HomeMy WebLinkAboutFND-010-03
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REPORT
FINANCE DEPARTMENT
Meeting:
SPECIAL GENERAL PURPOSE AND ADMINISTRATION COMMITTEE
Date:
Monday, April 14, 2003
Resolution #:
By-law #:
Report #: FND-010-003
File#:
Subject:
2003 CURRENT BUDGET
Recommendations:
It is respectfully recommended that the General Purpose and Administration Committee
recommend to Council the following:
1. THAT Report FND-010-03 be received;
2. THAT Council approve the 2003 Operating Budget as outlined, at an estimated
3.5% increase (including capital), in overall levy over the 2002 levy (exclusive of
tax policy) as directed in FND-010-03 and Attachment #1;
3. THAT the Schedules of the Draft Current Budget document outlining Reserve
and Reserve Fund contributions be approved;
4. THAT the correspondence received from the Visual Arts Centre (Attachment #3)
be received for information and that the Visual Arts Centre be notified that
requests for funding for future years will be reviewed by Council in conjunction
with the applicable year's municipal budget process;
5. THAT the external agencies referred to in this report and identified in Attachment
#1, be advised of Council's decision regarding their grant request;
6. THAT, to provide consistency in accountability, the Library be requested to
prepare their budget in conjunction with the Chief Administrative Officer and the
Director of Finance;
7. THAT 2003 staffing changes be approved as per Attachment #2; and
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FND-010-03
Page 2
8. THAT the appropriate By-Laws to levy the 2003 tax requirements for Municipal,
Regional and Education purposes be forwarded to Council for approval, once
final tax policy information is available.
Submitted by:
NT/hjl
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\
Reviewed by:" ~ ~. {- ( (< (.
Franklin Wu,
Chief Administrative Officer.
FND-010-03
Page 3
BACKGROUND AND COMMENT:
1.0 Overall 2003 Tax Levy
1.1 The 2003 Capital and Current Budgets attached to this Report reflect a tax levy
impact of 3.54%. Consistent with 2002, interest revenue from Port Granby
Reserve Fund and Provincial Offences revenue were factored in so as to mitigate
the tax levy impact. Also, an estimate of the settlement impact from a significant
taxpayer has been included along with an estimated 2.09% growth for 2003. In
an effort to further reduce the tax impact, municipal staff have further reduced
their budgetary expenditure by an additional $146,250, thus reducing the impact
to 3.54%. The recommended 3.54% includes the deferral of the Library Board's
priority #1 requests for consideration in 2004.
1.2 As a result, staff is recommending to Council an increase in the overall levy of
3.54% over the 2002 levy of $19.2 million. This value includes residential growth
of approximately 2.09%, as mentioned above. The final tax rate will be
determined when the Provincial and Regional tax policy changes are known.
The estimated value for the OPG assessments have been included in the growth
calculations. At the time of writing this report, the necessary Provincial regulation
has not yet been issued. However, preliminary indications are that there are
presently no significant obstacles to the regulation proceedings. The current ratio
of commerciallindustrial to residential growth is 11 % to 89% which is consistent
with last year.
1.3 2003 is a reassessment year. Property valuations are based on a June 2001
valuation date. This will result in some shifting of the tax burden for those
property owners whose assessment changed beyond the overall averages for
each class.
2.0 Tax Rate Stabilization
2.1 There are several areas where significant attention was required this year. For
example, fleet reserves for both Operations and Emergency Services
departments are at a critical level and have resulted and will continue to result in
a transfer to the tax base in future years to fund vehicle replacement
requirements. This is detailed in Attachment #1. Also, the subsidization of fire
suppression salary costs from the former Fire Primary Response funds must be
phased out over 2003 and 2004 as those funds have been depleted. Details of
items comprising the rate impact can be found on Attachment #1.
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FND-O 10-03
Page 4
2.2 Historically, Clarington has drawn on the Rate Stabilization Reserve annually
approximately $800,000 to $1.1 million. This was increased to $1.3 million in
2001 and is proposed to continue at that level for 2003. This includes
maintaining some contributions into the Reserves and Reserve Funds so as not
to deplete the funds. The Rate Stabilization Reserve has sufficient funds to
provide approximately three to four years of stability to the tax base. After that,
the impact will be transferred entirely to the tax base.
3.0 Tax Policy Changes
3.1 A long term strategic tax policy plan was approved in 2002 at the Regional level
that will have an impact on the final tax rates. It is anticipated that the final
information for 2003 will be available by the end of April in order to set final tax
rates. A particular impact to Clarington relates to the education retained portion
of payment-in-lieu properties, such as Ontario Power Generation. As a result of
the proposals to reduce the Large Industrial Tax rate, as well as the provincially
mandated reduction in the industrial education rate, Clarington will experience a
loss in revenue of approximately $50,000 in 2003 and will continue to see
reductions in this revenue over the next four years. Also, the treatment of the
education portion of taxable tenants of provincial properties has been directed by
legislation to now be forwarded to the school boards. This results in a further
loss to Clarington of education retained funds of approximately $80,000.
4.0 Priority Recommendations
4.1 Attachment #1 summarizes the major impacts on the 2003 Operating Budget.
The summary separates the effect on existing and new services, external
agencies and revenue sources.
4.2 The impact of the transit operations is currently not reflected in the tax levy but
rather funded via reserve fund, from monies received from the Region. It was
recommended that for 2003, the tax room at the upper tier for transit purposes be
transferred to the lower tier. This would have allowed for some security and
control over the funds available. If the funding is discontinued, there will be a
significant impact upon the taxpayers of Clarington in future years. This tax room
was not transferred and the value is decreasing. It may be necessary to include
tax levy funding for transit in the 2004 budget.
4.3 The Community Reinvestment Funding is anticipated to be the same as the prior
year at $116,000. This has been used to offset the tax levy impact to taxpayers.
4.4 The ITER Community Council funding is not required for 2003. The funding has
been redirected for 2003 towards costs relating to a final lobbying effort to locate
the facility in Clarington, including travel to Russia.
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FND-010-03
Page 5
5.0 Service levels
Service levels primarily have been maintained in the proposed levy impact, as
detailed in Attachment #1.
6.0 Staffing Changes
6.1 Additional staff requests from all Departments were carefully reviewed, both
within the context of operational requirements and fiscal impact to the tax base.
At the end, the only staffing changes that meet either one of the following criteria
are recommended to Council for approval. They are grouped as follows:
6.2 (a)
Position previously committed:
. 1 Fire Prevention Officer
(b) Positions required to staff South Courtice Arena:
. 1 Facility Manager
. 1 Clerk
. 4 Facility Operators
. 22 part time arena, concession and pro shop attendants
(c) Positions required to accommodate growth and maintain service level:
. 1 Fleet Supervisor
. 1 Confidential Secretary
. 1 Network Technician
. 2 Clerk II
. 2 Clerk I
. 1 Temporary Labourer
6.3 In addition to the foregoing, new staff for the following positions are
recommended to be reclassified:
. Accounting Manager to Deputy Treasurer
. Mayor's Confidential Secretary to Executive Assistant
. 1 Building Services II position to leadhand
. 1 Labourer position to Light Equipment Operator
6.4 In total, 15 full time and 22 part time staff are recommended to be added to the
organization for 2003. They have been incorporated in the Departmental
organization charts in 2003 Current Budget. The budgetary impact on the tax
base for the 2003 staff changes is $190,000. This is a very modest increase
representing approximately 1.1 % of the entire salary budget.
6.5 Please see Attachment #2 for details of all proposed changes.
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FND-010-03
Page 6
7.0 Reserves and Reserve Fund Contributions
Consistent with past practice, as a matter of housekeeping, some Reserve Funds
are recommended for closing to other funds as the projects are complete or the
funds are more appropriately consolidated. Also, additional Reserve Funds are
established through the budget process. All proposed changes are included on
the Reserve Fund and Reserves summaries in the Draft Current Budget.
8.0 External Agencies
The external agencies, including Museums, Library, Visual Arts Centre, etc., are
listed on Attachment #1 for Council to consider their request on an individual
basis. As indicated on Attachment #3, the Visual Arts Centre has presented a
request for an increase in municipal funding through to 2006. It is recommended
that this be dealt with in each of the applicable years through the annual budget
process, consistent with how other external agencies are handled.
9.0 Looking Ahead
There are certain known impacts for 2004 budget years such as staffing, wage
settlement, return of OMERS contribution, fleet requirements, fire primary
response reduced subsidization and normal budgeting increases. These are
itemized on Attachment #1.
10.0 Conclusion
Other municipalities in the Region of Durham, as well as the Region itself, are
anticipating an increase ranging from 4.8% to 9.8% as they are being faced with
similar issues. This situation is occurring throughout the Province.
Attachments:
Attachment #1 - Major Impacts
Attachment #2 - Staffing Changes
Attachment #3 - Visual Arts Centre
CORPORATION OF THE MUNICIPALITY OF CLARINGTON
40 TEMPERANCE STREET, BOWMANVILLE, ONTARIO L 1 C 3A6 T (905)623-3379 F (905)623-4169
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,
-..----,-..
Attachment III
2003 Estimated Budget Impact
24-Mar-03 STAFF COUNCIL DEFER TO
QUANTIFIED ITEMS: OPTIMAL PROPOSAL TARGET 2004
1 CUPE settlement 500.000 500.000 500.000 500.000
2 Salary Changes ie.approved positions, pay equity 277.500 277.500 259.000
3 Benefit Inaeases 325.000 325.000 325.000 200.000
4 Proposed new positions 356.000 267.000 1 90.000 125.000
5 Transfer to Fire Fleet R/F 210.000 110.000 145.000 250.000
6 Transfer to Oper. Fleet RlF 200.000 100.000 135.000 100.000
7 Full year of MAC/LIBRARY Expansion ie.util., maint,securi~ 235.000 235.000 235.000
8 MAC Expansion- internal staffing? 100.000 100.000 .
9 Insurance Increases (new buildings, 9111) 75.000 75.000 75.000 75.000
10 Fire Primary Response reduced subsidization 300.000 150.000 150.000 150.000
11 Loss in Educ. Retained re: Tax Policy 50.000 50.000 50.000 50.000
12 Land Acq. Tax Levy Impact 25.000 25.000 - 25.000
13 Budgetary Inaeases:
14 AdvertisinglPrintingJDesign-reduce page 2 to 1/2 90.000 90.000 90.000
15 HeaVHydrolUlililies 78.000 78.000 78.000
16 Telephone 67.000 67.000 67.000
17 Other 115.000 115.000 115.000 150.000
18 Planning Consulting- 407 20.000
19 OMERS offset 125.000 75.000 75.000 50.000
20 SidewalklSnowdearing 40.000 40.000 40.000
21 Loss of Zoning Clearance Fees 25.000 25.000 25.000
22 Loss of Invesbnent income 50.000 50.000 50.000
23 Increase in Election Expenses 20.000 20.000 20.000
24 Loss of Birth Registratioo Fees 10.000 10.000 10.000
25 South Coortice Start Up 118.750 68.750 .
26 Tax Support to Capital 175.000 175.000 (96.291) 150.000
27 Customer Service Trainino 50.000 30.000 30.000
3.617.250 3.058.250 2.587.709 1.826.000
28 Clarington Museum Board ($150.300 to $155.000) 4.700
29 Firehouse Youth ($30.000 to $45.000) 15.000
30 Visuai Arts Centre ($52.000 to $50.000) 8.000
31 Community Care ($7.650 to $12.000) 4.350
32 Newtooviile Capital Request -
33 Handi- Transit (105,000 to 117,100 through reserve fund) -
34 Newcastle Community Hail ($11.500 to $13.000) 1.500
35 Library Stelling 109,000 109.000 109.000
36 Library Budget Submission 144.200 144.200
37 Library Budget Submission-uncontroilable 60.000
38 Library Budget Submission- Priority #1-lncr. Service level
39 Librarv-reduction in costs for old main branch (34.126 (34.126 134.126
219.074 219.074 168.424
40 Veridian Revenue - . -
41 Staff Operating Cost Cutting Measures (106.850)
42 Staff AddItional Operating Revenue (39,400)
43 Reduction in Transfer to Municipal Capital Works (100,000) (100.000)
44 Reduction in Transfer to Debt Retirement R1F (200.000) (200.000)
45 Reduction in Various Transfers to Reserve Funds (46,000) (46.000)
46 Increased Right..of Way taxation (100.000) (100.000) (100.000)
47 Centralized Fire savings (30.000) (30.000) (30.000)
48 Assessment growth (402.325) (402.325) (402.325) (385.000)
49 ITER Community Council net of ITER travel (40.000) (40.000) .
50 Settlement on assessment (900.000) (900.000) (900.000)
51 Reduced contribution to tax write-off reserve (150.000 (150.000 (150.000
(1.622.325) (1.968.325) (2.074.575) (385.000)
Shortfall 2.213.999 1.308.999 681.558 1.441.000
TAX LEVY INCREASE 11.50% 6.80% 3.54% 7.49%
ON:TR_AdmIll/2OO3Budget/03lr
Note: Total Library Request is $1.698.303 which represents a total increase of $219.074.
An Option would be to defer Priority #1 to 2004. Priority #1 is primarily an increase in service levels.
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Attachment 112
STAFF REQUIREMENTS FOR 2003 BUDGET
February 26, 2003
A. POSITIONS PREVIOUSLY APPROVED OR COMMITTED
Department Position(s) Cost
Clerk By-law Officer, result of arbitration $41,000.
Planning Restructure Cost $30,000.
Community Restructure Cost $ 7,000.
Services
Emergency Prevention Officer $55,000.
Services
Finance Financial Co-ordinator $30,000.
Balance deferred to 2003
TOTAL A $163,000.
B. POSITIONS COMMITTED TO SOUTH COURTICE ARENA
(Subject to approval by Council)
Department Position(s) Cost
Community Services South Courtice Arena
I Facilities Manager $60,000.
Clerk I, full-time $31,000.
4 Facility Operators, full-time $191,000.
II Arena Attendants, part-time $87,000.
7 Concession Attendants, part-time $38,000.
4 Pro Shop Attendants, part-time $19,000.
TOTAL B 5426,000.
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January 10, 2003
LINE 4
POSITIONS REQUESTED BY DEPARTMENTS - 2003 BUDGET
(Subject to approval by Council)
Optimal Priority I Priority 2
Department Positlon(s) Cost 2003 2004
Finance . Upgrading Accounting Manager to Deputy $10,000. $10,000.
Treasurer
. Accountant, convert part-time to full-time to $18,000. $18,000.
handle increased workload
Operations . Fleet Supervisor $60,000. $30,000. $30,000.
. 3 Seasonal Leadhands from existing staff $ 5,000. $5,000.
complement
. Confidential Secretary $45,000. $45,000.
. I Temporary Labourer and 4 students $52,000. **$20,000. $32,000.
(Temps) (Students)
. ReclassifY Building Services II to $10,000. $10,000.
Leadhand
. ReclassifY Labourer to Light Equipment $5,000. $5,000.
00.
Corporate . Network Support Technician to handle $34,000. $17,000. $17,000.
Services workload and e-government initiative
. Communication Clerk, part-time to full-time $10,000. $10,000.
at customer service desk
Emergency Clerk 1, convert Part-time to Full-time to handle $0. $0.
Services increased workload
Engineering Clerk I, to handle increased workload resulting $34,000. $20,000. $14,000.
Services from restructuring (24hr Pff)
Community Clerk II, to handle workload $38,000. $28,000. $10,000.
Services
Clerks Clerk I, convert part-time to full time to handle $10,000. $10,000.
Denartrnent mail distribution
Mayor's New Executive Assistant to replace Confidential $5,000. $5,000.
Office SecretarY
TOTAL C $336,000. $210,000. $126,000.
NOTE: **Offset by reduction In !!.rass cuttin!!. contract) -$20,000.
TOTAL C $336,000. $190,000. $126,000.
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VISUAL
ARTS
CENTRE
OF CLARINGTON
Attachment 113
. . . .
. . . .
Nancv Tavlor. Treasurer
The Municipal Administration Centre
40 Temperance Street
Bowmanville, On. LlC 3A6.
Dear Nancy,
The Visual Arts Centre has a long history of providing quality arts and exhibition
programming to our community. Established over 25 years ago the V AC has seen a
steady growth in program registration, membership and event participation. This steady
growth has been assisted by the partnership that exists between the Municipality of
Clarington and the Visual Arts Centre. We share the same goals with regards to
community programming and the Municipality has kindly assisted us with many
programming initiatives in the past.
Recently, with the addition of a grant from the Ontario Trillium Foundation we have
worked in collaboration with the Municipality to make the Cream of Barley Mill a safer
more accessible facility and in the process helped to preserve a unique part of our local
architecture and heritage. As Clarington begins its rapid urbanization and the population
continues to grow it is important for the Visual Arts Centre look to the future to secure
adequate core funding to ensure that we can offer the same level of programming,
staffing, hours of operation etc. Unfortunately our Ontario Trillium Foundation grant will
not last forever and the recent cutbacks to our Ontario Arts Council Operating Grant have
the potential to seriously undermine our ability to carry out our mandate.
The Board of Directors, staff, membership and donors feel the Visual Arts Centre is an
integral part of this community and we are asking our representatives at Council to
discuss the information attached. We are confident that in the light of this documentation
of the truly outstanding job the Visual Arts Centre does that you will agree to support a
moderate increase in Municipal funding through to 2006. We would appreciate the
opportunity of meeting with you to discuss our concerns at your earliest convenience.
Sincerely,
.' -7 /'./. / ';('
~/ . .'/
'/ ,// "
Jean~ ichel~omarnicki,
President
'---
//
/
i/
Richard Toms,
Director
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P.O BOX 52, BOWMANVILLE ON LlC 3K8 PH: 905-623-5831 FAX 905-623-0276
EMAIL: VISUALVA@SPEEDLlNECAWWWVAC.CA
lliE VISUAL ARTS CENTRE IS SUPPORTED BY THE MEMBERSHIP, THE MU:-<ICIPALITY OF ClARINGTON, THE ONTARIO ARTS COU:-.JCII_
THE ONTARIO TRIUIUM FOUNDATION AND THE MINISTRY OF CITIZENSHIP. CULTURE AND RECREATION
The Visual Arts Centre of Clarington
143 Simpson Avenue
Bowmanville, Ontario L 1 C 3K8
Ph. 905-623-5831
Fx. 905-623-0276
email: visual.va@speedline.ca
web site: www.vac.ca
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The Visual Arts Centre of Clarine:ton-Ore:anizational Profile
Mandate/Mission
The Mission or purpose of the Visual Arts Centre of Clarington is to promote the
creation, display, and appreciation of the visual arts in the Municipality of Clarington.
Brief Historv
The Visual Arts Centre ofClarington is located in the Cream of Barley Mill. Set in Soper
Creek Valley, between the main part of Bowmanville and Lake Ontario, the site has
historic significance, and was designated as a heritage building by the Province of
Ontario in 1980.
In response to its changing community, the V AC has developed significantly since its
inception in 1974, not only maintaining and upgrading existing programs but also
transforming itself into a forum for contemporary art. In 1996 it was reclassified by
Ontario Association of Art Galleries as a Public Gallery. Community links are still strong
and vital to the organization's thriving health, while the exhibition activity has been
upgraded through an increased critical perspective and the development of publications
reflecting this activity.
Structure
One full time Director, one full time Curator, one full time Administrative Assistant. In
addition, an Art Rental Consultant. An independent bookkeeper keeps accounts. The
current board of directors has 12 volunteer members, governing a membership which is
currently at 500.
Stratee:ic Plan nine:
In view of its continuing growth in scope and professionalism, we are currently looking
at revising our mandate and undertaking a series of focus groups. This entails a process of
self-evaluation, which will lead to updated, usable documents, and consolidation of
existing mandates. Within this construct, an information package for board directors and
executive has been implemented, outlining responsibilities and providing statistical data
on the organization. The mission statement remains a constant reference against which all
programming is evaluated. Recently we have participated in a Cultural Review process
organized by the Community Services Department of the Municipality of Clarington. The
findings indicated that the Visual Arts Centre was professionally run, managed to run an
enormous number of programs with the financial resources available. They concluded
that no changes were needed with regards to governance, programming, staffing etc.
In response to our Trillium Foundation Grant we are in the pro~ss of designing a
Corporate Outreach Plan to increase corporate sector use and awarene'ss of our gallery. In
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turn this will allow us to approach these corporations and businesses for support for our
education and exhibition programming.
Artistic Policv and Role
A balanced exhibition schedule includes solo and group shows by professional artists,
opportunities for emerging artists through annual or biannual juried shows in fine arts,
craft and photography, and some community-based exhibition activity. The Curator
appoints a selection committee, which assists in a review of proposals derived from an
open call for entry as well as direct requests. These are developed relative to the overall
framework of the institution, connecting to an ongoing dialogue on cultural and historical
location, in response to the societal changes, which relate to rapid urbanization of a rural
community. Fees paid to exhibiting artists have been brought to CARF AC standards in
1999 through Ontario Arts Council increased funding. The V AC does not have a
permanent collection.
Constituency
Clarington and Durham Region, with some involvement from other parts of Southern
Ontario. Programming is targeted at the regional community of artists as well as the
general public, necessitating a diverse range of activity.
Since the area along the 401 corridor between Scarborough and Kingston (historically
referred to as "the front" as opposed to the backwoods) has no post secondary fine arts
programming, the centre provides inspiration and support for students who have few
resources for gallery viewing and hands on experience. The V AC is now a site for
Durham College Arts Foundation Studio programs, a small measure toward alleviating
this situation. In addition, there are no artist-run centers in this geographically diverse
area; therefore the V AC acts as a resource for artists living in this broadly defined region-
as a venue for exhibition, employment, and community. Finally, the Municipality of
Clarington is an active partner with the Visual Arts Centre, providing an annual grant, a
rent-free space, and staff support for a number of joint projects, thus demonstrating
mutual commitment.
Contribution to Community
Services to the artistic community include challenging and interesting programming,
revenue through employment, art sales, and rental, and creative fulfillment. Clarington
business community benefits from the V AC's participation on the Clarington Board of
Trade, Clarington Tourism, and the Tourist Association of Durham Region, while
offering specific services such as Art Rental and the pARTners Program which organizes
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public art projects with area schools. The general public takes advantage of programming
for adults and children, and local education systems benefit from Curriculum
Connections, which provides in-school artists' workshops. Our special events like
Shakespeare's Birthday are a focal point for community interaction in the arts and
opportunities to raise the profile of the centre, consolidate its volunteer base, and
contribute financially to its operations.
The engagement of an Art Rental consultant has lead to a more specialized and developed
program, with increased volume and enhanced communication between the centre, the
artists, and the local business. The successes generated through shared projects and
collaborative programming has lead to further initiatives, connecting the V AC to the
Clarington Community Services, Bowmanville Lions' Club, Bowmanville's Business
Improvement Association, Firehouse Youth Group, A Taste of Durham, and Durham
Countryside Adventure and other collaborative programming ventures involving
community groups and the corporate sector.
Buildine:s/Facilities
The centre is comprised of the Mill Gallery on the main floor, studios including a
basement darkroom and pottery, second story painting and drawing, a recently renovated
extension of our first floor exhibition space and a third floor that is currently undergoing
renovations. The building has not changed appreciably since its 1905 completion as a
three-story brick building on a fieldstone foundation, with 6400 sq.ft. It is leased for one
dollar, with major improvements such as roof, heating system, electrical system and
staircases undertaken by the municipality.
Over the next year the Visual Arts Centre of Clarington, with the support of the
Municipality of Clarington and the Ontario Trillium Foundation will undergo extensive
structural upgrades and renovations. The third floor will be renovated to provide us with
the additional exhibition and educational programming space that is needed to meet the
growing demand for arts programming in our community. In addition to more
programming space on our first floor we have added an arts resource/library area. The
washrooms will be refitted, the first floor made wheelchair accessible and new windows
and fire doors added throughout the building. Fire-safety concerns will be addressed by
adding a fire-escape and an early warning detection system.
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WHAT WE DO:
EDUCA TIONAL/EXHIBITION PROGRAMMING
. 90 Seasonal Adult and Children's Classes and Workshops (Spring, Fall, Winter).
. March Break Classes-5 full days.
. Summer Camps-10 weeks offull day classes for children.
. Storefront Art-murals created with the sponsorship of area businesses (one of our
pARTners Projects)-IO classes
. Art in the Atrium-artwork to be suspended in the atrium of the Courtice
Communty Complex. pARTners project with Municipality ofClarington and
Ontario Power Generation-6 to lOin school classes depending on project.
. Lions' Club International Peace Poster Contest-organized with the cooperation of
the Bowmanville Lions' Club and local schools-9 classes
. Firehouse Youth Group-Pottery classes sponsored in part by the V AC for area
youth-4 classes.
. Curriculum Connection- our outreach program that puts a professional artist in the
classroom. We also encourage classes to visit the V AC for instruction in a number
of artistic disciplines (the most popular are pottery classes)-25 classes.
. Birthday Parties-groups of children 12 or under who are Family Members can
book a party around our other programming-IS classes.
. Drawing From Nature-an introduction in drawing held with sponsorship of
Ontario Power Generation in their wetlands-4 classes.
. Durham College-the Design Foundation course rents studio space at the V AC for
part of their studio programs-8 classes.
. Studio Rental-rental of studio space to members who need space or the use of
equipment.
. School Projects-projects that are larger in scale including our Bench Project that
will involve a contest for Bowmanville High School Students to design a bench
for outside the Visual Arts Centre.
. Video Series-10 videos aired in conjunction with our Summer Camp Lunch
Program.
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. Artist Talks/Lectures-largely in conjunction with our exhibition programming
these talks involve lectures, slide show, discussion groups etc.
. Art Rental Program-art is rented to area businesses through this program. Offers
area artists much needed exposure and raises the profile of the Visual Arts Centre
in area businesses. Clients include the Municipality of Clarington, Goodyear
Canada, Morris Funeral Chapel etc.
. Exhibition Catalogues-produced in conjunction with our Mill Gallery exhibitions
these catalogues are nationally and internationally circulated through museums,
art galleries and library services and are catalogued according to the National
Library of Canada -5 publications a year
. Exhibition Programs-programs that are produced for our Community Exhibitions-
3 per year
. Promotional Cards/Invitations-produced to market our education and exhibition
programming initiatives-20-25 per year
. Newsletter-published and distributed 6 times a year to members, media school
etc. Includes programming information and information on special
events/fundraisers etc.
. Web site (www.vac.ca)-updates programming Special Events usually updated
with production of newsletter
. Special EventslFundraisers-Wine Tasting (Archibald Orchards), Shakespeare's
Birthday (Donor Appreciation Event), Shakespeare in Soper Creek Park
(Driftwood Theatre Group), Summer Barbecue, Studio Tour location, Maple
Festival, Clarington Business Group Trade Show, Shadowbox Junction Junior,
Silent Night-Silent Auction, Yuletide-100 Small Paintings.
. Mill Gallery Exhibitions-8 exhibitions a year- Our goal is to strike a balance
between regional, provincial and nationally recognized artists and to offer the
community the best of our regional artists and more challenging work from
national and internationally recognized artists.
. Municipal Administration Centre Exhibitions-Clarington Gallery. 11 exhibitions a
year that feature both local and regional artists.
. Municipal Administration Centre Exhibitions-Artists' Showcase. 4 exhibitions a
year that feature strictly local artists.
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. Art On Public Lands-a juried sculpture competition open to regional, national and
international artists. Sculpture is situated on the grounds of the Visual Arts Centre
in Soper Creek Park. Organized and installed with the assistance of the
Municipality of Clarington.
ABOUT OUR FUNDING:
. The Visual Arts Centre is a fiscally responsible not-for-profit charitable
corporation that despite many challenges has always managed to remain fiscally
responsible. Unlike some of our sister organizations the Visual Arts Centre has
historically operated on a balanced budget and has not financed a deficit year to
year
. Our funding comes from many sources that including the Municipality of
Clarington. The Ontario Trillium Foundation, the Ontario Arts Council, Human
Resources Development Canada, private and corporate donations, programming
revenues and membership fees.
. To continue to offer our current level of education and exhibition programming,
staffing levels, hours of operation etc. through 2003-2006 and beyond the Visual
Arts Centre needs to have revenues totaling approximately $200,000. This will
allow us to continue to offer quality arts and exhibition programming to our
community with professional staff in a well-maintained heritage building.
CHALLENGES FACING FUTURE FUNDING LEVELS:
. Increases in operating costs including insurance, hydro, heating etc. These are all
projected to rise substantially in the coming years.
. Decreases in funding from the Ontario Arts Council. The Visual Arts Centre has
seen a steady decline in our OAC Operating Grant for Public Galleries from
$19,800 (2001) to $16,830 (2002) to $13,340 (2003). If this trend continues we
will see a reduction in staffing and this will immediately affect the levels of
programming we can sustain. Note: One of the reasons the Ontario Arts Council
cites for this decline in the amount of our grant is "that we are offering too much
programming and much of it is community based." The V AC is not optimistic
that it can reverse this trend or that it should cater to the whims of the OAC and
ignore the needs of our community.
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. The Ontario Trillium Foundation is currently our largest funding partner
providing us with $50,000 in operating funds in 2001 and $25,000 in capital.
Unfortunately throughout the 5-year life of our foundation grant these levels
decline dramatically. In 2003 we will receive ($45,000), in 2004 ($35,000) and in
2005 ($20,000)
. In 2006 the Visual Arts Centre of Clarington could potentially see a reduction in
it's operating budget of $50,000-$65,000 from our current level. It is possible to
self-generate some of this money through programming fee increases and
corporate and private donations. But is wildly optimistic to think that the V AC
can replace all of this lost revenue through these initiatives.
. The result will be that through the assistance of the Municipality of Clarington
and the Ontario Trillium Foundation investing in capital renovations the V AC
will have preserved a local heritage site, created a safer, more accessible gallery
and raised its profile locally, provincially and nationally, but won't have the
operating funds necessary to allow the sustained level of programming we
currently offer This will happen in spite the fact of the rapid urbanization and
population growth of Clarington and the expanded need for arts programming for
families moving to the community.
CONCLUSION:
. Public Galleries in Ontario receive on average 43% of their funding from the
municipalities in which they are situated. Currently the Visual Arts Centre of
Clarington receives approximately 25% of it's funding from the Municipality of
Clarington. As provincial granting agencies receive cuts these cuts will be passed
onto public galleries that already struggle to maintain a balanced budget. This
"downloading" of fiscal responsibility from the Province of Ontario to smaller
towns and municipalities is common in other sectors.
. To operate a public gallery it is necessary to have a foundation of core funding
that allows the planning of future programming, reliance on the Ontario Arts
Councilor other granting agencies to support the V AC is problematic given their
tendencies to dictate the exhibition and education programming schedule and
require the V AC to redefine its mandate and remove many of the community
programs it currently offers.
. While the V AC will actively search out other private and corporate funding
partners these sources too are uncertain and depend on the ever-changing
economic climate.
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. The Visual Arts Centre needs a commitment from the Municipality of Clarington
to increase its funding substantially over the coming few years to bring it up to the
provincial average of 43% and give the Visual Arts Centre a stable foundation on
which to build and meet the growing needs of the community.
*See attached for a comparison of municipal funding of the Visual Arts Centre of
Clarington and the Whitby Station Gallery respectively.
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The Visual Arts Centre of Clarinaton
ErQposed Levels of Municipal Funding 2003-2006
I I .. ~..._----
YEAR AMOUNT ,% of FUNDING
I -
_.~- ,.. - I
_______d _ ----
2002 $54,000 , 27%
'0---__"'-.-'-- --
- ---
2003 $60,000 30%
--
",..-.-- - --roo
2004 _ J67,500 33.75%
----~_._..."- - -- .----- ___n...
2005 $75,000 37.50%
-------
------- ---
2006 $86,000 i 43% ,
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A COMPARISON OF THE VISUAL ARTS CENTRE OF
CLARINGTON AND THE STATION GALLERY WHITBY 2001\
i , I
f-------------------- I ;The Visual Arts Centre The Station Gallerv
I --- I -l --1 -2~~,060 I
Total Budget 191,925
MunicipallTown Support 50,000 116,000 (and $18,000 capital)
% MunicipalfTown Support 26% 49%
I ,
Exhibitions 23 11
;
Catalogues , , 5 3
,
I ----
Newsletters 6 4
I -
Special Events 9 7
I
Membership 500 550
I -
ClaSs Visits --
53 0
I -
Video Series --- 10 0
---
Classes 129 43 ' ---
.~~---- i ~.._.._-_._-+---~,--_._--
,
Artist Talks 8 9
Summer Camps 10 2
----
i
March Break - , 5 full days 4 days
I ,
~!~dio Rental I I YES NO
I I .-..
Art Rental Program I YES - -
: NO
I ,
~irt.!'~~l_ Parties I , I 5 0
-- ....-.--..-.. i --
i
Storefront Art i YES NO
I --...---- ! --. -.-
,
Art In the Atrium I YES NO
Lions' International Peace Poster YES NO -
C . I I I I
umcu um Connections 53 classes 0
I
Artist Talks/Lectures 10 lectures 6 lectures
Web Site YES NO
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. ,
.
Art On Public Lands I I I YES I NO I
, I I I I I I ---
I
Total Classes 216 43
I I
Collection I I NO YES
i I
Full Time Employees I 3 2
1339