Agenda Contents

Budget Steering Committee

    Meeting Type:Budget
    Meeting ID:2018-06
    Meeting Date:Fri February 09, 2018 09:00 AM
    Location:Council Chambers, 360 Pitt Street, Cornwall, Ontario
    Chair:CN=Denis Carr/OU=CITYHALL/O=CityCornwall
    Prepared By:Cindy Delgreco, Financial & Risk Management Coordinator



    Chair, Councillor Carr called the meeting to order at 9:01 am. A quorum was present.

    Council Committee Members:
    Claude McIntosh, Councillor
    Elaine MacDonald, Councillor
    Leslie O'Shaughnessy, Mayor (arrived at 9:10 am)
    Maurice Dupelle, Councillor
    Bernadette Clement, Councillor (arrived at 9:45 am)
    Mark A. MacDonald, Councillor

    André Rivette, Councillor
    Carilyne Hébert, Councillor
    Justin Towndale, Councillor
    (arrived at 9:04 am)
    David Murphy, Councillor
    Denis Carr, Councillor

    Maureen Adams, Chief Administrative Officer
    Tracey Bailey, General Manager, Financial Services
    Paul Scrimshaw, Accounting Manager/Deputy Treasurer
    Justin Cordell, Budget and Cash Coordinator
    John St Marseille, General Manager, Infrastructure and Municipal Works
    Mark Boileau, General Manager, Planning, Development and Recreation

    Pierre Voisine, Fire Chief
    Bruce Donig, Deputy Fire Chief
    Stacey Ferguson, Administrator, Social & Housing Services
    Mellissa Morgan, Program Supervisor, Social Housing
    Wayne Markell, Acting Paramedic Chief
    Mary Joyce-Smith, Division Manager, Planning
    Christopher Rogers, Chief Building Official & Supervisor of Bylaw Enforcement
    Cindy Delgreco, Financial & Risk Management Coordinator


    As there were no additions or deletions, the Agenda was approved as presented.

    Moved By: Councillor E. MacDonald
    Seconded By: Councillor Hébert

    Motion: Carried


    No disclosure of interest was identified.


    Councillor E. MacDonald requested an amendment under Listing of Reports that report 2018-15-BSC be removed.

    Motion to endorse the following Minutes as amended.

    February 5, 2018 Budget Steering Committee Meeting
    Click here -->

    Moved By: Councillor E. MacDonald
    Seconded By: Councillor McIntosh

    Motion: Carried


    Social & Housing Services

    Stacey Ferguson, Administrator, Social & Housing Services and Mellissa Morgan, Program Supervisor, Social Housing presented the 2018 submission for Social and Housing Services.

    The Social and Housing Services department is the designated service manager to provide social programs to our community, providing service to some of the most vulnerable people in this community.
    • Service contracts are funded by 3 separate Ministries: MCSS for Ontario Works, MEDU for Child Care Services, MOH for Housing Services to whom the department is accountable and required to report to financially. Service plans are required to be submitted to those Ministries to demonstrate how our program is in line with ministry priorities for each program.
    • Staff compliment of full time employees remain the same as last year. There is an increase in the number of contract positions from 1 to 3.5 and these positions are 100% provincially funded. These positions have been created to support the increased workload with the download of the Early ON centres and the provincially mandated change in child/staff ratios.
    • Each of the 3 Ministries have changed either funding formulas or added/removed programs to our portfolio. These changes have resulted in changing revenue, expenditures and cost of administration dollars received. All 3 provincial ministries are taking steps towards human services integration, social assistance, child care and housing services modernization. There will be further programming changes coming over the next 5-7 years.

    Councillor E. MacDonald questioned with these changes will people fall through the cracks. Ms. Ferguson explained the intent of the Ministry is to lessen the administrative burden making it easier for clients to access the various programs.
    • The total Social and Housing Services budget is $58.9M, with a total cost to the city of $7.7M. The municipal contribution of the budget is based on a cost share agreement with all 3 ministries and the counties. If the city were to remove any municipal funds, it would be a direct loss of an equal or greater contribution from the province.

    Social Housing
    • The Federal Government announced a National Housing Strategy in 2017 which will include investments from the Federal Government in housing over the next 10 years. Details have not yet been finalized or communicated at this point.
    • Currently working on completing the 5 year update of the 10 year housing plan this year. The department will provide that to council upon its completion.
    • As the service manager, we oversee 1,966 units which include Rent Geared to Income (RGI) units and Rent supplement units through 11 housing providers throughout SD&G.
    • The overall Housing budget has increased 3.49%. There is no increase in Federal block funding which supports the social housing providers, or for the administration of the program; however, increases to housing providers are mandated by the province on an annual basis and the province has the expectation that we maintain the same service level standard in terms of RGI units within our portfolio.
    • New programs are typically 100% provincially funded and we receive between 5-10% of the allocation for Cost of Administration (COA). Some changes/updates for 2018 include:
      • Social Housing Apartment Improvement Program (SHAIP) was announced after budget submission with a current conditional allocation for 2018 of $1.6M with $1.1M confirmed, we will receive 5% cost of administration to deliver this program. The amount will total between $56K to $82K depending on our final allocation and will decrease our overall budget as submitted.
    Councillor Rivette asked if with less funding for some programs will it increase the cost to the City? Ms. Ferguson explained that the Federal Block funding decreases annually reducing the money to fund housing providers as mortgages decrease. It was noted that by 2030 it will cost $1.3M for the City to fund Social Housing.
      • An extension of Social Infrastructure Fund (SIF) for this year in the amount of $575,900 which is Year 3 of the program and we will receive 10% Cost of Administration for this program. It is anticipated the funding will be used for additional programming for Home Ownership, as well as the Rent supplement program.
      • Community Homelessness Prevention Initiative (CHPI) are funds used to meet the needs of people who are homeless or at risk of homelessness. The allocation for 2018-2019 is $3.5M. The COA allocation for 2018 will be 11.5% instead of the usual 10% due to homeless enumeration.
          -Homelessness Prevention – includes rental arrears, utility arrears,
          moving expenses. ($900K)
          -Domiciliary program which provides subsidy to people who require
          assistance with activities of daily living. We currently have 14
          Domiciliary providers. ($1.9M)
          -A new requirement by the Ministry of Housing is for the Service
          Manager to conduct homelessness remuneration throughout SDG. This
          will be conducted during the month of May. Funding for remuneration
          will be taken for the CHPI budget.
          -Support CMHA for their hoarding program. ($225K)
          -Red Cross disaster management. ($6500)
    Discussion took place around the utility assistance program, length of time to receive benefits and how to qualify. Ms. Ferguson and Ms. Morgan outlined the requirements to qualify and that the requests come from residents located in both the City and Counties.
      • Homemakers/foot care to medically eligible participants who reside in a domiciliary or a group home. ($25,000.)
      • Funding for the Survivor’s of Domestic Violence Portable Housing Benefit program will no longer be received by the City as of March 31st. The pilot program will continue to exist, however payments will be administered by the province. This is therefore a loss of revenue, but also the associate expenditure payable to clients is also removed.
      • Social Housing Apartment Retrofit Program (SHARP) and the Social Housing Improvement Program (SHIP) have ended. Therefore there is no longer that revenue, nor the associated expenditures.
      • Responsible for Housing Access Centre which is the area responsible for the RGI waitlist and the waitlist for the rent supplement program. There are approximately 780 people on the waitlist currently for Social Housing. As the Ministry requires people to apply for RGI to be eligible for other funding, we feel the waitlist has been artificially inflated due to this requirement. We are conducting a review of the waitlist to determine the accurate number.
      • Investment in Affordable Housing (IAH) budgeted at $ 1.2M which includes Ontario Renovates and Rent Supplement Program. Ontario Renovate program provides a forgivable loan over a 10 year period to assist homeowners with home renovations to improve health and safety, or energy efficiency with a maximum entitlement is $16K (maximum $25K for accessibility modifications.) with applicants having to meet two main criteria. Maximum assessed house value $193,291 and maximum household income of $41,000- $61,000 based on family size. Rent Supplement Program is a subsidy in the amount of $100 or $200 per month paid directly to the private landlord on behalf of a household in need of assistance. We current assist fifty seven (57) families with agreements in place with private landlords throughout the City of Cornwall and United Counties of SD&G.

    Councillor Carr asked if we are behind on housing and should have more housing stock. Ms. Ferguson responded that some municipalities have a 20 year wait list where the City is 1-5 year wait.

    Social Support Services
    • There is a decreased of 6.78% to the Cost of Administration (COA) and Employment Assistance (EA) programs resulting in a reduction to the tax base of $66,655.
    • The province will have completed the upload of the cost sharing as of April 2018. All client benefits are now paid with 100% provincial dollars.
    • Social Support shifted 1/3 of one position to Social Housing to assist tenants in social housing.
    • The reduction in Services and Rents relates to the EDRMS which been removed from this budget to ITT’s budget in the amount of $62,400.

    Ontario Works
    • Ontario Works has budgeted for a 5% increase in caseload. The number of people helped on a monthly basis is 3,571, approximately 1,908 families.
    • The province instituted a number of directive changes; a rate increase of 2% effective October 1, 2017; child support and CPP orphans benefits are no longer deducted from Ontario Works Benefits and Drug cards are no longer issued by the City.
    • The staff have worked on creating new initiatives (100% provincial dollars) including promoting literacy by providing clients and their children with books, creating new parents packages (diaper bag and associated items for a new born), winter clothing, heavy equipment training, grocery carts, grocery cards, swimming passes, as well as transit passes assisting recipients to access community services and training.
    • The province has established targets that are required to be met in terms of employment related outcomes and service level standards as part of the service agreement with the Ministry. Higher than Ontario Average of terminations due to employment 24.75% to 15.86% and the number of caseloads with earnings 16.44% to 12.96%. Social Assistance rate is higher than the provincial average at 9.89% to 6.79% however this is attributed to a higher rate on ODSP. The percentage of clients that have grade 9-11 education is 43%, less than Gr 9 education is 6%. The majority of these clients are over 24 years old, therefore have been out of school at least 8 years, making return to education more challenging.
    • The total budget submission has a decrease of 97.75%, savings of $444,887.
    • The final upload to client benefits from 97.2% to 100% provincially paid will be seen in 2018.
    • The client growth in 2017 was overestimated, hence the 2018 revenue and expenses are coming in line with 2016/2017 actuals.
    • Discretionary item (funerals, mandated under the Anatomy Act ) is the only item that is 100% paid by the municipality.
    • Cost share with city/counties 70/30

    Child Care
    • Child care program targets are negotiated annually with the province and are based on population density, number of children age 1-6 and % of French language. According to MEDU, Cornwall and SDG has a declining child population.
    • The department has service contracts with 13 operators in 37 sites to provide child care to residents of Cornwall and SDG.
    • There is currently no waitlist for fee subsidy. An average 664 children per month are subsidized, and approximately 40 children per month have parents in receipt of Ontario Works.
    • Programs for Operators/providers include Wage Enhancement Grant to ensure an hourly wage up to $2 per hour, up to $27.07, General Operating Grants (GOG) to assist with the viability of each centre, Pay Equity (historical agreement with the province to provide wage support), Special Needs resourcing through Community Living with approximately 34 children with special needs per month and the Professional development committee which delivers training to increase RECE knowledge and capacity to deliver quality child care programs to families.
    • The updates/changes in Child Care programs for 2018 include;
      • In January of 2018, the province downloaded the responsibility of the Early ON Centres (OEYCFC) 100% provincial funded and the Early Learning and Child Care funds ELCC 100 % federal and provincial funded to the City.
      • The province announced a child care expansion plan with the intent of increased affordability and accessibility of child care to families in the communities. This program is funded 100% provincially. With this program, the community will see an increase of 15 francophone toddler spaces and 26 kindergarten and 30 school age before and after school spaces.
    • There is an overall budget reduction of 61.44%, net savings to the corporation $69,194
    • The Federal/Provincial revenue has increased by $4,597,975 and expenditures have increased $4,523,590. The difference in these figures is the increased cost of administration received from the province.
    • The increase of salaries and benefits relate to the new contract positions that are 100% funded by the province.
    • At the time the budget was submitted, we did not have our child care allocation. The variation from the 2018 submission relates to the funding envelope decreased from 2017 because our LICO scores increased, French % decreased, number of children 0-6 decreased. Our municipal cost share is based on a percentage of our allocation, and since our allocation decreased, our Municipal share has decreased from $612,345 to $598,682. City share $419,077 and County $ 179,605. Cost share is 70% City / 30% Counties.

    Councillor Clement commented on the lack of affordable housing when trying to attract new residents and discussed part-time 'precarious' employment not providing stable income. She asked if the staff work with other non-profit agencies. Ms. Ferguson noted that staff work on various boards and the goal this year is to invite groups in for discussion.

    Paramedic Services

    Wayne Markell, Acting Paramedic Chief and Tracey Bailey, CFO presented the Paramedic Services 2018 budget submission.

    Mr. Markell explained the current status of paramedic services and that the Province is under going governance changes. The Ambulance Act is in the process of being re-written and should be released in June of this year. This will change the way that EMS provides their service. He further explained that EMS is mandated through the province and is governed by provincial standards that must be met, from items like bandaids to the lights on the ambulances. The new protocol could give better options for the patients. With the proposed changes, it could change the way traditional 911 calls are responded to by ambulance and transported to Emergency Department (ED).

    Mayor O'Shaughnessy asked if the changes will give the ambulance drivers discretion with patients care (ie. Clinic vs ED). Mr. Markell explained there will be protocols set-up to follow and they will not have full discretion, it will just give the ability to offer the patients the best care options.
    • Paramedic Services includes Administration, Public Access Defibrillation (PAD), Paramedic Bases and Vehicle maintenance which are funded by the Ministry of Health and cost shared with the Counties (60% County 40% City). Also included is the Community Paramedic Program but is 100% funded by the Champlain Local Health Integrated Network (LHIN)
    • Staff compliment has an increase of 2.2% in Part Time hours which reflects the increase in Full Time replacement requirements due to increased absences.
    • The overall expenditure increase is at 2.4%.
    • The increase in Services and Rents relates to the City’s winterization strategy for the Command Vehicle which will extend the life of the vehicle and assist in 4 season usage by all departments which is not currently an option, remainder of stretcher refurbishments, staff training and defibrillator maintenance.
    • Increase in Salaries and Benefits represents incremental and contractual obligations, increase in part time hours and increased cost related to WSIB.
    • Increase in Purchase of Goods relates to the increase in fuel costs and other increases to medical supplies, uniforms and safety supplies.
    • ln early December it was announced that the department was successful in the bid to operate a FluMedic Program (currently operating Community Paramedic Program(CPP)). This program is fully funded, available only in Eastern Ontario and was expanded from a brief pilot project that EMS was engaged in last year. The program is designed to divert flu patients away from 911 and the ED. We have merged the activities of the medics in these programs to garner a more effective and efficient use of the funding. Each weekday, 2 CP medics are on the road during the day and 1 on the weekend. They are seeing patients throughout Cornwall and the Counties enrolled in CP program but are also able to respond to flu outbreak calls.

    Discussion around the CPP being funded through LHIN and concerns about vulnerability of annualized funding if results of the program aren't tracked. Mr. Markell noted it is hard to track negative numbers but they do track the number of calls that are re-directed (ED diversion) and they do report monthly on the number of visits, patients treated, outbreaks and patients proactively treated (neighbouring room) as it related to the Flu Medic program. For the CP program, LHIN has access to the hospital data and when a new patient is enrolled in the CP program they must meet one or both of the criteria (high user of 911 and/or high user of ED).

    Questions arose surrounding medical calls outside the City limits. Mr. Markell explained the Ministry mandated seamless coverage. With coverage outside Cornwall and SD&G there can often be 'off load delays' or ambulances having to respond as the closest to the call when returning to our area. This doesn't impact the budget necessarily but does impact our resources.

    Discussion around the talk of "FireMedic" took place. Mr. Markell commented that there has been no discussion locally about the Fire Medic. EMS currently has a tiered response agreement with the Fire Department. Chief Voisine also spoke to this indicating that a FireMedic is a licensed paramedic working for the fire department and this doesn't really fit with the majority of Ontario as the fire departments don't target their recruitment for these skill sets. The focus is on a tiered system in helping to elevate the service in the Community.

    2018 Proposed Capital Projects
    • Ambulance replacement occurs in regular intervals in order to maintain their reliability as increased repair costs and down time begins to occur at 54 months. Five ambulances will be replaced as part of the fleet renewal program in 2018, three in the spring and two in the fall. In the 2018 budget year, the vehicles purchased in 2013 will be replaced, each will have reached approximately 400,000 km. Each ambulance costs approximately $145K for a total vehicle cost of $725K in 2018.

    Mr. Markell noted that Kingston is currently testing the removal of the Ambulance box from the expired chassis and installing on a new chassis as the box life is double that of the chassis life.
    • The 2018 submission for Toughbook computers is $58K as current demands for the use of laptops are increasing and will soon exceed the current capacity. Additional laptops are required to replace the existing and aging laptops, as well as to enhance the current contingent. We are currently only able to supply on-shift ambulances and Paramedic Response Units (PRUs) with a single laptop. These laptops are subject to more wear and tear as they are constantly being moved in and out of ambulances. New and anticipated Ministry requirements will soon necessitate a minimum of 1 dedicated laptop for each ambulance and PRU with the need for another "mobile" laptop for each on-shift ambulance to complete the necessary Patient Call Reports as mandated by the Ministry.
    • Paramedic Services utilize a powered cot that assists in reducing physical strain injuries. These cots however, are heavier than a standard cot and as equipment needs increase, so does the load upon the cot. The project is for the purchase and installation of powered ambulance stretcher loading systems ($58K). This system will improve patient safety while loading and unloading patients from an ambulance and reduce repetitive strain and force injuries in the workforce. The cost for each system is approximately $25K per ambulance and $4K per stretcher in each of these units. The loading systems have a 7 year service life and can be refurbished for approximately $10K, extending the life span to 12 years.

    Mr. Markell mentioned that if the trial in Kingston for removal of the boxes to a new chassis is positive then this loading system would remain with the box when moved to a new chassis and could see a cost savings.
    • The PAD Program administers 310 units throughout Cornwall and SD&G. The units are distributed to Community Partners including arenas, schools, homes for the aged, and other locations. Units are also distributed to Fire Services and Police Services. The AED units have a estimated useful life of 7 years based on operational experience. In 2018, 94 units will exceed their estimated useful life of 7 years ($141K).
    Mayor O'Shaughnessy asked if there is a trade value to the old units that are taken out of service. Mr. Markell believes that the units that are taken out of services are re-purposed and sent to other countries. As far as a trade value Mr. Markell would need to confirm with Mr. Nuttley.
    • At the time of the budget submission Paramedic Services was doing a trial on the Mechanical CPR Devices. Mr. Markell provided a slide presentation detailing the advantages of the automatic CPR units. CPR devices take over the physically draining and time consuming task of chest compressions allowing the paramedic to concentrate on the other life saving tasks. CPR devices perform consistent chest compressions for the duration of the entire event, improving survival rates. Each CPR device costs approximately $17.5k, which includes 3 batteries and a charging unit for each device. The service will require four of these units to supply all regularly scheduled lone paramedic response vehicles (PRU's) resulting in a total cost of approximately $70K. The expected life span of these units is 8 years. At the end of the presentation a short YouTube video was played showing how the device functions.

    Motion to add the Mechanical CPR Devices Capital Project to the 2018 budget submission.

    Moved By: Councillor Murphy
    Seconded By: Councillor Hébert
    Motion: Carried

    Planning Services

    Mark Boileau, General Manager, Planning, Development and Recreation and Mary Joyce-Smith, Division Manager, Planning presented the 2018 budget submission for Planning Services.

    Mr. Boileau begin by noting that Waterfront section is in Planning but has already been presented at an earlier BSC meeting.
    • The staff compliment remains the same as 2017 for Planning Services.
    • The proposed budget for the department includes a 1.3% increase.
    • Currently proposing 2 planning studies. The first is the new Waterfront Plan which the RFP is completed and will be going out for bids with the study expected to extend into 2019. The other plan is the new Zoning Bylaw which is expected to commence later this year and extend into 2021. The Zoning Bylaw will be a long Public process and the Official Plan requires Ministry approval.
    • The Planning Division is responsible for the development of applications such as; Official Plan and Zoning Bylaw amendments, subdivision/condo review, site plan control and Committee of Adjustments for minor and major variances.

    Discussion took place around Development Charges (DC) and where we are in the process. Ms. Bailey detailed that a Public Meeting that will be held on March 5 and at that point it would go to Council.

    Parking Enforcement, Bylaw Enforcement and Building Services

    Mark Boileau, General Manager, Planning, Development and Recreation and
    Christopher Rogers, Chief Building Official & Supervisor of Bylaw Enforcement presented the 2018 budget submissions for Parking Enforcement, Bylaw Enforcement and Building Services.

    Parking Enforcement
    • The staff complement remains unchanged from 2017.
    • Parking is a self sustaining program (net cost of $ 0.00 to public).
    • Revenue has been trending upwards recently in part due to new on-street user-friendly credit card capable pay and display machines replacing dated meters.
    • The program includes; 340 on-street and parking lot meters, 8 on-street and parking lot pay and display machines, 180 monthly parking lot passes, Parking enforcement on 6 private parking lots, ticket processing for the hospital and Via Rail, First Attendance ticket appeal process and attending Court proceedings.

    Discussion took place around snowbanks at the parking meters making it difficult to safely put money in the meters. Mr. Rogers explained that Public Works cleans around the meters when doing the sidewalks and the officers do use their discretion when ticketing. The department is also looking at the Pay & Display meters that may make it advantageous to both the staff cleaning the sidewalks and safer for the residents.

    Councillor Clement asked if there were complaints with the Pay & Display in the downtown BIA. With the ability to pay by means other than cash, they have been well received. Discussion then went to the App "Honk" that is popular in Kingston. The App gives you the ability to pay for parking through the App and also the freedom to park at any of the municipal lots. Councillor Hébert noted that St. Lawrence college has implemented the Honk App.

    Concerns were raised about parking on boulevards, streets, and at the end of the driveway blocking the sidewalk and if the bylaw was being enforced. Mr. Rogers indicated they have used discretion when enforcing this bylaw. In speaking with the MW Traffic Engineer, to ensure the bylaw is not outdated or needing to be updated, it was confirmed that the bylaw is there for safety (ie. snow removal can cause damage to the parked vehicle) and the City will be moving to enforce.

    Bylaw Enforcement
    • Proposed net operating increase for 2018 is at 1.84%
    • Staff complement remains unchanged from 2017. This includes 2 Full-Time Property Standards Officers for property standards enforcement, 1 Full-Time General By-Law Enforcement Officer for enforcement of 12 By-Laws (primarily Animal Control and Noise) and 1 Bylaw Administration Position for call-in complaints relating to bylaws; assigns complaints to officers; dog tag processing.
    • The program includes;
    - Property Standards, property maintenance by-laws including Vacant Building By-Law. The complaint intake in 2017 was 15% above 2016. - Animal Control which promotes responsible care and ownership. The dog tag revenue forecast is generally in-line with 2017 (approximately 2600 tags)
    - Business Licensing which promotes food/life safety/fair competition.
    - Special Events By-Law, introduced in 2015, which streamlines festival licensing.

    Mr. Rogers explained how the Property Standards By-Law and the Yard Maintenance Bylaw changed when they were re-written in 2014. The new bylaws allow the municipality when the owner does not comply with an Order to cause the required work to be done. This cost incurred by the City for this work is recovered from the owner including an administration fee.

    Discussion took place around Vacant Buildings (ie. First St.) and safety concerns. Mr. Rogers indicated that in some of these buildings the City has caused work to be done to ensure that proper boarding was done. These costs were passed on to the owner. Chief Voisine spoke to the concerns of fires in the vacant buildings and noted that they receive a list of vacant properties and have plans/tactics in place for each of these buildings.

    Building Services
    • Proposed net operating increase for 2018 is: 0.90%
    • Staff complement remains unchanged since 2011.  Now at full staffing complement which includes; 5 Full-Time Building Officials, 1 Chief Building Official/Deputy Chief Building Official/Supervisor and 1 Building/By-Law Clerks Position
    • Will be reviewing fees in 2018 to be more consistent with other municipalities and to increase cost recovery.
    • Forecasted 2018 revenue in-line with 2015-2017 three year average.
    • The program includes; permit activity which is anticipated to be on par in 2018 with 2017 (840)
      . There was some significant development anticipated in 2017 that is expected to materialize in 2018.

    Mr. Rogers spoke to building services moving toward a paperless environment that would eventually see the ability to accept permits and applications online.


    At the request of Mayor O'Shaughnessy all items listed under communication were requested to be deferred for discussion at the next meeting;

    Item 1 Property Tax Increase of the Average Residential Property Over the Term
    of the Financial Plan

    Item 2 Historical Tax Levies / Taxes - Residential Class

    Item 3 Assessment and Property Tax Information - Commercial Class

    Item 4 Municipal Works - Yard Redevelopment Plan

    Item 8 Transit Subsidy Rate (2015-2018)

    Councillor Hébert asked a question of communications Item 1 Property Tax Increase. Is the chart based on the 4% target increase? Ms. Bailey explained that the numbers on this chart come from the Long Term Financial Plan (LTFP). The LTFP represents a forecast based on key assumptions for revenue, salaries, purchase of goods, etc. The 2018 budget submission is currently at 7.6%. Included in the report is a schedule noting the variance between the 2018 budget submission and the LTFP. Councillor Hébert asked if this would have an impact on future year budgets. Ms. Bailey said that the LTFP will be updated annually, following and based on the current year budget approval with a review of key assumptions (such as OMPF funding). The impact would be known at that time.


    There were no New Business items.


    Listing of Reports


    Friday, February 16, 2018 (9:00am-3:00pm)
    Friday, February 23, 2018 (1:00pm-4:00pm)


    The Budget Steering Committee meeting was adjourned at 2:57 pm.