The URL can be used to link to this page

Home My WebLink About01/22/2018Final C141llgC0Il General Government Committee Agenda Date: January 22, 2018 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: January 22, 2018 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 could 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 January 2 Minutes of a Regular Meeting of January 2, 2018 Page 6 Minutes 7 Delegations 7.1 Janice Jones, Regarding the Courtice Youth Centre 7.2 Jim Mackenzie and Jeff Mitchell, Port Darlington Community Association, Regarding Port Darlington Community Association Update 8 Communications - Receive for Information 8.1 Bowmanville Minutes of the Bowmanville Business Improvement Area Page 19 BIA Minutes dated January 9, 2018 8.2 Town of Christopher Harris, Town Clerk, Town of Whitby — Page 24 Whitby Regarding Pollinator Habitat and Bee City Canada [Attachment 2 (The Application) and Attachment 3 (Renewal), are available upon request] 8.3 CLOCA Minutes of the Central Lake Ontario Conservation Authority Minutes Committee dated January 16, 2018 Page 2 Garington General Government Committee Agenda Date: January 22, 2018 Time: 9:30 AM Place: Council Chambers 9 Communications — Direction 9.1 Rod McArthur Rod McArthur— Regarding Naming the Bridge Over Wilmot Page 34 Creek (Motion for Direction) 9.2 Parkview Joyce Kufta, Chair, Parkview Board of Directors — Page 35 Regarding Regular Bus Services into the Downtown area of Newcastle (Motion for Direction) 10 Presentations 10.1 Peter Windolf, Manager of Park Development and Sean Bagshaw, Capital Works Engineer, Engineering Services Department, Regarding Active Transportation in Clarington 10.2 Tom McHugh, Executive Vice President Patient Services and Regional Vice President Cancer Services, Lakeridge Health - Regarding Master Planning and Stakeholder Engagement in the Community 11 Engineering Services Department No Reports 12 Operations Department No Reports 13 Emergency and Fire Services Department 13.1 ESD -001-18 Review of the Emergency Management By-law and Respond to Resolution #C-135-17 14 Community Services Department No Reports Page 36 Page 3 CIarington General Government Committee Agenda Date: January 22, 2018 Time: 9:30 AM Place: Council Chambers 15 Municipal Clerk's Department 15.1 CLD -004-18 Appointment to the Samuel Wilmot Nature Area Page 52 Management Advisory Committee 15.2 CLD -005-18 2017 Accessibility Annual Status Update Page 55 15.3 CLD -006-18 Impacts of Cannabis Legislation Page 65 16 Corporate Services Department 16.1 COD -002-18 Preventative Maintenance Contract and HVAC Services Page 73 17 Finance Department No Reports 18 Solicitor's Department 18.1 LGL -001-18 Assumptions of Road Widenings Page 77 19 Chief Administrative Office 19.1 CAO -001-18 Service Review - Animal Shelter Services Page 83 20 New Business — Consideration 20.1 Municipal Municipal Conflict of Interest Act (MCIA) Page 191 Conflict of Interest Act Page 4 CIarington General Government Committee Agenda 21 Unfinished Business No Reports 22 Confidential Reports No Reports 23 Adjournment Date: January 22, 2018 Time: 9:30 AM Place: Council Chambers Page 5 Clarington General Government Committee Minutes January 2, 2018 If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Minutes of a meeting of the General Government Committee held on Tuesday, January 2, 2018 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 and Councillor W. Woo Regrets: Councillor C. Traill Staff Present: A. Allison, R. Albright, J. Caruana, C. Carr, A. Greentree, F. Horvath, M. Marano, R. Maciver, G. Weir, S. Gray 1 Call to Order Mayor Foster called the meeting to order at 9:30 AM. 2 New Business — Introduction There were no new business items added to the Agenda. 3 Adopt the Agenda Resolution #GG -001-18 Moved by Councillor Hooper, seconded by Councillor Partner That the Agenda for the General Government Committee meeting of January 2, 2018 be adopted as presented. Carried 4 Declaration of Interest There were no declarations of interest stated at this meeting. 5 Announcements Members of Committee announced upcoming community events and matters of community interest. -1- A• Clarington General Government Committee Minutes January 2, 2018 6 Adoption of Minutes of Previous Meeting Resolution #GG -002-18 Moved by Councillor Cooke, seconded by Councillor Woo That the minutes of the regular meeting of the General Government Committee meeting held on November 27, 2017, be approved. Carried 7 Delegations 7.1 Jim Boate, Durham Region Cycling Coalition (DRCC) and the Clarington Cycling Club, Regarding Report EGD -001-18 Clarington Active Transportation and Safe Roads Advisory Committee Jim Boate, Durham Region Cycling Coalition (DRCC) and the Clarington Cycling Club, was present regarding Report EGD -001-18 Clarington Active Transportation and Safe Roads Advisory Committee. He made a verbal presentation to accompany an electronic presentation. Mr. Boate defined active transportation as walking, jogging, riding a bike, skate boarding, non -powered wheel chairing or anything that helps you get around the community using human power. He outline some of the benefits active transportation can have in the community and stated that the Clarington community has been proactive over the last several years in both trails and cycling infrastructure. Mr. Boate advised the Committee that the proposed Active Transportation Committee will be comprised of staff members, Council member and residents of Clarington. He stated that the committee will link the community and the Municipality on active transportation matters and work with neighbouring communities in Durham Region. Mr. Boate stated that the committee will advise on the five E's of active transportation, being engineering, education, evaluation, encouragement and enforcement. He mentioned that the Province of Ontario is encouraging communities to adopt an Active Transportation program, and that creating an Active Transportation Committee is the right thing to do for our community. 7.2 Melodie Zarzeczny, Board Chair, Durham Hospice, Mark Murphy, Board Member, Durham Hospice and Jill Richardson, Board Member, Durham Hospice Regarding Communication Item 9.4, Durham Hospice — Clarington Project — Request for Land Donation Melodie Zarzeczny, Board Chair, Durham Hospice, Mark Murphy, Board Member, Durham Hospice and Jill Richardson, Board Member, Durham Hospice were present regarding Communication Item 9.4, Durham Hospice — Clarington Project — Request for Land Donation. She made a verbal presentation to accompany an electronic presentation. Ms. Zarzeczny introduced Durham Hospice as a not-for-profit corporation with federal registered charitable status which provides palliative care in Durham Region. She advised the Committee that they are a volunteer based board with nine of -2- Clarington General Government Committee Minutes January 2, 2018 their volunteers being from the Municipality of Clarington. Ms. Zarzeczny stated that in 2015, Durham Hospice transferred their programs to the Victorian Order of Nurses. She indicated that in 2017 Durham Hospice repurposed there mandate to sponsor a five bed residential hospice in the Municipality of Clarington. Ms. Zarzeczny mentioned that Lakeridge Health is providing project management assistance for the project. She defined what a residential hospice is and advised the Committee that residential hospices have been around for some time and there is a need for these facilities in Durham Region. Ms. Zarzeczny advised the Committee that the Ministry of Health and Long Term Care approved five beds for Clarington and will provide capital and operating funding. She stated that Durham Hospice is asking for help identifying the appropriate site for the Clarington residential hospice. Location considerations include Cobbledick Road and the Jury House — Camp 30 lands. Ms. Zarzeczny asked that Council request staff to work with Durham Hospice to closely examine each site for potential fit and timelines for the hospice project. She advised the Committee that the Ministry funding is conditional on the facility being operational by March 2019. Ms. Zarzeczny concluded by thanking the Committee and staff for their support. Alter the Agenda Resolution #GG -003-18 Moved by Councillor Woo, seconded by Councillor Partner That the Agenda be altered to consider Communication Item 9.3, Melodie Zarzeczny, Board Chair — Regarding the Durham Hospice — Clarington Project — Request for Land Donation, at this time. Carried 9.3 Melodie Zarzeczny, Board Chair — Regarding the Durham Hospice — Clarington Project — Request for Land Donation Resolution #GG -004-18 Moved by Councillor Partner, seconded by Councillor Hooper Whereas through the Durham Hospice Clarington Group, Clarington has been identified and approved for a five bed residential hospice; Whereas securing a site for the residential hospice is of the utmost importance and critical to success; and Whereas two municipally owned sites have high potential for fitting of space and location considerations, being Cobbledick Road and the Jury House on the Jury Lands, better known as the Training School/Camp 30 Lands; -3- Clar-ington General Government Committee Minutes January 2, 2018 Now Therefore Be it Resolved That Staff be requested to work with Durham Hospice Clarington Group to closely examine each site for the potential fit and timelines for the hospice project and report back at the January 29, 2018 Planning and Development Committee Meeting. Carried Later in the Meeting (See following motion) Suspend the Rules Resolution #GG -005-18 Moved by Councillor Neal, seconded by Councillor Partner That the Rules of Procedure be suspended to allow Members of Committee to speak to the matter of the foregoing Resolution #GG -004-17 a second time. Carried The foregoing Resolution was then put to a vote and Carried on the following recorded vote: Council Member Yes No Declaration of Interest Absent Councillor Neal X Councillor Partner X Councillor Traill X Councillor Woo X Councillor Cooke X Councillor Hooper X Mayor Foster X E Clarington General Government Committee Minutes January 2, 2018 8 Communications - Receive for Information 8.1 Minutes of the Ganaraska Region Conservation Authority dated November 30, 2017 8.2 Andrew Brouwer, City Clerk, City of Oshawa — Regarding Request for Deferral of Site Selection for a Potential Cannabis Store in Oshawa 8.3 Ralph Walton, Regional Clerk/Director of Legislative Services, the Regional Municipality of Durham, Regarding Regional Response to Metrolinx Draft 2041 Regional Transportation Plan Resolution #GG -006-18 Moved by Councillor Neal, seconded by Councillor Woo That the Communication Items 8.1 to 8.3 be received for information, with the exception of 8.2 and 8.3. Carried 8.2 Andrew Brouwer, City Clerk, City of Oshawa — Regarding Request for Deferral of Site Selection for a Potential Cannabis Store in Oshawa Resolution #GG -007-18 Moved by Councillor Woo, seconded by Councillor Partner That the Communication Item 8.2 be received for information. Carried 8.3 Ralph Walton, Regional Clerk/Director of Legislative Services, the Regional Municipality of Durham, Regarding Regional Response to Metrolinx Draft 2041 Regional Transportation Plan Resolution #GG -008-18 Moved by Councillor Neal, seconded by Councillor Cooke That the Communication Item 8.3 be received for information. Carried -5- 10 Clarington General Government Committee Minutes January 2, 2018 9 Communications — Direction 9.1 Jennifer Weymark - Regarding Diversity in Clarington Resolution #GG -009-18 Moved by Councillor Partner, seconded by Councillor Woo That Correspondence Item 9.1 from Jennifer Weymark regarding Diversity in Clarington be referred to staff for a report to be considered at the General Government Committee Meeting of Monday, February 12, 2018. Carried 9.2 Bill Mauro, Minister, Ministry of Municipal Affairs, Regarding Protecting Water for Future Generations — Public Consultation Resolution #GG -010-18 Moved by Councillor Neal, seconded by Councillor Cooke That Communication Item 9.2, be received for information. Carried 9.3 Melodie Zarzeczny, Board Chair — Regarding the Durham Hospice — Clarington Project — Request for Land Donation Communication Item 9.3, Melodie Zarzeczny, Board Chair — Regarding the Durham Hospice — Clarington Project — Request for Land Donation was considered earlier in the meeting during the delegation portion of the agenda. 9.5 City of Oshawa Andrew Brouwer — Regarding Release of Employment Lands Along Highway 407 East Resolution #GG -011-18 Moved by Councillor Cooke, seconded by Councillor Neal That Communication Item 9.5, Regarding Release of Employment Lands Along Highway 407 East, be endorsed. Motion Lost Resolution #GG -012-18 Moved by Councillor Partner, seconded by Councillor Hooper That Communication Item 9.5, Regarding Release of Employment Lands Along Highway 407 East, be received for information. Carried -6- 11 Clarington Recess Resolution #GG -013-18 General Government Committee Minutes January 2, 2018 Moved by Councillor Neal, seconded by Councillor Partner That the Committee recess for 10 minutes. Carried The meeting reconvened at 10:59 AM with Councillor Woo in the Chair. 10 Presentations No Presentations 11 Engineering Services Department 11.1 EGD -001-18 Clarington Active Transportation and Safe Roads Advisory Committee Resolution #GG -014-18 Moved by Councillor Hooper, seconded by Mayor Foster That Report EGD -001-18 be received; That Council endorse the Terms of Reference for the Active Transportation and Safe Roads Advisory Committee; That the Clerk be authorized to commence the recruitment and selection process to establish the Active Transportation and Safe Roads Advisory Committee; and That Council appoint a Council representative to the Active Transportation and Safe Roads Advisory Committee. Carried as Amended (See following motions) Resolution #GG -015-18 Moved by Mayor Foster, seconded by Councillor Neal That the foregoing Resolution #GG -014-17 be amended by deleting the last paragraph and replacing it with the following: That the Council Department Liaison to Engineering Services be appointed as the Council representative to the Active Transportation and Safe Roads Advisory Committee. Carried -7- 12 Clarington General Government Committee Minutes January 2, 2018 Resolution #GG -016-18 Moved by Councillor Neal, seconded by Councillor Cooke That the foregoing Resolution #GG -014-17 be amended to delete the second paragraph and replace it with the following That Council endorse the Terms of Reference for the Active Transportation and Safe Roads Advisory Committee as amended, to delete "months" and replace it with "meetings" in paragraph 6 of Section H Responsibilities and Obligations of Members. Carried The foregoing Resolution #GG -014-17 was then put to a vote and carried as amended. Councillor Partner chaired this portion of the meeting. 12 Operations Department 12.1 OPD -001-18 Plowing of Secondary Roads Resolution #GG -017-18 Moved by Councillor Hooper, seconded by Councillor Cooke That Report OPD -001-18 be received; and That Council direct staff to continue investigating options for road snow plowing operations that may include the future use of private contractors to improve service levels, create efficiencies and reduce overall operating costs. Carried later in the meeting (See following motion) Suspend the Rules Resolution #GG -018-18 Moved by Councillor Cooke, seconded by Councillor Hooper That the Rules of Procedure be suspended to extend for an additional ten minutes beyond the scheduled one-hour break. Carried The foregoing Resolution #GG -017-18 was then put to a vote and Carried. 13 Clarington General Government Committee Minutes January 2, 2018 Recess The Committee recessed for their one hour scheduled break as per the Procedural By-law. The meeting reconvened at 1:13 PM with Councillor Partner in the Chair. 12.2 OPD -003-18 Seniors Snow Removal Program Resolution #GG -019-18 Moved by Councillor Woo, seconded by Councillor Hooper That Report OPD -003-18 be received; and That Council provide direction related to the fees for the Senior Citizen and Physically Disabled Sidewalk and Driveway Windrow Snow Clearing program for the 2018-2019 season. Carried as Amended (See following motions) Resolution #GG -020-18 Moved by Councillor Hooper, seconded by Councillor Neal That the fees for the Senior Citizen and Physically Disabled Sidewalk and Driveway Windrow Snow Clearing be amended to increase the amount from $60.00 to $100.00. Motion withdrawn Resolution #GG -021-18 Moved by Councillor Neal, seconded by Councillor Hooper That the fees for the Senior Citizen and Physically Disabled Sidewalk and Driveway Windrow Snow Clearing be amended to add an annual cost of living increase on the current base amount of $60.00. Motion Lost Resolution #GG -022-18 Moved by Councillor Cooke, seconded by Mayor Foster That Report OPD -003-18 Seniors Snow Removal Program be referred back to staff to provide other options for fee structure pertaining to affordability for the Senior Citizen and Physically Disabled Sidewalk and Driveway Windrow Snow Clearing program. Motion Lost 14 Clarington General Government Committee Minutes January 2, 2018 Resolution #GG -023-18 Moved by Councillor Neal, seconded by Councillor Hooper That the foregoing Resolution #GG -019-17 be amended by adding the following: That the fees for the Senior Citizen and Physically Disabled Sidewalk and Driveway Windrow Snow Clearing be increased from $60.00 to $75.00 for the 2018/2019 season and That thereafter, beginning with the 2019/2020 season, an annual cost of living increase be added to the base amount. Carried The foregoing Resolution #GG -019-18 was then put to a vote and Carried as Amended. 13 Emergency and Fire Services Department No Reports for this section of the Agenda. 14 Community Services Department No Reports for this section of the Agenda. Mayor Foster chaired this portion of the meeting. 15 Municipal Clerk's Department 15.1 CLD -001-18 Appointment to the Newcastle Arena Board Resolution #GG -024-18 Moved by Councillor Partner, seconded by Councillor Woo That staff be directed to re -advertise the vacant position for the Newcastle Arena Board and report back; That, if no applicants apply to the vacant position, the Newcastle Arena Board members remain status quo until the next Term appointments; and That all interested parties listed in Report CLD -002-18 and any delegations be advised of Council's decision. Carried Clarington- General Government Committee Minutes January 2, 2018 15.2 CLD -002-18 Appointments to the Clarington Museums and Archives Board Resolution #GG -025-18 Moved by Councillor Cooke, seconded by Councillor Neal That Report CLD -002-18 be received; That the vote be conducted to appoint two citizen representatives for a term ending December 31, 2018, or until a successor is appointed, to the Clarington Museums and Archives Board for the Municipality of Clarington, in accordance with the Appointments to Boards and Committees Policy; and That all interested parties listed in Report CLD -002-18 and any delegations be advised of Council's decision. Carried The following appointments were made in accordance with the voting process outlined in the Council Appointments to Boards and Committees Policy for the Clarington Museums and Archives Board for a term ending December 31, 2018 or until a successor is appointed: x Holly Raj x Sarah Bobka 15.3 CLD -003-18 Bill 68 — Summary of Impact and Proclamation Dates Resolution #GG -026-18 Moved by Councillor Cooke, seconded by Councillor Neal That Report CLD -003-18 be received; That the draft By-law (Attachment 1 to Report CLD -003-18), amending Clarington's Procedural By-law, be enacted as amended to delete Sections 2 and 3; and That staff be directed to report back on implementation requirements, process and any associated costs for electronic participation in Council, Committee and Local Board meetings. Carried -11- 16 Clarington General Government Committee Minutes January 2, 2018 16 Corporate Services Department 16.1 CSD -001-18 Bill 148, Fair Workplaces, Better Jobs Act, 2017 Resolution #GG -027-18 Moved by Councillor Cooke, seconded by Councillor Hooper That Report COD -001-18 be received for information. Carried 17 Finance Department No Reports for this section of the Agenda. 18 Solicitor's Department No Reports for this section of the Agenda. 19 Chief Administrative Office No Reports for this section of the Agenda. 20 New Business — Consideration There were no New Business Item to be considered under this Section of the Agenda. 21 Unfinished Business 21.1 OPD -011-17 Private Tree Protection Resolution #GG -028-18 Moved by Councillor Neal, seconded by Councillor Hooper That Report OPD -011-17 be received; and That an interdepartmental team including Operations, Planning and Engineering staff be formed to develop an Urban Forest Management Strategy, using existing staff. Carried -12- 17 Clariiw-n 22 Confidential Reports General Government Committee Minutes There were no items considered under this section of the Agenda. 23 Adjournment Resolution #GG -029-18 Moved by Councillor Cooke, seconded by Councillor Neal That the meeting adjourn at 2:51 PM Mayor Carried -13- W Deputy Clerk January 2, 2018 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, January 9, 2018 in Committee Room 1-C in the Bowmanville Library. Present: Gilpin, (Joe) Neil (Regional Councilor) Members: Lucas, R, Hooper, Holmes, Rezazada, Barry Absent: C. Hooper The meeting was called to order by the Chairman, who then recognized that Joe Neil, the Regional Councillor for the Municipality of Clarington, was present, as a delegation, to speak about, what he perceived was a problem for the businesses in the Downtown core, because of the existence of the parking meters. He said that he felt that, because the shopping malls, and the soon to be created outlet mall on Highway 401 at Waverley Road, provided free parking, that the meters discourage shoppers from coming Downtown where they could receive a parking ticket if the time on the meter expired. The Chairman explained that the meters were part of our "Park, shop and go" policy, with the several parking lots Downtown providing the opportunity for customers of park longer, up to two hours, at no charge. The Chairman thanked Neil for his input on this matter. Moved by Rezazada, seconded byHolmes , THAT the Minutes of the previous meeting be adopted as circulated. "CARRIED" Correspondence was received from the Salvation Army, Faye Langmaid on behalf of the Municipality of Clarington and the OBIA Association. Moved by, seconded by, That the correspondence be received and filed. "CARRIED" 19 Page 2 The Treasurer presented his unaudited Financial Report for 2017. A copy is attached to these Minutes. After the Treasurer answered questions about some of the details connected to the report, is was Moved by Rezazada, seconded by R. Hooper, THAT the Treasurer's Report be adopted as presented. `CARRIED" Next the Treasurer presented the Budget for 2018. Some discussion followed, with the Treasurer explaining the rationale behind his recommendations. The back of this Report included the details of the various honoraria which had been approved at previous Board meetings over the years, with the exception of the revised starting amount for the yet -to -be -hired new Manager of Operations, which was changed by motion at the Board meeting in November 2017.. A copy is attached to these Minutes. Moved by Rezazada, seconded by Barry, THAT the 2018 Budget be approved as presents. "CARRIED' Reports: Council Liaison: Hooper reported that the snow banks in the Downtown BIA core will soon be removed. Events: No report. Membership Relations: No report. Streetscape: No report Communications: No report. Board of Trade: Barry reported that a meeting of the Board of Trade is planned for next week. 20 Page 3 Web Site: Rezazada reported with some enthusiasm on the results of the addition of the animation provided by Saucy Tunes Graphics on the Marketing Website. Media Relations: R. Hooper reported for C. Hooper that nothing of significance had appeared on the social media site. There was no "BUSINESS ARISING" from the previous meeting. Under "NEW BUSINESS", R. Hooper expressed concern that there was little interest by the businesses in the Bowmanville BIA to remain open longer in December to take advantage of Christmas shopping. He said that he had no suggestions of how to get the members to co-operate in this initiative, but that he felt that it should be studied to see if a solution could be found to make it happen. Moved by R. Hooper, seconded by Rezazada , THAT the Meeting be adjourned. "CARRIED" The next meeting is scheduled for Tuesday, February 13, 2018 in Committee Room 1-C in the Bowmanville Library at 6:30 p. m. 21 HISTORIC DOWNTOWN BOWMANVILLE Financial Report for 2017 Unaudited) and Budget for 2018 Approved Budget 2018 $ 51,500.00 (5) 70,000.00 2,500.00 22,500.00 31,000.00 5,000.00 1_,320.00(6) $1839820.00 13 000.00 $170,820.00 (7) Cash on Hand: December 31, 2016 Cash on Hand: December 31, 2017 Petty Cash $ 200.00 Petty Cash $ 200.00 Current Account 187,64 ^ Current Account , 13,125.68 Surplus $ 387,64 Surplus $ 13,325.68 (8) (1) Reflects non-payment of final quarter payment of honorarium to Manager of Operations. (2) Actual amount spent on Events was $115,574.04 (3) Includes 50/50 cost sharing of labour expense with Municipality in the amount of $5,550.00. (4) Includes approved website video clips by Saucy Tunes Graphics. (5) Reflects $6,000 reduction in honorarium for new, yet to be hired, General Manager. (6) Includes video clip of Bluesberry Festival for Marketing Website. (7) Represents a 2.1% increase in BTA tax levy in 2018. (8) Includes interest earned in the amount of $751.81 on cash advance from tax levy from the Municipality in 2017. 22 Approved Approved Budget Actual 2017 2417 Administration $ 57,500 $ 52,222.18 (1) Events 70,000 68,621.54 (2) Special Promotion 2,500 2,226.22 Streetscape (net) 22,500 25,621.83 (3) Capital Works 9,000 5,281.90 Contingency Fund 5,000 00.00 Website Marketing 1,000 2 280.05 (4) Totals $167,500 $156,253.72 Less: Surplus/Deficit 200 Net Budget $167,300 Approved Budget 2018 $ 51,500.00 (5) 70,000.00 2,500.00 22,500.00 31,000.00 5,000.00 1_,320.00(6) $1839820.00 13 000.00 $170,820.00 (7) Cash on Hand: December 31, 2016 Cash on Hand: December 31, 2017 Petty Cash $ 200.00 Petty Cash $ 200.00 Current Account 187,64 ^ Current Account , 13,125.68 Surplus $ 387,64 Surplus $ 13,325.68 (8) (1) Reflects non-payment of final quarter payment of honorarium to Manager of Operations. (2) Actual amount spent on Events was $115,574.04 (3) Includes 50/50 cost sharing of labour expense with Municipality in the amount of $5,550.00. (4) Includes approved website video clips by Saucy Tunes Graphics. (5) Reflects $6,000 reduction in honorarium for new, yet to be hired, General Manager. (6) Includes video clip of Bluesberry Festival for Marketing Website. (7) Represents a 2.1% increase in BTA tax levy in 2018. (8) Includes interest earned in the amount of $751.81 on cash advance from tax levy from the Municipality in 2017. 22 Historic Downtown Bowmanville Revised Schedule of Remunerations for 2018 Secretary's Honorarium $ 3,000 Treasurer's Honorarium $ 4,000 Manager of Operation's Honorarium $141r000 Consultant/Advisor Honorarium $ 4,000 Co-ordinator of Vendor's Honorarium $ 6,000 Support Staffs Honorarium (X3) $ 4,500 Waste Control/Litter --- $15 per hour—April to October (680 hours) $10,200 *Office Rent $ 5,700 *(to include light, heat, water, office equipment, telephone, taxes, insurance, etc (no change) The Treasurer, in consultation with the Manager of Operations "shall determine the timing and manner of these payments". Monies paid for music at all events is normally set at $400 for a four hour performance, but not to the exclusion of other arrangements that may be negotiated. Other forms of entertainment, which may be hired from time -to -time, are paid according to the negotiated contract price. 23 oil 7'11 .., `'a,,. "Town of Whitby �• Office of the Town Clerk 575 Rossland Road East, Whitby, ON L1 N 2M8 www.whitby.ca December 14, 2017 Bee City Canada Nick Sawa or Shelly Candel 1875 Leslie Street, Unit 17 Toronto, Ontario M3B 2M5 Re: Pollinator Habitat and Bee City Canada Please be advised that at a meeting held on December 11, 2017 the Council of the Town of Whitby adopted the following recommendation: 1. That the Town's participation in the `Bee City Canada' be endorsed by Council; 2. That the following resolution in support of the Bee City designation be adopted by Council: Whereas the goal of Bee City Canada designation is to promote healthy, sustainable habitats and communities for pollinators; That bees and other pollinators around the globe have experienced dramatic declines due to land fragmentation, habitat loss, use of pesticides, industrialized agriculture, climate change and the spread of pests and diseases, with serious implications for the future health of flora and fauna; That the Town of Whitby and its residents have the opportunity to support bees and other pollinators on both public and private land; That supporting pollinators fosters environmental awareness and sustainability, and increases interactions and engagement among community stewards; That by becoming a Bee City, the Town of Whitby can highlight initiatives already in place and further engage local communities in an environment of creativity and innovation which will promote a healthier life for our community; and, That staff be authorized to submit the Bee City Canada Application to designate the Town of Whitby as a Bee City. Now Therefore be it Resolved: THAT the Town of Whitby accepts the designation and commits to the standards of the Bee City Canada Program. 3. That the Mayor be authorized to sign the Bee City Canada resolution in support of the Town's application to achieve a Bee City Canada designation; 24 4. That the Town integrate practices into its municipal environmental and sustainability plans and evaluate further actions that support the pollinator population and their habitat; 5. That community partnerships be developed to support pollinator renewal and conservation; and, 6. That the Clerk forward a copy of Report PL 96-17 to Bee City Canada, Whitby Sustainability Advisory Committee, Whitby Community Beautification Committee, Central Lake Ontario Conservation Authority, Thickson Woods Land Trust, Brooklin Horticultural Society, Durham Region Environmental Advisory Committee, Ontario Nature Youth Council, Durham Region Field Naturalists, the Region of Durham, Durham Region municipalities, the Durham District School Board, the Durham Catholic District School Board and the Member of Provincial Parliament and Member of Parliament for Whitby. Should you require further information, please do not hesitate to contact the Planning Department 905-430-4306. a17 Christopher Harris Town Clerk Copy Whitby Sustainability Advisory Committee Whitby Community Beautification Committee Central Lake Ontario Conservation Authority (CLOCA) Thickson Woods Land Trust Brooklin Horticultural Society Durham Region Environmental Advisory Committee Ontario Nature Youth Council Durham Region Field Naturalists Ralph Walton, Regional Clerk, Regional Municipality of Durham Nicole Wellsbury, Town Clerk, Town of Ajax Thom Gettinby, Chief Administrative Officer/Clerk, Township of Brock Anne G t M reen ree, uniApal Clerk, Munidpainy of Claririgfc�n� S-�-RI $ t Andrew Brou OU Cl wer, i y erk, City of Oshawa Debbie Shields, City Clerk, City of Pickering ?EVIEWED BY John Paul Newman, Municipal Clerk, Township of Scu'. 091nalTo: Debbie Leroux, Clerk, Township of Uxbridge �J Council Direction ❑ GG Direchcn ❑ oirectl lr Durham District School Board ❑ Council Information ❑GGlnlcm,ati�n :1 PD Durham Catholic District School Board Copy To: Lorne Coe, M.P.P. Whitby -Oshawa El Mayor ❑Councilrsof Celina Caesar-Chavannes, M.P. Whitby CI CAO oclerks R. Saunders, Commissioner of Planning and Develop Attach. PL 96-17 25 _]'lard Coui611l ,r,, I Communications ❑ Other: ' MuniCpM Clerk's File ..,_ ❑Corporate _jF�--'."" .cy Ammunity irvices 5ervicss Services ❑ Engineering ❑ Finance ❑ Legal Services Services ❑ Operations ❑ Planning Services ❑ Other: ' MuniCpM Clerk's File ..,_ ,oA qg zHF r •• o Town of Whitby Report Report to: Planning and Development and Operations Committee Date of meeting: November 27, 2017 Department: Planning and Development Department Community and Marketing Services Department Report Number: PL 96-17 File Numbers): Not applicable Report Title: Polfiinator Habitat and Bee City Canada 1. Recommendation: 1. That the Town's participation in the `Bee City Canada' be endorsed by Council; 2. That the following resolution in support of the Bee City designation be adopted by Council: WHEREAS the goal of Bee City Canada designation is to promote healthy, sustainable habitats and communities for pollinators; THAT bees and other pollinators around the globe have experienced dramatic declines due to land fragmentation, habitat loss, use of pesticides, industrialized agriculture, climate change and the spread of pests and diseases, with serious implications for the future health of flora and fauna; and THAT the Town of Whitby and its residents have the opportunity to support bees and other pollinators on both public and private land; and THAT supporting pollinators fosters environmental awareness and sustainability, and increases interactions and engagement among community stewards; and THAT by becoming a Bee City, the Town of Whitby can highlight initiatives already in place and further engage local communities in an environment of creativity and innovation which will promote a healthier life for our community; and Report to: Planning and Development and Operations Committee Report number: PL 96-17 Page 1 of 6 26 THAT staff be authorized to submit the Bee City Canada Application to designate the Town of Whitby as a Bee City; and NOW, THEREFORE, BE IT RESOLVED: THAT the Town of Whitby accepts the designation and commits to the standards of the Bee City Canada Program. 3. That the Mayor be authorized to sign the Bee City Canada resolution in support of the Town's application to achieve a Bee City Canada designation; 4. That the Town integrate practices into its municipal environmental and sustainability plans and evaluate further actions that support the pollinator population and their habitat; 5. That community partnerships be developed to support pollinator renewal and conservation; and, 6. That the Clerk forward a copy of Report PL 96-17 to Bee City Canada, Whitby Sustainability Advisory Committee, Whitby Community Beautification Committee, Central Lake Ontario Conservation Authority, Thickson Woods Land Trust, Brooklin Horticultural Society, Durham Region Environmental Advisory Committee, Ontario Nature Youth Council, Durham Region Field Naturalists and the Member of Provincial Parliament and Member of Parliament for Whitby. 2. Executive Summary: According to the Ontario Ministry of the Environment and Climate Change, improving the health of bees and other pollinators is a necessity. Without pollinators, much of the food we eat and the natural habitats we enjoy would not exist. Report PL 96-17 identifies some of the initiatives the municipality has taken to support pollinator habitat renewal and conservation and also outlines what else can be done. In particular, education and promotion to engage the community in further habitat renewal and conservation efforts are recommended as part of this effort. It is recommended that the Town of Whitby join Bee City Canada, and through this designation, the Town can help further support and protect pollinators and their habitat through action and education. 3. Origin: A member of the Ontario Nature Youth Council approached the Town of Whitby to request that the Town participate in the Bee City Canada, an initiative derived from Bee City USA. Report to: Planning and Development and Operations Committee Report number: PL 96-17 Page 2 of 6 27 4. Background: According to the Ministry of Environment and Climate Change, pollination is important because it helps create a diverse plant population. Many crops rely on pollinators such as bees. Bees were once one of the most common pollinators in Canada, however their population is declining. The rusty -patched bumblebee and the yellow -banded bumblebee are two native bee species in Canada. According to the Species at Risk in Ontario List, these species are designated as endangered and a special concern, respectively. The primary threats that they face are habitat loss and degradation. Pesticide use also contributes to the decline of bees and other pollinating insects. The global concern over the decreasing health and population of bees and wild pollinators has resulted in the provincial government and national non-profit organizations such as Bee City Canada taking action to promote the protection and enhancement of pollinators. Bee City Canada's vision is to connect communities across Canada through the protection, promotion and celebration of pollinators. Their Mission is to heal the planet with a greater appreciation of pollinators. Their approach is to join the country in a worldwide movement of pollinator conservation. Taking action to protect and enhance the pollinator population is a positive step for our environment and economy. 5. Discussion/Options: The Town has already undertaken initiatives to aid in pollinator habitat conservation and restoration by being an active participant in sustainable environmental due diligence practices as well as through initiatives from the Mayor's Monarch Pledge (see Report CMS 39-16). These initiatives to -date are generally completed through the Parks Development Division within the Community and Marketing Services Department, the Corporate Communications Division, the Town's Gardeners and Parks Operations Division within the Public Works Department, and the Sustainability Committee from the Planning and Development Department. In order to be designated through Bee City Canada, a Council resolution is required to declare general support for pollinator health and habitat. A copy of the proposed resolution is included as Attachment #1. The Town will also be required to submit an application to Bee City Canada. The draft application forms are identified as Attachment #2 to this report. The Bee City Canada Application (page 3-4) indicates actions the Town has already completed and will continue to conduct. In addition to the initiatives the Town has already completed, the application includes suggested future commitments (page 4-6) the Town would need to conduct, including the following: Report to: Planning and Development and Operations Committee Report number: PL 96-17 Page 3 of 6 1. Create or restore pollinator habitat annually, through the development and/or redevelopment of parks and/or other garden related initiatives; 2. Educate community members on the importance of pollinators through articles in The Whitby Perspective, signage, promotional materials during events, the Town's website, and social media outlets such as Facebook, Twitter, along with initiatives through the Whitby Sustainability Advisory Committee, and other partners; and, 3. Promotion of Pollinator Week (third week of June) by the Town, the Whitby Sustainability Advisory Committee, and other partners (such as the Ontario Nature Youth Council) through social media posts, contests, and a display at Town Hall. The Town could also publically dedicate and promote one of the newly established pollinator gardens. Participation requires that the Town re -apply annually to Bee City Canada summarizing the previous year's activities (see Attachment #3). The annual re-application can also include new initiatives brought about through work of the Town's Advisory Committees (such as the Whitby Sustainability Advisory Committee and the Whitby Community Beautification Committee (WCBC)), the Corporate Sustainability Team and other potential community partners that may be identified. Any new policies, programs, and projects and implementation will depend on available resources. Some possible initiatives for future years could include: creating other green initiatives with the possible installation of bee hives at municipal facilities and the production of Whitby honey as an economic development gift, neighbourhood challenges in creating habitat for pollinators; hosting a native plant sale and/or pollinator seed event; promotion and education of the importance of pollinator gardens on private property; working further with the school boards to encourage planting of native nectar plants and milkweed; or other initiatives to be determined. As the Town of Whitby and the community move forward, there would be an annual update to Council, in addition to the annual renewal of the Bee City Canada Resolution. 6. Public Communications/Plan: Subject to Council approval, a communications plan would be developed to promote the Town's Bee City Resolution for pollinator conservation efforts. The communications tactics could include, but not be limited to the Town's website, social media, The Whitby Perspective newsletter and Committee of Council newsletters. 7. Considerations: 7.1. Public To be successful with pollinator conservation efforts, both the Town and the community would need to be engaged. Through education and promotion the Report to: Planning and Development and Operations Committee Report number: PL 96-17 Page 4 of 6 29 Town would be seeking partnerships to move forward with a community wide approach to habitat renewal and conservation. The support of the Whitby Sustainability Advisory Committee and Whitby Community Beautification Committee would be instrumental in helping to engage with the public. 7.2. Financial The work required to participate as a Bee City can be supported through existing Town staff resources and partnerships with the Whitby Sustainability Advisory Committee, and the Ontario Nature Youth Council and other possible partners. New conservation efforts would be subject to the annual operating and capital review process. Opportunities to form partnerships through sponsorship and government grants would also be explored. There is no cost associated with joining Bee City Canada. 7.3. Impact on and input from other Departments/Sources The Community and Marketing Services, Public Works and Planning and Development Departments would be involved in joint initiatives as required. The Corporate Sustainability Team could also provide some assistance in the recommendation of items to support through the Bee City Canada resolution. The Whitby Sustainability Advisory Committee has had the opportunity to review the Bee City Canada initiative and draft Resolution and supports the Town joining Bee City Canada. At its meeting on September 20, 2017, the Whitby Sustainability Advisory Committee passed the following motion: "That Council adopt the Bee City Canada resolution to make the Town of Whitby a -Bee City". 7.4. Corporate and/or Department Strategic Priorities Joining Bee City Canada supports the goals and objectives of the Corporate Sustainability Plan, including: Green Leaders: integrate sustainability into everything we do; and, Healthy, Safe and Inclusive: Support a healthy, safe and inclusive community that respects the natural environment. The recommendations contained within this staff report are also consistent with Council's 2014-2018 Goals as follows: • To remain the community of choice for families and become the community of choice for seniors and job creators; and, Report to: Planning and Development and Operations Committee Report number: PL 96-17 Page 5 of 6 30 • To become the destination of choice for visitors from across Durham Region and the Greater Toronto Area; to realize the economic and social benefit of our downtowns, waterfront and green spaces in developing local tourism; and to create more things to do and places to enjoy. 8. Summary and Conclusion: Bee City Canada is an organization dedicated to supporting communities across Canada in the protection, promotion and celebration of pollinators. By joining Bee City Canada, the Town of Whitby would commit to actions on an annual basis to support pollinators and help to educate the community about the importance of pollinators in our environment. Many of the actions can be supported with existing Town staff resources, Advisory Committees and other community partners. It is recommended that the Town of Whitby apply to become a Bee City and that the recommendations contained within report PL 96-17 regarding pollinator habit creation, renewal and conservation be supported and endorsed by Council. 9. Attachments: Attachment #1 Bee City Canada Resolution Attachment #2 Bee City Canada Application Attachment #3 Bee City Canada Renewal For further information contact: Meaghan Craven, Sustainability Coordinator, Senior Planner, x2317 Aimee Pugao, Planner II, x7419 Roger Saunders, Commissioner of Planning, x4349 Peter LeBel, Commissioner of Community and Marketing Services, x4319 Matthew Gaskell, Chi Administrative Officer, x2211 V Report to: Planning and Development and Operations Committee Report number: PL 96-17 Page 6 of 6 31 Attachment #1 PL 96-17 Connecting People Pollinators and Planes Draft Resolution for (Municipality or First Nation) (Province or Territory) for approval by City Council, Band Council or Appropriate Official. Present this document to City/Band Council for approval. Send signed document, along with completed Bee City Canada Application form, to applicationsCcDbeecitycanada.org for review and to receive official Bee City designation. If you have any questions about this process, please call Shelly Candel (647-402- 0133) or Nick Sawa (416-388-8856). 32 Bee City Canada Resolution WHEREAS the goal of Bee City Canada designation is to promote healthy, sustainable habitats and communities for pollinators; . THAT bees and other pollinators around the globe have experienced dramatic declines due to land fragmentation, habitat loss, use of pesticides, industrialized agriculture, cli- mate change and the spread of pests and diseases, with serious implications for the fu- ture health of flora and fauna; and THAT cities/townships/First Nation communities and their residents have the opportuni- ty to support bees and other pollinators on both public and private land; and THAT supporting pollinators fosters environmental awareness and sustainability, and increases interactions and engagement among community stewards; and THAT by becoming a Bee City, the City[Township/First Nation can highlight initiatives already in place and further engage local communities in an environment of creativity and "innovation which will promote a healthier life for our community; THAT staff be authorized to submit the Bee City Canada Application to designate (City/Township/First Nation) as a Bee City; and Now, THEREFORE, BE IT RESOLVED: THAT (City/Township/First Nation) accepts the designation and commits to the stand- ards of the Bee City Canada Program. Read, approved and adopted this day of 120 Municipality/First Nation Signature of Mayor, Chief or appropriate official Print Mayor, Chief or official's name 33 Mr. Adrian Foster Mayor of Clarington Dear Mayor Foster January 4 20 My name is Rod McArthur. My wife, Melanie, passed away this past November, after a long struggle with cancer. For many years Mel was an active member on the advisory board, for the Samuel Wilmont Nature Area. Three weeks before she died she was on the bluffs, helping to tag Monarch Butterflies. Since the creation of this area, Mel and I walked our dogs, and took our children first, and then our grandchildren on the various trails. This is an area in Clarington that we all should be very proud of. When ever we crossed the bridge over Wilmont Creek with the children we would stop and play what we called Pooh Sticks. This came from a chapter in one the Winnie the Pooh books written by A. A. Milne. In the story Winnie the Pooh would drop two sticks or pine cones on one side of the bridge and then run to the other side to see which had won the race in the flowing water. My request of Clarington Council, would to be allowed (completely at my expense and under your direction), to affix a plaque on this bridge calling it "The Winnie the Pooh Bridge" and under that, something to the effect, "This plaque Is placed in memory of Melanie McArthur(1949-2017), who for many years was a member of the advisory board to help maintain the Samuel Wilmont Nature Area and with her children and grandchildren, played the game " Pooh Sticks" as described in one of the Winnie the Pooh books, written by A A Milen" I am not sure how to begin this process, but I will certainly comply in any way if you will consider my request. Sincerely fi?,f ✓ �v� Rod McArthur 34 "Parkview".. ��_�� Newcastle Lodge for Senior and Family Dwellings 165 King Ave. East Newcastle, ON L1B 1L5 January 10, 2018 Mayor Adrian Foster and Councilllors Willie Woo and Wendy Partner Municipality of Clarington 40 Temperance Street Bowmanville, ON L1C 3A6 Dear Mayor and Councillors: The Board of Directors of Parkview have asked me to write a letter to you to show our support for maintaining regular bus service into the downtown area of Newcastle. The current GO bus route along King Avenue as far east as the library is a wonderful service to our community, especially for seniors who are not able to walk to the GO parking on Highway 2 to the west of town. We encourage you to work with Metrolinks to maintain this service into the downtown area, and if that is not feasible, we encourage you tb work with Durham Region Transit to provide a similarly regular service to downtown Newcastle. Regular and reliable public transit is so important to many people in our community, and we thank you for your continued efforts to maintain this service. Yours truly, Joyce Kufta Chair, Parkview Board of Directors 35 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: January 22, 2018 Report Number: ESD -001-18 Resolution: File Number: By-law Number: Report Subject: Review of the Emergency Management By-law and Respond to Resolution #C-135-17 Recommendations: 1. That Report ESD -001-18 be received; and 2. That the proposed Emergency Management By-law (Attachment 1 to Report ESD -001-18) be adopted by Council. 36 Municipality of Clarington Report ESD -001-18 Report Overview Page 2 The purpose of this report is to respond to Resolution #C-135-17, a resolution arising out of the Cedar Crest Beach flooding in the spring of 2017. 1. Background On May 23, 2017 Council passed resolution #C-135-17: That Staff arrange an information session for Councillors regarding emergency planning and emergency management; 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. Response to Resolution #C-135-17 2.1 Information Sessions In response to Resolution #C-135-17, Councillors attended two information sessions regarding emergency planning and emergency management. The first was held on June 2, 2017 at the Emergency Operations Centre (EOC) in which Council observed a training exercise, that the Municipal Control Group participated in, with other municipalities within the Region. The second session was held on November 24, 2017 During this session, Councillors received an overview of the EOC and emergency planning and management information by way of a Municipal Council Management Briefing Note. 2.2 Review of By-law 99-161 By-law 99-161 was updated in 2004. Report ESD -011-04 included the amending by-law however, the draft by-law did not indicate that By-law 99-161 should be repealed when Council passed By-law 2004-170 (Attachment 2). To correct this, Staff are suggesting that By-law 99-161 be repealed. 37 Municipality of Clarington Resort ESD -001-18 Paae 3 2.3 Communications to Members of Council during an Emergency Resolution #C-135-17 also requested that staff report back on what communications should be provided to Members of Council. Staff contacted the Office of the Fire Marshal and Emergency Management (OFMEM) who confirmed that, at this time, there are no specific responsibilities of Council identified through legislation. Communications are identified in Annex H of Clarington's Emergency Plan. It states that the Mayor (Executive Authority) has the following responsibilities: x Declaration or termination of state of emergency within Clarington x Policy decisions beyond the authority of the Chief Administrative Officer as the Head of the Control Group x Coordination with the Durham Region Chair x Keeping Council informed and instructing Council as required x Communications with all other levels of government x Municipal Spokesperson As the Community Emergency Management Coordinator (CEMC) I suggest that, during a large scale emergency, when the Municipal EOC has been activated, the Mayor in his or her role would disseminate information to Council as required. During small scale emergencies, Clarington Emergency and Fire Services will provide information pertaining to the event to the Emergency Communications Network as per current policy. The Emergency Information Officer will disseminate accurate, timely, consistent and clear information to Clarington residents, the community as a whole, media outlets and Municipal staff on approval from the CEMC, CAO, Mayor and Emergency Control Group. 3. Emergency Management By-law Staff have reviewed By-law 2004-170 (Attachment 2) and By-law 2017-003 (Attachment 3, which amends By-law 2004-170). Staff have determined that the By-law should be brought up to date with the current standards. As a result, we are suggesting that the Municipality repeal By-law 2004-170 and By-law 2017-003 and replace them with the proposed by-law (Attachment 1). 3.1 Proposed Changes As per the OFMEM, we have added the details of the composition of the Emergency Management Program Committee (Section 2.6) to the proposed by-law. Municipality of Clarington Resort ESD -001-18 Paae 4 3.2 Changes Made for Clarity The second paragraph in the preamble has been added. 3.3 Emergency Management By-law Housekeeping To bring the by-law up to date, the following housekeeping has been included in the proposed by-law: x Added to the preamble: f First paragraph - "and Civil Protection" f Third paragraph - "under certain circumstances" and revise "residents of the Region" to "inhabitants of the emergency area" x Added the following definitions to Section 1.1: f "emergency" has the same meaning as provided for in the Act f "emergency area" has the same meaning as provided for in the Act x Revised the definition of Emergency Plan in Section 1.1 to state: "emergency plan has the same meaning as provided for in the Act" x Added to Section 2.3: f CEMC responsibilities include "but not be limited to the duty to" f Section 2.3 a) — add "in conformity with Section 8 of the Act" x Added the other members of the Municipal Emergency Control Group (MECG) to Section 2.7 and identified that the list include their designated alternates: f the Director of Engineering of the municipality f the Director of Planning of the municipality f the Communications and Tourism Manager of the municipality f the Municipal Solicitor of the municipality f the Manager of Information Technology of the municipality x Removed the following members of the MECG originally identified in By-law 2004-170 as they are not identified as municipal officials, municipal employees or members of Council: f the Durham Regional Police Representative f Durham Health Services Representative f Durham Social Services x fTe Community Emergency Planning Committee (CEPC) has been revised to Emergency Management Program Committee (EMPC) in Section 2.1 (b), 2.4 and 2.5. 39 Municipality of Clarington Report ESD -001-18 Page 5 x To be in line with words in the Emergency Management and Civil Protection Act we have revised the following sections: f Section 3.6 to include: "with the exception of plans respecting continuity of operations or services" f Section 2.2 to state: "The designated CEMC for the Municipality shall be the Director of Emergency and Fire Services. The CEMC shall co-ordinate the development and implementation of the municipality's emergency management program within the municipality and shall co-ordinate the municipality's emergency management program in so far as possible with the emergency management programs of other municipalities, of ministries of the Ontario government and of organizations outside government that are involved in emergency management. The CEMC shall be the chairperson of the EMPC." f Section 4.2 has been revised to state: "Upon declaring an emergency, the Mayor shall notify the Solicitor General, EMO and other agencies identified on the declaration." x Section 4.3 has been deleted x Section 3.4 "These plans will be co-ordinated with all appropriate stakeholders and issued under the authority of the Chief Administrative Officer" revised to state "These plans will be brought forward to the Council of the municipality for adoption. x Other grammatical or wording changes that do not change the intent of the section and are not substantive. 4. Concurrence This report has been reviewed by the Municipal Solicitor. 5. Conclusion It is respectfully recommended that the proposed Emergency Management By-law (Attachment 1 to Report ESD -001-18) be approved. Municipality of Clarington Report ESD -001-18 Page 6 6. Strategic Plan Application Not applicable. Submitted by: _jI_ CJ � ` Reviewed by: 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 — Emergency Management By-law Attachment 2 — By-law 2004-170 Attachment 3 — By-law 2017-003 There are no interested parties to be notified of Council's decision. GW/pm 41 Attachment 1 to Municipality of Clarington Report ESD -001-18 The Corporation of the Municipality of Clarington By-law 2018 -XXX Being a by-law to provide for the establishment and adoption of an Emergency Management Program for the Municipality of Clarington. Whereas, under section 2.1(1) of the Emergency Management and Civil Protection Act, R.S.O. 1990, c. E.9, as amended (the "Act"), the Council shall pass a by-law adopting an emergency management program consisting of an emergency plan, training programs and exercises for employees of the municipality and other persons with respect to the provision of necessary services and the procedures to be followed in emergency response and recovery efforts, and public education on risks to public safety and on public preparedness; And Whereas the municipality adopted an emergency plan pursuant to Clarington By-law 2004-170 as amended; And Whereas, the Act requires the emergency management program to conform to standards promulgated by Emergency Management Ontario ("EMO"), including the four core components of emergency management, namely: mitigation/prevention, preparedness, response and recovery; and also requires every municipality to identify and assess the various hazards and risks to public safety and identify elements of the infrastructure that are at risk of being affected by emergencies; And Whereas, the Act authorizes the Mayor, under certain circumstances, to declare that an emergency exists in the Municipality or in any part thereof, and allows the Mayor to take such action or make such orders as he or she considers necessary and that are not contrary to law, to implement the emergency plan to protect the property and the health, safety and welfare of the inhabitants of the emergency area; And Whereas, the Act authorizes one or more members of Council to perform the duties of the Mayor during his/her absence or his/her inability to act; And Whereas, the Act authorizes employees of the Municipality to respond to an emergency in accordance with the emergency plan where an emergency exists, whether or not the emergency has been declared to exist; 42 Attachment 1 to Municipality of Clarington Report ESD -001-18 Now therefore, the Council of the Municipality of Clarington enacts as follows: 1. Definitions 1.1. In this by-law: "emergency" has the same meaning as provided for in the Act; "emergency area" has the same meaning as provided for in the Act; "emergency plan" has the same meaning as provided for in the Act. 2, Emergency Management Structure 2.1. There shall be established within the Municipality, a formal emergency management structure, consisting of: a) the Community Emergency Management Co-ordinator (the "CEMC"); b) the Emergency Management Program Committee (the "EMPC"); and c) the Municipal Emergency Control Group (the "MECG") 2.2. The designated CEMC for the Municipality shall be the Director of Emergency and Fire Services. The CEMC shall co-ordinate the development and implementation of the municipality's emergency management program within the municipality and shall co-ordinate the municipality's emergency management program in so far as possible with the emergency management programs of other municipalities, of ministries of the Ontario government and of organizations outside government that are involved in emergency management. The CEMC shall be the chairperson of the EMPC. 2.3. The responsibilities of the CEMC shall include but not be limited to the duty to: a) write and update nuclear and non-nuclear plans and procedures in conformity with Section 8 of the Act; b) co-ordinate the emergency plan of the municipality; c) develop and conduct emergency management training programs; d) develop and conduct training exercises; e) develop and implement public education programs; and 43 Attachment 1 to Municipality of Clarington Report ESD -001-18 f) during an emergency, provide advice to the MECG. 2.4. The EMPC shall be established to provide the Municipality with a higher-level co- ordinating body that will facilitate inter -departmental co-operation regarding policy for emergency management and its four components: mitigation/prevention, preparedness, response and recovery. 2.5. The EMPC shall review the state of emergency management in the Municipality and provide policy advice regarding emergency management to facilitate co-ordination between the various departments in the Municipality. The CEPC may, as it deems necessary, establish sub -committees and working groups. 2.6. The membership of the EMPC shall include individuals from one or more of the following organizations or categories: a) the CEMC; b) Durham Regional Police Service; c) Durham Health Service, including Region of Durham Paramedic Services; d) Clarington Public Works, Operations; e) Local business and industry leadership that may be involved in emergency management; f) Transportation — public agencies and private corporations; g) Clarington community land use planners; h) Clarington economic development coordinator; i) Natural resources agencies; j) Education system, (all levels) — public, separate, and private as appropriate; k) Social services with responsibilities in evacuations and receiving centres; 1) Volunteer agencies; m) Elected official(s); n) officials or employees of any level of government who are involved in emergency management; MI Attachment 1 to Municipality of Clarington Report ESD -001-18 o) representatives of organizations outside government who are involved in emergency management; or p) persons representing industries that may be involved in emergency management. 2.7. The MECG shall control all operations during an emergency. Members of the MECG are the following, or their permitted alternates: a) the Mayor of the municipality (the "Executive Authority"); b) the Chief Administrative Officer of the municipality (the "Operations Officer"); c) the Director of Emergency and Fire Services of the municipality; d) the Director of Operations of the municipality; e) the Director of Community Services of the municipality; f) the Municipal Clerk of the municipality (the "Control Officer"); g) the Director of Finance of the municipality; h) the Director of Corporate Services of the municipality; i) the Director of Engineering of the municipality; j) the Director of Planning of the municipality; k) the Communications and Tourism Manager of the municipality; 1) the Municipal Solicitor of the municipality; and m)the Manager of Information Technology of the municipality. 2.8. Depending on the type of emergency, the Operations Officer may authorize additional members from other departments to become members of the MECG. 45 Municipality of Clarington 3. Emergency Management Program Attachment 1 to bort ESD -001-18 3.1. The emergency management program shall be developed and implemented in accordance with the Act. The program shall include a community hazard analysis and risk assessment, an emergency plan, training programs and exercises and public education on emergency preparedness. 3.2. The emergency plan of the municipality shall govern the provision of necessary services during an emergency and the procedures and the manner in which employees of the Municipality will be required to respond. 3.3. The Municipality shall submit a copy of its emergency plan, as revised from time to time, to the Chief, EMO. 3.4. The CEMC may add to the emergency plan any risk specific support plans, as deemed to be required. These plans will be brought forward to the Council of the municipality for adoption. 3.5. The emergency plan of the municipality shall be reviewed annually and any proposed revisions brought forward to the Council of the municipality for adoption. 3.6. The emergency plan of the municipality and any risk specific plans shall be made available to the public for inspection and copying during ordinary business hours, with the exception of plans respecting continuity of operations or services. 4. Declaration of an Emergency 4.1. In accordance with the provisions with the Act, the Mayor may declare that an emergency exists in the Municipality or any part thereof and may take such action and make such orders as is reasonable and necessary to protect the health, safety and property of the inhabitants of the emergency area. 4.2. Upon declaring an emergency, the Mayor shall notify the Solicitor General, EMO and other aaencies as identified on the declaration. 4.3. This by-law hereby designates all employees of the municipality as emergency workers in the event of a municipal emergency and therefore any employee of the municipality may be called upon and assigned responsibilities to assist in the implementation of the emergency plan of the municipality in accordance with the emergency response plan. . lb Municiaality of Clarinaton Attachment 1 to bort ESD -001-18 5. This by-law may be referred to as the "Emergency Management By -Law". 6. By-laws 99-161, 2004-170 and 2017-003 are repealed. 7. This by-law comes into effect on the date this by-law is passed by Council. Passed this day of )2018. 47 Adrian Foster, Mayor Anne Greentree, Municipal Clerk $WWDFKPHQW WR 5HSRUW (6' The Municipality of Clarington By-law No. 2004-170 Being a by-law to provide for the establishment and adoption of an Emergency Management Program for the Municipality of Clarington. WHEREAS, under section 2.1(1) of the Emergency Management Act, R.S.O. 1990, c. E.9, as amended (the "Act"), the Council shall pass a by-law adopting an emergency management program consisting of an emergency plan, training programs and exercises for employees of the municipality and other persons with respect to the provision of necessary services and the procedures to be followed in emergency response and recovery efforts, and public education on risks to public safety and on public preparedness; AND WHEREAS, the Act requires the emergency management program to conform to standards promulgated by Emergency Management Ontario (EMO), including the four core components of emergency management, namely: mitigation/prevention, preparedness, response and recovery; and also requires every municipality to identify and assess the various hazards and risks to public safety and identify elements of the infrastructure that are at risk of being affected by emergencies; AND WHEREAS, the Act authorizes the Mayor to declare that an emergency exists in the Municipality or in any part thereof, and allows the Mayor to take such action or make such orders as he or she considers necessary and that are not contrary to law, to implement the emergency plan to protect the property and the health, safety and welfare of the residents of the Region; AND WHEREAS, the Act authorizes one or more members of Council to perform the duties of the Mayor during his/her absence or his/her inability to act; AND WHEREAS, the Act authorizes employees of the Municipality to respond to an emergency in accordance with the emergency plan where an emergency exists but has not yet been declared to exist; NOW THEREFORE, the Council of the Municipality of Clarington enacts as follows: Definitions 1.1. In this by-law: "Emergency Plan" means a plan formulated pursuant to the Emergency Management Act 2. Emergency Management Structure 2.1. There shall be established within the Municipality, a formal emergency management structure, consisting of: a) the Community Emergency Management Co-ordinator (CEMC), b) the Community Emergency Planning Committee (CEPC) and c) the Municipal Control Group (MCG). 2.2. The designated CEMC for the Municipality shall be the Director of Emergency and Fire Services. In accordance with Regulations, when filed by the province, the CEMC shall be responsible and accountable for the development, implementation and maintenance of the emergency management program. 3 2.3. -2- The responsibilities of the CEMC shall include: a) write and update nuclear and non-nuclear plans and procedures; b) co-ordinate the emergency plans of the municipality; C) develop and conduct emergency management training programs; d) develop and conduct training exercises; C) develop and implement public education programs; and f) during an emergency, provide advice to the MCG. 2.3. The CEPC shall be established to provide the Municipality with a higher-level co- ordinating body that will facilitate inter -departmental co-operation regarding policy for emergency management and its four components: mitigation/prevention, preparedness, response and recovery. 2.4. The CEPC shall review the state of emergency management in the Municipality and provide policy advice regarding emergency management to facilitate co- ordination between the various departments in the Municipality. The CEPC may, as it deems necessary, establish sub -committees and working groups. 2.5. The MCG shall control all operations during an emergency. Members of the MCG are: a) the Mayor (the Executive Authority) b) the Chief Administrative Officer (Operations Officer) C) the Director of Emergency & Fire Services d) the Durham Regional Police Representative C) the Director of Operations f) the Director of Community Services g) the Municipal Clerk (Control Officer) h) the Director of Finance i) the Director of Corporate Services j) Durham Health Services Representative k) Durham Social Services 2.6. Depending on the type of emergency, the Operations Officer may authorize additional members from other departments or organizations to become members of the MCG. Emergency Management Pro gram 3.1. The emergency management program shall be developed and implemented in accordance with the standards published by EMO. The program shall include a community hazard analysis and risk assessment, an emergency plan, training programs and exercises and public education on emergency preparedness. 3.2. The Municipal Emergency Plan shall govern the provision of necessary services during an emergency and the procedures and the manner in which employees of the Municipality will respond. 3.3. The Municipality shall submit a copy of the Municipal Plans and revisions, to the Chief, EMO. 3.4. The CEMC may add any risk specific support plans, as deemed to be required. These plans will be co-ordinated with all appropriate stakeholders and issued under the authority of the Chief Administrative Officer. 3.5. These plans shall be updated as required and as determined by the CEMC. -3- 3.6. The Municipal Emergency Plans and any risk specific plans shall be made available to the public for inspection and copying during ordinary business hours. 4. Declaration of an Emer eg ncy 4.1. In accordance with the provisions with the Act, the Mayor may declare that an emergency exists in the Municipality or any part thereof ("Municipal Emergency") and may take such action and make such orders as is reasonable and necessary to protect the health, safety and property of the residents of the Region. 4.2. The Mayor shall notify the Minister of Community Safety and Correctional Services and local municipalities immediately upon the declaration of a Municipal Emergency. 4.3. This by-law hereby authorizes employees of the Region to take action in accordance with the Emergency Plan where an emergency exists but has not yet been declared to exist. 4.4. This by-law hereby designates all Municipal employees as emergency workers in the event of a Municipal Emergency and therefore all Regional employees may be called out and assigned responsibilities to assist in the implementation of the Emergency Plan. 5. This by-law may be referred to as the "EMERGENCY MANAGEMENT BY-LAW" 6. This by-law shall become effective upon enactment. BY-LAW read a first time this 28th day of June 2004. BY-LAW read a second time this 28th day of June 2004. BY-LAW read a third time and passed this 28th day of June 2004. John M , Mayar = atti arrie urii. ip al Clerk 50 $WWDFKPHQW WR 5HSRUW (6' The Corporation of the Municipality of Clarington By-law 2017-003 Being a by-law to provide for the establishment and adoption of an Emergency Management Program for the Municipality of Clarington and amend the Emergency Management Structure contained in By-law 2004-170 Whereas, By-law 2004-170 established Clarington's Emergency Management Structure in accordance with the Emergency Management Act, R.S.O. 1990, c. E.9; And Whereas, O. Reg. 380/04 s. 11 (2) requires that the committee membership include the CEMC and a senior municipal official appointed by council; And Whereas, O. Reg. 380/04 s. 11 (4) requires that council appoint a member of the committee to be the chair of the committee; Now therefore the Council of the Municipality of Clarington hereby enacts as follows: 1. That the Emergency Management Structure be amended to add the following as Section 2.2.1: "The designated CEMC is hereby appointed Chair of the Emergency Management Program Committee." 2. This by-law shall come into force and take effect on the date of passing. BY-LAW passed in open Council this 16th day of January, 2017 ,,____Adri � Poster, Mayor _A .e,�qr4entVee, Ounicipal Clerk 51 Clarftwn 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: January 22, 2018 Report Number: CLD -004-18 Resolution: File Number: By-law Number: Report Subject: Appointment to the Samuel Wilmot Nature Area Management Advisory Committee Recommendations: 1. That Report CLD -004-18 be received; 2. That Rod McArthur be appointed to the Samuel Wilmot Nature Area Management Advisory Committee for a term ending December 31, 2018 or until a successor is appointed; and 3. That all interested parties listed in Report CLD -004-18 and any delegations be advised of Council's decision by the Department. 52 Municipality of Clarington Report CLD -004-18 Report Overview Page 2 This Report is intended to provide background information regarding the vacancy on the Samuel Wilmot Nature Area Management Advisory Committee of the Municipality of Clarington and to assist Council in the appointment for this position. 1. Background 1.1 Samuel Wilmot Nature Area Management Advisory Committee (SWNAMAC) The Samuel Wilmot Nature Area Management Advisory Committee (SWNAMAC) is a group of volunteers appointed by the Municipality of Clarington to assist the Municipality and the Ministry of Natural Resources in managing the Samuel Wilmot Nature Area. The Committee is also dedicated to preserving and improving the condition of the Nature Area for the benefit of the wildlife that resides there and the enjoyment of the residents of Clarington. The Committee consists of a minimum of eight citizens, three staff and one Council representative. 2. Vacancy There is one position to be filled for a one year term ending December 31, 2018 or until a successor is appointed. Accordingly, the Municipal Clerk's Department contacted applications on file for consideration should a vacancy occur to determine whether they wish to put forward their name for consideration. At the time of writing of this Report, the following applicants wish to be considered for appointment to the Samuel Wilmot Nature Area Management Advisory Committee: x Rod McArthur The application has been circulated under separate cover (Attachment 1) as it contains personal information. 3. Concurrence Not Applicable 4. Conclusion In order to fulfill the requirements of the Committee, it is recommended that Rod McArthur be appointed to the Samuel Wilmot Nature Area Management Advisory Committee for a term ending December 31, 2018 or until a successor is appointed. 53 Municipality of Clarington Report CLD -004-18 Page 3 5. Strategic Plan Application Not applicable. Submitted by: Reviewed by: C. Ann' Greentree, B.A., CMO, Andrew C. Allison, B. Comm, LL.B Municipal Clerk CAO Staff Contact: Samantha Gray, Committee Coordinator, 905-623-3379 Ext.2106 or sgray@clarington.net Attachments: Attachment 1: Samuel Wilmot Nature Area Management Advisory Committee Application (Distributed Separately) The following is a list of the interested parties to be notified of Council's decision: Ro GcArthur Peter Windolf 54 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: January 22, 2018 Report Number: CLD -005-18 Resolution: File Number: By-law Number: Report Subject: 2017 Accessibility Annual Status Update Recommendation: 1. That Report CLD -005-18 be received for information. 55 Municipality of Clarington Report CLD -005-18 Report Overview Page 2 This Report is the Municipality of Clarington's annual update on the measures taken during 2017 to improve accessibility in our community and to report on the progress made under the Accessibility for Ontarians with Disabilities Act, 2005 (AODA). 1. Background 1.1 Statement of Commitment The Municipality of Clarington is committed to ensuring that people of all ages and abilities enjoy the same opportunities when they live, work, play, visit and invest in our community. We promote an inclusive, caring and respectful community where programs, services and facilities are available to everyone. Our goal is to make Clarington a barrier -free community and each year we come closer to achieving that goal. 1.2 Accessibility Legislation in Ontario. 1.2.1 Accessibility for Ontarians with Disabilities The Accessibility for Ontarians with Disabilities Act, 2005 sets out a road map for an accessible Ontario by 2025. The Integrated Accessibility Standards Regulation (IASR) has been created as part of the Act to provide rules that businesses and organizations in Ontario need to follow to identify, remove and prevent barriers. In addition to the General Requirements, The IASR contains mandatory and enforceable standards in five key areas: • Information and Communications • Employment • Transportation • Design of Public Spaces • Customer Service The Design of Public Spaces Standard focuses on removing barriers in areas not covered by the Ontario Building Code such as playgrounds, on- and off-street parking, recreational trails and service counters. It applies to new construction or re -construction of existing spaces. It does not require organizations to retrofit in order to be compliant. 56 Municipality of Clarington Resort CLD -005-18 Paae 3 1.2.2 Ontario Building Code The OBC regulates the minimum building standards for the construction of all new buildings and buildings that undergo a significant renovation. The Code includes requirements for minimum accessibility within buildings. The OBC was amended to include enhancements to accessibility in buildings. As of January 1, 2015, most new construction and extensive renovations will be subject to updated accessibility requirements. Existing buildings, where no work is planned, are not affected by these new requirements. 2. Accessibility Annual Status Update 2.1 Clarington's Accessibility Advisory Committee The Clarington Accessibility Advisory Committee (CAAC) is a citizen committee that acts as an advisory body for Council. Its mandate is to advise on the identification, removal and prevention of barriers to people with disabilities in municipal programs, services, initiatives and facilities. The CAAC's term coincides with Council. Following the 2014 Municipal Elections, a new CAAC was formed and is working within its mandate until 2018. Each member of the CAAC is a volunteer, with the exception of the Council representative. The CAAC is supported by the Accessibility Coordinator and the Clerk's Department. The current CAAC members bring a wide range of personal and professional experiences and perspectives related to the challenges faced by people with disabilities. They provide invaluable advice and support as we continue to work toward a barrier -free Clarington. In 2017, the CAAC reviewed 22 site plan applications and 5 municipal projects for barriers to accessibility. Having the CAAC review site plan applications is a core requirement of the AODA and one that the Committee takes seriously. They take pride knowing they have helped contribute to a more accessible Clarington by advising applicants to exceed minimum accessibility standards. 57 Municipality of Clarington Resort CLD -005-18 In 2017, the Clarington Accessibility Advisory Committee also: Paae 4 • Attended Maplefest (Bowmanville) and Harvest Festival (Newcastle) and handed out brochures and promotional material. Materials were also distributed by Clarington Tourism at the Orono Fair (Orono) and Applefest (Bowmanville), • Made two delegations to Council regarding National Accessibility Awareness Week in June, and International Day of Persons with Disabilities in November, • Co -presented "Access Profits: making your business accessible to everyone" to Clarington Board of Trade, • Participated in flag raising ceremonies, raising the Access Clarington flag for National Accessibility Awareness Week and International Day of Persons with Disabilities, • Attended Regional AAC meetings and Joint Accessibility Advisory Committees Forum and Awards event, and • Hosted an event to recognize the four organizations the Committee nominated for a Durham Region Accessibility Award. Figure 1 Accessibility Advisory Committee and Clarington nominees for Durham Region Accessibility Award Municipality of Clarington Resort CLD -005-18 2.2 Accessibility Governance Paae 5 The Accessibility Coordinator acts as a resource for all municipal service areas and facilitates compliance with the AODA. To ensure Clarington continues to meet or exceed the requirements of the AODA, the Coordinator continued to stay informed about legislation and participated in accessibility networks such as the Ontario Network of Accessibility Professionals (ONAP) and other Accessibility Coordinators in Durham Region through attendance at quarterly coordinators meeting. As well, the Coordinator provided legislated, mandatory training for all employees and volunteers on providing accessible customer service to people with disabilities, the integrated Accessibility Standards Regulation and the Human Rights Code as it relates to people with disabilities, as required under AODA. Additionally, training and support continued to be provided to staff in the area of creating accessible documents. The Accessibility Coordinator maintained participation on the Durham Regional Transit's Specialized Services Appeals Panel (hearing eligibility appeals for Specialized Service), and continued as the staff liaison to the Accessibility Advisory Committee and facilitator of site plan and municipal project reviews by the Sub -Committee. Quick Facts: Activity Number of occurrences Clarington Accessibility Advisory Committee meetings 9 AODA groups training sessions 11 Number of staff and volunteers trained 194 Accessible documents training sessions 3 Site Plans reviewed 22 Municipal projects reviewed 5 Specialized Transit appeals meetings 6 Public Inquiries 15 Staff requests for accessible document assistance 35 Public feedback on accessibility via Multi -Year Accessibility Plan survey 50 Articles regarding accessibility contributed to Clarington Board of Trade newsletter 9 Requests for information in an accessible format 5 BrowseAloud speech requests (screen reader) on Clarington Website 774 59 Municipality of Clarington Resort CLD -005-18 Paae 6 2.3 Integrated Accessibility Standards Regulation 2.3.1 General Requirements The Municipality of Clarington continues to develop and revise accessibility policies that govern how we achieve accessibility through meeting the requirements under the Integrated Accessibility Standards. In 2017, the Municipality formalized: Accessible Information and Communications policy Accessible Public Spaces policy The Municipality of Clarington's Multi -Year Accessibility Plan was reviewed and updated in 2017 in consultation with the Clarington Accessibility Advisory Committee to make sure we are meeting or exceeding our obligations under AODA. The Multi -Year Accessibility Plan outlines the initiatives the Municipality has taken to ensure compliance with AODA. Additionally, the Plan outlines how the Municipality will continue to meet its legislated obligations under AODA and address the needs of our growing community as we work towards a fully accessible and inclusive community. The Multi -Year Accessibility Plan 2018-2023 is posted on the Clarington website. The Purchasing Department continued to include accessible design, features and criteria when purchasing goods, services or facilities. If the Municipality is not able to purchase accessible goods, services or facilities, the Municipality gave an explanation as to why, upon request. Where the Municipality offers services and/or products though self-service kiosks, steps have been taken to make them accessible, on a go forward basis, to people with disabilities, so they ca be used independently and securely. The electronic payment terminals at customer service desks remain accessible. 2.3.2 Information and Communications Website The Municipality of Clarington website complies with WCAG 2.0 Level AA, an achievement the Municipality met well before the January 1, 2021 deadline prescribed by the AODA. Staff across all departments continued to work hard to ensure everything on the website is in an accessible format. In some situations we have not been able to post content that is in an accessible format. Where something is not accessible to a person, we encouraged them to contact us and we worked with them to find a suitable accessible format. Our website continues to feature BrowseAloud. The BrowseAloud feature has a number of helpful tools that make our website even more accessible such as: highlighting, reading out loud, and language translation. For the period from December 2016 to November 2017, there were 576 toolbar downloads and 774 speech requests. .1 Municipality of Clarington Resort CLD -005-18 Accessible Documents Paae 7 In support of accessible documents for our website, municipal staff received training on how to create accessible Word 2013 documents throughout 2017. The Accessibility Coordinator continues to train and support staff that need help creating accessible documents. The Municipality remained dedicated to making both internal and external documents accessible and continued to make great strides in providing documents in an accessible format. We encouraged individuals who find a document inaccessible to contact us via phone or email to request it in an alternative format. 2.3.3 Employment The Municipality of Clarington remained committed to accessible and equitable hiring practices and continued to meet its Employment Standard obligations under the AODA. All job postings included a statement about the availability of accommodations for applicants with disabilities during the recruitment process. Successful candidates are informed, through their offer of employment, that accommodations are available for people with disabilities. All employees are informed of policies regarding job accommodations. The Municipality continued to provide workplace and emergency response information in accessible formats to employees who required it. In 2017, the Municipality upgraded the elevator in the Municipal Administration Centre so that it is fully accessible to employees with vision loss. A new elevator control panel was installed to equip the elevator with Braille and an audio speech synthesizer, which provides audio cues such as which floor the elevator is on and when the doors are closing. The Main Branch Library, already equipped with Braille, will be upgraded to install an audio speech synthesizer in early 2018. These improvements have and will allow all users, regardless of their ability, to use the elevators independently, and will ensure that our facility is accessible and safer for employees with visual impairments. The project, which benefits employees and the community at large, was partially funded through Employment and Social Development's Enabling Accessibility Grant: Workplace Accessibility Stream. 2.3.4 Transportation The Region of Durham is responsible for transportation within Clarington. Metrolinx (Go Transit) also provides transportation service through Clarington. All feedback regarding transportation is shared with Durham Regional Transit and/or Metrolinx. The Accessibility Coordinator frequently liaised with Durham Regional Transit on issues relating to accessible public transportation in Clarington. The Accessibility Coordinator also continued to serve as an Appeals Panel member for Durham Regional Transit's Specialized Service appeals. 61 Municipality of Clarington Resort CLD -005-18 2.3.5 Design of Public Spaces Paae 8 The Municipality of Clarington continued to ensure that all new and redeveloped public spaces complied with the requirements of the Design of Public Spaces Standard. This means that new and redeveloped parks, trails, parking lots, service counters and pathways of travel were designed to make things easier for everyone — people with disabilities, seniors and families — to use and enjoy public spaces. Although the Municipality is not required to retrofit public spaces under this Standard, we continued to proactively make accessibility improvements. We will work towards creating a barrier -free Clarington by removing barriers and exceeding our legal requirements whenever possible. In 2017, the Municipality completed several projects that can be enjoyed by people of all abilities, including: Bond Head Parkette (new) in Newcastle which was designed to incorporate accessible pathways and picnic areas, as well as a seasonal beach access mat. Buttonshaw Park (new) in Bowmanville incorporates an accessible playground and seating. Garnet B. Rickard Recreation Complex (redeveloped program area) in Bowmanville incorporates accessible halls for community programs and banquets, washrooms, and customer service desk. In addition, the Municipality has created priority seating for people with disabilities within Council Chambers. The seating is designated with blue seat covers. Figure 1: Images of Bond head Parkette, Buttonshaw Park, Garnert B. Rickart Recreation Complex and Council Chambers Priority Seating 62 Municipality of Clarington Report CLD -005-18 Page 9 2.3.6 Customer Service The Municipality of Clarington has been in compliance with the Customer Service Standard since 2009. When accessing goods, services and facilities provided by Municipality, individuals may use their assistive devices. Guide dogs and service animals may be used in all areas/premises that are open to the public, unless the animal is otherwise excluded by law. People with disabilities can access their support person/worker when accessing Municipal goods, services and facilities. We continue to train all new employees and volunteers on Accessible Customer Service, including how to communicate with people with disabilities in a manner that takes into account their abilities. We will work with the person with a disability to determine what methods of communication works best for them. In 2017, assistive technology was introduced at the main customer service desk at Town Hall to facilitate a variety of alternative communication options, including providing information in large print and audio formats, and enabling written communication and interpretation. 2.4 Next Steps Throughout 2018, the Municipality of Clarington will continue to work towards meeting, maintaining, and exceeding its obligations under the AODA and its Standards. In keeping with our goal of becoming a barrier -free community we will: • Respond to requests for information in an alternative format. • Continue conducting accessibility audits on municipal buildings and facilities. • Continue to review and update accessibility policies and preform a gap analysis of missing policies. • Provide current staff and volunteers with updated information on changes to our accessibility policies and continue providing accessibility training to all new staff and volunteers, including people who will be working at the 2018 municipal elections. • Ensure people with disabilities have an opportunity to fully participate in the Municipal Elections with dignity and in a consistent manner with all Clarington electors. • Continue to review by-laws to ensure they are consistent with the principles of the AODA and that they meet or exceed the minimum Standards required under the AODA. • Respond to public inquiries related to accessibility. • Continue to collaborate with the Clarington Board of Trade and contribute monthly to their newsletter. • Monitor accessibility trends, themes and actions at the grassroots, provincial and federal levels. • Continue advocating for greater accessibility within the community. 63 Municipality of Clarington Report CLD -005-18 Page 10 3. Concurrence The 2017 Accessibility Annual Status Update has been reviewed and endorsed by the Clarington Accessibility Advisory Committee. 4. Conclusion In early 2017, staff provided Council with an Accessibility status update as at December 2016 and detailed the goals and objectives for 2017. All of those goals have been met or exceeded. It is respectfully recommended that the 2017 Accessibility Annual Status Update report be received for information. 5. Strategic Plan Application Not applicable. r' Submitted by: C. Anne Greentree, B.A., CMO, Municipal Clerk Reviewed by: ' ✓ Andrew C. Allison, B. Comm, LL.B CAO Staff Contact: Andrea Nicholson, Accessibility Coordinator (temporary), 905-623-3379 ext.2131 or anicholson@clarington.net There are no interested parties to be notified of Council's decision. ID 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: January 22, 2018 Report Number: CLD -006-18 Resolution: File Number: By-law Number: Report Subject: Impacts of Cannabis Legislation Recommendation: That Report CLD -006-18 be received for information. 65 Municipality of Clarington Report CLD -006-18 Page 2 Report Overview This Report is to provide general information on Bill C-45, Bill C-46, and Bill 174 Cannabis, Smoke -Free Ontario and Road Safety Statute Law Amendment Act, 2017 and potential impacts on local services. 1. Background In April 2017, the federal government introduced legislation to legalize and regulate non- medical cannabis, with legislation coming into force by July 1, 2018 (Bills C-45 and C-46). The Government of Ontario has provided for the retail of cannabis through a subsidiary of the Liquor Control Board of Ontario (LCBO). The Province feels that this approach should meet the standards of control and social responsibility that Ontarians expect. On December 12, 2017, Bill 174 Cannabis, Smoke -Free Ontario and Road Safety Statute Law Amendment Act, 2017 received Royal Assent. This Bill enacts the Cannabis Act, 2017 (Schedule 1) and the Ontario Cannabis Retail Corporation Act, 2017 (Schedule 2). It also repeals the Smoke -Free Ontario Act and the Electronic Cigarettes Act, 2015 and replaces them with the Smoke -Free Ontario Act, 2017 (Schedule 3), and makes amendments to the Highway Traffic Act regarding driving with alcohol or drugs present in the body and other matters (Schedule 4). The purpose of these Acts is to protect youth, public health and safety, as well as to deter illicit activities in relation to cannabis through appropriate enforcement and sanctions. Key points to recognize within Bill 174 are: " Minimum age of 19 to consume, purchase posses, " Banning the use in public places, workplaces vehicles and boats, similar to alcohol, " Prohibiting the unlawful sale/distribution, similar to alcohol, " Authority for Police Officers to enforce the illegal possession/use/sale of cannabis, " Restricting the use of Medical Cannabis in workplaces and enclosed public places, " Immediate penalties/closures for illegal uses, and " Youth referral programs. . • Municipality of Clarington Resort CLD -006-18 Paae 3 What can 19+ year olds do under Bill C-45? " Possess up to 30 grams of legal dried cannabis or equivalent in non dried " Share up to 30 grams of legal cannabis with other adults " Purchase dried or fresh cannabis and cannabis oil " Grow (ie cultivate, propagate, harvest) up to 4 cannabis plants PER DWELLING PLACE 2. Discussion 2.1 Legalization Abroad Cannabis has been legal in other countries for various periods of time. Of note, in the USA approximately 29 states have varying laws from medical use, to decriminalization, to complete legalization for recreational use. The laws vary from state to state and federally it is still prohibited, which is in direct conflict with the state laws. Of the 29 states, 8 have legalized for recreational use, including the sale. These 8 states, and the cities within, may have faced similar issues and concerns as the municipalities across Canada are facing now. Staff continue to research and understand how these American cities approached and dealt with legalization to assist Clarington in preparing for the July 1 st targeted implementation date. 2.2 Canadian Provinces As the Province of Ontario has enacted Bill 174, each of the other provinces has also enacted similar corresponding provincial legislation. Attachment 1 is a map of Canada (provided by Loopstra Nixon LLP during a recent education workshop held by the Durham Insurance Pool) which highlights the rules regarding cannabis in each province. 2.3 Province of Ontario The Ontario Government plans on opening 40 stores in July 2018, increasing to 80 in 2019 followed by 150 in 2020. Currently 30 municipalities have been identified 2 of which are Ajax and Oshawa. The store locations are being selected to achieve geographic distribution across the province and to reduce the number of illegal stores, including dispensaries currently in operation. Initially it was understood that municipalities may have ability to delay after being selected, but this remains undetermined at this time. The Province and LCBO intend on 67 Municipality of Clarington Report CLD -006-18 Page 4 working with municipalities on an ongoing basis to assist in selecting specific locations and addressing local concerns with in the municipality. 2.4 Region of Durham Region of Durham staff are recommending continuing to provide input to local municipalities regarding store locations, to determine feasibility and implications of designated establishments. The key concerns for store locations are proximity and density measures to child care facilities, schools, LCBO store, gaming facilities, health centers, and high priority neighborhoods, where there may be a higher socioeconomic disparity or crime rate. The Health Department of Durham, along other regional health units, are strongly recommending minimum distance from schools, youth centers and alcohol related businesses of approximately 500m. 2.5 Other Municipalities The City of Oshawa has been selected for a July 2018 store location. However, the City has requested the Ontario Government to delay the selection to allow for, Public consultation process and zoning review has been conducted, Preparation of report in regards to zoning matters, public consultation, a public meeting and communication plan, and Request from the Province to address any regional concerns such as financial impact on Region of Durham and City of Oshawa, impacts on Durham Region Police Services and by-law enforcement, impact on social services health care services, and impact of cannabis smoke on neighbours. The majority of these issues have been identified by the Federation of Canadian Municipalities (FCM) in their Cannabis Legalization Primer: How Municipalities Can Get Ready publication. On December 11, 2017, the Town of Whitby has been selected and Whitby Council passed the following resolution: RESOLUTION #603-17 Whereas the Town of Whitby has been notified by the Province that it has been identified as the location for an Ontario Cannabis Retail Corporation (OCRC) store to open by July, 2018; Municipality of Clarington Resort CLD -006-18 And Whereas the province will receive at least 75% of the tax revenue generated through the sale of marijuana, and to date has not agreed to sharing that revenue with municipalities; And Whereas tax revenues and cost savings from cannabis legalization should be shared with the Town of Whitby to benefit youth and social services, drug awareness education, and municipal law enforcement within Whitby; Now Therefore be it Resolved: That the Council of the Town of Whitby supports being a location for an Ontario Cannabis Retail Corporation (OCRC) store provided that: A revenue sharing formula has been developed and conveyed that provides a fair fixed percentage of annual net revenues to the Town of Whitby (and the Region of Durham); and, That the location be chosen in consultation with the Town of Whitby and sited to avoid negative social impacts, particularly in relation to our youth. Paae 5 On December 12, 2017, the Town of Ajax release a statement advising that they have been identified as a cannabis retail site and are in the process of understanding the municipal considerations and impacts. 2.6 Impacts on Municipality of Clarington 2.6.1 Enforcement At this time, and based on the information provided by the Federal and Provincial governments, as well as information received by staff through education workshops on this matter, it is understood that enforcement would be handled as follows: Possible Violation Enforcement Unit Illegal Sale Durham Regional Police Possession over the limit Durham Regional Police Under age purchase, possession Durham Regional Police More than permitted number of plants Durham Regional Police Recreation consumption in public spaces Durham Regional Police Medicinal consumption in public spaces Durham Region Health Department Municipality of Clarington Report CLD -006-18 Page 6 Possible Violation Enforcement Unit Nuisance regarding cannabis smoke Not enforced however calls would be directed to Durham Region Health Department Staff use of medicinal marijuana in the Employee's Manager/ Human Resources workplace 2.6.2 Store Distribution Locations / Land Use The Municipality of Clarington has not been selected for a cannabis sales outlet at this time. Under the present zoning by-laws, a cannabis sales outlet would be permitted in virtually every commercial zone as a :"retail commercial establishment", a catch-all for stores that are not otherwise defined. Given that sales outlets would be under a provincial corporation and relatively limited in number, Planning staff do not foresee an immediate urgency to regulate the location of stores through zoning. The land use impacts of a cannabis sales outlet are pretty much the same as other commercial uses and, indeed they would have much less impact than some commercial uses. As time progresses, the new stores can be monitored and, if necessary cannabis sales outlets will be examined through ZONEClarington. 2.6.3 Business Licensing As stated earlier in this Report, the Province is undertaking a controlled roll-out for sales distribution locations, and it is understood that the police would continue to enforce illegal sales. Therefore at this time, there is no requirement for Clarington to implement business licensing related to cannabis. Should the process change, however, such that there are fewer Provincial controls over locations, it may be appropriate at that time to consider enacting a business licensing model to standardize and control the requirements for operators and limiting the number of stores, similar to what was previously implemented in Clarington for adult entertainment establishments. 3. Concurrence This report has been reviewed by the Director of Planning Services, Director of Corporate Services, and the Municipal Solicitor who concur with the recommendations. 4. Conclusion While the targeted implementation date is July 1, 2018, recent news articles reporting feedback from the Federal Government suggest that this date may be delayed. Municipal staff will continue to work with area municipalities, Durham Region Police Services, Region of Durham Health Department and the Province to monitor and prepare for potential 70 Municipality of Clarington Report CLD -006-18 Page 7 impacts while meeting the Provincial goal of social responsibility and standards of control that our residents expect. Areas of focus will include: " financial impacts to Municipal services, " storefront locations and impacts, " responsibilities within the legislative framework, and " communication with stakeholders. 5. Strategic Plan Application Not applicable. Submitted by: A� C. Anne Greentree, B.A., CMO, Municipal Clerk Reviewed by: Andrew C. Allison, B. Comm, LL.B CAO Staff Contact: Duncan Anderson, Manager Municipal Law Enforcement, 905-623-3379 or danderson@clarington.net There are no interested parties to be notified of Council's decision. Attachments Attachment 1 — Canadian Map Detailing Provincial Rules Governing Cannabis Map Depicting Cannabis Rules per Province 71 Attachment1 Report CLD -006-18 NEW BRUNSWICK: • Smoking banned In Public • 19 min age UKON: NWT: Nunavut: • 30 grams possession limn • 19 min • 19 min age • No possession limit at Nothing yet home BUT storage age • MWT liquor Commission �, _requirements • Public an +Homo grows allowed Q private • Restrictions on locatlon of use 0 i NRD: retail QUEBEC: • Smoking BC: ALBERTA: ANITOBA: banned In • 18 min age ublie • Public min age ■ Gov't Ondine •Nothing • LGA will + No home + P • Public and sales Yet. regulate 19 min age. 1 Complain growlll • Private Com private • Private retail � retail •Personal retalkr sales underALGC, Its +MBLLwilll ONTARIO: possession limit NLCcontrol q • 18 min age secure at 154rams istribution Distributio and track - Provincial Retalle g In Brandt supply • 19 min age •Smoking restrictions like 0 10P age • No consumption in tobacco public . zero tolerance NOVA SCDTIA for drivers • 19 min age •30grams. and 4plants per r PEI household _ *Nova Scotia liquor Corp • Spring 201.8 72 Clarftwn 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: January 22, 2018 Report Number: COD -002-18 Resolution: File Number: CL2017-37 By-law Number: Report Subject: Preventative Maintenance Contract and HVAC Services Recommendations: That Report COD -002-18 be received; 2. That Xtra Mechanical Limited, with an annual bid in the amount of $189,395.71 (Net of HST), being the low, compliant bidder meeting all terms, conditions and specifications of CL2017-37 for Preventative Maintenance and HVAC Services be awarded the contract for an initial three year term, as required by the Community Services Department and the Operations Department; 3. That pending satisfactory performance the Purchasing Manager be given the authority to extend the contract for this service for up to two additional one year terms; 4. That funds required for this project in the amount of $189,395.71 (Net of HST) be drawn from the respective operating accounts; and 5. That all interested parties listed in Report COD -002-18 and any delegations be advised by the Corporate Services Department of Council's decision regarding the award. 73 Municipality of Clarington Resort COD -002-18 Report Overview To request authorization from Council to award CL2017-37 for HVAC Services and Preventative Maintenance. 1. Background Paae 2 Tender specifications were prepared by the Community Services Department and the Operations Department for HVAC Services and Preventative Maintenance. This tender specifies the work for heating, ventilation and air conditioning preventative maintenance and repair service at various Municipal locations. Tender CL2017-37 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. Twenty-one companies downloaded the document. The tender closed on October 13, 2017. A total of ten submissions were received in response to the tender call. Bids were reviewed and tabulated (see Attachment 1). One submission was deemed non- compliant. 2. Proposal 2.1 Analysis After review and analysis of the submissions by the Community Services Department, the Operations Department and the Purchasing Services Division, it was mutually agreed that the low bidder, Xtra Mechanical Limited be recommended for the award of contract CL2017-37 for HVAC Services and Preventative Maintenance. References provided by Xtra Mechanical Limited were contacted and they advised that the level of service has been satisfactory. 2.2 Financial That the total funds required for this project in the amount of $189,395.71 (Net of HST) be funded by the Municipality by various operating accounts. Queries with respect to Department needs should be referred to the Director of Community Services and the Director of Operations. 74 Municipality of Clarington Resort COD -002-18 3. Concurrence Paae 3 This report has been reviewed by the Director of Community Services and the Director of Operations who concur with the recommendations. 4. Conclusion It is respectfully recommended that Xtra Mechanical Limited with the lowest compliant bid of $189,395.71 (Net of HST) be awarded the contract for Preventative Maintenance and HVAC Services as per the terms, conditions and specifications of Tender CL2017-37. 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, 905-623-3379 x2209 or dferguson@clarington.net 75 Municipality of Clarington Attachment 1 to Report COD -002-18 Municipality of Clarington Summary of Bid Results Tender CL2017-37 Preventative Maintenance Contract and HVAC Services Bidder Total Bid (Net H.S.T. Rebate) Projected 5 Year Contract Value (Net H.S.T. Rebate) Xtra Mechanical Ltd $189,395.71 $946,978.56 Ainsworth Inc $203,282.21 $950,234.88 HTS Engineering $204,926.32 $1,016,411.04 Tri -Air Systems $205,743.46 $1,024,631.62 VCI Controls Inc $215,772.35 $1,028,717.28 Smith & Long $221,128.55 $1,078,861.76 Summit Mechanical* $233,030.40 $1,105,642.75 Canadian Tech Air Systems Inc $236,714.11 $1,165,152.00 Cimco Refrigeration/Toromont $253,424.69 $1,183,570.56 Carmichael Engineers $262,797.54 $1,267,123.46 *Non-compliant 76 Clarington Legal 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: January 22, 2018 Report Number: LGL -001-18 Resolution: File Number: L4000-05-12 By-law Number: Report Subject: Assumptions of Road Widenings Recommendations: 1. That Report LGL -001-18 be received; and 2. That the By-law attached to Report LGL -001-18 be approved. 77 Municipality of Clarington Report LGL -001-18 Report Overview Page 2 Through development process, various road widenings and/or reserves have been transferred to The Corporation of the Municipality of Clarington and require by-laws to have the lands assumed as public highways. 1. Background 1.1 Through the development process, various road widenings have been transferred to The Corporation of the Municipality of Clarington. When development conditions are met by adjacent land owners, the widenings require by-laws to have them assumed as public highways for permanent maintenance purposes. 1.2 In some instances, 0.3 metre reserves have been transferred to the Municipality. When development conditions are met by developers, the 0.3 metre reserves require by-laws to have them dedicated as public highways for public use. The reserves will become part of the road widening and will be assumed by the Municipality when the subdivision is complete. 1.3 Preparing the by-laws on an individual basis is time consuming. As a cost saving measure, the various lands to be dedicated and assumed for public use have been permitted to accumulate so that they could be combined in the attached by-law. 1.4 It is now appropriate for the Council to pass the attached by-law. 2. Conclusion It is respectfully recommended that Council pass the by-law attached to this report. Following its passage, the Municipal Solicitor will register it in the Land Registry Office. 3. Strategic Plan Application Not applicable. Municipality of Clarington Report LGL -001-18 Page 3 Submitted by: Robert Maciver, LL.B., MBA, CS, Municipal Solicitor Reviewed by: Andrew C CAO Allison, B. Comm, LL.B Staff Contact: Joanne Barchard, Law Clerk, 905-623-3379 ext 2014 or jbarchard@clarington.net Attachments: Attachment 1 - By-law to Establish certain Lands as Public Highways. There are no interested parties to be notified of Council's decision. 79 THE CORPORATION OF THE MUNICIPALITY OF CLARINGTON BY-LAW 2018 - being a by-law to establish certain lands as public highways WHEREAS the lands set out in the attached Schedule "A" have been conveyed to The Corporation of the Municipality of Clarington for road widening purposes. NOW THEREFORE the Council of The Corporation of the Municipality of Clarington hereby enacts as follows: 1. The lands shown in Schedule "A" are hereby dedicated and assumed as public highways. 2. This by-law shall come into effect on the date of passage. BY-LAW passed this day of , 2018. Adrian Foster, Mayor C. Anne Greentree, Municipal Clerk SCHEDULE "A" to The Corporation of the Municipality of Clarington By-law Number 2018 -XXX Firstly: Part of Block 140, Plan 1 OM -840 Part 6 on 40R-29843 Municipality of Clarington Regional Municipality of Durham Secondly: Part of Block 137, Plan 40M-840 Part 5 on 40R-29843 Municipality of Clarington Regional Municipality of Durham Thirdly: Part of the Road Allowance between Lot 32 and Lot 33, Con 2 Part 3 on 40R-29135 Municipality of Clarington Regional Municipality of Durham Fourthly: Part of Lot 31, Con 3 Parts 1 and 5 on 40R-29225 Municipality of Clarington Regional Municipality of Durham Fifthly Part of Lot 16, Con 1 Parts 2 & 3 on 40R-29755 Municipality of Clarington Regional Municipality of Durham Sixthly Part of Lots 64, 65 and 66, Block 15 C.G. Hannings' Plan, Part 4 on 40R-29180 Municipality of Clarington Regional Municipality of Durham Seventhly Part of Lot 3, Con 6 W John Grants Plan (Bowmanville) Part 3 & 4 on 1 OR -815 Municipality of Clarington Regional Municipality of Durham Eighthly Part of Lot 31, Con 3 Part 4 on 40R-29758 (Darlington) Municipality of Clarington Regional Municipality of Durham Ninthly Part of Block 3, C.G. Hanning's Plan Part 5, 7 & 9, on 40R-28964 Municipality of Clarington Regional Municipality of Durham Tenthly Part of Block 79, Plan 1 OM -781 Part 4 & 5, 40R-29839 Municipality of Clarington Regional Municipality of Durham Eleventhly Part of Lot 12, Concession 3 Parts 1, 2 and 3 on 40R-29656 Municipality of Clarington Regional Municipality of Durham Twelfthly Part of the Road Allowance between Lots 12 and 13, Con 3 Parts 1,2,3,4,5,6,7,8 and 9, 40R-29654 Municipality of Clarington Regional Municipality of Durham Thirteenthly Part of Lot 12, Con 2, (Darlington), Part 1 on 40R-29672 Municipality of Clarington Regional Municipality of Durham Clarftwn CAO 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: January 22, 2018 Report Number: CAO -001-18 Resolution: File Number: By-law Number: Report Subject: Service Review - Animal Shelter Services Recommendations: 1. That Report CAO -001-18 be received; 2. That Council endorse the action items set out in sections 2.3 and 2.4 of this Report; and 3. That staff continue to consider opportunities for continuous improvement which may include implementing further recommendations set out in the consultant's Service Delivery Review of Animal Shelter Services. Municipality of Clarington Report CAO -001-18 Report Overview Page 2 Through Report CAO -002-17, Council approved a service delivery review approach. Services to be reviewed are chosen by the Audit Committee based on a set of criteria defined in the Report. This Report presents the results of the independent Animal Shelter Services Review and recommends actions to improve service delivery. 1. Background 1.1 One of Council's strategic priorities in the 2015-2018 Strategic Plan is "Demonstrate Good Governance and Value for the Tax Dollar". In March 2017, Council accepted the Service Delivery Review Approach as described in Report CAO -002-17. The Audit Committee chose Animal Shelter Services as the first service to be reviewed. 1.2 Through a Request For Proposal (RFP) process WSCS Consulting Services (Tammy Wolters) was selected to undertake the review. Ms. Wolters has considerable experience with service level reviews, a strong financial background and extensive municipal experience. On August 10, 2017 the service level review was initiated. The report was completed later than the original scheduled date due to a number of factors including a decision to undertake a customer survey. 1.3 Animal Shelter Services has undergone some significant changes over the past few years. In 2015, animal licences ceased to be sold door-to-door. Through an RFP, animal licence sales were awarded to Docupet, an online provider. Animal licences have declined over this transition, but there have been some marketing initiatives by Docupet to promote animal licences sales. There have also been some changes in realigning enforcement services to introduce efficiencies in enforcement. As part of the 2015-2017 CUPE Local 74 contract negotiations, the By-law, Parking and Animal Enforcement Officers are now classed as Municipal Law Enforcement Officers I or II (MLEO I) and MLEO II. Incumbent Parking Enforcement Officers were reclassified as MLEO I's, and incumbent Animal Services Officers remained in the same classification. The combining of enforcement units allows a more streamlined and efficient process for enforcement, especially if multiple issues occur at the same location or in close proximity to each other. As noted in the consultant's report, this transition has been challenging for the Animal Services Officer staff. 1.4 A steering committee was formed to coordinate the service delivery review process. This steering committee members were the Chief Administrative Officer, Manager of Internal Audit, the Clerk, Manager of Municipal Law Enforcement and Acting Animal Services Manager. The process required a significant amount of resources including the time and commitment of the steering committee members and most importantly the Animal Services staff. MI Municipality of Clarington Resort CAO -001-18 Paae 3 2. Service Delivery Review Recommendations 2.1 The Service Delivery Review of Animal Shelter Services dated January 12, 2018 is attached to this Report. In it, the consultant has made 17 recommendations. While the review was focused on the Animal Shelter Services such as adoptions, feeding, cleaning and education, these services do not stand alone. Therefore, some of the recommendations contained in the consultant's report address animal licencing and enforcement as they affect the efficiency of the Animal Shelter Services. 2.2 Several recommendations require further investment of time and resources to investigate. As a result, not all recommendations can be implemented immediately. 2.3 Based on the consultant's report and discussion amongst steering committee members, the following actions are considered priority and will be implemented: (a) Recommendation 8 —"Move the Animal Services Officers to Municipal Law Enforcement offices and standardize the roles but allow for the specialty skill sets as a transition". This recommendation validates the work previously initiated and builds on the separation of enforcement and animal care functions. This recommendation will be put into effect immediately. Completing the transition will clarify the roles of the Animal Service Officers in enforcement and the Animal Care Attendants in care and maintenance of the animal shelter. The specialty skill set of the Animal Service Officers will assist with the transition to a full service enforcement team. (b) Recommendations 4 and 5, which apply to the patrolling of parks for Animal By -Law issues, will be transferred and incorporated into the Municipal Law Enforcement Division activates to achieve efficiencies. (c) Recommendation 7 to reclassify the Animal Services Manager is logical and reasonable given that the role will be more narrowly focussed with fewer staff. Given the transfer of the Animal Services Officers to Municipal Law Enforcement, this role will be reclassified to an Animal Shelter Supervisor and will report to the Manager Municipal Law Enforcement. (d) The service activity and service hours analysis demonstrated that other improvements could be achieved by modifying the hours for adaptions and other customer driven services. Reducing the hours of adoption when they are more likely to be demanded will free up Animal Care Attendants to do the routine cleaning and feeding without interruption. This would be possible as the enforcement duties will be performed by staff from the Municipal Law Enforcement offices. A review of services will be undertaken with services hours modified as deemed appropriate. (e) Several of the recommendations look to improve the efficiency of processes at the Animal Shelter. Improvements to technology and expanding on the use of technology in daily processes can result in savings in the time needed for regular activities. This would result in streamlining the process on record keeping as well as having a better understanding of the cost and tracking of activities. Animal Services W Municipality of Clarington Report CAO -001-18 Page 4 staff will investigate if the current software and hardware systems can be better used to improve processes and maximize efficiency or if better alternative software/hardware should be deployed. (f) It is clear through this review that the Animal Shelter is valued by the community. The shelter receives many donations of supplies from the public as well as monetary donations. Finance staff, in cooperation with Communications and Clerk's staff, will investigate the establishment of an online donation program as per Recommendation 15. (g) As per Recommendation 3, Animal Services staff will work with Communications staff to undertake customer surveys on a regular and transactional basis. This will provide valuable information on an ongoing basis. 2.4 The remaining recommendations, while relevant and worthwhile, will be considered for implementation at a later date. (a) Recommendation 1 — "Explore partnership opportunities with neighbouring municipalities". This will be formally investigated before construction of a new facility is contemplated. The current Animal Shelter facility has a limited life. Due to future highway development the current site is not viable. The Development Charges Background Study and the Land Acquisition Strategy (2017) have scheduled a replacement site to be determined for the Animal Shelter. At this point, the timing of new location has been pushed to 2022-2027. This allows for the Municipality of Clarington to fully explore partnership opportunities for Animal Shelter Services. (b) Recommendation 9 - "Utilize the savings from the re-classifying to implement a volunteer program". Animal Services in the past has worked on developing a volunteer program, however, there have been some challenges with sustaining the program, managing training and retaining the volunteers. (c) Recommendation 11 - "Review the licensing program". A study will be conducted on the Animal Services fees and licences, factoring in the true cost of services such as adoption. (d) Recommendation 13 - "Develop a communication and outreach strategy". In the past, Animal Services did have an outreach program. Due to increasing demands over the years, the program has lapsed. Once developed, the program would be delivered to various groups throughout the Municipality with a view to reducing the need to Animal Shelter services through more responsible pet ownership. 2.5 In the fall of 2017, Communications staff undertook to streamline and better promote the Municipality's complaint process on the Municipal website, as was identified through Recommendation 6 of the consultant's report. 2.6 The key to knowing the effectiveness of a service is having benchmarks or performance indicators to measure the performance from year to year. Through the process of the Municipality of Clarington Resort CAO -001-18 Paae 5 service review there were several viable indicators suggested. Through a study of goals and desired outcomes, the relevant performance measures can be determined. 3. Concurrence This report has been reviewed by the Municipal Clerk and the Manager of Internal Audit who concur with the recommendations. 4. Conclusion This service delivery review proved to be very informative with many recommendations being relatively easy to implement, with minimal or no actual cost, and which staff believe will improve business processes and services. Recognizing that not all recommendations can be implemented at once and that success will come through commitment and careful implementation, it is respectfully recommended that Council endorse the action plan for implementation of the Animal Shelter Service Delivery study recommendations as detailed in this Report. 5. Strategic Plan Application The recommendations contained in this report conform to Council's strategic priority to "Demonstrate Good Governance and Value for the Tax Dollar". Submitted by: Andrew C. Allison, B. Comm, LL.B CAO Staff Contact: Catherine Carr, Manager of Internal Audit, 905-623-3379 ext 2606 or ccarr@clarington.net There are no interested parties to be notified of Council's decision. January 12, 2018 Animal Shelter Services I� If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-6?3379 ext. 2131. Contents Executive Summary.................................................................................................. 2 ProjectObjective...................................................................................................... 4 ProjectScope............................................................................................................ 5 Methodology............................................................................................................ 6 Opportunities and Recommendations................................................................... 10 Background............................................................................................................. 12 Demographics......................................................................................................... 14 Benchmarking — Why Compare to Other Communities? ...................................... 15 Strengths, Weaknesses, Opportunities and Threats (SWOT) ................................. 16 KeyFindings............................................................................................................ 20 Recommendations/Opportunities......................................................................... 66 Conclusion.............................................................................................................. 68 Acknowledgement................................................................................................. 68 Appendix A: Community Survey Results................................................................ 69 Appendix B: Staff Checksheet results..................................................................... 98 Service Delivery Review Page 1 Service Delivery Review Animal Shelter Services Executive Summary The Municipality of Clarington (the Municipality) is a vibrant community located at the eastern edge of the Greater Toronto Area, one of eight municipalities in Durham Region. Its population of 95,000 is expected to continue to grow due to its proximity to the 401/407 and the desire for people to escape the city. It is a large Municipality, covering an area of approximately 612 square kilometres with four major urban centres and 13 hamlets. That and the blend of urban and rural mix is both attractive and challenging for the Municipality to serve. Expectations of those moving from the city are high in terms of breadth of service and response time while those living in the rural areas resist intervention through traditional municipal by-laws. ' March 6 2017 — CA0002-17 — Service Delivery Review Approach - Report to General Government Committee L 11 Service Delivery Review As the Municipality grows, it needs to be able to meet the changing demands that growth brings and improve existing services. To this end, Clarington has committed to undertake Service Delivery Reviews (SDR) of some or all of its 145 identified services' over the next few years. The criteria for the selection of services to review range from those that have had challenges meeting budget allocations, quality of service concerns or requests from the service itself. Animal Shelter Services was selected as the first review as it has seen many changes over the past two years and is often challenged to meet the diverse expectations of the community every day. Its mandate is to ensure that animals are not at -large and residents are able to enjoy their surroundings, free of noise, and nuisance. The service provides both care for animals brought to the shelter, promoting adoption and transfer as well as enforcement of the Responsible Pet Owners By-law. To some extent, these Page 2 services require different skill sets and approaches which has led to some organizational changes, including the separation of the roles of Animal Services Attendant and Municipal Enforcement Officer. The transition has been challenging and the resources to manage the shelter have been stretched. It is important to note that the Municipality embarked on changes for Animal Shelter Services and enforcement over the past two years. It was recognized that structural changes were necessary and some of those changes were implemented. This report supports those initiatives. This review is intended to assess the service and provide recommendations for consideration. Service Delivery Review Page 3 Project Objective WSCS Consulting Inc. was engaged to undertake a service delivery review in order to assist the Municipality in assessing its Animal Shelter Services. The objective of this review was to provide an objective view of services, explore opportunities for alternatives and make recommendations for improvements. The key focus is to determine if the municipality has opportunities to: a. improve service and outcomes; b. meet new or increased demand from customers for services; c. improve service delivery mechanisms and processes; d. maintain existing service levels in the face of competing priorities or decreasing revenues; e. reduce costs; and/or improve revenues. The approach that Clarington chose to utilize was outlined in the guide to service delivery reviews released by the Ontario municipal affairs and housing. The guide suggests that 10 key questions should be addressed Clarington -14 0 4y Service Delivery Review in SDRs as shown in Figure 1: 10 Service Delivery Review Questions as follows: 1. Do we really need to continue to be in the business/service? 2. What do citizens expect of the service and what outcomes does council want for the service? 3. How does current performance compare to expected performance? 4. Do the activities logically lead to the expected outcomes? 5. How is demand for the service being managed? 6. What are the full costs and benefits of the service? 7. How can benefits and outputs of the service be increased? 8. How can the number and cost of inputs be decreased? 9. What are the alternative ways of delivering the service? 10. How can a service change best be managed, implemented and communicated? Figure 1:10 Service Delivery Review Questions Page 4 O Do we REALLY need to be in this business? ZService? 0 + What Expect of the e? What outcomes What outcomes does Council want for the service? i How Does Current Performance 0 v Compare to Expected Performance? 04 m Do the activities logically lead to the expected outcomes? O How is the DEMAND for services being managed? 0 ^ What are the full costs and benefits the l6 of service? 07 . • How can benefits and outputs of v the service be increased? Ojr-i How can the number and costs of inputs be decreased? What are the alternative ways of 09 Q delivering the service? 1 O How can a service change best lffffl� be managed, implemented and communicated? Clarington -14 0 4y Service Delivery Review in SDRs as shown in Figure 1: 10 Service Delivery Review Questions as follows: 1. Do we really need to continue to be in the business/service? 2. What do citizens expect of the service and what outcomes does council want for the service? 3. How does current performance compare to expected performance? 4. Do the activities logically lead to the expected outcomes? 5. How is demand for the service being managed? 6. What are the full costs and benefits of the service? 7. How can benefits and outputs of the service be increased? 8. How can the number and cost of inputs be decreased? 9. What are the alternative ways of delivering the service? 10. How can a service change best be managed, implemented and communicated? Figure 1:10 Service Delivery Review Questions Page 4 Project Scope 1. Project Initiation: Met with Clarington's SDR Animal Services Steering Committee to clarify expectations, refine lines of inquiry, and develop a subsequent work program for the engagement. 2. Steering Committee: Meetings held to provide updates and facilitated focus group sessions. Individual interviews with members of the Steering Committee was also undertaken. 3. Staff Consultations: Interviewed all Animal Shelter staff, performed service walkthroughs and facilitated focus group sessions. 4. Staff Workload Survey: Development and administration of staff survey/checksheet to track workload and activities from November 14 to 26, 2017. 5. Community Survey: Conducted an online survey from November 6, 2017 to December 15, 2017. The survey remained open until December 31, 2017. 6. Environmental Scan: Reviewed relevant documentation; benchmarked Municipality services against comparators to identify opportunities for improved efficiencies and effectiveness. W Service Delivery Review 7. Review of Current Service Delivery Model: Developed an inventory of services and processes provided by Animal Shelter Services. 8. Opportunity Identification: Identified potential opportunities to achieve the most efficient and operationally effective approach to service delivery and address the 10 key questions. 9. Final Report & Presentation: Developed and presented an interim report to the Steering Committee with key findings. Final report with recommendations on the Municipality's service delivery model scheduled for January 2018. Page 5 Methodology Our methodology shown in Figure 3: Project Methodology included a combination of documentation reviews, consultations, focus groups, interviews, system walkthroughs, benchmarking and data analysis. This work was undertaken over a five-month period commencing August 2017 with interim findings to the Steering Committee in November 2017. The opportunities and recommendations are expected to be presented to Committee in January 2018. Figure 3: Project Schedule shows the timing of each activity. In summary, staff and management consultations took place in August and September 2017 followed by focus groups and system walkthroughs in October and November. We administered the Community Survey in November as well as Service Delivery Review Project Initiation First Principles Meeting AUG -SEPT 2017 SEPT -4CT 2017 NOV 2017 DEC 2017 -JAN 2018 Figure 2: Project Methodology the staff workload survey through the utilization of checksheets. Interim results were presented to the Steering Committee in November with the draft report in December. Following some input from the committee, we updated this report. M Page 6 Service Delivery Review Project Schedule Clarington Animal Shelter Services- Service Delivery Review Timeline - [Page I of 2] August September October November December January Key Meetings 0 10th 0 24th 0 13th steering and steering Cofnfnittd 5leefing ComrMde Commlaldy ano Focus Croups; and Focus Croups nrtNsnry i i ; ; i Key Milestones A 24th r 131h A 5th Staff Checksh*At Co+nlnu." 6.rvey i Final Rcr�r I Cld ;I. ii 20th IIIIIIeflm Report ' i Focus Groups I i I ------ ---- i -----------------------------------i-------------------------- ----- -F----------------- -----------h- - I Staff Check -sheet Survey ' I i ------ ---- -4- - ___ - __- - -- ---I ------ ------ ------ ---_ --- ----- -------------------------------i ; I I i ------- Current Slate Ana"s m •_ 4 ■ Consultation Focus Groups ■ Occumenation... ■ Current State. Figure 3: Project Schedule 95 I I I I i Community Survey i I ----------- r -------- _________ .. ___..._.. ..__........ __..____r ___- .------ .__________ r-------- � i I It Opportunities Analysis I I ' 1 I i 1 Future State,.. Surveys ■ Reporting Page 7 Key t0 Success I* ..................... r+ f ` .................... • Service Delivery Review +,................. • • .................... I* t; i ................... d%.+10+1- its+0-t0 Key to success include: A: Improve Service and Outcomes, B: Improve Processes, C: Maintain Services, D: Meet New and Increased Demand, E: Reduce Cost and F: Improve Revenues Page 8 N • 0 0 etter customer ocussed services & lelivery utcome: Improved Customer 3tisfaction, Reduced Costs C 0 E F Improve Service Delivery Greater Economy, Mechanisms through Greater operational integration Outcome: "Better decision Making and Adh management" Improved processes, efficiencyand productivity Outcome: Reduced Waste and Improved controls = Good Management Meet New or Increased Demand from Customers Outcome: Economic Development, Immigration, Growth Alternative Service Delivery Models ❑utcome: "Reduced Costs and Improved Services" Increased Revenues Outcome: Fiscal Sustainability, Flexibility and reduced vulnerability Service Delivery Review Opportunities and Recommendations Recommendation 1: Explore partnership opportunities with neighbouring municipalities. Recommendation 2: Undertake a strategic planning session to fully explore the goals and outcomes as well as performance indicators to assess client expectations. Recommendation 3: Undertake a client survey on a regular and transactional basis. Recommendation 4: As part of the strategic planning process, update activities and review the need for patrolling parks. Recommendation 5: Transfer this responsibility to all municipal law enforcement officers and set up municipal patrol areas. Recommendation 6: Advertise the municipality's complaint line/email/services at various locations to allow citizens to easily report infractions via mobile. Recommendation 7: Reclassify the Animal Services Manager to a supervisor reporting to the Manager of Municipal Law Enforcement. Recommendation 8: Move the Animal Services Officers to municipal law enforcement offices and standardize the roles but allow for specialty skill sets as a transition. Recommendation 9: Utilize the savings from the reclassification of the manager position to implement a volunteer program. Page 10 L- f Service Delivery Review Recommendation 10: Undertake a fee study to determine the true cost of adoption and licensing and a policy on the amount of subsidization. Recommendation 11: Review the licensing program and at minimum, introduce automated renewals and welcome packages. Recommendation 12: Review and expand the use of technology to improve processes, record keeping and workload management in the Animal Shelter as well as investigate mobile technology for the Animal Services Officers (By-law). Recommendation 13: Develop a communication and outreach strategy in line with the strategic plan on a regional basis. Recommendation 14: Improve client relationship management through tracking and service quality standards. Recommendation 15: Develop a donation campaign with online, automated receipts. Track all donations and determine the true cost of operations. Recommendation 16: Implement activity based costing, tracking of animal care, medications and performance measures/standards. Recommendation 17: Develop a change management program. Page 11 Background Situated on beautiful Lake Ontario, the Municipality of Clarington (the Municipality) is a lower -tier municipality in Durham Region which has picturesque harbours at the eastern border of the GTA. The municipality has a mix of urban and rural and is large (611.40 square kilometres) which creates challenges for service provision. The municipality prides itself with the "small Municipality feel" but in fact, the Municipality is not "small" in relative terms to most municipalities in Ontario. It represents 0.684% of the province's population and there are 386 (93%) lower/single tier municipalities in Ontario that are smaller. However, it's population of 92,0132, has experienced significant growth at 8.8% since 2011. This is well above Durham Region's (the Region) growth rate of 6.2% and the 4.6% growth rate across Ontario. Like many municipalities outside the GTA, the Municipality is aging but not at the same rate as the province. Its median age is 38.9 years which is 2.1 years less that Ontario's median age of 41 years. Being a relatively young municipality with growing families, will create demands for a wide range of services and programs while facing budgetary pressure and fiscal constraint. 2 2016 Census, Statistics Canada Service Delivery Review 5 n � g �14D.N 7 351117 Figure 4: Map of Municipality of Clarington, Source: 2016 census The key focus of the SDR is to determine if the Municipality has opportunities to: 100 a. Improve service and outcomes; b. Meet new or increased demand from customers for services; c. Improve service delivery mechanisms and processes; Page 12 fl ILw•`- �� 8 - 5� t 4 .c � 't M1 m,,•• A x Service Delivery Review 5 n � g �14D.N 7 351117 Figure 4: Map of Municipality of Clarington, Source: 2016 census The key focus of the SDR is to determine if the Municipality has opportunities to: 100 a. Improve service and outcomes; b. Meet new or increased demand from customers for services; c. Improve service delivery mechanisms and processes; Page 12 d. Maintain existing service levels in the face of competing priorities or decreasing revenues; e. Reduce costs; and/or f. Improve revenues. Our review revealed that the Municipality has many opportunities to improve animal shelter services, better manage its service demand and positively impact the community. The recommendations are a combination of service, technological solutions and process improvements. There Service Delivery Review are also opportunities to improve interdepartmental cooperation to ensure that duplication of effort is not evident. However, it is very important that the reader understand that, because of the lack of pure data, particularly time spent on processes, that the numbers in the report in terms of cost and savings are to be viewed as estimates. The most important conclusion and recommendations surround the processes and mechanisms to improve services. 101 Page 13 Service Delivery Review Demographics The Municipality has seen significant growth (8.8%) between 2011 and 2016 in comparison the rest of Durham Region. Clarington is slightly younger than its regional counterparts which indicates that the likelihood of animal services requirements will increase. 8 m b 1= e 9 8 6 4 x 0 Clarington (M1lunicipali]p _: _ - Durham (Regional municipality)) Ontario _. .._.. g Jmphy Clarington (Municipality) — Neighbouring census subdivisions, population change, 2011 to 2016 Census subdivision (CSD) name CSD type 2016 Population 2011 Population % change Clarington MU 92,013 84,548 8.8% Port Hope MU 16,753 16,214 3.3% Cavan Monaghan TP 8,829 8,601 2.7% Kawartha Lakes CY 75,423 73,219 3.0% Oshawa CY 159,458 149,607 6.6% Scugog TP 21,617 21,569 0.2% 102 T 00,000 86,000 � 50,000 c o_ � 4D,000 7 C6 IF 20,000 0 2016 2011 Census year Provincial population rank 28 of 552 National papulation rank 60 of 4870 Page 14 Benchmarking — Why Compare to Other Communities? For the purposes of the project, comparator communities were selected as municipal comparators based on population growth, urban/rural characteristics, and animal shelters. The primary purpose of benchmarking and comparative analysis is to understand the performance of comparator municipalities and to identify opportunities to change how the Municipality's organization is aligned to deliver municipal services. Gommunities with similar financial benchmarks/service levels — insight into operating efficiencies Gommunities with different financial benchmarks/service levels — opportunities to change existing organizational structure/processes to reflect common service levels Clarington Pickering Oshawa Whitby Ajax Caledon Thunder Bay 33,384 92,013 31,630 91,771 64,883 159,458 44,195 128,377 38,105 119,677 MAIM 5u,388 F;6 -,;n? "1u/,yuy ctannow 9shawa Wh*y f AW [aledm Thundtr Bay Service Delivery Review CLARINGTON COMPARATORS Population. Ilouscltulds be Scrvicc Arca E ti—s holds ! Fopulnvon M Senna - RATIONALE Clarwgton Cam parators with populatlons between 60'00 and "1000 that have anlLl 5helte� 611.4 I It is imperative to understand that comparators 231.55 must be taken as information and not an indicator 145.64 I of effectiveness. Financial performance has both 146.66 benefits and risks as the underlying assumptions 67 and variables must be taken into account when 688.16 analyzing results. We have used these and other 328.36 b In k th h t th ++ 'll t t opportunities for improvement or alternative delivery mechanisms one animal shelter facility. 103 enc mar s roug ou e repor o i us ra K -- It It is important to note, however, that Whitby and Ajax share Page 15 Strengths, Weaknesses, Opportunities and Threats (SWOT) SWOT analysis - SWOT stands for strengths, weaknesses, opportunities and threats. A SWOT analysis identifies strengths and weaknesses within an organization, in this case, the Municipality, and outside opportunities and threats. The most important parts of a SWOT analysis specify the actions that correspond to the elements that are identified. By using the results of the analysis to improve the situation of the Municipality, one can reduce the likelihood of developments that negatively affect the business while improving performance. The two most critical outcomes of a SWOT are as follows: Important threats coupled with the municipality's weaknesses typically put the future at risk, and the SWOT analysis identifies these threats. The analysis pairs external threats with internal weaknesses to highlight the potential opportunities and the threats that could impede on its success. We undertook SWOT sessions with the Steering Committee and staff, both of whom identified that the building condition and its location were a threat. This creates opportunities for alternatives. Service Delivery Review Improving Performance, Identifying Opportunities The SWOT analysis provides the Municipality with actions that should be considered to improve the performance and new opportunities that could be explored. The analysis in this report pairs the internal strengths with the external opportunities. Taking advantage of an opportunity from a position of strength helps ensure the success of the corresponding venture. For example, some strengths identified include customer focus and compassion for the animals. Opportunities to improve their services include additional training and utilization of social media which was also highlighted by the community as a way to improve service. Strengths: characteristics of the organization, or project team that give it an advantage over others Weaknesses (or Limitations): are characteristics that place the team at a disadvantage relative to others Opportunities: external chances to improve performance Threats: external elements in the environment that could cause trouble for the municipality or project Based upon information gathered during focus groups and documentation reviews, the municipality has many positive strengths and opportunities that will render changes to animal shelter services successful. 104 Page 16 SWOT Analysis — Staff • Care and Compassion for the Animals & Public • Care and Supportive Teamwork • Knowledgeable and Experienced Staff • Work with The Community • Cleanliness of Shelter • Compliance and Enforcement where needed • Advice to the Public on handling situations • Use of Other Resources r7 • Technology • Communications/Educational Materials • Social Media •Joint Purchasing • Utilization of Staff - Crossing Training • Soft and Hard Skills Training • Spay and Neuter Clinic • Meeting with Other Shelters • Tours for Children Donating Birthday Dollars •Association Animal Shelter Administrators W 105 Service Delivery Review • Technology/Non-Integrated Software • Staffing Concerns - Turnover, Distribution of Work, Part Time, Roles • Collective Agreements • Staff Training • Support from Management • Negative Internal and External Feedback • Location Isolation • No Tools/Finances for Promotions/Shows • No Finances To Get Medical Things Done • Website Design - Difficult to Find Shelter Information Lack of Involvement in Planning Attachment to The Animals �• Lack of Resources Impact Services • Contracts and Job Security ■ Inconsistent HR Practices • Building & New Building Funding ■ Merging with Another Organization/Facility • Urban And Rural Expectations • Council's Expectation • Lack Of Understanding of the Service Page 17 Service Delivery Review SWOT Analysis — Steering Committee • Well established and Reputable Shelter • Knowledgeable, Caring and Committed Staff • Fiscally & Economically Responsible • Adoptions and Return Adoptions • Cleanliness of Shelter • Connected in the Industry • Educational Aspect of Animals & Wildlife • Low Euthanasia Rate • Feral Pet y • Spay and Neuter Program (cats) • Skills to Provide Outreach Education 41, • DocuPet • Building Location • Comparable Prices • Co-op Students • Donations • Work with Rescue Groups • Vet On-site and Support • Animal Boarding • Training • Joint Ventures • Relocation • Comprehensive Software • Seniors and Animal Companion Programs • Licensing Model Changes • Support Model • Pest Removal • Public Education Sessions/Communication 1 1. • Communication & Planning of Outreach • Lack of Long Term Strategy • Animal Licensing Communication • Multiple/Non-Integration Software • Vet Partnership and Service • Regulatory Enforcement • Service Delivery Expectations Large Service Area Coverage • Staffing Concerns • Rural/Urban Mix • Pest Control (No Mandate Building Condition/Future Location • Spay and Neuter (Dogs) • Pound Keeper • Livestock Transfer a Collective Agreement/HR Processes • Lack of Funding/Not Self Sustaining • Cost of New Building • Service Expectations —City Transfers + Animal Rescue Groups h • Animal Numbers 6 + License Sales - Low Licensing ��.A •People for Ethical Treatment of Animals (PETA) • 401 Interchange + Different Types of Animals • Labour Laws Page 18 Service Delivery Review Process Improvement)Kit R � Including Staffing Capacity .� Leaderships t---- ------ Organization Communicaitons r Trainin • Page 19 107 Key Findings The key findings of the service delivery review are as follows ■ Do sre REALLY need to br- zi, phis 01 1 business? 01- Do we REALLY need to be in this business? Clarington's Animal Shelter Services mandate has been described as "promoting a safe and healthy environment for people and all animals and ensuring pets and stray animals are not "at -large" in the community. Through a set of by- laws and legislation, both the municipality and population at large have outlined the minimum standards expected of the public and residents. Some of the key legislation and municipal by-laws include: Municipal Act, 2001, Dog Owner's Liability Act (DOLA), Pounds Act, Exotic Animal By-law, Kennel Bylaw and the Responsible Pet Owners By-law. Through these regulations, the municipality and other levels of government have illustrated the need to manage animals in a humane way while ensuring that all citizens live comfortably and free from noise and nuisance. 3 Pounds, Shelters and Municipal Animal Control Ontario, http://www.pawswithheart.com/Ontario%20Pounds/20and%20S helters.htm � 1: Service Delivery Review What are the alternative ways of 09 delivering the service? 09- What are the alternative ways of delivering the service? While the community survey did not receive a large number of responses, 61% of respondents indicated that the shelter and its services were essential. However, the municipality has alternative ways in which to deliver some services, particularly in terms of sheltering. Out of the 386 pounds and shelters listed on the Ontario Pounds/Shelter site3, only 44% of municipalities utilize a municipal shelter, many of which are shared between several municipalities or are regional. The remaining shelters are managed by the OSPCA/Humane Societies or private/not-for- profits. Research indicates, that while many municipalities have outsourced these services, the costs have not necessarily been lower than municipal shelters. For example, in 2013 Chatham -Kent analyzed the service which was outsourced to many shelters. The cost per capita ranged from $2.58 with private shelters to $6.45 ($6.98 in 2017 dollars) for the OSPCA. Page 20 Municipality Exp $/capita Exp $/household Clarington $6.57 $18.12 Pickering $5.30 $15.39 Oshawa $3.70 $9.08 Whitby $5.51 $16.00 Ajax $2.90 $9.11 Caledon $8.48 $25.61 Thunder Bay $5.68 $12.16 AVERAGE $5.11 $13.75 Animal Services Budgeted Expenses per Capita and Household 2017 30 25 20 18.12 15.39 15 1n 9,08 6.57 1531 5 3.7 0 Clarington Oshawa 16 5.511 Pickering Whitby Figure 5: 2017 Budgeted Expenses per capita and household - comparator municipalities (Note: Clarington Budget adjusted to eliminate by-law activities) 4 https://www.muskokaregion.com/news-story/3635327-animal- shelter-closing-public-meetings-on-future-shelter-scheduled-for- 2008 Ajax Thunder Bay Caledon TOTALIAVERAGE Service Delivery Review Municipalities have also been challenged when outsourcing in some cases. Since many of the organizations, such as the Humane Societies are primarily funded by donations and corporate sponsorships, some communities have been faced with local closures leaving them with few alternatives. 4 IN Exp $Icapita 0 Exp$Ihousehold Private shelters have also been utilized by many municipalities at lower rates. However, the costs of inspections and monitoring the contracts have not been tracked. Therefore, the true costs are higher but unknown. � 1 ' Comparator municipalities in Figure 5 show the average expense per capita of $5.11, which is lower than the OSPCA. Clarington is at the higher end at $6.57 but lower than the OSPCA. However, as mentioned above, the expenses at each municipality differ due to staff types and duties. http://www.Penn live.com/news/2017/07/devastating spca closi ng leave.html Page 21 25.61 12.16 9.11 848 5.68 1. Ajax Thunder Bay Caledon TOTALIAVERAGE Service Delivery Review Municipalities have also been challenged when outsourcing in some cases. Since many of the organizations, such as the Humane Societies are primarily funded by donations and corporate sponsorships, some communities have been faced with local closures leaving them with few alternatives. 4 IN Exp $Icapita 0 Exp$Ihousehold Private shelters have also been utilized by many municipalities at lower rates. However, the costs of inspections and monitoring the contracts have not been tracked. Therefore, the true costs are higher but unknown. � 1 ' Comparator municipalities in Figure 5 show the average expense per capita of $5.11, which is lower than the OSPCA. Clarington is at the higher end at $6.57 but lower than the OSPCA. However, as mentioned above, the expenses at each municipality differ due to staff types and duties. http://www.Penn live.com/news/2017/07/devastating spca closi ng leave.html Page 21 It is assumed that other municipalities do not have enforcement as part of their animal services budget. Therefore, Clarington's budget was adjusted to eliminate the Animal Services Officer from the published budget ($0.82 per capita) in order to provide comparable numbers for analysis. It is important to note, that Whitby and Ajax currently share their animal shelter services. Taken together, the average cost per capita is $4.25 which is lower than Pickering and Clarington but higher than Oshawa. Therefore, it would appear that sharing facilities could result in lower costs per capita with effective management practices. Another consideration that must be taken into account in terms of Clarington, is that its growth will likely mean increased intake, customer complaints and enforcement over time. When analyzing the animal shelter services, it has become evident that the services resources are stretched to meet the demands of the shelter and customer services. While that is partly due to inefficient business practices, the management of the shelter is challenging due to the hours of operation. The Animal Shelter's current location and building condition are also considerations in assessing alternatives. It is located beside the 401 and slated at the location of the new interchange. Some believe that the location is a good one in terms of ease of access while others indicated that it is isolated from the rest of the Municipality. While the building is in relatively good condition according to the engineer's report, the opportunity to partner with other municipalities, such as Oshawa, should be considered before investing in the current building. Service Delivery Review Other options include relocation in a more centralized location if the municipality was to build an alternate building. Findings: The municipality needs to be in the animal shelter services business So, while our finding is that Clarington needs to be in the business of animal shelter services, based upon the information we were able to gather from comparators, there is an opportunity to share resources and partner with others. Partnering on animal shelter services has proved to be beneficial in many areas including Uxbridge/Scugog. Regional approaches have also been successful such as Greater Sudbury, Owen Sound to name a few. We believe that Clarington has the opportunity to improve its services, reduce costs and address the issues of managing the shelter by partnering with Oshawa and/or others across the Region. Recommendation 1: Explore partnership opportunities with neighbouring municipalities. Our analysis indicates that synergies in terms of multiple municipalities and joint ventures with other organizations have many benefits. For Clarington in particular, the shelter is understaffed and it is difficult to manage the adoption hours. The staff indicated that there is little time to train or improve services as well as processes. Joint ventures can lead to sharing of communications, documents, staffing and facilities. 110 Page 22 Oa What Do Citizens Expect of the r2 Service? What outcomes does Council want for the service? 02- What do citizens expect of the service? What outcomes does Council want for the service? In its Strategic Plan, the Municipality focuses on 6 key priorities: 1. Job Creation, Business Development and Expansion 2. Good Governance and Value for Tax Dollars 3. Manage Growth while Maintaining "Small Town Feel" 4. Enable Safe Efficient Traffic Flow and Active Transportation 5. Promote Resident Engagement in the Community 6. Enhance Access to the Unique Natural Environment In order to support the 6 priorities outlined in the Strategic plan, it is imperative that any review have a long-term view. Animal Shelter Services is a unique service in that its desired outcomes are often not specifically measured. In light of the strategic priorities, we suggest that the service enables these priorities by ensuring that animals are provided with dignity and safe environment off the streets of Clarington. As well, by providing medical assistance, cleaning and housing while waiting for a new home, the release of the animals ensures 5 Note: Survey Gizmo indicates typical response rates of survey that are not targeted is 2%. Service Delivery Review that they are healthy and do not promote disease in the community. Businesses and residents are more likely to locate in municipalities that do not have animals on the streets. Further, animals that are allowed to roam the natural environment spaces creates fear and trepidation to residents and tourists which would impact the access to parks and trails. Citizen's expectations are often difficult to determine. In many cases, taxpayers indicate that they simply want lower taxes. This is a general theme across all municipalities. However, this is partly due to the fact that municipalities do not necessarily demonstrate the value of a particular service in terms of outcomes. Council expectations are often reflected in the bylaws that it passes and the degree to which enforcement is supported. In an effort to gain an understanding of the citizen expectations, the Steering Committee designed a community survey to assess the degree to which Animal Shelter Services are valued and how services are managed. The online and paper based survey was administered by WSCS over the period November 6, 2017 to December 15, 2017. At that time, the Municipality received 100 responses representing 0.3%5 of Clarington's households of 33,384 6. This is not a large number on which to base the silent majority, however, it provided insight into the community's view of the 6 2016 Census, Statistics Canada 111 Page 23 municipalities Animal Shelter Services. The survey provided a good cross section of age groups which responded by giving the Municipality some interesting metrics for moving forward. The survey results can be found at Appendix D to this report. PROTECT what did the Community Say? ANIMALS Figure 6: 2017 Community Survey Highlights CLARINGTON'S ANIMAL SHELTER IS NEEDED OVERALL EXPERIENCE AT THE SHELTER IS POSITIVE BUTIMPROVEMENTS IN CUSTOMER SERVICE ARE NEEDED BUILDING IS IN NEED OF REPAIR AND INCREASED CLEANLIESS 112 Service Delivery Review WHAT WE HEARD FROM THE COMMUNITY 9 . # COMMUNICATION USE MORE SOCIAL MEDIA, CONTINUEOTHER METHODS OF COMMUNICATION STREAMLINING LICENSING AND ONLINE SERVICES SHOULD BE THE FOCUSFOR IMPROVEMENTS ONLINE SERVICES WILL BE USED Page 24 In an effort to develop expectations and outcomes, we facilitated focus groups to develop a Logic Model as shown in Figure to identify the key goals and outcomes the Animal Shelter Services are attempting to achieve. Service Delivery Review The Logic Model; A Series of "If -Then" Statements ReSourcegl Activities Outputs Outcomes Certain IF you have IF you can IF you have resources access to accorrrplish dekvered the are needed resources, these services as l to run your THEN you activities planned The Logic Model program can THEN you THEN there accomplish wiri have will be your delivered benefits for activities the services clients, Program Goal: overall aim or intended impact you planned communities, systems or Resources Activities Outputs FTh com orgaNzVlons The inputs The actions The benefits CedlCQTed that the measurable TO clients, Chain of Outcomes to or program products of a communities, consumed takes to program's systems, or Project Goal: by the achieve activities organizations program desired Actio 6 Outputs Short- Inter.- [.ong- outcomes Training Training Term Term Term I- Ouire¢ch putreaels Outcomes Outcomes Outcomes — # of =00 =04 7: Logic Model How? Why? So what? Page 25 113 Service Delivery Review As an example of a logic model, three goals have been identified for consideration by the Municipality following the focus group discussions: Goal 1: Continue to improve the quality of care provided to animals in the shelter. Objectives (Specific, Measurable, Achievable, Relevant, and Time -bound) 1.1 Maintain accurate medical and tracking records and provide supportive medical care 1.2 Provide all cats and dogs that are being cared for at the shelter have standard vaccinations, a microchip, grooming, flea treatment and screening test within 2 days 1.3 Provide quality care for animals by ensuring proper feeding, exercise and housing. Activities (what we do to achieve objectives/goals) Medicating Vaccination Microchipping • Providing Care • Cleaning and feeding • Walking and exercise Inputs/Resources (human, financial, technology, etc... resources needed for activities) Animal Care Attendants Technology Animal Care Attendants Technology Inventory Animal Care Attendants Technology Inventory 114 Outputs (tangible and direct products of activities that lead to desired outcomes) # of outbreaks # of visits to the vet # of returned animals # of euthanized # of vaccinations # of microchipped # of animals transferred # of adoptions Outcomes (short, medium, and long- term desired results of activities) Complete records Healthy animals for adoption No animals in the shelter Indicator/Data Source (indicators we look for to measure implementation, progress and success) Time to adoption Retention rates Number of animals in the shelter Page 26 Service Delivery Review Goal 2: Create and maintain an efficient, model facility that is compliant and meets community expectations for an animal shelter. Objectives Activities Inputs/Resources Outputs Outcomes Indicator/Data Source 2.1 Create a model facility that Facility cleaning Financial • $per square foot High standard of Condition serves the municipality's needs Building Analysis • $ per animal cleanliness assessment Facility planning • #of visitors Positive satisfaction Goal 3: Decrease the shelter's intake of unwanted animals 3.1 Provide information and Outreach Site Manager # of sessions Adoption rate resources for citizens to enable Microchipping Animal Care # of animals adopted Level of increase affordable sterilization of dogs and By-law enforcement Attendants # of animals surrendered awareness, Number of cats Partnerships with Bylaw officer # of animals reunited compliance with animals in shelter other shelters Volunteers & length of stays bylaws, no Students animals at large Vets 3.2 Improve the quality and Adoptions Attendant Care # of adoptions No repeat animals Adoption quantity of shelter adoptions Counselling Attendants Retention rates retention rate 3.3 Raise community awareness/ Outreach Site Manager # of licenses No animals at Rate of consciousness with regard to the Partnerships with Animal Care # of education sessions large complaints causes and consequences of pet other shelters Attendants # of calls/complaints Fewer injured Awareness overpopulation and wildlife space Issuing vouchers Bylaw officer # of partnerships animals Compliance rates Communications Proactive Education Volunteers & # of vouchers redeemed Enforcement Students # of vouchers issued Patrolling of parks Vets Complaints Figure 8: Animal Services Logic Model Page 27 115 Service Delivery Review Findings: Citizens expectations and council desired outcomes have not been validated in terms of the logic model. Recommendation 2: Undertake a strategic planning session to fully explore the goals and outcomes as well as performance indicators to assess client expectations. Recommendation 3: Undertake a client survey on a regular and transactional basis. Page 28 116 How Does Current Performance 03 Compare to Expected Performance? 03- How does current performance compare to expected performance? Performance Metrics & Reporting Performance measurement and reporting is extremely important to ensure that the Municipality is going in the right direction. The Municipality does not have a dashboard or performance measures in place for monitoring of Animal Shelter Services. The Balanced Scorecard One effective method is the utilization of a balanced scorecard approach and performance measures. It helps show the value and link to vision. Service Delivery Review Principle #1- The measurement system must be tied to the vision of the Municipality. Clarington's vision is to "build a sustainable, creative, caring community." In particular, there should be some goals identified such as: • Improve turnaround time of applications, information • Improve client satisfaction for various elements such as consistency, time to respond, time to decide, understanding of processes • Elimination of paper, copies and process steps. • Reduced cost of providing services • Reduced time for adoption/stay in shelter • Growth Principle #2 - The measures must be balanced (comprised of financial and non-financial data). Principle #3 - Measures must be a mix of process data and outcome data taken over time. The measurement system must reflect all programs and activities the Municipality conducts, both internal and external. It is not sufficient to measure just past results. It is essential to also analyze what the processes are generating on an on-going basis. Process data in time order provides a 'lagging' indicator of the organization's operational or output efficiency, but can also serve as a 'leading' indicator - providing a signal on whether policies and programs are 117 Page 29 contributing to the targeted outcomes and the intended results. The service delivery review we undertook is the first step in this direction. On an ongoing basis, processes need to be analyzed and controlled. Principle #4 - Measures must be within the Municipality's sphere of influence. The measures must reflect the activities undertaken by the Municipality. Principle #5 - Measures must be dynamic, relevant and timely. The measurement system should provide meaningful, relevant, and timely information. Tracking performance leads to increased knowledge and appreciation of the operational environment. As the Municipality's knowledge of the performance improves, each of the measures will need to be revised or changed to incorporate this new knowledge and understanding. Continual review of performance indicators is essential to ensure you have appropriate performance information to support decision- making, especially in a changing environment. Dynamic measures serve as indicators of current performance and assist in the prediction of future performance. Principle #6 - Measures must be interconnected (ie: always reported collectively, never singly). Service Delivery Review The measurement system is essentially a report card on the organization's operational performance, hence the balanced scorecard. The causal links between outputs and outcomes is explicitly displayed in logic models and strategy maps. Those same causal linkages should be reflected in the performance measures. If measures are analyzed individually, the Municipality will lose the understanding and appreciation of the interactions between programs and the improvement potential that is inherent in improved coordination. Principle #7 - Senior Management is accountable for the measures. Senior management is ultimately responsible and accountable for the Municipality's processes and practices. Employees need to be held responsible for data input, collection and the initial interpretation and analysis of the performance information. This should be a responsibility of the Supervisor, Animal Shelter Services proposed in this report. However, the accountability for the performance of the organization lies with the senior managers and, as such, the Municipal Clerk must take responsibility and demonstrate active leadership in supporting the performance measurement practices by using the performance information in their communications with staff and in their decision-making. Page 30 118 Principle #8 - Measures must be limited in number but still provide a holistic view. Many organizations develop detailed logic models and then identify 2-3 performance measures for each output and outcome in the model. By the end of the initiative, the team has identified an unmanageable number of performance indicators. Instead, key outputs should be selected that are most vital - then select the outcomes that have the greatest level of influence. Establish key measures that gauge the efficiency in which outputs are generated and track the progress in achieving the intended outcomes. Eg. Number of client interactions, intakes, transfers, adoptions, reduction in paper/time. Service Delivery Review Principle #9 - Measures must be communicated and documented. Employees throughout the municipality should be able to study the measures for themselves to determine how Animal Shelter Services is performing. It is not enough to simply communicate the results; employees must be actively engaged and allowed to use the performance information in their own decision-making, in contributing to policy and program changes, and for their continuous process improvement efforts. 119 Page 31 Service Delivery Review Current Performance Measures As of the date of the report, the following key performance measures were tracked by Animal Shelter services. One key measure would be intakes and outgoing animals. This indicates the effectiveness of the activities and the ability to transfer animals or adoption. As can be seen by Figure 9 and Figure 10, the Shelter has seen an increase in intakes but the outgoing animals are decreasing. One would conclude that the shelter has an increase in animal resident in the shelter but this is not the case. Therefore, the data is not complete and 2017 data represents 10 months. It does appear the population is declining indicating that the shelter is having the impact that it had intended. With reduced intake, the shelter can look at other activities such as training and outreach. Animal Intake by Type 600 500 400 � ■ 300 200 100 0 Annual 2017 Annual 2016 Annual 2015 Annual 2014 Annual 2013 ■ Reptile 1 ■ Rabbit 8 4 5 3 3 ■ Puppy 5 4 4 9 4 ■ Mammal 4 10 35 26 14 ■ Kitten 90 95 148 123 126 ■ Fowl 3 2 1 ■ Dog 150 143 132 146 177 ■Cat 173 161 197 174 164 ■ Bird/Wildlife 6 5 10 8 8 J I Figure 9: Animal Intake - 2013-2017 Page 32 120 600 500 400 300 200 100 0 4 2 Annual 2017 ■ Bird/Wildlife 6 ■ Reptile 1 ■ Rabbit 9 ■ Puppy 5 ■ Mammal 4 ■ Kitten 85 ■ Fowl 3 ■ Dog 148 I Cat 129 Figure 10: Outgoing Animals 2013-2017 Outgoing Animals by type 2013-2017 Annual 2016 annual 2015 Annual 2014 Service Delivery Review Annual 2013 5 4 2 3 4 4 9 4 10 35 26 14 90 146 114 107 5 10 8 9 143 132 145 183 172 209 188 176 Stray intake is declining slightly also indicating that the communication, and licensing programs are having an impact as shown in Figure 11. Page 33 121 Stray Intake 2013-2017 280 270 260 250 244 240 236 233 230 M P1 220 210 247 Service Delivery Review 271 2 2016 2014 2013 Figure 11: Strays 2013-2017 In terms of other indicators and expectations, client service indicators are not available. However, the community survey provided some insight into response time and satisfaction levels. When asked how long it took staff to assist a client, 6% had to wait more than 24 hours. The majority had very little wait time. However, only 76% were satisfied or very satisfied with the level Page 34 122 Service Delivery Review of service provided. As well, referring to the Appendix, Question 25, the overall impression of the shelter could be improved (15%). How long did it take for staff to assist you? In the field Through email On the phone In the animal areas At the front desk 0.00% 7.0.00% 20.00% 30.00% 40.00°% 50.00% 60.00% 70.00°% 80.00% Page 35 123 At the Fran* desk In the animal areas On the phone Thmo email n the field Less than 5 minutes 62.50% 38.8246 SOHO% 6.17% 732% 5.15 minutes 799% 16.47% 233% 123% 966% ■ L5+ mirutes 4.551A 135% 3.49% 2.47% 4.88% eWdhin24hours 0.00% 0.00% LIM &64% b.1O% ■ Over 24 hours 0.00% 0.0046 LIM 4.9 6 0.0046 Page 35 123 Do the activities logically lead to the 04 expected outcomes? 04- Do the activities logically lead to the expected outcomes? How satisfied were you with the level of service you received from Ciarington Animal Shelter Services? % Rating 0.00% 10.00% M00% 30.00% 40.00% 50.00% 60.00% 70.00% r Undecided ■ Very Satisfied ■ Satisfied ■ Somewhat Dissatisfied ■ Very Dissatisfied Service Delivery Review Findings: There are currently no performance indicators to assess expectations or benchmarks. Page 36 124 Service Delivery Review The logic model found in Figure 8 identifies the types of activities that are undertaken at the shelter as well as from a bylaw perspective. When reviewing the activities, it is clear that they would logically lead to the expected outcomes in most cases. Certainly, administering medicine and recording should logically lead to healthy safe animals to be adopted and reduce the number of animals in the shelter. No person will want to adopt a pet that is not healthy and does not have its records. Similarly, education sessions could logically lead to increased awareness of animal safety and reduction in cruelty to animals. Animal licensing is intended to improve the likelihood of returning the pet to its rightful owner, thereby, reducing strays, intake and numbers in the shelter. However, patrolling the parks does not necessarily lead to increased compliance or reduction in numbers in the facility. Further, it is very costly and time consuming with little value. Animal Services Staff spend a significant amount of time patrolling and the municipality is very large. It would be a "hit and miss" result. Certainly, if staff are in areas and observe infractions, these should be dealt with. Findings: The activities undertaken by animal services logically leads to the desired outcomes as identified in the logic model with the exception of patrolling parks. Recommendation 4: As part of the strategic planning process, update activities and review the need for patrolling parks. Recommendation 5: Transfer this responsibility to all municipal law enforcement officers and set up municipal patrol areas. Recommendation 6: Advertise the Municipality's complaint line/email/services at various locations to allow citizens to easily report infractions via mobile. Page 37 125 Service Delivery Review How is the DEMAND for services 05 being managed? Currently, Animal Shelter Services is part of the Clerk's Clerk's Department Organization Chart 2017 department with an onsite _ _ _ _ Municipl Clerk ----------------- manager. As shown in Figure 1 12, the service has the Deputy following positions: --_Cierk - Accessibility Manager Manager Records/Election Administrative Co-ordinator Municipal Law Animal Services Co-ordinator Assistant — — 1 — — — — —1 — — — — —Acting .._.._ .._•._•. 1 •_.•—• — — —••_i _.._.. Municipal Law Senior Animal Committee Enforcement Services Officer (Bylaw) Co-ordinator 4 ............... 1 1 Cemetery Services Clerk I(PT) Animal Services and Records Clerk Officer (Bylaw) 1 Municipal Law 1 Enforcement Clerk II 2 1 Animal Care Attendant — — — — — Clerk I — — ------- 2 1-- Clerk II Municipal Law -mmai pare Attendant (PT) Enf Officer I (PT) 0.5 Clerk I(PT) Figure 12: 2017 Clerks Department Organization Structure Page 38 126 Service Delivery Review Position Duties Manager Oversees the facility and all management functions Performance management Budget and financial management F.mcilities management Work assignment and management Reporting Animal Care Deily cleaning and disinfecting animal housing areas and facility. Attendant Gonducting general physical/behavioral exams of all animals. Feeding, general care and medicating of animals under the general direction of a Veterinarian. A6sisting in the adoption, returning to owner, delivery to Veterinarian and euthanizing any animals in care as required or directed. Fntry and maintaining of all animal related information into Shelter Database. Animal licenses Interacting with the public and staff in a courteous and professional manner. Repetitive lifting of heavy items, repetitive motions and standing for prolonged periods of time. Providing general information to Public for all aspects of Animal Services General Clerical duties including data entry, call dispatch, handling cash and answering phones Animal Services Media relations Officer/Bylaw Enforcement of all applicable laws (One Senior) Kennel Inspections Patrolling- parks, fields subdivisions and school grounds for dogs at large to ensure public safety Picking up stray/injured animals, livestock, wildlife, reptiles /adding information into the Shelter Buddy software system such as record management, investigative notes, enforcement records all must be kept up to date for court purposes Order to Restrain investigations Page 39 127 Service Delivery Review Position Duties Customer service Animal Care as per above (prior to the change was 50%) Clerk Manage front desk Total Open Accounts payable and receivables MON Gustomer enquiries The Animal Shelter also hosts Co-op students during the school year and volunteers. The hours of adoption services at the Shelter are above average against the comparators all of which are closed on Sundays. This is interesting to note as Sundays would likely be favourable for the public. Clarington may wish to review the hours of adoption to increase the likelihood of reducing the numbers of animals in the shelter, perhaps reducing weekday hours when few adoptions occur. Figure 13: Hours of Service - Comparators 1 Page 40 Total Open Municipality MON TUE WED THURS FRI SAT SUN Hours 10:OOam- 10:OOam- 10:OOam- 10:OOam- 10:OOam- 8:OOam - Clarington 5:30pm 5:30pm 5:30pm 5:30pm 5:30pm 2:30pm Closed 44 Pickering 10:OOam- 10:OOam- 10:OOam- 10:OOam- 10:OOam- 10:00am- 4:00pm 4:OOpm 4:OOpm 4:OOpm 4:OOpm 2:OOpm Closed 34 Oshawa 10:OOam- 10:OOam- 10:OOam- 10:OOam- 10:OOam- 10:00am- 4:00pm 4:OOpm 4:OOpm 4:OOpm 4:OOpm 4:OOpm Closed 36 Whitby/Ajax 8:OOam - 8:OOam - 8:OOam - 8:OOam - 8:OOam - 8:OOam - 4:30pm 4:30pm 4:30pm 4:30pm 4:30pm 4:30pm Closed 51 10:OOam- 10:OOam- 10:OOam- 10:OOam- 10:OOam- 10:00am- Caledon 4:00pm 6:30pm 4:OOpm 6:30pm 4:OOpm 2:30pm Closed 39.5 11:OOam - 11:OOam - 11:OOam - 11:OOam - 11:OOam - 12:OOam Thunder Bay S:OOpm S:OOpm S:OOpm S:OOpm S:OOpm - 4:OOpm Closed 34 AVERAGE 39.75 Figure 13: Hours of Service - Comparators 1 Page 40 The staff work in shifts as follows: Position I Weekday Manager Animal Care Attendant 7am-3pm(1 FT) 9:30 — 5:30 (1 FT) Animal Services 8 am -4 pm (1 FT) Officer/Bylaw 10 am — 6 pm (1 FT) (One Senior) Clerk (PT) 1 9 am — 2:30 pm (1 PT) dents 12 (one morning, one afternoon) Saturday 7am-3pm(1 FT) 7 am — 3 pm (1 PT) Service Delivery Review Sunday 7am-1pm(1 PT) The following slides, Figures 14 to 17 show that the workload peaks at 10 am but also shows increases at 5 pm. This study allows management to review the work practices to determine if changes to the schedule are necessary. For example, if there are Co - Ops or volunteers available, it would appear that 10 am to 2 pm are the peak times for services. As was seen in the comparators study, Figure 13: Hours of Service - Comparators, Caledon has elected to have late opening hours two days a week in favour of a shorter day on Saturday. The municipality may wish to look at extended hours in order to improve the likelihood of adoptions, perhaps at certain times of the year. The detailed charts for each day throughout the survey period, can be found at Appendix B. These figures show that there may be opportunities to change adoption hours to better align with workload of staff as well as client service. Page 41 129 Service Delivery Review In terms of volunteers, staff and management indicated that it has been a challenge managing volunteers in the past. This is partly due to the unionized environment as well as health and safety concerns. Further, staff time is needed to manage the volunteers and ensure they are trained and scheduled. A strategy and program are the only way to ensure that a volunteer program is successful. It can be very rewarding and elevates the profile of the shelter in the community. We understand that the Municipality had been developing a volunteer program but lacked the structure and resources to support the program to make it successful. Figure 14: Volunteer Hours 2013-2017 shows that volunteer hours are down significantly over the 5 year period. Volunteer Hours 2017 2016 2015 2014 2013 Cat Socializing 111.56 411.27 725.13 595.68 25.87 Dog Walking 0 3.92 25.93 205.95 10.50 111.56 I. 415.19 I 751.06 I. 801.63 36.37 Volunteer Numbers 2017 2016 2015 2014 2013 Cat Socializing 46 23 27 24 4 Dog Walking 0 2 9 14 3 46 25 36 38 7 Figure 14: Volunteer Hours 2013-2017 130 Page 42 # OF HOURS BY ACTIVITY AVERAGE WEEKDAY FOR NOVEMBER 14TH TO 26TH, 2017 6.00 5.00-- 4.00 3.00 2.00 i 1.00 - 0.00 7 AM 8 AM 9 AM 10 AM 11 AM 12 PM 1 PM 2 PM ■Transfer 0.00 0.03 0.08 0.19 0.03 0.14 0.08 0.03 EService 0.03 0.89 1.61 2.53 1.78 1.86 1.22 0.89 E Reuniting 0.00 0.03 0.11 0.14 0.14 0.14 0.06 I 0.08 ■ Outreach 0.00 0.03 0.14 0.00 0.06 0.06 0.11 0.00 ■Facility 0.19 0.14 0.50 0.31 0.53 1.17 1.14 0.86 ■Care 0.56 0.78 1.53 1.67 1.25 0.44 0.44 0.97 By -Law 0.00 0.25 0.28 0.42 0.97 0.89 1.64 1.25 a Adoption 0.00 0.00 0.11 0.17 0.25 0.47 0.39 0.06 Figure 15: Average Daily Activities - Weekday - From Staff Survey November 14-26, 2017 131 Service Delivery Review 3 PM 4 PM 5 PM 6 PM 0.19 0.06 0.00 0.00 1.47 0.94 0.92 0.17 0.00 0.03 0.08 0.00 0.03 0.00 0.00 0.00 0.36 0.14 0.06 0.00 0.53 0.28 0.39 0.00 0.19 0.39 0.03 0.00 0.14 0.17 0.00 0.00 Page 43 # OF HOURS BY ACTIVITY AVERAGE - SATURDAYS - NOVEMBER 18TH AND 25TH, 2017 2.50 2.00 1.50 m 0.50 Figure 16: Average Daily Activities - Saturdays - From Staff Survey November 14-26, 2017 132 Service Delivery Review 1 PM 2 PM 3 PM 0.50 0.25 0.00 0.75 0.00 0.13 0.13 1.63 0.13 0.63 0.00 0.00 7 AM 8 AM 9 AM 10 AM 11 AM 12 PM ■ Service 0.13 0.00 0.00 0.50 0.25 0.50 ■ Facility 0.13 0.00 0.50 0.25 0.38 1.00 ® Care 1.75 2.00 1.00 1.25 1.13 0.25 ■Adoption 0.00 0.00 0.50 0.00 0.25 0.25 Figure 16: Average Daily Activities - Saturdays - From Staff Survey November 14-26, 2017 132 Service Delivery Review 1 PM 2 PM 3 PM 0.50 0.25 0.00 0.75 0.13 0.13 0.13 1.63 0.13 0.63 0.00 0.00 Page 44 # OF HOURS BY ACTIVITY AVERAGE - SUNDAYS - NOVEMBER 19TH AND 26TH, 2017 1.20 0.80 • .• 0.40 1 PM 0.20 0.00 0.00 0.00 0.00 7 AM E Service 0.13 i Facility 0.00 i Care 0.88 8 AM 0.00 0.25 0.75 Service Delivery Review 9 AM 10 AM 11 AM 0.00 0.00 0.00 0.13 0.13 0.38 0.88 0.75 0.25 Figure 17: Average Daily Activities - Sundays - From Staff Survey November 14-26, 2017 133 12 PM 1 PM 0.13 0.00 0.13 0.00 0.00 0.13 5 PM 0.00 0.00 0.38 Page 45 Service Delivery Review Animal Shelter Services has had some staffing and organizational changes over the past two years. The key change being the move of the Animal care component from the Animal Services/Bylaw Officer. This has created much confusion and staff dissatisfaction. Since the role of the Animal Services Officer is primarily enforcement and confrontational, the skill set required is very specific. Staff indicated that the combination of the care and enforcement roles in the past was more desirable as it provided balance between the types of work. However, it also can create a conflict. It was the intention of the municipality to standardize the Municipal Law Enforcement Officer role and move the animal control enforcement into the "Municipal By-law Enforcement" section as shown in Figure 12. However, management faced resistance from both the Municipal Law Enforcement Officers and the Animal Services Officers, primarily due to the unique skills required to handle animals. As new employees are hired, this requirement has been built into the position. At the current time, the Animal Services Officers reside at the Animal Shelter and are not part of the Municipal By -Law Enforcement section. This has its challenges, primarily due to the physical location of the staff. Clients at the front desk look for services from the shelter but the Animal Services Officers do not necessarily assist. This may be due to the fact that the municipality is unionized and there are clear lines of responsibility. However, clients do not view this as being good service. Other challenges have arisen as a result. Limited staff during illness or vacation, make it very difficult for coverage at the shelter as well as bylaw services. In reviewing the role of the onsite manager, it would appear that, because of the small staff size, that this role requires both "supervisory" roles as well as operational activities. This may result in human resource issues in the future as it would appear that union activities are undertaken by management. Being a small service, direct reports are limited and the managerial function is not significant. As shown below, much of the work that is performed by the Animal Care Attendant outside of adoption hours provides for the preparation of the building and caring for animals. Depending upon the number of animals in the shelter at any given time, the preparation may continue throughout the day. When both attendants are onsite, the staff undertake the services requiring two people such as vaccinations. Some concerns were raised in the community survey that there were not any staff available to assist them in the animal area. This may be due to the time of day or the lack of resources. Findings: There is no requirement for a full onsite manager but rather a supervisor. the position of animal services officers/by-law should be integrated with the municipal law enforcement officer role Page 46 134 Service Delivery Review with workload allocations based upon skill set. The volunteer program is not managed or robust due to a lack of resources. Successful volunteer programs generally require a coordinator who can manage both the people, training and ensuring that the work continues to attract interested, dedicated volunteers. We are of the opinion that Animal Services should report through Manager of Municipal Law Enforcement with an onsite supervisor. The Animal Services Officers/Bylaw should also report to the Manager of Municipal Law Enforcement and be located with other officers. Recommendation 7: Reclassify of the Animal Services Manager to a supervisor reporting to the Manager of Municipal Law Enforcement. Recommendation 8: Move the Animal Services Officers to municipal law enforcement offices and standardize the roles but allow for specialty skill sets as a transition. Recommendation 9: Utilize the savings from the reclassification of the manager to implement a volunteer program, perhaps with a coordinator role. Page 47 135 Service Delivery Review Clerk's Department Organization Chart - Recommended Municipl Clerk — — — — — ----------- ---i Deputy .. —Clerk ......... 1 Accessibility Manager Records/Election Administrative Co-ordinator Municipal Law Co-ordinator Assistant Municipal Law Animal Services Committee Enforcement _ Supervisor_ Co-ordinator — 4 1 1 Senior Animal Services Officer (Bylaw) .._.._.._.._.._.._.. Cemetery Services 1 and Records Clerk Animal Care 1 Municipal Law_ A.tte_n_dant _ Enforcement 2 Clerk II -------------- 2 Animal Services ---------------- 1 Officer (Bylaw) ............... 1 Animal Care Clerk I Attendant (PT) _ 1 Clerk II ___________ 0.5 _ Cle_r_kI (PT) Municipal Law 0.5 Enf Officer -I (PT) -j Figure 18: Recommended Organization Chart 136 Page 48 Service Delivery Review What are the full costs and benefits of the service? The cost of services based upon the 2017 is as follows: Figure 19: 2017 Operating Budget and Cost Per Animal Intake On a per capita basis, each taxpayer contributes $5.73 a year or 48 cents per month to operate the shelter and ensure that its bylaws are enforced. Assuming that 50% of the cost is attributable to housing and caring for animals, each animal housed will cost approximately $690. This is fairly consistent with the calculations based upon the time spent by staff on each activity. As shown in Figure 20: 2017 Revenue and Expenses Per Capita And Household - Clarington ComparatorsFigure 5: 2017 Budgeted Expenses per capita and household - comparator municipalities, Clarington's costs are higher than the comparators and lower revenues in some municipalities. We were unable to capture the intake for the comparators with the exception of Oshawa who had 1411 intakes in the first 9 months of 2017 which is 3.5 times more than Clarington. Since Oshawa's costs are significantly lower than Clarington's on a per household basis, it indicates that there are some efficiencies that are realized with both volume and economies of scale. Page 49 137 Annual Annual Cost per Operating Salaries Other Operating Net Net Animal Municipality Expenses and Wages Expenses Revenue Net $/capita $/household Intake Clarington $604,830 $467,485 $137,345 $77,800 $527,030 $5.73 $15.79 $690.45 Figure 19: 2017 Operating Budget and Cost Per Animal Intake On a per capita basis, each taxpayer contributes $5.73 a year or 48 cents per month to operate the shelter and ensure that its bylaws are enforced. Assuming that 50% of the cost is attributable to housing and caring for animals, each animal housed will cost approximately $690. This is fairly consistent with the calculations based upon the time spent by staff on each activity. As shown in Figure 20: 2017 Revenue and Expenses Per Capita And Household - Clarington ComparatorsFigure 5: 2017 Budgeted Expenses per capita and household - comparator municipalities, Clarington's costs are higher than the comparators and lower revenues in some municipalities. We were unable to capture the intake for the comparators with the exception of Oshawa who had 1411 intakes in the first 9 months of 2017 which is 3.5 times more than Clarington. Since Oshawa's costs are significantly lower than Clarington's on a per household basis, it indicates that there are some efficiencies that are realized with both volume and economies of scale. Page 49 137 Municipality Rev $/household Exp $/household Clarington -$2.33 $18.12 Pickering -$2.92 $15.39 Oshawa -$0.85 $9.08 Whitby -$3.71 $16.00 Ajax -$1.55 $9.11 Caledon -$4.10 $25.61 Thunder Bay -$2.77 $12.16 AVERAGE -$2.38 $13.75 30 Service Delivery Review Animal Services Revenues/Expenses per Household Budget 2017 25.61 20 18.12 15.39 16 13.75 1216 10 9.08 9.11 1 o . 5 , I , 0 0 -2.33 -08 -2.92 -1.55 -2.77 -2.38 -3.71 4.1 -10 Clarington Oshawa Ajax Thunder Bay Pickering Whitby Caledon AVERAGE M Rev $/household M Exp $/household Figure 20: 2017 Revenue and Expenses Per Capita And Household - Clarington Comparators Page 50 138 In 2015, Clarington decided to outsource its licensing to DocuPet, an online provider following an Request for Proposal process. Prior to that point, the municipality collected at the municipal office and had "door-to-door" salesmen. This had mixed results. While the revenues were higher, some complaints about the door-to-door approach were received by the municipality. Unfortunately, however, the implementation of DocuPet has not been very successful. Partially due to the fact the incentives are not in place for the veterinarians to license pets under this regime, which is a significant loss in revenues. Further, DocuPet is not integrated with the Animal Shelter system, Shelter Buddy and staff must access both systems to determine if an animal Service Delivery Review # Purchased Licence 2017 2016 2015 2014 2013 10% Disc - Spay/Neuter & Chip 49 32 10% Disc - Spay/Neuter & No Chip 93 15 10% Disc - Unaltered 23 9 Adoption Licence 121 109 133 125 Agriculture 4 10 Agriculture - Subsequent Dog 24 72 Early Bird Spay/Neutered 39 190 Early Bird Spay/Neutered & Microchipped 62 123 Early Bird Unaltered 18 36 Lifetime - 4 83 235 293 Microchip Only 6 Replacement Tags Charged 34 30 27 18 24 Replacement Tags No Charge 6 Service Licence 6 5 3 Spay/Neuter & Microchipped 667 305 178 461 515 Spay/Neuter & Microchipped (Dec Rate) 4 280 Spay/Neuter No Microchip (Dec Rate) 2 281 Spay/Neuter ONLY 647 307 272 1557 2159 Unaltered 254 188 109 261 312 Unaltered (Dec Rate) - 60 Unknown S/N 27 TOTAL 1,741 1579 1130 2891 3566 has a licence. It is not accessible in the field for the Animal Services Officers Figure 21: Volume of Pet Licences Sold (Early Bird and should they encounter an animal. The community survey indicated that 3% Lifetime are no longer provided (2017)) of respondents did not know that pets had to be licensed. Of those that did license their pet, 26% indicated they purchased their licence from the veterinarian. 139 Page 51 $ Licence Sales 2017 2016 2015 2014 2013 10% Disc - Spay/Neuter & Chip - 661.50 720.00 10% Disc - Spay/Neuter & No Chip - 2,092.50 202.50 10% Disc - Unaltered - 828.00 324.00 Adoption Licence - Agriculture 400.00 1,000.00 Agriculture - Subsequent Dog Early Bird Spay/Neutered 877.50 4,275.00 Early Bird Spay/Neutered & Microchipped 823.50 1,660.50 Early Bird Unaltered 648 1,296.00 Lifetime 10,000.00 6,640.00 18,800.00 23,440.00 Microchipped Only 240.00 Replacement Tags Charged 170.00 120.00 135.00 90.00 120.00 Replacement Tags No Charge - Service Licence - Spay/Neuter & Microchipped 10,005.00 4,575.00 2,670.00 6,915.00 7,725.00 Spay/Neuter & Microchipped (Dec Rate) 54.00 3,780.00 Spay/Neuter No Microchip( Dec Rate) 45.00 6,322.50 Spay/Neuter ONLY 16,175.00 11,000.00 6,800.00 38,925.00 53,975.00 Unaltered 10,160.00 7,520.00 4,360.00 10,440.00 12,480.00 Unaltered(Dec Rate) - 2,160.00 Unknown S/N 1,080.00 TOTAL 36,609.00 47,826.50 27,836.50 80,472.0 99,986.50 Figure 22: Revenues From Pet Licences Sold (Early Bird and Lifetime no longer provided (2017)) 140 Service Delivery Review More than 50% indicated that online and automated renewals would be the best mechanism to increase the likelihood of utilization of the online licensing program. Page 52 Service Delivery Review In terms of revenues, we analyzed the comparators fees which shows that Clarington's fees are below all other municipalities resulting in lower revenues. Price Per Service Clarington Pickering Oshawa Whitby Ajax Caledon Thunder Bay Adoption Fee - Dog $95.00 $250.00 $250.00 $250.00 $250.00 $155.00 ? Adoption Fee - Cat $130.00 $120.00 $150.00 $150.00 $150.00 $105.00 ? Adoption Fee - Other $50.00 $50.00 $10.00 Agriculture $100.00 Early Bird Spay/Neutered $22.50 Early Bird Spay/Neutered & Microchipped $13.50 Early Bird Unaltered $36.00 Lifetime $80.00 N/A Lifetime - microchipped/unaltered N/A $60.00 $15.00 Lifetime - spayed/neutered/microchipped $40.00 Replacement Tags Charged $5.00 $5.00 $5.00 $5.00 $5.00 Service Licence Free Free Free Free Spay/Neuter & Microchipped $15.00 $20.00 $20.00 $20.00 $40.00 Spay/Neuter ONLY $25.00 $25.00 $25.00 $25.00 $25.00 $40.00 $20.00 Unaltered $40.00 $50.00 $50.00 $50.00 $40.00 $40.00 $50.00 Microchip Only $40.00 $45.00 $35.00 $35.00 Kennel Fee $250.00 Late fee for Kennel $50.00 Animal Breeder Fee $250.00 Late fee for Breeder $50.00 Redemption Fees (dog) $80.00 Redemption Fees (cat) $20.00 Disposal of Animals $20.00- $100.00 Obligated to Licence Do /Cat Do /Cat Do /Cat Do /Cat Dog/ at Dog Do /Cat Note: Adoption fees for Clarington do not include spay/neuter 141 Page 53 Service Delivery Review In terms of activities, the staff undertook a 12 -day process whereby they tracked their time which showed the cost per activity which we have extrapolated based upon 260 days. While the shelter staff are onsite on Sundays, a conservative view would have indicated that proportion of cost for animal services, Figure 23: 2017 Estimated Activity Costs shows that 30% of time is spent servicing customers which entails email, telephone and complaints. Therefore, improving customer service processes would yield improvements. Note that 23% was not reported over the period so it is likely that each activity has some additional time. As well, breaks and lunches were not specifically captured. Total Cost per Activity for November 14th to 26th, 2017 Adoption 548.85 3% By -Law 0 Transfer 256.20 2% Figure 23: 2017 Estimated Activity Costs 142 203.25 127.95 1% 1% MAdoption NI By -Law HICare Mi Facility Care M C)utreach 2,936.55 19% MI Reuniting MI Service Mi Transfer YI Unreported Page 54 Annual 315 Activity 12 days days Adoption 548.85 14,407.31 By -Law 2,022.45 53,089.31 Care 2,936.55 77,084.44 Facility 1,309.05 34,362.56 Outreach 127.95 3,358.69 Reuniting 203.25 5,335.31 Service 4,602.00 120,802.50 Transfer 256.20 6,725.25 Unreported 3,555.48 93,331.28 Grand Total 15,561.78 408,496.66 Note that 23% was not reported over the period so it is likely that each activity has some additional time. As well, breaks and lunches were not specifically captured. Total Cost per Activity for November 14th to 26th, 2017 Adoption 548.85 3% By -Law 0 Transfer 256.20 2% Figure 23: 2017 Estimated Activity Costs 142 203.25 127.95 1% 1% MAdoption NI By -Law HICare Mi Facility Care M C)utreach 2,936.55 19% MI Reuniting MI Service Mi Transfer YI Unreported Page 54 Service Delivery Review Figure 24: 2017 Estimate By-law Activity Costs shows that more than 55% of the Animal Services Officer's time is spent patrolling. As indicated in this report, we are of the opinion that this should be reviewed. Significant savings ($15k per year) could be realized with a 50% reduction in patrolling time. Further, it should be noted that most of the processes undertaken by Animal Services Officers is paper based and staff return to the office to enter data in the Shelter Buddy system. This could be eliminated with mobile technology which would reduce the time required to undertake these activities. Activity B1- By -Law warn rg B2 - Charges B3 - En€orcement B4- Patrolling B6 - Pickup Dead Arirna:s/l B7 - Dog Licensing Grand Total Total Cost per Activity Annual 315 days 173.40 4,551.75 51. OD 1,338.75 370.95 9,737.44 1,120.50 29,413.13 163.50 4,291.88 143.10 3,756.38 2,022.45 53,089.31 By -Law Total Cost per Activity for November 141th to 25th, 2017 Figure 24: 2017 Estimate By-law Activity Costs 143 •B1- By -Law warning Y B2 •• [urges W 63 - Enforcement * B4 •• patrolling NB6- Pickup DeadAni maIW1niured Animals N67- Dog Licensing Page 55 Service Delivery Review Findings: Fees are below that of comparators and do not reflect costs or an analysis of cost. online licensing program has not been overly successful. patrolling is costly and likely does not result in increases in compliance. Based upon the cost of housing an animal of approximately $690 and an adoption fee of $130, it would appear that adoptions are subsidized by the taxpayer at a rate of $560. While the intention is not to fully recover costs in shelters, it is clear that the rate is lower than most of the neighbouring communities and likely creates "competition". The adoption process is effective and must be balance against the revenues. However, there is an opportunity to increase fees appears to be palatable, at least up to the comparators. In terms of animal licenses, improved communication is required to demonstrate why licences are helpful. Some municipalities have eliminated the fee for licensing as it is a deterrent to the outcome of returning pets to their owner. Recommendation 10: Undertake a fee study to determine the true cost of adoption and licensing and a policy on the amount of subsidization. Recommendation 11: Review the licensing program and at minimum, introduce automated renewals and welcome packages. Recommendation 12: Review and expand the use of technology to improve processes, record keeping and workload management in the Animal Shelter as well as investigate mobile technology for the Animal Services Officers (By-law). 144 Page 56 Service Delivery Review --------------------------------------------------------------------- Haw can benefits and outputs of 07 the service be increased? The key outputs identified in the logic model that could be "increased" and benefits be realized include: Output Benefit RECOMMENDATIONS # of licences Increased revenues, Improved services online including automatic increased likelihood of renewals via credit card reunited animals h9creased communication through social media A01ow for mobile licensing for Municipal Law Enforcement Officers at the scene ,Rlvertise at all parks P9ovide a package for all new residents upon move in or with the property tax bill h9crease number of locations for purchasing licences agage with veterinarians to encourage participation. # of microchipped Increased number of pets /Rlvertising and increased social media presence reunited, reduced in the indicating benefits. shelter Page 57 145 Service Delivery Review Output Benefit RECOMMENDATIONS # of vaccinations Increase number of healthy h9itiate a regional campaign pets, reduced likelihood of disease and euthanasia # of calls/complaints Increased awareness and Ii9iprove client relationship management practices to compliance allow for online submission of complaints/concerns on the website/mobile h9stitute a work order system that will track the time spent on complaints. Ii9iplement a standardized service level and priority system for response Tuck response # of partnerships Increased reach, compliance Work with the other shelters and partners to develop and service a regionwide strategy to improve compliance S9andardize, as much as possible, the bylaws across municipalities # of vouchers Reduced numbers of pets Tuck and report on the effectiveness of vouchers redeemed/issued and strays issued Create a follow-up system that alerts clients to outstanding vouchers. # of education sessions Increased awareness, avelop a strategy for a long-term outreach including licensing, reduced animals in other organizations, trade shows, the shelter avelop educational tools that can be used for multiple sessions, and online training for new pet owners Tuck attendance and perform analysis on impact. # of animals adopted Increased number of pets in P9omote the shelter utilizing social media and other safe and healthy homes, communication media reduced costs and number of animals in the shelter h9crease number of hours for viewing. Page 58 1 � • Service Delivery Review Output Benefit RECOMMENDATIONS Tgansform all forms to allow for online completion and input into Shelter Buddy P9ovide for "error proofing" of applications by asking questions throughout the application process. # of animals reunited Increased number of pets in h9crease utilization of social media to increase safe and healthy homes, likelihood of reunited animals. reduced costs and number of animals in the shelter Findings: Processes and tools are not in place for communication and outreach. We are of the opinion that Animal Services can improve its services, increase its outputs by improving its paper based services, developing some tools to assist in education activities and developing a strategy. Recommendation 13: Develop a communication and outreach strategy in line with the strategic plan on a regional basis. Recommendation 14: Improve client relationship management through tracking and service quality standards. Page 59 147 How can the number and costs of inputs be decreased? Service Delivery Review Animal Services is primarily driven by salary and wage costs and supplies for the animals including veterinarian, medicine, food, cleaning products and utilities. The community is very generous and provides donations of goods, blankets, toys and food on a regular basis. These are not recorded. As well, donations of cash are also made. We have reviewed the procurement of some of the key items and note that the Municipality has had challenges getting competitive bids for its veterinarian services over the past few years. This may be due to the lack of incentives or a belief by the industry that the competition does not exist. There is an opportunity to partner with other organizations to leverage joint purchases for items such as food and cleaning supplies. However, it is noted that costs as shown in Figure 25: 2012 To 2017 Expenses have actually declined since 2013. This may be due to an influx of donations but most likely due to the fact that intake has reduced by significant amounts, particularly between 2015 and 2016 where there was a 20% decline. Note that Figure 25 attributes all of the cost to intake when likely, this represents 50% of the activities. EXPENSE 2017 2016 2015 2014 2013 SALARIES AND WAGES 580,481 567,785 554,400 488,038 430,422 NON COMPENSATION EXPENSES 97,578 124,182 135,189 206,112 162,985 TOTAL EXPENSE 717,826 691,967 689,589 694,150 593,407 CHANGE 4% 0% -1% 17% 13% COST PER INTAKE $ 1,638.87 $1,632.00 $ 1,298.66 $ 1,419.53 $ 1,193.98 Figure 25: 2012 To 2017 Expenses Page 60 Service Delivery Review COST OF SERVICES In reviewing the activities undertaken by staff, it is evident that the inputs are higher than the comparators as well as the standard. The National Animal Control Association (NACA) and the Humane Society of the United States (HSUS 2010) recommend a minimum of 15 minutes of care time per day for feeding and cleaning each animal housed in the shelter (9 minutes for cleaning and 6 minutes for feeding) 7. As indicated above, the staff undertook an exercise to capture their activities over a 12 -day period. The results in Figure 26, indicated that the minutes per day for each animal equated to 55 for cleaning and 12.75 for feeding which is significantly higher than the standard equating to $26 per animal per day (average 0.50/minute). This equates to $10k per year based upon 400 animals per year. The largest reason for the amount of time spent is process. The shelter utilizes paper based tools which are time consuming. There is a lack of mobile tools and software to assist Animal Care Attendants in the care areas. As well, record keeping is all manual in terms of the care which leads to errors and omissions not to mention time consuming. If the shelter had technology that could be used in the care areas including online check sheets, staff would have access to the information without having to access paper. Further, management would be able to monitor the workload, ensure that the appropriate care and medicine is administered and the time of day. 72010 Association of Shelter Veterinarians, Guidelines for Standards of Care in Animal Shelters Page 61 149 Service Delivery Review Grand Total 6,360.00 2936.55 1,601.51 133.46 Figure 26: Cost and Time Per Animal - November 14-26 2017 Findings: Donations are not pursued on a systematic basis, joint purchasing is not robust, time spent on activities is not tracked or benchmarked. We are of the opinion that donations should be tracked and valued to reflect the true cost of operations. A campaign and online donations link could be set up and allocated to a reserve for utilization for purchases and/or upgrades to the building or towards new/expanded shelter. Processes should be reviewed to eliminate paper. Mobile technologies should be enhanced to allow for improved tracking of activities and animal care. Recommendation 15: Develop a donation campaign with online, automated receipts. Track all donations and determine the true cost of operations. Recommendation 16: Implement activity based costing, tracking of animal care, medications and performance measures/standards. Page 62 150 Sum of # Sum of Minutes per Activity u Sum of # of Minutes Sum of Cost/Activity Min/Animal animal per day =� Care 6,360.00 2936.55 1,601.51 133.46 Cl- Medicating 420.00 209.25 122.50 10.21 C10- Microchipping 45.00 20.25 37.50 3.13 C2 - Grooming 60.00 29.4 34.29 2.86 C3 - Exercising 930.00 492.9 285.00 23.75 C4 -Cleaning 2,490.00 1057.35 666.70 55.56 C5- Feeding 1,440.00 666.45 153.02 12.75 C6 - Vaccinations 150.00 82.95 72.50 6.04 C7 - Dewormi ng 15.00 6.75 0.00 C8 - Assessments 240.00 122.55 82.50 6.88 C9 -Socializing the animals 570.00 248.7 147.50 12.29 Grand Total 6,360.00 2936.55 1,601.51 133.46 Figure 26: Cost and Time Per Animal - November 14-26 2017 Findings: Donations are not pursued on a systematic basis, joint purchasing is not robust, time spent on activities is not tracked or benchmarked. We are of the opinion that donations should be tracked and valued to reflect the true cost of operations. A campaign and online donations link could be set up and allocated to a reserve for utilization for purchases and/or upgrades to the building or towards new/expanded shelter. Processes should be reviewed to eliminate paper. Mobile technologies should be enhanced to allow for improved tracking of activities and animal care. Recommendation 15: Develop a donation campaign with online, automated receipts. Track all donations and determine the true cost of operations. Recommendation 16: Implement activity based costing, tracking of animal care, medications and performance measures/standards. Page 62 150 Hover can a service change best be managed, implemented and communicated? Change Management Municipality staff consist of professionals, many of whom have been with the Municipality for many years, some in excess of 20 years. Some of the changes in this report may seem threatening and may cause concerns about job security. The manner in with the Municipality handles these changes will determine the overall outcome. Ongoing communication, continuous improvement and performance measurement is key to effective change management. Improvement is always possible. Online services are no different than any other type of change that the Municipality has tried to implement. This conviction is the heart of the transformation system developed by Virginia Satir who assists people in improving lives by transforming the way they see and express themselves. Performs rm The Change Proee ss Ofd Status Quo Service Delivery Review New Status Quo R An element of the Satir System is a five -stage change model (see the Figure above) that describes the effects each stage has on feelings, thinking, performance, and physiology. Using the principles embodied in this model, the Municipality can improve how it promotes process change and how management can help staff process change. Page 63 151 The Table below summarizes suggestions on how to help during each stage of the change model: 1 2 3 4 Service Delivery Review Late Status The staff is at a familiar place — paper based Encourage people to seek improvement information Quo transactions. The performance pattern is and concepts from outside the group. Develop a consistent. Stable relationships give members a sense of belonging and identity. Members know what to expect, how to react, and how to behave. New information and concepts from outside the group can open members up to the possibility of improvement. communication plan that outlines the implementation. Create a website or suggestion box for people to ask questions in a safe manner. Pilots are a good way at addressing some fears as well as a planned implementation in consultation with staff. Resistance The staff confronts a foreign element that Help people to open up, become aware, and requires a response. Often imported by a overcome the reaction to deny, avoid or blame. This small minority seeking change, this element brings the members whose opinions count the most face to face with a crucial issue. This will likely occur when the staff see the report and processes being revamped. Chaos The group enters the unknown. Relationships shatter: Old expectations may no longer be valid; old reactions may cease to be effective; and old behaviors may not be possible. This stage is vital to the transformation process. Integration The staff discover a transforming idea that shows how the changes can benefit them. 152 can be done through lunch and learns, workshops, focus groups or individual meetings. Help build a safe environment that enables people to focus on their feelings, acknowledge their fear, and use their support systems. Help management avoid any attempt to short circuit this stage with magical solutions. Undertake pilots and facilitate feedback. Offer reassurance and help finding new methods for coping with difficulties. Provide ongoing training. Page 64 The team becomes excited. New relationships emerge that offer the opportunity for identity and belonging. Staff can become frustrated when things fail to work perfectly the first time. Although staff feel good, they are also afraid that any transformation might mysteriously evaporate disconnecting them from their new relationships and plunging them back into chaos. 5 New Status If the change is well conceived and Quo assimilated, the teams and its environment are in better accord and performance stabilizes at a higher level than in the Late Status Quo. We believe that the Municipality Staff will be here about a year after implementation. Figure 27: Change Management Strategy Service Delivery Review Help people feel safe. Recognize that the project can always be improved. The actions in the table will help people cope. But organizations that create a safe environment where people are encouraged to cope with change and embrace it, will increase their capacity for change and are much more able to respond effectively to whatever challenges are thrown their way. Recommendation 17: Develop a change management program or supports. Page 65 153 Service Delivery Review Recommendations/Opportunities There are 17 recommendations/opportunities that arise from the service delivery review for consideration: Recommendation 1: Explore partnership opportunities with neighbouring municipalities. Recommendation 2: Undertake a strategic planning session to fully explore the goals and outcomes as well as performance indicators to assess client expectations. Recommendation 3: Undertake a client survey on a regular and transactional basis. Recommendation 4: As part of the strategic planning process, update activities and review the need for patrolling parks. Recommendation 5: Transfer this responsibility to all municipal law enforcement officers and set up municipal patrol areas. Recommendation 6: Advertise the municipality's complaint line/email/services at various locations to allow citizens to easily report infractions via mobile. Recommendation 7: Reclassify the Animal Services Manager to a supervisor reporting to the Manager of Municipal Law Enforcement. Recommendation 8: Move the Animal Services Officers to municipal law enforcement offices and standardize the roles but allow for specialty skill sets as a transition. Recommendation 9: Utilize the savings from this move to implement a volunteer program. Page 66 154 Service Delivery Review Recommendation 10: Undertake a fee study to determine the true cost of adoption and licensing and a policy on the amount of subsidization. Recommendation 11: Review the licensing program and at minimum, introduce automated renewals and welcome packages. Recommendation 12: Review and expand the use of technology to improve processes, record keeping and workload management in the Animal Shelter as well as investigate mobile technology for the Animal Services Officers (By-law). Recommendation 13: Develop a communication and outreach strategy in line with the strategic plan on a regional basis. Recommendation 14: Improve client relationship management through tracking and service quality standards. Recommendation 15: Develop a donation campaign with online, automated receipts. Track all donations and determine the true cost of operations. Recommendation 16: Implement activity based costing, tracking of animal care, medications and performance measures/standards. Recommendation 17: Develop a change management program. Page 67 155 Service Delivery Review Conclusion In conclusion, the Municipality of Clarington's Animal Services provides good services but utilizes old methods. The shelter is well respected in the community and it appears to have the support. However, there are areas where there are clear opportunities for improvement, particularly in the area of process, technology and performance management. Revenues have slipped in recent years, following changes to the licensing program. The building is in jeopardy of being moved and therefore, opportunities to work with other municipalities are abundant. To support any change, the Municipality needs to invest in its people and technologies so that it has the capacity to make change happen. We are confident that the recommendations in this report are a positive step in that direction. Acknowledgement We wish to express appreciation to the staff, management, the Steering Committee, for their participation, cooperation and assistance throughout the project. Page 68 156 Service Delivery Review Appendix A: Community Survey Results This survey was administered from November 6 to December 15, 2017 through Survey Monkey. A total of 100 responses were received representing 0.3% of Clarington's households. 1. Do you live in the Municipality of Clarington? H Yes o No Answer Choices Res onses Yes 80.0% 80 No 20.0% 20 Answered 100 Ski ed 0 157 Page 69 Service Delivery Review 30.0% 28.0% 2. Please indicate your age range. 25.0% 25.0%24.0% 20.0% 35 to 44 years 45 to 54 years 15.0% 25 to 34 years 45 to 54 years 11.0% 55 to 64 years 10.0% 18 to 24 years 24.0% 7.0% 55 to 64 years 65 to 74 years 5.0% 4.0% Under 18 years 7.0% 1.0% 75+ ears 0.0% 0.0% y 0.00/c Prefer not to answer 4 Responses Answer Choices Responses 35 to 44 years 28.0% 28 45 to 54 years 25.0% 25 25 to 34 years 24.0% 24 55 to 64 years 11.0% 11 18 to 24 years 7.0% 7 65 to 74 years 4.0% 4 Under 18 years 1.0% 1 75+ years 0.0% 0 Prefer not to answer 0.0% 0 Answered 100 Skipped 0 Page 70 1 25.0% 20.0% 15.0% 10.0% 5.0% 0.0% Service Delivery Review 3. If applicable, how long have you lived in the Municipality of Clarington? Responses 10 to 19 years 30+ years 20 to 29 years 0 11.0% I do not live nor own property in Clarington 5 to 9 years 0 to 4 years Answer Choices Responses 10 to 19 years 22.0% 22 30+ years 19.0% 19 20 to 29 years 18.0% 18 I do not live nor own property in Clarington 18.0% 18 5 to 9 years 12.0% 12 0 to 4 years 11.0% 11 Answered 100 Skipped 0 Page 71 159 4. Please provide your gender. Answer Choices Responses Female 86.00% 86 Male 12.00% 12 Prefer not to answer 2.00% 2 Other 0.00% 0 Answered 100 Skipped 0 o Female V Male W Prefer not to answer o Other 1 .1 Service Delivery Review Page 72 5. How important is it that animals are protected and do not run at large in the Municipality of Clarington? Answer Choices Res onses Essential 53.0% 53 important 42.0% 42 -Very Somewhat important 5.0% 5 Not at all important 0.0% 0 Answered 100 Skipped 0 161 911 Essential WIIVery important WI Somewhat important WINot at all important Service Delivery Review Page 73 Service Delivery Review 6. How important is having an Animal Shelter for the Municipality of Clarington? Id Essential 0 Very important W Somewhat important W Not at all important Answer Choices Responses Essential 61.6% 61 Very important 32.3% 32 Somewhat important 6.1% 6 Not at all important 0.0% 0 Answered 99 Ski ed 1 Page 74 162 40.0% 35.0% 30.0% 25.0% 20.0% 15.0% 10.0% 5.0% 0.0% 7. Please indicate the number and types of pets in your household, if any. Dogs 34.0% Cats ■0 ■1 ■2 ■3 ■4 ■ 5 or more 163 Service Delivery Review Page 75 Dos Cats 0 35.0% 34.0% 1 37.0% 32.0% 2 22.0% 26.0% 3 5.0% 7.0% 4 0.0% 0.0% 5 or more 1.0% 1.0% 163 Service Delivery Review Page 75 8. Clarington has two off -leash dog parks that provide a safe place for dogs to run leash free. Have you used the off -leash dog parks in Clarington? Answer Choices Res onses Yes 45.0% 45 No 37.0% 37 N/A 18.0% 18 Answered 100 Skipped 0 164 o Yes u No M N/A Service Delivery Review Page 76 Service Delivery Review 9. If you HAVE USED the off -leash parks, please indicate how often you have used them. 60.00% 55.93% 50.00% 40.00% 30.00% 20.00% 10.00% 0.00% Responses Vo ■ Seldom (less than five times a year) Sometimes (more than five times a year but less than once a month) Often (at least once a month, but less than weekly) Always (daily or weekly) Answer Choices Responses Seldom less than five times a ear 55.93% 33 Sometimes more than five times a year but less than once a month 13.56% 8 Often at least once a month, but less than week) 25.42% 15 Always(daily or week) 5.08% 3 Answered 59 Skipped 41 Page 77 165 Responses Service Delivery Review 10. If you have NOT used the off -leash parks, please provide the reason(s) (choose all that apply)• 3.08% 6.15% Too many rules Local areas and parks provide sufficient space and variety Location is not convenient Home provides sufficient space 69.23% Other (please specify) 0.00% 20.00% 40.00% 60.00% 80.00% Answer Choices Res onses Other leasespecify) 69.23% 45 Home provides sufficient space 21.54% 14 Location is not convenient 10.77% 7 Local areas and parks provide sufficient space and variety 6.15% 4 Too many rules 3.08% 2 Answered 65 Skipped 35 Page 78 1 � � Service Delivery Review Other - Reasons for Not Using the Off -Leash Dog Park Dog Too Old M Walk dog daily Too muddy Hydro Tower - Don't use _ Have used - Dog Doesn't Play Well - Unsupervised Dogs - No Dog 0.0% 20.00/ 30.0% 40.0% 50.0% 60.0% Other Reasons For Not Using Dog Park # of Respondents No Dog 48.9% Unsupervised Dogs 1S.6% Dog Doesn't Play Well 13.3% Have used 6.7% Don't use 4.4% Hydro Tower 4.4% Too muddy 2.2% Walk dog daily 2.2% Dog Too Old 2.2% Grand Total 100.0% Page 79 167 12. Animal licences are intended to improve services and meant to increase the likelihood that a lost pet is returned. Are you aware that dogs and cats must be licensed annually in the Municipality of Clarington? Answer Choices Responses % # Yes 90.0% 90 No 3.0% 3 Unsure 7.0% 7 Answered 100 Skipped 0 0 Yes u No 0 Unsure Service Delivery Review Page 80 35.00% 30.00% 25.00% 20.00% 15.00% 10.00% 5.00% 0.00% Service Delivery Review 13. If you are aware of the licensing requirements and you own a pet, where did you purchase your licence? moo, Responses % At the shelter Other (please specify) N/A Online through DocuPet on clarington.net Answer Choices Responses % # At the shelter 32.98% 31 Other leasespecify) 24.47% 23 N/A 22.34% 21 Online through DocuPet on clarin ton.net 20.21% 19 Answered 94 Skipped 6 Page 81 1 80.00% 70.00% 60.00% 50.00% 40.00% 30.00% 20.00% 10.00% 0.00% 14. If you purchased your licence online, please provide your assessment on the ease of use with the DocuPet website. 70.33% 13.19% 6.59% 6.59% _ _ 2.20% 1.10% Rating Star Rating # N/A 70.33% 64 Meets Expectations 13.19% 12 Average 6.59% 6 Excellent 6.59% 6 Not at all Acceptable 2.20% 2 Needs Improvement 1.10% 1 Answered 91 Skipped 9 170 ■ N/A ■ Meets Expectations ■ Average ■ Excellent ■Not at all Acceptable ■ Needs Improvement Service Delivery Review Page 82 Service Delivery Review 15. Our goal is to ensure that animals are protected and aren't running loose. Please indicate ways that animal licensing can be improved to encourage people to license their pets (choose all that apply). 56.25% ■ Online renewal 50.00% Renewal notices 38.54% ■Automatic renewal upon expiry (via credit cards) 35.42% ■Additional locations to purchase licences ■ Other (please specify) 0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% ■ Door-to-door sales Answer Choices % of Res onses Door-to-door sales 10.42% 10 Other please specify) 15.63% 15 Additional locations to purchase licences 35.42% 34 Automatic renewal upon expiry via credit cards 38.54% 37 Renewal notices 50.00% 48 Online renewal 56.25% 54 Answered 96 Skipped 4 Page 83 171 16. If you have contacted the Animal Shelter in the past two years, provide the method of contact. 60.00% 55.21% 50.00% 40.00% 30.00% 20.00% 10.00% 0.00% J 0.00% I visited the shelter in person. None of the above. I called the shelter. I emailed the shelter. I received a visit from a Clarington Municipal Law Enforcement Officer or other employee. Service Delivery Review Answer Choices Responses I visited the shelter in person. 55.21% 53 None of the above. 23.96% 23 1 called the shelter. 18.75% 18 I emailed the shelter. 2.08% 2 1 received a visit from a Clarington Municipal Law Enforcement Officer or other employee. 0.00% 0 Answered 96 Skipped 4 Page 84 172 17. Why were you visiting or contacting the shelter? I was there for spay/neuter or other veterinary services. 0.00% I was visiting the shelter under another organization. 0.00% I was volunteering at the shelter. 0.00% I was there on a tour of the shelter. 0.00% I was there to surrender a pet. 0.00% I was there as part of an animal rescue group. 1 .45% An Animal Services Officer/Municipal Law Enforcement Officer.. 10.14% 7 I was looking for my lost pet. 10.14% 7 I wanted to ask about or see a specific animal. 1.45% 1 I was there to drop off donations. 0.00% 0 I was visiting to see the animals in general. 0.00% 10.14% 10.14% 14.49% 15.94% 47.83% Service Delivery Review Answer Choices Responses # I was visiting to see the animals in general. 47.83% 33 I was there to drop off donations. 15.94% 11 I wanted to ask about or see a specific animal. 14.49% 10 I was looking for my lost pet. 10.14% 7 An Animal Services Officer/Municipal Law Enforcement Officer responded to stray animal pickup/other reason(s). 10.14% 7 I was there as part of an animal rescue group. 1.45% 1 I was there to surrender a pet. 0.00% 0 I was there on a tour of the shelter. 0.00% 0 I was volunteering at the shelter. 0.00% 0 I was visiting the shelter under another organization. 0.00% 0 1 was there for spa /neuter or other veterinary services. 0.00% 0 Other please specify) 20 Answered 69 Page 85 173 Service Delivery Review Reasons for Contacting Other Reasons for Contacting The Shelter Shelter # of Respondents Accident with Animal 1 stray 4 Adopt 3 No Acknowledgement 1 Complaint 1 N/A 4 Coyotes 1 Issue At Dog Park 1 More Options 1 Lost animal 3 Lost animal 3 More Options 1 Issue At Dog Park 1 N/A 4 No Acknowledgement 1 Coyotes 1 Stray 4 Complaint 1 Grand Total 20 Adopt 3 Accident with Animal 1 Page 86 174 18. Have you or any member of your family been in contact with the Clarington Animal Shelter in the past two years? Answer Choices Responses Yes 59.0% 59 No 41.0% 41 Answered 100 of Yes ui No 175 Service Delivery Review Page 87 0.00% 19. If you have contacted the Clarington Animal Shelter in the last two years, what was the approximate date of your visit, call or email ? 5.49% 13.19% Winter 2017 Spring 2017 Within the last month Do not remember Before 2017 Summer 2017 ;% Not applicable - I have never contacted the Shelter 21.98% 25.27% Service Delivery Review Answer Choices Responses % # Not applicable - I have never contacted the Shelter 25.27% 23 Summer 2017 21.98% 20 Before 2017 19.78% 18 Do not remember 14.29% 13 Within the last month 13.19% 12 Spring 2017 5.49% 5 Winter 2017 0.00% 0 Answered 91 Page 88 176 20. Given the programs and services offered by Clarington Animal Shelter services, how would you rate the value you are receiving from the Shelter? MIA - Excellent of 3 - Good M Undecided of 2 - Poor MI 1 - Very Poor Star Rating Responses % # 4 - Excellent 48.45% 47 3 - Good 23.71% 23 Undecided 13.40% 13 2 - Poor 9.28% 9 1 -Very Poor 5.15% 5 Answered 97 177 Service Delivery Review Page 89 Service Delivery Review 21. If you visited/contacted the shelter to adopt an animal, how did you first hear about the opportunity to adopt that animal? 26.32% Responses W22819% 10.53% ■ 3.51 36.84% Visiting the shelter Shelter website Heard about from friend/family/neighbour Social media ■ Other website or shelter 0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00% 35.00% 40.00% Answer Choices Responses Other website or shelter 3.51% 2 Social media 10.53% 6 Heard about from friend/family/neighbour 22.81% 13 Shelter website 26.32% 15 Visiting the shelter 36.84% 21 Other please specify) 12 Answered 57 Skipped 43 Page 90 1 Service Delivery Review Categories # of Respondents Other Ways of Hearing About Pets to Adopt Adopted Previously 1 Already Knew 1 Pet Value 2 Durham Lost Cat Page 1 More Options 1 N/A 6 N/A 6 Pet Value 2 More Options 1 Durham Lost Cat Page - 1 Already Knew - 1 Adopted Previously - 1 Page 91 179 22. Please tell us your overall impression of the Clarington Animal Shelter in each area. Knowledgeable Animal Services Officer/Municipal Law Enforcement Officer Knowledgeable office and animal care staff Friendly Animal Services Officer/Municipal Law Enforcement Officer Friendly office and animal care staff Fees (adoption, etc.) Public hours Availability of pets Clean facilities 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Service Delivery Review ■ Not at all Acceptable Needs Improvement Average Meets Expectations Excellent N/A Page 92 Service Delivery Review Services Not at all Acceptable Needs Improvement Meets Expectations Excellent N/A Total Weighted Average Clean facilities 0.00% 5.43% 21.74% 44.57% 19.57% 92 4.31 Availability of pets 0.00% 7.69% 27.47% 21.98% 25.27% 91 3.85 Public hours 3.30% 8.79% 34.07% 27.47% 15.38% 91 3.87 Fees (adoption, etc. 3.37% 3.37% 30.34% 23.60% 19.10% 89 3.83 Friendly office and animal care staff 2.17% 7.61% 17.39% 50.00% 14.13% 92 4.23 Friendly Animal Services Officer/Municipal Law Enforcement Officer 2.17% 8.70% 15.22% 39.13% 27.17% 92 4.1 Knowledgeable office and animal care staff 2.20% 5.49% 10.99% 53.85% 17.58% 91 4.32 Knowledgeable Animal Services Officer/Municipal Law Enforcement Officer 2.22% 5.56% 13.33% 40.00% 28.89% 90 4.17 Answered 94 Skipped 6 Page 93 1 In the field Through email On the phone In the animal areas At the front desk 23. How long did it take for staff to assist you? 0.00% 20.00% 40.00% 60.00% 80.00% 100.00% 120.00% ■ Less than 5 minutes 5-15 minutes . 15+ minutes Within 24 hours Over 24 hours N/A Service Delivery Review Assistance How Less than 5 minutes 5-15 minutes 15+ minutes Within 24 hours Over 24 hours N/A Total Weighted Average At the front desk 62.50% 7.95% 4.55% 0.00% 0.00% 25.00% 88 2.29 In the animal areas 38.82% 16.47% 2.35% 0.00% 0.00% 42.35% 85 2.41 On the phone 50.00% 2.33% 3.49% 1.16% 1.16% 41.86% 86 2.42 Through email 6.17% 1.23% 2.47% 8.64% 4.94% 76.54% 81 5.11 In the field 7.32% 3.66% 4.88% 6.10% 0.00% 78.05% 82 3.94 Other (please specify) 5 Answered 90 Skipped 10 Page 94 1 24. How satisfied were you with the level of service you received from Clarington Animal Shelter Services? 9.78% 57.61% % Rating 18.48% 9.78% 4.35% 0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% Star Rating % Rating # Very Dissatisfied 4.35% 4 Somewhat Dissatisfied 9.78% 9 Satisfied 18.48% 17 Very Satisfied 57.61% 53 Undecided 9.78% 9 Answered 92 Skipped 8 1 Undecided ■Very Satisfied ■ Satisfied Somewhat Dissatisfied Very Dissatisfied Service Delivery Review Page 95 60.00% Service Delivery Review 25. What is your overall impression of the Clarington Animal Shelter based on this visit or contact? 51.58% ■ Excellent ■ Meets Expectations ■ Needs Improvement ■ Average .4% ■ N/A 11.58% 10.53% ■ Not at all Acceptable 6.32% 3.16% Star Response % # Excellent 51.58% 49 Meets Expectations 16.84% 16 Needs Improvement 11.58% 11 Average 10.53% 10 N/A 6.32% 6 Not at all Acceptable 3.16% 3 Answered 95 Skipped 5 Page 96 1 : � Row Labels Adoption criteria Coyotes Don't know Enforcement Essential service Friendlier staff Good experience Lifetime licences More dog parks More staff Recording keeping Shelter hours Shelter improvement Shelter location Shelter website Small animals at dog park More animals Grand Total Service Delivery Review # of Respondents 1 1 26. Please provide any suggestions you would make to improve 5 Clarington Animal Shelter Services, animal control or other animal 6 related programs. 6 3 More animals 1 4 � 1 Shelter website 1 2 1 1 Shelter improvement 3 Recording keeping 1 1 More dog parks 1 3 6 Good experience 1 Essential service 1 Don't know 1 � 1 1 Adoption criteria 1 46 0 1 1 2 3 3 2 4 3 5 3 4 5 1.1 ■ 6 ■ 6 6 7 Page 97 Appendix B: Staff Checksheet results Time of Activity Categories for Monday For November 20th, 2017 5 4 0 0 4t 3 2 1 0 7 AM 8 AM 9 AM 10 AM 11 AM 12 PM 1 PM 2 PM 3 PM Time of Day 1 : • 4 PM 5 PM Service Delivery Review ■Monday - Transfer ■Monday - Service ■Monday - Reuniting ■Monday - Outreach ■Monday - Facility ■Monday - Care ■Monday - By -Law ■Monday - Adoption Page 98 5 4.5 4 3.5 3 N 7 0 = 2.5 0 It 2 1 0.5 0 7 AM Service Delivery Review Time of Activity Categories Average for Tuesdays (November 14th and 21 st 2017) 8 AM 9 AM 10 AM 11 AM 12 PM 1 PM 2 PM 3 PM 4 PM 5 PM Time of Day ■Tuesday - Transfer ■Tuesday - Service ■Tuesday - Reuniting ■Tuesday - Outreach ■Tuesday - Facility ■Tuesday - Care ■Tuesday - By -Law ■Tuesday - Adoption Page 99 7 e 5 4 D 0 0 0 U 3 1 0 7 AM Service Delivery Review Time of Activity Categories Average for Wednesdays (November 15th and 22nd, 2017 8 AM 9 AM 10 AM 11 AM 12 PM 1 PM 2 PM 3 PM 4 PM 5 PM Time of Day 1 . . ■ Wednesday - Transfer ■ Wednesday - Service ■ Wednesday - Reuniting ■ Wednesday - Outreach ■ Wednesday - Facility ■ Wednesday - Care ■ Wednesday - By -Law ■ Wednesday - Adoption Page 100 r� 5 4 0 = 3 0 U 2 0 01 7 AM Service Delivery Review Time of Activity Categories Average for Thursdays (November 16th and 23rd, 2017 8 AM 9 AM 10 AM 11 AM 12 PM 1 PM 2 PM 3 PM 4 PM 5 PM Time of Day 1 : ' ■Thursday - Transfer ■Thursday - Service ■Thursday - Reuniting ■Thursday - Outreach ■Thursday - Facility ■Thursday - Care ■Thursday - By -Law ■Thursday - Adoption Page 101 14 12 8 0 2 0 0 U 6 4 2 0 7 AM Service Delivery Review Time of Activity Categories Averages for Fridays (November 17th and 24th, 2017 ■ ■ i _ ■ ■ 8 AM 9 AM 10 AM 11 AM 12 PM 1 PM Time of Day I • 1 2 P 3 P 4 P 5 P ■ Friday - Transfer ■ Friday - Service ■Friday - Reuniting ■Friday - Outreach ■Friday - Facility ■Friday - Care ■Friday - By -Law ■Friday - Adoption Page 102 MUNICIPALITY OF CLARINGTON General Government Committee Meeting RESOLUTION # DATE: January 22, 2018 MOVED BY SECONDED BY PG.25.06 GG Whereas Modernizing Ontario's Municipal Legislation Act, 2017, S.O. 2017, c. 10 (Bill 68) includes a number of amendments to the Municipal Conflict of Interest Act (MCIA) which have a proclamation date of March 1, 2019; Whereas, the following principles, in relation to the duties of members of Council and local boards under the MCIA, will be proclaimed as endorsed by the Province of Ontario: 1. The importance of integrity, independence and accountability in local government decision-making. 2. The importance of certainty in reconciling the public duties and pecuniary interests of members. 3. Members are expected to perform their duties of office with integrity and impartiality in a manner that will bear the closest scrutiny. 4. There is a benefit to municipalities and local boards when members have a broad range of knowledge and continue to be active in their own communities, whether in business, in the practice of a profession, in community associations, and otherwise. 2017 Whereas Bill 68 further amends the MCIA, (section 5.1 of MCIA) to require a member who discloses an interest under section 5 of the MCIA at the meeting, or as soon as possible afterwards, to file a written statement of the interest and its general nature with the clerk of the municipality or the secretary of the committee or local board, as the case may be; Whereas the Municipality will be required to establish and maintain a registry, which shall include a copy of each statement filed and a copy of each statement which was recorded in the minutes (section 6.1 of MCIA), and make them available for public inspection in a manner and during the time that the municipality may determine; and Whereas Council supports the principles and the new sections 5.1 and 6.1 are recognized as good practices, 191 PG.25.06 GG Now Therefore Be it Resolved that the Procedural By-law be amended effective February 5, 2018 to implement sections 5.1 and 6.1 of the MCIA, as follows: a) requiring members to file a written statement at the meeting, in the form as determined by the Municipal Clerk, of the interest claimed under section 5 of the MCIA with the Municipal Clerk, or designate; and b) requiring the Municipal Clerk to establish and maintain the Registry ; and c) providing public access to the registry through the Municipal website or through an alternative means as requested from time to time . 192 CENTRAL LAKE ONTARIO CONSERVATION AUTHORITY MINUTES NO. 1 ANNUAL AUTHORITY MEETING Tuesday, January 16, 2018 - 5:00 P.M. MEETING LOCATION: 100 WHITING AVENUE, OSHAWA ❑87❑25,7❑C6 ILI❑0 ,1,675 ❑7,9(2)),&( ®2 ❑5 ❑5220 Present:: Don Mitchell, Chair Bob Chapman, Vice Chair John Aker Shaun Collier Joe Drumm Derrick Gleed Ron Hooper Joe Neal John Neal ❑Hum 3REU David Pickles Nester Pidwerbecki Elizabeth Roy C. Darling, Chief Administrative Officer H. Brooks, Director, Watershed Planning & Natural Heritage R. Catulli, Director, Corporate Services G. Geissberger, Marketing & Communications Coordinator C. Jones, Director, Planning & Regulations P. Lowe, Director, Community Engagement P. Sisson, Director, Engineering & Field Operations M. Stauffer, Administrative Assistant/Recording Secretary R. Wilmot, GIS Systems Supervisor Excused: Adrian Foster Tom Rowett The Chair called the meeting to order at 5:00 p.m. DECLARATIONS of interest by members on any matters herein contained - NONE ADOPTION OF MINUTES Res. #1 Moved by R. Hooper Seconded by D. Pickles THAT the Authority minutes of November 21, 2017 be adopted as circulated. CARRIED John Neal arrived at 5:01 p.m. &❑ ❑, 5 1615 ❑0 ❑5. 6 HD. Mitchell RELGD13ER❑f LIJ► )MI [RLMM C&12 &❑ accomplishments. He referred to the Year in Review 2017 (Agenda pg. 7), showcasing the programs, services and projects delivered by CLOCA in 2017. AUTHORITY ANNUAL MEETING MINUTES NO. 1 ❑JANUARY 16, 2018 ❑Page 2 ELECTION OF OFFICERS The 2017 elected officers vacated their positions, and Chris Darling, Chief Administrative Officer, officiated the 2018 election of Chair. ChapmanRes. 42 Moved by B. ' LCKffi■m 0 IT r.' ' ■■' THAT in the event of a vote by ballot, Patricia Lowe and Perry Sisson be designated as scrutineers; and further that all election ballots be destroyed. CARRIED Authority Chair C. Darling made three calls for nominations, noting no seconder was required and where more than one nominee was elected, an election by secret ballot will be conducted. ■ ri WINr ' ■■' Jnr ' s 1 INIB1u ► kTi00 Res. #3 Moved by B. Chapman Seconded by D. Pickles THAT nominations for the position of Authority Chair be closed. CARRIED ❑110 D. Mitchell was declared Authority Chair for 2018 and conducted the remainder of the meeting. Authority Vice -Chair D. Mitchell made three calls for nominations. Nominations: J. Aker nominated B. Chapman. Res. .. Moved by R. Hooper ' EC fig ■111 II P r,' WA THAT nominations for the position of Authority Vice -Chair be closed. CARRIED ❑ FWUP l; B. Chapman was declared Authority Vice -Chair for 2018. SIGNING OFFICERS Res. #5 Moved by D. Pickles 6FFRAIUE=0 IT SRU THAT the Signing Officers of the Authority be any two of the following: The Chair, Vice - Chair, Chief Administrative Officer/Secretary-Treasurer, and Director of Corporate Services. CARRIED &R❑ U AUTHORITY ANNUAL MEETING MINUTES NO. 1 ❑JANUARY 16, 2018 ❑Page 3 SOLICITORS Central Lake Ontario Conservation Authority utilizes the services of six (6) legal firms: ❑ Beard, Winter ❑ flood plain regulation advice and litigation ❑ Borden Ladner Gervais ❑property tax and related matters ❑ Boychyn & Boychyn []real estate and property transactions ❑ Gardiner, Roberts []land related matters ❑planning and regulation matters ❑ Hicks, Morley []employment and labour related matters ❑ Littler Canada - legal matters for personnel/human resources Res. #6 Moved by B. Chapman Seconded by D. Gleed THAT the firms Beard, Winter, Toronto; Borden Ladner Gervais, Toronto; Boychyn & Boychyn, Oshawa; Gardiner, Roberts, Toronto; Hicks Morley, Toronto; and Littler Canada be appointed Solicitors for the Authority, as required. CARRIED BORROWING BY-LAW Res. #7 Moved by B. Chapman Seconded by D. Gleed THAT iYD& EWD01/D T2 ❑WBV&R❑LII1D9RF7❑$ ❑"WVJ❑LIJ❑ 7J ❑ LIEM authorized on behalf of the Central Lake Ontario Conservation Authority to borrow from time to time, from the banking institution under agreement with the Central Lake Ontario Conservation Authority, up to $1,000,000 to meet current expenditures until Provincial grants and/or Regional funding are received, with interest as may be determined by agreement between the bank and the Central Lake Ontario Conservation Authority. CARRIED CONSERVATION ONTARIO COUNCIL Res. #8 Moved by R. Hooper Seconded by D. Pickles THAT the Chair be appointed as the Authority Is representative on the Conservation Ontario Council. Alternative designates are the Vice -Chair and the Chief Administrative Officer. CARRIED ENFORCEMENT OFFICERS (i) Development, Interference with Wetlands and Alteration to Shorelines and Watercourses Regulation #42/06 Res. #9 Moved by B. Chapman Seconded by E. Roy THAT P. Sisson, T. Aikins, S. Gauley, J. Hetherington, C. Jones, J. Burgess, M. Guindon and E. Cameron be appointed Enforcement Officers under the Development, Interference with Wetlands and Alteration to Shorelines and Watercourses Regulation #42/06. CARRIED &R❑ U AUTHORITY ANNUAL MEETING MINUTES NO. 1 ❑JANUARY 16, 2018 ❑Page 4 (ii) Conservation Areas Regulation #101/92 Res. #10 Moved by B. Chapman Seconded by E. Roy THAT T. Backus, H. Hirschfeld, J. Maas, B. De Waal and D. Hope be appointed Enforcement Officers under the Conservation Areas Regulation #101/92. CARRIED CORRESPONDENCE - None PRESENTATIONS []None DEVELOPMENT REVIEW & REGULATION (1) Staff Report #5555-18 (Agenda pg. 1) Re: Permits Issued for Development, Interference with Wetlands and Alteration to Shorelines and Watercourses - November 1 to December 31, 2017 Res. #11 Moved by B. Chapman 6BFRLCKFF= 2 F IMLM THAT Staff Report #5555-18 be received for information. CARRIED DIRECTOR, COMMUNITY ENGAGEMENT (1) Staff Report #5561-18 (Agenda pg. 5) Re: 2018 CLOCA 60th Anniversary Celebrations C. Darling noted that staff have developed a preliminary plan for a series of signature events in 2018, noting that CLOCA conservation areas will be free on Family Day and staff will develop a 60 -day free pass for conservation areas for distribution at the signature events. In addition, there will be a random draw, letterhead tag line and email signature to highlight the anniversary. Res. #12 Moved by E. Roy Seconded by B. Chapman THAT Staff Report #5561-18 be received for information. CARRIED (2) Staff Report #5562-18 (Agenda pg. 6) Re: 2017 Year in Review Res. #13 Moved by E. Roy Seconded by B. Chapman THAT Staff Report #5562-18 be received for information; and, THAT the 2017 Year in Review final draft be prepared for printing, distribution and posted on the website. CARRIED AUTHORITY ANNUAL MEETING MINUTES NO. 1 ❑JANUARY 16, 2018 ❑Page 5 DIRECTOR, WATERSHED PLANNING & NATURAL HERITAGE (1) Staff Report #5558-18 (Agenda pg. 19) Re: Lynde Creek 2014 Fish Kill ❑2017 Update Res. #14 Moved by D. Gleed Seconded by R. Hooper THAT Staff Report #5558-18 be received for information. CARRIED S. Collier arrived at 5:08 p.m. DIRECTOR, CORPORATE SERVICES (1) Staff Report # 5563-18 (Agenda pg. 20) Re: BDO Canada Audit of Financial Statements for the Year Ended December 31, 2017 Res. #15 Moved by J. Aker Seconded by B. Chapman THAT the letter from Nigel A. C. Allen, BDO Dunwoody Canada LLP be received; and, THAT Nigel A. C. Allen be advised that the Board of Directors is not aware of any matters related to increased risk, fraud or errors on behalf of management processes. CARRIED J. Drumm arrived at 5:12 p.m. CHIEF ADMINISTRATIVE OFFICER (1) Staff Report #5556-18 (Agenda pg. 35) Re: Common Membership ❑Different Boards Res. #16 Moved by E. Roy Seconded by B. Chapman THAT the Chair, Vice Chair and members of the Central Lake Ontario Conservation Authority for 2018 be the Chair, Vice Chair and members of the Central Lake Ontario Conservation Fund for 2018 and the Chair, Vice Chair and members of the Central Lake Ontario Source Protection Authority for 2018. CARRIED (2) Staff Report #5557-18 (Agenda pg. 36) Re: Greater Golden Horseshoe Chief Administrative Officers (GGH CAO) Collaborative Res. #17 Moved by N. Pidwerbecki Seconded by E. Roy THAT Staff Report #5557-18 be received for information THAT the $ ❑KWWVJLU?U1L&12 &$ JfSDLR1SDIR❑®SIDGgLEHXLRKLmRU1!�1RF7❑ Conservation Authorities Collaborative and authorize the CAO to sign the attached Memorandum of Understanding. CARRIED AUTHORITY ANNUAL MEETING MINUTES NO. 1 ❑JANUARY 16, 2018 Page 6 CHIEF ADMINISTRATIVE OFFICER (continued) (3) Staff Report #5559-18 (Agenda pg. 53) Re: Status Report of Implementation of CLOCA Strategic Plan 2016-2020 Res. #18 0 RNME=17 ® IdZEEW Seconded by D. Gleed THAT Staff Report #5559-18 be received for information. CARRIED (4) Staff Report #5560-18 (Agenda pg. 71) Re: Amended Conservation Authorities Act Res. #19 Moved by E. Roy Seconded by B. Chapman THAT Staff Report #5560-18 be received for information. CARRIED CONFIDENTAL MATTERS Res. #20 0 RM -UE= [A ® 2JC1-1U Seconded by S. Collier Res. #21 Moved by B. Chapman Seconded by E. Roy THAT the meeting reconvene, and, 7 ❑ $ 7 LFHL� ❑AW ILD❑firesentation be received for information. CARRIED MUNICIPAL AND OTHER BUSINESS Councillor Joe Neal inquired when staff would bring forward a report on Hold Harmless Agreements. C. Darling noted that staff would bring forward a report in February or March 2018. Councillor Joe Neal asked about logging at Long Sault Conservation Area. P. Sisson noted that thinning efforts had taken place in previous years, but none is required presently. P. Sisson to provide Councillor Neal with a copy of the Managed Forest Plan. D. Mitchell inquired if staff utilized an oustanding business tracking system for Agenda items. C. Darling advised that staff will prepare such a tracking system. R. Hooper inquired about the status of Cedar Crest Beach. C. Darling and P. Sisson described the actions that staff have taken to date to address the natural hazard concerns in this area. &R -\G AUTHORITY ANNUAL MEETING MINUTES NO. 1 ❑JANUARY 16, 2018 ❑Page 7 ADJOURNMENT Res. #22 Moved by John Neal Seconded by N. Pidwerbecki THAT the meeting adjourn. CARRIED The meeting adjourned at 5:39 p.m. Presentations and Handouts Presentation to General Government Committee Monday January 22, 2018 - Jim Mackenzie & Jeff Mitchel Port Darlington Community Association (PDCA) Port Darlington :1 Community has existed since pre -Confederation Canada PDCA established as a rate -payers association in PDCA Board 2017/18: ❑Jeff Mitchell (President) ❑Jim Mackenzie (Vice President) ❑Carol Hawken (Secretary) LI Mars Barrick (Treasurer) ❑Suzie Plumpton (Director) ❑Judith Kreps Hawkins (Director) El Kelley Gallant (Director) []Rick Rossi (Director) ❑Joanne Ford (Director) Some of the awesome community members we represent! ❑ Shoreline Protection/Revitalization (Sub -Committee, Sarah Delicate Mandate Items w 1 0 10. �11 WA " Air "0 r4s'' All ALI 1, 0-1 WMAS" Recent PDCA Activity ❑ Updated Terms of Reference []Elected Executive Officers []Hosted a fall community clean up ❑ Hosted a Plan 2014 community information session []Established sub -Committees ❑Confirmed St. Marys CRC representatives and reviewed Terms of Reference ❑ Endorsed various actions and activities that support the aspirations of our community. 2017 Reflections and Gratitude Thank you to: ❑ all our Emergency Responders and volunteers. ❑ city staff for working to help make our community safer, more secure and better prepared. ❑ Mayor and Council for leadership. ❑ Sarah Delicate for being a strong community advocate and spokesperson. ❑ our community residents for their strength and resilience. 1 ti I _ !, jd,� a _ 4 1/ —�IIII _ !, jd,� a _ 4 r,• a.. n 5.�n, A: _ !, jd,� a _ 4 2018 Aspirations Shoreline Protection ❑ need tangible outcomes from the Working Group in 2018. Marsh Flooding ❑ a known threat to our community; flooded evacuation route and private homes; overflow floodway function is questionable; maintenance plan is non-existent; engineered blueprints are missing - need CLOCA/city/St. Marys to reduce community flooding risk from marshes. ❑ Flood Emergency Response Plan and dedicated resources. Thank you for this and we may need them soon. ❑ Internet service degradation r '4 s �- •i- sem, � �. .i . IV 47 s L1 Aftv t `�� 11 ❑ 2017 was a wild ride and we have met a lot of wonderful 0=0 Summary Du. Ouestic 'j@.gyp x:._;,"4:,1' ,.9 �L..rw� !., _ � \ '.� - y L'M��_1 ,�# '[ .moi' .rl� .. . ,g.•._ #.. sy�r ..f ' �-; • 'tq G -� � -�'--; h5i - !# Nt g RELAY m�y/tt� I 1 Clarbgto-n Active Transportation 4 ` 1 . It, As Active Transportation in Clarington Clar-Mgto-n Active Transportation What is Active Transportation? • Active Transportation refers to any form of human -powered transportation —walking, cycling, using a wheelchair, in-line skating or skateboarding. Clar-Mgto-n Active Transportation 7t 4 01(0- o MOM � 30.4 m 5.6 km 16 km 30 FIGURE: On 350 calories a cyclist can travel 16 kilometres, a pedestrian 5.6 kilometres, and an automobile 30.4 metres. Clar-Mgto-n Active Transportation Examples of Active Transportation Clarbgto-n Active Transportation Walking/Jogging/Running Clarbgto-n Cycii ng "4 F. V.y_. I Active Transportation �f _r. Clarbgto-n Active Transportation In -Line Skating A If- Clarftm.n Active Transportation Non-Mechanized Wheel-chairing Clar-Mgto-n Active Transportation Skate Boarding Clar-Mgto-n Active Transportation Snowshoeing/Skiing Active Transportation imunities that I uc c ort Active Transport: tion • have dedicated bicycle lanes and routes; • advocate for sharing the road with cyclists; • undertake specific measures to ensure the safe integration of pedestrians, cyclists and other active users among motorized vehicle traffic; • have an integrated network of pedestrian and cycling paths that are designed for efficient transportation as well as recreation; and • encourage feedback from citizens, pedestrian and cycling advocacy groups. Claritm-n Active Transportation Clarington Transportation Master Plan — Active Transportation •�� Proposed Cycle and Trail Network wr 't. erele Lere F'J.A�r'TUil 'lam Multi Use Path .'08 Lr Paved ShouFA.r G '1- `-Y9^drShare3 vnae '�'.. Pmpesed Tiells ,{e YCNELL TAV TON ROAp GreenMll Cycle Rout, z o O °„itz Trail Network p G �I _ Em.e ng GyLW La.7 Snared Route Z T L " " ^ lniail JD ` � y •r %otoi rgmn 'L 116�rfron[Trail m _ •.. i� el Regiorul Trawl PE66LESTDNE R4Aff — ,+{ r • ' Connections (oDnne �. Erlaticg wait Destination, Barriers and Links I�y ..• Pmduatrain+CYrfst Bar.iar lS COURI)CE �—* Kvy LlnWpe _} � v S beat�d nTren,portalgn � dr Futuro GO Sta5on HASH ROAD CONCESSION ROAD 3 011ier Features + J 3UV.aAANVIJ - o CONCESSION R AP Freeway y LONG ORTH VrNur q �} "`. anenat Aw zi K i_ hI.ocal w CalleMr Road Road ••• GROVE J� _- O Wefemowx 7 CDNC SSfON TREET � Hghway 407 Cartidor BLODR STREE ,d ¢ CONCESSION ROAD 3 YWleraaly IHL.n Are. _ 7� 6 : O Gmneclt N p p 0 C z 7 omz Y BASELINE ROAD w zw ,.,r�r � ��u• CTMP i _ ACTIVE TRANSPORTATION - _ w - - (LOCAL) UZE f2%74RM 5.4 Clarington Transportation Master Plan — Active Transportation Clar-Mgto-n Active Transportation Recent Trail Project s lar-Mgtojl Active Transportation r.:. C � _ M lar-Mgtojl Active Transportation WATERFRONT 1 TRAIL I 1F�,JTTtffITmV STREET -Z '44 RAILR-ALIGNMENT ' T / n iv Ar • J 'Z * jk _ F � ter+ 'w�� ""s ��" ` ", 11r� t--:. y _ :. a /'fir ya i a * ti • � j Af mi, or�- ',.r i A ,All -,I MA. �e 1� r i� -7.. e.u, R•�S�' 'gJgr°'y i`, >� �"Agin l{I , � "`' �� P�,, r. ��' Ali iV 3, IP � 1 Clar-Mgto-n Active Transportation Upcoming Trail Project s M LE Active Transportation Clar-Mgto-n Active Transportation Farewell Creek Trail Visualization 4410 Olt fAw tow .. �r ,, �5 �, - •fir .. ice' = wlif•-� - Clar-Mgto-n Active Transportation , Soper Creek Trail Phase Two 1800m - 2018 Capital Budget Y7. a I AFrER T m Clar-Mgto-n 4 1 �h!N tKAdui + . r .�. BASELINE ROAD WEST BASELINE ROAD WEST Y Active Transportation Bowmanville Valley Trail Extension to Waterfront Trail 600m - 2018 Capital Budget MRsaRave - ��{ :ar d" 'I) NE ROAD EAST to ti 11ka Bowmanville Valley Trail Extension to Waterfront Trail 600m - 2018 Capital Budget Clar-Mgto-n Active Transportation South View Under 401 s asy4•. 1 , _ . Clar-Mgto-n A Active Transportation tff A-'- -I Waterfront Trail Paving Waverly Road to West Beach Road 1250m - 2018 Capital Budget 41t�k f- R Clar-Mgto-n Active Transportation Trails Included with Subdivision s Clar-Mgto-u Active Transportation Y 0 m s yLjiI` ,r.ais ,Mf^'hrr l HIGH WRY 403 H�'HWRY d01 -. 'r. ..`. �ti''.Yl -1. ♦R'r, Vis- Y ` � - �: �R,Y 'r 1,0 Is '4 Waterfront Trail Cobbledick Road to Service Road 1200m 0 Clarbgto-n y._ CT 71 D WILLIAM FAIR DRIVE 'A— ,]DHN MATT 41, At, lot qVi NIOE;E5 CR N MATTHEW -CR` GAUD GATE I&RE NCIRTHGLEN BOULEVARD DEV PIMENT 016WXR6 DAVIES CR ROBB LANE --------- --- SIDNEY. RUNDLE AV i SIDNEY RUNDLE AV CAREY LANE bn 0 _KENNETH COLE DR Northglen East Trail 500m Active Transportation Clar-Mgto-u Active Transportation . HIGH WAY qQ.r .. f SOUiH SfRVrr�.. _ Waterfront Trail Port Darlington ISOOm fx4ltl1l wekf-f 0 Clarftw V I A ML Timber Trails Subdivision Trail 1400m k. a a Active Transportation Clar-Mgto-n Active Transportation Future Capital Trail Project s 'FAREWELL- REEFS TRAIL - PHASE 41250m WC jo L -71 Ar yo, Irio iifS SOL w 40 -IL 0 ;ilX_SV, JNI Clarftm.n Active Transportation Foster Creek Trail 800m — 2021 Forecast Clar-Mgto-n Active Transportation 77 y{t 84 W�.£fi FDW ORNE '- r4 84""2 Fl�aR piSSFyri � l- 'O^'�s4�� •rfb� ... ti`� � I . 4 IF■ L 1 cpm $ ?.S - '.L q4 �s= l Brookhill Subdivision Trail 1300m — 2022 Forecast 0, Y ' •f aEtlSS WRIC,Cfr+SYE�iUIE - ,.+y, r i Clar-Mg" Active Transportation E _+ Waterfront Trail CN Railway Crossing At Martin Road 700m — 2022 Forecast Clar-Mg(W Active Transportation 0 Clar-Mgto-u G Hl' , 'A V� UMERSFORDCK' U, 0 Active Transportation E NNIN ,DL,lLL[ x;CNUE IT CR�USHCT . *440 0'. BONS -.VErUE Y WE� '�,ENU= 4� LDNGWORTH. 'LE, A.V -'F.EBFE[47 FuC d" ()"G DR �z Ni SJ41CRUT F -�170,'E IT 4 S.T IT R- G"EET kR 117 LVV�S ME CT' -1: LE, lAQFIC111%. CR DRFA E )REHDERI- :T VEN LR 7UCKER Rr GLANVILLE URT TUN, 'IT, U�l P, L i- Ssn �EFFZNAN L -3-C 1 C�EFE LA UPTOVY ALE �A NCER Y, tij�:ffkf 2 PF!,E UBER7j PL -,PLISLE A, z I r J. fx4lt�l Clar-Mgto-n Active Transportation Active Transportation on Roadw ays Claritm-n Active Transportation Clarington Transportation Master Plan — Active Transportation •�� Proposed Cycle and Trail Network wr 't. erele Lere F'J.A�r'TUil 'lam Multi Use Path .'08 Lr Paved ShouFA.r G '1- `-Y9^drShare3 vnae '�'.. Pmpesed Tiells ,{e YCNELL TAV TON ROAp GreenMll Cycle Rout, z o O °„itz Trail Network p G �I _ Em.e ng GyLW La.7 Snared Route Z T L " " ^ lniail JD ` � y •r %otoi rgmn 'L 116�rfron[Trail m _ •.. i� el Regiorul Trawl PE66LESTDNE R4Aff — ,+{ r • ' Connections (oDnne �. Erlaticg wait Destination, Barriers and Links I�y ..• Pmduatrain+CYrfst Bar.iar lS COURI)CE �—* Kvy LlnWpe _} � v S beat�d nTren,portalgn � dr Futuro GO Sta5on HASH ROAD CONCESSION ROAD 3 011ier Features + J 3UV.aAANVIJ - o CONCESSION R AP Freeway y LONG ORTH VrNur q �} "`. anenat Aw zi K i_ hI.ocal w CalleMr Road Road ••• GROVE J� _- O Wefemowx 7 CDNC SSfON TREET � Hghway 407 Cartidor BLODR STREE ,d ¢ CONCESSION ROAD 3 YWleraaly IHL.n Are. _ 7� 6 : O Gmneclt N p p 0 C z 7 omz Y BASELINE ROAD w zw ,.,r�r � ��u• CTMP i _ ACTIVE TRANSPORTATION - _ w - - (LOCAL) UZE f2%74RM 5.4 Clarington Transportation Master Plan — Active Transportation Clarftw-n Active Transportation 7K4 TOUR1� '�• cb CLP►RIIICTI Caurticr1 R niN Complex~ter 1950[,1u,1ni�r Rd K. l+ur111;• Bowman I le I oor Sa 7375 Ba.tre11 r p�Rn.vin�.F��r {:r;,3}'iPLI R�drllftd, Newc�nsde rextion Complex rwww ee.r..r•.w.�. ww..�rJw.wawrsw.r¢=dw•wx .ww nJx •r nA+b.ww.• � —_�—. .,a.•.a ,.�•idr. �.....r++••,• n�.rr �r'.wwa+wo.•n.Fw w.k a+wxm. irarnrrwanra Clarington Tourism Cycling Map — Recreational Cycling Routes Clarftw.0 Map 1 Primary Cycling Network Active Transportation • pyq _ MTO InteichanWOridge Projects ■ � _ ■■■■■■ Highway 407 (Foto ml J _� i— fi0091N[I R9 ■ j than A-0-ndary TOWNSHIPpF r ______ urban Area Owndary(Deferred) (UXBRIDGE i TOWNSHIP OF SCU606 J -- �— 5 I RLEY R D 5 9fH0 r1REi51➢HM■ MYRRE r� � T 1 i ti r I ' TOWN OFE C7TYOE � CfTY OFI 7TH ;0fi ;'�!L". ■ WHITBY ■ o OSHAWA PIIXEftfNG •�■�■rr■-`s•••c■ 4 I . � lfrocdlm■ � — � . T MUlVCfPAUTY F CLARINGTON11 L — �AHAry,gu rm 9 • .N _ _� TDA TAliNTON R➢ " •41 Of IMiERIM . �I IIC•�� 4 MEASURE • - IlfrERIM AX �•��• ••■ ■ M .y MEASURE n L+►r `F N _ I N �' i` i • fF �'. °.i,r'Ai Jf .iV W�5 i 4• L■ y nAlr ■■ L2+ _ • •�■ Fal ...+.�.}■■..■� 6w: �'I'r J — _ r+i—H if Cure �' '� �l i • •r j ■ * : ' ■ 1 OR • ■ r ' • � II I �I •� ______ • ^ERZ 1' iNe Efe INTERIM I�.. .m ■E■! Tis ,l MEASURE I it o i.s 6 Regional Cycling Plan — Regional Connectivity _ Legend b $ Primary Cycling Network Q F •st ingco statim 4J aegbn P xs.d Go Bram n — 'Provision • Provincial Ifti. a i Centre ST 8 E '�I ^`� for Cycli ng Facil Ries O t. be Co nsidered w t h Futuro �� GO pail • pyq _ MTO InteichanWOridge Projects ■ � _ ■■■■■■ Highway 407 (Foto ml J _� i— fi0091N[I R9 ■ j than A-0-ndary TOWNSHIPpF r ______ urban Area Owndary(Deferred) (UXBRIDGE i TOWNSHIP OF SCU606 J -- �— 5 I RLEY R D 5 9fH0 r1REi51➢HM■ MYRRE r� � T 1 i ti r I ' TOWN OFE C7TYOE � CfTY OFI 7TH ;0fi ;'�!L". ■ WHITBY ■ o OSHAWA PIIXEftfNG •�■�■rr■-`s•••c■ 4 I . � lfrocdlm■ � — � . T MUlVCfPAUTY F CLARINGTON11 L — �AHAry,gu rm 9 • .N _ _� TDA TAliNTON R➢ " •41 Of IMiERIM . �I IIC•�� 4 MEASURE • - IlfrERIM AX �•��• ••■ ■ M .y MEASURE n L+►r `F N _ I N �' i` i • fF �'. °.i,r'Ai Jf .iV W�5 i 4• L■ y nAlr ■■ L2+ _ • •�■ Fal ...+.�.}■■..■� 6w: �'I'r J — _ r+i—H if Cure �' '� �l i • •r j ■ * : ' ■ 1 OR • ■ r ' • � II I �I •� ______ • ^ERZ 1' iNe Efe INTERIM I�.. .m ■E■! Tis ,l MEASURE I it o i.s 6 Regional Cycling Plan — Regional Connectivity 0 Clarftw-n More than 475 kilometres of cycling adventures await you in the bO.aUriful, protected cuurtysideofontaio'sCircrnbelt.tnjcyplcntifLilforests, rivers, %vctlands,fricndly Tov,n.�, and family farmsacros5T[iisstuiininglandscape. R About the Greenbelt a cna th-11(i wl:h T 0 Off GI-IU_It hHL x -- --------- 0 F,, Greenbelt Route 1 11 11 1, r, 1r,-11,, J" -L= 1 '11 11, 1 11. 11 Active Transportation Route Length! 291 km Map 22of27 Greenbelt Route Clar_Mgto-n Active Transportation Ontario Municipal Commuter Cycling (OMCC) Funding Program • "...to support the implementation of commuter cycling infrastructure to encourage people to get out of their cars and onto bikes..." • Total funding is $93 million in first year. It is a four year program, but future funding amount has not been not confirmed. • Clarington was approved for provincial funding of $313,899.53 in 2018. Projects are funded up to 80% by the province. • Projects are selected from apre-approved list and must be completed by 2020. Clarbgto-n ing ities Active Transportation mss ntario Traffic Manual Ontario Book 18 c,larinLotan Active Transportation STEP I of Desirable Cycling Facility Pro-selectlun Nomograph 0 1 z a 4 5 0 0 IR 10 11 12 13 14 } 15 100 10 - 9a FMulal - _• -M F ea -.� 70 Sub u rta n ,- U rba nd� 40 30 85th Parr-wnti�o 0 pe radn g Spood qO 0 1 2 a # } 0 v {a Ira 11 12 0 14 rI5 Avg FVq DgMy TF*H-c YOwn-a 4foo 2 Isn-a Fgndwm}w, n nn In nn -C h d IM. -c1 n n I 'Th ousandrj 40 30 Clar-Mgto-n Active Transportation Other Considerations • Type of road (arterial vs local) • Types of vehicles (cars vs trucks and buses) • Collision history • Available space • Costs • User skill and trip purpose • Level of bicycle use • Importance of route within bike facility network • Type of roadway improvement project Clar-Mgto-n Active Transportation Examples of On -Road Active Transportation in Clarin,....ton Clarftm-u 2015Clarington Cycling Facilities - Courtice ,--cra•m m Clarington Cycling Facilities - B—ntanville 1- 1. cluftm IV g B � e e 8 8 7 a a i Eza�s�eir.,aR:[se�ea7 n a�,�sro�eMcsarere�r�aa�l �� a.,,,,rr P.Krsno,+aR,�r�.de�.wo�k� � Active Transportation Existing Cycling Facilities In Claring[on ' Y o.w � aer To Ma01e Genre Rd ar. � � 3 3 � b, Clarington Cycling Facilities - B—ntanville 1- 1. cluftm IV g B � e e 8 8 7 a a i Eza�s�eir.,aR:[se�ea7 n a�,�sro�eMcsarere�r�aa�l �� a.,,,,rr P.Krsno,+aR,�r�.de�.wo�k� � Active Transportation Existing Cycling Facilities In Claring[on Clar-Mgto-n Active Transportation Brookhill Blvd — Multi -use Path . Y.,� _._ ---- :'�=• �`,� � �, �; ,� , 's t ' ' . a `` � �� . C. - g. . _. , � . i - ,1 I� � _ _ r �� _ �' .,. .� -� qj ` � � � � 1 .�P �4 �' � i - �l 7' S � �� S r � ' ; � • Clarftw-n Figure 4.19 - Cross -Sections of Conventional Bicycle Lanes (SeeTable 4.3 for more details. As an option, directional arrows may be applied within the bicycle lane.) Conventional Bicycle Lane WZN .- Travel Lane 1.185 m Blvd 3.0 - 3.75 m nc1u°" Vanes Q.3 m offer Source: MMM, 2013 Bicycle Lane Adjacent to On -Street Parking Active Transportation Figure 4.39 — Bicycle Lane Adjacent to Combined Through / Right -Turn Lane {Dashed Line (See Table 4.3 for desired and suggested minimum widths for bicycle lanes. As an option, directional arrows may be applied within the bicycle lane) I im _�t __�rMWOMMMOMMOMMMMM — Source:TAC BikewayTraffic Control Guidelines for Canada, 2012 IFigure I]. P. 72) OTM Book 18 — Conventional Bicycle Lanes now= k Tr" Tran Pa6mg Lane 1.5m 10.51 I -OM Active Transportation Figure 4.39 — Bicycle Lane Adjacent to Combined Through / Right -Turn Lane {Dashed Line (See Table 4.3 for desired and suggested minimum widths for bicycle lanes. As an option, directional arrows may be applied within the bicycle lane) I im _�t __�rMWOMMMOMMOMMMMM — Source:TAC BikewayTraffic Control Guidelines for Canada, 2012 IFigure I]. P. 72) OTM Book 18 — Conventional Bicycle Lanes now= Clar-Mgto-n Active Transportation Bicycle Lane — Middle Rd — New Construction Clar-Mgto-u Active Transportation Bicycle Lanes — Scugog St and Aspen Springs Dr Clarbgto-n Figure 4.2 - Cross -Sections of Shared Roadways and Signed Bicycle Routes (See Table 4.1 for more details) Placed 1.Skn:k m GL b 0.75. 1.0 Travel Lane Blvd 4.0 - 4.5 m Varies Wide Signed Bicycle Route (with optional sharrow) Narrow Signed Bicycle Route (with optional sharrow) Active Transportation Figure 4.4 — Share the Road and Shared Use Lane Single File Signs; VV -19 {OTW (600 Mrn x 600 mm) SHARE THE ROAD 1C -19t (OT M) (300 m m x 600 mm) Source- MMM, 2413 OTM Book 18 Guidelines for Shared Lanes VVc- 4 (OTM) (600 mm x 600 mm) SINGLE FILE VVc-24t (OTM) (300 mm x 600 mm) Clar-Mgto-n Active Transportation f Green Rd — Bicycle Lane (Approaching Roundabout) %A Clarftw-n Figure 4.50 — Bike Box Design {Standard sized bicycle symbols may be used within the bike box if desired. SeeTable 4.3 for desired and suggested minimum widths for bicycle lanes. As an option, directional arrows may be applied within the bicycle lane, and right turns on red may be restricted.) Source: MMMIALTA, 2013 Mrl� Active Transportation Figure 4.63 — Separated Bicycle Lane with Barrier on Approach to Staggered Stop Bar (SeeTable 4.4 for desired and suggested minimum widths for separated bicycle lanes. As an option, directional arrows may be applied within the bicycle lane) Note: If barrier is a mini- mum of 1.2 m wide and physically raised at 150 mm above the adjacent pavement, the sign may be placed on the barrier to improve visibility to Source MMM/ALTA,2013 �M OTM Book 18 — Bike Boxes and 2 Stage Left Turn Boxes Clar-Mgto-n Active Transportation Active Transportation Connectivity WTI m 16 WTI m 0 Clar-Mgto-n r r 7 '7- Walkway under RR 57 Active Transportation ••, f��Dp"�v J3' fj jai, '• �� 1 *b, sir Oltiff RPM 14 MW � A •A t'. delft[,{I`ll - �� a all ' 905-697-1234 goo li_ ENE ROYAL SER VICE! ROYA,: Janice Park I I 90S-9, I f - = :tet / � ►r � s 1,, _ ' ��v.•e - 10-! ai _, ti - ' _ �► •..+ � �►� �� a ,.�' � .. s`. _ \ d'�, it M t;. r1 y.,n c. ;.r.��1 �. �� ._ a• -i I- ��:..� � .T '!Rh.� c[jU - % ��. - .. s� i,l -� r7r n � SIz _• c•`4'., ry'.`o': � - ' Y y - / / k'! i :-.t` i ! — _ - Pr n°N•.e r� c �Y• •r ^, a �F '� tw-�, �.3 �V��r 4 ��vrrc.c. -8 l '�'�, �5 t 'i'�'��r � -- +! FF f + y •I-�s�a- Clar-Mgto-n Active Transportation destr'ian Crossover • Ontario Regulation 402/15 came into effect Jan 1, 2016 • Pedestrians have the right of way where indicated by signs and pavement markings • Very little public information Clarftw.n Active Transportation Pedestrian Crossovers (PXO) 015 �! Dntaria Traffic `� Manual Pedestrian Crossing Treatments 1 - pe" - ---- - ---- Lad blad m � 1 � Mountad E EE u; g General notes: - RegrindiuminMFdn of pe]es[rlan [metwal k end WallirgareY kc be o -*W -A(g4yyCd4 tlCkApeA -Slgas shown only formeleg Wcxie NTS Figure 45: Pedestrian Crossover Level 2Type D — Single -Lane Roundabout Generalrwtes: - Regr�red iluminalion of petlestrlan crosswal M andwaldrgawrot pru ki -Aa ble ,s AODA TAW ®�a Md�rceA WIXbbaA wnreasi SNI AI E I NERE 10 n.. n � LROS31X6 n S wr.taaO Figure 39'. Pedestrian Crossover Level 2Type D - Mid -block (2 -Ione, 2 -way) y. v AEZ lop Clar-Mgto-n Active Transportation Thank you. 0 Lakeridge Health 11 Master Planning Stakeholder Engagement Municipality of Clarington January 22, 2018 About Lakeridge Health fOne of the largest acute care systems in Ontario f Five -hospitals and 12 community locations • Reshape services and provide even better care • Plan care regionally through a single system f 4,900 Staff, 780 Physicans,1,500 Volunteers f One of province's top rated cancer centres f Among busiest ED in the province f Serve diverse and growing community 2 f� J loop° iI - 0 Lakeridge Health Master Planning Process jBvidence based planning to create roadmap j<dentifies acute health care service needs for 25 years+ jPhysical facilities: Location of facilities jDutlines services: Identifies health care jBroad community engagement to inform work jCompletion date: March 2019 The goal is a Master Plan that is patient focused, community informed and reflective of the growing and diverse populations across Durham Region. 3 0 Lakeridge Health Key Principles fBroad-based stakeholder input into Master Plan fEvidence-based decision making f Patient and community focused f Best practice approach fOptimization of existing sites fMaintain Centres of Excellence model fSupport CE LHIN Clinical Services Plan fCollaboration with other key health providers throughout Durham Region and CE LHIN 4 Collaboration Broad-based stakeholder input Best practice approach CE LHIN Master Plan Optimization Community Centres of Excellence Evidence -based decision making 0 Lakeridge Health Community Engagement Approach f Broad-based engagement in Durham Region (Phase 1) f Mid - January to March 2018 f Multiple engagement channels including: fRegion wide survey fTele-Town Hall f More focused approach to reach groups that represent key communities fFocus Groups & Interviews fResident dialogues fGroup meetings g Lakeridge Health Engagement Dialogue Intent to collect diverse ideas that: a. Understand and build on what works well today; b. Identifies barriers to accessing Lakeridge Health services and provision of effective services; c. Feedback about new and innovative ways to do things differently and better. Engagement Questions: 1. What does Lakeridge Health do to provide health care that should be continued? 2. What barriers to accessing Lakeridge Health's services do patients face? 3. What can Lakeridge Health do to provide health care differently far into the future? 0 Lakeridge Health Questions For additional information, please contact: Mark Murphy, Senior Director, Capital and Planning (905) 576-8711 X 4388 mmurphyCa�,lakeridgehealth.on.ca For more visit: https://www.lakeridgehealth.on.ca Under - About Us Click -Building For the Future 7 0 Lakeridge Health