HomeMy WebLinkAbout12/06/2019 Special Budget Workshop
Special General Government Committee
Agenda
Date:December 6, 2019
Time:9:00 AM
Location:Council Chambers, 2nd Floor
Municipal Administrative Centre
40 Temperance Street
Bowmanville, Ontario
Inquiries & Accommodations: For inquiries about this agenda, or to make arrangements for
accessibility accommodations for persons attending, please contact: Samantha Gray, Committee
Coordinator, at 905-623-3379, ext. 2106 or by email at sgray@clarington.net.
Alternate Format: If this information is required in an alternate format, please contact the
Accessibility Coordinator, at 905-623-3379 ext. 2131.
Audio Record: The Municipality of Clarington makes an audio record of General Government
Committee meetings. If you make a delegation or presentation at a General Government
Committee meeting, the Municipality will be audio recording you and will make the recording public
by publishing the recording on the Municipality’s website.
Noon Recess: Please be advised that, as per the Municipality of Clarington’s Procedural By-law,
this meeting will recess at 12:00 noon, for a one hour lunch break, unless otherwise determined by
the Committee.
Cell Phones: Please ensure all cell phones, mobile and other electronic devices are turned off or
placed on non-audible mode during the meeting.
Copies of Reports are available at www.clarington.net/archive
*Late Item added after the Agenda was published.
Pages
1.Call to Order
2.Land Acknowledgement Statement
3.Declaration of Interest
4.Finance Department
Verbal Report from the Director of Finance/Treasurer Regarding the 2020
Budget
5.Adjournment
Page 2
2020 Budget Overview –Education Session
December 6, 2019
Agenda
External Factors
Historical Trends
BMA Comparative Review
Citizen Engagement
Asset Management
Reserves and Reserve Funds
Long Term Debt Management
2020 Departmental Budgets
Next Steps
2
External Factors
External 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
year from 2020 to 2022
In Clarington growth may be higher than this thanks to
OPG, cannabis industry, Toyota
2019 saw a significant decrease in new housing starts,
may impact upcoming years supplemental taxes
4
External Factors -Changing
Government Landscape
Provincial Government
Changes
Planning Act
Development Charges Act
Provincial Policy Statement
Reporting Burden
5
Planning for Future Funding Changes
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
6
Historical Trends
2020 Growth And Tax Levy
1% = $598,227
Taxable growth in 2019 = $365,853,484
Provides new revenue of approximately $1,608,600
2019 Municipal Levy = $59,822,692
2020 Levy target before growth = $61,019,217
2020 Levy target with growth = $62,627,817
8
Historical Assessment
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 $11,942,271,342 $13,038,463,002
$-
$2,000,000,000
$4,000,000,000
$6,000,000,000
$8,000,000,000
$10,000,000,000
$12,000,000,000
$14,000,000,000
$16,000,000,000
Historical Assessment
2014 to 2019
9
2020 Final Assessment is not
available at this time
2019 Assessment Mix
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
$-
$2,000,000,000
$4,000,000,000
$6,000,000,000
$8,000,000,000
$10,000,000,000
$12,000,000,000
$14,000,000,000
2019 Assessment By Type
83.0%
6.2%3.7%3.6%
10
How Is the Money Spent -2019
11
Municipal Budget Increases
12
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%
0.00%
0.50%
1.00%
1.50%
2.00%
2.50%
3.00%
3.50%
4.00%
4.50%
5.00%
Local Budget Increase
as a %
Municipal
Increases are on
a downward
trend
Proposed Budget
Increase 2.0%
Municipal Capital Support
13
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
$-
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
$8,000,000
$9,000,000
Tax Support to Capital
2011 to 2020
Support to Capital Budget
Preliminary
Draft
BMA Comparative Review
Province Wide Study –BMA Consulting
Clarington participates in the annual study by BMA
Management Consulting Inc.
Final study has been provided to Council
Provides a valuable tool for comparing Clarington
with other municipalities independently
15
Socio-Economic Factors Overview
16
Factor Clarington Total Survey
Average
GTA 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
Capita
$ 3,910 $ 3,010 $ 3,579
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
Financial Indicators
Sustainability –The ability to
provide and maintain service
and infrastructure levels
without resorting to unplanned
increases in rates or cuts to
services
17
Clarington Survey
Financial Position
per Capita
$ 728 $ 523
Tax Asset
Consumption
Ratio
40.7%44.0%
Net Financial
Liabilities Ratio
(0.87)(0.42)
Financial Indicators
Vulnerability –Addresses a
municipality’s vulnerability to
external sources of funding
that it cannot control and its
exposures to risk
18
Clarington Survey
Tax Reserves (less Water and Wastewater) as % of
Taxation
106%76%
Tax Reserves as % of Own Source Revenue 79%55%
Tax Reserves /Capita $ 668 $ 752
Tax Debt Charges as a % of Own Source Revenues 0.9%4.1%
Total Debt Outstanding / Capita $ 142 $ 762
Tax Debt Outstanding / Capita $ 142 $ 507
Debt Outstanding per Own Source Revenue 16.8%41.6%
Debt to Reserve Ratio 0.2 0.9
Financial Indicators
Flexibility –The ability to issue
debt responsibly without
impacting the credit rating.
Also, the ability to generate
required revenues
19
Clarington Survey
Taxes Receivable as
% of Taxes Levied
4.5%5.4%
(GTA
Avg)
Rates Coverage
Ratio
94.0%92.0%
Comparing Levy
and User Fees
While levy per weighted CVA
is higher than the GTA, this can
be accounted for by the very
high commercial assessment
and industrial assessment
(which pays a higher ratio) in
the central GTA and Western
GTA.
20
Clarington Survey GTA
Net Levy per Capita $ 1,482 $ 1,592 $ 1,575
Net Municipal Levy per $100,000
Unweighted CVA
$ 1,040 $ 1,093
Net Municipal Levy per $100,000
Weighted CVA
$ 1,012 $ 1,046 $ 714
Development Charges –Single
Detached
(Single and Lower Tiers)
$ 17,723 $ 19,197
max $
72,432
Residential Building Permit Fee
(167 m2 property $270,000 value)
$ 2,275 $ 2,303
Property Taxes (2019 Total)
21
Clarington Survey GTA
Detached Bungalow $ 3,583 $ 3,449 $ 4,344
2 Storey Home $ 4,630 $ 4,611 $ 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
-
1,000
2,000
3,000
4,000
5,000
6,000
2015 2016 2017 2018 2019
Detached Bungalow -Tax Levy
2015 to 2019
Brock Clarington Oshawa Pickering Whitby
22
2 Storey –2015 to 2019
23
-
1,000
2,000
3,000
4,000
5,000
6,000
7,000
2015 2016 2017 2018 2019
Change in Tax Levy -2 Storey
(2015 to 2019)
Brock Clarington Oshawa Pickering Whitby
A Tale of Two Houses –Two Storey
Oshawa Clarington
24
$5,496 $4,630
Affordability of Taxes
Clarington Survey GTA
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%
25
Citizen Engagement
Clarington Budget Coffee House
Initial attempt at an open house concept
Purpose is to provide opportunity for citizen
feedback and education
Three locations (Newcastle, Bowmanville, Courtice)
27
Clarifying Your Taxes
Concern
The Municipality increased my taxes 2%, the Region
increased my taxes 2%, and the Province increased
education rates 2% so my taxes went up 6% this year!!
My property is worth 5% more, plus taxes are going up
2% so my property taxes will be 7% higher?
How it Works
Your tax bill is for all of the Municipality, Region and
Education. The Municipality is approximately 33% of
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%.
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
28
Asset Management
Regulatory Changes
July 1, 2019 –Strategic
Asset Management
Policy
•Outline commitments to
best practices and
continuous improvement
July 1, 2021 –Phase 1
•Core assets
•Current level of service
measured by standard
metrics
•Costs to maintain levels of
service
July 1, 2023 –Phase 2
•Phase 1 extended to all
assets
July 1, 2024 –Phase 3
•Add proposed levels of
service
•Lifecycle management and
financial strategy
Update Phase 3 every 5
years
30
Asset Management In Clarington
Asset Management Plan received in fall 2017
Meet requirements of funding agreements
Strategic Asset Management Policy approved in spring 2019
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
31
Capital Forecast 2021 to 2024
32
$ -
$ 2,000,000
$ 4,000,000
$ 6,000,000
$ 8,000,000
$ 10,000,000
$ 12,000,000
2020 2021 2022 2023 2024
Tax Levy Capital Support
2020 to 2024
Corp.Services Clerks Emerg. Services Engineering Operations Comm.Services Planning
Capital Forecast 2021 to 2024 –Total Capital
33
$-
$10,000,000.00
$20,000,000.00
$30,000,000.00
$40,000,000.00
$50,000,000.00
$60,000,000.00
$70,000,000.00
$80,000,000.00
$90,000,000.00
2020 2021 2022 2023 2024
Total Capital Cost –Forecast 2021 to 2024
Corporate Services Clerk's Department Emergency Services Engineering Services Operations Community Services Planning Services Libraries / Museums
Key Capital Forecast Items
Emergency Services
Annual replacement of SCBA, gear, boots
Pumper Replacement x 4
Tanker Replacement x 2
Cars and other vehicles
Fire safety house
Community Services
Orono Pool change rooms
Roof replacements and HVAC work at RRC, ASC, CCC
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
Engineering Services
Rural Road rehabilitation
Various other road and related reconstructions
Accessible signal upgrades
Operations Department
Rural Road resurfacing
Clarington stormwater pond and Orono Mill pond
Park furniture/equipment
Various roof replacements
34
Reserves and Reserve Funds
Reserves and Reserve Funds
Obligatory Reserve Funds
Shown as deferred revenue on balance sheet
Legislative or contractual obligation (i.e. Development
charges, gas tax, etc.)
Reserves
Not separately held fund (it’s a parking lot)
Does not earn interest
Reserve Fund
Separately reported fund with income and expenses
Earns interest
36
$-
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
$70,000,000
$80,000,000
$90,000,000
$100,000,000
2014 2015 2016 2017 2018
Year End Balances
Reserves and Reserve Funds
Obligatory Reserve Funds Reserves Reserve Funds
Obligatory Reserve Funds
37
$- $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
Parkland cash-in-lieu
Federal gas tax
Building code act
Provincial infrastructure
Development charges
Obligatory Reserve Funds
2018 2017 2016 2015 2014
Reserves
38
$-
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
Tax write-off Acquisition of capital
assets
Legal / consulting issues Election expenses Fire prevention Waterfront trail Burketon park
improvements
Samuel Wilmot nature
area
Clarington Heritage
Committee Board
Reserves
2014 2015 2016 2017 2018
Reserve Funds
39
$- $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000
General municipal purposes
Rate stabilization
Strategic capital
Recreation programs and facilities
Debenture repayment
Industrial development
Other cultural
Acquisition of capital assets
Newcastle Waterfront study
Municipal capital works
Other capital - unspecified
Road contributions
Westside Bridge / Bowmanville Marsh
Port Granby LLRW
Community Improvement Plan
Business Improvement Areas
Hampton Union Cemertery
Community Emergency Management
Reserve Funds
2018 2017 2016 2015 2014
$5million is
committed to
Bowmanville
Hospital
Foundation
Projected Available Balances –Reserve Funds
Development Charge Projected
December 31
General Government $382,761
Public Library 830,462
Emergency Services 5,433,091
Indoor Recreation (1,029,792)
Eng –Park Development & Facilities 1,442,791
Operations 1,990,691
Roads and Related 9,279,120
Parking 462,929
Reserve Fund Projected
December 31
Strategic Capital $10,240,660
General Municipal 2,978,494
Rate Stabilization 6,653,220
Engineering Inspection 2,991,219
Building Division 2,623,731
Library Capital 255,818
40
Does not include 2019 DC receipts
Changes to Reserve and Reserve Fund Transfers
Reserves
Increased transfer to Pits and Quarries to reflect
increased budgeted revenue from aggregate fees
Funding $50,000 of ward boundary review from the
Election Expenses reserve
Reserve Funds
Increased Parking Lot reserve fund transfer to reflect
increase in budgeted revenue
Maintained contribution to future staffing at $250,000
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
41
Long Term Debt
Management
Debt Regulations
43
The Municipality has several
restrictions for issuing debt
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
Funding of debt servicing costs can
be Development Charge related
Debt Servicing Costs vs Annual Repayment Limit
44
-
5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033
Debt Servicing Costs vs Annual Repayment Limit (2020 to 2033)
Total Annual Repayment Limit (2019)
Total Ending Balance for Existing Long Term Debt
45
$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
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
Ending Balance for Long Term Debt
2007 to 2033
Total
BIS &
Green Road
Future Debt Use
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
46
Projected Future Debt
South Bowmanville Recreation Centre
The amount of debenture will depend on the
potential receipt of grant funds
Debt may be eligible for Community Benefits Charges
Note: regulations on CBCs are still outstanding
Repayment of CBC-funded debt may be difficult if
development slows
Interest rates may vary from 2% to 5% per the
Region of Durham
This has a significant impact on the overall cost of the
project
47
Forecasted Debt Balances
48
$ -
$ 10,000,000
$ 20,000,000
$ 30,000,000
$ 40,000,000
$ 50,000,000
$ 60,000,000
$ 70,000,000
2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040
Debt Balance Forecast -No Grant Funding
Existing Debt Proposed Debt - SBRC
Forecasted Debt Balances
49
$ -
$ 5,000,000
$ 10,000,000
$ 15,000,000
$ 20,000,000
$ 25,000,000
2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041 2042
Debt Balance Forecast -Grant Funding
Existing Debt Proposed Debt - SBRC
Forecasted Debt Servicing Costs
50
-
5,000,000.00
10,000,000.00
15,000,000.00
20,000,000.00
25,000,000.00
2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040
Debt Servicing Costs with Forecasted Debt
Total Debt Servicing - Existing Total Debt Servicing - SBRC with grant ARL
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
reduction.
52
2020 Staffing Requests -New
Planning
Planner I –Special Projects
Operations
Orono Cemetery staff (seasonal)
Clerks
Municipal Law Enforcement Co-Ordinator (not tax
levy)
Community Services
Aquatic Programmer full time
Customer Service Programmer 24hr part time
Engineering
Deputy Chief Building Official (not tax levy)
Emergency Services
4 Full-time firefighters
53
Mayor and Council
2020 Budget Highlights
Operating Budget Highlights
Increased conferences to bring all members in line
Funds can be used for courses and other training
Increased travel allowance to match with the
compensation by-law
Miscellaneous expenses have not been increased
Council may wish to consider if Integrity
Commissioner costs should be budgeted for
Capital Budget Highlights
No capital items
55
AdministrationChief Administrative Officer
Andrew Allison
2020 Budget Highlights
Clarington Board of Trade Increase
Increase per existing contract with CBOT 3%
CAO
Reduced professional fees for service delivery reviews and
transferred to Internal Audit
Climate Change
Increased travel to reflect need to attend meetings
Internal Audit
Establish sub-department for greater focus on function
Transferred costs from Finance and CAO
Communications
Increased design costs to reflect actuals
Reduced advertising expenses
Web redesign proposed (fully funded from reserves which
were ear marked for this need)
Tourism
Increased design costs to reflect actuals
Increased travel to reflect increased attendance at events
Decreased commission expense, advertising revenue, and
printing costs to reflect proposed discontinuation of
visitors guide
57
Legal ServicesMunicipal Solicitor
Rob Maciver
2020 Budget Highlights
Operating Budget Highlights
Decreased engineering agreement fee revenue to
reflect declining need for service
Increased conveyance expenses to reflect increased
needs for title searches
Decreased membership and association dues to
reflect decreased requirements
Capital Budget Highlights
No Capital Budget
59
Corporate ServicesDirector Of Corporate
Services
Marie Marano
2020 Budget Highlights
Operating Budget Highlights
Administration
Increase phone, fax, postage, courier to consolidate costs
Human Resources
Decrease legal fees, consulting fees to reflect anticipated 2020 needs
Increase bank service charges to reflect needs
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
Capital Budget Highlights
Project Tax
Support
Other
Computer Hardware $49,400 $102,000
Computer Software 521,100 50,000
61
Clerk’s DepartmentMunicipal Clerk
Anne Greentree
2020 Budget Highlights -Operating
Clerk’s
Increased shredding expenses to reflect corporate needs
Increased travel for meetings
Increased record retention for workflow management
Decreased livestock expenses to reflect actuals
Elections
Ward Boundary Review (partially funded from reserves)
Cemeteries
Created Orono cemetery accounts
Planning for new Hampton columbarium
Increased burial permit revenues
Fleet
Adjust fuels and repairs for addition to fleet
63
Animal Services
Decrease clothing, uniforms, postage, freight
Increase in membership and association to reflect actuals
Increase commission expenses and revenues to reflect number of licenses
being issued for animals
Municipal Law Enforcement
Increased snow fees recoverable (expenses and revenue) to reflect actuals
Created miscellaneous revenue account
Parking Enforcement
Increased revenues to reflect actuals (goes to RF)
Decreased phone to reflect contract change
Increased bank service charges to reflect actuals
2020 Budget Highlights -Capital
64
Finance and Unclassified
Administration
Director Of Finance /
Treasurer
Trevor Pinn
2020 Budget Highlights
Finance
Increased fines revenue to reflect interest and fines on
unpaid amounts
Decreased office supplies to reflect less toner use
Decreased printing costs to reflect change in contract
Increased membership and association dues to reflect
professional memberships
Decreased travel to better reflect shift to online
courses and reduced travel
Unclassified Administration
Decrease in professional fees related to one-time work
for Development Charges study (funded by DC) and
triennial actuarial study
Increase in reception/tributes to reflect increased
retirements
Increase to staff development due to demand
66
Emergency / Fire ServicesDirector Of Emergency / Fire
Services
Gord Weir
2020 Budget Highlights -Operating
Administration
Increased uniforms for new firefighters (growth
firefighters funded from DCs)
Increased miscellaneous operating supplies for medical
licences, and other miscellaneous items
Increase special events for additional participation in
public events
Created a budget for miscellaneous fire call revenue
Fire Communication
Increase for contract with City of Oshawa for dispatch
68
Fire Prevention
Increase in consulting for Fire Masterplan (DC funded)
Fire Suppression
Increase in maintenance for annual costs for tablets for
command in 3 full time trucks
Increased funding for part time firefighters in Station #1
and Station #2
2020 Budget Highlights -Capital
69
Engineering ServicesActing Director Of
Engineering Services
Ron Albright
2020 Budget Highlights -Operating
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
replacements
Parks
Reduced park development consulting expenses
71
2020 Budget Highlights -Capital
72
Park Projects
Newcastle Community Park –
Phase I
1505 Bowmanville Ave Trail to
Rhonda Park
Farewell Creek Trail Phase II
Additional Funding for Alignment
73
Roads and Related Projects
Roads
Pavement Rehab Program
Roadside Protection Program
Rural Road Program
Projects >$100,000
Longworth Avenue Oversizing
Rudell Road Reconstruction
Lake Road Extension
Millstream Lane Rehab
North Street
Related
Sidewalks
Various Unspecified projects
Projects >$100,000
Regional Road 57 Multi-use Path
Highway 2 Sidewalk
Active Transportation Master Plan
RR 17 Sidewalk
Traffic Signals
Accessible Signal Upgrade –King Street at Roenigk Drive
Traffic Signals –Countdown Indicators (18 locations)
Accessible Signal Upgrade –King Street at Temperance Street
74
Operations DepartmentDirector Of Operations
Fred Horvath
2020 Budget Highlights -Operating
Administration
Increased meal allowance to reflect actuals
Decreased office supplies
Decreased books, clothing, postage, active net fees
Increased travel, misc. expenses for actuals
Street lighting
Budget maintained, unspent funds to be used to repay LED installation
Increased ONT1Call to reflect increased call volume
Parks
Reallocate forestry related costs to forestry sub-department
Increased uniforms/clothing
Forestry
Reallocated from other areas in Operations
Cemetery
Orono Cemetery operating costs funded from former grant
Reduced abandoned cemetery supplies to reflect actuals
Building and Property Maintenance (Including MAC, Halls, Other)
Increased clothing/uniforms
Reallocated Kendal repair work to Beech Centre
Road Maintenance
Increased culverts in various areas to reflect increased costs
Increased patrol operating supplies for GPS costs for fleet
Increased senior snow clearing contract to reflect increased usage
Increased sidewalk maintenance contract to reflect additional sidewalks
Winter maintenance increased to get closer actual costs (phased in over
two years)
Increase in guiderails to reflect additional work to be completed for safety
76
2020 Budget Highlights
Capital Budget Highlights
Asset Class Tax
Support
Other
Parks $225,000 $185,000
Cemetery 0 1,335,000
Roads and Structure 60,000 0
Building and Property 820,000 155,000
Road Maintenance 1,955,000 575,000
Fleet 0 885,000
77
Project Highlights
Parks
Various Park Upgrades
Park Furniture / Equipment
Cemetery
Expansion of Bowmanville Cemetery
Roads and Structures
Retaining Walls
Buildings and Property Services
Visual Arts Centre
Various Roof Replacements
Various Arenas
Newcastle Community Hall
Operations Depot Improvements
Clarington Stormwater Pond Cleanout
156 Church Street
78
Community ServicesActing Director Of
Community Services
George Acorn
2020 Budget Highlights -Operating
Administration
Reduce books, postage, travel to reflect actual
Recreation Services Administration
Reduce departmental issued clothing revenue
Reduce vehicle repairs and maintenance
Increase membership and association dues to reflect actuals
Programs
Adjustments to revenues to reflect programs offered
Increase in aquatic programs
Fitness programs decreased in certain areas
Facilities
Adjustments to revenue to reflect changing demands
Increase repairs and maintenance to reflect ice plant work
at RRC and SCA
Increase clothing/uniform to reflect anticipated retirements
and attract aquatic staff
Increases to travel, special equipment training and
furniture/fixtures to reflect anticipated needs in 2020
Increases to repairs/maintenance accounts to reflect
anticipated work on aging infrastructure
80
2020 Budget Highlights -Capital
Capital Budget Highlights
Asset Class Tax
Supported
Other
Facilities $ 310,000 $ 4,971,000
81
Capital Projects
South Courtice Arena
Heat Pump Compressors Replacement
Pad B Steel Overhead Door Replacement
Diane Hamre Recreation Complex
Gym Safety Padding Installation
Various
Annual Building Studies
South Bowmanville Recreation Centre
Facility Safety Bollards / Planters
Rickard Recreation Complex
Rubber Floor Replacement Pad B
Pad A Air Curtain
Walk Behind Scrubber Replacement
Pad B Dressing Room Door Replacement
Client Services Office Restructure
Courtice Community Complex
Roof Replacement
Women’s Sauna Wall Replacement
Fitness Equipment Replacement
Domestic Hot Water Equipment Replacement
Skylight Panel Replacement
Women’s Gym Change Room Carpet Replacement
82
Planning ServicesActing Director Of Planning
Services
Faye Langmaid
2020 Budget Highlights
Operating Budget Highlights
Decrease office supplies, office equipment, printing,
small equipment purchases
Increase postage and courier to reflect need to
communicate for Zone Clarington
Increase memberships and travel to reflect actual
Adjustments to various revenues to reflect predicted
demand in 2020
Capital Budget Highlights
Asset Class Tax
Supported
Other
Land Acquisition $634,717 $68,979
84
Ongoing Development
85
External Agencies and
Related Organizations
Levies, BIAs
Levies relate to the Region of Durham and the
educational portion for the Province of Ontario
These are outside of our control and are simply a flow
through as we are the collecting agent
BIAs are established in Orono, Newcastle and
Bowmanville
The BIA sets their budget and requests that the
Municipality collect based on assessment within their
boundaries
It is anticipated that the BIA budgets may be
confirmed after the Municipality’s budget in January
2020.
87
Historical External Agency Support
88
$-
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
Community Care Durham Bowmanville Older Adult FireHouse Youth Newcastle Community Hall Grandview Children's Centre Visual Arts Centre
External Agency Grant Awards for 2015-2019 and 2020 Grant Request
2015 award 2016 award 2017 award 2018 award 2019 award 2020 request
2019 Increase due to annualization of Courtice Youth
Centre and six months of Newcastle Youth Centre
2020 increase >2% relates to annualization of funding
for Newcastle Youth Centre
Next Steps
Upcoming
Meeting
Dates
90
2 Jan. 2020
Draft budget book
distribution
10 Jan. 2020
Special General
Government Committee
Meeting (External Agencies)
13 Jan. 2020
Special General
Government Committee
Meeting (Budget)
20 Jan. 2020
Council Meeting with
budget ratification
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
91