HomeMy WebLinkAbout01/18/2008 Special - 2008 Budget
C&riJ1glon
REVISED AGENDA
SPECIAL GENERAL PURPOSE AND ADMINISTRATION COMMITTEE
DATE:
JANUARY 18, 2008
9:30 A.M.
TIME:
PLACE:
COUNCIL CHAMBERS
1. ROLL CALL
2. DISCLOSURES OF PECUNIARY INTEREST
3. PRESENTATION
(a) Nancy Taylor, Director of FinancelTreasurer - 2008 Municipal Budget
3. DELEGATIONS
(a) Sally Barrie, Community Care Durham, Clarington - 2008 Budget Request
(b) Ron Bailey, Richard Toms and Jean-Michel Komarnicki, Visual Arts Centre-
2008 Budget Request
(c) Clarington Public Library Board - 2008 Budget Request
(d) Keith Isnor and Martha Rutherford-Conrad, Clarington Museum and Archives -
2008 Budget Request
(e) Angie Darlison, Executive Director, Clarington Older Adults Association - 2008
Budget Request
(f) Michael Patrick, President, Clarington Board of Trade - Report CAO-001-08
(g) Marie Marano, Director of Corporate Services - 2008 Corporate Services
Departmental Budget
(h) Patti Barrie, Municipal Clerk - 2008 Municipal Clerk's Departmental Budget
(i) Gord Weir, Director of Emergency Services - 2008 Emergency Services
Departmental Budget
CORPORATION OF THE MUNICIPALITY OF CLARINGTON
40 TEMPERANCE STREET. BOWMANVILLE. ONTARIO L 1 C 3A6 T 905-623-3379
Revised G.P, & A. Agenda
- 2 -
January 18, 2008
0) Tony Cannella, Director of Engineering Services - 2008 Engineering Services
Departmental Budget
(k) Fred Horvath, Director of Operations - 2008 Operations Departmental Budget
(I) Joseph Caruana, Director of Community Services - 2008 Community Services
Departmental Budget
(m) David Crome, Director of Planning Services - 2008 Planning Services
Departmental Budget
4. STAFF REPORTS
(a)
Report CAO-001-08 - Economic Development Service Delivery
(Circulated Previously)
401
(b)
Report COD-001-08 - Corporate Newspaper Advertising 2007
Review
407 A
(c)
Report FND-001-08 - 2008 Current and Capital Budget
(Circulated Previously)
408
5. UNFINISHED BUSINESS
6. OTHER BUSINESS
7. ADJOURNMENT
Cl!J!illgton
REPORT
CHIEF ADMINISTRATIVE OFFICER
Meeting:
GENERAL PURPOSE AND ADMINISTRATION COMMITTEE
Date:
January 18, 2008
Report #: CAO-01-08
File:
By-law #:
Subject:
ECONOMIC DEVELOPMENT SERVICE DELIVERY
Recommendations
1. That Report CAO-01-08 be received,
2. That the Committee recommends to council one of the following options:
a) That the Mayor and the Clerk be authorized to execute an agreement with the
Clarington Board of Trade for the provision of economic development services for
year 2008-2010 inclusive subject to the terms contained in Section 5.4 of this
Report.
OR
b) That the Claririgton Board of Trade be advised that the Municipality will no longer
wish to outsource economic development services, but would provide the Board
an annual unconditional subsidies in the amount of $20,000, and further the CAO
be directed to prepare a transition plan and budget proposal to resume economic
development services in-house including the scenarios of having a full fledge
Economic Development Office or taking a limited approach of hiring a business
facilitator.
. 6~~tLk
Submitted by:
Franklin Wu
Chief Administrative Officer
CORPORATION OF THE MUNICIPALITY OF CLARINGTON
. 40 TEMPERANCE STREET, BOWMANVILLE, ONTARIO L 1 C 3A6T (905)623-3379 F (905)623-5717
401
REPORT NO.: CAO-Q1-Q8
PAGE 2
1. Purpose
The purpose of this report is:
1.1 To provide background information pertaining to economic development service
delivery undertaken by the Clarington Board of Trade;
1.2 To review economic development service delivery options; and
1.3 To discuss the pros and cons for each option.
2. History
In order to assist Council's understanding and deliberation of the subject matter,
a brief history of economic development service may be helpful.
2.1 From 1974 to 1994
In the early years of the then amalgamated Town of Newcastle, economic
development serVice was undertaken on an ad hoc basis by the CAQ. with
assistance from the Planning and Development Department. Over the years, the
Planning and Development Department has assumed additional responsibilities
in economic development although this function was never officially recognized
as a service function of the department. With no additional staff resources to do
the job, economic development works suffered and the Department's
commitment and effectiveness came into question. Understandably, the
Department focus is on planning and growth management as necessitated by the
onslaught on unprecedented urban growth.
2.2 From 1994.1998
The need for change was imminent. In 1994, Council approved the
recommendation of the CAO to create an Economic Development Office directly
reporting to the CAO. The Economic Development Office was staffed by an
Economic Development Officer (EDO) and an administrative assistant. This
arrangement continued until the departure of the EDO and this created an
opportunity to review economic development service delivery.
2.3 From 1998
In the mid 90s, local businesses had expressed concerns that the economic
development has not been effectively delivered by municipal staff. In response,
the Mayor established an Economic Development Task Force which
subsequently made a series of recommendations to the Municipality with respect
402
REPORT NO.: CAO-01-08
PAGE 3
to various ways to improve economic development service. One of the
cornerstone recommendations was premised on the principle that there is no
better way to promote business than by existing businesses. Shortly after
delivering its recommendations to council, members of the Task Force
established the Clarington Board of Trade and offered to undertake economic
development service for the Municipality. Council accepted the offer and the
result was a three year contract entered into between the Municipality and the
Clarington Board of Trade. The contract has since been extended and the
current contract ends on December 31,2007.
The fees for service have increased over the years from $35,000 in 1998 to
$100,000 in 2007. The fee is intended to cover the salary/benefits ofthe
Business Development Manager plus associated operating expenses.
3. Synopsis of current agreement
The agreement was first entered into in 1998, and has had a couple minor
amendments since. The core agreement requires the Board of Trade to deliver
economic development service under the broad umbrella of business retention
and business attraction. Specific economic development activities are not defined
in order to allow the Board to exercise f1exibilities so long the works fall within the
meaning and intent of business attraction/retention. The Board staff operates out
of the Liberty Street Tourism Office provided by the Municipality.
For the purpose of keeping connected with the municipal administration; the
Board has an open invitation for the CAD to attend its monthly Board meeting. In
addition, the Board has made regular presentation and update on economic
development activities to council.
4. Service delivery and performance evaluation
Since assuming the responsibility of economic development in 1998, the Board
of Trade has slowly evolved into an umbrella organization of all local business
groups and associations. Working in concert with these business organizations
within Clarington, the Board has taken on many economic development and
promotional activities, spoken on behalf of all businesses in Clarington and
worked closely with municipal staff to facilitate new businesses to establish in
Clarington. Over the years, through the works of the Business Manager, the
Board has established its presence within the GT A economic development
community~
Working closely with past and present business development managers, the
CAD has the opportunity to observe the performance of the individuals who hold
this position, and is pleased to advise that these individuals have done a very
403
REPORT NO.: CAO.Q1.QS
PAGE 4
competent job. Council members, past and present, also have the opportunity to
observe and evaluate the effectiveness of the Board and can draw their
respective conclusions. In the consideration of future direction in the delivery of
economic development service, council should be guided by carefully
considering the following questions.
- Did the Board live up to Council's expectation?
- Did the Board communicate well with council members?
- Did the Municipality receive value for the money?
- What are other available options and what are the pros and cons for these
options?
5. Options for economic development service delivery
The Municipal Act has granted economic development function to the Region of
Durham with the proviso that the Region may allow local municipalities to
perform such function simultaneously. In 2003, the Region passed a bylaw to
formally authorize this.
5.1 Option 1: Upload service to Durham Region
Despite local municipalities have been given the authority to carry out economic
development services, this service function is not mandatory. Municipalities
within Durham Region can choose not to undertake the provision of this service
and let the local economy and market place take their course. If Clarington
chooses not to undertake economic development service delivery, it can request
the Region to provide the said service. Currently, the Region provides economic
development service to Brock, Scugog and Uxbridge at no cost to these
municipalities. .
While this option may appear financially attractive, it would not be in the best
interest of the Clarington to upload this function to the Region. The limited
resources at the Region may render it difficult for regional staff to give proper
attention to Clarington. Any local economic development works would still require
Clarington to be involved. Under this scenario, Clarington will not officially
engage itself in economic development service delivery. However, the reality is
that there will be continuous local economic development initiatives that will
require staff resources and business prospects will continue to contact Clarington
for all kind of assistance, such as seeking specific information, requesting help to
locate new business, and to fast track development application.
404
REPORT NO.: CAO-01-08
PAGE 5
5.2 Option 2: Hiring a Business Facilitator
Given the scenario described in option 1, it would be advisable for Clarington to
have one full time staff person solely dedicated to the task of assisting new
businesses. The individual will not be performing the traditional role of an
economic or business development manager but would concentrate on assisting
new businesses to assemble information, cut red tape, and fast track approval
from various external agencies and internal departments. Working under the
direct supervision of the CAO, the Business Facilitator will be empowered to
undertake whatever necessary to ensure the new business can experience top-
notch customer service and a smooth and quick business development process.
The cost of this individual can be offset by the saving from not fully engaging the
Board of Trade to provide economic development service. It is estimated that
about $80,000 is required to cover salary and benefits for the new business
facilitator and the balance $20,000 can be used to relieve budget pressure or be
diverted to the Board as an annual subsidies.
This option focuses on a very specific aspect of economic development and the
individual should not be considered as an economic development officer nor
expected to be such a person.
5.3 Option 3: Establish an Economic Development Office/Department
Most municipalities in Ontario undertake some forms of economic development
through in-house staff. Except for Clarington, all shoreline municip.alities in
Durham Region undertake this service by municipal staff. The obvious advantage
of this option is accountability as the economic development staff has a direct
reporting relationship to Council through an organization structure. In addition,
economic development staff tends to be able to access municipal data and
information more readily, and can be readily supported by other municipal staff
should the need arises for those occasional projects that require additional
resources.
The cost of operating an economic development division/department can be
challenging. When Clarington last did this in 1997, the Economic Development
Office was staff by an Economic Development Officer (EDO) and an
Administrative Assistance with an annual operating budget of $150,000. Similar
staff compliment would probably require a minimum of $200,000 to be set aside
in the 2008 budget. This option requires finding an additional $100,000 in
addition to the $100,000 currently provided in the base budget.
405
REPORT NO.: CAO-01-08
PAGE 6
5.4 Option 4: Outsource service to the Clarington Board of Trade
Since 1998, the Clarington Board of Trade has been undertaking economic
development works on behalf of the Municipality. Council of the day embraced
the "business attract business" principle and accepted the recommendations of
the Mayor's Task Force on Economic Development that it is in the best interest of
all concerned that economic development services be delivered by a willing party
in the name of the Clarington Board of Trade.
Looking back at this past ten years, municipal staff has enjoyed a very good
working relationship with the Board's staff. Both parties understand that
economic development effort is a partnership venture and both have collaborated
on many economic development initiatives. From staff perspective, the current
outsourcing option has worked well for Clarington and seems to provide good
value.
Notwithstanding, the question of accountability has been raised occasionally in
the past by some council members. The Board is aware of this concern and has
taken actions to alleviate this concern. For example, the Board has now made
quarterly report to council updating various economic development activities and
initiatives. The recent reporting also focuses more on performance issues and
results ensuring council is better informed.
Should council choose the option to continue the contract relationship with the
Clarington Board of Trade, the following terms and conditions will be included in
the agreement.
a) A three year contract for 2008 to 2010 inclusive with the option for a on~
year automatic renewal subject to agreement by both parties and at a
three percent fee increase.
b) The fee for service shall be $103,000 for 2008; $106,500 for 2009, and
$110,000 for year 2010.
c) The responsibilities assigned to the Board would be under the general
umbrella of economic development with special focus on business
attraction and retention.
d) The Board shall report and update council quarterly pertaining to all
economic development activities undertaken.
e) The Board and its employees shall refrain from engaging in any activity
that would negatively impair the relationship between the Municipality and
the Board, and
406
REPORT NO.: CAO-01-08
PAGE 7
f) The Municipality will continue to provide free office space to the Board at
the Tourism Office at Liberty StreeUHWY 401.
6. Conclusion
There is no perfect business model for the delivery economic development
service. What works for one municipality does not necessary work for another
due to a whole set of different circumstances. The CAO is of the opinion that the
current outsourcing system has proven very cost effective and the partnership
between business and government has worked well. That's said; Council should
. carefully review each option and arrive at its own conclusion.
407
UNllJgton
REPORT
CORPORATE SERVICES DEPARTMENT
Meeting:
Special General Purpose and Administration Committee
Date:
January 18, 2008
Resolution #:
Report #: COD-001-08
File #:
By-law #:
Subject:
CORPORATE NEWSPAPER ADVERTISING 2007 REVIEW
Recommendations:
It is respectfully recommended that the General Purpose and Administration Committee
recommend to Council the following:
1. THAT Report COD-001-08 be received for information.
Submitted by:
Ie Marano, H.B.Sc., C.M.a.
irector of Corporate Services
U'. '12; '\. r2 "
~ .., ."-..) L\
Reviewed by: I'-^- ,-_I
Franklin Wu
Chief Administrative Officer
MMlJC/gj
CORPORATION OF THE MUNICIPALITY OF CLARINGTON
40 TEMPERANCE STREET, BOWMANVILLE, ONTARIO L 1C 3A6 T (905)623-3379 F (905)623-5506
407 A
REPORT NO.: COD-001-08
PAGE 2
1.0 BACKGROUND
The intent of this report is to provide Members of Council with information relative to the
effective use of the corporate advertising program as implemented by the Communications &
Tourism Office. The corporate advertising program deals, specifically, with the municipal
information published in the Canadian Statesman and the Orono Weekly Times. Should
Council elect to change the current corporate advertising newspaper practice, related policies
will be amended accordingly.
2.0 CANADIAN STATESMAN PAGE 2
At the conclusion of the 2007 budget deliberations the policy and budget for corporate
advertising was changed to publish only required municipal notices and events in the
Municipality's corporate newspaper advertising program. In addition, the Municipality did not
reserve a specific page size for its use. Instead, space was reserved weekly based on the
amount of information that was to be published at that time. The budgetary impact of the
amended advertising policy is illustrated by the table below:
ADVERTISEMENT
EXPENDITURE
as of December 31, 2007
$105511.14
24,488.50
71 847.00
$ 201,846.64
Canadian Statesman
Orono Weekl Times
OTHER
Despite a ten cent increase in agate line rate (from $0.87 in 2006 to $0.97 in 2007), the
Municipality achieved a significant cost savings within the newspaper advertising program. The
reduction in cost for this program in the Orono Weekly Times (approximately $4,645) is directly
attributable to the size of the advertisement published as the flat rate charged to the
. Municipality did not change significantly during 2007.
As of January 1, 2008, the Canadian Statesman is no longer being published in the current
broadsheet format. The potential budgetary impact of this change in layout - from broadsheet
(Statesman) to tabloid (This Week) - is not expected to have a significant budgetary impact on
what has been requested for 2008 although there is an increase the Municipality's 2008 line
rate (from $0.97 to $1.00 per agate line).
3.0 CORPORATE ADVERTISING - OTHER MUNICIPALITIES
In reviewing current trends/activities in municipal advertising/marketing, some other
municipalities were surveyed on whether or not they participate in a dedicated
community/corporate advertising page. The Town of Ajax has a dedicated community page in
the News Advertiser (Metroland) as well as placing spot (periodic) advertisements in the SNAP
Ajax publication. The City of Oshawa also has a dedicated community page in the Oshawa
This Week (Metroland) as well as placing spot advertising in the SNAP Oshawa and Oshawa
Express publications. Port Hope maintains 2 half-page community pages in both the
Northumberland News (Metroland) and the Port Hope Evening Guide. The Municipality of
1 OTHER ADVERTISING - encompasses tourism promotion, tenderslquoteslRFPs; career opportunities, Canadian TODS signage on
Highway 401 & 115/35
407 B
REPORT NO.: COD-001-08
PAGE 3
Clarington corporate advertising page was cited as the model these municipalities used in
establishing their own community program.
4.0 COMMUNICATING WITH THE PUBLIC - CORPORATE NEWSLETTERS
Communications is an integral part of the relationship between the Municipality of Clarington
and the residents and businesses of Clarington. Keeping stakeholders informed as to
municipal activities and events ensures that they are engaged and aware of issues and
activities that may have an effect or impact on their day to day life.
From 1996 to 1998 the Municipality of Clarington published its own tabloid-style (slightly larger
than 11" x 17") newsletter - The Clarington Today. This publication, whose design and print
preparation was completed externally, was a 12-page, full-colour production that was printed
on offset grade paper which is a little higher quality than newsprint (so the colour would not
bleed through the pages). The Clarington Today was printed 3 times per year and was
published for 3 years prior to being discontinued. The publication relied heavily on the input of
municipal departments for content (text and images).
If Council wishes to consider a corporate newsletter it can be accomplished by learning from
the previous production (Clarington Today). Instead of 12 pages, it is likely that a 4 page
publication would be appropriate. To print a 4-page, tabloid publication on 50 pound offset
paper (one paper grade above newsprint) the cost per edition (based on a single quote
received by Communications in time for this repo.rt) would cost $ 1,850.00 (including trimming
it to Canada Post specifications for mailing). The annual cost of such a publication would
depend on the frequency and method of distribution.
FREQUENCY OF PRINTING COST POSTAGE COST* TOTAL
PUBLICATION (Undiscounted COST
oversized rate) (ANNUAL)
BI-WEEKLY $ 40,700.00 $ 67,100.00 $ 107,800.00
(22 issues)
MONTHLY $ 22,200.00 $ 36,600.00 $ 58,800.00
(12 issues)
BI-MONTHLY $ 11,100.00 $ 18,300.00 $ 29,400.00
(6 issues)
QUARTERLY $ 7,400.00 $ 9,150.00 $ 16,550.00
(4 issues)
*Based on the 12.2cents/item unaddressed admail rate as published at
www.canadaoost.ca/rates/odf/aa oricesheet-e. odf
Canada Post has provided information that, should the Municipality distribute 100,000+ copies
per year, the unaddressed admail rate would decrease from $0.122 per item to $0.106 per
item. A formal agreement may be required for this purpose. For delivery, Canada Post will
require the newsletter 5 days in advance of the mailing date. This would have to be built into
the production schedule. A transportation fee will be charged as some of Clarington receives
mail from other facilities than Bowmanville. All costs indicated would have to be confirmed
subsequent to Council's decision particularly as it relates to frequency of publication.
Within Durham Region, the Town of Ajax (Ajax Today), the Town of Whitby (The Whitby
407 c
REPORT NO.: COD-001-08
PAGE 4
Perspective), the City of Oshawa (Inside Oshawa) all produce corporate newsletters. Ajax and
Whitby publish their newsletters twice per year while Oshawa issues theirs once per year. It
appears that only the Town of Whitby distributes their corporate newsletter via Canada Post.
They are also available online as pdf file downloads: Town of Ajax (Winter 2008)
htto:/Iwww.townofaiax.com/AssetFactorv.aspx?did=4137; Town of Whitby (Fall
2007)http://www.whitbv.ca/assetlcm-communitv whitbvperspective-faIl2007.odf; and, City of
Oshawa http://www.oshawa.ca/whatsnew/lnside Oshawa 2007 FINAL.pdf.
5.0 CORPORATE ADVERTISING/CORORA TE NEWSLETTERS POINTS OF DISCUSSION
A combination of newspaper and newsletter advertising program could produce some
efficiencies and may incorporate some of the following.
CORPORATE ADVERTISING CORPORATE NEWSLETTER
. Notices which are required by . Ability to manage the message being
legislation to be placed in a newspaper communicated;
(List is not exhaustive - indicates those
that were published in 2007 only) . Promotion of community events and
- Expropriation notices festivals in accordance with objectives
- Planning Act notices of Corporate Strategic Business Plan;
- Heritage Designation notices
- Pound Keeper notices . Tenders, careers and program
- Development Charge notices announcements could be included
- Cemetery By-law notices provided the departments prepare this
- Tax Sale notices information in advance (how far in
- Audited Financial Statements advance would depend on frequency of
newsletter);
. Layout of advertisement done outside
of Communications based on content . Opportunity to amalgamate all
provided; departmental newsletters (e.g.
Planning E-Update) into publication;
. Public can be educated to look for
information about tenders, career . If tendered at 4 pages, costs could vary
opportunities, program announcements if less or more space is required;
in the communique;
. Information from other m,unicipal
. No "penalty" for varying space partners (library, visual arts centre,
requirements; museums, older adult centre,
Clarington Board of Trade could be
. Corporate advertising pages are included.
posted on municipal website;
. Potential to move newsletter to
electronic version is possible;
Non-essential (e.g. recreation programs)
could be a significant part of this program
- reducing requirement to create and
distribute separate flyers (e.g. camp
programs, etc.)
407 D
REPORT NO.: COD-001-08
PAGE 5
6.0 CONCLUSION
If Council wishes to consider incorporating the blended advertising program into the 2008
budget it is recommended that communique begin as a quarterly publication as there will be
considerable input required of existing staff, particularly during the start up. There will be an
impact on workflow of municipal departments in producing content for the corporate newsletter.
The 2008 budget of $175,000 ideally would not be reduced to accommodate the communique
as 2008 advertising budget is estimated to accommodate required notices based on 2007
actual expenditures, in addition to a higher line rate ($1.14 per line) with reduced frequency. It
is recommended that a separate accounting of the communique could be tracked with a
budget of $20,000 allocated during the 2008 deliberations. Should there be savings at the end
of the budget year with the blended program this can be accommodated in future budget
proposals. It is respectfully requested should Council endorse the production of the
communique on a bi-weekly schedule, that consideration be given in the 2008 budget, to add
an additional staff member on a 24 hour basis, (estimated impact of $30,000) to assist with
production. Staff will amend the policy to reflect any approved changes by Council, and report
in future budget years on the effectiveness of the change in communication strategy from
feedback received on the program.
CORPORATION OF THE MUNICIPALITY OF CLARINGTON
40 TEMPERANCE STREET, BOWMANVILLE, ONTARIO L 1C 3A6 T (905)623-3379 F (905)623-6506
407 E
Cl~n
REPORT
FINANCE DEPARTMENT
Meeting:
SPECIAL GENERAL PURPOSE AND ADMINISTRATION COMMITTEE
Date:
FRIDAY JANUARY 18, 2008
Resolution #:
Report #: FND-001-08
File #:
By-law #:
Subject:
2008 CURRENT AND CAPITAL BUDGET
Recommendations:
It is respectfully recommended that the Special General Purpose and Administration
Committee recommend to Council the following:
1. THAT Report FND-001-08 be received;
2. THAT Council approve the base 2008 Operating and Capital Budgets as outlined
in Schedule "An, at an estimated tax levy impact of 2.91 % (exclusive of tax policy
impacts), as directed in FND-001-08;
3. THAT Council provide direction on the items listed as added funding levels
related to growth or new services including staffing levels as itemized in
Schedule "B";
4. THAT the Schedules "C", "D" and "E" outlining Reserve and Reserve Fund
Contributions be approved;
5. THAT approximately $1,000,000 be drawn from the Rate Stabilization Reserve
Fund to offset the tax rate impact;
6. THAT the financing of capital projects, as outlined in the attached document be
approved;
7 . THAT the capital forecast be received for information;
8. THAT the external agencies, referred to in this report be advised of Council's
decision regarding their grant request;
9. THAT the 2008 departmental business plans included in the attached document
be received for information;
408
FND-001-08
Page 2
1 O. THAT for 2008, the net proceeds from the Mayor's Golf Tournament be directed
to the Memorial Hospital Foundation - Bowmanville, with the tournament to be
continued to be administered by municipal staff;
11. THAT titles and name changes be approved as identified in this report;
12. THAT as referred from the 2007 budget process, $53,000 be approved for
funding for physician recruitment to be drawn from the Economic Development
Reserve- Fund subject to the approval for reserve fund contributions noted in
recommendation number 4; and
13. THAT the appropriate By-laws to levy the 2008 tax requirements for Municipal,
Regional and Education purposes be forwarded to Council for approval, once
final tax policy information is available.
Reviewed bY:c:)~ 1A4
Franklin Wu
Chief Administrative Officer
NMT/hjl
409
FND-001-08
Page 3
OVERVIEW:
1.0 The 2008 budget is outlined in detail in the draft budget documents circulated in
conjunction with this report. The approximate 2008 base impact is detailed in
Schedule "A" attached hereto.
1.1 The Chief Administrative Officer and the Director of Finance have worked
diligently with all departments to review all areas and identify savings.
1.2 This impact is after assessment growth, which is estimated at 2.8%. Every 1 %
increase in the budget generally results in a tax increase of approximately $9 for
the average residential taxpayer for the local portion of the tax bill (based on
assessed value of $235,000). This does not include the impact of tax policy
changes determined by the Region of Durham.
1.3 Based on the 2008 returned roll, Clarington assessment splits remain at 91 % for
residential, farm and multi-residential and 9% for commercial and industrial
properties.
1.4 Clarington continues to rely strongly on reserves and reserve funds to alleviate
tax levy impacts. For 2008, the net annual draw on reserves and reserve funds
remains at approximately $10 million not including $1,000,000 drawn from the
Rate Stabilization Reserve Fund to offset the tax levy. This includes capital and
current (operating). The summaries for the reserves and reserve funds are
included in the attached Schedules "C", "D" and "E".
1.5 Consistent with prior years, interest revenue from the Port Granby Trust monies
were factored in so as to mitigate the tax levy impact. Revenue increases for
many departments have been factored in including planning fees, miscellaneous
revenues and dividends from Veridian. Community Reinvestment Funding (CRF)
will be received from the province and directly applied to offset the tax levy
increase.
1.6 The Courtice Water Pollution Control Plant is operational in January, 2008 and
therefore was not completed in time to be included on the returned roll for
taxation in 2008. As a result, a supplementary tax roll will be issued during the
2008 year retroactive to the date of operations commencing. Due to the
magnitude of the projected impact from the payment-in-Iieu revenue anticipated
from the opening of the Courtice Water Pollution Control Plant, a one-time
adjustment of additional revenue has been included of $400,000. As detailed
assessment information is not yet available, this is a conservative estimate that
will be adjusted to actual for the 2009 budget, as it will be reflected on the
assessment roll for 2009.
1.7 For 2008, Clarington will experience minor increases in provincial offences act
revenue.
410
FND-001-08
Page 4
TAX RATE STABILIZATION:
2.0 Historically, Clarington has drawn on our Accumulated SurpluslWorking Funds
Reserve approximately $1,000,000 per year, on average. This is proposed to
continue for 2008. However, ideally, the Municipality should start to reduce it's
reliance on these funds. It should be a priority in future years' budgets to make
some inroads into our reliance on this surplus or begin replenishing the balance
in the Rate Stabilization Reserve.
TAX POLICY CHANGES:
3.0 Along term strategic tax policy plan was approved in 2002 by the Region of
Durham that will have an impact on the final tax rates. The 2008 update of the
plan will be presented to Regional Council in early 2008. The tax ratio changes
impact upon the relative share of the total taxes that each property class pays. A
particular additional impact to Clarington relates to the education retained portion
of payment-in-Iieu properties such as Ontario Power Generation. In the 2008
provincial budget, a provincially mandated reduction in the industrial education
rate was announced. As a result, Clarington will continue to experience a loss of
revenue in this area. For 2008, any loss in this area will be included as a tax
policy adjustment in the calculation of the final tax rates.
STAFFING REQUESTS:
4.0 Staffing cost represents a significant portion of any municipal government
operating budget and the CAD is extremely mindful to ensure staffing cost is
contained while at the same time not compromising on the quality of program
and service delivery to our residents.
4.1 Over the past five years, we have made significant improvement to the staffing
level in the Fire and Emergency Services, often at the expense of meeting the
staffing needs of other municipal operations. The disproportionate cost increase
in Fire and Emergency Services is best illustrated by comparing the past four
year total of Fire Department staffing increase to that of other municipal
operations.
Table - Additional Staffino Cost Comparison 2004-2007
2004 2005 2006 2007 4 year
Total
Fire/Emergency $125,000 $330,000 $178,750 $172,600 $806,350
Services
Other Municipal $310,000 $545,000 $234,000 $636,800 $1,725,800
Operations
Total $435,000 $875,000 $412,750 $809,400 $2,532,150
Fire/Emergency
Services as a 28.74% 37.71% 43.31% 21.32% 31.84%
percentage of
total
411
FND-001-08
Page 5
4.2 As the municipality continues to experience unprecedented growth without the
corresponding increase in staff resources with the exception of Fire and
Emergency Services, it becomes increasingly difficult to maintain the standards
and levels of service our residents are accustomed to, notwithstanding our
continuous effort to optimize efficiency by streamlining business process and
improving productivity. Without running the real risk of service deterioration in
other areas of municipal responsibilities, we respectfully ask Council to give
serious consideration to add the following new staffing in the 2008 budget.
Operations Department
2 Labourers
1 Gardener
1 Mechanic Apprentice (Fleet)
Salary + Benefits
$ 92,248
$ 56,246
$ 13,303
Planning Department
1 Senior Planner
$ 75,879
Clerk Department
1 part-time clerk 1 (animal services)
1 part-time parking officer
$ 24,121
$ 26,924
TOTAL of above
$288,721
4.3 In addition to the foregoing, it is recommended that a new position of Manager of
Strategic Initiative be added in the organization chart of the CAD Office. The
new position will handle a variety of tasks focusing on improving business
process, customer service initiatives, complaints investigation, corporate
projects, economic development facilitation and one stop shopping, and special
assignments. In recognition of the budgetary constraint, the filling and funding of
this position will be deferred to 2009.
4.4 With the departure of the Human Resources Manager.. the human resources
functions were reviewed and the following changes were made to streamline the
department function. Firstly, the position of "Manager of Human Resources" will
be renamed "Human Resources Supervisor" with the corresponding downward
salary adjustment. The second change involves changing the title of the
"Director of Corporate Services" to "Director of Corporate Services and Human
Resources". This change recognizes the significant areas of responsibility of
human resources in a fast growing organization without creating a separate
Department. These two (2) organization changes are included in the new
organization chart for Corporate Services.
4.5 In order to more appropriately reflect the activities of the division, the Director of
Corporate Services has requested that the Communications and Marketing
division be renamed Communications and Tourism.
412
FND-001-08
Page 6
CAPITAL BUDGET COMMENTARY:
5.0 The recommended impact on the tax base of the proposed Capital Budget is an
increase from last year of $314,597. This translates to a 1.05% tax levy increase
and is included in Schedule liB" as an optional item for Council's consideration.
5.1 There has been significant dialogue in recent months pertaining to the state of
municipal infrastructure in Ontario. In Clarington, there has been only minor
changes to the tax levy support to Capital since 2003. Some municipalities are
proposing significant lump sum increases in this area to address infrastructure
deficit issues. Clarington has the PSAB capital asset project underway and will
be reporting on this as the project progresses. We are not recommending a lump
sum transfer at this time, but have instead identified specific projects that require
attention. If Council wish to keep the tax levy support to capital consistent with
prior years, Staff in the affected departments (primarily engineering- roads) will
need to review their capital projects and reduce projects to accomplish this.
Council can also identify specific projects that they do not wish to proceed at this
time.
5.2 Details of capital projects, by department, are included in the Draft Capital
Budget.
5.3 Federal fuel tax proceeds have been incorporated into the Draft Capital Budget
at $1,134,563.
5.4 The Capital Budget is presented to Council for consideration and approval. The
financing for most of the projects is a combination of Reserve, Reserve Funds,
Development Charges and tax levy.
CURRENT BUDGET IMPACTS:
6.0 Consistent with any other major employer, as well as all other municipalities,
Clarington is experiencing costs increases in areas such as wage increases,
extended health benefit costincreases, OMERS impact, fuel cost increases,
utilities and facility maintenance costs. The balance of the Newcastle Aquatic
Facility operating costs have also been incorporated. The current budget
impacts are detailed in Schedule "A" to this report.
DEBT STATUS:
7.0 Current projected annual debt repayment obligations for 2008 budget purposes
total $3,782,120.48. This is comprised of debentures issued for the South
Courtice Arena, the Bowmanville Indoor Soccer Facility, the MAC/Main Library,
the Newcastle Aquatic facility, Total Hockey and estimated debenture for the.
Newcastle branch library.
413
FND-001-08
Page 7
7.1 The total principal amount outstanding at January 1, 2008 is $35,261,459. New
debentures will be required in 2008/2009 for the Newcastle Library and the
Green Road Grade Separation/ Stevens Road extension. The Newcastle Aquatic
Facility debenture is now in place. As this debenture is 90% growth related,
annual growth is required to maintain the debenture repayment obligations from
development charges without impacting the tax levy. Growth numbers in 2007
were somewhat lower than the prior year and this will be monitored in 2008.
7.2 Total debt is now projected to be $45,200,000 most of which is growth-related
through development charges. The projected debt may be reduced further
subject to the amount of collections occurring in the Roads and Related
Development Charges Reserve Fund between now and when the debentures will
be issued.
MUNICIPAL GRANT PROGRAM:
8.0 The Municipal grant program is administered through the Community Services
Department. The budget presented via this report includes a total of $80,000 for
the grant program. Of that $80,000, traditionally $15,000 relates to three external
agencies whereby their first $5,000 is budgeted through the municipal grant
program with the balance through the normal budget process. The remaining
$65,000 is allocated based on Council direction when the grant report is"brought
forward. Should Council change the practice pertaining to the three external
agencies (Clarington Older Adults Association, Clarington Community Care and
the Newcastle Community Hall), there will be an impact on the budget presented
in this report.
INSURANCE:
9.0 Insurance premium costs for 2008 appear to be stabilizing at this point. . A budget
increase of $100,000 has been incorporated into the draft current budget as an
estimate due to deductible requirements for old claims now being resolved.
RESERVE AND RESERVE FUND CONTRIBUTIONS:
10.0 Consistent with past practice, transfers between reserve funds are at times
deemed appropriate to bolster balances in depleting reserve funds. For 2008 no
significant changes are included on the Reserve and Reserve Fund summaries
in the attached Schedules "C" and "D".
EXTERNAL AGENCIES:
11.0 The requests from the external agencies, including the Museum, Library, Visual
Arts Centre, Clarington Older Adults Board, etc. are detailed in the External
Agencies section of the Draft Current Budget for Council to consider their
requests on an individual basis. The external agencies tab in the Draft Current
Budget provides background information pertaining to the requests by the
external agencies. The increase in budget requests for the external agencies
total $96,428 for 2008, which is a 0.32% total municipal levy increase.
414
FND-001-08
Page 8
PHYSICIAN RECRUITMENT:
12.0 At a meeting held on May 14, 2007, Council passed, in part, the following
resolution:
"THAT Council approves the request from the Clarington Board of Trade for the
financial support for physician recruitment up to the maximum total amount of
$240,000 minus $43,000 paid to the Board in March 2007;
THAT the funding for physician recruitment be drawn from the Economic
Development Reserve Fund to a maximum of $144,000 in 2007 with the balance
of $53,000 referred to 2008 budget deliberations"; .
12.1 Of the $144,000 approved in 2007, $90,000 has been paid out representing three
new doctors. $54,000 is remaining from the 2007 funds for continued recruiting
efforts.
12.2 Included in the recommended Reserve Fund transfers on Schedule "C" attached
is a $100,000 transfer into the Economic Development Reserve Fund from tax
levy. Approval of the balance of $53,000 for physician recruitment from the
Economic Development Reserve Fund is contingent upon the approval of the
reserve fund transfer as that is the source of funds. This would leave $47,000 in
the reserve fund for economic development initiatives in the future.
FUTURE YEARS' BUDGETS:
13.0 There are certain known impacts for the 2009 budget year such as staffing, wage
settlements, fire master plan implications, insurance costs, and normal
inflationary impacts. Also, depending upon the growth and resulting funds
collected for development charges for indoor recreation and library, there may be
tax levy impacts for debenture repayment requirements for new facilities. As
mentioned above, consideration must be given in 2009 to the Rate Stabilization
Reserve Fund ($200,000). Also of impact for 2009, will be the balance of
Newcastle Library operating costs.
13.1 Other items for future consideration include increased tax support to roads
(estimated at 1% or $300,000).
415
FND-001-08
Page 9
Attachments:
Schedule "An - 2008 Base Budget Impact Summary
Schedule "B" - 2008 Additional Funding Options
Schedule "C" - Reserve Funds
Schedule "0" - Reserves
Schedule "E" - 2008 Operating - Reserves and Reserve Fund Contributions
List of interested parties to be notified of Council's decision:
· Clarington Museum and Archives
· Clarington Older Adult Board
· Clarington Public Library
· Durham Region Community Care Association
· Newcastle Community Hall
· Orono Cemetery Company
· Visual Arts Centre of Clarington
CORPORATION OF THE MUNICIPALITY OF ClARINGTON
40 TEMPERANCE STREET, BOWMANVILLE, ONTARIO L1C 3A6 T (905)623-3379 F (905)623-4169
416
2008 Budaet
Tax Impact Analysis
SCHEDULE A:
New/Increased Revenue Sources:
Growth at 2.8% 1839,315
Courtice WPCP Growth Estimate (400,000
Provincial Offences Act Revenue 25,000
Investment Income 50,000
Bowmanville Cemetery Sale of Plots 10,000
Soortfield Rentals 10,000
Ice Rentals Revenue 35,000
Veridian Dividends (144,000
Fees and Service Charaes (16,100
Doa and Cat Licenses (5,000
Interest and Penalties on Taxes (10,000
Increase in Plannina Fees (153,000
(1,6974151 T5.66
Cost Cuttino Measures:
Fire Radio EQuioment savinas 20,000
Parks- Snow removal reduction 15,000
Mobile Skateboard Cancellation 23,250
Total Hockev Souvenirs Exoense Reduction 15,000
(73,2501 10.24
Reductions In Revenue:
Reduction in Soav/Neuter Fee Revenue 5,000
Eng- Misc Revenue and Consent Permits Reduction 23,500
CCC Oavcare Rental Revenue loss 28,000
CCC Fitness Memberships (net) 16,500
Total Hockev Golf Soonsorshio 10,000
Total Hockev Revenue Reduction 87.400
170.400 0.57
Increased Costs due to Inflation Etc.:
Salary Increases:
Firefighter Neaotiations 133,000
Firefighter Movements thru arid 119,000
Cupe/Non-affiliated Neaotiations 514,000
Cuoe/Non-affiliated Grid Movements 62,000
l TO accomadation 115,000
Pav EQuity 60,000
Fire Retention/Service Pav (2 vears) 222,000
FIre- Part-time firefiahters 95,000
Benefit Cost IncreasesCOMERS, Extended Health) 236,897
Post EmoloymentBenefits 25,000
Utilities 20,000
Newcastle AQuatic Facilitv 488,913
Phone/Fax 15,000
GIS Software Maintenance 14,000
Volunteer Recoanltion Proaram 5,500
Clerks and Bvlaw leaal 20,000
Board of Trade 3,000
Bank Service Charaes 19,000
Insurance 100,000
Fire- Fuel 15,000
Traffic Sianals/Connectina Link 18,000
417
2008 Budget
Tax Impact Analysis
Streetlight hydro 26,000
Defibrillator program 6,000
Newcastle AQuatic Facility opening . 5,000
Other Miscellaneous 40,000
. 2,377 ,310 7.92
CUMULATIVE 2.59
External Agencies:
Library (From $2,205,713 to $2,290,359 = 3.8%) 84,646
Visual Arts Centre (From $149,520 to $154,000 = 3%) 4,480
Museum (From 214,366 to $218,653 = 2%) 4,287
Newcastle Community Hall (Remains at $13,000) -
Firehouse Youth (Remains at $45,000) -
Clarington Community Care (From $25,500 to $26,265 = 3%) 765
Older Adults Board (From 112,500 to $114,750 = 2%) 2,250
96,428 0.32
CUMULATIVE 873.473 2.91
418
2008 Budget
Tax Impact Analysis
SCHEDULE B:
Added Funding Levels for Growth related Items or New Services:
1 Tax levY Support to Capital $ 314,597 1.05%
2 Health and Safety Ergonomics/Documentation $ 20,000 0.07%
3 PSAB reporting $ 47,000 0.16%
4 Abandoned Cemetery Board $ 7,000 0.02%
5 Sidewalk maintenance (not salary) $ 19,000 0.06%
6 Catch Basin/Storm Sewer Professional Fees $ 35,000 0.12%
7 Pavement Marking $ 10,000 0.03%
8 Rural Roads Surface Treatment $ 100,000 0.33%
9 Dust Control $ 17,000 0.06%
10 Sandina/Saltina/Winter Maint. (not salary) $ 20,000 0.07%
11 Bowmanville 150th/Holiday Train $ 20,000 0.07%
12 Additional Staffina: '
13 Operations- labourer $ 46,124 0.15%
14 Operations- labourer $ 46,124 0.15%
15 Operations- Gardener $ 56,246 0.19%
16 Operations- Mechanic Apprentice $ 13,303 0.04%
17 Planning- Senior Planner $ 75,879 0.25%
18 Clerks- PIT Parking Enforcement $ 26,924 0.09%
19 Clerks- PIT Clerk 1- Animal Services $ 24,121 0.08%
CUMULATIVE 898,318 2.99
419
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MEMO
CLERK'S DEPARTMENT
To:
From:
Date:
Subject:
Mayor Abernethy and Members of Council
Patti Barrie, Municipal Clerk
January 16, 2008
SPECIAL GENERAL PURPOSE & ADMINISTRATION COMMITTEE
MEETING AGENDA - January 18, 2008 - UPDATE
Please be advised of the following amendments to the GPA agenda for the meeting to be
held on Friday, January 18, 2008:
3. DELEGATIONS
See attached list
4. (b ) STAFF REPORTS
Attached is revised Report # COD-001-08. Please disregard previously
distributed report.
cc: F. Wu, Chief Administrative Officer
Department Heads
CORPORATION OF THE MUNICIPALITY OF CLARINGTON
40 TEMPERANCE STREET, BOWMANVILLE, ONTARIO L 1C 3A6 T 905-623-3379 F 905-623-6506
LIST OF DELEGATIONS
JANUARY 18, 2008
a) Sally Barrie, Community Care Durham, Clarington - 2008 Budget Request
b) Ron Bailey, Richard Toms and Jean-Michel Komarnicki, Visual Arts Centre
2008 Budget Request
c) Clarington Public Library Board - 2008 Budget Request
d) Keith Isnor and Martha Rutherford-Conrad, Clarington Museum and
Archives - 2008 Budget Request
e) Angie Darlison, Executive Director, Clarington Older Adults Association-
2008 Budget Request
f) Michael Patrick, President, Clarington Board of Trade - Report
CAO-001-08
g) Elaine Garnett, Channel 12, Regarding Financial Request
h) Marie Marano, Director of Corporate Services - 2008 Corporate Services
Departmental Budget
i) Patti Barrie, Municipal Clerk - 2008 Municipal Clerk's Departmental
Budget
j) Gord Weir, Director of Emergency Services - 2008 Emergency Services
Departmental Budget
k) Tony Cannella, Director of Engineering Services - 2008 Engineering
Services Departmental Budget
I) Fred Horvath, Director of Operations - 2008 Operations Departmental
Budget
m) Joseph Caruana, Director of Community Services - 2008 Community
Services Departmental Budget
n) David Crome, Director of Planning Services - 2008 Planning Services
Departmental Budget
HANDOUTS 1 CIRCULATIONS
FOR GP&A
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lIsSUE 1
2008 BUDGET HIGHLIGHTS
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continued on Page 2
BOWMANVILLE IS 1.50 YEARS
YOUNG!
2008 marks the Sesquicentennial for Clarington's largest
community. Plans for celebrating this milestone are
underway. The logo for the 150th was unveiled at the
recent Mayor's Levee January 6th at the Clarington Beech
Centre.
The main celebration will be held the weekend of June 28,
2008. A new website should be online before the end of
February and event details will be posted there. The URL
for the website is: www.bowmanville150.ca
.JANUARY PLANNING UPDATE
New Applications
ONTARIO POWER GENERATION
2151 South Service Road, Bowmanville
Proposal for the reconstruction and improvement of the
security entrance on Holt Road for Ontario Power
Generation.
Recent Approvals
CLARINGTON CENTRE-PHASE 3 RETAIL PROJECT
APPROVED
Halloway Holdings Limited recently received site plan ap-
proval for their Phase 3 retail development located at the
continued on page 3
2008 BUDGET(continued from page 1)
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sus fit vit; hilla rem, quamend acitasd actorti, noverivit
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cae iaelut ditandiem tia peres caed culut in te elernum
furo eo, tern it, C. Cat, C. Nihilius sidient. Abem prors
num omnori porevilicae es! Xim facitam vid dem in dicae
nihilis re, videt L. Parit atis, nos, ce clabis eginvericae
tatus ca; Cat facere adductus nirma, vidio mius etorbit
ve, stemquost conit. Overes? que abem sent.
Igitem publiem inatimo acehuctua nemus; nonsus. Ave-
hem, adhuit; efes, consulis am, nostrac riondem urem
orum vem prit, virma, sed it, verei pul termihl linatis,
nos bonsis.
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mac tuusqua perecreis.
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rem in Etra mortatiaed nonunt? Serniu vivigil inamdiu
spimilica dium habemure et caute inem elin ta verfex
nihi, fur hili perfecta diusum obsendum quempl. Gra
vius. Et? Nihilic aperede fatuit publium cusquam atus
iamdica nium quam proximo vicaecr ehebem di, que fin
Etrarbi publis.
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Opio cri iuro, consimium seniquam ma, pratrae imistrum
te por quo eorudam num dium culemus; Cupio, etort-
erum re pra, publium a senatua cavo, quas auctortus
mora et furo et fur auci seruntem ideatil hue rem con a
in turn noterfir quonum pliis, cur, nosti, oc, ego a con-
dum ditabem lis iam con te aucorum temus, condius itra
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Clarington.net page 2
Clw:.mgtnn
2008 CLARINGTON VISITORS
GUIDE
.. Ide
008
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Enatio, confecre partui pub-
lis consulia inatum, faeiena,
Palabesi ponimandam quam
ma, obsendica re mordien
temquon sulius ven Etratus
hacit. Bitius vignox senie re
estrudeessus autent.
Pat. Quideliquem in publli
fac tam acturniqui peris sim
deliam ubliquam, moricaes
hortelut vistidit vit perum
senatantum patquodiena,
que tiam praed sen dem pu-
blici teroret; num iachuiur.
Nostrum me tim prio aucem
quam paris, quam ompotem estiosultod mei silii iac-
cier ibuntem, quam ortiliam esicenia? Epere co vehe-
nium nocrecum vissenius, Cas patus publius ve, con-
dient, sic mendam publius Catiquam. Huctus consua
virio C. Consua con vag it. Agit; et vius caedes atum
ocupic turn delartus oc, noniment. C. Muliculest? Mae
dest parei iam maionsulica; num mis hactandet? Ent.
Aeri, no. An turn quam fauctas esto huidees? But C.
Solum hactus hordiena, noximih ilisqui demovente ia
cons ad conloc turo ut intemqu ideps, condiem clese-
dela porum verisquo peravessenam simmort uresse
que ade talabus At addueiendam consuleseris redem
horiocc husque con diisseniam. I1iusa nemus.
Gintravo, neque iacchi, etio hore coendem parivas-
dam morum occit poporuntis eontium in tusquidem
aurenteresse ades
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PLANNING (continued from page 1
north side of Durham Highway 2 between Green Road
and Clarington Boulevard in Bowmanville. This permits
the development of a two street-related retail buildings
along Durham Highway 2. A single tenant building will
house Boston Pizza while the second multi-tenant
building will house Sleep Country, M & M Meats, and
Telus. Earlier phases of the project include Ontario's first
LEED certified Home Depot Store, a Cineplex
Odeon Theatre and several restaurants and a bank.
LEED (Leadership in Energy and Environmental Design)
is a voluntary certification program for green buildings.
The owner is actively marketing the remaining site for
other retail uses.
MUNICIPALITY OF CLARINGTON SUBDIVISION
On January 7, 2008 General Purpose and Administra-
tion Committee approved a draft plan of subdivision and
rezoning for 19 single detached dwelling lots for sur-
plus lands owned by the Municipality of Clarington. The
property is located on the northwest corner of Baseline
Road and Spry Avenue. The infill development allows
for the completion of John Scott Avenue to Spry Avenue
as well as a short cul-de-sac. The report will be consid-
ered by Council on January 14.
Sign By-law Review
The Planning Services Department has begun a com-
prehensive review of the Municipality's Sign By-law
97-157. The purpose of the review is to evaluate the
existing sign by-law and determine how all types of
signs in Clarington should be regulated. This includes
signs on public and private property and deals with sign
standards such as the number, height, size, and location
of signs. Public consultation is an essential component
of the Sign By-law review process. Variations in public
opinion throughout Clarington will be obtained through
a series of four open houses to be held in February,
March and April, one in Courtice, Bowmanville, Newcas-
tle Village, and Orono.
In order to foster discussion and obtain comments on
the issues related to signage, a public consultation pa-
per will be issued. It will be posted on the Municipality's
website, distributed to stakeholders, ratepayers groups
and the BIAs. In addition, the public consultation paper
will be available at the open houses.
Notice of the open houses will be advertised on the Mu-
nicipality's website and in the local newspapers. Com-
ments and questions on the Sign By-law review can be
directed to Isabel Little at 905-623-3379, ext. 217,
ilittle@clarington.net.
New Staff
Meaghan Kroon has joined the Municipality in the
Development Review Branch as a Junior Planner, effec-
tive January 7th. Meaghan is a recent graduate in Plan-
ning from the University of Waterloo.
CLARINGTON BOARD OF TRADE
APPOINTS EXECUTIVE DIRECTOR
Michael Patrick, President of the Clarington Board of
Trade, announced that the Board of Directors appointed
Mrs. Sheila Hall as the new Executive Director of the
Clarington Board of Trade.
Sheila has been with the Clarington Board of Trade (CBT)
for more than 7 years and has been a tremendous leader
in growing the CBT to its current level of success.
Hundreds of businesses in Clarington have been directly
influenced by Sheila through B2B connections, busi-
ness resources, business planning, marketing and local
events.
The Clarington Board of Trade is geographically unique
as we serve Bowmanville, Newcastle, Orono and Courtice
- four distinct communities that are all equally important
to Clarington's vibrancy. Clarlngton businesses benefit
from Sheila's knowledge and expertise and her unwaver-
ing commitment to building communities as witnessed by
her leadership role in events like the Terry Fox Run and
more recently, Bridges to Better Business.
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OPPO'RTUrtlT!j
2007 BUILDING STATISTICS
2007 2006
BUILDING NUMBER OF VALUE OF NUMBER OF VALUE OF 0/0 CHANGE OF
CATEGORY PERMITS CONSTRUCTION PERMITS CONSTRUCTION VALUE 2007-2006
Residential gn $161.671.583 866 $150.360,880 7.5%
Industrial 15 16.829.300 25 545.5 HI,666 .85.0%
Gov"mmHrt 3 $152.000 6 516.815,000 .991%
Commercial 60 521.481.529 58 516.726.495 28.4%
Institutional 14 54.818.980 28 54.422,641 9.0%
Agricultural 28 16.694,735 17 S 1.400,571 378.0'1(,
Demolition 36 SO 45 SO NlA
TOTAL 1,073 $201.648,127 1,04 5235.245.253 .14.3%
Clarington.net page 3
CST 10th Anniversary
2008 marks a
celebration of 10 years of service from the
Clarington Board of Trade. Understanding our business
members and the community is the cornerstone of suc-
cess in creating business partnerships, growth and de-
velopment for the Clarington Board of Trade and our
business community.
"We are very proud to have evolved into an organization
focused on fostering opportunity for growth in the busi-
ness community as well as in the Clarington Commu-
nity at Large. Strong partnerships with all community
groups, business leaders, and all levels of government
allow us to fulfill our mandate", says Executive Director
Sheila Hall.
Mandate:
"The Board of Trade
advocates on behalf of
and is the voice of the
Clarington business com-
munity. The Board of
Trade provides a forum
for the business com-
munity to develop pro-
grams and opportunities
to promote trade and commerce within the Municipality
of Clarington. The Board of Trade takes a leadership
role in attracting and retaining business to our area and
cultivates partnerships for a healthy social fabric in C1ar-
ington."
In addition to our traditional roles as a Board of Trade,
we are very proud of our accomplishments in Economic
Development and Physician Recruitment. It is a great
honour to be entrusted with such key roles in sustain-
ing a healthy and balanced growth in Clarington. With
our clear understanding that we must be an active par-
ticipant in the development of a healthy social fabric to
attract new business in Clarington.
Our first 10 years have seen exciting growth and maturi-
ty for the Clarington Board of Trade and we are anxious
to see where the next 10 will lead us.
Our celebration for the 10th anniversary will last the
whole year through. As we enter our second decade
of service we are mixing things up. We will rotate be-
tween evening "Simply Social" and lunch events called
"Ask the Expert". Simply Social will provide our business
community and leaders an opportunity to network in an
informal social setting to foster partnerships for com-
mon success. "Ask the Expert" will be informative and
interactive lunch sessions where our attendees can learn
more on various topics to help business.
In addition to "Simply Social" and "Ask an Expert", our
Annual events will also take on new energy. We are
pleased to deliver opportunity to our business commu-
nity to meet with and hear first hand from our Regional
Chair, Mr. Roger Anderson and Mayor Jim Abernethy at
their perspective events, as well the Board of Directors
take great pride in hosting our Annual General Meet-
ing where accomplishments and goals for the future of
business in Clarington are highlighted and celebrated.
We will also continue to bring development and growth
focused events as current and relevant topics arise, such
as our Bridges to Better Business event, celebrating
"Small Business Month", Purchasing Fair; Employment
Fair and information on budgets. We will continue to
source and provide educational business opportunities
for the membership that we are honoured to serve.
Clarington.net page 4
CAREER OPPORTUNITIES
The Municipality of Clarington is currently hiring for the
following position(s). For complete job descriptions,
please visit www.clarington.net/htdocs/careers.html
Parking Enforcement Officer
Municipal Clerk's Department
Salary Rates: $33,792 - $42,123 Code 5 of Inside
Collective Agreement 2007 rate
File # 01-08
Closing Date: January 10, 2008
Human Resources Supervisor
Corporate Services Department
Salary Rates: Level 6 of the non-affiliated grid
($55,580 - 72, 508) subject to Pay Equity review.
File # 87-07
Closing Date: January 11, 2008
March Break Counsellors
Community Services Department Salary Rates: $10.24/
hr
File # 85-07
Closing Date: January 15, 2008
To be considered all applications as must be submitted
to the Human Resources Division of the Municipality of
Clarington at corporateservices@c1arington.net. Failure
to do so may result in an application not being received
in time for consideration.
TENDERS, QUOTES & RFPs
REQUEST FOR PROPOSAL RFP2007-08
CELLULAR SERVICES AND RELATED HARDWARE
PROPOSALS, sealed in an envelope and clearly marked
as to contents, will be received at the Municipality of
Clarington, Purchasing Division, 40 Temperance Street,
Bowmanville, Ontario, L1C 3A6 until the specified closing
time and date.
Proposal Forms are available at the Municipal Offices,
Purchasing Office, Main Floor, 40 Temperance Street,
Bowmanville, Ontario, LlC 3A6 or may be downloaded
from the municipal website: www.clarington.net.
CLOSING TIME AND DATE:
4:00:00 PM, LOCAL TIME,
FRIDAY, DECEMBER 7,2007
For further information, please contact: Sandra McKee,
Senior Buyer 905-623-3379, Ext 401 or fax, 905-623-
3330.
The lowest or any request for proposal not necessarily
accepted.
Sandra McKee
Senior Buyer
Telephone: 905-623-3379, Ext. 401
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Presentation
Date:
Presentation to:
Presented By:
Friday January 18th, 2008
Municipality of Clarington Council
Angie Darlison,
Executive Director Clarington Older Adult Association
Municipal Grant Funding for 2008
Subject:
RECOMMENDATION:
It is requested that the Municipality of Clarington accept the current budget request
from the Clarington Older Adult Centre Board.
BACKGROUND:
Dating back to September of 1998 the Clarington Older Adult Association has been
providing quality social, and leisure opportunities to the 50+ population of our
community. While being in operation the membership has grown steadily from 266
members in 1998 to the present total of 886 members with projected growth to reach
close to 1000 by the end of 2008.
The centre currently offers the following registration based programs:
Active living programs: golf, slow pitch, baseball, cycling, fitness, yoga, tai chi,
dancing (tap, jazz, line, ballroom, etc.)
Creative expression courses: Paintings, drawing, scrap booking, music theory,
beginner band, language lessons
Educational: computer, digital photography, healthy eating
In addition to our registered courses we offer various drop-in social activities such as
health and wellness workshops, luncheons, cards, games, dances, special events
and fundraisers.
In the fall of 2007 the Clarington Older Adult Association offered over 90
programs/activities, special events and workshops for the older adults of Clarington.
For the 2008 budget year our proposed operating budget is $329,831 .00 of which we
are requesting Municipal Funding of $114, 750.00. This request is 2% increase over last
year at which time we received $112,500.00. The remaining $215, 081 .00 will be
collected through program registrations, fundraising, special events, facility rentals
and donations/sponsorships.
POTENTIAL CONSEQUENCES IF OUR FUNDING IS NOT APPROVED
. The Clarington Older Adult Association will not be able to expand its in house
programs/courses due to a restricted budget and inability to pay instructors a
competitive rate.
. The Clarington Older Adult Association will not be able to expand older adult
programming outside of its current centre (i.e. Newcastle, Courtice, etc.) due
to lack of funding alternatives
. Older Adults living within the Municipality of Clarington will not be treated
equally in comparison to other seniors living in neighbouring municipalities.
. Programs and services may have to be negatively affected, staff released or
an additional fee increase for membership, program/activities, thus leading to
a possible decline in the overall participation at The Clarington Older Adult
Association.
GOALS FOR 2008
. INCREASE PUBLIC AWARENESS OF THE CLARINGTON OLDER ADULT CENTRE
BOARD AND THE PROGRAMS, EVENTS AND COURSES A V AIALBE
. INCREASE COMMUNITY PROGRAMS TO INCLUDE ALL AREAS OF CLARINGTON (IE.
HOSTING SATALlE PROGRAMS IN COURTICE, NEWCASTLE,ORONO, NEWTONVILLE,
ETC.)
. INCREASE OUR MEMBERSHIP RETENTION BY INCREASING THE AMOUNT OF
PROGRAM FOLLOW-UP BY PROVIDING CARE CALLS, SURVEYS, ETC.
. INCREASE OUR FACLlTY RENTALS BY INCREASING OUR CURRENT MARKETING AND
PROMOTION FOR THE CENTRES A V AILALBILTY DURING NON PROGRAMMING
HOURS
If you have any questions, please contact me:
905-697-2856
26 Beech Avenue,
Bowmanville, Ontario
L 1 C 3A2
Exec-director@bellnet.ca
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