Loading...
The URL can be used to link to this page
Your browser does not support the video tag.
Home
My WebLink
About
01-27-2023
Clar*wn Special General Government Committee Post-MeetingAgenda Date: January 27, 2023 Time: 9:30 AM Location: Council Chambers or Microsoft Teams Municipal Administrative Centre 40 Temperance Street, 2nd Floor Bowmanville, Ontario Inquiries and Accommodations: For inquiries about this agenda, or to make arrangements for accessibility accommodations for persons attending, please contact: Lindsey Patenaude, Committee Coordinator, at 905-623-3379, ext. 2106 or by email at Iatenaude@clarington.net. Alternate Format: If this information is required in an alternate format, please contact the Accessibility Coordinator, at 905-623-3379 ext. 2131. AudioNideo Record: The Municipality of Clarington makes an audio and/or video record of General Government Committee meetings. If you make a delegation or presentation at a General Government Committee meeting, the Municipality will be recording you and will make the recording public by on the Municipality's website, www.clarington.net/calendar 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 or a change to an existing item after the Agenda was published. Pages 1. Call to Order 2. Land Acknowledgement Statement 3. Declaration of Interest 4. Presentations/Delegations Related to the 2023 Budget (10 minute time limit) 4.1 Presentation by Trevor Pinn, Deputy CAO/Treasurer, Regarding 2023 4 Operating and Capital Budget 4.2 Delegation by Monika Machacek, Chief Executive Officer, Clarington 51 Public Library, Steven Cooke, Chair, and Nancy Brandon, Trustee, Public Library Board, Regarding 2023 Operating and Capital Budget (Correspondence Attached - Annual Budget Request Included in 2023 Budget) 4.3 Delegation by Dr. Tony Stone Regarding Clarington Board of Trade 2023 79 Budget Request for Funding for Physician Recruitment (Correspondence Attached - Funding Request for Physician Recruitment Not Included in 2023 Budget) 4.4 Delegation by Melissa Rudan, Lead, Community Capital Development 81 and James Meloche, CEO, Community Development, Community Care Durham, Regarding 2023 Operating and Capital Budget (Correspondence Attached - Special Request for Funding of an Accessible Bus Not Included in 2023 Budget) 4.5 Delegation by David Penney, President and Treasurer and Denise Allen, 133 Executive Director, Bowmanville Older Adult Association, Regarding 2023 Operating and Capital Budget (Correspondence Attached - Annual Budget Request Included in 2023 Budget) 4.6 Delegation by Veronica Breen, Clarington Youth Centres Coordinator, 169 John Howard Society Durham - Clarington Youth Centres, Regarding 2023 Operating and Capital Budget (Correspondence Attached - Annual Budget Request Included in 2023 Budget) 4.7 Delegation by Dionne Powlenzuk, Executive Director and Amy 193 Page 2 Shackleton, President, Board of Directors, Visual Arts Centre, Regarding 2023 Operating and Capital Budget (Correspondence Attached - Annual Budget Request Included in 2023 Budget) 5. Communications 5.1 Correspondence from the Newcastle Village Community Hall Board, 222 Regarding 2023 Operating and Capital Budget (Annual Budget Request Included in 2023 Budget) 6. Adjournment Page 3 2023 Draft udaet Overvie 10 .0 January 27, 2023 Presented by Trevor Pinn, Deputy CAO / Treasurer CPA, CA • Clarington The Municipality of Clarington is situated within the traditional and treaty territory of the Mississaugas and Chippewas of the Anishinabeg, known today as the Williams Treaties First Nations. Our work on these lands acknowledges their resilience and their longstanding contributions to the area now known as the Municipality of Clarington. Page 5 Ciff*MR 40 • Overview • External Factors Impacting 2023 Budget • 2023 Tax Assessment is Financial Indicators • Staffing Requests • 2023 Departmental Operating Budgets • 2023 Capital Investments • Reserve and Reserve Funds • Long-term Debt Management • External Agencies and Relateq,,Qrganizations CjaFftMR Dvervilp, • The Council of the Municipality of Clarington will consider the Draft 2023 at its Special GGC Meeting Monday January 30, 2023 • Draft Budget was prepared to meet Council direction of 2.5% • Staff recommending an increase of 3.75% • This presentation will highlight the goals and initiatives of the 2023 proposed budget and financial state of the Municipality. Page 7 clffftwn Lrs mpac�Budget 2023 • Economic and Legislative Impacts for 2023 • Inflation • Growing Region • More Homes For Everyone Act, 2022 (Bill 109) • More Homes Built Faster Act, 2022 (Bill 23) • Assessment • Reassessment on hold until at least 2024 • Current Value Assessment based on January 1, 2016 as the valuation date • Ontario Municipal Employee Retirement System Eligibility Changes Page 8 clffftwn 18, 000, 000, 000 1610007000,000 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 Historical Assessment 2013 to 2022 2013 2014 2015 2016 2017 2018 ■ Residential ■ Non -Residential Page 9 2019 2020 2021 M 2022 2023 Clarftwn Property Assessment Mix By Category Managed Forest Exempt 0% 41 Commercial Page 10 clffftwn • Average assessed value of a home in Clarington is assessed at approximately $395,586 (2022 - $393,443) • 1% on an average household= $15.84 • The impact per $100,000 value of assessment is approximately $4.00 Estimated Breakdown of Property Tax Dollar Region of Durham 50% Page 11 33% Clarftwn • The ability to provide and maintain service and infrastructure levels without resorting to unplanned increases in rates or cuts to services. Financial Position per Capita $973 $923 Tax Asset Consumption Ratio Net Financial Liabilities Ratio Page 12 43.6% (1.2) 44.3% (0.7) Clar-Moon • Addresses a municipality's vulnerability to external sources of funding that it cannot control and its exposure to risks. Reserves Tax Reserves (less WWW) as % of Taxation Tax Reserves as % of Own Source Revenues Tax Reserves / Capita Debt Tax Debt Charges as % of Own Source Revenues Total Debt Outstanding / Capita Tax Debt Outstanding / Capita Page 13 114.0% 93.9% 92.4% 72.5% $755 $978 0.5% 3.8% $71 $672 $71 $475 Clar-Moon • The ability to issue debt responsibly without impacting the credit rating . Also, the ability to generate required revenues. Taxes Receivable as % of Taxes Levied 4.4% 5.2% Rates Coverage Ratio Page 14 94.7% 90.7% Clar-Moon Detached Bungalow $3,814 $45651 2 Storey Home 4,911 5,453 Senior Executive Home 5,899 7471 Walk Up Apartment (per Unit) 2,303 1,590 Mid/High Rise (per Unit) 27474 1,825 Neigh. Shopping (per sq. ft.) 4.93 4.47 Office Building (per sq. ft.) 3.50 3.48 Hotels (per Suite) 1,084 1,567 Motels (per Suite) 13110 1,381 Industrial Standard (per sq. ft.) 1.72 2.05 Industrial Large (per sq. ft) 0.52 1.44 Industrial Vacant Land (per Acre) 4,348 103684 Page 15 Ciffftwn �aramn9r�era"mr�:■:m:rfir. Detached Bungalow - Tax Levy 2018 to 2022 • 111 5000 4000 3000 2000 1000 0 2018 2019 2020 2021 2022 Ajax Brock - - Clarington Oshawa Pickering Scugog Whitby Page 16 CIffftMR Change in Tax Levy - 2 Storey (2018 to 2022) 7000 6000 5000 - - - - - - - - - - - - - 4000 3000 2000 1000 0 2018 2019 2020 2021 2022 Ajax Brock — •Clarington Oshawa Pickering Scugog Whitby Page 17 clffftmn 0 • Clarington is considered "mid" in Municipal Tax Burden ($ value) and "low" in Burden as a Percentage of Income (%) • As a percentage, we are lowest in Durham Region (4.4%) • Next lowest in Region is Whitby (4.9%) Property Taxes as a % of Household Income Water/Sewer + Taxes as a % of Household Income Page 18 3.7% 4.0% 4.4% 4.7% Clarftwn • Mayor and Council Public Works • Policy and Communications Advisor Heavy Equipment Operator- Roads • Office of the CAO Heavy Equipment Operator- Parks • CAO Executive Assistant • Permanent Part time Labourers - Business Performance Specialist Roads • Legislative Services • Permanent Part time Labourers - Health & Safety Associate Parks • Associate Solicitor • Business Analyst • Financial Services • Community Services • Chief Information Officer • Community Development Assistant • Emergency and Fire Services • Part-time Building Services II • Business Continuity and Emergency • Part-time Assistant Coordinator Management Planner Page 19 clffftwn • Planning and Infrastructure Services • Capital Works Engineer • Construction Inspector • Transportation Engineer • Water Resources Engineer • Principal Planner - MTSA Secondary Plans • Senior Planner - Secondary Plans/Policy • Principal Planner - Secondary Plans • Planner I • Principal Planner • Plumbing/Mechanical Inspector • Upgrade Building Inspector to Senior • Building Engineer Page 20 Cfff*MR 1 Draft Oneratino H 6161An W a J 4L 'qw it Page 21 i ciff-moon Mayor and Council: 2023 Draft Budget 2022 Final Budget Variance Highlights: $972,953 $814,956 $157,997 • Change reflective of proposed staffing Page 22 clffftmn 1 Office of the CAO : 2023 Draft Budget 2022 Final Budget Variance Highlights: $21783,394 $1,397,977 $1385,417 • Internal reorganization • Corporate Performance • Strategic Initiatives Page 23 clffftwn 1 �1ii�:�i • Strategic Initiatives • Strategic Plan 2023 to 2026 • Corporate Communications Strategy • What's Up In Clarington Newsletter • Jury Lands Cafeteria Building • Corporate Performance • Diversity, Equity and Inclusion Training • Climate change memberships Page 24 •1111111111• Legislative Services 2023 Draft 2022 Final Variance Budget Budget $5,359,677 $4,572,205 $787,472 Page 25 Ah C • Human Resources and • Municipal Law Enforcement Payroll Professional Fees for prosecution • Consulting services costs (Region) • Recruitment costs • Legal Services • ADP Fees Increase in professional fees and • Health and Safetyexpenses to account for staff request • First Aid Training Page 26 clffftwn Financial Services 2023 Draft Budget 2022 Final Budget Variance Highlights: • Consulting $87348)849 $79402M $946-7,733 • Actuarial review • Development Charges Study • Land Acquisition Study Page 27 • Emergency and Fire Services 2023 Draft Budget 2022 Final Budget Variance Highlights: $14,5885345 $14,0719167 $517-7,178 • NextGen 911 phone upgrade • Fire Dispatch cost sharing agreement with the City of Oshawa Page 28 Ciff*MR Public Works 2023 Draft 2022 Final Variance Highlights: Budget Budget • Reorganization $22)3351809 $27,718,313 $(51382,504) • Development Engineering • Infrastructure Engineering Page 29 • Streetlighting • Hardtop Maintenance • Reduced hydro and maintenance • Reduced street sweeping cost costs • Pavement resurfacing • Parks • Loosetop • Splashpad resurfacing Dust control • Depot 42 rubble removal Gravel patch/resurfacing • Grass -cutting locations • Winter Control • Camp 30 Contracted services • Leaf Program Page 30 clffftwn Community Services 2023 Draft Budget 2022 Final Budget Variance Highlights: • Reorganization $1415287420 $11,640,609 2.887,811 A 001 � ► • Tourism to Planning and Infrastructure • Accessibility and Diversity to Office of the CAO • Return to full programming Page 31 clffftwn • Administration • Community Sport, Leisure and Culture Master Plan • Recreation Services Administration • Life Saving Society fees • Resound fees • Facilities • Revenues back to pre-COVID • Materials and Supplies • Repairs and maintenance at facilities • AED contract for 30 sites (including Hall Boards) -lighlightjN • Programs (Fitness, Aquatic, Recreation) • Return to pre-COVID levels • Community Development • Sports Hall of Fame return • Canada Day • 55+ Active Adults • Reallocated revenue to Fitness • Customer Service • ActiveNet fee levels Page 32 CIffftwn MMIMUnd Infrastructure Planning and Infrastructure Services 2023 Draft Budget 2022 Final Budget Variance Highlights: VY302723 $3,958,021 $1344,702 • Legislative impacts • Reorganization • Development Engineering from Public Works • Infrastructure Engineering from Public Works • Tourism from Community Services • Climate Change to Office of CAO Page 33 ciff-Moon • Planning • Includes costs for Community Planning, Development Review and Development Engineering • Infrastructure • Design assistance • Administration • Revenues increase due to reorganization and anticipated development • Comprehensive Zoning Bylaw Review • Building Inspection • Funded by fees • Decrease to consulting and professional fees • Economic Development Page 34 • Economic Development Strategy • Short-term Objectives Business Case clffftwn $3,900,000 $3,800,000 $3,700,000 $3,600,000 $3,500,000 $3,400,000 $3,300,000 $3,200,000 Historical Funding for Clarington Public Library and Museum 2019 award 2020 award 2021 award 2022 award 2023 request ■ 2019 award ■ 2020 award ■ 2021 award ■ 2022 award ■ 2023 request Page 35 CIffftWR $235,000 $230,000 $225,000 $220,000 $215,000 $210,000 $205,000 Fiscal Support for Visual Arts Centre 2019 to 2023 $219,366 $215,065 $223,315 Total $224,606 ■ 2019 Award 2020 Award ■ 2021 Award ■ 2022 Award Page 36 $230,221 ■ 2023 Request Fiscal Support for External Agencies 2019 to 2023 $400,000 $350,000 $300,000 $250,000 $200,000 $150,000 $100,000 $50,000 $0 1 111 Firehouse Youth Community Care Bowmanville Older Centre Durham Adults .-III Newcastle Community Hall ■ ■■■ Grandview Children's Centre ■ 2019 award 2020 award ■ 2021 award ■ 2022 award ■ 2023 request Clarington Hospice Page 37 Ciff*MR Page 38 I Asset Type Gross Cost Revenue Fund Reserves Reserve Funds Development Charges Bridges & Culverts $275007000 $0 $0 $2,500,000 $0 Buildings 4,810,600 0 76,600 2,251,500 25482,500 Cemeteries 5755000 0 0 5755000 0 Erosion Control 200,000 0 0 66,660 1337340 Fleet 6,747,500 0 0 4,829,500 1,918,000 Miscellaneous 171605875 405000 0 8775800 243,075 Parking Lots 330,000 0 0 330,000 0 Parks 2, 712, 000 0 0 179021000 8107000 Roads 7,103,500 0 240,000 6,663,500 200,000 Roadside 1,2205730 0 0 1,0645730 156,000 Storm Water Management 305,000 0 0 3051000 0 Total $27,665,205 $40,000 $3163600 $21,365,690 $5,942,915 Page 39 Offftwn Ah July 1, 2019 — Strategic Asset Management Policy • Outline commitments to best practices and continuous improvement July 1, 2022 — Phase 1 • Core Assets • Current level of service measured by standard metrics • Costs to maintain levels of service July 1, 2024 — Phase 2 • Phase 1 extended to all assets Page 40 July 1, 2025 — Phase 3 • Add proposed levels of service • Lifecycle management and financial strategy Update Phase 3 every 5 years clffftwn $140,000,000 $120,000,000 $100,000,000 $80,000,000 $60,000,000 $40,000,000 $20,000,000 2017 Year End Balances Reserves and Reserve Funds E% IM-03 ■ Obligatory Reserve Funds WIZINIM ■ Reserves ■ Reserve Funds Page 41 2021 CIffftMn Development charges Provincial infrastructure K Building code act Canada Community -Building Fund Parkland cash -in -lieu Obligatory Reserve Funds $- $10,000,000 $20,000,000 $30,000,000 ■ 2021 1 2020 ■ 2019 ■ 2018 ■ 2017 Page 42 $40,000,000 $50,000,000 $60,000,000 clffftwn Reserves $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 Tax write-off Acquisition of Legal / Election Fire Waterfront Burketon park Samuel capital assets consulting expenses prevention trail improvements Wilmot nature issues area ■ 2017 ■ 2018 ■ 2019 ■ 2020 ■ 2021 Page 43 Secondary Clarington Plans Heritage Committee Board clffftwn 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 Other cultural Industrial development Debenture repayment Recreation programs and facilities Strategic capital Rate stabilization General municipal purposes Reserve Funds $- $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 ■ 2021 2020 ■ 2019 2018 2017 Page 44 ciffftwn Reserve Fund Computer Equipment Clerk's Fleet Animal Services Parking Lot Municipal Capital Works Economic Development Reserve Fund Municipal Government Enterprise Fire Equipment Continuous Improvement Reserve Fund Engineering Fleet Parking Rehabilitation Cemeteries Capital Facilities / Parks Maintenance Operations Equipment Community Services Capital Community Services Capital Building Refurbishment Community Improvement Bowmanville Museum Clarke Museum Roads Capital Total Purpose Annual contribution Annual contribution Annual contribution Budgeted meter revenue Annual contribution Annual contribution Energy Master Plan savings Annual contribution Annual contribution Annual contribution Annual contribution Annual contribution Annual contribution Annual contribution Annual contribution Annual contribution Annual contribution (not for CIP grants) Annual contribution Annual contribution Annual contribution Page 45 Contribution $200,000 65,000 10,000 350,000 6,300,000 50,000 30,000 900,000 50,000 5,000 310,000 5,000 635,000 2,835,000 425,000 917,500 12,500 3,000 3,000 200.000 $13,306,000 clffftwn Reserve Clerk Municipal Election Planning- Land Acquisition Total Puraose Records maintenance Election expenses Municipal Acquisition of Property Page 46 Contribution $10, 000 125,000 650,000 $7857000 CIffftwn r m bt Manag tmas) AL� er ift dh A • 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 Management Policy • Approved in fall 2021 • Restricts limit to 10%, rather than 25% per Provincial regulations Page 47 clffftwn i6r:TTiilI7aiii1ll FwT@7wTiC7'iiT: 45,000,000 40,000,000 35,000,000 30,000,000 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 2023 Total Ending Balance for Long Term Debt 2023 to 2033 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 ■ Tota Page 48 CIffftMR • Meeting Dates • January 30, 2023 Special GGC • February 3, 2023 Special GGC (if necessary) • February 13, 2023 Council (9:30 a.m.) • February 17, 2023 Special Council (9:30 a.m. if necessary) • Staff will be reviewing budget processes • Budget Policy review • Multi -year Budget Policy and implementation • Timing of Approval in late fall 2023 rather than February 2024 Page 49 clffftwn Thank you Municipality of Clarington 40 Temperance Street Bowmanville, ON L1 C 3A6 905-623-3379 Toll Free: 1-800-563-1195 TTY: 1-844-790-1599 info@clarington.net www.clarington.net Clarington I � _! ' G• , f, •• � ` •ice - f. P.P. ✓ 1d ,� ''�✓ - i �6�, Clarington Public Ubrary frxperienw Community Report Subject: Library, Museum and Archives 2023 Business Plan and Budget and 2024-2027 Forecasts Submitted To: Trevor Pinn, Deputy CAO and Treasurer Submitted By: Monika Machacek, CEO, Clarington Public Library, Museum and Archives Report Overview: This report contains the draft budgetary requests of Clarington Public Library, Museums, and Archives for 2023 Operating and Capital Budgets. It includes a four (4) year (2024-2027) forecast for the Operating and Capital Budgets. 2023 Library, Museum and Archives Business Plan The Library Board and Chief Executive Officer will present the 2023 Operating and Capital requests at the Special General Government Committee meeting on January 27, 2023. Budget deliberations are scheduled to be held on January 30t" and February 3rd at the Special General Government Committee meetings in 2023. On September 19, 2022, Council passed Resolution #C-192-22 which included the following motion: THAT staff be provided guidance to bring forward a budget with a tax increase of a maximum 2.5%; and THAT external agencies be advised of the same. The 2023 Library & Museum Business Plan is supporting three (3) key outcomes based on the core belief that we are your destination to ignite curiosity and inspire lifelong learning. The organization will develop a new strategic plan in 2023. Equity, Diversity and Inclusion a. Services and resources to support the spectrum of learning styles b. Ensuring physical and virtual spaces are easy to access, intuitive to navigate and support in place to assist customers and staff c. Responsibility to offer, promote, and strengthen diversity and inclusivity in our services and spaces d. Support learning for staff and members of the public through training and programming opportunities 2. Technology & Digital Literacy a. Providing tools and spaces to improve digital literacy and technology skills b. Enhance confidence in playing with new technology 3. Circular Economy & Sustainabilit Wage 51 a. Partnering with community groups and members to offer programs and services that promote sustainability b. Promoting the library and museum's role in the circular economy c. Establishing procedures and financial strategies to ensure the organization will thrive Highlights in the Library and Museum 2023 Operating Budget The 2023 operating budget and capital requests are reflective of post -pandemic library operations at 2019 service levels, incorporating the pressures of inflation trending at over 8%, and allocating funds necessary to position the organization as a destination of choice in the community and an employer of choice in the increasingly competitive labour market. Several budget lines are matching 2020 budget lines, essentially reversing back to pre - pandemic service levels. A harmonized Library and Museum, a new library board, along with a freshly appointed Chief Executive Officer ushers in a new and exciting chapter for the organization. A new strategic vision and newly aligned priorities will be charted to set the direction for the organization for the next 4 years. Reviewing the organizational structure and re -allocating funds within reserve accounts will allow the organization to position its resources in the most efficient and effective way The main pressure in the budget is the substantial increases in salaries, benefits, and wages as a result of the CUPE bargaining, the results of the pay equity and market compensation review study for non-affiliated positions, and the OMERS eligibility for all employees as of 2023. Table 1, below, outlines the Library's 2023 Current Budget Request, with historic budgets included as reference. Category 2019 2020 2021 2022 Difference 2019-2022 Difference 2019-2022 2023 Difference 2022-2023 Difference 2022-2023 Income Subtotal Municipal Tax Levy $3,138,585 $3,201,357 $3,258,981 $3,265,384 4% $3,460,624 $ 195,240 5.6% Subtotal Non -Municipal Revenue $217,952 $220,320 $121,445 $164,582 -$53,370 $ 376,570 $ 211,988 56.3% Total Income $3,356,537 $3,421,677 $3,380,426 $3,429,966 $73,429 2% $3,837,194 $ 407,228 10.6% Expenses Salaries/Wages $2,067,485 $2,105,718 $2,105,718 $2,128,646 $61,161 3% $2,403,685 $ 275,039 11.4% Benefits $452,970 $446,970 $446,970 $470,826 $17,856 4% $ 607,221 $ 136,395 22.5% Subtotal Salaries/Wages/Benefits $2,520,455 $2,552,688 $2,552,688 $2,599,472 $79,017 3% $3,010,906 $ 411,434 13.7% Library Materials $295,700 $302,200 $302,200 $327,114 $31,414 10% $ 327,114 $ - 0.0% Facility Services $167,188 $189,662 $191,174 $192,686 $25,498 13% $ 170,686 -$ 22,000 -12.9% Products & Supplies $33,7561 $32,393 $32,393 $32,393 -$1,363 -4% $ 32,393 $ - 0.0% Public Programs $23,060 $23,060 $19,700 $18,480 -$4,580 -25% $ 23,060 $ 4,580 19.9% Purchased Services $84,680 $107,081 $107,081 $100,181 $15,501 15% $ 107,235 $ 7,054 6.6% Computer Expenses $162,522 $145,417 $145,417 $133,368 -$29,154 .22% $ 136,800 $ 3,432 2.5% Staff Development $32,976 $32,976 $29,773 $26,273 -$6,703 .26% $ 29,000 $ 2,727 9.4% Transfer to Capital $36,200 $36,200 $0 $0 $0 0% $ - Subtotal Other Service Areas $836082 $868,989 $827,738 $830,495 -$5,587 -1% $ 826,288 -$ 4,207 -0.5% Total Expenses $3,356:5371 $3,421,677 $3,380,426 $3,429,967 $73,430 2% $3,837,194 $ 407,227 10.6% Historically, the Library's budget includes a year-end transfer of $36,200 to reserves and applied to future capital projects. However, due to the need to utilize monies from the Page 52 2 Operating Reserve over the next 3 years, it is recommended the transfer to capital resume in the 2025 budget. 2024 to 2027 Operating Budget Forecast The four-year budget forecast , Table 2 below, includes the phasing in and out of Operating Reserve monies, accounting for 3 new FTEs between 2023 — 2025, and targeting to increase revenue by 5% annually. Category 2023 2024 2025 2026 2027 Difference 2023- 2024 % Difference 2024-2025 % Difference 2025- 2026 % Difference 2026-2027 % Income Municipal Tax Levy $ 3,460,624 $ 3,800,163 $ 4,129,780 $ 4,198,392 $ 4,267,007 8.93% 7.98% 1.63% 1.61% Operating Reserve $ 250,000 $ 125,000 $ - $ - $ - -100.00% Other Revenue $ 126,570 $ 132,899 $ 139,543 $ 146,521 $ 153,847 4.76% 4.76% 4.76% 4.76% Total Income $ 3,837,194 $ 4,058,061 $ 4,269,323 $ 4,344,913 $ 4,420,854 5.44% 4.95% 1.74% 1.72% Expenses Salaries/Wages $ 2,403,685 $ 2,590,962 $ 2,738,054 $ 2,785,970 $ 2,834,724 7.23% 5.37% 1.72% 1.72% Benefits $ 607,221 $ 619,365 $ 631,753 $ 644,388 $ 657,276 1.96% 1.96% 1.96% 1.96% Subtotal Salaries/Wages/Benefits $ 3,010,906 $ 3,210,327 $ 3,369,807 $ 3,430,358 $ 3,492,000 6.21% 4.73% 1.77% 1.77% Library Materials $ 327,114 $ 333,656 $ 340,329 $ 347,136 $ 354,079 1.96% 1.96% 1.96% 1.96% Facility Services $ 170,686 $ 178,600 $ 178,600 $ 178,600 $ 178,600 4.43% 0.00% 0.00% 0.00% Products & Supplies $ 32,393 $ 33,041 $ 33,702 $ 34,376 $ 35,063 1.96% 1.96% 1.96% 1.96% Public Programs $ 23,060 $ 23,521 $ 23,992 $ 24,471 $ 24,961 1.96% 1.96% 1.96% 1.96% Purchased Services $ 107,235 $ 109,380 $ 111,567 $ 113,799 $ 116,075 1.96% 1.96% 1.96% 1.96% Computer Expenses $ 136,800 $ 139,536 $ 142,327 $ 145,173 $ 148,077 1.96% 1.96% 1.96% 1.96% Staff Development $ 29,000 $ 30,000 $ 32,000 $ 34,000 $ 35,000 3.33% 6.25% 5.88% 2.86% Transfer to Capital - - 37,000 37,000 37,000 100.00% 0.00% 0.00% Subtotal Other Service Areas $ 826,288 $ 847,734 $ 899,517 $ 914,555 $ 928,854 2.53% 5.76% 1.64% 1.54% Total Fxr enses $ 3,837,194 1 $ 4,058,061 1 $ 4,269,323 1 $ 4,344,9131 $ 4,420,854 5.44% 4.95%1 1.74% 1.72% Conclusion The Library's 2023 Current Budget request to the Municipality of Clarington represents an increase of 6.0% in the Municipal Tax Levy. Reserves and 2023 Operating Budget: Museum and Archives The overall current Museum budget for 2023 is $384,675. The municipal tax levy funding request is $326,524, an increase of $8,825 or 2.7% over the 2022 tax levy of $317,699. A funding strategy to mitigate this increase is proposed further in the report. Table 3, below, outlines the Museum and Archives 2023 Current Budget Request along side historic requests. Note: The 2022 Museum's Total Income of $356,086 is understated by $1,500 for ADP Processing chargeback costs due to a formula error. Page 53 3 Category 2020 2021 2022 Difference 2020-2022 Difference 2020-2022 2023 Difference 2022 2023 Difference 2022-2023 Income Subtotal Municipal Tax Levy $314,242 $314,242 $317,699 $3,457 1.09% $ 326,524 $ 8,825 2.7% Subtotal Non -Municipal Revenue $96,361 $29,661 $38,387 -$57,974 -151.03% $ 41,151 $ 2,764 6.7% Operating Reserve $5,656 $ 17,000.00 Total Income $410,603 $349,559 $356,086 $54,517 -15% $ 367,675 $ 11,589 3.15°/6 Expenses Salaries/Wages $237,001 $180,001 $193,906 -$43,095 -22% $ 219,200 $ 25,294 11.5% Benefits $78,627 $80,127 $80,688 $2,061 3% $ 81,000 $ 312 0.39% Subtotal SalariesMa es/Benefits $315,628 $260,128 $274,594 $41,034 -15% $ 300,200 $ 25,606 8.53% Museum Collections $7,500 $7,500 $7,500 $0 0% $ 7,650 $ 150 1.96% Facility Services $47,789 $54,859 $52,405 $4,616 9% $ 52,405 $ - 0.00% Products & Supplies $7,424 $7,365 $7,365 -$59 -1% $ 7,800 $ 435 5.58% Public Programs $11,500 $8,750 $8,750 -$2,750 -31% $ 9,000 $ 250 2.78% Purchased Services $7,380 $5,880 $3,395 -$3,985 -117% $ 3,500 $ 105 3.00% Computer Expenses $2,437 $2,437 $937 -$1,500 -160% $ 1,000 $ 63 6.30% Staff Development $2,640 $2,640 $2,640 $0 0% $ 3,120 $ 480 15.38% Transfer to Capital $8,305 Subtotal Other Service Areas $94,975 $89,431 $82,992 $11,983 -14% $ 84,475 $ 1,483 1.76% Total Expenses $410,603 $349,559 $357,586 $53,017 -15% $ 384,675 $ 27,089 7.0% 2024 to 2027 Operating Budget Forecast The four-year budget forecast, Table 4 below, includes the phasing in and out of Operating Reserve monies and targeting to increase revenue by 5% annually. Category 2023 2024 2025 2026 2027 Difference 2023-2024 Difference 2024- 2025 Difference 2025- 2026 Difference 2026-2027 Income Municipal Tax Levy $ 326,524.00 $ 340,004.70 $ 364,878.63 $ 371,545.33 $ 378,304.19 3.96% 6.82% 1.79% 1.79% Operating Reserve $ 17,000.00 $ 10,000.00 -70.00% Other Revenue $ 41,151.00 $ 43,208.55 $ 45,368.98 $ 47,637.43 $ 50,019.30 4.76% 4.76% 4.76% 4.76% Total Income $ 384,675.00 $ 393,213.25 $ 410,247.61 $ 419,182.75 $ 428,323.49 2.17% 4.15% 2.13% 2.13% Expenses Salaries/Wages $ 219,200.00 $ 223,584.00 $ 228,055.68 $ 232,616.79 $ 237,269.13 1.96% 1.96% 1.96% 1.96% Benefits $ 81,000.00 $ 82,620.00 $ 84,272.40 $ 85,957.85 $ 87,677.00 1.96% 1.96% 1.96% 1.96% Subtotal Salaries/Wages/Benefits $ 300,200.00 $ 306,204.00 $ 312,328.08 $ 318,574.64 $ 324,946.13 1.96% 1.96% 1.96% 1.96% Museum Materials $ 7,650.00 $ 7,879.50 $ 8,115.89 $ 8,359.36 $ 8,610.14 2.91% 2.91% 2.91% 2.91% Facility Services $ 52,405.00 $ 53,977.15 $ 55,596.46 $ 57,264.36 $ 58,982.29 2.91% 2.91% 2.91% 2.91% Products & Supplies $ 7,800.00 $ 8,034.00 $ 8,275.02 $ 8,523.27 $ 8,778.97 2.91% 2.91% 2.91% 2.91% Public Programs $ 9,000.00 $ 9,270.00 $ 9,548.10 $ 9,834.54 $ 10,129.58 2.91% 2.91% 2.91% 2.91% Purchased Services $ 3,500.00 $ 3,605.00 $ 3,713.15 $ 3,824.54 $ 3,939.28 2.91% 2.91% 2.91% 2.91% Computer Expenses $ 1,000.00 $ 1,030.00 $ 1,060.90 $ 1,092.73 $ 1,125.51 2.91% 2.91% 2.91% 2.91% Staff Development $ 3,120.00 $ 3,213.60 $ 3,310.01 $ 3,409.31 $ 3,511.59 2.91% 2.91% 2.91% 2.91% Transfer to Capital 8,300.00 8,300.00 8,300.00 100.00% 0.00% 0.00% Subtotal Other Service Areas $ 84,475.00 $ 87,009.25 $ 97,919.53 $ 100,608.11 $ 103,377.3: 2.91% 11.14% 2.67% 2.68% Total Expenses $ 384,675.00 $ 393,213.25 $ 410,247.61 $ 419,182.75 $ 428,323.49 2.17% 4.15% 2.13% 2.13% Page 54 4 Conclusion The impact of all of the foregoing adjustments will increase the Museum's 2023 Overall Current Budget by $27,589.00 or 2.7%. 2023 Capital Budget Requests Capital projects are typically funded by monies set aside and accumulated by the Municipality to meet the costs of these initiatives. Funding is derived from sources such as development charges, general tax levy, debentures, and special reserves held at the Municipality. Library Collections As a result of changes made by the Province of Ontario to the provision and structure of Development Charges, the Library is now eligible for 100% funding for collection spending made to support the needs of a growing population. The amount of $243,075 for Library Collections is set out in the Municipality's DC By-law. The 2023 request is identical to last year's amount. Information Technology The Library is requesting $80,000.00 in Capital funds from the tax levy for capital IT replacements such as replacing end of life equipment in Newcastle; a wireless bridge to the Museum; and replacement of public and staff computers. These funds are requested each year to ensure equipment is in good repair to avoid system failures. 4-Year Capital Forecast The organization is predicting a 2% increase for collections due to rising costs and the increased demand that will come with an increasing population. The organization has created a 5-year IT Replacement Plan, which outlines the various repair and replacement needs over a 5-year period. Fluctuation is expected with some projects carrying heavier costs, such as replacement of network equipment. It is anticipated that an objective from a new Strategic Plan will be to undertake a Service Review, therefore we are predicting those costs will be incurred in 2024 and will come from Development Charges. Finally, the organization will be requesting funds starting in 2024 on an annual basis for space refurbishments for ergonomic furniture, accessibility needs, visual appeal of branches and the changing nature of library and museum spaces. Capital Projects 2023 2024 2025 2026 2027 Library Collections (DC) $243,075 $247,937 $252,895 $257,953 $263,112 Information Technology $80,000 $101,500 $141,500 $82,500 $72,000 Service Review (DC) $0 $60,000 Space Refurbishments $0 $75,000 $75,000 $75,000 $75,000 Total $323,075 $484,437 $469,395 $415,453 $410,112 Page 55 5 �J Page 56 PIN 2023 Budget Libra useurns k rc li"I ves Nancy Brandon, Trustee, Cla ri ngton Public Library Board Monika Machacek, Chief Executive Officer Ja n ua ry 27, 2023 __ Local Author Book Festival 10 *f lir .. - ��-- *- - Spirit Walks a Sports Equipment F ''. vr'- A vq I YA PA a - � � T R W �i yoMBB sA . r ..' LEYEp00 •PrySOi GRAN NUEVO s a I Ar M09 a Multilingual Collections Fine Free F3,ri�q it Back!1 r Utz7RenE F, J/ Automatic Renewals Tree Lig hti ngs, Food for Fines y 4 � - r - a I � o +' p "Maj Cmdr Chris Hadfield . r ..' LEYEp00 •PrySOi GRAN NUEVO s a I Ar M09 a Multilingual Collections Fine Free F3,ri�q it Back!1 r Utz7RenE F, J/ Automatic Renewals Tree Lig hti ngs, Food for Fines y 4 � - r - a I � o +' p "Maj Cmdr Chris Hadfield '6 Key Performance Indicators Circulation - Physical (Print/AV) Circulation - Digita Visits - In Person Visits - Digital (App, Website) Programs - Offered Programs - Attendance Members - Total Active Members -Total New 1W M"I Qfj us 1 ==lip 553,871 246,194 181,871 247,955 414,545 119,280 975,151 112111728 11212 898 241452 21,885 38,820 37,260 21776 11627 313,971 2871232 93,736 1, 504, 804 III 28fO62 35,001 11798 526,563 294,500 11765,774 652 68,491 38,822 Page 58 $45.00 $40.00 $35.00 $30.00 $20.00 MunicipaIF unding Trends Per Capita Municipal Library Funding, 2002-21 Similar Libraries Average, 2021, $46.75 urham Libraries Average, 20211$46.40 Clarington, 2021, $34.79 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 Clarington Durham Librarie�aAyprage Similar Libraries Average Clar'i*n ton,9, LOWEST funded in Durham, T r 1hol ers as Percentage of Population Library Brock ............................................................................................................... Oshawa Ajax ............................................................................................... Population Cardholders.% of Population 11,642 ............................................................................... ...................................................................................... 2,458 ............................................................................................................ 21.1% 172)000 ............................................................................... ...................................................................................... 413866: 24.3% 127400.......................... .. .. .. .. .. .. .. .. .., .. .. .. .. .. .. .... ....................................... 28734... .. .. .. .. .. .. ..,22.. .. .. .. .. .. ....... ............................................................ .. .. .. .. .. .. .. .. ...6% .. .. .. .. ........ 17)382 .. .. .. .. .. .. .. .... .................... .. .. .. .. .. .. .. .. .. .. .... ................................. 4 .. .. .. .. .. .. .. .. ..,470 .. .. .. .. .. .. 25.7% 96)049 .... ....................... 37)313:38................... ..................... .. .. .. .. .. .. .. .. ...8% 137300 ......................... ................................. .....................................................21)176 41,771 30.4% .. .. .. .. .. .. .. .. .. I....'','''','''''''''''''ll''''I'll'..,..� .... ............... ................................... 77113:.............. 33.6........................................... % 929015 369564,39.7% Local Funding per.Funding per Operating Capita 'Cardholder Funding $45.00 $40.00 $35.00 $30.00 $20.00 MunicipaIF unding Trends Per Capita Municipal Library Funding, 2002-21 Similar Libraries Average, 2021, $46.75 urham Libraries Average, 20211$46.40 Clarington, 2021, $34.79 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 Clarington Durham Librarie�aAyprage Similar Libraries Average c Ac Sk Durham York ►We Prov*Ide cess to 0 ill D E co M M CD _M 20. 0 0 =0 E m 0 a- D w Chat Reference Homebound Delivery .0 0 0 IF IF IF I Volunteer Opportunities .0 0 so Reading Buddies Math Buddies Senior 1:1 Technology Help so Technology Help Re pal r Cafe Maker Space 0 40 Girls Who Code Coding Workshops 0 STEM/Maker Family i ht ulti c ultu r l P rog rams and Collec ti o n TOTAL 1 41 8 51 71 9 61 51 10 131 131 5 101 131 13 131 131 6 1 Page 62 T H E N E W #1 NEW YORK TIMES BESTSELLER#1 NEW YORK TIMES BESTSELLER OVER 2 MILLION JACK A C HE'D' REMNDERCOPIES SOLD h ER ' SEVEN rr E PICOU ��•CO" T H E AUTHOR OF THE BOOK OF TWO WAYS AND HUSBA D S SMALL GREAT THINGS 0 FH I L D 0f THE •- • NUMBER ONE W I S H a novel 'ANDREW CHILD ,iEVELYN A NOVEL y QSAJ ;UL i r I - JA SING ,. e� E A NOVEL }, rw ,��.+�� '.�i u G AYL R A Novel ENKIN R J S RE HS R- E "A spellbinding noel about love, glamour, and the price of fame." D E L T A O W E N S —EMILY GIFFIN lip "Wise, surprising, and utterly extraordinary" "Painfully beautiful ... At once a murder mystery, a coming -of -age narrative, Al C W V d j� 1! l I N t S BESTSELLER —EMILY HENRY and a celebration of nature." —•THE NEW YORK TIMES BOOK REVIEW jr [ it f u �r 11 I • A 41 r� ••f ; + 1 I MAN T V IL L E %,,I 1 •� ft s -116 AtY N-N I"' Ml�LLE M TI M*E CA .. t �Z �•• JUL y I 200 • - Q,PE. r. --i.l"---,.,B 5k � •�• � - •' .•, • 't�. a • �,I fir_ �i4- .4 to.R-OU-D: .r a E 0 SPON-S Y ItO Q . �• ,, Y �3lvl L D � •LLEV�ILL'11) 4 •r 44, i f l � • df ,� � �f • �'' yid �`t �� � • ' r L P fy 'AL42 r f aTA 0 1 re"ITEA& AL Technology & Digital Literacy Equity, Diversity & inclusion Circular Economy Sustainability Am Value of Library and Museum Services $35.30 cost per resident to operate CPLMA (about cost of one hardcover book!) $3,200,939oOO value of resources available Page 66 2023 Library Operating Budget Category 2022 2023 Difference 2022-2023 Difference 2022-2023 Income Subtotal Municipal Tax Levy $3,2657384 $ 3,4607624 $ 1957240 5.6% Operating Reserve $57,624 $ 250,000.00 $ 1927376 77.0% Subtotal Non -Municipal Revenue $106,958 $ 126,570.00 $ 197612 15.5% Total Income $3,4295966 $ 39837,194 $ 4079228 10.6% Expenses Salaries/Wages $2,1287646 $ 2,4032685 $ 2757039 11.4% Benef its $4707826 $ 607, 221 $ 1367395 22.5% Subtotal Salaries/Wages/Benefits $2,5999472 $ 3,010,906 $ 411,434 13.7% Library Materials $327,114 $ 327,114 $ - 0.0% Facility Services $192, 686 $ 170,686 -$ 222000 -12.9% Products & Supplies $32,393 $ 32,393 $ - 0.0% Public Programs $18,480 $ 23,060 $ 42580 19.9% Purchased Services $100,181 $ 1075235 $ 72054 6.6% Computer Expenses $133,368 $ 1365800 $ 32432 2.5% Staff Development $26,273 $ 295000 $ 22727 9.4% Transfer to Capital $0 $ - Subtotal Other Service Areas $830,495 $ 826,288 -$ 4,207 -0.5% Total Expenses $3,42%967J $ 3,837,194 $ 407,227 10.6% rage 67 2023 Museum Operating Budget Category 2022 2023 Difference 2022-2023 Difference 2022-2023 Income Subtotal Municipal Tax Levy $317, 699 $3261524 $8, 825 2.7% Subtotal Non -Municipal Revenue $381387 $411151 $2, 764 6. 7% Operating Reserve $5,656 $17,000 Total Income $3567086 $384,675 $287589 7.43% Expenses Salaries/Wages $1931906 $2191200 $25, 294 11.5% Benefits $80, 688 $81, 000 $312 0.39% Subtotal Salaries/Wages/Benefits $2747594 $300,200 $257606 8.53% Museum Collections $7, 500 $7, 650 $150 1.96% Facility Services $521405 $525405 $0 0.00% Products & Supplies $7,365 $7,800 $435 5.58% Public Programs $8,750 $9,000 $250 2.78% Purchased Services $1, 895 $3, 500 $1, 605 45.86% Computer Expenses $937 $1, 000 $63 6.30% Staff Development $2, 640 $3,120 $480 15.38% Transfer to Capital Subtotal Other Service Areas $819492 $849475 $29983 3.53% Total Expenses $356,086 848,675 $289589 7.4% 2023 - 2027 Library Forecast 2023 Cateao 2024 2025 2026 2027 Difference 2023- 2024 Difference 2024-2025 Difference 2025- 2026 Difference 2026-2027 Income Municipal Tax Levy $ 35460,624 $ 378007163 $ 451295780 $ 47198,392 $ 4,2671007 8.93% 7.98% 1.63% 1.61 Operating Reserve $ 250,000 $ 125,000 $ - $ - $ - -100.00% Other Revenue $ 126,570 $ 132,899 $ 139,543 $ 146,521 $ 153,847 4.76% 4.76% 4.76% 4.76% Total Income $ 3,837,194 $ 4,058,061 $ 4,269,323 $ 413449913 $ 41420,854 1 5.44% 4.95%1 1.74% 1.72% Expenses Salaries/Wages $ 2,403,685 $ 275907962 $ 2,738,054 $ 27785,970 $ 2,8341724 7.23% 5.37% 1.72% 1.72% Benefits $ 607,221 $ 619,365 $ 631753 $ 6447388 $ 657,276 1.96% 1.96% 1.96% 1.96% Subtotal Salaries/Wages/Benefits $ 3,010,906 $ 3,210,327 $ 3,369,807 $ 39430,358 $ 3,492,000 6.21 % 4.73% 1.77% 1.77% Library Materials $ 327,114 $ 333,656 $ 3405329 $ 347,136 $ 354,079 1.96% 1.96% 1.96% 1.96% Facility Services $ 1705686 $ 178,600 $ 1785600 $ 1787600 $ 178,600 4.43% 0.00% 0.00% 0.00/ Products & Supplies $ 32,393 $ 33,041 $ 33,702 $ 34,376 $ 35,063 1.96% 1.96% 1.96% 1.96% Public Programs $ 23,060 $ 23,521 $ 23,992 $ 24,471 $ 24,961 1.96% 1.96% 1.96% 1.96% Purchased Services $ 1075235 $ 109,380 $ 111,567 $ 113,799 $ 116,075 1.96% 1.96% 1.96% 1.96% Computer Expenses $ 136,800 $ 139,536 $ 142,327 $ 1457173 $ 148,077 1.96% 1.96% 1.96% 1.96% Staff Development $ 29,000 $ 30,000 $ 325000 $ 347000 $ 35,000 3.33% 6.25% 5.88% 2.86% Transfer to Capital - - 1 37,000 37,000 37,000 100.00% 0.00% 0.00% Subtotal Other Service Areas $ 826,288 $ 8479734 $ 89%517 $ 914,555 $ 9289854 2.53% 5.76% 1.64% 1.54% Total Expenses $ 3,837,194 $ 4,0589061 $ 4,269,323 $ 4,344,913 $ 49420,854 5.44% 4.95% 1.74% 1.72% Page 69 2023 - 2027 Museum Forecast Category 2023 2024 2025 2026 2027 Difference 2023-2024 Difference 2024- 2025 Difference 2025- 2026 Difference 2026-2027 Income Municipal Tax Levy $ 326,524.00 $ 340,004.70 $ 364,878.63 $ 371,545.33 $ 378,304.19 3.96% 6.82% 1.79% 1.79% Operating Reserve $ 17,000.00 $ 10,000.00 -70.00% Other Revenue $ 41,151.00 $ 43,208.55 $ 45,368.98 $ 47,637.43 $ 50,019.30 4.76% 4.76% 4.76% 4.76% Total Income $ 384,675.00 $ 3939213.25 $ 4109247.61 $ 4199182.75 $ 4289323.49 2.17% 4.15% 2.13% 2.13% Expenses Salaries/Wages $ 219,200.00 $ 223,584.00 $ 228,055.68 $ 232,616.79 $ 237,269.13 1.96% 1.96% 1.96% 1.96% Benefits $ 81,000.00 $ 82,620.00 $ 84,272.40 $ 85,957.85 $ 87,677.00 1.96% 1.96% 1.96% 1.96% Subtotal Salaries/Wages/Benefits $ 300,200.00 $ 306,204.00 $ 312,328.08 $ 3189574.64 $ 3249946.13 1.96% 1.96% 1.96% 1.96% Museum Materials $ 7,650.00 $ 7,879.50 $ 8,115.89 $ 8,359.36 $ 8,610.14 2.91% 2.91% 2.91% 2.91 Facility Services $ 52,405.00 $ 53,977.15 $ 55,596.46 $ 57,264.36 $ 58,982.29 2.91% 2.91% 2.91% 2.91 Products & Supplies $ 7,800.00 $ 8,034.00 $ 8,275.02 $ 8,523.27 $ 8,778.97 2.91% 2.91% 2.91% 2.91% Public Prog rams $ 9,000.00 $ 9,270.00 $ 9,548.10 $ 9,834.54 $ 10,129.58 2.91% 2.91% 2.91% 2.91 Purchased Services $ 3,500.00 $ 3,605.00 $ 3,713.15 $ 3,824.54 $ 3,939.28 2.91% 2.91% 2.91% 2.91 Computer Expenses $ 1,000.00 $ 1,030.00 $ 1,060.90 $ 1,092.73 $ 1,125.51 2.91% 2.91% 2.91% 2.91 Staff Development $ 3,120.00 $ 3,213.60 $ 3,310.01 $ 3,409.31 $ 3,511.59 2.91% 2.91% 2.91% 2.91 Transfer to Capital 8,300.00 8,300.00 8,300.00 100.00% 0.00% 0.00% Subtotal Other Service Areas $ 84,475.00 $ 87,009.25 $ 97,919.53 $ 100,608.11 $ 1039377.36 2.91% 11.14% 2.67% 2.68% Total Expenses $ 384,675.00 $ 393,213.25 $ 410,247.61 $ 419,182.75 1 $ 428,323.49 1 2.1710 4.15% 2.13%1 2.13% Page 70 2023 - 2027 Capital Requests Capital Projects 2023 2024 2025 2026 2027 Library Collections (DC) $243,075 $247,937 $252,895 $2575953 $2635112 Information Technolo $805000 $1015500 $1415500 $825500 $725000 Service Review (DC) $01 $6050001 S ace Refurbishments $0 $755000 $755000 $755000 $755000 Total $3239075 $759000 $759000 $755000 $4105112 Page 71 be New Staff Request: Public Service Lead Position Title: Positions: Status: Salary: Supervisor: Page 72 Public Service Lead Two (2) Full-time, affiliated 56536- $,(Band 5) $701504 Public Service Coordinator VI` r, �lk New Staff Request: Public Service Lead • Current front-line coordinators manage a service portfolio, a branch location and up to 16 staff members • Industry standard is to separate these responsibilities to ensure both strategic initiatives and daily operations can be successful • Clarington has welcomed new cultures and languages, therefore new ways service can be offered with new FTEs Page 73 Program Attendance Circulation In Person Visits *2019 Data Used for In -Person Visits Population 007 versus 2022 0 100,000 200,000 300,000 400,000 500,000 600,000 700,000 800,000 900,000 2007 2022 Page 74 Ontario Public Library Staffing Guidelines Best Practice 0.6 FTE : 1,000 residents L -I Clarington 0.6 FTE : 11415 residents g 75 Deficit of 1, ES With New Staff We Will each: Fl J 4 - maw IMI Page 76 .s filar• ington public _ Libra Ex erience �Ommunity - It's never too early or too late to get your first V • v r vVd 1K L� r=�-' i /0, r library card.' Page 77 7 1 i Vista w, Pn r r, 1 ' Cont t s �� r- - es ions 3 l4 r :_ f, � � • l eylk- *k f Monika Machacek, Ab6L Chief Executive Officer mmachacek@clarin ton-library.on.ca TRAVEL � g (905) 623-7322 x 2702 - � � ALAL•. JlClarington Board of Trade and Office of Economic Development Trevor Pinn, Director of Finance/Treasurer Municipality of Clarington 40 Temperance St Bowmanville, ON Re: Clarington Physician Recruitment 2023 Program Proposal The Municipality of Clarington is the fastest growing community in the Region of Durham with our current population at approximately 109,400 with populations projected to jump to 124,200 by 2027 and 221,000 by 2050. The pandemic has brought to light the importance of a strong healthcare system. Our community -based family physicians are a key piece of this system, delivering comprehensive continuous care and ensuring primary care access to our community. The recruitment of family physicians is not new to the Clarington community. There has been a longstanding commitment by community members and physicians to support these efforts using various approaches. These recruitment efforts have served Clarington well, supporting the successful recruitment of many family physicians. Through community collaboration, Clarington welcomed twenty-five new family doctors between March 2007 and January 2017, averaging 2.5 new doctors per year. This provided over 30,000 residents with access to comprehensive primary care close to home. The success experienced through this period was due to several factors, including the work of resolute professionals from our community doing outreach and consulting with medical schools and other provincial resources. In addition, financial incentives were created to incent new family physicians to set up practice in the area. An investment of $440,000.00 from the Clarington Economic Development Fund was leveraged over this 10-year period, creating a competitive advantage for our community. In addition, Clarington's family physicians invested significant effort to strengthen their relationship with Queen's University, bringing the Queen's family medicine training program and teaching family medicine residents here in our community. Several of these residents have set up practice in Clarington. Other recruitment strategies have been employed. In 2018, local physicians applied for, and received, the designation of Clarington as a high needs area in Ontario for physicians. This provided a competitive advantage for recruitment. While this designation did help, it has been insufficient to meet the recruitment needs of this growing community. In addition, a new provincial agreement has resulted in this designation being sunset this year. Page 79 To keep up with the growth and competition across the province, Clarington must look to a proactive and achievable approach to ensure our community is appropriately resourced for the health of our community and economy. With the anticipated growth, and our current complement of family physicians having full patient rosters, Clarington finds itself with an increasing population with no local family physician. In fact, 60% of the 100,000 visits to urgent care clinics in Clarington are from patients without a local family physician. This number has grown from approximately 43% of visits in 2018. At the same time, there is a growing shortage of family physicians in Ontario and across Canada. Recruitment across Ontario will continue to be quite competitive for the next several years at a minimum. It is time for the community to collaborate and address a process to mitigate against this growing shortage of primary healthcare providers. Clarington has experience and passion. Our proven success and history of the previous program can be revived, respecting that the world has changed since 2007. We need to update our processes and community offering to match that of our competitors, but most importantly to meet the needs of our prospective professionals and their families. This planning is currently underway through a dedicated working group. As conversations evolve in the community to address the current and upcoming shortages for Family Physicians we wanted to reach out and include the Municipality in these discussions. On behalf of the partners working on this initiative, we request that Clarington consider earmarking up to $500,000.00 over a 5-year period from the Economic Development Reserve Fund. The partners will present an action plan before any funds are released and committed to recruiting new family physicians to the Clarington community. Sincerely, i ?ggelo'Amico, President/Chair Clarington Board of Trade -f//Cc ' Sheila Hall, Executive Director Clarington Board of Trade Page 80 Clarington Submit Original to: Municipality of Clarington Financial Services Department 40 Temperance Street Bowmanville, Ontario L 1 C 3A6 finance _clarington.net Submission Deadline: Friday, November 4t", 2022. Please Print or Type Organization Information Contact Information Please Complete All Areas 7JamesMeloche, jmeloche@communitycaredurham.on.ca xecutive Officer Page 81 Officers for current year Position President David Sudbury Secretary Jennifer Cree Treasurer n/a n/a Is your Organization incorporated as non-profit? If yes, when? (dd/mm/yy) Is your Organization based within the Municipality of Clarington? Is your Organization based within the Region of Durham List the programs/services provided by your Organization: Yes 0 No❑ 24/02/1983 Yes 0 No❑ Yes 0 No❑ Community Care Durham (CCD), is a multi -service, registered charitable organization providing a broad range of services for adults who have needs related to aging, physical and/or mental health. We assist our clients with services that support their independence, health, and quality of life. In doing so, we help them remain in their own homes - where they want to be. Some of our services are provided free of charge while others have a user fee to assist with the total cost of service delivery. Our services are administered through service locations across Durham Region. Throughout the pandemic, we remained steadfast in our resolve to serve our community and help people safely get through this unprecedented time. CCD is now ready to embrace new challenges with an emboldened strength of purpose and experience. We intend to make CCD a leading community support agency in Ontario, setting the standard for responsiveness, quality, efficiency, and innovation that will benefit tens of thousands of Durham residents. Our Strategic Plan is focused on four priorities to focus our efforts to meet the challenges and opportunities that lay ahead: Page 82 • Enhancing Client Quality of Life • Investing in Our People • Championing Healthy Communities • Building for Our Future 2023 marks our 461h year of serving the Durham Region community. During this time, we have responded to citizens' needs and we shall continue doing so with our dedicated staff, volunteers and our many Durham partners. CCD's Programs and Services Community Care Resource Nurse (CCRN) — new in 2022 The CCRN will provide nursing services such as: • health education/teaching • physical and mental health assessments • healthcare navigation and collaboration (assist clients in accessing resources such as family MD visits, blood work requisitions, physiotherapy, home and community care, etc.) • wellness checks, and post -hospitalization assessments to ensure clients are safe in their homes after being discharged from hospital The factors outlined above are the key motivators of the CCRN Pilot Project within CCD. The CCRN will assist clients in ways of conducting clinical assessments (mental health, physical health, etc.), providing support and advocacy in health care navigation, visiting clients after an ED visit or admission to hospital, and by providing health teaching and education. Through the support of the CCRN, clients living in the community and care providers will have access to clinical experts who are able to make timely interventions that could prevent loss of independence; emergency department visits; avoidable hospital admissions; and a premature move to a long-term care setting for an older adult. CCRN services are available across Durham Region and are offered in a senior's own home through in -person visits, virtual, and telephone consultations. There is no fee for CCRN services. Community Food Box First developed in response to the challenges created by the COVID-19 pandemic, CCD's Community Food Box program is continuing to support vulnerable members of our community that are unable to safely acquire needed essentials. With the support of local businesses and farms, the food boxes contain the essentials for healthy eating, much of which are locally made or grown. The boxes help to relieve the pressure from immediate family members that are unable to provide the necessary care to their vulnerable loved ones. We are continuing to partner with local businesses to bring clients a truly "community" experience, with the goal of expanding to a robust "farm to table" program with the support of local growers, many in Clarington. Page 83 Community Food Boxes are delivered to clients by CCD volunteers and staff every Friday. Meals on Wheels Nutritious hot and/or frozen meals are delivered at noon 5 days/week to clients in their homes. In response to client/caregiver requests, frozen meals can also be ordered online. There are presently 8-9 routes throughout the Municipality of Clarington where hot meals (entree, soup, salad and dessert) are delivered which equates to 39-40 routes per week. Frozen meals (entree and soup/dessert as per client preference) are available on a weekly basis. A variety of meals is provided through the use of two different suppliers. Meal choices can accommodate a variety of nutritional requirements (diabetic, renal, minced etc.). Frozen meals can be picked up at the office or delivered free of charge to the client's home. Transportation Escorted transportation is provided for clients to access COVID-19 and flu vaccine clinics, medical appointments, CCD's Adult Day Program, shopping, etc., with priority given to vaccine clinics, medical appointments and to our Adult Day Program. The transportation service is provided through the use of both volunteer and paid drivers. Volunteer drivers primarily use their own vehicles. Our staff drivers utilize a fully accessible van and two minivans that are equipped with a specialty seat system on the passenger side to facilitate entry and exit for individuals with mobility issues. Funding from various sources allows CCD to continue offering free transportation for all COVID- 19 vaccination appointments. Luncheon Out These gatherings provide group outings for clients to enjoy a meal and socialize with other individuals from their community. Where needed, transportation to the event was also available. This program was temporarily suspended due to COVID-19. As part of our resumption plan, a virtual format was created weekly that offered either entertainment or an educational session. Donations of treats were distributed before the virtual Luncheon Out session. Plans are underway for Clarington clients to resume the regular group outing so they may socialize and enjoy a meal together. Friendly Visiting Clients who are isolated and would benefit from a visit are matched with a Friendly Visiting volunteer. The volunteer offers companionship on a regular basis with a face-to-face visit or telephone visit at the mutually agreed upon time. Visits are up to two hours in length. During most of the pandemic, face-to-face visits were replaced with telephone visits. Face to face visits have resumed as clients and volunteers feel safer with protocols and vaccinations. Telephone Reassurance / Wellness Checks Volunteers provide regular phone contact - for social reasons or for security reasons to check on a client's well-being. For security calls, the client's emergency contact is called if the client does not respond to the call. This service remains extremely in demand. Foot Care Clinics Foot Care services are provided by registered foot care nurses in a community - based setting. The clinics provide regular foot care and recommend chiropodist and physician referrals where needed. Foot care clinics have resumed at GB Rickard Recreation Complex and at Wilmot Creek. Footcare remained a busy service throughout the pandemic, and we currently have weekly clinics. COPE Mental Health Program COPE (Creating Opportunities for Personal Excellence) is a unique community -based mental health service that offers group support to individuals aged 16 and older with emotional, mental health, and/or life adjustment concerns. Our programming is focused on education, community connection, and coping strategies to assist with the management of mental health symptoms and overall wellbeing. The COPE Mental Health Program currently includes the following components: • 50+ emotional support groups relating to anxiety, depression, bipolar disorder, stress management, chronic pain, bereavement, men's wellness, women's wellness, and social support. • Recruitment, screening, comprehensive mandatory training, ongoing support and supervision of volunteers to provide support group facilitation for group members • Educational events and life skills development through our Let's Talk About events, weekly Life Skills Group, and series of 4 tol0 week workshops offered continuously throughout the year with topics such as Managing Anxiety and Depression, Mindfulness and Meditation, Self -Esteem, Self -Compassion, Distress Tolerance, Unhelpful Thinking Styles, and more! • Assessment, referral, and mental health/social service information to the community. This program offers virtual and in -person support groups. Since the virtual format can accommodate more participants in each session, the waitlists for this program have been removed. Page 85 Adult Day Program Offers a safe and comfortable setting for clients with needs related to aging and/or disability to enjoy a wide array of social and therapeutic recreational programs. CCD Adult Day Programs can provide your loved one with supervised therapeutic programming in a diversified, socially inclusive, and secure environment. Caring for a loved one requires an opportunity to take a break and this is another benefit of this service. We design our program to improve clients' physical, social, emotional and cognitive health. Qualified staff and volunteers provide recreational programming and assist with routine living activities. The program operates Monday to Friday from 8:00 a.m. to 4:00 p.m. and clients from all areas in Clarington are able to utilize the CCD accessible van for transportation to and from the program. Exercise & Falls Prevention A provincial initiative with the primary objectives of maintaining, expanding, and improving access to exercise and falls prevention classes for older adults. Focusing on increasing strength, flexibility, balance, and endurance, Exercise and Falls Prevention classes help people to maintain and/or improve their physical abilities to reduce their fall risk as they age. This helps to maintain their independence and improve their overall quality of life. These classes are offered free of charge to all eligible participants. CCD currently provides oversight for this initiative at 17 in -person sites in Durham Region; with 4 sites hosting classes in Clarington. Our program offers a total of 75 in - person classes per week. We also provide daily virtual classes for individuals who cannot access a physical location. Access to Primary Care (APC) Enables high risk seniors access to their primary care appointments by utilizing the successful service delivery structure of the existing Home at Last program. APC Personal Support Workers accompany older adult clients (or those with special needs) to critical primary care appointments. APC workers stay with the client throughout their appointment to provide support and settle the client home safely following their appointment. This service ensures clients have access to primary care support in a delivery method that is cost-effective and client focused. Assisted Living Services for High Risk Seniors (ALS) Available to eligible clients residing in the retirement community of Wilmot Creek in Newcastle. This service provides support to high risk seniors living at home and includes personal support, homemaking, security checks and reassurance services. Regularly scheduled visits are provided on a 24/7 basis by Personal Support Workers and the care provided is based on the needs of the client. Clients also have the option of requesting unscheduled visits by a Personal Support Worker for needs that cannot wait until the next scheduled visit. Again, unscheduled visits are available on a 24/7 basis. '� Home at Last (HAL) Program A collaboration between community hospitals, Home and Community Care Support Services (formerly known as CE-LHIN) and CCD, which assists clients with their settlement home upon discharge from the hospital and provides short term personal support to assist with this transition (i.e., transportation home, safety check of the home environment, linkage to community resources, grocery shopping, meal preparation etc.). It also ensures appropriate referral and linkage to CCD services. In -Home Respite A regional caregiver relief service offering a temporary break from the responsibility associated with caring for a loved one with needs related to aging and/or disability. Care is delivered by qualified Personal Support Workers who maintain a safe environment and are trained to provide personal care, assistance with routine living activities, social interaction, meal preparation, client centred homemaking and more. Home To Stay CCD's Home to Stay Program is a full fee for service program available to clients requiring the skills of an Experienced Caregiver for routine activities of daily living and instrumental activities of daily living. What is the total program registration or association membership in your Organization? 9,455 What percentage of your registration or membership are Clarington residents? 15% Registration in Clarington is broken down as follows: Service FY2021-22 Access to Primary Care 20 Adult Day Program 39 Assisted Living 63 COPE Mental Health 133 Home at Last (Home Settlement after Hospitalization) 88 Home First (Hospital Discharge Assistance) 69 Page 87 Home Support (Personal Support Care) 817 In Home Respite 16 Supported Referral 419 Detail of Home Support Services FY2021-2022 (CLIENTS) Community Food Box 55 Meals on Wheels 220 Foot Care 326 Transportation 288 Visiting Social & Safety 81 Number of Volunteers Clarington COPE Mental Health 13 Community Support 201 Describe how the program/services provided by your Organization will benefit as a result of Municipal funding. In Clarington, CCD's programs and services provide needed supports to enhance the ability of adults with needs related to aging, physical and/or mental health to remain in their own homes and communities and to function as independently as possible. Annual operating costs for these services increase each year, as does the cost of actively promoting our services so that the community is aware of the supports available. This includes producing written materials, providing presentations to groups, and maintaining contact with referral agencies, healthcare, and community groups. We rely on approximately 994 volunteers (214 of whom are in Clarington) to assist in the delivery of our community supports services across the Region. As a result, Volunteer recruitment remains an ongoing need and challenge, requiring that we invest more time and dollars each year for advertising and recruitment efforts in order to attract new volunteers. Recruitment of new volunteers then requires appropriate screening, interviewing, orientation and ongoing training and support to ensure that our volunteers are properly supported. In addition, we also need to adapt to varying expectations from new volunteers. This requires the need to look at more flexible and adaptable volunteer management program so that we can meet the varied needs of our new and existing volunteers and thus retain them. The Transportation service continues to be a necessary and important support to Clarington residents, ensuring that they can access medical appointments and vaccination clinics, attend our Adult Day Program, and go shopping for groceries or other necessary items. The Transportation service provided 26,263 drives in 2021-22. In 2022, our transportation services offered free rides to COVID vaccination clinics and appointments. The Meals on Wheels/Community Food Box services continues to provide nutritious meals/groceries for clients as well as a check on their well-being. Our meal delivery is important to the 296 individuals who rely on the service all year round, as well as clients who might use our service for a limited time when first discharged from hospital or when recovering from a fall or lengthy illness. The number of meals delivered increased by 4.2% in 2021-2022. The coordination and management for delivery of 26,451 meals places ongoing demands on staff time to both ensure timely and flexible service delivery and maintaining a large volunteer base to support the demand. Our hot meal delivery program is staged on site at the GB.Rickard Complex and this continues to work well for volunteers and our hot meal provider. Although this is working well, it has required 2-3 additional staff hours each day to manage the staging area and ensure that the meals are received, sorted into routes and then distributed to the volunteers who now come to the office to pick up their meal route sheets and meals. This, coupled with meal and coordination costs, has increased our operating expenses for this service. Our frozen meal service continues to be very popular, providing clients with additional choices and options to assist them during holidays when our hot meal service is not available. Frozen meal costs increase each year and this places additional demand on our financial resources. Foot care services also continue to be in high demand for the Clarington area serving 326 clients in 2021-22. Our foot care nurses provide an invaluable service for clients who need this assistance due to mobility and vision issues, illness or because they have diabetes and require special care and attention. Recruitment and ongoing training of nurses is also necessary and requires ongoing resources. We will continue to increase capacity in this service as health and safety permits. The COPE Mental Health Program in Clarington is a community program that offers support to adults 16 years and older with emotional and/or mental health concerns living in the community. In 2021-22, Clarington COPE supported clients through 8 local psycho -educational support groups. In 2021-22, COPE Clarington provided 368 staff and volunteer -led support group sessions. The COPE Mental Health Program is unique in Durham Region particularly with respect to the significant role volunteers have in service delivery. The COPE Program has the ability to respond to local community needs. We are able to provide group programs, for example, based on needs identified by our clients and community stakeholders which are unique to the local community we serve. We are able to engage clients in a non -institutional, friendly and safe environment that is mutually agreed upon by the client, staff and volunteer. COPE sessions are currently offered in -person or virtually. The addition of the virtual format was necessitated by the pandemic but has had allowed increased capacity in each individual session and has reduced waitlists in Clarington. Recruitment of volunteers, their training, monitoring and supervision is ongoing. Volunteers receive a mandatory 10 week Fundamentals of Mental Health & Group Facilitation training program. Training focuses on the development of active listening skills, group dynamics, respecting boundaries, and the importance of client confidentiality; training is offered several times per year. Volunteerism enhances and enriches Clarington as a caring community. Although more than half of referrals are generated by self -referrals or from family and friends, COPE is well established within Durham's health care services with one- third of referrals from health care service providers such as acute care hospitals, family physicians, and psychiatrists. Ministry of Health and Long -Term Care (MOHLTC) guidelines prevent community mental health programs from charging fees for services for which the Ministry provides funding. A significant gap remains between MOHLTC funding for COPE and the actual cost of the program. With the existing gap plus increased operating costs that are not adequately supported by MOHLTC, additional funding sources have become increasingly important to sustain COPE program services. The In -Home Respite Program in Clarington is part of a regional service providing caregiver relief to informal/family caregivers caring for frail elderly, adults with dementia or physical limitations. Service is provided in clients' homes by Personal Support Workers providing personal care, homemaking and a safe environment to the receiver of care. This service recognizes and supports the commitment informal /family caregivers have undertaken, enabling them to continue in their caregiving role and in turn lowering the risk of illness and caregiver burnout. The Adult Day Program (ADP) in Clarington has been offered in the municipality of Clarington since 1998. CCD offers an integrated program that is geared to our target population. ADP clients typically participate in social and recreational group activities while receiving assistance with daily living activities in a safe and comfortable home like setting. This program assists in maintaining the participants' maximum level of independence to prevent premature or inappropriate institutionalization and at the same time provides caregiver relief to the informal/family caregiver. The demand for CCD's In -Home Respite and Adult Day Program services will only increase as the population ages and as adult children, spouses, and other informal caregivers find it necessary to take on the responsibility of caring for a loved one full time. These caregivers will turn to CCD for the support of community - based services to keep their loved ones at home. Many of our caregivers also work outside the home, in addition to caring for young children. These informal/family caregivers are essential to the health care continuum and need to be guaranteed affordable respite options to continue in their caregiving role. There has also been a steady increase in the number of referrals for younger adults with developmental disabilities to attend the Day Program as other daytime social outlets in the community are limited for this population when they can no longer attend school (after the age of 21). Page 90 In 2021-22 our four Adult Day Program sites provided 6,180 Virtual and In -Person attendance days and 1,566 attendance days were provided at the Clarington ADP. Clarington ADP saw an increase of over 33% in total attendance days provided. The In -Home Respite and the Adult Day Programs are partially funded through Home and Community Care Support Services (formerly known as the CIE-LHIN) and the remainder of the cost is partially recovered through user fees. Many clients use both services. The Clarington Municipal Grant assists us in offering a further subsidy when the service cost is a barrier to service as well as assisting with the cost of providing programming that is geared to all ages. Assisted Living Services for High Risk Seniors is a partnership between Home and Community Care Support Services and CCD. Assisted Living is provided to eligible residents living in the retirement community of Wilmot Creek. Assisted Living provides care for those residents with complex and long-term needs that place them at risk of avoidable hospital admissions or premature institutionalization. This scheduled and unscheduled service is available on a 24/7 basis, and through qualified Personal Support Workers, clients receive assistance with personal care, housekeeping, medication reminders, meal preparation, and running of errands. In 2021-2022, CCD provided assisted living services to 63 clients in Clarington and provided them with over 9,658 hours of care allowing clients to live safely at home. The Clarington Municipal Grant will continue to assist us in the coordination and provision of all CCD services coordinated out of our Clarington offices. What funding category does your Organization fall into? ❑ Recreation & Leisure ❑ Civic ❑ Boards of Council / Hall Boards 2023 Request (insert dollar figure) $ 53,895 *please also see attached special request for additional funding Our overall costs to deliver our vital If you are requesting an increase in the services and programs have municipal grant for 2023, please indicate the increased. Also, our supply costs reason for the increase. have increased due to personal protection equipment and cleaning supplies needed to allow us to offer Page 91 our programs safely and adhere to public health guidelines. In addition, strong inflationary pressures will create more financial challenges to deliver services requiring purchased goods and fuel. CCD's revenue from client fees have been reduced since the pandemic and although revenue in this area is improving, it is still down 6% compared to pre -pandemic totals. To help residents with food security during the pandemic, CCD launched a new program in 2020 called the Community Food Box. This successful new program requires funding to continue. Finally, CCD has received additional funding from government organizations responding to the emergent needs created by COVID- 19. However, this funding may be one-time and not available to CCD moving forward. Has your organization made a previous request for a Municipal grant to the Yes ® No El Municipality of Clarington? If yes, please complete the following: Agency Mun. of Clarington 2021-2022 -. -. $52,580 Received $52,580 Mun. of Clarington 2020-2021 $54,000 $54,000 Mun. of Clarington 2019-2020 $50,000 $50,000 Mun. of Clarington 2018-2019 $50,000 $50,000 Mun. of Clarington 12016-2017 2017-2018 $40,500 $40,500 Mun. of Clarington $48,000 $39,500 Page 92 Has your organization requested funding in the last 12 months from any other Municipal, Yes ❑x No❑ Provincial or Federal department or agency? If yes, please complete the following: Agency Year Requested Received Ontario Community 2022 $187,211 $187,211 Support Association Ontario Trillium 2022 $143,700 $143,700 Foundation Town of Whitby 2022 $10,000 $10,000 Hydro One 2022 $25,000 $25,000 Terms and conditions 1. In the event that the funds allocated are not used for the services, event or project as described in the application, or if there are misrepresentations in the application, the amount of the financial assistance will be payable forthwith to the Municipality. 2. The applicant will make or continue to make attempts to secure funding from other sources, external to the Municipality of Clarington. 3. The applicant will keep proper books of accounts of all receipts and expenditures, relating to the services, event or project described in the application. 4. The applicant will retain and make available for inspection by the Municipality or its auditors all records and books of accounts of the Organization upon request from the Municipality, (which may be made within two years of the grant award). 5. If the recipient is an arms -length agency, the Grant Recipient shall indemnify and hold harmless the Municipality of Clarington against any claims, costs, causes of action, fines or any other losses or other penalties the Municipality of Clarington suffers related to the giving and usage of the grant to the grant recipient. Declaration of Organizations' Executive: We certify that, to the best of our knowledge, the information provided herein is an accurate and complete and is endorsed by the Organization, which we represent and accept conditions as noted in this application. Page 93 This Application must be signed by two (2) Members of the Executive. Budget Information Please complete, in detail, the attached form. Also include a copy of the most recent statement of revenue and expenditures and statement of Assets/Liabilities (balance sheet), for the most recent fiscal year. Please return application form to: Financial Services Department Municipality of Clarington 40 Temperance Street Bowmanville, Ontario L 1 C 3A6 (905) 623-3379 ext. 2601 finance _clarington.net Budget Information Grants — Federal / Provincial 519,460 504,330 Municipal Grant 52,427 50,900 Memberships Registrations Client Fees 2,725,774 2,646,383 Fundraising/Donations 400,000 270,000 Other (Specify) — Ontario Health 11,124,906 11,124,906 Interest Income 60,969 60,969 Amortized Capital Contributions 132,807 132,807 Page 94 77 7LastYear Surplus/Deficit Total Revenue 15,016,343 14,790,295 Expenditur Salaries — Full Time 7,807,970 7,724,723 Salaries — Part Time 2,760,724 2,733,489 Direct Program Expenses 2,473,463 2,401,420 Facility Rental 731,270 724,030 Office Supplies/Equipment 113,385 110,083 Telephone 145,237 141,007 Advertising 38,500 38,500 Maintenance 163,366 158,608 Utilities 61,182 59,400 Other (Specify) IT/Software 226,367 226,367 Audit/Legal 118,965 115,500 Postage/Printing 48,761 47,341 Property Tax & Insurance 24,308 23,600 Amortization 184,792 184,792 Liability Insurance 12,670 12,670 Misc. (Board Expense, CC processing, consulting, etc. 82,144 82,144 Total Expenses 14,987,205 14,783,674 Surplus (Deficit) 29,138 6,621 Page 95 Note: All applicants must complete this section in order to have application considered for funding. Please summarize your budget information using categories listed above. CCD's Budget Forecast 2023 2024 2025 2026 2027 Grants - Federal / Provincial 519,460 535,044 551,095 567,628 567,628 Municipal Grant 52,427 54,000 55,620 57,288 57,288 Memberships Registrations Fundraising/Donations 400,000 500,000 620,000 750,000 750,000 Client Fees 2,725,774 2,807,548 2,891,774 2,978,527 2,978,527 CE-LH I N 11,124,906 11,124,906 11,124,906 11,124,906 11,124,906 Interest Income 60,969 60,969 60,969 60,969 60,969 Amortized Capital Contributions 132,807 132,807 132,807 132,807 132,807 Last Year Surplus/Deficit Total Revenue 15,016,343 15,215,273 15,437,171 15,672,126 15,672,126 Salaries - Full Time 7,801,970 7,879,990 7,958,790 8,038,378 8,038,378 Salaries - Part Time 2,760,824 2,788,432 2,816,316 2,844,480 2,844,480 Direct Program Expenses 2,473,463 2,547,666 2,624,096 2,702,819 2,702,819 Facility Rental 731,270 738,583 745,969 753,429 753,429 Office Supplies/Equipment 113,385 116,787 120,291 123,899 123,899 Telephone 145,237 149,594 154,082 158,705 158,705 Advertising 38,500 38,500 38,500 38,500 38,500 Maintenance 163,366 168,267 173,315 178,515 178,515 Utilities 61,182 63,017 64,908 66,855 66,855 IT/Software 226,367 233,158 240,153 247,357 247,357 Audit/Legal 118,965 122,534 126,210 129,996 129,996 Postage/Printing 48,761 50,224 51,731 53,283 53,283 Property Tax & Insurance 24,308 25,037 25,788 26,562 26,562 Amortization 184,792 184,792 184,792 184,792 184,792 Liability Insurance 12,670 12,670 12,670 12,670 12,670 Misc. (Board Expense, CC processing, consulting, etc.) 82,144 82,144 82,144 82,144 82,144 Total Expenses 14,987,205 15,201,397 15,419,756 15,642,383 15,642,383 Surplus (Deficit) 29,138 13,876 17,415 29,742 29,742 Page 96 Financial Statements of Community Care Durham March 31, 2022 Page 97 CHARTERED TI N KHAM L L P I PROFESSIONA ACCCOUNTAN SL D C Tinkham FCPA FCA CMC LPA P J Brocklesby CPA CA LPA M Y Tkachenko CPA CA M W G Rooke CPA CA LPA A C Callas CPA CA LPA G P Kroeplin CPA C R Braun CPA CA H S Grewal CPA INDEPENDENT AUDITOR'S REPORT To the Members of Community Care Durham Qualified Opinion 300 - 2842 Bloor Street West Toronto Ontario M8X 1B1 Canada TEL 1 416 233 2139 TOLL FREE 1 877 283 3305 FAX 1 416 233 1788 TINKHAMCPA.COM We have audited the financial statements of Community Care Durham ("the Organization") which comprise the statement of financial position as at March 31, 2022, and the statements of operations, changes in net assets, and cash flows for the year then ended, and notes to the financial statements, including a summary of significant accounting policies. In our opinion, except for the possible effects of the matter described in the Basis for Qualified Opinion section of our report, the accompanying financial statements present fairly, in all material respects, the financial position of the Organization as at March 31, 2022, and the results of its operations and its cash flows for the year then ended in accordance with Canadian accounting standards for not -for -profit organizations. Basis for Qualified Opinion In common with many charitable organizations, the Organization derives revenue from donations and fundraising activities, the completeness of which is not susceptible to satisfactory audit verification. Accordingly, verification of these revenues was limited to the amounts recorded in the records of the Organization. Therefore, we were not able to determine whether any adjustments might be necessary to donations and fundraising revenues, excess of revenues over expenses, and cash flows from operations for the years ended March 31, 2022 and 2021, current assets as at March 31, 2022 and 2021, and net assets as at April 1 and March 31 for both the 2022 and 2021 years. The predecessor auditor's opinion on the financial statements for the year ended March 31, 2021 was modified accordingly because of the possible effects of this limitation in scope. We conducted our audit in accordance with Canadian generally accepted auditing standards. Our responsibilities under those standards are further described in the Auditor's Responsibilities for the Audit of the Financial Statements section of our report. We are independent of the Organization in accordance with the ethical requirements that are relevant to our audit of the financial statements in Canada, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide basis for our qualified opinion. Other Matter The financial statements for the year ended March 31, 2021 were audited by another firm of Chartered Professional Accountants who expressed a qualified opinion on those financial statements on May 25, 2021 for the reasons described in the Basis for Qualified Opinion section of our report. Responsibilities of Management and Those Charged with Governance for the Financial Statements Management is responsible for the preparation and fair presentation of the financial statements in accordance with Canadian accounting standards for not -for -profit organizations and for such internal control as management determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, management is responsible for assessing the Organization's ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless management either intends to liquidate the Organization or to cease operations, or has no realistic alternative but to do so. Those charged with governance are responsible for overseeing the Organization's financial reporting process. Auditor's Responsibilities for the Audit of the Financial Statements Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor's report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with Canadian generally accepted auditing standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements. As part of an audit in accordance with Canadian generally accepted auditing standards, we exercise professional judgment and maintain professional skepticism throughout the audit. We also: • Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. • Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Organization's internal control. • Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by management. • Conclude on the appropriateness of management's use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast doubt on the Organization's ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor's report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor's report. However, future events or conditions may cause the Home to cease to continue as a going concern. • Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation. We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit. TORONTO, Ontario June 14, 2022 Licensed Public Accountants Page 99 Community Care Durham Statement of Financial Position As at March 31 2022 2021 (note 15) Assets Current Cash $ 1,061,255 $ 566,341 Accounts receivable 439,910 656,477 Prepaid expenses 240,888 252,508 1,742,053 1,475,326 Investments (note 3) 2,064,080 3,758,024 Capital assets (note 4) 6,183,292 1,228,561 $ 9,989,425 $ 6,461,911 Liabilities and Net Assets Current Accounts payable and accrued liabilities (note 5) $ 925,107 $ 969,516 Due to Ministry of Health (note 8) 603,126 283,750 Deferred contributions (note 6(a)) 79,553 464,048 Current portion of long-term debt (note 7) 107,746 - 1,715,532 1,717,314 Deferred capital contributions (note 6(b)) 573,613 742,050 Long-term debt (note 7) 3,452,180 - 5,741,325 2,459,364 Net assets Invested in capital assets (note 10(a)) 2,049,753 486,511 Internally restricted (note 10(b)) 1,585,629 1,680,629 Externally restricted (note 10(c)) 56,370 56,370 Unrestricted 556,348 1,779,037 4,248,100 4,002,547 $ 9,989,425 $ 6,461,911 Contingent liabilities (note 8) Commitments (note 9) See accompanying notes to the financial statements. On behalf of the Board: Original signed by Board President Director Original signed by Board Vice President Director Page100 Community Care Durham Statement of Operations 2022 2021 Year ended March 31 Association Operational Total Total (note 15) Revenue Ministry of Health (notes 8 and 13) $ - $ 12,178,099 $ 12,178,099 $ 11,552,969 Client fees 100,138 1,896,121 1,996,259 1,881,931 Other income (note 11) 427,152 137,843 564,995 721,571 Government grants 193,944 331,128 525,072 1,235,668 Donations 257,798 1,515 259,313 309,950 Amortization of deferred capital contributions (note 6(b)) 41,254 103,926 145,180 90,745 1,020,286 14,648,632 15,668,918 15, 792,834 Expenses Salaries and benefits 244,323 10,751,338 10,995,661 10,164,926 Program and support 316,998 2,147,145 2,464,143 2,487,999 Occupancy 18,425 878,779 897,204 880,788 Amortization 95,210 121,516 216,726 123,329 Computer and technical - 199,286 199,286 223,070 Professional fees 63,792 117,626 181,418 159,318 Telephone and communication 1,051 162,657 163,708 132,468 Other operating costs 30,395 120,043 150,438 71,757 Office 6,329 128,948 135,277 163,194 Interest on lonq-term debt - 19,504 19,504 - 776,523 14,646,842 15,423,365 14,406,849 Excess of revenue over expenses for the year $ 243,763 $ 1,790 $ 245,553 $ 1,385,985 See accompanying notes to the financial statements. 2 Page 101 Community Care Durham Statement of Chanaes in Net Assets Invested in Internally Externally Total Total Year ended March 31 Capital assets Restricted Restricted Unrestricted 2022 2021 (note 10(a)) (note 10(b)) (note 10(c)) Net assets, beginning of year $ 486,511 $ 1,680,629 $ 56,370 $ 1,779,037 $ 4,002,547 $ 2,616,562 Excess of revenue over expenses (expenses over revenue) for the year (216,726) - - 462,279 245,553 1,385,985 Purchase of capital assets 5,171,457 - - (5,171,457) - - Financed by long-term debt (3,562,013) - - 3,562,013 - - Restricted contributions 23,257 - - (23,257) - - Amortization of deferred contributions 145,180 - - (145,180) - - Repayment of long-term debt 2,087 - - (2,087) - - Transfers (note 10(b)) - (95,000) - 95,000 - - Net changes for the year 1,563,242 (95,000) - (1,222,689) 245,553 1,385,985 Net assets, end of year $ 2,049,753 $ 1,585,629 $ 56,370 $ 556,348 $ 4,248,100 $ 4,002,547 See accompanying notes to the financial statements. 3 Page102 Community Care Durham Statement of Cash Flows Year ended March 31 2022 2021 (note 15) Cash provided (used) by operations: Excess of revenue over expenses for the year $ 245,553 $ 1,385,985 Items not affecting cash: Amortization of capital assets 216,726 123,329 Amortization of deferred capital contributions (145,180) (90,745) Gain on disposal of capital assets (60,821) - 256,278 1,418,569 Changes in non -cash working capital items: Accounts receivable 216,567 (359,622) Prepaid expenses 11,620 (59,130) Accounts payable and accrued liabilities (231,559) 61,537 Due to Ministry of Health 319,376 (168,801) Deferred contributions (384,495) 408,445 Accrued interest payable on long-term debt 19,505 - (48,986) (117,571) Cash provided by operating activities 207,292 1,300,998 Cash provided (used) by investing activities: Net redemptions (purchases) of investments 1,693,944 (1,426,133) Purchase of capital assets (2,608,836) (628,460) Proceeds from disposal of capital assets 60,821 - Cash used by investing activities (854,071) (2,054,593) Cash provided (used) by financing activities: Proceeds from long-term debt 1,167,037 - Repayment of long-term debt (2,087) - Capital contributions received (adjusted) (23,257) 527,614 Cash provided by financing activities 1,141,693 527,614 Increase (decrease) in cash 494,914 (225,981) Cash, beginning of year 566,341 792,322 Cash, end of year $ 1,061,255 $ 566,341 See accompanying notes to the financial statements. 4 Page103 Community Care Durham Notes to Financial Statements March 31, 2022 1 Organization Community Care Durham ("the Organization") is a registered charity under the Income Tax Act (Canada) and is exempt from income taxes, provided certain requirements are met. The Organization's mission is to provide community based support services to adults with needs related to aging, physical and/or mental health. The Organization was incorporated without share capital on February 24, 1983. 2 Significant accounting policies These financial statements have been prepared by management in accordance with Canadian accounting standards for not -for -profit organizations and include the following significant accounting policies: (a) Basis of presentation The Operational Fund reports revenues and expenses that are designated for specific client programs and purposes, mostly funded by Ontario Health and client fees. The Association Fund reports revenues and expenses that are not specifically designated for specific uses, mostly consisting of donations, fundraising and general grants for the benefit of the Organization. (b) Capital assets The Organization records capital assets at cost. The cost of a capital asset comprises its purchase price and any directly attributable cost of preparing the asset for its intended use. When conditions indicate a capital asset no longer contributes to the Organization's ability to provide services or that the value of future economic benefits or service potential associated with the capital asset is less than its net carrying amount, its net carrying amount is written down to its fair value or replacement cost. As at March 31, 2022, no such impairment exists. Capital assets are amortized over their estimated useful lives using the following rates and methods: Buildings Vehicles Furniture and equipment Leasehold improvements Parking lots (c) Revenue recognition 5% declining balance 5 years straight line 5 - 15 years straight line 10 years straight line 8 years straight line The Organization follows the deferral method of accounting for contributions which include government and other grants, donations and fundraising. Unrestricted contributions are recognized as revenue when received or receivable if the amount to be received can be reasonably estimated and collection is reasonably assured. Externally restricted donations are recognized as revenue in the year in which the related expenses are recognized. Grants and donations received and restricted for the purchase of capital assets are deferred and amortized into income at the same rate as the associated capital asset is amortized. Client fees are recognized as revenue when the services are provided. Investment income is recognized on an accrual basis. Fundraising is recognized in revenue when the event is held. Page 104 Community Care Durham Notes to Financial Statements March 31, 2022 2 Significant accounting policies (continued) (d) Contributed goods and services The value of goods and services is recorded as revenue and an expense in the financial statements when the fair value can be reasonably estimated and when the goods and services would otherwise be purchased if not donated. Volunteers provide invaluable donated services to the Organization. Since these services are not normally purchased and because of the difficulty of determining their fair value, donated services are not recognized in the financial statements. (e) Financial instruments The Organization initially measures its financial assets and financial liabilities at fair value adjusted by, in the case of a financial instrument that will not be measured subsequently at fair value, the amount of transaction costs directly attributable to the instrument. The Organization subsequently measures all of its financial assets and financial liabilities at amortized cost except for investments that are quoted in an active market, which are measured at fair value. Changes in fair value are recognized in investment income in the period incurred. At the end of each reporting period, the Organization assesses whether there are any indications that a financial asset measured at amortized cost may be impaired. Objective evidence of impairment includes observable data that comes to the attention of the Organization. When there is an indication of impairment, the Organization determines whether a significant adverse change has occurred during the period in the expected timing or amount of future cash flows from the financial asset. There are no indications of impairment as at March 31, 2022. (f) Management estimates The preparation of financial statements in conformity with Canadian accounting standards for not -for -profit organizations requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities, disclosure of contingent assets and liabilities at the date of the financial statements, and the reported amounts of revenues and expenses during the current period. Significant estimates include impairment of accounts receivable, useful lives of capital assets, certain accrued liabilities and settlements with the Ministry and other funders. Actual results could differ from those estimates. All estimates are reviewed periodically and adjustments are made to the statement of operations as appropriate in the year they become known. 3 Investments As at March 31 2022 2021 Measured at amortized cost: Cash Guaranteed investment certificates Measured at fair value: $ 22,878 $ - 1,214,204 3,758,024 Canadian fixed income 511,764 - Foreign fixed income 182,520 - Canadian equities 58,074 - Foreign equities 74,640 - $ 2,064,080 $ 3,758,024 Guaranteed investment certificates are held at one financial institution. The certificates have maturity dates ranging from April 22, 2022 to April 26, 2022 (2021 - April 23, 2021 to April 30, 2021). The certificates bear interest at rates ranging from 0.55% to 0.62% (2021 - 0.45% to 0.49%). The investments are measured at cost plus accrued interest. 6 Page 105 Community Care Durham Notes to Financial Statements March 31, 2022 4 Capital assets As at March 31 2022 2021 Accumulated Accumulated Cost Amortization Cost Amortization Land $ 2,050,000 $ - $ 250,000 $ - Buildings 3,670,717 180,526 339,260 144,638 Vehicles 710,726 498,297 823,942 542,427 Furnishings and equipment 594,545 233,581 555,609 133,719 Leasehold improvements 246,159 198,631 246,159 193,350 Parking lots 44,360 22,180 44,360 16,635 $ 7,316,507 $ 1,133,215 $ 2,259,330 $ 1,030,769 Net book value $ 6,183,292 $ 1,228,561 5 Accounts payable and accrued liabilities Included in accounts payable and accrued liabilities is $140,847 (2021 - $Nil) of government remittances payable. 6 Deferred contributions As at March 31 2022 2021 (a) Operating grants Balance, beginning of year $ 464,048 $ 55,603 Add: Restricted contributions received for operations 79,553 464,048 Less: Amount transferred to revenue (444,047) (55,603) Less: Amount transferred to due to Ministry of Health (20,001) - $ 79,553 $ 464,048 (b) Grants to purchase of capital assets Balance, beginning of year $ 742,050 $ 305,181 Add: Contributions received in year 1,870 527,614 Less: Adjustment to prior year contribution (25,127) - Less: Amortized to revenue (145,180) (90,745) Balance, end of year $ 573,613 $ 742,050 7 Page106 Community Care Durham Notes to Financial Statements March 31, 2022 7 Long-term debt As at March 31 2022 2021 Mortgage loan, due April 1, 2025, repayable in monthly installments of $11,337, includes interest at 2.61 % $ 2,388,132 $ - Term loan, due Jan 6, 2025, repayable in monthly installments of $6,205, includes interest at 3.60% 1,171,794 - 3,559,926 - Less: current portion 107,746 - $ 3,452,180 $ - Security against these borrowings is provided by a charge on land and buildings with a net carrying amount of $5,540,191 as well as a general security agreement covering all assets of the Organization. These facilities are part of a credit facility agreement that contains certain restrictive covenants. As at March 31, 2022 the Organization is in compliance with all such covenants. Repayments of long-term debt for each of the next four years is as follows: 2023 $ 210,499 2024 210,499 2025 1,273,761 2026 2.162.045 3,856,804 Less: Interest 296.878 $ 3,559,926 8 Contingent liabilities (a) Ministry of Health funding As described in note 13, the Organization receives funding from the Ministry. The amount of the funding provided to the Organization is subject to final review and approval by the Ministry. As at the date of these financial statements, funding for the period of April 1, 2019 to March 31, 2022 has not been subject to this review process. Any adjustments required as a result of this review will be accounted for in the year of settlement. (b) Lawsuits The Organization has been named as a defendant in lawsuits arising in the ordinary course of operations, the outcomes and estimates of loss, if any, are not determinable. No provision for any loss has been recorded in these financial statements. 9 Commitments The Organization is committed to annual amounts under lease agreements with respect to several premises. Each location is under a separate lease. The leases expire at various times up to March 31, 2024 with varying terms for renewal. Future minimum lease payments in each of the next two fiscal years are estimated as follows: 2023 $ 374,000 2024 $ 206,000 8 Page107 Community Care Durham Notes to Financial Statements March 31, 2022 10 Net assets (a) Invested in capital assets The composition of net assets invested in capital assets is as follows: As at March 31 2022 2021 Capital assets, net book value $ 6,183,292 $ 1,228,561 Less: Deferred capital contributions (573,613) (742,050) Long-term debt (3,559,926) - $ 2,049,753 $ 486,511 (b) Internally restricted net assets The Organization has established an internally restricted fund for the purpose of temporarily restricting monies fundraised and donated in excess of local projections to benefit designated local areas. Ultimately, the funds may be used to benefit all clients of the Organization ("Donation Reserve"). The Organization has also established an internally restricted fund for the purpose of funding future capital asset acquisitions ("Capital Acquisition Reserve"). The restricted funds are included in investments (note 3). The internally restricted funds may only be used on approval of the Board of Directors. The activity in the internally restricted funds for the year is as follows: Capital Donation Acquisition Total Total Year ended March 31 Reserve Reserve 2022 2021 Balance, beginning of year $ 1,680,629 $ - $ 1,680,629 $ 544,526 Transfer from (to) unrestricted net assets (165,000) 70,000 (95,000) 1,136,103 $ 1,515,629 $ 70,000 $ 1,585,629 $ 1,680,629 (c) Externally restricted net assets Restricted net assets are comprised of funds which are held under trust arrangements with the Organization. Under terms of the trust, the Organization may use the interest income derived from the monies invested for operating activities. 9 Page108 Community Care Durham Notes to Financial Statements March 31, 2022 11 Other income Year ended March 31 2022 2021 Ontario Community Support Program $ 198,080 $ 365,101 PSW Training grants 102,483 70,839 Miscellaneous 55,479 63,813 United Way operating grant 67,000 68,000 Gain on disposal of capital assets 60,821 - Fundraising revenue 46,248 16,588 Investment income 22,516 24,757 Carea Community Health 12,368 - United Way special funding grants - 112,473 $ 564,995 $ 721,571 12 Pension plan The Organization maintains a defined contribution pension plan that covers all full-time employees and some part-time employees. The plan provides pensions based on the accumulated value of both the Organization's and the employees' contributions. The Organization contributes four percent of employees' gross earnings while the employees' contribution is optional. The employer portion of the pension contribution for the employees of the Organization for the year was $239,499 (2021 - $231,498). 13 Economic dependence The Organization recognized $12,178,099 (2021 - $11,552,969) of operating subsidies from the Ministry of Health and $525,072 (2021 - $1,235,668) from other federal and provincial grants, which represents approximately 81 % (2021 - 81 %) of total revenue. The Organization has entered into a servicing agreement with the Ministry of Health for the provision of services and programs. The servicing agreement sets out the terms and conditions related to the government funding. The Organization provides Annual Reports to the Ministry reconciling funding to expenditures, which are used to determine whether any amounts must be repaid. Amounts repayable are estimated and accrued in the financial statements. The Ministry may terminate the servicing agreement if it determines that the Organization is in breach of any of its terms and conditions and the breach is not cured within an established time period after written notice of the breach is provided. 14 Financial instruments The Organization is exposed to various risks through its financial instruments. The following analysis provides a measure of the risk exposures and concentrations. Credit risk Credit risk is the risk that one party to a financial instrument will cause a financial loss for the other party by failing to discharge an obligation. The Organization is exposed to credit risk through its cash, accounts receivable and investments. Cash is held at two Canadian financial institutions. Funds on deposit at one institution exceeds the maximum amount insured. Accounts receivable are unsecured and include balances due from individuals as well as grants receivable. The Organization has account monitoring procedures in place to minimize the risk of loss on accounts receivable from individuals. Grants receivable are low risk of default. 10 Page109 Community Care Durham Notes to Financial Statements March 31, 2022 14 Financial instruments (continued) Credit risk (continued) The Organization adheres to an investment policy that outlines the objectives, constraints and parameters relating to investing activities. The policy prescribes limits on the types and concentrations of investments held. The primary objective of the organization with respect to its investments is to ensure the security of principal amounts invested, provide for a high degree of liquidity, and achieve a satisfactory investment return. Liquidity risk Liquidity risk is the risk that the Organization will not be able to meet a demand for cash or fund its obligations as they come due. The Organization meets its liquidity requirements by preparing and monitoring detailed forecasts of cash flows from operations and anticipating investing and financing activities. Market risk Market risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in market prices. Market risk is comprised of currency risk, interest rate risk and other price risk. The Organization is not exposed to currency risk. Interest rate risk Interest rate risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in market interest rates. The Organization is subject to interest rate risk on guaranteed investment certificates and other fixed income investments, and long-term debt. Fixed interest rate instruments subject the Organization to a fair value risk, since fair value fluctuates inversely to changes in market interest rates. Floating interest rate instruments subject the Organization to changes in related future cash flows. The Organization's long-term debt are fixed rate obligations. The Organization manages its exposure to interest rate risk related to its fixed interest rate investments by maximizing the interest income earned on excess funds while maintaining the liquidity necessary to conduct operations on a day-to-day basis. Other price risk Other price risk is the uncertainty associated with the valuation of assets arising from changes in equity markets. The Organization is exposed to this risk to the extent of the equity investments held. Changes in risk The Organization's exposure to liquidity and interest rate risk has increased this year as a result of the long-term debt incurred to finance the acquisition of land and buildings. The Organization's exposure to other price risk has also increased due to the investment in equity instruments during the year. There have been no other significant changes in the Organization's risk exposures from the prior year. 15 Comparative figures The 2021 comparative figures were audited by another firm of Chartered Professional Accountants. Certain comparative figures have been reclassified to conform to the presentation adopted in the current year. 11 Page110 Community Care Durham SUPPORTING PEOPLE, STRENGTHENING COMMUNITY Community Care Durham Municipality of Clarington Budget Presentation January 2023 • We support individuals over the age of 16 and their caregivers so that people are enabled to maximize their independence and thrive wherever they call home • �bout •Mulregistered charitable organization • Proudly celebrating 46 years of service to Durham Region ge 112 SUPPORTING PEOPLE, STRENGTHENING COMMUNITY *Enhancing Client Quality of Life • *Investing in our People DF1 riorities *Championing Healthy Communities *Building for our Future ge 113 SUPPORTING PEOPLE, STRENGTHENING COMMUNITY 7/fT Addressing elvewl 0 0 1 Efirm r i n r i t- -i c-- Seniors • Food Security •MentalH I h Hospital Avoidance • $730 a day to keep someone in hospital • $201 a day to keep a person in long-term care • $103 a day for a person to remain at home 114 cUPDORTING PEOPLE, STRENGTHENING COMMUNITY 0 Meals on Wheels Hot & Frozen ,rvices *Community Food Box • Luncheon Out SON Nutrition MAW I "�IFW 70 moo , rOXAM UIV/ y Old .� 4000 eo'i ge 115 SUPPORTING PEOPLE, STRENGTHENING COMMUNITY 9 As I. Ah As • COPE Mental Health *Adult Day Program • Exercise & Falls Prevention • Foot Care Clinics Community Care Resource Nurse ge 116 SUPPORTING PEOPLE, STRENGTHENING COMMUNITY • Respite — Caregiver Relief • Assisted Living • Supportive Housing 10BMT4As • Friendly Visiting • Telephone Reassurance • Home at Last �tESPITF — oME ar tqs I W • ED Ll► J J �S Ti VIE ge 117 SUPPORTING PEOPLE, STRENGTHENING COMMUNITY • Accessible Van Service • Assisted Transportation •�ur 0 • Medical & Other Important Services Drives :uL01KeSKIN 10 poRrgr� . e 118 SUPPORTING PEOPLE, STRENGTHENING COMMUNITY r--I • 10,000 clients aging in place, with a focus on Seniors and Mental Health (all ages) • 92% of clients report that our • services are supporting them to live independently •Average age of our clients 77 years 78 years 82 years P�S'(ED CIL` aQOR17V E H�J� ge 119 SUPPORTING PEOPLE, STRENGTHENING COMMUNITY • In 2021/2022, Community Care Durham provided service to over 1..664 clients in Clarington with dowWe many clients receiving multiple services Fleliver Our are coordinated locally by e e staff and the majority ry i c of services are delivered by volunteers, 214 of them in 04 Clarington ge 120 SUPPORTING PEOPLE, STRENGTHENING COMMUNITY Community Care Durham Highlights and Success Stories SUPPORTING PEOPLE, STRENGTHENING COMMUNITY Community Care Resource Nurse (CORN) New in 2022, the CCRN provides nursing services such as: • health education/teaching • physical and mental health assessments • healthcare navigation and collaboration • wellness checks, and post -hospitalization assessments Clients will have access to clinical experts who are able to make timely interventions that could prevent loss of independence; emergency department visits; avoidable hospital admissions; and a premature move to long-term care. CCRN services are available across Durham Region and are offered in a client's own home through in -person visits, virtual, and telephone consultations. There is no fee for CCRN services. Community Care Durham SUPPORTING PEOPLE,P9914dI THENING COMMUNITY •VT •1r *\r Food Secu rit The Meals on Wheels & Community Food Box - services continues to provide nutritious Meals on Wheels meals/groceries for clients as well as a check on Volunteers - their well-being. • 296 individuals in Clarington rely on the service all year round, as well as clients who might use our service for a limited time when first discharged from hospital or when recovering from injury or illness • The coordination and management for delivery of 26,451 meals places ongoing demands on staff time to both ensure timely and flexible service delivery and maintaining large volunteer base to support the demand ge 123 SUPPORTING PEOPLE, STRENGTHENING COMMUNITY Adult Day Program 1 In 2021-20221 our four Adult Day Program sites provided 6,180 Virtual and In -Person attendance Days; 1,566 attendance days provided in Clarington — a 33% increase from last year �= Demand for this service will only continue Y° to increase as the population ages and as adult children, spouses, and other informal a s caregivers take on the responsibility of care for a loved one full-time • There has been a steady increase in the number of referrals for younger adults with developmental disabilities to attend the Adult Day Program ge 124 SUPPORTING PEOPLE, STRENGTHENING COMMUNITY Assisted Available to eligible clients residing . - g g in the retirement community of Wilmot Creek in Newcastle and all of Bowmanville sy • Supports at home (Al � p p high g risk seniors living F � Services include personal support homemaking, security checks, and -- reassurance services .�I • Regularly scheduled visits are provided on a 24/7 basis by Personal Support Workers Clients also have option of requesting unscheduled visits by a Personal Support Worker for needs that cannot wait .. r 63 clients in are Clarin ton supported b our g pp Y Assisted Living program �Community Care �ge 125 Durham SUPPORTING PEOPLE, STRENGTHENING COMMUNITY ii They've saved my life. 09 LORETTA COPE Mental Health program client COPE Mental Health • Offers support to adults 16 years and older with emotional and/or mental health concerns living in the community • In 2021-22, Clarington COPE supported clients through 8 local psycho - educational support groups • In 2021-22, Clarington COPE provided 368 staff and volunteer -led support group sessions ge 126 SUPPORTING PEOPLE, STRENGTHENING COMMUNITY Community Care Durham What to Look For SUPPORTING PEOPLE, STRENGTHENING COMMUNITY �4pRTINC �J o • CCD intends to be a leading community support agency, not o only for Durham, but Ontario • We are redesigning our processes and structures to continue to deliver high value and efficient services • We are championing healthy aging and mental health by being at the forefront of innovation and collaboration • We are shifting from being a low technology adaptor (budget constraints) to a leader, with a focus on creating new interfaces with clients and driving internal efficiency that will deliver more services Community Care Durham SUPPORTING PE0PLE,PV9RdRkTHENING COMMUNITY �4pRTINC �J o WhyYour Continued Support is Important Partner with Community Care Durham to: 0 j0NIN3Hy? • Create awareness of our programs to those who need it and help residents of Clarington safely and independently age at home — where they want to be • Champion our role in Durham, with a focus on growth, collaboration and innovation to respond to the region's growing, and aging, community • Advocate for sustainable growth funding with a focus on technology and wage parity • Over time, help us bring to life the vision of Community Wellness Hubs across Durham through fundraising, connecting to local business, and grant supports Community Care Durham SUPPORTING PE0PLE,PV9RLI THENING COMMUNITY DrtncomiriE Accessible Passenger Bus e 130 SUPPORTING PEOPLE, STRENGTHENING COMMUNITY �VORTINC g �J o Forthcomin Need • CCD's accessible passenger bus currently serving Clarington needs 01) to be replaced within 3 years • Provides a vital service to Clarington residents, ensuring that they can access medical appointments, vaccination clinics, attend CCD's Adult Day Program, and go shopping for groceries or other necessities • Prior to the pandemic, CCD's accessible passenger bus provided over 4,800 drives annually and served 250 individuals in Clarington — a number that will only continue to increase • CCD will ensure that costs related to maintenance, staffing, and operation of this vehicle are covered • For an investment of $148,647,. Clarington residents will have access to safe, accessible, and affordable transportation for ten years Community Care Durham SUPPORTING PEOPLE,PgrgPdAtTHENING COMMUNITY Community Care Durham Thank You SUPPORTING PEOPLE, STRENGTHENING COMMUNITY Clarington Submit Original to: Municipality of Clarington Financial Services Department 40 Temperance Street Bawmanville, Ontario L1 C 3A6 fi na nce0cla ri ngto n . net Submission Deadline: Friday, November 411, 2022 Please Print or Type Organization Information Bowmanville Older Adult Association Contact Information Please Complete All Areas 26 Beech Avenue, Bowmanville, ON L 1 C 3A2 946 697-2856 Page133 Page 2 Officers for current year Is your Organization incorporated as non-profit? Yes ® No El If yes, when? (ddlmmlyy) 27/1012015 Is your Organization based within the Municipality of Clarington? Yes _L,�l No❑ Is your Organization based within the Region of Durham Yes J No El List the programs/services provided by your Organization: Bowmanville Older Adult Association offers wellness, health, social activities, food programs, recreational and educational programs and events for adults 55+. Our organization provides programs, events and activities for both member and non- member senior participants. Mission Statement: To promote the health and happiness of older adults by providing opportunities to enhance their quality of life. Our Values and Beliefs: Accessible: to create an organization that is inclusive and affordable; we constantly identify and address barriers and creat opportunities for members, potential members and guests. Caring: To be known as a friendly and welcoming organization members, guests and visitors can feel safe, respected and welcome. Community Focused: To be part of and contribute to the broader community; we aspire to be a co- operative, collaborative, and respectful partner. Fiscially Responsible: To efficiently operate and achieve our goals in a manner that is both financially prudent and accountable to our members and partners. Member Focused, To ensure that the needs of our members are reflected in what we do presently and in our future priorities. Quality Programs: Held to the highest standards for delivery to meet the diverse needs Page 134 Page 3 of our member. The Bowmanville Older Adult Association provides programming (both in person and virtually) in the following areas: - Trips and Travel (Day trips, All Inclusive Adventures etc.) - General Interest (French, Spanish, Ipadliphone, Junk Journal, Flower Arranging, Book Club etc.) - Daily Drop -In (Variety of Card Games, Bingo, Table Tennis, Walking, Snooker etc.) - Art and Music Programs (Water Colour, Pen and Ink, Acrylics, Wood Burning/Carving, Djembe Drumming, Ukulele, Choir, Jam Sessions, Theatre Group etc.) - Dance (Tap, Ballroom Dancing, Belly Dancing, tine Dancing, Nia etc.) - Wellness (Fitness, Yoga, Meditation, Brain and Body Booster, Age Reverse Eccentrics etc.) - Events and Food Programs (Cafe, Lunch Programs, Dances, Karaoke, Social Movies, Swing Bands, Sports Night, Murder Mystery Dinner, Talent Show, Smile Theatre etc.) - And a variety of other programs (Golf, Bowling; New Members Coffee Chat, Friendship Group, Library etc.) - Services include Foot Care, Hearing Clinics, and Haircutting/Styling - Partnerships including Clarington Camera Club, Alzheimer's Society, Home and Community Care Central Region and many others. Bowmanville Older Adult Association also offers accessible transportation to and from the 26 Beech Avenue location for older adults in the Clarington region who may need support getting to and from programs and events. Bowmanville Older Adult Association has a large volunteer base, and numerous volunteer opportunities for older adults and the greater community. What is the total program registration or association membership in your Organization? Current Membership is 1350. Each week day 130 -150 members participate. In the past prior to the COVID-19 Pandemic numbers have been as high as 1800, We are working on building up our membership base which has already significantly increased since program re -opened in person after the COVI❑ 19 Pandemic. What percentage of your registration or membership are Clarington residents? 88% of our members are Clarington residents. Describe how the programiservices provided by your Organization will benefit as a result of Municipal funding. Municipal funding is at the core of our funding base. As a result of Municipal funding we are able to employ 15 staff (6 full time and 9 part time), run a wide variety of programming, events and drop -in programs that support our members to enhance their quality of life. Municipal funding makes up approximately a third of our total budget, with other funding sources including fund raising. Page 135 Page 4 What funding category does your Organization fall into? ® Recreation & Leisure ❑ Civic Boards of Council / Hall Boards 2022 Request (insert dollar figure) $ 337,309 We are asking for an increase of 2.5% over last year due to rising costs and inflation. Rising costs If you are requesting an increase in the include: utilities, staffing dollars, municipal grant for 2023, please indicate the building maintenance, snow removal, reason for the increase. vehicle related costs including gasoline, insurance rates, and the increased price of food, office, program and general supplies for the centre. Has your organization made a previous request for a Municipal grant to the Municipality of Clarington? If yes, please complete the following: Yes ® No❑ Agency BOAA Year 2022 Requested $329,082 Received $329,082 BOAR 2021 $318,569 $318,569 BOAA 2020 $312,936 $312,936 BOAA 2019 $306,800 $306,800 BOAR 2018 $314,502 $295,000 BOAR 2017 $310,000 $255,000 Page136 Page 5 Has your organization requested funding in the last 12 months from any other Municipal, Provincial or Federal department or agency? If yes, please complete the following: Canadian Summer 2022 Jobs Ministry for Seniors and Accessibility 2022 SALC (Seniors Active Living Centre) Ministry for Seniors and Accessibility 2022 Special Grant Durham Community 2022 Grants Ontario Trillium Foundation — 2022 Resilient Communities Grant Ontario Trillium Foundation — Capital 2022 Grant Senior's Community Grant — Ministry for Seniors and Accessibility 2022 L.anacian Kea L:ross — COVID-19 Mental 2022 Health and Wellbeing Grant OACAO (Older Adult Centres' Association 2022 of Ontario) — Fair Funding OACAC -- Links2Wellbeing 2022 Social Prescribing Project $50,080 1 $50,080 $42,700 1 $42,700 $20,000 1 $20,000 $1000 1 Pending $127,500 10 $22,000 1 Pending $25,000 1 $25,000 $65,501 1 Pending $2,500 1 $2,500 $3,500 1 $3,500 Page137 Page 6 Terms and conditions 1. In the event that the funds allocated are not used for the services, event or project as described in the application, or if there are misrepresentations in the application, the amount of the financial assistance will be payable forthwith to the Municipality. 2. The applicant will make or continue to make attempts to secure funding from other sources, external to the Municipality of Clarington. 3. The applicant will keep proper books of accounts of all receipts and expenditures, relating to the services, event or project described in the application. 4. The applicant will retain and make available for inspection by the Municipality or its auditors all records and books of accounts of the Organization upon request from the Municipality, (which may be made within two years of the grant award). 5. If the recipient is an arms -length agency, the Grant Recipient shall indemnify and hold harmless the Municipality of Clarington against any claims, costs, causes of action, fines or any other losses or other penalties the Municipality of Clarington suffers related to the giving and usage of the grant to the grant recipient. Declaration of Organizations' Executive: We certify that, to the best of our knowledge, the information provided herein is an accurate and complete and is endorsed by the Organization, which we represent and accept conditions as noted in this application - David Penney President, Treasurer 1;,Il-d Denise Allen Executive DirectorOcf ak�� r v This Application must be signed by two (2) Members of the Executive. Budget Information Please complete, in detail, the attached form. Also include a copy of the most recent statement of revenue and expenditures and statement of Assets/Liabilities (balance sheet), for the most recent fiscal year. Page138 Page 7 Please return application form to: Financial Services Department Municipality of Clarington 40 Temperance Street Bowmanville, Ontario L 1 C 3A6 (905) 623-3379 ext. 2601 finance@clarington. net Budget Information Grants — Federal f Provincial 42,700.00 60,000 42,700 60,000 Municipal Grant 337,309 40,000 329,082 Memberships 40,000 Registrations 195,000 100,000 Fundraising 215,000 160,000 Other (Specify) Hospitality Coordination 90,000 60,000 Donations Wheels in Action Trans 45,000 45,000 Facility & Partnership 8,500 7,000 Rentals 24,000 15,00D Bank Interest 2,Q00 250 Last Year SurplusfDefi&t 1,059,509 Total Revenue 859,032 Salaries — Full Time 260,064 240,800 Salaries — Part Time 390,096 351,200 Facility Rental 0 0 36,000 Office Supplies 50,000 Page139 Page 8 Telephone 2,000 1,800 Advertising 5,000 15,000 Maintenance 42, 000 40,000 Utilities 58,000 43,200 Other (Specify) Wheels in Action 11,000 11,000 Insurance 12,000 9,500 Grants 60,000 60,000 Hospitality 48,000 27,000 Amortization of Assets 20,000 24,000 1 Fundraising 80,000 60,000 I Registered & Drop in 24,000 20,000 Total Expenses 1,062,160 949,500 Surplus (Deficit) (2,651.00) (90,468) Note: All applicants must complete this section in order to have application considered for funding, Please summarize your budget information using categories listed above. Page140 2023 Municipality of Clarington Budget Presentation ■ "It's Always Fun at the BOAA! " OOUR PEOPLE "A purposeful focus on our members, volunteers & staff" QOUR ACTIVITIES "Deliver exceptional programs & services" Page142 QOUR COMMUNITY Strengthen community based partnerships' QOUR ORGANIZATION "Manage growth and development" 0 OUR IMAGE "Reflect & promote our vision, mission & values" OUR FOCUS purposely on our members, volunteers and staff PEOPLE • Inclusiveness and Welcoming - - • Supportive Environment 00311kx OUR DELIVER exceptional programs and services f ACTIVITIES • Promoting health, wellness and learning opportunities • Personal Interactions • Facility Utilization OUR STRENGTHEN community based partnerships COMMUNITY • Promote Collaborative Relationships • Financial Contributors • Build Relationships Through Networking OUR MANAGE growth and development 0 ORGANIZATION • Strong Governance Structure • Financial Sustainability • Enhancements to Administrative Processes • Personnel Management OUR PROMOTE and reflect our vision, mission and values IMAGE • Develop Comprehensive Annual Marketing & Advertising Plan • Increase Social Media Engagement e 143 Mission Promoting the health & happiness of older adults by enhancing their quality of life in a welcoming and inclusive environment. Page144 Our Vision Inspire our members to be independent, active, healthy, empowered & socially connected. Accessible - to create an organization that is inclusive and affordable; we will identify and address potential barriers, and create opportunities for members, potential members, and guests. Caring - to be known as a friendly and welcoming organization where members, guests and visitors can feel safe, cA5" respected and welcome. Community Focused - to be part of and contribute to the broader community; we aspire to be a cooperative, collaborative and rpApq,aful partner. Fiscally Responsible - to efficiently operate and achieve our goals in a manner that is both financially prudent and accountable to our members and partners. Member Focused - to ensure that the needs of our members are reflected in what we do today and in our future priorities. Quality Programs - to be known for excellent programs that meet the diverse needs of our members; our programs will promote social, educational and physical well-being. Page 146 F.. CATCH THEACE i= PRAGRF551YFRAFF if L OTFERY 4 � � � � �'� • aR Fps � as � I r 7'fr rrh „9.- Manage Page O emmam.;iie amer Aden Abeaaoen id' sown�am�iie omen nd�u � _ � = vreresao�wileas - - -�_ -- $J Aa cepsle idN � mV4 cej Cmsh ads +r��� /. Create Automated Ads «..-- _ ••..^ howmanviq I&waduMe Y �+ eeet vest - _ raeu ausinesswiu �s __ _ O rn.0 rwo�..�. ea wi.e�a now.ms iw na.r aaaa Q® A Page la Home ® create d t�mpuatu u� Hello, BOAA Mos[recenc<ampei6m performance �w rov.u. vaevv�. Omexe.tl Gmyelyn•�en5 Social Pas[ -103 a.vw�u 1929 Recipients Sum. • Open Rete d5.3% 9 .racoruon pav qa�e dins Per �npue Open Srremsful Oelrvenes tl% TO Y( t Veronic, I.,, L :, NN 0.1 DER I1 1. 11 Wishing you all the best! Sowmanville S Older Adult Assoeiatioa QCtobei'� Ah • We posted more than 500 post on Facebook. • Facebook page reach is up 18.3 %. Reaching 28,333 people in 2022. • Our median post interaction was up 50% • We have 2,333 followers • 81.7% of our followers are female • 18.3 % are men • Majority of our followers are adults 65+ • Messaging interaction is up 100% with response time to all messages within 5-7 business days • Our page reached popularity with an increase of over 2000 views from December 2nd - 8th Page149 • Our page visits were up 71.8 % in 2022 with a grand total 10,360 visits • Facebook page likes were down 15.6%, accumulating 146 likes last year • 0% paid read and paid impressions (we did not pay for ad distribution.) • 65.8 % of our listed viewers are from Bowmanville • 96.9 % of our views are Canadian base • We average about 1,760 link clicks to our website from Facebook in 2022 • Our videos perform the best, we averaged 14.7k in minutes viewed for 2022 • 100% of those video views were organic Page 150 • Reached 1,860 people in 2022 • We have I,165 followers • 72.2 % are women • 27.8 % are men • Profile visits were down 26.4 % • We had 80 new followers in 2022 • 0% paid reach & impressions • 23.9% of our visitors live in Bowmanville • 8.3 % of our visitors were Newcastle • 77.9% of our views are from Canada • Our post reach is up 41.6 % more from last year • Our carousel and video post attracted more interaction with a median of 117 likes per post Page 151 * 98 email subscriptions sent to subscribers * 2,070 contacts and counting * 196,906 emails sent in the year 2022 * Open rate 76% (up 69% from the previous year) • Click rate at 5% (9, 907) • Unsubscribe rate down 5.1% at 0.05% I.'. u 0 jr- Hello, BOAA top C 460 -M T lin Page 152 ■ r Pro ams g T ",- M -14 TP Ac •4M _�. f 1 1 Community Involvement Chris Askin-LeClerc Local Guide - 23 reviews ***** 6monthsago People are very friendly and welcome you. Willing to help you anyway they can and are interested in what you want to do, participate in or learn 1` Like tine n 3 reviews ***** a month ago Great meets, great people and great classes( I` Like q# jerry wowk 24 reviews a month ago The staff plus visitors are very friendly and helpful. 1` Like 2022 Ontario Senior of the Year Award Ilona Bakos I Members Participation Workshops Recreation Music r Information Sharing ■ General Interest • Fitness/Exercise Dance FI== Computers and Photography � Art 0 200u 4000 6000 8000 100a 12000 The number of Sign -ins during the year organized by category Virtual and In -Person Programs and Events Total Events Signings 36566 Total Number signing in for 2022: 36, 566 Workshops: 7 participants Recreation: 72 Participants Music: 566 Participants Info Sharing: 160 Participants Page 159 General Interest: 2480 Participants Fitness/Exercise: 7193 Participants Dance: 1096 Participants Tech: 90 Participants Art: 2109 Participants Ages over 85 Ages 80 to 84 Ages 75 to 79 Ages 70 to 74 Ages 65 to 69 Ages 60 to 64 Ages 55 to 59 Ages Below 55 0 50 100 150 200 250 Based on registered age: Ages Below 55 Ages 55 to 59 Ages 60 to 64 Ages 65 to 69 Ages 70 to 74 Ages 75 to 79 Ages 80 to 84 Ages over 85 `DII 8 49 115 235 236 236 184 100 ■ Bowmanville 60% ■ Newcastle 17% ■ Courtice 6% Oshawa 4% ■ Orono 3% ■ Ajax 2% ■ Hampton 2% ■ Areaswithin Durham 2% ■ Whitby 1% ■ Wareas Outside Durham 1% ■ Newtonville 1% ■ Port Hope 09/6 Total number of members for 2022: 1,334 The summary based on location is as follows: 60% live in Bowmanville 17% live in Newcastle 6% live in Courtice 4% in Oshawa 5 3 % in Orono q (� '. 1-2 /o in other surrounding Durham areas. IL ge 163 Page 164 Category Art Community Education Computers and Photography Cultural Event Dance Drop In Program Fitness/Exercise Fundraisers General Interest Duplicated Unduplicated 60 and Over Under 60 Health Screening 79 37 8 0 Guests Guests Information Sharing 160 84 0 0 2109 111 0 0 Meals 8218 720 30 8 535 175 12 0 Music 566 73 0 0 90 28 0 0 Outdoor Program 815 95 3 0 505 176 4 1 Recreation 72 24 0 0 1096 111 0 0 Rentals 5 5 0 0 9408 556 9 0 Social Event 835 266 46 2 Workshops 7 6 0 0 7194 402 6 0 2520 586 120 13 Total Event Signins 36699 1459 264 24 2485 322 26 0 REVENUES 2023 Graiits - Provincial 41-700,00 grants — Federal & Other 0,000,00 Municipal Grant 337,309.00 Memberships 40,000,00 Registrations istrations 19 ,000,00 Fundraising 215,000,00 Hospitality Coordination 90,000.00 Donations 45,000.00 Wheels Transportation 8,500.00 Facility & Partnership rentals 24,000,00 Bank Interest 2-000,00 TOTAL REATNL E 1�059�509.00 EXPENSES Salaries & Benefits 6501 0.00 Registered & Drop -in Programs 24,000.00 Wheels in Action 11,000.00 Advertising 5000.00 IT��I#aintenanee I Facilities 4( 50}(0�(0�.(0�(0} L+ Llfltles 605000.00 Admin / General 5000M Insurance 1 5000.00 Grants 6000M Fundraising 805000,00 HospitalityHospitatity 485000,00 Amortization of Assets 20,000.00 TOTAL EXPENSES 106 160.00 ,1.0 7'S� - � r•�t' w• r Z Thank You! CladiwwR Submit Original to: Municipality of Clarington Financial Services Department 40 Temperance Street Bowmanville, Ontario L 1 C 3A6 finance(a)_clarington.net Submission Deadline: Friday, November 4t", 2022. Please Print or Type Organization Information Contact Information Please Complete All Areas Executive Director: Dianna Eastwood Dian na.eastwood(a-).jhsd.ca 905-579-8482 x245 Finance Manager: Patti Patti.harrinton hsd.ca 905-579-8482 x228 Harrington 9�J Program Co-Ordinator: Veronica.breen(a-).jhsd.ca 905-579-8482 x451 Veronica Breen Page169 Page 2 Officers for current year Position Sue Vanderkwaak Chair Peter Stephenson Secretary David McLeod Treasurer Is your Organization incorporated as non-profit? If yes, when? (dd/mm/yy) Is your Organization based within the Municipality of Clarington? Is your Organization based within the Region of Durham List the programs/services provided by your Organization: Clarington Youth Centres (CYC): - Firehouse Youth Centre - The Loft Youth Centre - NYC (Newcastle Youth Centre) Yes ❑x No❑ 06/12/1999 Yes ❑x No❑ Yes ❑x No❑ The Clarington Youth Centres (CYCs) offer a variety of activities, services, and programs tailored to the diverse and specific needs of youth within the Municipality of Clarington. The CYCs operate as a free after school drop in centre for youth 12-19 years old with a fun and encouraging environment designed to foster pro -social and recreational development as well as build healthy relationships and enhance youths' self effacy. Page 170 Page 3 As part of JHSD, the centres are staffed with Youth Counsellors who are trained to support the high -priority population the youth centre serves. In addition to post secondary requirements; our team has received additional training such as: First Aid CPR, Mental Health First Aid/ASIST, Non -Violent Crisis Prevention and Interviention, Food Safety, LGBTQS+ Foundations, Youth and Cannabis, SafeTalk, and more to increase our teams' response and awareness to youths needs. Youth attending our spaces are provided a wide range of resources and programs that they otherwise may not have access to. The Centres provide in-house and structured activities with the goal of engaging youth in new opportunities and to expand youths' self -development and identity with youth counsellors to positively support their journey.Our programming is based on 5 Pillars offering activities based in: Social/Leisure, Sports/Recreation, Life Skills, Creative/Arts, and Volunteer/Civic Engagement. We offer a variety of activities as youth often get involved in something they are familiar with and we are then able to introduce them to new activities and opportunities to challenge positive decision making, growth, and build self-confidence. Within our spaces and partnerships there is access for gym programs including basketball, floor hockey, and volleyball as well as equipment to host pool tournaments, ping pong, air hockey, video games, music programming, food programs and creative arts. We also host a variety of life skills training programs such as budgeting, cooking programs, resume workshops, Safe Food Handling, wellness groups, facilitated discussions based on current trends and social topics, art projects and more. Through all of our activities our Youth Counsellors provide in the moment intervention and prevention strategies and tools youth can transfer into other areas of their life such as problem solving, conflict resolution, emotion regulation and team work. Beyond our structured programming, the Clarington Youth Centres pride themselves on encouraging proactive youth engagement in the community by offering a variety of volunteer opportunities. Youth can get involved by assisting in daily operations of the youth centres or by participating in community -based initiatives as representatives of the Centres. We are so pleased to share that we saw over 150 youth volunteer positions filled for our recent Fright Night Fundraiser! These volunteer experiences not only provide youth with their required volunteer hours, they also serve to develop practical employment related skills and enlighten youth to understand the value of community participation to see themselves as part of a larger community. Community Clean Up, Clarington Community Christmas Party, Family Safety Day plus more are some of the other events we take part in/host throughout the year to provide further opportunities for youth to earn volunteer hours while giving back to their community. March 2022 saw restrictions lift and we were able to take our first outing in over a year with all 3 of our youth centres attending NEBS Fun World over March Break. Our team was able to reinstate our FREE summer programming which provides youth opportunities to join us for trips and outings with expenses and transportation covered to provide barrier free access to taking part in summer activities they may not otherwise be able to do. We hosted a summer dance, Cobourg Beach Day, Orono Park, Flying Page 171 Page 4 Squirrel, Toronto Blue Jays Game, Summer Sports Day and more! We also partnered with our JHSD team and provided free Food Safety Training to registered youth to earn a certificate and skills for their resume! We hosted a floor hockey tournament that was planned, developed, and implemented by youth for youth which gained such positive feedback youth want to make it an annual event. Our Counsellors continued to support youth in our spaces experiencing challenges due to the pandemic and their developmental stages. The intensity and occurance of mental health crisis has risen in the population of youth we serve including other high risk behaviours such as leaving home, suicidal idealtion, drug use, confict with peers/parents/authority, physical altercations, return to school, and a series of ripple effect consequences have been the main factors our team have been providing youth on -going emotional supports, referrals, and advocacy, while providing a space for youth to be youth, feel accepted, and have a safe space to belong. What is the total program registration or association membership in your Organization? January 1, 2022 to October 31, 2022 Loft = 2,135 Visits Firehouse = 1,646 Visits NYC = 1,795 Visits 816 Registered Youth 422 Registered Youth 633 Registered Youth What percentage of your registration or membership are Clarington residents? 100% Describe how the program/services provided by your Organization will benefit as a result of Municipal funding. ■ Safe and supervised space for youth to socialize with peers and belong ■ Opportunities to participate and get involved in Youth Centre and community - based programming at no cost ■ Leadership Opportunities — events and programming initiatives led by youth ■ Access to supports, resources and referrals ■ Inclusion, voice is heard — youth are able to talk about their ideas, personal challenges, successes, and problem -solving strategies ■ Enhanced connections and experiences for employment and educational opportunities ■ Skill building — opportunities to cook, play sports, create, and participate in workshops and discussions geared towards healthy relationships, youth mental health, coping strategies, team building, self -advocacy and more Page 172 Page 7 We certify that, to the best of our knowledge, the information provided herein is an accurate and complete and is endorsed by the Organization, which we represent and accept conditions as noted in this application. Name Title Date Signature Dianna Eastwood Executive Director Shelley Lawrence Director This Application must be signed by two (2) Members of the Executive. Budget Information Please complete, in detail, the attached form. Also include a copy of the most recent statement of revenue and expenditures and statement of Assets/Liabilities (balance sheet), for the most recent fiscal year. Please return application form to: Financial Services Department Municipality of Clarington 40 Temperance Street Bowmanville, Ontario L 1 C 3A6 (905) 623-3379 ext. 2601 financea.clarington. net Budget Information Grants — Federal / Provincial Municipal Grant Memberships Registrations Fundraising 357253.50 25000 Other -United Way 1 10000 348540 25000 10000 Page173 Page 6 Has your organization requested funding in the last 12 months from any other Municipal, Yes ❑ No* Provincial or Federal department or agency? If yes, please complete the following: Terms and conditions In the event that the funds allocated are not used for the services, event or project as described in the application, or if there are misrepresentations in the application, the amount of the financial assistance will be payable forthwith to the Municipality. 2. The applicant will make or continue to make attempts to secure funding from other sources, external to the Municipality of Clarington. 3. The applicant will keep proper books of accounts of all receipts and expenditures, relating to the services, event or project described in the application. 4. The applicant will retain and make available for inspection by the Municipality or its auditors all records and books of accounts of the Organization upon request from the Municipality, (which may be made within two years of the grant award). 5. If the recipient is an arms -length agency, the Grant Recipient shall indemnify and hold harmless the Municipality of Clarington against any claims, costs, causes of action, fines or any other losses or other penalties the Municipality of Clarington suffers related to the giving and usage of the grant to the grant recipient. Declaration of Organizations' Executive: Page 174 Page 7 We certify that, to the best of our knowledge, the information provided herein is an accurate and complete and is endorsed by the Organization, which we represent and accept conditions as noted in this application. IM Date Signature Dianna Eastwood Executive Director Shelley Lawrence Director This Application must be signed by two (2) Members of the Executive. Budget Information Please complete, in detail, the attached form. Also include a copy of the most recent statement of revenue and expenditures and statement of Assets/Liabilities (balance sheet), for the most recent fiscal year. Please return application form to: Financial Services Department Municipality of Clarington 40 Temperance Street Bowmanville, Ontario L 1 C 3A6 (905) 623-3379 ext. 2601 financeCcD.clarington.net Budget Information Grants — Federal / Provincial Municipal Grant 357253.50 348540 Memberships Registrations Fundraising 25000 25000 Other -United Way 10000 10000 Page175 7 Z02N 2022 7LastYear Surplus/Deficit 58699 c/o Total Revenue 392253.50 383540 as= Salaries — Full Time 184800 178262 Salaries — Part Time 99500 99500 Administration 34370 33500 CPP/EI 22749 22226 Employee Benefits 22175 21392 Facility Rental 1200 1200 Office Supplies 1500 1500 Telephone 2480 2480 Youth Recognition 2500 2500 Maintenance 2500 2500 Mileage 1400 1400 Food 500 500 Client Assistance 300 300 Fundraising 5000 5000 Program Supplies 7500 7500 Staff Training 1600 1600 Insurance 2180 2180 Other (Specify) Total Expenses 392254 383540 Page176 Page 9 Note: All applicants must complete this section in order to have application considered for funding. Please summarize your budget information using categories listed above. Page 177 BUDGET PRESENTATION TO MUNICIPALITY OF CLAPINGTON JANUARY 27, 2023 Page178 oN Thy L O�ii Courtice Youth Centre Free After School Drop In Programs for Youth 1248 years old 5 Pillars of Programming Responsive Youth Work Page179 Page 180 in Back to e P, rwa rd le Ak r ELI- ---------- -M-Fl VI A- e v {ARMS DZLGADO look TOA H-1 I qpL EQUALITY v., } � MT 71 'M 1 3- 6, d* Y. .7 V. Ili ItR 'd T �11 91 "p- 01 SkbOjb • vw t 1A. li Ah, qp Pi 74 'p J. * - �':' OS6'17 .1 %n �b lwpi 7, Arok WSf� W, p lw 49 � dt A AA 14 4 El 14 m do ift -:1M owd 1,�" M rill m sry nnry wia 2, Nm Page184 14■t ki 7 ROUNO I JAA#OYATlco MAURTER FINALS RouND 2 [3"CKET (SEMI FINALS RDUN0304 (2mmm�- (FINALS) CARVETH CUP (WINNERS) - MONSTERS RAIDERS @° 4:15PIN 3:45PM ,� YOM GANG J; A#'o 4 ■ @ 5:45PM t i TA TOR TO IS @ 4:45PM 3:45PA1 •'MARDUKE B DHIf MATBH GRADS AND RYAN • REAPERS r. lk + too m PL 41P MW -rdir SON ARMS '1� ' O4JF E 110+ Volunteers 25 Interactive Scenes 1,,143 Tickets Sold $15,264 Raised for CYC total visits Loft Firehouse NYC 1597 1594 21000 11500 11000 500 U $3,*.',,cj-;o79253 2023 Funding L Request A 2.5% Increase will be reflected directly into our staff salary lines Municipal Grant Fundraising/ Donations Unite VFMIF Total d Way Salaries Operational Costs Total 348)540 357)253 25,000 25,000 10)000 10)000 383)540 392)253 321)380 329)380 62)160 62)873 383)540 392)253 Page190 M N; W- 6(A Pt Thank You to the Municipality of Clarington for investing in our future leaders by supporting positive youth development through the Clarington Youth Centres Page192 i 611"VIK= Adh Clarington Submit Original to: Municipality of Clarington Financial Services Department 40 Temperance Street Bowmanville, Ontario L 1 C 3A6 finance(a)clarington.net Submission Deadline: Friday, November 4t", 2022. Please Print or Type Please Complete All Areas Organization Information Contact Information Page 193 Page 2 Officers for current year President I Amy Shackleton Secretary (Interim Secretary) Jess MacGregor (Return in 2023) Michelle Gewurtz Treasurer I Zane Piekenbrock Is your Organization incorporated as non-profit? If yes, when? (dd/mm/yy) board6a�vac.ca secretaryCa vac.ca secretary&vac.ca Is your Organization based within the Municipality of Clarington? Is your Organization based within the Region of Durham List the programs/services provided by your Organization: Yes ✓ No❑ 4/08/1976 Yes ✓ No❑ Yes ✓ No❑ The VAC is dedicated to delivering contemporary art to the Clarington Community, the wider Durham Region, and beyond. Educational and public engagement programs are offered to kids, youth, and adults. At the same time, contemporary art exhibitions show the works of Canadian regional and national artists in various stages of their careers. The VAC is a safe space where ideas are exchanged, questions are asked, and connections are made. o art classes, art camps, workshops and PA Days for kids o art classes and workshops for adults o artist/curator talks and tours o educational and career development opportunities for artists, academic interns and high school Co -Op students o partnerships with other organizations o volunteer and engagement opportunities for youth and adults Page194 Page 3 What is the total program registration or association membership in your Organization? Current Memberships = 101 Class Participants = 388 Gallery Visitors = 3,829 What percentage of your registration or membership are Clarington residents? 78% Describe how the program/services provided by your Organization will benefit as a result of Municipal funding. With the generous support of the Municipality of Clarington, the VAC continues to offer art and learning opportunities to the residents of Clarington. We can keep our classes and programs affordable while ensuring that artists and staff receive compensation for teaching classes and workshops and delivering programs. With this financial assistance, we can purchase art materials needed for programming and maintain the equipment in the studios for our members to use. This support also helps us support community partnerships. This funding support also assists with marketing, promotion and day-to-day mandatory office and operational expenses. What funding category does your Organization fall I ElRecreation & Leisure into? ❑ Civic ✓ Social ❑ Boards of Council / Hall Boards 2023 Request (insert dollar figure) $230,221.00 The VAC is asking for a 2.5% If you are requesting an increase in the municipal grant increase to assist with rising living for 2023, please indicate the reason for the increase. costs. Has your organization made a previous request for a Yes ✓ No❑ Municipal grant to the Municipality of Clarington? If yes, please complete the following: Page195 Page 4 Agency Year Requested Received Municipality of Clarington 2022 $226,606.00 $224,606.00 Municipality of Clarington 2021 $223,315.00 $219,366.00 Municipality of Clarington 2020 $219,366.00 $219,366.00 Municipality of Clarington 2019 $215,065.00 $215,065.00 Has your organization requested funding in the last 12 months from any other Municipal, Provincial or Federal Yes ✓ No[-] department or agency? If yes, please complete the following: Agency Year Requested Received Ontario Arts Council 2022 $15,359.00 $15,359.00 Canadian Museums 2022 $45,860.00 $45,860.14 Association Service Canada 2022 $39,884.00 $39,884.50 (Canada Summer Jobs Other Project Grants 2023 $16,539.00 $16,539.00 Terms and conditions In the event that the funds allocated are not used for the services, event or project as described in the application, or if there are misrepresentations in the application, the amount of the financial assistance will be payable forthwith to the Municipality. 2. The applicant will make or continue to make attempts to secure funding from other sources, external to the Municipality of Clarington. Page 196 Page 5 3. The applicant will keep proper books of accounts of all receipts and expenditures, relating to the services, event or project described in the application. 4. The applicant will retain and make available for inspection by the Municipality or its auditors all records and books of accounts of the Organization upon request from the Municipality, (which may be made within two years of the grant award). 5. If the recipient is an arms -length agency, the Grant Recipient shall indemnify and hold harmless the Municipality of Clarington against any claims, costs, causes of action, fines or any other losses or other penalties the Municipality of Clarington suffers related to the giving and usage of the grant to the grant recipient. Declaration of Organizations' Executive: We certify that, to the best of our knowledge, the information provided herein is an accurate and complete and is endorsed by the Organization, which we represent and accept conditions as noted in this application. Dionne Powlenzuk Executive Director (November 1, 2022 C Amy Shackleton Board President November 2, 2022 This Application must be signed by two (2) Members of the Executive. Budget Information Please complete, in detail, the attached form. Also include a copy of the most recent statement of revenue and expenditures and statement of Assets/Liabilities (balance sheet), for the most recent fiscal year. Please return application form to: Financial Services Department Municipality of Clarington 40 Temperance Street Bowmanville, Ontario L1C 3A6 (905) 623-3379 ext. 2601 finance&clarington.net Page197 Page 6 Budget Information rGrantsderal / Provincial' $119,048.00 $146,092.00 Municipal Grant $230,221.00 $224,606.00 Memberships $8,000.00 $8,000.00 Registrations2 $145,500.00 $145,500.00 Fundraising' $58,000.00 $57,000.00 Other (Specify)' $25,200.00 $26,750.00 Last Year Surplus/Deficit' ($19,742.00) ($43,139.00) Total Revenue $566,227.00 $564,809.00 1"RMIIIII 7Salaries'—F'ull Time6 $382,113.00 $337,437.00 Salaries P.,�e7 Program Costs' $92,000.00 $153,289.00 Office Supplies' $14,700.00 $18,200.00 Telephone HOLDBACK HOLDBACK Advertising $5,225.00 $6,725.00 Maintenance $28,600.00 $28,600.00 Utilities10 $12,000.00 $12,000.00 Other (Specify)" $29,000.00 $28,300.00 Total Expenses $563,638.00 $584,551.00 Surplus (Deficit) $2,589.00 ($19,742.00) Page198 Page 7 Note: All applicants must complete this section in order to have application considered for funding. Please summarize your budget information using categories listed above. 'Grants: OAC CAC Service Canada Canadian Museum Association, 2 Registrations: earned revenue from Adult and Kids Classes, Workshops and Camps a Fundraising — Donations, Sponsorships, Mayor's Gala, 2020/2021 CEWS/wage subsidy 'Other: Bank Interest, Art materials sales, catalogue sales, special events, Ontario Arts Endowment, Reimbursement for Snow removal 'Last Year Surplus/Deficit: Expenditure Notes: s Salaries: Full Time, Paid Interns, Summer Student Wages, Staff benefits, MERCS ' Part Time: The VAC currently does not have part-time employees ' Program Costs: Artist Fees, Catalogue Costs, Documentation, Installation, Instructor Fees, Art Supplies 8 Office Supplies: Sundry, computer lease, Online registration system fees, bank service fees, PO Box, Org memberships 9 Utilites: Holdback - telephone/internet, garbage disposal, liability insurance, hydro, water 10Other: Fundraising, Professional Fees, Insurance, Travel, Reserve Fund Page 199 Lea yo All. ITS" Invest in Cultureti Minds Connect Communities this is not an atlas a ^l+" _.. .-=-ice•' - - i Page 201 Page 202 Yesterday is melting Page 203 'Qk . f i. �T • ::�,T1 ,r. jL irr •r r'i rr •irir•r r r�i r-rru -i ri r•r_r H, I-i - }j �ri r•i r� i •i iCi•� r � i� r•r�r� •� ri r•►_rG7 Artist residency: Sutures { r r , •, 1 4ti � t Page 205 M—Z's' ft- . . . . . . . . . . . . t Anoxic Memory .1w 79- Anoxic Memory ` = 1; t, .s, Sri ` ii '.�. •;•�5"' :'�L,,.• _,• --:i Ir .�� S iti r . _ .1w• s: V Sid •�!•Air L law Vol r'; Kr' 3 ..... • mod.' - �l' -r ..�`�..-` .v '� �T_ -�� �M- .�•:- � '-„•��=,j �yb' �r -�=��•i�•���� `-'` ; �=' Page 210 4::r.��F���rss+�3'rS(''.,5.in_�;�•:�`„�`:l;'i�;?�',•.•.•...ii4fl�'�`-.w.iL'... -• ..'. Alb A qrppl it "I Fd. , AP Air 40# i Possible Futures r Rl .- . ..-a - IPOEI MEMES ICONOGRAPHY 9NASNTAGS FASHWAVE 6 , 6 6 W�W A& t - e-IN . j 6 IL Ak T ,LIX Careers: Student Grants r` r.S �• .Y �� •�� M .� •-Cry r• �' .: �_ .C,rr." ,VP Public Art: Monumentum •%WL --A Educational Programs ice- in F Win - ,,� e I n ;- . ri f®r � ge 219 ..iir�o. "%We M9 K e We look forward to your visit Clatiugir�rt Submit Original to. Municipality of Clarington Financial Services Department 44 Temperance Street Bowmanville, Ontario L1 C 3A6 finance clanngton.net Submission Deadline: Friday, November 41h, 2022 Please Print or Type Organization Information V\ CIV Contact Information Officers for current year Please Complete All Areas �(2 -z-) Page 222 Page 2 President I 4 11-�Zot b L"LV ti Secretary y �� 4 Treasurer Is your Organization incorporated as non-profit? If yes, when? (dd/mmlyy) Is your Organization based within the Municipality of Clarington? Is your Organization based within the Legion of Durham List the programslservices provided by your Organization: ti} L4 Yes 0 No[3 Yes No❑ Yes E�' No❑ . What is the total program registration or association membership in your Organization? What percentage of your registration or membership are C:larington residents? Page 223 Page 3 Describe how the program/services provided by your Organization will benefit as a result of Municipal funding. What funding category does your El Recreation &Leisure Organization fall into? ❑ Civic 1:1. social- C0'8oards of Council f -Hall Boards 2023 Request (insert dollar figure) If you are requesting an increase in the municipal grant for 2023, please indicate the reason for the increase. Has your organization made a previous request for a Municipal grant to the Yes ©� No❑ Municipality of Clarington? If yes, please complete the following: c "i) C p��7�1�) :T- k�) jmi�') Page 224 Page 4 Has your .organization, requested- funding, in - the last 12 months from any other Municipal, Yes No❑ Provincial or Federal department or agency? If yes, please complete the following: Terms and conditions 1 . In the event that the funds allocated are not used for the services, event or .project as described, in, .theapp.licatioa, or if there are. misrepresentations.in, tilt - application, the amount of the financial assistance will be payable forthwith to the Municipality. 2. The applicant will make or continue to make attempts to secure funding from other Wxtrnl- to t#e:Mnrality of filar-ing#can;• 3. The applicant will keep proper books of accounts of all receipts and expenditures, relating to the services, event or project described in the application. 4. The applicant will retain and make available for inspection by the Municipality or its auditors all records and books of accounts of the Organization upon request from the Municipality, (which may be made within two years of the grant award). 5. If the recipient is an arms -length agency, the Grant Recipient shall indemnify and hold harmless the Municipality of Clarington against any claims, costs, causes of action, fines or any other losses or other penalties the Municipality of Clarington suffers related to the giving and usage of the grant to the grant recipient. _ Declaration of Organizations' Executive. - We certify that, to the best of our knowledge, the information provided herein is an accurate and complete and is endorsed by the Organization, which we represent and accept conditions as noted in this application. 17..., t 777777 s "�' rr s re-" •n- ,.�, tie Name � Trtle' bates ' ''�rgratdr`e ,f '� �j,. 24 _.1..� •1� 0 �l�F. Page 225 Page 5 G�zr�i �Gl¢,�4 �vAizD�� re6e nov.15/�o This Application must be signed by two (2) Members of the Executive. Budget Information Please complete, in detail, the attached form. Also include a copy of the most recent statement of revenue and expenditures and statement of Assets/Liabilities (balance sheet), for the most recent fiscal year. Please return application form to: Financial Services Department Municipality of Clarington 40 Temperance Street Bowmanville, Ontario L 1 C 3A6 (905) 623-3379 ext. 2601 financeaclaringt_on. net Budget Information I Grants — Federal I Provincial Municipal Grant Registrations Fundralsing Other (Specify) Last Year Surplus/Deficit f Total Revenue Page 226 C 1 i Page 6 Salaries — Full Time Salar1es — Park Time Facility Rental Office Supplies Telephone Advertising Maintenance Utilities Other (Specify) Total Expenses Surplus (Deficit) `Note: All applicants ;rust complete this section in order to have application considered for funding. Please summarize your budget information using categories listed above. Page 227 NEWCASTLE COMMUNITY HALL 4,_ k 1 -- --- I023 - 2023 - - NEWCASTLE COMMUNITY HALL 20 KING AVE. W. UNIT 4, NEWCASTLE, ON L1 B 1 H7 1 905-987-3856 1 infoCcD-newcastlecommunityhalf.com November.4 2022 Municipality of Clarington 30 Temperance Street Bowmanville ON L1 C 3A6 Dear Mayor Foster and Members of Council, Newcastle Community Hall like many venues continues to recover from the pandemic. We no longer receive wage funding relief for CoVid19 from the Provincial Government. Our 2022 year is better than expected with weddings and parties coming back. Going into 2023 we are seeing our rentals increase which makes us hopeful for the coming year, However, still not to the level prior to the pandemic. We have found it necessary to increase rental rates by a substantial 30% to offset rising costs of operating this heritage building. We appreciate the assistance and support the Newcastle Community Hall Board receives from the Municipality of Clarington to maintain this beautiful heritage building coming up on its 100' Anniversary in 2023. Please find attached Newcastle Community Hail's Operating Budget for 2023. Sincerely, Barry Carmichael Chair of Board Newcastle Community Hall Board Page 228 M C] N M N Ln M G N M Q N m a N N M N H Q N O pM N at N O N 4 N Ir N 4 w O O Q m pp 0 In It b LO Ln m Ln Ln O O O Ln 00 N O M (n dl C1'1 O p C7 b G R O CQ A .-Lon 1 .l Cl LO M N N O c-1 M -4 N x-1 LA co Ill a-i CJ Iii .--1 a �O iq Ln � ei R m M V fn A m A �' 'tl' G3 .� OD N li 1 N 0 Ln 0 to 0 1-4 O U, O � 00 rm-1 Lft rN-F INl1 a1 to N Q O a O pp pp m -I o Ln m m O Ln LrT N Q O a a b pp o O p O Q w a co a O 0 Ln Ln h p dl Q M w w V V o W Ln -4 Q N a pp o O p O O, O a pp Ln M O O e 4 w .-I M r-1 m M" O In O a-1 Ln Ln Ln A 'I m m w N cY A d- O a 'mO Q o0 N 00 a --I LO fj N .--I ed 00 '1 .-! e-I ri ei M V a m �' a .-i N N m m rl ei Ln N O O O b Ln 00 O O In 00 pp V Q V o N Ln -N O b O O O b O b 0 O N a o O o O o R� :n q N W O w b O a Gt Ln w LPL O 0 O 0 a 0 C a 0 p a N O N m a -I ri N w C uA N O C O N C71 M e-I N .--1 O Op sn. .-i O rl CJ {-I s1l IJ'1 .--I l+'1 w N M 41 m O a M m M Q M .-i �rl N M N p Op Q M O M O 00 R - 'i l0 w ID � O Ln 0 0 0 Ln 4 0 0 0 O Q a b 0 0 a LA 0 O o O ul R 00 Cn O 'c't N N %D to cn O O Q$ c.� O O N O O w O 00 Gt O O Ln m ItQt Ol 00 N O N O O ul s..� O O In 11l N M R e7' ; �--3 O u1 1+ Q 0� cS Qt rI r•M 1 r-I A +-I r1 a -I .--1 r1 m Mfn m d' .i N N Ln .N-I M 00 M H eI O C.7 M N O O O O O qq pp©© 0 0 O 0 Q Ln O Ln O N O O O p O O pp o pp O pp O Q N O O pp Q pp 6 O h Ln Ifs Lff d' m M LO 0 In O pi O Op O Op po O O a aO N aO N N Q N O m O A Q ri A Ln N Ql w 00 00 a -I 00 M r-I N ri O, A Ln N Q r-I O 11 M Ln .-1 Ill I -I O rn w m e -4 a fo m M R N Y-I m N Q N O O 4 Ln u7 QN Lca p cc by .-^1 M �O 00 00 lO r1 N -4 ei Z w y F co G FO F H Ln z w } M 67 sn d W �. C.l O W 2 N W ..r n' �. ¢. j �l Q y J N z C) W b O L -0 CL 1tl Q W cc UA fL LU a G( z z w .F a I.7 z Q [n N w W v1 = In C`1 O W >n z aJa V H Q 1�7 > a y J 2 ¢ dILI uF C.1 4 Y W ¢ O fl Q 0 W a= z m ff//�� a H [— o Ls rr V Ln ,� p O L' o b aW x Q LA `^ Q a O W W @ LL a a© N J z Q o ?? (] O Q7 aa O W yas 7 vt Z 'U 2 2 07 V ul C7 d U 00 co Page 229