The 2020 Municipal Budget overview session for the Municipality of Clarington

1. 2020 Budget Overview – Education Session
December 6, 2019

2. Agenda
 External Factors
 HistoricalTrends
 BMA Comparative Review
 Citizen Engagement
 Asset Management
 Reserves and Reserve Funds
 LongTerm Debt Management
 2020 Departmental Budgets
 Next Steps
2

3. External Factors

4. 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

5. External Factors -Changing
Government Landscape
 Provincial Government
Changes
 Planning Act
 Development Charges Act
 Provincial Policy Statement
 Reporting Burden
5

6. Planning for Future Funding Changes
 The Municipality relies on two sources of capital
funding from the Federal Government and Provincial
Government
 Federal GasTax - $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

7. Historical Trends

8. 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

9. 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

10. 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 ByType
83.0%
6.2%3.7%
3.6%
10

11. How Is the Money Spent - 2019
11

12. 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%

13. 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

14. BMA Comparative Review

15. 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

16. 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
2019Weighted MedianValue of Dwelling $ 370,279 $ 356,000 $ 597,000
2019 Unweighted Assessment per Capita $ 142,413 $ 163,809 $ 222,399
2019Weighted Assessment per Capita $ 146,364 $ 165,386 $ 235,142

17. 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)

18. Financial Indicators
 Vulnerability – Addresses a
municipality’s vulnerability to
external sources of funding
that it cannot control and its
exposures to risk
18
Clarington Survey
Tax Reserves (lessWater andWastewater) 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

19. Financial Indicators
 Flexibility – The ability to issue
debt responsibly without
impacting the credit rating.
Also, the ability to generate
required revenues
19
Clarington Survey
Taxes Receivable as
% of Taxes Levied
4.5% 5.4%
(GTA
Avg)
Rates Coverage
Ratio
94.0% 92.0%

20. 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 andWestern
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 LowerTiers)
$ 17,723 $ 19,197
max $
72,432
Residential Building Permit Fee
(167 m2 property $270,000 value)
$ 2,275 $ 2,303

21. Property Taxes (2019Total)
21
Clarington Survey GTA
Detached Bungalow $ 3,583 $ 3,449 $ 4,344
2 Storey Home $ 4,630 $ 4,611 $ 5,109
Senior Executive Home $ 5,584 $ 6,420 $ 6,967
Walk Up Apartment / Unit $ 2,087 $ 1,404 $ 1,429
Mid / High Rise / Unit $ 2,216 $ 1,758 $ 1,597
Neighbourhood Shopping / sq. ft. $ 4.99 $ 3.72 $ 4.27
Office Building / sq. ft. $ 3.48 $ 3.13 $ 3.61
Industrial Standard / sq. ft. $ 1.95 $ 1.69 $ 2.19
Industrial Large / sq. ft. $ 0.55 $ 1.11 $ 1.58
IndustrialVacant Land / acre $ 4,184 $ 4,096 $ 9,272

22. 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

23. 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 inTax Levy - 2 Storey
(2015 to 2019)
Brock Clarington Oshawa Pickering Whitby

24. A Tale of Two Houses – Two Storey
Oshawa Clarington
24
$5,496 $4,630

25. Affordability of Taxes
Clarington Survey GTA
Property Taxes as a % of Household Income 3.6% 3.8%
Water / Sewer +Taxes as a % of Household Income 4.3% 4.9% 4.5%
25

26. Citizen Engagement

27. 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

28. ClarifyingYour 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

29. Asset Management

30. Regulatory Changes
July 1, 2019 – Strategic
Asset Management
Policy
•Outline commitments to
best practices and
continuous improvement
July 1, 2021 – Phase 1
•Core assets
•Current level of service
measured by standard
metrics
•Costs to maintain levels of
service
July 1, 2023 – Phase 2
•Phase 1 extended to all
assets
July 1, 2024 – Phase 3
•Add proposed levels of
service
•Lifecycle management and
financial strategy
Update Phase 3 every 5
years
30

31. 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

32. 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

33. 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

34. 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

35. Reserves and Reserve Funds

36. Reserves and Reserve Funds
 Obligatory Reserve Funds
 Shown as deferred revenue on balance sheet
 Legislative or contractual obligation (i.e. Development
charges, gas tax, etc.)
 Reserves
 Not separately held fund (it’s a parking lot)
 Does not earn interest
 Reserve Fund
 Separately reported fund with income and expenses
 Earns interest
36
$-
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
$70,000,000
$80,000,000
$90,000,000
$100,000,000
2014 2015 2016 2017 2018
Year End Balances
Reserves and Reserve Funds
Obligatory Reserve Funds Reserves Reserve Funds

37. Obligatory Reserve Funds
37
$- $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000 $35,000,000 $40,000,000 $45,000,000
Parkland cash-in-lieu
Federal gas tax
Building code act
Provincial infrastructure
Development charges
Obligatory Reserve Funds
2018 2017 2016 2015 2014

38. 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

39. 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

40. 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

41. 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

42. Long Term Debt
Management

43. 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

44. 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)

45. 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 LongTerm Debt
2007 to 2033
Total
BIS &
Green Road

46. 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

47. 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

48. 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

49. 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

50. 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

51. 2020 Budget Submissions

52. 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

53. 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

54. Mayor and Council

55. 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

56. Administration
Chief Administrative Officer
Andrew Allison

57. 2020 Budget Highlights
 Clarington Board of Trade Increase
 Increase per existing contract with CBOT 3%
 CAO
 Reduced professional fees for service delivery reviews and
transferred to Internal Audit
 Climate Change
 Increased travel to reflect need to attend meetings
 Internal Audit
 Establish sub-department for greater focus on function
 Transferred costs from Finance and CAO
 Communications
 Increased design costs to reflect actuals
 Reduced advertising expenses
 Web redesign proposed (fully funded from reserves which
were ear marked for this need)
 Tourism
 Increased design costs to reflect actuals
 Increased travel to reflect increased attendance at events
 Decreased commission expense,advertising revenue, and
printing costs to reflect proposed discontinuation of
visitors guide
57

58. Legal Services
Municipal Solicitor
Rob Maciver

59. 2020 Budget Highlights
Operating Budget Highlights
 Decreased engineering agreement fee revenue to
reflect declining need for service
 Increased conveyance expenses to reflect increased
needs for title searches
 Decreased membership and association dues to
reflect decreased requirements
Capital Budget Highlights
 No Capital Budget
59

60. Corporate Services
Director Of Corporate
Services
Marie Marano

61. 2020 Budget Highlights
Operating Budget Highlights
 Administration
 Increase phone, fax, postage, courier to consolidate costs
 Human Resources
 Decrease legal fees, consulting fees to reflect anticipated 2020 needs
 Increase bank service charges to reflect needs
 IT
 Reallocate consulting fees to student wages to implement IT security intern
program
 Increase travel and repairs to reflect actual
 Increase software maintenance to reflect more “cloud” services
 Health and Safety
 Increase in travel and membership dues to reflect actual
 Create separate line for mental health initiatives
Capital Budget Highlights
Project Tax
Support
Other
Computer Hardware $49,400 $102,000
Computer Software 521,100 50,000
61

62. Clerk’s Department
Municipal Clerk
Anne Greentree

63. 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

64. 2020 Budget Highlights - Capital
64

65. Finance and Unclassified
Administration
Director Of Finance /
Treasurer
Trevor Pinn

66. 2020 Budget Highlights
 Finance
 Increased fines revenue to reflect interest and fines on
unpaid amounts
 Decreased office supplies to reflect less toner use
 Decreased printing costs to reflect change in contract
 Increased membership and association dues to reflect
professional memberships
 Decreased travel to better reflect shift to online
courses and reduced travel
 Unclassified Administration
 Decrease in professional fees related to one-time work
for Development Charges study (funded by DC) and
triennial actuarial study
 Increase in reception/tributes to reflect increased
retirements
 Increase to staff development due to demand
66

67. Emergency / Fire Services
Director Of Emergency / Fire
Services
GordWeir

68. 2020 Budget Highlights - Operating
 Administration
 Increased uniforms for new firefighters (growth
firefighters funded from DCs)
 Increased miscellaneous operating supplies for medical
licences, and other miscellaneous items
 Increase special events for additional participation in
public events
 Created a budget for miscellaneous fire call revenue
 Fire Communication
 Increase for contract with City of Oshawa for dispatch
68
 Fire Prevention
 Increase in consulting for Fire Masterplan (DC funded)
 Fire Suppression
 Increase in maintenance for annual costs for tablets for
command in 3 full time trucks
 Increased funding for part time firefighters in Station #1
and Station #2

69. 2020 Budget Highlights - Capital
69

70. Engineering Services
Acting Director Of
Engineering Services
Ron Albright

71. 2020 Budget Highlights - Operating
 Administration
 Increased office supplies
 Increased membership and associations to reflect actual
 Eliminated studies
 Building Inspection (not levy supported)
 Decreased consulting expenses
 Increased printing costs to reflect digitization of building
records
 Increased furniture and fixtures to reflect chair
replacements
 Parks
 Reduced park development consulting expenses
71

72. 2020 Budget Highlights - Capital
72

73. Park Projects
 Newcastle Community Park –
Phase I
 1505 Bowmanville Ave Trail to
Rhonda Park
 Farewell Creek Trail Phase II
Additional Funding for Alignment
73

74. 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 atTemperance Street
74

75. Operations Department
Director Of Operations
Fred Horvath

76. 2020 Budget Highlights - Operating
 Administration
 Increased meal allowance to reflect actuals
 Decreased office supplies
 Decreased books, clothing, postage, active net fees
 Increased travel, misc. expenses for actuals
 Street lighting
 Budget maintained, unspent funds to be used to repay LED installation
 Increased ONT1Call to reflect increased call volume
 Parks
 Reallocate forestry related costs to forestry sub-department
 Increased uniforms/clothing
 Forestry
 Reallocated from other areas in Operations
 Cemetery
 Orono Cemetery operating costs funded from former grant
 Reduced abandoned cemetery supplies to reflect actuals
 Building and Property Maintenance (Including MAC, Halls, Other)
 Increased clothing/uniforms
 Reallocated Kendal repair work to Beech Centre
 Road Maintenance
 Increased culverts in various areas to reflect increased costs
 Increased patrol operating supplies for GPS costs for fleet
 Increased senior snow clearing contract to reflect increased usage
 Increased sidewalk maintenance contract to reflect additional sidewalks
 Winter maintenance increased to get closer actual costs (phased in over
two years)
 Increase in guiderails to reflect additional work to be completed for safety
76

77. 2020 Budget Highlights
Capital Budget Highlights
Asset Class Tax
Support
Other
Parks $225,000 $185,000
Cemetery 0 1,335,000
Roads and Structure 60,000 0
Building and Property 820,000 155,000
Road Maintenance 1,955,000 575,000
Fleet 0 885,000
77

78. 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

79. Community Services
Acting Director Of
Community Services
George Acorn

80. 2020 Budget Highlights - Operating
 Administration
 Reduce books, postage, travel to reflect actual
 Recreation Services Administration
 Reduce departmental issued clothing revenue
 Reduce vehicle repairs and maintenance
 Increase membership and association dues to reflect actuals
 Programs
 Adjustments to revenues to reflect programs offered
 Increase in aquatic programs
 Fitness programs decreased in certain areas
 Facilities
 Adjustments to revenue to reflect changing demands
 Increase repairs and maintenance to reflect ice plant work
at RRC and SCA
 Increase clothing/uniform to reflect anticipated retirements
and attract aquatic staff
 Increases to travel, special equipment training and
furniture/fixtures to reflect anticipated needs in 2020
 Increases to repairs/maintenance accounts to reflect
anticipated work on aging infrastructure
80

81. 2020 Budget Highlights - Capital
Capital Budget Highlights
Asset Class Tax
Supported
Other
Facilities $ 310,000 $ 4,971,000
81

82. 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 SaunaWall Replacement
 Fitness Equipment Replacement
 Domestic Hot Water Equipment Replacement
 Skylight Panel Replacement
 Women’s Gym Change Room Carpet Replacement
82

83. Planning Services
Acting Director Of Planning
Services
Faye Langmaid

84. 2020 Budget Highlights
Operating Budget Highlights
 Decrease office supplies, office equipment, printing,
small equipment purchases
 Increase postage and courier to reflect need to
communicate for Zone Clarington
 Increase memberships and travel to reflect actual
 Adjustments to various revenues to reflect predicted
demand in 2020
Capital Budget Highlights
Asset Class Tax
Supported
Other
Land Acquisition $634,717 $68,979
84

85. Ongoing Development
85

86. External Agencies and
Related Organizations

87. 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

88. 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

89. Next Steps

90. 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

91. 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