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Home My WebLink About12/06/2019 Special Budget Workshop Clar*wo ❑ 6 S FLDG [0 R P ARP P L C'D D ❑ F P DID®❑❑❑ 7 LP ❑ 11111111110 / RFD IR ❑ &R FLU DP VC® G❑OR 0 LFLSDa C-P L W D L [& ❑❑17 P S D F 16 R PD LDS DLR T LL VH10 FFRP P RCD IR VHI R I T LL VLD R ❑ LVD CIt F"DN D D P VIR DFF VVL M [DFFRP P RGD LR V7R[S VR VD GL [ISO DV [FR DF [16 DP D Er D LI&RP P L &RR a D R ❑D ❑[❑❑DID❑LLID❑❑❑DID D TEFIFIOR ❑ ❑P DIM V D F®L R ❑ ❑ O D ❑ R P D 41❑ LL I R P D IR W T L GLL LD LIDO D IR P D U SO D✓ L FR DF FF VVL IO A RR a D R DI D[ID❑❑TFI❑❑ET❑❑❑❑ MI]❑❑❑❑ G RL5 FR GI7 LD LFLSDa) LR A 0 L R P DN VD LID GR❑ FR GIR 11 10 R P UP P L P L VMJ❑R P DN ODCG O D LR OR OS V D LR [D OCR DO] R P UP P L P L DID DID LFLSM ❑ LM D GR❑ FR GL ❑R [D G❑ LP DN ❑ ❑ FR(i IS QF [S ®/ L ❑ ❑ FR C- LR ❑ LID LFLSDO V❑ VL 1 RR [5 F VVL[$ODV ❑ [DG LV G❑ D[IDS ❑ D ESDa) OR[&® L R V-3 RF G Da DO ❑ UP L -I L(027 F VVD LID❑LID❑❑RR 01R LDCR ❑R LO F ❑ DIAL OW R LV -G P L G❑ ARP PL ❑ & M R V 3 O DV r- V LIDO (M R VLP R LD LD G[R OF R LF[G IF VD ❑ GR I LR SOF G[R ❑R OD a O P RG D1G L ❑ P L ❑ &RSL V[RI L5 SR VLD LD DLG O LD❑ LF® L R ❑ LD F L F/ D 4 P DOG GDI ❑ ❑ CD❑ DVS ®/ G❑ 3D V ❑❑ &DMR2 G ❑❑ / DG❑ FNR OG P ZD P ❑❑ F®D LR [EMI 4 V ❑❑ L D F ❑ SD P 9 DQ5 SR m RP ❑ ❑ L F R IR❑ L D F 7 DV 5 D C1 ❑ Eni❑❑ G ❑❑ GR P 3D [it] Clarbgton 2020 Budget Overview — Education Session December 6, 2019 • External Factors Historical Trends BMA Comparative Review Citizen Engagement Asset Management Reserves and Reserve Funds Long Term Debt Management 2020 Departmental Budgets Next Steps External Factors c.:xternal Factors Economy Economic Real GDP in Ontario forecasted to increase annually 1 .5% in 2020, 1 .5% in 2021 and 1 .9% in 2022 Averaged 2.5% per year from 2016 to 2018 � ` Employment growth projected to average 1 . 1 % per �� '�- =��` %t . year from 2020 to 2022 In Clarington growth may be higher than this thanks to ` OPG, cannabis industry,Toyota si 2019 saw a significant decrease in new housing starts, may impact upcoming years supplemental taxes External Factors -Changing Government Landscape Provincial Government Changes Planning Act �' w Development Charges Act Provincial Policy Statement Reporting Burden - - Planning for Future Funding Changes , AU The Municipality relies on two sources of capital funding from the Federal Government and Provincial Government Federal Gas Tax - $2.8m not anticipated to change Ontario Community Infrastructure Fund - $ 1 .8m Will no longer be eligible likely in 2023 Province is looking at making changes to program Historical Trends 2020 Growth And Tax Levy Where your money goes: = $598,227 pp-p-ppp— -"Iqq4 Taxable growth in 2019 = $365,853,484 Provides new revenue of approximately $ 1 ,608,600 4 19% 2019 Municipal Levy = $59,822,692 %- 04 2020 Levy target before growth = $61 ,019,217 Lbs.— —MAJ 2020 Lev target with = $62,627,817 E Municipality of Clarington y g growth = Regional Municipality of Durham School Boards Historical Assessment Historical Assessment 2020 Final Assessment • 2014 to 2019 available at this time $16,000,000,000 $14,000,000,000 $12,000,000,000 $10,000,000,000 $8,000,000,000 $6,000,000,000 $4,000,000,000 $2,000,000,000 $ 2014 2015 2016 2017 2018 2019 ■Non-Residential Assessment 1,820,508,421 1,486,967,200 1,529,858,483 1,649,639,677 1,236,888,189 1,315,157,189 ■Residential Assessment $8,743,544,872 $9,585,089,172 $10,026,233,962 $10,889,413,519 $1 1,942,271,342 $13,038,463,002 9 2019 Assessment Mix 2019Assessment By Type $14,000,000,000 1' $12,000,000,000 $10,000,000,000 $8,000,000,000 $6,000,000,000 $4,000,000,000 $2,000,000,000 $- Residential Farmland Multi-Res Commercial Industrial Large Industrial Pipeline Managed Forest Exempt 2019 $12,353,533,512 548,596,334 136,333,156 925,892,753 125,299,526 175,737,765 53,145,148 35,081,997 532,214,452 10 M How Is the Money Spent - 2019 How each $100 of Claringtorfs tax leery is spent: $20_45 $10 34 S14_66 S12.44 $1.20 Communications .8❑ $1.16 Enforcement $10 0_83 Animal Services 0_70 Debt Servicing 0.64 Crossing Guards $4.76 $3.89 $0.50 Economic Development $3.67 $3_54 $0.42 Tourism 01 A N $ SO-14 Community Grants A ai4 ME $ IIAP Ail * 0* Operations Fire Corporate Capital Recreafim Library Community Winter Engineering Gukure Services Support Finencing Planning Maintenance Municipal Budget Local Budget Increase asa % 5.00% •p• -d Budge 4.50 4.00% Increase 2.0% 3.50% .......................... 3.00% ........................................ 2.50% .Municipal 2.00% Increases are on 1.50% downward 1.00% trend 0.50% 0.00% 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Local Budget Increase 4.44% 2.35% 2.97% 3.80% 3.75% 3.75% 3.74% 3.65% 3.89% 3.15% 2.93% 2.20% 2.00% 12 Municipal Capital Support Tax Support to Capital Preliminary 201 1 to 2020 $9,000,000 Draft $8,000,000 $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $ 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Support to Capital Budget $3,228,626 $3,555,836 $3,657,952 $4,646,886 $5,013,673 $5,462,846 $6,248,230 $7,198,862 $7,430,643 $7,974,854 ■Support to Capital Budget 13 BMA Comparative Review Province Wide Study — BMA Consulting MW BMAClarington participates in the annual study by BMA Management Consulting Inc. Management Consulting Inc. Final study has been provided to Council Provides a valuable tool for comparing Clarington with other municipalities independently Socio- Economic Factors Overview Factor Clarington Total Survey GTA Average Average 2019 Population (per Manifold Data Mining) 100,790 2019 Population Density per sq. km. 165 546 1 , 131 2011 to 2016 Population Increase (%) 8.8% 4.8% 6.0% 3-Year Average Building Construction Value per $ 3,910 $ 3,010 $ 3,579 Capita 2019 Estimated Average Household Income $ 120,703 $ 105,849 $ 131 ,495 2019 Weighted Median Value of Dwelling $ 370,279 $ 356,000 $ 597,000 2019 Unweighted Assessment per Capita $ 142,413 $ 163,809 $ 222,399 2019 Weighted Assessment per Capita $ 146,364 $ 165,386 $ 235, 142 Financiallndicators Clarington Survey Financial • • $ 728 $ 523 per Capita Sustainability —The ability to Tax Asset provide and maintain service and infrastructure levels 7% ' without resorting to unplannedConsumptio increases in rates or cuts to services Ratio Liabilities Net Financial (0.87) (0.42) • Financial Indicators Clarington Tax Reserves (less Water and Wastewater) as % of 106% 76% Taxation Tax Reserves as % of Own Source Revenue 79% 55% Tax Reserves / Capita $ 668 $ 752 Vulnerability —Addresses a 0 Tax Debt Charges as a % of Own Source Revenues 0.9% 4. 1 municipality's vulnerability to Total Debt Outstanding / Capita $ 142 $ 762 external sources of funding that it cannot control . its Tax Debt Outstanding / Capita $ 142 $ 507 exposures to risk Debt Outstanding per Own Source Revenue 16.8% 41 .6% Debt to Reserve Ratio 0.2 0.9 Financial Indicators C I ari n gto Survey Taxes Receivable as 4.5% • % of Taxes Levied (GTA Avg) Flexibility —The ability to issue debt responsibly without impacting the credit rating. Also, the ability to generateRates Coverage required revenues Ra • Levy Comparing and User Fees . Clarington r 1 Emp Net Levy per Capita $ 1 ,482 $ 1 ,592 $ 1 ,575 Net Municipal Levy per $ 100,000 $ 1 ,040 $ 1 ,093 While levy per - Unweighted CVA is higher than the GTA, this can Net Municipal Levy per $ 100,000 $ 1 ,012 $ 1 ,046 $ 714 be accounted for Weighted CVA commercialhigh - - Development Charges — Single $ 17,723 $ 19, 197 and industrial assessment Detached max $ (Single and LowerTiers) 72,432 p. ratio) the central GTA and Western Residential Building Permit Fee $ 2,275 $ 2,303 (167 m2 property $270,000 value) Property Taxes (2019 Total) Detached Bungalow $ 3,583 $ 3,449 $ 4,344 2 Storey Home $ 4,630 $ 4,61 1 $ 5, 109 Senior Executive Home $ 5,584 $ 6,420 $ 6,967 Walk Up Apartment / Unit $ 2,087 $ 1 ,404 $ 1 ,429 Mid / High Rise / Unit $ 2,216 $ 1 ,758 $ 1 ,597 Neighbourhood Shopping / sq.ft. $ 4.99 $ 3.72 $ 4.27 Office Building / sq.ft. $ 3.48 $ 3. 13 $ 3.61 Industrial Standard / sq. ft. $ 1 .95 $ 1 .69 $ 2. 19 Industrial Large / sq. ft. $ 0.55 $ 1 . 11 $ 1 .58 Industrial Vacant Land / acre $ 4, 184 $ 4,096 $ 9,272 Detached Bungalow — 2015 to 2019 Detached Bungalow -Tax Levy 2015 to 2019 6,000 5,000 4,000 m 3,000 2,000 1,000 2015 2016 2017 2018 2019 Brock Clarington Oshawa Pickering Whitby 2 Storey 2015 to 2019 Change in Tax Levy - 2 Storey (2015 to 2019) 7,000 6,000 5,000 - - - - - - - - - - - - - 4,000 3,000 2,000 1,000 2015 2016 2017 2018 2019 Brock — Clarington Oshawa Pickering Whitby 23 ATale of Two Houses — Two Storey Oshawa Clarington $5,496 �$4,630 24 1 1 , Affordability Taxes v I ■ Clarington Property Taxes as a % of Household Income 3.6% 3.8% Water / Sewer + Taxes as a % of Household Income 4.3% 4.9% 4.5% Citizen Engagement k...offee House JAL.'- Finance r Top Service Areas Top ChaUenges Top Budget Priorities Initial attempt at an open house concept Commercial property appeals taking a Complete development charges study�. Property tax collect Ion �� x� P P g dy long time,whech creates uncertainty in revenue collection Purpose is to provide opportunity for citizen (accountspayahleandreceivahle] 2• Insurance renewal 7 2• Rising costs of infrastructure feedback and education 3• Capital asset planning Growing community requiring •S fu nndingng for r reserves and reserve funds planning to determine stable • mode amities while •7 fuo m en maintaining existing assets 4 Lon add btarm fi ancial planning • Uncertainty in Federal and Provincial Three locations (Newcastle, Bowmanville, Courtice) 4 funding Imerdal audit • Changes to development charge leg illation potential ly sh ifti ng costs to taxpayers "q1 f Your Taxes Clarifying Concern How it Works The Municipality increased my taxes 2%, the Region Your tax bill is for all of the Municipality, Region and increased my taxes 2%, and the Province increased Education. The Municipality is approximately 33% of education rates 2% so my taxes went up 6% this year!! your tax bill, therefore a 2% increase is only a 0.66% increase to your total tax bill. If everyone increases 2%, your bill goes up 2%. My property is worth 5% more, plus taxes are going up 2% so my property taxes will be 7% higher? No, the Municipality determines its levy (the money it needs to collect) increase on a total basis. As assessments increase the tax rate decreases, you pay a lower rate on a higher assessment. Your individual increase depends on how your assessment changed in relation to everyone else in the Municipality Asset Management Regulatory Changes July 1, 2019 — Strategic Asset Management Policy -Outline commitments to July I , 2023 — Phase 2 best practices and -Phase I extended to all Update Phase 3 every 5 continuous improvement assets years is July 1 , 2021 — Phase I July 1 , 2024 — Phase 3 -Core assets -Add proposed levels of -Current level of service service measured by standard •Lifecycle management and metrics financial strategy -Costs to maintain levels of service Asset Management In Clarington Asset Management Plan received in fall 2017 + Meet requirements of funding agreements Strategic Asset Management Policy approved in spring 2019 s New requirements for Council Must approve asset management plans (which will include financing strategy eventually) Increased public awareness (requirement for AMP to be on the website) _ Working on aligning AMP, DC Study and Long-term financial planning ` �! I SWZ Capital Forecast 2021 to 2024 Tax Levy Capital Support 2020 to 2024 $ 12,000,000 $ 10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 2020 2021 2022 2023 2024 ■Corp.Services ■Clerks ■Emerg.Services ■Engineering ■Operations ■Comm.Services ■Planning 32 Capital 2021 2024 — Total Capital Total Capital Cost— Forecast 2021 to 2024 $90,000,000.00 $80,000,000.00 $70,000,000.00 $60,000,000.00 $50,000,000.00 $40,000,000.00 $30,000,000.00 $20,000,000.00 $10,000,000.00 2020 2021 2022 2023 2024 ■Corporate Services ■Clerk's Department ■Emergency Services I Engineering Services ■Operations ■Community Services ■Planning Services ■Libraries/Museums 33 ,e Capital Forecast Items Q A Emergency Services Engineering Services Annual replacement of SCBA, gear, boots Rural Road rehabilitation Pumper Replacement x 4 Various other road and related reconstructions Tanker Replacement x 2 Accessible signal upgrades Cars and other vehicles Operations Department Fire safety house Rural Road resurfacing Community Services Clarington stormwater pond and Orono Mill pond Orono Pool change rooms Park furniture/equipment Roof replacements and HVAC work at RRC, ASC, CCC Various roof replacements Fitness equipment replacement at CCC RRC washrooms, lobby reno, and flooring CCC boiler and pool slide replacements SCA air handler unit and ice resurfacer replacements, Pad B rubber flooring HV at BIS Reserves and Reserve Funds 0 a Obligatory Reserve Funds Year End Balances Reserves and Reserve Funds Shown as deferred revenue on balance sheet $100,000,000 Legislative or contractual obligation (i.e. Development $90,000,000 charges, gas tax, etc.) $80,000,000 $70,000,000 Reserves $60,000,000 Not separately held fund (it's a parking lot) $50,000,000 $40,000,000 Does not earn interest $30,000,000 Reserve Fund $20,000,000 $10,000,000 Separately reported fund with income and expenses $_ 2014 2015 2016 2017 2018 Earns interest ■Obligatory Reserve Funds ■Reserves Reserve Funds 36 Obligatory Reserve Funds Obligatory Reserve Funds Development charges Provincial infrastructure r Building code act Federal gas tax Parkland cash-in-lieu $- $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000 $35,000,000 $40,000,000 $45,000,000 2018 ■2017 2016 ■2015 ■2014 Reserves $4,000,000 $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 Tax write-off Acquisition of capital Legal/consulting issues Election expenses Fire prevention Waterfront trail Burketon park Samuel Wilmot nature Clarington Heritage assets improvements area Committee Board ■2014 ■2015 2016 ■2017 ■2018 38 Reserve Funds Reserve Funds Community Emergency Management Hampton Union Cemertery Business Improvement Areas Community Improvement Plan Port Granby LLRW Westside Bridge/Bowmanville Marsh Road contributions Other capital-unspecified Municipal capital works — Newcastle Waterfront study Acquisition of capital assets $5million is Other cultural Industrial development .......................... committedto Debenture repayment • _ Recreation programs and facilities Strategic capital Hospital Rate stabilization General municipal purposes • • $- $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 ■2018 ■2017 2016 ■2015 ■2014 Projected Available Balances — Reserve Funds Development Charge F Projected Reserve Fund Projected December 31 December General Government $382,761 Strategic Capital $ 10,240,660 Public Library 830,462 General Municipal 2,978,494 Emergency Services 5,433,091 Rate Stabilization 6,653,220 Indoor Recreation ( 1 ,029,792) Engineering Inspection 2,991 ,219 Eng — Park Development & Facilities 194429791 Building Division 2,623,731 Operations 1 ,990,691 Library Capital 255,818 Roads and Related 9,279, 120 Parking 4629929J!Does not include 2019 DC receipts Chan es to Reserve and Reserve Fund Transfers • Reserves Reserve Funds Increased transfer to Pits and Quarries to reflect Increased Parking Lot reserve fund transfer to reflect increased budgeted revenue from aggregate fees increase in budgeted revenue Funding $50,000 of ward boundary review from the Maintained contribution to future staffing at $250,000 Election Expenses reserve per 2019 budget Small increases (<$25,000 each) to fire equipment, facilities/park maintenance, operations equipment, community services capital, community services building reserve funds for future capital uses Utilize DC reserve funds for growth related projects and capital Long Term Debt Management Debt ulations • woos 1 • The Municipality has several Funding of debt servicing costs can restrictions for issuing debt be Development Charge related Capital only Maximum debt servicing costs of 25% of own source revenues Can only issue debts through the Region of Durham • Timing of issuance and cost of debt is not within our control Debt Costs vs Annual Repayment Limit Servicing Debt Servicing Costs vs Annual Repayment Limit (2020 to 2033) 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 Total Annual Repayment Limit(2019) Total Ending Balance for Existing LongTerm Debt Ending Balance for Long Term Debt 2007 to 2033 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 ■Total 45 A policy will be developed for debt management The asset management strategy will drive priorities for projects which will impact timing of potential debts A long-term financial strategy is suggested Takes into account DC Study Asset Management Plan Strategic Plan Master Plans Projected Future Debt South Bowmanville Recreation Centre 9p,o 1 The amount of debenture will depend on the potential receipt of grant funds Debt may be eligible for Community Benefits Charges i` Note: regulations on CBCs are still outstanding �t.PLAN: Repayment of CBC-funded debt may be difficult if development slows P-A , Interest rates may vary from 2% to 5% per the -;:�a:xp"ixi EN]N pFSyyCaW Region of Durham -xv�x6RFwo.xc.. � I ertiorc soF.�s This has a significant impact on the overall cost of the J i _ Fr'NESS+WOSuFNCM W]W Bowmanvill - Recreation Centre CONCEPT project OF Y Forecasted Debt Balances Debt Balance Forecast - No Grant Funding $70,000,000 $60,000,000 $50,000,000 $40,000,000 $ 30,000,000 $20,000,000 $ 10,000,000 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 ■Existing Debt Proposed Debt-SBRC 48 Forecasted Debt Balances Debt Balance Forecast - Grant Funding $25,000,000 $20,000,000 $ 15,000,000 $ 10,000,000 $5,000,000 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041 2042 ■Existing Debt Proposed Debt-SBRC 49 Forecasted Debt Costs Servicing Debt Servicing Costs with Forecasted Debt 25,000,000.00 20,000,000.00 15,000,000.00 10,000,000.00 5,000,000.00 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 Total Debt Servicing-Existing Total Debt Servicing-SBRC with grant ARL 50 2020 Budget Submissions 2020 Corporate Wide Comments In 2018 the corporate phone plan was changed, budgets in 2020 throughout the corporation are lower to reflect the realized savings from this initiative - Hydro, gas, water and other utilities are adjusted based on trending information on usage over the past two years. In most cases this results in a 1= reduction. ;r' 2020 Staffing Requests - New Planning Community Services Planner I — Special Projects Aquatic Programmer full time Operations Customer Service Programmer 24hr part time Orono Cemetery staff (seasonal) Engineering Clerks Deputy Chief Building Official (not tax levy) Municipal Law Enforcement Co-Ordinator (not tax Emergency Services levy) 4 Full-time firefighters Mayor and Council 2020 Budget Highlights Operating Budget Highlights Capital Budget Highlights Increased conferences to bring all members in line No capital items Funds can be used for courses and other training Increased travel allowance to match with the compensation by-law m �� Miscellaneous expenses have not been increased Council may wish to consider if Integrity Commissioner costs should be budgeted for 55 Chief Administrative Officer Administration Andrew Allison 2020 Budget Highlights Clarington Board of Trade Increase Communications Increase per existing contract with CBOT 3% Increased design costs to reflect actuals CAO Reduced advertising expenses Reduced professional fees for service delivery reviews and Web redesign proposed (fully funded from reserves which transferred to Internal Audit were ear marked for this need) Climate Change Tourism Increased travel to reflect need to attend meetings Increased design costs to reflect actuals Internal Audit Increased travel to reflect increased attendance at events Establish sub-department for greater focus on function Decreased commission expense,advertising revenue, and printing costs to reflect proposed discontinuation of Transferred costs from Finance and CAO visitors guide Municipal Solicitor Rob Maciver Legal 2020 Budget Highlights Operating Budget Highlights Capital Budget Highlights Decreased engineering agreement fee revenue to No Capital Budget reflect declining need for service Increased conveyance expenses to reflect increased needs for title searches Decreased membership and association dues to reflect decreased requirements 59 Director Of Corporate Services Corporate Services Marie Marano 2020 Budget Highlights Operating Budget Highlights Capital Budget Highlights Administration Tax Increase phone, fax, postage, courier to consolidate costs =ME Support Human Resources Decrease legal fees, consulting fees to reflect anticipated 2020 needs Computer Hardware $49,400 $ 102,000 Increase bank service charges to reflect needs Computer Software 521 , 100 50,000 IT Reallocate consulting fees to student wages to implement IT security intern program Increase travel and repairs to reflect actual Increase software maintenance to reflect more "cloud" services Health and Safety Increase in travel and membership dues to reflect actual Create separate line for mental health initiatives Municipal Clerk Clerk's Department Anne Greentree 2020 Budget Highlights Operating Clerk's Animal Services Increased shredding expenses to reflect corporate needs Decrease clothing, uniforms, postage,freight Increased travel for meetings Increase in membership and association to reflect actuals Increased record retention for workflow management Increase commission expenses and revenues to reflect number of licenses Decreased livestock expenses to reflect actuals being issued for animals Elections Municipal Law Enforcement Ward Boundary Review (partially funded from reserves) Increased snow fees recoverable (expenses and revenue) to reflect actuals Created miscellaneous revenue account Cemeteries Parking Enforcement Created Orono cemetery accounts Planning for new Hampton columbarium Increased revenues to reflect actuals (goes to RF) Decreased phone to reflect contract change Increased burial permit revenues Fleet Increased bank service charges to reflect actuals Adjust fuels and repairs for addition to fleet 2020 Bud et Hi hli hts - Ca ital g g g P Project Tax tether 7EnforcementVehicle Director Of Finance / Finance and Unclassified Treasurer Trevor Pinn Administration 2020 Budget Highlights Finance Unclassified Administration Increased fines revenue to reflect interest and fines on Decrease in professional fees related to one-time work unpaid amounts for Development Charges study (funded by DC) and Decreased office supplies to reflect less toner use triennial actuarial study Decreased printing costs to reflect change in contract Increase in reception/tributes to reflect increased retirements Increased membership and association dues to reflect Increase to staff development due to demand professional memberships Decreased travel to better reflect shift to online courses and reduced travel Director Of Emergency / Fire Services Emergency Services Gord Weir 2020 Budget Highlights Operating Administration Fire Prevention Increased uniforms for new firefighters (growth Increase in consulting for Fire Masterplan (DC funded) firefighters funded from DCs) Fire Suppression Increased miscellaneous operating supplies for medical Increase in maintenance for annual costs for tablets for licences, and other miscellaneous items command in 3 full time trucks Increase special events for additional participation in public events Increased funding for part time firefighters in Station # and Station #2 Created a budget for miscellaneous fire call revenue Fire Communication Increase for contract with City of Oshawa for dispatch 2020 Budget Highlights a , 0 U-10i �r Mr."ewm�� Inflatable Safety House $ 0 $ 20,000 SCBA 37,500 0 a Bunker Gear 98,925 16,000 Leather Bunker Boots 7,500 0 Headsets for Firefighters 18,000 ."- Vehicles and EV Charging 10,000 105,000 Station for Prevention Division Acting Director Of Engineering Services Engineering Ron Albright M 2020 Budget Highlights Operating - AW Administration Increased office supplies Increased membership and associations to reflect actual Eliminated studies Building Inspection (not levy supported) Decreased consulting expenses Increased printing costs to reflect digitization of building records Increased furniture and fixtures to reflect chair - y replacements Parks Reduced park development consulting expenses Y 2020 Budget Highlights Asset Class - , Parking Lot Resurfacing $55,000 $ 160,000 EV Charging Stations 35,000 0 Street Lighting 100,000 80,000 7 Parks 196,000 1 ,494,000 Bridges 1 ,167,536 932,464 - R Roads and Structures 1 ,169,000 6,078,000 Sidewalks and Walkways 263,000 945,000 Traffic Signals 361,000 0 _ r Erosion Protection 0 450,000 Stormwater Management 0 1 ,600,000 Park ProjectsA. lk . .A ,'�`�, i'�"=�. •.� �s: _ ,� ram. Newcastle Community Park — • s _ ., Phase I L H�_r;�: Via.. '-�s•, 1505 Bowmanville Ave Trail to Rhonda Park w - : Farewell CreekTrail Phase II Additional Funding for Alignment M ■ W Roads and Related Projects Roads Related Pavement Rehab Program Sidewalks Roadside Protection Program Various Unspecified projects Rural Road Program Projects >$ 100,000 Projects >$ 100,000 Regional Road 57 Multi-use Path Longworth Avenue Oversizing Highway 2 Sidewalk Rudell Road Reconstruction Active Transportation Master Plan RR 17 Sidewalk Lake Road Extension Traffic Signals Millstream Lane Rehab Accessible Signal Upgrade — King Street at Roenigl< Drive North Street Traffic Signals — Countdown Indicators (18 locations) Accessible Signal Upgrade — King Street at Temperance Street Director Of Operations Operations Department Fred Horvath 2020 Budget Highlights • Administration Cemetery Increased meal allowance to reflect actuals Orono Cemetery operating costs funded from former grant Decreased office supplies Reduced abandoned cemetery supplies to reflect actuals Decreased books,clothing, postage,active net fees Building and Property Maintenance (Including MAC, Halls, Other) Increased travel,misc. expenses for actuals Increased clothing/uniforms Street lighting Reallocated Kendal repair work to Beech Centre Budget maintained, unspent funds to be used to repay LED installation Road Maintenance Increased ONT I Call to reflect increased call volume Increased culverts in various areas to reflect increased costs Parks Increased patrol operating supplies for GPS costs for fleet Reallocate forestry related costs to forestry sub-department Increased senior snow clearing contract to reflect increased usage Increased uniforms/clothing Increased sidewalk maintenance contract to reflect additional sidewalks Forestry Winter maintenance increased to get closer actual costs (phased in over two years) Reallocated from other areas in Operations Increase in guiderails to reflect additional work to be completed for safety 2020 Bud et H i h l i hts g g g HighlightsCapital Budget NJ Parks $225,000 $ 185,000 Cemetery 1 1 ,335,000 Roads-- . Structure 60,000 1 Building . Property 820,000 155,000 Project Highlights Parks Buildings and Property Services Visual Arts Centre Various Park Upgrades Various Roof Replacements Park Furniture / Equipment Various Arenas Cemetery Newcastle Community Hall Expansion of Bowmanville Cemetery Operations Depot Improvements Roads and Structures Clarington Stormwater Pond Cleanout Retaining Walls 156 Church Street Acting Director Of Community Services Commun 'l'ty George Acorn M 2020 Budget Highlights Operating Administration Facilities Reduce books, postage, travel to reflect actual Adjustments to revenue to reflect changing demands Recreation Services Administration Increase repairs and maintenance to reflect ice plant work at RRC and SCA Reduce departmental issued clothing revenue Increase clothing/uniform to reflect anticipated retirements Reduce vehicle repairs and maintenance and attract aquatic staff Increase membership and association dues to reflect actuals Increases to travel, special equipment training and Programs furniture/fixtures to reflect anticipated needs in 2020 Adjustments to revenues to reflect programs offered Increases to repairs/maintenance accounts to reflect anticipated work on aging infrastructure Increase in aquatic programs Fitness programs decreased in certain areas 2020 Bud et Hi hli hts - Ca ital g g g P HighlightsCapital Budget Asset Class Tax Other ' � _ Sup orted r l ' Facilities $ 310,000000 R r.., Capital South Courtice Arena Rickard Recreation Complex Heat Pump Compressors Replacement Rubber Floor Replacement Pad B Pad B Steel Overhead Door Replacement Pad AAir Curtain Diane Hamre Recreation Complex Walk Behind Scrubber Replacement Gym Safety Padding Installation Pad B Dressing Room Door Replacement Various Client Services Office Restructure Annual Building Studies Courtice Community Complex South Bowmanville Recreation Centre Roof Replacement Facility Safety Bollards / Planters Women's Sauna Wall Replacement Fitness Equipment Replacement Domestic Hot Water Equipment Replacement Skylight Panel Replacement Women's Gym Change Room Carpet Replacement Acting Director Of Planning Services Planning Faye Langmaid 2020 Budget Highlights Operating Budget Highlights Capital Budget Highlights Decrease office supplies, office equipment, printing, Asset Class Tax • small equipment purchases L Supported Increase postage and courier to reflect need to Land Acquisition $634,717 $68,979 communicate for Zone Clarington Increase memberships and travel to reflect actual Adjustments to various revenues to reflect predicted demand in 2020 `:Naw ■ ro jr �,.r A^k Jim kN NJI, r I + . 10 +� . }'"h HY Ongoing Development - �4 i� J �• External Agencies and Related Organizations Levies, Bl^"- ' Levies relate to the Region of Durham and the educational portion for the Province of Ontario _ a These are outside of our control and are simply a flow through as we are the collecting agent " _ 71 BIAs are established in Orono, Newcastle and ■�� Bowmanville �r The BIA sets their budget and requests that the Municipality collect based on assessment within their r boundaries t _ -" It is anticipated that the BIA budgets may be confirmed after the Municipality's budget in January 2020. M Historical External Agency External Agency Grant Awards for 2015-2019 and 2020 Grant Request $350,000 2019 Increase due to annualization of Courtice • $300,000 Centre and six months of Newcastle Youth Cent a $250,000 2020 to annualization of ' for • $200,000 $150,000 $100,000 $50,000 1 NEON Community Care Durham Bowmanville Older Adult FireHouse Youth Newcastle Community Hall Grandview Children's Centre Visual Arts Centre ■2015 award ■2016 award ■2017 award ■2018 award 2019 award 2020 request 88 Next Steps ■ Special General Draft budget book Government Committee distribution Meeting (Budget) Upcoming Meeting Dates Special General Council Meeting with Government Committee budget ratification Meeting (External Agencies) FIR FIR 90 Conclusion Draft budget is well underway and will be near the target level It is important to make decisions with a long-term view, decisions made today could hinder choices in the future