HomeMy WebLinkAbout09/25/2017Final
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General Government Committee
Agenda
Date: September 25, 2017
Time: 9:30 AM
Place: Council Chambers, 2nd Floor
Municipal Administrative Centre
40 Temperance Street
Bowmanville, Ontario
Inquiries & Accommodations: For inquiries about this agenda, or to
make arrangements for accessibility accommodations for persons attending, please
contact: Samantha Gray, Committee Coordinator, at 905-623-3379, ext. 2106 or by
email at .>gray(o)_clarington.net.
Alternate Format: If this information is required in an alternate format, please contact
the Accessibility Coordinator, at 905-623-3379 ext. 2131.
Audio Record: The Municipality of Clarington makes an audio record of General
Government Committee meetings. If you make a delegation or presentation at a
General Government Committee meeting, the Municipality will be audio recording you
and will make the recording public by publishing the recording on the Municipality's
website.
Noon Recess: Please be advised that, as per the Municipality of Clarington's
Procedural By-law, this meeting will recess at 12:00 noon, for a one hour lunch break,
unless otherwise determined by the Committee.
Cell Phones: Please ensure all cell phones, mobile and other electronic devices are
turned off or placed on non -audible mode during the meeting.
Copies of Reports are available at www.clarington.net
Garington General Government Committee Agenda
Date: September 25, 2017
Time: 9:30 AM
Place: Council Chambers
1 Call to Order
2 New Business — Introduction
Members of Committee are encouraged to provide the Clerk's Department, in advance of the
meeting, a copy of any motion the Member is intending to introduce, (preferably electronic)
such that staff may have sufficient time to share the motion with all Members prior to the
meeting.
3 Adopt the Agenda
4 Declaration of Interest
5 Announcements
6 Adoption of Minutes of Previous Meeting
6.1 September 5 Minutes of a Regular Meeting of September 5, 2017 Page 6
Minutes
6.2 September 12 Minutes of a Special Meeting of September 12, 2017 Page 17
Minutes
7 Delegations
7.1 Sheila Hall, Executive Director, Clarington Board of Trade, Regarding an Economic
Development Update
7.2 Sandra Gajeski Regarding a Request to Amend the Responsible Pet Owners' By-law
2013-024 as it Relates to Leash Free Areas
7.3 Sally Barrie, Director of Home Support Services and Jennifer Rusaw, Director of
Specialized Geriatrics, Community Care Durham, Regarding Report CSD -008-17
Community Care Durham - Request for Additional Lease Space at Garnet B. Rickard
Recreation Complex
Page 2
Garington General Government Committee Agenda
Date: September 25, 2017
Time: 9:30 AM
Place: Council Chambers
8 Communications - Receive for Information
8.1 Bowmanville Minutes of the Bowmanville Business Improvement Area Page 21
BIA Minutes dated June 13, 2017 and September 12, 2017
8.2 Newcastle Minutes of the Newcastle Village Community Hall Board Page 27
Hall Board dated April 18, 2017 and May 16, 2017
Minutes
8.3 Newcastle BIA Minutes of the Newcastle Business Improvement Area Page 34
Minutes dated August 10, 2017 and September 14, 2017
8.4 CLOCA Minutes of the Central Lake Ontario Conservation Page 38
Minutes Authority dated September 19, 2017
8.5 The Regional Ralph Walton, Regional Clerk and Director of Legislative Page 42
Municipality of Services, The Regional Municipality of Durham -
Durham Protecting the Automotive Sector during Upcoming North
American Free Trade Agreement Negotiations
9 Communications — Direction
9.1 Maple Grove Joyce McColl, on behalf of the Maple Grove Women's Page 45
Women's Institute — Regarding Maple Grove Hamlet, Longworth
Institute Ave. Extension West of Green Road
(Motion to Refer to the Director of Engineering
Services)
9.2 Sandra Sandra Gajewski, Request to Amend the Responsible Pet Page 47
Gajewski Owners' By-law 2013-024, Regarding Leash Free Area
(Motion for Direction)
10 Presentations
10.1 Steve Thurlow, Dillon Consulting, Regarding Report ESD -007-17 Waterfront Flood
Response Plan Background Report
Page 3
Garington General Government Committee Agenda
Date: September 25, 2017
Time: 9:30 AM
Place: Council Chambers
11 Engineering Services Department
No Reports
12 Operations Department
12.1 OP '-(D8-17 Water Distribution System and Reusable Water Bottles
13 Emergency and Fire Services Department
13.1 ESD -007-17 Waterfront Flood Response Plan Background Report
14 Community Services Department
14.1 CSD -008-17 Community Care Durham - Request for Additional Lease
Space at Garnet B. Rickard Recreation Complex
15 Municipal Clerk's Department
15.1 CLD -018-17 Appointment of Private Parking Enforcement - OPG
16 Corporate Services Department
16.1 COD -015-17 Supply, Delivery & Installation of Trees and Stump
Grinding
16.2 COD -016-17 Seniors & Physically Disabled Sidewalk & Windrow Snow
Clearing Services
Page 49
Page 56
Page 125
Page 134
Page 138
16.3 COD -017-17 Contract Awards During Council Recess Page 142
Page 4
Garftwn General Government Committee Agenda
Date: September 25, 2017
Time: 9:30 AM
Place: Council Chambers
17 Finance Department
17.1 FND-013-17 Land Acquisition Strategy, July 2017 Page 186
[Confidential Attachment 1 to Report FND-013-17 was
previously distributed at the September 12, 2017 Special
General Government Meeting]
17.2 FND-014-17 Comprehensive Asset Management Plan Page 189
[Attachment 1 to Report FND-014-17 was previously
distributed at the September 12, 2017 Special General
Government Meeting]
18 Solicitor's Department
No Reports
19 Chief Administrative Office
19.1 CAO -008-17 Information Technology Strategic Plan (2017 — 2022) Page 194
19.2 CAO -009-17 Cedar Crest Beach Update Page 203
20 New Business — Consideration
21 Unfinished Business
No Reports
22 Confidential Reports
No Reports
23 Adjournment
Page 5
Clarftwv
General Government Committee
Minutes
September 5, 2017
Minutes of a meeting of the General Government Committee held on Tuesday,
September 5, 2017 at 9:30 AM in the Council Chambers.
Present Were: Mayor A. Foster, Councillor S. Cooke, Councillor R. Hooper,
Councillor J. Neal, Councillor W. Partner, Councillor W. Woo
Regrets: Councillor Traill
Staff Present: A. Allison, T. Cannella, J. Caruana, F. Horvath, M. Marano,
N. Taylor, G. Weir, J. Gallagher, S. Gray
1 Call to Order
Mayor Foster called the meeting to order at 9:30 AM.
2 New Business — Introduction
Councillor Cooke added a New Business item, regarding a Rapid Response Vehicle
Request, to the New Business — Consideration section of the agenda.
3 Adopt the Agenda
Resolution #GG -369-17
Moved by Councillor Hooper, seconded by Councillor Cooke
That the Agenda be adopted as presented, with the addition of the new business item
regarding a Rapid Response Vehicle Request.
Carried
4 Declaration of Interest
There were no declarations of interest stated at this meeting.
5 Announcements
Members of Council announced upcoming community events and matters of community
interest.
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General Government Committee
Minutes
September 5, 2017
6 Adoption of Minutes of Previous Meeting
Resolution #GG -370-17
Moved by Councillor Partner, seconded by Councillor Woo
That the minutes of the regular meeting of the General Government Committee meeting
held on June 19, 2017, be approved.
Carried
7 Delegations
No Delegations
8 Communications - Receive for Information
8.1 Minutes of the Central Lake Ontario Conservation Authority dated June 20,
2017
8.2 Minutes of the Kawartha Conservation Authority dated May 31, 2017 and
June 28, 2017
8.3 Minutes of the Newcastle Business Improvement Area dated June 8, 2017
and August 10, 2017
8.4 Minutes of Tyrone Community Centre dated June 21, 2017
8.5 Minutes of Ganaraska Region Conservation Authority dated June 15, 2017
8.6 Minutes of the Orono Business Improvement Area dated August 15, 2017
8.7 Ministry of Community Safety and Correctional Services, Office of the Fire
Marshal and Emergency Management - Municipality of Clarington to be
congratulated on their compliance with the Emergency Management and
Civil Protection Act and its associated Regulation, Ontario Regulation 380/04
Resolution #GG -371-17
Moved by Councillor Woo, seconded by Councillor Hooper
That the Communication Items 8.1 to 8.7 be received for information.
Carried
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Clarftwv General Government Committee
Minutes
September 5, 2017
9 Communications — Direction
9.1 Derrick McKay, President and Founder, Overdrive Race & Relay Series —
Request for Permission to Fly a CC -130 Hercules Over Canadian Tire
Motorsport Park
Resolution #GG -372-17
Moved by Councillor Woo, seconded by Councillor Hooper
That a letter be sent in support of the request from Derrick McKay, President and
Founder, Overdrive Race & Relay Series, to fly a CC -130 Hercules at Canadian Tire
Motorsport Park on October 29, 2017, no lower than 500 feet.
Carried
(See following motion)
Resolution #GG -373-17
Moved by Councillor Partner, seconded by Councillor Neal
That the foregoing Resolution #GG -372-17 be amended by adding the following at the
end:
"with the following amendment:
That Derrick McKay, from Overdrive Race & Relay Series, notify all
surrounding residents in writing located between the 8th Concession and
the 10th Concession."
Motion Lost
The foregoing Resolution #GG -372-17 was then put to a vote and carried.
9.2 Briana Bloomfield, Deputy Clerk, The Corporation of the City of Owen Sound
— Economic Impact Analysis
Resolution #GG -374-17
Moved by Councillor Woo, seconded by Councillor Neal
That Communication item 9.2 from Briana Bloomfield, Deputy Clerk, The Corporation of
the City of Owen Sound, regarding the request that an Economic Impact Analysis be
done prior to the implementation of the proposed reforms to the Employment Standards
Act, be received for information.
Motion Withdrawn
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Clarftwji
Suspend the Rules
Resolution #GG -375-17
General Government Committee
Moved by Councillor Hooper, seconded by Councillor Cooke
Minutes
September 5, 2017
That the Rules of Procedure be suspended to allow Members of Committee to speak to
the matter of the foregoing Resolution #GG -375-17 a second time.
Carried
Resolution #GG -376-17
Moved by Councillor Woo, seconded by Councillor Neal
That the following City of Owen Sound resolution, regarding the request that an
Economic Impact Analysis be done, prior to the implementation of the proposed reforms
to the Employment Standards Act, be endorsed by the Municipality of Clarington:
WHEREAS the Province of Ontario has recommended changes to the
Employment Standards Act; and
WHEREAS the Province of Ontario has many municipalities with differing and
unique economic circumstances; and
WHEREAS to protect jobs against unintended consequences that may come
about as a result of implementing these changes;
BE IT THEREFORE resolved that the Council of the Corporation of the City of
Owen Sound supports the Ontario Chamber of Commerce's request that an
Economic Impact Analysis be done of the proposed reforms prior to
implementation.
Carried
Clarftwv General Government Committee
Minutes
September 5, 2017
9.3 Briana Bloomfield, Deputy Clerk, The Corporation of the City of Owen Sound
— Proposed Changes Under Bill 68 — Out of Court Payments
Resolution #GG -377-17
Moved by Councillor Neal, seconded by Councillor Hooper
That the following City of Owen Sound resolution, regarding Proposed Changes Under
Bill 68 — Out of Court Payments, be endorsed by the Municipality of Clarington, be
endorsed by the Municipality of Clarington:
THAT in consideration of Staff Report CR -17-078 respecting proposed changes
under Bill 68 regarding out of Court Payments, City Council supports the
Municipality of West Nipissing and the Municipality of Killarney in their requests
to the Minister of Municipal Affairs to reconsider the proposed changes.
Carried
9.4 Sylvia Jones, MPP, Deputy Leader of the PC Caucus — Private Members Bill
141 to Require the Ministry of Environment to Report Instances of Sewage
Bypasses
Resolution #GG -378-17
Moved by Councillor Neal, seconded by Councillor Cooke
That the Communication Item 9.4 from Sylvia Jones, MPP, Deputy Leader of the PC
Caucus — Private Members Bill 141, to Require the Ministry of Environment to Report
Instances of Sewage Bypasses, be endorsed by the Municipality of Clarington.
Carried
9.5 Dimitri Pagratis, Project Planner, The Regional Municipality of Durham —
Region of Durham Tree By-law, Five Year Review
Resolution #GG -379-17
Moved by Councillor Woo, seconded by Councillor Partner
That Communication Item 9.5 from Dimitri Pagratis, Project Planner, The Regional
Municipality of Durham — Region of Durham Tree By-law, Five Year Review, be referred
to staff to provide comments to the Regional Municipality of Durham prior to October 2,
2017.
Carried as amended
(See following motion)
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Clarftwji General Government Committee
Minutes
September 5, 2017
Resolution #GG -380-17
Moved by Councillor Neal, seconded by Councillor Partner
That the foregoing Resolution #GG -379-17 be amended by adding the following at the
end:
That the comments from staff come back to Council for endorsement."
Carried
The foregoing Resolution #GG -379-17 was then put to a vote and carried as amended.
10 Presentations
No Presentations
Councillor Neal chaired this portion of the meeting.
11 Engineering Services Department
11.1 EGD -017-17 Appointment of Inspectors
Resolution #GG -381-17
Moved by Councillor Partner, seconded by Councillor Hooper
That Report EGD -017-17 be received;
That Brendan Grigg be appointed as an Inspector for the Municipality of Clarington,
effective immediately and that his name be added to Schedule `A', Table `B' of
By-law 2011-036;
That Stephen Leca be appointed as an Inspector for the Municipality of Clarington,
effective immediately and that his name be added to Schedule `A', Table `B' of
By-law 2011-036;
That Christopher Dobby be appointed as an Inspector for the Municipality of Clarington,
effective immediately and that his name be added to Schedule `A', Table `B' of
By-law 2011-036;
That Derek Fraser be appointed as an Inspector for the Municipality of Clarington,
effective immediately and that his name be added to Schedule `A', Table `C' of
By-law 2011-036; and
That Council approve the By-laws attached to report EGD -017-17 as Attachments 1, 2,
3, and 4.
Carried
M
Cladiw-n
General Government Committee
Minutes
September 5, 2017
11.2 EGD -018-17 GO Transit Newcastle Village — Annual Status Update
Resolution #GG -382-17
Moved by Councillor Partner, seconded by Councillor Woo
That Report EGD -018-17 be received;
That the demolition of the former fire hall in the Village of Newcastle be further delayed
to continue to allow GO Transit to use the property as a turnaround until such time as
Durham Region Transit is able to provide a local service that ensures continuity for
residents;
That Staff be directed to continue to work with Durham Region Transit to define future
growth patterns and establish appropriate service levels;
That Staff be directed to report back to Council in the summer of 2018 on the progress
of our discussions;
That scheduling of the demolition of the former fire hall in Newcastle be revisited at that
time.
Carried
11.3 EGD -019-17 Building Activity Update January 1 to June 30, 2017
Resolution #GG -383-17
Moved by Councillor Cooke, seconded by Mayor Foster
That Report EGD -019-17 be received for information.
Carried
Councillor Partner chaired this portion of the meeting.
12 Operations Department
12.1 OPD -006-17 Community Outdoor Skating Rinks
Resolution #GG -384-17
Moved by Councillor Neal, seconded by Councillor Woo
That Report OPD -006-17 be received; and
That Council respectfully endorse the revised operating policy for Outdoor Ice Skating
Rinks included as attachment 1 to OPD -006-17.
Carried as Amended
(See following motion)
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Clarftwji General Government Committee
Minutes
September 5, 2017
Resolution #GG -385-17
Moved by Councillor Neal, seconded by Councillor Hooper
That the foregoing Resolution #GG -385-17 be amended by adding the following at the
end:
"with the following amendment:
The words "the amount of" be removed in Section 3 of the Application and
Approval Process section of the Procedure."
Carried
The foregoing Resolution #GG -385-17 was then put to a vote and carried as amended.
Councillor Cooke chaired this portion of the meeting.
13 Emergency and Fire Services Department
13.1 ESD -005-17 Emergency Services Annual Report — 2016
Resolution #GG -386-17
Moved by Councillor Hooper, seconded by Councillor Neal
That Report ESD -005-17 be received for information.
Carried
13.2 ESD -006-17 Emergency Services Activity Report — 1St Quarter 2017
Resolution #GG -387-17
Moved by Mayor Foster, seconded by Councillor Partner
That Report ESD -006-17 be received for information.
Carried
14 Community Services Department
No Reports for this section of the Agenda.
Mayor Foster Chaired this portion of the meeting.
Clarftwji
15 Municipal Clerk's Department
General Government Committee
Minutes
September 5, 2017
15.1 CLD -012-17 Appointment to the Property Standards Committee
Resolution #GG -388-17
Moved by Councillor Neal, seconded by Councillor Cooke
That Report CLD -012-17 be received;
That Elizabeth Archampong be thanked for her contribution to the Property Standards
Committee;
That the vote be conducted to appoint one citizen representative for a term ending
December 31, 2018 or until a successor is appointed, to the Property Standards
Committee for the Municipality of Clarington, in accordance with the Appointments to
Boards and Committees Policy;
That all interested parties listed in Report CLD -012-17 be advised of Council's decision.
Carried
The following appointment was made in accordance with the voting process outlined in
the Council Appointments to Boards and Committees Policy for the Property Standards
Committee for a term ending December 31, 2018 or until a successor is appointed:
• Andrew W. McNee
15.2 CLD -017-17 Proposed Fee Increases — Marriage Licenses, Civil Marriage
Ceremonies, Commissioning Fees
Resolution #GG -389-17
Moved by Councillor Partner, seconded by Councillor Woo
That Report CLD -017-17 be received; and
That the draft By-law, amending Schedule "D" of By-law 2010-142, to change the
Clerk's Department fees charged for marriage licenses, civil marriage ceremonies,
commissioning and certification fees effective January 1, 2018, attached to
Report CLD -017-17 as Attachment 2, be approved.
Carried
16 Corporate Services Department
No Reports for this section of the Agenda.
Clarftwv
17 Finance Department
General Government Committee
Minutes
September 5, 2017
17.1 FND-012-17 Financial Update as at June 30, 2017
Resolution #GG -390-17
Moved by Councillor Hooper, seconded by Councillor Neal
That Report FND-012-17 be received for information.
Carried
18 Solicitor's Department
19 Chief Administrative Office
20 New Business — Consideration
20.1 Rapid Response Vehicle Request
Resolution #GG -391-17
Moved by Councillor Cooke, seconded by Councillor Partner
Whereas the Region of Durham will soon be considering its 2018 Budget and medical
calls continue to increase as the population of the Municipality of Clarington grows;
Now therefore the Municipality of Clarington requests, for consideration, that the Region
of Durham Health Department include into its 2018 Budget submission a Rapid
Response Vehicle that would be dedicated to the Municipality of Clarington.
Carried
20.2 Planning Services Department Liaison
Councillor Woo announced that he will be stepping down as the liaison of the Planning
Services Department.
20.3 Confidential Item — Potential Litigation and Identifiable Individual
Closed Session
Resolution #GG -392-17
Moved by Councillor Neal, seconded by Councillor Cooke
That, in accordance with Section 239 (2) of the Municipal Act, 2001, as amended, the
meeting be closed for the purpose of discussing a matter that deals with potential
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General Government Committee
Minutes
September 5, 2017
litigation and personal matters about an identifiable individual, including municipal or
local board employees.
Carried
Rise and Report
The meeting resumed in open session at 11:47 AM with Mayor Foster in the Chair.
Mayor Foster advised that one item was discussed in "closed" session in accordance
with Section 239(2) of the Municipal Act, 2001 and no resolutions were passed.
21 Unfinished Business
There were no items considered under this section of the Agenda.
22 Confidential Reports
There were no items considered under this section of the Agenda.
23 Adjournment
Resolution #GG -393-17
Moved by Councillor Neal, seconded by Councillor Hooper
That the meeting adjourn at 11:50 AM.
Mayor
Carried
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Deputy Clerk
Clarftwv
Special General Government
Committee Minutes
September 12, 2017
Minutes of a meeting of the Special General Government Committee held on Tuesday,
September 12, 2017 at 9:30 AM at the Garnet B. Rickard Recreation Complex.
Present Were: Mayor A. Foster, Councillor S. Cooke, Councillor R. Hooper,
Councillor J. Neal, Councillor W. Partner, Councillor W. Woo
Absent: Councillor C. Traill
Staff Present: A. Allison, G. Acorn, T. Cannella, , D. Crome, F. Horvath, F.
Langmaid, M. Marano, N. Taylor, G. Weir, A. Greentree,
B. Radomski, L. Kent
The following staff were present until 11:35 AM: S. Bayes,
S. Brake, R. Groen, L. Gordon, H. Lynch, L. Longhurst, M. St.
Croix, E. Watson
1 Call to Order
Mayor Foster called the meeting to order at 9:30 AM.
2 Adopt the Agenda
Resolution #GG -394-17
Moved by Councillor Cooke, seconded by Councillor Hooper
That the Agenda for the Special General Government Committee meeting of
September 12, 2017 be adopted as presented.
Carried
3 Declaration of Interest
There were no declarations of interest stated at this meeting.
4 Presentations
4.1 Nancy Taylor, Director of Finance/Treasurer, regarding the Asset
Management Plan
Nancy Taylor, Director of Finance/Treasurer, made a presentation regarding the Asset
Management Plan (AMP). Ms. Taylor explained the objective of today's Special
Meeting is to allow Members of Council to understand the concept of a Corporate Asset
Management Plan. The final AMP will be presented to the General Government
Committee on September 25, 2017.
Ms. Taylor reported that the AMP has been developed wholly by internal resources, and
she introduced staff from various departments who were very involved in developing
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Special General Government
Committee Minutes
September 12, 2017
this significant plan. It was underscored that this is a corporate AMP, not a budget
document but rather a high level document which is provides a strategy to move forward
in managing Clarington's capital assets over a 20 -year period. The AMP is a living
document, that is intended to meet provincial requirements.
Through her verbal and power point presentation, Ms. Taylor highlighted the following:
x What an AMP is, Facts and Figures, and how choices impact asset management
planning
x Limitations of a Corporate Asset Management Plan
x Vision for desired outcomes
x Current AMP legislative requirements including proposed legislative deadlines for
future "add-on" plans and reports which will build on the current AMP discussed
today (the Municipal AMP must be updated at least every 5 years after January
1, 2022)
x BMA Study Comparative indicating Clarington's percentage of assets needing
repair or replacement in is in the middle at 38.1 %
x &akdown of costs to replace Clarington's current assets by type, with a total
infrastructure deficit of $91,939,659
x bthodology for determining risk and priorities through an analysis of
determining asset condition and calculating the consequence of failure and
highlighted assumptions used in the methodology — certain categories are
assessed based on age priority ranking with further consideration being given to
using additional rankings in the future
x Risks and priorities and top 10 of each asset type
Mayor Foster left the room at 10:35 AM. Councillor Woo chaired this portion of the
meeting.
Mayor Foster re-entered the room at 10:38 AM and assumed Chair.
Recess
Resolution #GG -395-17
Moved by Councillor Woo, seconded by Councillor Cooke
That Committee recess for five minutes.
Carried
The meeting resumed at 10:56 AM with Mayor Foster in the Chair.
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September 12, 2017
The Director of Finance/Treasurer continued her presentation of the AMP highlighting
the following:
x Key factors affecting service levels
x Objectives of the AMP
x Capital Budget Implications of the AMP and financial management strategies
x Provincial Guidelines for financial management strategy
x The three AMP Financial Scenarios considered:
0 1 % increase for first 10 years and 1.5% increase for next 10 years
0 1 % increase for first 10 years and 1.5% increase for next 10 years — with a
roads cap of $9.5 million per year
0 2% increase for first 10 years and 1 % increase for next 10 years
x Tax Levy support to Capital (without growth consideration)
x Application of Reserve Funds
x Utilization of Debt, being a key consideration factor for Council as the Director of
Finance/Treasurer suggested a Debt Policy be set by Council respecting the
maximum debt level to be used as a managed financing tool
x Clarified that effectively the benefit of this exercise is to borrow money in a
managed approach to enable expenditures for roads and capital infrastructure at
the most economical time
x Next steps
The Director of Finance/Treasurer distributed a copy of the 2017 Asset Management
Plan and advised that this document will constitute the attachment to the staff report
regarding this matter which will be presented to Committee for consideration at the
September 25, 2017 General Government Committee meeting. Ms. Taylor reminded
members they are considering a strategy and not a budget when considering the AMP.
Members were encouraged to contact the Director of Finance or Erika Watson if they
have any questions regarding the AMP. Should there be questions concerning specific
assets, Members are encouraged to contact the respective Department Head.
The Director of Finance/Treasurer responded to questions of Committee.
Recess
Resolution #GG -396-17
Moved by Councillor Woo, seconded by Councillor Cooke
That Committee recess for five minutes.
Carried
The meeting resumed at 11:40 AM with Mayor Foster in the Chair.
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Special General Government
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September 12, 2017
4.2 Faye Langmaid, Manager of Special Projects and Nancy Taylor, Director of
Finance/Treasurer regarding the Land Acquisition Strategy
Closed Session
Resolution #GG -397-17
Moved by Councillor Cooke, seconded by Councillor Neal
That, in accordance with Section 239 (2) of the Municipal Act, 2001, as amended, the
meeting be closed for the purpose of discussing a proposed or pending acquisition or
disposition of land by the municipality or local board.
Carried
Rise and Report
The meeting resumed in open session at 12:31 PM with Mayor Foster in the Chair.
Mayor Foster advised that 1 item was discussed in "closed" session in accordance with
Section 239(2) of the Municipal Act, 2001 and no resolutions were passed.
IT Security Training
Mayor Foster reminded members of Council to complete their on-line computer security
training.
5 Adjournment
Resolution #GG -398-17
Moved by Councillor Neal, seconded by Councillor Woo
That the meeting adjourn at 12:32 PM.
Carried
Mayor
Deputy Clerk
BOARD OF MANAGEMENT
BOWMANVILLE BUSINESS IMPROVEMENT AREA
Minutes of a regular meeting of the Board of Management held at 6:30
p. m., on Tuesday, June 13 2017 in Committee Room 1-C in the Bowmanville
Library.
Present: Gilpin, Patterson
Members: Lucas, Barry, Hooper, McDonald, Holmes, Rezazada
Absent: Chaput
The meeting was called to order by the Chairman who then recognized that there
were no delegations present.
Moved by Holmes, seconded by McDonald,
THAT the Minutes of the previous meeting be adopted as circulated.
"CARRIED"
No correspondence was received this month.
The Treasurer presented his report
as follows: Current Account $ 25,340.47
GIC #1 105,000.00
GIC #2 5007.91
Total $ 135,348.38
Page 2
Moved by Hooper, seconded by Rezazada,
THAT the Treasurer's Report be adopted as presented. "CARRIED"
Reports:
Council Liaison: Hooper reported that the crown on the street lamp near James
Printing and Signs has been replaced and the tree at that location has been
removed. Next he reported that flowers have been planted in the street planters.
He concluded his report by noting that the Durham Regional Police have been
calling in at businesses in the BIA.
Events: Holmes reported that all is in readiness for this year's Summerfest which
will take place on June 15, 16 and 17.
Membership Relations: McDonald reported that Continental Currency Exchange
has opened on Church Street.
Streetscape: Patterson reported that the plant hangers have been installed on the
lamp posts on Church Street.
Communications: No report.
Board of Trade: No report.
Web Site: No report.
Page 3
Media Relations: Gilpin was instructed to draft a letter to Chaput, which Lucas
will sign as Board of Management Chairman, stating that the Board's practice is
that if a member misses three consecutive meetings that member will be removed
from the Board. Chaput has missed seven regular monthly Board meetings to
date. Lucas and Barry will deliver the letter. Hooper will remove Chaput from
Facebook on Wednesday, June 14, 2017, and then call Lucas so he can inform
Chaput of this action., and that she is no longer a member of the Board of
Management.
There was no `BUSINESS ARISING" from the previous meeting.
Under "NEW BUSINESS", Patterson gave a report that outlined who receive
honoraria from the Bowmanville BIA for services rendered and that such honoraria
is charged against the Administration budget item.
It was reported that David Korchok, from `Behind the Scenes Services" film crew,
will be filming in the Bowmanville BIA, a movie called "Lock and Key". This
will take place for two days in August, plus an additional three days for set-up and
take-down. The Board signified that it had no objections.
Moved by Holmes, seconded by McDonald,
THAT the Meeting be adjourned.
The next meeting is scheduled for Tuesday, September 12 2017 in Committee
Room 1-C in the Bowmanville Library at 6:30 p. m., or earlier, at the call of the
Chair.
BOARD OF MANAGEMENT
BOWMANVILLE BUSINESS IMPROVEMENT AREA
Minutes of a regular meeting of the Board of Management held at 6:30 p.
m., on Tuesday, September 12, 2017 in Committee Room 1-C in the
Bowmanville Library.
Present: Gilpin
Members: Lucas, Barry, Hooper, Holmes, Rezazada, McDonald
The meeting was called to order by the Chairman, who then recognized that
there were no delegations present
Moved by Rezazada, seconded by Hooper,
THAT the Minutes of the previous meeting be adopted as circulated.
"CARRIED"
Correspondence was received from the Planning Department of the
Municipality of Clarington, Overdrive Race and Relay Series, and Barbara
Patterson.
Moved by Rezazada, seconded by Holmes,
That the correspondence be received and filed.
"CARRIED'
The Treasurer presented his report as follows:
Current Account $ 169183.87
GIC #1 60,000.00
GIC#2 5,243.04
Total $ 81,426.91
Page 2
Moved by Hooper, seconded by McDonald,
THAT the Treasurer's Report be adopted as presented. `CARRIED"
Reports:
Council Liaison: Hooper reported that he had spoken to the Town Staff
about construction in the Downtown and about the trip hazards which are
marked on the sidewalk.
Events: Holmes stated that the preparations for the up -coming Apple
Festival and Craft Sale are complete.
Membership Relations: McDonald reported that there are two new
businesses opening the Downtown, one is a cosmetic eyelashes business and
the other is called Brianna's Bakery.
Streetscape: No report.
Communications: Holmes stated that all the email addresses of the
businesses that have left the Downtown have been removed and the new
ones added.
Board of Trade: No report.
Web Site: Rezazada reported that some of the videos are now appearing on
the Website, however the Bluesberry Festival was missed.
Media Relations: No report. Gilpin asked Hooper if Carrie could submit a
short written report when she cannot be at the Board meeting. All is running
well to date.
There was no "BUSINESS ARISING" from the previous meeting.
Under "NEW BUSINESS", Gilpin was asked to direct a letter to the
Municipal Clerk, Anne Greentree, regarding File #P 1 LGE requesting the
starting date of the King Street streetscape project so that the members can
be informed.
Page 3
Next Lucas reported that the Firehouse Youth have volunteered to paint over
the graffiti in the Downtown, and the CPR bridge, if they are supplied with
the necessary paint and brushes by the owners of the affected buildings.
Gilpin was directed by the Board to write to Derrick McKay of Overdrive
Race and Relay Series telling him the details of the Board's policy regarding
the use of the Bowmanville BIA's cross street banner poles, and stating that
no funds are available from the BIA to assist in this endeavor.
Lucas then read a letter from Barbara Patterson announcing her decision to
resign form her position as Manager of Operations. The Board members
expressed their surprise and regret on learning of her decision.
Moved by Rezazada, seconded by Barry,
THAT the Meeting be adjourned.
•::: 1
The next meeting is scheduled for Tuesday, October 10, 2017 in Committee
Room 1-C in the Bowmanville Library at 6:30 p. m.
NEWCASTLE VILLAGE COMMUNITY HALL BOARD
April 18 2017
Council Chambers 7 PM
Present Were: Dave Eastman
Sierd DeJong
Kevin Symak
Peter Hazelton
Councilor Partner
Councilor Woo
Regrets From: Shirley Rogers
Also Present: Gabrielle Bell, Secretary
1. MINUTES
Motion by K. Symak, seconded by P. Hazelton
That the minutes of March 212017 are accepted as presented. "Carried"
2. BUSINESS ARISING
a) Sign In Sheet/New Locks—should have information for next meeting
b) AED Training scheduled for May 6 2017
c) Lighting to celebrate Canada 150 outside — D. Eastman is in process of working on this.
d) May 27 Operations meeting - K Symak, S. Fogg, D. Eastman, G. Bell
e) Floor polishing has been re- scheduled for May 8 -10
f) Oct 7 2017 client has still not paid for this date. Board agreed a letter to be sent stating if
payment is not received by April 28 2017 the date will be released.
g) April 7 2017 rental — band did not need to set up prior to rental date.
h) Rental of parkette on May 27 2017 by Nu -Life Hearing has been permitted through the
Operations Dept. as the group wanted to have a Jumping Castle. Appropriate insurance has
been requested to cover the event.
Board discussed rental of parkette without renting the hall. It was agreed that future
requests would be brought to the board for permission.
3. FINANCIAL REPORT
Motion by S. DeJong, seconded by W. Partner
That the financial report is accepted as presented. "Carried"
4. INVOICES
Motion by K. Symak, seconded by W. Woo
That the following invoices be paid as presented:
Don Holmes $440.70 (welding of 39 chairs)
S Fogg $225.00
D DeJong 75.00
P Hazelton $75.00
G Bell $75.00 "Carried"
S. CORRESPONDENCE
a) Clarington Volunteer appreciation is on April 25, 2017 at NVCH. RSVP's are due at this time.
Board members have received their invitations and have responded with RSVP.
b) Community Services has scheduled a seminar on May 15 6 — 10 pm at Tyrone Community
Hall on Strategic Planning. Attending G. Bell, D. Eastman - P. Hazelton & K Symak have
tentatively committed.
c) PAD meeting April 20 2017 received for information
d) News article regarding the paving of the parking lot on the east side of building from Oct 1
1975 received for information.
e) Clarington Blooms committee asking that we "Paint the Town Red" and summit nominations
if we wish - received for information.
f) Email from member of Horticultural Society Karen Fisher noting planters are showing some
rust. It is suggested the urns be painted black to match the benches. The urns were last
sandblasted and painted 4 years ago in conjunction with the Garden Project. The urns will
be looked at to see if they need retouching. It was noted the urns have always been white,
at this time changing the color to black is not being considered. S. DeJong noted history of
urns - they were placed in front of building upon its completion in 1923. There were only 4
urns of this type produced — 2 placed in front of NVCH and 2 are in Welcome, ON
6. RISK MANAGEMENT REPORT
Performed by S.Fogg — received for information, copy will be sent to Operations Dept.
Work order to be submitted to Operations Dept. for plumbing issue in front foyer ladies
washroom.
K. Symak will perform May report with S. Fogg. Updated forms should be used at this time.
7. JOINT HEALTH & SAFETY REPORT
S. DeJong will work on this with S. Fogg
8. FUNDRAISING
Hotel California Concert — Board members thanked fundraising committee for doing a great job.
A profit of $7277.00 was made at this event. Discussed holding event in 2018, as well as,
possibility of adding a second concert at another time of year.
Motion by P. Hazelton, seconded by S. DeJong
That Hotel California Band is booked for March 31 2018.
"Carried"
9. KITCHEN RENO
- Timeline document has been created and given to board members
- Updated scope of work
- Trillium Grant intake is October 2017 it is felt approval of submission would not be received
back in time for January 2018 start date.
- S. Rogers and G. Bell will send out letters to community groups for support of project in the
form of sponsorship.
- W. Partner reported Director of Operations will be attending a conference in April at which
time he will gather information on companies to work with for appliances. Paddy's market
is an option.
- P. Hazelton is still working with K. Rudd's office. Will need paperwork on Historical
Designation.
- S. Rogers approached Horticultural Society to partner with Board on Trillium grants. P.
Hazelton will work with Jeany Barrett if this should be confirmed.
- Discussed option of loan from Municipality.
P. Hazelton was not able to stay for remainder of meeting due to another commitment.
10. NEW BUSINESS
a) Coverage for upcoming supervision — April 30 and May 7
b) April 8 2018 rental has cancelled — they had not e -transferred their deposit as agreed.
Secretary contacted them for $ at which time they cancelled. Requested cancellation in
writing but to date have not received anything. The date has since been re booked.
c) Custodian has asked that board discuss booking the main hall on Mondays — how will we
work scheduling of cleaning up weekend event to be ready for Monday event. Discussed
looking at a part time cleaner to cover this sort of booking. Board decided that we would
take bookings on Mondays. Ask that booking coordinator alert chair if it appears we may
need assistance for cleaning.
d) Custodian has not scheduled holidays at this time. S. DeJong will discuss and have it for May
meeting to plan for coverage.
e) Discussed booking of hall on Stat Holidays — after brief discussion this was tabled until May
meeting.
f) Secretary asked for direction on service we would like to provide to wedding rentals.
Discussion followed with decision that if parties would like to have time in hall to plan their
event it would have to be scheduled on the evening or Saturday morning that secretary has
set up meeting with new clients.
g) Bartending - tabled
h) Fire Watch Procedures — secretary will obtain UTD information
i) Opened discussion to work toward plans to celebrate the Hall's 100' anniversary in 2022 —
tabled.
j) Members of the board have been approached by members of Historical Society asking if
they could use Wi-Fi offered to Auditorium rentals — board members felt it would be best if
our clients that have exclusive use of rooms within the hall were responsible for their own
Wi-Fi just as they are for their phone lines.
k) Custodian S. Fogg has been approached by Bob Malone of the Historical Society to change
lighting in their room. He has been instructed to send an email outlining the request in
detail. To date no request has been received.
1) S. DeJong had a request from resident regarding the hall installing the new 150th flag. As the
board is not aware of an official 150th flag it was agreed we would continue to hang the
official Canadian flag.
Motion by S. DeJong to adjourn at 8:55 PM
Dave Eastman, Acting Chair
Gabrielle Bell, Secretary
NEWCASTLE VILLAGE COMMUNITY HALL BOARD
May 16 2017
Council Chambers 7 PM
Present Were: Shirley Rogers — Chair
Dave Eastman
Kevin Symak
Regrets From: Sierd DeJong
Peter Hazelton
Councilor Partner
Councilor Woo
Also Present: Gabrielle Bell, Secretary
1. MINUTES
Tabled
2. BUSINESS ARISING
a) AED Training — dates for certification will be given to board members to consider for
attendance.
b) Lighting of front hall for Canada 150 in progress.
c) The following will attend Community Building meeting on Saturday May 27
- Steve Fogg, Kevin Symak, Dave Eastman, Gabrielle Bell
d) Collection letter sent to permit holder for October 7 2017. Outstanding amount has
been paid.
e) May 27 tents in parkette requesting permission for two 20x20 tents for their event.
Board discussed and decided that nothing bigger 10 x10 tent will be permitted at
this time.
f) It was agreed urns require a touch up with some spray paint. K. Symak will arrange
to have artistic students assist with this project for community hours. D. Eastman
will work with K. Symak to supervise students.
g) Vacation schedule for custodian July 17 — 23 and December 16 —January 4. Discuss
at June meeting to cover garbage, fountain and clock.
h) Copy of Fire Watch Procedure added to policy manual.
i) Update on main hall decor — K. Symak will be meeting with R. Groen from
Operations to discuss install of hardware to raise and lower ceiling treatment.
Suggested that for install and tear down that we consider hiring a company to do
this for us. Suggested Touch of Glass & Linens.
j) NVCH 100th Anniversary 2023 - tabled
3. FINANCIAL REPORT- Tabled
4. INVOICES -Tabled
5. CORRESPONDENCE
a) July 22 2017 permit has cancelled — no refund of deposit
b) Thank you note from Bonnie of Horticultural Society for our assistance with Daffodil
Luncheon — received for information
c) Email from Operations Dept. with schedule of upcoming Ontario Trillium Grant
program workshop dates — received for information.
d) BIA Canada Day Celebration sponsorship — received for information.
e) Morris Funeral Home is hosting a community yard sale on June 25 — received for
information.
f) Municipality of Clarington resolution #GG -225-17 Smoking on Municipal Property
received. We will request signage and include on information given to permit
holders. Send out notification to all tenants. K.Symak will talk with custodian about
cleaning out butt receptacles each morning.
6. RISK MANAGEMENT REPORT
K. Symak and S. Fogg did this report. Kevin felt the storage areas were all in good shape.
Questions —TSSA tag in boiler room is over a year old — how often is this required?
Need new tags for fire extinguishers
Exit sign needed on west exit from kitchen
First aid kit needs to be replenished. This is only for employees we do not supply first
aid kit to renters. Custodian S. Fogg will be instructed to maintain first aid kit.
K. Symak will work on this with Steve for June as well.
7. JOINT HEALTH & SAFETY
Information on how to proceed with this is coming from Operations Dept.
8. FUNDRAISING
Hotel California concert is scheduled for April 14 2018. The band has been booked.
9. KITCHEN RENO
Update from D. Eastman — priced out appliances new $15,163.92 from Dayco
Distributing. Email to Fire Chief as to whether we need exhaust hood for convection
oven. This would put the budget at $ 70,200.00 without reserve. We will be meeting
with F. Horvath to go over changes we have made to scope of work. S. Rogers and G.
Bell will send letters for donations to Rotary, Lions and Masons. A grant application to
Frank Cowan Company will also be submitted. Shirley has talked with Horticultural
Society they would be happy to work with us on a Trillium Grant if needed — P. Hazelton
will take the lead.
Kitchen is not part of the Historical Designation of building.
10. NEW BUSINESS
a) Fans for main hall - tabled
b) April 30 2017 rental — Health & Wellness - tabled
c) Supervision — G. Bell will email dates needed to be covered.
d) Pest control for spraying outside of building and inside for control.
e) Bartending - tabled
f) Lighting in Main Hall — K. Symak will give direction to replace with LED.
Motion by D. Eastman to Adjourn at 9:00 pm
Shirley Rogers—Chair
Gabrielle Bell - Secretary
Newcastle BIA Meeting, Thursday, August 10, 2017
www.vil lageofnewcastle.ca
1. Attendance taken: Theresa chaired the meeting.
Attendance: Theresa Vanhaverbeke, Karen Bastas, Valentine Lovekin, Lina Schmahl,
Tracey Blakeney -Yates, Ann Harley, Donna Wood, Helen Vatandoust.
Regrets: Marni Lewis, Wendy Partner, Waizse Brown, Catherine Peterson, Joyce King,
Greg Lewis
2. Meeting called to order at 9:OOam.
3. Approval of June minutes. Motion to accept: Ann Harley. Seconded: Helen
Vatandoust.
4. Business arising from Minutes: N/A.
5. President's report: Valentine suggested the Newcastle BIA might want to put together
a list of issues and concerns regarding business development. This list will then be
given to the Councillors as they prepare for the 2018 election.
6. Treasurer's report: the current balance is $78,932.88. Monies for Canada Day have
come out of the account. The banners still have to be paid for.
7. Council report: N/A.
8. Committee reports:
* Safety and Decor: N/A
* Advertising: the website is good. Facebook page in July is up 14 more likes to a total
of 920 likes.
* Special Events: Harvest Festival: Lina will be taking it on. It will be held on Saturday
October 7th. Lina has been in touch with various people such as John Albi from RONA
who will organize the vintage cars and tractors. Jim Barchard from the Newcastle Lions
has been contacted and the dog walk will continue this year. Lina has spoken to
Christine McSorley of the Newcastle Reporter. Lina to let Donna know of any updates
during the planning process for Donna to advertise and do the posters. Theresa will
touch base with Joyce King to see where the Fall Fest signs are. It might be a good idea
to purchase banners similar to those for Canada Day. Karen has a book with all
contacts and vendors which she will pass on to Lina. Karen also mentioned that the
municipality has an event book. Theresa will go to the municipality to find the book. Ann
Harley suggested Lina get a committee together so that tasks can be delegated. We will
be looking for sponsors. Helen to talk to Blanca at the Early Years, the Historical
Society, Wendy Westwood for delivering flyers and Gabrielle Bell for the contact for
music in the gazebo. Marni will send out an e.mail to the businesses to see which ones
will be participating and using the space in front of their business. Lina can be reached
at linaschmahl(a)amail.com.
* Canada Day: bills and money are still coming in. A full report will follow in the Fall. It
was a huge success - the best so far. There were lots of volunteers and lots of new
ideas.
* Santa Breakfast: November 25th. The Vatandoust Sirrs team will be organizing it.
* Santa Parade: November 19th. Looking for sponsors.
9. CBOT. An information session will be held on Friday August 25th from 1:OOpm to
3:OOpm at the Newcastle Public Library Meeting Room. CBOT will be asking a few short
questions to help them form messaging to future businesses and customers. An e.mail
reminder should go out to all local businesses as a reminder.
10. Chamber News: N/A.
11. CIP: "Welcome to Newcastle" sign has been started near to the Fire Dept.
12. New business:
* SmartREIT Development Waverley Rd and Baseline West, Bowmanville.
* West end Newcastle building development: Theresa mentioned that someone had
asked her if there would be commercial in this building which there will be. It may be a
good idea for the BIA to write a letter of concern to the municipality regarding this
development, noting the more there is commercial there, the less people will come into
the downtown area. The BIA may need to look at its mandate regarding location.
13. Next meeting, Thursday September 14th, 2017.
14. Adjournment: meeting was adjourned at 10:10am. Motion to adjourn by Theresa
Vanhaverbeke and seconded by Helen.
Newcastle BIA Meeting, Thursday, September 14, 2017
www.villageofnewcastle.ca
1. Attendance taken: Theresa chaired the meeting.
Attendance: Theresa Vanhaverbeke, Karen Bastas, Valentine Lovekin, Lina Schmahl,
Tracey Blakeney -Yates, Ann Harley, Donna Wood, Helen Vatandoust, Marni Lewis
Regrets: Wendy Partner, Greg Lewis
2. Meeting called to order at 9:OOam.
3. Approval of August minutes. A Motion was recommended to amend the minutes and
remove the line under new new business "Nobody came to the BIA meeting to talk
about this" accept by: Ann Harley. Seconded: Helen Vatandoust.
4. Business arising from Minutes: N/A.
5. President's report: N/A
6. Treasurer's report: The August 31 st bank account balance after deducting uncleared
cheques was $81,923.27. $50,000.00 is expected to be paid to the Municipality as
soon as the entrance signs are completed (they are under construction now). We also
expect the Municipality to invoice us our share of the recently completed over -the -street
banner poles. Our share is $22,000.00.
7. Council report: N/A.
8. Committee reports:
• Safety and Decor: N/A
• Advertising: N/A
• Special Events: Harvest Festival is scheduled to go. It will be held on Saturday
October 7th. If you will be participating and using the space in front of their business,
please let Lina know ASAP, at linaschmahl(a-)gmail.com.
• Santa Breakfast: November 25th. The Vatandoust Sirrs team will be organizing it.
• Santa Parade: November 19th. Looking for sponsors, a letter will be sent out shortly.
Volunteers are also needed on the Parade day from 5:OOpm-6:30pm.
9. CBOT. A social was help at Manantler last week. September 28th is the Annual
Mayors Address.
10. Chamber News: A speed networking event was held last week.Celebrate Culture
Days in Newcastle: Farm Families Celebration is September 30th.
11. CIP: N/A
12. New business:
There have been some BIA businesses affected by the LCBO construction. Recently,
the Bell lines were cut, leaving many businesses without phones and internet access
from 9am-3pm. Resulting in lost revenue for the day and no apologies from any of the
parties involved. There was also an issue with no sidewalk access for residents in the
area, some with physical handicaps.
Theresa is going to follow up with the Municipality regarding safety concerns at the
Beaver St. and King Ave. corners for the Harvest Festival.
The Clarington Planning E -Update will be added to the monthly agenda. If there is
anything that concerns the BIA, will can address it and voice any concerns we may
have.
13. Next meeting, Thursday October 12, 2017.
14. Adjournment: meeting was adjourned at 10:10am. Motion to adjourn by Theresa
Vanhaverbeke and seconded by Helen.
THAT the Authority minutes of June 20, 2017 be adopted as circulated.
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THAT staff take the necessary actions to complete the Port Darlington (West Shore) Damage
Centre Study in consultation with the requested working committee as soon as practicable;
THAT the firm of Aqua Solutions be retained to complete the study work as per the previously
approved Terms of Reference, amended to address issues associated with Climate Change,
recent historic water levels, Sediment Transport, Current Provincial Policy Direction, Updated
Mapping and further assessment of potential options to address risks associated with natural
hazards;
THAT CL OCA staff be directed to report back to the Board of Directors with the completed
study with options for implementation in conformity with the recommendations of the study
and provincial Great Lakes shoreline natural hazard management policy;
THAT the Council of the Municipality of Clarington be so advised in response to Resolution
C-203-17.
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THAT Staff Report #5535-17 be received for information.
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THAT Staff Report #5531-17 be received for information,
THAT the Board accept the Hawkins Contracting Services Limited revised bid of $ 235,410.33
(excluding HST) for the construction of a an accessible trail, raptor watch platform, and
parking lot at the Cochrane Street entrance of Heber Down Conservation Area, and,
THAT staff be directed to execute a construction contract with Hawkins Contracting Services
Limited.
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THAT Staff Report #5536-17 be received for information, and
THAT the Board of Directors endorse the submission of a funding proposal to the National
Disaster Mitigation Program for the Lake Ontario Shoreline Management Plan for Lower
Trent Region, Ganaraska Region and Central Lake Ontario Conservation Authorities
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THAT the discussion of the "In Camera" session be received for information.
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THAT the meeting adjourn.
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The Regional
Municipality
of Durham
September 15, 2017
Ms. A. Greentree
Clerk
Municipality of Clarington
40 Temperance Street
Bowmanville, ON L1 C 3A6
THIS LETTER HAS BEEN FORWARDED
TO THE EIGHT AREA CLERKS
Corporate Services RE: Protecting the Automotive Sector During Upcoming North
Department American Free Trade Agreement Negotiations
Legislative Services Our Fite: Dat
605 ROSSLAND ROAD EAST
PO BOX 623 Please be advised that Committee of the Whole of Regional Council
WHITBY, ON L1N 6A3 Considered the above matter and at a meeting held September 13
CANADA g on p
2017, Council adopted the following recommendations of the Committee:
905-668-7711
1-800-372-1102
"Whereas the auto sector directly employs over 101,000 people in
Fax: 905-668-9963
Ontario, and indirectly supports the creation of more than 300,000 good
durham.ca
jobs in communities nationwide; and
Don Beaton, B.A.S., M.P.A.
Whereas the automotive industry represents Canada's largest
Commissioner of
Corporate Services
manufacturing sector, Ontario's chief export and the economic lifeblood
of hundreds of Canadian communities; and
Whereas a thriving auto sector is an important part of the Region of
Durham's and Oshawa's economy, stimulating growth, innovation, and
good, high -paying jobs; and
Whereas Canada's auto sector has been deeply integrated with the
United States auto sector since the early -20th century, as indicated by
the 1965 Canada -US Auto Pact; and
Whereas the North American Free Trade Agreement (NAFTA) governs
nearly every aspect of the Canadian and United States' economic
relationship, including the import and export of auto parts and vehicles;
and
Whereas any change to the established trade relationship between
Canada and the United States could have enormous consequences for
workers and consumers on both sides of the border; and, .
Whereas in 2016 the governments of Ontario and Michigan signed a
Memorandum of Understanding calling for increased cooperation and
partnership between their two automotive sectors; and
If this information is required in an accessible format, please contact
"Service Exre fence 1-800-372-1102 ext. 2009.
for our,Communities"
900% Post Consumer
-2 -
Whereas the United States has announced its intent to renegotiate
NAFTA; and
Whereas a thriving automotive sector.is important for Canada's
economic future and the Region of Durham's and Oshawa's local
economy;
Therefore, be it Resolved:
That the Region of Durham join with municipal Councils across
Canada in calling on the federal government to make the. protection
and growth of Canada's automotive sector a key priority in the
upcoming NAFTA Negotiations; and
2. That the Regional Chair send a letter to Prime Minister Justin
Trudeau, Premier Kathleen Wynne, Minister of Foreign Affairs and
Durham Region MPs reinforcing these concerns; and
3. That Durham Region MPs ensure they are part of parliamentary
auto caucus_ in order to advocate for the wellbeing of Canada's
automotive sector at the federal level; and
4. That a copy of this resolution be sent to all Durham Region area
municipalities, the Federation of Canadian Municipalities, the
Association of Ontario Municipalities; all Durham Region MPs and
MPPS, the President of General Motors Canada and UNIFOR.
Ralph Walton,
Regional Clerk/Director. of Legislative Services
RWltf
c: Please see attached list
c: Jennifer O'Connell, MP (Pickering/Uxbridge)
Mark Holland, MP (Ajax)
Celina Caesar-Chavannes, MP (Whitby)
Dr. Colin Carrie, MP (Oshawa)
Erin O'Toole, MP (Durham)
Jamie Schmale, MP (Haliburton/Kawartha Lakes/Brock)
Kim Rudd, MP (Northumberland -Peterborough South)
Tracy MacCharles, MPP (Pickering/Scarborough East)
Joe Dickson, MPP (Ajax/Pickering)
Lorne Coe, MPP (Whitby/Oshawa)
Jennifer French, MPP (Oshawa)
Granville Anderson, MPP (Durham)
Laurie Scott, MPP (Haliburton/Kawartha Lakes/Brock)
J. Gerbasi, President, Federation of Canadian Municipalities
L. Dollin, President, Association of Municipalities of Ontario
J. Dias, President, UNIFOR
S.K. Carlisle, President and Managing Director, General Motors of Canada
Company
B. Bridgeman, Commissioner of Planning and Economic Development
2298 Maple Grove Rd.
Bowmanville, ON. L1C 3K7
September, 2017.
To: Municipality of Clarington
Re: Maple Grove Hamlet,
Longworth Ave. Extension west of Green Road
Dear Sir,
We are group of ladies who belong to Maple Grove Women's Institute. Our long
standing group is small but mighty. For years, most of our monthly meetings have been
held in Maple Grove United Church. To widen Maple Grove Road in the area of this
church will destroy this old building. Maple Grove United Church has served Maple
Grove Hamlet for many years.
In keeping with the province of Ontario goals, we propose to keep our Maple Grove
United Church and Maple Grove Hamlet. An alternate route needs to be found. Maple
Grove Road needs to have safety for pedestrians, school buses and residents. We need
to avoid traffic congestion in this long established neighbourhood which has several
homes along Maple Grove Road.
We are against the widening of Maple Grove Rd in the vicinity of Maple Grove United
Church. Please consider our thoughts seriously.
Regards,
Joyce McColl (Maple Grove Women's Institute)
Women's Institute Member Signatures Regards letter to Maintain Width of Maple
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Printed Name Signature Ad Date
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Councillor's Office
40 Temperance Street
Bowmanville, ON
UC 3A6
September 6, 2017
Dear Corinna Traill,
I am writing to inform you of an urgent situation that I encountered at my local off leash dog park
located on West Beach Road in Bowmanville.
had taken my 11 lbs maltese/poodle to the off leash park and had him in the designated area where
there was a sign posted stating "Small dogs and Puppies". While we were there another dog owner
came in with a 5 month old Bull Mastiff weighing approximately 80 lbs into the small dog area.
The larger Bull Mastiff jumped up on me almost knocking me over. It then jumped up onto the picnic
table and proceeded to rummage into my bag containing my personal belongings. Out of concern for
both my safety and that of my much smaller dog, I gathered my belongings and left the fenced in area.
later reported the incident to Clarington Animal Services and discovered since the posted sign allowed
"puppies" the owner of the Bull Mastiff was within her rights to have her 5 month puppy in the smal I
dog area. I then proposed a change to Animal Services to specify a height and weight restriction for any
dog entering the designated small dog area. Animal Services advised me that the way the current off
leash by-laws are written there is no by-law that enforces residents to abide by the posted signs and
therefore would be difficult to enforce.
Aside from the lack of common courtesy and regard for others safety, the owner of the Bull Mastiff was
not in violation of the off leash by-laws and as a.result Animal Services was unable to take action which
would increase park safety for small dogs and owners alike.
This is the issue at hand. Larger dogs that exceed small dog size running in the same area, just because
the owner sees them as puppies.
If this issue is not immediately addressed it is only a matter of time before a small dog owner or small
dog is seriously injured or worse, the liability of which I believe may fall on the Twp of Clarington. This is
obviously not in anyone's best interest.
This incident prompted me to research the by-laws of surrounding off leash dog parks within the greater
Toronto area. I discovered Toronto's off leash dog parks have designated small dog areas that specify
both a height of no more than 12 inches and a weight of 20 lbs or less for any dog entering designated
small dog areas. The posted signs are enforced under Chapter 608, 2012-608-34(c)(7) which states:
"Not allow a dog to enter a designated off leash area except in accordance with the posted
conditions of use" (added 2012-02-07 by By -Law 144-201236- Parks and Environment Committee).
Councillor's Office
40 Temperance Street
Bowmanville, ON
UC 3A6
I have since reported my findings to Clarington Animal Services and they fully understand my actions
moving forward to have weight and height restrictions for any dog entering the designated small dog
areas (puppy or not).
I feel with your assistance this change is absolutely necessary to ensure the safety of all small dogs and
their owners brought into the Bowmanville off leash dog park. I appreciate your time reviewing my
concerns. If you wish to discuss this further, please give me a call at
Yours Sincerely,
Sandra Gajewski
Clarftwn
Operations
Department
If this information is required in an alternate accessible format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
Report To: General Government Committee
Date of Meeting: September 25, 2017
Report Number: OPD -008-2017 Resolution:
File Number:
By-law Number:
Report Subject: Water Distribution System and Reusable Water Bottles
Recommendations:
1. That Report OPD -008-2017 be received;
2. That Council consider either Option A, being the rental of a system to distribute
water at special events and festivals or Option B, the purchase of a water filling
station for the same purposes; and
3. That Council provide direction to staff respecting the preferred option and also the
amount to be included in the 2018 budget.
Municipality of Clarington
Report OPD -008-2017 Page 2
Report Overview
This report provides background on current municipal initiatives that are focused towards the
reduction of single -use plastic water bottles by the public. Discussion addresses the request
by Council for the investigation of a water filling station to distribute municipal water and
reusable water bottles at festivals or during emergencies.
1. Background
At the regularly scheduled meeting held on July 3, 2017, Council passed resolution #GG -
367 -2017. This resolution specifically directed staff to:
1. Investigate the purchase of a system to distribute water at festivals or during
emergencies; and
2. That staff work towards AppleFest with other governments, business and other
agencies to provide funding for the promotion of reusable steel water bottles.
2. Proposal
The need for a way to encourage the use of municipal tap water in lieu of single -use
plastic water bottles has long been a topic of consideration by Ontario municipalities. As
a means to further promote the mandate many municipalities in the Province have either
developed promotional campaigns, implemented restrictions or placed outright bans on
the use of single -use plastic water bottles while on public property or within municipal
buildings. At present, the municipality of Clarington has elected only to discourage the
use of single -use plastic water bottles at Council and Committee meetings and also within
municipally operated facilities.
More recently, many municipalities have also begun to promote municipal tap water and
reusable beverage containers at local festivals and special events. Water filling stations
have now become commercially available in a variety of sizes and configurations. These
units are set-up at an event and supplied with water from a municipally approved source
using a drinking water quality hose similar to those used for recreational vehicles. Units
are also constructed such that they provide additional filtration, further chill the water and
remain fully accessible to children and people with disabilities. The municipalities that
have implemented the use of water filling stations suggest that the main benefits
achieved beyond having people hydrate with healthy municipal tap water is a decrease in
the amount of waste generated, a decrease in the consumption of non-renewable
resources, a decrease in the carbon footprint and the ability to save taxpayer dollars.
Municipality of Clarington
Report OPD -008-2017 Page 3
As experienced earlier this spring during the flooding problems on Cedar Crest Beach, a
water filling station may also prove useful during emergencies. For a one-week period
the Municipality of Clarington borrowed the Town of Ajax's 300 -gallon "Quench Buggy" to
assist with the provision of potable water for local residents (see attachment 1). Of
particular note, the operation of the Quench Buggy required that the Fire Chief complete
2-3 tests of the on -board water reserve each day to ensure that sufficient levels of
chlorine remained present. A more intensive program of inspection and maintenance, as
mandated by the Durham Region Health Department, will also be required by Operations
staff during the future operation of any water filling station at special events or local
festivals. Specific operational tasks will include the cleaning of the unit prior to each use,
the testing of the water as frequently as every hour and the requirement of staff to remain
on-site at all times with the unit to ensure that the water source is not tampered with.
Based on a general review of the industry it has been determined that only one known
manufacturer of a mobile water filling station exists that has an onboard water tank. It is
estimated that the 8 -station water filling/drinking unit (Quench Buggy) can be rented for
$1,000 per day. Alternatively, the same unit can be purchased for approximately
$55,000. Other available purchase options include a "Quench Cart" at a cost of
approximately $20,000 or a "Filtered Water Refill Station" for approximately $4,500 (see
attachment 1). These units are much smaller in size and also have fewer water filling
stations that may result in customer lineups if water demands are high. Similar to all
other units that have been found on the market the Quench Cart and the Filtered Water
Refill Station are direct feed designs that do not have an on -board water reserve tank
thereby making them unsuitable for water supply purposes during emergencies. The
Quench Cart design is also less portable as it needs to be transported to each site on a
flatbed truck or trailer rather than being towed. Current owners of the larger Quench
Buggy include, amongst others, the Town of Ajax, Kingston Utilities, City of Guelph, City
of London, City of Windsor, Peterborough Utilities and Collingwood Utilities.
Funding for the rental of a water filling station for each municipally supported special
event or festival could be introduced into the annual current budget as a new level of
service. If units are readily available for rent it is realistic that based on the type of
functions that are held throughout Clarington each year as many as 20 rentals will be
required at a total cost of up to $20,000. The purchase of a water filling station, however,
could be investigated further in collaboration and partnership with the Business
Improvement Areas and the major festival organizers. In an effort to further offset the
purchase price for the Municipality and it's potential partner's; consideration could also be
given to the submission of an application for an Ontario Trillium Foundation or a Healthy
Kids Community Challenge grant.
The funding and promotion of reusable steel water bottles with other governments,
business and other agencies as directed by Council is currently being investigated by the
Municipality of Clarington
Report OPD -008-2017 Page 4
Mayor's office. As deemed necessary by Council, the reusable bottles could be ready for
distribution to the public at AppleFest on Saturday, October 14, 2017, or kept for a later
date so as to coincide with the possible introduction of a new water filling station.
3. Concurrence
This report was reviewed by the Director of Finance/Treasurer who concurs with the
recommendations.
4. Conclusion
It is respectfully recommended that Council consider the rental or purchase of a water
filling station and to provide direction to staff for inclusion in the 2018 budget.
5. Strategic Plan Application
Recommendations in this report support Strategic Plan initiatives for the promotion of
good governance and value for the tax dollar and also resident engagement in our
community.
Submitted by: Reviewed by:
Frederick J. Horvath Andrew C. Allison, B. Comm, LL.B
Director of Operations CAO
Staff Contact: Stephen Brake, Manager of Operations, 905-263-2291 or
sbrake@clarington.net
Attachment 1
to Report OPD -008-2017
Municipality of Clarington
Quench Buggy
Attachment 1
to Report OPD -008-2017
Municipality of Clarington
Quench Cart
Filtered Water Refill Station
Attachment 1
to Report OPD -008-2017
Municipality of Clarington
Clarington
Emergency Services
Report
If this information is required in an alternate accessible format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
Report To: General Government Committee
Date of Meeting: September 25, 2017
Report Number: ESD -007-17 Resolution:
File Number: By-law Number:
Report Subject: Waterfront Flood Response Plan Background Report
Recommendations:
1. That Report ESD -007-17 be received;
2. That Council provide direction on which level of response is appropriate;
3. That Council provide direction on what level of capital investment of tools and
equipment for future budget consideration; and
4. That Council adopt the proposed Waterfront Flood Response Plan (Attachment 1 -
Appendix D).
Municipality of Clarington
Report ESD -007-17 Page 2
Report Overview
This Report, by way of Attachment 1, provides Council with a summary of findings by the
collaborative work of the Municipality's senior staff and Dillon Consulting Limited (Dillon) to
develop a comprehensive Waterfront Flood Response Plan (WFRP) for the Municipality of
Clarington as directed by Council Resolution #GG -259-17.
1. Background
During the spring of 2017, the Municipality of Clarington was impacted by severe weather
conditions and high water levels in Lake Ontario that resulted in waterfront flooding. The
area of the Municipality most significantly impacted was the residential / business
community in the area of Cedar Crest Beach Road.
As a result of an initial 911 call received on April 30, from a resident in the Cedar Crest
Beach Road area, Clarington Emergency and Fire Services were dispatched. Over the
next several days the Municipality implemented its Emergency Plan in response to
flooding from Lake Ontario and the Westside Marsh adjacent to the Cedar Crest Beach
Road area.
On May 5, the Municipality, following its responsibilities as defined within the Emergency
Management and Civil Protection Act (EMCPA), declared an emergency. As required,
the Municipality informed the Office of the Fire Marshal and Emergency Management
(OFMEM) and the Provincial Emergency Operations Centre (PEOC).
Further weather-related events occurred extending the flooding impact on both the local
residents and businesses of the Cedar Crest Beach Road area.
On May 23, Council approved Resolution #GG -259-17 that included the following staff
direction: "That Staff report back on the creation of a comprehensive waterfront
emergency plan for each Clarington waterfront area including (but not limited to): property
safeguarding procedures and protocols, volunteer coordination, involvement of third party
agencies, in-home assessments, evacuation criteria and strategies, and communication
strategies for same."
Senior staff from the Municipality worked collaboratively with Dillon to effectively respond
to Council's direction. Attachment 1 of this report provides Council with a Waterfront
Flood Response Plan and the findings used to develop the WFRP. Outlined (by way of
"Recommendations" in this report) are three options for Council's consideration and
direction, detailing the level of response by the Municipality in the event of waterfront
Municipality of Clarington
Resort ESD -007-17 Paae 3
flooding. This report also sets out the additional tools and resources required to
implement the plan.
2. Recommendations
2.1 Service Level - Sandbag Options
Based on findings through the research conducted by Dillon, I am recommending the
following three options, as outlined on page 21 and 22 of Attachment 1, be considered by
Council to determine the appropriate level of service to be provided in assisting resident
and business owners with sandbags:
Sandbag Option #1: Municipal Supply of Sandbag Materials
Sandbag Option #2: Municipal Supply of Prepared (filled) Sandbags
Sandbag Option #3: Municipal Supply of Prepared (filled) Sandbags and Assist
with Placement
All three options require the Municipality to stock 40,000 sandbags or, have a process for
procuring sandbags under emergency conditions as well as access to clean sand. The
Municipality is already in possession of a sandbagging machine which can be used in
Option 2 and 3.
Option 1 and 2 identifies that municipal staff (or others under the direction of the
Municipality) would not enter onto private property. However, Option 3 would require
staff assisting property owners with placing sandbags on private property. It is
recommended that in supporting Option 3, Council engage legal counsel to develop a
waiver to be signed by each property owner prior to entry onto private property.
Options 2 and 3 would require staff to develop a sandbag operating guideline, and
develop a training program for staff in the proper filling of a sandbag.
Information is readily available for the Municipality to either provide access to information
on how to build a sandbag dike, or alternatively the Municipality could develop
educational material that could be delivered with the sandbags describing the proper
construction techniques of a sandbag dike.
Subject to Council's consideration and approval of a proposed option, it would be inserted
within the proposed WFRP to represent the level of sandbagging service to be provided
by the Municipality.
Municipality of Clarington
Resort ESD -007-17
2.2 Capital Funding
Paae 4
Based on findings through the research conducted by Dillon, I am recommending the
following options, as outlined on page 23 to 25 of Attachment 1, be considered by Council
in terms of capital investment.
Ancillary Tools and Equipment
Ancillary Tools and Equipment Option #1: Information
The Municipality continues its current practice of sustaining emergency contact
information for tool and equipment rentals.
Ancillary Tools and Equipment Option #2: Cache of Equipment
This option is to create a cache of ancillary tools and equipment such as smaller pumps
(sump pump), wheelbarrows and shovels. The estimated capital cost of this option is
approximately $25,000 excluding storage space.
Ancillary Tools and Equipment Option #3: Small Equipment Purchase
This option is to consider purchasing a skid steer loader, mini excavator, large capacity
trailer, mounted pump and a portable lighting tree. Preliminary costs indicate a range of
$180,000 to $240,000 subject to detailed specifications and a further review by
Operations staff.
Incident Command Post
Current industry and municipal best practices indicate that consideration should be given
to purchasing a vehicle or trailer designed and dedicated to the role of providing a readily
identifiable and operational Incident Command Post. This mobile unit (trailer units, multi-
functional emergency response units, and bus or larger van style units) would also
provide the municipality with a valuable resource for attending other large scale
emergency incidents such as fires.
The trailer units range in cost from $45,000 to $65,000 depending on size and equipment.
The bus or larger van style units can exceed $500,000. A further review would be
required by the Emergency and Fire Services Department.
3. Concurrence
Not Applicable
Municipality of Clarington
Resort ESD -007-17
4. Conclusion
Paae 5
It is respectfully recommended that Council provide direction in the areas of Level of
Response and Capital Funding.
5. Strategic Plan Application
Not applicable.
Submitted by: Reviewed by:
.......... �4 11..j _A-- - .
Gord Weir, Andrew C. Allison, B. Comm, LL.B
Director of Emergency & Fire Services CAO
Staff Contact: Gord Weir, Director of Emergency & Fire Services, 905-623-5126 ext. 2802 or
gweir@clarington.net
Attachments:
Attachment 1 — Waterfront Flood Response Plan Background Report
Interested Parties:
Port Darlington Ratepayers Association
Newcastle/Bond Head Ratepayers Association
Southeast Clarington Ratepayers Association
Sarah Delicate and Jim Mackenzie
Michelle Lomas
Christine Brown Read
Jeff Mitchell
Joanne Ford
Kelly Gallant
Angela Penfound
Susie and Danny Plumpton
Nancy and Jason Edwards
GW/pm
Municipality of Clarington
Waterfront Flood Response Plan Background Report
September 15, 2017
Municipality of Clarington
Waterfront Flood Response Plan Background Report
September 15, 2017
Municipality of Clarington
Waterfront Flood Response Plan Background Report
September 15, 2017
Municipality of Clarington
Waterfront Flood Response Plan Background Report
September 15, 2017
Municipality of Clarington
Waterfront Flood Response Plan Background Report
September 15, 2017
Municipality of Clarington
Waterfront Flood Response Plan Background Report
September 15, 2017
Municipality of Clarington
Waterfront Flood Response Plan Background Report
September 15, 2017
Municipality of Clarington
Waterfront Flood Response Plan Background Report
September 15, 2017
Municipality of Clarington
Waterfront Flood Response Plan Background Report
September 15, 2017
Municipality of Clarington
Waterfront Flood Response Plan Background Report
September 15, 2017
Municipality of Clarington
Waterfront Flood Response Plan Background Report
September 15, 2017
Municipality of Clarington
Waterfront Flood Response Plan Background Report
September 15, 2017
Municipality of Clarington
Waterfront Flood Response Plan Background Report
September 15, 2017
Municipality of Clarington
Waterfront Flood Response Plan Background Report
September 15, 2017
Municipality of Clarington
Waterfront Flood Response Plan Background Report
September 15, 2017
Municipality of Clarington
Waterfront Flood Response Plan Background Report
September 15, 2017
Municipality of Clarington
Waterfront Flood Response Plan Background Report
September 15, 2017
Municipality of Clarington
Waterfront Flood Response Plan Background Report
September 15, 2017
Municipality of Clarington
Waterfront Flood Response Plan Background Report
September 15, 2017
Municipality of Clarington
Waterfront Flood Response Plan Background Report
September 15, 2017
Municipality of Clarington
Waterfront Flood Response Plan Background Report
September 15, 2017
Municipality of Clarington
Waterfront Flood Response Plan Background Report
September 15, 2017
Municipality of Clarington
Waterfront Flood Response Plan Background Report
September 15, 2017
Municipality of Clarington
Waterfront Flood Response Plan Background Report
September 15, 2017
2.0 Municipal Best Practices -Ontario
1.0 Best Practices Review
2.0 Municipal Best Practices -Ontario
2.0 Municipal Best Practices -Ontario
3.0 Research References
3.0 Research References
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cen to Report ESD -007-17
Comprehensive
Waterfront Emergency
Response Plan
Workbook
11L
August 1, 2017
Clarboon
i%�%,Alwv;:�
DI LLON
CONSULTING
Attachment 1 to Report ESD -007-17
Workbook Overview
As directed by Council, the Municipality of Clarington is
developing a Comprehensive Waterfront Emergency Plan to deal
with all aspects of a flood -related emergency.
As part of the process the Municipality of Clarington is reviewing
its Emergency Plan to see if changes are required to how the
Municipality and the community should respond to flood events.
This workbook is an opportunity for you, as a member of the
community, to discuss your ideas and answer key questions
regarding flood emergency response. Please record your responses
to the questions in the spaces provided.
If there are any questions or comments, please contact Suzanne
Charbonneau (Project Manager) at scharbonneau(a)dillon.ca or
phone at 905-901-2912 ext. 3404.
ClarbDILJ_ONoon
..NSUL,.,NG
Attachment 1 to Report ESD -007-17
What experience you can share from recent flooding events
that could help inform the development of a Comprehensive
Waterfront Emergency Plan?
What are your thoughts on the roles and responsibilities of property
owners during future flooding events?
,����h�,uuu■�
claboon���N
C:ONSULTING
Attachment 1 to Report ESD -007-17
What improvements can the Municipality of Clarington make to
coordinate the response during a flood?
What improvements can the Municipality of Clarington make to
communicate with the community about flooding?
,����h�,uuu■�
Claboon���N
C:ONSULTING
Attachment 1 to Report ESD -007-17
Comprehensive Waterfront
Emergency Response Plan
ciffiWATO'nAu
August 1, Workshop
g
Comment Form
Your input is important to the Municipality of Clarington. Please take a moment to fill out
this comment form.
1. How did you hear about this Workshop? (please select one option)
Direct Mailing
Word of Mouth
Other:
2. Were you provided with enough information at this Workshop to understand the project
and participate in the discussion?
Yes
Please Explain why:
Somewhat
,r
3. Please provide any additional comments you feel should be considered in the
Comprehensive Waterfront Emergency Plan:
4. Please complete the following (optional):
Name
Address
Email
Thank you for your input.
Phone
Your completed workbook/comment form can be
placed in the comment box or mailed/emailed to:
Suzanne Charbonneau (Consultant Project
Manager) at scharbonneau@dillon.ca
235 Yorkland Blvd., Suite 800, Toronto, ON,
M2J 4V8
Attachment 1 to Report ESD -007-17
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Clarftwn
Community Services
Report
If this information is required in an alternate accessible format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
Report To: General Government Committee
Date of Meeting: September 25, 2017
Report Number: CSD -008-17 Resolution:
File Number: By-law Number:
Report Subject: Community Care Durham - Request for Additional Lease Space at
Garnet B. Rickard Recreation Comolex
Recommendations:
That Report CSD -008-17 be received;
2. That Council approve the request from Community Care Durham to expand their leased
space at the Garnet B. Rickard Recreation Complex;
3. That the funds in the amount of $55,400.00 needed to front end the cost of the
renovations to expand the leased space be drawn from the General Municipal Reserve
Fund;
4. That the Mayor and Clerk be authorized to sign a lease amending agreement
substantially in the form attached to this report (Attachment 3) to extend the current
term and provide for the recovery of the actual renovation costs; and
5. THAT Community Care Durham be advised of Council's decision.
Municipality of Clarington
Resort CSD -008-17
Report Overview
Paae 2
Community Care Durham is requesting that the Municipality consider minor renovations to
the former customer service area, to be incorporated into this leased space and further
requested an extension to their lease.
1. Background
The Community Services Department has received correspondence from Community
Care Durham (CCD) indicating an interest in expanding the square footage of the space
they currently lease at the Garnet B. Rickard Recreation Complex. The recently
completed renovations at the facility included the relocation of the front customer service
desk from the eastern end of the lobby to the expanded west entrance to the facility,
leaving this space adjacent to CCD available.
In March of 2009, Council approved the negotiation of a lease agreement between the
Municipality and Community Care Durham for approximately 4,600 square feet of
available space at the complex, to accommodate the relocation of their Clarington
operation from the Clarington Beech Centre.
2. Existing Lease
Following the renovation of this space, CCD occupied the area and the lease took effect
April 1, 2010 for a ten-year term and includes an option for renewal of an additional ten
years. The terms include a square footage based rent, and additional rent for the
provision of heat, hydro and water. During the first five years of the lease term, additional
rent totalling $48,500.00 was also charged to assist the Municipality with the cost of the
original leasehold improvements.
3. Proposal
The request for the additional space would accommodate additional office and storage for
the Adult Day Program. CCD is requesting the Municipality fund and manage the
necessary renovations under the terms of the original agreement. This would require the
initial lease term to be extended to March 31, 2024 to accommodate a six-year
repayment of all renovation costs. Following the expiry of the extended initial lease term,
the option to renew the lease for an additional ten years will remain intact.
Municipality of Clarington
Resort CSD -008-17
4. Financial Considerations
Paae 3
The preliminary costs for the necessary renovations have been estimated at $55,400.00.
The Municipality would seek competitive bids for this renovation through our procurement
process and would consult with CCD prior to the award of the project.
The necessary funds to complete the renovations for the expanded lease are
recommended to be drawn from the General Municipal Reserve Fund.
5. Concurrence
This report has been reviewed by Nancy Taylor, Director of Finance who concurs with the
recommendations.
6. Conclusion
Since the start of the lease the relationship between the Municipality and CCD has been
very positive and they are excellent tenants.
Staff are supporting the recommendations in this report and see this as an opportunity to
work with a valued community partner to enhance the services they provide to their
clients and our residents.
7. Strategic Plan Application
The recommendations contained in this report conform to the Strategic Plan.
Municipality of Clarington
Resort CSD -008-17
Submitted by:
Joseph P. Caruana,
Director of Community Services
Paae 4
Reviewed by:
Andrew C. Allison, B. Comm, LL.B
CAO
Staff Contact: George Acorn, Manager of Facilities, 905 623-3379 ext. 2503 or
gacorn@clarington.net
Attachment 1: Letter dated March 30, 2017 from Community Care Durham requesting the
additional available space at Garnet B. Rickard Recreation Complex.
Attachment 2: Correspondence dated May 24, 2017 confirming interest in proceeding with the
additional space and requesting a six-year renovation cost repayment be added into an
amended lease.
Attachment 3: Amending Lease Agreement
The following is a list of the interested parties to be notified of Council's decision:
Sally Barrie, Director Home Support Services, Community Care Durham
Jennifer Rusaw, Director COPE Mental Health & Spec. Geriatrics
COPE Mental Health
Program
Group Support
Specialized Geriatrics
Education
Home Support
Program
Meals on Wheels
Transportation/.
Accessible Van
Friendly Visiting
Foot Care Clinics
Luncheon Out
Telephone Reassurance
Home Maintenance
Home Help
Respite Program
Adult Day Programs
In -Home Respite
Long -Term Emergency
Avoidance Program
Assisted Living Services
Supportive Housing
Home at Last
Program
Client Settlement
from Hospital to Home
Offices:
Ajax -Pickering
Brock
Clarington
Oshawa
Scugog
Uxbridge
Whitby
Charitable Reg.#
11888 9955 RR0001
Supported by
Ontario
Central East Local Health
Intorgration notvQ k
r 1
A United Way
Member Agency
C)
March 30, 2017
Community Care Durham
• Oshawa & Whitby -
Supporting People, Strenvthenino, C:ornmuait
APR 4 2017
Mr. Joe Caruana, Director Community Services 'MUNICIPALITY OF CLARINGTON
Municipality of Clarington
40 Temperance 5t.
Bowmanville, ON LIC 3A9
Dear Mr. uana; 9H-
20 Sunray Street, Units #5 8r #6
Whitby, ON L 1 N 8Y3
COPE Mental Health Program
Home Support Program
Adult Day Program
Tel: 905-668-6223 - Fax: 905-668-7190
Respite Program
Tel: 1-888-255-6680 • Fax: 905.839-5513
www.communitycaredurham.on.ca
This is a follow-up from a discussion with George Acorn and Ken Ferguson regarding specific space at
G.B. Rickard Complex -upcoming vacated space within the building that is presently 'Customer
Service' area outside of Pad B. Community Care Durham would like to request rental use of this
space for the purpose of adjoining office space within our Adult Day Program.
Presently, we are limited in private office space within the actual Day Program area for program
planning, client interviewing and office administration. In February, we met on site with George and
Ken and looked at the space measuring approximately 275-300 sq. feet of usable space. This would
accommodate two offices and a storage area.. The area would be enclosed with a wall running in line
with the present bulk head (which contains wiring and lighting) with access to the area through the
inside of the Day Program. We know that our area is already rated as a separate area for Fire Code
and hopefully the wall would be constructed within the existing rated area.
Community Care Durham initially came to rent space within in G.B. Rickard in March of 2010,
contracting with the municipality with a 10 yr. lease for approximately 5,000 sq. ft. and without lease
hold payments, the rent is close to $6,525 a month. As you are aware, our tenancy within this space
has been a most successful partnership and we value the proximity of this space for clients and the
community.
We understand that with renovations taking place at Rickard, there is an anticipated move in
September 2017 into space on the west side of the building that will accommodate a new customer
service desk and entrance area. Considering that the said area isn't a significant amount of space,
amalgamating it with our existing rental space could be beneficial.
Your consideration of this request would be most appreciated and if you wish to have more
discussion, we would be pleased to meet and provide any further information.
Yours truly,
Sally Barrie" Jennifer Rusaw
Director, Home Support Services Director, COPE Mental Health & Spec. Geriatrics
Volunteering end he yoyr
a
Acorn, George
From: Sally Barrie <sbarrle@communitycaredurham.on.ca>
Sent: May -2417 11:06 AM
To: Acorn, George
Subject: Rin: 117026-GBRRC-CCD Office Space --Budget Package
Good morning George;
I was able to bring this information to our Director's team and we would like to proceed with planning for the
renovation of space at G.B. Rickard Recreation Centre.
Thank you for the scope of work outline and the budget costing for the interior office renovations adjoining our Adult
Day Program. This space will accommodate a private office for the Program Coordinator and a student work
station. We are anticipating that the present cupboards in the municipal customer service area will be reused in the
said space.
Please confirm as we discussed that the present lease (yp in 2020) would be extended to 2023 with the option of an
additional 7-10 years and the repayment (based on actual costs) for the renovations would spread out over the next 6
years.
Are we still looking at the May 29t4 date for the report presentation.
Thanks again and please let me know if you need anything further.
Sally Barrie
Director, Home Support
Community Care Durham
20 Sunray Street, Unit f#5
Whitby, Ontario L1N 8Y3
Email: sbarrie@communitycaredurham,on.ca
Tel: 905-668-6291 (direct line) or 905-668-6223 ext. 229
www.communitycaredurham.on.ca
.supporting People, Strengthening Community
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LEASE AMENDING AGREEMENT
This Lease Amending Agreement is made as of April 1, 2018
:I aSUVA a*05
THE CORPORATION OF THE MUNICIPALITY OF CLARINGTON
(the "Landlord")
- and -
COMMUNITY CARE DURHAM
(the "Tenant")
WHEREAS by a lease dated the 1 st day of April, 2010 (the "Original Lease"), the Tenant
leased a portion of the Garnet B. Rickard Recreation Complex comprising approximately
4,619 square feet (the "Premises") for a term of ten (10) years ending on the 31s' day of
March, 2020;
AND WHEREAS the Landlord and the Tenant wish to amend the Original Lease to provide
for the lease of additional space and an extension to the term.
NOW THEREFORE the Landlord and the Tenant agree that the Original Lease shall be
amended as follows:
Grant and Premises
1. The word "Revised" shall be inserted before the words "Schedule "A"" where they
appear in section 1.1.
2. The last sentence in section 1.1 shall be deleted and the following substituted
therefor:
The rentable area of the interior space of the Building is approximately 4,850 square
feet.
Term
3. Section 1.2 shall be deleted and the following substituted therefor:
The Term of this lease shall commence on April 1, 2010 and shall terminate on
March 31, 2024 unless the Term is extend or renewed in accordance with the
provisions of Section 1.3 of this Lease."
-2 -
Net Rent
4. Subsection 2.2(4) shall be deleted and the following substituted therefor:
(4) The Tenant shall pay to the Landlord as Additional Rent the amount of
$19,400.00 per annum, payable in equal monthly installments of $1,616.67
or $4.00 per square foot, commencing on April 1, 2018 to assist the
Municipality with the cost of the utility expenses to include water, electricity
and gas, for the balance of the Term.
Renovations
5. The following subsections shall be added to section 2.2:
(5) The Landlord shall complete all work required to renovate the Premises in
accordance with the floor plan attached to this Lease and titled Revised
Schedule "A". The total cost of such work is estimated to be $55,400.00.
The Tenant shall be required to repay the actual cost of the renovations over
the last 6 years of the Term (April 1, 2018 — March 31, 2024) in equal
monthly instalments of $769.44 payable at the same time as the Rent is
payable. The Landlord shall provide evidence of the actual amount of the
renovations to the Tenant.
(6) If this Lease is terminated for any reason prior to March 31, 2024, the
balance of any remaining renovations costs not repaid to the Landlord shall
immediately become due and payable.
Schedule "A"
6. Schedule "A" shall be replaced with the Revised Schedule "A" attached to this
Lease Amending Agreement.
Original Lease
7. All other covenants, provisos and stipulations contained in the Original Lease shall
remain in full force and effect and the Landlord and Tenant hereby mutually agree
that they will perform and observe the several covenants, provisos and stipulations
in the Original Lease as fully as if such covenants, provisos and stipulations have
been repeated herein in full with such modifications only as are necessary to make
them applicable to this Lease Amending Agreement.
Binding Agreement
8. This renewal lease shall be binding upon and enure to the benefit of the Landlord,
the Tenant and their respective heirs, executors, administrators, successors and
assigns.
-3 -
IN WITNESS WHEREOF the Landlord and the Tenant have executed this Lease
Amending Agreement.
THE CORPORATION OF THE MUNICIPALITY
OF CLARINGTON
PER:
10110
Mayor Adrian Foster
Anne Greentree, Clerk
COMMUNITY CARE DURHAM
10110
Clarington
Clerk's
Report
If this information is required in an alternate accessible format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
Report To: General Government Committee
Date of Meeting: September 25, 2017
Report Number: CLD -018-17 Resolution:
File Number: By-law Number:
Report Subject: Appointment of Private Parking Enforcement -- OPG
Recommendations:
1. That Report CLD -018-17 be received;
2. That the By-law attached to Report CLD -018-17, as Attachment 1, be approved;
3. That all interested parties listed in Report CLD -018-17 and any delegations be advised
of Council's decision.
Municipality of Clarington
Report CLD -018-17
Report Overview
Page 2
To appoint Nuclear Security Officers, appointed under the Security for Electricity Generating
Facilities and Nuclear Facilities Act, 2014 Sec 3, to carry out the parking enforcement duties
on all lands under the authority of OPG, as Parking Enforcement Officers.
1. Background
In the summer of 2017, Staff were approached by Samantha Piane, Legal Counsel
Ontario Power Generation (OPG), regarding the management of parking. The
management related to accessibility has become a growing concern for patrons and staff
at OPG facility on 1 Holt Rd. Bowmanville. To assist in management of parking issues,
OPG Nuclear Security Officers (NSO) are required to be appointed under Section 15(1)
of the Police Services Act, RSO 1990, c. P.15 to enforce Municipal By-laws.
2. Proposal
Municipal Staff met with Stephen Prior, Security Manager and Alain Levesque, Manager
Facilities & Projects, on site at the Holt Rd OPG Nuclear Station. It was determined steps
would be taken by OPG staff to meet Clarington's Municipal Traffic By-laws criteria for
signage. Following installation of correct signage, NSO's would receive Municipal
training for issuance of Parking Notices.
NSO's are appointed as Peace Officers under Security for Electricity Generating Facilities
and Nuclear Facilities Act, 2014 Sec 3, the appointment is in accordance with Nuclear
Security Regulations SOR/2000-209 Sec18. In addition to the high level of criteria within
Federal regulation, NSO's must meet high standards of professionalism and education
through OPG hiring and training process.
Municipal staff are confident with OPG's Nuclear Security Officers program and high level
of criteria through Federal Regulations that NSO's could carry out the duties of Parking
Officers.
3. Concurrence
This report has been reviewed by the Municipal Solicitor who concurs with the
recommendations.
4. Conclusion
It is respectfully recommended that the proposed by-law be approved which will appoint
the employees of OPG appointed under the Security for Electricity Generating Facilities
and Nuclear Facilities Act, 2014 Sec 3, to carry out the parking enforcement duties at all
lands under the authority of OPG with in the Municipality of Clarington.
Municipality of Clarington
Report CLD -018-17 Page 3
5. Strategic Plan Application
Not applicable.
Submitted by:
Municipal Clerk
Reviewed by:
Andrew C. Allison, B. Comm, LL.B
CAO
Staff Contact Duncan Anderson, Municipal Law Enforcement Manager, 905-623-3379 Ext.
2110 or danderson@clarington.net
Attachments:
Attachment 1 - By-law 2017-xxx, being a By-law to appoint Parking Enforcement Officers for
Private Property
Interested Parties:
Stephen Prior, Security Shift Manager, Ontario Power Generation
Alain Levesque, Manager Facilities and Projects, Ontario Power Generation
Attachment No.1 to Report CLD -018-17
Municipality of Clarington
Resort CLD -018-17
THE CORPORATION OF THE MUNICIPALITY OF CLARINGTON
BY-LAW 2017-xxx
Being a By-law to appoint Private Parking Enforcement Officers
Paae 4
WHEREAS subsection (1) of section 15 of the Police Services Act, R.S.O. 1990, c. P.15,
provides that, "A municipal council may appoint persons to enforce the by-laws of the
municipality";
AND WHEREAS the Ontario Power Generation (OPG) staff has requested that those Nuclear
Security Officers be allowed to enforce the provisions of the Traffic By-law of the Municipality
of Clarington on all properties owned or controlled by Ontario Power Generation;
AND WHEREAS Council deems it desirable to appoint OPG to act as private property parking
enforcement officers on all property under the ownership and jurisdiction of OPG property
located within the Municipality of Clarington;
NOW THEREFORE the Council of the Corporation of the Municipality of Clarington hereby
enacts as follows:
Any Nuclear Security Officer appointed under the Security for Electricity Generating
Facilities and Nuclear Facilities Act, 2014 Sec 3, to carry out the parking enforcement
duties on all lands under the authority of OPG are hereby appointed as Parking
Enforcement Officers for the sole purpose of enforcing the Traffic By-law of the
Municipality of Clarington on all property under the ownership and jurisdiction of the
OPG located within the Municipality of Clarington.
2. This By-law shall come into full force and effective immediately on the day of Final
passing by Council.
3. This appointment as Parking Enforcement Officers shall remain in effect for so long as
the Appointment of Nuclear Security Officer remains in place.
This By-law was passed in open session this xx day of October, 2017.
Adrian Foster, Mayor
C. Anne Greentree, Municipal Clerk
Clarftwa
Corporate Services
Report
If this information is required in an alternate accessible format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
Report To: General Government Committee
Date of Meeting: September 25, 2017
Report Number: COD -015-17 Resolution:
File Number: CL2017-25 By-law Number:
Report Subject: Supply, Delivery & Installation of Trees and Stump Grinding
Recommendations:
That Report COD -015-17 be received;
2. That Maple Lane Nurseries with a total annual bid amount of $76,529.63 (Net HST
Rebate) being the lowest compliant bidder meeting all terms, conditions and
specifications of Tender CL2017-25 be awarded a three year contract for the supply,
delivery and installation of trees and the stump grinding service as required by the
Operations Department;
3. That pending satisfactory pricing and service, the Purchasing Manager be given
authority to extend the contract for this service for up to two additional one year terms;
4. That the funds required for this project in the amount of $76,529.63 (Net HST Rebate)
be drawn from the following account:
Contract - Grass Cutting # 100-36-325-10115-7155 $76,529.63
5. That all interested parties listed in Report COD -015-17 and any delegations be advised
of Council's decision by the Department.
Municipality of Clarington
Report COD -015-17
Report Overview
Page 2
To request authorization from Council to award CL2017-25 for Supply, Delivery and Installation
of Various Trees and Stump Grinding Services.
1. Background
The scope of work was prepared by the Operations Department and included the
provision of all labour, materials and equipment required to perform the tree installation
work and stump grinding requirements at various locations annually during a three year
period.
Tender CL2017-25 was issued by the Purchasing Services Division and advertised
electronically on the Municipality's website. Notification of the availability of the document
was also posted on the Ontario Public Buyer's Association. Thirteen companies
downloaded the document.
The tender closed on August 3, 2017.
A total of five submissions were received in response to the tender call. Bids were
reviewed and tabulated (see Attachment 1). All submissions were deemed compliant.
2. Proposal
2.1 Analysis
After review and analysis of the submissions by the Operations Department and the
Purchasing Services Division, it was mutually agreed that the low bidder, Maple Lane
Nurseries be recommended for the award of contract CL2017-25 for Supply, Delivery and
Installation of Various Trees and Stump Grinding Services.
References provided by Maple Lane Nurseries were contacted and they advised that the
level of service has been satisfactory.
2.2 Financial
That the funds required for this project in the amount of $76,529.63 (Net of HST Rebate)
is in the budget allocation as provided and will be drawn from the following account:
Contract — Grass Cutting # 100-36-325-10115-7155 $76,529.63
Queries with respect to the department needs should be referred to the Director of
Operations.
Municipality of Clarington
Report COD -015-17 Page 3
3. Concurrence
This report has been reviewed by the Director of Operations who concurs with the
recommendations.
4. Conclusion
It is respectfully recommended that Maple Lane Nurseries with a total annual bid of
$76,529.63 (Net HST Rebate) be awarded a three year contract for the Supply, Delivery
and Installation of Various Trees and Stump Grinding Services as per the terms,
conditions and specifications of Tender CL2017-25.
5. Strategic Plan Application
The recommendations contained in this report conform to the Strategic Plan.
Submitted by: Reviewed by:
Marie Marano, H.B. Sc., C.M.O. Andrew C. Allison, B. Comm, LL.B.
Director of Corporate Services CAO
Staff Contact: David Ferguson, Purchasing Manager, 2209 or dferguson@clarington.net
List of interested parties to be notified of Council's decision is on file in the Corporate Services
Department.
Municipality of Clarington
Resort COD -015-17
Paae 4
Municipality of Clarington
Summary of Bid Results
Tender CL2017-25
Supply, Delivery and Installation of Various Trees and Stump Grinding
Services
BIDDER
TOTAL BID
Projected 5 Year Contract
Value
(net of HST Rebate)
(net of HST Rebate)
Maple Lane Nurseries
$76,529.63
$382,648.13
Cressman Tree Services
$113,945.76
$569,728.80
Ethic Tree Creations
$129,536.41
$647,682.05
CSL Group
$143,227.20
$716,136.00
TBG Environmental
$168,665.14
$843,325.72
Clarington
Corporate Services
Report
If this information is required in an alternate accessible format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
Report To: General Government Committee
Date of Meeting: September 25, 2017
Report Number: COD -017-17 Resolution:
File Number: By-law Number:
Report Subject: Contract Awards During Council Recess
Recommendations:
It is respectfully recommended that the General Government Committee recommended to
Council the following:
1. That Report COD -017-17 be received for information.
Municipality of Clarington
Report COD -017-17 Page 2
Report Overview
To report to Council on the contracts awarded during Council recess.
1. Background
During periods when Council is in recess provision has been made for the approval of
contract awards in order to continue with business as usual. During the summer recess of
2017 there were 7 contract awards that would normally necessitate a report to Council.
2. Comments
In accordance with Purchasing By -Law 2015-022 S. 73 (2), the following contracts were
awarded during Council Recess.
CL2017-21, Enniskillen Park
CL2017-19, Darlington Sports Centre Parking Lot Rehab
CL2017-30, Mixing of Sand and Salt
CL2017-28, Lake Road Rehabilitation
RFP2017-8, Professional Services for Garnet B. Rickard Recreation Complex Pad A
Arena Floor Replacement and Metal Roof Refurbishment
CL2017-10, Church Street Reconstruction
CL2017-26, Municipal Administrative Centre Roof Replacement
A copy of the recommending Purchasing Services Reports for the above noted projects
are attached as Attachments.
3. Concurrence
Not applicable.
4. Conclusion
The actions taken by Staff as documented in the attached Report Memos be provided for
Councils information.
5. Strategic Plan Application
Not applicable.
Municipality of Clarington
Resort COD -017-17
Submitted by:
Marie Marano, H.B. Sc., C.M.O
Director of Corporate Services
Paae 3
Reviewed by:
Andrew C. Allison, B. Comm, LL.B.
CAO
Staff Contact: David Ferguson, Purchasing Manager, 2209 or dfergusonCcDclarington. net
Attachments:
Attachment 1 PS -004-17, Enniskillen Park
Attachment 2 PS -005-17, Darlington Sports Centre Parking Lot Rehab
Attachment 3 PS -007-17, Mixing of Sand and Salt
Attachment 4 PS -008-17, Lake Road Rehabilitation
Attachment 5 PS -009-17, Professional Services for Garnet B. Rickard Recreation Complex
Pad A Arena Floor Replacement and Metal Roof Refurbishment
Attachment 6 PS -010-17, Church Street Reconstruction
Attachment 7 PS -011-17, Municipal Administrative Centre Roof Replacement
There are no interested parties to be advised of Council's decision.
MM/DF
clffftwn
Attachment 1
Report
Purchasing Services
Date: July 26, 2017
To: Curry Clifford, Interim CAO
From: David Ferguson, Manager, Purchasing Services
Report #: PS -004-17 File Number: CL2017-21
Subject: Enniskillen Park
Summer Recess Procedure (Purchasina By -Law 2015-022 S. 73
Recommendations
It is respectfully recommended to the Chief Administrative Officer the following:
1. That Royalcrest Paving & Contracting Ltd. with a bid in the amount of $332,880.36
(Net HST Rebate), be awarded the contract for the work required for completion of
Enniskillen Park; and
2. That the funding required to complete the project in the amount of $ 349,538.90
(Net HST Rebate) including Construction costs of $332,880.36 (Net HST Rebate)
and contingency of $16,658.54 be drawn from the following accounts:
Enniskillen Park 110-32-325-83401-7401 $ 299,538.90
Hydro One Grant $50,000.00
Corporation of The Municipality of Clarington
40 Temperance Street, Bowmanville, Ontario L1 C 3A6 T(905)623-3379
Report No: PS -004-17 _ Page 2
Recommended bv:
David Ferguson,
Manager, Purchasing S rvices
Concurrence:
Nancy Taylor, BBA, CPA, CA.,
Director of Finance/Treasurer
Tony Cannell6, C.E.'
Director of Engineeri
Auproved b .
Curry Clifford PA,
Interim, CARO
MM\DF\sm
Services
Date
Zlr� l!J '1
ate
/1
6 L
Date
� t
O Date
Go' M. Marano, Director, Corporate Services
Report No: PS -004-17
1. Background
Page 3
This project is for the construction of a park including pedestrian trial, playground
area complete with equipment, shade shelter, park amenities and lighting in
Enniskillen at the corner of Old Scugog Road and Lionel Byam Drive.
Tender specifications were prepared by the Engineering Services Department and
provided to the Purchasing Services Division.
Tender CL2017-21 was issued by the Purchasing Services Division and advertised
electronically on the Municipality's website. Notification of the availability of the
document was also posted on the Ontario Public Buyer's Association website.
Sixteen (16) companies (including subcontractors) downloaded the document.
The tender closed on July 19, 2017.
In view of the Summer Council Recess, authorization is requested to award the
above contract in accordance with Purchasing By -Law #2015-022 Part 2, Section
73, Council Recess Procedures.
2. Analysis
Seven (7) bids were received in response to the tender call. Bids were reviewed
and tabulated by the Purchasing Services Division (see Attachment 1). All
submissions were deemed compliant.
The results were forwarded to the Engineering Services Department for their
review and consideration. After review and analysis of the submissions by the
Engineering Services Department and the Purchasing Services Division, it was
mutually agreed that the low bidder, Royalcrest Paving & Contracting Ltd. be
recommended for the award of contract CL2017-21.
Royalcrest Paving & Contracting Ltd. has successfully completed work for the
Municipality in the past.
3. Financial
The funding required to complete the project in the amount of $ 349,538.90 (Net
HST Rebate) including Construction costs of $332,880.36 (Net HST Rebate) and
contingency of $16,658.54 be drawn from the following accounts:
Enniskillen Park 110-32-325-83401-7401 $ 299,538.90
Hydro One Grant $50,000.00
Queries with respect to the requirements, specifications, etc. should be referred to
the Director of Engineering Services.
Report No: PS -004-17
4. Conclusion
Page 4
It is respectfully recommended that Royalcrest Paving & Contracting Ltd. being the
lowest compliant bid be awarded the contract for work required for Enniskillen Park
in the amount of $332,880.36 (Net HST Rebate) as per the terms, conditions and
specifications of Tender CL2017-21.
Attachments: Attachment 1 — Bid Tabulation
Report No: PS -004-17_ _ _ _ Page 5
Attachment #1
Municipality of Clarington
Summary of Bid Results
Purchasing By -Law No. 2015-022 Page 15
(3) Ontario's Discriminatory Business Practices Act, R.S.O. 1990, c.D.12 has been
established to prevent discrimination in Ontario on the grounds of race, creed, colour,
nationality, ancestry, place of origin, sex, or geographical location of persons employed in
or engaging in business. Accordingly, other than as noted in subsection (2), preference to a
Local Bid or a Regional Bid shall not be given.
Approval Limits and Reporting (Excluding Consulting and Professional Services)
G. The Purchasing Manager shall submit to the Department Head an analysis listing all
Quotations and Proposals received with a recommendation for the Department Head's
approval if the Cost of the Goods and/or Services does not exceed $100,000.
71. After consulting with the Department Head, the Purchasing Manager shall prepare a report
to the CAO for approval if the Cost of the Goods and/or Services does not exceed
$250,000.
72. The Purchasing Manager shall prepare a recommendation report to Committee if the Cost
of the Goods and/or Services exceeds $250,000.
Council Recess Procedures
73. (1) Notwithstanding section 72, where a matter which would have otherwise been
submitted to Committee requires approval during any of Council's recesses, including
elections, the CAO shall be authorized to award the Contract if the Treasurer is of the
opinion that the price is reasonably reflective of the approved budget allocation and/or is
part of the normal operating responsibility of the Department.
(2) The Purchasing Manager shall report all Contracts awarded under subsection (1) to
Committee as soon as possible after the conclusion of the recess.
(3) Council shall not vary any action or decision of the Contract awards made in
accordance with this section.
Consulting and Professional Services (Excluding Schedule "A" Exemptions)
.:.E�
74. Where it is estimated that the Cost of Consulting and Professional Services will be less thanjl�°
$30,000, the Department may obtain the services directly without issuing a Bid Solicitation. w F
t
75. Where it is estimated that the Cost of Consulting and Professional Services will be more
than $30,000, the Purchasing Manager shall issue an RFP and, in consultation with the
Department Head, shall submit a report to Committee providing a recommendation for
award.
7 An external consultant who has entered into a Contract for consulting services for a
particular phase of a project, may be deemed to have a conflict of interest and be
disqualified from submitting a Bid on a later phase of consulting services for the same
project. Any issue as to whether there is a conflict of interest shall be determined by the
Purchasing Manager in consultation with the Department Head. This section shall not
apply where a consultant has been requested to provide a budget estimate or general
review and estimate for a potential Acquisition.
claftm-H
Attachment 2
Report
Purchasing Services
Date: August 8, 2017
To: Curry Clifford, Interim CAO
From: David Ferguson, Manager, Purchasing Services
Report #: PS -005-17 File Number: CL2017-19
Subject: Darlington Sports Centre Parking Lot Rehab
Summer Recess Procedure (Purchasing By -Law 2015-022 S. 73)
Recommendations
It is respectfully recommended to the Chief Administrative Officer the following:
1. That Coco Paving with a bid in the amount of $ 249,612.50 (Net HST Rebate), be
awarded the contract for the work required for completion of Darlington Sports
Centre Parking Lot; and
2. That the funding required to complete the project in the amount of $283,000.00 (Net
HST Rebate) including Construction costs of $249,612.50 (Net HST Rebate)
material testing and contingency of $33,387.50 be drawn from the following
account:
Darlington Sports Centre Parking Lot 110-32-327-84267-7401 $ 283,000.00
Corporation of The Municipality of Clarington
40 Temperance Street, Bowmanville, Ontario L1 C 3A6 T(905)623-3379
Report No: PS -005-17
Recommended by:
David Ferguson, Date
Manager, Purchasing S rvices
Concurrence:
Page 2
- v 7
Nancy aylor, BBA, CPA, CA., Q Date
Director of Finance/Treasurer
Tony Cannella, C.E.T.
Director of Engineering Services
Approved by:
lZ ZO 1`7
Date
f
Curry C ' ord, MPA, CMO Date
Interini, CAO
MM\DF\sm
cc: M. Marano, Director, Corporate Services
Report No: PS -005-17
1. Background
Page 3
Tender specifications were prepared by the Engineering Services Department and
provided to the Purchasing Services Division.
Tender CL2017-19 was issued by the Purchasing Services Division and advertised
electronically on the Municipality's website. Notification of the availability of the
document was also posted on the Ontario Public Buyer's Association website.
Nineteen (19) companies (including subcontractors) downloaded the document.
The tender closed on August 1, 2017.
In view of the Summer Council Recess, authorization is requested to award the
above contract in accordance with Purchasing By -Law #2015-022 Part 2, Section
73, Council Recess Procedures.
2. Analysis
Eight (8) bids were received in response to the tender call. Bids were reviewed
and tabulated by the Purchasing Services Division (see Attachment 1). All
submissions were deemed compliant.
The results were forwarded to the Engineering Services Department for their
review and consideration. After review and analysis of the submissions by the
Engineering Services Department and the Purchasing Services Division, it was
mutually agreed that the low bidder, Coco Paving be recommended for the award
of contract CL2017-19.
Coco Paving has successfully completed work for the Municipality in the past.
3. Financial
The funding required to complete the project in the amount of $283,000.00 (Net
HST Rebate) including Construction costs of $249,612.50 (Net HST Rebate),
material testing and contingency of $33,387.50 be drawn from the following
account:
Darlington Sports Centre Parking Lot 110-32-327-84267-7401 $ 283,000.00
Queries with respect to the requirements, specifications, etc. should be referred to
the Director of Engineering Services.
Report No: PS -005-17
4. Conclusion
Page 4
It is respectfully recommended that Coco Paving being the lowest compliant bid be
awarded the contract for work required for Darlington Sports Centre Parking Lot in
the amount of $249,612.50 (Net HST Rebate) as per the terms, conditions and
specifications of Tender CL2017-19.
Attachments: Attachment 1 — Bid Tabulation
Report No: PS -005-17 Page 5
Attachment #1
Municipality of Clarington
Summary of Bid Results
CL2017-19 Darlington Sports Centre Parking Lot
Rehab
BIDDER TOTAL BID TOTAL BID
(Including HST) (Net HST Rebate)
l ll�.
IrUGU f dVll ll� lilt-
.pGl !, IVJ. V.7
ylGY.7,V IG.JV
Onsite ContractingInc.
Onsite
$291,539.72
$262,540.55
C. Aurora Paving Ltd.
Dig -Con International Limited
$339,654.27,
$357,405.43
$305,869.19
$321,854.68
Blackstone Paving & Construction Limited
CSL Group Ltd.
$390,086.17
$351,284.68
$394,489.22
$355,249.76
Melrose Paving Co. Ltd.
$398,463.14
$358,828.40
Trison Contracting Inc.
$455,657.81
$410,333.97
Purchasing By -Law No. 2015-022 _ Page 15_
(3) Ontario's Discriminatory Business Practices Act, R. S. 0. 1990, c. D.12 has been
established to prevent discrimination in Ontario on the grounds of race, creed, colour,
nationality, ancestry, place of origin, sex, or geographical location of persons employed in
or engaging in business. Accordingly, other than as noted in subsection (2), preference to a
Local Bid or a Regional Bid shall not be given.
Approval Limits and Reporting (Excluding Consulting and Professional Services)
+10. The Purchasing Manager shall submit to the Department Head an analysis listing all
Quotations and Proposals received with a recommendation for the Department Head's
approval if the Cost of the Goods and/or Services does not exceed $100,000.
71 After consulting with the Department Head, the Purchasing Manager shall prepare a report
to the CAO for approval if the Cost of the Goods and/or Services does not exceed
$250,000.
72 The Purchasing Manager shall prepare a recommendation report to Committee if the Cost
of the Goods and/or Services exceeds $250,000.
Council Recess Procedures
73. (1) Notwithstanding section 72, where a matter which would have otherwise been
submitted to Committee requires approval during any of Council's recesses, including
elections, the CAO shall be authorized to award the Contract if the Treasurer is of the
opinion that the price is reasonably reflective of the approved budget allocation and/or is
part of the normal operating responsibility of the Department.
(2) The Purchasing Manager shall report all Contracts awarded under subsection (1) to
Committee as soon as possible after the conclusion of the recess.
(3) Council shall not vary any action or decision of the Contract awards made in
accordance with this section.
Consulting and Professional Services (Excluding Schedule "A" Exemptions)
rye _
74. Where it is estimated that the Cost of Consulting and Professional Services will be less than
$30,000, the Department may obtain the services directly without issuing a Bid Solicitation. "
75. Where it is estimated that the Cost of Consulting and Professional Services will be more
than $30,000, the Purchasing Manager shall issue an RFP and, in consultation with the
Department Head, shall submit a report to Committee providing a recommendation for
award.
75. An external consultant who has entered into a Contract for consulting services for a
particular phase of a project, may be deemed to have a conflict of interest and be
disqualified from submitting a Bid on a later phase of consulting services for the same
project. Any issue as to whether there is a conflict of interest shall be determined by the
Purchasing Manager in consultation with the Department Head. This section shall not
apply where a consultant has been requested to provide a budget estimate or general
review and estimate for a potential Acquisition.
ciffbooff
Attachment 3
Report
Purchasing Services
Date: August 21, 2017
To: Andrew Allison, CAO
From: David Ferguson, Manager, Purchasing Services
Report #: PS -007-17 File Number: CL2017-30
Subject: Mixing of Sand and Salt
Recommendations
It is respectfully recommended to the Chief Administrative Officer the following:
1. That Miller Paving Inc. with a total bid in the amount of $144,931.68 (Net HST
Rebate), be awarded the contract for the work required for completion of Mixing
Sand and Salt.;
2. That the funding required to complete the contract be drawn from the following
account:
Winter Control/Mtnce-Plow/Sand/Salt /Misc. 100-36-383-10300-7112
3. That pending satisfactory service and pricing that the Purchasing Manager be
authorized to extend the contract for up to two (2) additional one (1) year terms.
Corporation of The Municipality of Clarington
40 Temperance Street, Bowmanville, Ontario L1 C 3A6 T(905)623-3379
Report No: PS -007-17
Recommended bv:
f
David Ferguson,
Manager, Purchasin Services
Concurrence:
Fred He
Director
Approved by:
Andr w AIIion, B. Comm., LLB.
Chief Administrative Officer
MM\DF\sm
cc: M. Marano, Director, Corporate Services
v).31, 2,
Date
ate
Date
Page 2
Report No: PS -007-17
1. Background
Page 3
Tender specifications were prepared by the Operations Department and provided
to the Purchasing Services Division.
Tender CL2017-30 was issued by the Purchasing Services Division and advertised
electronically on the Municipality's website. Notification of the availability of the
tender document was also posted on the Ontario Public Buyer's Association
website. Four (4) companies downloaded the document.
The tender closed on August 17, 2017.
2. Analysis
Two (2) bids were received in response to the tender call. Bids were reviewed and
tabulated by the Purchasing Services Division (see Attachment 1). All
submissions were deemed compliant.
The results were forwarded to the Operations Services Department for their review
and consideration. After review and analysis of the submissions by the Operations
Services Department and the Purchasing Services Division, it was mutually agreed
that the low bidder, Miller Paving Inc. be recommended for the award of contract
CL2017-30.
Miller Paving Inc. has successfully completed work for the Municipality in the past.
The annual cost is $48,310.56 Net HST Rebate. The initial contract term is three
years and therefore the estimated value of the contact over the three years is
$144,931.68 Net HST Rebate.
The pricing received is firm for the initial three year contract.
The Municipality has the option to extend the contract for up to two (2) additional
one (1) year terms pending satisfactory pricing and service.
3. Financial
The funding required to complete the contract be drawn from the following
account:
Winter Control/Mtnce-Sand/Salt Mix 100-36-383-10300-7112
Queries with respect to the requirements, specifications, etc. should be referred to
the Director of Operations Services.
Report No: PS -007-17
4. Conclusion
Page 4
It is respectfully recommended that Miller Paving Inc. being the lowest compliant
bid be awarded the contract for work required for Mixing Sand and Salt as per the
terms, conditions and specifications of Tender CL2017-30.
Attachments: Attachment 1 — Bid Tabulation
Report No: PS -007-17
Attachment #1
Municipality of Clarington
Summary of Bid Results
CL2O17-30 Mixing Sand and Salt
Page 5
BIDDER
TOTAL BID for TOTAL BID for
Three Year Tenn Three Year Term
(including HST) (Net of HST
Rebate)
Miller Paving Ltd. $160,940.25 $144,931.68
Da -Lee Dust Control $188,145.00 $169,430.40
ciffftwil
Date: August 31, 2017
Attachment 4
Report
Purchasing Services
To: Andrew Allison, Chief Administrative Officer
From: David Ferguson, Manager, Purchasing Services
Report #: PS -008-17 File Number: CL2017-28
Subject: Lake Road Rehabilitation
Summer Recess Procedure (Purchasing By -Law 2015-022 S. 73)
Recommendations
It is respectfully recommended to the Chief Administrative Officer the following:
That Coco Paving with a bid in the amount of $ 669,542.03 (net HST Rebate), be
awarded the contract for the Lake Road Rehabilitation project;
2 That the funding required to complete the project in the amount of $803,000.00 (net
HST Rebate) including Construction costs of $669,542.03 (net HST Rebate),
design, permit fees, inspection and contract administration, material testing, and
contingency of $133,457.97 be drawn from the following account:
Pavement Rehabilitation 110-32-330-83212-7401 $ 803,000.00
3 That pending MTO approval and the securing of funding from the developer, the
provisional item for the inclusion of the construction of a northbound right turn lane
on Liberty St at Lake Road be included as part of the contract. Funding required to
complete this work is $142,000.00 (including HST) which includes $115,953.93
(including HST) construction costs, design, permit fees, inspection and contract
administration, material testing, contingency of $26,046.07 (including HST).
Funding would be drawn from the following account:
Developer Contribution 100-32-130-00000-1010 $142,000.00
Corporation of The Municipality of Clarington
40 Temperance Street, Bowmanville, Ontario L1 C 3A6 T(905)623-3379
Report No: PS -008-17
Recommended by:
David Ferguson,
Manager, Purchasing%Services
Concurrence-
,_ .. n
ok Nan y Taylor, BBA, CPA, CA.
Director of Finance/Treasurer
Tony Cannella, C.E.T.
Director of Engineering Services
Approved b
zuI �-
Date
Ls V-6 -� 3 4
Date
4-ju� .t'
Date
Page 2
SI 20( 1
3/ r
Andre Allis n, B. Comm., LLB. Date
Chief Administrative Officer
MM\DF\sm
cc' M. Marano, Director, Corporate Services
Report No: PS -008-17
1. Background
Page 3
Tender specifications were prepared by the Engineering Services Department and
provided to the Purchasing Services Division.
Tender CL2017-28 was issued by the Purchasing Services Division and advertised
electronically on the Municipality's website. Notification of the availability of the
document was also posted on the Ontario Public Buyer's Association website.
Twelve (12) companies (including subcontractors) downloaded the document.
The tender closed on August 23, 2017.
In view of the Summer Council Recess, authorization is requested to award the
above contract in accordance with Purchasing By -Law #2015-022 Part 2, Section
73, Council Recess Procedures.
2. Analysis
Seven (7) bids were received in response to the tender call. Bids were reviewed
and tabulated by the Purchasing Services Division (see Attachment 1). All
submissions were deemed compliant.
The results were forwarded to the Engineering Services Department for their
review and consideration. After review and analysis of the submissions by the
Engineering Services Department and the Purchasing Services Division, it was
mutually agreed that the low bidder, Coco Paving be recommended for the award
of contract CL2017-28.
Coco Paving has successfully completed work for the Municipality in the past.
3. Financial
That the funding required to complete the project in the amount of $803,000.00
(net HST Rebate) including Construction costs of $669,542.03 (net HST Rebate),
design, permit fees, inspection and contract administration, material testing, and
contingency costs of $133,457.97 is in the budget allocation as provided and will
be drawn from the following account:
Pavement Rehabilitation 110-32-330-83212-7401 $ 803,000.00
Should MTO approval be received and the required funds secured from the
developer, the provisional item for the inclusion the construction of a northbound
right turn lane on Liberty St at Lake Road will be included as part of the contract.
Funding required to complete this work is $142,000.00 (including HST) which
includes $115,953.93 (including HST) construction costs, design, permit fees,
inspection and contract administration, material testing, contingency of $26,046.07
(including HST). Funding would be drawn from the following account:
Developer Contribution 100-32-130-00000-1010 $142,000.00
Report No: PS -008-17
Page 4
Queries with respect to the requirements, specifications, etc. should be referred to
the Director of Engineering Services.
4. Conclusion
It is respectfully recommended that Coco Paving being the lowest compliant bid be
awarded the contract for work required for Lake Road Rehabilitation in the amount
of $669,542.03 (net HST Rebate) as per the terms, conditions and specifications
of Tender CL2017-28.
Attachments: Attachment 1 — Bid Tabulation
Report No: PS -008-17 _ _ _ _ _ Page 5
Attachment #1
Municipality of Clarington
Summary of Bid Results
CL2017-28 Lake Road Rehabilitation
`Note: The Total Bid — Blended HST value inch,des the Municipality's portion as ^yell
as the provisional item. Blended HST includes the non-recoverable portion of
the HST for the Municipality's share as well as the full 13% HST for the
Developer's share of the project.
•V •
ligtOn Memo
If this information is required in an alternate format, please contact the Accessibility
Co-ordinator at 905-623-3379 ext. 2131
To: David Ferguson, Purchasing Manager
From: Ron Albright, Assistant Director, Engineering Services
Date: August 30, 2017
Subject: Lake Road Rehabilitation
CL2017-28
The Engineering Services Department has reviewed the submissions for CL2017-28
and offers the following comments.
The project is located on Lake Road between Liberty St and Port Darlington Rd. The
scope of work includes replacement of the road base and asphalt, and improvements to
the ditches.
The tender includes a provisional section for the construction of a northbound right turn
lane on Liberty St at Lake Rd. Construction of the turn lane is a requirement under the
conditions of draft approval for the Lakebreeze subdivision and was included with this
tender to reduce costs and limit the disturbance to traffic. At this time, Ministry of
Transportation approval for construction of the turn lane has not been received. The
subdivision agreement and securities from the developer have not been finalized. We
recommend awarding the contract for Lake Rd Rehabilitation without the provisional
section for the turn lane. Should the permit and securities be obtained with sufficient
time to complete the work, we recommend that the PO be revised to include the
provisional section.
The low bidder on this contract was Coco Paving Inc. Based on past experience with this
contractor, we recommend the contract be awarded to Coco Paving Inc. in the amount of
$743,496.95 inclusive of HST, or $669,542.03 net of HST rebate. This amount does not
include the provisional section for the turn lane required for the development. Subject to
MTO's approval and the necessary funding received from the developer, the PO will be
increased to reflect the provisional section as shown in the table below.
The Corporation of the Municipality of Clarington
40 Temperance Street, Bowmanville ON L1 C 3A6 1905-623-3379
Lake Road Rehabilitation
CL2017-28
Regards
Rory Albri bt, .P. Vin'
Assfstani- Director, Engineering Services
RA/sb/nl
Pc:, Nancy Taylor, Director of Finance
A.S. Cannella, Director of Engineering Services
Page 13
The Corporation of the Municipality of Clarington
40 Temperance Street, Bowmanville ON L1 C 3A6 1905-623-3379
Lake Road Rehabilitation
CL2017-28
Page 12
Including other costs such as design, permit fees, inspection and contract
administration, material testing, contingency and net HST costs, the Engineering
Department advises of the following funding.
Construction Cost, Based on Low Bid (net of HST)
Other Costs (net of HST)
Total Project Cost
Allocated Financing
Pavement Rehabilitation
110-32-330-83212-7401 (2017)
Total Allocated Financing
$669,542.03
$133,457.97
$803,000.00 1
$803,000.00
$803,000.00
* A more detailed breakdown to be provided to Finance to provide necessary
information for tracking of Tangible Capital Assets (TCA).
If MTO approval and funding from the developer are secured, the PO would be
amended to include the following additional amounts.
Construction Cost, Based on Low Bid (Incl 13% HST)
Other Costs (Incl 13% HST)
Total Project Cost
Allocated Financing
Developer Contribution
100-32-330-x-1010
Total Allocated Financing for provisional section
$115,953.93
$26,046.07
$142,000.00
$142,000.00
$142,000.00
Considering all project costs, there is sufficient funding available and the Engineering
Dept. recommends that the Purchasing Dept. move forward with award of the contract
based on the above apportionments. Should you have any further questions, please
feel free to contact the undersigned.
The Corporation of the Municipality of Clarington
40 Temperance Street, Bowmanville ON L1 C 3A6 1905-623-3379
ciffiflooln
Date: August 29, 2017
Attachment 5
Report
Purchasing Services
To: Andrew Allison, Chief Administrative Officer
From: David Ferguson, Manager, Purchasing Services
Report #: PS -009-17 File Number: RFP2017-8
Subject: Professional Services for Garnet B. Rickard Recreation Complex
Pad A Arena Floor Replacement and Metal Roof Refurbishment
Summer Recess Procedure (Purchasing By -Law 2015-022 S. 73)
Recommendations
It is respectfully recommended to the Chief Administrative Officer the following:
That a contract for Professional Services for Garnet B. Rickard Recreation Complex
Pad A Arena Floor Replacement and Metal Roof Refurbishment be awarded,
subject to satisfactory reference check, to Moon -Matz Ltd. in the amount of
$63,966.33 (Net HST Rebate); and
2. That the funding required to complete the project in the amount of $63,966.33 (Net
HST Rebate) be drawn from:
RRC Capital Improvement —Arena Floor Account # 110-42-421-84256-7401
Corporation of The Municipality of Clarington
40 Temperance Street, Bowmanville, Ontario L1 C 3A6 T(905)623-3379
Report No: PS -009-17
Recommender:
Page 2
4 5 "
i
David Ferguson, Date
Manager, Purchasing Services
Concurrence:
Nancy Taylor, BBA, CPA, CA., Date
Dire�or of Finance/Treasurer
Caruana
of Community Services
A d 7 L,,)
D to
Approved by.
A dre Allison, B. Comm., LLB. Dato
Chief Administrative Officer
MM\DF
cc: M. Marano, Director, Corporate Services
Report No: PS -009-17
1. Background
Page 3
A Request for Proposal (RFP) was drafted by the Community Services
Department and the Purchasing Services Division for Professional Services for
Garnet B. Rickard Recreation Complex Pad A Arena Floor Replacement and Metal
Roof Refurbishment.
RFP2017-8 was issued by the Purchasing Services Division and advertised
electronically on the Municipality's website. The RFP was structured as a price -
based two envelope system. Notification of the availability of the document was
also posted on the Ontario Public Buyer's Association website. Twelve (12)
companies downloaded the document.
In view of the Summer Council Recess, authorization is requested to award the
above contract in accordance with Purchasing By -Law #2015-022 Part 2, Section
73, Council Recess Procedures.
2. Analysis
The RFP allowed interested companies to attend a non -mandatory pre -submission
information meeting. The intent of the meeting was for staff to give an overview of
the procurement process, to allow companies to view the site and an opportunity
to ask questions.
The RFP closed on August 14, 2017. Three (3) submissions were received by the
closing date and time and all three (3) submissions were deemed compliant.
Each submission consisted of a comprehensive proposal addressing issues
contained in the RFP document including but not limited to:
• Proponent information
• Project Team
• Project understanding and approach
• Methodology of project deliverables
• Project schedule
• Accessibility
The submissions were reviewed and scored in accordance with the established
criteria as outlined in the RFP by an evaluation team consisting of staff from the
Community Services Department and the Purchasing Services Department.
Report No: PS -009-17
Page 4
Upon completion of the evaluation, only the submission from Moon -Matz Ltd met
the established passing threshold of 85%, allowing them to move on to the next
stage.
The evaluation committee agreed that no presentation was required to provide
further clarification regarding the proposal from Moon -Matz Ltd.
The pricing envelope for Moon -Matz Ltd. was opened and verified and in keeping
with the terms of the RFP, the evaluation committee's recommendation is to award
the contract to Moon -Matz Ltd subject to a satisfactory reference check.
3. Financial
The funding required to complete the project in the amount of $ $63,966.33 (Net
HST Rebate) is in the budget allocation as provided and will be drawn from:
RRC Capital Improvement —Arena Floor Account # 110-42-421-84256-7401
Queries with respect to the requirements, specifications, etc. should be referred to
the Director of Community Services.
4. Conclusion
It is respectfully recommended that Moon -Matz Ltd. being the bidder meeting our
threshold and demonstrating the lowest overall cost be awarded the contract for
Professional Services for Garnet B. Rickard Recreation Complex Pad A Arena
Floor Replacement and Metal Roof Refurbishment as per the terms, conditions
and specifications of RFP2017-8.
Purchasing By -Law No. 2015-022
Page 15
(3) Ontario's Discriminatory Business Practices Act, R. S. 0. 1990, c. D.12 has been
established to prevent discrimination in Ontario on the grounds of race, creed, colour,
nationality, ancestry, place of origin, sex, or geographical location of persons employed in
or engaging in business. Accordingly, other than as noted in subsection (2), preference to a
Local Bid or a Regional Bid shall not be given.
Approval Limits and Reporting (Excluding Consulting and Professional Services)
70. The Purchasing Manager shall submit to the Department Head an analysis listing all
Quotations and Proposals received with a recommendation for the Department Head's
approval if the Cost of the Goods and/or Services does not exceed $100,000.
71. After consulting with the Department Head, the Purchasing Manager shall prepare a report
to the CAO for approval if the Cost of the Goods and/or Services does not exceed
$250,000.
72. The Purchasing Manager shall prepare a recommendation report to Committee if the Cost
of the Goods and/or Services exceeds $250,000.
Council Recess Procedures
73. (1) Notwithstanding section 72, where a matter which would have otherwise been
submitted to Committee requires approval during any of Council's recesses, including
elections, the CAO shall be authorized to award the Contract if the Treasurer is of the
opinion that the price is reasonably reflective of the approved budget allocation and/or is
part of the normal operating responsibility of the DepartmOht.
(2) The Purchasing Manager shall report all Contracts awarded under subsection (1) to
Committee as soon as possible after the conclusion of the recess.
(3) Council shall not vary any action or decision of the Contract awards made in
accordance with this section.
Consulting and Professional Services (Excluding Schedule "A" Exemptions)
74. Where it is estimated that the Cost of Consulting and Professional Services will be less than"
$30,000, the Department may obtain the services directly without issuing a Bid Solicitation. 01(
V
75. Where it is estimated that the Cost of Consulting and Professional Services will be more
than $30,000, the Purchasing Manager shall issue an RFP and, in consultation with the
Department Head, shall submit a report to Committee providing a recommendation for
award.
76. An external consultant who has entered into a Contract for consulting services for a
particular phase of a project, may be deemed to have a conflict of interest and be
disqualified from submitting a Bid on a later phase of consulting services for the same
project. Any issue as to whether there is a conflict of interest shall be determined by the
Purchasing Manager in consultation with the Department Head. This section shall not
apply where a consultant has been requested to provide a budget estimate or general
review and estimate for a potential Acquisition.
clubooil
Attachment 6
Report
Purchasing Services
Date: August 31, 2017
To: Andrew Allison, Chief Administrative Officer
From: David Ferguson, Manager, Purchasing Services
Report #: PS -010-17 File Number: CL2017-10
Subject: Church Street Reconstruction
Summer Recess Procedure (Purchasing By -Law 2015-022 S. 73)
Recommendations
It is respectfully recommended to the Chief Administrative Officer the following:
1. That Dave Boyle Excavating with a bid in the amount of $ 396,426.84 (net HST
Rebate), be awarded the contract for the Church Street Reconstruction project; and
2. That the funding required to complete the project in the amount of $489,500.00 (net
HST Rebate) including Construction costs of $396,426.84 (net HST Rebate) design,
utility daylighting, inspection and contract administration, material testing and
contingency costs of $93,073.16 (net HST Rebate) be drawn from the following
accounts:
Church Street Reconstruction 110-32-330-83211-7401
Pavement Rehabilitation 110-32-330-83212-7401
$ 355,000.00
$ 134,500.00
Corporation of The Municipality of Clarington
40 Temperance Street, Bowmanville, Ontario L1 C 3A6 T(905)623-3379
Report No: PS -010-17
Recommended bv:
Dll-k�eu
c
David Ferguson,
Manager, Purchasing ervices
Concurrence:
. Nancy Taylor, BBA, CPA, CA.
Director of Finance/Treasurer
Tony Gannella, C.E.T.
Director of Engineering Services
Approved by:
XX4,v4— -
Ar-ArewOAllison, B. Comm., LLB.
Chief Administrative Officer
MM\DF\sm
cc: M. Marano, Director, Corporate Services
Page 2
Date
0
Date
&,.r
3/ 2o17
Date
Date
Report No: PS -010-17 Page 3
Background
Tender specifications were prepared by the Engineering Services Department and
provided to the Purchasing Services Division.
Tender CL2017-10 was issued by the Purchasing Services Division and advertised
electronically on the Municipality's website. Notification of the availability of the
document was also posted on the Ontario Public Buyer's Association website.
Seventeen (17) companies (including subcontractors) downloaded the document.
The tender closed on August 25, 2017.
In view of the Summer Council Recess, authorization is requested to award the
above contract in accordance with Purchasing By -Law #2015-022 Part 2, Section
73, Council Recess Procedures.
2. Analysis
Five (5) bids were received in response to the tender call. Bids were reviewed and
tabulated by the Purchasing Services Division (see Attachment 1). All
submissions were deemed compliant.
The results were forwarded to the Engineering Services Department for their
review and consideration. After review and analysis of the submissions by the
Engineering Services Department and the Purchasing Services Division, it was
mutually agreed that the low bidder, Dave Boyle Excavating be recommended for
the award of contract CL2017-10.
Dave Boyle Excavating has successfully completed work for the Municipality in the
past.
3. Financial
The funding required to complete the project in the amount of $489,500.00 (net
HST Rebate) including Construction costs of $396,426.84 (net HST Rebate)
design, utility daylighting, inspection and contract administration, material testing
and contingency costs of $93,073.16 (net HST Rebate) is in the budget allocation
as provided and will be drawn from the following accounts:
Church Street Reconstruction 110-32-330-83211-7401 $ 355,000.00
Pavement Rehabilitation 110-32-330-83212-7401 $ 134,500.00
Queries with respect to the requirements, specifications, etc. should be referred to
the Director of Engineering Services.
ort No: PS -010-17
4. Conclusion
Page 4
It is respectfully recommended that Dave Boyle Excavating being the lowest
compliant bid be awarded the contract for the Church Street Reconstruction
project in the amount of $396,426.84 (net HST Rebate) as per the terms,
conditions and specifications of Tender CL2017-10.
Attachments: Attachment 1 — Bid Tabulation
Report No: PS -010-17 Page 5
Attachment #1
Municipality of Clarington
Summary of Bid Results
CL2017-10 Church Street Reconstruction
BIDDER TOTAL BID TOTAL BID
(Including HST) (net HST Rebate) 11
Dave Boyle Excavating
Coco Paving Inc.
Elirpa Construction & Materials Ltd.
Dig -Con International
Brennan Paving & Construction Ltd.
$440,214.55
$396,426.84
$480,711.12
$432,895.25
$496,042.19
$446,701.36
$570,408.36
$513,670.40
$1,075,253.20
$968,298.81
Purchasing By -Law No. 2015-022
Page 1,5_
(3) Ontario's Discriminatory Business Practices Act, R.S.O. 1990, c.D.12 has been
established to prevent discrimination in Ontario on the grounds of race, creed, colour,
nationality, ancestry, place of origin, sex, or geographical location of persons employed in
or engaging in business. Accordingly, other than as noted in subsection (2), preference to a
Local Bid or a Regional Bid shall not be given.
Approval Limits and Reporting (Excluding Consulting and Professional Services)
70. The Purchasing Manager shall submit to the Department Head an analysis listing all
Quotations and Proposals received with a recommendation for the Department Head's
approval if the Cost of the Goods and/or Services does not exceed $100,000.
71. After consulting with the Department Head, the Purchasing Manager shall prepare a report
to the CAO for approval if the Cost of the Goods and/or Services does not exceed
$250,000.
72. The Purchasing Manager shall prepare a recommendation report to Committee if the Cost
of the Goods and/or Services exceeds $250,000.
Council Recess Procedures F40
73. (1) Notwithstanding section 72, where a matter which would have otherwise been
submitted to Committee requires approval during any of Council's recesses, including
elections, the CAO shall be authorized to award the Contract if the Treasurer is of the
opinion that the price is reasonably reflective of the approved budget allocation andlor is:
part of the normal operating responsibility of the Department.
(2) The Purchasing Manager shall report all Contracts awarded under subsection (1) to
Committee as soon as possible after the conclusion of the recess.
(3) Council shall not vary any action or decision of the Contract awards made in
accordance with this section.
Consulting and Professional Services (Excluding Schedule "A" Exemptions)
74. Where it is estimated that the Cost of Consulting and Professional Services will be less than"`
$30,000, the Department may obtain the services directly without issuing a Bid Solicitation.,
75. Where it is estimated that the Cost of Consulting and Professional Services will be more
than $30,000, the Purchasing Manager shall issue an RFP and, in consultation with the
Department Head, shall submit a report to Committee providing a recommendation for
award.
7-3. An external consultant who has entered into a Contract for consulting services for a
particular phase of a project, may be deemed to have a conflict of interest and be
disqualified from submitting a Bid on a later phase of consulting services for the same
project. Any issue as to whether there is a conflict of interest shall be determined by the
Purchasing Manager in consultation with the Department Head. This section shall not
apply where a consultant has been requested to provide a budget estimate or general
review and estimate for a potential Acquisition.
claboon
Date:
To:
From:
September 1, 2017
Attachment 7
Report
Purchasing Services
Andrew Allison, Chief Administrative Officer
David Ferguson, Manager, Purchasing Services
Report #: PS -011-17 File Number: CL2017-26
Subject: Municipal Administrative Centre Roof Replacement
Summer Recess Procedure (Purchasing By -Law 2015-022 S. 73)
Recommendations
It is respectfully recommended to the Chief Administrative Officer the following:
1. That Triumph Roofing with a total bid in the amount of $333,772.80 (Net HST
Rebate), being the lowest compliant bidder be awarded the contract for the
Municipal Administrative Centre Roof Replacement; and
2. That the Director of Finance/Treasurer be authorized to include this Municipal
Administrative Centre roof replacement project when making the application to the
Region of Durham for a debenture in the amount of approximately $1,300,000 as
identified in the 2017 Capital Budget; and
3. That the funding required to complete this project in the amount of $333,772.80 (Net
HST Rebate) be drawn from the following account:
MAC Improvements 110-36-370-83601-7401 $333,772.80
Corporation of The Municipality of Clarington
40 Temperance Street, Bowmanville, Ontario L1 C 3A6 T(905)623-3379
Report No: PS -011-17
Recommended by
t
c�
David Ferguson,
Manager, Purchasing dervices
Concurrence:
. (:�Ilu ��
Na cy aylor, BBA, CPA, CA.
Director of Finance/Treasurer
Fred rvarth,
Director of Operations
Approved fey-
Andr Allis n, B. Comm., LLB.
Chief Administrative Officer
MM\DF\br
cc; M. Marano, Director, Corporate Services
Page 2
�"' / Zb
Date
. / I C�o!
Date
s 0
,.� -L / a0i �-
Date
Date
Report No: PS -011-17 Page 3
1. Background
Tender specifications were prepared by the Operations Department and the
Purchasing Services Division for the Municipal Administrative Centre Roof
Replacement.
Tender CL2017-26 was issued by the Purchasing Services Division and advertised
electronically on the Municipality's website. Notification of the availability of the
tender document was also posted on the Ontario Public Buyer's Association
website. Twenty-one (21) companies downloaded the document.
The tender closed on August 9, 2017.
In view of the Summer Council Recess, authorization is requested to award the
above contract in accordance with Purchasing By -Law #2015-022 Part 2, Section
73, Council Recess Procedures.
2. Analysis
Seven (7) bids were received in response to the tender call. Bids were reviewed
and tabulated by the Purchasing Services Division (see Attachment 1). All bid
submissions were deemed compliant.
The results were forwarded to the Operations Department for their review and
consideration. After further review of the submissions and due to budgetary
constraints, the Municipality exercised its authority under the terms and conditions
of the bid document to decrease the scope by 25% and add provisional items.
Once the analysis was complete, Triumph Roofing remained the low bid with a
revised bid price of $333,772.80 (Net of HST).
It was mutually agreed that the low bidder, Triumph Roofing be recommended for
the award of contract CL2017-26.
References provided by Triumph Roofing were returned with satisfactory
responses.
3. Financial
The funding required to complete the project, in the amount of $333,772.80 (Net
HST Rebate) is in the budget allocation as provided and will be drawn from the
following account:
MAC Improvements 110-36-370-83601-7401
Funding for this project was included under the Municipal Administrative Centre
Improvements project approved by Council in the 2017 Capital Budget for a total of
$1,296,809 to be financed by debentures. The Municipal Administrative Centre
Improvements project includes professional fees, main boiler replacement, roof
Report No: PS -011-17 Page 4
replacement, curtain wall, accessibility improvements, audio visual system
updating, lighting retrofits and building security and 10% contingency.
Queries with respect to the requirements, specifications, etc. should be referred to
the Director of Operations.
4. Conclusion
It is respectfully recommended that Triumph Roofing being the lowest compliant
bid be awarded the contract for the Municipal Administrative Centre Roof
Replacement as per the terms, conditions and specifications of Tender CL2017-
26.
Attachments: Attachment 1 — Summary of Bid Results
4 -
Report No: PS -011-17 Page 5
Attachment #1
Municipality of Clarington
Summary of Bid Results
CL2017-26 Municipal Administrative Centre
Roof Replacement
BIDDER
TOTAL BID*
(including HST)
TOTAL BID
(Net of HST Rebate)
I
Triumph Roofing
$449,401.00
$404,699.52
Dean Chandler Roofing
$452,047.66
$407,082.92
Limited
Provincial Industrial
$478,890.61
$431,255.83
Roofing
Semple Gooder Roofing
$506,523.63
$456,140.22
Atlas -Apex Roofing Inc.
$539,632.63
$485,955.90
Bothwell -Accurate Co.
$546,691.74
$492,312.84
Industrial Roofing
$630,619.10
$567,892.03
Services
*Bid prices as received.
Final price noted in recommendation reflects 25% decrease plus provisional items.
Clarftwn
Finance Report
If this information is required in an alternate accessible format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
Report To: General Government Committee
Date of Meeting: September 25, 2017
Report Number: FND-013-17 Resolution:
File Number:
By-law Number:
Report Subject: LAND ACQUISITION STRATEGY, JULY 2017
Recommendations:
1. That Report FND-013-17 be received; D Q G
2. That Council approve the Land Acquisition Strategy dated July 2017 as the guide for
acquiring land and budgeting for its acquisition.
Municipality of Clarington
Report FND-013-17
Report Overview
Page 2
This is the third municipal land acquisition strategy. The municipality has strategically been
acquiring lands for future uses as outlined in the Official Plan since 2000. The municipality
acquires properties for a number of reasons including passive and active recreation, community
facilities, ecologically significant areas, public safety and transportation. To ensure funding is
available when opportunities to acquire targeted properties present themselves, the strategy
provides an overall financial structure of how to achieve the desires set out in the Official Plan and
other background documents.
1. Background
1.1 The Land Acquisition strategy is a guide for the acquisition of land for various public uses
such as parks, indoor recreation facilities, fire halls, libraries, civic precincts and trails.
Lands are acquired through a variety of mechanisms including purchases, donations,
dedication, tax arrears and expropriations. Despite the size of the current land holdings, as
the municipality continues to grow so will the need to acquire additional lands for public
uses.
1.2 Finance and Planning Services staff working with a financial analysis by Hemson
Consultants and appraisals by Ryan Realty have prepared a municipal land acquisition
strategy. It is based on the Official Plan approved by Council November 1, 2016 and the
Region in 2017, the Development Charges Background Study, June 2015, the capital
budget and reserve funds.
1.3 The purpose of this report is to present the findings and seek Council's acceptance of the
Land Acquisition Strategy.
1.4 The Land Acquisition Strategy (Confidential Attachment 1, distributed under separate cover
at September 12, 2017 Special General Government Committee) is the culmination of the
municipal land needs database which allows the properties to be identified, prioritized,
mapped, combined with appraisal values and provides an analysis of expenditures and
revenues over a 15-20 year timeframe.
2. Concurrence
This report has been reviewed by the Director of Planning Services, who concurs with the
recommendations.
Municipality of Clarington
Report FND-013-17
3. Conclusion
Page 3
Desired lands are acquired by dedication at the time of subdivision, donation, acquisition
when listed on the open market, and in unusual cases the municipality has expropriated
property. The land acquisition and disposal by-law 2011-11 is the process that staff follow
when acquiring and disposing of property. All land acquisitions and disposals are Council
decisions.
The financial analysis of the lands considered for acquisition over the next ten year period
indicates a managed approach. It is important, that acquisition take place consistently and
within reasonable time frames. Over the ten year period, 2017 to 2027 land acquisition
costs and identified revenues are virtually equal.
4. Strategic Plan Application
The recommendations contained in this report conform to the Strategic Plan.
Submitted by: Reviewed by:
Nancy Taylor, BBA, CPA, CA
Director of Finance/Treasurer.
Andrew C. Allison, B.Comm, LL.B
CAO
Staff Contact: Lori Gordon, Deputy Treasurer and Faye Langmaid, Manager of Special Projects,
905-623-3379 ext. 2604 and 2407; or Igordon(a--)clarington.net and flangmaid(a-clarington.net
respectively
Attachments:
Attachment 1 — Land Acquisition Strategy, July 2017 (distributed under separate cover)
There are no interested parties to be notified of Council's decision.
NT/DJC/LG/FL/tg/hjl
Clarington
Finance Department
Report
If this information is required in an alternate accessible format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
Report To: General Government Committee
Date of Meeting: September 25, 2017
Report Number: FND-014-17 Resolution:
File Number: By-law Number:
Report Subject: COMPREHENSIVE ASSET MANAGEMENT PLAN
Recommendations:
That Report FND-014-17 be received; and
2. That the 2017 Comprehensive Asset Management Plan for the Municipality of
Clarington, Attachment #1, be adopted to comply with funding agreements and eligibility
for funding from other orders of government and to be used as an informing document
for future capital budget processes with Scenario #3 selected as the preferred financial
management strategy.
Municipality of Clarington
Report FND- 7 -1 Page 2
Report Overview
There are many drivers currently in the Municipal context requiring the
development of a comprehensive asset management plan for municipalities
including Federal Gas Tax Funding, Provincial grant opportunities and
compliance with various provincial statutes, as well as evolving financial best
practices, proposed legislation and long term financial planning for improved
outcomes. This report seeks to obtain Council adoption of a comprehensive
Asset Management Plan (AMP) for both the purposes of complying with new
and evolving legislative and grant funding requirements, as well as moving
Clarington forward on enhancing its Capital budget policies and practices.
Scenario #3 is recommended. This financial strategy funds the infrastructure
deficit of $92 million over the next 20 years. All scenarios presented require
utilizing debt to fill the funding gap. Our recommendation of Scenario #3 results
in the lowest amount of new debt while still funding all forecasted asset
replacements. This scenario requires to continue the Municipality's tax levy
increase to capital of 2% for the first 10 years and 1 % for the following 10 years.
1. Background
1.1 In 2012, as part of the Municipal Infrastructure Strategy, the Province through the Ministry
of Infrastructure, released Building Together: Guide for Municipal Asset Management
Plans. This guide provides the required components of municipal asset management
plans in order to ensure eligibility for various current and future funding opportunities. In
2016, the Province announced the expansion of the Ontario Community Infrastructure
Fund and indicated "As more infrastructure funding becomes available, asset
management plans to prioritize investments will be critical."
1.2 The Infrastructure for Jobs and Prosperity Act, 2015 was proclaimed on May 1, 2016.
This legislation makes infrastructure planning a foundational component of provincial and
broader public sector practices and permits the government to issue regulations related
to municipal asset management planning. A prototype regulation has been drafted and
comments submitted by various municipal associations and individual municipalities,
including Clarington, on this matter. A regulation is pending.
1.3 Pursuant to our most recent agreement between the Municipality and the Association of
Municipalities of Ontario to participate in the Federal Gas Tax Fund (By-law No. 2014-
052), the requirements include the following "the recipient will develop and implement an
Asset Management Plan prior to December 31, 2016". This date was informally extended
providing municipalities could establish that work was clearly underway to have an AMP
approved by Council in 2017. The second component states that "On a date and in a
manner to be determined by AMO, the Recipient will provide a report to AMO
Municipality of Clarington
Resort FND- 7 -1
Paae 3
demonstrating that Asset Management Plans are being used to guide infrastructure
planning and investment decisions and how Funds are being used to address priority
projects."
2. Clarington's Asset Management Plan
Current Plan
2.1 In order to comply with previous funding requirements, Clarington Council adopted an
AMP for Roads and Bridges only in December 2013 through report FND-020-13.
Updated requirements now include all asset categories and would now pick up additional
categories including such items as fleet, buildings, parks, storm sewers, among others.
This is what is referred to as a Comprehensive AMP.
Comprehensive AMP
2.2 Attachment #1 (under separate cover) meets all the requirements of the "Building
Together" guide from the Province for the municipality. Clarington staff from all
departments that have oversight of municipal assets have been consulted at various
stages and have been an integral part in the development of the plan, particularly the
state of local infrastructure component, asset management strategy component and the
level of service component. There is a significant amount of detail in the attached AMP
and it includes references to a number of major policies and studies undertaken over the
last couple of years including the Official Plan, the Transportation Master Plan and the
Indoor Facilities Development Strategy.
2.3 There are three (3) major pieces of work that remain part of the next steps in the AMP
process.
2.3.1 Firstly, a number of current practices have been incorporated into the
assumptions for this version of the AMP. This includes such things as debt and
reserve fund financing. It is the intention that these practices be codified into
Council adopted policies in the coming year. Once Council has adopted the
policies, any changes from the current practice will be incorporated into the next
version of the AMP.
2.3.2 Secondly, this version of the AMP does not include future growth related
projects. As Council is aware, effective January 1, 2016, any new development
charges background studies are now required to include an asset management
plan dealing with all assets whose capital costs are proposed to be funded under
the by-law. That will be a project to be undertaken in preparation for the
Development Charges By-law update.
Municipality of Clarington
Report FND- 7 -1 Page 4
2.3.3 Finally, as noted above, the Province is developing a new asset management
regulation. This regulation is proposed to include a mandatory strategic asset
management policy to be approved by Council that will include items such as
linkages between asset management plans to long term municipal goals,
budgeting and long term financial planning, risk management around disaster
planning, accessibility, climate change adaptation, land use planning, lifecycle
costing and asset management plan renewals and updates. We will be
monitoring the status of the development of the regulation and reporting to
Council once the clear requirements are available.
2.4 Scenario #3 is recommended. All three (3) scenarios reflect the continuation of Council's
commitment to an ongoing funding philosophy through the annual budget process.
Council has dedicated in excess of a 1 % annual tax levy increase to Capital on average
over the last 10 years. All scenarios incorporate funding the infrastructure deficit in its
entirety over 20 years. This is very proactive. Clarington is in a strong position here as
we have also used very conservative assumptions in the determination of the
infrastructure deficit. Scenario #3 is primarily recommended as it has the lowest
utilization of debt. At its peak, only 40% of the current debt capacity is utilized over the
next 20 years. Scenario #2 utilizes 45% of the current debt capacity and Scenario #1
utilizes 55% of the current debt capacity. Scenario #2 is also a very feasible option for
Council to consider.
3. Concurrence
Most departments have been consulted and provided valuable input and advice.
4. Conclusion
It is respectfully recommended that the Comprehensive Asset Management Plan for the
Municipality of Clarington, Attachment #1 (distributed at September 12, 2017 Special
General Government Committee meeting) be adopted to comply with funding agreements
and eligibility for funding from other orders of government and to be used as an informing
document for future capital budget processes. An accessible version of the AMP is under
development.
5. Strategic Plan Application
The recommendations contained in this report conform to the Strategic Plan.
Municipality of Clarington
Report FND- 7 -1 Page 5
Submitted by:
Nancy Taylor, BBA, CPA, CA
Director of Finance/Treasurer
Reviewed by:
Andrew C
CAO
Allison B.Comm, LL.B
Staff Contact: Nancy Taylor, Director of Finance/Treasurer, 905-623-3379 ext 2602 or
ntaylor@clarington.net and Erika Watson, Capital Asset Manager, 905-623-3379 ext 2607 or
ewatson@clarington.net
There are no interested parties to be notified of Council's decision.
Attachment 1 — 2017 Asset Management Plan (provided at September 12, 2017 GGC)
Clarftwn
Report
If this information is required in an alternate accessible format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
Report To: General Governance Committee
Date of Meeting: September 25, 2017
Report Number: CAO -008-17 Resolution:
File Number: By-law Number:
Report Subject: Information Technology Strategic Plan (2017 — 2022)
Recommendations:
1. That Report CAO -008-17 be received;
2. That Council endorse the Information Technology Strategic Plan (2017 — 2022) to
recognize and promote the significant role that information technology plays in relation
to effective and efficient service delivery throughout the Corporation;
3. That the CAO be authorized to fill the vacant Network Support Technician position
identified in the approved 2017 Municipal budget; and
4. That the CAO be authorized to proceed with the recommendation in the Plan to realign
IT Division responsibilities in part by reclassifying the existing Security Specialist to a
Network Administration Supervisor at an approximate 2017 impact of $2,000
(annualized cost of approximately $8,700).
Municipality of Clarington
Resort CAO -008-17
Report Overview
Paae 2
The IT Strategic Plan was prepared following a detailed review of all of the Municipality's
services that are supported by information technology applications and services. It recognizes
and promotes the integral role of information technology throughout the corporation. It is
intended to be used as a guide to help establish and support corporate strategic priorities
respecting efficient and effective service delivery.
1.0 Background
1.1 Demand for information technology services throughout the corporation has increased
significantly over the past several years. Accordingly, it was recognized as prudent and
timely to assess information technology strategies and priorities which will support the
continued development of strong customer service and effective service delivery.
1.2 Using funds allocated by the Director of Finance from the 2016 Durham Municipal
Insurance Plan surplus funds for risk management projects, the firm of Prior & Prior was
contracted to prepare an IT Strategic Plan at a cost just under $30,000. Prior & Prior
widely consulted, interviewed and surveyed staff, and received direct input from
Department Heads. They reviewed responsibilities, services, current and proposed
future major project requirements, and considered best practices to formulate a
comprehensive plan that will position Clarington to operate efficiently into the future. A
complete copy of the resulting IT Strategic Plan has been circulated separately to
Council.
2.0 Summary of Key Findings
2.1 After their extensive consultation and review of our existing practices, the consultants
identified the following issues that they deemed to be critical:
There is pent-up demand for new technology solutions. Many staff see
opportunity for efficiencies, improved effectiveness and better management
practices through technology. Legacy applications, work-arounds, spreadsheet
and paper-based manual processes no longer meet their needs or the
expectations of their customers.
2. There is no formal process for documenting and prioritizing projects. To date,
solutions have been sought by individual departments, often with little awareness
of similar needs in other departments.
Municipality of Clarington
Report CAO -008-17 Page 3
3. IT is acting as a utility provider, but not as a partner in the identification and
optimization of technology. Departments want advice on new technologies, but
the IT resource has little time for research and strategizing.
4. The reliance on low/no cost solutions has created complexity and risk in the
technical environment.
5. There is need for more complete and formal corporate policies, processes, or
procedures to address core operational activities.
2.2 The Plan recommends that the Municipality focus some of its long term investment on
technology over the next five years to sustain and improve customer service,
efficiencies, effectiveness and accountability. It notes that growth in service demand has
several Departments needing more resources to keep up, but rather than suggesting
the natural response of automatically adding staff, the Plan recommends that the
Municipality should look first to process improvement.
2.3 The following were identified as key areas for solutions that will enable business
improvements:
Complete Upgrades in Flight — GP 2016 Financials, Active Net Recreation
Management, CityWide Works
2. Planning, Engineering (LDO), Licensing and By-law System, Document
Management System — workflow and mobile
3. Automations — purchasing, accounts payable, accounts receivable, staff
scheduling
4. Customer Relationship Management — customer service and issues tracking
2.4 The Plan notes that the "problem for Clarington is that the demand for major business
systems exceeds the current capability and capacity of the IT organization to support
the research, acquisition, implementation and sustainment of big systems". It explains
that it has never been more important to make technology investments that will make
the most of opportunities with the following three principles to guide all future effort and
investment in major business systems:
Municipality of Clarington
Resort CAO -008-17
Paae 4
Corporate a holistic view of all needs that will maximize opportunities to
achieve corporate goals.
Planned a rational roadmap that recognizes the pre -requisites such as
business readiness, resource availability, and infrastructure
supports.
Integrated maximizes opportunity to share information across systems to
eliminate duplication and improve the quality of data.
2.5 The recommendations, major projects and strategies outlined in the Plan are intended
to support these principles. It suggests a 5 year roadmap to align and build IT capability
while successfully implementing several major business systems.
Current Situation
2.6 The consultants noted that Departments have managed until now using old
technologies with limited functionality, supplemented by manual processes,
spreadsheets, single purpose databases and lots of paper. All are looking to improve
their programs and services with new business processes through technology that is
expected to enhance efficiency and customer service.
2.7 They noted that key elements of the current IT Division's services including timeliness,
quality and knowledge are well above the typical rating for most municipalities. The Plan
also notes that the IT team is very lean with everyone having a focus on support issues,
leaving little or no capacity for planning or strategic management, and that there is a
great deal of dependency on one staff resource person. The IT Division maintains a
traditional support function, providing excellent reactive service, and is now at a stage to
mature in order to increase effectiveness of service delivery to the corporation and the
services delivered.
2.8 The organizational assessment concludes that "the IT team of nine (9) has done an
impressive job building out a stable and reliable technology infrastructure nonetheless,
a number of staffing risks and challenges emerged during the assessment". A need
was identified for Clarington to direct immediate attention to the infrastructure layer to
strengthen and formalize core IT technologies and services. At the same time, it
indicates that the IT team needs to realign itself to support the acquisition,
implementation and operation of new business systems, and ultimately evolve into a
key partner in all business improvement projects.
Municipality of Clarington
Resort CAO -008-17
Paae 5
2.9 The Gartner IT Management Maturity Model, shown on page 62 of the Plan, is a
standard tool used to identify the effectiveness of service delivery organizations. The
consultants place the current IT Division at a level 1-2, which classifies services as
proactive in predicting problems, and responding positively, however moving to the next
level 3 and 4 will require investment and realignment to allow maturing over time into
the strategic "business partner" of the organization.
3.0 Key Pressures/Drivers
3.1 The Plan notes that the Municipality is under pressure to make more and better use of
technology, with the key drivers identified on page 12, as follows:
a) Changing Community - population growth has increased customer service
demand, with new customers demanding online, public network access and
social media communication.
b) Drive for Service Efficiencies — Departments are eager to better use information
technology, creating competing priorities for limited IT and project resources.
c) Rapid IT Industry Change — proliferation and consumerisation of human
interfaces i.e.: smartphones, tablets, touch screens, point of sale units, GPS
location devices, security, in addition to copier and phone technology. New
software and platform provisioning options adding additional decisions re public
cloud vs private cloud.
d) New and expanding risks — relentless external and internal threats to systems
and data from hardware and network failure, software errors, hacking, theft and
malice. Business continuity and disaster recovery planning are needed to detail
the risks and mitigation strategies for best practice.
4.0 Infrastructure, Systems & Practices — Assessment
4.1 The overview of technology practices, infrastructure and systems in place is
summarized on page 13. It is a high level snapshot of gaps and improvement areas to
enable efficiency, effectiveness and good customer service. The four layers identified
are: Infrastructure, Major Business Systems, Integration, and Customer Facing
Systems. The four layers are categorized by colour and assessed as fitting in the
categories of: Meets Needs (green), Needs Improvement (orange), Risk or Key Enabler
(red), and Gap — where there is little or no technology in that area (white). It also notes
where the Municipality has recognized a need and has budgeted or initiated projects to
complete the needed work. The specific observations for each of these layers are set
out in much detail through pages 14 to 31.
Municipality of Clarington
Resort CAO -008-17
5.0 Key Enablers for Effectiveness
Paae 6
5.1 The overall assessment of the Business Systems Layer highlights opportunities to use
or improve technology in the business functions and identifies that two key enablers for
effective acquisition, implementation and integration of major business systems are
missing: Architecture and Project Management. As the Municipality invests in new
technology it is noted as being important to ensure that acquisition and implementation
are done in a manner that will maximize the chance and degree of success. Also noted
is that renewed technology is required to support increased volume and complexity of
work and opportunities to achieve efficiencies through mobilisation.
5.2 In recognition of a key enabler of success being the business approach to service
delivery, the Plan recommends the addition of a Business Development Supervisor
position to reduce IT consulting costs and allow the proposed IT Governance
Committee that will set priorities on proposed new applications to have expert advice
available as it assesses needs and then it would assist in project management of new
applications. This is a new position recommended by the Plan for 2017, with an
estimated annual salary of $87,043 or $14,500 for the balance of this fiscal year,
however it is not included in the recommendation of this Report as it was not anticipated
in the budget/staffing deliberations.
5.3 The IT Strategic Plan will become a focus of the recommendations for future budgets
regarding major projects, business applications and key strategies as identified on
pages 85 through 111, with suggested timelines. The IT Steering Committee, which
will be made up of Department Heads, will review these recommended
applications/projects/strategies and timelines, ensure that they align corporate priorities,
and set direction to enhance integration, communication and support of all Municipal
service delivery programs.
5.4 The Service Delivery review to accommodate new demands and goals laid out in the IT
Strategic Plan states that the IT service delivery should become responsive to new and
emerging needs and be proactive and strategic. To achieve this, 3 key things are
identified (page 63):
Municipality of Clarington
Resort CAO -008-17
Paae 7
Enable the IT Manager to focus on IT strategy and planning, business
systems and project delivery. This is noted to be critical to the successful
evolution of IT services, as noted on page 63 and 64.
2. Reorganizing the IT Division to establish dedicated teams within IT that
allow for servicing excellence an specialization in 3 key areas (illustrated
on page 65):
a. Client Services (help desk / customer support)
b. Technology Infrastructure Services (data & voice networks)
c. Business Development Services (application & data analysis).
This area would be facilitated with the addition of the Business
Development Supervisor position recommended by the Plan.
3. Building sustainability into the IT organization by:
a. Updating job responsibilities to reflect more current requirements
b. Improve training opportunities for all staff
c. Adopt a hybrid model to augment service delivery.
6.0 IT Strategic Plan Recommendations
6.1 The Council 2017 Budget staffing deliberations considered, conditional on the
completion of the IT Strategic Plan, filling the Network Support Technician vacancy at
an annual salary of $71,200. This position was noted during the budget process as
being necessary to fill a vacancy created when the person who was in this role was
required to vacate it in order to take on IT security tasks recommended as an urgent
matter in an external review and risk assessment conducted in December 2015. The IT
Plan acknowledges the resource pressures, and recommends filling the position as
soon as possible to help alleviate the escalating responsibilities in the support function
(page 71).
6.2 Within the restructuring recommendation is a reclassification of the existing Security
Specialist incumbent to a classification of Network Administration Supervisor. The
change is suggested as a re -positioning to allow a higher level focus for the network
and infrastructure components, including disaster recovery, the increasing
security/cyber risk and security programs. The existing Network Analyst would report to
the Network Administration Supervisor. The change would place the incumbent one
level higher on the grid, thereby matching the two existing supervisors, with a fiscal
impact in the remainder of 2017 of approximately $2,000 (annualized at approximately
$8,700). This reclassification will not result in any additional staff. The existing Security
Specialist position will not be filled absent consideration in future budget deliberations.
Municipality of Clarington
Resort CAO -008-17
Paae 8
6.3 The opportunities and recommended actions of the Plan are extensive and are
documented beginning on page 44, with full description of the "Opportunity" and "Action"
attached to each of the following recommendations:
1.1 Formalize an IT Steering Committee
1.2 Implement Portfolio Management
1.3 Improve Project Management
2.1 Business Continuity and IT Disaster Recovery Plan
2.2 Email System Update
3.1 Formalize IT Policies and Procedures
3.2 Formalize IT Service Offerings
3.3 Replace IT Help Desk and Knowledge Base System
4.1 Mobile Device and Remote Access Strategy
5.1 Customer Relationship Management Solution
5.2 Online Services Strategy
5.3 eForms Strategy
5.4 Intranet Refresh
5.5 Collaboration Tools
6.1 Projects in Flight (Currently in Progress)
6.2 Work and Asset Management System Phase 2
6.3 Planning, Development, Licensing & By-law System
6.4 Learning Management Solution
6.5 Technology Training Tools
6.6 Staff Scheduling Solution
6.7 Purchasing Workflow Solution
6.8 Accounting Workflow Solutions.
6.4 The Investment Strategy and Cost identified with major projects that fit into each of the
categories identified in the Overview and Assessment segment referenced above of:
Customer Facing Systems, Integration, Major Business Systems, IT Infrastructure and
IT Organization Development are set out as an Implementation Roadmap showing
timelines over 2017 through 2022, beginning on page 86, and as an Investment
Strategy with projections for capital and operating costs over the same timelines. These
are recommendations and timelines that will be helpful as guidelines for the IT Steering
Committee in determining priorities and direction for the future.
7.0 Corporate Strategic Plan Application
7.1 The Plan identifies conformity and alignment with the Corporate Strategic Plan
framework. Specifically noted on page 41 — the actions from Municipality's Strategic
Plan can be directly enabled by technology in the following:
Municipality of Clarington
Resort CAO -008-17 Paae 9
x 1.3 Streamline development approvals
x 2.1 Communicate good governance and value for the tax dollar
x 4.1 Refine and update the Asset Management plan
x 5.1 Use technology to effectively communicate with residents
x 5,6 Enhance Council and corporate communications.
In addition, the plan notes that IT can be a key enabler of achievement of four high level
goals implicit in the Municipality's Vision, Mission and Strategic Priorities: Efficiency,
Customer Focus, Effectiveness and Accountability.
8.0 Conclusion
8.1 Technology is ever evolving and with it comes exceptional advancements and critical
cyber/security risk. Technology dictates maintenance of/and ability to succeed or
expand services in every department. This IT Strategic Plan will be the foundation of
Clarington's technology platform and it will guide investment in future service delivery
standards. The priority setting and alignment of goals to produce effective service
delivery will result in a user -responsive technology infrastructure that strengthens the
Municipality and its ability to deliver services to Clarington's residents.
Submitted by: Andrew Allison, CAO
Attachment 1 — Information Technology Strategic Plan (2017 — 2022) (separately circulated)
Clari►igton
CAO
Report
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Coordinator at 905-623-3379 ext. 2131.
Report To: General Government Committee
Date of Meeting: September 25, 2017
Report Number: CAO -009-17 Resolution:
File Number: By-law Number:
Report Subject: CEDAR CREST BEACH UPDATE
Recommendations:
1. That Report CAO -009-17 be received; and
2. THAT the cost to complete the study commissioned by CLOCA in 2004 — the Port
Darlington (West Shore) Damage Centre Study - be financed from the
Westside/Bowmanville Marsh Reserve Fund with an upset limit of $50,000.
Municipality of Clarington
Resort CAO -009-17
Report Overview
Paae 2
The purpose of this Report is to provide an update on the status of the shoreline erosion and
flood mitigation resolutions passed by Council in 2017 other than Resolution GG -259-17
passed on May 8, 2017 which dealt with the preparation of a comprehensive waterfront
emergency plan. That matter will be addressed in a separate report (ESD -007-17).
1. Background
1.1 In response to concerns raised by residents and recent flooding events, Council has
directed staff to take certain action and investigate possible future courses of action.
Council's directions are set out in the following resolutions:
Resolution # Date Subject
GG -263-17 May 8 Cedar Crest Beach Shoreline Protection - Water and Septic
Conditions
C-134-17 May 23 Cedar Crest Beach Flooding — Request for Report in Actions
Taken
C-135-17 May 23 Emergency Planning - Information Session and Updating of
By-law 99-161
GG -356-17 June 19 Cedar Crest Beach Erosion Mitigation
GG -357-17 June 19 Request to Strike Committee to Review Mitigation and Safety
Plan for Great Lakes and St. Lawrence Seaway Communities
C-203-17 July 3 Cedar Crest Beach Erosion Control Engineering Solution
1.2 Full copies of these Resolutions are set out in Attachment 1.
Municipality of Clarington
Resort CAO -009-17
2. Discussion
Paae 3
Cedar Crest Beach Shoreline Protection - Water and Septic Conditions (GG -263-17)
2.1 This Resolution required,
That potable water and washrooms be provided until the water and septic
conditions improve at Cedar Crest Beach; and
That, unless one has already been held to comment on this specific issue, a
meeting with the Durham Region, Clarington Emergency Services, Clarington
Operations and Durham Region Health Department be held to comment on the
issue of clean water, well and septic remediation for residents in the Cedar Crest
Beach Area.
2.2 Both parts of this resolution were addressed in Report ESD -004-17.
Cedar Crest Beach Flooding — Request for Report in Actions Taken (C-134-17)
2.3 Resolution C-134-17 directed "that the Director of Emergency & Fire Services report
back with a full report outlining actions taken with respect to the flooding in Cedar Crest
Beach Area from April 25, 2017 until the water levels return to normal or June 30, 2017,
whichever comes first with reference to the provisions and applications of Emergency
Services Emergency Plan."
2.4 Report ESD -004-17 dated July 3, 2017 responded to this request.
2.5 Since the date of Report ESD -004-17, in addition to the other matters reported in this
Report and in Report ESD -007-17, the following has occurred:
x Staff have removed all the sandbags on the road 'marsh side only'. This
means that any bags on residential properties, both lakeside and the front
door roadside, will not be dealt with until the spring when the entire area
will be re-evaluated. To prepare for winter snow removal, the pile of sand
on the marsh side of Cedar Crest Beach Road in front of the lot owned by
the Municipality along with the skids, unused bags and shovels were
moved to the animal shelter for winter storage.
x The emergency was declared to be terminated.
x Rented equipment (mini excavator and portable pump) was removed.
Municipality of Clarington
Report CAO -009-17 Page 4
X Operations opened the beach head outfall at the Cedar Crest Beach Road
a total of 39 times from the start in May to the end of August. Staff
continue to monitor the area for changes in water levels or threat of
flooding from the marsh and take appropriate action if needed.
Emergency Planning - Information Session and Updating of By-law 99-161 (C-135-17)
2.6 This Resolution provided,
That Staff arrange an information session for Councillors regarding emergency
planning and emergency management; and
That Staff consider updates to By-law 99-161, including clear direction on the
roles and responsibilities of members of Council; and
That staff report back on what communications should be provided to Members
of Council.
2.7 Report ESD -004-17 dated July 3, 2017 (pages 10 -11) responded to all parts of
Resolution #C-135-17.
Cedar Crest Beach Erosion Mitigation (GG -356-17)
2.8 This resolution directed "that a Coastal Engineering Study be undertaken for Cedar
Crest Beach shoreline erosion mitigation funded through a cost sharing agreement, as
outlined on Page 22 of Report EGD -015-17." Report EGD -015-17 suggested that a cost
sharing agreement "could be used to fund both the design and supporting studies that
would be required to complete the erosion mitigation works and the cost of the works
themselves."
2.9 Municipal staff have been working closely with Central Lake Ontario Conservation
Authority staff to determine how best to respond to this resolution. We have agreed that
a necessary first step is the completion of a study that was prepared in draft by Aqua
Solutions (June Sullivan, P. Eng.) in 2004 — the Port Darlington (West Shore) Damage
Centre Study (the "Sullivan Study"). Attached to this Report (Attachment 2) is a copy of
CLOCA's report to its Board of Directors dated September 19, 2017 that addresses
issues respecting Lake Ontario Shoreline Management at Port Darlington. It describes
in some detail the nature and extent of the work that was undertaken to prepare the
draft Sullivan Study and recommends its completion. CLOCA's Board approved the
report at its meeting on September 19, 2017.
Municipality of Clarington
Resort CAO -009-17
Paae 5
2.10 Staff recommend that funds for the completion of the Sullivan Study (upset limit of
$50,000) be drawn from the Westside/Bowmanville Marsh Reserve Fund. This reserve
fund was set up as the result of the Principles of Understanding between Blue Circle (St.
Marys Cement), the Municipality and CLOCA in 1997. Briefly, the Principles of
Understanding were the result of a negotiated settlement by the Honourable David
Crombie to allow for the reconfiguration of the Westside Marsh, donation of lands to
CLOCA, relocation of the Waterfront Trail, and acquisition and development of Cove
Road by the Municipality. Prior to this agreement, the quarry licence held by Blue Circle
would have allowed for its destruction by extraction of the aggregate resources. The
Westside/Bowmanville Marsh Reserve Fund was set up for development and
implementation of the Westside Marsh Management Plan. CLOCA has drawn down the
funds, implementing improvements that matched the total dollar value of the seed
money in the fund. During the time it took to develop and implement the Management
Plan, the reserve fund accrued interest. It is this interest that would fund the completion
of the Sullivan Study.
2.11 Completion of the Sullivan Study will provide a current assessment of the situation and
will inform Council, CLOCA, residents and other stakeholders respecting possible future
courses of action related to shoreline management. As identified in the CLOCA's Board
report dated September 19, 2017, "implementation options could include policy and
regulatory changes/improvements to direct physical interventions related to land
acquisitions and capital works projects or a combination of both. Any publicly -initiated
physical projects would likely be an "undertaking" within the meaning of the
Environmental Assessment Act and would therefore need to follow the Class
Environmental Assessment for Remedial Flood and Erosion Control Projects.
Implementation agents could include: senior levels of government, the Region of
Durham or Municipality of Clarington, CLOCA, individual or groups of landowners or a
combination, and similarly, possible funding sources for the undertaking will need to be
investigated." Depending on the preferred alternative there may be several other
approvals required (e.g. federal legislation such as the Fisheries Act, Navigable
Waters Protection Act, Migratory Birds Convention Act, Endangered Species Act and
the provincial Conservation Authorities Act.)
2.12 A related component of any decision going forward respecting Cedar Crest Beach Road
and the surrounding area will be the broader issue of shoreline management across
Lake Ontario including the portion of Lake Ontario that is within Clarington
(approximately 35 kilometres). Given the current high water levels and a desire to
better understand the impacts on climate change through current scientific knowledge,
the conservation authorities that participated in the original 1990 Lake Ontario Shoreline
Management Plan by Sandwell Swan Wooster Inc. (CLOCA, GRCA and Lower Trent
Conservation Authority) are working together to update this study and update the
Municipality of Clarington
Resort CAO -009-17
Paae 6
shoreline management policies used by conservation authorities and
municipalities. This work is described in more detail in CLOCA's September 19, 2017
report and GRCA's report of September 21, 2017 (Attachment 3). This study is
estimated to cost $300,000 with half of the funds coming from the National Disaster
Mitigation Program. The Municipality's role will be to participate in a technical advisory
capacity. Like the original report, the new report will make recommendations that could
find their way into the updated conservation authority regulations, updated official plans
and zoning by-laws, and land acquisition strategies of both the conservation authorities
and lakeshore municipalities.
Request to Strike Committee to Review Mitigation and Safety Plan for Great Lakes and
St. Lawrence Seaway Communities (GG -357-17)
2.13 This resolution directed that "the provincial and federal governments be requested to
strike a committee to review mitigation and safety plans for the communities fronting the
Great Lakes and St Lawrence Seaway' and that "Clarington be invited to participate on
the committee".
2.14 A letter was sent from Mayor Foster to the Honourable Ralph Goodale, the Federal
Minister of Public Safety and Emergency Preparedness on August 1, 2017 requesting
that such committee be struck. There has been no response to this letter.
2.15 Several provincial ministries were invited to participate in discussions respecting
waterfront planning. The responses are discussed below.
Cedar Crest Beach Erosion Control Engineering Solution (C-203-17)
2.16 This Resolution deals with many of the same issues that were raised in Resolution GG -
356 -17 to the extent that it requests that "the federal and provincial government, and
CLOCA to work together to develop an entire waterfront plan including the Port
Darlington channel, and the beach waterfront, and work towards a cost sharing
agreement for the study and work." However, it also directs staff to set up a working
committee consisting of representatives of the federal and provincial governments,
CLOCA, St. Marys Cement, the Municipality and residents "to clarify jurisdictional roles
and responsibilities and secure funding and contribution agreements, such that a viable
shoreline erosion control and beach restoration plan can be implemented as soon as
possible" and that staff "present the plan to Council by October 2017".
2.17 Staff have invited representatives from the provincial government (including the
Municipal Programs and Analytics Branch of Ontario Ministry of Municipal Affairs that
screens funding decisions respecting the federal Department of Public Safety's National
Disaster Mitigation Program), St. Marys Cement, CLOCA and the community to meet to
Municipality of Clarington
Resort CAO -009-17
Paae 7
discuss not only jurisdictional issues and funding possibilities respecting shoreline
erosion as suggested by Resolution C-203-17 but also flooding issues. It just makes
sense when representatives from all of these groups are together to discuss related
issues. The general response we have received from provincial representatives is that
the result we are all after is best achieved through CLOCA. At this point, the working
committee is therefore comprised of representatives from the Municipality, St. Marys
Cement, CLOCA and the community.
2.18 Determining jurisdictional roles and responsibilities will not be an onerous task for the
committee. Determining proponency and funding sources for any remedial work that
may be identified in the completed Sullivan Study will be its greatest challenge.
2.19 There was a meeting on August 25, 2017 that was arranged by St. Marys and attended
by representatives of the community and the Municipality. Sarah Delicate, a local
resident who attended the meeting, communicated to her neighbours that "the goal of
the meeting was to open -up positive dialogue and to make everyone's position
regarding the shoreline erosion understood. All participants felt that this meeting was
very positive and productive. St. Marys and residents will be part of the ongoing
municipal working group regarding shoreline protection." She also stated that "there
has been a commitment on all sides to work on strengthening trust relationships,
fostering respectful dialogue and increasing communication and transparency." These
comments accurately summarize the purpose of the meeting and its main outcomes.
2.20 A subsequent meeting took place on September 11, 2017 to review and discuss the
intended function and the actual operation of the overflow channel. Representatives
from St. Marys Cement, area residents, Municipal staff, CLOCA staff, as well as
representatives from Dillon Consulting and Marshall Macklin Monaghan (now WSP) who
designed and constructed the overflow channel were in attendance. Information was
exchanged, but more work needs to be done to address concerns regarding how the
channel is functioning.
2.21 The next meeting has been scheduled for October 26, 2017.
3. Conclusion
3.1 The first step in the "plan" that Council has referenced in Resolution C-203-17 is to see
that the Sullivan Study is completed. Subsequent steps will depend upon the outcome
of that work. With assistance from our conservation authorities and other levels of
government, we will then look at short-term and long-term options to address erosion
and flooding concerns. We will also be looking at the cost implications of any proposed
actions.
Municipality of Clarington
Report CAO -009-17 Page 8
3.2 Staff will keep Council updated on the status of the various initiatives discussed in this
Report.
4. Strategic Plan Application
Not applicable.
Submitted by:
Andrew C. Allison, B. Comm, LL.B.
Chief Administrative Officer
Attachment 1 — Resolutions
Attachment 2 — CLOCA Report dated September 19, 2017
Attachment 3 — GRCA Report dated September 21, 2017
Attachment No. 1 to
Report CAO -009-17
Comprehensive Waterfront Emergency Plans
Resolution #GG -259-17
Moved by Councillor Traill, seconded by Councillor Neal
That Staff report back on the creation of a comprehensive waterfront emergency plan for each
Clarington waterfront area including (but not limited to): property safeguarding procedures and
protocols, volunteer coordination, involvement of third party agencies, in-home assessments,
evacuation criteria and strategies, and communication strategies for same.
Cedar Crest Beach Shoreline Protection — Water and Septic Conditions
Resolution #GG -263-17
Moved by Councillor Traill, seconded by Councillor Woo
That potable water and washrooms be provided until the water and septic conditions improve
at Cedar Crest Beach; and
That, unless one has already been held to comment on this specific issue, a meeting with the
Durham Region, Clarington Emergency Services, Clarington Operations and Durham Region
Health Department be held to comment on the issue of clean water, well and septic
remediation for residents in the Cedar Crest Beach Area.
Cedar Crest Beach Flooding — Request for Report on Actions Taken
Resolution #C-134-17
Moved by Councillor Traill, seconded by Councillor Woo
That the Director of Emergency & Fire Services report back with a full report outlining actions
taken with respect to the flooding in Cedar Crest Beach Area from April 25, 2017 until the
water levels return to normal or June 30, 2017, whichever comes first with reference to the
provisions and applications of Emergency Services Emergency Plan.
Emergency Planning - Information Session and Updating of By-law 99-161
Resolution #C-135-17
Moved by Councillor Neal, seconded by Councillor Cooke
That Staff arrange an information session for Councillors regarding emergency planning and
emergency management; and
That Staff consider updates to By-law 99-161, including clear direction on the roles and
responsibilities of members of Council; and
Attachment No. 1 to
Report CAO -009-17
That staff report back on what communications should be provided to Members of Council
EGD -015-17 Cedar Crest Beach Erosion Mitigation
Resolution #GG -356-17
Moved by Mayor Foster, seconded by Councillor Traill
That Report EGD -015-17 be received;
That a Coastal Engineering Study be undertaken for Cedar Crest Beach shoreline erosion
mitigation funded through a cost sharing agreement, as outlined on Page 22 of Report EGD -
015 -17;
That all interested parties listed in Report EGD -015-17 and any delegations be advised of
Council's decision.
Request to Strike Committee to Review Mitigation and Safety Plan for Great Lakes and
St. Lawrence Seaway Communities
Resolution #GG -357-17
Moved by Mayor Foster, seconded by Councillor Woo
Whereas Lake Ontario is a valuable regional, national and international resource;
Whereas federal governments of the United States and Canada and the International Joint
Commission have, in partnership with the States and Provinces, a joint interest in the
management of Lake Ontario;
Whereas the management of the lake levels falls within this joint interest;
Whereas the flooding experienced by the residents of Cedar Crest Beach in the Municipality of
Clarington has resulted in effecting residents' safety and has caused significant property
damage;
Whereas the Corporation of the Municipality of Clarington has expended significant staffing
resources and financial resources in aiding the area residents and ensuring their safety;
Whereas the Federal Government and the Provincial Governments provide financial
assistance programs in restoration of damages in the event of Lake Ontario shoreline flooding;
And whereas it is conceivable and reasonable to anticipate future flooding as was experienced
in the spring of 2017;
Attachment No. 1 to
Report CAO -009-17
Now therefore be it resolved that the provincial and federal governments be requested to strike
a committee to review mitigation and safety plans for the communities fronting the Great Lakes
and St Lawrence Seaway; and
That the Municipality of Clarington be invited to participate on the committee to allow for input
in the review of this plan.
Cedar Crest Beach Erosion Control Engineering Solution
Resolution #C-203-17
Moved by Councillor Traill, seconded by Councillor Woo
Whereas Council has considered Report EGD -015-17 setting out options for addressing
erosion control in the Cedar Crest Beach area;
Whereas the Municipality of Clarington acknowledges that erosion in this area has caused
significant damage and needs to be addressed as a matter of urgency given the increasing
severity and frequency of lake storm events;
Whereas Council has heard from residents of the community requesting Municipal leadership
to help find and implement a solution to mitigate shoreline erosion and promote beach
restoration, notwithstanding that the residents understand a solution will not prevent flooding;
Now therefore be it resolved, that the Municipality of Clarington request the federal and
provincial government, and CLOCA to work together to develop an entire waterfront plan
including the Port Darlington channel, and the beach waterfront, and work towards a cost
sharing agreement for the study and work;
That St. Marys and other interested parties be invited to participate;
That staff be directed to call these parties together with representatives of the resident
community to form a working committee to clarify jurisdictional roles and responsibilities and
secure funding and contribution agreements, such that a viable shoreline erosion control and
beach restoration plan can be implemented as soon as possible; and
That Staff and working committee representatives present the plan to Council by October
2017.
APPROVED BY C.A.O.
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RECOMMENDATIONS:
THAT staff take the necessary actions to complete the Port Darlington (West Shore) Damage Centre Study in
consultation with the requested working committee as soon as practicable,
THAT the firm of Aqua Solutions be retained to complete the study work as per the previously approved Terms of
Reference, amended to address issues associated with Climate Change, recent historic water levels, Sediment
Transport, Current Provincial Policy Direction, Updated Mapping and further assessment of potential options to
address risks associated with natural hazards;
THA T CL OCA staff be directed to report back to the Board of Directors with the completed study with options for
implementation in conformity with the recommendations of the study and provincial Great Lakes shoreline natural
hazard management policy;
THAT the Council of the Municipality of Clarington be so advised in response to Resolution C-203-17.
54EE
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Attachment 1
Attachment 2
Lake Ontario Shoreline Management flan
December, 1990
Page Ti
12.0 CONCLUSIONS AND RECOMMENDATIONS
Based upon the analysis carried out through this study, a number of conclusions have
been drawn and appropriate recommendations are listed below. in total, these
recommendations provide policies to be used by the relevant conservation authorities
and municipalities in managing the shoreline area.
1. Municipalities should recognize the hazard land characteristics of the shoreline, its
aesthetic features and public amenities through appropriate official plan and zoning
provisions.
2. Measures should be taken to protect environmentally sensitive areas along the
shoreline. In particular, development proposals should not destroy or conflict with
the protection of these sensitive features. The impacts of protecting updrift areas
on the environmentally sensitive features must be assessed before approving
protective works.
3. Acquisition of the shoreline should be considered by the appropriate agencies,
where feasible and practical, because it is generally the most effective means of
minimizing private property damage and risk to life resulting from shoreline hazards.
It can also protect the public amenity and recreational value of the shoreline.
4. As a minimum, when acquisition is utilized as an alternative to shore protection, the
area acquired should extend to the limits of the erosion and/or flooding setback of
the area in question, with additional bluff lands to be set aside for open space
purposes as may be required by the relevant approval agencies.
5. Acquisition of additional lands to protect sensitive areas or for recreational and
aesthetic purposes should be considered by appropriate agencies as necessary
and as budgets permit.
6. The implementation of shoreline protection structures must be examined on a site
specific basis with regard given to potential impacts on adjacent and downdrift
areas. Specific recommendations are given for various reaches in Table 12.1.
7. Prior to the implementation of any major shoreline structure, including any where it
is proposed that setback limits be reduced, site specific coastal engineering studies
must be completed to demonstrate their long term effectiveness and to identify
Epotential impacts on updrift and downdrift properties. These studies must
conclusively demonstrate to the satisfaction of the approving agencies that the
proposed structure will function as intended.
Lake Ontario Shoreline Management Plan
December, 1990
Page 72
£t. Conservation Authorities through the province should establish "fill" and
"construction" regulations for the shoreline which will be structured to allow
authorities to control filling and construction within the setback limits and
construction of shoreline protection works.
G, Prior to the establishment of any conservation authority capital works programs
within the damage centres, further coastal engineering studies should be completed
to further refine the design of proposed works.
10. Conservation Authorities should continue to operate the existing shoreline
monitoring stations and establish those additional stations as defined in this report.
11. Site specific recommendations as to the applicability, or not, of implementing shore
protection structures should be referred to in Table 10.1.
Attachment 3
Lake Ontario Shoreline Management Plan
December, 1990
Page 42
8.0 DAMAGE CEhIiRE� fC�nt'd}
8.1.3 Citv of Oshawa Lot 8, Concession BF
Damage Centre C3 Mg 2.3 (Reach #10)
The shoreline west of Lakeview park rises to form a steep bluff which
protrudes into the lake. A number of houses are located on the headland
which extends westward for approximately 100 metres before the shoreline
drops off again. Because this feature protrudes into the lake, it is a natural
focal point for wave energy.
Some filling has been done in the past and concrete slabs provide some
protection. However, unless the shoreline is properly protected, it will
continue to erode. It should also be noted that a long-term acquisition
program is being pursued by the City of Oshawa subject to budgetary
conditions.
8.1.4 Pori Darlington Beach
Damage Centre C4 (Map 2.7 (Reach #17)
The beach west of fort Darlington can be described as a sand spit backed
by marshland, located at the mouth of Bowmanville Creek and adjacent to
Westside Creek. The marshland is a designated environmentally sensitive
area. Approximately 50 houses are located on this spit (Cedar Crest Beach
Cottage Development) which has a maximum elevation of approximately
76.5 metres IGLD. The area is at risk from flooding of the river as well as
from flooding due to wave activity on Lake Ontario.
The major problem with protecting this shoreline is the cost Because the
shoreline must be protected from both sides the cost is at least double what
it would normally be and this may be too much for most property owners.
Ideally, the properties should be protected from river flooding by a clay dyke.
On the lakeward face, a beach widening scheme should be implemented.
This would involve importing and placing sand on the beach and containing
the sand between hardpoints or behind offshore breakwaters. Detailed
studies would be required to ensure that widening of the beach would not
lead to a siltation problem in the harbour approach channel.
There is currently an acquisition plan that covers a part of this beach. The
appropriate agency may consider acquisition of the entire beach area.
Attachment 4
Attachment 5
CONNECTION
IS
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Ontario floodwaters. Credit: US Army National Guard
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73.6
This prohalistic forecastis produced primarily from histoticat 11900-2008) watersupply scenarios- Results representwater 241.0
levels that would be exceeded 5%, 50% &95% of the time if similar wet, average $& dry conditions (respectively) were to occur.
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73.3 C
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A W W D F K P H Q
R H SC,R0-009A117
STAFF REPORT — September 21, 2017
TO: Chair and Members of the Full Authority
RE: Lake Ontario Shoreline Management Plan for Lower Trent
Region, Ganaraska Region and Central Lake Ontario
Conservation Authorities
Purpose
The purpose of this report is to inform the Ganaraska Region Conservation
Authority (GRCA) Board of Directors of the proposed development of a Lake
Ontario Shoreline Management Plan for the Lower Trent Region, Ganaraska
Region and Central Lake Ontario Conservation Authority (CLOCA) shoreline, and
to seek Board endorsement to proceed with a funding application under the
National Disaster Mitigation Program for the project.
Background
During a period of high Great Lakes water levels, the provincial government
appointed a Shoreline Management Review Committee in 1986 to study the long-
term management of the Great Lakes shoreline. In October 1986, in response to
the committee's report, the ministers of Municipal Affairs and Natural Resources
designated conservation authorities "as agencies responsible for the
implementation and administration of [provincial] policies" related to flooding and
erosion hazards. Further, the province directed that mapping should be undertaken
to identify shoreline hazard areas and that such mapping and shoreline
management planning should be undertaken by conservation authorities.
In response, GRCA, in partnership with the Lower Trent Region Conservation
Authority (LTRCA) and CLOCA, commissioned a coastal engineering study to
provide shoreline management direction for their respective reaches of Lake
Ontario Shoreline. The consulting firm of Sandwell Swan Wooster Inc. was
retained to prepare the Lake Ontario Shoreline Management Plan, which was
completed in December 1990 (Sandwell Report).
The Sandwell Report: inventoried existing structures on the shoreline; reviewed
coastal processes on the shoreline; defined flood and erosion limits for the study
area; identified concentrations of natural hazards in conflict with existing
development in specific shoreline `Damage Centres'; reviewed environmentally
sensitive areas; shoreline protection concepts and land use considerations.
GRCA Regulatory Authority
GRCA's regulatory powers under Section 28 of the Conservation Authorities Act
prior to 2006, as implemented through the former Ontario Regulation 168, were
not specifically designed for the Great Lakes shoreline and focused on flooding
hazards associated with riverine systems. Under the former Regulation, the tests
Staff Report: Lake Ontario Shoreline Management Plan Page 2
for approval did not include dynamic beaches and were limited to "the control of
flooding or pollution or the conservation of land."
In the spring of 2006, with the enactment of GRCA's current regulation, Ontario
Regulation 168/06 - Development, Interference with Wetlands and Alterations to
Shorelines and Watercourses, GRCA's regulatory powers were enhanced to deal
specifically with Great Lakes shoreline hazards and to more closely align with
provincial natural hazard management imperatives established under the Planning
Act and Provincial Policy Statement. Ontario Regulation 168/06 established a
prohibition on development in the absence of a permit on all lands adjacent or
close to the shoreline of Lake Ontario. Presently, GRCA has the ability to evaluate
development proposals against the following expanded set of statutory tests: "the
control of flooding, erosion, dynamic beaches, pollution or the conservation of
land". The Sandwell report has provided the Lake Ontario flood and erosion limits
required for our regulation, determination of shoreline damage centres, and
recommendations for managing development within hazardous shoreline areas.
The Sandwell study is now 27 years old, and although it continues to be a valuable
tool and an often used reference, an update to the Shoreline Management plan is
required. Since the completion of the Sandwell report, there has been physical
changes to our shoreline including 27 years of shoreline erosion and adjustment,
numerous protection works on both private and public lands, municipal acquisitions
within shoreline damage centres and replacement of residential lots with municipal
parkland, and additional development on private lands.
In recent times, there have also been developments with Lake Ontario water levels.
The International Joint Commission has established a new Lake Ontario water
level plan that will allow for slightly more fluctuation in Lake Ontario water levels.
Unusual weather led to the breaking of previous records and we recently
established unprecedented high water levels. Climate change predictions for our
region foresee warmer, wetter, wilder weather, which now needs to be a
consideration in management of our shoreline. Fortunately, we also now have
technological advances, including better digital imagery, that will improve the plan
from the 1990 version.
The update to the shoreline management plan has been considered by GRCA for
some time.
The Study
The intent of this project is to create a coordinated approach to shoreline
management planning for the entire length (approximately 135 km) of the north
shore of the Lake Ontario Shoreline within the County of Northumberland and the
Regional Municipality of Durham within the boundaries of the three Conservation
Authorities. The portion of Durham Region, covered by the Toronto Region
Conservation Authority (TRCA), is addressed through shoreline management
Staff Report: Lake Ontario Shoreline Management Plan Page 3
plans prepared by TRCA. This technical study will be developed as a single project
with supervision and administration by all three Conservation Authorities.
While consistency along the LTRCA, GRCA and CLOCA shoreline is desired,
some reaches of the shoreline are unique and will require unique
recommendations. Additionally, a plan of this scope eliminates the retention of
multiple consultants, and streamlines meeting and administrative costs; translating
into real cost savings.
The benefits of a coordinated 3 Conservation Authority shoreline management
plan would include:
1. Recognition of littoral cells. Coastal processes that cross municipal and
watershed boundaries.
2. An up-to-date study of the Northumberland County and Durham Region
shoreline (outside of the TRCA jurisdictional area) would provide a more
accurate investigation into the dynamics of the entire extent of the shoreline
rather than sectional or watershed views.
3. Provision for a consistent management approach throughout the Regional
Municipality of Durham and Northumberland County. The consultant will
review existing management plans abutting the study area to ensure
consistency across municipal jurisdictions. The Plan will provide consistent
direction for managing shoreline issues on private lands.
4. A joint plan could be incorporated into the Northumberland County and
Durham Region Official Plans to be reviewed and be updated every five
years. The technical assumptions would be reviewed regularly to ensure
that they are still appropriate for use.
Funding
The estimated cost of completing the Shoreline Management plan is $300,000.
This cost includes work by a coastal engineering company to:
x review background material,
x conduct field work,
x complete technical analysis and modelling,
x report all findings and recommendations,
x prepare mapping,
x incorporate public input.
The three Conservation Authorities are submitting an application under the 4th
intake of National Disaster Mitigation Program (NDMP), and if successful, will be
able to recover 50% of the project cost through the federal grant. The NDMP is a
Public Safety Canada investment of $200 million to address rising flood risks and
costs, and build the foundation for informed mitigation investments that could
reduce, or even negate, the effects of flood events in the future. The
Staff Report: Lake Ontario Shoreline Management Plan Page 4
announcement of successful applications is scheduled for early 2018, and projects
in the NDMP must be completed within two years.
The Three Conservation Authorities, GRCA, CLOCA and LTRCA will be
responsible for one third of the study cost beyond the grant funding. GRCA will
include this item in our 2018 budget as a special request for municipal funding.
CLOCA
$
50,000.00
GRCA
$
50,000.00
LTRCA
$
50,000.00
N DMP
$
150,000.00
Total Funding:
$
300,000.00
With the completion of the Shoreline Management Plan, each Conservation
Authority will have the technical component for shoreline management. To fully
utilize the Plan, the Study findings need to integrate into core programs, by adding
natural heritage information, and incorporating study findings into regulations and
planning, flood forecasting and warning, stewardship, and education programs.
Municipalities will also be able to incorporate the Study findings into individual
municipal official plans, zoning by-laws, shoreline plans, and strategies. The
integration of the plan by conservation authorities and municipalities will be future
phases of shoreline management, and should be considered for future work
planning and budgeting.
RECOMMENDATION:
THAT this Staff Report be received for information, and that the Board of Directors
endorse the submission of a funding proposal to the National Disaster Mitigation
Program for the Lake Ontario Shoreline Management Plan for Lower Trent Region,
Ganaraska Region and Central Lake Ontario Conservation Authorities.
Prepared by:
Recommended by:
Mark Peacock, P. Eng.
Director, Watershed Services
Linda J. Laliberte, CPA, CGA
CAO / Secretary -Treasurer
Information Technology Strategic Plan
2017-2022
If this information is required in an alternate accessible
format, please contact the Accessibility Coordinator at
905-623-3379 ext. 2131
July 2017
i
Prior & Prior
Associates Ltd.
Municipality of Clarington Information Technology Strategic Plan
Prior & Prior Associates page 2
Municipality of Clarington Information Technology Strategic Plan
Table of Contents
Tableof Contents.............................................................................................................. 3
ExecutiveSummary..........................................................................................................5
Introduction................................................................................................................................................................................
5
KeyObservations...................................................................................................................................................................
5
CurrentSituation.....................................................................................................................................................................
6
StrategicThemes...................................................................................................................................................................
7
ITOrganization........................................................................................................................................................................
7
MajorBusiness Applications.............................................................................................................................................
8
ImplementationPlan and Budget...................................................................................................................................8
. Introduction..................................................................................................................10
1.1 Background.....................................................................................................................................................................10
1.2 Developing this Strategy...........................................................................................................................................11
!. The Current Situation.................................................................................................12
2.1 Business Context.........................................................................................................................................................12
2.2 Technology and Practices Assessment............................................................................................................13
2.2.1 Overview...........................................................................................................................................................................13
2.2.2 Infrastructure Layer....................................................................................................................................................14
2.2.3 Major Business Systems Layer..........................................................................................................................19
2.2.4 Integration Layer..........................................................................................................................................................24
2.2.5 Customer Facing Systems Layer......................................................................................................................28
2.3 Staff Survey Results...................................................................................................................................................31
2.5 Current State Summary ............................................................................................................................................35
3. Municipal Comparisons.............................................................................................
36
1. Strateqic Directions....................................................................................................
41
4.2 Strategic Alignment.....................................................................................................................................................41
4.3 Strategic Themes and Actions...............................................................................................................................42
4.3.1 Adopt a corporate, planned and integrated approach to business systems ...........................43
4.3.2 Build nimble, user -responsive technology infrastructure....................................................................45
4.3.3 Align and mature IT service..................................................................................................................................48
4.3.4 Connect Field Staff using Technology mobile & remote.................................................................51
4.3.5 Deliver Digital Services, Anywhere, Anytime.............................................................................................52
4.4 Major Business Applications...................................................................................................................................57
ITOraanization..........................................................................................................
61
5.1 Current IT Organization......................................................................................................................................61
5.1.1 Process Maturity Model....................................................................................................................................61
5.2 IT Service Delivery......................................................................................................................................................62
5.2.1 IT Leadership.................................................................................................................................................................63
5.2.2 Deliver IT Service Excellence..............................................................................................................................64
5.2.3 Restructure the IT Department............................................................................................................................64
5.3 Build Sustainability into the IT Department.....................................................................................................68
5.4 Update Job Responsibilities...................................................................................................................................70
Prior & Prior Associates page 3
Municipality of Clarington Information Technology Strategic Plan
5.5 Training.............................................................................................................................................................................72
5.6 Developing an Enhanced Hybrid Business Delivery Model....................................................................73
5.8 Contracting Implementation and IT assistance.............................................................................................73
5.9 Building Partnerships.................................................................................................................................................73
6. IT Decision Making: IT Governance.........................................................................
6.1 What is IT governance?............................................................................................................................................76
6.2 IT Governance Model.................................................................................................................................................77
6.2.1 The IT Steering Committee...................................................................................................................................77
6.2.2 Standing Groups..........................................................................................................................................................77
6.2.3 IT Team.............................................................................................................................................................................
77
6.2.4 Project Teams................................................................................................................................................................
78
6.3 IT Policies and Standards........................................................................................................................................78
6.3.1 IT Policies.........................................................................................................................................................................78
6.3.2 IT Standards...................................................................................................................................................................79
6.3.3 IT Acquisition Process..............................................................................................................................................79
7. Implementation Plan and Costs................................................................................
80
7.1 Approach..........................................................................................................................................................................80
7.2 Implementation Roadmap........................................................................................................................................81
7.3 Recommended Investments...................................................................................................................................82
8. Why invest in IT? Why invest in this Strategic Plan? ............................................
83
8.1 Invest to Save................................................................................................................................................................83
CEEIC?IXL(MTRXGI3DA9ZCMV/XSSRIII M:O XCIFISDOJ t9wth.............................................................................
84
8.3 Managing better starts with the right information.........................................................................................84
Appendix A: Recommended Project Portfolio......................................................................
85
ImplementationRoadmap................................................................................................................................................87
InvestmentStrategy............................................................................................................................................................88
Appendix B: Staff Survey Report........................................................................................ 112
Prior & Prior Associates page 4
Municipality of Clarington Information Technology Strategic Plan
Executive Summary
Introduction
The development of an IT Strategic Plan provides the opportunity to review how IT
services are delivered and how technology is perceived at the municipality. It
provides the opportunity to assess what changes are required to re -position both the
IT department and prioritize among business enabling technology solutions.
The consultants used several techniques to understand the current state of IT at
Clarington and identify needs and opportunities for improvement from the IT
perspective. Interviews were conducted with groups and individuals in the IT team,
and a technology walkthrough and document review provided information for IT
infrastructure and organization assessments.
Stakeholder interviews were conducted with the Interim CAO and 9 department
heads and their teams. An online survey was made available to all staff which
yielded 195 responses from a broad spectrum of departments and roles. Four
comparable municipalities completed surveys on their IT staff and resource levels,
organization and major business applications benchmarking analysis.
The Discovery Phase yielded key high level observations of the current state, high
level and detailed documentation of need for IT capabilities and major business
solutions, and strategic themes which inform the criteria later used to assess the
strategic value of potential business transformation and technology projects.
Key Observations
Throughout this phase of the project a number of key issues were identified
including the following deemed to be critical to the organization:
1. There is pent-up demand for new technology solutions. Many business
leaders see opportunity for efficiencies, improved effectiveness and better
management practices through technology. Legacy applications, work-
arounds, spreadsheet and paper-based manual processes no longer meet
their needs or the expectations of their customers
2. There is no formal process for documenting and prioritizing these projects.
To date, solutions have been sought by individual departments, often with
little awareness of similar needs in other departments
3. IT is acting as a utility provider, but not as a partner in the identification and
optimization of technology. Departments want advice on new technologies,
but the IT resource has little time for research and strategizing
4. The reliance on low/no cost solutions has created complexity and risk in the
technical environment
Prior & Prior Associates page 5
Municipality of Clarington Information Technology Strategic Plan
5. There is need for more complete and formal corporate policies, processes,
or procedures to address core operational activities
Current Situation
Figure 1 summarizes our assessment of technology practices, infrastructure and
systems currently in place at Clarington. It gives a high level snapshot of where work
needs to be done to enable efficiency, effectiveness and good customer service in
municipal service delivery.
Web Site Social Media Open Gov Open Data
eRegister'eBoakmg" ePermit ePets eFarms eRe uest ePay Ea Tckets
o w
u'
Customer Relationship Management (CRM
electronic A�anl
11 i4e Business
Intranet F7ocumeM & c
Collaboration gecord GIS Business Inte{IigenceJManagement APPS Analytics
Planning, Development, licensing Asset & Work Management* Recreation
a and Bylaw Management i£ Facility EMS
Boaking'
Payroll i_heCoiir.g Budgelirtg Purchasing` Sale and Billing Capital Mgmt` � > >-
m N
HR Finance and Accounting
I
Figure
Corporate
Infrastructure
Services
'viability, Remote
Access, Claud
Essential
Infrastructure Infrastructure Care Facilities
Applications
Email, Directory,
Telecom
Compute, Network;
storage, security
1: Technology Assessment Summary
Power, Cooling, Racks
Legend
LMeets Needs J
Needs Improvement
Gap
work in progress
The diagram shows key foundational capabilities and technologies commonly found in
municipal government. As it considers significant investment in technology to enable
business improvement, the Municipality needs to strengthen its ability to manage that
investment and ensure that projects are successful in bringing maximum value for the
taxpayer dollar. Specifically it needs to strengthen IT Governance, Project
Management, Policies and Procedures and Disaster Recovery Plans.
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Municipality of Clarington Information Technology Strategic Plan
In other areas including Major Business Systems, Integration and Customer Facing
Systems, the Municipality has some systems that are in good shape and will meet the
business needs for the next five years. In other cases the existing technology is
outdated or outclassed to deliver customer engaging, mobile, and integrated business
enablement.
Strategic Themes
The IT Strategic Plan exercise identified several opportunities for improvement in the
use of IT in business and in the IT infrastructure and organization needed to support it.
These opportunities, goals and actions are summarized in the following five strategic
themes:
1. Adopt a corporate, planned and integrated approach to business systems
2. Build nimble, user -responsive technology infrastructure
3. Align and mature IT service
4. Connect Field Staff using Technology mobile & remote
5. Deliver Digital Services, Anywhere, Anytime
These themes reflect what we heard from leaders and stakeholders. They reflect the
business customer perspective ❑the need for a partner in the acquisition and operation
of technology. They also reflect the direction of the strategic plan and implementation
roadmap. They are the things the IT unit needs to work on to become an effective
service provider. They strengthen IT capability to enable important business
capabilities.
IT Organization
The current IT team of nine (9), has done an impressive job building out a stable and
reliable technology infrastructure. Nonetheless, a number of staffing risks and
challenges emerged during the assessment, including:
1. The IT team is very lean with everyone having a focus on support and help desk
issues, leaving little to no capacity for planning or strategic management.
2. The horizontal structure leaves little opportunity for effective succession planning
3. There is a great deal of dependency on one staff resource
4. There is very little communications from IT to the rest of staff
5. IT has maintained a traditional approach to IT support, providing excellent
reactive service rather than being able to provide strategic services to help the
business move forward.
To accommodate the new demands and achieve the goals laid out in this Strategic
Plan, IT service delivery must become more:
❑ Agile and responsive to new and emerging needs
❑ Proactive and strategic
Prior & Prior Associates
Municipality of Clarington Information Technology Strategic Plan
To achieve this, we recommend three key things:
1. Enable the Manager of IT to focus on IT strategy and planning, business systems
and project delivery.
2. Reorganize the department to establish dedicated teams within IT, that allow for
service excellence and specialization in 3 key areas
3. Build sustainability into the IT organization by updating job responsibilities,
improve training, and adopting a hybrid model to augment service delivery
Major Business Applications
The Current Situation Assessment confirmed a large number of needs and opportunities
for technology to enable business improvement. Need for technology was heard clearly
through the interviews and staff survey. Municipal comparisons also showed that
Clarington needs to invest in new and better major business applications. The
municipality has opportunity for renewal or enhancement of most of its major business
applications, many of which can deliver new capabilities that will enhance the customer
experience, and provide demonstrable gains in efficiency and effectiveness.
We recommend the Municipality focus some of its long term investment on technology
over the next five years to sustain and improve customer service, efficiencies,
effectiveness and accountability. Growth in service demand has several of the
departments needing more resources to keep up. A natural response is to seek more
staff, but a lean municipality should look first to process improvement then to technology
when these challenges arise.
Key Areas of focus for solutions that will enable business improvements include:
1. Complete Upgrades in Flight GP 2016 Financials, Active Net Recreation
Management, CityWide Works
2. Planning, Engineering (LDO), Licensing and By-law System, Document
Management System [I workflow and mobile
3. Automations ❑ purchasing, accounts payable, accounts receivable, staff
scheduling
4. Customer Relationship Management ❑ customer service and issues tracking
Implementation Plan and Budget
The strategy sets out a 5 year roadmap to align and build IT capability while
successfully implementing several major business systems. The plan assumes
successful implementation of the ActiveNet Recreation Management and Facility
Booking system, CityWide Works as a Work Management System for Operations, and
update of the Great Plains financial system as its baseline.
The work is spread out over the 5 year horizon with an initial set of projects selected
based on needs and gaps in technology found in Discovery and their alignment to
Prior & Prior Associates page 8
Municipality of Clarington Information Technology Strategic Plan
corporate business goals of efficiency, effectiveness, customer service and
accountability. Prioritization and scheduling also take corporate strategic actions,
mandate and regulatory changes, and inter -project dependencies or pre -requisites into
account. For example, the Corporate Strategy recommended improving processes that
streamline development approvals, as identified in Report, CAO -007-17. To achieve
the goals of the Corporate Strategy, Clarington needs to make progress on this action
by the end of 2018. This makes it one of the key initial priorities, and is thus scheduled
early.
There are two projects that will have starts and pauses, illustrated in the roadmap with
dotted lines between chunks of effort. In these cases, it is recommended gathering the
enterprise business requirements for both the Customer Relationship Management
system and the Document Management System, as this information will be useful in
analysis of the fit of existing systems.
ak Name
CUSTOMER FACING SYSTEMS
Online Services Strategy
3 eForms Strategy
4 El INTEGRATION
5 Customer Relationship Management Solution
6 Mobile Device and Remote Access Strategy
7 Electronic Document and Record Management Solution
a Intranet Refresh
9 Collaboration Tools
10 El MAJOR BUSINESS SYTEMS
11 Development, Licensing and By-law System
12 Work and Asset Management Solution Phase 2
13 Purchasing Workflow Solution
14 Learning Management Solution
15 Technology Training Tools
16 Staff Scheduling System
17 Accounting Worl Solutions
1a ElIT INFRASTRUCTURE
19 Adopt ff Govemance
20 Formal izeITSenAceOlferings
21 IT Help Desk System Replacement
22 IT Policy and Procedure Development
23 Email System Update
24 Business Continuity & T Disaster Recovery Plan
25 El IT ORGANIZATION DEVELOPMENT
26 IT Resource Alignment
Portfolio
7KHWDCFFDSWDMWM V9HTT -F DlJSLRJ lmP WG-Nl-iM[&CUIDJWQV[;7RMDELMVDQGLI
business technology so that it can enable efficient customer service, workflows,
processes, mobility, communications and reporting is approximately $1.47 million for
capital budget. This amount is in line with the current commitment to capital through the
normal budget allocation however it does not include the annual IT asset replacement
(hardware and software) capital program.
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Municipality of Clarington Information Technology Strategic Plan
1. Introduction
1.1 Background
The Municipality of Clarington is a rural and urban mix community with a population
approaching 100,000 in 2017. It is one of eight municipalities in Regional Municipality
of Durham. Population, building permits and demand for services continue to grow,
sometimes in waves. The demographics are changing, with an influx of younger
generations expecting big city services with modern and mobile customer experiences
offered on their favourite devices.
The Municipality recognizes the value of technology in enabling efficient and effective
service delivery. Operating departments are keen on acquiring new technology to
support modernization and streamlining of their processes, some developing interim
applications to improve key parts of processes.
Technology is core to enabling municipal governments to keep up with growth in
demand and rising customer expectations. Traditional technologies such as telephones,
email, and networked file folders remain important. But as municipalities grow,
spreadsheets and single purpose databases that have worked for improving parts of
processes in the past offer little opportunity for additional value.
The next level of efficiencies and effectiveness come from comprehensive business
solutions that support complete, interdepartmental workflows, eliminate data duplication,
improve customer service, and deliver powerful and integrated information for the next
level of sophistication in business management. The Municipality of Clarington is at this
V1EJHEIL71<4-I1�7-CC CFDSDE AM implementation, and
sustain new solutions need to match.
This Information Technology Strategic Plan assessed the current state of technology,
needs and opportunities as well as the capabilities and capacities of the IT organization.
It answers fundamental strategic questions:
Are we doing the right things with technology?
Are we making the right technology investments?
Is our Information Technology environment properly managed,
maintained, secured, and able to support the clients?
Is it cost effective?
What are our future business needs?
Is our technology environment equipped to meet current and future
business needs?
The plan proposes a vision where the 0 XC [RSDQURI C&CUIDJV9DV T will become a
trusted partner in enabling and sustaining business improvements through technology.
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Municipality of Clarington Information Technology Strategic Plan
1.2 Developing this Strategy
The Municipality engaged Prior & Prior Associates to develop this strategy beginning in
November 2016. Consultants worked with the IT team and representatives from all
departments and the Senior Management Team (SMT) to conduct a current state
assessment of the MunicipalityVuse and management of technology, and to identify
future corporate and departmental technology needs. The project was comprised of two
phases:
Phase 1: Discovery consisted of a high level review and assessment of the current
status of infrastructure, use and management of IT at the Municipality. This was
completed through a review of existing documentation such as budgets, policies and
procedures as well as interviews and discussions with management and staff from the
IT department, SMT, and representatives from every department. An online survey was
offered to all staff to gather input and feedback about the current service delivery of the
IT Department, future requirements, and suggestions for improvements. Detailed
technical assessments of the network and storage environments were conducted,
alongside an over -arching risk assessment. The findings were consolidated into an
interim report which was reviewed by the project team.
Key outputs were:
Summary of findings (technical and business)
Comparison of the Municipality to other organizations
Results of the Customer Satisfaction Survey
Emerging opportunities for improvement
Phase 2: Analysis, Opportunities, Recommendations and Implementation
Roadmap included more detailed discussions with the IT Department, research on the
future of the Microsoft Great Plains financial system, and formulating strategic themes
from the many inputs received. The goals and objectives were clearly defined and
Strategic Actions or projects were conceived to achieve one or more of the objectives.
The alignment is illustrated in a strategy map, and linkages are carried through to
project descriptions.
Key outputs were:
Organization Design and Positioning
Strategic Themes, Goals and Actions
Portfolio of Recommended Projects including descriptions and costs
Implementation Roadmap with Timelines
Prior & Prior Associates page 11
Municipality of Clarington Information Technology Strategic Plan
2. The Current Situation
2.1 Business Context
The Municipality is under pressure to make more and better use of technology. The IT
organization is under pressure to make it happen. Key drivers are:
Pressure/Business Driver I
-M, &OEM
Changing Community Recent and future population growth F1 increased
customer service demand
New customers with big city demands - online
services, public network access, social media
Drive for Service Efficiencies Departments are eager to get on with making more
and Effectiveness and better use of information technology
This has created competing priorities for limited IT
and project resources
Rapid change in the IT Proliferation and consumerization of human
industry OPoIIDDFHV D(G- ;IQhW-ffl 17 KLQJ VTA/P a -IV
tablets, AVL, meters, counters, security)
New software and platform provisioning options
public cloud, private cloud
New and expanding risks Relentless external and internal threats to systems
and data from hardware and network failure,
software errors, hacking, theft and malice.
Business continuity and disaster recovery planning
are needed to detail the risks and mitigation
strategies a best practice
Prior & Prior Associates page 12
Municipality of Clarington Information Technology Strategic Plan
2.2 Technology and Practices Assessment
2.2.1 Overview
Figure 2 summarizes our assessment of technology practices, infrastructure and systems
currently in place at Clarington. It gives a high level snapshot of where work needs to be
done to enable efficiency, effectiveness and good customer service in municipal service
delivery.
Web Site social Media Open Gov Open Data
eRegister' eBoakmg" ePermit ePets eFarms eRe uest ePay ePa Tickets
� ���=E
o w
u'
Customer Relationship Management (CRM
electronicE[Z Mobi4e Business
Intrenet ocument & c
Colla 6oration Record Business InteVligenceJ
Magement Apps Analytics
E Planning, Development, licensing Asset & Work Management* Recreation
a` and Bylaw Management & Facility EMs
Booking'
g a v
Tr
Payroll Scheaulir.g Budgelirtg Purchasing" Sale and Biking Upital Mgmt" i > >-
m N
LJILJ
HR Finance and Accounting
Corporate
Infrastructure
Services
Mobility, Remote
Access, Claud
Essential
Infrastructure Infrastructure Care Facilities
Applications
Ernall, Directory,
Telecom
Compute, Network,
storage,5ecunty
Technology Assessment Summary
Power, Coaling, Racks
Legend
LMeets Needs J
Needs Improvement
Gap
work in progress
The diagram shows key foundational capabilities and technologies commonly found in
municipal government. The elements are organized into four layers. Each layer
represents distinct areas of technology that are managed in different ways, and which
require different technology and human skill sets to manage effectively. The layers are:
0 The Infrastructure layer is the foundation. It must be robust and reliable as it forms
the base on which all other layers are built. If the infrastructure is not robust, the layers
built on top of it are at risk
0 The Major Business Systems layer which forces focus on a small number of
05 GXQ HG1FRLSRINIbI V IL H Hl!l1HC SOFT
systems management, and eliminate process and information silos. These business
systems provide the foundations for automated business processes and will enable
online services.
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Municipality of Clarington Information Technology Strategic Plan
0 The Integration layer coordinates information managed within the business solutions,
reducing duplicate data entry and eliminating errors, while also providing insights into
the underlying data.
0 At the top of the stack are the Customer Facing Systems that enable customer
interaction with the municipality[] the website, online services and social media.
The colours indicate the consultantV-high level assessment of the current state of these
systems, processes and services at the Municipality of Clarington. Details and rationales
follow.
2.2.2 Infrastructure Layer
Starting at the base of the architecture the assessment indicates that IT has taken many
good steps toward building and sustaining the infrastructure and its services. Most of the
focus areas such as service management, security, infrastructure applications and core
hardware and services are meeting basic needs. The IT unit has made effective use of
free and low cost tools and components, however limited functionality and robustness of
these solutions creates opportunity for improvemeQ/EV NHL -RU DC4 D RQV-GHSHQ2-ICFH❑
on technology increases.
Two areas within the infrastructure layer are significant risks to the entire technology
architecture at Clarington.
IT Governance is ad hoc, with technology acquisitions reviewed and approved
only through the budget process. Projects are often developed with little
engagement of IT for advice, impact assessment or architectural fit.
Disaster Recovery and Service Continuity are also emerging risks. As
customer expectations for timely services increases, the municipality needs to
Prior & Prior Associates page 14
The systems and processes meet the current and near -
Meets Needs
term needs of the stakeholders
Key elements are missing or outdated, and as foundational
Needs Improvement
infrastructure components, create risk for the entire
technology capability.
There are systems and processes in place but they do not
Risk '
meet the level of business enablement needed for efficient,
effective and quality service
There is little or no technology capability in this area.
Gap
These represent opportunities to implement new core
technologies to improve service
The municipality has recognized a need and has budgeted
+r Wark Planned
or initiated projects to complete needed work.
2.2.2 Infrastructure Layer
Starting at the base of the architecture the assessment indicates that IT has taken many
good steps toward building and sustaining the infrastructure and its services. Most of the
focus areas such as service management, security, infrastructure applications and core
hardware and services are meeting basic needs. The IT unit has made effective use of
free and low cost tools and components, however limited functionality and robustness of
these solutions creates opportunity for improvemeQ/EV NHL -RU DC4 D RQV-GHSHQ2-ICFH❑
on technology increases.
Two areas within the infrastructure layer are significant risks to the entire technology
architecture at Clarington.
IT Governance is ad hoc, with technology acquisitions reviewed and approved
only through the budget process. Projects are often developed with little
engagement of IT for advice, impact assessment or architectural fit.
Disaster Recovery and Service Continuity are also emerging risks. As
customer expectations for timely services increases, the municipality needs to
Prior & Prior Associates page 14
Municipality of Clarington Information Technology Strategic Plan
understand its business resumption requirements and tailor its infrastructure
capabilities to match.
Another important element of the infrastructure layer are the policies, standards and
procedures for using and acquiring technology within the municipality.
❑ IT Policies and Procedures are key enablers to evolution of IT into a trusted
supplier and partner. The IT team needs to establish clarity in several areas where
clients are found wondering what they can do, what they should do or how to do it
right. A comprehensive set of standards, policies and procedures developed
should be developed and approved under the guidance of an inter -departmental
steering committee to give them legitimacy and force.
Key observations about the infrastructure layer are summarized in the following table:
IT Governance Technology acquisition process ❑ ad hoc, roles and
decision rationales unclear, no prioritization, no policy,
procedures. Rogue solutions popping up, IT sometimes
the last to know. Frustrated stakeholders looking to get
around IT
Decision -Making ❑ there is no multi -departmental body
to manage the portfolio of IT projects and provide
authority and oversight to IT policies and procedures
IT Service -1 Helpdesk ❑ custom ticketing system with limited
Management tracking and reporting functionality - Tried Kaseya but
found it was too LFO(G1U❑ needs a full project and
change plan
Service Level Agreements -No formally defined
support SLA in place ❑ after hours support needs
increasing
Incident Tracking complex issues fall off the radar
and remain unresolved
Knowledgebase ❑ there is a knowledge base but users
see analyses repeated for similar issues
IT Asset Management ❑ nothing in place
Prior & Prior Associates page 15
Municipality of Clarington Information Technology Strategic Plan
IT Security ❑ Security Standards ❑ undocumented, communicated
to department heads during the 2015 Security
Assessment. Note that all critical recommendations
from that assessment have been implemented.
Threat and Risk- no recent analysis of threats to the
corporation or operations and plans to mitigate or
respond to associated risks
Vulnerability Assessment ❑ all public facing
applications should have documented record of testing
and remediation of vulnerabilities to hacking
Access Control ❑ adequate procedure for removing
terminated employees
IT Disaster Backup and Recovery
Recovery & o Veeam (virtual backup servers)
Service o Backup Exec
Continuity o Need to standardize on one platform
o Need to test actual recovery capabilities
o QNAP used for backup storage
Disaster Recovery Strategy
o There are no formal DR procedures in place
o RTO and RPO requirements have never been
defined
� /�c� ■ ��,.��� , �e m /�ni�■ a �u
applications
o Inactive data has not been identified and
removed from current replication process
Service Continuity
o There is no formal BCM program in place
o There has never been a formal Risk Analysis
performed for the business
o There has never been a formal Business Impact
Analysis (BIA) performed for the business
IT Policies and I Very limited in IT policy and procedural documentation
Procedures Appear to have standard naming conventions
There are no Data Lifecycle Management policies in
place
Cloud Readiness is a requirement but there is no formal
policy outlining precautions and procedures
Prior & Prior Associates page 16
Municipality of Clarington Information Technology Strategic Plan
o There is a major push to the cloud (ActiveNet,
Microsoft, etc.) and projects are proceeding as
application changes are made and as deemed
appropriate.
Vendor/Contract Management nothing is place and
the move to the cloud is making this a priority
The corporation needs authoritative policies and
procedures to maximize opportunity to work together
Infrastructure La
Corporate AV (Kaspersky) running on all desktops and servers
Infrastructure seems ok
Applications There is no formal mobile computing policy
OWA is open to everyone Lino security in place
Mobility Management - Running BES10 but there is
C RPOU ARLP DC aQS®FH
C Blackberry , Android and iPhone
❑ Remote Access a They are not exactly sure who needs
this service
❑ MS Remote Desktop in place for a few users
❑ They do not have any proper security in place for RA (e.g.
2 -factor authentication)
They are budgeting for this in 2017
Essential ❑ Active Directory 2008 R2
Infrastructure ❑ Limited Group Policies (starting to use more)
Services ❑ Email 2010 Standard (500 mailboxes)
o No clustering
o Single VM w/ 4 DBs
o This is not maxed out due to running Exchange
Std
o Want to move to cloud based 365
SPAM filtering (ok)
o FWC Watchguard
o Linux SPAM Assassin
VOIP is used in most areas
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Municipality of Clarington Information Technology Strategic Plan
Infrastructure ❑ Network design is too flat (no VLANs)
Core ❑ Limited security (expertise in-house developing)
❑ Servers are not segmented
Bandwidth appears to be ok
Wireless P2P works ok but they use an unlicensed
spectrum which can cause issues
❑ Adequate storage capacity and technology
Facilities ❑ Power - OK
❑ Cooling - Good
❑ Racks - Good
❑ Room - Security ❑ swipe cards w/ pin code
o Shared with the library
Prior & Prior Associates page 18
Municipality of Clarington Information Technology Strategic Plan
2.2.3 Major Business Systems Layer
The next layer of the IT model summarizes the current situation and highlights
opportunities to use or improve technology in the business functions most important to
municipal government. The municipality has made recent investment in the core
administrative systems including HR, Payroll and Capital Management. These appear
to be delivering efficiency and effectiveness in administrative processes and
demonstrating good management of the tax payer dollar.
Two key enablers for the effective acquisition, implementation and integration of major
business systems are missing: Architecture and Project Management. More will be said
about architecture in the next section, as this capability becomes even more important
for integration. For Major Business System enablement, Clarington needs to focus on
the technology aspect of architecture: being ready with standards and diagrams to
inform analysis, recommendations and requirements for new acquisitions.
The other key enabler to successful business system implementation is project
management. The IT unit does not have any resources who are knowledgeable and
experienced in managing large technology projects. There are no standard tools,
templates or minimum requirements for planning, documenting and executing projects.
As the municipality looks to make significant investment in new technology, it is
important to ensure that acquisition and implementation are done in a manner that will
maximize the chance and degree of success. For a municipality the size of Clarington,
the IT team should provide leadership in this area ❑ establish good practice, provide
basic tools and training, be a resource for project issues, and ensure project owners are
accountable for following the methodology through reporting to project and enterprise
governing bodies.
Assuming the implementation of the CityWide Works program is successful in
Operations, the only other major system that most municipalities the size of Clarington
use is a Development, Licensing and By -Law Administration solution. It will streamline
and marshal automated workflows for customer facing processes such as service
requests and building permits, and provide integrated views of customer and case data
to all who need it. The existing system does not have the functional capabilities the
Engineering and Planning departments are asking for. The need renewed technology
to support increased volume and complexity of work and opportunities to achieve
efficiencies through mobilization. Improving the development approval process is
explicitly called for action in the corporate strategy. This system should be considered
high priority investment opportunity.
The municipality has already recognized that it should be achieving efficiencies in its
purchasing and requisition processes. A project to investigate options for a purchasing
add-on to the Microsoft Dynamics Great Plains is underway. Similarly the municipality
has a project underway to replace the Class Recreation Management System. This
replacement has been necessitated by the discontinuance of the product and support at
the end of 2017. Recreation and Fire services can also gain efficiencies with an
integrated staff scheduling system. These are key to simplifying selection of shifts for
Prior & Prior Associates page 19
Municipality of Clarington Information Technology Strategic Plan
part-time workers and volunteer fire fighters and will help ensure that scheduled work
follows entitlement and maximum business rules.
Architecture ❑ No documented blueprint of key architectures including:
o Business Architecture ❑ vision, roles and
mandates for enterprise services such as customer
service
o Information Architecture no plan for sharing data
across departments (eg. master data such as
assets, locations) ❑ asset data is copied from LIDO
to CityWide
o Technology Architecture ❑ system integration
opportunities
Currently working with vendor to map out all infrastructure
architecture
Project No project management practice established to improve
Management success of technology projects Ltools, templates,
standards
Limited project management knowledge and experience
in IT or departments
Limited business case documentation, project objectives
and measures
Training Technology training room needs renovation
More technology training is needed F at roll out and
refresher training to ensure changes stick eg. Finance
Need online training system tracking and delivery
(Learning Management System)
Human HRIS generally OK Ligood employee info repository
Resources (cloud)
ADP Workforce additional functionality needed - staff scheduling,
HRIS recruitment management
Prior & Prior Associates page 20
Municipality of Clarington Information Technology Strategic Plan
Spreadsheets
(health and
safety
incidents,
WSIB claims,
insurance
claims)
Payroll recent improvements to timesheet entry, vacations
ADP Workforce request and approvals through new Workforce system
not rolled out to Operations yet, no integration with Work
Orders
Scheduling nothing at this time to schedule part time work ❑ needs
identified in fire, recreation, clerks
duplication of schedule data into ADP Workforce
timesheets
Finance and GP meets accounting needs but not used to full potential
Accounting more training and process implementation needed;
MS Dynamics need update to GP 2016
GP Finance GP has limited reporting capability; FRX dead -ended
GP/FRX GP database issues
reporting Use LDO for Permit and Development Charge revenue,
LDO Letters of Credit
❑ Diamond Toolkit - need more training
F- Need GP -Class Revenue interface
Need Shelter Buddy Interface
Budgeting � FMW Capital limited functionality
RAC Financial ❑ FMW operating budgets
Management
Workbench o used well by departments for reporting from GP
(FMW) (monthly)
eSolutions Budget entry portal is not user friendly refresher training
Budget Builder needed
Budget Builder for public engagement
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Municipality of Clarington Information Technology Strategic Plan
Purchasing ❑ Bidsandtenders.ca ❑ OK
Need to implement/improve Contract management
RFI in play for purchasing module for GP
Sale and
L AR accounting works OK
Billing
❑ no AR/AP workflows
MS Dynamics
E no integration with electronic document repository
GP
Interface required between asset inventory and capital
Capital Assets
future of Vailtech uncertain
Vailtech Tax
Implementation of replacement CityWide Works in
and Billing
Gtechna reconciliation issues
GTechna
Expected completion of rollout to Operations is YE2107
Parking Tickets
Some further rollout and assessment of fit as an
Capital
❑ New systems shared by Finance and Engineering
Management
❑ Capital Planning module rolling out now
CityWide
E Systems meeting needs
Tangible
Interface required between asset inventory and capital
Capital Assets
plan ❑ wait for new asset inventory system
(TCA)
Implementation of replacement CityWide Works in
CityWide
progress
Capital
Expected completion of rollout to Operations is YE2107
Planning &
Some further rollout and assessment of fit as an
Analysis (CPA)
enterprise CRM is needed
Asset and
Service Request/Work Order/ Maintenance
Work
Management - WorkTech system underutilized due to
Management
performance and functionality issues. Interdepartmental
WorkTech
65 VCR=SSRI2%lGSRXE(HtUk_CRID ork Orders by Front
Line staff required
❑ Service
Implementation of replacement CityWide Works in
Manager
progress
(CSR)
Expected completion of rollout to Operations is YE2107
❑ Work
Some further rollout and assessment of fit as an
Manager
enterprise CRM is needed
F Asset
Need mobile functionality to be rolled out for roads,
Inventory
bridges, playgrounds and buildings
Petrovend Fuel
Asset management ❑ contracted annual sign inspection
data uploads to LDO are onerous; no processes for asset
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Municipality of Clarington Information Technology Strategic Plan
LDO Sign data maintenance. Finance & Engineering successfully
Viewer using CityWide TCA; CPA progressing
CityWide
Tangible
Capital Assets
(TCA)
CityWide
Capital
Planning &
Analysis (CPA)
CityWide
Works
Development, Development Applications ❑ LDO is obsolete; GIS
and Facility opportunities, facility booking, point of sale; online
Booking registration (eReg), no online facility availability or
Class booking (eBooking)
Recreation � End of support of legacy system at end of 2017
Management 11 Replacement in progress
System
Licensing and integration good; new functionality unlikely, limited
By -Law workflow across stakeholders, field -size limitations, need
Land a complete process review
Development Planning Li limited functionality, workflow, reporting,
Office (LDO) notification, publishing in LDO. Reverted to old processes
and tools; recently acquired encode on their own
encode cloud Engineering _custom links in LDO to documents in
based Planning Laserfiche provides basic document linkage functionality,
Document generally not meeting needs for workflow and process
Publishing improvement; master asset data copied to CityWide by
System Finance
Box cloud Building Permits Li basic functionality OK, limited
based File workflow, no ePermits
Sharing Li Business Licensing El application and approval
WorkTech processes manual, no eForms
Asset Inventory By -Law -Enforcement ❑basic functionality OK, need
mobile enablement, need better links to electronic
documents
Recreation Programming and registration for recreation and leisure
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Municipality of Clarington Information Technology Strategic Plan
Fire Services Existing Crisys system meets needs for incident
CriSys Fire- L] management, reporting, prevention and inspection,
Rescue System training
Spreadsheets Computer Aided dispatch system needs improvement
Volunteer hours and points are complex and paper
reporting and spreadsheet tracking is inefficient and
creates risk
Manual entry of schedules in WorkForce is inefficient
L Need more online training capacity
❑ Possible major organizational review in near future
Large Fire Equipment maintenance management out -
tasked ❑ OK
Fleet Work Orders and Scheduled maintenance L OK except
Management rest of WorkTech may be replaced
WorkTech Automated Vehicle Location ❑ OK ❑ except Emergency
Fleet and Fire Services wants AVL in more vehicles
Management
2.2.4 Integration Layer
As the municipality and the collection of technology grows, it becomes more important
to plan and document how business units, information and systems should work
together. For example, customer service can be delivered separately by each
department, sometimes fronted by a single customer services unit, or operated as a
shared service. In any of these models, the services need to be well defined, mandates
formalized and roles and responsibilities agreed. This is the business architecture.
In some customer service models, information needs to flow from system to system.
&X\AW HUM-U1FH-LFiSW-M1QDHl-UP D �EHIDEUIR XGPM
operational systems, or the standard information they seek should be aggregated in one
system. Security and privacy policies may need to be adjusted to allow access. In
some cases, accuracy and efficiencies can be gained by creating interfaces for data to
be shared between systems.
The municipality has some interfaces, but replacement of major business systems is a
good time to look at all opportunities for data sharing, establish a vision, and define
integration requirements for inclusion in RFPs. This is the information architecture.
And finally, specifying how this information will flow - the technical platforms, tools and
data standards -- are the technology architecture. Again this is critical for Clarington
Prior & Prior Associates page 24
Municipality of Clarington Information Technology Strategic Plan
to understand and document as it embarks on several large technology acquisitions,
some of which are hosted off-site. Cloud -based solutions are especially risky as access
to and even ownership of data are not top of mind for solution providers.
There is an existing intranet platform for staff information. The platform is old and
requires considerable effort to maintain. A vision and requirements should be defined
and a new platform selected. A related technology that is absent is collaboration tools.
These provide virtual workspaces for staff to share knowledge and work on projects and
ongoing subjects, and include working document repositories, task lists and calendars.
Collaboration tools can also be the platform for a modern intranet site and should be
considered for scope in the intranet update project.
Electronic Document and Record Management is a vital link between people, processes
and systems. Within the municipality, staff need to find documents to do their work,
groups need to share documents, and other information needs to be routinely published
to the public or be at the ready for freedom of information requests. Policies,
procedures need to be readily available, and major business systems need to have
interfaces to present archived electronic records. The existing image repository and
record management solutions have been working well, but they do need to be reviewed
for suitability for new types of records and upgraded or replaced.
Geographic Information is another vital link between systems in municipal government.
The municipality has a comprehensive asset inventory in the GIS database which gives
a great head start to implementation of fully functional asset and work management
systems. The maintenance of these data needs to become formalized as a baseline
and a requirement, as people or systems who build or maintain these assets will expect
seamless updates.
Almost every department sees opportunity to achieve efficiencies and improved
customer service through mobile access to information and processes by field staff.
Policies, standards, and possibly bargaining unit engagement protocol are key enablers.
IT should be leading the readiness for acquiring and implementing business
applications with mobile interfaces.
And finally, as Clarington moves to achieving its strategic goal of communicating value
for money through performance measurement, key technologies are needed to links
costs to processes and outputs and ultimately to customer satisfaction. Business
Intelligence, Analytics and Scorecards are currently out of reach for Clarington because
the underlying systems and processes are not collecting the necessary data. In the
short term, new business systems should be required to support good operational
reporting and should be able to export data for future integration in an enterprise
business intelligence solution.
' FiLO RI Ail FFRQ/X 1lLft 1 1[Dd-UDLIHA XP P DLR HGQV9H-
following table.
Prior & Prior Associates page 25
Municipality of Clarington Information Technology Strategic Plan
Data Standards ❑ No framework formally adopted for data
standards
o What data, format, storage, maintenance,
retention
❑ No documented data model ❑ should establish
before major investment or collection
❑ Limited data collected for analysis and comparison
❑ No metadata describing what data are available
for integration
Intranet ❑ Could benefit from being used as a channel for
corporate culture sharing ❑ departmental focus
❑ Current system built on Drupal open -source
software which is reaching end of support
❑ Need a robust content management system to
support more dynamic content through distributed
authorship - ideally integrated with collaboration
tools. Content of an intranet is not typically a
responsibility of the IT Division. IT should make
sure the tool is working properly and that other
staff are able to easily provide and update content.
Collaboration Tools -1 Emerging needs to share files, tasks and updates
on projects both within workgroups and projects
Ll among staff, as well as with community agencies
and contributors
Aligns with corporate goals of community
engagement and may enable access to the
natural environment
Electronic Document ❑ Laserfiche is meeting need for storage of some
& Records classes of electronic documents
Management o Finding docs is challenging for the
Laserfiche infrequent user
❑ Need for more classes of data to be imported,
Versatile integrated and managed (eg. Community
Services)
Prior & Prior Associates page 26
Municipality of Clarington Information Technology Strategic Plan
❑ Paper archives are full ❑ time to transform to
electronic documents where possible
❑ Versatile audit and space management
functionality limited
❑ Need a Record Management capability for both
paper and electronic documents
GIS ❑ Technology up-to-date
❑ Well-received products and services
❑ Current enterprise needs met
Integrations and ❑ Several custom built and maintained interfaces
Interfaces between business applications ❑ images, finance
Ll docs, gis
❑ Need to identify enterprise -wide integration needs
to inform replacements of major business systems
Mobile Business0 ❑ Mobile devices have been deployed to key
Enablement management and front line staff Li mostly
Prior & Prior Associates page 27
used for
email and photos
❑
Links to useful content on the intranet would add
quick win value
❑
Need field worker applications to achieve major
efficiencies (eg. Building inspections, playgrounds,
roads, work orders)
❑
Need standards and plans for common business
requirements
Business ❑
Clarington has limited operational information from
Intelligence/Analytics
which to produce integrated data views and
performance measures
❑
A performance measurement and business
intelligence strategy will yield information
requirements for the major business systems
Prior & Prior Associates page 27
Municipality of Clarington Information Technology Strategic Plan
2.2.5 Customer Facing Systems Layer
The municipality needs a Customer Relationship Management (CRM) System. This will
EHAM-FFQAUCiDQGDXVQRRl11,U&1-i-LFFRLG-I B&AP FiLVSFORCDWRLP DA7U 1CWA_IHWN_DQG_
interaction history. The Recreation Management system and each of the two major
business systems will have built-in or modular CRM capabilities. For Recreation and
Booking, customer information will include basic identity as well as additional personal
information about age, gender, family relationships, photos, and record of achievement
in the case of swimming lessons. There is a loose tie to property for mail and
sometimes qualification for Municipality -rate fees.
Some of these same customers and others will also be requesting a variety of municipal
services. They want to track progress, and may want to complain about it. These
interactions are conducted through an Asset and Work Management system, which
will have its own set of customer information. TheVHFX\AW HIJOequests may or may
not be related to their property, but often to municipal assets.
Some of the same customers and others will be interacting with the Municipality through
a Development, Licensing and By -Law system. These systems have the usual
personal information but feature stronger organization information and accounting
capabilities for developer transactions. There is a strong link to property for
notifications, by-law complaints and inspections.
To get started creating a unified customer experience, Clarington should translate its
customer service vision into system requirements and Request for Information on CRM
functionality in the three major business systems and see if any of them can meet the
requirements for pro -active and integrated customer relationships. Some key
functionality is highlighted in the table below.
Another customer facing group of systems are the eServices, or web and mobile
electronic services. The municipality is already enjoying the success of its DocuPet
service, which provides online licensing and payment. It also has online registration
with its Class recreation system and should be expected to keep or improve it in the
system replacement.
There are several other municipal services citizens are expecting online or on their
phone. These include requests, permits, facility bookings and water bill inquiry and
payment. These are customer facing functionalities the municipality should be looking
for in each of the associated major business systems.
At the top of the technology stack are those customer facing systems that portray the
M u n i c i p a I i ty VIP DJ HLFUA n FE AKUZ C KS1 ZAM RQ_RI -U RLP I.1AUQvSDJ-KSI_-DQG
accountability, engagement, and routine disclosure of data that people and
organizations want. Social Media is an opportunity to engage more interactively with
residents and customers. It enables effective pushing of information to the interested,
and is a channel where there are conversations about the Municipality. The
Municipality should be listening and engaging in these conversations, including
Prior & Prior Associates page 28
Municipality of Clarington Information Technology Strategic Plan
investing in social media management tools that enable planned messages and
campaigns, approval workflows, and sentiment monitoring.
Customer ❑ No platform, policies or procedures to support a
Relationship F HIJH[ SHLEffHZF ?W P XCLFLSDWVT-
Management Ll services
System Customer information changes not shared across
business systems and services ❑ how many times do I
have to tell you I moved?
Multi -departmental service requests, complaints and
issues are being lost, not fulfilled status unknown,
customers not informed
No systems to support active engagement or marketing
Critical to moving to an effective organization and
address sharing and communicating information
eRegister Online registration for recreation and leisure opportunities
Class currently supported by Class
Technology obsolete; Replacement in progress
eBooking Online lookup of facilities for rent, availability,
Class reservations and issuance of permits not implemented
These are supported by the current technology
business not ready
Class replacement in progress
ePermits Currently no online request service for permits such as
building, special events, parking, burn, fireworks, curb
cuts, road occupancy, signs and licenses such as lottery
and peddlars
These should be requirements in new major business
systems
Prior & Prior Associates page 29
Municipality of Clarington Information Technology Strategic Plan
ePets Current registration and licensing system good
Docupet
eForms Online application forms for various services such as pool
eSolutions enclosures, building permit inspections are enabled by
current eSolutions web platform good customer service
These feed into manual processes for entry into business
systems a opportunity for efficiencies with integrations or
direct enablement by business systems
eRequest
Online request for services and by-law enforcement use
online forms
No link to status reports
Inefficient process to enter into Service Request
management systems
ePay
L-1 eRegistration and ePets support online payment for
service
❑ other services require mail -in or in-person payment
❑ opportunity to improve customer service by including
payment at end of request processes
ePayTickets
current online system provides good customer service
gtechna
Website
Solid municipal web platform - well used
eSolutions
Excellent content coverage
Distributed content management capability not well used
as all content is vetted F1 need style guides and standards
opportunity for improved timeliness
Planning application information is not completed for all
applications
Social Media Good presence on Facebook, Twitter and a starter
Facebook 0 presence on Youtube a strategy and policy to limit
departmental channels has focussed interest and growth
Twitter Youtube Need video editing software and better desktops and
Sprout Social configurations
Social Listening is emerging as a valuable source of
customer satisfaction
Need ipads for Tourism field work and sales
Prior & Prior Associates page 30
Municipality of Clarington Information Technology Strategic Plan
Open Accountability and transparency principles and policies
Government established
Laserfiche Laserfiche platform serves up agendas and documents
eAgenda o User interface is very formal, structured matching
the data not the user needs .I eg. Record
W ebl i n k FDM RUkiVVXFK1D/❑) LP J HQJUAX1M I UDlW❑
Calendar probably meaningless to most users
o Search capability is slow and result lists are long
Open Data Some online access to basic municipal datasets of
interest to application developers, information
aggregators, researchers, independent constituent
analysis (for example, online access to agendas and
minutes)
There is an awareness of the need for more online
openness and data will be published as is assessed and
deemed appropriate. The Region of Durham has an
Open Data program which meets many of the
requirements of land developers
Can be an extension of the accountability and
transparency principles
2.3 Staff Survey Results
Prior & Prior conducted an online survey of all staff between February 6 and February
24. A total of 195 responses were received and reflect a broad representation across
departments, jobs and locations. Detailed findings are reported in Appendix B.
The staff survey found high levels of satisfaction with IT client services. The 80 percent
Satisfaction Target is a threshold derived from use of the survey for dozens of
municipalities. Key elements of client service, including timeliness, quality and
knowledge are well above the typical rating for most municipalities.
Prior & Prior Associates page 31
Municipality of Clarington Information Technology Strategic Plan
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
The timeliness of responses to The timeliness of resolution of The quality ofthe response to The knowledge of ffsupport staff
yaurneeds yourneeds your questions and concerns
Figure 3: Staff Satisfaction with IT Support Services
S of isf 4 c f i 4f1
Target
■ Very0issati sh e d
■ Dissatisfied
4 Neutral
■3atisfied
■VerySatisfied
The staff survey also indicated that the IT team is meeting expectations managing several
key IT infrastructure services. As illustrated in Figure 3, satisfaction is high for internet
access, network drives, email and calendaring. Virus protection, spam filtering and the
intranet platform are also approaching a high satisfaction level. However other services
including remote access, network speed, printers, mobile device management, PCs and
laptops and telephony are not meeting expectations. Many of these were raised in the
interviews as well. Most could benefit from formalization of policies and procedures, and
upgrade to enterprise -class tools.
Prior & Prior Associates page 32
Municipality of Clarington Information Technology Strategic Plan
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Merner cea0w != �eKWn �J SCOMln Wn ..— •
Figure 4: Staff Satisfaction with IT Services
satlsfacffon
Target
.nrvon�a
.anw+.a
.s.m..a
.'Mrs�[iYied
Satisfaction with the current set of business applications is low or neutral. Generally
staff are more neutral about technologies that they seldom use. Two systems stand out
as blockers to business improvement with significant indications of dissatisfaction: Land
Development Office, the development, permitting and licensing system, and WorkTech,
the work order system. These findings confirm what was discovered in interviews that
these systems are not meeting needs.
90%
BO%
70%
60%
50%
ao%
30%
20%
10%
0 01 el
� o
�cscF °Q
4 P
Figure 5: Staff Satisfaction with Business Systems
5atlsfactfon
Target
■very o�ssati�fied
■ o�satisfied
■ neutral
■satisfied
■VerysatiA'd
Prior & Prior Associates page 33
IMMEM
N0
INE
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1
MEN
0
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0 0
0
ME
M
0
�t
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Merner cea0w != �eKWn �J SCOMln Wn ..— •
Figure 4: Staff Satisfaction with IT Services
satlsfacffon
Target
.nrvon�a
.anw+.a
.s.m..a
.'Mrs�[iYied
Satisfaction with the current set of business applications is low or neutral. Generally
staff are more neutral about technologies that they seldom use. Two systems stand out
as blockers to business improvement with significant indications of dissatisfaction: Land
Development Office, the development, permitting and licensing system, and WorkTech,
the work order system. These findings confirm what was discovered in interviews that
these systems are not meeting needs.
90%
BO%
70%
60%
50%
ao%
30%
20%
10%
0 01 el
� o
�cscF °Q
4 P
Figure 5: Staff Satisfaction with Business Systems
5atlsfactfon
Target
■very o�ssati�fied
■ o�satisfied
■ neutral
■satisfied
■VerysatiA'd
Prior & Prior Associates page 33
Municipality of Clarington Information Technology Strategic Plan
The following chart shows the level of satisfaction reported on three key IT service
areas. Clients are generally happy with the core infrastructure services. They are less
happy with support for the implementation and operation of GIS and major business
systems. Comments and interviews indicated high levels of satisfaction with the
responsiveness and knowledge of the GIS Staff, but performance issues with the GIS
desktop and web platforms are creating challenges.
Digging deeper into the business systems rating we found that 50 percent of directors
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DGffBDAII1 WAWKC R(RJ WAC-Fi[SU DF1&1- W NXSSRL)VV X'1N-IV[DQOFI
comments on the survey confirm that IT needs to improve in this area to become a
trusted supplier and partner. One illustrative comment was L,VP DE1E-:H1AF0PA9-MR)UHV/
are preventing IT from being a visionary force that positions the Municipality to be able
to compete in a highly (and becoming more so) technologically advanced business and
FXV HUM -I- FH+QURCP HCMUnderstanding of the challenges of maturation was
widespread but agreement on resource level as the cause of the issue was not.
109%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
P rovi des and supports core IT infrastructure Providesserviresto supportthe implementation Providesmapping and CIS services.
(network, telecoms, storage), IT assets e.g. PC's, andaperation of the Municipality's business
laptop=_, tablets sinartphones), and provides system=_ and solutions.
general usersupport (help desk) service.
Figure 6: Staff Satisfaction with IT Service Areas
Safiisfa cf ion
Target
ft Ve ry Dissati sfi e d
■
Dissatisfied
Neutral
■5atisfied
0 V ry Sat sfi ed
Prior & Prior Associates page 34
Municipality of Clarington Information Technology Strategic Plan
2.5 Current State Summary
In summary, the technology environment assessment indicates a need for Clarington to
direct immediate attention to the infrastructure layer to strengthen and formalize core IT
technologies and services. IT governance, IT policies and procedures and IT business
continuity and disaster recovery programs need to be developed before major investment
is made in new business systems. It can do these things better and more efficiently with
upgrades to a fully functional help desk system, mobile device management system, and
IT asset management system. Develop requirements soon so they can be considered in
the acquisition and configuration of the asset management solution needed by
Operations.
At the same time, the IT team needs to realign itself to support the acquisition,
implementation and operation of new business systems. It needs more time and
resources dedicated to leadership, visioning, architecture and planning. It needs to be a
sought-after partner in all business improvement projects.
In the following sections we make recommendations for changes to the IT organization
and a set of projects to enable the municipality to make more progress in using technology
to improve efficiency and effectiveness of services and help departments achieve a strong
customer focus.
Prior & Prior Associates page 35
Municipality of Clarington Information Technology Strategic Plan
3. Municipal Comparisons
Four communities were compared to Clarington on IT systems and services and major
business applications. Clarington is second lowest in population among these
comparators. It is similar to Caledon in population density, both very low compared to
the others.
The following chart plots the number of IT staff and GIS staff and the general linear
relationship to the size of the municipality. Clarington appears to be proportionately
resourced, except that its geography includes significant rural areas and sparse
population, and thus multiple, small offices and field locations for network and system
support. Caledon with a smaller population than Clarington, has significantly more IT
resourcing.
Number of IT and GIS Staff
Oshawa
(159k)
Whitby
(128k)
Ajax
(120k)
Clarington
(92k) ■ IT Staff
■ GIS Staff
Caledon
(67k)
10 15 20 25
Figure 7: Number of IT and GIS Staff
Prior & Prior Associates page 36
- • •
Caledon
66,502
96.6
Clarington
92,013
150
Ajax
119,677
1,786
Whitby
128,377
875
Oshawa
159,458
1,095
The following chart plots the number of IT staff and GIS staff and the general linear
relationship to the size of the municipality. Clarington appears to be proportionately
resourced, except that its geography includes significant rural areas and sparse
population, and thus multiple, small offices and field locations for network and system
support. Caledon with a smaller population than Clarington, has significantly more IT
resourcing.
Number of IT and GIS Staff
Oshawa
(159k)
Whitby
(128k)
Ajax
(120k)
Clarington
(92k) ■ IT Staff
■ GIS Staff
Caledon
(67k)
10 15 20 25
Figure 7: Number of IT and GIS Staff
Prior & Prior Associates page 36
Municinality of Clarington Information Technology Strategic Plan
When expressed as number of IT staff relative to population, Clarington ranks second
lowest with a ratio of 0.1 IT staff per 1,000 population. Ajax is the lowest with 0.09. Both
are below the average of 0.14 and Whitby, Oshawa and Caledon with .12, .14, and .24
IT staff per 1,000 respectively.
IT staff at Clarington support more workstations and user accounts per staff than other
municipalities. The number of workstations supported per IT staff is 50, a number higher
than all other comparators and nearly twice as high as Whitby. The same is true of
network and user accounts, again with Clarington staff supporting the most users and
their network files and accounts compared to all others.
Another observation from Figure 9 is that Clarington has largely moved away from
simple cell phones to more extensive use of smart phones. Even though the current
business applications do not directly support mobile access, staff are creating their own
semi -automated processes using basic mobile capabilities such as email and camera.
Clarington appears to have completed a relatively early transition to smart phones and
relatively widespread deployment to a large percentage of staff. These are are helpful
preparatory steps for reducing resistance to a larger mobile and paperless business
transformation.
Figure 8: Relative IT Resourcing
Prior & Prior Associates page 37
IT Leader
Manager
Manager
Manager
Director
Manager
IT Staff excluding GIS
14
7
9
15
21
GIS Staff []Corporate Role
2
2
2
1
2
Number of Employees FTE
353
454
612
606
1,100
Number of IT users /
500
508
900
800
accounts
Number of workstations
350
385
415
850
Number of smart phones
145
57
175
160
Number of cell phones
25
163
40
30
IT Staff as % of total
4.53
1.98
1.80
2.64
2.09
employees
PC's per IT Staff
50
43
28
40
Number of login accounts
71
56
60
38
per IT Staff
Number of IT staff per 1,000
0.24
0.10
0.09
0.12
0.14
POP
Figure 8: Relative IT Resourcing
Prior & Prior Associates page 37
Municipality of Clarington Information Technology Strategic Plan
The comparison also yielded valuable insights into the use of major business systems.
Prior & Prior Associates page 38
40rmnt�sjrf
E_
M I
Finance
MS
MS
—
JD
mPower
PeopleSoft
Dynamics
Dynamics
Edwards
(OP)
(OP)
GP (OP)
GP (OP)
(OP)
Budget
FMW (OP)
FMW (OP)
FMW
FMW (OP)
FMW (OP)
(OP)
Purchasing
JD
PeopleSoft
Edwards
(OP)
(OP)
Human
Info:HR
ADP
Info:HR
ADP
PeopleSoft
Resources
Dynamics
WorkForce
(OP)
Workforce
(OP)
GP (OP)
(C) and
(C) and
with
HRIS (OP)
Halogen
Diamond
(OP)
Payroll (C)
Scheduling
Schedule 24
(OP) used in
a few areas
Learning
Experi-
Management
menting
with
Moodie
Recreation
Class (OP)
ActiveNet
Class
ActiveNet
Class (OP)
Management
replacement
(OP)
(C)
with
ActiveNet
(C) in
progress
Asset
Cityworks
CityWide
CityWide
VFA (C)
Management
(OP)
Capital
(C)
replacement
Planning,
in progress
Tangible
Assets(C)
Work
Cartegraph
CityWide
CityWork
CityWorks
PeopleSoft
Management
IssueTraq
Works(C)
s (OP)
(OP)
add on (OP)
(OP)
❑
Prior & Prior Associates page 38
Municipality of Clarington Information Technology Strategic Plan
Figure 9: Major Business Systems
Notes: (C) Cloud or Hosted solution, (OP) On -Premise hosting
As the table illustrates, cloud -hosted systems are making an appearance in municipal
IT, with strong adoption in the Recreation Management and Payroll business functions.
More and more major business software is transitioning to this model. For example,
0 LFU?\/ V'% current focus for its product development is the cloud, and Microsoft
' I_COP LFV� 3 _WHP XC[FLSDWVLFRLH11MCFH_DMDFFRXC= A-1vAP , has begun
receiving less development of new features compared to its cloud based counterpart,
Dynamics 365 Finance. All of the municipalities surveyed are sticking with their existing
finance systems for the near to medium term.
The table also highlights some important similarities and differences in specific business
software. For example, Asset Management, is enabled by software to widely varying
degrees, from nothing to an old application to be replaced, to VFA which is largely for
buildings, to I X01 HCUd iGI VL\AW V-Q\HIF& CLOD J 1 [LWHQW& LW 0+2 SOP HCWA&RQ/T 1
None of the comparators have Work Management systems that are tightly integrated
with Asset Management. The consultants believe a strong link is crucial to production
of valuable information and sustainment of quality data. Clarington will benefit from the
integration achieved through its recent implementation of CityWide Works.
Almost all municipalities use Amanda for their Planning, Development Tracking and
Permitting business. Oshawa is in progress of replacing its custom built application.
Similarly, almost all municipalities use Laserfiche as an electronic document repository.
Oshawa is in process of developing a strategy for ERDMS; Caledon is in process of
acquiring an integrated solution for paper and electronic records.
Prior & Prior Associates page 39
replacement
in progress
Development,
Amanda
Land
Amanda
Amanda
OLI- custom -
License and
(OP)
Develop-
(OP)
(OP)
built app (OP)
Bylaw
ment
-being
Office
replaced
(OP)
Document
Tab/
Versatile/
Versatile/
HRPM
Versatile
Management
Laserfiche
Laserfiche
Laserfich
(OP) L
(OP)
(OP)
e (OP)
strategy in
progress
Customer
Amanda
CityWorks
Lagan (OP)
Relationship
(OP)
(OP)
Management
Figure 9: Major Business Systems
Notes: (C) Cloud or Hosted solution, (OP) On -Premise hosting
As the table illustrates, cloud -hosted systems are making an appearance in municipal
IT, with strong adoption in the Recreation Management and Payroll business functions.
More and more major business software is transitioning to this model. For example,
0 LFU?\/ V'% current focus for its product development is the cloud, and Microsoft
' I_COP LFV� 3 _WHP XC[FLSDWVLFRLH11MCFH_DMDFFRXC= A-1vAP , has begun
receiving less development of new features compared to its cloud based counterpart,
Dynamics 365 Finance. All of the municipalities surveyed are sticking with their existing
finance systems for the near to medium term.
The table also highlights some important similarities and differences in specific business
software. For example, Asset Management, is enabled by software to widely varying
degrees, from nothing to an old application to be replaced, to VFA which is largely for
buildings, to I X01 HCUd iGI VL\AW V-Q\HIF& CLOD J 1 [LWHQW& LW 0+2 SOP HCWA&RQ/T 1
None of the comparators have Work Management systems that are tightly integrated
with Asset Management. The consultants believe a strong link is crucial to production
of valuable information and sustainment of quality data. Clarington will benefit from the
integration achieved through its recent implementation of CityWide Works.
Almost all municipalities use Amanda for their Planning, Development Tracking and
Permitting business. Oshawa is in progress of replacing its custom built application.
Similarly, almost all municipalities use Laserfiche as an electronic document repository.
Oshawa is in process of developing a strategy for ERDMS; Caledon is in process of
acquiring an integrated solution for paper and electronic records.
Prior & Prior Associates page 39
Municipality of Clarington Information Technology Strategic Plan
And finally, for Customer Relationship Management municipalities use either the
capability of one of their workflow systems or have a dedicated system such as Lagan
that integrates with the workflow systems to provide a common or centralized customer
engagement interface. The solution depends on the desired business model for
customer service in Clarington.
Prior & Prior Associates page 40
Municipality of Clarington Information Technology Strategic Plan
4. Strategic Directions
4.2 Strategic Alignment
Clarington needs a framework to plan its
architecture and prioritize its investments.
We recommend rooting the framework in
WHIP XC LRSD 6 WXI LFL3 00-L❑❑a
2018. The following strategic actions from
the Plan can be directly enabled by
technology
3 Streamline development
approvals
2.1 Communicate good governance
and value for the tax dollar
4.1 Refine and update the Asset
Management plan
5.1 Use technology to effectively
communicate with residents
5.6 Enhance Council and corporate
communications
In addition to contributing directly to these
specific strategic actions, IT can be a key
enabler of achievement of four high level
J RMI P S(FMN* I[O XCLFLSDUM MRQIII
Mission and Strategic Priorities:
Strateg
201sm.
VISION
Building a sustainable, creative,
taring community
MISSION
Committed to leadership, to respect and
to the delivery of quality services
STRATEGIC PRIORITIES
1. Facilitate the creation of jabs, attraction of new
businesses and expansion of existing businesses
Ensure and demonstrate good governance and value
for the tax dollar
3. Manage growth to maintain aur"small town" feel
4. Enable safe, efficient traffic flow and attire
Efficiency ❑ several elements of the plan Ij transportation
reflect an efficiency theme including g. Promote residents'engagement in our community
6 MN LF -3 lll UAU1❑F11 C,/XUHDQGII
demonstrate good governance and value JJ
IRJM eneralit implies the I En#ranceaccess toout unique natural environment
�ltll ,V�?J Y � p -
principle should be applied to any service
or process whose value or performance can be improved, and there are many
opportunities to modernize and automate. One of the specific actions mentioned in the
6 Mlr I IF -3 OQIE D,/ ---HI I LFII P DMJ HI DC G-SU:1K H[P DLC HLR - CXIyP&U
illustrating the value customers and stakeholders place on efficiency.
Customer Focus there are several strategic actions to improve the communication
DQG_HQJ DJ FP HOM 1C F( XGU ❑& RP P XCLFD& widely,
frequently and through various channels good governance and value for the Clarington
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& 01JU URQ-1I SF %FZa A X\AAP HU6 HLX'LFHI Q V D[ E+CDE ❑
need to track and resolve issues, design work with the customer in mind, and engage
Prior & Prior Associates page 41
Municipality of Clarington Information Technology Strategic Plan
with customers to understand their expectations. IT can be a key contributor and
enabler of many of these customer facing capabilities.
Effectiveness ❑ 714VJ FUCU1LLP O_U4;N IG11Q1P P LVVLRC�V1,mYP HCMFP P UAC- � ❑
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development approvals pU;FHW DQGUVHXS-RQJRLQJ AH31FHTND3Dfi1RCF9KlYOWbU
direction was also a topic revisited in the Update to the Strategic Plan, in its scoping of
service reviews to consider many aspects of effectiveness including understanding
customer expectations, measuring performance, and assessing the logic of program
design. The original Strategic Plan also called for technology to help the municipality
effectively communicate to residents.
Accountability ❑ The strategic plan proposed several actions that imply a goal of
increased accountability. These include promoting resident engagement, demonstrating
good governance, and demonstrating value.
In summary, these four goals are what business units need to strive for to execute the
Strategic Plan with positive impact, and DFKHYH&®LJlQJVRCiC/9LVLRQ-R FIDAXVOLCIDEEOFF
creative, caring community
� Building A Sustainable, Creative, Caring Community
Increase !��° Increase ingease
Efficiency CLMDmer Ef#ectivenes=_ Acoount3bility
In practice, all major IT project proposals should be assessed based on their
contribution to the achievement of these corporate business goals. Together they
define dimensions on which to identify, document and measure success of each
business improvement initiative. Appendix A sets out a basic project prioritization
methodology that requires proposals to articulate credible benefit statements aligned
with the four goals. These statements become the basis for an overall assessment of
project impact.
4.3 Strategic Themes and Actions
The IT Strategic Plan exercise identified many opportunities for improvement in the use
of IT in business and in the IT infrastructure and organization needed to support it.
These opportunities, goals and actions are summarized in the following five strategic
themes:
1. Adopt a corporate, planned and integrated approach to business systems
2. Build nimble, user -responsive technology infrastructure
3. Align and mature IT service
Prior & Prior Associates page 42
Municipality of Clarinqton Information Technology Strategic Plan
4. Connect Field Staff using Technology mobile & remote
5. Deliver Digital Services, Anywhere, Anytime
These themes reflect what we heard from leaders and stakeholders. They reflect the
business customer perspective ❑the need for a partner in the acquisition and operation
of technology. They also reflect the direction of the strategic plan and implementation
roadmap. They are the things the IT unit needs to work on to become an effective
service provider. They strengthen IT capability to enable important business
capabilities.
The business capabilities identified in this project as most important are online services,
automated workflows, connected field staff, better communication and engagement, and
reporting and analytics.
Each of the strategic themes is translated into a goal for IT. As illustrated below, IT
needs to focus on 5 key capability enhancements to enable new business capabilities
for its client departments.
R�r
Enhance artline ImPfOre Strengthen Automate Gannet[ Meld
Services Camm.niration Reporting and Wart lows Staff
& Calla6oration Analytic
t Strengthen
Strengthen R StrengthEn IT Align Mature 5trengdten E&T Mobile
Infrastructure Governance r5emice Integration &Remove
Access
Explanations and specific, measurable actions are outlined in the next sub -sections.
A set of Business Enablement Initiatives are also set out in the final section of this
chapter. These will acquire and implement major business applications to enable new
and stronger business capabilities in online services, communication and collaboration,
reporting and analytics, automation and mobilized field staff.
4.3.1 Adopt a corporate, planned and integrated approach to business systems
The Municipality needs to invest in new and updated business
systems to enable improvements in its planning and delivery
of programs and services. As the municipality grows, so too Governance
do the number of applications, requests, inspections,
Prior & Prior Associates page 43
Municipality of Clarington Information Technology Strategic Plan
registrations, permits and licenses. There is simply more work to do. At the same time
resident, business, and visitor expectations have risen to include modern, accessible
user experiences made available 24/7 on the channel of their choice for services that
are fulfilled by efficient and effective staff and processes.
Departments have managed until now using old technologies with limited functionality,
supplemented by manual processes, spreadsheets, single purpose databases and lots
of paper. All are looking to improve their organizations with new business processes
and want to acquire new technology to enable them to deliver their programs and
services more efficiently and with more customer focus. Most are ready to use more
and better management information to plan and operate more effectively.
The problem for Clarington is that the demand for major business systems exceeds the
current capability and capacity of the IT organization to support the research,
acquisition, implementation and sustainment of big systems.
At the same time, it has never been more important to make technology investments
that will make the most out of every opportunity. We pose three principles to guide all
future effort and investment in major business systems:
Corporate C a holistic view of all needs that will maximize opportunities to
achieve corporate goals
Planned C a rational roadmap that recognizes the pre -requisites such as
business readiness, resource availability, and infrastructure supports
Integrated C maximizes opportunity to sharing information across systems to
eliminate duplication and improve the quality of data
The opportunities and recommended actions of the IT strategy under this theme are as
follows:
Opportunity: The organization needs a governing body that will execute the strategy
by planning and monitoring the portfolio of projects, ensuring that policy enablers are
in place, approving and supporting standards, and ensuring a corporate -wide view of
technology is cultivated. The strategy and implementation priorities need to be
reviewed annually to accommodate new needs, halt or re -cast failing projects, and
take advantage of new opportunities.
Action: Strike a formal IT Steering Committee of senior managers and a
representative set of department heads with the IT Manager acting in a support and
subject matter expert role. Assign a workgroup to develop Terms of Reference and
meeting schedule in Q3 and meet quarterly thereafter.
Prior & Prior Associates page 44
Municipality of Clarington Information Technology Strategic Plan
Opportunity: Clarington does not have systems, processes or data to show a high
level view of its technology investments and report on the impact of their links to
corporate goals. Clarington needs a process for documenting, prioritizing, integrating
and managing projects and their alignment and impact on corporate goals.
Action: Establish IT leadership and departmental capability, best practices and tools
for documenting project proposals, especially emphasising meaningful benefit
statements and alignment to strategic goals. Mature the capability in year 3 by
adding measurable cost reductions and revenue increases and calculating Return on
Investment for prioritization and performance measurement.
Opportunity: Clarington has limited capability in defining, prioritizing and executing
business improvement and technology implementation projects. It needs policies,
procedures, templates, technology and methodologies to define and execute projects.
Action: Establish best practices and tools then take small, incremental steps toward
developing capability and capacity throughout the organization through training and
mentorship from consulting project managers on this portfolio of projects.
Appendix A, the Recommended Project Portfolio, includes high level proposals for these
and all strategic projects.
4.3.2 Build nimble, user -responsive technology infrastructure
The municipality needs to modernize and strengthen its
technology infrastructure. The investigation showed that the Strength:IT
technology facilities such as the server room, its power supply Infrastructure —
and environmental controls are satisfactory to meet needs for
the foreseeable future, but other elements of a sound
infrastructure such as email, network, mobility management and remote access need
modernization and enhancement to improve support for cloud -based, mobile, integrated
business systems. There is a strong corporate direction to improve communications ❑
with residents, stakeholders, partners and Council as well as among staff. The needs of
IT include ever-increasing bandwidth, more WiFi capacity, more social media channels
open and managed.
Prior & Prior Associates page 45
Municipality of Clarington Information Technology Strategic Plan
One illustrative shortcoming identified has been difficulty in setting up and using web
conferencing from within the network. Currently if a plug-in must be installed on the
GA i i iD],q-I(3C AV_F I LFH3W HDM❑ HG1RlAF H❑ ❑
and installation. However, sometimes these events are spontaneous and access is
needed immediately or after hours. This issue will grow as the use of this technology
becomes common so if the help desk call volumes agree, then the policy, standards,
desktop image and permissions should be reviewed. Improvements like this can
demonstrate pro -activeness on the part of the IT team, increase customer satisfaction
with the IT service and also create efficiencies for themselves by eliminating service
requests before they happen.
The municipality \4<RXGDmR_BH_SLIHSDIIJDJ ARMSSRIW RL1H_RIAKHAnternet of thingsu
with departments wanting all kinds of devices connected to the network from pixel
boards to traffic counters. Most of the businesses would like to consider cloud based
solutions, which have their own bandwidth and network requirements. A network
assessment should be one of the first projects for Clarington once there is agreement
on the plans for the future technology architecture. The assessment will recommend
enhancements to the network design and components that will deliver more security
and more flexibility.
Another important new role for IT in the world of a federation of things and business
systems is to provide leadership for the corporation in identifying business risks, their
impacts and in planning mitigation tactics. With that in hand they can then assess the
technology risks and conduct and Security Assessment. The Municipality has already
recognized the importance of security in recently creating a security specialist position.
The other piece of the risk management framework is the identification and
documentation of business resumption needs and development and rehearsal of a
disaster recovery plan. These are best led by third parties, but there is a fair amount of
engagement of business stakeholders.
The recommended actions of the IT strategy under this theme are:
Opportunity: The IT team is currently implementing recommendations from its 2015
Network Assessment building the foundations for a comprehensive Business
Continuity and Disaster Recovery Plan. The municipality can significantly increase its
preparedness by documenting the impacts of catastrophes on every service,
prioritizing their return, and planning for recovery and return to full service.
Action: The Business Continuity plan involves stakeholder engagement exercises to
identify and define services, identify impacts of disruption, help departments prioritize
Prior & Prior Associates page 46
Municipality of Clarington Information Technology Strategic Plan
service return, identify interim or fallback processes, then recommend a plan and any
enabling actions to prepare. There is a fairly specialized body of knowledge required
which may best be acquired through out -tasking. Consider also out -tasking the
Disaster Recovery service.
Opportunity: Clarington's current email system, Microsoft Exchange 2010, will reach
end of life in 2020, and takes a lot of staff time and effort to maintain. Increasing
sophistication of security threats make failure to keep up with maintenance patches,
server currency, spam and virus prevention creates significant risks to business
continuity. The municipality needs to investigate the costs and benefits of a cloud
solution alternative and replace this solution when most of the value from its current
investments has been realized.
Action: Most municipalities the size of Clarington are moving to a cloud -based
solution for email to reduce effort and complexity of managing email servers, doing
backups, archives, and restoring content for users. Determine requirements and
constraints and determine if a cloud solution is preferred.
Prior & Prior Associates page 47
Municipality of Clarington Information Technology Strategic Plan
4.3.3 Align and mature IT service
The municipality needs to take advantage of modern business
technology to enable service improvements. The IT team has (4 Align & MaturVe)
developed incrementally with a focus on sound infrastructure
management and responsive client services. In our maturity
model, the team and services can be best characterized as a solid utility, providing
reliable core services such as network, database and servers, or the equivalent of
keeping the lights on.
A,:}c711{1
U04
Keep the lights on: The IT organization is
expected to provide cost effective -dial tone
reliability with transparent costs.
Increasing costs, new resources, new skills required to progress
The next level of maturity has IT taking on more roles as a trusted supplier and
custodian of technology solutions. This means leadership in helping business units
acquire and sustain business applications. There are several examples of IT taking on
this role, with platform support for the Microsoft Dynamics GP financial system and
recently with business analysis support for the Recreation Management system
replacement. However as the demand for this kind of service exceeds the current
capacity, investing in this area could produce a stronger corporate structure.
7 KHA/XFFHWJR ANHDMC�M/XC WDQGA+HI I HP2f'HQ+VR AWIL ' XC IRSDWW7 ❑
investments requires that the IT organization take on more of the supplier roles yet still
maintain high quality customer services and core infrastructure services. This
transformation requires two things:
People change -i refocussing some staff on the emerging business solution
needs and developing the necessary knowledge and skills to provide supplier]
partner services
Prior & Prior Associates page 48
IT is integral to how we do business: IT
organization is expected to closely partner
with the business to help identify, plan and
deliver significant business transformation
Partner
initiatives - plus be a trusted supplier.
player
IT delivers criticol functlonallty and
services: IT organization is expected to
deliver application projects on time and on
gusted
budget, based upon the operating units
supplier
requirements and priorities- plus be a solid
utility.
A,:}c711{1
U04
Keep the lights on: The IT organization is
expected to provide cost effective -dial tone
reliability with transparent costs.
Increasing costs, new resources, new skills required to progress
The next level of maturity has IT taking on more roles as a trusted supplier and
custodian of technology solutions. This means leadership in helping business units
acquire and sustain business applications. There are several examples of IT taking on
this role, with platform support for the Microsoft Dynamics GP financial system and
recently with business analysis support for the Recreation Management system
replacement. However as the demand for this kind of service exceeds the current
capacity, investing in this area could produce a stronger corporate structure.
7 KHA/XFFHWJR ANHDMC�M/XC WDQGA+HI I HP2f'HQ+VR AWIL ' XC IRSDWW7 ❑
investments requires that the IT organization take on more of the supplier roles yet still
maintain high quality customer services and core infrastructure services. This
transformation requires two things:
People change -i refocussing some staff on the emerging business solution
needs and developing the necessary knowledge and skills to provide supplier]
partner services
Prior & Prior Associates page 48
Municipality of Clarington Information Technology Strategic Plan
2. Policy, Process and System enhancement []strengthen old and new capabilities
with service elements that build trust
Details about the recommended people change are discussed in a later section. The
remainder of this section points out some key steps to building trust by strengthening
and expanding the IT service methodology and tools.
As the staff survey indicated, there are a few areas where improvement is needed to
achieve a higher satisfaction level. Some of the issues arise as a result of a lack of
clarity or a lack of communication. Some examples from the discovery interviews
include:
o Roles ❑ should IT help the departments pick their technologies? Do I need
permission?
o Rules ❑ ,7 A/W MJF HVADEVIA R❑❑ are the reasons communicated? understood?
o Service Definition ❑ is there after-hours support? How do I access it?
An effective approach to resolving these issues is to adopt some of the key elements of
IT governance and service management best practice. COBIT5 is an IT governance
framework and supporting toolset that provides support for a maturing IT service. With
new support for business analysis, project management, and portfolio management, the
technology services team will be able to focus on system and service management,
strengthening its capabilities in the COBIT5 areas as follows:
i
A0
y
ALAA
AUDIT & RISK INFORMATION REGULATORY GOVERNANCE OF
ASSURANCE MANAGEMENT SECURITY COMPLIANCE ENTERPRISE IT
Manage Evaluate and Oversee and Keep ahead of Align IT goals
vulnerabilities optimize manage rapidly changing and strategic
and ensure enterrise risk. information reulations. business
pg
compliance. security. objectives.
Additional service improvements can be sought in the Information Technology
Infrastructure Library (ITIL v3), a globally recognized collection of best practices for
managing IT. These include key capabilities in IT service operation areas:
o Lifecycle planning and management
o Operations and Support
o Change management
o Service Offerings and Agreements
The two frameworks should provide continuous improvement ideas for the IT service for
years. For the next 1-3 years, we recommend focussing on the following opportunities
for improvement:
Prior & Prior Associates page 49
Municipality of Clarington Information Technology Strategic Plan
Opportunity: There are currently limited formal policy/process/procedure documents
at the municipality. There are several critical documents that need to be developed
immediately to support this plan. Development of additional policies should be
developed through related projects and governed as needed (e.g. remote access).
1. Hosted / Cloud solutions
2. Mobile Device Standards and Acquisition
3. Acceptable use
4. IT Security (passwords, 3rd party access, physical access)
5. Backup, recovery, BC and DR
6. Asset lifecycle management
7. Data management (lifecycle, privacy)
8. IT procurement processes
9. Email & voicemail standards (including archiving)
Action: These should be developed as IT Governance projects led by the IT Manager
and documented, published, approved and maintained in accordance with a quality
documentation standard adopted by the committee. Consider referring to ISO
standards for guidance.
Opportunity: As the municipality and technology use have grown, so too have the
challenges of meeting client expectations. IT cannot be everything to everyone, but
when staff assert this reality, the result is often dissatisfaction and decline in trust. The
IT section needs to build this trust and increase client satisfaction, while at the same
time providing great services focussed on delivering customer value.
Action: The IT team should engage its clients in identifying their service and support
needs and propose simple but formal service offerings and levels. These should be
documented, approved by the IT Steering Committee and posted on the IT intranet.
As you mature, start developing formal Service Level Agreements (SLAs) and service
uptake and performance measures.
Prior & Prior Associates page 50
Municipality of Clarington Information Technology Strategic Plan
Opportunity: The municipality currently uses a custom made application to log and
track IT service requests and trouble tickets. Garnering end user compliance in the
new process has been challenging, and reports are limited. To measure and improve
IT service management, the municipality needs to invest in a more robust solution
providing web based issue logging and tracking for end users, knowledge base
development, and performance reporting. These capabilities may be met through one
of the Customer Relationship Management modules to be acquired for other services.
Action: Make this a task for the enhanced IT team to gather requirements, partner on
or acquire a solution and configure to practice their project management and change
leadership skills.
4.3.4 Connect Field Staff using Technology ❑ mobile & remote
The municipality needs to connect field staff to technology and
information through mobile devices, applications, and services.
It also needs to provide remote access to business applications Mobile &Remote
WU?XJK3&VLDCEE1KFLIH—For IT to enable this connectivity, it Access
needs to develop a holistic understanding of the current and
short term needs and opportunities and take action on the infrastructure side to support
the needs efficiently, effectively and securely. 17[s enablement of a mobile and remote
workforce should begin with a strategy but plan on expenditure on network and mobile
device management tools.
Improvements in networks, devices and solutions also now make it viable to connect
field staff to systems used in the office. By accessing technology and systems that are
available in the office, field crews can have access to maps and information immediately
to hand, avoiding wasted trips to the office to check drawings and review information.
For example, crews can respond faster to customer requests, as office staff can send
requests electronically, in real time. Time spent by staff in the office to update records
can be e 1 i m i n a \HGDV-FL -] VLFDQIXSCDN RLNRLO-WDCG - i m e,
electronically in the field. This all adds up to increased overall efficiency and means
more time working and less time travelling into the office to access information. This will
lead to a significant boost in productivity.
The municipality should ensure that it makes the most of the opportunity to mobilize
field staff through its acquisition of major business systems. IT should act quickly to
develop a mobile and remote access strategy, informed by high level needs and
opportunities garnered from stakeholder engagement plus research into the capabilities
of potential business systems. The strategy should identify enabling policies and
Prior & Prior Associates page 51
Municipality of Clarington Information Technology Strategic Plan
standards, network capability and capacity, and security. Architecture should also plan
for capacity and flexibility for future internet device connectivity.
These are the kinds of topics that departments are looking for leadership from IT for
keeping decision makers current on technology opportunities and best practices. A
discussion of mobile devices by stakeholders may be most fruitful if IT organized a
learning event ahead of time.
There is also proven benefit from providing access to major business applications from
remote desktops. In some cases, such as email, mobile devices have reduced the
need for staff to access the network from home for email. The demand will also drop as
major cloud -based business applications provide the same web interface to any
desktop. However there remains a need for staff to access email, files, intranet
resources, business applications, reports and Microsoft Office productivity applications.
The municipality needs to develop policy, standards and request procedures for various
levels of remote network access.
The following action is recommended for Clarington:
Opportunity: Managing the security and support of mobile devices has become a
problem for IT. The variety and number of mobile devices has burgeoned and clients
may not be getting and using the best devices for their needs. The municipality
needs to identify all opportunities for business enablement through mobile devices
and remote access, and update policies, procedures, standards and management of
same. Device management technology needs to be enhanced to cover all types.
Action: Review existing mobile deployments with frontline users of the services to
identify strengths, weaknesses and lessons learned for existing deployments. Identify
all areas to benefit from mobile; re -set mobile strategy and develop rollout and
extension plan. Acquire a mobile device management system for IT.
4.3.5 Deliver Digital Services, Anywhere, Anytime
Clarington needs to maximize all opportunities to deliver value to
its residents, businesses and visitors through modern, Strengthen I&
technology -enabled services. Customer expectations now Integration
include 24/7 access to service information, booking and
application processes, status updates and personal account
information. In most cases these customer -facing systems and views require access to
Prior & Prior Associates page 52
Municipality of Clarington Information Technology Strategic Plan
real-time data, and assume that processes will move along in a predictable fashion.
Couriers have set the bar high for online service request and service tracking, and
establishing service standards.
We identified several eServices that could be introduced or improved. These included
eRequest, an electronic service request and tracking application, and ePermitting for
building permits and inspections. These functions should be sought in replacement
Work and Asset Management Solutions and Development, Licensing and By -Law
solution.
Customers also need good tools and information to be engaged in the business of
municipal government in Clarington. The current internet site is supported on a solid
content management platform, but there is need for internal and external collaboration
tools and an intranet site. The municipality also needs to begin work on performance
measurement, scorecarding and public dashboards. These will be simple and manual
measures at first, but should evolve into meaningful and actionable indicators of
performance and the value delivered for taxpayer dollars.
The municipality already has a good collection of electronic forms on the internet built
on the eSolutions platform. The technology is used widely among smaller municipalities
02 QU E T)QG P H % & QUIDJ VRQV- FXUkQA -HC1/I 4 RC IG!3-M-0 ZSP F XR DRIP V RQ❑
this platform is recommended.
Consultants also heard significant need for staff to have access to integrated business
systems. In the case of customer service requests, for example, some workflows
require notifications and creation of work orders in multiple systems. In some cases, it
is helpful for providing good customer service if appropriate participants anywhere in the
SU; FMM-FDQ—I CQARAN irn RUTRL04JKLARUTRLNAUXVlQZ-1 The re a re
several other key opportunities to create or improve integration by creating a single
authoritative source of master data such as locations and assets or by sharing
kUXXUFU'RCVA0TKZVD1U RU-DA'RCff RLH-UVN441FU W KHGXW A/L\APoP
and population of instructor in recreation courses. Opportunities for integration include
the following:
- Capital Planning - Asset inventory
- Recreation Management []Asset Inventory
- Recreation management []Work Order Management
- Work Orders and Payroll
- Work Scheduling - Recreation Management
The IT unit needs to improve its own capability for managing all these interfaces. The
number and complexity of integration requirements is going to increase dramatically in
the near future, so IT should document the current integration architecture, identify high
level integration needs of major business systems, and plan the appropriate network
and integration architecture.
Specific initiatives to strengthen IT Integration are the following:
Prior & Prior Associates page 53
Municipality of Clarington Information Technology Strategic Plan
Opportunity: The Municipality does not have adequate systems and processes for
recording and managing customer service interactions. The current WorkTech
system does not meet needs for service request and complaint tracking. A new
recreation management solution will have CRM capabilities for that register for
activities and rentals, and a new development tracking and bylaw system will have
accounts for customers with interests in property. Customers' personal and property
information is collected in different ways, over and over, creating inefficiencies and
customer inconvenience. There is no integrated customer record across processes
such as complaint, inquiry, service request, account inquiry, billing etc. The
municipality needs a central Customer Relationship Management system to serve as
the hub and give a unified view of the customer across apps and departments.
Action: Collect CRM requirements across all customer facing services in the short
term for use as configuration and integration inputs for the big 3 new solutions - Work
and Asset Management, Development, Licensing and Bylaw, and Recreation. Public
expectations for eservices, self-service and personalization of the web experience
should be captured in a single engagement for all three projects. This could be done
as a sidebar on the WMS project, or could be the first phase of technology
enablement of a future customer service review. These requirements will inform the
data integration architecture for a central corporate customer service application and
e -services. After digesting the requirements, acquire an off -the -shelf or cloud based
CRM solution to meet the need.
Opportunity: Clarington has a geographically dispersed and increasingly technology
savvy customer base. It needs to provide customer facing service access interfaces
that are easy to use, and are available on the customer's channel of choice, anytime
and anywhere.
The municipality has an excellent opportunity to provide many more services online
as components of new major business systems. While the requirements gathering
process for new business systems will reveal eservice needs for each, a holistic view
will lead to a more consistent and integrated customer experience. In some cases the
built-in eservice functions of business systems will not be satisfactory. A high level
online service strategy will identify priorities, standards and integration architecture.
Action: Develop an online service strategy by engaging external and internal
stakeholders to establish priorities and expectations. Consider combining with the
mobility strategy since device of choice is becoming a real expectation.
Prior & Prior Associates page 54
Municipality of Clarington Information Technology Strategic Plan
Opportunity: Clarington has a large number of internal and external forms in paper
and various electronic formats that will not be replaced by application interfaces of
new business systems. It needs consistency in look and feel, data standards,
compliance with AODA regulations, and integrations with systems and processes.
The existing form solution provided by eSolutions may suffice, however the
development of a planned and standardized approach to forms development requires
knowing the priority list of electronic forms and the common information to be
captured.
Action: Conduct a strategy exercise to identify needs and opportunities to use
electronic forms for internal and external processes that do not have direct online
service interfaces. Conduct a fit/gap analysis with eSolutions and consider
augmenting other technologies such as Adobe forms.
Opportunity: Several departments indicated that they need to communicate better
with each other. While the municipality has an intranet, the technology is old and the
information architecture has developed in a ad hoc manner through individual
department initiatives. The platform needs to be updated to better support distributed
content management and the information needs to be designed for easy access from
a variety of perspectives.
Gather requirements and priorities for corporate information and departmental
information. Use weblogs to identify the most important pages and look for ways to
standardize their format. Design a new site with multiple perspectives including
corporate, departmental sharing, and departmental internal perspectives. Select a
technology that meets the needs and implement core content all at once.
Prior & Prior Associates page 55
Municipality of Clarington Information Technology Strategic Plan
Opportunity: Several stakeholders, including senior managers, noted that the
departments operate separately, often unaware of what each other is doing and thus
missing opportunities for collaboration, process integration and efficiencies. Key
documents are often locked inside file server structures, invisible or inaccessible to
innovators. Internal communications platforms are needed to provide alternative
sharing and discussion opportunities for groups based on project, position or areas of
interest.
Action: Acquire or subscribe to basic collaboration tools for use in all new technology
projects. Develop a formal pilot project including training then measure the value. If
successful, encourage other groups to use the technology.
Prior & Prior Associates page 56
Municipality of Clarington Information Technology Strategic Plan
4.4 Major Business Applications
The remaining projects recommended in this strategy are for the acquisition and
implementation of major business applications. The needs for these systems was
heard clearly through the interviews and staff survey. Municipal comparisons also show
that Clarington needs to invest in new and better major business applications. As the
current stat assessment indicated, the municipality has opportunity for renewal or
enhancement of most of its major business applications, most of which can deliver new
capabilities that will enhance the customer experience, and provide demonstrable gains
in efficiency and effectiveness.
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The following acquisitions and their enabled business transformations are
recommended:
At time of writing the Municipality has three important projects in flight. These are:
❑ Recreation Management and Facilities Booking System (ActiveNet)
❑ Work Management System (CityWide Works)
❑ Enterprise Financial System Update (Great Plains 2016)
This strategy assumes that these projects will be successful in meeting the major
business enablement needs of the Recreation and Operations departments for the
next five years. It assumes the Great Plains system will be upgraded and remain an
Prior & Prior Associates page 57
Municipality of Clarington Information Technology Strategic Plan
on-site hosted system for the next five years since the strategy recommends several
new integrations and extensions.
The municipality has invested in new work management technology with the initial
phase focused exclusively on the Operations Department. Full value of the solution
can be gained by rolling it out to Parks and Recreation for facilities management.
Both departments should use the new system to plan and track daily activities in
service delivery work such as park maintenance and ice cleaning.
Action: This phase of the project should proceed with more planning, stakeholder
engagement, project management and quality management. Follow a sound
software implementation lifecycle and take the time to document processes and do
prototypes and pilots where change is profound or user acceptance is at risk.
Opportunity: The municipality does not have adequate systems and processes for
recording and managing transactions associated with property. These include
development tracking, engineering, bylaw enforcement, permits, and licenses.
Current processes will be unsustainable with continued growth. Clarington needs
technology to enable more efficient and effective management of processes and
information, with e -service, mobile and GIS integration.
Action: Acquire an on -premise off-the-shelf or cloud -based municipal planning and
compliance solution.
Opportunity: The municipality does not have a robust technology for online delivery
and management of training. Fire Services, Operations, and HR have onboarding
and ongoing training needs, and IT needs to support better technology
implementations with more and better training. Online, self -paced courses are an
Prior & Prior Associates page 58
Municipality of Clarington Information Technology Strategic Plan
effective and efficient choice for many policy, procedure, safety and technology
training for broad, dispersed audiences. Solutions deliver online training and track
both online and other training experiences.
Action: A Business Co-ordinator/Supervisor should detail the municipality's short and
medium-term training requirements and acquire a cloud -based learning management
platform. Once selected and architected for both corporate and departmental needs;
this platform can be implemented in phases, starting with Fire, Operations and IT.
Opportunity: As the municipality makes significant investment in new technology over
the next 5 years, it needs to ensure that users fully understand the capabilities and
procedures of the new systems.
Action: Technology training should be supported by a learning culture, adopting IT
training best practices such as planning and assessment, and the train -the -trainer
model. The current training room needs to be modernized. Select and support a web -
conference service for web- based interactive training and purchase access to self-
directed modules for each new solution for knowledge reinforcement. Plan to spend
capital money on multifaceted training for all new solutions.
Opportunity: Parks and Recreation, Operations and Fire and Emergency Services
need technology that streamlines the processes of applying for and scheduling
workers into part time roles and time slots. There is also need for a volunteer
management solution.
Action: Acquire an off the shelf or cloud based solution that integrates with the payroll
system. Look for remote access and mobile enablement as key requirements
Prior & Prior Associates page 59
Municipality of Clarington Information Technology Strategic Plan
Opportunity: The municipality currently uses manual processes for creating purchase
orders, receiving goods, and matching invoices to them. Processes involve moving
paper or images of invoices and no three way match. The municipality needs further
enhancements to automate its purchasing process with electronic workflows.
Action: Determine desired business model and conduct a fit/gap analysis of the
capability in the most recent MS Dynamics GP accounting system. If that is not
suitable acquire an off the shelf solution that integrates with it. Look for mobile
enablement as a key requirement and integration with Laserfiche for archiving image
records as desirable.
Opportunity: The municipality currently uses manual processes for managing the flow
of payables and receivables. Processes involve moving paper or images of invoices.
The municipality needs to automate its accounts payable and accounts receivable
processes with electronic workflows.
Action: Determine desired business model and conduct a fit/gap analysis of the
capability in the most recent MS Dynamics GP accounting system. If that is not
suitable acquire an off the shelf solution that integrates with it. Look for mobile
enablement as a key requirement and integration with Laserfiche for archiving image
records as desirable.
Prior & Prior Associates page 60
Municipality of Clarington Information Technology Strategic Plan
S. IT Organization
5.1 Current IT Organization
The current IT team of nine (9), has done an impressive job building out a stable and
reliable technology infrastructure. Nonetheless, a number of staffing risks and
challenges emerged during the assessment, including:
1. The IT team is very lean with everyone having a focus on support and help desk
issues, leaving little to no capacity for planning or strategic management.
2. The horizontal structure leaves little opportunity for effective succession planning
3. There is a great deal of dependency on one staff resource
4. There is very little communications from IT to the rest of staff
5. IT has maintained a traditional approach to IT support, providing excellent
reactive service rather than being able to provide strategic services to help the
business move forward.
5.1.1 Process Maturity Model
The effectiveness of service delivery organizations can be measured in a variety of
ways. One of the most commonly used tools is the process maturity model
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7 --interactive tool for assessing the maturity of process -driven organizations
enables business and IT leaders to sense and evaluate their current readiness for
progress in the discipline of business process management and improvement, while
providing a full ❑MITHEI[O1E]❑❑��❑LLLLL 1❑
Prior & Prior Associates page 61
Municipality of Clarington Information Technology Strategic Plan
Level 0
Chaotic
• Ad hac
• Undocumented
• Unpredictable
• Multiple help
desks
• Minimal IT
o pe rations
• User call
notification
Level 2
Level Proactive
• Analyze trends
Reactive • Set thresholds
• Fight fires
• Predict problems
• Inventory
• Measure app lica-
•Desktop
tio n avai lab i lity
software
• Auto mate
distribution
i Mature problem,
•Initiate problem
configuration,
rranagement
change, asset
process
and performance
•Alert and event
rngrnt processes
Level 3
Service
• IT as a se rvic e
provider
• Define services,
classes, pricing
• Understand costs
• Guarantee SLA,-
• Measure and
report service
avai lab i I iry
• Integrate processes
• Caparrty
management
Level 4
Value
• IT as a strategic
business partner
• IT and business
metric linkage
• ITfbusiness
col labo rah is n
improves business
p roc ess
• Real-time
infrastructure
• Business planning
Manage IT as a Business
Service and Account Management
management
-Measure component Service Delivery Process Engineering
availability (upJdown)
Operational Process Engineering
Tool Leverage
Gartner IT Management Maturity Model
Analysis of this model and the current IT Department indicates the department would be
at a level 1 - 2. This is primarily due to the fact that everyone in IT has a focus on
support and help desk response. The IT team works very well together, is supportive
and respectful of one another. Yet, there is little opportunity for strategic thinking or
planning resulting in the reactive mode of IT services. There are few opportunities to
plan ahead, to predict problems or to analyze issues. The IT team responds very
quickly to issues and requests for help and always put forward their best effort to
resolve any problem. The IT Department is not always involved in discussions
regarding technology, existing or new. As the municipality moves forward to achieve its
strategic goals, it will need to ensure IT is involved to ensure corporate standards are
being met.
5.2 IT Service Delivery
To accommodate the new demands and achieve the goals laid out in this Strategic
Plan, IT service delivery must become more:
❑ Agile and responsive to new and emerging needs
❑ Proactive and strategic
Prior & Prior Associates page 62
Municipality of Clarington Information Technology Strategic Plan
To achieve this, we suggest three key things:
1. Enable the Manager of IT to focus on IT strategy and planning, business systems
and project delivery.
2. Reorganizing the department to establish dedicated teams within IT, that allow
for service excellence and specialization in 3 key areas:
a. Client and Application Services (help desk and customer support)
b. Technology Infrastructure (data and voice networks)
c. Business Development Services (application and data analysis)
3. Building sustainability into the IT organization by:
a. Updating job responsibilities to reflect more current requirements
b. Improve training opportunities for all staff
c. Adopt a hybrid model to augment service delivery
5.2.1 IT Leadership
A strategic area of focus for the municipality is to more effectively manage the intake,
selection and management of technology projects. To do this, the recommendation is
the addition of resources. The Manager of IT should have the responsibility for working
with departments on a continuous basis to integrate technology into business plans, and
ensure that technology strategy reflects business needs. In addition, the Manager will
be responsible for building out the IT governance model, methods and practices. In a
smaller department such as this, the Manager will also be tasked with Project
Management and project portfolio tasks in order to provide leadership and guidance on
technology projects.
The Manager will move towards establishing other operational improvements such as:
❑ Overall project and portfolio management
❑ Coordination and relationship building with the IT Steering Committee
❑ Developing new service targets for setting expectations, managing and
communicating performance
Implementing change control processes to more effectively track, monitor and
manage systems changes
❑ Implementing an after-hours, standby and call out service
❑ Developing a communications plan for IT, to improve corporate communications
to staff about technology and IT services
Leadership in the formation of the IT technical standards, policies and
procedures.
Current support and operational duties performed by the IT Manager will have to be
assigned elsewhere in IT. This will not be an easy transition but will be critical for the
successful evolution of IT services.
Prior & Prior Associates page 63
Municipality of Clarington Information Technology Strategic Plan
5.2.2 Deliver IT Service Excellence
The caliber of the IT team is high. They are helpful, resourceful and ready to do
whatever they can to provide support and assistance. The challenge is they are
focused on help desk support and operational tasks. They do not have the time or the
direction for planning, for detailed analysis, for building relationships, for determining
training requirements or for software and business application support or development.
At a high level, the IT Department as currently configured and staffed, lacks adequate
resources (for example, there are gaps in applications support and in business analysis)
or skills (for example, in data and application architecture, systems integration, and
cloud systems implementation and management) to support the program of work that is
underway and expected.
There remain many more opportunities for continuous service improvement which the IT
Team should continue to drive. This will require a focus upon several areas:
❑ Making it simpler and easier to understand how to access IT services and
resources
❑ Establishing clear service expectations for IT service delivery (e.g. how quickly
will my helpdesk problem get resolved?) Set a service standards
❑ Formalizing internal IT processes and documentation
The IT team should work on improving corporate communication to staff about IT plans
and initiatives to help promote the work that IT performs and their contribution to the
overall success of service delivery. Moving forward, responsibility for communicating
about IT initiatives, especially those projects that impact more than one department
become the responsibility of everyone involved. Improved communications should help
to reduce staff frustration and improve awareness of technology projects as well as
overall coordination of the new initiatives.
5.2.3 Restructure the IT Department
Ideally the IT Department is set up to specialize in three teams to address all the
different functions and requirements around technology implementation and support.
The following is a best practice breakdown of the different job functions:
Prior & Prior Associates page 64
Municipality of Clarington Information Technology Strategic Plan
This model works well to position the IT Department to provide a higher level of service
with the business departments. With the growing expectations in the use of technology
and applications at the municipality, support for a planned and managed technology
environment is more important than ever. With several new business applications
coming on board in the near future (Document management system, Recreation
system, and Asset Management), the existing team will not be able to meet the near
term requirements. IT will need to have the business leadership and project
experience to complement the technical expertise. This model provides for the
development of the application support and project management skills. It may be a
consideration for the future to move GIS into the Applications section but is not
necessary at this time.
As well, this model allows for a greater focus on providing good service delivery.
Although there have not been significant complaints, as the use of technology grows
and as staff become even more dependent on IT support, expectations for excellent
service delivery will increase. Through the formalization of IT service management
processes and practices the IT Department should continue to adopt best practice
standards (e.g. ITILI) to deliver improvements to service delivery. Specifically, the team
will focus on setting service expectations, improving incident, problem and change
management processes, expanding the use of self service, and automating repetitive IT
tasks wherever possible.
1 ITIL - Information Technology Infrastructure Library, is a set of detailed practices for IT service
management (ITSM) that focuses on aligning IT services with the needs of business.
Prior & Prior Associates page 65
Municipality of Clarington Information Technology Strategic Plan
The strategy recommends a new leadership structure in IT along with staff being added
over the next few years to augment capacity and fill in gaps in skills, but it also requires
existing staff to change their roles and change the way IT operates to be better
prepared to meet the new expectations.
Some of the underlying changes described require a mindset or culture change for both
IT and the business departments. These changes will be gradual, and will not happen
overnight. However, significant progress must be made over the next few years if the
municipality is to be able to deliver on the strategy outlined here.
The following organization chart depicts how the IT department should be restructured
in the interim to meet the immediate requirements:
Prior & Prior Associates page 66
Municipality of Clarington Information Technology Strategic Plan
Recommended 2017 Restructured IT Division
Client/ Application
Services Supervisor
Network Support
Technician *
(vacant) 2017
Network Analyst
Network Analyst
Quick Summary:
LIT Manager
L_
[Network
Administration
Supervisor
IT Security
Specialist **
2018
Network Analyst
Business
Development
Supervisor ***
Database
Administrator
j Senior GIS Analyst
i
Non Affiliated Non Affiliated Union Union
NEW NEW
Existing staff complement 9
Recommended changes:
GIS Analyst
* Fill vacant position (approved in 2017 budget)
** Re -call existing IT Security Specialist to Network Administration
Supervisor
*** Add Business Development Supervisor
Total IT Staff 2017 ❑from 9 to 11 (note: 1 additional in 2018)
Prior & Prior Associates page 67
Municipality of Clarington Information Technology Strategic Plan
5.3 Build Sustainability into the IT Department
Once the major business systems are in place, consideration should be given to moving
into more digital and online service delivery. The organization will want to take
advantage of emerging technologies such as analytics and business intelligence and
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engagement and intuitive customer facing online services. The IT department will need
to evolve and grow in order to meet these future service demands.
Given the changes in play, IT roles cannot remain static. New skills for the IT team in
these areas will be required. In some cases, the current Application Analysts with some
training and development may be well positioned to fill these requirements, and will
evolve into those areas and a redefined role. In other cases, new skills may be required,
and an existing job role may be repurposed as vacancies naturally arise to address the
need. The IT Manager will have to work with Human Resources to regularly update job
responsibilities, to adjust job roles and move staff between teams as needed. This is a
challenge in a department with a mix of union and non-affiliated positions.
Consideration will have to be taken as new skills requirements evolve and new job
responsibilities are developed. It is recommended that investment be made in IT staff
skills development to grow their knowledge and prepare them to implement and support
solutions in these areas such as cloud solutions, data analytics and business
intelligence.
To achieve this and to deliver on this strategy, the addition of a number of resources is
recommended. In addition to the changes in job responsibilities noted above, it is
recommended a new Business Development Supervisor position be added to the staff
complement. This new position will take responsibility for working with departments on
a continuous basis to integrate technology into business plans, and to ensure that
technology strategy reflects business needs. This position will be part of the IT
Leadership team with a focus on the business application and data management
portfolio. This team will include the Business Analyst resource, Database
Administration and GIS. They will be responsible for leading and participating on
technology projects and working with the business departments to better implement
solutions that will work for the longer term.
The importance of business process reviews and meeting the business requirements
have been stressed throughout this plan. It is understood that service reviews are a
current practice of the municipality and have achieved much success to date.
Continuation of this CAO initiative is encouraged with the addition of the IT perspective.
IT or the inclusion of technology often can enable a good business process by
increasing efficiency as well as accessibility. This should be considered as part of every
service review moving forward.
The role of the Business Development section is crucial in helping departments step
back from their day-to-day operations and look critically at the way they conduct
business. Using business process mapping and analysis, and applying process
optimization techniques (e.g. lean six sigma), this team will work with departments to
Prior & Prior Associates page 68
Municipality of Clarington Information Technology Strategic Plan
significantly improve business processes, usually while reviewing technology options.
The analysts will also be able to determine if the best practices built into some software
applications provide opportunities for the municipality to improve their business
processes. Redefining and remapping process will encourage a more efficient service
delivery model.
The following figure illustrates the recommended future organizational model, required
to achieve the anticipated future goals of the organization.
Recommended Future Structure for IT Division
IT Manager
Client/ Application Network Business
Services Supervisor Administration Development
Supervisor Supervisor
Application Analyst Database
(Mitel, Exchange - Application Analyst IT Security Administrator — Senior GIS Analyst
previously Network (Laserfiche) Specialist
Analyst
Application Analyst Client Services
(Dynamics) Support Tech. Network Analyst Business Analyst GIS Analyst
` (previously Network
Support Tech)
Client Services Application Analyst
Network Analyst
Support Tech. (Active -previously
Network Analyst) L
Non Affiliated on AffiliatedUnion
NEW F04 � NEW
Quick Summary:
Existing 2017 staff complement after restructuring ❑ 11
Additional future positions - 6
Total IT Staff future a 17
Prior & Prior Associates page 69
Municipality of Clarington Information Technology Strategic Plan
The new IT leadership team must focus a significant portion of its attention on
developing, stimulating, motivating and challenging team members, and building a high
performing IT team. This will involve careful handling of organizational changes,
thoughtful selection of new hires, clear definition of roles and responsibilities, and
delegation of tasks. This should be accompanied by ongoing team meetings, team
building activities and collaborative service design work.
Budgets are tight right now for all municipalities but it can be argued that investment is
required to enable the organization be ready to move these critical initiatives forward to
realize the benefits of making the business more efficient and to be more customer
service focused rather than just getting the job done. Hiring these new resources who
will be dedicated to delivering the large systems required by the municipality will help to
ensure success and effective service delivery. It should be noted that by hiring these
resources as full time positions, the municipality will avoid some future costs where they
would need to hire contract resources to implement projects and would then lose much
of the knowledge gained through the project. By evaluating the longer term needs as
opposed to a short term reaction, the IT team will gained much needed expertise and
build further capacity in the department for the successful evolution of IT to becoming
the trusted partner of the business departments.
5.4 Update Job Responsibilities
The IT Department structure and competencies are a function of the needs of the
organization at the time. The expertise and experience of the staff are exactly what has
been needed to deliver on these earlier requirements. Moving forward, redefining roles
to better meet the current and future needs of the organization is necessary.
It is recognized that resource and funding constraints exist, and that this model cannot
be achieved immediately. With that in mind, the following table provides an outline of
the roles and a suggested timetable for the creation of these new roles, based on the
identified needs of the organization. The changing of the structure to be more vertical
yet still meeting the needs of the different functions supports succession planning and
career growth opportunities. It also encourages greater specialization and more
focused training opportunities for the IT staff who no longer have to be generalists
across all the different disciplines.
Year
Recommended Organizational
Change
Rationale
2017
Manager, IT
Redefine role to provide leadership
to the IT Department, including
project and portfolio management,
establishing processes and building
relationships with other department
heads and staff.
Prior & Prior Associates page 70
Municipality of Clarington Information Technology Strategic Plan
2017
Network Support Technician
This position is currently left vacant
pending this strategic plan. It is
recommended that it be filled as
soon as possible to help alleviate
the help desk and support function.
As the other positions become more
focused on escalated
responsibilities, there is a need for
front-line technician to do call triage
and tracking.
2017
[Change] Client & Applications
Re- position current Network
Senior Analyst/Supervisor
Administrator to this role to have
greater focus on leading the client
services (Help desk) and
applications solutions side. This will
include business analysis, project
management and developing
functional specifications. The
position will also provide oversight
to the help desk function ensuring
client support is always a top
priority.
2017
[Change] Network
Re -position IT Security Specialist
Administration/Supervisor
for this role to provide oversight to
the network team, and to provide a
2nd level of support for the network
and infrastructure components.
This includes a focus on both voice
and data networks, backups,
disaster recovery and security
programs.
2017
[New] Business Development
This role will be dedicated to
Supervisor
managing specific large projects
such as Asset Management,
Document Management as well as
major application upgrades and
new installs. Responsibilities will
include project management,
business analysis, process and
workflow documentation and
software contract management.
Prior & Prior Associates page 71
Municipality of Clarington Information Technology Strategic Plan
2018
[Change] Network Analyst
Modify these two positions to
provide general application support
for business solutions. The position
should be the first point of call for
application support and would
escalate calls to vendors as
appropriate. In the future, titles
should be changed to better reflect
the focus on Applications rather
than the more generic network
term.
2018
IT Security Specialist
Fill this position that was left vacant
when the current staff member
moved into the Supervisor role.
This position was identified as a
crucial requirement from the 2015
Security Assessment done by
Digital Boundary
Future
Business Analyst
This role brings skills, with training
and experience to help translate
business needs into systems
requirements, and help implement
the projects. (please see below for
more information)
Future
Client Services Support
This role provides front line support
Technicians
for all IT support calls. They
perform triage on all issues, solve
where possible and escalate when
necessary. All calls are tracked so
trends can be identified and dealt
with appropriately. The Technicians
can also do the routine tasks such
as device deployment, asset
tracking support the rest of the IT
Department.
5.5 Training
One of the results of our staff survey was that approximately 29% of staff surveyed
indicated that they have not received any formal technology training in the past 2 years
and 16% have never received technology training. It is recommended that the
municipality establish and fund a formal corporate level training program which defines
Prior & Prior Associates page 72
Municipality of Clarington Information Technology Strategic Plan
base competencies for staff using technology and then ensures that each member of
staff completes the necessary training (and certification) to achieve that level of
competency. With the many new major business systems being planned for the future,
the project methodology should reinforce the need to properly plan short, medium and
long term training programs that support staff in their adoption of new technologies. It is
important that the new project plans provide sufficient attention and funding to address
immediate and ongoing training needs. These projects represent an opportunity to
define a training model that works and that can be replicated across future projects, and
for new employees. IT should partner with HR in strengthening the toolset so staff can
develop and deliver effective technology training.
The broader training program is also designed to address this area by ensuring that all
staff have a basic understanding of the tools and capabilities available to them which
will help them make the right choice of tools (for example knowing when to use Word
vs. Excel) to achieve their end goal.
5.6 Developing an Enhanced Hybrid Business Delivery Model
In order to address this resource challenge moving forward, the municipality should
adopt a Hybrid IT Service Delivery model. Smart IT organizations rely on a team of in-
house IT staff, who in turn work with a network of trusted partners, vendors and solution
providers to deliver the required services. This is what we call a hybrid model of IT
service delivery. This model relies on a combination of internal IT and business skills as
well as external market based expertise and services. The IT Department has
recognized the value of this model of support and has been utilizing it at times. It is
recommended that the IT Manager continue this practice and look for more
opportunities where appropriate.
Ultimately this means that the IT team will take on an expanded role that allows it to
properly support the business needs of each department and the municipality as a
whole.
5.8 Contracting Implementation and IT assistance
It is also important that the municipality recognize the significant resource demands of
some of the major projects identified such as Asset Management and Document
Management. These are significant projects that will require fully allocated resources
with previous experience. When undertaking such significant projects, the municipality
should consider funding temporary staff (e.g. project manager, analysts) as part of the
overall capital project, to resource the project and to backfill existing resources both in
IT and the business departments.
5.9 Building Partnerships
As has been noted throughout the document, successful business transformation
comes through a combination of people -process -technology. IT, in partnership with the
business units are responsible for the technology component -1 but departments are
responsible for the people and process elements. An excellent example of this type of
partnership is the position of Active/Class Administrator in the Recreation Department.
Prior & Prior Associates page 73
Municipality of Clarington Information Technology Strategic Plan
A close working relationship with the IT department will ensure a successful adoption of
technology best practices in all departments. Technology is such a part of every
business now that there needs to be this kind of bridge between the business
requirements and the technology available.
7 KHP XaFLS W DQGI 1 ClgIGJ q-Q_I.7 K4 L
transformative level of business and service change cannot be lead from the IT
Department. Business vision and leadership is critical to transformation. Digital
transformation is not just about technology ❑ it is about people, process and culture
change.
To effectively and consistently take advantage of technology across the municipality,
department heads and those involved in service design need to fully understand the
potential of technology and digital services. Department Heads should proactively
develop the technological literacy of those in leadership positions so that they can lead
technology driven business transformation. This will mean partnering to deliver
education and training programs that can expose leaders to the potential and
opportunity that technology and a digital approach can bring.
As previously mentioned, the Gartner Process Maturity Model details the steps needed
to take an IT Department from being purely reactive to one that provides full value to the
organization. This is achieved when IT can become a strategic business partner, when
both IT and the business department collaborate on new operational means using
technology to improve the overall service delivery. Developing stronger partnership
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technology in a new way, and to successfully deliver this plan. The following figure
illustrates the transition that is required ❑ moving from an IT organization that is focused
upon keeping the lights on, to a trusted supplier, to a proactive business partner.
Organization Type Pyramid
Prior & Prior Associates page 74
1T is integral to how we do business: IT
Increasing
organization is expected to closely partner
withthe business to help identify, plan and
Costs
_
deliver significant business transformation
anti/or
Partner
player
initiatives - plus be a trusted supplier.
Resources
lTdelivers criticalfunctionality and
services: IT organization is expected to
deliver application projectson time and on
Trusted
budget, based upon the operating units
supplier
requirements and priorities - plus be a solid
utility.
Solid
Keep the lights on: The IT organization is
utility
expectedtoprovidecost effective -dial
AM&
tone reliability with transparent costs.
Organization Type Pyramid
Prior & Prior Associates page 74
Municipality of Clarington Information Technology Strategic Plan
The strengthening of the governance arrangements through the new IT Governance
framework recommended in Section 6 is one mechanism that is designed to foster
stronger partnership and joint working between business units and IT.
The leadership of IT will become more connected to the departments and providing
stronger leadership around the Enterprise Architecture and Enterprise Business
Systems.
Prior & Prior Associates page 75
Municipality of Clarington Information Technology Strategic Plan
6. IT Decision Making: IT Governance
6.1 What is IT governance?
IT Governance encompasses the processes and structures that inform, direct, manage,
and monitor how the organization makes the best and most effective use of technology.
The goal of establishing IT governance is to ensure that the right people are making the
right decisions about technology, armed with the right information, at the right time and
for the right reasons.
Organizations often view such decisions about technology as complicated, technical
DQGF1EH`\AMVVU1HM SHLW40/ /FmR❑HYHL DQ7ffases, decisions about technology
have ramifications, well beyond the technology itself:
o How do we want to use technology in our business?
o What technology do we want our people to use, and how do we want them to use
it?
o How much should we spend on technology?
o Which of our business processes should we direct our IT dollars towards?
o What do we need to tackle first?
o Should we do this now, or later?
o How secure do we need to be?
These are not decisions for technologists alone; they are fundamental business issues
that should be addressed by Municipality VADDC3 LMQSTQ'N-IrFD\/H- I-SXLHDT +-KQFCG
decisions, the right IT staff (with the appropriate skillsets) may lead the decision-making
❑ but in most cases IT experts should be advising and providing recommendations to
business leaders for them to evaluate and approve. Strategic decisions will be made by
an IT Steering Committee, project and policy decisions by project teams and standing
groups.
Prior & Prior Associates page 76
Municipality of Clarington Information Technology Strategic Plan
6.2 IT Governance Model
The following diagram depicts a typical governance model:
Standing Groups
Web, GIS,
Intranet
Figure 10: Recommended IT Governance Model
6.2.1 The IT Steering Committee
)ject Teams
FIS, H RIS
The primary body is the ITSC through which all of the key technology decisions will
be considered. Other teams and staff will do the detailed hands on project and
planning work and the ITSC will provide the strategic oversight and direction.
6.2.2 Standing Groups
Some business solutions are not projects, but ongoing programs of work. The
M u n i c i pa I ity VL[F F E\4W-I RUIN DP S(HAV-E Q-RQJ F4U F DQG+IYI-UFKDQJ LQ17 FFRLIH-EX\A -W
solution that requires co-ordination across all departments. In areas that cross
departmental boundaries such as Web, Intranet and GIS, the Municipality may consider
establishing Standing Groups, with departmental representation that meets 4 to 6 times
a year to discuss current and new initiatives, and to identify and agree on priorities.
These groups will also report into ITSC ❑ providing updates on strategies, roadmaps
and major decisions.
6.2.3 IT Team
The IT Team remains responsible for delivery of IT services and for operational IT
matters. The IT governance arrangements are designed to assist the IT Manager in
strategic decision-making ❑ not take over operational responsibilities. The IT Manager is
Prior & Prior Associates page 77
Municipality of Clarington Information Technology Strategic Plan
responsible for sharing the insights about IT operations (e.g. IT resource availability,
emerging risks) that are necessary to assist the IT Steering Committee in strategic
decision-making.
In terms of project work, while IT staff will lead technology infrastructure projects, for
business systems, integration and customer facing projects, the IT team will be a
strategic business partner with the business lead for the initiative. In these cases it is
not IT who will project manage the initiative, a business leader should lead this work.
The IT Manager will be the communication conduit for project status updates.
6.2.4 Project Teams
Successful implementation of new solutions (e.g. a work management solution) requires
involvement and participation from key stakeholders throughout the project lifecycle.
The Municipality will need to establish project teams to carry out key initiatives. Project
leads will report on project progress to the IT Steering Committee. Key decision points
may also be referred to the ITSC for consideration. These teams will be
decommissioned once a project is complete, or when the group is deemed to no longer
be required.
6.3 IT Policies and Standards
6.3.1 IT Policies
Policies and standards establish the parameters within which the Municipality uses
technology, creating clear expectations for those that use and manage technology. In
keeping with the commentary throughout this section, many of the decisions related to
technology are business or management decisions. These are not decisions to be made
by IT on behalf of the corporation. For example;
❑ Which employees get smartphones
❑ Who is authorized to register a web domain for the Municipality
❑ Which websites staff can access, and whether that activity should be tracked
❑ What content is saved when an employee retires
❑ How much space does an employee have in email
For each of these decisions a number of factors need to be weighed, including business
impacts, employee impacts and importantly, cost impacts.
A standard IT policy framework typically addresses the following areas.
❑ Acquisitions
❑ Acceptable use
❑ IT Security (passwords, 3rd party access, physical access)
❑ Backup, recovery, BC and DR
❑ Asset lifecycle management
❑ Hosted / cloud solutions *
❑ Data management (lifecycle, privacy) *
Prior & Prior Associates page 78
Municipality of Clarington Information Technology Strategic Plan
C IT procurement processes *
F Email & voicemail standards (including archiving)
The IT team should review, revise and augment the corporate IT policy framework in the
context of this roadmap, to ensure that it accurately reflects how the Municipality wishes
to use and manage technology. The items flagged with an * should be of particular
focus for Clarington.
6.3.2 IT Standards
Documentation of IT technical standards are important internal documents to help the IT
team deliver its mandate and comply with policy directives. Published standards make
it clear to clients the boundaries of choice in technologies that fit within the
Municipal ityV[Dl KL\FnF\XLIH-&Q-CVJ-L®FFHSVCQGAk-DIFK4RUstandards when they have
been engaged in their development.
6.3.3 IT Acquisition Process
One of the first orders of business for the IT Steering Committee, should be for the
Municipality to adopt policy and procedures for all technology acquisitions. Large and
small, cloud or otherwise, all technology acquisitions affect the technology foundations
of the entire organization. They need to be strategic in spending vital money and
human effort on the right projects. They also need to fit with the current and planned
technical architecture networks, systems, security, services.
The policy should require all technology acquisitions to be initiated by a formal request.
Desktop software, peripheral devices, mobile devices and anything users want to put on
the network or a network device should be available through a straight -forward request
process marshalled by a new Help Desk System. Any acquisition above $10,000 must
be assessed and prioritized as to its strategic merit and impact on human resources anc
appetite for change.
Prior & Prior Associates page 79
Municipality of Clarington Information Technology Strategic Plan
7. Implementation Plan and Costs
7.1 Approach
The table below lists 27 key initiatives and actions that should be tackled over the next
five years.
The intranet development project is already funded for 2017. The strategy projects for
online services and mobilizing the workforce should be done as soon as possible, as
their discoveries and strategies will inform the other projects.
The list includes several projects that are large business enablement initiatives requiring
engagement of multiple corporate or operating departments. The projects that are
already in flight should be completed. The others need to be spread out over the five
year horizon since they will use some of the same IT and other resources. They are
also dependent on a strengthened project management capability, which can be
developed through training and participation in these projects as a mentee. We
recommend these projects include funding for backfill of key resources and for
experienced consulting project managers.
It is also important to establish the business and technical architecture for Customer
Service early on. Several of the proposed systems have built-in Customer Relationship
Management capabilities, one of which may meet all the needs. Alternatively, if the
municipality chooses a centralized customer service call centre model, then integration
requirements may become important for the business solutions. We recommend
doing that discovery and analysis work in 2018, and look for an integrated solution after
businesses succeed in getting automated processes.
IT organization initiatives, service improvements and infrastructure upgrades should be
defined and prepared for action. The project management capabilities are necessary as
soon as possible. Service management projects should be started as soon as
practicable. Once the frameworks are established, the formalization and documentation
and implementation of quality processes and tools can proceed as a series of
continuous improvement projects.
Prior & Prior Associates page 80
Municipality of Clarington Information Technology Strategic Plan
7.2 Implementation Roadmap
The following chart provides a high level outline of the recommended projects and their
scheduling over the next 5 years. Details about each of these projects can be found in
the Recommended Project Portfolio, Appendix A.
1 CUSTOMER FACING SYSTEMS
2 Online Serkes Strategy
3 eForms Strategy
4 D INTEGRATION
5 Customer Relationship Management Solution
6 Mobile Device and Remote Access Strategy
7 Electronic Document and Record Management Solution
$ Intranet Re6esh
Collaboration Tools
10 0 MAJOR BUSINESS SYTEMS
11 Development, Licensing and By-law System
12 Work and Asset Management Solution Phase 2
13 PurchasingWoWowSolution
14 Learning Management Solution
15 Technology Training Tools
16 Staff Scheduling System
17 AccountingWorlrflowSolutions
18 0 IT INFRASTRUCTURE
19 Adopt. IT Governance
20 Formalize IT Service Offerings
21 IT Help Desk System Replacement
22 T Policy and Procedure Development
23 Email System Update
24 Business Continuity & ff Disaster Recovery Plan
25 O IT ORGANIZATION DEVELOPMENT
26 T Resou rce Al ign me nt
27 Project Manage roe ntCapa6ility
28 Portfolio ManagementCap6ility
2013 12019 12020 12021 12022
Prior & Prior Associates page 81
Municipality of Clarington Information Technology Strategic Plan
7.3 Recommended Investments
The following table summarizes the recommended technology investment strategy for
the Municipality of Clarington for the next 5 years. Cost is the total capital cost of
technology implementations, capability development, and deeper dives into key areas
for future investment. Operating costs are incurred the year following implementation
and thereafter.
71 HARDGM I)MWffl V9iI1E-D1JSL J LEP WG*HO S[& ®IID VRW,7 RMDEMWV DM
business technology so that it can enable efficient customer service, workflows,
processes, mobility, communications and reporting is approximately $1.47 million for
capital budget. This amount is in line with the current commitment to capital through the
normal budget allocation however it does not include the annual IT asset replacement
(hardware and software) capital program.
CUSTOMER FACING SYSTEMS
50,000
Online Services Strategy
15,000
eForms Strategy
15,000
INTEGRATION
0 430,000
Customer Relationship Management Solution
200,000
Mobile Device and Remote Access Strategy
20,000
Electronic Document and Record
Management Solution
300,000
Intranet Refresh
50,000
Collaboration Tools
30,000
MAJOR BUSINESS SYTEMS
2,500
Development, Licensing and Bylaw Solution
250,000
Work Management System Phase 2
150,000
Purchasing Workflow Solution
75,000
Learning Management Solution
25,000
Technology Training Tools
10,000
Staff Scheduling Solution
50,000
Accounting Workflow Solutions
150,000
IT INFRASTRUCTURE
Adopt IT Governance
0
Formalize IT Service Offerings
0
IT Help Desk System Replacement
10,000
IT Policy and Procedure Development
0
Email System Update
60,000
Business Continuity and IT Disaster Recovery
Plan
20,000
IT ORGANIZATION DEVELOPMENT
IT Resource Alignment
20,000
Project Management Capability
10,000
Portfolio Management Capability
10,000
TOTAL COSTS
1,470,000
Notes:
COST= Total Capital Cost
OPERATING = Annual Costs after Implementation
0 0 0 0
0 15,000
0 15,000
20,000 50,000 150,000
5,000 20,000
50,000
50,000
2,000
10,000
50,000
10,000
10,000
0 430,000
30,000
50,000
50,000
200,000
50,000
150,000
10,000
75,000
5,000
25,000
2,500
10,000
10,000
50,000
20,000
150,000
0
0
2,000 10,000
0
35,000 60,000
12,000
120,000
20,000
2,000
10,000
2,000
10,000
415,500
0 430,000
10,000 10,000
0
150,000 100,000
450,000 190,000 300,000 100,000
Prior & Prior Associates page 82
Municipality of Clarington Information Technology Strategic Plan
8. Why invest in IT? Why invest in this Strategic Plan?
To implement the IT Strategic Plan requires increased in investment in IT, both capital
and operating.
The plan maintains that this investment is warranted, as it will build the foundation for
delivering service excellence, efficient and effective government and for meeting
FXVUNP Hl9 expectations.
8.1 Invest to Save
IT should be seen as an investment a long-term investment in increased productivity
and improved customer service. The investment is in building a platform, the digital
foundations for delivering efficient services. This is investment that will keep delivering
benefits year over year by enabling corporate flexibility, releasing capacity to grow and
add new services, without adding new administrative staff and hence new costs.
,Q+MRHWAC1,!AA4ZX(GEH [ DYH[L7KH[Municipality makes
investments upfront in technologies and expects to receive pay back, year over year on
an ongoing basis. But, technology projects should be considered in the longer term on
their ability to transform services, achieving future cost avoidance, not just immediate
cost savings. A pay back of three to five years is a reasonable time frame for IT
investments; some deliver much faster payback.
Many of the solutions that Clarington plans to implement over the course of the plan are
expected will deliver a range of benefits. Some deliver tangible returns on investment
such as time savings. The Development Management solution will save considerable
time in streamlined transactions and work flows for building permits, and development
application tracking. An improved record management solution will save staff time spent
looking for records, as well as support improved records management practices.
In other cases, the new systems will create new work data entry work to be done by
front line staff that will support performance measurement, decision-making and
transparency. Work Management is a good example. In these cases, the technology
will make doing that extra work palatable by enabling it to be done efficiently.
So, many of the investments in technology, specifically in business systems, are
designed to simplify processes, eliminate data duplication and reduce errors, saving
time for staff and customers alike.
Prior & Prior Associates page 83
Municipality of Clarington Information Technology Strategic Plan
8.2 Build foundations to support the 0 ❑ LFLSDOiI V growth
The Municipality is poised to grow over the coming years. The pace and volume of
development and building is expected to accelerate, new facilities and new
infrastructure are expected to be added to the MunicipalityV responsibilities. This
growth will place pressures on existing service delivery avenues, as volumes of service
requests, applications for permits and licenses and customer expectations for services
grow.
As the Municipality JLREVDVA_w1W V1DLI I APEIMNAFSHIEJ ❑
effectively. So, the focus should be upon ensuring that its business process and
technology foundations are well established now. Building these efficient business
processes and supporting systems now, will ensure that as the Municipality can contain
its costs as it grows, as it can minimize the number of staff that it needs to hire to
support these business functions.
8.3 Managing better starts with the right information
� 111' 1. � 1�.1►,1''' � �,1`�illl' 1 � � l�. ,1''' �1�� ,1l
Experience has shown that if service managers can access the right data they can use
the data to identify the best and most efficient ways of delivering services.
More effective information management, tracking and analysis as to the work that staff
do and how staff time is spent will lead to many opportunities to streamline operations
and reduce costs. For example, one City found by analyzing their own data that nearly
❑[I[SHIFHC I VQ -i1111 DAN-] DhU -ISDLR HCV" I RLW DV�SHQAVVR0Q LSLREOP VFW
1.4 percent of customer sites. With this information, the city developed and
implemented a repair plan that resolved these ongoing issues and ultimately reduced
FRA"VV6"WSWR U1 KUB EIS RLP D/flC0 C M-I(S-RLD DC40-YH❑
money and deliver better value.
Access to data and information in real time helps Directors and Managers monitor and
manage their programs, and direct staff to ensure that services are running smoothly.
Changes can happen in real time, resulting in immediate improvements to service
quality and effectiveness. Cities, such as Waterloo, that have implemented real time
management dashboards for the Building Department, have made significant
improvements in customer satisfaction and staff efficiency. The knowledgeable access
to data also builds the foundation towards future service delivery options such as open
data. Open data is a program being adopted by municipalities as a means of improving
transparency and accountability but also because it provides access to hundreds of app
developers who will create apps that can be shared by all. These apps are key to
improving citizen engagement, providing new opportunities to push information out, as
well as to receive valuable feedback.
Prior & Prior Associates page 84
Municipality of Clarington Information Technology Strategic Plan
Appendix A: Recommended Project Portfolio
Prior & Prior Associates page 85
Municipality of Clarington Information Technology Strategic Plan
Table of Contents
W
Implementation Roadmap 87
Investment Strategy 88
Recommended Project Descriptions 89
CUSTOMER FACING SYSTEMS
Online Services Strategy 89
eForms Strategy 90
INTEGRATION
Customer Relationship Management Solution 91
Mobile Device and Remote Access Strategy 92
Electronic Document and Record Management Solution 93
Intranet Refresh 94
Collaboration Tools 95
MAJOR BUSINESS SYTEMS
Development, Licensing and Bylaw Solution
96
Work Management System Phase 2
97
Purchasing Workflow Solution
98
Learning Management Solution
99
Technology Training Tools
100
Staff Scheduling Solution
101
Accounting Workflow Solutions
102
ITINFRASTRUCTURE
Adopt IT Governance 103
Formalize IT Service Offerings 104
IT Help Desk System Replacement 105
IT Policy and Procedure Development 106
Email System Update 107
Business Continuity and IT Disaster Recovery Plan 108
IT ORGANIZATION DEVELOPMENT
IT Resource Alignment 109
Project Management Capability 110
Portfolio Management Capability 111
Prior & Prior Associates page 86
Municipality of Clarington Information Technology Strategic Plan
.mplementation Roadmap
201R 2019 2020 2021 2C
CUSTOMER FACING SYSTEMS
0
0
0
0 0
Online Services Strategy
15,000
0
0 0
0
eForms Strategy
15,000
0
0 0
0
INTEGRATION
0
0
0 0
Customer Relationship Management
Solution
200,000
20,000
0 0
0
0 0 0
Mobile Device and Remote Access Strategy
20,000
5,000
0 0
0
Electronic Document and Record
Management Solution
300,000
50,000
0 0
0
00 00
Intranet Refresh
50,000
10,000
0
0 0
Collaboration Tools
30,000
10,000
00
0
MAJOR BUSINESS SYTEMS
0
0
0
0 0
Development, Licensing and Bylaw Solution
250,000
50,000
0 0
0 0
0
Work Management System Phase 2
150,000
50,000
0 0
0
Purchasing Workflow Solution
75,000
10,000
0 0
0
Learning Management Solution
25,000
5,000
0 0
0
Technology Training Tools
10,000
2,500
0 0
0
Staff Scheduling Solution
50,000
10,000
0 0
0
Accounting Workflow Solutions
150,000
20,000
00
0
IT INFRASTRUCTURE
0
0
0
0 0
Adopt IT Governance
0
0
0 0
0
Formalize IT Service Offerings
0
0
0 0
0 0
00
0
IT Help Desk System Replacement
10,000
2,000
0 0
0
IT Policy and Procedure Development
0
0
0 0
0 0
0 0
0
Email System Update
60,000
35,000
0 0
0 0
0
Business Continuity and IT Disaster
Recovery Plan
20,000
12,000
00
00
0
IT ORGANIZATION DEVELOPMENT
0
0
0
0 0
IT Resource Alignment
20,000
120,000
0 0
0 0
0
Project Management Capability
10,000
2,000
0 0
0 0
0
Portfolio Management Capability
10,000
2,000
0 0
0 0
0
TOTAL COSTS
1,470,000
415,500
Prior & Prior Associates
page 87
Municipality of Clarington Information Technology Strategic Plan
Investment Strategy
CUSTOMER FACING SYSTEMS
0
0 0 0 0
Online Services Strategy
15,000
0
15,000
eForms Strategy
15,000
0
15,000
INTEGRATION
Customer Relationship Management
Solution
200,000
20,000
50,000
150,000
Mobile Device and Remote Access Strategy
20,000
5,000
20,000
Electronic Document and Record
Management Solution
300,000
50,000
50,000
150,000 100,000
Intranet Refresh
50,000
10,000
50,000
Collaboration Tools
30,000
10,000
30,000
MAJOR BUSINESS SYTEMS
Development, Licensing and Bylaw Solution
250,000
50,000
50,000
200,000
Work Management System Phase 2
150,000
50,000
150,000
Purchasing Workflow Solution
75,000
10,000
75,000
Learning Management Solution
25,000
5,000
25,000
Technology Training Tools
10,000
2,500
10,000
Staff Scheduling Solution
50,000
10,000
50,000
Accounting Workflow Solutions
150,000
20,000
150,000
IT INFRASTRUCTURE
Adopt IT Governance
0
0
Formalize IT Service Offerings
0
0
IT Help Desk System Replacement
10,000
2,000
10,000
IT Policy and Procedure Development
0
0
Email System Update
60,000
35,000
60,000
Business Continuity and IT Disaster Recovery
Plan
20,000
12,000
10,000 10,000
IT ORGANIZATION DEVELOPMENT
IT Resource Alignment
20,000
120,000
20,000
Project Management Capability
10,000
2,000
10,000
Portfolio Management Capability
10,000
2,000
10,000
TOTAL COSTS 1,470,000
415,500
0 430,000
450,000 190,000 300,000 100,000
Notes:
COST= Total Capital Cost
OPERATING = Annual Costs after Implementation
Prior & Prior Associates page 88
Municipality of Clarington Information Technology Strategic Plan
Project Name
Online Services Strategy
Project Type
Strategy
Description
Clarington has a geographically dispersed and increasingly technology savvy
customer base. It needs to provide customer facing service access interfaces
that are easy to use, and are available on the customer's channel of choice,
anytime and anywhere.
The municipality has an excellent opportunity to provide many more services
online as components of new major business systems. While the
requirements gathering process for new business systems will reveal eservice
needs for each, a holistic view will lead to a more consistent and integrated
customer experience. In some cases the built-in eservice functions of business
systems will not be satisfactory. A high level online service strategy will
identify priorities, standards and integration architecture.
Approach
Develop an online service strategy by engaging external and internal
stakeholders to establish priorities and expectations. Consider combining
with the mobility strategy since device of choice is becoming a real
expectation.
Stakeholders
Corporate Services, Planning, Engineering, Operations, Parks and Recreation
Benefits and Outcomes
* improved customer service - rationalized portfolio of eservices with
requirements and standards for a consistent look and navigation * improved
effectiveness - prioritize the right eservices
Strategic Alignment
* Enhance Online Services>l m prove Customer Service
* Enhance Online ServicesAncrease Efficiency
Project Sponsor
Director, Corporate Services
Project Cost
15,000
Operating Cost
0
Timing
2018
Prior & Prior Associates page 89
Municipality of Clarington Information Technology Strategic Plan
Project Name
eForms Strategy
Project Type
Strategy
Description
Clarington has a large number of internal and external forms in paper and various
electronic formats that will not be replaced by application interfaces of new business
systems. It needs consistency in look and feel, data standards, compliance with AODA
regulations, and integrations with systems and processes. The existing form solution
provided by eSolutions may suffice, however the development of a planned and
standardized approach to forms development requires knowing the priority list of
electronic forms and the common information to be captured.
Approach
Conduct a strategy exercise to identify needs and opportunities to use electronic
forms for internal and external processes that do not have direct online service
interfaces. Conduct a fit/gap analysis with eSolutions and consider augmenting other
technologies such as Adobe forms.
Stakeholders
Corporate Services, Planning, Engineering, Operations, Parks and Recreation
Benefits and Outcomes
* improved customer service - consistent format and design, auto -filled
fields, electronic submission anytime, anywhere, any device * improved
efficiency - re -use parts of forms
Strategic Alignment
* Enhance Online Services>l m prove Customer Service
* Enhance Online ServicesAncrease Efficiency
Project Sponsor
Director, Corporate Services
Project Cost
15,000
Operating Cost
0
Timing
2019
Prior & Prior Associates page 90
Municipality of Clarington Information Technology Strategic Plan
Project Name
Customer Relationship Management Solution
Project Type
New Technology
Description
The Municipality does not have adequate systems and processes for recording and
managing customer service interactions. The current WorkTech system does not
meet needs for service request and complaint tracking. A new recreation
management solution will have CRM capabilities for customers who register for
activities and rentals, and a new development tracking and bylaw system will have
accounts for customers with interests in property. Customers' personal and property
information is collected in different ways, over and over, creating inefficiencies and
customer inconvenience. There is no integrated customer record across processes
such as complaint, inquiry, service request, account inquiry, billing etc. The Town
needs a central Customer Relationship Management system to serve as the hub and
give a unified view of the customer across apps and departments.
Approach
Collect CRM requirements across all customer facing services in the short term for
use as configuration and integration inputs for the big 3 new solutions - Work and
Asset Management, Development, Licensing and Bylaw, and Recreation. Public
expectations for eservices, self-service and personalization of the web experience
should be captured in a single engagement for all three projects. This could be done
as a sidebar on the WMS project, or could be the first phase of technology
enablement of a future customer service review. These requirements will inform the
data integration architecture for a central corporate customer service application and
e -services. After digesting the requirements, acquire an off -the -shelf or cloud based
CRM solution to meet the need
Stakeholders
Corporate Services, Operations, Parks and Recreation, Planning, Engineering
Benefits and Outcomes
improved customer service - relationship, tracking, notification
improved efficiency - reduce duplicate collection of data, electronic
notification
❑ improved accuracy and completeness of data
Strategic Alignment
❑ Improve Communication and Collaboration> Improve Customer Service
❑ Automate Workflows> Increase Efficiency and Effectiveness
Project Sponsor
Director, Corporate Services
Project Cost
200,000
Operating Cost
20,000
Timing
2018 (requirement and architecture), 2021
Prior & Prior Associates page 91
Municipality of Clarington Information Technology Strategic Plan
Project Name
Mobile Device and Remote Access Strategy
Project Type
Strategy
Description
Managing the security and support of mobile devices has become a problem for IT.
The variety and number of mobile devices has burgeoned and clients may not be
getting and using the best devices for their needs. The municipality needs to identify
all opportunities for business enablement through mobile devices and remote access,
and update policies, procedures, standards and management of same.
Device management technology needs to be enhanced to cover all types.
Approach
Review existing mobile deployments with frontline users of the services to identify
strengths, weaknesses and lessons learned for existing deployments. Identify all areas
to benefit from mobile; re -set mobile strategy and develop rollout and extension
plan. Acquire a mobile device management system for IT.
Stakeholders
All departments needing mobile devices and remote access, IT Client Services
Benefits and Outcomes
Policies, procedures and standards to reduce current frustrations with mobile
device choices and remote access tools and privileges
❑ Proactive identification of all near term needs and a rational plan to meet
them
❑ Increased adoption of technologies to improve operational efficiency and
information quality
Strategic Alignment
❑ Strengthen Mobile and Remote Access > Connect Field StaffAncrease Efficiency
❑ Strengthen Mobile and Remote Access > Connect Field StaffAncrease
Effectiveness
Project Sponsor
Director, Corporate Services
Project Cost
20,000
Operating Cost
5,000
Timing
2018
Prior & Prior Associates page 92
Municipality of Clarington Information Technology Strategic Plan
Project Name
Electronic Records and Document Management Solution
Project Type
Technology Enhancement
Description
The municipality needs to upgrade its existing electronic and paper records
management capacity and capability. Physical archives are full and paper records
continue to be generated. The legacy records management system is out of date.
Approach
In the first of two phases, conduct a detailed assessment of the current situation and
enterprise needs for records and document management. This analysis will identify
opportunities and requirements for integration with new business systems and
processes, and requirements for legacy document disposition. In the second phase,
review the existing Laserfiche/Versatile system for fit and gaps to the enterprise
requirements. Upgrade these systems or select and implement new solution.
Integrate record and document capture in parallel with Major Business System
rollouts, then migrate legacy documents where necessary. In the meantime, develop
enabling policies, procedures, forms and standards to initiate the business change.
Stakeholders
All Departments
Benefits and Outcomes
❑ demonstrable compliance with Federal and Provincial records management,
accessibility and privacy regulations and standards
❑ increased efficiency in storing, finding and retrieving important records
❑ increased accessibility
❑ reduce physical warehousing costs
Strategic Alignment
❑ Improve Accountability
Improve Communication and Collaboration > Improve Efficiency
Project Sponsor
Clerk
Project Cost
300,000
Operating Cost
50,000
Timing
2018, 2021-2022
Prior & Prior Associates page 93
Municipality of Clarington Information Technology Strategic Plan
Project Name
Intranet Refresh
Project Type
Technology Enhancement
Description
Several departments indicated that they need to communicate better with each
other. While the municipality has an intranet, the technology is old and the
information architecture has developed in a ad hoc manner through individual
department initiatives. The platform needs to be updated to better support
distributed content management and the information needs to be designed for easy
access from a variety of perspectives.
Approach
Gather requirements and priorities for corporate information and departmental
information. Use weblogs to identify the most important pages and look for ways to
standardize their format. Design a new site with multiple perspectives including
corporate, departmental sharing, and departmental internal perspectives. Select a
technology that meets the needs and implement core content all at once.
Stakeholders
Senior Management
Benefits and Outcomes
❑ better platform, information architecture and governance to deliver valuable
information and tools to staff
efficient access to important corporate information
broader knowledge and understanding of business across departments
Strategic Alignment
❑ Strengthen IT Infrastructure>lmprove Communication>Increase Effectiveness
Project Sponsor
Director, Corporate Services
Project Cost
50,000
Operating Cost
10,000
Timing
2018
Prior & Prior Associates page 94
Municipality of Clarington Information Technology Strategic Plan
Project Name
Collaboration Tools
Project Type
Technology Enhancement
Description
Several stakeholders, including senior managers, noted that the departments operate
separately, often unaware of what each other is doing and thus missing opportunities
for collaboration, process integration and efficiencies. Key documents are often
locked inside file server structures, invisible or inaccessible to innovators. Internal
communications platforms are needed to provide alternative sharing and discussion
opportunities for groups based on project, position or areas of interest.
Approach
Acquire or subscribe to basic collaboration tools for use in all new technology
projects. Develop a formal pilot project including training then measure the value.
If successful, encourage other groups to use the technology.
Stakeholders
Senior Management
Benefits and Outcomes
❑ greater team engagement and user acceptance and satisfaction with new
technology and processes
❑ broader knowledge and understanding of the business across departments
❑ efficient and effective project task and document management
Strategic Alignment
❑ Strengthen IT Infrastructure>lmprove Collaboration>Increase Effectiveness
Project Sponsor
Director, Corporate Services
Project Cost
30,000
Operating Cost
10,000
Timing
2020
Prior & Prior Associates page 95
Municipality of Clarington Information Technology Strategic Plan
Project Name
Development, Licensing and By-law System
Project Type
Technology Enhancement
Description
The municipality does not have adequate systems and processes for recording and
managing transactions associated with property. These include development
tracking, engineering, bylaw enforcement, permits, and licenses. Current processes
will be unsustainable with continued growth. Clarington needs technology to enable
more efficient and effective management of processes and information, with
eservice, mobile and GIS integration.
Approach
Acquire an on -premise off-the-shelf or cloud -based municipal planning and
compliance solution.
Stakeholders
Engineering, Planning, Operations, Finance, Clerk
Benefits and Outcomes
improved customer service - e -submission, tracking, notification
improved efficiency - enable electronic workflows & document management for
faster approvals
improved accuracy and integration of property -related of data
Strategic Alignment
Automate Workflows>Increase Efficiency
❑ Enhance Online Services> Improve Customer Service
❑ Strengthen Reporting and AnalyticsAncrease Effectiveness
Project Sponsor
Director, Planning; Director, Engineering
Project Cost
250,000
Operating Cost
50,000
Timing
2018-2019
Prior & Prior Associates page 96
Municipality of Clarington Information Technology Strategic Plan
Project Name
Work Management System Phase 2
Project Type
Technology Enhancement
Description
The municipality has invested in new work management technology with the initial
phase focussed exclusively on the Operations Department. Full value of the solution
can be gained by rolling it out to Parks and Recreation for facilities management.
Both departments should use the new system to plan and track daily activities in
service delivery work such as park maintenance and ice cleaning.
Approach
This phase of the project should proceed with more planning, stakeholder
engagement, project management and quality management. Follow a sound
software implementation lifecycle and take the time to document processes and do
prototypes and pilots where change is profound or user acceptance is at risk.
Stakeholders
Operations, Engineering, Finance, Parks and Recreation
Benefits and Outcomes
* more cost, time and materials information to
- improve work scheduling and resource planning
- improved accountability and effectiveness for service management
* improved effectiveness through inter -departmental integrations
* improved efficiency in work management processes
Strategic Alignment
* Automate Workflows>lncrease Efficiency
* Strengthen I&T Integration> Increase Effectiveness
* Strengthen Reporting and AnalyticsAncrease Effectiveness
Project Sponsor
Director, Parks and Recreation
Project Cost
150,000
Operating Cost
50,000
Timing
2019-2020
Prior & Prior Associates page 97
Municipality of Clarington Information Technology Strategic Plan
Project Name
Purchasing Workflow Solution
Project Type
New Technology
Description
The municipality currently uses manual processes for creating purchase orders,
receiving goods, and matching invoices to them. Processes involve moving paper or
images of invoices and no three way match. The municipality needs to automate its
purchasing process with electronic workflows.
Approach
Determine desired business model and conduct a fit/gap analysis of the capability in
the most recent MS Dynamics GP accounting system. If that is not suitable acquire
an off the shelf solution that integrates with it. Look for mobile enablement as a key
requirement and integration with Laserfiche for archiving image records as desirable.
Stakeholders
Finance, All Departments, External vendors
Benefits and Outcomes
❑ increased efficiencies - process time and effort
❑ improved accountability
❑ improved record management
Strategic Alignment
❑ Automate Workflows > Increase Efficiency
❑ Automate Workflows > Increase Customer Satisfaction (vendors)
❑ Strengthen Reporting and Analytics > Increase Accountability
Project Sponsor
Director, Corporate Services
Project Cost
75,000
Operating Cost
10,000
Timing
2018
Prior & Prior Associates page 98
Municipality of Clarington Information Technology Strategic Plan
Project Name
Staff Scheduling Solution
Project Type
New Technology
Description
Parks and Recreation, Operations and Fire and Emergency Services need technology
that streamlines the processes of applying for and scheduling workers into part time
roles and time slots. There is also need for a volunteer management solution.
Approach
Acquire an off the shelf or cloud based solution that integrates with the payroll
system. Look for remote access and mobile enablement as key requirements.
Stakeholders
HR, Parks and Recreation, Fire and Emergency Services, Operations
Benefits and Outcomes
increased worker satisfaction with the application and shift request process
❑ increased efficiencies in scheduling workers and preparing timesheets
❑ more effective application and accountability for business rules
Strategic Alignment
Connect Field Staff > Increase Efficiency
❑ Strengthen Reporting and Analytics > Increase Accountability
Project Sponsor
Manager, HR
Project Cost
50,000
Operating Cost
10,000
Timing
2019
Prior & Prior Associates page 99
Municipality of Clarington Information Technology Strategic Plan
Project Name
Accounting Workflow Solutions
Project Type
New Technology
Description
The municipality currently uses manual processes for managing the flow of payables
and receivables. Processes involve moving paper or images of invoices. The
municipality needs to automate its accounts payable and accounts receivable
processes with electronic workflows.
Approach
Determine desired business model and conduct a fit/gap analysis of the capability in
the most recent MS Dynamics GP accounting system. If that is not suitable acquire
an off the shelf solution that integrates with it. Look for mobile enablement as a key
requirement and integration with Laserfiche for archiving image records as desirable.
Stakeholders
All Departments, External vendors
Benefits and Outcomes
* increased efficiencies - process time and effort
* improved accountability
* improved record management
Strategic Alignment
* Automate Workflows > Increase Efficiency
* Automate Workflows > Increase Customer Satisfaction (vendors)
* Strengthen Reporting and Analytics > Increase Accountability
Project Sponsor
Director, Finance
Project Cost
150,000
Operating Cost
20,000
Timing
2020
Prior & Prior Associates page 100
Municipality of Clarington Information Technology Strategic Plan
Project Name
Learning Management Solution
Project Type
Technology Enhancement
Description
The municipality does not have a robust technology for online delivery and
management of training. Fire Services, Operations, and HR have onboarding and
ongoing training needs, and IT needs to support better technology implementations
with more and better training. Online, self -paced courses are an effective and
efficient choice for many policy, procedure, safety and technology training for broad,
dispersed audiences. Solutions deliver online training and track both online and
other training experiences.
Approach
A business analyst should detail the municipality's short and medium-term training
requirements and acquire a cloud -based learning management platform. Once
selected and architected for both corporate and departmental needs, this platform
can be implemented in phases, starting with Fire, Operations and IT.
Stakeholders
Fire Services, IT, Parks and Recreation, Operations, All new solution owners and users
Benefits and Outcomes
* more accessible training of all types - more knowledge
* support for competency development, succession planning
* accurate and timely tracking of mandatory health and safety training
* easy compliance with documentation requirements
Strategic Alignment
* Strengthen Reporting and Analytics > Increase Effectiveness
* Strengthen I&T Integration > Increase Efficiency
Project Sponsor
Manager, HR
Project Cost
25,000
Operating Cost
5,000
Timing
2019
Prior & Prior Associates page 101
Municipality of Clarington Information Technology Strategic Plan
Project Name
Technology Training Tools
Project Type
Capability and Capacity
Description
As the municipality makes significant investment in new technology over the next 5
years, it needs to ensure that users fully understand the capabilities and procedures
of the new systems.
Approach
Technology training should be supported by a learning culture, adopting IT training
best practices such as planning and assessment, and the train -the -trainer model. The
current training room needs to be modernized. Select and support a web conference
service for web- based interactive training and purchase access to self-directed
modules for each new solution for knowledge reinforcement. Plan to spend capital
money on multifaceted training for all new solutions.
Stakeholders
All new solution owners and users
Benefits and Outcomes
* increased efficiencies and effectiveness from technology investments
* increased acceptance of new processes and supporting technologies
Strategic Alignment
Align and Mature IT Service > Increase Effectiveness
Project Sponsor
Manager, HR
Project Cost
10,000
Operating Cost
2,500
Timing
2019
Prior & Prior Associates page 102
Municipality of Clarington Information Technology Strategic Plan
Project Name
Adopt IT Governance
Project Type
Policy and Procedure
Description
This strategic plan recommends strategic investment in a significant list of projects.
The organization needs a governing body that will execute the strategy by planning
and monitoring the portfolio of projects, ensuring that policy enablers are in place,
approving and supporting standards, and ensuring a corporate -wide view of
technology is cultivated. The strategy and implementation priorities need to be
reviewed annually to accommodate new needs, halt or re -cast failing projects, and
take advantage of new opportunities.
Approach
Strike a formal IT Steering Committee of senior managers and department heads
(supported by the IT Manager). Assign a workgroup to develop Terms of Reference
and meeting schedule in Q2 and meet quarterly thereafter.
Stakeholders
Senior Managers, Department Heads
Benefits and Outcomes
❑ flexible technology plan
❑ policy enablers for project success
❑ authoritative IT policies and standards
❑ inter -divisional engagement, understanding and ownership of IT as a corporate
resource
Strategic Alignment
❑ Strengthen IT Governance > Improve Communication and
CollaborationAncrease Accountability
❑ Align and Mature the IT Service > Increase Effectiveness
Project Sponsor
Director, Corporate Services
Project Cost
0
Operating Cost
0
Timing
2017
Prior & Prior Associates page 103
Municipality of Clarington Information Technology Strategic Plan
Project Name
Formalize IT Service Offerings
Project Type
Capability and Capacity
Description
As the municipality and technology use have grown, so too have the challenges of
meeting client expectations. IT cannot be everything to everyone, but when staff
assert this reality, the result is often dissatisfaction and decline in trust. The IT
section needs to build this trust and increase client satisfaction, while at the same
time providing great services focussed on delivering customer value
Approach
The IT team should engage its clients in identifying their service and support needs
and propose simple but formal service offerings and levels. These should be
documented, approved by the IT Steering Committee and posted on the IT intranet.
As you mature, start developing formal Service Level Agreements (SLAB) and service
uptake and performance measures.
Stakeholders
All technology users
Benefits and Outcomes
clear understanding of client needs and expectations
❑ clear articulation of IT services
❑ increased client satisfaction
Strategic Alignment
❑ Align and mature IT Service> Improve Customer Service
Project Sponsor
Director, Corporate Services
Project Cost
0
Operating Cost
0
Timing
2018-2020
Prior & Prior Associates page 104
Municipality of Clarington Information Technology Strategic Plan
Project Name
IT Help Desk Replacement
Project Type
Technology Enhancement
Description
The municipality currently uses custom made application to log and track IT service
requests and trouble tickets. Garnering end user compliance in the new process has
been challenging, and reports are limited. To measure and improve IT service
management, the municipality needs to invest in a more robust solution providing
web based issue logging and tracking for end users, knowledge base development,
and performance reporting. These capabilities may be met through one of the
Customer Relationship Management modules to be acquired for other services.
Approach
Make this a task for the enhanced IT team to select and configure together.
Stakeholders
GM, Corporate Services, IT Staff, IT support users
Benefits and Outcomes
Prior & Prior Associates page 105
Municipality of Clarington Information Technology Strategic Plan
Project Name
IT Policies and Procedure Development
Project Type
Policy and Procedure
Description
Policies and standards establish the parameters within which the Municipality uses
technology, creating clear expectations for those that use and manage technology.
Clarington needs to have a strong and comprehensive set of policies, standards and
procedures developed with engagement of the business units.
Approach
These should be developed as IT Governance projects led by the IT Manager and
documented, published and maintained in accordance with a quality documentation
standard. These exercises are excellent opportunities to build and share governance
knowledge through participation in policy development workgroups.
Stakeholders
All IT Clients
Benefits and Outcomes
Prior & Prior Associates page 106
Municipality of Clarington Information Technology Strategic Plan
Project Name
Email System Update
Project Type
Technology Enhancement
Description
Clarington's current email system, Microsoft Exchange 2010 on Server 2008, has been
in place for over 6 years. It is no longer meeting expectations, and takes a lot of staff
time and effort to maintain. Increasing sophistication of security threats make failure
to keep up with maintenance patches, server currency, SPAM, and virus prevention
creates significant risks to business continuity. The municipality needs to investigate
the costs and benefits of a cloud solution alternative and replace this solution when
most of the value from its current investments has been realized.
Approach
Most municipalities the size of Clarington are moving to a cloud -based solution for
email to reduce effort and complexity of managing email servers, doing backups,
archives, and restoring content for users. Determine requirements and constraints
and determine if a cloud solution provides the best value.
Stakeholders
All Departments
Benefits and Outcomes
improved efficiency in use of IT back-office resources
improved security and availability
❑ improved remote access
Strategic Alignment
❑ Strengthen IT Infrastructure> Connect Field Staff>lncrease Efficiency
❑ Strengthen IT InfrastructureAmprove Effectiveness
❑ Improved Efficiency (use of IT Resources)
Project Sponsor
Director, Corporate Services
Project Cost
60,000
Operating Cost
35,000
Timing
2017-2018
Prior & Prior Associates page 107
Municipality of Clarington Information Technology Strategic Plan
Project Name Business Continuity Plan
Prior & Prior Associates page 108
Municipality of Clarington Information Technology Strategic Plan
Project Name
IT Resource Alignment
Project Type
Capability and Capacity
Description
Speed up the process of shifting resources from generalist to specialist, to provide
efficiencies in customer service and support to allow more time for team leaders to
develop capabilities needed for a leadership role in project management, technology
acquisition and implementation.
Approach
Restructure the IT Department to specialize in teams to address all the different
functions and requirements around technology implementation and support.
Create supervisory positions for sustainability and employee retention and
development. Fill the vacant position as soon as possible and train existing staff for
changed roles. Use capital funding for training and tools.
Stakeholders
IT Steering Committee, IT Manager
Benefits and Outcomes
❑ Improved efficiencies in Customer Service and Support
❑ Enhanced capability in Project Management
❑ Enhanced capability in Technology Acquisition support
Strategic Alignment
improved Efficiency (use of IT Resources)
Project Sponsor
Director, Corporate Services
Project Cost
20,000
Operating Cost
120,000
Timing
2017-2018
Prior & Prior Associates page 109
Municipality of Clarington Information Technology Strategic Plan
Project Name
Portfolio Management Capability
Project Type
Capability and Capacity
Description
Clarington does not have systems, processes or data to show a high level view of its
technology investments and report on the impact of their links to corporate goals.
Clarington needs a process for documenting, prioritizing, integrating and managing
projects and their alignment and impact on corporate goals.
Approach
Establish IT leadership and departmental capability, best practices and tools for
documenting project proposals, especially emphasising meaningful benefit
statements and alignment to strategic goals. Mature the capability in year 3 by
adding measurable cost reductions and revenue increases and calculating Return on
Investment.
Stakeholders
IT Steering Committee, Department Heads
Benefits and Outcomes
❑ improved process for documenting and submitting project proposals
❑ improved project alignment to corporate goals
improved accountability for IT investment
improved analytical capability for decision support
Strategic Alignment
Align and Mature IT Service > Increase Effectiveness
Strengthen IT Governance > Increase Accountability
Project Sponsor
Director, Corporate Services
Project Cost
10,000
Operating Cost
2,000
Timing
2017-2018
Prior & Prior Associates page 110
Municipality of Clarington Information Technology Strategic Plan
Project Name
Project Management Capability
Project Type
Capability and Capacity
Description
Clarington has limited capability in defining, prioritizing and executing business
improvement and technology implementation projects. It needs policies,
procedures, templates, technology and methodologies to define and execute
projects.
Approach
Establish best practices and tools then take small, incremental steps toward
developing capability and capacity throughout the organization through training and
mentorship from consulting project managers on this portfolio of projects.
Stakeholders
Project sponsors. IT Steering Committee
Benefits and Outcomes
❑ improved project alignment, prioritization and accountability
❑ improved project success
widespread knowledge of basic project management practice
Strategic Alignment
Align and Mature IT Service > Increase Effectiveness
Strengthen IT Governance > Increase Accountability
Project Sponsor
Director, Corporate Services
Project Cost
10,000
Operating Cost
2,000
Timing
2017-2018
Prior & Prior Associates page 111
Municipality of Clarington Information Technology Strategic Plan
Appendix 6: Staff Survey Report
Prior & Prior Associates page 112
Clarftwa
Corporate Services
Report
If this information is required in an alternate accessible format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
Report To: General Government Committee
Date of Meeting: September 25, 2017
Report Number: COD -016-17 Resolution:
File Number: CL2017-32 By-law Number:
Report Subject: Seniors & Physically Disabled Sidewalk & Windrow Snow Clearing
Services
Recommendations:
1. That Report COD -016-17 be received;
2. That B&D Tractor Services with a total negotiated annual bid amount of $275,161.08
(Net HST Rebate) being the lowest compliant bidder meeting all terms, conditions and
specifications of Tender CL2017-32 be awarded a two year contract for the supply of all
necessary labour, equipment and materials to provide winter maintenance — snow
clearing, sanding, salting, ice removal and windrow removal for the Senior Citizen's &
Physically Disabled Program as required by the Operations Department;
3. That pending satisfactory pricing and service, the Purchasing Manager be given
authority to extend the contract for this service for up to three additional one year
terms;
4. That Council approves the additional funds required for the two year term and the
subsequent funds for the three additional one year terms; and
5. That all interested parties listed in Report COD -016-17 and any delegations be advised
of Council's decision by the Corporate Services Department.
Municipality of Clarington
Report COD -016-17
Report Overview
Page 2
To request authorization from Council to award CL2017-32 for Seniors & Physically Disabled
Sidewalk and Windrow Snow Clearing Services.
1. Background
The scope of work was prepared by the Operations Department and included the provision for
the supply of all necessary labour, equipment and materials to provide for winter maintenance
— snow clearing, sanding, salting, ice removal and windrow removal for the Senior Citizen's &
Physically Disabled Program annually during a two year period.
Tender CL2017-32 was issued by the Purchasing Services Division and advertised
electronically on the Municipality's website. Notification of the availability of the document was
also posted on the Ontario Public Buyer's Association. Seven companies downloaded the
document.
The tender closed on September 8, 2017.
A total of four submissions were received in response to the tender call. Bids were reviewed
and tabulated (see Attachment 1). All submissions were deemed compliant.
2. Proposal
2.1 Analysis
After review and analysis of the submissions by the Operations Department and the
Purchasing Services Division, it was determined that all submissions far exceeded the
previous 2012 contract price which would result in a significant impact to our 2017
budget. It was mutually agreed to meet with the low bidder, B&D Tractor Services to
discuss efficiencies and where possible, negotiate savings by removing or reducing some
services from the contract. During the meeting with B&D Tractor Services it was
discovered that there was a duplication of services and savings could be achieved by
reducing the amount of sanding and salting required in the contract. This saving
amounted to $127,206.10. B&D Tractor Services have successfully completed work for
the Municipality in the past.
2.2 Financial
The recommendation to award is based on 40 full calls per year. It is noted that over the
past four years, the average of overall callouts was 29 and full call outs was five. The
budget has been $50,000 even though the actuals has exceeded the approved budget
over the past four years.
The cost of the seniors program over the past four years ranged from $44,513 to
$71,302. Revenues ranged from $14,320 to $19,200.
Municipality of Clarington
Resort COD -016-17
Paae 3
By approving this report, you are giving pre budget approval to cover the new costs of the
program. Staff is forecasting that additional funds required in the 2018 budget will be
$45,000 more than the 2017 Budget. The project costs will be charged to the Seniors
Snow Clearing Contract account number 100-36-380-10400-7163.
Council may wish to increase the annual fee since it has been $60.00 plus HST since
2009. In 2016-2017 the program had 313 registrants.
Queries with respect to the department needs should be referred to the Director of
Operations.
3. Concurrence
This report has been reviewed by the Director of Operations who concur with the
recommendations.
4. Conclusion
It is respectfully recommended that B&D Tractor Services with a negotiated total annual
bid of $275,161.08 (Net HST Rebate) be awarded a two year contract for the Seniors &
Physically Disabled Sidewalk and Windrow Snow Clearing Services as per the terms,
conditions and specifications of Tender CL2017-32.
5. Strategic Plan Application
The recommendations contained in this report conform to the Strategic Plan.
Submitted by:
Marie Marano, H.B. Sc., C.M.O
Director of Corporate Services
Reviewed by.
Andrew C. Allison, B. Comm, LL.B.
CAO
Staff Contact: David Ferguson, Purchasing Manager, 2209 or dferguson@clarington.net
List of interested parties to be notified of Council's decision is on file in the Corporate Services
Department.
Municipality of Clarington
Attachment 1 to
Report COD -016-17
Municipality of Clarington
Summary of Bid Results
Tender CL2017-32
Seniors & Physically Disabled Sidewalk and Windrow Snow Clearing
Services
BIDDER
TOTAL BID
Estimated 5 Year
Contract
(Net of HST Rebate)
Expenditure (Net
of HST Rebate)
B&D Tractor Services
$275,161.08
$1,375,805.40
Forest Ridge Landscaping
$653,587.71
$3,267,938.55
Pro Lawn Landscaping
$1,116,212.36
$5,581,061.80
JMR Excavating
$1,151,283.13
$5,756,415.65
Presentations and Handouts
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Board of Trade and
Office of Economic Development
Clarington Board of Trade and
Office of Economic Development
Update to Council September 25, 2017
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Type and Number of Inquiries: 2017 (to date)
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Designated Area:
SMALL DOGS ONLY
Bowma nvi I le Off Leash Dog Park
West Beach Road
Overview
Objective
Raise awareness of risks associated with having large and
small dogs playing in the same area
2. Improve park safety for dogs and their owners by enforcing
posted park signs through the Responsible Pet Owner's
By -Law
Current Situation
An encounter on August 2017 at the Bowmanville Off Leash Dog
Park has prompted the need for change to park regulations
Currently the designated small dog area permits puppies, which
allow dog owners of large breeds to use the small dog area
(SDA)
o Small dogs and their owners using the off leash dog park are at
risk for serious injury
Dangers for Small Dogs
o Attacks happen so often vets have an acronym
for it: BDLD (Big Dog -Little Dog)
o Small dogs can get injured quickly by a group of
large dogs playing
o The larger the dog, the greater the potential for
injury
o Small dogs can look like prey which can trigger a
large dog into a predatory chase. If this
happens it's possible for a bite to occur
o In the event there is a bite or fight incident, a
large dog can do significant damage to a small
dog and even cause death
R isk of Injury to People
o Large dogs can:
Knock a person down
o Jump on people
Cause significant injury with paws and bites
o Owners of small dogs are often injured while
trying to pick up their small dog in an attempt to
prevent injury to their dog
o Elderly or person with disability are at greater
risk for injury when large dogs enter small dog
area unexpectedly
Tragedy at the Dog Park
Date: June 20, 2015
o One year old chorkie named Russel was taken to Clearview
Kingsford Garden leash free park in Oakville when another
dog owner arrived with 3 large dogs. The dogs were
released into the same area as Russel. The large dogs
immediately pounced on Russel and attacked him by the
neck. Russel was driven to a nearby vet, but his injuries
were too extensive and he died a short time later.
o Date: August 19, 2016
6 Eleven year old toy poodle named Copper was attacked by
a bull terrier mix while his owners walked him in the off
leash portion of the park. Coppers owners were bitten in
the process of trying to save their dog. Despite their
efforts, Copper died from his injuries at the park.
Current Park Sign
Leash Free Park
Small Dogs & Puppies
ENTRY
Only Open One
Gate At a Time
Proposed Sign Change
6 Designated small dog area that
specifies BOTH:
1. Height of no more than 12 inches;
and,
2. Weight of 20 lbs or less for an dog
entering the designated small dog
area.
Examples taken from Toronto's
Off Leash Dog Parks
jum
This area hes been approved
for the use by owners with
Smaller dog breeds.
Dogs Under 20 lbs.
Locations
Please check park signage for
details on designated areas and
times of operation.
CDW: Commercial Daci Walkers
allowed
FEN: Fenced park
SDA: Small Dog Area (dogs
weighing max. 20 lbs; max. height
12 inches at the shoulder)
Proposed Amendment
o Responsible Pet Owners By -Law 2013-024
o Under Leash Free Areas
o "Not allow a dog to enter a designated off
leash area except in accordance with the
posted conditions of use"
References
• The Dog Guru -
Trainer)
• Tufts University -
Robin Bennett (Certified Dog
Cummings School of
Veterinary Medicine (September 2013)
• Dr. Nicholas Dodman, Director of Animal
Behaviour Clinic
• Toronto Municipal Code, Chapter #608
(Parks and Trails)
• CTV News, Toronto.ctvnews.ca
• The Hamilton Spectator, www.thespec.com
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Presentation Overview
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Scope of Project
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Research & Data Collection
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Stakeholder Consultation
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Proposed
Waterfront Flood Response Plan
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