2020 Budget Overview – Education Session · 2019. 12. 6. · Reserve Funds 39 $- $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 General municipal purposes Rate

2020 Budget Overview – Education SessionDecember 6, 2019

Agenda

External Factors

Historical Trends

BMA Comparative Review

Citizen Engagement

Asset Management

Reserves and Reserve Funds

Long Term Debt Management

2020 Departmental Budgets

Next Steps

2

External Factors

External Factors - Economy

Economic

Real GDP in Ontario forecasted to increase annually

1.5% in 2020, 1.5% in 2021 and 1.9% in 2022

Averaged 2.5% per year from 2016 to 2018

Employment growth projected to average 1.1% per

year from 2020 to 2022

In Clarington growth may be higher than this thanks to

OPG, cannabis industry, Toyota

2019 saw a significant decrease in new housing starts,

may impact upcoming years supplemental taxes

4

External Factors -Changing Government Landscape

Provincial Government

Changes

Planning Act

Development Charges Act

Provincial Policy Statement

Reporting Burden

5

Planning for Future Funding Changes

The Municipality relies on two sources of capital

funding from the Federal Government and Provincial

Government

Federal Gas Tax - $2.8m

not anticipated to change

Ontario Community Infrastructure Fund - $1.8m

Will no longer be eligible likely in 2023

Province is looking at making changes to program

6

Historical Trends

2020 Growth And Tax Levy

1% = $598,227

Taxable growth in 2019 = $365,853,484

Provides new revenue of approximately $1,608,600

2019 Municipal Levy = $59,822,692

2020 Levy target before growth = $61,019,217

2020 Levy target with growth = $62,627,817

8

Historical Assessment

2014 2015 2016 2017 2018 2019

Non-Residential Assessment 1,820,508,421 1,486,967,200 1,529,858,483 1,649,639,677 1,236,888,189 1,315,157,189

Residential Assessment $8,743,544,872 $9,585,089,172 $10,026,233,962 $10,889,413,519 $11,942,271,342 $13,038,463,002

$-

$2,000,000,000

$4,000,000,000

$6,000,000,000

$8,000,000,000

$10,000,000,000

$12,000,000,000

$14,000,000,000

$16,000,000,000

Historical Assessment

2014 to 2019

9

2020 Final Assessment is not

available at this time

2019 Assessment Mix

Residential Farmland Multi-Res Commercial Industrial Large Industrial Pipeline Managed Forest Exempt

2019 $12,353,533,512 548,596,334 136,333,156 925,892,753 125,299,526 175,737,765 53,145,148 35,081,997 532,214,452

$-

$2,000,000,000

$4,000,000,000

$6,000,000,000

$8,000,000,000

$10,000,000,000

$12,000,000,000

$14,000,000,000

2019 Assessment By Type

83.0%

6.2%3.7%

3.6%

10

How Is the Money Spent - 2019

11

Municipal Budget Increases

12

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Local Budget Increase 4.44% 2.35% 2.97% 3.80% 3.75% 3.75% 3.74% 3.65% 3.89% 3.15% 2.93% 2.20% 2.00%

0.00%

0.50%

1.00%

1.50%

2.00%

2.50%

3.00%

3.50%

4.00%

4.50%

5.00%

Local Budget Increase

as a %

Municipal

Increases are on

a downward

trend

Proposed Budget

Increase 2.0%

Municipal Capital Support

13

2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Support to Capital Budget $3,228,626 $3,555,836 $3,657,952 $4,646,886 $5,013,673 $5,462,846 $6,248,230 $7,198,862 $7,430,643 $7,974,854

$-

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

$7,000,000

$8,000,000

$9,000,000

Tax Support to Capital

2011 to 2020

Support to Capital Budget

Preliminary

Draft

BMA Comparative Review

Province Wide Study – BMA Consulting

Clarington participates in the annual study by BMA

Management Consulting Inc.

Final study has been provided to Council

Provides a valuable tool for comparing Clarington

with other municipalities independently

15

Socio-Economic Factors Overview

16

Factor Clarington Total Survey

Average

GTA Average

2019 Population (per Manifold Data Mining) 100,790

2019 Population Density per sq. km. 165 546 1,131

2011 to 2016 Population Increase (%) 8.8% 4.8% 6.0%

3-Year Average Building Construction Value per

Capita

$ 3,910 $ 3,010 $ 3,579

2019 Estimated Average Household Income $ 120,703 $ 105,849 $ 131,495

2019 Weighted Median Value of Dwelling $ 370,279 $ 356,000 $ 597,000

2019 Unweighted Assessment per Capita $ 142,413 $ 163,809 $ 222,399

2019 Weighted Assessment per Capita $ 146,364 $ 165,386 $ 235,142

Financial Indicators

Sustainability – The ability to

provide and maintain service

and infrastructure levels

without resorting to unplanned

increases in rates or cuts to

services

17

Clarington Survey

Financial Position

per Capita

$ 728 $ 523

Tax Asset

Consumption

Ratio

40.7% 44.0%

Net Financial

Liabilities Ratio

(0.87) (0.42)


Vulnerability – Addresses a

municipality’s vulnerability to

external sources of funding

that it cannot control and its

exposures to risk

18

Clarington Survey

Tax Reserves (less Water and Wastewater) as % of

Taxation

106% 76%

Tax Reserves as % of Own Source Revenue 79% 55%

Tax Reserves / Capita $ 668 $ 752

Tax Debt Charges as a % of Own Source Revenues 0.9% 4.1%

Total Debt Outstanding / Capita $ 142 $ 762

Tax Debt Outstanding / Capita $ 142 $ 507

Debt Outstanding per Own Source Revenue 16.8% 41.6%

Debt to Reserve Ratio 0.2 0.9


Flexibility – The ability to issue

debt responsibly without

impacting the credit rating.

Also, the ability to generate

required revenues

19

Clarington Survey

Taxes Receivable as

% of Taxes Levied

4.5% 5.4%

(GTA

Avg)

Rates Coverage

Ratio

94.0% 92.0%

Comparing Levy and User Fees

While levy per weighted CVA

is higher than the GTA, this can

be accounted for by the very

high commercial assessment

and industrial assessment

(which pays a higher ratio) in

the central GTA and Western

GTA.

20

Clarington Survey GTA

Net Levy per Capita $ 1,482 $ 1,592 $ 1,575

Net Municipal Levy per $100,000

Unweighted CVA

$ 1,040 $ 1,093

Net Municipal Levy per $100,000

Weighted CVA

$ 1,012 $ 1,046 $ 714

Development Charges – Single

Detached

(Single and Lower Tiers)

$ 17,723 $ 19,197

max $

72,432

Residential Building Permit Fee

(167 m2 property $270,000 value)

$ 2,275 $ 2,303

Property Taxes (2019 Total)

21


Detached Bungalow $ 3,583 $ 3,449 $ 4,344

2 Storey Home $ 4,630 $ 4,611 $ 5,109

Senior Executive Home $ 5,584 $ 6,420 $ 6,967

Walk Up Apartment / Unit $ 2,087 $ 1,404 $ 1,429

Mid / High Rise / Unit $ 2,216 $ 1,758 $ 1,597

Neighbourhood Shopping / sq. ft. $ 4.99 $ 3.72 $ 4.27

Office Building / sq. ft. $ 3.48 $ 3.13 $ 3.61

Industrial Standard / sq. ft. $ 1.95 $ 1.69 $ 2.19

Industrial Large / sq. ft. $ 0.55 $ 1.11 $ 1.58

Industrial Vacant Land / acre $ 4,184 $ 4,096 $ 9,272

Detached Bungalow – 2015 to 2019

-

1,000

2,000

3,000

4,000

5,000

6,000

2015 2016 2017 2018 2019

Detached Bungalow - Tax Levy

2015 to 2019

Brock Clarington Oshawa Pickering Whitby

22

2 Storey – 2015 to 2019

23

-

1,000

2,000

3,000

4,000

5,000

6,000

7,000

2015 2016 2017 2018 2019

Change in Tax Levy - 2 Storey

(2015 to 2019)

Brock Clarington Oshawa Pickering Whitby

A Tale of Two Houses – Two Storey

Oshawa Clarington

24

$5,496 $4,630

Affordability of Taxes


Property Taxes as a % of Household Income 3.6% 3.8%

Water / Sewer + Taxes as a % of Household Income 4.3% 4.9% 4.5%

25

Citizen Engagement

Clarington Budget Coffee House

Initial attempt at an open house concept

Purpose is to provide opportunity for citizen

feedback and education

Three locations (Newcastle, Bowmanville, Courtice)

27

Clarifying Your Taxes

Concern

The Municipality increased my taxes 2%, the Region increased my taxes 2%, and the Province increased education rates 2% so my taxes went up 6% this year!!

My property is worth 5% more, plus taxes are going up 2% so my property taxes will be 7% higher?

How it Works

Your tax bill is for all of the Municipality, Region and Education. The Municipality is approximately 33% of your tax bill, therefore a 2% increase is only a 0.66% increase to your total tax bill. If everyone increases 2%, your bill goes up 2%.

No, the Municipality determines its levy (the money it needs to collect) increase on a total basis. As assessments increase the tax rate decreases, you pay a lower rate on a higher assessment. Your individual increase depends on how your assessment changed in relation to everyone else in the Municipality

28

Asset Management

Regulatory Changes

July 1, 2019 – Strategic Asset Management Policy

•Outline commitments to best practices and continuous improvement

July 1, 2021 – Phase 1

•Core assets

•Current level of service measured by standard metrics

•Costs to maintain levels of service


•Phase 1 extended to all assets


•Add proposed levels of service

•Lifecycle management and financial strategy

Update Phase 3 every 5 years

30

Asset Management In Clarington

Asset Management Plan received in fall 2017

Meet requirements of funding agreements

Strategic Asset Management Policy approved in spring 2019

New requirements for Council

Must approve asset management plans (which will include financing strategy eventually)

Increased public awareness (requirement for AMP to be on the website)

Working on aligning AMP, DC Study and Long-term financial planning

31

Capital Forecast 2021 to 2024

32

$ -

$ 2,000,000

$ 4,000,000

$ 6,000,000

$ 8,000,000

$ 10,000,000

$ 12,000,000

2020 2021 2022 2023 2024

Tax Levy Capital Support

2020 to 2024

Corp.Services Clerks Emerg. Services Engineering Operations Comm.Services Planning

Capital Forecast 2021 to 2024 – Total Capital

33

$-

$10,000,000.00

$20,000,000.00

$30,000,000.00

$40,000,000.00

$50,000,000.00

$60,000,000.00

$70,000,000.00

$80,000,000.00

$90,000,000.00

2020 2021 2022 2023 2024

Total Capital Cost – Forecast 2021 to 2024

Corporate Services Clerk's Department Emergency Services Engineering Services Operations Community Services Planning Services Libraries / Museums

Key Capital Forecast Items

Emergency Services

Annual replacement of SCBA, gear, boots

Pumper Replacement x 4

Tanker Replacement x 2

Cars and other vehicles

Fire safety house

Community Services

Orono Pool change rooms

Roof replacements and HVAC work at RRC, ASC, CCC

Fitness equipment replacement at CCC

RRC washrooms, lobby reno, and flooring

CCC boiler and pool slide replacements

SCA air handler unit and ice resurfacer replacements, Pad B rubber flooring

HV at BIS

Engineering Services

Rural Road rehabilitation

Various other road and related reconstructions

Accessible signal upgrades

Operations Department

Rural Road resurfacing

Clarington stormwater pond and Orono Mill pond

Park furniture/equipment

Various roof replacements

34



Obligatory Reserve Funds

Shown as deferred revenue on balance sheet

Legislative or contractual obligation (i.e. Development charges, gas tax, etc.)

Reserves

Not separately held fund (it’s a parking lot)

Does not earn interest

Reserve Fund

Separately reported fund with income and expenses

Earns interest

36

$-

$10,000,000

$20,000,000

$30,000,000

$40,000,000

$50,000,000

$60,000,000

$70,000,000

$80,000,000

$90,000,000

$100,000,000

2014 2015 2016 2017 2018

Year End Balances


Obligatory Reserve Funds Reserves Reserve Funds


37

$- $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000 $35,000,000 $40,000,000 $45,000,000

Parkland cash-in-lieu

Federal gas tax

Building code act

Provincial infrastructure

Development charges


2018 2017 2016 2015 2014

Reserves

38

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

$4,000,000

Tax write-off Acquisition of capital

assets

Legal / consulting issues Election expenses Fire prevention Waterfront trail Burketon park

improvements

Samuel Wilmot nature

area

Clarington Heritage

Committee Board

Reserves

2014 2015 2016 2017 2018

Reserve Funds

39

$- $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000

General municipal purposes

Rate stabilization

Strategic capital

Recreation programs and facilities

Debenture repayment

Industrial development

Other cultural

Acquisition of capital assets

Newcastle Waterfront study

Municipal capital works

Other capital - unspecified

Road contributions

Westside Bridge / Bowmanville Marsh

Port Granby LLRW

Community Improvement Plan

Business Improvement Areas

Hampton Union Cemertery

Community Emergency Management

Reserve Funds

2018 2017 2016 2015 2014

$5million is

committed to

Bowmanville

Hospital

Foundation

Projected Available Balances – Reserve Funds

Development Charge Projected

December 31

General Government $382,761

Public Library 830,462

Emergency Services 5,433,091

Indoor Recreation (1,029,792)

Eng – Park Development & Facilities 1,442,791

Operations 1,990,691

Roads and Related 9,279,120

Parking 462,929

Reserve Fund Projected

December 31

Strategic Capital $10,240,660

General Municipal 2,978,494

Rate Stabilization 6,653,220

Engineering Inspection 2,991,219

Building Division 2,623,731

Library Capital 255,818

40

Does not include 2019 DC receipts

Changes to Reserve and Reserve Fund Transfers

Reserves

Increased transfer to Pits and Quarries to reflect increased budgeted revenue from aggregate fees

Funding $50,000 of ward boundary review from the Election Expenses reserve

Reserve Funds

Increased Parking Lot reserve fund transfer to reflect increase in budgeted revenue

Maintained contribution to future staffing at $250,000 per 2019 budget

Small increases (<$25,000 each) to fire equipment, facilities/park maintenance, operations equipment, community services capital, community services building reserve funds for future capital uses

Utilize DC reserve funds for growth related projects and capital

41

Long Term Debt

Management

Debt Regulations

43

The Municipality has several restrictions for issuing debt

Capital only

Maximum debt servicing costs of 25% of own source revenues

Can only issue debts through the Region of Durham

• Timing of issuance and cost of debt is not within our control

Funding of debt servicing costs can be Development Charge related

Debt Servicing Costs vs Annual Repayment Limit

44

-

5,000,000

10,000,000

15,000,000

20,000,000

25,000,000

2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033

Debt Servicing Costs vs Annual Repayment Limit (2020 to 2033)

Total Annual Repayment Limit (2019)

Total Ending Balance for Existing Long Term Debt

45

$-

$5,000,000

$10,000,000

$15,000,000

$20,000,000

$25,000,000

$30,000,000

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033

Ending Balance for Long Term Debt

2007 to 2033

Total

BIS &

Green Road

Future Debt Use

A policy will be developed for debt management

The asset management strategy will drive priorities for projects which will impact timing of potential debts

A long-term financial strategy is suggested

Takes into account DC Study

Asset Management Plan

Strategic Plan

Master Plans

46

Projected Future Debt

South Bowmanville Recreation Centre

The amount of debenture will depend on the

potential receipt of grant funds

Debt may be eligible for Community Benefits Charges

Note: regulations on CBCs are still outstanding

Repayment of CBC-funded debt may be difficult if

development slows

Interest rates may vary from 2% to 5% per the

Region of Durham

This has a significant impact on the overall cost of the

project

47

Forecasted Debt Balances

48

$ -

$ 10,000,000

$ 20,000,000

$ 30,000,000

$ 40,000,000

$ 50,000,000

$ 60,000,000

$ 70,000,000

2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040

Debt Balance Forecast - No Grant Funding

Existing Debt Proposed Debt - SBRC

Forecasted Debt Balances

49

$ -

$ 5,000,000

$ 10,000,000

$ 15,000,000

$ 20,000,000

$ 25,000,000

2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041 2042

Debt Balance Forecast - Grant Funding

Existing Debt Proposed Debt - SBRC

Forecasted Debt Servicing Costs

50

-

5,000,000.00

10,000,000.00

15,000,000.00

20,000,000.00

25,000,000.00

2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040

Debt Servicing Costs with Forecasted Debt

Total Debt Servicing - Existing Total Debt Servicing - SBRC with grant ARL

2020 Budget Submissions

2020 Corporate Wide Comments

In 2018 the corporate phone plan was changed,

budgets in 2020 throughout the corporation are

lower to reflect the realized savings from this

initiative

Hydro, gas, water and other utilities are adjusted

based on trending information on usage over the

past two years. In most cases this results in a

reduction.

52

2020 Staffing Requests - New

Planning

Planner I – Special Projects

Operations

Orono Cemetery staff (seasonal)

Clerks

Municipal Law Enforcement Co-Ordinator (not tax

levy)

Community Services

Aquatic Programmer full time

Customer Service Programmer 24hr part time

Engineering

Deputy Chief Building Official (not tax levy)

Emergency Services

4 Full-time firefighters

53

Mayor and Council

2020 Budget Highlights

Operating Budget Highlights

Increased conferences to bring all members in line

Funds can be used for courses and other training

Increased travel allowance to match with the

compensation by-law

Miscellaneous expenses have not been increased

Council may wish to consider if Integrity

Commissioner costs should be budgeted for

Capital Budget Highlights

No capital items

55

AdministrationChief Administrative Officer

Andrew Allison


Clarington Board of Trade Increase

Increase per existing contract with CBOT 3%

CAO

Reduced professional fees for service delivery reviews and

transferred to Internal Audit

Climate Change

Increased travel to reflect need to attend meetings

Internal Audit

Establish sub-department for greater focus on function

Transferred costs from Finance and CAO

Communications

Increased design costs to reflect actuals

Reduced advertising expenses

Web redesign proposed (fully funded from reserves which

were ear marked for this need)

Tourism

Increased design costs to reflect actuals

Increased travel to reflect increased attendance at events

Decreased commission expense, advertising revenue, and

printing costs to reflect proposed discontinuation of

visitors guide

57

Legal ServicesMunicipal Solicitor

Rob Maciver



Decreased engineering agreement fee revenue to

reflect declining need for service

Increased conveyance expenses to reflect increased

needs for title searches

Decreased membership and association dues to

reflect decreased requirements


No Capital Budget

59

Corporate ServicesDirector Of Corporate

Services

Marie Marano



Administration

Increase phone, fax, postage, courier to consolidate costs

Human Resources

Decrease legal fees, consulting fees to reflect anticipated 2020 needs

Increase bank service charges to reflect needs

IT

Reallocate consulting fees to student wages to implement IT security intern program

Increase travel and repairs to reflect actual

Increase software maintenance to reflect more “cloud” services

Health and Safety

Increase in travel and membership dues to reflect actual

Create separate line for mental health initiatives


Project Tax

Support

Other

Computer Hardware $49,400 $102,000

Computer Software 521,100 50,000

61

Clerk’s DepartmentMunicipal Clerk

Anne Greentree

2020 Budget Highlights - Operating

Clerk’s

Increased shredding expenses to reflect corporate needs

Increased travel for meetings

Increased record retention for workflow management

Decreased livestock expenses to reflect actuals

Elections

Ward Boundary Review (partially funded from reserves)

Cemeteries

Created Orono cemetery accounts

Planning for new Hampton columbarium

Increased burial permit revenues

Fleet

Adjust fuels and repairs for addition to fleet

63

Animal Services

Decrease clothing, uniforms, postage, freight

Increase in membership and association to reflect actuals

Increase commission expenses and revenues to reflect number of licenses being issued for animals

Municipal Law Enforcement

Increased snow fees recoverable (expenses and revenue) to reflect actuals

Created miscellaneous revenue account

Parking Enforcement

Increased revenues to reflect actuals (goes to RF)

Decreased phone to reflect contract change

Increased bank service charges to reflect actuals

2020 Budget Highlights - Capital

64

Finance and Unclassified

Administration

Director Of Finance /

Treasurer

Trevor Pinn


Finance

Increased fines revenue to reflect interest and fines on

unpaid amounts

Decreased office supplies to reflect less toner use

Decreased printing costs to reflect change in contract

Increased membership and association dues to reflect

professional memberships

Decreased travel to better reflect shift to online

courses and reduced travel

Unclassified Administration

Decrease in professional fees related to one-time work

for Development Charges study (funded by DC) and

triennial actuarial study

Increase in reception/tributes to reflect increased

retirements

Increase to staff development due to demand

66

Emergency / Fire ServicesDirector Of Emergency / Fire

Services

Gord Weir


Administration

Increased uniforms for new firefighters (growth

firefighters funded from DCs)

Increased miscellaneous operating supplies for medical

licences, and other miscellaneous items

Increase special events for additional participation in

public events

Created a budget for miscellaneous fire call revenue

Fire Communication

Increase for contract with City of Oshawa for dispatch

68

Fire Prevention

Increase in consulting for Fire Masterplan (DC funded)

Fire Suppression

Increase in maintenance for annual costs for tablets for

command in 3 full time trucks

Increased funding for part time firefighters in Station #1

and Station #2


69

Engineering ServicesActing Director Of

Engineering Services

Ron Albright


Administration

Increased office supplies

Increased membership and associations to reflect actual

Eliminated studies

Building Inspection (not levy supported)

Decreased consulting expenses

Increased printing costs to reflect digitization of building records

Increased furniture and fixtures to reflect chair replacements

Parks

Reduced park development consulting expenses

71


72

Park Projects

Newcastle Community Park –

Phase I

1505 Bowmanville Ave Trail to

Rhonda Park

Farewell Creek Trail Phase II

Additional Funding for Alignment

73

Roads and Related Projects

▪ Roads

Pavement Rehab Program

Roadside Protection Program

Rural Road Program

Projects >$100,000

Longworth Avenue Oversizing

Rudell Road Reconstruction

Lake Road Extension

Millstream Lane Rehab

North Street

▪ Related

Sidewalks

Various Unspecified projects

Projects >$100,000

Regional Road 57 Multi-use Path

Highway 2 Sidewalk

Active Transportation Master Plan

RR 17 Sidewalk

Traffic Signals

Accessible Signal Upgrade – King Street at Roenigk Drive

Traffic Signals – Countdown Indicators (18 locations)

Accessible Signal Upgrade – King Street at Temperance Street

74

Operations DepartmentDirector Of Operations

Fred Horvath


Administration

Increased meal allowance to reflect actuals

Decreased office supplies

Decreased books, clothing, postage, active net fees

Increased travel, misc. expenses for actuals

Street lighting

Budget maintained, unspent funds to be used to repay LED installation

Increased ONT1Call to reflect increased call volume

Parks

Reallocate forestry related costs to forestry sub-department

Increased uniforms/clothing

Forestry

Reallocated from other areas in Operations

Cemetery

Orono Cemetery operating costs funded from former grant

Reduced abandoned cemetery supplies to reflect actuals

Building and Property Maintenance (Including MAC, Halls, Other)

Increased clothing/uniforms

Reallocated Kendal repair work to Beech Centre

Road Maintenance

Increased culverts in various areas to reflect increased costs

Increased patrol operating supplies for GPS costs for fleet

Increased senior snow clearing contract to reflect increased usage

Increased sidewalk maintenance contract to reflect additional sidewalks

Winter maintenance increased to get closer actual costs (phased in over two years)

Increase in guiderails to reflect additional work to be completed for safety

76



Asset Class Tax

Support

Other

Parks $225,000 $185,000

Cemetery 0 1,335,000

Roads and Structure 60,000 0

Building and Property 820,000 155,000

Road Maintenance 1,955,000 575,000

Fleet 0 885,000

77

Project Highlights

Parks

Various Park Upgrades

Park Furniture / Equipment

Cemetery

Expansion of Bowmanville Cemetery

Roads and Structures

Retaining Walls

Buildings and Property Services

Visual Arts Centre

Various Roof Replacements

Various Arenas

Newcastle Community Hall

Operations Depot Improvements

Clarington Stormwater Pond Cleanout

156 Church Street

78

Community ServicesActing Director Of

Community Services

George Acorn


Administration

Reduce books, postage, travel to reflect actual

Recreation Services Administration

Reduce departmental issued clothing revenue

Reduce vehicle repairs and maintenance

Increase membership and association dues to reflect actuals

Programs

Adjustments to revenues to reflect programs offered

Increase in aquatic programs

Fitness programs decreased in certain areas

Facilities

Adjustments to revenue to reflect changing demands

Increase repairs and maintenance to reflect ice plant work

at RRC and SCA

Increase clothing/uniform to reflect anticipated retirements

and attract aquatic staff

Increases to travel, special equipment training and

furniture/fixtures to reflect anticipated needs in 2020

Increases to repairs/maintenance accounts to reflect

anticipated work on aging infrastructure

80



Asset Class Tax

Supported

Other

Facilities $ 310,000 $ 4,971,000

81

Capital Projects

South Courtice Arena

Heat Pump Compressors Replacement

Pad B Steel Overhead Door Replacement

Diane Hamre Recreation Complex

Gym Safety Padding Installation

Various

Annual Building Studies

South Bowmanville Recreation Centre

Facility Safety Bollards / Planters

Rickard Recreation Complex

Rubber Floor Replacement Pad B

Pad A Air Curtain

Walk Behind Scrubber Replacement

Pad B Dressing Room Door Replacement

Client Services Office Restructure

Courtice Community Complex

Roof Replacement

Women’s Sauna Wall Replacement

Fitness Equipment Replacement

Domestic Hot Water Equipment Replacement

Skylight Panel Replacement

Women’s Gym Change Room Carpet Replacement

82

Planning ServicesActing Director Of Planning

Services

Faye Langmaid



Decrease office supplies, office equipment, printing,

small equipment purchases

Increase postage and courier to reflect need to

communicate for Zone Clarington

Increase memberships and travel to reflect actual

Adjustments to various revenues to reflect predicted

demand in 2020


Asset Class Tax

Supported

Other

Land Acquisition $634,717 $68,979

84

Ongoing Development

85

External Agencies and

Related Organizations

Levies, BIAs

Levies relate to the Region of Durham and the educational portion for the Province of Ontario

These are outside of our control and are simply a flow through as we are the collecting agent

BIAs are established in Orono, Newcastle and Bowmanville

The BIA sets their budget and requests that the Municipality collect based on assessment within their boundaries

It is anticipated that the BIA budgets may be confirmed after the Municipality’s budget in January 2020.

87

Historical External Agency Support

88

$-

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000

$350,000

Community Care Durham Bowmanville Older Adult FireHouse Youth Newcastle Community Hall Grandview Children's Centre Visual Arts Centre

External Agency Grant Awards for 2015-2019 and 2020 Grant Request

2015 award 2016 award 2017 award 2018 award 2019 award 2020 request

2019 Increase due to annualization of Courtice Youth

Centre and six months of Newcastle Youth Centre

2020 increase >2% relates to annualization of funding

for Newcastle Youth Centre

Next Steps

Upcoming

Meeting

Dates

90

2 Jan. 2020

Draft budget book distribution

10 Jan. 2020

Special General Government Committee Meeting (External Agencies)

13 Jan. 2020

Special General Government Committee Meeting (Budget)

20 Jan. 2020

Council Meeting with budget ratification

Conclusion

Draft budget is well underway and will be near the target level

It is important to make decisions with a long-term view, decisions made today could hinder choices in the future

91

2020 Budget Overview – Education Session · 2019. 12. 6. · Reserve Funds 39 $- $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 General municipal purposes Rate

Documents