HomeMy WebLinkAbout11/25/2019
General Government Committee
Revised Agenda
Date:November 25, 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.
Pages
1.Call to Order
2.Land Acknowledgment 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 November 4, 2019 7
8.Delegations
8.1 Wendy Partner, Chair, Affordable Housing Task Force, Regarding Report
CAO-013-19 Affordable Housing Toolkit
9.Communications – Receive for Information
9.1 Minutes of the Bowmanville Business Improvement Area, from the
October 8, 2019 meeting
20
9.2 Minutes of the Tyrone Community Hall Board, from the September 18
and October 16, 2019 meetings
24
9.3 Minutes of the Bowmanville Santa Claus Parade Committee, from the
October 7 and November 6, 2019 meetings
28
9.4 Jennifer Connor, Legislative Services Manager/Clerk, Township of
Ramara, Regarding Conservation Authority Exit Clause
32
General Government Committee
November 25, 2019
Page 2
9.5 Beth Morton, Clerk-Administrator, Township of Perry, Regarding
Transforming and Modernizing the Delivery of the Ontario Building Code
34
*9.6 Memo from Ron Albright, Acting Director of Engineering Services,
Regarding Tooley's Mill Park Area Land Ownership
36
10.Communications – Direction
10.1 Nancy and Hugh Towie, Clarington Polar Bear Swim Committee –
Clarington Polar Bear Swim – January 1, 2020
41
(Motion to approve the request for Emergency Services, Fire Hall #2, to
attend the Clarington Polar Bear Swim on January 1, 2020, in
Newcastle)
10.2 Susan Cassel, City Clerk, City of Pickering, Regarding Association of
Municipalities of Ontario (AMO) - Towards a Reasonable Balance:
Addressing Growing Municipal Liability and Insurance Costs
42
(Motion for Direction)
10.3 George Vadeboncoeur, Chief Administrative Officer, Town of Wasaga
Beach, Regarding Conservation Authority Levies
44
(Motion for Direction)
10.4 Memo from Anne Greentree, Municipal Clerk, Regarding Appointment of
Department Liaisons
48
(Motion for Direction)
11.Presentations
11.1 Ramzi Jammal, Executive Vice-President and Chief Regulatory
Operations Officer, Regulatory Operations Branch, Canadian Nuclear
Safety Commission (CNSC), Regarding CNSC Update
Presentation to begin at 11:00 AM
12.Engineering Services Department Reports
12.1 EGD-016-19 GO Transit Newcastle Village - Annual Status Update 49
12.2 EGD-017-19 Proposal to Close and Convey a Portion of an Unopen
Road Allowance Situated Between Lot 34 & 35, Concession 1, Former
Township of Darlington
52
General Government Committee
November 25, 2019
Page 3
12.3 EGD-018-19 Award of Geotechnical Services Consulting for Slope
Stability Investigation, Analysis and Report of Farewell Creek Trail
Phase 2
56
13.Operations Department Reports
No Reports for this section of the Agenda.
14.Emergency and Fire Services Department Reports
*14.1 ESD-008-19 Automatic Aid Agreement – Oshawa Fire Services –
Highway 401 Update
Please Note: Report has been removed from this Agenda to be added
to a future meeting.
14.2 ESD-009-19 Emergency Services Activity Report – Q3 60
*14.3 Ramzi Jammal, Executive Vice-President and Chief Regulatory
Operations Officer, Regulatory Operations Branch, Canadian Nuclear
Safety Commission (CNSC), Regarding CNSC Update
Presentation to begin at 11:00 AM
15.Community Services Department Reports
15.1 CSD-011-19 2019 Community Event Sponsorship Requests – Fall
Intake
67
15.2 CSD-012-19 Community Grant and Event Sponsorship Programs
Review
77
16.Municipal Clerk’s Department Reports
16.1 CLD-024-19 Appointments to Fill Vacancies on Various Boards and
Committees
82
16.2 CLD-025-19 Webstreaming of Council and Committee Meetings 87
17.Corporate Services Department Reports
17.1 COD-026-19 Emergency Flood Access Risk Assessment and Mitigation
Study
92
18.Finance Department Reports
General Government Committee
November 25, 2019
Page 4
18.1 FND-029-19 Financial Update as at September 30, 2019 98
18.2 FND-030-19 2020 Interim Tax By-law 115
General Government Committee
November 25, 2019
Page 5
18.3 FND-031-19 Market Review of Municipal Insurance Program 119
19.Solicitor’s Department Reports
No Reports for this section of the Agenda.
20.CAO Office Reports
20.1 CAO-012-19 Library-Museum Merger 124
20.2 CAO-013-19 Affordable Housing Toolkit 130
20.3 CAO-014-19 Durham Community Energy Plan Endorsement 182
20.4 CAO-015-19 Strategic Plan Update 211
21.New Business – Consideration
22.Unfinished Business
22.1 CAO-010-19 Cedar Crest Beach Update [Referred from the September
23, 2019 General Government Committee meeting]
Refer to Dec 9 Council
Link to Report CAO-010-19
22.2 Staffing [Referred from the November 4, 2019 General Government
Committee Meeting]
226
Refer to Dec 9 Council
*22.3 Memo from Ron Albright, Acting Director of Engineering Services,
Regarding Tooley's Mill Park Area Land Ownership
227
23.Confidential Reports
24.Adjournment
General Government Committee
November 25, 2019
Page 6
1
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:
Time:
Location:
November 4, 2019
9:30 AM
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 M. Zwart
Regrets: Councillor J. Neal and Councillor C. Traill
Staff Present: A. Allison, G. Acorn, R. Albright, S. Brake, T. Calhoun,
R. Maciver, M. Marano, T. Pinn, A. Greentree, J. Gallagher,
S. Gray
_____________________________________________________________________
1. Call to Order
Mayor Foster called the meeting to order at 9:30 AM.
2. Land Acknowledgement Statement
Councillor Anderson led the meeting in the Land Acknowledgment Statement.
3. New Business – Introduction
No New Business items were added to the agenda.
4. Adopt the Agenda
Alter the Agenda
Resolution # GG-489-19
Moved by Councillor Hooper
Seconded by Councillor Anderson
That the Agenda be altered to consider, Item 23.1, Confidential Report
CLD-022-19, after Item8.2, the delegation of Sandra MacDonald, regarding
Confidential Report CLD-023-19 Taxicab Drivers Licence Application Appeal.
Carried
Page 7
November 4, 2019 General Government Committee Minutes
2
Resolution # GG-490-19
Moved by Councillor Hooper
Seconded by Councillor Zwart
That the Agenda for the General Government Committee meeting of November
4, 2019 be adopted with the addition of Communication Item 10.4, Lisa and Elton
Maynard, Regarding Updating the Parking By-law.
Carried
5. Declaration of Interest
Mayor Foster declared an interest in sections 6.4 to 6.7 of the Report
CAO-011-19, Clarington Climate Action Planning.
Later in the meeting, during closed session, Councillor Hooper declared an
interest in Confidential Report CLD-023-19, Taxicab Drivers Licence Application -
Appeal.
6. Announcements
Members of Committee announced upcoming community events and matters of
community interest.
7. Adoption of Minutes of Previous Meeting
7.1 Minutes of a Regular Meeting of October 15, 2019
Resolution # GG-491-19
Moved by Councillor Zwart
Seconded by Councillor Jones
That the minutes of the regular meeting of the General Government Committee
meeting held on October 15, 2019, be approved.
Carried
8. Delegations
8.1 Marian Timmerans, Regarding Durham Hospice - Clarington
Marian Timmerans, was present regarding Durham Hospice - Clarington. Ms.
Timmerans explained that fundraising is paramount to the succ ess of the
Durham Hospice - Clarington. She explained that they have created a calendar
to promote local artists and fundraising for Durham Hospice - Clarington. Ms.
Timmerans presented Mayor Foster with a calendar. She advised the
Committee that the calendars are for sale now for $20.00.
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November 4, 2019 General Government Committee Minutes
3
Resolution # GG-492-19
Moved by Councillor Hooper
Seconded by Councillor Zwart
That the Delegation of Marian Timmerans, regarding Durham Hospice -
Clarington, be received with thanks; and
That best wishes be passed to the Durham Hospice – Clarington, in their
fundraising efforts.
Carried
8.2 Sandra MacDonald, Regarding Confidential Report CLD-023-19 Taxicab
Drivers Licence Application Appeal
Closed Session
Resolution # GG-493-19
Moved by Councillor Anderson
Seconded by Councillor Hooper
That, in accordance with Section 239 (2) of the Municipal Act, 2001, as
amended, the meeting be closed for the purpose of discussing a matter that
deals with personal matters about an identifiable individual, including municipal
or local board employees.
Carried
Councillor Hooper declared an interest in Confidential Report CLD-023-19,
Taxicab Drivers Licence Application – Appeal as the applicant was a former
employee. Councillor Hooper left the room and refrained from discussion and
voting on this matter.
Rise and Report
The meeting resumed in open session at 10:15 AM.
Mayor Foster advised that two items were discussed in “closed” session in
accordance with Section 239(2) of the Municipal Act, 2001 and no resolutions
were passed.
Resolution # GG-494-19
Moved by Councillor Zwart
Seconded by Councillor Jones
That the delegation of Sandra MacDonald be referred to Confidential Report
CLD-022-19.
Carried
Page 9
November 4, 2019 General Government Committee Minutes
4
23.1 CLD-023-19 Taxicab Drivers Licence Application - Appeal [Distributed
Under Separate Cover]
Resolution # GG-495-19
Moved by Councillor Jones
Seconded by Councillor Anderson
That Confidential Report CLD-023-19 be received;
That the application for a taxi driver licence, submitted by Sandra MacDonald, be
denied; and
That all interested parties listed in Report CLD-023-19 and any delegations be
advised of Council’s decision.
Carried
Councillor Hooper returned to the meeting.
Recess
Resolution # GG-496-19
Moved by Councillor Zwart
Seconded by Councillor Hooper
That the Committee recess for 5 minutes.
Carried
The meeting reconvened at 10:22 AM with Mayor Foster in the Chair.
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
Judy Hanson, Autism Home Base (AHB) Durham, was present regarding Report
COD-025-19 Lease of Office Space on the second floor of 132 Church Street,
Bowmanville. Ms. Hanson mentioned that Attachment 1 to Report COD-025-19
outlines their request to lease the office space on the second floor of 132 Church
Street and how they intend to use the space. She provided a brief overview of
the spectrum of autism and how the space will change people’s lives.
Ms. Hanson explained that AHB Durham creates opportunities where members
are inspired to discover new interests, engage in the community, build
friendships, and develop lifelong supports. She advised the Committee that the
autism hub will offer a wide range of services, including:
a parent/caregiver drop-in with access to our resource lending library
a drop-in for autism self-advocates (with community job 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
Page 10
November 4, 2019 General Government Committee Minutes
5
volunteer orientation and training events
sensory-sensitive social and recreational programming (yoga, music)
board, staff and community stakeholder meetings
Ms. Hanson noted that AHB serves 160 members across Durham Region and
Peterborough and received their second Ontario Trillium Foundation grant. She
advised the Committee that this space will benefit the community and thanked
them for their support.
Resolution # GG-497-19
Moved by Councillor Jones
Seconded by Councillor Hooper
That the delegation of 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, be referred to
consideration of Report COD-025-19.
Carried
Alter the Agenda
Resolution # GG-498-19
Moved by Councillor Jones
Seconded by Councillor Zwart
That the Agenda be altered to consider Report COD-025-19 Lease of Office
Space on the second floor of 132 Church Street, Bowmanville to the Autism
Home Base Durham, at this time.
Carried
17.3 COD-025-19 Lease of Office Space on the Second Floor of 132 Church
Street, Bowmanville to the Autism Home Base Durham
Resolution # GG-499-19
Moved by Councillor Hooper
Seconded by Councillor Anderson
That Report COD-025-19 be received;
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
January 1, 2020 and expiring December 31, 2022 and that the lease agreement
is in a form acceptable to the Municipal Solicitor;
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;
Page 11
November 4, 2019 General Government Committee Minutes
6
That the Mayor and Municipal Clerk be authorized to execute the lease
agreements on behalf of the Municipality; and
That all interested parties listed in Report and any delegations be advised of
Council’s decision.
Carried
8.6 Kim Wright, on behalf of Uber Canada, Regarding Report CLD-022-19
Vehicle for Hire By-law
Kim Wright, was present on behalf of Uber Canada, regarding Report
CLD-022-19 Vehicle for Hire By-law. Ms. Wright explained that she was present
to answer any questions from the Committee.
9. Communications – Receive for Information
Resolution # GG-500-19
Moved by Councillor Anderson
Seconded by Councillor Hooper
That Communication Items 9.1 to 9.11 be received for information, with the
exception of Item 9.10.
Carried
9.1 Minutes of the Newcastle Business Improvement Area dated October
10, 2019
9.2 Raylene Martell, Director of Legislative Services/Municipal Clerk,
Municipality of Grey Highlands, Regarding Conservation Authority
support
9.3 Jordan Lee, MTO Planner, Regarding MTO Municipal Noise Bylaw
Exemption - Notice of Night Work
9.4 Alexander Harras, Manager of Legislative Services/Deputy Clerk,
Town of Ajax, Regarding Climate Emergency Declaration
9.5 Ralph Walton, Regional Clerk/Director of Legislative Services,
Region of Durham, Regarding Opioid Overdose Emergency
9.6 Ralph Walton, Regional Clerk/Director of Legislative Services,
Region of 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 Consultation on the Transformation of Building Services
in Ontario
Page 12
November 4, 2019 General Government Committee Minutes
7
9.8 Stephanie Allman, Regulatory Coordinator – Regulatory Affairs,
Enbridge Gas Inc., Regarding 2020 Rate Application - Notice of
Hearing
9.9 Sue Foxton, Mayor, Township of North Dumfries, Regarding
Response to Proposed Amendments to the Aggregate Resources
Act
9.11 Minutes of the Orono Business Improvement Area dated September
12, 2019
9.10 Donna Metcalf-Woo, Regarding Local Health Care Services
Resolution # GG-501-19
Moved by Councillor Zwart
Seconded by Councillor Jones
That Communication Item 9.10, be received for information.
Carried
10. Communications – Direction
10.1 Mayor Alan Soever, Town of The Blue Mountains, Regarding Integrity
Commissioner Matters
Resolution # GG-502-19
Moved by Councillor Hooper
Seconded by Councillor Anderson
That the following resolution from the Town of The Blue Mountains, regarding
Integrity Commission Matters, be endorsed by the Municipality of Clarington:
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
Page 13
November 4, 2019 General Government Committee Minutes
8
10.2 Jennifer Astrologo, Director of Corporate Services/Clerk, Town of
Kingsville, Regarding Local Health Care Services
Resolution # GG-503-19
Moved by Councillor Zwart
Seconded by Councillor Anderson
That the following resolution from Town of Kingsville, regarding Local Health
Care Services, be endorsed by the Municipality of Clarington:
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 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.
Yes (5): Mayor Foster, Councillor Anderson, Councillor Hooper, Councillor Jones, and
Councillor Zwart
Absent (2): Councillor Neal, and Councillor Traill
Carried (5 to 0)
Page 14
November 4, 2019 General Government Committee Minutes
9
10.3 Memo from Trevor Pinn, Treasurer, Regarding a Request to Release Funds
from the Orono Business Improvement Authority
Resolution # GG-504-19
Moved by Councillor Zwart
Seconded by Councillor Anderson
That the Director of Finance be authorized to issue a cheque to the Orono BIA in
an amount not to exceeding $23,000 from the Orono BIA Reserve Fund for the
purchase of Christmas wreaths.
Carried
Recess
Moved by Councillor Jones
Seconded by Councillor Hooper
That the Committee recess for 5 minutes.
Carried
The meeting reconvened at 10:47 AM with Mayor Foster in the Chair.
10.4 Lisa and Elton Maynard, Regarding Updating the Parking By-law
Resolution # GG-505-19
Moved by Councillor Hooper
Seconded by Councillor Jones
That Communication Item 10.4, be received for information.
Carried
11. Presentations
No Presentations
12. Engineering Services Department Reports
No Reports for this section of the Agenda.
13. Operations Department Reports
Councillor Hooper chaired this portion of the meeting.
13.1 OPD-007-19 132 Church Street, Bowmanville
Resolution # GG-506-19
Moved by Councillor Zwart
Seconded by Councillor Jones
That Report OPD-007-19 be received; and
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November 4, 2019 General Government Committee Minutes
10
That $20,000 from the Rate Stabilization Reserve Fund be used for building
renovations at 132 Church Street.
Carried
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
Councillor Jones chaired this portion of the meeting.
16.1 CLD-022-19 Vehicle for Hire By-law
Resolution # GG-507-19
Moved by Mayor Foster
Seconded by Councillor Zwart
That Report CLD-022-19 be received;
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
That all interested parties listed in Report CLD-022-19, and any delegations be
advised of Council’s decision.
Carried
17. Corporate Services Department Reports
Mayor Foster chaired this portion of the meeting.
17.1 COD-023-19 Miscellaneous Catch Basin and Maintenance Hole Repairs
Resolution # GG-508-19
Moved by Councillor Hooper
Seconded by Councillor Anderson
That Report COD-023-19 be received;
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;
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November 4, 2019 General Government Committee Minutes
11
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;
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
That all interested parties listed in Report COD-023-19, and any delegations be
advised of Council’s decision.
Carried
17.2 COD-024-19 Bowmanville Tennis Club – Lease Renewal
Resolution # GG-509-19
Moved by Councillor Hooper
Seconded by Councillor Jones
That Report COD-024-19 be received;
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;
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;
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
That the Board of the Bowmanville Older Adult Association and the Bowmanville
Tennis Club be advised of Council’s decision.
Carried
Page 17
November 4, 2019 General Government Committee Minutes
12
17.3 COD-025-19 Lease of Office Space on the Second Floor of 132 Church
Street, Bowmanville to the Autism Home Base Durham
Report COD-025-19 was considered earlier in the meeting during the delegation
portion of the agenda.
18. Finance Department Reports
No Reports for this section of the Agenda.
19. Solicitor’s Department Reports
No Reports for this section of the Agenda.
20. CAO Office Reports
20.1 CAO-011-19 Clarington Climate Action Planning
Resolution # GG-510-19
Moved by Councillor Anderson
Seconded by Councillor Zwart
That Report CAO-011-19 be received for information.
Divided, see following motion
Resolution # GG-511-19
Moved by Councillor Anderson
Seconded by Councillor Zwart
That the foregoing Resolution #GG-510-19 be divided such that sections 6.4 to
6.7 of Report CAO-011-19 be considered now.
Carried
Mayor Foster declared an interest in sections 6.4 to 6.7 of Report CAO-011-19,
Clarington Climate Action Planning as Elexicon is providing the services
described in sections 6.4 to 6.7. Mayor Foster left the room and refrained from
discussion and voting on this matter.
Councillor Hooper chaired this portion of the meeting.
Resolution # GG-512-19
Moved by Councillor Anderson
Seconded by Councillor Jones
That sections 6.4 to 6.7 of Report CAO-011-19, be received for information.
Carried
Mayor Foster returned to the meeting.
The balance of the foregoing Resolution #GG-510-19 was then put to a vote and
carried.
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November 4, 2019 General Government Committee Minutes
13
21. New Business – Consideration
22. Unfinished Business
22.1 Staffing [Referred from the October 15, 2019 General Government
Committee Meeting]
Resolution # GG-513-19
Moved by Councillor Hooper
Seconded by Councillor Zwart
That the Unfinished Business Item 22.1 Staffing, be referred to the November 25,
2019 General Government Committee Meeting.
Referred
23. Confidential Reports
23.1 CLD-023-19 Taxicab Drivers Licence Application - Appeal [Distributed
Under Separate Cover]
Confidential Report CLD-022-19 was considered earlier in the meeting during the
delegation portion of the agenda.
24. Adjournment
Resolution # GG-514-19
Moved by Councillor Jones
Seconded by Councillor Zwart
That the meeting adjourn at 11:54 AM.
Carried
________________________________ ________________________________
Mayor Deputy Clerk
Page 19
Historic Downtown Bowmanville Business Centre (BIA)
Board of Management Meeting Minutes
Tuesday October 8, 2019; 6:30pm
Clarington Meeting Room 1-C
Present: Edgar Lucas, Chair
Laura Holmes, Secretary
Gerri Lucas, Treasurer
Cathy Holmes
Ron Hooper
Morgan James
Absent: Carrie Hooper
Justin Barry
Delegations Present: None
The meeting was called to order by the Chair.
1. Presentation by Delegations
The Chair recognized that no delegations were present.
2. Adoption of Minutes
Moved by C. Holmes, seconded by M. James
THAT the minutes of the meeting of Tuesday September 17, 2019 be approved as circulated.
CARRIED
3. Business Arising from Previous Minutes
(a) Request for Elimination of Two Hour Free Parking in Municipal Lots
Review of Municipality of Clarington Report CLD-018-19.
Moved by G. Lucas, seconded by M. James
THAT the board supports the proposal to raise the hourly parking rate to $1.00 at both
streetside meters and municipal lots, but requests that the motion from June 2019 be
included which excludes weekday fees at streetside parking meters from December 1-31,
annually.
CARRIED
(b) Street Banners
Review of design concepts submitted by board members and selection of preferred concept.
Moved by G. Lucas, seconded by R. Hooper
THAT a quote and design proof for selected winter theme street banners be obtained.
Page 20
Historic Downtown Bowmanville 2 October 2019
Business Centre (BIA)
CARRIED
4. Correspondence
Correspondence was received from
i. Anne Greentree, Municipal Clerk, regarding Motion JC-106-19 asking for feedback on
Report CLD-018-19 related to parking lot and meters in downtown Bowmanville
ii. Kathy McLauglin, Secretary of the Bowmanville Santa Claus Parade Committee,
requesting sponsorship donations for the annual parade
Moved by M. James, seconded by L. Holmes
THAT the correspondence be received for information.
CARRIED
5. Treasurer’s Report
The Treasurer presented the following:
i. $23 944.96 in current account at BMO
ii. $75 548.50 at Edward Jones
Moved by C. Holmes, seconded by L. Holmes
THAT the Treasurer’s Report be adopted as presented.
CARRIED
6. Directors’ Reports
(a) Council Liaison – R. Hooper:
Reported that the King St crosswalk is construction is complete and the sidewalk café
bumpout at Three-Six Kitchen will be removed shortly.
(b) Events – C. Holmes:
Reported that Applefest organization is going well. This year there has been an increase in
outside businesses and unauthorized organizations trying to seek entrance to the events.
Contract negotiations between the Municipality and property owners/legal team for the
former Goodyear property are ongoing to allow self-park access for attendees during
Applefest.
(c) Membership Relations – J. Barry:
No report.
(d) Streetscape – G. Lucas:
Page 21
Historic Downtown Bowmanville 3 October 2019
Business Centre (BIA)
Reported that large winter planters will be ordered from Rekker’s Garden Centre and winter
hanging baskets ordered from Van Belle Flowers. Rekker’s will be contacted to remove the
summer hanging baskets following Applefest.
(e) Communications – M. James:
No report.
(f) Website – L. Holmes:
Reported that postings for volunteer positions at Applefest were placed on the Clarington
Volunteer portal and posts on social media.
(g) Media Relations – C. Hooper:
No Report.
7. New Business
(c) Santa Claus Parade Float Entry
Moved by G. Lucas, seconded by R. Hooper
THAT Historic Downtown Bowmanville apply for an entry in the Santa Claus Parade taking
place Saturday November 16, 2019.
CARRIED
(d) Yard Sales in downtown Bowmanville
Numerous business owners and members of the community have raised concerns about the
yard sales taking place nearly every weekend in the area of 82 King St W, Bowmanville.
These sales are operated by the rental occupant who resides at 82 King St W, Bowmanville.
Items for resale are presented on the sidewalk and storefront steps near this location and
are preventing access to local businesses and impeding pedestrian traffic flow along the
sidewalk. The occupant has also been posting large signage to notify of the sale on area
trees and municipal posts.
Moved by G. Lucas, seconded by L. Holmes
THAT a letter be sent to Municipal Law Enforcement asking that a warning to cease be
issued to the occupant of 82 King St W.
CARRIED
(e) Death of George Webster, founding member of Historic Downtown Bowmanville BIA
Moved by M. James, seconded by C. Holmes
Page 22
Historic Downtown Bowmanville 4 October 2019
Business Centre (BIA)
THAT a donation on behalf of the BIA be sent to Northcutt Elliott Funeral Home in honour of
Mr. Webster.
CARRIED
(f) Business Member Changes
Endivine Bar & Grill (73 King St E) planned September opening is delayed.
Little Buck (66 King St W) opening is delayed due to obtaining permits.
Nutrition Kitchen (47 King St W) will be opening in October.
Global Human Resource Centre Inc (38B King St E) Bowmanville location is closed.
Bakers Dozen/Gourmet Grill Cheese (96 King St E) is closed.
Edna Thomson Child Care Centre (156 Church St) closed and relocated outside the BIA.
Soper Creek Yarn (78 King St W) is closing following Applefest and relocating to Orono.
Boho Beauty Microblading (17 Temperance St) is moving next door to 19 Temperance St.
8. Date of Next Meeting
The next meeting of the Board of Management is scheduled to be held on Tuesday November
12, 2019 commencing at 6:30pm in Clarington Meeting Room 1-C.
9. Adjournment
Moved by R. Hooper, seconded by L. Holmes
THAT the meeting adjourn.
CARRIED
The meeting adjourned at 8:07pm.
Page 23
Tyrone Community Centre Minutes
Wednesday Sept 18th, 2019 Meeting
7:00 – 9:00
Attendance: Larry Quinney, Lyndsay Luckhardt, Dave Taylor, Joy Vaneyk, Steve Hutchinson,
Danielle Carroll, Marlene Raby, Craig Raby, Corrine VandeGrootheveen, Alivina Hare, Greg
Carroll, Dianne Woodley, Kyle Young, Cecile Bowers, Justin Vachon,. Paul Rowan, Corinna Traill
Regrets: Marlene Craig, Steve Hutchinson
Welcome
Approval of agenda – motioned by Joy. Seconded by Dave
Approval of minutes from June – minutes read from previous meeting. Motioned by Greg to approve
minutes as read. Seconded by Alvina
Committee Reports
• Chair – Danielle – discussion was held in regards to the Car Rally that took place this past weekend at
the community center and some concerns that were brought to Danielle. Flyers were brought to pass
around and proof advertising upcoming events being held. Maintenance reports were reissued as no work
orders had been completed.
• Vice Chair – Joy – reminded that help is needed for Euchre nights
• Treasurer – Approval of financials as printed and presented – Steve could not attend but sent
information.
• Rental Coordinator – Marlene – summer was busy with bookings. For September, we have a couple
bookings. October is a little busier. No back to back rentals in September.
• Maintenance – Larry – working with the municipality to complete repairs that need to be done.
Discussion was had about the septic tank and needing to be pumped. Will look into this further. Floors will
be stripped and waxed October 14th.
• Grounds and Building Up Keep – Kyle – Danielle to email Rob to set up a meeting with Kyle, Danielle and
himself to address all the issues now that the summer months are done. It was mentioned again about
the dead trees that need to be removed ASAP. External drainage is also a concern that needs to be
addressed.
• 30+ Dance – Dave – 110 attended the September. Good dance with no complaints. Over the last 3 years
attendance has dropped for the Dance. No one seemed to mind the price increase.
New Business
• Youth Activities – mentioned the flyers that are advertising the upcoming events. Corrine announced
that the Enniskillen General Store was giving away tubs of the Pralines and Cream Ale ice cream.
• Pot Luck – being offered once a month. Dates on flyers.
• Breakfast with Santa – will be discussed and planned more next month. Will be on Dec 14th and our
annual Christmas dinner will be that night.
Page 24
• Girls Night Out – evening of shopping, Scentsy, essential oils, Pampered Chef and more will be there
setting up tables and offering products for sale.
• Board Dinner – Dec 14th as mentioned above. Suggestions can be submitted to Danielle in regards to
options for how to run it, ie caterer, food trucks, etc
• Ice Rink – it was asked if we were interested in having the rink again, motioned by Greg to move
forward with rink approval. Seconded by Craig. All in favor
• Recycling – discussion was had in regards to bringing recycling here to the hall and encourage – more
discussion will be had after some information provided has been read. Corinna made a suggestion for
further consideration.
• Lack of spirit day – it was put out to the board on if anyone was interested in still trying to run this. Paul
mentioned that he will approach the soccer crowd to see what can maybe be put into place for next year.
• Other events in the works or of interest – Durham East 4H is holding a Pasta dinner on October 26th
from 6-9 at Maple Grove United Church. Enniskillen Tyrone United Church is starting their crock pot
suppers on October 15th. Friday Sept 20th the Legion in Bowmanville is hosting a roast beef supper and
Saturday they are hosting a Schnitzel supper. Sept 29th Blackstock is hosting a roast beef supper. Sept 24th
there is a barn tour in Solina at the Millson’s new barn. Town hall meeting at the Haydon Hall on Oct 2nd in
regards to a round about being installed at 57 and Concession Rd 8. Dianne mentioned about the t-shirt
sales. They have been really well received. Discussion was had about maybe trying a round of hoodies to
see if they would be a hit as well.
Old Business
• Speakers – Craig – speakers and sound system has been installed by Long and McQuade. Craig donated
his microphone stand for use in the hall. Discussion was had about updating the rental contract and
options for deposits to ensure that if any damage the cost is covered for the hall. Was mentioned that a
fan to be placed inside or a hole on top due to the equipment getting too hot inside
• Internet – Joy – internet has been installed and working.
• Other – All – discussion was started about raising the fee for rental. It was mentioned about our cost
going up for cleaning supplies and other expenses. It was decided that we could up the rental fee to $500
for the day for the entire hall and an hourly rate of $75.00. The north portion is $50 hourly or $250 for the
day. This brought up discussion about need for a storage bin. During discussion it was felt that a bin was
not required at this time. Joy mentioned about the square tables and said that at this time it is not felt
that we need to purchase any new ones. Kyle mentioned that the 3 trees that had died have now been
replaced and are being watered regularly to ensure that they take root and grow. Water fountain has
been ordered. Craig made a motion to purchase a sign box, up to $800, to have installed outside on the
wall to place all the community news and upcoming events. Seconded by Larry. All in favor. Carried.
Adjournment motion made at 9:10 by Alvina and seconded by Paul.
NEXT MEETING Wednesday October 16, 2019 7:00 pm
Page 25
Tyrone Community Centre Minutes
Wednesday Ocotber 16th, 2019 Meeting
7:00 – 9:00
Attendance: Larry Quinney, Lyndsay Luckhardt, Dave Taylor, Joy Vaneyk, Danielle Carroll,
Marlene Raby, Craig Raby, Corrine VandeGrootheveen, Alivina Hare, Greg Carroll, Paul Rowan
Corinna Traill, Dani McCarthy
Regrets: Marlene Craig, Steve Hutchinson, Steve Hutchinson, Kyle Young, Cecile Bowers, Dianne
Woodley, Justin Vachon
Welcome
Approval of agenda – motioned by Dave. Seconded by Alvina
Approval of minutes from June –Motioned by Marlene to approve minutes as read. Seconded by Corrine
Committee Reports
• Chair – Danielle – has been in contact with the municipality and sent all requests and work orders that
were needed to be sent.
• Vice Chair – Joy – nothing to report
• Treasurer – Steve – was unable to attend. It was mentioned that due to personal reasons Steve needs
to step down as treasurer. It was discussed around the table possible nominees to take his place. It was
suggested that Dianne Woodley would be a good replacement. Joy will reach out and ask Dianne if she
will able to take on the roll. Joy says that there is approx $18000 in the bank when she logged onto the
web banking.
• Rental Coordinator – Marlene – Sept was busy with lots of community events but not too many
bookings. Oct has a wedding coming up on Saturday, Silent Tiger has the hall the following Saturday. No
back to back rentals this month requiring extra cleaning help. Rental contract updated to reflect the
updated information including rental fee, sound system rental, bar tender fees, etc
• Maintenance – Larry – floor was waxed. Dishwasher uses a lot of soap. Larry recommends having
someone come and have a look at it. Health inspector will be visiting next month
• Grounds and Building Up Keep – Kyle – Municipality has been around and put all new weather stripping
around the doors. Lights outside have been fixed. Eaves troughs have been cleaned out. Furnace still
needs to be looked at. Still have the issues of rodents getting into the ceilings. Discussion was had about
not delaying on fixing this situation and moving forward with obtaining the quotes to have the rodents
removed from the ceiling and the entry points fixed to avoid further inhabitants. The bill will be submitted
to the municipality upon completion as it is felt to be an urgent requirement to be completed ASAP
• 30+ Dance – Dave – Approx 170 attended the October Dance. Some complaints were heard about the
DJ. Dave will talk to the DJ’s before the dances. A reminder was given that the food should be placed out
at 11 to keep people dancing longer.
Page 26
New Business
•Snow Removal Quotes will be discussed at the next meeting. Joy will be calling some companies to
provide some.
Old Business
• Youth Activities – discussion was had about the youth dances (JK – 5). It was felt this was not a well
attended event and that maybe should go back to just movie nights. Suggestion was had to have family
nights not necessarily just movie nights or dances. Ideas were thrown out to play games, run team
themed games, etc. Nov 1st is a movie night, movie to be determined. Doors open at 6:30 movie starts at
7
• Pot Luck – Turkey Dinner theme is the next pot luck on Oct 27th. Dinner starts at 5. Bring anything other
than turkey
• Breakfast with Santa – will be discussed next month
• Girls Night Out – Nov 15th 7-10pm. Was asked if help is needed. Each booth was asked to provide a small
object to raffle off
• Board Dinner – still looking for suggestions. Discussion was had about having a Jamaican caterer,
Bowmanville Restaurant, Massey House, and Hawley Caterer. Will be looked into further and brought to
next meeting
• Ice Rink – discussion was had about adding another row of boards due to the grading and the fact that
last year one side was higher than the boards. Possibly reaching out to the community users if the
municipality
• Maintenance Costs suggestions and fixes - was discussed about solutions for cutting costs on supplies as
it seems to be getting very expensive. Maybe too many products are being used and could be cut down. It
was decided that we use the remaining products purchased and then will discuss going to a greener
options. The need for a wet closet/tub room was brought up again and will be mentioned again to the
municipality.
Adjournment motion made at 8:50 by Dave and seconded by Marlene.
NEXT MEETING Wednesday November 20, 2019 7:00 pm
Page 27
BOWMANVILLE SANTA CLAUS PARADE MINUTES
October 7, 2019
Attendees: Terryl Tzikas, Roger Letooze, Kathy McLaughlin, Allison Dart, Emily Geraghty, Crystal Rice,
Caitlyn Causey, Bethany Matovic
Regrets: Emily Geraghty, Jen Ashby
Terryl Tzikas (Chairperson, Float/Fillers)
Thirty entries so far
Website is working well
Terryl’s son will help Roger on day of Parade
Terryl’s husband will be back at Parade building at end of Parade
Three new members (Crystal Rice, Caitlyn Causey and Bethany Matovic, welcome to all of you
and I know that you will all have something amazing to contribute to the Parade)
Will meet at barn on October 15th @ 4:00 p.m. so new members can see Parade building
Kathy McLaughlin (Secretary/Publicity)
Letters have been sent out, 300 in total.
Heard from Walmart and you have to submit application for donation through their website.
This has been done and may take three months to hear back
Dignitary letters will be mailed out this week
Roger Letooze (Event Support Coordinator
Will contact Branch regarding button sellars
Page 28
Jen Ashby (Bands)
Has five bands so far: Skeena Cadets, Thrump N Bit, Whitby Brass, Bowmanville High School,
Central Public School
Next Meeting
Monday October 21st, 2019 – 7:00 p.m. Room 1C
Page 29
BOWMANVILLE SANTA CLAUS PARADE MINUTES
NOVEMBER 6, 2017
Attendees: Terry Tzikas , Kathy McLaughlin, Roger Letooze, Bill Heathcote, Jen Ashby, Ron Hooper,
Allison Dart
Motion: “To accept the minutes from the October 23, 2017 Meeting”
Motion: Roger Letooze 2Nd: Bill Heathcote
All in favour – passed
Roger Letooze (Event Coordinator):
Golf Carts – Quarry Lakes will deliver Golf carts to Liberty Pentecostal Church
Button Sellers – sign up sheet is up at the Legion.
Ron Hooper (Council Representative):
Will provide Microphone for Santa
Ron will deliver letters to the Mill regarding change in Route
Kathy McLaughlin (Secretary/Publicity):
Has heard back from all Dignitaries and they will be in Parade
Bill Heathcote (Assistant Event Coordinator):
Thank you Ron Hooper for article in the paper regarding Parade’s new Route
Signs will go up November 12 and down November 19th.
Will complete sign permit
Page 30
Jen Ashby (Bands):
Is prepared and ready to go
Will need blank cheques from Allison for day of parade
Terryl Tzikas (Chairperson/Floats and Fillers):
Buttons – are in production, will be the same price as Button Boy
Program – Arnt’s Landscacping will be producing this
Costumes – waiting for list of volunteers for costumes from Jen and Jeff.
Johnny on the Spot – would drop of Thursday and pick up on Monday or Tuesday
Motion: to purchase a Johnny on the Spot for parade day
Motion: Kathy McLaughlin 2nd: Jen Ashby
All in Favour – Passed
Next Meeting scheduled for
Program meeting:
Will be held at Jen Ashby’s home
87 Westover Drive
Bowmanville, Ontario
7:00 p.m.
Bring munchies
Page 31
TOWNSHIPOf2297Highway12,MARANovember7,2019HonourableJeffYurekMinisterofEnvironment,ConservationandParksCollegePark5thFloor777BayStToronto,ONM7A2J3Re:ConservationAuthorityExitClauseTheCounciloftheCorporationoftheTownshipofRamarapassedthefollowingmotionattheirregularmeetingheldOctober28,2019,unanimouslybyarecordedvote:WHEREAStheTOWNSHIPOFRAMARAhasconsistentlyexpresseditsviewthatitswatershedconservationauthoritiesareduplicative,financiallyunaccountable,inconflictwithcitizensandprivatepropertyrights;ANDWHEREAStheTOWNSHIPOFRAMARAhasencounteredtheregulatoryobstaclestochallengethearbitrary,inefficient,non-transparent,andunsustainablemunicipallevyforceduponitannuallybyitswatershedconservationauthorities;ANDWHEREAStheTOWNSHIPOFRAMARAquestionstheefficacyandrelevanceofitswatershedconservationauthorities’programsandservicesandtheirperformanceinachievingthegoalsofconservationandenvironmentalstewardship;ANDWHEREAStheTOWNSHIPOFRAMARAfindsthecurrentConservationAuthoritiesAct,I990,R.S.O.I990,c.C.27anditsproscribedregulationsinconsistentandobsolete;ANDWHEREAStheMinisterofEnvironment,Conservation,andParkstheHonourableJeffYureksignaledtheprovince’sintenttoreconsiderandupdatetheConservationAuthoritiesAct,I990,R.S.O.I990,c.C.27anditsproscribedregulations;THEREFOREBEITRESOLVEDTHAT:theTOWNSHIPOFRAMARAsupporttheprovince’sdeterminationthattheexistingConservationAuthoritiesAct,I990,R.SO.1990,c.C.27anditsproscribedregulationsrequirereview;www.ramara.caPage 32
ANDTHATtheTOWNSHIPOFRAMARAsignaltotheMinistryoftheEnvironment,Conservation,andParksofitswillingnesstoparticipateinallconsultationsandsubmissionstothesame;ANDTHATfurthertheTOWNSHIPOFRAMARAsignalitsexpressdesirethatanexitclausebeprovidedinanynewConservationAuthoritiesActtopermitmunicipalitiesthatdeterminetheobjectsofconservationandenvironmentalstewardshipcanbeprovidedbyalternativegovernance,programs,and/orservicestoexistcostlyandunwarrantedconservationauthority(ies)jurisdiction(s);ANDTHATthisresolutionbeforwardedtheMinisteroftheEnvironment,Conservation,andParks,theHonourableJeffYurek,ConservationOntario,Ontario’sthirty-sixconservationauthorities,andallupperandlower-tierOntariomunicipalities.Itrusttheaboveisself-explanatoryhoweverifyourequirefurtherinformationorclarification,pleasecontactme.Yourstruly,/t)Jen(1Feronnor,CMOLegisjativeServicesManager/ClerkJC/cwc.c.JillDunlop,MPPConservationOntarioOntarioConservationAuthoritiesOntarioMunicipalitiesPage 33
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Memo
Page | 1
The Corporation of the Municipality of Clarington
40 Temperance Street, Bowmanville ON L1C 3A6 | 905-623-3379
If this information is required in an alternate format, please contact the Accessibility
Co-ordinator at 905-623-3379 ext. 2131
As requested by Councillor Neal during the November 18, 2019 Council meeting, staff
provide the following information and attachments regarding the land ownership in the
area of the Sales Pavilion for the Uplands Development and Tooley’s Mill Park.
As stated during the November 18, 2019 Council meeting, the valley lands in the area of
the development site are currently owned by the developers and are typically
transferred to the Municipality as part of the conditions of the Subdivision or Site Plan
Agreement, which is created once the development has been approved. Because this
development is still progressing through the review process and has not yet been
approved, a Site Plan Agreement is not in place and the valley lands have not been
transferred to the Municipality. Although the Municipality does not own the lands, staff
worked with the developers to negotiate a Licence Agreement allowing the Municipality
to proceed with Phase 1 of the Farewell Creek Trail in advance of the land transfer.
Please see Attachment 1 for a map showing the land ownership in the valley and
surrounding areas, and Attachment 2 showing the land ownership of the Tooley’s Mill
parking area (also sent via email September 27, 2019).
During the November 18, 2019 Council meeting, Councillor Neal also mentioned an
additional building was erected on the pavilion site. Staff visited the site and found that
the building is an accessible washroom facility erected by the develop ers (Attachment
3). This building appears to be located on the lands owned by the developers and is
outside of the parking area proposed under the interim condition. The building will be
removed at the termination of the Licence Agreement, along with the Sales Pavilion,
and the developers will restore the parking area to the top of gravel, meeting all
municipal design and specification standards to the satisfaction of the Municipality.
Should you have any questions, or require anything further, please don’t hesitate to
contact me.
To: Mayor and Members of Council
From: Ron Albright, Acting Director, Engineering Services
Date: November 21, 2019
Subject: Tooley's Mill Park Area Land Ownership
File: D.02.34.030
Page 36
Memo
Page | 2
The Corporation of the Municipality of Clarington
40 Temperance Street, Bowmanville ON L1C 3A6 | 905-623-3379
Regards,
Ron Albright
Acting Director, Engineering Services
RA/kb
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Regional Highway 2
Regional Highway 2
Regional Highway 2
Regional Highway 2
Darlington BoulevardVarcoe RoadCenterfield DriveFarewel l C r e ekBlack Creek
Attachment 1: Land Ownership Map - Tooley's Mill Park and Uplands Development November 20, 2019
LEGEND
High Street Courtice Inc.
Municipality of Clarington
Farewell Creek Trail
Phase 1
Attachment 1
Page 38
TRAILER LOCATION LANDS OWNED BY CLARINGTON LANDS OWNED BY PROPONENTAttachment 2Page 39
Attachment 3Page 40
Page 41
Pickering Civic Complex | One The Esplanade | Pickering, Ontario L1V 6K7
T. 905.420.4611 | F. 905.420.9685 | Toll Free 1.866.683.2760 | clerks@pickering.ca | pickering.ca
Corporate Services Department
Legislative Services
Page 42
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Page 47
Memo
The Corporation of the Municipality of Clarington
40 Temperance Street, Bowmanville ON L1C 3A6 | 905-623-3379
If this information is required in an alternate format, please contact the Accessibility
Co-ordinator at 905-623-3379 ext. 2131
Please be reminded of the following Resolution #JC-059-18, which Council approved in
December, 2018, in accordance with Section 5.1.1 of the Procedural By-law:
That the Members of Council be designated as a Department Liaison for the term
ending December 31, 2019, as follows:
Planning Services Department Councillor Joe Neal
Engineering Services Department Councillor Granville Anderson
Operations Department Councillor Ron Hooper
Emergency Services Department Councillor Margaret Zwart
Community Services Department Councillor Corinna Traill
Municipal Clerk’s Department Councillor Janice Jones
Finance, Corporate Services &
Solicitor’s Department & Administration
Mayor Adrian Foster
Since November 25th is the last General Government Committee meeting before the
end of the year, it would be appropriate for the General Government Committee to pass
a similar resolution to appoint Department Liaisons for a period of one, two or three
years.
This is also a reminder that, in accordance with Resolution #JC-058-18, the Deputy
Mayor appointment will now alternate from the Regional Councillor for Wards 1 and 2,
to the Regional Councillor for Wards 3 and 4. Therefore, Councillor Anderson will be
the Deputy Mayor from January 1, 2020 to December 31, 2020.
________________________
Anne Greentree
Municipal Clerk
To: Mayor Foster and Members of Council
From: Anne Greentree, Municipal Clerk
Date: November 19, 2019
Subject: Appointment of Department Liaisons
File: PG.25.01
Page 48
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 25, 2019 Report Number: EGD-016-19
Submitted By: Ron Albright, Acting Director of Engineering Services
Reviewed By: Andrew C. Allison, CAO By-law Number:
File Number: C.01.27.016.D.01 Resolution#:
Report Subject: GO Transit Newcastle Village - Annual Status Update
Recommendations:
1. That Report EGD-016-19 be received;
2. That the sale of the former fire hall site in the Village of Newcastle be further delayed to
continue to allow GO Transit to use the property as a turnaround until such time as
Durham Region Transit is able to provide a local service that ensures continuity for
residents;
3. That Staff be directed to continue to work with Durham Region Transit to define future
growth patterns and establish appropriate service levels;
4. That Staff be directed to report back to Council in the fall of 2020 on the progress of our
discussions; and
5. That scheduling the sale of the site of the former fire hall in Newcastle be revisited at
that time.
Page 49
Municipality of Clarington Page 2
Report EGD-016-19
1. Background
1.1 Transit service connecting Newcastle residents to other towns and cities, as well as the
GO Train and other transit services, is currently being provided through the GO Bus. In
2016, Council committed to ensuring continuity of service for our residents by choosing
to delay the sale of the former fire hall at 247 King Avenue East as this site has been
used by GO Transit as a turnaround location for some time. It was agreed that Staff will
continue to work with both transit authorities to encourage a transition to local, Durham
Region Transit (DRT) service so continuity can be assured. Once an alternative
arrangement for transit in Newcastle has been established, the Municipality would
consider moving forward with the sale of the site as detailed in PSD-007-15.
1.2 Currently, the lease agreement with Go Transit is month to month and requires the
Municipality to provide at least nine months’ prior notice to Go Transit should we wish to
terminate the lease.
1.3 Staff have been in discussions with GO Transit and with DRT and have been advised
that local service is not anticipated within the next year. DRT continues to review
ridership numbers within Newcastle but acknowledges that the ridership numbers are
not sufficient to make a local service viable at this time.
2. Proposal
2.1 Staff recommend that the sale of the former fire hall at 247 King Avenue East continue
to be deferred until such time as a viable transit alternative to the GO Bus can be
provided. Any enhancement of service provided by DRT will be subject to annual
Regional budget approvals.
Report Overview
In 2016, Clarington Council committed to ensuring continuity of transit service to the Village
of Newcastle by choosing to delay the development and demolition of the former fire hall at
247 King Avenue East to allow GO Transit to continue to use this location as a turnaround.
The intent was to delay the development or sale of this site until such time as Durham
Region Transit could offer a service that would fill any gaps that GO Transit might leave if
the turnaround location were no longer available. Staff committed to provide an annual
update to Council regarding the status of transit service within Newcastle, and staff
confirmed that there will be no changes to the current service in 2020.
Page 50
Municipality of Clarington Page 3
Report EGD-016-19
3. Concurrence
Not Applicable.
4. Conclusion
It is respectfully recommended that Council continue to support the residents of
Newcastle by deferring the sale of the former fire hall so GO Transit can use it as a
turnaround. In delaying the sale of these lands, Council is able to ensure continuity of
transit service to the Village so residents who use the GO Bus to access work, school
and other transit services can continue to do so.
Staff Contact: Ron Albright, Acting Director of Engineering Services, 905-623-3379, Ext. 2305
or ralbright@clarington.net
Attachments:
Not Applicable
Interested Parties:
There are no interested parties to be notified of Council's decision.
Page 51
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 25, 2019 Report Number: EGD-017-19
Submitted By: Ron Albright, Acting Director of Engineering Services
Reviewed By: Andrew C. Allison, CAO Resolution#:
File Number: RC.D.01.34 By-law Number:
Report Subject: Proposal to Close and Convey a Portion of an Unopen Road
Allowance Situated Between Lot 34 & 35, Concession 1, Former
Township of Darlington
Recommendations:
1. That Report EGD-017-19 be received;
2. That Council endorses in principle the closure and conveyance to Tribute
(Prestonvale) Ltd. that portion of the unopened road allowance situated between
Lots 34 and 35, Concession 1, Former Township of Darlington as depicted on
Attachment 1 to Report EGD-017-19; and
3. That all interested parties listed in Report EGD-017-19 and any delegations be
advised of Council's decision.
Page 52
Municipality of Clarington Page 2
Report EGD-017-19
1. Background
1.1 Tribute (Prestonvale) Ltd. (“Tribute”), is the owner of the municipal property identified as
1246 Prestonvale Road. The property is bisected by an unopened road allowance
owned by the Municipality. Tribute is the sole owner of land located on both sides of the
road allowance. Tribute has applied to the Municipality to purchase the portion of the
road allowance depicted in Attachment 1.
2. Municipality Policy and Procedures for Road Closures
2.1 In accordance with the Municipality’s Policy and Procedure for Road Closures (the
“Policy”), Tribute has submitted an Application for Road Closure and Conveyance and
the Acting Director has made a preliminary determination that the road allowance is not
required for public highway purposes and is surplus to the needs of the Municipality.
2.2 The Policy further states that if Council endorses in principle the closure and
conveyance of the road to Tribute, that the next steps are for the applicant to pay a fee,
obtain consent of the abutting property owners (if any), prepare a reference plan, and
pay for a property appraisal.
2.3 Once these steps are completed, Staff will prepare a further report to Committee that
will include the appraised value and a final recommendation regarding the closure and
conveyance of the road. Prior to the presentation of this information to Committee, Staff
will give notice to the public in accordance with By-law 2005-022.
3. Concurrence
This report has been reviewed by the Director of Finance/Treasurer and the Municipal
Solicitor who concur with the recommendations.
Report Overview
The Acting Director of Engineering Services has determined that the portion of the unopened
road allowance situated between Lots 34 and 35, Concession 1, former Township of
Darlington depicted on Attachment 1 is not required for the municipal road network. It is
therefore recommended that Council endorse in principle the closure and conveyance of this
portion of the road allowance to Tribute (Prestonvale) Ltd.
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Municipality of Clarington Page 3
Report EGD-017-19
4. Conclusion
The Acting Director of Engineering Services has determined that the portion of the
unopened road allowance situated between Lots 34 and 35, Concession 1, former
Township of Darlington as depicted on Attachment 1 is not required for the municipal
road network. It is therefore respectfully recommended that Council endorse in principle
the closure and conveyance of this portion of the road allowance to Tribute
(Prestonvale) Ltd.
Staff Contact: Karen Richardson, P. Eng., Manager of Development Engineering, 905-623-
3379, Ext. 2327 or krichardson@clarington.net.
Attachments:
Attachment 1 - Key Map
Interested Parties:
The following interested parties will be notified of Council's decision:
Tribute (Prestonvale) Ltd.
Page 54
TOWNLINE ROAD SOUTHTOWNLINE ROAD SOUTHFENNING DRIVEFENNINGDRIVEBINGHAM GATE
DUDLEY COURT
COUSINS STREETCORNISH DRIVE
SOUTHFIELD AVE ROSSWELLDRIVESOUTHFIELD AVENUE
STAPLES AVENUE
KERSEY CRESCENT
KERSEY CRESCENT
PRESTONVALE ROADPRESTONVALE ROADPRESTONVALE ROADREPORT EGD--1
Unopened Rd Allowance Lot 34 35 Darlington.mxd
DRAWN BY:
.
Road Allowance to be
Closed and Conveyed
COURTICE
KEY MAP
Bloor St.Townline Rd. S.Hwy. 401DATE:
FILE NAME:
March 8, 2018
E.L.
ATTACHMENT No. 1
J:\Engineering\Attachments\Attachments Post ESRI Upgrade\Unopened Rd Allowance Lot 34 35 Darlington.mxdPrestonvaleRd.C.P .R .
Page 55
Staff Report
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Coordinator at 905-623-3379 ext. 2131.
Report To: General Government Committee
Date of Meeting: November 25, 2019 Report Number: EGD-018-19
Submitted By: Ron Albright, Acting Director of Engineering Services
Reviewed By: Andrew C. Allison, CAO Resolution#:
File Number: PA.Farewell Creek Trail - Phase 2 By-law Number:
Report Subject: Award of Geotechnical Services Consulting for Slope Stability
Investigation, Analysis and Report of Farewell Creek Trail Phase 2
Recommendations:
1. That Report EGD-018-19 be received;
2. That the proposal received from Golder Associates Limited of Whitby, Ontario, being
the lowest bidder of the compliant quotations using the roster process meeting all
terms, conditions and specifications of the quotation request for Geotechni cal
Investigation and Recommendations - Slope Stability and Trail Design, be awarded
the contract in the amount of $50,371.20 (Net HST Rebate);
3. That the funds required in the amount of $50,371.20 (Net HST Rebate) be drawn
from the following 2019 budget account:
Farewell Creek Trail Phase 2 #110-32-325-83288-7401 $50,371.20
4. That the funds required to support amending CIMA+’s current PO in the amount of
$2,880 (net HST) be drawn from the following 2019 budget account:
Farewell Creek Trail Phase 2 #110-32-325-83288-7401 $ 2,880.00
5. That all interested parties listed in Report EGD-018-19 and any delegations be
advised of Council’s decision.
Page 56
Municipality of Clarington Page 2
Report EGD-018-19
1. Background
1.1 At the May 21, 2019 Council meeting, staff were directed to realign the west limit of the
Farewell Creek Trail Phase 2 to be located on the side of the valley slope as opposed to
the top of the valley as was originally proposed.
1.2 As there was concern with the stability of the slope in this location, staff require an
investigation and assessment from a qualified professional specializing in the
geotechnical field. This assessment will help determine if construction of a trail in this
location is feasible, and if so, provide recommendations for the trail’s design to ensure
long-term stability and attempt to minimize our impact to the valley system.
1.3 On October 17, 2019, a request for quotation was sent by the Engineering Department
to the four consultants on our roster outlining the required work. After visiting the
location, one of the bidders requested a site meeting with staff as they had concerns
with the number of trees in the area and the ability to access the site with their
equipment due to limited access points from the street and the steep gradient of the
slope. In response, staff arranged a site meeting with all bidders on October 28, 2019.
Following the meeting, staff extended the quotation deadline to November 6, 2019 to
allow the bidders time to consider the findings from the site meeting.
Report Overview
During the May 21, 2019 Council Meeting, the Council of the Municipality of Clarington
passed Resolution #C-204-19, stating:
That Staff be directed to site the ending of the Farewell Trail in the ravine north of
Pinedale Blvd. but south of the original route such, that it remains above the top of
bank for the creek, and south of the drainage manhole;
That any additional cost be funded at the discretion of the Director of Finance.
To determine the design requirements of Council’s recommended route, a geotechnical
investigation and slope stability analysis must be completed due to the steep gradient of the
valley wall, the presence of groundwater seepage and to support any permit application to
the Central Lake Ontario Conservation Authority. Engineerin g staff requested quotations for
this work from four geotechnical consultants using the established roster protocol. As the
quotations were over $30,000, staff are submitting this report to Council in accordance with
the Purchasing By-law and seek Council’s approval to award the work.
Page 57
Municipality of Clarington Page 3
Report EGD-018-19
1.4 In addition to the geotechnical study, a topographical survey will need to be done to
document the bore hole locations and complete cross sections at these locations from
top of bank to creek bottom. In order to maintain consistency with the existing survey
information and Auto CADD drawings, staff have arranged for CIMA+ to complete this
work. This work would be added to their current assignment, and as such, their existing
Purchase Order (PO) would be increased by $2,880 (net HST). Funding details are
provided below and would be drawn from the current 2019 budget for the original
scoped project.
2. Quotation Results
2.1 All bids were received prior to the stipulated closing time and date.
2.2 As per the roster protocol, the Engineering Department reviewed the submissions from
the four consultants, two of which did not meet the terms of the quotation and were
therefore deemed to be non-compliant.
2.3 The following two submissions were deemed to meet the terms of the quotation and
were accepted as compliant bids:
Golder and Associates Limited $49,500 (exc.HST) $50,371.20 (net HST)
GHD $49,950 (exc.HST) $50,829.12 (net HST)
2.4 In accordance with our Purchasing By-law, and staff’s experience with the consultant,
staff recommend that the low bidder, Golder and Associates Limited, be awarded the
work.
3. Financial and Budget Considerations
3.1 The funds required in the amount of $50,371.20 (net HST) will be drawn from the
following 2019 budget account:
Farewell Creek Trail Phase 2 #110-32-325-83288-7401 $50,371.20
3.2 The funds required to support amending CIMA+’s current PO in the amount of $2,880
(net HST) will be drawn from the following 2019 budget account:
Farewell Creek Trail Phase 2 #110-32-325-83288-7401 $2,880.00
Page 58
Municipality of Clarington Page 4
Report EGD-018-19
3.3 Should the results of this slope stability study determine that trail construction is
feasible, staff estimate this route would require an additional $450,000 (approximate),
increasing the total trail cost from the original budgeted amount of $1,000,000 to
approximately $1,450,000. This addition has been added to Engineering’s 2020 Capital
Budget for Council’s consideration.
4. Concurrence
This report has been reviewed by the Director of Finance and the Purchasing Manager
who concur with the recommendations.
5. Conclusion
It is respectfully recommended that Golder Associates Limited of Whitby, Ontario, being
the lowest bidder, be awarded the contract for the Geotechnical Investigation and
Recommendations - Slope Stability and Trail Design in the amount of $50,371.20 (Net
HST Rebate).
Staff Contact: Ron Albright, Acting Director of Engineering Services, 905-623-3379, Ext. 2305
or ralbright@clarington.net
Attachments:
Not Applicable
There are no interested parties to be notified of Council's decisio n.
Page 59
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 25, 2019 Report Number: ESD-009-19
Submitted By: Gord Weir, Director of Emergency Services
Reviewed By: Andrew C. Allison, CAO By-law Number:
File Number: [If applicable, enter File Number] Resolution#:
Report Subject: Emergency Services Activity Report – Q3
Recommendation:
1. That Report ESD-009-19 be received for information.
Page 60
Municipality of Clarington Page 2
Report ESD-009-19
1. Fire Suppression and Emergency Response
1.1 Fire suppression services are delivered in both an offensive and defensive mode ,
including search and rescue operations, forcible entry, ventilation, protecting exposures,
salvage and overhaul as appropriate. Emergency pre-hospital care is provided through
medical acts such as defibrillation, standard first aid and cardio pulmonary resuscitation.
1.2 Fire Suppression staff responded to 1121 calls in the third quarter of 2019. Of the 1121
incidents, 22 were property fires with an estimated dollar loss of $896,800.
1.3 The following is a summary of emergency incidents by response type (see Attachment 1
for description):
Response Type Q3
2018
Q3
2019 % Change % of Total
2019
Property Fires/Explosions 13 24 +84.62% 2.14%
Outdoor - No Loss Fires &
Burning - Controlled 40 41 +2.50% 3.66%
CO False Calls 31 55 +77.42% 4.91%
False Fire Calls 129 118 -8.53% 10.53%
*Medical/Resuscitator Calls 510 534 +4.71% 47.63%
Other Response 99 158 +59.60% 14.09%
Overpressure Rupture/Explosion
(No Fire) 0 0 0% 0.00%
Pre Fire Conditions/No Fire 20 24 +20.00% 2.14%
Public Hazard 65 37 -43.08% 3.30%
Rescue 109 130 +19.27% 11.60%
*See Section 2
Report Overview
The Emergency and Fire Services Department is responsible for delivering fire suppression
and emergency response, fire prevention and public education programs in accordance with
the Fire Protection and Prevention Act (FPPA). This Report provides Council with an
overview of the activities associated with the Department’s Suppression and Fire Prevention
Divisions for Q3 of 2019.
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Municipality of Clarington Page 3
Report ESD-009-19
1.4 Call Volume by Geographical Area
(Generated by first vehicle dispatched according to geography)
Geographical Area Call Volume Call Volume %
Bowmanville and surrounding area 562 50.13%
Newcastle and surrounding area 186 16.59%
Orono and surrounding area 59 5.26%
Courtice and surrounding area 280 24.98%
Enniskillen and surrounding area 34 3.03%
1.5 Since the last quarterly report, a further review by the Office of the Fire Marshal
confirmed that Fire Suppression staff responded to an additional six incidents in the first
quarter of 2019. The increase is listed by response type below and has been reflected
in the year-to-date call volume in section 1.6 of this report.
Medical/Resuscitator Calls – Q1
Amount Adjusted Actual Total
+3 576
Rescue Calls – Q1
Amount Adjusted Actual Total
+3 125
1.6 Annual Total for Comparison at a Glance
Event Type 2015 2016 2017 2018 2019
Call Volume 3,636 3,736 3,675 3,929 3,188
Civilian Injuries 3 4 1 1 6
Firefighter Injuries 1 0 0 0 0
Fatalities 1 0 0 0 0
Dollar Loss $4,563,251 $6,148,757 $4,244,699 $2,738,750 $2,639,812
Page 62
Municipality of Clarington Page 4
Report ESD-009-19
2. Medical/Resuscitator Calls
2.1 The following chart lists the medical call volume by geographical area.
Emergency Request Call
Volume
Call
Volume %
% of Q3
Calls
Bowmanville and surrounding area 281 52.62% 25.07%
Newcastle and surrounding area 73 13.67% 6.51%
Orono and surrounding area 19 3.56% 1.69%
Courtice and surrounding area 146 27.34% 13.02%
Enniskillen and surrounding area 15 2.81% 1.34%
2.2 The following chart lists the total medical calls to long-term care (LTC) and medical
facilities.
LTC / Medical Facility Address
Total
Medical
Calls
% of
Medical
Calls
Glen Hill Marnwood 26 Elgin St.,
Bowmanville 2 0.37%
Seasons Clarington Retirement
Home
65 Clarington Blvd.,
Bowmanville 20 3.74%
Glen Hill Strathaven 264 King St. E.,
Bowmanville 14 2.62%
Bowmanville Creek Retirement
Community
105 Queen Street,
Bowmanville 15 2.81%
Fosterbrooke Long Term Care 330 King Ave. West,
Newcastle 0 0%
WhiteCliffe Terrace Retirement
Residence
1460 Highway 2,
Courtice 13 2.43%
Bowmanville Clinic 222 King St. E.,
Bowmanville 2 0.37%
Walmart Clinic 2320 Highway 2,
Bowmanville 2 0.37%
Courtice Health Centre 1450 Highway 2,
Courtice 14 2.62%
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Municipality of Clarington Page 5
Report ESD-009-19
2.3 7.31% of Q3 calls were for LTC/medical facilities. Crews arrived on scene prior to EMS
34.15% of the time, at an average of 4.39 minutes. The average time on scene was
10.88 minutes.
3. Fire Prevention Division
3.1 Fire Prevention staff continue to perform a variety of functions in accordance with the
FPPA and policies of the Department focusing on; creating a fire safe community.
These functions are implemented through public education programs and fire
inspections.
3.2 The following is a summary of inspection services performed during the third quarter.
Fire Prevention Activity – Q3 Volume
Complaint Inspections 23
Requested Inspections 34
Self-initiated Inspections 54
Retrofit Inspections 0
Burn Permits 38
Fire Safety Plans Reviews 8
General Plans Reviews 55
Site Visits 37
Fire Investigations 6
FPPA Part 3 Charges Laid 0
FPPA Part 1 Charges Laid 1
3.3 The following is a summary of the various public education activities we attended in the
third quarter of 2019.
Public Education Activity – Q3 Volume
Station Tours 5
School Visit 0
Public Events 5
Safety Lectures 22
Extinguisher Training Events 1
TAPP-C Attendance 0
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Municipality of Clarington Page 6
Report ESD-009-19
4. Concurrence
Not Applicable.
5. Conclusion
It is respectfully recommended that this Report be received for information.
Staff Contact: Gord Weir, Director of Emergency & Fire Services, 905-623-5126 ext. 2802 or
gweir@clarington.net.
Attachment:
Attachment 1 – Response Type Description
There are no interested parties to be notified of Council's decision.
Page 65
Attachment 1 to Report ESD-009-19
Response Type Description
Property Fires / Explosions: Instance or destructive and uncontrolled burning
involving structures, vehicles and open area fires, including explosion of combustible
solids, liquids or gasses which may or may not have resulted in a dollar loss.
Outdoor, No Loss Fires: Uncontrolled fires, outdoors, that did not result in a loss,
injury or fatality and is not suspected to be caused by arson, vandalism or children
playing.
Burning Controlled: Complaint call related to outdoor controlled burning, authorized
or unauthorized. Fire Department did not take suppression action.
CO (carbon monoxide) False Calls: A call where it is determined that the detection
equipment malfunctioned or there was a perceived emergency - no CO present.
False Fire Calls: Alarm activation or fire call that when investigated, is determined to
be as a result of equipment failure, malicious/prank, perceived emergency, accidental
activation of alarm by a person.
Medical/Resuscitator Call: Includes a response to a patient(s) suffering from
asphyxia, respiratory condition, convulsions, epileptic, diabetic seizure, electric shock,
traumatic shock, heart attack, stroke, drug related, cuts, abrasions, fractures, burns,
person fainted, nausea and pre-hospital care such as administering oxygen, CPR,
defibrillation, or first aid.
Other Response: Assistance to other Fire Departments, calls cancelled on route,
non-fire incidents where an illegal grow operation or drug operation was discovered.
Overpressure Rupture/Explosion (No Fire): Overpressure rupture/explosion with
no fire, e.g. steam boilers, hot water, bombs, dynamite and gas pipe.
Pre Fire Conditions/No Fire: Incidents with no fire that involve heat or potential pre
fire conditions, e.g. pot on stove, cooking - smoke or steam, lightening and fireworks.
Public Hazard: Includes a response for spills and leaks of a hazardous product such
as natural gas, propane, refrigerant, miscellaneous/unknown, gasoline or fuel, toxic
chemical, radio-active material, power lines down or arcing, bomb, explosive removal
standby, CO (carbon monoxide) or other public hazard.
Rescue: A call for a person in danger due to their proximity to the occurrence and
who is unable to self-evacuate and is assisted by Fire Department personnel, e.g.
vehicle accident, building collapse, commercial/industrial accident, home/residential
accident, persons trapped in elevator, water rescue or water/ice rescue.
Page 66
Staff Report
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Coordinator at 905-623-3379 ext. 2131.
Report To: General Government Committee Report Number: CSD-011-19
Date of Meeting: November 25, 2019 By-law Number:
Submitted By: George Acorn, Acting Director of Community Services
Reviewed By: Andrew C. Allison, CAO Resolution#:
File Number: [If applicable, enter File Number]
Report Subject: 2019 Community Event Sponsorship Requests – Fall Intake
Recommendations:
1. That Report CSD-011-19 be received;
2. That Council consider all submitted sponsorship requests; and
3. That all interested parties listed in Report CSD-011-19, and any delegations be
advised of Council’s decision.
Page 67
Municipality of Clarington Page 2
Report CSD-011-19
1. Background
1.1 The Community Event Sponsorship Program provides an opportunity for Council to
recognize and support events in our community that promote resident engagement and
foster civic pride. The program provides financial assistance to community organizations
or groups of residents that meet the eligibility criteria to a maximum of $2,000 per
application.
1.2 Applications presented in this report were received through the Fall Intake with a
submission deadline of October 1, 2019. No late applications were considered.
1.3 The 2019 Community Event Sponsorship Program had a budget of $35,000, split over
the two intakes, each intake having $17,500 eligible for award. The same amount has
been requested in the 2020 budget submission.
1.4 The Fall Intake saw six event sponsorship applications submitted by the deadline.
Applications totaled $11,400, which are included in this report for review and
consideration.
2. Application Process
2.1 All received applications have been organized on a Master List of Applicants
(Attachment 1). A summary sheet providing more detail on each event (Attachment 2)
has also been provided. First time applicants have been identified on the summary
sheets in the area under Organizations Funding History. This is also identified on the
Master List of Applicants in the comments column.
2.2 Community organizations or individual groups looking to offer events requiring funding
between July 1 and December 31, 2020 have been directed to submit an application
under the Spring Intake. The application deadline for spring is April 1, 2020.
Report Overview
This report provides a summary of applications, along with details of each, which were
received for the Community Event Sponsorship Program – Fall Intake. To be eligible events
must take place in the time frame from January 1, 2020 to June 30, 2020. Six applications
were received, all which are eligible for funding based on the established criteria. The
applications total $11,400 of the possible $17,500 eligible budget.
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Municipality of Clarington Page 3
Report CSD-011-19
3. Concurrence
3.1 Not Applicable.
4. Conclusion
4.1 It is respectfully recommended that Council, through the Community Event Sponsorship
Program, provide support through awarding Community Event Sponsorship funds to
eligible applicants. These funds can assist groups and organizations in offering special
events that benefit the residents of Clarington. These activities and events serve to
bring community members together, connect our neighbours, and foster pride and
engagement in Clarington.
Staff Contact: Lee-Ann Reck, Client Services Manager, 905-623-3379 ext. 2508 or
lreck@clarington.net.
Attachments:
Attachment 1 – 2020 Master List of Sponsorship Applicants
Attachment 2 – Summary of Community Event Sponsorship Information for Applicants
Interested Parties:
List of Interested Parties available from Department.
Page 69
Attachment 1 to CSD-0-19
Appl. #Organization Event Name 2019 Receipt 2020 Request Comments 2020 Receipt Running
Balance
$ 35,000.00
S20-01 Clarington Zone - Minor
Peewee AAA
OMHA Championship Hockey
Tournament - Minor Peewee AAA
New
applicant $2,000.00 First time applicant $ 35,000.00
S20-02 Canadian Cancer Society
Durham Relay for Life Clarington
$2,000.00 $2,000.00 $ 35,000.00
S20-03 Autism Home Base
Durham Cinema and Supper for Autism $2,000.00 $2,000.00 $ 35,000.00
S20-04 Newtonville Town Hall Health and Wellness Day $800.00 $1,400.00 2019 sponsorship received for
Halloween Bash $ 35,000.00
S20-05 Epilepsy Durham Epilepsy Empowerment Project New
applicant $2,000.00 First time applicant $ 35,000.00
S20-06 Big Brothers Big Sisters Spring Food, Wine and Beer Festival $2,000.00 $2,000.00 $ 35,000.00
2020 Master List of Sponsorship Applicants
Page 70
Municipality of Clarington
Community Services Department
Summary of Community Event Sponsorship Information
Applicant / Organization: Clarington Zone-Minor Pewee
AAA Application #: S20-01
Date Received: July 3, 2019
Contact Name: Shannon Bayes
Event Information
Event Name: OMHA Championship Hockey Tournament - Minor
Pewee AAA
Event Date: March 19-22, 2020
Event Location: Garnet B. Rickard Recreation Complex
Anticipated Attendance: 150 pre game x 12 games
Admission Cost: No charge
Sponsorship Benefits The Clarington Zone- AAA Minor Peewee tournament will
display the Clarington logo on their programs, event bags,
posters signage, and verbal recognition will be given
prior to the start of each game.
Description of the event that the sponsorship will be used for:
The Clarington Zone - Minor Peewee AAA are hosting the OMHA Championship Hockey Tournament
that draws many teams from out of town. This four day event showcases the top hockey talent from all
across Ontario in the Minor Peewee Division.
Event Financial Summary:
2020
Revenue $ 13,639.29
Expenses $ 13,507.00
Net $ 132.29
Organization Funding History
2018 Received 2019 Received 2020 Request
$ .00 $ .00 $ 2,000.00
Did not apply Did not apply OMHA Championship Hockey
Tournament - Minor Pewee AAA
Page 71
Municipality of Clarington
Community Services Department
Summary of Community Event Sponsorship Information
Applicant / Organization: Canadian Cancer Society Durham
Application #: S20-02
Date Received: September 11, 2019
Contact Name: Marg Tweedle
Event Information
Event Name: Relay For Life Clarington
Event Date: June 20, 2020
Event Location: Clarington Central Secondary School
Anticipated Attendance: 400
Admission Cost: $15 per person
Sponsorship Benefits Display Clarington's name on all programs, websites and
also tagged on all social media platforms leading up the
event.
Description of the event that the sponsorship will be used for:
The Canadian Cancer Society is hosting their annual Relay for Life Clarington event which is an eight
hour fundraising activity for all ages to raise money for the Canadian Cancer Society.
Event Financial Summary:
2020
Revenue $ 75,550.00
Expenses $ 66,438.46
Net $ 9,111.54
Organization Funding History
2018 Received 2019 Received 2020 Request
$ 2,000.00 $ 2,000.00 $ 2,000.00
Relay for Life Clarington Relay for Life Clarington Relay For Life Clarington
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Municipality of Clarington
Community Services Department
Summary of Community Event Sponsorship Information
Applicant / Organization: Autism Home Base Durham
Application #: S20-03
Date Received: September 17, 2019
Contact Name: Judy Hanson
Event Information
Event Name: Cinema and Supper for Autism
Event Date: April 2, 2020
Event Location: Jubilee Pavilion in Oshawa
Anticipated Attendance: 225 (200 Paid)
Admission Cost: $50 per person
Sponsorship Benefits Offering Gold Level sponsorship awards that include -
MOC logo displayed on table card signage and
presentation screens, also on our webpage. Certificate of
appreciation and two event tickets providing the
representative to bring welcome greetings to the event.
Description of the event that the sponsorship will be used for:
Autism Home Base Durham is hosting their annual Cinema and Supper event. It is a family friendly
movie followed by a casual dinner with Silent Auction and is offered to coincide with Autism Awareness
Day.
Event Financial Summary:
2020
Revenue $ 25,000.00
Expenses $ 13,190.00
Net $ 11,810.00
Organization Funding History
2018 Received 2019 Received 2020 Request
$ 1,500.00 $ 2,000.00 $ 2,000.00
Sunday Cinema & Supper Sunday Cinema & Supper Cinema and Supper for Autism
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Municipality of Clarington
Community Services Department
Summary of Community Event Sponsorship Information
Applicant / Organization: Newtonville Town Hall
Application #: S20-0
Date Received: September 27, 2019
Contact Name: Sabine Gebelhoff
Event Information
Event Name: Health and Wellness Day
Event Date: March 1, 2020
Event Location: Newtonville Community Hall
Anticipated Attendance: 50-100
Admission Cost: No charge
Sponsorship Benefits Thank you signs will posted in the Community Hall.
Programs will include a thank you to MOC. Flyers, social
media, hall website, local newspaper will include thank you
to MOC.
Description of the event that the sponsorship will be used for:
Newtonville Community Hall will be running a Health Wellness Day that provides information
and demos that are all related to health i.e. yoga, massage, aromatherapy etc.
Event Financial Summary:
2020
Revenue $ .00
Expenses $ 1,400.00
Net ($ 1,400.00)
Organization Funding History
2018 Received 2019 Received 2020 Request
$ 500.00 $ 800.00 $ 1,400.00
Halloween Bash Halloween Party Health and Wellness Day
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Municipality of Clarington
Community Services Department
Summary of Community Event Sponsorship Information
Applicant / Organization: Epilepsy Durham
Application #: S20-0
Date Received: October 1, 2019
Contact Name: Dianne McKenzie
Event Information
Event Name: Epilepsy Empowerment Project
Event Date: January to June, 2020
Event Location: Clarington Library (Bowmanville Branch) and Visual Arts
Centre
Anticipated Attendance: 30 per workshop
Admission Cost: No charge
Sponsorship Benefits Acknowledge the MOC on all social media platforms
including website. Clarington logo will be added to all
promotional material.
Description of the event that the sponsorship will be used for:
Epilepsy Durham is running an Epilepsy Empowerment Project that will consist of 3 workshops between
January to June. 1. Workshop 101 - understanding your diagnosis and living well with epilepsy.
2. I am - discovering yourself/facilitated artistic expression for youth.3. You are not alone
workshop - peer lead support for parents & caregivers of people with epilepsy.
Event Financial Summary:
2020
Revenue $ 1,000.00
Expenses $ 3,000.00
Net ($ 2,000.00)
Organization Funding History
2018 Received 2019 Received 2020 Request
$ .00 $ .00 $ 2,000.00
New applicant in 2020 New applicant in 2020 Epilepsy Empowerment Project
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Municipality of Clarington
Community Services Department
Summary of Community Event Sponsorship Information
Applicant / Organization: Big Brothers Big Sisters
Application #: S20-0
Date Received: October 1, 2019
Contact Name: Darlene Brown
Event Information
Event Name: Spring Food, Wine and Beer Festival
Event Date: May 30, 2020
Event Location: Newcastle Community Hall and Gardens
Anticipated Attendance: 400
Admission Cost: $10.00
Sponsorship Benefits MOC's name and logo will appear on all posters, pre-event
promo material, tickets, and all social media posts, plus
onsite signage throughout the venue.
Description of the event that the sponsorship will be used for:
Big Brothers Big Sisters of Clarington's Spring Food and Beer Festival highlights local cuisine, wines
and craft beer, while at the same time providing a highly anticipated social experience for our guests
and raising much needed funds for our children's mentoring programs.
Event Financial Summary:
2020
Revenue $ 15,580.00
Expenses $ 5,550.00
Net $ 10,030.00
Organization Funding History
2018 Received 2019 Received 2020 Request
$ 2,000.00 $ 2,000.00 $ 2,000.00
Spring Food, Wind and Beer
Festival
Spring Food, Wine and Beer
Festival
Spring Food, Wine and Beer
Festival
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Staff Report
If this information is required in an alternate accessible format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
Report To: General Government Committee Report Number: CSD-012-19
Date of Meeting: November 25, 2019 By-law Number:
Submitted By: George Acorn, Acting Director of Community Services
Reviewed By: Andrew C. Allison, CAO Resolution#:
File Number: [If applicable, enter File Number]
Report Subject: Community Grant and Event Sponsorship Programs Review
Recommendations:
1. That Report CSD-012-19 be received;
2. That the changes to the Community Grant Program and Community Event
Sponsorship Program included in Report CSD-012-19 be approved;
3. That the revised By-law regarding the Orono Business Improvement Area (BIA),
Attachment 1 to CSD-012-19, be approved;
4. That staff be directed to conduct a comprehensive review of the two programs and
report back during Fall 2020 for a 2021 implementation; and
5. That the Orono BIA and any delegations be advised of Council’s decision .
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1. Background
1.1 Both the Community Grant and Community Event Sponsorship Programs provide
funding to support various Clarington volunteer and non-profit initiatives. This happens
by providing funds that support programs, services and initiatives that add to the quality
of life for our residents.
1.2 The Community Grant Program sees one intake of applications each year. The
application period is opened each January with a spring deadline. The Community
Event Sponsorship Program sees two intakes per year, with deadlines on April 1 and
October 1.
1.3 At the May 6, 2019 General Government Committee Meeting, Council passed the
following two resolutions referring to requested changes to the Grant Program.
Resolution #GG-290-19 stated “That the Community Grants be requested in increments
of $500.00” and Resolution # GG-293-19 stated “That Staff report on a review of the
Community Grant process to include, but not be limited to, the following:
a) That, once a Community Grant applicant has received $10,000.00 in aggregate over
a number of years, any future applications be required to provide a balance sheet,
regardless of the amount applied for;
b) Whether Hall Boards should be removed from the Community Grant process and
considered in the Budget process; and
c) Consideration of applicants with large surpluses.”
Report Overview
The Community Grant and Community Event Sponsorship Program s provide Council an
opportunity to support the various efforts of community agencies and organizations for the
overall betterment of the community.
In an effort to make continuous improvements to these programs, Council has regularly
provided feedback for consideration that would both assist the awarding of funds process
and more importantly assist in providing the needed funds in the areas that would be most
beneficial for the community. The recommended changes to these programs include the
most recent requests from Council.
Both of these valuable programs have been in place for a number of years, therefore staff
are also recommending a comprehensive review be undertaken with a report back to
Council in Fall 2020.
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1.4 In response to this direction from Council, staff reviewed both programs and are
proposing changes for the next round of intakes. These recommendations for Council
consideration are outlined in the proposed changes below.
2. Proposed Changes – Community Grant Program
2.1 Organizations must have less than two years’ equivalent operating budget in
unreserved cash. This will help to prioritize funding to be awarded to applicants with
smaller operating surpluses.
2.2 Organizations that receive any funding from Regional, Provincial or Federal government
not be eligible. Organizations that represent programs and services that are considered
the responsibility of another level of government will continue to be ineligible. Project
based grants would not disqualify potential applicants, however operating grants or
regular funding from another level of government would cause ineligibility.
2.3 Religious organizations will be eligible if the funding request is for a program or service
that benefits the broader community and does not involve religious teachings and/or is
not generating revenue for the organization. An eligible example would be a request to
support a breakfast program.
2.4 Groups will now be required to request grants in increments of $500. If approved, this
amendment would require any requests greater than $2,500 to provide a balance sheet
with their application. This will eliminate the occurrence of applicants requesting $2,999
to avoid the balance sheet requirement.
2.5 It should be noted the amendment to the Orono BIA By-law will not make them eligible
to receive funding under this program. This is consistent with other BIAs.
2.6 If approved, these changes will become effective January 2020 and will be
communicated to the public through the launch of the 2020 Grant Program.
3. Proposed Changes – Community Event Sponsorship Program
3.1 Organizations must have less than two years’ equivalent operating budget in
unreserved cash. This information will be collected through the application process.
3.2 Religious organizations will be eligible if the funding request is for a program or service
that benefits the broader community and does not involve religious teachings and/or is
not generating revenue for the organization. An eligible example would be a request to
support a community gathering.
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3.3 In order to provide consistency in eligibility for BIAs under this program, an amendment
to the current Orono BIA By-law was required. Subject to approval, the Orono BIA
would now become eligible to apply for and receive approval under this program.
3.4 If approved, these changes will become effective for the Spring 2020 intake. The
changes to the Community Event Sponsorship Program will be communicated to the
public through a variety of means including our website and social media.
4. Comprehensive Detailed Program Review
4.1 As previously identified, in order to fully address some of Council’s requests, staff want
to take a deeper look at some of the challenges with our current programs. This
comprehensive review will take into consideration all outstanding requests from Council,
namely dealing with a group’s aggregate funding and hall boards being considered
outside of the Community Grant Program, amongst others.
4.2 This review will include research and benchmarking with municipal comparators,
engagement with community groups, impacted staff teams, Mayor and Members of
Council. As a result, staff will propose a revised program for Council’s consideration.
5. Concurrence
5.1 This report has been reviewed by the Municipal Solicitor who concur s with the By-law
amendment recommendations.
6. Conclusion
6.1 It is respectfully recommended that Council consider the immediate proposed changes
to the Community Grant and Community Event Sponsorship Programs recommended in
this report, and further that a detailed review of both programs be undertaken by staff
with a report due back to Council in Fall 2020.
Staff Contact: Lee-Ann Reck, Manager, Client Services, 905-623-3379 ext 2508 or
lreck@clarington.net.
Attachments:
Attachment 1 – Draft By-law to Amend By-law 2016-029
Interested Parties:
Orono Business Improvement Area
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Attachment 1 to CSD-012-19
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 amend By-law 2016-029
WHEREAS By-law 2016-029 is a by-law to establish the Orono Business Improvement
Area and its Board of Management pursuant to subsection 204(1) of the Municipal Act,
2001, S.O. 2001, c. 25;
NOW THEREFORE, the Council of The Corporation of the Municipality of Clarington
hereby enacts as follows:
1. Section 28 of By-law 2016-029 is repealed and replaced with the following:
“Nothing in this By-law disqualifies the BIA from eligibility for the Municipality’s
Community Event Sponsorship Program.”
2. This by-law shall come into force and take effect on the day it is enacted by
Council.
Passed in Open Session this XX day of XXXXXXXXX, 2019
_________________________
Mayor Adrian Foster
________________________
C. Anne Greentree
Municipal Clerk
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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 25, 2019 Report Number: CLD-024-19
Submitted By: Anne Greentree, Municipal Clerk
Reviewed By: Andrew C. Allison, CAO Resolution#:
File Number: By-law Number:
Report Subject: Appointments to Fill Vacancies on Various Boards and Committees
Recommendations:
1. That Report CLD-024-19 be received;
2. That the vote be conducted to nominate one citizen as the Municipality of
Clarington’s appointee to the Durham Region Land Division Committee for a term
ending December 31, 2022 or until a successor is appointed, in accordance with the
Appointments to Boards and Committees Policy;
3. That the Municipal Clerk's Department be authorized to continue to advertise for the
remaining vacancies on the Diversity Advisory Committee, Newcastle Arena Board,
and the Livestock Valuers;
4. That the resignations of Dorothy Koziorz, from the Diversity Advisory Committee,
Steven Cooke, from the Durham Region Land Division Committee, and Milton Dakin,
from the Livestock Valuers, be received;
5. That Sarah Taylor be appointed to the Accessibility Advisory Committee, for a term
ending December 31, 2022 or until a successor is appointed;
6. That Barry Carmichael be appointed to the Newcastle Village Community Hall Board
or a term ending December 31, 2022 or until a successor is appointed; and
7. That all interested parties listed in Report CLD-024-19 and any delegations be
advised of Council’s decision.
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Report CLD-024-19
1. Background
1.1. The Municipal Clerk’s Department placed an advertisement in the local papers to fill the
vacancies to various Committees and Boards. In addition, the advertisement was
placed on the Municipality’s Website www.clarington.net.
2. Newcastle Arena Board
2.1. The Newcastle Arena Board is a volunteer Municipal Service Board established by the
Municipality of Clarington Council in accordance with the provisions of the Municipal
Act, 2001, as amended.
2.2. The goal of the Newcastle Arena Board is to operate the Newcastle Memorial Arena.
Committee members are ultimately responsible to the Municipality of Clarington Council
and are bound by By-law 2008-037, establishing the Newcastle Arena Board.
2.3. The Terms of Reference states that the composition of the Board shall be comprised of
nine persons, two of whom shall be members of Council.
Current Situation
2.4. Currently, the Board has five members appointed. Therefore, the Committee may
appoint two members to the Newcastle Arena Board.
2.5. No applications were received in response to the advertisement.
3. Newcastle Village Community Hall Board
Background
3.1. The purpose of the Board is to oversee and manage the operation of the Newcastle
Village Community Hall.
3.2. The Board is comprised of five citizens, three appointed by Council and two
Representatives elected by residents, and two Council Representatives.
Report Overview
This report is intended to provide background information regarding vacancies on various
boards and committees to assist in the appointment process.
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Report CLD-024-19
Current Situation
3.3. Currently, the Committee may appoint one remaining member to the Newcastle Village
Community Hall Board.
3.4. The following individual has put forward an application for consideration:
Barry Carmichael
4. Diversity Advisory Committee
Background
4.1. The purpose of the Diversity Advisory Committee is to provide advice, comments and
recommendations on issues affecting diversity in our community in an effort to foster
awareness, reduce barriers, promote inclusion and engage our residents.
4.2. The committee is comprised of seven members, including two youth (ages 16 to 24
years) and one Council Representative.
4.3. Dorothy Koziorz was appointed as a youth member to the Diversity Advisory Committee
in 2018 for a term ending in in December 31, 2022 or until a successo r is appointed.
The Municipal Clerk’s Department received notification of Dorothy’s resignation in
September 2019.
Current Situation
4.4. Currently, the Committee may appoint one youth member to the Diversity Advisory
Committee
4.5. No applications were received in response to the advertisement.
5. Livestock Valuers
Background
5.1. The Municipality is responsible for claims where wildlife have killed or injured livestock
or poultry. The Valuer is responsible for investigating claims and determine the type of
predator that is responsible.
5.2. Council appoints two Livestock Valuers to investigate livestock claims.
5.3. Milton Dakin was appointed as a Livestock Valuer in January 2019 for a term ending in
in December 31, 2022 or until a successor is appointed. The Municipal Clerk’s
Department received notification of Milton Dakin’s resignation in September 2019.
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Report CLD-024-19
Current Situation
5.4. Currently, the Committee may appoint one Livestock Valuer.
5.5. No applications were received in response to the advertisement.
6. Durham Region Land Division Committee
Background
6.1. The Durham Land Division Committee considers land severance applications as an
alternative means of subdividing land to that of a formal plan of subdivision.
6.2. Pursuant to the policy of the Regional Council, each area municipality nominates names
for appointment, and the Regional Council makes the appointments.
6.3. Steven Cooke was nominated in 2018 as the Municipality of Clarington’s appointee to
the Durham Region Land Division Committee for a term ending in in December 31,
2022 or until a successor is appointed. The Municipal Clerk’s Department received
notification of Steven Cooke’s resignation in September 2019.
Current Situation
6.4. Accordingly, the Committee may nominate one member to the Durham Land Division
Committee.
6.5. The following individuals have put forward an application for consideration:
Anna Camposeo
Clifford Curtis
Ryan Holland
Robert Malone
7. Accessibility Committee
Background
7.1. The purpose of the Clarington Accessibility Advisory Committee is to advise and assist
the Municipality in developing and facilitating strategies toward a barrier-free Clarington
for citizens with disabilities.
7.2. The terms of reference states that the composition of the Committee shall be comprised
of seven to ten voting members. The majority of the Committee membership shall be
held by persons with disabilities.
7.3. Currently there are eight members appointed to the Committee.
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Report CLD-024-19
Current Situation
7.4. Accordingly, the Committee may appoint one member to the Clarington Accessibility
Advisory Committee.
7.5. The following individua has put forward an application for consideration:
Sarah Taylor
8. Concurrence
Not Applicable.
9. Conclusion
It is respectfully recommended that the Municipal Clerk's Department be authorized to
continue to advertise for the remaining vacancies on the Diversity Advisory Committee,
Newcastle Arena Board, Newcastle Village Community Hall Board and the Livestock
Valuers.
Staff Contact: Samantha Gray, Committee Coordinator, 905-623-3379 ext. 2106 or
sgray@clarington.net.
Attachment:
Attachment 1 - Confidential Applications (Distributed Separately)
The following interested parties will be notified of Council's deci sion:
All Applicants
All Board/Committee Appointment Contacts
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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: CLD-025-19
Date of Meeting: November 25, 2019 By-law Number:
Submitted By: Anne Greentree, Municipal Clerk
Reviewed By: Andrew C. Allison, CAO Resolution#:
File Number:
Report Subject: Webstreaming of Council and Committee Meetings
Recommendation:
1. That Report CLD-025-19 be received for information.
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Report CLD-025-19
1. Background
Definitions
1.1 The concept of video capture/recording of meetings provides greater accessibility and
transparency to the general public who are unable to attend a meeting. However, there
have been hurdles to overcome in that there is a requirement, under the Accessibility for
Ontarians with Disabilities Act, to provide closed captioning.
1.2 Closed captioning (CC) means the system of displaying the text version of the spoken
part of the broadcast across the bottom of the screen. Unlike subtitles, which only
transcribe dialogue, closed captioning also describes sounds and other audio
information pertinent to the viewer.
1.3 Webstreaming means to the process of delivering multimedia over the internet.
“Streaming” allows the viewer to begin viewing the video without first downloading the
entire file.
1.4 Webcasting and webstreaming are the same, in the Clarington context, in that they both
deliver video live to the user.
1.5 Video archiving means the saving of the video file for access on demand at a future
date (i.e. not live).
Recordings at Clarington
1.6 Since May, 2008, where possible, we have recorded, to DVD, the Rogers Cable video
of the Council meetings.
1.7 In 2012, Staff had proposed either webstreaming or podcasting and Council decided to
proceed with podcasting at that time. As a result, Staff have been audio recording
Council and Standing Committee meetings since June, 2012, and providing the
recordings on the municipal website.
Report Overview
This report informs Members of Council of the upcoming change to Council and Standing
Committee meetings to add webstreaming and closed captioning. To date, Council and
Standing Committees have only been audio recorded. The webstreaming initiative will
provide improved accessibility and will integrate with the minutes.
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Report CLD-025-19
1.8 Since December, 2018, as a result of improvements to the audio technology in the
Council Chambers, Clarington has also audio recorded closed session meetings of
Council and its Standing Committees. These improvements also included the
installation of a Clarington-owned camera integrated with the existing audio system.
Clarington’s IT Strategic Plan
1.9 In October, 2017, Council approved the recommendations in Report CAO-008-17 which
endorsed the Information Technology Strategic Plan. One of the key aspects of the
Strategic Plan was to address projects related to the “customer fac ing systems layer”.
In particular, it states:
“At the top of the technology stack are those customer facing systems that
portray the Municipality’s image on the web through provision of information,
transparency and accountability, engagement, and routine disclosure of data
that people and organizations want. Social Media is an opportunity to engage
more interactively with residents and customers. It enables effective pushing
of information to the interested, and is a channel where there are
conversations about the Municipality.”1
1.10 The Strategic Plan projects have been approved and prioritized by the IT Steering
Committee, comprised of Department Heads. In order to address the “pushing of
information” to the public and to provide greater accountability and transparency, while
adhering to the AODA standards, webstreaming was proposed to be a project as part of
the IT Strategic Plan. Webstreaming software has been an approved project in the IT
Strategic Plan since December, 2018.
Technology
1.11 In September, 2019, the Municipal Clerk’s Department implemented an electronic
meeting management software, eSCRIBE. This software is used for all regular and
special meetings of Council and its Standing Committees for agendas and minutes.
1 Information Technology Strategic Plan, Prior & Prior, Page 28.
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Report CLD-025-19
2. Webstreaming Phase
2.1 As we are progressing through the later stages of the meeting management software
project, we are looking ahead to the next phase. The W ebcasting Module will be
integrated with the minutes and provide closed captioning and live webstreaming, using
our existing camera and audio system. The archived video will be integrated with the
minutes such that the viewer would open the minutes, click on an item, and the video of
the discussion on the item would appear in a box within the minutes, as sho wn below,
which can be accessed on the St. John’s website:
2.2 Additionally, the entire video will be archived as part of the meeting calendar
documents, should the view choose to view just the video, in its entirety.
2.3 As Clarington sees more meetings with residents making use of the “overflow rooms” to
listen to the audio of the meetings, there would also be a benefit with the addition of
webstreaming, where Staff can set up a screen, projector and laptop in the overflow
rooms so that the residents can view the meeting live. Alternatively, anyone with
internet access at home or on a device will be able to watch the meetings where they
wish.
2.4 It is anticipated that the archived video, with closed captioning, would be posted within
two business days of the meeting.
2.5 Although it is anticipated that our current bandwidth requirements will be sufficient, it is
not known for certain until the project is live.
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Report CLD-025-19
2.6 Staff are working towards an implementation date of January, 2020 for webstreaming
and video archiving of all regular and special Council and Standing Committee meetings
(that are held in the Council Chambers). The Clerk’s Department will work with the
Communications Division to develop an official press release to let the public know that
this service is available.
3. Financial Impact
3.1 The costs for implementing this phase were included in the 2018 budget as part of the
larger project.
4. Concurrence
This report has been reviewed by the Director of Corporate Services and the Director of
Operations who concur with the recommendations.
5. Conclusion
It is respectfully recommended that Council receive the information regarding
webstreaming and closed captioning.
Staff Contact: June Gallagher, Deputy Clerk, 905-623-3379 ext. 2103 or
jgallagher@clarington.net.
Attachments:
Not Applicable
The following interested parties will be notified of Council’s decision:
Clarington Accessibility Advisory Committee
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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 25, 2019 Report Number: COD-026-19
Submitted By: Marie Marano, Director of Corporate Services
Reviewed By: Andrew C. Allison, CAO Resolution#:
File Number: RFP2019-14 By-law Number:
Report Subject: Emergency Flood Access Risk Assessment and Mitigation Study
Recommendations:
1. That Report COD-026-19 be received;
2. That the proposal received from Aquafor Beech Ltd. being the most responsive
bidder meeting all terms, conditions and specifications of RFP2019 -14 and subject
to a satisfactory reference check, be awarded the contract for the provision of
consulting services to complete the Emergency Flood Access Risk Assessment and
Mitigation Study;
3. That the total funds required for this project in the amount of $112,261.63 (Net HST
Rebate) is being funded in part by the National Disaster Mitigation Program
($56,130.81 Net HST Rebate) with the balance of $56,130.82 (Net HST Rebate)
being funded from within the approved budget allocation as provided from the
following account:
Description Account Number Amount
Engineering Admin Studies 100-32-130-00000-7510 112,262
4. That all interested parties listed in Report COD-026-19 and any delegations be
advised of Council’s decision.
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Report COD-026-19
1. Background
1.1 A Request for Proposal (RFP) was drafted for the provision of Professional Services as
required for the completion of the Emergency Flood Access Risk Assessment and
Mitigation Study in accordance with the terms of reference provided by the Engineering
Services Department.
1.2 The intent of the RFP was to secure the services of a consultant to assist the
Municipality with the assessment of the impact of flooding on the road network and to
identify and prioritize improvements to increase the road network resilience. Funding
was received for this project from the National Disaster Mitigation Program for 50% of
eligible expenses up to a maximum amount of $65,000.
1.3 The study will address all road crossings that are within the Municipality’s bridge and
culvert inventory. The road network, creek system, and associated road crossings are
shown on Attachment 2. The Municipality completes biennial inspections of all bridges
and culverts 1.2 m span and larger. The intent of this study is to identify where flooding
and erosion is likely to occur and to provide recommendations for making the road
network more resilient.
1.4 RFP2019-14 was issued by the Purchasing Services Division and advertised
electronically on the Municipality of Clarington’s (the Municipality) website. Notification
of the availability of the document was also posted on the Ontario Public Buyer’s
website. The RFP was structured on the price – based two envelope RFP system.
Thirteen (13) companies downloaded the document.
1.5 The RFP closed on November 7, 2019.
2. Analysis
2.1 The RFP stipulated among other things, that bidders were to provide a description of
Firm/Consulting team, key qualifications, firm profile, highlight of past service and
experience of team members with projects of similar size, nature and complexity and a
demonstrated understanding of the Municipality’s requirements.
Report Overview
To request authorization from Council to award Request for Proposal RFP2019 -14 for the
provision of consulting services as required to complete the Emergency Flood Access Risk
Assessment and Mitigation Study.
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Report COD-026-19
2.2 Five (5) submissions were received (refer to Attachment 1) by the closing date and time.
All submissions met the mandatory requirements and moved forward to the first phase
of the evaluation process.
2.3 Each submission consisted of a comprehensive proposal identifying:
Qualifications and experience
Experience of the proponent/sub-consultants with projects of similar nature, size and
complexity
The proposed team who would be working with the Municipality
The Proponent’s understanding and approach to complete the study
The proposed tasks and timelines
Identification of accessibility design, features; and
Criteria and approach to methodology of project delivery
2.4 The submissions were reviewed and scored in accordance with the established criteria
outlined in the RFP by an evaluation team consisting of staff from the Engineering
Services Department and the Purchasing Services Division. Some of the areas on
which submissions were evaluated were as follows:
Allocated roles and responsibilities of the proposed team members;
Proposed approach to completing the project;
Proposed timelines to complete the tasks required;
Highlights of services provided within the past five years only; and
The Proponent’s understanding of the Municipality’s requirements, the project
and related issues.
2.5 Upon completion of the evaluation, two submissions met the established threshold of
85% for Phase 1 and moved forward to the second Phase.
2.6 It was deemed by the evaluation committee that a presentation from the short-listed
Proponents would not be required and their pricing envelope s were opened.
3. Financial
3.1 That the total funds required for this project in the amount of $112,261.63 (Net HST
Rebate) is being funded in part by the National Disaster Mitigation Program ($56,130,82
Net HST Rebate) with the balance of $56,130.82 (Net HST Rebate) being fund ed from
within the approved budget allocation as provided from the following account:
Description Account Number Amount
Engineering Admin Studies 100-32-130-00000-7510 112,262
Page 94
Municipality of Clarington Page 4
Report COD-026-19
3.2 Queries with respect to the department needs should be referred to the Acting Director
of Engineering Services
4. Concurrence
This report has been reviewed by the Acting Director of Engineering Services who
concurs with the recommendations.
5. Conclusion
It is respectfully recommended that Aquafor Beech Ltd. being the most responsive
bidder be awarded the contract for the provision of Consulting Services as required to
complete the Emergency Flood Access Risk Assessment and Mitigation Study in
accordance to the terms, conditions and specifications of RFP2019 -14.
Staff Contact: David Ferguson, Purchasing Manager, 905-623-3379 ext. 2209 or
dferguson@clarington.net.
Attachments:
Attachment 1 - Summary of Submissions Received
Attachment 2 – Structures and Floodlines Map
Interested Parties:
List of Interested Parties available from Department.
Page 95
Municipality of Clarington Page 5
Report COD-026-19
Attachment # 1
Summary of Submissions Received
RFP2019-14
Emergency Flood Access Risk Assessment and Mitigation Study
Proponent
AECOM Canada Inc.*
Aquafor Beech Limited *
Associated Engineering
Greenland International Consulting Ltd.
IBI Group
Note: * Denotes Proponents who were shortlisted.
Page 96
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1
-
1:50,000
KEY MAP
SCALE:DATE:
DRAWING NO:
PROJECT No:
APPROVED BY:
CHECKED BY:DRAWN BY:
DESIGNED BY:
MUNICIPALITY OF
CLARINGTON
EMERGENCY FLOOD ACCESS
RISK
ASSESSMENT & MITIGATION
STUDY
PROJECT:
DRAWING:
E.L.-
-
AUG 2019
Legend
")PEDESTRIAN CULVERT
"CULVERT-SPAN 1.2m TO 3m
"CULVERT-SPAN GREATER OR EQUAL TO 3m
!(PEDESTRIAN BRIDGE
!BRIDGE-SPAN 1.2m TO 3m
!BRIDGE-SPAN GREATER OR EQUAL TO 3m
RAILWAY
REGIONAL ROADS
PROVINCIAL HIGHWAYS
FLOODLINES
CLOCA WATERSHED BOUNDARIES
GRCA WATERSHED BOUNDARIES
E
Page 97
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: FND-029-19
Date of Meeting: November 25, 2019
Submitted By: Trevor Pinn, Director of Finance/Treasurer
Reviewed By: Andrew C. Allison, CAO Resolution#:
File Number: By-law Number:
Report Subject: Financial Update as at September 30, 2019
Recommendation:
1. That Report FND-029-19 be received for information.
Page 98
Municipality of Clarington Page 2
Report FND-029-19
1. Background
1.1 The financial update has been designed to focus on overall budget variances. The
reporting has been expanded to show the sub-department budget to actual variances.
2. Third Quarter of 2019 Financial Results
Operating Budget to Actual Variances
2.1 Attachment 1, Summary of Operating Expenditures and Revenues, compares the
Municipality’s budget to actual posted expenditures and revenues as of September 30,
2019. This statement reflects the Municipality’s operating budget only and excludes the
year to date expenditures of the library, museum, BIAs and consolidated hall boards.
Year to date expenditures as of September 30, 2019 totalled $64,559,568 which
represents 100.7% of the third quarter budget. Year to date revenues totalled
$81,434,820 which represents 101.4% of the third quarter budget. Overall the operating
budget is on track.
2.2 Attachment 1 is intended to provide an indication of the status of the Municipality’s
operating accounts as of September 30, 2019 compared to the approved budget. There
are some seasonal trends for many activities, however there can still be some timing
fluctuations from year to year and quarter to quarter. To best capture the trends, the
budget is allocated on a monthly basis based on the prior year’s actual monthly
distribution. In cases where there is no prior history, the monthly allocation is divided
equally over the twelve months. Due to these timing differenc es that occur throughout
the accounts, this statement cannot be used in isolation, nor can it be extrapolated to
predict the whole year’s activities. Monthly trial balances are sent to each department
for regular review. This report has been expanded to show the variances at a sub-
department level. Certain sub-departments have been combined where the results are
nominal overall. Revenues and expenditures that have a variance above or below
budget that are noteworthy are discussed in this report.
Report Overview
The purpose of this report is to update Council on the overall budget variances as of
September 30, 2019 as well as other financial indicators such as taxes receivable, reserve
fund investments, debt and development charges collected. Also include d is a summary of
Council’s discretionary expenses. The Council expenses is for information only and i s not
the annual reporting of Council remuneration as required under the Municipal Act, 2001.
Page 99
Municipality of Clarington Page 3
Report FND-029-19
2.3 It is common to have some timing differences on Non-department revenues.
Contribution include transfers from reserves and reserve funds as well as contributions
from others. Investment income has exceeded the total 2019 budgeted amount as of
the third quarter.
2.4 In the Mayor and Council offices, the higher expenditures are due to past Councillors’
severance pay as per By-law 2011-005 as well as higher OMERS expenses due to the
elimination of the 1/3 tax free declaration and OMERS equivalent of Council
remuneration. Temporary vacancies in the Mayor’s office has mitigated the effect of
these changes.
2.5 In the Clerk’s department, the revenues are higher than budgeted due to the parking
fines and meter revenues. All of these revenues have a corresponding expense under
Parking which transfers these funds to the Parking Lot Reserve Fund. The Parking Lot
Reserve Fund is used to fund the parking enforcement division activities each year.
Animal licences are lower than the previous year but still have exceeded the total 2019
budgeted amount. Cemetery revenues has also increased.
2.6 Overall the Finance department is on target. Fines and fees have been higher than
budgeted. The increase in the Unclassified expenditures is related to higher than
expected tax write offs. This is due to a 2018 reduction in Right of Way acreage when
land was severed for the new transformer station.
2.7 As noted in previous updated, Emergency Services revenues are higher due to
revenues from Ontario Power Generation under the Memorandum of Understanding
with the Municipality collected in the first quarter.
2.8 As of September 30, 2019 building permits revenues of $1,672,603 have exceeded the
total 2019 budgeted amount but are at 55.6% of the building permit revenues of the
third quarter of 2018. The overall slowdown in development is reflected in the
significant decline in development charges collected as shown on Attachment 4.
Administration revenues are higher due to inspection fees and increase in Municipal
consent permit fees. Note that engineering inspection and review fees are not
budgeted. There is a corresponding expense which transfers these inspection and
review fees to the Engineering and Inspection Fees Reserve Fund under the sub-
department Administration. During the budget deliberations the Engineering and
Inspection Fees Reserve Fund is utilized to offset the tax levy requirements.
2.9 Operations revenues and expenditures have some variances due to the timing of work
and purchases. While there are some seasonal trends, they are not always consistent
year to year due to external pressures such as weather. The timing differences can be
seen when comparing the figures in the 2019 and 2 018 columns for this department in
Attachment 1. Winter control costs are a significant part of the Operations over
expenditures. The higher costs are mitigated by lower expenditures in areas such as
Page 100
Municipality of Clarington Page 4
Report FND-029-19
street lighting and parks. Due to the requirements un der the Minimum Maintenance
Standards and the varying weather, winter control costs are difficult to forecast. At the
end of September 2019, flooding has resulted in additional costs of approximately
$98,000 under Road Maintenance as well as additional staffing costs. The Fleet sub-
department is set up as a cost recovery allocation which is used to allocate the
equipment costs to the work areas.
2.10 As noted in the previously, under Planning there is a sub-department Development
Review. In this sub-department are the secondary plan reviews and sub-watershed
studies. These are set up as a cost recovery so there are corresponding expense
accounts. While the direct costs will be offset by the revenues the timing does not
always fall in the same quarter.
2.11 The Boards and Agencies have a higher expenditure due to a transfer of capital
reserves to the Library which includes some funds from previous years.
Municipal Property Taxes
2.12 Attachment 2, Continuity of Taxes Receivable as of September 30, 2019, provides the
status of the taxes billed and collected by the Municipality during the third quarter. A
total of $56,345,358 in final tax bills and $968,082 in supplementary tax bills were
issued to property owners during the third quarter. At the end of September 2019, a
total of $22,914,223 remains unpaid compared to September 2018 taxes receivable of
$21,246,293. The net balance is $1,667,930 higher or 7.85% higher than the previous
year. Regular collections are ongoing and continue to monitor the balance of the taxes
receivable.
Debentures
2.13 Attachment 3, Debenture Repayment Schedule provides the status of the Municipality’s
long term debt obligations as of January 1, 2019. In 2019, the debt repayment
obligations are $2,841,958. The annual principal and interest payments required to
service these liabilities remain well below the annual debt repayment limits prescribed
by the Ministry of Municipal Affairs and Housing.
Municipal Development Charges
2.14 Attachment 4, Municipal development charges as of September 30, 2019, provides the
municipal development charges collected grouped into residential and non-residential.
As of September 30, 2019 residential municipal development charges collected are
$2,388,914. In the 2015 Development Charges Background Study, it was forecasted
that the Municipality would be collecting approximately 805 in total for 2019 or about
604 units at the end of the third quarter. Development charges have been collected for
185 units. At the end of September 2019 there was a 76.2% decrease in development
Page 101
Municipality of Clarington Page 5
Report FND-029-19
charges collected and a 70.4% decrease in the number of units compared to September
2018. The development charges continue to be significantly lower in 2019 when
compared to prior years.
2.15 As of September 30, 2019 there has been $388,929 in non-residential development
charges collected. Non-residential development charges are based on the building floor
area rather than a total building unit cost. There are fluctuations quarter to quarter as
well as year to year in non-residential development charges.
2.16 In the 2015 Development Charges By-law 2015-035, there are a number of incentives
to encourage development in Clarington, mainly relating to multi-residential, commercial
and industrial development. There have been no new incentives given in 2019. Since
July 2015, there has been a total of $1,555,276.71 in development charge incentives
given to 15 properties. Between residential and non -residential the split is
approximately 37% and 63% respectively. Note that incentives are required to be
covered by the Municipality’s tax base.
Council Expenses
2.17 Attachment 5, Council Expenses as of September 30, 2019, summarizes Council
expenses at the end of the third quarter. Only discretionary expenses such as event
tickets, conferences, educations courses and external kilometre reimbursement are
included in this report. This report only includes transactions posted in the first half of
the year. As of September 30, 2019 at total of $12,016.28 in discretionary expenses
have been paid to Council. Salary, tax free allowance, OMERS equivalent, severance
pay and travel allowance as per By-law 2011-005 are not included in the totals.
Investments
2.18 The quarterly financial update provides an overview of investments. As of September
30, 2019 the Municipality is compliant with its current Investment Policy. Note that as
per the Investment Policy the operating bank account is not included in the following
tables. As per Council’s direction, staff are no longer pursuing Prudent Investor.
2.19 As per the Investment Policy, the terms or length of investments been set to ensure
liquidity and to minimize interest rate risk. Table 1 shows the term of the investments as
of September 30, 2019.
Page 102
Municipality of Clarington Page 6
Report FND-029-19
Table 1 Term of Investments 1
Total Funds % of Total
Minimum
Range
Maximum
Range
90 Days $ 51,562,889 47.5% 20% 100%
90 Days to 1 Year 8,950,870 8.2% 55.7% 30% 100%
1 to 5 Years 44,045,611 40.6% 0% 85%
5 to 10 Years 2,388,000 2.2% 0% 50%
10 to 20 Years 1,633,325 1.5% 0% 30%
$ 108,580,695 100.0%
2.20 The Investment Policy also sets out the types of investments to create a diversified
portfolio. Table 2 shows the types of investments held by the Municipality as of
September 30, 2019.
Table 2 Type of Investments 1
Total Funds
% of
Total
Minimum
Range
Maximum
Range
HISA $ 41,679,045 38.39% 0% 100%
Federal Debt - 0.00% 0% 100%
Provincial Debt 2,369,686 2.18% 0% 80%
Municipal Debt 299,454 0.28% 0% 35%
Financial Institutions 59,585,857 54.88% 0% 60%
Corporate Debt (non-financial) - 0.00% 0% 10%
ONE Investment Pools 4,646,653 4.28% 0% 25%
$ 108,580,695 100.0%
3. Concurrence
Not Applicable.
Page 103
Municipality of Clarington Page 7
Report FND-029-19
4. Conclusion
It is respectfully recommended that the third quarter of 2019 financial update report be
received for information.
Staff Contact: Catherine Carr, Manager of Internal Audit, 905-623-3379 ext. 2606 or
ccarr@clarington.net
Attachments:
Attachment 1 – Summary of Operating Revenues and Expenses
Attachment 2 – Continuity of Taxes Receivable
Attachment 3 – Debenture Repayment Schedule
Attachment 4 – Municipal Development Charges
Attachment 5 – Council Expenses
Interested Parties:
There are no interested parties to be notified of Council's decision.
Page 104
The Municipality of Clarington Attachment 1
Summary of Operating Expenditures and Revenues for the Nine Months Ending September 30, 2019 to Report FND-029-19
2019 Qtr 3
Budget YTD
2019 Qtr 3
Actual YTD
2019 Qtr 3
Unexpended
2019 Qtr 3 %
Expended
2018 Qtr 3
Budget YTD
2018 Qtr 3
Actual YTD
2018 Qtr 3
Unexpended
2019 Total
Budget
2019 % of
budget spent
05 Non-departmental Accounts
Municipal Taxation (65,468,989)(65,610,085)141,096 100.2%(62,429,064)(62,940,130)511,066 (65,750,542)99.8%
Grants - (88,721)88,721 - (136,046)136,046 -
Fees/Service Charges/Fines/Other (405,216) (626,774) 221,558 154.7%(422,225) (399,632) (22,593)(462,563) 135.5%
Investment Income (1,338,979)(1,647,117)308,138 123.0%(1,143,457)(1,586,006)442,549 (1,619,200)101.7%
Contributions (4,846,301)(4,042,839)(803,462)83.4%(5,762,273)(5,609,979)(152,294)(4,846,301)83.4%
Taxation/Revenue/Contributions (72,059,485)(72,015,536)(43,949)99.9%(69,757,019)(70,671,793)914,774 (72,678,606)99.1%
59 BIA Taxation
BIA Taxes (215,200)(215,200)100.0%(211,820)(211,820)(215,200)100.0%
BIA Payments 215,200 215,200 100.0%211,820 211,820 215,200 100.0%
Net Expenditures - - - - - - -
10 Mayor and Council
Mayor's Office 320,992 315,407 5,585 98.3%318,872 324,221 (5,349)442,540 71.3%
Councillors' Office 372,151 491,751 (119,600)132.1%374,380 366,866 7,514 501,942 98.0%
Net Expenditures 693,143 807,158 (114,015)116.4%693,252 691,087 2,165 944,482 85.5%
13 Administrator's Office
Administration - - (1,627)- (1,627)-
Communications (44,225)(40,185)(4,040)90.9%(65,000)(42,809)(22,191)(45,000)89.3%
Tourism (30,500)(22,080)(8,420)72.4%(15,000)(30,940)15,940 (30,500)72.4%
Port Granby (23,875)(32,596)8,721 136.5%(46,565)(29,206)(17,359)(83,500)39.0%
Revenues/Recoveries (98,600)(94,861)(3,739)96.2%(128,192)(102,955)(25,237)(159,000)59.7%
Administration 764,288 816,168 (51,880)106.8%682,304 686,762 (4,458)1,014,347 80.5%
Communications 629,889 589,352 40,537 93.6%585,247 600,465 (15,218)861,013 68.4%
Tourism 257,849 234,739 23,110 91.0%249,526 231,068 18,458 337,556 69.5%
Port Granby 47,511 51,121 (3,610)107.6%42,908 49,776 (6,868)83,500 61.2%
Expenditures 1,699,537 1,691,380 8,157 99.5%1,559,985 1,568,071 (8,086)2,296,416 73.7%
Net Expenditures 1,600,937 1,596,519 4,418 99.7%1,431,793 1,465,116 (33,323) 2,137,416 74.7%
14 Legal Administration
Revenues/Recoveries (99,512)(76,450)(23,062)76.8%(56,699)(62,924)6,225 (160,000)47.8%
Expenditures 357,103 318,648 38,455 89.2%406,193 358,215 47,978 543,261 58.7%
Net Expenditures 257,591 242,198 15,393 94.0%349,494 295,291 54,203 383,261 63.2%
Page 105
The Municipality of Clarington Attachment 1
Summary of Operating Expenditures and Revenues for the Nine Months Ending September 30, 2019 to Report FND-029-19
2019 Qtr 3
Budget YTD
2019 Qtr 3
Actual YTD
2019 Qtr 3
Unexpended
2019 Qtr 3 %
Expended
2018 Qtr 3
Budget YTD
2018 Qtr 3
Actual YTD
2018 Qtr 3
Unexpended
2019 Total
Budget
2019 % of
budget spent
16 Corporate Services
Revenue/Recoveries (12,000)(12,759)759 106.3%(8,000) (156,260)148,260 (12,000)106.3%
Administration 152,015 151,632 383 99.7%142,769 195,497 (52,728)217,400 69.7%
Human Resources/Payroll 1,383,054 1,362,131 20,923 98.5%1,390,415 1,348,126 42,289 1,745,067 78.1%
Information Technology 1,501,968 1,500,994 974 99.9%1,738,783 1,653,995 84,788 1,905,848 78.8%
Purchasing 455,696 458,891 (3,195)100.7%439,843 480,985 (41,142)617,649 74.3%
Health & Safety 6,055 1,685 4,370 27.8%8,609 4,300 4,309 13,775 12.2%
Expenditures 3,498,788 3,475,333 23,455 99.3%3,720,419 3,682,903 37,516 4,499,739 77.2%
Net Expenditures 3,486,788 3,462,574 24,214 99.3%3,712,419 3,526,643 185,776 4,487,739 77.2%
19 Clerk's
Administration (106,389)(93,797)(12,592)88.2%(107,273)(99,985)(7,288)(123,000)76.3%
Animal Services (55,197)(74,567)19,370 135.1%(54,115)(79,896)25,781 (77,800)95.8%
Municipal Law Enforcement (30,099)(58,414)28,315 194.1%(27,072)(69,152)42,080 (38,000)153.7%
Parking Enforcement (161,003)(340,515)179,512 211.5%(204,614)(249,026)44,412 (280,000)121.6%
Election - 529 (529)- (3,200)3,200 -
Wildlife Damage Grants (from Province)(13,560)(12,474)(1,086)92.0%(16,522)(10,687)(5,835)(22,000)56.7%
Cemetery (108,676)(146,775)38,099 135.1%(102,979)(130,515)27,536 (140,100)104.8%
Revenues/Recoveries (474,924)(726,013)251,089 152.9%(512,575)(642,461)129,886 (680,900)106.6%
Administration 907,430 895,375 12,055 98.7%965,768 921,739 44,029 1,250,204 71.6%
Animal Services 462,606 378,419 84,187 81.8%501,725 484,733 16,992 636,760 59.4%
Municipal Law Enforcement 584,147 530,171 53,976 90.8%591,417 450,735 140,682 802,648 66.1%
Parking Enforcement 482,800 621,320 (138,520)128.7%406,406 475,534 (69,128)724,832 85.7%
Election 130,620 132,690 (2,070)101.6%223,964 219,951 4,013 131,700 100.8%
Cemetery 1,800 - 1,800 1,800 1,800 1,800
Fleet 13,459 18,003 (4,544)133.8%17,909 12,515 5,394 25,950 69.4%
Expenditures 2,582,862 2,575,978 6,884 99.7%2,708,989 2,565,207 143,782 3,573,894 72.1%
Net Expenditures 2,107,938 1,849,965 257,973 87.8%2,196,414 1,922,746 273,668 2,892,994 63.9%
21 Finance & Unclassified Administration
Revenues/Recoveries (1,007,755)(1,197,311)189,556 118.8%(1,115,645)(1,178,544)62,899 (1,390,000)86.1%
Finance Administration 1,992,666 1,828,949 163,717 91.8%1,932,593 1,846,240 86,353 2,695,275 67.9%
Unclassified Administration 2,478,840 2,641,444 (162,604)106.6%2,507,259 2,339,702 167,557 2,873,032 91.9%
Expenditures 4,471,506 4,470,393 1,113 100.0%4,439,852 4,185,942 253,910 5,568,307 80.3%
Net Expenditures 3,463,751 3,273,082 190,669 94.5%3,324,207 3,007,398 316,809 4,178,307 78.3%
Page 106
The Municipality of Clarington Attachment 1
Summary of Operating Expenditures and Revenues for the Nine Months Ending September 30, 2019 to Report FND-029-19
2019 Qtr 3
Budget YTD
2019 Qtr 3
Actual YTD
2019 Qtr 3
Unexpended
2019 Qtr 3 %
Expended
2018 Qtr 3
Budget YTD
2018 Qtr 3
Actual YTD
2018 Qtr 3
Unexpended
2019 Total
Budget
2019 % of
budget spent
28 Emergency Services - Fire
Administration (40,893)(156,767)115,874 383.4%(45,027)(162,942)117,915 (55,000)285.0%
Prevention (43,450)(45,930)2,480 105.7%(43,915)(42,813)(1,102)(45,000)102.1%
Municipal Emergency Measures (10,000)(10,000)- 100.0%(10,000)(10,000)(10,000)100.0%
Revenues/Recoveries (94,343)(212,697)118,354 225.5%(98,942)(215,755)116,813 (110,000)193.4%
Administration 1,455,585 1,464,812 (9,227)100.6%1,329,828 1,401,968 (72,140)1,754,586 83.5%
Prevention 581,170 496,447 84,723 85.4%551,597 590,821 (39,224)790,840 62.8%
Suppression 5,966,330 5,735,423 230,907 96.1%5,861,891 5,897,853 (35,962)8,088,866 70.9%
Training/Technical Support 258,125 265,867 (7,742)103.0%251,481 208,512 42,969 350,524 75.8%
Communications 413,276 423,876 (10,600)102.6%433,414 401,563 31,851 585,000 72.5%
Mechanical 88,688 71,981 16,707 81.2%74,331 83,923 (9,592)120,000 60.0%
All Stations - Part-time 617,175 665,544 (48,369)107.8%614,227 649,360 (35,133)844,500 78.8%
Municipal Operations Centre 25,679 20,583 5,096 80.2%22,885 20,452 2,433 31,950 64.4%
Maintenance Support 98,555 95,362 3,193 96.8%96,914 96,764 150 133,078 71.7%
Expenditures 9,504,583 9,239,895 264,688 97.2%9,236,568 9,351,216 (114,648)12,699,344 72.8%
Net Expenditures 9,410,240 9,027,198 383,042 95.9%9,137,626 9,135,461 2,165 12,589,344 71.7%
32 Engineering Services
Administration (49,127)(270,841)221,714 551.3%(44,692)(619,195)574,503 (51,000)531.1%
Building Inspection (1,453,323)(1,693,444)240,121 116.5%(1,554,532)(3,031,063)1,476,531 (1,554,532)108.9%
Revenues/Recoveries (1,502,450)(1,964,285)461,835 130.7%(1,599,224)(3,650,258)2,051,034 (1,605,532)122.3%
Administration 5,351,518 5,432,685 (81,167)101.5%5,172,540 5,544,737 (372,197)6,139,444 88.5%
Debentures 465,993 466,423 (430)100.1%459,773 459,110 663 541,802 86.1%
Building Inspection 1,130,589 1,073,994 56,595 95.0%1,010,481 1,015,262 (4,781)1,550,625 69.3%
Street Lighting 100,000 100,000 - 100.0%90,000 90,000 100,000 100.0%
Parks 15,500 1,143 14,357 7.4%15,500 857 14,643 15,500 7.4%
Roads & Structures 10,000 9,512 488 95.1%- - - 21,000 45.3%
Safe Roads 27,350 13,007 14,343 47.6%47,619 32,121 15,498 63,500 20.5%
Fleet 2,155 975 1,180 45.2%2,833 2,477 356 5,600 17.4%
Expenditures 7,103,105 7,097,739 5,366 99.9%6,798,746 7,144,564 (345,818)8,437,471 84.1%
Net Expenditures 5,600,655 5,133,454 467,201 91.7%5,199,522 3,494,306 1,705,216 6,831,939 75.1%
Page 107
The Municipality of Clarington Attachment 1
Summary of Operating Expenditures and Revenues for the Nine Months Ending September 30, 2019 to Report FND-029-19
2019 Qtr 3
Budget YTD
2019 Qtr 3
Actual YTD
2019 Qtr 3
Unexpended
2019 Qtr 3 %
Expended
2018 Qtr 3
Budget YTD
2018 Qtr 3
Actual YTD
2018 Qtr 3
Unexpended
2019 Total
Budget
2019 % of
budget spent
36 Operations
Administration (267,105)(264,642)(2,463)99.1%(251,623)(281,484)29,861 (367,000)72.1%
Street Lighting (5,000)(2,212)(2,788)44.2%(8,490)(3,540)(4,950)(15,000)14.7%
Cemetery (104,011)(121,858)17,847 117.2%(99,016)(111,155)12,139 (127,800)95.4%
Green & Recycle Bin/Bag Tag Sales (18,869)(23,865)4,996 126.5%(18,751)(21,195)2,444 (24,000)99.4%
Road Maintenance (15,057)(18,624)3,567 123.7%(13,309)(14,995)1,686 (19,500)95.5%
Winter Control (33,102)(78,500)45,398 237.1%(79,443)(25,630)(53,813)(100,000)78.5%
Revenues/Recoveries (443,144)(509,701)66,557 115.0%(470,632)(457,999)(12,633)(653,300)78.0%
Administration 4,362,038 4,418,487 (56,449)101.3%3,927,726 4,098,671 (170,945)5,163,425 85.6%
Street Lighting 944,862 755,190 189,672 79.9%905,005 933,012 (28,007)1,365,000 55.3%
Debentures 175,342 175,381 (39)100.0%732,477 732,499 (22)186,114 94.2%
Parks 1,685,952 1,602,927 83,025 95.1%1,700,125 1,536,634 163,491 2,454,616 65.3%
Cemetery 243,860 254,093 (10,233)104.2%193,794 240,900 (47,106)318,025 79.9%
Green & Recycle Bin/Bag Tag 18,483 25,047 (6,564)135.5%11,713 34,833 (23,120)24,000 104.4%
Building & Property Services 2,148,034 2,137,833 10,201 99.5%2,113,969 2,075,548 38,421 2,665,698 80.2%
Road Maintenance 1,437,770 1,567,104 (129,334)109.0%1,228,982 1,487,970 (258,988)2,927,240 53.5%
Hardtop Maintenance 552,215 480,217 71,998 87.0%524,976 571,311 (46,335)1,032,400 46.5%
Loosetop Maintenance 194,266 154,043 40,223 79.3%346,008 119,417 226,591 415,000 37.1%
Winter Control 1,914,240 2,737,141 (822,901)143.0%1,439,094 2,421,994 (982,900)2,478,000 110.5%
Safety Devices 313,039 339,945 (26,906)108.6%472,977 344,866 128,111 527,750 64.4%
Storm Water Management 27,802 3,048 24,754 11.0%36,128 24,687 11,441 129,500 2.4%
Regional Roads Maintenance 21,698 40,103 (18,405)184.8%19,337 28,589 (9,252)30,800 130.2%
Fleet 650,781 225,859 424,922 34.7%737,009 220,394 516,615 847,560 26.6%
Library Building 9,622 7,625 1,997 79.2%8,061 7,419 642 13,460 56.6%
Museum Building 21,307 15,253 6,054 71.6%23,092 22,469 623 28,870 52.8%
Expenditures 14,721,311 14,939,296 (217,985)101.5%14,420,473 14,901,213 (480,740)20,607,458 72.5%
Net Expenditures 14,278,167 14,429,595 (151,428)101.1%13,949,841 14,443,214 (493,373)19,954,158 72.3%
42 Community Services
Administration (33,000)(43,354)10,354 131.4%(33,000)(51,040)18,040 (43,500)99.7%
Recreation Services Administration (3,012)(2,745)(267)91.1%(7,070)(4,998)(2,072)(3,900)70.4%
Facilities (1,443,951)(1,412,165)(31,786)97.8%(1,436,766)(1,420,276)(16,490)(2,283,700)61.8%
Proshop (2018)- - - (8,346)(11,165)2,819 -
Vending Machine (Concessions 2018)(45,727)(26,333)(19,394)57.6%(272,335)(174,306)(98,029)(66,100)39.8%
Aquatic Programs (1,061,015)(1,108,346)47,331 104.5%(970,776)(1,082,946)112,170 (1,129,300)98.1%
Fitness Programs (421,578)(394,568)(27,010)93.6%(519,209)(383,600)(135,609)(576,500)68.4%
Recreation Programs (522,000)(529,042)7,042 101.3%(504,476)(519,156)14,680 (544,500)97.2%
Community Development (23,700)(22,046)(1,654)93.0%(22,154)(21,094)(1,060)(38,800)56.8%
55+ Active Adults (78,160)(102,152)23,992 130.7%(85,997)(85,425)(572)(112,600)90.7%
Merchandise (8,622)(13,340)4,718 154.7%(11,500)116.0%
Revenues/Recoveries (3,640,765)(3,654,091)13,326 100.4%(3,860,129)(3,754,006)(106,123)(4,810,400)76.0%
Page 108
The Municipality of Clarington Attachment 1
Summary of Operating Expenditures and Revenues for the Nine Months Ending September 30, 2019 to Report FND-029-19
2019 Qtr 3
Budget YTD
2019 Qtr 3
Actual YTD
2019 Qtr 3
Unexpended
2019 Qtr 3 %
Expended
2018 Qtr 3
Budget YTD
2018 Qtr 3
Actual YTD
2018 Qtr 3
Unexpended
2019 Total
Budget
2019 % of
budget spent
42 Community Services (continued)
Administration 1,483,581 1,454,653 28,928 98.1%1,629,161 1,642,422 (13,261)1,817,329 80.0%
Recreation Services Administration 677,114 666,787 10,327 98.5%878,137 773,813 104,324 928,385 71.8%
Facilities 4,350,831 4,436,898 (86,067)102.0%4,881,615 4,780,386 101,229 6,170,812 71.9%
Debentures 2,031,589 2,031,328 261 100.0%2,005,673 2,004,560 1,113 2,111,799 96.2%
Proshop (2018)- - - 3,982 6,103 (2,121)-
Concessions (2018)- - - 285,203 181,490 103,713 -
Aquatic Programs 659,039 619,980 39,059 94.1%619,286 567,869 51,417 914,106 67.8%
Fitness Programs 283,613 244,561 39,052 86.2%286,620 262,697 23,923 389,116 62.9%
Recreation Programs 444,756 502,337 (57,581)112.9%484,508 508,028 (23,520)588,202 85.4%
Community Development 60,376 45,035 15,341 74.6%30,860 33,403 (2,543)98,600 45.7%
55+ Active Adults 99,479 103,023 (3,544)103.6%112,978 77,139 35,839 145,795 70.7%
Customer Service 756,626 754,981 1,645 99.8%- - - 1,029,472 73.3%
Client Services 270,124 268,448 1,676 99.4%- - - 364,874 73.6%
Grants 60,000 60,000 - 100.0%60,000 59,250 750 60,000 100.0%
Municipal Sponsorships 35,000 31,300 3,700 89.4%35,000 34,500 500 35,000 89.4%
Expenditures 11,212,128 11,219,331 (7,203)100.1%11,313,023 10,931,660 381,363 14,653,490 76.6%
Net Expenditures 7,571,363 7,565,240 6,123 99.9%7,452,894 7,177,654 275,240 9,843,090 76.9%
50 Planning Services
Administration (655,797)(439,846)(215,951)67.1%(564,637)(701,284)136,647 (814,400)54.0%
Development Review - (316,070)316,070 - - -
Revenues/Recoveries (655,797)(755,916)100,119 115.3%(564,637)(701,284)136,647 (814,400)92.8%
Administration 3,539,381 3,296,372 243,009 93.1%3,449,235 3,277,896 171,339 4,713,339 69.9%
Heritage Committee 1,500 1,500 - 100.0%- - - 1,500 100.0%
Development Review - 633,826 (633,826)- 58,740 (58,740)-
Expenditures 3,540,881 3,931,698 (390,817)111.0%3,449,235 3,336,636 112,599 4,714,839 83.4%
Net Expenditures 2,885,084 3,175,782 (290,698)110.1%2,884,598 2,635,352 249,246 3,900,439 81.4%
Boards & Agencies 4,531,614 4,577,519 (45,905)101.0%4,186,900 4,072,194 114,706 4,535,437 100.9%
Total Revenue/Recoveries (80,303,975)(81,434,820)1,130,845 101.4%(78,383,514)(81,806,059)3,422,545 (83,289,338)97.8%
Expenditures 64,131,761 64,559,568 (427,807)100.7%63,145,455 63,000,728 144,727 83,289,338 77.5%
Net Difference (16,172,214)(16,875,252)703,038 104.3%(15,238,059)(18,805,331)3,567,272 -
Page 109
CORPORATION OF THE MUNICIPALITY OF CLARINGTON Attachment 2 to
Continuity of Taxes Receivable Report FND-029-19
for the Third Quarter of the Year 2018
Beginning
Balance
Receivable
June 30, 2019
Interest
Added Taxes Billed Balance Payments &
Adjustments **September 2019 September
2018
Current Year
Taxes 8,896,591 57,180,152 66,076,743 (46,753,463) 19,323,280 17,618,759
Penalty and Interest 94,363 253,064 347,427 (149,868) 197,559 171,541
First Prior Year
Taxes 2,747,436 128,178 2,875,614 (595,499) 2,280,115 2,222,690
Penalty and Interest 215,733 95,879 311,612 (78,997) 232,615 201,014
Second Prior Year
Taxes 734,547 5,110 739,657 (153,640) 586,017 683,158
Penalty and Interest 92,380 25,156 117,536 (29,387) 88,149 93,241
Third and Prior Years
Taxes 190,223 0 190,223 (41,613) 148,609 212,085
Penalty and Interest 57,926 5,750 63,676 (5,798) 57,878 43,805
Total 13,029,198 379,849 57,313,440 70,722,487 (47,808,264) 22,914,223 21,246,293
** These figures include refunds, write-off, 357's etc.
2019 Interim Instalment months: February and April.
2019 Final Instalment months (for non-capped classes): June and September
2019 Final Instalment months (for capped classes): August and September
Page 110
Attachment 3 of
Municipality of Clarington Report FND-029-19
Debenture Repayment Schedule
As of January 1, 2019
Year
Indoor Soccer
Lacrosse RRC CCD space
RRC
Improvements
MAC
Improvements
Green Road
Grade Separation Courtice Library
Diane Hamre
Recreation
Complex Total
2019 165,174.58 107,074.68 84,141.23 107,967.35 541,802.38 78,146.32 1,757,651.34 2,841,957.88
2020 164,755.07 107,074.68 84,010.16 107,799.19 544,416.38 78,341.53 1,604,355.98 2,690,752.99
2021 163,863.49 107,074.68 83,946.43 107,717.40 546,559.49 78,465.50 1,054,141.30 2,141,768.29
2022 163,542.75 83,964.94 107,741.15 546,559.49 78,488.31 1,006,711.96 1,987,008.60
2023 162,800.11 83,859.28 107,605.57 546,276.36 78,425.64 978,966.96
2024 160,675.42 83,823.08 107,559.13 553,240.30 78,249.84 983,547.77
2025+668,982.03 858,416.52 2,693,604.53 546,030.80 4,767,033.88
980,811.42 321,224.04 1,172,727.15 1,504,806.31 5,972,458.93 1,016,147.94 5,422,860.58 16,391,036.37
Principal at
January 1, 2019 896,000.00 294,299.58 950,705.28 1,219,914.89 4,958,600.00 871,000.00 5,083,000.00 14,273,519.75
Principal at
January 1, 2020 755,000.00 201,115.35 893,002.36 1,145,872.34 4,573,600.00 811,000.00 3,500,000.00 11,879,590.05
Interest Rates 2.25% to 3.35% 5.12%1.9% to 3.45%1.9% to 3.45%2.25% to 3.8% 1.32% to 2.8% 4.65% to 4.75%
Page 111
Municipality of Clarington Attachment 4 to
Report FND-029-19
RESIDENTIAL
Municipal Development
Charges Paid
Number of
Units
Municipal Development
Charges Paid
Number of
Units
Single/Semi- Detached
-New construction 983,515.00$ 56 8,455,077 505
-Additions -$ - - -
Townhouse 854,264.00$ 64 1,589,456 121
Apartment 551,135.00$ 65 - -
TOTAL:2,388,914.00$ 185 10,044,533.00$ 626
Change in DC paid from prior year:-76.2%
Change in DC units from prior year:-70.4%
NON-RESIDENTIAL
Municipal Development Charges
Paid Municipal Development Charges Paid
Commercial 113,428.43$
-New construction 358,795.79$
-Additions -$
Industrial -$
-New construction 30,133.35$
-Additions -$
Agricultural -$ -$
Government -$ 454,192.25$
Institutional -$ 77,961.74$
TOTAL:388,929.14$ 645,582.42$
Change in DC paid from prior year:-39.8%
MUNICIPAL DEVELOPMENT CHARGES
January to September YTD
2019 2018
2019 2018
Page 112
Municipality of Clarington Attachment 4 to
Report FND-029-19
Municipal Development Charges Incentives
As of September 30, 2019
Under By-law 2015-035
Date Property Value Incentive
Residential
Jan-16 105 Queen Street, Bowmanville 413,822.26 Mid-Rise Residential
Dec-17 109 King Avenue East, Newcastle 157,840.00 Revitalization Mixed Used
Residential Incentives to Date 571,662.26$
Non-Residential
Jul-15 222 King Street East, Bowmanville 110,671.30 Medical Exemption
Oct-15 21 King Avenue East, Newcastle 3,636.08 Revitalization Small Business
Feb-16 222 Baseline Road East, Bowmanville 13,279.78 Existing Industrial Development
Feb-16 28 King Avenue East, Newcastle 937.96 Revitalization Small Business
Apr-16 70 Mearns Court, Bowmanville 1,470.67 Existing Industrial Development
Oct-16 2323 Highway 2, Bowmanville 15,985.00 Conversion Residential to Commercial
Oct-16 70 Mearns Court, Bowmanville 8,232.17 Existing Industrial Development
Feb-17 48 Britton Court, Bowmanville 24,676.61 New Industrial Development
May-17 5314 Main Street, Orono 974.18 Revitalization Small Business
Jun-17 1726 Baseline Road, Courtice 10,190.86 New Industrial Development
Oct-17 220 Lake Road, Bowmanville 67,850.25 New Industrial Development
Dec-17 109 King Avenue East, Newcastle 72,886.25 Revitalization Mixed Use
Apr-18 685 Lake Road, Bowmanville 38,980.87 New Industrial Development
Oct-18 1050 Lambs Road, Bowmanville 613,842.47 New Industrial Development
Non-Residential Incentives to Date 983,614.45$
Total Value of Incentives to Date 1,555,276.71$
Page 113
Municipality of Clarington Attachment 5
Mayor and Councillors' Discretionary Expenses to Report FND-029-19
January 1 to September 30, 2019
Name Ward 2019 1st
Quarter
2019 2nd
Quarter
2019 3rd
Quarter
Total per Council
Member
Mayor A. Foster Mayor 1,391.70 4,357.22 25.75 5,774.67
Councillor J. Neal Regional Wards 1 & 2 - - - -
Councillor G. Anderson Regional Wards 3 & 4 1,151.07 2,800.90 (741.96) 3,210.01
Councillor J. Jones Ward 1 73.62 (49.24) - 24.38
Councillor R. Hooper Ward 2 798.82 - - 798.82
Councillor C. Traill Ward 3 397.24 240.00 - 637.24
Councillor M. Zwart Ward 4 660.30 146.49 764.37 1,571.16
Total 4,472.75 7,495.37 48.16 12,016.28
1 These figures include only discretionary expenses such as conferences, education courses,
event tickets and external kilometre reimbursement.
Remuneration and travel allowances are not included.
2 Credits and repayments relating to these expenses will be included in the quarter in which they are received.
3 This report is not to be considered as the Annual Council Remuneration report
by the Treasurer as required by the Municipal Act, S.O. 2001, c.25, Section 284.
Page 114
Staff Report
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Report To: General Government Committee Report Number: FND-030-19
Date of Meeting: November 25, 2019
Submitted By: Trevor Pinn, Director of Finance/Treasurer
Reviewed By: Andrew C. Allison, CAO Resolution#:
File Number: By-law Number:
Report Subject: 2020 Interim Tax By-law
Recommendation(s):
1. That Report FND-030-19 be received; and
2. That the By-law attached to Report FND-030-19, as attachment 1, be approved.
Page 115
Municipality of Clarington Page 2
Report FND-030-19
1 Background
1.1 The Municipal Act, 2001 authorizes a municipality, prior to the adoption of the estimates
for the year, to pass a by-law levying amounts on the assessment of property in the
local municipality for local municipal purposes.
1.2 Historically, the Municipality has passed an Interim Tax Levy in December of the
preceding year to ensure that tax bills are processed in January of the taxation year.
1.3 Interim tax bills are divided into two installments: February 20, 2020 and April 23, 2020.
1.4 If Council were not to pass the Interim Tax Levy, taxes could not be collected until the
final tax bills are processed in the spring and this could result in a cash flow issue for
the Municipality. It would also result in taxpayers having to pay their full tax bills in two
installments rather than four (or more if they use Pre-Authorized Payments).
2 Concurrence
Not Applicable.
3 Conclusion
It is respectfully recommended that Council approve the 2020 Interim Tax By-law to
ensure that interim tax bills are processed consistent with past timelines and to ensure
that tax revenues can be collected throughout the whole 2020 taxation year.
Staff Contact: Jessica James, CMRP (A), Manager of Taxation, 905-623-3379 x 2609 or
jjames@clarington.net.
Attachments:
Attachment 1 – By-law for 2020 Interim Tax
Interested Parties:
There are no interested parties to be notified of Council's decision.
Report Overview
The Municipality of Clarington annually levies an interim tax prior to the approval of the final
tax rates to ensure it can meet its financial obligations until the final tax levies are processed.
Page 116
Attachment 1 to Report FND-030-19
THE CORPORATION OF THE MUNICIPALITY OF CLARINGTON
BY-LAW 2019-
BEING A BY-LAW to authorize an Interim Tax levy for 2020
WHEREAS the Council for the Municipality of Clarington deems it necessary to pass a
by-law to levy an Interim Rate for 2020 on the whole of the assessment for each
property class in the local municipality as provided for in Section 317 of the Municipal
Act, 2001 as amended;
NOW THEREFORE THE COUNCIL OF THE CORPORATION OF THE
MUNICIPALITY OF CLARINGTON ENACTS AS FOLLOWS:
1. THAT the Council of the Corporation of the Municipality of Clarington is hereby
authorized to levy in 2020 on the whole of all taxable assessment on the property
according to the last revised assessment roll, a sum not to exceed that which
would be produced by applying the prescribed percentage (or 50 percent if no
percentage is otherwise prescribed) of the total amounts billed to each property
for all purposes in the previous year on the properties that, in the current year,
are in the property class as provided for in Section 317 of the Municipal Act, 2001
as amended.
2. THAT for the purposes of calculating the total taxes for the previous year under
paragraph 1, if any taxes were levied for only part of the previous year because
assessment was added to the roll during the year, an amount shall be added
equal to the additional taxes that would have been levied if the taxes had been
levied for the entire year.
3. THAT the interim tax levy rates shall also apply to any property added to the
assessment roll after this by-law is enacted;
4. THAT all taxes levied under the authority of this By-law shall be payable in
Canadian funds and shall be divided into two equal installments, the first of said
installments to become due and payable on or before the 20th day of February
2020 and the second of said installments to become due and payable on or
before the 23rd day of April 2020 and shall be paid to the Treasurer of the
Corporation of the Municipality of Clarington. Upon payment of any applicable
fee, and if paid on or before the due date imprinted on the bill, taxes may also be
paid at most chartered banks in the Province of Ontario
5. THAT as Section 342(b) of the Municipal Act, 2001, as amended provides for
alternative installments and due dates in the year for which the taxes are imposed
other than those established under clause (4) to allow taxpayers to spread the
payment of taxes more evenly over the year. A taxpayer may pay taxes on a 1 2-
month pre-authorized payment plan payable on the first day of each month from
December to November. In the event of the default of payment on the pre -
authorized payment plan, enrolment in the plan shall be terminated and the
interim tax levy shall be due and payable on the installment dates as set out is
Section 4 of this by-law.
6. THAT as provided in Section 345 (2) of the Municipal Act, 2001, as amended if
the taxes or any installment levied in accordance with this by-law remain unpaid
on the first day of the month following the installment due dates set out in Section
4 of this by-law, a penalty of one and one quarter percent (1.25%) will be
imposed on the amount for taxes due and unpaid.
7. THAT as provided in Section 345(3) of the Municipal Act, 2001 as amended any
Page 117
taxes levied pursuant to this by-law that are due and unpaid, interest at the rate of
one and one quarter percent (1.25%) per month (15% per annum) of the unpaid
taxes shall be levied on the first day of each calendar month for so long as the
taxes remain unpaid.
By-law passed in open session this 9th day of December, 2019, and shall come into
force on January 1, 2020.
Adrian Foster, Mayor
Anne Greentree, Clerk
Page 118
Staff Report
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Report To: General Government Committee Report Number: FND-031-19
Date of Meeting: November 25, 2019
Submitted By: Trevor Pinn, Director of Finance/Treasurer
Reviewed By: Andrew C. Allison, CAO By-law Number:
File Number: Resolution#:
Report Subject: Market Review of Municipal Insurance Program
Recommendations:
1. That Report FND-031-19 be received; and
2. That Staff inform the Durham Municipal Insurance Pool that the Municipality of
Clarington will be renewing for the July 1, 2020 to June 30, 2021 policy year; and
3. That the Director of Finance have the discretion to determine when a review of the
Municipality’s insurance program may next be conducted, such time not to exceed
five policy years.
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Municipality of Clarington Page 2
Report FND-031-19
1. Background
Durham Municipal Insurance Pool
1.1 Clarington is a founding member of the Durham Municipal Insurance Pool (DMIP) which
was established to achieve financial savings by co-operatively purchasing insurance
coverages with local and pool level deductibles and by implementing common risk
management practices. The pool protects participating municipalities from increasing
insurance premium costs through an alternative risk-financing program with a higher
single deductible and collectively self-insuring claims within that deductible.
1.2 The DMIP was launched in July 2000 with the participation of the Town of Ajax, Town of
Whitby, Municipality of Clarington, Township of Brock, Township of Scugog, Township
of Uxbridge and the Region of Durham. The City of Oshawa joined the pool effective
July 1, 2017.
1.3 Member municipalities are provided coverage in the areas of general liability, errors and
omissions, auto liability and property insurance. The DMIP provides municipal specific
resources such as loss prevention programs, claims handling, advice for boards and
committees, site audits, review of contracts and training. Further, as Clarington has
both Municipal and Regional roads, there is the ability to better coordinate cla ims to
ensure that the proper authority is responding and that legal costs are mitigated.
1.4 An advantage with the Pool is that surplus funds within the Pool are retained by the
Pool and returned to the member municipalities. The DMIP Board of Directors
approves the annual budget and member contributions based on the actuarial study and
recommendation. The actuarial study determines what funds are required to safeguard
DMIP assets and to manage its financial affairs through proper controls and processes
to ensure the integrity and stability of financial operations over the long-term. This
mitigates the need for the Pool to go back to its members for supplementary
funding. Subject to annual approval by the DMIP Board of Directors, it is anticipated
that the Municipality of Clarington, if it stays with the Pool, will receive approximately
$90,000 per year for the next 7 years (paid up to 2028) from the positive results in the
Report Overview
At its July 2, 2019 meeting, Council directed Staff to proceed with a market review of the
Municipality’s insurance program for the July 1, 2020 renewal period. The Municipality is
required to give six months notice prior to leaving the Pool, notice is therefore required by
December 31, 2019.
The RFP process resulted in no proposals from insurers, therefore, it is recommended that
the Municipality remain in the Durham Municipal Insurance Pool for the 2020-2021 policy
year.
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Municipality of Clarington Page 3
Report FND-031-19
Pool up to the financial year ending June 30, 2017. This surplus draw resulted from
favourable investment income and better than expected claims experience and ensures
that the Pool has sufficient resources for unexpected or adverse development of
claims. These funds may be used to offset risk management activities and investments
throughout the Municipality. This is consistent with how the Municipality has used
previous surplus draws from the Pool. These surplus draws would not be available to
the Municipality in a traditional insurance program.
1.5 The Municipality’s insurance coverage renews on July 1 of every year. As part of the
subscribers’ agreement the Municipality must give six months notice if it wishes to leave
the Pool and may only do so on the renewal date. Therefore any decision to leave the
Pool must be made prior to December 31 of any year. Council directed staff to
complete a market review of the insurance for the 2020 -2021 renewal. An RFP was
completed in the fall of 2019 to determine by December 31, 2019 the best course of
action for the Municipality.
Insurance Consultant
1.6 Given that this was the first review of the Municipality’s insurance coverage since 2000,
staff felt that it was important to have an independent industry expert providing guidance
through the process to ensure that the market review was not seen to favour (or punish)
the existing pool relationship.
1.7 As a result staff engaged Axxima Insurance Services to review the Mun icipality’s current
insurance program, determine the needs of the Municipality, assist with drafting the
RFP document and to assist in assessing any proposals received.
1.8 Axxima’s expertise is in insurance programs including both pooled risk programs and
traditional insurance programs and came recommended from several partner
organizations.
Other Municipal Insurance News
1.9 In 2019, the Municipal Insurance market in Ontario has been hardening. Municipalities
have seen escalating costs for insurance, in part due to joint and several liability. A 1%
fault on the part of the Municipality could result in being liable for 100% of the liability.
As claims become higher, the payer with the deepest pockets is often the Municipality.
1.10 According to an August 7, 2019 article on Bradfordtoday.ca, the Town of Bradford West
Gwillimbury faced a 59% premium increase in 2019. The article also notes that
municipalities are no longer being offered “long-term” policies (such as a 3 year term).
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Municipality of Clarington Page 4
Report FND-031-19
1.12 An April 30, 2019 Ottawa Citizen article “Westboro bus crash skyrockets city insurance
expenses” indicated that the City of Ottawa had its premiums increase 25% from 2017
to 2018 (with a potential 10% increase in 2019). After a bus accident, the premium on
the renewal for 2019 was 84% while also lowering liability limits from $25 million to $10
million. It should be noted that the Durham Region Transit is not part of the claims
history in the DMIP. Therefore, any impact from a transit claim would be borne by their
insurance.
1.13 Participation in a pool spreads the risk of exposure over the entire body rather than
individuals. While the likelihood of a major claim against the Pool may be higher than
any one individual municipality, the impact to any given municipality is significantly
lower. The Municipality has benefited over the past several years by being able to take
advantage of claims history of the other municipalities in the DMIP
2. Purchasing Process
Background
2.1 The proposal specifications for Municipal Insurance Services was prepared by the
Finance Department, Axxima Insurance Services and provided to the Purchasing
Services Division.
2.2 The purpose of this Request for Proposal is to select a qualified Insurance Broker with
the skills, resources and experience necessary to provide insurance and risk advisory
services for the Municipality.
2.3 A Request for Proposal RFP2019-15 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.
2.4 Staff advertised the RFP for the standard three weeks and provided as much
information as possible while respecting confidentiality.
2.5 Four companies downloaded the document.
2.6 The RFP closed on November 14, 2019.
Analysis
2.7 The Purchasing Services Division did not receive any proposals in response to the RFP.
2.8 Purchasing Services Division staff have reached out to those companies who
downloaded the RFP to determine why they did not provide a proposal.
2.9 Three of the four companies that downloaded the RFP provided responses regarding
their decision to not provide a proposal.
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Municipality of Clarington Page 5
Report FND-031-19
2.10 Two companies advised that there was insufficient time to provide a proposal. The RFP
provided the standard three week period. Due to the time constraints, having to be
completed for the December 9, 2019 Council meeting, there was insufficient time to
extend the process. It was also felt that issuing the RFP too early (e.g. in September)
would have resulted in fewer proposals as the time between proposal date and renewal
date would have been almost one year.
2.11 All three companies felt that more detailed information could have been provided.
Addendums were provided with additional information upon request where it was
feasible to ensure confidentiality was maintained. A claims history was provided,
including the year of claim. Certain coverages only had one claim in the past 10 years,
therefore providing that information could have resulted in a breach of confidentiality. A
request was made for historical insurance applications however this was unavailable as
the Municipality self-insures through the DMIP and therefore does not have any for the
coverages requested.
2.12 One company did not respond to our request for information.
3. Concurrence
This report has been reviewed by the Director of Corporate Services who concurs with
the recommendations.
4. Conclusion
It is respectfully recommended that having received no proposals for RFP2019-15, that
the Municipality remains within the Durham Municipal Insurance Pool.
Staff Contact: Trevor Pinn, Director of Finance / Treasurer, (905) 623-3379 x2602 or
tpinn@clarington.net.
The following interested parties will be notified of Council's decision:
4.1 Durham Municipal Insurance Pool
Page 123
Staff Report
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Report To: General Government Committee
Date of Meeting: November 25, 2019 Report Number: CAO-012-19
Submitted By: Andrew C. Allison, CAO Resolution#:
By-law Number:
Report Subject: Library-Museum Merger
Recommendations:
1. That Report CAO-012-19 be received;
2. That the Municipality transfers responsibility for the assets currently under the
management of the Clarington Museum and Archives Board to the Clarington Public
Library Board effective January 1, 2020;
3. That the Clarington Museum and Archives Board be dissolved, and By-law 2012-093
be repealed (Attachment 2 to Report CAO-012-19), effective January 1, 2020; and
4. That all interested parties listed and any delegations be advised of Council’s
decision.
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Municipality of Clarington Page 2
Report CAO-012-19
1 Background
Consultation with Stakeholders
1.1 After Council’s decision to move forward with the merger, the CAO’s Office and Finance
Department met with Library and Museum officials to discuss next steps . It was agreed
that the actions described in this report needed to be addressed in order to effec t the
merger.
2 Steps Taken
Consolidated 2020 budget
2.1 The Municipality’s Finance Department worked closely with Museum administration to
review the 2020 draft budget requirements. Library Administration worked with Finance
and Museum administration to integrate the Museum’s figures into a joint Library-
Museum request. Council will receive a proposed consolidated budget, that meets the
2% budgetary target, for consideration at the Special GGC meeting on January 10,
2020.
Museum Advisory Committee Terms of Reference
2.2 The Library CEO is working to complete a Terms of Reference for the Museum Advisory
Committee to be approved by the Library Board. The Terms of Reference will contain
governance and operating provisions that are consistent with what was outlined in
Report CAO-011-19. They will be structured in a manner that will respect the
contribution of Museum Board volunteers and maintain the Community Museum
Operating Grant.
Human Resources Integration (CUPE Collective Agreements)
2.3 The Corporate Services Department sought legal advice from Hicks Morley LLP
regarding the integration of the two CUPE bargaining units and their respective
collective agreements. The position of legal counsel was that although the two entitles
Report Overview
On October 7, 2019, Council directed staff to move forward with merging the Clarington
Public Library Board and the Clarington Museum and Archives Board. This report outlines
the steps taken to implement Council’s decision. Included is a proposal to dissolve the
Museum Board and transfer assets to the Library Board effective January 1, 2020, subject to
certain conditions.
Page 125
Municipality of Clarington Page 3
Report CAO-012-19
will be amalgamated operationally, each unit’s Collective Agreement will be respected
independent of the other until the end of the current term at which time they can be
bargained together. Local CUPE leadership has been made aware of this.
Assets
2.4 The Library Board will be able to manage the Museum’s collection in the same manner
as the Museum Board has always managed its collection (in accordance with provincial
standards for community museums).
2.5 The Library Board will be required to use the buildings municipally known as 37 Silver
Street and 62 Temperance Street in compliance with the provisions of an Indenture
from Sarah Jane Williams to the Town of Bowmanville dated December 10, 1960. The
Library Board will also be required to use any remaining legacy funds (estimated to be
$30,000 on December 31, 2019) for museum purposes.
Signing Authority
2.6 Both the Library and Museum use TD Bank and are in the process of ensuring that
account signing authority is updated before January 1, 2020.
Contractual Obligations
2.7 The Museum has several contracted services (e.g. office cleaning, snow cleaning, IT
and bookkeeping). Some agreements have longer terms and others are on an as
needed basis. There are no contractual issues that will arise as a result of the merger.
IT Implications
2.8 There are several potential IT considerations when merging two systems including
firewalls and domain servers (around cloud maintenance). Library IT services are
working to review current Museum practices and will determine integration pathways.
3 Concurrence
The Municipal Solicitor, Director of Finance, Library CEO and the Museum’s Executive
Director have reviewed this report and concur with the recommendations .
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Municipality of Clarington Page 4
Report CAO-012-19
4 Conclusion
It is respectfully recommended that Council transfer responsibility for the assets
currently under the management of the Clarington Museum and Archives Board to the
Clarington Public Library Board and repeal By-law 2012-093 effective January 1, 2020
in order to facilitate the merger of the Library Board and the Museum Board.
Staff Contact: Andy Allison, CAO, (905) 623-3379 EXT 2002 or aallison@clarington.net.
Attachment:
Attachment 1: Library-Museum: Merger Closing List
Attachment 2: Draft By-law to Repeal By-law 2012-093
The following interested parties will be notified of Council's decision:
Clarington Public Library Board
Clarington Museum and Archives Board
Page 127
Attachment 1 to Report CAO-012-19
Library-Museum: Merger Closing List
Task Owner(s)
Draft a by-law to repeal the museum board by-law
and change the library’s by-law effective January
1, 2020 (to be presented at November 25, 2019
GGC meeting)
Rob M.
Provide combined draft budget to Council (will
report under separate line items)
Linda / Heather
Museum Advisory Committee Terms of Reference
and member selection (Linda Kent working on
TOR)
Linda
Clarify HR issues with Hicks Morley (e.g. does
library assume museum staff as of January 1,
2020)
Marie
Connecting Collective Agreements (both are
CUPE locals)
Marie (Linda/Heather)
Management of assets (how to ensure that
dedicated gifts continue to be allocated exclusively
to museum e.g. 2 buildings, funds, etc.)
Rob M. (capture in by-
law)
Signing authority (both use TD Bank – need to
ensure signing authority links up before January 1,
2020)
Linda / Heather
Review of contracts (e.g. bookkeeper, cleaning,
snow clearing, IT, etc.)
Linda / Heather (Rob to
review outstanding
arrangements)
IT implications (firewall, domain server for security
around cloud maintenance
Rob W. (Library IT)
Page 128
Attachment 2
To Report CAO-012-19
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The Corporation of the Municipality of Clarington
By-law 2019-XXX
Being a by-law to repeal By-law 2012-093, as amended, a by-law to establish a
Municipal Service Board to operate museums on behalf of the Municipality of
Clarington.
Whereas, on October 7, 2019, Council directed staff to move forward with merging the
Clarington Public Library Board and the Clarington Museum and Archives Board ; and
Whereas Report CAO-012-19 outlines the steps taken to implement Council’s decision;
and
Whereas one of the steps required is to repeal By-law 2012-093, which establish a
Municipal Service Board to operate museums on behalf of the Municipality of
Clarington;
Now therefore the Council of the Municipality of Clarington enacts as follows:
1. That By-law 2012-093 and By-law 2016-081 (which amends By-law 2012-093)
be repealed.
2. That this by-law shall come into force and effect on January 1, 2020.
Passed in Open Council this XX day of MMMM, 2019.
_____________________________________
Adrian Foster, Mayor
_____________________________________
C. Anne Greentree, Municipal Clerk
Page 129
Staff Report
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Report To: General Government Committee Report Number: CAO-013-19
Date of Meeting: November 25, 2019 Resolution#:
Submitted By: Andrew C. Allison, CAO By-law Number:
Report Subject: Affordable Housing Toolkit
Recommendations:
1. That Report CAO-013-19 be received;
2. That the Municipality continue to utilize the following tools to incentivize all qualifying
affordable housing projects:
(a) Expedited Approvals (section 2.3);
(b) Secondary Suite Development Charge Exemption (section 2.6);
(c) Deferral of Payment of Development Charges (section 2.10);
(d) Partial Waiver of Development Application Fees (section 2.11);
(e) Waiver of Security Requirements (section 2.12); and
(f) Property Tax Rate Rebate (section 2.13);
3. That staff prepare a draft Official Plan Amendment and Zoning By-Law Amendment
to implement Bill 108 requirements respecting additional residential units (secondary
suites and garden suites – sections 2.6 and 2.7);
4. That staff investigate the possibility of using inclusionary zoning policies (section 2.8)
and report back to Council;
5. That staff report back to Council on the use of community benefits charges (section
2.14) after the Planning Act regulations respecting CBCs are in place and more is
known about how they can be applied;
6. That the Clarington Official Plan policy encouraging affordable housing be
implemented through Secondary Plan policies (section 1.12);
7. That staff investigate and report back to Council respecting policies that would allow
developers that are not receiving provincial or federal subsidies to receive Municipal
incentives (section 1.12);
8. That reducing parking requirements (section 2.5), providing land (section 2.9) and
any other possible incentives be considered by Council on a case-by-case basis;
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Municipality of Clarington Page 2
Report CAO-013-19
9. That staff be directed to prepare a policy (Affordable Housing Toolkit) that affordable
housing developers can pull from as they work to build their financial models;
10. That staff be directed to work with the community (non-profits in particular) to
provide education respecting affordable housing development in Clarington; and
11. That all interested parties listed in Report CAO-013-19 and any delegations be
advised of Council’s decision.
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Municipality of Clarington Page 3
Report CAO-013-19
1. Background
Clarington Task Force on Affordable Housing
1.1 Following an official visit and roundtable discussion with the Lieutenant Governor
Elizabeth Dowdeswell on January 29, 2018, a Task Force on Affordable Housing was
formed.
1.2 The Clarington Task Force on Affordable Housing has been mandated to provide
advice, comments and recommendations to Council on issues related to affordable
rental housing for both low and moderately-low income households and seniors housing
needs.
1.3 Clarington Council included “Develop an Affordable Housing Policy” as part of its 2019-
2022 Strategic Plan.
1.4 At the May 27, 2019 General Government Committee meeting, Task Force members
spoke to Council about their work to date, inclusive of their desire for the Municipality to
donate surplus lands to spark affordable housing in the community. At that meeting, the
following resolution (Resolution #GG-320-19) was passed:
That Council receive the delegation from the Clarin gton Taskforce on
Affordable Housing and ask that their findings and recommendations be
submitted to staff for the development of an Affordable Housing Strategy and
Toolkit.
That an update from staff be provided in October, pending Bill 108 regulations,
with a draft Toolkit outlining potential options for the Clarington Affordable
Housing Taskforce to consider.
That a draft of the toolkit be provided to the Clarington Affordable Housing
Taskforce in order to provide input and comment.
Report Overview
As part of the 2019-2022 Strategic Plan, Council expressed a desire to develop an
affordable housing policy. The CAO’s Office has been working closely with various Municipal
departments, the Clarington Task Force on Affordable Housing, and other groups to develop
a comprehensive affordable housing toolkit. Staff are recommending that a policy (Affordable
Housing Toolkit) be prepared that indicates which incentives will be available to qualifying
persons looking to develop affordable housing projects in Clarington.
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1.5 A draft toolkit was presented in PowerPoint format to the Task Force on October 22,
2019 (see Attachment 1). The two main requests from Task Force members in
response to the presentation were as follows:
Provide a single point of contact within the Municipality to assist affordable
housing providers through the process from application to build-out. This would
be especially important for non-profit groups who likely will not have the same
expertise as a traditional developer.
Look to adopt a model like the Cambridge Community Improvement Plan that
includes a full suite of incentives.
Current State of Clarington Housing Market
1.6 As set out in the 2018 Growth Trend Report (Planning Services), the average housing
prices in Clarington’s Urban & Rural Areas by type in 2018 were as follows:
1.7 A deeper dive into the 2018 Growth Trend Report reveals a disturbing trend in the value
appreciation of all housing classes. Nearly all classes have risen in value by over 50%
on average in the 2014-2018 timeframe. This trend has created further strain on the
affordability market.
What Does Affordable Mean?
1.8 There is confusion and lack of consensus as to what the definition of “affordable” should
be. The Clarington Official Plan defines it as no more than 30% of gross monthly
income or rent. This does not line up with the definition put forward by the Canadian
Mortgage and Housing Corporation (CMHC), which uses an 80% of Average Market
Rent threshold.
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1.9 The CMHC 80% of Average Market Rent threshold is the main standard when applying
for Federal and Provincial funding. As such, it is the definition that will be used for the
duration of this report and all recommendations outlined.
1.10 There is also confusion as to where on the housing continuum municipal government
should be focusing its attention. This report will be focused on the “Affordable Rental
Housing” and “Affordable Home Ownership” sections.
1.11 Based upon the CMHC definition, the following rent thresholds have been identified as
affordable in Durham Region using 2018 calculations (numbers are not further broken
out to be Clarington specific):
Allowable rent for Bachelor apartments $656 per month
Allowable rent for 1 Bedroom apartment $826 per month
Allowable rent for 2 Bedroom apartment $935 per month
Allowable average rent for 3 Bedroom
apartment
$1,044 per month
1.12 At this time, staff are recommending that in order to receive the benefit of any of the
affordable housing incentives described below, the projects must qualify for federal
and/or provincial funding such as Social Infrastructure Fund (SIF) - Investment in
Affordable Housing (IAH) program. In the future, staff will research the feasibility of
providing incentives to projects not receiving such funding. This may be possible
through planning policy contained in Official Plans and Secondary Plans or other
development approval tools.
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2. Toolkit – Incentivizing Affordable Housing
2.1 For purposes of this report, staff have created the following three categories of tools to
increase the affordable housing stock in Clarington : Municipal and Regulatory Process
Tools, Land Based Incentives, and Financial Incentives. Some of the tools described
below are already being used.
2.2 The tools described in this report are by no means exhaustive. There are many more
potential tools available to incentivize affordable housing. For example, some
municipalities incentivize affordable housing using reductions in building permit fees and
tax increment financing. In this report, staff have attempted to briefly summarize and
present options that are both practical and achievable.
Municipal Regulatory and Process Tools
2.3 Expedited Approvals Process – This tool has been a component of affordable
housing strategies in several municipalities. The benefit of this tool is that it provides a
fast-tracking process which can reduce the costs associated with holding undeveloped
land, reduce development risk, and allow construction to begin sooner (lowering
financing costs). Clarington utilizes a Priority Application Status system.
2.4 Application Assistance (Community Outreach) – Providing developers, non-profits
and other interested parties with up-to-date information around affordable housing and
the process to access potential government incentives. Much of this is an educational
piece, which could extend further to the general public to explain what affordable
housing is and how the community is supporting it. For example, the City of
Mississauga actively promotes public education and outreach in order to explain to the
community how secondary suites work, the application process and the role they play in
helping alleviate the affordability crisis.
2.5 Reduction in Parking Requirements – Required parking can increase the cost of
development. A reduction of parking requirements could facilitate pedestrian -friendly
and transit-supportive communities.
2.6 Secondary Suites – Within “Bill 108: More Homes, More Choices Act”, the Ontario
Government made it clear that they believe secondary suites are a key part of the
affordable housing solution by requiring municipalities to allow secondary suites.
Clarington provides a development charge exemption for the creation of one additional
unit (apartment-in-house) in a single detached dwelling, semi-detached building or
townhouse dwelling where the gross floor area of the additional unit does not exceed
the original gross floor area of the existing dwelling.
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2.7 Garden Suites – The legal definition is “a one-unit detached residential structure
containing bathroom and kitchen facilities that is ancillary to an existing residential
structure and that is designed to be portable.” The draft Zoning By-law released in
November 2018 for the rural portion of Clarington proposes to permit a secondary
apartment dwelling on a rural residential property as well as Agriculturally zoned parcels
within the existing dwelling or detached garage.
2.8 Inclusionary Zoning – This is a planning tool that calls for a required number of
affordable units to be built within a specific area. The powers of this tool have recently
been amended and restricted such that they only to Major Transit Station Areas
(MTSA). They also require inclusion in the Regional Official Plan. Despite not having
approved stations or inclusion in the appropriate planning documents, Inclusionary
Zoning could be explored in the MTSAs in Courtice and Bowmanville (transportation
hubs).
Land Based Incentives
2.9 Providing Land – In a high number of cases, affordable housing projects have been
successful because the land was either gifted or provided at below-market value. The
Municipality has identified surplus land that could be designated for affordable usage,
either through a land lease, donation or sale (below market value). Partnerships could
be forged with other government entities (e.g. school boards, Regional government),
non-profits and the private sector to look at undertaking similar arrangements.
Financial Incentives
2.10 Phasing, Deferring or Waiving Development Charges – Reducing the financial
burden on a project can assist in making it viable. Recent changes to the Development
Charges Act, 1997 provide for longer payment terms. The opportunity exists in 2020
when updating Clarington’s DC by-law to consider other DC incentives as well. The
legislative changes are as follows:
21 payments over 20 years for non-profit developments
6 payments over 5 years for rental housing (not non -profit)
Clarington has entered into agreements to defer collection of development charges (e.g.
Parkview Lodge).
2.11 Phasing, Deferring or Waiving Development Application Fees - Clarington offers a
50% reduction of development application fees (e.g. site plan, rezoning, minor variance)
for non-profit and registered charitable organizations like Parkview Lodge.
2.12 Waive Security Requirements – Builders are required to put up funds to meet security
requirements under development agreements. Parkview Lodge was required to put up
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thousands of dollars to secure servicing costs. The Municipality waived that
requirement.
2.13 Property Tax Rate Rebate – In order to qualify for the affordable housing fund under
the SIF-IAH Program (Social Infrastructure Fund – Investment in Affordable Housing),
the host municipality must set the property tax rate at that of residential, not multi-
residential. This is applied only to the units that are deemed affordable. It is provided in
the form of an annual rebate of taxes paid. Clarington Council utilized this tool to assist
Parkview Lodge by employing a rebate (from multi-residential to residential). This rebate
has a 20-year term, provided that the project remains an eligible affordable housing
project. The foregone revenue is $4,055/year in 2019 dollars.
2.14 Community Benefit Charges – Bill 108 will remove soft services (parks, recreation,
library and planning studies) from development charges and move these services to a
community benefit charge (CBC). The implication of this change is not yet known, as
the regulations under the Act have not been released. It is anticipated that the
regulations will be released in late 2019. The proposed regulations outline several
exemptions from CBCs, notably (a) long-term care homes; (b) retirement homes; and
(c) non-profit housing.
2.15 Affordable Housing CIPs – Some municipalities have created community
improvement plans for areas where affordable housing should be encouraged (e.g. near
transit). The City of Cambridge implemented its Affordable Housing Community
Improvement Plan (CIP) to minimize the financial barriers to the creation of affordable
housing projects by introducing incentive-based programs. The Affordable Housing CIP
was adopted by Cambridge Council in November 2016 and offers eligible projects
exemption from municipal fees including planning application, building permit and sign
permit fees, deferral of development charges and tax increment equivalent grants.
3. Conclusion
3.1 The Municipality currently offers eligible affordable housing developers several
incentives to assist with the financial feasibility of their projects. More could potentially
be done, including the packaging and promotion of our incentives.
3.2 Staff are recommending that a list of current and potential incentives be provided to
developers in the form of a toolkit. This would also allow staff to use the document to
educate the community around affordable housing development.
Staff Contact: Justin MacLean, Corporate Policy Analyst, (905) 623-3379 Ext. 2017 or
jmaclean@clarington.net.
Attachment:
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Attachment 1 – Presentation to Clarington Task Force on Affordable Housing
The following interested parties will be notified of Council's decision:
Clarington Task Force on Affordable Housing
Page 138
Affordable Housing Toolkit
November 22, 2019
Page 139
Background
Strategic Priority C.1 in the 2019-2022 Strategic Plan –
“Develop an Affordable Housing Policy.”
Resolution GG-320-19 “Arising out of the delegation on the
Affordable Housing Task Force: That Council receive the
delegation from the Clarington Taskforce on Affordable
Housing and ask that their finding and recommendations be
submitted to staff for the development of an Affordable
Housing Strategy and Toolkit. That an update from staff be
provided in October, pending Bill 108 regulations, with a
draft Toolkit outlining potential options for the Clarington
Affordable Housing Taskforce to consider. That a draft of
the toolkit be provided to the Clarington Affordable Housing
Taskforce in order to provide input and comment.
Page 140
State of the Clarington Housing Market
Page 141
State of the Clarington Housing Market
Page 142
What do we
know?
Page 143
Page 144
Financing and Economics of Affordable Housing
Developments
Purpose Built Rentals
The University of Toronto Cities Centre
published a report that examined the feasibility
of private sector investment in purpose-built
rental accommodation in a research paper
entitled, “The Financing & Economics of
Affordable Housing Development: Incentives
and Disincentives to Private Sector
Participation.” The author, Jill Black, outlines
the complexity surrounding the development of
such affordable rental projects. It is clear from
the financial models and pro-forma statements
that without substantial subsidies the math
simply does not add up.Page 145
What Does Affordable
Mean?
Page 146
Source: CMHC, 2018 Page 147
What Does Affordable Mean?
•Lack of consensus amongst levels of government and advocacy
groups
•Region of Durham, Affordable Housing Program -AHP and
Investment in Affordable Housing for Ontario IAH have consensus:
80% of Average Market Rent
•SIF is 80% of average market rent and CMHC Co-investment is 80%
of median market rent.
Page 148
CMHC -Affordability Thresholds in Durham Region (80%
of Average Market Rent)
Page 149
Based upon 2018 calculations, Clarington has the
following AMR designations (net 20%):
-Allowable rent for Bachelor
apartments ($656 per month)
-Allowable rent for 1 Bedroom
apartment ($826 per month)
-Allowable rent for 2 Bedroom
apartment ($935 per month)
-Allowable average rent for 3 Bedroom
apartment ($1,044 per month)
CMHC, 2018 Page 150
Knowing This How Can We Do Our
Part to Bridge the Gap?
Page 151
What can Clarington do to
incentivize change?
Municipal Regulatory and
Process Tools Land Based Incentives Financial Incentives
Page 152
Municipal Regulatory and
Process Tools
Page 153
Expedited Approvals Process
This tool has been a component of affordable housing strategies in a
number of areas including the City of Toronto and the City of Saskatoon.
The utility of this tool is that it provides a fast-tracking process which
can reduce the costs associated with holding undeveloped land, reduce
development risk, and allow construction to begin sooner (lowering
financing costs).
Example:
Clarington (Priority Application Status)
Page 154
Application Assistance -
Community Outreach
Providing developers, not-for-profits and other interested parties with up-to-
date information around affordable housing and the process to access
potential government incentives. Much of this is an educational piece, which
could extend further to the general public to explain what affordable housing is
and how the community is supporting it. Linking Transit Oriented Development
to affordable housing around the proposed Courtice and Bowmanville GO
Train sites is another key component.
Examples:
Region of Durham has a database with relevant resources for housing
providers.
City of Mississauga (public education and outreach to explain to community
how secondary suites work and the role their play in helping alleviate the
affordability crisis).Page 155
Reduction in Parking
Requirements
Providing parking increases the cost of development. A reduction of
parking requirements could further facilitate pedestrian-friendly and
transit-supportive communities.
Page 156
Secondary Suites (Incentivize and Reduce
Barriers)
Within Bill 108, the Ontario Government made it clear that they believe
secondary suites are a key part of the affordable housing solution. There are a
number of advantages and disadvantages to this solution. SHS Consulting
listed a number of those out for the City of Kawartha Lakes and County of
Haliburton in a recent study.
Example:
The Municipality of Clarington provides a development charge exemption for
the creation of one additional unit (apartment-in-house) in a single detached
dwelling, semi-detached building or townhouse dwelling where the gross floor
area of the additional unit does not exceed the original gross floor area of the
existing dwelling.
Source: SHS Consulting, 2017 Page 157
Source: SHS Consulting, 2017 Page 158
Permitting Garden Suites
Section 39.1 A one-unit detached residential structure containing
bathroom and kitchen facilities that is ancillary to an existing residential
structure and that is designed to be portable. 2002, c. 17, Sched. B, s. 12.
The Strong Communities through Affordable Housing Act, 2011 amended
the Planning Act to allow municipalities to pass temporary use by-laws
authorizing garden suites as a temporary use for up to 20 years.
Municipalities can also extend the temporary authorization for garden
suites by further three-year increments.
Example:
The Draft Zoning By-law released in November 2018 for the rural portion
of Clarington proposes to permit a secondary apartment dwelling on a
rural residential property as well as Agriculturally zoned parcels within
the existing dwelling or detached garage.Page 159
Inclusionary Zoning
Planning tool that calls for a required number of affordable units to be
built within a specific area. This powers of this tool have been amended
and restricted only to Major Transit Station Areas (MTSA). They also
require upper-tier inclusion in the Official Plan.
Despite not having approved stations or inclusion in the appropriate
planning documents, Inclusionary Zoning could be explored in MTSAs in
Courtice and Bowmanville (Transportation hubs).
Mechanism to "Make it Happen", whereas enforcement of up to 30%
affordable less clear.
Page 160
Courtice
Page 161
Bowmanville
Page 162
Land Based
Incentives
Page 163
Providing Land
In a high number of cases, affordable housing projects are able to be
successful because the land is either gifted or provided at a below-
market value. The Municipality has identified surplus land that could be
designated for affordable usage, either through:
a) Land lease
b) Donation
c) Sale (below market value)
Partnerships could be forged with other government entities to look at
undertaking similar arrangements (school boards, Regional government,
etc.)
Page 164
Financial
Incentives
Page 165
Phasing, Deferring or Waiving
Development Charges
By reducing the financial burden on the project it would free up cash to
be spent elsewhere on the project. Even deferring or phasing the
payments can be a great help.
Recent changes to the DC Act provides for longer payment terms
•21 payments over 20 years for non-profit developments
•6 payments over 5 years for rental housing (not non-profit)
The opportunity exists in 2020 when updating Clarington's DC by-law to
consider other DC incentives.
Example:
Clarington has entered into agreements to defer collection of
Development Charges (e.g. Parkview).Page 166
Phasing, Deferring or Waiving
Development Application Fees
By reducing the financial burden on the project it would free up cash to
be spent elsewhere on the project. Even deferring or phasing the
payments can be a great help.
Example:
Clarington offers a 50% reduction for not-for-profit and registered
charitable organizations (e.g. Parkview).
Page 167
Waive Security Requirements
Builders are required to put up funds to meet security requirements
under development agreements. In Newcastle, Parkview Lodge was
required to put up thousands of dollars to secure servicing costs. The
Municipality waived that requirement.
Page 168
Property Tax Rate Rebate
In order to qualify for the affordable housing fund under the SIF-IAH
Program, the host municipality must set the property tax rate at that of
residential, not multi-residential. This is in the form of an annual rebate
of taxes paid.
Example:
Clarington Council utilized this tool to assist Parkview Lodge by
employing a rebate (from multi-residential to residential). This rebate
has a 20 year term, provided that the project remains an eligible
affordable housing project. The forgone revenue is $4,055/year in 2019
dollars.
Page 169
Community Benefit Charges
Background
The new provincial act "Bill 108: More Homes, More Choices Act" will
remove soft services (Parks, Recreation, Library and Planning Studies)
from development charges and move these services to a Community
Benefit Charge (CBC). The implication of this change is not yet known,
as the regulations of the Act have not been released. It is in anticipated
that the regulations will be released in October.
Page 170
Community Benefit Charges
Exemptions from community benefits (Proposed Regulations)
Proposed content
The Minister is proposing that the following types of developments be exempt from
charges for community benefits under the Planning Act:
•Long-term care homes
•Retirement homes
•Universities and colleges
•Memorial homes, clubhouses or athletic grounds of the Royal Canadian Legion
•Hospices
•Non-profit housing
Page 171
Affordable Housing Community Improvement Plan
City of Cambrige
The Affordable Housing Community
Improvement Plan (CIP) is a program
implemented by the City of Cambridge to
minimize the financial barriers to the creation of
affordable housing projects by introducing
incentive-based programs. The Affordable
Housing CIP was adopted by Council on
November 15th, 2016 and offers eligible
projects exemption from municipal fees
including planning application, building permit
and sign permit fees; deferral of development
charges and Tax Increment Grants.
Page 172
Other Initiatives on the Horizon
Page 173
Tiny Homes
Page 174
Page 175
What has success looked
like?
Page 176
Page 177
Page 178
Summary of What We Have
Done
•Priority Application Process
•Secondary Suite Support
•Development Charge Deferral
•50% Reduction of Development Application Fee Costs
•Waive Security Requirements
•Property Tax Rate Rebate
Page 179
The Bottom Line...
Page 180
Success requires Skin In The
Game
•Federal
•Provincial
•Regional
•Municipal
•Other partners (development community, not-for-profit, school
boards, community groups, etc.)
Page 181
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 25, 2019 Report Number: CAO-014-19
Reviewed By: Andrew C. Allison, CAO Resolution#:
File Number: PLN 29.12 By-law Number:
Report Subject: Durham Community Energy Plan Endorsement
Recommendations:
1. That Report CAO-14-19 be received;
2. That Council endorse in principle the Durham Community Energy Plan (DCEP),
including the community energy reduction target of 80% by 2050 and the Low
Carbon Pathway scenario as the preferred energy scenario for implementation;
3. That Council refer the DCEP to the Inter-Departmental Climate Change Working
Group for consideration and incorporation of relevant elements into the Clarington
Climate Change Action Plan currently under development;
4. That Staff continue to participate in the DCEP Steering Committee, while requests
for participation in Working Groups be considered on a case-by-case basis, subject
to staff availability; and
5. That all interested parties listed and any delegations be advised of Counci l’s
decision.
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1. Background
1.1 On May 2, 2016, Council endorsed resolution #PD-068-19. The resolution directed
Clarington staff to participate in the coordinated development of the Durham Community
Energy Plan (DCEP) with the Region of Durham (the Region), the seven other Durham
local municipalities and the local energy utilities in Durham.
1.2 The DCEP builds on the Region’s community greenhouse gas (GHG) mitigation
planning. The DCEP provides a detailed analysis of the drivers underlying energy
consumption and GHG emissions in Durham Region, and proposes actions that will
support the transition to a low carbon economy that promotes economic prosperity.
1.3 To support the development of the DCEP, $90,000 was received from the provincial
Municipal Energy Plan (MEP) Program. The Provincial funds were matched by $90,000
from the Region, the eight local municipalities and the five local electrical utilities. The
Municipality’s contribution included providing staff time for the project’s Steering
Committee and a financial contribution of $12,000.
1.4 On April 24, 2019, Durham Regional Council approved the DCEP in principle and
recommended that:
a. The DCEP be referred to local municipal councils and local energy utilities for their
review and approval in principle;
b. Staff be directed to incorporate the relevant elements of the DCEP related to land -
use planning into the new Regional Official Plan through Envision Durham –
Municipal Comprehensive Review process; and
Report Overview
On May 2, 2016, Council resolved to participate in the development of the Durham
Community Energy Plan (DCEP). Staff collaborated with staff from the Region of
Durham, the seven other area municipalities and five local utilities to prepare the DCEP.
The DCEP was approved in principle by Regional Council on April 24, 2019. The DCEP
is an action-oriented plan that defines region-wide energy priorities to reduce energy
consumption and greenhouse gas pollution, save money and create jobs. The DCEP
seeks to accelerate the transition to a clean energy economy while simultaneously
achieving economic, environmental and social benefits by following a low carbon
pathway (LCP) for energy production and consumption. The LCP supports the Region of
Durham’s target to reduce greenhouse gas emissions by 80% by the year 2050.
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c. Staff be authorized to develop the details of the six programs recommended in the
DCEP and bring them forward for individual approval to proceed with
implementation.
1.5 The DCEP and supporting documents are available on the project website. The DCEP
summary, The Clean Energy Economy in Durham: Seizing the Opportunity, is provided
as Attachment 1.
1.6 On June 10, 2019, Council referred the Region’s request for local municipal approval of
the DCEP to Staff (Resolution #GG-332-19).
2. DCEP Overview
2.1 The DCEP is a joint initiative led by Durham Region in conjunction with the area
municipalities and five utilities. The purpose of the DCEP is to “seek to accelerate the
transition to a clean energy economy in Durham, while simultaneously achieving
multiple economic, environmental and social benefits.” This is achieved by examining
opportunities across the Region of Durham to:
improve energy efficiency;
increase energy security; and
GHG emissions.
2.2 The DCEP considers all forms of energy including the supply, demand, storage and
transmittal. The energy system and community priorities relating to energy have been
evaluated within the DCEP whilst taking into account future considerations such as:
Population growth;
Land use;
Economic growth; and
The development of sustainable communities.
2.3 The timeframe for the DCEP is 2015 to 2050. 2015 is the baseline year in which
community energy data was collected. The year 2050 aligns with declarations by the
Region and the Province of Ontario to reduce GHG emissions by 80 per cent. These
targets further align with those established by COP 24 Paris Accord, in which many
nations worldwide have committed to reducing GHG emissions in order to keep global
temperature increase below 1.5 degrees Celsius to avoid catastrophic climate change.
2.4 The DCEP modelled 3 scenarios to determine their social, economic and environmental
impacts related to energy consumption, cost, GHG emissions, and employment. Based
on these indicators, the Low Carbon Pathway (LCP) was selected as the preferred
scenario to safeguard social and environmental wellbeing.
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2.5 The process to produce the DCEP was overseen by a Steering Committee composed of
representatives from the 13 project partner organizations. The Steering Committee met
14 times between June 2016 and September 2018.
2.6 The DCEP Steering Committee engaged in high-level discussions to outline the
program areas that should be developed in the future to achieve the targets outlined in
the LCP scenario of the DCEP. The proposed programs include:
Green Building Standard;
Deep Retrofit Program;
Renewable Energy Co-operative;
Electric Vehicle Joint Venture;
Education and Outreach Program; and
Co-ordinated Land-use Policies for sustainable growth.
2.7 The public and local environmental advisory committees were given the opportunity
comment on the draft DCEP. A public feedback session was held in February 2019. The
public was also encouraged to participate in an online questionnaire, which was
available in February and March, 2019.
3. DCEP Process
3.1 The development and implementation of the DCEP follows the four-stage process
required by the provincial MEP Program, summarized in the following sections:
Stage 1: Stakeholder Engagement
3.2 Three stakeholder sessions were held throughout the DCEP planning process to build
awareness of current energy production and use, outline a vision and energy objectives,
identify energy projects and local energy champions, and secure local interest and
involvement in the development of the DCEP. These sessions helped to scope the
DCEP, create a vision and generate the priorities that would allow for the vision to be
achieved.
3.3 A number of key messages were identified and have been embedded within the DCEP.
These include:
The need for community partnerships;
A desire for self-sufficiency and access to diversified energy sources including
renewable energy and ways to decrease energy consumption;
The urgency to improve education and communication around energy literacy;
A need for policy, process and regulatory changes to remove administrative
barriers that prevent the advancement of energy technology;
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Report CAO-014-19
A need for financial incentives and disincentives;
That transportation is key and that the transition to electric vehicles, as well as a
greater uptake in transit and active transportation modes such as cycling and
walking, is required;
That community design considerations ensure communities are walkable,
integrated, mixed-use, and provide more local employment opportunities that
reduce travel or provide opportunities for telecommuting; and
That the DCEP should decrease GHG emissions and link to climate change
adaptation planning.
Stage 2: Baseline Energy Data
3.4 In order to establish an understanding of Durham Region’s energy system, a baseline
model was created. The highlights of this model reveal that in Durham:
Annual GHG emissions are 7.5 tonnes of CO2 equivalent per person. Of this:
o 49% is derived from gasoline and diesel use;
o 33% is from natural gas; and,
o 5% from electricity.
Energy costs are approximately $2.3 billion ($3562/person) annually. Of this:
o 48% of the costs are associated with gasoline and diesel;
o 39% is from electricity; and
o 9% is from natural gas.
Overall the energy use by sector is:
o 36% transportation;
o 30% residential; and
o 19% industrial.
The energy supplied by quantity is:
o 37% gasoline and diesel;
o 35% natural gas; and,
o 17% electricity*.
*Of this energy, 9% is derived from renewable energy sources.
Stage 3: Development of the DCEP
3.5 Developing the DCEP required the modeling and analysis of different future scenarios
for energy production and use to determine the optimal scenario. The aim of the
technical analysis was to provide an investment roadmap using a detailed energy and
emissions model. The analysis considered the drivers of Durham Region’s energy
consumption and
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GHG emissions, answering the question “where are we now?” As a result three
scenarios were developed:
Business as Usual (BAU): Current patterns of energy consumption extrapolated
out to 2050, accounting for population increases, fuel efficiency standards, and
impacts of climate change on heating and cooling in buildings;
Business as Planned (BAP): In addition to the BAU assumptions, the BAP
scenario also reflects projected changes in building codes, increase in building
retrofits (residential and commercial), increase in use of solar photovoltaic
systems, increase in electric vehicles and increase in local large-scale solar
photovoltaic and wind generation; and
Low Carbon Pathway (LCP): In addition to the BAU assumptions, a composite of
22 ambitious actions designed to achieve Durham Region’s GHG targets;
including new building energy efficiency standards; building retrofit programs;
heat pump installations; solar photovoltaic and wind generation; energy storage;
electrification of personal, commercial and transit vehicles; land use changes;
and industrial efficiencies.
3.6 Each of the scenarios was then analysed for a common set of outcomes such as energy
consumption, costs, emissions, economic and employment implications. Based on
these outcomes, the LCP was selected as the preferred scenario. The LCP was
selected as the preferred scenario because:
Total energy consumption is 51% less by 2050 under the LCP than the BAU
scenario (despite a doubling of population) (Figure 1).
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GHG emission reductions are 70% lower in 2050 under the LCP than under the
BAU (Figure 2).
Household energy costs (home and vehicles) decline 55% under the LCP, by
2050, saving the average household $36,500 between 2016 and 2050 (Figure 3).
Yearly energy expenditures are forecasted to remain steady at $2.5 billion in 2050
for the LCP, as compared to an increased expenditure of $1.4 billion in 2050 for
the BAU scenario (Figure 4).
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3.7 Other aspects underlying the social, economic and environmental benefits of the LCP
scenario include:
Renewable energy’s share of Durham’s supply increases from 10% in 2016 to
56% in 2050 under the LCP scenario. Most of this renewable energy is from lo cal
sources such as solar, wind and biomass. Fossil fuel use drops from 80% to 31%
over the period. Nuclear energy’s share increases slightly.
Currently 17% of the total energy consumption in Durham is electric. Under the
LCP this increases to 51% in 2050, due mostly to electric vehicles and the use of
electricity in space heating (through efficient heat pumps). This switch enables
GHG reductions, improved air quality and overall cost reductions.
Under the LCP between 2016 and 2050, $31 billion in proposed region-wide
investments result in a $40 billion return in energy savings and revenue from
local energy generation.
Under the LCP between 2016 and 2050, 210,000 person years of are created
per year on average. These new jobs are widely distributed in the construction,
energy and manufacturing industries and in professions such as engineering and
management.
3.8 The framework of Reduce-Improve-Switch was used to help frame the actions in the low
carbon scenario. This approach was adapted from similar approaches such as the well-
known Reduce-Reuse-Recycle (from the waste sector), and Avoid-Shift-Improve (from
the transportation sector). The focus was first on reducing or avoiding consumption of
energy, secondly improving the efficiency of the energy system (supply and demand),
and finally fuel switching to low carbon or zero carbon renewable sources. This
approach minimizes the cost of the energy transition by avoiding installing capacity that
is not subsequently required as a result of energy efficiency measures.
Stage 4: Implementation Plan
3.9 The DCEP proposes six programs to achieve the preferred LCP scenario, including:
Durham Green Building Standard: Enhanced energy performance for new
buildings
o Building homes and other buildings to achieve net zero energy;
o Using high levels of insulation and energy efficient equipment, PV generation,
storage and micro grids to produce as much energy as consumed; and
o A clear process and incentives can support the building industry to offset any
additional capital costs.
Durham Deep Retrofit Program: Transforming existing buildings:
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o To reduce energy consumption, with fuels and produce on-site energy;
o Explore partnerships among governments utilities, private sector and higher
education institutions;
o Explore financial mechanisms, such as long term loans, financial incentives,
green bonds, loan guarantees, and aggregating similar buildings into bulk
retrofit projects; and
o Retrofitting can also be a good source for economic development and job
creation in Durham Region.
Renewable Energy Co-operative: Stimulating Local Renewable Energy Projects:
o A new organization intended to focus on public and private investment to
renewable energy opportunities; and,
o Intended to promote and finance renewable energy.
Electric Vehicle Joint Venture:
o Collaboratively promote, provide incentives and government leadership to
electrification in the transportation sector.
Education and Outreach Program: Engaging the Community:
o Ongoing education and engagement with general public, business sector,
stakeholder groups; and
o Regularly communicating the benefits of the Low Carbon Pathway.
Co-ordinated Land Use Policies for Sustainable Growth:
o Imbed measures such as solar orientation and access, district energy
systems, electric vehicle infrastructures, low-energy subdivisions, public
transit and walkable communities into Regional and Local Official Plans and
Secondary Plans.
3.10 DCEP program development is preliminary, comprising of overall objectives and
potential impact forecasts to 2050. Significant further development will be required as
part of implementation, including detailed program design, securing funding,
coordinating administration and the development of monitoring and reporting
frameworks.
3.11 To implement the LCP, the DCEP recognizes the need for a community effort that
involves both the public and private sectors and citizens. The DCEP recommends a
“whole of society approach” that involves local and other levels of government, citizens,
businesses, educational institutions, non-profit organizations and other entities. To
facilitate this level of collaboration, the DCEP recommends the establishment of a
central entity for coordination and leadership.
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3.12 Currently the Municipality is engaged in actions that align with the DCEP:
In 2015, Council endorsed the Priority Green Clarington: Green Development
Framework and Implementation Plan. The Green Development Framework and
Implementation Plan provides a road map for the design and implementation of a
green development program for future residential development in Clarington. As
a component of implementing the Green Development Framework, the
Municipality has implemented policies within the Clarington Official Plan. This
includes providing direction for the development of new Secondary Plans and
updating of existing Secondary Plans using the Green Development Framework.
New Secondary Plans will incorporate the green standards set out in the
Framework. Green Development Guidelines are required for each new or
existing Secondary Plan area.
The Municipality has partnered with Trent University Durham Campus to develop
a Clarington Electric Vehicle Infrastructure Strategy. The Strategy will highlight
municipal best practices related to the adoption, use, administration and
maintenance of EVs. By encouraging the adoption of EVs the municipality will be
helping to reduce the amount or fossils that are consumed and greenhouse
gasses released into the atmosphere, while encouraging the use of clean, locally
produced electricity.
In July 2019, the Municipality’s Interdepartmental Climate Change Working
Group (ICCWG) initiated the creation of a region-wide Electric Vehicle Zero-
Emission Vehicle Infrastructure Working Group. Representatives from Clarington,
Ajax, Oshawa, Oshawa PUC Networks, Whitby and the Region of Durham
submitted a proposal to NRCan to establish a region-wide network of 60 Level 2
EV chargers across 21 municipally-owned, publicly accessible sites within
Durham. A region-wide network of EV stations will enable the public to adopt
electric vehicles, decreasing the consumption of fossil fuels.
In accordance with O. Reg. 507/18 of the Electricity Act, the Municipality track
energy consumption in all of its operations. This data enables the Municipality to
make informed decisions about opportunities to reduce its energy consumption
and save money. In spring 2019 the Municipality released a 5-year corporate
Energy Conservation and Demand Management (ECDM) Plan. The ECDM Plan
reviews the historical and forecasted energy performance of the facilities tha t are
owned and operated by the Municipality and recommends measures to reduce
energy consumption and GHG emissions and save money. The actions outlined
in the ECDM Plan will be implemented by operations staff on an ongoing basis to
reduce energy consumption.
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In late September 2019, municipal staff submitted a proposal to NRCan to fund
100% of the costs associated with hiring a full time Energy Manager. 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.
In late September 2019, the Municipal staff submitted a proposal to NRCan to
fund 100% of the costs associated with conducting energy audits on two
recreational facilities using CircuitMeter sub-metering technology. CircuitMeter is
a real-time energy management and monitoring system that integrates sub -
metering hardware and data collection software. The data collected though
CircuitMeter would enable municipal staff to recommission the facilities to reduce
the amount of energy they consume
Made up of Clarington residents, staff and a Council liaison, the Clarington Active
Transportation and Safe Roads (ATSR) Committee advises Council on matters
related to active transportation, trails, cycling networks, pedestrian connectivity
and transportation safety. The Committee also provides input into the
implementation of The Clarington Transportation Master Plan and encourages,
promotes and participates in the planning of active transportation policies,
programs and facilities. Active transportation plays a role as both a utilitarian
mode of transportation, reducing the reliance on the car by serving as an
alternate mode for shorter to medium distance commuting and as a means to
access transit connections and reduces transportation-related energy
consumption.
4. Implementation
4.1 As indicated, the DCEP is a pathway for the Region, the municipalities and the broader
community. Implementation therefore necessitates a “whole of society approach” that
involves local and other levels of governments, citizens, businesses, educational
institutions, non-profit organizations and other entities.
4.2 The DCEP proposes that the public sector has three key roles in overcoming these
barriers to enable the implementation of the DCEP: 1) Identify the implementation
strategies that maximize social benefits; 2) Create enabling conditions for private sector
participation, for those cases in which participation maximizes social benefit; and 3)
Provide support or directly deliver those actions which are not delivered by the private
sector.
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4.3 Now that Regional Council has approved the DCEP in principle, Regional Staff has
reengaged the DCEP Steering Committee to discuss the next steps for implementing
the DCEP. Regional staff is also forming a working group to proceed with the
development of a residential deep retrofit program as a first step toward implementing
the DCEP.
4.4 Over the past year, the Municipality’s Inter-Departmental Working Group on Climate
Change has been engaged in the development of a climate chan ge action plan for the
corporation, which is being led by the Municipality’s Climate Change Coordinator. To
support advancing implementation of the Region -wide DCEP and managing resource
needs for local climate change action planning and priority setting, it is recommended
that Staff continue to participate in the DCEP Steering Committee , while requests for
participation in Working Groups be considered on a case-by-case basis, subject to staff
availability. In addition, it is recommended that the actions of the DCEP be referred to
the Inter-Departmental Climate Change Working Group for consideration , prioritization
and incorporation of relevant elements of the DCEP into the Clarington Climate Change
Action Plan.
4.5 The Region will track the development and effectiveness of the programs. Key
motivations for monitoring and evaluation include:
Identifying unanticipated outcomes
Adjusting programs and policies based on their effectiveness
Managing and adapting to the uncertainty of climate change and
Managing and adapting to emerging technologies.
5. Financial Implications
5.1 The total cost of the process to produce the DCEP over three years has been $238,000,
of which $148,000 has been provided by governments and energy utiliti es in Durham
Region. Clarington contributed $12,000 to the development of the DCEP.
5.2 The implementation of the DCEP is projected to bring significant economic and financial
benefits to Durham Region, its residents and businesses, as outlined the DCEP
Summary document (Attachment 1).
5.3 To support further development of the six programs recommended in the DCEP, the
Region has requested the Municipality provide an in-kind contribution of approximately
one hour of staff time per month to sit on the DCEP Steering C ommittee and
approximately two hours per month to sit on working groups for specific program
development, as initiated. Any financial requests for support of program development
would be brought to Council for approval.
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6. Conclusion
6.1 The DCEP provides direction on how to make strategic decisions related to energy that
results in economic, employment, environmental and social and health benefits.
6.2 If approved by Council, it is recommended that Staff continue to participate in the DCEP
Steering Committee, while requests for participation in Working Groups be considered
on a case-by-case basis, subject to staff availability.
6.3 It is recommended that the actions of the DCEP be referred to the Inter-Departmental
Climate Change Working Group for consideration, prioritization and incorporation of
relevant elements of the DCEP into the Clarington Climate Change Action Plan.
6.4 It is anticipated that the Region will bring forward the first phase of programs for
endorsement by Regional Council in the Spring of 2020
6.5 It is recommended that Council endorse in principle the DCEP, including the energy
reduction target of 80% by 2050 and the Low Carbon Pathway scenario as the preferred
energy scenario for implementation; and
Staff Contact:
Doran Hoge, Climate Change Response Coordinator, 905-623-3379 ex. 2429,
dhoge@clarington.net
Attachments:
Attachment 1 - Durham Community Energy Plan Draft
The following interested parties will be notified of Council's decision:
The Regional Municipality of Durham
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The Clean Energy
Economy in Durham:
Seizing the Opportunity
-SUMMARY-
Fall 2018 V2
Durham Community Energy Plan
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2
7. Local investment
Households and companies in Durham
already invest more than $5 billion every
year in their homes, buildings, vehicles and
other energy-using infrastructure. In the Low
Carbon Pathway, this would increase by $1
billion per year to cover the cost of making
those investments more energy efficient and
renewable. But this $31 billion incremental
investment over 30 years would pay back
$40 billion in energy savings and other
revenues. The investment pays for itself.
8. Economic Development
Embracing the Low Carbon Pathway will
help the Durham economy flourish. Energy
investments will bring economic growth and
the expenditures and savings will circulate in
the local economy, rather than being
exported.
9. Local jobs created
Local employment is created from
investments in energy efficiency and energy
generation – about 210,000 person-years of
employment over the period. That’s an
average of 7,000 new jobs each year.
10. Increased self-reliance
Durham’s self-sufficiency in energy
increases from 19% currently to about 56%
by 2050.
11. Electrification
Electricity’s market share in the Durham
economy increases from 17% in 2016 to
51% in 2050.
$
Benefits Of The Clean Energy Economy In Durham
1. Reduced energy use
Durham’s total energy use declines 51%
compared to the Business as Usual (BAU)
scenario. All of this reduction results from
improved energy efficiency – despite a
doubling of population.
2. Lower household energy costs
Average annual household energy costs
(home and vehicle) decline from $5,800
currently (in 2016) to $2,650 in 2050. Over
the period, households will each save
$34,600 on energy expenditures.
3. Lower total energy expenditures
The Low Carbon Pathway (LCP) reduces
energy expenditures across the region by
$1.4 billion (35%) in 2050 compared to the
BAU scenario. This is a saving of $20 billion
over the period.
4. More renewable energy
Renewable energy increases from 10% of
Durham’s supply in 2016 to 56% in 2050.
Conversely, fossil fuel use drops from 80%
to 31%.
5. Lower GHG emissions
Durham’s greenhouse gas (GHG) emissions
are 70% lower in 2050 than under the BAU
scenario (and 66% lower than in 2016).
6. Less Air Pollution
Air pollution emissions from energy use
decline about 70%, especially in the
transportation sector. This means easier
breathing for everyone.
$
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3
What Is The Durham Community Energy Plan?
Introduction:
Community energy plans are intended to
guide the development, storage and
transmission of energy in communities and to
optimize the related economic, environmental,
health and social benefits.
Objectives:
The Durham Community Energy Plan (DCEP)
will accelerate the transition to a clean energy
economy in Durham while simultaneously
achieving multiple economic, environmental
and social benefits.
Time frame:
The time frame for the Plan is the period from
2015 (the base year) to 2050. This 35-year
period is enough time to completely replace
the energy infrastructure in Durham.
Scope:
The Plan covers the entire geography of the
Durham Region.
It includes all forms of energy: electricity,
natural gas, gasoline, diesel, fuel oil, nuclear
power, biomass, solar, wind, coal etc.
It covers all stages of the energy cycle: energy
generation, transmission, storage and use.
The Plan covers all sectors of the Durham
economy:
residential,
commercial,
industrial,
institutional,
agricultural and
transportation.
Project Schedule:
The work to produce the Plan began in June
2016 and is scheduled for completion in early
2019. The process consisted of 3 stages:
Stage 1: Stakeholder Engagement
Stage 2: Baseline Data Study
Stage 3: Plan Development.
Sponsors and financial contributors:
The Ontario Ministry of Energy, Northern
Development and Mines
The Regional Municipality of Durham
Town of Ajax
Township of Brock
Municipality of Clarington
City of Oshawa
City of Pickering
Township of Scugog
Township of Uxbridge
Town of Whitby
Enbridge Gas Distribution
Oshawa Public Utilities Commission
Veridian Connections
Whitby Hydro
Where next?
After a period of stakeholder and public
consultation in the fall of 2018, the final
Durham Community Energy Plan will be
presented in 2019 to Regional and local
councils for approval and to the boards
of the energy utilities for their support.
Then the Plan will move into the
Implementation Stage where new
organizations and alliances may be
required to effectively achieve the goals
of the Plan.
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The Monarch Park Group organized two
Stakeholder engagement sessions early in
the planning process:
Sept. 20, 2016: 44 participants
Feb. 28, 2017: 63 participants
The stakeholders produced the following
elements of a vision and key messages for
the Durham Community Energy Plan.
Elements of the Vision:
• Innovative, smart and diversified
energy solutions
• Transparent, accountable and
committed to the vision
• Reduced carbon footprint
• Economic prosperity, and
community and environmental
health
• Reliable, resilient, integrated,
sustainable and financially viable
energy sources
• Affordable for all
• Community collaboration for
innovative solutions
Key Messages:
• Need for community partnerships
• Desire for self-sufficiency – diversify
energy sources including renewable
energy and decrease consumption
• Education and communication are
important re. energy literacy, benefits,
measures
• Need for policy, process and regulatory
changes to remove administrative
barriers
• Need for financial incentives and
disincentives
• Transportation is key – more electric
vehicles; increase transit re. DRT, GO,
LRT, cycling and walking
• Community design needs to be
walkable, integrated, mixed-use
• Local employment is important – green
businesses with telecommuting to
reduce travel
• DCEP should decrease GHG emissions
and link to the Durham Community
Climate Adaptation Plan (DCCAP)
“
”
“
Stage 1 - Stakeholder Engagement
”
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5
Stage 2 - Baseline Energy Data
A study was undertaken by Durham
Sustain Ability to gather, assess and
present important data on Durham’s
energy use in the base year, 2015. A
detailed data base was created and an
infographic was produced.
Energy Use by Sector
36% transportation
30% residential
19% industrial
Energy Supply: (9% renewable)
37% gasoline and diesel
35% natural gas
17% electricity
GHG Emissions: (7.5 tonnes per
capita)
49% gasoline and diesel
33% natural gas
5% electricity
Energy Costs: ($2.3 billion/yr.)
48% gasoline and diesel
39% electricity
9% natural gas
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6
Stage 3 - Plan Development
Developing an energy plan for Durham required the construction of different future scenarios for
energy production and use and then modeling and analysis to determine the optimal scenario.
Sustainability Solutions Group (SSG), in association with whatIf Technologies, were hired to
undertake this analysis and prepare a draft Durham Community Energy Plan. SSG has prepared
similar plans for Toronto, Markham, Waterloo Region, Edmonton, Bridgewater, NS and other
Canadian municipalities.
Three Scenarios
BAU: Business as Usual
Current patterns of energy consumption are extrapolated
out until 2050, while accounting for population increases,
federal fuel efficiency standards and the impacts of climate
change on heating and cooling requirements in buildings.
BAP: Business as Planned
In addition to the assumptions in the BAU, the BAP scenario reflects the projected increases
in provincial building codes, a slight increase in building retrofits in the residential and
commercial sectors, an increase in the adoption of building scale solar photovoltaic systems,
an increase in electric vehicles and a modest increase in local large-scale solar and wind
generation.
LCP: Low Carbon Pathway
The LCP scenario is a composite of 22 ambitious actions designed to achieve Durham
Region’s GHG targets. These include new building efficiency standards, extensive building
retrofit programs, installation of heat pumps, photovoltaic and wind generation, energy
storage, electrification of personal, commercial and transit vehicles, land-use changes and
industrial efficiencies.
Details of the assumptions for each of these scenarios are presented in Appendix 1.
Modelling
The assumptions defining the three scenarios and data on Durham’s projected growth in
population, households, employment and development patterns were entered into the
“CityInSight” model to create a detailed model of Durham’s energy system and economy.
Analysis of the Scenarios
Each of the scenarios was then analysed for a common set of outcomes such as energy
consumption, costs, emissions, economic and employment implications. Based on these
outcomes, the Low Carbon Pathway was selected as the preferred scenario.
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7
Results Of The Scenario Analysis
Lower GHG Emissions
Emissions of greenhouse gases (GHGs) from Durham are 70% lower in 2050 under the LCP
scenario than under BAU and 66% lower than in 2016. By extension, air pollution emissions
from the energy sector are also reduced about 70%, contributing to improved health.
Total Energy Consumption Reduced
In 2050, total energy consumption under the LCP scenario is 51% less than the BAU scenario
and about 37% less than in 2016 (despite a doubling of population). This is mostly due to
extensive energy conservation efforts and the inherent efficiency of electric vehicles.
0
30
60
90
120
2016 2021 2026 2031 2036 2041 2046 2051
Durham energy consumption (million GJ)BAU BAP LCP
0
1
2
3
4
5
6
7
2016 2021 2026 2031 2036 2041 2046 2051GHG emissions (millions tCO2e)BAU BAP LCP
These dramatic reductions are due to energy efficiency and the switch to low carbon energy
(mostly renewables) but don’t quite reach Durham’s official target of an 80% reduction in GHGs
by 2050 from the 2007 base.
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Total Regional Energy Costs Decline
The total cost of energy in the Region was $2.5 billion in 2016 and is projected to reach $3.9
billion under the BAU by 2050. Under the LCP, this declines to $2.5 billion, a saving of $1.4
billion in 2050 (a 35% reduction). Over the period, cumulative savings reach $20 billion in
Durham.
Household Energy Expenditures Drop Dramatically
Under the LCP, household energy costs (home and vehicles) decline from $5,800 in 2016 to
$2,650 in 2050 (constant $), a reduction of 55%. Over the period, the average household will
save a total of $36,500. This is due to energy conservation, lower operating costs for electric
vehicles and lower costs for clean energy compared to conventional energy.
0
1,000
2,000
3,000
4,000
5,000
6,000
7,000
2016 2021 2026 2031 2036 2041 2046 2051Household energy expenditures (2016$)BAU BAP LCP
0.0
1.0
2.0
3.0
4.0
5.0
2016 2021 2026 2031 2036 2041 2050Yearly expenditures (billions 2016$)BAU BAP LCP
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9
More Renewable Energy
Renewable energy’s share of Durham’s
supply increases from 10% in 2016 to
56% in 2050 under the LCP scenario.
Most of this renewable energy is from
local sources such as solar, wind and
biomass. Fossil fuel use drops from 80%
to 31% over the period. Nuclear energy’s
share increases slightly.
Increased Energy Self-sufficiency
Currently Durham is about 19% self-sufficient
in energy (due mostly to nuclear generation in
the Region). Under the LCP, this level of self-
sufficiency increases to about 56%. Thus, we
would be less subject to energy supply
disruptions and economic shocks to the
national or global energy system.
Electrification of the Economy
Currently 17% of our total energy
consumption is electric. Under the LCP this
increases to 51% in 2050, due mostly to
electric vehicles and the use of electricity in
space heating (through efficient heat
pumps). This switch toward clean and
efficient electricity allows us to achieve
dramatic GHG reductions, improved air
quality and overall cost reductions.
10%
56%
10%
13%80%
31%
0%
50%
100%
2016 LCP 2050% of total energy consumed Renewable energy Nuclear Fossil Fuel
17%
51%
83%
49%
0%
50%
100%
2016 LCP 2050% of energy that is electricityElectricity Non Electricity
19%
56%
81%
44%
0%
50%
100%
2016 LCP 2050% of energy consumed Energy Sourced outside Durham Energy Sourced in Durham
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Local Energy Investment
Households and firms in Durham already invest more than $5 billion every year in their homes,
buildings, vehicles and other energy-using infrastructure. This investment is projected to grow
over the scenario period, accumulating to more than $165 billion by 2050. An additional $1
billion per year is required in the Low Carbon Pathway to cover the cost of making these
investments energy efficient and for developing local renewable energy options. Over the period
to 2050, this incremental investment reaches $31 billion, but it returns $40 billion in energy
savings and revenue from local energy generation. Thus, the investment is cost-effective. The
scenarios and the analysis behind the Durham Community Energy Plan have demonstrated that
there is a wide range of investment opportunities for individuals, businesses, utilities, the non -
profit sector and governments that are good for the investors and good for the community.
Local Job Creation
Local employment is created
from the energy-related
investments in Durham.
Over the period, this
amounts to 210,000 person-
years of employment or
about 7,000 new jobs per
year on average. These new
jobs are widely distributed in
the construction, energy and
manufacturing industries
and in professions such as
engineering and
management. Number of Jobs Expenditures,
savings and
revenues from
LCP, Relative to
Business-as-
usual. (values are
presented as
costs in the
figure, so ex-
penditures are
above the line
and savings and
revenue are
below the line).
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1. Durham Green Standard:
Enhanced energy
performance for new
buildings
It is now technically possible
and financially feasible to build
homes and other buildings that
are net zero energy. They
employ high levels of insulation
and energy efficient equipment,
together with PV generation,
storage and micro grids to produce as much energy as they consume. Providing a clear
pathway and incentives to the building industry give certainty and offsets any additional
capital costs. Quickly achieving these high levels of performance in our new buildings is
urgent for Durham since we are projected to double our housing stock by 2050. Toronto’s
Green Standard provides an accepted model program that can be adapted for Durham’s
conditions .
2. Durham Deep Retrofit
Program: Transforming
existing buildings
Existing buildings are
responsible for 63% of our
energy consumption, 51% of
energy costs and 51% of GHG
emissions. They will still
constitute half of our building
stock in 2050. Deep energy
retrofits are possible in most of
our existing buildings to
significantly reduce energy
consumption, switch fuels and
produce on-site energy. A partnership program among governments, utilities, the private
sector and higher education is necessary to unlock this potential. Financial mechanisms
such as long-term loans, financial incentives, green bonds, loan guarantees and
aggregating similar buildings into bulk retrofit projects will address the barriers in our
existing building stock. Retrofitting our buildings can be a major source of economic
development and job creation in Durham.
How Do We Get There? Implementation Programs
Guelph Net-Zero Energy Homes
Home Energy Retrofit
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3. Renewable Energy Co-operative: Stimulating
Local Renewable Energy Projects
A new organization in Durham would focus on bringing
public and private investment to the renewable energy
opportunities identified in the Plan. It would promote and
finance PV, wind, renewable fuel, solar thermal, district
energy, storage and geothermal projects -- both large-
scale and distributed.
4. Electric Vehicle Joint Venture: Happy
Motoring!
Transportation in Durham is responsible for 36% of
our energy consumption, 48% of our energy costs
and 49% of our GHG emissions. Electric vehicles
are much more energy efficient, economical to
operate and virtually emissions-free on the Ontario
electricity grid. The rapid adoption of electric cars,
trucks and buses in Durham is vital to achieving the
many benefits of the Low Carbon Pathway. A collaborative program based on targets,
promotion, incentives and government leadership is critical to realizing the promise of
electrification in the Durham transportation sector.
5. Education and Outreach Program: Engaging the Community
Any transformational program like the Durham Community Energy Plan requires ongoing
education and engagement among the general public, the business sector and various
stakeholder groups. We need to regularly communicate the benefits of the Low Carbon
Pathway, educate various audiences on their roles, report on substantial progress being
made and create a “brand” with a sense of community momentum.
6. Co-ordinating Land-use
Policies: Sustainable Growth
How our communities are planned and
constructed can help facilitate the objectives
of the Community Energy Plan. We need to
imbed such measures as solar orientation
and access, district energy systems, electric
vehicle infrastructure, low-energy
subdivisions, new public transit and
walkable communities into our Regional and
Local Official Plans and Secondary Plans.
Wind and solar
Community Collaboration
Electric Vehicle Charging
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Appendix 1 - Energy Assumptions In The Three Scenarios
MEASURES BAU BAP LCP
New buildings – buildings codes & standards
1 New residential
dwellings
Extrapolation
of 2016
patterns,
unless noted
Apply projected
increases in OBC
(15% improvement
every five years)
Incrementally increase the number of net
zero new homes to 100% by 2030
2 New
commercial,
institutional and
industrial
buildings
Incrementally increase the number of
buildings that achieve Passive-house levels
of performance to 100% by 2030
Existing buildings – retrofitting
3 Retrofit homes
built prior to
1980
211 homes in 2019
climbing to 400 by
2030, then held
constant: average
savings per house
1,500 kWh per year
(electricity only)
By 2050, 98% of pre-1980 dwellings
retrofitted starting in 2019, with retrofits
achieving thermal and electrical savings of
50%
4 Retrofit homes
built after 1980
but before 2017
Increase slightly over
background retrofit
levels
By 2050, 98% of dwellings built between
1980 and 2017 retrofitted, with retrofits
achieving average thermal and electrical
savings of 40%; savings will be greater for
older buildings than newer buildings
5 Retrofits of
commercial and
industrial
buildings
No change By 2050, 98% of pre-2017 buildings
retrofitted, with retrofits achieving average
thermal and electrical savings of 40%;
savings will be greater for older buildings
than newer buildings
Renewable energy generation (on-site, building scale)
6 Installation of
heat pumps
Baseline share of heat
pumps for heating is
continued for new
construction
Air source heat pumps are added to 40% of
residential buildings and 30% of commercial
buildings by 2050. Ground source heat
pumps are added to 20% of residential and
25% of commercial buildings by 2050.
7 Solar PV – net
metering
By 2050, 10% of all
buildings have solar
PV systems which
provide on average
30% of consumption
for building electrical
load for less than 5
storeys; 10% for multi-
unit and commercial
buildings
By 2050, 80% of all buildings have solar PV
systems which provide on average 30% of
consumption for building electrical load for
less than 5 storeys; 10% for multi-unit
buildings greater than 5 storeys and
commercial buildings
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14
MEASURES BAU BAP LCP
8 Solar hot water By 2050, scale up to
20% of all residential
buildings, and 10% of
commercial buildings
by 2050; addresses
50% of hot water load
Scale up to 80% of residential buildings by
2050, and 50% of commercial buildings by
2050. Supplies 50% of hot water load
Low or zero carbon energy generation (commercial scale)
9 Solar PV –
ground mount
commercial
scale
0.5 MW per year
between 2018 and
2050
5 MW per year between 2018 and 2050
10 District energy District
energy in
Ajax
(biomass);
UOIT
(natural gas
CHP):
Lakeridge
Health
cogen.
system
Same as BAU Existing district energy is carbon neutral;
new systems are added in locations with
sufficient heat density as well as village
centres in the north of the region; district
cooling will also be incorporated; fuel is split
between geothermal and biogas
11 Energy storage 100 MW added by
2050
580 MW added by 2050
12 Wind 50 MW by 2050 300 MW by 2050
13 Renewable
natural gas
No change Renewable natural gas is introduced
according to per capita allocation of 2030
potential generation
Transit
14 Expand transit Transit expanded
according to existing
plans
Boost transit mode share guided by targets
in the 2017 Durham Transportation Master
Plan
15 Electrify transit 100% electric transit
system by 2050
(regional and inter-
regional)
100% electric transit system by 2030
(regional and inter-regional)
Active Transportation
16 Increase /
improve cycling
& walking
Infrastructure
Walking and cycling
mode share remain
constant
Mode shift 50% of trips less than 1 km to
walking by 2050; 50% of trips between 1
and 5 km to cycling by 2050
17 Increased
rideshare
Rideshare mode
share held constant
until 2050
Double the percentage of trips that are
rideshare by 2050
18 Car-free zones None No personal vehicular trips in dense
vehicular centres post-2040
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15
MEASURES BAU BAP LCP
Private/personal use vehicles
19 Electrify
municipal fleets
25% electric by 2030 100% of the fleet is electric by 2030
20 Electrify
personal
vehicles
Electric vehicle
projection in
accordance with the
updated Ontario Long
Term Energy Plan.
Assume 15% of stock
is EV by 2035.
100% of new passenger vehicles are
electric beginning in 2030
21 Electrify
commercial
vehicles
25% of the vehicle
fleet is electric by
2050
All commercial vehicles are electric by 2050
Industrial
22 Industrial
efficiencies
No change Increase process motors and electrical
efficiency by 50% by 2050
Assumptions in all three scenarios regarding growth in population, house-
holds and employment in Durham Region.
2016 2050 Percentage Increase
Population 720, 505 1,391,379 93%
Households 241,616 503,758 108%
Jobs 230,697 403,261 74%
Notes:
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16
Project funding support provided by the Government of Ontario
FEEDBACK:
This document is a summary of the Draft Durham Community Energy Plan. Your feedback is
needed to move to a final plan for subsequent approval and implementation.
1. DCEP Website for comments and questions
Visit our website to provide comments on the Draft Durham Community Energy Plan:
www.durham.ca/communityenergyplan
Comments will be accepted until: December 17th, 2018
2. Stakeholder Feedback Sessions
Provide in-person feedback at two stakeholder sessions scheduled for:
Date: Thursday, November 22, 2018
Time: 9:00 am to noon or 1:00 pm to 4:00 pm
Location: Centennial Building, 416 Centre Street South, Whitby, Ontario L1N 4W2
Register: dcepstakeholderfeedbacksessions.eventbrite.ca
3. Presentations to your Group
Invite staff who where involved in developing the DCEP to present it to your group or
organization for discussion and feedback throughout the Fall of 2018. To book a
presentation, contact: climatechange@durham.ca
Page 210
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: CAO-015-19
Date of Meeting: November 25, 2019 By-law Number:
Submitted By: Andrew Allison, CAO Resolution#:
Report Subject: Strategic Plan Update
Recommendation:
1. That Report CAO-015-19 be received for information.
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1. Background
1.1 The Clarington Strategic Plan 2019 to 2022 was approved by Council on June 10, 2019.
The Plan sets out the following five Strategic Priorities:
A. Engaged Communities
B. Strong Economy
C. Sustainable Infrastructure Growth
D. Legacy Projects
E. Environmental Sustainability
1.2 The Plan also identified a total of 17 specific goals. They are as follows:
A. Engaged Communities
A.1. Enhance two-way communication with community
A.2. Establish and develop a unique Clarington brand for promoting our
community
B. Strong Economy
B.1. Complete the implementation of the Downtown Plans
B.2. Create partnerships in broadband expansion, working to achieve 100%
connectivity
B.3. Create partnerships to promote investment in infrastructure to make natural
gas more accessible
B.4. Expand our transportation network into commercial and industrial areas
B.5 Explore an economic development strategy/framework in collaboration with
the business community and other stakeholders
C. Sustainable Infrastructure Growth
C.1. Develop an Affordable Housing Policy
C.2. Develop a realistic strategy for infrastructure investment in employment
lands
C.3. Develop a realistic strategy for broader infrastructure investment
Report Overview
This Report summarizes the actions taken to date to implement Clarington’s Strategic Plan
2019 to 2022.
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D. Legacy Projects
D.1 Clearly articulate our plans for:
a) Courtice waterfront
b) Port Darlington waterfront
D.2 Pursue a final decision from Atomic Energy of Canada Limited (AECL) and
Canadian Nuclear Laboratories (CNL) respecting the disposition of lands for
the Port Granby Nature Reserve
D.3 Develop the concept, financing, project plan and potential construction
schedule for the South Bowmanville Recreation Centre for Council in 2019,
for consideration in the 2020 budget, with a design to follow
D.4 Articulate a vision of a Performing Arts space
D.5 Make a decision on Camp 30
E. Environmental Sustainability
E.1 Advance waste reduction initiatives by promoting the four Rs: Refuse,
Reduce, Reuse and Recycle
1.3 By Resolution #GC-417-19, Council directed that Staff provide quarterly updates to
Council on the progress of goals outlined in the Strategic Plan 2019 to 2022.
1.4 This Report summarizes the status of each of the 1 7 goals in the Plan.
2. Summary of Actions
A. Engaged Communities
Enhancing Communication
A.1. Enhance two-way communication with community
Responsible Department: CAO’s Office
2.1 Staff anticipate bringing a report in early 2020 that will include a recommended process
to develop a formal public engagement policy. Once staff have conducted the
necessary research and consultation, a final report including the proposed engagement
policy will be brought to Council for approval. This document will guide all of
Clarington’s engagement initiatives.
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Branding
A.2. Establish and develop a unique Clarington brand for promoting our community
Responsible Department: CAO’s Office
2.2 The Municipality does not have a standard set of internal branding guidelines. Staff
have decided that the most efficient way to tackle this strategic goal is therefore to
break the branding initiative into two parts.
2.3 First, we will focus on internal branding and compliance. This will help ensure the
success of a more fulsome branding exercise. We have begun the process of
developing a branding guideline. It will be presented to Council for approval in 2020.
2.4 Second, we intend to develop a corporate p lace branding strategy. Place branding is
an organizational principle and decision-making tool that has as its overall objective
“making key audiences aware of what the place has to offer and to shape the message
that these audiences receive” (Place Branding, Malcolm S. Allen, Locum Consulting,
Aug 2007).
2.5 In September 2019 (Resolution #C-302-19), Council endorsed an initiative of the
Tourism Advisory Committee to work in partnership with the Municipality to “develop a
comprehensive tourism branding strategy which is consistent with Clarington’s overall
brand”. The first step of this process will be for the Committee to develop a shared
vision of what its members feel Clarington can offer of value to consumers (tourists).
This is a critical first step to the success of any place branding strategy. There is no
vision in the current corporate Strategic Plan. Previous versions of the corporate
Strategic Plan have stated Clarington’s vision to be “building a sustainable, creative,
caring community”. Tourism branding initiatives, including the development of a shared
vision, do not need to align in every respect with the overall corporate brand, but they
do need to be consistent. Future reports to Council will contain recommendations to
address this issue.
B. Strong Economy
Downtown Plans
B.1. Complete the implementation of the Downtown Plans
Responsible Departments: Engineering and Planning
2.6 The streetscape plan for Downtown Bowmanville was completed in 2004/2005 which
included lighting, sidewalks, interlocking brick boulevards and street trees. Since that
time, Clarington has been reviewing options for the rehabilitation of the pavement and
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curb through this area. Staff have met with the BIA on several occasions to discuss the
timing of the rehabilitation. They had asked that (a) the work be delayed for a year or
two to allow for an upswing in the economy as they have seen some sales reductions in
the last couple of years; and (b) consideration be given to scheduling this work during
the evening to reduce the impact to local businesses.
Staff will meet with various contractors to discuss options to reduce impacts on local
businesses and develop a plan to present to the BIA in 2020. Staff will consider 2021
budget allocation for the rehabilitation works pending the outcome of discussions with
the BIA.
2.7 Staff are developing a streetscape plan for Newcastle (King Avenue from North/Baldwin
to Brookhouse/Arthur). Based on budget restrictions for 2020, this project will be
phased over several years, potentially starting in 2021 with Phase 1. A small portion of
the overall plan was constructed at the intersection of Beaver and King in 2017 to
address safety concerns at this location and to give the public an idea of what the
overall plan might look like. The following is a summary of the suggested phasing and
associated costs (based on 2014 Newcastle Streetscape Master Plan):
Phase 1 – Baldwin/North Streets to Mill Street - $665,000 costs – $332,500 DC funded
and $332,500 from other funding (Taxy Levy, Gas Tax, Funding Program if available)
2021 year of construction
Phase 2 – Mill Street to Beaver Street - $470,000 costs - $235,000 DC funded and
$235,000 from other funding (Taxy Levy, Gas Tax, Funding Program if available)
2023 year of construction
Phase 3 – Beaver Street to Brookhouse/Arthur - $480,000 costs - $240,000 DC funded
and $240,000 from other funding (Taxy Levy, Gas Tax, Funding Program if available)
2025 year of construction
Total Cost off all phases = $1,615,000 - $807,500 DC funding and $807,500 other
funding sources.
2.8 Staff are in ongoing discussions with the Region of Durham as part of the Road
Rationalization review, and Main Street in Orono is one of the streets being considered
for transfer to the Municipality. The transfer of this road section will allow Clarington, in
consultation with the local BIA, to develop and implement a streetscape and
infrastructure improvement plan that should help with the attraction of more businesses
to the downtown. Staff will look to resolve the issue in 2020 with reports back to both
Regional and Clarington Councils.
The CAO’s Office has dedicated staff time to work with the Orono BIA to review the
Implementation Plan provided by Mellor Murray Consultants. Several key priorities and
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actionable next steps were identified. Over the last number of months, our office has
worked to create the Orono Economic Development Team (OEDT), a sub-committee of
the BIA, tasked with the implementation of the key priorities. The OEDT is governed by
a Terms of Reference and is made up of a diverse membership including Orono BIA,
Orono Community Collective, Orono Fair Board, new business owners, OMAFRA,
Municipality (CAO’s Office, Planning, Tourism and CBOT) and other stakeholders. The
key priorities have been reviewed at two meetings of the OEDT, facilitated by the
Municipality, with an action plan around timelines and resource allocation/requirements
to come forward to Council in early 2020.
2.9 Clarington Staff have recognized the importance of Highway 2 in Courtice as a street
that can help provide unique identity for the area and as such have developed a strong
secondary plan for the corridor. The plan will aid in the transformation of the corridor
from what it is today to more of a “downtown” with a mix of uses from higher density
residential to personal service businesses and commercial retail that will appeal to a
variety of Clarington residents, businesses and visitors. In addition to the secondary
plan, staff have also identified just over $4.4M of streetscape works in the 2015
Development Charges by-law that will aid in this transformation. The timing for this
streetscape work will be driven by local development but mainly by the development
and implementation of the Region of Durham’s transit plans for the corridor which will
require major infrastructure investment in the future as the business case for the transit
investment makes sense.
2.10 In 2018, Clarington received funding from OMAFRA for Community Improvement Plan
enhancements. Council approved using this funding for public art initiatives in the four
downtowns. The proposal calls have been issued, evaluated and the artists are working
on the implementation of the various art pieces that will be ins talled in the different
downtowns.
2.11 In 2018, the Community Improvement Plans for Orono, Newcastle and Bowmanville
were renewed and refreshed with the addition of accessibility grants and change in
eligibility criteria to allow businesses to access funds after 10 years to façade
improvement, signage, etc. Council is the recipient of annual reports on the CIP grants
and initiatives including the upgrading of the bus shelter at 20 King Street West in
Bowmanville and the outdoor patios.
2.12 Staff will work with the various BIA’s and other stakeholders (DRPS, Region of Durham,
Fire Services, and transit providers) to review to current special events procedures to
identify improvements to streamline the process for temporary pedestrian malls in the
downtowns.
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Broadband
B.2. Create partnerships in broadband expansion, working to achieve 100% connectivity
Responsible Department: CAO’s Office
2.13 Clarington is continuing to partner with telecommunication companies to bring reliable
broadband to everyone. We have successfully connected pieces of our employment
lands and will continue to push for 100% coverage in this space. We are also continuing
to push for reliable broadband in our rural areas.
2.14 The Region of Durham hired a Broadband Specialist in August 2019, who is responsible
for establishing a Broadband Working Group, an accompanying work plan, and
supporting local Internet Service Providers with projects that would bring high speed
internet to underserved areas. Further details regarding Regional broadband initiatives
are set out in “Connecting Communities – A Broadband Strategy for Durham Region”
dated February 5, 2019.
Natural Gas
B.3. Create partnerships to promote investment in infrastructure to make natural gas more
accessible
Responsible Department: CAO’s Office
2.15 Municipal staff have been in discussions with Enbridge Gas for several years regarding
the expansion of natural gas services in rural Clarington. The company’s business
cases/feasibility studies have consistently shown that there is insufficient demand in
rural Clarington to support natural gas expansion in the absence of subsid ies.
2.16 In 2017, Enbridge applied to the Ontario Energy Board for permission to provide
subsidies across its entire customer base to fund rural expansion projects. The
application was denied.
2.17 Bill 32, Access to Natural Gas Act, 2018, was one of the first pieces of legislation
passed by the new Provincial government. It provides natural gas suppliers like
Enbridge with the flexibility to subsidize expansion costs from the natural gas rate base.
Staff are in discussions with Enbridge to see if this new legislation can facilitate the
expansion of natural gas into parts of Clarington where it would otherwise not invest.
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Transportation Network
B.4. Expand our transportation network into commercial and industrial areas
Responsible Departments: Engineering (in consultation with Active Transportation and Safe
Roads Committee)
2.18 The active transportation network has been expanded over the past year with the
addition of Soper Creek Trail Phase 2 and Farewell Creek Trail Phase 1, and there are
plans and an approved budget to extend the Bowmanville Creek Trail from Baseline
Road to the Waterfront Trail. Phase 2 of the Farewell Creek Trail from Phase 1
terminus to Townline Road is also in design and planned for 2020 construction. The
construction of the Toyota Trail from Soper Creek to Lambs Road will also add to o ur
active transportation network. This work will be completed in 2020.
2.19 Clarington has also improved the active transportation network with the paving of the
waterfront trail in 2 locations, from Bowmanville Avenue to West Beach Road (2019 -
2020) and from Cobbledick Road to Toronto Road (2019).
2.20 Staff plan to complete an Active Transportation Master Plan in the next year to provide
further guidance with strategic expansion of the active transportation network.
2.21 Staff continue to identify active transportation opportunities within new developments in
order to create more sustainable and walkable communities. Staff will also continue to
work with Active Transportation and Safe Roads Committee to identify ways to improve
and expand our active transportation netwo rk.
2.22 Staff meet with DRT annually to review development proposals, completion of new
developments and new transportation network links and look at options for expanding
and improving transit servicing of Clarington.
Economic Development Strategy
B.5 Explore an economic development strategy/framework in collaboration with the
business community and other stakeholders
Responsible Department: CAO’s Office
2.23 This strategic goal needs to be addressed prior to the expiration of the term of the
Municipality’s contract with the Clarington Board of Trade and Office of Economic
Development (CBOT) which is December 31, 2021.
2.24 As part of its review of the Municipality’s Organizational Structure, Grant Thornton LLP
has been requested to review different models for the delivery of economic
development services. They have not been asked to provide any specific
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recommendations respecting a best practice for Clarington because the scope of their
retainer did not permit any consultation or “collaboration with the business commun ity
and other stakeholders”.
C. Sustainable Infrastructure Growth
Affordable Housing
C.1. Develop an Affordable Housing Policy
Responsible Department: CAO’s Office (in consultation with Clarington Task Force on
Affordable Housing)
2.25 Report CA0-013-19 dated November 25, 2019 provides an overview of the steps taken
to advance this goal and provides Council with several options to incentivize affordable
housing in Clarington.
Investment in Employment Lands
C.2. Develop a realistic strategy for infrastructure investment in employment lands
Responsible Departments: Engineering, Finance and CBOT
2.26 Report EGD-009-19 dated May 6, 2019 described our initiatives to partner with the
Region and the private sector to bring water and waste water services to Courtice
Court. Staff are finalizing the design, tender and legal agreement with the land owners.
The tender for the works will go out by the end of November and the completion of the
water and sanitary servicing works are anticipated to be complete in the summer of
2021. Other employment lands in South Courtice will be serviceable upon completion of
the Courtice Trunk Sanitary Sewer and Water infrastructure which we anticipate being
complete in the fall of 2020.
2.27 Report #2019-EDT-15 dated September 3, 2019 was prepared by the Region’s
Commissioner of Planning and Economic Development for the Region’s Planning and
Economic Development Committee. It describes the steps that are being taken to
advance servicing of employment lands through the Region. In the secon d quarter of
2020, we hope to see a report from the Region that recognizes and prioritizes Regional
pre-servicing of Clarington’s Technology Business Park and Courtice Main Street
projects (Highway 2 from Sandringham Drive to Courtice Road).
2.28 We are updating the Energy Park Secondary Plan given the OPG announcement that
reaffirms the vision for the Energy Park to create an Energy Cluster in Clarington.
Infrastructure improvement will be required to support the OPG expansion.
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2.29 We are preparing the Secondary Plan for the Courtice Employment lands together with
the proposed GO Station that will drive future of regional and municipal infrastructure in
support of transit oriented development in the employment lands in Courtice.
Strategy for Infrastructure Investment
C.3. Develop a realistic strategy for broader infrastructure investment
Responsible Departments: Finance, Engineering and Planning
2.30 In April 2019, the Municipality approved an Asset Management Policy, as required by
provincial regulation, which guides the Municipality in developing and following an asset
management policy. Report FND-010-19 provides all of the details. The 2020 budget
has started the process of aligning the capital budget forecast and the asset
management plan to ensure that there is proper planning for financial requirements as
related to infrastructure investment. This fall, the Municipality also began the
Development Charge Study and Community Benef it Study for July 1, 2020 rates. Both
of these studies will be integral in determining required funding levels for growth-related
projects and the development of a long-term financial strategy to address growth and
maintain infrastructure.
D. Legacy Projects
Courtice Waterfront
D.1 Clearly articulate our plans for … a) Courtice waterfront
Responsible Departments: Planning and Engineering
2.31 Through Report PSD-033-19 dated September 9, 2019, Council approved an expansion
to the Courtice Energy Business Park Secondary Plan area to include the Courtice
waterfront. The development of a concept plan for the Courtice waterfront will be an
integral part of this secondary plan. The technical analysis of potential land uses along
the waterfront are expected to be incorporated into both the Durham Region and
Clarington Official Plans.
Port Darlington Waterfront
D.1 Clearly articulate our plans for … b) Port Darlington waterfront
Responsible Departments: Engineering and Planning
2.32 Along the Port Darlington waterfront, we have existing parks on both sides of the
Bowmanville Creek. Port Darlington West Beach Park Phase 1 was completed in 2012.
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The park continues to expand in size as we acquire additional properties along the
lakefront. The next phase of development in our long-range forecast is planned for
2027. It will include additional trails, boardwalk, seating areas and shelters.
2.33 Port Darlington East Beach Park Phase 1 was completed in 2014. We have a second
phase of development in our long-range forecast for 2024. It will include additional
parking and a lakefront shelter. There are village/commercial lands located along the
north side of Port Darlington Road opposite the park. The ultimate plan for East Beach
Park is attached to this report as Attachment 1.
2.34 As part of the Lakebreeze subdivision development, the Municipality will take ownership
of a long section of linear parkland along the waterfront. That park will include trails,
viewing areas, interpretive signage and shelters. Much of the infrastructure will be built
by the developer at their cost. Construction on the liner parkland (by developer) will start
next year.
Port Granby Nature Reserve
D.2 Pursue a final decision from Atomic Energy of Canada Limited (AECL) and Canadian
Nuclear Laboratories (CNL) respecting the disposition of lands for the Port Granby
Nature Reserve
Responsible Departments: Planning and Engineering
2.35 This strategic initiative is progressing well. Municipal staff have accompanied AECL to
meetings with First Nations. Further meetings are scheduled with representatives from
AECL, First Nations, Port Hope and GRCA, and a facilitator to advance the governance
framework for the nature reserve.
2.36 The Port Granby Discussion Group which includes the South East Clarington
Ratepayers Association met on November 6, 2019. The agenda included the review of
the next steps required for the Nature Reserve. In addition, the completion of the new
waste facility and rehabilitation plantings for the existing facility, plus the future of Elliot t
Road were discussed.
South Bowmanville Recreation Centre
D.3 Develop the concept, financing, project plan and potential construction schedule for the
South Bowmanville Recreation Centre for Council in 2019, for consideration in the 2020
budget, with a design to follow.
Responsible Department: Community Services
2.37 Report CSD-009-19 was presented at the General Government Committee and
recommendations were ratified at the October 28, 2019 Council meeting. The approved
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facility program includes a twin-pad arena, gymnasium, indoor walking track, multi-
purpose programming space, a branch library, tourism and administration spaces. The
project budget of $48,005,300 was referred to the 2020 budget deliberations.
Community Services staff have applied for provincial and federal funding through the
Investing in Canada Infrastructure Program. This could result in up to $35.2M towards
the total cost of this project. Final federal approval is expected by the summer of 2020
with design work on the facility to follow immediately. The tentative project schedule
shows the facility being open to the public in the fall of 2023.
Performing Acts Space
D.4 Articulate a vision of a Performing Arts space
Responsible Departments: CAO’s Office, Planning and Community Services
2.38 Staff are not aware of any immediate opportunities respecting a potential location for
performing arts space. It is possible that through the preparation of one or more of the
secondary plans that are currently being developed that a site could be identified (as an
example, the Courtice waterfront or the Bowmanville East Urban Centre that includes
the former Goodyear property).
Camp 30
D.5 Make a decision on Camp 30
Responsible Department: Planning
2.39 Report PSD-041-19 set out a proposed Official Plan Amendment for Special Policy Area
F which includes the Camp 30 lands. The report was tabled to the October 22, 2019
Planning and Development Committee meeting. At that meeting, the Committee tabled
the report to the Council meeting of October 28, 2019. Report PSD-041-19 was then
tabled at that meeting with no specified return date. The plans for this site need to be
coordinated with the work being carried out as part of the Soper Hills Secondary Plan.
E. Environmental Sustainability
Reduction Initiatives
E.1 Advance waste reduction initiatives by promoting the four Rs: Refuse, Reduce, Reuse
and Recycle
Responsible Departments: CAO’s Office, Community Services and Operations
2.40 Through Report CSD-008-19 dated September 23, 2019, Council resolved to ban single
use plastics in Municipal facilities and buildings effective November 30, 2019.
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Operations and Community Services have met regarding the next steps to carry out this
direction. A communique to all Municipally operated buildings including the Municipal
Administrative Centre and community halls and arenas is being developed to advise of
the initiatives underway and to encourage reduction, recycling and reusing where
possible. Staff will be updating Council in spring 2020 on the highlights of the program
and results achieved.
2.41 Reports CAO-011-19 dated November 4, 2019 and CAO-014-19 dated November 25,
2019 outline several initiatives (described below) that are intended to advance waste
reduction initiatives by promoting the four R’s.
2.42 The Municipality has partnered with Trent University Durham Campus to develop a
Clarington Electric Vehicle Infrastructure Strategy. The Strategy will highlight municipal
best practices related to the adoption, use, administration and maintenance of electric
vehicles (EVs). By encouraging the adoption of EVs, the Municipality will be helping to
reduce the amount of fossil fuels that are consumed and greenhouse gasses released
into the atmosphere, while encouraging the use of clean, locally-produced electricity.
2.43 In July 2019, the Municipality’s Interdepartmental Climate Change Working Group
(ICCWG) initiated the creation of a region-wide Electric Vehicle Zero-Emission Vehicle
Infrastructure Working Group. Representatives from Clarington, Ajax, Oshawa, Oshawa
PUC Networks, Whitby and the Region of Durham submitted a proposal to NRCan to
establish a region-wide network of 60 Level 2 EV chargers across 21 municip ally-
owned, publicly accessible sites within Durham. A region -wide network of EV stations
will make it easier for the public to adopt electric vehicles, decreasing the consumption
of fossil fuels, while encouraging the use of clean, locally-produced electricity.
2.44 In accordance with O. Reg. 507/18 under the Electricity Act, the Municipality tracks
energy consumption in all of its operations. This data enables the Municipality to make
informed decisions about opportunities to reduce its energy consumption and save
money. In spring 2019 the Municipality released a 5-year corporate Energy
Conservation and Demand Management (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. The actions outlined in the ECDM Plan will be
implemented by staff on an ongoing basis to reduce energy consumption and save
money.
2.45 In late September 2019, Municipal staff submitted a proposal to NRCan to fund 100% of
the costs associated with hiring a full time Energy Manager. 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
Page 223
Municipality of Clarington Page 14
Report CAO-015-19
facilities and how the Municipality can reduce overall energy consumption, operating
costs and greenhouse gas (GHG) emissions and save money.
2.46 In September 2019, Municipal staff submitted a proposal to NRCan to fund 100% of the
costs associated with conducting energy audits on two recreational facilities using
CircuitMeter sub-metering technology. CircuitMeter is a real-time energy management
and monitoring system that integrates sub-metering hardware and data collection
software. The data collected though CircuitMeter would enable municipal staff to
recommission the facilities to reduce the amount of energy they consume.
2.47 Through Report CAO-014-019, staff are recommending that Council endorsed the
Durham Community Energy Plan (DCEP). The DCEP is an action-oriented plan that
defines region-wide energy priorities to reduce greenhouse gas pollution, save money
and create jobs. It seeks to accelerate the transition to a clean energy economy in
Durham, while simultaneously achieving economic, environmental and social benefits
by following a low carbon pathway (LCP) for energy production and use in the region.
The LCP pathway supports the Region of Durham’s target to reduce Greenhouse Gas
emissions by 80% by the year 2050.
2.48 By early spring of 2020, the Municipality will have completed Phase 2 of its LED street
light conversion program resulting in over 7,000 HPS lights being converted t o LED.
This will result in roughly a 50% reduction in energy use for street lighting.
3. Conclusion
3.1 The 2019 – 2022 Strategic Plan is in its first year of implementation. Staff will continue
to take steps to implement the action items identified in the Plan.
3.2 It is respectfully recommended that this report be received for information.
Staff Contact: Andrew Allison, Chief Administrative Officer, 905-623-3379 extension 2002 or
aallison@clarington.net.
Attachment 1 – East Beach Park Concept Plan
There are no interested parties to be notified of Council's decision.
Page 224
Page 225
22.2 Unfinished Business
1
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 226
Memo
Page | 1
The Corporation of the Municipality of Clarington
40 Temperance Street, Bowmanville ON L1C 3A6 | 905-623-3379
If this information is required in an alternate format, please contact the Accessibility
Co-ordinator at 905-623-3379 ext. 2131
As requested by Councillor Neal during the November 18, 2019 Council meeting, staff
provide the following information and attachments regarding the land ownership in the
area of the Sales Pavilion for the Uplands Development and Tooley’s Mill Park.
As stated during the November 18, 2019 Council meeting, the valley lands in the area of
the development site are currently owned by the developers and are typically
transferred to the Municipality as part of the conditions of the Subdivision or Site Plan
Agreement, which is created once the development has been approved. Because this
development is still progressing through the review process and has not yet been
approved, a Site Plan Agreement is not in place and the valley lands have not been
transferred to the Municipality. Although the Municipality does not own the lands, staff
worked with the developers to negotiate a Licence Agreement allowing the Municipality
to proceed with Phase 1 of the Farewell Creek Trail in advance of the land transfer.
Please see Attachment 1 for a map showing the land ownership in the valley and
surrounding areas, and Attachment 2 showing the land ownership of the Tooley’s Mill
parking area (also sent via email September 27, 2019).
During the November 18, 2019 Council meeting, Councillor Neal also mentioned an
additional building was erected on the pavilion site. Staff visited the site and found that
the building is an accessible washroom facility erected by the develop ers (Attachment
3). This building appears to be located on the lands owned by the developers and is
outside of the parking area proposed under the interim condition. The building will be
removed at the termination of the Licence Agreement, along with the Sales Pavilion,
and the developers will restore the parking area to the top of gravel, meeting all
municipal design and specification standards to the satisfaction of the Municipality.
Should you have any questions, or require anything further, please don’t hesitate to
contact me.
To: Mayor and Members of Council
From: Ron Albright, Acting Director, Engineering Services
Date: November 21, 2019
Subject: Tooley's Mill Park Area Land Ownership
File: D.02.34.030
Page 227
Memo
Page | 2
The Corporation of the Municipality of Clarington
40 Temperance Street, Bowmanville ON L1C 3A6 | 905-623-3379
Regards,
Ron Albright
Acting Director, Engineering Services
RA/kb
Page 228
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Regional Highway 2
Regional Highway 2
Regional Highway 2
Regional Highway 2
Darlington BoulevardVarcoe RoadCenterfield DriveFarewel l C r e ekBlack Creek
Attachment 1: Land Ownership Map - Tooley's Mill Park and Uplands Development November 20, 2019
LEGEND
High Street Courtice Inc.
Municipality of Clarington
Farewell Creek Trail
Phase 1
Attachment 1
Page 229
TRAILER LOCATION LANDS OWNED BY CLARINGTON LANDS OWNED BY PROPONENTAttachment 2Page 230
Attachment 3Page 231
Presentations
and
Handouts
CNSC OVERVIEW AND CURRENT FOCUSRamzi JammalExecutive Vice-Presidentand Chief Regulatory Operations OfficerCanadian Nuclear Safety CommissionGeneral Government CommitteeNovember 25, 2019Bowmanville, ONnuclearsafety.gc.ca
2OUTLINECNSC overviewNPP performanceEmergency preparedness Waste managementNew technologiesPublic engagementearsafety.gc.ca
3INDEPENDENT COMMISSIONTRANSPARENT, SCIENCE-BASED DECISION MAKINGQuasi-judicial administrative tribunalAgent of the Crown (Duty to Consult)Reports to Parliament through Minister ofNatural Resources Commission members are independent and part-timeCommission hearings are public and WebcastStaff presentations in publicDecisions are reviewable by Federal Courtuclearsafety.gc.ca
4CANADIAN NUCLEAR SAFETY COMMISSIONOUR MANDATEREGULATEthe use of nuclear energy and materials to protect health, safety, and security and the environmentRELY ON SCIENCE AND FOLLOW REQUIREMENTS DISSEMINATEobjective scientific, technical and regulatory information to the publicIMPLEMENTCanada's international commitments on the peaceful use of nuclear energyuclearsafety.gc.ca
5CANADIAN NUCLEAR SAFETY COMMISSIONOUR PRIORITIESModern approach to nuclear regulation that uses science-based, risk-informed, and technically sound regulatory practices Trusted regulator, one that is recognized by the public, Indigenous peoples and industry as independent, competent and transparentMaintain our global influence by continuing our efforts to enhance international nuclear safetyImproving management effectiveness to ensure our organization is agile, highly skilled and representative of Canada’s diverse populationOUR VISION IS TO BE THE BEST NUCLEAR REGULATOR IN THE WORLD uclearsafety.gc.ca
6CNSC STAFF LOCATED ACROSS CANADAHeadquarters (HQ) in Ottawa4 site offices at power plants1 site office at Chalk River4 regional officesHuman resources: 857full-time equivalentsFinancial resources: $148 million (~70% cost recovery; ~30% appropriation)Licensees: 1,700Licences: 2,500algaryLavalMississaugaBrucePickeringDarlingtonPoint LepreauChalk RiverSaskatoonHQuclearsafety.gc.ca
7NUCLEAR POWER GENERATING SITES IN CANADA5 NPP sites18 operational reactors1 reactor in refurbishment(Darlington Unit 2)3 shutdown reactors in safe storage (Pickering Units 2 and 3 and Gentilly-2)5 WMFsDarlington WMF, Pickering WMF and Western WMF (Bruce Site)have separate licencesPoint Lepreau and Gentilly-2 WMFs are covered by the NPP licenceuclearsafety.gc.caRefurbished and returned to serviceSafe storage stateIn service within design lifeIn refurbishmentPoint Lepreau SiteGentilly SiteBruce SiteDarlington SitePickering SiteREACTORSRADIOACTIVE WASTE1Spent FuelLow-levelIntermediate level3162162
8ANNUAL NPP PERFORMANCE REPORTSummary of CNSC’s Compliance Verification ProgramExtensive, risk-informed effort~18,000 person-days of effort for NPPs and ~500 person-days for WMFsMore than 30 CNSC site inspectors at NPPs ~100 inspections, >1,400 findings in 2018 Opportunity for public to provide input and feedback to CommissionDo you get value you expect from this report? uclearsafety.gc.ca
9PERFORMANCE OF DARLINGTON AND PICKERING SITESSafety and Control Area DNGS DWMF PNGS PWMFManagement system SA SA SASAHuman performance management SASAOperating performanceFSFSSafety analysisFSFSPhysical design SASAFitness for service SASARadiation protection SASAConventional health and safetyFSFSEnvironmental protection SASAEmergency management and fire protection SASAWaste management SASASecurity SASASafeguards and non-proliferation SASAPackaging and transport SASASAFE RELIABLE OPERATION OF ALL FACILITIESuclearsafety.gc.ca
10HEALTH AND ENVIRONMENTAL IMPACTSLicensees are required to meet limits for releases of radiation, chemicals, and thermal or physical stressorsLicensees, CNSC, and other federal and provincial agencies monitor the presence of radiation in the environmentResults from environmental protection programs, which are available or linked to on our website, are used to estimate public doseTHIS DATA CONFIRMS THAT THE HEALTH OF CANADIANS IS PROTECTEDuclearsafety.gc.ca
11EMERGENCY PREPAREDNESSInternational evaluation mission (EPREV) in 2019 concluded that Canada has a well developed and mature Emergency Preparedness and Response system in place across all levels of governmentOntario NPP sites– Provincial Nuclear Emergency Response Plan approved in December 2017– All Ontario NPPs implementing plans approved– Conduct frequent emergency exercises (large scale exercise at Darlington in 2020)– Confirmation of plans for distribution of KI pills to the public who might need themNO COMPLACENCY IN MAINTAINING ROBUST EMERGENCY RESPONSEuclearsafety.gc.ca
12POTASSIUM IODIDE (KI) PILL WORKING GROUPTerms of Reference signed on May 14, 2019Working Group MembershipCNSCOntario Office of the Fire Marshal and Emergency ManagementOntario Ministry of Health Ontario Power GenerationPublic Health Units and Emergency Management Offices (Peel Region, York Region, City of Toronto, Durham Region, Simcoe Muskoka District, Haliburton-Kawartha-Pine Ridge District, and Peterborough County)Health Canadauclearsafety.gc.ca
13POTASSIUM IODIDE (KI) PILL WORKING GROUPThe Working Group is using a two-phase approach to meet its objectivesPhase ICurrent provincial and federal requirements for the distribution of KI pillsMeans of KI pill distribution in a nuclear emergencyScope of current public awareness and education around KI Phase IIDetermine feasibility of pre-distribution of KI pills to all schools within the IPZEstablish clear and detailed plans for the distribution of KI pills The Working Group will produce a report for both Phase I and II All meeting minutes will be posted on a CNSC webpageuclearsafety.gc.ca
14CNSC ADVISORY COMMITTEEThe purpose of the CNSC Advisory Committee is to ensure opportunities are provided for meaningful engagement on the outputs of the Working GroupMembershipCanadian Environmental Law AssociationToronto District School Board Toronto Catholic District School Board Municipality of KincardineBruce PowerMcMaster Universityuclearsafety.gc.ca
15NUCLEAR WASTE MANAGEMENTCNSC oversight confirms all wastes from NPPs are being managed safely at licensed facilities Proposed disposal plans for the OPG waste:Nuclear Waste Management Organization’s Adaptive Phased Management Initiative for Canada’s used nuclear fuel OPG’s Deep Geologic Repository for its Low and Intermediate Level WasteCanada participates in an international peer review on the management of used fuel and radioactive waste every three yearsuclearsafety.gc.ca
16DECOMMISSIONING PLANNING OF NPPSblic input is a consideration for decommissioning planning for all facilitiesancial guarantees cover all decommissioning, dismantling, waste disposal and long-term monitoringuclearsafety.gc.cane for mmissioning kering NPP ne for mmissioning rlington NPP
17WHAT IS COMING: INNOVATIVE DESIGNSTHE CNSC IS REVIEWING VARIOUS REACTOR DESIGNSNEW DESIGNS BRING NEW INNOVATIONnon-traditional fueloperation in the fast neutron spectrumgas, light water, or liquid metal coolinglonger fuel cyclesnon-traditional deployment modelsmodular constructiontransportable reactorssecurity by designuclearsafety.gc.ca
18VENDOR DESIGN REVIEWSCountry of origin Company Reactor typeCanada/U.S. Terrestrial Energy (IMSR-400) Molten salt / 200 MWeU.S. Ultra Safe Nuclear/Global First Power High-temperature gas prismatic block / 5 MWeSweden / Canada LeadCold Molten lead pool fast spectrum / 3-10 MWeU.S. Advanced Reactor Concepts Sodium pool fast spectrum / 100 MWeUK U-Battery High-temperature gas prismatic block / 4 MWeUK Moltex Energy Molten salt fast spectrum / ~300 MWeCanada/U.S. StarCore Nuclear High-temperature gas prismatic block / 10 MWeU.S. SMR, LLC. ( a Holtec International Company) Pressurized water / 160 MweU.S. NuScale Power Integral pressurized water / 50 MweU.S. Westinghouse Electric Co. eVinci micro reactor / <25 MWeU.S. GE Hitachi Nuclear Energy (BWRX-300) Boiling Water Reactor / 300 MWeuclearsafety.gc.ca
19PUBLIC ENGAGEMENT AND TRUSTBuilding trust is a continuous processPublic hearing processParticipant Funding ProgramIndigenous and public consultationsExtensive outreach and engagement programRequirement for licensees to communicate Frequent and early engagementThe CNSC recognizes, supports and encourages the involvement of the public and Indigenous peoples in all CNSC processes uclearsafety.gc.ca
20THANK YOU!uclearsafety.gc.ca
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