Paying for roads, playgrounds, fleet and facilities

Five-year rolling budget synopsis

I hinted in a previous submission in this space that the City Of Woodstock has maintained a 5-year rolling capital budget plan for many years. It’s prudent planning and forecasting. When you factor in a stringent ‘Asset Management Plan’ you will quickly notice that everyone from engineering to recreation to finance does an incredible job tracking current conditions of roads and facilities, and has the ground work for this community’s forecast more than ‘under control’.

You could say that CAO David Creery is driving the bus and it’s a well-oiled machine with very little to be confused with a moniker such as ‘Corinthian leather seats’ and too many passengers.

Those reading this entry must know I’m penning this to display facts and knowledge, but also writing this as an attempt to be re-elected to City Council as the preparation, implementation and maintenance is certainly observed by the various departments – engineering, parks and recreation, cultural facilities, economic development, police and fire, and . . .

I will add that as a current City Council member there is always on-going stress at all levels -- current budget years, the soon-to-be future, long-term patience, and then correspondingly NOT burying the tax payers in huge increases because you feel there needs to be a ‘catch up’. I can list several amenities on a wish list of potential projects – just like you can. City Council is elected to be your responsible ‘citizen review panel’ and you can ask questions any time.

When it is time to analyze the operating budget, there is a very strict ‘line by line’ discussion on ‘additions above base budget’. In other words, we are not reducing staff at the police department as population grows quite quickly to 50,000, but rather increasing and understanding where the strategic modifications need to take place. As a further example, the Woodstock Police Services has a very strong in-house board of its own, but City Council must still approve their annual balance sheet.

Departments such as community events and children camps are managed solely on an operating budget, but revenues do exist for areas such as sponsorships, city vendors, and registration fees. Staff salaries to be lifeguards, bus drivers and works department crews, for example, are earmarked to the operating side of the budget. 

The following (below) is a list of capital projects on the docket for 2023. Keep in mind, some of these could be delayed by 12 months if priorities change or if the ‘asset management document’ suggests a time line could be altered or extended. Sometimes, a project is deferred if the hired contractor was unable to complete an approved assignment in their defined calendar year.

This capital list is not thorough (This is a real highlight reel) and will not include corresponding prices as some items might be paid for in 2023 and others debentured over a longer period of time. If this list appears to reflect my priorities, I will admit some of that sense or translation could be correct. Council is a team dissecting a wish list from a need list, but the focus must remain on items requiring ‘now’ attention.

Also, any road rehabilitation planned by Oxford County on their system (Paid obviously by Woodstock taxes in the levy of Woodstock payment to County) is not noted here.

There are many smaller items also jotted into budget, including computer replacements for certain departments, an on-going asphalt game plan, new intersection signal lights, road painting, more automatic crosswalks, additions to fleet of vehicles (street sweeper, garbage truck, bus for transit, fire truck, and a smaller digger on proposed 2023 ledger), and / or incidentals such as flooring, window coverings and security systems. By the way, if the City buys a new garbage truck or bulldozer, they usually sell the depreciated retired unit to another community or contactor.  

A contract, for example, from the parks crew for bedding plants or trees or sod is part of their operating budget, but building or renovating an accessible washroom in Roth Park (Project already completed) is chiseled into the capital budget.  

Again, the 2023 budget for both capital and operating is approved by the next council, but much of the framework can be looked at now.   

2023

Expansion at South Gate Centre (www.southgatectr.com)

Cowan Sportsplex – New roof.

Cowan Fields – Landscaping for another ball diamond and new cricket pitch.

Cowan Fields / Woodall Farm – Roadways and servicing to extend road north toward Springbank.

North Shore Pittock Park – parking lot re-paving.

North Shore Pittock Park – new accessible bathrooms

Dundas Street – Reconstruction from Vansittart to Oxford/Mill, including stop lights at Vansittart.

Wellington Street N – Ingersoll Ave to Devonshire

Sprucedale – Springbank to Abbott.

Miller Street – Huron to Northdale.

Old Wellington and Victoria N – Road entrance to South Gate Centre

Eastwood Commercial – Advancing servicing and surveying at Corlett Farm industrial park.

Home Brown Park – New playground equipment.

Kinsmen / Havelock subdivision – Brand new park and playground.

2024

Southside Aquatic Centre – Expansion for larger change rooms

Leinster Street – Devonshire to Huron

Mary Street – Riddell to Beale

Rathbourne St – Huron to Blandford

Cambridge St – Hughson to Warwick

Russell St – Parkinson to Albert

Eastwood Commercial – Advancing servicing at Corlett Farm industrial park.

Southwood Arenas – New roof.

Parks – Additional trail development.

Tennis Courts – Rehab courts in Richardson Park on James St.

Cowan Fields – Landscaping for another ball diamond and news cricket pitch

2026

Projected construction cost of $9,000,000 to replace Civic Centre Arena with a new multi-use recreation facility at Cowan Fields Park.

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