HomeMy WebLinkAbout11/04/2019Clar*wn
General Government Committee
Revised Agenda
Date: November 4, 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.
Alternate Format: If this information is required in an alternate format, please contact the
Accessibility Coordinator, at 905-623-3379 ext. 2131.
Audio Record: The Municipality of Clarington makes an audio record of General Government
Committee meetings. If you make a delegation or presentation at a General Government
Committee meeting, the Municipality will be audio recording you and will make the recording public
by publishing the recording on the Municipality's website.
Noon Recess: Please be advised that, as per the Municipality of Clarington's Procedural By-law,
this meeting will recess at 12.00 noon, for a one hour lunch break, unless otherwise determined by
the Committee.
Cell Phones: Please ensure all cell phones, mobile and other electronic devices are turned off or
placed on non -audible mode during the meeting.
Copies of Reports are available at www.clarington.net/archive
*Late Item added after the Agenda was published.
General Government Committee
November 4, 2019
Pages
1. Call to Order
2. Land Acknowledgement Statement
3. 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.
4. Adopt the Agenda
5. Declaration of Interest
6. Announcements
7. Adoption of Minutes of Previous Meeting
7.1 Minutes of a Regular Meeting of October 15, 2019 6
8. Delegations
8.1 Marian Timmerans, Regarding Durham Hospice - Clarington
8.2 Sandra MacDonald, Regarding Confidential Report CLD-023-19 Taxicab
Drivers Licence Application Appeal
*8.3 CLD-023-19 Taxicab Drivers Licence Application - Appeal [Distributed
Under Separate Cover]
*8.4 Judy Hanson, Autism Home Base Durham, Regarding Report COD-025-
19 Lease of Office Space on the Second Floor of 132 Church Street,
Bowmanville to the Autism Home Base Durham
*8.5 COD-025-19 Lease of Office Space on the Second Floor of 132 Church 22
Street, Bowmanville to the Autism Home Base Durham
*8.6 Kim Wright, on behalf of Uber Canada, Regarding Report CLD-022-19
Vehicle for Hire By-law
Page 2
a
10
General Government Committee
November 4, 2019
Communications — Receive for Information
9.1 Minutes of the Newcastle Business Improvement Area dated October 10, 37
2019
9.2 Raylene Martell, Director of Legislative Services/Municipal Clerk, 40
Municipality of Grey Highlands, Regarding Conservation Authority
support
9.3 Jordan Lee, MTO Planner, Regarding MTO Municipal Noise Bylaw 42
Exemption - Notice of Night Work
9.4 Alexander Harras, Manager of Legislative Services/Deputy Clerk, Town 44
of Ajax, Regarding Climate Emergency Declaration
9.5 Ralph Walton, Regional Clerk/Director of Legislative Services, Region of 46
Durham, Regarding Opioid Overdose Emergency
9.6 Ralph Walton, Regional Clerk/Director of Legislative Services, Region of 97
Durham, Regarding Project Update and Adoption of Terms of Reference:
Durham Region Community Safety and Well -Being Plan (CSWP)
9.7
Lindsey Veltkamp, Deputy Clerk, Town of Prescott, Regarding Provincial
99
Consultation on the Transformation of Building Services in Ontario
9.8
Stephanie Allman, Regulatory Coordinator — Regulatory Affairs, Enbridge
101
Gas Inc., Regarding 2020 Rate Application - Notice of Hearing
*9.9
Sue Foxton, Mayor, Township of North Dumfries, Regarding Response to
111
Proposed Amendments to the Aggregate Resources Act
*9.10
Donna Metcalf -Woo, Regarding Local Health Care Services
121
*9.11
Minutes of the Orono Business Improvement Area dated September 12,
122
2019
Communications — Direction
10.1 Mayor Alan Soever, Town of The Blue Mountains, Regarding Integrity 124
Commissioner Matters
(Motion to Endorse)
10.2 Jennifer Astrologo, Director of Corporate Services/Clerk, Town of 125
Kingsville, Regarding Local Health Care Services
Page 3
General Government Committee
November 4, 2019
(Motion for Direction)
*10.3 Memo from Trevor Pinn, Treasurer, Regarding a Request to Release 127
Funds from the Orono Business Improvement Authority
(Motion for Direction)
*10.4 Lisa and Elton Maynard, Regarding Updating the Parking By-law 128
11. Presentations
No Presentations
12. Engineering Services Department Reports
No Reports for this section of the Agenda.
13. Operations Department Reports
13.1 OPD-007-19 132 Church Street, Bowmanville 130
14. Emergency and Fire Services Department Reports
No Reports for this section of the Agenda.
15. Community Services Department Reports
No Reports for this section of the Agenda.
16. Municipal Clerk's Department Reports
16.1 CLD-022-19 Vehicle for Hire By-law 133
17. Corporate Services Department Reports
17.1 COD-023-19 Miscellaneous Catch Basin and Maintenance Hole Repairs 161
17.2 COD-024-19 Bowmanville Tennis Club — Lease Renewal 171
17.3 COD-025-19 Lease of Office Space on the Second Floor of 132 Church 176
Street, Bowmanville to the Autism Home Base Durham
18. Finance Department Reports
No Reports for this section of the Agenda.
19. Solicitor's Department Reports
Page 4
General Government Committee
November 4, 2019
No Reports for this section of the Agenda.
20. CAO Office Reports
20.1 CAO-011-19 Clarington Climate Action Planning 191
21. New Business — Consideration
22. Unfinished Business
22.1 Staffing [Referred from the October 15, 2019 General Government 208
Committee Meeting]
23. Confidential Reports
23.1 CLD-023-19 Taxicab Drivers Licence Application - Appeal [Distributed
Under Separate Cover]
24. Adjournment
Page 5
Clarington
If this information is required in an alternate format, please contact the
Accessibility Co-ordinator at 905-623-3379 ext. 2131
General Government Committee
Minutes
Date: October 15, 2019
Time: 9:30 AM
Location: Council Chambers, 2nd Floor
Municipal Administrative Centre
40 Temperance Street
Bowmanville, Ontario
Present Were: Mayor A. Foster, Councillor G. Anderson, Councillor R. Hooper,
Councillor J. Jones, Councillor J. Neal, Councillor M. Zwart
Regrets: Councillor C. Traill
Staff Present: A. Allison, G. Acorn (left at 2:08 PM), F. Horvath (left at 12:08
PM), R. Maciver, M. Marano, T. Pinn (left at 2:08 PM),
G. Weir (left at 2:08 PM), A. Greentree, J. Gallagher, S. Gray,
C. Peters (arrived at 1:10 PM and left at 2:08 PM), F. Langmaid
(arrived at 2:08 PM)
1. Call to Order
Mayor Foster called the meeting to order at 9:30 AM.
2. New Business — Introduction
Councillor Neal asked that a new business item, regarding Staffing, be added to
the New Business — Consideration section of the agenda.
Councillor Neal asked that a new business item, regarding Tooley's Mill, be
added to the New Business — Consideration section of the agenda.
Councillor Neal asked that a new business item, regarding Camp 30, be added to
the New Business — Consideration section of the agenda.
Recess
Resolution # GG-449-49
Moved by Councillor Hooper
Seconded by Councillor Neal
That the Committee recess for 2 minutes.
Carried
1
Page 6
October 15, 2019 General Government Committee Minutes
The meeting reconvened at 9:32 AM with Mayor Foster in the Chair.
3. Adopt the Agenda
Resolution # GG-450-19
Moved by Councillor Hooper
Seconded by Councillor Anderson
That the Agenda for the General Government Committee meeting of October 15,
2019 be adopted with the addition of the new business items regarding:
• Staffing
• Tooley's Mill
• Camp 30
Carried
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
Members of Committee announced upcoming community events and matters of
community interest.
6. Adoption of Minutes of Previous Meeting
6.1 Minutes of a Regular Meeting of the General Government Committee
meeting dated September 23, 2019
Resolution # GG-451-19
Moved by Councillor Anderson
Seconded by Councillor Jones
That the minutes of the regular meeting of the General Government Committee
meeting held on September 23, 2019, be approved.
Carried
7. Delegations
7.1 Christopher Norris, Manager of Customer Service Experience, and Bill
Holmes, Acting General Manager, Durham Region Transit Commission,
Regarding Rural Service Review
Bill Holmes, Acting General Manager and Christopher Norris, Manager of
Customer Service Experience, Durham Region Transit Commission, were
present regarding Rural Service Review. They made a verbal presentation to
accompany an electronic presentation. Mr. Norris explained that the Durham
Oil
Page 7
October 15, 2019 General Government Committee Minutes
Region Transit Commission is conducting a comprehensive review of all transit
services in Durham's rural areas. Mr. Norris mentioned that new and advanced
technology provides for opportunity to improve service and experience for
customers. He outlined the three objectives of the rural service review and the
service delivery models used by peer jurisdictions to deliver transit services in
rural areas. Mr. Norris provided a background on the rural service review and
how they are going to apply the service models. He highlighted that they have
engaged the public through an online survey's, postcard distribution, and focus
groups. He highlighted the main topics discussed from the public outreach and
the results. Mr. Norris provided the Committee with next steps and that the first
phase of the transition to the new service model will be a part of the 2020 budget
They answered questions from the Committee.
Resolution # GG-452-19
Moved by Councillor Anderson
Seconded by Councillor Zwart
That the Delegation of Christopher Norris, Manager of Customer Service
Experience, Durham Region Transit Commission, regarding Rural Service
Review, be received with thanks.
Carried
8. Communications — Receive for Information
Resolution # GG-453-19
Moved by Councillor Anderson
Seconded by Councillor Hooper
That Communication Items 8.1 to 8.5, be received for information with the
exception of Item 8.1.
Carried
8.2 Minutes of the Ganaraska Region Conservation Authority, from
the September 19, 2019 meeting
8.3 Ralph Walton, Regional Clerk/Director of Legislative Services,
Durham Region, Regarding Red -Light Camera Program
Implementation Report 2019-W-65
8.4 Ralph Walton, Regional Clerk/Director of Legislative Services,
Durham Region, Regarding Automated Speed Enforcement Program
Implementation Report 2019-W-66
8.5 Ministry of Transportation regarding Amendments to Ontario
Regulation 619 - Speed Limits, under the Highway Traffic Act for
Highway 407 and Highway 418 in Clarington
3
Page 8
October 15, 2019 General Government Committee Minutes
8.1 Minutes of the Bowmanville Business Improvement Area, from the June 11,
2019 meeting
Resolution # GG-454-19
Moved by Councillor Hooper
Seconded by Councillor Anderson
That Communication Item 8.1, be received for information.
Carried as Amended
Resolution # GG-455-19
Moved by Councillor Neal
Seconded by Councillor Jones
That the foregoing Resolution #GG-454-19 be amended by adding the following
at the end:
That the Committee request a copy of the Bowmanville BIA
Correspondence Item 4 (i) from Victoria Sautner from their meeting of
June 11, 2019.
Carried
The foregoing Resolution #GG-454-19 was then put to a vote and carried as
amended.
9. Communications — Direction
9.1 Edgar Lucas, Chair, Bowmanville BIA, Regarding Bagging Street Parking
Meters during the Month of December
Councillor Hooper declared an indirect interest on Communication Item 9.1,
Edgar Lucas, Chair, Bowmanville BIA, regarding Bagging Street Parking Meters
during the Month of December. Councillor Hooper left the room and refrained
from discussion and voting on this matter.
Resolution # GG-456-19
Moved by Councillor Neal
Seconded by Councillor Jones
That Communication Item 9.1, be referred to the consideration of Report
CLD-021-19, Bowmanville BIA Requests Regarding Parking Meters.
Carried
Councillor Hooper returned to the meeting.
10. Presentations
No Presentations
11. Engineering Services Department Reports
4
Page 9
October 15, 2019 General Government Committee Minutes
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
Councillor Zwart chaired this portion of the meeting.
13.1 ESD-007-19 Emergency Services Activity Report — Q2 2019
Resolution # GG-457-19
Moved by Councillor Hooper
Seconded by Mayor Foster
That Report ESD-007-19 be received for information.
Carried
14. Community Services Department Reports
Mayor Foster chaired this portion of the meeting.
14.1 CSD-009-19 South Bowmanville Recreation Centre
Resolution # GG-458-19
Moved by Councillor Hooper
Seconded by Councillor Zwart
That Report CSD-009-19 be received excluding section 2.4 of Report
CSD-009-19 and sections 3.51, 3.55, 3.59 of Attachment 1 of Report
CSD-009-19;
That Council approve the proposed facility program as presented;
That Council refer the proposed Phase I project budget of $48,005,300 to the
2020 budget deliberations;
That Council authorize staff to complete the application for funding for this project
as prescribed in the Investing in Canada Infrastructure Program; and
That all interested parties listed in Report CSD-009-19 and any delegations be
advised of Council's decision.
Divided, see following motions
5
Page 10
October 15, 2019 General Government Committee Minutes
Resolution # GG-459-19
Moved by Councillor Neal
Seconded by Councillor Zwart
That the foregoing Resolution #GG-458-19 be divided such that section 2.4 of
Report CSD-009-19 and sections 3.51. 3.55 3.59 of Attachment 1 to Report
CSD-009-19 will be considered later.
Carried
Resolution # GG-460-19
Moved by Councillor Neal
Seconded by Councillor Jones
That the Rules of Procedure be suspended to allow Members of Committee to
speak to the foregoing resolution #GG-459-19 for a second time.
Carried
Resolution # GG-461-19
Moved by Councillor Neal
Seconded by Councillor Jones
That the foregoing Resolution #GG-458-19 be amended by adding the following
to the end of paragraph 2:
Delete "Staff Areas and Offices for Community Services Department
Office and Clarington Tourism" from the proposed components of the
"Space Program — Phase One of the South Bowmanville Recreation
Centre" Table 9 of section 4.3.2 of Attachment 1 to Report CSD-009-19.
Motion Withdrawn
Resolution # GG-462-19
Moved by Councillor Neal
Seconded by Councillor Jones
That the Rules of Procedure be suspended to allow Members of Committee to
speak to the foregoing amendment resolution #GG-461-19 for a second time.
Carried
Resolution # GG-463-19
Moved by Councillor Neal
Seconded by Councillor Anderson
That the foregoing Resolution #GG-458-19 be amended by adding the following
at the end of Paragraph 2:
Delete "Staff Areas and Offices for Community Services Department
Office and Clarington Tourism" from the proposed components of the
"Space Program — Phase One of the South Bowmanville Recreation
6
Page 11
October 15, 2019 General Government Committee Minutes
Centre" Table 9 of section 4.3.2 of Attachment 1 to Report CSD-009-19
and replace with a Fitness/Wellness Centre as part of Phase 1.
Motion Lost
Recess
Resolution # GG-464-49
Moved by Councillor Neal
Seconded by Councillor Jones
That the Committee recess for 10 minutes.
Carried
The meeting reconvened at 11:27 AM with Mayor Foster in the Chair.
Resolution # GG-465-19
Moved by Councillor Neal
Seconded by Councillor Anderson
That the foregoing Resolution #GG-458-19 be amended by adding the following
to the end:
That Staff report back to the October 28, 2019 Council meeting on the
cost of adding a wellness/fitness component, amongst other items, in
place of the office space of 5,600 square feet.
Carried
Resolution # GG-466-19
Moved by Councillor Anderson
Seconded by Councillor Hooper
That the Rules of Procedure be suspended to allow Members of Committee to
speak to the foregoing resolution #GG-458-19 for a third time.
Carried
The foregoing Resolution #GG-458-19 was then put to a vote and carried as
amended.
7
Page 12
October 15, 2019 General Government Committee Minutes
Councillor Neal declared an indirect interest on sections 2.4, 3.51, 3.55 and 3.59
of Report CSD-009-19, South Bowmanville Recreation Centre. Councillor Neal
left the room and refrained from discussion and voting on this matter.
Resolution # GG-467-19
Moved by Councillor Jones
Seconded by Councillor Hooper
That the following remaining portions of the Report CSD-009-19 be received:
Section 2.4 of Report CSD-009-19 and sections 3.51, 3.55, 3.59 of
Attachment 1 of Report CSD-009-19.
Carried
Councillor Neal returned to the meeting.
14.2 CSD-010-19 Addendum to CSD-007-19 Land Acknowledgement Statement
Resolution # GG-468-19
Moved by Councillor Hooper
Seconded by Councillor Anderson
That Report CSD-010-19 be received;
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;
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;
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
That all interested parties listed in Report CSD-010-19 and any delegations be
advised of Council's decision.
Carried Later in the Meeting on a recorded vote (5 to 1)
8
Page 13
October 15, 2019 General Government Committee Minutes
Resolution # GG-469-19
Moved by Councillor Neal
Seconded by Councillor Jones
That the foregoing Resolution #GG-468-19 be amended with following changes
to Paragraph 2:
That the words "and its Standing Committees" be deleted after the words
"special meetings of Council".
Motion Lost
The foregoing Resolution #GG-468-19 was then put to a recorded vote and
carried.
Yes (5): Mayor Foster, Councillor Anderson, Councillor Hooper, Councillor Jones, and
Councillor Zwart
No (1): Councillor Neal
Absent (1): Councillor Traill
15. Municipal Clerk's Department Reports
Councillor Jones chaired this portion of the meeting.
15.1 CLD-021-19 Bowmanville BIA Requests Regarding Parking Meters
Councillor Hooper declared an indirect interest on Report CLD-021-19,
Bowmanville BIA Requests Regarding Parking Meters. Councillor Hooper left
the room and refrained from discussion and voting on this matter.
Resolution # GG-470-19
Moved by Mayor Foster
Seconded by Councillor Neal
That Report CLD-021-19 be received;
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;
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
9
Page 14
October 15, 2019 General Government Committee Minutes
in downtown Bowmanville regulated by parking meters as a free parking area
between December 1, 2019 and December 31, 2019;
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;
That Staff report back, prior to November 1, 2020 on the pilot of "free parking in
the month of December, 2019"; and
That all interested parties listed in Report CLD-021-19 and any delegations be
advised of Council's decision.
Carried
Resolution # GG-471-19
Moved by Councillor Neal
Seconded by Councillor Zwart
That the foregoing Resolution #GG-470-19 be amended by deleting Paragraph 2.
Carried later in the meeting, see following motion.
Suspend the Rules
Resolution # GG-472-19
Moved by Mayor Foster
Seconded by Councillor Neal
That the Rules of Procedure be suspended to extend the meeting for an
additional 10 minutes.
Carried
The foregoing Resolution #GG-471-19 was then put to a vote and carried.
The foregoing Resolution #GG-470-19 was then put to a vote and carried as
amended.
Councillor Hooper returned to the meeting.
Resolution # GG-473-19
Moved by Councillor Neal
Seconded by Councillor Anderson
The Committee recessed for their one hour scheduled break as per the
Procedural By-law.
Carried
10
Page 15
October 15, 2019 General Government Committee Minutes
16.
16.1
The meeting reconvened at 1:10 PM with Mayor Foster in the Chair.
Corporate Services Department Reports
Mayor Foster chaired this portion of the meeting.
COD-020-19 CL2019-28 - 2019 Facility Parking Lots
Resolution # GG-474-19
Moved by Councillor Neal
Seconded by Councillor Hooper
That Report COD-020-19 be received;
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;
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
Parking Lot Rehab (2019)
Retaining Wall (2019)
Account Number Amount
110-32-327-83614-7401 $255,043
110-36-330-83438-7401 22,456
That all interested parties listed in Report COD-020-19, and any delegations be
advised of Council's decision.
Carried
16.2 COD-021-19 Fire Mediation Award for Collective Agreement 2018-2022
Resolution # GG-475-19
Moved by Councillor Anderson
Seconded by Councillor Zwart
That Report COD-021-19 be received for information.
Carried
11
Page 16
October 15, 2019 General Government Committee Minutes
16.3 COD-022-19 Supply and Delivery of Winter Sand
Resolution # GG-476-19
Moved by Councillor Hooper
Seconded by Councillor Anderson
That Report COD-022-19 be received;
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;
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
That all interested parties listed in Report COD-022-19 and any delegations be
advised of Council's decision.
Carried
17. Finance Department Reports
17.1 FND-027-19 Audit Committee and Value for Taxpayer Committee
Resolution # GG-477-49
Moved by Councillor Neal
Seconded by Councillor Jones
That Report FND-027-19, be referred to the Committee meeting when the
Organizational Review is considered.
Referred
17.2 FND-028-19 Prudent Investor Standard for Municipal Investments — Update
and Options Analysis
Resolution # GG-478-19
Moved by Councillor Neal
Seconded by Councillor Jones
That Report FND-028-19 be received for information.
Motion Withdrawn
12
Page 17
October 15, 2019 General Government Committee Minutes
Resolution # GG-479-19
Moved by Councillor Neal
Seconded by Councillor Jones
That Report FND-028-19 be received;
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
That all interested parties listed in Report FND-028-19 and any delegations be
advised of Council's decision.
Carried
18. Solicitor's Department Reports
No Reports for this section of the Agenda.
19. Chief Administrative Office Reports
No Reports for this section of the Agenda.
20. New Business — Consideration
Recess
Resolution # GG-480-19
Moved by Councillor Neal
Seconded by Councillor Jones
That the Committee recess for 5 minutes.
Carried
The meeting reconvened at 1:59 AM with Mayor Foster in the Chair.
20.1 Camp 30
New Business Item 20.1, was considered later in the meeting in the Confidential
Reports section of the Agenda.
20.2 Hiring New Staff
Resolution # GG-481-19
Moved by Councillor Neal
Seconded by Councillor Zwart
That any hiring of new staff for vacant positions be filled only by approval of
Council, pending the results of the organizational review.
Referred
13
Page 18
October 15, 2019 General Government Committee Minutes
Resolution # GG-482-19
Moved by Councillor Neal
Seconded by Councillor Zwart
That the matter of hiring new staff be referred to the consideration of Confidential
Item 22.1.
Carried
20.3 Tooley's Mill
Councillor Neal did not introduce the New Business Item regarding Tooley's Mill.
21. Unfinished Business
21.1 COD-013-19 Council Awards During Council Recess [Referred from the
September 9, 2019 General Government Committee meeting]
Resolution # GG-483-19
Moved by Councillor Neal
Seconded by Councillor Hooper
That Report COD-013-19 be received for information.
Carried
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)
Resolution # GG-484-19
Moved by Councillor Neal
Seconded by Councillor Jones
That Unfinished Business Item 21.2, be received for information.
Carried
22. Confidential Reports
22.1 Verbal Update from the Chief Administrative Officer regarding a Personnel
Matter
Closed Session
Resolution # GG-485-19
Moved by Councillor Neal
Seconded by Councillor Jones
That, in accordance with Section 239 (2) of the Municipal Act, 2001, as
amended, the meeting be closed for the purpose of discussing matters that deal
with the following:
14
Page 19
October 15, 2019 General Government Committee Minutes
• personal matters about an identifiable individual, including municipal or local
board employees;
• a proposed or pending acquisition or disposition of land by the municipality or
local board; and
• advice that is subject to solicitor -client privilege, including communications
necessary for that purpose.
Carried
Rise and Report
The meeting resumed in open session at 3:38 PM.
Mayor Foster advised that three items were discussed in "closed" session in
accordance with Section 239(2) of the Municipal Act, 2001 and one resolution
was passed to provide direction to staff.
Resolution # GG-486-19
Moved by Councillor Neal
Seconded by Councillor Zwart
That any hiring of new staff for vacant positions be filled only by approval of
Council, pending the results of the organizational review.
Referred
Mayor Foster left the Chair.
Councillor Neal chaired this portion of the Agenda.
Resolution # GG-487-19
Moved by Mayor Foster
Seconded by Councillor Anderson
That matter of Hiring New Staff, be referred to the next General Government
Committee Meeting dated November 4, 2019.
Carried
Mayor Foster returned to the Chair.
15
Page 20
October 15, 2019 General Government Committee Minutes
23. Adjournment
Resolution # GG-488-19
Moved by Councillor Neal
Seconded by Councillor Zwart
That the meeting adjourn at 3:43 PM.
Carried
Mayor
Deputy Clerk
16
Page 21
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: November 4, 2019 Report Number: COD-025-19
Submitted By: Marie Marano, Director of Corporate Services
Reviewed By: Andrew C. Allison, CAO Resolution#:
File Number: By-law Number:
Report Subject: Lease of office space on the second floor of 132 Church Street,
Bowmanville to the Autism Home Base Durham
Recommendations:
1. That Report COD-025-19 be received;
2. That approval be granted to lease to the Autism Home Base, office space located on
the second floor of 132 Church Street for a period of three years beginning Jan 1,
2020 and expiring December 31, 2022 and that the lease agreement is in a form
acceptable to the Municipal Solicitor;
3. That subject to Council approving recommendation 2, the Purchasing Manager in
consultation with the Director of Operations be given the authority to extend the
lease agreement for up to two additional one year terms to expire on December 31,
2024
4. That the Mayor and Municipal Clerk be authorised to execute the lease agreements
on behalf of the Municipality; and
5. That all interested parties listed in Report COD-025-19 and any delegations be
advised of Council's decision.
Page 22
Municipality of Clarington Page 2
Report COD-025-19
Report Overview
Request approval of a lease of office space on the second floor of 132 Church Street,
Bowmanville to the Autism Home Base Durham for a period of five years expiring December
31, 2024.
1. Background and Comments
1.1 The Autism Home Base Durham (AHB), a non-profit organization was formed in 2012
with a focus on helping adults with autism live active lives by creating opportunities,
discovering new interests, and be engaged in the community. AHB is governed by a
volunteer board of community leaders and professionals and serves 160 members
across Durham region and Peterborough.
1.2 AHB has expressed a desire to lease the unused space on the second floor of the
building for office and program space to more deeply serve families in Clarington by
offering a family drop -in with access to resource lending library; networking events and
peer knowledge exchange; live and virtual information sessions (employment, housing,
estate planning, life skills); family -led visioning and action committees; volunteer
orientation and training events; sensory -sensitive & adapted social and recreational
activities; board, staff and community stakeholder meetings. During the course of
meetings, AHB advised of pending November grant deadlines for funding that could
help them furnish the space and support new program delivery.
1.3 It should be noted that the John Howard Society is presently occupying the lower level
and sections of the first and second floor at 132 Church Street.
1.4 A requirement to rent approximately 3968 sq. ft. on the second follow was requested by
the AHB with a proposed annual rent of $14,481.63 or $1206.80 per month. This
proposed rent of $3.65 per square foot would be comparable with the rent that the
Municipality is charging the John Howard Society. Subsequent yearly increase would be
based on the Consumer Price Index All Items Ontario, as published by Statistics
Canada.
1.5 The estimated base rent per square foot of rentable area is competitive with market
rents in the general location of the building for buildings of comparable age, condition
and size.
Page 23
Municipality of Clarington
Report COD-025-19
Page 3
1.6 Based on discussions with the AHB, a minimum three year lease with the option to
extend for up to two additional one year terms is also being proposed in order for AHB
to maintain continuity and to accommodate the long term needs of the program.
1.7 AHB has been advised of the presence of asbestos containing materials in the building
and even though it is contained and part of our Environmental Management Plan, it is
recommended that remediation of the area be done subject to funding being available
as noted in report OPD-007-19. It is expected that this work could take between 3-4
weeks to complete.
2. Concurrence
This report has been reviewed by the Director of Operations who concurs with the
recommendations.
3. Conclusion
It is respectfully recommended that approve be granted for the Municipality to enter into
a lease agreement with the Autism Home Base for office space and at the price per sq.
ft. noted above.
Staff Contact: David Ferguson, Purchasing Manager, 905-623-3379 ext. 2209, Email:
dferguson@clarington.net
Attachments:
Attachment 1 — Case for support
Attachment 1 — Unity for Autism letter of support
The following interested parties will be notified of Council's decision:
Autism Home Base Durham
Page 24
THE AUTISM HUB
WHERE FAMILIES CONNECT IN CLARINGTON
a
401D&b*lIINl40
_ 'W AN, _-
The development of this autism hub is a critical
step in ourjourney to more deeply serve adults
with autism and their parents/family caregivers
across their lifespans.
Our innovative space will be carefully curated by
our members to create a safe, welcoming and
inspiring environment where relationships
flourish; important conversations about enriched
life plans take place; social skills are practiced;
and shared interests emerge.
The Autism Hub will offer -
a parent/caregiver drop -in with access to our
resource lending library
a drop -in for autism self -advocates (with
communityjob board and meet -ups)
networking events and peer knowledge
exchange
live and virtual information sessions
(employment, housing, estate planning, life
skills)
family -led visioning and action committees
volunteer orientation and training events
sensory -sensitive social and recreational
programming (yoga, music)
board, staff and community stakeholder
meetings
Page 26
What prevents you from seeking or participating in
existing community activities?
Easier to stay at homeK21
56.6
Risk of embarrassment or failure
Time constraints
Travel constraintsValueCost.8
Quality of offering 69.6
Appropriateness o{ choices 78.3
an options
Interest in choices and options 73.9
"As my son reached the age of 21 school supports disappeared.
We met with every private and government agency looking for life
enriching options that could fill even a portion of his day.
We quickly found that his communication and behavioural
challenges removed any chance of post -secondary,
volunteer and employment options. programs that
could fit his needs were full with zero promise
Of future availability.
We knew there must be other families
in our community facing the
same obstacles."
What would make a program or activity most successful
for the adult with autism you support?
Small group
Physically active
Regularly scheduled
repeat activities
Outdoor
Indoor
Structured
Music based
Individualized
0% 20% 40% 60% 80% 100%
In 2012, as their adult children with autism
began to age out of school, a group of
families in Clarington banded together to
build a supportive network where they could
come together to explore common interests
through regularly scheduled sports and
recreation programs.
Autism is a life-long, complex neuro-
behavioural condition that can lead to
debilitating frustration and feelings of social
isolation, not only for these individuals, but
also for their aging family caregivers.
Today, Autism Home Base (AHB) serves 160
members across Durham Region and
Peterborough. Families connect at high -
quality programs that are safe, non -
judgemental, flexible and adaptive to ensure
participant comfort and success.
Created by families to serve other families,
AHB is governed by a board of directors who
volunteer their skills, time and leadership.
"There's something that just works
well when families who have shared
similar experiences get together."
"There are no questions, and no
judgements. It's a safe place for us to
enjoy each other's company."
i
■
Page 28
Our programs and activities are constantly evolving to meet family interests and
preferences. Art, music, sports, wellness, social, leisure programs, as well as community
outings are offered year-round seven days a week.
An annual membership fee of $100 helps cover some of the cost for our program leaders
and facility rentals. There is no other 'per program fee' thanks to support from our
volunteers, funding partners and donors.
There are no personal support staff. Family/caregivers attend and participate alongside,
because they know best when, if, and what kind of support is needed.
The results from a 2017 research study by Trent University measured the
impact of our programs for families (full report is available on our website).
Caregivers report experiencing a non -judgmental and supportive environment,
reduced isolation, development of supportive relationships, and opportunities
to engage in activities with a community.
The adults with autism experienced an enhanced quality of life, enhanced
mental health (e.g., less anxiety) and physical health (e.g., weight loss),
reduced isolation, and the development of supportive relationships.
Ontario Trillium Foundation is "This program has made a huge
funding a second study of our difference in both our lives."
program. Results will be
available August 2020. "We have new friendships, places to
go and we've found new interests."
BOARD OF DIRECTORS
Jessica Vreugdenhil, President
Linda Schrama, Treasurer
Lynne Lyon, Secretary
Terry Batley, Director
Gordon Humphrey, Director
Regional Cllr Joe Neal, Director
Nelly Vanheuvlen Thiele, Director
Todd Willsher, Director
Judith Hanson, CEO, Ex-officio
\/"-doh
Adults with autism and their families lead rich,
active lives in an accepting, supportive
community.
MISSION
To create opportunities where our members are
inspired to discover new interests, engage in the
community, build friendships, and develop
lifelong supports.
CORE VALUES
• We support lifelong relationships of families and
friends
• We are member -driven, for families, by families
• We are committed to inclusion across the
spectrum
• We honour individual rights and preferences
• We are stronger together
Page 31
FINANCIAL READINESS
a
Established operating
reserves
Prudent investments
Financial policies
Notice to reader
Annual operating plan,
budget and targets
linked to Strategic Plan
EXNtw>t MANAGEMENT
We work to minimize expense
through partnerships with
venues and engagement of
volunteers.
AHB employs four part-time staff
and contracts freelance
instructors and consultants to
ensure prudent spending.
200
150
100
50
0
REVENut GENERATION
The member families work to fundraise through
an annual letter campaign to friends and family,
an annual event, community events, bi-weekly
Bingos, and grant writing.
We receive grants and supports from Unity for
Autism, Ontario Trillium Foundation,
Municipality of Clarington, Town of Whitby,
Town of Ajax, City of Oshawa, Newcastle Lion's
Club, Bowmanville Rotary, Ajax and Pickering
Rotaries, Mississauga's of Scugog Island,
Veridian, TD Canada Trust, Ontario Power
Generation, corporate leaders, and private
family foundations — including William Hayball,
and Harry Foster Foundation.
Ktvtowt uivtRSIFICATION
Events
25%
Donations
21%
ORGANIZATIONAL GROWTH
160
Grants/Fdns
39%
Mun Gov't
11%
1 2 52
2015 2017 2019
�# Members Re w j�000) # ofvolunteers
III
AUTISM
HOME
BASE
Letters of Support from Autism Ontario and
Unity for Autism
SAAAC Opens with support from City of Toronto
(Press Clipping)
Page 33
South Asian autism group finds new hope in
vacant Scarborough building
Charity fighting community stigma against autism in children
COMMUNITY FEB 28, 2017 BY MIKE ADLER SCARBOROUGH MIRROR
South Asian Autism
Awareness Centre executive
director Geetha Moorthy
(left), Scarborough Centre
Councillor Glenn De
Baeremaeker and centre
clinic manager Neshanth
Shanmugalingam tour a
vacant building on Feb. 22,
which could soon be the
Scarborough service
organization's new home.
Started in the basement of a Scarborough home eight years ago, the South Asian Autism Awareness
Centre (SAAAC) has grown ever since.
The community's need is that big. Space in the charity's current Ellesmere Road facility isn't.
Now the City of Toronto is helping SAAAC move to a larger
building near Scarborough Town Centre, one that's sat unoccupied
for at least a decade.
"When your parents come into this lobby, they will feel like kings and queens," Glenn De
Baeremaeker, a local councillor, promised SAAAC supporters touring the industrial unit on Feb. 22.
One was Erasiah Kobikrishna, a parent who joined SAAAC when it was a one -woman operation run
by executive director Geetha Moorthy.
Kobikrishna's autistic son Niroshaanth, or Niro, was then nonverbal and very low -functioning. Thanks
to SAAAC, Niro, at age 19, now enjoys dance and music therapy, sports, and one-on-one therapy.
The charity is a gathering place for parents of autistic children. "It's a big relief to talk to each other,"
said Kobikrishna, adding the 150 volunteers excluding parents, who often help out themselves
"are passionate to do this job."
Page 34
"A lot of the (autistic) kids are still hiding. The parents don't bring them out," he added.
One reason for that is stigma attached to autism, which many South Asians blame on a child's
parents or their past actions. "People judge you," said Moorthy, who's determined to educate the
community on autism, and parents on their autistic child's rights.
An accountant and teacher of Indian traditional dances, Moorthy organized dance programs for
children with autism, but never saw South Asian families there, she said.
But a dozen came to her first South Asian dance workshop in Scarborough. She later took children
into her basement, and the park across the street.
By 2010, the group, then operating from the basement of a Hindu temple on Middlefield Road,
could hire therapists part time, and in 2012 SAAAC moved to Ellesmere, where it serves 250
families with free or subsidized programs.
With early intervention, autistic kids show huge progress, but SAAAC has 100 families on a
waiting list, and everything at its current facility "is limited," Moorthy said.
De Baeremaeker, accompanied by another Scarborough councillor,
Neethan Shan, said city staff, with Mayor John Tory's support, have
agreed to fix the vacant building at 705 Progress Ave., spending
$150, 000 on structural issues.
Retrofitting SAAAC's new home will cost more than that, but rent for its
11, 000 square feet will be the same as for its current 5, 000 on
Ellesmere.
Before amalgamation, the former City of Scarborough and its school board bought 10 acres on
Progress east of McCowan Road for a school and park.
De Baeremaeker said the retrofitting money will come from surpluses in rent charged to nearby
city -owned industrial units, many of which will be demolished for the park in 2019.
Toronto city council must still approve the funds in June, but De Baeremaeker is confident they
won't be refused, and that SAAAC can move in by this Christmas.
Page 35
uN,TYA
AUTISM
October 10, 2019
Re: Autism Hub Project - Letter of Support
To Whom it May Concern,
Attachment 2
Unity for Autism was very pleased to hear of Autism Home Base Durham's family hub project and encourage
your support of this important initiative. Most individuals on the autism spectrum require care, supervision or
support through their entire lives; many require a great deal.
Adults with autism are among the most vulnerable to social isolation. Most do not naturally engage in activities
where lifelong relationships are formed. Families and caregivers are struggling to provide for themselves and
to plan for the future of their loved one. The current supports do not come close to meeting the needs of an
estimated 70,000 individuals affected in Ontario, 50,000 of whom are adults (ADDMNS, 2002).
Autism Home Base Durham is a grass -roots charity developed by families and adults living with autism.
We believe their concept of a welcoming, multi -purpose hub space where families can connect, network, share
resources, make plans, find friendships and explore new interests will well serve adults across the autism
spectrum and throughout their lifetimes.
Unity for Autism funds programs across Canada that enhance the development and well-being of individuals
with Autism. We have provided funding to Autism Home Base Durham for three consecutive years. Our Board
appreciates the unique family -inclusive approach that empowers and connects those living with autism. Autism
Home Base Durham has consistently demonstrated the ability to meet and exceed granting metrics. They have
provided timely reporting.
We are pleased to provide this letter and urge you to join those working to make a profound difference for so
many persons touched by autism and the heroes that support them.
In gratitude,
Karen St -Denis
Executive Director
Unity for Autism
1 (514) 799-4000
www.unitvforautism.ca
HONORARY CHAIR— JOHN TORY
SPH2O2 - 112 George Street, Toronto Ontario M5A 2M5p N.e4*-414-7726 charitable registration # 85601 0707 RR0001
Newcastle BIA MINUTES October 10, 2019
www. vi llageof newcastle. ca
Attendance: Marni Lewis, Janeen Calder, Donna Wood, Ken Easby, Lina Schmahl, Theresa
Vanhaverbeke, Jane Black, Adam Jeronimo (CBOT), John Thistle, Valentine Lovekin, Granville
Anderson, Tracey Yates
Regrets: Leslie Ray, Greg Lewis, Ann Harley, Karen Bastas, Helen Vatandoust, Debbie Miller
Attendance taken.
1. Meeting called to order at 9:00 a.m.
2. Approval of September Minutes:
Janeen Calder Seconded by: Jane Black
4. Business Arising from Minutes:
The Firehall report will be available for the November meeting
5. Council Report:
Granville attended the Harvest Festival and thought it was a great event. There is a
college/co-op student working with the Orono BIA. If we had anything for the student
to help with we can contact Justin at the MOC. The MOC does not hang the event
banners on the over street poles.
6. President's Report:
The budget meeting will be postponed until Leslie Ray is available to attend.
7. Treasurer's Report:
n/a
8. Committee Reports:
Safety It Decor:
Sheard Display is keeping the price the same to hang wreaths and banners for this
years contract.
Lina has contacted MOC bylaws about the sidewalk in front of the old Busters. It is
wide open and is a risk to anyone walking on the sidewalk. It should be clearly
marked and roped off.
Advertising:
Page 37
Facebook likes are up to 1537, posts are reaching 10,200. Top posts are: Paint n'
Pour, Benny the Barber, Famers Market, Home Hardware mugs, Harvest Festival -
Haute Goat, Buddha Belly - Harvest festival food
Special Events:
a) Town Hall Lighting - The Lights are going up October 11th. Paint n' Pour
fundraiser is October 17th. A letter was send out to businesses if they would
like to participate the night of the Town Hall lighting please confirm with
janeenrmt@hotmail.com
b) Breakfast with Santa- All the plans are moving along and things will be ready to
go November 30th.
c) Santa Parade - Buttons are now available, they sold them at the Harvest
Festival. A letter for business support will be going out shortly.
d) Harvest Festival - Weather cooperated and it was a great day, with a huge
turnout. Vendors were happy and most sold out of their products. The BIA
businesses were busy all day, made lots of sales, some doubled their sales for a
Saturday. The t-shirts went over well. Banner placement was great, lots of people
commented on them. Some vendors mentioned the event should end at 3 or 4pm.
The Harvest Festival committee will be sending a letter to Mike Pollard the
performer they hired, saying his action regarding Andrew Sheer on stage was not
the BIAS position.
:=09M
Space available to Newcastle - the old LCBO has a 2nd offer on it now and the
Old Busters building has 1 firm tenant and 3 others are still available. There are
lots of upcoming events, they are all listed on the CBOT website.
10. Chamber News:
Their Hospice Dinner fundraiser was a huge success, they had a full house and it was
a great evening. The Newcastles of the World 2020 conference will be in
Switzerland and the committee is welcoming any businesses that would like to get
involved and attend to contact the Chamber.
The All Candidates meeting is October 10th at the Town Hall.
11. CIP:
They are having a meeting next week.
Page 38
12. New Business:
A motion was made that the BIA supports laying a wreath representing the downtown
business community rather than individual wreaths from downtown businesses.
Approved: Valentine Lovekin Seconded: Theresa Vanhaverbeke
Jane Black will look after ordering the BIA wreath this year.
Karen Bastas received a message from the Bowmanville BIA about sending a letter to
the MOC regarding the request to purchase plants/flowers in the downtown core. We
are going to coordinate a joint meeting with the Bowmanville, Orono and Newcastle
BIAS in the next month. Adam from CBOT will help coordinate contacts information.
13. Next meeting, Thursday, November 14, 2019 at 9am.
14. Motion to adjourn meeting by Tracey Yates seconded by Jane Black
Page 39
The Corporation of the Municipality of
Grey Highlands
206 Toronto Street South, Unit 1, Box 409
Markdale, ON NOC 1H0
Tel.: 519-986-1216
October 02, 2019
The Honourable Jeff Yurek
Minister of the Environment, Conservation and Parks
5t" Floor 777 Bay St.
Toronto, ON M7A 2.13 Sent via email: jeff.yurek@pc.ola.org
To Minister Yurek,
Re: Grey Highlands Resolution 2019-603
Please be advised that the following resolution was passed at the October 02, 2019 meeting of the
Council of the Municipality of Grey Highlands.
2019-603
Cathy Little, Dane Nielsen
Whereas the Municipality of Grey Highlands is a member of the Grey Sauble Conservation Authority
(GSCA), the Nottawasaga Valley Conservation Authority (NVCA) and the Saugeen Valley Conservation
Authority (SVCA) and has a representative on each board of directors; and
Whereas each board of directors determines the policies, priorities and budget of their respective
Conservation Authority (CA); and
Whereas each CA provides the Municipality of Grey Highlands with expert advice on the environmental
impact of land use planning proposals and that the Municipality does not have staff with comparable
expertise or experience; and
Whereas the CAs provide programs and services to the residents of Grey Highlands and other member
municipalities that include recreation, education, water quality monitoring, reduction of vegetation loss
and soil erosion, preservation of species at risk as well as protecting life and property through a variety
of measures;
Therefore be it resolved that the Municipality of Grey Highlands supports continuation of the programs
and services of the three CAs, both mandatory and non -mandatory, and that no programs or services of
GSCA, NVCA and SVCA or of other CAs in Ontario be "wound down" at this time; and
That the Minister of Environment, Conservation and Parks give clear direction as to what programs and
services are considered mandatory and non -mandatory and how those programs will be funded in the
future; and
That this resolution be forwarded to the Minister of the Environment, Conservation and Parks, Premier
Doug Ford, MPP Bill Walker, the Association of Municipalities of Ontario, the Grey Sauble Conservation
Authority, the Nottawasaga Valley Conservation Authority, the Saugeen Valley Conservation Authority,
Conservation Ontario and all Ontario municipalities.
CARRIED.
www.greyhighlands.ca
Page 40
If you require anything further, please contact this office.
Sincerely,
Raylene Martell
Director of Legislative Services/Municipal Clerk
Municipality of Grey Highlands
Cc:
Premier Doug Ford — premier@ontario.ca
MPP Bill Walker— bill.walker@pc.ola.org
Association of Municipalities of Ontario — amo@amo.on.ca
Grey Sauble Conservation Authority — d.robinson@greysauble.on.ca
Nottawasaga Valley Conservation Authority — hferguson@nvca.on.ca
Saugeen Valley Conservation Authority—j.hagan@svca.on.ca
Conservation Ontario — info@conservationontario.ca
Ontario Municipalities
www.greyhighlands.ca
Page 41
Ministry of Transportation
Environmental Section
Central Region
3m Floor
159 Sir William Hearst Avenue
Toronto ON M3M 0137
Tel.: 416 235-4954
Fax.: 416 235-4940
October 7, 2019
Mayor and Council
Municipality of Clarington
40 Temperance Street
Bowmanville, ON
L 1 C 3A6
Dear Mayor and Council
Ministere des Transports
Section de 1'environnement
Region du Centre
3e etage
159, avenue Sir William Hearst
Toronto ON M3M 067
Tet.: 416 235-4954
Te16c.: 416 235-4940
Ontario Q
RE: GWP 2435-17-00 — Pavement Rehabilitation and Structural Rehabilitation of
Six Structures on Highway 351115, Northeast of Bowmanville, Municipality of
Clarington, Region of Durham
Contract #2
The Ministry of Transportation of Ontario (MTO) has retained GHD to complete the
detail design and class environmental assessment study for the pavement rehabilitation
and structural rehabilitation of 6 structures on Highway 35/115, 115, 35 and Old
Highway 35 in the Regional Municipality of Durham.
The purpose of this project is to extend the service life of Highway 351115 from Main
Street (Regional Road 17) to Boundary Road (Regional Road 20) through pavement
rehabilitation (15.0 km).
The project includes the rehabilitation of six (6) structures at five (5) locations, including
median barrier and illumination replacement. The structures include:
• Taunton Road (Regional Road 4) Overpass NBL (Site 21-432/1),
• Taunton Road (Regional Road 4) Overpass SBL (Site 21-432/2);
• Concession 7 Underpass (Site 21-433);
• Concession 8 Underpass (Site 21-434); ..
• Highway 35 Connection Underpass (Site 21-435),
• Victoria/Durham Boundary Road Underpass (Site 21-440)
Construction is anticipated to begin in Spring 2020 and be completed before the end of
2021. It is anticipated that some work will occur outside of normal working hours and as
such, this letter is to inform you that the Ministry of Transportation (MTO) has reviewed
and updated its practices related to obtaining noise bylaw exemption permits. Given
Page 42
that MTO is legally exempt from the requirements of municipal noise bylaws, MTO will
no longer be applying for these permits.
MTO recognizes the impacts construction related noise can have on a community, and
all reasonable attempts will be made to work within local bylaws, including as
appropriate, public notification and mitigation measures to reduce noise. This change in
process is meant to streamline processes while continuing to maintain existing best
practices to reduce noise impacts to the community.
MTO remains committed to working with our municipal partners, and your support is
greatly appreciated.
If you require further information on this project or would like to discuss further, please
contact Jordan Lee via email at Jordan.Lee@ontario.ca or by phone at 416-235-5544.
Sincerely,
n
4�.
Jordan Lee
MTO — Environmental Planner
C. Stanley Chan — MTO Project Manager
Graziano Masiello — MTO Acoustics
Brian Ruck — GHD Project Manager
Michael Collins — GHD Project Manager
Ian Dobrindt — GHD Environmental Planner
Page 43
Town of
(A
�x
By the Lake
Honourable Jeff Yurek
Minister of the Environment, Conservation and Parks
5th Floor
777 Bay St
Toronto, ON
M7A 2J3
September 18, 2019
Re: Climate Emergency Declaration
TOWN OF AJAX
65 Harwood Avenue South
Ajax ON L1 S 3S9
www. a i ax. ca
Please be advised that the following resolution was endorsed by Ajax Town Council at its Meeting
held on September 16, 2019:
WHEREAS climate change is well documented as a real phenomenon which poses serious
risks to social, economic and environmental well-being in communities globally;
AND WHEREAS the United Nations' Intergovernmental Panel on Climate Change (IPCC) has
determined the need for a significant and structural reduction in carbon emissions in the next
11 years to avoid further economic, ecological, and societal losses due to the climate change
crisis;
AND WHEREAS Canada is, according to Environment Canada's April 2019 Changing
Climate Report, recording warming at twice the rate of the rest of the planet, with Northern
Canada experiencing three times the increase in average temperature, compared to the
global average;
AND WHEREAS infrastructure failures linked to the climate change crisis may cost Canada
$300 billion over the next decade;
AND WHEREAS local governments hold the power to adopt policy and conduct their
operations in a manner that responds to the reality of climate change; have a direct
relationship with citizens to educate and encourage actions that will help reduce climate
change impacts; and can call on senior levels of government for responses which are suitable
to the urgent nature of our climate reality;
AND WHEREAS the impacts of climate change have been felt in the Town of Ajax for a
number of years, with an increase in extreme rain events, ice storm events and drought
conditions, resulting in property damage, energy and transportation disruptions, injury, and
economic impacts in the community;
Page 44
AND WHEREAS the Town of Ajax has taken a proactive, environment -first approach as the
first municipality in Ontario to adopt Official Plan policies that integrate climate mitigation and
adaptation into local land use planning; adopting and implementing Community and
Corporate Local Action Plans in 2013 that identify programs and actions to reduce
greenhouse gas emissions; and adopting the Ajax Climate Risk & Resiliency Plan in 2019;
AND WHEREAS The Town's commitment is further evident in several initiatives,
partnerships, and significant work completed to date, including participation in the Partners
for Climate Protection program that established a 6% community greenhouse gas emission
reduction target by 2020, which was achieved 5 years early, and a 20% corporate greenhouse
gas emission reduction target by 2020;
NOW THEREFORE BE IT RESOLVED:
THAT the Town of Ajax declare a climate emergency to acknowledge the impacts of climate
change and reaffirm our commitment to proactively mitigating and adapting to those impacts
wherever possible through the Town's continued leadership, advocacy and intergovernmental
partnerships; and
THAT Council and staff continue to uphold their commitment to 2020 greenhouse gas
reduction targets, promote and implement climate change mitigation measures and prioritize
implementation of the actions in the Ajax Climate Risk and Resiliency Plan to ensure that
resiliency is a top priority across the municipality; and
THAT this declaration be shared with the Minister of the Environment, Conservation and
Parks, Hon. Rod Phillips, MPP, Hon. Mark Holland, MP, the Region of Durham and Durham
Region municipalities.
If you require any additional information please do not hesitate to contact me at 905-619-2529, ext.
3342 or alexander.harras(a-aiax.ca
Sincerely,
Alexander Harras
Manager of Legislative Services/Deputy Clerk
Copy: Regional Councillor S. Lee
Councillor A. Khan
Minister of the Environment, Conservation and Parks
Hon. Rod Phillips, MPP
Hon. Mark Holland, MP
Region of Durham and Durham Municipalities
Page 45
October 24, 2019
The Right Honourable Justin Trudeau
Prime Minister
House of Commons
Ottawa ON K1A OA6
The Regional
Municipality of
Honourable Sir:
Durham
RE: Notice of Motion re: Opioid Overdose Emergency
Corporate Services
Department —
Resolution Our File: POO
Legislative Services
Council of the Region of Durham, at its meeting held on October 23, 2019,
605 Rossland Rd. E.
adopted the following recommendations of the Health and Social Services
Level 1
Committee:
P.O. Box 623
Whitby, ON L1N 6A3
Canada
"Whereas the opioid overdose emergency is affecting communities
p g y g
across Ontario, including Durham Region; and
905-668-7711
1-800-372-1102
Whereas the prevalence of addiction and the incidence of emergency
Fax: 905-668-9963
department visits and deaths associated with opioid use disorder have
increased in recent years; and
durham.ca
Whereas addiction to prescription and illegal opioids is negatively
affecting individuals, families and entire communities; and
Whereas on September 12, 2019, the Government of Ontario announced
its plan to establish the Mental Health and Addictions Division (MHAD)
under the leadership of Karen Glass, Assistant Deputy Ministry; and
Whereas the MHAD will lead the development and implementation of
Ontario's Mental Health and Addictions Strategy; and
Whereas the Government of Ontario will be consulting key stakeholders
and the public on modernizing public health and land ambulance
services; and
Whereas public health programs and services demonstrate superior
value for money and return on investment; and
Whereas the Federation of Canadian Municipalities (FCM) has identified
a need for federal and provincial strategies that are comprehensive,
coordinated and address the root causes of the opioid crisis; and
If you require this information in an accessible format, please contact 1-800-372-1102 extension 2097,
Page 46
Page 2 of 5
Whereas FCM has recommended an intergovernmental action plan that
aligns federal, provincial/territorial and local strategies, responds to
specific needs of indigenous communities and rapidly expand all aspects
of the collective response; and
Whereas FCM has echoed the recommendations of the Mayor's Task
Force on the Opioid Crisis; and
Whereas the Association of Municipalities Ontario (AMO) has identified
the following recommendations for a provincial response to addressing
the opioid overdose emergency in Ontario:
i. That the Province publicly affirms the seriousness of the opioid
overdose emergency and commit to take all necessary measures
to save lives and prevent harm, including the provision of long-
term funding for existing programs as well as new funding
streams, where necessary;
ii. That the Province undertakes an 'all of government' effort to
develop a comprehensive provincial drug strategy that addresses
the opioid overdose emergency, based on a public health
approach that addresses the social determinants of health, and
that takes a non-discriminatory approach to overdose prevention
and harm reduction. This strategy should cascade down to guide
local drug strategy development and implementation with
accompanying resources so that municipalities in Ontario have
comprehensive, multi -faceted, funded drug strategies in place led
by dedicated local coordinators. Further, progress toward
implementation should be measured with performance indicators
and be evaluated for outcomes achieved;
iii. That the Province examines, and its ministries provide, a
coordinated 'all of government' response with adequate funding
to address the root causes of addiction, including housing related
factors, poverty, unemployment, mental illness, and trauma;
iv. That the Ministry of Health provides more funding to support,
enhance and expand evidence- based consumption, treatment
and rehabilitation services, addiction prevention and education,
and harm reduction measures in all areas of Ontario;
V. That the Ministry of Health targets funding for addiction and
mental health services that would assist in treating people with
mental illness to reduce and/or eliminate self -medication and
would provide services to help people overcome their addiction;
vi. That the Ministry of the Solicitor General provides enhanced
funding to enforce laws surrounding illicit drug supply, production,
and distribution;
Page 47
Page 3of5
vii. That the Province enhances funding for diversion programs,
mobile crisis intervention teams, and further promote harm
reduction approaches among police services;
viii. That the Ministry of Health examines community paramedicine as
a viable option to provide treatment and referral services;
ix. That the Ministry of Health funds a public education campaign,
including on social media, to complement the efforts of individual
communities;
X. That the provincial coordinator work with the Ministry of
Education to add a health promoting youth -resiliency program to
the school curriculum that includes coping skills to get through
obstacles in life, e.g. social competence, conflict resolution,
healthy relationships, and informed decision -making;
xi. That the Ministry of Health fully funds (100%) Naloxone for all
municipal first responders (paramedics, police, and fire services)
and provide training in its use;
xii. That the Ministry of Health and the Ministry of Children,
Community and Social Services work together with municipal
human service system managers to better link social service and
health supports including to help people overcome addiction and
address mental health;
xiii. That the Ministry of Health works toward a goal of establishing
and maintaining 30,000 supportive housing units in the province;
and
xiv. That the Province advocates to the federal government for
appropriate and supportive measures that will support effective
provincial and local responses;
Now therefore be it resolved that the Health & Social Services Committee
recommends to Regional Council:
A) That the Government of Canada and Ontario recognize,
acknowledge and declare a national health epidemic in respect
to the opioid overdose emergency across Canada;
B) That AMO's recommendations with respect to Ontario's opioid
overdose emergency be endorsed;
C) That the Government of Ontario be urged to continue funding
the important work of public health units to help address the
current opioid crisis;
Page 4 of 5
D) That the Government of Canada and Ontario be advised that
the opioid emergency is not limited to major urban centres and
that federal and provincial representatives work directly with the
Region of Durham, to develop and fund a full -suite of
prevention and addiction services, affordable social and
supportive housing to address the crisis in our communities,
and
E) That the Prime Minister of Canada, Ministers of Health and
Children, Families and Social Development, and Minister
Responsible for the Canada Mortgage and Housing
Corporation, Durham's MPs, Chief Public Health Officer of
Canada, Premier of Ontario, Deputy Premier & Minister of
Health, Ministers of Children, Community and Social Services,
Finance, and Municipal Affairs and Housing, Durham's MPPs,
Chief Medical Officer of Health, AMO, alPHa, FCM, all local
municipalities, and all Ontario boards of health be so advised
as well as be provided with a copy of the presentation from M.
Hutchinson, Manager, Population Health, regarding The Opioid
Crisis: A Complex, Multifaceted Health and Social Issue."
As directed, attached is a copy of the presentation from M. Hutchinson,
Manager, Population Health, regarding The Opioid Crisis: A Complex,
Multifaceted Health and Social Issue,
T?(Jd_K�
Ralph Walton,
Regional Clerk/Director of Legislative Services
RWlnp
Attach.
c: The Honourable Ginette C. Petitpas Taylor, Minister of Health
The Honourable Jean -Yves Duclos, Minister of Families, Children
and Social Development and Minister Responsible for the Canada
Mortgage and Housing Corporation
Mark Holland, MP (Ajax)
Mr. Erin O'Toole, MP (Durham)
Jamie Schmale MP (Haliburton/Kawartha Lakes/Brock)
Philip Lawrence, MP (Northumberland/Peterborough South)
Dr. Colin Carrie MP (Oshawa)
Page 49
Page 5 of 5
Jennifer O'Connell, MP (Pickering/Uxbridge)
Ryan Turnbull, MP (Whitby)
Chief Public Health Officer of Canada
The Honourable Doug Ford, Premier of Ontario
The Honourable Christine Elliott, Deputy Premier & Minister of Health
The Honourable Todd Smith, Minister of Children, Community and
Social Services
The Honourable Rod Phillips, Minister of Finance
The Honourable Steve Clark, Minister of Municipal Affairs and
Housing
Rod Phillips. MPP (Ajax/Pickering)
Lorne Coe, MPP (Whitby/Oshawa)
Lindsey Park, MPP (Durham)
Jennifer French, MPP (Oshawa)
Laurie Scott, MPP (Haliburton/Kawartha Lakes/Brock)
Peter Bethlenfalvy, MPP (Pickering/Uxbridge)
David Piccini, MPP Northumberland -Peterborough South
Dr. David Williams, Chief Medical Officer of Health
Brian Rosborough, Executive Director, Association of Municipalities
of Ontario (AMO)
L. Ryan, Executive Director, Association of Local Public Health
Agencies (alPHa)
C. Saab, Executive Director, Policy and Public Affairs, Federation of
Canadian Municipalities (FCM)
A. Harras, Acting Clerk, Town of Ajax
B. Jamieson, Clerk, Township of Brock
A. Greentree, Clerk, Municipality of Clarington
M. Medeiros, Acting Clerk, City of Oshawa
S. Cassel, City Clerk, City of Pickering
J.P. Newman, Director of Corporate Services/Clerk, Township of
Scugog
D. Leroux, Clerk, Township of Uxbridge
C. Harris, Clerk, Town of Whitby
Ontario boards of health
Dr. R.J. Kyle, Commissioner and Medical Officer of Health
Page 50
i
HEALTH
DEPARTMENT
The Opioid Crisis: A
Complex, Multifaceted
Health and Social Issue
0
51
Oct, 2019
Opioid Overdose Crisis
History
• A very complex health and social issue
• Trauma and adverse childhood
experiences greatly contribute to opioid
use
• Overprescribing of prescription drugs
and use of illegal opioids have
contributed to the issue
Risk Factors for Developing Opioid
Addiction Include:
• Personal history of substance use
• Family history of substance use
• History of childhood trauma such as
pre -adolescent sexual abuse
• History of mental illness
Mrs
Prescription Opioids
Number of people who filled an opioid prescription and number of prescriptions filled,
2015/16
13,792,452
Population of Ontario
in 7 people
%152,247
prescriptions filled
0 0 199399924
people who filled
a prescription
Data Sources: Narcotics Monlloring System, provided by the Ministry of Health and Lang -Term Care; Population estimates, provided by the Ministry of Finance
Health Quality'ontario
Ontario
Page 53
Source: Health Quality Ontario: Opioid Prescribing in Ontario
The Root Cause of the Opioid Crisis
Although increased availability of
prescription opioids fueled the
overdose crisis, this does not
adequately explain the situation
nor does it adequately explore
the source of the demand for
these medicines
Trends over the past 3 years show
a decline in opioid prescribing
rates across the province and CE
LHIN, yet opioid overdose rates
have not declined and in many
areas continue to rise
G%9r*WarM WAIF Period G*by
IIHK 0910 Eml • C�rnG 1u f111(61BIB0 WId Ikw llsrsr 7YMrry �V caull �pprdAlJ50i
V_" Rare I ?0Wusers
120
100
0
❑
so
60
3
u 40
5
D
zo
M
Yearly Rate of Opiaids for Pain (Overall and New Users) in LHIN: Central East
M
Page 54
Source: Ontario Drug -Policy Research Network Ontario Prescription Opioid Tool; Dasgupta et al., (2018)
The Opioid Crisis... A Complex,
Multifaceted Issue
While increased opioid prescribing for chronic pain
has contributed to the crisis, factors such as
reduced economic opportunity, poor working
conditions, and financial poverty are root causes of
the misuse of opioid and other substances
Poverty and substance use problems operate
synergistically
Dasgupta et al., (2018)
Page 55
W
Durham Region
2018 Point -in -Time Count
The 2018 Everybody Counts Report provides a snapshot of
homelessness in Durham Region
291 individuals experiencing homelessness
Most individuals surveyed were staying in an emergency
shelter or experiencing hidden homelessness
13% of individuals surveyed were unsheltered
79% of individuals surveyed were single adults
31% of individuals surveyed identified struggling with
addiction of substance abuse
Page 56
Social and Genetic Factors
Individuals living in low socioeconomic
neighbourhoods are more likely to develop
chronic pain after car crashes
Evidence shows that people convert social
stress and anxiety into physical pain
Studies have looked at a group of people who
use heroin and have previously been employed NEW
in a steel production plant which closed. The
people cited economic hardship, social isolation
and hopelessness as reasons for drug use
Page 57 :'
Public Health Mandate
1. Develop a Local Opioid
Response
Substance Use
Prevention and Harm
Reduction Guideline,
2018
2. Naloxone Distribution
Population and Public Health Division,
Ministry of Health and Long -Term Care
Effective: January 1, 2018
3. Develop an Early Warning &
Surveillance System
Ontario
Page 58
Canadian Drugs & Substances Strategy
Framework (Health Canada)
Supporting
Preventing Linnovative
problematic drug approaches to
& substance use treatment &
rehabilitation
Supporting
measures that
reduce the
negative
consequences
of drug &
substance use
el —
Addressing
illicit drug
production,
supply &
distribution
Source: Health Canada https://www.canada.ca/en/health-canada/services/substance-abuse/fDrgOel-69�s-substances-strategy/harm-reduction.html
Durham Region Opioid Response Plan
Coordinate
surveillance
activities &
use of `real-
time' data
from across
sectors
�' 1
Support
ongoing
knowledge
exchange
Increase
awareness
of the
connection
between
mental
health,
trauma &
substance
abuse
Increase
treatment
options
Develop a
local
evidence -
based harm
reduction
strategy to
foster
coordination
and access
to services
Continue
addressing
illicit drug
production,
supply &
distribution
Page 60
DRHD Opioid Information & Data System
(DROIS)
rd <be To._
uannrn
REGION
Durham Region`Opitiid Information System
Home 1HeaMmtlWNlees INeM0.[emW'a, p,gs sia3emn'nv I oA vk O.aJ+x Pmamon . a h I D I L. sr•
Region of Durham Paramedic Services (RDPS)
ee,..m,��r•.ba,s„»a�o,s.tmas T.�:..aa3 �,..Kai=,�.r�aw�aao,�a.�.,m�a,an�n>,�me�mi.lra,n� � �
z of & roF h am � wa �elw N Hovs ml eeea m: o:penm ogle aenr.�rw
wl� ,dw,&.i,.m.i.nyiea ve,anl ae�.v�o-aw�aa.�da mr..a l�®xi'��o.l....
Emergency department visits
M� hrx �v weNoemvemere:v
Oploid-related deaths
Notes
York Region
f
2017 - 2018
Durham Region Paramedic -se ices
Suspected Opioid Overdoses
Dce:ily of PickaQ GaOs•
Him
Lou,
W �atl
o M-aoal 8—dn ,
K aiuta riha
Lakes
F ^'
�eaew N V
7.
1 � I
` 0
oreat e—
�a�e oR�ar;e ■
Source: www.durham.ca/opioidstats
Page 61
Needle Exchange Program (NEP)
Purpose:
L
• Designed to reduce harm by preventing
the transmission of deadly diseases such
as HIV, hepatitis C (HCV) and hepatitis B
(HBV)
• While NEP's are not designed to treat
addictions, they do provide an access
point for other addiction services, health
and social services
Service
IA
• Provides sterile needles and other
supplies
• Provides education and counselling to
clients
• Provides referrals to addiction treatment
ark other health and social services
Page
OUMIMA rWrl
Lower numbers of contaminated needles in a
community
Reduced prevalence of new infectious diseases e.g.
HIV
Increased access to education and drug treatment
referral services
Increased access to testing and diagnostic services
Increased communication with hard -to -reach
populations
Best Practices for NEPs
Provide sterile needles in the quantities
requested by clients without requiring
clients to return used needles
Place no limit on the number of needles
provided per client, per visit (one for one
exchange is not recommended)
Encourage clients to return and /or properly
dispose of used needles and syringes
Provide multiple, convenient locations for
safe disposal of used syringes and
equipment
Bost Practice
Recommendations
+�41KgWSw4w4q�R�w.wG u�4N��.�w AiR[ t
Resource Link
Page 64
Source: Strike C., et al. (2013).
Best Practices for NEPs
Educate clients about the benefits of regular testing, early
diagnosis, and treatment for HIV, HCV, HBV, and TB
Refer clients to testing and counselling service providers in the
community as well as substance use treatment programs
Educate program staff to assess and respond to client
motivation and readiness for substance use treatment r03
Assess feasibility of co -locating low -threshold substance use
treatment programs within needle exchange programs
Page 65 _ AN
Source: Strike C., et A (2013).
Needle Exchange Programs
Numerous studies have searched for unintended consequences and found no
convincing evidence to support common myths.
Evidence shows that needle exchange programs:
Do not lead to greater injection frequency
Do not increase illicit drug use
Do not lead to a rise in syringe lending
Do not result in recruitment of new injection drug users
Do not lead to greater numbers of discarded used needles
Do not increase the incidence of needle stick injuries in public places such as
parks and playgrounds
Do not lead to less motivation to change (reduce drug use)
Do not lead to increased transition from non -injecting drug use to injection
drug use
Page 66
Source: World Health Organization
Needle Exchange Program
2018 2019
8,730 repeat client visits; 261 new 5,349 repeat client visits; 245 new
client visits client visits
497,985 needles in through NEP +
30, 562 from City of Oshawa kiosks
618,791 needles out
715 referrals to treatment (addiction
486; medical 229)
38 referrals for testing (HIV 18; STI
20)
712 referrals for housing,
employment
8,962 interactions (counselling &
education)
258,797 needles in / City of Oshawa
Kiosk numbers pending
324,751 needles out
1,350 referrals to treatment
(addiction 767; medical 583)
20 referrals for testing (HIV 10; STI
10)
336 referrals for housing,
employment
5,594 interactions
(counselling/education)
Page 67
Source: Project X-Change Harm Reduction Program Report. 2018. John Howard Society of Durham
Needle Exchange Program Return Rates
2018 80.5% 85.4% 55% average Durham Region's
return rate is 30%
2019 (Jan to
June)
76.4% return
rate
Pending Pending
higher than the
provincial average
Pending
Page 68
Source: Durham Region Needle Exchange Program; Ontario Ministry of Health, 2019
Needle Exchange Sites in Durham Region
John Howard Society Durham Region: Bowmanville;
Whitby; Oshawa Kawartha BOSCAYGEON
Lakes
35 Y01
e
36 Curve Lake
Beaverton
Pinewood Addiction Support Services & Community w Bridgenod
Treatment Services: Oshawa, Bowmanville, Port Q Cannington, LINDSAY
Georgina ❑' Peterbon
Perry, Ajax Little Britain as
AIDS Committee of Durham Region: Oshawa 9 Fraserville
iferry
fast Uxbridge
Gwillimbury
lewmarket 57 20 n 28
Aurora 12 55
Ontario Addiction Treatment Centre: Oshawa,'
4001
Beaverton s Bowm nviIle
a
ughan Markham x
3 Pharmacies: Oshawa 0
Page 69
Community Options for Needle Return
Any pharmacy in Durham Region
Kiosks at many retail shopping centres and
malls
Local business e.g., local gym facilities, fast
food/restaurant
Public / outdoor Kiosks
Libraries
Shoppers drug Mari Ii! hEll
Lovell Drugs Lid - Corners.
North Oshawa Pharmacy The Medicine
Shoppe Pharmacy
Medical Pharmacies a
41.D.A. - Scotts Drug Mart
The Medicine
5hoppe Pharmacy Lovell Drugs Ltd —
�2 T
Clinic Pharmacy
Whitby Roull 9
Shoppers Drug Mad Prescription Pharmacy
72 2
Pharmasave WaImart hNrmacy�
Dundas Centre Medical Pharmacy v
TTTT
Page 70
Risks Associated with Community
Based Needlestick Exposure
The risk of blood -borne virus transmission from
syringes discarded in the community is low
To date, global data indicates there have been two
case reports of HBV and three of HBC
transmissions and no reported transmission of HIV
following injuries by needles discarded in the
community
Source: Dorothy. L., Moore: Canadian Paediatric Society (2018); Kordy, F., Petrich,lpgg�)d'�.
E., & Bitnun, A. (2017).
HIV Rates
(All Ages, All Sexes)
Public I Sante
Health publique
Ontario Ontario
HIV rates for all ages, for all sexes, in select areas
25.0 ,
c
20.0
0
3
a
15.0
Login P Search
0.0
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Year
0 Total rates in Ontario for all ages 0 Total rates in Durham Region for all ages o Total rates in Toronto for all ages
Page 72
:J
Source: Public Health Ontario, 2019
Public Health Services for Prevention
and Early Intervention
Substance Use &
Injury Prevention
School Health
Healthy Growth &
Development
Infectious &
Communicable
Diseases Prevention
& Control
Vaccine Preventable
Diseases
Social Determinants
of Health
Proteotin� and Promoting the
He'.11M of Ontaraans
Ontario Public Heatth
Standards: Requirements for
Programs, Services. and
AacDuntabirity
ns oyo-4cr •�a.+"- :w-twe�+t�aih,n.
wK imorliNA n•F'Nta1 w � p.i�YwlYw�W b � p'n�
cGr+�7��Fq+r W rncrky is It�dY�ia�lmQ
Owe-. t ..y I aw
Page 73 1
FCM Recommendations of the Mayor's
Task Force on the Opioid Crisis, 2017
The Task Force is calling for a pan -Canadian action plan spanning all four
pillars of the national drug strategy:
Harm reduction: removing barriers to getting medical help during an
overdose —and to accessing supervised consumption services
Treatment: including better access to opioid substitution therapy and zero
delays for getting into comprehensive treatment programs
Prevention: starting with urgent public education on the risks of opioids,
and to fight the stigma that stops people from getting help
Enforcement: stopping the production and imports of non-prescription
opioids and pill presses
All orders of government need to work together to address roots of
addiction, with supportive housing, action on homelessness and access to
crucial social services.
*Complete list of recommendations contained in appendices section
RPCmirro lime
Page 74
Association of Municipalities of Ontario
The Province take an `all of government' effort to develop a
comprehensive provincial drug strategy, based on a public health
approach
The Province examines and its ministries provide, a coordinated response
with adequate funding to address the root causes of addiction, including
housing related factors, poverty, unemployment, mental illness and
trauma
That the Ministry of Health provides more funding to support, enhance
and expand evidence- based consumption, treatment and rehabilitation
services, addiction prevention and education, and harm reduction
measures in all areas of Ontario
That the Ministry of Health funds a public education campaign, including
on social media, to complement the efforts of individual communities
Page 75
*Full list of recommendations available in appendices
Questions
Melissa Hutchinson MN, BA, RN
Program Manager
Durham Region Health Department
Population Health Division
(T) 905-668-7711, ext. 3095 1 1-800-841-2729 ext. 3095 1 (F) 905-666-6214
melissa.hutchinson@durham.ca
durham.ca
Page 76
References
• Association of Municipalities of Ontario. (2019). Addressing the opioid overdose emergency in Ontario: Municipal recommendations
for a Provincial response. Available at: www.amo.on.ca
• Canadian drugs and substances strategy. (2016.). Health Canada. Retrieved from https://www.canada.ca/en/health-
canada/news/2016/12/new-canadian-drugs-substances-strategy.html
• Central East LHIN Opioid Strategy. (2018). Central East LHIN. Available at:
www.centraleastlhin.on.ca/page.aspx?id=789975175EB04B2C9B61960B7104C9F1
• Dasgupta, N., Beletsky, L., & Ciccarone, D. (2018). Opioid Crisis: No Easy Fix to Its Social and Economic Determinants. American
journal of public health, 108(2), 182-186. doi:10.2105/AJPH.2017.304187
• Dorothy. L., Moore: Canadian Paediatric Society: Position Statement. (2018). Infectious Diseases and Immunization Committee.
Peadiatric Child Health. 23(8):532-538. Available at: https://www.cps.ca/en/documents/position/needle-stick-injuries-in-the-
community
• Federation of Canadian Municipalities FCM (2017). Recommendations of the mayors'task force on the opioid crisis. Available at:
https://fcm.ca/en/focus-areas/opioid-crisis
• Health Quality Ontario. (2017). 9 million prescriptions: What we know aobu the growing use of prescription opioids in Ontario.
Available at: https://www.hgontario.ca/System-Performance/Specialized-Reports/Opioid-Prescribing
• Kordy, F., Petrich, A., Read, S. E., & Bitnun, A. (2017). Childhood exposures to discarded needles and other objects potentially
contaminated with blood -borne pathogens in Toronto, Canada. Paediatrics & child health, 22(7), 372-376. doi:10.1093/pch/pxx110
Available at: https://www.ncbi.nim.nih.gov/pmc/articles/PMC5804656/
• Ontario Agency for Health Protection and Promotion (Public Health Ontario). Interactive opioid tool. Toronto, ON: Queen's Printer
for Ontario; 2017. Accessed May 2019 from https://www.publichealthontario.ca/en/dataandanalytics/pages/opioid.aspx
• Ontario Drug Policy Research Network. (2019). Ontario Prescription Opioid Tool. Available at: https://odprn.ca/ontario-opioid-drug-
observatory/ontario-prescription-opioid-tool/
• Ontario public health standards. (2017). Ontario Ministry of Health and Long Term Care. Retrieved from
http://www.health.gov.on.ca/en/pro/programs/publichealth/oOagen-dirds/
References
• Opioid-Related emergency department visits at a glance. (2018). Durham Region Health Department, Health Analytics, Research and
Policy. Retrieved from www.durham.ca
• Quick facts: Percentage of students using opioid pain relief pills non -medically in the past year, 2016-2017. March 2018. Durham
Region Health Department. Accessed May 2019 from www.durham.ca
• Substance use during pregnancy at a glance. (2019). Durham Region Health Department. Retrievable from www.durham.ca
• Strike, et al., (2013). Best Practice Recommendations for Canadian Harm Reduction programs that Provide Service to People Who
Use Drugs and area at Risk for HIV, HCV, and Other Harms: Part 1.) Retrievable from www.catie.ca
• Strike, et al., (2015). The Best Practice Recommendations for Canadian Harm Reduction Programs that Provide Service to People
Who Use Drugs and are at Risk for HIV, HCV, and Other Harms: Part 2. Toronto, ON: Working Group on Best Practice for Harm
Reduction Programs in Canada Retrievable from www.catie.ca
• Trends in: Past year non -medical use of prescription pain relief pills. (2018). Durham Region Health Department. Accessed May 2018
from www.durham.ca
• World Health Organization (2004) Effectiveness of sterile needle and syringe programming in reducing HIV/AIDS among injecting
drug users. Evidence for action technical papers. Available at: https://www.who.int/hiv/pub/idu/e4a-needle/en/
• World Health Organization WHO. (2004) Provision of sterile injecting equipment to reduce HIV transmission: Policy brief. Available
at: https://www.who.int/hiv/pub/idu/e4a-needle/en/
Page 78
Appendix
Best Practices for Needle Exchange Programs
Number of Contacts By NEP Location
Association of Municipalities Ontario: Addressing the Opioid
Overdose Emergency in Ontario
FCM Recommendations of the Mayor's Task Force on the Opioid
Crisis
Ontario Public Health Standards
Local Opioid Reports -Durham Region Health Department
Page 79
Best Practices for Needle Exchange
Programs
Provide sterile needles in the quantities requested by clients without requiring clients to return
used needles
Place no limit on the number of needles provided per client, per visit (one for one exchange is not
recommended)
Encourage clients to return and /or properly dispose of used needles and syringes
Offer a variety of needle and syringe types by gauge, size and brand
Educate clients on the proper use of syringes
Educate clients about the risk of using non -sterile needles
Provide pre-packages safer injection kits and individual safe injection supplies concurrently.
Provide daily access to services using varied modes of program delivery i.e.) fixed sties with daily
hours, mobile distribution, satellite sites.
Provide multiple, convenient locations for safe disposal of used syringes and equipment.
Page 80
Source: Strike C., et al. (2013).
Best Practices for Needle Exchange
Programs (cont'd)
Educate clients about the benefits of regular testing, early diagnosis, and treatment for HIV, HCV, HBV, and TB
Educate clients about the types of testing available to facilitate informed choice
Refer clients to testing and counselling service providers in the community
Establish and maintain relationships with a variety of testing and counselling service providers, in particular those
with experience working with people who use drugs
Encourage peer workers with lived experience to participate in existing peer support/navigation programs or assist in
developing and delivering peer support/navigation activities for clients
Educate clients about substance use treatment options (e.g., detoxification, drug substitution programs, and
psychotherapy)
Refer clients to substance use treatment programs in the community
Establish and maintain relationships with a variety of agencies providing substance use treatment services, including
services for illicit drug use as well as alcohol and/or tobacco use
Educate program staff on how to properly assess and respond to client motivation and readiness for substance use
treatment
Assess feasibility of co -locating low -threshold substance use treatment programs within needle and syringe
programs(NSPs)/harm reduction programs and vice versa
Page 81
Source: Strike C., et al (2015).
Number of Contacts By NEP Location
(Jan —Aug 31, 2019)
Ajax
i
Beaverton 60
Bowmanville 118
Courtice 22
Newcastle 2
Oshawa 7185
Pickering 10
Port Perry 4
Uxbridge 5
Whitby 225
Page 82
Source: John Howard Society Durham Region
Association of Municipalities Ontario: Addressing
the Opioid Overdose Emergency in Ontario
Initial Foundational Steps: Recommended Action for 2019:
1. That the Province publicly affirms the seriousness of the opioid
overdose emergency and commit to take all necessary measures to save
lives and prevent harm, including the provision of long-term funding for
existing programs as well as new funding streams, where necessary.
2. That the Province undertakes an `all of government' effort to develop
a comprehensive provincial drug strategy that addresses the opioid
overdose emergency, based on a public health approach that addresses
the social determinants of health, and that takes a nondiscriminatory
approach to overdose prevention and harm reduction. This strategy
should cascade down to guide local drug strategy development and
implementation with accompanying resources so that municipalities in
Ontario have comprehensive, multi -faceted, funded drug strategies in
place led by dedicated local coordinators. Further, progress toward
implementation should be measured with performance indicators and
be evaluated for outcomes achieved.
AM truck.
Municipalities Ontar
Addressing the ❑pioid
Overdose Emergency in
❑ntario
Municipal Recommendations for aProvindaI Response
Page 83
AMO Resource Link
Addressing the Opioid Overdose Emergency in Ontario
Initial Foundational Steps: Recommended Action for 2019 (continued):
3. That the Ministry of Health appoint a dedicated coordinator focused solely
on the provincial response to the emergency, and tasked with building
partnerships between various sectors and act as a liaison between the
government and the sectors.
4. That the provincial coordinator establishes formal means to engage with
all relevant stakeholders, including municipal governments, public health
units, and people with lived experience in order to hear advice and feedback
on new and ongoing initiatives
"Ak � -]
Addressing the Opioid Overdose Emergency in Ontario
Further Actions Based on Consultation with Stakeholders:
S. That the Province examines, and its ministries provide, a coordinated `all of
government' response with adequate funding to address the root causes of
addiction, including housing related factors, poverty, unemployment, mental
illness, and trauma.
6. That the provincial coordinator undertakes a study scoping out the problem of
drug misuse, documenting local responses, and identifying leading practices.
7. That the provincial coordinator plays a role to help municipal governments share
information with each other on successful elements of drug strategies and leading
practices.
Page 85
Addressing the Opioid Overdose Emergency in Ontario
8. That the provincial coordinator facilitates better utilization of real-time data reporting
from local surveillance systems to inform and guide provincial and local responses
including how to reach at -risk populations.
9. That the provincial coordinator develops sub -strategies based on the data for specific
populations over represented among drug users, with adequate consultation with these
populations. Any sub -strategy seeking to support Indigenous peoples should be developed
in consultation with Indigenous communities, Indigenous service providers with relevant
local service providers including municipal governments, local Public Health agencies and
District Social Service Administration Boards.
10. That the Ministry of Health provides more funding to support, enhance and expand
evidence- based consumption, treatment and rehabilitation services, addiction prevention
and education, and harm reduction measures in all areas of Ontario.
11. That the Ministry of Health targets funding for addiction and mental health services
that would assist in treating people with mental illness to reduce and/or eliminate self -
medication and would provide services to help people overcome their addiction.
12. That the Ministry of the Solicitor General provides enhanced funding to enforce laws
age 86
illicit drug supply, production, and distribution.
Addressing the Opioid Overdose Emergency in Ontario
13. That the Province enhances funding for diversion programs, mobile crisis
intervention teams, and further promote harm reduction approaches among
police services.
14. That the Ministry of Health ensures there is awareness of the opioid
emergency throughout the health care transformation process and ensure
necessary services are available through the Ontario Health Teams, including
primary care, to treat addiction.
15. That the Ministry of Health examines community paramedicine as a viable
option to provide treatment and referral services.
16. That the Ministry of Health should continue work with the medical community
on appropriate pain management and prescribing of opioids.
17. That the Ministry of Health funds a public education campaign, including on
social media, to complement the efforts o�agcdyidual communities.
Addressing the Opioid Overdose Emergency in Ontario
18. That the provincial coordinator work with the Ministry of Education to add a
health- promoting youth -resiliency program to the school curriculum that includes
coping skills to get through obstacles in life, e.g. social competence, conflict
resolution, healthy relationships, and informed decision -making.
19. That the Ministry of Health fully funds (100%) Naloxone for all municipal first
responders (paramedics, police, and fire services) and provide training in its use.
20. That the Ministry of Health and the Ministry of Children, Community and Social
Services work together with municipal human service system managers to better
link social service and health supports including to help people overcome addiction
and address mental health.
21. That the Ministry of Health works toward a goal of establishing and maintaining
30,000 supportive housing units in the province.
22. That the Province advocates to the federal government for appropriate and
supportive measures that will support effe7Wve8provincial and local responses.
FCM Recommendations of the Mayor's
Task Force on the Opioid Crisis (201
Recommendations for a Pan -Canadian Opioid Response:
The federal government immediately establishes and
reports on comprehensive timelines, measures and
definitive evidence -based targets for specific outcomes
related to each of the four pillars of the Canadian Drugs
and Substances Strategy identified below, prioritizing
targets for reducing overdose and overdose fatalities and
deliver a progress report on the establishment of such
targets by September 2017.
The adoption of a comprehensive and coordinated pan -
Canadian action plan which addresses the root causes of
the opioid crisis. An intergovernmental action plan should
align federal, provincial/territorial (P/T) and local strategies,
respond to the specific needs of Indigenous communities,
and rapidly expand all aspects of the collective response.
The pan -Canadian action plan should include concrete
actions to meaningfully and urgently address all four pillars
of the Canadian Drugs and Substance�Sgtq� egy, including:
resource link
FCM Recommendations of the Mayor's
Task Force on the Opioid Crisis (cont'd)
A. HARM REDUCTION
Support and implement evidence -based practices in order to substantially
reduce opioid-related overdoses including facilitating access to drug
checking/testing technologies for fentanyl and other drugs including opioids.
li. Eliminate barriers preventing people from seeking medical support during an
overdose.
III. Facilitate access to supervised consumption services, including through the
expedited implementation of Bill C 37 and approval of existing applications as
appropriate.
B. TREATMENT
As an urgent priority, expand access to a range of treatment options including
medically -supervised opioid substitution therapy (OST), including injectable
options for people who have not found success with other interventions, and
eliminate remaining barriers that limit access to OST.
Eliminate delays in access to comprehensive, wrap -around treatment services
and long-term recovery supports. Page 90
FCM Recommendations of the Mayor's
Task Force on the Opioid Crisis (cont'd)
C. PREVENTION
Work with stakeholders to implement national public education campaigns, before
the end of 2017, including one focused on youth, to raise awareness of the risks of
fentanyl and non- prescription opioid use, reduce stigma, and provide information
on treatment and support options.
With the active involvement of people with lived experience, develop and
implement evidence -based strategies to address stigma and discrimination against
people who use drugs.
Continue with implementation of education programs and guidelines for physicians,
pharmacists, nurses and other healthcare providers with respect to the proper use of
opioids and alternative pain management techniques and the development of
metrics to measure changes in prescribing practices.
IV. Ensure that any strategy to restrict access to prescription opioids balances the
legitimate needs of patients so that access to pain treatment is not unnecessarily
restricted and that harm reduction and treatment services are in place to mitigate
against unintended consequences such dV ased use of illicit drugs.
FCM Recommendations of the Mayor's
Task Force on the Opioid Crisis (cont'd)
D. ENFORCEMENT
Continue expanded law enforcement efforts with respect to the production
and importation of non-prescription opioids, including the new federal
restrictions on the importation of pill presses contained in Bill C 37.
Establish national evidence -based protocols for the remediation of
contaminated scenes and the handling of fentanyl and carfentanyl.
GLIRHRM REGlOML�°
POLICE
Page 92
FCM Recommendations of the Mayor's
Task Force on the Opioid Crisis (cont'd)
4. Improved surveillance, data collection and reporting should be an immediate
focus of the action plan with a progress report by September 2017, in support of
the four pillars approach and the development of targets for key indicators:
Immediately establish a standardized, pan -Canadian format for the
collection of death and non -fatal overdose data with respect to the
opioid crisis;
Ensure consistent and timely access to opioid-related death and
overdose data by establishing a pan -Canadian reporting standard with a
minimum of quarterly reports and a target of monthly reports in all
provinces/territories; and
Expand efforts to improve the evidence -base by collecting and reporting
on demographic data, including in particular the impact of the opioid
crisis on Indigenous communities, with a focus on prevention and
addressing social determinants of health.
5. Ensuring a coordinated national response to the opioid crisis involving all
orders of government by engaging cities and local public health officials in the
Special Advisory Committee (SAC) process, with a focus on the objectives set
forth in the four pillars and the need for improved data coordination.
Page 93
FCM Recommendations of the Mayor's
Task Force on the Opioid Crisis (cont'd)
6. Consulting with the Mayors' Task Force on priorities for new federal funding
dedicated to the opioid crisis response (including the $116 million announced in
Budget 2017) to ensure that federal efforts are targeted to address local needs
and delivered urgently.
7. Working with cities to address the urgent need to develop more social and
affordable housing, including supportive housing and housing employing a harm
reduction approach, through the implementation of the federal government's
National Housing Strategy and a long-term expansion of the Homelessness
Partnering Strategy.
8. Working with P/Ts, municipalities, indigenous organizations and stakeholders
to develop, implement and monitor the Canadian Poverty Reduction Strategy,
which should address both the root causes of addiction, as well as supports to
alleviate the immediate consequences of addiction.
9. Establishing an intergovernmental dialogue about access to substance use
prevention, harm reduction and treatment options for individuals in Canada's
correctional system, and the role of the criminal justice system in addressing the
root causes of the opioid crisis.
Page 94
Ontario Public Health Standards
i�>Ontario
MkNISTRY OF HEALTH AND LONG-TERM CARE
❑mario_ra I rranrais
Public Health + ® E-MAIL 0 PRINT
+Health Care Professionals
Ontario Public Health Standards: Requirements for
+Ontario Public Health Standards:
Programs, Services, and Accountability (Standards)
Requirements for Programs,
Services, and Accountability
The Ontano Public Health Standards: Requirements For Programs. Services, and Accountability (Standards)
identify the minimum expectations For public health programs and services to be delivered by Ontario's 35 boards
► Infectious Diseases Protocol
of health. The Standards are published by the Minister of Health and Long -Term Care as per Section 7 of the
2018
Health Protection and Promotion Act. Boards of health are accountable for implementing the Standards including
► Protocols and Guidelines
the protocols and guidelines that are referenced therein.
...................
► Reference Documents
....................................... .
The Standards consist of the following sections:
Defining the work that public health does, which includes the Foundational and Program Standards;
Strengthened accountability, which includes the Public Health Accountability Framework and Organizational
i
Requirements; and
Contacts
. Transparency and Demonstrating Impact, which includes the Public Health Indicator Framework for Program
Outcomes and Contributions to Population Health Outcomes and Transparency Framework: Disclosure and
Connect With Us
Reporting Requirements_
Ynu
101-1 �
Protocols provide direction on how boards of health shall operationalize specific requirement(s) identified within
the Standards_ The aim is to have consistent implementation of specific requirements across all 36 boards of
cm
health. Guidelines provide direction on how boards of health shall approach specific requirement(s) identified
within the Standards. The aim is to provide a consistent approach to/application of requirements across all
boards of health, while also allowing for variability in programs and services across health units based on local
contextual factors as defined in the guidelines.
Reference Documents include topic -specific documents that provide information and best practices relevant to
operationalizing and implementing the Standards, Protocols and Guidelines.
Page 95
Source: Ontario Ministry of Health
Local Opioid Reports
Opioid Consultation Report
2019
Leading the Way to a Healthier Durham
HEALTH
DEPARTMENT
Durham Region Health Department
Opioid Consultation Report
Mwh 2019
Opioid Status Report
2018
uesivi wff
Status
Report
June 2018
A
t� r
LLr
1
Durham Region Opioid Response Plan
Available at: Durham.ca
Page 96 Available at: Durham.ca
DURHAM
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
October 24, 2019
Paul Martin, Chief of Police
Durham Regional Police Service
Regional Headquarters
605 Rossland Road East
BOX 911
Whitby ON L1 N OB8
Dear Chief Martin:
RE: Project Update and Adoption of Terms of Reference:
Durham Region Community Safety and Well -Being Plan
(CSWP) (2019-SS-17) Our File: P00
Council of the Region of Durham, at its meeting held on October 23, 2019,
adopted the following recommendations of the Health and Social Services
Committee:
"A) That the Terms of Reference for the CSWP Steering Committee
(Attachment #2 to Report #2019-SS-17 of the Commissioner of
Social Services) be adopted,
B) That Councillor Carter be appointed to the Steering Committee in
accordance with the CSWP Terms of Reference (Section 3.2);
C) That Regional Chair Henry be appointed as the alternate to the
Steering Committee in accordance with the CSWP Terms of
Reference (Section 3.2); and
D) That a copy of Report #2019-SS-17 be sent to the area
municipalities, Durham Regional Police Service (DRPS), and
CSWP Steering Committee Members."
If you require this information in an accessible format, please contact 1-800-372-1102 extension 2097.
Page 97
Page 2 of 2
As directed, attached is a copy of Report #2019-SS-17 of the
Commissioner of Social Services and Commissioner of Planning and
Economic Development.
Ralph Walton,
Regional Clerk/Director of Legislative Services
RWIn p
Attach.
c: A. Harras, Acting Clerk, Town of Ajax
B. Jamieson, Clerk, Township of Brock
A. Greentree, Clerk, Municipality of Clarington
M. Medeiros, Acting Clerk, City of Oshawa
S. Cassel, City Clerk, City of Pickering
J.P. Newman, Director of Corporate Services/Clerk, Township of
Scugog
D. Leroux, Clerk, Township of Uxbridge
C. Harris, Clerk, Town of Whitby
D. Carter, Regional Councillor
Regional Chair John Henry
E. Baxter-Trahair, Chief Administrative Officer
B. Clancy, Executive Director, Police Services Board
B. Bridgeman, Commissioner of Planning and Economic
Development
S. Danos-Papaconstantinou, Commissioner of Social Services
T. Cheseboro, Chief, Paramedic Services
P. McGary, Director of Mental Health and Addictions, Lakeridge
Health
S. Woodman, Executive Director, Durham Children's Aid Society
A. O'Brien, Director of Education, Durham Catholic District School
Board
G. Davis, Superintendent, Durham District School Board
J. Mills, Director, System and Sub -region Planning and Integration,
CE LHIN
C. Bovie, Community Relations Officer, Ontario Shores for Mental
Health
R.J. Kyle, Commissioner and Medical Officer of Health
VV
§C,QT--TST14
TI-f FOq TOWN
Regular Council
October 28, 2019
Moved by:
Seconded by:
WHEREAS, the Province of Ontario has legislated in the Building Code Act that "the
council of each municipality is responsible for the enforcement of this Act in the
municipality" and "the council of each municipality shall appoint a chief building official
and such inspectors as are necessary for the enforcement of this Act in the areas in
which the municipality has jurisdiction",
AND WHEREAS, "the council of a municipality may pass by-laws applicable to the
matters for which and in the area in which the municipality has jurisdiction for the
enforcement of this Act",
AND WHEREAS, the Province has asked local governments to find efficient and cost
effective ways to deliver municipal services is now asking municipalities to collect a tax
on their behalf to create a new Delegated Administrative Authority to deliver services
that have historically been the responsibility of the Ontario Government,
AND WHEREAS, Premier Ford stated in his keynote address at the Association of
Ontario Municipalities 2019 Conference, that "we can't continue throwing money at the
problem (broken systems) as our predecessors did, into top -down, big government
schemes. That is neither compassionate nor sustainable",
AND WHEREAS, alternative methods of building administration and enforcement have
been proposed in this consultation that remove municipal authority but not the
associated liability,
THEREFORE LET IT BE RESOLVED that the The Municipality of Prescott requests
that, the Province of Ontario work with the current building sector groups that, for the
past fifteen years, have been working to support the Ministry of Municipal Affairs and
Housing, and provide evidence based justification to municipalities that the creation of a
Page 99
VV
CO
FSr 1784
TBE F01q TOWN
new Delegated Administrative Authority is necessary prior to any legislative changes to
the Building Code Act, with regard to building service delivery, are introduced in the
Legislature.
Be it further resolved that a copy of this motion be sent to The Honourable Doug Ford,
Premier of Ontario, The Honourable Steve Clark, Minister of Municipal Affairs and
Housing, The Honourable Jim McDonnell, Parliamentary Assistant for Municipal Affairs
and Housing.
Be it further resolved that a copy of this motion be sent to the Associations of
Municipalities of Ontario (AMO) and all Ontario Municipalities for their consideration.
REQUESTED BY:
RECORDED VOTE
YES
NO
Councillor Leanne Burton
Councillor Teresa Jansman
Councillor Lee McConnell
CARRIED:
Councillor Mike Ostrander
TABLED:
Councillor Gauri Shankar
DEFEATED:
Mayor Brett Todd
RECORDED VOTE:
Councillor Ray Young
BRETT TODD, MAYOR ACTING CLERK
Page100
Subject: FW: EB-2019-0194 - Enbridge Gas Inc. - 2020 Rate Application - Notice of Hearing
Attachments: noh_Enbridge 2020 Rates_eng_20191029.pdf; noh_Enbridge 2020 Rates_fr_
20191029.pdf; A-2-1.pdf
From: Stephanie Allman[mailto:Stephanie.Allman@enbridge.com]
Sent: October-31-19 10:10 AM
Subject: EB-2019-0194 - Enbridge Gas Inc. - 2020 Rate Application - Notice of Hearing
To: The clerks of all municipalities in which Enbridge Gas Inc. supplies gas
On October 8, 2019, Enbridge Gas filed an application with the Board for interim and final Orders approving or
fixing just and reasonable rates for the sale, distribution, transmission, and storage of gas commencing
January 1, 2020.
On October 29, 2019, the Board issued the Notice of Application and the Letter of Direction for the
proceeding. The Board has directed Enbridge Gas to serve a copy of the Notice of Application along with
Enbridge Gas' Application and evidence to the clerks of all municipalities in which Enbridge Gas Inc. supplies
gas.
Attached please find a copy of the Board's Notice of Application along with Enbridge Gas' Application as filed with
the Board for the 2020 Rate Application. Due to the size of the evidence in this proceeding it is available on the
Enbridge website, and not attached to this email. A paper copy of the Evidence filed in this proceeding is available
upon request or can be viewed by accessing the link below:
https://www.enbridgeizas.com/Re ug latoiy-Proceedings
Thank you,
Stephanie Allman
Regulatory Coordinator — Regulatory Affairs
ENBRIDGE GAS INC.
TEL: 416 753-7805 1 FAX: 416 495-6072
500 Consumers Road North York, Ontario M2J 1 P8
enbridgegas.com
Integrity. Safety. Respect.
Page 101
Filed: 2019-10-08
EB-2019-0194
Exhibit A
Tab 2
Schedule 1
Page 1 of 8
ONTARIO ENERGY BOARD
IN THE MATTER OF the Ontario Energy Board
Act, 1998, S.O. 1998, c.15 (Sched. B);
AND IN THE MATTER OF an Application by
Enbridge Gas Inc., pursuant to section 36(1) of
the Ontario Energy Board Act, 1998, for an
order or orders approving or fixing just and
reasonable rates and other charges for the sale,
distribution, transmission and storage of gas as
of January 1, 2020.
APPLICATION
1. The Applicant, Enbridge Gas Inc. ("Enbridge Gas", or "EGI") is an Ontario
corporation with its head office in the City of Toronto. It carries on the business of
selling, distributing, transmitting, and storing natural gas within Ontario. Enbridge
Gas was formed effective January 1, 2019, upon the amalgamation of Enbridge
Gas Distribution Inc. ("EGD") and Union Gas Limited ("Union").
2. Enbridge Gas hereby applies to the Ontario Energy Board (the "Board"), pursuant
to section 36 of the Ontario Energy Board Act, 1998, as amended (the "Act") for
interim and final Orders approving or fixing just and reasonable rates for the sale,
distribution, transmission, and storage of gas commencing January 1, 2020.
3. On August 30, 2018, in the MAADs Decision', the Board approved a rate setting
mechanism (Price Cap IR) for Enbridge Gas, which sets out a multi -year incentive
rate -setting mechanism ("IRM") for the calendar year term of 2019 to 2023 (the
"five year term"). The MAADs Decision confirmed that during the five year term,
EB-2017-0306/0307.
Page102
Filed: 2019-10-08
EB-2019-0194
Exhibit A
Tab 2
Schedule 1
Page 2 of 8
distribution rates will be set separately for the EGD and Union rate zones. The
MAADs Decision also approved the specific treatment of various elements in the
IRM including the availability of an Incremental Capital Module ("ICM") during the
five year term. Additionally, the MAADs Decision set out certain items that
Enbridge Gas is required to file over the course of the five year term, including a
cost allocation study that takes account of certain large projects undertaken by
Union that have already come into service.
4. This 2020 Rate Application is the second annual rate adjustment application
under the IRM approved in the MAADs Decision.
5. Enbridge Gas received the Board's Decision and Order for 2019 Rates2 on
September 12, 2019 (supplemented on September 23, 2019), and filed a draft
Rate Order on September 30, 2019. In the 2019 Rates Decision and Order, the
Board indicated concern with the timing and complexities of that application, and
indicated that "Enbridge Gas should reflect on its approach and timeliness for the
2020 application".3
6. Enbridge Gas has followed the Board's direction, and has prepared an application
that is as simple as possible and that can be processed and adjudicated in a
bifurcated manner to allow updated interim rates to be in place for January 1,
2020.
7. With this Application, Enbridge Gas is filing all required supporting evidence in
connection with the IRM adjustment to distribution rates for the EGD and Union
rate zones, including draft Rate Orders. This will allow the Board to consider and
approve distribution rates that can be implemented on an interim basis on
2 EB-2018-0305.
3 EB-2018-0305, Decision and Order on Effective Date, September 23, 2018, at page 5.
Page103
Filed: 2019-10-08
EB-2019-0194
Exhibit A
Tab 2
Schedule 1
Page 3 of 8
January 1, 2020. The items to be reviewed and approved in this regard for each
rate zone are largely mechanistic and include:
• the annual rate escalation, as determined by a price cap index ("PCI"),
where PCI growth is driven by an inflation factor using GDP IPI FDD, less a
productivity factor of zero and a stretch factor of 0.30%;
• the pass -through of routine gas commodity and upstream transportation
costs, demand side management cost changes, lost revenue adjustment
mechanism changes for the contract market, and average use/normalized
average consumption;
• capital pass -through adjustment;
• PDO rate adjustment; and
• the continuation of certain deferral and variance accounts.
8. As soon as possible after the filing of this Application, Enbridge Gas plans to file
further evidence addressing two discrete items that can be reflected and
implemented when final rates are approved.
9. First, Enbridge Gas will file Incremental Capital Module (ICM) request for one or
two projects. The supporting evidence for the ICM request will be filed by late
October 2019.
10. Second, as required by the MAADs Decision', Enbridge Gas will file a cost
allocation study for the Union rate zones that takes into account four projects
(Panhandle Reinforcement, Dawn -Parkway expansion including Parkway West,
Brantford-Kirkwall/Parkway D and the Hagar Liquefaction Plant) and that includes
a proposal for addressing TransCanada's C1 Dawn to Dawn TCPL service. This
evidence will be filed by mid November 2019.
Page104
Filed: 2019-10-08
EB-2019-0194
Exhibit A
Tab 2
Schedule 1
Page 4 of 8
11. Enbridge Gas therefore applies to the Board for such final, interim or other
Orders, accounting orders and deferral and variance accounts as may be
necessary in relation to approve:
• Interim and final rates for the year commencing January 1, 2020, including
all adjustments resulting from the application of Enbridge Gas's Board -
approved IRM;
• The continuation of approved deferral and variance accounts for 2020;
• The request for ICM funding;
• Any rate and rate class adjustments that the Board deems to be
appropriate and required in light of the Union rate zone cost allocation
study; and
• The determination of all other issues that bear upon the Board's approval
or fixing of just and reasonable rates for the sale, distribution, transmission,
and storage of gas by Enbridge Gas for the year commencing January 1,
2020.
12. Enbridge Gas respectfully requests that the Board establish a process to allow the
IRM rate adjustment to be reviewed and approved by November 29, 2019, so that
the resulting rates can be implemented on an interim basis in conjunction with the
January 1, 2020 ARAM application. Implementing these rates on an interim basis
effective January 1, 2020 reduces the impact of out of period adjustments on
customers.
13. Alternatively, Enbridge Gas requests that the Board approve the rates resulting
from the IRM rate adjustment on an interim basis by November 29, 2019, without
making a final determination on the merits. This would allow updated distribution
rates to be in place for January 1, 2020, and would preserve the rights of the
Board to make a later decision (with any appropriate process and participation of
4 MAADs Decision, at page 41.
Page105
Filed: 2019-10-08
EB-2019-0194
Exhibit A
Tab 2
Schedule 1
Page 5 of 8
other parties) that could be implemented into final rates on a full year basis along
with any impacts of the other items in this Application (ICM and cost allocation
study).
14. Enbridge Gas respectfully requests that the Board establish a further process to
consider the additional items being filed for approval — the ICM request and the
cost allocation study. Enbridge Gas proposes that these items can be reviewed
through one process, and that any resulting approvals can be implemented
through the approval of final rates and rate rider(s).
APPROVAL REQUESTS
15. The specific approvals sought in this Application are as follows:
• Interim rates for the year commencing January 1, 2020, including all
adjustments resulting from the application of Enbridge Gas's Board -
approved IRM, to be approved by November 29, 2019 for implementation
on January 1, 2020 along with the ARAM Application for the same date;
• The continuation of approved deferral and variance accounts for 2020;
• The request for ICM funding
• Final rates for the year commencing January 1, 2020, including the full -
year impact of all items included in the Application (IRM rate adjustment,
ICM request and any rate and rate class adjustments that the Board deems
to be appropriate and required in light of the Union rate zone cost
allocation study); and
• The determination of all other issues that bear upon the Board's approval
or fixing of just and reasonable rates for the sale, distribution, transmission,
and storage of gas by Enbridge Gas for the year commencing January 1,
2020.
Page106
Filed: 2019-10-08
EB-2019-0194
Exhibit A
Tab 2
Schedule 1
Page 6 of 8
16. Enbridge Gas further applies to the Board pursuant to the provisions of the Act
and the Board's Rules of Practice and Procedure for such final, interim or other
Orders and directions as may be appropriate in relation to the Application and the
proper conduct of this proceeding.
17. This Application is supported by written evidence and may be amended from time
to time as circumstances require.
18. The persons affected by this application are the customers resident or located in
the municipalities, police villages and First Nations reserves served by Enbridge
Gas, together with those to whom Enbridge Gas sells gas, or on whose behalf
Enbridge Gas distributes, transmits or stores natural gas.
19. Approval of the IRM rate adjustment set out in this Application will result in the
following bill impacts:
• the net annual bill increase for a typical EGD residential customer
consuming 2,400 m3 per year will be approximately $7.53 per year for sales
service customers and $7.51 per year for bundled direct purchase
customers, each excluding any 2020 ICM impacts;
• the net annual bill increase for a typical Union South residential customer
consuming 2,200 m3 per year will be approximately $4.26 per year for sales
service customers and $4.19 per year for bundled direct purchase
customers, each excluding any 2020 ICM impacts; and
• the net annual bill increase for a typical Union North residential customer
consuming 2,200 m3 per year will range from approximately $5.03 to $5.80
per year for sales service customers and bundled direct purchase
customers, each excluding any 2020 ICM impacts.
Page107
Filed: 2019-10-08
EB-2019-0194
Exhibit A
Tab 2
Schedule 1
Page 7 of 8
Approval of the ICM request will have a bill impact of less than $2.00 during 2020
for a typical residential customer in all rate zones.
The address of service for Enbridge Gas is:
- and -
Enbridge Gas Inc.
500 Consumers Road
Willowdale, Ontario
M2J 1 P8
Attention: Mark Kitchen
Director, Regulatory Affairs
Telephone: (519) 436-5275
Fax: (519) 436-4641
Email: EGIReg ulatoryProceedings(cbenbridge .com
mark. kitchen R-enbridge. com
Aird & Berlis LLP
Brookfield Place, P.O Box 754
Suite 1800, 181 Bay Street
Toronto, Ontario
M5J 2T9
Attention:
David Stevens
Telephone:
(416) 863-1500
Fax:
(416) 863-1515
Email:
dstevens(aD-airdberlis.com
Page108
Filed: 2019-10-08
EB-2019-0194
Exhibit A
Tab 2
Schedule 1
Page 8 of 8
DATED October 8, 2019, at Toronto, Ontario
ENBRIDGE GAS INC.
(Original signed by)
Rakesh Torul
Technical Manager,
Regulatory Applications
Page109
Enbridge Gas Inc. has applied to raise its natural gas rates effective
January 1, 2020
Learn more. Have your say.
Enbridge Gas Inc. has applied to the Ontario Energy Board for approval to raise its natural gas rates
effective January 1, 2020, based on a rate -setting framework and other adjustments previously
approved by the Ontario Energy Board for the period 2019-2023. The rates are set using a formula that
is tied to inflation and other factors intended to promote efficiency. If the request is approved, a typical
residential customer in the EGD Rate Zone and in the Union Rate Zones (former customers of Enbridge
Gas Distribution Inc. and Union Gas Limited, respectively) would see the following increases:
■ ate Zones
EGD
Residential Annual Bill Increase
$7.53
Union South
$4.26
Union North East
$5.07
Union North West
$5.80
Enbridge Gas Inc. has also applied to recover capital expenditures related to two projects that
are not part of Enbridge Gas Inc.'s regular capital expenditure plan. Enbridge Gas Inc. states that
if this request is approved, it will increase the above -noted bill impact in the EGD Rate Zone by
an additional $0.40 per year and the above -noted bill impact in the Union South Rate Zone by an
additional $1.49 per year.
Enbridge Gas Inc. also states that in November 2019 it will file a cost allocation study for the Union
Rate Zones, including a proposal to address TransCanada's C1 Dawn to Dawn TCPL service.
Other customers may also be affected. It is important to review the application carefully to
determine whether you will be affected by the changes.
THE ONTARIO ENERGY BOARD IS ALSO HOLDING A PUBLIC HEARING
The Ontario Energy Board (OEB) will hold a public hearing to consider the application filed by Enbridge Gas Inc. We
will question Enbridge Gas Inc. on the case. We will also hear questions and arguments from individual customers and
from groups that represent the customers of Enbridge Gas Inc. At the end of this hearing, the OEB will decide whether
the rate increase requested in the application will be approved.
The OEB is an independent and impartial public agency. We make decisions that serve the public interest. Our goal
is to promote a financially viable and efficient energy sector that provides you with reliable energy services at a
reasonable cost.
BE INFORMED AND HAVE YOUR SAY
You have the right to information regarding this application and to be involved in the process.
• You can review the application filed by Enbridge Gas Inc. on the OEB's website now.
• You can file a letter with your comments, which will be considered during the hearing.
• You can become an active participant (called an intervenor). Apply by November 11, 2019 or the hearing
will go ahead without you and you will not receive any further notice of the proceeding.
• At the end of the process, you can review the OEB's decision and its reasons on our website.
LEARN MORE
Our file number for this case is EB-2019-0194. To learn more about this hearing, find instructions on how to file letters or
become an intervenor, or to access any document related to this case, please enter the file number EB-2019-0194 on the
OEB website: www.oeb.ca/participate. You can also phone our Consumer Relations Centre at 1-877-632-2727 with
any questions.
ORAL VS. WRITTEN HEARINGS
There are two types of OEB hearings - oral and written. The OEB will determine at a later date whether to proceed
by way of a written or oral hearing. If you think an oral hearing is needed, you can write to the OEB to explain why by
November 11, 2019.
PRIVACY
If you write a letter of comment, your name and the content of your letter will be put on the public record and the OEB
website. However, your personal telephone number, home address and e-mail address will be removed. If you are a
business, all your information will remain public. If you apply to become an intervenor, all information will be public.
This hearing will be held under section 36 of the Ontario Energy Board Act, S.O. 1998 c.15 (Schedule B).
L®1
Ontario
-t—, E, ,gy co i-i., de re�e,a�e
B"Page,110
TOP AGGREGATE PRODUCING MUNICIPALITIES IN ONTARIO
coo Township of North Dumfries
2958 Greenfield Road
P.O. Box 1060
Ayr, Ontario NOB 1 EO
October 30th, 2019
Chair: Sue Foxton
Vice -Chair: Scott Macpherson
Hon. John Yakabuski,
Minister of Natural Resources & Forestry
Whitney Block, 6th Floor, Room 6630
99 Wellesley Street North
Toronto, Ontario M7A 1 W3
Dear Minister Yakabuski
Re: Response to Proposed Amendments to the Aggregate Resources Act
ERO Number 019-0556
On behalf of the Top Aggregate Producing Municipalities in Ontario (TAPMO), I am
submitting our response to the proposed amendments to the Aggregate Resources Act
as sponsored by your Ministry.
TAPMO represents over forty (40) local Municipalities across Ontario that have
significant reserves and annual production of aggregate, stone and sand materials.
TAPMO's membership is diverse in its composition, however, we share the common
perspective that local Municipalities have a vital role to play in ensuring a sustainable
aggregate industry for Ontario and as an Association representing aggregate rich
communities. TAPMO members seek to develop long-term best practices and
constructive, sustainable solutions that will ultimately benefit all stakeholders. In this
capacity TAPMO plays a vital role in interpreting legislation and Municipal priorities.
TAPMO is also uniquely positioned to lead and facilitate discussions.
In this context TAPMO provides the following comments on the proposed amendments
to the Aggregate Resources Act.
A. General Observation and Statement
TAPMO recognizes that the Province is expected to periodically update legislation to
ensure its policies accurately reflect the sitting government's priorities.
As a general statement, however, we would ask that the Province provide more detail
and context to the information presented through ERO Number 019-0556. The
Page111
Page 2 of 10
Hon. John Yakabuski
ERO Number 019-0556
October 30t", 2019
contents of the on-line posting are broadly worded statements that lack detail and
specifics. TAPMO wants to ensure that the changes proposed by the Government
achieve the intended goals when implemented while simultaneously aligned with the
balance and forward looking perspective of ensuring access to aggregate related
material in a comprehensive, sustainable and thoughtful manner. We ask and
encourage the Province to consider providing more guidance and details in this respect
before finalizing the amendment to the Act.
B. Below the Water Table Extraction
The rural countryside is vitally dependent upon a sustainable and secure groundwater
regime. Groundwater supplies individual wells for area farms, businesses and
residents, and, as a baseflow contribution to area watercourses, wetlands and
associated natural features and systems. In some areas of the Province, the rural
countryside represents the recharge area and the groundwater system supports large
production wells for adjacent urban centres.
Municipal Councils, because of the decisions associated with land use activity
implemented through By-laws approved under the authority of Section 34 of the
Planning Act, could be drawn into a liability claim if there are off -site impacts associated
with the operation of a pit / quarry where extraction of materials occurs below the water
table. If the Province moves forward with the proposed amendments, the Act should
indemnify Municipalities and their respective Councils from legal exposure and claims.
An inherent weakness exists within the current regime and would be further
exasperated under the proposed Amendments to the Aggregate Resources Act. Local
Municipalities are responsible for establishing permitted land use activities through
General Zoning By-laws and amendments thereto. A License cannot be issued by the
Ministry under the Aggregate Resources Act for a landholding that does not have the
appropriate zone classification and associated permissions. The Province, under the
proposed amendments to the Act have stated that the decision to permit extraction
below the water table is within the domain of the Ministry through its administration and
approval process.
TAPMO firmly believes that local Municipalities should be part of this review and
decision making process.
TAPMO is concerned about how extraction below the water table fits with the
foundational principles of drinking water source protection. As a general principle,
since protecting drinking water is essential to human health, the fundamentals of the
economy and the natural environment, why would any extraction below the water table
be permitted?
Telephone: (519) 632-8800 Fax: (519) 632-8700 Email to mo(@northdumfries.ca
Page112
Page 3 of 10
Hon. John Yakabuski
ERO Number 019-0556
October 301h, 2019
If extraction below the water table is to be permitted by the Province, the cumulative
effects of extraction needs to be clearly articulated, studied and assessed. As can be
witnessed from the attached Aerial Photo No. 1 (extract from Township of Puslinch)
there are several quarries and pits in close proximity to each other. The Aggregate
Resources Act only requires on the Application Submission to identify and assess any
potential impacts of extraction on natural features and systems on or within 120 metres
of the site. Similarly the hydrogeological functions only require the assessment and
potential impact on the site or the zone of influence.
Township of Puslinch
Aerial Photo No. 1
Telephone: (519) 632-8800 Fax: (519) 632-8700
Email tapmo(cD-northdumfries.ca
Page113
Page 4 of 10
Hon. John Yakabuski
ERO Number 019-0556
October 3011, 2019
Part of the problem is that each site is assessed on its own merits and assessment.
The cumulative effects of aggregate extraction below the groundwater table is not
explicitly outlined as a requirement for review and consideration. TAPMO strongly
believes that any consideration for extraction below the water table should be assessed
in a comprehensive fashion, including cumulative impact and assessment.
C. Prohibition on Vertical Zoning by Municipalities
The Province is proposing to amend the Aggregate Resources Act to prohibit
Municipalities from regulating the depth of aggregate extraction in General Zoning By-
laws or amendments thereto. TAPMO does not support this proposed change for the
following reasons:
A municipality's authority to restrict the use of land under the Planning Act
includes the right to set both the horizontal and vertical boundaries of the
permitted use as set out in Section 34. Therefore, municipalities have the
authority to set the vertical limits of a mineral aggregate operation through
zoning;
Extraction of aggregates close to, or below the water table has the
potential to impact the quantity and quality of water, including vulnerable
and sensitive groundwater resources. Many municipalities and/or private
individuals and businesses across Ontario rely on groundwater for their
potable water supply. It is therefore inappropriate to prevent Municipalities
from using Zoning By-laws to protect their valuable groundwater
resources;
iii. Currently, any operator licensed for an above -water -table pit can apply to
extend extraction down into the water table. All that is required is a site
plan amendment approved by the Ministry. Such an amendment may or
may not be circulated to Municipalities, and if circulated, they have a
limited role in the review and no right of appeal. To address this issue,
some Municipalities have passed Zoning By-laws that would trigger a
Zone change application whenever an operator applies to increase the
depth of extraction. This process enables the Municipality to require the
submission of studies, and identify any potential groundwater issues, prior
to the approval of an amendment to the By-law; and,
iv. On a more regular basis aggregate, concrete and asphalt recycling is
occurring as permissive activities. It may be appropriate in certain
instances to provide a greater separation between the storage /
processing area to protect the groundwater regime. As site conditions
Telephone: (519) 632-8800 Fax: (519) 632-8700 Email tapmo@northdumfries.ca
Page114
Page 5 of 10
Hon. John Yakabuski
ERO Number 019-0556
October 30th, 2019
are variable, vertical zoning can be an effective tool to identify these
localized conditions and provide the appropriate measure of security-
D. Public Engagement for Site Plan Amendments relating to Water Resources
The Province is proposing to introduce a more robust application process for existing
aggregate operators that want to extract within the water table, however, there are
limited details on this proposal in the draft amendment.
The process at a high level as proposed by the Province may potentially allow for
increased public engagement on site plan amendments that may impact water
resources. It may also allow Municipalities and others to formally object to such
amendments to the Ministry and give parties the right to appeal to the Local Planning
Appeal Tribunal (LPAT) if their concerns are not addressed.
TAPMO supports the overarching principle of the proposed change and believe it would
help increase the level of Municipal involvement whenever existing operators propose to
increase the depth of extraction below the water table. Currently, the Ministry has the
sole discretion to decide whether and to whom to circulate any such requests, and there
are no rights of appeal. If adopted, this change could provide for public consultation
and notification to Municipalities, who would have input into the technical studies
necessary for the proposed site plan amendments. This would effectively give
Municipalities and others the right to appeal which could achieve the same objectives
sought through vertical zoning noted above in Section C of this correspondence.
TAPMO encourages the Province to implement a more robust application process for
site plan amendments that may impact water resources. TAPMO also believes,
however, that further modifications are required so that the new process would also
apply to situations where:
An existing above -water -table operation applies for permission to extend
extraction below 1.5 metres of the water table;
An existing below -water -table operation applies for permission to extract
deeper underground and penetrate the aquitard overlying a municipal
aquifer.
Finally, TAPMO requests that the Province furnish additional details on this proposed
process so that further comments can be provided. Groundwater resources are to
fragile and vulnerable --- we need to get this right.
Telephone: (519) 632-8800 Fax: (519) 632-8700 Email tapmoPnorthdumfries.ca
Page115
Page 6 of 10
Hon. John Yakabuski
ERO Number 019-0556
October 30th, 2019
E. Aggregate Haul Routes
The Province is proposing to significantly alter how aggregate haul routes are
considered under the Aggregate Resources Act such that the Minister and the LPAT,
when making a decision about issuing or refusing an aggregate license, cannot impose
conditions requiring agreements between municipalities and aggregate operators
regarding aggregate haulage.
This change would apply to all applications in progress where a decision by the Minister
or the LPAT has not yet been made. Municipalities and aggregate producers could
enter into agreements only on a voluntary basis.
TAPMO does not support these proposed changes. In considering applications for a
new or expanding aggregate operation, Municipalities typically require applicants to
carry -out reasonable road improvements (e.g., installing turn lanes, facilitating safe
access to and from the site), or to direct truck traffic to certain haul routes. These
requirements are often secured through agreements between the Municipality and the
aggregate operator. As such, it is essential that Municipalities maintain the ability to
require applicants to enter into agreements related to reasonable roads improvements
and aggregate haul routes.
TAPMO requests that the Province not amend the Act such that the Minister and the
LPAT cannot impose conditions requiring agreements between municipalities and
aggregate producers relating to reasonable road improvements and aggregate haulage-
F. Minor Expansions into Road Allowances
The Province is proposing appropriate mechanisms to facilitate the amendment to an
existing abutting license on private property to accommodate minor expansions onto /
through a road allowance where the Municipality is an agreeable partner. TAPMO
supports this objective.
G. Public Notification and Consultation Requirements
The Province through the proposed amendment has identified that it is reviewing its current
application requirements for new aggregate sites, including public notification and
consultation requirements. While the Province has not released any details, TAPMO
would be supportive of any measures that would enhance the current public participation
process.
The current zoning and licensing process for new aggregate operations follows a dual
process under the Planning Act and the Aggregate Resource Act. The process can be
fairly complex and difficult to navigate for community members who are less familiar
with aggregate terminology and planning procedures. A common complaint is that more
Telephone: (519) 632-8800 Fax: (519) 632-8700 Email tapmo(@,northdumfr es.ca
Page116
Page 7 of 10
Hon. John Yakabuski
ERO Number 019-0556
October 301h 2019
time and clearer information is needed for the public to participate effectively in the
process. Where public concerns cannot be satisfactorily resolved, this can result in
costly and protracted LPAT hearings that effectively take the final decision out of the
hands of Council and the public.
H. Streamlining Compliance Reporting
At present the Act requires aggregate operators to conduct an annual self -assessment
of their aggregate operation and to submit a Compliance Assessment Report to the
Ministry and the host Municipality.
In practice, these standardized reports are simply collected by the Ministry and are not
systematically reviewed for errors or omissions. The Province is now proposing to
streamline these compliance reporting requirements through the amendment to the Act.
While TAPMO can appreciate the need for streamlining, the Province has not released
any details on how the current compliance reporting process would be changed. It is
important to maintain a high level of compliance reporting, particularly for larger
aggregate sites, to ensure compliance with the Act and to monitor rehabilitation and
public safety matters. TAPMO is concerned that the proposed change could potentially
downgrade the current self -compliance assessment process which would be detrimental
in the context of more complex operations where there is a greater possibility of impact
on the groundwater regime and/or area environmental features.
I. Rehabilitation
The issue of rehabilitation was not extensively discussed in the proposed Amendment
to the Act.
The Province is considering new regulations that would require more enhanced reporting
from aggregate operators on the progress of their rehabilitation efforts. This reporting
process would require operators to provide more context and detail on where, when and
how rehabilitation is or has been undertaken. The content, scope and frequency of the new
reporting process would be prescribed through regulations under the Act, which have yet to
be released by the Province.
TAPMO supports this proposed change to better monitor and help improve rehabilitation
rates in Ontario. However, we note that enhanced reporting on rehabilitation will not in
itself result in higher rehabilitation rates. Other potential measures that the Province
could include to improve the timely rehabilitation of lands would be to require security
deposits, establishing tighter rehabilitation timelines, and increasing enforcement and
fines for unnecessary delays in rehabilitation.
Telephone: (519) 632-8800 Fax: (519) 632-8700
Email tapmoftnorthdumfries.ca
Page117
Page 8 of 10
Hon. John Yakabuski
ERO Number 019-0556
October 30th, 2019
TAPMO continues to express concerns about the lack of comprehensive rehabilitation
of aggregate sites where there are abutting properties. Recognizing that most
aggregate sites were initially agricultural operations, it is important that the appropriate
level of rehabilitation occur to avoid sterilization of the land and return the lands to
productive use.
As can be seen on Aerial Photo Number 2 (Township of North Dumfries) there is a
dominance of existing and pending aggregate operations occurring within this
concession block. Each property has its own rehabilitation plan with the typical 3:
side slopes at the site perimeter. These lands represented a block of significant
investment in agriculture and supported a range of grain crops.
Township of North Dumfries
Aerial Photo No. 2
Telephone: (519) 632-8800 Fax: (519) 632-8700 Email to mo northdumfries.ca
Page118
Page 9 of 10
Hon. John Yakabuski
ERO Number 019-0556
October 30th, 2019
In the absence of comprehensive rehabilitation and the coordination / integration
between licensed areas, the land base for agricultural purposes will be marginalized
when it is returned back to its end use.
TAPMO seeks a more definitive statement and direction from the Province with the
amendments to the Act addressing the issue of comprehensive rehabilitation.
J. Recycling — Concrete, Aggregate and Asphalt Products
The proposed amendment to the Act is silent on the issue of recycling and blending of
spent aggregate materials (ie: concrete and asphalt) with virgin material for reuse in
the marketplace. Operators are being more progressive and are seeking recycling
opportunities as permissive uses within the notes on their site plans and licenses.
In principle, TAPMO supports the premise of recycling as it has to be recognized that
stone, sand and gravel are finite resources. Also, the efficient and proper utilization of
recycled materials will slow down the need for virgin materials which may delay the
opening of new pits or quarries.
The concern of TAPMO, however, is the lack of studies and analysis on recycled
materials and their contents (ie: co -mingled products like drywall, etc). Best practices
and regulations should be drafted to provide more direction on appropriate handling,
sorting and storage of the recycled product especially in the context of the protection of
the groundwater regime. Follow up information should be provided by the Province in
this regard.
K. Fees
The proposed amendment to the Act does not speak to or address the issue of fees
paid to lower tier or upper tier municipalities. TAPMO seeks discussions with the
Province and the Ontario Stone Sand & Gravel Association to pursue amendments and
enhancements to the present fee structure.
Pre-2017, the aggregate industry and Municipalities had initial discussions about an
amount equivalent to $0.54 per tonne. Recognizing that road building costs are a
significant investment by Municipalities and that the aggregate industry does not pay
Development Charges for their operations, it is time to reopen and move forward with
an adjustment in the fee structure.
Further, TAPMO recommends that the annual indexation for the fee should be tied to
the Construction Price Index.
Telephone: (519) 632-8800 Fax: (519) 632-8700 Email tapmoCd)northdumfries,ca
Page119
Page 10 of 10
Hon. John Yakabuski
ERO Number 019-0556
October 30th, 2019
TAPMO and members of the Executive would welcome the opportunity to meet with you
and senior members of your Staff to discuss the proposed amendments to the
Aggregate Resources Act and to elaborate on the contents of this submission. We
believe that constructive two-way dialogue on the proposed Amendments would be
appropriate and mutually beneficial.
On behalf of TAPMO and its member municipalities, I look forward to on -going
discussions on this matter and the request for a meeting with your Office.
Yours truly,
Sue Foxton, Chair
[Mayor, Township of North Dumfries]
Copy to:
Mike Harris Jr., Parliamentary Assistant, Ministry of Natural Resources & Forestry
Brock Vandrick, Chief of State, Minister of Natural Resources & Forestry
Adam Bloskie, Director of Policy & Stakeholder Relations, MNRF
Monika Turner, Director of Policy, Association of Municipalities Ontario
TAPMO Member Municipalities
Telephone: (519) 632-8800 Fax: (519) 632-8700
Page120
Email tapmo ._northdumfries.ca
Subject: FW: Our Health Care
---------- Forwarded message ---------
From: Donna Metcalf -Woo <dmetcalfwool@gmail.com>
Date: Fri, Nov 1, 2019 at 12:25 PM
Subject: Fwd: Our Health Care
To: afoster@clarington.net <afoster@clarington.net>, Hooper, Ron <rhooper@clarington.net>, Zwart, Margaret
<mzwart@clarington.net>, <ctraill@clarington.net>, Anderson, Granville <ganderson@clarington.net>,
<Ineal@clarin�ton.net>, <iiones@clarin�ton.net>
Cc: <agreentree@clarington.net>, <clerk@clarington.net>
Dear Mayor Foster and Members of Council,
Further to my recent e-mail with my premature congratulations, I wish to bring your attention to correspondence
agenda item 10.2 of your November 4th General Government Committee meeting.
This resolution is part of a cross -province initiative originated by the Ontario Health Coalition. It calls for the Ford
government to halt the closures, mergers, and cuts to local health care services, particularly impacting Public Health
Units, paramedic services and dispatch centres, as well as local hospitals and long-term care facilities. The Ontario
Health Coalition is also trying to stop any attempts to privatize health care. The cuts offload costs to municipalities,
forcing them to cut services or increase local taxes, so there is a broad consensus from the left to the right of the
political spectrum against them. In additional there is overwhelming public support to protect our health care services.
I wish to inform you that this week, the City of Peterborough joined Toronto, Lambton County, Kingsville, and others to
pass a municipal council resolution from the Ontario Health Coalition calling on the Ford government to stop its
cuts/plans to eliminate local public health, ambulance/paramedic, hospital and long-term care services.
Additional information may be found here https://www.ontariohealthcoalition.ca/index.php/update-mounting-health-
care-cuts
As a strong supporter and member of the Ontario Health Coalition, I am asking you to support support this resolution to
save our local health care services. In so doing, you will be joining with municipal councils across Ontario.
In conclusion, I would like to thank you for taking the time to read this e-mail, and it would please me greatly if I am able
to "resend" my thank you e-mail and let our community know that you support our public health care system.
Regards,
Donna Metcalf -Woo
Ward 4, Newcastle ON
cc: Anne Greentree, Clerk - please include as addendum to General Government Committee Agenda for November 4th,
2019
Page 121
Orono DBIA Meeting September, 12, 2019 — 9 am Apple Blossom Flower Shoppe
Present: Melissa Margaret, Karen Lowery, Yvonne Maitland, Heather Maitland, Julie Cashin-Oster,
Tammy Rydell, Gavin Crabb, Lisa Roy
Minutes of the August 1, 2019 meeting were approved.
Financial Report: As of August 31, 2019, bank balance is $12,967.00
Economic strategy Wednesday, September 25th at 7:00 send out reminder to BIA members
Christmas Wreaths and Garlands
Recycle/sell old Christmas wreaths (12 wreaths). If we can sell them, we will donate money to Santa
Claus parade. Ian has given us a quote for $20,515.15 to purchase 10 48-inch wreaths. These will
include LED lights and the quote includes installation.
Yvonne from Apple Blossom Flowers has quoted us $1,625.40 to purchase 32 9 ft artificial garlands
which can be placed on the black railing on the East side of Main St.
Motion: Karen Lowery
BIA to send a letter to the municipality to ensure that we will receive $22,140.55 from the big box
money to purchase wreaths and garlands.
Second: Julie Cashin-Oster
Motion Approved
Wreaths & decoration need to be up by November 121n
Santa Claus parade November, 23rd
Pumpkin Walk - Friday, November 1st 6:00-8:00 pm
Ask Mark Rutherford if me wants to MC.
Mel to ask the town hall board if we can partner and show a movie at 7 pm. Anyone that enters the
costume contests gets free admission to the movie. Selling snacks to offset costs of movie rental
Contest for the best adult costume and kids costume. Donations from local businesses to make a gift
basket for one adult and child winner.
Free hot chocolate: Yvonne will serve at Apple Blossom Flowers plus raffle for a free arrangement.
Posters: Mel will make for businesses to put up
Local residents remind them to donate their used Halloween pumpkins - Dave from Kendal Hills
Farms to feed to his livestock.: Mel to contact.
Page122
Meeting adjourned at 10:15 am
Page123
Town of The Blue Mountains
32 Mill Street, Box 310
THORNBURY, ON NOH 2P0
https://www.thebluemountains.ca
OFFICE OF: Mayor Alar Soever
Email: asoever@thebluemountains.ca
Phone: 519-599-3131 Ext 400
Sent via E-mail
October 4, 2019
Ministry of Municipal Affairs and Housing
Hon. Steve Clark I Minister I minister.mah@ontario.ca
777 Bay Street, 17th Floor
Toronto, ON MSG 2E5
Dear Minister Clark,
RE: Integrity Commission Matters
Since the Province required all municipalities to have Integrity Commissioners ("ICs"), we have noted that although
this is a quasi-judicial role, few if any decisions by Integrity Commissioners refer to British Common Law
precedents, or any precedents for that matter.
In addition, there seems to be quite a difference of opinion on matters between Integrity Commissioners. As an
example, our IC takes the position that in all cases the Complainant should never be named in a report, even when
they are another member of Council, while at the County level, our County IC, states that she would almost always
name the complainant in these circumstances, unless it was a personal matter. Her test would be whether it was a
matter of public interest.
As a result of this confusion on behalf of the Town of The Blue Mountains, please note the following resolution
passed by Council on September 30, 2019:
Moved by: Rob Potter Seconded by: Peter Bordignon
WHEREAS the system of justice in Ontario is based on the British system of Common Law which bases
decisions on legal precedents;
AND WHEREAS the decisions of Integrity Commissioners in settled cases could provide guidance to all
involved in Municipal Government in Ontario as well as to the people they serve;
BE IT THEREFORE RESOLVED that the Code of Conduct Sub -Committee recommends that the Council of
the Town of The Blue Mountains requests that the Ontario Ministry of Municipal Affairs and Housing
create a searchable database of all matters placed before all Integrity Commissioners within the province
and the resolution of such matters;
AND FURTHER BE IT RESOLVED THAT this resolution be circulated to all municipalities in Ontario via the
Association of Municipalities of Ontario, Carried.
Please do not hesitate to contact me if you have any questions or comments.
Yours Truly,
a&, jv-��
Mayor Alar Soever
Town of The Blue Mountains
CC: Mayor and Council, Town of The Blue Mountains (via e-mail)
Shawn Everitt, CAO, Town of The Blue Mountains (via email)
Municipalities in Ontario (via -email)
Page 124
2021 Division Road North
Kingsville, Ontario N9Y 2Y9
Phone: (519) 733-2305
www.kingsville.ca
kingsvilleworks@kingsville.ca
SENT VIA EMAIL
October 25, 2019
The Honourable Doug Ford, Premier
Legislative Building
Queen's Park
Toronto, ON M7A 1A1
Dear Premier Ford:
RE: LOCAL HEALTH CARE SERVICES
At its Regular Meeting held on October 15, 2019 Council of the Town of Kingsville
passed the following Resolution:
"533-2019
Moved By Councillor Kimberly DeYong
Seconded By Councillor Larry Patterson
WHEREAS public health care consistently ranks as the top priority in public opinion
polls, and;
WHEREAS Public Health provides vital health promotion and prevention services based
on the unique demographic and economic, social, and cultural needs of our
communities; and;
WHEREAS the evidence from hospital amalgamation in Ontario and across Canada is
that they have cost billions of dollars and have not yielded the promised administrative
savings but have taken money away from frontline care, and;
WHEREAS there is no evidence to support the proposed closure of 25 out of 35 local
Public Health Units, the closure of 12 of 22 local ambulance dispatch centres, and the
closure of 49 out of 59 local ambulance services, and;
WHEREAS there is a deep consensus among virtually all stakeholders that increasing
acuity in our long-term care homes requires additional staff and resources, not
Page125
cancellation of the two special funds and real dollar cuts to per diem funding of our long-
term care homes, and;
WHEREAS our local hospitals have been downsized for an entire generation and
cannot meet population needs while sustaining real dollar cuts to hospital global
budgets.
THEREFORE BE IT RESOLVED:
That The Corporation of the Town of Kingsville calls upon the Ontario government to
halt the closures of, mergers of, and cuts to our local health care services including
Public Health Units, land ambulance services, hospitals and long-term care homes and
the Town of Kingsville forward this resolution to all municipalities in the Province of
Ontario."
Yours very truly,
Jennifer Astrologo, B.H.K. (Hons), LL.B.
Director of Corporate Services/Clerk
Corporate Services Department
jstrologo@kingsville.ca
cc: Association of Municipalities of Ontario (AMO)
cc: All Ontario Municipalities
cc: Taras Natyshak, MPP
cc: Windsor -Essex County Health Unit
Page126
0 rl n
ClatVgt011
Memo
If this information is required in an alternate format, please contact the Accessibility
Co-ordinator at 905-623-3379 ext. 2131
To: Mayor and Council
From: Trevor Pinn, CPA, CA — Director of Finance / Treasurer
Date: November 1, 2019
Subject: Orono BIA Requests for Funds
File:
Staff are in receipt of a request from the Orono BIA to utilize funds from their reserve
fund which were attributable to the "West End Money". This request is similar in nature
to the request in January 2019 from the Newcastle BIA which was approved by Council.
As the request for the funds is tied directly to a beautification project, it is Staff's opinion
that the "West End Money" may be used.
The proposed resolution, if Council supports the release of funds, would be:
That the Director of Finance is authorized to issue a cheque to the Orono BIA in an
amount not to exceed $23,000 from the Orono BIA Reserve Fund for the purchase of
Christmas wreaths.
Thank you,
Trevor Pinn, CPA, CA
Director of Finance / Treasurer
The Corporation of the Municipality of Clarington
40 Temperance Street, Bowmanville ON L1 C 3A6 1 905-623-3379
Page127
Subject: FW: Letter to Council regarding updating parking bylaws
From: Maynard Maynard [mailto:eltonlisal90@gmail.com]
Sent: October-27-19 7:01 PM
To: Greentree, Anne <agreentree@clarington.net>
Subject: Letter to Council regarding updating parking bylaws
Good Day
Hope this email reaches you well and would like to apologies for the delay however I informed
you I was taken up with my sons wedding.
After meeting with you on October 1 st, 2019 you suggested I send in an email to you to which you
will ensure reaches to council regarding parking bylaw updates. As you know have been subject an
on going parking issue and is hoping our input on updating the parking bylaw which is currently on
the city's agenda will be considered. We have read some of the parking complaints from how
owners and we do agree there is a problem to which there will be no easy fix however there is one
that that should be upheld and that is the 3 hour on street parking. Three hours is tolerable however
24 hours for days is unbearable
The reason for his email is a slim chance BUT hope for clarington parking bylaw to be updated to
which has been in existence for the last 35 years. Bowmanville is growing and with growth comes
change.
Our reason for inputting on change is based on a disturbing, unreasonable and unfair parking
situation we have been enduring since we moved to Bowmanville in July of 2019. We as new
homeowners to Bowmanville have to endure a vehicle with ladders parked for hours at a time and
at times for days without moving being parked directly opposite our driveway.
The homeowner has converted his two car garage into a workshop and now parks directly opposite
our driveway which he has made his permanent parking spot.
During our meeting on October 1, 2019 we have been informed there is a free parking permit for 7
days a year to accommodate visiting families, this is without a doubt a great program to put
homeowners at ease, however it is not fair that a homeowner manipulates this free program to his
own selfish gain.
Also there is another program with a cost for a month at a time which is on street parking which is
really helpful to homeowners with a growing family and as time has changed making it difficult for
kids to leave home, however this program also should have strick stipulations before granted and
not to be abused especially with the low cost by the city.
Page128
We have checked others cities and some don't even allow on street parking which of course is great
for revenue, once you are parked on the street for more than 3 hours you will be ticked, period, no
excuses
Bylaws are made to be implemented and should be respected with absolutely no favors
We have also did some comparisons, for example: hospital parking is not as cheap as Clarington's
on street parking which is disheartening because someone is going to visit their sick.
Well of course that charge of something like $39 a month? goes back to 35 years which was a lot
then however with growth comes change.
In a nutshell:
7 day free permits should only be granted for families with guess visiting for a time and not to
homeowners who leaves their driveway empty to do mechanical work and park their vehicle on the
street
There should not be any on street parking permit for residence especially with the new law since
2019 which allows boulevard parking
Boats should not be allowed to be parked on driveway in a residential area, (mariners will not
make money)
Commercial vehicles should not be labeled by weight but be considered as ANY vehicle used for
monetary gain. Everyone is looking to save a dollar so the city should make revenue based on
enforced bylaws.
We have lived in Durham region for over 30 years and have never witnessed any bylaw not being
obeyed except now in Bowmanville so forgive us for being confused.
We do hope our concerns and input will be appreciated all in good faith.
Thanks in advance for listening to our voice hoping we can make a difference in Bowmanville to
which we proudly choose to make the new city to live.
Lisa and Elton
Page129
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: November 4, 2019
Submitted By: Fred Horvath, Director of Operations
Reviewed By: Andrew C. Allison, CAO
File Number:
Report Subject: 132 Church Street, Bowmanville
Recommendations:
1. That Report OPD-007-19 be received; and
Report Number: OPD-007-19
By-law Number:
Resolution#:
2. That $20,000 from the Rate Stabilization Reserve Fund be used for building renovations
at 132 Church Street.
Page130
Municipality of Clarington
Report OPD-007-19
Report Overview
Page 2
A request has been received from Autism Home Base Durham to lease the unoccupied
space on the second floor at 132 Church Street, Bowmanville. Staff of various departments
has met with representatives to review available space and lease agreement requirements
and determine timing.
1. Background
1.1. Over the years, Council has approved lease agreements with the John Howard Society
and the Oshawa Clarington Association for Community Living for use at 132 Church
Street Bowmanville. In 2016, Oshawa Clarington Association for Community Living
relocated to the former Baseline Community Centre. The space occupied by them has
remained vacant including Court Room One on the second floor.
1.2. Staff has been meeting with representatives from Autism Home Base Durham to
discuss space requirements and the issues of relocating to this building. Autism Home
Base Durham has requested the office areas, Court Room One and the lobby area as
part of a lease agreement effective December 2019. The development of this autism
hub is a critical step in their journey to more deeply serve adults with autism and their
parents/family care givers across their life span.
1.3. As you are aware, due to the age of the building, there is significant inventory of
asbestos containing building materials. These materials are managed in place in
accordance with our Asbestos Management Plan.
1.4. The celling texture coat in Court Room 1 and Lobby area of the second floor had
previously experienced damage as a result of a roof leak which has been resolved with
the replacement of the roof. The prior leaks have resulted in the texture cost
delaminating from the base coat in several areas. These areas have been monitored
and repaired as required however the frequency of repairs have been increasing.
1.5. The impact has not been problematic as this is not an occupied space however if we
are considering leasing this space to be occupied on a full-time basis, this increased the
risk rating substantially and it needs to be dealt with.
Page 131
Municipality of Clarington
Report OPD-007-19
2. Options
Page 3
2.1. Option One: Complete removal /remediation
This would be a type 3 procedure due to the volume and friability of the material being
removed. Cost estimate for this work could approach $ 75,000 consisting of abatement,
air monitoring and ceiling restoration.
2.2. Option Two: Encapsulation
This would involve constructing a ceiling system underneath the existing texture coat.
The system would require localized remediation of material in suspect areas as well as
areas required for installation of the new ceiling system. The finished ceiling system is
designed to allow annual monitoring as required by the AMP in consultation with
Environmental Heath and Safety consultant. Budget for this procedure which includes
abatement, air monitoring and ceiling finished would be $ 20,000. The majority of the
work would be completed in house by the Department's Building Service staff to
manage cost.
Financial Implications
2.3. There are no funds allocated for this work in the 2019 Budget. It is recommended that if
a lease agreement can be executed between the Municipality and the Autism Home
Base Durham, that Council approve Option Two with an expenditure up to $ 20,000
from the Rate Stabilization Fund. If an agreement can be finalized in the next few
weeks, work could be completed before Christmas break.
2.4. In the interim, once a lease is signed, the proposed tenant could move into the office
areas on the second floor which will not be affected by the renovations.
3. Concurrence
This report has been reviewed by the Director of Finance who concurs with the
recommendation.
4. Conclusion
It is respectfully recommended that the improvement at 132 Church street be approved
contingent on a lease agreement with Autism Home Base Durham which will allow them
to expand their program to support families and adults on the autism spectrum.
Staff Contact: Fred Horvath, Director of Operations, fhorvath@clarington.net
There are no interested parties.
Page132
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: November 4, 2019
Submitted By: Anne Greentree, Municipal Clerk
Reviewed By: Andrew C. Allison, CAO
File Number:
Report Subject: Vehicle for Hire By-law
Recommendations:
1. That Report CLD-022-19 be received;
Report Number: CLD-022-19
By-law Number:
Resolution#:
2. That the By-law attached to Report CLD-022-19, as Attachment 1, to regulate the
operation of private transportation services, known as the "Vehicle for Hire By-law"
be approved; and
3. That all interested parties listed in Report CLD-022-19, and any delegations be
advised of Council's decision.
Page133
Municipality of Clarington
Report CLD-022-19
Report Overview
Page 2
Staff recommends changes to Clarington's vehicle for hire by-law regulations (commonly
referred to as the Taxi By-law). The scope of the proposed by-law includes not only taxis
and limousines but also other vehicles for hire services such as Uber and Lyft. The attached
draft by-law reduces regulatory administration, provides better flexibility for the industry
stakeholders, and most importantly it continues to provide for consumer protection and
safety.
1. Background
1.1 The Municipality of Clarington's Taxi By-law (By-law 2005-205) was enacted in 2005
and amended in 2010 and 2015. The taxi industry in Clarington has remained relatively
unchanged with two prominent Taxi Brokers being licensed (Bowmanville Taxi and
Blueline Taxi). As well, a few Limousine Brokers have also been licensed to operate
within Clarington.
1.2 Over the past few years, with the introduction of "ride sharing" companies such as Uber
and Lyft, municipalities have faced regulation challenges. At the same time, the taxi
industry has been challenged to compete with companies that are not regulated in the
same manner as taxis.
1.3 Municipalities throughout Ontario and beyond have since undertaken comprehensive
reviews and many have introduced by-laws that reflect the changing industry. Within
Durham Region, the Town of Whitby has updated their by-law to incorporate ride
sharing companies, and are looking to possibly updating later this year. The Town of
Ajax, and the City of Oshawa are also currently reviewing their Taxi By-law. The City of
Pickering is working towards updating their by-law by the end of 2019.
1.4 Whitby staff have confirmed that they deem their new By-law to be successful in that it
was expanded to include the ride sharing companies and reduced the administrative
burden while ensuring consumer protection and safety.
1.5 Over the past few years, the Municipality has received a few minor complaints related to
the taxi industry. Staff have also received feedback from Clarington's taxi industry that
there are ride sharing companies operating illegally within Clarington resulting in an
unfair advantage and a negative impact to the taxi industry.
Page134
Municipality of Clarington
Report CLD-022-19
Page 3
1.6 In response to the concerns raised, and the understanding of the overall changes
observed within Ontario and beyond, staff undertook a thorough review of the
Clarington taxi regulations. The review involved: industry research across Canada,
with a primary focus within Ontario; a public open house meeting to provide an
explanation of the by-law and to seek input into desired amendments; and a public
survey.
Transportation Network Companies - General
1.7 A ride sharing company or Transportation Network Company (TNC) is an organization
that operates for profit and arranges transportation exclusively through an online
application or platform. Some of the more prevalent TNCs are Uber, Lyft, Rideco and
Blancride.
1.8 A TNC operates by arranging for a ride through an app, fees are charged based on
pick-up and pre -determined drop-off destination, and is pre -paid via an electronic credit
card payment. No physical cash is exchanged between the passenger and the driver.
1.9 Both the driver and passenger may rate the other, based on their ride experience;
thereby allowing future users to view an expected level of service or passenger
behaviour.
1.10 TNCs typically require their drivers to provide proof of a number of criteria which must
meet the TNCs' standards, including age, criminal background checks, driving record,
insurance, to name a few.
Clarington's Current Taxi Industry Regulations
1.11 Historically, the intent of Clarington's Taxi By-law was to ensure public safety and
consumer protection through a licensing process under the authority of the Municipal
Act and to limit the number of taxis operating within the Municipality.
1.12 Currently, in order to operate within Clarington, all brokers, owners and drivers are
required to individually apply to the Municipal Law Enforcement Division for a licence.
1.13 The application process is manual, time consuming to administer, and requires the
applicant to complete a form and provide supporting documentation to satisfy proof of
specific requirements.
1.14 Taxi plates issued under Clarington's Taxi By-law remain the sole property of Clarington
and no vested right is held by taxi owners or brokers; there is no guarantee of receiving
a taxi plate year over year. This differs significantly from regulations in other
Municipalities such as Oshawa or Toronto where plates are owned by the licensees and
can be leased or transferred to a third party.
Page135
Municipality of Clarington
Report CLD-022-19
Page 4
1.15 In 2004, the concept of capping the number of taxi plates available for issue (based on
the limit set out in the Taxi By-law) was introduced in Clarington's Taxi By-law. Since
then, the ratio of 1 plate for every 3500 people residing in the Municipality has
remained. Based on today's estimated population of 95,000 the limit would be 27. The
chart below details the plate distribution over the past 16 years.
Year
Bowmanville Taxi
Blueline Taxi
Other
Total
2018
14
9
23
2017
14
0
14
2016
14
9
23
2015
5
9
14
2014
11
0
11
2013
14
9
23
2012
12
0
12
2011
12
9
21
2010
2
9
11
2009
9
9
18
2008
8
9
17
2007
6
9
15
2006
3
9
12
2005
7
10
8
25
2004
9
7
9
25
2003
9
0
7
16
2002
6
0
11
17
1.16 As previously stated, the By-law did not provide a guarantee of plates issued to any
Owner or Broker, there was an informal expectation, however on the part of the
Brokers, that those Owners or Brokers licensed in the previous year would be provided
the same plates in subsequent years.
Page136
Municipality of Clarington
Report CLD-022-19
Page 5
1.17 The By-law did not set a limit on the number of limousine plates. The following chart
identifies the number of limousine plates issued over the past 16 years.
Year
Limo/Delivery Service
2018
1
2017
2016
3
2015
2014
5
2013
2012
2011
2010
3
2009
3
2008
2007
2006
2005
3
2004
2003
1
2002
1
2. Discussion
Vehicle for Hire Industry Ridership in Clarington
2.1 Clarington's two licensed brokers report an estimated 1600 pick-ups/drop-offs occur per
week (exclusive of personal accounts or contract work). With the TNC's statistics
provided, staff estimate that the taxi services are about one half to a third of the volume
of the TNCs Thus a large proportion of the vehicle for hire services available in
Clarington remains un-regulated by the Municipality. To be able to regulate the entire
service, the regulatory framework needs to be adjusted.
Public Consultation — Public Survey
2.2 Between November 15, 2018 and December 15, 2018 a Public Information Consensus
(PIC) was provided online. During this 4 week period, 159 responses were received.
2.3 The large percentage of respondents were residents of Bowmanville and Courtice,
between 25-64 of age, and who own their own vehicle.
Page137
Municipality of Clarington Page 6
Report CLD-022-19
2.4 The majority of respondents identified customer service (convenience, price,
responsiveness) and safety were important to consumers.
2.5 While over 60% of respondents are satisfied with the current services of vehicle for hire
market, approximately 40% utilize taxis and 55% use application based vehicle for hire
services.
2.6 The survey results, and the direct feedback from the taxi industry indicated that taxis
and application based vehicle services should be regulated equally without adding
additional costs to the consumer. The key need being safety of the consumer.
Public Consultation — Public Open House and Taxi and TNC Stakeholders Meetings
2.7 On November 26, 2018, staff conducted an open house inviting members of the public
and industry stakeholders to discuss the existing taxi regulations and explore regulation
reform. While no members of the general public attended, representatives of
Clarington's two licensed brokers, as well as a few taxi drivers, did attend. Also,
Councillors Neal, Jones and Hooper attended. This ultimately provided the opportunity
for staff and industry stakeholders to speak candidly about the changes which have
occurred to the industry with the injection of TNCs and the challenges this has created
for the taxi industry. A first draft of a proposed new Vehicle for Hire By-law was
distributed. The stakeholders were requested to review the draft and provide written
comments to staff for consideration. The goal was to try and achieve a consensus
among the stakeholders and staff, on the new regulatory framework, prior to presenting
the final draft by-law to Committee and Council.
2.8 In December 2018, staff invited representatives of the TNC industry to a meeting in an
effort to better understand the industry and its service as it pertains to Clarington. On
December 12, 2018 staff met with representatives of Uber and opened dialogue about
their business. Staff were unable to connect with any of the other TNCs. Again, they
too were provided a copy of the first draft Vehicle for Hire By-law and were asked to
provide feedback.
2.9 On May 1, 2019 the Municipal Clerk met with the Clarington Accessibility Advisory
Committee to discuss the Taxi By-law review and to seek information about the current
vehicle for hire services available for people with disabilities. Members of the
Committee confirmed that they rely heavily on the specialized services available
through Durham Region Transit. While not perfect, this services does generally serve
their needs. The Committee members reported that they typically do not rely on on -
demand vehicle for hire services because the service is too expensive (especially for
long trips and because many people with disabilities have lower incomes), and the on -
demand specialized services simply are not available. The Committee did request that
the Municipality continue to push for accessible on -demand vehicle for hire options as
they believe it should be an option for Clarington residents.
Page138
Municipality of Clarington Page 7
Report CLD-022-19
2.10 Since the issuance of the first draft by-law, staff have had several conversations with
various stakeholders and, while a full consensus has not been reached, staff believe
that the final draft by-law included in this Report is the best solution to ensure public
safety and consumer protection, reduces unnecessary government regulation, while
addressing the majority of issues raised by the industry stakeholders.
2.11 The remaining concerns identified by one taxi broker, which have not been included in
the proposed by-law, are:
Removal of the cap on number of taxi plates
Limiting the number of taxi brokers to the current two brokers
Setting only a maximum on tariff fees for taxis, thus allowing for discount pricing
Proposed Regulation Reform
2.12 At the outset of this review, staff considered not only an option of vehicle for hire
regulation reform, but also questioned if Clarington should still regulate vehicles for hire
at all. Through our research findings, public feedback and stakeholder feedback it was
determined that yes, there remains a role for the Municipality albeit limited to the
purpose of public safety and consumer protection.
2.13 In the current by-law, the purpose was stated as:
"This by-law is enacted in order to ensure the safety of the public using taxis or
limousines, to protect them from unscrupulous or illegal practices, and to create a
fair and equitable business environment for all persons covered by this by-law".
2.14 The new draft by-law limits the scope of regulating the industry to public safety and
consumer protection. It removes regulations which impose limitations on entry into the
market.
2.15 The taxi industry in our municipality dates back to the 1800s when livery stables were
licensed by the Town of Bowmanville. Of course, the industry has gone through many
changes since that time. In 2004 the taxi regulations in Clarington introduced a cap on
the number of plates to be issued, based on population, to provide for business viability.
It was thought at that time that, by ensuring the businesses remained viable, the service
would remain in place.
Page139
Municipality of Clarington Page 8
Report CLD-022-19
2.16 There is a continued need for vehicles for hire. The ride share industry statistics
validate the continued need, and also demonstrate that the market has changed. There
are now alternatives to taxis and limousines when one wishes to engage a vehicle for
hire. Ridership has undoubtedly changed. Staff recognize and acknowledge that the
recent vehicle for hire industry changes have grossly impacted the taxi industry.
However, the policy decision for government to protect the "industry viability" to avoid a
service gap no longer applies.
2.17 As stated above, the proposed draft by-law is significantly different than the Taxi By-law.
In addition to the following explanations, Attachment 2 to this Report provides a
comparison between regulations is the Taxi By-law and those proposed in the draft
Vehicle for Hire By-law.
2.17.1 Provides for consistency regardless of service delivery model —The
proposed by-law expands the scope of regulation beyond taxis and limousines
to include all vehicles for hire.
2.17.2 Volume of Vehicles in service determined by Brokers not the Municipality
—The proposed by-law does not include a cap on the number of taxi plates
available for issue. Brokers have the discretion to permit any number of
vehicles (provided the vehicles and drivers meet the necessary qualifications as
set out in the by-law) to operate under the Broker's authority. Brokers would
receive plates from the Municipality, and the Brokers would then issue the plates
as they deem it appropriate.
2.17.3 Streamlines the application process - The proposed by-law sets out the terms
and conditions by which a broker must comply and sets out the eligibility for
brokers, drivers, and vehicle requirements. The onus is placed on the Broker to
ensure their vehicles and drivers are compliant. The licensing process is limited
to just the Brokers. Brokers will have the flexibility to add or remove drivers and
to add or remove vehicles without having to complete further applications or seek
Municipal approval.
2.17.4 Eliminates duplication of regulation and reduces administrative burden —
Any requirements under the Taxi By-law which were confirmed to be regulated
by another agency or other level of government have been removed from the by-
law to reduce the administrative burden and any associated costs on the
applicant and stakeholders.
2.17.5 Promotes the inclusion of accessible vehicles within the Broker's fleet — In
support of the Clarington Accessibility Advisory Committee's recommendation,
the draft by-law includes an opportunity for Brokers to receive a rebate on their
licensing fees where they can demonstrate availability of accessible vehicles for
Clarington's riders who require the specialized service.
Page140
Municipality of Clarington
Report CLD-022-19
Page 9
2.17.6 Fee Structure - The fee structure has been amended such that the licence fees
better offset the administration and enforcement resources and reflect the
licensing model changes.
3. Concurrence
This report has been reviewed by the Municipal Solicitor who concurs with the
recommendations.
4. Conclusion
It is respectfully recommended that Council enact the proposed Vehicle for Hire By-law
as recommended which provides for continued public safety and eliminates regulation
duplication, provides for fair competition without government interference, and flexibility
in services for the industry, and provides a degree of consumer protection.
Staff Contact: C. Anne Greentree, Municipal Clerk, 905-623-3379 ext. 2102 or
agreentree@clarington.net.
Attachments:
Attachment 1 — Draft Recommended Vehicle for Hire By-law
Attachment 2 — Regulatory Administration Comparison Summary
Interested Parties:
The following interested parties will be notified of Council's decision:
Blueline Taxi
Bowmanville Taxi
Uber
Lyft
Page 141
If this information is required in an alternate format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
The Corporation of the Municipality of Clarington
By-law 2019-XXX
Being a By-law to license and regulate the operation of private transportation services in
the Municipality of Clarington.
WHEREAS Section 151 of the Municipal Act, 2001, S.O. 2001, c. 25, as amended (the
"Act") provides that a municipality may provide for a system of licences with respect to a
business;
AND WHEREAS Section 156 of the Act provides a local municipality with the specific
licensing authority with respect to owners and drivers of taxicabs;
AND WHEREAS the Council of The Corporation of the Municipality of Clarington has
determined that it is appropriate and desirable to license taxicabs, limousines,
transportation network vehicles, and designated driving services for the purpose of
ensuring the health and safety of both passengers and drivers, for the protection of
persons and property, for promoting a fair and competitive private transportation
industry, and to ensure consumer protection;
NOW THEREFORE, the Council of The Corporation of the Municipality of Clarington
hereby enacts as follows:
DEFINITIONS
1. In this by-law,
"App" means a mobile application that can be downloaded onto or accessed on
a mobile telecommunication device and used to request the services of a
Vehicle -for -Hire within the Municipality;
"Broker" means a Person who facilitates, dispatches, or accepts a request for
the services of a Vehicle -for -Hire originating within the Municipality;
"Driver" means a Person who operates a Vehicle -for -Hire;
"Enforcement Officer" means a Provincial Offences Officer as defined under
the Provincial Offences Act, R.S.O. 1990, c. P.33;
"Licence" means a licence issued under this by-law;
"Licensee" means a person holding a Licence in accordance with this by-law;
"Limousine" means a Vehicle -for -Hire that does not have a Metering Device
and is not a TNV;
Page 1 of 14
Page142
Vehicle for Hire By-law
By-law 2019-xxx
"Metering Device" means a meter, instrument, or other apparatus affixed to a
motor vehicle that measures the distance driven and waiting time;
"Municipality" means The Corporation of the Municipality of Clarington, or its
geographical area as the context requires;
"Person" means an individual or a corporation, and "Persons" has a
corresponding meaning;
"Plate" means a sign affixed to a vehicle displaying a series of letters or
numbers indicating that the vehicle has been approved by the Municipality to
operate as a Taxicab;
"Street Hail" means any appeal made directly to a Driver for the services of a
Vehicle -for -Hire using sounds, words, signs, or gestures;
"Tariff Card" means a card issued by the Municipality for display in each
Taxicab which contains the rates of fare then in force;
"Taxicab" means a Vehicle -for -Hire equipped with a Metering Device which has
seating for not more than seven people by way of persons requesting services
through a Broker or street hail;
"Transportation Network Vehicle" or "TNV" means a Vehicle -for -Hire that
accepts fares exclusively through the use of an App;
"Trip Record" means a record of the following information as it relates to trips
provided by a Driver operating a Vehicle -for -Hire:
o Provincial Motor Vehicle Permit Number of the Vehicle -for -Hire;
o Licence plate number of the Vehicle -for -Hire;
o Name, address and Licence number of the Driver;
o Metering Device readings at the start and finish of a Taxicab Driver's shift,
if applicable;
o Date, time and location of the beginning and termination of each trip,
including any stops requested by a Passenger en route; and
o Amount of all rates and fares collected for each trip; and
"Vehicle -for -Hire" means a motor vehicle used for the business of private, pre-
arranged transportation services.
Page 2 of 14
Page143
Vehicle for Hire By-law
By-law 2019-xxx
PROHIBITIONS
2. No Person shall be a Broker without a valid Licence.
3. No Broker shall contravene any term or condition applicable to their Licence.
4. No Person shall operate a Vehicle -for -Hire unless they are a Licensed Broker or
an employee, agent, or contractor of a Licensed Broker.
5. No Driver of a Limousine or TNV shall accept Street Hails or solicit business at a
Taxicab Stand.
6. No Person shall be a Driver unless they are at least 18 years of age.
7. No Person shall be a Driver unless they have a valid Ontario Driver's Licence.
8. No Driver shall operate a Vehicle -For -Hire for more than eighteen hours in any
twenty-four hour period.
9. No Person shall obscure a Metering Device from the view of a customer.
10. No Driver shall operate a Taxicab unless the Metering Device is in proper
working order.
11. No Driver shall operate a Taxicab without a valid Plate, issued by the Municipal
Clerk, and obtained through a licensed Broker, security affixed to the right rear
bumper of the Taxicab.
12. No Driver shall engage a Metering Device prior to the customer's entry to the
Taxicab.
13. No Driver shall fail to display identification information, including the Driver's
name, their Broker's name, and a facial photograph of the Driver, in a clear and
conspicuous location visible to every customer.
14. No Person shall refuse a fare on the grounds of race, colour, ancestry, creed,
religion, place of origin, ethnic origin, citizenship, sex (including pregnancy and
gender identity), sexual orientation, age, marital status, family status, disability, or
receipt of public assistance.
15. No Person, in respect of a Taxicab, shall charge a rate or fare in excess of the
maximums listed in Schedule "D".
16. No Person, in respect of a Vehicle -for -Hire, shall charge an additional fee for
carriage of a mobility aid or a mobility assistive device.
Page 3 of 14
Page144
LICENCES
17.
Vehicle for Hire By-law
By-law 2019-xxx
(1) Every application for a Licence shall be completed and submitted in the form
established by the Municipal Clerk together with the applicable fee set out in
Schedule "A" to this by-law.
(2) The Municipal Clerk is authorized to request, and if requested, an applicant
for a Licence shall provide, any information or materials reasonably required
which may include but not be limited to the items enumerated in Schedule "B"
to this by-law.
(3) The Municipal Clerk may impose such terms and conditions on a Licence that
the Municipal Clerk, acting reasonably, considers to be appropriate, and
which shall include but not be limited to the items enumerated in Schedule "C"
to this by-law.
18. The Municipal Clerk, acting reasonably, may approve or refuse any application
for a Licence and the decision of the Municipal Clerk is final.
19. A Licence is valid from the date of issuance until the date of expiry, unless
cancelled or revoked.
20. No Person shall transfer or assign to any other person, a Licence issued under
this by-law.
21. The Municipal Clerk may issue a replacement Licence or Plate if satisfied that
the original has been lost or stolen, subject to the applicable fee set out in
Schedule "A" of this by-law.
22. The Municipal Clerk may cancel or revoke a Licence if it was issued in error,
based on false information, or if the Licensee fails to comply with a term or
condition applicable to their Licence or any provision of this by-law.
23. Notwithstanding the fees established in Schedule "A" of this by-law, where a
Broker who can show that they have operated an accessible vehicle -for -hire over
the previous 12 months, and can demonstrate that they have fulfilled a
reasonable number of trip requests for persons with disabilities, , is eligible to a
fee that is one half the amount listed in Schedule "A".
TAXICAB VEHICLE PLATES
24. A Plate issued to a Broker shall remain the property of the Municipality.
25. No Person shall enjoy a vested right in the continuance of a Licence.
DRIVERS
Page 4 of 14
Page145
Vehicle for Hire By-law
By-law 2019-xxx
26. Every Driver shall ensure the environment of the vehicle is free of any substance,
material, or odour that a reasonable person would find noxious or unpleasant,
including but not limited to tobacco smoke.
27. Every Driver shall follow the shortest route to the destination unless the customer
verbally directs otherwise or an alternate route is agreed to via an App.
NOTICE OF CHANGE OF INFORMATION
28. A Licensee shall notify the Municipal Clerk in writing within ten business days of
any change of information submitted with the Licence application, and shall pay
the applicable fee as set out in Schedule "A" to this by-law
29. A Licensee shall, upon the request of the Municipal Clerk, surrender a Licence
for the purpose of amendment.
30. A Licensee shall provide the Municipality with no less than thirty (30) days prior
written notice of any cancellation, variation, replacement policy document, or
expiration of any policy of insurance required under this by-law.
ENFORCEMENT
31. Where any Person contravenes any provision of this By-law, an Enforcement
Officer may direct such Person to comply with this By-law. Every Person so
directed shall comply with such direction without delay.
POWERS OF ENTRY
32. An Enforcement Officer, whether alone or accompanied by an individual
possessing special or expert knowledge or skills, may enter on land that is
occupied by a Person who requires a Licence under this By-law at any
reasonable time for the purpose of carrying out an inspection to determine
whether or not the following are being complied with:
(a) this By-law;
(b) a direction or order of the Municipality made under the Municipal Act, 2001,
S.O. 2001, c. 25 or this By-law; or
(c) an order made under section 431 of the Municipal Act, 2001, S.O. 2001, c.
25.
Page 5 of 14
Page146
Vehicle for Hire By-law
By-law 2019-xxx
33. For the purposes of an inspection under this By-law, an Enforcement Officer
may:
(a) require the production for inspection of documents or things relevant to the
inspection;
(b) inspect and remove documents or things relevant to the inspection for the
purpose of making copies or extracts;
(c) require information from any person concerning a matter related to the
inspection; and
(d) alone or in conjunction with a person possessing special or expert knowledge,
make examinations or take tests, samples or photographs necessary for the
purposes of the inspection.
34. In addition to any other provision of this By-law, and subject to the provisions of
the Municipal Act, 2001, S.O. 2001, c. 25, a provincial judge orjustice of the
peace may issue an order authorizing the Municipality to enter on land, including
a room or place actually being used as a dwelling, for the purpose of carrying out
an inspection to determine whether or not the following are being complied with:
(a) this By-law;
(b) a direction or order of the Municipality made under the Municipal Act, 2001,
S.O. 2001, c. 25 or this By-law; or
(c) an order made under section 431 of the Municipal Act, 2001, S.O. 2001, c.
25.
OBSTRUCTION
35. No Person shall hinder or obstruct, or attempt to hinder or obstruct, an
Enforcement Officer from lawfully carrying out a power, duty or direction under
this By-law.
OFFENCES
36. Every Person, other than a corporation who contravenes any provision of this By-
law, is guilty of an offence and on conviction is liable, for every occurrence, day
or part thereof upon which such offence occurs or continues, to a fine of not more
than $10,000 for a first offence; and not more than $25,000 for any subsequent
conviction.
37. Every corporation which contravenes any provision of this By-law, is guilty of an
offence and on conviction is liable, for every occurrence, day or part thereof upon
which such offence occurs or continues, to a fine of not more than $50,000 for a
first offence, and not more than $100,000 for any subsequent conviction.
Page 6 of 14
Page147
Vehicle for Hire By-law
By-law 2019-xxx
38. Without limiting any other section of this By-law, every Person who contravenes
any provision of this By-law is guilty of an offence and on conviction is liable to a
fine in accordance with the Provincial Offences Act, R.S.O. 1990, c. P.33.
39. If any Person is in contravention of any provision of this By-law, and the
contravention has not been corrected, the contravention of the provision shall be
deemed to be a continuing offence for each day or part of a day that the
contravention remains uncorrected.
40. Where any Person contravenes any provision of this By-law, such Person shall
be responsible for all costs incurred by the Municipality directly related to the
contravention.
41. If any section or sections of this By-law, or parts thereof are found by any court of
competent jurisdiction to be illegal or beyond the power of the Municipal Council
to enact, such section or sections or parts thereof shall be deemed to be
severable from this By-law and all remaining sections or parts of this By-law shall
be deemed to be separate and independent therefrom and to be properly
enacted and to be of full force and effect.
CONFLICT
42. In the event of a conflict between any provision of this By-law and any applicable
Act or regulation, the provision that is the most restrictive prevails.
SCHEDULES
43. The following Schedules are attached to and form an integral part of this by-law:
• Schedule "A" — Fees
• Schedule "B" — Information to be Submitted with a Licence Application
• Schedule "C" — Terms and Conditions of a Licence
• Schedule "D" — Maximum Taxicab Tariffs
• Schedule "E" — Set Fines
EFFECTIVE DATE
44. This by-law shall come into force and take effect on [Month] [Day], 2019.
45. By-law 2005-205, as amended is repealed on the date this by-law comes into
force and effect.
Page 7 of 14
Page148
Vehicle for Hire By-law
By-law 2019-xxx
SHORT TITLE
46. This by-law may be referred to as the "Vehicle -for -Hire By-law".
Passed in Open Session this day of 12019
Mayor Adrian Foster
C. Anne Greentree
Municipal Clerk
Page 8 of 14
Page149
Vehicle for Hire By-law
By-law 2019-xxx
Schedule "A" - Fees
Item
Fee
Taxicab/Limousine Broker Licence
$1,500.00
TNV Broker Licence
$25,000.00
Replacement Plate
$10.00
Broker information update (during term of
licence)
$25.00
Page 9 of 14
Page150
Vehicle for Hire By-law
By-law 2019-xxx
Schedule "B" — Information to be Submitted with Licence Application
The information and materials to be submitted with an application for a Licence shall
include but not be limited to:
(a) The applicant's legal name and any associated business name(s), telephone
number, email address, and business address;
(b) If the applicant is an individual, a Criminal Information Record check dated not
more than thirty (30) days prior to the application date;
(c) If the applicant is an individual, proof that they are 18 years of age or older;
(d) Commercial General Liability insurance submitted on the prescribed form with
the Municipality as an additional insured subject to limits of not less than Five
Million Dollars ($5,000,000) inclusive per occurrence for bodily injury, death and
damage to property including loss of use; and
(e) In addition to the requirements set out above, every application for a TNC Broker
Licence shall include non -owned automobile insurance with limits of no less than
Two Million Dollars ($2,000,000) per occurrence.
Page 10 of 14
Page 151
Vehicle for Hire By-law
By-law 2019-xxx
Schedule "C" — Terms and Conditions of a Licence
The terms and conditions applicable to a Licence include but are not limited to the
following:
(1) A Broker shall keep a record of every dispatch it makes of a Vehicle -for -Hire,
which record shall include the Driver's name and particulars, the time and date
of dispatch, and pick-up location and final destination, and the Broker shall
retain each record for a period not less than 12 months.
(2) Upon the request of the Municipality, and within the timeframe indicated in the
request, a Broker shall provide information pertaining to a specific dispatch
record. A Broker shall also submit reports of aggregated and depersonalized
trip information at regular intervals to be determined by the Municipality, acting
reasonably.
(3) A Broker shall keep a record of the number of requests for accessible services
and the number of requests for accessible services which were fulfilled.
(4) A Broker shall keep all records submitted to it by a Driver for a minimum of 2
years.
(5) A Broker shall inform the customer of the estimated time of arrival of the
Vehicle -for -hire to the customer's location.
(6) No Broker shall dispatch to a Driver:
(a) who is less than eighteen (18) years of age;
(b) who does not have a valid G class driver's licence in good standing issued
by the Province of Ontario permitting the Operation of a Vehicle -For -Hire;
(c) with less than two years of driving experience;
(d) who has failed to submit, no less frequently than on an annual basis, a
driver's abstract issued by the Ontario Ministry of Transportation.
(e) who has been convicted in the previous three years of a Highway Traffic
Act offence carrying more than four (4) demerit points or has accumulated
more than eight (8) demerit points in total;
(f) who has failed to submit, no less frequently than on an annual basis, proof
of a clean and up-to-date police reference check or a reference check that
is otherwise satisfactory to the Municipal Clerk.
(7) A Broker shall operate in compliance with all Federal, Provincial, and municipal
laws, including the Highway Traffic Act and the Accessibility for Ontarians with
Disabilities Act, 2005.
Page 11 of 14
Page152
Vehicle for Hire By-law
By-law 2019-xxx
(8) A Taxicab Broker shall ensure that:
(a) a current tariff card is issued to each dispatch Driver and displayed in a
conspicuous place in the vehicle;
(b) the Metering Device is illuminated between sunset and sunrise;
(c) the Metering Device is operational, sealed and calibrated to comply with
the maximum tariffs established by the Municipality;
(d) The correct Plate issued by the Municipality is affixed to the right rear
bumper of the vehicle.
(9) For every vehicle dispatched by a Broker, that Broker shall keep the following
records:
(a) The legal name and contact information for the Driver;
(b) A current copy of the vehicle registration issued by the Ontario Ministry of
Transportation;
(c) A current and valid Ontario Ministry of Transportation Safety Standards
Certificate issued in the previous 12 months;
(d) For a Vehicle -for -Hire that is of a model that is 10 years or older, proof of
vehicle inspection within the previous 90 days by a Municipal Law
Enforcement Officer or a suitable alternate;
(e) If the vehicle is a Taxicab, acceptable confirmation that the vehicle is
equipped with a calibrated and properly functional Metering Device.
(f) Proof of current Automobile Liability Insurance with limits of not less than
Two Million Dollars ($2,000,000) inclusive per occurrence for bodily
injury, death and damage to property and standard accident benefits; and
(g) If the vehicle is accessible, proof that any lifting device affixed to the
vehicle is compliant with relevant safety standards, to the satisfaction of
the Municipal Clerk.
Page 12 of 14
Page153
Vehicle for Hire By-law
By-law 2019-xxx
Schedule "D" - Maximum Taxicab Tariffs
Drop Rate (for the first 100m or part thereof) $3.00
For each additional 100m or part thereof $0.25
Waiting time while under hire per minute $0.45
Additional passengers in excess of four, aged 9 and over $0.40
All tariffs inclusive of HST
Page 13 of 14
Page154
Vehicle for Hire By-law
By-law 2019-xxx
Schedule "E" - Set Fines
Page 14 of 14
Page155
Attachment 2 to Report CLD-022-19
Regulatory Administration Comparison Summary
Regulation
Taxi By-law 2005-205. as
Vehicle For Hire By-law
amended
(recommended)
(current)
Scope
Taxis and limousines
Taxis, limousines and
transportation network companies
(ie ride share)
Classes of
Owner — Limousine
Broker — Taxicab / Limousine
Licences
Owner — Taxi
Broker — Transportation Vehicle
Broker — Limousine
Network
Broker — Taxi
Driver — Limousine
Driver — Taxi
Licence fees
Owner / Broker $300
Broker — Taxi/Limo $1,500
Vehicle $60
Broker — TNC $25,000
Replacement plate $10
Replacement Plate $10
Driver $60
Broker info. Update $25
Replacement Licence $20
Application
Brokers are required to submit
Brokers are required to submit a
Process
a complete application to the
complete application to the
Municipality for consideration.
Municipality for consideration.
Upon approval, the Broker
Upon approval, the Broker may
may operate.
operate.
Owners are required to submit
*Note: a complete application
a separate and complete
means that all required details and
application, for each vehicle to
supporting document are
be operated, to the
submitted.
Municipality for consideration.
There is no opportunity for appeal
Drivers are required to submit
should the Municipal Clerk deny a
a complete application to the
Broker application.
Municipality for consideration.
*Note: a complete application
means that all required details
and supporting document are
submitted.
The Municipal Clerk would
review each application for
completeness and ensure the
Page156
Regulation
Taxi By-law 2005-205. as
Vehicle For Hire By-law
amended
(recommended)
(current)
conditions set out in the By-law
are met.
Where an application is denied
by the Municipal Clerk, the
applicant could appeal to
Committee/Council.
Authority to
Brokers — on approval of
Brokers — on approval of
Operate
application by Municipality
application by Municipality and
must abide by terms and
Drivers — on approval of
conditions that include
application by Municipality
responsibility for their drivers and
vehicles.
Vehicles — on approval of
application by Municipality
Drivers — on approval of Broker
*Note, conditions to be met
Vehicles — on approval of Broker
are detailed in the By-law
*Note, terms and conditions to be
met are detailed in the By-law.
Issuing of
For each vehicle application
For each approved taxi/limousine
Plates
approval, a unique metal plate
broker, the Municipality shall
is issued to the owner by the
provide the Broker a supply of
Municipality.
vehicle plates (not necessarily
metal) to be applied to vehicles
that the Broker has approved to
operate under their authority.
No plates are issued for TNVs.
Plate Limits
The total number of plates
No limits.
issued by the Municipal Clerk
is calculated based on 1 per
each 3500 Clarington
residents.
Duties and
The By-law is very detailed
The By-law more clearly sets out
Responsibilities
and prescriptive respecting the
the prohibitions so as to better
of Brokers and
duties and responsibilities of
communicate offences which in
Drivers
Brokers and Drivers.
turn streamlines the enforcement
thereof. Responsibilities have
been streamlined, and any driver
Page157
Regulation
Taxi By-law 2005-205. as
Vehicle For Hire By-law
amended
(recommended)
(current)
obligations also fall within the
responsibility of the Broker.
*Note: Where the Ministry of
Transportation, or some other
authority, regulates the
responsibility of obligation, or
where the Municipality really has
no requirement to regulate it, it has
not been included in the By-law.
Drivers — Age
Minimum 18 years
Minimum 18 years
and Experience
Minimum 2 years with a valid
Valid G licence with two years
Class G licence
driving experience
Age of Brokers
Minimum 18 years
Minimum 21 years
Criminal
Application (for Broker and
Prohibition for a Broker to dispatch
Records /
Driver) was denied if criminal
to a driver who has failed to submit
Offences
record, however discretion was
(at least annually) proof of a clean
afforded to the Clerk where the
and up-to-date police reference
incident was more than seven
check.
years and the clerk believed it
to be minor in nature.
Prohibition for a Broker to dispatch
to a driver who has been convicted
No specific parameters are
in the previous three years of a
stated for any offences
Highway Traffic Act offence
showing on a driver's abstract
carrying more than four demerit
(to be included with the
points or has accumulated more
Driver's Application) issued by
than eight demerit points in total.
the Ontario Ministry of
Transportation.
Identification of
Requires Brokers to ensure
No requirements
Taxi
that all of the vehicles
operated by them, or under
*Note, the taxi vehicle must have
their authority, to use the same
an operational meter.
design, shape and colour
schedule of roof sign and on
each front door of the taxi cab.
The design of sign, decal and
colour scheme must be
approved by the Municipal
Clerk.
It is mandatory to have a roof
light and that it be on when the
meter is engaged.
Page158
Regulation
Taxi By-law 2005-205. as
Vehicle For Hire By-law
amended
(recommended)
(current)
*Note, the taxi vehicle must
have an operational meter.
Tariff
Taxi tariff rates are set out in
Maximum Taxi tariff rates are set
Rates
the By-law and drivers cannot
out in the By-law. Brokers or
charge any other rate.
drivers may charge a lower rate.
Broker Office
Taxi and Limousine Brokers
No requirements
and Hours of
must be maintained in the
Operation
Municipality of Clarington and
in accordance with Zoning By-
law regulations.
Brokers must operate on a full-
time basis, 24 hours per day,
seven days per week all year
long.
Taxi for School
Expressly permits a Broker to
Removed
Transportation
enter into an agreement with a
school board for transportation
of children.
Parcels and
Expressly permits a driver to
Removed
Documents
transport parcels, letters or
documents without carrying a
passenger.
Vehicle Model
Eight years or less than the
No limit on vehicle model year,
Year
licensing year.
however for a vehicle that is of a
Restrictions
model that is 10 years or older,
Note, understanding that the
proof of vehicle inspection within
Taxi By-law was under review,
the previous 90 days by a
in April 2016, Council passed a
Municipal Law Enforcement
resolution GG-265-16, to allow
Officer or a suitable alternate.
licensed taxi vehicles to be up
to 10 years of age minus the
current licensing year.
Insurance
Taxi / Limousine Owner:
Taxi / Limousine Broker:
Certificate of Insurance
Commercial General Liability
showing that said Owner has a
insurance submitted on the
current
prescribed form with the
Ontario Standard Automobile
Municipality as an additional
policy of insurance providing
insured subject to limits of not
for third
less than $5,000,000 inclusive
party liability of at least one
per occurrence for bodily injury,
million dollars ($1,000,000.00)
Page159
Regulation Taxi By-law 2005-205. as
amended
current
Insurance coverage for the use
designated in the licence; and
shall be endorsed by the
issuer that the Municipality will
receive at least 10 days written
notice prior to any cancellation,
expiration or variation in the
amount of the policy. The
certificate shall set forth in
detail the coverage of the
current valid policy of
insurance, the name and
address of the person insured,
the policy number, the
effective date, the expiry date,
the limits of liability and the
details of the motor vehicle
covered
Vehicle For Hire By-law
(recommended)
death and damage to property
including loss of use
For each vehicle operated
under their authority:
Automobile Liability Insurance
with limits of not less than
$2,000,000, inclusive per
occurrence for bodily injury,
death and damage to property
and standard accident benefits
TNC Broker:
Commercial General Liability
insurance submitted on the
prescribed form with the
Municipality as an additional
insured subject to limits of not
less than $5,000,000 inclusive
per occurrence for bodily injury,
death and damage to property
including loss of use
!1111111111\6O .I @- : •11.71%
insurance with limits of no less
than $2,000,000 per
occurrence.
Page160
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: COD-023-19
Date of Meeting: November 4, 2019 By-law Number:
Submitted By: Marie Marano, Director of Corporate Services
Trevor Pinn, Director of Finance/Treasurer
Reviewed By: Andrew C. Allison, CAO Resolution#:
V-3ki Rii1: "��7y1171E:�CiC3
Report Subject: Miscellaneous Catch Basin and Maintenance Hole Repairs
Recommendations:
1. That Report COD-023-19 be received;
2. That Coco Paving Inc. having satisfactorily completed the initial one year term as
approved in Resolution #C-047-19 (Attachment #1), with an annual bid in the
amount of $133,032.00 (Net HST Rebate) being the lowest compliant bidder
meeting all terms, conditions and specifications of Tender CL2018-33 be awarded
the contract for a second one year term, as required by the Operations Department;
3. That pending satisfactory performance and the Operations Department confirmation
following an internal work assessment the Purchasing Manager, in consultation with
the Director of Operations, be given the authority to extend the contract for this
service for up to two additional one year terms;
4. That the funds required for this project in the amount of $139,683.00 (Net HST
Rebate) which includes the construction cost of $133,032.00 (Net HST Rebate) and
contingency cost of $6,651.00 (Net HST Rebate) be funded by the Municipality as
follows:
Description
Account Number
Amount
Catch Basin/Sewer Mntnc
100-36-380-10245-7163
77,000
Engineering Pavement Rehab
110-32-330-83212-7401
62,683
5. That all interested parties listed in Report COD-023-19, and any delegations be
advised of Council's decision.
Page 161
Municipality of Clarington
Report COD-023-19
Report Overview
Page 2
To request authorization from Council to award the contract for Miscellaneous Catch Basin
and Maintenance Hole Repairs for the current year and up to two additional one year terms
as required by the Operations Department, pending satisfactory service and capacity
assessment.
1. Background
1.1. At its meeting of February 4, 2019, Council approved Resolution #C-047-19 that Coco
Paving Inc. be awarded contract CL2018-33 for Miscellaneous Catch Basin and
Maintenance Hole Repairs (Attachment #1).
1.2. Coco Paving Inc. was approved for an initial one year term and pending satisfactory
performance and Council approval, the Purchasing Manager was given the authority to
extend the contract for this service for up to three additional one year terms.
1.3. Purchasing has consulted with the Operations Department and the first year of service
from Coco Paving has been satisfactory. The Operations Department approves
extending the contract with Coco Paving for an additional year.
2. Analysis
2.1. In reference to Report COD-002-19 Miscellaneous Catch Basin and Maintenance Hole
Repairs (Attachment #2) and subsequent discussions at the General Government
Committee meeting on January 21, 2019, the Operations Department provided a Memc
to Mayor and Council dated February 1, 2019 (Attachment #3). In this Memo, the
Operations Department recommended that Council approve the one year contract to
Coco Paving Inc. and that further one year extensions include an opportunity for
Operations staff to complete an assessment of work that may be scheduled in house at
the expense of service delivery levels.
2.2. Purchasing has consulted with the Operations Department and the Department is in the
same position as last year with the amount of work orders outstanding with ditching,
patching and forestry, staff will not be able to undertake any of the work requirements in
contract CL2018-33 without the expense of other service delivery levels. Staff is
recommending that Council award Year 2 of this contract.
Page162
Municipality of Clarington
Report COD-023-19
Page 3
2.3. Prior to extending the contract for up to two additional one year terms, the Operations
Department will continue to complete an annual assessment of work that may be
scheduled in house and advise Purchasing accordingly.
3. Financial
3.1. That the funds required for this project in the amount of $139,683.00 (Net HST Rebate)
which includes the construction cost of $133,032.00 (Net HST Rebate) and contingency
cost of $6,651.00 (Net HST Rebate) is in the 2019 approved budget allocation and be
funded by the Municipality as follows:
Description
Account Number
Amount
Catch Basin/Sewer Mntnc
100-36-380-10245-7163
77,000
Engineering Pavement Rehab
110-32-330-83212-7401
62,683
4. Concurrence
This report has been reviewed by the Director of Operations and the Director of
Engineering who concur with the recommendations.
5. Conclusion
It is respectfully recommended that Coco Paving Inc. be awarded the contract for an
additional year for Miscellaneous Catch Basin and Maintenance Hole Repairs; and that
pending the Operations Department's annual work assessment concluding a continued
need for this work to be outsourced that the Purchasing Manager be given the authority to
extend the contract for this service for up to two additional one year terms as per the
terms, conditions and specifications of Tender CL2018-33.
Staff Contact: David Ferguson, Purchasing Manager, 905-623-3379 x2209 or
dferguson@clarington.net.
Attachments:
Attachment 1 — Memo Resolution #C-047-19
Attachment 2 — Report COD-002-19 Miscellaneous Catch Basin and Maintenance Hole
Repairs
Attachment 3 — Memo Operations Department to Mayor and Council
List of Interested Parties available from Department.
Page163
���WOn Memo
If this information is required in an alternate format, please contact the Accessibility
Co-ordinator at 905-623-3379 ext. 2131
To: David Ferguson, Purchasing Manager
From: June Gallagher, Deputy Clerk
Date: February 7, 2019
Subject: Miscellaneous Catch Basin and Maintenance Hole Repairs
File: PG.25.06
At a meeting held on February 4, 2019, the Council of the Municipality of Clarington
approved the following Resolution #C-047-19:
That Report COD-002-19 be received;
That Coco Paving Inc. with an annual bid in the amount of $133,031.87 (Net HST
Rebate) being the lowest compliant bidder meeting all terms, conditions and
specifications of Tender CL2018-33 be awarded the contract for an initial one
year term, as required by the Operations Department;
That pending satisfactory performance, and pending Council approval, the
Purchasing Manager be given the authority to extend that contract for this service
for up to three additional one year terms;
That the funds required for this project in the amount of $139,683.46 (Net HST
Rebate) which includes the construction cost of $133,031.87 (Net HST Rebate)
and contingency cost of $6,651.59 (Net HST Rebate) be funded by the
Municipality as follows:
Catch Basin/Sewer Mntnc (2018) 100-36-380-10245-7163 $76,135.08
Catch Basin/Sewer Mntnc (Prior Yrs Unexpended)100-36-280-10245-7163
$63,548.38
That all interested parties listed in Report COD-002-19 and any delegations be
advised by the Corporate Services Department of Council's decision regarding
the award.
C. Anne Greentree, B.A., CMO
Municipal Clerk
CAG/I p
C. M. Marano, Director of Corporate Services
F. Horvath, Director of Operations
T. Pinn, Director of Finance/Treasurer
The Corporation of the Municipality of Clarington
40 Temperance Street, Bowmanville ON L1 C 3A6 1 905-623-3379
Page164
Clarftwn
Corporate Services
Report
If this information is required in an alternate accessible format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
Report To: General Government Committee
Date of Meeting: January 21, 2019
Report Number: COD-002-19 Resolution: GG-017-19, GG-019-19
File Number: CL2018-33 By-law Number:
Report Subject: Miscellaneous Catch Basin and Maintenance Hole Repairs
Recommendations:
That Report COD-002-19 be received;
2. That Coco Paving Inc. with an annual bid in the amount of $133,031.87 (Net HST
Rebate) being the lowest compliant bidder meeting all terms, conditions and
specifications of Tender CL2018-33 be awarded the contract for an initial one year term,
as required by the Operations Department;
3. That pending satisfactory performance the Purchasing Manager be given the authority
to extend the contract for this service for up to three additional one year terms;
4. That the funds required for this project in the amount of $139,683.46 (Net HST Rebate)
which includes the construction cost of $133,031.87 (Net HST Rebate) and
contingency cost of $6,651.59 (Net HST Rebate) be funded by the Municipality as
follows:
Catch Basin/Sewer Mntnc (2018) 100-36-380-10245-7163 $76,135.08
Catch Basin/Sewer Mntnc (Prior Yrs Unexpended)100-36-280-10245-7163 $63,548.38
5. That all interested parties listed in Report COD-002-19 and any delegations be advised
by the Corporate Services Department of Council's decision regarding the award.
Page165
Municipality of Clarington
Report COD-002-19
Report Overview
Page 2
To request authorization from Council to award the contract for Miscellaneous Catch Basin
and Maintenance Hole Repairs as required by the Operations Department.
1. Background
1.1 Tender specifications were prepared by the Engineering Services Department and the
Operations Department and provided to the Purchasing Services Division. This tender
identified miscellaneous catch basin and maintenance hole repairs for various locations
throughout Clarington.
1.2 Tender CL2018-33 was issued by the Purchasing Services Division and advertised
electronically on the Municipality's website. Notification of the availability of the
document was also posted on the Ontario Public Buyer's Association website. Seven
(7) companies downloaded the document.
1.3 The tender closed on October 19, 2018.
2. Analysis
2.1 Two (2) bids were received in response to the tender call. The bids were reviewed and
tabulated by the Purchasing Services Division (see Attachment 1). All submissions
were deemed compliant.
2.2 All bids received exceeded the 2018 allotted budget amount. After review and analysis
by the Operations Department, the Engineering Services Department and the
Purchasing Services Division, it was mutually agreed that the Municipality of Clarington
would remove some non -priority optional locations from the 2018 scope of work to bring
the cost within budget. Coco Paving's original bid price of $152,651.19 (Net HST
Rebate) was reduced to a new bid price of $133,031.87 (Net HST Rebate). There were
also unspent funds from previous years dedicated to this project in the amount of
$63,548.38 (Net HST Rebate) to cover the shortfall.
2.3 After further review and analysis of the submissions by the Operations Department,
Engineering Services Department and the Purchasing Services Division, it was mutually
agreed that the low bidder, Coco Paving Inc. be recommended for the award of contract
CL2018-33.
2.4 Coco Paving Inc. has successfully completed work for the Municipality in the past.
3. Financial
3.1 The funding required for this project is $139,683.46 (Net HST Rebate) which includes
the construction cost of $133,031.87 (Net HST Rebate) and contingency cost of
$6,651.59 (Net HST Rebate).
Page 166
Municipality of Clarington
Resort COD-002-19
Page 3
3.2 The approved budget for this project is $76,135.08.00 (Net HST Rebate) thereby
leaving a shortfall of $63,548.38 (Net HST Rebate) to complete the works. There was
work not completed in previous years and funds were carried forward to complete the
works in 2018. The unspent funds from previous years are requested to be applied to
this project to cover the shortfall and contract costs. If approved the purchase will be
funded by the Municipality as follows:
Catch Basin/Sewer Mntnc (2018)
100-36-380-10245-7163 $76,135.08
Catch Basin/Sewer Mntnc (Prior Yrs Unexpended)100-36-280-10245-7163 $63,548.38
3.3 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 and the Director of Finance
who concur with the recommendations.
5. Conclusion
It is respectfully recommended that Coco Paving Inc. being the lowest compliant bid be
awarded the contract for Miscellaneous Catch Basin and Maintenance Hole Repairs as
per the terms, conditions and specifications of Tender CL2018-33.
6. Strategic Plan Application
The recommendations contained in this report conform to the Strategic Plan.
Submitted by:
Marie Marano, H.B. Sc., C.M.O.,
Director of Corporate Services
Reviewed by:
Andrew C. Allison, B. Comm, LL.B
CAO
Staff Contact: David Ferguson, Purchasing Manager, 905-623-3379 x2209 or
dferguson@clarington.net
Attachment:
Attachment 1: Summary of Bid Results for Tender CL2018-33
Page167
Municipality of Clarington
CL2018-33
Attachment 1 to
Report COD-002-19
Miscellaneous Catch Basin and Maintenance Repair Holes
Bid Summary
Bidder
Total Bid*
Projected 4 Year
(Net HST Rebate)
Contract Value
(Net HST Rebate)
Coco Paving Inc.
$133,031.87
$532,127.48
Nick Carchidi Excavating
$168,752.68
$675,010.72
Limited
*Price reflects total bid with optional site locations removed to come within budget
requirements.
Page168
Leading the Way
MEMO
TO: Mayor and Members of Council
FROM: Fred Horvath, Director of Operations
DATE: February 1, 2019
RE: GGC Report #COD-02-19
Further to the discussion at General Government Committee meeting with
reference to report COD-002-19, I have reviewed Tender CL2018-33 prepared by
Engineering Services as a result of their annual inspections.
The scope of work includes the following that repairs sunken manholes and catch
basins as part of our municipal preventative maintenance programs.
• Saw cutting of curb and gutter and disposal
• Asphalt removal
• Reset existing catch basin and maintenance hole frames
• Supply and install new single catch basin structure
• Parge infiltrations
• Supply new catch basin frames
• Full curb repair
• Hot mix asphalt infill
Our existing resources are stretched with the following services that our staff
facilitate during non -winter months as well as scheduling vacations and training.
• Road patching and 7, 14 and 30 day road patrols in compliance with
Ontario Minimum Maintenance Standards,
• Rural grass cutting and ditching.
• Roadside Sweeping and cleanup
• Sidewalk repair
I would recommend that Council approve the one year contract for catch basin
repair and that further one year extensions include any opportunity for staff to
complete an assessment of work that may be scheduled in house at the expense
of other service delivery levels.
CORPORATION OF THE MUNICIPALITY OF CLARINGTON
40 TEMPERANCE STREET, BOWMANVILLE, ONTARIO L1C 3A6 T(905)263-2291 F (905)263-
4433
Page169
Sincerely,
Fred Horvath
Director of Operations
Pc: Steve Brake, Manager of Operations
Page 170
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: November 4, 2019 Report Number: COD-024-19
Submitted By: Marie Marano, Director of Corporate Services
Reviewed By: Andrew C. Allison, CAO Resolution#:
File Number: By-law Number:
Report Subject: Bowmanville Tennis Club — Lease renewal
Recommendations:
1. That Report COD-024-19 be received;
2. That a lease extension agreement with the Bowmanville Tennis Club for the term
January 1, 2020 to December 31 2020 be approved and to authorize the Mayor and
the Municipal Clerk to execute the agreement on behalf of the Municipality;
3. That the current annual rent of $1597.26 be adjusted on the expiry date of the lease
agreement by the annual percentage increase in the Consumer Price Index , All
Items Ontario, as published by Statistics Canada;
4. That subject to Council approving recommendation 2, the Purchasing Manager in
consultation with the Director of Operations be given the authority to extend the
lease agreement for up to four additional one year terms to expire on December 31,
2024; and
5. That the Board of the Bowmanville Older Adult Association and the Bowmanville
Tennis Club be advised of Council's decision.
Page 171
Municipality of Clarington
Report COD-024-19
Report Overview
Page 2
Renewal of lease agreement with the Bowmanville Tennis Club, for a five year overall term
to expire December 31, 2024.
1. Background
1.1. The Bowmanville Tennis Club has been leasing the court facility at Beech Avenue since
1997. The original lease arrangement was between the Tennis Club and the Lions Club
of Bowmanville. In 1998 the Municipality of Clarington acquired the facility including the
lease of the Bowmanville Tennis Club. On December 31, 2007 the 20 year lease
between the Bowmanville Tennis Club and the Municipality of Clarington expired and
since then the Municipality has continued to renew the lease arrangements with the
Bowmanville Tennis Club.
1.2. The Municipality of Clarington and the Bowmanville Tennis Club current lease
agreement is for a term of five years with an option to extend for three additional one
year terms. As this lease agreement is set to expire on December 31, 2019 and as
provided for in the current lease agreement, staff has discussed extending the lease
agreement with the Bowmanville Tennis Club. The Bowmanville Tennis Club has
confirmed their interest in renewing their lease agreement with the Municipality of
Clarington (Attachment 1). Included in this process and as done in previous renewals,
the Purchasing Manager had a discussion with the Bowmanville Older Adult Association
(BOAA) to alert them of the pending renewal and to solicit any feedback or concerns
they may have with respect to the renewal.
1.3. In the attached email from the BOAA to the Purchasing Manager (Attachment 2), the
BOAA raised a number of concerns with respect to the limited amount of parking
available and intimated that the shortage of available space can be contributed to
having to share the parking space with the Bowmanville Tennis Club and its members.
In the attached letter the BOAA recommends moving the Bowmanville Tennis Club to
one of Clarington's recreational facilities. It should be noted that the issue of parking has
been raised by the BOAA on a number of occasions and as noted in report COD-016-08
Council was apprised and asked to provide guidance.
1.4. The Bowmanville Tennis Club is presently paying an annual rent of $1,597.26
(excluding HST) and subject to a yearly increase based on the Consumer Price Index
as published by Statistics Canada.
Page172
Municipality of Clarington
Report COD-024-19
2. Comments
Page 3
2.1. The existing rent being paid by the Bowmanville Tennis Club is considered fair and
reasonable and it is recommended that the Municipality renew the lease arrangement
with the Bowmanville Tennis Club for one year with a yearly rent adjusted based on the
Consumer Price Index as published by Statistics Canada and with an option to renew
the lease agreement for up to four additional one year terms.
2.2. Staff is providing this report to apprise Council of the situation and to request Council's
approval to renew the lease agreement with the Bowmanville Tennis Club.
3. Concurrence
This report has been reviewed by the Director of Operations who concurs with the
recommendations.
4. Conclusion
It is respectfully recommended that Council grant approval for the Municipality to renew
the existing lease agreement with the Bowmanville Tennis Club for one year with an
option to renew the lease agreement for up to four additional one year terms.
Staff Contact: David Ferguson, Purchasing Manager, 905-623-3379 ext. 2209 or
dferguson@clarington.net.
Attachments:
Attachment 1 — Letter from the Bowmanville Tennis Club
Attachment 2 - Letter from the Bowmanville Older Adult Association
The following interested parties will be notified of Council's decision:
The Bowmanville Tennis Club
The Bowmanville Older Adult Association
Page173
Attachment 1
Bowmanville Tennis Club
P.O. Box 11
Bowmanville, ON L1C 3K9
October 23, 2019
PERSONAL & CONFIDENTIAL
Municipality of Clarington
40 Temperance Street
Bowmanville ON, L1C 3A6
Attn: Mr. David Ferguson, Manager, Purchasing Division
Re: Bowmanville Tennis Club ("BTC") — Request for Renewal of Lease Agreement
Dear David:
Thank you for your letter of October 18, 2019 requesting the BTC to document it's intent to
renew the current lease agreement between the Municipality of Clarington and the
Bowmanville Tennis Club which is set to expire on December 31, 2019.
As you know, the current long term lease agreement covered the five years from 2012 through
2016 and has been renewed for one year terms in each of 2017, 2018 and 2019. We believe
that it is now desirable to replace this annual lease renewal process with a more permanent
long term lease arrangement with the Municipality.
Accordingly, we would ask that you initiate the process to establish, at the very least, a similar
long term lease arrangement between the Municipality of Clarington and the BTC to be first
effective on January 1, 2020.
We trust that this is satisfactory.
Kern Majid
President
Bowmanville Tennis Club
21 Beech Avenue
Bowmanville, ON L1C 3A1
Telephone: 1-905-623-5247
E-mail: kmajid@sympatico.ca
Page174
Attachment 2
Bowmanville
Older Adult
Association
Thursday October 17, 2019
Dear Mr. David Ferguson
26 Beech Avenue, Bowmanville, Ontario L I C 3A2
P 905-697-2856 - F 905-697-0739 - www.bowmanvilleolderadults.com
Thank you for the opportunity to comment on the potential renewal of the lease
agreement between the Municipality of Clarington (Municipality) and the Bowmanville
Tennis Club (Club). We have not discussed this matter with the Club as BOAA is not the
landlord.
BOAA is short of parking spaces for its members on a daily basis.
BOAA operates 12 months of the year generally 6 days a week and sometimes 7. There
are currently 1,699 members with an average of 225 members visiting each day. BOAA
does share the property with the Club. In contrast the Club members use the courts 5
months of the year for a portion of some days in those weeks. The courts are vacant 7
months of the year and are exclusively for the use of Club members.
It would seem reasonable to relocate the Club to one or more of the Municipality's parks
or sports and recreation facilities. Those locations were established for broad use by the
community. Tennis would get additional visibility in a location where a broader base of
the community gathers, particularly for those involved in sports generally as participants
or spectators. It is reasonable to conclude that additional community participation in
tennis should result.
Such a move would clearly benefit BOAA members as there is a real need for an
increase in the availability of onsite parking.
avid Penney
resident
Cc: BOAA Board of Directors
Page175
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: November 4, 2019 Report Number: COD-025-19
Submitted By: Marie Marano, Director of Corporate Services
Reviewed By: Andrew C. Allison, CAO Resolution#:
File Number: By-law Number:
Report Subject: Lease of office space on the second floor of 132 Church Street,
Bowmanville to the Autism Home Base Durham
Recommendations:
1. That Report COD-025-19 be received;
2. That approval be granted to lease to the Autism Home Base, office space located on
the second floor of 132 Church Street for a period of three years beginning Jan 1,
2020 and expiring December 31, 2022 and that the lease agreement is in a form
acceptable to the Municipal Solicitor;
3. That subject to Council approving recommendation 2, the Purchasing Manager in
consultation with the Director of Operations be given the authority to extend the
lease agreement for up to two additional one year terms to expire on December 31,
2024
4. That the Mayor and Municipal Clerk be authorised to execute the lease agreements
on behalf of the Municipality; and
5. That all interested parties listed in Report COD-025-19 and any delegations be
advised of Council's decision.
Page176
Municipality of Clarington
Report COD-025-19
Report Overview
Page 2
Request approval of a lease of office space on the second floor of 132 Church Street,
Bowmanville to the Autism Home Base Durham for a period of five years expiring December
31, 2024.
1. Background and Comments
1.1. The Autism Home Base Durham (AHB), a non-profit organization was formed in 2012
with a focus on helping adults with autism live active lives by creating opportunities,
discovering new interests, and be engaged in the community. AHB is governed by a
volunteer board of community leaders and professionals and serves 160 members
across Durham region and Peterborough.
1.2. AHB has expressed a desire to lease the unused space on the second floor of the
building for office and program space to more deeply serve families in Clarington by
offering a family drop -in with access to resource lending library; networking events and
peer knowledge exchange; live and virtual information sessions (employment, housing,
estate planning, life skills); family -led visioning and action committees; volunteer
orientation and training events; sensory -sensitive & adapted social and recreational
activities; board, staff and community stakeholder meetings. During the course of
meetings, AHB advised of pending November grant deadlines for funding that could
help them furnish the space and support new program delivery.
1.3. It should be noted that the John Howard Society is presently occupying the lower level
and sections of the first and second floor at 132 Church Street.
1.4. A requirement to rent approximately 3968 sq. ft. on the second follow was requested by
the AHB with a proposed annual rent of $14,481.63 or $1206.80 per month. This
proposed rent of $3.65 per square foot would be comparable with the rent that the
Municipality is charging the John Howard Society. Subsequent yearly increase would be
based on the Consumer Price Index All Items Ontario, as published by Statistics
Canada.
1.5. The estimated base rent per square foot of rentable area is competitive with market
rents in the general location of the building for buildings of comparable age, condition
and size.
Page177
Municipality of Clarington
Report COD-025-19
Page 3
1.6. Based on discussions with the AHB, a minimum three year lease with the option to
extend for up to two additional one year terms is also being proposed in order for AHB
to maintain continuity and to accommodate the long term needs of the program.
1.7. AHB has been advised of the presence of asbestos containing materials in the building
and even though it is contained and part of our Environmental Management Plan, it is
recommended that remediation of the area be done subject to funding being available
as noted in report OPD-007-19. It is expected that this work could take between 3-4
weeks to complete.
2. Concurrence
This report has been reviewed by the Director of Operations who concurs with the
recommendations.
3. Conclusion
It is respectfully recommended that approve be granted for the Municipality to enter into
a lease agreement with the Autism Home Base for office space and at the price per sq.
ft. noted above.
Staff Contact: David Ferguson, Purchasing Manager, 905-623-3379 ext. 2209, Email:
dferguson@clarington.net
Attachments:
Attachment 1 — Case for support
Attachment 1 — Unity for Autism letter of support
The following interested parties will be notified of Council's decision:
Autism Home Base Durham
Page178
THE AUTISM HUB
WHERE FAMILIES CONNECT IN CLARINGTON
a
401D&b*lIINl40
_ 'W AN, _-
The development of this autism hub is a critical
step in ourjourney to more deeply serve adults
with autism and their parents/family caregivers
across their lifespans.
Our innovative space will be carefully curated by
our members to create a safe, welcoming and
inspiring environment where relationships
flourish; important conversations about enriched
life plans take place; social skills are practiced;
and shared interests emerge.
The Autism Hub will offer -
a parent/caregiver drop -in with access to our
resource lending library
a drop -in for autism self -advocates (with
communityjob board and meet -ups)
networking events and peer knowledge
exchange
live and virtual information sessions
(employment, housing, estate planning, life
skills)
family -led visioning and action committees
volunteer orientation and training events
sensory -sensitive social and recreational
programming (yoga, music)
board, staff and community stakeholder
meetings
Page 180
What prevents you from seeking or participating in
existing community activities?
Easier to stay at homeK21
56.6
Risk of embarrassment or failure
Time constraints
Travel constraintsValueCost.8
Quality of offering 69.6
Appropriateness o{ choices 78.3
an options
Interest in choices and options 73.9
"As my son reached the age of 21 school supports disappeared.
We met with every private and government agency looking for life
enriching options that could fill even a portion of his day.
We quickly found that his communication and behavioural
challenges removed any chance of post -secondary,
volunteer and employment options. programs that
could fit his needs were full with zero promise
Of future availability.
We knew there must be other families
in our community facing the
same obstacles."
What would make a program or activity most successful
for the adult with autism you support?
Small group
Physically active
Regularly scheduled
repeat activities
Outdoor
Indoor
Structured
Music based
Individualized
0% 20% 40% 60% 80% 100%
In 2012, as their adult children with autism
began to age out of school, a group of
families in Clarington banded together to
build a supportive network where they could
come together to explore common interests
through regularly scheduled sports and
recreation programs.
Autism is a life-long, complex neuro-
behavioural condition that can lead to
debilitating frustration and feelings of social
isolation, not only for these individuals, but
also for their aging family caregivers.
Today, Autism Home Base (AHB) serves 160
members across Durham Region and
Peterborough. Families connect at high -
quality programs that are safe, non -
judgemental, flexible and adaptive to ensure
participant comfort and success.
Created by families to serve other families,
AHB is governed by a board of directors who
volunteer their skills, time and leadership.
"There's something that just works
well when families who have shared
similar experiences get together."
"There are no questions, and no
judgements. It's a safe place for us to
enjoy each other's company."
i
■
Page182
Our programs and activities are constantly evolving to meet family interests and
preferences. Art, music, sports, wellness, social, leisure programs, as well as community
outings are offered year-round seven days a week.
An annual membership fee of $100 helps cover some of the cost for our program leaders
and facility rentals. There is no other 'per program fee' thanks to support from our
volunteers, funding partners and donors.
There are no personal support staff. Family/caregivers attend and participate alongside,
because they know best when, if, and what kind of support is needed.
The results from a 2017 research study by Trent University measured the
impact of our programs for families (full report is available on our website).
Caregivers report experiencing a non -judgmental and supportive environment,
reduced isolation, development of supportive relationships, and opportunities
to engage in activities with a community.
The adults with autism experienced an enhanced quality of life, enhanced
mental health (e.g., less anxiety) and physical health (e.g., weight loss),
reduced isolation, and the development of supportive relationships.
Ontario Trillium Foundation is "This program has made a huge
funding a second study of our difference in both our lives."
program. Results will be
available August 2020. "We have new friendships, places to
go and we've found new interests."
BOARD OF DIRECTORS
Jessica Vreugdenhil, President
Linda Schrama, Treasurer
Lynne Lyon, Secretary
Terry Batley, Director
Gordon Humphrey, Director
Regional Cllr Joe Neal, Director
Nelly Vanheuvlen Thiele, Director
Todd Willsher, Director
Judith Hanson, CEO, Ex-officio
\/"-doh
Adults with autism and their families lead rich,
active lives in an accepting, supportive
community.
MISSION
To create opportunities where our members are
inspired to discover new interests, engage in the
community, build friendships, and develop
lifelong supports.
CORE VALUES
• We support lifelong relationships of families and
friends
• We are member -driven, for families, by families
• We are committed to inclusion across the
spectrum
• We honour individual rights and preferences
• We are stronger together
Page185
FINANCIAL READINESS
REVENUE GENERATION
The member families work to fundraise through
Established operating
an annual letter campaign to friends and family,
reserves
an annual event, community events, bi-weekly
Bingos, and grant writing.
Prudent investments
We receive grants and supports from Unity for
Autism, Ontario Trillium Foundation,
Financial policies
Municipality of Clarington, Town of Whitby,
Town of Ajax, City of Oshawa, Newcastle Lion's
Notice to reader
Club, Bowmanville Rotary, Ajax and Pickering
Rotaries, Mississauga's of Scugog Island,
Annual operating plan,
Veridian, TD Canada Trust, Ontario Power
budget and targets
Generation, corporate leaders, and private
linked to Strategic Plan
family foundations — including William Hayball,
and Harry Foster Foundation.
EXPENSE MANAGEMENT Ktvtowt uivtRSIFICATION
We work to minimize expense
through partnerships with
venues and engagement of
volunteers.
AHB employs four part-time staff
and contracts freelance
instructors and consultants to
ensure prudent spending.
200
150
100
50
0
Events
25% i'd
Donations
21%
Fees
4%
ORGANIZATIONAL GROWTH
160
2015 2017 2019
# Members R(py. jpeIg600) # ofvolunteers
III
AUTISM
HOME
BASE
Letters of Support from Autism Ontario and
Unity for Autism
SAAAC Opens with support from City of Toronto
(Press Clipping)
Page187
South Asian autism group finds new hope in
vacant Scarborough building
Charity fighting community stigma against autism in children
COMMUNITY FEB 28, 2017 BY MIKE ADLER SCARBOROUGH MIRROR
South Asian Autism
Awareness Centre executive
director Geetha Moorthy
(left), Scarborough Centre
Councillor Glenn De
Baeremaeker and centre
clinic manager Neshanth
Shanmugalingam tour a
vacant building on Feb. 22,
which could soon be the
Scarborough service
organization's new home.
Started in the basement of a Scarborough home eight years ago, the South Asian Autism Awareness
Centre (SAAAC) has grown ever since.
The community's need is that big. Space in the charity's current Ellesmere Road facility isn't.
Now the City of Toronto is helping SAAAC move to a larger
building near Scarborough Town Centre, one that's sat unoccupied
for at least a decade.
"When your parents come into this lobby, they will feel like kings and queens," Glenn De
Baeremaeker, a local councillor, promised SAAAC supporters touring the industrial unit on Feb. 22.
One was Erasiah Kobikrishna, a parent who joined SAAAC when it was a one -woman operation run
by executive director Geetha Moorthy.
Kobikrishna's autistic son Niroshaanth, or Niro, was then nonverbal and very low -functioning. Thanks
to SAAAC, Niro, at age 19, now enjoys dance and music therapy, sports, and one-on-one therapy.
The charity is a gathering place for parents of autistic children. "It's a big relief to talk to each other,"
said Kobikrishna, adding the 150 volunteers excluding parents, who often help out themselves
"are passionate to do this job."
MM ..
"A lot of the (autistic) kids are still hiding. The parents don't bring them out," he added.
One reason for that is stigma attached to autism, which many South Asians blame on a child's
parents or their past actions. "People judge you," said Moorthy, who's determined to educate the
community on autism, and parents on their autistic child's rights.
An accountant and teacher of Indian traditional dances, Moorthy organized dance programs for
children with autism, but never saw South Asian families there, she said.
But a dozen came to her first South Asian dance workshop in Scarborough. She later took children
into her basement, and the park across the street.
By 2010, the group, then operating from the basement of a Hindu temple on Middlefield Road,
could hire therapists part time, and in 2012 SAAAC moved to Ellesmere, where it serves 250
families with free or subsidized programs.
With early intervention, autistic kids show huge progress, but SAAAC has 100 families on a
waiting list, and everything at its current facility "is limited," Moorthy said.
De Baeremaeker, accompanied by another Scarborough councillor,
Neethan Shan, said city staff, with Mayor John Tory's support, have
agreed to fix the vacant building at 705 Progress Ave., spending
$150, 000 on structural issues.
Retrofitting SAAAC's new home will cost more than that, but rent for its
11, 000 square feet will be the same as for its current 5, 000 on
Ellesmere.
Before amalgamation, the former City of Scarborough and its school board bought 10 acres on
Progress east of McCowan Road for a school and park.
De Baeremaeker said the retrofitting money will come from surpluses in rent charged to nearby
city -owned industrial units, many of which will be demolished for the park in 2019.
Toronto city council must still approve the funds in June, but De Baeremaeker is confident they
won't be refused, and that SAAAC can move in by this Christmas.
Page189
uN,TYA
AUTISM
October 10, 2019
Re: Autism Hub Project - Letter of Support
To Whom it May Concern,
Attachment 2
Unity for Autism was very pleased to hear of Autism Home Base Durham's family hub project and encourage
your support of this important initiative. Most individuals on the autism spectrum require care, supervision or
support through their entire lives; many require a great deal.
Adults with autism are among the most vulnerable to social isolation. Most do not naturally engage in activities
where lifelong relationships are formed. Families and caregivers are struggling to provide for themselves and
to plan for the future of their loved one. The current supports do not come close to meeting the needs of an
estimated 70,000 individuals affected in Ontario, 50,000 of whom are adults (ADDMNS, 2002).
Autism Home Base Durham is a grass -roots charity developed by families and adults living with autism.
We believe their concept of a welcoming, multi -purpose hub space where families can connect, network, share
resources, make plans, find friendships and explore new interests will well serve adults across the autism
spectrum and throughout their lifetimes.
Unity for Autism funds programs across Canada that enhance the development and well-being of individuals
with Autism. We have provided funding to Autism Home Base Durham for three consecutive years. Our Board
appreciates the unique family -inclusive approach that empowers and connects those living with autism. Autism
Home Base Durham has consistently demonstrated the ability to meet and exceed granting metrics. They have
provided timely reporting.
We are pleased to provide this letter and urge you to join those working to make a profound difference for so
many persons touched by autism and the heroes that support them.
In gratitude,
Karen St -Denis
Executive Director
Unity for Autism
1 (514) 799-4000
www.unitvforautism.ca
HONORARY CHAIR— JOHN TORY
SPH2O2 - 112 George Street, Toronto Ontario M5A 2M5p 990411 9-0414-7726 charitable registration # 85601 0707 RR0001
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: November 4, 2019
Report Number: CAO-011-19
Submitted By: Andrew C. Allison, CAO
File Number: PLN 17.25.8
By-law Number:
Resolution#:
Report Subject: Clarington Climate Action Planning
Recommendation:
1. That Report CAO-011-19 be received for information.
Page 191
Municipality of Clarington Page 2
Report CAO-011-19
Report Overview
In July 2018, the Municipality established an Interdepartmental Climate Change Working
Group (ICCWG). In May 2019, we hired a Climate Change Response Coordinator. This
report provides a summary of the work being undertaken by these individuals and other
Clarington staff to lead the Municipality's response to climate change. Key initiatives
undertaken by staff include: 1) Continued development of the Clarington Climate Action
Plan; 2) Partnership with the University of Toronto to develop a set of best practices for the
successful implementation of the Clarington Climate Action Plan; 3) Participation in the
Federation of Canadian Municipalities' (FCM) Municipalities for Climate Innovation Program
(MCIP) to share knowledge, resources and best practices with municipalities across Canada
on how to adapt to and mitigate climate change; 4) Establishment of the Rural Southern
Ontario Climate Change (RSOCC) Community of Practice to share knowledge, resources
and best practices with local rural municipalities on how to adapt to and mitigate climate
change; 5) Participation in the Durham Region Natural Environment Climate Change
Collaborative (NECCC) to update regional climate projections and represent Clarington on
matters related to climate change at a Regional level; 6) Partnering with Trent University
Durham Campus to develop the Clarington Electric Vehicle (EV) Infrastructure Strategy: 7)
Participation in an Natural Resources Canada (NRCan) Zero Emission Vehicle Infrastructure
Program joint application for 62 EV charge stations across Durham Region, 5 of which would
be located in Bowmanville; 8) Completion of an NRCan Energy Manager Program
application, which would fund 100% of the costs associated with hiring a corporate Energy
Manager; 9) Completion of an NRCan Energy Assessment Program application, which
would fund 100% of the expenses associated with completing energy audits on two large
recreation facilities; 10) Representing the Municipality at the 2019 Ontario Professional
Planners Institute conference in Toronto, Ontario; and 11) Completion of the 2019 Energy
Conservation and Demand Management (ECDM) annual provincial reporting and the five
year corporate ECDM plan.
1. Background
1.1 The climate is changing in Clarington. According to current climate projections, the
Municipality will experience weather that is warmer, wetter and wilder before 2030.
These climate changes will create challenges for the operation of the Municipality and
place residents and the local economy at risk.
1.2 On July 3, 2018, Council passed Resolution #GG-366-18, approving the establishment
of an Interdepartmental Climate Change Working Group and directing staff to prepare
an application for the Federation of Canadian Municipalities' (FCM) Municipalities for
Climate Innovation Program (MCIP) - Climate Change Staff Grants initiative (Report
CAO-007-18).
Page192
Municipality of Clarington
Report CAO-011-19
Page 3
1.3 A Terms of Reference for the ICCWG was approved by Department Heads in
September 2018. In accordance with the established mandate, the ICCWG brings
together representatives from across the Corporation to work collaboratively on a
climate change vision for the Municipality and to identify, prioritize and implement
climate change actions that are within Municipal control.
1.4 On December 5, 2018, staff received notice from FCM that the Municipality's application
to the FCM MCIP - Climate Change Staff Grants initiative was successful.
1.5 The Climate Change Response Coordinator began a 24-month contract in May 2019.
The Coordinator is intended to be a fully dedicated resource to:
• lead the initiation of an integrated approach to climate change;
• facilitate cross -corporate and inter -municipal efforts for collaboration, including
coordination of the ICCWG;
• leverage the existing regional foundation for climate change action, while taking
into account the local context;
• coordinate the Municipality's response to opportunities for climate change
resource and technical support; and
• contribute to strengthening municipal policies and practices that support climate
resilience and the reduction of greenhouse gas emissions.
2. Climate Change Action Plan
2.1 The ICCWG and Climate Change Response Coordinator are currently engaging in a 5-
phase process to develop the corporate Clarington Climate Action Plan (CCAP). The
Stages are described below. For more information on the Climate Action Plan work plan
see Attachment 1.
2.2 Phase 1 - Initiation. This phase has involved identifying stakeholders and taking a first
look current risks and existing climate action strategies.
2.3 Phase 2 - Research. This phase has involved initiating research to gain a deeper
understanding of climate change in Clarington. This includes updating the Clarington
Community Greenhouse Gas Inventory, updating the Corporate ECDM and related
corporate GHG emission data, and undertaking a risk assessment, highlighting the
consequences and likelihood of climate -related events in Clarington.
2.4 On September 5, 2019, representatives from all Municipal departments participated in
half -day climate change risk assessment workshops. The workshops were separated
into service areas and divided into social services and physical infrastructure.
Participants learned about the projected future climate that Clarington can expect as a
Page193
Municipality of Clarington
Report CAO-011-19
Page 4
result of climate change. Participants brainstormed how Municipal services will be
impacted by climate change.
2.5 On October 16, 2019, a second set of half -day climate change risk assessment
workshops were held. During these workshops, participants assessed the level of risks
identified in the first set of workshops. Participants prioritized responses to climate
change based on identified risks.
2.6 Phase 3 — Planning. The ICCWG will engage in a series of workshops to set goals and
identify options, actions and constraints to respond to climate change. The ICCWG will
evaluate potential actions, financing options, and implementation alternatives to create
the CCAP. At the end of this phase, staff will have completed a Draft CCAP, which will
be presented to Council for approval.
2.7 Phase 4 — Implementation. Once the CCAP is approved by Council climate actions will
be integrated into departmental work plans and budgeting process. Staff will identify
successes and seek to solve new challenges that may arise while implementing the
Plan.
2.8 Phase 5 — Monitor / Review. Staff will track the ongoing implementation of the
corporate CCAP, identifying and reporting on successes and challenges. Staff will
evaluate the effectiveness of actions, communicate accomplishments, identify future
climate action options and prepare for future updates to the CCAP.
2.9 The CCAP will focus on reducing greenhouse gases and adapting to the potential
impacts of climate change through the prioritization and implementation of climate
change actions that are within Municipal control. Community climate action planning is
being led by Durham Region with the development of the Durham Community Climate
Adaptation Plan (2016) and the Durham Community Energy Plan (2018).
University of Toronto Research Partnership
2.10 Many municipalities have taken steps to develop plans to respond to climate change,
but implementation of climate change action plans has been a challenge for
municipalities.
2.11 The ICCWG has initiated a partnership with the University of Toronto to research the
challenges and successes that municipalities face when implementing climate action
plans.
2.12 Once the challenges to successful implementation are identified, a set of best practices
for the implementation of climate plans will be compiled. The best practices will be used
to create an implementation guide that will inform the implementation of the Clarington
Climate Action Plan.
Page194
Municipality of Clarington
Report CAO-011-19
Page 5
2.13 Researchers will engage in the following 5-stage process to identify best practices for
implementing the CCAP:
Stage 1 - Research the challenges faced by municipalities who have reached the
implementation phase of their climate action (adaptation or mitigation) plans.
Stage 2 - Research existing practices that have been used by municipalities to
successfully implement climate action plans.
Stage 3 - Identify the greatest challenges and opportunities that Clarington may
face while implementing its CCAP.
Stage 4 - Develop a set of best practices that Clarington can follow to ensure
long -terms success in implementing the CCAP. This will include a suite of
creative (unique) solutions to the most common challenges that municipalities
face.
FCM Climate Change Community of Practice
2.14 As a condition of the FCM MCIP Climate Change Staff Grants initiative, the Climate
Change Response Coordinator must participate in the FCM MCIP Community of
Practice.
2.15 The FCM MCIP Community of Practice is made up of representatives from all 52 of the
municipalities that received FCM MCIP Climate Change Staff Grants.
2.16 The purpose of the FCM MCIP community of practice is to:
• share knowledge, resources and best practices with other municipalities on how
to best adapt to and mitigate climate change; and
• strengthen the network of municipalities working to mitigate and adapt to climate
change.
2.17 On September 10 — 11, 2019, the Climate Change Response Coordinator attended a
two-day Climate Change symposium put on by FCM. In attendance were all 52 of the
FCM MCIP Community of Practice members, the FCM MCIP coordinators, and several
organizations who have partnered with FCM to provide guidance to FCM MCIP
members while they are developing their climate action plans.
2.18 Participants at the symposium attended workshops to share best practices for
developing and implementing climate action plans and build relationships with
representatives from other municipalities for purposes of collaboration.
Page195
Municipality of Clarington
Report CAO-011-19
Page 6
2.19 During the symposium, FCM launched an online forum for FCM MCIP members share
knowledge, resources and best practices with other municipalities on how to best adapt
to and mitigate climate change, and strengthen the network of municipalities working to
respond to climate change.
Rural Southern Ontario Climate Change Community of Practice
2.20 As a stipulation of the FCM MCIP Climate Change Staff Grants, participating
municipalities are encouraged to develop local climate change networks.
2.21 On June 18, 2019 representatives from several municipalities located north and east of
Toronto met in Northumberland County to establish a Rural Southern Ontario Climate
Change (RSOCC) Community of Practice.
2.22 Members of the Community of Practice include: Municipality of Clarington, Township of
Selwyn, City of Peterborough, Town of Whitby, King Township, Northumberland County,
Wellington County, District Municipality of Muskoka, Tay Valley Township and Dufferin
County.
2.23 The purpose of the RSOCC Community of Practice is to:
• share knowledge, resources and best practices with other municipalities on how
to best adapt to and mitigate climate change;
• strengthen the network of municipalities working to mitigate and adapt to climate
change; and
• identify opportunities for collaboration.
2.24 The RSOCC Community of Practice will communicate to share knowledge and
resources on an ongoing basis online, and meet in -person quarterly to collaborate on
climate change initiatives. Participating municipalities will alternate hosting the quarterly
meetings.
3. NECCC Climate Change Collaborative
3.1 In December 2016, the document "Towards Resilience, Durham Community Climate
Adaptation Plan 2016" (DCCAP) was approved in principle by Durham Region Council
and the following year received support from all 8 local municipalities and 5
conservation authorities.
3.2 The DCCAP contains 18 objectives and corresponding proposed programs for
implementation to contribute to reducing the predicted risks that climate change poses
to the community. The Climate Change Response Coordinator represents the
Municipality on the Implementation Planning Steering Committee for the DCCAP.
Page196
Municipality of Clarington
Report CAO-011-19
Page 7
3.3 The Natural Environment Climate Change Collaborative (NECCC) supports the
implementation of the Natural Environment Sector Objectives and Programs as
contained on page 63-4 of the DCCAP. The Collaborative will be the expert voice with
respect to adaptation programs/projects supporting resiliency of the natural environment
within Durham Region.
3.4 The Clarington Climate Change Response Coordinator is representing the Municipality
of Clarington on the NECCC's Leadership Team. The purpose of the leadership team is
to:
• focus on providing guidance, directing work plans, providing oversight and
committing human resources from their organizations to assist the Collaborative;
and
provide communication between respective agencies and within their own
organization including their staff on other committees and other senior
management.
Regional Climate Change Projections Update
3.5 In late 2018, the Region of Durham's Office of Sustainability, Planning and Economic
Development and the NECCC were successful in our application to the Greenbelt
Foundation to update region -wide climate change projections.
3.6 The purpose of this project is to address the Region's now dated climate change
projection methodology while providing a consistent data layer of climate change
projections across the Region.
3.7 The climate change projections will be used in a variety of projects including:
identifying vulnerable areas and potential adaptation restoration sites;
informing the Region's Municipal Comprehensive Review; watershed plan
updates and/or equivalent studies; and
supporting the implementation and achievement of plan objectives.
3.8 The methodology developed though this project will also enable other municipalities to
derive climate change projections using a consistent approach within their jurisdiction.
3.9 The climate projections derived from this project have been used during the Clarington
climate risk assessment workshops and will serve as the foundational information for
the Clarington Climate Action Plan. For more information about the regional climate
change projections update see Attachment 2.
Page197
Municipality of Clarington Page 8
Report CAO-011-19
4. Clarington EV Infrastructure Strategy Partnership with Trent
University
4.1 In July 2019, the Climate Change Response Coordinator initiated a partnership with
Trent University Durham Campus to develop a Clarington Electric Vehicle Infrastructure
Strategy, at no cost to the Municipality.
4.2 If current trends continue, by 2030 half of the vehicles on the road will be electric. By
2020, every major car manufacturer will be selling models of domestic battery strategy
(BEVs).
4.3 Several companies are developing EV options for commercial use including busses,
pickup trucks, garbage trucks, transport trucks, tractors, and Zambonis. These options
will provide a greater range of alternatives for the Municipality to consider when
replacing its vehicle fleet.
4.4 The Clarington Electric Vehicle Infrastructure Strategy will highlight municipal best
practices related to the adoption, use, administration and maintenance of EVs and EV
charging infrastructure and enable Council to:
• establish what role the Municipality, partner organizations and the private sector
should play in providing electric vehicle infrastructure and services;
• respond proactively to the growing demand for electric vehicle infrastructure and
services;
• make informed decisions about EV adoption and use.
• make informed decisions about EV changing infrastructure options related to
public streets and buildings, new commercial and residential developments and
parking renewal projects;
• increase public and municipal staff awareness about EV charging infrastructure;
• encourage/support faster adoption of electric vehicles to aid in reducing
greenhouse gas pollution;
• be a regional leader in the development of a forward -thinking EV infrastructure
strategy that will benefit our residents; and
• determine whether to pursue cost recovery to help fund the infrastructure.
4.5 Work on the EV Infrastructure Strategy began in mid -September 2019. A final draft will
be presented to Council for approval in May 2020. Strategy recommendations will be
integrated into the CCAP.
Page198
Municipality of Clarington Page 9
Report CAO-011-19
5. NRCan Zero -Emission Vehicle Infrastructure Program Joint
Application
5.1 In July 2019, the Climate Change Response Coordinator and the ICCWG initiated the
creation of a region -wide Electric Vehicle Zero -Emission Vehicle Infrastructure working
group to explore the possibility of submitting a proposal to the NRCan Zero -Emission
Vehicle Infrastructure Program). Through this program, funding of up to 50 per cent of
the capital costs (to a maximum of $42,000) are available to supplement the costs
associated with purchasing and installing EV charging infrastructure.
5.2 Between July and September 2019, the Climate Change Response Coordinator worked
with representatives from Ajax, Clarington, Oshawa, Oshawa PUC Networks, Whitby
and the Region of Durham to prepare a proposal for a Region wide network of Level 2
EV charging stations. The final proposal, submitted to NRCan in September, included
60 Level 2 EV chargers across 21 municipally -owned, publicly accessible sites within
Durham.
5.3 The proposed sites were carefully chosen to cover the large geography of the region
and be near to downtowns or in locations regularly accessed by the public. The
proposed sites included installing EV chargers at recreation facilities, long-term care
homes, theatres, downtown parking lots and municipal buildings. At each of these
locations, visitors generally stay for 1-2 hours. The chargers will have high visibility and
will be used by multiple customers throughout the day, and will support the goal of
building awareness of EVs in the community and decreasing range anxiety.
5.4 Within the application, 3 Level 2 EV charging stations (with 5 charge points) were
proposed to be located in Bowmanville at the municipal parking lot located at 34
Division St., Bowmanville (see Attachment 3 for a map of the location)
5.5 Applicants will be informed whether their applications are successful in November 2019.
If successful, Staff would report back to Council with a proposal for the balance of the
finance shortfall.
Page199
Municipality of Clarington Page 10
Report CAO-011-19
6. Natural Resources Canada Energy Manager and Energy
Assessment Program Funding Submission
NRCan Energy Manager Program
6.1 In late September 2019, the Climate Change Response Coordinator compiled and
submitted a proposal to NRCan to fund 100% of the costs associated with hiring a full
time Energy Manager for 24 months and conducting an energy audit on two Municipal
facilities.
6.2 If awarded, the principal role of Energy Manager will be to support municipal staff with
the implementation of Clarington's 2019-2024 Energy Conservation and Demand
Management Plan (ECDM Plan). The ECDM Plan outlines the current energy
consumption of municipally operated facilities and how the Municipality can reduce
overall energy consumption, operating costs and greenhouse gas (GHG) emissions.
6.3 Hiring a dedicated Energy Manager is a critical next step to advance the Municipality's
energy conservation goals. The roles of the Energy Manager will be to:
• guide the implementation of the energy strategies outlined in the Municipality's
ECDM Plan;
• encourage the development of a corporate culture of energy efficiency;
• guide a pilot implementation of Elexicon Group's CircuitMeter technology - a real-
time energy management and monitoring system that integrates sub -metering
hardware and data collection software;
• identify local energy generation alternatives including the use of micro -grid
technologies, backup energy storage, clean energy placement and business
development;
• represent the Municipality on Region -wide energy initiatives including the
Durham Community Energy Plan Steering Committee; and
• chair a sub -committee of the ICCWG, established to facilitate and monitor
implementation of the ECDM Plan.
NRCan Energy Assessment Program
6.4 One of the roles of the Energy Manager will be to guide the pilot implementation of
CircuitMeter technology to conduct energy audits on the South Courtice Arena (1595
Prestonvale Road, Courtice Ontario) and the Garnet Rickard Recreation Complex (2440
Highway 2, Bowmanville).
Page 200
Municipality of Clarington Page 11
Report CAO-011-19
6.5 These two large recreation centers were identified as having high rates of electricity
consumption and GHG emissions, and therefore the greatest opportunity to reduce
electricity consumption and GHG emissions, and save the Municipality money.
6.6 CircuitMeter is a real-time energy management and monitoring system that integrates
sub -metering hardware and data collection software. The data gathered through the use
of this technology will enable the Energy Manager and municipal staff to:
• undertake an energy audit for each facility;
• collect real-time energy consumption and greenhouse gas (GHG) emissions
data;
• benchmark power use for all equipment in each facility;
• identify systems that are not running optimally or running unnecessarily; and
• inform the recommissioning of technologies in each facility to ensure optimal
operation and reduce energy consumption.
6.7 Once the energy audits are complete and buildings have been recommissioned, the
CircuitMeter technology will be used to:
• provide an ongoing `audit' of energy consumption and operations optimization
• provide notifications when power consumption exceeds pre-set thresholds;
• help facility staff prevent "drift" in building performance by maintaining systems to
remain below energy benchmarks;
• provide regular feedback to employees about energy consumption to encourage
energy saving behaviors;
• continuously monitor of power use to identify, analyze and fix problems as they
occur; and
• target just -in -time maintenance and avoid the costs associated with of over -
maintenance or unexpected equipment breakdowns.
7. OPPI Presentation
7.1 On October 1,, 2019, Doran Hoge, Clarington's Climate Change Response Coordinator,
represented the Municipality with Kristy Kilbourne, Planner, Region of Durham, and
Chris Jones, Director of Planning and Regulation, Central Lake Ontario Conservation
Authority, at the Ontario Professional Planners Institute (OPPI) Conference.
7.2 The presentation outlined the collaborative tools that have been used in Durham Region
to collaborate on responses to climate and incorporate climate change adaptation and
mitigation into policies.
Page 201
Municipality of Clarington
Report CAO-011-19
Page 12
7.3 The presentation also highlighted the leadership role that the Municipality has played by
working to develop a corporate CCAP and by participating in the development and
implementation of the Durham Community Climate Adaptation Plan and the Durham
Community Energy Plan.
8. ECDM Provincial Reporting and ECDM Plan
8.1 O. Reg. 507/18 of the Electricity Act requires the Municipality to submit an annual report
on energy use across the Municipality to the Ministry of Energy by July 1 st. These
reports help staff track energy use and the impacts of our actions to reduce energy
consumption. The compiled information enables the Municipality to make informed
decisions about opportunities to reduce its energy consumption and save money.
8.2 In compliance with O. Reg. 507/18, in spring 2019 the Municipality released a 5-year
corporate ECDM Plan. The ECDM Plan reviews the historical and forecasted energy
performance of the facilities that are owned and operated by the Municipality and
recommends measures to reduce energy consumption and GHG emissions and save
money.
9. Conclusion
It is respectfully recommended that Report CAO-011-19 be received for information. If the
Municipality is successful in its NRCan Zero -Emission Vehicle Infrastructure Program
Joint Application, staff will report back and seek direction from Council.
Staff Contact: Doran Hoge, Climate Change Response Coordinator, 905-623-3379 ext. 2429
or dhoge@clarington.net.
Attachments:
Attachment 1 — Climate Action Plan work plan
Attachment 2 — Durham Region Climate Change Ensemble Modelling Project
Attachment 3 — Map of NRCan Zero -Emission Vehicle Infrastructure Program Joint Application
proposed Clarington EV Charge Station Locations
Interested Parties:
There are no interested parties to be notified
Page 202
Attachment 1 to Report CAO-011-19
Project Management Phases 1 - Innitiate Phase 2 - Research
Updated October 19
Phase 4 - Climate Action Plan Phase 5 - CCAP implementation and monitoring
strategy
April May June July August September October November Devember
Year 1-2019
N M V N M V N M V N M V N M V N M V N M V N M V N M V
v w w w w w w w w w w w w w w w w w w w w w w w w w w w w w w w w w w w
3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3
CCWG team meetings
x x x x x x x x
Development of strategy for engaging
external and internal stakeholders
x -
--
FCM Community of Practice
Preparing FCM reports / submissions
Creation of project team (CCWG)
Review current climate change policies,
practices and innitiatives
Review existing climate change plans
and studies
Develop an itteraterative project
workplan
Evaluate frameworks and programs for
climate action planning and support
opportunities, and determine budget
requirements
develop community climate change
risks/vulnerabilities/ opportunities
assessment (baseline data)
x
(community)
Research and develop list of current
climate change impacts and affected
municipal services (corporate)
Articulate vision and general goals / Set
action plan parameters
x
x
x
x
x
x x x
Extablish communications approach
Climate change risks / vulnerabilities
Set specific goals
Evaluate Risks
Identify Actions
Write CCCAP
Page 203
January February March April May June August September October November Devember
Year 2- 2020
N M V N M V N M V N M V N M V N M V N M V N M V N M V N M V N M V
w w w w w w w w w w w w w w w w w w w w w w w w w w w w w w w w w w w w w w w w w w w w
3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3
CCWG team meetings
x x
x x
Community of Practice
Preparing FCM reports / submissions
Evaluate and Select Actions
Brainstorm Implementation and
Monitoring Strategy (Munipal Leads,
Community Partners, Timelline, Curent
Status, Tasks, Measuring Success)
x
x
Write CCCAP
CCCAP review and revise
CCCAP council report prep
Report / Presentation to Council on
CCCAP
x
Development CCCAP Implementaiton
and Monitoring Strategy
x
x
Community Engagement Sessions
CCCAP Implementation and Monitoring
Strategy - Review and Revise
x
Council Report Prep
Report to Councl
Implementation
January February
Year 3- 2021
m v m m w v m v
3 3 3 3 3 3 3 3
CCWG team meetings
x
Preparing FCM reports / submissions
Implementation
Page 204
Attachment 2 to Report
CAO-011-19
Durham Region Climate Change Ensemble Modelling Project
Project Brief
Background
The Intergovernmental Panel on Climate Change issued a report in October 2018 that stated, "For some time,
we have known that global warming is neither linear in growth nor equal in its impact across the globe". Durham
Region ("the Region") currently has climate change (CC) projections which have served as the foundation of
significant actions on CC mitigation and adaptation in the Region.
In late 2018, the Region of Durham's Office of Sustainability, Planning and Economic Development and the
Natural Environment Climate Change Collaboration (see list of partners under `Application') were successful in
their application to the Greenbelt Foundation to update this climate change information.
Purpose
The purpose of this project is to address the Region's now dated climate change (CC) projection methodology
while providing a consistent data layer of CC projections across the Greenbelt municipalities and watersheds
within the Region. The CC projections will be used in a variety of projects including: identifying vulnerable areas
and potential adaptation restoration sites; the Region's Municipal Comprehensive Review; watershed plan
updates and/or equivalent studies; and support the implementation of the Greenbelt Plan and achievement of
plan objectives. The methodology report from this project will also enable other Greenbelt municipalities to
derive climate change projections using a consistent approach within their jurisdiction.
Approach
An ensemble approach has been cited as the preferred method for CC modelling by the Ontario Expert Panel
on Climate Change Adaptation (Tomalty and Komorowski, 201 1) and the Ontario Climate Consortium (OCC,
2018, 39). An ensemble approach can provide more representative range of projections of seasonal
temperature and precipitation than any single climate model (Tomalty and Komorowski, 201 1). It is anticipated
that updating climate change projections using an ensemble approach will continue to reflect a "warmer, wetter
and wilder" climate in the Region. However, this updated approach will include additional parameters;
consider CC in the short, mid and long term timeframes, and enhance consistency across all Region
municipalities.
The goal of this project is:
A. To create an updated, ensemble approach model for CC analysis which allows for a full range of climate
projections, including extremes and averages, to be captured for the Region.
B. To provide the climate data to inform the Region's Climate Adaptation Planning efforts, updated
watershed planning documents for Provincial Plan conformity, other policies as well as official plan
recommendations.
C. To provide the methodology of the climate data analyses so that other Greenbelt municipalities and
conservation authorities may replicate, adapt and build on the approach for their region.
D. To complement and/or update existing CC projections for Toronto and Region and Lake Simcoe Region
Conservation Authorities; the model will provide a baseline for Ganaraska Region, Central Lake Ontario
and Kawartha Region Conservation Authorities who currently have no CC information. This will in turn
Page 205
benefit the 8 municipalities within the Region (Note: The CA watershed boundaries extend beyond the
boundaries of the Region and the Greenbelt).
E. To provide a consistent approach across the Region that can be utilized by all 8 municipalities within the
Region and CAs for decision making, mitigation and adaptation planning
F. To serve as the foundational data for future projects that will identify risks and threats and to conduct
vulnerability assessment which will further info decision making, policies and practice in the Region
Partners
A range of agencies and organizations, including the Region's 8 area municipalities (Brock Township, City of
Oshawa, City of Pickering, Municipality of Clarington, Town of Ajax, Town of Whitby, Township of Scugog and
Township of Uxbridge), the five conservation authorities whose jurisdiction includes parts of the Region (Central
Lake Ontario Conservation Authority, Ganaraska Region Conservation Authority, Kawartha Region Conservation
Authority, Lake Simcoe Region Conservation Authority, Toronto Region Conservation Authority), and the Region's
Agricultural community will use the updated climate projections in their CC adaptation and mitigation work.
The Ontario Climate Consortium (OCC) has been selected by these partners to lead the technical portion of this
analysis and support in the development of all deliverables.
The Region of Durham and the Greenbelt Foundation have committed funds to the project; the other partners
will contribute in -kind contributions.
Application
The CC projections will be used to inform the Region's Municipal Comprehensive Review (MCR), watershed
planning and other projects as well as at the technical level to identify sites for natural solutions to adapt for
climate change vulnerable sites, enhancement of Conservation Authority natural heritage systems which inform
Regional and municipal natural heritage systems. The completion of this climate information will support
implementation of the Provincial Greenbelt Plan with respect to CC. This information will support the adoption
and implementation of sustainable land uses, restoration and other green projects in keeping with the principles
of the Greenbelt Plan to protect the long term viability of natural areas and agricultural lands for future
generations that will rely on the productivity of these areas.
GREEN
BELZ=�
Possibility grows here.
Page 206
Attachment 3 to Report
CAO-011-19 qltma@i
Tr a former
-
giine Cove
a eSquare BOY Pizz
22.1 Unfinished Business
Excerpt of the October 15, 2019
General Government Committee Minutes
22.1 Hiring New Staff
Resolution # GG-481-19
Moved by Councillor Neal Seconded by Councillor Zwart
That any hiring of new staff for vacant positions be filled only by approval of Council,
pending the results of the organizational review.
Page 208