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October 11, 2017 Strategic Initiatives Standing Committee Agenda - Page 1 of 2 TOWN OF COLLINGWOOD STRATEGIC INITIATIVES STANDING COMMITTEE AGENDA October 11, 2017 “Collingwood is a responsible, sustainable, and accessible community that leverages its core strengths: a vibrant downtown, a setting within the natural environment, and an extensive waterfront. This offers a healthy, affordable, and four-season lifestyle to all residents, businesses, and visitors.” A meeting of the Strategic Initiatives Standing Committee will be held Wednesday October 11, 2017 in the Council Chambers, Town Hall, Collingwood commencing at 5:00 p.m. ORDER OF BUSINESS 1. CALL OF STANDING COMMITTEE TO ORDER 2. ADOPTION OF AGENDA THAT the content of the Strategic Initiatives Standing Committee Agenda for October 11, 2017 be adopted as presented. 3. DECLARATIONS OF PECUNIARY INTEREST 4. STAFF REPORTS P2017-25 2017 Community Based Strategic Plan Report Card (p.3) RECOMMENDING THAT the Strategic Initiatives Standing Committee support and refer the following Staff Report to the next regular meeting of Council: Staff Recommendation: THAT the Strategic Initiatives Standing Committee receive the 2017 Community Based Strategic Plan Report Card and hold a public meeting to receive comments on the implementation progress on Wednesday, October 18, 2017 at 5:00 p.m; AND THAT Council herein reaffirm our acknowledgement and adherence to the Council Code of Conduct, as required by the Community Based Strategic Plan; AND FURTHER THAT Staff be directed to report back to Council on feedback received from the public including recommendations, if any, on changes to the Key Performance Indicators and reporting process. T2017-10 2018 Budget Process and Target (p.19) RECOMMENDING THAT the Strategic Initiatives Standing Committee support and refer the following Staff Report to the next regular meeting of Council: Staff Recommendation: THAT Staff Report T2017-10 be received and the following recommendations be adopted: THAT the overall net levy increase be at the core rate of inflation for the Toronto area as at July 31 st 2017; AND THAT assessment growth estimates as at July 31 st , 2017 are incorporated into the base budget and used to fund growth related incremental costs; 1 of 32

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Page 1: STRATEGIC INITIATIVES STANDING COMMITTEE AGENDA · STRATEGIC INITIATIVES STANDING COMMITTEE AGENDA . October 11, ... A meeting of the Strategic Initiatives Standing Committee will

October 11, 2017 Strategic Initiatives Standing Committee Agenda - Page 1 of 2

TOWN OF COLLINGWOOD

STRATEGIC INITIATIVES STANDING COMMITTEE AGENDA

October 11, 2017

“Collingwood is a responsible, sustainable, and accessible community that leverages its core strengths: a vibrant downtown, a setting within the natural environment, and an extensive waterfront.

This offers a healthy, affordable, and four-season lifestyle to all residents, businesses, and visitors.” A meeting of the Strategic Initiatives Standing Committee will be held Wednesday October 11, 2017 in the Council Chambers, Town Hall, Collingwood commencing at 5:00 p.m. ORDER OF BUSINESS

1. CALL OF STANDING COMMITTEE TO ORDER

2. ADOPTION OF AGENDA

THAT the content of the Strategic Initiatives Standing Committee Agenda for October 11, 2017 be adopted as presented.

3. DECLARATIONS OF PECUNIARY INTEREST

4. STAFF REPORTS P2017-25 2017 Community Based Strategic Plan Report Card (p.3)

RECOMMENDING THAT the Strategic Initiatives Standing Committee support and refer the following Staff Report to the next regular meeting of Council:

Staff Recommendation: THAT the Strategic Initiatives Standing Committee receive the 2017 Community Based Strategic Plan Report Card and hold a public meeting to receive comments on the implementation progress on Wednesday, October 18, 2017 at 5:00 p.m; AND THAT Council herein reaffirm our acknowledgement and adherence to the Council Code of Conduct, as required by the Community Based Strategic Plan; AND FURTHER THAT Staff be directed to report back to Council on feedback received from the public including recommendations, if any, on changes to the Key Performance Indicators and reporting process.

T2017-10 2018 Budget Process and Target (p.19)

RECOMMENDING THAT the Strategic Initiatives Standing Committee support and refer the following Staff Report to the next regular meeting of Council:

Staff Recommendation: THAT Staff Report T2017-10 be received and the following recommendations be adopted:

THAT the overall net levy increase be at the core rate of inflation for the Toronto area as at July 31st 2017; AND THAT assessment growth estimates as at July 31st, 2017 are incorporated into the base budget and used to fund growth related incremental costs;

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October 11, 2017 Strategic Initiatives Standing Committee Agenda - Page 2 of 2

AND THAT all fees and charges excluding water and wastewater rates be indexed by the same rate of inflation unless precluded by legislation, and new revenue sources identified where possible; AND THAT Council approve the Budget Principles Policy and Assessment Growth Policy by enacting the required by-law.

5. PUBLIC DELEGATION(S) (maximum 5 minutes per delegation)

6. OTHER BUSINESS

7. ADJOURNMENT

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- 1 -

STAFF REPORT

Report # P2017-25 10/11/2017

Submitted to: Strategic Initiatives Committee

Submitted by: Nancy Farrer, Director of Planning Services

Subject: 2017 Community Based Strategic Plan Report Card

1. BACKGROUND On September 21st, 2015 Council passed the following motion: WHEREAS Council initiated a Community Based Strategy Planning process in December, 2014 to engage the residents, businesses and visitors of the community to participate in a comprehensive visioning process for a 20 year horizon and to establish action plans for the next 10 years, through a process facilitated by the MMM Group; AND WHEREAS over the intervening months there has been a significant number of opportunities for the public to participate in the development of the Town’s vision, goals, objectives and action items;

PURPOSE The purpose of this report is provide Council with a review of the results of the Key Performance Indicators (KPIs) identified in the Community Based Strategic Plan which have been completed within the last year. RECOMMENDATION THAT the Strategic Initiatives Standing Committee receive the 2017 Community Based Strategic Plan Report Card and hold a public meeting to receive comments on the implementation progress on Wednesday, October 18, 2017 at 5:00 p.m; AND THAT Council herein reaffirm our acknowledgement and adherence to the Council Code of Conduct, as required by the Community Based Strategic Plan; AND FURTHER THAT Staff be directed to report back to Council on feedback received from the public including recommendations, if any, on changes to the Key Performance Indicators and reporting process.

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- 2 -

AND WHEREAS the draft document was presented and received by the Strategic Initiatives Standing Committee on September 10th, 2015 and further encouraged public review and feedback prior to final consideration; THEREFORE BE IT RESOLVED THAT Council herein receive and approve the 2015 Community Based Strategic Plan, including the annual review and monitoring of the Plan as identified therein. 2. INPUT FROM OTHER SOURCES

All Town Departments have contributed to the Report Card by completing their respective sections on the attached chart. 3. APPLICABLE POLICY OR LEGISLATION

The Community Based Strategic Plan is a major policy document for the Town of Collingwood which will guide the activities of this Council and succeeding Councils for many years to come. 4. ANALYSIS

The Community Based Strategic Plan defined a vision for the Town through extensive public input. The vision is:

Collingwood is a responsible, sustainable and accessible community that leverages its core strengths: a vibrant downtown, a setting within the natural environment, and an extensive waterfront. This offers a healthy, affordable, and four-season lifestyle to all residents, businesses and visitors.

The Vision was broken down by the community into 5 key goals which include:

- Accountable Local Government; - Public Access to a Revitalized Waterfront; - Support for Economic Growth; - Healthy Lifestyle; and - Culture and the Arts.

Each of the Goals has a number of Objectives and Key Performance Indicators (KPI). The progress made to date in achieving these KPIs is found on the attached chart.

5. EFFECT ON TOWN FINANCES The Key Performance Indicators found in the Town’s Community Based Strategic Plan will be used as a reference during the development and approval of Department budgets.

Appendix A 2017 Key Performance Indicators Report Card Resource A www.collingwood.ca/cbsp Resource B Code of Conduct By-law

http://www.collingwood.ca/CodeOfConduct

6. APPENDICES & OTHER RESOURCES

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- 3 -

SIGNATURES Prepared by: Department head:

Nancy Farrer, MCIP, RPP Nancy Farrer, MCIP, RPP Director, Planning and Building Services Director, Planning and Building Services Town of Collingwood Town of Collingwood

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KPI Goal Dep't TimeDate

completedNotes

Continue to undertake an annual comprehensive analysis of the

Town’s financial health to include the opportunity for public

review and comment.ALG

CAO

TRANN

SIC Meeting of November 30, 2015

SIC Meeting of December 7, 2016

Undertake an annual financial report card tracking the progress

of the Town towards its achievement of financial sustainability,

with particular regard for debt and reserve fund adequacy.ALG

CAO

TRANN

Provided by BMA at SIC Meeting of November 30, 2015

Provided by BMA at SIC Meeting of December 7, 2016

Undertake a service review study to identify service level

provision consistent with value for money and tax payer

affordability.

ALGCAO

DHM

Provide for public input in the preparation of the (service

review) study and Council’s decision making based on its

conclusions.

ALG CO M

Undertake a review of the Town’s designation within the

Provincial Places to Grow Plan to identify any obstacles which

may exist to the achievement of the projected growth levels,

intensification, and in particular financial affordability.ALG

CAO

PS

TR

M

Meeting hosted in November 2015 with other Growth Node

communities to discuss common challenges and issues of

affordability.

Delegation at 2016 ROMA OGRA to request more funding for

Growth Node Communities.

A financially secure and sustainable town.• Continue with the development of the Strategic Financial Plan.

• Continuation of Council's recently approved 'pay as you go' policy with respect to future capital planning and implementation.

• Complete the Town's move to Program Based Budgeting.

Page 1 of 13 6 of 32

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KPI Goal Dep't TimeDate

completedNotes

Monitor Capital Asset Management Plan on an annual basis.

ALG TR ANN

Update provided at SIC Meeting of November 30, 2015

Update provided at SIC Meeting of June 20, 2017

Approved 5 year Capital Budget Plan including Parks and

infrastructure.ALG

CAO

DHM

Started by Dep. Dir. Financial Planning & Policy Development.

Staff Reports to include innovative funding models such as

Public-Private Partnership (P3) options when appropriate.

ALGCAO

TRO

Rail line sold to the County of Simcoe in July 2017, bringing in

$900,000 to go in the Waterfront Master Plan Reserve fund.

Affordable housing strategy partnership with County of Simcoe.

Continue implementing the approved Debt Management Plan

(DMP).

ALGCAO

TRO

At Council meeting of December 7, 2015, Council voted to

maintain the target debt limits adopted in February 2015.

(Resolution No. 529-15)

Debt Management Policy presented to SIC on Aug 9, 2017,

policy clearly states debt servicing cost limits that Council

adopted in 2015, states those limits as goals to ensure financial

sustainability and flexibility and provides measures that will be

used to monitor progress toward those goals.

The Debt Management Plan is monitored on a semi-an annual

basis.ALG

CAO

TRM

Effective management of Town Debt and Assets.• Improve the Town’s Asset Management Plan to take into account maintenance costs and a funding model for the replacement of assets that have reached the end

of their lifecycle. Assets include road, water and wastewater infrastructure in addition to all buildings, recreational facilities, vehicles and equipment owned and

maintained by the Town.

• Avoid taking on additional debt until the recommended stabilization reserves and debt servicing limits are achieved.

Page 2 of 13 7 of 32

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KPI Goal Dep't TimeDate

completedNotes

Implement a Community Engagement Strategy which includes

recognition of important role of volunteers and offers

opportunities to facilitate and encourage volunteerism.ALG CO _

Approved by Council on November 16, 2015

Provide quarterly report to Corporate Services Standing

Committee and Council on Community Engagement activities.

ALG CO O

Verbal reports provided at Corporate & Community Services

Standing Committee

Next update at November Corporate & Community Services

Standing Committee

Continue to issue an e-newsletter (monthly to subscribers);

posted on Town website.ALG CO O

Monthly e-newsletters issued

Each newsletter to include update on CBSP implementation.

Provide regular updates on the CBSP implementation progress

on the Town's communication channels including the e-

newsletter, webpage, social media.

ALG CO O

Updates in each edition

Regular updates provided.

Council Highlights issued to website and media after each

regular Council meeting.ALG CO O

Council Highlights posted

Use the CBSP logo on all initiatives and activities that

implement the CBSP Vision. ALG CO O

CBSP Goal wedges now being used on all staff reports to

Council, and all project documentation, and other materials.

Annual Town Hall Meetings to engage the community in

discussion on local matters. (Review & possible update of CBSP

KPI/action items)

ALG CO ANN

2016 Town Hall meeting held in October.

2017 Town Hall Meeting to be held October 18

Annual summary report from all municipal boards and

committees to include operational performance, or such other

information as may be of public interest.

ALGCAO

CLANN

Report presented to Council in January 2017.

Annual reaffirmation of the Code of Conduct by Council.ALG CL ANN

To be reaffirmed with presentation of CBSP report card.

Frequent, proactive communication with the public.• Update and implement the Communication Strategy annually to ensure frequent, informative, user-friendly, and accessible communication with the public.

• Monitor operation of committee structure to further encourage public attendance and participation in the decision making process.

• Review customer service strategy to determine what enhancements might be appropriate.

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KPI Goal Dep't TimeDate

completedNotes

Increased followers on the Town’s social media accounts.

ALG CO O

Social media analytics tracked monthly and yearly.

Steady increase of followers.

Facebook: 13,000+ (Experience Collingwood)

Twitter: 2,800+ (Corporate)

Instagram: 2,000+ (Experience Collingwood)

Page 4 of 13 9 of 32

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KPI Goal Dep't TimeDate

completedNotes

Annual completion of CBSP Report Card.ALG

CAO

DHANN

2017 tracking forms created and started

Dep't Heads to review and add updates

The individual Department Business Plans outline resources

available to support implementation of the CBSP.

ALGCAO

DHANN

Business Plans from 2016 onwards include reference to CBSP

priorities.

Business Plan templates for 2018 distributed mid-September

2017.

All Staff Reports include an explanation of support of the CBSP.ALG

CAO

DHO

Started at October 19, 2015 Council meeting

Confirm action items and Key Performance Indicators reflect

ongoing implementation of the Plan.

ALGCAO

DHANN

Draft Report Card presented at SIC meeting September 21,

2016 which reflects successes in most short term goals and

ongoing implementation of action items within the Plan.

2016 review approved at January 30, 2017 Council Meeting

(046-17)

Staff to suggest updated KPIs, which will be taken to the

Annual Town Hall meeting for review.

Confirm updates (to CBSP) are undertaken within the

framework established by the goals of the Plan. ALGCAO

DHANN

2016's suggested updates to the Report Card approved at a

Council meeting held in January 2017 following public meeting

and staff input.

Commitment to implement the CBSP.• Goals, Objectives and Action Items of the CBSP are implemented according to the Town’s Vision.

• CBSP is to be used as a reference during the development and approval of Department budgets.

• Reaffirm and update the CBSP each term of Council.

Page 5 of 13 10 of 32

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KPI Goal Dep't TimeDate

completedNotes

Consultant retained to undertake the WMP.

PAWPS

PRC-

Brook McIlroy Inc. selected at Jan 18, 2016 Council meeting.

Final presentation to Council on November 16, 2016.

Full consultation undertaken involving all stakeholders to

explore improved public access to the waterfront.

PAW

PS

PRC

LC

_

3 stakeholder days with many different groups

3 public engagement sessions

3 public surveys

Public encouraged to submit any comment to consultants

Over 2009 points of contact through public engagement

Work towards implementing WMP: Phase 1 as outlined in

Waterfront Master Plan PAW PRC S-M

Met with Tourism Minister

Submitting project for grants

Developed 'sell sheet' for Phase 1/Step 1

At least 2 meetings were held with stakeholders and

coordinated with a Community Improvement Plan (CIP) project,

should a CIP be approved and funded.

PAW

PS

PRC

LC

M-L

Any future discussion of a CIP will include requirement to hold

stakeholder meetings to confirm integration with WMP.

Develop a comprehensive Waterfront Master Plan (WMP) that guides future development, as well as preserves natural and

cultural heritage and improves public access. (The waterfront is defined as ‘border to border’ within Collingwood.)• The WMP to include elements such as attraction of tourism, shoreline management protection, preservation of natural areas, future development, public access

and water and land uses. Note - implementation of the WMP will occur over time based on the Strategic Financial Plan policies.

• Explore opportunities to connect the waterfront and the downtown.

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KPI Goal Dep't TimeDate

completedNotes

Continued participation with the County of Simcoe on their

committee to implement the 10 Year Affordable Housing and

Homelessness Prevention Strategy.SEG PS S-L

Staff report P2016-14 approved to waive applicable Planning,

Engineering, and development fees - April 11, 2016

Murray Court project under construction -- 117 new affordable

housing units.

Staff Report outlining potential zoning tools available to address

various housing types.SEG PS M

Continue to participate in the Simcoe County Transit and

Feasibility Study.SEG PS __

The County of Simcoe's Transit Plan has been completed and is

expected to roll out in the summer of 2018. The first priority

will be the intra-municipality transit links.

Continue to implement the Town’s Economic Development Strategy and undertake a public review of the results achieved

within each term of Council. • Review opportunities through the planning and development process to facilitate the construction of housing types that are reasonably priced and provide a range

of tenure options.

• Explore opportunities to improve local access to transit.

Page 7 of 13 12 of 32

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KPI Goal Dep't TimeDate

completedNotes

Staff Report outlining feasibility of undertaking and funding a

CIP. SEG

PS

LC

ED

M

Approved CIP.SEG

ED

PSM-L

Ongoing monitoring of the commercial hierarchy policies

established in the Official Plan.SEG PS M-L

Summary of financial incentive opportunities available to assist

local businesses, should the CIP be approved and funded. SEG

PS

LC

ED

M-L

At least 2 meetings held with Georgian College and other

potential partner representatives to discuss community

partnerships for career fairs.SEG

LC

ED_

Held and attended over a dozen meetings with Georgian

College and partners.

Promoted two open houses / County nights.

Second career fair held May 2, 2017.

Undertake a review of strategic opportunities of an enhanced

downtown

SEGLC

EDS-L

Collingwood Downtown Improvement Opportunities CAO2015-

11-C approved January 4, 2016 with 14 indicated actions

Working on BIA-Town Memorandum of Understanding

Completed Downtown-Harbour way finding plan, due to be

presented to Council in Fall 2017.

Continue to implement the Town’s Economic Development

Strategy

SEG

ED O

Economic Development Action Plan approved June 1, 2015

with quarterly updates presented to Council regularly since

then with 6 strategic themes and 27 action items.

Latest update May 1, 2017.

Support small businesses, entrepreneurship and career advancement initiatives.• Community Improvement Plan (CIP) or similar program, to support local business owners and to fund downtown improvements, facilities along the waterfront and

other areas of the Town as deemed appropriate.

• Undertake a review of strategic opportunities which may support the achievement of a more diversified and enhanced downtown.

• Continue to support the prominence of the downtown core in the Town’s planning documents

• Encourage discussion between Georgian College, other potential educational and business partners, and youth groups to increase awareness of career

opportunities and facilitate mentorships or workforce apprenticeships.

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KPI Goal Dep't TimeDate

completedNotes

Updated Recreation Master Plan, including an assessment of

existing and future park land needs.

HL PRC M

Process has started and a consultant has been retained.

First of three Public Meetings to be held October 4, with a

survey to follow.

Expected to be completed in summer 2018.

Active Transportation Plan approved and monitored annually.

HL

PRC

PW

ED

PL

ANN

Active Transportation Framework approved by Council on July

17, 2017 (No. 235-17) as amended to include a tracking

reporting mechanism.

Maintain and improve indoor and outdoor recreational facilities including trail networks, arenas, pools and parks.• Update the Recreation Master Plan.

• Review and monitor the implementation of the Active Transportation Plan.

Page 9 of 13 14 of 32

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KPI Goal Dep't TimeDate

completedNotes

Facilitate at least 2 meetings between community groups.

HL LC M

In support of action item, County of Simcoe hosted CPR

training in Collingwood Nov 14, 2015. We have shared and

promoted this information.

Facilitate at least 2 meetings with local organizations to explore

options to provide access to locally grown food and education

regarding healthy eating.HL

LC

EDM-L

Simcoe Street Farm to Table Street Feast engaging community

local and accessible food organizations (July 2)

HKCC won County of Simcoe Food & Agriculture Charter Award

for work promoting local, healthy eating.

Continued promotion of the Healthy Kids Community

Challenge.

HL LC O

Be Well Pilot Project – target population children ages 2-17

(Partnership between HKCC, Simcoe Muskoka District Health

Unit & Georgian Bay Family Health Team, Project launch Oct

2017)

A dozen different HKCC programs are ongoing.

Facilitate at least 2 meetings with local organizations to explore

methods for improved awareness of social service issues and

potential solutions.

HL LC M

Be Well Pilot Project has a focus on the social determinants of

health – connecting families to community resources/social

services.

This project is a partnership between the Healthy Kids

Community Challenge, Simcoe Muskoka District Health Unit &

Georgian Bay Family Health Team)

Promote a balanced and healthy lifestyle.• Explore opportunities to partner with health and wellness organizations and groups to investigate ways to promote a healthy lifestyle.

• Explore opportunities to promote awareness of social services and the needs of the vulnerable.

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KPI Goal Dep't TimeDate

completedNotes

Participate fully in all opportunities to support the

implementation of this action item including the CGMH

expansion.

HLCAO

LCO

Delegation at 2016 ROMA/OGRA Conference.

Significant financial contribution announced on March 23,

2016.

Council passed motion on Sept. 11, 2017 affirming that Council

and staff would work with the Collingwood General & Marine

Hospital to assist in any way possible, to ensure the hospital

progresses to Phase 2 of the redevelopment process.

Make appropriate enquiries by year’s end.HL

CAO

LCS

Ongoing discussions with Hospital

Advocate for at least 2 meetings to be held between local

health care and wellness practitioners and community groups

to coordinate awareness campaigns about health care services

in the community. HLLC

EDS-L

Second annual Georgian Bay Intraprofessional Healthcare &

Wellness Research and Education Day sponsored at CG&MH on

June 8, 2017, supported as economic sector growth area.

Collingwood150.ca created vital forum for key groups to log

their projects with over 150 health & wellness projects

catalogued by July 1, 2017.

Public support for improved access to health care within Collingwood.• Council recognition of the need for highly accessible health care services to meet the needs of the Town’s citizens.

• Explore the feasibility of undertaking a gap analysis of health care services in the Town.

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KPI Goal Dep't TimeDate

completedNotes

Prepare an NHS Amendment to the Official Plan.

HL PS _

A proposed amendment to the Environmental Protection

section of the Town's Official Plan was approved by Council on

May 30, 2016. (P2016-19-C - Resolution No. 192-16)

Public Open House held November, 2016.

Requirement for at least 30% tree canopy on development

sites. HL PS _Section 10G of the approved Urban Design Manual.

Preservation of the Natural Environment.• Update the Natural Heritage System policies of the Official Plan.

• Continue to request the dedication of environmentally sensitive lands as part of the development approval process.

• Review and update tree canopy policies.

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KPI Goal Dep't TimeDate

completedNotes

Annual reporting on special events.

CA PRC ANN

Presentation received by Corporate & Community Services

Standing Committee November 7, 2016

Presentatin received by Corporate & Community Services

Standing Committee October 2, 2017.

Annual reporting on the community engagement work of

Culture and Events Division.

CAPRC

COANN

Arts & Culture Engagement Report presented Feb 22, 2016

2017 Arts & Culture report showed more than a dozen

engagement opportunities and hundreds of attendees and

responses.

Develop a campaign to promote and educate the public on the

heritage and history of Collingwood.

CA

PRC

LIB

PS

ED

L

Sent as part of LGW initiative to local schools.

Incorporating Heritage and Architecture profiles in Discovery

Walks tourism promotional campaign.

Launched Look Up Collingwood Discovery Walk together with

Heritage Committee in August.

www.DiscoverCollingwood.ca

Continued recognition of Collingwood’s unique heritage.• Ongoing promotion of the Town’s history and heritage assets.

Ongoing monitoring of the commercial hierarchy policies established in the Official Plan.

Promote arts and cultural programs.• Explore opportunities to promote education within the arts such as through consultation with the Simcoe County District School Board to add to existing programs

in the arts.

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2018 Budget Process and Targets Page 1 of 5

STAFF REPORT #T2017-10

Standing Committee 10/11/2017 Council 10/16/2017

Amendments: [No] Submitted to: Strategic Initiatives Standing Committee | Council

Submitted by: Marjory Leonard, Treasurer

Subject: 2018 Budget Process and Target

PURPOSE This purpose of this report is to introduce Strategic Financial Plan policies to be used in the preparation of the operating and capital budgets for 2018 and subsequent years. RECOMMENDATION THAT Staff Report T2017-10 be received and the following recommendations be adopted:

• THAT the overall net levy increase be at the core rate of inflation for the Toronto area as at July 31st 2017;

• AND THAT assessment growth estimates as at July 31st, 2017 are incorporated into the base budget and used to fund growth related incremental costs;

• AND THAT all fees and charges excluding water and wastewater rates be indexed by the same rate of inflation unless precluded by legislation, and new revenue sources identified where possible;

• AND THAT Council approve the Budget Principles Policy and Assessment Growth Policy by enacting By-Law No. 2017-XXX.

AMENDMENTS None.

19 of 32

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2018 Budget Process and Targets Page 2 of 5

1. BACKGROUND

Finance staff are preparing the budget documents for circulation to departments and are seeking direction. It is important for Council to set out its expectations with respect to tax impacts to allow the budget to be initially constructed more efficiently. For the 2016 and 2017 tax years, Counci l directed staff to maintain the “tax rate” at the 2015 level. Staff have been able to achieve this direction while maintaining service levels, reducing outstanding debt, and investing approximately $40 million in infrastructure renewal. This report will introduce Budget Policies to guide budget preparation in subsequent years.

2. INPUT FROM OTHER SOURCES

This report was reviewed by Department Heads on September 19th and recommended to proceed to Committee and Council.

3. APPLICABLE POLICY OR LEGISLATION

Community Based Strategic Plan, pg 3. Collingwood’s Vision:

“Collingwood is a responsible, sustainable, and accessible community that leverages its core strengths: a vibrant downtown, a setting within the natural environment, and an extensive waterfront. This offers a healthy, affordable, and four-season lifestyle to all residents, businesses, and visitors.”

4. ANALYSIS

In order to enable any business to function smoothly and do better, it is not only important that the budget mirrors the strategic goals, but there needs to be specific guidelines or targets that will assist in achieving those goals. The main advantage of a budget target, especially if it is set early, is that it allows budgets to be initially constructed more efficiently to meet expectations. Once this financial aspect is dealt with, it allows a shift of focus to delivery of services. In the public sector, establishing a budget target is open, transparent and accountable which enhances public confidence. Considerations for establishing a budget target There are many different external influences which have impacts on the Town’s budgets, costs and services. Council and the community developed a vision which is committed to addressing these pressures in a manner which respects the taxpayer and the financial health of the municipality to ensure affordability and sustainability.

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The following items each cause tax increase pressures: • New and emerging legislation compliance requirements increasing demand

on municipal resources and staffing; • Growth of the community and the resultant incremental increase in demand

for services and facilities; • Community expectations for newer, evolving and additional services and

facilities over and above today’s existing service levels; • The need to develop the financial capacity to meet current and future capital

infrastructure replacement needs to provide reasonable service levels in a sustainable manner;

• Economic pressures such as interest rate fluctuations and inflationary pressures;

• Cost increases in some supply sectors which exceed inflation such as utility rates or insurance;

• Pressures on wage and benefit costs, including collective agreements; and, • Service and supply contract renewals and existing committed multi-year

contracts. What target measurement to use? Inflation is a reality. Council and the taxpayers recognize that annual tax increases approximating inflation are necessary to support perpetuation of existing services, facilities and operations, while accommodating new growth in population and the demand for more of these same levels of services, facilities and operations that growth creates. The Consumer Price Index is the most widely used calculation of inflation for Canada, the provinces and municipalities. CPI measures the overall price change in a fixed basket of goods and services bought by an average Canadian consumer over time 1. The CPI is the measure of inflation that consumers understand. Since the purchasing power of money is affected by changes in prices, consumers can use the CPI to compare to changes in their personal income and to monitor and evaluate changes in their financial situation. The CPI is used to escalate a given dollar value, over time, to preserve the purchasing power of that value and is, therefore, widely used to adjust contracted payments such as wages, rents and leases. Private and public pension programs (OASP, CPP), personal income tax deductions, and some government social payments are also increased using the CPI.

1 “The Consumer Price Index – Fact Sheets, Bank of Canada.

The CPI is based on: “…the retail price of a representative shopping basket of about 600 goods and services from an average household’s expenditure: food, housing, transportation, furniture, clothing, and recreation. The percentage of the total basket that any item occupies is termed the “weight” and reflects typical consumer spending patterns. Since people tend to spend more on food than clothing, changes in the price of food have a bigger impact on the index that, for example, changes in the price of clothing and footwear.”

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However, municipalities are involved in many diverse businesses and services making the use of a single index to accurately identify inflationary increases nebulous at best. A municipality’s spending patterns do not compare to that of an average household. For instance, the most heavily weighted component of the CPI is food. Municipalities are service based entities and therefore consume large amounts of labour and labour related items and consume very little food.

The concept of a Municipal Price Index (MPI) is an emerging model in Canadian municipalities to assist municipal managers in gauging the effects of inflation on expenditures and thus budgets. The MPI is a weighted average of price increases for each component in the Town’s budget. The intention of the MPI is to be a comparator or benchmark to the overall inflation that might be experienced by the Town and would not be used as a target for future tax rate increases. An MPI does take some time to develop and staff will further develop this concept for presentation during the 2019 budget process.

For 2018, staff are still recommending the use of the CPI as a target increase factor in the budget process because it does represent a measure of affordability. In addition, it was recommended in the BMA Report2 that departmental budgets be limited to a 2% increase and that the Town’s overall net levy increase be at or lower than the core rate of inflation. It is recommended that the core rate of inflation be based on the CPI for the Toronto area for the 12-month period ending July 31st, 2017. From the July Statistics Canada release, this figure was 2%.

Assessment Growth Assessment growth is the incremental property taxation revenue generated from new construction. Growth includes both revenues and expenses. Growth-related expenses are the incremental expenses necessary to maintain services and service levels for a growing population. Growth revenues should be used to pay for growth-related expenses. Staff are recommending that assessment growth estimates be based on the MPAC provided factors as at July 31st, 2017. The growth factor at this date was approximately 1.3%. Fees and Charges The Town supports the user pay philosophy to mitigate the impact of property tax increases on the general taxpayer as much as possible. These fees are a flexible source of revenue that shift the financial burden to those who directly benefit from the services provided. User fees and other related income account for almost 28% of the revenues within the budget. In order to retain the same revenue to cost ratio, fees and charges should be indexed by the same core inflation rate that expenditures have been indexed by.

2 “Budget Policy Considerations”, BMA Management Consulting Inc., November 27, 2015.

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Capital Budget and Forecast In accordance with the Key Performance Indicators outlined in the Community Based Strategic Plan, a 5 year capital budget and forecast designed to provide for the requirements of growth as well as maintaining existing infrastructure will be prepared. Staff have always prepared detailed capital sheets with a 10 year forecast with concentration on the first year of the forecast. As in prior years, the starting point for preparing the capital budget will be the detailed capital sheets provided for the 2017 budget. The estimated 2018 capital program would be approximately $22 million and, if funding is secured for the Waterfront Master Plan, it would exceed $29 million.

Budget Principles and Assessment Growth Policies

The above analysis and background research has informed the creation of policies to guide the preparation of the budget and the use of assessment growth as it relates to incremental growth related costs. These policies will provide a more efficient budget preparation process and meet the Community Based Strategic Plan goals of transparent decision-making and fiscal responsibility. Staff recommend that Council adopt the attached policies.

5. EFFECT ON TOWN FINANCES

Guidance on the target levy is valuable as it allows staff to more efficiently prepare a proposed budget package for December that is responsive to Counci l’s direction. At this point the impact on the Town’s finances cannot be estimated. Once preliminary budget numbers are available, Council will receive an update on the impact of these policies.

Appendix A Budget Principles Policy Appendix B Assessment Growth Policy

SIGNATURES

Prepared by: Marjory Leonard, Treasurer Town of Collingwood

6. APPENDICES & OTHER RESOURCES

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1. PURPOSE This policy establishes the principles for ensuring fiscally responsible decisions with respect to services offered, service levels offered and other uses and application of the taxpayers’ funding while considering the long term and short term impacts to both the Corporation and the taxpayers. 2. DEFINITIONS

Annualized Costs:

Refers to any costs approved in the prior year’s budget that were included for only part of the year. These costs are converted to reflect a twelve month period and would normally apply to

Budget Principles Policy

POLICY NUMBER: FIN –

POLICY STATEMENT: Collingwood’s Vision, as defined through the Community Based Strategic Planning process:

“Collingwood is a responsible, sustainable and accessible community that leverages its core strengths: a vibrant downtown, a setting within the natural environment, and an extensive waterfront. This offers a healthy, affordable, and four-season lifestyle to all residents, businesses, and visitors.”

Accountable Local Government is a major goal that emerged through this process with residents characterizing this goal as being “transparent in its decision-making and that demonstrates fiscal responsibility in all of its activities, including asset management and debt management.” Collingwood Council is committed to remaining engaged with the community and continually strengthening the municipal corporation’s overall fiscal sustainability, balanced with the need for property taxation to be affordable. APPLICATION: The funding raised and used by the Corporation comes mainly from property taxation and must be used wisely, obtaining good value and cared for responsibly. This policy applies to members of Council and all employees who are responsible for the establishment, control, administration and management of the Corporation’s budgets to ensure that the scarce financial resources are used appropriately.

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personnel and related costs and service contracts with part year escalation.

Base Budget:

The Base Budget is defined as the current cost of providing all services at the service levels approved in the prior year budget. The base budget is set by taking the estimates approved in the prior year’s budget, adjusting for annualized costs, legislative requirements, inflation, capital impacts on operations (growth), removing any one-time items and efficiencies found. No enhancements to services, service levels or the existing establishment are considered.

Community Engagement Strategy:

The appropriate participation spectrum is “Consult” which is the process of obtaining feedback from the public on their comments, concerns, suggestions and recommendations. Tools available for this level of participation include but are not limited to use of social media, various advertising media, open house, survey or workshops.

Corporation: Refers to the Corporation of the Town of Collingwood.

Cost Avoidance:

Cost avoidance is any action that avoids having to incur costs in the future. It represents potential increases in costs that are averted through specific preemptive actions. Cost avoidance may incur higher (or additional) costs in the shortrun but the final or life cycle cost would be lower.

Cost Control:

The process or activity of controlling costs associated with an activity or process. Cost control typically includes:

• investigative procedures to detect variance of actual costs from budgeted costs,

• diagnostic procedures to ascertain the cause(s) of variance, and

• corrective procedures to effect realignment between actual and budgeted costs.

Cost Management:

Cost management is concerned with the process of planning and controlling the budget. It is a form of management or cost accounting that allows for the forecast of future expenditures to help reduce the chance of going over budget.

Cost Reduction: The process of looking for, finding and removing unnecessary expenses without having a negative impact on service quality by using new and improved methods, techniques and technologies.

Municipal Tax The municipal tax levy is defined as the overall amount of money

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Levy: that must be raised through taxes to meet the expenditures of the Corporation.

Operational Efficiency:

Operational efficiency is the capability of an enterprise to deliver products or services to its customers in the most cost-effective manner possible while still ensuring the high quality of its products, service and support.

Unmet Needs:

Unmet Needs are those items that are controllable by Council and at their discretion to fund or not fund in any given year. They may be one-time expenses, permanent program or service level enhancements or capital items that require funding from taxes. Departments will present their Unmet Needs and the rationale for Council to fund them during budget deliberations.

3. DESCRIPTION 3.1 External Influences Impacting the Corporation’s Budgets, Costs and Services The following items each cause upward pressure on the budgets of the Corporation and ultimately tax increases for the residents and businesses. Council and staff are committed to addressing each of these issues in a manner which respects the taxpayer and enhances the financial health, affordability and sustainability of the Corporation.

• New and emerging legislative compliance requirements increases demand on municipal resources and staffing

• Growth of the community resulting in an incremental increase in demand for services and facilities

• Community expectations for newer, evolving and additional services and facilities over and above today’s existing service levels

• The need to develop the financial capacity to meet current and future capital infrastructure needs to provide reasonable service levels in an affordable and sustainable manner

• Economic pressures such as interest rate fluctuations and inflationary pressures • Cost increases in some supply sectors which exceed inflation • Pressures on wage and benefit costs, including collective agreements • Service and supply contract renewals and existing committed multi-year

contracts 3.2 Guiding Principles for Budget Preparation and Evaluation The guiding principles for budget preparation and evaluation are those which meet the goals of the Community Based Strategic Plan are:

a. Open and transparent process;

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b. Promotion of fiscal responsibility; c. Predictable tax increases.

a. Open and Transparent Process

1. The Annual Budget Process shall include a formalized system or survey for

community input in accordance with the Community Engagement Strategy. All feedback, comments and suggestions received through solicitation tools such as email, website, surveys or other tools will be provided to the Strategic Initiatives Standing Committee which shall also provide the opportunity for public input into the operating and capital budgets.

2. All meetings, budget materials, presentations, disclosures and deliberation

review processes shall be open to the public, except those aspects which are permitted and appropriate to be held in closed session.

3. A specific section of the Town’s website will contain all relevant budget materials,

presentations, summaries and reports throughout the process, and updated to reflect the final approved budget.

4. Council wi ll undertake to complete the review and approval of the annual

operating and capital budgets prior to the commencement of the new budget year by approving a schedule for budget milestones by by-law. For a budget in respect of the year following a municipal election, the budget review process will begin in January of the new budget year, as required by statute.

b. Promotion of Fiscal Responsibility

1. The Town will prepare a traditional municipal balanced budget for review.

Ontario Regulation 284/09 allows for exclusion from such budget certain accounting estimates such as amortization and post-employment benefit liabilities. The impact of these excluded items will be presented separately as part of the final budget submission as required by the Regulation.

2. The Town will not use or rely upon prior year operating surpluses to fund or

balance the Operating Budget. 3. The Town will not rely on one-time or short-term temporary funding sources to

fund or balance the Operating Budget, unless directly associated with corresponding temporary expenses for events or special purpose programs.

4. Cost Avoidance strategies will be employed in the operating and capital budgets

through replacement of assets and their components at the optimal point in time for efficient and effective use of scarce financial resources, balancing this with meeting community expectations, and the need for maintaining reliable services.

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5. Cost Control strategies will be employed through: i. Weekly financial variance reporting for managers and supervisors. ii. Quarterly variance reporting to Council. iii. Mandatory use of purchase orders for all capital projects and operating

expenditures over $300. iv. Continual investigation by Finance staff as to the cause of material

variances and suggested corrective action.

6. Cost Management strategies will be employed through:

i. Planning for a singular, stable and predictable funding transfer to the Lifecycle Replacement Reserve Fund and not impacting the annual operating budget with the year to year fluctuations of the actual capital budget approval.

ii. Committing to adequately fund infrastructure repair, replacement and improvements through annually evaluating future funding needs, and when indicated, increase annual contributions to infrastructure sustainability reserve funds.

iii. Recognizing that budget decisions made in one year may have impacts for future years, to ensure openness and public awareness, for each annual tax-supported budget presented, an accompanying forecast of the next two budgets and related tax impacts shall also be presented.

iv. Evaluation and monitoring of new initiatives, budget results, and resource allocations through the use of a mixture of output\outcome, and efficiency measures.

v. Including performance measures within departmental business plans and budgets.

vi. Continuation of program and service reviews by an independent third party to ensure that the programs and services are being provided in an efficient and cost effective manner and meet the needs and priorities of the community.

7. Cost Reduction strategies will be employed by:

i. Continually looking to implement changes in technique, tools or approaches to delivering services and functions which will reduce costs, or improve the efficiency or effectiveness of operations. Where necessary, capital investments required to achieve such improvements will be prioritized.

ii. Strategic procurement practices which, first and foremost, consider the best interest of the municipality in all transactions and promote the most cost effective and efficient use of Corporate funds and resources by acquiring the specified goods or services at the optimum quality, quantity, price, delivery and performance.

c. Predictable Tax Increases

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1. Council, staff and the taxpayers recognize that annual increases approximating inflation may be necessary to support continuation of existing services, facilities and operations while accommodating the demand for more of these same levels of services, facilities and operations arising from growth in the community.

2. Key service usage and performance statistics will be maintained and benchmarked, where possible, to highlight specific service areas where an increased level of funding and support may be required to maintain acceptable service levels and identify opportunities for improvement.

3. The Base Budget Tax Levy shall reflect:

a. Inflation and Unavoidable Increases • Annualized costs • Legislative requirements • Capital impacts on operations due to growth • Incremental program or service costs which are the result of growth • Inflation based on the Consumer Price Index for the Toronto area for

the previous 12-month period, July 1st to June 30th as published by Statistics Canada.

b. Operating Efficiencies • Removal of one-time expenditures • Process improvements that result in real and measurable cost

reductions • Cost optimization achieved through strategic procurement processes

4. Unmet needs shall be:

a. Related to program or service level enhancements which are either one-time investments or an addition to the annual budget.

b. Prioritized by Senior Management. c. Provided to Council in the draft budget documents. d. At the discretion of Council as to whether or not they are funded.

5. Special Capital Levy

The Special Capital Levy for future infrastructure renewal programs shall be in addition to the Municipal Tax Levy and shall represent 0.75% of the Municipal Tax Levy.

4. Reporting Requirements The Town’s prior year financial performance shall be an integral part of the annual budget preparation process and the subject of a verbal report to Council by the Treasurer. As part of the budget process and documentation, the Treasurer shall provide: Draft Budget Documents comprised of:

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• Overview of the Budget. • Departmental Business Plans including staffing, work plan priorities, and

performance metrics. • Departmental Operating and Capital Budget Summaries.

Supplementary Budget Information comprised of:

• Explantions of Unavoidable Increases and Operating Efficiencies on a department by department basis.

• Budgeted Reserve and Reserve Fund Activity. • Updated Annual Repayment Limit • Updated Corporate Debt Position • Four standard Tax Scenarios will be provided unless otherwise directed by

Council: i. The base budget ii. An increase in Taxes reflective of the current inflation rate iii. A 0% increase in the Tax Rate, and iv. An increase in the Municipal Tax Levy (expenditures) reflective of the

current inflation rate. • 2017 Items Requiring Direction.

Revision History: Review Date Description

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1. PURPOSE The purpose of this policy is to outline the procedures and steps undertaken to ensure the Corporation plans and allocates the additional revenues generated through assessment growth appropriately and in accordance with priorities established in the Community Based Strategic Plan. 2. DEFINITIONS

Assessed Value: The value of a property (land and buildings) for property taxation purposes.

Assessment Growth:

Assessment growth generally refers to the net increase in assessment attributable to new construction less adjustments resulting from assessment appeals and property classification changes.

Corporation: Refers to the Corporation of the Town of Collingwood.

Assessment Growth Policy

POLICY NUMBER: FIN –

POLICY STATEMENT: Accountable Local Government is a key goal that emerged through the Community Based Strategic Planning process with residents characterizing this goal as being “transparent in its decision-making and that demonstrates fiscal responsibility in all of its activities, including asset management and debt management. This policy formalizes a defined and transparent process for sustainable funding of growth related incremental costs and internal debt reduction. APPLICATION: The funding raised and used by the Corporation comes mainly from property taxation and must be used wisely, obtaining good value and cared for responsibly. This policy applies to members of Council and all employees who are responsible for the establishment, control, administration and management of the Corporation’s budgets to ensure that the scarce financial resources are used appropriately.

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Current Value Assessment:

The price a property might reasonably be expected to sell for if sold by a willing seller to a willing buyer after appropriate time and exposure on the open market. For property assessment purposes current value and assessed value are the same thing.

3. DESCRIPTION 3.1 Guiding Principles

a. New revenue from growth is necessary funding to extend existing services at their same levels to these new residents and businesses which results in additional costs, and in some cases, additional staffing requirements.

b. Assessment growth funding shall be dedicated to areas of the budget that incur costs to provide existing core services to new growth areas.

c. Assessment growth costs should be supported by a business case prepared by the impacted department.

d. Assessment growth costs shall be identified and included in the base budget. e. If assessment growth funding exceeds the accumulated growth costs of the

departments in any one budget year, the balance available will be applied to reduce internal debt or unissued debt.

f. If all internal debt or unissued debt has been fully paid, any excess assessment growth funding shall be used to offset the base budget property tax requisition.

4. Reporting Requirements As part of the budget process and documentation, the Treasurer shall identify the incremental cost of growth for each department and the business case for the requirement. Revision History: Review Date Description

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