01 - September 12, 2023 Budget Committee Agenda Packaged/o zuiuull�lr,
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Budget Committee
ORDERS OF THE DAY
Tuesday, September 12, 2023, 11:00 a.m.
Council Chambers
450 Sunset Drive
St. Thomas ON
NOTE FOR MEMBERS OF THE PUBLIC:
This meeting will not be livestreamed. Minutes will be posted to the Elgin County website following the
meeting.
Accessible formats available upon request.
1.
CALL TO ORDER
2.
APPROVAL OF AGENDA
3.
ADOPTION OF MINUTES
4.
DISCLOSURE OF PECUNIARY INTEREST AND THE GENERAL NATURE
THEREOF
5.
DELEGATIONS
6.
REPORTS/BRIEFINGS
6.1 Director of Financial Services/Treasurer -
Terms of Reference Review
6.2 Director of Financial Services/Treasurer -
2024 Draft Budget Survey
6.3 Director of Financial Services/Treasurer -
Proposed Budget Schedule
6.4 Director of Financial Services/Treasurer -
Department Budget
Presentation Format
6.5 Director of Financial Services/Treasurer -
2024 Budget Pressures and
Rate Increase
7.
OTHER BUSINESS
8.
CORRESPONDENCE
9.
CLOSED MEETING ITEMS
10.
MOTION TO RISE AND REPORT
11.
DATE OF NEXT MEETING
12.
ADJOURNMENT
Pages
2
6
10
70
73
76
Page 1
November 1, 2022
Corporation of the County of Elain
BUDGET COMMITTEE
MINUTES
For Tuesday, November 1, 2022
1:00 P.M.
County Administration Building/Zoom
The Budget Committee met this 1st day of November 2022. The meeting was held in a
hybrid in-person/electronic format with Committee Members and staff participating as
indicated below.
Attendees: Warden Mary French, Chair (electronic)
Deputy Warden Tom Marks (in -person)
Councillor Ed Ketchabaw (electronic)
Councillor Dominique Giguere (in -person)
Staff: Julie Gonyou, Chief Administrative Officer/Clerk (in -person)
Jennifer Ford, Director of Financial Services/Treasurer (in -person)
Jenna Fentie, Manager of Administrative Services/Deputy Clerk (in -
person)
Stefanie Heide, Legislative Services Coordinator (in -person)
Regrets: Brian Lima, General Manager of Engineering, Planning, and
Enterprise/Deputy CAO
1. CALL TO ORDER
The meeting convened at 1.00 p.m. with Warden French in the Chair.
2. APPROVAL OF THE AGENDA
Moved by: Councillor Ketchabaw
Seconded by: Deputy Warden Marks
RESOLVED THAT the agenda for the November 1, 2022 meeting be approved as
presented.
3. ADOPTION OF MINUTES
Moved by: Councillor Giguere
Motion Carried.
Page 2 of 78
Page 2
November 1, 2022
Seconded by: Deputy Warden Marks
RESOLVED THAT the minutes of the meeting held on July 12, 2022 be adopted.
Motion Carried.
4. DISCLOSURE OF PECUNIARY INTEREST OR THE GENERAL NATURE
THEREOF
None.
5. DELEGATIONS
None.
6. BRIEFINGS
6.1 2022 Quarter 3 Financial Results — Director of Financial
Services/Treasurer
The Director of Financial Services/Treasurer presented the report providing
an update on the Performance of Budget to Actual up to the end of
September 2022.
Moved by: Councillor Giguere
Seconded by: Councillor Ketchabaw
RESOLVED THAT the report titled "2022 Quarter 3 Financial Results" from
the Director of Financial Services/Treasurer dated October 25, 2022 be
received and filed for information.
Motion Carried.
6.2 2023 Budget Survey Results — Director of Financial Services/Treasurer
and the Chief Administrative Officer
The Director of Financial Services/Treasurer presented the report providing
the Budget Committee with the results of the 2023 Budget Survey and a
summary of the feedback based on responses received.
The Director of Financial Services noted a point of clarification on the Budget
Tax Levy. Last year Council did agree to the targeted growth of 2% in the
ten year plan as presented, however the Tax Levy increase that Council
agreed to was 3.6% over the ten (10) years, and not the stated 5.48% as in
the report, for a total of 5.6% annually in total.
The Committee reviewed the six (6) questions from the Budget survey that
were used to guide the development of the Executive Leadership Team's
Page 3of78
Page 3
November 1, 2022
2022 budgets and provided feedback for the 2023 budget process.
Moved by: Councillor Giguere
Seconded by: Deputy Warden Marks
RESOLVED THAT the report titled "2023 Budget Survey Results" from the
Director of Financial Services/Treasurer dated October 25, 2022 be received
and filed for information; and
THAT the Committee recommend to the 2022-2026 term of County Council
that the composition of the 2023 Budget Committee be comprised of
Committee of the Whole to avoid delays and to ensure all Councillors are
involved in budget discussions.
Motion Carried.
6.3 2023 Budget Risks and Opportunities — Director of Financial
Services/Treasurer
The Director of Financial Services/Treasurer presented the report serving to
provide context to the immediate concerns as they exist for the County of
Elgin.
The Director of Financial Services/Treasurer noted a point of clarification
that in the chart of expected costs and savings provided by staff, the
reference to "percentage of tax increase" should instead be "percentage of
levy increase".
Moved by: Councillor Ketchabaw
Seconded by: Councillor Giguere
RESOLVED THAT the report titled "2023 Budget Risks and Opportunities"
from the Director of Financial Services/Treasurer dated October 25, 2022 be
received and filed for information.
Motion Carried.
6.4 2022 to 2031: Ten-year Budget Plan Overview — Director of Financial
Services/Treasurer
The Director of Financial Services/Treasurer presented the report providing
a review of the budget development methodology used by staff and base
information for the 2023 budget.
Moved by: Deputy Warden Marks
Seconded by: Councillor Ketchabaw
Page 4 of 78
Page 4
November 1, 2022
RESOLVED THAT the report titled "2022 to 2031: Ten-year Budget Plan
Overview" from the Director of Financial Services/Treasurer dated October
26, 2022 be received and filed for information.
- Motion Carried.
7. OTHER BUSINESS
None.
8. CORRESPONDENCE
None.
9. DATE OF NEXT MEETING
The Budget Committee will meet again at a date to be determined.
10. ADJOURNMENT
Moved by: Deputy Warden Marks
Seconded by: Councillor Giguere
RESOLVED THAT we do now adjourn at 2.02 p.m. to meet again at the call of the
Chair.
- Motion Carried.
Jenna Fentie, Ed Ketchabaw,
Manager of Administrative Services/ 2023 Warden.
Deputy Clerk.
Page 5of78
REPORT TO BUDGET COMMITTEE
FROM: Jennifer Ford, Director of Financial
Services/Treasurer
DATE: Sept 5, 2023
SUBJECT: Terms of Reference Review
RECOMMENDATIONS:
THAT the report entitled "Terms of Reference Review" presented by the Director of
Financial Services/Treasurer dated Sept 5, 2023 be received and filed.
INTRODUCTION:
Appendix A outlines the Terms of Reference for a sub committee of council related to
the establishment of a Standing committee to oversee the County Budget process. This
report serves to begin the 2024 Budget process with a review of the Terms of
Reference and to utilize the expertise of the Budget Committee to streamline the 2024
budget process.
BACKGROUND AND DISCUSSION:
During the 2023 Budget process, the County administered the Budget process within
the Committee of the Whole. During this period, there was a Council orientation
session, and approximately seven meetings that were held to provide all Council
members with a full overview of the Budget composition of our corporation.
Council also reached out to residents by posting a budget survey and by holding an
open house to obtain feedback related to the County budget.
As we head into the 2024 budget process, the Committee of the Whole has experienced
a full budget cycle at the County, and has considered many reports with budget related
implications during their first year. The Budget Committee was designed as Standing
Committee A-5 and was appointed on January 10, 2023 in By -Law 23-01 to be engaged
to navigate through the next Budget cycle. The Terms of Reference as presented in
Appendix A outline the duties of the Committee as delegated to them by Council
through By -Law 23-01.
Members of the Budget Committee include: Warden Ketchabaw, Deputy Warden Jones,
Councillor Sloan, and Councillor Hentz.
Page 6 of 78
Objectives of the Budget Committee:
• Review and assess budget principles, allocations and related financials,
providing advice to the CAO and Director of Finance on the annual budget.
• To receive presentations from each department as required on financial matters
• To evaluate the budgetary implications of proposals for new and substantially
revised programs and services in advance of Council's budget deliberations.
Meeting Frequency:
• 1 full -day meeting will be held in November and 1 full -day meeting will be held in
December each year. Additional meetings may be scheduled on an as needed
basis at the discretion of the Chair.
Reporting:
• The Budget Committee will report to Council on an as -needed basis
FINANCIAL IMPLICATIONS:
The annual budget process has the largest impact on services and ratepayers than any
other process. It is a great opportunity for Council and the public to get involved and to
learn about their local government and the services that we support.
ALIGNMENT WITH STRATEGIC PRIORITIES:
Serving Elgin
® Ensuring alignment of
current programs and
services with community
need.
❑ Exploring different
ways of addressing
community need.
® Engaging with our
community and other
stakeholders.
Additional Comments:
Growing Elgin
❑ Planning for and
facilitating commercial,
industrial, residential,
and agricultural growth.
❑ Fostering a healthy
environment.
❑ Enhancing quality of
place.
Investing in Elgin
® Ensuring we have the
necessary tools,
resources, and
infrastructure to deliver
programs and services
now and in the future.
® Delivering mandated
programs and services
efficiently and
effectively.
2
Page 7 of 78
3
� LOCAL MUNICIPAL PARTNER IMPACT:
Within our budget exists several areas related to shared services and initiatives that our
municipal partners may already be or may wish to be further involved in. The CAO
and/or Director of Financial Services/Treasurer will engage with our Municipal partners
to ensure a collaborative effort.
COMMUNICATION REQUIREMENTS:
The Committee will engage public consultation through Engage Elgin via a budget
survey and may reach out using other methods throughout the budget process.
CONCLUSION:
The Terms of Reference, included in By -Law 23-01, are presented today as information
for the Budget Committee as staff begin their work on the 2024 Budget documents
which will be brought forward later in 2023 to this group.
All of which is Respectfully Submitted Approved for Submission
Jennifer Ford Don Shropshire
Director of Financial Services/Treasurer Chief Administrative Officer
Page 8of78
Schedule A-4 — Standing Committee — Council Budget Committee
TERMS OF REFERENCE
Committee Name: Council Budget Committee
Committee Type: Standing Committee
Pursuant to By -Law 19-41, a Standing Committee is a Committee
established by Council, comprised entirely of Members of Council, tc
carry out duties on an ongoing basis, as specified by Council.
Reporting to:
Elgin County Council
Enabling Legislation/
By -Law 19-41 (Procedural By -Law), By -Law 23-01 (Council
By -Law (if applicable)
Committees By -Law)
Staff Support:
CAO/Clerk (or designate) and Director of Finance, other staff as
required
Department Linkage:
Administrative and Financial Services
Term of Appointment:
1 year, Members eligible for reappointment
Financial Impact:
No additional staff resources required
Meeting Frequency:
1 full -day meeting will be held in November and 1 full -day meeting
will be held in December each year. Additional meetings may be
scheduled on an as -needed basis at the discretion of the Chair.
Chair/Vice Chair
Warden
Skills/Qualifications
Financial experience preferred
Membership/Composition
Elgin County Council shall appoint three (3) Members to the
Committee. There will be a total of four (4) Members, including
the Warden. The Warden will serve as the Chair of the Committee.
Candidates will be recommended by the Warden and appointed
by County Council.
Mandate:
The Budget Committee is a Standing Committee of Council
established to deliberate on the Budget, which includes the future
Capital and Current Programs for the County of Elgin.
Objectives:
The Budget Committee shall:
• Review and assess budget principles, allocations and
related financials, providing advice to the Chief
Administrative Officer and Director of Finance on the
annual budget;
• To receive presentations from each department, as
required, on financial matters;
• To evaluate the budgetary implications of proposals for
new and substantially revised programs and services in
advance of Council's budaet deliberations
Link to Council's Strategic Investing in Elgin — To make responsible financial decisions.
Priorities:
Reporting Requirements: The Budget Committee will report to Council on an as -needed
basis.
Timeline for Completion of the Ongoing
Assigned Tasks:
Council Review: Annually
Page 9of78
E191,11,
RECOMMENDATIONS:
REPORT TO BUDGET COMMITTEE
FROM: Jennifer Ford, Director of Financial
Services/Treasurer
DATE: Sept 5, 2023
SUBJECT: 2024 Draft Budget Survey
THAT the report entitled "2024 Draft Budget Survey" presented by the Director of
Financial Services/Treasurer dated Sept 5, 2023 be received and filed, and;
THAT the 2024 Budget Survey and the advertising campaign, including any applicable
changes, be released for public consultation for the period September 13, 2023 to
October 13, 2023.
INTRODUCTION:
The County annually invites the public to participation in the Budget process through an
interactive survey. The survey provides information that will inform Council and staff
throughout the Budget process. This report serves to present a draft of the 2024
Budget Survey for Budget Committee review and approval before posting to the
website.
BACKGROUND AND DISCUSSION:
The annual Budget Survey has evolved to be one of our primary means to gather
information from constituents which assists in guiding our budget development.
Preliminary work has been done on the 2024 budget survey that includes a change to
the dates on last year's budget survey and some additional information explaining the
services provided by Planning, Economic Development and Land Division due to
respondents requesting more information last year. (Appendix B). The summary and
report for the 2023 budget survey has been provided in Appendix E and F to enable the
Budget Committee the opportunity to review and compare all of the previous year's
responses and information received.
The survey is now being brought forward for review and approval by the Budget
Committee before being posted. The committee is encouraged to take this opportunity
to remove, add or reword questions in order to provide better or more targeted
information for staff to support the budget preparation process.
We will host the survey on our website at ugg,gg, Ili iuin � a/unve,st,iI[ ug„uie Lll���iil.lf::�!I.
Page 10 of 78
using our tngage Elgin platform. It will be advertised on social media, and through ads
in local papers using a QR code to link the survey to your device in order to complete it.
Jessica Silcox, our Corporate Communications & Engagement Coordinator, created a
"Slice of the Pie" media campaign with an added automated feature which will be used
on social media platforms (Appendix C & D). Respondents who fill out the budget
survey to show us how they would slice up the Elgin County budget, will be offered a
chance to win an actual homemade pie from local Elgin County vendor! It will be the
respondent's choice to leave some form of contact information, at the end of the survey,
such as a return email address, if they wish to be included in the weekly draw.
Staff suggest posting the survey for approximately 4 weeks from today's meeting. One
pie per week will be drawn and the winner's name will be posted to bring attention to the
survey each week. The timing would see the survey being taken down on or about
October 13t". The results will be immediately compiled and shared with departmental
leads to guide their budget process further. Staff will provide the results at the next
approved Budget Committee meeting thereafter.
FINANCIAL IMPLICATIONS:
Results will be shared with departmental leads in order to immediately guide the budget
process further. Advertising and weekly draw prizes will be contained within the current
year's budget.
ALIGNMENT WITH STRATEGIC PRIORITIES:
Serving Elgin
® Ensuring alignment of
current programs and
services with community
need.
® Exploring different
ways of addressing
community need.
® Engaging with our
community and other
stakeholders.
Growing Elgin
❑ Planning for and
facilitating commercial,
industrial, residential,
and agricultural growth.
❑ Fostering a healthy
environment.
® Enhancing quality of
place.
Investing in Elgin
® Ensuring we have the
necessary tools,
resources, and
infrastructure to deliver
programs and services
now and in the future.
® Delivering mandated
programs and services
efficiently and
effectively.
2
Page 11 of 78
Additional Comments:
3
LOCAL MUNICIPAL PARTNER IMPACT:
In prior year's, some respondents have included information relevant to services
provided by our local municipal partners. Staff will reach out to the specific municipal
partner when this occurs to share the information received.
COMMUNICATION REQUIREMENTS:
The survey will be posted on our website and will be advertised through various
different media options. Respondents may also pick up a hard copy or use public
computers to fill out the survey at any Elgin County Library location. Respondents may
choose to also enter a draw to win a pie!
CONCLUSION:
The Budget Survey annual process has become a way for the public to have their say
during the budget process. The Budget Committee now has input into this process to
help guide and modify the survey as it was presented last year before being posted for
public consultation.
All of which is Respectfully Submitted Approved for Submission
Jennifer Ford Don Shropshire
Director of Financial Services/Treasurer Chief Administrative Officer
Page 12 of 78
Elgin County 2024 Budget Survey
All fields marked with an asterisk (*) are required.
County Budget Background
Elgin County's seven (7) partner municipalities (Town of Aylmer, Municipality of
Bayham, Municipality of Central Elgin, Municipality of Dutton Dunwich, Township of
Malahide, Township of Southwold and Municipality of West Elgin) collect property taxes
from property owners, farms and businesses within the municipality. These taxes are
collected for the services and programs delivered locally by your municipality, Elgin
County and School Boards. Elgin County is a two-tier government, which means that
the local municipality provides different services to those provided by the County.
Some of the Services provided by the County include:
• Transportation Services: Road, bridge and infrastructure maintenance
• General Government, Administrative Services and Economic Development and
Tourism
• Property Tax Related Services (includes costs associated with Municipal
Property Assessment Corporation (MPAC)) Planning, Development & Land
Division
• Public Health Services (funding provided to Southwestern Public Health)
Emergency Medical Services (Ambulance)
• Library & Cultural Services (includes 10 branch Libraries, Elgin Heritage Centre
and Archives Social Services (funding provided to the City of St. Thomas who
delivers this service on our behalf) Long -Term Care Homes and Seniors Services
(Elgin Manor, Bobier Villa, Terrace Lodge)
The County of Elgin does not provide the following services (these services are
provided by our Local Municipal Partners):
• Water Infrastructure and Rates
• Sewer Infrastructure and Rates
• Garbage Collection
• Local Municipal Roads
• Parks and Recreational Facilities
As you can see, the County is responsible for providing a wide variety of services. The
chart above has been included to show how your property taxes are spent at the County
level.
Note: Public Health and Property Tax payments are mandatory.
Page 13 of 78
1. What Municipality do you live in?
o Town of Aylmer
o Municipality of Bayham
o Municipality of Central Elgin
o Township of Malahide
o Township of Southwold
o Municipality of Dutton Dunwich
o Municipality of West Elgin
o I do not live in Elgin County
2. What is the primary category in which you pay taxes?
o Commercial
o Residential
o Agricultural
3. How important are Transportation Services (Roads, Bridges and Infrastructure
Maintenance) to you?
o One of the most important services
o Very important
o Somewhat important
o Not important
o Doesn't matter to me
o Not sure /need to know more
4. Elgin County's investment in Transportation Services (Roads, Bridges and
Infrastructure Maintenance) should be:
o Increased
o Maintained
o Reduced
o Not sure/need to know more
Page 14 of 78
5. If you chose 'Increased' in #3, please indicate how you would prefer to see an
increase in transportation infrastructure funded?
o An initial one-time larger adjustment to tax levy
o Phased -in increases over 3-4 years
o Debt financing over a short-term (10 years)
o Debt financing over a longer -term (20 years)
6. Approximately 12% of the County's total budget supports Government Services,
Administration, County Council, and Committees. Is this amount:
o Too little
o Appropriate
o Too much
o Not sure/need to know more
7. Elgin County Economic Development and Tourism is dedicated to enhancing the
economic well-being of the region by attracting new businesses, nurturing existing ones,
supporting entrepreneurship, and promoting tourism, all while encouraging private
sector investment to drive economic growth and prosperity, thereby reducing the
pressure on residential taxes. Are our efforts:
o Very effective
o Effective
o Ineffective
o Not sure/need to know more
8. Elgin County's investment in Economic Development (Business Support, Retention
and Workforce Development efforts) and Tourism should be:
o Increased
o Maintained
o Decreased
o Not sure/need to know more
Page 15 of 78
9. The County makes planning decisions that will determine the future of communities
through an Official Plan and through by-laws that establish rules and regulations that
control development.
The Planning Department is responsible for ensuring the orderly development of land in
Elgin County. County Planning staff review applications for official plan amendments,
subdivisions, and condominiums, as well as other planning applications for which the
County is the approval authority. Planning also provides feedback on local municipal
planning matters, such as zoning amendments and site plans.
The Land Division Committee oversees the creation of new lots and easements, as well
as adding land to existing parcels where a plan of subdivision is not required. The Land
Division Committee meets monthly to review applications and ensure that approved
severances follow Provincial policies and County and Municipal Official Plans.
How important is Planning and Development Services (including Land Division
Committee) to you?
o One of the most important services
o Very important
o Somewhat important
o Not important
o Doesn't matter to me
o Not sure/need to know more
10. Elgin County's investment in Planning and Development (including Land Division
Committee) should be:
o Increased
o Decreased
o Maintained
o Not sure/need to know more
11. How important are Public Health Services (funding provided to Southwestern Public
Health) to you?
o One of the most important Services
o Very important
o Somewhat important
o Not important
o Doesn't matter to me
o Not sure/need to know more
Page 16 of 78
12. Elgin County's investment in Public Health Services (funding provided to
Southwestern Public Health) should be:
o Increased
o Maintained
o Decreased
o Not sure/need to know more
13. How important are Emergency Medical Services (Ambulance) to you?
o One of the most important services
o Very Important
o Somewhat important
o Not important
o Doesn't matter to me
o Not sure/need to know more
14. Elgin County's investment in Emergency Medical Services (Ambulance) should be:
o Increased
o Maintained
o Decreased
o Not sure/need to know more
15. How important are Elgin's 10 branch Libraries and Cultural Services (Elgin Heritage
Centre and Archives) to you?
One of the most important services
o Very important
o Somewhat important
o Not important
o Doesn't matter to me
o Not sure/need to know more
Page 17 of 78
16. Elgin County's investment in Elgin's 10 branch Libraries and Cultural Services (Elgin
Heritage Centre and Archives) should be:
o Increased
o Maintained
o Decreased
o Not sure/need to know more
17. How important are Social Services and Affordable Housing (funding provided to the
City of St. Thomas, who delivers these services on our behalf) to you?
o One of the most important services
o Very important
o Somewhat important
o Not important
o Doesn't matter to me
o Not sure/need to know more
18. Elgin County's investment in are Social Services and Affordable Housing (funding
provided to the City of St. Thomas, who delivers these services on our behalf) should
be:
o Increased
o Maintained
o Decreased
o Not sure/need to know more
19. Elgin Manor, Bobier Villa and Terrace Lodge are Elgin County's owned and
operated Long -Term Care Home facilities providing personal and health services to 247
residents. How important are Long -Term Care Homes and Seniors Services (Elgin
Manor, Bobier Villa and Terrace Lodge Long -Term Care Homes) to you?
o One of the most important
o Very important
o Somewhat important
o Doesn't matter to me
o Not sure/need to know more
Page 18 of 78
20. Elgin County's investment in are Long -Term Care Homes and Seniors Services
(Elgin Manor, Bobier Villa and Terrace Lodge Long -Term Care Homes) should be:
o Increased
o Maintained
o Decreased
o Not sure/need to know more
21. Do you feel that you receive good value for your tax dollars?
o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly Disagree
22. Please indicate why you feel you do or do not receive good value for your tax
dollars:
Please add your comment here...
23. What do you think will be the biggest challenges facing Elgin County in the near
future?
o Maintaining high -quality roads, bridges, and critical infrastructure
o Emergency medical services
o Seniors services
o Support for business
o Not sure/need to know more
o Other (please provide your comments):
Page 19 of 78
24. Please pick your top TWO (2) priorities that you believe Elgin County should spend
more tax dollars on-
o Transportation Services (roads, bridges and infrastructure maintenance)
o Social services and affordable housing (market rent housing, supportive housing,
rent -geared -to -income and emergency shelter)
o Emergency medical services (ambulance)
o Public Health
o Providing grants for community programs, services and events
o Library & cultural services (including museums and archives)
o Long-term care homes and seniors services
o Solving other emergent challenges such as connectivity, housing, etc.
o Not sure/need to know more
o Other (please specify)
25. Acceptable ways to increase spending on these services include (please check all
that apply):
o Increase in tax levy
o Decrease spending in other service and program areas
o Make increased spending conditional on increase in provincial funding
o Finding efficiencies
o Not sure/need to know more
o Other (please specify)
26. Fewer tax dollars should be spent on (select top TWO that apply):
o Transportation Services (roads, bridges and infrastructure maintenance)
o Emergency medical services (ambulance)
o Long-term care homes and seniors services
o Public Health
o Providing grants for community programs, services and events
o Library & cultural services (including museums and archives)
o Solving other emergent challenges such as connectivity, housing, etc.
o Not sure/need to know more
o Social services and affordable housing (market rent housing, supportive housing,
rent -geared -to -income and emergency shelter)
o Other (please specify)
Page 20 of 78
27. If tax increases are necessary to maintain or improve the level of services provided
by the County, what would be an acceptable yearly tax increase over the next 10 years.
0 0%
o 0-2%
o 2-4%
o 4-6%
o Other (please specify)
28. Do you have any other comments or suggestions for the Budget Committee or
Council regarding the 2024 budget?
Please add your comment here...
29. We appreciate your participation in this budget survey! If you would like to enter our
draw to win one (1) of four (4) free pies, please enter your email below. Your name and
email address are collected and used solely for the purpose of the draw and to contact
you in the event you are a winner, your responses to the budget survey will still remain
anonymous.
Page 21 of 78
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Budget Survey 2023 Results
Budget Survey was posted until Sept 26, 2022
Submissions
Question #1
Municipality of Central Elgin
Township of Malahide
Township of Southwold
Municipality of West Elgin
Municipality of Bayham
Municipality of Dutton Dunwich
Question #1a
Question #2
Question #3
Question #4
Question #5
2023
216 394 82%
140
51
43
42
36
35
Page 24 of 78
Question #6
Question #7
Question #8
Question #9
Question #10
Question #11
Question #12
385
Page 25 of 78
Question #13
Question #14
Question #15
Question #16
Question #17
Question #18
Page 26 of 78
Question #19
Question #20
Question #21
Question #22
Question #23
Page 27 of 78
Question #24
Question #25
Question #26 - Comments on Separate Tab
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RECOMMENDATION:
REPORT TO BUDGET COMMITTEE
FROM: Jennifer Ford, Director of Finance/Treasurer
Julie Gonyou, Chief Administrative Officer
DATE: October 25, 2022
SUBJECT: 2023 Budget Survey Results
THAT the report titled 2023 Budget Survey Results, dated October 25, 2022 submitted
by the Director of Finance/Treasurer, be received and filed for information; and
THAT the Committee recommend to the 2022-2026 term of County Council that the
composition of the 2023 Budget Committee be comprised of Committee of the Whole to
avoid delays and to ensure all Councillors are involved in budget discussions.
INTRODUCTION:
The purpose of this report is to provide the Budget Committee with the results of the
2023 Budget Survey and summarizes the feedback based on responses received.
DISCUSSION:
Through the 2022 budget process, Council directed staff to prepare the 2023 budget
with a target base budget tax levy increase of a 5.48% with a target growth amount of
2% for a total increase of 7.48% If target growth is higher than targeted, then the levy
increase would be lower. If target growth is lower, then the levy increase wouldneed to
be higher. During preparation of the budget, staff will consider current levels of service
and make recommendations as required to ensure County services are being delivered
most efficiently to meet the community's needs. All impacts from capital projects, growth
and new service level initiatives will be submitted as part of the 2023 budget process for
consideration by Council.
2023 Budget Committee composition
Elgin County has been well served by a Budget Committee. In 2022, the Budget
Committee met seven times to support Council in its due diligence and provide a
complete review of the draft 2022 budget before it was presented to Council for
approval. To ensure 2023 budget deliberations are not delayed, and to ensure all
County Council is part of the detailed budget deliberation process, it is recommended
Page 61 of 78
]et discussions be heard by Committee of the Whole. This will help with
and onboarding of new Members of Council
Given the effectiveness of the
Budget Committee over the past term of County Council, it will be staff's
recommendation that Council consider establishing a Budget Committee that will begin
meeting in Spring 2023.
Budget Survey
The 2023 Budget Survey questions were drafted through collaboration between staff
from Financial Services, Administrative Services and the Budget Committee. The
Budget Committee approved the 2023 Budget Survey before it was posted publicly in
July 2022. With the objective of engaging the public in the budget process, the 2023
Budget Survey was launched in July 2022 and remained posted until September 26,
2022. The survey was posted on Social media, on our website, and available in paper
copy at the Libraries.
It is important to note that the responses are not considered statistically valid due to the
number of responses and the methods used to capture responses. However, they do
provide important insights and act as a gauge into the community's objectives
surrounding the County's 2023 budget.
Staff are currently preparing the 2023 budget, followed by an Executive Leadership
Team review later in November and then Council review beginning in December. The
information provided through the 2023 Budget Survey will be considered as staff and
management continue to prepare the draft budget, not only for 2023 but also will be
factored into long range plans and budget forecasts.
Demographics:
The survey responses had good representation from municipalities across Elgin, with
the highest representation in Central Elgin (140); followed by the Township of Malahide
(51); Township of Southwold (43); Municipality of West Elgin (42); Municipality of
Bayham (36); Municipality of Dutton Dunwich (35); and Town of Aylmer (17). A total of
17 respondents indicated that they do not live in Elgin County.
Key Findings:
• In total, the survey had 394 respondents; this compares to the 216 responses to
the 2021 Budget Survey.
• Of the 394 surveys completed, 93 submissions were paper -based.
The majority of respondents (75%) indicates that the County's investment in
Transportation Services (Roads, Bridges, and Infrastructure Maintenance) should
I.- r,I. WITFI-01
18�
Page 62 of 78
191
n asked about the County's budget for Government Services,
�u,,,inistration7 County Council and Committees, 36% of respondents indicated
spending in this area is appropriate, 31 % indicated it was "too much", and 29%
responded "not sure/need to know more".
• The purpose of the County's Economic Development and Tourism services is to
increase business activity in Elgin, thereby reducing the pressure on residential
taxes. When asked whether the County's efforts are effective, responses include:
ineffective — 33%; not sure/need to know more — 33%; effective — 32%; and very
effective — 1.8%.
• The majority of respondents indicated (39%) indicated that they would like the
County's investment in Economic Development and Tourism to be maintained.
• With respect to Planning and Development, 53% of respondents indicated they
would like the County's investment in this service area maintained; 16% of
respondents suggested an increase in investment and 11 % suggested a
decrease; and 20% of respondents weren't sure/needed to know more about the
County's investment in this area.
• The majority of respondents (47%) indicated that the current level of investment
• The majority of respondents (53%) indicated they would like to see the County's
investment in Emergency Medical Services (EMS) maintained; 36% would like to
see investment increased; 1.2% of respondents would like to see a decrease in
investment and the remainder are "not sure/need to know more".
• The majority of respondents (52%) would like to see the County's investment in
Community and Cultural Services maintained; 23% would like to see an increase;
18% would like to see a decrease; and the remaining responses are "not
sure/need to know more".
• The majority of respondents (40%) would like to see the County's investment in
Social Services and Affordable Housing increased; 37% would like to see the
current level of investment maintained; 11 % would like to see a decrease; and
the remaining responses are "not sure/need to know more".
• With respect to Elgin's three (3) Long -Term Care Homes (LTCHs), the majority of
respondents (46%) indicated they would like to see investment in LTCHs
increased; 41 % would like to see the current level of investment in LTCHs
maintained; 5% would like to see a decrease in investment; and the remaining
responses are "not sure/need to know more".
Questions with comments:
1.) When asked "do you feel that you receive good value for your tax dollars?", the
majority of respondents (39%) responded "neutral"; 28% indicated that they
agree; 2.5% strongly agree; 22% disagree; and 7% strongly disagree.
Page 63 of 78
C!
art of question #20, respondents were asked to indicate "why you feel you
u� do not receive good value for your tax dollars" a summary of the
comments received include the following themes:
o Opportunity to capitalize on economies of scale to eliminate any
duplication of services
o Current structure of government (two-tier) results in inefficiencies
o Spending on administrative services should be reduced and invested in
front-line services
o Unfair distribution of resources and investment
o A need for enhanced transparency
o Need for tangible / realizable return on investment
o Productivity concerns
o Waste / ongoing consideration of efficiencies
o Improved road maintenance
o Taxes are "too high"
o Consider enhanced services for seniors as Elgin's population ages
2.) When asked what the biggest challenges Elgin County will face in the near future
(question #21), the majority of respondents (30%) indicated seniors services;
15% indicated maintaining high quality roads, bridges, and critical infrastructure;
14% indicated EMS; 10% indicated support for businesses; and 11 % indicated
that they are "not sure/need to know more".
• As part of question #21, respondents were asked "what do you think will be the
biggest challenges facing Elgin County in the near future?" and a summary of the
comments received under "Other" include the following:
o Connectivity
o Keeping taxes affordable while balancing needs of residents considering
demographics (i.e. support for Elgin's aging community)
o Efficient spending
o Resident and business attraction / retention
o Accessibility
o Adapting to climate change
o Budget pressures
o Hospice (*) — multiple responses
o Homelessness, violence and substance abuse
o Affordable housing
o Rural social services
(*) Hospice — The number of respondents referencing Hospice in Questions 21-26 totals 22, with
6 respondents who identified as not living in Elgin County. Concerns were raised by County
residents regarding the possibility of "skewed data" resulting from an email sent out by Hospice of
Page 64 of 78
61
Elgin to their subscribers with suggested responses to survey questions in favour of the Hospice
project.
3.) Question #22 asked respondents to identify the top TWO (2) priorities that they
believe Elgin County should spend more tax dollars on.
0 134 respondents identified LTCHs and Seniors Services (18.5%)
0 131 respondents identified social services and affordable housing (18.1 %)
0 78 respondents identified transportation services (10.7%)
0 74 respondents identified emergency medical services (10.2%)
0 64 respondents identified library and cultural services(8.8%)
0 63 respondents identified public health (8.7%)
0 55 respondents indicated "solving other emergent challenges such as
connectivity, housing, etc." (7.6%)
0 43 respondents indicated "providing grants for community programs,
services and events" (5.9%)
0 18 respondents indicated "not sure/need to know more" (2.4%)
• As part of question #22, respondents were asked to identify "other" priorities
which are summarized as follows:
o High-speed internet
o Business attraction / retention (including small businesses)
o Right -sizing and limiting increases in expenditures
o Enhanced efficiencies
o Safe transportation and ongoing investment in infrastructure
o Maintenance of naturalized spaces
o Libraries
o Seniors services
o Hospice (*)
(*) Hospice — The number of respondents referencing Hospice in Questions 21-26 totals 22, with
6 respondents who identified as not living in Elgin County. Concerns were raised by County
residents regarding the possibility of "skewed data" resulting from an email sent out by Hospice of
Elgin to their subscribers with suggested responses to survey questions in favour of the Hospice
project.
4.) Question #23 as respondents to indicate "acceptable ways to increase
appending on these services" (referring to Question #22). The majority of
respondents (217 (35%)) indicated "finding efficiencies"; 152 (25%) respondents
indicated "decrease spending in other service and program areas"; 136 (22%)
respondents indicated "make increased spending conditional on increase in
provincial funding"; 50 (8%) respondents indicated "increase in tax levy"; and 43
(7%) indicated "not sure/need to know more".
Page 65 of 78
[1
;tion #23 included a section for respondents to provide "Other" (2%)
rents the results of which are summarized as follows:
o Minimal salary increases
o Invest in programs / services to attract residents and businesses
o Development charges
o Public -private partnerships
o Limit spending
o Seek out efficiencies
5.) Question #24 asks respondents to identify TWO opportunities where fewer tax
dollars should be spent. The majority of respondents (124 (20%)) indicated
providing grants for community programs, services and events; 122 (20%)
indicated they were "not sure/need to know more"; 98 (16%) indicated library and
cultural services; 68 (11 %) indicated public health; 56 (9%) indicated solving
other emergency challenges such as connectivity, housing, etc.; 48 (8%)
indicated social services and affordable housing; 39 (6%) indicated transportation
services; 28 (4%) indicated LTCHs; and 8 (1%) indicated EMS.
• Question #24 included a section for respondents to provide "other" opportunities
(5%) where fewer tax dollars should be spent, the results of which are
summarized as follows:
o Administration / administrative costs
o Avoiding duplication of services
o Combine libraries with museums
o Keep as -is — well balanced
o Match cost -of -living -adjustment
o Reduce municipal leadership salaries
o Reduce over -staffing and overspending
6.) Question #25 ask respondents the following question: "if tax increases are
necessary to maintain or improve the level of services provided by the County,
what would be an acceptable yearly tax increase over the next 10 years?". The
majority of respondents (55%) indicated 0-2%; 21 % indicated 2-4%; 17%
indicated 0%; 2% indicated 4-6%.
• Question #25 included a section for respondents to provide "other" (4%) ideas if
tax increases are necessary, the results of which are summarized as follows:
o Salary increases should be kept to a minimum and/or reduced
o Invest in ways that will support resident and business attraction / retention
o Development charges
o No tax increases
o Focus on finding efficiencies "cut fat" and salaries
Page 66 of 78
P
X
N
Consider long-term financing
Seek out more provincial funding (health care / affordable housing)
Seek more participation by the lower -tiers
Limit spending
FINANCIAL IMPLICATIONS:
The results of the survey are shared with the Executive Leadership team to inform their
decisions during the budget process.
Last year, the Budget Committee used survey results to develop six (6) questions that
were then used to guide the Executive Leadership Team's work as they developed the
2022 budget. The questions were as follows-
1 . To what extent did your department take into consideration public input received
through the survey?
2. To what extent in planning for 2022 did your department take into consideration
or account for inflation pressures?
3. To what extent have you considered offsets — in other words, what are you willing
to give up?
4. How are your department priorities linked back to the Service Delivery Review
recommendations?
5. To what extent has your department collaborated with other department(s) to
develop the draft budgets and arrive at your recommendations?
6. If your department was faced with a 5% cut, what would you recommend to be
reduced or eliminated? What are the associated risks?
The Committee is encouraged to review the aforementioned questions and provide
suggested revisions based on the 2023 Budget Survey responses. It is anticipated that
the Executive Leadership Team will use these questions to guide and support the 2023
budget development process.
ALIGNMENT WITH STRATEGIC PRIORITIES:
Page 67 of 78
ving Elgin
® Ensuring alignment of
current programs and
services with community
need.
® Exploring different
ways of addressing
community need.
® Engaging with our
community and other
stakeholders.
Additional Comments:
Growing Elgin
❑ Planning for and
facilitating commercial,
industrial, residential,
and agricultural growth
❑ Fostering a healthy
environment.
® Enhancing quality of
place.
Investing in Elgin
® Ensuring we have the
necessary tools,
resources, and
infrastructure to deliver
programs and services
now and in the future.
® Delivering mandated
programs and services
efficiently and
effectively.
The 2023 budget process enables staff to focus on responsible financial management
while maintaining transparency and accountability to management, Council and the
public.
LOCAL MUNICIPAL PARTNER IMPACT:
The 2023 Budget Survey included several "comments" and responses that refer to
services and programs outside of the County's jurisdiction. As such, comments and
survey data will be shared with Elgin's Local Municipal Partners.
COMMUNICATION REQUIREMENTS:
The results of the 2023 Budget Survey have been shared with the Executive Leadership
Team and will also be shared with the 2022-2026 term of County Council to inform its
budget deliberations. A summary of survey responses will be available on the County's
Budget webpage and hard copies will be available upon request.
CONCLUSION:
The feedback received through the 2023 Budget Survey indicates a desire to keep
taxes affordable and/or minimize future tax increases while recognizing the need for
All of which is Respectfully
Submitted
Jennifer Ford
Director of Finance/Treasurer
Approved for Submission
Julie Gonyou
Chief Administrative Officer
E:3
Page 68 of 78
1001
improved delivery of certain services or increased levels of certain services. The
information provided through the Budget Survey will be considered as staff continues to
prepare the draft budget, not only for 2023 but how it may shape future years' budgets
and be factored into long range budget forecasts as well.
Page 69 of 78
E191,11,
RECOMMENDATIONS:
REPORT TO BUDGET COMMITTEE
FROM: Jennifer Ford, Director of Financial
Services/Treasurer
DATE: Sept 5, 2023
SUBJECT: Proposed Budget Schedule
THAT the report entitled "Proposed Budget Schedule" presented by the Director of
Financial Services/Treasurer dated Sept 5, 2023 be received and filed, and;
THAT the Budget Committee meet on October 24t", 2023 for a half day to receive the
results of the budget survey in advance of budget deliberations, and;
THAT the Budget Committee meet on November 14t", 2023 for a half day to receive and
discuss a preliminary overview of the Engineering Capital Plan, and;
THAT the Budget Committee meet on November , 2023 for a full day meeting to
receive initial department budgets with additional meetings to be set if needed.
INTRODUCTION:
At the time that the Budget Survey is released, the County will post a proposed budget
schedule that outlines the budget process we plan to follow. The schedule also assists
staff with timelines that determine the need for reporting to Budget Committee meetings.
BACKGROUND AND DISCUSSION:
In the Terms of Reference presented earlier today, there are two target dates that form
the minimum outline for meetings to be held by the committee to fulfill their objective "to
receive presentations from each department, as required, on financial matters". It is
outlined that meeting frequency include 1 full -day meeting in November and 1 full -day
meeting in December each year and that additional meetings may be scheduled on an
as needed basis at the discretion of the Chair.
Staff have started to set meetings to compile needs for 2024 and will meet with finance
staff over the next few weeks. Finance will take back the information to update
departmental plans and assist with initial presentation readiness for department heads.
Depending on availability, it would be at the discretion of the Budget Committee to
Page 70 of 78
2
aeiermine it they wished to receive the initial budget asks from each department in one
day, as per the Terms of Reference, or if this initial presentation should be split into two
or more partial days to accommodate member schedules.
At a high level, the proposed timeline includes the following budget related activities-
September/October — Meetings within departments and with Finance to coordinate
initial budget updates
October* — Close budget Survey and share with Departments — Present results of
budget Survey and present an Engineering department revised Transportation Capital
Plan to Budget committee in advance of department budget meetings
November* - Present Budget survey results and bring initial department presentations to
Budget Committee
December* - Revise initial presentations as needed and reattend Budget Committee as
needed by department
January/February — Present final budget documents with compiled changes to
Committee — Potentially set a period of final public consultation (see Financial
Implications)
March — Seek final approval by Council with tax rates and ratios By -Law
*For information purposes, Council meetings scheduled during these months occur on
October 10, October 24, November 14, and November 28, with no scheduled Council
meetings during December.
Staff have provided some dates that may be appropriate for a November full day
meeting: November 6, 7, 8, or 15 to be decided by the Committee. October 24, after
Council, may be an appropriate date to present the results of the budget survey.
November 14t", 2023, after Council, may be an appropriate date to discuss a
preliminary overview of the Engineering 10-year Capital Plan.
FINANCIAL IMPLICATIONS:
The setting of the budget schedule provides direction for staff and enables the budget
process to continue to move forward. It also enables the committee to make
appropriate meeting arrangements in advance.
In 2022, we held a public consultation in the form of an open house at the County
Administration Building. It is our intent again to compile the 2024 Budget into a budget
document that could be used online or in person to solicit feedback. It will be the
Page 71 of 78
3
aecision or the Budget Committee to determine the form of consultation if such a period
is desired.
ALIGNMENT WITH STRATEGIC PRIORITIES:
Serving Elgin
® Ensuring alignment of
current programs and
services with community
need.
❑ Exploring different
ways of addressing
community need.
® Engaging with our
community and other
stakeholders.
Additional Comments:
Growing Elgin
❑ Planning for and
facilitating commercial,
industrial, residential,
and agricultural growth
❑ Fostering a healthy
environment.
❑ Enhancing quality of
place.
LOCAL MUNICIPAL PARTNER IMPACT:
Investing in Elgin
® Ensuring we have the
necessary tools,
resources, and
infrastructure to deliver
programs and services
now and in the future.
® Delivering mandated
programs and services
efficiently and
effectively.
The County of Elgin works in conjunction with our local municipal partners to set rates
and ratios in OPTA. Delays in setting budget at our level may delay processes at our
municipal partner level.
COMMUNICATION REQUIREMENTS:
The proposed schedule will be posted on our website at the time the Budget Survey is
posted for public information purposes.
CONCLUSION:
The schedule is set to provide direction for staff, Committee members, and to inform the
public of the expected budget process.
All of which is Respectfully Submitted Approved for Submission
Jennifer Ford Don Shropshire
Director of Financial Services/Treasurer Chief Administrative Officer
Page 72 of 78
E191,11,
RECOMMENDATIONS:
REPORT TO BUDGET COMMITTEE
FROM: Jennifer Ford, Director of Financial
Services/Treasurer
DATE: Sept 5, 2023
SUBJECT: Department Budget Presentation Format
THAT the report entitled "Department Budget Presentation Format" presented by the
Director of Financial Services/Treasurer dated Sept 5, 2023 be received and filed, and;
THAT the Director of Financial Services/Treasurer prepare a budget presentation
template, that incorporates the Budget Committee needs as outlined today, to ensure
clarity and uniformity of presentations.
INTRODUCTION:
Standardizing presentations between departments during the budget process provides
clarity and enables the Committee to focus on the changes that we are presenting. This
report seeks Committee feedback on what they would require in order to recommend
any proposed changes to Council as part of the final budget for 2024.
BACKGROUND AND DISCUSSION:
Over the past few years, there have been many different formats that staff have used to
present their department budget changes to Council and the former Budget Committee.
At this time, staff are seeking Committee input related to information that they would like
to see come forward from each department in order to be comfortable with requested
changes. A template for presentations will then be developed that outlines proposed
changes from departments that will support Committee decision -making requirements.
Suggested items that may be incorporated into the presentation template:
Overview of each department that includes mandatory services
Current year budget with actual information from September Q3
A table that includes changes from 2023 budget to 2024 budget
Expected overall levy increases/decreases of the departmental asks
Subsequent meetings will focus on items that are needing further clarification
Appendices that outline current 10-year plans by department before changes.
Page 73 of 78
2
in ine pass the Budget Committee had identified 6 questions that were to be answered
by each department during their presentation. These questions include:
1.) How did your department take into consideration the survey results?
2.) How did your department take into consideration inflationary pressures in your
department?
3.) To what extent have you considered offsets, in other words, what are you willing to
give up?
4.) What will you not do or what will you do differently to accommodate increased costs?
5.) How are your departmental priorities linked back to the Service Delivery Review,
Council's Strategic Plan and other corporate / departmental plans?
6.) Do any urgent items need to be brought forward as standalone requests?
Staff suggest that there is relevance to keeping some of the questions but that the list
could be shortened to three main questions that include: 1), 2), 5) It is an expected
part of the budget departmental discussions with Finance that question 3) and 4) are
asked and always a consideration. As a result, presentations will include 3), 4) and 6)
within the context of the changes presented as higher or lower than the previous year.
Lowered costs can indicate that a line item has been reduced. This may accommodate
an increase on another line or a decrease to funding. In some instances, reductions
may stand alone as a cost savings within the department. At this time, the Budget
Committee may make changes to any or all of the questions.
FINANCIAL IMPLICATIONS:
The presentation template that is decided upon should be easy for the Committee and
staff to use and understand. The template will outline changes related to the financial
position of each department within the County. It will be updated after the initial meeting
to focus on any areas where the Budget Committee requires more information that will
be presented during a subsequent meeting.
This template will be created inhouse using existing resources.
Page 74 of 78
3
ALIUNiwtN I WITH STRATEGIC PRIORITIES:
Serving Elgin
® Ensuring alignment of
current programs and
services with community
need.
® Exploring different
ways of addressing
community need.
® Engaging with our
community and other
stakeholders.
Additional Comments:
Growing Elgin
❑ Planning for and
facilitating commercial,
industrial, residential,
and agricultural growth
❑ Fostering a healthy
environment.
❑ Enhancing quality of
place.
LOCAL MUNICIPAL PARTNER IMPACT:
None
COMMUNICATION REQUIREMENTS:
None
CONCLUSION:
Investing in Elgin
® Ensuring we have the
necessary tools,
resources, and
infrastructure to deliver
programs and services
now and in the future.
® Delivering mandated
programs and services
efficiently and
effectively.
The development of a template to meet the needs of the Budget Committee and staff
will clearly communicate departmental changes and enhance the budget process.
All of which is Respectfully Submitted
Jennifer Ford
Director of Financial Services/Treasurer
Approved for Submission
Don Shropshire
Chief Administrative Officer
Page 75 of 78
E191,11,
RECOMMENDATIONS:
REPORT TO BUDGET COMMITTEE
FROM: Jennifer Ford, Director of Financial
Services/Treasurer
DATE: Sept. 5, 2023
SUBJECT: 2024 Budget Pressures and Rate
I ncrease
THAT the report entitled "2024 Budget Pressures and Rate Increase" presented by the
Director of Financial Services/Treasurer dated Sept 5, 2023 be received and filed, and;
THAT the targeted rate increase be %, or;
THAT the targeted rate increase remains unprescribed at this time.
INTRODUCTION:
Staff have prepared a high-level overview to inform the Budget Committee of some the
budget pressures that the County of Elgin is aware of at this time as we begin the 2024
budget process.
BACKGROUND AND DISCUSSION:
The budget challenges this year include some unknown financial increases related to
union contract negotiations that may significantly impact some departments. These
increases will be added to department presentations when known in full, but Finance
will include a minimal placeholder if these are not available by budget presentation time.
Increases to staff wages have traditionally been budgeted at 2% and have generally
aligned with the historical values of the Consumer Price Index. Recently experienced
CP Indices have put some staff behind the 2% increases and ongoing negotiations may
result in higher costs in some departments. It is noteworthy that the index is coming
down with the July to July CPI increase is listed as 3.3%.
The increasing interest rates for borrowings on any capital infrastructure will have an
impact on the budget as interest must be included in costs with repayments to be
handled outside of operating and within the Capital budget. As the Terrace Lodge
project continues, staff are advocating, at the Ministry level, to provide us with more
capital funding support to help offset these increases but uptake has not been positive
Page 76 of 78
2
Tor any existing projects that signed prior to March 31, 2022. The County has
demonstrated to the Ministry our desire to be flexible by presenting several proposals
for the Ministry to consider but staff are also watching the interest rates. It is expected
that the County of Elgin will continue to lean on unspent Capital reserves as much as
possible during the construction phase before we must finalize and consider our final
debt load. We currently have the ability to borrow $27M from Infrastructure Ontario
(IO). Once the project is finished, we have approximately 120 days to confirm our
requirements with IO. We are hopeful that rates decrease a few points in the meantime.
It is also necessary to consider what pressures we will be facing related to future plans
for infrastructure needs at the County when deciding next steps.
It is expected that beginning in 2024, the 10-year plan will have some significant
pressures on Engineering and facility Capital as it relates to changes being
implemented for the mega site north of the City of St. Thomas. This site will have the
spin off effects of increased service needs with major growth expected within the
County boundaries. For example, there is discussion about the increased need for
essential services such as Ambulance Services. The Transportation Master Plan has
yet not been completed which gives us opportunity to take a step back and incorporate
some of the developing plans that are unfolding in our area and under our control.
These are some of the pressures that we foresee being part of our discussions that may
impact the 2024 budget year and beyond.
FINANCIAL IMPLICATIONS:
After reviewing some of the expected challenges in advance of the 2024 budget
deliberations, there may exist a preference by this Budget Committee to provide a target
rate increase that staff should consider while developing the budget.
In past years, there has been no prescribed target rate increase for the County to
achieve on its tax rate between years. It is expected that staff will take a thorough
approach to their departmental budgeting that continues to support mandatory existing
levels of service while being fiscally mindful in all cases. Therefore, the Budget
Committee may choose to not provide a target and allow staff to bring their best budget
forward for review.
At this time, staff request that the Budget Committee provide their preference for staff
information.
Page 77 of 78
3
ALIUNiwtN I WITH STRATEGIC PRIORITIES:
Serving Elgin
® Ensuring alignment of
current programs and
services with community
need.
® Exploring different
ways of addressing
community need.
® Engaging with our
community and other
stakeholders.
Additional Comments:
Growing Elgin
® Planning for and
facilitating commercial,
industrial, residential,
and agricultural growth
® Fostering a healthy
environment.
® Enhancing quality of
place.
LOCAL MUNICIPAL PARTNER IMPACT:
Investing in Elgin
® Ensuring we have the
necessary tools,
resources, and
infrastructure to deliver
programs and services
now and in the future.
® Delivering mandated
programs and services
efficiently and
effectively.
Many of our challenges will also be experienced by our Local Municipal Partners and,
while there is only one tax payer, we do deliver many different services. At any time, if it
is deemed desirable to come together to deliver any services that might streamline
processes or services, the County of Elgin is ready and willing to having those
discussions in order to move those initiatives forward.
COMMUNICATION REQUIREMENTS:
None
CONCLUSION:
With many challenges ahead, the County begins its budget deliberations with the
Committee's guidance in order to deliver the 2024 budget.
All of which is Respectfully Submitted Approved for Submission
Jennifer Ford Don Shropshire
Director of Financial Services/Treasurer Chief Administrative Officer
Page 78 of 78