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2019 Staff Recommended Operating and Capital Budget Notes

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2019 Staff Recommended Operating and Capital Budget Notes BUDGET NOTES Parks Forestry and Recreation What We Do We are the keepers of our common grounds – the parks, recreation facilities and natural spaces where Torontonians come together to make connections, develop skills, and build the kind of city in which we all want to live. In our role as builders, stewards and animators of these spaces, we ensure that our parks, playing fields, recreation centres, ice rinks and pools, along with our trails, forests, meadows, marshes, and ravines are beautiful, safe and accessible, that they expand and develop to meet the needs of a growing city, and are filled with vibrant, active, and engaged communities. Our work is divided into three services: • Community Recreation • Parks • Urban Forestry Why We Do It Parks, forestry, and community recreation services are key drivers of social and economic capital, contributing to Toronto's livability and overall health. It is in community centres and parks that children and youth first learn a new sport or skill, and where youth, adults and seniors build social networks and civic connection. Splash pads, playgrounds and picnic areas are our urban living room, where we meet our neighbours and develop community trust and safety. Our ravines and urban canopy provide access to nature right in our urban backyard, while performing a key ecological role and mitigating the impacts of severe weather in our city. A vibrant, healthy and accessible system of parks, recreation facilities and programs, healthy and growing natural environments and a strong and resilient urban canopy are essential to maintaining a livable and sustainable Toronto. Our Experience & Success Key Challenges Priority Actions •Welcome and engage over 10.7 •Toronto has one of the highest rates •Complete Toronto's Parkland million recreation program of recreation provision and utilization Strategy and the implementation participants each year. in North America and continues to plan for the Facilities Master Plan – •9 million people came together in face growing demand that exceeds key strategies that will guide our Toronto's parks at over 850 special capacity. investments and planning for the events •Extreme weather events are creating next 20 years •Over 88,000 children and youth increased pressures on park •Lead business and digital learned a new sport, learned to swim, maintenance and forestry service transformation that improves user or learned a new skill through "learn­ calls. experience across key systems to" recreation programs •Maintaining parkland provision across including booking, registration and work management •Implemented new lifeguard program the City is becoming increasingly supervision program across difficult in the face of high growth, •Deliver an implementation plan for Toronto's 11 swimming beaches decreasing availability and increasing Toronto's Ravine Strategy to guide cost of land acquisition. various City programs and partners •Over 46,500 tonnes of carbon were in protecting, celebrating and sequestered by Toronto's urban investing in our natural spaces canopy 2019 Operating Budget & 2019 - 2028 Capital Plan Parks, Forestry and Recreation Budget At A Glance STAFF RECOMMENDED OPERATING BUDGET STAFF RECOMMENDED 10-YEAR CAPITAL PLAN $Million 2019 2020 2021 $Million 2019 2020-2028 Total Gross Expenditures $476.5 $475.6 $476.3 Gross Expenditures $172.8 $1,716.2 $1,889.0 Revenues $151.6 $142.1 $139.2 Debt $68.3 $673.8 $742.1 Net Expenditures $324.9 $333.5 $337.1 Approved Positions 4,528.0 4,568.3 4,557.4 Note: Excluding 2018 carry forward funding to 2019 Our Key Service Levels Provide one large multi­ Maintain adequate Complete tree care and component or mid-size maintenance service community recreation instructor-to­ requests within 3 months. centre per 34,000 participant ratios in residents instructional programs Ensure regular Complete an annual inspections and inspection of every park, maintenance of ravine, watercourse and recreational facilities trail Source of Image: www.icons8.com Key Service Deliverables Respond to +540,000 urban forestry work orders and will plant +120,000 trees Produce +1,000,000 annuals for use in city-wide horticulture displays Maintain +4,400 hectares of parkland Deliver +1,000,000 hours of instructional and leisure drop in recreation programs Who We Serve toronto.ca/budget2019 Budget Notes | Page 2 of 122 2019 Operating Budget & 2019 - 2028 Capital Plan Parks, Forestry and Recreation How Well We Are Doing Performance Measures Behind the Numbers • Maintenance costs increased in order to manage environmental changes and extremes, including high winds, heavy rains, drought, and extended seasons, which cause damage to parks infrastructure and amenities • Cost per hectare increased for maintenance due to increased park usage for special events, increased community programming in parks, acquisition of small heavily programmed parks and inflation in fuel, gas and equipment parts costs. • 48% more registrations are completed within the first 10 minutes of recreation program registration now than were completed in 2016 as a result of ongoing improvements to online recreation program search tools and server capacity. • Over 80% of program registration transactions annually are completed through the online booking system. With the transition to the new system planned, is projected to increase in 2021. • Over 120,000 trees are planted annually in public parks and natural areas, along City streets and through public/private partnerships toronto.ca/budget2019 Budget Notes | Page 3 of 122 2019 Operating Budget & 2019 - 2028 Capital Plan Parks, Forestry and Recreation CONTENTS Page 5 RECOMMENDATIONS 9 2019 STAFF RECOMMENDED OPERATING BUDGET 19 2019 - 2028 STAFF RECOMMENDED CAPITAL BUDGET & PLAN 33 ISSUES FOR DISCUSSION 59 APPENDICES 60 1. 2019 Organization Chart 61 2. 2019 Operating Budget by Service 64 3. 2019 Service Levels N/A 4. Summary of 2019 Recommended Service Changes 68 5. Summary of 2019 Recommended New & Enhanced Service Priorities 69 6. 2019 User Fee Rate Changes 116 7. 2019 Capital Budget; 2020 - 2028 Capital Plan 117 8. 2019 Cash Flow & Future Year Commitments 118 9. 2019 Capital Budget with Financing Detail 119 10. Reserve and Reserve Fund Review Program / Agency: Janie Romoff General Manager Tel: (416) 392-8182 Email: [email protected] Corporate: Judy Skinner Manager, Financial Planning Tel: (416) 416-397-4219 Email: [email protected] toronto.ca/budget2019 Budget Notes | Page 4 of 122 2019 Operating Budget & 2019 - 2028 Capital Plan Parks, Forestry and Recreation RECOMMENDATIONS toronto.ca/budget2019 Budget Notes | Page 5 of 122 2019 Operating Budget & 2019 - 2028 Capital Plan Parks, Forestry and Recreation RECOMMENDATIONS The City Manager and Chief Financial Officer recommend that: 1. City Council approve the 2019 Staff Recommended Operating Budget for Parks, Forestry and Recreation of $476.545 million gross, $324.955 million net for the following services: Service: Gross Net ($000s) ($000s) Community Recreation 239,579.4 159,090.6 Parks 159,865.3 125,043.3 Urban Forestry 77,100.4 40,821.1 Total Program Budget 476,545.1 324,955.0 2. City Council approve the 2019 service levels for Parks, Forestry and Recreation as outlined in Appendix 3 of this report, and associated staff complement of 4,528.0 positions, comprising of 145.0 capital positions and 4,383.0 operating positions. 3. City Council approve the 2019 user fees, and other fee changes above the inflationary adjusted rate for Parks, Forestry and Recreation identified in Appendix 6, for inclusion in the Municipal Code Chapter 441 “Fees and Charges”. 4. City Council approve the 2019 Staff Recommended Capital Budget for Parks, Forestry and Recreation with a total project cost of $215.071 million, and 2019 cash flow of $207.157 million and future year commitments of $402.256 million comprised of the following: a. New Cash Flow Funds for: 1. 85 new / change in scope sub-projects with a 2019 total project cost of $215.071 million that requires cash flow of $27.211 million in 2019 and future year cash flow commitments of $71.115 million for 2020; $73.727 million for 2021; and $13.018 million for 2022 and $30.000 million in 2024. 2. 158 previously approved sub-projects with a 2019 cash flow of $130.092 million; and future year cash flow commitments of $137.177 million for 2020; $49.202 million in 2021; $11.904 million in 2022; $ 1.172 million in 2023 and $0.506 million in 2024. 3. 75 previously approved sub-projects with carry forward funding from 2017 and prior years requiring 2019 cash flow of $15.460 million; 2020 cash flow of $11.298 million; and 2021 cash flow of $3.137 million that requires Council to reaffirm its commitment; and b. 2018 approved cash flow for 69 previously approved sub-projects with carry forward funding from 2018 into 2019 totalling $34.394 million. 5. City Council approve the 2020 - 2028 Staff Recommended Capital Plan for Parks, Forestry and Recreation totalling $1,313.982 million in project estimates, comprised of $14.778 million for 2020; $112.885 million for 2021; $199.561 million for 2022; $179.216 million for 2023; $181,230 million for 2024; $153,950 million for 2025; $155,680 million for 2026; $177.281 million for 2027, and $139.401 million for 2028. 6. City council consider the operating costs of $0.148 million net in 2021; $0.086 million net in 2022; and $0.812 million net in 2023 resulting from the approval of the 2019 Capital Budget for inclusion in future year operating budgets. 7. City Council approve 4 net new temporary capital positions for the delivery of 2019 capital projects and that the duration for each temporary position not exceed the life and funding of its respective projects / sub-projects. toronto.ca/budget2019 Budget Notes | Page 6 of 122 2019 Operating Budget & 2019 - 2028 Capital Plan Parks, Forestry and Recreation 8. Council direct that all sub-projects with third party financing be approved conditionally, subject to the receipt of such financing in 2019 and if such funding is not forthcoming, their priority and funding be reassessed by City Council relative to other City-financed priorities and needs.
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