 7ICMA 2 755--'- - E 5-   2 7yesA- - 2 7vyesA- - 2 7yesA- - 2 7-no- - 2 7sort of- - 2 7unknown - C2 7(Overall approach is very similar to OMBI--'- -  - ]2 Y9Low likelihood of finding benchmarking and best practices  - 2 hAHRQ 2 h29--'- - v h-   2 hno- - 2 hyno- - 2 hno- - 2 h-no- - 2 hyesQ- - 2 hyesQ- B2 h'Funds research to find best practices I--'- -   2 wCHSRA 2 w33--'- -  w-   2 wno- - 2 wvyesR- - 2 wyesR- - 2 w-no- - 2 wyesR- - 2 wyesR- I2 w,requires more investigation by the LTC Panel--'- -    2 GPRA 2 43--'- -  -   2 yesA- - 2 nnot yet - - 2 yesA- - 2 -no- - 2 no- - 2 no- *2 Provides a good examplee--'- -    2 GTSB 2 46--'- -  -   2 no- - 2 yno- - 2 no- - 2 *yesB- - 2 yesB- - 2 yesB- E2 )Adds little useful information to OMBI. (--'- -   2  Halton Region 2 49--'- -  -   2 yesB- - 2 yno- - 2 yesB- - 2 -no- - 2 no- - 2 no- 12 Excellent municipal example --'- -   2 JCAHO 2 62--'- -  -   2 yesH- - 2 vyesH- - 2 yesH- - 2 -no- - 2 no- - 2 no- I2 ,requires more investigation by the LTC Panel--'- -    2 MPMP 2 74--'- -  -   2 yesP- - 2 vyesP- - 2 yesP- - 2 -no- - 2 no- - 2 no- .2 High level benchmarks only--'- -    2 NQIP 2 83--'- -  -   2 yesP- - 2 i not really- - 2 no- - 2 *yesP- - 2 } not really- - 2 no- E2 )Provides a strategy-level assessment only(--'- -   2 South Carolina 2 101P--'- -  -   2 yesP- - 2 vyesP- - 2 yesP- - 2 -no- - 2 no- - 2 no- C2 (Overall approach is very similar to OMBI--'- -  - [2 8No likelihood of finding benchmarking and best practices - 2 AMCTO 2 31--'- - + -   2 no- - 2 yno- - 2 no- - 2 -no- - 2 no- - 2 no- *2 Adds no new informatione --'- -   2 .CIPFA  2 .36--'- - < ,-   2 .no- - 2 .yno- - 2 .no- - 2 .-no- - 2 .no- - 2 .no- ?2 .%Useful only for its cost definitions.--'- -    2 ?GASB 2 ?42--'- - M =-   2 ?no- - 2 ?yno- - 2 ?no- - 2 ?-no- - 2 ?no- - 2 ?no- C2 ?(Useful only as background information. --'- -   2 PMaxwell School  2 P64--'- - ^ N-   2 Pno- - 2 Pyno- - 2 Pno- - 2 P! partially - - 2 Psort of- - 2 PyesB- L2 P.Not a benchmarking / best practices initiative--'- -    2 aNAPA 2 a78--'- - o _-   2 ano- - 2 ayno- - 2 ano- - 2 a-no- - 2 ano- - 2 ano- !2 aA consulting firm--'- -    2 rNRCA 2 r87--'- -  p-   2 rno- - 2 ryno- - 2 rno- - 2 r-no- - 2 rno- - 2 rno- :2 r"No longer involved in benchmarking--'- -   2 OPSRS 2 95--'- -  -   2 no- - 2 yno- - 2 no- - 2 -no- - 2 no- - 2 no- ?2 %Recommends APQC benchmarking approach--'- -   .$2 Rutgers Universitye. 2 100R--'- -  -   2 no- - 2 yno- - 2 no- - 2 -no- - 2 no- - 2 no- *2 Adds no new informatione --'- -   '2 Sunnyvale, California 2 109R--'- -  -   2 no- - 2 yno- - 2 no- - 2 -no- - 2 no- - 2 no- C2 (Useful only as background information. --'- -   2 Texas 2 112a--'- -  -   2 no- - 2 yno- - 2 no- - 2 -no- - 2 no- - 2 no- <2 #Contracts out its benchmarking workc --'- -  -----'-- M - 2 iComments   ------'-- M- *2  Benchmarking Initiativee  -----'-- M- 2 Page # -------'-- #- 2 I Benchmarks   -------'-- #- 2 YBest Practices    ---'--  --'--  -  -- !-- !-- !-- !-- !-  ! - -  - ! -LL- !L-- !- -##- !#- -``- !`-- !- -##- !#-$M- !)$-$`M`- !)$`-$M- !)$ ! 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Xp?I~0nC7/vY]y)=M+t0VM2vϷjII[4˞e(~&oY:oU-<39g+`@ߛ7`S7ބ nSPa6 am{檎7'm*Uom@ߛ7W9tSY[oۢ)&UWo{Sެ7ބ]?ME7ބ^cS-v^mV[BY}o q 9xf%ȩ-dq 3mV[{f%X_[X_mV[ q [<ۢ~Pf"V}y{Bw 򄭟_q[ [RKIt'-u->z]Oغݖgn# jr]I6+yLg%ᅭ _ _[aՑc~h_͏1YdTvE~[9{`LV+@Y[o#ܯbLV++8a_g%ᅭ蟕 JW2?+:A!i HKNuFZuC&5ҒdF򡑖|`a6Ғ:FZu#-&[?g'GG/_1053254707p FE~LE~LOle PRINTmoC Z<CompObjfOh` )    ''  ' ' -   !( ArialM |w|wgwM  - Arial `|w|wgw ` --"System  -'--   2  GarbageA. 3.3.--'-- Arial |w|wgw  -  2 1 .f2 ?Operating costs for waste collection per ton (or per household)eA.....*.**.;.*.*..*............*.... 2 n2 .c2 n=Operating costs for waste disposal per ton (or per household)A.....*.**.;.*..*..*...........*.... 2 3 .[2 8Operating costs for recycling per ton (or per household)A.....*.**..*'*............*.... 2 <4 .H2 <+Test results for solid waste disposal sitess4.*.*.*.*..;.*..*..*.*.* 2 5 ..j2 BNumber of complaints concerning per ton (or per 1,000 households)<.G...*.G...**..*....S..............*....*. 2 6a..2 SPercentage of residential solid waste diverted for recycling per ton Of solid wastel7.*.......*....*..;.*..).....*'*......A*..;.*. 2 q6b..[2 q8Total tons of residential solid waste recycled in a year4....*..*....*..;.*..*'*....'.. 2 7a...2 UPercentage of industrial, commercial and institutional.and total tons of industrial7.*.........*.*.GG.*.....*....S.......*....*.S. 2 ?7b..?.p2 ?FTotal tons of industrial, commercial and institutional waste diverted4....*....*.*.GG.*.....*....;.*..)...S. ---'--  2 9Sewage7.B.3.--'-- -  2 8b.{2 MOperating costs for collection of sewage and storm water per km of sewer lineA.....*.**.*..*...*.;......*.G;....+G.*.;... 2 t9b.2 t\Operating costs for treatment and disposal of sewage and storm water per cubic metre treatedA.....*.**...G......*..*..*.;......*.G;....*..*G...... 2 10..[2 8Number of sewer main backups per kilimetre of sewer line<.G...*.;.G....*+..*..+G...*.;... 2 B11..I2 B,Test results for sewage treatment operations4.*.*.*.*.;.....G........* 2 12...2 QNumber of hours per year when untreated or partially treated sewage was released<.G......*..'..;.............'....*.;...;.*...*..S. ---'-- n 2 `WaterO.. --'-- -  2 w13..r2 wGOperating costs for water treatment per million litres of water treatedA.....*.**.;....G....G...*.;...... 2 14..u2 IOperating costs for water distribution per kilometre of distribution pipeA.....*.**.;...*......+.G....*....... 2 E15..l2 ECTest results for municipal water treatment and distribution systems4.*.*.*.G..*..;....G......*....*'*.G* 2 16...~2 ONumber of days when a boil-water advisory issued by the Medical..was in effect=<.G.....'*;......;....)*.'**....'..E..*.S;.*...*. 2  17..g2  @Number of breaks in water mains per kilometre of water main pipe<.G......+*.;..G..*..+.G...;..G..... 2 z 18..N2 z /Percentage of water produced that is not billede7.*......;......*....*.....---'-- ?   2 Transportation4 .3.33 .33--'-- -  2 H 19..c2 H =Operating costs for paved (hard top) roads per lane kilometreA.....*.**...)..........*.....+.G.. 2 20..R2 2Percentage of paved lane kilometres rated adequate7.*........).....+.G..*.......... 2  21..g2  @Operating costs for unpaved (loose top) roads per lane kilometreA.....*.**.....)....*......*.....+.G.. 2 } 22..{2 } MOperating costs for winter control maintenance of roadways per lane kilometreA.....*.**.;..*...G......*.....;.'*.....+.G.. 2 23..2 ]Percentage of winter event responses that meet or exceed municipal road maintenance standards7.*......;...)...*...*.*..G....**...G..*.....G......*.*.....* 2 K 24..{2 K MNumber of conventional transit passenger trips per person in the service area<.G...*..).......*..**.....*....*.....*.)*.... 2 25..x2 KOperating costs for conventional transit per regular service passenger tripeA.....*.**.*..).......*......*.)*...**.....---'-- w    2  Fire3 .--'-- -  2 26..^2 :Operating costs for fire services per $1,000 of assessmentA.....*.**..*.)*.*.........**.**G.. 2 27.. .m2 DTotal dollar losses due to structural firesper $1,000 of assessment4......**.*....*.*...*S.........**.**G... ---'-- M 2 KZPolice73..--'-- -  2 28..a2 <Operating costs for police services per $1,000 of assessmentA.....*.**...*.*.)*.*.........**.**G.. 2 29...2 _Percentage of cases cleared for the following Stats Canada categories: violent crime; property7.*......*.*.**.........;..7.*<.....*.....*)...*G.....'S. 2 a).F2 *Percentage of cases cleared: Violent crime7.*......*.*.**....7...*G. 2 b).H2 +Percentage of cases cleared: Property crimes7.*......*.*.**....7...'*G. 2 Qc)*O2 Q0Percentage of cases cleared: Other Criminal Code7.*......*.*.**....A..<G..<... 2 d).R2 2Percentage of cases cleared: Criminal Code traffic7.*......*.*.**....<G..<....* 2 e).:2 "Percentage of cases cleared: Drugs7.*......*.*.**....<..* 2 d).]2 9Percentage of cases cleared: Other Federal statutes crimet7.*......*.*.**....A..3....*...**G. 2 d).Q2 1Percentage of cases cleared: All Crime Categoriesc7.*......*.*.**....7<G.<.....*---'-- S- !2 P]Land Use Planning3.33<..7.3333---'-- -  2 30...2 ]Number and percentage of new lots approved which are located within boundaries of settlement<.G.......*........;.*....)..;.*....*...;.........*.*..G..S. 2 "31..p2 "FPercentage of agriculturally designated land preserved during the year7.*........*...'..*..........*.)........'..---'-- - "2 8General GovernmentA.3. .A3/. 3J.3---'-- -  2 32...2 YOperating costs for Members of Council per capita and as a percentage of total municipalA.....*.**.E.G..*.<...*..*.......*...*........G..*..S. 2 Wa).Q2 W1Operating costs for members of Council per capitacA.....*.**.G.G..*.<...*..*... 2 b).2 WOperating costs for members of Council as percentage of total municipal operating costs.A.....*.**.G.G..*.<...*.*..*........G..*........*.** 2 %33..2 %_Operating costs for municipal administration as a percentage of total municipal operating costsA.....*.**.G..*....G.*....*...*........G..*........*.**---'--  2 Social Services73..7. /...--'-- -  2 34...2 \Percentage of people receiving Ontario Works assistance who participated in welfare-to-work7.*............*.)..A...S.+*.***..*.;....*.....;....;.+S.--'-- Y  2 X35..s2 XHPercentage change in number of people receiving Ontario Works assistance7.*.....*........G.........*.)..A...S.+*.***..*.--'-- ---'--  +2 Exhibit 1: MPMP MeasuresNAG!G!'!A&!cNcN!cAAAG.AA--'-- --'-- -  ! !  ! ! - - ! - - ! -  - ! -  - ! -E E- !E -K K- !K - - ! - - ! ! --'- 'ff8Excel.Sheet.89qOh+'08@\t Information SystemsRegion of PeeltMicrosoft Excel@ r՜.+,D՜.+,, PXt |ObjInfonrWorkbooke *=OlePres000qs hESummaryInformation(t u   Ba=<8=x-L;!8X1Arial1Arial1Arial1Arial1Arial1Arial1Arial"$"#,##0;\-"$"#,##0"$"#,##0;[Red]\-"$"#,##0"$"#,##0.00;\-"$"#,##0.00#"$"#,##0.00;[Red]\-"$"#,##0.005*0_-"$"* #,##0_-;\-"$"* #,##0_-;_-"$"* "-"_-;_-@_-,)'_-* #,##0_-;\-* #,##0_-;_-* "-"_-;_-@_-=,8_-"$"* #,##0.00_-;\-"$"* #,##0.00_-;_-"$"* "-"??_-;_-@_-4+/_-* #,##0.00_-;\-* #,##0.00_-;_-* "-"??_-;_-@_-"$"#,##0_);\("$"#,##0\)!"$"#,##0_);[Red]\("$"#,##0\)""$"#,##0.00_);\("$"#,##0.00\)'""$"#,##0.00_);[Red]\("$"#,##0.00\)72_("$"* #,##0_);_("$"* \(#,##0\);_("$"* "-"_);_(@_).)_(* #,##0_);_(* \(#,##0\);_(* "-"_);_(@_)?:_("$"* #,##0.00_);_("$"* \(#,##0.00\);_("$"* "-"??_);_(@_)61_(* #,##0.00_);_(* \(#,##0.00\);_(* "-"??_);_(@_)                     "0  "x@ &x  "p@  `  *x@ "p @   `  "p@   `   "8"@@ "8 " @ Sheet1X;Sheet2A<Sheet3GB?Operating costs for waste collection per ton (or per household)=Operating costs for waste disposal per ton (or per household)8Operating costs for recycling per ton (or per household)+Test results for solid waste disposal sitesUPercentage of industrial, commercial and institutional& .and total tons of industrial& 6a6bMOperating costs for collection of sewage and storm water per km of sewer line\Operating costs for treatment and disposal of sewage and storm water per cubic metre treated8Number of sewer main backups per kilimetre of sewer line,Test results for sewage treatment operationsQNumber of hours per year when untreated or partially treated sewage was released& GOperating costs for water treatment per million litres of water treatedIOperating costs for water distribution per kilometre of distribution pipeCTest results for municipal water treatment and distribution systems@Number of breaks in water mains per kilometre of water main pipe/Percentage of water produced that is not billed=Operating costs for paved (hard top) roads per lane kilometre2Percentage of paved lane kilometres rated adequate@Operating costs for unpaved (loose top) roads per lane kilometreMOperating costs for winter control maintenance of roadways per lane kilometre]Percentage of winter event responses that meet or exceed municipal road maintenance standardsKOperating costs for conventional transit per regular service passenger trip:Operating costs for fire services per $1,000 of assessmentDTotal dollar losses due to structural fires& per $1,000 of assessment<Operating costs for police services per $1,000 of assessment_Percentage of cases cleared for the following Stats Canada categories: violent crime; property& a)b)c)*Percentage of cases cleared: Violent crime+Percentage of cases cleared: Property crime0Percentage of cases cleared: Other Criminal Coded)2Percentage of cases cleared: Criminal Code traffice)"Percentage of cases cleared: Drugs9Percentage of cases cleared: Other Federal statutes crime1Percentage of cases cleared: All Crime Categories]Number and percentage of new lots approved which are located within boundaries of settlement& YOperating costs for Members of Council per capita and as a percentage of total municipal& 1Operating costs for members of Council per capitaWOperating costs for members of Council as percentage of total municipal operating costs_Operating costs for municipal administration as a percentage of total municipal operating costs\Percentage of people receiving Ontario Works assistance who participated in welfare-to-work& HPercentage change in number of people receiving Ontario Works assistance8Total tons of residential solid waste recycled in a year7a7bBNumber of complaints concerning & per ton (or per 1,000 households)SPercentage of residential solid waste diverted for recycling per ton Of solid wasteFTotal tons of industrial, commercial and institutional waste diverted& ONumber of days when a boil-water advisory issued by the Medical& ..was in effectMNumber of conventional transit passenger trips per person in the service areaFPercentage of agriculturally designated land preserved during the year GarbageSocial ServicesGeneral GovernmentLand Use PlanningPoliceFireTransportationWaterSewage MPMP MeasuresExhibit 1: MPMP MeasuresB M  5 sZsOi PT  !wMD**  `  MNumber of cН0";L#4w#ip0 0#T00t00,}-0zm00r E000rrt߿0rtt0pPercent0]\{e0\{{T00{T0T00T{e0T{բ0T{H{{?10H){{@kT0e0{T0L0{T0LkT00 ,0 e01|4"04k0" {70B    dMbP?_*+%M\\OLYMPUS\LaserFin13$w 4dXXA4X$JAPDdTimes New RomanH X "dXX??U} } mT} $ Column AX9T0 w w  wG w  G++++0l+GT0 ! Exhibit 1: MPMP Measures! Garbage~ ?H?Operating costs for waste collection per ton (or per household)~ @F=Operating costs for waste disposal per ton (or per household)~ @A8Operating costs for recycling per ton (or per household)~ @4+Test results for solid waste disposal sites~ @BNumber of complaints concerning & per ton (or per 1,000 households) 6a\SPercentage of residential solid waste diverted for recycling per ton Of solid waste 6bA 8Total tons of residential solid waste recycled in a year 7a UPercentage of industrial, commercial and institutional& .and total tons of industrial&  7b FTotal tons of industrial, commercial and institutional waste diverted&  Sewage ~  @V MOperating costs for collection of sewage and storm water per km of sewer line~ "@e\Operating costs for treatment and disposal of sewage and storm water per cubic metre treated~ $@A8Number of sewer main backups per kilimetre of sewer line~ &@5,Test results for sewage treatment operations~ (@QNumber of hours per year when untreated or partially treated sewage was released& Water~ *@PGOperating costs for water treatment per million litres of water treated~ ,@RIOperating costs for water distribution per kilometre of distribution pipe~ .@LCTest results for municipal water treatment and distribution systems~ 0@ONumber of days when a boil-water advisory issued by the Medical& ..was in effect~ 1@I@Number of breaks in water mains per kilometre of water main pipe~ 2@8/Percentage of water produced that is not billedTransportation~ 3@F=Operating costs for paved (hard top) roads per lane kilometre~ 4@;2Percentage of paved lane kilometres rated adequate~ 5@I@Operating costs for unpaved (loose top) roads per lane kilometre~ 6@VMOperating costs for winter control maintenance of roadways per lane kilometre~ 7@f]Percentage of winter event responses that meet or exceed municipal road maintenance standards~ 8@VMNumber of conventional transit passenger trips per person in the service areaDUl/ZXSFoThwSGbd^[J%XM[hx T0!"#$%w&'()*wG+w,-G.+/0+1+23+450678 ~ 9@T KOperating costs for conventional transit per regular service passenger trip !Fire!~ ":@C":Operating costs for fire services per $1,000 of assessment~ #;@#DTotal dollar losses due to structural fires& per $1,000 of assessment$Police$~ %<@E%<Operating costs for police services per $1,000 of assessment~ &=@&_Percentage of cases cleared for the following Stats Canada categories: violent crime; property&  'a)3'*Percentage of cases cleared: Violent crime (b)4(+Percentage of cases cleared: Property crime )c)9)0Percentage of cases cleared: Other Criminal Code *d);*2Percentage of cases cleared: Criminal Code traffic +e)++"Percentage of cases cleared: Drugs ,d)B,9Percentage of cases cleared: Other Federal statutes crime -d):-1Percentage of cases cleared: All Crime Categories.Land Use Planning.~ />@/]Number and percentage of new lots approved which are located within boundaries of settlement& ~ 0?@O0FPercentage of agriculturally designated land preserved during the year1General Government1~ 2@@2YOperating costs for Members of Council per capita and as a percentage of total municipal&  3a):31Operating costs for members of Council per capita 4b)`4WOperating costs for members of Council as percentage of total municipal operating costs~ 5@@h5_Operating costs for municipal administration as a percentage of total municipal operating costs6Social Services6~ 7A@7\Percentage of people receiving Ontario Works assistance who participated in welfare-to-work& ~ 8A@Q8HPercentage change in number of people receiving Ontario Works assistance6 fUWFGLN>UM(a)Msz&>%@8    dMbP?_*+%"??n U>@   dMbP?_*+%"??n U>@ Kmc.E "    ''  ' -  -- !-- !-'- -'- -   ! Arial\ |w|wgw\  - Arial |w|wgw  - 2 ) Garbage Arial M|w|wgw M - 2 +C1f2 +?Operating costs for waste collection per ton (or per household)e   2 <C2c2 <=Operating costs for waste disposal per ton (or per household)   2 MC3[2 M8Operating costs for recycling per ton (or per household)  2 ^C4H2 ^+Test results for solid waste disposal sitess  2 oC5o.j2 oBNumber of complaints concerning per ton (or per 1,000 households)    . 2 @6a2 SPercentage of residential solid waste diverted for recycling per ton Of solid wastel     2 @6b[2 8Total tons of residential solid waste recycled in a year  2 @7a.2 UPercentage of industrial, commercial and institutional.and total tons of industrial    . 2 @7b.p2 FTotal tons of industrial, commercial and institutional waste diverted   .-2 -Sewage  - 2 C8b{2 MOperating costs for collection of sewage and storm water per km of sewer line       2 C9b2 \Operating costs for treatment and disposal of sewage and storm water per cubic metre treated       2 @10[2 8Number of sewer main backups per kilimetre of sewer line       2 @11I2 ,Test results for sewage treatment operations   2 @12.2 QNumber of hours per year when untreated or partially treated sewage was released      .-2 *4Water - 2 ;@13r2 ;GOperating costs for water treatment per million litres of water treated      2 L@14u2 LIOperating costs for water distribution per kilometre of distribution pipe    2 ]@15l2 ]CTest results for municipal water treatment and distribution systems     2 n@16n.~2 nONumber of days when a boil-water advisory issued by the Medical..was in effect=       . 2 @17g2 @Number of breaks in water mains per kilometre of water main pipe        2 @18N2 /Percentage of water produced that is not billede  -2 Transportation- 2 @19c2 =Operating costs for paved (hard top) roads per lane kilometre   2 @20R2 2Percentage of paved lane kilometres rated adequate   2 @21g2 @Operating costs for unpaved (loose top) roads per lane kilometre   2 @22{2 MOperating costs for winter control maintenance of roadways per lane kilometre      2 @232 ]Percentage of winter event responses that meet or exceed municipal road maintenance standards      2 @24{2 MNumber of conventional transit passenger trips per person in the service area   2 @25x2 KOperating costs for conventional transit per regular service passenger tripe - 2 ):Fire- 2 :@26^2 ::Operating costs for fire services per $1,000 of assessment   2 K@27K.m2 KDTotal dollar losses due to structural firesper $1,000 of assessment  .-2 \3Police - 2 m@28a2 m<Operating costs for police services per $1,000 of assessment   2 ~@29~.2 ~_Percentage of cases cleared for the following Stats Canada categories: violent crime; property      . 2 Aa)F2 *Percentage of cases cleared: Violent crime    2 Ab)H2 +Percentage of cases cleared: Property crimes    2 Ac)O2 0Percentage of cases cleared: Other Criminal Code      2 Ad)R2 2Percentage of cases cleared: Criminal Code traffic     2 Ae):2 "Percentage of cases cleared: Drugs   2 Ad)]2 9Percentage of cases cleared: Other Federal statutes crimet    2 Ad)Q2 1Percentage of cases cleared: All Crime Categoriesc     --"System  -'-- - !2  Land Use Planningt  ---'-- -  2 @30.2 ]Number and percentage of new lots approved which are located within boundaries of settlement       . 2 (@31p2 (FPercentage of agriculturally designated land preserved during the year ---'-- I9- "2 9General Government   ---'-- -  2 J@32J.2 JYOperating costs for Members of Council per capita and as a percentage of total municipal      . 2 [Aa)Q2 [1Operating costs for members of Council per capitac     2 lAb)2 lWOperating costs for members of Council as percentage of total municipal operating costs.      2 }@332 }_Operating costs for municipal administration as a percentage of total municipal operating costs    -2 Social Services  - 2 @34.2 \Percentage of people receiving Ontario Works assistance who participated in welfare-to-work       . 2 @35s2 HPercentage change in number of people receiving Ontario Works assistance    ---'--  +2 Exhibit 1: MPMP Measures       --'-- --'-- -  -- !-  !- -- !-- !-  !-- !-))- !)-- !-((- !(-[[- ![-- !-88- !8-- ! 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F2 y*Community Care Access Centre for Etobicoke      72 y{ Manufacturing Technology Centre  "2 Manulife Financial 2 Durham College   :2 {"Mouvement qubcois de la qualit  -2 Merv Stanley & Associates    2 Humber College   C2 {(Quality and Productivity Initiative (NS)   02 OTIP/RAEO Insurance Brokers    Q2 1Industrial Accident Prevention Association (IAPA)    .2 {Quality Council of Alberta    2 QMI 12 Law Society of Upper Canada     F2 {*Quality Council of Newfoundland & Labrador     !2 ServiceStars Inc.  +2 Natural Resources Canada   62 {Standard Life Mutual Funds Inc.  +2 Strus & Associates Inc.   72 Regional Municipality of Niagara   32 {Toronto District School Board   62 Weller Quality Associates Inc.   2 Sault College  2 Wellness Matters  %2 Scarborough Hospital  +2 The Learning Partnership R2 #2The Michener Institute for Applied Health Sciences    %2 4The Town of Markham    E2 E)Toronto Association for Community Living    !2 VTransport Canada  -"System-'-- h-  -- !-- !-xx- !x-  !- -- !-  "-- !-xx- !x ! !i-f- !S-xfx- !Sx !f !g-  "-hi- !h-hi- !h-hxix- !hx-hi- !h-- !-- !-##- !#-44- !4-EE- !E-VV- !V-gg- !g-xx- !x-- !-- !-- !-- !-- !-- !-- !-- !-- !-""- !"-33- !3-DD- !D-UU- !U-gg- !g--'- h'SummaryInformation(DocumentSummaryInformation8_10502806053 FLLOle  Region of Peelo Sheet1Sheet2Sheet3  Worksheets 6> _PID_GUIDAN{85137F21-3E9E-11D5-A418-9E027CAA4659} FMicrosoft Excel WorksheetBiff8Excel.Sheet.89qCompObjfObjInfo Workbook  OlePres000. # Oh+'08@Th  Daniel Ho  Daniel Ho Microsoft Excel@\ ՜.+,D՜.+,( PXp x Region of Peelo ABa==x-L;!8X1Arial1Arial1Arial1Arial1Arial1Arial"$"#,##0_);\("$"#,##0\)!"$"#,##0_);[Red]\("$"#,##0\)""$"#,##0.00_);\("$"#,##0.00\)'""$"#,##0.00_);[Red]\("$"#,##0.00\)7*2_("$"* #,##0_);_("$"* \(#,##0\);_("$"* "-"_);_(@_).))_(* #,##0_);_(* \(#,##0\);_(* "-"_);_(@_)?,:_("$"* #,##0.00_);_("$"* \(#,##0.00\);_("$"* "-"??_);_(@_)6+1_(* #,##0.00_);_(* \(#,##0.00\);_(* "-"??_);_(@_)                + ) , *  " !x@@ "p  @ !p@ "p  !x@  "x   !x@ !x@ "x  "|   `@ !x @  "x   ` @  "p  Sheet1ESheet2.Sheet3/0*CAE - Public Sector 1. Leadership1.1 Strategic direction1.2 Involvement by leadership"1.3 Results of leadership actions1.4 Continuous improvement 2. Planning.2.1 Development & content of improvement plan2.2 Assessment,2.3 Results of work on planning improvement2.4 Continuous improvement3. Citizen / Client Focus'3.1 Voice of the client or stakeholder03.2 Managing client & stakeholder relationships03.3 Measuring client & stakeholder satisfaction/3.4 Results of work on citizen or client focus3.5 Continuous improvement4. People Focus4.1 Human Resource Planning4.2 Participatory environment4.3 Continuous learning4.4 Employee satisfaction&4.5 Results of work on a people focus4.6 Continuous improvement5. Process Management5.1 Defining process5.2 Controlling process5.3 Improving process(5.4 Results of work on managing process5.5 Continuous improvement6. Supplier / Partner Focus6.1 Partnering&6.2 Results of work on supplier focus6.3 Continuous improvement7. Organizational Performance7.1 Service or product quality7.2 Organizational results&7.3 Client & stakeholder satisfaction#7.4 Employee satisfaction & morale7.5 Financial performanceSubtotalTotal - all dimensions*x \-! g { @WCh<\@h֍Hh lG b@j((!(277h0&"0b`Q 3b%03!.+p0lGbblG203B..77 p@5.1 Defining process~ D@'1.2 Involvement by leadership~ >@!5.2 Controlling process~ D@+"1.3 Results of leadership actions~ >@5.3 Improving process~ D@#1.4 Continuous improvement~ $@1(5.4 Results of work on managing process~ D@Subtotal~ Y@$5.5 Continuous improvement~ $@ Subtotal~ @e@  2. Planning 7 .2.1 Development & content of improvement plan~ >@% 6. Supplier / Partner Focus  2.2 Assessment~ >@ 6.1 Partnering~ 4@5 ,2.3 Results of work on planning improvement~ >@/ &6.2 Results of work on supplier focus~ 4@# 2.4 Continuous improvement~ $@$ 6.3 Continuous improvement~ $@Subtotal~ Y@Subtotal~ I@#3. Citizen / Client Focus'7. Organizational Performance0'3.1 Voice of the client or stakeholder~ D@(7.1 Service or product quality~ I@903.2 Managing client & stakeholder relationships~ D@$7.2 Organizational results~ I@903.3 Measuring client & stakeholder satisfaction~ I@/&7.3 Client & stakeholder satisfaction~ I@8/3.4 Results of work on citizen or client focus~ >@,#7.4 Employee satisfaction & morale~ I@$3.5 Continuous improvement~ $@#7.5 Financial performance~ D@Subtotal~ @e@Subtotal~ n@4. People FocusTotal - all dimensions~ @@$4.1 Human Resource Planning~ >@  '4.2 Participatory environment~ >@  !4.3 Continuous learning~ >@  #4.4 Employee satisfaction~ D@  /&4.5 Results of work on a people focus~ >@  $4.6 Continuous improvement~ $@  !Subtotal~ "@e@ #$D l0QclnxY1)|TkFf|kFXDGACOD>@ A  dMbP?_*+%"??roU>@ A  dMbP?_*+%"??roU>@ 3S4^#  O   %''  ' %-   "-% "- !%-- !-'- %-'- %-   !% Arial- 2  1. Leadership(2 5. Process Management   Arial-+2 1.1 Strategic direction  2 30'2 5.1 Defining process  2 4042 #1.2 Involvement by leadership  2 #30+2 #5.2 Controlling process  2 #40:2 4"1.3 Results of leadership actions  2 430(2 45.3 Improving process  2 440.2 E1.4 Continuous improvement    2 E10C2 E(5.4 Results of work on managing process    2 E40 Arial-2 VSubtotal  2 V100-02 V5.5 Continuous improvement    2 V10-2 gSubtotal  2 g170-2 x 2. Planning -L2 .2.1 Development & content of improvement plan      2 30-12 6. Supplier / Partner Focus  -2 2.2 Assessment   2 302 6.1 Partnering  2 20I2 ,2.3 Results of work on planning improvement     2 30@2 &6.2 Results of work on supplier focus   2 20.2 2.4 Continuous improvement    2 1002 6.3 Continuous improvement    2 10-2 Subtotal  2 1002 Subtotal  2 50-.2 3. Citizen / Client Focus  42 7. Organizational Performance   -B2 '3.1 Voice of the client or stakeholder  2 4062 7.1 Service or product quality  2 50O2 03.2 Managing client & stakeholder relationships   2 4002 7.2 Organizational results  2 50O2 "03.3 Measuring client & stakeholder satisfaction   2 "50@2 "&7.3 Client & stakeholder satisfaction   2 "50N2 3/3.4 Results of work on citizen or client focus   2 330<2 3#7.4 Employee satisfaction & morale    2 35002 D3.5 Continuous improvement    2 D10.2 D7.5 Financial performance  2 D40-2 USubtotal  2 U1702 USubtotal  2 U240-2 w4. People Focus (2 wTotal - all dimensions 2 w1,000-02 4.1 Human Resource Planning     2 3042 4.2 Participatory environment   2 30+2 4.3 Continuous learning  2 30.2 4.4 Employee satisfaction  2 40@2 &4.5 Results of work on a people focus   2 3002 4.6 Continuous improvement    2 10-2 Subtotal  2 170-"System-'-- %-  -- !-pp- !p-- !-- !-  !$- -$$- !$-  "-ff- !f-ww#- !rw-- !-#- !r-ee- !e-ee#- !re ! ! !$ !#-  "-- !-pp- !p-- !-- !-$$- !$-%&- !%-%&- !%-"%"&- !"%-3%3&- !3%-D%D&- !D%-U%U&- !U%-f%f&- !f%-w%w&- !w%-%&- !%-%&- !%-%&- !%-%&- !%-%&- !%-%&- !%-%&- !%-%&- !%-%&- !%-!%!&- !!%-2%2&- !2%-C%C&- !C%-T%T&- !T%-e%e&- !e%-v%v&- !v%-%&- !%-%&- !%-%&- !%-%&- !%-%&- !%-%&- !%-%&- !%-%&- !%--'- %'SummaryInformation(!DocumentSummaryInformation8%_1050196889b F&LLOle , Sheet1Sheet2Sheet3  Worksheets 6> _PID_GUIDAN{A6E43102-3EAB-11D5-A418-CD665FEA3D5C} FMicrosoft Excel WorksheetBiff8Excel.Sheet.89qCompObj-fObjInfo/WorkbookC I3OlePres0000 ABa= =x-L;!8X1Arial1Arial1Arial1Arial1Arial"$"#,##0_);\("$"#,##0\)!"$"#,##0_);[Red]\("$"#,##0\)""$"#,##0.00_);\("$"#,##0.00\)'""$"#,##0.00_);[Red]\("$"#,##0.00\)7*2_("$"* #,##0_);_("$"* \(#,##0\);_("$"* "-"_);_(@_).))_(* #,##0_);_(* \(#,##0\);_(* "-"_);_(@_)?,:_("$"* #,##0.00_);_("$"* \(#,##0.00\);_("$"* "-"??_);_(@_)6+1_(* #,##0.00_);_(* \(#,##0.00\);_(* "-"??_);_(@_)                + ) , *   `@@  `@ @  `!@ @  `@  `@   `!@  !p@  ` @   ` @   `! @   `  `@  `  @  `   `   `   h"@@   h""@ @   `"@   `" @  Sheet1!)Sheet2`2Sheet3J B "Y^b٪*@=Y^b٪*7Wj o1xoU`WAјU cjBhJP $ IDBDPFW&? 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" # $ % &,|>@ A  dMbP?_*+%"??U>@ A  dMbP?_*+%"??U>@ f Peel Daniel HoPeMicrosoft Excel@4' ՜.+,D՜.+,( PXp x Region of Peelo Sheet1Sheet2Sheet3  Worksheets 6> _PID_GUIDAN{5954E2CEDocumentSummaryInformation8rSummaryInformation(yDocumentSummaryInformation8}_1050313263 F01L01L-3F0E-11D5-9249-0060B0FCB340} Oh+'08@Th  Daniel Ho  Daniel Ho Microsoft Excel@ o ՜.+,D՜.+,( PXp x Region of Peelo  Sheet1Sheet2Sheet3  Worksheets 6> _PID_GUIDAN{EF39B16E-3DDD-11D5-A418-AF0739DE2759}1 %   R>''  ' YEOle PRINTr CompObjfObjInfo' YE Arial -|w|wgw - -"System  -'- m= %2 Participating Cities7. .3.33<..2 W Population7333.33-'- YEArial |w|wgw - 2 v Ashevillen7*..).2 v-66,562..... 2 Cary<.'2 -61,439.....2 D Chapel Hill<....<2 D-43,423.....2  Charlotten<....2 522,000......2 Concord<..*..2 -46,253.....2 yDurham<...G2 y147,057......2 GarnerA...2 -17,582.....2 G GreensboroA...*...2 G188,976......2 Hickory<*+.'2 -32,632.....2  High Point<..7..2 -74,213.....2 |Raleigh<....2 |240,227......2  Rocky Mount<.*+'E...2 -57,158.....2 J Salisburyt7.*..'2 J-25,107.....2 Shelby7...'2 -19,600.....2  WilmingtonSG....2 -60,886.....2 WilsonS*..2 -40,807.....-'- J= 2  Winston-SalemS.*..7..G2 164,108......-'- YE-'- R>-  !Z !J ? !J 2 !6 !6i !6F --'- YE' FMicrosoft Excel WorksheetBiff8Excel.Sheet.89qOh+'08@Xp Region oWorkbook OlePres000 SummaryInformation(DocumentSummaryInformation8 V  Ba=<=Hv|8;8X1qArial1qArial1qArial1qArial1qArial"$"#,##0;\-"$"#,##0"$"#,##0;[Red]\-"$"#,##0"$"#,##0.00;\-"$"#,##0.00#"$"#,##0.00;[Red]\-"$"#,##0.005*0_-"$"* #,##0_-;\-"$"* #,##0_-;_-"$"* "-"_-;_-@_-,)'_-* #,##0_-;\-* #,##0_-;_-* "-"_-;_-@_-=,8_-"$"* #,##0.00_-;\-"$"* #,##0.00_-;_-"$"* "-"??_-;_-@_-4+/_-* #,##0.00_-;\-* #,##0.00_-;_-* "-"??_-;_-@_-                + ) , *     @   @  ("@@  (""@ @  "@  " @    $"@  $" @  Sheet1Sheet2Sheet31/CitiesCountiesResidential Refuse Collection Foster CareHousehold RecyclingAbuse & Neglect InvestigationYard Waste/Leaf Collection Adoptions Police PatrolEmergency Medical ServicesPolice InvestigationsJail OperationsEmergency CommunicationsBuilding InspectionsAsphalt Maintenance and RepairFood/Institutional Services Fire ServicesWastewater ServicesBuilding Services Fleet ServicesAnimal ServicesTax Administration Population AshevilleBuncombeCaryCatawba Chapel HillDurham CharlotteForsythConcordGuilfordUnionGarner GreensboroHickory High PointRaleigh Rocky Mount SalisburyShelby WilmingtonWilson Winston-SalemParticipating CitiesParticipating Counties* Su1USpV1.0 1Н0l LLe0 L LН0 L Ls0dlo0d0 Lo.08-00ip011~k0 L L1T00t00zm00r E000rrt߿0r1tt0p1Percent0]D F*wX{e0X{{T00{T0T00~P{e0P{~բ0~P{H{{?10H-{{=kT0e0{T0L0{T0LkT00 $0 w/we0D1|v"0vk0w/R z {z/   dMbP?_*+%M\\OLYMPUS\LaserFin13$w 4dXXA4X$JAPDdTimes New RomanH X "dXX??U} }  T0 w  wG w CitiesCounties&Residential Refuse Collection Foster CareHousehold Recycling&Abuse & Neglect Investigation#Yard Waste/Leaf Collection Adoptions Police Patrol#Emergency Medical ServicesPolice InvestigationsJail Operations!Emergency CommunicationsBuilding Inspections'Asphalt Maintenance and Repair$Food/Institutional Services Fire ServicesWastewater Services Building Services  Fleet Services  Animal Services  Tax Administration(BJ=A>FS:;&>@    dMbP?_*+%"??SeU} $}  } }  T0   wG w  G{{{ Participating Cities PopulationParticipating Counties Population Asheville~  @@Buncombe~  A Cary~ @Catawba~ @ Chapel Hill~ 3@Durham~ PA Charlotte~ @AForsyth~ AConcord~ @Guilford~ ADurham~ AUnion~ `@Garner~ +@  Greensboro~ A  Hickory~ @   High Point~ P@  Raleigh~ S A   Rocky Mount~ @   Salisbury~ @ Shelby~ $@  Wilmington~ @ Wilson~ @ Winston-Salem~ `A(T|QKQPOK152526415!>@   dMbP?_*+%"??ieU>@ l 6 %   5''  ' 5-  -- !-5- !5-'- 5-'- 5 Arial3 |w|wgw3  - 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FMicrosoft Excel WorksheetBiff8Excel.Sheet.89qI^ (   'CompObjCfObjInfoEWorkbook +%OlePres000F Ba=< =Hv|8;8X1Arial1Arial1Arial1Arial1Arial"$"#,##0;\-"$"#,##0"$"#,##0;[Red]\-"$"#,##0"$"#,##0.00;\-"$"#,##0.00#"$"#,##0.00;[Red]\-"$"#,##0.005*0_-"$"* #,##0_-;\-"$"* #,##0_-;_-"$"* "-"_-;_-@_-,)'_-* #,##0_-;\-* #,##0_-;_-* "-"_-;_-@_-=,8_-"$"* #,##0.00_-;\-"$"* #,##0.00_-;_-"$"* "-"??_-;_-@_-4+/_-* #,##0.00_-;\-* #,##0.00_-;_-* "-"??_-;_-@_-                + ) , *   @ @  !@ @  @ @  !@ @  !@ @  !!@ @  @   @  ("@@  (""@ @  "@  " @  $"@  $" @ Sheet1Sheet2B$Sheet3DBCitiesCountiesResidential Refuse Collection Foster CareHousehold RecyclingAbuse & Neglect InvestigationYard Waste/Leaf Collection Adoptions Police PatrolEmergency Medical ServicesPolice InvestigationsJail OperationsEmergency CommunicationsBuilding InspectionsAsphalt Maintenance and RepairFood/Institutional Services Fire ServicesWastewater ServicesBuilding Services Fleet ServicesAnimal ServicesTax Administration Population AshevilleBuncombeCaryCatawba Chapel HillDurham CharlotteForsythConcordGuilfordUnionGarner GreensboroHickory High PointRaleigh Rocky Mount SalisburyShelby WilmingtonWilson Winston-SalemParticipating CitiesParticipating CountiesCity of Aiken City of Lancaster City of Anderson City of Myrtle Beach City of Clemson City of North Augusta City of Columbia North Myrtle Beach City of Florence City of Orangeburg City of Georgetown City of Rock Hill City of Goose Creek City of Spartanburg City of Greenville City of Sumter City of Greenwood City of YorkCity of Hartsville B {ud[U/ )  0x%,d0 1Н0xlН0f0~xѳwzm00ip011<(Crosab_r1T00t00zm00r E000rrt߿0r1tt0p1Percent0]D F*wX{e0X{{T00{T0T00~P{e0P{~բ0~P{H{{?10H-{{=kT0e0{T0L0{T0LkT00 $0 w/we0D1|v"0vk0w/z {zB B   dMbP?_*+%M\\OLYMPUS\LaserFin13$w 4dXXA4X$JAPDdTimes New RomanH X "dXX??U} }  T0 0w  wG w CitiesCounties&Residential Refuse Collection Foster CareHousehold Recycling&Abuse & Neglect Investigation#Yard Waste/Leaf Collection Adoptions Police Patrol#Emergency Medical ServicesPolice InvestigationsJail Operations!Emergency CommunicationsBuilding Inspections'Asphalt Maintenance and Repair$Food/Institutional Services Fire ServicesWastewater Services Building Services  Fleet Services  Animal Services   Tax Administration(BJ=A>FS:;&>@    dMbP?_*+%M\\OLYMPUS\LaserFin13$w 4dXXA4X$JAPDdTimes New RomanH X "dXX??U} $}  } }  } I} I         w      wG w        Participating Cities PopulationParticipating Counties Population  Asheville~ ! @@Buncombe~ ! 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Bad := rainy day fund is only 1.6 percent of general fund revenuesL Clow reserves have provoked complaints from the bond rating agencies9 0effective cost accounting is almost nonexistent   !Mitigating factors:  =achieving fiscal stability isn t easy in this troubled city.  population is decliningtax base is shrinking%reductions in federal grants,"#forecasts show a growing shortfall (T)#-6\ P= !$")>@ 4N ' ~   4''  ' 4-  -- !-4- !4-'- 4-'- 4-   !4 Arial |w|wgw  - .2 Good: .Arial &|w|wgw & -12 tight controls over spending(2 #conservative budgeting72 4 stronger-than-predicted revenuesE2 E)surpluses in each of the past three years(~2 VOmost of the surpluses go to one-time expenditures, not open-ended commitments. =    -x.2 xBad: .-.c2 =rainy day fund is only 1.6 percent of general fund revenues.l2 Clow reserves have provoked complaints from the bond rating agencies   O2 0effective cost accounting is almost nonexistent  -%2 Mitigating factors: -.c2 =achieving fiscal stability isnt easy in this troubled city. .*2 population is declining'2 tax base is shrinking12 reductions in federal grants<2 "#forecasts show a growing shortfall   -"System  -'-- 4-  -- !-  !- -- !-  !5 !2 !3- -45- !4-45- !4-- !-- !-""- !"-33- !3-DD- !D-UU- !U-ff- !f-ww- !w-- !-- !-- !-- !-- !-- !-- !-- !-- !-!!- !!-33- !3--'- 4'՜.+,D՜.+,( PXp x Region of Peelo1 Sheet1Sheet2Sheet3  Worksheets 6> _PID_GUIDAN{D725935E-409C-11D5-924A-0060B0FCB340}_1050483760 F~L0LOle PRINT\CompObj2f      !"#$%&'()*+,-./013678:;<=>?BCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnpstuvwxyz{|}~): *    ''  '  '  -   !  Arial |w|wgw --"System  -'-- g   .2 Good:*A333*.р--'--  Arial |w|wgw  - 72 p new HR technology is anticipated..;<<.*.....'*..*....R2 224-hour job hotline - records interests of callers............*..*...**.*..*Z2 >7streamlining the testing process for clerical positionss*..G......*....*.**.*.*...*..*---'-- j   .2 Bad:*<.3*.р--'--  - 2 sYdownsizing and restructuring have left a chaotic civil service and classification system...;.*(......*.*.....)...*...**)*.)*....*.***...*'*.G2 Tpersonnel information is held in paper files, making work force planning difficult. ..*......G...*.........*G.+..;.+.*........*.A.[2 A8too long to process agencies requests for new employees........*.**....*.*....**...;.G..'..*.р---'-- m  $2 Mitigating Factors:nG3.333..3 .--'--  - c2 v=council instituted a poorly planned early retirement program *...*.*.......'........'..G......GU2 4resulted in soaring overtime and loss of key people .*....*.....).G.....**.+.'.....--'--  C d2 B>now Council plans its major personnel moves more effectively. ..;<...*...**G....*....G.).*G....*).'--'--  --'--  - 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A Cost-Effective AlternativeRegion of YorkYorkInfo Partnerships.Corporate Services, Finance and AdministrationActivity Based Costing ModelCity of Burlington+Corporate Outcome Measurement and ReportingRegion of HaltonCorporate Policy on PartneringCourt Administration TransferCustomer Care Centre(Customer Satisfaction Measurement SurveyTown of Markham$Halton Co-operative Purchasing Group(Integrated Planning and Financial SystemRegion of Peel(ISO 9001 (Quality Systems) Certification Town of AjaxMulti-Year Corporate Plan*Performance Development and Review ProgramTown of Milton(Provincial Offences Act Transfer Project3Risk Assessment/Risk Management in Local GovernmentCity of Brampton0Teleread Automated Water Reading Response SystemRegion of Durham(The Human Resources Management FrameworkNTransfer to Municipalities of Responsibility Under the Provincial Offences ActTown of CaledonEconomic Development Celebrate the Future , shoot Durham Film Industry Liaison ProgramApprenticeship Advisory CouncilAutofestBusiness Advisory Centre'Community Economic Development Strategy*Economic Development in the Global EconomyCity of TorontoGreen Tourism AssociationcOntario Works-Halton: Marketing to Non-Profit, Public and Private Sector Business and Organizations/Partnership and Funding in Economic DevelopmentStrategic Alliance Program Streetfront Economic Development Public Works!A Solid Waste Management Strategy(Aggregate Haul Road Partnering Agreement8Automated Biosolids Record Management and Mapping SystemBlue Box Collection Schedule'Computerized Sanders for Winter ControlTown of Richmond HillRDevelopment of Golf Course on City of Mississauga Britannia Sanitary Landfill Site%Engineering and Public Works CalendarFull User Pay Garbage SystemTown of GeorginaIInter-regional Servicing Agreement with the Region of York for WastewaterManaged Competition ProcessSingle-Tier Waste ManagementUltra-Thin WhitetoppingJValue Engineering for Capital Works Projects Having Value in Excess of $1MFWater and Waste water Operations and Maintenance Contract (South Peel) Good : Bad :Mitigating factors: tight controls over spendingconservative budgeting stronger-than-predicted revenues)surpluses in each of the past three yearsOmost of the surpluses go to one-time expenditures, not open-ended commitments. = rainy day fund is only 1.6 percent of general fund revenuesClow reserves have provoked complaints from the bond rating agencies0effective cost accounting is almost nonexistent population is decliningtax base is shrinkingreductions in federal grants=achieving fiscal stability isn t easy in this troubled city. #forecasts show a growing shortfall Mitigating Factors: new HR technology is anticipated224-hour job hotline - records interests of callersYdownsizing and restructuring have left a chaotic civil service and classification system.Tpersonnel information is held in paper files, making work force planning difficult. 8too long to process agencies requests for new employees7streamlining the testing process for clerical positions=council instituted a poorly planned early retirement program 4resulted in soaring overtime and loss of key people >now Council plans its major personnel moves more effectively. b0 b 1  pV+ d@ $ | # R. 6d1=l0H<s0d 9D9e0 988Н08 98s0dlo0dh8o.0#8*wip0.d1.d1p0Xw 08d1T00t00wm?zm00r E000rrt߿0r8d1tt0p4`1Percent0]F,!0 0FX{e0X{{T00{T0T00~P{e0P{~բ0~P{H{{?10H-{{=kT0e0{T0L0{T0LkT00 $0 e0|`"0`k01 {^@a >0$   dMbP?_*+%M\\OLYMPUS\LaserFin13$w 4dXXA4X$JAPDdTimes New RomanH X "dXX??U} N} m-(JT0 $    ;    O11w;m012)Communication, Information and TechnologyBFire Dispatch and Radio Communications System  A Joint InitiativeCity of Oshawa#Moving the Economy On-LineMoving the Economy&Natural Areas Survey Web PageCity of Mississauga0'Public Library Job and Careers Web PageCity of PickeringPublic Sector Networks>5City of Brampton, City of Mississauga, Region of PeelcZTraffic Control System Spread Spectrum Radio Communications - A Cost-Effective AlternativeRegion of YorkYorkInfo PartnershipsRegion of York7 .Corporate Services, Finance and Administration % Activity Based Costing Model City of Burlington4 +Corporate Outcome Measurement and Reporting Region of Halton' Corporate Policy on Partnering Region of Halton& Court Administration Transfer Region of YorkCustomer Care CentreCity of Pickering1(Customer Satisfaction Measurement SurveyTown of Markham-$Halton Co-operative Purchasing GroupRegion of Halton1(Integrated Planning and Financial SystemRegion of Peel1(ISO 9001 (Quality Systems) Certification Town of Ajax"Multi-Year Corporate PlanRegion of York3*Performance Development and Review ProgramTown of Milton1(Provincial Offences Act Transfer ProjectCity of Mississauga<3Risk Assessment/Risk Management in Local GovernmentCity of Brampton90Teleread Automated Water Reading Response SystemRegion of Durham1(The Human Resources Management FrameworkRegion of DurhamWNTransfer to Municipalities of Responsibility Under the Provincial Offences ActTown of CaledonEconomic Development5 Celebrate the Future Region of Durhama, shoot Durham Film Industry Liaison ProgramRegion of Durham(Apprenticeship Advisory CouncilRegion of HaltonAutofestRegion of Durham@ D@FJRe=EHUHE?QNPNARU]ZRw+VI T0!"#$ $ %&'! Business Advisory Centre Region of Durham0!'Community Economic Development Strategy!Region of Durham3"*Economic Development in the Global Economy"City of Toronto"#Green Tourism Association#Moving the Economyl$cOntario Works-Halton: Marketing to Non-Profit, Public and Private Sector Business and Organizations$Region of Halton8%/Partnership and Funding in Economic Development%Region of Halton#&Strategic Alliance Program&Region of Durham)' Streetfront Economic Development'City of Brampton?BQSEYD>@)))    dMbP?_*+%M\\OLYMPUS\LaserFin13$w 4dXXA4X$JAPDdTimes New RomanH X "dXX??U} D} IJT0 $  w  wG w  G  Public Works*!A Solid Waste Management StrategyRegion of Halton1(Aggregate Haul Road Partnering AgreementRegion of HaltonA8Automated Biosolids Record Management and Mapping SystemRegion of Halton%Blue Box Collection ScheduleRegion of Halton0'Computerized Sanders for Winter ControlTown of Richmond Hill[RDevelopment of Golf Course on City of Mississauga Britannia Sanitary Landfill SiteRegion of Peel.%Engineering and Public Works CalendarTown of Richmond Hill%Full User Pay Garbage SystemTown of GeorginaR IInter-regional Servicing Agreement with the Region of York for Wastewater Region of Peel$ Managed Competition Process Region of Peel% Single-Tier Waste Management Region of Halton Ultra-Thin Whitetopping City of BramptonS JValue Engineering for Capital Works Projects Having Value in Excess of $1M Region of HaltonOFWater and Waste water Operations and Maintenance Contract (South Peel)Region of Peel"#KRbFVzTFqCFAt>@    dMbP?_*+%M\\OLYMPUS\LaserFin13$w 4dXXA4X$JAPDdTimes New RomanH X "dXX??U} IL"T0$    wG w  G  GT0 Good :%tight controls over spendingconservative budgeting) stronger-than-predicted revenues2)surpluses in each of the past three yearsXOmost of the surpluses go to one-time expenditures, not open-ended commitments.  ! Bad := rainy day fund is only 1.6 percent of general fund revenuesL Clow reserves have provoked complaints from the bond rating agencies9 0effective cost accounting is almost nonexistent   !Mitigating factors:  =achieving fiscal stability isn t easy in this troubled city.  population is decliningtax base is shrinking%reductions in federal grants,"#forecasts show a growing shortfall  Good :) new HR technology is anticipated;224-hour job hotline - records interests of callers@7streamlining the testing process for clerical positions ! Bad :bYdownsizing and restructuring have left a chaotic civil service and classification system.]Tpersonnel information is held in paper files, making work force planning difficult. y8too long to process agencies requests for new employees !Mitigating Factors:F=council instituted a poorly planned early retirement program BX)#-6\ P= !$")0 -?D fa}  T0! = 4resulted in soaring overtime and loss of key people G!">now Council plans its major personnel moves more effectively. A> @! K7    ''  ' -  -- !-- !-'- -'- -   ! ArialU |w|wgwU - .2 Good: .Arial ,|w|wgw , -72  new HR technology is anticipated  R2 #224-hour job hotline - records interests of callersZ2 47streamlining the testing process for clerical positions -V.2 VBad: .-2 gYdownsizing and restructuring have left a chaotic civil service and classification system.  2 xTpersonnel information is held in paper files, making work force planning difficult.    .[2 8too long to process agencies requests for new employees  .-$2 Mitigating Factors:n -c2 =council instituted a poorly planned early retirement program   U2 4resulted in soaring overtime and loss of key people  d2 >now Council plans its major personnel moves more effectively.      -"System  -'-- -  -- !-  !- -- !-  ! ! !- -- !-- !-- !-- !-""- !"-33- !3-DD- !D-UU- !U-ff- !f-ww- !w-- !-- !-- !-- !-- !-- !-- !--'- '՜.+,D՜.+,( PXp x Region of Peelo1 Sheet1Sheet2Sheet3  Worksheets 6> _PID_GUIDAN{D725935E-409C-11D5-924A-0060B0FCB340}DocumentSummaryInformation89_1050488231 F L`LOle @PRINTAD :<    :''  ' A' A-   !3 Arialy |w|wgwy --"System  -'-- g9  .2 Good:*A333*.р--'-- AArial~ |w|wgw~  - 2 pVnew financial management system should get better information to managers more quickly..;...*.G.....G..*'*.G*...........G....G.....*G....*+'y2 Lnew human resources information system is expected to come on line this year..;..G...*..*.*..G...*'*.G*.*..*...*.G......*'..62 >developing a solid architectured..)......*...*..*..Q2 1importance of IT training also has been elevated sG....*..4.....*...*......)...---'-- 9r p.2 pBad: *<.3*.р--'-- A- .j2 BEnterprise-wide systems havent served the city very well so far. 7...*.;..*'*.G*..)..*.)....*').';.*...р--'-- 9@ |2 ?Nstrategic plan update for information technology is six months behind schedule*...*...........G....*.....'***G...*.....**.....--'-- A--'-- :-  ! ! . !2 !2 --'- A' FMicrosoft Excel WorksheetBiCompObjofObjInfoqWorkbook TOlePres000r ff8Excel.Sheet.89qB9     *''  ' *-  -*- !*- Ba=<#+=x-L;!8X1Arial1Arial1Arial1Arial1Arial1Arial"$"#,##0;\-"$"#,##0"$"#,##0;[Red]\-"$"#,##0"$"#,##0.00;\-"$"#,##0.00#"$"#,##0.00;[Red]\-"$"#,##0.005*0_-"$"* #,##0_-;\-"$"* #,##0_-;_-"$"* "-"_-;_-@_-,)'_-* #,##0_-;\-* #,##0_-;_-* "-"_-;_-@_-=,8_-"$"* #,##0.00_-;\-"$"* #,##0.00_-;_-"$"* "-"??_-;_-@_-4+/_-* #,##0.00_-;\-* #,##0.00_-;_-* "-"??_-;_-@_-                + ) , *   @ @  !@ @  !@ @  !!@ @  @  !@ "8"@ @ "8!"@ @ "  h"@ @ !p"@   `"@   h"@  !p" @  !Sheet15Sheet2@Sheet33x)Communication, Information and TechnologyBFire Dispatch and Radio Communications System  A Joint InitiativeCity of OshawaMoving the Economy On-LineMoving the EconomyNatural Areas Survey Web PageCity of Mississauga'Public Library Job and Careers Web PageCity of PickeringPublic Sector Networks5City of Brampton, City of Mississauga, Region of PeelZTraffic Control System Spread Spectrum Radio Communications - A Cost-Effective AlternativeRegion of YorkYorkInfo Partnerships.Corporate Services, Finance and AdministrationActivity Based Costing ModelCity of Burlington+Corporate Outcome Measurement and ReportingRegion of HaltonCorporate Policy on PartneringCourt Administration TransferCustomer Care Centre(Customer Satisfaction Measurement SurveyTown of Markham$Halton Co-operative Purchasing Group(Integrated Planning and Financial SystemRegion of Peel(ISO 9001 (Quality Systems) Certification Town of AjaxMulti-Year Corporate Plan*Performance Development and Review ProgramTown of Milton(Provincial Offences Act Transfer Project3Risk Assessment/Risk Management in Local GovernmentCity of Brampton0Teleread Automated Water Reading Response SystemRegion of Durham(The Human Resources Management FrameworkNTransfer to Municipalities of Responsibility Under the Provincial Offences ActTown of CaledonEconomic Development Celebrate the Future , shoot Durham Film Industry Liaison ProgramApprenticeship Advisory CouncilAutofestBusiness Advisory Centre'Community Economic Development Strategy*Economic Development in the Global EconomyCity of TorontoGreen Tourism AssociationcOntario Works-Halton: Marketing to Non-Profit, Public and Private Sector Business and Organizations/Partnership and Funding in Economic DevelopmentStrategic Alliance Program Streetfront Economic Development Public Works!A Solid Waste Management Strategy(Aggregate Haul Road Partnering Agreement8Automated Biosolids Record Management and Mapping SystemBlue Box Collection Schedule'Computerized Sanders for Winter ControlTown of Richmond HillRDevelopment of Golf Course on City of Mississauga Britannia Sanitary Landfill Site%Engineering and Public Works CalendarFull User Pay Garbage SystemTown of GeorginaIInter-regional Servicing Agreement with the Region of York for WastewaterManaged Competition ProcessSingle-Tier Waste ManagementUltra-Thin WhitetoppingJValue Engineering for Capital Works Projects Having Value in Excess of $1MFWater and Waste water Operations and Maintenance Contract (South Peel) Good : Bad :Mitigating factors: tight controls over spendingconservative budgeting stronger-than-predicted revenues)surpluses in each of the past three yearsOmost of the surpluses go to one-time expenditures, not open-ended commitments. = rainy day fund is only 1.6 percent of general fund revenuesClow reserves have provoked complaints from the bond rating agencies0effective cost accounting is almost nonexistent population is decliningtax base is shrinkingreductions in federal grants=achieving fiscal stability isn t easy in this troubled city. #forecasts show a growing shortfall Mitigating Factors: new HR technology is anticipated224-hour job hotline - records interests of callersYdownsizing and restructuring have left a chaotic civil service and classification system.Tpersonnel information is held in paper files, making work force planning difficult. 8too long to process agencies requests for new employees7streamlining the testing process for clerical positions=council instituted a poorly planned early retirement program 4resulted in soaring overtime and loss of key people >now Council plans its major personnel moves more effectively.  Bad : Vnew financial management system should get better information to managers more quicklyLnew human resources information system is expected to come on line this yeardeveloping a solid architecture1importance of IT training also has been elevated BEnterprise-wide systems haven t served the city very well so far. Nstrategic plan update for information technology is six months behind schedule, Council generally follows the capital planF vast majority of projects described in plan are ultimately completed3 capital plan linked with overall city objectives 6 reasonable job assessing the condition of its assetsH has an asset management system use to schedule preventive maintenance 1 several burst water pipes in the past few years) major street cave-in occurred in 1997. &good analysis of future capital needs "excellent six-year capital program*Council generally follows the capital planDvast majority of projects described in plan are ultimately completed1capital plan linked with overall city objectives 4reasonable job assessing the condition of its assetsFhas an asset management system use to schedule preventive maintenance /several burst water pipes in the past few years'major street cave-in occurred in 1997. r0 bd   +  d@ $ | %# dR.zV 6d1Н0xlН0t10Xxѳwzm00ip0.d1.d1<(Crosab_r8d1T00t00Xxp0&e0zm00r E000rrt߿0r8d1tt0p4`1Percent0]FSm0FX{e0X{{T00{T0T00~P{e0P{~բ0~P{H{{?10H-{{=kT0e0{T0L0{T0LkT00 $0 e0|`"0`k0B {rPx'0$x)Communi   dMbP?_*+%M\\OLYMPUS\LaserFin13$w 4dXXA4X$JAPDdTimes New RomanH X "dXX??U} N} m-(JT0 $    ;   1 xm01rsr1xp;0m012)Communication, Information and TechnologyBFire Dispatch and Radio Communications System  A Joint InitiativeCity of Oshawa#Moving the Economy On-LineMoving the Economy&Natural Areas Survey Web PageCity of Mississauga0'Public Library Job and Careers Web PageCity of PickeringPublic Sector Networks>5City of Brampton, City of Mississauga, Region of PeelcZTraffic Control System Spread Spectrum Radio Communications - A Cost-Effective AlternativeRegion of YorkYorkInfo PartnershipsRegion of York7 .Corporate Services, Finance and Administration % Activity Based Costing Model City of Burlington4 +Corporate Outcome Measurement and Reporting Region of Halton' Corporate Policy on Partnering Region of Halton& Court Administration Transfer Region of YorkCustomer Care CentreCity of Pickering1(Customer Satisfaction Measurement SurveyTown of Markham-$Halton Co-operative Purchasing GroupRegion of Halton1(Integrated Planning and Financial SystemRegion of Peel1(ISO 9001 (Quality Systems) Certification Town of Ajax"Multi-Year Corporate PlanRegion of York3*Performance Development and Review ProgramTown of Milton1(Provincial Offences Act Transfer ProjectCity of Mississauga<3Risk Assessment/Risk Management in Local GovernmentCity of Brampton90Teleread Automated Water Reading Response SystemRegion of Durham1(The Human Resources Management FrameworkRegion of DurhamWNTransfer to Municipalities of Responsibility Under the Provincial Offences ActTown of CaledonEconomic Development5 Celebrate the Future Region of Durhama, shoot Durham Film Industry Liaison ProgramRegion of Durham(Apprenticeship Advisory CouncilRegion of HaltonAutofestRegion of Durham@ D@FJRe=EHUHE?QNPNARU]ZRw+VI T0!"#$ $ %&'! Business Advisory Centre Region of Durham0!'Community Economic Development Strategy!Region of Durham3"*Economic Development in the Global Economy"City of Toronto"#Green Tourism Association#Moving the Economyl$cOntario Works-Halton: Marketing to Non-Profit, Public and Private Sector Business and Organizations$Region of Halton8%/Partnership and Funding in Economic Development%Region of Halton#&Strategic Alliance Program&Region of Durham)' Streetfront Economic Development'City of Brampton?BQSEYD>@)))    dMbP?_*+%M\\OLYMPUS\LaserFin13$w 4dXXA4X$JAPDdTimes New RomanH X "dXX??U} D} IJ 'w  wG w    Public Works*!A Solid Waste Management StrategyRegion of Halton1(Aggregate Haul Road Partnering AgreementRegion of HaltonA8Automated Biosolids Record Management and Mapping SystemRegion of Halton%Blue Box Collection ScheduleRegion of Halton0'Computerized Sanders for Winter ControlTown of Richmond Hill[RDevelopment of Golf Course on City of Mississauga Britannia Sanitary Landfill SiteRegion of Peel.%Engineering and Public Works CalendarTown of Richmond Hill%Full User Pay Garbage SystemTown of GeorginaR IInter-regional Servicing Agreement with the Region of York for Wastewater Region of Peel$ Managed Competition Process Region of Peel% Single-Tier Waste Management Region of Halton Ultra-Thin Whitetopping City of BramptonS JValue Engineering for Capital Works Projects Having Value in Excess of $1M Region of HaltonOFWater and Waste water Operations and Maintenance Contract (South Peel)Region of Peel"#KRbFVzTFqCFAt>@    dMbP?_*+%M\\OLYMPUS\LaserFin13$w 4dXXA4X$JAPDdTimes New RomanH X "dXX??U} O;T0  G '  '''''  T0hT0T0T0 Good :%tight controls over spendingconservative budgeting) stronger-than-predicted revenues2)surpluses in each of the past three yearsXOmost of the surpluses go to one-time expenditures, not open-ended commitments.  ! Bad := rainy day fund is only 1.6 percent of general fund revenuesL Clow reserves have provoked complaints from the bond rating agencies9 0effective cost accounting is almost nonexistent   !Mitigating factors:  =achieving fiscal stability isn t easy in this troubled city.  population is decliningtax base is shrinking%reductions in federal grants,"#forecasts show a growing shortfall  Good :) new HR technology is anticipated;224-hour job hotline - records interests of callers@7streamlining the testing process for clerical positions ! Bad :bYdownsizing and restructuring have left a chaotic civil service and classification system.]Tpersonnel information is held in paper files, making work force planning difficult. y8too long to process agencies requests for new employees !Mitigating Factors:F=council instituted a poorly planned early retirement program BX)#-6\ P= !$")0 -?D fa}  T0! " #$%&'()*G+' . /'0'12''3'456T078h9:= 4resulted in soaring overtime and loss of key people G!">now Council plans its major personnel moves more effectively. "# Good :_$Vnew financial management system should get better information to managers more quicklyU%Lnew human resources information system is expected to come on line this year(&developing a solid architecture:'1importance of IT training also has been elevated ( )! Bad : *BEnterprise-wide systems haven t served the city very well so far. W+"Nstrategic plan update for information technology is six months behind schedule./ Good :/0&good analysis of future capital needs +1"excellent six-year capital program32*Council generally follows the capital planM3Dvast majority of projects described in plan are ultimately completed:41capital plan linked with overall city objectives =54reasonable job assessing the condition of its assetsO6Fhas an asset management system use to schedule preventive maintenance 7 8! Bad :89/several burst water pipes in the past few years0:"'major street cave-in occurred in 1997. 6PAK cY,> [ 3/7Q>AS <> @##+ - !-'- *-'- *-   !* Arial |w|wgw - .2 Good: .Arial A|w|wgw A -2 Vnew financial management system should get better information to managers more quickly       y2 #Lnew human resources information system is expected to come on line this year     62 4developing a solid architecturedQ2 E1importance of IT training also has been elevated s -g.2 gBad:  .-x.j2 xBEnterprise-wide systems havent served the city very well so far.    .|2 Nstrategic plan update for information technology is six months behind schedule  -"System  -'-- *-  -- !-  !)- -))- !)-  ! !) !(- -- !-))- !)-*+- !*-*+- !*-"*"+- !"*-3*3+- !3*-D*D+- !D*-U*U+- !U*-f*f+- !f*-w*w+- !w*-*+- !*-*+- !*--'- *'Oh+'08@Xp Region of PeelRegion of PeelMicrosoft Excel@xΨ՜.+,D՜.+,( PXp xSummaryInformation(DocumentSummaryInformation8_1050488155 F@aLLOle  Region of Peelo1 Sheet1Sheet2Sheet3  Worksheets 6> _PID_GUIDAN{D725935E-409C-11D5-924A-0060B0FCB340}): p    ''         ^A       C          ! 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Arial |w|wgw --"System  -'-- g   .2 Good:*A333*.р--'--  Arial |w|wgw  - @2 p&good analysis of future capital needs .......'**....*.......*:2 "excellent six-year capital program.**...**'..*.......GF2 >*Council generally follows the capital plan<...*.....'..;*..*......m2 Dvast majority of projects described in plan are ultimately completed).*G..'....**..**..........G..'*.G....Q2 1capital plan linked with overall city objectives s*.......+..;..)..*'...*).*U2 s4reasonable job assessing the condition of its assets..*........**.**....*......*.**.*p2 Fhas an asset management system use to schedule preventive maintenance ..*...**.G.....G..*'*.G.*..**.......)..).G......*.---'--   .2 Bad:*<.3*.р--'--  - N2 /several burst water pipes in the past few years *.)....*;.....*.....*.;'..*--'--  u B2 t'major street cave-in occurred in 1997. G..*..*.)...**........--'--  --'--  -  ! ! ! !  --'-  ' FMicrosoft Excel WorksheetBiff8Excel.Sheet.89qK7J qp   ''  ' -  -- !-- !- Ba=</:=x-L;!8X1Arial1Arial1Arial1Arial1Arial1Arial"$"#,##0;\-"$"#,##0"$"#,##0;[Red]\-"$"#,##0"$"#,##0.00;\-"$"#,##0.00#"$"#,##0.00;[Red]\-"$"#,##0.005*0_-"$"* #,##0_-;\-"$"* #,##0_-;_-"$"* "-"_-;_-@_-,)'_-* #,##0_-;\-* #,##0_-;_-* "-"_-;_-@_-=,8_-"$"* #,##0.00_-;\-"$"* #,##0.00_-;_-"$"* "-"??_-;_-@_-4+/_-* #,##0.00_-;\-* #,##0.00_-;_-* "-"??_-;_-@_-                + ) , *   @ @  !@ @  !@ @  !!@ @  @  !@ "8"@ @ "8!"@ @ "  h"@ @ !p"@   `"@   h"@  !p" @   `"@ @  `" @  "Sheet16Sheet2@Sheet3z)Communication, Information and TechnologyBFire Dispatch and Radio Communications System  A Joint InitiativeCity of OshawaMoving the Economy On-LineMoving the EconomyNatural Areas Survey Web PageCity of Mississauga'Public Library Job and Careers Web PageCity of PickeringPublic Sector Networks5City of Brampton, City of Mississauga, Region of PeelZTraffic Control System Spread Spectrum Radio Communications - A Cost-Effective AlternativeRegion of YorkYorkInfo Partnerships.Corporate Services, Finance and AdministrationActivity Based Costing ModelCity of Burlington+Corporate Outcome Measurement and ReportingRegion of HaltonCorporate Policy on PartneringCourt Administration TransferCustomer Care Centre(Customer Satisfaction Measurement SurveyTown of Markham$Halton Co-operative Purchasing Group(Integrated Planning and Financial SystemRegion of Peel(ISO 9001 (Quality Systems) Certification Town of AjaxMulti-Year Corporate Plan*Performance Development and Review ProgramTown of Milton(Provincial Offences Act Transfer Project3Risk Assessment/Risk Management in Local GovernmentCity of Brampton0Teleread Automated Water Reading Response SystemRegion of Durham(The Human Resources Management FrameworkNTransfer to Municipalities of Responsibility Under the Provincial Offences ActTown of CaledonEconomic Development Celebrate the Future , shoot Durham Film Industry Liaison ProgramApprenticeship Advisory CouncilAutofestBusiness Advisory Centre'Community Economic Development Strategy*Economic Development in the Global EconomyCity of TorontoGreen Tourism AssociationcOntario Works-Halton: Marketing to Non-Profit, Public and Private Sector Business and Organizations/Partnership and Funding in Economic DevelopmentStrategic Alliance Program Streetfront Economic Development Public Works!A Solid Waste Management Strategy(Aggregate Haul Road Partnering Agreement8Automated Biosolids Record Management and Mapping SystemBlue Box Collection Schedule'Computerized Sanders for Winter ControlTown of Richmond HillRDevelopment of Golf Course on City of Mississauga Britannia Sanitary Landfill Site%Engineering and Public Works CalendarFull User Pay Garbage SystemTown of GeorginaIInter-regional Servicing Agreement with the Region of York for WastewaterManaged Competition ProcessSingle-Tier Waste ManagementUltra-Thin WhitetoppingJValue Engineering for Capital Works Projects Having Value in Excess of $1MFWater and Waste water Operations and Maintenance Contract (South Peel) Good : Bad :Mitigating factors: tight controls over spendingconservative budgeting stronger-than-predicted revenues)surpluses in each of the past three yearsOmost of the surpluses go to one-time expenditures, not open-ended commitments. = rainy day fund is only 1.6 percent of general fund revenuesClow reserves have provoked complaints from the bond rating agencies0effective cost accounting is almost nonexistent population is decliningtax base is shrinkingreductions in federal grants=achieving fiscal stability isn t easy in this troubled city. #forecasts show a growing shortfall Mitigating Factors: new HR technology is anticipated224-hour job hotline - records interests of callersYdownsizing and restructuring have left a chaotic civil service and classification system.Tpersonnel information is held in paper files, making work force planning difficult. 8too long to process agencies requests for new employees7streamlining the testing process for clerical positions=council instituted a poorly planned early retirement program 4resulted in soaring overtime and loss of key people >now Council plans its major personnel moves more effectively.  Bad : Vnew financial management system should get better information to managers more quicklyLnew human resources information system is expected to come on line this yeardeveloping a solid architecture1importance of IT training also has been elevated BEnterprise-wide systems haven t served the city very well so far. Nstrategic plan update for information technology is six months behind schedule( good analysis of future capital needs $ excellent six-year capital program, Council generally follows the capital planF vast majority of projects described in plan are ultimately completed3 capital plan linked with overall city objectives 6 reasonable job assessing the condition of its assetsH has an asset management system use to schedule preventive maintenance 1 several burst water pipes in the past few years) major street cave-in occurred in 1997. &good analysis of future capital needs "excellent six-year capital program*Council generally follows the capital planDvast majority of projects described in plan are ultimately completed1capital plan linked with overall city objectives 4reasonable job assessing the condition of its assetsFhas an asset management system use to schedule preventive maintenance /several burst water pipes in the past few years'major street cave-in occurred in 1997. z` bd   [  @ T | %S dЂ.V 6dyН0xlН0t10Xxѳwzm00ip0.d1.d1<(Crosab_r8d1T00t00Xxp0&e0zm00r E000rrt߿0r8d1tt0p4`1Percent0]0Sm00X{e0X{{T00{T0T00~P{e0P{~բ0~P{H{{?10H-{{=kT0e0{T0L0{T0LkT00 $0 e0|`"0`k0B {tPz'0Tz)Communication,   dMbP?_*+%M\\OLYMPUS\LaserFin13$w 4dXXA4X$JAPDdTimes New RomanH X "dXX??U} N} m-(JT0 T    ;   1 xm01rsr1xp;0m012)Communication, Information and TechnologyBFire Dispatch and Radio Communications System  A Joint InitiativeCity of Oshawa#Moving the Economy On-LineMoving the Economy&Natural Areas Survey Web PageCity of Mississauga0'Public Library Job and Careers Web PageCity of PickeringPublic Sector Networks>5City of Brampton, City of Mississauga, Region of PeelcZTraffic Control System Spread Spectrum Radio Communications - A Cost-Effective AlternativeRegion of YorkYorkInfo PartnershipsRegion of York7 .Corporate Services, Finance and Administration % Activity Based Costing Model City of Burlington4 +Corporate Outcome Measurement and Reporting Region of Halton' Corporate Policy on Partnering Region of Halton& Court Administration Transfer Region of YorkCustomer Care CentreCity of Pickering1(Customer Satisfaction Measurement SurveyTown of Markham-$Halton Co-operative Purchasing GroupRegion of Halton1(Integrated Planning and Financial SystemRegion of Peel1(ISO 9001 (Quality Systems) Certification Town of Ajax"Multi-Year Corporate PlanRegion of York3*Performance Development and Review ProgramTown of Milton1(Provincial Offences Act Transfer ProjectCity of Mississauga<3Risk Assessment/Risk Management in Local GovernmentCity of Brampton90Teleread Automated Water Reading Response SystemRegion of Durham1(The Human Resources Management FrameworkRegion of DurhamWNTransfer to Municipalities of Responsibility Under the Provincial Offences ActTown of CaledonEconomic Development5 Celebrate the Future Region of Durhama, shoot Durham Film Industry Liaison ProgramRegion of Durham(Apprenticeship Advisory CouncilRegion of HaltonAutofestRegion of Durham@ D@FJRe=EHUHE?QNPNARU]ZRw+VI T0!"#T $ %&'! Business Advisory Centre Region of Durham0!'Community Economic Development Strategy!Region of Durham3"*Economic Development in the Global Economy"City of Toronto"#Green Tourism Association#Moving the Economyl$cOntario Works-Halton: Marketing to Non-Profit, Public and Private Sector Business and Organizations$Region of Halton8%/Partnership and Funding in Economic Development%Region of Halton#&Strategic Alliance Program&Region of Durham)' Streetfront Economic Development'City of Brampton?BQSEYD>@)))    dMbP?_*+%M\\OLYMPUS\LaserFin13$w 4dXXA4X$JAPDdTimes New RomanH X "dXX??U} D} IJ w  wG w    Public Works*!A Solid Waste Management StrategyRegion of Halton1(Aggregate Haul Road Partnering AgreementRegion of HaltonA8Automated Biosolids Record Management and Mapping SystemRegion of Halton%Blue Box Collection ScheduleRegion of Halton0'Computerized Sanders for Winter ControlTown of Richmond Hill[RDevelopment of Golf Course on City of Mississauga Britannia Sanitary Landfill SiteRegion of Peel.%Engineering and Public Works CalendarTown of Richmond Hill%Full User Pay Garbage SystemTown of GeorginaR IInter-regional Servicing Agreement with the Region of York for Wastewater Region of Peel$ Managed Competition Process Region of Peel% Single-Tier Waste Management Region of Halton Ultra-Thin Whitetopping City of BramptonS JValue Engineering for Capital Works Projects Having Value in Excess of $1M Region of HaltonOFWater and Waste water Operations and Maintenance Contract (South Peel)Region of Peel"#KRbFVzTFqCFAt>@    dMbP?_*+%M\\OLYMPUS\LaserFin13$w 4dXXA4X$JAPDdTimes New RomanH X "dXX??U} IL;T0  wG w    rsGT0 Good :%tight controls over spendingconservative budgeting) stronger-than-predicted revenues2)surpluses in each of the past three yearsXOmost of the surpluses go to one-time expenditures, not open-ended commitments.  ! Bad := rainy day fund is only 1.6 percent of general fund revenuesL Clow reserves have provoked complaints from the bond rating agencies9 0effective cost accounting is almost nonexistent   !Mitigating factors:  =achieving fiscal stability isn t easy in this troubled city.  population is decliningtax base is shrinking%reductions in federal grants,"#forecasts show a growing shortfall  Good :) new HR technology is anticipated;224-hour job hotline - records interests of callers@7streamlining the testing process for clerical positions ! Bad :bYdownsizing and restructuring have left a chaotic civil service and classification system.]Tpersonnel information is held in paper files, making work force planning difficult. y8too long to process agencies requests for new employees !Mitigating Factors:F=council instituted a poorly planned early retirement program BX)#-6\ P= !$")0 -?D fa}  T0! " #$%&'()*wG+w . /01234567rs89: = 4resulted in soaring overtime and loss of key people G!">now Council plans its major personnel moves more effectively. "## Good :_$ Vnew financial management system should get better information to managers more quicklyU% Lnew human resources information system is expected to come on line this year(& developing a solid architecture:' 1importance of IT training also has been elevated ( )  Bad : * BEnterprise-wide systems haven t served the city very well so far. W+$Nstrategic plan update for information technology is six months behind schedule./ Good :/0&good analysis of future capital needs +1"excellent six-year capital program32*Council generally follows the capital planM3Dvast majority of projects described in plan are ultimately completed:41capital plan linked with overall city objectives =54reasonable job assessing the condition of its assetsO6Fhas an asset management system use to schedule preventive maintenance 7 8! Bad :89/several burst water pipes in the past few years0:"'major street cave-in occurred in 1997. 6PAK cY,> [ 3/7Q>AS <> @//: OlePres000SummaryInformation(&DocumentSummaryInformation8*_1050488738 F$L$L      !"#$%'()+,-./03456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]_bcdefghijklmnopqrstuvwxyz{|}~'- -'- -   ! Arial |w|wgw - .2 Good: .Arial ;|w|wgw ; -@2 &good analysis of future capital needs :2 #"excellent six-year capital program F2 4*Council generally follows the capital plan  m2 EDvast majority of projects described in plan are ultimately completed   Q2 V1capital plan linked with overall city objectives s U2 g4reasonable job assessing the condition of its assetsp2 xFhas an asset management system use to schedule preventive maintenance     -.2 Bad: .-N2 /several burst water pipes in the past few years   B2 'major street cave-in occurred in 1997. -"System  -'-- -  -- !-  !- -- !-  ! ! !- -- !-- !-- !-- !-""- !"-33- !3-DD- !D-UU- !U-ff- !f-ww- !w-- !-- !-- !-- !-- !--'- 'Oh+'08@Xp Region of PeelRegion of PeelMicrosoft Excel@xΨ՜.+,D՜.+,( PXp x Region of Peelo1 Sheet1Sheet2Sheet3  Worksheets 6> _PID_GUIDAN{D725935E-409C-11D5-924A-0060B0FCB340}:< o{   :''  ' A' A-   !3 Arialv |w|wgwv  -Ole 1PRINT2 CompObj^fObjInfo`-"System  -'-- g9  .2 Good: *A333*.р--'-- AArial $|w|wgw $ - `2 p;mayor communicated his goals through 19 citywide objectivesmG.'.*.GG..*....*...*.......*';.....*).*.d2 >Baltimores Performance Measurement Project measures progress 7.G..*7..G..*.E..*..G..7..*G..*..*....**.рO2 >0results are of good quality and is very useful. .*.*..........'...*).'.*..O2 0this has led to numerous management improvements.*..*.....G...*G.....G..G..).G..*---'-- 9r p.2 pBad:*<.3*.р--'-- A- .O2 0started a new goals initiative, PlanBaltimore *......;...*..).7..7.G...р--'-- 9@ {2 ?Ma draft went to neighborhood groups, but has not yet been adopted by Council ...;.................*....*..'............'<...*--'-- A--'-- :-  ! ! . !2 !2 --'- A' FMicrosoft Excel WorksheetBiff8Excel.Sheet.89qB9D  {   *''  ' *-  -*- !*-- !-WorkbookU "[OlePres000a~ SummaryInformation(DocumentSummaryInformation8    Ba=<=E=x-L;!8X1Arial1Arial1Arial1Arial1Arial1Arial"$"#,##0;\-"$"#,##0"$"#,##0;[Red]\-"$"#,##0"$"#,##0.00;\-"$"#,##0.00#"$"#,##0.00;[Red]\-"$"#,##0.005*0_-"$"* #,##0_-;\-"$"* #,##0_-;_-"$"* "-"_-;_-@_-,)'_-* #,##0_-;\-* #,##0_-;_-* "-"_-;_-@_-=,8_-"$"* #,##0.00_-;\-"$"* #,##0.00_-;_-"$"* "-"??_-;_-@_-4+/_-* #,##0.00_-;\-* #,##0.00_-;_-* "-"??_-;_-@_-                + ) , *   @ @  !@ @  !@ @  !!@ @  @  !@ "8"@ @ "8!"@ @ "  h"@ @ !p"@   `"@   h"@  !p" @  %Sheet18Sheet2ICSheet3^)Communication, Information and TechnologyBFire Dispatch and Radio Communications System  A Joint InitiativeCity of OshawaMoving the Economy On-LineMoving the EconomyNatural Areas Survey Web PageCity of Mississauga'Public Library Job and Careers Web PageCity of PickeringPublic Sector Networks5City of Brampton, City of Mississauga, Region of PeelZTraffic Control System Spread Spectrum Radio Communications - A Cost-Effective AlternativeRegion of YorkYorkInfo Partnerships.Corporate Services, Finance and AdministrationActivity Based Costing ModelCity of Burlington+Corporate Outcome Measurement and ReportingRegion of HaltonCorporate Policy on PartneringCourt Administration TransferCustomer Care Centre(Customer Satisfaction Measurement SurveyTown of Markham$Halton Co-operative Purchasing Group(Integrated Planning and Financial SystemRegion of Peel(ISO 9001 (Quality Systems) Certification Town of AjaxMulti-Year Corporate Plan*Performance Development and Review ProgramTown of Milton(Provincial Offences Act Transfer Project3Risk Assessment/Risk Management in Local GovernmentCity of Brampton0Teleread Automated Water Reading Response SystemRegion of Durham(The Human Resources Management FrameworkNTransfer to Municipalities of Responsibility Under the Provincial Offences ActTown of CaledonEconomic Development Celebrate the Future , shoot Durham Film Industry Liaison ProgramApprenticeship Advisory CouncilAutofestBusiness Advisory Centre'Community Economic Development Strategy*Economic Development in the Global EconomyCity of TorontoGreen Tourism AssociationcOntario Works-Halton: Marketing to Non-Profit, Public and Private Sector Business and Organizations/Partnership and Funding in Economic DevelopmentStrategic Alliance Program Streetfront Economic Development Public Works!A Solid Waste Management Strategy(Aggregate Haul Road Partnering Agreement8Automated Biosolids Record Management and Mapping SystemBlue Box Collection Schedule'Computerized Sanders for Winter ControlTown of Richmond HillRDevelopment of Golf Course on City of Mississauga Britannia Sanitary Landfill Site%Engineering and Public Works CalendarFull User Pay Garbage SystemTown of GeorginaIInter-regional Servicing Agreement with the Region of York for WastewaterManaged Competition ProcessSingle-Tier Waste ManagementUltra-Thin WhitetoppingJValue Engineering for Capital Works Projects Having Value in Excess of $1MFWater and Waste water Operations and Maintenance Contract (South Peel) Good : Bad :Mitigating factors: tight controls over spendingconservative budgeting stronger-than-predicted revenues)surpluses in each of the past three yearsOmost of the surpluses go to one-time expenditures, not open-ended commitments. = rainy day fund is only 1.6 percent of general fund revenuesClow reserves have provoked complaints from the bond rating agencies0effective cost accounting is almost nonexistent population is decliningtax base is shrinkingreductions in federal grants=achieving fiscal stability isn t easy in this troubled city. #forecasts show a growing shortfall Mitigating Factors: new HR technology is anticipated224-hour job hotline - records interests of callersYdownsizing and restructuring have left a chaotic civil service and classification system.Tpersonnel information is held in paper files, making work force planning difficult. 8too long to process agencies requests for new employees7streamlining the testing process for clerical positions=council instituted a poorly planned early retirement program 4resulted in soaring overtime and loss of key people >now Council plans its major personnel moves more effectively.  Bad : Vnew financial management system should get better information to managers more quicklyLnew human resources information system is expected to come on line this yeardeveloping a solid architecture1importance of IT training also has been elevated BEnterprise-wide systems haven t served the city very well so far. Nstrategic plan update for information technology is six months behind schedule&good analysis of future capital needs "excellent six-year capital program*Council generally follows the capital planDvast majority of projects described in plan are ultimately completed1capital plan linked with overall city objectives 4reasonable job assessing the condition of its assetsFhas an asset management system use to schedule preventive maintenance /several burst water pipes in the past few years'major street cave-in occurred in 1997.  Good : = mayor communicated his goals through 19 citywide objectives@ Baltimore s Performance Measurement Project measures progress 2 results are of good quality and is very useful. 2 this has led to numerous management improvementsx the city worked on a new goals initiative,  PlanBaltimore, which is designed to feature extensive citizen involvementO a draft went to neighborhood groups, but has not yet been adopted by Council ;mayor communicated his goals through 19 citywide objectives>Baltimore s Performance Measurement Project measures progress 0results are of good quality and is very useful. 0this has led to numerous management improvementsvthe city worked on a new goals initiative,  PlanBaltimore, which is designed to feature extensive citizen involvementMa draft went to neighborhood groups, but has not yet been adopted by Council 0started a new goals initiative,  PlanBaltimore z0 b 1  pV+ d@ $ | # R.zV "6dh=l089hs0d9H:e098hН089hs0dlo0d-|8o.0E8-0p0Eip0.d1.d1p0Eaq0Egk0`waws8d1T00t00mBzm00r E000rrt߿0r8d1tt0p4`1Percent0],!0k 0kX{e0X{{T00{T0T00~P{e0P{~բ0~P{H{{?10H-{{=kT0e0{T0L0{T0LkT00 $0 e0|`"0`k0bJ {kP00$)Communication,   dMbP?_*+%M\\OLYMPUS\LaserFin13$w 4dXXA4X$JAPDdTimes New RomanH X "dXX??U} N} m-(J w  ;  wG w G;%G2)Communication, Information and TechnologyBFire Dispatch and Radio Communications System  A Joint InitiativeCity of Oshawa#Moving the Economy On-LineMoving the Economy&Natural Areas Survey Web PageCity of Mississauga0'Public Library Job and Careers Web PageCity of PickeringPublic Sector Networks>5City of Brampton, City of Mississauga, Region of PeelcZTraffic Control System Spread Spectrum Radio Communications - A Cost-Effective AlternativeRegion of YorkYorkInfo PartnershipsRegion of York7 .Corporate Services, Finance and Administration % Activity Based Costing Model City of Burlington4 +Corporate Outcome Measurement and Reporting Region of Halton' Corporate Policy on Partnering Region of Halton& Court Administration Transfer Region of YorkCustomer Care CentreCity of Pickering1(Customer Satisfaction Measurement SurveyTown of Markham-$Halton Co-operative Purchasing GroupRegion of Halton1(Integrated Planning and Financial SystemRegion of Peel1(ISO 9001 (Quality Systems) Certification Town of Ajax"Multi-Year Corporate PlanRegion of York3*Performance Development and Review ProgramTown of Milton1(Provincial Offences Act Transfer ProjectCity of Mississauga<3Risk Assessment/Risk Management in Local GovernmentCity of Brampton90Teleread Automated Water Reading Response SystemRegion of Durham1(The Human Resources Management FrameworkRegion of DurhamWNTransfer to Municipalities of Responsibility Under the Provincial Offences ActTown of CaledonEconomic Development5 Celebrate the Future Region of Durhama, shoot Durham Film Industry Liaison ProgramRegion of Durham(Apprenticeship Advisory CouncilRegion of HaltonAutofestRegion of Durham@ D@FJRe=EHUHE?QNPNARU]ZRw+VI !"#$%w&'! Business Advisory Centre Region of Durham0!'Community Economic Development Strategy!Region of Durham3"*Economic Development in the Global Economy"City of Toronto"#Green Tourism Association#Moving the Economyl$cOntario Works-Halton: Marketing to Non-Profit, Public and Private Sector Business and Organizations$Region of Halton8%/Partnership and Funding in Economic Development%Region of Halton#&Strategic Alliance Program&Region of Durham)' Streetfront Economic Development'City of Brampton?BQSEYD>@)))    dMbP?_*+%M\\OLYMPUS\LaserFin13$w 4dXXA4X$JAPDdTimes New RomanH X "dXX??U} D} IJT0   wG w    Public Works*!A Solid Waste Management StrategyRegion of Halton1(Aggregate Haul Road Partnering AgreementRegion of HaltonA8Automated Biosolids Record Management and Mapping SystemRegion of Halton%Blue Box Collection ScheduleRegion of Halton0'Computerized Sanders for Winter ControlTown of Richmond Hill[RDevelopment of Golf Course on City of Mississauga Britannia Sanitary Landfill SiteRegion of Peel.%Engineering and Public Works CalendarTown of Richmond Hill%Full User Pay Garbage SystemTown of GeorginaR IInter-regional Servicing Agreement with the Region of York for Wastewater Region of Peel$ Managed Competition Process Region of Peel% Single-Tier Waste Management Region of Halton Ultra-Thin Whitetopping City of BramptonS JValue Engineering for Capital Works Projects Having Value in Excess of $1M Region of HaltonOFWater and Waste water Operations and Maintenance Contract (South Peel)Region of Peel"#KRbFVzTFqCFAt>@    dMbP?_*+%M\\OLYMPUS\LaserFin13$w 4dXXA4X$JAPDdTimes New RomanH X "dXX??U} OFT0  wG w    G%GT0 Good :%tight controls over spendingconservative budgeting) stronger-than-predicted revenues2)surpluses in each of the past three yearsXOmost of the surpluses go to one-time expenditures, not open-ended commitments.  ! Bad := rainy day fund is only 1.6 percent of general fund revenuesL Clow reserves have provoked complaints from the bond rating agencies9 0effective cost accounting is almost nonexistent   !Mitigating factors:  =achieving fiscal stability isn t easy in this troubled city.  population is decliningtax base is shrinking%reductions in federal grants,"#forecasts show a growing shortfall  Good :) new HR technology is anticipated;224-hour job hotline - records interests of callers@7streamlining the testing process for clerical positions ! Bad :bYdownsizing and restructuring have left a chaotic civil service and classification system.]Tpersonnel information is held in paper files, making work force planning difficult. y8too long to process agencies requests for new employees !Mitigating Factors:F=council instituted a poorly planned early retirement program BX)#-6\ P= !$")0 -?D fa}  T0! " #$%&'()*wG+w . /01234567G89: <% =G>?= 4resulted in soaring overtime and loss of key people G!">now Council plans its major personnel moves more effectively. "# Good :_$Vnew financial management system should get better information to managers more quicklyU%Lnew human resources information system is expected to come on line this year(&developing a solid architecture:'1importance of IT training also has been elevated ( )! Bad : *BEnterprise-wide systems haven t served the city very well so far. W+"Nstrategic plan update for information technology is six months behind schedule./ Good :/0&good analysis of future capital needs +1"excellent six-year capital program32*Council generally follows the capital planM3Dvast majority of projects described in plan are ultimately completed:41capital plan linked with overall city objectives =54reasonable job assessing the condition of its assetsO6Fhas an asset management system use to schedule preventive maintenance 7 8! Bad :89/several burst water pipes in the past few years0:"'major street cave-in occurred in 1997. <= Good : D>;mayor communicated his goals through 19 citywide objectives?>Baltimore s Performance Measurement Project measures progress >0AK cY,> [ 3/7Q>AS <4 H@T0ABCDE 9@0results are of good quality and is very useful. 9A0this has led to numerous management improvementsB C! Bad :iD0started a new goals initiative,  PlanBaltimore VE"Ma draft went to neighborhood groups, but has not yet been adopted by Council d== m>/@==E '- *-'- *-   !* Arial |w|wgw  - .2 Good:  .Arial J|w|wgw J -`2 ;mayor communicated his goals through 19 citywide objectivesm   #.d2 #>Baltimores Performance Measurement Project measures progress        .O2 40results are of good quality and is very useful. O2 E0this has led to numerous management improvements     -g.2 gBad: .-x.O2 x0started a new goals initiative, PlanBaltimore     .{2 Ma draft went to neighborhood groups, but has not yet been adopted by Council   -"System  -'-- *-  -- !-  !)- -))- !)-  ! !) !(- -- !-))- !)-*+- !*-*+- !*-"*"+- !"*-3*3+- !3*-D*D+- !D*-U*U+- !U*-f*f+- !f*-w*w+- !w*-*+- !*-*+- !*--'- *'Oh+'08@Xp Region of PeelRegion of PeelMicrosoft Excel@xΨ՜.+,D՜.+,( PXp x Region of Peelo1 Sheet1Sheet2Sheet3  Worksheets 6> _PID_GUIDAN{D725935E-409C-11D5-924A-0060B0FCB340} FMicrosoft Excel WorksheetBiff8Excel.Sheet.89qOh+'08@Xp Region o_1050478853 F]@LALOle PRINT CompObjfCG     5''  ' <' < Arial |w|wgw  -Arial |w|wgw  - 92 !A Solid Waste Management Strategy77..S.*.E.....G..7...'2 m Region of Halton<.....<...C2 (Aggregate Haul Road Partnering Agreement7......<..<...7.....7...G..2 m Region of Halton<.....<...[2 \8Automated Biosolids Record Management and Mapping System7..G...7.*..*<.*..E.....G.....E.....7'*.G2 \m Region of Halton<.....<...12 Blue Box Collection Schedule7..7.*<..*..7*.....2 m Region of Halton<.....<...B2 *'Computerized Sanders for Winter Controlt<.G...(..7....*.S..<...'2 *m Town of Richmond Hill4.;..<*.G...<2 RDevelopment of Golf Course on City of Mississauga Britannia Sanitary Landfill Site<.)...G...A.<..*...<'.E****....7....7...'....7.2 m Region of Peel<.....7..?2 %Engineering and Public Works Calendar7..........7..*S.+*<.....'2 m Town of Richmond Hill4.;..<*.G...<12 _Full User Pay Garbage System3.<*.7.'A.....7'*.G2 _m Town of Georgina4.;..A.....u2 IInter-regional Servicing Agreement with the Region of York for Wastewater.......7.)*..7...G..;...<.....6.+.S.*.;..2 m Region of Peel<.....7..02 -Managed Competition ProcessmE......<.G....7.*.**2 -m Region of Peel<.....7..12 Single-Tier Waste Management7...4.S.*.E.....G..2 m Region of Halton<.....<...*2 Ultra-Thin Whitetopping<.4..S.......2 m City of Brampton<'.7.G...v2 bJValue Engineering for Capital Works Projects Having Value in Excess of $1M7...7........<...S.+*7..**<.)..7....7**.**...E2 bm Region of Halton<.....<..."System  -'- - p2 FWater and Waste water Operations and Maintenance Contract (South Peel)S.....S.*.;..A.....*...E......*.<...*7...7..2 m Region of Peel<.....7..-'- <--'- } 2  Public WorksC==8_='88-'- <-'- 5-  != !- -Y )Y - !Y ! ! - - ! -S S- !S - - ! -! !- !! - - ! - - ! -V V- !V - - ! -$ $- !$ - - ! - - ! -Y Y- !Y - - ! !) --'- <'ObjInfoWorkbook 0OlePres000 ^SummaryInformation( Ba=<=x-L;!8X1Arial1Arial1Arial1Arial1Arial"$"#,##0;\-"$"#,##0"$"#,##0;[Red]\-"$"#,##0"$"#,##0.00;\-"$"#,##0.00#"$"#,##0.00;[Red]\-"$"#,##0.005*0_-"$"* #,##0_-;\-"$"* #,##0_-;_-"$"* "-"_-;_-@_-,)'_-* #,##0_-;\-* #,##0_-;_-* "-"_-;_-@_-=,8_-"$"* #,##0.00_-;\-"$"* #,##0.00_-;_-"$"* "-"??_-;_-@_-4+/_-* #,##0.00_-;\-* #,##0.00_-;_-* "-"??_-;_-@_-                + ) , *   @ @  !@ @  !@ @  !!@ @  @  !@ "8"@ @ "8!"@ @ " Sheet1(Sheet20Sheet3 lG)Communication, Information and TechnologyBFire Dispatch and Radio Communications System  A Joint InitiativeCity of OshawaMoving the Economy On-LineMoving the EconomyNatural Areas Survey Web PageCity of Mississauga'Public Library Job and Careers Web PageCity of PickeringPublic Sector Networks5City of Brampton, City of Mississauga, Region of PeelZTraffic Control System Spread Spectrum Radio Communications - A Cost-Effective AlternativeRegion of YorkYorkInfo Partnerships.Corporate Services, Finance and AdministrationActivity Based Costing ModelCity of Burlington+Corporate Outcome Measurement and ReportingRegion of HaltonCorporate Policy on PartneringCourt Administration TransferCustomer Care Centre(Customer Satisfaction Measurement SurveyTown of Markham$Halton Co-operative Purchasing Group(Integrated Planning and Financial SystemRegion of Peel(ISO 9001 (Quality Systems) Certification Town of AjaxMulti-Year Corporate Plan*Performance Development and Review ProgramTown of Milton(Provincial Offences Act Transfer Project3Risk Assessment/Risk Management in Local GovernmentCity of Brampton0Teleread Automated Water Reading Response SystemRegion of Durham(The Human Resources Management FrameworkNTransfer to Municipalities of Responsibility Under the Provincial Offences ActTown of CaledonEconomic Development Celebrate the Future , shoot Durham Film Industry Liaison ProgramApprenticeship Advisory CouncilAutofestBusiness Advisory Centre'Community Economic Development Strategy*Economic Development in the Global EconomyCity of TorontoGreen Tourism AssociationcOntario Works-Halton: Marketing to Non-Profit, Public and Private Sector Business and Organizations/Partnership and Funding in Economic DevelopmentStrategic Alliance Program Streetfront Economic Development Public Works!A Solid Waste Management Strategy(Aggregate Haul Road Partnering Agreement8Automated Biosolids Record Management and Mapping SystemBlue Box Collection Schedule'Computerized Sanders for Winter ControlTown of Richmond HillRDevelopment of Golf Course on City of Mississauga Britannia Sanitary Landfill Site%Engineering and Public Works CalendarFull User Pay Garbage SystemTown of GeorginaIInter-regional Servicing Agreement with the Region of York for WastewaterManaged Competition ProcessSingle-Tier Waste ManagementUltra-Thin WhitetoppingJValue Engineering for Capital Works Projects Having Value in Excess of $1MFWater and Waste water Operations and Maintenance Contract (South Peel)B sb+  U P  @1 || 6d1 Region of PН0%6Gs4ws,ip0.d1.d1 8d1T00t00zm00r E000rrt߿0r8d1tt0p4`1Percent0]Xw X{e0X{{T00{T0T00~P{e0P{~բ0~P{H{{?10H-{{=kT0e0{T0L0{T0LkT00 $0 e0h|`"0`k0  {6 G F   dMbP?_*+%M\\OLYMPUS\LaserFin13$w 4dXXA4X$JAPDdTimes New RomanH X "dXX??U} N} m-(J w  ;  wG w ;G2)Communication, Information and TechnologyBFire Dispatch and Radio Communications System  A Joint InitiativeCity of Oshawa#Moving the Economy On-LineMoving the Economy&Natural Areas Survey Web PageCity of Mississauga0'Public Library Job and Careers Web PageCity of PickeringPublic Sector Networks>5City of Brampton, City of Mississauga, Region of PeelcZTraffic Control System Spread Spectrum Radio Communications - A Cost-Effective AlternativeRegion of YorkYorkInfo PartnershipsRegion of York7 .Corporate Services, Finance and Administration % Activity Based Costing Model City of Burlington4 +Corporate Outcome Measurement and Reporting Region of Halton' Corporate Policy on Partnering Region of Halton& Court Administration Transfer Region of YorkCustomer Care CentreCity of Pickering1(Customer Satisfaction Measurement SurveyTown of Markham-$Halton Co-operative Purchasing GroupRegion of Halton1(Integrated Planning and Financial SystemRegion of Peel1(ISO 9001 (Quality Systems) Certification Town of Ajax"Multi-Year Corporate PlanRegion of York3*Performance Development and Review ProgramTown of Milton1(Provincial Offences Act Transfer ProjectCity of Mississauga<3Risk Assessment/Risk Management in Local GovernmentCity of Brampton90Teleread Automated Water Reading Response SystemRegion of Durham1(The Human Resources Management FrameworkRegion of DurhamWNTransfer to Municipalities of Responsibility Under the Provincial Offences ActTown of CaledonEconomic Development5 Celebrate the Future Region of Durhama, shoot Durham Film Industry Liaison ProgramRegion of Durham(Apprenticeship Advisory CouncilRegion of HaltonAutofestRegion of Durham@ D@FJRe=EHUHE?QNPNARU]ZRw+VI !"#$%w&'! Business Advisory Centre Region of Durham0!'Community Economic Development Strategy!Region of Durham3"*Economic Development in the Global Economy"City of Toronto"#Green Tourism Association#Moving the Economyl$cOntario Works-Halton: Marketing to Non-Profit, Public and Private Sector Business and Organizations$Region of Halton8%/Partnership and Funding in Economic Development%Region of Halton#&Strategic Alliance Program&Region of Durham)' Streetfront Economic Development'City of Brampton?BQSEYD>@)))    dMbP?_*+%" ??c U} D} IJT0   wG w    Public Works*!A Solid Waste Management StrategyRegion of Halton1(Aggregate Haul Road Partnering AgreementRegion of HaltonA8Automated Biosolids Record Management and Mapping SystemRegion of Halton%Blue Box Collection ScheduleRegion of Halton0'Computerized Sanders for Winter ControlTown of Richmond Hill[RDevelopment of Golf Course on City of Mississauga Britannia Sanitary Landfill SiteRegion of Peel.%Engineering and Public Works CalendarTown of Richmond Hill%Full User Pay Garbage SystemTown of GeorginaR IInter-regional Servicing Agreement with the Region of York for Wastewater Region of Peel$ Managed Competition Process Region of Peel% Single-Tier Waste Management Region of Halton Ultra-Thin Whitetopping City of BramptonS JValue Engineering for Capital Works Projects Having Value in Excess of $1M Region of HaltonOFWater and Waste water Operations and Maintenance Contract (South Peel)Region of Peel"#KRbFVzTFqCFAt>@    dMbP?_*+%"??erU>@ ?$     i''  ' i-  -i- !i-- !-'- i-'- i Arial |w|wgw  -Arial |w|wgw  -  92 !A Solid Waste Management Strategy      2 Region of Halton  C2 ((Aggregate Haul Road Partnering Agreement      2 (Region of Halton  [2 98Automated Biosolids Record Management and Mapping System         2 9Region of Halton  12 JBlue Box Collection Schedule    2 JRegion of Halton  B2 ['Computerized Sanders for Winter Controlt     '2 [Town of Richmond Hill    2 lRDevelopment of Golf Course on City of Mississauga Britannia Sanitary Landfill Site         2 lRegion of Peel  ?2 }%Engineering and Public Works Calendar    '2 }Town of Richmond Hill    12 Full User Pay Garbage System     2 Town of Georgina  u2 IInter-regional Servicing Agreement with the Region of York for Wastewater        2 Region of Peel  02 Managed Competition Processm    2 Region of Peel  12 Single-Tier Waste Management    2 Region of Halton  *2 Ultra-Thin Whitetoppinge  2 City of Brampton   v2 JValue Engineering for Capital Works Projects Having Value in Excess of $1M         2 Region of Halton  p2 FWater and Waste water Operations and Maintenance Contract (South Peel)        2 Region of Peel  --"System  -'-- g 2  Public Works    --'-- i--'-- i  -- !-  !h- -hh- !h-- !-  !h-''g- !f'-88g- !f8-IIg- !fI-ZZg- !fZ-kkg- !fk-||g- !f|-g- !f-g- !f-g- !f-g- !f-g- !f-g- !f-g- !f !-- ! !h !g- -- !-- !-hh- !h-ij- !i-ij- !i-'i'j- !'i-8i8j- !8i-IiIj- !Ii-ZiZj- !Zi-kikj- !ki-|i|j- !|i-ij- !i-ij- !i-ij- !i-ij- !i-ij- !i-ij- !i-ij- !i-ij- !i--'- i'f PeelRegion of PeelMicrosoft Excel@xΨ՜.+,D՜.+,( PXp x Region of Peelo1 Sheet1Sheet2Sheet3  Worksheets 6> _PID_GUIDAN{D725935EDocumentSummaryInformation8_1050490604I  FwFLwFLOle PRINTR -409C-11D5-924A-0060B0FCB340}V2 v    ''  '  '  -   !  Arialj |w|wgwj --"System  -'-- g   42 Administration and Management:93J3. .33.33G.3.3.J.3--'--  Ariall |w|wgwl - 62 p1. Adopt written snow policies .7...;..*..;..*.*c2 =2. Encourage cooperative snowplowing services and facilities .7.*.....*.....).*..;..;..*.)*.*....*.*H2 >+3. Contract for services, when appropriate s.<...*.*.)*.*;..........I2 ,4. Measure performance and maintain records .E..*.....G..*....G.....*..*:2 "5. Plan for equipment replacement .7.......G.....*.G..---'-- 8  2  Operations:A3. .33.--'--  - 62 A6. Foster a quality work force .3.*.....';.+.*.v2 J7. Prepare plans for routing, scheduling, and obtaining weather forecasts .7.......*.....**...............;......*.**U2 48. Select, store, and apply materials appropriately .7..**........'G...*.......'62 v9. Communicate with the public .<.GG..*..;......*K2 -10. Apply appropriate snowplowing techniques ..7..'.......*..;..;...*.....*@2 D&11. Use passive snow control measures ..<*...**).*..;*...G..*..*--'--   c2 =12. Employ equipment improvements and preventive maintenance ..7G..'....G..G..).G..*.....)..).G......*.--'--  --'--  -  ! ! ! !  --'-  'CompObjfObjInfo Workbook OlePres000   . FMicrosoft Excel WorksheetBiff8Excel.Sheet.89qOh+'08@Xp Region of PeelRegion of PeelMicrosoft Excel@EO՜.+,D՜.+, Ba=<=h\: 8X1Arial1Arial1Arial1Arial1Arial"$"#,##0;\-"$"#,##0"$"#,##0;[Red]\-"$"#,##0"$"#,##0.00;\-"$"#,##0.00#"$"#,##0.00;[Red]\-"$"#,##0.005*0_-"$"* #,##0_-;\-"$"* #,##0_-;_-"$"* "-"_-;_-@_-,)'_-* #,##0_-;\-* #,##0_-;_-* "-"_-;_-@_-=,8_-"$"* #,##0.00_-;\-"$"* #,##0.00_-;_-"$"* "-"??_-;_-@_-4+/_-* #,##0.00_-;\-* #,##0.00_-;_-* "-"??_-;_-@_-                + ) , *   h"@ @ !p"@   `"@   h"@  !p" @   Sheet1Sheet2Sheet3|Administration and Management:1. Adopt written snow policies =2. Encourage cooperative snowplowing services and facilities +3. Contract for services, when appropriate ,4. Measure performance and maintain records "5. Plan for equipment replacement Operations:6. Foster a quality work force J7. 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D D&Aggregate score#]@@  %  /#?  % >@*      dMbP?_*+%M\\OLYMPUS\LaserFin13$w 4dXXA4X$JAPDdTimes New RomanH X "dXX??U} m#;} $;} $;}  ;} $ ;T0 <X=   1;;;;RLaundry Process:@LTC Service Area ABQ NNursing & Personal Care#OProgram & Support ServicesP AccomodationJWash Soiled Linen KH LL ML&HFold & Distribute Clean Linen CL ?L DL"HReceive Personal Clothing CL ?M DL(HWash & Repair Personal Clothing CM ?M DLIResident Care Plan EH FH GL <;;;>;;;>;;;>>>>>>>>>>>0HnHTPVI >@   dMbP?_*+%"??naU>@ OlePres000/1 SummaryInformation(2DocumentSummaryInformation8!_10503077077 F}L}LK:  6   4''  ' 4-  -4- !4-- !-'- 4-'- 4 Arial |w|wgw  --"System  -'-- 9[---  2   Nursing &  2 ' Personal Care  ---'-- 9\--- 2 u Program &   2 'aSupport Services  ---'-- 94- 2 ' Accomodation  ---'-- 4Arial= |w|wgw=  ---'-- J4:- !2 :Wash Soiled Linen  -- 2 :%H -- 2 :L-- 2 :L---'-- 4--'-- [4K- 32 KFold & Distribute Clean Linen   -- 2 K&L-- 2 KL-- 2 KL---'-- 4--'-- l4\- -2 \Receive Personal Clothing   -- 2 \&L-- 2 \M -- 2 \L---'-- 4--'-- }4m- 62 mWash & Repair Personal Clothing     -- 2 m$M -- 2 mM -- 2 mL---'-- 4--'-- 4~- "2 }Resident Care Plan   -- 2 }%H -- 2 }H -- 2 }L---'-- 4-------'-- 2- 2 ^LTC Service Area   -----'-- 8- 2 )Laundry Process: ---'-- 4--'-- 4  -- !-- !-  !3- -33- !3-[[- ![-- !- -2- !9-[8[- !&[-8- !& !38-JJ- !J-JJ2- !9J-[[- ![-[[2- !9[-ll- !l-ll2- !9l-}}- !}-}}2- !9} ! !-:[[- !T:[-:- !T: !3 !2- -- !-- !-[[- ![-- !-33- !3-45- !4-45- !4-9495- !94-J4J5- !J4-[4[5- ![4-l4l5- !l4-}4}5- !}4-45- !4--'- 4'&     ' !"#$%<=)*+,-./0123456789:;~}?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abdefghijklmnopqrstuvwxyz{|@X@W՜.+,D՜.+,( PXp x Region of Peelo1 Sheet1Sheet2Sheet3  Worksheets 6> _PID_GUIDAN{A3F54F46-3E4A-11D5-9248-0060B0FCB340}Ole (PRINT46pCompObj)fObjInfo59+ FMicrosoft Excel WorksheetBiff8Excel.Sheet.89qOh+'08@Xp Region of PeelRegion of PeelMicrosoft Excel@rB] 4 7   ''  ' !' ! Arial |w|wgw  -"System  -'- o  2 k A9 2 kq B< 2 k C< 2 kD<-'- !-'- ; 2  Processes7 3......-'- !Arial |w|wgw  - 72 D Flatware (Linen) Laundry Service3.;...........'7.)*.(2 DPounds of soiled linen7....*.*......2 D $1.20....2 D( $0.20....2 D $0.60....2 Dx$0.80....+2 Personal Laundry Service7.*........'7.)*.(2 Pounds of soiled linen7....*.*......2  $0.50....2 ( $4.00....2  $0.80....2 x$1.20.....2 Dining Room (Food Service)<...<..G3...7.)*.(2 Pounds of soiled linen7....*.*......2  $3.00....2 ( $0.40....2  $0.30....2 x$0.20...."2 yResident Care Plan<.*...<..7..2 y # Residents.<.*...*2 yl $10.00.....2 y $35.00.....2 y $6.00....2 yx$7.00....--'- F 2 D Residents<..3.3.-'- ! Arial2 |w|wgw2  --'-  2 All Residents 7<.*...*-2  # Residents.<.*...*2 l $2,300.....2 Q $2,175.....2  $1,000.....2 a$2,750.....-'- !--'-  2 7Laundry Service3.333 -7. /..-'-   2 7 Unit Name<3<.J.-'- g  2 k cost per unit.3.3. 33-'- !-'- - - - ! -o  - !ao -oZ Z - !aoZ -o- !ao-; ; - ! ; -  - !  -    - !  -p p - ! p -  - !  -> > - ! > -  - !  !"-- !. ! ! -  - !. -Z Z - !.Z -- !. ! -g g- !g ! -; ;- !; - - ! -   - !  -p p- !p - - ! -> >- !> - - ! ! --'- !'Workbook%OlePres0008:SummaryInformation(;,DocumentSummaryInformation80 Ba=< =Xl98X1Arial1Arial1Arial1Arial1Arial1Arial"$"#,##0;\-"$"#,##0"$"#,##0;[Red]\-"$"#,##0"$"#,##0.00;\-"$"#,##0.00#"$"#,##0.00;[Red]\-"$"#,##0.005*0_-"$"* #,##0_-;\-"$"* #,##0_-;_-"$"* "-"_-;_-@_-,)'_-* #,##0_-;\-* #,##0_-;_-* "-"_-;_-@_-=,8_-"$"* #,##0.00_-;\-"$"* #,##0.00_-;_-"$"* "-"??_-;_-@_-4+/_-* #,##0.00_-;\-* #,##0.00_-;_-* "-"??_-;_-@_- "$"#,##0.00 "$"#,##0.0 "$"#,##0                + ) , *  8@ @ "8@ @ "8@ @ "8!@ @ 8 @  (@  A"0@ !0@@  A"8@@ "4@ @ "4@ @ "4!@ @  @@  A"0@@  $@ @  $@ @  $!@ @  (@@ "0@@ !8!@@  A"8!@@ 8@@ 8 @  $@  $@  $!@ "8!@ @ "8!@ @ "8!!@ @ "4!@ @  $!@ @ "4!@ @ "4!!@ @ &Sheet1SSheet2<Sheet3oDSTEVEABCCAOBENCHCAO Benchmarking for 2000 & 2001LTC expert panelLaundryfinal results - all regions.xlsYorkWaterlooLondon ComparisonYYYY Unit Name cost per unit Flatware (Linen) Laundry ServicePounds of soiled linenPersonal Laundry ServiceDining Room (Food Service)Resident Care Plan # Residents ResidentsAll Residents Laundry Service ProcessesABCD  p 4=whE 4Nw {cwhE 4  ddwpE$rwН0 t E0d dw/pEdw/0rTDataip0C0d /0d T00t00`l0zm00r E000w`poD:\STEVE\ABC\CAOBENCH\CAO Benchmarking for 2000 & 2001\LTC expert panel\Laundry\final results - all regions.xlsmw2`T0Zw2`T0 wkT0e0{T0L0{T0LkT0T0`T0?wwVwǬp0p00 LLLS]0Lp{l8%0a0    dMbP?_*+%"D??kU} ID} $D} $ D} I D T0   Laundry Service* Unit Name cost per unit  + /A 0B 0C 1D Processes,--.) Flatware (Linen) Laundry ServicePounds of soiled linen^@4@N@ T@!Personal Laundry ServicePounds of soiled linen?@T@ ^@#Dining Room (Food Service)Pounds of soiled linen@D@>@ 4@Resident Care Plan # Residents$@A@@ @!"#$$%& Residents'#$$% (All Residents  ) # Residents 2@3@4@@5|@\F*rjlY*>@    dMbP?_*+%"??neU>@   dMbP?_*+%"??neU>@ &?|  7   c''  ' c-  -c- !c-- !-'- c-'- c ArialH |w|wgwH -   2 }A 2 B 2 C 2 >D 2 $ Processes Arial7 l|w|wgw7 l -72 5 Flatware (Linen) Laundry Service  (2 5Pounds of soiled linen 2 5r$1.202 5$0.202 5$0.602 53$0.80+2 FPersonal Laundry Service  (2 FPounds of soiled linen 2 Fr$0.502 F$4.002 F$0.802 F3$1.20.2 WDining Room (Food Service)    (2 WPounds of soiled linen 2 Wr$3.002 W$0.402 W$0.302 W3$0.20"2 hResident Care Plan   2 h # Residents 2 hn$10.002 h$35.002 h$6.002 h3$7.00-2  Residents  Arial5 |w|wgw5 -2 All Residents  -2 # Residents 2 n$2,3002 $2,1752 $1,0002 /$2,750--"System  -'-- " 2 :Laundry Service --'-- "` 2 Unit Name   --'-- ab 2  cost per unit--'-- c--'-- c  -- !-- !-aa- !a-  !b- -bb- !b-- !-- !-""- !"- -ba- !b-"- !!-"- !-"- !-"""- !" !b"-44`- !_4-4b4a- !4b-EE`- !_E-EbEa- !Eb-VV`- !_V-VbVa- !Vb-gg`- !_g-gbga- !gb-xx`- !_x-xbxa- !xb-`- !_-ba- !b-`- !_-ba- !b !-$- !$ !`-$- !$-$- !$-$""- !$" !b !a- -- !-- !-aa- !a-- !-- !-""- !"-bb- !b-cd- !c-cd- !c-#c#d- !#c-4c4d- !4c-EcEd- !Ec-VcVd- !Vc-gcgd- !gc-xcxd- !xc-cd- !c-cd- !c-cd- !c--'- c'՜.+,D՜.+,( PXp x Region of Peelo1 Sheet1Sheet2Sheet3  Worksheets 6> _PID_GUIDAN{5954E2CA-3F0E-11D5-9249-0060B0FCB340}_1050493002EN@ FLLOle 7PRINT=?('CompObj8fEc    dp''  ' kw' kw-   !]i Arial |w|wgw  --"System  -'-- go  2  Service Area 7. /..9 ..--'-- kwArial |w|wgw  - L2 p.1. Service area size in terms of square miles .7.)*....*(...G*.*....G.*42 2. Population of service area .7.......*.)*....X2 >63. Which of the following services does city provide: .S.*......;..*.)*.*...**'..).. Arial |w|wgw  -:2 m"Residential Solid Waste Collection<.*....7..P.*.<..*..92 m!Residential Recyclable Collectionn<.*....<.***...<..*..!2 smResidential Trash<.*....3.*.42 mYard Waste and Leaf Collection7..P.*.......<..*..:2 Am"Commercial Solid Waste Collection <.EE.*.7..P.*.<..*..-]2 94. Which of the following services does city contract out .S.*......;..*.)*.*...**'*...*..-:2 m"Residential Solid Waste Collection<.*....7..P.*.<..*..92 vm!Residential Recyclable Collectionn<.*....<.***...<..*..!2 mResidential Trash<.*....3.*.42 DmYard Waste and Leaf Collection7..P.*.......<..*..:2 m"Commercial Solid Waste Collection <.EE.*.7..P.*.<..*..---'-- ox 2 vHuman Resources <3J.3<..33 ...--'-- kw- 72  5. Types of labor the city uses:.4'..*......*'.*.*-02 Gregular full-time employees .....E..E..*..*B2 'regular part-time or seasonal employees ......E..*..*....E..*..*2  subsidized*..*.(..2 | volunteerd*.....2 other ...-2 J S6. Number of full-time employees directly assigned to each of the following areas: .<.G....G..G..'..*..*'.**.......*......;.....*-:2 m"Residential Solid Waste Collection<.*....7..P.*.<..*..92  m!Residential Recyclable Collectionn<.*....<.***...<..*..!2  mResidential Trash<.*....3.*.42 mYard Waste and Leaf Collection7..P.*.......<..*..:2 M m"Commercial Solid Waste Collection <.EE.*.7..P.*.<..*..-62 7. Task incentive program used .4.*+.*..).....G.*..N2  /8. Brief description of task incentive program .7...**.....*+.*..).....G~2 O9. Use of task incentive program used in which of the following service areas: =.<*...*+.*..).....G.*...;.*......;..*.)*....*-:2 m"Residential Solid Waste Collection<.*....7..P.*.<..*..92 P m!Residential Recyclable Collectionn<.*....<.***...<..*..!2 mResidential Trash<.*....3.*.42 mYard Waste and Leaf Collection7..P.*.......<..*..:2 m"Commercial Solid Waste Collection <.EE.*.7..P.*.<..*..-g2 @10. Work crews help each other if one finishes before the other ..S.+*.;*.....*........*..*.........f2 S?11. Average number of hours an employee works on a task system ..7)......G......*...G..'..;.+*....*+*'*.Gx2 K12. Average number of crews assigned to Residential Solid Waste Collection e..7)......G...*.;*.**.....<.*....7..S.*.<..*..~2 !O13. Average number of crew members per Residential Solid Waste Collection crew =..7)......G...*.;G.G..*..<.*....7..S.*.<..*..*.;v2 J14. Average number of crews assigned to Residential Recyclable Collection ..7)......G...*.;*.**.....<.*....<.*'*...<..*..|2 N15. Average number of crew members per Residential Recyclable Collection crew ..7)......G...*.;G.G..*..<.*....<.*'*...<..*..*.;2 VZ16. Average number of crews assigned to Residential Trash, Yard Waste and Leaf Collection ..7)......G...*.;*.**.....<.*....4.*.6..S.*.......<..*..2 ^17. Average number of crew members per Residential Trash, Yard Waste and Leaf Collection crew ..7)......G...*.;G.G..*..<.*....4.*.6..S.*.......<..*..*.;v2 $J18. Average number of crews assigned to Commercial Solid Waste Collection ..7)......G...*.;*.**.....<.GG.*.7..S.*.<..*..{2 M19. Average number of crew members per Commercial Solid Waste Collection crew..7)......G...*.;G.G..*..<.GG.*.7..S.*.<..*..*.;---'-- oX $2 V Departmental Fees <.3. J.3.3...--'-- kw- C2 (20. Fees that the department is charged ..3..*........G..**.....p2 'F21. Fees customers are charged for residential solid waste collection ..3..**.*.G.*..*.......*....*..;.*.*..*..L2 .22. Monthly fee for one container or rollcart ..E...'......*.......*.O2 023. Monthly fee for two containers or rollcarts ..E...'...;.*.....*..*.*2 \T24. Do the fees for residential solid waste collection includes fees for recycling? ..<.....*..*....*..;.*.*..*...*...*..*..*'*...v2 J25. Does city reduce customer fees if customer participates in recycling? ..<..**'...*.*.*.G...**.*.G...*...*..*'*...12 *26. Fees for special pickup ..3..*.*..*..*+..~2 O27. Are customer fees structured to cover total cost of departmental services? ..7.*.*.G...**.*....*.)...*.*.....G...*.)*.*.--'-- \o 2 c28. Can commercial customers wave city fees if they use a private contractor for similar services? ..<..*.GG.*.*.*.G.*;.).*'..*..'.*...)..*...*..*G.*.)*.*.--'-- kw--'-- dp-  !l !\ d !h !hX --'- kw' FMicrosoft Excel WorksheetBiff8Excel.Sheet.89qOh+'08@Xp Region of PeelRegion of PeelMicrosoft Excel@EO՜.+,D՜.+,ObjInfo>B:Workbook>IOlePres000ACc|3SummaryInformation(D; Ba=<9=h\: 8X1Arial1Arial1Arial1Arial1Arial1Arial"$"#,##0;\-"$"#,##0"$"#,##0;[Red]\-"$"#,##0"$"#,##0.00;\-"$"#,##0.00#"$"#,##0.00;[Red]\-"$"#,##0.005*0_-"$"* #,##0_-;\-"$"* #,##0_-;_-"$"* "-"_-;_-@_-,)'_-* #,##0_-;\-* #,##0_-;_-* "-"_-;_-@_-=,8_-"$"* #,##0.00_-;\-"$"* #,##0.00_-;_-"$"* "-"??_-;_-@_-4+/_-* #,##0.00_-;\-* #,##0.00_-;_-* "-"??_-;_-@_-                + ) , *   h"@ @ !p"@   `"@   h"@  !p" @  !P  @ !x"@  !x"@  9Sheet1%Sheet2HSheet3'k\Administration and Management:1. Adopt written snow policies =2. Encourage cooperative snowplowing services and facilities +3. Contract for services, when appropriate ,4. Measure performance and maintain records "5. Plan for equipment replacement Operations:6. Foster a quality work force J7. Prepare plans for routing, scheduling, and obtaining weather forecasts 48. Select, store, and apply materials appropriately 9. Communicate with the public -10. Apply appropriate snowplowing techniques &11. Use passive snow control measures =12. Employ equipment improvements and preventive maintenance Service Area .1. Service area size in terms of square miles 2. Population of service area Human Resources S6. Number of full-time employees directly assigned to each of the following areas: 7. Task incentive program used /8. Brief description of task incentive program O9. Use of task incentive program used in which of the following service areas: @10. Work crews help each other if one finishes before the other ?11. Average number of hours an employee works on a task system K12. Average number of crews assigned to Residential Solid Waste Collection O13. Average number of crew members per Residential Solid Waste Collection crew J14. Average number of crews assigned to Residential Recyclable Collection N15. Average number of crew members per Residential Recyclable Collection crew J18. Average number of crews assigned to Commercial Solid Waste Collection M19. Average number of crew members per Commercial Solid Waste Collection crew Departmental Fees (20. Fees that the department is charged F21. Fees customers are charged for residential solid waste collection .22. Monthly fee for one container or rollcart 023. Monthly fee for two containers or rollcarts T24. Do the fees for residential solid waste collection includes fees for recycling? J25. Does city reduce customer fees if customer participates in recycling? 26. Fees for special pickup O27. Are customer fees structured to cover total cost of departmental services? #Residential Solid Waste Collection :29. Equipment used for residential solid waste collection /30. Method for determining route configuration 131. Crews pick up by route or area configuration '32. Frequency of pick-up for customers #33. Days of the week crews pick up K35. Landfill is operated by the following: city, county or private company "Residential Recyclable Collection 837. Garbage and recyclables collected on different days ?38. Items included in city's definition of recyclable material other #42. Days of the week crews pick up '43. Frequency of pick up for customers 944. Equipment used for residential recyclable collection /45. Method for determining route configuration 146. Crews pick up by route or area configuration 2Residential Trash, Yard Waste and Leaf Collection I47. Equipment used for residential trash, yard waste and leaf collection /48. Method for determining route configuration 149. Crews pick up by route or area configuration '50. Frequency of pick-up for customers 651. Items included in city's definition of yard waste 52. Leaf collection methods !53. Bulky item collection methods!Commercial Solid Waste Collection954. Equipment used for commercial solid waste collection /55. Method for determining route configuration 156. Crews pick up by route or area configuration F57. Commercial customers have an option of using a private contractor  63. Which of the following services does city provide: "Residential Solid Waste Collection!Residential Recyclable CollectionResidential TrashYard Waste and Leaf Collection"Commercial Solid Waste Collection 94. Which of the following services does city contract outregular full-time employees'regular part-time or seasonal employees subsidized volunteer 5. Types of labor the city uses:Z16. Average number of crews assigned to Residential Trash, Yard Waste and Leaf Collection ^17. Average number of crew members per Residential Trash, Yard Waste and Leaf Collection crew |34. City's residential solid waste transported to the following location: landfill, incinerator, transfer station, or other \39. City uses curbside pick-up or drop off sites as the primary recycling collection method [41. Recyclable processing center is operated by: city, county, private contractor or other c28. Can commercial customers wave city fees if they use a private contractor for similar services? d36. Can residential customers wave city fees if they use a private contractor for similar services? G40. Recyclable material must be the following at the curbside pick-up: %co-mingled with other household wasteDco-mingled with each other but separated from other household waste partially separated Z Amd" v> &z 9  &zq%[d0 fН0xlН010Paxѳwzm00ip0^^<(Crosab_rhT00t00&e0zm00r E000rrt߿0rhtt0pPercent0]0*wX{e0X{{T00{T0T00~P{e0P{~բ0~P{H{{?10H-{{=kT0e0{T0L0{T0LkT00 $0 <<e0܃1|<"0<k0<H; {R@\  0   dMbP?_*+%M\\OLYMPUS\LaserFin13$w 4dXXA4X$JAPDdTimes New RomanH X "dXX??U} BwGw       'Administration and Management:(1. Adopt written snow policies F=2. Encourage cooperative snowplowing services and facilities 4+3. Contract for services, when appropriate 5,4. Measure performance and maintain records +"5. Plan for equipment replacement  Operations:(6. Foster a quality work force S J7. Prepare plans for routing, scheduling, and obtaining weather forecasts = 48. Select, store, and apply materials appropriately ( 9. Communicate with the public 6 -10. Apply appropriate snowplowing techniques / &11. Use passive snow control measures F=12. Employ equipment improvements and preventive maintenance "6+,J89/ ,WA,:3>@   dMbP?_*+%M\\OLYMPUS\LaserFin13$w 4dXXA4X$JAPDdTimes New RomanH X "dXX??U} eekw  wG w  kkkkGT0 Service Area 7.1. Service area size in terms of square miles '2. Population of service area ?63. Which of the following services does city provide: +"Residential Solid Waste Collection*!Residential Recyclable CollectionResidential Trash'Yard Waste and Leaf Collection+"Commercial Solid Waste Collection B 94. Which of the following services does city contract out+ "Residential Solid Waste Collection* !Residential Recyclable Collection Residential Trash' Yard Waste and Leaf Collection+"Commercial Solid Waste Collection Human Resources ) 5. Types of labor the city uses:$regular full-time employees0'regular part-time or seasonal employees subsidized volunteerother \S6. Number of full-time employees directly assigned to each of the following areas: +"Residential Solid Waste Collection*!Residential Recyclable CollectionResidential Trash'Yard Waste and Leaf Collection+"Commercial Solid Waste Collection (7. Task incentive program used 8/8. Brief description of task incentive program XO9. Use of task incentive program used in which of the following service areas: Dl;+C/.+/F/.+/ -(4`/.+/,< !"k#$%w&'()*wG+w,-./0k1k23k456789 :kG;<=>T0?+ "Residential Solid Waste Collection*!!Residential Recyclable Collection"Residential Trash'#Yard Waste and Leaf Collection+$"Commercial Solid Waste Collection I%@10. Work crews help each other if one finishes before the other H&?11. Average number of hours an employee works on a task system T'K12. Average number of crews assigned to Residential Solid Waste Collection X(O13. Average number of crew members per Residential Solid Waste Collection crew S)J14. Average number of crews assigned to Residential Recyclable Collection W*N15. Average number of crew members per Residential Recyclable Collection crew c+Z16. Average number of crews assigned to Residential Trash, Yard Waste and Leaf Collection g,^17. Average number of crew members per Residential Trash, Yard Waste and Leaf Collection crew S-J18. Average number of crews assigned to Commercial Solid Waste Collection V.M19. Average number of crew members per Commercial Solid Waste Collection crew/0 Departmental Fees 11(20. Fees that the department is charged O2F21. Fees customers are charged for residential solid waste collection 73.22. Monthly fee for one container or rollcart 94023. Monthly fee for two containers or rollcarts ]5T24. Do the fees for residential solid waste collection includes fees for recycling? S6J25. Does city reduce customer fees if customer participates in recycling? %726. Fees for special pickup X8O27. Are customer fees structured to cover total cost of departmental services? l9c28. Can commercial customers wave city fees if they use a private contractor for similar services? :;,<#Residential Solid Waste Collection C=:29. Equipment used for residential solid waste collection 8>/30. Method for determining route configuration :?131. Crews pick up by route or area configuration D l/.+/MLX\W[gkWZ 5S;=aW)\p 0G<@ABkCDEwFGHIJwGKwLMNOPkQkRSkTUVWXYZkG[\]^T0_0@'32. Frequency of pick-up for customers ,A#33. Days of the week crews pick up B|34. City's residential solid waste transported to the following location: landfill, incinerator, transfer station, or other TCK35. Landfill is operated by the following: city, county or private company mDd36. Can residential customers wave city fees if they use a private contractor for similar services? EF+G"Residential Recyclable Collection AH837. Garbage and recyclables collected on different days HI?38. Items included in city's definition of recyclable material eJ\39. City uses curbside pick-up or drop off sites as the primary recycling collection method PKG40. Recyclable material must be the following at the curbside pick-up: .L%co-mingled with other household wasteMMDco-mingled with each other but separated from other household waste Npartially separated dO[41. Recyclable processing center is operated by: city, county, private contractor or other ,P#42. Days of the week crews pick up 0Q'43. Frequency of pick up for customers BR944. Equipment used for residential recyclable collection 8S/45. Method for determining route configuration :T146. Crews pick up by route or area configuration U;V2Residential Trash, Yard Waste and Leaf Collection RWI47. Equipment used for residential trash, yard waste and leaf collection 8X/48. Method for determining route configuration :Y149. Crews pick up by route or area configuration 0Z'50. Frequency of pick-up for customers ?[651. Items included in city's definition of yard waste %\52. Leaf collection methods *]!53. Bulky item collection methods^*_!Commercial Solid Waste CollectionD l40Xq /ELiT2Q!h04F<> ?V<>4C). `abkc dB`954. Equipment used for commercial solid waste collection 8a/55. Method for determining route configuration :b156. Crews pick up by route or area configuration OcF57. Commercial customers have an option of using a private contractor  d PF<>S>$@99   dMbP?_*+%"??omU>@ IfB3     ''  ' -  -- !-- !-'- -'- -   ! Arial |w|wgw - 2  Service Area  Arial }|w|wgw } -L2 .1. Service area size in terms of square miles    42 #2. Population of service area  X2 463. Which of the following services does city provide:    Arial |w|wgw -:2 E?"Residential Solid Waste Collection    92 V?!Residential Recyclable Collectionn   !2 g?Residential Trash 42 x?Yard Waste and Leaf Collection   :2 ?"Commercial Solid Waste Collection     -]2 94. Which of the following services does city contract out  -:2 ?"Residential Solid Waste Collection    92 ?!Residential Recyclable Collectionn   !2 ?Residential Trash 42 ?Yard Waste and Leaf Collection   :2 ?"Commercial Solid Waste Collection     -2 Human Resources   -72 " 5. Types of labor the city uses:-02 3Kregular full-time employees   B2 DK'regular part-time or seasonal employees   2 UK subsidized2 fK volunteerd2 wKother -2 S6. Number of full-time employees directly assigned to each of the following areas:      -:2 ?"Residential Solid Waste Collection    92 ?!Residential Recyclable Collectionn   !2 ?Residential Trash 42 ?Yard Waste and Leaf Collection   :2 ?"Commercial Solid Waste Collection     -62 7. Task incentive program used  N2 /8. Brief description of task incentive program   ~2 O9. Use of task incentive program used in which of the following service areas: =    -:2 !?"Residential Solid Waste Collection    92 2?!Residential Recyclable Collectionn   !2 C?Residential Trash 42 T?Yard Waste and Leaf Collection   :2 e?"Commercial Solid Waste Collection     -g2 v@10. Work crews help each other if one finishes before the other   f2 ?11. Average number of hours an employee works on a task system      x2 K12. Average number of crews assigned to Residential Solid Waste Collection e       ~2 O13. Average number of crew members per Residential Solid Waste Collection crew =          v2 J14. Average number of crews assigned to Residential Recyclable Collection       |2 N15. Average number of crew members per Residential Recyclable Collection crew          2 Z16. Average number of crews assigned to Residential Trash, Yard Waste and Leaf Collection        2 ^17. Average number of crew members per Residential Trash, Yard Waste and Leaf Collection crew           v2 J18. Average number of crews assigned to Commercial Solid Waste Collection         {2 M19. Average number of crew members per Commercial Solid Waste Collection crew           -$2 1 Departmental Fees   -C2 B(20. Fees that the department is charged  p2 SF21. Fees customers are charged for residential solid waste collection   L2 d.22. Monthly fee for one container or rollcart  O2 u023. Monthly fee for two containers or rollcarts   2 T24. Do the fees for residential solid waste collection includes fees for recycling?   v2 J25. Does city reduce customer fees if customer participates in recycling?    12 26. Fees for special pickup ~2 O27. Are customer fees structured to cover total cost of departmental services?    2 c28. Can commercial customers wave city fees if they use a private contractor for similar services?      -"System  -'-- -  -- !-  !- -- !-  ! ! !- -- !-- !-""- !"-33- !3-DD- !D-UU- !U-ff- !f-ww- !w-- !-- !-- !-- !-- !-- !-- !-- !-- !-!!- !!-22- !2-CC- !C-TT- !T-ee- !e-vv- !v-- !-- !-- !-- !-- !-- !-- !-- !-- !-  - ! -11- !1-BB- !B-SS- !S-dd- !d-uu- !u-- !-- !-- !-- !-- !-- !-- !-- !-- !-- !-00- !0-AA- !A-RR- !R-cc- !c-tt- !t-- !-- !-- !-- !-- !-- !--'- 'DocumentSummaryInformation8?_1050492813I FЈLЈLOle FPRINTFH ( PXp x Region of Peelo1 Sheet1Sheet2Sheet3  Worksheets 6> _PID_GUIDAN{D725937C-409C-11D5-924A-0060B0FCB340} FMicrosoft Excel WorksheetBi:E]D N   &p''  ' -w' -w-   !i Arial |w|wgw  --"System  -'-- go  <2 #Residential Solid Waste Collection <..3.3.733O...<3..33--'-- -wArial |w|wgw  - ^2 p:29. Equipment used for residential solid waste collection ..7...G...*....*....*..;.*.*..*..N2 /30. Method for determining route configuration ..E........G......*.......Q2 >131. Crews pick up by route or area configuration ..<.;*.*+...'.......*.......B2 '32. Frequency of pick-up for customers ..3.....*'..*+...*.*.G.*<2 #33. Days of the week crews pick up ..<.'*...;..+*.;*.*+..2 s|34. City's residential solid waste transported to the following location: landfill, incinerator, transfer station, or other ..<'*.*....*..;.*...*.........;...*.......*......*.*.......x2 K35. Landfill is operated by the following: city, county or private company ......*.......'....;..*'*...'..)..*.G...'2 Ad36. Can residential customers wave city fees if they use a private contractor for similar services? ..<...*....*.*.G.*;.).*'..*..'.*...)..*...*..*G.*.)*.*.---'-- ou :2 s"Residential Recyclable Collection <..3.3.<..-..3.<3..33--'-- -w- [2 837. Garbage and recyclables collected on different days ..A.........*'*...**..*..........'*f2 D?38. Items included in city's definition of recyclable material ...G*.*.....*'*.......*'*...G...2 \39. City uses curbside pick-up or drop off sites as the primary recycling collection method ..<'.*.**..*...*+.......*.*.*...G.'.*'*..*..*..G....r2 G40. Recyclable material must be the following at the curbside pick-up: ..<.*'*...G...G.*......;.....*..*...*+.. Arial |w|wgw  -?2 y%co-mingled with other household waste*.E....<.......*....<.*.m2 Dco-mingled with each other but separated from other household waste *.E....<...*......*.......E......*....<.*.%2 Gpartially separated ...**......-2 [41. Recyclable processing center is operated by: city, county, private contractor or other ..<.*'*.....*.**..*...*.......'*'*...'.)..*...*.....<2 #42. Days of the week crews pick up t..<.'*...;..+*.;*.*+..B2 |'43. Frequency of pick up for customers ..3.....*'..*+...*.*.G.*]2 944. Equipment used for residential recyclable collection ..7...G...*....*.....*'*...*..*..N2 J /45. Method for determining route configuration ..E........G......*.......Q2 146. Crews pick up by route or area configuration ..<.;*.*+...'.......*.......---'--  o~  R2 | 2Residential Trash, Yard Waste and Leaf Collection <..3.3.4 ..38. 3O....333..<3..33--'-- -w- u2 I47. Equipment used for residential trash, yard waste and leaf collection ..7...G...*....*.....*.'..;.*......*..*..N2 M /48. Method for determining route configuration ..E........G......*.......Q2 149. Crews pick up by route or area configuration ..<.;*.*+...'.......*.......B2  '50. Frequency of pick-up for customers ..3.....*'..*+...*.*.G.*X2 651. Items included in city's definition of yard waste ...G*.*.....*'*......'..;.*.12 52. Leaf collection methods .....*..*..G....*92 P !53. Bulky item collection methods ..7.+'.G*..*..G....*---'-- |o 92 !Commercial Solid Waste Collection <3JJ. ..733O...<3..33--'-- -w- ]2 954. Equipment used for commercial solid waste collection ..7...G...*...*.GG.*.*..;.*.*..*..N2 /55. Method for determining route configuration ..E........G......*.......Q2 S156. Crews pick up by route or area configuration ..<.;*.*+...'.......*.......--'-- o p2 F57. Commercial customers have an option of using a private contractor ..<.GG.*.*.*.G.*..).........*....)..*...*.--'-- -w--'-- &p-  !c d !. !U d !h !h --'- -w'CompObjGfObjInfoGKIWorkbookJOlePres000JL&ff8Excel.Sheet.89qOh+'08@Xp Region of PeelRegion of PeelMicrosoft Excel@EO՜.+,D՜.+,( PXp x Ba=<<c=h\: 8X1qArial1qArial1qArial1qArial1qArial1qArial"$"#,##0;\-"$"#,##0"$"#,##0;[Red]\-"$"#,##0"$"#,##0.00;\-"$"#,##0.00#"$"#,##0.00;[Red]\-"$"#,##0.005*0_-"$"* #,##0_-;\-"$"* #,##0_-;_-"$"* "-"_-;_-@_-,)'_-* #,##0_-;\-* #,##0_-;_-* "-"_-;_-@_-=,8_-"$"* #,##0.00_-;\-"$"* #,##0.00_-;_-"$"* "-"??_-;_-@_-4+/_-* #,##0.00_-;\-* #,##0.00_-;_-* "-"??_-;_-@_-                + ) , *   h"@ @ !p"@   `"@   h"@  !p" @  !P !X  @ !x"@  !x" @  !x"@  iSheet1%Sheet2ISheet3'k\Administration and Management:1. Adopt written snow policies =2. Encourage cooperative snowplowing services and facilities +3. Contract for services, when appropriate ,4. Measure performance and maintain records "5. Plan for equipment replacement Operations:6. Foster a quality work force J7. Prepare plans for routing, scheduling, and obtaining weather forecasts 48. Select, store, and apply materials appropriately 9. Communicate with the public -10. Apply appropriate snowplowing techniques &11. Use passive snow control measures =12. Employ equipment improvements and preventive maintenance Service Area .1. Service area size in terms of square miles 2. Population of service area Human Resources S6. Number of full-time employees directly assigned to each of the following areas: 7. Task incentive program used /8. Brief description of task incentive program O9. Use of task incentive program used in which of the following service areas: @10. Work crews help each other if one finishes before the other ?11. Average number of hours an employee works on a task system K12. Average number of crews assigned to Residential Solid Waste Collection O13. Average number of crew members per Residential Solid Waste Collection crew J14. Average number of crews assigned to Residential Recyclable Collection N15. Average number of crew members per Residential Recyclable Collection crew J18. Average number of crews assigned to Commercial Solid Waste Collection M19. Average number of crew members per Commercial Solid Waste Collection crew Departmental Fees (20. Fees that the department is charged F21. Fees customers are charged for residential solid waste collection .22. Monthly fee for one container or rollcart 023. Monthly fee for two containers or rollcarts T24. Do the fees for residential solid waste collection includes fees for recycling? J25. Does city reduce customer fees if customer participates in recycling? 26. Fees for special pickup O27. Are customer fees structured to cover total cost of departmental services? #Residential Solid Waste Collection :29. Equipment used for residential solid waste collection /30. Method for determining route configuration 131. Crews pick up by route or area configuration '32. Frequency of pick-up for customers #33. Days of the week crews pick up K35. Landfill is operated by the following: city, county or private company "Residential Recyclable Collection 837. Garbage and recyclables collected on different days ?38. Items included in city's definition of recyclable material other #42. Days of the week crews pick up '43. Frequency of pick up for customers 944. Equipment used for residential recyclable collection /45. Method for determining route configuration 146. Crews pick up by route or area configuration 2Residential Trash, Yard Waste and Leaf Collection I47. Equipment used for residential trash, yard waste and leaf collection /48. Method for determining route configuration 149. Crews pick up by route or area configuration '50. Frequency of pick-up for customers 651. Items included in city's definition of yard waste 52. Leaf collection methods !53. Bulky item collection methods!Commercial Solid Waste Collection954. Equipment used for commercial solid waste collection /55. Method for determining route configuration 156. Crews pick up by route or area configuration F57. Commercial customers have an option of using a private contractor  63. Which of the following services does city provide: "Residential Solid Waste Collection!Residential Recyclable CollectionResidential TrashYard Waste and Leaf Collection"Commercial Solid Waste Collection 94. Which of the following services does city contract outregular full-time employees'regular part-time or seasonal employees subsidized volunteer 5. Types of labor the city uses:Z16. Average number of crews assigned to Residential Trash, Yard Waste and Leaf Collection ^17. Average number of crew members per Residential Trash, Yard Waste and Leaf Collection crew |34. City's residential solid waste transported to the following location: landfill, incinerator, transfer station, or other \39. City uses curbside pick-up or drop off sites as the primary recycling collection method [41. Recyclable processing center is operated by: city, county, private contractor or other c28. Can commercial customers wave city fees if they use a private contractor for similar services? d36. Can residential customers wave city fees if they use a private contractor for similar services? G40. Recyclable material must be the following at the curbside pick-up: %co-mingled with other household wasteDco-mingled with each other but separated from other household waste partially separated Z AR v1n VzpV i  VzMq7[ f=l0As0d qdwHН08rwH  E0q dw;Hdwip0^^ ;C0q hT00t00l0;zm00r E000rrt߿0rhtt0pPercent0]F*wFX{e0X{{T00{T0T00~P{e0P{~բ0~P{H{{?10H-{{=kT0e0{T0L0{T0LkT00 $0 <<e0܃1|<"0<k0<H; {R@\  0   dMbP?_*+%M\\OLYMPUS\LaserFin13$w 4dXXA4X$JAPDdTimes New RomanH X "dXX??U} BwGw       'Administration and Management:(1. Adopt written snow policies F=2. Encourage cooperative snowplowing services and facilities 4+3. Contract for services, when appropriate 5,4. Measure performance and maintain records +"5. Plan for equipment replacement  Operations:(6. Foster a quality work force S J7. Prepare plans for routing, scheduling, and obtaining weather forecasts = 48. Select, store, and apply materials appropriately ( 9. Communicate with the public 6 -10. Apply appropriate snowplowing techniques / &11. Use passive snow control measures F=12. Employ equipment improvements and preventive maintenance "6+,J89/ ,WA,:3>@   dMbP?_*+%M\\OLYMPUS\LaserFin13$w 4dXXA4X$JAPDdTimes New RomanH X "dXX??U} eew  wG w    GT0 Service Area 7.1. Service area size in terms of square miles '2. Population of service area ?63. Which of the following services does city provide: +"Residential Solid Waste Collection*!Residential Recyclable CollectionResidential Trash'Yard Waste and Leaf Collection+"Commercial Solid Waste Collection B 94. Which of the following services does city contract out+ "Residential Solid Waste Collection* !Residential Recyclable Collection Residential Trash' Yard Waste and Leaf Collection+"Commercial Solid Waste Collection Human Resources ) 5. Types of labor the city uses:$regular full-time employees0'regular part-time or seasonal employees subsidized volunteerother \S6. Number of full-time employees directly assigned to each of the following areas: +"Residential Solid Waste Collection*!Residential Recyclable CollectionResidential Trash'Yard Waste and Leaf Collection+"Commercial Solid Waste Collection (7. Task incentive program used 8/8. Brief description of task incentive program XO9. Use of task incentive program used in which of the following service areas: Dl;+C/.+/F/.+/ -(4`/.+/,< !"#$%w&'()*wG+w,-. / 0123456789 :G;<=>T0?+ "Residential Solid Waste Collection*!!Residential Recyclable Collection"Residential Trash'#Yard Waste and Leaf Collection+$"Commercial Solid Waste Collection I%@10. Work crews help each other if one finishes before the other H&?11. Average number of hours an employee works on a task system T'K12. Average number of crews assigned to Residential Solid Waste Collection X(O13. Average number of crew members per Residential Solid Waste Collection crew S)J14. Average number of crews assigned to Residential Recyclable Collection W*N15. Average number of crew members per Residential Recyclable Collection crew c+Z16. Average number of crews assigned to Residential Trash, Yard Waste and Leaf Collection g,^17. Average number of crew members per Residential Trash, Yard Waste and Leaf Collection crew S-J18. Average number of crews assigned to Commercial Solid Waste Collection V.M19. Average number of crew members per Commercial Solid Waste Collection crew/0 Departmental Fees 11(20. Fees that the department is charged O2F21. Fees customers are charged for residential solid waste collection 73.22. Monthly fee for one container or rollcart 94023. Monthly fee for two containers or rollcarts ]5T24. Do the fees for residential solid waste collection includes fees for recycling? S6J25. Does city reduce customer fees if customer participates in recycling? %726. Fees for special pickup X8O27. Are customer fees structured to cover total cost of departmental services? l9c28. Can commercial customers wave city fees if they use a private contractor for similar services? :;,<#Residential Solid Waste Collection C=:29. Equipment used for residential solid waste collection 8>/30. Method for determining route configuration :?131. Crews pick up by route or area configuration D l/.+/MLX\W[gkWZ 5S;=aW)\p 0G<@ABCDEwFGHIJwGKwLMNOPQRSTUVWXYZG[\]^T0_0@'32. Frequency of pick-up for customers ,A#33. Days of the week crews pick up B|34. City's residential solid waste transported to the following location: landfill, incinerator, transfer station, or other TCK35. Landfill is operated by the following: city, county or private company mDd36. Can residential customers wave city fees if they use a private contractor for similar services? EF+G"Residential Recyclable Collection AH837. Garbage and recyclables collected on different days HI?38. Items included in city's definition of recyclable material eJ\39. City uses curbside pick-up or drop off sites as the primary recycling collection method PKG40. Recyclable material must be the following at the curbside pick-up: .L%co-mingled with other household wasteMMDco-mingled with each other but separated from other household waste Npartially separated dO[41. Recyclable processing center is operated by: city, county, private contractor or other ,P#42. Days of the week crews pick up 0Q'43. Frequency of pick up for customers BR944. Equipment used for residential recyclable collection 8S/45. Method for determining route configuration :T146. Crews pick up by route or area configuration U;V2Residential Trash, Yard Waste and Leaf Collection RWI47. Equipment used for residential trash, yard waste and leaf collection 8X/48. Method for determining route configuration :Y149. Crews pick up by route or area configuration 0Z'50. Frequency of pick-up for customers ?[651. Items included in city's definition of yard waste %\52. Leaf collection methods *]!53. Bulky item collection methods^*_!Commercial Solid Waste CollectionD l40Xq /ELiT2Q!h04F<> ?V<>4C). `abc dB`954. Equipment used for commercial solid waste collection 8a/55. Method for determining route configuration :b156. Crews pick up by route or area configuration OcF57. Commercial customers have an option of using a private contractor  d PF<>S>@:::   dMbP?_*+%"??omU>@ I}F& F    ''  ' -  -- !-- !-'- -'- -   ! Arial[ (|w|wgw[ ( - <2 #Residential Solid Waste Collection    Arial q|w|wgw q -^2 :29. Equipment used for residential solid waste collection    N2 #/30. Method for determining route configuration   Q2 4131. Crews pick up by route or area configuration   B2 E'32. Frequency of pick-up for customers  <2 V#33. Days of the week crews pick up    2 g|34. City's residential solid waste transported to the following location: landfill, incinerator, transfer station, or other    x2 xK35. Landfill is operated by the following: city, county or private company   2 d36. Can residential customers wave city fees if they use a private contractor for similar services?     -:2 "Residential Recyclable Collection   -[2 837. Garbage and recyclables collected on different days  f2 ?38. Items included in city's definition of recyclable material   2 \39. City uses curbside pick-up or drop off sites as the primary recycling collection method    r2 G40. Recyclable material must be the following at the curbside pick-up:      Arialh |w|wgwh -?2 K%co-mingled with other household waste m2 "KDco-mingled with each other but separated from other household waste   %2 3Kpartially separated -2 D[41. Recyclable processing center is operated by: city, county, private contractor or other  <2 U#42. Days of the week crews pick up t   B2 f'43. Frequency of pick up for customers  ]2 w944. Equipment used for residential recyclable collection   N2 /45. Method for determining route configuration   Q2 146. Crews pick up by route or area configuration   -R2 2Residential Trash, Yard Waste and Leaf Collection   -u2 I47. Equipment used for residential trash, yard waste and leaf collection    N2 /48. Method for determining route configuration   Q2 149. Crews pick up by route or area configuration   B2 '50. Frequency of pick-up for customers  X2 651. Items included in city's definition of yard waste   12 !52. Leaf collection methods  92 2!53. Bulky item collection methods    -92 T!Commercial Solid Waste Collection     -]2 e954. Equipment used for commercial solid waste collection     N2 v/55. Method for determining route configuration   Q2 156. Crews pick up by route or area configuration   p2 F57. Commercial customers have an option of using a private contractor    -"System  -'-- -   ! ! ! !-  -- !-- !-""- !"-33- !3-DD- !D-UU- !U-ff- !f-ww- !w-- !-- !-- !-- !-- !-- !-- !-- !-- !-!!- !!-22- !2-CC- !C-TT- !T-ee- !e-vv- !v-- !-- !-- !-- !-- !-- !-- !-- !-- !-  - ! -11- !1-BB- !B-SS- !S-dd- !d-uu- !u-- !-- !-- !--'- 'SummaryInformation(MJDocumentSummaryInformation8N_1050493758R FPL)LOle U Region of Peelo1 Sheet1Sheet2Sheet3  Worksheets 6> _PID_GUIDAN{D725937C-409C-11D5-924A-0060B0FCB340} FMicrosoft Excel WorksheetBiff8Excel.Sheet.89qPRINTOQ*CompObjVfObjInfoPTXWorkbookvjICZ u   a''  ' h' h-   !Z Arial |w|wgw  --"System  -'-- g  72  Solid Waste General Information:733O...A.3. .33 J.33--'-- hArial |w|wgw  - B2 p'Total Cost for All Solid Waste Services4..<.*.77..S.*.7.)*.*W2 5Total Cost for Collection of All Solid Waste Services4..<.*.<..*...77..S.*.7.)*.*---'--  (2 Residential Recycling:<..3.3.<..-.33--'-- h- |2 NNumber of Tons of Residential Recyclables Collected per 1000 Collection Points<.G...4..*.<.*....<.*'*...*<..*........<..*..7..*O2 s0Direct Cost for Residential Recycling Collection<.*<.*.<.*....<.*'*..<..*..r2 GTotal Cost for Residential Recycling Collection (Excludes Tipping Fees)4..<.*.<.*....<.*'*..<..*..7**...*4....3..*2 ASTotal Cost for Residential Recycling Disposal or Processing (Includes Tipping Fees)o4..<.*.<.*....<.*'*..<*..*..7.*.**...*...*4....3..*[2 8Direct Cost per Ton of Residential Recyclables Collected<.*<.*..4...<.*....<.*'*...*<..*..Z2 7Total Cost per Ton of Residential Recyclables Collectedd4..<.*..4...<.*....<.*'*...*<..*..~2 vOTotal Cost per Ton of Recyclables Processed or Disposed (Includes Tipping Fees)4..<.*..4...<.*'*...*7.*.**...<*..*...*...*4....3..*^2 :Direct Cost per Collection Point for Residential Recycling<.*<.*..<..*..7...<.*....<.*'*..]2 D9Total Cost per Collection Point for Residential Recyclingg4..<.*..<..*..7...<.*....<.*'*..[2 8Number of Tons of Recyclables Collected per Assigned FTE<.G...4..*.<.*'*...*<..*....7**....34732 Percentage of Waste Reduction7.*......S.*.<...*..---'-- > :2 "Commercial Solid Waste Collection:<3JJ. ..733O...<3..33--'-- h- N2 G/Number of Commercial Solid Waste Tons Collectedn<.G...<.GG.*.7..S.*.4..*<..*..Q2 1Direct Cost for Commercial Solid Waste Collectione<.*<.*.<.GG.*.7..S.*.<..*..u2 ITotal Cost for Commercial Solid Waste Collection (Excluding Tipping Fees)4..<.*.<.GG.*.7..S.*.<..*..7**....4....3..*:2 |"Commercial Solid Waste Tipping Fee<.GG.*.7..S.*.4....3..Z2 7Direct Cost per Ton of Commercial Solid Waste CollectedE<.*<.*..4...<.GG.*.7..S.*.<..*..r2 J GTotal Cost per Ton of Commercial Solid Waste Collected (Dumpsters Only)4..<.*..4...<.GG.*.7..S.*.<..*..<.G.*.*A.'---'-- v   R2  2Residential Trash, Yard Waste and Leaf Collection:<..3.3.4 ..38. 3O....333..<3..33--'-- h- 2  bTotal Number of Tons Residential Trash, Yard Waste and Leaves Collected per 1000 Collection Points4..<.G...4..*<.*....4.*.6..S.*.......).*<..*........<..*..7..*s2 HNumber of Tons of Residential Trash Collected per 1000 Collection Points<.G...4..*.<.*....4.*.<..*........<..*..7..*|2 M NNumber of Tons of Residential Yard Waste and Leaves per 1000 Collection Points<.G...4..*.<.*....6..S.*.......).*......<..*..7..*2 UNumber of Tons of Residential Trash, Yard Waste and Leaves Collected per Assigned FTE<.G...4..*.<.*....4.*.6..S.*.......).*<..*....7**....347i2  ADirect Cost for Residential Trash, Yard Waste and Leaf Collectione<.*<.*.<.*....4.*.6..S.*.......<..*..g2 @Total Cost for Residential Trash, Yard Waste and Leaf Collection4..<.*.<.*....4.*.6..S.*.......<..*..R2 2Residential Trash, Yard Waste and Leaf Tipping Fee<.*....4.*.6..S.*.......4....3..p2 P FDirect Cost per Ton Residential Trash, Yard Waste and Leaves Collected<.*<.*..4..<.*....4.*.6..S.*.......).*<..*..o2 ETotal Cost per Ton Residential Trash, Yard Waste and Leaves Collected4..<.*..4..<.*....4.*.6..S.*.......).*<..*..2 VDirect Cost per Collection Point for Residential Trash, Yard Waste and Leaf Collection<.*<.*..<..*..7...<.*....4.*.6..S.*.......<..*..2 UTotal Cost per Collection Point for Residential Trash, Yard Waste and Leaf Collection4..<.*..<..*..7...<.*....4.*.6..S.*.......<..*..*2 Bulky Waste Tipping Fee7.+'S.*.4....3..72 S Construction and C&D Tipping Fee<..*.*.....<7<4....3..---'--   62 Residential Garbage Collection:e<..3.3.A. 3.3.<3..33--'-- h- v2 JNumber of Tons of Residential Garbage Collected per 1000 Collection Points<.G...4..*.<.*....A.....<..*........<..*..7..*p2 FNumber Tons of Residential Garbage Disposed per 1000 Collection Points<.G..4..*.<.*....A.....<*..*........<..*..7..*L2 V.Direct Cost for Residential Garbage Collection<.*<.*.<.*....A.....<..*..K2 -Total Cost for Residential Garbage Collection4..<.*.<.*....A.....<..*..---'--  62 Residential Garbage Tipping Feee<..3.3.A. 3.3.433333..--'-- h- y2 LDirect Cost per Ton of Residential Garbage Collected (Excludes Tipping Fees)<.*<.*..4...<.*....A.....<..*..7**...*4....3..*T2 Y3Total Cost per Ton of Residential Garbage Collectede4..<.*..4...<.*....A.....<..*..l2 CDirect Cost per Collection Point or Pick-up for Residential Garbagee<.*<.*..<..*..7...7*+...<.*....A.....j2 'BTotal Cost per Collection Point or Pick-up for Residential Garbage4..<.*..<..*..7...7*+...<.*....A.....g2 @Number of Tons of Residential Garbage Collected per assigned FTE<.G...4..*.<.*....A.....<..*.....**....347--'-- a-  !i !Y  ! !U --'- h'Oh+'08@Xp Region of PeelRegion of PeelMicrosoft Excel@EO՜.+,D՜.+,( PXp x Region of Peelo1      ; !"#$%&'()*+,-./0123456789L=>?@ABCEFGHIJKNOPQRSTVWXYZ[\_`abcdefghijklmnopqrstuvwxyz{|}~ Ba=<4=h\: 8X1Arial1Arial1Arial1Arial1Arial1Arial"$"#,##0;\-"$"#,##0"$"#,##0;[Red]\-"$"#,##0"$"#,##0.00;\-"$"#,##0.00#"$"#,##0.00;[Red]\-"$"#,##0.005*0_-"$"* #,##0_-;\-"$"* #,##0_-;_-"$"* "-"_-;_-@_-,)'_-* #,##0_-;\-* #,##0_-;_-* "-"_-;_-@_-=,8_-"$"* #,##0.00_-;\-"$"* #,##0.00_-;_-"$"* "-"??_-;_-@_-4+/_-* #,##0.00_-;\-* #,##0.00_-;_-* "-"??_-;_-@_-                + ) , *   h"@ @ !p"@   `"@   h"@  !p" @  !P  @ !x"@  !x"@   `" @   (Sheet1(1Sheet2TSheet3[Administration and Management:1. Adopt written snow policies =2. Encourage cooperative snowplowing services and facilities +3. Contract for services, when appropriate ,4. Measure performance and maintain records "5. Plan for equipment replacement Operations:6. Foster a quality work force J7. Prepare plans for routing, scheduling, and obtaining weather forecasts 48. Select, store, and apply materials appropriately 9. Communicate with the public -10. Apply appropriate snowplowing techniques &11. Use passive snow control measures =12. Employ equipment improvements and preventive maintenance Service Area .1. Service area size in terms of square miles 2. Population of service area Human Resources S6. Number of full-time employees directly assigned to each of the following areas: 7. Task incentive program used /8. Brief description of task incentive program O9. Use of task incentive program used in which of the following service areas: @10. Work crews help each other if one finishes before the other ?11. Average number of hours an employee works on a task system K12. Average number of crews assigned to Residential Solid Waste Collection O13. Average number of crew members per Residential Solid Waste Collection crew J14. Average number of crews assigned to Residential Recyclable Collection N15. Average number of crew members per Residential Recyclable Collection crew J18. Average number of crews assigned to Commercial Solid Waste Collection M19. Average number of crew members per Commercial Solid Waste Collection crew Departmental Fees (20. Fees that the department is charged F21. Fees customers are charged for residential solid waste collection .22. Monthly fee for one container or rollcart 023. Monthly fee for two containers or rollcarts T24. Do the fees for residential solid waste collection includes fees for recycling? J25. Does city reduce customer fees if customer participates in recycling? 26. Fees for special pickup O27. Are customer fees structured to cover total cost of departmental services? #Residential Solid Waste Collection :29. Equipment used for residential solid waste collection /30. Method for determining route configuration 131. Crews pick up by route or area configuration '32. Frequency of pick-up for customers #33. Days of the week crews pick up K35. Landfill is operated by the following: city, county or private company "Residential Recyclable Collection 837. Garbage and recyclables collected on different days ?38. Items included in city's definition of recyclable material other #42. Days of the week crews pick up '43. Frequency of pick up for customers 944. Equipment used for residential recyclable collection /45. Method for determining route configuration 146. Crews pick up by route or area configuration 2Residential Trash, Yard Waste and Leaf Collection I47. Equipment used for residential trash, yard waste and leaf collection /48. Method for determining route configuration 149. Crews pick up by route or area configuration '50. Frequency of pick-up for customers 651. Items included in city's definition of yard waste 52. Leaf collection methods !53. Bulky item collection methods!Commercial Solid Waste Collection954. Equipment used for commercial solid waste collection /55. Method for determining route configuration 156. Crews pick up by route or area configuration F57. Commercial customers have an option of using a private contractor  63. Which of the following services does city provide: "Residential Solid Waste Collection!Residential Recyclable CollectionResidential TrashYard Waste and Leaf Collection"Commercial Solid Waste Collection 94. Which of the following services does city contract outregular full-time employees'regular part-time or seasonal employees subsidized volunteer 5. Types of labor the city uses:Z16. Average number of crews assigned to Residential Trash, Yard Waste and Leaf Collection ^17. Average number of crew members per Residential Trash, Yard Waste and Leaf Collection crew |34. City's residential solid waste transported to the following location: landfill, incinerator, transfer station, or other \39. City uses curbside pick-up or drop off sites as the primary recycling collection method [41. Recyclable processing center is operated by: city, county, private contractor or other c28. Can commercial customers wave city fees if they use a private contractor for similar services? d36. Can residential customers wave city fees if they use a private contractor for similar services? G40. Recyclable material must be the following at the curbside pick-up: %co-mingled with other household wasteDco-mingled with each other but separated from other household waste partially separated Solid Waste General Information:2Residential Trash, Yard Waste and Leaf Collection:'Total Cost for All Solid Waste ServicesbTotal Number of Tons Residential Trash, Yard Waste and Leaves Collected per 1000 Collection Points5Total Cost for Collection of All Solid Waste ServicesHNumber of Tons of Residential Trash Collected per 1000 Collection PointsNNumber of Tons of Residential Yard Waste and Leaves per 1000 Collection PointsUNumber of Tons of Residential Trash, Yard Waste and Leaves Collected per Assigned FTEResidential Recycling:ADirect Cost for Residential Trash, Yard Waste and Leaf CollectionNNumber of Tons of Residential Recyclables Collected per 1000 Collection Points@Total Cost for Residential Trash, Yard Waste and Leaf Collection0Direct Cost for Residential Recycling Collection2Residential Trash, Yard Waste and Leaf Tipping FeeGTotal Cost for Residential Recycling Collection (Excludes Tipping Fees)FDirect Cost per Ton Residential Trash, Yard Waste and Leaves CollectedSTotal Cost for Residential Recycling Disposal or Processing (Includes Tipping Fees)ETotal Cost per Ton Residential Trash, Yard Waste and Leaves Collected8Direct Cost per Ton of Residential Recyclables CollectedVDirect Cost per Collection Point for Residential Trash, Yard Waste and Leaf Collection7Total Cost per Ton of Residential Recyclables CollectedUTotal Cost per Collection Point for Residential Trash, Yard Waste and Leaf CollectionOTotal Cost per Ton of Recyclables Processed or Disposed (Includes Tipping Fees)Bulky Waste Tipping Fee:Direct Cost per Collection Point for Residential Recycling Construction and C&D Tipping Fee9Total Cost per Collection Point for Residential Recycling8Number of Tons of Recyclables Collected per Assigned FTEResidential Garbage Collection:Percentage of Waste ReductionJNumber of Tons of Residential Garbage Collected per 1000 Collection PointsFNumber Tons of Residential Garbage Disposed per 1000 Collection Points.Direct Cost for Residential Garbage Collection"Commercial Solid Waste Collection:-Total Cost for Residential Garbage Collection/Number of Commercial Solid Waste Tons CollectedResidential Garbage Tipping Fee1Direct Cost for Commercial Solid Waste CollectionLDirect Cost per Ton of Residential Garbage Collected (Excludes Tipping Fees)ITotal Cost for Commercial Solid Waste Collection (Excluding Tipping Fees)3Total Cost per Ton of Residential Garbage Collected"Commercial Solid Waste Tipping FeeCDirect Cost per Collection Point or Pick-up for Residential Garbage7Direct Cost per Ton of Commercial Solid Waste CollectedBTotal Cost per Collection Point or Pick-up for Residential GarbageGTotal Cost per Ton of Commercial Solid Waste Collected (Dumpsters Only)@Number of Tons of Residential Garbage Collected per assigned FTE AdR vn Vz i  VzMq%7[d / 8\f 1!i#xlН010Paxѳwzm00ip0^^<(Crosab_rhT00t00haxp0&e0zm00r E000rrt߿0rhtt0pPercent0]0Sm00X{e0X{{T00{T0T00~P{e0P{~բ0~P{H{{?10H-{{=kT0e0{T0L0{T0LkT00 $0 <<e01|<"0<k0<S {`@0Administration and Management:   dMbP?_*+%M\\OLYMPUS\LaserFin13$w 4dXXA4X$JAPDdTimes New RomanH X "dXX??U} BT0Vz   1   'Administration and Management:(1. Adopt written snow policies F=2. Encourage cooperative snowplowing services and facilities 4+3. Contract for services, when appropriate 5,4. Measure performance and maintain records +"5. Plan for equipment replacement  Operations:(6. Foster a quality work force S J7. Prepare plans for routing, scheduling, and obtaining weather forecasts = 48. Select, store, and apply materials appropriately ( 9. Communicate with the public 6 -10. Apply appropriate snowplowing techniques / &11. Use passive snow control measures F=12. Employ equipment improvements and preventive maintenance "6+,J89/ ,WA,:3>@   dMbP?_*+%M\\OLYMPUS\LaserFin13$w 4dXXA4X$JAPDdTimes New RomanH X "dXX??U} eeT0Vz   1  xm0rsrxp0m0 Service Area 7.1. Service area size in terms of square miles '2. Population of service area ?63. Which of the following services does city provide: +"Residential Solid Waste Collection*!Residential Recyclable CollectionResidential Trash'Yard Waste and Leaf Collection+"Commercial Solid Waste Collection B 94. Which of the following services does city contract out+ "Residential Solid Waste Collection* !Residential Recyclable Collection Residential Trash' Yard Waste and Leaf Collection+"Commercial Solid Waste Collection Human Resources ) 5. Types of labor the city uses:$regular full-time employees0'regular part-time or seasonal employees subsidized volunteerother \S6. Number of full-time employees directly assigned to each of the following areas: +"Residential Solid Waste Collection*!Residential Recyclable CollectionResidential Trash'Yard Waste and Leaf Collection+"Commercial Solid Waste Collection (7. Task incentive program used 8/8. Brief description of task incentive program XO9. Use of task incentive program used in which of the following service areas: Dl;+C/.+/F/.+/ -(4`/.+/,< T0!"#Vz$%&'()*+1,-./x0m012345rs6r78xp90m :;0 <=>?+ "Residential Solid Waste Collection*!!Residential Recyclable Collection"Residential Trash'#Yard Waste and Leaf Collection+$"Commercial Solid Waste Collection I%@10. Work crews help each other if one finishes before the other H&?11. Average number of hours an employee works on a task system T'K12. Average number of crews assigned to Residential Solid Waste Collection X(O13. Average number of crew members per Residential Solid Waste Collection crew S)J14. Average number of crews assigned to Residential Recyclable Collection W*N15. Average number of crew members per Residential Recyclable Collection crew c+Z16. Average number of crews assigned to Residential Trash, Yard Waste and Leaf Collection g,^17. Average number of crew members per Residential Trash, Yard Waste and Leaf Collection crew S-J18. Average number of crews assigned to Commercial Solid Waste Collection V.M19. Average number of crew members per Commercial Solid Waste Collection crew/0 Departmental Fees 11(20. Fees that the department is charged O2F21. Fees customers are charged for residential solid waste collection 73.22. Monthly fee for one container or rollcart 94023. Monthly fee for two containers or rollcarts ]5T24. Do the fees for residential solid waste collection includes fees for recycling? S6J25. Does city reduce customer fees if customer participates in recycling? %726. Fees for special pickup X8O27. Are customer fees structured to cover total cost of departmental services? l9c28. Can commercial customers wave city fees if they use a private contractor for similar services? :;,<#Residential Solid Waste Collection C=:29. Equipment used for residential solid waste collection 8>/30. Method for determining route configuration :?131. Crews pick up by route or area configuration D l/.+/MLX\W[gkWZ 5S;=aW)\p 0G<@T0ABCVzDEFGHIJK1LMNOxPm0QRSTUrsVrWXxpY0mZ[0\]^_0@'32. Frequency of pick-up for customers ,A#33. Days of the week crews pick up B|34. City's residential solid waste transported to the following location: landfill, incinerator, transfer station, or other TCK35. Landfill is operated by the following: city, county or private company mDd36. Can residential customers wave city fees if they use a private contractor for similar services? EF+G"Residential Recyclable Collection AH837. Garbage and recyclables collected on different days HI?38. Items included in city's definition of recyclable material eJ\39. City uses curbside pick-up or drop off sites as the primary recycling collection method PKG40. Recyclable material must be the following at the curbside pick-up: .L%co-mingled with other household wasteMMDco-mingled with each other but separated from other household waste Npartially separated dO[41. Recyclable processing center is operated by: city, county, private contractor or other ,P#42. Days of the week crews pick up 0Q'43. Frequency of pick up for customers BR944. Equipment used for residential recyclable collection 8S/45. Method for determining route configuration :T146. Crews pick up by route or area configuration U;V2Residential Trash, Yard Waste and Leaf Collection RWI47. Equipment used for residential trash, yard waste and leaf collection 8X/48. Method for determining route configuration :Y149. Crews pick up by route or area configuration 0Z'50. Frequency of pick-up for customers ?[651. Items included in city's definition of yard waste %\52. Leaf collection methods *]!53. Bulky item collection methods^*_!Commercial Solid Waste CollectionD l40Xq /ELiT2Q!h04F<> ?V<>4C). `T0abcVz.dB`954. Equipment used for commercial solid waste collection 8a/55. Method for determining route configuration :b156. Crews pick up by route or area configuration OcF57. Commercial customers have an option of using a private contractor  d PF<>S>$@99   dMbP?_*+%M\\OLYMPUS\LaserFin13$w 4dXXA4X$JAPDdTimes New RomanH X "dXX??U} IX} IX5jw  wG w  jjjrsjGT0) Solid Waste General Information:0'Total Cost for All Solid Waste Services>5Total Cost for Collection of All Solid Waste ServicesResidential Recycling:WNNumber of Tons of Residential Recyclables Collected per 1000 Collection Points90Direct Cost for Residential Recycling CollectionPGTotal Cost for Residential Recycling Collection (Excludes Tipping Fees)\STotal Cost for Residential Recycling Disposal or Processing (Includes Tipping Fees)A 8Direct Cost per Ton of Residential Recyclables Collected@ 7Total Cost per Ton of Residential Recyclables CollectedX OTotal Cost per Ton of Recyclables Processed or Disposed (Includes Tipping Fees)C :Direct Cost per Collection Point for Residential RecyclingB 9Total Cost per Collection Point for Residential RecyclingA8Number of Tons of Recyclables Collected per Assigned FTE&Percentage of Waste Reduction+"Commercial Solid Waste Collection:8/Number of Commercial Solid Waste Tons Collected:1Direct Cost for Commercial Solid Waste CollectionRITotal Cost for Commercial Solid Waste Collection (Excluding Tipping Fees)+"Commercial Solid Waste Tipping Fee@7Direct Cost per Ton of Commercial Solid Waste CollectedPGTotal Cost per Ton of Commercial Solid Waste Collected (Dumpsters Only);2Residential Trash, Yard Waste and Leaf Collection:kbTotal Number of Tons Residential Trash, Yard Waste and Leaves Collected per 1000 Collection PointsQHNumber of Tons of Residential Trash Collected per 1000 Collection PointsWNNumber of Tons of Residential Yard Waste and Leaves per 1000 Collection Points^UNumber of Tons of Residential Trash, Yard Waste and Leaves Collected per Assigned FTEJADirect Cost for Residential Trash, Yard Waste and Leaf CollectionI@Total Cost for Residential Trash, Yard Waste and Leaf CollectionD l-4B #[=T`ED\GFE* /<>V/DT ?oU[bN !"j#$%w&'()*wG+w,-./0j1j23j4 ; 2Residential Trash, Yard Waste and Leaf Tipping FeeO!FDirect Cost per Ton Residential Trash, Yard Waste and Leaves CollectedN"ETotal Cost per Ton Residential Trash, Yard Waste and Leaves Collected_#VDirect Cost per Collection Point for Residential Trash, Yard Waste and Leaf Collection^$UTotal Cost per Collection Point for Residential Trash, Yard Waste and Leaf Collection %Bulky Waste Tipping Fee)& Construction and C&D Tipping Fee'((Residential Garbage Collection:S)JNumber of Tons of Residential Garbage Collected per 1000 Collection PointsO*FNumber Tons of Residential Garbage Disposed per 1000 Collection Points7+.Direct Cost for Residential Garbage Collection6,-Total Cost for Residential Garbage Collection-(.Residential Garbage Tipping FeeU/LDirect Cost per Ton of Residential Garbage Collected (Excludes Tipping Fees)<03Total Cost per Ton of Residential Garbage CollectedL1CDirect Cost per Collection Point or Pick-up for Residential GarbageK2BTotal Cost per Collection Point or Pick-up for Residential GarbageI3@Number of Tons of Residential Garbage Collected per assigned FTE4.?SRcb$- ,WS;: ,Y@POM>$@44 OlePres000SUf4SummaryInformation(VYDocumentSummaryInformation8]_1062501928Y FнLнL?T],4    k''  ' k-  -k- !k-- !-'- k-'- k-   !k Arial o|w|wgw o - 72  Solid Waste General Information:    Arial |w|wgw -B2 'Total Cost for All Solid Waste Services     W2 #5Total Cost for Collection of All Solid Waste Services      -(2 EResidential Recycling:  -|2 VNNumber of Tons of Residential Recyclables Collected per 1000 Collection Points       O2 g0Direct Cost for Residential Recycling Collection     r2 xGTotal Cost for Residential Recycling Collection (Excludes Tipping Fees)     2 STotal Cost for Residential Recycling Disposal or Processing (Includes Tipping Fees)o     [2 8Direct Cost per Ton of Residential Recyclables Collected     Z2 7Total Cost per Ton of Residential Recyclables Collectedd    ~2 OTotal Cost per Ton of Recyclables Processed or Disposed (Includes Tipping Fees)    ^2 :Direct Cost per Collection Point for Residential Recycling      ]2 9Total Cost per Collection Point for Residential Recyclingg     [2 8Number of Tons of Recyclables Collected per Assigned FTE      32 Percentage of Waste Reduction   -:2 ""Commercial Solid Waste Collection:     -N2 3/Number of Commercial Solid Waste Tons Collectedn       Q2 D1Direct Cost for Commercial Solid Waste Collectione       u2 UITotal Cost for Commercial Solid Waste Collection (Excluding Tipping Fees)       :2 f"Commercial Solid Waste Tipping Fee    Z2 w7Direct Cost per Ton of Commercial Solid Waste CollectedE       r2 GTotal Cost per Ton of Commercial Solid Waste Collected (Dumpsters Only)         -R2 2Residential Trash, Yard Waste and Leaf Collection:   -2 bTotal Number of Tons Residential Trash, Yard Waste and Leaves Collected per 1000 Collection Points        s2 HNumber of Tons of Residential Trash Collected per 1000 Collection Points      |2 NNumber of Tons of Residential Yard Waste and Leaves per 1000 Collection Points       2 UNumber of Tons of Residential Trash, Yard Waste and Leaves Collected per Assigned FTE        i2 ADirect Cost for Residential Trash, Yard Waste and Leaf Collectione      g2 @Total Cost for Residential Trash, Yard Waste and Leaf Collection     R2 !2Residential Trash, Yard Waste and Leaf Tipping Fee   p2 2FDirect Cost per Ton Residential Trash, Yard Waste and Leaves Collected      o2 CETotal Cost per Ton Residential Trash, Yard Waste and Leaves Collected     2 TVDirect Cost per Collection Point for Residential Trash, Yard Waste and Leaf Collection        2 eUTotal Cost per Collection Point for Residential Trash, Yard Waste and Leaf Collection       *2 vBulky Waste Tipping Fee  72  Construction and C&D Tipping Fee  -62 Residential Garbage Collection:e   -v2 JNumber of Tons of Residential Garbage Collected per 1000 Collection Points       p2 FNumber Tons of Residential Garbage Disposed per 1000 Collection Points       L2 .Direct Cost for Residential Garbage Collection     K2 -Total Cost for Residential Garbage Collection    -62 Residential Garbage Tipping Feee  -y2 LDirect Cost per Ton of Residential Garbage Collected (Excludes Tipping Fees)      T2 13Total Cost per Ton of Residential Garbage Collectede    l2 BCDirect Cost per Collection Point or Pick-up for Residential Garbagee       j2 SBTotal Cost per Collection Point or Pick-up for Residential Garbage      g2 d@Number of Tons of Residential Garbage Collected per assigned FTE      -"System  -'-- k-  -- !-  !j- -jj- !j-  ! !j !i- -- !-jj- !j-kl- !k-kl- !k-"k"l- !"k-3k3l- !3k-DkDl- !Dk-UkUl- !Uk-fkfl- !fk-wkwl- !wk-kl- !k-kl- !k-kl- !k-kl- !k-kl- !k-kl- !k-kl- !k-kl- !k-kl- !k-!k!l- !!k-2k2l- !2k-CkCl- !Ck-TkTl- !Tk-ekel- !ek-vkvl- !vk-kl- !k-kl- !k-kl- !k-kl- !k-kl- !k-kl- !k-kl- !k-kl- !k-kl- !k- k l- ! k-1k1l- !1k-BkBl- !Bk-SkSl- !Sk-dkdl- !dk-ukul- !uk-kl- !k-kl- !k-kl- !k-kl- !k-kl- !k-kl- !k-kl- !k-kl- !k-kl- !k-kl- !k-0k0l- !0k-AkAl- !Ak-RkRl- !Rk-ckcl- !ck-tktl- !tk-kl- !k--'- k' 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