HomeMy WebLinkAbout10/15/2019Clar*wn
General Government Committee
Revised Agenda
Date: October 15, 2019
Time: 9:30 AM
Location: 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 sgray@clarington.net.
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Audio Record: The Municipality of Clarington makes an audio record of General Government
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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/archive
*Late Item added after the Agenda was published.
October 15, 2019 General Government Committee Agenda
Pages
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
*4.1 Councillor Hooper declared an interest in Communication Item 9.1 and
Report CLD-021-19, Bowmanvile BIA Requests Regarding Parking
Meters
*4.2 Councillor Neal declared an interest in sections 2.4, 3.51, 3.55 and 3.59
of Report CSD-009-19, South Bowmanville Recreation Centre
5. Announcements
6. Adoption of Minutes of Previous Meeting
6.1 Minutes of a Regular Meeting of the General Government Committee 6
meeting dated September 23, 2019
7. Delegations
7.1 Christopher Norris, Manager of Customer Service Experience, Durham
Region Transit Commission, Regarding Rural Service Review
8. Communications — Receive for Information
8.1 Minutes of the Bowmanville Business Improvement Area, from the June 21
11, 2019 meeting
8.2 Minutes of the Ganaraska Region Conservation Authority, from 25
the September 19, 2019 meeting
8.3 Ralph Walton, Regional Clerk/Director of Legislative Services, Durham 30
Region, Regarding Red -Light Camera Program Implementation Report
Page 2
October 15, 2019 General Government Committee Agenda
2019-W-65
8.4 Ralph Walton, Regional Clerk/Director of Legislative Services, Durham 33
Region, Regarding Automated Speed Enforcement Program
Implementation Report 2019-W-66
Page 3
October 15, 2019 General Government Committee Agenda
*8.5 Ministry of Transportation regarding Amendments to Ontario Regulation 36
619 - Speed Limits, under the Highway Traffic Act for Highway 407 and
Highway 418 in Clarington
9. Communications — Direction
9.1 Edgar Lucas, Chair, Bowmanville BIA, Regarding Bagging Street Parking 42
Meters during the Month of December
(Motion to Refer to the Consideration of Report CLD-021-19,
Bowmanville BIA Requests Regarding Parking Meters)
10. Presentations
11. Engineering Services Department Reports
No Reports for this section of the Agenda.
12. Operations Department Reports
No Reports for this section of the Agenda.
13. Emergency and Fire Services Department Reports
13.1 ESD-007-19 Emergency Services Activity Report — Q2 2019 43
14. Community Services Department Reports
14.1 CSD-009-19 South Bowmanville Recreation Centre 49
*14.2 CSD-010-19 Addendum to CSD-007-19 Land Acknowledgement 120
Statement
15. Municipal Clerk's Department Reports
*15.1 CLD-021-19 Bowmanville BIA Requests Regarding Parking Meters 126
16. Corporate Services Department Reports
16.1 COD-020-19 CL2019-28 - 2019 Facility Parking Lots
137
16.2 COD-021-19 Fire Mediation Award for Collective Agreement 2018-2022 144
16.3 COD-022-19 Supply and Delivery of Winter Sand 162
17. Finance Department Reports
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October 15, 2019 General Government Committee Agenda
iff
19
17.1 FND-027-19 Audit Committee and Value for Taxpayer Committee
Refer from October 15, 2019 GGC meeting to be considered at same
time as Organization Review Report. Organizational review report is
being considered at the February 18, 2020 GGC meeting.
17.2 FND-028-19 Prudent Investor Standard for Municipal Investments —
Update and Options Analysis
Solicitor's Department Reports
No Reports for this section of the Agenda.
Chief Administrative Office Reports
No Reports for this section of the Agenda.
20. New Business — Consideration
*20.1 Camp 30
*20.2 Staffing
[Referred to Nov 4 GG]
*20.3 Tooleys Mill
21. Unfinished Business
21.1 COD-013-19 Council Awards During Council Recess [Referred from the
September 9, 2019 General Government Committee meeting]
(Link to Report COD-013-19)
*21.2 Christine McSorley, Newcastle's of the World, Municipality of Clarington
Representative at the Newcastle of the World Conference 2020
(Referred from the October 7, 2019 Council Meeting)
(Memo from the Acting Director of Community Services regarding Item
21.2 included)
22. Confidential Reports
*22.1 Verbal Update from the Chief Administrative Officer regarding a
Personnel Matter
23. Adjournment
167
171
214
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ClarhWWn
If this information is required in an alternate format, please contact the
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General Government Committee
Minutes
Date: September 23, 2019
Time: 9:30 AM
Location: Council Chambers, 2nd Floor
Municipal Administrative Centre
40 Temperance Street
Bowmanville, Ontario
Present Were: Mayor A. Foster, Councillor R. Hooper, Councillor J. Jones,
Councillor C. Traill, and Councillor M. Zwart
Regrets: Councillor G. Anderson, Councillor J. Neal
Staff Present: A. Allison, G. Acorn, S. Brake, T. Cannella, M. Marano, T. Pinn,
G. Weir, A. Greentree, J. Gallagher, S. Gray
1. Call to Order
Mayor Foster called the meeting to order at 9:30 AM.
Suspend the Rules
Resolution # GG-421-19
Moved by Councillor Hooper
Seconded by Councillor Zwart
That the Rules of Procedure be suspended.
Carried
Alter the Agenda
Resolution # GG-422-19
Moved by Councillor Hooper
Seconded by Councillor Zwart
That the Agenda be altered to consider the Presentation from Takako Ito, Consul
General of Japan, regarding Japan -Canada Relations, at this time.
Carried
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General Government Committee September 23, 2019
10.1 Takako Ito, Consul General of Japan, Regarding Japan -Canada Relations
Takako Ito, Consul General of Japan was present regarding Japan -Canada
Relations. She made a verbal presentation to accompany an electronic
presentation. Ms. Ito explained that Japan and Canada share values and a
common vision for a more prosperous and peaceful world: Democracy, Human
Rights, Free & Open Economy, Rule of Law, etc. She stated that Canada is a
major developed country which is politically stable, increasingly interested in Asia
Pacific. Ms. Ito noted that Canada has abundant natural resources, advanced
technologies and industries including well -developed service sector. She
provided comparisons between Japan and Canada, specifically regarding our
economic relations. Ms. Ito highlighted the economic strengths and the
sophisticated market in Japan. She explained that there are many incentives
offered by the Japanese National Government for foreign trade. Ms. Ito advised
the Committee on what Japanese companies seek for overseas expansion. She
explained that the Japanese External Trade Organization (JETRO) is a
government -related organization working to promote mutual trade and
investment between Japan and the rest of the world. Ms. Ito Japan answered
questions from the Committee.
Regional Chair John Henry brought greetings to the Council General of Japan on
behalf of Durham Region.
Recess
Resolution # GG-423-19
Moved by Councillor Traill
Seconded by Councillor Zwart
That the Committee recess for 10 minutes.
Carried
The meeting reconvened at 10:16 AM with Mayor Foster in the Chair.
Resolution # GG-424-19
Moved by Councillor Zwart
Seconded by Councillor Traill
That the presentation from Takako Ito, Consul General of Japan, be received
with thanks; and
That the Newcastles of the World Committee be thanked for their efforts.
Carried
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General Government Committee September 23, 2019
Resolution # GG-425-19
Moved by Councillor Jones
Seconded by Councillor Hooper
Communication Item 9.7, Christine McSorley, Newcastles of the World,
Municipality of Clarington Representative at the Newcastle of the World
Conference 2020, be added to the Agenda.
Carried
Alter the Agenda
Resolution # GG-426-19
Moved by Councillor Traill
Seconded by Councillor Hooper
That the Agenda be altered to consider Report CAO-010-19, Cedar Crest Beach
Update, at this time.
Carried
19.1 CAO-010-19 Cedar Crest Beach Update
Resolution # GG-427-19
Moved by Councillor Traill
Seconded by Councillor Hooper
That Report CAO-010-19, Cedar Crest Beach Update, be referred to the
November 25, 2019, General Government Committee meeting.
Referred
2. New Business — Introduction
Councillor Jones asked that a new business item, regarding a Stop Sign on
Prestonvale Road, be added to the New Business — Consideration section of the
agenda.
3. Adopt the Agenda
Resolution # GG-428-19
Moved by Councillor Hooper
Seconded by Councillor Traill
That the Agenda for the General Government Committee meeting of September
23, 2019 be adopted with the addition of a New Business Item, regarding a Stop
Sign on Prestonvale Road.
Carried
4. Declaration of Interest
There were no disclosures of interest stated at this meeting.
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General Government Committee September 23, 2019
5. Announcements
Members of Committee announced upcoming community events and matters of
community interest.
6. Adoption of Minutes of Previous Meeting
6.1 Minutes of the Joint General Government and Planning and Development
Committee September 9, 2019
Resolution # GG-429-19
Moved by Councillor Hooper
Seconded by Councillor Jones
That the minutes of the meeting of the Joint General Government and Planning
and Development Committee meeting held on September 9, 2019, be approved
with the following changes:
Item 17.1 — was seconded by Councillor Hooper, not Councillor
Jones
Item 12.6 — Councillor Neal conveyed, via Councillor Jones, that his
declaration of an interest was indirect, not direct.
Carried
7. Delegations
7.1 DJ Nascimento, Mosey & Mosey, Regarding Report COD-016-19, Health
Benefit Program Renewal 2019
DJ Nascimento, Mosey & Mosey, was present regarding Report COD-016-19,
Health Benefit Program Renewal 2019. Mr. Nascimento explained that the
employee group benefits for the Municipality of Clarington are underwritten by
Sun Life and Chubb Insurance, which are both scheduled to renew effective
November 1, 2019. He advised the Committee that Attachment 1 to Report
COD-016-19, includes the insurers' proposed renewal rate adjustments by
benefit and subsequent negotiated adjustments. Mr. Nascimento noted that the
overall proposed adjustment is 8.6% to the current monthly rates, which is a
monthly premium increase of $26,978 including PST. Mr. Nascimento answered
questions from the Committee.
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General Government Committee September 23, 2019
7.2 Donna Lanigan regarding Green Bins in Clarington
Donna Lanigan was present regarding green bins in Clarington. She explained
that composting is an important strategy designed to divert waste from a landfill,
or from incineration. Ms. Lanigan advised the Committee that we are
experiencing an urgent situation in Clarington. She is concerned with the green
bin collection, and she found that, on one morning, 444 residents that didn't have
green bins in her immediate neighborhood and some didn't even have blue bins.
Ms. Lanigan noted that there was a roll out of green bins July 2006 in Durham
Region and 132,000 green bins were delivered to homes across Whitby, Ajax,
Oshawa & parts of Pickering. She advised the Committee that the Municipality of
Clarington was not a part of this roll out. She stated that the cost of the green bin
rollout was covered by the Region's solid waste reserve fund, which is intended
for large capital purchases, such as the green bins. Ms. Lanigan noted that you
can purchase green bins, but added that she believes that it should not be a
money maker. She advised the Committee that it is costing taxpayers a lot more
money to burn garbage and therefore it would be in everyone's best interest to
get composting working successfully. Ms. Lanigan stated that green bins should
be free, and that there shouldn't be a price tag on the importance of composting.
She explained that we shouldn't just sit back and do nothing to improve the
composting problems in Clarington. Ms. Lanigan stated that residents are not
able to buy/obtain green bins outside of business hours. She advised the
Committee that she has submitted a request to the Region and they indicated
that the Compliance Officer starts work after the garbage is picked up. Ms.
Lanigan advised the Committee that we should work with residents, to make
them more informed and that we have to make composting a priority because we
are being burdened with too much garbage and too much burning. She stated
that Canadians waste $31 billion in food every year, nearly 50% of the waste
occurs in the home. Ms. Lanigan explained that composting is a good solution,
and we have to work to make it successful in Clarington. She noted that with an
increase in tonnage at the incinerator being ask for and the anaerobic digestion
facility which costs $165 million, it is time to act now to improve composting. She
answered questions from the Committee.
Resolution # GG-430-19
Moved by Councillor Zwart
Seconded by Councillor Traill
That staff be directed to investigate ways, with the Region, to make compost bins
more accessible to residents to increase participation in the composting process.
Carried
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General Government Committee September 23, 2019
8. Communications — Receive for Information
8.1 Minutes of the Newcastle Business Improvement Area dated September 12,
2019
Resolution # GG-431-19
Moved by Councillor Zwart
Seconded by Councillor Jones
That Communication Item 8.1, be received for information.
Carried
9. Communications — Direction
9.1 Memo from George Acorn, Acting Director of Community Services,
Regarding Land Acknowledgement Statement - Update
Resolution # GG-432-19
Moved by Councillor Zwart
Seconded by Councillor Traill
That the request for an extension to report back regarding the Land
Acknowledgment Statement Report to October 15, 2019 General Government
Committee meeting, be approved.
Carried
9.2 Christine Tarling, Director of Legislated Services & City Clerk, City of
Kitchener, Regarding Producer Requirements for Packaging in Ontario
Resolution # GG-433-19
Moved by Councillor Zwart
Seconded by Councillor Traill
That the following resolution from City of Kitchener, regarding Producer
Requirements for Packaging in Ontario, be endorsed by the Municipality of
Clarington:
Whereas the Province of Ontario, through the Ministry of the
Environment, Conservation and Parks, has posted a discussion paper
entitled "Reducing Litter and Waste in our Communities";
Whereas producer responsibility has not been adequately addressed by
the Province of Ontario;
Whereas a successful deposit/return program for single use plastic,
aluminum and metal drink containers has been in existence in other
Provinces in Canada including Newfoundland, Nova Scotia and British
Columbia;
Whereas these successful programs have eliminated many of these
containers from the natural environment;
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General Government Committee September 23, 2019
Whereas the City of Kitchener is committed to climate action and
understanding our role as a municipality in a globalized world and the
need to be prepared for the effects of climate change;
Whereas the City of Kitchener has declared a climate emergency with
the directive to provide continued support to corporate and community
climate action;
Therefore be it resolved that the City of Kitchener call upon the Province
of Ontario, through the discussion paper entitled "Reducing Litter and
Waste in our Communities", to review and implement a deposit/return
program for recycled plastics, aluminum and metal drink containers; and,
Be it further resolved that the Province of Ontario be requested to review
producer requirements and look for extended producer responsibility for
all packaging; and,
Be it finally resolved that this resolution be forwarded to the Honourable
Premier of Ontario; the Minister of the Environment, Conservation and
Parks; the Minister of Municipal Affairs and Housing; the Local Members
of Provincial Parliament; the Association of Municipalities of Ontario; and
the Region of Waterloo;
That the Federal Government be requested to continue to support policies and
programs to require product manufacturers, of goods made in Canada as well as
goods imported into Canada, to be more responsible through the reduction of
plastic packaging, the use of reusable, recyclable and compostable plastics, and
through a prohibition of non -recycling packaging; and
That the Honourable Catherine McKenna, Minister of Environment and Climate
Change, The Honourable Erin O'Toole — MP Durham and the Honourable Kim
Rudd — MP Northumberland — Peterborough South be advised of Council's
decision.
Carried
9.3 Christine Tarling, Director of Legislated Services& City Clerk, City of
Kitchener, regarding Christine Tarling, Director of Legislated Services&
City Clerk, City of Kitchener, regarding Single -use Disposable Wipes
Resolution # GG-434-19
Moved by Councillor Zwart
Seconded by Councillor Jones
That the following resolution from City of Kitchener, regarding Single -use
Disposable Wipes, be endorsed by the Municipality of Clarington:
Whereas in 2018 the City of Kitchener implemented a sustainable
funding model Water Infrastructure Project (WIP) for the city's water,
sanitary and stormwater infrastructure to ensure the safe delivery of
these valued utilities;
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General Government Committee September 23, 2019
Carried
Whereas in 2018 a multi -year initiative approved through the WIP has
already improved several key measures of water quality, and proactive
maintenance has reduced the risk of flooding in high -risk areas;
Whereas in 2018 the City has already seen a number of impacts due to
the implementation of the WIP including: 48% decrease in complaints
related to discoloured water; Storm main repairs increased by 27 per
cent; 300 metric tonnes of sediment removed from catch basins; and,
2,200 properties protected against backflow and cross -connection
contamination;
Whereas Single -use wipes are a $6-billion industry and growing, and are
now being advertised as the clean alternative to toilet paper and are safe
to flush;
Whereas there is no one standard for what the word "flushable" means;
Whereas Single -use wipes are in fact not safe to flush as they are
buoyant; are not biodegradable; and, are unable to break down into
small pieces quickly;
Whereas Single -use wipes accumulate in the sewer system and
eventually clog the sanitary sewer system costing municipalities
hundreds of millions of dollars in additional repairs and maintenance
costs each year to municipal sewer systems across the country; and
Whereas there is a lack of public awareness of the impact caused by
non-flushable wipes being flushed down toilets and consumer education
and outreach could play a large part in reducing the impact;
Therefore be it resolved that the City of Kitchener lobby the Federal
Government, to review regulations related to consumer packaging on
single -use wipes to remove the word flushable; and,
Be it finally resolved that this resolution be forwarded to the Right
Honourable Prime Minister of Canada; the Honourable Premier of
Ontario; the Minister of the Environment, Conservation and Parks; the
Minister of Municipal Affairs and Housing; the Association of
Municipalities of Ontario; the Local Members of Provincial Parliament;
the Region of Waterloo; and, all Municipalities within the Province of
Ontario.
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General Government Committee September 23, 2019
9.4 Sharon Baird and Les Gariscsak, Regarding an Amendment to By-law
2015-047, The Discharge and Sale of Fireworks
Resolution # GG-435-19
Moved by Councillor Zwart
Seconded by Councillor Traill
That Communication Item 9.4, be referred to staff to report back.
Carried
9.5 Julie Bouthillette, CAO/Clerk-Treasurer, Township of Larder Lake,
Regarding Electronic Delegations
Resolution # GG-436-19
Moved by Councillor Jones
Seconded by Councillor Traill
That the following resolution from the Township of Larder Lake, regarding
Electronic Delegation, be endorsed by the Municipality of Clarington:
Whereas Council has discussed lobbying the provincial ministers to
allow for electronic delegation;
Whereas Council feels that it is unjust to have to attend expensive
conference to be able to have a delegation with Ministers or the Premier;
Therefore, Council request that the Ministers and the Premier offer
electronic delegations to small and rural Municipalities that do not have
sufficient budget to attend conferences; and
Further that this resolution be sent to the Premier and all the Ministries
for their consideration.
Carried
9.6 Chris Darling, Chief Administrative Officer, CLOCA, regarding Changes to
the Conservation Authorities Act
Resolution # GG-437-19
Moved by Councillor Jones
Seconded by Councillor Hooper
That the following resolution from Central Lake Ontario Conservation Authority,
regarding Changes to the Conservation Authorities Act, be endorsed by the
Municipality of Clarington:
Whereas the Province of Ontario intends to release regulations under
the Conservation Authorities Act that will define conservation authority
mandatory programs and services and further details on the process of
defining non -mandatory program and services through agreement with
municipal partners;
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General Government Committee September 23, 2019
Be it resolved that the Central Lake Ontario Board of Directors
recommends that the province engage in early pre -consultations with
Central Lake Ontario Conservation, other conservation authorities and
member municipalities to define the governing regulations under the
Conservation Authorities Act related to core and non -core program
areas;
That the Central Lake Ontario Conservation Board of Directors invites
the Minister of the Environment, Conservation and Parks to meet with
conservation authorities to fully understand the funding structure and
local benefit of our programs and to help us deliver provincial priorities in
a responsible and sustainable manner; and
That a copy of this report and resolution be forwarded to the Honourable
Doug Ford, Premier of Ontario, the Honourable Jeff Yurek, Minister of
the Environment, Conservation and Parks, watershed MPPs and
regional and local municipal councils.
Carried
9.7 Christine McSorley, Newcastle's of the World, Municipality of Clarington
Representative at the Newcastle of the World Conference 2020
Resolution # GG-438-19
Moved by Councillor Traill
Seconded by Councillor Zwart
That Communication item 9.7, be referred to the Council Meeting dated October
7, 2019.
Referred
10. Presentations
10.1 Takako Ito, Consul General of Japan, Regarding Japan -Canada Relations
The Presentation from Takako Ito, Consul General of Japan, was considered
earlier in the meeting.
11. Engineering Services Department Reports
No Reports for this section of the Agenda.
12. Operations Department Reports
No Reports for this section of the Agenda.
13. Emergency and Fire Services Department Reports
No Reports for this section of the Agenda.
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General Government Committee September 23, 2019
14. Community Services Department Reports
Councillor Traill chaired this portion of the meeting.
14.1 CSD-008-19 Single Use Plastics in Municipal Buildings
Resolution # GG-439-19
Moved by Councillor Hooper
Seconded by Councillor Jones
That Report CSD-008-19 be received;
That Council direct staff to develop and implement a program for the elimination
of single use plastics in municipal facilities and buildings, where there exists an
environmentally responsible alternative;
That staff report back to Council after six months on the highlights of the program
and the results achieved; and
That the Clarington Public Library, Clarington Museums & Archives and
Municipality owned/Board operated Community Halls and Arenas be advised of
the decisions of Council.
Carried
15. Municipal Clerk's Department Reports
Councillor Jones chaired this portion of the meeting.
15.1 CLD-019-19 Appointments to Fill Vacancies on Various Boards and
Committees
Resolution # GG-440-19
Moved by Mayor Foster
Seconded by Councillor Traill
That Report CLD-019-19 be received;
That the Committee consider the applications for appointments to the various
boards and committees, and that the vote be conducted to appoint the citizen
and Council representatives to the various boards and committees, in
accordance with the Appointment to Boards and Committees Policy;
That the Municipal Clerk's Department be authorized to continue to advertise for
the remaining vacancies on the Newcastle Arena Board, Newcastle Village
Community Hall Board and the Livestock Valuers;
That the resignation of Glynn Green, from the Committee of Adjustment and
Connor Visser, from the Clarington Public Library, be received;
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General Government Committee September 23, 2019
That Katherine Warren, current Chair of the Museum and Archives Board, be
appointed to fill the vacancy on the Clarington Public Library Board; and
That all interested parties listed in Report CLD-019-19, and any delegations be
advised of Council's decision.
Carried
Committee of Adjustment
Noel Gamble was appointed to the Committee of Adjustment for a term ending
December 31, 2022 or until a successor is appointed.
Samuel Wilmot Nature Area Management Advisory Committee
Carrie -Anne Atkins was appointed to the Samuel Wilmot Nature Area
Management Advisory Committee of Clarington for a term ending December 31,
2022 or until a successor is appointed.
15.2 CLD-020-19 New Legislation Regarding Drinking in Parks (i.e. Tailgate
Parties)
Resolution # GG-441-19
Moved by Mayor Foster
Seconded by Councillor Traill
That Report CLD-020-19 be received;
That the Municipal Clerk, in consultation with relevant Staff, be authorized to
make decisions with respect to proposed Tailgate Events on Municipal Property;
and
That all interested parties listed in Report CLD-020-19, and any delegations be
advised of Council's decision.
Carried
16. Corporate Services Department Reports
Mayor Foster chaired this portion of the meeting.
16.1 COD-014-19 Benefits Cost Containment Best Practices
Resolution # GG-442-19
Moved by Councillor Hooper
Seconded by Councillor Traill
That Report COD-014-19 be received for information.
Carried
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General Government Committee September 23, 2019
16.2 COD-015-19 Supply and Deliver Two Single Axle Cab and Chassis Trucks
with Snow Plow, Wing and U Body Dump Spreader
Resolution # GG-443-19
Moved by Councillor Hooper
Seconded by Councillor Traill
That Report COD-015-19 be received;
That Premier Truck Group with a total bid amount of $478,840.00 (Net HST
Rebate) being the lowest compliant bidder meeting all terms, conditions and
specifications of Tender CL2019-26 be awarded the contract for the Supply and
Delivery of Two Single Axle Cab and Chassis Trucks with Snow Plow, Wing and
U Body Dump Spreader, as required by the Operations Department;
That the funds required for this project in the amount of $478,840.00 (Net HST
Rebate) be funded by the Municipality from the approved budget allocations as
follows:
Description Account Number Amount
Fleet Replacement Roads 110-36-388-83642-7401 $478,840
That all interested parties listed in Report COD-015-19, and any delegations be
advised of Council's decision.
Carried
16.3 COD-016-19 Health Benefit Program Renewal 2019
Resolution # GG-444-19
Moved by Councillor Traill
Seconded by Councillor Hooper
That Report COD-016-19 be received;
That the presentation by DJ Nascimento from Mosey & Mosey be accepted with
thanks and advised of Council's decision;
That Council approve the recommendation by Mosey & Mosey to transfer the
Extended Health and Dental Benefits programs to an Administrative Services
Only (ASO) funding arrangement with Sun Life effective January 1, 2020; with
the renewal for the transition period effective November 1, 2019 until ASO
conversion, at an overall impact of 5.9% as negotiated by Mosey & Mosey;
That the Non-ASO benefit program renewal continue with Sun Life until the next
renewal period for this program on November 1, 2020 under a combined net 0%
impact after moving to the ASO funding model; and
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General Government Committee September 23, 2019
That the Library and Museum be advised of the renewal program, and that they
continue to be invoiced for their portion of the benefit program, as applicable.
Carried
16.4 COD-017-19 Bill 66 Concern Raised by Carpenters' Union Local 27
Resolution # GG-445-19
Moved by Councillor Zwart
Seconded by Councillor Traill
That Report COD-017-19 be received; and
That Bradley Archambault be advised of this report and Council's decision, by
the Municipal Clerk's Office.
Carried
16.5 COD-018-19 CL2019-21 Waterfront Trail Upgrades
Resolution # GG-446-19
Moved by Councillor Traill
Seconded by Councillor Hooper
That Report COD-018-19 be received;
That Gray's Landscaping & Snow Removal Inc. with a total bid amount of
$499,853.79 (Net HST Rebate) being the lowest compliant bidder meeting all
terms, conditions and specifications of Tender CL2019-21 be awarded the
contract Waterfront Trail Upgrades, as required by the Engineering Services
Department;
That the funds required for this project in the amount of $581,200.00 (Net HST
Rebate) which includes the construction cost of $499,853.79 (Net HST Rebate)
engineering design and testing/inspection be funded by the Municipality from the
approved budget allocations as follows:
Pave the Waterfront Trail (Bowmanville 110-32-331- $495,965
Ave. to West Beach Road)(2018 & 2019) 83449-7401
Bowmanville Creek Valley Trail (Baseline 110-32-325- $85,235
to Waterfront) 83257-7401
That all interested parties listed in Report COD-018-19, and any delegations be
advised of Council's decision.
Carried
17. Finance Department Reports
No Reports for this section of the Agenda.
14
Page 19
General Government Committee September 23, 2019
18. Solicitor's Department Reports
No Reports for this section of the Agenda.
19. Chief Administrative Office Reports
19.1 CAO-010-19 Cedar Crest Beach Update
Report CAO-010-19, Cedar Crest Beach Update, was considered earlier in the
meeting.
20. New Business — Consideration
20.1 Stop Sign on Prestonvale Road
Resolution # GG-447-19
Moved by Councillor Jones
Seconded by Councillor Zwart
That staff report back to the General Government Committee meeting of
November 4, 2019 regarding consideration of a Stop Sign northbound on
Prestonvale Road at Robert Adams Drive to address queuing issues.
Carried
21. Unfinished Business
22. Confidential Reports
No Reports for this section of the Agenda.
23. Adjournment
Resolution # GG-448-19
Moved by Councillor Jones
Seconded by Councillor Zwart
That the meeting adjourn at 11:59 AM.
Carried
Mayor
Deputy Clerk
15
Page 20
Historic Downtown Bowmanville Business Centre (BIA)
Board of Management Meeting Minutes
Tuesday June 11, 2019; 6:30pm
Clarington Meeting Room 1-C
Present: Edgar Lucas, Chair
Laura Holmes, Secretary
Gerri Lucas, Treasurer
Cathy Holmes
Ron Hooper
Absent: Justin Barry
Carrie Hooper
Morgan James
Delegations Present: Tracey Pettigrew
The meeting was called to order by the Chair.
1. Presentation by Delegations
Tracey Pettigrew, owner of Romancing The Home
Expressed concerns over cancellation of the 3-day sidewalk sale in June. Historically, the
Saturday of the sidewalk sale is the largest sales day of the summer for her business and is
concerned that shifting the event to a single day in July will hurt sales. Ms. Pettigrew was
seeking an explanation for why this decision was made and asks that the Board reconsider this
change for next year.
2. Adoption of Minutes
Moved by C. Holmes, seconded by R. Hooper
THAT the minutes of the meeting of May 14, 2019 be approved as circulated.
CARRIED
3. Business Arising from Previous Minutes
(a) Mural Restoration
Councillor Hooper reported that there may be some restoration funds available through
OMAFRA.
(b) Flower Basket Watering
Robert Strickland (Mr. Trim) has withdrawn his services. Negotiations for watering contract
are ongoing with a replacement vendor.
(c) Flower Planters
Page 21
Historic Downtown Bowmanville 2
Business Centre (BIA)
June 2019
The volunteers planted the flowers in the downtown planters two weeks ago and Councillor
Hooper will continue to water these flowers until the contract for watering commences.
(d) Vehicle Towing at Maplefest
The property owner of Service Ontario has not returned any calls or visits to discuss this
issue. The next step will be for the Chair to send an official letter to the property owner to
address the issue of vehicle towing from the parking lot during events.
(e) New Winter Decorations for Street Lamp Posts
(by email) James Printing and Signs will not be able to store the newly ordered decorations.
A quote for installation and removal will be provided once the decorations are delivered.
(f) Request for Elimination of 2 Hour Free Parking in Municipal Lots
Duncan Anderson, Manager of Municipal Law Enforcement, has reviewed the request and
will present it at the September budget meeting of council.
4. Correspondence
Correspondence was received from
i. Victoria Sautner, who is contracted with Cachet Clothing for social media promotion,
regarding the Digital Main Street program and concerns over conflict of interest of
Teresa Shaver from the Business Advisory Centre of Durham (via email)
Tracey Pettigrew, owner of Romancing The Home, expressing concerns related to the
date change for the annual sidewalk sale (via email)
Moved by R. Hooper, seconded by G. Lucas
THAT the correspondence be received for information.
CARRIED
5. Treasurer's Report
The Treasurer presented the following:
i. $66 217.16 is in the current account. From Edward Jones Investments: $15 000 is
coming due now but will be reinvested. $20 000 coming due July 2.
Audit for 2018 is ongoing
Moved by C. Holmes, seconded by L. Holmes
THAT the Treasurer's Report be adopted as presented.
CARRIED
Page 22
Historic Downtown Bowmanville 3 June 2019
Business Centre (BIA)
6. Directors' Reports
(a) Council Liaison — R. Hooper:
Reported that Ontario Power Generation announced yesterday that by 2024 they will be
relocating their headquarters to Clarington bringing 2000 jobs. Crosswalks on King St at
Silver St and Queen St at Division St will go forward this summer. The first Concert in the
Park for 2019 is this Thursday.
(b) Events — C. Holmes:
Reported that Food Truck Friday is set for this Friday. 20 food vendors are scheduled for
Temperance St. and George Andrews DJ (12-5pm), Eric Lambier band (6-10pm) will play on
the stage in the parking lot beside Olympia Restaurant. Summerfest on July 20 planning is
underway and includes the Green Street Challenge. Assistance from the Municipality was
requested on April 25 and went unanswered. Tourism was able to connect Jennifer Stycuk
who will help facilitate.
(c) Membership Relations —J. Barry:
No report
(d) Streetscape — G. Lucas:
Reported that Rekker's flower basket delivery is tentatively scheduled for June 18-19.
(e) Communications— M. James:
Reported (by email) that the number of undeliverable email addresses has reduced
drastically.
(f) Website — L. Holmes:
Reported that updates have been made to Food Truck Friday and Summerfest event pages.
Access to the Historic Downtown Bowmanville Instagram account has been recovered and a
few posts were made this week.
(g) Media Relations — C. Hooper:
No Report.
7. New Business
(g) Concerts in the Park
Moved by C. Holmes, seconded by L. Holmes
Page 23
Historic Downtown Bowmanville 4 June 2019
Business Centre (BIA)
THAT a sign advertising Concerts in the Park will be installed at the Roegnik Drive sign posts.
CARRIED
(h) Business/Property Changes
Jakes has closed effective May 29. Shooters Billiards has closed. Gay Construction has
purchased the CIMA+ building. Coffee and Cakes business is up for sale.
(i) Parking Meters
Moved by L. Holmes, seconded by G. Lucas
THAT a permanent request be sent to council to bag the parking meters for the entire
month of December, annually.
CARRIED
8. Date of Next Meeting
The next meeting of the Board of Management is scheduled to be held on Tuesday September
17, 2019 commencing at 6:30pm in Clarington Meeting Room 1-A.
9. Adjournment
Moved by R. Hooper, seconded by L. Holmes
THAT the meeting adjourn.
The meeting adjourned at 8:27pm.
CARRIED
Page 24
GANARASKA REGION CONSERVATION AUTHORITY
MINUTES OF THE BOARD OF DIRECTORS
September 19, 2019
GRCA 05/19
1. Welcome and Call to Order
The Chair called the Ganaraska Region Conservation Authority Board of Directors
meeting to order at 7:15 p.m.
MEMBERS PRESENT: Jeff Lees, Chair - Municipality of Port Hope
Mark Lovshin, Vice Chair - Township of Hamilton
Nicole Beatty - Town of Cobourg
Tim Belch - Township of Cavan Monaghan
Greg Booth - Township of Alnwick/Haldimand
Brian Darling - Town of Cobourg
Vicki Mink - Municipality of Port Hope
Joe Neal - Municipality of Clarington
Tracy Richardson - City of Kawartha Lakes
ALSO PRESENT: Linda Laliberte, CAO/Secretary-Treasurer
Cory Harris, Watershed Services Coordinator
Ken Thajer, Planning and Regulations Coordinator
George Elgear, General Superintendent
Pam Lancaster, Stewardship Technician
Mike Smith, Water Resources Technician
Ed Van Osh, Forest Recreation Technician
Gus Saurer, Forester
Members of the public
ABSENT WITH
REGRETS: Margaret Zwart - Municipality of Clarington
ALSO ABSENT:
The Chair introduced Cody Harris, Watershed Services Coordinator, to the Board of
Directors. The Board members welcomed Cory.
2. Disclosure of Pecuniary Interest
None
3. Minutes of Last Meeting
Joe Neal brought forward a concern that he had voiced at the last meeting in regards to
the lack of maintenance of a walking trail. Staff spoke to the maintenance that has been
carried out as well as the removal of dead trees from the trails. Staff will contact Mr. Neal
directly to receive specific trail location.
Page 25
Minutes GRCA Board of Directors 05/19 Page 2
GRCA 30/19
MOVED BY: Brian Darling
SECONDED BY: Mark Lovshin
THAT the Ganaraska Region Conservation Authority approve the minutes of the June 20,
2019 meeting.
CARRIED.
4. Adoption of the Agenda
GRCA 31/19
MOVED BY: Joe Neal
SECONDED BY: Vicki Mink
THAT the Ganaraska Region Conservation Authority adopt the agenda as presented.
CARRIED.
5. Delegations
a) Positively Green, 100+ Priority Projects to Enhance our Greenbelt
Shelley Petrie, accompanied by Kevin Beaulieu, of the Friends of the Greenbelt
Foundation provided the Board of Directors with an overview of a collaborative initiative
between the Conservation Authorities on the Greenbelt. "Positively Green" has more than
100 shovel -ready priority projects on the ground in communities across the Greater
Golden Horseshoe. These projects are community -facing and provide real, tangible
examples of how climate action benefits people and neighborhoods directly. The Friends
of Greenbelt Foundation is presenting to all the Conservation Authorities across the
Greenbelt to ask for their support in endorsing "Positively Green" which will be used to
seek out potential funding partners.
GRCA 32/19
MOVED BY: Brian Darling
SECONDED BY: Mark Lovshin
THAT the presentation by Friends of the Greenbelt Foundation be received;
AND FURTHER THAT the Positively Green project be endorsed.
CARRIED.
b) A Natural Waterfront Park for Cobourg
Richard Pope, accompanied by Margaret Bain, made a presentation to inform the Board
of a proposal that is being presented to the Town of Cobourg Council to create a Natural
Heritage Waterfront Park. The presenters' intention was to inform the Ganaraska Region
Conservation Authority (GRCA) of the initiative and to bring the planned proposal to the
Board in the event that GRCA would have some input. Mr. Pope asked that the GRCA
endorse the proposal.
There was discussion at the Board to receive the presentation for information. There was
an amended motion put forward.
Page 26
Minutes GRCA Board of Directors 05/19 Page 3
GRCA 33/19
MOVED BY: Joe Neal
SECONDED BY: Greg Booth
THAT the Board of Directors refer the presentation to staff for a report back to the Board
at a future meeting.
CARRIED.
c) Sandaraska Park Social Committee Presentation.
Jackie Stewart and Ray Feraday, of the Sandaraska Park Social Committee, presented a
cheque for $1,040.00 from fundraising initiatives for the Ganaraska Forest. The Chair
thank the Sandaraska Park Social Committee for their generous donation to the
Ganaraska Forest.
6. Presentations
a) Lake Ontario Flooring and Plan 2014
Mike Smith, Water Resources Technician, provided the Board of Directors with an update
on Lake Ontario flooding conditions of 2017 and 2019, including water levels,
inflows/outflows, regulations, causes of the flooding and what the International Joint
Commission (IJC) is doing to address concerns. He described the set of rules in Plan
2014 that are used by the IJC in regulating outflows and further compared the outcomes
under the new plan with those of the previous regulation plan.
A copy of the presentation will be sent to the Board members. Board members followed
up with questions in regards to the presentation.
GRCA 34/19
MOVED BY: Nicole Beatty
SECONDED BY: Vicki Mink
THAT the Board of Directors receive the Lake Ontario Flooding and Plan 2014
presentation for information.
CARRIED.
Nicole Beatty arrived at 8.28 during the presentation.
7. Business Arising from Minutes
a) Review of 2018 Financial Statements
Linda Laliberte, CAO/Secretary Treasurer, provided an overview of the 2018 Financial
Statements focusing on the "Amortization of Tangible Capital Assets".
b) 2020 Preliminary Budget and Municipal Levy
Joe Neal asked questions in regards to the difference in Watershed Services from 2019
to 2020. The CAO/Secretary Treasurer reported some of the 2019 initiatives would be
completed during the year reducing the budget program area.
Page 27
Minutes GRCA Board of Directors 05/19 Page 4
GRCA 35/19
MOVED BY: Vicki Mink
SECONDED BY: Mark Lovshin
THAT the Board of Directors receive the 2020 Preliminary Budget for information and,
FURTHER THAT the budget be forwarded to the watershed municipalities, indicating in
the cover letter, that the vote to approve the 2020 levy will be taken at the November
2019 Board of Directors meeting.
CARRIED.
8. Correspondence
a) 09-19 Letter from Jeff Yurek, Minister of the Environment, Conservation and Parks
b) 10-19 cc email to Kim Gavine, Conservation Ontario from Jeff Yurek, MECP
Board members asked questions in regards to core and non -core programs. Staff
indicated that these have yet to be defined.
GRCA 36/19
MOVED BY: Joe Neal
SECONDED BY: Brian Darling
THAT the Board of Directors receive the correspondence for information.
CARRIED.
9. Applications under Ontario Regulation 168/06:
Permits approved by Executive:
GRCA 37/19
MOVED BY: Mark Lovshin
SECONDED BY: Brian Darling
THAT the Board of Directors receive the permits for information.
CARRIED.
Permit Application requiring Ganaraska Region Conservation Authority Board of Directors
discussion:
None
10. Committee Reports:
a) Ganaraska Forest Recreation Users Committee — September 5, 2019
The members discussed some of the current issues concerning maintenance as well as
some of the current discussion at their municipalities in regards to motorized use.
GRCA 38/19
MOVED BY: Tracy Richardson
SECONDED BY: Tim Belch
Page 28
Minutes GRCA Board of Directors 05/19
Page 5
THAT the Board of Directors receive the Ganaraska Forest Recreation Users Committee
minutes for information.
CARRIED.
11. New Business:
a) Response to Minister Yurek's August 16, 2019 letter
GRCA 39/19
MOVED BY: Mark Lovshin
SECONDED BY: Nicole Beatty
THAT the Board of Directors endorse the letter to be sent to Premier Ford and Minister
Yurek.
CARRIED.
12. Other Business
None
13. In Camera
GRCA 40/19
MOVED BY: Vicki Mink
SECONDED BY: Nicole Beatty
THAT the Board of Directors move in camera.
CARRIED.
GRCA 41/19
MOVED BY: Nicole Beatty
SECONDED BY: Brian Darling
THAT the Board of Directors move out of camera.
CARRIED.
GRCA 42/19
MOVED BY; Nicole Beatty
SECONDED BY: Tim Belch
THAT the Board of Directors send the letter as discussed.
CARRIED.
14. Adjourn
The meeting adjourned at 9.53 pm on a motion by Joe Neal.
CHAIR
CAO/SEC RETARY-TREASURER
Page 29
September 25, 2019
Kelly Lackner
Senior Business Consultant
Ministry of Transportation
87 Sir William Hearst Ave
` Bldg A Rm 178
Toronto, ON M3M 0134
The Regional Dear Kelly Lackner:
Municipality of
Durham
RE: Red -Light Camera Program Implementation (2019-W-65),
Our File: T02
Corporate Services
Department —
Legislative Services
Council of the Region of Durham, at its meeting held on September 25,
2019, adopted the following recommendations of the Works Committee:
605 Rossland Rd. E.
Level 1
"A) That the Regional Municipality of Durham proceed with the
P.O. Box 623
implementation of twelve (12) Red-light Cameras as identified
Whitby, ON L1N 6A3
Canada
in Attachment #1 to Report #2019-W-65 of the Commissioner
P
of Works to reduce re -light running and improve safety, subject
905-668-7711
to confirmation from the vendor that installations are technically
1-800-372-1102
feasible;
Fax: 905-668-9963
B) That the Commissioner of Works be authorized, subject to
durham.ca concurrence of the Commissioner of Finance and Director of Legal
Services, to negotiate, enter into and execute a standing
agreement with the City of Toronto for Red -Light Camera record
processing including the cost sharing of expenses related to the
operation of the Joint Processing Centre, at an estimated annual
cost of $72,000, with all 2019 costs to be funded from allowances
within the Works Department's 2019 operating budget and
2020/2021 costs within the 2020 and 2021 Business Plans and
Budgets;
C) That the Commissioner of Works be authorized, subject to
concurrence of the Commissioner of Finance and Director of Legal
Services, to negotiate, enter into and execute a standing
agreement with Her Majesty the Queen in Right of Ontario, as
represented by the Ministry of Transportation, for the access and
use of licence plate registration information, at an estimated
annual cost of $35,000, with all 2019 costs to be funded from
allowances within the Works Department's 2019 operating budget
and 2020/2021 costs within the 2020 and 2021 Business Plans
and Budgets;
D) That Regional Council request that the Province of Ontario permit
the use of an Administrative Penalty System for offences issued
by Red -Light Camera;
If you require this information in an accessible forPrnaagte, Rase contact 1-800-372-1102 extension 2097.
E) That the Commissioner of Finance be authorized to negotiate,
enter into and execute a sole source agreement with Traffipax LLC
for the supply, including installation and operation, of 12 red-light
cameras, based on a Contract awarded through the City of
Toronto's Request for Proposal No. 9148-15-5000 for "The
Supply, Installation, Operation, and Maintenance of Red -Light
Camera Systems within the City of Toronto and Other
Municipalities within Ontario." In April of 2015, and as permitted
under Article 13 of the Region's Purchasing By-law 68-2000, with
the following provisions:
i) Contract period of two years and one month, commencing
December 1, 2019 with an estimated total value of
approximately $1,000,000 (i.e., approximately $500,000 per
year), excluding taxes, with all 2019 costs to be funded from
allowances within the Works Department's 2019 operating
budget and 2020/2021 costs within the 2020 and 2021
Business Plans and Budgets; and
ii) Option to renew the contract for an additional five years,
commencing January 1, 2022, subject to annual budget
approval, for an estimated total value of approximately
$4,000,000, excluding taxes;
F) That pre -budget approval be granted for the annual costs to
administer the program, in both 2020 and 2021, in the amount of:
i) $800,000, in both years, for Works Department red-light
camera expenses; and
ii) $350,000, in both years, for Legal Provincial Offences Act
red-light camera expenses;
G) That the Director of Legal Services be authorized to submit
applications and other documents as may be required to the
Province of Ontario or Ministry of Transportation for the
appointment of any Regional employees as Provincial Offence
Officers to implement the Region's Red -Light Camera Program;
H) That staff report back to the Works Committee with an update on
the Red -Light Camera program, including information on red-light
running violations and program expenses and revenues in fall
2020; and
1) That a copy of Report #2019-W-66 of the Commissioner of Works
be sent to the Ministry of Transportation — Ontario, the City of
Toronto and all area municipalities within the Regional Municipality
of Durham."
Page 31
2atpi'v watto-w
Ralph Walton,
Regional Clerk/Director of Legislative Services
RW/sp
S. Siopis, Commissioner of Works
All Region of Durham Municipalities
City of Toronto
Page 32
0
DU RHAM
REGION
The Regional
Municipality of
Durham
Corporate Services
Department —
Legislative Services
605 Rossland Rd. E.
Level 1
P.O. Box 623
Whitby, ON L1 N 6A3
Canada
905-668-7711
1-800-372-1102
Fax: 905-668-9963
durham.ca
September 27, 2019
Kelly Lackner
Senior Business Consultant
Ministry of Transportation
87 Sir William Hearst Ave
Bldg A Rm 178
Toronto, ON M3M 0134
Dear Kelly Lackner:
RE: Automated Speed Enforcement Program Implementation
(2019-W-66), Our File: T02
Council of the Region of Durham, at its meeting held on September 25,
2019, adopted the following recommendations of the Works Committee:
"A) That the Regional Municipality of Durham proceed with the
implementation of an Automated Speed Enforcement program at
the twenty-two locations identified in Attachment #1 to Report
#2019-W-66 of the Commissioner of Works to reduce operating
speeds and improve safety;
B) That the Commissioner of Works, subject to the concurrence of
the Commissioner of Finance and Director of Legal Services, be
authorized to negotiate, enter into and execute an agreement with
the City of Toronto for Automated Speed Enforcement record
processing including the cost sharing of expenses related to the
operation of the Joint Processing Centre with all 2019 costs to be
funded from allowances within the Works Department's 2019
operating budget and 2020 to 2024 for costs within the 2020 to
2024 Business Plans and Budgets;
C) That the Commissioner of Works, subject to the concurrence of
the Commissioner of Finance and Director of Legal Services, be
authorized to negotiate, enter into and execute an agreement with
Her Majesty the Queen in Right of Ontario, as represented by the
Ministry of Transportation, for the access and use of licence plate
registration information with all 2019 costs to be funded from
allowances within the Works Department's 2019 operating budget
and 2020 to 2024 for costs within the 2020 to 2024 Business
Plans and Budgets;
D) That Regional Council request that the Province of Ontario permit
the use of an Administrative Penalty System for offences issued
by Automated Speed Enforcement;
E) That the Commissioner of Finance be authorized to negotiate,
enter into and execute a sole source agreement with Redflex
Traffic Systems (Canada) Limited (vendor identified through City
If you require this information in an accessible forPrnaagte, pease contact 1-800-372-1102 extension 2097.
of Toronto RFP 9148-0048) for the supply, including installation
and operation of Automated Speed Enforcement equipment as
permitted under Article 13 of the Region's Purchasing By-law 68-
2000, as amended;
F) That the term of the contract with Redflex Traffic Systems
(Canada) Limited be for a period of five years and one month
commencing December 1, 2019 with an estimated total value of
approximately $2,000,000, excluding taxes, with all 2019 costs to
be funded from allowances within the Works Department 2019
operating budget and 2020 to 2024 costs within the 2020 to 2024
Business Plans and Budgets;
G) That the Commissioner of Works, subject to the concurrence of
the Commissioner of Finance and Director of Legal Services be
authorized to exercise an option to renew the contract for an
additional five years, commencing July 16, 2024, to operate the
automated speed enforcement system, subject to budget
approval, for an estimated total of approximately $4,000,000,
excluding taxes;
H) That pre -budget approval be granted for the annual costs to
administer the program, in 2020 to 2024, in the amount of:
i) $500,000, in all years, for Works Department automated
speed enforcement expenses; and
ii) $350,000, in all years, for Legal Provincial Offences Act
automates speed enforcement expenses;
1) That staff report back to the Works Committee with an update on
the Automated Speed Enforcement program, including information
on speed violations and program expenses and revenues, in fall
2020; and
J) That a copy of Report #2019-W-66 of the Commissioner of Works
be forwarded to the Ministry of Transportation — Ontario, the
Ministry of the Attorney General — Ontario, all area municipalities
and Durham Regional Police Services."
1Z cttpYv W cato-Ev
Ralph Walton,
Regional Clerk/Director of Legislative Services
RW/sp
See attached list.
Page 34
S. Siopis, Commissioner of Works
Ministry of the Attorney General — Ontario
All Region of Durham Municipalities
Durham Regional Police Service
Page 35
Ministry of
Transportation
Major Projects Office
Central Region
7"' Floor
159 Sir William Hearst Ave
Toronto, ON M3M 1J8
Tel (416) 235-3749
Fax (416) 235-5339
September 30, 2019
Clerks Department
Municipality of Clarington
Administrative Center
40 Temperance Street
2nd Floor
Bowmanville ON LiC 3A6
Ministere des
Transports
Bureau des grands projets
Region du Centre
7e 6tage
159, avenue Sir William Hearst
Toronto, ON M3M 1 J8
T61: 416 235-3749
T616c:416 235-5339
Ontario 0
Re: Amendments to Ontario Regulation 619 — Speed Limits, under the Highway
Traffic Act for Highway 407 and Highway 418 in Clarington
To Whom it may Concern:
The Ministry of Transportation is proposing legislative amendments to Ontario Regulation
619 — Speed Limits, under the Highway Traffic Act (H.T.A) related to Highways 407 and
418 in the Municipality of Clarington.
The ministry is proceeding with legislative changes as required to open the final phase of
the Highway 407 East Project which is anticipated by the end of 2019. The actual opening
date has not yet been determined; the Ministry of Transportation will make an
announcement at an appropriate time.
The following H.T.A. regulation amendments are required:
• Regulation 619 - Speed Limits:
The existing Highway 407 eastbound lanes from Solina Road to Highway 418
transitions from 100 km/h to 80 km/h. With the continuation of Highway 407
easterly past Highway 418, the 80 km/h transition will be eliminated in its
entirety;
A posted speed limit of 100 km/h will be established throughout the limits of
Highway 407 from Highway 407 ETR to Highway 35/115;
- The existing Highway 418 southbound lanes from Highway 407 to Taunton
Road transitions from 80 km/h to 60 kmlh and the 60 km/h zone extends to the
to the Taunton Road terminus. With the continuation of Highway 418 southerly,
the 60 km/h transition will be eliminated in its entirety; and
Page 1 cif 6
Page 36
A posted speed limit of 100 km/h will be established throughout the limits of
Highway 418 from Highway 401 to Highway 407.
The following documents are attached to assist with understanding the proposed
legislative amendments:
• Exhibit 1 identifies current speed zones on Highway 407 and Highway 418; and
• Exhibit 2 identifies new speed zones to be implemented upon opening the final
phase of the Highway 407 East Project.
Background Information:
On March 10, 2011, a seamless plan was announced to construct the Highway 407
East Project which was comprised of two P3 contracts to construct and toll three
highways — Highway 407, Highway 412 and Highway 418 (see Exhibit 3). The
following summarizes key dates:
• June 20, 2016, Highway 407 opened to traffic from Brock Road in Pickering to
Harmony Road in Oshawa (20.3 kilometres) and Highway 412, a 10-kilometre
controlled access toll highway extending from Highway 401 in Town of Whitby to
Highway 407 in the City of Pickering; and
• January 2, 2018, Highway 407 opened to traffic an additional 10 kilometres, from
Harmony Road in Oshawa to Highway 418 in the Municipality of Clarington and a
1-kilometre section of Highway 418 from Highway 407 to Taunton Rd in the
Municipality of Clarington.
If you have any questions regarding this matter, please feel free to call Shane Giguere at
(416) 235-5600 or by emailing Shane. Gi__ uq ere@ontario.ca . We welcome comments on
the proposed regulations. If our office does not receive correspondence by October 18,
2019, we will assume your support to the proposed regulatory amendments.
Yours sincerely,
dl�VA�'
Martin Michalek, P. Eng.
Head, Planning and Engineering
CC Shane Giguere
Page 2 o [' b
Page 37
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Page 41
PO BOX 365, Bowmanville, ON, L1 C 3L1
Duncan Anderson
Manager of Municipal Law Enforcement
Municipality of Clarington
2611 Trulls Road, Courtice, ON
September 19, 2019
Dear Mr. Anderson,
Delivered by hand
A motion was passed at the June 2019 Board of Management meeting of the Historic Downtown
Bowmanville Business Centre (BIA) regarding the practice of bagging the street parking meters during
the month of December in Historic Downtown Bowmanville.
The BIA is asking that the Municipality of Clarington consider creating a new policy which would see the
street parking meters located in Historic Downtown Bowmanville bagged for the entire month of
December, each year.
During the busy holiday shopping season having the street parking meters bagged would allow the local
businesses to attract more customers and compete with larger big box stores and malls with ample free
parking.
The BIA respectfully requests that you present this on our behalf.
Sincerely, ] '
Edgar Lucas
Chair, HDB BIA
Laura Holmes
Secretary, HDB BIA
secretary@ bowmanville.com
Page 42
Clarington
Staff 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 Report Number: ESD-007-19
Date of Meeting: October 15, 2019 By-law Number:
Submitted By: Gord Weir, Director of Emergency Services
Reviewed By: Andrew C. Allison, CAO Resolution#:
File Number:
Report Subject: Emergency Services Activity Report — Q2 2019
Recommendation:
1. That Report ESD-007-19 be received for information.
Page 43
Municipality of Clarington
Report ESD-007-19
Report Overview
Page 2
The Emergency and Fire Services Department is responsible for delivering fire suppression
and emergency response, fire prevention and public education programs in accordance with
the Fire Protection and Prevention Act (FPPA). This Report provides Council with an
overview of the activities associated with the Department's Suppression and Fire Prevention
Divisions for Q2 of 2019.
1. Fire Suppression and Emergency Response
1.1. Fire suppression services are delivered in both an offensive and defensive mode,
including search and rescue operations, forcible entry, ventilation, protecting exposures,
salvage and overhaul as appropriate. Emergency pre -hospital care is provided through
medical acts such as defibrillation, standard first aid and cardio pulmonary resuscitation.
1.2. Fire Suppression staff responded to 1069 calls in the second quarter of 2019. Of the
1069 incidents, 26 were property fires with an estimated dollar loss of $652,000.
1.3. The following is a summary of emergency incidents by response type (see Attachment 1
for description):
Response Type
Q2
2018
Q2
2019
% Change
% of Total
2019
Property Fires/Explosions
26
26
0%
2.43%
Outdoor - No Loss Fires &
Burning - Controlled
57
54
-5.26%
5.05%
CO False Calls
40
25
-37.50%
2.34%
False Fire Calls
85
75
-11.76%
7.02%
*Medical/Resuscitator Calls
518
595
+14.86%
55.66%
Other Response
101
123
+21.78%
11.51 %
Overpressure Rupture/Explosion
(No Fire)
0
0
0%
0.00%
Pre Fire Conditions/No Fire
10
19
+90.00%
1.78%
Public Hazard
72
55
-23.61 %
5.14%
Rescue
100
97
-3.00%
9.07%
*See Section 2
Page 44
Municipality of Clarington
Report ESD-007-19
1.4. Call Volume by Geographical Area
(Generated by first vehicle dispatched according to geography)
Page 3
Geographical Area
Call Volume
Call Volume %
Bowmanville and surrounding area
528
49.39%
Newcastle and surrounding area
177
16.56%
Orono and surrounding area
58
5.43%
Courtice and surrounding area
271
25.35%
Enniskillen and surrounding area
35
3.27%
1.5. Annual Total for Comparison at a Glance
Event Type
2015
2016
2017
2018
2019
Call Volume
3,636
3,736
3,675
3,929
2061
Civilian Injuries
3
4
1
1
4
Firefighter Injuries
1
0
0
0
0
Fatalities
1
0
0
0
0
Dollar Loss
$4,563,251
$6,148,757
$4,244,699
$2,738,750
$1,743,012
2. Medical/Resuscitator Calls
2.1. The following chart lists the medical call volume by geographical area.
Emergency Request
Call
Volume
Calla
Volume /a
% of Q2
Calls
Bowmanville and surrounding area
296
49.75%
27.69%
Newcastle and surrounding area
98
16.47%
9.17%
Orono and surrounding area
28
4.71 %
2.62%
Courtice and surrounding area
158
26.55%
14.78%
Enniskillen and surrounding area
15
2.52%
1.40%
Page 45
Municipality of Clarington
Report ESD-007-19
Page 4
2.2. The following chart lists the total medical calls to long-term care (LTC) and medical
facilities.
Total
% of
LTC / Medical Facility
Address
Medical
Medical
Calls
Calls
Glen Hill Marnwood
26 Elgin St.,
6
1.01 %
Bowmanville
Seasons Clarington Retirement
65 Clarington Blvd.,
14
2.35%
Home
Bowmanville
Glen Hill Strathaven
264 King St. E.,
0
0%
Bowmanville
Bowmanville Creek Retirement
105 Queen Street,
11
1.85%
Community
Bowmanville
Fosterbrooke Long Term Care
330 King Ave. West,
2
0.34%
Newcastle
WhiteCliffe Terrace Retirement
1460 Highway 2,
16
2.69%
Residence
Courtice
Bowmanville Clinic
222 King St. E.,
1
0.17%
Bowmanville
Walmart Clinic
2320 Highway 2,
3
°
0.50/°
Bowmanville
Courtice Health Centre
1450 Highway 2,
12
2.02%
Courtice
2.3. 6.08% of Q2 calls were for LTC/medical facilities. Crews arrived on scene prior to EMS
49.23% of the time, at an average of 2.81 minutes. The average time on scene was
10.14 minutes.
3. Fire Prevention Division
3.1. Fire Prevention staff continue to perform a variety of functions in accordance with the
FPPA and policies of the Department focusing on; creating a fire safe community.
These functions are implemented through public education programs and fire
inspections.
Page 46
Municipality of Clarington
Report ESD-007-19
Page 5
3.2. The following is a summary of inspection services performed during the second quarter.
Fire Prevention Activity — Q2
Volume
Complaint Inspections
30
Requested Inspections
69
Self -initiated Inspections
82
Retrofit Inspections
1
Burn Permits
111
Fire Safety Plans Reviews
16
General Plans Reviews
58
Site Visits
35
Fire Investigations
9
FPPA Part 3 Charges Laid
0
FPPA Part 1 Charges Laid
0
3.3. The following is a summary of the various public education activities we attended in the
second quarter of 2019.
Public Education Activity — Q2
Volume
Station Tours
16
School Visit
2
Public Events
13
Safety Lectures
3
Extinguisher Training Events
7
TAPP-C Attendance
1
4. Concurrence
Not Applicable.
5. Conclusion
It is respectfully recommended that this Report be received for information.
Staff Contact: Gord Weir, Director of Emergency & Fire Services, 905-623-5126 ext. 2802 or
gweir@clarington.net.
Attachment:
Attachment 1 — Response Type Description
There are no interested parties to be notified of Council's decision.
Page 47
Attachment 1 to Report ESD-007-19
Response Type Description
Property Fires / Explosions: Instance or destructive and uncontrolled burning
involving structures, vehicles and open area fires, including explosion of combustible
solids, liquids or gasses which may or may not have resulted in a dollar loss.
Outdoor, No Loss Fires: Uncontrolled fires, outdoors, that did not result in a loss,
injury or fatality and is not suspected to be caused by arson, vandalism or children
playing.
Burning Controlled: Complaint call related to outdoor controlled burning, authorized
or unauthorized. Fire Department did not take suppression action.
CO (carbon monoxide) False Calls: A call where it is determined that the detection
equipment malfunctioned or there was a perceived emergency - no CO present.
False Fire Calls: Alarm activation or fire call that when investigated, is determined to
be as a result of equipment failure, malicious/prank, perceived emergency, accidental
activation of alarm by a person.
Medical/Resuscitator Call: Includes a response to a patient(s) suffering from
asphyxia, respiratory condition, convulsions, epileptic, diabetic seizure, electric shock,
traumatic shock, heart attack, stroke, drug related, cuts, abrasions, fractures, burns,
person fainted, nausea and pre -hospital care such as administering oxygen, CPR,
defibrillation, or first aid.
Other Response: Assistance to other Fire Departments, calls cancelled on route,
non -fire incidents where an illegal grow operation or drug operation was discovered.
Overpressure Rupture/Explosion (No Fire): Overpressure rupture/explosion with
no fire, e.g. steam boilers, hot water, bombs, dynamite and gas pipe.
Pre Fire Conditions/No Fire: Incidents with no fire that involve heat or potential pre
fire conditions, e.g. pot on stove, cooking - smoke or steam, lightening and fireworks.
Public Hazard: Includes a response for spills and leaks of a hazardous product such
as natural gas, propane, refrigerant, miscellaneous/unknown, gasoline or fuel, toxic
chemical, radio -active material, power lines down or arcing, bomb, explosive removal
standby, CO (carbon monoxide) or other public hazard.
Rescue: A call for a person in danger due to their proximity to the occurrence and
who is unable to self -evacuate and is assisted by Fire Department personnel, e.g.
vehicle accident, building collapse, commercial/industrial accident, home/residential
accident, persons trapped in elevator, water rescue or water/ice rescue.
Clarington
Staff 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 Report Number: CSD-009-19
Date of Meeting: October 15, 2019 By-law Number:
Submitted By: George Acorn, Acting Director of Community Services
Reviewed By: Andrew C. Allison, CAO Resolution#:
File Number:
Report Subject: South Bowmanville Recreation Centre
Recommendations:
1. That Report CSD-009-19 be received;
2. That Council approve the proposed facility program as presented;
3. That Council refer the proposed Phase I project budget of $48,005,300 to the 2020
budget deliberations;
4. That Council authorize staff to complete the application for funding for this project as
prescribed in the Investing in Canada Infrastructure Program; and
5. That all interested parties listed in Report CSD-009-19 and any delegations be
advised of Council's decision.
Page 49
Municipality of Clarington
Report CSD-009-19
Report Overview
Page 2
In response to one of the Strategic Priorities adopted by Council for the 2019 — 2022 Term,
staff are reporting on a proposed facility program for the South Bowmanville Recreation
Centre. After engaging our key stakeholders and the general public, Council is being
presented a two phase facility construction plan that will address the growing needs of our
community for recreation and leisure activities. The timing of this report coincides with an
infrastructure funding opportunity that could leverage municipal funds with provincial and
federal assistance to provide great value to the taxpayers of Clarington.
1. Background
1.1 At the January 23, 2017 General Government Committee meeting, Report CSD-001-17
was presented, introducing the Indoor Facilities Development Strategy (Strategy). This
Strategy addressed the need to develop a comprehensive facility development plan to
identify future facility needs based on growth of the Municipality, changing demographics
and evolving recreation and leisure trends in our community. The scope of the study was
to look at the facility needs of Clarington to 2031.
1.2 The purpose of this Strategy was to provide both Council and staff a reference to plan for
indoor recreation facility development with a longer term vision that strategically meets
the needs of our residents for that timeframe.
1.3 The Strategic Priorities and Goals for the 2019 to 2022 term of Council included the
following goal; "Develop the concept, financing, project plan and potential construction
schedule for the South Bowmanville Recreation Centre for Council in 2019, for
consideration in the 2020 budget, with a design to follow".
1.4 To accomplish this goal a project team was created, made up of Community Services
staff and Robert Lockhart of the Rethink Group (the Project Team). The work of the team
included: providing an update of the data and findings of the earlier Strategy, conducting
public engagement, holding meetings with key stakeholders and Community Services
staff. The objective was to present to Council, a facility program that would provide an
outline for the design of a recreation facility based on the feedback of the general public,
major indoor facility user groups and staff.
Page 50
Municipality of Clarington Page 3
Report CSD-009-19
2. Public and User Group Engagement
2.1 In June, the Project Team scheduled meetings with facility users to gather feedback on
their program and facility needs, to better inform the team on what the future needs are in
our community from their perspective.
2.2 One meeting focused on our major ice user organizations. Groups in attendance were:
Clarington Minor Hockey Association, Clarington Girls Hockey Association and Clarington
Zone AAA Hockey Association. The focus of this meeting was to discuss current and
future demand for ice and whether or not their program would benefit from the
construction of additional ice pads. A representative from the Newcastle Memorial Arena
Board and one of our local hockey development operators also attended.
2.3 All meeting attendees indicated they currently purchase significant amounts of ice time
outside of Clarington in order to satisfy the needs of their current programs. The lack of
prime time ice prevents any expansion of on -ice programs such as player skill
development. The organizations indicated they would move this additional ice back to
Clarington if ice time is available. Although not specifically stated at this meeting, staff
have received ice allocation requests from Newcastle Village Minor Hockey in past years.
It is anticipated additional ice pads in South Bowmanville would satisfy all of the above
noted ice needs.
2.4 Another meeting focused on a broader group and was attended by: Clarington Swim
Club, Clarington Squash Club, Clarington Minor Lacrosse Association, Clarington Green
Gaels Lacrosse, and Autism Home Base Durham. Discussions with the groups included
whether their current access to space met their operating requirements and if there was a
potential for future growth should access to space increase.
2.5 Clarington Minor Lacrosse advised staff they operate a winter lacrosse program at the
Children's Arena in Oshawa. They would move the program to Clarington if floor time was
available during the fall and winter months. This may be feasible at a future date when
the Darlington Sports Centre has reached the end of useful life as an arena facility.
2.6 Clarington Swim Club expressed a desire to expand their program in the future. They
currently rent 17 hours of pool time per week and would like to increase this to 27 hours,
over a number of years. If a new swimming pool is constructed and the Club were to
relocate, they would no longer have any need for pool time at the Alan Strike Aquatic and
Squash Centre.
2.7 Clarington Squash Club expressed an interest in seeing new courts being included in a
new facility, ideally four single courts and two doubles courts. They stated a need for a
lounge facility (suitable for alcohol events) and for club -style change facilities. This would
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Municipality of Clarington
Report CSD-009-19
Page 4
allow them to host larger tournaments. If new courts were added, they would no longer
have a need for the two courts at the Alan Strike Aquatic and Squash Centre.
2.8 On June 18, 2019, a Community Forum was hosted at the Garnet B. Rickard Recreation
Complex, to gather input from residents and stakeholders on their thoughts about the
proposed South Bowmanville Recreation Centre. Approximately 90 people attended the
session and were organized into 11 discussion groups. After a presentation of
background information, delegates participated in small group discussions.
2.9 The format of the Forum was a facilitated round table discussion. The conversation
focused on three predetermined questions, provided to each table. There were a number
of themes that emerged. These themes pointed to the most important facility
components to those in attendance being:
- Indoor Ice
- Swimming Pools
- Fitness=ellness
- Multipurpose Program/Community Space
- Gymnasium
2.10 It is important to note that there were mixed feelings about a Library Branch, however,
this appeared to be based on confusion surrounding the future of the main branch in
Bowmanville. According to the Clarington Public Library (CPL), the plan is to establish a
branch location at this facility in addition to their main library in downtown Bowmanville.
2.11 Additionally, with the assistance of our Communications Office, the Engage Clarington
web page was used to add an on-line survey providing an opportunity for residents who
could not attend the Community Forum to provide input on what is most needed at this
facility. The survey was active from June 8 to July 9. There were 2,177 respondents that
completed the survey. Since the intent of the survey was to solicit general feedback from
residents across the Municipality we did not collect information on where respondents
lived or their demographic profile.
2.12 The survey was limited to two questions to increase the response rate. Question 1 asked
about the respondent's degree of agreement/disagreement with the key facility
components that were emerging for the proposed facility. Question 2 asked about other
desired amenities and features to be considered. 872 respondents provided an answer
to this question.
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Municipality of Clarington
Report CSD-009-19
Page 5
2.13 Lastly, a workshop was held with the Community Services management/supervisory
team, which represented all areas of the Department. There was robust discussion on
what the possible facility components should be and what, from a staff perspective, were
important factors to consider. Some of the important comments from this session include:
- The need to provide flexible program and community activity space and not
dedicated space for any one age cohort or group. This would help to maximize
access and facility usage.
- The potential impact of adding additional swimming pools should be fully evaluated.
Currently, pools are not fully utilized. The addition of a pool could further spread out
usage, specifically in the case of the Alan Strike Aquatic and Squash Centre.
Further, there is a regional and province -wide challenge in attracting aquatic staff.
Would we be able, in the short term, to adequately staff four aquatic facilities?
- There is an increasing demand for public skating programs. Due to the demand for
prime time ice, the majority of our "drop -in" skating programs run Monday — Friday
during the daytime. There is a growing demand to expand our programs and offer
more options in the evenings and on weekends.
- With the current demand on prime time ice, it is difficult to promote sport tourism and
attract larger events such as hockey tournaments and skating competitions. The
impact these events have on regular programming, due to cancellations, is a
challenge for our ice users.
- There was agreement that minor sports organizations do not have adequate ice time
to properly run their programs and provide opportunities to expand.
- Would there be an impact on existing membership numbers at Courtice Community
Complex fitness centre if a new facility was included in South Bowmanville? Would
we increase our number of members or disperse existing members across two
facilities?
- Is the private sector adequately servicing the fitness needs of our residents,
especially in the immediate area of the proposed facility?
- The need for a walking or running track is regularly expressed by the community to
staff.
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Municipality of Clarington
Report CSD-009-19
Page 6
Major Findings
2.14 Following the extensive community engagement and staff consultation, the conclusions
regarding what is needed in this new recreation centre confirm the findings of the
previous Strategy. We did hear some unique ideas such as including an area for children
attending sibling hockey games to play in, creating a space where community members
feel comfortable gathering, creating multi -purpose space that encourages arts and culture
programming, and the need to provide inclusive spaces such as gender neutral change
rooms and washrooms.
2.15 There is a pent up demand for ice time from our minor sport organizations, as supported
by their need to contract ice outside of the Municipality. This trend is expected to continue
as our population grows.
2.16 While important to identify the needs expressed for a new facility, it is also important to
evaluate and assess demand indicators, trends and other considerations prior to making
the decision to move forward on any particular component. For example, although the
need for a new swimming pool ranked fairly high through the engagement discussions,
usage and other factors need to be considered. Similarly, a fitness/wellness centre was
also popular, however, further investigation is needed before expanding into the
Bowmanville area.
3. Proposed Facility Program — Phase 1
3.1 The proposed program for Phase I, as outlined below, represents the recommendations
of the Project Team.
Twin Pad Arena
3.2 The proposed program includes a twin pad arena facility consisting of two NHL sized ice
surfaces, associated dressing rooms for players and officials, a pre -game warm up area,
storage rooms and spectator seating for each ice pad in the range of 250-300.
3.3 The provision of two additional ice pads will address the pent up demand for additional
ice from both the general public and major sport organizations. As previously stated, a
significant amount of ice is being contracted outside of the Municipality. Not only is this
preventing expansion in some areas of their programs, the lack of prime time ice is
impacting the ability to deliver municipally operated programs.
3.4 The addition of two ice pads will assist staff with the allocation of ice for all residents of
Clarington. In the past we have received ice requests from the Newcastle Village Minor
Hockey Association that unfortunately we were not able to accommodate. During recent
discussions with representatives of the Newcastle Arena Board we restated our desire to
work with them to address any ice time shortages they may have.
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Municipality of Clarington
Report CSD-009-19
Page 7
3.5 As indicated, the addition of two ice pads would enable the Municipality to attract new,
larger special events. This has a positive economic impact through sport tourism and is a
fantastic way to promote Clarington. Currently to achieve this, ice users are negatively
impacted, so there has been a movement away from special events. Staff are confident
these additional ice pads will allow us to grow this area of our business.
Indoor Walking Track
3.6 The proposed program includes a minimum three lane rubber floor indoor walking track.
Although the final design will need to be confirmed, it is anticipated this walking track will
be constructed in the upper level perimeter of the gymnasium. For this reason the length
of the track has not been determined. The space could include a warm-up area and other
fitness/wellness features.
3.7 Although this does not represent a major facility component in terms of capital cost, the
demand for year-round access to walking, regardless of outdoor weather conditions, has
been heard from many of our residents and that this amenity should be considered for
major recreation facility expansion plans in the future.
Gymnasium
3.8 The facility program includes a 10,000 square foot gymnasium that can be dividable into
sections with curtain partitions, access to change room facilities, storage and viewing in
adjacent lobby area.
3.9 The Municipality operates only one full-sized gymnasium located at the Diane Hamre
Recreation Complex. The remainder of the gymnasium based programs and activities are
located in school gymnasiums. Access to school gyms is limited to non -school hours and
school based needs are given priority for space. Although a rare occurrence, we recently
experienced cancellation of school permits due to a labour dispute at area schools.
3.10 Through the engagement process we heard the need to provide flexible use space for a
wide variety of activities. A gymnasium will satisfy this need effectively. This space will
provide early childhood physical literacy skills, increased opportunities for older adult
daytime active sport programming, after school activities as well as various youth and
adult sport drop -ins and programs. Based on the demand for space at Diane Hamre, staff
are confident this will be a valuable addition to this facility.
Page 55
Municipality of Clarington
Report CSD-009-19
Multi -Purpose Community and Programming Space
Page 8
3.11 The facility program includes 6,000 square feet of flexible multi -purpose space, storage
for both Department programs and community groups, a teaching style kitchen facility
and space for floor -based fitness programs.
3.12 It is necessary to include multi -purpose programming space in all facility developments.
The facility will be well served by spaces that satisfy the needs of a recreation centre and
also create the atmosphere of a "Community Hub".
3.13 The program will not include dedicated space for community groups or specific activities,
however, access to kitchen facilities and storage space will allow groups to call the space
`home" when they are in the facility. This will also maximum utilization for daytime and
evening use seven days per week.
Community Services Administrative Office Space and Tourism Office
3.14 In addition to the office and administrative space required for the staff who will be working
in the facility, the program includes 2,700 square feet for the relocation of the
Department's administration staff from 40 Temperance Street, and senior staff currently
working at other facilities.
3.15 In addition to freeing up office space at 40 Temperance Street, this move would allow the
Director and Managers to be closer to our customers, take advantage of efficiencies and
to work closer with their team.
3.16 This facility will not only serve the recreation needs of our residents but will also serve as
a "Community Hub". The facility will also attract a number of out of town visitors who are
here for various sporting events and other activities. For these reasons we are proposing
the Clarington Tourism operations relocate to this facility. We very much see the synergy
between recreation/leisure and tourism and believe this relocation would be a great
addition to the facility.
Branch Library
3.17 At the May 22, 2019 Board Meeting the following resolution was adopted:
Motion LB048-19, "That the Clarington Public Library Board express interest to the
Municipality of Clarington to provide library services at the Bowmanville South location"
3.18 Community Services staff have met with Clarington Public Library staff to discuss
preliminary requirements for a branch library. Based on the size of branch locations in
Newcastle and Courtice it was discussed a branch location at this facility would be in the
10,000 — 12,000 square foot range.
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Municipality of Clarington
Report CSD-009-19
Page 9
3.19 The proposed program includes a 10,000 square foot library branch that will offer a full
range of public library services including: lending services; a dedicated children's space,
program, cultural and educational opportunities; and collaborative creation spaces. The
branch in this facility is considered an adjunct (not a replacement) to the main
Bowmanville Branch on Church Street.
3.20 The proposed branch is envisioned as a flagship for creativity and technology by offering
services that will support lifelong learning and engagement with STEM (Science,
Technology, Engineering, and Mathematics) by way of coding activities and digital
creation tools, such as a 3D printer. The Library will provide programming opportunities
for residents which will support design -centred, computational thinking through a
combination of education and self -directed exploration.
3.21 The branch will include semi -private workspaces/study rooms that can be used for
individual silent study or small group work. Library programming will be conducted in the
facility's joint multi -use programming and community room.
3.22 In 2020 the Library will incorporate museum and archive services into its mandate. The
proposed branch could include a museum and archives exhibits to promote local history
and culture.
3.23 The provincial benchmark for library facility square footage is 0.6 square feet per capita.
Using this benchmark and the 2016 Clarington census population data, Clarington Public
Library has a facility shortfall of 6,504 square feet; this does not include past or future
population growth. The calculation can be seen in the chart below.
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Municipality of Clarington
Report CSD-009-19
Page 10
Library Facility Needs (sq. ft.)
*(based on 0.6 square feet per capita guidelines)
55,208
Current Library Facility Offerings
Size (sq. ft.)
Bowmanville
24,000
Courtice
12,000
Newcastle
9,100
Orono
3,604
Total
48,704
Library Facility Shortfall (2016)
6,504
*2016 Census Clarington Population 92,013
4. Proposed Facility Program — Phase 2
4.1 Throughout the community engagement process, both an aquatic facility and a
fitness/wellness centre were well received by our user groups and the public and should
be included in the South Bowmanville facility. The Project Team had to not only consider
the responses from the public but also had to consider the demand indicators and staff
input on the current state of the potential facility components. Consideration of the total
project cost has determined this facility needs to be developed in two phases. Once this
decision was made, the Team identified what components would be proposed for Phase
II. The timing on the Phase II project has not been confirmed but based on the 2017
Strategy the aquatic facility was identified for 2029.
Aquatic Facility
4.2 The proposed program includes a 25 metre, 8 lane main pool tank, a large therapeutic
pool, supervisor/lifeguard office, on deck storage, a large family change room as well as
good sized male and female change rooms. The family change room will have barrier
free change facilities and all change rooms will have universal design washrooms.
4.3 Based on the current usage of our three indoor swimming pools, it is anticipated the
existing supply will satisfy the needs of the community for the next 4-7 years. The 2017
Indoor Facilities Strategy proposed a renovation at the Courtice Community Complex to
commence design in 2024, which would expand the swimming pool area to the west,
providing a larger warm water pool that would enhance younger children's learn to swim
programs and therapeutic uses. With a reconfiguration of the existing pool change rooms,
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Municipality of Clarington
Report CSD-009-19
Page 11
this project should create pool capacity that will sustain the demand until a decision is
made on an aquatic facility for South Bowmanville in the 2028/29 timeframe.
4.4 In 2015, a significant renovation was completed at the Alan Strike Aquatic and Squash
Centre. In addition to immediate improvements to accessibility and public viewing, the
improvements to the filtration, mechanical and electrical systems will extend the Iifecycle
of this facility for 10 — 15 years. At such time as a new aquatic facility is constructed, the
need for the Alan Strike facility would drastically diminish and a decision on the future of
the building would be required. There was some discussion at the Community Forum and
in the on-line survey regarding the need for a 50 metre pool for Clarington. This type of
facility would exceed the needs of our local community and would be considered a
regional or provincial level type of facility, expensive to construct and to operate. This
type of facility is not recommended for this facility.
Fitness/Wellness Space
4.5 The proposed program includes a total of 8,000 square feet for aerobic, strength and
conditioning, and spinning areas, change room facilities, assessment and storage rooms.
4.6 A centrally located fitness facility would be beneficial to the delivery of fitness services to
our community, however, in the shorter term, we are concerned about the impact this
would have on our existing membership base at Courtice Complex. Our membership
base has remained relatively steady over recent years and staff agree that the current
facility could accommodate increased memberships.
4.7 The Department does reach out to the entire community by offering a wide variety of
fitness and wellness classes in most of our recreation facilities. This will continue through
the offering of programs in the multi -purpose program space in Phase I of this project.
There are also examples where equipment based opportunities have been incorporated
into other areas of recreation facilities. A good example would be to provide treadmills
and bikes adjacent to a walking track. This will be a consideration during the design
phase of the new facility.
4.8 The provision of fitness facilities by Clarington is an area that is also serviced by the
private sector. An existing Council resolution prevents development of municipal fitness
centres and this must be reconsidered before moving forward with a fitness/wellness
centre in this facility. Deferring this component to the second phase will allow staff to
gauge the impact of population growth and the ability of the private fitness operators to
satisfy the needs of the community.
5. Proposed Facility — Phase I and II Capital Costs
5.1 The summary of the total cost of the Phase 1 program is provided below. More details of
the proposed budget can be found in Attachment 1. As the project costs will be shared
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between Community Services and Clarington Public Library, and will be financed
separately, the total cost and the individual costs are provided.
Total Phase I Proiect Costs:
Construction $42,100,000
Design/Engineering/Project Management 4,200,000
Furnishings and Equipment 1,705,300
Total $48,005,300
Recreation Facilitv Costs:
Construction $36,969,750
Design/Engineering/Project Management 3,843,000
Furnishings and Equipment 1,500,000
Total $42,312,750
Branch Library Costs:
Construction $ 5,130,250
Design/Engineering/Project Management 357,000
Furnishing and Equipment 205,300
Total $ 5,692,550
Page 12
5.2 The summary of the total cost of the Phase II program is provided below. More details of
the proposed budget can be found in Attachment 1.
Phase II Proiect Costs:
Construction $16,600,000
Design/Engineering/Project Management 1,660,000
Furnishings and Equipment 650,000
Total $18,910,000
Please note that no financing calculations have been provided for Phase II capital costs.
6. Proposed Facility — Operating Costs
6.1 A detailed operating budget for the proposed Phase I project has not been finalized at
this time. Based on the preliminary work to date, it is estimated that the components of
the facility (excluding library operations) would generate in the $1.OM range annually. In
addition, the existing indoor soccer facility annual revenues are $150,000 and they are
expected to grow following this expansion.
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Page 13
6.2 Consideration will also be given to alternative sources of funding for this facility, either to
contribute to the capital costs or to the annual operating costs. This could include facility
naming rights or sponsorships as well as instituting a surcharge on rentals and activities.
Both of these revenue opportunities are used successfully in other Durham area
municipalities.
6.3 In addition to the obvious partnership with CPL at this facility, staff will also look to partner
with the private sector and/or local community groups to lease space to offer
complementary services to the facility. This would provide a source of additional revenue.
Examples of this could include pro shop and food services.
6.4 Staffing costs will represent the largest component of this facility's annual operating
budget (excluding debt servicing charges). When constructed this would be the largest
recreation facility in Clarington, and would require adequate staffing levels to both
maintain the high quality of facility standards and deliver the best programs and services,
expected by our community. The proposed staffing plan is still to be developed.
6.5 As utility costs represent the second largest impact to operating a facility, it will be
important to control those costs. This will done by adopting energy efficiency principles in
the design phase of the project, as well as in our operating practices. As noted below,
funding applications will be judged on meeting or exceeding published energy efficiency
standards.
6.6 Community Services staff will continue to work on a proposed operating plan and will
provide this to Council in advance of the 2020 budget deliberations as these costs would
need to be identified in our four-year operating budget forecast.
7. Investing in Canada Infrastructure Program
7.1 On September 3, 2019, the Province announced they were accepting applications for
funding of projects under the Investing in Canada Infrastructure Program (ICIP),
Community, Culture and Recreation stream. Approximately $470 million in federal
funding and $320 million in provincial funding will be available in this stream over 10
years commencing in 2019. In addition to the current intake, a second intake is
anticipated in 2021.
7.2 Priority will be given to projects that are community -oriented, non-commercial and open
to the public. In addition, projects will be judged in terms of meeting or exceeding the
highest published standards for your jurisdiction, in terms of accessibility and energy
efficiency.
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7.3 The deadline date for submissions is November 12, 2019. The program calls for a two-
step evaluation process. Initially, the Province will receive all applications for review. The
Province will notify applicants if their project has been selected for nomination to the
federal government for review and approval. This is estimated to occur in winter 2020.
Applicants will be notified of the federal funding decisions in spring/summer 2020, also
estimated.
7.4 Based on a review of the program guidelines, staff have determined that all associated
costs for the design and construction of the facility expansion, as presented in this report,
would be eligible costs and subject to the funding formula outlined in the program. The
cost sharing formula (maximum for Federal and Provincial contributions, and minimum for
municipal contributions) for all eligible costs is as follows:
Federal Contribution 40.00%
Provincial Contribution 33.33%
Municipal Contribution 26.67%
8. Potential Construction Schedule
8.1 The initial project schedule we were working towards needed to be revised due the
timelines set out by the provincial and federal government for their infrastructure funding
program. As indicated earlier in the report, a final decision on funding approval by the
federal government is not expected earlier than the summer of 2020.
8.2 The Key Project Milestones are:
Infrastructure Funding Application
November 12, 2019
Council Capital Budget Approval
January 20, 2020
Infrastructure Funding Approval (estimated)
August 31, 2020
Design Approval (estimated)
June 30, 2021
Construction Contract Award (estimated)
October 15, 2021
Facility Open to Public (estimated)
October 15, 2023
8.3 Should it be the desire of Council to accelerate the project schedule, approval for site
geotechnical work and the facility design could be initiated upon project approval in the
2020 capital budget. However, it should be noted that costs incurred on this project in
advance of receiving federal approval will not be eligible for the cost sharing program.
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9. Construction Methodology
Page 15
9.1 The preliminary timelines identified above are based on the traditional Stipulated Price
Contract (Design -Bid -Build). This has been the method used for previous recreation
facility construction. In addition, the Design -Build and more recently Integrated Project
Delivery options could be considered.
9.2 Staff will further investigate these project options to determine what is in the best interest
of the Municipality in terms of value for money, quality of final product and completion
schedule. A decision will be made in advance of the estimated federal funding decision
timeline.
10. Financial Considerations
Capital Costs
10.1 The following provides a breakdown of the proposed costs of Phase 1:
Recreation Component
Construction
$36,969,750
Furniture, Fixtures and Equipment
1,500,000
Design/Engineering/Project Management
3,843,000
Total Recreation
$42,312,750
Library Component
Construction
$5,130,250
Furniture, Fixtures and Equipment
205,300
Design/Engineering/Project Management
357,000
Total Library
$5,692,550
Total Phase 1
Construction
$42,100,000
Furniture, Fixtures and Equipment
1,705,300
Design/Engineering/Project Management
4,200,000
Total Phase 1 Cost
$48,005,300
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Page 16
Capital Funding Sources
10.2 The Municipality can fund the capital costs related to the South Bowmanville Recreation
Centre through government grants, development charges and sponsorships. It is
important to understand what can be raised through these funding sources because the
shortfall between these funding sources and the capital costs must be funded directly
from the tax levy. There are many unknowns regarding government grants and
development charges that prevent us from calculating what the tax levy impact of this
facility will be.
10.3 The first unknown is the Municipality's application to the Investing in Canada
Infrastructure Program. If successful, the grant could fund up to 73.33%, or $35.2 million,
and the Municipality's share would be $12.8 million, which would be funded through
development charges and the levy.
10.4 The second unknown is the amount that the Municipality will be able to fund through
development charges (DC's). The new provincial act "Bill 108: More Homes, More
Choice Act" will remove the soft -services (Parks, Recreation, Library and Planning
Studies) from development charges and move these services to a Community Benefit
Charge (CBC). The implication of this change is not yet known, as the regulations of the
Act have not been released. It is anticipated that regulations will be released in October
and once released, staff will be able to assess what the impacts will be.
10.5 Given that we do not know how the CBC will be calculated at this time, we will show a
scenario where we are able to collect the same amount as we are able to under the
existing DC framework, and a scenario where this project would not be eligible to be
funded through the CBC.
10.6 Under the current Development Charge (DC) by-law, 90% or $43.2 million of the new
facility could be eligible to be funded through development charges. The remaining 10%
or $4.8 million, would be funded through own source revenues. The eligible amount will
depend on the final scope of the facility and whether there is a benefit to existing or
replacement share. At this time the new facility is not intended to replace existing
facilities.
Financing
10.7 The Region of Durham staff have estimated that the range of interest rates could be from
2.7% to 5.25%. To be conservative, staff have assumed a 20 year debenture at 5.25%.
A lower rate would reduce the impact to the levy.
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10.8 For the recreation component, based on a debenture of $42.3 million, interest costs
would be $22.8 million, totalling $65.1 million. The first year of debt servicing costs would
total $4.3 million.
10.9 The Clarington Public Library share would be $5.7 million of principal plus $3.1 million of
interest, for a total of $8.8 million. The first year of debt servicing costs would be
$580,000.
10.10 The following table shows the impact on the tax levy under four different scenarios. The
scenarios consider whether the grant application is successful and whether the project
will continue to be eligible under the new CBC.
Scenario
Grant
CBC
Recreation
Library
Total
1
No
No
7.60%
1.02%
8.62%
2
No
Yes
0.75%
0.10%
0.85%
3
Yes
No
2.00%
0.27%
2.27%
4
Yes
Yes
0.10%
0.03%
0.13%
10.11 Under Scenario 2 consideration must be given to the Municipality's ability to fund debt
payments through DC's (or Community Benefit Charges). For Indoor Recreation, the
average DC collections since 2015, which have been high growth years, has been $3.5
million. Under Scenario 2, where the project would be CBC eligible, there would be $3.9
million funded through the Indoor Recreation DC reserve fund annually. Without higher
DC collections there would be an annual shortfall of $400,000. The Indoor Recreation
DC reserve fund is in a negative balance of $120,000, and is committed to funding $6.4
million of debt payments between 2019-2024 related to the Diane Hamre Recreation
Complex and the Bowmanville Indoor Soccer Facility.
10.12 Debt servicing costs for Diane Hamre are expected to be complete in 2022. Starting in
2023 these funds can be redirected to the South Bowmanville Recreation Centre debt.
10.13 The average library DC collections have been $550,000 since 2015. Under Scenario 2,
where the project would be CBC eligible, there would be $580,000 funded through the
Library DC reserve fund annually. The Library DC reserve fund has an available balance
of $900,000, but is committed to funding $78,000 debt payments annually related to the
Courtice Library expansion. The current balance could be used to lower the debt
requirements.
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Operating Impact
Page 18
10.14 Community Services staff will continue to work on a proposed operating plan and will
provide this to Council in advance of the 2020 budget deliberations, as these costs
would need to be identified in the four year operating budget forecast.
Summary and Next Steps
10.15 Without external financial resources such as senior government support and increased
development growth there will be a significant impact to the tax levy. Therefore, it would
be prudent at this time to apply to the Investing in Canada Infrastructure Program and
assess the Municipality's ability to fund the facility once the status of the application is
known.
10.16 Council may consider as part of the 2020 budget deliberations to begin a contribution to
reserve funds to mitigate future debt servicing costs and stabilize potential tax
increases.
10.17 Staff recently began the process to update the Municipality's DC by-law. As part of this
process and once the regulations of Bill 108: More Homes, More Choice Act are
released staff will report back to Council on how the CBC could fund the South
Bowmanville Recreation Centre.
11. Concurrence
This report has been reviewed by the Director of Finance who concurs with the
recommendations.
12. Conclusion
It is respectfully recommended that Council consider the findings of the research and
community engagement completed by staff, with technical assistance from The Rethink
Group, and conclude that the facility components proposed for the 2020 capital budget
will serve our current residents as well as our community.
Staff Contact: George Acorn, Acting Director of Community Services, 905-623-3379 ext. 2502
or gacorn@clarington.net.
Attachments:
Attachment 1 — Feasibility Study for the South Bowmanville Recreation Centre
Interested Parties:
List of Interested Parties available from Department.
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Draft Report
Feasibility Study for the South
Bowmanville Recreation Centre
Prepared by:
The Community Services Department, Municipality of Clarington
The Rethink Group, Leisure Services Planning and Management
Lett Architects Inc.
October 2019
Page 67
Table of Contents
Chapter One: Introduction............................................................................................... 3
1.1 Objectives and Scope............................................................................................ 3
1.2 Methodology.......................................................................................................... 3
1.3 Report Structure.....................................................................................................4
Chapter Two: Planning Context...................................................................................... 5
2.1 Introduction............................................................................................................ 5
2.2 Aligning with Corporate Frameworks..................................................................... 5
2.2.1 Strategic Policy Documents.............................................................................5
2.2.2 Supporting Documents and Policies................................................................ 5
2.3 Community Profile.................................................................................................. 6
2.3.1 Regional Context............................................................................................. 6
2.3.2 Communities within a Community.................................................................... 6
2.3.3 Age Profile....................................................................................................... 7
2.3.4 Income............................................................................................................. 8
2.3.5 Educational Attainment.................................................................................... 9
2.3.6 Ethno-Cultural Characteristics......................................................................... 9
2.3.7 Persons with Disabilities................................................................................ 11
2.4 Anticipated Population Growth and Change........................................................ 12
2.4.1 Changing Age Profile..................................................................................... 13
Chapter Three: Needs Assessment.............................................................................. 15
3.1 Introduction.......................................................................................................... 15
3.2 The Market Area.................................................................................................. 15
3.3 Indoor Recreation Facilities Development Strategy, 2017................................... 15
3.4 Indoor Recreation and Library Facilities............................................................... 17
3.5 Updated Demand Indicators................................................................................ 19
3.5.1 Introduction.................................................................................................... 19
3.5.2 The Community Forum.......................................................... ........................ 20
3.5.3 The Online Household Survey.......................................................................23
3.5.4 Consultation Session with Arena User Groups .............................................. 26
3.5.5 Consultation Session with Other Groups ....................................................... 27
3.5.6 Workshop with Clarington Community Services Staff .................................... 28
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3.5.7 Key Information About Arenas....................................................................... 30
3.5.8 Key Information About Aquatic Facilities........................................................ 32
3.5.9 Key Information About FitnessMellness Facilities ........................................ 32
3.5.10 Other Local Recreation Trends.................................................................... 33
3.5.11 National Leisure Trends Relevant to The Proposed Facility ........................ 33
3.6 Life Cycle Status of Municipality of Clarington Indoor Recreation Facilities......... 34
3.7 Conclusions and Implications for the Proposed Facility ....................................... 35
3.7.1 Current Age Profile........................................................................................ 35
3.7.2 Above Average Household Income............................................................... 35
3.7.3 Anticipated Population Growth and Change .................................................. 36
3.7.4 Aging Infrastructure....................................................................................... 37
3.7.5 Current and Future Demand for Culture and Recreation Facilities ................ 38
3.7.6 Leisure Trends............................................................................................... 39
3.7.7 Recommended Facility Components of the South Bowmanville Recreation
Centre..................................................................................................................... 39
Chapter Four: The Facility Concept.............................................................................. 40
4.1 Introduction.......................................................................................................... 40
4.2 The Site................................................................................................................ 40
4.3 Description of the Proposed Facility and Components ........................................ 43
4.3.1 The Facility Concept.................................................................................. 43
4.3.2 Components of the Proposed Facility............................................................ 47
4.4 Estimate of Capital Cost....................................................................................... 50
4.5 Anticipated Impact of the Proposed Facility on Existing Facilities and Businesses
................................................................................................................................... 51
Appendix A: Reports and Information Reviewed........................................................... 52
Feasibility Study for the South Bowmanville Recreation Centre, 2019
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Chapter One: Introduction
1.1 Objectives and Scope
The intent of this study is to update the findings and conclusions of the 2017 Indoor
Recreation Facilities Development Strategy that relate to the proposed South
Bowmanville Recreation Centre. That entailed updating key information about the
current and future community profile, demand for the types of components and features
that may comprise the recreation centre, utilization of relevant facilities, lifecycle status
of older indoor recreation facilities, implications for existing facilities, and any new
facilities and components that are currently under consideration.
The preferred components and characteristics of the proposed facility will be identified,
and a conceptual facility and site plan was prepared, along with an estimate of capital
cost.
Separate to this work, Community Services staff will continue to develop an operating
budget for the proposed facility program, options to a preferred method of design and
construction, an assessment of the ability of the Municipality to build and operate the
facility, the financing strategy, and next steps and anticipated timeline for
implementation. These deliverables are not included in this report.
1.2 Methodology
A `scoped' approach is being undertaken to test and refine the concept for the proposed
South Bowmanville Recreation Centre against the recommendations contained in the
Indoor Recreation Facilities Development Strategy and to assess the feasibility of
the facility. A good deal of information was collected and integrated to reach the
conclusions and develop the recommendations contained in the 2017 strategy that
relate to the proposed South Bowmanville Recreation Centre.
This study updated and added to the original research about supply, local demand and
trends. On June 18, 2019, a Community Forum was hosted that engaged over 80
stakeholder groups and community residents. The intent of the Forum was to evaluate
the emerging facility concept and provide suggestions to further advance the concept.
The municipal website was used to provide information about the study. An on-line
household survey was hosted on the web site from late June into early July that
mirrored the questions discussed at the Community Forum. Refer to Section 3.5.2 and
3.5.3 for the results of the Community Forum and the household survey.
Feasibility Study for the South Bowmanville Recreation Centre, 2019
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Architects Inc.
PPa t
On June 13, 2019, a session was held with Community Services Department staff to
augment information being collected about local demand and trends — and to provide
further input into the evolving facility concept.
Once the facility and site concept were finalized, capital costs were estimated as
outlined under objectives and scope.
1.3 Report Structure
The report is organized into four chapters and one appendix as follows:
Chapter One: Introduction
Chapter Two: Planning Context
Chapter Three: Needs Assessment
Chapter Four: The Facility Concept
Appendix A: Reports and Information Reviewed
Feasibility Study for the South Bowmanville Recreation Centre, 2019
Prepared by the Municipality of Clarington, with assistance from the Rethink Group and Lett
Architects Inc.
PPa h
Chapter Two: Planning Context
2.1 Introduction
This chapter identifies key strategies and studies that were reviewed, describes the
profile of the community, as well as anticipated population growth and change.
2.2 Aligning with Corporate Frameworks
Since the intent of this report is to update and advance the research, findings and
recommendations of the 2017 Indoor Recreation Facilities Development Strategy,
the strategic policy documents and supporting documents and policies that were
reviewed for that study have been repeated below, along with other key documents that
were reviewed for this update.
2.2.1 Strategic Policy Documents
■ Municipality of Clarington Strategic Plan (2015-2018)
■ 2015 Municipality of Clarington Development Charges and Background Study
■ Consolidated 2014 Municipality of Clarington Official Plan (adopted November 2016)
■ Comparison Guide for Proposed Changes to the Official Plan
■ Municipality of Clarington Community Services Strategic Plan
■ Indoor Recreation Facilities Development Strategy, 2017
2.2.2 Supporting Documents and Policies
■ 2013-2017 Accessibility Plan
■ 2014 Accessibility Status Report
■ 2014 Growth Trends Review
■ Department Operating Budget
■ Department Capital Budget
■ Recreation and Leisure Guide
■ Clarington Community Forecast Update
■ Clarington Community Forecast — Population and Employment Projections
■ Municipality of Clarington Customer Service Policy (CLD-023-09)
■ Parks, Open Space and Trails Development Paper
■ Schedule of Rates and Fees (CSD-007-15)
■ Various staff reports
■ Memorandum to the Municipality of Clarington Re: Clarington Community Forecast
Update 2013, Hemson Consulting Ltd, January 2013
■ Places to Grow — Growth Plan for the Greater Golden Horseshoe (2017)
■ Clarington Growth Trends 2017, Municipality of Clarington Planning Services
Department, 2017
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■ Clarington Growth Trends 2018, Municipality of Clarington Planning Services
Department, 2018
■ Demographic Information 2018, Clarington Board of Trade and Office of Economic
Development
■ Statistics Canada, 2016 Census, Community Profile, Municipality of Clarington
Census Subdivision
■ Statistics Canada, 2016 Census, Community Profile, Bowmanville Population Centre
■ Statistics Canada, 2016 Census, Community Profile, Regional Municipality of
Durham Census Subdivision
■ Statistics Canada, 2016 Census, Community Profile, Province of Ontario
2.3 Community Profile
2.3.1 Regional Context
The Municipality of Clarington is an urban -rural community with one of the largest land
areas (611 kms2) in the Greater Toronto Area. It's rich heritage dates back over 125
years. The landform is diverse, comprising the Lake Ontario shoreline, the Oak Ridges
Moraine and farmland that is protected by the extensive Ontario Greenbelt. Easy
access to the Greater Golden Horseshoe region and the rest of southern Ontario is
afforded by highways 401, 407, 418 (future), 35/115, as well as C.N. and C.P. rail lines
and a future GO Train terminal.
The Municipality is located within the Region of Durham and is bordered by the City of
Oshawa on the west, the Township of Scugog and the City of Kawartha Lakes on the
north, the Municipality of Port Hope on the east and Lake Ontario on the south.
2.3.2 Communities within a Community
As a `community of communities' Clarington comprises the following four distinct urban
areas: Courtice, Bowmanville, Newcastle and Orono - located west to east along the
Lake Ontario shoreline, principally linked by highways 2 (King Street East) and 401.
Within the rural area are smaller hamlets and settlement areas (Hampton, Newtonville,
Solina, Tyrone, Mitchell Corners, Leskard, Enniskillen, Haydon, Wilmot Creek, Kirby,
Burkton, Enfield, Maple Grove and Brownsville) — each with a defined settlement area
boundary).
Current Population
Bowmanville is the most populated of the urban areas, followed by Courtice and
Newcastle. The 2016 census population is reported below. The Statistics Canada
Census Profile did not delineate Courtice as a separate settlement area; therefore, the
population of Courtice and, by default, the rural area are estimates. The estimated net
under -coverage for Clarington that has been calculated at 3.73% has been applied to
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the national census numbers. The national net under -coverage is lower at 2.8%.
■ Courtice
■ Bowmanville
■ Newcastle
■ Rural area
■ Total
27,000 (estimate)
40,840
9,509
18,096 (estimate)
95,445
Clarington Planning Services recently estimated the 2018 population as follows:
■ Coutice
27,422
■ Bowmanville
46,600
■ Newcastle
10,881
■ Rural area
19,692
■ Total
104,580
2.3.3 Age Profile
The 2016 census reported that the age profile of the Municipality of Clarington was
similar to Durham Region, but considerably younger than Ontario. For Clarington, the
average age was 38.9 compared to Ontario at 41.0. At 39.1, the median age in
Clarington was also younger than Ontario (40.2).
Compared to Ontario, the percentage of children, youth, young adults and mid -age
adults in Clarington was higher, while the percentage of the population that was age
55+ was significantly lower (26.3% in Clarington, compared to 30.4% for Ontario).
Compared to Durham Region, the percentage of children, youth and young adults in
Clarington was slightly larger. The percentage of age 40-54 adults was the same as
Durham Region. However, for the age 55+ population, the Clarington percentage was
slightly smaller (26.3% compared to 27.8%)
This suggests that Clarington is attractive to young families in their family -forming years.
Communities that are growing at an above average rate tend to have a younger age
profile. The number of children and youth age 0-19 totaled 23,360, and the number of
young adults age 20-39 totaled 23,790. Even though the proportion of older adults was
below the provincial average, there were 12,615 age 65+ and 24,205 age 55+ in 2016.
Refer to Table 1 for more detail.
Bowmanville
Since the proposed facility will be located within the Bowmanville urban area, it is useful
to examine the demographic profile of that community. Statistics Canada, through the
2016 census, provided specific data about what they refer to as the Bowmanville
Population Centre. The age profile of the Bowmanville community was younger than
the Municipality as a whole, with a much larger percentage of children, youth and young
adults. The percentage of mid -age adults (age 40-54) was slightly smaller than the
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Architects Inc.
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Municipality as a whole, and the percentage of the Bowmanville population age 55+ was
considerably smaller than the Municipality (22.4% compared to 26.3%).
For Bowmanville, the average age was 36.9 compared to Clarington at 38.9. At 36.1,
the median age in Bowmanville was also considerably younger than Clarington (39.1).
Refer to Table 1 for more detail.
2.3.4 Income
The 2016 census reported on 2015 household income. For Clarington, average
household income (before tax) was somewhat higher than the Ontario average at
$109,266 compared to $97,856. Average household income in Clarington was slightly
higher than Durham Region ($106,886). At $100,758, the average household income
for Bowmanville was lower than Clarington and Durham Region, but higher than the
Ontario average.
In 2015, almost half of households in Clarington had an income of $100,000 +, which
was higher than Durham Region and considerably higher than Ontario (47.2%, 43.8%
and 34.9% respectively). For Bowmanville, the figure was lower at 45.7%.
Refer to Table 2 for more detail.
Table 1: Age
A.-
Cohort
0-4
Profile - Clarington,
Clarington
5,590 6.1
Bowmanville,
Bowmanville
2,750
Durham Region
7.0
and Ontario,
Durham
Region
5.5
2016
Ontario
5.2
5-9
5,790
6.3
2,835
7.2
6.2
5.6
10-14
5,770
6.3
2,545
6.5
6.3
5.6
15-19
6,210
6.7
2,660
6.8
6.7
6.0
20-24
5,880
6.4
2,395
6.1
6.7
6.7
25-29
5,410
5.9
2.665
6.8
5.8
6.5
30-34
6,240
6.8
3,110
7.9
6.1
6.4
35-39
6,260
6.8
3,055
7.8
6.4
6.3
40-44
6,235
6.8
2,835
7.2
6.7
6.5
45-49
6,515
7.1
2,750
7.0
7.3
7.0
50-54
7,900
8.6
2,965
7.5
8.5
7.9
55-59
6,545
7.1
2,380
6.0
7.5
7.4
60-64
5,045
5.5
1,880
4.8
5.9
6.3
65-69
4,320
4.7
1,495
3.8
4.9
5.5
70-74
3,235
3.5
1,110
2.8
3.4
3.9
75-79
2,170
2.4
760
1.9
2.4
2.9
80-84
1,520
1.7
580
1.5
1.8
2.3
85+
1,375
1.5
625
1.6
1.8
2.2
Total
92,013
100
39,371
100
100
100
0-9
11,380
12.4
5,585
14.2
11.7
10.8
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Age
Cohort
10-19
Clarington
11,980 13.0
Bowmanville
5,390 13.7
Durham
Region
12.9
Ontario
11.6
20-39
23,790 25.9
11,225 28.5
25.1
19.6
40-54
20,650 22.4
8,550 21.7
22.4
21.4
55-64
11,590 12.6
4,260 10.8
13.5
13.7
55+
24,205 26.3
8,825 22.4
27.8
30.4
65+
12,615 13.7
4,565 11.6
14.4
16.7
Average
Age
38.9
36.9
38.9
41.0
Median
Age
39.1
36.1
40.2
41.3
Source: Statistics Canada, 2016 Census (not including the census net under -coverage
rate of 2.8%)
2.3.5 Educational Attainment
Educational attainment for Clarington residents age 15 and older was very similar to
Durham Region and Ontario - across all levels. Levels in Bowmanville were very
similar to Clarington as a whole.
Refer to Table 3 for more detail.
2.3.6 Ethno-Cultural Characteristics
Although the population is not as ethno-culturally diverse in Clarington compared to
Durham Region and Ontario, it will become more so in the coming years.
Visible Minority Population
The proportion of the population representing visible minorities in Clarington (and
Bowmanville) is much smaller than Durham Region and Ontario (7.9% and 8.0% for
Clarington and Bowmanville, compared to 27.15 and 29.3% for Durham Region and
Ontario). In 2016, the top five sub -groups in Clarington were:
■ Black
2.7%
■ South Asian
1.7%
■ Filipino
0.6%
■ Latin American
0.6%
■ Chinese
0.6%
In Durham Region, the top sub -group was South Asian (8.6%), followed by Black (8%)
and Filipino (2.3%). For Ontario, the top sub -group was South Asian (8.7%), followed
by Chinese (5.7%) and Black (4.7%).
Place of Birth
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At 54.9% and 54.0% respectively, Europe is the top place of birth of Clarington and
Bowmanville residents, followed by the Americas and Asia. For Durham Region and
Ontario, Asia represents the top place of birth, followed by Europe and the Americas.
Ethnic Origin
At 76.8% and 75.3%, European was the top ethnic origin reported for Clarington and
Bowmanville residents in the 2016 census. Although that was also the case for Durham
Region and Ontario, the percentages were considerably smaller at 65.2% and 61.2%
respectively. North American non -Aboriginal origins were second in all jurisdictions,
followed by Asian — although for Asian origins, the percentages were much higher in
Durham Region and Ontario.
Aboriginal Identity
For Clarington, Bowmanville, Durham Region and Ontario, Aboriginal Identity was
similar at between 2.0% and 2.8%.
Refer to Table 4 for more detail.
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Table 2: Household Income - Clarington, Bowmanville, Durham Region and
Ontario, 2015
Income Characteristic
Average total income of
households
ClaringtonDurham
$109,266
Bowmanville
$100,758
RegionOntario
$106,886
$97,856
Total household income by income
group
1.0%
1.0%
1.6%
3.0%
■ Under $10,000
2.4%
2.9%
3.8%
6.2%
■ $10,000 to $19,999
4.2%
4.8%
5.5%
7.5%
■ $20,000 to $29,999
5.3%
5.7%
6.1 %
7.9%
■ $30,000 to $39,999
6.2%
6.8%
6.7%
7.9%
■ $40,000 to $49,999
6.8%
7.0%
6.8%
7.5%
■ $50,000 to $59,000
6.8%
6.9%
6.8%
7.0%
■ $60,000 to $69,999
6.7%
6.9%
6.5%
6.5%
■ $70,000 to $79,999
6.7%
7.2%
6.4%
6.0%
■ $80,000 to $89,999
6.5%
7.0%
6.1 %
5.5%
0 $90,000 to $99,999
25.4%
25.6%
22.9%
18.5%
0 $100,000 to $149,000
21.8%
20.1 %
20.9%
16.4%
■ $150,000 and over
Source: Statistics Canada, 2016 Census
Table 3:
Educational Attainment (Age 15 and Over) Clarington, Bowmanville, Durham
Region and Ontario, 2016
No certificate, diploma or degree
16.7%
17.4%
16.2% 17.5%
Secondary school diploma or
29.4%
29.1 %
29.9% 27.9%
equivalency certificate
Post -secondary certificate, diploma
53.9%
53.5%
53.9% 55.1 %
or degree
Source: Statistics Canada, 2016 Census
2.3.7 Persons with Disabilities
One in seven people in Ontario has a disability (almost 2 million). By 2036, that number
is expected to rise to one in five as people age. Over the next 20 years, aging
Ontarians and people with disabilities are expected to represent 40% of the total
population. Although figures are not available for Clarington's younger than average
population, it is likely that the proportion of the current population with a disability is
close to the Ontario average. Based on the 2016 population of Clarington, there are
likely over 13,000 local residents living with a disability.
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Table 4: Ethno-Cultural Characteristics - Clarington, Bowmanville, Durham
Region and Ontario, 2016
Characteristics
ClaringtonYork
Bowmanville
RegionOntario
Visible Minority Population
■ Total
7.9%
8.0%
27.1 %
29.3%
■ Black
2.7%
2.7%
8.0%
4.7%
■ South Asian
1.7%
0.4%
8.6%
8.7%
■ Filipino
0.6%
0.7%
2.3%
2.4%
■ Latin American
0.6%
0.4%
1.0%
1.5%
■ Chinese
0.6%
0.4%
1.9%
5.7%
■ Arab
0.3%
0.3%
0.9%
1.6%
■ West Asia
0.2%
0.3%
1.0%
1.2%
■ Korean
0.1 %
0.1 %
0.2%
0.7%
■ Japanese
0.1 %
0.1 %
0.2%
0.2%
Place of Birth
■ Americas
20.6%
21.1 %
26.6%
15.5%
■ Europe
54.9%
54.0%
31.4%
29.7%
■ Africa
3.6%
5.4%
5.3%
5.9%
■ Asia
15.2%
18.7%
36.3%
48.5%
■ Oceana and Other Places of
0.6%
0.9%
2.7%
4.4%
Birth
Ethnic Origin
■ North American Aboriginal
4.3%
5.1 %
3.2%
3.9%
Origins
36.8%
46.2%
28.8%
24.3%
■ Other North American Origins
76.8%
75.3%
65.2%
61.2%
■ European Origins
3.0%
2.8%
7.8%
3.5%
■ Caribbean Origins
1.7%
1.5%
2.8%
2.4%
■ Latin, Central & South American
1.3%
1.5%
3.1 %
3.1 %
Origins
5.1 %
5.3%
17.7%
23.4%
■ African Origins
0.2%
0.2%
0.2%
0.2%
■ Asian Origins
■ Oceania Origins
Aboriginal Identify
2.6%
2.9%
2.0%
2.8%
2.4 Anticipated Population Growth and Change
Between 2011 and 2016, Census Canada reported that the population of Clarington had
increased by 7,465 or 8.8%, which was considerably faster than the Ontario average of
4.6%. During the same period, Bowmanville grew at an even faster rate of 12%.
The most current population forecast for Clarington is dated. A Community Forecast
Update for Clarington was produced by Hemson Consulting Ltd. in January 2013. That
forecast was based on population, households and housing data reported in the 2011
census and the 2009 Growth Plan for the Greater Golden Horseshoe. The Hemson
Update projected the population to 2031 for the Municipality and for Courtice,
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Bowmanville, Newcastle and the rural area. The 2009 Growth Plan for the Greater
Golden Horseshoe forecast the 2016 population of Clarington to be 97,100, which was
1,655 above the census population (including the Clarington-specific census net under -
coverage of 3.73% that was applied to the 2016 census population).
Table 5: Clarington Population by Community, 2006 - 2031
BowmanvilleYear
2006
31,600
23,200
8,900
17,200
80,900
2011
36,100
24,900
8,300
18,400
87,700
2016
40,840
27,000
9,509
18,096
95,445
2018
46,600
27,422
10,881
19,667
104,580
2021
47,100
31,300
12,200
19,100
109,800
2026
55,100
33,600
15,300
19,600
123,900
2031
64,200
36,600
19,300
20,300
140,400
Growth
17,600
9,178
8,419
633
35,820
2018-2031
37.8%
33.5%
77.4%
3.2%
34.3%
Sources: Statistics Canada Census (2006, 2011, 2016), Clarington Planning Services
(2019) and Hemson Consulting Ltd. (projections for 2021, 2016, 2031)
Note: 2016 population includes net under -coverage rate of 3.73% (Clarington-specific).
Growth is projected to be almost exclusively focused on the three urban communities,
with the share of the population gradually diminishing in the rural areas. It is projected
that between 2018 and 2031, the population of Newcastle will increase at a much faster
rate than Courtice and Bowmanville.
The full build -out population for the Municipality of Clarington, the three urban
communities and the rural area are as projected by 2031 in the Growth Plan for the
Greater Golden Horseshoe - and based on the share of the Region's population that
was allocated to Clarington. However, it is possible that the 140,400 allocation for
Clarington could be increased. Refer to Table 5.
2.4.1 Changing Age Profile
The 2013 Community Forecast Update by Hemson Consulting Ltd. projected the
changing age profile of the Municipality, the three urban communities and the rural area
to 2031.
The overall aging of the population in the Municipality is a demographic trend that is
typical of most Ontario communities, as well as much of Canada. However, in
Clarington, the effect of higher fertility rates, especially in the three urban communities,
will result is a larger number and percentage of children in the population, compared to
provincial averages.
During the twenty-year period (2016-2031), the big Baby Boom and Millennial
generations will greatly impact the age profile of Clarington. The Baby Boom will shift
from age 51-70 to age 66-85. The Millennial generation will shift from age 16-36 to age
31-51.
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That will result in a much smaller proportion of mid -age adults (age 40-54) and a
significantly increased proportion of age 65+ residents. The mid -age population is
projected to decline from 22.4% to 15.5%, while the age 65+ population is expected
increase from 13.7% to 17.1 %. The young adult population (age 20-39) is projected to
increase a great deal from 25.9% to 33.9%, along with an increase in the child
population (from 12.4% to 13.7%). The youth population is projected to decline in
percentage from 13% to 11 %, along with the pre -senior (age 55-64) population (12.6%
to 8.7%).
Refer to Table 6 for the details.
Table 6: Projected Trends in Age Profile, Municipality of Clarington and
Bowmanville, 2016-2031
g
BowmanvilleCohort Clarington
2016 2031 2016 2031
0-9
11,380
12.4
18,530
13.7
5,585
14.2
8,510
13.8
10-19
11,980
13.0
14,890
11.0
5,390
13.7
7,140
11.6
20-39
23,790
25.9
45,890
33.9
11,225
28.5
22,270
36.1
40-54
20,650
22.4
20,920
15.5
8,550
21.7
10,010
16.2
55-64
11,590
12.6
11,820
8.7
4,260
10.8
5,180
8.4
65-74
7,555
8.2
12,750
9.4
2,605
6.6
4,550
7.4
75+
5,065
5.5
10,410
7.7
1,965
5.0
3,390
5.6
55+
24,205
26.3
34,980
25.9
8,825
22.4
13,120
21.3
65+
12,615
13.7
23,160
17.1
4,565
11.6
7,940
12.9
Total
92,013
100.0
135,210
100.0
39,371
100.0
61,650
100.0
50-69
23,810 ■
25.9% ■
25,090
18.6
8,720 ■
22.1 ■
11,660
18.9
65-84
11,245
12.2
20,040 ■
14.8% ■
3,945
10.0
7,770 ■
11.6 ■
15-34
23,740•
25.8 •
41,910
31.0
10,830*
27.5*
20,940
34.0
30-49
25,250
27.4
39,830 •
29.5•
11,770
29.9
18,260•
29.6*
Source: Statistics Canada Census and Hemson Consulting Ltd.
Baby Boom
Generation
Millennial
Generation
For Bowmanville, the patterns are similar, except that the child population is projected to
decline slightly by 2031 instead of increasing, as is anticipated for the Municipality as a
whole (from 14.2% to 13.8%).
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Chapter Three: Needs Assessment
3.1 Introduction
In this chapter, the market area will be described, along with the 2017 Indoor Recreation
Facilities Development Strategy, indoor recreation and library facilities, updated demand
indicators, and the life cycle status of Municipality of Clarington indoor recreation
facilities. The chapter wraps up with conclusions and implications for the proposed
South Bowmanville Recreation Centre.
3.2 The Market Area
Even though the Municipality is comprised of four prominent communities, each with a
long and well -established history (Courtice, Bowmanville, Newcastle and Orono), as
well as a number of hamlets and smaller settlement areas, it is expected that major
recreation facilities, no matter where they are located and what facility mix they contain,
will be programmed and promoted as available to all residents. It is not the intent to
replicate all types of major recreation facility in each of the three communities and
throughout the rural area. Some facilities such as the Garnet B. Rickard Recreation
Complex regularly attract customers from across the Municipality. Current indoor
recreation centres and stand-alone arenas represent a well-balanced distribution of
facilities. However, since there is only one full -service fitness facility located in Courtice,
and one full-size gymnasium located in Newcastle, those types of facilities are not
evenly distributed.
Therefore, it is not intended for the proposed South Bowmanville Recreation Centre to
only serve the Bowmanville community. Consequently, the market area for this facility
is the entire Municipality of Clarington.
3.3 Indoor Recreation Facilities Development Strategy, 2017
In January 2017, the Indoor Recreation Facilities Development Strategy for the
Municipality of Clarington was received by Council. The objective was to prepare a
strategy for the provision of indoor recreation facilities to 2031, a date that may roughly
coincide with a full -developed municipality and a projected population of 140,400. The
only indoor recreation facilities that were not fully included in the strategy were the
stand-alone arenas located in Orono and Newcastle. Although owned by the
Municipality, they are operated by independent boards of management. The seven
other community facilities were included in the study and the provision strategy.
The strategy included short-term, medium -term and long-term recommendations. The
timing/phasing of recommended facilities is contingent upon many factors, including
actual population growth to 2031, facility utilization, future recreation preferences, the
financial capacity of the Municipality to fund and operate additional facilities, competing
municipal priorities, and life expectancy of existing recreation facilities.
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Short -Term (2017-2021)
1. Rescind Council Resolution C-286-03 regarding the Municipal role in providing
equipment -based fitness facilities (2017).
2. Provide a new community centre in south Bowmanville at the location of the indoor
soccer facility (South Bowmanville Recreation Centre).
Phase One (2018):
■ twin -pad arena'
■ gymnasium
■ fitness/wellness facility
■ indoor walking track
■ multipurpose program spaces
■ youth and older adult space
■ Department of Community Services administration offices
Medium Term (2022-2026)
1. Phase One expansion of the Diane Hamre Recreation Complex (2022):
■ fitness/wellness facility
■ youth and older adult space
2. Re -assess arena needs (2023).
3. Expand the Courtice Community Complex to include a new teaching pool (2024).
4. Phase Two Expansion of the Diane Hamre Recreation Complex (2026):
■ twin -pad arena
■ indoor walking track
Long -Term (2027-2031)
Expand the South Courtice Arena (2027)
■ gymnasium
2. Assess indoor aquatic needs (2028)
3. Phase Two Expansion the South Bowmanville Recreation Centre (2029)
■ indoor aquatic facility
'A twin -pad arena in Bowmanville is recommended based on the estimated hours being
contracted by minor sport users in surrounding communities, expansion of adult hockey
opportunities and expansion of municipal recreation programs and services. Construction
would commence after the Municipality confirms that sufficient ice -related demand exists, based
on market conditions at that future time.
2 A twin -pad arena is recommended at the Diane Hamre Recreation Complex subject to the
results of an arena needs assessment in 2023.
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3.4 Indoor Recreation and Library Facilities
Below is a description of indoor recreation and library facilities owned by the
Municipality of Clarington.
South Courtice Arena (77,000 ft2) — 2003
■ Twin -pad arena (Olympic and NHL size ice surfaces)
■ 1/4 court gym with hardwood floor (more of an aerobic fitness studio)
■ 2 multipurpose and meeting rooms
■ The John Howard Society operates a Youth Centre in a second -floor space between
the ice pads
■ There is room to expand on the site
Courtice Community Centre (47,000 ft2) - 1997
■ 25 metre leisure -style pool x 6 lanes
■ Teaching pool (too small and too shallow)
■ Whirlpool/sauna adjacent to pool deck
■ Change rooms associated with the aquatic facility (male/female/family)
■ Fitness centre (approx. 2,000 ft2 strength and conditioning gym + approx. 2,000 sf
group fitness/aerobic studio + approx. 1,000 sf multipurpose room + reception area +
M/F change rooms) — the strength and conditioning gym is too small — 3 levels of
membership are offered (Fitness Membership Basic, Fitness Membership Plus, and
Group Fitness)
■ Change rooms and sauna associated with the fitness operation
■ Dedicated older adult space (approx. 3,000 ft2 in total - reception area + 2
multipurpose rooms + a small `coffee shop') — not used in the evenings and on
weekends — not a membership -based facility
■ Branch library (enlarged in 2015) — 12,000 ft2, includes a multipurpose room
■ There is room to expand to the west over the soccer field
Garnet B. Rickard Recreation Complex (88,600 ft2) — 1988
■ Twin -pad arena (1988 and 1998) — one with +/- 1,500 seating and the other with less
■ Banquet hall (6,000 ft2 - divisible into 3 spaces) + kitchen + outdoor courtyard that
can serve alcohol + storage via hallway — recently renovated — heavily used — a
community `go -to' place
■ 2 multipurpose rooms
■ Community Care office and Adult Day Program located in the facility (2010)
■ Concession operated by Participation House
■ There is no room for facility expansion
Bowmanville Indoor Soccer Facility (28,500 ft2) — 2005
■ Indoor synthetic field (slightly under -size at 100' x 180')
■ Change rooms (4)
■ Meeting room
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■ Supports indoor walking around the perimeter of the field
■ Adjacent outdoor lighted lacrosse box
■ There is room to expand to the north and west
Alan Strike Aquatic and Squash Centre (17,200 ft2) — 1982
■ Attached to Bowmanville High School
■ Major renovation in 2015 to extend useful life by 10-15 years
■ 25 metre rectangular pool tank x 6 lanes
■ Whirlpool/sauna adjacent to pool deck
■ Upper and lower viewing areas — limited occupancy
■ Narrow pool decks
■ Starting blocks, but no diving board
■ Shallow end is 1 m deep
■ Change rooms (male/female/family)
■ Sanctioned by FINA for swim meets
■ Upper viewing areas
■ 2 International squash courts
■ Multipurpose space — upper level
Diane Hamre Recreation Complex (61,900 ft2) — Newcastle — 2008
■ 25 metre rectangular pool tank x 6 lanes
■ Teaching pool — large, variable depth to 1 metre
■ Whirlpool/sauna adjacent to pool deck
■ Change rooms (male/female/family)
■ Double gymnasium
■ Children's activity room
■ Multipurpose rooms (2) — support floor -based group fitness classes
■ Meeting room
■ Ample common/viewing areas
■ The John Howard Society operates a Youth Centre
Darlington Sports Centre — (32,000 ft2) - 1975
■ Single -pad arena
■ 4 dressing rooms
■ Major renovation in 2010 to extend useful life for 10-15 years
Newcastle Memorial Arena — (27,000 ft2) - 1975
■ Single -pad arena
Orono Arena and Community Centre (36,000 ft2) - 1974
■ Single -pad arena
■ Community hall
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Libraries
■ Main Branch — located in Bowmanville at 163 Church Street — co -located with the
municipal office — 24,000 ft2 (2003)
■ Courtice Branch — Co -located with the Courtice Community Complex at 2950
Courtice Road (12'000ft2) - originally build in 1997 — renovated and expanded in
2015
■ Newcastle Branch — located at 150 King Avenue East — 3700 ft2 (2009)
■ Orono Branch — located at 127 Church Street — 3600 ft2 (originally constructed in
1882 as a private residence. The building was obtained by the Library Board in
1969 and opened in 1970)
3.5 Updated Demand Indicators
3.5.1 Introduction
As introduced earlier, the demand research focused on the types of facilities being
considered for the proposed South Bowmanville Recreation Centre. The research was
further focused on arenas, aquatic facilities and fitness/wellness facilities.
In addition to the Community Forum and the online household survey, Community
Services staff conducted two meetings with the following groups:
■ Meeting One: Clarington Minor Hockey Association, Clarington Zone AAA Hockey
Association, Clarington Girls Minor Hockey Association, Eastern Elite Hockey, Scary
Skate and the Newcastle Arena Board
■ Meeting Two: Clarington Swim Club (instructional and competitive swim programs),
Clarington Squash Club (recreational squash league), Autism Home Base Durham
(programs and support for age 18+ people with Autism), Clarington Minor Lacrosse
Association (representative and house league) and Clarington Green Gaels Jr. B
Lacrosse Association.
Additional demand research comprised the following:
■ recent wait lists and requests for programming and facilities;
■ trends in registration re: sport and other relevant user groups;
■ trends in program registration;
■ trends in facility bookings and utilization (including level of utilization in hours and
uses/programs — to determine if there is additional capacity in any facilities for
specific uses); and
■ any other indicators of demand.
In Section 3.5.11, key national trends in leisure demand and facility provision that relate
to the proposed community centre are noted.
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The other types of non -recreation facilities being considered for the proposed South
Bowmanville Recreation Centre include:
■ a branch library (to supplement the main branch in Bowmanville, and satellite
branches in Courtice, Newcastle and Orono),
■ Tourism Clarington (move the office from the Liberty Street South location), and
■ Department of Community Services administration offices.
A significant factor in the demand assessment across all leisure interests and types of
facilities is that the population of Clarington is projected to increase by at least 34% by
around 2031 (38% in Courtice, 34% in Bowmanville and 77% in Newcastle).
Key findings and conclusions from the community engagement program and the
analysis of the other demand research are reported below.
3.5.2 The Community Forum
On June 18, 2019, a Community Forum was hosted at the Garnet B. Rickard
Recreation Complex to provide an opportunity for user groups, other stakeholders and
residents to hear about and provide their thoughts about the proposed South
Bowmanville Recreation Centre. Approximately 90 people attended the session and
were organized into eleven discussion groups. After a presentation of background
information, delegates participated in small group discussion.
The following were the discussion questions:
1. What do you most like about what's being proposed so far regarding the South
Bowmanville Recreation Centre?
2. Is there anything that you would add, subtract or otherwise change about the
emerging facility concept?
The response from both questions was recorded by discussion group leaders. The
feedback from both questions has been combined into the following nine themes:
■ Indoor Ice
■ Aquatics
■ Fitness/Wellness
■ Multipurpose Space
■ Gymnasium
■ Outdoor Space
■ Design/Layout
■ Lobby/Administration
■ Other
Feasibility Study for the South Bowmanville Recreation Centre, 2019
Prepared by the Municipality of Clarington, with assistance from the Rethink Group and Lett
Architects Inc.
�?1109 #7
Indoor Ice
■ 10 of 11 groups discussed indoor ice/arenas.
■ 9 of 10 groups agreed that more ice pads are needed (from 2 to 4). One group did
not think that an arena should be included in the proposed facility.
■ One group indicated that Newcastle needs another arena/ice pad.
■ Three groups mentioned the need for dry pads (lacrosse).
■ Two groups suggested that a curling facility be included.
■ Two groups suggested that the proposed walking track could be around an ice pad.
■ One group suggested a goalie training pad and another group suggested a half -pad.
■ One group mentioned the economic benefit to the community of tournaments.
Aquatics
■ All groups agreed that an aquatic facility should be included in the proposed
recreation centre.
■ There were many opinions about the nature of the aquatic facility.
■ Four groups suggested 8-lanes x 50 metre with viewing area and a sufficiently wide
pool deck to support swim meets.
■ Two groups suggested inclusion of a therapeutic pool and/or a teaching pool.
■ Other suggestions: saltwater pool, large whirlpool, indoor splash pad, slide, diving
board, adjustable floor.
■ Various programs were noted: aquafit for older adults, diving, competitive swimming,
swim meets (national), lessons, water polo.
Fitness/Wellness
■ Eight groups discussed this topic.
■ The value of a fitness centre and dryland training area for sport teams was noted by
three groups.
■ One group mentioned a sport rehabilitation facility/program.
■ Group fitness and less focus on equipment was noted by four groups, although
some saw a combination of equipment and group fitness.
■ One group suggested a childminding service.
Multipurpose Space
■ Every group discussed this component.
■ Common comments: flexible, quiet, supports many programs and meetings — for all
ages
Gymnasium
■ Every group discussed this component.
■ Dividable was important (2 or 3 units)
■ Many gym sports were mentioned.
■ Ensure ample storage is available.
Feasibility Study for the South Bowmanville Recreation Centre, 2019
Prepared by the Municipality of Clarington, with assistance from the Rethink Group and Lett
Architects Inc.
�?1109 ?��
Outdoor Space
■ Eight groups discussed this topic.
■ Suggestions included: pickle ball courts (3), ice rink/ice skate trail (4), patio (3),
performance venue (1), adult fitness gym (1), walking trails and link to wider trail
network (2), tennis courts (1), sports fields (3), skateboard facility (1), water play
facility (2), basketball nets (1), dog park (1), washrooms (1) and community square
(1)
Design/Interior Layout
■ Ten groups discussed this topic.
■ Suggestions included:
■ shared space between older adults and youth
■ accessibility + ramps rather than elevators (4)
■ sufficient parking (2)
■ entrance off Green Road
■ energy conservation, light sensors
■ bright (skylights)
■ open concept — good sight lines throughout
■ two stories
■ warm-up area
■ wide hallways, especially in arena area
■ viewing to activity areas
■ sufficient storage and lockers (2)
■ designated play area in lobby
■ large change rooms (2)
■ design to allow for expansion
■ no windows in gymnasium
■ gender -free washrooms
Lobby/Administration
■ Every group discussed this component.
■ Suggestions included:
■ Food services/cafe/good exposure/good food/healthy food/service outdoor
activities as well (13) — not everyone wanted food services
■ Consider privatizing food services (5)
■ Socializing space/lounge area (6)
■ Quality space
■ Office space for Boys and Girls Club of Clarington
■ Municipal office space
■ Storage for swimming
■ Quiet area (homework space)
■ Pro shop (to support skating and aquatics) (2)
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Architects Inc.
�?1109 9
■ Museum showcase/interpretive space
Other
Suggestions included:
■ Kitchen, culinary classes (5)
■ Is a branch library necessary?/disagree with library being included (5)
■ Library OK — research, tutoring, and computers — will library be walkable? —
rethink traditional library (3)
■ Childcare/childminding space (5)
■ Indoor tennis
■ Private/public partnership
■ Tourism Clarington is better at existing location/question why included (3)
■ Office space for user groups, nonprofits (2)
■ Youth spaces + Video/gaming room (2)
■ Mini pad goalie training area with synthetic ice
■ Facility needs to be serviced by transit
■ Indoor tennis (3)
■ Squash courts (2)
■ Performing arts space, studios, stage (2)
■ Rock climbing wall (2)
■ Pro shop
■ Introduce culture into recreation facilities
■ In -line skate track
■ Expand existing indoor artificial turf field
■ Like the concept of `one -stop shopping'
■ Do it right the first time, not in phases
3.5.3 The Online Household Survey
2,177 respondents completed the online survey that ran for 32 days from June 8 to July
9, 2019.
Since the market area for the proposed South Bowmanville Recreation Centre is all of
Clarington, it was decided not to collect information about where respondents live or to
develop a demographic profile of respondents. The survey was kept to two questions to
increase the response rate.
Question One asked about the respondent's degree of agreement/disagreement with
the key facility components that were emerging for the proposed recreation centre at the
time of the survey. A five -point scale was used to measure the degree of support for
each component (from strongly agree to strongly disagree - including neither agree nor
disagree). The following are the key messages. See Table 7 for the details.
Feasibility Study for the South Bowmanville Recreation Centre, 2019
Prepared by the Municipality of Clarington, with assistance from the Rethink Group and Lett
Architects Inc.
All of the recreation facility components received strong support. Note that the order of
ranking varied a little, depending on the approach to analysis.
Based on the weighted average score for each facility component (maximum 5 points
possible), facilities were ranked as follows. The weighted average score accounts for
the number of respondents in each of the `agreement - disagreement' categories.
1. Flexible community and programming space for all ages 4.11
2. Indoor walking/running track
4.03
3. Twin pad arena
3.92
4. Fitness centre
3.76
5. Gymnasium
3.76
6. Aquatic facility (type to be determined)
3.73
Note: Although there was a tie between fitness centre and gymnasium, a higher
percentage of respondents `strongly agreed' with the fitness centre, so it was listed
ahead of the gymnasium.
When examining the `strongly agree' category, the twin pad arena moved to the top.
1. Twin pad arena 50.8%
2. Flexible community and programming space for all ages 43.36%
3. Indoor walking/running track 42.72%
4. Aquatic facility (type to be determined) 41.75%
5. Fitness centre 34.63%
6. Gymnasium 31.33%
When `agree' and `strongly agree' were combined, the following was the ranking:
1. Flexible community and programming space for all ages 77.17%
2. Indoor walking/running track 73.08%
3. Twin pad arena 67.34%
4. Gymnasium 65.18%
5. Aquatic facility (type to be determined) 64.76%
6. Fitness centre 64.49%
Although the percentages were relatively small, disagreement was strongest for the
aquatic facility (19.94%), the arena (16.31 %) and the fitness centre (15.25%).
Support was not as strong for the branch library being part of the proposed recreation
centre, with a weighted score of 2.99. Support was evenly split between agree,
disagree and neither agree nor disagree. What is not clear is if some respondents
thought that the current Bowmanville main branch facility was being moved to the
proposed South Bowmanville Recreation Centre, rather than providing an additional
branch facility in Bowmanville. With that clarified, support for the branch library might
have been stronger.
Feasibility Study for the South Bowmanville Recreation Centre, 2019
Prepared by the Municipality of Clarington, with assistance from the Rethink Group and Lett
Architects Inc.
IJ?1109 :I
Although the weighted score was above the mid -point at 2.81, support was weakest for
the offices of Clarington Tourism being located within the proposed South Bowmanville
Recreation Centre. 33.35% disagreed, 22.24% agreed and 44.42% neither agreed nor
disagreed.
Table 7: Detailed Response to Question One
Twin pad
10.20%
6.11 %
16.35%
16.54%
50.80%
arena
222
133
356
360
1,106
2,177
3.92
Aquatic
13.37%
6.57%
15.30%
23.01 %
41.75%
facility (type
291
143
333
501
909
2,177
3.73
to be
determined)
Gymnasium
7.90%
5.10%
21.82%
33.85%
31.33%
172
111
475
737
682
2,177
3.76
Fitness
8.31 %
6.94%
20.26%
29.86%
34.63%
Centre
181
151
441
650
754
2,177
3.76
Indoor
4.23%
4.41 %
18.28%
30.36%
42.72%
walking/
92
96
398
661
930
2,177
4.03
running track
Flexible
3.45%
2.80%
16.58%
33.81 %
43.36%
community
75
61
361
736
944
2,177
4.11
and
programming
space for all
ages
Branch
16.03%
17.82%
33.12%
17.50%
15.53%
library
349
388
721
381
338
2,177
2.99
Location for
16.12%
17.23%
44.42%
14.06%
8.18%
Clarington
351
375
967
306
178
2,177
2.81
Tourism
Question Two asked about other desired amenities and features to be considered. 872
respondents provided an answer(s) to this question. Although the response largely
mirrored the facility categories that were listed in Question One, a few additional indoor
and outdoor facilities were requested. Refer to Table 8.
Two additional indoor facilities were requested:
■ an artificial turf facility (40 in favour), and
■ squash courts (29 in favour).
Feasibility Study for the South Bowmanville Recreation Centre, 2019
Prepared by the Municipality of Clarington, with assistance from the Rethink Group and Lett
Architects Inc.
FF,109
Four outdoor facilities were suggested:
■ tennis courts (32 in favour),
■ splash pad/water play facility (18 in favour),
■ children's playground (14 in favour), and
■ an outdoor pool (9 in favour).
i ame u: summary or ine Kesponses
Type of Facility
Indoor Aquatic Facility
to wuestion
Agree
Number
124
i wo
Percentage
93.9
Disagree
Number Percentage
8 6.1
Gymnasium
117
100
0
0
Arena/Ice Pads
116
92.8
9
7.2
Multipurpose Space
80
98.8
1
1.2
Fitness/Wellness Facility
65
97
2
3
Indoor Artificial Turf Facility
40
100
0
0
Indoor Walking/Running Track
33
100
0
0
Squash Courts
29
100
0
0
Branch Library
16
76.2
5
23.8
Clarington Tourism Office
1
25
3
75
Outdoor Tennis Courts
32
100
0
0
Outdoor Splash Pad/Water Play
18
100
0
0
Outdoor Playground
14
100
0
0
Outdoor Pool
9
100
0
0
3.5.4 Consultation Session with Arena User Groups
■ Attending Groups: Clarington Minor Hockey Association, Clarington Zone AAA
Hockey Association, Clarington Girls Minor Hockey Association, Eastern Elite
Hockey, Scary Skate and the Newcastle Arena Board
■ Every hockey association in attendance indicated that they are purchasing additional
ice time outside of the Municipality of Clarington in order to fulfil their needs.
■ Expanding municipal programs has not been considered due to the lack of available
ice time and public dissatisfaction is growing.
■ Association representatives would move all development/practice ice to Clarington if
time was available.
■ While difficult to quantify, the hours of ice time purchased outside of Clarington by
local teams could also potentially move back to Clarington facilities, if there was
sufficient ice time available.
■ Time swaps (exchanging less desirable Clarington ice time for prime time ice) would
not be Considered by the Municipality.
■ Both the CGHA and CZHA expressed interest in the potential of supporting a Junior
level team.
Feasibility Study for the South Bowmanville Recreation Centre, 2019
Prepared by the Municipality of Clarington, with assistance from the Rethink Group and Lett
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FRII09 ?fb
■ CGHA has interest in participating in a women's' hockey league currently operating
to the east of Clarington. They would also be interested in creating a Clarington
women's league if the interest could be generated.
■ Private organizations did not express a need for more Clarington ice at their current
capacity.
■ Eastern Elite is anticipating growth and is interested in hosting a tournament.
■ Private organizations brought forward needs regarding complimentary space — e.g.,
multipurpose rooms and storage.
■ Outside of ice time, all organizations voiced a need for dedicated warm-up area and
storage.
3.5.5 Consultation Session with Other Groups
■ Autism Home Base Durham (programs and support for 18+ year old people with
Autism)
■ Clarington Squash Club (recreational squash league)
■ Clarington Swim Club (instructional and competitive swim programs)
■ Clarington Minor Lacrosse Association (representative and house league)
■ Clarington Green Gaels Lacrosse (Junior B)
With the exception of lacrosse, all other associations are operating either at or under the
capacity of the time and space they currently use in Clarington facilities.
Autism Home Base Durham is especially interested in the complimentary spaces (e.g.,
to establish a sensory -friendly room).
The Clarington Squash Club would like to see new courts in the proposed South
Bowmanville Recreation Centre (4 singles and 2 doubles) - which would allow them to
host tournaments. If new squash courts are included in the new facility, the current
courts at the Alan Strike Aquatic and Squash Centre would not be required by the Club.
There was a suggestion to repurpose or rent the existing courts to a club outside of
Clarington. The Clarington Squash Club also shared the idea of portable courts which
could be set up in a gymnasium.
A fitness/wellness centre was considered to be a good compliment to all active
associations.
The Clarington Swim Club indicated that they could use an additional 10 hours of pool
time, but noted that they would need time to grow their membership and programs in
order to afford the extra time. They are concerned about the lifecycle of the Alan Strike
pool, and if it is decommissioned, there would be no competitive pool in Clarington. It
was suggested that if an aquatic facility is included in the proposed recreation centre,
that it be able to host competitions (minimum of 8 lanes and 25 metres in length). At
this point, it is unclear whether the Alan Strike pool would still be used by the Swim Club
if a new pool is built at the proposed South Bowmanville Recreation Centre.
The Clarington Minor Lacrosse Association is currently running leagues year-round.
With no dry pads available in Clarington, they are renting space in surrounding
communities at approximately 30 hours per week. If there was sufficient dry floor
availability in Clarington, they would move all of their rentals here. Note: This may be a
Feasibility Study for the South Bowmanville Recreation Centre, 2019
Prepared by the Municipality of Clarington, with assistance from the Rethink Group and Lett
Architects Inc.
FF,109 V4
consideration when the Darlington Sports Centre reaches the end of its useful life as an
ice facility.
3.5.6 Workshop with Clarington Community Services Staff
Staff Teams Represented
■ Adult 55+
■ Aquatics
■ Client Services
■ Community Development
■ Customer Service
■ Facilities
■ Fitness
■ Recreation
With the Municipality representing such a large geographic area, how far will people
travel for to use an arena compared to an indoor pool?
■ For a pool — in an urban area, users are willing to travel about 15 mins; in a rural
area, users are willing to drive about 30 km.
■ Typically, there are fewer pools/population than ice pads
Considerations for competition with private fitness centres:
■ A move toward strength and conditioning would be a better match for a municipal
operation.
■ Specialized equipment with a wellness focus
Is there a trend towards multi -purpose vs. dedicated programmable space?
■ Although there are staunch supporters of dedicated space, with proper storage
options, a space can be dedicated to groups/programs/age groups, while still being
available for others.
■ Note: Adult 55+ programming may be trending towards `adult' programming, rather
than dedicated older adult programming.
Aquatics
■ There is a demand for Aquafit during prime time.
■ Ethno-cultural swims have to be considered in the design stage to allow for
adequate privacy.
■ Must anticipate decline of registrations at older aquatic facilities, when a new aquatic
facility becomes available.
■ Currently, pool utilization is not quite at capacity.
■ Potential partnership with the Clarington Swim Club may alleviate downturn at ASC
and help develop additional staff resources (lifeguards, instructors).
■ Possible partnership with high schools to encourage students to be
lifeguard/instructors.
■ Design the new aquatic facility in consultation with deck staff, e.g., how many people
required on deck to open the pool.
Feasibility Study for the South Bowmanville Recreation Centre, 2019
Prepared by the Municipality of Clarington, with assistance from the Rethink Group and Lett
Architects Inc.
FRII09 ?Pt
The new aquatic facility should be designed to meet the needs of the Clarington
Swim Club, as well as other users and all aquatic programs, as the Alan Strick
facility will be 50 years old in 2032.
With an aging population, demand for a therapeutic tank will continue to increase.
Public Skating
Limited time is available for unstructured programming.
40 hours of public swims vs. 6 hours of public skating is the current pattern.
Public demand for unstructured programming is increasing and it needs to be on
same level as structured programming.
Ice Rental
■ Ice rental numbers are consistent because arenas are operating at capacity in prime
time - with no time to accommodate additional demand.
■ There is a large current demand from ice user groups. In excess of $300,000/year is
being spent on ice rental outside of Clarington by Clarington organizations.
■ Organizations have growth plans and opportunities that cannot be accommodated
due to lack of ice time.
■ Additional complimentary spaces recommended: warm-up areas, meeting space,
fitness centre.
■ Organizations are willing to pay for these extra areas.
Fitness
■ Growth areas are group classes, challenge -type programs and `Learn to' classes.
■ Team dryland programs is another potential growth area.
■ Fitness membership remains steady.
■ Consideration for Sport tourism — walking track should be designed for walking,
running and competition (6-7 lanes).
■ Consider inclusive fitness space, modified equipment/programs.
■ Rename Fitness Centre to Wellness Centre (focus on `active living').
■ The Indoor Recreation Facility Strategy recommended a future fitness centre in
Newcastle — a fitness facility in Bowmanville could attract customers from Newcastle
and Courtice.
■ Must have a Plan B for any designated fitness space.
General Discussion about the Facility Concept
Indoor
■ Sports injury/rehab clinic
■ Warm-up area associated with teams using the arena — dedicated area to be
available when needed — can be used for other purposes when not required as a
warm-up area
■ Mini stick facility
■ Spectator seating in at least one arena pad
■ Quiet reflection space
Feasibility Study for the South Bowmanville Recreation Centre, 2019
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�?1109
■ Culinary/teaching kitchen - likely could double as a kitchen to support events in the
multipurpose spaces
■ Mobile workspaces (WiFi, shared printer, power, maybe a few workstations and/or
tables)
■ Meeting rooms/small program rooms
■ Lots of storage, some dedicated to regular user groups/programs
■ Arts and culture programming + art display space
■ Large lobby
■ Lengthen indoor soccer facility pitch to 200'
■ Outdoor gym
■ Trails — cross -programmed with fitness/wellness program — could be a skating path
■ Major playground
■ Water play facility
■ Celebration square
■ Display and/or sensory garden associated with outdoor quiet reflection space
■ Community vegetable garden
■ Beach volleyball courts
■ BMX track
■ Skateboard facility
General
■ Ensure diversity and inclusiveness in programming and operations
■ LEED certified building
■ Good flow throughout the building
■ Creating a `community' centre rather than a `recreation' centre is a priority.
■ Do it right the first time.
■ A gymnasium, multipurpose program rooms and an indoor walking/running track are
givens. There is greater risk for the Municipality with an indoor aquatic facility and an
arena.
3.5.7 Key Information about Arenas
■ Facilities include:
o Garnet B. Rickard Recreation Complex (twin -pad)
o South Courtice Arena (twin pad)
o Darlington Sports Centre (single pad)
o Newcastle Memorial Arena (single pad) — operated by an independent
management board
o Orono Arena and Community Centre (single pad) — operated by an independent
management board
Feasibility Study for the South Bowmanville Recreation Centre, 2019
Prepared by the Municipality of Clarington, with assistance from the Rethink Group and Lett
Architects Inc.
�?1109 V7
■ Most of the prime time is utilized by group -based rentals, with limited opportunity for
program -based uses (e.g., public skate, parent and tot skate, Skate 55, youth
shinny, adult shinny and Shinny 55). Between 2012 and 2016, the annual number of
participants in these programs ranged from 17,261 to 21,589. Participation in drop -
in public skating increased from 9,288 occasions in 2012 to 16,532 in 2018, with the
largest increases for parent and tot, youth and seniors. The most significant decline
was in family and group skating. Demand for learn -to -skate programs exceeds
supply.
■ Increased expectation has been expressed for programmed uses in prime time.
■ Hours of ice time rented have been consistent over the past four years for the five
ice pads that the Municipality administers. The average per year is 10,383 hours.
Prime time is fully booked.
■ The current allocation of municipal ice time to sport organizations is not adequate to
meet needs. It is estimated that between $250,000 and $300,000 is being spent
annually on out-of-town ice rental by Clarington groups.
■ There is current demand for expanded programs (municipal and ice user groups)
and expansion of sport tourism (tournaments and special events), especially in
prime time. Examples include the following:
o Current demand for additional public skating programs cannot be satisfied
without taking ice time away from existing user groups. With the expected
growth in population, this situation will worsen, and resident voices will only grow
louder.
o The addition of two ice pads will enable the Municipality to attract new, larger
special events. This will have a positive economic impact through sport tourism
and is a fantastic way to promote Clarington. Currently to achieve this, existing
ice users are negatively impacted, so there has been a movement away from
special events in recent years. Staff are confident these additional ice pads will
allow us to grow this area of our business.
■ It is clear that the current supply of especially prime ice time is insufficient to meet
current and future needs as the population increases and municipal and user group
programs seek to expand.
■ The project team is conservatively confident that the current under -supply of ice time
currently exceeds one ice pad, and based on the population growth alone over the
next few years (5,000 people by 2021), there will be sufficient demand by the time
the South Bowmanville Recreation Centre is operational.
Feasibility Study for the South Bowmanville Recreation Centre, 2019
Prepared by the Municipality of Clarington, with assistance from the Rethink Group and Lett
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FRII09 b�
3.5.8 Key Information about Aquatic Facilities
■ Facilities include:
o Courtice Community Complex aquatic facility — 25 metre leisure -style pool x 6
lanes, teaching pool, whirlpool and sauna
o Diane Hamre Recreation Complex (25 metre rectangular pool x 6 lanes),
teaching pool, whirlpool and sauna
o Alan Strike Aquatic and Squash Centre — 25 metre rectangular pool x 6 lanes,
whirlpool, sauna, upper and lower viewing areas with limited occupancy, narrow
pool decks, starting blocks, shallow end is 1 m deep - sanctioned by FINA for
competitions
■ Most pool uses are program -based and operated by the Municipality.
■ There is increasing demand for registered programs and public swims, with offerings
influenced by pool types and availability, as well as staffing availability.
■ There is also increasing demand for therapeutic/warm water pool
programs/activities, as well as women -only swimming (with privacy implications).
■ The type of programming that can be offered at municipal pools is determined by
available resources.
■ Facility utilization was at about 65% in 2017.
■ Based on recent trends in utilization and anticipated growth in demand, it is
expected that the current municipal indoor pool supply will be fully utilized in 4-7
years.
■ The existing pools and programs are meeting most current needs.
■ As the Clarington Swim Club requests more pool time at the Alan Strike Aquatic and
Squash Centre, this will be at the expense of community programming.
■ A new high -appeal aquatic facility at the South Bowmanville Recreation Centre will
attract much of the program -based use at the Alan Strike Aquatic and Squash
Centre.
■ The recent severe shortage of lifeguards and instructors is a major issue which
could impact the ability to maintain current and support expanded services.
3.5.9 Key Information about FitnessMellness Facilities
■ Facilities include:
o Courtice Fitness Training Centre — approx. 6,000 sf2., approximately 1,200
members — offering Fitness Basic, Fitness Plus, Group Fitness, Squash and
Swim/Skate membership packages
o Group fitness programs are offered in multipurpose rooms in other municipal
facilities
o Seven commercial fitness/wellness operations in Bowmanville, two in Courtice
and one in Newcastle, plus two gymnastic clubs and two martial arts centres
located in Bowmanville
Feasibility Study for the South Bowmanville Recreation Centre, 2019
Prepared by the Municipality of Clarington, with assistance from the Rethink Group and Lett
Architects Inc.
F?1109
■ The 11 municipal and commercial operations equate to 1 facility:9,550 population
(based on an estimated population of 105,000). If the three Curves operations and
the Wellness Path are not included (since they are not comparable full -service
fitness operations), the ratio would be 1:13,125 population. North American
research indicates that 18-20% of the population belongs to a fitness club or has
access to home -based fitness equipment. A population of 20,000 is generally
considered minimum to support a profitable full -service fitness operation. Therefore,
with a current ratio of 1 full -service fitness operation per 13,125 population in
Clarington, it would appear that there would currently be considerable competition
for another full -service fitness operation. However, a growing population will
increase demand. At the current ratio of full -service fitness facilities, a population of
140,400 would support 10.7 facilities.
■ Participation in group fitness is increasing - all levels, but especially for more
challenging programs (a local and national trend). Registration in municipal group
fitness programs increased from 24,165 in 2015 to 31,603 in 2018.
■ Requests are increasing for dryland training, as well as team and group training.
■ Popular programs include: Weight Loss Challenge, Learn to Lift and OCR classes
are offering participants competition, challenges, motivation and variety.
■ There is increasing demand for an indoor walking/running track (a local and national
trend linked to increasing demand for outdoor walking, running and hiking). The
best opportunity for indoor walking in Clarington is at the indoor soccer facility where
people walk around/on the artificial turf field. It is estimated that there are 7,500 to
8,000 person -visits per year at this facility for walking.
3.5.10 Other Local Recreation Trends
■ Increasing demand for unstructured play and programs, drop -ins, pay-as-you-go,
low fee/no fee opportunities (e.g., youth open gym). People want more flexibility in
their leisure activities schedule.
■ Camp Activities — increasing demand for specialty, educational and experiential
camps (e.g., cooking, science, outdoor play).
■ Increasing demand for preschool, educational, short -duration classes (less than one
hour) and preparation for entry to kindergarten.
■ Increasing demand for entry level programs and life-long learning.
3.5.11 National Leisure Trends Relevant to the Proposed Facility
The following are national trends in demand for leisure and facility provision that relate
to the proposed South Bowmanville Recreation Centre.
■ Trend toward multi -facility culture and recreation facilities, sometimes including other
municipal facilities such as a library, a municipal service centre, fire/EMS facility, etc.
■ Partnership opportunities in facility provision are increasing.
■ Barrier -free facility design has become a `must'.
■ Environmentally friendly/energy-efficient facility design is increasingly popular.
Feasibility Study for the South Bowmanville Recreation Centre, 2019
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■ Increasing popularity of facilities that can be repurposed as demands shift.
■ Aging infrastructure with implications for new, more functional and appealing and
expanding facilities.
■ Increasing popularity of unstructured and self -scheduled activities.
■ Demand for rigorous team and individual sports and recreation activities decline with
age, while less rigorous activities gain in popularity.
■ Since swimming is in demand through all age groups, demand should continue to be
strong, including strong and growing interest in women's-only, therapeutic and
fitness -based aquatics.
■ Interest in fitness/wellness is increasing across all age groups - further influenced by
above average educational attainment and income in Clarington.
■ Interest in arts and culture and life-long learning increases with age, income,
education and level of professionalism.
■ Interest by new Canadians in traditional Canadian recreation activities is usually
lower, while interest in activities such as cricket and soccer is stronger. For many
new Canadians, teaching their children to swim is a high priority.
3.6 Life Cycle Status of Municipality of Clarington Indoor Recreation Facilities
Of relevance to the proposed South Bowmanville Recreation Centre is the age,
condition, functionality and appeal of the Orono Arena and Community Centre, the
Darlington Sports Centre, the Newcastle Memorial Arena and the Alan Strike Aquatic
and Squash Centre. If one or more of the arenas is retired or repurposed within the
next 10-15 years, the under supply of ice pads will worsen. If the Alan Strike Aquatic
and Squash Centre is retired, the only competition aquatic facility (with significant
limitations) will be lost, along with the only squash courts in Clarington.
When determining current and future demand for the types of facilities to include in the
proposed South Bowmanville Recreation Centre, the future of these four facilities must
be considered. Although the detailed condition of the Newcastle and Orono arenas still
needs to be confirmed, their age suggests that a discussion on the long-term plan major
retrofit may be required in the near future. The Darlington Sports Centre underwent a
major retrofit in 2010 to extend its useful life to 2020-2025. Although the Alan Strike
Aquatic and Squash Centre was renovated in 2014, the aquatic portion of the facility
has design limitations that disqualifies it for higher level swim meets. The Clarington
Squash Club would like 4 single and 2 double courts included in the proposed
recreation centre, which would allow Clarington to host tournaments. However, the
current club membership does not require that many courts.
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Darlington Sports Centre
■ Built in 1975 (will be 50 years old in 2025)
■ $2.21VI renovation in 2010 to extend its useful life 10-15 years
■ As a single pad arena with only 4 dressing rooms, it falls short of current
expectations for and arena.
■ Due to the multi -level design, the facility also has accessibility challenges.
Alan Strike Aquatic and Squash Centre (formerly Clarington Fitness Centre)
■ Built in 1982 (will be 50 years old in 2032)
■ $3.51VI renovation in 2014 to extend its useful life cycle by 10-15 years
■ The pool design is limiting for aquatic lessons and some other programming/uses.
Orono Arena and Community Centre
■ Built in 1974 (will be 50 years old in 2024)
Newcastle Memorial Arena
■ Built in 1975 (will be 50 years old in 2025)
3.7 Conclusions and Implications for the Proposed Facility
3.7.1 Current Age Profile
Since the current population of Clarington is younger than the Ontario average, with a
significantly higher proportion of children, youth, and young and mid -age adults,
demand for the types of activities desired by a younger population and families with
children living at home should be above average. Since it is expected that Clarington
will continue to attract young families until after full build -out is reached, this pattern
should continue for at least another decade. Therefore, demand for the types of
facilities being considered for the South Bowmanville Recreation Centre (and
activities/programs that they will be able to accommodate) should continue to increase
in proportion to the growth in the population for at least another decade or until full build -
out is reached (e.g., arena, indoor aquatic facility, fitness/wellness facility, indoor
walking track, gymnasium, multipurpose program/activity rooms, child and youth
programming and libraries).
3.7.2 Above Average Household Income
Above average household income should continue to generate strong demand for
public services like culture and recreation - and may also generate above average
expectations for facility and programming quality, no matter the provider. Higher
income and a maturing and increasingly diverse and sophisticated community will also
generate increasing demand for arts and culture facilities and programming.
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3.7.3 Anticipated Population Growth and Change
With an expected increase of at least 35,000 people over the next 10-15 years, demand
for all types of culture and recreation activities and programs will continue to increase
from population growth alone. Based on trends in demand, fueled in part by an aging
population, interest in some activities will be greater than others.
With the Baby Boom generation aging from age 50-69 in 2016 to age 66-85 by 2031,
demand for activities of interest to an older generation will remain strong over the next
15 years, but should begin to peak around 2031 and then begin to decline in the
decades to follow. However, although that generation will have declined in size from
26% of the Clarington population in 2016 to around 15% by 2031, they are projected to
total around 20,000 in number at that time, which will represent a significant market with
their specific social, wellness and leisure needs.
As the millennial generation transitions from youth and young adults in 2016 to mid -age
adults by 2031, it is challenging to predict what that generation will desire for leisure as
they head into mid-life. By 2031, the percentage and numbers will have both increased
significantly from 26% (23,740) in 2016 to around 30% (39,830), which will represent a
very large market. It is likely that this population of 30- and 40-year olds will be
increasingly interested in improving their physical and mental wellbeing, life-long
learning, less rigorous sports and physical recreation, arts and culture, and family and
individual leisure activities. As this generation ages, the amount of time per person that
is annually spent participating in sporting activities will decline.
When the Municipality reaches full build -out population, the number of young families
moving into the community will begin to lessen and the population will begin the process
of aging in place. That will accelerate the aging of the population. One result will be
that demand for all types of rigorous indoor and outdoor recreation activities will either
stabilize or begin to decline. That will have implications for demand for facilities such as
arenas, sports fields, tennis courts, racquetball courts, squash courts, beach volleyball
courts and most indoor court activities. On the other hand, interest in less rigorous and
healthy culture and recreation activities and facilities will increase (e.g., linear activities,
pickle ball, cultural activities, wellness programs, life-long learning, arts and culture,
etc.).
Although the proportion of the Clarington population that is immigrant and
representative of visible minorities is well below that of the GTA, ethno-cultural diversity
will continue to increase in Clarington. This will eventually require the Municipality to
broaden its array of outdoor and indoor recreation facilities and programming to
maximize participation and support community wellbeing among all groups. As cultural
diversity increases, there will be a corresponding need to ensure that leisure
opportunities are provided for all cultural interests and in ways that relate to specific
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cultural norms. This will require a better understanding of barriers to participation, and
development and application of new strategies to increase participation.
Given that about 15% of Clarington's population has a disability and that percentage is
expected to increase to around 40 by 2040, it will be essential that facilities and
programs are designed to be inclusive and supportive of all residents, regardless of
ability.
3.7.4 Aging Infrastructure
Many municipal indoor recreation facilities have many years of useful life remaining.
However, being older facilities, the Darlington Sports Centre and to a lesser extent, the
Alan Strike Aquatic and Squash Centre have fewer years remaining in their useful life
cycle.
In 2010, a major renovation was completed at the Darlington Sports Centre that
included a new arena floor, refrigeration system, accessibility improvements and
mechanical, electrical and life safety systems upgrades. The objective of this work was
to extend the useful life of the facility by 10-15 years. In 2025, the facility will be 50
years old and although it currently provides a vital supply of ice during the winter
months and floor rental space during the spring and summer for lacrosse, the longer -
term future of this facility is not certain. As indicated in this report, there is demand for
year-round floor space for lacrosse and pickle ball, so consideration could be given to
re -purposing the facility in the future.
The Newcastle Memorial Arena and the Orono Arena and Community Centre are also
older facilities. They will both will be at or beyond 50 years old by 2025. Operations
Building Services staff have indicated that building condition audits are planned for
these two facilities in 2020. The findings of these audits will help inform the longer -term
plan for these two arenas.
As identified in the Indoor Recreation Facilities Development Strategy and re -stated in
this report, the proposed plan for additional indoor ice pads for the South Bowmanville
site has taken into consideration the age of these three single pad arenas. In addition
to addressing an immediate demand for additional ice time for both of Clarington's
minor sport organizations and the general public for drop -in programs, the two proposed
ice pads for the South Bowmanville Recreation Centre will augment the supply of ice
pads should any of the above facilities be retired as ice facilities in the near future. The
Indoor Recreation Facilities Development Strategy also recommended a re -assessment
of arena needs in 2023 before a decision on future ice pads is made.
In 2015, a major renovation was completed at the Alan Strike Aquatic and Squash
Centre that included family change facilities, expanded lobby and public viewing areas,
a new swimming pool filtration system, accessibility improvements and upgrades to the
mechanical, electrical and life safety systems. The objective of this work was to
improve the functionality of the facility and to extend its useful life by 10-15 years. In
Feasibility Study for the South Bowmanville Recreation Centre, 2019
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2032, the facility will be 50 years old and although it currently satisfies the needs of
many local residents as well as being the home of the Clarington Swim Club and
Clarington Squash Club, it is not designed to provide the types of programs and
services that can be provided at the newer aquatic facilities in Clarington. Since there is
no additional land available for expansion of this facility, the ability to make further
improvements is very limited. If no additional squash courts are provided at another
facility before the Alan Strike facility is retired, the impact of the loss of the courts at the
Alan Strick facility will have to be considered.
The Indoor Recreation Facilities Development Strategy proposed a new aquatic facility
at the South Bowmanville site to coincide with the Alan Strike facility nearing the fifty-
year mark. This additional/new aquatic facility, as well as the proposed renovation to
the Courtice Community Centre to provide a larger teaching pool and therapy pool in
the 2024-25 timeframe will provide adequate aquatic facilities to meet the needs of the
community to at least 2031 and a projected population of approximately 140,000.
3.7.5 Current and Future Demand for Culture and Recreation Facilities
Section 3.5 concluded that there is strong and growing demand for most of the culture
and recreation facilities being considered for the South Bowmanville Recreation Centre
(two ice pads, a double gymnasium, an indoor walking/running track, multipurpose
rooms and meeting rooms). By the time the South Bowmanville Recreation Centre
would be operational, municipal aquatic facilities will be nearing full capacity. With
anticipated increasing demand for fitness and wellness services and the projected
growth in the population of the Municipality (+ 35,000 by 2031), there should be
sufficient population to support one more full -service fitness facility when the population
reaches about 118,000 and a second additional facility when the population reaches
about 140,000 — based on the current ratio of facilities to population.
The research also noted numerous other facilities and features that should be
considered in planning this facility. Examples include:
■ A significant and well-appointed lobby with socializing space, quality food
services/cafe, information services and likely a municipal service counter. If a
branch library and Tourism Clarington are incorporated into the facility, they should
be accessed via the common lobby.
■ Childminding area/service.
■ Pro shop.
■ Off -ice warm-up/training facility
■ Ample storage throughout the facility.
■ An open and airy atmosphere/Good flow throughout the building.
■ An energy -efficient building/LEED certified.
■ Consider the facility to be a more broadly based `community' centre rather than a
`recreation' centre.
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■ Adjacent outdoor facilities and features to be considered include: Celebration
Square (public square/socializing/assembly area); children's play area and water
play feature, walkways/trails (with a link to the wider trail network); gardens (floral,
sensory, vegetable); skateboard facility; BMX track; beach volleyball courts; and
adult outdoor gym.
Although community demand was mixed for the branch library, it is likely that many
respondents to the household survey and participants at the Community Forum thought
that the branch library suggested for the South Bowmanville Recreation Centre would
replace the main branch library that is co -located with the Municipal offices in downtown
Bowmanville. Therefore, support for the branch library was likely much lower than
typical. Generally, a library that is co -located with a leisure centre is better utilized than
a stand-alone facility, and a few components can be shared among the facilities (lobby,
multipurpose rooms, childminding service, and food services).
Interest in locating the headquarters of Tourism Clarington at the South Bowmanville
Recreation Centre was mixed and weaker than for the recreation components. The
decision to locate Tourism Clarington at this facility should not be driven by public
demand, but rather by whether this location is best for this type of facility and service to
visitors to the community. The requirement for this space should be incorporated into
the space requirements of the Community Services Department.
3.7.6 Leisure Trends
As noted in Section 3.5.11, relevant national and local leisure trends in demand and
facility provision support the types of components and the nature of the proposed South
Bowmanville Recreation Centre.
3.7.7 Recommended Facility Components of the South Bowmanville Recreation Centre
Based on the 2017 Indoor Recreation Facilities Development Strategy and the
research and community engagement conducted for this study, the following are the key
facility components recommended for the South Bowmanville Recreation
Centre. Based on relative need, demand indicators and the capital costs for the total
program, the project team has recommended a two -phased approach for this facility. It
is noteworthy that the site master plan work completed prior to the construction of the
indoor soccer facility, the 2107 Indoor Recreation Facilities Development Strategy
and this most recent work have generally reached the same conclusions about this
facility.
Refer to Section 4.3 for a more detailed description of the recommended facility
components.
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Phase One
■ Twin -pad arena
■ Off -ice warm-up/training facility
■ Mini Stick area
■ Gymnasium
■ Indoor walking/running track
■ Multipurpose rooms
■ Indoor soccer facility (existing)
■ Branch library
■ Offices for the Community Services Department and Tourism Clarington
■ Childminding room
■ Quiet/sensory room
■ Large common lobby (reception area, food services, seating/socializing area,
temporary storage)
■ Ample storage (throughout the facility and for each major component)
■ Ample parking and an adequate on -site vehicular and pedestrian circulation system
■ Celebration square
■ Outdoor garden(s)
■ Outdoor walking path/trail
■ Outdoor fitness gym
■ Outdoor lacrosse bowl (existing)
■ If there is room, other outdoor facilities that complement the facility might be able to
be accommodated on the site.
Phase Two
■ Aquatic facility
■ Fitness centre
■ Change rooms and adequate storage to support the aquatic facility and fitness
centre
Chapter Four: The Facility Concept
4.1 Introduction
In this chapter, the site and facility are described, along with the detailed space/building
program, a high-level facility and site layout, and a Class D estimate of capital cost.
4.2 The Site
The South Bowmanville Community Park is being developed as a major indoor and
outdoor recreation site. This commenced with the construction of the indoor soccer
facility and outdoor lacrosse bowl. Following that was the construction of four baseball
diamonds and later, a football field. Any future outdoor facility expansion will occur on
Feasibility Study for the South Bowmanville Recreation Centre, 2019
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the southern portion of the site to the east of the football field. Future indoor facility
expansion will occur to the north and west of the indoor soccer facility.
An opportunity arose to locate excess fill on the site from construction of the Green
Road and Baseline Road intersection. That allowed the construction of temporary
soccer pitches to be constructed on the northern portion of the site, with the provision
that when future indoor facility development proceeded, the fields would be removed.
See Figure 1 which includes the indoor soccer facility and the outdoor fields.
The portion of the site that is allocated for future indoor facility expansion (South
Bowmanville Recreation Centre) is 15.5 acres. The removal of the temporary fields will
include stripping some of the material that was imported to the site.
As there were no major site condition issues identified during the construction of the
soccer facility, it is not expected that there will be any major concerns incurred with the
development of the remainder of the property. Regardless, adequate geotechnical
testing will be completed prior to a final facility design to mitigate any potential problems
during the construction stage.
Currently, the main access to this community park is off Baseline Road. The access
road that links to the indoor soccer facility and the outdoor sports facilities will have to
be re -aligned to accommodate the construction of the South Bowmanville Recreation
Centre and parking. There is also a secondary access to the west baseball field parking
lot off Green Road. Consideration for the internal roadway and parking lot work has
been incorporated into the capital costing. However, any required improvements to
Baseline Road or Green Road have not been accounted for in the budget. A traffic
management plan may be necessary during the early stages of design.
With the amount of hard surfaces that will result for development of the South
Bowmanville Recreation Centre, on -site storm water management will need to be
factored in, especially if the capacity of the existing pond to the east of the lacrosse
bowl will not accommodate the increased rain water run-off that will be created. That will
be accomplished via another storm water pond or underground storage tanks. A Storm
water Management Plan will be completed in conjunction with the detailed facility design
phase.
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Figure 1
Site of the South Bowmanville Recreation Centre
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4.3 Description of the Proposed Facility and Components
4.3.1 The Facility Concept
Community recreation centres are becoming more important as community `hubs' or
focal points of activity, engagement and interaction. It's becoming increasingly common
for libraries/learning commons, performance facilities, teaching kitchens, municipal
service counters, and health and wellness facilities to be co -located with active
recreation, sport and fitness facilities. The concept for the South Bowmanville
Recreation Centre is intended to be a community hub
As an addition to the existing Bowmanville Indoor Soccer facility and outdoor lacrosse
bowl, the design of the South Bowmanville Recreation Centre places the major program
areas to the north and west to take advantage of exposure to natural light, relationships
of similar use, and by type of use. As such, the branch library faces north to Baseline
Road to bring animation to the main facade of the building and to begin to develop the
public face along with the multi -purpose rooms. The gymnasium and the twin pad arena
are more internalized as these spaces only require diffused light. The natatorium takes
advantage of the west facade bringing light into the space throughout the day.
The gymnasium and multipurpose rooms are located adjacent one another in case an
event requires both facilities. These two facilities are located at the front of the complex
to allow direct access. The fitness centre and aquatic facility are located adjacent to
each other to share the changing rooms. The arena facility is located on the east side
so that the back of this facility is out of sight and provides an adequate location for the
snow dump.
Circulation is based on a simple cruciform that allows users ease in wayfinding and
promotes interaction within the building. This interaction is further promoted with the
ability to of see multiple spaces from each of the corridors. As an example, as one
walks to and into the building from the west, they can see into the gymnasium and
natatorium. Once inside the building, the view is to the library, the rinks and up to
programming areas on the second level. This interaction and connection will foster
interaction of visitors who may be in the complex for different reasons. Picture two
neighbours running into one other at the cafe. One is there because their teenager is at
hockey practice and the other because they've just finished a yoga class. They decide
to go to the library together because there is a lecture that they're both interested in.
The architecture promotes these interactions and to helps with community -building.
Please refer to Figures 2 and 3 (Preliminary Concept of the South Bowmanville
Recreation Centre - Levels 1 and 2). This is the preferred design concept of several
that were developed. Much more detail will be provided, and some changes to the
layout will likely be made at the next stage of facility design.
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Since the need for and priority of the aquatic facility (natatorium) and fitness centre are
a little behind the other components as documented in Chapter 3, and there are funding
limits associated with the Investing in Canada Infrastructure Program (Community
Culture and Recreation), it is recommended that South Bowmanville Recreation Centre
be phased — with the aquatic and fitness facilities, along with the associated change
rooms and storage be allocated to a later phase.
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Figure 2: South Bowmanville Recreation Centre Preliminary Concept — Level 1
Feasibility Study for the South Bowmanville Recreation Centre, 2019
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Figure 3: South Bowmanville Recreation Centre Preliminary Concept — Level 2
Feasibility Study for the South Bowmanville Recreation Centre, 2019
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4.3.2 Components of the Proposed Facility
Based on the recommendation contained in Section 3.7, the following are the key
components of Phase One and Two of the South Bowmanville Recreation Centre
(Tables 9 and 10). Important features of each facility component and the amount of
space allocated to each is also provided.
Table 9: Space Program — Phase One of the South Bowmanville Recreation
Centre
Municipality of Clarington, 2019
Twin Pad Arena 63,190
■ Ice surface size: NHL size for each pad — with rear outside
entrance to each pad
• Seating: 300 each side — heated (bench or individual seats to be
determined) + barrier -free spaces and standing room
■ Players dressing rooms: 8 each pad - automatic doors to dressing
rooms and wide hallways accessing dressing rooms
■ Large players benches, with off -ice access
■ Time -keepers box: closed with off -ice access
■ Referee dressing rooms: male and female rooms of sufficient size
to accommodate 8 people at a time for each pad + 4 more people
at change -over times — locate in isolation of dressing rooms
■ Summer ice each pad — with larger refrigeration room
■ Elevator
■ Warm viewing area — possibly from lobby
■ Mini stick area: possibly between ice pads on upper level —
accessible from spectator seating
■ Off -ice training room/warm-up area
■ Storage: above average amount — adequate air quality
■ Staff office and workshop
■ Air conditioned
■ Adequate sound system
■ Enerav-efficient facilitv
Gymnasium 11,700
■ Dividable into 2 or 3 spaces
■ High school/college size basketball court with adequate out-of-
bounds space
■ Multifunctional space to accommodate gym sports, floor -based
fitness classes and children/teen drop -in programs and camps -
as well as other activities (trade and art shows, public gatherings,
performances, etc.) — therefore, better acoustics than a typical
gym
■ Wooden sprung floor
■ Portable stage
■ Men's and women's chanae rooms
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Components
■ Official's room
■ No glare
■ Adequate storage accessible from each of the three components
■ Main floor viewing area with motorized curtain to provide privacy
■ Access to pool change rooms
■ Access to outdoor gardens and celebration square
Multipurpose Program Rooms
7,550
■ 3,000 sf2 x 2 — each dividable into 2 rooms — kitchenette,
washroom and storage accessible to each of the 4 rooms — each
AV -equipped
■ 12' — 14' ceiling height
■ Kitchen (accessible from both sides of the multipurpose room)
■ Natural light — curtained
■ Access to outdoor gardens and celebration square
Running/Walking Track
3,000
■ 3-lane
■ Elevated around the gymnasium
■ Provide retractable privacy curtain
Branch Library
10,000
■ Access from main lobby/entrance to the recreation centre
■ Share multipurpose program space and meeting rooms
Staff Areas and Offices for Community Services Department
5,600
Office and Clarington Tourism
■ Including office for facility staff, storage, meeting room,
lunchroom/staff room, washrooms
■ Customer service counter in lobby
Child Minding Room
1,000
Quiet/Sensory Room
200
Lobby and Ground Floor Circulation
8,020
■ Large, airy, bright space with open area for small gatherings and
to accommodate tournament crowds
■ Good sight lines to key activity components
■ Customer service counters for Community Services Department,
Library and Clarington Tourism
■ Food service facility and counter
■ Appealing seating cluster and lounge area
■ Easily accessible storage area for hockey bags — with customers
are using the lobby (milling about and eating)
■ Media wall for community information, library information and
Clarington Tourism
■ Direct access to compatible outdoor spaces (Celebration Square,
sensory garden, children's play area, outdoor gym, etc.)
Public Washrooms (ground and upper level)
1,750
Building Services (custodial, electrical room, receiving,
6,615
communications, elevator equipment room, sprinkler room,
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Components
garbage/recycling room, electrical room, generator room, mechanical
room)
Sub -total 118,625
Gross -up (25%) 29,625
Total Building Area — Phase One 148,281
Table 10: Space Program — Phase Two of the South Bowmanville Recreation
Centre
Municipality of Clarington, 2019
Components
Aquatic Facility
16,040
■ 8 lane x 25 metre tank - with starting blocks and sufficiently wide
deck area to meet sanctioned provincial competitions - moveable
floor? — no diving boards
■ Adequate on -deck storage
■ Viewing area — elevated - accommodate at least 300 spectators
■ Main floor viewing area with motorized curtain to provide privacy
■ Therapeutic tank — larger than typical
■ Change rooms — male, female, family and lifeguard
■ Lifeguard and supervisor's offices
■ Large filtration and mechanical room
■ Natural lighting
■ Adequate storage
Aquatic and Fitness Facility Change Rooms
4,500
Fitness Facility
8,200
■ Strength and conditioning room/gym
■ Spinning room/area
■ Aerobic/group fitness area
■ Assessment room(s)
■ Entrance/control point/staff office and work area
■ Adequate storage
Sub -total
28,7185
Gross -up (25%)
7,185
Total Building Area — Phase Two
35,925
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4.4 Estimate of Capital Cost
Table 11:
Estimate of Capital Construction Cost, South Bowmanville Recreation Centre,
Municipality of Clarington
Phases and Components
Phase One
Lobby, circulation, public washrooms, child minding
room, quiet/sensory room
10,970
1,019
$3,390,000
Twin -pad Arena, including the warm-up and mini
stick areas
63,190
5,871
$16,416,000
Gymnasium, including the walking/running track
14,700
1,366
$4,282,000
Multipurpose Rooms
7,550
701
2,519,000
Library
10,000
929
$4,500,000
Staff Area (Department of Community Services,
Clarington Tourism, Facility Operations)
5,600
520
$1,719,600
Building Services
6,615
615
$1,819,125
Sub -total
118,626
11,021
$34,651,715
Gross -up (25%)
($250/ft2)
29,656
2,755
$7,414,063
Total Gross Area and Total Net Area Cost
($284/ft2)
148,281
13,776
$42,065,788
Phase Two
Aquatic Facility (Natatorium) - including storage
16,040
1,490
$8,498,050
Fitness Centre - including storage
8,200
762
$3,140,000
Changing Rooms for Natatorium and Fitness
Centre
4,500
418
$1,777,500
Sub -total
28,740
2,670
$13,415,550
Gross -up (25%)
($250/ft2)
7,185
668
$1,796,250
Phasing Premium (10%)
$1,341,555
Total Gross Area and Total Net Area Cost
($461 ft2)
35,025
3,338
$16,553,355
Phases One and Two
Total Net Area and Total Net Area Cost
147,365
13,691
$48,067,275
Gross -up (25%)
($250/ft2)
36,841
3,423
$9,210,313
Total Gross Area and Total Cost
($311 /ft2)
184,206
17,113
$57,277,588
Feasibility Study for the South Bowmanville Recreation Centre, 2019
Prepared by the Municipality of Clarington, with assistance from the Rethink Group and Lett
Architects Inc.
Pia f ?7
4.5 Anticipated Impact of the Proposed Facility on Existing Facilities and
Businesses
Since there will be sufficient demand for most of the prime ice time that will be available
in the twin -pad arena by the time the South Bowmanville Recreation Centre opens,
there should be minimal negative impact on existing arenas in Clarington. Given that
Clarington staff will be responsible for allocating ice time at all seven municipal ice pads,
a fair allocation of ice time at the new ice pads will occur. That will mean that
organizations will not be allowed to `cherry pick' prime hours at the new facility that
could impact the optimum use of the other ice pads. In addition to satisfying immediate
pent-up demand and future growth needs for ice, this would also be a strategic plan for a future
date when the older arena facilities need to be re -assessed. Given that the ice pad at the
Darlington Sports Centre is scheduled to be decommissioned in the near future, the
new twin -pad arena will only provide one additional ice pad for the Municipality in the
near term.
Given that the aquatic facility is being recommended for a later phase, there will be no
immediate impact on the Alan Strike Aquatic and Squash Centre or any of the other
municipal aquatic facilities in Clarington. A decision will have to be made about the
future of that facility, especially given that the Clarington Swim Club and the Clarington
Squash Club have not indicated a desire to continue to utilize it. The design of the main
pool does not accommodate a wide variety of swimming lessons and would not be a
feasible option for municipal programs, especially compared to a contemporary aquatic
facility located at South Bowmanville Recreation Centre.
When the Alan Strike Aquatic and Squash Centre is decommissioned, a decision about
providing public squash courts somewhere in Clarington, and the nature of those
facilities will have to be made. An assessment of demand at that time, and of municipal
responsibility should inform that decision.
Since the proposed full -service fitness/wellness centre is being recommended for a later
phase, there will be no immediate impact on the fitness/wellness centre at the Courtice
Complex and commercial fitness operations in Clarington and nearby. If a
fitness/wellness facility is considered as a future phase of the South Bowmanville
Recreation Centre, an assessment of demand and the impact on other operations
should be made at that time.
It is not expected the addition of a full-size gymnasium at the South Bowmanville
Recreation Centre will have any impact on the usage of Diane Hamre Recreation
Complex as municipal gymnasium space is very limited and growth of programs,
particularly in Bowmanville cannot effectively be accommodated through rental of local
school gymnasia.
Feasibility Study for the South Bowmanville Recreation Centre, 2019
Prepared by the Municipality of Clarington, with assistance from the Rethink Group and Lett
Architects Inc.
Pam f1 s
Appendix A: Reports and Information Reviewed
In addition to the documents reviewed for the 2017 Indoor Recreation Facilities
Development Strategy that were referenced in Section 2.2, the following documents
were reviewed for this feasibility study.
1. Indoor Recreation Facilities Development Strategy, Monteith -Brown, January 2017
2. Memorandum to the Municipality of Clarington Re: Clarington Community Forecast
Update 2013, Hemson Consulting Ltd, January 2013
3. Places to Grow — Growth Plan for the Greater Golden Horseshoe (2019)
4. Clarington Growth Trends 2017, Municipality of Clarington Planning Services
Department, 2017
5. Clarington Growth Trends 2018, Municipality of Clarington Planning Services
Department, 2018
6. Demographic Information 2018, Clarington Board of Trade and Office of Economic
Development
7. Statistics Canada, 2016 Census, Community Profile, Municipality of Clarington
Census Subdivision
8. Statistics Canada, 2016 Census, Community Profile, Bowmanville Population Centre
9. Statistics Canada, 2016 Census, Community Profile, Regional Municipality of
Durham Census Subdivision
10. Statistics Canada, 2016 Census, Community Profile, Province of Ontario
Feasibility Study for the South Bowmanville Recreation Centre, 2019
Prepared by the Municipality of Clarington, with assistance from the Rethink Group and Lett
Architects Inc.
Pia f?9
Clarington
Staff 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: October 15, 2019 Report Number: CSD-010-19
Submitted By: George Acorn, Acting Director of Community Services
Reviewed By: Andrew C. Allison, CAO Resolution#:
File Number: By-law Number:
Report Subject: Addendum to CSD-007-19 Land Acknowledgement Statement
Recommendations:
1. That Report CSD-010-19 be received;
2. That Council approve the proposed Land Acknowledgement Statement to be read
aloud by the Mayor or designate at the start of public regular and special meetings of
Council and its Standing Committees held in the Municipality of Clarington, at civic
celebrations, and other official events that are hosted by the Municipality;
3. That Council approve the draft By-law (Attachment 1 to Report CSD-010-19) to
amend By-law 2015-029, the Procedural By-law, in order to incorporate a Land
Acknowledgement Statement at the meetings;
4. That staff be directed to develop a training plan, in collaboration with the Diversity
Advisory Committee and representatives of our local Indigenous community, to
provide Indigenous cultural awareness for Members of Council and staff; and
5. That all interested parties listed in Report CSD-010-19 and any delegations be
advised of Council's decision.
Page120
Municipality of Clarington
Report CSD-010-19
Report Overview
Page 2
This Report provides Council a revised Land Acknowledgement Statement for their
consideration. Following a Report and presentation at the June 17 General Government
Committee meeting, the need to engage further was identified, which resulted in a referral
back to staff.
1. Background
1.1. Clarington's Diversity Advisory Committee received a request through the Municipality's
CAO's office to review and provide a recommendation to Council on the use of a Land
Acknowledgement Statement. Council considered report CSD-007-19 Land
Acknowledgement Statement at the June 17, 2019 General Government Committee
Meeting.
1.2. Mr. Dave Mowat, representing the Mississaugas of Scugog Island First Nation as
Consultation, Lands and Membership Supervisor, provided a presentation to Council at
this meeting to provide some history and background on the matter.
1.3. While the proposed Land Acknowledgement Statement contained within report CSD-
007-19 had been reviewed by Mr. Mowat as a representative of our local Indigenous
community, it was discussed through his presentation that further consultation with the
other identified communities should take place. As a result, Council approved
Resolution #GG-390-19:
"That Report CSD-007-19 Land Acknowledgement Statement, be referred to staff to
Report back to the General Government Committee meeting of September 23, 2019."
1.4. Staff worked with Mr. Mowat throughout the summer recess to confirm the statement.
Prior to the September 23 General Government Committee meeting, Mr. Mowat advised
that the consultation, while underway, was not yet complete. Staff requested an
extension to report back to the October 15 General Government Committee meeting.
1.5. Subsequently, Mr. Mowat advised staff that he had a revised statement that more
accurately reflects the lands included in the recent Williams Treaties settlement and the
land on which Clarington is found.
Page 121
Municipality of Clarington
Report CSD-010-19
2. Proposal
Page 3
2.1. It is proposed that the following revised Land Acknowledgement Statement be approved
to read:
"The Municipality of Clarington is situated within the traditional and treaty territory of the
Mississaugas and Chippewas of the Anishinabeg, known today as the Williams Treaties
First Nations. Our work on these lands acknowledges their resilience and their
longstanding contributions to the area now known as the Municipality of Clarington."
3. Implementation
3.1. Staff suggests that the Land Acknowledgement Statement follow the "Moment of
Reflection" at Council meetings and follow the "Call to Order" at Standing Committee
meetings. As such, staff are proposing the amended By-law 2015-029 (Attachment 1),
the Procedural By-law, in order to incorporate a Land Acknowledgement Statement at
the meetings.
3.2. Staff, in consultation with our local Indigenous community and the Diversity Advisory
Committee, recommend that the Acknowledgement be read aloud by the Mayor or
designate at the start of public meetings of Council and its Standing Committees, at
civic celebrations, and other official events that are hosted by the Municipality.
Examples of these special events include:
• Clarington For the Love of Art Mayor's Gala
• Clarington Celebrates Canada Day
• Clarington Mayor's Golf Classic (reception)
• Clarington Sports Hall of Fame (reception)
• Facility, Parks, Trails or Municipal Buildings sod turnings, grand openings
3.3. In an effort to raise awareness and provide an understanding of the history of
Indigenous Peoples of Canada, staff, in conjunction with the Diversity Advisory
Committee, will seek out learning opportunities for Mayor, Council and staff who may be
in a position to read this Acknowledgement to ensure that these words are not being
offered without understanding of their meaning.
3.4. Any costs associated with developing additional training plans would be incorporated in
a budget submission for consideration in 2020.
Page122
Municipality of Clarington Page 4
Report CSD-010-19
4. Concurrence
4.1. Not applicable.
5. Conclusion
5.1. It is respectfully recommended that Council consider the revised Land
Acknowledgement Statement as prepared by Mr. Dave Mowat, as it is respectful and
historically accurate in the recognition of lands covered by the Williams Treaties, which
includes the Municipality of Clarington.
Staff Contact: George Acorn, Acting Director of Community Services, 905-623-3379 ext. 2502
or gacorn@clarington.net.
Attachments:
Attachment 1: Draft By-law to amend the Procedural By-law 2015-029
Interested Parties:
There are no interested parties to be notified of Council's decision.
Page123
Attachment 1 to
Municipality of Clarington Report CSD-010-19
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Coordinator at 905-623-3379 ext. 2131.
The Corporation of the Municipality of Clarington
By-law 2019-XXX
Being a by-law to By-law 2015-029, a By-law to govern the
proceedings of the Council of the Municipality of Clarington, its
General Government Committee, its Planning and Development
Committee, and Special Committees
Whereas the Council of the Municipality of Clarington has approved the
recommendations by Clarington's Diversity Advisory Committee and those outlined in
Report CSD-007-19 to include a Land Acknowledgement Statement at meetings;
Whereas current Clarington's Procedural By-law, 2015-029, does not currently allow for
a Land Acknowledgement Statement at meetings;
Now therefore be it enacted that By-law 2015-029, Clarington's Procedural By-law, be
amended as follows:
1. In Subsection 6.1.1 (Council Agenda):
a. That the words "Land Acknowledgement Statement" be added following
the word "Moment of Reflection",
2. In Subsection 6.2.1 (General Government Agenda):
a. That the words "Land Acknowledgement Statement" be added following
words "Call to Order";
3. In Subsection 6.3.1 (Planning and Development Committee Agenda):
a. That the words "Land Acknowledgement Statement" be added following
words "Call to Order",
4. In Subsection 6.4.1 (Special Committee Agenda):
a. That the words "Land Acknowledgement Statement" be added following
words "Call to Order";
Page124
Attachment 1 to
Municipality of Clarington Report CSD-010-19
5. That a new Subsection 7.1.4 be added as follows:
7.1.4 Land Acknowledgement Statement
In recognition of a necessary first step towards honouring the original
occupants of a place, and as a way to recognize the traditional First Nations,
Metis and / or Inuit territories of a place, and to commemorate Indigenous
peoples' principal kinship to the land, the following Land Acknowledgement
Statement shall be read following the Call to Order:
"The Municipality of Clarington is situated within the traditional and
treaty territory of the Mississaugas and Chippewas of the
Anishinabeg, known today as the Williams Treaties First Nations.
Our work on these lands acknowledges their resilience and their
longstanding contributions to the area now known as the
Municipality of Clarington."
6. That this by-law shall take effect on the date of passing.
Passed in Open Council this day of , 2019.
Adrian Foster, Mayor
C. Anne Greentree, Municipal Clerk
Page125
Clarington
Staff 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: October 15, 2019 Report Number: CLD-021-19
Submitted By: Anne Greentree, Municipal Clerk
Reviewed By: Andrew C. Allison, CAO Resolution#:
File Number: By-law Number:
Report Subject: Bowmanville BIA Requests Regarding Parking Meters
Recommendations:
1. That Report CLD-021-19 be received;
2. That the By-law attached to Report CLD-021-19, as Attachment 2, to amend the
Traffic By-law 2014-059 to:
a. increase the parking meter rates from $0.50 to $1.00 (Schedule 5); and
b. remove the two-hour free parking (Schedule 6);
be approved, effective January 1, 2020;
3. That, in accordance with Section 34(3) of the Traffic By-law 2014-059, the
Municipality of Clarington approves the request from the Historic Downtown
Bowmanville Business Improvement Area to increase the Christmas parking period
for free parking meters from December 15-31 to December 1-31 for 2019 on a one-
year trial basis for December 2019, and therefore designates the area in downtown
Bowmanville regulated by parking meters as a free parking area between December
1, 2019 and December 31, 2019;
4. That Staff be directed to take the appropriate steps, including covering the meters
with bags and advising the public via social media and notices placed on
Clarington's website;
5. That Staff report back, prior to November 1, 2020 on the pilot of "free parking in the
month of December, 2019"; and
6. That all interested parties listed in Report CLD-021-19 and any delegations be
advised of Council's decision.
Page126
Municipality of Clarington
Report CLD-021-19
Report Overview
Page 2
Committee considered the Bowmanville BIA request to remove the two hour free parking in
municipal lots as well as Staff's recommendation to increase parking meter rates from
$0.50/hour to $1.00/hour at their September 9t" meeting. Since the parking meter increase
was not contemplated by the Bowmanville BIA, Committee asked for their input. This report
contains their support for the increase and addresses their recent correspondence
requesting that the free Christmas parking meter period change from the last two weeks of
December to include the full month of December. Staff are recommending the removal of
the two-hour free parking, the increased parking meter rate, and a trial period for 2019 of the
full month of December for free parking.
1. Background
Report CLD-018-19
1.1. Arising out of a request from the Historic Downtown Bowmanville Business
Improvement Area (BIA) that two-hour free parking be removed from municipal parking
lots, Staff prepared Report CLD-018-19, which was considered at the September 9,
2019 Joint Committees Meeting.
1.2. The Report recommended the removal of the two-hour free parking in municipal lots
and an increase to parking meter rates from $.50/hour to $1.00/hour.
1.3. After the Committee considered the Report, the Committee passed the following
Resolution # JC-106-19:
That Report CLD-018-19 be referred back to staff to seek input (written or by
delegation) from the Bowmanville Business Improvement Area regarding a
possible increase to the cost at the parking meters; and
That the matter of the parking meters be easily severable from the
recommendations of the Parking Lots in the report.
Page127
Municipality of Clarington Page 3
Report CLD-021-19
Request for Extension of Free Christmas Parking Period
1.4. Recent correspondence (Item 9.1 of the General Government Committee agenda of
October 15, 2019) was also received from the BIA requesting that the current free
Christmas parking period be extended from December 15-31 to include all of
December. In their letter, the BIA explains that this change would allow the local
businesses to attract more customers and compete with larger big box stores and malls
which have free parking.
1.5. Section 34(3) of By-law 2014-059 allows that Council may, by resolution, designate an
area or areas for a certain period to be exempt from the payment of parking fees and
any areas so designated shall be denoted by a parking meter cover placed over the
meeting (i.e. bagging).
2. Discussion
Input Regarding Parking Meter Rates
2.1. As per Committee direction, Staff reached out to the BIA and have indicated, in writing,
that they support the increase of the parking meter rates from $0.50/hour to $1.00/hour.
See Attachment 1.
2.2. With the BIA's support, Staff recommend that the draft by-law (Attachment 2),
specifically Schedule #5, be approved to amend the Traffic By-law 2015-059 to change
the parking meter rates.
Removal of Free Two -Hour Parking in Municipal Lots
2.3. As noted in Report CLD-018-19, Staff supports this request and therefore recommends
that the draft by-law (Attachment 2), specifically Schedule #6, be approved to amend
the Traffic By-law 2015-059 to implement this change.
2.4. In order to allow time to make changes/signage to the central meters to remove the two-
hour free parking and to provide for public education, it recommended that the effectivity
date of the by-law be January 1, 2020.
Page128
Municipality of Clarington
Report CLD-021-19
Extension of Free Christmas Parking Period
Page 4
2.5. Staff have contemplated the possible impacts of an extension of free Christmas parking
and has the following concerns:
Downtown employees may take advantage of the free parking and therefore the
extension of the period would not achieve the BIA's goal of making it easier for
patrons to park and shop in the local businesses.
Downtown residents (i.e. residents above the stores) may take advantage of the
free parking and therefore the extension of the period would not achieve the
BIA's goal of increasing patrons to local businesses.
There will be a reduction in on -street parking meter revenue, however, due to the
fact that all parking meter revenue is consolidated on collection (i.e. central
meters and on -street meters), it is not possible to estimate the revenue decrease
based on December historical revenues. However, since August 23rd, Staff have
been reporting on parking revenues split by central meters and on -street meters.
Based on this information, we are estimating $2,000-$3,000 loss of revenue for
the two week period.
Irate citizens - Should we receive reports of abuse and issue a ticket for parking
on the street for longer than three hours (as this portion of the by-law would still
be in place) — however, this may not be received well as the perception will be
"free parking with no limits".
2.6. However, despite Staff's concerns, we recognize that the local business owners are the
experts in their industry and aware of the flow of traffic. As such, Staff recommends a
one-year trial period for December 2019. To achieve this trial period, Council can pass
a resolution exempting the public from paying the parking meter fees for the entire
month of December.
2.7. Staff will provide a report to Committee, prior to November 1, 2020, on the trial period
with a recommendation on whether to make a permanent amendment to the by-law.
3. Concurrence
This report has been reviewed by the Director of Finance/Treasurer who concurs with
the recommendations.
Page129
Municipality of Clarington
Report CLD-021-19
4. Conclusion
Page 5
It is respectfully recommended the removal of the two-hour free parking, the increased
parking meter rate effective January 1, 2020, and a trial period for 2019 of the full month
of December for free parking.
Staff Contact: June Gallagher, Deputy Clerk, 905-623-3379 ext. 2103 or
jgallagher@clarington.net.
Attachments:
Attachment 1 — Letter from Historic Downtown Bowmanville BIA
Attachment 2 — By-law to amend By-law 2014-059 to change parking meter rates
Interested Parties:
The following interested parties will be notified of Council's decision:
Edgar Lucas, Chair, Historic Downtown Bowmanville BIA
Page130
ANNUMSM
PO BOX 365, Bowmanville, ON, L1C 31-1
October 2, 2019
Anne Greentree
Municipal Clerk, Municipality of Clarington
40 Temperance Street
Bowmanville, ON
Re: JC-106-19(report CLD-018-19)
Dear Ms. Greentree,
delivered by hand
The Board of Management for the Historic Downtown Bowmanville Business Centre (BIA) would like to
thank council for the opportunity to provide input on Report CLD-018-19.
The BIA supports the increase of the per hour rate to $1.00 at both the street parking meters and
municipal parking lots.
However, a motion of our Board was passed in June 2019 and a written request submitted to Duncan
Anderson, Manager of Municipal Law Enforcement, in September 2019 asking for a revision of the policy
of bagging street parking meters. If approved, this request would amend the street parking meter
effective days in Schedule #5 to include the exception of the period from December 1— 31, annually.
r
We thank you for consideration of our feedback.
Sincerely,
r s�
Edgar Lucas
Chair, HDB BIA
Laura Holmes
Secretary, HDB BIA
secreta[y,@.bowmanville.com
Page 131
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Coordinator at 905-623-3379 ext. 2131.
The Corporation of the Municipality of Clarington
By-law 2019-XXX
Being a by-law to amend the Traffic Bylaw 2014-059.
Whereas the Council of the Corporation of the Municipality of Clarington deems it
desirable to amend Traffic By-law 2014-059 to change the parking fees in Schedule 5
and Schedule 6.
Now therefore be it enacted:
1. That Schedule 5, Parking Meter Zones on Highways, of By-law 2014-059, be
deleted and replaced with the attached Schedule 5.
2. That Schedule 6, Parking Meter Zones on Municipal Property, of By-law 2014-059,
be deleted and replaced with the attached Schedule 6.
3. That this by-law comes into effect on January 1, 2020.
PASSED this xxt" day of , 2019.
Adrian Foster, Mayor
C. Anne Greentree, Municipal Clerk
Page132
Attachment 1 to
By-law 2019-xxx
Schedule "Y
To the Traffic By-law 2014-059
Parking Meter Zones on Highways
Column 1
Column 2 Column 3
Column 4
Column 5
Column 6
Column 7
Highway
Side
From
To
Effective Times Or Days
Rate
Maximum
Time Limit
Church Street
North
80 m west of
Silver Street
9:00-18:00 Monday to Friday,
$1.00/1 hr
2 hours
Silver Street
except public holidays and the
period from December 15 to 31
Church Street
North &
Silver Street
Temperance Street9:00-18:00 Monday to Friday,
$1.00/1 hr
2 hours
South
except public holidays and the
period from December 15 to 31
Division Street
East
Queen Street
Church Street
9-00-18:00 Monday to Friday,
$1.00/1 hr
2 hours
except public holidays and the
period from December 15 to 31
Division Street
West
50 m south of
Church Street
9:00-18:00 Monday to Friday,
$1.00/1 hr
2 hours
King Street
except public holidays and the
period from December 15 to 31
King Street
North
Scugog Street
George Street
9:00-18:00 Monday to Friday,
$1.00/1 hr
2 hours
except public holidays and the
period from December 15 to 31
Page133
Column 1
Highway
King Street
Column 2 Column 3
Side From
South
Silver Street East
Temperance East &
Street West
Column 4 Column 5
To Effective Times Or Days
Scugog Street 20 m east of 9:00-18:00 Monday to Friday,
George Street except public holidays and the
period from December 15 to 31
King Street Church Street 9:00-18:00 Monday to Friday,
except public holidays and the
period from December 15 to 31
Queen Street Wellington Street 9:00-18:00 Monday to Friday,
except public holidays and the
period from December 15 to 31
Attachment 1 to
By-law 2019-xxx
Column 6 Column 7
Rate Maximum
Time Limit
$1.00/1 hr 2 hours
$1.00/1 hr 2 hours
$1.00/1 hr 2 hours
Page 134
Attachment 2 to
By-law 2019-xxx
Schedule "6"
To the Traffic By-law 2014-059
Parking Meter Zones on Municipal Property
Column 1
Column 2
Column 3
Column 4
Municipal Address
Effective Times Or Days
Rate
Maximum
Time Limit
132 Church Street, Bowmanville,
8:00-18:00 Monday to Friday
$1.00/1 hr
10 hours
west lot and east lot
Max $8.00
132 Church Street, Bowmanville,
18:01-07:59 weekdays
No hourly fee
2 hours
west lot and east lot
132 Church Street, Bowmanville,
weekends & public holiday
No hourly fee
2 hours
west lot and east lot
30 Division Street, Bowmanville
8:00-18:00 Monday to Friday
$1.00/1 hr Max $8.00
10 hours
30 Division Street, Bowmanville
18-01-07.59 weekdays
No hourly fee
2 hours
30 Division Street, Bowmanville
weekends & public holiday
No hourly fee
2 hours
20 King Street East, Bowmanville
8:00-18:00 Monday to Friday
$1.00/1 hr Max $8.00
10 hours
20 King Street East, Bowmanville
18-01-07.59 weekdays
No hourly fee
2 hours
20 King Street East, Bowmanville
weekends & public holiday
No hourly fee
2 hours
Page135
Column 1
Municipal Address
15 Silver Street, Bowmanville
15 Silver Street, Bowmanville
15 Silver Street, Bowmanville
166 Church Street, Bowmanville
Column 2
Effective Times Or Days
8:00-18:00 Monday to Friday
18:01-07:59 weekdays
weekends & public holiday
8:00-18:00 Monday to Friday
166 Church Street, Bowmanville 18:01-07:59 weekdays
166 Church Street, Bowmanville weekends & public holiday
Column 3
Rate
$1.00/1 hr Max $8.00
No hourly fee
No hourly fee
$1.00/1 hr
Max $8.00
No hourly fee
No hourly fee
Attachment 2 to
By-law 2019-xxx
Column 4
Maximum
Time Limit
10 hours
2 hours
2 hours
10 hours
2 hours
2 hours
Page136
Clarington
Staff Report
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Coordinator at 905-623-3379 ext. 2131.
Report To: General Government Committee
Date of Meeting: October 15, 2019 Report Number: COD-020-19
Submitted By: Marie Marano, Director of Corporate Services
Reviewed By: Andrew C. Allison, CAO Resolution#:
File Number: CL2019-28 By-law Number:
Report Subject: 2019 Facility Parking Lot
Recommendations:
1. That Report COD-020-19 be received;
2. That C. Aurora Paving Ltd. with a total bid amount of $248,618.00 (Net HST Rebate,
being the lowest compliant bidder meeting all terms, conditions and specifications of
tender CL2019-28 be awarded the contract for the 2019 Facility Parking Lot, as
required by the Engineering Services Department;
3. That the total funds required for this project in the amount of $277,498.74 (Net HST
Rebate), which includes the construction cost of $248,618.00 (Net HST Rebate) and
other costs including material testing, and contingencies in the amount of
$28,880.74 (Net HST Rebate) is in the approved budget allocation as provided and
will be funded from the following accounts;
Description
Account Number
Amount
Parking Lot Rehab (2019)
110-32-327-83614-7401
$255,043
Retaining Wall (2019)
110-36-330-83438-7401
22,456
4. That all interested parties listed in Report COD-020-19, and any delegations be
advised of Council's decision.
Page137
Municipality of Clarington
Report COD-020-19
Report Overview
Page 2
To request authorization from Council to award the contract for the work as required for the
rehabilitation of the Church Street Parking. This work includes: asphalt paving, parking area
operational improvements, pedestrian accommodation, drainage improvements, retaining
wall removal, along with some planting.
1. Background
1.1. Tender specifications for reconstruction of the road alignment and road priority inclusive
of road surface works, utility relocations, land exchange, railway signal replacement/
relocation, etc. were prepared by the Engineering Services Department and provided to
the Purchasing Services Division.
1.2. Tender CL2019-28 was prepared and 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 Buyers Association's website.
Nineteen (19) Companies downloaded the tender document.
1.3. The Tender closed August 7, 2019
2. Analysis
2.1. Six (6) bids were received in response to the tender call.
2.2. Of the thirteen (13) companies who downloaded the tender documents but chose not to
submit pricing:
• Two were construction associations;
• One company was unable to meet the submission deadline;
• Two companies were unable to meet our schedule due to their current workload;
and
• Eight companies did not respond to our request for information.
2.3. The bids were reviewed and tabulated by the Purchasing Services Division (see
Attachment 1). All six submissions were deemed compliant.
2.4. The results were forwarded to the Engineering Services Department for their review and
consideration.
Page138
Municipality of Clarington Page 3
Report COD-020-19
2.5. After review and analysis of the submissions by the Engineering Services Department
and the Purchasing Services Division, it was mutually agreed that the low bidder, C.
Aurora Paving Ltd.be recommended for the award of tender CL2019-28 (see
Attachment 2).
2.6. C. Aurora Paving Ltd. has successfully completed work for the Municipality in the past.
3. Financial
3.1. The total funds required for this project in the amount of $277,498.74 (Net HST Rebate),
which includes the construction cost of $248,618.00 (Net HST Rebate) and other costs
including material testing, and contingencies in the amount of $28,880.74 (Net HST
Rebate) is in the approved budget allocation as provided and will be funded from the
following accounts:
Description
Account Number
Amount
Parking Lot Rehab (2019)
110-32-327-83614-7401
$255,043
Retaining Wall (2019)
110-36-330-83438-7401
22,456
3.2. Queries with respect to the department needs, specifications, etc. should be referred to
the Director of Engineering Services.
4. Concurrence
This report has been reviewed by the Director of Engineering Services and the Director
of Operations who concur with the recommendations.
5. Conclusion
It is respectfully recommended that C. Aurora Paving Ltd. being the lowest compliant
bid be awarded the contract for the 2019 Facility Parking Lot in accordance with all the
terms, conditions specifications and drawings of tender CL2019-28.
Staff Contact: David Ferguson, Purchasing Manager, 905-623-3379 Ext 2209 or
dferguson@clarington.net.
Attachments:
Attachment 1 — Bid Summary
Attachment 2 — Memo to Purchasing from Engineering Services
Interested Parties: List of Interested Parties available from Department.
Page139
Municipality of Clarington
Report COD-020-19
Attachment 1
Page 4
Municipality of Clarington
CL2019-28
2019 Facility Parking Lots
Bid Summary
BIDDER
Total Bid
(including HST)
TOTAL BID
(Net HST Rebate)
C. Aurora Paving Ltd.
$276.079.34
$248,618.00
Coco Paving Inc.
$279,596.47
$251,785.28
Tri Son Contracting Inc.
$286,191.71
$257,724.98
Ashland Paving Ltd.
$308,817.01
$278,097.44
Dig -Con International Ltd.
$326,869.11
$294,355.76
Springside Paving Ltd
$361,157.49
$325,233.51
Page140
ClarhWWn
MEMO
TO: David Ferguson, Purchasing Manager
FROM: Ron Albright, P. Eng. Assistant Director - Engineering Services
DATE: September 13, 2019
RE: 2019 Facility Parking Lots
CL2019-28
The Engineering Services Department has reviewed the low bid by C. Aurora Paving
Ltd. for CL2019-28 and offer the following comments.
The work locations and a brief description is listed below.
Item
Limits
Description
Church Street
132 Church Street bounded by
Parking lot rehabilitation
Division Street to the East, Church
including asphalt paving,
Street to the South, and 47
parking area operational
Temperance Street to the West.
improvements, pedestrian
accommodation, drainage
improvements, retaining wall
removal, planting
The low bidder on this contract was C. Aurora Paving Ltd. Based on past experience
with this contractor, we recommend the contract be awarded to C. Aurora Paving Ltd. in
the amount of $276,079.34 inclusive of HST, or $248,618.00 net of HST rebate.
A total contingency amount of approximately 10% of construction costs is required for
this project, based on past experience. Therefore, including contingency, material
testing and net HST costs, the Engineering Department advises of the following funding.
Note that design, tendering, inspection, and contract administration will be done by
municipal staff.
Page 141
2019 Facility Parking Lots
CL2019-28 2 September 13, 2019
Construction Cost, based on low bid (net of HST)
$248,618.00
Other Costs (net of HST)
$29,949.80
Total Project Cost
$278,567.80
Allocated Financing
Parking Lot Rehab (2019)
110-32-327-83614-7401
$278,567.80
Total Allocated Financing
$278,567.80
* A more detailed breakdown is to be provided to Finance to provide
necessary information for tracking of Tangible Capital Assets (TCA).
As per the pricing low bid received there remains a shortfall in the Parking Lot Rehab -
110-32-327-83614-7401 account of $22,473.25. Funding from the Retaining Wall - 110-
36-330-83438-7401 (2019) account in the amount of $22,473.25 will be utilized to cover
this shortfall as the current retaining wall in the existing lot will be removed in the scope
of the work. The Engineering Services Department recommends that the Purchasing
Department move forward with award of the contract based on the above
apportionments. Should you have any further questions, please feel free to contact the
undersigned.
Regards,
'e,
Ron Albright, P. Eng.
Assistant Director - Engineering Services
RA/RB/ra
CC' Trevor Pinn, Director of Finance
A.S. Cannella, Director of Engineering Services
Page142
2019 Facility Parking Lots
CL2019-28
T
KEYPLAN
September 13, 2019
N.T.S.
Page143
Clarington
Staff 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: October 15, 2019 Report Number: COD-021-19
Submitted By: Marie Marano, Director of Corporate Services
Reviewed By: Andrew C. Allison, CAO By-law Number:
File Number: Resolution#:
Report Subject: Fire Mediation Award for Collective Agreement 2018-2022
Recommendation:
1. That Report COD-021-19 be received for information.
Page144
Municipality of Clarington
Report COD-021-19
Report Overview
Page 2
The Clarington Fire Fighters' Association Local 3139 Collective Agreement was subject to a
Mediation/Interest Arbitration process for the term 2018 to 2022. The award is presented to
Council for information.
1. Negotiations for the 2018 to 2022 Collective Agreement
1.1. The 2017 Collective Agreement with the Clarington Fire Fighters' Association Local
3139 expired on December 31, 2017. Negotiations began in September 2018 to enter
into a renewal agreement. Meetings continued from September 2018 until May 31,
2019.
1.2. The Municipality's revised final offer was not accepted by the Association. The
Association provided formal notice on June 10, 2019 that it had filed for mediation, the
first step in the interest arbitration process. Two mediation sessions were held by the
Ministry appointed Arbitrator Jasbir Parmar; July 23 and September 24, 2019.
1.3. Council was updated on the status of the negotiations on April 15, 2019 at the General
Government meeting, through a confidential email on June 11, 2019 after notice was
received from the Association of their intention to proceed to Mediation/Interest
Arbitration, and after the conclusion of the mediation on September 24, 2019.
2. Award Details and Key Changes to the Collective Agreement
Mediation
2.1. The key outstanding items referred to mediation and awarded are as follows:
a) Health Spending Account (HSA): Members retiring after January 1, 2019
will be eligible for a HSA for medical or dental expenses up to $2,750 per
year for ten years, from age 65 to 75.
b) Accidental Death and Dismemberment, Death Due to Illness Insurance:
The existing Accidental Death and Dismemberment (AD&D) insurance
benefit, will be supplemented with an insurance covering two times the
employee's annual salary for a line of duty death due to occupational
disease as determined by the WSIB. This would be paid in addition to what
WSIB provides for in presumptive illness claims, and in addition to life
insurance under the normal benefit program.
Page145
Municipality of Clarington
Report COD-021-19
Page 3
c) DZ Licence Medical Reimbursement: Reimbursement will be made up to
$100 for age based medical reports required by the Ministry of
Transportation of Ontario (MTO) to maintain a DZ licence.
d) Purchased Vacation: The existing clause permitting employees to
purchase additional vacation days is reduced from ten days to five days per
year.
e) Probationary Step at 60% for 5th Class: The introduction of a new
Probationary step to the probationary levels for categories on the wage grid
at 60% of a First Class fire fighter wage. This will allow the Municipality to
save approximately $40,000 over four years on the wages for new hires,
while they start on the grid at the lower percentage, and then move through
the grid based on time, until they reach the First Class wage level at 100%.
The existing Probationary step for 4th Class is 70%.
f) All items agreed to during negotiations form part of the overall award:
The mediation award directs inclusion of the following items agreed to prior
to mediation:
i) Hours of Work: The Fire Prevention Officer position will work a five
day work week, similar to the existing schedule for the Chief Fire
Prevention Officer, rather than the four day, 10 hour work week applicable
to the Prevention Division. This is considered to provide a better service
level, having senior Prevention Officers available during the week.
ii) Leave for Association Business: Minor change to allow the twenty-
four days available for Association business to be utilized among the four
designated members, versus the existing clause that split the twenty-four
days equally among the four designated members.
iii) Family Emergency Leave: An employee will be allowed two Family
Emergency Days per year to be deducted from sick leave credits.
iv) Health Benefits:
Dispensing Fee Cap: $15 dispensing fee cap for prescription drugs
Annual Deductible: Introduction of $15 for single and $30 single
+1/family coverage, deductibles effective 2020.
Paramedical services: Increased from $450 to $500, and $550 in 2022
per person per year for services including chiropractor, speech
pathologist, osteopath, podiatrist, chiropodist, and naturopath.
Massage Therapy: Covered to $750 (from $400) for registered massage
therapy services.
Page146
Municipality of Clarington
Report COD-021-19
Page 4
Psychological Services: Up to $2,000 and $2,500 in 2021. This is
considered as a positive move to support the recognition of Post -
Traumatic Stress Disorder (PTSD) situations for first responders.
Vision: $550, up from $500, and $600 in 2022, every two years.
Dental: Major services increase from $1,250 up to $1,500 per year,
maintaining the 80% reimbursement.
Long Term Disability (LTD): Coverage up to $7,000 per month, up from
$6,000.
v) Wages — based on First Class Rate:
January 1, 2018
1.9%
$ 98,169
January 1, 2019
1.0%
$ 99,151
July 1, 2019
1.2%
$100,327
January 1, 2020
1.0%
$101,330
July 1, 2020
1.0%
$102,333
January 1, 2021
1.0%
$103,356
July 1, 2021
0.9%
$104,278
January 1, 2022
1.0%
$105,321
July 1, 2022
0.9%
$106,259
Captain % of First Class 118% January 1, 2020
Platoon Chief (PC) 128% July 1, 2019; 130% January 1,
2021
Chief Training / Prevention 130% January 1, 2022
vi) Term: January 1, 2018 to December 31, 2022.
vii) Other changes to the Collective Agreement noted in the attached Award
reflect changes to grid progression rates that are primarily housekeeping,
or are operational changes that improve overall efficiency.
3. Financial Impact
3.1. The cost of the amendments to the Fire Fighters' Association Collective Agreement
benefits and wages, as provided for in the mediation five year award is estimated as
follows annually:
Wages: Average annual increase $185,500
AD&D Supplemental Insurance $ 14,800
Standard Benefit Changes: Average based on current rates $ 50,200
Health Spending Account: In 2024 with first retiree/per year $ 2,750
Annual Savings from Deductible and Dispensing Fee cap: $2,600 estimated.
Page147
Municipality of Clarington Page 5
Report COD-021-19
Estimated savings with 5t" Class for new hires: Beginning in 2020 with
approximately three new hires due to retirements, estimated savings could be
from $20,000 to $30,000 in total based on date of hire.
3.2. The Director of Finance has allocated appropriate amounts to the appropriate budget
years for the retroactivity adjustments related to the Fire Fighters' Collective Agreement.
3.3. 3.3 Cost of the arbitration hearing for the Arbitrator was $13,559, which is split evenly
between the parties at $6,779 each.
4. Concurrence
This report has been reviewed by the Director of Finance for the implications of the
financial elements in the award.
5. Conclusion
It is respectfully recommended that this report be received for information, and the
awarded changes to the Fire Fighters' Association Collective Agreement, be
implemented at the effective dates identified.
Staff Contact: Marie Marano, Director of Corporate Services/ HR, extension 2202
Attachments:
Attachment 1 - Interest Arbitration (Mediation) Award by Jasbir Parmar 2018-2022
Interested Parties:
There are no interested parties to be notified of Council's decision, as the Association was
represented at the Hearing and is party to the award.
Page148
IN THE MATTER OF AN INTEREST ARBITRATION
PURSUANT TO THE FIRE PROTECTION AND PREVENTION ACT, 1997
BETWEEN:
THE CORPORATION OF THE MUNICIPALITY OF CLARINGTON
("the Municipality")
- and -
THE CLARINGTON FIRE FIGHTERS' ASSOCIATION, IAFF LOCAL 3139
ARBITRATOR:
Jasbir Parmar, Chair
On Behalf of the Municipality:
("the Association")
Michael Kennedy, Counsel, Hicks Morley Hamilton Stewart Storie, LLP
Lisa Wheller, Human Resources Manager
Marie Marano, Director of Corporate Services/HR
Gord Weir, Fire Chief
Tim Calhoun, Deputy Fire Chief
Bill Hesson, Deputy Fire Chief
On Behalf of the Association:
Jeffrey Sack, Counsel
Bob McCutcheon, Advocate, Clarington Fire Fighters' Association
Michael Kalita, President, CFFA Local 3139
Scott Snowden, Vice -President, CFFA Local 3139
Rob Gardner, Negotiations Committee Member
Steve Buckingham, District 1 Vice President OPFFA
This matter was heard on July 23 and September 24, 2019.
Page149
-2-
1. I was appointed pursuant to the Fire Protection and Prevention Act, 1997 to
determine the outstanding issues related to the renewal of the collective
agreement between these parties, the previous agreement having expired on
December 31, 2017.
2. The Municipality of Clarington has a population of approximately 92,000 people
and is a part of the Durham Region. The Association represents the full-time fire
fighters employed by the City.
3. While there were efforts made to reach a mediated resolution, ultimately it
became apparent that an award would be required to resolve certain issues.
4. In making this decision on the outstanding issues, I considered the parties'
submissions as well as all relevant factors, including those specifically referenced
in section 50.5(2) of the Fire Protection and Prevention Act:
1. A comparison, as between the employees and other employees in the
public and private sectors, of the terms and conditions of employment.
2. A comparison of collective bargaining settlements reached in the same
municipality and in comparable municipalities, including those reached by
employees in bargaining units to which the Labour Relations Act,
1995 applies, having regard to the relative economic health of the
municipalities.
3. The economic health of Ontario and the municipality, including, but not
limited to, changes to labour market characteristics, property tax
characteristics and socio-economic characteristics.
4. The employer's ability to attract and retain qualified firefighters.
5. The interest and welfare of the community served by the fire
department.
Page150
-3-
6. Any local factors affecting the community. 2018, c. 17, Sched. 18, s. 5
(1).
5. The parties are directed to enter into a renewal collective agreement, with the
term January 1, 2018 to December 31, 2022. The agreement is to consist of all
the terms in the expired collective agreement with the following specific
amendments:
(a) All items previously agreed to by the parties during bargaining (attached):
(b) Article 15.07 — Purchased Vacation:
Amend:
Change from 10 days to 5 days per year.
(c) Article 17.01(b) - Accidental Death and Dismemberment (AD&D):
Add ii):
The existing AD&D benefit plan will be supplemented with a death
insurance benefit, equal to two times (2x) the employee's annual salary
payable in the event of a line of duty death due to occupational disease as
determined by the Workplace Safety Insurance Board.
There shall be no duplication of entitlement under the existing AD&D
coverage.
(d) Article 17.04(c) — Retirement
M
Post 65 Health Spending Account:
Members retiring after January 1, 2019, will be eligible for an individual
health care spending account (HSA). The HSA will be used to reimburse
retired members for medical or dental expenses which meet Revenue
Canada's definition of an allowable deductible medical or dental expense.
Page 151
-4-
The amount of the HSA will be to a maximum of $2,750 per year for each
individual eligible member and will be limited to the 10 years immediately
following the retired members 65t" birthday. The eligible expenses of the
member's eligible spouse at time of retirement may also be claimed
against the HSA. In order to receive reimbursement from the HSA for
eligible medical or dental expenses, the member will be required to submit
original receipts.
Members are eligible for the HSA if they meet the requirements for retiree
benefits pursuant to Article 17.04 b) as applicable.
Claims for reimbursement must be made first through the Ontario Health
Insurance Plan (OHIP), the Ontario Drug Plan (ODP), or other such
public insurance plan as may be applicable.
Reimbursement will be provided for eligible medical or dental expenses
to the extent those expenses exceed the coverage available from OHIP,
ODP or other applicable public insurance plan.
The Retiree HSA will be non -cumulative. There is no redeemable cash
value. In the event that the eligible retired employees (and spouse when
applicable) do not exhaust the maximum entitlement for the year, the
balance cannot be carried over into the subsequent year.
(e) Article 17.09 - Reimbursement of MTO required DZ license medicals
Effective January 1, 2019, the Municipality will reimburse each employee
that is required by the employer to maintain a DZ license, up to $100 to
cover the cost of one mandatory medical examination to complete the
Ministry of Transportation of Ontario (MTO) Medical Report at each age -
based frequency as required by the MTO. The employee will be required
to provide evidence of payment and to be eligible for reimbursement.
f) Article 21.01 — Add a new Probationary step to the probationary levels in
the Appendix 1 B — Wage Grid, at 60%.
Any change in benefits (Article 17) will be effective November 1, 2019, or as
expressly agreed to, or awarded.
Page152
-5-
6. The Municipality shall make all reasonable efforts to ensure that salary rates are
in place no later than October 31 and retroactive payments are issued no later
than November 28, 2019.
7. 1 remain seized until the parties enter into a formal collective agreement.
Dated this 26th day of September, 2019.
"Jasbir Parmar"
JASBIR PARMAR
Sole Arbitrator
Page153
The Corporation of the Municipality of Clarington
and
The Clarington Fire Fighters' Association, IAFF Local 3139
Renewal of Collective Agreement Expired as of December 31, 2017
The following represents items in agreement between the parties as of May 31, 2019.
Article 3.02 — Delete (remove reference to reduced FF probationary period for
dispatchers)
Amend Article 3 to read:
Article 3 Probation
Article 6.03 — Change grievance response timing for the Fire Chief to 14 days from 7
days
6.03 Step 1
The Fire Chief, or in his/her absence, the Deputy Chiefs, shall respond to the
grievance in writing within sever (7) fourteen (14) days after the grievance is
submitted to him/her.
Article 8.01 a) — Remove dispatch reference from hours of work
Amend Article 8.01 a) to read:
Article 8 Hours of Work
8.01 Regular hours of work under the current shift system for the following divisions:
a) Dispatchers and fore f"T" Suppression staff: On average forty-two (42)
hours per week as scheduled by the Chief.
Page154
-7-
Article 8.01 b) — Hours of Work for Fire Prevention Officer 5 days per week
Amend Article 8.01 b) to read:
Article 8 Hours of Work
8.01 Regular hours of work under the current shift system for the following divisions:
a) Dispatchers Fire fighters on average forty-two (42) hours per week as
scheduled by the Chief.
b) Fire Prevention staff - 10 hours per day, from 0730 —1730 hours, 4 days per
week, using an alternating two week pattern of Monday — Thursday and
Tuesday — Friday, for a total of 40 hours per week.
The Fire Prevention Officer and Chief �ee+er Fire Prevention Officer shall
work a five (5) day week, for a total of 3-5 40 hours per week, inclusive of
r, with a one hour paid lunch.
c) Maintenance division staff — eight (8) hours per day, from 0700 —1500 hours, five (5)
days per week for a total of forty (40) hours per week, with a one hour paid lunch.
d) The Training division employees shall work, 10 hours per day, from 0700 —1700
hours, 4 days per week, using an alternating two week pattern of Monday —
Thursday and Tuesday — Friday, for a total of 40 hours per week.
The Benner Chief Training Officer position shall work a five (5) day week for
a total of 85 40 hours per week, SGhedule with inclusive of a one hour paid
lunch.
Settlement Language:
The vacant Fire Prevention Officer position shall be filled using existing Fire Prevention
staff through a promotional process in accordance with Article 12 — Promotions.
The total current staffing complement of the Fire Prevention division shall not be altered
due to the refill of the Fire Prevention Officer position.
The current practice and use of an Acting position in the absence of the Senior Fire
Prevention Officer shall end. In the absence of the Senior Fire Prevention Officer the
Fire Prevention Officer shall assume the responsibilities of the Senior Fire Prevention
Officer position without extra compensation.
There shall be no unreasonable delay in replacing a vacant Senior Fire Prevention
Officer position due to the elimination of the Acting SFPO practice.
Page155
The weekly hours of work for all Prevention, Training and Maintenance Divisions is 40
hours per week, inclusive of 1 hour paid lunch whereby employees must be able to
respond should they be required as is the current practice.
The daily hours of work for the current Chief Fire Prevention Officer and Chief Training
Officer shall not change, except by mutual agreement between the Association and the
Municipality. When refilling the CFPO and CTO positions, the Municipality may adjust
the daily hours of work to provide greater supervision of other staff within the division.
Article 13.01 a) — Association leave not restricted to 4 designated members
Amend Article 13.01 to read:
13.01 Leave for Association Business
a) Up to four (4) designated members of the Association will be allowed a
total of c'� twenty-four (24) days eat with pay per calendar year to
attend to Fire Association business provided that the Fire Chief is advised
of the intended absence at least fourteen (14) days prior to the occasion
and is able to adequately staff the department during the proposed
absence at no additional cost to the Corporation.
Settlement Language:
The Committee list shall be provided to the Fire Chief annually and within 15 days of
any subsequent changes.
Article 13.02e) — Deferral of bereavement day confirmed as 1 day
13.01 e) An employee will be entitled to defer one (1) day bereavement leave where the
arrangements, funeral or other rite are conducted on a future scheduled working day;
Article 13.06 — Family Emergency Leave
New Article 13.06
In case of sudden or unexpected illness of an immediate family member, as defined
under the ESA, an employee shall be allowed two Family Emergency Days per year and
to be deducted from sick leave credits. The Municipality retains the right to request
reasonable verification for entitlement to the leave.
Settlement Language:
Page156
Personal Emergency Leave policy will be reviewed and amended to reflect Family Emergency
Days.
In accordance with ESA, if an employee takes leave, whether paid or unpaid, under the terms of
their employment contract in circumstances for which the employee would also be entitled to
take leave under the ESA, the employee is deemed to have taken their statutory leave.
Article 14.03 - Delete Plan C - Municipal Funded Short Term Disability Plan
Delete Article 14.03:
a) The PrOVOSOORS of a short term disability plaR, OR GempletiOR Of -a _0 day
■ ■ as set by
G) Coverage 00% wages for the first 5 days ef i"Ress per yeaf
7-50% wages fer the rernaiRiRg days te LTD.
d) Short term SiGk leave 00% wage PrOVOSOOR will be pre rated fer eligibility
based OR the date of --
■ IiI
M.M.
WIN I
o�
Article 14.04 — Mandatory sick notes after 3 consecutive working days
Amend Article 14.04 to read:
14.04 When claiming sick pay, an employee will, if requiFed to do so by the Chief, promptly
furnish a Doctor's certificate after the third (3rd) consecutive day of illness. The Corporation
retains the right to request a Doctor's certificate for less than three (3) days illness if there is
Page157
-10-
reason to believe the use of sick days is questionable. If a Doctor's certificate is requested in
these circumstances, the Corporation will pay for the necessary certificate(s).
Article 17.01 — Extended Health Benefit Improvements
d) Extended health benefits, major medical benefits with prescription drug plan,
inclusive of a $15 dispensing fee cap and semi -private hospital coverage;
Annual deductibles of $15 (single coverage), $30 (single plus 1 and family
coverage) effective 2020.
Coverage for Paramedical services to a maximum of $450 $500, $550 (2022) a
year per person per specialty upon Doctor referral, as required by the Policy.
Paramedical, as provided for in the plan, includes for example, chiropractor,
speech pathologist, osteopath, podiatrist, chiropodist, and naturopath.
Registered Massage Therapy services shall be covered to a maximum of $750
per year effective 2020.
Psychological Services to a maximum of $2,000, $2,500 (2021)
e) Prescription glasses to a maximum of $500 $550, $600 (2022) per person
every two (2) policy* years. Laser eye surgery one time 50% to a maximum of
$1,000 per eye.
g) Major services with an eighty (80%) per cent reimbursement to a maximum of
$1,500 per calendar year.
h) Long Term Disability — commencing after 120 days at 70% of salary to a
maximum of $6,000 $7000 per month to retirement to a maximum of age NRA 60
or 65 as applicable, whichever occurs first;
Article 17.04b )— New qualifier for retirement benefits
Amend Article 17.04 to read:
17.04 Retirement:
a) The normal retirement age for fire fighters shall be sixty (60) years of age but nothing
herein shall prevent an employee from retiring at an earlier age in accordance with the
provisions of the Ontario Municipal Employees Retirement Systems Act.
b) Retiree benefits; life, dental and extended health retirement benefits to age 65
provided:
1. Available from 1st day of retirement
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2. All benefits terminate at age 65, any conversion options available under
any plan are the responsibility of the Member to investigate and
implement,
3. Employee must have 15 years of vested service
4. Employee must be in good standing* with the Municipality at the time of
retirement.
5. Employee must be at least 55 years of age, or;
6. Employees who qualify for early unreduced OMERS pension with 15
years of vested services will be eligible for benefits at age 50.
7. Must not be receiving extended health benefits as the primary recipient from
another employer
* Good Standing is defined as — An employee who, is not currently in a litigation
proceeding, or involved in a malicious act against the Municipality.
Article 17.08 Survivor Benefits — 24 months for Health and Dental
Amend Article 17.08 to read:
17.08 Survivor/Spousal Benefits
Upon the employee's death during active duty or retirement, the employee's
dependent survivors and/or spouse will continue to receive extended health benefits,
major medical benefits with prescription drug plan, semi -private hospital coverage,
dental benefits and vision care benefits until the earliest of:
• The date they cease to qualify as insurable dependents; or
• Twenty-four (24) months after the employee's death; or
• The end of the month in which the surviving spouse remarries or attains age
sixty-five (65).
Article 21— Wages and Grid Progression Amendments
21.01 Appendix 1 attached contains the detailed wage grids as follows:
January 1, 2018 1.9% - $98,169
January 1, 2019 1% - $99,151
July 1, 2019 1.2% - $100,327
January 1, 2020 1% - $101,330 July 1, 2020 1% - $102,333
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January 1, 2021 1% - $103,356
January 1, 2022 1% - $105,321
July 1, 2021 .9% - $104,278
July 1, 2022 .9% - $106,259
Captain to 118% effective January 1, 2020
Platoon Chief to 128% July 1, 2019, 130% effective January 1, 2021
Chief Training Officer and Chief Fire Prevention Officer to 130% effective January 1, 2022
Amend Article 21.01b) to read:
b) Sepier Chief Training Officer {� (CTO) category to be positioned at the rate of
128%, 130% (2022) on the wage grid.
When Article 12.09 b) of the Collective Agreement is exercised to fill a
vacancy of the STO CTO category, the following wage progression shall
apply. The successful candidate that did not meet the full qualifications
will be placed at an appropriate rate within this grid in recognition of years
of experience and rank.
Start at 120%; 125% after thirty (30) months; 128%, 130% (2022) after
sixty (60) months.
Seeie Chief Fire Prevention Officer (SFPO) (CFPO) category to be
positioned at the rate of 128%, 130% (2022) on the wage grid.
When Article 12.09 b) of the Collective Agreement is exercised to fill a
vacancy of the SFPO (CFPO) category, the following wage progression
shall apply. The successful candidate that did not meet the full
qualifications will be placed at an appropriate rate within this grid in
recognition of years of experience and rank.
Start at 120%; 125% after thirty (30) months; 128%, 130% (2022) after
sixty (60) months.
Settlement Language:
Appendix 1 and all applicable areas of the renewal collective agreement shall be amended to
reflect the following wages and differentials; and shall be retroactive for all employees that
were employed by the Municipality during the applicable period.
Article 22 — Rename Platoon Captain to Platoon Chief
Amend Article 22.01 to read (Association Proposal
Article 22 — Platoon SapfaiR Chief
22.01 There shall be one (1) Platoon Chief stationed at headquarters for each platoon in
the suppression division. The Plateen Chief shal�cGe i 128%3n%C«7n
first Glass wages
Page160
-13-
Article 26 — Duration
Amend Article 26 to read:
26.01 This Collective Agreement shall remain in force and effect from January 1st, 2015 2018 to
December 31st, =7 2022 and from year-to-year thereafter until replaced by a new
Agreement or award; provided however, that either party may terminate this Agreement or
indicate an intention to re -negotiate its provisions by providing notice in writing to the opposite
party not less than thirty (30) days and not more than forty-five (45) days prior to the 31st of
December, in the applicable year.
Renew Letters/Memorandums of Understanding
The parties agree to renew all letters of understanding and/or memorandums of understanding
except the memorandum Re: Move from Prevention to Suppression, dated June 16, 2005.
Page 161
Clarington
Staff Report
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Coordinator at 905-623-3379 ext. 2131.
Report To: General Government Committee
Date of Meeting: October 15, 2019 Report Number: COD-022-19
Submitted By: Marie Marano, Director of Corporate Services
Trevor Pinn, Director of Finance/Treasurer
Reviewed By: Andrew C. Allison, CAO Resolution#:
File Number: SS CL2019-1 By-law Number:
Report Subject: Supply and Delivery of Winter Sand
Recommendations:
1. That Report COD-022-19 be received;
2. That Young Aggregates with a bid amount of $299,378.00 (Net HST Rebate) being
the lowest compliant bidder meeting all terms, conditions and specifications of
Tender SS CL2019-1 be awarded the contract for the Supply and Delivery of Winter
Sand as required by the Operations Department;
3. That the funds required for this project in the amount of $299,378.00 (Net HST
Rebate) be funded by the Municipality from the approved budget allocation as
follows:
Description
Account Number
Amount
Winter Maintenance Material
100-36-383-10300-7112
$299,378
4. That all interested parties listed in Report COD-022-19 and any delegations be
advised of Council's decision.
Page162
Municipality of Clarington
Report COD-022-19
Report Overview
Page 2
To request authorization from Council to award the contract for the supply and delivery of
winter sand.
1. Background
1.1. Tender specifications for the supply and delivery of winter sand was prepared by the
Durham Purchasing Co-operative under Tender C2019-078. The host agency was the
City of Oshawa and winter sand requirements were included for Oshawa, Pickering,
Ajax, Whitby, Scugog and Clarington. The contract was for one year with two additional
optional one year terms.
1.2. The tender closed on September 5, 2019.
1.3. There were four plan takers and one bid was received in response to the tender call
from Vicdom Sand and Gravel which was reviewed, tabulated and deemed compliant by
the host agency, the City of Oshawa.
1.4. Plan takers were requested to provide a response regarding why they did not submit a
bid. One of the three plan takers that did not submit a bid responded that their location
was too far away from the Region and the other two did not provide a response.
1.5. After review and analysis by the Durham Purchasing Co-operative, the Operations
Department and the Purchasing Services Division, the cost comparison revealed that
the bid price has increased by approximately 44% since the last contract in 2018.
Vicdom Sand and Gravel reported the reasons for the increase was due to an increase
in hydro and property taxes, a shortage of transportation (trucks and drivers) and the
fact that there is only one source location to haul sand from and transport throughout
the Durham Region.
1.6. In keeping with the terms and conditions of the tender document, the City of Oshawa
attempted to negotiate better pricing with Vicdom Sand and Gravel. Vicdom Sand and
Gravel maintained their quoted price but agreed that if another sand pit is opened within
the Durham Region they would be willing to renegotiate the costs as the delivery charge
would be less.
1.7. After further review by the Operations Department and the Purchasing Services Division
and taking into consideration that the bid price significantly exceeds the 2019 allotted
budget, the recommendation was to opt out of the Durham Purchasing Co-operative's
tender and for Clarington to obtain quotes for their own requirements. The Township of
Scugog also made the same recommendation.
Page163
Municipality of Clarington
Report COD-022-19
Page 3
1.8. As a result of Clarington's decision to opt out of the Co-operative's tender, revised
specifications for the supply and delivery of Clarington's winter sand were prepared by
the Operations Department and the Purchasing Services Division.
1.9. With winter fast approaching and the need to have a contract in place for winter sand
requirements by November 1, 2019, an immediate acquisition is required to prevent
serious delays, for the maintenance of a service to the residents of Clarington and to
mitigate any potential health and safety issues.
1.10. Given the urgent nature of the requirement and in an effort to ensure that the
Municipality has a contract in place by Novemeber1, 2019, a decision was made to
obtain three quotes rather than an open competitive process for this year only. As a
result, a limited Tender SS CL2019-1 for the supply and delivery of winter sand
requirements for one winter season was issued on September 25, 2019 to obtain three
quotes from vendors that deliver winter sand within the Municipality of Clarington.
2. Analysis
2.1. One bid was received in response to the request for quotes. Of the two vendors who did
not respond to the invitation to submit a bid, one vendor advised that they were unable
to submit a bid because they could not meet specification. The second vendor
responded that they did not feel they would be able to provide the product at a
competitive cost.
2.2. The bid was reviewed and tabulated by the Purchasing Services Division (see
Attachment 1) and after analysing the bid, Young Aggregates was deemed the low,
compliant bid.
2.3. The 2019 Winter Maintenance Material account is overspent, however due to the fact
that winter sand is considered an emergency supply and the quantities needed during
the winter months are hard to predict, having consulted with the Finance Department it
is not unusual for the account to go over budget. It should be noted that the amount of
savings obtained from Young Aggregates' bid in comparison to the bid received from
the Durham Purchasing Co-operatives tender is $44,306.30 (Net HST Rebate). The
cost savings is for the most part due to the vendor only having to deliver winter sand
within the Municipality rather than the haulage costs associated with delivering
throughout the Durham Region. The increase over the 2019 budget can be attributed to
supply and demand issues as other agencies are also confirming their winter sand
requirements at this time.
2.4. After review and analysis by the Operations Department and the Purchasing Services
Division, it was mutually agreed that the low bidder, Young Aggregates be
recommended for the award of contract SS CL2019-1.
Page164
Municipality of Clarington Page 4
Report COD-022-19
2.5. Young Aggregates has successfully completed work for the Municipality in the past and
is located in Pontypool.
2.6. In spring 2020, the Purchasing Services Division will issue a competitive tender to the
open market for winter sand requirements for a one year term with up to four additional
optional years. It is hoped that by issuing a tender and awarding a contract in the spring
and offering the contract as a potential term order that a lower price will be obtained.
3. Financial
3.1. Although the Winter Maintenance Material account is overspent, the Finance
Department has confirmed that the funds required for this contract in the amount of
$299,378.00 (Net HST Rebate) will be expensed by the Municipality as follows:
Description
Account Number
Amount
Winter Maintenance Material
100-36-383-10300-7112
$299,378
3.2. Queries with respect to the department needs should be referred to the Director of
Operations.
4. Concurrence
This report has been reviewed by the Director of Operations who concurs with the
recommendations.
5. Conclusion
It is respectfully recommended that Young Aggregates being the lowest compliant bid be
awarded the one year contract for the Supply and Delivery of Winter Sand as per the
terms, conditions and specifications of Tender SS CL2019-1.
Staff Contact: David Ferguson, Purchasing Manager, 905-623-3379 x2209 or
dferguson@clarington.net.
Attachment 1: Bid Summary
Interested Parties: List of Interested Parties available from Department.
Page165
Municipality of Clarington
Report COD-022-19
Attachment 1
Bid Summary
SS CL2019-1 Supply and Delivery of Winter Sand
Page 5
BIDDER
Total Bid
(including HST)
TOTAL BID
(Net HST Rebate)
]1
Young Aggregates
$332,446.00
$299,378.00
Page166
Clarington
Staff 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: October 15, 2019 Report Number: FND-027-19
Submitted By: Trevor Pinn, Director of Finance/Treasurer
Reviewed By: Andrew C. Allison, CAO Resolution #:
File Number: By-law Number:
Report Subject: Audit Committee and Value for Taxpayer Committee
Recommendations:
1. That Report FND-027-19 be received;
2. That the Audit Committee composition, structure and terms of reference be updated
to reflect best practices in the industry in place of establishing a separate "Value for
Taxpayers Committee"; and
3. That staff be directed to report back to Committee with recommendations on a new
Audit Committee structure by November 25, 2019.
Page167
Municipality of Clarington
Report FND-027-19
Report Overview
Page 2
At the June 10, 2019 Council meeting there was a resolution "That Staff report back in
October 2019 on establishing a Value for Taxpayers Committee which includes Council
Representation." It is recommended that Council consider a revision to the existing Audit
Committee in place of creating a new committee and that staff report back on changes to the
Audit Committee by November 2019.
1. Background
Council Request for "Value for Taxpayers Committee"
1.1. During the discussion on report FND-002-19 on the Budget Policy, Council added the
following which was unanimously passed:
"That Staff report back in October 2019 on establishing a Value for Taxpayers
Committee which includes Council Representation."
1.2. Over the summer, staff researched similar committees in comparable municipalities.
Staff found that comparable municipalities did not specifically have "Value for
Taxpayers" committees. While there may not have been a specific "Value for
Taxpayers" committee, it was felt that the intent was served in other committees that
were in place in these comparable municipalities. Staff see an opportunity to review the
Audit Committee and its composition in light of the direction from Council.
Current Audit Committee
1.3. In 2005, the Audit Review Group was formalized as discussed in report FND-019-05
Appointment of Audit Review Group. This Audit Review Group was established in 2002
under the Canadian Institute of Chartered Accountant's (CICA) guidelines; these
guidelines now fall under the Chartered Professional Accountants of Canada (CPA
Canada). The Audit Review Group was the Mayor, Chief Administrative Officer and
Treasurer. Since this time the external auditors have presented the annual financial
statements to this group.
1.4. In 2007, our external auditors Deloitte & Touche recommended a new internal audit
function. The Internal Auditor position was created in 2007. Report FND-011-08
Internal Audit Charter and Blueprint for Operations was approved by Council and set up
the internal audit position to report to the Audit Review Group. As per the Internal Audit
Charter, "Internal Audit provides independent and objective assurance and consulting
services designed to add value and improve the Municipality's operations."
1.5. Over time this group is now referred to as the Audit Committee. The Audit Committee
remains composed of the Mayor, Chief Administrative Officer and the Treasurer.
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Municipality of Clarington
Report FND-027-19
Page 3
1.6. Staff feel it is inappropriate for two members of staff to be voting members of the
Committee which has been delegated authority to approve the financial statements.
This is further inappropriate given that one of the voting members is legislatively
responsible for the financial statements.
1.7. The Manager of Internal Audit does report to the Audit Committee and is an ex off icio
member of the Committee. The goal is to present an annual internal audit work plan to
the Audit Committee and report back to the Committee. It has been the intention to
have several meetings during the year. Due to a variety of reasons, such as staffing
constraints in the Finance Department, this has not always occurred.
1.8. The Manager of Internal Audit is currently working on the 2020 Internal Audit Work Plan
to be presented to this group.
2. Review of the Audit Committee
Research on Audit Committees
2.1. During the summer recess, staff conducted a survey of similar sized municipalities (by
population) on their audit committees. A few municipalities did not have an audit
committee but referred to other committees such as Finance, Finance and
Administration or Finance and Corporate Services Committees.
2.2. The average audit committee size is 6 members. The Mayor sits on at least 71 % of the
audit committees and an average of 47% of Members of Council are represented on the
audit committees. Approximately 33% of the audit committees reviewed have qualified
members of the public as sitting members. It is unusual to have staff members on an
audit committees. It is common to have internal audit, finance and chief administrators
as ex officio members of the audit committee.
2.3. Staff also reached out to our external auditors Grant Thornton for information and
guidance on audit committees. Grant Thornton provided the document "Audit
Committee Terms of Reference: Practical advice to help you make the right decisions"
There are a number of recommendations for an audit committee from purpose,
membership, authority and accountability and meetings. The auditors also expressed
that it is unusual to have our current structure, particularly the two members of staff
sitting on the Committee.
2.4. Generally, an audit committee has a role in governance in that it provides oversight and
recommendations on areas such as financial reporting, risk management, internal
control, compliance, ethics, internal auditors and external auditors. It is important to
note that an audit committee does not conduct administrative duties or review
operational processes directly.
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Municipality of Clarington
Report FND-027-19
Page 4
2.5. Staff feel that by enhancing the relationship between the internal audit function and the
Committee, and restructuring the composition of the Committee, the ideals of the Value
for Taxpayers Committee would be met (better Council representation, improved review
of financial controls and spending).
2.6. A question for Council would be the involvement of members of the public on an audit
committee. It is strongly suggested that any public members should be qualified and
experienced financial professionals with a background in audit and financial controls.
2.7. It may not be necessary for members of the public to be members of the committee for
several reasons. First, elected Members of Council are ultimately accountable to the
taxpayer for the financial stewardship of the Municipality. Secondly, any reports or
minutes from this committee could be provided to GGC through reporting processes
and therefore form the public record.
3. Concurrence
This report has been reviewed by the Municipal Clerk and the Manager of Internal Audit
who concur with the recommendations.
4. Conclusion
4.1. It is recommended that Council's request for a "Value for Taxpayers Committee" be met
by a revision to the existing role, structure and composition of the Audit Committee. The
review of the Audit Committee will cover the terms of reference and include committee
purpose, composition, authority, meeting schedule and meeting process.
4.2. It is recommended that the terms of reference for the Audit Committee not include
public participation; however if public participation is deemed appropriate Staff should
review the qualifications for members of the committee to ensure proper experience in
financial controls and reporting are required.
4.3. It is respectfully recommended that staff report back to Council on proposed revisions to
the Audit Committee by January 2020.
Staff Contact: Catherine Carr, Manager of Internal Audit, 905-623-3379 ext. 2606,
ccarr@clarington.net
Attachments:
Not Applicable
Interested Parties:
There are no interested parties to be notified of Council's decision.
Page170
Clarington
Staff Report
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Coordinator at 905-623-3379 ext. 2131.
Report To: General Government Committee
Date of Meeting: October 15, 2019 Report Number: FND-028-19
Submitted By: Trevor Pinn, Director of Finance/Treasurer
Reviewed By: Andrew C. Allison, CAO Resolution#:
File Number: By-law Number:
Report Subject: Prudent Investor Standard for Municipal Investments — Update and
Options Analysis
Recommendations:
1. That Report FND-028-19 be received;
2. That Staff continue to work with ONE Investment to bring information back to Council
related to a new Investment Policy Statement (IPS) and agreements associated with
establishing a new Joint Investment Board (JIB) and implementing the Prudent
Investor (PI) regime; and
3. That all interested parties listed in Report FND-028-19 and any delegations be
advised of Council's decision.
Page 171
Municipality of Clarington
Report FND-028-19
Report Overview
Page 2
This report outlines the benefits of investing under the Prudent Investor regime as well as
options for implementing a change in investment regime. This report is a second step and
update to Council on the process to move to the Prudent Investor standard for investing.
1. Background
Initial Direction to Explore Prudent Investor Standard
1.1. Investing under the Municipal Act, 2001 and O. Reg. 438/97 (the "Regulation") is
divided into the prescribed list of securities (the "legal list") and the recently added
Prudent Investor regime ("PI").
1.2. The new PI regime removes restrictions on municipal investments but also includes a
legislated governance model. Control and management of money not required
immediately under the new PI regime is to be given to a municipal service board
referred to as an Investment Board ("IB") or a Joint Investment Board ("JIB") for
investment on behalf of the municipality.
1.3. Report FND-014-19 provided Council with additional information on the recent changes
to municipal legislation allowing for municipalities to move to the PI standard. The
report also detailed the differences between the current "Legal List" approach and the
new "Prudent Investor" approach.
1.4. At the GGC meeting of May 6, 2019 Council approved option A which included direction
to Staff to develop an agreement to establish ONE Joint Investment Board ("ONE JIB"),
together will all related matters such as codes, policies and appointments and to adopt
the prudent investor regime when these items are in place.
1.5. It was initially expected that the establishment of the ONE JIB would be completed by
December 2019; however, at a recent meeting of potential founding members it was
determined that an establishment date of April 2020 was more realistic and preferable.
1.6. At the time of Report FND-014-19, the only municipality with the Prudent Investor
Standard adopted was the City of Toronto under the City of Toronto Act. As at the date
of this report, there are no municipalities in Ontario which have adopted the Prudent
Investor Act under the Regulations.
Page172
Municipality of Clarington
Report FND-028-19
Benefits of Prudent Investor (PI) Regime
Page 3
1.7. The PI regime expands municipal investment opportunities which may enable better
risk -adjusted returns meaning that risk can be carefully balanced with returns.
1.8. The restrictions placed on legal list investments can create concentration risk into the
investment portfolio. The legal list currently restricts investments to deposit instruments
at Canadian chartered banks, certain Canadian corporate bonds rated A or better (ie.
banks), municipalities and senior levels of government. The impact is that realistically a
municipality's investments are heavily concentrated in Canadian banks which does not
allow for appropriate diversification.
1.9. The diversification of available investment products and the removal of geographical
limitations which are only available under the PI regime may mitigate concentration risk.
2. Risks, Returns and Diversification
Risk Adjusted Returns
2.1. In general, for municipalities as stewards of public funds, preservation of capital is a key
priority that needs to be balanced with the need for returns. Municipal budgets are
under tremendous pressure to maximize revenues while minimizing the need for
property tax increases. As municipalities seek to diversify revenues to put less pressure
on property taxes, investment revenue becomes more important as an underused
alternative revenue stream. Figure 1 below demonstrates the effect of "safe
investments" on return potential. It shows the percentage returns on a rolling 1-year
basis for Canadian stocks (red), Canadian Fixed Income (green) and short-term
treasury bills (blue). When a municipality puts a heavy priority on capital preservation, it
will often invest in short-term treasury bills, guaranteed investment certificates (GIC),
term deposits, or High Interest Savings Accounts (HISA), which ensures little to no
losses due to the lack of volatility. However, you will note from Figure 1 below the low
returns on short-term investments which over the 10-year time -period did not even keep
up with inflation. Average annual inflation from 2008-2018 was 1.97% using the
Consumer Price Index (2.55% using the Non -Residential Building Construction Price
Index.)
Page173
Municipality of Clarington Page 4
Report FND-028-19
Figure 1: Rolling 1-Year Returns Across Asset Classes
50
40
30
20
10
0
-10
-20
-30
-40
% Rolling 1-Year Returns
September 2008 to February 2019
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
FTSE TMX Canada 91-Day T-Bill Index FTSE TMX Canada Universe Bond Index
S&P/TSX Canadian Composite Index
Sources: S&P, FTSE
Diversification
2.2. By removing investment restrictions, the PI regime allows the municipality to better
diversify its investments. Concentration risk arises when investments are made in
closely related securities; this can be by asset class, geographic location, or sector.
Where a portfolio has many securities of the same type, the whole portfolio can be
exposed to a single risk event. Research shows that when investing over longer time
frames diversification allows investors to better manage portfolio risk.' By investing
funds in multiple different markets, sectors and products a municipality can better
protect itself from losses incurred in one of its investments.
1 Asness, Clifford S., Isrealov, Ron, and John M. Liew. (2011). "International Diversification Works (Eventually)" Financial
Analysts Journal Volume 67, Number 3.
Page 174
Municipality of Clarington Page 5
Report FND-028-19
Diversification by Asset Class
2.3. The PI regime will enable the Municipality of Clarington to invest in a broader array of
investment products facilitating the building of a more diversified investment portfolio.
This concept of diversification is one of the basic principles used to reduce overall
portfolio risk. Figure 2 shows the risk -mitigating effect of diversification by asset class or
product type. The figure looks only at periods when Canadian stock returns fell below
negative 5%. Between 2008 and 2018, the Canadian stock markets (red bars)
experienced six periods where values declined by greater than 5%; however, in each of
those periods fixed income products (green bars) experienced positive returns. If an
investor held both Canadian stocks and fixed income during these periods the total
decline in stocks would have been partially or potentially fully offset by a positive return
on fixed income
Figure 2: Offsetting effect of portfolio diversification by asset class
Periods When Rolling 1-Year Equity Returns < -5%
10
L
NN� 0
L
cu
a)
-10
0
m
-20
Q
-30
Feb 01 - Jun 02 - Oct 08 - Dec 11 - Aug 15 - Dec 18
Jan 02 May 03 Aug 09 Jul 12 Apr 16
■ Canadian Equities ■ Canadian Fixed Income
Geographical Diversification
2.4. The PI regime allows the Municipality to invest in the Global markets. Securities prices
in equities and fixed income markets outside of Canada will be influenced by a different
set of factors than apply to Canadian securities. Typically, different economic
fundamentals and political circumstances drive returns from investments outside of
Canada. For this reason, the pattern of returns from Global stocks and fixed income will
be differentiated in comparison to returns for Canadian securities, which provides a
basis of diversification benefits, which in turn tend to reduce overall portfolio risk. Under
the current legal list, the Municipality can only buy Canadian equities (which are only
Page175
Municipality of Clarington
Report FND-028-19
Page 6
available through ONE Investment) which exposes municipalities to the risk of a
downturn in the Canadian market. The Canadian economy is highly exposed to global
demand for, and the prices of, certain primary commodities (e.g. oil & gas, metals,
agriculture). It is also dependent on exports and trade, particularly with the United
States.2 Canadian equity markets represented less than 3% of global equity markets at
the end of 2018.3
2.5. In looking at historical data (10, 20, and 40-year time periods) using different levels of
geographic diversification, investors would have experienced less volatility if they held
an asset mix that included both Global and Canadian stocks. Volatility is a common way
to measure risk in investments — it represents swings in market value — so the higher
the number the less stable the investment4. Figure 3 below shows the volatility of five
different levels of geographic mix. The 100% Canadian stock mix was the most volatile,
or risky, investment in all three time periods. The least volatile geographic mixes were
those that had a combination of Canadian and Global stocks in most instances (See
Appendix 2 for more detail on this analysis).
z Source: See remarks of Stephen S. Poloz, Governor, Bank of Canada "Opening Statement", January 9, 2019 and Bank of
Canada Monetary Policy Report July 2019, "Key inputs to the base -case projection."
3 Source: The World Bank. Canadian equity markets had total market capitalization of USD $1.938 Trillion, vs total world
market cap of USD $68.654 Trillion.
a The measure of volatility used throughout this document is standard deviation.
Page 176
Municipality of Clarington
Report FND-028-19
Figure 3: Volatility and Geographic Diversification
IMPACTS OF GEOGRAPHIC DIVERSIFICATION ON
RISK (VOLATILITY) OVER THREE DIFFERENT
TIME PERIODS
Page 7
■ 100% Canadian ■ 100% Global ■ 75% Canadian/25% Global
■ 50% Canadian/50% Global ■ 25% Canadian/75% Global
Ln
m
M Ln 00
1O m n W
c q Ln M
W N In m c-I iy N
W
O
O
`~ o �0 m 00
a
of �
10-YEAR VOLATILITY 20-YEAR VOLATILITY 40-YEAR VOLATILITY
Higher -yield Securities
2.6. If a municipality can better manage risk through diversification it can use that tool to
pursue greater returns by tolerating a greater level of risk over a small portion of its
investments. Over a longer period, small differences in returns can have significant
impacts. For example, while the difference of a 0.5% return may not sound like a lot,
over long periods of time the financial impact in dollars can be substantial. Table 1
shows how 0.5% in returns compounds into dollars over ten years, depending on the
starting value. The compounding effect of a 0.5% return over a 10-year period for
$5 million would contribute $256,000 in additional revenue. For a $100 million
investment that additional 0.5 % would contribute $5,114,000 to the municipality.
Page177
Municipality of Clarington
Report FND-028-19
Page 8
Table 1: Compounded Value of 0.5% (50 bps) over 10 Years
Starting Investment
Value
Incremental
Return
$5 million
$256,000
$20 million
$1,023,000
$50 million
$2,557,000
$100 million
$5,114,000
$250 million
$12,785,000
$500 million
$25,571,000
$1 billion
$51,140,000
2.7. Increasing returns by an amount as small as 0.5% over a 10-year period can have
major impacts on a municipality's budget.
2.8. There are two ways to attain higher returns:
Identify inefficiencies in the market (i.e., identify mispriced investment
opportunities); and
2. Accept a higher level of risk.
2.9. Portfolio managers often try to identify inefficiencies in the market. They conduct
research and analysis to identify investments they believe are incorrectly valued or
identify themes that are not correctly reflected in securities prices. They then position
their investments accordingly.
2.10. Changing investment allocations typically is done with the intent to achieve higher
returns, but any change in investment allocations also changes the level of risk in the
portfolios. It is for this reason that evaluating investments based on return potential
alone is not prudent. Investment managers should always keep overall portfolio risk in
mind. Often, they will focus on risk -adjusted returns in their analysis. The risk -adjusted
return refers to the ratio of percentage returns to the percentage risk (volatility). This
measure will help identify whether the amount of additional return that they expect by
purchasing a security is worth the incremental risk involved.
2.11. Figure 4 — Risk Adjusted Returns Over a 10-Year Period compares the different levels
of geographic diversification over a 10-year time frame. A 100% holding in Global
stocks would have produced the highest return (13.42%); however, except for the 100%
Canadian holding, it had the highest level of volatility during the period. The three
diverse mixes have lower levels of volatility. The increased returns come at a cost of
increased risk. If investors consider only the risk, they may miss out on potential returns.
If investors consider only returns, they could expose themselves to significant risk. If we
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Page 9
look at the two together (risk -adjusted returns) we get a more complete picture of which
is the better investment, or how much the returns cost in terms of risk. Of the levels of
geographic diversification, an investor would have achieved a better risk -adjusted return
(1.37%) during this time period by using the 25% Canadian: 75% Global stock mix —
while it would have achieved slightly lower returns, it would have done so at a lower risk
exposure. The goal here is to maximize the upside while minimizing the downside.
Figure 4: Risk Adjusted Returns Over a 10-Year Period
RISK AND RETURN OF DIFFERENT EQUITY
MIXES OVER A 10-YEAR PERIOD
■ 100% Canadian ■ 100% Global 75% Canadian/25% Global
■ 50% Canadian/50% Global ■ 25% Canadian/75% Global
N
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rn
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RISK
-ADJUSTED RETURN
2.12. Many of the risks outlined above can be managed or mitigated depending on the
mechanism or avenue through which the municipality chooses to implement the PI
regime. These mechanisms and avenues will be examined in the options analysis
below.
Comparing Legal List vs Prudent Investor under ONE
2.13. ONE Investment's PI offerings will be a mix of its current Legal List options and two new
funds that will only be available to PI investors — a Global Equity fund and a Global
Bond fund. The sample allocation provided is a relatively conservative mix of 80%
bonds (fixed income) and 20% stocks (equities). Modelling data provided by ONE
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Investment and conducted by AON Hewitt show that under these asset allocations at
the same risk level (-5.0% worst case annual return), the expected annual return for PI
is 1.3% higher than under legal list: 4.3% vs 3.2% respectively (Table 2).
Table 2: Modelling expected returns of ONE Offerings5
Money Market Portfolio 45%
Bond Portfolio 15% 20%
Unconstrained Global Bonds 60%
Universe Corporate Bond Portfolio 20%
Total Fixed Income 80% 80%
5 Modelling conducted by AON Hewitt and data provided by ONE Investment
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(Canadian) Equity Portfolio 1 20% 1 5%
Global Equity 1 15%
Total Equity 1 20% 20%
Expected return before value add 2.90% 3.80%
Expected value added by managers 0.30% 0.50%
Expected return 3.20% 4.30%
Expected worst case annual return --5.0% --5.0%
2.14. Because the two new PI offerings have an existing client base and track record, it is
possible to compare the actual past performance of a PI asset allocation to a
comparable legal list asset allocation. Comparing past performance of the funds (figure
5), over a five-year period from 2014 to 2018 the PI option would have outperformed the
legal list option in four of the five years. In 2015, the PI option would have outperformed
legal list by almost 7%. The average annual difference over the five years would have
been a 2.69% in favour of the PI option. However, it should be noted that in 2018 the
legal list option would have outperformed PI by 0.12%. This demonstrates that moving
to PI does not guarantee better returns year over year and that past performance is not
always a reliable indicator of future performance.
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Figure 5: Historical Rates of Return for ONE Investment Offerings (2014 - 2018) 6
2018
2017
2016
2015
2014
1.65%
1.95%
1.60%
-1.90`
-0.50%
5.70%
0.97%
0.95%
0.94%
0.32%
2.62`;6
10.76%
4.60%
19.10%
3.10%
6.23%
0.70%
1.17`r5
2.24%
15.29`r6
5.40%
0.90%
4.00%
4.37%
0.94%
2.29%
3.70 cA
0.29%
7.70%
23.10%
1.56%
B.S5%
1.11%
3.45%
9.35%
20.24%
9.90%
15.90%
6.94%
10.03%
Mvestment Allocations
PI 1 120.00%15.00%160.00%115.00%
LL 145.00%1 15.00%1 20.00%1 20.00`
2.15. Staff believes that when taking the projected future modelling results in conjunction with
the past performance comparisons, that the PI option offers greater opportunity for
increased returns while more effectively managing concentration risk.
3. PI Governance Options
3.1. Municipalities that decide to adopt the PI regime must transfer control and management
of their investments to an IB or JIB. There are three available options:
• Establish an independent investment board (IB);
Establish a joint investment board (JIB) with one or more municipalities with ONE
Investment; or
• Join an existing IB or JIB.'
6 Historical data provided by ONE Investment
This option is not currently available as to date the City of Toronto is the only municipality that has established an IB and it
is not currently prepared to have its IB invest for other municipalities.
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Establish a Municipality of Clarington Investment Board
3.2. Under the Act a municipality can create its own IB if it has, in the opinion of the
treasurer, at least $100M in money and investments that it does not require
immediately, or $50M in net financial assets.
3.3. As the Municipality of Clarington, does not currently meet either of these requirements,
this option will only be briefly described.
3.4. An IB is a municipal service board as defined by the Act and is governed by the
procedural requirements of the Act (sections 194 to 202). All the required services
provided to a municipal service board would need to be provided to the IB (e.g.
committee secretary, closed meeting support).
3.5. As municipalities are required to delegate their investment powers to the IB, a high
priority must be placed on appointing qualified experts, which will come at a cost.
Additionally, as staff does not possess the in-house expertise required, it would be
necessary to acquire that expertise either on a full-time basis from an employee of the
municipality or seek expert advice externally. These cost factors are explored below,
along with the option of founding a JIB.
3.6. To date, the City of Toronto is the only municipality to establish its own IB. Toronto has
invested under the PI regime under the City of Toronto Act, 2006, for a full year before
the option of investing under the PI regime was extended to other municipalities that are
subject to the Municipal Act, 2001. The City has yet to transition all its investments to its
IB.
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Establish a Joint Investment Board
Page 14
3.7. As noted in the previous report to Council ONE Investment is the only organization
which is actively working to establish a JIB. While the establishment of another JIB may
be available in the future, this option does not exist today and hasn't been included in
the options analysis. Staff have been working with ONE Investment staff and seven
other municipalities, listed below, to become founding municipalities of a JIB.
Municipality of Clarington
Town of Whitby
County of Essex
Town of Bracebridge
District of Muskoka
Town of Innisfil
Town of Huntsville
Town of Aurora
City of Kenora
City of Thunder Bay
3.8. There are several factors to consider when evaluating the two available options which
are outlined in Appendix 3 — Detailed Comparison of Prudent Investor Options. This
analysis will focus on the cost structure. Establishing an IB or JIB can be costly both in
terms of the initial set-up and ongoing costs both direct and indirect. Costs include legal
fees, (J)IB member remuneration, fund manager research, consultants for investment
expertise and other investment services (e.g. asset allocation studies), committee
secretary, closed meeting support.
3.9. Table 3 shows the costs incurred by both the City of Toronto and ONE Investment to
date. ONE Investment has not yet established its JIB but expects to do so by April 2020.
The City of Toronto spent over $1.1 M setting up its IB and is still incurring set up costs.
ONE Investment has spent approximately $1.9M to date setting up its JIB — this higher
number is due to the coordination and legal complexity of dealing with many
municipalities; however, once it is set up the ongoing maintenance costs are expected
to be lower and will be shared among all municipalities that invest under the PI regime
through ONE JIB.
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3.10. Expert advice would also be required to guide staff and Council on appropriate
investment strategies. Additionally, the staff and Council would require expert
investment advice and potentially legal advice when developing an investment policy.
These items would add to the set-up costs of an IB. ONE Investment has received an
exemption from the Ontario Securities Commission (OSC) that allows them to provide
s Costs provided by Director, Capital Markets - City of Toronto
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Report FND-028-19
that expert advice. ONE Investment has also hired a Chartered Financial Analyst with
over 25-years of experience in institutional investing.
3.11. ONE Investment has prepared a report (Appendix 4) detailing the process for
establishing ONE JIB, the roles of the municipality and ONE JIB, and the benefits and
risks of being a founding municipality. The document notes that many of the risks are
mitigated through processes and procedures developed for ONE JIB.
Joining an Existing IB or JIB
3.12. At present this option is presented for information purposes only because there are no
existing IBs or JIBs through which a municipality can invest. 9
Risks and Potential Drawbacks of the Prudent Investor Regime
3.13. The new governance structure for the PI regime has some associated risks. A
municipality that passes a by-law to adopt the PI regime cannot revoke that by-law. This
means that municipalities who adopt the PI regime cannot go back to investing money
that is not required immediately in accordance with the legal list unless a regulation
authorizing the municipality to do so is made by the Lieutenant Governor in Council.
3.14. Additionally, a municipality must delegate its powers to investment money not required
immediately to an IB or JIB. As per the Regulation, Councillors and municipal staff
cannot be appointed as members of the IB or JIB, except for treasurer(s) provided that
the treasurer(s), does/do not make up more than 25% of the members of the IB or JIB.
3.15. These control risks, however, are mitigated by the investment policy statement (IPS),
which allows Council to define its "objectives for return on investment and risk
tolerance" and its "need for liquidity." Council must review and, if necessary, amend the
IPS at least once per year. Through the IPS, Council maintains strategic control over its
investments.
3.16. If Council decides to proceed with the PI regime, staff will need to determine what
constitutes "money that it does not require immediately" and control and management of
that money must be given to the IB or JIB for the purposes of investing. Any money that
remains with the municipality will remain under the control and management of the
' The City of Toronto is not currently prepared to have its IB invest for other municipalities.
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municipality. The City of Toronto, in its investment policy, established a time -based
threshold of 18 months to determine the money that it does not require immediately.10
3.17. There is no guarantee of better returns as a result of investing under the PI regime. A
broader array of investments exposes the investor to a broader array of risk and past
performance is not indicative of future results. Moreover, there is no assurance that
better performance will offset the initial cost of transitioning to the PI regime and any
ongoing costs after a municipality adopts the PI regime.
3.18. Under the PI regime the municipality gives up management and control investing money
not required immediately. The municipality is relying on the expertise, experience, good
faith and diligence of ONE JIB and ONE Investment staff. Municipal staff believe that
these individuals have the requisite experience and expertise, and such individuals are
required to act in good faith and in the best interests of the municipality.
3.19. Staff believe, based on the available evidence, that moving to the PI regime is the
preferred course of action.
4. Steps to Adopt the PI Regime as a Founding Municipality via
ONE Joint Investment Board (ONE JIB)
4.1. The Municipality of Clarington is one of several municipalities which are working on
forming a joint investment board ("JIB") in order to mutually enter into adopt the Prudent
Investor Standard. It is not financially feasible for the Municipality to establish its own
investment board nor are there any other JIBs being contemplated.
4.2. The combined balances from the above municipalities would meet the $100 million
threshold for establishing the ONE JIB. Once established other municipalities may,
subject to the JIB agreement, join the ONE JIB.
10 Statement of Investment Policy and Procedures for the City of Toronto Investment Funds.
https://www.toronto.ca/legdocs/mmis/2018/ex/bgrd/backgrou ndfile-116242.pdf
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4.3. The Municipality of Clarington will pass an authorizing by-law ("Authorizing By -Law"),
the passage of which will be co-ordinated with the passage of an Authorizing By -Law by
the other founding municipalities.
4.4. The Authorizing By -Law will authorize:
(i) the entering into of an initial formation agreement establishing ONE JIB;
(ii) the completion of the Municipality of Clarington's Municipal Client Questionnaire;
(iii) the adoption of the Municipality of Clarington's Investment Policy Statement; and
(iv)the entering into of an agreement with ONE JIB and the other founding municipalities
under which ONE JIB will invest the money and investments of the founding
municipalities under the PI regime and of other municipalities that may subsequently
agree to invest through ONE JIB (the "ONE JIB Agreement").
4.5. After all the founding municipalities have passed an Authorizing By -Law and signed and
completed the various documents authorized by such by-law, ONE JIB will hold a
meeting and sign the ONE JIB Agreement. Thereafter, each founding municipality can
pass its prudent investor enabling by-law (the "Prudent Investor Enabling By -Law") to
officially opt into the PI regime as at the effective date set out in its Prudent Investor
Enabling By -Law.
4.6. It is anticipated that an Authorizing By -Law will be passed by all the founding
municipalities before the initial ONE JIB meeting in mid -March 2020. After the ONE JIB
meeting, Council can pass its Prudent Investor Enabling By -Law in May 2020.
5. Concurrence
Not Applicable.
6. Conclusion
6.1. It is respectfully recommended that given the opportunity for risk reduction and greater
returns, the PI regime is an opportunity that the Municipality should pursue. ONE
Investment is in the process of establishing ONE JIB, so the costs of set-up to the
Municipality are greatly minimized.
Municipality of Clarington
Report FND-028-19
Page 19
6.2. The Municipality of Clarington, through cost sharing with other municipal investors,
would have access to the necessary expert investment and municipal finance advice.
Additionally, the ongoing maintenance costs would be shared with all municipal
investors making it an affordable option.
6.3. Being a founding municipality would give the Municipality access to benefits that it
would not get if it waits to adopt the PI regime until after ONE JIB is established. There
is a trade off as the Municipality would be an early adopter and would not have the
benefit of other municipalities' experiences with the adoption process.
Staff Contact: Trevor Pinn, CPA, CA, Director of Finance / Treasurer, 905-623-3379 x.2601 or
tpinn@clarington.net.
Attachments:
Attachment 1 — Impacts of Diversification on Risk
Attachment 2 — Detailed Comparison of Prudent Investor Options
Attachment 3 — ONE Investment Detailed Update
Interested Parties:
The following interested parties will be notified of Council's decision:
6.4. Municipal Finance Officers Association of Ontario (MFOA)
6.5. Association of Ontario Municipalities (AMO)
6.6. ONE Investment
Page189
Appendix 1 — Impacts of Diversification on Risk
The following analysis, using data up to February 2019, demonstrates the potential
benefits of a diversified approach in the stock markets. The analysis uses the S&P/TSX
composite index as a proxy for the performance of the Canadian stock markets and the
MSCI World index as a proxy for the performance of the Global stock markets in
developed countries. The analysis assumes four different asset mixes (100% Canadian;
100% Global; a 75:25 Canadian to Global ratio; a 50:50 ratio; and a 25:75 Canadian to
Global ratio) over three different time periods (10, 20, and 40 years). For each asset mix
and time period, the analysis calculates total returns as an annualized percentage, and
volatility' (a common risk measure) as an annualized percentage.
The 10-year time frame
In the 10-year time frame, the 100% Canadian mix (S&P/TSX) experienced the lowest
returns at the highest levels of risk. The 100% Global mix (MSCI World) experienced
the highest returns and the second highest levels of risk. As expected, the three
diversified asset mixes experienced returns somewhere between the two with greater
returns showing for those with a heavier weighting of the Global index. However, all
three diversified asset mixes experienced less volatility (risk) during the time -period with
the 50:50 asset mix showing the least volatility. The 25:75 Canadian to Global mix yield
the highest risk -adjusted return (return divided by risk) at 1.37. For the purposes of
comparing to other time -periods, it should be noted that during this 10-year time frame
the market did not experience any extreme economic events.
Table 1: Risk and return of different equity mixes over a 10-year period
(Annualized
100%
100%
75%
50%
25%
percentages)
Canadian
Global
Canadian /
Canadian /
Canadian /
25% Global
50% Global
75% Global
Return
10.21
13.42
11.10
11.94
12.71
Volatility
10.77
10.08
9.66
9.13
9.28
Risk -adjusted
0.95
1.33
1.15
1.31
1.37
return
The 20-year time frame
In the 20-year time frame, the 100% Canadian mix experienced both the highest level of
returns and the highest level of risk. The 100% Global mix experienced the lowest
returns and was in the middle of the asset mixes in terms of risk. In terms of the
diversified mixes those that favoured Canadian stocks offered greater returns but also
greater levels of risk, whereas those that favoured Global stocks produced lower returns
at a lower risk. During this period, the asset mixes that favoured Canadian stocks
offered the greatest risk adjusted returns with the 75:25 Canadian to Global mix offering
Volatility is measured by standard deviation throughout this document
PagJ 190
a slightly higher risk adjusted return (0.541) than the 100% Canadian mix (0.538). It
should be noted that this period covers the 2008 financial crisis, one of the most
significant market collapses since the Great Depression. Additionally, the Global index
incorporates US stocks, which were heavily impacted by the 2008 financial crisis.
Table 2: Risk and return of different equity mixes over a 20-year period
(Annualized
100%
100%
75%
50%
25%
percentages)
Canadian
Global
Canadian /
Canadian /
Canadian /
25% Global
50% Global
75% Global
Return
7.37
4.25
6.70
5.96
5.14
Volatility
13.69
11.85
12.37
11.57
11.38
Risk -adjusted
0.54
0.36
0.54
0.52
0.45
return
The 40-year time frame
In the 40-year time frame, the 100% Canadian mix experienced the lowest returns and
the highest levels of risk. The 100% Global mix experienced the second -highest level of
returns and was in the middle of the asset mixes in terms of risk. Of the three diversified
mixes the 25:75 Canadian to Global mix offered both the greatest returns and the
lowest level of risk. The mixes that leaned more heavily on Global stocks offered greater
returns and lower levels of risk. The diversified mixes that were weighted equally or
more heavily toward Global stocks yielded greatest risk adjusted returns. In addition to
the financial crisis in 2008, this period also encompasses the dot-com bubble of the mid
1990s to early 2000s, and the high interest rates in the 1980s and volatile oil prices of
the 1970s and 80s.
Table 3: Risk and return of different equity mixes over a 40-year period
(Annualized
100%
100%
75%
50%
25%
percentages)
Canadian
Global
Canadian /
Canadian /
Canadian /
25% Global
50% Global
75% Global
Return
9.38
9.80
9.64
9.79
9.85
Volatility
15.35
12.83
13.78
12.76
12.43
Risk -adjusted
0.61
0.76
0.70
0.77
0.79
return
What we can see from this analysis is that, through each time period, Global
diversification generally offered a lower level of risk than relying on Canadian stocks
alone. Apart from the 20-year time period, Global diversification also delivered greater
rates of return and risk -adjusted returns. The 20-year time period demonstrates that
significant economic events in a market can have a noticeable impact on returns but
that the level of diversification still offers a lower overall exposure to volatility.
Pag3191
Performance by Asset Class
(percent, CAD basis)
14
AL MSCI World
13
AL 25% TSX1T5% MSCI World
1 AL 50% TSX150% MSCI World
11 AL 75% TSX125% MSCI World
1 AL &PrrSX
9
Last 40 }ears
■ Last 20 Years
A Last 10 Years
25% TSXf75% MSCI World
MSCI World
75% TSXl2596 MSCI 451orld
50% T-SMO MSCI World &PITS
o
S&PjSX
75% TSXl25% MSCI World
6 50% TSX150% MSCI World
5 25% TS7{175% MSCI World
4 MSCI World
9 10 11 12 13 14
Volatility (annualized %)
Source: Bloomberg, Guardian Capital
-3-
Page192
15 1
Appendix 2 — Detailed Comparison of PI Options
Control ove
investments
•
•
High level of
control over
narrow range
of investments
Limited ability
to set own risk
tolerance,
otherwise
dictated by
Province
•
•
•
Strategic control
through investment
policy
Full control over short-
term investments
through definition of
money not required
immediately
Ability to set own risk
tolerance
•
•
•
•
Strategic control through
investment policy
Partial control over
governance through rotating
term for treasurer on ONE
JIB and committees
Full control over short-term
investments
Ability to set own risk
tolerance
Cost
•
Status quo
•
Costs of establishing
•
Maintenance costs shared
are high. Toronto's
among all members through
budget during their set-
ONE fees.
up year was —$560K.
•
Average fees are slightly
•
Ongoing maintenance
higher than legal list as
of the Toronto IB is
manager fees for PI products
estimated at $1 M
are higher due to complexity
annually.
of offering.
•
Fees are likely to be
•
Fees are charged to
slightly higher than legal
investment funds so there
list due to greater
are no direct budget
product complexity and
implications.
required level of active
management.
•
Establishing an IB and
ongoing maintenance
would have a direct
budget impact.
Risks
•
Lower
•
No alternative IB / JIB
•
JIB agreements can make it
potential
at present if IB fails or
slightly more difficult to
return on
proves too costly to
switch to other IB or JIB
investment
justify over long-term
option in future; though ONE
•
Concentration
has developed clear
risk
procedures for founding
municipalities to exit the JIB
•
No alternative IB / JIB at
Page193
Opportunities I • N/A
Feasibility I . H
• Potential for improved
risk -adjusted returns
• Moderate / Low
• Potential for risk -adjusted
returns
• Fee rebates for founding
municipalities
• Expert advice of an CFA
charterholder is a part of the
turnkey solution
• ONE has developed IPS
templates and investment
plan templates that are in full
compliance with the
Municipal Act.
• Set up costs have already
been absorbed by ONE
Investment.
• High
Page194
APPENDIX 3
N V E S T M E N T
Update on ONE Investment's Turnkey Solution of Prudent
Investor
13422209.2
Page195
Contents
The ONE Investment Turnkey PI Solution.................................................................................. 3
EstablishingONE JIB................................................................................................................. 3
Roles and Responsibilities...................................................................................................... 4
Council................................................................................................................................ 4
MunicipalStaff.................................................................................................................... 5
ONEInvestment.................................................................................................................. 5
ManagingInvestments............................................................................................................... 6
Roles and Responsibilities...................................................................................................... 6
Council................................................................................................................................ 6
ONEJIB.............................................................................................................................. 7
ONEInvestment.................................................................................................................. 8
MunicipalStaff...................................................................................................................10
Figure 1:Typical Roles and Responsibility of ONE's Turnkey PI Solution* .............................12
Benefits and Risks of a Founding Municipality..........................................................................13
Benefits of Founding Municipality Status...............................................................................13
Risks of Founding Municipality Status...................................................................................13
Appendix A - Investment Advisory Committee Biographies.......................................................15
Appendix B - STEPS TO ESTABLISH ONE JOINT INVESTMENT BOARD (ONE JIB) ............18
[Publish Date] 2
13422209.2
Page196
The ONE Investment Turnkey PI Solution
ONE Investment is a non-profit corporation founded by LAS (a corporation of the Association of
Municipalities of Ontario) and CHUMS Financing Corporation (a subsidiary of the Municipal Finance
Officers' Association of Ontario). Its purposes are to:
• "facilitate investment by municipalities and public sector bodies in investment products and
vehicles
• to make available, and lower the cost of, such products and services in a manner consistent
with the investment objectives of such municipalities and public sector bodies."
ONE Investment has long offered investment options for municipalities that are compliant with "legal list"
requirements. ONE Investment has more than 25 years experience serving the municipal sector.
Two challenges noted by the Institute for Municipal Finance and Governance in its report on Ontario's
prudent investor (PI) standard are that it:
(1) is costly, requiring outside expertise and additional institutional layers for management and
monitoring, and,
(2) requires expertise on the part of public officials and a more "hands on" approach to investing.
It is ONE Investment's goal to meet its purposes for municipalities who wish to partake in the PI regime,
to reduce costs by pooling funds and to facilitate investing in a manner that is consistent with the
municipality's objectives. To do so, it is in the process of developing standardized templates and working
through the complex legal issues and governance structures to develop processes that will be simple,
understandable and flexible for municipalities while also meeting the requirements of the legislation.
The following sections of the document will detail the planned processes, roles and responsibilities for:
(1) establishing the ONE Joint Investment Board (ONE JIB)
(2) ongoing management of investments with ONE JIB
Establishing ONE JIB
In order to take advantage of the potential opportunity afforded by the PI regime, municipalities that meet
the financial thresholds set out in O. Reg. 438/97 (Regulation) can establish an authorized investment
board, like ONE JIB, through which they can invest their money that they do not require immediately.
After ONE JIB is established by the founding municipalities (Founding Municipalities) and after they fulfill
other requirements which include adopting an investment policy statement (IPS) and entering into an
agreement with ONE JIB and all of the Founding Municipalities pursuant to which ONE JIB agrees to
invest on their behalf under the PI regime, Founding Municipalities can pass a by-law to opt into the PI
regime under section 418.1 of the Municipal Act, 2001 (Act). The PI regime will apply to each Founding
Municipality as of the effective date set out in its by-law. This by-law is irrevocable: once a municipality
passes the by-law, it will not have the ability to opt out of the PI regime and go back to the Legal List (LL)
for the investment of its money that it does not require immediately without a regulation by the Lieutenant
Governor in Council approving the transition.
Once the effective date has passed and Founding Municipalities are subject to the PI regime, any future
investment of monies not required immediately will be made through ONE JIB.
ONE Investment cannot establish an investment board (IB) or a joint investment board (JIB) on its own,
as the Regulation only permits municipalities meeting the prescribed financial thresholds to establish an
IB or JIB. To establish ONE JIB, ONE Investment is actively recruiting Founding Municipalities who will
jointly establish a JIB that will act as the cornerstone for offering all municipalities in Ontario an affordable
cost -shared PI solution. Under the Act, all municipalities whether or not they meet the prescribed financial
[Publish Date]
13422209.2
Page 197
thresholds are eligible to delegate their investment powers to previously established IBs or JIBs allowing
them to opt into the PI regime.
The following section details how municipalities can become Founding Municipalities and help establish
ONE JIB. It is organized by roles and responsibilities. See appendix B for the steps to establish ONE JIB,
organized chronologically.
Roles and Responsibilities
Council
Council in this instance refers to a municipal council considering jointly establishing ONE JIB as a
Founding Municipality. Council's role in establishing ONE JIB as a Founding Municipality is important
because the Founding Municipalities are the decision -makers with the authority to provide input in respect
of the terms and conditions of the agreement establishing ONE JIB and the agreement allowing ONE JIB
to invest under the PI regime on behalf of the Founding Municipalities and of other municipalities that may
subsequently agree to invest through ONE JIB (ONE JIB Agreement). Council's primary role in the
process created by ONE Investment is to formally establish ONE JIB.
Role
Responsibility
• Enter an Initial Formation Agreement
Pass the "Authorizing By-law" which
establishing ONE JIB
authorizes: (i) the entering into of the
• Complete the Municipal Client
Initial Formation Agreement; (ii) the
Questionnaire
completion of the Municipal Client
• Adopt an Investment Policy Statement
Questionnaire; (iii) the adoption of an IPS;
(IPS)
(iv) the approval of a draft investment
• Approve a draft investment plan
plan; and (v) the entering into of the ONE
• Enter into the ONE JIB Agreement
JIB Agreement
• Formally opt into the PI regime
Pass the Prudent Investor Enabling By-
law
Passing the Authorizing By-law and the Prudent Investor Enabling By-law
Municipalities will be able to enter into the Initial Formation Agreement establishing ONE JIB, adopt their
IPS, enter into the ONE JIB Agreement and fulfill other requirements through an Authorizing By-law. ONE
Investment has been consulting with legal experts to draft a single Authorizing By-law document that is
compliant with legislation.
Once council and staff are comfortable with the guidelines
and parameters they have set out in their IPS (see section
below on Managing Investments for more details), council
can pass the Authorizing By-law to establish ONE JIB. This,
however, has one important caveat; the Authorizing By-law
authorizes the entering into of an agreement with other
Founding Municipalities to establish ONE JIB. The other
Founding Municipalities must be prepared to enter into the
agreement at that time as well and the total of all municipal
money or investments not immediately required, in the
opinion of the treasurers, at that time must be at least $100
million (collectively).
Council are the ultimate decision -
makers in becoming a Founding
Municipality that establishes ONE JIB.
Being a Founding Municipality for
ONE JIB is a significant decision to
lead the sector not only as an early
mover on PI investing but in
establishing a framework for the
benefit of all municipalities in Ontario
In order to opt into the PI regime council must pass a Prudent Enabling Investor By-law which provides
that section 418.1 of the Act applies to the municipality.
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Municipal Staff
Municipal staff will play an integral role in guiding council throughout the process of opting into
the PI regime.
Role
Responsibility
• Perform due diligence to ensure Council
Ongoing updates and reports to council
has the information it requires and
recommendations that it can consider on:
o the PI regime
o the ONE Investment PI option
• Prepare the Authorizing By-law based on
Present the Authorizing By-law to Council
the template provided by ONE Investment
• Prepare the Prudent Investor Enabling
Present the Prudent Investor Enabling By -
By -law based on the template provided by
law to Council
ONE Investment
While ONE Investment will provide regular updates on the
progress towards establishing ONE JIB, municipal staff will
need to conduct its own independent due diligence.
Once a council directs staff to work with ONE Investment to
become a Founding Municipality, ONE Investment will
provide template copies of all necessary documentation to
and work with staff to prepare an Authorizing By-law and a
Prudent Investor Enabling By-law. During this period,
municipal staff will also be working with ONE Investment to
develop a draft IPS (further details in section on Managing
Investments) which will be required before the Authorizing
By-law can be passed.
ONE Investment
ONE Investment's PI turnkey services
are designed to assume as much as
possible of the municipality's
workload. ONE Investment takes
care of the administrative work
while leveraging staff and council for
their unique municipal insights for
customization. All key decisions
remain with the municipality
ONE Investment's role through the process is to aid and provide information. ONE Investment began
conducting its research and analysis of the PI regime when the legislation was first introduced in late
2016 and has developed a lot of knowledge and expertise in PI implementation during that period.
Role
Responsibility
• To support staff and Council through the
0 Provide ongoing updates and reports to
due diligence process
staff on the progress of establishing and
organizing ONE JIB.
• To facilitate the Authorizing By-law
0 Develop and provide templates to staff
process by providing a standardized,
0 Provide municipal staff advice in
legislatively compliant template
customizing templates
• To facilitate the Prudent Investor Enabling
0 Ensure legal compliance of
By-law process by providing a
documentation
standardized, legislatively compliant
template
ONE Investment's responsibilities will leverage the knowledge and expertise acquired over the last three
years of performing its due diligence on PI - helping staff guide council through the process of
establishing ONE JIB and opting into the PI regime. As such, ONE Investment is available to answer
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5
questions that may arise during the process whether they be related to due diligence or process and
implementation expertise. ONE Investment with legal counsel has developed legislatively compliant by-
laws and IPS templates.
As part of its support for municipalities during this process, ONE Investment will consult with legal counsel
to ensure that the documentation is customized to meet the needs of the municipality and is compliant
with legislation before the documentation is submitted to council for approval.
Managing Investments
Once ONE JIB is established and the Founding Municipalities have passed the Prudent Investor Enabling
By-law, responsibility for managing the day-to-day investments of the municipality will be the responsibility
of ONE JIB with assistance from ONE Investment staff and municipal staff; however, council retains
ultimate control over the strategic direction of its investments through the IPS. The following section will
detail the roles and responsibilities of each party in the ongoing management of investments.
Roles and Responsibilities
Council
Role
Responsibility
• To provide overall strategic direction on
0 To direct municipal staff to complete the
investments
Municipal Client Questionnaire
• To adopt and maintain an IPS and to
review it at least annually, and update it
as necessary
Council establishes and maintains control of the strategic direction of its investments through
development of its IPS. The IPS is a requirement under section 18 of the Regulation.
Subsection 18(2) of the Regulation details the requirements of the IPS which are:
- The municipality's objectives for return on investment
- The municipality's risk tolerance
- The municipality's need for liquidity including, for greater certainty, the municipality's anticipated
needs for funds for planned projects and the municipality's needs to have funds available for
unanticipated contingencies
In addition, subsection 18(3) allows municipalities to include "other requirements with respect to
investment matters that council considers to be in the interests of the municipality."
Subsection 18(4) requires that council review the IPS, and
update it if necessary, at least annually. This ensures that
the IPS remains aligned with council priorities and
provides council with the flexibility to update it at any point
should circumstances require.
ONE Investment has prepared an IPS template and will
provide detailed guidance on all decision points in a future
update.
As mentioned in the previous section, Establishing ONE
JIB, a Founding Municipality's council will adopt its IPS by
enacting the Authorizing By-law.
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The Investment Policy Statement
(IPS) is a document required by
legislation that ensures that a
municipality's funds are invested to
meet its specific needs at its
accepted level of risk. It is through
this policy that council retains
ultimate control of its investments.
0
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ONE JIB
A Joint Investment Board is a "municipal service board that is established under section 202 of the Act by
two or more municipalities for the purposes of enabling municipalities to invest in accordance with the PI
regime'. ONE JIB is a Joint Investment Board that is
established by the Founding Municipalities, in accordance ONE JIB will have a representative
with Part II of the Regulation. municipal perspective through the
ONE JIB will be primarily comprised of highly qualified
independent investment professionals. As per the
Regulation, no councillors are permitted to sit on ONE JIB.
As stipulated in the Regulation, the only staff allowed to sit
on an IB is the municipal treasurer or, in the case of a JIB,
several treasurers provided they do not comprise more
than 25% of the JIB.
appointment of municipal treasurers.
NOTE: As per the Regulation, no other
members of municipal staff or
councillors are permitted to sit on ONE
JIB.
See appendix A for a description of the inaugural ONE JIB and brief biographies of its proposed
members.
Role
Responsibility
• To exercise the municipality's investment
Establishing and maintaining an
powers in a manner that is compliant with
investment plan that is informed by, and
the relevant section (418.1) of the Act.
in compliance with, the municipality's IPS
(Investment Plan). This includes
reviewing the Investment Plan to ensure
alignment following a Council IPS review
(at least once per year).
• Providing an annual report to Council that
is compliant with the Regulation
• Making decisions regarding investment
managers
• Reporting any breaches to the
municipality
As per the Regulation, the Investment Plan deals with how ONE JIB will invest the municipality's money.
Consistent with legislation, the municipality's Investment Plan will be developed with consideration for:
(1) General economic conditions
(2) The possible effect of inflation or deflation
(3) The role that each investment or course of action plays within the municipality's portfolio of
investments
(4) The expected total return from income and the appreciation of capital
(5) Needs for liquidity, regularity of income and preservation or appreciation of capital.
(6) Any other criteria that are relevant to the circumstances
See table 5 for an example of what an investment plan will include.
10. Reg. 438/97 Section 13.
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7
Table 1: Proposed sections of the ONE JIB Investment Plan
Section
Description
Purpose of the Investment Plan
This section establishes how ONE JIB will invest the municipality's
money that it does not require immediately (Long -Term Funds)
Responsibility for the Investment
This section will detail the actions in an Investment Plan and
Plan
provide detail for who will be responsible for execution
Custodian
This section will detail the financial institution(s) that hold the
municipality's investments
Portfolio Overview
This section will detail the objectives, risk tolerance and liquidity,
and time horizon for investments on an account -by -account basis.
Investment Goals and Objectives
This section will provide a more detailed account of how the IPS
has shaped the decisions within the Investment Plan, including
the account structure, asset allocations, and asset mixes
Constraints
This section will detail any additional constraints placed on
investments and may authorize the consideration of Environment,
Social, and Governance (ESG) factors and securities lending
ONE Investment External
This section will provide details of the chosen investment
Investment Managers
managers for assets the municipality will invest in
Rebalancing Provisions
This section will detail the processes and mechanisms for
rebalancing the portfolio should interest, dividends paid, or a
change in the value of securities alter the overall asset allocation
from the Investment Plan.
Additionally, ONE JIB is also responsible for providing an annual report to municipalities. This report will
contain, at minimum:
A statement about the performance of the municipality's portfolio of investments during the period
covered by the report;
A statement by the treasurer of the municipality as to whether or not, in the opinion of the
treasurer, all investments are consistent with the municipality's IPS, and the Investment Plan.
Such other information that the council may require or that, in the opinion of the treasurer, should
be included.
This will be in addition to the ongoing detailed performance reporting and communication provided by
ONE Investment.
ONE Investment
ONE Investment is assisting in the establishment of ONE JIB to provide access to the PI regime
for municipalities that do not qualify for the standard on their own or for municipalities that do not
wish to incur the up front and ongoing maintenance costs associated with the prescribed investment
governance model on their own.
Role
Responsibility
• Hands-on Investment Advice & Support
0 Investment advice
• Support ONE JIB, including providing
secretary functions
• Assist municipalities in writing their IPS
• Support ONE JIB in creating municipal
Investment Plans
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0
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• Provide robust reporting to municipalities
on investment performance
• Investment Education and Training
Provide advice on how to integrate the
municipality's investment program with all
facets of municipal finance
• ONE Investment will build on education
and training currently delivered through
MFOA and LAS
• Training has included courses on
investment basics, the impact of interest
rate changes on bond prices as well as
municipal finance training on linking
investment programs to capital budgets
• ONE Investment will meet with municipal
finance staff to discuss investment
options
ONE Investment is designed to augment municipal staff by pooling investor resources to make available
the investment and municipal finance expertise municipalities require for decision making purposes. ONE
Investment will accomplish this in two ways: (1) by relieving some of the burden of the technical workload
from staff through hands-on investment advice and support, and (2) by ensuring municipalities
understand the municipal finance implications of investment decisions through education and training.
ONE Investment has received an exemption from the Ontario Securities Commission (OSC) to enable it
to perform certain advisory and other functions without registration. This enables ONE Investment to
provide expert advice to municipal investors, bridging the worlds of municipal finance and financial
markets. As few municipalities have the resources to hire in-house expertise or contract an expert
consultant, ONE Investment is developing a delivery model whereby a CFA charterholder and a municipal
finance expert will be available to provide advice to municipal clients — a solution that is made affordable
to all through pooled resources.
It would usually be the case that support for a joint municipal service board would be the responsibility of
the municipalities establishing the joint board. In the case of ONE JIB, significant and specialized advice
will be required to support its activities. Support can range from arranging and running meetings,
preparing reports, crafting Investment Plans, obtaining expertise to advise ONE JIB when needed,
remunerating members and keeping participating municipalities fully informed of ONE JIB activities and
decisions. It is assumed that municipalities considering investing under the PI regime would find it difficult
to provide this level of support to ONE JIB. Consequently, ONE Investment fully expects to provide these
various support functions to ONE JIB and will enter into agreements with participating municipalities to
permit it to do so.
Under ONE Investment's turnkey PI solution, ONE Investment will be the municipality's primary service
provider in addition to providing all necessary support functions for ONE JIB. In its role as primary service
provider for the municipality ONE Investment will design the composition of ONE JIB in accordance with
the legislation. ONE Investment has already developed and initiated the recruitment process for the
independent investment experts who will sit on ONE JIB and will also initiate the recruitment of treasurers
from the Founding Municipalities who will also sit on the board. However, the Founding Municipalities will
decide who are the members of ONE JIB. As part of the turnkey solution, ONE Investment will make
recommendations for the initial members of the board of ONE JIB and will support future recruitment. As
noted previously the Regulation limits the participation of treasurers on the board of ONE JIB to no more
than 25% of the board composition.
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In its duty as primary service provider to municipal clients, ONE Investment will work with municipalities to
develop drafts of their IPS. To do so, ONE Investment will work with municipal council and staff to
complete a Municipal Client Questionnaire. ONE Investment will then use the responses provided in the
questionnaire to pre -populate a draft of the IPS that is aligned with the municipality's goals and level of
risk tolerance. ONE Investment will provide ongoing advice and support to municipal council and staff as
they work through ensuring the draft IPS is truly reflective of the municipality's needs.
Once the IPS is approved, ONE Investment will work with staff on developing a draft Investment Plan that
is reflective of the municipality's IPS. As municipal investing authority is delegated to ONE JIB, it is
ONE JIB who will make the final adjustment and have final approval of the municipality's Investment Plan.
Once the plan is finalized, ONE Investment will fulfill the role of implementing the plan, as directed by
ONE JIB.
On an ongoing basis, ONE Investment will act as a primary point of contact for clients and ensure that
any necessary communication with ONE JIB is established in a timely fashion. It will fulfill all monitoring
and reporting requirements. This includes but is not limited to:
• regular reporting to the municipality
• reporting to the Ontario Securities Commission
• regular reporting to ONE JIB on client holdings
• monitoring the performance of the Investment Manager
ONE Investment will also coordinate with municipal staff in preparation of the annual investment report to
council. It will compile the information required for ONE JIB to provide appropriate commentary, and it will
work with the municipality's treasurer to incorporate the treasurer's opinion into the annual investment
report.
See Figure 2 for a detailed flow -chart of the roles and responsibilities and how ONE Investment manages
all the coordination work required under the PI regime.
Municipal Staff
As noted in the previous section, ONE Investment provides all the support functions for ONE JIB. The
municipal staff's role in ONE's turnkey PI solution is to work with ONE Investment staff to provide council
and ONE JIB with the information they require to make key decisions. Staff will also be required to report
on investments to council.
Role
Responsibility
• Ensure Council and ONE JIB have the
0 Work with Council to complete the
information they need to perform their
Municipal Client Questionnaire
roles under the PI regime.
0 Work with ONE Investment to develop a
draft IPS
• Work with Council to modify the draft IPS
so that Council can formally approve the
IPS.
• Work with ONE Investment on the draft
Investment Plan to ensure that it is
aligned with the IPS.
• Reporting on investments to council
0 Provide treasurer's opinion for ONE JIB's
annual report
• Notify Council a soon as it learns of any
investments or investment issues that, in
the treasurer's opinion, fail to comply with
the IPS.
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Role Responsibility
Ensure Council and the ONE JIB hove the information they need to perform their roles under PI.
The responsibilities entailed in this role include providing the information council requires to make
decisions regarding its IPS and using its knowledge of the IPS and council's objectives to help develop
the initial draft of the Investment Plan.
This will entail working with council and ONE Investment to complete the Municipal Client Questionnaire
annually. Once the questionnaire is complete, staff will work with ONE Investment on the development
(or revision) of a draft IPS. Once the draft IPS is reflective of the Municipal Client Questionnaire,
municipal staff will work with council to make any refinements necessary for council to approve the
adoption of its IPS.
Once the IPS is adopted and shared with ONE Investment and ONE JIB, municipal staff will work with
ONE Investment to develop a draft Investment Plan. As outlined in the previous section, ONE Investment
will carry out the majority of the activities in drafting the Investment Plan for ONE JIB, but municipal staff
will provide support where necessary to ensure interpretive alignment with the municipality's IPS. ONE
JIB will have ultimate responsibility for approval of municipal Investment Plan.
Reporting on investments to council
Additionally, municipal staff will play an ongoing role in reporting on investments to council. Outside of
any council direction to report on investments, the treasurer has a legislative role in reporting on
investments. In particular, the treasurer is required to provide an opinion for the annual investment report.
This opinion will include a statement on whether the investments are consistent with the municipality's
IPS and Investment Plan. This is similar to the treasurer's opinion required under the current legal list
regime.
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11
Figure 1:Typical Roles and Responsibility of ONE's Turnkey PI Solution*
Client
Questionnaire
Draft Investme
Policy
Investment <
Policy
Statement (IPS)
Legend
= Process
= Document
= Reporting
<>
= Advice !
Support
Reporting to �eporting to
0 E JIB on Municipalities
Client Holdings on Breaches
*Division of responsibilities between council and staff may vary by municipality
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Responsibilities
0 = Council
0 = Municipal Staff
* = ONE JIB
= ONE Investment
12
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Benefits and Risks of a Founding Municipality
The PI standard for municipalities in Ontario is, other than in the case of the City of Toronto, untested.
The legislation for establishing an IB or JIB to take advantage of PI is complex and requires a lot of
upfront work with only the City of Toronto to learn from. Once a municipality puts in the effort to clear
these obstacles (with ONE Investment's guidance and assistance), and passes a by-law opting into the PI
regime, the municipality can take advantage of a much wider array of investments for the money that it
does not require immediately, but the municipality also does not have the option to revoke the by-law to
revert to the Legal List legislation in respect of such money. The Lieutenant Governor in Council does
have the power to make a regulation to have the PI regime no longer apply to a municipality.
ONE Investment firmly believes that all of Ontario's municipalities making investments will eventually opt
into the PI regime. Those who lead the sector and opt in early are demonstrating their commitment to
leading the sector by working to establish a governance structure that all other municipalities could use to
maximize their risk -adjusted returns in the future.
Benefits of Founding Municipality Status
To reward Founding Municipalities for being first movers and taking a leadership role in the sector, ONE
Investment is offering a few incentives.
Fees reduction
The first incentive involves a reduction in basis points in the fee charged by ONE Investment. The
reduction of 2 basis points in the fee charged by ONE Investment on all prudent investor offerings for a
period of at least 10 years.
ONE JIB Representation
Additionally, the two municipal treasurer representatives on ONE JIB will be selected from the Founding
Municipalities; Founding Municipality treasurers will serve rotating two-year terms so each Founding
Municipality will eventually have its treasurer as a member of ONE JIB.
This role is particularly important in the formative years of ONE JIB and Founding Municipalities can
shape how ONE JIB operates for years to come. Treasurers who sit on ONE JIB will also be eligible to sit
on any of ONE JIB's committees.
Table 2: Potential ONE JIB Committees
Committee Purnnnp
Nomination Advises on the membership & structure of ONE JIB, recommended IPS
template, Investment Plan, among other things.
Client service Advises on media and content for reporting, newsletters, seminars,
education, complaints process, service standards, and relationship
practices
New Products Advises on investment strategies, features of current offerings and
preferred new offerings.
Audit and Risk Oversees strategies for monitoring financial management and reporting,
risk management strategies, IT systems, internal controls, etc.
Risks of Founding Municipality Status
As noted previously, one of the most important considerations for municipalities conducting their due
diligence on adopting the PI regime is the limitation around revoking the Prudent Investor Enabling
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13
By-law. Once a municipality adopts the PI regime, it cannot go back to the LL for the investment of its
money that is not required immediately without a special regulation. This, however, applies to all
municipalities adopting the PI regime. There are specific risks worth considering that would only apply to
those who partner to establish ONE JIB. Table 3 below identifies many of these risks; ONE Investment
has carefully considered each of these risks and, where there are no mitigating factors already built into
the legislation, has developed plans to deal with these situations should they arise.
Table 3: Risks to becoming a founding municipality and mitigating factors
-—Mitigating Factor
A Founding Municipality leaves Not an issue if remaining Founding Municipalities'
investments remain >$100M; otherwise, new JIB
must be struck
Founding Municipalities holdings fall below
$100M
Disagreement among Founding Municipalities
Political change of heart
Not an issue unless they fall because a Founding
Municipality leaves
Dispute resolution process is included in the
ONE JIB Agreement
ONE Investment expects to invest substantially in
municipal staff, Council education to manage this
risk. Council provides direction to the ONE JIB via
the IPS which can adapted to reflect updated risk
tolerance
Change in council policy regarding long-term I Council education is the first step, ONE will
reserves
Desire to exit ONE JIB
ONE Investment business or its PI offerings
fail
Poor market: many members exit at once
while returns are weak
Cost escalation
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support municipal staff in communicating the
trade-offs and impacts to the IPS.
Any municipality leaving must have another IB/JIB
to move to or must receive a provincial regulation
allowing them to return to the Legal List, as per
the Act and the Regulation
ONE would work to settle clients with a new
provider.
Legislative governance was designed to minimize
this risk by placing the control and management of
the funds with an IB or JIB
ONE Investment is a non-profit corporation
founded by LAS (a corporation of AMO) and
CHUMS (a subsidiary of MFOA). ONE Investment
is committed to adjusting its fees on a regular
basis and adjusting them to ensure fee revenues
are closely aligned to budgeted projections
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14
Appendix A - Investment Advisory Committee Biographies
The ONE JIB will be comprised of the six members of ONE's current Investment Advisory Committee
(IAC) plus one additional member, as well as two Treasurers from ONE JIB's founding member
municipalities. The IAC has been working with ONE since November 2016 to support the Legal List
offering and to prepare for Prudent Investing. In summary:
• This group of five institutional investment experts has developed an understanding of
municipal finance through coaching by ONE staff and by its expert municipal finance
member, Bill Hughes.
• In total, they have 155 years of investment and municipal finance experience, an average of
26 years per member.
• Except for Bill Hughes, they are all Chartered Financial Analyst (CFA) charterholders with
distinguished careers either directly managing institutional investments or consulting to
institutions on their investments.
• Bill Hughes is a recognized expert on municipal finance who teaches the subject at University
of Toronto's Munk School of Global Affairs.
The IAC has worked with ONE to define an appropriate investment offering for all of Ontario's
municipalities with effective implementation. To date, their work has included the following:
• Regular review of current ONE offerings;
• Confirmation of desired investment outcomes that meet municipal needs and for which
prudent solutions should be designed;
• Advice on the appropriate asset classes to generate those solutions and the asset allocations
for the solutions;
• Advice on the managers to fill those mandates;
• Review of the documentation required to fulfill prudent investor offerings, including the Client
Questionnaire, template Investment Policy Statement and Investment Plan.
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James C.L. Clark (CPA, CA, CFA) is the President of Dunhelm Consulting
and has more than 25 years of broad pension experience in pension fund
management, investment consulting, marketing, sales and client service. A
former manager of a $1 billion pension plan with the Bank of Montreal, he
currently provides investment and communication consulting services to
institutional investors and investment managers. Mr. Clark also serves on
the University of Ottawa's Treasury Committee and on several other boards
and committees dealing with investment and portfolio management issues.
He has lectured for York University's MBA program and contributed to
numerous pension industry publications.
Jennifer Dowty (CFA) is an equities analyst and business reporter at The
Globe and Mail. She has approximately 18 years of experience working in
the financial industry, of which nearly 14 years was at Manulife Asset
Management. While at Manulife, Jennifer was a portfolio manager
overseeing Canadian and global equity mutual funds, institutional funds,
and pension plans.
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15
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James G. Giles (CPA, CFA) retired from his role as Chief Investment
Officer of Foresters Financial (Foresters), where he directly oversaw over
$6 billion of investment assets, including international insurance and
Canadian pension funds. James broadened the asset exposure of
Foresters and hired external managers, where necessary. Prior to that, he
managed real estate income trusts and preferred shares, as well as
investment accounting. With over 25 years in the financial sector, he has
lectured students seeking the Chartered Financial Analyst designation and
the then Society of Management Accountants. He has been quoted in the
media on investment matters and represented Foresters on industry
groups such as the Pension Investment Association of Canada
Bill Hughes (MBA, MES) is a Senior Fellow at the Institute on Municipal
Finance and Governance at the University of Toronto. Bill has over 35
years' experience in finance and public policy in both the provincial and
municipal governments. Before joining the Institute, Bill was the
Commissioner of Finance and Treasurer for the Regional Municipality of
York. He has held senior positions in the Ontario government, mainly at
the Ministries of Finance and Infrastructure, where he was the Assistant
Deputy Minister of Infrastructure Policy and Planning. Bill was a member
of the board of directors of the Move Ontario Trust until its wind-up in 2017.
He is a lecturer at the University of Toronto's Munk School of Global Affairs
and Public Policy, where he co -teaches a course on policy development.
Christine Tessier (CFA) is Vice -President, Investments and Treasury at
CAA Club Group, where she is responsible for oversight and management
of the company's nearly $1 B in pension, corporate and insurance assets.
Christine brings over 16 years' investment experience, with a specific focus
in product development and design, investment consulting and strategic
planning. She has experience in retail and institutional markets and has
developed or researched products across the asset class spectrum,
spanning straightforward and complex solutions. Christine has a Bachelor
of Commerce degree from Laurentian University.
Geri James (CFA) has over 25 years' experience designing, implementing
and monitoring investment strategies for pension plans, non -profits,
sovereign wealth funds, governments and other institutional investors. As
well, she has designed and launched investment vehicles such as pooled
funds, mutual funds and exchange traded funds. Geri spent nine years as
an investment consultant with AON Hewitt followed by 17 years in various
roles, including Head of Business Development, Head of Product and Chief
Operating Officer, for BlackRock Asset Management Canada Limited. She
was an ongoing guest lecturer on investments at Humber College. In
addition to her work with The One Investment Advisory Committee, Geri is
currently a Director of the Board of the Police Credit Union, Board Chair of
the Wilderness Canoe Association and a founding member of Sparrow, a
refugee sponsorship and resettlement program.
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16
As the ONE JIB is a municipal board, ONE Investment will also retain the secretarial services normally
provided by a Municipal Clerk to the ONE JIB.
Denis Kelly received a Bachelor of Laws from Queen's University and was
called to the Bar in 1981. He was a Solicitor in the City of North York Legal
Department from 1981 to 1987. Denis then served in municipal Clerk's
Offices in various capacities -- as Deputy City Clerk (1987 to 1991) and
Y
City Clerk (1991 to 1997) for the City of North York, Clerk -Administrator for
ff
the Town of East Gwillimbury (1998 to 1999) and Regional Clerk for the
Regional Municipality of York (1999 to 2017). Over his long career in the
municipal sector, Denis' portfolio included providing legal services and
leading the Council and Committee, Access and Privacy and Information
Management programs for three municipalities. Denis also acted as the
Corporate Secretary for the Greater Toronto Services Board between 1999
and 2001. Denis lives in Thornhill, Ontario, with his family.
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Appendix B - STEPS TO ESTABLISH ONE JOINT INVESTMENT BOARD
(ONE JIB)
1. ONE Staff will work with municipal staff of each founding municipality ("Founding Municipality") to
assist in drafting a report to Council for initial direction and authority to establish ONE JIB in
conjunction with ONE Investment and to opt into the prudent investor regime on or after January
1, 2019 by passing a by-law under subsection 418.1(2) of the Municipal Act, 2001 (the "Act').
Council: (after the Founding Municipalities authorize staff in conjunction with ONE Investment to
inaugural meeting of develop an agreement to establish ONE JIB, together with all related matters such
council in December, as Codes, policies and appointments and to adopt the prudent investor regime on
2018)
or after January 1, 2019.
2. ONE Staff will develop an Initial Formation Agreement and a ONE JIB Agreement.
3. The Initial Formation Agreement will establish ONE JIB as a joint municipal service board,
authorize investment through ONE JIB of the money and investments that the Founding
Municipalities do not require immediately (the "Investible Funds") and provide for those matters
necessary or desirable to facilitate the establishment and operation of ONE JIB.
4. The ONE JIB Agreement will set out the basis on which the Founding Municipalities and other
municipalities that wish to participate by investing their Investible Funds through ONE JIB will be
able to do so.
5. ONE Staff will develop job descriptions for the members of ONE JIB, interview and recommend
the appointment of members and arrange for indemnity/insurance for the members of ONE JIB.
6. ONE Staff will develop a Code of Conduct and Conflict of Interest Policy as well as recommend
an integrity commissioner (interim).
7. ONE Staff will develop a Know Your Client Framework which will be called a Municipal Client
Questionnaire.
8. In light of existing municipal Statements of Investment Policies and Goals, ONE Staff will develop
one or more investment policy statement "IPS" templates which reflect a range of possible
investment objectives and strategies.
9. ONE Staff will formulate a monitoring system to provide assurance that investments comply with
each IPS and investment plan.
10. ONE Staff will establish the mechanism for regular reviews of the IPS to assist participating
municipalities in their efforts to update or amend their IPSs.
11. ONE Staff will develop guidelines to help the Founding Municipalities review and organize
investments in anticipation of a transfer of their Investible Funds on or after January 1, 2019.
12. As they develop draft materials ONE Staff will periodically meet with municipal staff to review and
obtain input on these policies and documents.
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13. Each Founding Municipality will complete and provide ONE Staff with its Municipal Client
Questionnaire.
14. After ONE Staff has completed the various drafts and templates, and each Founding Municipality
has provided the required Municipal Client Questionnaire, each Founding Municipality will work
with municipal staff as they prepare reports to Council setting out their recommendations, a draft
IPS, a draft investment plan that complies with the draft IPS and the related authorizing by-law
(Authorizing By-law).
Council: Enact an Authorizing By-law that authorizes: the execution of the Initial
(before or after Formation Agreement; the establishment of ONE JIB pursuant to that
January 1, 2019) agreement; the completion of a Municipal Client Questionnaire; the approval
of the IPS; the approval of a draft investment plan; and the execution of the
ONE JIB Agreement, which will have a future effective date. Also authorize,
approve or adopt, all the necessary Codes, Policies, and appointments set
out above.
Each Founding Municipality must certify as at the day ONE JIB is established
that it meets the criteria in s. 15(2) of the regulation (O. Reg. 438/97, Part II).
15. ONE JIB will hold its initial meeting at which it will approve and execute the ONE JIB Agreement
following which the ONE JIB Agreement will be executed by each of the Founding Municipalities.
16. ONE Staff will consult with ONE JIB about potential updates to each IPS, each investment plan
and other documents.
17. ONE Staff will assist municipal staff as they prepare reports recommending the adoption of the
prudent investor regime pursuant to a Prudent Investor Enabling By-law, required updates to the
IPS and related policies and decisions and they prepare the required by-law pursuant to which
each Founding Municipality will opt into the prudent investor regime.
Council: (on or after Formally opt into the prudent investor regime by enacting a Prudent Investor
January 2019 and Enabling By-law (under subsection 418.1(2) of the Act) with a future effective
after the ONE JIB date. Approve any modifications to the IPS or other documents.
Agreement has been
entered into by each
Founding Municipality
and ONE JIB)
18. Founding Municipalities will transfer Investible Funds to ONE JIB for investment.
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Proposal for a Municipality of Clarington representative
at the Newcastle of the World conference 2020
"Smart cities, Innovation for the benefit of the population"
For the attention of Mayor Foster and Council
I am sure many of you remember the successful and enjoyable Newcastles of the World (NOTW) 2016
Conference held here in Newcastle Ontario. It introduced our Newcastle and Clarington to the rest of
the world. Many of you will have met Mayors, Councillors, Municipal staff, business representatives and
educators during the conference from various Alliance countries. Hosting this conference has netted
follow up visits and great interest in exchanges and internships internationally. In 2018 the NOTW
conference was held in Shinshiro Japan, October 3-9. A delegation from Newcastle Ontario attended,
which consisted of Newcastle ON committee members along with Jennifer Stycuk as the representative
from the Municipality of Clarington. It was a very informative and successful event focusing on the
future of the Alliance. Many established contacts were strengthened and new ones made. There are
various initiatives and opportunities that our community can benefit from the Alliance connection, here
are a few :-
• It's important to note that if anyone from our area is travelling to any of the Alliance countries
and are close to the Newcastle of that country, there will be a special welcome for them there,
and in some areas there is a Passport to give an exclusive and unique experience while visiting.
• During the business section of the 2018 conference each Newcastle was asked to share 5
internationally market ready companies to be promoted to the other Alliance members. Upon
our return Willie Woo worked with Sheila Hall from CBOT to create a list which was sent to the
NOTW secretariat.
• There are international tourism opportunities, such as creating a passport for Alliance members
when they visit our area and assist with promoting our businesses. The committee is working
with Kemp Travel and other local companies to create a tour package of our area and beyond
for any Alliance visitors.
• There is an opportunity to have a cultural event visit from Neuchatel Switzerland. The details are
still being worked on but we are hopeful to make this happen in 2020. After travelling and
meeting people throughout the world (Europe, Russia, Japan, Senegal, Sweden, Canada, USA,
Thailand, India, Mexico and other countries). Blueman celebrates this year its 20th anniversary
this year. Here is Blueman's website(www.theblueman.com<http://www.theblueman.com ) to
learn more about Blueman and its project. The project is to show that people can meet and
interact even if there are not the same (different shape, different colour) and without speaking.
It will be interesting for him to meet our Canadian guys and girls.
• Neuchatel is delighted to invite artists from across the Newcastle Alliance to busk in next year's
(2020) annual Buskers Festival, this will take place from 11 August to 15 August 2020. A
representative from Newcastle Ontario has already sent an application and we are waiting for
the announcement.
• Just announced the first week of September is the launch of the Newcastles of the World online
platform #education -exchange. Following keen interest shown and agreement at the
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201h anniversary conference in Shinshiro, the Secretariat and Shinshiro have collaborated to
create an online platform to facilitate communication and co-operation; leading to exchanges of
teachers, students and/or pupils (Shinshiro, Communique 2018).
• Before going to Japan for the 2018 NOTW conference, members of Newcastle Ontario
committee were invited to meet with Consul General Ito, Consulate -General of Japan in
Toronto. We are proud to be able to invite Consul General Ito to Clarington and Newcastle
Ontario, September 23rd 2019.
The 2020 conference which will take place in Neuchatel Switzerland in April (please see attached
details). The main theme of the conference will be "Smart Cities, Innovation for the benefit of the
population". Many of the NOTW Newcastle Ontario committee members have already committed to
representing Newcastle Ontario in Switzerland, providing a delegation with a diverse and knowledgeable
group with varied basic subject understanding in Education, Hospitality and Tourism, local community
and business. After discussion in our July 2019 committee meeting, it was decided that the group would
be strengthened by representation from the Municipality of Clarington and would like to invite Mayor
Adrian Foster, Clarington Municipal Council and staff who would be interested to be part of the
Newcastle, Ontario delegation, to enhance the group's diversity and bring much needed Municipal
insight. I hope that you will see the advantages of continuing to work with the Alliance and being part of
the 2020 conference, and the benefit of the contact, interaction, support and knowledge that comes
from working with all the various Newcastles around the world.
I look forward to your decision.
Christine McSorley MBA
Chairperson
Newcastles of the World Newcastle Ontario.
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C1a1!W9t0J7 Memo
If this information is required in an alternate format, please contact the Accessibility
Co-ordinator at 905-623-3379 ext. 2131
To: Mayor Foster and Members of Council
Andy Allison, CAO
From: George Acorn, Acting Director of Community Services
Date: October 11, 2019
Subject: General Government Committee Meeting October 15, 2019 — Unfinished
Business Item #21.2, Newcastles of the World Conference 2020
File:
As Council will be considering the request for representatives from the Municipality to
attend the August 11-15, 2020 event in Neuchatel, Switzerland, I am providing
information regarding the attendance at last year's conference by a staff member in
Community Services.
At the General Government Committee meeting on May 7, 2018, Communication Item
9.1, a request from Christine McSorley, Chairperson Newcastles of the World
Newcastle, Ontario for Jen Stycuk to attend the October 2019 conference was
considered. At the meeting of May 22, 2018 Council approved Resolution #GG-228-18:
That Communications Item 9.1, regarding a request from Christine McSorley,
Chairperson of Newcastles of the World to send staff member Jen Stycuk to the next
Newcastles of the World Event be received;
That staff be authorized to send Jen Stycuk as the Municipal Representative to the
Newcastles of the World Conference in Shinshiro, Japan from October 3-9, 2018;
That Jen Stycuk not be required to use personal vacation as she will be representing on
behalf of the Municipality of Clarington;
That funds for this initiative be drawn from Municipal Account #100-X-X-X-X-2917, and
That the upset limit for expenses related to Ms. Stycuk travelling to Shinshiro, Japan be
$2, 500.
This amount covered the costs of the flight, one night accommodation and the cost of
an international cell phone plan. The cost of the conference was covered by the
Committee as Jen is also a member.
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The Corporation of the Municipality of Clarington
40 Temperance Street, Bowmanville ON L1 C 3A6 1 905-623-3379
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ClalVgtOR Memo
The estimated costs for the 2020 Conference are:
Conference fee: $1650 CDN (approx. based on current exchange rate)
Flight: $1200 CDN + taxes (approx.)
It is our understanding the NOTW Committee would again cover the conference costs if
Jen Stycuk were to go to Switzerland, leaving the cost of the flight and other incidentals
not covered. Should the Municipality wish to send a representative(s) other than Jen,
we would be responsible for the total cost of the conference.
I trust this information will be of assistance to you as you consider this item on October
15.
Regards,
George Acorn
Acting Director of Community Services
cc: Department Heads
Lee -Ann Reck, Client Services Manager
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The Corporation of the Municipality of Clarington
40 Temperance Street, Bowmanville ON L1 C 3A6 1 905-623-3379
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