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06/22/2020
Clar*wn General Government Committee Post -Meeting Agenda Date: June 22, 2020 Time: 9:30 AM Location: Microsoft Teams Inquiries & Accommodations: For inquiries about this agenda, or to make arrangements for accessibility accommodations for persons attending, please contact: Lindsey Patenaude, Committee Coordinator, at 905-623-3379, ext. 2106 or by email at Iatenaude@clarington.net. Alternate Format: If this information is required in an alternate format, please contact the Accessibility Coordinator, at 905-623-3379 ext. 2131. AudioNideo Record: The Municipality of Clarington makes an audio and/or video record of General Government Committee meetings. If you make a delegation or presentation at a General Government Committee meeting, the Municipality will be recording you and will make the recording public by on the Municipality's website, www.clarington.net/calendar 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 Call to Order 2. Land Acknowledgement Statement 3. New Business — Introduction Members of Committee are encouraged to provide the Clerk's Department, in advance of the meeting, a copy of any motion the Member is intending to introduce, (preferably electronic) such that staff could have sufficient time to share the motion with all Members prior to the meeting. 4. Adopt the Agenda 5. Declaration of Interest 6. Announcements 7. Adoption of Minutes of Previous Meeting 7.1 Minutes of a Regular Meeting of General Government Committee dated 8 June 1, 2020 8. Delegations 8.1 Aimee Chada, Event Coordinator, Donor Relations, Canadian Blood Services, Regarding the Need for Blood Donations during COVID-19 Pandemic 8.2 Rachel Traore-Takura, Chair, Clarington Diversity Advisory Committee, Regarding Report CSD-007-20 Diversity in Clarington - Update on Diversity Initiatives and Clarington's Diversity Advisory Committee 8.3 Steve Gregoris, Site Vice -President, Darlington Nuclear, Dietmar Reiner, Senior Vice -President, Chief Project Officer and Jennifer Knox, Director, Nuclear Stakeholder Relations, Ontario Power Generation, Regarding Ontario Power Generation (OPG) Update 8.4 Gregory Smith, Regarding EGD-011-20 Proposal to Close and Convey a Portion of a Road Allowance (Given Road) Situated in Lot 30, Concession 2, Former Township of Clarke Page 2 0 10 *8.6 Steven lordanidis, Regarding Speeding on George Reynolds Drive, Courtice Communications — Receive for Information 9.1 Minutes of the Orono Business Improvement Area dated February 20, 33 2020, March 12, 2020, April 9, 2020 and May 14, 2020 9.2 Minutes of the Newcastle Business Improvement Area dated May 14, 40 2020 and June 11, 2020 *9.3 Minutes of the Bowmanville Business Improvement Area dated May 12, 46 2020 and June 9, 2020 9.4 Ralph Walton, Regional Clerk/Director of Legislative Services, Region of 60 Durham, Regarding New Durham Tourism Brand Link to Report #2020-EDT-3. 9.5 Steve Clark, Minister of Municipal Affairs and Housing, Regarding 61 Funding for Reliable Broadband Access Across Ontario 9.6 Memo from Ron Albright, Acting Director, Engineering Services, 63 Regarding Ice Skating Trail Report Fall 2020 9.7 Memo from Ron Albright, Acting Director, Engineering Services, 64 Regarding Flooding on Nash Road *9.8 Memo from George Acorn, Director of Community Services, Regarding 67 2020 Clarington Sports Hall of Fame Event Communications — Direction 10.1 Tanya Daniels, City Clerk, City of Brantford, Regarding Essential 68 Workers Day - March 17 (Motion for Direction) 10.2 Ralph Walton, Regional Clerk/Director of Legislative Services, Region of 70 Durham, Regarding Waiving of Overage Charges on LTE Network for Rural Mobile Phone Subscribers (Motion for Direction) 10.3 Tracy Macdonald, Assistant Clerk, Town of Orangeville, Regarding 72 Diversity Training Program (Motion for Direction) Page 3 10.4 Darrin Canniff, Mayor/CEO, Municipality of Chatham -Kent, Regarding 74 Support for the Psychosocial and Emotional Wellbeing of Long -Term Care (LTC) and Retirement Home (RH) Residents. (Motion for Direction) 10.5 Darrin Canniff, Mayor/CEO, Municipality of Chatham -Kent, Regarding 79 Support of Government's Commission on Long -Term Care (Motion for Direction) 10.6 Minutes of the Top Aggregate Producing Municipalities (TAPMO) dated 81 May 28, 2020 (Motion to Endorse) *10.7 Memo from Steve Brake, Acting Director of Operations, 86 Regarding Report OPD-005-20 — Tennis Courts and other Infrastructure Enhancements (Motion to Refer to the Consideration of Report OPD-005-20) *10.8 Memo from Trevor Pinn, Director of Finance/Treasurer, Regarding Tax 89 Rebate Program and CIP Update (Motion to Refer to the Consideration of Report FND-018-20) *10.9 Alexander Harras, Manger, Legislative Services/Deputy Clerk, 92 Regarding Alternatives to Institutionalization of Older Adults (Motion to Refer to the Clarington Task Force on Affordable Housing) *10.10 Roxanne Joshua and Phil Refalo, Regarding Report EGD-011-20 100 Proposal to Close and Convey a Portion of a Road Allowance (Given Road) Situated in Lot 30, Concession 2, Former Township of Clarke (Motion to Refer to the Consideration of Report EGD-011-20) 11. Presentations No Presentations. 12. Engineering Services Department Reports 12.1 EGD-011-20 Proposal to Close and Convey a Portion of a Road 104 Allowance (Given Road) Situated in Lot 30, Concession 2, Former Township of Clarke 12.2 EGD-012-20 Clarington/Oshawa Boundary Road Agreement 109 Page 4 12.3 EGD-013-20 Whistle Cessation Update - Cobbledick Rd and Bennett Rd 121 13. Operations Department Reports 13.1 OPD-003-20 Cemetery By-law Updates 127 13.2 OPD-004-20 Gardening at Municipal Buildings 135 13.3 OPD-005-20 Tennis Courts and other Infrastructure Enhancements 141 13.4 OPD-006-20 Operations Needs Assessment 152 14. Emergency and Fire Services Department Reports 14.1 ESD-004-20 Emergency and Fire Services 2019 Annual Report 302 14.2 ESD-005-20 Emergency Services Activity Report — Q1 2020 333 15. Community Services Department Reports 15.1 CSD-007-20 Diversity in Clarington — Update on Diversity Initiatives and 339 Clarington's Diversity Advisory Committee 15.2 CSD-008-20 Fee Assistance Program 345 16. Municipal Clerk's Department Reports 16.1 CLD-009-20 Appointments to the Accountability and Audit Committee 350 and the CAO Review Committee 16.2 CLD-010-20 Delegation of Authority to Alter Records Retention 353 Schedule/By-law 16.3 CLD-011-20 Electronic Participation at Meetings 358 17. Corporate Services Department Reports No Reports. 18. Finance Department Reports 18.1 FND-019-20 2019 Annual Investment Report 375 18.2 FND-020-20 FCM — Asset Management Grant Opportunity 383 Page 5 19 20 21 18.3 FND-021-20 Supply, Delivery and Application of Calcium Chloride, Magnesium Chloride or Calcium -Magnesium Blend 18.4 FND-022-20 Supply of Sodium Chloride 18.5 FND-023-20 Sidewalk Bay Replacements 18.6 FND-024-20 Engineering Services Brown Street Reconstruction 18.7 FND-025-20 Single Source award to Grant Thornton for the development of Key Performance Indicators and Management by Objectives Solicitor's Department Reports No Reports. CAO Office Reports 20.1 CAO-016-20 Strategic Plan Update New Business — Consideration *21.1 Traffic on Darlington Blvd. *21.2 Drainage in Solina *21.3 Anaerobic Digestion *21.4 Prohibit Symbols of Hate *21.5 Scugog Street and Bons Avenue Intersection Awareness *21.6 Questions for the Chief of Emergency and Fire Services 22. Unfinished Business 22.1 CSD-006-20 Addendum to Report CSD-004-20 2020 Community Grant Requests Link to Report CSD-004-20 22.2 Report CSD-004-20 2020 Community Grant Requests (Referred from the May 11, 2020 General Government Committee Meeting) 22.3 Resolution #GG-093-20 Hall Board Grant Requests (Referred from the May 25, 2020 Council Meeting) Page 6 't : •, 391 396 401 406 le[olti7 473 22.4 Resolution #C-232-20 Newtonville Community Hall Grant Application 550 (Referred from May 25, 2020 Council Meeting) 22.5 FND-018-20 COVID-19 Financial Support Update (Referred from the June 15, 2020 Council Meeting) Link to Report FND-018-20 23. Confidential Reports 23.1 PSD-023-20 Potential Acquisition — Future Works Yard (Distributed Under Separate Cover) 23.2 Memo from Ron Albright, Acting Director, Engineering Services, Regarding Land Appraisal Value to Portion of Given Road to be Closed and Conveyed as Part of Adjacent Development Proposals (Distributed Under Separate Cover) 23.3 CAO-017-20 Rural Broadband Connectivity (Distributed Under Separate Cover) 24. Adjournment Page 7 Clarh4"n 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: June 1, 2020 Time: 9:30 AM Location: Council Chambers, 2nd Floor Municipal Administrative Centre 40 Temperance Street Bowmanville, Ontario Present Were: Mayor A. Foster Present by Electronic Councillor G. Anderson, Councillor R. Hooper, Councillor J. Means: Jones, Councillor J. Neal, Councillor C. Traill, Councillor M. Zwa rt Staff Present: J. Gallagher, L. Patenaude Present by Electronic A. Allison, A. Greentree, F. Langmaid, R. Maciver Means: Until 5:22 PM: G. Acorn, R. Albright, S. Brake, M. Marano, T. Pinn, G. Weir 1. Call to Order Mayor Foster called the meeting to order at 9.30 AM. 2. Land Acknowledgement Statement Councillor Zwart led the meeting in the Land Acknowledgement Statement. 3. New Business — Introduction Councillor Neal asked that an Item regarding Numbering of Pages on the Agenda, be added to the New Business section of the agenda. 4. Adopt the Agenda Resolution # GG-120-20 Moved by Councillor Anderson Seconded by Councillor Hooper That the Agenda for the General Government Committee meeting of June 1, 2020 be adopted as presented with the addition of a New Business Item Regarding Page Numbering on Agendas. Carried 1 General Government Committee Minutes June 1, 2020 5. Declaration of Interest Councillor Hooper declared a direct interest in Report FND-018-20 regarding COVID-19 Financial Support Update, Section 9 Business Improvement Areas. Councillor Jones declared an indirect interest in Report CSD-005-20 regarding the 2020 Community Event Sponsorship Requests - Intake 2 (Spring) for the Bowmanville Memorial Hospital Foundation (Application #S20-06). Councillor Neal declared an indirect interest in Report CSD-005-20 regarding the 2020 Community Sponsorship Requests for Autism Home Base Durham. Councillor Zwart declared a direct interest in Report FND-018-20 regarding COVID-19 Financial Support Update, Section 9 Business Improvement Areas. 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 the General Government Committee Meeting dated May 11, 2020 Resolution # GG-121-20 Moved by Councillor Zwart Seconded by Councillor Hooper That the minutes of the regular meeting of the General Government Committee meeting held on May 11, 2020, be approved. Carried 8. Delegations No Delegations. 9. Communications — Receive for Information 9.1 Minutes of the Bowmanville Business Improvement Area dated April 14, 2020 9.2 Christopher Schueler, Project Manager, AECOM, Regarding Highway 401 Bridge Rehabilitations in Clarington, Detail Design and Class Environmental Assessment Study 9.3 Stephanie Allman, Regulatory Coordinator - Regulatory Affairs, Enbridge Gas Inc., Regarding Notice of Application for Harmonized System Expansion Surcharge, Temporary Connection Surcharge and Hourly Allocation Factor Page 9 General Government Committee Minutes June 1, 2020 9.4 Gretchen Gordon, Senior Lead Liaison - Ontario, Public Affairs & Communications, TC Energy, Regarding Mainline Valve (MLV) 135, Clarington, Hydrostatic Testing 9.5 Memo from Steve Brake, Acting Director of Operations and George Acorn, Acting Director of Community Services, Regarding Report CSD-008-19 Single Use Plastics in Municipal Buildings 9.6 Memo from Ron Albright, Acting Director of Engineering Services, Regarding Robert Adams and Prestonvale Road Intersection Update Resolution # GG-122-20 Moved by Councillor Zwart Seconded by Councillor Anderson That items 9.1 to 9.6, be received on consent. Carried Note: Item 9.6 was further considered later in the meeting. See Item 12.2. 10. Communications — Direction 10.1 Barry Carmichael, Chair, Newcastle Community Hall, Regarding Community Hall Funding Assistance Resolution # GG-123-20 Moved by Councillor Zwart Seconded by Councillor Anderson That Correspondence Item 10.1 from Barry Carmichael, Chair, Newcastle Community Hall, regarding Community Hall Funding Assistance, be referred to the consideration of Report FND-018-20 COVID-19, Financial Support Update. Carried 10.2 Jeff Bunn, Manager, Council & Committee Services/Deputy City Clerk, City of Kitchener, Regarding Universal Basic Income Resolution # GG-124-20 Moved by Councillor Zwart Seconded by Councillor Anderson That the following resolution from Jeff Bunn, Manager, Council & Committee Services/Deputy Clerk, City of Kitchener, regarding Universal Basic Income, be endorsed by the Municipality of Clarington: Whereas the World Health Organization (WHO) on March 11, 2020 declared COVID-19 a pandemic, pointing to the growing number of cases of the coronavirus illness around the world and the sustained risk of further global spread; 2 Page 10 General Government Committee Minutes June 1, 2020 And whereas in response to the COVID-19 pandemic, the Province of Ontario and the City of Kitchener have declared a state of emergency under the Emergency Management and Civil Protection Act; And whereas the City of Kitchener has approved the Early Economic Support Plan, which provides financial and economic support measures to help reduce the financial strain on citizens and businesses during the COVID-19 pandemic; And whereas Statistics Canada has reported that the unemployment rate has risen to 7.8 per cent, with 1,011,000 jobs lost in March 2020, and that the COVID-19 pandemic has impacted the employment of 3.1 million Canadians; And whereas the Federal government has announced $82 billion in relief funding for the COVID-19 Economic Response Plan, utilizing tax deferrals, subsidies, loans, and credits to support citizens, businesses, and industries; And whereas according to a 2018 Parliamentary Budget Office report, a Canada -wide basic income of the type previously piloted in Ontario would have an annual net cost of $44 billion; And whereas a universal basic income would likely have many positive effects, including reducing poverty, reducing strain on health care and social assistance systems, supporting businesses and the economy, reducing crime, as well as reducing administrative complexity and creating efficiencies for those in need of financial and economic support measures; Therefore Be It Resolved that the Council of the City of Kitchener urges the Ontario Provincial government to pursue a partnership with the Federal government for the establishment of a universal basic income; Be It Finally Resolved that this resolution be forwarded to the Right Honourable Prime Minister of Canada; the Honourable Premier of Ontario; the Minister of Children, Community and Social Services; the Minister of Municipal Affairs and Housing; the Association of Municipalities of Ontario; the Local Members of Provincial Parliament; the Region of Waterloo; all Municipalities within the Province of Ontario; and, the Federation of Canadian Municipalities. Yes (5): Mayor Foster, Councillor Anderson, Councillor Hooper, Councillor Traill, and Councillor Zwart No (2): Councillor Jones, and Councillor Neal Carried on a recorded vote (5 to 2) 3 Page 11 General Government Committee Minutes June 1, 2020 11. Presentations 11.1 Anand Desai, Associate Planner, Monteith Brown Planning Consultants, Regarding Report EGD-010-20 Outdoor Recreation Needs Assessment Anand Desai, Associate Planner, Monteith Brown Planning Consultants was present via electronic means regarding Report EGD-010-20, Outdoor Recreation Needs Assessment (ORNA). Mr. Desai made a verbal presentation to accompany an electronic presentation. He outlined the purpose of the ORNA, identifying outdoor recreation needs over the next 15 years and highlighted the items contained in, and out of, the scope of the ORNA. Mr. Desai noted the planning process timeline was initiated in early fall 2019. He updated the Committee on the results of Community Engagement and thanked the Corporate Communications Division for their help with assisting in the process by advertising in the newspaper and social media. Mr. Desai explained the themes contained in the assessment and continued by explaining the details and action plan for rectangular fields, ball diamonds, tennis and pickleball courts, basketball courts, skateboard/BMX parks, and trails. Mr. Desai noted other recommendations including a replacement site to permanently accommodate displacement of Bowmanville Allotment Gardens, construction of an off -leash park in North Bowmanville, and integration of splash pads at future Neighbourhood Parks. He concluded by noting the next steps of the assessment which would require the Committee to approve the ORNA as a guiding document. Mr. Desai answered questions from the Members of Committee. 12. Engineering Services Department Reports 12.1 EGD-010-20 Outdoor Recreation Needs Assessment (ORNA) Resolution # GG-125-20 Moved by Councillor Zwart Seconded by Councillor Hooper That Report be received; That the Outdoor Recreation Needs Assessment be approved as a guide for the future provision of outdoor recreation facilities; and That all interested parties listed in Report and any delegations be advised of Council's decision. Carried as Amended 0 Page 12 General Government Committee Minutes June 1, 2020 Resolution # GG-126-20 Moved by Councillor Neal Seconded by Councillor Jones That the foregoing Resolution #GG-125-20 be amended by adding the following after paragraph two: "That Staff be directed to properly fix the Stuart Park Tennis Court and provide lighting for the Courts." Yes (3): Councillor Jones, Councillor Neal, and Councillor Traill No (4): Mayor Foster, Councillor Anderson, Councillor Hooper, and Councillor Zwa rt Motion Lost on a recorded vote (3 to 4) Resolution # GG-127-20 Moved by Councillor Neal Seconded by Councillor Jones That the Rules of Procedure be suspended to allow Members of Committee to speak to the foregoing Resolution #GG-126-20 for a second time. Carried That the foregoing Resolution #GG-126-20 was then put to a recorded vote and lost. Recess Resolution # GG-128-20 Moved by Councillor Hooper Seconded by Councillor Jones That the Committee recess for 10 minutes. Carried The meeting reconvened at 11:15 AM with Mayor Foster in the Chair. Resolution # GG-129-20 Moved by Councillor Anderson Seconded by Councillor Traill That the foregoing Resolution #GG-125-20 be amended by adding the following after paragraph two: "That Staff report back on limiting access for dogs in certain parks and staff to review the possibility to increase fines for poop and scoop infractions." Motion Withdrawn 5 Page 13 General Government Committee Minutes June 1, 2020 Resolution # GG-130-20 Moved by Councillor Anderson Seconded by Councillor Traill That the foregoing Resolution #GG-125-20 be amended by adding the following after paragraph two: "That Staff report back on enforcement, park patrols, and the possibility to increase the fees for poop and scoop infractions." Motion Withdrawn Resolution # GG-131-20 Moved by Councillor Hooper Seconded by Councillor Zwart That the foregoing Resolution #GG-125-20 be amended by adding the following after paragraph two: "That Staff be directed to report back before summer break on capital improvements to Stuart Park Tennis Courts, and other tennis courts in Clarington, to enhance user experience." Carried as Amended Resolution # GG-132-20 The Committee recessed for their one hour scheduled break as per the Procedural By- law. The meeting reconvened at 1:00 PM with Mayor Foster in the Chair. Resolution # GG-133-20 Moved by Councillor Hooper Seconded by Councillor Anderson That the foregoing Resolution #GG-131-20 be amended by adding the following after the words "in Clarington": "and other infrastructure projects which may be included within related budgetary allowances" Carried That the foregoing Resolution #GG-131-20 was then put to a vote and carried as amended. n Page 14 General Government Committee Minutes June 1, 2020 12.2 Correspondence Item 9.6 - Memo from Ron Albright, Acting Director of Engineering Services, Regarding Robert Adams and Prestonvale Road Intersection Update Suspend the Rules Resolution # GG-134-20 Moved by Councillor Neal Seconded by Councillor Jones That the Rules of Procedure be suspended to further consider Correspondence Item 9.6, Memo from Ron Albright, Acting Director of Engineering Services, Regarding Robert Adams and Prestonvale Road Intersection Update, at this time. Carried Resolution # GG-135-20 Moved by Councillor Neal Seconded by Councillor Jones That Staff be directed to install an all -way stop sign at the intersection of Robert Adams and Prestonvale Road. Carried 13. Operations Department Reports 13.1 OPD-002-20 Winter Control Services Resolution # GG-136-20 Moved by Councillor Hooper Seconded by Councillor Anderson That Report OPD-002-20 be received; That Council support the cancellation of Tender CL2020-13 for Winter Control Services; and That Council approve the issuance of a tender for the replacement of four end of service life combination plow trucks that were previously requested in the 2019 and 2020 Capital Budget submissions. Referred Resolution # GG-137-20 Moved by Councillor Neal Seconded by Councillor Jones That Report OPD-002-20 be referred back to Staff to report, in fall, 2020, on a tender for Winter Control Services based on an hourly basis, as opposed to per kilometre basis. Carried as Amended 7 Page 15 General Government Committee Minutes June 1, 2020 Resolution # GG-138-20 Moved by Councillor Neal Seconded by Councillor Hooper That the foregoing Resolution #GG-137-20 be amended to replace the words "as opposed to" with the words "or a". Carried That the foregoing Resolution #GG-137-20 was then put to a vote and carried as amended. Recess Resolution # GG-139-20 Moved by Councillor Jones Seconded by Councillor Zwart That the Committee recess for 10 minutes. Carried The meeting reconvened at 2:26 PM with Mayor Foster in the Chair. 14. Emergency and Fire Services Department Reports No Reports for this Section of the Agenda. 15. Community Services Department Reports 15.1 CSD-005-20 2020 Community Event Sponsorship Requests — Intake 2 (Spring) Resolution # GG-140-20 Moved by Councillor Hooper Seconded by Councillor Zwart That Report CSD-005-20 be received; That Council consider the staff recommendations on Intake 1 funding as presented in this Report; That Council consider all submitted Intake 2 sponsorship requests; and That all interested parties listed in Report CSD-005-20, and any delegations be advised of Council's decision. Carried 8 Page 16 General Government Committee Minutes June 1, 2020 Councillor Neal declared an indirect interest in the Sponsorship Application from Autism Home Base Durham as he is a member of the Board. Councillor Neal muted is audio and video and refrained from discussion and voting on this matter. Autism Home Base Durham Resolution # GG-141-20 Moved by Councillor Neal Seconded by Councillor Traill That the Sponsorship Application, from Autism Home Base Durham, for the Fall Family Symposium 2020, be approved in the amount of $1,000. Carried Councillor Neal returned to the meeting. Big Brothers Big Sisters Resolution # GG-142-20 Moved by Councillor Zwart Seconded by Councillor Anderson That the Sponsorship Application, from Big Brothers Big Sisters, for a fall event, be approved in the amount of $2,000. Carried Canadian Cancer Society Resolution # GG-143-20 Moved by Councillor Zwart Seconded by Councillor Neal That the Sponsorship Application, from Canadian Cancer Society, be maintained in the amount of $2,000. Carried Clarington AAA Peewee Team Resolution # GG-144-20 Moved by Councillor Neal Seconded by Councillor Hooper That no refund be requested from the Clarington AAA Peewee Team for their Sponsorship amount. Carried 9 Page 17 General Government Committee Minutes June 1, 2020 Epilepsy Durham Resolution # GG-145-20 Moved by Councillor Anderson Seconded by Councillor Zwart That the Sponsorship Application, from Epilepsy Durham, be approved in the amount of $2,000, with the requirement to return the amount if the event is deferred to 2021. Carried Newtonville Community Hall Resolution # GG-146-20 Moved by Councillor Anderson Seconded by Councillor Zwart That the Sponsorship Application, from Newtonville Community Hall, for a fall event, be approved in the amount of $1,000. Carried Newcastle Memorial Arena Board Resolution # GG-147-20 Moved by Councillor Zwart Seconded by Councillor Anderson That the Sponsorship Application #S20-01, from Newcastle Memorial Arena Board, be approved in the amount of $2,000. Carried Bowmanville Memorial Hospital Foundation Councillor Jones declared an indirect interest in Sponsorship Application #S20- 06 as she is an employee of Lakeridge Health. Councillor Jones muted her audio and video and refrained from discussion and voting on this matter. Resolution # GG-148-20 Moved by Councillor Hooper Seconded by Councillor Anderson That the Sponsorship Application #S20-06, from Bowmanville Memorial Hospital Foundation, be approved in the amount of $2,000. Carried Councillor Jones returned to the meeting 10 Page 18 General Government Committee Minutes June 1, 2020 Resolution # GG-149-20 Moved by Councillor Neal Seconded by Councillor Zwart That the Rules of Procedure be suspended to allow Members of Committee to speak to the foregoing Resolution #GG-148-20 for a second time. Motion Withdrawn Grandview Children's Foundation Resolution # GG-150-20 Moved by Councillor Anderson Seconded by Councillor Neal That the Sponsorship Application #S20-07, from Grandview Children's Foundation, be approved in the amount of $2,000. Carried Bethesda House Resolution # GG-151-20 Moved by Councillor Traill Seconded by Councillor Jones That the Sponsorship Application #S20-08, from Bethesda House, be approved in the amount of $600.00. Carried Tyrone Community Centre Resolution # GG-152-20 Moved by Councillor Traill Seconded by Councillor Anderson That the Sponsorship Application #S20-09, from Tyrone Community Centre, be approved in the amount of $500.00. Carried Newcastle BIA Resolution # GG-153-20 Moved by Councillor Zwart Seconded by Councillor Anderson That the Sponsorship Application #S20-10, from Newcastle BIA, be approved in the amount of $2,000. Carried 11 Page 19 General Government Committee Minutes June 1, 2020 Resolution # GG-154-20 Moved by Councillor Neal Seconded by Councillor Traill That the Sponsorship Applications #S20-11 to S20-16 and S20-19, be received for information. Motion Lost Soper Valley Model Railroad Resolution # GG-155-20 Moved by Councillor Zwart Seconded by Councillor Hooper That the Sponsorship Application #S20-11, from Soper Valley Model Railroad, be approved in the amount of $800.00. Carried Carion Fenn Foundation Resolution # GG-156-20 Moved by Councillor Zwart Seconded by Councillor Anderson That the Sponsorship Application #S20-13, from Carion Fenn Foundation, be approved in the amount of $500.00. Carried Newcastle Village and District Historical Society Resolution # GG-157-20 Moved by Councillor Anderson Seconded by Councillor Zwart That the Sponsorship Application #S20-14, from Newcastle Village and District Historical Society, be approved in the amount of $1,000. Carried St. Paul's United Church Resolution # GG-158-20 Moved by Councillor Hooper Seconded by Councillor Zwart That the Sponsorship Application #S20-15, from St. Paul's United Church, be approved in the amount of $1.000. Carried 12 Page 20 General Government Committee Minutes June 1, 2020 Oshawa Ski Club o/a Brimacombe Resolution # GG-159-20 Moved by Councillor Zwart Seconded by Councillor Anderson That the Sponsorship Application #S20-16, from Oshawa Ski Club o/a Brimacombe, be approved in the amount of $500.00 Motion Lost Oshawa Ski Club o/a Brimacombe Resolution # GG-160-20 Moved by Councillor Hooper Seconded by Councillor Zwart That the Sponsorship Application #S20-16, from Oshawa Ski Club o/a Brimacombe, be approved in the amount of $1,000. Carried Bowmanville Santa Claus Parade Resolution # GG-161-20 Moved by Councillor Hooper Seconded by Councillor Anderson That the Sponsorship Application #S20-18, from Bowmanville Santa Claus Parade, be approved in the amount of $2,000. Carried Sharon Payton Resolution # GG-162-20 Moved by Councillor Zwart Seconded by Councillor Anderson That the Sponsorship Application #S20-19, from Sharon Payton be approved in the amount of $1,000. Motion Lost Sharon Payton Resolution # GG-163-20 Moved by Councillor Neal Seconded by Councillor Hooper That the Sponsorship Application #S20-19, from Sharon Payton be received for information. Carried 13 Page 21 General Government Committee Minutes June 1, 2020 16. Municipal Clerk's Department Reports 16.1 CLD-008-20 Appointment to the Newcastle Arena Board Resolution # GG-164-20 Moved by Councillor Zwart Seconded by Councillor Anderson That Report CLD-008-20 be received; That Jim Vinson be appointed to the Newcastle Arena Board for a term ending December 31, 2022, or until a successor is appointed; and That all interested parties listed in Report CLD-008-20 and any delegations be advised of Council's decision. Carried 17. Corporate Services Department Reports No Reports for this Section of the Agenda. 18. Finance Department Reports 18.1 FND-014-20 Durham Purchasing Co-operative Asphalt Registry Resolution # GG-165-20 Moved by Councillor Hooper Seconded by Councillor Zwart That Report FND-014-20 be received; That Innovative Surface Solutions, with a total bid amount for the initial one year term of $128,107.85 (Net HST Rebate), and a potential contract value of $463,879.11 (Net HST Rebate) for three years, being the lowest responsible bidder for delivery of High Performance Cold Mix Asphalt, meeting all terms, conditions and specifications of Tender C2020-019, be awarded the Asphalt Registry for the Municipality of Clarington's requirements of High Performance Cold Mix Asphalt; That, subject to Council approving recommendation 2, the Purchasing Manager in consultation with the Acting Director of Operations be given the authority to extend the contract with Innovative Surface Solutions for up to two additional one year terms; That Coco Paving Inc., with a total bid amount for the initial one year term of $28,309.63 (Net HST Rebate), and a potential contract value of $84,928.89 (Net HST Rebate) for three years, being the lowest responsible bidder for the supply of HL3 Hot Mix and Driveway Mix Asphalt within a reasonable distance to allow for pickup and application, meeting all terms, conditions and specifications of Tender C2020-019, be awarded the Asphalt Registry for the Municipality of Clarington's requirements of HL3 Hot Mix and Driveway Mix Asphalt; 14 Page 22 General Government Committee Minutes June 1, 2020 That, subject to Council approving recommendation 4, the Purchasing Manager in consultation with the Acting Director of Operations be given the authority to extend the contract with Coco Paving for up to two additional one year terms; and That the funds expended for high performance cold mix asphalt in the amount of $128,107.85 and HL3 hot mix and driveway mix asphalt in the amount of $28,309.63 be funded by the Municipality from the approved budget allocation as follows: Description Account Number Amount Pavement Patch 100-36-381-10255-7112 L$156,417.48 That all interested parties listed in Report FND-014-20 and any delegations be advised of Council's decision. Carried 18.2 FND-015-20 Rout and Crack Seal Repairs Resolution # GG-166-20 Moved by Councillor Zwart Seconded by Councillor Hooper That Report FND-015-20 be received; That Pavetech Ottawa Ltd. with an annual bid amount of $76,669.00 (Net HST Rebate) being the lowest compliant bidder meeting all terms, conditions and specifications of tender CL2020-12 be awarded the contract for an initial one- year term for Rout and Crack Seal Repairs, as required by the Operations Department; That, pending satisfactory performance, the Purchasing Manager, in consultation with the Acting Director of Operations, be given the authority to extend the contract for this service for up to four additional one-year terms; That the funds required for this project in the amount of $76,669.00 (Net HST Rebate) be funded by the Municipality as follows: Description Account Number Amount Hrdtop Mntce / Pavment Resurf. / 100-36-381-10250- $76,669 Contract 7163 That all interested parties listed in Report FND-015-20 and any delegations be advised of Council's decision. Carried 15 Page 23 General Government Committee Minutes June 1, 2020 Recess Resolution # GG-167-20 Moved by Councillor Neal Seconded by Councillor Traill That the Committee recess for 15 minutes. Carried The meeting reconvened at 3:51 PM with Mayor Foster in the Chair. 18.3 FND-016-20 Annual Statement for the Development Charges Reserve Funds for the Year Ended December 31, 2019 Resolution # GG-168-20 Moved by Councillor Zwart Seconded by Councillor Anderson That Report FND-016-20 be received; and That a copy of this report be posted on the Municipality's website. Carried 18.4 FND-017-20 Supply and Installation of Four New Playgrounds Resolution # GG-169-20 Moved by Councillor Neal Seconded by Councillor Hooper That Report FND-017-20 be received; That Play Power with a bid amount of $136,532.00 (Net HST Rebate) being the lowest bidder meeting all terms, conditions and specifications of RFP2019-16 be awarded the contract for the supply and installation of Gatehouse Parkette in Courtice and Orono Park, as required by the Operations Department; That Play KSL with a bid amount of $137,228.00 (Net HST Rebate) being the lowest bidder meeting all terms, conditions and specifications of RFP2019-16 be awarded the contract for the supply and installation of Landerville Parkette in Bowmanville and Moyse Parkette in Courtice, as required by the Operations Department; 16 Page 24 General Government Committee Minutes June 1, 2020 19. 20 20.1 That the funds required for this project in the amount of $273,760.00 (Net HST Rebate) be funded by the Municipality as follows: Description 2019 Park Furniture Equipment 2020 Park Furniture Equipment Account Number I§11 1,01MY2a:191*L9Lt1]iI 110-36-325-83644-7401 Amount $273,418 342 That all interested parties listed in Report FND-017-20 and any delegations be advised of Council's decision. Carried Solicitor's Department Reports No Reports for this Section of the Agenda. CAO Office Reports CAO-013-20 Service Delivery Review Update - Tourism Resolution # GG-170-20 Moved by Councillor Hooper Seconded by Councillor Anderson That Report CAO-013-20 be received for information. Carried CAO-014-20 Service Delivery Review Update — Animal Shelter Services Resolution # GG-171-20 Moved by Councillor Zwart Seconded by Councillor Hooper That Report CAO-014-20 be received for information. Carried Suspend the Rules Resolution # GG-172-20 Moved by Councillor Neal Seconded by Councillor Zwart That the Rules of Procedure be suspended to extend the meeting for an additional one hour until 5.30 PM. Carried 17 Page 25 General Government Committee Minutes June 1, 2020 21. New Business — Consideration 21.1 Actions to Support Municipalities and the Development of a Green Economy Resolution # GG-173-20 Moved by Councillor Zwart Seconded by Councillor Anderson Whereas all levels of government have taken unprecedented steps to ensure the health and well-being of Canadians during the COVID-19 public health emergency, which has resulted in a significant economic slowdown; And whereas climate change and environmental degradation will continue to be ongoing threats to the health and well-being of Canadians during, and after, the COVID-19 public health emergency; And whereas governments will play an important role in restarting the economy following the COVID-19 public health emergency to ensure the prosperity and well-being of our communities; And whereas the restart of the economy provides a unique leadership opportunity for governments to expedite the transition to environmentally sustainable economic activities that are prosperous and healthy for people and the natural environment; And whereas investing in a clean economy has many benefits that contribute to the health and well-being of people including: increased air and water quality; technological innovation; energy -supply security through increased energy diversity; reduced fuel costs; new employment opportunities; and healthier natural areas; And whereas the Municipality of Clarington has helped to create and endorse the Durham Community Energy Plan, which outlines a strategy to respond to climate change while providing over 7,000 new jobs each year, reducing greenhouse gas (GHG) emissions by 70%, reducing overall household energy expenses, and returning $40 billion in energy savings and revenue to the economy in Durham from local energy generation by 2050; And whereas the Municipality of Clarington is already taking actions to protect the environment and respond to climate change by implementing Priority Green development standards and an Energy Conservation and Demand Management Plan, developing the Clarington Climate Action Plan, participating in the Federation of Canadian Municipalities' Partners for Climate Protection Program, and declaring a climate emergency to expedite climate action; Now therefore be it resolved: That Mayor Foster, on behalf of the Municipality of Clarington, respectfully request that the Federal and Provincial governments take the following actions to 18 Page 26 General Government Committee Minutes June 1, 2020 support municipalities and the development of a green economy following the COVID-19 public health emergency: • Invest in programs that reduce GHG emissions and create jobs by helping residents and businesses retrofit existing homes and buildings and construct new homes and buildings that are energy efficient and resilient to climate change. • Invest in the restoration of forests, streams, rivers, wetlands, and coastal ecosystems, which provide a wide variety of ecological goods and services, such as clean air and water, long term carbon storage, and natural habitats. • Invest in accessible public transit systems in rural and urban areas to help reduce GHG emissions and provide essential transportation. • Invest in cycling and pedestrian infrastructure, which enables inexpensive non-polluting mobility and supports public health through physical activity. • Create a federal Environmental Bill of Rights, that articulates a person's right to clean air, water and a healthy natural environment. • Divest from the fossil fuel industry to reduce GHG emissions and mitigate climate change. • Invest in local renewable energy production, transmission and storage, to reduce GHG emissions and household energy expenses and create high quality new jobs in manufacturing, installation, maintenance, and recycling. • Invest in the local agricultural sector to lower GHG emissions associated with food distribution, create local jobs, and increase local food security. • Invest in waste reduction initiatives that reduce the amount of household waste that is being added to landfills and burned in waste incinerators. • Invest in Canadian industries that are seeking solutions to climate change and environmental damage and contributing to public well-being. • Provide financial aid to municipalities and businesses to support initiatives that create local jobs, provide local services, increase local food security, implement sustainable business practices, and increase resilience to climate change. That this resolution be forwarded to the Federation of Canadian Municipalities (FCM) the Association of Municipalities Ontario (AMO) for circulation to municipalities with a request for endorsement; That a copy of this resolution be forwarded to the Honourable Erin O'Toole, MP (Durham), Honourable Philip Lawrence MP (Northumberland -Peterborough South), Lindsey Park, MPP (Durham), David Piccini, MPP (Northumberland - Peterborough South); and 19 Page 27 General Government Committee Minutes June 1, 2020 That a copy of this resolution be forwarded to the Region of Durham and Durham area municipalities for endorsement. Yes (5): Mayor Foster, Councillor Anderson, Councillor Hooper, Councillor Traill, and Councillor Zwart No (2): Councillor Jones, and Councillor Neal Carried on a recorded vote (5 to 2) 21.2 Appointment to St. Marys Community Relations Committee Councillor Anderson and Councillor Traill nominated Councillor Hooper to be the Council Appointment to the St. Marys Community Relations Committee. Councillor Hooper declined the nomination. Resolution # GG-174-20 Moved by Councillor Anderson Seconded by Councillor Traill That Councillor Zwart be appointed as the Council Representative to the St. Marys Community Relations Committee. Carried Counillor Zwart agreed to accept the nomination. 21.3 Page Numbering on Agendas Resolution # GG-175-20 Moved by Councillor Neal Seconded by Councillor Anderson That, when there are updates to Agendas, the original page numbers not be changed. Yes (2): Councillor Neal, and Councillor Traill No (5): Mayor Foster, Councillor Anderson, Councillor Hooper, Councillor Jones, and Councillor Zwart Motion Lost on a recorded vote (2 to 5) Suspend the Rules Resolution # GG-176-20 Moved by Councillor Traill Seconded by Councillor Anderson That the Rules of Procedure be suspended to add an additional item to the Agenda. Carried 20 Page 28 General Government Committee Minutes June 1, 2020 21.4 Anaerobic Digestion Facility Resolution # GG-177-20 Moved by Councillor Neal Seconded by Councillor Anderson Whereas the proximity of the proposed Anaerobic Digestion Facility in Clarington presents a significant risk of exposure to the residents of Clarington and Oshawa to noxious odours; Whereas the Municipality of Clarington has declared itself an Unwilling Host Community to the Anaerobic Digestion Facility; Now Therefore Be It Resolved That: 1. The Municipality of Clarington requests that Oshawa endorse Clarington's position as an Unwilling Host Community; 2. Durham Region be advised that Clarington challenges the Region's decision to spend up to $1.2 million in legal studies for a project that Clarington opposes; 3. That Clarington asks that Durham Region not spend any of the proposed $1.2 million for legal studies while there is a legal challenge underway by the Municipality of Clarington; 4. MPP Lindsey Park be contacted to assist Council given the potential negative environmental, social and financial impacts on Darlington Park and the Energy Park. Referred Resolution # GG-178-20 Moved by Councillor Neal Seconded by Councillor Anderson That Resolution #GG-177-20, regarding the Anaerobic Digestion Facility, be referred to the end of the meeting to be discussed during closed session. Carried 21 Page 29 General Government Committee Minutes June 1, 2020 22. Unfinished Business 22.1 FND-018-20 COVID-19 Financial Support Update Councillor Hooper declared a direct interest in Report FND-018-20 COVID-19 Financial Support Update, Section 9 regarding Business Improvement Areas as it relates to his family business. Councillor Hooper muted his audio and video and refrained from discussion on this matter. Councillor Zwart declared a direct interest in Report FND-018-20 COVID-19 Financial Support Update, Section 9 regarding Business Improvement Areas as she owns commercial property in the BIA area. Councillor Zwart muted her audio and video and refrained from discussion on this matter. Resolution # GG-179-20 Moved by Councillor Neal Seconded by Councillor Jones That Report FND-018-20 regarding COVID-19 Financial Support Update, be referred to the June 22, 2020 General Government Committee meeting. Motion Withdrawn Resolution # GG-180-20 Moved by Councillor Neal Seconded by Councillor Jones That Report FND-018-20 regarding COVID-19 Financial Support Update, be referred to the June 15, 2020 Council meeting. Carried Councillor Hooper returned to the meeting. Councillor Zwart returned to the meeting. Closed Session Resolution # GG-181-20 Moved by Councillor Neal 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 the following three matters: • Mediation/Arbitration, a matter that deals with litigation or potential litigation, including matters before administrative tribunals, affecting the municipality or local board. • HR Matter Arising out of Questions to the Municipal Clerk, a matter that deals with personal matters about an identifiable individual, including municipal or local board employees. 22 Page 30 General Government Committee Minutes June 1, 2020 • Anaerobic Digestion Facility, a matter that deals with advice to the solicitor - client privilege, including communications necessary for that purpose. Carried Rise and Report The meeting resumed in open session at 6:30 PM. Mayor Foster advised that three items were discussed in "closed" session in accordance with Section 239(2) of the Municipal Act, 2001 and two resolutions were passed on procedural matters and no resolutions were passed to provide direction to staff. 22.2 Anaerobic Digestion Facility Resolution # GG-182-20 Moved by Councillor Traill Seconded by Councillor Anderson Whereas the proximity of the proposed Anaerobic Digestion Facilitu in Clarington presents a significant risk of exposure to the residents of Clarington and Oshawa to noxious odours; Whereas the Municipality of Clarington has declared itself an Unwilling Host Community to the Anaerobic Digestion Facility; Now Therefore Be It Resolved That: 1. The Municipality of Clarington requests that Oshawa endorse Clarington's position as an Unwilling Host Community; 2. Durham Region be advised that Clarington challenges the Region's decision to spend up to $1.2 million in legal studies for a project that Clarington opposes; 3. That Clarington asks that Durham Region not spend any of the proposed $1.2 million for legal studies while there is a legal challenge underway by the Municipality of Clarington; 4. MPP Lindsey Park be contacted to assist Council given the potential negative environmental, social and financial impacts on Darlington Park and the Energy Park. Yes (1): Councillor Traill No (6): Mayor Foster, Councillor Anderson, Councillor Hooper, Councillor Jones, Councillor Neal, and Councillor Zwart Motion Lost on a recorded vote (1 to 6) 23 Page 31 General Government Committee Minutes June 1, 2020 23. Confidential Reports No Reports for this Section of the Agenda. 24. Adjournment Resolution # GG-183-20 Moved by Councillor Hooper Seconded by Councillor Neal That the meeting adjourn at 6:36 PM. Carried Mayor Deputy Clerk 24 Page 32 ODBIA Meeting Agenda February 20, 2020 9:00 a.m. Buttercup Hollow Pantry Present: Karen Lowery, chair (Terrens Wellness Centre) Julie Cashin-Oster, secretary (Orono Weekly Times) Heather Maitland (Strands Hair Studio) Kelly Addison (Kelly's Green Lounge) Ashlen Morrison (Buttercup Hollow Pantry) Scott Storey (Orono Events Committee BIA rep) Frank Maitland (Apple Blossom Flower Shop) Councillor Margaret Zwart Shelley Rivers (Orono Santa Claus Parde/Tree Lighting) Regrets: Tammy Rendell, treasurer (Orono General Store) Absent: Guest: Sandy Yorke, promoting Orono events Motion by Scott S., seconded by Frank M. THAT the minutes of the meeting January 16, 2020 be approved with the addition of Scott S. and Frank M. to the Lighting of the Lights Committee. Carried. Motion: Approval of the Agenda: Heather M. Second: Julie C.O. Carried. New Business to add to the agenda: Change meeting venue 1. Sandy Yorke Update - Posting events on municipality's website and Orono brochure. Received logos, 15 events happening throughout the year — 5 in the summer. Includes all events — OCL, Town Hall, Fair grounds. Some are up on the calendar. Brochure — sent email out to three people for a logo design — for website and brochure. Looked and discussed logos. If we can get the website and brochure together and done by September 15T — deadline for funding. Justin - we will have completed what we said we would do in OEDS. Brochure — we will have to raise part of the cost (60/40 with Five Counties) — every business gives us money they get logo on back. Inside coupons to bring people into town — events at fair grounds etc. Promoting the downtown. Idea - layout brochure divided into season. Have a tear out events page. Contact info kept updated on individual websites not on the brochure. Green foundation —trails, nature, green community. March 4 — St. Saviour's 7:00 p.m. — Eleanor regarding Five Counties funding March 10 — meeting of brochure sub -committee (re OEDS) at Stands 9 a.m. 2. Financial Update Karen checked with Adam (bookkeeper) — hasn't completed January statement. Karen will find out what she needs to do at the municipality and change signing authority at the bank. Karen will look into getting access to the bank statements online. 3. Upcoming Event — update Easter Egg Hunt — April, 11, 2020 Committee Chair: Scott S., Heather M. Scott will get the Easter Eggs, ad in the paper and poster same as last year with date change. We need an Easter Bunny; Yvonne stores the suit. Hot chocolate in the gazebo, Shelley has urn for hot chocolate only, Councillor Zwart Page 33 will look after getting permission from municipality for us to use the gazebo/library lawn and request clean up of sticks etc as last year. Santa Claus Parade - Scott submitted a financial statement — expenses and income, for the Orono Santa Claus Parade 2019 — surplus (fundraised) $2271.00. Motion by Heather M., seconded by Frank M. THAT the surplus money that was fundraised by Shelly R. goes back into the Santa Claus Parade budget. Carried. 4. Orono Economic Development Strategy — update Where we are at with website and brochure 5. Round Table — February 12 — update Karen and Frank — at meeting. Put on by CBOT— Bonnie Wrightman, Shelia Hall, small business — Bowmanville, Newcastle and Orono. Very general, get businesses talking together to work together. First meeting. Looked at different platforms — one was ecommerce. Looked at shifts in shopping, importance of having a good web presence, pop -ups in retail stores — encourages people to come to your store. Green, employee retention, attraction. 6. New Business Change of meeting venue — rotate places, the Gazebo in warmer weather Orono DBIA, Newcastle and Bowmanville BIA's — possibility of a joint meeting to see how we might share resources. No update as to a meeting time. Bicycle Racks — part of the March art installation New Benches/chairs in the downtown — number in town are in poor shape, need to be replace. Recycled composite. Or - do we just replace wood and keep iron. Benches maybe coordinate with other BIA's better price. Karen will contact municipality regarding benches and how much we still have — big box money Oronofest — lots of people asking about it, Timothy Jackson getting enquiries when is it happening. Timothy Jackson will handle social media, facebook, etc. Confirmation from groups/volunteers who have expressed an interest in helping to organize and run the event needs be done soon. Holiday Lights/wreaths — Scott found a company in Mississauga — Classic Displays. Scott and Frank will get more details. Look at getting Recycle Bins back in town — there was an issue with recycle bins being too close to business entrances — issues with wasps etc. Time adjourned: 10:15 Thursday, March, 12th 9:00 Buttercup Hollow Pantry. Page 34 ODBIA Meeting Minutes March 12, 2020 9:00 a.m. Buttercup Hollow Pantry Present: Frank Maitland Karen Lowery Julie Cashin-Oster Councillor Margaret Zwart Guest: Scott Story — Orono Events Regrets: Kim Tammy Rendell Ashlen Morrison Absent: Motion by Frank M., seconded by Councillor Zwart THAT the minutes of the meeting January 16, 2020 be approved. Carried. Motion: Approval of the Agenda Julie Cashin-Oster, Second: Karen Lowery Karen update Bike racks — Karen met with Faye regarding location, used Jim Boat bike club — he suggested where the cross lines are — no parking, fix it station — Karen explained why, he said some places it had been vandalized, he said some are not being used. He said the one in Courtice isn't being used — Karen asked if that one could be moved into Orono. Karen — mentioned the e-station for cars in town. We are a half way point, also a plug in for e-bikes. If we are going to be an ecotourism place. Karen will have water refill station at the store. Meeting with Eleanor Cook with OCC March 4, 2020 — Highlights: Eco Tourism is the new buzz word, Ministry of Heritage, Sport, Tourism and Culture industries. We are in Region 6 — York, Durham Headwaters RTO — Regional tourism organization. A visitor is someone coming for more than 40 miles away and spends money in the community. Our tourism industry: Antiques (vintage), downtown, Crown Lands (cross promotion, ecology), Orono Fair, Orono Park, overnight stays, town hall events, historical downtown (product to market). Options: Visit downtown on brochures from Orono Fair, Orono as a destination, overnight stays (promote B&Bs more), Film (town hall), Mosport, streams & forest — Crown Lands, agriculture, Brimacombe and accessible skiing. Big sign — Fair grounds is up for rent why not us to promote the town. 1. Web update — Frank and Scott and Karen. Work to develop a logo, need to focus on business, drive people into the downtown. Not just tourism. Two quotes — Brian Rutherford and another. website up by July and a brochure. 2. Financial Update CIBC balance - February 20 was $29,442.68. Tammy now has a card; she can access balance we should be fine getting monthly financials 3. Upcoming Event — update Easter Egg Hunt — April, 11, 2020 Committee Chair: Scott S., Heather M. Still looking for someone to be the bunny. Scott has all the eggs. 4. Orono Economic Development Strategy — update Pretty much the OCC meeting. 5. Holiday Wreaths/Lights — update: Scott & Frank Scott connected with a sales rep — sale going on right now until March 31. Your inquiry actually comes at the perfect time as all of our pole displays are currently on sale until the end of the Month. We are looking at a 7' Snow fall Page 35 display. All displays come with the pole mounting bracket required for installation and can be customized to a colour of our choosing. Each display is made from a zinc plated, powder coated steel frame and is then dressed with commercial grade LED rope light. We will save approx. $1000 if ordered by March 31. Motion for Scott and Frank to place the order for 10 Snowfall displays at $899.10 each Motion by Karen L., seconded by Julie C-0. THAT the Scott S and Frank M place the order for 10 Snowfall displays at $899.10 each, to be paid for with the big box money received in December 2019 to replace old downtown street decorations. Carried. 6. Oronofest We need someone to run it — lots of people to help. Sandy reached out to vendors to see if they would participate at Car Show or Antique festival. 7. New Business Balance of Big Box Money - $20,000 New Benches/chairs in the downtown — update, Tuesday morning at 9 am bench meeting, get application filled up for Capstone. Municipality will get a quote — Faye making sure we are doing it right. Marg to check with other BIAS ask if they are looking to buy benches. Recycle Bins — Margaret to check with region about recycling bins. Options. Working towards green community. Meeting Place — we will need to revisit. Maybe alternate businesses. Flowers downtown — Motion by Karen L., Second by Julie C-0. That The Garden Path be contracted as in previous years to provide the flowers/plants for the street planters and hanging baskets. Carried. Sign update — Gavin got some quotes (after the TORONTO sign thing) — 6ft tall letters — 3400. 4ft tall letter 2700. Pursue — asking Orono Fair Board assist cost of letters. Event idea - Winter fest — can bring snow in from Brimacombe. Out door rink around the track — have the sign. Margaret to look into the cost of getting a car e-station, grant money available, library lot. Look cheaper for wreaths — use some of that money. We only have $20,000 left — Capstone money we can we apply every year; Karen is applying for bench money this year. Average bench $1500. Karen asked for quotes on 4 styles. 6' bench. Quote for 4- 6 benches. Faye is checking with region on number/size we can have. Steel frame, recycled plastic, durable. We could refit our benches we already have with recycled plastic. Our benches have the same metal legs. Page 36 Tourism event — Aurora — March 30. Film info — Durham Region Micro brewery — all permits done. Start digging in April ? Time adjourned: 10:00 a.m. Thursday, April 9, 2020 Page 37 ODBIA Meeting Minutes April 9, 2020 9:00 a.m. Terrens Wellness Centre Present: Frank Maitland Karen Lowery Julie Cashin-Oster Guest: Scott Story — Orono Events NOTE: Small meeting — social distancing was maintained to deal with new business Motion by Frank M., seconded by Scott Story THAT the minutes of the meeting March 12, 2020 be approved. Carried. Motion: Approval of the Agenda Julie Cashin-Oster, Second: Karen Lowery 1. Holiday Lights — update Lights were approved at March 12 meeting. They have been purchased — 60% deposit - $6000 has been paid/receipt submitted. Scott will pick-up — saving us the $250 delivery. On one side of the street the lights can plug in to the street lights, on the other side we will need extension cord. Veridian needs to check the condition of the plugs. Frank to follow-up with Veridian. 2. Web update — Karen asked Sandy to work away on the website. Received quote from Studio Peterborough — roughly $4,000. This will filter in with Tri-Counties funding for our brochure. Deadline is June & July — we can use information from the quote for the application. Website will have events calendar, pictures of members/business, highlight offering. Sandy to get quote from 368 Durham for what we require — similar to SP. 3. Financial Update — not available 4. Benches — ABC (company providing the bike racks) received a quote for benches. $16,000 for six benches. Karen has applied to Capstone for benches - $11,000. Investigate if there is CIP money available. Scott will get another quote for benches from same company that is doing the Christmas Lights. After we recover from COVID-19 we will do a dedication for the bike racks with bikers and for the benches 5. EV Charge Stations — good place would be at the library. Marg suggested maybe piggy back off the Region. People could park/charge — then visit/shop/eat/ in the downtown. Karen — market Orono as a "Green Community" and Investigating more with Region and municipality. Time adjourned: 10:00 a.m. Thursday, April 9, 2020 Page 38 ODBIA Meeting Minutes May 14, 2020 9:00 a.m. Terrens Wellness Present: Frank Maitland Karen Lowery Julie Cashin-Oster Guest: Scott Story — Orono Events Via Zoom — Allister Macrea, Kelly Addison NOTE: Small meeting — social distancing with some members joining through ZOOM Motion by Frank M., seconded by Julie C. THAT the minutes of the meeting April 9, 2020 be approved. Carried. Motion: Approval of the Agenda Julie Cashin-Oster, Second: Karen Lowery 1. Web update —vote on a designer. After some discussion — noting that 368 Durham is more local, more flexible — they are familiar with Orono (OAS, Soper Creek Yarn and Orono Weekly Times are satisfied clients). Studio Peterborough had more of an urban style Motion by Karen L., seconded by Frank M. THAT the BIA goes with 368 Durham as our web designer. Carried. 2. Financial Update CIBC balance — not available 3. Vote on the bench company & # of benches Motion by Karen L., seconded by Frank M. THAT we go with the Accessible Riverside Bench from Classic Displays — in sand. THAT the BIA will order four at this time, with the possibility or increasing the order to six pending funding decision from CAPSTONE. Carried. 4. Discussion on Orono market website — website will be a market place style — click on logo go directly to your website. 5. Check with Scott on flowers for downtown — flowers have been ordered and the OHS will be planting them the first week of June. Colours are raspberry, blue and pink tones. 6. Possible for BIA to preview the brochure info for Orono — Karen provided a print out of Sandy's draft. She will circulate for input for next month's meeting. 7. EV Stations in Orono — Karen update. Karen and Julie spoke with Doran (municipality) and Adam Jeronimo (CBOT) regarding EV stations in Orono. We suggested the library parking lot. Adam is going to check possible locations that are near a transformer and get back to us. 8. Allister M. — screens for business, pay through BIA? BIA decided that they will not pay for screens — if you wish to get one it is your responsibility. 9. Veridian update — Frank regarding condition of plugs — he called but no response. Will try again. 10. New Chair for Orono Economic Development Strategy Committee — not resolved. Time adjourned: 10:15 Next meeting: Thursday, June 11, 2020 Page 39 Newcastle BIA MINUTES May 14th, 2020 www. vi llageof newcastle. ca Attendance: Marni Lewis, Lina Schmahl, Theresa Vanhaverbeke, Councillor Granville Anderson, Leslie Ray, Donna Wood, Valentine Lovekin, Jane Black, Debbie Miller, Janeen Calder, Bonnie Wrightman, Guest Ron Albright Regrets: Greg Lewis, Helen Vatandoust, Tracy Yates 1. Meeting called to order at 10:00 a.m. 2. Ron Albright from the Engineering Department of the Municipality of Clarington joined us to provide support for any challenges businesses may have with social distancing, parking issues, bylaws unofficial or official, patrons lining up on sidewalks and being able to still walk on sidewalks while social distancing. Marking sidewalks with 6ft markers may be necessary depending on the business and those needing it. The Municipality wants everyone to prosper and transition out of this together. Engineering, Bylaw and the Clarington Board of Trade are all here to help businesses re -open in a safe manner. Reach out of you have any concerns or questions. 3. Approval of February Minutes: Lina Schmahl Seconded by: Leslie Ray 4. Business Arising from Minutes: n/a 5. Council Report: The Municipality of Clarington is looking at ways to help businesses open back up safely. They are helping the restaurants with patios to accommodate more patrons if necessary. 6. President's Report: Valentine has been participating on calls with the Durham Region Task Force every Friday. The group consists of The Mayor, MPs, Chambers and BIAS. Thank you to Sunspace for generously donating safety panels to Newcastle businesses. The downtownsofdurham.ca website is launching. 7. Treasurer's Report: The 2020 levy from the Municipality is in the bank. Valentine, Theresa and Leslie will review the budget as our events this year will not be happening. Page 40 8. Committee Reports: Safety Et Decor: Bloomfield's donated the pansy's in the flower boxes at the Beaver/King intersection, we will share on facebook to Thank them! The birch sticks that were in the boxes for Christmas will be stored in the storage unit. Jane Black has a key and will coordinate. Advertising: Facebook likes are up. Lots of engagement on both facebook and Instagram. Special Events: a) Town Hall Lighting -possibly still light the town hall with no family event or gathering for it. Leslie will see if there is money in the budget that can be used to pay for the lights. b) Breakfast with Santa- Cancelled c) Santa Parade - Waiting for MOC to confirm d) Harvest Festival - Cancelled e) Canada Day - Cancelled, not sure if the Gift of Art is planning anything? 9. CBOT- -Bonnie advised they have been reaching out to businesses -they are offering weekly webinars -they are getting leads from businesses that still want to open a business in Clarington -the farmers market is trying to continue and offer items for pick up at the Newcastle Arena -check out their website cbot.ca/open for their retail/wellness/eat pages of who's open and available for business in Clarington, if you don't see your business on it, please contact us. -they are promoting Clarington business thru the newspaper and radio 10. Chamber News: They have cancelled all events (home show, Hospice fundraisers) 11. CIP: Grant money is still available through the MOC to any business looking at facia/accessibility upgrades. Page 41 12. New Business: The events committees would like to order and sell t-shirts as a fundraiser for future BIA events. Theresa motioned to spend $3800 for 500 t-shirts. 2nd by Debbie Miller. Approved 13. Next meeting, Thursday, June 11 th, 2020 at 10:00am via ZOOM 14. Motion to adjourn meeting by Leslie Ray seconded by Janeen Calder Page 42 Newcastle BIA MINUTES June 11th, 2020 www. vi llageof newcastle. ca Attendance: Karen Bastas, Marni Lewis, Tracy Yates, Theresa Vanhaverbeke, Councillor Marg Zwart, Leslie Ray, Valentine Lovekin, Jane Black, John Thistle, Helen Vatandoust Regrets: Greg Lewis, Janeen Calder, Donna Wood, Granville Anderson 1. Meeting called to order at 10:04 a.m. 2. Approval of May Minutes: John Thistle Seconded by: Leslie Ray 3. Business Arising from Minutes: Tracy and the events committees have been looking at getting t-shirts from Hunters Sports with the "hometown Proud" program. They will set up a link so people can order a variety of #Newcastleproud apparel. Funds raised will go towards future BIA events. Once a proof has been received it will be circulated it to the BIA. 4. Council Report: The Mayor is setting up a task force to get the economy up and running, if you have any thoughts or ideas please contact MOC. The Mill St. S. and Robert St. Proposed townhouse development is going to council June 15th. Marg is looking into patio questions from the Old Newcastle House. 5. President's Report: Valentine has continued to participate on calls with the Durham Region Task Force every Friday. 6. Treasurer's Report: With our events being cancelled this year the current budget will have a surplus for the year. We will not be hanging the over the street banners so that money will be reallocated. $2500 to the Town Hall Lighting plus their $1500 budgeted amount, should cover the costs to pay for the lights installation. The parade and Harvest Festival budgets will be carried forward to 2021. Page 43 7. Committee Reports: Safetv Et Decor: Flower baskets and banners are going up. The Beaver St. planters are going in with the help of some community volunteers. The Christmas decor from the planters are now stored in the storage lockers, thank you Jane. Advertising: Facebook likes for the last 28 days - May > 1682 - last month 1661 - up 21 Post reach for May > 2835 Post engagements > 2895 Top Posts Newcastle Home Decor, Lights are back on and we are ready for business! > reach of 936 > engagements of > 102 Newcastle Harvest Festival - cancelled > reach of 1 K > engagement of 189 Newcastle Village Dental. > reach of 766 > engagement of 146 Roselina's Pizza - order a pizza on the hot and humid day > reach of 867 and > engagement of 30 Refinery Salon and Barber - the latest > reach of 1.1 K > engagement of 40 Special Events: a) Town Hall Lighting -there is money in the budget to decorate the Hall for Christmas. b) Breakfast with Santa- Cancelled c) Santa Parade - Still waiting for MOC to confirm d) Harvest Festival - Cancelled e) Canada Day - The MOC is asking residents to decorate their front lawns and businesses for Canada Day. You can find virtual celebrations on July 1st from 2pm-5pm at www.durham.ca/Canadaday 8. CBOT: Together with Canadian Tire and Greeley Containment Et Rework, CBOT has made it easy for you to order your PPE essentials to re -open safely. Email tanya@cbot.ca for all the details. Watch for emails from the Clarington Board of Trade for all their upcoming events. A Townhall with Dr. Kyle from Lakeridge Health on June 18th will be helping us to understand more about Covid19 and what stage 2 looks like. Page 44 9. Chamber News: They continue to stay in touch with the Region, Board of Trades and the Mayor for up to date information. 10. CIP: June 18th is a joint meeting with Bowmanville, Orono and Newcastle. 11. New Business: n/a 12. Next meeting, Thursday, July 9th, 2020 at 10:OOam via ZOOM 13. Motion to adjourn meeting by Helen Vatandoust seconded by Jane Black Page 45 Historic Downtown Bowmanville Business Centre (BIA) Board of Management Meeting Minutes Tuesday May 12, 2020; 6:30pm Virtual Meeting due to COVID-19 pandemic Present: Edgar Lucas, Chair Laura Holmes, Secretary Gerri Lucas, Treasurer Justin Barry Cathy Holmes Ron Hooper Erin Kemp Absent: Carrie Hooper Delegations Present: Ron Albright, Engineering MOC The meeting was called to order by the Chair. 1. Presentation by Delegations Ron Albright has been in contact with counterparts throughout Durham Region about issues that have been raised by area BIAS, particularly related to the reopening of businesses. Whitby and Port Perry are concerned about having narrow sidewalks and the possibility of having lineups of people outside the stores on the sidewalks — either for curbside picks ups or when number of people entering stores are limited. Port Perry has proposed closing Queen St to traffic, with the exception of deliveries, and making it a pedestrian zone. Whitby is looking at designating certain areas. Some areas are implementing reduced parking times, such as 10-15 minute parking limits to allow for quick curbside pick up access. Some areas are implementing one-way streets to provide more space for pedestrians and line ups. There is also a lot of discussion in some areas about expanding outdoor seating for restaurants and sidewalk -type sales. Clarington is willing to work with the BIA to come up with solutions that will work here. There was some discussion on taking a wait and see approach versus having a plan in place that could be implemented quickly. Both Mr. Albright and the Board agree that it is difficult to anticipate what and where the issues may be. There are certain areas of sidewalk, particularly the south side between Temperance and Division, that are quite narrow. Under normal circumstances parking is a premium in the downtown. Since the mandated closure of most businesses there have been few, if any, cars parked in the downtown. This stands to reason that the bulk of cars parking are not residential tenants, but instead are the commercial tenants, employees, and some shoppers. Commercial tenants and employees need to be discouraged from using the street parking at all times so that there is access for customers. Mr. Albright suggests that some consideration be given to a 'Stop Shop and Go' parking approach versus longer time limit parking approach. Clarington is willing and able to create temporary bylaws related to parking and other restrictions. Page 46 Historic Downtown Bowmanville 2 May 2020 Business Centre (BIA) Engineering department will be responsible for approving sidewalk markings for physical distancing — example footprints or duct -tape marks. They will be able to expedite approval for distancing markings. Leaving the road open to traffic and using parking spaces for queues of people may have some safety considerations. Mr. Albright will put together some ideas and share them with the BIA. 2. Adoption of Minutes Moved by R. Hooper, seconded by J. Barry THAT the minutes of the meeting of April 14, 2020 be approved as circulated. CARRIED 3. Business Arising from Previous Minutes (a) Spring Street Pole Banners Spring banners have been ordered and should arrive soon. Due to ongoing restrictions the support staff cannot work in close contact to remove/install banners. James Printing and Signs can do the removal/install and submitted a quote. Moved by G. Lucas, seconded by C. Holmes THAT James Printing and Signs be contracted to remove the winter banners and install the spring banners as soon as possible. CARRIED (b) Durham Tourism Shop Local project L. Holmes provided an update on the project that is a partnership between Durham Tourism and the regions BIAS. Both Bowmanville and Newcastle have been represented at the weekly meetings, but Orono has not. All businesses in the Bowmanville BIA were sent a link to an online form to self -submit their business for inclusion on the website. At this time it is unclear how many businesses from Bowmanville submitted as the information is still being uploaded to the site. BIAS that have paid staff (like Oshawa, Whitby, Port Perry, etc) submitted listings for every business in their BIA which means they have better representation than Clarington's BIAS will. Since Orono did not participate, a member of the Durham Tourism team researched the businesses in Orono and added them. The planned launch date was delayed, as the information to upload was more sizeable than expected. Durham Tourism now anticipates launching the website, downtownsofdurham.ca, following the long weekend. There will also be a coordinated marketing campaign to drive traffic to the new website. A video encouraging people to shop local was created and included shots of the downtowns and small business owners. Some regions, like the City of Oshawa, are getting behind the project and are sending out postcards announcing the website to every household. Page 47 Historic Downtown Bowmanville 3 May 2020 Business Centre (BIA) Requests will be made for CBOT and Clarington Tourism to support and market this campaign upon launch. (c) Updates from task force meetings with Mayor Foster The Chair reported that meetings involve updates from local elected MPs and MPP. Lots of focus has been on making it easier for businesses to get access to the $40 000 loan program and the rent relief program for commercial properties. Information about these programs can be found on the federal and provincial websites. Councillor Hooper reported that there has not been good buy -in from landlords to the rent relief program. Tenants are very concerned that landlords are not planning to apply for the program and wish that the program had provided funds direct to the tenants to pay rent. There is no information specific to Clarington or the Municipality's plans to be shared. (d) Durham Region BIAS Letter of request on behalf of 8 Durham Region BIAS. Notice of Motion appeared at April 29, 2020 Regional Council meeting. The motion was put on record by Rick Kerr, Ward 4 Oshawa, on March 25, 2020 and seconded by Chris Leahy of Whitby. The Secretary sent an email that included a letter requesting support, as well as a copy of the March 23, 2020 letter sent to the Regional Chair, to the Mayor and Councillors on April 20, 2020 and a follow-up reminder email that the request was appearing was sent on April 28, 2020. The Motion was referred back to staff. Report expected in June. Councillor Hooper believes the motion may appear on the May 27 agenda but was not sure about the date. (e) Update on OBIAA weekly meetings Councillor Hooper reported that he has been sitting in on weekly teleconferences with OBIAA since the start of the pandemic. Updates from the OBIAA calls are shared by Councillor Hooper at the weekly task force meetings with Mayor Foster. Updates are also distributed to Sheila Hall at CBOT. Normally OBIAA resources are restricted to paid members, but open sharing is being permitted at this time so Newcastle and Orono are also benefitting from our membership. All Executive Board members are permitted to join the best practices calls. Last week's call had 86 people. There has been lots of discussion around recovery programs, PPE, curbside delivery, planning all -member meetings/AGMs, and impact on small businesses. There are also lots of good ideas being shared, like the online marketplace that Belleville created. The OBIAA must give a report on how successful the Digital Main Street program was. Those businesses with existing DMS grants have been given an extension on the May 31 deadline to use funds which was just announced today. OBIAA has been petitioning the government to renew the program. Historic Downtown Bowmanville 4 May 2020 Business Centre (BIA) Councillor Hooper reported that his participation in these calls has led to the realization that many opportunities are being missed by the BIAs in Clarington by not having paid dedicated staff. (f) Planning for Recovery following COVID-19 Restrictions Locating PPE is extraordinarily difficult. If possible, it should be recommended that businesses shop local for these supplies. Sunspace, Ell -Rod, and James Printing and Signs have social distancing items and barriers. CBOT has created a page for local PPE sources. Consideration should be given to sourcing hand sanitizer, gloves, wipes, etc. in anticipation of future festivals or to help local businesses. There may be ways to partner with larger companies to access some of these supplies. Consideration should be given to having signs made to encourage physical distancing. With no information on when the province will begin lifting restrictions it is difficult to understand the impacts and what actions will need to be taken. 4. Correspondence Correspondence was received from i. June Gallagher, Deputy Clerk MOC, regarding JC-008-20 Moved by C. Holmes, seconded by G. Lucas THAT the correspondence be received for information. CARRIED S. Treasurer's Report The Treasurer presented the following: i. $65 000 in current account, $125 000 invested with Edward Jones ii. Vendor refunds issued in April $18 000, May $3200 iii. Finance is looking into HST implications of vendor refunds iv. Metroland invoice outstanding but cannot be paid until audit books are returned V. Audit from 2019 is ongoing The Treasurer wanted direction on how the support staff should be handled given that there is no work and they are typically paid quarterly. Moved by J. Barry, seconded by R. Hooper THAT the Treasurer's Report be adopted as presented. THAT the Treasurer contact the Municipality regarding options related to support staff. CARRIED 6. Directors' Reports Page 49 Historic Downtown Bowmanville 5 May 2020 Business Centre (BIA) (a) Council Liaison — R. Hooper: Reported that consideration is being given at Council for post -pandemic planning. Clarington has deferred property tax late fee penalties. There have been concerns raised about the new cannabis shop in downtown Bowmanville and about the proximity to daycare centres and youth centres. Staff are reviewing. Decorative lighting will be changed over to LED in the downtown. Staff are looking into the status of the previous request for garbage cans in downtown. (b) Events — C. Holmes: Reported that vendor refunds have been issued for Food Truck Friday and Summerfest following the cancellation of those events. A decision on the fate of BluesBERRY in August has not been made yet. Even if large events are allowed to proceed according to provincial regulations by that date, there are concerns that the crowds may not be comfortable to attend and business owners and vendors may be reluctant to participate. Rotary Club of Bowmanville has written to the Mayor about hosting Ribfest on the date of BluesBERRY. While the proposed donation to the Hospital Foundation is noble, the issue of two large events on the same day has already been raised with the Director of Operations. Rotary previously scheduled the original date for Ribfest on the same date as Food Truck Friday and Summerfest. As a result, the BIA went to great pains to reschedule the event dates to avoid conflict. It is unconscionable that they would take the BIA's event date again. The City of Toronto announced today the cancellation of all large events until at least the end of August. Using this as guidance, both BluesBERRY and Ribfest may not be able to proceed anyway. It may be prudent for BluesBERRY to be cancelled. (c) Membership Relations —J. Barry: Reported that Tranquility Hair has closed resulting from the purchase of 7 King St E building by the new owners. Kings Key Pub signage has been removed but their social media channels do not indicate that they have closed. Endivine Grill opened for curbside pick up and delivery recently. (d) Streetscape — G. Lucas: Reported that summer flowers are arriving in June and the watering contractor is secured. A price quote has been requested for winter baskets. The horticulture volunteers have not been in contact about the flower planters to date. (e) Communications— (vacant): L. Holmes reported that informational emails continue to be distributed to members as they become available. Often this is several per day. (f) Website — L. Holmes: Page 50 Historic Downtown Bowmanville 6 May 2020 Business Centre (BIA) Reported that vendor application forms have been disabled for most upcoming events. Event cancellation notifications have been posted on individual event pages. The Instagram page is receiving lots of appreciation from business owners for the posts and daily updates on the story feature. Updating the Instagram is a tremendous amount of work and it is not sustainable to continue indefinitely as a volunteer. (g) Media Relations — C. Hooper: No Report. 7. New Business (a) Proposal for Downtown Bowmanville Gift Certificate Contest G. Lucas presented a contest that the Trenton BIA is offering to encourage support of local business. Trenton asked followers on Facebook to email a photo of themselves holding a homemade sign with the name of the downtown business they missed the most. They would then be entered to win $200 to their favorite downtown store. Emailing of contest entry photos would require a new email to be set-up. It was suggested that the contest could be run much more efficiently by operating it exclusively on social media, thereby eliminating the need to create and monitor an email account. By hosting the contest on social media, the followers/contest entrants would be doing all the work. Entrants could be asked to post their photo and tag Historic Downtown Bowmanville. This is easily done on both Instagram and Facebook. Hashtag is an option, but this works better on Instagram than on Facebook. The contest could also be used to build up the follower base on both accounts. Since the demographics of Instagram and Facebook users are different, it was suggested to run a contest on each platform with a separate prize. Moved by G. Lucas, seconded by L. Holmes THAT two $100 gift certificates to shop in downtown Bowmanville be offered as prizes for a social media contest, one on Instagram and one on Facebook. CARRIED (b) Proposal for Durham Region Online Marketplace L. Holmes presented a proposal that has been brought forward by the Executive Directors of the Oshawa and Whitby BIAS to the other Durham Region BIAS. Based on the model of online marketplace that was created by the Downtown Belleville BIA, Oshawa and Whitby want to create the same type of multi -seller e-commerce website for the businesses located in the BIAS in Durham. The online marketplace would allow businesses that do not have an online store to sell product and restaurants and other businesses could redirect to own website or ordering sites like Skip The Dishes and Uber Eats. The hope is that the marketplace can be linked to the new DowntownsofDurham.ca website since there is going to be a big marketing push behind that initiative. Discussions with Durham Tourism about this have been initiated. There is a cost associated with development of the marketplace Page 51 Historic Downtown Bowmanville 7 May 2020 Business Centre (BIA) and for the payment processing. Oshawa and Whitby BIAS have already committed to this project and plan to start development this week. Cost sharing amount will depend on the number of BIAs that commit to the project. There could be great benefit to the businesses in downtown Bowmanville by the BIA participating. Moved by G. Lucas, seconded by J. Barry THAT the BIA is willing to commit up to $1000 towards the project. CARRIED (c) Clarington's #SpreadLove Campaign Last month an email was sent to BIA members reminding them of the importance of regularly updating store windows to deter vandalism and to showcase product and offerings to vehicle and pedestrian traffic. Included with this email was the press release from Clarington about the #SpreadLove campaign. Business owners were encouraged to place rainbows or other messages of support in their windows. It was heartwarming to see all the businesses that participated in this initiative. Participating businesses were featured on the Instagram account posts. Many members of the community were seen stopping to view the messages and some took photos. 8. Date of Next Meeting The next meeting of the Board of Management is scheduled to be held on Tuesday June 9, 2020 commencing at 6:30pm in Clarington Meeting Room 1-C, unless COVID-19 restrictions are still in place in which case the meeting will be held virtually. 9. Adjournment Moved by G. Lucas, seconded by C. Holmes THAT the meeting adjourn. The meeting adjourned at 9:14pm. CARRIED Page 52 Historic Downtown Bowmanville Business Centre (BIA) Board of Management Meeting Minutes Tuesday June 9, 2020; 6:30pm Virtual Meeting due to COVID-19 Pandemic Present: Edgar Lucas, Chair Laura Holmes, Secretary Gerri Lucas, Treasurer Cathy Holmes Ron Hooper Erin Kemp (departed 7:37pm) Absent: Justin Barry Carrie Hooper 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 R. Hooper, seconded by G. Lucas THAT the minutes of the meeting of May 12, 2020 be approved as circulated. CARRIED 3. Business Arisine from Previous Minutes (a) Durham Tourism Shop Local Project L. Holmes provided an update on the project that is a partnership between Durham Tourism and the regions BIAS. The website DOWNTOWNSOFDURHAM.CA launched on May 22 n1. There was excellent media pick up of this announcement and organic social media sharing has been robust. Promotion will occur at multiple levels and there will be a paid marketing campaign by the Region. L. Holmes has been promoting on Instagram, sent email announcements to business owners, and requested promotional support from both CBOT and Clarington Tourism. 43 businesses in downtown Bowmanville self -submitted for inclusion. As of this week, Durham Tourism is now accepting additional business listings from BIA members. A link to self -submit has been sent to all business owners in the Bowmanville BIA. For the short- term, Durham Tourism is managing the site but there is an expectation that each BIA will assume responsibility for it. Durham Tourism has warned that this will be a significant burden for BIAS without paid staff. Information about timeline for handoff will be forthcoming. Page 53 Historic Downtown Bowmanville 2 June 2020 Business Centre (BIA) (b) Updates from Task Force Meetings with Mayor Foster The Chair reported that CBOT is offering PPE supplies to businesses at cost. Rent is a continued issue for small business. To date, there has been no movement on adjusting the format and rules by the government for the commercial rent relief program. The next meeting will involve an update from the Chief of Police. (c) Durham Region BIAs Proposal was referred back to staff for report. Expected to be on Regional Council agenda sometime in June. (d) Update on Weekly OBIAA Meetings Councillor Hooper reported that there was a lot of discussion related to the reopening of outdoor patio seating for restaurants in stage 2 reopening regions. Some businesses/BIAs are getting creative and are using parking lot space to extend seating capacity. The GTHA remains in stage 1 reopening at this time. There was some discussion related to the commercial rent relief program because to date the uptake by landlords has been very low. There has been an announcement by the Provincial government that they intend to bring forward legislation to temporarily halt commercial evictions until the end of August 2020. There are lots of really good ideas brought forward at the meetings. Attendance at the meetings is dwindling — this week it was 33 — but there is still an appetite for continuing the twice weekly meetings. There are resource links provided by OBIAA that can be shared with BIA members. (e) Planning for Recovery Following COVID-19 Restrictions On May 19t", retail stores with street entrances were permitted to reopen. Many retail stores in downtown Bowmanville chose to remain closed to in-store shopping for a variety of reasons— lack of preparation/notice, difficulty securing PPE, childcare concerns, staffing availability, concerns over safety, etc. On June 8, the provincial government announced that Durham Region would remain in Stage 1 reopening until further notice meaning that personal services and restaurants must remain closed. Under the regionalized reopening strategy, restaurants in Stage 2 areas will be permitted to open patio seating on Friday but not indoor seating so consideration should be given in anticipation of our area moving to stage 2. Many downtown restaurants do not have an existing space for outdoor seating. CBOT has partnered with large retailers to streamline access to PPE for businesses. Information on how to access the PPE supplies has been shared with BIA members. As a result of this initiative, it does not make sense for the BIA procure supplies for businesses. There was some discussion about implementing a marketing campaign to encourage people to shop downtown. With so many businesses still closed at this time, this idea will be revisited when more information about reopening is available. Page 54 Historic Downtown Bowmanville 3 June 2020 Business Centre (BIA) (f) Downtown Bowmanville Gift Certificate Social Media Contest Contest ran on Instagram and Facebook from June 1-5. It was very well received by both business owners and the community. Instagram gained 345 followers and received 485 comments. Facebook gained 66 followers and received 180 comments. Winners have been selected and notified. $100 prize voucher can be used at any business in downtown Bowmanville. Moved by G. Lucas, seconded by C. Holmes THAT similar social media contests be run on Instagram and Facebook, one in July and one in August, with $100 prize voucher for each. CARRIED (g) Durham Region Online Marketplace L. Holmes reported that the project proposed by the Executive Directors of Whitby and Oshawa BIAs, presented at last month's meeting, is temporarily on hold. Motion to enter in -camera session. Moved by G. Lucas, seconded by R. Hooper Motion to exit in -camera session. Moved by C. Holmes, seconded by R. Hooper 4. Correspondence Correspondence was received from i. Greg Bunker, Planner MOC, regarding Courtice Secondary Plan (via email) ii. Lisa Backus, Principal Planner, MOC, regarding Courtice Secondary Plan (via email) Moved by L. Holmes, seconded by E. Kemp THAT the correspondence be received for information. CARRIED 5. Treasurer's Report The Treasurer presented the following: i. $57 900 Current Account, $125 000 Edward Jones ii. Support staff payments have been halted iii. Audit is ongoing Moved by R. Hooper, seconded by L. Holmes THAT the Treasurer's Report be adopted as presented. Page 55 Historic Downtown Bowmanville 4 June 2020 Business Centre (BIA) 6. Directors' Reports (a) Council Liaison — R. Hooper: Reported that MOC staff cleaned the street/sidewalk areas in downtown. LED street lamps have been installed on King Street and they are very bright. Thank you to the staff and Mr. Albright for pushing this project forward. MOC is monitoring parking but is not enforcing at the present time. Concerts in the Park on Thursday night have been cancelled. MOC is operating at low capacity staff and some staff are still redeployed to other areas. The administration building is ready to reopen whenever restrictions are lifted, safety equipment is installed. Library renovations are ongoing. (b) Events — C. Holmes: Reported that BluesBERRY Festival has been officially cancelled and communications have been shared with all stakeholders. Cancellation of events is just as much work as executing them. There are concerns that Applefest may also need to be cancelled if restrictions on large group gatherings are not lifted by early autumn. Applefest draws crowds in the tens of thousands so physical distancing would be a problem. There are also concerns about the close proximity of vendors both in the marquee tents and side -by -side pop-up tents. Consideration should be given to diverting events funds to supporting and promoting business and shopping downtown. (c) Membership Relations —J. Barry: No report. (d) Streetscape — G. Lucas: Reported that Rekker's Garden will deliver hanging basket flowers by end of month. The watering contractor is ready to begin whenever the flowers are delivered. The volunteers are going to put new soil and annuals in the planters so it should be timed to occur when the watering will start. (e) Communications— (vacant): L. Holmes reported that email reports and updates have continued to be sent to all members on nearly a daily basis. Several emails have been received from members expressing appreciation for all of the updates and information provided during the pandemic. (f) Website — L. Holmes: Reported that updates on cancelled events have been posted. The website redevelopment is on hold and cannot begin until the BIA determines what direction the redesign needs to Page 56 Historic Downtown Bowmanville 5 Business Centre (BIA) June 2020 take. This is a very time consuming process and will take a collective effort to determine what functionalities are necessary, as well as aesthetic design ideas. The web developer cannot begin until this information is considered and presented. Discussion deferred until next meeting. The Instagram account management is very time consuming. On average 7-10 hours per week are spent managing the account. Several businesses have posted their appreciation for the promotion that the Instagram account brought to downtown Bowmanville and their individual business during the shutdown. Several other businesses sent private messages of thanks for the promotions. Social media has become an essential marketing tool and the value of this work needs to be recognized. (g) Media Relations — C. Hooper: No Report. 7. New Business (a) Parking on King Street in Downtown Bowmanville With the reopening of some businesses, parking issues in downtown Bowmanville have resurfaced. Anecdotal evidence suggests that it is business owners and their employees using the street side parking spaces all day. Communication emails with businesses asking for parking to be left open for customers have been largely ignored. During the shutdown, Clarington Bylaw temporarily paused parking enforcement. Moved by G. Lucas, seconded by L. Holmes THAT a letter requesting a gradual reintroduction of parking enforcement be sent to the Mayor and Director of Municipal Law Enforcement. CARRIED (b) Proposal for King Street Closure Similar to announcements by other regions, there was an idea brought forward to close King Street in downtown Bowmanville to traffic to allow for more space for activity (walking, biking) and space for businesses to expand outdoor seating or conduct sidewalk sales. There are many logistics to consider with road closures. Historically, there have been mixed reactions from businesses about road closures. Moved by G. Lucas, seconded by R. Hooper THAT a survey of BIA members be conducted and results reviewed before any further discussion. CARRIED (c) Proposal for Distancing Kits for Businesses Page 57 Historic Downtown Bowmanville 6 Business Centre (BIA) June 2020 Other BIAs have provided their businesses with a kit including social distancing floor stickers, window clings for business hours, and social distancing signage. Some kits have also included a starter kit of supplies like gloves, masks, sanitizer, etc. The Chair states that most businesses have already had to purchase these items. (d) Thefts and Vandalism in Downtown Bowmanville On May 271h, a woman was seen on security camera images stealing flowers from the exterior of SCRUB'n. Several other businesses have since reported thefts and acts of vandalism to the exterior of their businesses in the months of March through June. There was also a break -and -enter theft at Pita Pit. Communications regarding these events were shared by email with members and all members were encouraged to report any thefts or acts of vandalism to both the police and the BIA. (e) DMS ShopHere Program L. Holmes reported that Durham Region has committed to fund the DMS ShopHere program. The program provides free help to businesses to set up a Shopify e-commerce site. There is a 90 day free trial, after which businesses are responsible for the monthly Shopify fee. The program will be available to any business in Durham Region and is not restricted to downtowns/BIAs. The Business Advisory Centre of Durham (BACD) has submitted a proposal to the Economic Recovery Task Force to be awarded the contract for project management. Moved by G. Lucas, seconded by C. Holmes THAT a letter regarding the DMS ShopHere program be sent to the Director of Economic Development and Tourism at Durham Region. CARRIED (f) Digital Main Street L. Holmes reported that it is largely expected that an announcement about government funding for the Digital Main Street grant program for BIAs will be made in the next week or so. The program is expected to be administrated through OBIAA again and that the format will largely be consistent with the previous program. There have been preliminary discussions with Durham Region BIAs about applying for the grants as a collective versus each BIA being responsible for its own implementation. Moved by L. Holmes, seconded by C. Holmes THAT the BIA will apply for the Digital Main Street grant and discussions about implementation will occur once details of the program are announced. Page 58 Historic Downtown Bowmanville 7 Business Centre (BIA) CARRIED (g) Rediscover Clarington & Business Directory June 2020 Clarington Tourism is creating a new business and attractions directory to be housed on their website. A link to self -submit your business was sent to all Bowmanville BIA members. The expected launch date is June 12 and the directory will be continually updated by Tourism staff. The purpose is to serve as a blackboard for Clarington residents to discover what businesses are operating and any special restrictions that are in place. The directory is one part of the new Rediscover Clarington marketing strategy to promote local exploration and shopping. (h) Storage Garage Reorganization and Clean Up Once restrictions on gatherings are lifted, support staff will be asked to install shelving, reorganize, and clean out the storage garage. It may require rental of a disposal bin. Input and permission will be sought from the property owner on the possibility of disposal bin placement, as it will impact building tenant parking. Board members will be asked to assist in determining which items can be disposed of. (i) 4x8 signs James Printing and Signs produced the Downtown Bowmanville says Thank You signs pro bono that have been placed at the east and west ends of the downtown core. A new sign for Hwy 2/E of Hwy 57 is needed. Moved by C. Holmes, seconded by G. Lucas THAT a small token of appreciation be sent to James Printing. CARRIED 8. Date of Next Meeting The next meeting of the Board of Management is scheduled to be held on Tuesday September 15, 2020 commencing at 6:30pm in Clarington Meeting Room 1-C, unless COVID-19 restrictions are still in place in which case the meeting will be held virtually. 9. Adiournment Moved by R. Hooper, seconded by L. Holmes THAT the meeting adjourn. The meeting adjourned at 8:54pm CARRIED Page 59 0 DURHAM REGION_ The Regional Municipality of Durham Corporate Services Department Legislative Services 605 Rossland Rd. E. Level 1 PO Box 623 Whitby, ON L1N 6A3 Canada 905-668-7711 1-800-372-1102 Fax: 905-668-9963 durham.ca Don Beaton, BCom, M.P.A. Commissioner of Corporate Services THIS LETTER HAS BEEN FORWARDED TO THE EIGHT AREA CLERKS May 28, 2020 Ms. A. Greentree Clerk Municipality of Clarington 40 Temperance Street Bowmanville, ON L1C 3A6 Dear Ms. Greentree: RE: New Durham Tourism Brand (2020-EDT-3), Our File: D02 Council of the Region of Durham, at its meeting held on May 27, 2020, adopted the following recommendations: "A) That the proposed new Durham Tourism brand be approved for use; and B) That Report #2020-EDT-3 of the Commissioner of Planning and Economic Development be circulated to Durham Region area municipalities." Please find enclosed a copy of Report #2020-EDT-3 for your information. I:.aZvlti W a 0Tv Ralph Walton, Regional Clerk/Director of Legislative Services RW/tf c: B. Bridgeman, Commissioner of Planning and Economic Development If you require this information in an accessible format, please contact 1-800-372-1102 extension 2097. Page 60 Ministry of Municipal Affairs and Housing Office of the Minister 777 Bay Street, 171h Floor Toronto ON M7A 2J3 Tel.: 416 585-7000 June 4, 2020 Ministere des Affaires municipales et du Logement Bureau du ministre 777, rue Bay, 17e etage Toronto ON M7A 2J3 Tel.: 416 585-7000 The Honourable Navdeep Bains Minister of Innovation, Science and Industry Navdeep. Bains(a�parl.gc.ca The Honourable Catherine McKenna Minister of Infrastructure and Communities Catherine. McKenna(c�parl.gc.ca The Honourable Maryam Monsef Minister of Rural Economic Development Minister for Women and Gender Equality Maryam. Monsef(a-),parl.gc.ca Dear Ministers: 1 gym► Ontario 234-2020-2264 I am writing today to add my voice, and those of Ontario's municipalities, to the call for urgent federal action to provide immediate funding for reliable broadband access across Ontario. I have the privilege of meeting regularly with Mayors and council members from across Ontario. From the first day I took office, I have heard that lack of access to reliable high- speed internet service is holding communities, people, and businesses back. We have worked together to partner with our local governments through our Broadband and Cellular Action Plan to support major investments in under -serviced areas in Eastern and Southwestern Ontario. To support this commitment, we have targeted $315 million over five years to expand broadband and cellular infrastructure. Now, as Ontario and our towns and cities are working together to respond to the COVID-19 outbreak, there is even more urgency to address gaps in service and high costs. However, we cannot do this alone - urgent investment from the federal government is required. While in more northern and rural parts of Ontario internet availability can be limited at best, gaps in coverage persist in southern and urban parts of our province. For many in Ontario, the costs to access service are also prohibitively high. .../2 Page 61 -2- The lack of broadband access in rural Ontario puts everyone in unserved or under - serviced areas at a disadvantage — students seeking help on homework while learning remotely, seniors and other vulnerable individuals looking to access critical services, and business owners working hard to keep afloat and compete during challenging times. Broadband limitations also restrict the services that rural and northern municipalities can provide to their residents. Ontario's municipal leaders and the citizens they serve must be able to embrace digital service delivery now to respond to the pandemic and to deliver public services efficiently and equitably over the long term. I know that Ontario, our local governments and Canada all share the same goal: that we can bring our full potential to the task at hand to recover from the COVID-19 outbreak and the resulting impacts on our economy. Our Mayors, councils, community groups and citizens are already developing recovery plans and strategies. Broadband infrastructure is an essential building block, and we will need your commitment to invest, without delay, in the future of Ontario's towns and cities. I have taken the liberty of copying the Minister of Families, Children and Social Development as I know Minister Hussen also has a strong interest in supporting and strengthening communities. As well, I have copied my colleague, the Honourable Laurie Scott, Minister of Infrastructure, under whose purview broadband falls. Sincerely, The Honourable Steve Clark Minister of Municipal Affairs and Housing Ontario C. The Honourable Ahmed Hussen Minister of Families, Children and Social Development Ahmed. Hussen(o)_parl.gc.ca The Honourable Laurie Scott Minister of Infrastructure, Ontario Heads of Municipal Council (Ontario) Page 62 ClalVgt011 Memo If this information is required in an alternate format, please contact the Accessibility Co-ordinator at 905-623-3379 ext. 2131 To: Mayor and Members of Council From: Ron Albright, Acting Director, Engineering Services Date: June 22, 2020 Subject: Ice Skating Trail Report Fall 2020 As stated in Resolution #GG-025-20, staff were directed to investigate building and operating an ice skating trail with the intent to report findings to Council by July 2020. Due to delays in receiving detailed information from other municipalities and the province regarding the design, construction and operation of existing ice skating trails, staff will need to defer the report to the first Joint Committee meeting following summer recess on September 14, 2020. This will still allow the project to be considered in the 2021 Capital Budget. Our apologies for the delay. Regards, Ron Albright, P.Eng Acting Director, Engineering Services CC' Department Heads Page 11 The Corporation of the Municipality of Clarington 40 Temperance Street, Bowmanville ON L1 C 3A6 1 905-623-3379 Page 63 Clariligt011 Memo If this information is required in an alternate format, please contact the Accessibility Co-ordinator at 905-623-3379 ext. 2131 To: Mayor and Members of Council From: Ron Albright, Acting Director, Engineering Services Date: June 16, 2020 File: D.03.27.003 Subject: Flooding on Nash Road As per Resolution #GG-063.20, staff were asked to report back on the flooding at Nash Road, Harry Gay Drive and Tabb Avenue in Courtice. Specifically, Council requested responses to the following: 1. What caused the flooding? The flooding was caused by the blockage of the temporary ditch inlet at the east limit of Tabb Avenue with debris, ice and snow. 2. Who prepared the Drainage Plan? The Drainage Plan (attached) was prepared by MMM Group in February 2010 and was approved by the Director of Engineering in August 2010. 3. Was it adequate for this area and will it happen again? The design calculations provided for the development were reviewed and checked and show that the storm system, including the ditch inlet is adequate to capture and convey all storms up to the 100 year storm event which is the Municipality's requirement. Although the design is sufficient, the ditch inlet grate was recently replaced with a grate that has been successfully utilized in other areas of the Municipality. This grate is better suited for areas where debris build up is likely and will still operate as required. It is also recommended that the grading around the ditch inlet be confirmed and maintained as required. As a result of the blocked inlet grate on Tabb Avenue the water also travelled south, instead of into the sewer and overland along Tabb Avenue, and then entered the rear lots of the homes on Tabb Avenue and also flooded out the pool area at 1812 Nash Road. Although there is a rear yard catch basin on this property and staff have asked the resident to keep the catch basin clear it was designed to take localized drainage and not intended for the minor and major runoff from Tabb Avenue. The Corporation of the Municipality of Clarington 40 Temperance Street, Bowmanville ON L1 C 3A6 1 905-623-3379 Page 64 Paae 12 Should you have any additional questions, please don't hesitate to contact me. Regards, Ron Albright, P.Eng Acting Director, Engineering Services cc: Department Heads The Corporation of the Municipality of Clarington 40 Temperance Street, Bowmanville ON L1 C 3A6 1 905-623-3379 Page 65 moo, m Q E N d O O) 00 N / O O I CD N L / O 3 N -0I o O U KEY PLAN SCALE : NTS LEGEND rO.38 AREA IN HECTARES �5O RUNOFF COEFICIENT 5.26 —EXTERNAL AREA IN HECTARES 0.50 —RUNOFF COEFFICIENT TC=17.08min —TIME OF CONCENTRATION —DRAINAGE BOUNDARY —SUB—DRAINAGE BOUNDARY Page 66 Clat!Wgt011 Memo If this information is required in an alternate format, please contact the Accessibility Co-ordinator at 905-623-3379 ext. 2131 To: Mayor Foster and Members of Council Andy Allison, CAO From: George Acorn — Director of Community Services Date: June 19, 2020 Subject: 2020 Clarington Sports Hall of Fame Event File: n/a As COVID-19 continues to inform decision making for the future, we are not confident the event would be able to go ahead this Fall. We believe it is prudent to make the immediate decision to cancel this year's event. As Durham Region enters Stage 2 of the Province's reopening plan, and with the public gathering maximum only moving to 10 people last week, we do not see the likelihood of being able to assemble 300+ people in a community hall in October. This event involves significant time and effort from the volunteer members of the Hall of Fame Selection Committee, and we do not want them to put in the effort only to have the event cancelled. Aside from the COVID-19 situation, the Committee as well as the staff are becoming concerned with the lack of new nominations they receive, for consideration. Since its inception in 2003, the event had significant interest and was playing "catch up" in recognizing the vast sports history of our community. We appear to be reaching a saturation point with the last new nomination for consideration received in June of 2019. By hitting the reset button and repackaging the program for a 2021 event it is expected we will be able to enhance the public profile of this event; provide a quality list of potential inductees; and be posed to run a great event in 2021. We are confident this plan will address the short-term health concerns with large public gatherings and the longer -term improvement of Clarington's Sports Hall of Fame Program. Regards, George Acorn Page 11 The Corporation of the Municipality of Clarington 40 Temperance Street, Bowmanville ON L1 C 3A6 1 905-623-3379 Page 67 May 28, 2020 Will Bouma, MPP 96 Nelson Street Suite 101 Brantford, ON N3T 2X1 Sent via email will.bouma(cr_pc.ola.org Phil McColeman, MP 108 St. George Street Suite 3 Brantford, ON N3R 1 V6 Sent via email phil.mccoleman(a)-parl.gc.ca Re: Essential Workers Day — March 17 Please be advised that Brantford City Council at its meeting held May 26, 2020 adopted the following: 10.1 Essential Workers Day —Councillor Wall WHEREAS the Province of Ontario enacted a Declaration of Emergency on March 17th, 2020 in response to the COVID-19 Worldwide Pandemic; and WHEREAS during the state of emergency certain services have been deemed essential services by the Government of Ontario; and WHEREAS citizens are asked to isolate at home to reduce the spread of COVID-19 as essential workers continue to work and provide an essential service to their community; and WHEREAS essential workers across the country are risking their lives; and WHEREAS some essential workers have been stricken with illness, suffered trauma or injury, or lost their lives as a result of providing an essential service; and WHEREAS without this dedicated workforce, essential services, including but not limited to, healthcare, police, fire, paramedics, military, social services, community services, food distribution, agriculture, postal and delivery services, education, security, transit, financial services, hospitality, commerce, manufacturing, construction, maintenance and repair, waste management, sanitation services, government, and administrative services would fail to function; and Page 68 6 WHEREAS our community owes a profound debt of gratitude to every single essential worker who ensured our community could continue to operate; NOW THEREFORE, the Municipal Council of The Corporation of the City of Brantford HEREBY RESOLVES as follows: A. THAT March 17 BE PROCLAIMED by the Council for The Corporation of the City of Brantford to be Essential Workers Day in the City of Brantford; and B. THAT the Clerk BE DIRECTED to provide a copy of this resolution, with a covering letter, to MPP Will Bouma and MP Phil McColeman to respectfully request that the Government of Ontario and the Government of Canada formally declare March 17 to be Essential Workers Day to honour all of the essential workers who sacrificed so much during the COVID-19 pandemic; and C. THAT all municipalities across Ontario and Canada BE INVITED to proclaim March 17 to be Essential Workers Day in their respective municipalities, and that a copy of this resolution be provided to AMO, LUMCO, FCM, and ROMA for that purpose. ;4; - Tanya Daniels City Clerk tdaniels(a_brantford. ca cc All Ontario municipalities Association of Municipalities of Ontario (AMO) Large Urban Mayor's Caucus of Ontario (LUMCO) Federation of Canadian Municipalities Rural Ontario Municipal Association (ROMA) Page 69 May 25, 2020 Ian Scott, Chair & Chief Executive Officer Canadian Radio -television and Telecommunications Commission (CRTC) Ottawa, ON * K1A ON2 Dear Mr. Scott: The Regional Municipality of Durham RE: Waiving of Overage Charges on LTE Network for Rural Mobile Phone Subscribers (Our File: A00) Corporate Services Department Legislative Services Council of the Region of Durham, at its meeting held on April 29, 2020, adopted the following recommendations, as amended: 605 Rossland Rd. E. Level 1 PO Box 623 "Whereas many Rural Communities do not have access to Whitby, ON L1N 6A3 broadband Internet and use the LTE Network as a bridge to the Canada Internet; 905-668-7711 1-800-372-1102 And whereas during the COVID-19 Health Emergency, the ability to Fax:905-668-9963 access the Internet is an essential service that enables the Public to durham.ca have reliable up to date information from various levels of government; Don Beaton, BCom, M.P.A. Commissioner of Corporate Services And whereas during this crisis those without Broadband Internet access risk excessive overage charges through the LTE Network; Now therefore be it resolved that Council for the Region of Durham recommends that the CRTC take the necessary action to direct Mobility providers to waive overage charges for those customers that do not have access to Broadband Internet during the COVID-19 Health Care Crisis; And that copies of this motion be sent to Ian Scott, Chair and CEO for CRTC, Honourable Steven Guilbeault, Minister for Canadian Heritage, all Durham MPs, the CEO's for Rogers, Telus and Bell, and the local area municipalities." 2atpl vWaWo-w Ralph Walton, Regional Clerk/Director of Legislative Services RW/ks c: The Honourable Steven Guilbeault, Minister for Canadian Heritage If you require this information in an accessible format, please contact 1-800-372-1102 extension 2097. Page 70 Page 2 of 2 Mark Holland, MP (Ajax) Erin O'Toole, MP (Durham) Jamie Schmale, MP (Haliburton/Kawartha Lakes/Brock) Phillip Lawrence, MP (Northumberland/Peterborough South) Colin Carrie, MP (Oshawa) Jennifer O'Connell, MP (Pickering/Uxbridge) Ryan Turnbull, MP (Whitby) Joe Natale, President and Chief Executive Officer of Rogers Darren Entwistle, President and Chief Executive Officer of Telus Mirko Bibic, President and Chief Executive officer of BCE and Bell Canada Nicole Cooper, Clerk, Town of Ajax Becky Jamieson, Clerk, Township of Brock Anne Greentree, Clerk, Municipality of Clarington Mary Medeiros, City Clerk, City of Oshawa Susan Cassel, Clerk, City of Pickering J.P. Newman, Clerk, Township of Scugog Debbie Leroux, Clerk Township of Uxbridge Chris Harris, Clerk, Town of Whitby Page 71 From: Tracy MacDonald <tmacdonald@orangeville.ca> Sent: June 10, 2020 3:18 PM To: Anne Greentree Subject: Orangeville Council Resolution - Diversity Training Program EXTERNAL Good afternoon, Orangeville Council at its June 8, 2020 meeting passed the following resolution: "WHEREAS The Town of Orangeville recognizes there have been questions in the public related to both diversity training and use of force training and protocols for Police Services, including in Ontario; WHEREAS the Town recognizes that police officers join this profession out of a desire to do good, to serve and to protect the communities they serve; AND WHEREAS an understanding of community diversity can foster authentic inclusion; AND WHEREAS empathy training, and de-escalation training, can support understanding other people's perspectives; AND WHEREAS the Town recognizes that policing can be a dangerous profession, and officer as well as community safety are critical considerations in law enforcement; AND WHEREAS the Ontario Provincial Police have indicated they have a comprehensive diversity training program, however there may not be the same resources available across the entire province for smaller Police Services; AND WHEREAS there is concern in the public about the boundaries of use of force, such as neck restraints, and oversight; AND WHEREAS there isn't clarity on a common bar on diversity and empathy training or on use of force and oversight; THEREFORE BE IT RESOLVED that the Mayor write to the Solicitor General to encourage common training requirements for all members of Police Services in Ontario as it relates to diversity, empathy and use of force; Page 72 AND THAT the Solicitor General provide clarity on police oversight going forward given the anticipated changes to legislation to ensure effective accountability continues; AND THAT annual updates or refresher courses be mandatory to ensure our Police Services have the best and current information available to them; AND THAT THE TOWN request that the use of force protocols be reviewed to ensure they are safe and would meet current standards, and then shared across the province; AND THAT THE TOWN circulate this resolution to all Ontario municipalities seeking their support." Regards, Tracy Macdonald Assistant Clerk I Corporate Services Town of Orangeville 87 Broadway I Orangeville ON L9W 1K1 519-941-0440 Ext. 2256 1 Toll Free 1-866-941-0440 Ext. 2256 tmacdonald@orangeville.ca I www.orangeville.ca Page 73 A Chatham -Kent catt'vatAg GUW&, S&k6 to S&k6 June 11, 2020 Honourable Doug Ford Premier of Ontario Legislative Building Queen's Park Toronto ON M7A 1A1 Honourable Christine Elliott Deputy Premier and Minister of Health Ministry of Health 51h Floor, 777 Bay Street Toronto ON M7A 2J3 Honourable Merrilee Fullerton Minister of Long -Term Care 61h Floor, 400 University Avenue Toronto ON M5G 1 S5 Dear Premier Ford, Minister Elliott, and Minister Fullerton: Municipality of Chatham -Kent Darrin Canniff, Mayor/CEO 315 King Street West, P.O. Box 640 Chatham ON N7M 5K8 Phone: 519.436.3219 At its meeting of June 1, 2020, Chatham -Kent Municipal Council received a letter from eleven organizations serving Long -Term Care and Retirement Homes in Ontario. The letter spoke to the importance of psychosocial and emotional well-being of all Long -Term Care (LTC) and Retirement Home (RH) residents. Council agreed there was significant evidence presented within the letter to warrant supporting the call to action and to encourage the government to review and act on the recommendations provided. The COVID-19 pandemic has presented a variety of challenges to the LTC and RH sectors, as well as the congregate care sector. Many of these challenges involve protecting the physical health of this extremely vulnerable population. Increased infection control requirements, eliminating non -essential visitors, active screening protocols, and restrictions on the movement of LTC and RH staff working between different homes, are a few examples of the measures taken and backed financially by the provincial government. In Chatham -Kent, early and rigorous adoption of these measures has kept COVID-19 out of our LTC and RH facilities. While this is a commendable achievement, it is important to examine the social costs to residents of such an undertaking. People living in LTC and RHs depend completely on interactions with staff, visitors, volunteers, and other residents to fulfill their social and emotional needs. Losing any one of these groups impacts residents in ways that are difficult to measure quantitatively but qualitatively we see it in our residents' eyes each day as we strive to provide the best care possible for them. The exclusion of non -essential visitors has left a tangible hole in the lives of residents. In Chatham- Kent's municipally -run LTC home, Riverview Gardens (RVG), this order saw the exclusion of 500-600 additional visitors, volunteers, and contract support staff per week. They were cherished, familiar faces; their visits much -anticipated by residents and appreciated by staff. Cont'd... Page 74 Page 2 June 11, 2020 Visitors and volunteers provide more than just visiting, they help in the daily care of our residents. Conversations with other LTC and RHs throughout Chatham -Kent show the same losses and the same impacts on residents and staff. Additional stressors directly related to the pandemic have added to the staffing crisis in LTC and RHs. Supporting a strategy for homes to hire additional staff specifically trained to support the psychosocial and emotional needs of residents would alleviate some of the stress on nursing staff and may lead to better outcomes for residents. Chatham -Kent has always been a community that comes together and rises to the challenges before us. COVID-19 and the impact this has had on our local LTC and RH sectors is no exception. Through our local United Way, volunteers are finalizing an Adopt a Grandparent program similar to pen pals of years past. This program will link teenagers and young adults with one of our LTC and/or RH residents. Young and old, both with different needs, sharing thoughts and ideas and supporting one another through the pandemic. At Riverview Gardens we have created a Resident Support Worker (RSW) position that provides emotional and social support to our residents. RSWs work on the same floor with the same residents each day where they assist residents with feeding, games, crafts, companionship, and outdoor time when the weather cooperates. RSWs also help provide such services as assisting with laundry, as well as sorting, folding, and organizing a resident's personal items. Currently, redeployed municipal staff are fulfilling these roles at RVG but as Ontario moves further with reopening, these staff will be needed back at their home base location and residents in our home will once again be faced with spending much of their day alone. The homes in Chatham -Kent are providing great care to our residents but they can only do so much. This is why the recommendations from the Long - Term Care and Retirement Home sectors are so important. Chatham -Kent Municipal Council believes people need human interaction. It is what makes the difference between simply being alive, and living. It is time to act, and protect the psychosocial and emotional health of our LTC and RH residents. We support whole-heartedly, the recommendations presented to you from our LTC and RH partners (attached). Sincerely, Darrin Canniff, Mayor/CEO Municipality of Chatham -Kent Attachment: Letter from Alzheimer Society et al RE: Psychosocial and Emotional Well-being of LTC Residents C Hon. Michael Tibollo, Associate Minister of Mental Health and Addictions Hon Raymond Cho, Minister of Seniors and Accessibility Helen Angus, Deputy Minister, Ministry of Health Richard Steele, Deputy Minister, Ministry of Long -Term Care Rick Nicholls, MPP Chatham -Kent -Leamington Monte McNaughton, MPP Lam bton-Kent-Middlesex Matthew Anderson, President and CEO, Ontario Health All municipalities in Ontario Page 75 AdvantAge Ontario Advancing Seer Care AlzheimerSociety N T A R 4 C-Ottn Cikatari ? for SCTODrs� Mentw Health Canfte* Coalition Canadiemm pour 4 Sang me-ntart, des Pemonms Aa4m Elder Abuse Prevention (oil) Neu de4mftbu ff MWfl*(Ott) 14:E. A-� do,tt�Ka:tt bek"daW s:spy 01% 0 ont�rio OA� May 8, 2020 Hon. Doug Ford Premier of Ontario Legislative Building Queen's Park Toronto, ON M7A 1A1 Hon. Christine Elliott Deputy Premier and Minister of Health Ministry of Health 5th Floor, 777 Bay St. Toronto, ON M7A 2.13 Hon. Merrilee Fullerton Minister of Long -Term Care 6th Floor, 400 University Ave Toronto, ON M5G 1S5 Family Councils Ontario .fv NICE L%wn* paw k bar des cis GNTARIO LONG TERM CARE ASSOCIATION Dear Premier Ford, Minister Elliott and Minister Fullerton, Ontario Long Term Care Clinicians On behalf of almost 80,000 residents, their families and staff in Ontario's long-term care (LTC) homes, we are writing this letter to urgently request that the provincial government take immediate action to support the psychosocial and emotional wellbeing of residents. COVID-19 has changed every aspect of the lived experience in LTC. Despite fervent efforts and commitment from LTC team members to protect residents from the negative physical outcomes of COVID-19, the psychosocial and emotional impacts remain ignored and under-resourced. Psychosocial and Emotional Wellbeing of LTCH Residents l 2020/05/06 1 Page 1 of 3 Page 76 According to a recently released study by Mental Health Research Canada, the number of Canadians expressing high -to -extreme levels of anxiety has quadrupled since the start of the COVID-19 crisis. "Mental Health in Crisis: How COVID-19 is Impacting Canadians." Mental Health Research Canada, www.mhrc.ca/our- research/. If that is the reality of people living in the general population, what is happening to the mental health of LTC residents, many of whom are already living with compromised cognitive ability and living in isolation? 'There is no health without mental health'- Minister Elliott. Thousands of residents are living cohorted and/or isolated lives away from their personal belongings and away from the important people in their lives. Many residents are eating alone, experiencing virtually no human connection aside from 2-3 brief encounters with LTC team members for personal care/meal delivery each day and 1-2 virtual visits with a family member each week, if such a program exists in their home. Team member shortages further exacerbate the sense of isolation, we have heard from residents that there is little to no program or activity to nurture social engagement opportunities during these times. Pre-COVID-19, the realities of pervasive isolation, depression and loneliness are coined as the 'three plagues' of life in LTC (Dr. Bill Thomas, founder of The Eden Alternative). While person -centered practices combat these plagues, the current reality of LTC living will lead to residents left with broken spirits and the corresponding negative outcomes associated with their psychosocial, emotional health. People need people. We are writing this letter now to ask that immediate attention and allocated resources be applied to LTC homes to support the psychosocial and emotional wellbeing of residents. The government of Alberta, in recognizing the importance of 'quality of life' for residents, has released substantive directives that clearly define essential visitors as those who contribute to the quality of life of residents in addition to provision of needed physical care. I urge you to follow suit, so that residents can experience the psychosocial and emotional support that has been missing for 7 weeks thus far. Imagine the new reality when a group of team members (comprised of 'essential visitors' and/or dedicated staff) is incorporated into every LTC home to exclusively provide avenues/programs/opportunities for psychosocial and emotional support. Residents will experience multiple weekly virtual visits using iPads, tablets or cell phones with friends and family members, and even amongst themselves, providing peer to peer support. Residents will enjoy safe outdoor visits during the warm weather now upon us. Imagine residents being supported in a virtual resident activity, meal or conversation between other residents. Residents will feel engaged and connected to each other once again, to their families, to their environment and to their community. They will be well protected from the negative outcome of prolonged isolation. This is what is needed: • Declare psychosocial and emotional wellbeing of residents as essential to their quality of life • Expand the definition of 'essential visitors' to include people who contribute to the quality of life including psychosocial and emotional health • Resources for homes to hire and train additional team members/staff whose primary role is to support psychosocial and emotional health via facilitating virtual and safe physical visiting • Resources for homes to purchase technology and infrastructure required to support virtual visits amongst residents and families • Creation of a safe plan for residents to enjoy social engagement outdoors in the coming weeks (physical distancing, wearing of masks, etc.), complete with human resources and supplies to make this a reality Psychosocial and Emotional Wellbeing of LTCH Residents 1 2020/05/08 1 Page 2 of 3 Page 77 We must act now. COVID-19 requires physical distancing, but in order to uphold resident's quality of life and wellbeing we must enable and support social connection. We look forward to hearing from you soon, as we work together to provide the best care for LTC residents who are the most vulnerable group of Ontarians during this COVID-19 crisis. Sincerely, Cathy®arrick LtsaLevin Kiran Rabheru MD, CCFP, FRCP Ch let Executive Officer Chief ExecutiveC bier Co-Chaor Alzheimer Society of AdvantAgeOntarto CanaduanCoalition for SenioreMentaiHeatth Ontario X, ff.(-' 6 � Laura Tam blyn Watts CarotaCoirins Marta Hajek Chief ExecutrveOffrcer MD CCFP Executive Director CanAge MedicalDirector Eider Abuse PTevention Ontario Samantha Peck Mare aret G it is Executive Director President Famih,CouncilsOntario George Heckmark,MD,FRCP(C) Intemational Longevity CentreCanada 5 R a za M. M i rza, PhD Network M a nagger National Initiative fortheCare ofthe€ldery(NICE) Fred Mather, MD President Ontario long Term CareCI tnklam Dee Lender Executive Director 0rotarioAssociation of Residents' Councils Ocnna Duncan Chief ExecutNe Officer Ontario LongTerm Care Association cc: Hon. Michael Tibollo, Associate Minister of Mental Health and Addictions Hon Raymond Cho, Minister of Seniors and Accessibility Helen Angus, Deputy Minister, Ministry of Health Richard Steele, Deputy Minister, Ministry of Long -Term Care Matthew Anderson, President and CEO, Ontario Health Psychosocial and Emotional Wellbeing of LTCH Residents 1 2020/05/08 1 Page 3 of 3 Page 78 �j� Chatham -Kent June 11, 2020 Honourable Doug Ford Premier of Ontario Legislative Building Queen's Park Toronto ON M7A 1A1 Honourable Christine Elliott Deputy Premier and Minister of Health Ministry of Health 5th Floor, 777 Bay Street Toronto ON M7A 2J3 Honourable Merrilee Fullerton Minister of Long -Term Care 6th Floor, 400 University Avenue Toronto ON M5G 1 S5 Dear Premier Ford, Minister Elliott, and Minister Fullerton: Municipality of Chatham -Kent Darrin Canniff, Mayor/CEO 315 King Street West, P.O. Box 640 Chatham ON N71VI 5K8 Phone: 519.436.3219 At its meeting of June 1, 2020, Chatham -Kent Municipal Council unanimously supported a request from Councillor Clare Latimer to submit a letter to the Premier, Minister of Health, and Minister of Long -Term Care (LTC) regarding current and long-standing issues being faced by the LTC sector and to support the government's Commission on Long -Term Care. The COVID-19 pandemic has exacerbated the human resources crisis that LTC has faced for a number of years. It has also brought homes and the residents who place trust in the system they will be well cared for into the limelight, when all along the number one priority of all levels of government and oversight should be the health, safety, and well-being of some of our most vulnerable citizens. The LTC and Retirement Home (RH) sectors are chronically understaffed; losing the extra hands of visitors and volunteers during the pandemic, while necessary, has created an additional burden. Homes in Ontario are experiencing increasing difficulty recruiting and retaining Personal Support Workers (PSW), Registered Practical Nurses (RPN) and Registered Nurses (RN), creating long delays in the ability to fill vacant positions. Before the pandemic, many homes were indicating they no longer have a `pool' of PSWs ready and available to fill vacant shifts. Homes are seeing more PSWs experiencing stress -related illnesses, mental and physical exhaustion, and an increase in work -related injuries. In addition to an already limited available workforce, hospitals are now hiring PSWs to fill support roles, and many RNs or RPNs accept positions in LTC only to resign when an acute care or community health position becomes available. Additional stressors directly related to the pandemic have certainly added to the staffing crisis. The provision of pandemic pay to front-line staff has helped, and while it would be a welcomed addition to the funding envelope moving forward, wage increases alone will not solve the chronic lack of people choosing long-term care as a career. Cont'd... Page 79 Page 2 June 11, 2020 Staffing ratios have been discussed for several years and there has been lobbying from many avenues to increase the number of direct nursing care hours for residents up to four hours of care per day in order to safely meet the complex needs of the current long-term care population. Without an influx of provincial dollars, coupled with a provincial LTC human resources strategy, homes will not be able to increase direct patient care hours; there simply are not enough human resources to go around. This is difficult for staff in long-term care and retirement homes. They are a determined, passionate bunch who want nothing more than to provide quality care to their residents who call their facilities home. As a Municipal Council, we have watched the impact the COVID-19 pandemic has had on LTC and RHs across our province. Our municipality has not had any COVID-19 outbreaks in homes in Chatham -Kent; however, we are certainly aware of the ongoing risk and continue to do everything we can to ensure our residents and staff are safe and they have the tools and resources to manage during such a difficult time. As a Council, we support the government's LTC Commission and ask that it remain non -partisan, and be independent of owners and operators including ourselves as the owner and operator of Chatham-Kent's largest LTC home. While we are supportive of the Commission, we are asking for an impartial review of current best practices in both private and publicly operated homes. We are also requesting that the Commission be tasked with recommending best practice standards of care, and accountability protocols regarding documentation, peer reviews, and resident/family reviews. We appreciate the work involved in any type of large-scale review with the hope the Commission is able to review the current impact of the pandemic and merge these findings with what the sector has known and has been advocating for over the last several years including staffing, governance models, physical structures of homes, and LTC regulations. A comprehensive look at past, current, and future insights will move the sector towards action and real change. Sincerely, Darrin Canniff, Mayor/CEO Municipality of Chatham -Kent C Rick Nicholls, MPP Chatham -Kent -Leamington Monte McNaughton, MPP Lam bton-Kent-Middlesex All municipalities in Ontario '� TOPAGGREGATE PRODUCING MUNICIPALITIES [TAPMO] Executive Meeting Minutes Thursday, May 28, 2020 9:00 am Zoom Meeting Attended: Sue Foxton (Chair) Township of North Dumfries Rick Maloney Bracebridge Jim Hegadorn Loyalist Township Marcus Ryan Township of Zorra Dave Barton Township of Uxbridge James Seeley Township of Puslinch Sandra Easton Town of Lincoln Shelley Stedall Township of North Dumfries Brian Zeiler-Kligman Sussex Strategy Group Ken DeHart County of Wellington Carla Nell Sussex Strategy Group Regrets: John Woodbury Township of Southgate 1. Call to Order - Welcome & Introductions James Seeley introduced Brian Zeiler- Kligman, Ken DeHart and Carla Neil. 2. County of Wellington — Aggregate Property Assessment Valuations for Taxation Resolution (Copy Attached) Discussion to determine if it should be on the Agenda for AGM Ken DeHart, County Treasurer for the County of Wellington, presented their plight to convince the Provincial Government to change the methodology for assessments on aggregate properties. They have been working on aggregate assessment appeals for the past 8 years in Wellington County. The first round of appeals was initiated by the industry following the 2008 adjustments to the legislation where MPAC exempted the aggregate from the assessment values of the property The county got involved in 2012 after the industry subsequently appealed all their assessments in 2009 on the basis that MPAC hadn't recognized the exemption of the aggregate. In reality, the exemption was to prevent MPAC from valuing the aggregate under the land in addition to the value of the land itself. Unfortunately, this has led to a tax gap that is not being Page 81 funded by the Provincial Government. One of the reasons to pursue the meeting with MOF is there is an MPAC review taking place and this issue needs to be raised in the current MPAC review to have a policy resolution. The appeal will be stronger if it is a TAPMO issue as this affects all municipalities and not just Wellington County. This will be a TAPMO endorsed initiative as Municipalities are funded by property tax. The province has taken the position there is a provincial interest in aggregate and agriculture so their taxes should be treated differently but they haven't offered to fund the tax gap. It should not fall to the municipal taxpayer. When it comes to the tax deferral for aggregate and agriculture there are residents and business' living adjacent to aggregate operations that are subsidizing that aggregate operation disproportionately on behalf of all the residents of Ontario, who benefit from that aggregate operation. We will be reaching out to AMO and ROMA to ask what they would require from us in order to support this endeavor and to advocate for us. T-001-20 Moved by James Seeley Seconded by Marcus That TAPMO authorize wellington county to submit on their behalf the report included in our agenda further to the review of the wellington county solicitor and final review from TAPMO executives over email. CARRIED 3. TAPMO AGM August Meeting — Date, Time and Online Format Meeting will remain on Sunday, August 16, 2020 at 2pm 4. TAPMO AGM August Meeting — Agenda Agenda will focus on the Aggregate Tax Gap and continue with our other asks. 5. Adjourn Page 82 WHEREAS previous assessment methodologies for aggregate resource properties valued areas that were used for aggregate resources or gravel pits at industrial land rates on a per acre basis of the total site and such properties were formally classified and taxed as industrial lands; WHEREAS the Council of aggregate resource properties; supports a fair and equitable assessment system for all WHEREAS the Municipal Property Assessment Corporation determined, with the participation only of the Ontario Sand, Stone and Gravel Association, revised criteria for assessing aggregate resource properties; AND WHEREAS the Council of has concerns that the revised criteria does not fairly assess the current value of the aggregate resource properties; NOW THEREFORE BE IT RESOLVED: (a) That the Council of does not consider the revised criteria for assessment of aggregate resource properties as a fair method of valuation for these properties; and (b) The Council of believes there is a need to review the current assessment scheme for aggregate resource properties to address the inequity of property values; (c) The Council of hereby calls upon the Province to work with the Municipal Property Assessment Corporation to address the assessment issue so that aggregate resource properties are assessed for their industrial value; and (d) The Council of directs the Chief Administrative Officer to provide a copy of this motion to the Minister of Finance, Minister of Municipal Affairs and Housing, Minister of Natural Resources and Forestry and (the local MPP(s)} Page 83 Property Tax Treatment: Aggregate Producing Properties Property assessment of aggregate producing properties is a long-standing issue requiring a policy - driven solution o This is an Ontario -wide issue: aggregate producing properties are found in approximately 70% of all Ontario municipalities o Over 100 assessment appeals on 2016 valuations alone o Assessment appeals will continue in the absence of a policy -driven solution • Valuations for the 2020 assessment cycle will be issued by MPAC in the coming months o Important this long-standing policy issue is resolved before these valuations are sent out, triggering hundreds of assessment appeals over this assessment cycle o Equally important these valuations for 2020 assessment cycle are made based on policy that respects legislative and regulatory requirements and leading assessment principles Following what is set out in legislation, properties in Ontario are assessed by MPAC based on standard appraisal theory to determine the current value of the property (either a sales comparison approach, a cost approach or an income approach) o Current value is the basis for MPAC valuations o Some specific classes of properties have specific legislative provisions establishing how they are to be assessed o Aggregate producing properties are not an identified class of properties, so should be assessed according to same approach as all other such properties Valuations of aggregate producing properties, though, are done according to an MPAC policy, a methodology agreed to between MPAC and the aggregate industry o Gravel pits and quarries are assessed as Class 5 Farmland plus "site preparation costs' for licensing the property — regardless of zoning, classification of neighbouring properties or other relevant factors to determine the appropriate classification o By agreement between MPAC and the OSSGA, there is an artificial cap on the assessed value of licensed gravel pits and quarries. Aggregate sites anywhere in the province will not exceed $15,000/acre (which includes both the value of the land and of a valid license for aggregate extraction from that site). o The artificial cap and the classification as Class 5 farmland dramatically reduces the assessed value of these properties, particularly when compared to neighbouring properties or those with similar characteristics According to leading textbooks and guidance, confirmed by expert analysis, the income approach to valuation is the proper approach to value aggregate producing properties o Given the current use of these lands (mineral extraction), an income approach to establish market value would normally be the standard approach o Under the Assessment Act, the value of the "mineral" (aggregate) cannot be included o On this basis, MPAC has determined the income approach cannot be used o MPAC purports to rely on the cost approach to valuing these properties, but expert analysis shows the MPAC policy violates the legislative requirements of this approach ■ MPAC methodology ignores O.Reg. 282/98 under the Assessment Act by misclassifying what should be within the industrial property class within these properties (areas of mining activity and non -activity) ■ MPAC methodology arbitrarily assigns a minimal land value to these properties ■ Expert analysis finds MPAC methodology "leads to a valuation that has no basis in the property being valued" ■ MPAC methodology does not follow any market -based indicators and severely underestimates the value of these licensed properties • Expert analysis finds MPAC policy for aggregate producing properties does not represent the current value of these properties, does not comply with the legislated "current value" standard and "deviates significantly from basic rubrics for performing the cost approach to valuation." • Based on an analysis of MPAC's approach by independent international experts, the current assessed values of aggregate producing properties are inequitable when compared to other property types including: residential, farm, commercial, industrial, etc. o There are numerous examples where neighbouring industrial properties face dramatically different valuations due to their uses. Some specific examples: ■ One industrial property in Wellington County is valued at 10x the value of the comparable adjacent aggregate producing property ■ One aggregate producing property in the Regional Municipality of Waterloo is assessed at just 6% of the value per acre of its adjacent (smaller) vacant industrial property ■ In Durham, 2 aggregate producing sites totalling about 400 acres are valued at about 10% of the value per acre of an abutting 34-acre industrial property ■ In Brant County, an aggregate producing site is assessed at about 13% of the value per acre of a major distribution warehouse situated within 500 feet of each other In summary, MPAC's current policy for valuing aggregate producing properties: • Violates the legislative requirements in the Assessment Act • Appears to put municipalities in a position where they are forced to commit the equivalent of a violation of s. 106 of the Municipal Act • Deviates significantly from standard property assessment approaches • Contradicts the principles of "fairness and transparency in taxation", which underpin Ontario's market value -based property tax system • Forces municipal residents to subsidize aggregate production • Creates inequities — individual residents pay more in property taxes than huge aggregate operations; comparable companies and properties face dramatically different property tax rates A permanent, policy -driven solution can and needs to be found before the valuations for the 2020 assessment cycle are issued. Page 85 aeOffingtoig Memo Operations Department If this information is required in an alternate format, please contact the Accessibility Co-ordinator at 905-623-3379 ext. 2131 To: Mayor Foster and Members of Council From: Stephen Brake, Acting Director of Operations Date: June 19, 2020 Subject: Report OPD-005-20 — Tennis Courts and other Infrastructure Enhancements File: At the regular meeting of June 15, 2020, Council requested financial information to consider the installation of lighting systems at three tennis courts in Clarington. The locations specifically identified were to include Stuart Park in Courtice, Green Park or Bowmanville High School in Bowmanville, and Orono Park in Orono. Operations Department Report OPD-005-20, regarding Clarington's public tennis courts and other infrastructure enhancements, will be available for Council's consideration on the June 22, 2020, General Government Committee agenda. This report provides a condition assessment of each of the six public tennis court locations in Clarington and also recommends a number of minor improvements that can be completed within the 2020 capital budget allowances. With respect to the installation of lighting improvements, Operations Report OPD-005- 20 suggests that due to the proximity of residential homes and/or the uncertain need for such upgrades, lighting is either not recommended or requires further investigation. It should also be recognized that Clarington's Parks By-law 2006-126 generally restricts activity in all Parks from dusk to dawn, which could affect play on tennis courts. This memorandum provides additional background information for Council to decide on the installation of court lighting at the Stuart Park, Green Park or Bowmanville High School and Orono Park locations. At each of these preferred sites two tennis courts are present with the exception of Bowmaville High School where no tennis courts exist. It should also be noted that court lighting was previously installed at the Orono location but was removed in 2012. It is uncertain whether the lights were eliminated due to condition or as the result of public opposition. Page 11 The Corporation of the Municipality of Clarington 40 Temperance Street, Bowmanville ON L1 C 3A6 1 905-623-3379 Page 86 Clatingtoig Memo Tennis courts were used by 15% of people filling out the Outdoor Recreation Needs Assessment (ORNA) survey, ranking near the bottom of the top ten outdoor recreation facilities used. However, our supply of tennis courts is below the typical service level for our population. Clarington currently has 14 tennis courts and is underserviced with a notable gap in Newcastle where there are currently no tennis courts available. The ORNA recommended that we increase our tennis court supply to 20 over the next 10 years. Opportunities exist to add 7 new courts through the development of the Newcastle Community Park (three courts), future Neighbourhood and/or Community Parks in north Bowmanville (two courts) and lands presently being assessed for the Southeast Courtice Secondary Plan (two courts). The courts recommended for future construction in the Newcastle Community Park will be designed to be lit. For comparison purposes, the following chart provides a summary of the inventory of outdoor tennis courts within each municipality in Durham Region. The breakdown also provides the specific number of public courts where lighting is present. Municipality # of Courts # of Locations # of Public Courts # of Lit Public Courts Pickering 24 9 4 4 Ajax 15 6 11 0 Whitby 28 11 28 18 Oshawa 19 7 19 12 Clarington 14 7 12 0 Uxbridge 5 3 5 2 Scugog 6 3 6 3 Brock 6 3 6 0 Page 12 The Corporation of the Municipality of Clarington 40 Temperance Street, Bowmanville ON L1 C 3A6 1 905-623-3379 Page 87 laCrlagton Memo The School Boards within Clarington have constructed tennis courts on only two of their properties being Courtice Secondary School and Newcastle Public School. Both court locations, however, are currently in a state of disrepair and are not being used for tennis. The facilities have been repurposed for other uses including basketball. Based on recent estimates the average cost in 2020 to light each double tennis court facility will range between $85,000 and $150,000 for design and construction depending on the location of the electrical feed and whether the source will need to be upgraded. In addition, future annual operating expenses will also be incurred for electricity, on- going maintenance and periodic repairs resulting from vandalism. Details on the Parkland Dedication Reserve Fund were requested as the possible funding source for the installation of the court lighting. In accordance with the Planning Act, the funds that are held in this reserve account shall only be used for "the acquisition of land to be used for park or other public recreational purposes, including the erection, improvement or repair of buildings and the acquisition of machinery for park or other public recreational purposes." Tennis court lighting could potentially be considered "machinery". The available budget in the Parkland Dedication Reserve Fund is approximately $3.3 million. In the 2020 budget, $30,000 was approved for use from this account for the capital program in Newcastle Community Park (the skateboard park). Regards, Stephen Brake Page 13 The Corporation of the Municipality of Clarington 40 Temperance Street, Bowmanville ON L1 C 3A6 1 905-623-3379 Page 88 C ri 10tV9t0J9 Memo If this information is required in an alternate format, please contact the Accessibility Co-ordinator at 905-623-3379 ext. 2131 To: Mayor and Council From: Trevor Pinn, CPA, CA — Director of Finance / Treasurer Date: June 19, 2020 Subject: Tax Rebate Program and CIP Update File: On June 17, 1 met with three members of Council regarding questions from report FND- 018-20. To ensure all members of Council have the same information, I am providing this memo to answer questions which came out of that meeting. CIP 1. Can the Community Improvement Plan have a means test so that businesses that don't need the help don't get it? — Yes, a means test will require a set of parameters to determine which businesses qualify and will require staff time to determine eligibility. 2. Can we restrict the types of businesses eligible for assistance (doctors, dentists, lawyers)? Could we only allow those businesses that were shut down or that had significant restrictions (restaurants) be eligible? — Yes, Council is able to define eligible recipients 3. Can we restrict companies that are large chains from receiving funds? — Yes. When the Community Improvement Plan program is written it can be written with the above requirements in mind. The more criteria that are in place, the harder the process may be to figure out and administer. 4. When can funds flow? — Funds cannot flow until the program is written, a statutory public meeting is held, review by the Ministry of Municipal Affairs and Housing and approved by Council. Page 12 Tax Rebate Program 1. Can the date of the program period be changed to this Friday to coincide with the opening of Stage 2? — Yes, Council is able to change the parameters of the by-law so that the program period is set to a specific date or event. When the by-law was contemplated, we were not aware of when Stage 2 would be occurring. 2. If we allocate $1million to the rebate program and it is not fully utilized can it be reallocated to the CIP for a second intake? — Yes, this is possible, however the tax rebate program needs to be completed prior to this. 3. When can funds flow? — In most cases there will be no cash outlay as there will be a credit applied to taxpayer accounts. It will be likely be a 6 to 8 week intake with another 4 to 6 weeks to review the applications and determine the amounts of the rebates. With regards to the amount of the rebate, I provide the following example based on the assumption that the date of the program would be March 17, 2020 to June 19, 2020 at the maximum assessment. # of days for program period — 95 days (March 17 to June 19, 2020) Assessment value (max) _ $500,000 Eligible municipal taxes = $500,000 x 0.00393076 / 366 x 95 days = $510.14 A question was raised regarding the administrative burden for the tax rebate program. While the requirements for the rebate program are needs based, there is no way to prevent everybody in the Municipality from applying. This could result in over 30,000 applications that need to be screened and reviewed by staff. While staff will attempt to utilize electronic means to improve efficiency, there will be manual reviews that need to occur for each application to determine eligibility under the program. It is possible given the relatively low dollar value for the grant that the costs to administer the program could be 20% or more of the actual value of the grant. This is one of the reasons why FND-018-20 recommended the CIP as it is less administrative, due to lower number of businesses versus households and has a larger economic impact as a result of assisting businesses continue to operate which will provide ongoing employment income to residents. The Corporation of the Municipality of Clarington 40 Temperance Street, Bowmanville ON L1 C 3A6 1 905-623-3379 Page 90 Page 13 Subsequent to the meeting there was a suggestion that the tax rebate program should remove business owners as eligible recipients. I am supportive of this provided that the CIP is approved. If the CIP is approved, it would not be fair to taxpayers to provide tax relief as well as business support to the same individual. Staff will take Council's direction on the use of these two tools and implement as efficiently as possible to provide financial support to the residents and businesses of Clarington. If there are any questions, please let me know. Thank you, Trevor Pinn, CPA, CA Director of Finance / Treasurer /hj I The Corporation of the Municipality of Clarington 40 Temperance Street, Bowmanville ON L1 C 3A6 1 905-623-3379 Page 91 Town of (A �x By the Lake DELIVERED BY E-MAIL Seniors for Social Action (Ontario) Dr. Patricia Spindel info(a)-spindelconsulting.com Linda Till linda.tilIC@-rogers.com June 17, 2020 RE: Alternatives to Institutionalization of Older Adults TOWN OF AJAX 65 Harwood Avenue South Ajax ON L1 S 3S9 www. a i ax. ca Thank you for your correspondence to the Town of Ajax, regarding the above noted matter. Please be advised that the following resolution was passed by Ajax Town Council at its meeting held June 15, 2020: That Item 7 of the Correspondence Report "Seniors for Social Action Ontario: Alternatives to Institutionalization of Older Adults 25" be received for information. Additionally, Council requested that staff distribute your correspondence to the Region and all lower - tier municipalities in Durham. (Background Material Future for Vulnerable Elderly Citizens ) If you require further information please contact me at 905-619-2529 ext. 3342 or aexander. harras(aaiax.ca Sincerely, Alexander Harras Manager, Legislative Services/Deputy Clerk Copy: All Durham Region Municipalities - Page 92 From: Kindel & Assoc To: Alexander Harras Subject: Attached documents Date: Saturday, May 30, 2020 8:39:12 PM Attachments: SSAO NEWS RELEASE AND BACKGROUNDER FINAL.docx Envisioning The Future. De -Institutionalization of LTCs-2.docx [CAUTION: This email originated from outside the organization -- DO NOT CLICK on links or open attachments unless you recognize the sender and know the content is safe.] Good evening, Mr. Harras, I have been advised by Lisa Bower that I should ask the Town Clerk to include my documents as correspondence to be included on the agenda and shared with the rest of Council. Below is my e-mail to Pickering Councillors copied to Joanne Dies and Lisa Bower, my Councillors in Ajax. Attached is the News Release, Backgrounder, and report prepared by Linda Till that outlines alternatives to institutionalizing older adults. At the present time, neither Ajax nor Pickering nor Durham Region have established residential alternatives to institutionalizing elders in the community. I would like to propose that a task force be struck to work with experts like Ms Till to examine alternatives to institutions like Orchard Villa, so that no one is forced into this kind of choice in the future for a lack of community -based alternatives. The municipalities of Ajax and Pickering and Durham Region have a unique opportunity to review, research, and embrace a more positive vision for the future for older adults living in our communities. I would be happy to link staff and Councillors with Ms. Till should they choose to pursue these possibilities. Dr. Patricia Spindel Good afternoon, Councillors, Tomorrow Seniors for Social Action Ontario (SSAO) will be making public a News Release, Backgrounder, and Report on why no one - young or old - should be forced to live and die in a long term care facility. Attached is an advance copy for you. People were starving and dehydrating to death in Orchard Villa as confirmed by residents' families and hospital staff, but this is nothing new. Years ago children were also being starved to death in these kinds of facilities (see video). Linda Till, the woman who rescued this child, Becky, who went on to live a full life for decades after almost starving to death in the Jann Lynn Nursing home, has now written the definitive report on how we can prevent the institutionalization of anyone at any age (see Envisioning A New Future For Vulnerable Elderly Citizens report - attached) Page 93 Both this video and her report are worth a look. htips://www.youtube.com/watch?v=E—ZTY-GqdfY Durham Region and each municipality in it, has an opportunity to develop both residential and in -home alternative options so that those whose loved ones from Orchard Villa who are now in hospital recovering will not be forced to go back there. With no residential options currently available for elders needing care except institutions in Pickering or Ajax, it is time to press the provincial government for necessary funding for alternatives. It is doable, but will require considerable political will and community effort. Pickering Council can play a key role in generating support for more progressive options. None of us should have to face a bleak future in a long term care facility for lack of other options. Please take the time to view the video (above) and to read the News Release and Report. Thank you, Dr. Patricia Spindel, President Spindel & Associates Inc. ho2s://www.si2indelconsulting.net/ Page 94 sew for Social Action (Ontaro) NEWS RELEASE Contact: Linda Till 905-960-2191 linda.till@rogers.com Dr. Patricia Spindel 905-427-4136 info(a)spindelconsulting.com ADVOCATES CALL FOR AN END TO AGEIST POLICY OF INSTITUTIONALIZATION: CREATION OF INNOVATIVE INDIVIDUALIZED ALTERNATIVES Ontario, May 26, 2020 — Advocates for older adults, with decades of experience challenging government on ageist and ableist policies and practices, today called for an end to the awarding of long term care facility contracts to corporations , non -profits, and municipalities that are only willing to house older adults in institutional beds in large facilities. "The time has come for a more innovative, respectful and age friendly approach to caring for elderly citizens, because we can do better than dumping them in what have been termed `warehouses for death' as happened during this pandemic," said Dr. Patricia Spindel. "Inspection reports have confirmed that these facilities are prone to infection, dehumanization of residents, and significant failures in care provision. It is time Ontario became a leader and innovator instead of being mired in the failure of an archaic, inhumane, institutional system. Canada and Ontario sadly have among the highest rates of institutionalization in the world. Anyone living to 85 stands a 1 in 3 chance of ending up in one of these facilities". Seniors for Social Action Ontario (SSAO) is calling for age -friendly and respectful non-profit, community -based residential alternatives to institutions, including older adults independent living communities with care hubs designed to promote aging in place; smaller fully staffed community group homes for those with dementia and/or other disabilities that have fenced areas, gardens, and safe areas to wander; 24/7 staffed supported independent living (SIL) programs; caring communities programs on the L'Arche model, and other innovative residential options that offer older adults and their families dignified choices. "Of critical importance is the need to rebut the oft -held belief that there will always be some people who require institutions. It is simply and blatantly false," Linda Till, a policy advisor and systemic advocate for older adults and people with disabilities explains. "There is extensive evidence that people with even the most challenging needs for support can be appropriately and safely cared for in their own homes, or in small home -like settings in the community. In so doing they live more comfortable, healthy, normalized, valued, and meaningful lives than those who have been relegated to large, impersonal institutional settings". Page 95 Variations of small home options abound for those who cannot remain in their own home, but which most closely replicate the way that people have lived their whole lives. "Alternatives to institutionalization, wherein more normalized, respectful, and safer supports can be ensured for elders, exist within many jurisdictions", says Linda Till, "and they effectively demonstrate the feasibility of a more individualized way of supporting people - one that offers them what they most expressly say and desire.... "I want to stay in my own home". We must de -institutionalize our way of responding to the needs of vulnerable elders, and invest in meaningful, respectful alternatives. It is unethical to continue to institutionalize given the abundance of evidence that exists to allow us to eliminate this outdated approach, according to SSAO. "Older adults remain one of the strongest voting blocks in Ontario, capable of voting out any government that does not act in their best interests. The more assertive baby boomer generation is now approaching the age where they could be institutionalized if they encounter a health problem, so this issue is now on the front burner. Ageism and the institutionalization that arises from it is a human rights issue", says Dr.Spindel. -30- Page 96 BACKGROUNDER Executive Summary Envisioning a New Future for Vulnerable Elderly Citizens Linda Till linda.till@rogers.com 905-960-2191 • "The prevalence of seniors living in special care facilities, such as nursing homes, chronic care and long-term care hospitals and residences for senior citizens, increased with age (Figure 4). Among the age group 65 to 69, about 1% lived in special care facilities in 2011; among seniors aged 85 and over, the proportion was 29.6%." https://wwwl2.statcan.gc.ca/census- recensement/2011/as-sa/98-312-x/98-312-x2011003 4-eng.cfm • Ontario spends $4.07 billion to institutionalize older adults in long term care facilities https://www.oltca.com/oltca/documents/reports/tiltc20l6.pdf (Pg. 11) • Approximately 300 of the province's 626 long term care facilities are older and need redevelopment (more than 30,000 beds) to meet licensing requirements when licenses expire in 2025. https://heaIthydebate.ca/2018/09/topic/ontario-long-term-care-beds • "Incomes for long-term care centres are relatively fixed: The province pays $182 per diem for each licensed bed, with various top -ups and opportunities for user co -payment increasing this figure. With four beds to a room, this is a lucrative daily guaranteed payment for any operator. So, the main avenue to increase profit is to reduce costs: 'Continuity of care' — knowing the patient and working with [him or her] on a daily basis — is less important than reducing labour costs." "Human services such as nursing can be delivered anywhere in the community, and need not be within institutions." (Professor Ernie Lightman) https://rabble.ca/blogs/bloggers/views- expressed/2020/05/private-long-term-care-fa ci Iities-have- bee n-u nderstaffed-and • The Law Commission of Ontario has provided a detailed illustration of the impact of ageism. https://www.Ico-cdo.org/en/our-cu rrent-projects/a-fra mework-for-the-law-as-it-affects-older- adults/older-adults-funded-papers/ageism-and-the-law-emerging-concepts-and-practices-in- housing-and-health/vii-conclusion/ • 6% of younger people also live in long term care facilities, most with physical and/or developmental disabilities. People as young as 19 are moving into these facilities. https://clri- Itc.ca/files/2019/01/Younger-Residents-in-LTC-Handout.pdf • The disability sector has long experience with alternatives to institutions having taken part in deinstitutionalizing large facilities over several decades. • "Long-term care facilities constitute the largest manifestation of institutionalization to date in Ontario, and the institutionalization of the frail elderly is expanding year by year in response to the rising numbers of people who require care. Yet, members of this demographic group are the only people who are routinely placed in facilities for custodial care today.... Successful, intentional deinstitutionalization depends on the provision of alternative services for people leaving care."(Renee Lehnen, R.N. BES., M.A.) https://Iehnen.ca/about/ • "In Sweden, municipalities are responsible for elderly care and provide funding for in -home assistance as well as manage the needs of accessible housing. 94% of the elderly over the age of Page 97 65 live at home and are given the opportunity to live an independent life, even if someone is in need of supported assistance." https://globalhealthaging.org/2014/08/03/sweden-a-role- model-for-elderly-care/ • "The study concludes that not only is the large corporate business model financially unstainable but also detrimental to quality." https://www.ippr.org/files/2019-09/who-cares-financialisation- in-social-care-2-. • Reliance on for -profit institutions is a world-wide trend that is not working. "The truth is that for too long we have let profits come before people. Finance has crept into every aspect of our society on the back of big promises about quality and efficiency. But it has failed to deliver, often putting the most vulnerable members of society at risk." https://www.ippr.org/files/2019- 09/who-cares-financialisation-in-social-care-2-.pdf • "Japan has proved fertile ground for the development of social care co-operatives with the Japanese federation of health and welfare co-operatives currently running 28 nursing care homes, in addition to 75 hospitals and 337 primary health care centres." "The argument underpinning the model [of co-operatively owned care homes] is that it provides a democratic, equitable, staff -led and community -orientated option to public or private social care provision, allowing for surplus capital to be reinvested into the business to improve quality and reduce costs." https://www.mutuaIinterest.coop/2020/05/forget-big-business-or-the-state-co- operatives-should-run-care-homes • "In Bologna, Italy social co-operatives account for 85% of care services for children, the elderly, the poor, the disabled and other vulnerable people and they exceed state and corporate alternatives in their outcomes, for example, these co-operatives give superior care at 50% of the cost of state programs." https://www.mutualinterest.coop/2020/05/forget-big-business-or-the- state-co-operatives-should-run-care-homes • Sweden is ranked first in elder care provision in the world. https://www.heIpage.org/download/541300b365b651 • Current allocation of funding for the elderly and for Long Term Care settings, if redirected into innovative alternatives in homes and communities, would enable such developments. Some jurisdictions have legislated that the funding currently allocated to an individual in an institution must be relinquished and redirected to their care in community, such as the Money Follows the Person program within Medicaid in the United States. (https://www.medicaid.gov/medicaid/long-term-services-supports/money-follows- person/index.html) • Long term care settings and their supporters repeatedly call for more funding, claiming that the LTC sector has long been under -funded. If we scrutinize these claims in light of the significant profits and shareholder benefits that the large LTC corporations acknowledge, the argument becomes evidently specious. Accountability systems do not exist in the Ontario government that determine to what extent profit is being made by the same companies calling for additional funds, nor are there ways of guaranteeing that any additional funds would be spent on staffing and supplies for which they are allocated. The MOHLTC currently has no forensic auditors available to the inspection branch. • An individualized planning approach has been shown to be most effective in ensuring that the supports provided to a person include all aspects of their needs and preferences. The P4P Planning Network provides an example of such an approach. "A key component of the P4P approach is Independent Facilitation — an ongoing process that supports an individual to fulfill these objectives, develop a vision for their future and take the steps necessary to work toward their goals and dreams." http://www.partnersforplanning.ca/ • One would be hard-pressed to find anyone who has a personal goal of one day living in one of the LTC's in this province. Conversely, the prevailing sentiment is that as people age, they most often state clearly and unequivocally that they want to remain in their own homes. • Redirecting both funding and staff to supporting people in their own homes as extensively as individually required, is absolutely feasible, and has been shown to be successful for people with disabilities who have similar support requirements to those of our vulnerable elderly. In Sweden, 94% of the elderly over the age of 65 live at home and are given the opportunity to live an independent life, even if someone is in need of supported assistance. https://globalhealthaging.org/2014/08/03/sweden-a-role-model-for-elderly-care/ • Ontario needs to consider expanding current approaches for people with disabilities to the older adults sector including: purchase of services funding through Special Services At Home; expansion of Supported Independent Living (SIL) programs; Double Duty — providing supports to older caregivers as well as those being cared for; small group homes staffed 24/7 in the community; independent living communities with community hubs to provide medical, nursing, and attendant care in people's own homes; home sharing with support initiatives; paying caregivers to stay home; intentional communities like L'Arche etc. • Combine housing and care through partnerships — see: L'Avenir Cooperative - a made -in - Canada example of person -centred developments enabling people to live in their own homes in community and Prairie Housing Cooperative in Winnipeg https://www.communityworks.info/articles/cooperatives.htm. These two organizations operate inter -dependently to provide homes and the required supports to enable people labelled with intellectual and/or physical disabilities to live with dignity, fulfillment, and security in their communities. This model could be expanded to senior care. https://Iavenircoop.ca/ and https://www.communityworks.info/articles/cooperatives.htm • Most importantly the ageist and patronizing current framework for development of policy concerning the provision of services and supports to older adults needs to be replaced with a more respectful, age friendly consideration of the individual needs of people as they age. Only then will be see a new, innovative vision of what is possible, instead of a deficit -based, inhumane, institutionalized system that awards beds without thinking very much about the people likely to occupy them. Page 99 From: Patenaude, Lindsey To: Patenaude. Lindsey Subject: FW: June 22 couNick meeting RE McDonald cres Date: Monday, June 22, 2020 8:34:07 AM Importance: High From: Roxanne J <roxiosh(@hotmail.com> Sent: June 19, 2020 9:54 PM To: ClerksDel2artment(@clarington.net; Zwart, Margaret <MZwartl@clarington.net>; Anderson, Granville <GAnderson(@clarington.net> Subject: June 22 couNick meeting RE McDonald cres EXTERNAL June 19, 2020 Councillor's Office 40 Temperance Street Bowmanville ON L 1 C 3A6 To Mayor Adrian Foster, Granville Anderson - Regional Councillor Wards 3 and 4 and Margaret Zwart - Councillor Ward 4 As residents of the Gracefields community in Newcastle, we have a keen interest in seeing that voters are provided the highest consideration and rights afforded by council. I believe I speak for the whole community when I express my disappointment that our previous attempts at working with council has been less than accommodating. I am writing to express my concerns about the potential changes to McDonald Crescent and would like to thank you for allowing us to attend the council meeting on June 22nd. Though I highly doubt that our outcry will have any effect on councils decision, my neighbours and I felt it important that we express our opinion; since we live directly on McDonald Crescent. Page100 I would like to point out that we have received nothing but false advertisement and manipulation from Tornat and Lindvest, from the moment we considered moving into Newcastle and specifically, Gracefields. The selling agent told us from day one, that the crescent would be filled with medium density housing. This was also backed up by the zoning laws. This area on the south end of McDonald Crescent was advertised and presented on the site map as going almost all the way to King Avenue. Lindvest was advertising this prior to them actually purchasing the land; which they didn't end up doing. Tornat ended up purchasing the land as a power of sale, then pitched the local corridor to Clarington council during the Official Plan Amendment 107 in 2016. The residents of Gracefields didn't understand the impacts of this, assuming that medium density houses would still go into that location. Shortly after that, Tornat released their plans. For 3 years, residents of Newcastle fought at Council meetings, however, once it was referred to the Ontario Municipality Board, the residents lost, mainly because of financial restraints in hiring a lawyer. Our only success was in having two floors taken off the building and some of the commercial area reduced. Now we are learning that Tornat has already made plans on land that the municipality owns (Given road) and wants to buy this property. Lindvest had previously advertised on land it didn't own and now Tornat is doing the same. Council needs to prevent developers from falsely advertising on property that is not owned by them. When making plans on where to purchase our lot, my husband and I were told by the selling agent, with my realtor present, that we were paying a premium to be on the crescent, a cost we were willing to pay to have a street with less traffic. I have spoken to other neighbours and they have stated that they were also told the same. A crescent is an ideal place to raise your children, without any worry that cars would come zipping up or down the street. By opening up McDonald Crescent, something that no one on the street requested or wants, the quiet crescent that we all love will be more prone to traffic, regardless of what your survey indicates. I have spoken with a few real estate agents and they confirmed that a crescent that Page 101 is actually a through street doesn't have the same retail value as a fully closed crescent. Families typically choose the crescent for the quietness and the lack of vehicles travelling along that road and are willing to pay extra for that added security. Your plan stats that "some residents were concerned about traffic impacts with McDonald Crescent becoming connected via given road to Rudell Road, versus maintaining a crescent with access to Flood Avenue Only. Staff have reviewed this concern in depth including discussions with traffic consultant. Very few vehicular trips from the development will use McDonald Crescent. Terminating Given Road as a cul-de-sac is not desirable where opportunity for a more grid like pattern is possible. It removes options for better pedestrian and vehicular circulation including easier access for Mcdonald Crescent residents to Highway 2 and thus reducing their reliance of Flood Avenue as the only point of access. Staff recommend Given Road connect to McDonald Crescent." The statement is contradictory as it states that very few vehicular trips will use this road, then continues to state that it provides better vehicular circulation. If `very few vehicular trips' are expected, then why go through the trouble of connecting Given Road to McDonald? Finishing the street in a cul-de-sac is preferable to the tax paying residents of Gracefields. Our voice and tax dollars should have some say when it comes to the community in which we live. It seems like the councillors are bowing to the wishes of the developers and aren't listening to the voices of those in this neighbourhood. Residents of McDonald Crescent are not concerned about another way to get to their crescent. They purchased that land because it was closed in and would prefer if you would not allow this to go in. If this sale goes through, can we work on ensuring that It is used to our advantage? We would like as much of the small wooded area to be preserved, the Given Road to McDonald Cres access removed and would like Tornat to stop adding more to the project. Thank you for your consideration on this community backed request. Sincerely, Roxanne and Phil Refalo U-011►TAMB 0i1:1C[ 'i�# Page102 Regards, Roxanne Joshua Page103 Clarington Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: June 22, 2020 Report Number: EGD-011-20 Submitted By: Ron Albright, Acting Director of Engineering Services Reviewed By: Andrew C. Allison, CAO Resolution#: File Number: RC.C.02.30 By-law Number: Report Subject: Proposal to Close and Convey a Portion of a Road Allowance (Given Road) Situated in Lot 30, Concession 2, Former Township of Clarke Recommendations: 1. That Report EGD-011-20 be received; 2. That Part 1 on Plan 40R-30883 be declared surplus and conveyed to Tornat Newcastle Limited for the appraised value and Parts 2, 3, 4, 6, 10, 11 and 12 on Plan 40R-30883 be declared surplus and conveyed to Lindvest Property (Clarington South) Limited for the appraised value; 3. That the applicants pay all applicable costs and fees for the preparation and registration of the transfers, including HST; 4. That Council approve the draft By-law attached as Attachment 2 to Report EGD- 011-20 to close and convey Parts 1, 2, 3, 4, 6, 10, 11 and 12 on Plan 40R-30883; and 5. That all interested parties listed in Report EGD-011-20 and any delegations be advised of Council's decision. Page104 Municipality of Clarington Report EGD-011-20 Report Overview Page 2 The following is a report that recommends that certain road allowances (Given Road and McDonald Crescent) be declared surplus and be closed and conveyed to the adjacent property owners. The subject portions are required by Tornat Newcastle Limited (Tornat) and Lindvest Property (Clarington South) Limited (Lindvest) to facilitate their development proposals. 1. Background 1.1. On July 2, 2019, Council passed Resolution #GG-401-19 to provisionally approve the closure and conveyance of certain parts of Given Road and McDonald Crescent in Newcastle. 1.2. As indicated in Report EGD-12-19, the Director of Engineering Services has reviewed the application and has determined that the road segments are not required for Municipal purposes. 1.3. The applicants have paid the application fee of $500 has completed reference plan 40R-30883 found at Attachment 1. The applicants have also provided the Municipality with an appraisal. The application has been circulated to all appropriate parties and agencies with no outstanding concerns. 1.4. The applicants have committed to completing a reference plan for the lands to be conveyed, and to compensating the Municipality for the appraised value. 2. Value 2.1. The applicants provided the Municipality with a land appraisal completed in November 2018. The appraised value will be circulated to Council in a confidential memorandum to accompany this report. 3. Road Closure 3.1. Subsection 34(1) of the Municipal Act, 2001 provides that "a by-law permanently closing a highway does not take effect until a certified copy of the by-law is registered in the proper land registry office". Upon Council's enactment of the road closure by-law found at Attachment 2, the Municipal Solicitor will submit it to the land registry office for registration. Page105 Municipality of Clarington Page 3 Report EGD-011-20 4. Concurrence This report has been reviewed by the Municipal Solicitor who concurs with the recommendations. 5. Conclusion It is respectfully recommended that Council close and convey the surplus road allowance for the appraised value plus applicable costs and approve the draft By-law. Staff Contact: Karen Richardson, Development Manager, 905-623-3379 x2327 or krichardson@clarington.net. Attachments: Attachment 1 — Reference Plan 40R-30883 Attachment 2 — By-law 2020-XX Interested Parties: The following interested parties will be notified of Council's decision: D.G. Biddle & Associates Limited Lindvest Property (Clarington South) Limited Tornat Newcastle Limited Page106 SCP 4 00819900742 I I I w I I I I I I I I I o N o I J I I N4- I I -- =; 1I- it < \ I-------� t `i------i------L-------l------i----1I i-- _--- 1------�-------�- -------ssB I IB a Li c; CL In I I I II I� f I I to I :z) .- I Imo' r f� Y I 0) a'' i` 1 �\ I zs;z. Li Z I 7gry'y40"E i. ;,:. A InI N$2 s5'so"E AR T to Li ssle g 0 A r- 3 T-r, 50 E 69.50 N84 S7, N / 1 r.- A , r srR , £fT LAVE A,C,B R" $ E 120 rQ I L_`_�_`�\ 00 10) W < fA m w �, �' r� Na8 42 ' Y �' r, t� 92.6 3 N es Sg'S 5" 9 86 E z I -= m N iE °'-• mo- z 55"E PL3,pL4 �. L_ c' ! ;i K•' \� \% �/t/r\% qRT 6 T 9 r\ r 0 0 N V ¢ I iV82 55' " 50 E 31 &MEgS �'"�-� 113 46 A v \ \ "\ , , �� I / ^`• , Y �r\T ►r 82 SS a 50" N86• ,- 59 5 11 34.82 i �4. 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VIOUSL r' y♦�' F,0 n; 1k `� G KNOB D K O i 1 N o "f akh♦ ��oo AS OLD igjj GitJEN 1 G � •. 9 S D Te1� N �O 1 P ADS _ PAR 7- 3 / i DETAIL 'C' _ (NOT TO SCALE) PLAN OF SURVEY OF PART OF BLOCKS 44 AND 479 PART OF M cD ON ALD CRESCENT, PLAN 40M - 2501 AND PART OF LOT 302 CONCESSION 2 (GEOGRAPHIC TOWNSHIP OF CLARKE) MUNICIPALITY OF CLARiNGTON REGIONAL MUNICIPALITY OF DURHAM SCALE 1:500 1Om 5m Om tom 20m 30m 40m R-PE SURVEYING LTD., O.L.S. METRIC DISTANCES AND COORDINATES SHOWN ON THIS PLAN ARE IN METRES AND CAN BE CONVERTED TO FEET BY DIVIDING BY 0.3048. SURVEYOR'S CERTIFICATE I CERTIFY THAT- 1. THIS SURVEY AND PLAN ARE CORRECT AND IN ACCORDANCE WITH THE SURVEYS ACT, THE SURVEYORS ACT AND THE LAND TITLES ACT AND THE REGULATIONS MADE UNDER THEM. 2. THE SURVEY WAS COMPLETED ON THE 17th DAY OF MARCH 2O20. DATE MARCH 18th 2020 Ii M.-MG44. R-PE SURVEYING LTD. =_= =_= ONTARIO LAND SURVEYORS _ 643 Chrislea Road Suite 7 Woodbridge, Ontario L4L 8A3 Tel.(416)635-5000 Fax (416)635-5001 Tel.(905)264-0881 Fax (905)264-2099 Website: www.r-pe.ca DRAWN: A.K./E.R. CHECKED: S.G. JOB No. 16-038 CAD FILE No.16038r02c Page107 Attachment 2 to Report EGD-011-20 If this information is required in an alternate format, please contact the Accessibility Co-ordinator at 905-623-3379 Ext. 2131 THE CORPORATION OF THE MUNICIPALITY OF CLARINGTON y'eW,%VIVI►[*)1111118010DPP'1 Being a by-law to authorize the closure and conveyance of a road allowance and the conveyance of a road allowance. WHEREAS the Council of The Corporation of the Municipality of Clarington has approved the recommendations of Report EGD-011-20, and deems it desirable to pass this by-law; and NOW THEREFORE be it enacted and it is hereby enacted as a by-law of the Corporation of the Municipality of Clarington as follows: 1. That the property described as Part 1 on Plan 40R-30883, (in the former Township of Darlington), now in the Municipality of Clarington, is hereby closed; 2. That the property described as Parts 2, 3, 4, 6, 10, 11 and 12 on Plan 40R-30883 (in the former Township of Darlington), now in the Municipality of Clarington, are hereby closed; and 3. That the Municipal Solicitor be authorized to take all action necessary to effect the transfer of Parts 1, 2, 3, 4, 6, 10, 11 and 12 on Plan 40R- 30883. Passed in Open Council this XX day of June, 2020 Adrian Foster, Mayor C. Anne Greentree, Municipal Clerk Page108 Clarington Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: June 22, 2020 Report Number: EGD-012-20 Submitted By: Ron Albright, Acting Director of Engineering Services Reviewed By: Andrew C. Allison, CAO Resolution#: File Number: G.55.01 By-law Number: Report Subject: Clarington / Oshawa Boundary Road Agreement Recommendations: 1. That Report EGD-012-20 be received; 2. That the Mayor and Clerk be authorized to execute the Boundary Road Agreement attached to Report EGD-012-20, as Attachment 1; and 3. That all interested parties listed in Report EGD-012-20 and any delegations be advised of Council's decision. Page109 Municipality of Clarington Report EGD-012-20 Report Overview The purpose of this report is to seek Council approval to renew the Boundary Road Agreement with the City of Oshawa. The Boundary Road Agreement identifies shared boundary roads and assigns responsibility to the appropriate municipality. 1. Background Page 2 1.1 The Municipality of Clarington and the City of Oshawa abut one another along Townline Road. The Boundary Road Agreement applies to opened year-round maintained right of ways. Some sections of Townline Road are unopened. The Boundary Road Agreement assigns responsibilities to the City of Oshawa and the Municipality of Clarington for the opened sections, including sections that are under the jurisdiction of the Region of Durham. 1.2 The section of Townline Road north of Winchester Road is unopened and has been leased to Hydro One Networks Inc. for access to the Clarington Transformer Station. This section of Townline Road is not included in the Boundary Road Agreement and is dealt with under a separate lease agreement with Hydro One Networks Inc. (see EGD- 020-14) 1.3 The previous Boundary Road Agreement (see EGD-019-14) expired in July 2019, and was extended for up to five years with the intention of updating the wording of the agreement to address the re -alignment of Bloor St (Regional Road 22), and proposed development on the west side of Townline Rd north of Conlin Rd. The attached agreement has been updated to reflect these changes. 1.4 The City of Oshawa has authorized Oshawa staff to execute the agreement under their report number CNCL-20-83 at the Oshawa City Council meeting on May 25, 2020. 2. Concurrence This report has been reviewed by the Acting Director of Operations and the Municipal Solicitor who concur with the recommendations. 3. Conclusion It is respectfully recommended that the Mayor and Clerk be authorized to execute the Boundary Road Agreement. Staff Contact: Sean Bagshaw, Capital Works Engineer, 905-623-3379 x2320 or sbagshaw@clarington.net. Page110 Municipality of Clarington Report EGD-012-20 Attachment: Page 3 Attachment 1 — Draft Boundary Road Agreement between the Municipality of Clarington and City of Oshawa Interested Parties: The following interested parties will be notified of Council's decision: Warren Munro, Commissioner, Development Services Department, City of Oshawa Page111 Attachment 1 to Report EGD-012-20 BOUNDARY ROAD AGREEMENT Item: DS-20-XX Attachment 6 THIS AGREEMENT made in triplicate as of the day of , 2020 BETWEEN: THE CORPORATION OF THE CITY OF OSHAWA (herein referred to as "Oshawa") -- and -- THE CORPORATION OF THE MUNICIPALITY OF CLARINGTON (herein referred to as "Clarington") RECITALS (a) WHEREAS The Corporation of the Municipality of Clarington (herein referred to as "Clarington") and The Corporation of the City of Oshawa (herein referred to as "Oshawa") are municipalities as defined by the Municipal Act, 2001. (b) WHEREAS Clarington and Oshawa have joint jurisdiction over certain parts of Townline Road, a boundary line highway situated between Clarington and Oshawa. (c) WHEREAS pursuant to section 11 of the Municipal Act, 2001, Clarington and Oshawa may pass by-laws respecting matters within the "highways" sphere of jurisdiction. (d) WHEREAS pursuant to sections 29 and 29.1 of the Municipal Act, 2001, if municipalities having joint jurisdiction over a boundary line highway enter into an agreement under which each municipality agrees to keep any part of the highway in repair for its whole width and to indemnify the other municipality from any loss or damage arising from the lack of repair for that party, the agreement and a copy of the by-law authorizing the agreement may be registered in the land registry office for the area in which the highway is located. (e) WHEREAS by agreement dated January 24, 1979 between Oshawa and The Corporation of the Town of Newcastle, provision was made for the reconstruction and sharing of costs relating to such reconstruction of that part of Townline Road between the Canadian Pacific Railway line and Farewell Creek. (f) WHEREAS by agreement dated October 1, 1982 between Oshawa and The Corporation of the Town of Newcastle, provision was made for the maintenance and repair of that part of Townline Road forming part of the boundary between Oshawa and The Corporation of the Town of Newcastle. (g) WHEREAS by agreement dated October 25, 2004 ("Previous Boundary Road Agreement") Oshawa and Clarington made provision for all matters relating to the maintenance, repair and construction and the sharing of costs of such construction of certain parts of Townline Road. (h) WHEREAS Oshawa and Clarington entered into a Boundary Road Agreement (the "2014 Agreement") on July 2, 2014. (i) WHEREAS on June 24, 2019, City Council authorized the Director of Engineering Services to extend the 2014 Agreement for another 5 year term and to amend the agreement to address the need to construct Townline Road North, north of Conlin Road to accommodate development in the Kedron Part II Planning Area and to reflect the realignment of Bloor Street (j) AND WHEREAS by this Agreement Oshawa and Clarington wish to make provision for all matters relating to the maintenance, repair and construction and the sharing of costs of such construction of certain parts of Townline Road. Page 1 of 9 Page112 NOW THEREFORE in consideration of the mutual terms, conditions and covenants contained herein and other good and valuable consideration, the receipt and sufficiency of which by each of the Municipalities is hereby acknowledged, THE MUNICIPALITIES HERETO AGREE AS FOLLOWS: INTERPRETATION 1.1 In this Agreement where words appear with their first letter capitalized, the words shall have the meanings set out for them in the lettered paragraphs of this Section. Otherwise, all words used in this Agreement are intended to have the meanings ordinarily ascribed to them in the English language. (a) "Agreement" means this agreement, including its recitals and any schedules which form an integral part of it, as amended from time to time. (b) "Claims" include any and all claims, actions, causes of action, complaints, demands, suits or proceedings of any nature or kind in respect of any and all losses, damages, liabilities, deficiencies, costs and expenses (including, without limitation, all legal and other professional fees and disbursements, interest, liquidated damages and amounts paid in settlement, whether from a third person or otherwise), the costs or expenses of complying with any environmental laws, and any economic losses, consequential, indirect, special and incidental damages resulting from or in any way related to a breach of a term of this Agreement, loss of life, personal injury (including, in all cases, personal discomfort and illness), and loss of and damage to property. (c) "Clarington" means The Corporation of the Municipality of Clarington. (d) "Clarington Roads" mean those portions of Townline Road described in Schedule A to this Agreement and as depicted in Schedule D to this Agreement. For the purposes of Section 3.02 of this Agreement, Clarington Roads shall also include any unopened part of Townline Road between north of Provincial Highway No. 407 and the northern limit of Clarington. The approximate total length of Clarington Roads, excluding any unopened part of Townline Road, is 4.81 km. (e) "Construction" includes reconstruction, gravelling, paving and excavating and includes the installation of engineered fill, subdrains, granular base, concrete curb and gutter, concrete sidewalk, multi -use trails, cycling facilities, guiderails, topsoil, sod, street trees, street lighting, storm sewers, catchbasins, culverts, bridge construction, traffic signalization, sanitary sewers, watermains and service connections and also similar activities and materials in, under, over, upon, along, above or across Townline Road but does not include Maintenance and Repair. (f) "Construction Costs" means all costs relating to Construction and include costs relating to surveying, designing, studies including Environmental Assessments, drafting, preparation of specifications, requests for proposals, tendering, supervision of construction, accounting, overhead costs, debenturing, interest and financing costs. (g) "Developing Municipality" means the Municipality in which a Development is proposed or occurs. (h) "Development" means any work on or to land or buildings, including redevelopment, which requires one of the following actions: (i) the passing of a zoning by-law, or an amendment to a zoning by-law under section 34 of the Planning Act; (ii) the approval of a site plan under section 41 of the Planning Act; (iii) the approval of a minor variance under section 45 of the Planning Act which involves a change in use, intensification of use or expansion of use; (iv) a conveyance of land to which a by-law passed under subsection 50(7) of the Planning Act applies; Page 2 of 9 Page113 (v) the approval of a Plan of Subdivision under section 51 of the Planning Act; (vi) a consent under section 53 of the Planning Act; (vii) the approval of a description under section 9(2) of the Condominium Act; or (viii) the issuing of a permit under the Building Code Act, 1992, in relation to a building or structure. (i) "Durham Roads" means those portions of Townline Road described in Schedule C to this Agreement and as depicted in Schedule D to this Agreement. The approximate total length of Durham Roads is 5.40 km. Q) "Maintenance and Repair" means activities relating to the maintenance and repair of municipal highways in accordance with and to the standard from time to time prescribed by by-law policy, and Provincial legislation as applicable, of Clarington or Oshawa, as the case may be, including, without limitation, road patrolling, ditching, CSP culvert replacement, box culvert restoration, curb replacement, guiderail repair, pavement marking, regravelling, repaving, emulsion resurfacing, asphalt patching, gravel patching, grading and seasonal maintenance, sidewalk replacement, sidewalk maintenance, maintenance of existing road closure gates, sewer repair and cleaning, manhole and catchbasin repair and cleaning, priming crack sealing, grass and weed cutting, sweeping and flushing, traffic and regulatory sign maintenance, street lighting winter control measures (including snow plowing, snow removal, snow fencing and de-icing) litter control, tree trimming and removal, traffic signalization maintenance and bridge maintenance. (k) "Municipality" means Clarington or Oshawa. (1) "Oshawa" means The Corporation of the City of Oshawa. (m) "Oshawa Roads" mean those portions of Townline Road described in Schedule B to this Agreement and as depicted in Schedule D to this Agreement. For the purposes of section 3.01 of this Agreement, Oshawa Roads shall also include any unopened part of Townline Road between Oshawa's southern limit and the northern limit of Oshawa Roads. Oshawa Roads will also include the unopened part of Townline between the Northern limit of Oshawa Roads to south of Provincial Highway No. 407. The approximate total length of Oshawa Roads, excluding any unopened part of Townline Road, is 4.12 km. (n) "Term" means the term of this Agreement as specified in section 2 of this Agreement. (o) "Townline Road" is a boundary line highway that includes Clarington Roads (defined in Schedule A), Oshawa Roads (defined in Schedule B), and Durham Roads (defined in Schedule C). 1.2 All words in this Agreement shall be deemed to include any number or gender as the context requires. 1.3 This Agreement shall be interpreted according to the laws of the Province of Ontario. 1.4 Article, section, clause and/or paragraph headings are for reference purposes only and shall not in any way modify or limit the statements contained in the text of this Agreement. 1.5 References to federal or provincial statutes or regulations or municipal by-laws are deemed to refer to the relevant legislation as amended, including successor legislation. Without limitation, (a) "Building Code Act" means the Building Code Act, 1992, S.O. 1992, c. 23 (b) "Condominium Act" means the Condominium Act, R.S.O. 1990, c. C.26 (c) "Municipal Act, 2001" means the Municipal Act, 2001, S.O. 2001, c. 25. Page 3 of 9 Page114 (d) "Planning Act" means the Planning Act, R.S.O. 1990, c. P.13 2. TERM AND TERMINATION This Agreement shall commence on [INSERT COMMENCEMENT DATE] (the "Effective Date" and expire on (INSERT DATE AFTER 10 YEARS] for a ten (10) year term (the "Term"), unless terminated earlier by either party in accordance with this Agreement. The parties have the option to extend this Agreement for a further term of ten (10), upon mutual written consent of at least ninety (90) days prior to the expiry of the term (the "Extension Term"). The Extension Term shall be on the same terms and conditions contained herein save and except that there shall be no further right of extension. This Agreement may be terminated (i) by mutual written consent of both Municipalities; or (ii) upon six (6) months prior written notice by either Municipality. 3. MAINTENANCE AND REPAIR 3.1 Oshawa covenants and agrees that it shall: (a) Maintain and Repair to their full width Oshawa Roads; (b) indemnify and save harmless Clarington from and against any Claims arising from or in any way related to its obligations pursuant to this Agreement, provided that such Claims are not caused by the negligent acts or omissions of Clarington or failure of Clarington to fulfil its obligations in the Agreement Roads; and (c) subject to Articles 5 and 6 of this Agreement, not undertake any Construction or approve any development in respect of Oshawa Roads except with Clarington's prior written consent. 3.2 Clarington covenants and agrees that it shall: (a) Maintain and Repair to their full width Clarington Roads; (b) indemnify and save harmless Oshawa from any against any claims arising from or in any way related to its obligations pursuant to this Agreement, provided that such Claims are not caused by the negligent acts or omissions of Oshawa or failure of Oshawa to fulfil its obligations in the Agreement; and (c) subject to Articles 5 and 6 of this Agreement, not undertake any Construction or approve any development in respect of Clarington Roads except with Oshawa's prior written consent. 3.3 Oshawa and Clarington shall, subject to each Municipality's budget approval, share equally the cost of any regravelling, repaving and emulsion resurfacing, bridge maintenance, box culvert restoration and traffic signalization maintenance associated with their respective obligations to Maintain and Repair contemplated by clauses 3.01(a) and 3.02(a) of this Agreement. 3.4 Clarington shall administer third party access and utility consents to Townline Road from Clarington. 3.5 Oshawa shall administer third party access and utility consents to Townline Road from Oshawa. 3.6 Each Municipality shall consult with the other for the purposes of the administration of access pursuant to sections 3.04 and 3.05 of this Agreement. 4. STREET LIGHTING AND SIDEWALKS Page 4 of 9 Page115 4.1 Oshawa and Clarington shall, subject to each Municipality's budget approval, share equally the costs of operating, maintaining, and upgrading a street lighting system in respect of Clarington Roads, Durham Roads, and Oshawa Roads. 4.2 Clarington shall be solely responsible for the maintenance and repair of sidewalks on the east side of the Durham Roads, and Clarington shall indemnify and save harmless Oshawa from and against any Claims arising from or in any way related to the maintenance and repair of sidewalks on the east side of the Durham Roads, provided that such Claims are not caused by the negligent acts or omissions of Oshawa or failure of Oshawa to fulfil its obligations pursuant to this Agreement. 4.3 Oshawa shall be solely responsible for the maintenance and repair of sidewalks on the west side of the Durham Roads, and Oshawa shall indemnify and save harmless Clarington from and against any Claims arising from or in any way related to the maintenance and repair of sidewalks on the west side of the Durham Roads, provided that such Claims are not caused by the negligent acts or omissions of Clarington or failure of Clarington to fulfil its obligations pursuant to this Agreement. 5. CONSTRUCTION 5.1 Subject to Article 6 of this Agreement and to each Municipality's budget approval, Oshawa and Clarington will contribute equally to Construction Costs related to Construction of Oshawa Roads and Clarington Roads. Oshawa and Clarington will equally split Construction Costs on Durham Roads for assets under the jurisdiction of the Municipality such as streetlights, street lighting, sidewalks, and multi -use paths. 6. DEVELOPMENT 6.1 Notwithstanding paragraphs 3.01(c) and 3.02(c) of this Agreement, if Construction relates to a Development, the Developing Municipality may undertake or cause or permit to be undertaken such Construction on the following terms: (a) The Developing Municipality shall give to the other Municipality at least eight (8) weeks' written notice prior to the commencement of such Construction. (b) Oshawa and Clarington shall, subject to each Municipality's budget approval, share equally the benefit -to -existing component of the street lighting portion of Construction Costs relating directly to such Construction. The Developing Municipality shall bear the balance of the street lighting portion of Construction Costs relating directly to such Construction. Otherwise, the Municipality that is not the Developing Municipality shall bear none of the Construction Costs relating directly to such Construction. 6.2 Nothing in section 6.01 shall derogate from each Municipality's obligation to Maintain and Repair Townline Road pursuant to the terms of this Agreement. 7. REPORTING 7.1 For the purpose of reporting on assets and/or asset values the assets within the Right - of -Way of Oshawa Roads, Clarington Roads, and Durham Roads for the components of Durham Roads under the jurisdiction of the Municipality will be divided as such: a) The road including CSP culverts, box culverts, curb, underdrains, guiderail, pavement markings, asphalt, gravel, granular material, storm sewer, manhole and catchbasin, storm sewer devices, traffic signal, and lighting will have its value and/or inventory be divided evenly in half by each Municipality. b) The sidewalks, multi -use paths, and any other off -road active transportation facilities will be entirely accounted for by each Municipality based on whether it is on the west or east side of the Townline Road. All facilities on the west side of Townline Road will be reported on by Oshawa and all facilities on the east side of Townline Road will be reported on by Clarington. Page 5 of 9 Page116 8. GENERAL 8.1 Any notice to be given under this Agreement shall be sufficiently given if delivered or if sent by email or prepaid first class mail and addressed to Clarington at: The Corporation of the Municipality of Clarington Attention: Director of Engineering Services 40 Temperance Street Bowmanville, Ontario L 1 C 3A6 Email: and to Oshawa at: The Corporation of the City of Oshawa Attention: Commissioner of Development Services 50 Centre Street South Oshawa, Ontario L1 H 3Z7 Email: Receipt of notice shall be deemed on the earlier of the date of delivery or five (5) days following the date of mailing of the notice or, if notice is given by way of personal delivery, email, it shall be effective on the date on which the notice is sent. Either Municipality may change its address or number for notice by giving notice of change of address or number pursuant to this section. 8.2 Notwithstanding anything in this Agreement, neither Municipality shall be in default with respect to the performance of any of the terms of this Agreement if any non-performance is due to any force majeure, strike, lock -out, labour dispute, civil commotion, war or similar event, invasion, the exercise of military power, act of God, government regulations or controls, inability to obtain any material or service, or any cause beyond the reasonable control of the Municipality (unless such lack of control results from a deficiency in financial resources). Otherwise, time shall be of the essence of this Agreement and all the obligations contained herein. 8.3 The rights and liabilities of the Municipalities shall enure to the benefit of and be binding upon the Municipalities and their respective successors and approved assigns. 8.4 Subject to section 8.05 of this Agreement, this Agreement contains the entire agreement between the Municipalities. There is no covenant, promise, agreement, condition precedent or subsequent, warranty or representation or understanding, whether oral or written, other than as set forth in this Agreement. This Agreement fully replaces and supersedes any agreement or other contractual arrangement between the Municipalities related to the subject matter of this Agreement. For greater certainty, this Agreement supersedes the Previous Boundary Road Agreement. 8.5 Nothing in this Agreement relieves either Municipality from any outstanding financial obligation to the other in respect of any prior agreement or other contractual arrangement between the Municipalities related to the subject matter of this Agreement. 8.6 If any article, section, subsection, paragraph, clause or subclause or any of the words contained in this Agreement shall be held wholly or partially illegal, invalid or unenforceable by any court of competent jurisdiction, the Municipalities agree that the remainder of this Agreement shall not be affected by the judicial holding, but shall remain in full force and effect. The provisions of this Agreement shall have effect, notwithstanding any statute to the contrary. 8.7 No supplement, amendment or waiver of or under this Agreement shall be binding unless executed in writing by the Municipality to be bound thereby. No waiver by a Municipality of any provision of this Agreement shall be deemed or shall constitute a waiver of any other provision or a continuing waiver unless otherwise expressly provided. Page 6 of 9 Page117 8.8 Registration of Agreement: The Municipalities may register this Agreement together with a copy of the by-laws authorizing the execution of this Agreement on title to the respective lands in the land Registry Office of Durham (no. 40). The Municipalities also agree that in the event this Agreement has expired or is terminated, the municipality is responsible for deleting same off title or if applicable, pay reasonable costs to the other municipality for deleting same off title. IN WITNESS WHEREOF the Municipalities hereto have hereunto affixed their corporate seals duly attested by the proper signing officers in that behalf. THE CORPORATION OF THE CITY OF OSHAWA COMMISSIONER c/s CLERK II:I W6141V107:7_VV9[ffl ilk[0]aI:IaLT 11,1111]►1us] IJ_1IIWK01as] WTI dlilk I"to] ►1 MAYOR c/s CLERK Page 7 of 9 Page118 Schedule "A" ("Clarington Roads") Those parts of Townline Road: (a) from Concession Road 7 in Clarington northerly to Winchester Road East in Oshawa, being a distance of approximately 0.18 km; and (b) from a point approximately 0.22 km south of Regional Road 3 (Columbus Road East in Oshawa) northerly to Regional Road 3 and further northerly approximately 4.31 km to Concession Road 10 in Clarington, being a total distance of approximately 4.53 km. Schedule "B" ("Oshawa Roads") Those parts of Townline Road: (a) from McLaughlin Bay on Lake Ontario northerly to Provincial Highway No. 401, being a distance of approximately 0.18 km; (b) from the St. Lawrence & Hudson Railway (formerly CPR) northerly to Durham Regional Road 22 (Bloor Street in Clarington), being a distance of approximately 1.4 km; (c) from Durham Regional Road 22 (Bloor Street East in Oshawa) northerly to Cherrydown Drive in Oshawa, being a distance of approximately 0.46 km; (d) from a point approximately 0.08 km south of Durham Road 59 (Olive Avenue in Oshawa) northerly to Durham Regional Road 59 (Olive Avenue in Oshawa), being a distance of approximately 0.08 km; and (e) from Durham Regional Road 4 (Taunton Road) northerly to Conlin Road East in Oshawa (Concession Road 6 in Clarington) and further northerly approximately 0.19 km to the southerly limit of the unopened part of Townline Road, being a total distance of approximately 2.25 km. Schedule "C" ("Durham Roads") Those parts of Townline Road: (a) from Regional Road 59 (Olive Avenue in Oshawa), northerly to Regional Road 4 (Taunton Road), being a distance of approximately 5.15 km. Page 8 of 9 Page119 RAGLAN RD W z F- U) Uj 0 0 5 U) WINCHESTER RD W WINCHESTER RD E O CONLIN RD E z z > TAUNTON RD W G 2 z W < I ry j Z z 0 LU ZI z 0 -JI 0 Cl) z LU 0 > Uj ADELAIDE AVEE C/) F U) u) BOND ST E KING STW < co KING ST E rY z W z LU z 0 GIBB ST L) F-- 0 W z U) OLIVE AV 0 U) M: Q W V. z BLOOR ST W BLOOR ST E --.. 0 .. . .... .... z 0 LU COLONEL SAM DR LU Cl) < 0 0- � lk_-MA� AN IC Boundary Road Agreement Schedule D 10 Between the Municipality of Clarington Oshawa Roads and City of Oshawa Clarington Roads iti-m. Kilometers Unopened Clarington Road C itv nf O.-,hqw2 0=16L:�11111111 Durham Roads Development Services Department Clarington Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: June 22, 2020 Report Number: EGD-013-20 Submitted By: Ron Albright, Acting Director of Engineering Services Reviewed By: Andrew C. Allison, CAO Resolution#: File Number: RR.60.42 By-law Number: Report Subject: Whistle Cessation Update - Cobbledick Rd and Bennett Rd Recommendations: 1. That Report EGD-013-20 be received; 2. That, should Council wish to proceed with the upgrades required for whistle cessation given the updated cost estimate, staff continue to Step 3 of Transport Canada's Procedure for the Elimination of Train Whistling and costs be included in a future Clarington Budget; and 3. That all interested parties listed in Report EGD-013-20 and any delegations be advised of Council's decision. Page 121 Municipality of Clarington Report EGD-013-20 Report Overview Page 2 This report will serve as an update to Council on the progress of the Municipality's request put forth to CN Rail for the elimination of train whistling at the Cobbledick Road (CN Mileage 287.26) and Bennett Road (CN Mileage 289.08) grade level crossings. 1. Background 1.1 Further to Council's directive at the Special General Government Committee meeting on February 19, 2019 to move forward with the request to seek the elimination of train whistles at the Cobbledick Road (CN Mileage 287.26) and Bennett Road (CN Mileage 289.08) grade level crossings, Engineering Services contacted CN Rail to initiate the process for the review of the elimination of train whistling, thereby triggering Step 2 of Transport Canada's Procedure for the Elimination of Train Whistling: Step 2 — Municipality Consults with Railway Company The Municipality consults with the railway company that operates the relevant line of railway to assess the feasibility of the whistling cessation request. 1.2 The purpose of this step was to review the feasibility of upgrading the grade level crossings to bring them into compliance with current Transport Canada standards to be eligible for whistle cessation and provide a cost estimation of the works that would be involved. 1.3 Unfortunately, during the past year CN underwent a corporate restructuring and experienced a strike which caused significant delays to the review process of this request, however Engineering Services has recently had several discussions with CN and has received the estimation of costs outlined below. Bennett Road Crossing 1.4 The Lakebreeze subdivision currently being developed by the Kaitlin Corporation requires the upgrade of Bennett Road to an enhanced and improved rural road as mandated by the Conditions of Draft Approval. These road improvements will require CN to upgrade the grade level crossing warning system which would make this crossing compliant with the current standards to permit whistle cessation at this location. No further road upgrades should be required to support anti -whistling, however at the conclusion of the planned works the Municipality and CN will be required to inspect the crossing to ensure the as -built conditions meet standards and no deficiencies are present. Page122 Municipality of Clarington Report EGD-013-20 Page 3 1.5 The road improvements, associated watermain installation to service the subdivision, and hydro pole relocations have received the required approvals from CN and the Municipality and are currently pending construction beginning in Summer 2020. Cobbledick Road Crossing 1.6 CN has advised that the current warning system does not meet Transport Canada's requirements to permit whistle cessation at this crossing and therefore the warning system must be upgraded to permit whistle cessation. Key items of consideration that would require upgrades are the warning system, inclusion of a cantilevered warning structure for the southbound road approach obstructed by the Hwy. 401 overpass, specific warning system and protections for the Service Road approach located 30m from the crossing, as well as warning system detection extensions via communication upgrades due to the close proximity and overlap with the Bennett Road crossing. Total Cost Estimate 1.7 It is important to note that in addition to the costs noted above for the warning system upgrades, both Bennett Road and Cobbledick Road are likely to be subject to further improvements that would ultimately be required by Transport Canada including rail corridor fencing, pedestrian warnings, etc. as outlined in the Train Whistle Cessation Study Report — CN Rail Crossing on Bennett Road and Cobbledick Road — February 2018 that WSP had undertaken for the Municipality. 1.8 The Cost Estimate that was presented in Report EGD-004-18 - Bennett Road & Cobbledick Road Grade Level Crossings Train Whistle Cessation Study has been updated with the above information. Considering the works that were recommended in WSP's Report and the estimate provided by CN, staff have estimated a cost of approximately $160,000 for the Bennett Road level crossing, and approximately $1,174,000, for the Cobbledick Road level crossing, for a total cost of approximately $1,334,000. The details of this estimate can be found in Attachment 1. It may be possible to have a portion of this cost funded though Canada's Level Crossing Improvement Program for items that meet the program's criteria. Staff can submit an application prior to August 1, 2020, however applicants will not be notified of the results until after March 31, 2021. 2. Whistle Cessation Next Steps 2.1 The next steps (Steps 3 & 4) of Transport Canada's Procedure for the Elimination of Train Whistling are as follows: Step 3 - Municipality issues notifications and public notice. Page123 Municipality of Clarington Report EGD-013-20 Page 4 The municipality notifies all relevant associations or organizations and issues a public notice of its intention to pass a resolution declaring that it agrees that whistles should not be used at a specific area (crossing or multiple crossings) along a railway corridor. Step 4 - Municipality and railway assess the crossing(s) against the prescribed requirements in the Grade Crossings Regulations and Grade Crossings Standards. The municipality and the railway company assess whether or not the area (crossing or multiple crossings) meets the whistling cessation requirements specified in section 104 of the Grade Crossings Regulations and Appendix D of the Grade Crossings Standards. This may be done by engaging a professional engineer to determine if the area complies with the conditions in the regulations. 2.2 Given the magnitude of the associated costs to pursue whistle cessation at Bennett Road and Cobbledick Road, Engineering Services will await Council's direction on the allocation of funding to pursue advancing works for either or both crossings to detailed design. 2.3 As a reminder from report EGD-004-18, the following is the balance of the eight -step process required to complete the whistle cessation process: Step 5 - Municipality and railway agree that the crossing(s) meets the prescribed requirements of the Grade Crossings Regulations and Standards. If the municipality and the railway company do not mutually agree that the crossing(s) meets the prescribed requirements, they should try to resolve the conflict. Step 5A - (Optional) Municipality and railway request a final decision from Transport Canada. If disagreement between the municipality and the railway persists, the supporting documentation should be provided to Transport Canada (railsafety@tc.gc.ca) for further assessment. Transport Canada's decision on the issue is final. Step 6 - Municipality passes a resolution declaring that it agrees that whistles should not be used in that area, thereby prohibiting train whistling. Once it is deemed that the provisions of the Grade Crossings Regulations and Standards are satisfied, the municipality must declare, by resolution, that it Page124 Municipality of Clarington Report EGD-013-20 Page 5 agrees that train whistles should not be used at the prescribed crossing(s). A copy of the resolution should be sent to the railway company and all relevant associations or organizations, including the head quarters of Transport Canada's Rail Safety Directorate (railsafety@tc.gc.ca). Step 7 - Railway Company notifies Transport Canada and informs the municipality within 30 days that it has arranged to have whistling ceased at the crossing(s). Upon receipt of the resolution, the railway company issues its special instructions, as per CROR 14(1)(iv), eliminating the application of CROR 14(1)(i), while providing for CROR 14(f). The railway company notifies the headquarters of Transport Canada's Rail Safety Directorate (railsafety@tc.gc.ca) of the effective date of whistling cessation at the crossing(s), and provides a copy of its special instructions. The railway company notifies the municipality and/or the road authorities in writing of the whistling cessation not later than 30 days after the day whistling is ceased. Step 8 - Municipality and railway share the responsibility for monitoring and maintaining the conditions that support the cessation of train whistling at the crossing(s). A Transport Canada Railway Safety Inspector may order the reinstatement of whistling at the crossing(s) should the responsible authorities fail to maintain the area in a manner that meets the prescribed requirements of the Grade Crossings Regulations and section 23.1 of the Railway Safety Act. 3. Concurrence Not Applicable. 4. Conclusion Staff respectfully request Council's direction on the future allocation of funding prior to proceeding to Step 3 of Transport Canada's Procedure for the Elimination of Train Whistling. Staff Contact: Ron Albright, Acting Director, Engineering Services, 905-623-3379 x2302 or ralbright@clarington.net. Attachment: Attachment 1 - Detailed Cost Estimate Interested Parties: List of Interested Parties available from Department. Page 125 Attachment 1 to Report EGD-013-20 Summary of Recommendations For Initial Action by Road Authority to Move Forward with Pursuit of Whistle Cessation Bennett Road Suggested Action From Study Estimated Cost Replace crossing planks / reconstruct crossing surface (2 Sets of Tracks) These costs are being Road resurfacing completed as part of the Subdivision Signage improvements Development to Pavement Markings the west - $124,000 est. cost Fencing Along Rail Corridor *** $ 120,000.00 Total Estimated Initial Improvement Cost $ 120,000.00 Engineering Costs (Detailed Design and Contract Administration @ 15% $ 18,000.00 Contingencies @ 10% $ 12,000.00 Reassessment of Level Crossing Conditions for Whistle Cessation after Improvements $ 6,000.00 Flagging for Reassessment of Level Crossing Conditions for Whistle Cessation $ 1,250.00 net HST @ 1.76% $ 2,767.60 Net Cost For Initial Actions $ 160,017.60 Rounded Total $ 160,000.00 Cobbledick Road Suggested Action From Study Estimated Cost Replace crossing planks / reconstruct crossing surface (3 Sets of Tracks) $ 105,000.00 Repaving of Approaches and Areas between Tracks $ 15,000.00 Monitor and trim vegetation to improve visibility of warning system $ 1,400.00 Signage improvements $ 3,500.00 Pavement Markings $ 5,250.00 Grade crossing warning system and associated rail corridor improvements $ 800,000.00 Fencing Along Rail Corridor *** $ - Total Estimated Initial Improvement Cost $ 930,150.00 Engineering Costs (Detailed Design and Contract Administration @ 15% $ 139,500.00 Contingencies @ 10% $ 93,000.00 Reassessment of Level Crossing Conditions for Whistle Cessation after Improvements $ 6,000.00 Flagging for Reassessment of Level Crossing Conditions for Whistle Cessation $ 1,250.00 net HST @ 1.76% $ 4,219.60 Net Cost For Initial Actions $ 1,174,119.60 Rounded Total $ 1,174,000.00 Grand Total Both Level Crossings for Initial Actions for Whistle Cessation 1 $ 1,334,000.00 *** Note that although rail corridor trespass has not been identified as an issue during this initial review the development that is proposed in the area may ch ethj!26ondition at which time fencing may be required to remedy any future trespass issues. Typically this comes from Transport Canada during their review. Clarington Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: June 22, 2020 Report Number: OPD-003-20 Submitted By: Stephen Brake, Acting Director of Operations Reviewed By: Andrew C. Allison, CAO Resolution#: File Number: By-law Number: Report Subject: Cemetery By-law Updates Recommendations: 1. That Report OPD-003-20 be received; 2. That the Orono Cemetery be included in the Municipality's Cemetery By-law 2012- 061; 3. That the service costs for the Orono Cemetery be harmonized with the Municipality's other active cemeteries subject to the 2020 Rates and Fees schedule; 4. That an additional charge of $300.00 plus HST, be introduced for customer requests for replacement cremation niche plaques; 5. That the language in Section 2.6 of Cemetery By-law 2012-061 be revised to allow interments on a Statutory Holiday in accordance with the extra charge as currently outlined in the 2020 Rates and Fees schedule; 6. That Section 4.0 of Cemetery By-law 2012-061 be amended to include a limit on the sale of Interment Rights to a maximum of 12 lots/graves to each individual; 7. That Attachment 1 to Report OPD-003-20, being an amending by-law to By-law 2012-061, addressing each of the above recommendations for the maintenance, management, regulation and control of the cemeteries in the Municipality of Clarington, be approved; and 8. That all local funeral homes be advised of Council's decision. Page127 Municipality of Clarington Report OPD-003-20 Report Overview Page 2 On June 10, 2019, arising out of Report OPD-006-19, Council approved the Municipality's assumption of the Orono Cemetery from the Orono Cemetery Board. An application was subsequently submitted to the Bereavement Authority of Ontario, BAO, seeking support for the transfer. This report requests Council's approval to include the Orono Cemetery in the Municipality's Cemetery By-law 2012-061, to harmonize the Orono Cemetery in the associated 2020 cemetery rates and fees schedule and to address two operational and housekeeping changes as outlined below. 1. Background 1.1. The Orono Cemetery has been active since 1879. 1.2. As a result of the Orono Cemetery Board being dissolved in June, 2019, the Municipality of Clarington officially assumed responsibility for the administration, operation and on- going maintenance of the grounds. 1.3. The former Orono Cemetery Board operated under its own By-law and set Rates and Fees. Now that the Cemetery is under Municipal management and control the property should be included in Clarington's Cemetery By-law 2012-061 and all applicable Rates and Fees for services should be harmonized with the other active cemeteries that Clarington operates. The differences in the Municipality's fee structure and the Orono fees are minimal. For example, the difference in a grave purchase is approximately $150, and the difference in a niche purchase is approximately $160. However, these differences are primarily due to the fact that the Orono Cemetery rates have not increased since 2018. 1.4. A similar process has occurred in the past when the Municipality of Clarington officially assumed responsibility for Bond Head Cemetery, St. George's Cemetery and Hampton Union Cemetery. This practice ensures that regulations and related service costs are kept consistent across all active cemeteries where the Municipality is considered to be the operator under the Funeral, Burial and Cremation Services Act of Ontario. 1.5. As recommended in Operations Department Report OPD-006-19, Council approved the adjustment of all cemetery fees for subsequent years using the annual, November over November, Ontario All -Items Consumers Price Index (CPI) to take effect each year on January 1 st. A copy of the current Cemetery Rates and Fees schedule for 2020 is provided as Attachment 2. It is this structure of Rates and Fees that all services provided at the Orono Cemetery will be charged against. Page128 Municipality of Clarington Page 3 Report OPD-003-20 1.6. An additional new charge is also recommended to be included in the 2020 schedule for Cemetery Rates and Fees. The new charge is for the replacement of existing granite plaques on creation niches. This type of service request originates from family members of the deceased who want to make a name change, revise the look of the plaque or upgrade from a single to a double niche. The established cost to produce, engrave and install each new 6x6 black granite plaque is $300.00 plus HST. 1.7. For housekeeping purposes, the current language in Section 2.6 of Cemetery By-law 2012-061 needs to be updated to be consistent with the fee structure and to accurately reflect the fact that interments are presently carried out on Statutory Holidays. The additional costs associated with the overtime to provide this level of service are adequately covered off in the 2020 schedule of Rates and Fees. 1.8. A recent request has been made by the representative of a local faith group to purchase between 50 and 100 lots/graves at the Orono Cemetery. As explained by the requestor, the purchase of this number of lots/graves would effectively create an area in the cemetery that would be reserved for the members of their respective community. These types of requests have not occurred in the past at any of Clarington's active cemeteries since they have always been operated as non -denominational public properties. Historically, the maximum number of lots/graves that have ever been sold to individuals has been 10. 1.9. A new subsection is recommended to be included in Section 4.0 of Cemetery By-law 2012-061 that limits the sale of Interment Rights to a maximum number of 12 lots/graves to each individual. This maximum number of lots/graves will support the existing cemetery layout plan and also help to ensure that space in Clarington's Cemeteries will continue to be available to all members of the public for generations to come. 2. Concurrence 2.1. This report has been reviewed by the Municipal Clerk who concurs with the recommendations. Page129 Municipality of Clarington Report OPD-003-20 3. Conclusion Page 4 It is respectfully recommended that Council approve the attached amending by-law to officially include Orono Cemetery in By-law 2012-061 as an active cemetery in the Municipality of Clarington. Further, it is also recommended that Council approve the additional charge for customer requested replacement of cremation niche plaques and that the housekeeping update in Section 2.6 and Section 4.0 of By-law 2012-061 be approved. Staff Contact: Stephen Brake, Acting Director of Operations, 905-263-2291 extension 2903 or sbrake(a)-clarington.net Attachments: Attachment 1 — Amending By-law Attachment 2 — Current Schedule of Cemetery Fees (2020) Interested Parties: Armstrong Funeral Home Limited Courtice Funeral Home McIntosh -Anderson -Kellam Funeral Home Ltd. Morris Funeral Chapel Ltd. Newcastle Funeral Home Ltd. Northcutt Elliott Funeral Home Page130 Attachment 1 to Municipality of Clarington Report OPD-003-20 If this information is required in an alternate format, please contact the Accessibility Co-ordinator at 905-623-3379 ext. 2131 The Corporation of the Municipality of Clarington By-law 2020-XXX Being a By-law to amend By-law 2012-061, being a by-law to provide for the maintenance, management, regulation and control of the cemeteries in the Municipality of Clarington. Whereas the Cemeteries Act (Revised), R.S.O. 1990 provides for the regulation and restriction of use of lands identified as a cemetery; And whereas the Municipality of Clarington assumed responsibility for the Orono Cemetery in 2019; And whereas the Municipality of Clarington deems it advisable to amend certain provisions within By-law 2012-061, as outlined in Report OPD-003-20; Now therefore the Council of the Municipality of Clarington amends By-law 2012-061 as follows: 1. That the recitals be amended such that the Orono Cemetery, located at Lot 28, Mill Lane, Orono, Ontario, be included as an additional active cemetery having all applicable provisions. 2. That the definition of "Cemetery" be amended to include "Orono Cemetery". 3. That Section 2 of "Schedule A" be amended to add a new additional charge for customer requested replacement of granite plaques for cremation niches at a rate of $300 plus HST for 2020 and shall be subject to the annual rate increase. 4. That Section 2.6 be deleted and replaced with the following: "No interment shall be made on a Statutory holiday without payment of an extra charge as set forth in Schedule "A", save and except in the case of a written order of a Medical Officer of Health, and in such case the extra charge, set out in Section 5 of Schedule A, shall not apply." Page 131 Attachment 1 to Municipality of Clarington Report OPD-003-20 5. That subsection 4.6 be added as follows: "That the sale of Interment Rights shall be limited to a maximum of 12 lots/graves to each individual." 6. This by-law shall come into force and effect on July 15, 2020. By -Law passed in open session this day of , 2020. Adrian Foster, Mayor C. Anne Greentree, Municipal Clerk Page132 Attachment 2 to Municipality of Clarington Report OPD-003-20 If this information is required in an alternate format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Cemetery Price List 2020 Bowmanville Cemetery, Bond Head Cemetery, St. George's Cemetery & Hampton Cemetery Plot Fees Type of Lot Dimensions Care & Maintenance 40% Cost HST Total Single 3' X 9' $774.00 $1,935.00 $251.55 $2186.55 Babyland 1.5' X 3' N/A No Charge N/A N/A Cremation 2' X 2' $258.00 $645.00 $83.85 $728.85 Cremation Niches Fees Columbarium Niche Size Care & Cost HST Total Maintenance 15 % Single 12" X 12" X 12" $232.50 $1,550.00 $201.50 $1,751.50 with plaque Double 12" X 12" X 12" $331.50 $2,210.00 $287.30 $2,497.30 (with plaque) Interment Fees Interment Options Cost HST Total Adult -Single Depth $1,020.00 $132.60 $1,152.60 Adult- Double Depth purchased pre 2005 $1,270.00 $165.10 $1,435.10 Cremation $390.00 $50.70 $440.70 Niche Wall $195.00 $25.35 $220.35 Infant N/A N/A N/A Additional Fees Additional Charges Cost HST Total Saturday Plot Interments $240.00 $31.20 $271.20 Saturday Cremation/Niche Interments No Charge 0 0 Sunday & Stat Holidays Plot Interments $565.00 $73.45 $638.45 Sunday & Stat Holidays Cremation/Niche Interments $205.00 $26.65 $231.65 Rental for lowering device, set up and dressing $130.00 $16.90 $146.90 Provincial Licence Fee $12.00 N/A $12.00 Administrative Fees Administrative Fees Cost HST Total Transfer Fee $35.00 $4.55 $39.55 Page133 Attachment 2 to Municipality of Clarington Report OPD-003-20 Duplicate or Replacement Certificate $35.00 $4.55 $39.55 Third Party Sale Transfer $35.00 $4.55 $39.55 Transfer Back to Municipality $35.00 $4.55 $39.55 Monument Foundations and Setting Markers Fees Monument Foundation and Setting Care & Cost HST Total Marker Options Maintenance Flat Fee Monument Foundation (flat fee) $100.00 $430.00 $68.90 $598.90 Flat Marker Foundations (flat fee) $50.00 $270.00 $41.60 $361.60 Cremation / Baby Markers $50.00 $120.00 $22.10 $192.10 (flat fee) <173" Cremation / Baby Marker N/A $120.00 $15.60 $135.60 (flat fee) >173" Removal of Monuments N/A $85.00 $11.05 $96.05 Disinterment Fees Disinterment Fees Cost HST Total Adult same cemetery $1680.00 $218.40 $1,898.40 Adult different cemetery $1,425.00 $185.25 $1,610.25 Child same cemetery $1,055.00 $137.15 $1,192.15 Child different cemetery $950.00 $123.50 $1073.50 Infant/Cremation same cemetery $460.00 $59.80 $519.80 Infant/Cremation different cemetery $315.00 $40.95 $355.95 Additional DID Disinterment Fee $340.00 $44.20 $384.20 Page134 Clarington Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: June 22, 2020 Report Number: OPD-004-20 Submitted By: Stephen Brake, Acting Director of Operations Reviewed By: Andrew C. Allison, CAO Resolution#: File Number: By-law Number: Report Subject: Gardening at Municipal Buildings Recommendations: 1. That Report OPD-004-20 be received; 2. That Council provide approval for staff to contract out the gardening requirements for the Sarah Jane Williams, Waverly House and Newcastle Community Hall Buildings within the $20,000 budget approved for such purpose; and 3. That the Newcastle Community Hall be advised of Council's decision. Page135 Municipality of Clarington Report OPD-004-20 Report Overview Page 2 Council approved funding in the 2020 Operating Budget to contract out gardening services for the Sarah Jane Williams and Waverly House buildings. Additional funding was also approved to complete gardening work at other Municipal building locations subject to a review and a report back to Council prior to expending any funds. This report addresses Council's request and also seeks approval for staff to award a contract within the $20,000 budget allowance to address the outdoor gardening requirements at the Sarah Jane Williams, Waverly House and Newcastle Community Hall buildings. 1. Background 1.1. At the regular meeting of March 2, 2020, Council passed resolution C-078-20 that allocated $5,000 for gardening services at the Sarah Jane Williams and Waverly House buildings. This level of funding was approved with the direction that the funds could be expended at the discretion of the Directors of Operations and Community Services. 1.2. At the regular meeting of March 2, 2020, Council also passed resolution C-079-20 that allocated an additional $15,000 for gardening services at Municipal buildings. This funding, however, required that Operations report back on the gardening requirements at Municipal Buildings prior to expending any funds. 2. Discussion 2.1. The Municipality owns a total of 42 buildings that are operational and currently in use. These buildings provide a variety of corporate and community service functions and include such facilities as the Municipal Administration Center, Recreation Complexes, Fire Stations, Operations Depots, Museums, Library Buildings and a number of Board managed community halls. 2.2. As shown on Attachment 1, each of the 42 building locations was assessed to determine the physical size of the existing horticultural installations. These reviews confirmed that the installations ranged widely with some facilities not having any plantings to others having a number of very large gardens. The review also identified which group of individuals are currently responsible for the maintenance of the gardens at each of the buildings. Page136 Municipality of Clarington Report OPD-004-20 Page 3 2.3. At many of the corporate building locations staff from the respective departments in Operations, Community Services and Fire and Emergency Services provide the required levels of regular garden maintenance. This is also the situation at each of the Community Halls where board members or volunteers with the local horticultural society complete the required maintenance work. 2.4. The upkeep of the gardens at most building locations is managed to a suitable level of presentation with the current exception of the Sarah Jane Williams, Waverly House, and Newcastle Community Hall buildings. There are multiple garden beds at each of these facilities that are quite large and in need attention in the short-term due to the recent lack of a volunteer base and also the dissolution of the local Newcastle Horticultural Society. 2.5. The Board Chair of the Newcastle Community Hall has also recently approached the Operations Department seeking assistance with the maintenance of their outdoor gardens. In this particular case, the Newcastle Horticultural Society has stepped down and the Community Hall Board cannot presently afford to hire a private contractor due to their current cash flow issues created by Covid-19. 2.6. Due to the amount of work that is required to improve and maintain the 895 m2 of existing gardens at the Sarah Jane Williams, Waverly House and Newcastle Community Hall buildings, additional locations are not being proposed at this time. Provisions, however, will be made in the contract to include other buildings as the need or request arises and budget is available. 2.7. The contract will require a visit to each building location a minimum of four times a year that includes a Spring and Fall clean-up. During the first year of the contract additional effort will be necessary to trim/prune overgrown trees, shrubs and hedges. Specifications will require the proponent to provide the following services: 1. Trim 2. Prune 3. Remove all weeds 4. Mulch 5. Cultivate 6. Thin -out existing plant material 7. Properly dispose of all vegetative litter 3. Concurrence 3.1. This report has been reviewed by the Director of Community Services, Director of Finance and the CEO, Clarington Public Library, Museum and Archives, and Secretary Treasurer who concur with the recommendations. Page137 Municipality of Clarington Report OPD-004-20 4. Conclusion Page 4 4.1. It is respectfully recommended that Council approve that the Acting Director of Operations expend the budgeted funds to provide regular maintenance of the outdoor gardens at the Sarah Jane Williams, Waverly House and the Newcastle Community Hall buildings. Staff Contact: Stephen Brake, Acting Director of Operations, 905-263-2291 extension 2903 or sbrake clarington.net Attachment 1 — Municipal Building Garden Maintenance Schedule Interested Parties: Newcastle Community Hall Page138 Attachment 1 to Municipality of Clarington Report OPD-004-20 If this information is required in an alternate format, please contact the Accessibility Co- ordinator at 905-623-3379 ext. 2131 Municipality of Municipal Building Garden Clarington Maintenance Schedule Building Name Address Approx . Area (m2) Serviced By Animal Services Building 33 Lake Road, Bowmanville 287 Operations Building Services - Maintenance Building 33 Lake Road, Bowmanville 0 Clarington Community Resource Centre 132 Church Street, Bowmanville 0 Fire Station 1 2430 Highway 2, Bowmanville 126 Operations Fire Station 2 3333 Highway 2, Newcastle 60 Operations Fire Station 3 5708 Main Street, Orono 25 Fire Fire Station 4 2611 Trulls Road, Courtice 0 Fire Station 5 2354 Concession, Enniskillen 14 Operations Hampton Community Hall 5360 Old Scugog Road,Hampton 50 Board Hampton Operations Depot 2320 Taunton Road, Hampton 26 Operations Kendal Community Centre 6742 Newtonville Road, Orono 25 Hall Board MAC/Main Branch Library 40 Temperance Street, Bowmanville 25 Hort. Society/Operatio ns Old Station 2 247 King Avenue, Newcastle 0 Orono Operations Depot 3585 Taunton Road, Orono 38 Operations Orono Arena 2 Princess Street, Orono 0 Newcastle Arena 103 Caroline Street W, Newcastle 0 Sarah Jane Williams Heritage Centre 62 Temperance Street, Bowmanville 135 Museum Volunteers Waverly Place (Bowmanville Museum) 37 Silver Street, Bowmanville 400 Museum Volunteers Clarke Museum 7086 Old Kirby School Road, Kirby 50 Museum Volunteers Volunteer Building 7086 Old Kirby School Road, Kirby 0 Page139 Attachment 1 to Municipality of Clarington Report OPD-004-20 Building Name Address Approx . Area (m2) Serviced By Tourism Centre 181 Liberty Street, Bowmanville 2 Operations Visual Arts Centre 143 Simpson Avenue, Bowmanville 500 Visual Arts Volunteers Depot 42 178 Clarke Townline, Bowmanville 0 Baseline Community Centre 244 Baseline Road, Bowmanville 0 Brownsdale Community Centre 2226 Golf Course Road, Newcastle 25 Hall Board Clarington Beech Centre 26 Beech Street, Bowmanville 295 Hall Board Haydon Community Hall 2503 Concession Road 8, Haydon 90 Hall Board Memorial Park Clubhouse 120 Liberty Street South, Bowmanville 5 Hall Board Newcastle Community Hall 20 King Street West, Newcastle 360 Hort. Society Newtonville Hall 21 Church Lane, Newtonville 5 Hall Board Orono Town Hall 5315 Main Street, Orono 135 Hall Board Solina Community Hall 1964 Concession Road 6, Solina 10 Hall Board Tyrone Community Centre 2716 Concession Road, Tyrone 120 Hall Board Newcastle Branch Library 150 King Avenue East, Newcastle 4 Operations Orono Branch Library 127 Church Street, Orono 85 Operations Garnet B. Rickard Recreation Complex 2440 King Street West, Bowmanville 285 Community Services Courtice Community Complex 2950 Courtice Road, Courtice 320 Community Services South Courtice Arena 1595 Prestonvale Road, Courtice 90 Community Services Darlington Sports Arena 2276 Taunton Road, Hampton 0 Alan Strike Aquatic Center 49 Liberty Street, Bowmanville 0 Diane Hamre Recreation Complex 1780 Rudell Road, Newcastle 235 Community Services Bowmanville Indoor Soccer 2375 Baseline Road, Bowmanville 8 Operations Page140 Clarington Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: June 22, 2020 Report Number: OPD-005-20 Submitted By: Stephen Brake, Acting Director of Operations Reviewed By: Andrew C. Allison, CAO Resolution#: File Number: By-law Number: Report Subject: Tennis Courts and other Infrastructure Enhancements Recommendations: 1. That Report OPD-005-20 be received; 2. That in 2020 staff be directed to undertake the identified contracted tennis court repairs for Avondale Park and Guildwood Park utilizing available budgetary allowances; and 3. That Council direct staff to host a public information center to receive feedback on the Stuart Park tennis courts and to also submit a Capital justification in 2021 to complete the recommended upgrades. Page 141 Municipality of Clarington Report OPD-005-20 Report Overview Page 2 This report addresses Council's request for a condition assessment of the public tennis courts in Clarington and also provides a recommended capital improvement plan for the identified deficiencies. The report also seeks Council's approval for staff to organize a public information center for Stuart Park and to submit a capital justification to complete the recommended upgrades in 2021. 1. Background 1.1. At the regular General Government Committee meeting held on June 1, 2020, Committee passed resolution GG-125-20, to receive Report EGD-010-20 and approve the Outdoor Recreation Needs Assessment (ORNA) as a guide for the future provision of outdoor recreation facilities. 1.2. Council also passed resolution GG-131-20 to amend resolution GG-125-20 by adding "that Staff be directed to report back before summer break on capital improvements to Stuart Park Tennis Courts, and other tennis courts in Clarington, to enhance user experience." 1.3. In addition, resolution GG-133-20 was passed to amend resolution GG-131-20 by adding "and other infrastructure projects which may be included within related budgetary allowances." 2. Discussion 2.1. As outlined on page 31 of the Outdoor Recreation Needs Assessment (ORNA), tennis courts in Clarington are currently provided at the following locations: • Avondale Park • Clarington Corners Park (Green Park) • Guildwood Park • Lions Parkette (Clarington Beech Centre) • Orono Park • Solina Park • Stuart Park Page142 Municipality of Clarington Report OPD-005-20 Page 3 2.2. All of the tennis courts are open to the public with the exception of the Lions Parkette (Clarington Beech Centre) which is operated as a private organization by the Bowmanville Tennis Club. There are two courts at each of the seven locations and all facilities are presently unlit except for the Lions Parkette (Clarington Beech Centre) location. 2.3. In response to the resolutions passed by Council a conditional review of each public tennis court has recently been completed. 2.4. The tennis courts located in Avondale Park in Courtice were found to be in very good condition. The entire asphalt surface is free of cracks, nets were relatively new, support posts were stable, and all court line markings had good contrast and were legible. At the time of inspection both courts were in use by local residents who confirmed their general satisfaction with the present condition of the facility. One patron, however, did suggest that a backboard for singles practice play would be a nice addition. Players were asked if lighting would be an asset at the location and it was indicated "that tennis is a summer time sport that can be played with natural light until approximately 9:30 p.m. There's really no need to provide lighting to play any later." Page143 Municipality of Clarington Page 4 Report OPD-005-20 2.5. Improvements that are recommended for the Avondale Park tennis courts include the following items: • Adjust the players gate • Provide general sweeping • Complete minor fence repairs • Remove tree overhang on the west court • Install a backboard for singles play 2.6. Staff of the Operations Department will complete the general maintenance items identified with the exception of the removal of the tree overhang from the adjacent woodlot. The location does not provide any access where bucket truck equipment can be utilized so specialized climbing by a contracted arborist will be necessary. The estimated cost to complete the Forestry work and to also purchase a backboard for singles play is estimated at approximately $7,000. 2.7. The tennis courts located in Clarington Corners Park (Green Park) in Bowmanville are in good condition with only some very minor isolated surface cracking present. The width of the cracking is very narrow and there are no trip ledges present that would impact the safe level of play. There is no immediate need to repair or resurface the courts, however, annual condition assessments should be conducted to properly manage the asset and schedule upgrades when deemed necessary. At the time of inspection both courts were being used by local residents who did not report any concerns or deficiencies with the facility. The provision of lighting was considered for this location but due to the close proximity of residential homes the upgrade is not recommended. 2.8. The remainder of the court infrastructure including nets, support posts, court line markings and perimeter fencing was observed to be in very good condition. Page144 Municipality of Clarington Report OPD-005-20 Page 5 2.9. Improvements that are recommended for the Clarington Corners Park (Green Park) tennis courts include the following items. • Adjust the players gate • Complete minor fence repairs 2.10. Staff of the Operations Department will complete the general maintenance items identified without any additional cost. 2.11. The tennis courts located in Guildwood Park are in relatively good condition with the exception of a 5 m2 area that is exhibiting surface delamination and will require repair. The remainder of the court surface is crack free and all other infrastructure including nets, support posts, court markings and perimeter fencing is in good condition. At the time of the inspection both courts were in use by local residents and no concerns were expressed. Given the close proximity of residential homes to the north of these courts the provision of lighting is not recommended. Page145 Municipality of Clarington Report OPD-005-20 Page 6 2.12. Improvements that are recommended for the Guildwood Park tennis courts include the following items. • Adjust the players gate • Provide general sweeping • Repair court surface • Remove dead trees in the park bordering the courts 2.13. Staff of the Operations Department will complete the general maintenance items identified with the exception of the specialized repair to the court surface. The estimated cost to contract a qualified tennis court contractor is $3,000. 2.14. The tennis courts at Orono Park have been out of service for the last couple of years due to the failure of the existing net post anchors. Capital funding has been grouped together over the last three successive years to acquire sufficient capital budget to undertake the rehabilitation of the facility. Lighting is not proposed for this facility. The proposed work as shown on the attached layout plan is scheduled to commence this month and will include the following upgrades: Removal of existing chain link fence and installation of new chain link mesh Repair and paint all existing fence support posts and hardware Complete minor asphalt surface repairs Page146 Municipality of Clarington Report OPD-005-20 • Install new net post anchors • Tree pruning • Installation of new tennis/pickelball posts and nets • Repainting of surface and line markings for tennis/pickelball courts Page 7 2.15. The proposed improvements are expected to be completed within a few weeks after work commences. It is anticipated that there will be great interest in the three pickelball courts once the project has been completed. 2.16. The tennis courts located in the Hamlet of Solina at the rear of the Community Hall are in good condition. In 2017, a plastic tile grid system was installed over the existing court due to cracking in the original asphalt surface. The plastic tile was implemented as a cost effective solution over full surface replacement and has held up well other than the presence of some minor wear on the baseline court markings. 2.17. The remainder of the infrastructure including nets, support posts and perimeter fencing is in good condition. Due to the rural location of these courts it is expected that they are not utilized as frequently. It is for this reason that the associated cost to install lighting is not recommended. Page147 Municipality of Clarington Report OPD-005-20 Page 8 2.18. Improvements that are recommended for the Solina tennis courts include the following items. Players gate in need of adjustment General sweeping required Replace worn line markings 2.19. Staff of the Operations Department will complete these general maintenance items without any additional cost. 2.20. The tennis courts located in Stuart Park in Courtice are in fair condition. In 2015, the asphalt surface was resurfaced, and reflective cracking is now evident. One larger crack is present between the courts while another exists up the middle of the surface on the east court. This present level of cracking, however, does not currently affect safety on the courts as the width of the cracks are narrow and there is no deflection or trip ledges present. The resurfacing method of rehabilitation that was used in 2015 was implemented as a cost effective solution over a full asphalt surface replacement. Page148 Municipality of Clarington Page 9 Report OPD-005-20 2.21. The Stuart Park tennis courts were out of service in 2019 due to the failure of the net post anchors from vandalism. During this period of tennis inactivity, a group of local pickelball players re -marked the courts with new lines and also filled the old net post anchors with concrete without seeking approval from the Municipality. Earlier this year, the tennis net post anchors were replaced, and the facility was re -opened. Players have commented that the additional pickelball markings create confusion for tennis play. The remainder of the court infrastructure including nets, support posts, court line markings and perimeter fencing was found to be in good condition. 2.22. Improvements that are recommended for the Stuart Park tennis courts include the following items. Players gate in need of adjustment Complete minor fence repairs Repair court surface 2.23. Staff of the Operations Department will complete the general maintenance items that have been identified with the exception of the specialized repair to the court surface. The estimated cost to repair or replace the surface by a qualified tennis court contractor would range between $10,000 and $100,000. Page149 Municipality of Clarington Report OPD-005-20 3. Other Infrastructure Page 10 3.1. The Operations Departments 2020 Capital Budget for Parks is comprised of two accounts. These respective budgets of $155,000 for Various Park Upgrades and $255,000 for Park Furniture/Equipment will be allocated to complete the following projects this year. • Resurfacing of sport courts and/or pickelball courts (Orono) • Installation of Sewage Holding Tank at Clarington Fields • Replacement of Soper Creek Baseball Backstop • Replacement of Playgrounds in Soper Creek Park and Walbridge Park • Various Park Upgrades in Soper Creek Park and Walbridge Park • Retrofit lighting in Parks and on walkways to LED fixtures • Re -paving of Argent Park pathways 3.2. With the amount of funding that has already been committed towards the above referenced projects any additional items or projects of significant cost cannot be accommodated within the related budgetary allowance. 4. Summary 4.1. Overall, the public tennis courts that are located throughout the Municipality are in reasonably good condition with the exception of Stuart Park. Although there are no immediate safety concerns the existing court surface is in need of future rehabilitation work to prevent conditions from worsening. 4.2. The minor contracted improvements of approximately $10,000 recommended for Avondale Park and Guildwood Park should be undertaken in 2020. The costs for the improvements can be charged against the existing Operations Departments budgetary allowance for related projects. 4.3. The larger improvement to rehabilitate the Stuart Park tennis courts should be planned and budgeted for as part of the Capital process for 2021. The details should include discussions with the local tennis and pickleball groups to determine if a similar layout to Orono Park is preferred. Completing a major rehabilitation of the Stuart Park tennis courts in 2020 would effectively take them off-line again for a good portion of the playing season. 5. Concurrence 5.1. This report has been reviewed by the Director of Finance who concurs with the recommendations. Page150 Municipality of Clarington Report OPD-005-20 6. Conclusion Page 11 It is respectfully recommended that Council approve the contracted improvements that have been identified for Avondale Park and Guildwood Park in 2020. Further, it is also recommended that Council direct staff to host a public information center to receive feedback on the Stuart Park tennis courts and to also submit a Capital justification to complete the recommended repairs or upgrades in 2021. Staff Contact: Stephen Brake, Acting Director of Operations, 905-263-2291 extension 2903 or sbrake(a)-clarington.net Page 151 Clarington Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: June 22, 2020 Report Number: OPD-006-20 Submitted By: Stephen Brake, Acting Director of Operations Reviewed By: Andrew C. Allison, CAO Resolution#: File Number: By-law Number: Report Subject: Operations Needs Assessment Recommendations: 1. That Report OPD-006-20 be received; and 2. That the Operations Needs Assessment, as prepared by Resource Planning Group (RPG), be approved as the strategic guide for the development of the facility and site requirements for the future Public Works Department of the Municipality of Clarington. Page152 Municipality of Clarington Report OPD-006-20 Report Overview Page 2 Following a request for proposal, Resource Planning Group (RPG) has submitted their final report dated May 6, 2020 regarding the Operations Department's Needs Assessment. The final report provides strategic guidance to the year 2031 on how the Municipality can best prepare for the future through fiscally responsible investments to accommodate anticipated service levels. A costing summary for the recommended upgrades to existing depots and the construction of a new consolidated facility has been included for future planning purposes. 1. Background 1.1. As a result of Clarington's proximity to the Greater Toronto Area and its interconnection with Highway 401 and the new Highway 407 and Highway 418 transportation corridors, the Municipality is poised for significant residential, commercial and industrial development well into the future. 1.2. The Clarington Operations Department is currently responsible for maintaining a wide variety of municipal infrastructure that includes Roads, Parks, Cemeteries, Fleet and Buildings. The maintenance requirements associated with this type of infrastructure are presently being managed from three Municipal operations depots that are assigned specific work functions in an effort to maximize service delivery efficiencies. The Building Services section also maintains a small shop and stores facility at 33 Lake Road in Bowmanville. 1.3. In an effort to ensure that the Operations Department (and the Public Works Department after the reorganization is completed) will be well prepared for the anticipated level of growth in the Municipality, a Request for Proposal was awarded to Resource Planning Group in August- 2019. The consultant was required to include in its detailed planning assessment study the recommendation for any new or expanded facilities to accommodate the Operations Department to meet projected growth rates into 2031 and beyond. 1.4. The Needs Assessment Report for the Operations Department was funded 90% through Development Charges and the development industry in Clarington. 2. Existing Context 2.1. The Operations Department currently has three depots that are located at 2320 Taunton Road in Hampton, 3585 Taunton Road in Orono and at 178 Darlington -Clarke Townline Road in Bowmanville. Page153 Municipality of Clarington Page 3 Report OPD-006-20 2.2. The Hampton Depot houses the main administrative offices for the department along with a fleet services garage, parts inventory area, washrooms, meeting space and a staff lunchroom for a total of approximately 14,812 square feet. Also located on the property are a number of other out -buildings that includes a salt shed, sand dome, a sign building and a variety of storage trailers. The building is of mid-201" century construction and is situated on a property of 3.22 hectares that is serviced by an in - ground septic system and a well that provides non -potable water. Within the foreseeable future the option to purchase additional property or the connection to a municipal water or sanitary sewer system will not be available to enlarge or upgrade the facility. The key functions that are provided out of the Hampton Depot include road maintenance and the repair of all corporate fleet assets. At present, approximately 27 full-time staff work out of the Hampton Depot during the Fall and Winter seasons and 33 full-time, temporary and students during the Spring and Summer. 2.3. The Orono Depot also features an older administrative and garage building of the same age that is approximately 5,122 square feet and is situated on 5.40 hectares of land. Areas of the property have been filled to have tiered sections of level ground but the property generally falls in elevation from the north to the south limit of the property limiting large areas of the site unusable. Also located on the site are two older outbuildings for storage and a sand/salt dome. The depot is serviced by an in -ground septic system and a well that provides non -potable water. The availability to connect to a municipal water or a sanitary sewer system is not expected in the foreseeable future. The key functions that are provided out of the Orono Depot include road maintenance activities. At present, approximately 15 full-time staff work out of the Orono Depot during the Fall and Winter seasons and 22 full-time, temporary and students during the Spring and Summer. 2.4. Depot 42 is also an older vintage building of approximately 5,208 square feet that is situated on 5.30 hectares of land. The building is comprised of a small area for administrative purposes and a garage. The property has been filled making it relatively flat but continues to slope from the north to the south limit of the property. Also located on the site is a sand/salt dome. The depot is serviced by an in -ground septic system and a well that provides non -potable water. The availability for municipal water or a sanitary sewer system is not expected in the foreseeable future. The key functions that are provided out of Depot 42 include Parks and Cemetery operations. At present, approximately 16 full-time staff work out of Depot 42 during the Fall and Winter seasons and 31 full-time, temporary and students during the Spring and Summer. 3. Scope of Work 3.1. As part of the Operations Needs Assessment, the consultant was required to determine how the Municipality can best prepare for the future through fiscally responsible Page154 Municipality of Clarington Report OPD-006-20 Page 4 investments to accommodate anticipated service levels. The main questions that were investigated and answered by the consultant include the following: • Do the existing Operations Depots and other satellite buildings meet the Municipality's requirements based on projected growth rates into the year 2030 and beyond? • Does the Municipality require an additional Operations Depot? • Should any of the existing Operations Depots be further improved, expanded or closed? • Does Fleet Services require a separate building or additional re -purposed space? • Does Building Services require a separate building or additional re -purposed space? • Does Animal Control Services require a separate building or additional re - purposed space? • Should the construction of a new Fire Training Tower and Auto Extrication Pad for Clarington Emergency and Fire Service be included in this process? • Is there justification that supports the construction of a new single strategically located Operations Center for any or all of the services outlined above? • Relative to this review are there any potential partnerships that should be investigated with other Local or Regional Municipalities, the Ministry of Transportation, Durham Transit, the Private Sector, etc.? 3.2. The consultant was also required, in accordance with the Clarington Strategic Plan 2015-2018 that was in effect at the time, to provide specific relevance to the deliverables expected from the space needs assessment. In particular, emphasis on Strategic Priority 2, Ensure and demonstrate good Governance and Value for the Tax Dollar. 4. Future Context 4.1. Resource Planning Group has worked with various Departments within the Municipality and also an independent cost consultant to develop staff, fleet and site needs to accommodate projected growth requirements for the Operations Department to the 2031 time horizon. Page155 Municipality of Clarington Report OPD-006-20 Page 5 4.2. The needs assessment has also considered the effects of the proposed restructuring of the Operations and Engineering Departments into the future Public Works Department as outlined in the Grant Thornton Organizational Review. The amalgamation of the two Departments will eventually result in the need for additional space requirements to accommodate the possible redeployment of an existing 10 person staff compliment. 4.3. It has been confirmed that all of the existing Operations depot locations have reached the end of their useful life and will prove very costly to expand or upgrade. Also, the main depot at Hampton cannot accommodate any future growth or organizational restructuring. In addition, the land at the Orono Depot and Depot 42 locations is sloped and will require significant remediation to achieve useable work areas. 4.4. It is recommended that a new site be acquired to replace the main administrative depot (Hampton). Consideration should be given to acquire a larger site of between 5 to 6 hectares than the calculated 3.8 hectares in order to accommodate growth beyond the projected timeframe. 4.5. The new site should ideally be in an area closer to urban centers where most of the growth is focused and also situated along highway 401 between Courtice and Bowmanville. A new building within an area that is closer to the urban centers will allow access to municipal water and sanitary sewer, provide suitable storage opportunities, help improve the municipality's environmental footprint for salt management and also provide wash facilities for winter use vehicles. 4.6. The development of a new Operations depot would allow the opportunity for Clarington Animal Services and Clarington Emergency and Fire Services to also partner on the inclusion of facilities within the site to satisfy their respective future space and training needs. 4.7. The conceptual layout for a new amalgamated Clarington Operations depot for the 2031 timeframe is proposed at 79,000 square feet. For comparison purposes, the depots located in the City of Pickering (2019 opening) are 98,000 square feet, Town of Ajax (2010 opening) 54,000 square feet and the City of Oshawa (2015 opening) at 83,000 square feet. Clarington's existing satellite facilities at Hampton, Orono and Depot 42 would allow for additional storage space and winter operation staging. 4.8. Appropriate funding requests have been made in the 2020 Development Charges Study to proceed with the planning, design and construction of a new Operations Depot facility in the future. 5. Concurrence 5.1. This report has been reviewed by the Director of Finance who concurs with the recommendations. Page156 Municipality of Clarington Report OPD-006-20 6. Conclusion Page 6 It is respectfully recommended that Council approve the Operations Needs Assessment as the strategic guide for the development of the facility and site requirements for the future Public Works Department. Staff Contact: Stephen Brake, Acting Director of Operations, 905-263-2291 extension 2903 or sbrake(a),clarington.net Attachments: Attachment 1 — Operations Needs Assessment Page157 MUNICIPALITY OF CLARINGTON ATTACHMENT 1 TO REPORT OPD-006-20 If this information is required in an alternate format, please contact the Accessibility Co-ordinator at 905-623-3379 ext. 2131 MUNICIPALITY OF ciffinooff OPERATIONS NEEDS ASSESSMENT 2020 May 061h Page158 MUNICIPALITY OF CLARINGTON ATTACHMENT 1 TO REPORT OPD-006-20 Resource Planning Group Inc. 502-703 Evans Ave., Toronto, ON M9C 5E9 T 416-498-5205 E tronto@rpg.ca 205-1525 West 8'h Ave., Vancouver, BC V6J 1T5 T 604-736-6426 F 604-736-4079 E vancouver@rpg.ca www.rpg.ca @ Resource Planning Group Inc., 2020. All rights reserved. No part of this publication may be reproduced for purposes other than the development of this project without written permission of Resource Planning Group Inc. Page 159 Executive Summary Page160 Page intentionally left blank for hardcopy double -sided printing purposes. Page 161 Clam "a Section 1 - Executive Summary PURPOSE & PARAMETERS The Municipality of Clarington worked with planning and cost consultants to develop staff, fleet, and site needs for the Operations Department and other services that will accommodate: • projected growth to 2031 • proposed restructuring of Operations into Public Works • forecasted new mandates and opportunities PROJECTIONS Clarington's Planning Department anticipates: • 45% increase in population from 97,100 to 140,400 people by 2031 • growth concentrated in existing urban areas of Courtice, Bowmanville, and Newcastle, resulting in 57 km of new urban roads • proposed bioswale construction and ongoing maintenance rather than dredging retention ponds every 10 years The following are needed from Operations to accommodate growth, restructuring, and mandate changes: • 23 to 32 additional fleet items • 59 additional staff (49 from growth, 10 from restructuring) SPACE SUMMARY The following three tables show site areas calculated and assumed available for redevelopment of a Main Depot and satellites at Orono and Depot 42: 1 Front of House 255 1.59 405 2 Administration 467 1.60 745 3 Crew Operations - Hampton 953 1.53 1,460 4 Work Shops 618 1.19 735 5 Fleet Maintenance 1,463 1.22 1,790 6 Stores Indoor & Fleet Storage 1,627 1.35 2,195 INDOOR BUILDING7 Stores Outdoor- Hampton 4,752 1.30 6,175 8 Works Yard - Hampton 5,766 1.30 7,495 9 Parking & Fleet- Hampton 7,242 1.30 9,415 OUTDOOR YARD 17,760 1.30 23,085 2020 May 061h MunicipalityY-oqf Clarin,���l1��Operations Page i RPG Inc. NEENT Clam "a Section 1 - Executive Summary 10 Crew Operations - Orono 622 1.53 950 11 Light Maintenance & Fleet Garage 662 1.30 860 INDOOR BUILDING 1,284 12 Stores Outdoor - Orono 6,357 1.30 8,265 13 Works Yard - Orono 6,073 1.30 7,900 14 Parking & Fleet - Orono 3,421 1.30 4,450 OUTDOOR YARD 15,851 1.30 20,615 15 Crew Operations - Depot 42 944 1.52 1,435 16 Light Maintenance & Fleet Garage 1,600 1.30 2,080 INDOOR BUILDING 2,544 17 Stores Outdoor - Depot 42 4,816 1.30 6,260 18 Works Yard - Depot 42 6,069 1.30 7,890 19 Parking & Fleet - Depot 42 5,876 1.30 7,635 OUTDOOR YARD 18,361 1.30 23,865 Site `Available" While the math shows that there is surplus area to accommodate satellite functions at Orono and Depot 42, both sites are sloped and require remediation to achieve useable areas. SITE OPTIONS The current site at Hampton will not accommodate future needs of a Main Depot. A new site is sought in an area closer to urban centres where most of the growth is focused and along Highway 401 between Courtice and Bowmanville. Caveat Knowing that projects can take up to ten years from planning to completion, there should also be consideration for a larger site (5 to 6 ha) than calculated (3.8 ha) in order to accommodate growth beyond the projected timeframe to 2031. 2020 May 061h MunicipalityY-oqf Clarin,,����PPqq Operations Page ii RPG Inc. NE Rnof - SPIENT Clam "a Section 1 - Executive Summary PREFERRED SCENARIO — For a generic new site, the diagram below illustrates similar concepts MAIN DEPOT modelled by users for various scenarios. This one most resembles version 3, which allows for future growth of buildings along length of 5.4 ha site. �r r r-r��r� F 1 ■!i�l��3�■■ I I -------------- 1111111� �9PA111�LEFFFL ET 6 STORES INDOOR 8 1111111/8 WO- YARD A FLEET -RAGE F en aa.= FEET HOUSE SHOPS Sig_ I OF MAINT 5 FLEET MAINT Mw • �� EETE UIP FLEET -OUTDOOR COVERET °°°°°° 111111111111111 • Site has generic footprint of 180m x 300m = 5.4ha (13 acre) • As modelled, used 180m x 250m = 4.5ha of site > 3.8ha programmed RELATIVE COSTS The construction costs are expected to be on the order of $37 million for the Main Depot. For the satellite depots construction costs are expected to be on the order of $17 million for Orono and $23 million for Depot 42. NEXT STEPS With the Needs Assessment portion of this project complete, these are the recommendations going forward: • Acquire a new site for the Main Depot about 5.3 ha — the current site at Hampton cannot accommodate future growth nor organizational restructuring • Take necessary steps to conform to Environmental Assessment Act for Municipal Class project • Develop Main Depot and use Hampton as a staging area during redevelopment of Orono and Depot 42 • Hampton site becomes an unstaffed satellite for storing emergency and winter control supplies serving the northeastern portions of Clarington 2020 May 061h MunicipalityY-oqf Clarin,,���P� Operations Page iii ENT RPG Inc. NEE63E6S1d1 Section 1 - Executive Summary Page intentionally left blank for hardcopy double -sided printing purposes. 2020 May 06th MunicipalityY-oqf Clarin,���PP{{�� Operations Page iv RPG Inc. NE Rnof �IENT TABLE OF CONTENTS Page EXECUTIVE SUMMARY 1 INTRODUCTION 1 2.01. Project Purpose 3 2.02. Organization of the Document 5 2.03. Project Participants 6 PROJECT CONTEXT 7 3.01. Site & Building Context 9 3.02. Staffing Context 16 3.03. Fleet Context 19 PARAMETERS 21 4.01. Growth 23 4.02. Operational Change 26 4.03. Redevelopment 27 4.04. Planning Guidelines 27 SPACE SUMMARY 33 5.01. Summary Tables 35 5.02. Component Tables 38 REDEVELOPMENT OPTIONS 43 6.01. Parameters for Modelling 45 6.02. Options Modelled 46 6.03. Preferred Scenario 51 RELATIVE COSTS 53 7.01. Cost Calculations 55 COMPONENTS 61 8.01. Summary 63 8.02. 1 Front of House 65 8.03. 2 Administration 67 8.04. 3, 10, 15 Crew Operations — Hampton, Orono, Depot 42 69 8.05. 4 Work Shops 75 8.06. 5 Fleet Maintenance 77 8.07. 6 Stores Indoor & Fleet Storage 81 8.08. 7, 12, 17 Stores Outdoor— Hampton, Orono, Depot 42 83 2020 May 0611 MunicipalityY-oqf Clarin,IQP�L:lk Operations Page a RPG Inc. NE :H8 E- SPIENT 8.09. 8, 13, 18 Works Yard — Hampton, Orono, Depot 42 87 8.10. 9, 14, 19 Parking & Fleet — Hampton, Orono, Depot 42 93 8.11. 11, 16 Light Maintenance Garage — Orono, Depot 42 99 PRECEDENTS 103 9.01. City of Pickering 105 9.02. Town of Ajax 109 9.03. City of Oshawa 113 9.04. City of Surrey 117 APPENDICES 10.01. Staff by Component i 10.02. Fleet Inventory v 10.03. Detailed Cost Calculations ix 10.04. Environmental Assessment Act x 2020 May 0611 MunicipalityY-oqf Clarin,,��L�QPjn,operations Page b RPG Inc. NE Rnof WENT Introduction Page168 Page intentionally left blank for hardcopy double -sided printing purposes. Page169 Claft"a Section 2 - Introduction PROJECT PURPOSE 2.01. PROJECT PURPOSE INTRODUCTION The Municipality of Clarington wants to determine facility and site needs for Operations that will accommodate projected growth to 2031, as well as the recently proposed restructuring of Operations into Public Works. Operations and other services are currently housed at four different sites. Buildings at these sites are at the end of their useful life. Also, given that the Municipality anticipates significant residential, commercial expansion, the right location for redevelopment is a relevant concern. BACKGROUND The Municipality of Clarington, within the Regional Municipality of Durham, is about 60km East of Toronto. The land area is 612 km2, with a population approaching 100,000. There are four urban areas, surrounded by vast tracts of rural countryside to the North and East. The total land area is nearly the same as Toronto (630 km2) but with a thirtieth of the population. However, the upcoming completion of Highways 407 and 418 will open the region to development and growth, as the pressure for affordable housing options in Toronto creates more commuter communities. Plans show growth occurring from already established urban areas, leaving productive agricultural lands and natural features largely untouched. M� 2020 May 06th Municipality�-ppf Clarin }}�ENT Operations Page 3 RPG Inc. NEECfEh/I Section 2 - Introduction PROJECT PURPOSE DIRECTIVES The directives for this project are to investigate and answer the following questions: 1. Do the existing Operations Depots and other satellite buildings meet the Municipality's requirements based on projected growth rates in the year 2030 and beyond? 2. Does the Municipality require an additional Operations Depot? 3. Should any of the existing Operations Depots be further improved, expanded or closed? 4. Does Fleet Services require a separate building or additional re - purposed space? 5. Does Building Services require a separate building or additional re - purposed space? 6. Does Animal Control Services require a separate building or additional re -purposed space? 7. Should the construction of a new Fire Training Tower and Auto Extrication Pad for Clarington Emergency and Fire Services be included in this process? 8. Is there justification that supports the construction of a new single strategically located Operations Centre for any or all of the services outlined above? 9. Relative to this review are there any potential partnerships that should be investigated with other Local or Regional Municipalities, the Ministry of Transportation, Durham Transit, the private sector, etcetera? 2020 May 06th Municipality pf Clarinl Operations Page 4 RPG Inc. NEECfE�IENT Section 2 - Introduction ORGANIZATION OF THE DOCUMENT 2.02. ORGANIZATION OF THE DOCUMENT This document includes the major sections indicated below. 1. EXECUTIVE SUMMARY, which summarizes information for decision makers, prior to delving into this document. 2. INTRODUCTION, (this section,) which includes a brief outline of the background and purpose of the project, organization of document, and deliverables. 3. PROJECT CONTEXT, which includes information about sites, buildings, staffing, fleet, and relevant metrics. 4. PARAMETERS, which establish the boundaries for project work and investigation, including assumptions about growth, operational change, and relevant planning guidelines. 5. SPACE SUMMARY, which shows the total areas programmed for each of the depots, plus strategies for accommodating growth. 6. REDEVELOPMENT OPTIONS, which is based on work with users to develop layouts for an ideal site, then addressing the constraints of existing, and agreeing on a preferred scenario along with principles to guide planning. 7. RELATIVE COSTS, which are calculated based on the preferred scenario. 8. COMPONENTS, which are used to describe of people, equipment and spaces that need to be grouped together. Components are the basis for developing space requirements. 9. PRECEDENTS, which are other sites that were visited in the neighbouring region and experience from previous projects. 10. APPENDICES, which include more detailed information as context for the information developed at the front of the document. 2020 May 061h Municipality pf Clarin.Moperations Page 5 RPG Inc. NE ENT 2.03. PROJECT PARTICIPANTS MUNICIPALITY OF CLARINGTON OTHER MUNICIPALITIES, DESIGN TEAMS RESOURCE PLANNING GROUP ALTUS GROUP Section 2 - Introduction PROJECT PARTICIPANTS The following people are thanked for their contributions to the Municipality of Clarinaton Operations Needs Assessment: Stephen Brake Fred Horvath Carlos Salazar Nicole Zambri Cody Brown Lockie Longhurst Devin Franklin Rob Groen Tim Welsh Kay Rand Donna Collins Brett Novak Larry Postill Glen Duncan Clint Peters Mike Bourke Ken Mercer Brent Pascoe Marcel Vasseur Andrew Jackman Catherine Bridgeman Rick Chalmers Phil Lyons Brian Duffield Rob Burlie Matt Currer Andrew MacPherson Nancy Vo Anil Ramjee Leah Radziwon Manager of Operations Director Operations Manager Community Planning & Design Planner GIS Technologist Fleet Supervisor Fleet Coordinator Supervisor Building Services Building Services II Administrative Assistant Clerk II Supervisor Contracts Supervisor Roads Hampton Leadhand Roads Hampton Supervisor Roads Orono Leadhand Roads Orono Supervisor Parks/Cemetery Depot 42 Leadhand Parks/Cemetery Depot 42 Leadhand Parks/Cemetery Depot 42 Leadhand Parks/Cemetery Depot 42 Director Ops & Enviro Svcs, Town of Ajax Supervisor Infrastructure & Assets, Town of Ajax Manager Roads & Operations, Municipality of Oshawa Division Head Operations, City of Pickering Manager Public Works, City of Pickering Supervisor Municipal Garage, City of Pickering Principal Senior Planner Director Cost & Project Management Proposal Manager 2020 May 061h Municipality pf Clarin q Operations Page 6 RPG Inc. NEECfEMENT Project Context Page174 Page intentionally left blank for hardcopy double -sided printing purposes. Page175 Clam "a Section 3 - Project Context SITE & BUILDING CONTEXT 3.01. SITE & BUILDING CONTEXT Operations are currently located at four sites: 1 Hampton Operations Depot 2 Orono Operations Depot 3 Operations Depot 42 4 Building Services at 33 Lake Road and Municipal Hall Other components are also described for context and possible inclusion in redevelopment: • Animal Services, also at 33 Lake Road Fire Training Services 2020 May 06th Municipality�-ppf Clarin �Bl Operations Page 9 RPG Inc. NEECfEWIENT 1 HAMPTON OPERATIONS DEPOT 2320 Taunton Road Section 3 - Project Context SITE & BUILDING CONTEXT 3.2 hectares (8 acres) • Main Building —1,375 m2 (14,810 ft2) • Salt Dome--1,025 m2 (11,035 ft2), 5,000 tonne capacity • Administration, Fleet, Contracts, Roads Crew • 33 permanent staff in FallMinter, 40 permanent staff and seasonal/students in Spring/Summer 2020 May 06th Municipality pf Clarin n,Operations Page 10 RPG Inc. NEE3EP4IENT 2 ORONO OPERATIONS DEPOT 3585 Taunton Road Section 3 - Project Context SITE & BUILDING CONTEXT V - II _Sri •. II 5.4 hectares (13 acres) • Garage Building —475 m2 (5,120 ft2) • Salt Dome--1,025 m2 (11,035 ft2), 4,500 tonne capacity • Roads Crew • 14 permanent staff in FallMinter, 22 permanent staff and seasonal/students in Spring/Summer 2020 May 06th Municipality pf Clarin 8Operations Page 11 RPG Inc. NEECfEMENT Section 3 - Project Context SITE & BUILDING CONTEXT 3 OPERATIONS DEPOT 42 178 Darlington Clark Townline 5.3 hectares (13 acres) • Garage Building —485 m2 (5,210 ft2) • Salt Dome --765 m2 (8,210 ft2), 5,600 tonne capacity • Parks /Cemetery Crew • 18 permanent staff in Fall/Winter, 35 permanent staff and seasonal/students in Spring/Summer 2020 May 06th Municipality pf Clarin Operations Page 12 RPG Inc. NEECfE ENT 4 BUILDING SERVICES Municipal Hall and 33 Lake Road Section 3 - Project Context SITE & BUILDING CONTEXT 0.41 hectares (1 acre) • Shop —120 mz (1,300 ft2) • Building Services • 11 permanent staff year round Allocations for Building Services will be grouped under Main Depot (currently at Hampton) for planning purposes 2020 May 06tn RPG Inc. Municipality�-oqf Clarin,,����Q}�EBSh/Ioperations Page 13 NE ECfENT Clam "a ANIMAL SERVICES 33 Lake Road Section 3 - Project Context SITE & BUILDING CONTEXT 2.44 hectares (6 acres) • Main Building —540 mz (5,830 ft2) • Yard with pen and cages for after-hours drop-off • Animal Services • 3 full-time and 3 part-time staff year round Animal Services is being considered for inclusion as part of the needs assessment due to flooding at its current location. The recommendation is to include the site footprint for consideration at a new more suitable location. The Development Charges Background Study 2015 indicates an allowance of $1.71 million to replace the animal services facility, including the cost for purchasing 0.5 ha of land. 2020 May 06th Municipality pf Clarin.��Qr�r� Operations Page 14 RPG Inc. NE ENT Section 3 - Project Context SITE & BUILDING CONTEXT FIRE TRAINING SERVICES Live fire training does not currently exist in Clarington and is being considered for inclusion as part of the redevelopment. However, in prior experience on work yards, two were adjacent to or included fire training as part of their existing site. Both included the removal of fire training in the final plans. rr 101 If the opportunity arose for Operations to partner with Fire Training Services for land purchase, then their inclusion on an adjacent portion of the site outside the security zone is still a reasonable consideration. Live fire training should be located away from residential areas, be able to handle large volumes of water on site, and store cars for auto extrication training. The minimum footprint required would range between 0.8-1.2 ha (2 to 3 acres), depending on configuration. Below is a relatively new example: htti)s://www.courtenay.ca/EN/main/departments/courtenay-fire- department/w. a. -I a ne-macdonald-fi re-trai n i nq-centre. html W.A. Lane MacDonald Fire Training Centre • Opened in 2015 • Located on 1.4 ha (3.4 acre) property near big box retail and substation • Training area encircled by built -to -scale city street and working hydrants • Constructed from sea containers with movable walls to simulate residential, hotel, commercial property • Operable gas -generated fires and artificial smoke 2020 May 06th Municipality pf Clarin.��E8S169operations Page 15 RPG Inc. NE ECfENT Clam "a 3.02. STAFFING CONTEXT Section 3 - Project Context STAFFING CONTEXT EXISTING CONTEXT The current staffing for Clarington is summarized in the table below: T!Y,If r O. CWflns C. 8Nn0 i FIa6P Cl 'k • J•Nardimen! ('Jerk I • E. Kelloway .�Cfer7CU'(FFn-- - L. MCKe&Seckatt! Hampton 6 25 2 7 40 Orono 1 13 - 8 22 Depot42 1 15 2 17 35 Bowmanville 1 9 1 - 11 Note that Bowmanville includes Building Services staff located at Municipal Hall and 33 Lake Road. This information was extracted from the following organization chart: OPERATIONS DEPARTMENT ORGANIZATION CHART 2020 Fred Horvath Slepilen Brake I I &'UBERViBOR _'9WFOR Kaasself'�pw�_ iiPa0e6iatr8fWrt : F9r]ie!Cerpereryla¢.:: c. peleni L. POV ll K. M Leadhands L-dh-ds Leadhands M. Bourke G Puncart B, Pascoe M. Vassedr Heavy Equipm — • _ent Heavy Equipment A. JSCkm3rt Gperamn operar— L Afdread — • — T Balsbn — _ _C_m_le a� C H—S O. MCAOugap VACAN7 J. iennisoo VACANT p Forny I light Egwp+nenl Light Equrp—i Openlor ll bghf Equipmenl Operemr l+ -- BCyr Operarorfl T Beauvais C. Bgnekal --- L. McBride G, Evans B. Godsw y B. Maa 1— P Raetsen J Brawn I K. smdh L MCBritle Llghl Equipmen[ V ftand I Light Equipmenf B. pecker Light Equipmenl Operator+ B. Johnston Operator) J canlpball G. Naky J Shaw T WrU— B, Ease M MCKelvie C Narwexivea M Mr;Knfght J. MacDonald %' Kundman VACANT 8. WOOd I — .- - P N¢M - Season�l Labourers 45tutlents L Nayna3 $eadpnaf �SBadOnaf s SWeenm FinMACANT I $easona+ 14 Students 33easanal tlperanona Ffee! - Terhnirian CgpfNndlOr 5 Ha;niM -- []. Fre klin G. Llnlu Ff-f T-hnk— -L�bou ens � R iarWtle L. Vo;r J CWk M MacLean 7. Senk Sea -o_al 'FIeeL7nYlniciatr, _. _ v sladeni � ::_ApprermciiAF!1�:. Vacant tali Complemerk Vnion -Italicised 62 --1i<.0.6 5 24 slutlenisl8 Seasonal 32 otal 1q8 I]Parkha Meter Maintenance II Plana wr tes I:ob Groan Building _ _ Leadnand R Slrles T. wefsn i BoAdbhg _ Sarvicea rl R FargaharSfln H Baker E BudcBng _ $NYIGC81 S. Cohbfedkk r 4. Fkmse C G- 9 Baker B. Pant I Vacant pmamem Need Backup - nager of opereJ— A more legible list is provided in the appendices for reference. 2020 May 061h Municipality pf Clarin.��Qqq Operations Page 16 RPG Inc. NE ENT Clam "a Section 3 - Project Context STAFFING CONTEXT FUTURE CONTEXT Based on the population growth projected in the Land Budget Workbook 2018, an overall growth of 45% from Census 2016 population is projected. Information on population can be found under the next section, Parameters. Without the benefit of review, the following numbers were calculated assuming a direct correlation between population and staffing growth. In other words, 45% growth in population resulted in 45% growth in staffing. The staff are sorted under working component names in the table below: 1 Front of House 3 3 2 Administration 12 29 3 Crew Operations - Hampton 34 50 5 Fleet Maintenance 2 2 10 Crew Operations - Orono 22 32 15 Crew Operations - Depot 42 35 51 SURVEY OF OTHER In comparing staffing levels of other municipalities, population per staff varies OPERATIONS — STAFFING greatly. The District of West Vancouver had the lowest, hovering just under 300 population per staff, whereas Surrey had the highest hovering just over 1,000 population per staff. Clarington, ON - Existing 2016 97,100 611.3 159 108 899 Clarington, ON - Future Growth 2031 140,400 611.3 230 167 841 City of Pickering, ON 91,771 231.6 396 130 706 Town of Ajax, ON 119,677 67.1 1,784 175 684 City of Oshawa, ON 159,458 145.7 1,094 - Region of Durham, ON 645,862 2,523.0 256 - CityofMississauga, ON 721,599 292.4 2,468 80 9,020 City of Toronto, ON 2,731,571 630.2 4,334 - CityofNanaimo,BC 90,504 91.3 991 224 404 District of West Vancouver, BC 42,473 30.0 1,416 143 297 City of North Vancouver, BC 52,892 11.8 4,471 85 622 City of Burnaby, BC 232,755 90.6 2,569 385 605 City of Surrey, BC 517,887 316.4 1,637 500 1,036 The problem with these comparisons, aside from incomplete information, is that this is not an apples -to -apples comparison when mandates are also compared. Furthermore, most operations do not have the extent of rural areas that Clarington has under its jurisdiction. 2020 May 06th Municipality pf Clarin.��Q� Operations Page 17 RPG Inc. NE ENT Section 3 - Project Context STAFFING CONTEXT SURVEY OF OTHER A comparison of some operations included a brief scan of their mandates. OPERATIONS — MANDATES The table below summarizes those results and indicates the number of known yards. Roads Operations x Winter Control x Fleet Services x Facilities Management x Parks Operations x Waste Collection Purchasing Stores Water Distribution Waste Water Contract Services x Cemetery x Traffic Operations Engineering EOC - including 2nd or back-up ER Services - Fire, Police Animal Services x Number ofYards 3 x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x NA PA NA PA x x x x x x x x x x x x x x x x x x x x x x x x x x x x x 2 2 1 6 4 2 2 1 The Development Charges Background Study 2015 indicates that for 2031, an estimated 13,600 new employees will be accommodated, in non- residential building space, but does not indicate assumptions about municipal staffing levels. 2020 May 06th Municipality pf Clarin.��Q{{�� Operations Page 18 RPG Inc. NE ENT Clam "a 3.03. FLEET CONTEXT Section 3 - Project Context FLEET CONTEXT EXISTING CONTEXT Fleet is responsible for the maintenance and management of a fleet of 136 pick-up trucks and large equipment, such as tandem axle trucks, wheel loader, excavators, and graders. The current breakdown by stall type and location was extracted from an inventory list provided by Fleet, and dated 04th September 2019 for the Operations Department. standard stall 5.7m x2.75m (Clarington Draft Bylaw) 33 9 4 18 - 1 1 up to 7m (23') length 47 13 4 28 - 2 - up to 8m (26') length, 13,000 kg (28,000lb) 31 16 4 9 1 1 - up to 9.1 m (30') length; 16,000 kg (35,000lb) 21 9 9 3 - - - up to 10.7m (35') length; 23,000 kg (50,700 lb) *GVWR 64,000 kg 4 2 .. 2 - - - - 136 100% 36% 17% 43% 1% 3% 1% FUTURE CONTEXT At this stage of planning, and until more information is available, a 45% increase in population is assumed to generate a 45% increase in staff. However, not all the growth in staff will result in crews requiring fleet vehicles or equipment. A placeholder of 85% of the staff growth requiring fleet is based on the current distribution which is 86% of staff being crew and 14% of staff being office -based. This results in a calculated growth of 31 new fleet items as shown below: Hampton Orono Depot 42 Bowmanville 49 40 23 22 58 35 1 11 Cemetery I Building Existing using 2016 population 136 108 97,100 population per fleet and per staff 714 899 2020 May 06th Municipality�-ppf Clarin..����QQJ��l Operations Page 19 RPG Inc. NE ENT Section 3 - Project Context FLEET CONTEXT Indoor vs Outdoor Fleet Storage The last round of discussions also differentiated fleet according to four categories of indoor or outdoor storage: 12% indoor heated 16 11 2 2 1 - - 19% indoor 26 5 2 18 - 1 - 34% outdoor covered 46 14 12 19 - 1 - 35% outdoor 48 19 7 19 - 2 1 FUTURE CONTEXT — FLEET Using the current profile to distribute the growth of 31 calculated fleet items, DISTRIBUTION we end up with 32 allocated fleet items as follows: BowmanFleet Total Hampton Orono Depot42 ville standard stall 5.7m x 2.75m (Clarington Draft 8 3 1 3 1 up to 7m (23') length 11 4 2 5 0 up to 8m (26') length, 13,000 kg (28,000 lb) 7 3 1 3 0 up to 9.1 m (30') length; 16,000 kg (35,000 lb) 5 2 1 2 0 up to 10.7m (35') length; 23,000 kg 1 0 1 0 0 Growth Allocated 32 AllocatedGrowth Shaded cells indicate an override of calculated numbers. And this distribution for indoor vs outdoor storage: FleetBowman Allocated Distribution Total Hampton Orono Depot42 ville indoor heated 4 1 1 1 1 indoor 6 2 1 3 0 outdoor covered 11 4 2 5 0 outdoor 11 5 2 4 0 Two Methods to Calculate To provide a level of confidence in future projections, it is useful to arrive at future fleet in more than one way. See New Roads under the next section, Parameters to understand why a range of 23 to 32 additional fleet are recommended for future planning. 2020 May 06th Municipality pf Clarinitn, Operations Page 20 RPG Inc. NEECfEBS ENT Parameters * Page intentionally left blank for hardcopy double -sided printing purposes. Page189 Section 4 - Parameters GROWTH 4.01. GROWTH POPULATION GROWTH Historically, the Municipality had significant growth in the 1990s and steady growth in the 2000s. Note that the federal government eliminated the mandatory long -form census for 2011, so data from that time is suspect. Historical and Projected Growth Historical and forecasted population figures were extracted from the Land Budget Workbook 2018. 1986 35,400 1991 51,400 45% 1996 63,000 23% 2001 72,600 15% 2006 80,900 11 % 2011 87,700 8% 2016 97,100 11% 2021 109,700 13% 2026 123,900 13% 2031 140,400 13% 2036 159,097 13% The growth rate of 13% from 11 % could be attributed to Clarington attracting a commuter community after completion of Highways 407 (toll) and 418. Urban and Rural Growth The distribution of the overall 45% growth is not expected to occur equally across urban and rural areas. Rural areas are growing only 9%, whereas the three urban centres of Courtice, Bowmanville, Newcastle will see 30% to 97% increases to their population. These urban centres are located on the 401 and close to the waterfront. POPULATION CourticeBowman\Alle Newcastle Rural Total 2006 23,200 31,600 8,900 17,200 80,900 2011 24,900 36,100 8,300 18,400 87,700 2016 28,100 40,500 9,800 18,700 97,100 2021 31,300 47,100 12,200 19,100 109,700 2026 33,900 55,100 15,300 19,600 123,900 2031 36,600 64,200 19,300 20,300 140,400 2020 May 06th Municipality�-ppf Clarin..����Q}�E6�5h/Ioperations Page 23 RPG Inc. NE ECfENT Clcrtft"a Section 4 - Parameters GROWTH DEVELOPMENT Being contained on four sides within the Regional Municipality of Durham, BOUNDARIES Clarington's land area of 612 kM2 is not expected to change in the foreseeable future. The development boundaries within specific townships (yellow shaded areas within dash -dotted lines) also appear to be maintained in present development plans. Therefore, growth appears to occur from already established urban areas, leaving productive agricultural lands and natural features largely untouched. 2020 May 06th Municipality pf Clarin.��Qr�r� Operations Page 24 RPG Inc. NEECfE6�5fMENT Clam "a Section 4 - Parameters GROWTH AREAS OF GROWTH The area of Clarington captured below shows more clearly where the specific areas of growth are anticipated. These are mostly at the edges of Courtice, Bowmanville, and Newcastle. Yellowish areas are neighbourhoods. Reddish areas are centres and employment areas. I rn.Mar Ao.v q Nelghbourhoode 9 Yq p r Q yew se Ma ry Rai 9 W Q emmrry mU". " well q q 9 C Nmghboumm Plan CAnMel m jCeek Centres and Employment Areas Z� � Soper ur News —awry F4. Croek E.." secondary Rai _ Cmmrmty Vypale bn yyII 99 r �� � � 9 � �'�• � e�wC4 sgl wn q 7 I r NEW ROADS The table below indicates existing Municipal roads that are under Clarington's jurisdiction. New roads were calculated based on the areas that are expected to be developed for the 2031 planning horizon. This provides another way to calculate additional fleet. A range of 23 to 32 fleet is recommended for planning, since these figures do not account for rural needs, nor new future mandates, such as construction and maintenance of bioswales: MunicipalRoads Courtice :. Total km Roads 2019 107.6 184.8 41.3 334 km of road per km2 land 9.7 10.1 8.4 New km2 Land 2.6 2.5 0.8 New km Roads 25.0 25.0 6.6 57 Total km Roads 2031 132.5 209.7 47.9 390 Impact Fleet 2019 136 km of road per fleet 2.5 Fleet 2031 159 Add'nl Fleet Method #2 (new km2 x km/km2) 23 cf Fleet 2031 168 Add'nl Fleet Method #1 (proport to 45% pop growth, 85% = crew 32 2020 May 06th Municipality pf Clarin.�� operations Page 25 RPG Inc. NE ENT Section 4 - Parameters OPERATIONAL CHANGE 4.02. OPERATIONAL CHANGE REGIONAL MUNICIPALITY It is assumed that there will be no significant changes in mandates between VS MUNICIPALITY the Regional Municipality of Durham and the Municipality of Clarington in the foreseeable future. Put simply, Durham will maintain regional roads and manage water distribution and waste water. Clarington will maintain urban /rural roads, parks, and cemeteries. RESTRUCTURING A reports released towards the end of this project shows approved plans for restructuring wherein Operations will become Public Works. Public Works will include two new mandates, resulting in 10 additional staff from: • Crossing Guards (office/workstation space, fleet vehicle) • Engineering Construction (office/workstation space) A placeholder of 7.4 m2/person is provided under the Administration component. PARTNERSHIPS It was noted in two of the yards toured, stores are managed by an outside source, NAPA Auto Parts. This should be discussed as part of operational change but does not impact area allocations for planning purposes. The advantages of this partnership include: • reduced shrinkage • vested interest by outside source to maintain contract • responsibility remains outside of Operations Other partnerships that could be explored include mobile fuelling or tire change services. Potentially, these could be provided as roving services to job sites, reducing fuelling waits at the end of the day and reducing tire storage requirements. EV, ALTERNATIVE FUEL, Electric and alternative fuels may have a significant impact on planning and INFRASTRUCTURE design. At one operations yard, it was noted that their infrastructure was set up to convert to 30% electric fleet. It would be prudent to size electric load and site weight bearing to be 30% of fleet as electric. DISTRIBUTED DEPOTS There are currently three depots — Hampton Depot, Orono Depot, and Depot 42. Hampton also houses Fleet and Administration, but this does not preclude the relocation of those functions to another site if it is advantageous for redevelopment and future growth. It was determined at the onset of the project that distributed depots make more sense than centralised operations to cover 612 km2 of area. Travel times have a significant impact on operations. LID — BIOSWALES When Low Impact Development (LID) become part of the mandate for stormwater management, the need to create and maintain bioswales will replace traditional stormwater management. Bioswales alleviate the impact created by large storm events but would require ongoing maintenance by Operations' crew rather than dredging a pond every 10 years. Bioswale creation would be focused on municipal areas where stormwater management is a more significant issue. Municipality of Clarington Organizational Structure Review, Grant Thornton, Final Report 2019 December 04t" 2020 May 06th Municipality pf Clarin.oq Operations Page 26 RPG Inc. NE ENT Bioswales shown on a dry day Section 4 - Parameters REDEVELOPMENT ...and a rainy day For more information, the is a useful link https://www.watershedcounci1.org/bioswale.htmI 4.03. REDEVELOPMENT NEW FACILITIES In some projects, renovation of existing facilities makes sense. However, operations in Clarington are housed in buildings that may be at the end of their useful life. Renovations to bring buildings up to current code typically cost 1.5x to 1.8x new construction costs. This does not include the cost of interim accommodations. MAINTAINING OPERATIONS During any redevelopment scenario, maintaining operations is a key requirement. If redevelopment cannot be managed onsite in a way that does not adversely affect operations, interim facilities need to be considered. 4.04. PLANNING GUIDELINES MAXIMIZE EDGES Although the depots have had the luxury to develop in mostly rural settings, residential developments are expanding and have already edged up to some depot boundaries. As planning proceeds, it would be prudent to address the edges of depot sites for two reasons: • Maximize the ability to provide outdoor covered storage along double - loaded circulation route • Be a good neighbour The City of Burnaby's Laurel Street works yard is in the middle of a residential neighbourhood. In their redevelopment, the site has been lowered and green edges have been created on the outside of the yard with green roofs atop of a Yard Building. This has a dual function of concealing the yards with rooftop gardens on the residential side while providing much needed outdoor covered storage on the yards side. 2020 May 06th Municipality pf Clarin.��Q� Operations Page 27 RPG Inc. NE ENT MAIN BUILDING' SECTION 1 Section 4 - Parameters PLANNING GUIDELINES e E grade Ivworetl 90 reduev i — — height at yeM ylrorturos. SECTION 2 "Neighbourhood Improvements — Noise, Views and Emissions" Laurel Street Works Yard Project Update SITE SELECTION & FUTURE The site selected should be larger than the site area calculated in order to PROOFING future -proof for growth beyond 2031. Otherwise, the effort that goes into planning will be short-lived. This is especially true for a site that is in a more urban setting where neighbouring developments could restrict expansion opportunities. The site area calculated for the Main Depot is 3.8 ha (9 acres), so it would be beneficial to acquire a site that is at least 40% larger at 5.3 ha (13 acres). The surplus area could be leased to a complementary industrial partner until there is a need to redevelop. 2020 May 06th Municipality pf Clarin.��Q{{��E6�5�lOperations Page 28 RPG Inc. NE ECfENT FLEET EQUIPMENT Section 4 - Parameters PLANNING GUIDELINES Fleet equipment comprises a third to half of the site of a works yard. Safe and efficient movement of fleet is critical in planning: • Direct access is required to main arterial roads for trucks and large equipment that require wide turning radii up to 12.8m (42') • Site must be able to support up to 16,300 kg (36,000 Ibs) per axle and 36,300 kg (80,000 Ibs) total weight for heavy equipment • GVW R of 24,900 kg (55,000) is typical for tandem axle dump truck — all of site should be paved to support these loads • Any roadways on site that are not level should be graded 7% slope or less — Note 7% for Interstate (USA) and 10% for International Fire Code D103.2 Grade • Equipment will operate at atypical hours especially during Winter Control weather events. The site should be well lit and zoned for 24-hour access versus secured daytime access SINGL E II4EN VEHICLE IN NG RApUS - 2-r120M3 SCALE ■1:2O 11:2001 r r r• �• 'r' r rr �- Turn➢N T6v Note for S;nale Unit rruCKS or Buees http://onlinemanuals.txdot.gov/txdotmanuals/rdw/minimum designs truck bus turns.htm 2020 May 06th Municipality�-ppf Clarin..����QQ��ll Operations Page 29 RPG Inc. NE ENT Clam "a Section 4 - Parameters PLANNING GUIDELINES NET AREA AND GROSS The terms net area and gross area are often used in planning. Net area AREA refers to the area for a specific function. For example, a meeting room is 37.2 net m2 (400 net ft2). The circulation area required to get to that specific function, along with wall thicknesses is the component gross -up, and then along with building systems such as stairs, elevators, mechanical shafts are part of the building gross -up to arrive at a building gross area. In planning a works yard, buildings are one among many components, along with fleet parking, yards inventory, et cetera. In other words, a building's gross area is treated as site component gross. Then each component has a multiplier to gross -up to overall site area. ADEQUATE YARDS For the size of fleet equipment in Clarington, a site grossing multiplier of 1.6 GROSSING to 1.65 is reasonable. Lower multipliers could be achieved in scenarios that are more efficiently laid out such as double -loading circulation, or narrower circulation with bypass areas, or one-way traffic through the site. To support operational flexibility and efficiency, a higher grossing should be assumed at this stage, then tested and refined in design. OOverall Site Components ♦ Grossing 2020 May 06th Municipality pf Clarin.otn,operations Page 30 RPG Inc. NE ENT Section 4 - Parameters PLANNING GUIDELINES COMPONENTS AND ZONING Works yards have several different components — offices and public spaces, crew support, shops, maintenance garages, indoor and outdoor inventories, fleet and equipment. These concepts should be addressed in planning and design: • Group similar space types to better accommodate future change and growth • Identify which components require ground level access — the rest are candidates for stacking above or below grade • Within buildings and on the site, zone areas that require 24-hour access versus areas that only operate during the day • Visitors and staff personal vehicles remain outside security zone GOSS (GOVERNMENT To allocate workstations and offices, the GOSS (Government Office Space OFFICE SPACE Standards) were a useful starting point. The 6.5 m2 (70 ft2) workstation was STANDARDS) replaced with a 7.4 m2 (80 ft2) workstation to accommodate positions that require a third surface for plan drawings or monitors. Office Director 180 16.7 Office w meeting for4-5p Senior Manager 150 13.9 Office w meeting for 3-4p Supervisor 120 11.1 Office w meeting for 2-3p Leadhand 100 9.3 Wkstn w meeting 1-2p Reception 100 9.3 Wkstn 1800x1800 system + queue Specialist, Clerk+ 80 7.4 Wkstn 1800A 800 system + plan Technician, Clerk 50 4.6 Wkstn 1800x1800 system Drop -in Office 100 9.3 Office w 2 shared wkstns Drop -in Station 50 4.6 Wkstn 1500x750 + drawer Touch -down Station 35 3.3 Wkstn 900x600, computer dock 2020 May 06th Municipality pf Clarin.��Q}}�� Operations Page 31 RPG Inc. NE ENT Section 4 - Parameters PLANNING GUIDELINES Page intentionally left blank for hardcopy double -sided printing purposes. 2020 May 06th Municipality pf Clarin.��Q Operations Page 32 RPG Inc. NEECfE6�5 ENT Space Summary Page 200 Page intentionally left blank for hardcopy double -sided printing purposes. Page 201 Clam "a Section 5 - Space Summary SUMMARY TABLES 5.01. SUMMARY TABLES FUTURE OVERALL Calculations for future space requirements were based on applying 45% growth to staff, directly proportional to population growth, and 85% of those staff requiring fleet, which is proportional to existing crew counts. Area allocations were standardized where possible. FUTURE BY DEPOT Hampton Depot The table below shows that overall, when combining the functions of all three depots, there is more than enough area to accommodate growth. However, depot by depot is a different story. At Hampton Depot, which is the smallest of the three sites at 3.2 ha, there will not be enough area to accommodate future growth and operational changes. This already suggests that another site should be considered as the future Main Depot. 1 Front of House 255 1.59 405 2 Administration 467 1.60 745 3 Crew Operations - Hampton 953 1.53 1,460 4 Work Shops 618 1.19 735 5 Fleet Maintenance 1,463 1.22 1,790 6 Stores Indoor & Fleet Storage 1,627 1.35 2,195 INDOOR BUILDING7 Stores Outdoor- Hampton 4,752 1.30 6,175 8 Works Yard - Hampton 5,766 1.30 7,495 9 Parking & Fleet- Hampton 7,242 1.30 9,415 OUTDOOR YARD 17,760 1.30 23,085 2020 May 06th RPG Inc. Municipality of Clari Operations Page 35 NEECS3�9ENT Clam "a Orono Depot Depot 42 Section 5 - Space Summary SUMMARY TABLES At Orono Depot, there is enough area mathematically. However, the site is sloped and requires filling to realize the full 5.4 ha potential. 10 Crew Operations - Orono 622 1.53 950 11 Light Maintenance & Fleet Garage 662 1.30 860 INDOOR BUILDING 1,284 12 Stores Outdoor - Orono 6,357 1.30 8,265 13 Works Yard - Orono 6,073 1.30 7,900 14 Parking & Fleet- Orono 3,421 1.30 4,450 OUTDOOR YARD 20,615 At Depot 42, there is also enough area mathematically. However, the site is also sloped and requires filling to realize its full 5.3 ha potential. 15 Crew Operations - Depot 42 944 1.52 1,435 16 Light Maintenance & Fleet Garage 1,600 1.30 2,080 INDOOR BUILDING 2,544 17 Stores Outdoor - Depot 42 4,816 1.30 6,260 18 Works Yard - Depot 42 6,069 1.30 7,890 19 Parking & Fleet- Depot 42 5,876 1.30 7,635 OUTDOOR YARD 18,361 1.30 23,865 2020 May 061h Municipality pf Clarir�t�Qq Operations Page 36 RPG Inc. NEECf L S5ENT Clam "a Section 5 - Space Summary SUMMARY TABLES CAVEAT - NOT TO SCALE It should be noted that in querying the Planning Department, no scalable site plans exist in their database. Therefore, many of the dimensions for this document were derived using scaling tools from Google Earth. In moving forward, it would be worthwhile for Clarington to develop scalable site plans for Hampton, Orono, and Depot 42. The following were extracted from Service Ontario's website and the total land areas used in modelling were correlated to the areas listed below: Orono - 54,093 m2 PIN Type Address Area Map Status 26685-0056 Pa rrel 3585 TAUNTON RD 54093m' Mates: Address may be unavailable., app—im—, areas are -- --MAP Depot 42 - 53,091 m2 Area Map Centre 5earrlr By Sheet Measurement Layers - GO To LRO Map Print Map 0 PROPERTY INPEI MAP DURHAM (NO. 4p) SCALE LEGEND -rae,D I-- o rHo�>aoeE� o M,�e.N,�eenoeooea,� o --M, R.P1ao- o a��D MN�o �oeA,� orNe ea, o e�oa rv�MeEa� 08050 NOTES IPERTY INNER r DURHAM (No. 90) F�E�e�o�oEar o E e� P-E- o ee�amrN,M-1- o I -a -(-P 1— of e, e) o e��NeMeER 08050 Tms rs noTNOTES or su.1 PIN Type Address Area Map Status HTM 600540F, 4964124N, 26647-0012 Parcel Address Not Found 53091m' ne Notes: Address may be unavailable or approximate, areas are approximate. 2020 May 06th Municipality pf Clari��QQ�� Operations Page 37 RPG Inc. NEECff�Sid1ENT 5.02. COMPONENT TABLES FUTURE BY COMPONENT AND SUBCOMPONENT Section 5 - Space Summary COMPONENT TABLES At a next level of detail, these are the component tables with subcomponents listed below each numbered component. OFFICES 1 Front of House 255 405 Entry& Reception 77 1.60 125 Support 48 1.60 75 Meeting /Training Rooms *new* 129 1.60 205 Outdoor Assembly /Muster Area - 1.60 - 2 Administration 467 745 Admin Shared Support 141 1.60 225 Offices 326 1.60 520 CREW, SHOPS, FLEET 3 Crew Operations - Hampton 953 1,460 Crew Change Room & Lockers 232 1.60 370 Mustering /Lunch Room 254 1.60 405 STAT Storage Indoors 313 1.60 500 STAT Storage Outdoor 155 1.20 185 4 Work Shops 618 735 Small Equipment Shop 172 1.20 205 Signs & Lines Shop 181 1.20 215 Building Services Shop 181 1.20 215 Shop Loading Bays 84 1.20 100 5 Fleet Maintenance 1,463 .0 Fleet Services 80 1.60 130 Heavy Duty Bays 818 1.20 980 Fluids, Light Duty Bays 251 1.20 300 Welding /Fabrication 36 1.20 45 Steam Wash Shed 279 1.20 335 Fleet Staging Allowance - 1.20 - 6 Stores Indoor & Fleet Storage 1,627 2,195 Fleet Parts Service 34 1.60 55 Fleet Parts Inventory 221 1.60 355 Fleet - IndoorHeated/Tempered 1,017 1.30 1,325 Fleet- Indoor 355 1.30 460 2020 May 06th Municipality pf Clarir�t�Q{� Operations Page 38 RPG Inc. NE M&R 6IENT Clam "a Section 5 - Space Summary COMPONENT TABLES YARDS 7 Stores Outdoor- Hampton 4,752 6,175 Shipping & Receiving 462 1.30 600 Fleet Maintenance Inventory 417 1.30 540 General Roads Inventory 824 1.30 1,070 Road Base Inventory 1,782 1.30 2,315 Salt & Brine Inventory 1,268 1.30 1,650 8 Works Yard - Hampton Fleet Equipment Washdown *new* Fuelling ER & Power Septic Field RecoveryStorage RecoveryLoading Ramp Snow Recovery& Storm Pond "new* Hydroexcavation Processing "new* ,495 187 1.30 245 121 1.30 160 67 1.30 85 - 1.30 - 1,782 1.30 2,315 582 1.30 755 1,631 1.30 2,120 1,396 1.30 1,815 Public & Staff Vehicles 2,602 1.30 3,385 Fleet - Outdoor Covered 1,312 1.30 1,705 Fleet - Outdoor 1,570 1.30 2,040 Fleet Maintenance Stalls 1,381 1.30 1,795 Plow Blades & De-icer 377 1.30 490 2020 May 06th Municipalit y�-pqf Clarir�g�Q�l Operations Page 39 RPG Inc. NEECS3LSWIENT Clam "a Section 5 - Space Summary COMPONENT TABLES CREW, SHOPS 10 Crew Operations - Orono 622 950 Crew Admin & Support 61 1.60 100 Crew Change Room & Lockers 150 1.60 240 Mustering /Lunch Room 77 1.60 125 STAT Storage Indoors 208 1.60 335 STAT Storage O/D 125 1.20 150 Light Maintenance Shop 206 1.30 270 Fleet- Indoor Heated /Tempered 286 1.30 370 Fleet- Indoor 170 1.30 220 Indoor YARDS 12 Stores Outdoor - Orono 6,357 8,265 Shipping & Receiving 462 1.30 600 General Roads Inventory 1,915 1.30 2,490 Road Base Inventory 2,712 1.30 3,525 Salt & Brine Inventory 1,268 1.30 1,650 13 Works Yard - Orono 6,073 7,900 Fleet Equipment Washdown *new* 187 1.30 245 Fuelling 121 1.30 160 ER & Power 67 1.30 85 Septic Field 1,610 1.30 2,095 RecoveryStorage 1,875 1.30 2,440 Recovery Loading Ramp 582 1.30 755 Snow Recovery& Storm Pond *new* 1,631 1.30 2,120 14 Parking Staff Personal Vehicles 1,361 1.30 1,770 Fleet - Outdoor Covered 1,165 1.30 1,515 Fleet - Outdoor 535 1.30 695 Plow Blades & De-icer 360 1.30 470 2020 May 06th Municipality pf Clarir�t�Qn, Operations Page 40 RPG Inc. NEE�3LSP4IENT Clam "a Section 5 - Space Summary COMPONENT TABLES CREW, SHOPS 15 Crew Operations - Depot 42 944 1,435 Crew Admin & Support 98 1.60 155 Crew Change Room & Lockers 233 1.60 375 Mustering /Lunch Room 112 1.60 180 STAT Storage Indoors 313 1.60 500 STAT Storage O/D 188 1.20 225 Light Maintenance Shop 213 1.30 275 Storage - Indoor Heated /Tempered 56 1.30 75 Fleet- Indoor Heated /Tempered 362 1.30 470 Fleet- Indoor 969 1.30 1,260 Indoor YARDS 17 Stores Outdoor - Depot 42 4,816 6,260 Shipping & Receiving 462 1.30 600 General Parks /Cemetery Inventory 908 1.30 1,180 Fields, Forestry, Trails Inventory 2,178 1.30 2,830 Salt & Brine Inventory 1,268 1.30 1,650 18 Works Yard - Depot 42 6,069 7,890 Fleet Equipment Washdown *new* 187 1.30 245 Water & Fuelling 301 1.30 390 ER & Power 67 1.30 85 Septic Field 1,610 1.30 2,095 Recovery Storage 1,692 1.30 2,200 Recovery Loading Ramp 582 1.30 755 Snow Recovery& Storm Pond *new* 1,631 1.30 2,120 19 Parking & Fleet - Depot Staff Personal Vehicles 2,408 1.30 3,130 Fleet - Outdoor Covered 1,655 1.30 2,150 Fleet - Outdoor 1,596 1.30 2,075 Plow Blades & De-icer 216 1.30 280 2020 May 06th Municipality pf Clarir�t�Q}� Operations Page 41 RPG Inc. NEECf L S4ENT Section 5 - Space Summary COMPONENT TABLES Page intentionally left blank for hardcopy double -sided printing purposes. 2020 May 06th Municipality pf Clarir�t�Q Operations Page 42 RPG Inc. NEECf L SMT Redevelopment Options Page 210 Page intentionally left blank for hardcopy double -sided printing purposes. Page 211 Section 6 - Redevelopment Options PARAMETERS FOR MODELLING 6.01. PARAMETERS FOR MODELLING GROUND RULES Parameters for components and sites were discussed prior to modelling: • Working at a scale of 1:500 on a generically sized rectangular site • Main Depot at a new future site, which needs to be 3.8 ha for 2031 projections, but should be a 5 to 6 ha site to allow for growth beyond 2031 • Orono and Depot 42 remain at current locations, thus development priorities should be identified in order to phase developments in place • Assume levelling of sloped sites at Orono and Depot 42, as required, to accommodate future programming • Provide adequate grossing of 9.1 m to 12 m (30' to 40') wide circulation routes and 12.8 m (42`) turning radii for heavy equipment throughout all sites • Placement of components should consider: o Daytime vs after hours access o Pedestrian vs equipment access o Double loaded circulation routes o Impact of size /noise/dust levels of equipment or inventory o Number of access points to and from site • Placement of components should also consider impact beyond the site: o Neighbours, including residential developments or environmental protection zones o Distances between new Main Depot and Orono Depot and Depot 42 o Ease of fleet access to and from service areas in Courtice, Bowmanville, New Castle, and rural Clarington 2020 May 06th Municipality pf Clarir}�#��11��Operations Page 45 RPG Inc. NEECfE��169ENT 6.02. OPTIONS MODELLED MAIN DEPOT Main Depot Version 1 Main Depot Version 2 Section 6 - Redevelopment Options OPTIONS MODELLED These were the scenarios modelled for the Main Depot: VA Version 2 was not documented, but is a variant of Version 1 with the main street along the longer edge rather than along the narrower edge of the site. 2020 May 06th Municipality pf Clarir}� qq Operations Page 46 RPG Inc. NEECfE�Tf�IENT Clam "a Main Depot Version 3 Section 6 - Redevelopment Options OPTIONS MODELLED 2020 May 06th Municipality pf Clarirr}}��#�� Operations Page 47 RPG Inc. NEECf E UIENT Main Depot Version 4 �ro I� Section 6 - Redevelopment Options OPTIONS MODELLED r r r ` ` r r r � r 2020 May 06th Municipality pf Clar'r}� {{�� Operations Page 48 RPG Inc. NEECfE��IENT Clam "a ORONO DEPOT Section 6 - Redevelopment Options OPTIONS MODELLED This was the scenario modelled for the Orono Depot: 2020 May 06tn RPG Inc. MuniciNEiE gf CIarir}�tp ENTrations Page 49 Section 6 - Redevelopment Options OPTIONS MODELLED DEPOT 42 This was the scenario modelled for Depot 42: 2020 May 06th Municipality pf Clarirr}}�� n,Operations Page 50 RPG Inc. NEEE3E�P4IENT Clam "a 6.03. PREFERRED SCENARIO Section 6 - Redevelopment Options PREFERRED SCENARIO MAIN DEPOT For a generic new site, the diagram below illustrates similar concepts modelled by users for various scenarios. This one most resembles version 3, which allows for future growth of buildings along length of 5.4 ha site. — 8 A KI G $ F EE E UI STORE OUTDOOR Fleet Main n IN RIRFloa wle) ]STORES OUTDOOR i_=== ___= 8WORKS YARD 8WORKS YARD ease xcevaeon No Grevel ai s---- ---- Roaa e•cnbc Y A -------------- B PARKING & FLEET S FLEET ^ MAINT 5 FLEET MAYNT - � °°°°°° 111111111111111 Site Area • Site has generic footprint of 180m x 300m = 5.4ha (13 acre) • As modelled, used 180m x 250m = 4.5ha of site • As modelled is more than programmed area of 3.8ha Organizational Concepts: • People traffic remains in one corner of site outside of security zone • Two means of egress for fleet — Winter control near one entry for ease of access • Fleet storage and maintenance buildings along length of site to allow future expansion • Piles and cribs towards back of site 2020 May 06th Municipality pf Clarir}� }}�� Operations Page 51 RPG Inc. NEECf E UENT Section 6 - Redevelopment Options PREFERRED SCENARIO Page intentionally left blank for hardcopy double -sided printing purposes. 2020 May 06th Municipality pf Clarir}� Operations Page 52 RPG Inc. NEECfE���ENT Relative Costs Page 220 Page intentionally left blank for hardcopy double -sided printing purposes. Page 221 Section 7 - Relative Costs COST CALCULATIONS 7.01. COST CALCULATIONS SUMMARY The following Class D estimates are provided by Altus Group. Elemental summaries are provided on the following pages. For detailed explanations, the entire report is appended to this document. Main Depot The Main Depot costs of $37.0 million are based on new construction at a new site as shown in the preferred scenario. Purchase of new site is not included as part of the estimate. Orono Depot The Orono Depot costs of $17.2 million are based on new construction at the existing site. Demolition of existing structures is not included. Depot 42 Depot 42 costs of $23.1 million are based on new construction at the existing site. Demolition of existing structures is not included. INCLUSIONS The estimate includes the following contingencies: • 15% for design and pricing contingency • 5% for post -contract contingency • 6% for escalation contingency EXCLUSIONS The following items are excluded from the estimates: • Land and associated costs • Utility connection costs /charges • Soft costs and professional fees • Legal fees • Marketing /promotion • Realty taxes, levies, insurance • Operating expenses • Interest /finance charges • Remedial work to existing buildings /structures /property (unless noted) • Vibration /noise control premiums • Owner supplied FF&E (except as noted) • Municipal off -site services connection • HST 2020 May 06th Municipality�-pqf Clari Operations Page 55 RPG Inc. NEECS3�9ENT LEED Section 7 - Relative Costs COST CALCULATIONS LEED Certification has ben been excluded, but these are suggested percentage cost allowances to be added to net construction: • LEED Certified — 2.5% • LEED Silver — 3.3% • LEED Gold — 5.0% • LEED Platinum — 7.0% $648,800 $856,400 $1,297,600 $1,816,700 2020 May 06th Municipality�-pqf Clari��Qqq Operations Page 56 RPG Inc. NEECS3 I WIENT Clair "a MAIN DEPOT AltusGroup Elemental Summary of Class D estimates: $3790499000 CLARINGTON OPERATIONS CENTRE TOTAL Section 7 - Relative Costs COST CALCULATIONS ELEM ENTAL SUMMARY CLARINGTON OPERATjCNS CENTRE $5,054/m2 7,330 m' $470/Sf 78,899 sf All Foundations 1.00 7,330m2 113/m2 824,625 113/m2 2.2% A21 Lowest Floor Construction 1.00 7,330 m2 139/m2 1,015,205 139/m2 2.7% A23 Roof Construction 1.00 7,330 m2 368 /m2 2,697,807 368 /m2 7.3% EnvelopeA3 Exterior A32 Walls Above Grade 1.00 7,330 m2 18.43 /m2 135,092 18 /m2 0.4% A33 Windows & Entrances 1.00 7,330 m2 95.00/m2 696,350 95/m2 1.9% A34 Roof Covering 1.00 7,330 m2 155 /m2 1.132,485 155 /m2 3.1% B11Partitions 1.00 7,330 m2 345/m2 2,528,850 345/m2 6.8% B32 Doors 1.00 7,330 m2 40.00 /m2 293,200 40 /m2 0.8% B21 Floor Finishes 1.00 7.330 m2 30.25 /m2 221.733 30 /m2 0.6% B22 Ceiling Finishes 1.00 7,330 m2 123/m2 901,590 123/m2 2.4% B23 Wall Finishes 1.00 7,330m2 29.65/m2 217,335 30/m2 0A% B31 fitting & Fixtures 1-00 7,330 m2 60.85/m2 446,031 61/m2 1.2% B32Fquipment 1.00 7.330m2 105/m2 769.650 105/m2 2.1% CSERVICES r C11Plumbing&Drainage 1.00 7,330 m2 7228/m2 529,812 72/m2 1.4% C12 Fire Protection 1.00 7,330 m2 30.00 /m2 219,900 30 /m2 0.6% C13 HVAC 1.00 7,330 m2 395 /m2 2,895,350 395 /m2 7-8% C14Controls 1.00 7,330m2 40.00/m2 293,200 40/m2 0.8% C21 Service & Distribution 1.00 7,330 m2 221 /m2 1.618,098 221 /m2 4.4% C22 Lighting, Devices & Heating 1.00 7,330 m2 88.00/m2 645,040 88/m2 1.7% DI I Site Development 012 Mechanical Site Services D13Electrical Site Services 6.14 6A4 6.14 45,000 m2 45.000 m2 133/m2 0,00 /m2 5.987,203 920,OD0 617/m2 16.2% 126/m2 2.5% 72/m2 1.4% Z11 General Requirements 10-D% 2,595,257 354 m2 7-D% Z12 Fee (Head office (Yverheads, and profit] 3.0 % 856,435 117 m2 2.3% Total Construction Estimate (Excluding Contingencies) $2941' 1 0• 0. Z21 Design and Pricing Contingency 15.0% 4.410,639 602 m2 11.9% Z22 Escalation Contingency 6.0 % 1,764,256 241 m2 4.8% Z23 Construction Contingency 5.0% 1,470,213 201m2 4.0% H5T EXCLUDED TOTAL CONSTRUCTION COST $37,049,366 5,054 /m2 100% 103092 - Operations Centre, Class D Estimate, RO May 5, 2020 Unpublished Work Copyright C 20201 Aftus Grou p I altuserouu.com 2020 May 06th Municipalit% Clari��Q Operations Page 57 RPG Inc. NE .63F�29ENT Clair "a ORONO DEPOT leth" AltusGroup Elemental Summary of Class D estimates: $1791959000 ORONO OPERATIONS CENTRE TOTAL Section 7 - Relative Costs COST CALCULATIONS ELEVI ENTAL SU M MARY ORONO OPERATIONS CENTRE $9,500/m2 1,810 mZ $8$3/Sf 1 19,483sf All Foundations 1.00 1,810 m2 113 /m2 203.625 113 /m2 1.2% A21 Lowest Floor Construction 1.00 1,810m2 139/m2 250,685 139/m2 1.5% A23 Roof Construction EnvelopeA3 Exterior 1.00 1,810m2 368 /m2 666,171 368 /m2 3.9% A32 Walls Above Grade 1.00 1,B10 m2 18.43 /m2 33,358 18 /m2 0.2% A33 Windows & Entrances 1.00 1,810m2 95.00/m2 171.950 95/m2 1.0% A34 Roof Covering 1.00 1.810m2 155 /m2 279,645 155 /m2 1.6% A35Projections 1.00 1,810m2 8,29/m2 15,000 8/m2 GA% Doors B11Partitions 1.00 1,810m2 345/m2 624,450 345/m2 3.6% B32 Doors 1.00 1,810m2 40.00 /m2 72,400 40 /m2 0.4% B2 Finishes r• B21 Floor Finishes 1.00 1.810 m2 30.25 /m2 54.753 30 /m2 0.3% B22 Ceiling Finishes 1.00 1,810m2 123/m2 222,630 123/m2 1.3% B23 Wall Finishes 1.00 1,810 m2 29.65 /m2 53,667 30 /m2 0-3% rr B31 fitting & Fixtures 1.00 1.810 m2 60.85 /m2 110,139 61 /m2 0.6% B32 Equipment 1.00 1.810 m2 105 /m2 190.050 105 /m2 1.1% C11Plumbing&Drainage 1.00 1,810m2 7228/m2 130,827 72/m2 0.8% C12 Fire Protection 1.00 1,610m2 30.00/m2 54,300 30/m2 0.3% C13HVAC 1.00 1,810m2 395/m2 714,950 395/m2 42% C14Controls too 1,810m2 40.00/m2 72,400 40/m2 0.4% C21 Service & Distribution 1.00 1,B10m2 221/m2 399.558 221/m2 2.3% C22 Lighting, Devices & Heating 1.00 1,810m2 88.00/m2 159,280 88/m2 0.9% D11 Site Development 012 Mechanical Site Services D13 Electrical Site Services 29.83 29,83 29.83 54,000 m2 121 /m2 54,000 m2 11.11 /m2 6.544,135 600,000 3,616 /m2 331 /m2 177/m2 38A% Z11 General Requirements 10-D% 1,204,497 665 m2 TO% Z12 Fee (Head office overheads, and profit) 3.0 % 397,484 220 m2 2.3% Contingencies)Total Construction Estimate (Excluding .0 Z21 Design and Pricing Contingency 15.0 % 2.047,042 1,131 m2 11.9% Z22 Escalation Contingency 6.0 % 818,817 452 m2 4.8% Z23 Construction Contingency 5.0% 682,347 377m2 4.0% H5T EXCLUDED TOTAL CONSTRUCTION COST $17,195,156 9,500 /m2 100% 103092 - Operations Centre, Gass D Estimate, RO May 5, 2020 Unpublished Work Copyright C 20201 Aftus Grou p I altuserouu.com 2020 May 06th Municipality�-pqf Clari��Q{{�� Operations Page 58 RPG Inc. NE ENT Clair "a DEPOT 42 AL AltusGroup Elemental Summary of Class D estimates: $23,1139000 DEPORT 42 OPERATIONS CENTRE TOTAL Section 7 - Relative Costs COST CALCULATIONS ELEMENTAL SUMMARY DEPORT 42 OPERATIONS CENTRE $6,575/m2 3,515 m2 $ 611/sf 37,835 sf COMP. GCA All Foundations 1.00 3,515 m2 113 /m2 395.438 113 /m2 1.7% A21 Lowest Floor Construction 1.00 3,515 m2 139/m2 486.828 139/m2 2.1% A23 Roof Construction 1.00 3,515 m2 368 /m2 1,293,696 368 /m2 5.6% EnvelopeA3 Exterior A32 Walls Above Grade 1.00 3,50 m2 18.43 /m2 64,781 18 /m2 0.3% A33 Windows & Entrances 1.00 3,515 m2 95.00/m2 333.925 95 /m2 1.4% A34 Roof Covering 1.00 3,515 m2 155 /m2 543,068 155 /m2 2.3% B11Partitions 1.00 3,515 m2 345/m2 1,212,675 345/m2 5.2% B32Doors 1.00 3,515 m2 40.00/m2 140,600 40/m2 0.6% B21 Floor Finishes 1.00 3.515 m2 30.25 /m2 106,329 30 /m2 05% B22 Ceiling Finishes 1.00 3,515 m2 123/m2 432,345 123/m2 1.9% B23 Wall Finishes 1.00 3.515 m2 29.65 /m2 104,220 30 /m2 0-5% B31 fitting & Fixtures 1-00 3,515 m2 60.85 /m2 213.888 61 /m2 0.9% B32Fquipment 1.00 3.515 m2 105/m2 369,075 105/m2 1.6% C11Plumbing&Drainage 1.00 3,515 m2 7228/m2 254,064 72/m2 1.1% C12 Fire Protection 1.00 3,515 m2 30.00/m2 105,450 30 /m2 0.5% C13HVAC 1.00 3,515 m2 395/m2 1,388,425 395/m2 60% C14Controls 1.00 3,515 m2 40.00/m2 140,600 40/m2 0.6% C21 Service & Distribution 1.00 3,515 m2 221 /m2 775.936 221 /m2 3.4% C22 Lighting, Devices & Heating 1.00 3,515 m2 88.00/m2 309,320 88 /m2 1.3% D115ite Development 012 Mechanical Site Services D13 Electrical Site Services 15.08 15.08 15.08 53,000 m2 121 /m2 53,000 m2 11,51 /m2 6.403,260 610,000 1,B22 /m2 174 /m2 84/m2 27.7% 2.6% 1.3% Z11 General Requirements 10-D% 1,619.006 461 m2 T0% Z12 Fee (Head office overheads, and profit) 3.0 % 534272 152 m2 2.3% Z21 Design and Pricing Contingency 15.0% 2.751,500 783 m2 11.9% Z22 Escalation Contingency 6.0 % 1,100,600 313 m2 4.8% Z23 Construction Contingency 5.0% 917,167 261m2 4.0% H5T EXCLUDED TOTAL CONSTRUCTION• .1• 00'. 103092 - Operations Centre, Gass D Estimate, RO May 5, 2020 Unpublished Work Copyright C 20201 Aftus Grou p I altuserouu.com 2020 May 06th Municipality�-pqf Clari��QJ��l Operations Page 59 RPG Inc. NE ENT Section 7 - Relative Costs COST CALCULATIONS 2020 May 06th Municipality�-pqf Clari��Qn, Operations Page 60 RPG Inc. NEECS3fP41ENT Components Page 228 Page intentionally left blank for hardcopy double -sided printing purposes. Page 229 8.01. SUMMARY SITE 1 SITE 2 Section 8 - Components SUMMARY In trying to understand the parts that make up Clarington Operations, below are working components, grouped under three sites. We assume that at least three sites would be retained in any scenario for redevelopment. Note that Building Services staff and shops are being grouped under Main Depot unless we hear differently. There are currently 19 components at three different sites. In the descriptions to follow, similar components from each site are grouped together to avoid redundancy. For example, Crew Operations show up as components numbered 3, 10, and 15. It is also assumed that when exploring redevelopment, components can move from one site to another. That is, the Main Depot may not be planned for Hampton if another site proves to be better. 1 Front of House 2 Administration 3 Crew Operations - Hampton 4 Work Shops 5 Fleet Maintenance 6 Stores Indoor & Fleet Storaq 7 Stores Outdoor- Hampton 8 Works Yard - Hampton 9 Parkina & Fleet- Hampton 10 Crew Operations - Orono 11 Light Maintenance & Fleet Gara 12 Stores Outdoor - Orono 13 Works Yard - Orono 14 Parkinq & Fleet - Orono 2020 May 06th Municipalit#�-qf Clari����Qg}R�operations Page 63 RPG Inc. NEECS3 @: iAMENT SITE 3 OTHER SITES Section 8 - Components SUMMARY 15 Crew Operations - Depot 42 16 Light Maintenance & Fleet Gara 17 Stores Outdoor - Depot 42 18 Works Yard - Depot 42 19 Parkina & Fleet - Depot 42 Placeholders for space without programming include: • Animal Services site area 0.5 to 1 ha (1.2 to 2.5 acres) Fire Training site area 0.8-1.2 ha (2 to 3 acres) 2020 May 06th Municipalitvf Clariu�q�Qr� Operations Page 64 RPG Inc. NE ENT Section 8 - Components 1 FRONT OF HOUSE 8.02. 1 FRONT OF HOUSE FUNCTIONAL DESCRIPTION This component acts as the control point and public interface. It accommodates reception/security and is the first place where visitors and vendors enter and register before moving elsewhere on site. Meeting rooms should be available for after-hours access. Support space not necessarily visible but adjacent to this component includes First -aid, server, and copier /supplies. Zoning Criteria These spaces should be zoned for: • Public and after-hours access • Visual monitoring and security point • Low- to Mid -head space Staffing 0 Current 3 staff • Future 3 staff — TBD Subcomponents 1 Front of House Entry& Reception Support Meeting /Training Rooms *new* Outdoor Assembly/Muster Area Functional Requirements Some of the functional considerations for this component include: • Outdoor Assembly /Muster area is a placeholder for outdoor assembly — could be ground level or rooftop — spill -out space for large meetings • High traffic areas would benefit from durable, low -maintenance flooring and finishes (e.g., polished concrete flooring) 2020 May 06th Municipality of Clan' Operations Page 65 RPG Inc. NE MAO ENT Space Requirements Entry& Reception 01 Clerk II /Reception 02 Clerk I/ Clerk II PT 03 Lobby 10-15p Section 8 - Components 1 FRONT OF HOUSE 1 Front of House 3 staff 1 9.3 Wkstn 1800x1800 system + queue 2 1 04 Waiting, 4-5p 1 05 Visitor Vests 1 06 Printer & Supplies Counter 1 07 Mail /Courier Drop 1 08 Public Washroom .. Support 09 Beverage Counter 1 10 File & Storage Room 1 11 Server Room 1 12 First -aid Room 1 13 Custodial Closet & Washrooms auueuial, ouppv Meeting /Training Rooms *new* 14 Training & Meeting 20-25p *new* 1 4.6 9.2 Wkstn 1800x1800 system 28.5 displays, information, seating, spill - out for meetings 11.6 3.7 7.4 7.4 - placeholder - as required by code 1 Iumwam 3.7 14.9 14.9 UPS, A/C, backup power 14.9 Level 2 First -aid - placeholder - distributed as required by code Locate for access after-hours 46.5 15 Meeting, 8-10p *new* 2 22.3 44.6 16 Meeting, 4-5p *new* 2 11.1 22.2 17 Meeting Catering Counter 1 9.3 counter, sink, fridge, oven 18 Meeting Storage 1 6.7 15% ,. J U 1 1••• 11 1L_%.3 205 • 1.60 Outdoor Assembly/MusterArea -250 mz covered outdoor space 19 Partially Covered Outdoor Area, - standing room, or 60p seated 100p 20 Storage Shed - 21 Secure Bicycle Storage - placeholder for urban location outcloor xs-serribly.1 Net to Building *Building Gross, but w ill be Site Component Gross 2020 May 06th Municipality pf Clari�1Qqq Operations Page 66 RPG Inc. NE M&R@�QENT Section 8 - Components 2 ADMINISTRATION 8.03. 2 ADMINISTRATION FUNCTIONAL DESCRIPTION This component accommodates the office of the permanent inside staff including administration. Drop -in stations are provided for contracts and supervisors and leadhands who work from other depots. Building Services staff, currently located in Municipal Hall are grouped here under the assumption that they would be accommodated at a Main Depot in redevelopment. If the proposed restructuring of Operations into Public Works happens, the addition of staff from Crossing Guards and Engineering Construction need to be accommodated. Zoning Criteria These spaces should be zoned for: • M-F office hours • Low- to Mid -head space Staffing Current 12 staff • Future 19 staff — TBD (add 1 Manager, 1 Supervisor, 1 Leadhand, 4 Technician /Clerk) • Restructuring 10 staff — existing and new staff from Crossing Guard and Engineering Construction — positions TBD Subcomponents 2 Administration Admin Shared Support Offices Functional Requirements Some of the functional considerations for this component include: • Could be located on upper floor • Crew -based office support should have durable, low maintenance flooring rather than carpeting • Assume that GPS may be used to monitor jobs issued/completed — requires wall mounted screens 2020 May 06th Municipalit)j-qf Clari Operations Page 67 RPG Inc. NEEU_Q f ENT Section 8 - Components 2 ADMINISTRATION Space Requirements 2 Administration Admin Shared Support 01 Reception Counter /Kiosk 1 9.3 cb automated call area to back 02 Waiting, 4-5p 1 11.6 soft seating 03 Meeting, 8-1 Op 1 22.3 2 doors access 04 Meeting, 4-5p *new* 1 11.1 05 Meeting Storage 1 5.0 15% 06 Kitchen & Lunch Room 20p 1 44.6 07 Plotter & File Room 1 26.0 08 Recycle Storage 1 3.7 2.4 lin m (8 lin ft) 09 Accessible Washroom 2 3.7 7.4 staff use Offices 29 staff 10 Director 1 16.7 Office w meeting for 4-5p 11 Manager 1 13.9 Office w meeting for 3-4p 12 Administrative Assistant 1 7.4 Wkstn 1800x1800 system + plan 13 Clerk II, Claims 1 4.6 Wkstn 1800x1800 system 14 Supervisor, Fleet 1 11.1 Office w meeting for 2-3p 15 Supervisor, Roads Hampton 1 11.1 Office w meeting for 2-3p 16 Leadhand, Roads Hampton 1 9.3 Wkstn w meeting 1-2p 17 Supervisor, Contracts Hampton 1 11.1 Office w meeting for 2-3p 18 Operations Technician, 2 4.6 9.2 Wkstn 1800x1800 system Contracts 19 Supervisor, Building Services 1 11.1 Office w meeting for 2-3p 20 Leadhand, Building Services 1 9.3 Wkstn w meeting 1-2p 21 Manager- Future growth 1 13.9 Office wmeeting for 3-4p 22 Supervisor- Future growth 1 11.1 Office wmeeting for 2-3p 23 Leadhand - Future growth 1 9.3 Wkstn wmeeting 1-2p 24 Technician, Clerk - Future growth 4 4.6 18.4 Wkstn 1800x1800 system Public Works Restructuring 25 Specialist/Tech - Restructuring 10 7.4 74.0 Wkstn 1800x1800 system + plan 26 Drop -in Office, Contracts 1 9.3 Office w 2 shared w kstns 27 Drop -in Workstation 2 4.6 9.2 Wkstn 1500x750 + drawer 28 Confidentiality Room 2 3.3 6.6 1 per 12 open w kstns Ancillary 18% 29 Meeting, 4-5p 1 11.1 30 Beverage Counter 1 3.7 31 Copy& Supplies Room 1 11.1 plotter at Admin Shared Support 32 Map Room *new* 1 11.1 plan table, drawing file cab 33 Storage 1 11.1 34 Ancillary - Future growth 1 11.1 ron n 1 .0 Net to Bulldiqg. 2020 May 06th Municipalit#�-qf Clari����Qgp{�L Operations Page 68 RPG Inc. NEECS 24@4MENT Clcrtft"a Section 8 - Components 3, 10, 15 CREW OPERATIONS — HAMPTON, ORONO, DEPOT 42 8.04. 3, 10, 15 CREW OPERATIONS — HAMPTON, ORONO, DEPOT 42 FUNCTIONAL DESCRIPTION These components provide the areas where outdoor crews change, marshal, load, and drive to job assignments. Each component is organized with mustering in a large open space that doubles as a lunchroom. Crew have docking stations for their computers and devices. Lockers are provided for both permanent and seasonal/student crew. STAT storage will be in securable cages with pallet forklift access. Zoning Criteria These spaces should be zoned for: • Ground -level efficiencies — change/muster/load/job site • Mid- to High -head space Staffing Current Crew — 91 staff = 34 Hampton + 22 Orono + 35 Depot 42 • Future Crew — 133 staff = 50 Hampton + 32 Orono + 51 Depot 42 • Seasonal portion of totals — 32 Current, 50 Future • PLUS Supervisors and Leadhands — 7 staff = 2 Orono + 5 Depot 42 Subcomponents 3 Crew Operations - Hampton Crew Change Room & Lockers Mustering /Lunch Room STAT Storage Indoors STAT Storage Outdoor Functional Requirements 10 Crew Admin & Support Crew Change Room & Lockers Mustering /Lunch Room STAT Storage Indoors STAT Storage O/D 15 Crew Operations - Depot 42 Crew Admin & Support Crew Change Room & Lockers Mustering /Lunch Room STAT Storage Indoors STAT Storage O/D Some of the functional considerations for this component include: • Assume distribution of 25% female crew, but configure change rooms to be flexible in accommodating a different distribution • Floor drains for mud room as well as coverall exchange areas, tiles for ease of maintenance, ventilated lockers 2020 May 06th Municipalit#�-qf Clari���QQ��ll Operations Page 69 RPG Inc. NEECS3 @�AW1ENT [daftqo,n Section 8 - Components 3, 10, 15 CREW OPERATIONS - HAMPTON, ORONO, DEPOT 42 Space Requirements 3 Crew Operations - Hampton Crew Chanae Room & Lockers 50 crew Hampton incl Building Services & Fleet 01 Mud Room *new* 1 2T9 hose, grated, drained floor 02 Male Change Room 1 43.4 75% 03 Female Change Room 1 14.5 25% 04 Change Room - Future growth 1 27.2 05 Gender Neutral Shower Change 3 3.7 11.1 10% 06 Gender Neutral Toilet & Sink 3 3.7 11.1 10% 07 Gender Neutral Shower -Future 2 3.7 7.4 growth 08 Gender Neutral Toilet & Sink - 2 3.7 7.4 Future growth 09 Drying Locker *new* 1 37.2 29 lin m (96lin ft) vented, heated 10 Coverall Exchange 1 37.2 29 lin m (96 lin ft), floor drains 11 Washer/Dryer 1 7.4 -.. .0 Net to BuilapW%, Mustering /Lunch Room 12 Assembly Area, 40p 1 44.6 standing room, or 23p seated 13 Assembly Area Expansion, 15p 1 17.8 standing room, or 9p seated 14 Light Maintenance Bay & All- 1 139.4 15m x 9.1m (50'x 30) Crew Meeting Area, 100p 15 Kitchenette 1 18.6 16 Touch -down Computer Station 5 1.9 9.5 one station per 10 crew 17 Tablet Docking Station *new* 10 1.9 19.0 one station per 5 crew 18 Supplies Vending Machine 2 2.3 4.6 *new* �1�iat•1r�r�cuti�tau.0 : • • u405 • 1.60 Net to Building STAT Storage Indoors dry, secure, indoor cages 19 Shelving Galley- Roads 2 37.2 74.4 galley 2@7.31in m (2@24') 20 Shelving Galley- Fleet 1 37.2 galley 2@7.31in m (2@24') 21 Shelving Galley- Building 1 37.2 galley 2@7.31in m (2@24') Services 22 Shelving Galley- Parks 1 37.2 galley 2@7.31in m (2@24') /Cemetery 23 Shelving Galley- Contracts 1 37.2 galley 2@7.31in m (2@24') 24 Galley Circulation and Loading 1 89.4 3.Om (10') wide w overhead shop doors STAT Storage Outdoor could extend from building overhanc 25 Shed Storage -Roads Hampton 2 62.7 125.4 11 m x 4.6m (35' x 15'), plus 3.Om (10') clear in front 26 Shed Loading Area 1 29.8 Storage ... .. 2020 May 061h Municipality�-QQf Clari��J�QQn, Operations Page 70 RPG Inc. NE MAWR$ MENT [daftqo,n Section 8 - Components 3, 10, 15 CREW OPERATIONS - HAMPTON, ORONO, DEPOT 42 Space Requirements 10 Crew Operations - Orono Crew Admin & Support Could be mezzanine 01 Supervisor, Roads Orono 1 11.1 Office w meeting for 2-3p 02 Leadhand, Roads Orono 1 9.3 Wkstn w meeting 1-2p 03 Drop -in Workstation 1 4.6 Wkstn 1500x750 + drawer 04 Plan Table /Meeting, 4-5p 1 11.1 05 Plan Cabinet 1 2.8 Plan cabinet or equiv 1200x900 06 Beverage Counter 1 3.7 07 Communication Room 1 7.4 08 First -aid Room *new* 1 11 A 09 Custodial Closet & Washrooms - placeholder - distributed as required by code . ... .i Net to Building Crew Change Room & Lockers 32 crew Orono 10 Mud Room *new* 1 13.9 hose, grated, drained floor 11 Male Change Room 1 28.1 75% 12 Female Change Room 1 9.4 25% 13 Change Room - Future growth 1 17.0 14 Gender Neutral Shower Change 3 3.7 11.1 10% 15 Gender Neutral Toilet & Sink 3 3.7 11.1 10% 16 Drying Locker *new* 1 26.0 18 lin m (60lin ft), vented, heated 17 Coverall Exchange 1 26.0 18 lin m (60 lin ft) 18 Washer /Dryer 1 7.4 Subtotal, Crew Change Room & Lockers I 4T9- 240 @ 1.60 Net to Building Mustering /Lunch Room 19 Assembly Area, 25p 20 Assembly Area Expansion, 10p 21 Kitchenette 22 Touch -down Computer Station 23 Tablet Docking Station *new* 24 Supplies Vending Machine *new* STAT Storage Indoors 25 Shelving Galley- Small Parts 26 Shelving Galley- Large Parts 27 Shelving Galley- Signs Stock 28 Shelving Galley- General 29 Galley Circulation and Loading 1 27.9 standing room, or 15p seated 1 11.1 standing room, or 6p seated 1 18.6 3 1.9 5.7 one station per 10 crew 6 1.9 11.4 one station per 5 crew 1 2.3 .0 Net to Building dry, secure, indoor cages 37.2 galley 2@7.31in m (2@24') 37.2 galley 2@7.31in m (2@24') 37.2 galley 2@7.31in m (2@24') 37.2 galley 2@7.31in m (2@24') 59.6 3.0m (10') wide w overhead shop doors 2020 May 06th Municipalitvf Clari���QQ Operations Page 71 RPG Inc. NEEI33 @�AQENT [daftqo,n Section 8 - Components 3, 10, 15 CREW OPERATIONS — HAMPTON, ORONO, DEPOT 42 Space Requirements 10 Crew Operations — Orono, continued STAT Storage O/D could extend from building overhanc 30 Covered Secure Storage 2 62.7 125.4 11 m x 4.6m (35' x 15'), plus 3.0m (10') clear in front 31 Shed Loading Area - 2020 May 06th Municipality pf Clario Operations Page 72 RPG Inc. NEECf iSMT [daftqo,n Section 8 - Components 3, 10, 15 CREW OPERATIONS - HAMPTON, ORONO, DEPOT 42 Space Requirements 15 Crew Operations - Depot 42 Crew Admin & Support Could be mezzanine 01 Supervisor, Parks /Cemetery 1 11.1 Office w meeting for 2-3p 02 Leadhand, Parks /Cemetery 3 9.3 27.9 Wkstn w meeting 1-2p 03 Drop -in Station 1 9.3 Wkstn w meeting 1-2p 04 Plan Table /Meeting, 4-5p 2 11.1 22.2 05 Plan Cabinet 2 2.8 5.6 Plan cabinet or equiv 1200x900 06 Beverage Counter 1 3.7 07 Communication Room 1 7.4 08 First -aid Room *new* 1 11 A 09 Custodial Closet & Washrooms - placeholder - distributed as required by code Crew Change Room & Lockers 51 crew Depot 42 10 Mud Room *new* 1 27.9 hose, grated, drained floor 11 Male Change Room 1 44.6 75% 12 Female Change Room 1 14.9 25% 13 Change Room - Future growth 1 27.2 14 Gender Neutral Shower Change 5 3.7 18.5 10% 15 Gender Neutral Toilet & Sink 5 3.7 18.5 10% 16 Drying Locker *new* 1 37.2 29 lin m (96lin ft) vented, heated 17 Coverall Exchange 1 37.2 29 lin m (96 lin ft) 18 Washer/Dryer 1 7.4 Mustering /Lunch Room 19 Assembly Area, 40p 1 44.6 standing room, or 23p seated 20 Assembly Area Expansion, 15p 1 17.8 standing room, or 9p seated 21 Kitchenette 1 18.6 22 Touch -down Computer Station 5 1.9 9.5 one station per 10 crew 23 Tablet Docking Station 10 1.9 19.0 one station per 5 crew 24 Supplies Vending Machine 1 2.3 *new* STAT Storage Indoors dry, secure, indoor cages 25 Shelving Galley- Small Parts 1 37.2 galley 2@7.31in m (2@24') 26 Shelving Galley- Signs Stock 1 37.2 galley 2@7.31in m (2@24') 27 Shelving Galley- Forestry 1 37.2 galley 2@7.31in m (2@24') 28 Shelving Galley- Parks/Cemetery 1 37.2 galley 2@7.31in m (2@24') 29 Shelving Galley- General 2 37.2 74.4 galley 2@7.31in m (2@24') 30 Galley Circulation and Loading 1 89.4 3.0m (10') wide w overhead shop doors 2020 May 061h Municipalitv�-qf Clarirr}}��t,pQ}}��Operations Page 73 RPG Inc. NE ENT [daftqo,n Section 8 - Components 3, 10, 15 CREW OPERATIONS — HAMPTON, ORONO, DEPOT 42 Space Requirements 15 Crew Operations — Depot 42, continued STAT Storage O/D could extend from building overhanc 31 Covered Secure Storage 3 62.7 188.1 11 m x 4.6m (35' x 15'), plus 3.0m (10') clear in front 32 Shed Loading Area - +ll I•ll•1G1R+l IL\l+IloJ In l!tjL-J1I [•L7lt-�bi�i n4i c,a t•�-i�11 [!Il li• 2020 May 06th Municipalitvf Clarir}�tpr� Operations Page 74 RPG Inc. NE ENT Section 8 - Components 4 WORK SHOPS 8.05. 4 WORK SHOPS FUNCTIONAL DESCRIPTION This component groups together any shops that require 4.9m to 6.1 m (16' to 20') headroom. This may or may not be a consolidated set of shop bays in the final scenario, but for now they are assumed to be a centralized resource at a main depot. Zoning Criteria These spaces should be zoned for: • Ground -level access to loading bays • Ceiling heights from 4.9m to 6.1 m (16' to 20') Staffing N/A Subcomponents 4 Work Shops Small Equipment Shop Signs & Lines Shop Building Services Shop Shop Loading Bays Functional Requirements Some of the functional considerations for this component include: • Small Equipment may have a concrete storage bunker for 24-hours access during weather events and emergencies • Small Equipment also requires vented welding bay • Signs are not produced at Clarington, but a stock of ready-made signs are assembled in shop • Line Truck and paints should be stored indoor • Carpentry requires sawdust extraction and noise attenuation 2020 May 06th Municipality pf Clari t Operations Page 75 RPG Inc. NEECff�gENT Space Requirements 4 Work Shops Small EauipmentShop 01 Mechanic Drop -in Station 1 02 Small Engines, Tools, Parts 1 03 Welding Area 1 +1.I �liV GI R+]IIGII�K.UII �J 11 1 1 . f Signs & Lines Shop 04 Sign Assembly Drop -in Station 1 05 Open Shop Area 1 06 Line Truck Storage 1 07 Secured Unheated Storage 1 LSubtotal,.. Building Services Shop 08 Building Services Drop -in Station 1 09 Open Shop Area 1 10 Secured Unheated Storage 1 .. Section 8 - Components 4 WORK SHOPS near Fleet Maintenance 4.6 139.4 15m x 9.1 m (50' x 30')** 27.9 6.1 m x 4.6m (20' x 15') .. 4.6 139.4 15m x 9.1 m (50' x 30')** - counted under Fleet Indoor 37.2 galley 2@7.31in m (2@24') 1 4.6 139.4 15m x 9.1 m (50' x 30')** 37.2 galley 2@7.31in m (2@24') Shop Loading Bays 11 Loading Bay Allowance 1 83.6 sum of width of all shops x3.Om (10') .. ¢ o r1 l 2020 May 06th Municipalitvf Clarir}�tpqq Operations Page 76 RPG Inc. NE ENT Section 8 - Components 5 FLEET MAINTENANCE 8.06. 5 FLEET MAINTENANCE FUNCTIONAL DESCRIPTION This component accommodates shops that require 7.6m to 12.2m (25' to 40') headroom. The shop should have thru-bays along a central spine to enable work and diagnostics on larger equipment such as sweepers, fire engines, graders. Smaller fleet could potentially enter through side bays to not take up space in a high -head bay. Zoning Criteria These spaces should be zoned for: • Drive-thru access on the site • High -head 7.6m to 12.2m (25' to 40') clearance • High -serviced, ventilated spaces Staffing 2 staff counted here and... • Supervisor counted under Administration • Mechanics counted under Crew Operations Subcomponents Mechanic Support Heavy Duty Bays Fluids, Light Duty Bays Welding /Fabrication Steam Wash Shed Fleet Loading Bays Functional Requirements Some of the functional considerations for this component include: • High -head Bays — align two bays, each 6.1 m x 15.2m (20' x 50'), with clearance aisle 3m (10') between for total building depth of 33.5m (110') • Future planning should include discussions about cranes, pits, in -floor hoists • Two-way access for fluids rooms — hallway access, outdoor loading access • Small fleet bay allows small fleet servicing without taking up bays required for larger fleet, and smaller volume of space to ventilate • Steam wash shed should be second stage after washdown outside 2020 May 06th Municipality pf Clari t Operations Page 77 RPG Inc. NEECff1ENT Section 8 - Components 5 FLEET MAINTENANCE Space Requirements 5 Fleet Maintenance Fleet Services 2 staff Locate near High -head Bays 01 Fleet Clerk 1 4.6 Wkstn 1800x1800 system 02 Coordinator, Fleet 1 7.4 Wkstn 1800x1800 system+ plan 03 Mechanic Drop -in Station 6 4.6 27.6 04 Copy& Supplies 1 11.1 Counter galley 05 Storage & Files 1 11.1 06 Computer Server 1 7.4 07 Beverage Counter 1 3.7 Counter & cabinet 2.4 lin m 08 Staff Washroom 2 3.7 7.4 .0 Net to Building Heavy Duty Bays 09 High -head Bayw Hoist 2 92.9 185.8 Bay 6.1mx 15m (20' x 50'), diagnostic bench between 10 High -head Bay 1 92.9 across two thru bays 11 High -head Bayw Crane 1 92.9 overhead crane 12 High -head Bay - Future growth 4 92.9 371.6 13 Clearance Aisle 1 74.3 3.Om (10') between back-to-back bays Subtotal, Heavy Duty Bays 8 or 4 thru-bays 81 Y1 :0 Fluids. Light Duty Bates 14 Light Duty Bay 2 41.8 83.6 Bay 4.6m x 9.1 m (15' x 30') diagnostics at end of bay 15 Drive Through Aisle 1 69.7 7.6m (25') w ide 16 Staging Area 1 41.8 space to take apart parts 17 Metered Fluids Room 1 27.9 2-way access; loading outside 18 Fluid Extraction Room 1 27.9 2-way access; loading outside Welding /Fabrication ventilated 19 Tools, Work Bench 2 6.8 13.6 10 lin metre (32 lin ft) 20 Welding /Fabrication Area 1 22.3 3.7m x 6.1 m (12' x 20') next to a maintenance bay .: Steam Wash Shed sb next to outdoor wash pads 21 Steam Wash Bay 2 92.9 185.8 Bay 6.1 m x 15m (20' x 50') 22 Washer Clearance 1 92.9 10' clear either side of bay Subtotal,U Fleet Staging Allowance 21 Fleet Staging Bay 4 - - 22 Fleet Staging Bay -Future growth 4 - - -480 n-2 covered outdoor space 5.5m x 9.1 m (1 8'x 30') 5.5m x 9.1m (18'x 30) L - Cad 1.20 Net to Building 2020 May 06th Municipalitvf Clarir}�tp{{�� Operations Page 78 RPG Inc. NE ENT Concept Diagram Section 8 - Components 5 FLEET MAINTENANCE This is one possible arrangement for the maintenance bays, possibly with Indoor Fleet in contiguous 33m (110') extrusion next to High -Head Bays. This provides flexibility for future expansion of Fleet Maintenance. 2020 May 06th MunicipalitA�-q Clarirr}}��t,pQ��ll Operations Page 79 RPG Inc. NE ENT Section 8 - Components 5 FLEET MAINTENANCE Page intentionally left blank for hardcopy double -sided printing purposes. 2020 May 06th Municipality pf Clarir}�tpn, Operations Page 80 RPG Inc. NEE. P41ENT Section 8 - Components 6 STORES INDOOR & FLEET STORAGE 8.07. 6 STORES INDOOR & FLEET STORAGE FUNCTIONAL DESCRIPTION This component accommodates the indoor inventory and service space in support of fleet maintenance and crews. Currently parts come pre -boxed by vehicle type for pick-up by crew members. This area is not staffed nor monitored full-time but could be in the future. Fleet and equipment requiring indoor heated and indoor storage are also grouped under this component. Zoning Criteria These spaces should be zoned for: • Ground level access for loading • Ceiling heights from 6.1 m to 7.6m (20' to 25') for service and parts • High -head 7.6m to 12.2m (25' to 40') clearance for fleet equipment Staffing • N/A Subcomponents 6 Stores Indoor & Fleet Storage Fleet Parts Service Fleet Parts Inventory Fleet- Indoor Heated/Tempered Fleet- Indoor Functional Requirements Note: • Industrial shelving bays about 3m (10') wide • Easily accessible by crew • Check — indoor fleet may still require plug -ins for block heaters 2020 May 06th MunicipalitA Clarir}�tp}}�� Operations Page 81 RPG Inc. NE ENT Space Requirements 6 Stores Indoor & Fleet Storage Fleet Parts Service 01 Transaction Window *new* 1 02 Staging/Assembly Area *new* 1 03 Computer Station -Inventory 1 Fleet Parts Inventory 04 Staging/Assembly Area *new* 1 05 Work Bench & Computer Stn 1 06 Vertical Cabinet 5 07 Industrial Shelving Bay 10 1.4 6.8 08 Parts Storage - Future Growth 5 6.8 09 Floor Storage -Mowing Parts 2 20.9 10 Floor Storage -Other Inventory 2 20.9 Section 8 - Components 6 STORES INDOOR & FLEET STORAGE cb contract service 9.3 20.9 4.6mx4.6m (15'x15) 3.7 Counter and cabinet 20.9 4.6mx4.6m (15x15) 7.4 work bench 2.4 lin m 7.0 Small items 68.0 Shelving Bay 305Ox900 (120"x36") 34.0 Shelving Bay 305Ox900 41.8 4.6n-x4.6m (15'x15') 41.8 4.6n-x4.6m (15'x15') .0 Net to Building Fleet- Indoor Heated/Tempered 11 Loader /Backhoe, Steamer 6 80.3 481.8 up to 8m (26') length, 13,000 kg (28,000 lb) 12 Flusher, Sweeper 3 86.3 258.9 up to 9.1m (30') length; 16,000 kg (35,000 lb) 13 Grader /Gradall 2 95.2 190.4 up to 10.7m (35') length; 23,000 kg (50,700 lb) *GVWR64,000 kg 14 Future Fleet- Indoor Heated 1 86.3 up to 9.1m (30) length; 16,000 kg (35, 000 lb) Subtotal,Indoor Fleet - Indoor unheated 15 Bobcat, Gator, Post Driver 4 34.9 139.6 standard stall 5.7mx 2.75m (Clarington Draft Bylaw) 16 Line Painter 1 54.7 up to 7m (23') length 17 Future Fleet - Indoor 2 80.3 160.6 up to 8m (26) length, 13,000 kg (28, 000 lb) Subtotal,...46?009'Tnet to Building - 2020 May 061h Municipalitvf Clarir}�tp Operations Page 82 RPG Inc. NEECfL ENT [daftqo,n Section 8 - Components 7, 12, 17 STORES OUTDOOR - HAMPTON, ORONO, DEPOT 42 8.08. 7, 12, 17 STORES OUTDOOR — HAMPTON, ORONO, DEPOT 42 FUNCTIONAL DESCRIPTION These components provide the areas for outdoors inventory and varies by depot. A useful addition in future redevelopment would be a truck weigh scale and a RFID control point. Zoning Criteria Subcomponents Functional Requirements These spaces should be zoned for: • Heavy loading 17,250 kg (36,000 lb) per axle • Large turning radius for equipment • Secured for after-hours 7 Stores Outdoor- Hampton Shipping & Receiving Fleet Maintenance Inventory General Roads Inventory Road Base Inventory Salt & Brine Inventory 12 Stores Outdoor - Orono Shipping & Receiving General Roads Inventory Road Base Inventory Salt & Brine Inventory 17 Stores Outdoor - Depot 42 Shipping & Receiving General Parks /Cemetery Inventory Fields, Forestry, Trails Inventory Salt & Brine Inventory Note: • Shipping and receiving sized for trucks 9.1m (30') length • Two gates will allow better flow through sites • Salt - just- in time delivery works for current capacities of —5,000 tonnes salt, magnesium chloride, sand mix • Brine tanks are filled by contractor • Salt domes to be replaced by Salt & Brine Shed in redevelopment 2020 May 06th Municipality�-pqf Clari }}�Operations Page 83 RPG Inc. NEE &S %Rt TENT [daftqo,n Section 8 - Components 7, 12, 17 STORES OUTDOOR - HAMPTON, ORONO, DEPOT 42 Space Requirements 7 Stores Outdoor - Hampton Ref Space Name Units x Net m2 Net m2 Gross Remarks Shipping & Receiving 01 Weigh Scale & RFID Gate *new* 1 61.0 Depending on config, cb 2 gates 02 Loading Bay *new* 1 61.0 trucks up to 9.1m (30) length 03 Staging Area Covered *new* 1 61.0 04 Job Staging Area *new* 1 279.0 30m x 9.1m (100' x 30) .. .00 0 Net to Component Fleet Maintenance Inventory 05 Tires Storage (c-can, 3 doors) 1 46.5 12mx 3.Om (40'xl 0'), 3.Om(10') clear in front 06 Shed - Flammable Storage 1 37.2 2 @7.6 lin m (25 lin ft), clear aisle 3m (10') 07 Replacement Plow Blades 3 111.0 333.0 should be front loading, covered, stacked storage Subtotal, Fleet Mainte�nance Inventory General Roads Inventory 08 Corrugated Culvert Pipe Inventory 5 111.0 555.0 9.1 x 6.1m (30' x 20') w 6.1m (20') clear in front 09 Roads Concast Inventory 1 111.0 9.1 x 6.1mw 6.1mclear in front 10 Roads Storage (c-can, 3 doors) 1 46.5 12mx 3.Om(40'x10'), 3.Om(10') clear in front 11 Signs Covered Inventory- posts 1 111.0 9.1 x 6.1mw 6.1mclear in front Subtotal, General Roads Inventory 6-5 1,070 @ 1.30 Net to Component Road Base Inventory 12 New Gravel Pile 1 1,410.0 35m x 32m (1 15'x 105') w 9.1 m (30') clear in front 13 Aggregate Crib 1 93.0 6.1mx 6.1m(20' x 20') w 9.1m (30') clear in front 14 Asphalt Coal Patch Crib 1 93.0 6.1mx6.1mw9.1mclear infront 15 Gravel /Sand Crib 1 93.0 6.1mx 6.1mw 9.1mclear in front 16 Cribs - future growth 1 93.0 6.1m x 6.1m w9.1m clear in front Subtotal, -.. i .. Salt & Brine Inventory concrete base w wood framing 17 Salt Dome (w Salt, MgCl, Sand) - - 18m (60') high, 35m (116') diam dome w 4.6m (15') clear around 18 Salt Shed - - 15m x 9.8m w 9.1 m clear in front 19 Brine Tank (2) on Concrete Pad - - 4.6mx 3.Om (15' x 10') w 9.1m (30') clear in front, 1.8m (6) side 20 Salt & Brine Shed wLoading 1 1,268.0 30m x 18m (100'x 60) w9.1m Ramp - replaces dome, shed, (30) clear in front 4.6m (15) brine o/s clear 3 sides; brine delivery Subtotal, Salt & Brine Inventory 1,ff.0 1,6 o Com pone nt 2020 May 06th Municipalit#f Clari 1Operations Page 84 RPG Inc. NEECff�IENT [daftqo,n Section 8 - Components 7, 12, 17 STORES OUTDOOR - HAMPTON, ORONO, DEPOT 42 Space Requirements 12 Stores Outdoor - Orono Shipping & Receiving 01 Weigh Scale & RFID Gate *new* 02 Loading Bay *new* 1 03 Staging Area Covered *new* 1 04 Job Staging Area *new* 1 General Roads Inventory 05 Corrugated Culvert Pipe 15 Inventory, Covered 07 Roads Concast Inventory 1 08 Roads Large /Heavy Storage 1 Shed 61.0 Depending on config, cb 2 gates 61.0 trucks up to 9.1m (30) length 61.0 279.0 30m x 9.1m (100'x 30) .00 i Net to Com pone nt 111.0 1,665.0 9.1 x 6.1 m (30' x 20') w 6.1 m (20') clear in front 111.0 9.1 x 6.1 m w 6.1 m clear in front 139.4 15m x 9.1 m (50' x 30') w 6.1 m (20') clear in front Road Base Inventory 09 New Gravel Pile 1 1,410.0 35m x 32m (115' x 105) w 9.1 m (30') clear in front 10 Gabion Crib 2 93.0 186.0 6.1mx 6.1m(20' x 20') w 9.1m (30') clear in front 11 Aggregate Crib 2 93.0 186.0 6.1mx6.1m(20'x20')w 9.1m (30') clear in front 12 Asphalt Coal Patch Crib 2 93.0 186.0 6.1mx 6.1mw 9.1mclear in front 13 Gravel /Sand Crib 4 93.0 372.0 6.1mx 6.1m(20' x 20') w 9.1m (30') clear in front 14 Cribs - future growth 4 93.0 372.0 6.1m x 6.1m (20'x 20) w9.1m (30) clear in front Subtotal, -.. - pone nt Salt & Brine Inventory 15 Salt Dome (w Salt, MgCI, Sand) - - 18m (60') high, 35m (116') diam dome w 4.6m (1S) clear around 16 Salt Shed - - 15m x 9.8m w 9.1 m clear in front 17 Salt & Brine Shed wLoading 1 1,268.0 30m x 18m (100'x 60) w9.1m Ramp - replaces dome, shed (30) clear in front 4.6m (15) clear 3 sides; brine delivery Subtotal, Salt & Brine Inventory 1,268.0 iComponent 2020 May 0611 Municipality pf Clari Operations Page 85 RPG Inc. NEECf�gENT [daftqo,n Section 8 - Components 7, 12, 17 STORES OUTDOOR - HAMPTON, ORONO, DEPOT 42 Space Requirements 17 Stores Outdoor - Depot 42 Ref Space Name Units x Net m2 Net m2 Shipping & Receiving 01 Weigh Scale & RFID Gate *new* 1 61.0 02 Loading Bay *new* 1 61.0 03 Staging Area Covered *new* 1 61.0 04 Job Staging Area *new* 1 279.0 General Parks /Cemeterylnventory 05 Bleachers, Goal Frames 06 Deck Sections 07 TemporarySigns Inventory 08 Bylaw Signs Inventory 2 250.0 500.0 1 111.0 1 111.0 1 46.5 Depending on config, cb 2 gates trucks up to 9.1m (30) length .On (a 1.30 Net to Comoo covered outdoor 12m x 12m (40' x 40') w 9.1 m (30') clear in front 9.1 x 6.1m (30' x 20') w 6.1m (20') clear in front 9.1 x 6.1 m w 6.1 m clear in front 12m x 3.Om (40'xl0') w 3.Om (10') clear in front 09 Night Patrol Equipment 1 46.5 12mx3.Omw 3.Om clear in f ront 10 Parks Furniture & Bins 1 46.5 12mx 3.Omw 3.0mclear in front 11 Parks /Cemetery Storage (c-can) 1 46.5 12mx 3.Omw 3.Om clear in front ��L l4i•]GIRD=JIl=1 K1■ VIA' vkvl-Jllla l=l• . . �,L•A 1 . a�i•�4mu•ln uau� Fields, Forestry, Trails Inventory 12 Aluminum Cans Inventory 1 690.0 40mx 14m(130' x 80') w 9.1m 13 Stone Cribs - limestone, crushed stone, etc 14 Parks & Fields Cribs - playground /fields mix, clay, etc 15 Organics Cribs -topsoil, peat, mulch, etc 16 Cribs - future growth 4 93.0 372.0 4 93.0 372.0 4 93.0 372.0 (30') clear in front 6.1 m x 6.1 m (20'x 20') w 9.1m (30') clear in front 6.1 m x 6.1 m w 9.1 m clear in front 6.1 m x 6.1 m w 9.1 m clear in front • iry 2,178. 2,830 @ 1.30 Net to Component Salt & Brine Inventory 17 Salt Dome (w Salt, MgCI, Sand) - - 18m (60') high, 30m (100') diam dome w 4.6m (15') clear around 18 Sand Pile (outside) - - 15m x 9.8m w 9.1 m clear in front 19 Brine Tank on Concrete Pad - - 4.6m x 3.Om (15' x 10') w 9.1m (30') clear in front, 1.8m (6) side 20 Salt & Brine Shed wLoading 1 1,268.0 30m x 18m (100'x 60) w9.1m Ramp - replaces dome, shed, (30) clear in front 4.6m (15) brine o/s clear 3 sides; brine delivery 2020 May 06th Municipality pf Clari qq Operations Page 86 RPG Inc. NEECf f WIENT [daftqo,n Section 8 - Components 8, 13, 18 WORKS YARD — HAMPTON, ORONO, DEPOT 42 8.09. 8, 13, 18 WORKS YARD — HAMPTON, ORONO, DEPOT 42 FUNCTIONAL DESCRIPTION These components accommodate various outdoor items that are not inventory but provide the functional support for crews such as fuelling, equipment washdown, recovery unloading, emergency support. Zoning Criteria Subcomponents Functional Requirements These spaces should be zoned for: • Heavy loading 17,250 kg (36,000 lb) per axle • Large turning radius for equipment 8 Works Yard - Hampton Fleet Equipment Washdown *new* Fuelling ER & Power Septic Field Recovery Storage Recovery Loading Ramp Snow Recovery & Storm Pond *new* Hydroexcavation Processing *new* 13 Works Yard - Orono Fleet Equipment Washdown *new* Fuelling ER & Power Septic Field Recovery Storage Recovery Loading Ramp Snow Recovery& Storm Pond *new* 18 Works Yard - Depot 42 Fleet Equipment Washdown *new* Water & Fuelling ER & Power Septic Field Recovery Storage Recovery Loading Ramp Snow Recovery& Storm Pond *new* Note: • Yard should be well lit for night-time weather events • Anticipate potable water at new main depot — septic field not required • Storage and processing of road materials recovered needs to be discussed in the next stages of planning — see hydroexcavation processing 2020 May 06th Municipality pf Clanirl Operations Page 87 RPG Inc. NEECff1ENT [daftqo,n Section 8 - Components 8, 13, 18 WORKS YARD - HAMPTON, ORONO, DEPOT 42 Space Requirements 8 Works Yard - Hampton Fleet Equipment Washdown *new* 01 Drive -through Wash *new* 1 93.5 o/h spray wsalt drain 02 Rainwater Cistern *new* 1 - underground 03 Pass-byallowance *new* 1 93.5 .. . • . .. 1 245 OWWWo Component Fuellina 04 Tank 40,000L -Gas & Diesel 1 99.0 Double -walled on concrete pad, w 3.Om (10') clear all sides for 05 Pipe Bollards Around Tank - Included in area above 06 Windshield /DEF Fluid Pumps 2 11.1 22.2 3.Om x 1.5m, 1.5m clear in front *new* 160 . 1.30 Net to Compone1r.. �t•i•i.•r•iauiu.�L-2 ER & Power access after hours 07 Generator - Yards 1 27.9 placeholder to be sized in design 08 Mobile Generator Trailer 1 27.9 09 ER Roads Concast Box 24 hr 1 11.1 3.0m x 1.5m, 1.5m clear in front - Subtotal, ER • . 1 Net to Component Septic Field Not need if Urban site 10 Distribution Field - - 40mx 32m (130' x 105') 11 Septic Tank - - 4.8mx2.1m(16'xT)w 1.5m(5') clear all sides Recovery Storage 12 Road Recovery Pile 1 1,410.0 35m x 32m (115' x 105') w 9.1 m (unprocessed) (30') clear in front 13 Green Trimmings and/or 1 93.0 6.1mx 6.1m (20' x 20') w 9.1m Composting Crib (30') clear in front 14 Road Cutting Recovery Crib 1 93.0 6.1 m x 6.1 m w 9.1 m clear in f ront (processed) 15 Illegal Dumping Crib 1 93.0 6.1mx 6.1mw 9.1mclear in front 16 Recovery Crib - future growth 1 93.0 6.1m x 6.1m w9.1m clear in front L- Recovery Loading Ramp 17 Dump Truck Ramp 1 437.0 20m x 15m (65' x 50') w 9.1 m (30') clear in front 18 RecoveryBin 3 27.9 83.7 6.1 m x 2.4m, 3.Om clear in front 19 Dump Truck Staging 1 61.0 trucks up to 9.1m (30') length • • • • . • • • •7 1 " 2020 May 061h Municipalit#f Clari p{�.Operations Page 88 RPG Inc. NEECffVIENT [daftqo,n Section 8 - Components 8, 13, 18 WORKS YARD — HAMPTON, ORONO, DEPOT 42 Space Requirements 8 Works Yard — Hampton, continued Snow Recovery & Storm Pond *new* 20 Recovery Pond wlnterceptor 1 1,570.0 40mx 32m (130'x 105) 21 Dump Truck Staging 1 61.0 trucks up to 9.1 m (30') length .. -.Component Hvdroexcavation Processing *new* Here or at Orono? 22 Processing Facility - placeholder 1 1,303.0 21m x 46m (70' x 150') w 4.6 m (15') clear two sides 23 Recovery Holding Bin 1 93.0 6.1m x 6.1m w9.1m clear in front 2020 May 06th Municipality�-pqf Clari J�kl operations Page 89 RPG Inc. NE : I PIENT [daftqo,n Section 8 - Components 8, 13, 18 WORKS YARD - HAMPTON, ORONO, DEPOT 42 Space Requirements 13 Works Yard - Orono Fleet Equipment Washdown *new* 01 Drive -through Wash *new* 1 93.5 c1h spray wsalt drain 02 Rainwater Cistern *new* 1 - underground 03 Pass-byallowance *new* 1 93.5 OLAIL41di,. .Washdown *new* 187.0 245 OWWWWo Component Fuellinci 04 Tank 40,000L -Gas & Diesel 1 99.0 Double -walled on concrete pad, w 3.Om (10') clear all sides for 05 Pipe Bollards Around Tank - Included in area above 06 Windshield /DEF Fluid Pumps 2 11.1 22.2 3.Om x 1.5m, 1.5m clear in front *new* . 160 . 1.30 Net to ComponeA. �ni•u• ER & Power access after hours 07 Generator - Yards 1 27.9 placeholder to be sized in design 08 Mobile Generator Trailer 1 27.9 09 ER Roads Concast Box 24 hr 1 11.1 3.Om x 1.5m, 1.5m clear in front - Subtotal, ER • . . 1.30 Net to Component Septic Field 10 Distribution Field 1 1,570.0 40m x 32m (1 30'x 105') 11 Septic Tank 1 40.0 4.8m x 2.1 m (16' x T) w 1.5m (6) clear all sides Subtotal, . . 1,610.0 2,095 L�� Com pone nt Recovery Storage 12 Road Recovery Pile 1 1,410.0 35m x 32m (115' x 105') w 9.1 m (unprocessed) (30') clear in front 13 Metal Recovery Crib 2 93.0 186.0 6.1 m x 6.1 m (20'x 20') w 9.1m (30') clear in front 14 Road Cutting Recovery Crib 2 93.0 186.0 6.1mx 6.1m w 9.1mclear in front (processed) 15 Recovery Crib - future growth 1 93.0 6.1m x 6.1m w9.1m clear in front . . . . ..1,875.0 2,440 . 1.30 Net to ComponenT Recovery Loading Ramp 16 Dump Truck Ramp 1 437.0 20m x 15m (65' x 50') w 9.1 m (30') clear in front 17 Recovery Bin 3 27.9 83.7 6.1 m x 2.4m, 3.Om clear in front 18 Dump Truck Staging 1 61.0 trucks up to 9.1m (30') length ... .. 755 . 1 Snow Recovery & Storm Pond *new* 19 Recovery Pond wInterceptor 1 1,570.0 40m x 32m (130'x 105) 20 Dump Truck Staging 1 61.0 trucks up to 9.1m (30') length Subtotal, .w Recovery & StormPond 1 2,120 . 1.30 Net to Component 2020 May 06th Municipality pf Clari n,operations Page 90 RPG Inc. NEEM3fP41ENT [daftqo,n Section 8 - Components 8, 13, 18 WORKS YARD - HAMPTON, ORONO, DEPOT 42 Space Requirements 18 Works Yard - Depot 42 Fleet Eauipment Washdown *new* replaces fire truck 01 Drive -through Wash *new* 1 93.5 o/h spray wsalt drain 02 Rainwater Cistern *new* 1 - underground 03 Pass-byallowance *new* 1 93.5 Water & Fuelling access after hours 04 Water Cistern underground 1 93.0 6.1mx6.1mw 9.1 m clear in f ront 05 Water Stall Hookup 1 86.3 up to 9.1 m (30') length; 16,000 kg (35,000 lb) 06 Tank 40,000L -Gas & Diesel 1 99.0 Double -walled on concrete pad, w 3.Om (10') clear all sides for 07 Pipe Bollards Around Tank - Included in area above 08 Windshield /DEF Fluid Pumps 2 11.1 22.2 3.Om x 1.5m, 1.5m clear in front *new* Subtotal,00 90 @-T.Trletpone int ER & Power access after hours 11 Generator - Yards 1 27.9 placeholder to be sized in design 12 Mobile Generator Trailer 1 27.9 13 ER Roads Concast Box24 hr 1 11.1 3.Omx 1.5m, 1.5m clear in front Septic Field 14 Distribution Field 1 1,570.0 40m x 32m (1 30'x 105') 15 Septic Tank 1 40.0 4.8m x 2.1 m (16' x T) w 1.5m (6) clear all sides . �� Cy Recovery Storage 16 Forestry Recovery Pile - to be 1 1,320.0 40m x 24m (130' x 80') w 9.1 m composted (30') clear in front 17 Road Recovery Pile - - 40mx 24m (130' x 80') w 9.1m (unprocessed) to be removed (30') clear in front 18 Brush Recovery Cribs - to be 3 93.0 279.0 6.1 m x 6.1 m w 9.1 m clear in front composted 19 Recovery Crib - future growth 1 93.0 6.1m x 6.1m w9.1m clear in front .. lubtotal, Recovery Storage00 Recovery Loading Ramp 20 Dump Truck Ramp 1 437.0 20m x 15m (65' x 50') w 9.1 m (30') clear in front 21 RecoveryBin 3 27.9 83.7 6.1 m x 2.4m, 3.Om clear in front 22 Dump Truck Staging 1 61.0 trucks up to 9.1m (30') length ... 2020 May 06th Municipalit#f Clari 8}� operations Page 91 RPG Inc. NEECf f MENT [daftqo,n Section 8 - Components 8, 13, 18 WORKS YARD — HAMPTON, ORONO, DEPOT 42 Space Requirements 18 Works Yard — Depot 42 continued Snow Recovery & Storm Pond *new* 23 Recovery Pond wInterceptor 1 1,570.0 40mx 32m (130'x 105) 24 Dump Truck Staging 1 61.0 trucks up to 9.1 m (30') length .. .. 2020 May 06th Municipality pf Clari Operations Page 92 RPG Inc. NEECf f MT Clcrtft"a Section 8 - Components 9, 14, 19 PARKING & FLEET — HAMPTON, ORONO, DEPOT 42 8.10. 9, 14, 19 PARKING & FLEET — HAMPTON, ORONO, DEPOT 42 FUNCTIONAL DESCRIPTION These components accommodate parking for staff and visitor vehicles, as well as fleet vehicles. Heavy fleet equipment is also included under this heading. Some equipment should have heated storage. Zoning Criteria Staffing Subcomponents Functional Requirements These spaces should be zoned for: • Personal vehicles are outside of Yards security zone • Ground -level access for fleet used on daily basis • Heavy loading 17,250 kg (36,000 lb) per axle • High -head and large turning radius for equipment • 24/7 access to Winter Control equipment and salt dome • N/A Public & Staff Vehicles Fleet - Outdoor Covered Fleet - Outdoor Fleet Maintenance Stalls Plow Blades & De-icer Staff Personal Vehicles Fleet - Outdoor Covered Fleet - Outdoor Plow Blades & De-icer & Fleet- Depot 42 Staff Personal Vehicles Fleet - Outdoor Covered Fleet - Outdoor Plow Blades & De-icer Note: • Stalls are provided for 100% of permanent staff, 80% of seasonal staff • Fleet requiring indoor heated and indoor storage are under components Stores Indoor & Fleet Storage and Light Maintenance & Fleet Garage • Take advantage of site edges to develop shed storage for fleet requiring cover as this will likely create more efficient double -loaded circulation • Assume banks of electrical outlets for fleet stalls 2020 May 06th Municipality�-pqf Clari'W��W0}R�operations Page 93 RPG Inc. NEECS3 12414MENT [daftqo,n Section 8 - Components 9, 14, 19 PARKING & FLEET - HAMPTON, ORONO, DEPOT 42 Space Requirements Public & Staff Vehicles 01 Staff Personal Vehicle 9 Parking & Fleet - Hampton 02 Seasonal/Overload Staff Vehicle 03 Accessible Stall 04 E-Charging Vehicle Stall *new* 05 Visitor Standard Vehicle Stall 06 Delivery Truck Lay-by 07 Secured Bicycle Locker *new* Fleet - Outdoor Covered 08 Tractor 09 Tandem Trailer, Reach Mower 10 Single -Axle Dump Truck 11 Tandem -Axle Dump Truck 12 Future Fleet - Outdoor Covered no ... Fleet - Outdoor 55 34.9 1,919.5 10 34.9 349.0 2 49.5 99.0 2 34.9 69.8 2 34.9 69.8 1 86.3 3 3.0 9.0 standard stall 5.7m x 2.75m (Clarington Draft Bylaw) 80% accessible stall w access aisle up to 9.1 m (30') length; 16,000 kg (35,000 lb) assumes an urban location 3 34.9 104.7 standard stall 5.7m x 2.75m (Clarington Draft Bylaw) 2 54.7 109.4 up to 7m (23') length 4 80.3 321.2 up to 8m (26') length, 13,000 kg (28,000 lb) 5 86.3 431.5 up to 9.1 m (30') length; 16,000 kg (35,000 lb) 4 86.3 345.2 up to 9.1m (30) length; 16,000 kg (35, 000 lb) 13 1/2 Ton Pick-up Truck 4 34.9 139.6 standard stall 5.7mx 2.75m (Clarington Draft Bylaw) 14 1 Ton /Extended Cab Truck 10 54.7 547.0 up to 7m (23') length 15 Sander & Plow Truck 6 80.3 481.8 up to 8m (26') length, 13,000 kg (28,000 lb) 16 Future Fleet - Outdoor 5 80.3 401.5 up to 8m (26') length, 13,000 kg (28,000 lb) 17 Portion for eCharging *new* 13 - - 30% Fleet Maintenance Stalls 18 Broken Parking Stall (incoming) 8 86.3 690.4 up to 9.1m (30') length; 16,000 kg (35,000 lb) 19 Fixed Parking Stall (outgoing) 8 86.3 690.4 up to 9.1m (30') length; 16,000 kg (35,000 lb) Subtotal,Component 2020 May 06th Municipalitv�-qf Clariw���P0r�r� Operations Page 94 RPG Inc. NEECS3LS�IENT [daftqo,n Section 8 - Components 9, 14, 19 PARKING & FLEET — HAMPTON, ORONO, DEPOT 42 Space Requirements 9 Parking & Fleet — Hampton, continued Plow Blades & De-icer 20 Plow Blades, Large 10 18.6 185.8 V Plows, One -Way Plows, up to 1,050 kg (2,300 lb) 21 Plow Blades, Small 5 15.1 75.3 Straight Plows, up to 975kg (1,950 lb) 22 Liquid -De-ice Tank, Small 2 58.0 115.9 on pallets Plow BladesD- 1 490 • 1.30 Net to Com pone nt 2020 May 06th Municipality�-pqf Clari Operations Page 95 RPG Inc. NEECS3�9ENT [daftqo,n Section 8 - Components 9, 14, 19 PARKING 81 FLEET - HAMPTON, ORONO, DEPOT 42 Space Requirements 14 Parking & Fleet - Orono Staff Personal Vehicles 01 Staff Personal Vehicle 20 34.9 698.0 standard stall 5.7m x 2.75m (Clarington Draft Bylaw) 02 Seasonal/Overload Staff Vehicle 12 34.9 418.8 100% 03 Accessible Stall 2 49.5 99.0 80% 04 E-Charging Vehicle Stall *new* 2 34.9 69.8 05 Visitor Standard Vehicle Stall 2 34.9 69.8 06 Secured Bicycle Locker *new* 2 3.0 6.0 2 bikes per locker wiatnrll•�1ru•1a!-YafY.1r(An[tll 1 Net to Component Fleet - Outdoor Covered 07 Tandem Trailer 1 08 Single -Axle Dump Truck 2 80.3 09 Tandem -Axle Dump Truck 9 86.3 10 Future Fleet - Outdoor Covered 2 86.3 Subtotal,Outdoor Fleet - Outdoor 11 1/2 Ton Pick-up Truck 3 34.9 12 1 Ton /Extended Cab Truck 2 54.7 13 Sander & Plow Truck 2 80.3 14 Future Fleet - Outdoor 2 80.3 15 Portion for eCharging *new* 7 - Plow Blades & De-icer 16 Plow Blades, Large 12 13.0 17 Plow Blades, Small 6 10.0 18 Liquid De-ice Tank, Large 1 19 Salt Spreader, Small 2 34.9 54.7 up to 7m (23') length 160.6 up to 8m (26') length, 13,000 kg (28,000 lb) 776.7 up to 9.1 m (30') length; 16,000 kg (35,000 lb) 172.6 up to 9.1 m (30) length; 16, 000 kg (35, 000 lb) 1 Net to Buildiing 104.7 standard stall 5.7m x 2.75m (Clarington Draft Bylaw) 109.4 up to 7m (23') length 160.6 up to 8m (26') length, 13,000 kg (28,000 lb) 160.6 up to 8m (26') length, 13,000 kg (28,000 lb) - 30 % 1 Net to Building 156.1 V Rows, One -Way Plows, up to 1,050 kg (2,300 lb) 60.2 Straight Plows, up to 975kg (1,950 lb) 73.6 69.8 2020 May 06th Municipality�-pqf Clari��L�P0qq Operations Page 96 RPG Inc. NE M&Rl2 8QENT [daftqo,n Section 8 - Components 9, 14, 19 PARKING & FLEET - HAMPTON, ORONO, DEPOT 42 Space Requirements 19 Parking & Fleet - Depot 42 Staff Personal Vehicles 01 Staff Personal Vehicle 42 34.9 1,465.8 standard stall 5.7m x 2.75m (Clarington Draft Bylaw) 02 Seasonal/Overload Staff Vehicle 20 03 Accessible Stall 2 04 E-Charging Vehicle Stall *new* 2 05 Visitor Standard Vehicle Stall 2 06 �11U1(QY. Secured Bicycle Locker *new* 11.1 *-.I am 1U tY.] an] wanfN 2 � Fleet - Outdoor Covered 34.9 698.0 80% 49.5 99.0 accessible stall w access aisle 34.9 69.8 34.9 69.8 3.0 6.0 2 bikes per locker j L 9.3C 07 Tractor /Loader, Trailer 14 54.7 765.8 up to 7m (23') length 08 Single -Axle Dump Truck 5 80.3 401.5 up to 8m (26') length, 13,000 kg (28,000 lb) 09 Tandem -Axle Dump Truck 1 86.3 rup to 9.1m (30') length; 16,000 kg (35,000 lb) 10 Future Fleet- Outdoor Covered 5 80.3 401.5 up to 8m (26) length, 13,000 kg (28, 000 lb) Subtotal, Fleet - Outdoor Covered 25 1,655.1 2,150 @ 1.30 Net to BuildingEl- Fleet - Outdoor 11 1/2 Ton Pick-up Truck 2 34.9 69.8 standard stall 5.7mx 2.75m (Clarington Draft Bylaw) 12 1 Ton /Extended Cab Truck 13 54.7 711.1 up to 7m (23') length 13 Sander & Plow Truck 4 80.3 321.2 up to 8m (26') length, 13,000 kg (28,000 lb) 14 Bucket Truck, 3 Ton Dump Truck 2 86.3 172.6 rup to 9.1 m (30') length; 16,000 kg (35,000 lb) 15 Future Fleet - Outdoor 4 80.3 321.2 up to 8m (26') length, 13,000 kg (28,000 lb) 16 �1a•�t.�r-���i.. Portion for eCharging *new* IF uui•��4. 15 - -� �t.r •74� �t.=L�.nn■c,a....:,u•uu� 30% Plow Blades & De-icer 17 Plow Blades, Large - - V Plows, One -Way Rows, up to 1,050 kg (2,300 lb) 18 Plow Blades, Small 10 10.0 100.3 Straight Rows, up to 975kg (1,950 lb) 19 Liquid De-ice Tank, Large - - 20 Liquid De-ice Tank, Small 2 58.0 115.9 2020 May 061h Municipality�-pqf Clari Operations Page 97 RPG Inc. NEECS3f�lENT [daftqo,n Section 8 - Components 9, 14, 19 PARKING S FLEET — HAMPTON, ORONO, DEPOT 42 Page intentionally left blank for hardcopy double -sided printing purposes. 2020 May 06th Municipalitvf Clari����Q0p{�_ operations Page 98 RPG Inc. NE . 9&RA %ENT Clcrtft"a Section 8 - Components 11, 16 LIGHT MAINTENANCE GARAGE — ORONO, DEPOT 42 8.11. 11, 16 LIGHT MAINTENANCE GARAGE — ORONO, DEPOT 42 FUNCTIONAL DESCRIPTION These garages are currently at the Orono Depot and Depot 42, serving multi - functions — light duty maintenance, crew mustering, equipment storage, and lunchroom. The intention is to retain these as an equivalent to warm fleet storage plus other functions. Zoning Criteria These spaces should be zoned for: • Grader storage 10.7m (35') length • Flammables storage • High -head 6.1 m to 7.6m (20' to 25') ceilings Staffing 0 N/A Subcomponents IL1 Light Maintenance & Fleet Garage Light Maintenance Shop Fleet- Indoor Heated /Tempered Fleet- Indoor Light Maintenance Shop Storage - Indoor Heated /Tempered Fleet- Indoor Heated [Tempered Fleet- Indoor Functional Requirements Note: • Fleet storage could be in contiguous space or separate from light maintenance shop depending on configuration of yard 2020 May 06th Municipality�-pqf Clari'W��W0�Llk Operations Page 99 RPG Inc. NEECS3 I24SWIENT [daftqo,n Section 8 - Components 11, 16 LIGHT MAINTENANCE GARAGE — ORONO, DEPOT 42 Space Requirements 11 Light Maintenance Garage — Orono Ref Space Name Units x Net m2 Net m2 Gross Remarks Liciht Maintenance Shop 01 Metered Fluids Storage 1 6.8 10 lin metre (32 lin ft) 02 Oil Collection Storage 1 6.8 10 lin metre (32 lin ft) 03 Tools, Work Bench 1 6.8 10 lin metre (32 lin ft) 04 General Shop Bay 1 92.9 Bay 6.1 m x 15m (20' x 50') 05 Light Maintenance /Shop Bay 1 92.9 Bay 6.1 m x 15m (20' x 50') Fleet- Indoor Heated [Tempered 06 Grader /Gradall 2 95.2 190.4 up to 10.7m (35') length; 23,000 kg (50,700 Ib) -GVWR 64,000 kg 07 Future Fleet - Indoor Heated 1 95.2 up to 10.7m (35') length; 23,000 kg (50,700 Ib) *GVWR64,000 kg ... Fleet - Indoor unheated 08 Remote Control Flagman 1 34.9 standard stall 5.7mx 2.75m (Clarington Draft Bylaw) 09 Com pact Roller 1 54.7 up to 7m (23) length 10 Future Fleet - Indoor 1 80.3 up to 8m (26) length, 13,000 kg (28, 000 lb) IndoorSubtotal, Fleet - nori Net to Buildin�-' 2020 May 0611 Municipality�-pqf Clari��L�P0n, Operations Page 100 RPG Inc. NE M&R!2 8114IENT [daftqo,n Section 8 - Components 11, 16 LIGHT MAINTENANCE GARAGE — ORONO, DEPOT 42 Space Requirements 16 Light Maintenance Garage — Depot 42 Light Maintenance Shop 01 Metered Fluids Storage 1 6.8 10 lin metre (32 lin ft) 02 Oil Collection Storage 1 6.8 10 lin metre (32 lin ft) 03 Work Bench 1 6.8 10 lin metre (32 lin ft) 04 Chains, Tools Storage 1 6.8 10 lin metre (32 lin ft) 05 Carpentry Bay 1 92.9 Bay 6.1 m x 15m (20' x 50') 06 Light Maintenance /Shop Bay 1 92.9 Bay 6.1 m x 15m (20' x 50') . . ..213.0 Storage - Indoor Heated /Tempered 07 Soil -Winter Burials 1 27.9 6.1mx 2.4m, 3.0mclear in front 08 Splash Pads 1 27.9 6.1mx 2.4m, 3.0mclear in front �ZlI.]{•I{;11!•7D]1F;L•[a011I.[•L7a:[*t(=i�� as.�c.r�iic;a�c.�=nuuuu� Fleet- Indoor Heated /Tempered 09 Aquacide /Pressure Washer 2 54.7 109.4 up to 7m (23) length Trailer 10 Loader /Backhoe 1 80.3 up to 8m (26') length, 13,000 kg (28,000 lb) 11 Future Fleet - Indoor Heated 2 86.3 172.6 up to 9.1m (30) length; 16,000 kg (35, 000 lb) Fleet - Indoor unheated 12 Mower, Aerator, Chipper, ATV, 17 34.9 593.3 standard stall 5.7mx 2.75m Gator, etc (Clarington Draft Bylaw) 13 Compact Excavator 1 54.7 up to 7m (23') length 14 Mobile Stage 1 80.3 up to 8m (26') length, 13,000 kg (28,000 lb) 15 Future Fleet - Indoor 3 80.3 240.9 up to 8m (26) length, 13,000 kg (28, 000 lb) 2020 May 06th Municipalitvf Clari����P0}}�� Operations Page 101 RPG Inc. NE . %12 MPENT [daftqo,n Section 8 - Components 11, 16 LIGHT MAINTENANCE GARAGE — ORONO, DEPOT 42 Page intentionally left blank for hardcopy double -sided printing purposes. 2020 May 06th Municipality�-pqf Clarir��0 Operations Page 102 RPG Inc. NEECS3 L SMT Precedents Page 270 Page intentionally left blank for hardcopy double -sided printing purposes. Page 271 9.01. CITY OF PICKERING SUMMARY FEATURES 1955 Clement Road Population (2016) 91,771 City Area — km2 231.6 Site Area — ha 7.4 t0 V 0 Yard Layout Section 9 - Precedents CITY OF PICKERING Redevelopment— New Site 0 Completion in 2019, $27 million • 27 acres of land purchased separately 15 years ago, 20 acres for Operations Centre, 7 acres for Soccer Complex • 10 years from planning to completion • Redevelopment at new site, with no disruption to existing operations at Tillings Road • 5,000 m2 (54,000 ft2) administration, crew, fleet maintenance building • 1,100 m2 (12,000 ft2) seasonal storage building • 1,500 m2 (16,000 ft2) salt & sand shed • 1,500 m2 (16,000 ft2) vehicle shed Mandates Operations • Roads • Parks 2020 May 06th Municipality pf Clari Operations Page 105 RPG Inc. NE M&M ENT Section 9 - Precedents CITY OF PICKERING Crew Staff 130 total crew and staff = 100 office and permanent crew + 30 seasonal/student — built to accommodate 168 people Gender Distribution % Female crew varies depending on seasonal/summer hires Crew Workflow Crew enter from staff parking through separate corridor to crew change rooms, which have floor drain for boots and wet gear; lockers are ventilated • Washer/dryer, showers in Crew change rooms • Vestibules with floor drain and hose for boot wash • Muster in two rooms with seats, reports area, GPS on -screen • Service window for Inventory parts and supplies • Crew lunchroom for portion of crew — most eat out • One controlled entry point for fleet into Yard but flows in loop • No -climb fencing design and RFID points for security Winter Control Winter Control — live GPS map on wall -mounted screens using outsourced software • After hours lighting and access yard Parking Staff and Public Parking — stalls are provided outside security zone — 10 electric charging stations with rough -in for 20 future charging stations • Fleet & Equipment Parking — 16 bays inside a tempered garage • xxx fleet vehicles and equipment all with block heater connections • 16 covered stalls for snow plow and dump trucks along site edge Road Base, Salt & Brine xx concrete block bins for road base, gravel, soils along site edge and against salt shed • Salt and sand in shed, capacity for one year's worth of winter control • 3 Brine tanks — outside of salt shed Fuelling 0 Gas and diesel pumps inside yard — all fleet have RFID and fuel ring sensors • Two tanks above ground, double -walled 2020 May 06th Municipality pf Clari qq Operations Page 106 RPG Inc. NEECf&Rf QENT Section 9 - Precedents CITY OF PICKERING Fleet Maintenance Shop 0 8 high -head garage bays, or 4 drive -through bays back-to-back along a spine • Flush mounts for in floor vehicle hoists • Overhead piped fluid dispensing and removal system • Welding shop and machine room, • Staff offices, change rooms, lockers and showers • Fleet service desk at front of garage • 2 wash down bays inside • 2 wash pads outside Snow Disposal Snow disposal site with run off to a controlled stormceptor and storm water management pond Neighbours Light industrial all sides with natural green space to the southeast • Pickering Soccer Complex on contiguous site Partnerships 0 NAPA Auto Parts contract to run Stores Showing two gated access points and Fire Department 2020 May 06th Municipality pf Clari Operations Page 107 RPG Inc. NEECff�1ENT Section 9 - Precedents CITY OF PICKERING Pickering Operations Centre RDH Architects, Aquicon Construction 2020 May 0611 Municipality pf Clari p{.�Operations Page 108 RPG Inc. NEECf f MENT 9.02. TOWN OF AJAX SUMMARY FEATURES 800 Salem Road North Population (2016) 119,677 City Area - km2 67.1 Site Area - ha 5.6 Section 9 - Precedents TOWN OF AJAX Site Map - Winter Layout Redevelopment - New Site Completion in 2010, $19 million • first LEED certified building in Region of Durham - solar, geothermal, green roof, rainwater collection - KNY Architects • 10 years from planning to completion 2020 May 061h Municipality�-pqf Clari J��l Operations Page 109 RPG Inc. NE ENT Section 9 - Precedents TOWN OF AJAX • Redevelopment at new site next to fire headquarters, with no disruption to existing operations at • 5,100 m2 (55,000 ft2) Admin, Crew, Fleet building Mandates Operations • Building Services • Parks — also has satellite for equipment and storage Crew Staff 0 175 total crew and staff = 28 office + 52 permanent crew + 95 seasonal/student Gender Distribution 0 % Female crew varies depending on seasonal/student hires Crew Workflow 0 Crew enter from staff parking through corridor to crew change rooms • Muster in large, high -head space with automated key check -in/ -out for fleet • Washer/Dryer for Crew use • STAT stores inside muster area with some dedicated cages • Service window for Inventory parts and supplies • Crew lunchroom in another part of building • Two ways for fleet into Yard — gated both entry points Winter Control Winter Control — two stations with live camera views on large screens • After hours locked, concrete storage box in yard Parking 0 Staff Parking — 100 stalls are provided outside security zone • Fleet & Equipment Parking — inside a heated garage • 376 fleet vehicles and equipment Road Base, Salt & Brine • 16 concrete block bins for road base, gravel, soils along site edge • Piles for wood chip storage to north • Salt in shed rather than dome, capacity 3,000 tonnes • Brine tanks — did not note inside or outside? 2020 May 061h Municipality pf Clari n,Operations Page 110 RPG Inc. NEEM3fP41ENT Section 9 - Precedents TOWN OF AJAX Fuelling 0 Gas and diesel pumps inside yard • Two tanks above ground, double -walled Fleet Maintenance Shop 0 10 high -head garage bays, or 5 drive -through bays back-to-back along a spine • Support includes workbenches, welding, parts, offices • Washdown shed Neighbours Partnerships • Rural and natural green space to the east and west • Light industrial and commercial neighbours to the south and north • Fire training is adjacent, on corner site ki y Showing two gated access points and Fire Department 2020 May 06th Municipalitvf Clari 8}� operations Page 111 RPG Inc. NE . %12 ENT Section 9 - Precedents TOWN OF AJAX TOWN OF AJAx-.. __- OPERATIONS CEk RE Ajax Operations Centre KNY Architects -:AL A%t _ It Fuelling — r` 2020 May 06th Municipality pf Clarif MOperations Page 112 RPG Inc. NEECf T 9.03. CITY OF OSHAWA SUMMARY FEATURES 199 Wentworth Street East Redevelopment — Retrofit of Acquired Buildings and Site Population (2016) City Area — km2 Site Area — ha ...L �I -.z 71w, "mr-71 .ill Security Gate RFID Section 9 - Precedents CITY OF OSHAWA 159,458 145.7 4.6 from Oshawa COD Project Status Report 13 • Completion in 2015, $25 million + $2 million for salt shed • 2 years from acquisition to completion • Redevelopment at acquired site, office and maintenance buildings, with no disruption to then existing operations at Ritson Depot • 3,700 m2 (40,000 ft2) Admin and Crew building • 4,000 m2 (43,000 ft2) Warehouse and Fleet building 2020 May 061h Municipalit"f ClariOperations Page 113 RPG Inc. NEECSQ l ce��QQ}}��A/IENT Section 9 - Precedents CITY OF OSHAWA Mandates 0 Operations • Sanitation • Building Services • Parks • EOC (Emergency Operations Centre) • Municipal Law Enforcement Crew Staff 200+ permanent crew staff • 50/50 spit between city and contract staff Gender Distribution --15% Female Crew (based on locker count) Crew Workflow Crew enter through corridor to crew change rooms • Muster in large, high -head space, also adjacent to lunch room • STAT stores adjacent to muster area • Inventory parts and supplies managed by NAPA • Security Gate — RFID Winter Control 0 Winter Control — three to four stations with live camera views on large screens • After hours locked, concrete storage boxes in yard Parking 0 Staff Parking — ??? stalls are provided outside security zone • Fleet & Equipment Parking — inside a heated garage • Fleet & Equipment Parking — outside under cover Road Base, Salt & Brine Road base, gravel, soils — at satellite? • Salt shed with drive through loading, capacity 3,000 tonnes • Brine tanks — 3 inside salt shed, pump outside • Weigh scales Fuelling 0 Gas and diesel pumps inside yard, 4 pump stands (8 pumps) • Tanks above ground, double -walled 2020 May 06th Municipality of Clari rlr� Operations Page 114 RPG Inc. NEE63ffMENT Section 9 - Precedents CITY OF OSHAWA Fleet Maintenance Shop 0 4 high -head garage bays, plus 2 extra high -head bays in separate building • Support includes workbenches, welding, parts, offices • Workshop bay • Washdown bay Neighbours Partnerships • Residential interspersed with Industrial to the north and west • Industrial neighbours to the south and east • NAPA Auto Parts contract to run Stores • Staff are half contracts Fleet Maintenance Building from Oshawa COD Project Status Report 13 2020 May 06th Municipality pf Clari Operations Page 115 RPG Inc. NEECff�gENT Clam "a Section 9 - Precedents CITY OF OSHAWA Fleet Services Pre -occupancy from Oshawa COD Project Status Report 13 Salt Shed Under Construction from Oshawa COD Project Status Report 13 2020 May 061h Municipality pf ClariraOperations Page 116 RPG Inc. NEECf L S5ENT 9.04. CITY OF SURREY SUMMARY FEATURES 6651 148 Street Population (2016) 517,887 City Area — km2 316.4 Site Area — ha 8.4 - -- 2��-II1IIIIIIl 18 6EAVE NUE 19 19 1 ENTRY PLA2A 2 STAFF PARKING 3 PUBLIC PARKING ■ ADMINISTRATION WING 6 GREEN ROOF a STAFF LUNCH TERRACE 7 WORKSHOP WING 8 WAREHOUSE BUILDING 9 COVERED STORAGE SHE DIAC OUSTIC SCREENING WALL fO FLEET PARKING 3rrE PLAN Taylor Kurtz +RDH 11 EXISTING FUEL ISLAND 12 FLEET REPAIR WING 13 CENTRAL STORES WING W EXISTING SALTISAND SHED 16 DECANTINGSHED 16 OUTDOOR STORAGE 17 WASTE DISPOSAL 19 BULK MATERIAL STORAGE BINS 19 WDRKS YARD ENTRY ZO FORMER OPERATIONS CENTRE Section 9 - Precedents CITY OF SURREY a r (D O�SMI 2020 May 0611 Municipality�-QQf Clari����QQ�� Operations Page 117 RPG Inc. NEECiC�STVIENT Section 9 - Precedents CITY OF SURREY Redevelopment in Place Completion in 2015, $65 million • 2.5 years completion • Redevelopment occurred on parking lot, with minimal disruption to existing operations • Staff parking relocated across 66th Avenue • 10,500 m2 (114,000 ft2) Administration and Crew building • 5,000 m2 (54,000 ft2) Fleet Maintenance building • 1,300 m2 (14,000 ft2) Warehouse Mandates Engineering • Operations • Building Services • Parks • New— Bylaw Enforcement & Licensing Crew Staff 300 permanent crew staff • 75 seasonal crew staff Gender Distribution --10% Female Crew Crew Workflow Crew enter from staff parking and muster upstairs in offices • Change in centralized locker rooms downstairs and exit into yard • Crew STAT stores inside a warehouse with dedicated cage for each unit — pallet shelving and forklift access • Dedicated shop door with loading area Dispatch /Traffic Control 0 Co -located with Fleet Repair — rely on real-time mapping for road conditions Parking 0 Staff Parking — stalls are provided for —80% of staff • Fleet Parking — separate from staff parking • 500 fleet vehicles, including sanitation trucks • 6" asphalt helps with wear and tear 2020 May 06th Municipalit"f Clarice��QQ{{�� Operations Page 118 CfL�S�I RPG Inc. NEEENT Section 9 - Precedents CITY OF SURREY Road Base, Salt & Brine 0 Road base — did not see • Salt shed max capacity 14,000 tonnes • Brine tanks outside • Two salt/brine satellite locations — north, south Fuelling Gas and diesel pumps outside of security gates • CNG fuelling in place • Partnership with Petro Canada for fuelling Fleet Maintenance Shop 0 19 high -head garage bays 7 drive -through bays, back-to-back along a spine • Support includes workbenches, welding, parts, offices • 2 separate Drainage garage bays • Washdown shed attached to Drainage Neighbours 0 Single family residential neighbours, east and north • Public front faces residents on east side, shed roofing and planting on north side • Industrial neighbours to south and west Partnerships • Surrey is large enough that it makes sense to do most things in-house — economies of scale 2020 May 06th Municipalityy,-oqf Clari ��ll Operations Page 119 RPG Inc. NEE63fWIENT Section 9 - Precedents CITY OF SURREY Surrey Crew STAT Supplies in high -head cages Taylor Kurtz + RDH Ema Peter Photography 2020 May 06t" Municipalit�-qf Clari n,Operations Page 120 RPG Inc. NE :#FF a41ENT Clam "a OPERATIONS AND WAREHOUSE EAST ELEVATION OPERATIONS AND WAREHOUSE NS SECTION 01 66 Aerra6 02 AtH- 03 rt hm 04 Mir M C IWEraek eras 06 Co. W LaeselNe 06 Mach.1W .-1—pi11ic p—g 10 Warehouse FLEET BUILDING EAST ELEVATION SURREY OPERATIONS CENTRE REDEVELOPMENT 2016 GOVERNOR GENERAL'S AWARDS Elevation and Section Section 9 - Precedents CITY OF SURREY Taylor Kurtz + RDH 2020 May 061h Municipalit��--qqf Clari Operations Page 121 RPG Inc. NE M6 Q ENT Section 9 - Precedents CITY OF SURREY Page intentionally left blank for hardcopy double -sided printing purposes. 2020 May 06t" Municipalit��--qqf Clari����yly1���Operations Page 122 RPG Inc. NEE639l Qa ENT Appendices Page 290 Page intentionally left blank for hardcopy double -sided printing purposes. Page 291 Section 10 - Appendices STAFF BY COMPONENT 10.01. STAFF BY COMPONENT EXISTING STAFF This staff list was extracted from the organization chart provided by Clarington and sorted under components. Please make suggestions for change as necessary. NAME HORVATH, FREC Category Non-affiliated .b Title Director Location Hampton BRAKE, STEPHE Non-affiliated Manager Hampton RAND, KAYE Non-affiliated Administrative Assistant Hampton COLLINS, DONN CUPE Clerk II Hampton BRUNO, CHRIST CUPE Clerk II Hampton HARDIMENT,JE CUPE Fleet Clerk Hampton KELLOWAY, E Part-time Clerk I Hampton MCKEE-BECKET CUPE Clerk 11 PT Hampton POSTILL, LARR Non-affiliated Supervisor Hampton DUNCAN, GLEN CUPE Leadhand Hampton BALSON, T CUPE Heavy Equipment Operator Hampton MCDOUGALL, D CUPE Heavy Equipment Operator Hampton VACANT CUPE Heavy Equipment Operator Hampton EVANS, G CUPE Light Equipment Operator II Hampton MCKELVIE,M CUPE Light Equipment Operator 11 Hampton RAETSEN, P CUPE Light Equipment Operator II Hampton SMITH, K CUPE Light Equipment Operator II Hampton RAND, V CUPE Light Equipment Operator 11 Hampton MACDONALD, J CUPE Light Equipment Operator I Hampton SHAW, J CUPE Light Equipment Operator I Hampton VACANT CUPE Light Equipment Operator I Hampton VACANT CUPE Light Equipment Operator Hampton STUDENT Student/Seasonal Hampton STUDENT Student/Seasonal Hampton STUDENT Student/Seasonal Hampton STUDENT Student/Seasonal Hampton SEASONAL Student/Seasonal Hampton SEASONAL Student/Seasonal Hampton NOVAK, BRETT Non-affiliated Supervisor Hampton HAJNIK, S CUPE Operations Technician Hampton LINTON, G CUPE Operations Technician Hampton MUIR, L CUPE Labourer Hampton MACLEAN, M CUPE Labourer Hampton STUDENT Student/Seasonal Hampton LONGHURST, LC Non-affiliated Supervisor Hampton FRANKLIN, DEVII CUPE Fleet Coordinator Hampton TURCOTTE, RYA CUPE Fleet Technician Hampton COOK, JORDAN CUPE Fleet Technician Hampton SENIOR,T CUPE Fleet Technician Hampton VACANT Part-time Fleet Technician Apprentice Hampton PETERS, CLINT Non-affiliated Supervisor Orono BOURKE, MIKE CUPE Leadhand Orono ALDREAD, L CUPE Heavy Equipment Operator Orono HARRIS, C CUPE Heavy Equipment Operator Orono TENNISCO,J CUPE Heavy Equipment Operator Orono FORSEY, D CUPE Heavy Equipment Operator Orono 1 2 Administration 1 2 Administration 1 2 Administration 1 1 Front of House 1 2 Administration 1 5 Fleet Maintenance 1 1 Front of House 1 1 Front of House 1 2 Administration 1 2 Administration 1 3 Crew Operations - Hampton 1 3 Crew Operations - Hampton 1 3 Crew Operations - Hampton 1 3 Crew Operations - Hampton 1 3 Crew Operations - Hampton 1 3 Crew Operations - Hampton 1 3 Crew Operations - Hampton 1 3 Crew Operations - Hampton 1 3 Crew Operations - Hampton 1 3 Crew Operations - Hampton 1 3 Crew Operations - Hampton 1 3 Crew Operations - Hampton 1 3 Crew Operations - Hampton 1 3 Crew Operations - Hampton 1 3 Crew Operations - Hampton 1 3 Crew Operations - Hampton 1 3 Crew Operations - Hampton 1 3 Crew Operations - Hampton 1 2 Administration 1 2 Administration 1 2 Administration 1 3 Crew Operations - Hampton 1 3 Crew Operations - Hampton 1 3 Crew Operations - Hampton 1 2 Administration 1 5 Fleet Maintenance 1 3 Crew Operations - Hampton 1 3 Crew Operations - Hampton 1 3 Crew Operations - Hampton 1 3 Crew Operations - Hampton 1 10 Crew Operations - Orono 1 10 Crew Operations - Orono 1 10 Crew Operations - Orono 1 10 Crew Operations - Orono 1 10 Crew Operations - Orono 1 10 Crew Operations - Orono 2020 May 0611 Municipality of Clan Operations Page i RPG Inc. NE MAO ENT MCBRIDE, L CategoryNAME .. Title CUPE Light Equipment Operator II Location Orono MAARTENSE, B CUPE Light Equipment Operator II Orono PARKER, B CUPE Light Equipment Operator I Orono JOHNSTON, B CUPE Light Equipment Operator I Orono HALEY, G CUPE Light Equipment Operator I Orono EASA, B CUPE Light Equipment Operator I Orono MCKNIGHT, M CUPE ILight Equipment Operator I Orono NETO, P CUPE Labourer Orono STUDENT Student/Seasonal Orono STUDENT Student/Seasonal Orono STUDENT Student/Seasonal Orono STUDENT Student/Seasonal Orono STUDENT Student/Seasonal Orono SEASONAL Student/Seasonal Orono SEASONAL Student/Seasonal Orono SEASONAL Student/Seasonal Orono MERCER, K Non-affiliated Supervisor Depot 42 PASCOE, BRENI CUPE Leadhand Depot42 VASSEUR, MARCCUPE Leadhand Depot42 JACKMAN, AND R CUPE Leadhand Depot42 NANCEKIVELL, C CUPE Cemetarian Depot42 CYR, B CUPE Light Equipment Operator II Depot42 BON EKAT, O CUPE Light Equipment Operator II Depot42 GOLDSWORTHY CUPE Light Equipment Operator II Depot42 BROWN, J CUPE Light Equipment Operator II Depot42 MCBRIDE, L CUPE Light Equipment Operator II Depot42 CAMPBELL, J CUPE Light Equipment Operator I Depot42 WILLMAN, T CUPE Light Equipment Operator I Depot42 VACANT CUPE Light Equipment Operator Depot42 KUNSMAN, C CUPE Light Equipment Operator I Depot42 WOOD, B CUPE Light Equipment Operator I Depot42 HAYNES CUPE Labourer Depot42 CURZON,H Part-time Labourer PT Depot42 PETROZICZ,D Part-time Labourer PT Depot42 STUDENT Student/Seasonal Depot42 STUDENT Student/Seasonal Depot42 STUDENT Student/Seasonal Depot42 STUDENT Student/Seasonal Depot42 STUDENT Student/Seasonal Depot42 STUDENT Student/Seasonal Depot42 STUDENT Student/Seasonal Depot42 STUDENT Student/Seasonal Depot42 STUDENT Student/Seasonal Depot42 STUDENT Student/Seasonal Depot42 STUDENT Student/Seasonal Depot42 STUDENT Student/Seasonal Depot42 STUDENT Student/Seasonal Depot42 STUDENT Student/Seasonal Depot42 SEASONAL Student/Seasonal Depot42 SEASONAL Student/Seasonal Depot42 SEASONAL Student/Seasonal Depot42 Section 10 - Appendices STAFF BY COMPONENT 1 10 Crew Operations - Orono 1 10 Crew Operations - Orono 1 10 Crew Operations - Orono 1 10 Crew Operations - Orono 1 10 Crew Operations - Orono 1 10 Crew Operations - Orono 1 10 Crew Operations - Orono 1 10 Crew Operations - Orono 1 10 Crew Operations - Orono 1 10 Crew Operations - Orono 1 10 Crew Operations - Orono 1 10 Crew Operations - Orono 1 10 Crew Operations - Orono 1 10 Crew Operations - Orono 1 10 Crew Operations - Orono 1 10 Crew Operations - Orono 1 15 Crew Operations - Depot 42 1 15 Crew Operations - Depot 42 1 15 Crew Operations - Depot 42 1 15 Crew Operations - Depot42 1 15 Crew Operations - Depot 42 1 15 Crew Operations - Depot 42 1 15 Crew Operations - Depot 42 1 15 Crew Operations - Depot 42 1 15 Crew Operations - Depot 42 1 15 Crew Operations - Depot 42 1 15 Crew Operations - Depot 42 1 15 Crew Operations - Depot 42 1 15 Crew Operations - Depot 42 1 15 Crew Operations - Depot 42 1 15 Crew Operations - Depot 42 1 15 Crew Operations - Depot 42 1 15 Crew Operations - Depot 42 1 15 Crew Operations - Depot42 1 15 Crew Operations - Depot 42 1 15 Crew Operations - Depot 42 1 15 Crew Operations - Depot 42 1 15 Crew Operations - Depot 42 1 15 Crew Operations - Depot 42 1 15 Crew Operations - Depot 42 1 15 Crew Operations - Depot 42 1 15 Crew Operations - Depot 42 1 15 Crew Operations - Depot42 1 15 Crew Operations - Depot 42 1 15 Crew Operations - Depot 42 1 15 Crew Operations - Depot 42 1 15 Crew Operations - Depot 42 1 15 Crew Operations - Depot 42 1 15 Crew Operations - Depot 42 1 15 Crew Operations - Depot 42 1 15 Crew Operations - Depot 42 2020 May 06th Municipality of Clario��Qq Operations Page ii RPG Inc. NEE63EgSf�IENT Clam "a Section 10 - Appendices STAFF BY COMPONENT GROEN, ROB Non-affiliated Supervisor Bowmanvi 1 2 Administration 1 2 Administration 1 3 Crew Operations - Hampton 1 3 Crew Operations - Hampton 1 3 Crew Operations - Hampton 1 3 Crew Operations - Hampton 1 3 Crew Operations - Hampton 1 3 Crew Operations - Hampton 1 3 Crew Operations - Hampton 1 3 Crew Operations - Hampton 1 3 Crew Operations - Hampton STILES, R CUPE Leadhand Bowmanvi WELSH, T CUPE Building Services II Bowmanvi FARQUHARSON CUPE Building Services II Bowmanvi BAKER, K CUPE Building Services I Bowmanvi COBBLEDICK, S CUPE Building Services I Bowmanvi FIORESE, O CUPE Building Services I Bowmanvi GREEN, C CUPE Building Services I Bowmanvi BAKER, M CUPE Building Services I Bowmanvi VACANT CUPE Building Services I Bowmanvi VACANT Part-time Buildinq Services I PT Bowmanvil FUTURE STAFF The following distribution of 49 new staff for future operations are based on current patterns of distribution. These assumptions should be reviewed and discussed to determine the appropriate areas of growth and mix of staff categories for 2031. A placeholder of 10 staff due to restructuring is included. Non-affiliated Hampton 1 2 Administration 2 Administration 2 Administration 2 Administration 3 Crew Operations - Hampton 3 Crew Operations - Hampton 3 Crew Operations - Hampton 3 Crew Operations - Hampton 2 Administration 10 Crew Operations - Orono 10 Crew Operations - Orono 10 Crew Operations - Orono 2Administration 15 Crew Operations - Depot 42 15 Crew Operations - Depot 42 15 Crew Operations - Depot 42 2 Administration 3 Crew Operations - Hampton 3 Crew Operations - Hampton 3 Crew Operations - Hampton Non-affiliated Hampton 1 Non-affiliated Hampton 1 CUPE Hampton 4 CUPE Hampton 2 CUPE Hampton 5 Part-time Hampton 1 Student/Seasonal Hampton 3 Non-affiliated Orono - CUPE Orono 6 Part-time Orono - Student /Seasonal Orono 4 Non-affiliated Depot 42 - CUPE Depot 42 7 Part-time Depot 42 1 Student /Seasonal Depot 42 8 Non-affiliated Bowmanvi - CUPE Bowmanvi 2 Part-time Bowmanvi - Student/Seasonal Bowmanvi 3 Non-affiliated Hampton - 2 Administration CUPE Hampton 10 2 Administration Part-time Hampton - 2 Administration Student/Seasonal Hampton - 2Administration 2020 May 0611 Municipality of Clari Operations Page iii RPG Inc. NEE63f�1ENT Section 10 - Appendices STAFF BY COMPONENT Page intentionally left blank for hardcopy double -sided printing purposes. 2020 May 0611 Municipality of Clari����QQ{{�� Operations Page iv RPG Inc. NEE63EgiS�IENT [rILaftqo,n Section 10 - Appendices FLEET INVENTORY 10.02. FLEET INVENTORY EXISTING FLEET The existing fleet list was sorted by Type and allocated stall types based on spot checks of representative vehicles and equipment. Please check our assumptions and revise as necessary. ACCOUNT NUMBER TYPE Location 100-36-388-61717-7171 1 TON W/DUMP & P 4X4 Cemetery outdoor up to 8m (26') length, 13,000 kg (28,000 lb) 100-36-388-56014-7171 1 TON 4X4 CAN S & P Depot 42 outdoor up to 8m (26') length, 13,000 kg (28,000 lb) 100-36-388-56114-7171 1 TON 4X4 C/W S & P Hampton outdoor up to 8m (26') length, 13,000 kg (28,000 lb) 100-36-388-56215-7171 1 TON 4X4 CAN S & P Hampton outdoor up to 8m (26') length, 13,000 kg (28,000 lb) 100-36-388-60912-7171 1 TON 4X4 CAN S & P Orono outdoor up to 8m (26') length, 13,000 kg (28,000 lb) 100-36-388-57412-7171 1 TON CREW CAB - DUMP Orono outdoor up to 7m (23') length 100-36-388-61617-7171 1 TON CREW CAB 4X4 Hampton outdoor up to 7m (23') length 100-36-388-50809-7171 1 TON CREW CAB DUMP Depot 42 outdoor up to 7m (23') length 100-36-388-56909-7171 1 TON CREW CAB DUMP Depot 42 outdoor up to 7m (23') length 100-36-388-58808-7171 1 TON CREW CAB DUMP Orono outdoor up to 7m (23') length 100-36-388-52910-7171 1 TON DUMP - REG CAB Hampton outdoor up to 7m (23') length 100-36-388-60011-7171 1 TON DUMP -CREW CAB Hampton outdoor up to 7m (23') length 100-36-388-57907-7171 1 TON VAN Depot 42 outdoor up to 7m (23') length 100-36-388-61516-7171 1/2 TON - 4X4 Depot 42 outdoor standard stall 5.7m x2.75m (Clarington Draft E 100-36-388-53211-7171 112 TON - 4X4 Hampton outdoor standard stall 5.7m x2.75m (Clarington Draft E 100-36-388-57111-7171 1/2 TON - 4X4 Hampton outdoor standard stall 5.7m x2.75m (Clarington Draft E 100-36-388-57010-7171 1/2 TON - 4X4 Orono outdoor standard stall 5.7m x2.75m (Clarington Draft E 100-36-388-58012-7171 112 TON - 4X4 Orono outdoor standard stall 5.7m x2.75m (Clarington Draft E 100-36-388-51118-7171 1/2 TON - 4X4 Orono outdoor standard stall 5.7m x2.75m (Clarington Draft E 100-36-388-56609-7171 1/2 TON - 4X4 EXT. CAB Depot 42 outdoor up to 7m (23') length 100-36-388-56709-7171 1/2 TON - 4X4 EXT. CAB Depot 42 outdoor up to 7m (23') length 100-36-388-61313-7171 1/2 TON - 4X4 EXT. CAB Depot 42 outdoor up to 7m (23') length 100-36-388-58113-7171 1/2 TON - 4X4 EXT. CAB Hampton outdoor up to 7m (23') length 100-36-388-56310-7171 1/2 TON - LONG BOX Depot 42 outdoor up to 7m (23') length 100-36-388-52217-7171 1/2 TON EXT CAB, 2WD, W/CAP Hampton outdoor up to 7m (23') length 100-36-388-61818-7171 1/2 TON EXT. 4X4 - FUEL TANK Depot 42 outdoor up to 7m (23') length 100-36-388-51210-7171 1/2 TON EXT. CAB Hampton outdoor up to 7m (23') length 100-36-388-58219-7171 112 TON EXT. CAB - 2WD Depot 42 outdoor up to 7m (23') length 100-36-388-58319-7171 1/2 TON EXT. CAB - 2WD Depot 42 outdoor up to 7m (23') length 100-36-388-55409-7171 1/2 TON EXT. CAB - 4X4 Depot 42 outdoor up to 7m (23') length 100-36-388-55709-7171 1/2 TON EXT. CAB - 4X4 Depot 42 outdoor up to 7m (23') length 100-36-388-59409-7171 1/2 TON EXT. CAB - 4X4 Depot 42 outdoor up to 7m (23') length 100-36-388-50111-7171 1/2 TON EXT. CAB - 4X4 Hampton outdoor up to 7m (23') length 2020 May 06th Municipalityy,-oqf Clari���QQ��ll Operations Page v RPG Inc. NEE63EgiSWIENT [rILaftqo,n Section 10 - Appendices FLEET INVENTORY ACCOUNT NUMBER TYPE - Location 100-36-388-50217-7171 2 TON CANSANDER & PLOW 4X4 Hampton outdoor up to 8m (26') length, 13,000 kg (28,000 lb) 100-36-388-50317-7171 2 TON CAN SANDER & PLOW 4X4 Orono outdoor up to 8m (26') length, 13,000 kg (28,000 lb) 100-36-388-61212-7171 2 TON SIGN TRUCK Hampton outdoor up to 8m (26') length, 13,000 kg (28,000 lb) 100-36-388-55017-7171 2 TON SIGN TRUCK Hampton outdoor up to 8m (26') length, 13,000 kg (28,000 lb) 100-36-388-40225-7171 3 TON - FORESTRY BUCKET Depot42 outdoor up to 9.1 m (30') length; 16,000 kg (35,000 lb) 100-36-388-57814-7171 3 TON CREW CAB - DUMP Depot42 outdoor up to 9.1 m (30') length; 16,000 kg (35,000 lb) 100-36-388-58909-7171 3/4 TON EXT. 4X4 - FUEL TANK Hampton outdoor up to 7m (23') length 100-36-388-60812-7171 3/4 TON EXT. 4X4 - FUEL TANK Hampton outdoor up to 7m (23') length 100-36-388-61919-7171 3/4 TON REG. CAB Cemetery outdoor standard stall 5.7m x2.75m (Clarington Draft E 100-36-388-26911-7171 61" MOWER Depot42 indoor standard stall 5.7m x2.75m (Clarington Draft 100-36-388-57211-7171 61" MOWER Depot42 indoor standard stall 5.7m x2.75m (Clarington Draft 100-36-388-57311-7171 61" MOWER Depot42 indoor standard stall 5.7m x2.75m (Clarington Draft 100-36-388-40010-7171 AQUACIDE TRAILER Depot42 indoor heated up to 7m (23') length 100-36-388-02603-7171 ATV 13 Depot42 indoor standard stall 5.7m x2.75m (Clarington Draft E 100-36-388-02803-7171 ATVTRAILER Depot42 indoor standard stall 5.7m x2.75m (Clarington Draft 100-36-388-59806-7171 BATWING AERATOR Depot42 indoor standard stall 5.7m x2.75m (Clarington Draft E 100-36-388-24516-7171 BEACH GROOMER Depot42 indoor standard stall 5.7m x2.75m (Clarington Draft 100-36-388-40282-7171 BILLY GOAT TRAILER Hampton outdoor standard stall 5.7m x2.75m (Clarington Draft 100-36-388-40426-7171 BOBCAT Hampton indoor standard stall 5.7m x2.75m (Clarington Draft E 100-36-388-60211-7171 CHIPPER Depot42 indoor standard stall 5.7m x2.75m (Clarington Draft 100-36-388-55318-7171 CHIPPER Depot42 indoor standard stall 5.7m x2.75m (Clarington Draft 100-36-388-60612-7171 COMPACT EXCAVATOR Cemetery indoor up to 7m (23') length 100-36-388-00815-7171 COMPACT ROLLER Orono indoor up to 7m (23') length 100-36-388-24616-7171 DIAMOND DRAG Depot42 indoor standard stall 5.7m x2.75m (Clarington Draft 100-36-388-59510-7171 ENCLOSED TANDEM TRAILER Hampton outdoor up to 7m (23') length 100-36-388-52411-7171 FLUSHER Hampton indoor heated up to 9.1 m (30') length; 16,000 kg (35,000 lb) 100-36-388-59009-7171 GARBAGE COMPACTOR Depot42 outdoor up to 8m (26') length, 13,000 kg (28,000 lb) 100-36-388-52712-7171 GARBAGE COMPACTOR Depot42 outdoor up to 8m (26') length, 13,000 kg (28,000 lb) 100-36-388-58507-7171 GATOR Depot42 indoor standard stall 5.7m x2.75m (Clarington Draft 100-36-388-60512-7171 GATOR Depot42 indoor standard stall 5.7m x2.75m (Clarington Draft 100-36-388-40705-7171 GRADALL Orono indoor heated up to 10.7m (35') length; 23,000 kg (50,700 lb) 100-36-388-55110-7171 GRADALL Orono indoor heated up to 10.7m (35') length; 23,000 kg (50,700 lb) 100-36-388-53409-7171 GRADER Hampton indoor heated up to 10.7m (35') length; 23,000 kg (50,700 lb) 100-36-388-51517-7171 GRADER Hampton indoor heated up to 10.7m (35') length; 23,000 kg (50,700 lb) 100-36-388-59707-7171 HYDRAULIC POST DRIVER Hampton indoor standard stall 5.7m x2.75m (Clarington Draft E 100-36-388- LEAF VACUUM Depot42 indoor standard stall 5.7m x 2.75m (Clarington Draft E 100-36-388-40080-7171 LINE PAINTER Hampton indoor up to 7m (23') length 100-36-388-59209-7171 LOADER Hampton indoor heated up to 8m (26') length, 13,000 kg (28,000 lb) 100-36-388-50912-7171 LOADER Hampton indoor heated up to 8m (26') length, 13,000 kg (28,000 lb) 100-36-388-00315-7171 LOADER Hampton indoor heated up to 8m (26') length, 13,000 kg (28,000 lb) 2020 May 061h Municipality of Clario��QZn,operations Page vi RPG Inc. NEE63EgSP41ENT [rILaftqo,n Section 10 - Appendices FLEET INVENTORY ACCOUNT NUMBER TYPE Location 100-36-388-52618-7171 LOADER/BACKHOE Bowmanville ( indoor heated up to 8m (26') length, 13,000 kg (28,000 lb) 100-36-388-00418-7171 LOADER/BACKHOE Hampton indoor heated up to 8m (26') length, 13,000 kg (28,000 lb) 100-36-388-40025-7171 POST PULLER Hampton indoor standard stall 5.7m x2.75m (Clarington Draft E 100-36-388-58407-7171 PRESSURE WASHER/TRAILER Depot 42 indoor heated up to 7m (23') length 100-36-388-53312-7171 REACHMOWER Hampton outdoor coverer up to 7m (23') length 100-36-388-60111-7171 REMOTE CONTROL FLAGMAN Hampton indoor standard stall 5.7m x2.75m (Clarington Draft E 100-36-388-60712-7171 REMOTE CONTROL FLAGMAN Orono indoor standard stall 5.7m x2.75m (Clarington Draft E 100-36-388-58608-7171 SINGLE Depot 42 outdoor coverer up to 8m (26') length, 13,000 kg (28,000 lb) 100-36-388-53613-7171 SINGLE Depot 42 outdoor coverer up to 8m (26') length, 13,000 kg (28,000 lb) 100-36-388-51414-7171 SINGLE Depot 42 outdoor coverer up to 8m (26') length, 13,000 kg (28,000 lb) 100-36-388-52014-7171 SINGLE Depot 42 outdoor coverer up to 8m (26') length, 13,000 kg (28,000 lb) 100-36-388-54018-7171 SINGLE Depot 42 outdoor coverer up to 8m (26') length, 13,000 kg (28,000 lb) 100-36-388-40704-7171 SINGLE Hampton outdoor coverer up to 8m (26') length, 13,000 kg (28,000 lb) 100-36-388-40372-7171 SINGLE Hampton outdoor coverer up to 8m (26') length, 13,000 kg (28,000 lb) 100-36-388-40387-7171 SINGLE Hampton outdoor coverer up to 8m (26') length, 13,000 kg (28,000 lb) 100-36-388-59310-7171 SINGLE Hampton outdoor coverer up to 8m (26') length, 13,000 kg (28,000 lb) 100-36-388-59910-7171 SINGLE Orono outdoor coverer up to 8m (26') length, 13,000 kg (28,000 lb) 100-36-388-50712-7171 SINGLE Orono outdoor coverer up to 8m (26') length, 13,000 kg (28,000 lb) 100-36-388-60312-7171 SINGLE - VAN - SWMP Hampton indoor heated up to 8m (26') length, 13,000 kg (28,000 lb) 100-36-388-53019-7171 Single A)de Cab/Chassis w/Snow Hampton outdoor up to 8m (26') length, 13,000 kg (28,000 lb) 100-36-388-00614-7171 STAGELINE MOBILE STAGE Depot 42 indoor up to 8m (26') length, 13,000 kg (28,000 lb) 100-36-388-59610-7171 STEAMER c/w TRAILER Hampton indoor heated up to 8m (26') length, 13,000 kg (28,000 lb) 100-36-388-57713-7171 SWEEPER Hampton indoor heated up to 9.1 m (30') length; 16,000 kg (35,000 lb) 100-36-388-68113-7171 SWEEPER Hampton indoor heated up to 9.1 m (30') length; 16,000 kg (35,000 lb) 100-36-388-54108-7171 TANDEM Depot 42 outdoor coverer up to 9.1 m (30') length; 16,000 kg (35,000 lb) 100-36-388-40706-7171 TANDEM Hampton outdoor coverer up to 9.1 m (30') length; 16,000 kg (35,000 lb) 100-36-388-40321-7171 TANDEM Hampton outdoor coverer up to 9.1 m (30') length; 16,000 kg (35,000 lb) 100-36-388-51308-7171 TANDEM Hampton outdoor coverer up to 9.1 m (30') length; 16,000 kg (35,000 lb) 100-36-388-52109-7171 TANDEM Hampton outdoor coverer up to 9.1 m (30') length; 16,000 kg (35,000 lb) 100-36-388-54210-7171 TANDEM Hampton outdoor coverer up to 9.1 m (30') length; 16,000 kg (35,000 lb) 100-36-388-40125-7171 TANDEM Orono outdoor coverer up to 9.1 m (30') length; 16,000 kg (35,000 lb) 100-36-388-40700-7171 TANDEM Orono outdoor coverer up to 9.1 m (30') length; 16,000 kg (35,000 lb) 100-36-388-40396-7171 TANDEM Orono outdoor coverer up to 9.1 m (30') length; 16,000 kg (35,000 lb) 100-36-388-52309-7171 TANDEM Orono outdoor coverer up to 9.1 m (30') length; 16,000 kg (35,000 lb) 100-36-388-50616-7171 TANDEM Orono outdoor coverer up to 9.1 m (30') length; 16,000 kg (35,000 lb) 100-36-388-53716-7171 TANDEM Orono outdoor coverer up to 9.1 m (30') length; 16,000 kg (35,000 lb) 100-36-388-61416-7171 TANDEM Orono outdoor coverer up to 9.1 m (30') length; 16,000 kg (35,000 lb) 100-36-388-52517-7171 TANDEM Orono outdoor coverer up to 9.1 m (30') length; 16,000 kg (35,000 lb) 100-36-388-53818-7171 TANDEM Orono outdoor coverer up to 9.1 m (30') length; 16,000 kg (35,000 lb) 2020 May 061h Municipality of Clario��Qq Operations Page vii RPG Inc. NEE63EgS491ENT Clcrtft"a Section 10 - Appendices FLEET INVENTORY ACCOUNT NUMBER TYPE Location 100-36-388-60412-7171 TRACTOR Hampton outdoor covere(standard stall 5.7m x 2.75m (Clarington DraftE 100-36-388-55213-7171 TRACTOR Hampton outdoor coverer standard stall 5.7m x 2.75m (Clarington DraftE 100-36-388-00719-7171 TRACTOR MOWER W/50" FLAIL/R Hampton outdoor coverer standard stall 5.7m x 2.75m (Clarington Draft E 100-36-388-56817-7171 TRACTOR W/LOADER Cemetery outdoor covere(up to 7m (23') length 100-36-388-40260-7171 TRACTOR/LOADER Depot 42 outdoor covere(up to 7m (23') length 100-36-388-40265-7171 TRACTOR/LOADER Depot 42 outdoor coverer up to 7m (23') length 100-36-388-40042-7171 TRACTOR/LOADER Depot 42 outdoor coverer up to 7m (23') length 100-36-388-40270-7171 TRAILER Depot 42 outdoor covere(up to 7m (23') length 100-36-388-40185-7171 TRAILER Depot 42 outdoor coverer up to 7m (23') length 100-36-388-23207-7171 TRAILER Depot 42 outdoor covere(up to 7m (23') length 100-36-388-23407-7171 TRAILER Depot 42 outdoor covere(up to 7m (23') length 100-36-388-59109-7171 TRAILER Depot 42 outdoor coverer up to 7m (23') length 100-36-388-00515-7171 TRAILER Depot 42 outdoor coverer up to 7m (23') length 100-36-388-01118-7171 TRAILER Depot 42 outdoor covere(up to 7m (23') length 100-36-388-40300-7171 TRAILER Depot 42 outdoor coverer up to 7m (23') length 100-36-388-58712-7171 TRAILER - ENCLOSED TANDEM Depot 42 outdoor coverer up to 7m (23') length 100-36-388-23308-7171 TRAILER - FLOAT Orono outdoor coverer up to 7m (23') length 100-36-388-01014-7171 TRAILER - TANDEM Depot 42 outdoor covere(up to 7m (23') length 100-36-388-61012-7171 TRAILER - TANDEM FLAT BED Hampton outdoor coverer up to 7m (23') length 100-36-388-54911-7171 VAN Building Servii outdoor standard stall 5.7m x2.75m (Clarington Draft E 100-36-388-22610-7171 ZERO TURN 60" MOWER Depot 42 indoor standard stall 5.7m x2.75m (Clarington Draft E 100-36-388-26510-7171 ZERO TURN 60" MOWER Depot 42 indoor standard stall 5.7m x2.75m (Clarington Draft E 100-36-388-16617-7171 ZERO TURN 60" MOWER Depot 42 indoor standard stall 5.7m x2.75m (Clarington Draft E 100-36-388-16714-7171 Z-TRAK 61" MOWER Depot 42 indoor standard stall 5.7m x2.75m (Clarington Draft E STALL TYPES These are the dimensions of each stall. 30% is added to allow for turn aisles and curbs to arrive at the net m2. accessible stall w access aisle 49.5 3.9 5.7 7.4 standard stall 5.7m x2.75m (Clarington Draft Bylaw) 34.9 2.8 5.7 7.4 up to 7m (23') length 54.7 3.0 7.0 13.0 up to 8m (26') length, 13,000 kg (28,000 lb) 80.3 4.1 8.0 13.0 up to 9.1 m (30') length; 16,000 kg (35,000 lb) 86.3 4.1 9.1 13.0 up to 10.7m (35') length; 23,000 kg (50,700 lb) *GVWR 95.2 4.1 10.7 13.0 64,000 kg Component Grossing - turn aisles, curbs, etc 1 1.35 2020 May 06th Municipality of Clario�n�Q}� operations Page viii RPG Inc. NEE63EgSt91ENT Clam "a Section 10 - Appendices DETAILED COST CALCULATIONS 10.03. DETAILED COST CALCULATIONS ALTUS Due to file size, the complete document submitted by Altus Group on 2020 May 05' is enclosed with this report, rather than appended. The title page is provided below for reference. An earlier version from February was revised to now address these items: 1. Property Acquisition — TBD by Clarington 2. Design Services — not included at this stage; not to be confused with Design & Pricing Contingency at 15% of Net Construction 3. Site Development — already included in estimate 4. Construction Cost — already included in estimate (as Net Construction) 5. Site Furnishings — already included in the estimate in alignment with previous projects 6. Equipment — allowance added as item B32 at $105/m2 LEED accreditation expressed as percentage of construction for each of the categories: LEED Certified — 2.5% $648,800 LEED Silver — 3.3% $856,400 LEED Gold — 5.0% $1,297,600 LEED Platinum — 7.0% $1,816,700 A AltusGroup OPERATIONS CENTRE CLASS D ESTIMATE 2a130193aw PAEPAREDFOR_ Resource Planning Group 2M 1525WestBAren Vanmu.er, BC,V61 IT5 RBEPAREDDY; Altus Group - Cost & Project Management 33 Yoga Etreet5uke500.Torunio.ON, M5E 1G Iswed Dale: RU-May 5.ZV20 2020 May 06th Municipality�-pqf Clarir�to�Q}� Operations Page ix RPG Inc. NEECS3 I S15ENT Section 10 - Appendices ENVIRONMENTAL ASSESSMENT ACT 10.04. ENVIRONMENTAL ASSESSMENT ACT ABOUT The Environment Assessment Act sets out a planning and decision -making process so that potential environmental effects are considered before a project begins.2 In the case of Clarington, the act applies under Municipal infrastructure. Public consultation is mandatory, including a duty to consult with indigenous communities. This project does not delve into details about the act, and Clarington should consult a specialist who can guide the assessment process. There are two types of assessments: • Individual Environmental Assessments • Streamlined Environmental Assessments INDIVIDUAL Individual environmental assessments are prepared for large-scale, complex ENVIRONMENTAL projects with the potential for significant environmental effects. They require ASSESSMENTS Ministry of the Environment, Conservation and Parks approval. STREAMLINED Streamlined environmental assessments can be used for routine projects ENVIRONMENTAL that have predictable and manageable environmental effects. Proponents of ASSESSMENTS these types of projects allow a self assessment and decision -making process. Approval is not directly granted for each project. The specialist should be able to determine which of the two types of assessments apply to Clarington Operations as the project moves into the next stages of planning. 2 https://vfww.ontario.ca/page/preparing-environmental-assessments 2020 May 06th Municipality pf Clari����QQr�r� Operations Page x RPG Inc. NEECfC�S�IENT Clarington Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: June 22, 2020 Report Number: ESD-004-20 Submitted By: Gord Weir, Director of Emergency Services Reviewed By: Andrew C. Allison, CAO By-law Number: File Number: Resolution#: Report Subject: Emergency and Fire Services 2019 Annual Report Recommendation: 1. That Report ESD-004-20 be received for information. Page 302 Municipality of Clarington Report ESD-004-20 Report Overview Page 2 The Emergency and Fire Services Department is responsible for delivering fire suppression and emergency response, fire prevention and public education programs in accordance with the Fire Protection and Prevention Act. Attachment 1 of this Report provides Council with an overview of the activities associated with the Department's Suppression and Fire Prevention Divisions for 2019. 1. Background 1.1 Staff have prepared the 2019 Annual Report (Attachment 1) and would like to highlight some key items for your information. 1.2 Fire Suppression staff responded to 4,268 calls in 2019, an increase of 8.63% over 2018. 1.3 The department saw an increase in the majority of each response type: Other Response being up approximately 30% and Pre Fire Conditions/No Fire up approximately 42%. Other Response increased by 59.60% over Q3 2018 due to Assistance Not Required by Other Agency (EMS and Police). The increase for Pre Fire Conditions/No Fire was largely due to Pot on Stove incidents. 1.4 Inspections and Fire Investigations increased for Fire Prevention by 29.21 % and 83.33%. There were a total of 364 fire inspections opened, which resulted in 460 visits. In addition, there were 12 fire investigations, which required 22 site visits by staff. No charges were laid as a result of the 12 fire investigations. 1.5 Public education activities increased by 54.84%. This includes an increase in safety lectures provided by staff to high school co-op students. The main focus of the lecture was workplace fire safety for young workers, reaching approximately 1200 students. 2. Concurrence Not Applicable. 3. Conclusion It is respectfully recommended that this Report be received for information. Staff Contact: Gord W, Director of Emergency & Fire Services, 905-623-5126 ext. 2816 or gweir@clarington.net. Attachment: Page 303 Municipality of Clarington Report ESD-004-20 Page 3 Attachment 1 — Emergency and Fire Services — 2019 Annual Report Interested Parties: There are no interested parties to be notified of Council's decision. Page 304 Attachment 1 to Report ESD-004-20 Clarington Emergency and Fire Services 0 RI Enhancing Public Fire Safety is Priority #1 Page 305 Contents FireChief's Message...................................................................................................5 2019 Highlights................................................................................................................6 WhoWe Are and What We Do........................................................................................7 What Services Do We Provide.........................................................................................8 OurVision.....................................................................................................................8 OurMission..................................................................................................................8 FireSafety Education...................................................................................................8 Fire Prevention, Inspection and Enforcement...............................................................9 Emergency Response (Suppression)...........................................................................9 CelebratingSuccess......................................................................................................10 Fire Services Exemplary Service Medal.....................................................................11 Ontario Fire Services Long Service Medal.................................................................11 Promotions.................................................................................................................11 Comingsand Goings.....................................................................................................12 FirePrevention...............................................................................................................13 FireSafety Education.................................................................................................13 Alarmedfor Life (AFL).............................................................................................13 Family Safety Day and Fire Prevention Week.........................................................13 Junior Firefighter Program..........................................................................................14 Public Education Activities..........................................................................................16 FireInspections..........................................................................................................19 CommunityEvents.........................................................................................................20 FireSuppression............................................................................................................22 VolunteerRecruits......................................................................................................22 Training.......................................................................................................................23 Emergency Response Statistics....................................................................................24 2019 Incident Breakdown...........................................................................................24 Call Volume by Geographical Area.............................................................................24 AnnualTotals..............................................................................................................24 Acknowledgments..........................................................................................................25 ConnectWith Us............................................................................................................26 Inquiries or questions?................................................................................................26 Page 307 Annual Report 2019 1 3 Ll- Awv WOO - - T, lk 4 Fire Chief s Message On behalf of Clarington Emergency and Fire Services (CEFS), I am pleased to present the 2019 Annual Report. This report provides an overview of the activities associated with the Department's Emergency Response, Fire Prevention, Training and Mechanical Divisions. As the Municipality continues to see urban growth, changing weather patterns and an ever -changing environment, we continue to pursue opportunities to improve our overall performance such as a substantial investment in equipment and upgrades this year. CEFS purchased 11 new AED's (Automated External Defibrillator) and updated our fleet, taking possession of two new Tankers, one Pumper and a van for our Mechanical Division. Changes to the Ontario Mutual Aid Plan issued by the Office of the Fire Marshal resulted in changes to the Region of Durham Mutual Aid Plan. The MAP allows for fire departments to provide or receive assistance from neighbouring departments in the case of a major emergency. Ontario fire departments have participated in a formalized MAP since the 1950's. The Plan now provides a clearer understanding of what is required in order to participate in the Plan. The Department renewed the Memorandum of Understanding for Fi Protection and Community Emergency Management with Ontario Power Generation. This MOU is reviewed annually and updated every five years. During the year the Municipality experienced another flooding event that brought our community together. More than 90 volunteers registered to assist homeowners, and Clarington's Operations and Fire Department with filling and deploying sandbags to homes along the waterfront. Their assistance was greatly appreciated. As I reflect on the past year, I would like to express my appreciation for the hard work and dedication each member of the department continues to provide to our residents. Thank you Mayor Foster, members of Council and municipal staff for your continued support. Gord Weir Page 309 Annual Report 2019 15 2019 Highlights Ia. 41268 Total Emergency Responses an increase of 8.63 per cent from 2018 129 00 Total Fire Responses Up 0.78 per cent from 2018 $303171011 Estimated fire losses An increase of almost 21 per cent from 2018 00 20027 Homes visited as part of the Alarm for Life Program 25th Anniversary Junior Firefighter Program 200 children attend every summer Updates to the Provincial Mutual Aid Plan were presented to the Durham Region Fire Chiefs which resulted in an update to the - Durham Region Mutual Aid Plan. Annual Report 2019 1 6 Page 310 Who We Are and What We Do Clarington has five accredited fire stations that are located in specific areas within the Municipality to provide the best emergency response and coverage of a large geographic area. CEFS is the only composite fire service in the southern area of Durham Region. Our greatest asset is our personnel; a group of highly trained, dedicated individuals who pride themselves on customer service excellence. Director/Fire Chief 1 Deputy Fire Chiefs 2 Administrative Assistant 1 Clerks 2 Suppression — Fulltime 56 Mechanical Maintenance 1 Training 2 Fire Prevention 5 Suppression — Volunteers 125 Total Personnel 195 Page 311 Annual Report 2019 1 7 What Services Do We Provide Our Vision We are dedicated to a fire safe community Our Mission To ensure we deliver service excellence throu prevention, training and emergency response Our ValueF Every member of Clarington Emergency and I upholds the tradition of a composite Departm( skill and knowledge respond without boundary Fire Safety Education • Educate the public on fire/life safety throu public education programs, hall tours, saf( lectures and fire safety training. Our public education programs include: o Alarmed for Life Program o Carbon Monoxide Awareness Week o Community Fire Safety Programs o Family Safety Day o Fire Prevention Week o Junior Firefighter Program o Portable Fire Extinguisher Training o The Arson Prevention Program for Children (TAPPC) ua, Annual Report 2019 18 P` Fire Prevention, Inspection and Enforcement • Inspect commercial, residential, vulnerable occupancies and industrial mercantile for Fire Code compliance • Enforce the Fire Code and related fire safety standards Emergency Response (Suppression) • Respond to emergencies including: ■ Fire ■ Motor vehicle collisions ■ Medical support ■ Alarm notification ■ Natural disasters ■ Public hazards — CO incident, gas leak, power lines down, spills ■ Assistance to Police and other agencies ■ Rescue — water ice rescue, persons trapped in elevator, high angle rescue Celebrating Succes Staff gathered at the Garnet B. Rickard Recreation Complex on December 10, 2019 to honour those that have achieved the Fire Services Exemplary Service Medal and Ontario Fire Services Long Service Medal. EnR..r-. Annual Report 2019 1 10 Page 314 Fire Services Exemplary Service Medal The Fire Services Exemplary Service Medal program, created on August 29, 1985, honours members of a recognized Canadian fire service who have completed 20 years of service, ten years of which have been served in the performance of duties involving potential risks, and were employed on or after the date of creation of the medal. Exemplary service is characterized by good conduct, industry and efficiency. This year's recipients were: Rob Gardner, Acting Captain — 2U year Federal Medal Tony Santos, Acting Captain — 20 year Federal Medal Darryl White, Acting Captain — 20 year Federal Medal Brent Pearce, Firefighter — 20 year Federal Medal Ontario Fire Services Long Service Medal The Ontario Fire Services Long Service Medal was first awarded in 1971 as an expression of appreciation and recognition of uniformed staff for 25 years of dedication and hard work within the Ontario fire service. At 30 years of service and every 5 years thereafter, a service bar may be requested and added to the medal's ribbon. Spouses of medal recipients receive a companion brooch. This year's recipients were: Randy Cowan, Platoon Chief — 30 year Provincial Bar Ken Ostler, Chief Training Officer — 30 year Provincial Bar Randy Reinert, Chief Fire Prevention Officer — 30 year Provincial Bar Mark Ulrich, Platoon Chief — 30 year Provincial Bar Bob McCutcheon, Captain — 25 year Provincial Medal Paul Rowan, Acting Captain — 25 year Provincial Medal Bill Speakman, Acting Captain — 25 year Provincial Medal Harry Koerssen, Volunteer District Chief — 30 year Provincial Bar Promotions Firefighter Dan Pellerin was promoted to the rank of Acting Captain. Volunteer firefighters Robert McQuay and Phillip Jordan were promoted to the rank of Captain. Volunteer firefighters Ben Easa and Paul Hutchison were promoted to the rank of Acting Captain. Page 315 Annual Report 2019 1 11 Comings and Goings Farewell! On May 31, 2019 Fire Prevention Inspector Bill Reid retired after almost 20 years of dedicated service to the Clarington Emergency and Fire Services Department. Bill started as a volunteer firefighter with Hamilton Township in 1983. In 1989, he began his career as a Fire Prevention Inspector with the Scarborough Fire Department. The Department also said farewell to the following volunteer staff. Captain Bill Schmahl (Station 2), 16 Years of Service Firefighter Neil Christie (Station 4), 19 Years of Service Firefighter Roy Warwick (Station 5), 17 Years of Service The Municipality of Clarington thanks you for your dedication and services provided to keep our community safe. Welcome to the Team! The retirement of a suppression member in December 2018 provided us the opportunity to promote Ian Roy to a fulltime firefighter from our volunteer ranks. We also welcomed Bridgette Diotte as our new Fire Prevention Inspector. Bridgette started as an inspector for Toronto Fire two -and -a -half years ago. She brings with her a vast knowledge of hoarding and residential inspections. Bridgette's area of focus will be for occupancy groups D — Business and Personal Services and E — Mercantile Occupancies. Annual Report 2019 1 12 Page 316 ire Prevention Fire Safety Education Fire Prevention staff perform a variety of functions in accordance with the FPPA and policies of the Department with one goal in mind; creating a fire safe community. Alarmed for Life (AFL) 4 a Staff visited 2,027 homes across Clarington for the Alarmed for Life Program during the months of June to October. AFL core components: • Smoke Alarms; educate residents on the importance of working smoke alarms. Smoke alarms are critical for life safety and are required on all levels of your home and outside all sleeping areas. Alarms must be replaced within the time specified in the manufacturer's instructions. • Carbon Monoxide Detectors; must be located outside all sleeping areas if you have an attached garage, a fireplace and/or a fuel fired appliance such as natural gas and oil. • Home Escape Plan; communicating the importance of having a home escape plan with recommendations of practicing the plan with 2 ways out to a predetermined spot. Family Safety Day and Fire Prevention Week On September 28 we held our 18t" annual Family Safety Day, alongside 49 organizations to share safety tips and educate the community. Approximately 2,500 attended! 1. of ver hero wears a ca e "r The National Fire Protection Association (NFPA) is the official sponsor of Fire Prevention Week for more than 90 years. This year's Fire Prevention Week campaign focused on escape planning and situational awareness. It is imperative to be aware of available exits in a building if an alarm system sounds. Page 317 Annual Report 2019 1 13 Junior Firefighter Program 2019 was a special year for the Junior Firefighter Program as we celebrated its 25th Anniversary. The JFF Program launched in the summer of 1995. Fire Chief Gord Weir, a Captain at the time, was instrumental in starting the program. Chief Weir was successful in receiving funding from Ontario Power Generation which allowed the department to offer the camp free of charge. In the first year, four week-long courses were offered to 20 children per week for a total of 80. The camp now offers five week-long courses during the months of July and August to 40 children per week for a total of 200. PAGE 4 GLAnIHGTON THIS WEEK, Wednesday, AArQ 9, 1995 Junior Firefighters program is cool with the kids BY CINDY and touring fire €-olved in the lucid cldldren of sppli-nl to suss taming how UvsHALL nngl nes. This is Cinr€ngton Ciro about whm exact- the program Is soy 1. pre ent and Thls Wot, StaF enyI mg but yen department's - Iy a firefighter ndicatlon,the extinguish fire Writer typical summer fool,, Firefighters dues, says Capl. program got off was why he wunt- H]xHogainhing amp. Those are program: In Ibis I:ford Weix !hc ground just in W to join the pro - pan fires, wmwt- just a tew of the its fits( year, the 1cn [l West, [ima "1Ve had oo gr m- "If thorn ing �jaws-of-I tfe activities i- pmgrmn is 12, decided, Ia problrsn filling the was a Fire in my demonstrutiens, need by children innlrnetiog A mall for just that . h0 spots," says huuw, I wouldn't Weir, vho po t &rr he, to Vu t t didn't kIlie dcpltmni t t htt I h t go[ 100 -. d Both J It fifcfightem and pp3 at' - f d. R b y, hst y d the_ f e c k h l 1h y t ,. fit. arnl all tht- t rg P 6,. m. suit, if they want Jennell says the Jtp tm'ni - to bcwmc f re- -� -she was surprised offers fear week- fighters, it's Io le-arn thnt rir tong courses for inethiog they'll ,{ tighter, uften play 20 hldr (per keep in mind. the lama rolo us ssicn) ages 11 paramedics. and 12. M well new a expu,ing chd _ u, IAlthough, to claringtnn, the drun to thu duties ' idea of 3un3or of a fircfightcp FirefightersN they arc also "net a new on to taught basic first the —6ce,' says aid, fire pmvcn Cupl. Weir, who tin, and how to s insHnnahtal use a fire exlin-. starting the guisher. local program. 'Ruh Weir, 12' If 1he number son of Caps. Weir COOL JOB: Yuungcte,, in theCi ringion Fire Npattment's first JHnict Firefighters pregrarn Ic how to handle a hose- Fmut 10 hdck are Vincent Caraaiolo, Joshua Vreugdenhill and Sarah Pros(. Page 4 Clarington This Week, Wednesday, August 9, 1995 Each week children learn the importance of fire safety, the role of a firefighter and what actions to take in the presence of an emergency. They also learn some great fire and personal safety skills as well as team work abilities. Emergency responders such as the Region of Durham Paramedic Services, Durham Regional Police and CN Police Service attend the camp weekly to provide invaluable lessons on safety and information about their jobs. OPG's Wesleyville Fire and Rescue Training Academy also attend weekly to teach the junior firefighters how to use a fire extinguisher, fire hazards and fire safety information. � G f Each week one child is awarded the Kaleigh Meringer Memorial Leadership war is award is given to a Junior Firefighter that displays the attributes which best describes Kaleigh, and includes the greatest amount of enthusiasm, creativity and leadership of the group. The award was first issued in 2010. This year's first recipient was Brooke MacKinnon. Thanks to the generous donations and support from Ontario Power Generation, our community and local businesses, the program continues to be a great success. Registration for the camp is available online through Clarington's eACTIW site for children ages 10 and 11 who are Clarington residents and have not attended the camp before. } B AC iv Cia Page 319 Annual Report 2019 1 15 IgF (SP.ARKY VFW Public Education Activities Public Education Activity Station Tours Volume 40 School Visits 4 Public Events 25 Safety Lectures 61 Extinguisher Training Events 9 TAPP-C Attendance 5 We strive to educate the public about fire safety through various education programs, hall tours and community events as well as provide safety lectures and fire safety training to families, community groups, schools, clubs and businesses in Clarington. Fire safety materials are available to residents at Clarin-qton.net/Town-Hall/Fire-Safety. Annual Report 2019 1 16 Page 320 RE M v Calprgp �11��111 QIW6Y ✓� --- r_. -_ r� r __J�,1 cal I before t. �prwr you dig! Troy away r om ails Can Kill town �' fr ..�, o Electricity Safety & Conservation an Page 321 Molly the Fire uogi MOLLY'S ROOM MEE71N� p�4CF e cnoc�Hk we �8.: ire Inspections Our team of inspectors perform inspections and fire investigations following a complaint, request, retrofit, or when self -initiated in accordance with the Fire Protection and Prevention Act (FPPA) and policies of the department. A total of 460 inspections were conducted in 2019. The table below lists the total number of inspection services performed. Inspections 460 Complaints Response 95 Burn Permits 185 Fire Safety Plans Reviews 50 General Plans Reviews 193 Site Visit 139 Fire Investigations 22 FPPA Part 3 Charges Laid 0 FPPA Part 1 Charges Laid 2 ---- -- -n • Carbon Monoxide Detectors must be installed outside all sleeping areas if you have an attached garage, a fireplace and/or a fuel fired appliance • Many Ontario homes have an average 4-6 fuel - burning appliances' that produce carbon monoxide • Symptoms of Carbon Monoxide Poisoning include: • Headache • Dizziness • Nausea • Breathlessness • Collapse • Loss of Consciousness 'Statistics provided by the Office of the Fire Marshal and Emergency Management Page 323 Annual Report 2019 1 19 Community Event! Tim Horton's Camp Day Staff participate in the annual Tim Horton's Camp Day to help raise funds for the Tim Horton's Foundation Camps. Bowmanville Remembrance Day Service Each year the Fire Chief lays a wreath on behalf of Fire Administration. Several staff members participate by marching in the Bowmanville Remembrance Day parade. Durham Regional Police Service Festive R.I.D.E. Campaign Staff from Station 2, Newcastle, assisted DRPS the first week of their annual Festive R.I.D.E program. R.I.D.E. (Reduce Impaired Driving Everywhere) is a sobriety testing program used by police in Ontario. Epilepsy Durham Region On December 17, Epilepsy Durham Region presented Lora the Lavender Labrador plush charity dog to first responders at the Region of Durham headquarters. Staff will distribute the plush dogs when tending to people in traumatic situations to help provide some comfort. �TTT-" Annual Report 2019 1 20 Page 324 Durham Regional Police Service Food and Toy Drive Every year DRPS provides boxes to each of our fulltime stations to collect food and toy donations from the community. A huge contributor to the toy drive is a local business, Phoenix A.M.D. International. Phoenix has been donating toys to the fire station for the past 14 years in support of the DRPS toy drive and the Salvation Army; with each donation larger than the last. Several cargo vans and the Durham Region Transit Holiday Bus were brought in to transport the toys and approximately 40 bikes. Fire Suppression Our highly trained fire suppression staff are able to provide assistance and respond to a variety of emergencies and situations. Core services provided by staff include fire suppression in both an offensive and defensive mode and search and rescue operations, forcible entry, ventilation, protecting exposures, salvage and overhaul as appropriate. Staff provide emergency pre -hospital care that includes medical acts such as defibrillation, standard first aid, CPR, and EPIPEN assistance. Other core services include: Special Rescue — extrication, rope rescue, water/ice rescue; Defensive Hazardous Material Emergency Response — conducted to the operations level by fulltime staff and awareness level by volunteer firefighters; Confined Space. Volunteer Recruits CEFS hired 18 new volunteer firefighters targeting our full complement of 25 volunteer firefighters for each of our five stations. Brodie Tutton, Greyson Ulrich, Trevor Bell, Chris Crichton, Juan Diez, Scott Sikma (left to right) Dustin Forsey, Devon Dennis, Lucus Pearson, Andrew Bossema, Tyler Grindrod, Ryan Spencer (left to right) Tyler Gaulton, Adam Conners, Montgomery Wheller, Curtis Watson, Bryan Strong, Adrian Jacobs (left to right) Annual Report 2019 1 22 Page 326 Training Every year staff perform vital training necessary to meet the legislative requirements of the Ontario Fire Prevention and Protection Act (FPPA) and the Occupational Health and Safety Act of Ontario (OHSA). Training expanded in the following areas for 2019: Firefighter Survival; in 2018 two of our fulltime firefighters " received certification as Firefighter Survival Instructors through the International Association of Firefighters (IAFF). With their new certification they provided lessons to staff on the 12 skill centers in 2019. Staff also completed eight hours of online training through the IAFF. Elevator Rescue; staff received extensive training in performing an elevator rescue. This training included identifying the different types of elevator systems, how to identify and locate the elevator machine room, the difference between the inner and outer elevator door, the main parts of a Rescue Action Plan, an understanding of how a hydraulic elevator works, the use of an elevator key -tool, how identify the location of the Emergency Rec� Switch and its purpose, as well as identifyir the main elevator disconnect. Staff responc to nine elevator rescue incidents in 2019. Rope Rescue — Sk. ; firefighters lower themselves using a system of anchors, webbing, ropes, carabiners and other devices to reach a trapped person. Our staff expanded their skill set to include slope or low angle rescue. Staff learned the necessary skills on how to use a stokes basket in a slope or low angle environment safely. In using the stokes basket, we can provide greater support for long distance transport or more serious injuries. Staff responded to three rope rescue calls in 2019. One of which they utilized their new skills rescuing a resident who had driven an ATV over a steep cliff in Newcastle. is M1111Ud1 RCIJVI l LV17 I 23 Emergency Response Statistic In 2019, crews were dispatched to a total of 4,268 emergency incidents of which 129 (3.02%) were fires with an estimated dollar loss of $3,317,011. The following is a summary of emergency incidents by response type. 2019 Incident Breakdown ResponseTotal AM Change Volume L 1 2019 ,. IncidentsVolum Property Fires / Explosions 75 86 +14.67% 2.02% Outdoor (No Loss Fires) 53 43 -18.87% 1.01 % Burning Controlled 78 80 +2.56% 1.87% CO False Calls 150 166 +10.67% 3.89% False Fire Calls 383 350 -8.62% 8.20% Medical/Resuscitator Call 2,108 2,313 +9.72% 54.19% Other Response 385 502 +30.39% 11.76% Overpressure Rupture/Explosion (No Fire) 1 1 0.00% 0.02% Pre Fire Conditions/No Fire 57 81 +42.11 % 1.90% Public Hazard 208 170 -18.27% 3.98% Rescue 431 476 +10.44% 11.15% Call Volume by Geographical Area Geographical Bowmanville and surrounding area 2,084 Newcastle and surrounding area 736 Orono and surrounding area 229 Courtice and surrounding area 1,088 Enniskillen and surrounding area 131 Annual Totals I 1211k, �• Call Volume 3,636 3,737 3,675 3,929 4,268 7 Civilian Injuries 3 5 1 1 7 Firefighter Injuries 1 0 0 0 1 Fatalities 1 0 0 0 0 Dollar Loss $4,563,251 $6,248,757 $4,244,699 $2,738,750 $3,317,011 Annual Report 2019 124 Page 328 Acknowledgments Clarington Emergency and Fire Services would like to acknowledge all agencies, businesses and organizations that have collaborated with us this past year. We are grateful for your support. Our goals are ambitious and your contributions make it all possible. We are thankful for the continued support of: Ontario Power Generation — because of your partnership with us, we are able to provide residents with Family Safety Day and our Junior Firefighter program and continued training and professional development for our front line staff. Durham Regional Police - for your efforts in providing community safety and continued support of our firefighters during emergency situations and participation in our Junior Firefighter Program. Region of Durham Paramedic Services - for working together with us on scene and helping educate residents by participating in our Junior Firefighter Program and Family Safety Day. CN Rail Police — for providing rail safety information during your participation in our Junior Firefighter Program. Red Cross - for providing temporary arrangements to our residents who are displaced during an emergency. Tim Horton's of Clarington and Salvation Army — for providing food and beverages to our residents and firefighters during emergencies. ONTAR10ruwER GENERATION Darlington Nuclear AR Page 329 Annual Report 2019 1 25 0 Connect With Us Inquiries or questions? Contact us at: ll@ClaringtonEFS I 0@clarchief � 905-623-5126 V fire@clarington.net or visit Station 1, 2430 Highway 2, Bowmanville ON L1 C 6C8 L Page 330 CLA 0 FIw.� 111�C011 Uat Page 332 Clarington Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: June 22, 2020 Report Number: ESD-005-20 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 — Q1 2020 Recommendation: 1. That Report ESD-005-20 be received for information. Page 333 Municipality of Clarington Report ESD-005-20 Report Overview Page 2 The Emergency and Fire Services Department is responsible for delivering fire suppression and emergency response, fire prevention and public education programs in accordance with the Fire Protection and Prevention Act (FPPA). This Report provides Council with an overview of the activities associated with the Department's Suppression and Fire Prevention Divisions for Q1 of 2020. 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 1,029 calls in the first quarter of 2020. Of the 1,029 incidents, 29 were property fires with an estimated dollar loss of $1,099,700. 1.3 The following is a summary of emergency incidents by response type (see Attachment 1 for description): Response Type Q1 2019 Q1 2020 % Change % of Total 2020 Property Fires/Explosions 18 29 +61.11 % 2.82% Outdoor - No Loss Fires & Burning - Controlled 11 22 +100.00% 2.14% CO False Calls 41 33 -19.51 % 3.21 % False Fire Calls 71 86 +21.13% 8.36% *Medical/Resuscitator Calls 576 587 +1.91 % 57.04% Other Response 100 84 -16.00% 8.16% Overpressure Rupture/Explosion (No Fire) 1 1 0.00% 0.10% Pre Fire Conditions/No Fire 16 21 +31.25% 2.04% Public Hazard 39 33 -15.38% 3.21 % Rescue 125 133 +6.40% 12.92% *See Section 2 Page 334 Municipality of Clarington Report ESD-005-20 1.4 Call Volume by Geographical Area (Generated by first vehicle dispatched according to geography) Page 3 Geographical Area Call Volume Call Volume % Bowmanville and surrounding area 443 43.05% Newcastle and surrounding area 186 18.07% Orono and surrounding area 61 5.93% Courtice and surrounding area 299 29.06% Enniskillen and surrounding area 40 3.89% 1.5 Annual Total for Comparison at a Glance Event Type 2016 2017 2018 2019 2020 Call Volume 3,736 3,675 3,929 4,268 1,029 Civilian Injuries 4 1 1 7 0 Firefighter Injuries 0 0 0 1 0 Fatalities 0 0 0 0 0 Dollar Loss $6,148,757 $4,244,699 $2,738,750 $3,317,011 $1,099,700 2. Medical/Resuscitator Calls 2.1 The following chart lists the medical call volume by geographical area. Emergency Request Call Volume Call o Volume /o % of Q1 Calls Bowmanville and surrounding area 256 43.61 % 24.88% Newcastle and surrounding area 97 16.52% 9.43% Orono and surrounding area 32 5.45% 3.11 % Courtice and surrounding area 185 31.52% 17.98% Enniskillen and surrounding area 17 2.90% 1.65% Page 335 Municipality of Clarington Page 4 Report ESD-005-20 2.2 The following chart lists the total medical calls to long-term care (LTC) and medical facilities. Total % of LTC / Medical Facility Address Medical Medical Calls Calls Glen Hill Marnwood 26 Elgin St., 4 0.68% Bowmanville Seasons Clarington Retirement Home 65 Clarington Blvd., 12 2.04% Bowmanville Glen Hill Strathaven 264 King St. E., 5 0.85% Bowmanville Bowmanville Creek Retirement 105 Queen Street, 8 1.36% Community Bowmanville Fosterbrooke Long Term Care 330 King Ave. West, 5 0.85% Newcastle WhiteCliffe Terrace Retirement 1460 Highway 2, 13 2.21 % Residence Courtice Bowmanville Clinic 222 King St. E., 5 0.85% Bowmanville Walmart Clinic 2320 Highway 2, 2 ° 0.34/o Bowmanville Courtice Health Centre 1450 Highway 2, 12 2.04% Courtice Newcastle Urgent Care Clinic 50 Mill St. N., 0 0.00% Newcastle 2.3 6.41 % of Q1 calls were for LTC/medical facilities. Crews arrived on scene prior to EMS 39.39% of the time, at an average of 3.60 minutes. The average time on scene was 9.67 minutes. 3. Fire Prevention Division 3.1 Fire Prevention staff continue to perform a variety of functions in accordance with the FPPA and policies of the Department focusing on; creating a fire safe community. These functions are implemented through public education programs and fire inspections. Page 336 Municipality of Clarington Page 5 Report ESD-005-20 3.2 The following is a summary of inspection services performed during the first quarter. Fire Prevention Activity — Q1 Volume Complaint Inspections 18 Requested Inspections 16 Self -initiated Inspections 78 Retrofit Inspections 1 Burn Permits 28 Fire Safety Plans Reviews 4 General Plans Reviews 52 Site Visits 24 Fire Investigations 4 FPPA Part 3 Charges Laid 0 FPPA Part 1 Charges Laid 0 3.3 The following is a summary of the various public education activities we attended in the first quarter of 2020. Public Education Activity — Q1 Volume Station Tours 3 School Visit 2 Public Events 2 Safety Lectures 9 Extinguisher Training Events 0 TAPP-C Attendance 0 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 337 Attachment 1 to Report ESD-005-20 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 338 Clarington Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: June 22, 2020 Report Number: CSD-007-20 Submitted By: George Acorn, Director of Community Services Reviewed By: Andrew C. Allison, CAO By-law Number: File Number: Resolution#: Report Subject: Diversity in Clarington — Update on Diversity Initiatives and Clarington's Diversitv Advisory Committee Recommendation: 1. That Report CSD-007-20 be received for information. Page 339 Municipality of Clarington Report CSD-007-20 Report Overview Page 2 This Report provides an overview of the work of Clarington's Diversity Advisory Committee as well as initiatives that staff are undertaking to support Diversity and Inclusion in the workplace. The Committee has completed its first full year of operation. This Report provides highlights of the initiatives the Committee has accomplished and looks to the work the Committee has planned moving forward. 1. Background 1.1 Clarington is a growing community. According to the 2016 Census, our population grew by 8.8% since 2011, above the Durham Region average of 6.2%. As with any growing community, diversity grows alongside the population. Individuals each possess unique characteristics including ethnic origin, age, gender, sexual orientation, socioeconomic status, amongst others. These differences help make our community vibrant. 1.2 While our immigrant population was well below the regional, provincial and national averages in 2016, the growth of infrastructure coming to Clarington like the 407, the GO Train expansion and addition of new industry/jobs will all contribute to an evolving, more diverse community. 1.3 In 2018, Clarington's Diversity Advisory Committee (CDAC) was approved by Council. CDAC was meant to encourage community engagement, gain input from our residents and recognize the importance and value of embracing diversity to provide an inclusive community. 2. Diversity Initiatives Annual Update Clarington's Diversity Advisory Committee 2.1 CDAC is a resident committee that acts as an advisory body for Council. Its mandate is to provide advice, comments and recommendations on issues affecting diversity in our community, to foster awareness, reduce barriers, promote inclusion and engage our residents. 2.2 Each member of CDAC is a volunteer, except for the Council representative and the staff member, the Community Development Coordinator, Diversity and Inclusion, from the Community Services Department. 2.3 The Committee is structured with staggered terms to ensure continuity of the work. Four of the initial members are serving two-year terms that will expire December 31, 2020 and four are serving four-year terms expiring December 31, 2022. The Council representative's term coincides with the term of Council. Members each bring their own Page 340 Municipality of Clarington Report CSD-007-20 Page 3 lived experiences and community connections. They share their perspectives on issues and opportunities helping to promote diversity in Clarington. Strategic Planning 2.4 When CDAC first began meeting in 2018, members felt it would be beneficial to set goals and prepare for the work ahead. Staff facilitated a strategic planning session which resulted in mission and vision statements to complement the terms of reference: Vision Statement (Who we are) The Diversity Committee is an advisory body that serves as a liaison between the Municipal Council and residents of Clarington on matters of diversity and inclusion. The committee strives towards a safe, welcoming and inclusive Clarington, where differences are celebrated, and the voices of all peoples are heard. Mission Statement (What we do) The Diversity Committee engages Clarington residents to raise awareness by celebrating our community's differences and strengths. The committee recommends policies and provides advice to the Municipality of Clarington on Diversity and Inclusion. 2.5 CDAC is working towards developing a workplan and have identified the following action items: INFORM: Recommend policies and provide advice to the Municipality of Clarington on Diversity and Inclusion. This will be accomplished by creating a Diversity Lens to evaluate issues; develop training and awareness programs for Council, staff and the community; collaborate where appropriate with local agencies. AWARENESS: Raise awareness by celebrating our community's differences and strengths. Recognition of local and national celebrations, social media campaigns to raise the profile of CDAC in the community and working with local schools and groups to facilitate presentations on diversity information will all be undertaken. ENGAGE: Create a safe, welcoming and inclusive Clarington by finding out why people love living in Clarington and why they feel included / connected. Surveying our community to determine how best to engage our residents and collaborating with local agencies to share information about the Committee will all be tactics used to broadly engage residents and stakeholders. Land Acknowledgement Statement 2.6 As part of building awareness, in 2019, through Clarington's CAO's office, CDAC was asked to provide a recommendation on the use of a Land Acknowledgement Statement. Page 341 Municipality of Clarington Report CSD-007-20 Page 4 2.7 A working group of Committee members was formed. Through consultation with Mr. Dave Mowat, then Consultation, Lands and Membership Supervisor with Mississaugas of Scugog Island First Nation, now Chief of Alderville First Nation, a draft Land Acknowledgement Statement was prepared and shared with Council for consideration. 2.8 CDAC recommended, through staff Report CSD-010-019, that Council adopt the use of a Land Acknowledgement Statement at the start of regular and special meetings of Council and its Standing Committees held in the Municipality of Clarington, at civic celebrations, and other official events that are hosted by the Municipality. This recommendation was approved on October 28, 2019 through resolution #GG-468-19. 2.9 Additionally, Council indicated that staff be directed to develop a training plan, in collaboration with the Diversity Advisory Committee and representatives of our local Indigenous community. This would provide Indigenous cultural awareness for Members of Council and staff. This plan is being developed and will be implemented with funds approved through the 2020 Municipal Budget. Community Diversity Survey 2.10 As part of Engaging with the community, CDAC launched a Community Diversity Survey to the residents of Clarington throughout the month of November 2019. The survey's intent was to engage our residents to learn more about the make up of our community, find out what we are successful at and identify on issues surrounding diversity and inclusion. 2.11 The survey was available November 1 to November 30, 2019. It was available online and in paper form at municipal recreation facilities and Town Hall. There were 139 responses received with 60% of the respondents identifying as living in Bowmanville. Over 60% have lived in Clarington for over 10 years. Just over 50% felt that Clarington is a diverse community and almost 70% feel Clarington is an inclusive community. 2.12 Survey respondents shared their personal experiences around diversity and inclusion in Clarington. CDAC will continue to review the survey results to further inform their workplan and projects. Diversity Lens 2.13 The CDAC is working on developing a Diversity Lens that could be used by elected officials, municipal staff, committees, community partners and consultants. 2.14 A Diversity Lens helps you see things from a new or different perspective. It is a tool that creates awareness of diversity in the development of policies and programs with a goal of addressing systemic barriers and inequalities people face. Page 342 Municipality of Clarington Report CSD-007-20 Page 5 2.15 Committee members have reviewed samples of Diversity Lens' used in other municipalities and other agencies to determine best practices. This research is being used to develop a Clarington specific tool that will allow for the identification of possible options for improving various initiatives while respecting and promoting diversity and inclusion. Staff Initiatives to Support Diversity and Inclusion 2.16 In July of 2019, a Community Development Coordinator in the Community Services Department was assigned the portfolio of Diversity and Inclusion. This was done based on advice and research as to how to best support the CDAC and be successful in enhancing the Committee's goals in the Corporation. 2.17 As a result, some great training has already taken place. Early in 2019, staff participated in a training on inclusive language for marketing; in September 2019, a training was held with Community Services Department staff where guest speakers of diverse backgrounds came in to tell their stories and answer any questions; trainings related to the LGBTQ2S+ (Lesbian Gay Bisexual Transgender Queer Two Spirit) community were held with various staff teams, and corporately in November of 2019 a lunch and learn was held in Council Chambers to train on and discuss unconscious bias. The trainings were well received by all staff in attendance. 2.18 As part of the approved 2020 budget process, staff had requested funds to become a member of the Canadian Centre for Diversity and Inclusion (CCDI). As a result of that approved money, the Municipality, as of April 24, is an employee partner of the CCDI. This membership not only demonstrates the Municipality's commitment to promoting diversity and inclusion, but also provides staff access to a wealth of resources, training and learning opportunities to enhance their knowledge. 2.19 Since April 2020, staff have had access to participate in seven webinars. The topics included: • Managing micro -aggressions • Leveraging cultural differences at work • The history of Indigenous Peoples in Canada • Intersection of race, mental health and stigma in the age of COVID • Exploring your Employer Partnership • Allyship — Your role in supporting minorities • Addressing exclusion and racism in the workplace and community Page 343 Municipality of Clarington Report CSD-007-20 3. Next Steps Page 6 3.1 Throughout 2020, CDAC will continue to provide advice, comments and recommendations on issues affecting diversity in our community, reduce barriers and promote inclusion. In keeping with their goal of informing, raising awareness and engaging with our community, the Committee will: • Participate at various community events across Clarington; • Collaborate with staff on a training plan for Council, staff and the community that addresses issues surrounding Diversity, specifically including Indigenous Cultural Awareness training; • Participate and promote a diversity photo shoot in partnership with Clarington's Tourism Advisory Committee to develop a collection of diverse photos, representative of our whole community, for use in promotional material by the Municipality and their Tourism Partners; • Develop a social media plan to raise awareness about Clarington's Diversity Advisory Committee and various cultures, holidays and observances; • Collaborate with community agencies to raise awareness and celebrate our community's diversity; and • Look to celebrate existing diversity related events like Black History Month 4. Concurrence 4.1 Not Applicable. 5. Conclusion 5.1 It is respectfully recommended that the Report on the update of the activities of the Diversity Advisory Committee and staff be received for information. Staff Contact: Lee -Ann Reck, Manager, Client Services, 905-623-3379 ext. 2508 or Ireck(a)_clarington.net. Attachments: Not Applicable Interested Parties: There are no interested parties to be notified of Council's decision. Page 344 Clarington Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: June 22, 2020 Report Number: CSD-008-20 Submitted By: George Acorn, Director of Community Services Reviewed By: Andrew C. Allison, CAO Resolution#: File Number: By-law Number: Report Subject: Fee Assistance Program Recommendations: 1. That Report CSD-008-20 be received; 2. That the Fee Assistance Program (FAP) as outlined in this Report be approved; 3. That expired credits on Active.net accounts and unredeemed Jumpstart funds be used to offset the cost of the Fee Assistance Program; and 4. That staff be directed to update all advertising, forms and communication plans related to the Fee Assistance Program. Page 345 Municipality of Clarington Page 2 Report CSD-008-20 Report Overview The Fee Assistance Program (FAP) provides Clarington residents that wouldn't normally be able to afford recreation and leisure programs the opportunity to register and participate by removing a financial barrier. Residents whose annual income is at or below the Government of Canada's Low Income Cut Off (LICO) are currently eligible to apply under the FAP. If approved, customers can register for eligible programs and memberships through the normal registration process. The original program was launched in 2008 and shortly after, the Durham Region launched a working group, Advancing Access to Affordable Recreation in Durham (AAARD) Committee to coordinate efforts across the Region. Staff have monitored the uptake, short comings and use of this program and are recommending changes that will better serve the community by increasing access to Recreation and Leisure programs and services by further removing financial barriers. 1. Background 1.1. The Fee Assistance Program was originally introduced in 2008 to provide a program for residents facing a financial barrier to participating in our recreation and leisure activities. By implementing this program, people who otherwise would not be able to afford to participate had the option to enjoy the benefits of recreation. The original Program offered all qualifying individuals 50% off up to three activities or three 10-ticket passes per year. Since that time, minor modifications have been made to the Program for ease of administration. 1.2. To further accessibility efforts across the Region, the Advancing Access to Affordable Recreation in Durham (AAARD) working group was formed in 2013. The group is comprised of representatives from: Durham Region Municipalities (Clarington, Oshawa, Whitby, Pickering, Ajax, Brock, Scugog), Durham Region, the Abilities Centre, Boys and Girls Club of Durham, Community Development Council of Durham, Girls Inc., Grandview Kids, Canadian Tire Jumpstart, Their Opportunity and the YMCA. 1.3. The group continues to meet regularly, share best practices, coordinate programs with Durham Region Social Services and partner on Region -wide programs and studies. An example of this is FUSE Durham, a comparative research project to determine if participation in health, recreation and wellness programs increased student attendance, child and adult well-being, and assisted families to become less dependent on Ontario Works. 1.4. In addition to the FAP, the Municipality is a community partner with the Canadian Tire Jumpstart (CTJ) program. This program funds children ages 4 — 18 years old up to $600 per calendar year to participate in recreation activities. As the first point of contact, Page 346 Municipality of Clarington Report CSD-008-20 Page 3 Community Services supports applicants, follows up to collect any missing documentation and forwards completed applications to Canadian Tire Jumpstart. Jumpstart applicants use their funds to participate in a range of programs and activities offered by organizations across Clarington, including the Municipality. As the CTJ program is the responsibility of Canadian Tire, staff are not indicating any proposed changes to the program. It should also be noted this program is very effective at providing financing to our community and is very well subscribed to. 1.5. In addition to expanding access to our recreation programs and activities, it is very important to maintain the confidentiality and dignity of all program participants. As such, residents can follow the same registration process as all other participants. Active Net, our recreation software program, allows staff to attach the subsidy to the family account, which helps ensure each resident feels confident that their participation in programming puts them on an even playing field with all other participants. 2. Program Current Program 2.1. The FAP program is open to all Clarington residents, whose family income is at or below the Government of Canada Low Income Cut Off (LICO). There is an application process which outlines the eligibility for residents, along with the required documentation to be considered for the subsidy. Staff review all applications, verify the information against the criteria and inform all customers whether they are successful. 2.2. Residents can complete an application which can either be emailed to us, or they can be dropped off at any municipal recreation facility. Staff in the Community Services Department review all applications against the program criteria. Once approved, a credit of $300 is placed on the applicant's Active.Net account for each qualified family member. All credits or unused balances expire after a 12-month period. With the credit(s) on account, a resident is then able to register for programs and activities. 2.3. All FAP applications are automatically approved for any residents who present a Durham Region Social Services seasonal card, without additional documentation, creating a simplified process. Both programs have the same eligibility requirements and this efficiency assists residents to access the subsidy without additional barriers. 2.4. To indicate the popularity of this program, during the period April 1, 2019 to March 31, 2020, there were a total of 267 applicants that were approved, totaling $76,800 (as some parents have opted out of the subsidy for themselves). This time period was used based on the implementation timeline of the original program. At this time, we are not able to confirm the total value of applications redeemed. We expect the uptake on this program will increase with the reopening of recreation buildings and the return of programs and activities, following the COVID-19 pandemic. Page 347 Municipality of Clarington Report CSD-008-20 Page 4 Proposed Changes 2.5. In reviewing the applications received for the FAP, staff have noticed a significant number that have been marginally higher than the LICO cut off. In reviewing the programs of other municipalities, including members of AAARD, a reduced amount of money could be rewarded to people in this circumstance. In order to reach more residents in need, staff are recommending a reduced level of funding be provided to those families whose income is within 25% of LICO in the amount of $200 per eligible family member. 2.6. The LICO calculation is applied consistently across all jurisdictions and is calculated based on the population of a particular community. It does not take into consideration the proximity to larger urban areas and the possible impact this could have on the cost of living in that community. It is reasonable to conclude the cost of living in Clarington is very similar to other communities in the Greater Toronto Area (GTA) and Clarington residents do not benefit from a lower cost of living, as do many smaller rural areas, outside the GTA. 3. Financial Considerations 3.1. As the FAP provides credits on account for successful applicants to access for programs and activities, there is no actual cost to the Municipality. All redeemed credits are reflected as unearned revenue. Staff are recommending that an annual cap of $81,000 be set for the FAP. This amount translates into an award of $300 for a total of 270 residents. 3.2. To offset the value of the unearned revenue for the FAP, staff recommend that all expired credits remaining on individual Active Net accounts, after 24 months be deposited. At this time, it is not possible to quantify this annual value. 3.3. In 2018, the Community Services and Finance Departments developed a process to write off/expire credits that remained unused for a period of 24 months, to limit our financial liabilities. All customers have been advised of this process and were provided an opportunity to have a refund processed. Any credits remaining were then written off to a holding account. Customers still have the right to request a refund on their credit up to seven years. Any unclaimed amounts could be moved from the holding account to offset some of the subsidy costs. 3.4. Canadian Tire Jumpstart has instructed the Municipality not to return any unused funding. Unused funding occasionally happens when a family is unable to make use of their funding. As a result of CTJ not wanting the unused funding returned and asking that it be used to assist children with participating in sport, the Municipality could use those funds to offset the FAP subsidy program. Page 348 Municipality of Clarington Report CSD-008-20 Page 5 3.5. As of March 2020 there is approximately $27,000 in unused CTJ money and credits to the Active Credit Holding account that could be used to offset the unearned revenue from FAP subsidies. The amount of unused CTJ money varies annually and can range between $300 and $1000. 4. Concurrence 4.1. This Report has been reviewed by the Director of Finance/Treasurer who concurs with the recommendations. 5. Conclusion 5.1. It is respectfully recommended that Council approve the recommendations in this Report and direct staff to implement the necessary changes to this program. Staff are confident these changes will enhance the current program and provide much needed financial assistance to expand access to our recreation programs and activities. Staff Contact: Lee -Ann Reck, Manager Client Services, 905-623-3379 ext. 2508 or Ireck@clarington.net. Attachments: Not Applicable Interested Parties: There are no interested parties to be notified of Council's decision. Page 349 Clarington Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: June 1, 2020 Report Number: CLD-009-20 Submitted By: Anne Greentree, Municipal Clerk Reviewed By: Andrew C. Allison, CAO Resolution#: File Number: By-law Number: Report Subject: Appointments to the Accountability and Audit Committee and the CAO Review Committee Recommendations: 1. That Report CLD-009-20 be received; 2. That the Committee receive names of Committee members wishing to stand for appointment to the Accountability and Audit Committee, and that the vote be conducted to make the appointments, in accordance with the Appointment to Boards and Committees Policy;and 3. That the Committee receive names of Committee members wishing to stand for appointment to the CAO Review Committee, and that the vote be conducted to make the appointments, in accordance with the Appointment to Boards and Committees Policy. Page 350 Municipality of Clarington Report CLD-009-20 Report Overview This report is intended to provide background information regarding the Council appointments to both the Accountability and Audit Committee and the CAO Review Committee. 1. Background Page 2 1.1 At the Council meeting of March 2, 2020 received Report FND-027-19 and passed Resolution # C-092-20 to strike the Accountability and Audit Committee. 1.2 At that February 18, 2020 General Government Committee meeting, Council passed Resolution #GG-103-20 to strike a CAO Review Committee. This Resolution was ratified by Council on March 2, 2020. 2. Committee Composition Audit Committee 2.1 The Accountability and Audit Committee is to be composed of two Councillors, the Mayor, the CAO and other staff support, with the meetings to be 4 times per year, and to report to the General Government Committee. CAO Review Committee 2.2 The CAO Review Committee is to be established consisting of the Mayor and two Councillors, which would report annually to a closed session of the General Government Committee. 3. Appointment Status 3.1 To date no appointments have been made to either the Accountability and Audit Committee or the CAO Review Committee. Staff therefore recommends that Council consider proceeding with making the appointments to these committees at this time. Page 351 Municipality of Clarington Page 3 Report CLD-009-20 4. Concurrence Not Applicable. 5. Conclusion It is respectfully recommended that Committee consider conducting the vote to make the appointments to the Accountability and Audit Committee and the CAO Review Committee at this time. Staff Contact: Anne Greentree, Municipal Clerk, 905-623-3379 ext. 2102 or agreentree(a)_clarington.net. Attachments: None Interested Parties: There are no interested parties to be notified of Council's decision. Page 352 Clarington Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: June 22, 2020 Submitted By: Anne Greentree, Municipal Clerk Reviewed By: Andrew C. Allison, CAO File Number: Report Number: CLD-010-20 By-law Number: Resolution#: Report Subject: Delegation of Authority to Alter Records Retention Schedule/By-law Recommendations: 1. That Report CLD-010-20 be received; 2. That Council delegate the authority, to the Municipal Clerk, to approve and amend the Municipality of Clarington's Records Retention Schedule; and 3. That the draft by-law, Attachment 1 to Report CLD-010-20, delegating authority to approve and amend the Corporate Records Retention Schedule, to the Municipal Clerk, be approved. Page 353 Municipality of Clarington Report CLD-010-20 Report Overview Page 2 Clarington's Records Retention By-law 2015-057 establishes a schedule for the retention of records in the custody or control of the Municipality, and provides the Municipality with the legal authority to destroy redundant official and transitory records. Under the Municipal Act, 2001, the responsibility for the Municipality's records lies with the Clerk. As part of this function, the Clerk oversees the application of the Records Retention By-law and reviews any proposed changes. This report outlines the rationale for delegating authority to amend the Records Retention Schedule to the Municipal Clerk. 1. Background 1.1. Section 255 of the Municipal Act, 2001 provides that a Municipality may establish retention periods during which the records of the Municipality must be retained and preserved, and that except as otherwise provided, a record of the Municipality may be destroyed if a retention period for the record has been established and the retention period has expired or the record is a copy of the original record. 1.2. Any changes to the Records Retention Schedule are typically a result of legislative amendments or through a change in Departmental requirements (ie. record value). The Municipality subscribes to an Ontario -wide information management service to keep informed on changes to legislation and common retention periods for Municipal Records. In addition, any amendments are made in collaboration with affected departments to ensure they meet their administrative requirements. Following approval by the Municipal Clerk, these changes are then presented to Council in the form of an amendment to the Records Retention By-law. 1.3. The Municipality's current Records Retention By-law 2015-057 was passed by Council in September of 2015. Since that time there have been several changes to information management best practices that, if adopted, will improve the efficiency with which Clarington manages its records and our overall compliance with records retention periods. 2. Delegation of Authority to Municipal Clerk 2.1. In June 2017, Bill 68, Modernizing Ontario's Municipal Legislation Act, 2017, removed the requirement for Municipalities to gain the approval of the Municipal Auditor prior to any changes to its Record Retention By-law. Page 354 Municipality of Clarington Report CLD-010-20 Page 3 2.2. Over the past few years, many municipalities, including Richmond Hill, Halton Hills, Town of Cobourg, and the cities of Vaughan, Barrie, and Caledon, to name a few, have also delegated the authority to the Municipal Clerk to make amendments to their Records Retention Schedules. 2.3. In 2019, the CAO initiated the cultural shift for continuous improvement, including the concept of on -going review of business processes with the goal of improved efficiencies. Removing the two phases of approval, being the Auditor and Council, increases the efficiency with which we can be more responsive and make necessary changes to the Retention Schedule and improves our flexibility in responding to legislative or administrative change. 2.4. The Retention Schedule protects the Municipality by ensuring that records are retained for as long as required and disposed of routinely when no longer needed. Ensuring the timely disposal of records is as critical as retention; maintaining records containing personal or confidential information longer than necessary increases risk to the Municipality. Delegating this authority to the Clerk would allow any changes to be adopted almost immediately by each Department. 2.5. A review of the Records Retention Schedule is currently being conducted as part of two interlinked initiatives: the Organizational Review and the Municipality's transition to electronic records management. Both are being implemented through a phased approach, and as such, it is crucial to have the flexibility to make amendments to the Schedule as required for each phase. 3. Concurrence Not Applicable. 4. Conclusion It is respectfully recommended that Council delegate the authority to make amendments to the Records Retention Schedule to the Municipal Clerk. Staff Contact: Shelagh Staunton, Records Information and Legislative Projects Coordinator, 905-623-3379 x2104 or sstaunton@clarington.net. Attachments: Attachment 1 — Draft By-law to delegate authority to the Municipal Clerk Interested Parties: There are no interested parties to be notified of Council's decision. Page 355 Attachment 1 to Report CLD-010-20 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 2020-XXX Being a By-law to delegate the authority for establishing or amending retention periods to the Municipal Clerk and repeal By-law 2015-057 being a By-law to establish schedules of retention periods for records of the Municipality of Clarington. Whereas subsection 254(1) of the Municipal Act, 2001 provides that a municipality shall retain and preserve its records in a secure and accessible manner; And whereas subsection 255(3) of the Municipal Act, 2001 provides that a municipality may establish retention periods during which its records must be retained and preserved; And whereas subsection 255(2) of the Municipal Act, 2001 provides that a municipality's records may be destroyed if a retention period for the records has been established and the retention has expired or the record is a copy of the original record; And whereas subsection 228 (1) of the Municipal Act, 2001 sets out the duties of the Municipal Clerk including the duty to keep the originals or copies of all by-laws and of all minutes of the proceedings of Council; And whereas the responsibility for the management of all corporate records has been assigned to the Municipal Clerk; And whereas section 23.1 of the Municipal Act, 2001 authorizes a municipality to delegate its powers and duties to a person; And whereas the Council of the Municipality of Clarington deems it desirable to delegate the authority to establish, amend, and maintain the municipality's retention schedule; Now therefore the Council of the Municipality of Clarington enacts as follows 1. The short title of this By-law is the "Records Retention By-law". 2. That retention periods for all municipal records shall be as set out in the Records Retention Schedule. Page 356 Attachment 1 to Report CLD-010-20 3. That authority for establishing and amending the Records Retention Schedule for the Corporation of the Municipality of Clarington shall be delegated to the Municipal Clerk. 4. Upon the Municipal Clerk being satisfied that the relevant retention period established has expired, and that no reason exists for further retention, the Municipal Clerk may order the records to be destroyed, or to be set aside for permanent retention in an archival facility designated by the Municipal Clerk. 5. That By-law 2015-057, being a By-law to establish schedules of retention periods for records of the Municipality of Clarington, be repealed. 6. That this By-law shall come into force and effect immediately upon the final passing thereof. Passed in Open Council this XX day of MMMM, 2020. Adrian Foster, Mayor C. Anne Greentree, Municipal Clerk Page 357 Clarington Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: June 22, 2020 Submitted By: Anne Greentree, Municipal Clerk Reviewed By: Andrew C. Allison, CAO File Number: Report Number: CLD-011-20 By-law Number: Resolution#: Report Subject: Electronic Participation at Meetings During Routine Periods Recommendations: 1. That Report CLD-011-20 be received; 2. That the Procedural By-law be amended to provide for electronic participation at any meeting, including statutory Public Meetings under the Planning Act, for, a. Members of Council, in accordance the provisions set out in the Municipal Act, 2001, b. Delegations and presentations, and c. Members of the public 3. That Council authorize remote participation for local board meetings, and that any local board resolving to take advantage of the opportunity to participate electronically be directed to amend their procedural by-law accordingly; 4. That the Terms of Reference for all Council Advisory Committees be amended to allow for electronic participation up to, and including, all members and members of the public; 5. That once the LPAT has updated its procedural rules to provide for electronic hearings, Staff (i.e. Planning Services Department and Municipal Solicitor) be directed to undertake a review of the Committee of Adjustment By-law (83-83) to bring it up to date, including provisions for the holding of electronic hearings, and report back to Council with their findings and possible recommendations; 6. That the protocol for participating electronically shall be set out by the Municipal Clerk and may be amended from time to time; Page 358 Municipality of Clarington Resort CLD-011-20 Page 2 7. That the By-law attached to Report CLD-011-20, as Attachment 1, amending the Procedural By-law to allow for electronic participation at Council and Committee meetings, be approved; and 8. That all interested parties listed in Report CLD-011-20, and any delegations be advised of Council's decision. Page 359 Municipality of Clarington Report CLD-011-20 Report Overview Page 3 In 2017, the Municipal Act, 2001 was changed to allow electronic participation (i.e. telephone or video participation) by Members of Council and local boards. Recent changes to the Municipal Act, 2001 have allowed further electronic participation, but only during an emergency. The current remote participation experience during the pandemic has demonstrated that there may be a benefit to allowing electronic participation during routine periods. This report provides information on the steps required to implement remote participation, outside of a declared emergency, should Council choose. 1. Background 1.1. In January, 2018, Report CLD-003-18 summarized the impact of the changes as a result of Bill 68, which received Royal Assent in 2017. Arising out of Report CLD-003-18, and through Resolution #GG-026-18, Council directed staff to report back on implementation requirements, process and any associated costs for electronic participation in Council, Committee and Local Board meetings. 1.2. As a result of Bill 68, Section 238 of the Municipal Act, 2001 now states that: (3.1) The applicable procedure by-law may provide that a member of council, of a local board or of a committee of either of them, can participate electronically in a meeting which is open to the public to the extent and in the manner set out in the by-law provided that any such member shall not be counted in determining whether or not a quorum of members is present at any point in time. (3.2) The applicable procedure by-law shall not provide that a member of council, of a local board or of a committee of either of them, can participate electronically in a meeting which is closed to the public. 1.3. As a result of the COVID-19 pandemic emergency, Subsection 238(3.3) was added to allow Members participating electronically to count towards quorum and in closed session. 1.4. On March 23, Council passed By-law 2020-022 to amend the Procedural By-law to accommodate these emergency provisions. 1.5. Beginning on March 23, Committee and Council meetings have been taking advantage of the loosening of restrictions and at least the majority, if not all, of Council (and Staff and delegations) has been attending meetings remotely ever since. Page 360 Municipality of Clarington Page 4 Report CLD-011-20 1.6. Staff are anticipating a time when the emergency declaration will be lifted and therefore the Municipal Act reverts to the "standard" rules where electronic participants do not count towards quorum and cannot attend Closed Session. Council will need to decide if they wish to continue with the option of electronic participation, outside of the declared emergency and, if so, under what conditions if any beyond those set out in the Municipal Act, 2001. 2. Technology 2.1. The audio and visual equipment used in the Council Chambers (i.e. Crestron equipment) feeds directly to our electronic meeting management system (i.e. eSCRIBE) to livestream and archive the meeting video. 2.2. For the first "electronic meeting" on March 23, three members of Council were in the Council Chambers and four attended remotely via telephone. Subsequent meetings have been held in its entirety using Microsoft Teams. 2.3. All of the Microsoft Teams meetings have continued to be livestreamed and video archived through eSCRIBE but have run outside of the Crestron system because the microphones and projector have not been required. This approach will only work when all participants are on Microsoft Teams. Going forward however, should any one participant choose not to be on Microsoft Teams and want to use the Council Chambers including the microphones, this approach will not work. 2.4. Staff have been working with the Crestron representative to update the Crestron system to integrate Microsoft Teams into the control panel. This solution will enable Council to take advantage of the option of continuing to allow for electronic participation of Council members, delegations, presenters and staff while other Members are in the Council Chambers. 3. Discussion 3.1. During the COVID-19 pandemic Council and staff have evolved into conducting smooth and effective meetings which are open to the public. The question before Council, currently, is whether to continue with electronic participation, and if so under what conditions. 3.2. The Municipal Act, 2001 requires that the majority of members of Council must be present in the meeting, with the option for the remaining members to participate remotely. Page 361 Municipality of Clarington Report CLD-011-20 Electronic Participation for Council Members Page 5 3.3. Prior to COVID-19, many municipalities elected to allow for electronic participation but only in limited circumstances, such as: o Where a member is travelling outside of the municipality, or o Where a member is ill and not fit to physically attend the Chambers 3.4. Other municipalities chose not to allow electronic participation for a variety of reasons including apprehension of the technology, perceived lack of accountability, accessibility to the public, and lack of funds available to invest in the required hardware and software. 3.5. As stated earlier, Clarington Council has mastered the concept of electronic meetings and therefore might feel that any additional restrictions, beyond those set out in the Municipal Act, 2001 are too narrow and may choose to not place any further restrictions. 3.6. The concept of decision making "as a team" should be contemplated. Although many large private corporations allow remote participation as part of their meetings, local government is perceived as more "hands on" and there may be an expectation, on the part of the public, that they want to "see their local representatives" in the same room, working together. Also, it is often a more effective way to govern when the entire team is in the same room. 3.7. There is also the matter of the public's expectation of accountability and transparency in attending or viewing Council/Committee meetings that should be considered. While at the same time, there may be an expectation from residents and stakeholders that the option of electronic participation continues — "it has been so easy, so why would you not allow it going forward?" 3.8. Based on the positive experience of electronic participation during COVID-19, Staff recommends that Council allow for electronic participation for Members of Council without any additional limitations beyond those set out in the Municipal Act. Electronic Participation for Delegations and Presentations and staff 3.9. Since Staff, delegations, presentations, and members of the public have successfully been able to attend meetings electronically, Staff are recommending that all of these attendees be afforded the opportunity to participate electronically. 3.10. Staff will endeavour to use electronic means to make sure that the remote Member can see the Council Lectern computer to be able to see presentation materials. Page 362 Municipality of Clarington Report CLD-011-20 Logistics Page 6 3.11. Attachment 1 to this Report is the draft by-law to amend the Procedural By-law. The necessary amendments address such issues as: • Adding the definitions for "electronic participation" and "present" • Ensuring the chair is present in the Chamber along with the Municipal Clerk to ensure the meeting flows smoothly • Vacating the meeting • Requirements around participating remotely, including notification to the Municipal Clerk that the member intends on participating electronically • Prohibiting members participating electronically from participating in closed session • Allowing for the use of electronic devices for the purpose of electronic participation • Eliminating the requirement for motions and notices of motion to be signed 3.12. Attachment 2 to this Report, Municipal Clerk's Department's Procedure Regarding Electronic Participation at Council and Committee Meetings, details the practices to be followed. These procedures are primarily based on those used during COVID-19 with the necessary amendments. This will be an evolving document recognizing the changes in technology and requirements over time. Local Boards 3.13. The changes allow electronic participation for local boards as well as Council. 3.14. Staff recommends that Council authorize its local boards to allow for electronic participation in accordance with the provisions of the Municipal Act, 2001. Should a local board choose to take advantage of the option, the local board will be required to amend their procedural by-law to authorize the electronic participation and to detail any restrictions that the local board deems appropriate. Advisory Committees 3.15. Our advisory committees are distinctly different from those covered above, primarily in that their recommendations are made to Council for consideration. These committees generally carry out their mandate in a less formal manner with their minutes being Page 363 Municipality of Clarington Report CLD-011-20 Page 7 presented to Council for consideration. While the open meeting requirements in the Act do not specifically apply to advisory committees of Clarington (i.e. Accessibility Advisory Committee, the Agricultural Advisory Committee, etc.), Clarington's Protocol for Council Appointed Advisory Committees, and committee specific Terms of Reference, do speak to: requiring the meetings be open to the public; meeting locations with the meetings generally being held at the Municipal Administrate Centre, although meetings may occasionally be held elsewhere in the Municipality of Clarington if deemed necessary or appropriate; decisions reached by the Committee shall be based on consensus, wherever possible. In the event that a consensus cannot be reached and there are divergent opinions on an issue, the Chair may call for a formal vote by a show of hands. 3.16. These elements have been intentionally included in the Clarington Protocol in an attempt to provide a framework for the conduct of meetings such that the principles of openness and transparency are ensured. 3.17. Thus far, during the COVID-19 pandemic emergency, many of our Advisory Committees have successfully enjoyed the convenience and ease of electronic meetings. Staff therefore recommends that the Terms of Reference for Clarington's advisory Committees be amended to allow for full electronic participation up to, and including, all members. 3.18. Should Council decide not to allow electronic participation, Staff would recommend that advisory committees/boards be advised that their operating policies be amended to provide for emergency decisions to be made and ratified, after the fact, by the board (i.e. similar to the emergency purchase provisions or Council recess provisions that are included in Clarington's Purchasing Policy.) This operating policy would need to clearly articulate what constitutes an emergency, who has the authority to take the necessary action, and how this emergency decision/action is reported to and ratified by the committee/board. Page 364 Municipality of Clarington Report CLD-011-20 Committee of Adjustment Page 8 3.19. Electronic Participation for the Committee of Adjustment meetings has proven to work quite well during the COVID-19 period. The Committee members, as well as applicants, have confirmed that the process was appreciated. 3.20. The Planning Act neither expressly authorizes nor prohibits electronic participation in Committee of Adjustment Hearings. 3.21. Clarington's Committee of Adjustment By-law 83-83 has been in effect since 1983 and does not contemplate electronic participation. 3.22. The LPAT is currently undergoing a review of its procedural rules with the objective of providing more direction for electronic hearings. 3.23. It is recommended that once the LPAT procedural rules have been updated, Staff undertake a review of the Committee of Adjustment By-law, and any best practices for conducting hearings via electronic participation, as well as the procedures used thus far during the COVID-19 period for Clarington's Committee of Adjustment, and report back to Council with a recommended approach going forward. 4. Concurrence This report has been reviewed by the Manager of IT Services, the Acting Director of Planning Services, and the Municipal Solicitor, who concurs with the recommendations. 5. Conclusion It is respectfully recommended that, should Council wish to proceed with implementing electronic participation by Members of Council at Committee and Council meetings, staff are recommending that the draft amendment to Clarington's Procedural By-law (Attachment 1), reflecting the above changes, be approved. Staff Contact: June Gallagher, Deputy Clerk, 905-623-3379 ext. 2103 or jgallagher@clarington.net. Attachments: Attachment(s): Attachment 1 - By-law to amend the Procedural By-law to allow electronic participation Attachment 2 - Municipal Clerk's Department's Procedure Regarding Electronic Participation at Council and Committee Meetings — Routine Periods Page 365 Municipality of Clarington Report CLD-011-20 Interested Parties: All Clarington Advisory Committees/Boards of Council: • Accessibility Advisory Committee • Active Transportation and Safe Roads Advisory Committee • Agricultural Advisory Committee • Diversity Committee • Heritage Committee • Samuel Wilmot Nature Area Management Advisory Committee • Task Force on Affordable Housing • Tourism Advisory Committee All Clarington Municipal Service Boards: • Newcastle Arena Board • Newcastle Village Hall Board • Solina Hall Board • Tyrone Hall Board Committee of Adjustment Property Standards Committee Bowmanville BIA Newcastle BIA Orono BIA Page 9 Page 366 Attachment 1 to Report CLD-011-20 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 2020-XXX Being a by-law to amend the Procedural By-law 2015-029. Whereas the Province of Ontario passed Bill 168, an Act to amend the Municipal Act, 2001, S.O. 2001, c. 25, to allow Members of Council and local boards to participate electronically in meetings; And whereas the Council of the Municipality of Clarington deems it necessary to allow electronic participation during routine periods; And whereas, in order to be able to implement these provisions, Council must amend Procedure By-law 2015-029; Now therefore be it enacted that By-law 2015-029, Clarington's Procedural By-law, be amended as follows: That the following new subsection: 2.5 Electronic Participation — During Routine Period 2.5.1 "Electronic Participation" means that a Member may participate the Council or Committee meeting, remoting by electronic means. The electronic means must enable the Member to hear and to be heard by the other meeting participants. Acceptable formats may include teleconference, videoconference or webinar, or other interactive communications. 2.5.2 "Present" means that a Member may attend a meeting either in person or by electronic participation. However, references to being "present" for quorum, or in closed meetings, do not include Members who are attending electronically. 2.5.3 Any Member shall be permitted to participate in a meeting via electronic participation to a maximum of three members in any given meeting. 2.5.4 Opportunities to participate electronically shall be permitted on a first come first serve basis, as managed through the Municipal Clerk. 2.5.5 Notwithstanding Subsection 4.5, a Member who participates in a meeting through electronic means is deemed to be present at the meeting, and in accordance with the Municipal Act, 2001, as amended, they shall not be Page 1 of 2 Page 367 Attachment 1 to Report CLD-011-20 counted in determining whether or not a quorum of members is present at any point in time." 2.5.6 The Member shall have the same rights and responsibilities as if they were in physical attendance, including the right to vote, unless otherwise prohibited by law or in other subsections of this by-law. 2.5.7 The protocol for participating electronically during routine periods shall be set out by the Municipal Clerk and may be amended from time to time. 2.5.8 If a Member persists in any such disobedience after having been called to order by the Chair, the Chair shall forthwith order him to vacate the meeting or end the electronic participation. 2.5.9 Notwithstanding Subsection 4.7, Members attending the meeting through electronic participation, in accordance with the Municipal Act, 2001, as amended, shall not attend the closed session portion of the meeting. 2.5.10 Notwithstanding subsections 4.10.1 and 4.10.2, the use of portable electronic devices may be used by a Member as an interface for a Member to participate electronically in the meeting. 2. That the following words be deleted from subsection 7.13.1: "and signed by the mover and seconder" And replaced with "from the mover and seconder" 3. That the following words be deleted from subsection 10.12.1: "and signed by the mover and the seconder." 4. That the following words be deleted from subsection 10.12.11: "and signed by the mover and seconder." 5. That this by-law shall take effect on the date of passing. Passed in Open Council this day of 2020. Adrian Foster, Mayor C. Anne Greentree, Municipal Clerk Page 2 of 2 Page 368 Attachment 2 to Report CLD-011-20 ciff;WOOR Clerk's Departmental Procedure Approved by: Procedure Number: C00-006 Approval Date: Title: Electronic Meetings — Council and Standing Committees — During Revision Date: Routine periods Purpose To set out the guidelines and procedure to be followed to conduct meetings for Council and Standing Committee during routine periods where a member of Council or staff or the public (i.e. delegate / presenter) are participating electronically. The authority for conducting electronic meetings can be found in the Municipal Act and Clarington's Procedural BV-law. Definitions Electronic Participation — means participation by telephone or other electronic means (audio or audio/video). Procedure 1. Prior to the Meeting Request to Participate Electronically 1.1 Members of Council wishing to participate electronically shall notify the Municipal Clerk as soon as possible prior to the meeting and no later than noon on the Friday preceding the meeting, to advise they are intending on participating electronically. Note, consideration will be given to late requests due to extenuating circumstances. 1.2 The Municipal Clerk will confirm with the Member as to whether or not their request is able to be approved. This approval is granted solely on the basis of the legislative requirement for quorum to be physically present in the Chambers. 1.3 Members of the public may attend meetings in the Chambers or may choose to watch the livestream via the internet. 1.4 Delegates or Presenters wishing to participate electronically will be offered the option at the time they register as a delegation or presenter. See Section 4 for details on logistics for public participation. Page 1 of 6 Page 369 Clerk's Title: C00-006 Electronic Meetings — Departmental Procedure During Routine Periods 1.5 Delegations (or public meeting participants) may contact the Municipal Clerk's Department prior to 4:15 PM on the day prior to the meeting. The Municipal Clerk will make arrangements to provide teleconference information to the delegation to allow them to participate during the meeting. 1.6 Delegates or presenters will be sent a Microsoft Teams invitation to join the electronic meeting by clicking the Join Meeting Now link, or dialing the telephone number listed in the invitation. General 1.7 The electronic agenda will be posted on the website as per the standard protocol. Livestreaming will continue and archived videos of meetings will continue to be available on the website. Note, livestreaming has a delay of approximately 45 seconds. 1.8 The Municipal Clerk, or designate, will forward an electronic invitation to Members of Council several days prior to the meeting. Note, the additional invitees will be added through Outlook calendar and not within the meeting in teams. This way, the invite is only sent to those invitees who had not previously received a meeting invite. 1.9 Prior to the meeting, the Municipal Clerk shall ensure that any members who are participating electronically will receive an electronic version of any presentations or slide shows such that they may follow along during said presentation 1.10 IT Staff shall be available as per the agreed upon support for Council and Standing Committee meetings. 2. Logistics for Council Members 2.1 The Member participating in a meeting by electronic means shall mute their audio and video when they are not speaking. They may also be asked to mute their video (where applicable), at some point during the meeting, in order to improve bandwidth. 2.2 The Member will be noted in the minutes as "present via electronic means". 2.3 To provide for a smoothly run meeting, the Chair shall be present in the Chambers. Page 2 of 6 Page 370 Clerk's Title: C00-006 Electronic Meetings — Departmental Procedure During Routine Periods 3. Logistics — Staff 3.1 It should be noted that, while there is no requirement under the Procedural By- law to require staff to attend, it is the standing practice that Department Heads, or their delegates, attend. Therefore, staff may participate electronically, subject to the direction of the CAO. 4. Logistics - Delegations and Presentations 4.1 The Chair shall call upon the delegate or presenter as the item appears in the agenda. 4.2 The meeting host shall then monitor the Participant List in the electronic meeting system. The Participant List will either indicate the telephone number or the person's name. 4.3 The Chair shall then recognize the person and grant them the floor. The Chair shall remind the speaker that they have 10 minutes to address the Committee. Questions to the delegate 4.4 The Chair will canvass the Members of their desire to ask any questions of the delegate. 4.5 The Chair will ask his/her questions and then thank the delegate. Leaving the Meeting 4.6 At the conclusion of the delegation, the Chair shall advise the delegate or presenter that they will be removed from the Microsoft Teams meeting and that they can watch the remainder of the meeting via livestreaming through the municipal website. 4.7 In the case of a loss of connection, or any connection issue which impedes the ability of a Member or delegate to participate in the meeting in real time, a short recess shall be called to provide the Member an opportunity to reconnect. Page 3 of 6 Page 371 Clerk's Title: C00-006 Electronic Meetings — Departmental Procedure During Routine Periods 5. During the Meeting - Opening Remarks 5.1 After the meeting has been called to order, the Chair will make the following remarks to all those that are participating: • Remind those Members on the phone to have their phones or devices muted unless they are wishing to speak. • Explain that the meeting is taking place through Microsoft Teams and that some people may be participating through video while others may be participating with audio only. • Livestreaming is available at www.clarington.net/calendar 5.2 The Municipal Clerk, or designate, will "host" the meeting and shall have the ability to mute Members of Council, staff and any other participants who do not have the floor and/or where the background noise is interfering with the meeting. Members and attendees may also be asked to mute their video (where applicable), at some point during the meeting, in order to improve bandwidth. Moving a motion 5.3 As per the Procedural By-law, motions shall be provided in writing but shall not be required to be signed. 5.4 A member who is participating electronically, who wishes to move or second a motion, will simply raise their hand, indicate electronically within the chat feature of Microsoft Teams, or speak up, as the technology allows and the Chair will ask for them to confirm who they are. For example: Mayor: "Can I have a mover?" Councillor: "I'll' move that — Traill". Speaking to a Matter 5.5 The Chair will canvass the Members participating in a meeting by electronic means about their intention to speak to a matter on the floor and will notify the Member when it is their turn to speak. Page 4of6 Page 372 Clerk's Title: C00-006 Electronic Meetings — Departmental Procedure During Routine Periods 5.6 Members who are in attendance will have an option to speak. They shall identify verbally or electronically within the chat feature of Microsoft Teams that they wish to speak, for example, "It's Councillor X — I have a question". Before calling the vote, the Chair will cycle back and ask again if anyone has any comments they wish to make (assuming they haven't spoken yet.). 5.7 The standard rules will apply for speaking a second time to a matter. Voting on a Matter 5.8 After putting a motion to a vote, the Member participating in a meeting by electronic means shall identify verbally how they wish to vote. Where there is more than one member participating by electronic means, they shall state their name before their vote. E.g. "Councillor X — yes" 5.9 When a vote is called, the Chair will call the vote as if it were a recorded vote but will not be recorded as such, unless a recorded vote is actually requested. Note, where the motion is simply procedural (eg. Recess, adjourn, adopt the agenda, etc.), the Chair shall simply call "All those in favour say `yes"', and listen for the responses. Then call "All those opposed say `no' and listen for the responses. Calling a recorded vote 5.10 Standard process — and in order of standard assigned seating within the Council Chambers, ending with the Chair. Closed session 5.11 For any portion of the meeting that is closed, Council Members participating electronically are prohibited from attending and participating in the closed session as per the legislation. Page 5 of 6 Page 373 Clerk's Title: C00-006 Electronic Meetings — Departmental Procedure During Routine Periods Leaving the Meeting 5.12 A Member participating in a meeting by electronic means shall inform the Chair about their intentions to leave the meeting either on a temporary or permanent basis. 5.13 A Member participating in a meeting by electronic means shall be deemed to have left the meeting when they are no longer electronically connected to the meeting and are unable to reconnect. However, in the case of a loss of connection, or any connection issue which impedes the ability of a Member to participate in the meeting in real time, a short recess shall be called to provide the Member an opportunity to reconnect. Page 6 of 6 Page 374 Clarington Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: June 22, 2020 Report Number: FND-019-20 Submitted By: Trevor Pinn, Director of Finance/Treasurer Reviewed By: Andrew C. Allison, CAO By-law Number: File Number: Resolution#: Report Subject: 2019 Annual Investment Report Recommendation: 1. That Report FND-019-20 be received for information. Page 375 Municipality of Clarington Report FND-019-20 Report Overview Page 2 The following report is the annual reporting requirement under the Municipality of Clarington's Investment Policy. Regulations require the Treasurer to report certain information to Council on an annual basis and to certify compliance with the Municipality's Investment Policy. This report meets these requirement obligations. 1. Background 1.1 In June 2018, through report FND-011-18 the Municipality of Clarington reviewed and revised its Investment Policy. This policy requires the Treasurer of the Municipality to report the state of the Municipality's investments to Council on an annual basis. 1.2 The Municipality of Clarington invests based on the legal list of investments outlined in O.Reg. 438/97 as amended. The legal list is very prescribed and limits the ability of the Municipality to fully diversify its investments, however it is relatively secure. 2. Securities Held Investment Accounts 2.1 The Municipality of Clarington holds its investments through investment accounts with several financial organizations. For the purpose of determining whether the Municipality is meetings its investment policies, the underlying investment is considered not the custodian of the investment. 2.2 The Municipality held the following accounts: Institution Accounts Held TD Bank General bank account Several small bank accounts Reserve Fund bank account Guaranteed Investment Certificates (GICs) Page 376 Municipality of Clarington Report FND-019-20 RBC Dominion Securities Manulife The ONE Investment Program BMO Nesbitt Burns 3. Portfolio Mix Investments by Type Page 3 Accounts Held Reserve Fund investment account DC Reserve Fund investment account Strategic Capital investment account Investment account (closed in 2019) High Interest Savings Account (HISA) Equity portfolio investment account Bonds portfolio investment account General Fund investment account (opened in late December 2019, investment made in January 2020) 3.1 The Municipality holds investments of several different types. With a large portfolio it is important to diversity the types of investments to reduce the risk to the overall portfolio from variations in any one market. The following table shows the December 31, 2019 investments by type: High Interest Savings Account Provincial Debt Municipal Debt Financial Institutions $45,538,435 1 39.6% 2,369,686 2.1 % 299,454 0.3% 62,053,281 54.0% Page 377 Municipality of Clarington Report FND-019-20 Page 4 3.2 The policy guideline for financial institutions is 0% to 60% of the investment portfolio. At December 31, 2019, the Municipality was within this limit. 3.3 While within the policy limits, the above indicates that the Municipality is heavily concentrated in Canadian financial institutions. Most of the investments consist of GICs which were originally purchased with a five-year term. Investments by Maturity 3.4 The Municipality attempts to balance cash flows through the timing of the maturity of investments. Staggered maturity dates ensure that cash is readily available to meet the needs of the Municipality and reduces interest rate risk. At December 31, 2019, the maturity dates of investments held by the Municipality were as follows: Less than 90 days 90 days to 1 year 1 to 5 years 5 to 10 years More than 10 years $50,408,350 43.9% 15,732,374 13.7% 38,491,550 33.5% 5,479,731 4.8% 4,841,449 4.2% $114,953,454 1 100.0% Page 378 Municipality of Clarington Page 5 Report FND-019-20 3.5 The Municipality's HISA and TD RF Bank accounts are considered to have a maturity of less than 90 days, as they are available to the Municipality within 24 hours. 3.6 The Municipality is allowed in certain circumstances to invest in terms greater than 10 years, at December 31, 2019 there was $4.8 million invested with a maturity greater than 10 years. These investments are bonds held in the three reserve fund investment portfolios and are traded on an active market. Investments by Institution 3.7 The Municipality attempts to diversify its investment portfolio by restricting the percentage of investments that any one institution may have. This mitigates the risk to the Municipality if an investment becomes insolvent. It should be noted that Canadian Deposit Insurance Corporation (CDIC) only guarantees investments up to $100,000 per institution, therefore most of the Municipality's investments are not insured through CDIC. 3.8 At December 31, 2019 the Municipality's investments by institution were as follows: Institution Book Value at Percentage December ONE Investment — HISA $23,580,608 20.5% ONE Investment - Equity 1 500,000 0.4% ONE Investment — Bond 1 4,192,598 3.6% Royal Bank of Canada 10,415,004 9.5% Royal Bank of Canada — HISA 177,317 0.2% National Bank 8,805,845 7.7% Bank of Nova Scotia 14,993,239 13.0% Bank of Montreal 14,081,384 12.2% HSBC 5,738,952 5.0% Municipality of Clarington Report FND-019-20 Page 6 TD Bank 1 7,841,449 6.8% TD Bank — Savings Account 1 21,957,827 , 19.1 % City of Toronto 1 299,454 1 0.3% Province of British Columbia 1 2,369,686 1 2.1 % $114,953,454 100.0% 4. Portfolio Summary 4.1 The Municipality's portfolio consists of several funds which include general funds, trust funds, reserve funds and other investments. General Fund 4.2 The General Fund is the main operating fund for the Municipality. This fund has the least number of active investments. The majority of the investments in this fund are in the HISA operated by ONE Investment Inc. This HISA account offers favourable interest rates for a highly liquid investment. At December 31, 2019, the ONE Investment HISA had approximately $23,580,600. Funds held in the HISA are available within 24 hours. 4.3 The ONE Investment Inc. HISA was established in September 2016 and held low balances throughout 2017. In 2018, the Municipality began a period of being more active with its investments and moved funds from the lower interest earning bank accounts to the higher HISA accounts. 4.4 In October 2018, Clarington invested $3,000,000 in a GIC with TD Bank for a one-year period and $3,000,000 for a two-year period. In October 2019, the first GIC matured and was kept in the general operating account as GIC rates had declined significantly on one and two year terms. The second GIC, at a rate of 2.75% matures in October and it is anticipated that it will be kept in the bank account as a result of the current COVID situation and declining interest rates in the GIC market. Non -Development Charges Reserve Funds 4.5 The Municipality operates a Non -Development Charges Reserve Fund investment portfolio for all reserve funds which gr@Wo g@tablished under the Development Charges Municipality of Clarington Report FND-019-20 Page 7 Act, 1997. There is one exception which is the Strategic Capital Reserve Fund which is a separate fund. 4.6 The total book value of investments is approximately $24,830,600 (2018 - $25,620,400). At December 31, 2019 was comprised of $20,514,900 in GICs with maturities in each of 2019, 2020, 2021, 2022 and 2023 as well as $4,315,700 in bonds with maturities from 2029 to 2032. For purposes of this report, the TD Bank Reserve Fund bank account, is included in this portfolio. 4.7 The Municipality has adopted a five-year laddering strategy for these investments with roughly equal distribution each year. This ensures assets will be cashable in any given year and can be withdrawn from the reserve fund as necessary. In 2019, as a result of a decrease in interest rates for GICs the Municipality has looked at bonds as a way to continue to have safe investments with a reasonable return. The bonds held by the Municipality included Canadian chartered banks (BMO and TD) as well as the City of Toronto. Although bonds have a longer maturity they are generally fairly liquid as they are actively traded in the market. Development Charges Reserve Funds 4.8 The Development Charges Reserve Fund portfolio meets the obligations of the Municipality under the relevant legislation for Development Charges. 4.9 The Municipality has two accounts with the ONE Investment Program related to this fund: a Bond account and an Equity account. 4.10 The ONE Investment bond account was established in 2000. The investment pool was transferred to its current custodian in 2005 with a book value of $2,594,685. As at December 31, 2019 the book value, as a result of reinvested income, was $4,192,598. This is an increase of 61.58% over 19.75 years, or 3.12% per year. At December 31, 2019 the market value was below book value, however the adjusted return is still 2.67% per year since 2005. 4.11 The ONE Investment equity account was established in 2007 with an initial investment of $500,000 at December 31, 2019 the market value of this account had increased to $1,199,929 which is an increase of approximately 140% over 12 years. This translates to an annual increase of 10.77%. Strategic Capital Reserve Funds 4.12 The Strategic Capital Reserve Fund portfolio has been established to specifically hold investments for the Strategic Capital Reserve Fund. This reserve fund was established to provide a source of funding for economic development activities. The intent was to hold the $10.0 million capital as a source of internal borrowing for economic development capital investments, interest earned on the investments is transferred to the general fund as a way of offsetting the tax levy. 4.13 Investments in this fund consist of $7.5 million in GICs with maturities ranging from June 2020 to March 2024. Interest rates vary from 2.1 % to 3.2%. Bonds of Canadian Page 381 Municipality of Clarington Report FND-019-20 Page 8 chartered banks worth $2.6 million with maturities from September 2029 to January 2032 are also held with a interest rate of 2.9% to 3.1 %. 5. Unrealized and Realized Gains 5.1 An unrealized gain or loss arises when the market value of an investment varies from the book value of the investment. An unrealized gain or loss becomes realized when the investment is sold or matures. 5.2 Interest accrued, but not paid, on the GICs held is assumed to approximate the market value, therefore this has been recorded as investment income and has been recorded as an increase in the balance of the investment. 6. Concurrence Not Applicable. 7. Conclusion 7.1 In my opinion, all investments were made in accordance with the investment policies and goals adopted by the Municipality of Clarington and are in compliance with the regulations adopted under the Municipal Act, 2001. 7.2 In my opinion, the Municipality was compliant with its investment policy at December 31, 2019. 7.3 It is respectfully recommended that the report be received. Staff Contact: Trevor Pinn, Director of Finance/Treasurer, 905-623-3379 ext. 2602 or tpinn@clarington.net Attachments: Not Applicable Interested Parties: There are no interested parties to be notified of Council's decision. Page 382 Clarington Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: June 22, 2020 Report Number: FND-020-20 Submitted By: Trevor Pinn, Director of Finance/Treasurer Reviewed By: Andrew C. Allison, CAO Resolution#: File Number: By-law Number: Report Subject: FCM — Asset Management Grant Opportunity Recommendations: 1. That Report FND-020-20 be received; and 2. That Council authorize staff to complete the application for funding for Municipal Asset Management Program. Page 383 Municipality of Clarington Report FND-020-20 Report Overview Page 2 The Province of Ontario's adopted asset management plan regulations (O. Reg 588/17) set out four milestones for compliance. The first milestone was the adoption of a Strategic Asset Management Policy which Council completed with resolution #GG-218-19. The next milestone is the adoption of an Asset Management Plan of the Municipality's core assets by July 1,, 2021. The Finance Department is seeking approval to submit an application to FCM for a grant to aid in the development of Clarington's Asset Management Plan. 1. Legislative Requirements 1.1. Under Ontario Regulation 588/17 (Asset Management Planning for Municipal Infrastructure), Council is required to approve an Asset Management Plan ("AMP") for Core Assets on or before July 1, 2021. 1.2. Core assets for the Municipality include all roads, bridges, culverts, storm water management ponds and all storm water conduit and structures. 1.3. The adoption of the AMP is the second requirement in a staged process of compliance with O. Reg. 588/17. 2. AMP Requirements for Core Assets 2.1. Municipalities must report on the current level of service being provided determined by the mandated technical and qualitative metrics prescribed by the regulation. 2.2. Clarington must provide an analysis of the assets which contains the assets; attributes, age, condition and replacement values. 2.3. The Municipality's current performance of each asset category, determined in accordance with the performance measures established by the Municipality, such as those that would measure operating efficiency for all core assets. 2.4. 2.4 Clarington must calculate the lifecycle activities for each asset category that would need to be undertaken to maintain current levels of service for the next 10 years and the costs of providing those activities based on: The full lifecycle of the assets The options for which lifecycle activities could potentially be undertaken to maintain current LOS iii. The risks associated with the options referred in (ii). Page 384 Municipality of Clarington Report FND-020-20 Page 3 iv. The lifecycle activities referred in (ii) that can be undertaken for the lowest cost to maintain the current LOS. 2.5. Municipalities need to examine the impact that increases in demand caused by growth have on the current levels of service. The AMP must include the capital and significant operating expenditures related to the lifecycle activities required to maintain the current levels of service. It must also include the associated capital and operating costs related to new construction and upgrading of existing municipal infrastructure assets 3. Asset Management Grant Opportunity 3.1. The Federation of Canadian Municipalities (FCM) has announced a grant opportunity for Canadian municipalities to help strengthen their asset management plans. 3.2. The FCM grant will fund a broad spectrum of asset management -related activities. • Asset management assessments Development of asset management plans, policies and strategies Asset -related data collection and reporting Asset management training and organizational development • Knowledge transfer around asset management 3.3. The FCM grant allows Municipalities to apply for a maximum project cost of $50,000, where as FCM will contribute 80% of the total project cost. 3.4. If the application is successful, that the remaining 20% of project cost to be funded from the Municipal Capital Works reserve fund. 4. Concurrence This report has been reviewed by the Acting Director of Engineering and the Acting Director of Operations who concur with the recommendations. 5. Conclusion It is respectfully recommended that Council gives approval for staff to apply for a grant opportunity from the Federation of Canadian Municipalities Municipal Asset Management Program for development of Clarington's asset management plan and to fund the municipal share from the Municipal Capital Works Reserve Fund. Staff Contact: Erika Watson, Capital Asset Manager, 905-623-3379 ex.2607 or ewatson@clarington.net Page 385 Clarington Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: June 22, 2020 Report Number: FND-021-20 Submitted By: Trevor Pinn, Director of Finance/Treasurer Reviewed By: Andrew C. Allison, CAO Resolution#: File Number: CT-539A-20 By-law Number: Report Subject: Supply, Delivery and Application of Calcium Chloride, Magnesium Chloride or Calcium -Magnesium Blend Recommendations: 1. That Report FND-021-20 be received; 2. That Miller Paving Ltd. with an annual bid amount of $102,004.00 (Net HST Rebate) being the lowest compliant bidder meeting all terms, conditions and specifications of tender CT-539A-20 be awarded the contract for an initial one-year term for the supply, delivery and application of calcium chloride, magnesium chloride or calcium - magnesium blend, as required by the Operations Department; 3. That pending satisfactory performance, the Purchasing Manager, in consultation with the Acting Director of Operations, be given the authority to extend the contract for this service for up to two additional one-year terms; 4. That the funds required for this project in the amount of $102,004.00 (Net HST Rebate) be funded by the Municipality as follows: Description Account Number Amount Winter Control / Winter Mtnce- Plow/Sand/Salt / Misc Oper Supply 100-36-383-10300-7112 $102,004 5. That all interested parties listed in Report FND-021-20 and any delegations be advised of Council's decision. Page 386 Municipality of Clarington Report FND-021-20 Report Overview Page 2 To request authorization from Council to award CT-539A-20 for the Supply, Delivery and Application of Calcium Chloride, Magnesium Chloride or Calcium -Magnesium Blend. 1. Background 1.1 A tender for the supply, delivery and application of calcium chloride, magnesium chloride or calcium -magnesium blend was issued on a Co-operative basis with the Municipality of Clarington, Town of Ajax, City of Oshawa, City of Pickering, Township of Scugog and the Town of Whitby participating. The host agency for the tender call was the Town of Whitby. 1.2 The tender was divided into the following three options and bidders could provide quotes for one or more options: ■ Option #1 is for the supply, delivery and application of 35% Liquid Calcium Chloride; ■ Option #2 is for the supply, delivery and application of 30% Liquid Magnesium Chloride; or, ■ Option #3 is for the supply, delivery and application of 35% Liquid Calcium Magnesium Blend. 1.3 The contract resulting from this tender included the supply, delivery and application of the lowest price option as all three options can be effectively used as dust suppressant on the granular portion of the roadbed. The contract is for a one-year term, with the option to extend for two additional one-year terms, pending satisfactory pricing, vendor performance and budget approval. 1.4 The tender was publicly advertised on the Town of Whitby's website. 1.5 Six plan takers download the tender document. 2. Analysis 2.1 The Request for Tender closed on April 2, 2020. 2.2 Two submissions were received in response to the tender call, both were deemed compliant. 2.3 Of the four companies who downloaded the tender document but chose not to submit pricing: Page 387 Municipality of Clarington Report FND-021-20 • One company decided they were unable to bid due to current workload; • Two companies, after review of the tender document, did not manufacture/supply this commodity; and • One company did not provide a response. Page 3 2.4 After review of the bid by the Municipality of Clarington's Purchasing Division and the Operations Department and the Durham Purchasing Co-operative, it was mutually agreed that the low, compliant bidder Miller Paving Ltd. be awarded the contract for the supply, delivery and application of calcium -magnesium blend (Option #3). 2.5 Miller Paving Ltd. was the incumbent vendor for the previous tender contract and the level of service has been satisfactory. 3. Financial 3.1 The annual funding required for this project is $102,004 (Net HST Rebate) and is in the approved budget allocation as provided and will be funded from the following account: Description Account Number Amount Winter Control / Winter Mtnce- Plow/Sand/Salt / Misc Oper Supply 100-36-383-10300-7112 $102,004 3.2 Pricing submitted for the supply, delivery and application of calcium -magnesium blend is to remain firm for the first year of the contract. Should the contract be extended for additional years, the unit prices would be adjusted on the anniversary date of the contract award by the annual percentage change in the most recent issuance of the Consumer Price Index (CPI), All Items, Ontario as published by Statistics Canada and the pricing will remain firm for the contract year. 3.3 The total estimated contract for one year plus two optional additional years is approximately $306,013 (Net HST Rebate). 3.4 Queries with respect to the department needs should be referred to the Acting Director of Operations. 4. Concurrence This report has been reviewed by the Acting Director of Operations who concurs with the recommendations. Municipality of Clarington Report FND-021-20 5. Conclusion Page 4 It is respectfully recommended that Miller Paving Ltd. being the lowest compliant bidder be awarded the contract for the supply, delivery and application of calcium -magnesium blend per the terms and conditions of Co-op Tender CT-539A-20. Staff Contact: David Ferguson, Purchasing Manager, 905-623-3379 Ext 2209 or dferguson@clarington.net. Attachments: Attachment 1 — Summary of Bid Results Interested Parties: List of Interested Parties available from Department. Page 389 Municipality of Clarington Report FND-021-20 Page 5 Attachment 1 to Report FND-021-20 Municipality of Clarington Summary of Bid Results Co-op Tender CT-539A-20 Supply, Delivery and Application of Calcium Chloride, Magnesium Chloride or Calcium -Magnesium Blend One -Year Potential Three -Year Bidder Total Bid Total Bid (Net HST Rebate) (Net HST Rebate) Miller Paving Limited $102,004.22 $306,012.67 (Option #3: 35% Liquid Calcium Magnesium Blend) Da -Lee Dust Control Limited $118,041.60 $354,124.80 (Option #1: 35% Liquid Calcium Chloride) Page 390 Clarington Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: June 22, 2020 Report Number: FND-022-20 Submitted By: Trevor Pinn, Director of Finance/Treasurer Reviewed By: Andrew C. Allison, CAO Resolution#: File Number: T-280-20 By-law Number: Report Subject: Supply of Sodium Chloride Recommendations: 1. That Report FND-022-20 be received; 2. That K&S Windsor Salt Ltd. with a total bid amount of $2,395,091 (Net HST Rebate) for the initial three-year term being the lowest compliant bidder meeting all terms, conditions and specifications of tender T-280-20 be awarded the contract for the supply of sodium chloride, as required by the Operations Department; 3. That pending satisfactory performance, the Purchasing Manager, in consultation with the Acting Director of Operations, be given the authority to extend the three- year contract for this service for up to two additional one-year terms; 4. That the funds required for the first -year term in the amount of $767,781 (Net HST Rebate) be funded by the Municipality as provided. The funds required for the second -year term in the amount of $797,699 (Net HST Rebate) and the third -year term in the amount of $829,611 (Net HST Rebate) will be included in future budget accounts. The funding required for the initial one-year term will be funded from the following account: Description Account Number Amount 2020 Winter Control / Winter Mtnce- Plow/Sand/Salt / Misc Oper Supply 100-36-383-10300- 7112 $767,781 5. That all interested parties listed in Report FND-022-20 and any delegations be advised of Council's decision. Page 391 Municipality of Clarington Report FND-022-20 Page 2 Report Overview To request authorization from Council to award T-280-20 for the Supply of Sodium Chloride. 1. Background 1.1 A tender for the supply of sodium chloride was issued on a Co-operative basis with the Municipality of Clarington, Regional Municipality of Durham ("the Region"), Town of Ajax, City of Oshawa, City of Pickering, Township of Scugog, Township of Uxbridge and the Town of Whitby participating. The host agency for the tender call was the Region. 1.2 The tender was publicly advertised on the Region's website. 1.3 The contract resulting from this tender included the supply of sodium chloride to the Bowmanville Dock located at 800 Waverly Road South, Bowmanville with participating agencies picking up their own requirements. The sodium chloride is used for salting roads in the winter to remove ice. The contract is for a three-year term, with the option to extend for two additional one-year terms, pending satisfactory pricing, vendor performance and budget approval. 1.4 Five plan takers downloaded the tender document. 2. Analysis 2.1 The Request for Tender closed on March 10, 2020. 2.2 Three submissions were received in response to the tender call and were deemed compliant. 2.3 Of the two companies who downloaded the tender document but chose not to submit pricing: • One company, after review of the tender document, felt the job was too large to undertake; and • One company did not provide a response. 2.4 After review of the bid by the Municipality of Clarington's Purchasing Division and the Operations Department and the Durham Purchasing Co-operative, it was mutually agreed that the low, compliant bidder K&S Windsor Salt Ltd. be awarded the contract for the supply of sodium chloride. Page 392 Municipality of Clarington Page 3 Report FND-022-20 2.5 K&S Windsor Salt Ltd. was the incumbent vendor for the previous tender contract and the level of service has been satisfactory. 3. Financial 3.1 The estimated funding required for the initial three-year terms is $2,395,091 (Net HST Rebate). The funding required for the first -year term is $767,781 (Net HST Rebate) and is in the 2020 approved budget allocation as provided. The funding required for the second -year term is $797,699 (Net HST Rebate) and the third -year term is $829,611 and will be included in the future budget accounts. The funding required for the initial one-year term will be funded from the following account: Description Account Number Amount 2020Winter Control / Winter Mtnce- Plow/Sand/Salt / Misc Oper Supply 100-36-383-10300- 7112 $767,781 3.2 In keeping with the terms and conditions of the tender document, pricing submitted for the supply of sodium chloride is provided for the first three years of the contract. Should the contract be extended for additional years, the unit prices would be adjusted on the anniversary date of the contract award by the annual percentage change in the most recent issuance of the Consumer Price Index (CPI), All Items, Ontario as published by Statistics Canada and the pricing will remain firm for the contract year. 3.3 The total estimated contract for the three years plus two optional additional years is approximately $4,054,312.00 (Net HST Rebate). 3.4 Queries with respect to the department needs should be referred to the Acting Director of Operations. 4. Concurrence This report has been reviewed by the Acting Director of Operations who concurs with the recommendations. Page 393 Municipality of Clarington Report FND-022-20 5. Conclusion Page 4 It is respectfully recommended that K&S Windsor Salt Ltd. being the lowest compliant bidder be awarded the contract for the supply of sodium chloride per the terms and conditions of Co-op Tender T-280-20. Staff Contact: David Ferguson, Purchasing Manager, 905-623-3379 Ext 2209 or dferguson@clarington.net. Attachments: Attachment 1 — Summary of Bid Results Interested Parties: List of Interested Parties available from Department. Page 394 Municipality of Clarington Report FND-022-20 Page 5 Attachment 1 to Report FND-022-20 Municipality of Clarington Summary of Bid Results Co-op Tender T-280-20 Supply of Sodium Chloride Three -Year Potential Five -Year* Bidder Total Bid Total Bid (Net HST Rebate) (Net HST Rebate) K+S Windsor Salt Ltd. $2,395,090.52 $4,054,311.74 Compass Minerals Canada 3,025,550.71 5,449,860.60 Corp. Canada Salt Group Ltd 3,150,605.61 5,659,681.57 *Pricing was submitted for year one, two and three with year 4 and 5 pricing estimated using year 3 pricing. Page 395 Clarington Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: June 22, 2020 Report Number: FND-023-20 Submitted By: Trevor Pinn, Director of Finance/Treasurer Reviewed By: Andrew C. Allison, CAO Resolution#: File Number: CL2020-10 By-law Number: Report Subject: Sidewalk Bay Replacements Recommendations: 1. That Report FND-023-20 be received; 2. That Emmacon Corp. with an annual bid amount of $75,053.00 (Net HST Rebate) being the lowest compliant bidder meeting all terms, conditions and specifications of tender CL2020-12 be awarded the contract for an initial one-year term for Sidewalk Bay Replacements, as required by the Engineering Departments; 3. That pending satisfactory performance, the Purchasing Manager, in consultation with the Acting Director of Engineering be given the authority to extend the contract for this service for up to three additional one-year terms; 4. That the funds required for this project in the amount of $75,053.00 (Net HST Rebate) be funded by the Municipality as follows: Description Account Number Amount Ops 2019 Sidewalk 100-36-380-10733-7112 $10,764 Eng Sidewalk Replacement 110-32-331-83215-7401 $64,289 5. That all interested parties listed in Report FND-023-20 and any delegations be advised of Council's decision. Page 396 Municipality of Clarington Report FND-023-20 Page 2 Report Overview To request authorization from Council to award CL2020-10 for Sidewalk Bay Replacements. 1. Background 1.1 Tender specifications for Sidewalk Bay Replacements were prepared by the Engineering Department and provided to the Purchasing Services Division. 1.2 Tender CL2020-10 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. 1.3 Thirteen plan takers downloaded the tender document. 2. Analysis 2.1 The tender closed on March 27, 2020. 2.2 Ten bids were received in response to the tender call. 2.3 Of the three companies who downloaded the tender document but chose not to submit pricing: • One company was a construction association; • One company decided they were unable to bid due to current workload; • One company did not respond to our request for information. 2.4 The bids were reviewed and tabulated by the Purchasing Services Division (see Attachment 1) and all bids were deemed compliant. The results were forwarded to the Engineering Department for their review and consideration. 2.5 After review and analysis by the Engineering Department and the Purchasing Services Division, it was mutually agreed that the references provided by the low bidder did not demonstrate the relevant experience needed to complete this project and they were deemed non -compliant. The tender specified that three references should be provided for work of similar size and nature within the past five years. Purchasing had discussions to this effect with the low bidder and they were unable to provide three previous work references of a similar size or capacity. Due to the lack of experience of the low bidder, it was unanimously agreed by the Purchasing Division and the Page 397 Municipality of Clarington Page 3 Report FND-023-20 Engineering Department that awarding to the low bidder could put the Municipality at risk. 2.6 After further review and analysis by the Engineering Department and the Purchasing Services Division, it was mutually agreed that the low compliant bidder, Emmacon Corp. be recommended for the award of tender CL2020-10. 2.7 Emmacon Corp. has not completed work for the Municipality of Clarington, references were checked for Emmacon Corp. and came back satisfactory. 3. Financial 3.1 The annual funding required for this project is $75,053.00 (Net HST Rebate) and is in the approved budget allocation as provided and will be funded from the following account: Description Account Number Amount Ops 2019 Sidewalk 100-36-380-10733-7112 $10,764 Eng Sidewalk Replacement 110-32-331-83215-7401 $64,289 3.2 Pricing submitted for Sidewalk Bay Replacements is to remain firm for the first year of the contract. Should the contract be extended for additional years, the unit prices would be adjusted on the anniversary date of the contract award by the annual percentage change in the most recent issuance of the Consumer Price Index (CPI), All Items, Ontario as published by Statistics Canada and the pricing will remain firm for the contract year. 3.3 The total estimated contract is for one year plus three optional additional years and is approximately $300,212.00 (Net HST Rebate). 3.4 Queries with respect to the department needs should be referred to the Acting Director of Engineering. 4. Concurrence This report has been reviewed by the Acting Director of Engineering and the Acting Director of Operations who concur with the recommendations. Page 398 Municipality of Clarington Report FND-023-20 5. Conclusion Page 4 It is respectfully recommended that Emmacon Corp. being the lowest compliant bidder be awarded the contract for Sidewalk Bay Replacements as per the terms and conditions of Tender CL2020-10. Staff Contact: David Ferguson, Purchasing Manager, 905-623-3379 Ext 2209 or dferguson@clarington.net. Attachment: Attachment 1 — Summary of Bid Results Interested Parties: List of Interested Parties available from Department. Page 399 Municipality of Clarington Report FND-023-20 Page 5 Attachment 1 to Report FND-023-20 Municipality of Clarington Summary of Bid Results Tender CL2020-10 Sidewalk Bay Replacements Bidder One -Year Total Bid (Net HST Rebate) Potential Four -Year Total Bid (Net HST Rebate) Neptune Security Services Inc.* $42,230.40 $168,921.60 Emmacon Corp. $75,053.09 $300,212.35 On -site Contracting Inc. $85,096.80 $340,387.20 Signature Contractors Windsor Inc. $97,547.14 $390,188.54 Aloia Brothers $99,597.60 $398,390.40 Bennington Construction Ltd. $130,970.72 $523,882.87 RD Build Inc. $136,165.79 $544,663.15 AquaTech Solutions Inc. $136,854.99 $547,419.96 Coco Paving Inc. $209,427.17 $837,708.67 Arenes Construction Ltd. $227,120.18 $908,480.72 Note: Bidders marked with * were deemed non -compliant. Page 400 Clarington Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: June 22, 2019 Report Number: FND-024-20 Submitted By: Trevor Pinn, Director of Finance/Treasurer Reviewed By: Andrew C. Allison, CAO Resolution#: File Number: RFP2020-1 By-law Number: Report Subject: Engineering Services Brown Street Reconstruction Recommendations: 1. That Report FND-024-20 be received; 2. That the proposal received from CIMA+ having the lowest price meeting all terms, conditions and specifications of RFP2020-1 be awarded the contract for the provision of engineering services required for the reconstruction of Brown Street; 3. That the funds required in the amount of $101,754.37 (net HST rebate) be drawn from the following accounts: Brown St. Reconstruction 110-32-330-83457-7401 $ 81,714.62 (2019) Region of Durham (2019) 110-32-330-83457-7402 $ 20,039.75 4. That subject to budget approval in 2021 for the reconstruction of Brown Street that the CIMA+ be authorized to provide the required Inspection and Contract Administration at a cost of $75,774.71 (net HST Rebate) and that the required funds be drawn from the following accounts: Brown St. Reconstruction 110-32-330-83457-7401 $ 60,619.77 (2021) Region of Durham (2021) 110-32-330-83457-7402 $ 15,154.94 5. That all interested parties listed in Report FND-024-20 and any delegations be advised of Council's decision. Page 401 Municipality of Clarington Report FND-024-20 Report Overview Page 2 To request authorization from Council to award Request for Proposal RFP2020-1 for the provision of engineering services as required to complete Brown Street Reconstruction. 1. Background 1.1 The Municipality requires the assistance of a qualified engineering consulting firm to provide detailed design, tender preparation, construction inspection, and contract administration services for the reconstruction of the following streets in Bowmanville. Detailed design and tender preparation will be completed in 2020, and subject to budget approval, construction will take place in 2021. • Brown St between Victoria St and Queen St (approx. 300 m length) • Albert St between Brown St and Liberty St (approx. 155 m length) • Victoria St between Ontario St and Liberty St (approx. 95 m length) 1.2 A Request for Proposal (RFP) was drafted to allow for the Municipality to select a qualified Consultant with the skills, resources and experience necessary to provide engineering services for the reconstruction of Brown St. and adjacent side streets in Bowmanville as per the specifications provided by the Engineering Services Department. 1.3 RFP2020-1 was issued by the Purchasing Services Division and advertised electronically on the Municipality of Clarington's (the Municipality) website. Notificatior of the availability of the document was also posted on the Ontario Public Buyer's Association website. The RFP was structured on the price — based two envelope RFP system. Nineteen companies downloaded the document. 1.4 The RFP closed on May 6, 2020. 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. 2.2 Nine 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 evaluation. Only one company responded to our request of why they did not bid. This Page 402 Municipality of Clarington Report FND-024-20 Page 3 company advised that they were not able to take on additional work given their current workload. 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 • Their approach and methodology of how the project would be delivered. 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 any related issues or concerns. 2.5 Upon completion of the evaluation, the evaluation committee concluded that the following five proponents met the pre -established threshold of 85% for Phase 1 and moved on to the second phase. • Ainley Graham & Associates Limited • BT Engineering Inc. • CIMA+ • Engage Engineering Ltd. • WSP 2.6 It was deemed by the evaluation committee that presentations from the proponents who made it to phase 2 were not required and their pricing envelopes were opened and evaluated. The submission from CIMA had the lowest price. 3. Financial 3.1 The funds required in the amount of $ 101,754.37 (net HST rebate) will be drawn from the following accounts: Page 403 Municipality of Clarington Report FND-024-20 Brown St. Reconstruction (2019) Region of Durham (2019) 110-32-330-83457-7401 $81,714.62 110-32-330-83457-7402 $20,039.75 Page 4 3.2 The inspection and contract administration for the project was included in the issued RFP as a provisional item in addition to the design work. There are cost efficiencies when the contract administration is performed by the same consultant as the design of the capital work. Project administration costs will be included in the budget submission for the same year that the capital work is to be completed. Approval of the award of contract for this work is subject to the project receiving budgetary approval in a subsequent year. 3.3 The funds in the amount of $75,774.71 (net HST rebate) will be required to complete inspection and contract administration for the project and will be identified in a future budget submission. 3.3 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 CIMA+ having the lowest price and meeting all terms, conditions and specifications of RFP2020-1 be awarded the contract for the provision of Engineering Services as required to complete the reconstruction of Brown Street. Staff Contact: David Ferguson, Purchasing Manager, 905-623-3379 ext. 2209 or dferguson@clarington.net. Attachments: Not Applicable Interested Parties: List of Interested Parties available from Department. Page 404 Municipality of Clarington Report FND-024-20 Page 5 Municipality of Clarington RFP2020-1 Engineering Services for Brown Street Reconstruction Bidder Ainley Graham & Associates Limited* Ambashi Engineering and Management BT Engineering Inc.* C I MA+* Engage Engineering Ltd. Gerrits Engineering Limited Greer Galloway Jewell Engineering; and WSP.* Note: Bidders with an asterisk (*) are the companies who were shortlisted. Page 405 Clarington Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: June 22, 2020 Report Number: FND-025-20 Submitted By: Trevor Pinn, Director of Finance/Treasurer Reviewed By: Andrew C. Allison, CAO Resolution#: File Number: By-law Number: Report Subject: Single Source award to Grant Thornton for the development of Key Performance Indicators and Management by Objectives. Recommendations: 1. That Report FND-025-20 be received; 2. That under the single source provision of the Municipality's Purchasing By -Law and based on the proposal received, Council grant the Purchasing Manager the authority to negotiate an agreement with Grant Thornton for the development of Key Performance Indicators (KPIs) and Management by Objectives (MBOs) for the Municipality; 3. That the Purchasing Manager be authorized to execute the necessary agreement with Grant Thornton for the services outlined in recommendation 2 in a form acceptable to the Municipal Solicitor; 4. That funds required for the services be funded from the Continuous Improvement Reserve Fund; and 5. That all interested parties listed in Report FND-025-20 and any delegations be advised of Council's decision. Page 406 Municipality of Clarington Report FND-025-20 Report Overview Page 2 In 2019, the Municipality received funds from the Province of Ontario to undertake an organizational review. The final report from the consultant (Grant Thornton) outlined the need for Key Performance Indicators (KPIs) and Management by Objectives (MBOs) to track output. Creating KPIs and MBOs is a science that requires specific expertise and as such staff are recommending that Grant Thornton be retained to complete that work for us. In addition, they will help create departmental business plans that will cascade into the measurable output items. 1. Decision background 1.1 Through Report CAO-006-20 dated February 24, 2010, Council approved significant organizational changes. The report also identified the need to create a formal capital management process (recommendation 25), key performance indicators (recommendation 26) and management by objectives (recommendation 23). As part of the 2020 Budget, Council recognized the importance of this work and established the Continuous Improvement Reserve Fund with an initial $100,000 to assist in their implementation. 1.2 Report CAO-006-20 stated that due to the significant impact KPIs can have on how an organization operates and performs, as well as the nuances associated with what each KPI is driving, staff would be seeking to retain an expert consultant through the next round of funding under the Province's Audit and Accountability Fund to assist us with this work. Due to COVID-19, it appears that any Audit and Accountability funding may either be suspended or not happening in the foreseeable future, but our work must continue. 1.3 Grant Thornton came to us with a proposal in late March to deliver on the next stage of the work - KPIs, MBOs, and corresponding business plans, but with the ongoing pandemic it was not an advisable time for such an undertaking. We reengaged the conversation again in late May, with a greater understanding of what our post-COVID world may look like. 1.4 Recognizing and wanting to take advantage of the familiarity that Grant Thornton has with our corporate structure, staff asked Grant Thornton to provide an estimate of the cost to undertake the work described in section 1.1 above. The first version of their proposal came in at $105,000 + HST. Staff reviewed the proposal and assessed our own internal staffing competency to take on as much of that work as possible, drawing from the Office of the CAO, Corporate Service, Finance as well as other departments across the organization. As such, they were able to adjust their costing accordingly and a final version of their proposal is attached to this report as Confidential Attachment 1. Page 407 Municipality of Clarington Page 3 Report FND-025-20 1.5 The proposal has Grant Thornton starting their engagement in July 2020 and completing it in November 2020. They will be working on the following deliverables: a. Developing departmental business plans; b. Aligning roles and responsibilities of top levels of management with business plans; and c. Building measurable markers (KPIs) against the business plans that can be tracked and reported to Council. 1.6 The award of a single source contract will allow the Municipality to expedite the implementation of the key performance indicators and management by objectives. 2. Financial 2.1 The funds required in the amount of $71,232 (net HST rebate) will be drawn from the Continuous Improvement Reserve Fund. The contribution of funds to this reserve fund was approved in the 2020 budget. 3. Concurrence Not applicable. 4. Conclusion It is respectfully recommended that Council award a single source contract to Grant Thornton to develop Key Performance Indicators and Management by Objectives for the Municipality. Staff Contact: David Ferguson, Purchasing Manager, 905-623-3379 ext.2208 or dferguson@clarington.net. Attachments: Confidential Attachment 1: Proposal from Grant Thornton Interested Parties: List of Interested Parties available from Department. Clarington Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: June 22, 2020 Reviewed By: Andrew C. Allison, CAO File Number: Report Subject: Strategic Plan Update Recommendation: Report Number: CAO-016-20 Resolution#: By-law Number: 1. That Report CAO-016-20 be received for information. Page 409 Municipality of Clarington Report CAO-016-20 Report Overview Page 2 This Report summarizes the actions taken to date to implement Clarington's Strategic Plan 2019 to 2022. 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 the 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 Page 410 Municipality of Clarington Report CAO-016-20 D. Legacy Projects Page 3 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 DA 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 17 goals in the Plan as of June 2020. 2. Summary of Actions A. Engaged Communities Enhancing Communication A.1. Enhance two-way communication with the community Responsible Department: CAO's Office 2.1 Currently, the Municipality has many opportunities for public engagement on various projects and initiatives. Some forms of engagement are mandatory and set out in federal and provincial regulations. These mostly apply to planning and development projects. Others are discretionary, but are reflective of a desire to invite stakeholders into the decision -making process so that they can help define issues, identify solutions, and develop priorities for action and resources. Council and Municipal staff are accountable to our community. We answer to residents on critical decisions surrounding services and how tax dollars are allocated to pay for them. It is critical that our community has a say in the decisions made that impact them. Page 411 Municipality of Clarington Page 4 Report CAO-016-20 2.2 Public engagement fosters a sense of ownership and vested interest from residents in the community and the decisions made. Engaged residents will understand the decision made, including some of the challenges surrounding that decision, and will be more inclined to accept the results. Effective engagement also expedites project implementation as there is no need to revisit the decision made and re-engage on the issue. Effective engagement builds trust between the Municipality and its residents. 2.3 The Municipality needs a consistent corporate -wide approach to public engagement. We need a framework that will guide all of our engagement efforts to ensure that they are well planned, well -executed and measured to ascertain their success. Several larger municipalities are developing or have already established public engagement plans and strategies. Communications staff will oversee the development of a made-in- Clarington framework utilizing the process outlined below. 2.4 To develop an effective engagement framework, staff will, interview members of Council to understand Councillors' viewpoints and expectations; • interview senior management to determine ongoing needs for engagement, and understand current corporate strengths, weaknesses, opportunities and threats (SWOT analysis) as they pertain to public engagement; and • establish an internal staff steering committee, involving key people across all Departments, that will help develop the corporate -wide engagement framework. 2.5 Staff will also conduct research on best practices and strategies employed by comparable municipalities. Staff will consult and base the proposed engagement framework on fundamental public participation principles established by the leading international organization on this topic, the International Association for Public Participation (IAP2). 2.6 The framework will ensure that all of Clarington's engagement is meaningful, transparent and standardized. It will include a toolkit for all staff and will also encompass staff training to ensure that the Municipality has one uniform approach to involve stakeholders in the decision -making process. It will also include a way to measure the success of each public engagement initiative. 2.7 Once the consultation and research are synthesized, staff will prepare a report to Council with a proposed engagement framework for approval. 2.8 An important part of communicating with the community is consistency. The creation and implementation of a branding strategy (discussed below) help ensure consistency. Page 412 Municipality of Clarington Page 5 Report CAO-016-20 Branding A.2. Establish and develop a unique Clarington brand for promoting our community Responsible Department: CAO's Office 2.9 As discussed in Report CAO-015-19, the corporation needs to focus initially on internal branding. This will help ensure the success of a more fulsome branding exercise. 2.10 The Communications Division has developed Brand Guidelines (see Attachment 1 to this report). The CAO's Office will be meeting with staff to explain how the Guidelines will be applied across the entire organization. 2.11 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 action taken by the Tourism Advisory Committee respecting this initiative was outlined in section 2.2 of Report CAO-013-20 (Service Delivery Review Update — Tourism). B. Strong Economy Downtown Plans B.1. Complete the implementation of the Downtown Plans Responsible Departments: Engineering and Planning 2.12 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 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. 2.13 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. Considering the recent impact of COVID-19, staff will meet with the BIA in the fall of 2020 to determine if a 2022 schedule may be more appropriate. 2.14 Staff are in the process of coordinating accessibility and operational improvements at the intersection of Scugog Street and King Street to be completed this year. Page 413 Municipality of Clarington Page 6 Report CAO-016-20 Since the beginning of May of this year Phase 2 of the LED street lighting conversion for the decorative lighting has been ongoing. The replacement of the decorative lights in downtown Bowmanville has now been completed. 2.15 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. As part of the work to relocate the pedestrian crossing associated with the Parkview seniors living project, staff incorporated the streetscape theme developed for the corridor into the relocation project which should be completed later this year. 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. 2.16 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. 2.17 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 Page 414 Municipality of Clarington Report CAO-016-20 Page 7 plan, staff have also identified just over $5.2M of streetscape works in the draft 2020 Development Charges by-law update 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. 2.18 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 were in September 2019 and awarded in late October. The artists finalized their concepts and showcased them at the Mayor's Art Gala in February. They are in various stages of manufacture. Council was provided with a summary of the projects in a memo from the Planning Department dated April 2, 2020. Some pieces are ready of installation but have been delayed due to working conditions imposed by COVID-19. OMAFRA extended the deadline to October 31 to allow for the completion of the works in the different downtowns. 2.19 In 2018, the Community Improvement Plans for Orono, Newcastle and Bowmanville were renewed and refreshed with the addition of accessibility, to the existing grants for fagade improvement, building code and signage plus change in eligibility criteria to allow businesses to access funds a second time after 10 years. Council is the recipient of annual reports on the CIP grants and initiatives such as the bus shelter at 20 King Street West and parking lot landscaping in Bowmanville. Council approved the usage of funds to kick-start the outdoor patio program in 2018, this program has been implemented and expanded. In 2020, additional measures may be implemented to address COVID-19 restrictions and provide additional outdoor seating areas. Broadband B.2. Create partnerships in broadband expansion, working to achieve 100% connectivity Responsible Department: CAO's Office 2.20 Staff had been working closely with Bell Canada in an attempt to build -out rural internet coverage across Clarington. Unfortunately, Bell has not taken any meaningful steps to bring the necessary infrastructure into the rural parts of our community. With the increasingly heightened need for reliable and accessible internet services, staff feel that the only prudent way to move this file ahead is to look beyond Bell for a solution. Fortunately, we have had a number of conversations with small Internet Service Providers (ISPs). Confidential Report CAO-017-20 seeks direction from Council to pursue an opportunity with one such ISP. Page 415 Municipality of Clarington Report CAO-016-20 Natural Gas Page 8 B.3. Create partnerships to promote investment in infrastructure to make natural gas more accessible Responsible Department: CAO's Office 2.21 In sections 2.15, 2.16 and 2.17 of Report CAO-015-19, Council was advised that staff were in discussions with Enbridge Gas regarding Provincial initiatives that may help facilitate the expansion of natural gas into unserviced parts of Clarington. 2.22 In December 2019, the Government of Ontario announced its plans to further increase access to natural gas by making financial support available for new expansion projects. The stated purpose of the Province's Natural Gas Expansion Program is to offer an opportunity to drive economic development and enhance the quality of life and prosperity of families and businesses across Ontario. 2.23 By letter dated February 20, 2020, Enbridge asked for the Municipality's support to bring natural gas to unserved areas within our community. Its specific request was that Council endorse sending a letter in support of a project in North Clarington (Tyrone, Haydon and Enniskillen). The North Clarington project has been previously assessed by Enbridge and identified as being the most economically feasible of possible natural gas expansion projects in Clarington, giving it the best chance to receive funding under the Province's Natural Gas Expansion Program. Through Resolution #GG-162-20 passed on March 24, 2020, Council provided its support for this project. Due to COVID-19, Enbridge's public consultation respecting this project was suspended. 2.24 We have been advised by Enbridge Gas that it has submitted our project, along with other proposed projects, to the Ontario Energy Board. It was expected that the OEB would be reviewing project submissions and providing a report to the Ministry of Energy, Northern Development and Mines later this year recommending potential natural gas expansion projects that the Ontario government could consider as candidates for financial support. The Ministry of Energy, Northern Development and Mines would then be reviewing the recommendations of the OEB along with other considerations and issue a decision on future natural gas expansion projects eligible to receive financial support. This timing may, however, be delayed due to COVID-19. 2.25 Separate and distinct from the application referred to in section 2.24 above, Enbridge has applied to the OEB for approval of several mechanisms to facilitate natural gas expansion, customer attachment and economic development specific projects. Notice of this proceeding was provided to the Municipality and included in the General Government Committee agenda on June 1, 2020. Page 416 Municipality of Clarington Page 9 Report CAO-016-20 Transportation Network 8.4. Expand our transportation network into commercial and industrial areas Responsible Departments: Engineering (in consultation with Active Transportation and Safe Roads Committee) 2.26 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 our active transportation network. This work will be completed in 2020. 2.27 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). 2.28 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. The RFP for the work is being prepared and will be issued this summer with public consultations beginning this fall. 2.29 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 network. 2.30 Staff meet with DIRT 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. 2.31 In late 2019 the extension of Baseline Road to Bennett Road was completed and greatly improves access to our Clarington Technology Business Park and will accommodate improved access to the 401 for Toyota Canada's new East Parts Distribution Centre on Lambs Road when they open this year. 2.32 Staff will continue to look at transportation improvements in our business parks and will be moving design work forward for the urbanization and servicing of these areas to be able to respond to development requests as they come forward. Page 417 Municipality of Clarington Page 10 Report CAO-016-20 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 2.33 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. 2.34 As part of its review of the Municipality's Organizational Structure, Grant Thornton LLP was requested to review different models for the delivery of economic development services. They were not asked to provide any specific recommendations respecting a best practice for Clarington because the scope of their retainer did not permit any consultation or "collaboration with the business community and other stakeholders". Table 2.0 in Grant Thornton's Final Report dated December 4, 2019 is titled "Key Attributes of Internal and External Economic Development Service Delivery Models". The information will be part of Council's consideration in 2021 of whether to renew the CBOT contract or pursue a different economic development service delivery model. 2.35 In response to questions from Council relating to CBOT, the Director of Finance provide a memo dated January 17, 2020 and the Municipal Solicitor prepared confidential Report LGL-003-20 dated March 9, 2020. The information in these memos will help inform Council's decision on whether to extend the CBOT contract. 2.36 Sections 3.107 through 3.112 of Report CAO-006-20 described some of the service improvements that have been made regarding communications between Municipal staff and CBOT. 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) 2.37 Report CAO-013-19 dated November 25, 2019 provided an overview of the steps taken to advance this goal and provides Council with several options to incentivize affordable housing in Clarington. Page 418 Municipality of Clarington Report CAO-016-20 Page 11 2.38 The Affordable Housing Toolkit has been finalized and approved by Council. Staff have received a number of inquiries about the incentives included in the Toolkit from prospective developers. There is a clear interest in both the private and not -for -profit sectors, and we are hopeful to be able to capitalize on that moving forward. 2.39 The Planning Department is currently working closely with partners to complete Secondary Plans across Clarington and trying to find ways to include a mix of housing options, inclusive of those in the affordable category (based on definition of 10% less average market rent — as per CMHC). The developers have been receptive to the concept and are working to find creative solutions to make it happen. 2.40 There is another opportunity to address affordable housing through the Major Transit Station Areas around the two proposed GO Train stations. Under provincial legislation, these areas can be subject to Inclusionary Zoning (IZ). This would allow the local government to mandate a certain amount of affordable housing within that designated area. This tool has not been widely used as a policy option, requiring further analysis — but it is an option. The Region and local planning staff will be working to explore this further. 2.41 We also have two facilities that have received joint government funding and either recently opened (1505 Bowmanville Avenue) or are under construction (Parkview). This is encouraging. Staff have also been in preliminary conversations with Habitat for Humanity to discuss the feasibility of locating a build site in Clarington. Investment in Employment Lands C.2. Develop a realistic strategy for infrastructure investment in employment lands Responsible Departments: Engineering, Finance and CBOT 2.42 Report EGD-009-19 dated May 6, 2019 described our initiatives to partner with the Region and the private sector to bring water and wastewater services to Courtice Court. Staff have finalized the design, tender and legal agreements with the landowners and are in the process scheduling the work as approved in Report COD-010-20. The commencement of the works is anticipated in July and the completion of the water and sanitary servicing works are anticipated to be complete in late fall 2020 with some clean up works in the spring 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 2021. 2.43 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 second quarter of Page 419 Municipality of Clarington Report CAO-016-20 Page 12 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). With the challenges of COVID-19 this report has been delayed and staff. 2.44 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 and some of these works have been included in our Development Charge By -Law to support development in the area. 2.45 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 2.46 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. In fall of 2019 the Municipality began the Development Charge Study and Community Benefit Study for July 1, 2020 rates. While these studies have been completed, the Province has allowed for the extension of the existing DC by-law which the Municipality has taken advantage of. The DC Study and new By-law will be before Council in September 2020. Development Charges and Asset Management are 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. Page 420 Municipality of Clarington Page 13 Report CAO-016-20 D. Legacy Projects Courtice Waterfront D.1 Clearly articulate our plans for ... a) Courtice waterfront Responsible Departments: Planning and Engineering 2.47 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 Courtice Waterfront and Energy Park Secondary Plan review is underway. Two Public Information Centres have been held (Dec. 2019 and Mar. 2020) to share this project with the public and to generate ideas from the 65 people who attended. In addition, over 900 people have contributed their ideas to creating a vision for this joint project. These ideas will help to inform a land use concept for this area that will create a premium Municipal -wide park along the Courtice waterfront. The waterfront park this project is exploring will have opportunities for tourism. Plans for the Courtice waterfront will support the development of an energy employment cluster in the nearby Clarington Energy Business Park. In the Fall of 2020, Staff will bring the emerging vision and preliminary development options back to the public for further consultation and refinement. This will lead to the selection of a final development option that will guide the creation of an updated Secondary Plan for the Courtice Waterfront and Energy Park. Port Darlington Waterfront D.1 Clearly articulate our plans for ... b) Port Darlington waterfront Responsible Departments: Engineering and Planning 2.48 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. 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. 2.49 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 which Clarington Council has approved as surplus and staff are reviewing options to have these lands developed. The ultimate plan for East Beach Park is attached to this report as Attachment 1. Page 421 Municipality of Clarington Report CAO-016-20 Page 14 2.50 As part of the Lakebreeze subdivision development, the Municipality took ownership of a long section of linear parkland along the waterfront. The linear park and waterfront were dedicated to MOC with the registration of the subdivision plans in 2018. That park will include trails, viewing areas, interpretive signage and shelters. Much of the infrastructure will be built by the developer at their cost. 2.51 The developer will be starting the trail works in early summer of 2020. The entry points into the trail, sitting areas and other related work will be started mid -summer with landscaping to commence late summer/fall. The developer's goal is to get the entire west side of this site completed this 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 2.52 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. The consultation with First Nations is a requirement of the Federal "duty to consult". Clarington staff are assisting in providing background and clarification about the proposed future ownership, legal restrictions to ensure it stays a Nature Reserve, planting and management of the lands. The consultations are to determine the role First Nations would like to have as part of the nature reserve. 2.53 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 Elliott Road were discussed. Engineering Services will be initiating an environmental assessment for Elliott Road and the closure of Nichols Road. In addition, the landscaping and planting plans of the existing and new waste site are being prepared by AECL and reviewed by the Port Granby consulting team. 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. Page 422 Municipality of Clarington Page 15 Report CAO-016-20 Responsible Department: Community Services 2.54 Recommendations respecting this proposed facility were approved by Council in October 2019 through Report CSD-009-19. The approved 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. 2.55 To date, we have not received any indication on the status of our funding application. The Director of Community Services was advised recently, on a Province -wide Tele Town Hall with the Minister of Heritage, Sport, Tourism and Culture, that the program applications received totaled $13B. Staff will continue to communicate with their contacts at the Province and are hopeful notification will be received in the coming weeks and months. Staff will then report back to the General Government Committee on the results of our funding, and if successful, receive direction to proceed with the design phase of the project. Performing Acts Space DA Articulate a vision of a Performing Arts space Responsible Departments: CAO's Office, Planning and Community Services 2.56 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). 2.57 On March 13 a meeting was scheduled with Elizabeth Cook, a resident interested in discussing a Performing Arts Centre in Clarington, Councillor Hooper, the CAO, the Acting Director of Planning, and the Director of Community Services. Due to the rapidly developing COVID-19 situation at that time, this meeting was postponed to a future time. Page 423 Municipality of Clarington Report CAO-016-20 Camp 30 D.5 Make a decision on Camp 30 Page 16 Responsible Department: Planning 2.58 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 first tabled to the October 22, 2019 Planning and Development Committee meeting and then tabled at the subsequent Council meeting with no specified return date. Council approved a motion to have this Report brought back to the floor of Council on June 15, 2020. On June 15, the Report was referred to the June 29, 2020 Planning & Development Committee meeting. 2.59 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, Planning, Community Services and Operations 2.60 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. Operations and Community Services have met regarding the next steps to carry out this direction. A communique was sent to all Municipally operated buildings including the Municipal Administrative Centre and community halls and arenas to advise of the initiatives underway and to encourage reduction, recycling and reusing where possible. 2.61 In late Fall 2019, Community Services put together a Project Team with representation from all areas of the Department to work on a program to advance waste reduction in our recreation facilities which included the Single Use Plastic direction from Council. This work included the completion of a "garbage audit" at the Courtice Community Complex. Staff then began formulating efforts based on the results of their findings. Unfortunately, this work was suspended as the result of the COVID-19 pandemic and will continue at such time as we begin to task of re -opening our buildings and resuming our recreation programs and activities. Staff had planned to update Council in spring 2020 on the highlights of the program and results achieved, however due to the COVID- 19 situation, this report will be delayed to the fall. Page 424 Municipality of Clarington Page 17 Report CAO-016-20 2.62 Sections 2.63 through 2.72 below provide an overview of the corporation's climate change initiatives that all contribute to the strategic priority of "Environmental Sustainability". 2.63 In November 2019, through Report CAO-014-19, 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 (GHG) 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 GHG emissions by 80% by the year 2050. 2.64 In January 2020, Council passed resolution #GG-021-20, encouraging the Province and Federal Government to develop and financially support programing that helps residents, businesses and municipalities reduce their energy consumption and associated GHG emissions. 2.65 In January 2020, the Municipality received notice that it was awarded funding for round 1 of the Natural Resources Canada Zero Emissions Vehicle Infrastructure Program (ZEVIP), for installation of 3 public -use electric vehicle charging stations (5 charge points) in downtown Bowmanville. The stations are projected to be operational by September 2020. 2.66 In February 2020, Council passed resolution #GG-083-20, declaring a climate emergency. By declaring a climate emergency, the Municipality joined more than 400 Canadian municipalities and 1300 local governments in 25 countries in committing to respond to climate change by reducing GHG emissions. 2.67 In February 2020, through Report CAO-005-20, Council approved resolution #GG-098- 20 to join the Federation of Canadian Municipalities — International Council for Local Environmental Initiatives (FCM-ICLEI) Partners for Climate Protection (PCP) program to expedite the reduction of corporate GHG emissions. The PCP program is based on a five -milestone framework that involves: 1) completing a GHG inventory and forecast, 2) setting a GHG reduction target, 3) developing a local action plan, 4) implementing the plan, and 5) monitoring progress and reporting results. The PCP program 5 milestone framework is being integrated into the mitigation portion of the Clarington Climate Action Plan. 2.68 In March 2020, Council passed resolution #C-066-20 which states "That it be policy for all future car and SUV purchases be electric vehicles or similar vehicles without tailpipe emissions, where practicable". The intention of this resolution is to expedite the reduction of corporate GHG emissions, reduce air pollution and save the Municipality money. Page 425 Municipality of Clarington Report CAO-016-20 Page 18 2.69 In May 2020, Clarington completed a corporate GHG inventory, achieving Milestone One of the PCP program. The inventory identifies municipal buildings and corporate fleet as the two greatest opportunities for corporate GHG emissions reductions. 2.70 In June 2020, Council approved resolution # GG-173-20 requesting the Federal and Provincial governments support municipalities to restart the economy and safeguard the public from the risks associated with climate change by prioritizing the development of a green economy following the COVID-19 public health emergency. 2.71 In June 2020, through Report PSD-020-20, Council was informed of two available funding programs that will be pursued which support the adoption of electric vehicle (EV) fleet and workplace vehicles and related infrastructure: 1) The FCM Green Municipal Fund (GMF), to develop and implement a pilot project to assess the suitability of light -duty EVs and plugin hybrid vehicles providing municipal services in real -life conditions; and 2) Natural Resources Canada's (NRCAN) ZEVIP (Round 2), which is intended to cover 50% of the costs associated with the purchase and installation of EV charge stations for light duty workplace and fleet electric vehicles and plugin hybrids. These funding opportunities could expedite the reduction of corporate GHG emissions, reduce air pollution and save the Municipality money. 2.72 Municipal staff continue the development of the Clarington Climate Action Plan (CCAP) An update report will be brought to Council in September 2020. The CCAP will provide recommendations for corporate climate adaptation actions that are within Municipal control. 3. Conclusion 3.1 It has been almost exactly one year since Council adopted its Strategic Plan 2019 to 2022. Much has been accomplished over 12 months. 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 — Clarington Brand Guidelines There are no interested parties to be notified of Council's decision. Page 426 Clarftpn Kim A 01 Attachment 1 to Report CAO-016-20 rr�• 'vr Ik C Page The Importance of a Visual Identity 5 The Clarington Brand 6 Writing Style Accessibility 9 10 Coat of Arms (Crest) 12 File Types 14 Clarington Logo and Usage Project & Program Branding 15 18 Suggested Logo Usage 21 Logo Exceptions 22 Fonts 24 Colours 26 Icons 28 Letterhead & Business Cards 29 Email Signature 30 Memo & Agenda Template 31 New Branded Stationery Updates 32 Imagery 34 Use of Imagery Heading Styles 36 37 Clarington Tourism 38 Additional Branded Collateral 42 Page 429 Contents Clarjwwn 3 I 1 qk Clarington strives to provide clear, concise communications using a consistent, recognizable brand. Page 43( A t'01M, 40mo► AWN. OAMb M The Importance of a Visual Identity Every day, thousands of people interact with the Municipality of Clarington. They visit the community in person or online, read an article or advertisement, come to one of our facilities for services or to attend a program. Our employees are walking, talking brand advocates. Although each person's experience will be different, it is critical that our messages are consistent and our brand is readily recognizable by the public. Effective Public Communication An established recognizable visual identity allows the Municipality to build trust, transparency, and accountability with our residents. This, in turn, will help us communicate strategic messages and achieve the goals and initiatives outlined in the Council Strategic Plan. Staff and Council Commitment These Brand Guidelines give detailed instruction outlining how the Municipality of Clarington is presented in all forms of communications. The key to an effective brand strategy is the commitment of staff, Council and other stakeholders to support and adhere to these standards. The goal of these instructions is to ensure that we are all on the same page, working as a team to reach our shared Corporate priorities to ensure that we portray the highest level of customer service, and professionalism in all of our interactions with the public. The Communications team can provide assistance during the project planning stage to ensure that messaging, layout and design reflects Clarington's brand. Questions about this manual, its use and Clarington's visual identity should be directed to the Communications Division. Page 431 Clarftwn 5 The Clarington Brand Brand A business concept, not just a symbol, logo or name. A brand is the visual, emotional, rational and cultural image that a person associates with a company or product. It is the product of communications and experiences that a person receives from every contact with an organization. The Clarington brand will often elicit either positive or negative feelings from customers, residents, stakeholders, or business owners depending, on their experience with the Municipality. Visual Identity Visual identity is the symbols, colours, formats and other visual elements of a brand image. The collection of logos, logotypes, typography, illustration and photography— and rules for their application— which identify a brand or organization. The brand promise is the value and experience our residents and customers can expect from the Municipality. The promise is consistently embedded in messages or phrases that can be a part of the logo, which paints a picture capturing the spirit of the organization and what the Municipality stands for. 6 BRAND GUIDELINES Page 432 wo �,-,�� i•,, `�, "°". , gat •� `'�, y.'I • '! _4¢T.• .r� '�'.;:',�. a •;;'� •�.a'3 �' p - 7Al 0 - -1'rW y A Consistent Voice When the Municipality of 6 16 • larington communicates r~' with the public, our brand voice needs to be consistent. Clarington uses a variety of means to communicate and , engage with residents. That consistency is critical to uphold our values. �t Our written and spoken voice needs to be clear, concise, transparent, consistent and professional and represent our 5 * Corporate values and image. j. rW'jr + i y 40 �+ �•41 Y ~ 1•� "� r s �* k' t A-11�-7+ It is important to follow consistent styles in all written communications. This ensures that the material presented is professional and easy to read. Clarington has adopted the Canadian Press (CP) Style. The following are some of the most common guidelines that we adhere to. Writing Style Common Guidelines .. 0 Do ad Numbers: In sentences, write out one to nine and use digits for 10 and higher. 100 volunteers and One hundred volunteers and If the sentence begins with a number, 2 staff members. two staff members. spell it out. And: In sentences, spell out 'and.' The ampersand is acceptable in headings, & / + and for design purposes only. Never use the plus sign. Per cent: % / percent 70 per cent Prices and costs: $10.00 $10 Time: Use noon instead of 12 p.m. am/AM or pm/PM 10:30 to 11:30 a.m. Charts can use 12 p.m. 10 a.m. to 5:30 p.m. Phone numbers: (905) 623-3379 905-623-3379 Dates: Write out the full month and day of the week. Wed., Jan. 2"d, 2019 Wednesday, January 2, 2019 Place numbers: 3'd or 0 Third or fourth Example: ex. e.g. or Example: Websites: Use www. and do not say "online Visit us online at Visit www.clarington.net. at." Highlight URLs in bold. clarington.net. Put commas and periods inside closing The land will be zoned "R1 ", The land will be zoned "R1," quotation marks. "R2", or "R3". "12," or "13." Avoid rhetorical questions. Want to learn how to paint? Learn to paint. Use active instead of passive voice A refund will be issued. We will issue a refund. Avoid short -forms of words. Info. Information Commonly misspelled words e-mail, on-line, jeweler, gray, email, online, jeweller, jewelry, okay, web site, webpage gm, OK, website, web page age 435 Ciffftmn 9 Accessibility The Municipality of Clarington requires that all documents are provided in an accessible format. Fonts Only use the fonts listed in this branding document, and keep the size to a minimum of 12-point. Anything less will be difficult to read and should be avoided. Use 12-point fonts inside tables. If absolutely necessary, text within a table can be reduced to 11-point. Use bold to add emphasis. Do not use italics or underlining to convey important information. These font features are more difficult to read and are not recognized by screen readers. Avoid sentences in all UPPER CASE letters. White text may be used on dark backgrounds if there is at least 70 per cent contrast. If using coloured text, restrict to titles, headlines or emphasized content. Break up large blocks of text with columns and/or wide margins to improve the readability. Acronyms and Abbreviations On first mention, always provide an expanded form of the abbreviation or acronym. Example: The Accessibility Advisory Committee (AAC) meets every month. Paper Use a matte or low -lustre stock to reduce glare when printing. Content All communications should be clear, concise and written in plain language. When possible, use the automatic, built- in features of Word. For example, track changes vs. manual strikethrough and changing colour. Colour Contrast The higher the contrast between the background and the foreground, the more legible the document will be. Black text on a white background provides the best contrast, but is not the only option. As a general rule, use dark letters on a light background, or a light colour on a dark background. Limit using watermarks as they take away from the colour contrast. Use Paragraph Spacing not Spaces Use paragraph settings to create the space you need before and after paragraphs and headings instead of hitting "enter" multiple times. You can set paragraph spacing for each style that you use. This will make your document easier to read and easier to create. Page Numbering Numbering pages of a document helps readers effectively navigate and reference content. Saving Files Save all Word documents as .docx not .doc. 10 BRAND GUIDELINES Page 436 Use Alternative Descriptions (Alt Text) on Images, Charts and Graphs Add a short description to all graphics inserted into a document. Alternative text can be read by a screen reader to allow someone with a visual impairment to understand what the graphic represents. Images and Graphics Only use quality high -resolution images, charts, maps and graphs. Grainy, blurry or pixelated images are difficult to read and understand. Avoid using Smart Art — it's flat and not accessible and will require alt-text. Respect copyright rules, you cannot take an image from the internet and use it in your work. Contact Communications for direction on which images can and cannot be used. Tables and Charts All accessibility considerations applied to documents must also be used in tables and charts. For example: Use appropriate font size Add alternative text Use appropriate text alignment Additionally, ensure tables include column headings and, where possible, use only one row of headings. Keep tables simple by avoiding merged cells. If tables split across pages, set the header to show at the top of each page Do not use blank cells for formatting. Lists Format lists by using automatically generated bullets or numbering systems. It is important to format them this way, otherwise assistive technologies such as screen readers will interpret the list as a series of short separate paragraphs instead of a coherent list of related items Use numbered lists if the information is sequential and bullets if information is related. Colour Avoid conveying information by colour only. Ensure that information is not conveyed by contrast, colour, format or layout. Individuals with colour deficiency (colour blindness) may not be able to distinguish the colours within a document. Instead, provide context and include detailed alternative text so that sighted and non -sighted readers have access to the same information. Colour is also important to screen readers. Example: ® O vs. ® O Table of Contents Longer documents should always have a table of contents. Having a table of contents makes it easy to navigate the document and skip to a particular section. Automatic table of contents must be used. Page 437 Accessibility Statement The following accessibility statement must be included on all Corporate documents and printed materials, where possible at the top or near the beginning. If this information is required in an alternate format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. For more information about creating accessible documents, please reference Clarington's'Style and Accessible Document Guidelines' for Word 2013 or contact the Accessibility Coordinator at 905-623-3379 ext. 2131 or accessibility@clarington.net. COAT OF ARMS (CREST) The Municipality of Clarington Coat of Arms is a formal symbol embedded in history. It's a visual outline of the various components that make up the Municipality. The Coat of Arms is only used on certain flags and certain official communications from the Mayor's Office. The crest must be stand alone and not to be used with the Clarington logo. Any written communications containing the crest should be treated as an official document or personalized message from the Mayor including invitations, appointments, declarations, awards and certificates. CORPORATE SEALS For official Municipal communications, documents and material only. _,, p4owLEDGE AND T M SVALITY OF CLffit F��� MUN/c/A�AGENCY �O ti AgI1VG o �%� ��� a Oti .�oo.��o...aE„o��„ �- ° 0 �06� e.�..........r O`"l� b� ^�� �j� ci- 1850 12 BRAND GUIDELINES Page 438 f Y� i •}� .fit �' i -'i --me too *41114k_ ►& S'!4 A s ° File Types ■ 1r If you need a logo or an image, certain formats work best for different applications. • FA� •ipg Best used in digital • applications. Individual files have a set dimension and can ' be high or low resolution. The background is not transparent. • .png lk. Best used in digital a applications. Use when a transparent background is required. .pdf h Captures documents to view or print. .ai / .eps / .svg qo y Vector -based files that are scalable and best used in filk printed applications when high +�111111resolution a is required. 40 A copy of the logo in digital form can be found on the intranet. Specific file types may also be requested from a member of the Communications team. All public facing communications materials containing the Clarington logo and portraying the Clarington brand must be reviewed or approved by the Communications Division. Clarington Clarington Logo Clarington Clarington FULL COLOUR LOGO The Clarington logo in fu colour is to be used as shown. BLACK & WHITE LOGO A black logo may be used when printing in colour is not an option. A white logo should be used on dark/ coloured backgrounds. SMALL LOGO When using the logo in a small format, it should be no smaller than 0.75". Page 441 cluftwn 15 Clarington Logo Usage LOGO SAFE SPACE Safe space should be used around the logo that is equal to the width of the letter'o' in the Clarington logo. This applies when the logo is used next to other logos or text. LOGO ON AN IMAGE On light backgrounds the full colour logo may be used. On busy or dark background the white logo. If needed, a drop shadow may be used on a busy background. Contact the Communications Division for guidance. cli-qqliL- 0 1 boon rJAI I / rnnnnlnn TIRE [P miAn TIRE Drop Shadow Options Opacity: 25 Offset X/Y: 0" Size: 0.125" 16 BRAND GUIDELINES I Page 442 ® DO NOT USE THE LOGO IN THE FOLLOWING WAYS: ciffifloft ciff;W4011 ®Avoid putting the logo in a white box on top of an image. ciffftwill ■ (Leading the Way ® The Municipality no longer uses the tagline "Leading the Way„ LOGO VARIATIONS Clarington's logo should only be used in the ways listed in these guidelines. No variations. Do not stretch the logo, change the colour, place on an angle/vertical or add a subtitle or department name below. The Clarington logo with the cut lines 'Leading the Way' and 'Energizing Ontario" have been discontinued and should no longer be used. All documents containing the logo and tagline should be updated immediately. Avoid putting the logo in a white box on top of an image. Do not place the Clarington logo on material that was not created by the Municipality. The Clarington logo is copyrighted and can only be used by the Municipality. Organizations must receive permission from the Communications Division to use our Municipal logo. Page 443 Clarington 17 Project & Program Branding Special branding is allowed for department -specific projects or programs. The branding should be consistent across materials and the Clarington logo should always be prominent over any additional program/project branding. Material should clearly look like it is coming from the Municipality. Any new logo or branding must be designed and approved by the Communications Division. Not all projects or programs warrant their own branding. Where possible, current project/program branding will be updated to one of the suggested logo formats on page 21. PLANNING COMMUNITY SERVICES ZONECIarington C0N1)A1{ IV I. Q�� W; O MOVE LEARN PLAY Community Services Department (9 N 18 BRAND GUIDELINES Page 444 ENGAGE Clarft Mn Be, ACTive c1l'Ill �l0Il `t0;Access Clarington "cr- claringtoll *Advisory Committees and Boards fulfill a variety of mandates and make recommendations to Council. The committees are not run as separate entities from the Municipality and, as such, all material coming from them should be presented by the Municipality and include the Clarington logo as the main branding. ERA. t * The Heritage Historic Tours is a collaborative effort of several community organizations. Clarington Volunteers M&eodWL-mnce. Get involved today. Clarington Volunteers is a digital platform that was created in partnership with several local organizations. Maintained by the Municipality, the platform includes listings from across the community. Municipal opportunities should use the Clarington logo. DIGITAL PLATFORMS ADVISORY COMMITTEES PARTNERSHIPS AND COLLABORATIONS Clarftwn 19 Page 445 Project & Program Branding DO NOT USE THE LOGO IN THE FOLLOWING WAYS: Ciff-Mooft C14-09M Ciffftwin Building Services {�»,►►►tu,ir� Serricesl)epurwie,rf Planning Services Department nity Q Clarin#on Leading the Way a Training Faeili 20 BRAND GUIDELINES Page 446 Suggested Logo Usage New logos should not be created for municipal departments or programs. Clarington's logo should always be the default logo used on all material. This is important so that it's clear to the public who the material is being presented by and reinforces public perception of the Clarington brand and logo. Programs and department initiatives should always be secondary to the Clarington logo and work with the Municipal brand. EXAMPLES OF CONSISTENT EXAMPLES OF CONSISTENT BRANDING BRANDING WITH CLARINGTON LOGO SECONDARY TO CLARINGTON LOGO Zone Zone = Clarington Clarington ZONECIarington ENGAGE Engage Engage q; Clarington Clarington Clarington tA•Access Access Access :���Clarb4ton Cjarftwn Clarington • ' Volunteer Clarington Volunteers ® Volunteer Clarington � Clarington Be. ACTIve Be Active Be Active Clarington Clanftwn ® Clarington g Active Adults Clarington Clarin n Active Adults �riticy�hr Animal Shelter Clarington P Clarin n ® Animal Shelter Clarington Page 447 Clarington 21 Logo Exceptions Variations to the Municipal logo and branding may be used for Municipal enforcement, first responders, internal committees, specia events or unique projects. To ensure Emergency and Fire Services and By-law have a distinct and recognizable presence within the community, they each have a unique badge. EMERGENCY & FIRE Clarington Fire & Emergency Services badge and logo is distinct from the Clarington logo to align with other regional Fire Services. BYLAW & PARKING IrIA *Flash to be use on clothing only *Crest to be used with the Clarington logo on print and digital material tiP�l1GTG *Badges are reserved for enforcement officers only. They signal a level of authority and should not be used by any other department. 22 BRAND GUIDELINES Page 448 �Z GOLF CLASSIC Clariyton 1l/layor's GALA' Hosted by the Municipality of Clarington %C1pygp �np C1* Ipg*oll * SPORTS OALL OA I(O'Clarington ENERGY Committee rr:b L� �J Clarington /� Social COmmltlee ?, 0 SPECIAL EVENT BRANDING Branding for special events does not need to follow the Clarington brand guidelines specifically. This allows for event themes to change year to year. However, Clarington should always be listed as the title sponsor or host with the logo most prominent over other sponsor logos on all promotional material. INTERNAL LOGOS Clarftwn 23 Page 449 Fonts The Clarington typeface for headlines is Roboto Condensed Bold. OR Roboto Slab Bold can be used as an alternative headline font to create contrast or if embellishment is required. In rare cases, all -caps may be used. The support typeface for communications materials [Letterhead, Business Cards, Website, etc.] is Roboto. EMAIL & WORD DOCUMENTS The default font that should be used in email signatures and Word documents is Arial, 12 pts. The colour should be black. Municipality of Clarington Municipality of Clarington ROBOTO THIN Municipality of Clarington ROBOTO LIGHT Municipality of Clarington ROBOTO REGULAR Municipality of Clarington ROBOTO MEDIUM Municipality of Clarington ROBOTO BOLD Municipality of Clarington ROBOTO BLACK Municipality of Clarington ARIAL REGULAR Municipality of Clarington 24 BRAND GUIDELINES Page 450 Muni0 cipality of Clarington FUTURA LIGHT Municipality of Clarington FUTURA BOOK Municipality of Clarington FUTURA ITALIC Municipality of Clarington FUTURA DEMI Municipality of Clarington FUTURA BOLD Municipality of Clarington Fonts An alternative font for headlines is Futura Condensed Bold. The supporting typeface for this alternative typeface is Futura. C]tV*MR 25 Page 451 Colours For the purpose of brand consistency and recognition, it is important to use a similar and recognizable colour scheme in all corporate material. The following palette gives Clarington a more cohesive visual identity. Starting with and keeping the 'Clarington logo blue,' we have matched it with a range of complementary colours that are vibrant, bright and cheerful, just like our community. 26 BRAND GUIDELINES PRIMARY COLOURS Our main corporate colours are the 'Clarington logo blue; shades of it, and 40 per cent or 70 per cent tint of black. c:100 m:44 y:0 k:0 c:100 m:44 y:0 k:30 c:100 m:44 y:0 k:60 r:0 9:121 b:193 r:0 g:90 b:147 r:0 g:58 b:102 hex: #0079cl hex: #005a93 hex: #003a66 fW c:0 m:0 y:0 k:40 r:167 g:169 b:172 hex: #a7a9ac c:0 m:0 y:0 k:70 r:109 g:110 b:113 hex: #6d6e71 SECONDARY COLOURS To be used as the main complimentary colours in the majority of materials. Use to distinguish titles, keywords and as main colour blocks. c:84 m:16 y:55 k:0 c:84 m:16 y:85 k:15 r:0 g:157 b:139 r:9 g:135 b:80 hex: #009d8b hex: #098750 qW c:50 m:2 y:99 k:0 r:141 g:194 b:64 hex: #8dc240 c:62 m:0 y:23 k:0 r:79 9:196 b:202 hex: #4fc4ca HIGHLIGHT COLOURS Used in addition to secondary colours to highlight additional items. c:21 m:100 y:100 k:0 r:200 9:37 b:44 hex: #c8252c c:0 m:86 y:96 k:0 r:241 9:90 b:39 hex: rage7452 1W c:2 m:31 y:97 k:0 r:247 9:181 b:33 hex: #f7b521 c:0 m:82 y:28 k:0 r:240 9:86 b:126 hex: #f0567e c:44 m:80 y:11 k:10 r:142 g:76 b:135 hex: #8e4c87 TINTS and SHADES The below samples show the shaded and tinted screen values of our colour palette. Screens should mainly be used from the primary or secondary colours. Shades of the primary and secondary colours can be used for accessibility purposes when higher contrast is needed. 10% 10% 0• .0• Black Black 10% 910 0.0 0 10% IFOO .00 10% Doe�'.00 1 _4010% go�'. 10% 0 00 �'. Page 453 C]tV*MR 27 Icons ICONS Icons can be used to convey and enhance l G ideas and messages. It is important to keep icon style consistent. Clarington's icon style consists of flat lines with rounded edges. « DD D oLD C1X � V &;Ie I 0� new16 do 00 00 �• 0- 000 0— 000 t t 5 F11 T C 0 � T C� < > �� T 28 BRAND GUIDELINES Page 454 Letterhead & Business Cards Clarington FRONT Clarboon FirstName LastName Department, Title 905-623-3379 ext. XXXX email@clarington.net BACK CONNECT WITH US: 40 Temperance Street Bowmanville, ON L1 C 3A6 TTY.844-790-1599 Fax:905-623-0608 © @ClaringtonON © MunofClarington www.clarington.net The Corporation of the Municipality of Clarington, 40 Temperance Street, Bowmanville, ON L1 C 3A6 1-800-563-1195 1 Local:905-623-3379 1 info@clarington.net I www.clarington.net C(lLft1V11 29 Page 455 Email Signature Email signatures should be consistent across the organization. Do not add additional graphics or images. Jane Smith Communications Coordinator Office of the CAO Municipality of Clarington 40 Temperance Street, Bowmanville ON 905-623-3379 ext. 2345 www.clarington.net WrAwn Connect with us:MOD L 1 C 3A6 30 BRAND GUIDELINES Page 456 Memo & Agenda Template AGENDA Team Meeting Date I time [Date I time] I Location [Location] Meeting called by [Meeting called by] Attendees [Attendees] Type of meeting [Type of meeting] Please read [Please read] Facilitator [Facilitator] Please bring [Plea. bring] Note taker [Note taker] Timekeeper [Timekeeperl Agenda Items Topic Presenter Time allottcd ❑ [Topic] [Presenter] [Time] ❑ [Topic] [Presenter] [Time] ❑ [Topic] [Presenter] [Time] ❑ [Topic] Presenter] [Time] ❑ [Topic] [Presenter] [Time] ❑ [Topic] [Presenter] [lime] ❑ [Topic] [Presenter] [Time] Other Information Observers [Observers] Resources[Resources] Special notes [Special notes] Clff-hoon MEMO Clarboon Memo If this information is required in an alternate format, please contact the Accessibility Co-ordinator at 905-623-3379 ext. 2131 To: From: Date: Subject: File: Start memo here Name Job Title The Corporation of the Municipality of Clarington 40 Temperance Street, Bowmanville ON LiC 3A6 1 905-623-3379 Page 457 ciffftwn 31 New Branded Stationery Updates BUSINESS CARD Jane Smith, PhD Communications Coordinator, Office of the CAO 905-623-3379 ext. 5687 jsmith@clarington.net TTY: 844-790-1599 Clarbgwn Jane Smith, PhD Communications Coordinator, Office of the CAO 905-623-3379 ext. 5687 jsmith@clarington.net TTY: 844-790-1599 ClaFb#On 32 BRAND GUIDELINES Page 458 C18I111$'1011 The Corporation of the Municipality of Clarington, 40 Temperance Street, Bowmanville, ON L1 C 3A6 1-800-563-1195 1 Local:905-623-3379 1 info@clarington.net I www.clarington.net I41il4:1:11AIII Clarftwil The Corporation of the Municipality of Clarington 40 Temperance Street, Bowmanville, ON L1 C 3A6 905-623-3379 1 info@clarington.net www.clarington.net Page 459 Ciffftmn 33 Imagery AROUND CLARINGTON Imagery will focus on our vibrant communities, beautiful scenery and people. Images will depict our community, diversity and represent our values. They will enhance and support Clarington's key messages. Images will evoke cheerful emotions and be representative of Clarington's values and diverse culture. We must ensure that we have rights and permission to use all images. FF ,- M.05ozoRnk t [ � 34 BRAND GUIDELINES Page 460 b _ t- r 0 RECREATION & PROGRAMS 4 1 -T Ak e . ,. Al •� �� � ! r rr Page 461 cluftwn 35 Use of Imagery To showcase Clarington's vibrant communities, beautiful scenery and people, images should be the central focus of marketing material whenever possible. Photos should be used as the main focal point in designs, drawing in the audience with an overall representation of the subject material. Avoid using collages or too many images as designs may look too busy and cause a visual distraction that takes away from the content. (111bo 1; Recreation & Leisure Guide r,„ South Bowmanville Recreation Centre Community Foru •— s W 36 BRAND GUIDELINES Page 462 EMMEM�=11111 1. view Pr m specific i-on at www.clarington.neveMape 2. V ew Information on Zoning Bylaw 84 H aOd Oak Ridges Momine Zoning Bylaw 2000109 at www.claan9ten.neVZaning 3. A aarprmaanereamlatamLana Use Applications —1, as Rezoning. wwwrV. ana Bae plena at claangton.ne4pevelopmentFwma 4. Leam now we use Clating—IXg —I Plan to manage d pm gr and develoent eclalons aay ana n. the rmpre n www.�l g .naumrmialpian 5. wna(s nappe p In roar wgrnootl wMwwCurrent Development Proposalpo..Is et w.�l g .navoaaampmanremp�ala Planning Services emperance Street, Bowmanvllle, ON LtC 3Aa 905_ 3_ex1. 24051 planing@claring net Heading Styles Headings on material can be placed on images in white text on a coloured rectangle background. Roboto Bold Condensed should be used in these scenarios. Alternatively, Roboto Slab Bold my be used when a more decorative font is needed. A white rectangle header box with cut out letters over an image may also be used. Page 463 cluftwn 37 Clarington Tourism TOURISM LOGO LOGO VARIATION In some instances, a plain, one -colour logo may be used without the pin icons. CIc71'1llgCo11 4A)P-ad TD m, "-V Clarington Tw,Kiw Qadwgtoa Towiw Example: Discover your Hometown Holiday #ThisIsClarington 38 BRAND GUIDELINES Page 464 c:50 m:2 y:99 k:0 r:141 9:194 b:64 hex: #8dc240 4D c:44 m:80 y:11 k:10 r:142 g:76 b:135 hex: #8e4c87 c:0 m:98 y:22 k:0 r:238 g:19 b:119 hex: #ee 1377 c:100 m:44 y:0 k:0 r:58 g:95 b:165 hex: #0079cl c:0 m:86 y:96 k:0 r:241 9:90 b:39 hex: #f15a27 c:21 m:100 y:100 k:0 r:200 g:37 b:44 hex: #c8252c COLOURS Select colours have been used from the Clarington colour palette in the Clarington Tourism logo. All tourism marketing material should use these colours or a variation of them. An alternative pink colour, used in the logo is also permitted. The colours are bright and fun and give a sense of joy and excitement. TOURISM CAMPAIGNS Specific logos should no longer be used for tourism campaigns but should rather follow a consistent branding style, similar to other tourism campaigns and marketing material. See pages 40-41. Page 465 Clarftwn 39 Clarington Tourism Clarington Tourism communicates to a wider audience to help market the community. As a result, there are additional rules and branding guidelines for Tourism to follow. CAMPAIGN TITLE BOX When displaying titles or themes, a title box over an image can be used for tourism marketing material. Examples include homepage banners, social media posts, postcards or booklets. 40 BRAND GUIDELINES Page 466 01 11 lim - ' MOTORSPOA �� t. PTRAILS TO SPOTS TO EXPLORE RAISE A GLASS i� 4o 5 ,5 y, ICONS The marker icons found in the original Clarington Tourism logo can be used as graphic elements in designs. Page 467 cluftwn 41 Additional Branded Collateral To ensure consistency, any visual representations of the Clarington brand in additional collateral material must meet brand guidelines. Any department seeking to create additional collateral materials must consult the Communications Division for design specifications and approval. These guidelines can be provided to external agencies, consultants and vendors for reference. PROMOTIONAL MATERIAL AND SWAG CLOTHING AND UNIFORMS Irr VEHICLE WRAPS Municipal fleet vehicles and trucks should consider using a neutral, more cost-effective colour when ordering new vehicles moving forward. Red should be reserved for Emergency and Fire Services vehicles only. 42 BRAND GUIDELINES Page 468 BUILDING SIGNAGE Clarington's building signage and environmental graphics are inconsistent. Over time, as old signs are replaced, new signs will be designed consistently to follow branding guidelines. EXTERNAL SIGNAGE Cluftwn 43 PARK SIGNAGE DEPARTMENT SIGNAGE AND WAY -FINDING POP-UP BANNERS AND DIGITAL SCREENS 44 BRAND GUIDELINES lar gton THS ?R0F'FgTY PROTECTED 9Y . � 6�F-i,pW 41-20 AS AllUADEO 'iJ z 5 NG1N �` 01- G SERVICES - 3paitw.,� t r r i JJ ^Tf J IN- 94 CHANGE ROOM POLICY THE FAMLY CHANGE ROOM m irtr_ .6 the follewirg use. a �m Pwr4s.W w.A ie �v�an iogs�b Ldred. r.tnwN neecs.M �R wA.enm .p.� e. eM ere ec�onpaud y� m.�pe.i. q.nn• s;pyy xar�r. e,Fa inwf me w W d.o iae geime ryec�f�e e.ay rwms 'fxarinooll �.. � . �� � � ate, ■ .,ra�.t a r�' � —� � _. . - -A4„- - :c: = `r r *FITNE:SS& 7,•E... r� Page 47 1 FACILITY SIGNAGE COMMUNITY BOARDS Clarftmn45 ILI Nh K r� ,�.• d` d .Y '�s' , ! - Clarington Mir, 40 Temperance Street, Bowmanville a' g'� F 905-623-3379 info@clarington.net www.clarington.net Clarington Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: June 22, 2020 Report Number: CSD-006-20 Submitted By: George Acorn, Director of Community Services Reviewed By: Andrew C. Allison, CAO By-law Number: File Number: [If applicable, enter File Number] Resolution#: Report Subject: Addendum to Report CSD-004-20 2020 Community Grant Requests Recommendation: 1. That Report CSD-006-20 be received for information. Page 473 Municipality of Clarington Report CSD-006-20 Report Overview Page 2 The Grant Program Applicants were presented to Council on May 11, 2020 through Report CSD-004-20. Due to the unique circumstances that the COVID-19 pandemic presents, the remaining grants were referred to the June 22 General Government Committee Meeting. Staff have used the time to connect with the grant applicants to ensure the funding requested is still required by the organization as it was applied for. Staff received follow up from all 34 applicants at the time of this Report. Two applications have been withdrawn; 32 applications have been updated to reflect the impact of COVID-19 on the organizations. For any funds awarded to applicants, staff will continue to stay in contact with those organizations in order to receive regular updates. If for any reason, a funding award is not going to be used for the purposes awarded (i.e. cancellation or closure), staff will look for reimbursement to the Municipality as agreed to by the applicants signing the Declaration and Acceptance of Conditions when submitting their application. 1. Background 1.1 The 2020 Community Grant Program opened for applications in January 2020 and closed February 8, 2020. This was prior to the start of the pandemic and subsequently on March 17, 2020, the Government of Ontario declared a State of Emergency ordering the closure of many programs and facilities across the Province as well as implementing restrictions on public gatherings. 1.2 This State of Emergency continues to affect many in our community. Service providers, social clubs, businesses and others have had to close their doors to the public. Over the last number of weeks, many have been able to pivot their service delivery to another method (online, telephone), offer new services to support vulnerable people while others have had to cease operations completely. 1.3 On May 11, 2020, Council considered Report CSD-004-20 2020 Community Grant Requests at their General Government Committee Meeting. The information received during the application period was prior to the State of Emergency being declared in Ontario and called to question the relevance of the applications under our present situation. 1.4 As a result, Resolution # GG-097-20 was approved: That the remaining Grant Requests listed in Report CSD-004-20, be referred to the Regular General Government Committee Meeting dated June 22, 2020. Page 474 Municipality of Clarington Report CSD-006-20 Page 3 1.5 Staff connected with the 2020 Community Grant Applicants to update if they are currently offering the services as outlined in their original application or how the COVID- 19 pandemic has impacted them. 1.6 All 34 applicants responded to staff's request for information; two applications were withdrawn (Architectural Conservancy of Ontario — Clarington Branch and Lakeshore New Horizons Band) and 32 applications have been updated based on the impact of COVID-19 on their service delivery. Applications have been updated in Attachment 1 — Master List of Community Grant Applicants and Attachment 2 — Individual Summary Sheets for Council's consideration. 2. Highlights Applicants New Eligible Applicants 2.1 The Clarington Tamil Association (Applicant #20-10). According to the application, there are over 500 Tamil families in Clarington. The Association aims to provide Tamil language and cultural programming and support for seniors and new immigrants. They are requesting $5,000 to help with programming costs such as instructor wages, facility rental space and some office furniture / supplies. 2.2 St. Paul's United Church (Applicant #20-25) offers the Build Lives Up Everywhere (BLUE) program, intended to fill a gap in local mental wellness programming. The BLUE program is non -denominational and open to the public. They are requesting $2,500 to provide food for weekly meals, staffing costs, program materials and transportation for the participants. Under the Community Grant Program's new criteria, this applicant is eligible. 2.3 St. John's Anglican Church (Applicant #20-26), is applying for $5,000 to start a Brunchkin's Program in the community. This would provide a hot morning meal once a week to school aged children, along with lunch foods throughout the school year. This program is being run in a community in Bowmanville and will support approximately 15- 20 children once a week throughout the school year. Under the Community Grant Program's new criteria, this applicant is eligible. 2.4 Clarington Martial Arts (Applicant #20-34), is now an incorporated not -for -profit corporation. Clarington Martial Arts promotes, encourages and teaches martial arts and fitness to community members of all ages and abilities. They are seeking $5,000 to convert an existing storage space into additional training space and purchase equipment so that more students can access programs. Page 475 Municipality of Clarington Report CSD-006-20 Ineligible Applicants Page 4 2.5 Frontenac Youth Services (Applicant #20-22) are a member of the Youth Suicide Prevention Action Group. This is a collaborative partnership with representatives from a variety of sectors. They are seeking $3,000 to purchase a new mobile application to provide support to youth seeking help in a crisis. Frontenac Youth Services is funded by the Ontario Ministry of Health and the members of its Youth Suicide Prevention Action Group are funded through various departments of both regional and provincial governments. This application is deemed ineligible under the Community Grant Program based on the criteria that organizations must not provide programs or services for which other levels of government have legislated responsibility. 2.6 Participation House Project - Durham Region (Applicant #20-23) aims to provide services that enrich the lives of families and people living with developmental disabilities and are a new applicant to the Community Grant Program. The requested funds ($5,000) would be used to support adults with disabilities in Clarington transitioning from the secondary school system. The Participation House Project (Durham Region) receives a subsidy from the Ontario Ministry of Social Services as well as funding from Durham Region Housing. This applicant is deemed ineligible based on the criteria that organizations must not provide programs or services for which other levels of government have legislated responsibility. Withdrawn Applications 2.7 The Architectural Conservancy of Ontario (ACO) — Clarington Branch (Applicant #20-07) conducts heritage events, education and public tours of Jury Lands Camp 30. They applied for funding to support their outreach program: ACO on the Go. Due to COVID- 19, most of their operations have ceased. On May 12, 2020, ACO — Clarington Branch withdrew their application to the Community Grant Program. 2.8 Lakeshore New Horizons Band (Applicant #20-29) teaches adults music theory and instrumentation and conducts public performances in the community. Their primary objective is to teach older adults; as COVID-19 is particularly acute for seniors, the Executive of Lakeshore New Horizons Band decided that all programs are cancelled and since they have no ongoing expenses, they officially withdrew their application to the Community Grant Program on May 20, 2020. 3. Concurrence 3.1 Not Applicable. Page 476 Municipality of Clarington Report CSD-006-20 4. Conclusion Page 5 4.1 The Community Grant Program is intended to provide financial assistance for not -for - profit, volunteer community organizations providing programs and services within the Municipality of Clarington. This program acknowledges and supports the efforts of our local volunteer community and not -for -profit agencies that provide services which benefit the community and enhance community wellbeing. 4.2 In the unique situation our community finds itself in due to the COVID-19 pandemic, many of our local non-profit organizations and volunteer groups have shifted their service delivery model and have changed the services they provide to support the most vulnerable. In some cases, they have had to cease their operations while maintaining fixed operating expenses. Many are planning for a return to service in one form or another in 2020. 4.3 Even with the best of intentions, it may not be possible for some of the programs or services to be offered as planned during 2020. Should an applicant find themselves in this situation, they will be asked to provide an update to the Community Services Department and each case will be assessed using the criteria outlined in the Declaration and Acceptance of Conditions. 4.4 Once Council has decided on the award of funds, Community Services will follow up with all applicants. Staff Contact: Lee -Ann Reck, Manager of Client Services, 905-623-3379 ext. 2508 or Ireck@clarington.net. Attachments: Attachment 1 — 2020 Master List of Grant Applicants Attachment 2 — Community Grant Requests Individual Summary Sheets Interested Parties: List of Interested Parties available from Department. Page 477 Attachment 1 to CSD-006-20 Appl. # Organization Revenue 2020 Expenses 2020 2020 Net Before Municipal Deficit / Surplus Receipt 2019 2020 Request Comments 2020 Received Running Balance Grant starting $60,000 balance 20-01 Newtonville Community Hall $23,464.39 $15,175.00 $8,289.39 Surplus $3,000.00 $5,000.00 $60,000.00 20-02 Kendal Community Centre $73,737.57 $34,750.00 $38,987.57 Surplus $3,000.00 $3,000.00 $60,000.00 20-03 Hampton Community $25,118.33 $31,360.00 -$6,241.67 Deficit $3,000.00 $5,000.00 $60,000.00 Association 20-04 Brownsdale Community $25,701.31 $16,600.00 $9,101.31 Surplus $2,999.00 $2,500.00 $60,000.00 Centre 20-05 Solina Community Centre $10,804.16 $34,702.00 -$23,897.84 Deficit $2,999.00 $2,500.00 $60,000.00 20-06 Tyrone Community Centre $44,278.78 $55,200.00 -$10,921.22 Deficit $3,000.00 $5,000.00 $60,000.00 20-07 Architectural Conservancy of $13,061.88 $12,543.00 $518.88 Surplus $2,500.00 $0.00 Withdrawn $60,000.00 Ontario - Clarington Branch 20-08 Newcastle Village and District $6,420.25 $6,018.61 $401.64 Surplus $1,000.00 $1,500.00 $60,000.00 Historical Society 20-09 Bowmanville District Navy $51,782.70 $33,200.00 $18,582.70 Surplus $2,000.00 $5,000.00 $60,000.00 League 20-10 Clarington Tamil Association $868.85 $9,425.00 -$8,556.15 Deficit $0.00 $5,000.00 First time applicant $60,000.00 20-11 Bowmanville Horticultural $4,841.84 $3,925.00 $916.84 Surplus $500.00 $1,000.00 $60,000.00 Society 20-12 Orono Horticultural Society $6,355.00 $6,815.00 -$460.00 Deficit $500.00 $800.00 $60,000.00 20-13 Bowmanville Allotment $3,576.07 $1,825.58 $1,750.49 Surplus $500.00 $500.00 $60,000.00 Gardens 20-14 Liberty Allotment Garden $5,013.12 $4,266.36 $746.76 Surplus $500.00 $500.00 $60,000.00 20-15 Orono Agricultural Society $446,618.26 $399,845.00 $46,773.26 Surplus $2,500.00 $5,000.00 $60,000.00 20-16 Feed the Need Durham $582,406.32 $510,000.00 $72,406.32 Surplus $3,000.00 $2,500.00 $60,000.00 Page 478 Attachment 1 to CSD-006-20 Appl. # Organization Revenue 2020 Expenses 2020 2020 Net Before Municipal Deficit / Surplus Receipt 2019 2020 Request Comments 2020 Received Running Balance Grant 20-17 The Gathering Place $14,531.04 $12,000.00 $2,531.04 Surplus $2,000.00 $3,500.00 $60,000.00 20-18 Boys and Girls Club of $3,162,535.42 $2,979,361.00 $183,174.42 Surplus $0.00 $5,000.00 Last applied and was not $60,000.00 Durham approved in 2019 20-19 Autism Home Base Durham $218,825.00 $213,856.00 $4,969.00 Surplus $2,000.00 $5,000.00 $60,000.00 Inc. 20-20 Scientists in School $6,273,488.00 $6,150,395.00 $123,093.00 Surplus $0.00 $2,500.00 Last applied and received funding ($500) in 2018 $60,000.00 20-21 Big Brothers Big Sisters of $418,432.83 $435,700.00 -$17,267.17 Deficit $3,000.00 $5,000.00 $60,000.00 Clarington 20-22 Frontenac Youth Services $8,089.71 $8,705.00 -$615.29 Deficit $0.00 $4,000.00 First time applicant Determined to be ineligible $60,000.00 20-23 Participation House Project $5,773,527.00 $5,729,050.00 $44,477.00 Surplus $0.00 $5,000.00 First time applicant $60,000.00 (Durham Region) Determined to be ineligible 20-24 Luke's Place $1,117,293.00 $1,121,430.00 -$4,137.00 Deficit $0.00 $2,500.00 Last applied and was not $60,000.00 approved in 2015 20-25 St. Paul's United Church $4,802.00 $13,788.00 -$8,986.00 Deficit $0.00 $2,500.00 First time applicant $60,000.00 20-26 St. John's Anglican Church $216,337.16 $221,336.00 -$4,998.84 Deficit $0.00 $5,000.00 First time applicant $60,000.00 20-27 Heroes 4 Wildlife $162,000.00 $167,000.00 -$5,000.00 Deficit $0.00 $5,000.00 First time applicant $60,000.00 20 28 Soper Valley Model Railroad $9,275.47 $11,312.00 -$2,036.53 Deficit $1,000.00 $1,500.00 $60,000.00 Association 20-29 Lakeshore New Horizons $31,132.16 $31,132.16 $0.00 N/A $750.00 $0.00 Withdrawn $60,000.00 Band 20-30 Bowmanville Tennis Club $43,000.00 $46,000.00 -$3,000.00 Deficit $500.00 $5,000.00 $60,000.00 20-31 Clarington Swim Club $427,369.00 $396,250.00 $31,119.00 Surplus $2,500.00 $5,000.00 $60,000.00 20-32 Clarington Ravens $27,878.16 $28,200.00 -$321.84 Deficit $3,000.00 $2,500.00 $60,000.00 20-33 Clarington Knights Football $121,114.00 $120,000.00 $1,114.00 Surplus $1,000.00 $2,500.00 $60,000.00 Page 479 Attachment 1 to CSD-006-20 Appl. # Organization Revenue 2020 Expenses 2020 2020 Net Before Municipal Deficit / Surplus Receipt 2019 2020 Request Comments 2020 Received Running Balance Grant 20-34 Clarington Martial Arts $139,545.69 $147,600.00 -$8,054.31 Deficit $0.00 $5,000.00 First time applicant $60,000.00 a..- ,26 1 Attachment 2 to CSD-006-20 Municipality of Clarington Community Services Department Summary of Grant Information Applicant Organization: Newtonville Community Hall Application # 20-01 Contact Name: Yvonne Stefanin The primary programs / services of the Organization are: • Offer community events to people of all ages in Newtonville and surrounding areas • Provide a good rental venue to members of the community • Offer community information sessions (i.e.. Doors Open Clarington, Police and politician talks, CPR training, etc.) Description of the program / service / event that the funding will be used for: The Netwonville Community Hall is currently closed for operations due to COVID-19. They are expecting to continue services as applied for later in 2020. The funds requested will be needed to cover operating costs such as heat, water, etc. The Board has been working hard for many years to run fundraising events to support its renovations fund. Any funds the Board has available have been advertised to the community and raised through events for the purpose of proceeding with renovation projects. The Organization intends to use the 2020 Community Grant Funds in the following manner: • Heat • Hydro • Water • Phone • Caretaking and honoraria Financial Summary: 2019 2020 Revenue $ 24,433.93 $ 23,464.39, Expenses $ 11,969.54 $ 15,175.00 Net $ 12,464.39 Surplus $ 8,289.39 Surplus Organization Funding History 2015 2016 2017 2018 2019 $ 3,000.00 $ 3,000.00 $ 3,000.00 $ 3,000.00 $ 3,000.00 2020 Grant Request $ 5,000.00 Page 481 Attachment 2 to CSD-006-20 Organization Name: Newtonville Community Hall BALANCE SHEET as of December 31, 2019 *Please note this portion of the application is only required for requests of $3,000.00 or greater through the Community Grant Program. Should one be available, an accountant prepared statement may instead be attached with your application. NOTE: List all Financial Dollars as of December 31, 2019 (or your organization's Fiscal Year End). The date is the previous year to the grant request year. (i.e. Grant request year is 2020 - December 31, 2019 for financial dollars) (*Financial information — Fiscal Year prior to Grant Request) Part 1: ASSETS a) Cash Balance $ 16,134.39 b) Investments $ c) Accounts Receivable $ d) Accounts Receivable — Fed. Gov't HST $ e) Inventory Supplies $ f) Prepaid Expenses $ g) Capital Assets $ h) TOTAL ASSETS (sum of a to g) $ 16,134.39 Part 2: LIABILITIES i) Accounts Payable $ 670.00 j) Accounts Payable — Fed. Gov't HST $ k) Loans $ 1) Deferred Revenue $ m) Retained Earnings / Accumulated Surplus $ 15,464.39 n) TOTAL LIABILITIES & NET REVENUE (DEFICIT) OR SURPLUS (sum of i to m) $ 16,134.39 Prepared by: Yvonne Stefanin Position with Organization: Treasurer Date Completed (DD/MM/YYYY): 31/12//2019 '�: A Attachment 2 to CSD-006-20 Municipality of Clarington Community Services Department Summary of Grant Information Applicant Organization: Kendal Community Centre Application # 20-02 Contact Name: Jackie Moore The primary programs / services of the Organization are: • Leases and rentals of building spaces • Community activities (including pickleball, darts, Piyo classes, recreational classes) • Events such as annual beef BBQ, honey bee event, Christmas tree lighting and seniors' lunches Description of the program / service / event that the funding will be used for: The Kendal Community Centre facilitates events and activities of interest to the residents of Kendal and the surrounding area. They also provide rental space in the Community Centre. Due to the COVID-19 pandemic, the Community Centre remains closed. The requested funds will be used to offset the lost revenue due to the closure and will be used towards the expenses of maintaining the Community Centre. The Organization intends to use the 2020 Community Grant Funds in the following manner: • Heat • Hydro • Install a drop ceiling Financial Summary: 2019 2020 Revenue $ 76,291.47 $ 73,737.57 Expenses $ 40,303.90 $ 34,750.00 Net $ 35,987.57 Surplus $ 38,987.57 Surplus Organization Funding History 2015 2016 2017 2018 2019 $ 3,000.00 $ 3,000.00 $ 3,000.00 $ 3,000.00 $ 3,000.00 2020 Grant Request $ 3,000.00 Page 483 Attachment 2 to CSD-006-20 Organization Name: Kendal Community Centre BALANCE SHEET as of December 31, 2019 *Please note this portion of the application is only required for requests of $3,000.00 or greater through the Community Grant Program. Should one be available, an accountant prepared statement may instead be attached with your application. NOTE: List all Financial Dollars as of December 31, 2019 (or your organization's Fiscal Year End). The date is the previous year to the grant request year. (i.e. Grant request year is 2020 - December 31, 2019 for financial dollars) (*Financial information — Fiscal Year prior to Grant Request) Part 1: ASSETS a) Cash Balance $ 19,776.22 b) Investments $ 10,000.00 c) Accounts Receivable $ d) Accounts Receivable — Fed. Gov't HST $ e) Inventory Supplies $ f) Prepaid Expenses $ g) Capital Assets $ h) TOTAL ASSETS (sum of a to g) $ 29,776.22 Part 2: LIABILITIES i) Accounts Payable $ j) Accounts Payable — Fed. Gov't HST $ k) Loans $ 1) Deferred Revenue $ m) Retained Earnings / Accumulated Surplus $ 29,776.22 n) TOTAL LIABILITIES & NET REVENUE DEFICIT OR SURPLUS (sum of i to m) $ 29,776.22 Prepared by: Jackie Moore Position with Organization: Secretary / Treasurer Date Completed DD/MM/YYYY : 31/12/2019 Page 484 Attachment 2 to CSD-006-20 Municipality of Clarington Community Services Department Summary of Grant Information Applicant Organization: Hampton Community Association Application # 20-03 Contact Name: Danielle Francois The primary programs / services of the Organization are: • The Hall is used by various community groups (including New Life, Hampton Soccer Club, Scouts and Beavers) • Community events hosted (including Easter Hunt, Hampton Earth Day, Family Fun Day, Breakfast with Santa and other fundraising events) Description of the program / service / event that the funding will be used for: The Hampton Community Association provides a gathering area for the citizens of Hampton and area, and represents as many facets of the community as possible. Due to the COVID-19 pandemic, they have ceased operations, however are expecting to continue services as applied for later in 2020. They currently have bookings scheduled in the summer and fall months. The requested funds will be used to offset operating expenses of maintaining the Hall. The Organization intends to use the 2020 Community Grant Funds in the following manner: • Office supplies • Personnel costs Financial Summary: 2019 2020 Revenue $ 29,645.93 $ 25,118.33 Expenses $ 34,027.60 $ 31,360.00 Net ($ 4,381.67) Deficit ($ 6,241.67) Deficit Organization Funding History 2015 2016 2017 2018 2019 $ 3,000.00 $ 3,000.00 $ 3,000.00 $ 3,000.00 $ 3,000.00 2020 Grant Request $ 5,000.00 Page 485 Attachment 2 to CSD-006-20 Organization Name: Hampton Community Association BALANCE SHEET as of December 31, 2019 *Please note this portion of the application is only required for requests of $3,000.00 or greater through the Community Grant Program. Should one be available, an accountant prepared statement may instead be attached with your application. NOTE: List all Financial Dollars as of December 31, 2019 (or your organization's Fiscal Year End). The date is the previous year to the grant request year. (i.e. Grant request year is 2020 - December 31, 2019 for financial dollars) (*Financial information — Fiscal Year prior to Grant Request) Part 1: ASSETS a) Cash Balance $ 15,319.23 b) Investments $ c) Accounts Receivable $ d) Accounts Receivable — Fed. Gov't HST $ e) Inventory Supplies $ f) Prepaid Expenses $ g) Capital Assets $ h) TOTAL ASSETS (sum of a to g) $ 15,319.23 Part 2: LIABILITIES i) Accounts Payable $ 7,606.63 j) Accounts Payable — Fed. Gov't HST $ k) Loans $ 1) Deferred Revenue $ 1,700.00 m) Retained Earnings / Accumulated Surplus $ 6,012.60 n) TOTAL LIABILITIES & NET REVENUE (DEFICIT) OR SURPLUS (sum of i to m) $ 15,319.23 Prepared by: Danielle Francois Position with Organization: Chair / President Date Completed (DD/MM/YYYY): 27/02/2020 Attachment 2 to CSD-006-20 Municipality of Clarington Community Services Department Summary of Grant Information Applicant Organization: Brownsdale Community Centre Application # 20-04 Contact Name: Paul Brownell The primary programs / services of the Organization are: • Provide a facility for Clarington residents to hold birthday parties, weddings and receptions • Provide a meeting place for organizations in Clarington such as Girl Guides Description of the program / service / event that the funding will be used for: Brownsdale Community Centre is currently closed for operations due to COVID-19. They are expecting to continue services for later in 2020. However, they are prepared to defer their request for storage equipment and garbage bin re -build until 2021. The funds requested will be needed to offset their operating expenses in light of lost revenue due to their closure. The Organization intends to use the 2020 Community Grant Funds in the following manner: • Operating expenses - utilities Financial Summary: 2019 2020 Revenue $ 14,580.40 $ 25,701.31 Expenses $ 13,748.09 $ 16,600.00 Net $ 832.31 Surplus $ 9,101.31 Surplus Organization Funding History 2015 2016 2017 2018 2019 $ 3,000.00 $ 3,000.00 $ 3,000.00 $ 3,000.00 $ 2,999.00 2020 Grant Request $ 2,500.00 Page 487 Attachment 2 to CSD-006-20 This page was intentionally left blank -�:: Attachment 2 to CSD-006-20 Municipality of Clarington Community Services Department Summary of Grant Information Applicant Organization: Solina Community Centre Application # 20-05 Contact Name: Herb Tink The primary programs / services of the Organization are: • Provide a facility for community events, social activities, cultural events and fitness classes • Provide playing fields for baseball, soccer, tennis, basketball and a playground Description of the program / service / event that the funding will be used for: The Solina Community Centre and park is currently closed for operations due to COVID-19. They are currently maintaining ongoing fixed expenses and have made attempts to reduce these expenses where possible. The requested funds will be used to offset their fixed operating expenses as there is no revenue coming in during the closure. The Organization intends to use the 2020 Community Grant Funds in the following manner: • Hydro • Natural Gas • Snow plowing • Telephone • Waste removal Financial Summary: 2019 2020 Revenue $ 11,666.26 $ 10,804.16 Expenses $ 37,111.10 $ 34,702.00 Net ($ 25,444.84) Deficit ($ 23,897.84) Deficit Organization Funding History 2015 2016 2017 2018 2019 $ 3,000.00 $ 3,000.00 $ 3,000.00 $ 3,000.00 $ 2,999.00 2020 Grant Request $ 2,500.00 Attachment 2 to CSD-006-20 This page was intentionally left blank Page 490 Attachment 2 to CSD-006-20 Municipality of Clarington Community Services Department Summary of Grant Information Applicant Organization: Tyrone Community Centre Application # 20-06 Contact Name: Steve Hutchinson The primary programs / services of the Organization are: • Host community events • Provide rental space for private events Description of the program / service / event that the funding will be used for: The Tyrone Community Centre is currently closed for operations due to COVID-19. They are expecting to continue services as applied for later in 2020. The requested funds will be used for the installation of wall mounted air conditioning units in the main hall to allow additional uses in warm weather which would be a multi -year benefit. The lack of air conditioning in the facility makes activities during the summer quite uncomfortable, reducing the availability of the hall for community events and results in lower revenue from lack of dances and rentals for the Hall Board. The Organization intends to use the 2020 Community Grant Funds in the following manner: • 4 x split air conditioner • Installation and parts, etc. Financial Summary: 2019 2020 Revenue $ 40,600.81 $ 44,278.78 Expenses $ 42,322.03 $ 55,200.00 Net ($ 1,721.22) Deficit ($ 10,921.22) Deficit Organization Funding History 2015 2016 2017 2018 2019 $ 3,000.00 $ 3,000.00 $ 3,000.00 $ 3,000.00 $ 3,000.00 2020 Grant Request $ 5,000.00 Page 491 Attachment 2 to CSD-006-20 Organization Name: Tyrone Community Centre BALANCE SHEET as of December 31, 2019 *Please note this portion of the application is only required for requests of $3,000.00 or greater through the Community Grant Program. Should one be available, an accountant prepared statement may instead be attached with your application. NOTE: List all Financial Dollars as of December 31, 2019 (or your organization's Fiscal Year End). The date is the previous year to the grant request year. (i.e. Grant request year is 2020 - December 31, 2019 for financial dollars) (*Financial information — Fiscal Year prior to Grant Request) Part 1: ASSETS a) Cash Balance $ 20,135.61 b) Investments $ c) Accounts Receivable $ d) Accounts Receivable — Fed. Gov't HST $ e) Inventory Supplies $ f) Prepaid Expenses $1,500.00 g) Capital Assets $ h) TOTAL ASSETS (sum of a to g) $ 21,635.61 Part 2: LIABILITIES i) Accounts Payable $ j) Accounts Payable — Fed. Gov't HST $ k) Loans $ 1) Deferred Revenue $ m) Retained Earnings / Accumulated Surplus $ 21,635.61 n) TOTAL LIABILITIES & NET REVENUE (DEFICIT) OR SURPLUS (sum of i to m) $ 21,635.61 Prepared by: Steve Hutchinson Position with Organization: Treasurer Date Completed (DD/MM/YYYY): 31/12/2019 Page 492 Attachment 2 to CSD-006-20 Municipality of Clarington Community Services Department Summary of Grant Information Applicant Organization: Architectural Conservancy of Ontario - Clarington Branch Application # 20-07 Contact Name: Scott Story The primary programs / services of the Organization are: • Clarington Doors Open • ACO Heritage events, education, public tours • Jury Lands Camp 30 Description of the program / service / event that the funding will be used for: Due to the uncertainty around COVID-19, the Architectural Conservancy of Ontario — Clarington Branch has withdrawn their request for funds through the 2020 Community Grant Program. The Organization intends to use the 2020 Community Grant Funds in the following manner: • Advertisement • Brochures • Office supplies • ACO on the Go events • Signs Financial Summary: 2019 2020 Revenue $ 11,989.24 $ 13,061.88 Expenses $ 12,327.36 $ 12,543.00 Net ($ 338.12) Deficit $ 518.88 Surplus Organization Funding History 2015 2016 2017 2018 2019 $ 3,000.00 $ 3,000.00 $ 3,000.00 $ 3,000.00 $ 2,500.00 2020 Grant Request $ 0.00 WITHDRAWN Page 493 Attachment 2 to CSD-006-20 This page was intentionally left blank Page 494 Attachment 2 to CSD-006-20 Municipality of Clarington Community Services Department Summary of Grant Information Applicant Organization: Newcastle Village and District Historical Society Application # 20-08 Contact Name: Sher Leetooze The primary programs / services of the Organization are: • Offer a historical room which is open to the public all year • Offer special programs throughout the year - speakers, events, displays of artifacts • Partner with other community groups for various community events throughout the year Description of the program / service / event that the funding will be used for: The Newcastle Village and District Historical Society continues to operate by answering questions from the public through email or phone; their website and social media has been kept active even though their physical location is closed due to COVID-19. Members of the public continue to reach out with questions about geneaology and house history and the Board remains responsive. They are currently maintaining their ongoing fixed expenses such as internet, insurance and rent and are expecting to continue services in 2020. The requested funds would be used as planned to cover these operating costs. The Organization intends to use the 2020 Community Grant Funds in the following manner: • Rent • Insurance Financial Summary: 2019 2020 Revenue $ 6,884.25 $ 6,420.25 Expenses $ 7,764.00 $ 6,018.61 Net ($ 879.75) Deficit $ 401.64 Surplus Organization Funding History 2015 2016 2017 2018 2019 $ 1,500.00 $ 1,500.00 $ 1,500.00 $ 1,000.00 $ 1,000.00 2020 Grant Request $ 1,500.00 Page 495 Attachment 2 to CSD-006-20 This page was intentionally left blank Page 496 Attachment 2 to CSD-006-20 Municipality of Clarington Community Services Department Summary of Grant Information Applicant Organization: Bowmanville District Navy League Application # 20-09 Contact Name: Marg Boustead The primary programs / services of the Organization are: • Civilian program of Navy League Cadets (boys and girls ages 9 to 12 years) • Civilian program of Sea Cadets (boys and girls ages 12 to 18 years) Description of the program / service / event that the funding will be used for: The Bowmanville & District Navy League has decreased their operations due to COVID- 19. They are expecting to continue their services as applied for later in 2020. The requested funds will be used towards equipment that will be used over several years. They are looking to provide supplies to expand the activities offered through their programs and to fund biathlon equipment. The Organization intends to use the 2020 Community Grant Funds in the following manner: • Training Supplies • Biathlon and Marksmanship Equipment Financial Summary: 2019 2020 Revenue $ 44,224.89 $ 51,782.70 Expenses $ 19,060.19 $ 33,200.00 Net $ 25,164.70 Surplus $ 18,582.70 Surplus Organization Funding History 2015 2016 2017 2018 2019 $ 1,000.00 $ .00 $ 2,000.00 $ 2,000.00 $ 2,000.00 2020 Grant Request $ 5,000.00 Page 497 Attachment 2 to CSD-006-20 Organization Name: Bowmanville & District Navy League BALANCE SHEET as of December 31, 2019 *Please note this portion of the application is only required for requests of $3,000.00 or greater through the Community Grant Program. Should one be available, an accountant prepared statement may instead be attached with your application. NOTE: List all Financial Dollars as of December 31, 2019 (or your organization's Fiscal Year End). The date is the previous year to the grant request year. (i.e. Grant request year is 2020 - December 31, 2019 for financial dollars) (*Financial information — Fiscal Year prior to Grant Request) Part 1: ASSETS a) Cash Balance $ 27,327.70 b) Investments $ c) Accounts Receivable $ d) Accounts Receivable — Fed. Gov't HST $ e) Inventory Supplies $ f) Prepaid Expenses $ g) Capital Assets $ h) TOTAL ASSETS (sum of a to g) $ 27,327.70 Part 2: LIABILITIES i) Accounts Payable $ 163.00 j) Accounts Payable — Fed. Gov't HST $ k) Loans $ 1) Deferred Revenue $ m) Retained Earnings / Accumulated Surplus $ 27,164.70 n) TOTAL LIABILITIES & NET REVENUE (DEFICIT) OR SURPLUS (sum of i to m) $ 27,327.70 Prepared by: Margaret Boustead Position with Organization: Treasurer Date Completed (DD/MM/YYYY): 11/02/2020 '�* Attachment 2 to CSD-006-20 Municipality of Clarington Community Services Department Summary of Grant Information Applicant Organization: Clarington Tamil Association Application # 20-10 Contact Name: Tharmanandarajah Kunalini The primary programs / services of the Organization are: • Provide Tamil language instruction • Offer programs for seniors • Provide Tamil cultural programs Description of the program / service / event that the funding will be used for: Clarington Tamil Association is a non-profit organization that began in December 2019. According to the applicant, there are over 500 Tamil families in Clarington. The Association offers Tamil language classes, cultural programs, helps seniors, provides immigration help and much more. Due to the COVID-19 pandemic, they have decreased their level of service and are attempting to offer their services in a different way. They expect to continue services as applied for later in 2020. The requested funds will cover the costs to offer the programs including instructor wages, facility rental fees and office furniture. The Organization intends to use the 2020 Community Grant Funds in the following manner: • Wages • Rental • Office furniture - printer and desk Financial Summary: 2019 2020 Revenue $ 665.00 $ 868.85 Expenses $ 4,841.15 $ 9,425.00 Net ($ 4,176.15) Deficit ($ 8,556.15) Deficit Organization Funding History 2015 2016 2017 2018 2019 New applicant in 2020 2020 Grant Request $ 5,000.00 Page 499 Attachment 2 to CSD-006-20 Organization Name: Clarington Tamil Association BALANCE SHEET as of December 31, 2019 *Please note this portion of the application is only required for requests of $3,000.00 or greater through the Community Grant Program. Should one be available, an accountant prepared statement may instead be attached with your application. NOTE: List all Financial Dollars as of December 31, 2019 (or your organization's Fiscal Year End). The date is the previous year to the grant request year. (i.e. Grant request year is 2020 - December 31, 2019 for financial dollars) (*Financial information — Fiscal Year prior to Grant Request) Part 1: ASSETS a) Cash Balance $ -1.63 b) Investments $ c) Accounts Receivable $ 665.00 d) Accounts Receivable — Fed. Gov't HST $ e) Inventory Supplies $ f) Prepaid Expenses $ g) Capital Assets $ h) TOTAL ASSETS (sum of a to g) $ 663.37 Part 2: LIABILITIES i) Accounts Payable $ 4,814.15 j) Accounts Payable — Fed. Gov't HST $ k) Loans $ 1) Deferred Revenue $ m) Retained Earnings / Accumulated Surplus $ n) TOTAL LIABILITIES & NET REVENUE (DEFICIT) OR SURPLUS (sum of i to m) $ 4,814.15 Prepared by: Kunalini Tharmanandarajah Position with Organization: Vice President Date Completed (DD/MM/YYYY): 11/01/2020 Page 500 Attachment 2 to CSD-006-20 Municipality of Clarington Community Services Department Summary of Grant Information Applicant Organization: Bowmanville Horticultural Society Application # 20-11 Contact Name: Kim Anderson The primary programs / services of the Organization are: • Beautify Municipal Administrative Centre and Bowmanville Library planters with seasonal plantings four times per year • Support horticultural related projects from other organizations such as seeds for school garden projects • Support and donations to help restore the heritage flower gardens at the Clarington Museum (Bowmanville) Description of the program / service / event that the funding will be used for: The Bowmanville Horticultural Society continues to maintain the urns and planters at the Municipal Administrative Centre. While their member activities have decreased due to COVID-19, they are maintaining ongoing fixed expenses as originally applied for. The requested funds will be used to beautify the planters around the Municipal Administrative Centre and Library with seasonal plantings and will provide plantings to Clarington Museums for heritage flower and herb gardens. The Organization intends to use the 2020 Community Grant Funds in the following manner: • Plantings at Municipal Administrative Centre and Bowmanville Library Branch • Providing plantings to Clarington Museums (Bowmanville) for heritage flower and herb gardens Financial Summary: 2019 2020 Revenue $ 4,244.45 $ 4,841.84 Expenses $ 3,822.61 $ 3,925.00 Net $ 421.84 Surplus $ 916.84 Surplus Organization Funding History 2015 2016 2017 2018 2019 $ 500.00 $ 500.00 $ 500.00 $ 500.00 $ 500.00 2020 Grant Request $ 1,000.00 Page 501 Attachment 2 to CSD-006-20 This page was intentionally left blank Page 502 Attachment 2 to CSD-006-20 Municipality of Clarington Community Services Department Summary of Grant Information Applicant Organization: Orono Horticultural Society Application # 20-12 Contact Name: Aimie Harris The primary programs / services of the Organization are: • Community gardens beautification and maintenance of three sites and downtown (Orono) planters • Instruct, educate, inform, provide shows and meetings with prizes and ribbons for competitions; trading of plants and flowers to share with others • Encourage and promote interest in gardening with outreach garden tours, demonstrations, bug walks for children and creation of butterfly garden Description of the program / service / event that the funding will be used for: The Orono Horticultural Society is currently offering their services and activities online and their presence in the community has increased with many inquiries for new membership and gardening assistance. They are hosting meetings and shows online and will be including smaller competitions, shows, demonstrations and helpful hints online as well. They are maintaining fixed expenses such as the purchase of their year books and community plantings which had been ordered prior to the state of emergency. The Organization intends to use the 2020 Community Grant Funds in the following manner: • Online Meeting membership • Yearbook, office paper, ink cartridges, advertising, printing • Dues, fees, Insurance • New projects • Auditor Financial Summary: 2019 2020 Revenue $ 6,411.00 $ 6,355.00 Expenses $ 6,470.00 $ 6,815.00 Net ($ 59.00) Deficit ($ 460.00) Deficit Organization Funding History 2015 2016 2017 2018 2019 $ 500.00 $ 500.00 $ 500.00 $ 500.00 $ 500.00 2020 Grant Request $ 8 00.00 Page 503 Attachment 2 to CSD-006-20 This page was intentionally left blank Page 504 Attachment 2 to CSD-006-20 Municipality of Clarington Community Services Department Summary of Grant Information Applicant Organization: Bowmanville Allotment Gardens Application # 20-13 Contact Name: William Heathcote The primary programs / services of the Organization are: • Provide garden plots to Clarington residents • Promote healthy gardening practices • Promote outdoor family and social activity Description of the program / service / event that the funding will be used for: Bowmanville Allotment Gardens is currently open with appropriate physical distancing measures and scheduled gardening times so no more than 5 gardeners are present at a time. In addition, they have set up a hand washing station with running water and hand sanitizer. They continue to maintain their operating expenses including insurance as originally applied for. The requested funds will assist in offsetting their insurance costs. The Organization intends to use the 2020 Community Grant Funds in the following manner: • Insurance Financial Summary: 2019 2020 Revenue $ 3,450.60 $ 3,576.07 Expenses $ 1,874.53 $ 1,825.58 Net $ 1,576.07 Surplus $ 1,750.49 Surplus Organization Funding History 2015 2016 2017 2018 2019 $ 500.00 $ 500.00 �-$ 500.00 $ 500.00 $ 500.00 2020 Grant Request $ 500.00 Page 505 Attachment 2 to CSD-006-20 This page was intentionally left blank Page 506 Attachment 2 to CSD-006-20 Municipality of Clarington Community Services Department Summary of Grant Information Applicant Organization: Liberty Allotment Garden Application # 20-14 Contact Name: Valerie Leung The primary programs / services of the Organization are: • Provide space and tools for growing garden produce • Provide plots to grow produce for local food banks • Provide a social environment for gardeners to share their hobby Description of the program / service / event that the funding will be used for: Liberty Allotment Garden is in a position where they are offering an increased level of service as they developed a plan to meet the expectations of the gardeners in light of COVID-19. They have opened only to existing members and are not accepting new members at this time; rather, the vacant plots in the gardens have been devoted to supporting the St. Vincent de Paul food bank in Bowmanville with fresh produce. They expect to coordinate the plot updates and reinforcements as originally applied for once physical distancing restrictions relax. The requested funds will be used to purchase wood for framing plots (deck boards) and screws as well as maintaining fixed expenses of the gardens such as insurance and compost. The Organization intends to use the 2020 Community Grant Funds in the following manner: • Wood for framing plots (deck boards) and screws • Insurance • Compost Financial Summary: 2019 2020 Revenue $ 4,085.00 $ 5,013.12 Expenses $ 1,181.88 $ 4,266.36 Net $ 2,903.12 Surplus $ 746.76 Surplus Organization Funding History 2015 2016 2017 2018 2019 $ .00 $ .00 $ 500.00 $ 500.00 $ 500.00 2020 Grant Request $ 5 00.00 Page 507 Attachment 2 to CSD-006-20 This page was intentionally left blank Page 508 Attachment 2 to CSD-006-20 Municipality of Clarington Community Services Department Summary of Grant Information Applicant Organization: Orono Agricultural Society Application # 20-15 Contact Name: Shelby Dillon The primary programs / services of the Organization are: • Agricultural education for both children and adults • Entertainment both educational and leisurely • Provide space for soccer organization Description of the program / service / event that the funding will be used for: The Orono Agricultural Society is a non-profit organization. With the impacts of COVID- 19 they have had to cancel various fundraising events which will impact their revenue significantly. The Society is still maintaining ongoing fixed expenses as originally applied for. They placed a new building on the grounds that will be used for a year round office and meeting space. With the requested funds, they will install new doors, new weatherproofed windows and updated lighting. The Organization intends to use the 2020 Community Grant Funds in the following manner: • Install new doors • Install new windows • Update lighting • Labour/Installation Financial Summary: 2019 2020 Revenue $ 407,344.68 $ 446,618.26 Expenses $ 363,226.42 $ 399,845.00 Net $ 44,118.26 Surplus $ 46,773.26 Surplus Organization Funding History 2015 2016 2017 2018 2019 New applicant in 2017 $ 2,500.00 $ 2,500.00 $ 2,500.00 2020 Grant Request $ 5,000.00 Page 509 Attachment 2 to CSD-006-20 Organization Name: Orono Agricultural Society BALANCE SHEET as of December 31, 2019 *Please note this portion of the application is only required for requests of $3,000.00 or greater through the Community Grant Program. Should one be available, an accountant prepared statement may instead be attached with your application. NOTE: List all Financial Dollars as of December 31, 2019 (or your organization's Fiscal Year End). The date is the previous year to the grant request year. (i.e. Grant request year is 2020 - December 31, 2019 for financial dollars) (*Financial information — Fiscal Year prior to Grant Request) Part 1: ASSETS a) Cash Balance $ 93,989.00 b) Investments $ 255,760.00 c) Accounts Receivable $ 7,647.00 d) Accounts Receivable — Fed. Gov't HST $ e) Inventory Supplies $ f) Prepaid Expenses $ g) Capital Assets $ 229,132.00 h) TOTAL ASSETS (sum of a to g) $ 586,528.00 Part 2: LIABILITIES i) Accounts Payable $ 3,346.00 j) Accounts Payable — Fed. Gov't HST $ k) Loans $ 1) Deferred Revenue $ m) Retained Earnings / Accumulated Surplus $ 583,182.00 n) TOTAL LIABILITIES & NET REVENUE (DEFICIT) OR SURPLUS (sum of i to m) $ 586,528.00 Prepared by: Shelby Dillon Position with Organization: President Date Completed (DD/MM/YYYY): 16/03/2020 Page 510 Attachment 2 to CSD-006-20 Municipality of Clarington Community Services Department Summary of Grant Information Applicant Organization: Feed the Need Durham Application # 20-16 Contact Name: Ben Earle The primary programs / services of the Organization are: • Ensuring that low income residents in Clarington have access to fresh, nutritious food • Ensuring that low income residents in Clarington have access to basic household items • Food rescue and redistribution, reducing food waste while addressing food insecurity in Clarington Description of the program / service / event that the funding will be used for: Feed the Need Durham (FTND) is facing an increased level of service during COVID- 19. As the emergency food hub for Durham, FTND is an essential service, working with their member agencies to ensure that the most vulnerable in Durham have access to food at this time. They have seen an overall rise in demand for food banks since the middle of March and are distributing approximately 9,000 emergency food hampers which is in addition to their normal services. In response to the increasing demands on their logistics and warehousing services they have moved forward with acquiring a new refrigerated truck which was originally scheduled for 2021 and are reviewing the opportunity to double their refrigeration capacity earlier than originally planned for 2021- 2022. The requested funds would be used to support their fixed expenses such as rent, utilities and vehicle costs. The Organization intends to use the 2020 Community Grant Funds in the following manner: • Warehouse rent • Warehouse utilities • Vehicle costs Financial Summary: 2019 2020 Revenue $ 610,180.05 $ 582,406.32 Expenses $ 538,273.73 $ 510,000.00 Net $ 71,906.32 Surplus $ 72,406.32 Surplus Organization Funding History 2015 2016 2017 2018 2019 $ 3,000.00 $ 3,000.00 $ 3,000.00 $ 3,000.00 $ 3,000.00 2020 Grant Request $ 2,500.00 Page 511 Attachment 2 to CSD-006-20 This page was intentionally left blank Page 512 Attachment 2 to CSD-006-20 Municipality of Clarington Community Services Department Summary of Grant Information Applicant Organization: The Gathering Place Application # 20-17 Contact Name: Margaret Pypker The primary programs / services of the Organization are: • Community meals at no cost • Fellowship / relationships / building community connections • Social skills development Description of the program / service / event that the funding will be used for: The Gathering Place provides meals without cost, served with dignity and compassion to anyone who is in need. While their service level has decreased slightly due to COVID-19 as they have had to adapt their delivery method to ensure they are serving their guests, they have contracted a locally owned Clarington restaurant to deliver 65 nutritious meals on regularly scheduled dates. This shift in service delivery has increased their costs, however, the Gathering Place felt it was important to continue to ensure their recipients know they are not forgotten in hopes of reducing their anxiety and stress at this difficult time. They continue to maintain ongoing fixed expenses. The requested funds would be used towards the purchase of food / refreshment supplies, and insurance to operate their program. The Organization intends to use the 2020 Community Grant Funds in the following manner: • Food and snacks • Insurance Financial Summary: 2019 2020 Revenue $ 12,383.52 $ 14,531.04 Expenses $ 9,852.48 $ 12,000.00 Net $ 2,531.04 Surplus $ 2,531.04 Surplus Organization Funding History 2015 2016 2017 2018 2019 $ 1,500.00 $ 1,500.00 $ 2,000.00 $ 2,000.00 $ 2,000.00 2020 Grant Request $ 3,500.00 Page 513 Attachment 2 to CSD-006-20 Organization Name: The Gathering Place BALANCE SHEET as of December 31, 2019 *Please note this portion of the application is only required for requests of $3,000.00 or greater through the Community Grant Program. Should one be available, an accountant prepared statement may instead be attached with your application. NOTE: List all Financial Dollars as of December 31, 2019 (or your organization's Fiscal Year End). The date is the previous year to the grant request year. (i.e. Grant request year is 2020 - December 31, 2019 for financial dollars) (*Financial information — Fiscal Year prior to Grant Request) Part 1: ASSETS a) Cash Balance $ 11,245.10 b) Investments $ c) Accounts Receivable $ d) Accounts Receivable — Fed. Gov't HST $ 139.76 e) Inventory Supplies $ f) Prepaid Expenses $ g) Capital Assets $ h) TOTAL ASSETS (sum of a to g) $ 11,384.86 Part 2: LIABILITIES i) Accounts Payable $ 142.53 j) Accounts Payable — Fed. Gov't HST $ k) Loans $ 1) Deferred Revenue $ m) Retained Earnings / Accumulated Surplus $ 11,242.33 n) TOTAL LIABILITIES & NET REVENUE (DEFICIT) OR SURPLUS (sum of i to m) $ 11,384.86 Prepared by: Margaret Pypker Position with Organization: Treasurer Date Completed (DD/MM/YYYY): 12/02/2020 Page 514 Attachment 2 to CSD-006-20 Municipality of Clarington Community Services Department Summary of Grant Information Applicant Organization: Boys and Girls Club of Durham Application # 20-18 Contact Name: Katherine McConkey The primary programs / services of the Organization are: • Healthy childhood development • Structured recreation afterschool program (currently offered at Diane Hamre Recreation Complex and John M. James Public School in Clarington) • Academic enrichment through their Raise the Grade program Description of the program / service / event that the funding will be used for: The Boys and Girls Club of Durham is currently offering the same level of service during the COVID-19 pandemic. Their team has responded to the community's needs and has created a virtual programming series including videos and live events on social media, as well as online meetings throughout the week for children and youth to connect. They have implemented a new online program to complete activities and earn badges with a chance to win some prizes. They have also added a service to support food security by offering free curb side drop off and pick up to families in need in all Durham communities. The requested funds would be used to support a virtual Junior Chef program and purchase electric cooking griddles and grocery gift cards to provide to the families so they may participate at no extra cost. The Organization intends to use the 2020 Community Grant Funds in the following manner: • Electric cooking griddles and cooking utensils • Grocery gift cards for participants • Junior Chef cooking facilitator - 6 hours per week Financial Summary: 2019 2020 Revenue $ 3,271,542.57 $ 3,162,535.42 Expenses $ 2,953,727.15 $ 2,979,361.00 Net $ 317,815.42 Surplus $ 183,174.42 Surplus Organization Funding History 2015 2016 2017 2018 2019 New applicant in 2018 $ 1,500.00 Application not successful 2020 Grant Request $ 5,000.00 Page 515 Attachment 2 to CSD-006-20 Organization Name: Boys and Girls Club of Durham BALANCE SHEET as of December 31, 2019 *Please note this portion of the application is only required for requests of $3,000.00 or greater through the Community Grant Program. Should one be available, an accountant prepared statement may instead be attached with your application. NOTE: List all Financial Dollars as of December 31, 2019 (or your organization's Fiscal Year End). The date is the previous year to the grant request year. (i.e. Grant request year is 2020 - December 31, 2019 for financial dollars) (*Financial information — Fiscal Year prior to Grant Request) Part 1: ASSETS a) Cash Balance $ 616,029.02 b) Investments $ 613,054.87 c) Accounts Receivable $ 4,534.44 d) Accounts Receivable — Fed. Gov't HST $ 31,819.48 e) Inventory Supplies $ f) Prepaid Expenses $ 12,035.73 g) Capital Assets $ 255,222.37 h) TOTAL ASSETS (sum of a to g) $ 1,532,695.91 Part 2: LIABILITIES i) Accounts Payable $ 14,293.87 j) Accounts Payable — Fed. Gov't HST $ k) Loans $ 1) Deferred Revenue $ 93,489.49 m) Retained Earnings / Accumulated Surplus $ 1,424,912.55 n) TOTAL LIABILITIES & NET REVENUE (DEFICIT) OR SURPLUS (sum of i to m) $ 1,532,695.91 Prepared by: Nicole Landells Position with Organization: Finance Director Date Completed (DD/MM/YYYY): 25/02/2020 Page 516 Attachment 2 to CSD-006-20 Municipality of Clarington Community Services Department Summary of Grant Information Applicant Organization: Autism Home Base Durham Inc. Application # 20-19 Contact Name: Judy Hanson The primary programs / services of the Organization are: • Multi -sport including adapted cardio, weight training, aquafit, pickleball, bowling, walk and talk • Drop -In centre for families and adult on the spectrum to network and for supportive relationships • Arts, culture and social opportunities including Sunday art and about, music madness and summer camp -outs Description of the program / service / event that the funding will be used for: Autism Home Base Durham builds enduring community partnerships that support adults with autism and their caregivers and are currently providing the same level of service, however, have shifted to a virtual model by offering online programs. They are offering a new telephone support program to vulnerable families. Their revenues and expenses have been impacted due to COVID-19. Autism Home Base Durham Inc. has attempted to reduce their expenses as much as possible, however, their fundraising initiatives have been affected. They are currently maintaining their fixed expenses and are expecting to continue their services in 2020. The requested funds would be used to purchase program supplies and engage program facilitators in order to offer their range of programming. As well, some of the funds would be allocated to the costs of their new drop -in centre in Clarington. The Organization intends to use the 2020 Community Grant Funds in the following manner: • Direct program costs - out of pocket for program facilitators and supplies • Allocation to occupancy costs for new drop -in centre in Clarington Financial Summary: 2019 2020 Revenue $ 156,420.00 $ 218,825.00 Expenses $ 125,995.00 $ 213,856.00 Net $ 30,425.00 Surplus $ 4,969.00 Surplus Organization Funding History 2015 2016 2017 2018 2019 $ 2,500.00 $ 2,500.00 $ 2,500.00 $ 2,000.00 $ 2,000.00 2020 Grant Request $ 5,000.00 Page 517 Attachment 2 to CSD-006-20 Organization Name: Autism Home Base Durham Inc. BALANCE SHEET as of December 31, 2019 *Please note this portion of the application is only required for requests of $3,000.00 or greater through the Community Grant Program. Should one be available, an accountant prepared statement may instead be attached with your application. NOTE: List all Financial Dollars as of December 31, 2019 (or your organization's Fiscal Year End). The date is the previous year to the grant request year. (i.e. Grant request year is 2020 - December 31, 2019 for financial dollars) (*Financial information — Fiscal Year prior to Grant Request) Part 1: ASSETS a) Cash Balance $ 19,290.00 b) Investments $ 80,541.00 c) Accounts Receivable $ d) Accounts Receivable — Fed. Gov't HST $ 3,491.00 e) Inventory Supplies $ f) Prepaid Expenses $ g) Capital Assets $ h) TOTAL ASSETS (sum of a to g) $ 103,321.00 Part 2: LIABILITIES i) Accounts Payable $ 1,561.00 j) Accounts Payable — Fed. Gov't HST $ k) Loans $ 1) Deferred Revenue $ 34,460.00 m) Retained Earnings / Accumulated Surplus $ 67,300.00 n) TOTAL LIABILITIES & NET REVENUE (DEFICIT) OR SURPLUS (sum of i to m) $ 103,321.00 Prepared by: Judy Hanson Position with Organization: CEO Date Completed (DD/MM/YYYY): 12/03/2020 Page 518 Attachment 2 to CSD-006-20 Municipality of Clarington Community Services Department Summary of Grant Information Applicant Organization: Scientists in School Application # 20-20 Contact Name: Karin Neubrand The primary programs / services of the Organization are: • Offer Science, Technology, Engineering and Math (STEM) workshops for children and youth in community settings • Offer curriculum aligned STEM enrichment workshops in Kindergarten to Grade 8 classrooms • Offer family science nights in schools that bring families and school communities together for a night of STEM fun Description of the program / service / event that the funding will be used for: Scientists in School has closed their operations due to the COVID-19 pandemic as their programs take place in classrooms and community sites. They have had to lay off most of their staff and are currently looking to create a digital learning stream and fundraising initiative. They expect to continue their service as originally applied for by offering planned workshops in the Clarington Library branches, however, depending on the reopening schedule and physical distancing restrictions, this may be pushed to 2021 implementation. The requested funds would be used to support a community based program in partnership with the Clarington Public Llbrary. The Organization intends to use the 2020 Community Grant Funds in the following manner: •Workshop cost/program delivery • Program/operating/admin costs • 90 Family Science take home kits @ $10 each • Mileage costs Financial Summary: 2019 2020 Revenue $ 5,978,490.00 $ 6,273,488.00 Expenses $ 5,874,672.00 $ 6,150,395.00 Net $ 103,818.00 Surplus $ 123,093.00 Surplus Organization Funding History 2015 2016 2017 2018 2019 New applicant in 2018 $ 500.00 Did not apply 2020 Grant Request $ 2,500.00 Page 519 Attachment 2 to CSD-006-20 This page was intentionally left blank Page 520 Attachment 2 to CSD-006-20 Municipality of Clarington Community Services Department Summary of Grant Information Applicant Organization: Big Brothers Big Sisters of Clarington Application # 20-21 Contact Name: Darlene Brown The primary programs / services of the Organization are: • Traditional match program (one to one mentoring) • In -school mentoring programs (one to one and group mentoring) • Big Bunch monthly activity program, summer camp Description of the program / service / event that the funding will be used for: While the school based programs offered by Big Brothers Big Sisters of Clarington (BBBSC) have decreased, their traditional match program numbers have increased and they have moved their mentorship to a virtual platform to maintain existing matches and accommodate new ones. BBBSC has adapted their programs to allow for screening, training, matching and monitoring to occur virtually while supporting their clients with activity ideas, suggestions and support as they adjust to a new way of meeting. They feel children need their program now more than ever as children and families are facing increased anxiety, stress, fear and worry. BBBSC relies heavily on their own fundraising events and support from the community which has been affected by COVID- 19. The Organization intends to use the 2020 Community Grant Funds in the following manner: • Direct program staffing costs • Materials to help promote, recruit and train volunteer mentors Financial Summary: 2019 2020 Revenue $403,570.00 $418,432.83 Expenses $418,837.17 $435,700.00 Net ($ 15,267.17) Deficit ($ 17,267.17) Deficit Organization Funding History 2015 2016 2017 2018 2019 Recipient of $ 2,000.00 $ 2,500.00 $ 2,000.00 $ 3,000.00 Mayor's Golf Classic 2020 Grant Request $ 5,000.00 Page 521 Attachment 2 to CSD-006-20 Organization Name: Big Brothers Big Sisters of Clarington BALANCE SHEET as of December 31, 2019 *Please note this portion of the application is only required for requests of $3,000.00 or greater through the Community Grant Program. Should one be available, an accountant prepared statement may instead be attached with your application. NOTE: List all Financial Dollars as of December 31, 2019 (or your organization's Fiscal Year End). The date is the previous year to the grant request year. (i.e. Grant request year is 2020 - December 31, 2019 for financial dollars) (*Financial information — Fiscal Year prior to Grant Request) Part 1: ASSETS a) Cash Balance $-8,133.46 b) Investments $ c) Accounts Receivable $ d) Accounts Receivable — Fed. Gov't HST $ 5,496.92 e) Inventory Supplies $ f) Prepaid Expenses $ 5,432.02 g) Capital Assets $ 184,623.78 h) TOTAL ASSETS (sum of a to g) $ 187,419.27 Part 2: LIABILITIES i) Accounts Payable $ 5,174.00 j) Accounts Payable — Fed. Gov't HST $ k) Loans $ 1) Deferred Revenue $ m) Retained Earnings / Accumulated Surplus $ 182,245.27 n) TOTAL LIABILITIES & NET REVENUE (DEFICIT) OR SURPLUS (sum of i to m) $ 187,419.27 Prepared by: Darlene Brown Position with Organization: Executive Director Date Completed (DD/MM/YYYY): 25/02/2019 Page 522 Attachment 2 to CSD-006-20 Municipality of Clarington Community Services Department Summary of Grant Information Applicant Organization: Frontenac Youth Services (Youth Suicide Prevention Action Group) Application # 20-22 Contact Name: Goran Gagula The primary programs / services of the Organization are: • Offers suicide prevention training in the form of safe TALK and Applied Suicide Intervention Skills Training • Supports the community and youth on issues surrounding suicide prevention • Provide resources (booklets, wallet cards) such as Know What to Say, Do -Preventing Youth Suicide, Media Guidelines and Community Guidelines for Youth Suicide Prevention Description of the program / service / event that the funding will be used for: The Youth Suicide Prevention Action Group (YSPAG) is a collaborative partnership with representation from a variety of sectors. Currently their level of service has decreased due to COVID-19, however they are expecting to continue services as originally applied for later in 2020 by implementing some of their training and launch events adjusted to public health guidelines. They are currently considering virtual options for some of their training. The requested funds would support the purchase of a mobile app, Be Safe, which helps young adults make a decision about seeking help in a crisis and helps youth navigate local mental health services as well as to fund safe TALK and ASIST Gatekeeper training in the community. Staff have determined that YSPAG is ineligible for the Community Grant Program. The Organization intends to use the 2020 Community Grant Funds in the following manner: • Be Safe application renewal • Gatekeeper training Financial Summary: 2019 2020 Revenue $ 8,889.66 $ 8,089.71 Expenses $ 4,699.95 $ 8,705.00 Net $ 4,189.71 ($ 615.29) Deficit Organization Funding History 2015 2016 2017 2018 2019 First time applicant 2020 Grant Request $ 4,000.00 Page 523 Attachment 2 to CSD-006-20 Organization Name: Frontenac Youth Services (Youth Suicide Prevention Action Group) BALANCE SHEET as of December 31, 2019 *Please note this portion of the application is only required for requests of $3,000.00 or greater through the Community Grant Program. Should one be available, an accountant prepared statement may instead be attached with your application. NOTE: List all Financial Dollars as of December 31, 2019 (or your organization's Fiscal Year End). The date is the previous year to the grant request year. (i.e. Grant request year is 2020 - December 31, 2019 for financial dollars) (*Financial information — Fiscal Year prior to Grant Request) Part 1: ASSETS a) Cash Balance $ b) Investments $ c) Accounts Receivable $ 54,050.00 d) Accounts Receivable — Fed. Gov't HST $ e) Inventory Supplies $ f) Prepaid Expenses $ g) Capital Assets $ 352,772.00 h) TOTAL ASSETS (sum of a to g) $ 406,822.00 Part 2: LIABILITIES i) Accounts Payable $ 387,999.00 j) Accounts Payable — Fed. Gov't HST $ k) Loans $ 203,806.00 1) Deferred Revenue $ 13,637.00 m) Retained Earnings / Accumulated Surplus $-198,620.00 n) TOTAL LIABILITIES & NET REVENUE (DEFICIT) OR SURPLUS (sum of i to m) $ 406,822.00 Prepared by: Betty Yoshida Position with Organization: Financial Administrator Date Completed (DD/MM/YYYY): 18/03/2020 Page 524 Attachment 2 to CSD-006-20 Municipality of Clarington Community Services Department Summary of Grant Information Applicant Organization: Participation House Project (Durham Region) Application # 20-23 Contact Name: Heather Hall The primary programs / services of the Organization are: • Offers community activation, social club and life readiness programs • Provides employment training • Provides semi independent living support and residential support Description of the program / service / event that the funding will be used for: The Participation House Project is has closed their operations due to COVID-19 and they are maintaining ongoing fixed expenses as originally applied for. They expect to continue services as applied for later in 2020. They are looking at the option to go online as an extension to the services they provide. The requested funds would be used to support adults with disabilities in Clarington who are transitioning from the secondary school system. Staff have determined that Participation House (Durham Region) is ineligible for the Community Grant Program. The Organization intends to use the 2020 Community Grant Funds in the following manner: • Staffing • Program supplies • Computer/projector/software Financial Summary: 2019 2020 Revenue $ 5,794,040.00 $ 5,773,527.00 Expenses $ 5,749,563.00 $ 5,729,050.00 Net $ 44,477.00 Surplus $ 44,477.00 Surplus Drganization Funding History 2015 2016 2017 2018 2019 First time applicant 2020 Grant Request $ 5,000.00 Page 525 Attachment 2 to CSD-006-20 Organization Name: Participation House Protect (Durham Region) BALANCE SHEET as of March 31, 2019 *Please note this portion of the application is only required for requests of $3,000.00 or greater through the Community Grant Program. Should one be available, an accountant prepared statement may instead be attached with your application. NOTE: List all Financial Dollars as of December 31, 2019 (or your organization's Fiscal Year End). The date is the previous year to the grant request year. (i.e. Grant request year is 2020 - December 31, 2019 for financial dollars) (*Financial information — Fiscal Year prior to Grant Request) Part 1: ASSETS a) Cash Balance $ 488,878.00 b) Investments $ 264,077.00 c) Accounts Receivable $ 111,929.00 d) Accounts Receivable — Fed. Gov't HST $ e) Inventory Supplies $ 12,028.00 f) Prepaid Expenses $ 16,896.00 g) Capital Assets $ 300,832.00 h) TOTAL ASSETS (sum of a to g) $ 1,194,640.00 Part 2: LIABILITIES i) Accounts Payable $ 805,742.00 j) Accounts Payable — Fed. Gov't HST $ k) Loans $ 120,555.00 1) Deferred Revenue $ m) Retained Earnings / Accumulated Surplus $ 268,343.00 n) TOTAL LIABILITIES & NET REVENUE (DEFICIT) OR SURPLUS (sum of i to m) $ 1,194,640.00 Prepared by: Thushara McAlman Position with Organization: Senior Manager of Finance Date Completed (DD/MM/YYYY): 31/03/2019 Page 526 Attachment 2 to CSD-006-20 Municipality of Clarington Community Services Department Summary of Grant Information Applicant Organization: Luke's Place Application # 20-24 Contact Name: Carol Barkwell The primary programs / services of the Organization are: • Offers individual consultations with women that provide family law information, support, safety planning, court preparation, referrals, emotional support and trauma recovery • Provides group support sessions including family law workshops on prevalent high demand topics • Provides court accompaniment and debriefing, access to specialized resources and on line reference manuals Description of the program / service / event that the funding will be used for: Luke's Place works with women who have been subjected to abuse to support them and their children through the family law process. They are currently providing the same level of service to their clients through telephone and virtual options. Luke's Place anticipates an increased demand for their services once the Region begins to open up as women who have been isolated and fearful of exiting their relationship, as well as women who have had their court process put on hold, will look to access Luke's Place and the courts. The requested funds will be used to support women and children who are leaving abusive situations and will help them navigate the family court system through offsetting legal support worker wages and program costs. The Organization intends to use the 2020 Community Grant Funds in the following manner: • Legal Support Worker Wages • Program costs Financial Summary: 2019 2020 Revenue $ 1,026,786.00 $ 1,117,293.00 Expenses $ 1,028,261.00 $ 1,121,430.00 Net ($ 1,475.00) Deficit ($ 4,137.00) Deficit Organization Funding History 2015 2016 2017 2018 2019 Application not successful Did not apply 2020 Grant Request $ 2,500.00 Page 527 Attachment 2 to CSD-006-20 This page was intentionally left blank Page 528 Attachment 2 to CSD-006-20 Municipality of Clarington Community Services Department Summary of Grant Information Applicant Organization: St. Paul's United Church Application # 20-25 Contact Name: Isabel Peat The primary programs / services of the Organization are: • Provide mental wellness support and knowledge share in a social environment • Provide nutrition support with a weekly meal • Provide basic needs support with donations of clothing and basic toiletries Description of the program / service / event that the funding will be used for: The Build Lives Up Everywhere (BLUE) program offered by St. Paul's United Church is currently offering a decreased level of service due to COVID-19. They are maintaining connection with their participants through weekly phone calls, mailings of support packages. They expect to continue to offer services as applied for later in 2020 and are offering their service in a different way to accommodate physical restriction guidelines. They expect more participants will look to access their program as an affect of COVID- 19. The BLUE program is non -denominational and open to the public. The requested funds would be used to provide food for their weekly meals, staffing, program materials and participant transportation. The Organization intends to use the 2020 Community Grant Funds in the following manner: • Food - weekly meals • Staffing costs • Basic needs/toiletries • Participant transportation • Program activity materials Financial Summary: 2019 2020 Revenue $ 9,582.00 $ 4,802.00 Expenses $ 14,280.00 $ 13,788.00 Net ($ 4,698.00) Deficit ($ 8,986.00) Deficit Organization Funding History 2015 2016 2017 2018 2019 First time applicant 2020 Grant Request $ 2,500.00 Page 529 Attachment 2 to CSD-006-20 This page was intentionally left blank Page 530 Attachment 2 to CSD-006-20 Municipality of Clarington Community Services Department Summary of Grant Information Applicant Organization: St. John's Anglican Church Application # 20-26 Contact Name: William Spotton The primary programs / services of the Organization are: • Provide meaningful spiritual worship and support within a welcoming and affirming community • Assist with a migrant worker program in the community • Act as a primary stakeholder in the Refugee Program Description of the program / service / event that the funding will be used for: St. John's Anglican Church applied for a breakfast program for young children during the school year. This program has not yet been launched and is awaiting the reopening of schools and for physical restrictions to be relaxed. Their expenses will be prorated in line with the school calendar once confirmed. The requested funds would be used to start a Brunchkin's program which provides a hot morning meal once a week to school age children as well as lunch foods throughout the school year. The Organization intends to use the 2020 Community Grant Funds in the following manner: • Coordinator • Food Financial Summary: 2019 2020 Revenue $ 270,905.00 $ 216,337.16 Expenses $ 270,905.00 $ 221,336.00 Net $ 0.00 ($ 4,998.84) Deficit Dr anization Funding History 2015 2016 2017 2018 2019 First time applicant 2020 Grant Request $ 5,000.00 Page 531 Attachment 2 to CSD-006-20 Organization Name: St. John's Anglican Church BALANCE SHEET as of December 31, 2019 *Please note this portion of the application is only required for requests of $3,000.00 or greater through the Community Grant Program. Should one be available, an accountant prepared statement may instead be attached with your application. NOTE: List all Financial Dollars as of December 31, 2019 (or your organization's Fiscal Year End). The date is the previous year to the grant request year. (i.e. Grant request year is 2020 - December 31, 2019 for financial dollars) (*Financial information — Fiscal Year prior to Grant Request) Part 1: ASSETS a) Cash Balance $ 57,304.00 b) Investments $ 110,962.00 c) Accounts Receivable $ 2,715.00 d) Accounts Receivable — Fed. Gov't HST $ e) Inventory Supplies $ f) Prepaid Expenses $ g) Capital Assets $ h) TOTAL ASSETS (sum of a to g) $ 170,981.00 Part 2: LIABILITIES i) Accounts Payable $ 7,029.00 j) Accounts Payable — Fed. Gov't HST $ k) Loans $ 1) Deferred Revenue $ 20,496.00 m) Retained Earnings / Accumulated Surplus $ 143,456.00 n) TOTAL LIABILITIES & NET REVENUE (DEFICIT) OR SURPLUS (sum of i to m) $170,981.00 Prepared by: William Spotton Position with Organization: Deputy Warden Date Completed (DD/MM/YYYY): 28/02/2020 Page 532 Attachment 2 to CSD-006-20 Municipality of Clarington Community Services Department Summary of Grant Information Applicant Organization: Heroes 4 Wildlife Application # 20-27 Contact Name: Carol MacEwan The primary programs / services of the Organization are: • Offers wildlife education and festivals • Offers a wildlife rehabilitation support system • Provides wildlife rehabilitation Description of the program / service / event that the funding will be used for: Heroes 4 Wildlife is a newly incorporated not -for -profit organization dedicated to creating public awareness for native wildlife conservation and preservation of Canadian wild spaces. With more people home due to COVID-19 and interacting with wildlife in their own backyard and in parks, Heroes 4 Wildlife feels the need to educate the public is more important than ever. They are considering ways to reach out to the public such as an electronic portal, website and social media plan. Heroes 4 Wildlife is still planning to offer their education program and will adjust the timing and delivery method based on restrictions related to COVID-19. The requested funds would allow Heroes 4 Wildlife to provide educational material for the public about peaceful ways to co -exist with wildlife. The Organization intends to use the 2020 Community Grant Funds in the following manner: • Educational brochure print • Pull-up banner x 4 • Back drop display Financial Summary: 2019 2020 Revenue $ 0.00 $ 162,000.00 Expenses $ 0.00 $ 167,000.00 Net $ 0.00 ($ 5,000.00) Deficit Drganization Funding History 2015 2016 2017 2018 2019 First time applicant 2020 Grant Request $ 5,000.00 Page 533 Attachment 2 to CSD-006-20 Organization Name: Heroes 4 Wildlife BALANCE SHEET as of December 31, 2019 *Please note this portion of the application is only required for requests of $3,000.00 or greater through the Community Grant Program. Should one be available, an accountant prepared statement may instead be attached with your application. NOTE: List all Financial Dollars as of December 31, 2019 (or your organization's Fiscal Year End). The date is the previous year to the grant request year. (i.e. Grant request year is 2020 - December 31, 2019 for financial dollars) (*Financial information — Fiscal Year prior to Grant Request) Part 1: ASSETS a) Cash Balance $ b) Investments $ c) Accounts Receivable $ d) Accounts Receivable — Fed. Gov't HST $ e) Inventory Supplies $ f) Prepaid Expenses $ g) Capital Assets $ h) TOTAL ASSETS (sum of a to g) $ 0.00 Part 2: LIABILITIES i) Accounts Payable $ j) Accounts Payable — Fed. Gov't HST $ k) Loans $ 1) Deferred Revenue $ m) Retained Earnings / Accumulated Surplus $ n) TOTAL LIABILITIES & NET REVENUE (DEFICIT) OR SURPLUS (sum of i to m) $ 0.00 Prepared by: Carol MacEwan Position with Organization: Director, Finance Date Completed (DD/MM/YYYY): 27/02/2020 Page 534 Attachment 2 to CSD-006-20 Municipality of Clarington Community Services Department Summary of Grant Information Applicant Organization: Soper Valley Model Railroad Association Application # 20-28 Contact Name: Bill Harford Jr. The primary programs / services of the Organization are: • Regular meetings with members to work on model train layout and various aspects of the hobby • Host annual model train show • Host open houses and visits from school groups, scouting troops and other community organizations Description of the program / service / event that the funding will be used for: Soper Valley Model Railroad Association (SVMRA) has closed their operations as they are located in a locally managed municipal building which remains closed under the current state of emergency. They are still functioning through monthly online meetings and will be offering online actvities and social media as well. SVMRA is maintaining ongoing fixed expenses as originally applied for such as rent, insurances and other administrative costs. Some of their members continue to work on building parts of the model train display at home. SVMRA relies on fundraising through public shows; they are impacted by a reduction of fundraising dollars due to cancellation of these fundraising events. The requested funds would be used to offset their operating expenses such as rental fees, insurance and construction material to complete more of display layout. The Organization intends to use the 2020 Community Grant Funds in the following manner: • Hall rental fees • Insurance/operating expenses • Layout construction and maintenance Financial Summary: 2019 2020 Revenue $ 12,283.03 $ 9,275.47 Expenses $ 10,875.56 $ 11,312.00 Net $ 1,407.47 Surplus ($ 2,036.53) Deficit Organization Funding History 2015 1 2016 2017 2018 2019 $ 750.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 $ 1,000.00 2020 Grant Request $ 1,500.00 Page 535 Attachment 2 to CSD-006-20 This page was intentionally left blank Page 536 Attachment 2 to CSD-006-20 Municipality of Clarington Community Services Department Summary of Grant Information Applicant Organization: Lakeshore New Horizons Band Application # 20-29 Contact Name: Linda Procunier The primary programs / services of the Organization are: • Teach adults music theory and instrumentation • Public performances in the community Description of the program / service / event that the funding will be used for: Due to the uncertainty around COVID-19, the Lakeshore New Horizons Band has withdrawn their request for funds through the 2020 Community Grant Program. The Organization intends to use the 2020 Community Grant Funds in the following manner: • Sheet music • Instrumentation • Concert rental space Financial Summary: 2019 2020 Revenue $ 31,635.49 $ 31,132.16 Expenses $ 21,263.33 $ 31,132.16 Net $ 10,372.16 Surplus $ 0.00 Organization Funding History 2015 2016 2017 2018 2019 $ 750.00 $ 750.00 $ 750.00 $ 750.00 $ 750.00 2020 Grant Request $ 0.00 WITHDRAWN Page 537 Attachment 2 to CSD-006-20 This page was intentionally left blank Page 538 Attachment 2 to CSD-006-20 Municipality of Clarington Community Services Department Summary of Grant Information Applicant Organization: Bowmanville Tennis Club Application # 20-30 Contact Name: June Schultz The primary programs / services of the Organization are: • Organized lessons and drills, leisure and tournament play for adult members • Organized lessons and play including day camps for junior members (ages 7-14 years) • Two community open house events open to junior aged players twice during the season offered at no charge Description of the program / service / event that the funding will be used for: The Bowmanville Tennis Club has decreased the level of service they are providing. They are maintaining ongoing fixed expenses as originally applied for. Due to COVID- 19, they have lost members and have cancelled fundraising programs due to physical restrictions. They are currently open in a limited capacity for singles play only. The requested funds would offset their property taxes and some will be put aside for a court resurfacing project. The Organization intends to use the 2020 Community Grant Funds in the following manner: • Repair lights • Repair net posts and tennis nets • Future court resurfacing Financial Summary: 2019 2020 Revenue $ 30,106.00 $ 43,000.00, Expenses $ 12,058.00 $ 46,000.00 Net $ 18,048.00 Surplus ($ 3,000.00) Deficit Organization Funding History 2015 2016 2017 2018 2019 New applicant in 2016 $ 2,000.00 $ 2,000.00 $ 500.00 $ 500.00 2020 Grant Request $ 5,000.00 Page 539 Attachment 2 to CSD-006-20 Organization Name: Bowmanville Tennis Club BALANCE SHEET as of December 31, 2019 *Please note this portion of the application is only required for requests of $3,000.00 or greater through the Community Grant Program. Should one be available, an accountant prepared statement may instead be attached with your application. NOTE: List all Financial Dollars as of December 31, 2019 (or your organization's Fiscal Year End). The date is the previous year to the grant request year. (i.e. Grant request year is 2020 - December 31, 2019 for financial dollars) (*Financial information — Fiscal Year prior to Grant Request) Part 1: ASSETS a) Cash Balance $ 18,548.00 b) Investments $ c) Accounts Receivable $ d) Accounts Receivable — Fed. Gov't HST $ e) Inventory Supplies $ f) Prepaid Expenses $ g) Capital Assets $ h) TOTAL ASSETS (sum of a to g) $ 18,548.00 Part 2: LIABILITIES i) Accounts Payable $ j) Accounts Payable — Fed. Gov't HST $ k) Loans $ 1) Deferred Revenue $ m) Retained Earnings / Accumulated Surplus $ 18,548.00 n) TOTAL LIABILITIES & NET REVENUE (DEFICIT) OR SURPLUS (sum of i to m) $ 18,548.00 Prepared by: June Schultz Position with Organization: Treasurer Date Completed (DD/MM/YYYY): 31/12/2019 Page 540 Attachment 2 to CSD-006-20 Municipality of Clarington Community Services Department Summary of Grant Information Applicant Organization: Clarington Swim Club Application # 20-31 Contact Name: Lynsey Rivest The primary programs / services of the Organization are: • Learn to swim fundamentals one on one learn to swim competitive • Pre -competitive swimming • Competitive and Masters Swimming Description of the program / service / event that the funding will be used for: Clarington Swim Club has decreased their level of service and cancelled the balance of their 2019 / 2020 season due to COVID-19. Their coaching staff have been laid off. They have changed some of their service delivery by offering training and guidance to their athletes through other means than their traditional formal training program. The Clarington Swim Club anticipates their program will look different given any continued physical distancing requirements. As a result they are expecting their expenses to rise. The Club promotes and supports excellence in swimming throughout and beyond the Clarington community. The requested funds would be used to offset their pool rental fees. The Organization intends to use the 2020 Community Grant Funds in the following manner: • Pool rental fees Financial Summary: 2019 2020 Revenue $ 371,300.00 $ 427,369.00 Expenses $ 342,736.00 $ 396,250.00 Net $ 28,564.00 Surplus $ 31,119.00 Surplus Organization Funding History 2015 2016 2017 2018 2019 $ 1,000.00 $ 1,000.00 Did not apply $ 1,000.00 $ 2,500.00 2020 Grant Request $ 5,000.00 Page 541 Attachment 2 to CSD-006-20 Organization Name: Clarington Swim Club BALANCE SHEET as of July 31, 2019 *Please note this portion of the application is only required for requests of $3,000.00 or greater through the Community Grant Program. Should one be available, an accountant prepared statement may instead be attached with your application. NOTE: List all Financial Dollars as of December 31, 2018 (or your organization's Fiscal Year End). The date is the previous year to the grant request year. (i.e. Grant request year is 2019 - December 31, 2018 for financial dollars) (*Financial information — Fiscal Year prior to Grant Request) Part 1: ASSETS a) Cash Balance $ 16,493.18 b) Investments $ c) Accounts Receivable $ 4,343.51 d) Accounts Receivable — Fed. Gov't HST $ e) Inventory Supplies $ f) Prepaid Expenses $-243.00 g) Capital Assets $ h) TOTAL ASSETS (sum of a to g) $ 20,593.69 Part 2: LIABILITIES i) Accounts Payable $ 20,267.74 j) Accounts Payable — Fed. Gov't HST $ k) Loans $ 809.22 1) Deferred Revenue $ m) Retained Earnings / Accumulated Surplus $-483.27 n) TOTAL LIABILITIES & NET REVENUE (DEFICIT) OR SURPLUS (sum of i to m) $ 20,593.69 Prepared by: Lynsey Rivest Position with Organization: Head Coach Date Completed (DD/MM/YYYY): 16/03/2020 Page 542 Attachment 2 to CSD-006-20 Municipality of Clarington Community Services Department Summary of Grant Information Applicant Organization: Clarington Ravens Application # 20-32 Contact Name: Udana Muldoon The primary programs / services of the Organization are: • Rep girls' fast pitch • Increasing healthy activities for girls in Clarington • Create a nurturing and supportive environment for girls to develop and grow Description of the program / service / event that the funding will be used for: Clarington Ravens have decreased their level of service due to COVID-19. They are awaiting guidance from their national and provincial sport oversight bodies to understand what the 2020 season and return to play will look like. Their coaches are engaging the players through a virtual platform. The players are also participating in speaker series and individual work to get ready for a potential season. The requested funds would be used to purchase personal protective equipment and sanitizing supplies as well as a storage box for their equipment which will be used for many years to come. The Organization intends to use the 2020 Community Grant Funds in the following manner: • Personal Protective Equipment • Sanitizing Supplies • Utility Storage Box Financial Summary: 2019 2020 Revenue $ 33,383.74 $ 27,878.16 Expenses $ 34,535.58 $ 28,200.00 Net ($ 1,151.84) Deficit ($ 321.84) Deficit Organization Funding History 2015 2016 2017 2018 2019 New applicant in 2018 $ 5,000.00 $ 3,000.00 2020 Grant Request $ 2,500.00 Page 543 Attachment 2 to CSD-006-20 This page was intentionally left blank Page 544 Attachment 2 to CSD-006-20 Municipality of Clarington Community Services Department Summary of Grant Information Applicant Organization: Clarington Knights Football Application # 20-33 Contact Name: Sara Chatterton The primary programs / services of the Organization are: • Youth football program for children ages 5-19 years of age Description of the program / service / event that the funding will be used for: Clarington Knights Football (CKF) has ceased operations at this time; the Ontario Provincial Football League has cancelled the 2020 spring and summer football seasons, however the CKF hopes their fall season will be operating later this year. The requested funds would be used towards purchasing helmets that meet the guidelines of Football Canada to ensure player safety. This equipment purchase is an investment now and for future seasons. The Organization intends to use the 2020 Community Grant Funds in the following manner: • 7 Ridell Flex Football helmets Financial Summary: 2019 2020 Revenue $ 116,114.00 $ 121,114.00 Expenses $ 116,500.00 $ 120,000.00 Net ($ 386.00) Deficit $ 1,114.00 Surplus Organization Funding History 2015 1 2016 2017 2018 2019 New applicant in 2017 $ 1,500.00 $ 1,500.00 $ 1,000.00 2020 Grant Request $ 2,500.00 Page 545 Attachment 2 to CSD-006-20 This page was intentionally left blank Page 546 Attachment 2 to CSD-006-20 Municipality of Clarington Community Services Department Summary of Grant Information Applicant Organization: Clarington Martial Arts Application # 20-34 Contact Name: Lesley Hillis The primary programs / services of the Organization are: • Martial Arts (Tae Kwon Do, Judo, Self -Defense and introductory) classes for people ages 4 and up • Yoga, both gentle and strength flow, for both adults and youth • Fitness classes focussing on strength and mobility for all ages and abilities Description of the program / service / event that the funding will be used for: Clarington Martial Arts promotes, encourages and teaches martial arts and fitness for community members of all ages and abilities. Due to COVID-19, Clarington Martial Arts has decreased their level of service; they continue to support their participants by providing online training, lessons and fitness opportunities. They feel the requested funds that would be used to convert an existing storage area to additional training space are more relevant now as they will be able to use this extra training space to accommodate physical distancing guidelines and will assist in traffic flow once they have reopened. The Organization intends to use the 2020 Community Grant Funds in the following manner: • Renovation Materials • Renovation Wages • Training Equipment Financial Summary: 2019 2020 Revenue $ 72,330.94 $ 139,545.69 Expenses $ 89,035.25 $ 147,600.00 Net ($ 16,704.31) Deficit ($ 8,054.31) Deficit Drganization Funding History 2015 2016 2017 2018 2019 First time applicant 2020 Grant Request $ 5,000.00 Page 547 Attachment 2 to CSD-006-20 Organization Name: Clarington Martial Arts BALANCE SHEET as of June 30, 2019 *Please note this portion of the application is only required for requests of $3,000.00 or greater through the Community Grant Program. Should one be available, an accountant prepared statement may instead be attached with your application. NOTE: List all Financial Dollars as of December 31, 2019 (or your organization's Fiscal Year End). The date is the previous year to the grant request year. (i.e. Grant request year is 2020 - December 31, 2019 for financial dollars) (*Financial information — Fiscal Year prior to Grant Request) Part 1: ASSETS a) Cash Balance $ 13,025.91 b) Investments $ c) Accounts Receivable $-108.80 d) Accounts Receivable — Fed. Gov't HST $ e) Inventory Supplies $ 1,419.02 f) Prepaid Expenses $ g) Capital Assets $ h) TOTAL ASSETS (sum of a to g) $ 14,336.13 Part 2: LIABILITIES i) Accounts Payable $ 31,415.60 j) Accounts Payable — Fed. Gov't HST $-2,979.19 k) Loans $ 973.17 1) Deferred Revenue $ 1,630.86 m) Retained Earnings / Accumulated Surplus $-16,704.31 n) TOTAL LIABILITIES & NET REVENUE (DEFICIT) OR SURPLUS (sum of i to m) $ 14,336.13 Prepared by: Lesley Hillis Position with Organization: Secretary / Treasurer Date Completed (DD/MM/YYYY): 03/03/2020 Page 548 22.3 Unfinished Business Excerpt of the May 11, 2020 General Government Committee Minutes The following resolution was referred from the May 25, 2020 Council Meeting to the June 22, 2020 General Government Committee Meeting. 15.1 CSD-004-20 2020 Community Grant Requests Resolution # GG-092-20 Moved by Councillor Hooper Seconded by Councillor Zwart That the Grant Applications #20-02 to 20-06, be approved in the amount of $3,000. Referred Kendal Community Centre That Grant Application #20-02, from the Kendal Community Centre be approved in the amount of $3,000. Hampton Community Association That Grant Application #20-03, from the Hampton Community Association, be approved in the amount of $3,000. Brownsdale Community Centre That Grant Application #20-04, from the Brownsdale Community Centre, be approved in the amount of $3,000. Solina Community Centre That Grant Application #20-05, from the Solina Community Centre, be approved in the amount of $3,000. Tyrone Community Centre That Grant Application #20-06, from the Tyrone Community Centre, be approved in the amount of $3,000. Page 549 22.4 Unfinished Business Excerpt of the May 25, 2020 Council Minutes 11.2 General Government Committee Meeting of May 11, 2020 Item 7 — Newtonville Community Hall Resolution # C-232-20 Moved by Councillor Zwart Seconded by Councillor Neal That the Grant Application #20-01, from Newtonville Community Hall, be referred to the June 22, 2020, General Government Committee meeting to be considered with the other grant requests. Page 550