HomeMy WebLinkAbout06/01/2020
General Government Committee
Post-Meeting Agenda
Date:June 1, 2020
Time:9:30 AM
Location:Council Chambers, 2nd Floor
Municipal Administrative Centre
40 Temperance Street
Bowmanville, Ontario
Inquiries & Accommodations: For inquiries about this agenda, or to make arrangements for
accessibility accommodations for persons attending, please contact: Samantha Gray, Committee
Coordinator, at 905-623-3379, ext. 2106 or by email at sgray@clarington.net.
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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
1.Call to Order
2.Land Acknowledgement Statement
3.New Business – Introduction
Members of Committee are encouraged to provide the Clerk’s Department, in
advance of the meeting, a copy of any motion the Member is intending to
introduce, (preferably electronic) such that staff could have sufficient time to
share the motion with all Members prior to the
meeting.
4.Adopt the Agenda
5.Declaration of Interest
6.Announcements
7.Adoption of Minutes of Previous Meeting
7.1 Minutes of a Regular Meeting of the General Government Committee
Meeting dated May 11, 2020
6
8.Delegations
*8.1 Aimee Chada, Event Coordinator, Donor Relations, Canadian Blood
Services, Regarding the Need for Blood Donations during COVID-19
Pandemic
9.Communications – Receive for Information
9.1 Minutes of the Bowmanville Business Improvement Area dated April 14,
2020
23
9.2 Christopher Schueler, Project Manager, AECOM, Regarding Highway
401 Bridge Rehabilitations in Clarington, Detail Design and Class
Environmental Assessment Study
28
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
31
Link to Application for Renewal of Franchise Agreement
Page 2
9.4 Gretchen Gordon, Senior Lead Liaison - Ontario, Public Affairs &
Communications, TC Energy, Regarding Mainline Valve (MLV) 135,
Clarington, Hydrostatic Testing
32
*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
35
*9.6 Memo from Ron Albright, Acting Director of Engineering Services,
Regarding Robert Adams and Prestonvale Road Intersection Update
36
10.Communications – Direction
10.1 Barry Carmichael, Chair, Newcastle Community Hall, Regarding
Community Hall Funding Assistance
39
(Motion to Refer to the Consideration of Report FND-018-20 COVID-19
Financial Support Update)
10.2 Jeff Bunn, Manager, Council & Committee Services/Deputy City Clerk,
City of Kitchener, Regarding Universal Basic Income
40
(Motion for Direction)
11.Presentations
11.1 Anand Desai, Associate Planner, Monteith Brown Planning Consultants,
Regarding Report EGD-010-20 Outdoor Recreation Needs Assessment
12.Engineering Services Department Reports
12.1 EGD-010-20 Outdoor Recreation Needs Assessment (ORNA)42
*12.2 Correspondence Item 9.6 - Memo from Ron Albright, Acting Director of
Engineering Services, Regarding Robert Adams and Prestonvale Road
Intersection Update
13.Operations Department Reports
13.1 OPD-002-20 Winter Control Services 112
14.Emergency and Fire Services Department Reports
No Reports for this Section of the Agenda.
Page 3
15.Community Services Department Reports
15.1 CSD-005-20 2020 Community Event Sponsorship Requests – Intake 2
(Spring)
118
16.Municipal Clerk’s Department Reports
16.1 CLD-008-20 Appointment to the Newcastle Arena Board 138
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 141
18.2 FND-015-20 Rout and Crack Seal Repairs 147
18.3 FND-016-20 Annual Statement for the Development Charges Reserve
Funds for the Year Ended December 31, 2019
151
18.4 FND-017-20 Supply and Installation of Four New Playgrounds 164
19.Solicitor’s Department Reports
No Reports for this Section of the Agenda.
20.CAO Office Reports
20.1 CAO-013-20 Service Delivery Review Update - Tourism 170
20.2 CAO-014-20 Service Delivery Review Update – Animal Shelter Services 183
21.New Business – Consideration
21.1 Actions to Support Municipalities and the Development of a Green
Economy
190
(Councillor Zwart plans to move the attached Resolution)
*21.2 Appointment to St. Marys Community Relations Committee 192
(Councillor Neal has resigned from the Committee and one Councillor
Appointment is required. Please see attached for the Terms of
Reference)
*21.3 Page Numbering on Agendas
Page 4
*21.4 Anaerobic Digestion Facility
22.Unfinished Business
22.1 FND-018-20 COVID-19 Financial Support Update 196
(Referred from the April 14, 2020 Council Meeting)
*22.2 Anaerobic Digestion Facility
23.Confidential Reports
No Reports for this Section of the Agenda.
24.Adjournment
Page 5
1
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General Government Committee
Minutes
Date:
Time:
Location:
May 11, 2020
9:30 AM
Council Chambers, 2nd Floor
Municipal Administrative Centre
40 Temperance Street
Bowmanville, Ontario
Present Were:
Present by Electronic
Means:
Mayor A. Foster
Councillor G. Anderson, Councillor R. Hooper, Councillor J. Jones,
Councillor J. Neal, Councillor C. Traill, Councillor M. Zwart, R. Albright
Staff Present:
Present by Electronic
Means:
J. Gallagher, L. Patenaude
S. Brake, G. Acorn, R. Albright, A. Allison, A. Greentree, R. Maciver,
M. Marano, T. Pinn, G. Weir
_____________________________________________________________________
1. Call to Order
Mayor Foster called the meeting to order at 9:30 AM.
Recess
Resolution # GG-078-20
Moved by Councillor Hooper
Seconded by Councillor Jones
That the Committee recess for five minutes to enable Staff to ensure all Members
of Committee are connected remotely to the meeting.
Carried
The meeting reconvened at 9:43 AM with Mayor Foster in the Chair.
2. Land Acknowledgement Statement
Councillor Jones led the meeting in the Land Acknowledgement Statement.
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3. New Business – Introduction
Councillor Neal asked that a new business item, regarding the Scheduling of
Committee Meetings during the COVID-19 Pandemic, be added to the New
Business – Consideration section of the agenda.
Councillor Neal asked that a new business item, regarding Directions to Staff
about Staffing, be added to the New Business – Consideration section of the
agenda.
4. Adopt the Agenda
Resolution # GG-079-20
Moved by Councillor Hooper
Seconded by Councillor Jones
That the Agenda for the General Government Committee meeting of May 11,
2020 be adopted as presented with the addition of the following items:
Scheduling of Committee Meetings during the COVID-19 Pandemic
Directions to Staff about Staffing
Carried
5. Declaration of Interest
Councillor Neal declared an indirect interest in Report CSD-004-20 regarding the
2020 Community Grant Requests for Autism Home Base Durham (Application
#20-19). However, Grant Application #20-19 was not considered during the
consideration of Report CSD-004-20.
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 Joint Meeting of the General Government and Planning and
Development Committee meeting dated April 27-28, 2020
Resolution # GG-080-20
Moved by Councillor Zwart
Seconded by Councillor Anderson
That the minutes of the Joint General Government and Planning and
Development Committee meeting held on April 27-28, 2020, be approved.
Carried
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8. Delegations
8.1 Len Healey, Regarding Noise By-law 2007-071
Len Healey was contacted via phone and electronic means and did not receive a
response.
Ron Albright, Acting Director of Engineering Services, provided an overview of
Mr. Healey's concerns, as he understood them, regarding noise from Bell
Canada construction that started at 7:00 AM in his neighbourhood. He notified
the Committee that Bell was working within the By-law and stated that Bell
Canada has agreed to adjust their work time to start after 8:00 AM for the project
area near Mr. Healey's residence.
8.2 Ibi Biesenthal, PI Tools, Regarding Award of Contract CL2019-37 Courtice
Court Servicing
Ibi Biesenthal, PI Tools, was present via electronic means regarding the Award of
Contract CL2019-37 Courtice Court Servicing. Ms. Biesenthal explained that she
submitted a letter of correspondence asking for an explanation from Regional
Councillor Neal and Local Councillor Jones on why they did not support the
Award of Contract CL2019-37 as it represented the end of many years of effort
on the part of the local business to obtain servicing and improve their
businesses. She concluded by stating the Community is disappointed that the
Councillors voted in opposition and she answered questions from Members of
Committee.
Recess
Resolution # GG-081-20
Moved by Councillor Anderson
Seconded by Councillor Hooper
That the Committee recess for approximately 10 minutes to address technical
issues regarding the audio of the live stream.
Carried
The meeting reconvened at 10:46 AM with Mayor Foster in the Chair.
9. Communications – Receive for Information
Resolution # GG-082-20
Moved by Councillor Hooper
Seconded by Councillor Anderson
That Communication Items 9.1 and 9.2, be received on consent.
Carried
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9.1 Geoff Gordon, Vegetation Management Specialist, Canadian Pacific,
Regarding Canadian Pacific 2020 Vegetation Control Program
9.2 Larry Wheeler, Deputy Clerk, Township of Mapleton, Regarding Request
the Province of Ontario to Review the Farm Property Class Tax Rate
Programme in Light of Economic Competitiveness Concerns between
Rural and Urban Municipalities
10. Communications – Direction
10.1 Chris West, P.Eng, All Aboard St. Marys, Regarding Support for VIA Rail
Service
Resolution # GG-083-20
Moved by Councillor Zwart
Seconded by Councillor Hooper
Whereas the Corporation of the Municipality of Clarington supports the National
Transportation Policy and Section 5 of the Canada Transportation Act, S.C.
1996, c. 10 (as amended), which states in part:
a competitive, economic and efficient national transportation system that
meets the highest practicable safety and security standards and
contributes to a sustainable environment, makes best use of all modes of
transportation at the lowest cost is essential to serve the needs of its
users, advance the well-being of Canadians, enable competitiveness and
economic growth in both urban and rural areas throughout Canada. Those
objectives are achieved when:
(a) competition and market forces among modes of
transportation, are prime agents in providing viable and
effective transportation services;
(b) regulation and strategic public intervention are used to
achieve economic, safety, security, environmental or social
outcomes
(c) rates and conditions do not constitute an undue obstacle to
the movement of traffic within Canada or to the export of
goods from Canada;
(d) the transportation system is accessible without undue
obstacle to the mobility of persons, including persons with
disabilities; and
(e) governments and the private sector work together for an
integrated transportation system.
And whereas the government of Canada has stated: “we are serious
about climate change” and “smart investments in transit help connection
communities …. we will continue to work with communities and invest in
the infrastructure they need today and into the future”;
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And whereas Abacus data has indicated that Canadians are focused on
building transit to reduce congestion and connect communities;
And whereas the Canadian Transport Commission main finding at public
hearings in 1977 was that there should be no further reductions to
passenger rail services;
And whereas the frequency of VIA trains running in Canada has been
reduced significantly since 1977, causing a subsequent significant drop in
ridership;
And whereas there is a need for balanced transportation with more using
transit and less using automobiles;
And whereas the changing demographic relating to house prices, housing
affordability will require further expansions of transit;
And whereas there is a need to visit tourist sites located along rail lines;
And whereas the annual cost of congestion to the Greater Toronto
Hamilton Area economy alone is between $7.5 and $11 billion;
And whereas there are 10 million more vehicles on the road today than
there were in 2000;
And whereas the Municipality of Clarington requests the support of this
resolution from all communities served by VIA;
Therefore be it resolved that the Council of the Corporation of Clarington
recommends to the Government of Canada to adequately fund and fully
support VIA Rail Canada in increasing the frequency, reliability, ticket cost
and speed of VIA rail service in 2020 and successive years.
Carried
10.2 Charlene Watt, Deputy Clerk, District of Parry Sound, Regarding High
Speed Internet Connectivity in Rural Ontario
Resolution # GG-084-20
Moved by Councillor Hooper
Seconded by Councillor Anderson
Whereas the COVID-19 pandemic has upended traditional means of business
and put unprecedented strain on our broadband networks, as well as shed light
onto both the gaps in coverage and areas plagued by unreliability;
And whereas COVID-19 and other factors have driven a rise in work from home
arrangements, a trend likely to continue into the future;
And whereas quick and coordinated investment to build up our network is
critically important to the health and viability of our community as well as our
ability to be economically competitive;
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And whereas Clarington has worked closely with both large and small scale
Internet Service Providers to provide coverage to our residents, but full-scale
reliable connectivity is not happening as quickly as it should;
And whereas more resources from all levels of government must be provided,
especially to make small rural build outs economically viable.
Now therefore be it resolved:
1. That broadband must be treated as critical infrastructure in support of our
new economy, as Clarington works towards its goal of 100% reliable
connectivity;
2. That the Federal, Provincial and Regional governments be requested to
coordinate their efforts and increase the funds available to drive this important
initiative ahead; and
3. That Erin O’Toole (MP Durham), Philip Lawrence (MP Northumberland-
Peterborough South), Lindsey Park (MPP Durham), David Piccini (MPP
Northumberland-Peterborough South) and the Region of Durham be notified
of Council’s decision.
Yes (8): Mayor Foster, Councillor Anderson, Councillor Hooper, Councillor
Jones, Councillor Neal, Councillor Traill, and Councillor Zwart
Carried on a recorded vote (7 to 0)
10.3 Fred Eisenberger, Mayor, City of Hamilton, Regarding Request to Regulate
and Enforce Odour and Lighting Nuisances Related to the Cultivation of
Cannabis Plants
Resolution # GG-085-20
Moved by Councillor Zwart
Seconded by Councillor Anderson
That Communication Item 10.3 from Fred Eisenberger, Mayor, City of Hamilton,
Regarding Request to Regulate and Enforce Odour and Lighting Nuisances
Related to the Cultivation of Cannabis Plants be referred to staff.
Carried
10.4 Ibi Biesenthal, PI TOOL Limited, Regarding Award of Contract CL2019 -37 -
Courtice Court Servicing
Resolution # GG-086-20
Moved by Councillor Neal
Seconded by Councillor Jones
That Communication Item 10.4 from Ibi Biesenthal, PI TOOL Limited, Regarding
Award of Contract CL2019-37 - Courtice Court Servicing be received for
information.
Carried
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11. Presentations
11.1 Johanna Brown, Account Manager, Vision 33, Regarding COD-018-20
Municipal Business Solution
Johanna Brown, Account Manager, Vision 33, was present via electronic means
regarding Report COD-018-20, Municipal Business Solution. Ms. Brown made a
verbal presentation to accompany an electronic presentation. She provided an
overview of the Amanda solution, explaining that it is an enterprise solution for
Building, Planning, Licensing and Permitting, Code Enforcement and Inspections
for government organizations. Ms. Brown noted that there are 30 jurisdictions
currently using the solution. She added that it is a key driver for the Municipality
to have a fully functional solution to meet all needs. Ms. Brown explained that
governments are investing in information technology because it provides
improved efficiency through modernization, improved stakeholder service,
financial management, mobile workforce productivity, application consolidation,
and security and privacy protection. She noted the key components provided in
the software which includes a centralized database, citizen access portal,
inspector application, analytics and electronic plan review and markup tool. Ms.
Brown concluded by highlighting the benefits to the Municipality and answered
questions from Members of Committee.
12. Engineering Services Department Reports
12.1 Report EGD-008-20 Kirby Heights Subdivision, Plan 40M-2480 ‘Certificate of
Acceptance’ and ‘Assumption By-Law’, Final Works Including Roads and
Other Related Works
Resolution # GG-087-20
Moved by Councillor Anderson
Seconded by Councillor Zwart
That Report EGD-008-20 be received;
That the Director of Engineering Services be authorized to issue a ‘Certificate of
Acceptance’ for the Final Works, which includes final stage roads and other
related works constructed within Plan 40M-2480;
That Council approve the by-law attached to Report EGD-008-20 assuming
certain streets within Plan 40M-2480 as public highways; and
That all interested parties listed in Report EGD-008-20 be advised of Council’s
decision.
Carried
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Recess
Resolution # GG-088-20
Moved by Councillor Neal
Seconded by Councillor Hooper
The Committee recessed for one hour.
Carried
The meeting reconvened at 12:50 PM with Mayor Foster in the Chair.
13. Operations Department Reports
No Reports for this Section of the Agenda.
14. Emergency and Fire Services Department Reports
No Reports for this Section of the Agenda.
15. Community Services Department Reports
15.1 CSD-004-20 2020 Community Grant Requests
Resolution # GG-089-20
Moved by Councillor Zwart
Seconded by Councillor Anderson
That Report CSD-004-20 be received;
That Council consider all submitted grant requests; and
That all interested parties listed in Report CSD-004-20 and any delegations be
advised of Council’s decision by the Department.
Carried
Resolution # GG-090-20
Moved by Councillor Traill
Seconded by Councillor Neal
That if, during the consideration of the 2020 Spring Community Grants Requests,
a specific resolution is not put forward by a Committee member on a grant
request, the grant request is deemed to be denied.
Carried
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8
Newtonville Community Hall
Resolution # GG-091-20
Moved by Councillor Anderson
Seconded by Councillor Traill
That the Grant Application #20-01, from Newtonville Community Hall, be
approved in the amount of $5000.00.
Carried
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.
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General Government Committee Minutes May 11, 2020
9
Resolution # GG-093-20
Moved by Councillor Neal
Seconded by Councillor Traill
That Resolution #GG-092-20 be referred to the Council meeting of May 25th for
Staff to report on whether any of the capital item requested by the hall boards
would fall within the Municipality of Clarington’s responsibility as part of the
building envelope.
Carried
Architectural Conservancy of Ontario - Clarington Branch
Resolution # GG-094-20
Moved by Councillor Hooper
Seconded by Councillor Zwart
That the Grant Application #20-07, from Architectural Conservancy of Ontario -
Clarington Branch, be approved in the amount of $1,500.
Motion Withdrawn
Architectural Conservancy of Ontario - Clarington Branch
Resolution # GG-095-20
Moved by Councillor Jones
Seconded by Councillor Hooper
That the Grant Application #20-07, from Architectural Conservancy of Ontario -
Clarington Branch, be approved in the amount of $1,500.
Motion Withdrawn Later in the meeting
Resolution # GG-096-20
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-095-20 for a second time.
Carried
That the foregoing Resolution #GG-095-20 was withdrawn.
Resolution # GG-097-20
Moved by Councillor Jones
Seconded by Councillor Neal
That the remaining Grant Requests listed in Report CSD-004-20, be referred to
the Regular General Government Committee Meeting dated June 22, 2020.
Carried
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16. Municipal Clerk’s Department Reports
No Reports for this Section of the Agenda.
17. Corporate Services Department Reports
17.1 COD-015-20 Joint Health & Safety Committee – 2019 Summary
Resolution # GG-098-20
Moved by Councillor Hooper
Seconded by Councillor Zwart
That Report COD-015-20 be received; and
That the updated Policy #E-5 Workplace Harassment and the Health & Safety
Policy Statement be endorsed.
Carried
17.2 COD-017-20 Roadside Protection – Liberty Street
Resolution # GG-099-20
Moved by Councillor Anderson
Seconded by Councillor Zwart
That Report COD-017-20 be received;
That Real Landscaping Plus. Inc. with a total bid amount of $359,957.77 (Net
HST Rebate) being the lowest compliant bidder meeting all terms, conditions and
specifications of tender CL2020-4 be awarded the contract for Roadside
Protection – Liberty Street as required by the Engineering Services Department;
That total funds required for this project in the amount of $406,000.00 (Net HST
Rebate), which includes the construction cost of $359,957.77(Net HST Rebate)
and other costs including material testing, permits fees and contingencies in the
amount of $46,042.23 (Net HST Rebate) is in the approved budget allocation as
provided and will be funded from the following accounts; and
Description Account Number Amount
Pavement Rehabilitation Program
(2019)
110-32-330-83212-
7401
$332,000
Roadside Protection Program
(2019)
110-32-330-83338-
7401
74,000
That all interested parties listed in Report COD-017-20 and any delegations be
advised of Council’s decision.
Carried
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17.3 COD-018-20 Municipal Business Solution
Resolution # GG-100-20
Moved by Councillor Neal
Seconded by Councillor Jones
That Report COD-018-20, Municipal Business Solution, be referred to staff to
report on the following:
Who is the company?
Who is the developer of the software?
Who will provide support?
What modules are we purchasing?
Integration of Existing Software
Amazon Cloud
Carried
Resolution # GG-101-20
Moved by Councillor Hooper
Seconded by Councillor Neal
That the Rules of Procedure be suspended to allow Members of Committee to
speak to the foregoing Resolution #GG-100-20 for a second time.
Carried
That the foregoing Resolution #GG-100-20 was then put to a vote and carried.
18. Finance Department Reports
18.1 FND-011-20 Financial Update as at December 31, 2019
Resolution # GG-102-20
Moved by Councillor Zwart
Seconded by Councillor Hooper
That Report FND-011-20 be received for information.
Carried
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Recess
Resolution # GG-103-20
Moved by Councillor Neal
Seconded by Councillor Hooper
That the Committee recess for 10 minutes.
Carried
The meeting reconvened at 3:33 PM with Mayor Foster in the Chair.
18.2 FND-012-20 2019 Annual Statement for Cash-in-Lieu of Parkland
Resolution # GG-104-20
Moved by Councillor Neal
Seconded by Councillor Zwart
That Report FND-012-20 be received for information.
Carried
18.3 FND-013-20 2019 Building Permit Fees Annual Report
Resolution # GG-105-20
Moved by Councillor Anderson
Seconded by Councillor Hooper
That Report FND-013-20 be received for information.
Carried
19. Solicitor’s Department Reports
No Reports for this Section of the Agenda.
20. CAO Office Reports
No Reports for this Section of the Agenda.
21. New Business – Consideration
21.1 Scheduling of Committee Meetings during COVID-19 Pandemic
Resolution # GG-106-20
Moved by Councillor Neal
Seconded by Councillor Jones
That, during the Covid Emergency, there be one joint meeting of General
Government Committee and Planning and Development Committee, to take
place during the normal schedule for the Planning meeting.
Carried as Amended
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Resolution # GG-107-20
Moved by Councillor Neal
Seconded by Councillor Jones
That the foregoing Resolution #GG-106-20 be amended by adding the following
at the end:
"unless the Mayor determines that it would be better to do otherwise".
Carried
The foregoing Resolution #GG-106-20 was then put to a vote and carried as
amended.
Resolution # GG-108-20
Moved by Councillor Neal
Seconded by Councillor Jones
That New Business item 21.2 regarding Staffing be considered after Unfinished
Business.
Carried
21.2 Directions to Staff about Staffing
That New Business item 21.2 regarding Directions to Staff about Staffing be
considered, in Closed Session, at the end of the meeting.
22. Unfinished Business
22.1 Report PSD-012-20 Cedar Crest Beach Update - Beach Erosion/Property
Loss Study (Tabled from the May 4, 2020 Council Meeting)
Lift from the Table
Resolution # GG-109-20
Moved by Councillor Traill
Seconded by Councillor Neal
That the matter of Report PSD-12-20, regarding Cedar Crest Beach Update -
Beach Erosion/Property Loss Study, be lifted from the table.
Carried
Resolution # GG-110-20
Moved by Councillor Traill
Seconded by Councillor Anderson
That Report PSD-012-20 be received;
That, in accordance with the Purchasing By-law, the lower of the bids from the
qualified consultants will be awarded the consulting contract, to the maximum of
the $30,000 budget for the completion of the Cedar Crest Beach
Erosion/Property Loss Study;
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That Staff report back to Council with the results of the study, once completed;
and
That all interested parties listed in Report PSD-012-20, including all landowners
in the Port Darlington (west shore) reach and any delegations, be advised of
Council’s decision.
Yes (5): Mayor Foster, Councillor Anderson, Councillor Hooper, Councillor Traill,
and Councillor Zwart
No (3): Councillor Jones and Councillor Neal
Carried on a recorded vote (5 to 2)
Suspend the Rules
Resolution # GG-111-20
Moved by Councillor Neal
Seconded by Councillor Anderson
That the Rules of Procedure be suspended to extend the meeting for an
additional 30 minutes until 5:00 PM.
Carried
22.2 Report EGD-006-20 Cedar Crest Beach Rd and West Beach Rd Berm
Review and Estimates (Tabled from the May 4, 2020 Council Meeting)
Lifted from the Table
Resolution # GG-112-20
Moved by Councillor Traill
Seconded by Councillor Anderson
That the matter of Report EGD-006-20 Cedar Crest Beach Rd and West Beach
Rd Berm Review and Estimates, be lifted from the table.
Carried
Resolution # GG-113-20
Moved by Councillor Traill
Seconded by Councillor Anderson
That Report EGD-006-20 be received;
That no further flood mitigation work be undertaken on West Beach Rd at this
time; and
That all interested parties listed in Report EGD-006-20 and any delegations be
advised of Council’s decision.
Tabled
Page 20
General Government Committee Minutes May 11, 2020
15
Resolution # GG-114-20
Moved by Councillor Traill
Seconded by Councillor Anderson
That Report EGD-006-20 be tabled to the next Regular Council Meeting dated
May 25, 2020.
Carried
Suspend the Rules
Resolution # GG-115-20
Moved by Councillor Neal
Seconded by Councillor Traill
That the Rules of Procedure be suspended to extend the meeting for an
additional 30 minutes until 5:30 PM.
Carried
23. Confidential Reports
23.1 Staffing
Closed Session
Resolution # GG-116-20
Moved by Councillor Neal
Seconded by Councillor Zwart
That, in accordance with Section 239 (2) of the Municipal Act, 2001, as
amended, the meeting be closed for the purpose of discussing a matter that
deals personal matters about an identifiable individual, including municipal or
local board employees.
Carried
Recess
Resolution # GG-117-20
Moved by Councillor Neal
Seconded by Councillor Hooper
That the Committee recess for 5 minutes.
Carried
Page 21
General Government Committee Minutes May 11, 2020
16
Rise and Report
The meeting resumed in open session at 5:40 PM.
Mayor Foster advised that one item was discussed in “closed” session in
accordance with Section 239(2) of the Municipal Act, 2001 and no resolutions
were passed.
The meeting reconvened in closed session at 5:01 PM with Mayor Foster in the
Chair.
Suspend the Rules
Resolution # GG-118-20
Moved by Councillor Zwart
Seconded by Councillor Anderson
That the Rules of Procedure be suspended to extend the meeting for an
additional 15 minutes.
Carried
24. Adjournment
Councillor Neal noted he is resigning from the St. Mary's Cement Community
Relations Committee.
Resolution # GG-119-20
Moved by Councillor Hooper
Seconded by Councillor Anderson
That the meeting adjourn at 5:41 PM
Carried
Mayor Deputy Clerk
Page 22
Historic Downtown Bowmanville Business Centre (BIA)
Board of Management Meeting Minutes
Tuesday April 14, 2020; 6:30pm
Virtual Meeting due to COVID-19 pandemic
Present: Edgar Lucas, Chair
Laura Holmes, Secretary
Gerri Lucas, Treasurer
Justin Barry
Cathy Holmes
Absent: Carrie Hooper
Ron 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 L. Holmes, seconded by C. Holmes
THAT the minutes of the meeting of March 10, 2020 be approved as circulated.
CARRIED
3. Business Arising from Previous Minutes
(a) Spring Street Pole Banners
Revised design proofs presented.
Moved by G. Lucas, seconded by L. Holmes
THAT version 2 design proof 3 be selected and the order be placed.
CARRIED
4. Correspondence
Correspondence was received from
i. Sarah Allin, MOC, regarding the Public Art Project with OMAFRA update (via email)
ii. Jamie Nowe, Digital Service Squad member for DMS program, regarding remote
availability during COVID-19 pandemic (via email)
iii. Amanda Tapp, Planner MOC, seeking feedback on mobile pop-up street vendor pilot
project proposal (via email)
iv. Municipality of Clarington – Press release about waiving tax penalties
v. Nicole Zambri, Planner MOC, regarding notice of zoning bylaw passing (via email)
Page 23
Historic Downtown Bowmanville 2 APRIL 2020
Business Centre (BIA)
Moved by G. Lucas, seconded by J. Barry
THAT the correspondence be received for information.
THAT items ii., and iv. be distributed to BIA members.
THAT a letter of response be issued on items iii., and v.
CARRIED
5. Treasurer’s Report
The Treasurer presented the following:
i. $192 467.32 in current account.
ii. Maplefest vendor refund cheques have been issued
iii. Edward Jones investment is being arranged
Moved by C. Holmes, seconded by L. Holmes
THAT the Treasurer’s Report be adopted as presented.
CARRIED
6. Directors’ Reports
(a) Council Liaison – R. Hooper:
No report.
(b) Events – C. Holmes:
Reported that Meet The Easter Bunny, Girls Night Out, and Maplefest have been cancelled
to date and communication with all stakeholders has occurred. Food Truck Friday and
Summerfest cancellations will be announced soon. Decisions on the fate of the remainder
of scheduled events are pending. A request was made to the Director of Operations to not
issue any permits for large community events on the dates of our remaining events – August
22 and October 17 – as these will be important for business recovery if restrictions are
lifted. The chocolate easter bunnies purchased for the Meet The Easter Bunny event were
donated to charities – Salvation Army and Lakeridge Health - and gifted to some downtown
businesses to include with customer purchases. Disappointingly, one business included the
bunnies in a gift package to profit off our donation.
(c) Membership Relations – J. Barry:
Reported that Endivine Grill opened only a day or two before the shutdown began. Bad Boy
Decals has closed. Many businesses are trying to offer services and shopping virtually and
contactless pick up or delivery options during the shutdown. Suggested that business
owners should be encouraged to regularly update their window displays even if they remain
closed.
Page 24
Historic Downtown Bowmanville 3 APRIL 2020
Business Centre (BIA)
(d) Streetscape – G. Lucas:
Reported that summer baskets are on order. Contact will be made with the contractor
regarding watering services to see if services can continue. Winter baskets have been
removed.
(e) Communications – (vacant):
L. Holmes reported that she has temporarily assumed the Communications tasks while the
position is vacant. This was necessary as critical information about the COVID-19 pandemic
needed to be shared with members. Since the crisis broke, multiple emails are circulated
almost daily to BIA members. However, due to time constraints only emails that can be
easily forwarded are sent out such as those from CBOT, DMS, etc. It is not feasible to
compose new messages to our members like the paid staff of Oshawa and Whitby are able
to.
(f) Website – L. Holmes:
Reported that the website redevelopment plans have been shelved for the time being and
can be revisited once the pandemic restrictions are eased. Cancellation notices for Meet
The Easter Bunny, Girls Night Out, and Maplefest are posted. Vendor application forms for
Maplefest, Summerfest, and Food Truck Friday are disabled and removed. The business
directory is grossly out of date and will only be addressed during the redevelopment. The
cost and time resources required to make these changes to the existing website would be
astronomical. The Instagram account is being used to notify the public of what businesses in
Bowmanville are operating and in what capacity. Posts and daily updates to the Instagram
stories feature displays what our member businesses are offering. Other area BIAs have
full-time staff responsible for their social media accounts and were shocked to hear that this
is being done so well and by a volunteer. That said, it has been a huge time commitment to
keep this updated and not something that is sustainable.
(g) Media Relations – C. Hooper:
No Report.
7. New Business
(a) Durham Tourism Shop Local project
L. Holmes has represented Bowmanville for the past 4 weeks at virtual meetings hosted by
Durham Tourism involving all BIAs in Durham. When the pandemic struck, Durham Tourism
pivoted and began promoting business instead of tourism through its social media and
website. It is spearheading a shop local project that will involve a dedicated website and
marketing campaign under the banner of ‘Downtowns of Durham’. The planned launch
date is April 27. Each BIA or business district will have its own tab on the website featuring
information about the downtown and the BIA, as well as business listings for those
businesses that are operating in some capacity and a map feature. A form is under
Page 25
Historic Downtown Bowmanville 4 APRIL 2020
Business Centre (BIA)
development that will allow individual business owners to submit their information to be
included on the site. Once available this will be circulated to our members. At time of
launch, the site will focus on only those businesses that are operating. As business reopens
to the public, the site will shift to feature all businesses in the downtowns of Durham. Over
the long term, each BIA will be responsible for upkeep of its own tab and listings. Durham
Tourism has warned that this could be a labour intensive project for BIAs and business
districts that do not have dedicated staff.
(b) Updates from task force meetings with Mayor
The Chair was invited to represent the Bowmanville BIA. These weekly meetings include the
Mayor, local councillors, MPs, and MPP, representatives from BIAs, and CBOT. Mostly, the
meetings outline what is happening at the Provincial and Federal levels. The Mayor is asking
for ideas how the Municipality will be able to assist business. The Chair raised concerns
about some landlords threatening evictions of commercial tenants for failure to pay rent.
Others have mentioned that areas outside of Clarington have experienced vandalism and
looting.
(c) Durham Region BIAs
The Executive Directors of the Oshawa and Whitby BIAs sit on a Regional Task Force about
the response to COVID-19. A letter of request on behalf of all eight BIAs in Durham was sent
to Durham Regional Council about assistance for small business by way of committing 25%
of total BIA levies to Municipalities, who would in turn reduce tax levy burden on property
owners by the corresponding amount. Since this was a time sensitive matter, the Board of
Management voted to endorse this letter outside of normal procedures. The letter was
submitted to Regional Council on March 23, 2020.
Moved by L. Holmes, seconded by C. Holmes
THAT Municipal Council and leadership be asked to support this request and will be sent a
copy of this letter.
(d) Planning for Recovery Following COVID-19 Restrictions
BluesBERRY Festival and/or Apple Festival will be very important for downtown business if
restrictions are eased and these events can proceed as scheduled. Depending on when and
how restrictions are eased, it may be possible to hold a shopping event similar to our Girls’
Night Out event once businesses are able to reopen to the public. A suggestion was made
to have a social media contest and provide gift certificates to be used at downtown
Bowmanville businesses as prizes. This would encourage local residents to spend money in
the downtown when business reopens. Concerns were raised about logistics of running the
contest during distancing restrictions and about the Treasurer having to refund businesses.
Overall, the idea was well received and should be given some more thought. The contest
could be run closer to the time of business reopening.
Page 26
Historic Downtown Bowmanville 5 APRIL 2020
Business Centre (BIA)
8. Date of Next Meeting
The next meeting of the Board of Management is scheduled to be held on Tuesday May 12,
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 C. Holmes, seconded by J. Barry
THAT the meeting adjourn.
CARRIED
The meeting adjourned at 7:40pm.
Page 27
L1_External_Hwy401_7Structures.Docx 1 of 3
AECOM Canada Ltd.
105 Commerce Valley Drive West, 7th Floor
Markham, ON L3T 7W3
Canada
T: 905.886.7022
F: 905.886.9494
www.aecom.com
Anne Greentree, Municipal Clerk
40 Temperance Street, 2nd Floor
Bowmanville, ON L1C 3A6
clerks@clarington.net
May 22, 2020
Project #
60631942
Anne Greentree:
Subject: Notice of Study Commencement
Highway 401 Bridge Rehabilitations: Bowmanville Avenue, Bowmanville
Creek, Liberty Street and Soper Creek, in the Municipality of Clarington
Detail Design and Class Environmental Assessment Study,
G.W.P 2155-16-00, Ontario Ministry of Transportation
The Ontario Ministry of Transportation (MTO) has retained AECOM to undertake a Detail
Design and Class Environmental Assessment (EA) Study for the rehabilitation of seven (7)
bridges; lengthening of the eastbound off-ramp speed change lanes at the Highway
401/Bowmanville Avenue (previously Waverley Road) and Highway 401/Liberty Street
interchanges; operational improvements at the Highway 401/Energy Drive and Bowmanville
Avenue/Energy Drive intersections; upgrades to existing illumination; and pavement
rehabilitation.
The seven (7) bridges to be rehabilitated along Highway 401 include:
▪ Bowmanville Avenue (Site #21-160);
▪ Bowmanville Creek (Eastbound/Westbound) (Sites #21-161/1&2);
▪ Liberty Street (Eastbound/Westbound) (Sites #21-162/1&2); and,
▪ Soper Creek (Eastbound/Westbound) (Sites #21-163/1&2).
The project study area is within the Municipality of Clarington in Durham Region. Please refer
to the enclosed Key Plan to view the project study area.
The purpose of this letter is to notify you of the commencement of this Detail Design
and Class EA Study. On the attached Stakeholder Contact Information Form, please
indicate whether your organization has an interest in this project and who will act as
your main contact. In order to assist us with our planning process, would you also
please indicate if the above noted project will affect the delivery of your organization’s
programs or services. A reply by June 22, 2020 would be appreciated.
Page 28
May 22, 2020
Ref: 60631942
L1_External_Hwy401_7Structures.Docx 2 of 3
This study is following the approved planning process for a Group ‘C’ project under the MTO
Class EA for Provincial Transportation Facilities (2000). An Environmental Screening
Document (ESD) will be prepared to document the study process, recommended detail
design improvements, consultation, and potential environmental issues and mitigation
measures. The ESD will not be made available for public review, but can be viewed upon
request. There is no Part II Order (bump-up) request opportunity provided for ‘Group C’
projects under MTO’s Class EA process.
Comments are being collected to provide and obtain information, and to identify concerns in
accordance with the Ontario EA Act. This material will be maintained on file for use during
the study and may be included in project documentation. Information collected will be used in
accordance with the Freedom of Information and Protection of Privacy Act. With the
exception of personal information, all comments will become part of the public record. If you
have any accessibility requirements in order to participate in this project, please contact one
of the Project Team members listed below.
If you would like to provide comments, or if you require further information regarding this
project, please feel free to contact me by phone at 1-905-418-1468 or by email at
Chris.Schueler@aecom.com. You may also contact the MTO Project Manager, Lewis Lee, by
phone at 416-235-5573 or by email at Lewis.Lee@ontario.ca.
Sincerely,
AECOM Canada Ltd.
Christopher Schueler, P. Eng.
Project Manager
cc. L. Lee - MTO, Senior Project Manager
J. Lee - MTO, Environmental Planner
D. Osorio - AECOM, Deputy Project Manager
B. Patkowski - AECOM, Senior Environmental Planner
C. Green - AECOM, Environmental Planner
Encl. Key Plan
Stakeholder Contact Information Form
Page 29
May 22, 2020
Ref: 60631942
L1_External_Hwy401_7Structures.Docx 3 of 3
Key Plan:
Page 30
ONTARIO ENERGY BOARD NOTICE
TO CUSTOMERS OF ENBRIDGE GAS INC.
Enbridge Gas Inc. has applied for approval of a System Expansion Surcharge,
a Temporary Connection Surcharge and an Hourly Allocation Factor.
The surcharges are used to recover the costs of natural gas expansion
projects and the allocation factor is used to assess feasibility of projects.
Learn more. Have your say.
Enbridge Gas Inc. has applied to the Ontario Energy Board for the following approvals:
• A System Expansion Surcharge of $0.23 per m3, for all future “Community Expansion Projects” –
i.e. projects that expand the natural gas system to provide gas service to a minimum of
50 first-time users. If approved, the surcharge would primarily apply to first-time small
volume customers in the project area and for a period of up to 40 years. Larger volume customers
would have the option to pay the surcharge or negotiate another method of contribution to the
capital costs for the project.
• A Temporary Connection Surcharge of $0.23 per m3 for all future smaller expansion projects –
i.e. projects involving the extension of mains and related service attachments to fewer than
50 first-time users, as well as service lines to individual customers installed on pre-existing
mains. If approved, the surcharge would apply to first-time small volume customers for a period
of up to 20 years instead of paying up front for the capital costs of the connection. Larger volume
customers would have the option to pay the surcharge or negotiate another method
of contribution to the capital costs for the project.
• An Hourly Allocation Factor to allocate capital costs of future development projects to customers
for the purposes of conducting economic feasibility analysis.
Enbridge Gas Inc. is also proposing to make related changes to rate schedules and feasibility
policies, necessary to harmonize the surcharges and provide consistency between the former
Enbridge Gas Distribution Inc. and former Union Gas Limited rate zones.
THE ONTARIO ENERGY BOARD WILL HOLD A PUBLIC HEARING
The Ontario Energy Board (OEB) will hold a public hearing to consider the application filed by Enbridge Gas. During
the hearing, we will question Enbridge Gas and we will also hear questions and arguments from individuals that have
registered to participate (called intervenors) in the OEB’s hearing. At the end of this hearing, the OEB will decide
whether to approve the application.
The OEB is an independent and impartial public agency. We make decisions that serve the public interest. Our goal
is to promote a financially viable and efficient energy sector that provides you with reliable energy services at a
reasonable cost.
BE INFORMED AND HAVE YOUR SAY
You have the right to information regarding this application and to be involved in the process.
• You can review Enbridge Gas’ application on the OEB’s website now
• You can file a letter with your comments, which will be considered during the hearing
• You can become an intervenor. As an intervenor you can ask questions about Enbridge Gas’ application and make
arguments on whether the OEB should approve Enbridge Gas’ request. Apply by June 9, 2020 or the hearing will
go ahead without you and you will not receive any further notice of the proceeding
• At the end of the process, you can review the OEB’s decision and its reasons on our website
LEARN MORE
Our file number for this case is EB-2020-0094. To learn more about this hearing, find instructions on how to file a
letter with your comments or become an intervenor, or to access any document related to this case, please enter
the file number EB-2020-0094 on the OEB website: www.oeb.ca/participate. You can also phone our Consumer
Relations Centre at 1-877-632-2727 with any questions.
ORAL VS. WRITTEN HEARINGS
There are two types of OEB hearings – oral and written. Enbridge Gas has applied for a written hearing. The OEB will
determine at a later date whether to proceed by way of a written or oral hearing. If you think an oral hearing is needed,
you can write to the OEB to explain why by June 9, 2020.
PRIVACY
If you write a letter of comment, your name and the content of your letter will be put on the public record and the OEB
website. However, your personal telephone number, home address and email address will be removed. If you are a
business, all your information will remain public. If you apply to become an intervenor, all information will be public.
This rate hearing will be held under section 36 of the Ontario Energy Board Act, 1998, S.O. 1998, c.15 Schedule B.
Ontario Energy
Board
Commission de l’énergie
de l’OntarioPage 31
TC Energy
86 Healey Road
Bolton, Ontario
L7E 5A7
Tel: 905-951-4336
gretchen_gordon@tcenergy.com
TCEnergy.com Page | 1
May 15, 2020
Municipality of Clarington
40 Temperance Street
Bowmanville, ON L1C 3A6
Dear City Clerk,
Re: Mainline Valve (MLV) 134 to (MLV) 135, Clarington, Hydrostatic Testing
Attention: City Clerk,
TC Energy is planning to complete routine maintenance of its pipeline facilities within the Municipality of
Clarington. Work is expected to occur within a two to four-week period between mid-May and mid- June.
The area is located between approximately MLV 134-1 and MLV 135-1.
The activity locations are contained entirely in the existing right-of-way and temporary workspace. Please
see attached map for details on location.
The integrity of the line will be tested with a hydrostatic test. A hydrostatic test involves removing natural
gas from a pipeline and replacing it with water and then pressurizing the water. The pressure in the
pipeline is then increased beyond normal daily operating pressure. Water leakage, if any, helps locate any
areas that require repair or replacement.
TC Energy installs crossing or warning signs at road crossings and trails on the right-of-way (the area of
land containing pipelines) should there be any, prior to and during test activities. During testing, the right-
of-way will be restricted to TC Energy personnel only.
While most of the work will take place on the existing right-of-way, there will be some additional activity
near roads as workers, equipment and material are delivered to the site.
Please see attached document outlining our additional safety measures in effect during this time.
If you have any questions or concerns, please feel free to contact me directly.
Sincerely,
Gretchen Gordon
Senior Lead Liaison - Ontario
Public Affairs & Communications
TC Energy
gretchen_gordon@tcenergy.com
Tel: 905.951.4336
Page 32
COVID-19: Taking action
Helping protect our people and communities
At TC Energy, safety is our number one value, and our first concern
is for all our employees, families and communities who may be
affected by this situation.
We’re doing our part to help protect society’s health and welfare,
taking proactive steps to slow down the spread of the virus.
International experience shows that physical (“social”) distancing
is the only effective method and is in the best interest of us all.
As the situation continues to evolve, our goal is to maintain
business continuity while taking steps to help protect the health
and safety of our workforce, their families, and our communities.
Continuing safe, reliable operations and project work
One of our focus areas at TC Energy has been continuing the
essential services that we provide daily across the continent.
We are making efforts to help protect the health of critical
teams who maintain the safety of our facilities and continued
reliable operations. We are constantly monitoring the situation,
taking guidance from our governments and health authorities,
and we will act accordingly and communicate our plans as new
information becomes available.
We are well-positioned to continue the safe and reliable delivery
of energy as our operations, project construction, commercial
and regulatory activities continue. Business continuity plans are in
place, specific to various sites and regions as capabilities and the
needs of the business vary.
Page 33
Taking care
Our employees are working under challenging conditions, making
sure we keep delivering the energy that people across North
America depend on. We are taking the following precautions to
help keep our workforce, including our contract workforce and
suppliers, safe, healthy, and able to work:
• We have sent our people in non-critical roles home to work
remotely. Only our personnel in our control centers and in the
field, who play a critical and necessary role in operating and
developing our energy infrastructure remain in place.
• In our field and project locations, additional protocols are in
place for those employees who must physically be on site,
including:
• Minimizing the number of people who are required
at each work site
• Enforcing screening activities and controlled access to
identify any personnel who may have been exposed to the
virus or who are exhibiting symptoms
• Communicating and reinforcing the importance of proper
hygiene to employees and contractors
• Increasing the frequency and targeted cleaning
at our facilities
• Implementing social distancing at worksites in
kitchens and common areas
• Ensuring safe work practices, including Personal Protective
Equipment (PPE) are in place
• Conducting tailgate meetings outdoors where possible
and in smaller groups to maintain social distancing
• Suspending all non-essential travel
• Putting camp protocols in place for all remote work camps
which includes pre-access screening, medical support,
evaluation and transport, extensive cleaning routine and
physical distance protocols
• Engaging our contractors on safe work practices to support
a safe and clean work environment
Contact us
We send our sincerest well-wishes to the families affected and
recognize the tremendous efforts of first responders and health
professionals worldwide. If you have any questions regarding
TC Energy’s response to the ongoing situation, please don’t
hesitate to contact us at:Public Affairs
450 - 1 Street S.W. Calgary, AB
Canada, T2P 5H1
1-855-458-6715
public_affairs_ca@tcenergy.com
TCEnergy.com
Page 34
Memo
Page | 1
The Corporation of the Municipality of Clarington
40 Temperance Street, Bowmanville ON L1C 3A6 | 905-623-3379
If this information is required in an alternate format, please contact the Accessibility
Co-ordinator at 905-623-3379 ext. 2131
At the September 23, 2019 General Government Committee meeting, Resolution # GG -
439-19 was carried as follows:
That Report CSD-008-19 be received;
That Council direct staff to develop and implement a program for the elimination of
single use plastics in municipal facilities and buildings, where there exists an
environmentally responsible alternative;
That staff report back to Council after six months on the highlights of the program and
the results achieved; and
That the Clarington Public Library, Clarington Museums & Archives and Municipality
owned/Board operated Community Halls and Arenas be advised of the decisions of
Council.
Subsequent to this approval, a number of initiatives were undertaken by Building
Services and Community Services staff in municipal buildings. These include the
elimination of plastic stir stix, individual coffee creamers and plastic utensils.
Additionally, efforts were made with our arena concession operator and private catering
companies to work with the Municipality on this objective.
Subsequent to the emergence of the COVID-19 pandemic and the closure of most
municipal buildings, the progress we had made came to a stop. As staff work on plans
for the reopening of our buildings, the elimination of single -use plastics will be integrated
into those plans.
Be advised that staff will be bringing an update report to Committee in September that
will outline our activities to date and the plan moving forward to meet the objective set
for us by Council.
Regards,
Steve Brake
George Acorn
To: Mayor Foster and Members of Council
Andy Allison, CAO
From: Steve Brake, Acting Director of Operations
George Acorn, Director of Community Services
Date: May 29, 2020
Subject: Report CSD-008-19 - Single Use Plastics in Municipal Buildings
File:
Page 35
Memo
Page | 1
The Corporation of the Municipality of Clarington
40 Temperance Street, Bowmanville ON L1C 3A6 | 905-623-3379
If this information is required in an alternate format, please contact the Accessibility
Co-ordinator at 905-623-3379 ext. 2131
As requested by Council, staff followed up with the Region of Durham regarding the
operation of their signalized intersection at Durham Highway 2 and Prestonvale Road
and the adjacent intersection of Robert Adams Drive and Prestonvale Road. As part of
the request, the Region was asked to evaluate the operations of the two intersections
under an all-way stop condition at the intersection of Robert Adams Drive and
Prestonvale Road.
The Region concluded there would be no negative impact to the signalized intersection
and it would continue to operate at an acceptable level of service. Initially, there was
concern that southbound traffic would backup and affect the signalized intersection if a
stop condition was installed at Robert Adams Drive, however after analyzing recent
data, the Region determined this would not be an issue. The signalized intersection
would essentially operate as it does now, with the same number of cars queued and
processed from the northbound left turn lane. Historically this queue is cleared in a
single signal cycle.
Additionally, the Region was asked to analyze how the all-way stop would perform and
they determined it would improve the eastbound traffic movements on Robert Adams
Drive (majority of these movements are left turning movements). While this may app ear
to improve the overall operation of the intersection, it is important to note that it would
result in just over a 10 second delay for northbound vehicles and just over a 9 second
delay for southbound vehicles should Council wish to install a 4-way stop. Under
current conditions the vehicles experience no delays.
While the all-way stop condition would allow for the signalized intersection at Hwy. 2 to
still operate efficiently and safely, staff are concerned about the delays and the potential
non-compliance with the stop condition for the southbound right turn movements at
Robert Adams. Instead of a 4-way stop, staff suggest this would be a good opportunity
to implement a new traffic calming pilot project. This traffic calming pilot would
introduce speed cushions between Claret Road and Robert Adams Drive in both the
northbound and southbound lanes which would address two traffic concerns:
To: Mayor and Members of Council
From: Ron Albright, Acting Director, Engineering Services
Date: May 29, 2020
Subject: Robert Adams and Prestonvale Road Intersection Update
File: D.02.33.028
Page 36
Memo
Page | 2
The Corporation of the Municipality of Clarington
40 Temperance Street, Bowmanville ON L1C 3A6 | 905-623-3379
1. Delay for eastbound turning movements at Robert Adams Drive ; and
2. Speeding. A concern for which staff have received numerous complaints.
The introduction of the speed cushions would assist with speed reduction in the area
and would therefore also provide larger gaps in traffic, giving vehicles on Robert Adams
Drive more opportunities to turn onto Prestonvale Road. The installation would be
seasonal and could be done by Clarington staff; the cushions would be installed in the
spring after winter operations cease and removed in the fall before winter operations
commence. The cost for the removable speed cushions is $5,600 and would be funded
from our traffic division operating account.
Staff have completed a demonstration using a large fire truck from our Emergency and
Fire Services department which successfully negotiated the speed cushions with
minimal or no “bump” or reduction in speed. Staff have also scheduled a demonstration
with the Region of Durham Paramedic Services to get their feedback.
Below is a photo of the speed cushions showing the different configurations that can be
used in order to slow down regular vehicles while allowing larger vehicles, such as our
fire trucks, to pass over with little to no impact.
After installation of the speed cushions, staff would continue to collect traffic data such
as speed information and traffic operation at the Robert Adams Drive and Prestonvale
Road intersection. Staff would report back to Council in late fall after removal of the
speed cushions.
Page 37
Memo
Page | 3
The Corporation of the Municipality of Clarington
40 Temperance Street, Bowmanville ON L1C 3A6 | 905-623-3379
Regards,
Ron Albright, P.Eng.
Acting Director, Engineering Services
cc: Department Heads
Robert Brezina, Engineering Services
Page 38
Newcastle Community Hall Board
20 King Avenue West Unit 4
Newcastle ON L1B 1H7
May 11 2020
Dear Mayor and Councilors:
As we look ahead to the operation of The Newcastle Community Hall, we see that there will be a need for
emergency funding as a direct result of the impact of CoVid19. We expect that the other community halls
will be in the same situation. Even when we open back up for business it will take several months to book
events to cover our operating expenses.
We assure we are doing all we can to reduce operating costs at this time:
• Heat has been turned off in the front of the building and the main hall is being kept at a
minimum.
• Staffing requirements - we have applied for Canadian Emergency Wage Subsidy to cover 75%
of wages with top of 25% by Board. At this time we have not received a response.
• Staff working with clients to move events to later in 2020 or 2021
• The Board has committed to full refunds on cancellations due to CoVid19
At this time we have cancelled or moved 28 events to end of June 2020. We are now receiving
communications from clients through to October either cancelling event or considering moving to 2021.
To date through to end of June we have had $29,000 in cancellations. Our bank balance is sitting at
$41,000, with our monthly expenses at approximately $10,000.
Should this Pandemic last into the fall and beyond we will be in a precarious Financial positi on.
We ask if the Municipality has considered or is working on a plan to assist the Community Halls in
Clarington?
Sincerely,
Barry Carmichael
Newcastle Community Hall
Board Chair
Page 39
JEFF BUNN
Manager, Council & Committee Services & Deputy City Clerk
Finance & Corporate Services Department
Kitchener City Hall, 2nd Floor
200 King Street West, P.O. Box 1118
Kitchener, ON N2G 4G7
Phone: 519.741.2200 x 7278 Fax: 519.741.2705
jeff.bunn@kitchener.ca
TTY: 519-741-2385
May 15, 2020
The Right Honourable Justin Trudeau, Prime Minister of Canada
Office of the Prime Minister
80 Wellington Street
Ottawa, ON K1A 0A2
Dear Prime Minister Trudeau:
This is to advise that City Council, at a special electronic meeting held on May 11,
2020, passed the following resolution regarding universal basic income:
“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; 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;
Page 40
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.”
Yours truly,
J. Bunn
Manager, Council & Committee Services/
Deputy City Clerk
c. Honourable, Doug Ford, Premier
Honourable Amy Fee, M.P.P.
Honourable Belinda Karahalios, M.P.P.
Honourable Catherine Fife, M.P.P.
Honourable Laura Mae Lindo, M.P.P.
Honourable Mike Harris, M.P.P.
Honourable Todd Smith, Minister of Children, Community & Social Services
Honourable Steve Clark, Minister of Municipal Affairs and Housing
Monika Turner, Association of Municipalities of Ontario
Kris Fletcher, Regional Clerk, Region of Waterloo
Bill Karsten, Federation of Canadian Municipalities
Ashley Sage, Clerk, Township of North Dumfries
Danielle Manton, City Clerk, City of Cambridge
Dawn Mittelholtz, Director of Information and Legislative Services / Municipal
Clerk, Township of Wilmot
Grace Kosch, Clerk, Township of Wellesley
Olga Smith, City Clerk, City of Waterloo
Val Hummel, Director of Corporate Services/Clerk, Township of Woolwich
All Ontario Municipalities
Page 41
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: EGD-010-20
Submitted By: Ron Albright, Acting Director of Engineering Services
Reviewed By: Andrew C. Allison, CAO Resolution#:
File Number: F.40.01 By-law Number:
Report Subject: Outdoor Recreation Needs Assessment (ORNA)
Recommendations:
1. That Report EGD-010-20 be received;
2. That the Outdoor Recreation Needs Assessment be approved as a guide for the
future provision of outdoor recreation facilities; and
3. That all interested parties listed in Report EGD-010-20 and any delegations be
advised of Council’s decision.
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Municipality of Clarington Page 2
Report EGD-010-20
1. Background
1.1 Clarington’s rapid growth has created the need to update our strategy for the future
provision of outdoor recreations facilities. The Municipality provides outdoor recreation
facilities and amenities in our neighbourhood, community and municipal parks as well as
within our open space areas.
1.2 Factors affecting the provision and delivery of outdoor recreation facilities in Clarington
include:
Escalating service expectations and budget pressures - A true understanding of the
Municipality’s and the community’s priorities is required as well as a need for
strategies to prioritize competing services and to prioritize public requests;
Emerging trends and issues in the sport and recreation sector - Comprehensive
community consultation was used to identify the current recreation needs and
preferences of residents; and
Challenges meeting expectations of all residents throughout Clarington - Due to our
population being based in several distinct urban areas, it is more challenging to
manage expectations compared to other Durham Region municipalities.
1.3 In September 2019, Monteith Brown Planning Consultants were retained by the
Municipality to undertake an Outdoor Recreation Needs Assessment to assess and
provide provision strategies for the next 15 years. A steering committee of staff from
Engineering and Operations was established to work with the consultant on the project.
Report Overview
In June 2005, Clarington’s Outdoor Recreation Facilities Study was approved by Council to
identify outdoor recreation facility needs within the muni cipality for the next 15 years.
The 2020 Outdoor Recreation Needs Assessment (ORNA) is a comprehensive update in
response to the significant changes in Clarington’s population, demographics and trends in
outdoor facility use that have occurred since.
The intent of the ORNA is to provide the Municipality with evidence -based provision
strategies that reflect the outdoor recreation facility needs of current and future residents
living across the Municipality of Clarington.
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Municipality of Clarington Page 3
Report EGD-010-20
2. Project Scope
2.1 The ORNA identifies outdoor recreation facility needs within the Municipality for the next
15 years to determine provision strategies to meet these needs in both the short and
long term. The ORNA focused on municipally owned property and facilities and other
public property that the Municipality leases, maintains or has joint use agreements for
(e.g. School Boards, Ontario Power Generation, etc.). The ORNA focuses solely upon
capital development and redevelopment opportunities associated with outdoor
recreation facilities and does not delve into operational matters such as maintenance,
booking/allocation, or rates and fees.
Facilities within the scope of the ORNA included:
Sports fields (soccer, baseball, slo-pitch, softball, football, lacrosse, rugby, cricket)
Tennis and pickleball courts
Outdoor basketball courts
Skateboard and BMX bike facilities
Bocce courts
Lawn bowling greens
Leash-free dog parks
Water play areas
Recreational trails
Community gardens
Not included in the assessment are:
Indoor recreation facilities
Playground equipment
Outdoor pools
Outdoor ice rinks
Golf courses
Ski hills
Harbours/beaches
Cemeteries
Open space/natural areas
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Municipality of Clarington Page 4
Report EGD-010-20
3. Methodology
3.1 Monteith Brown completed the ORNA after compiling and assessing the following key
information:
a) Inventory of outdoor recreation facilities in the Municipality of Clarington, including all
facilities that are available for public use;
b) Local, regional, and natural and emerging trends relating to outdoor recreational
participation and facility design. Trends in local usage were documented to assess
impact on future demand and provision;
c) Socio-demographic profile of the community to identify its implications on the current
and future demand for outdoor recreation;
d) Input from community stakeholders, municipal staff, and the general public;
e) Current requirements for outdoor recreation facilities in relation to the needs and
priorities of the users. This assessment considered demographics, distribution of
existing facilities, distinctiveness of communities, usage patterns, emerging needs,
how the current inventory of facilities and services is meeting those needs,
community input, etc.; and
f) The number of outdoor recreation facilities needed to meet future requirements
considering demographic forecasts, leisure participation and facility design trends
and community input.
4. Community Input
4.1 Consultation with stakeholders and the public was a key component to this Study.
Approximately 20 stakeholder groups were invited to provide input at the initial public
Open House in September 2019. Focused stakeholder meetings to identify and discuss
issues and concerns followed in October 2019. A second public Open House in
February 2020 presented preliminary findings prior to confirming the Study’s
recommendations. Engage Clarington was also used throughout the planning process
to assess public opinion and usage patterns related to outdoor recreation by way of a
community survey and direct commenting opportunities. These consultation activities
are summarized in the table below.
4.2 Through this process, input was obtained from the community and user groups on
current issues, trends, future needs, partnership arrangements, and potential strategies.
The community consultation process aimed to facilitate input and consensus of the
ORNA while also communicating challenges and realistic expectations. Outdoor
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Municipality of Clarington Page 5
Report EGD-010-20
recreation facility users were circulated a copy of the draft ORNA in April 2020 to
provide opportunity for feedback prior to finalization.
Consultation Activity Date Number of Participants
Engage Clarington Information &
Input Portal
Initiated September 15,
2019 and ongoing through
study period
598 page visits
ORNA Launch Event September 26, 2019 40 +
Community Survey September 23 to October
21, 2019 383 surveys
Sports Field Users Focus Group October 16, 2019 14
Outdoor Recreation
Representatives Focus Group October 16, 2019 9
Municipal Staff Roundtable October 16, 2019 5
Preliminary Findings Public Open
House February 4, 2020 25 +
Draft ORNA Commenting Period
(through Engage Clarington &
Outreach to Stakeholders)
April 15 to April 30, 2020 13 submissions
ORNA Presentation to General
Government Committee June 1, 2020 Not applicable
5. Implementation
5.1 The ORNA spans a 15-year planning period. Facility development action plans are
proposed for the facilities within the project scope including ball fields, rectangular fields
(soccer, football, lacrosse), community gardens, trails, court sports (basketball, tennis,
pickleball) and others. The action plans are summarized in three five-year intervals
covering the 15-year planning period. The action plans will be used as a guide for future
capital development.
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Municipality of Clarington Page 6
Report EGD-010-20
5.2 The substantial population growth forecasted in Clarington, along with evolving
participation preferences, has the potential to alter future needs and demands for
outdoor recreation facilities. A comprehensive review of the ORNA every five years
should be considered in order to reflect any changes to the supply, opportunities to
accommodate new infrastructure through parks that have been added in the various
settlement areas, sociodemographic characteristics in Clarington, and respond to trends
in outdoor recreation activity.
6. Concurrence
Not applicable.
7. Conclusion
It is respectfully recommended that the Outdoor Recreation Needs Assessment be
approved as a guide for the future provision of outdoor recreation facilities. The Outdoor
Recreation Needs Assessment provides the Municipality with a comprehensive guide
for the future provision of outdoor recreation. It also provides recommended actions for
improving our existing supply of outdoor recreation through upgrading and converting
some existing facilities. The recommendations are based on consultation with
stakeholder/user groups, the public, municipal staff from Engineering, Operations and
Community Services departments, trends, research, population projections, existing
user data, facility assessments, and future parkland provision.
Staff Contact: Peter Windolf, Park Development Manager, 905-326-3379, Ext. 2307 or
pwindolf@clarington.net.
Attachments:
Attachment 1 - Outdoor Recreation Needs Assessment Report
Interested Parties:
List of Interested Parties available from Department.
Page 47
Page 48
Municipality of Clarington
Outdoor Recreation Needs Assessment
FINAL REPORT
May 22, 2020
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Outdoor Recreation Needs Assessment | May 2020 Page i Monteith Brown Planning Consultants Ltd.
Table of Contents
1. Introduction ............................................................................................................................ 1
1.1 Purpose................................................................................................................................................................................................. 1
1.2 Project Scope ..................................................................................................................................................................................... 1
1.3 Project Methodology ...................................................................................................................................................................... 2
2. Clarington Community Profile .............................................................................................. 3
2.1 Population Growth ........................................................................................................................................................................... 3
2.2 Geographic Distribution of the Population ............................................................................................................................ 4
2.3 Population Growth by Age Cohort ............................................................................................................................................ 5
2.4 Income & Education of the Population ................................................................................................................................... 6
3. ORNA Community Engagement ........................................................................................... 7
3.1 Overview of Engagement Activities .......................................................................................................................................... 7
3.2 Engage Clarington ........................................................................................................................................................................... 8
3.3 ORNA Launch Event ........................................................................................................................................................................ 8
3.4 Community Survey ........................................................................................................................................................................... 9
3.5 Sports Field Users Focus Group ................................................................................................................................................ 12
3.6 Outdoor Recreation Focus Group ............................................................................................................................................ 13
3.7 Municipality of Clarington Staff Workshop ......................................................................................................................... 14
3.8 Preliminary Findings Public Open House .............................................................................................................................. 15
3.9 Draft ORNA Public Commenting Period ............................................................................................................................... 15
4. Sports Field Assessments .................................................................................................... 16
4.1 Summary of Sports Fields ........................................................................................................................................................... 16
4.2 Rectangular Sports Fields ............................................................................................................................................................ 18
4.3 Ball Diamonds .................................................................................................................................................................................. 24
4.4 Cricket Grounds .............................................................................................................................................................................. 28
5. Sport Court Assessments .................................................................................................... 29
5.1 Summary of Sports Courts .......................................................................................................................................................... 29
5.2 Tennis Courts ................................................................................................................................................................................... 30
5.3 Pickleball Courts .............................................................................................................................................................................. 33
5.4 Basketball Courts ............................................................................................................................................................................ 36
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6. Other Recreation Facility Assessments ............................................................................. 38
6.1 Summary of Other Recreation Facilities ................................................................................................................................ 38
6.2 Recreational Trails .......................................................................................................................................................................... 39
6.3 Skateboard and BMX Parks ........................................................................................................................................................ 42
6.4 Leash-Free Dog Parks ................................................................................................................................................................... 44
6.5 Splash Pads ....................................................................................................................................................................................... 45
6.6 Community Gardens ..................................................................................................................................................................... 47
6.7 Bocce Courts & Lawn Bowling Greens ................................................................................................................................... 48
7. Non-Capital Considerations ............................................................................................... 49
7.1 Facility Allocation, Scheduling & Pricing .............................................................................................................................. 49
7.2 Data Collection & Performance Measurement .................................................................................................................. 49
7.3 Considering Strategic Partnerships ......................................................................................................................................... 50
8. Implementation Strategy ................................................................................................... 51
8.1 Implementing the ORNA ............................................................................................................................................................. 51
8.2 Estimated Capital Costs ............................................................................................................................................................... 53
Appendix A: Community Survey Results
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1. Introduction
1.1 Purpose
The Outdoor Recreation Needs Assessment (ORNA) identifies the type and number of selected outdoor recreation
facilities that are required in Clarington over the next 15 years. The ORNA is a comprehensive update to the
Municipality of Clarington 2005 Outdoor Recreation Facilities Study in response to the significant changes in
Clarington’s population and trends in outdoor facility use that have since occurred.
The intent of the ORNA is to provide the Municipality with fiscally-responsible, evidence-based provision strategies
that reflect the outdoor recreation facility needs of current and future residents living across the Municipality of
Clarington. In doing so, Municipal Council and Staff can allocate appropriate resources towards the development of
identified facilities through parks planning and capital budgeting processes. In addition, residents and local outdoor
recreation user groups will benefit from an understanding of outdoor needs with an implementation plan that can
assist those stakeholders in planning their own programs over time.
1.2 Project Scope
In accordance with the Municipality of Clarington’s Terms of Reference for the ORNA, the scope of this project
provides guidance with respect to the need for the following types of facilities that are situated on Municipally-
owned property along with other publically available property that the Municipality leases, maintains or has joint-
use agreements with third parties:
Sports fields (rectangular fields, ball diamonds, cricket pitches);
Tennis and pickleball courts;
Outdoor basketball courts
Skateboard and BMX bike facilities;
Leash-free dog parks;
Waterplay areas;
Bocce courts;
Lawn bowling greens; and
Recreational trails.
Facilities that are not part of the ORNA scope of work as per the project’s Terms of Reference include: indoor
recreation facilities, playground equipment, outdoor pools, outdoor ice rinks, golf courses, ski hills,
harbours/beaches, cemeteries and open space/natural areas. Further, the ORNA focuses solely upon capital
development and redevelopment opportunities associated with outdoor recreation facilities and does not delve into
operational matters such as maintenance, booking/allocation, rates and fees, and communications.
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1.3 Project Methodology
The ORNA was initiated in August 2019 after award of the project to Monteith Brown Planning Consultants Ltd. The
planning process consisted of three logical phases that group similar tasks and cumulatively built towards the final
end-product:
Phase 1: Research & Consultation
Phase 2: Preparing the draft Outdoor Recreation Needs Assessments
Phase 3: Testing and finalizing the Outdoor Recreation Needs Assessments
Phase 1 consisted of reviews of relevant background documentation, analysis of community demographics, trends
research, inventories and field work, and comprehensive community engagement efforts. Consultations involved
members of the general public, stakeholders and user groups of the local outdoor recreation system, and Municipal
Staff. Feedback was received through a variety of in-person and written opportunities using the Municipality’s online
engagement platform (Engage Clarington), open houses, workshops, focus groups, and surveys.
Phase 2 analyzed information gathered through research and initial consultations as part of outdoor recreation
assessments. Phases 1 and 2 culminated into an Interim Report that presented preliminary directions that were
tested with the public in February 2020. Phase 3 refined needs assessments and facility Action Plans based on input
received from Staff, stakeholders and the public into draft and final versions of the ORNA.
Artificial Turf Field at South Courtice Community Park
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2. Clarington Community Profile
2.1 Population Growth
The number of residents living within the Municipality of Clarington influences the need for outdoor recreation
facilities. With the most current population estimate for the Municipality standing at 102,338 persons,1 Clarington’s
population has grown by more than 24,500 persons (32%) since the 2005 Outdoor Recreation Facilities Study was
prepared. As a result, the Municipality has developed outdoor recreation facilities to keep pace while trying to
balance fiscal realities of maintaining infrastructure already in place.
The ORNA study period extends over a 15 year period. The Municipality of Clarington Planning Services Department
indicates that the Community Forecast Update 2013 contains the approved growth forecast to the year 2031, but
that no forecasts have been approved beyond; as a result, the Department advises that a straight-line average
growth rate be applied to arrive at a year 2035 population. On this basis, the ORNA assumes that the Municipality
of Clarington will reach 153,600 persons by the end of its planning horizon, amounting to growth of more than
51,000 persons or 50%.
Figure 1 illustrates historical and projected population growth in the Municipality of Clarington.
Figure 1: Population Growth, 2001-2016
Note: historical and projected figures have been adjusted to include net census undercount of 3.73%. Year 2035 population is
estimated using a straight-line average growth rate as directed by the Planning Services Department.
Source: Clarington Community Forecast Update 2013, Memorandum from Hemson Consulting dated January 25, 2013.
1 Municipality of Clarington Planning Services Department. Population is considered current as of December 2018 and is used as the baseline figure for the year 2019 population.
72,600
80,900
87,700
97,10097,100
109,800
123,900
140,400
153,600
60,000
70,000
80,000
90,000
100,000
110,000
120,000
130,000
140,000
150,000
160,000
2001 2006 2011 2016 2021 2026 2031 2035Population
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2.2 Geographic Distribution of the Population
Clarington is a geographically large municipality, spanning over 611 square kilometres through which the
population is distributed across three primary urban areas along with a number of hamlets and rural settlements.
The 2016 Census records Clarington’s population density at 150 persons per square kilometre, lower than density
recorded for Durham Region (256 persons per square kilometre) but an increase compared to the Municipality’s
2006 density of 127 persons per square kilometre.
Geographically large municipalities with lower population density can sometimes face greater challenges regarding
the financing of construction and ongoing maintenance associated with outdoor recreation facilities relative to
communities with higher population density. However, Clarington’s population density has increased since 2006
largely due to broader trends in land development and provincial policies directing growth to designated
settlements and areas of intensification.
The urban communities of Bowmanville, Courtice and Newcastle presently account for more than four out of five
Clarington residents (83%) and continue to be the primary designated settlements for future residential growth
allocations in accordance with the Municipality of Clarington Official Plan along with Region of Durham and
provincial growth policies. Collectively, the three urban areas will account for 91% of all future growth projected by
the year 2031 as shown in Table 1; Bowmanville is forecasted to add over 19,000 persons, the most of any settlement,
while Newcastle is projected to have the greatest percentage increase in its population at a 56% growth.
Table 1: Distribution of Population by Settlement Area, 2019-2031
2019 2031 Population
Settlement Population Share of Municipality Population Share of Municipality 2018 to 2031
Bowmanville 45,135 44% 64,200 46% + 19,065
(42%)
Courtice 27,898 27% 36,600 26% + 8,702
(31%)
Newcastle 12,403 12% 19,300 14% + 6,897
(56%)
Orono & Rural Settlements 16,902 17% 20,300 14% + 3,398
(20%)
Total 102,338 140,400 + 38,062
(37%)
Note: figures include net census undercount of 3.73% and are current as of December 2018. Forecasts beyond the year 2031
are presently unavailable.
Source: Municipality of Clarington Planning Services Department; Clarington Community Forecast Update 2013, Memorandum
from Hemson Consulting dated January 25, 2013.
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2.3 Population Growth by Age Cohort
The average age of Municipality of Clarington residents is 39 years, slightly younger than that of Durham Region
and Ontario as a whole (40 and 41 years, respectively) based on 2016 Census data. Among all residents, one out of
four (25%) are 19 years of age and younger and slightly more than one out of four (26%) are 55 years and over.
Figure 2: Proportional Age Structure, 2016
Source: Statistics Canada, 2016 Census
Over the ten year period between 2021 and 2031, significant increases are projected among children under 10 years
of age (+6,980 persons), adults between 35 and 54 (+8,750 persons), and older adults 70 years of age and over
(+5,540 persons). The age cohorts have not been extrapolated to the year 2035.
Table 2: Forecasted Growth by Age Cohort
Age Group 2016 2021 2031 Population 2021 to 2031
0 to 9 years 10,280 11,550 18,530 6,980 (60%)
10 to 19 years 13,440 13,180 14,890 1,710 (13%)
20 to 34 years 20,230 27,790 33,800 6,010 (22%)
35 to 54 years 25,750 24,260 33,010 8,750 (36%)
55 to 69 years 15,390 18,380 18,850 470 (3%)
70+ years 8,430 10,590 16,130 5,540 (52%)
Total 93,520 105,750 135,210 29,460 (28%)
Source Clarington Community Forecast Update 2013, Memorandum from Hemson Consulting dated
January 25, 2013
0 to 9 years, 12%
10 to 19 years, 13%
20 to 34 years, 19%
35 to 54 years, 29%
55 to 69 years, 17%
70+ years, 9%
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2.4 Income & Education of the Population
Studies correlate the frequency of participation in recreational activities to level of income, recognizing that income
can be a barrier to participation to households that may not be able to afford to engage in recreation as often as
they may wish. Similarly, a higher educational attainment is also attributable to higher levels of recreational activity.
The following points are derived from the 2016 Census relating to income and education in the Municipality of
Clarington.
The median annual income of Clarington households was approximately $96,000, which was 6.5% higher than
Durham Region and 29% higher than that of the province as a whole. Notwithstanding higher than average levels
of household income, over 5,800 persons were recorded as living in low income households as measured by
Statistics Canada’s Low Income Measure (LIM-AT), amounting to 6% of the population; Of this total, over 1,700
persons were below the age of 18. There were also over 2,700 persons living under the Low Income Cut-Off (LICO),
or 3% of the population. By comparison, 10% of Durham Region’s population falls within the LIM-AT while 6% live
below the LICO.
Clarington’s levels of post-secondary educational attainment is comparable to the Region and Province. The
Municipality has a higher share of residents with apprenticeships/trades certificates and college diplomas than
Durham and a slightly lower share of university educated residents.
On the basis of income and education alone, participation rates among Clarington residents can be expected to be
similar to or slightly higher than Durham Region and the Province of Ontario.
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3. ORNA Community Engagement
3.1 Overview of Engagement Activities
The ORNA involved a significant community engagement program in order to provide residents and stakeholders
of the outdoor recreation system to contribute ideas and opinions aimed at meeting their needs and improving
their experiences. The following activities were undertaken in support of the ORNA.
Consultation Activity Date Number of Participants
Engage Clarington Information & Input Portal Initiated September 15, 2019 and ongoing through study period 598 page visits
ORNA Launch Event September 26, 2019 40+
Community Survey September 23 to October 21, 2019 383 surveys
Sports Field Users Focus Group October 16, 2019 14
Outdoor Recreation Representatives Focus Group October 16, 2019 9
Municipal Staff Roundtable October 16, 2019 5
Preliminary Findings Public Open House February 4, 2020 25+
Draft ORNA Commenting Period (through Engage Clarington & Outreach to Stakeholders) April 15 to April 30, 2020 13 submissions
ORNA Presentation to General Government Committee June 1, 2020 Not Applicable
The summary of feedback presented in this Section has not been altered, even in instances where public perceptions
may not reflect actual municipal practices or provision levels. Attitudes, opinions and preferences of the community
are considered in conjunction with provincial and regional trends as part of needs assessments carried out for
outdoor recreation facilities.
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3.2 Engage Clarington
A page dedicated to the ORNA was hosted on Engage Clarington, the Municipality’s online portal for ongoing
projects. Through Engage Clarington, the ORNA provided information regarding the study process and timelines,
advertised opportunities to participate, and allowed visitors to contribute ideas directly to Municipal Staff and the
Consultants. Comments received to date included requests for:
more outdoor sports fields and greater maintenance activities;
additional basketball courts, volleyball courts, and pickleball courts; and
more trails, trees, picnic areas, garbage cans and recycling bins to be located in parks.
The ORNA portal received 598 visits over the course of the planning process. In addition to the portal, the
Municipality used posters and paid advertising to raise awareness about the study in order to inform the community
about the ORNA and ways that they could contribute to the planning process.
3.3 ORNA Launch Event
An open house was held on September 26th, 2019 at the Garnet B. Rickard Recreation Complex in order to introduce
the ORNA to the public. Municipal Staff, the project Consultants and some members of Municipal Council attended
the open house to engage residents and obtain their feedback. Given the high-traffic nature of the venue – the
open house was held in the lobby on a Clarington Eagles game night – not all attendees formally signed-in but it is
estimated that between 40 and 50 individuals were engaged in conversations about the ORNA. The majority of
discussions centred upon the need for additional pickleball and tennis courts, ball diamonds and rectangular fields,
recreational trails, outdoor aquatics infrastructure, off-leash dog parks, and community gardens.
ORNA Launch Event at the Garnet B. Rickard Recreation Complex
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3.4 Community Survey
A community survey sought feedback from Clarington residents regarding their
participation, preferences and priorities to inform the Outdoor Recreation Needs
Assessment. Active for a six week period, the survey captured 383 responses with
notable points as follows:
Respondents were most likely to have used recreational trails, splash
pads, soccer fields, baseball diamonds, and slo-pitch/softball diamonds
in the past twelve months. The top five priorities for additional spending
were aligned with these same outdoor recreation facilities.
In total, 88% stated that investments in outdoor recreation facilities
should be a high priority for Municipal Council and 75% agreed with the
same for trails.
In terms of geographic distribution, 41% did not believe that outdoor
recreation facilities are located equitably across the Municipality of
Clarington. Furthermore, 49% do not believe that outdoor recreation
facilities meet the needs of all age groups.
One out of three respondents state that a lack of desired outdoor
recreation facilities prevents them from participating as much as they
would like while approximately one in four are too busy.
Municipality of Clarington citizens comprised 96% of the survey sample
with completions from Bowmanville, Courtice and Newcastle residents
that were in the general range of population distribution across the
Municipality (Bowmanville residents were slightly over-represented and
rural populations were slightly under-represented). Approximately 60%
of respondents reported being involved with an outdoor recreation club.
The pages that follow summarize some feedback from the survey while Appendix
A contains a tabulated summary of all completed survey responses.
383
Survey Responses
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3.5 Sports Field Users Focus Group
A focus group was held at the Garnet B. Rickard Recreation Complex with local sports field users to discuss their
opinions, issues and opportunities. The focus group was attended by representatives from the following
organizations:
Bowmanville Dodgers
Bowmanville Older Adult Association
Clarington Baseball Association
Clarington Cubs
Clarington Girls Slo-Pitch Association
Clarington Minor Football
Clarington Renegades
Darlington Soccer Club
Newcastle Slo-Pitch
Oldtimers Service Club League
A summary of the main points of discussions is presented below:
Participants expressed the need to design sports
fields and trails to the proper specifications in a
manner that considers not only the size and
surfacing of the facilities but also where fields are
located, as well as considering geotechnical factors
and installing appropriate sub-surface infrastructure
in response (e.g. to mitigate flooding). Groups
emphasized a need to improve existing facilities just
as much as the need to construct new ones.
Fields should also be supported by necessary
amenities such as washrooms, scoreboards/game
clocks, parking lots, lighting, and irrigation systems.
Certain groups indicated that they would be willing to contribute towards facility upgrades or more frequent
maintenance through financial means or volunteer labour as organizations stated that they would receive
a definitive return on investment.
Accessibility is an important aspect that the Municipality needs to consider at new and existing parks.
Comments ranged from providing accessible facilities (e.g. Challenger baseball diamonds), circulation paths
within a park, and provision of amenities such as accessible washrooms and change rooms.
Groups indicated that communication with Municipal staff has become better in recent years, particularly
around field maintenance but there continues to be opportunities to improve.
Ball groups reported stable to growing registrations which they attribute to factors ranging from population
growth to greater interest in the Toronto Blue Jays as of late.
Certain ball diamond users indicated that they could have fielded additional teams but were unable to due
to an inability to secure additional diamond times and lack of ball diamonds that are large enough to
accommodate adult or competitive-level play. If provided with additional full-sized and/or lit diamonds, ball
groups could eliminate their waiting lists and accommodate Clarington residents that are presently being
turned away instead of having to play elsewhere in Durham Region.
Soccer indicated that house league registrations have remained stable though changes arising from Long
Term Player Development are resulting in needs for additional small fields (e.g. for 3v3, 5v5 and 7v7 play).
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Football indicated that having access to artificial turf is critical to their programming but they believe the
rental cost of the turf field in South Courtice is too expensive and thus play on artificial turf in other
municipalities and at post-secondary institutions.
Some field sports groups reported that their players are less willing to play or practice on weekends during
the summer months, thereby creating peak-pressures for time on weekday evenings.
A number of comments were received pertaining to facility scheduling and allocation practices,
maintenance, rates and fees, and other operational matters. These comments were noted but groups were
informed that the ORNA focuses on capital infrastructure needs.
3.6 Outdoor Recreation Focus Group
A focus group was held at the Garnet B. Rickard Recreation Complex with local users of the outdoor recreation
system to discuss their opinions, issues and opportunities. The focus group was attended by representatives from
the following organizations:
Bowmanville Older Adult Association
Bowmanville Allotment Garden
Courtice Indoor Pickleball
Liberty Allotment Garden
Newcastle Indoor/Outdoor Pickleball
Soper Creek Allotment Garden Committee
A summary of the main points of discussions is presented below:
Community gardening is a form of recreation that contributes towards physical and mental health, social
connectedness, food security, charitable giving, environmental appreciation, and sustainable development.
A Green Community Report prepared in 2010 articulates the benefits of gardens and recommends their
development.
The Bowmanville Allotment Gardens is looking for a replacement allotment garden since their existing
garden is being slated for redevelopment to a helipad for the Bowmanville Hospital. Some participants
suggested that the former Bowmanville Zoo or vacant spaces within parks could accommodate a
community garden. Construction of community gardens throughout neighbourhoods across Clarington
was also suggested whether within parks, vacant or derelict properties, in partnerships with businesses, etc.
The pickleball organizations report in excess of 200 players, the majority of whom are older adults but the
groups are exploring ways to attract a younger demographic. They are seeking dedicated pickleball courts,
preferably grouped together where possible, but are also open to multi-use templates shared with tennis
or other hard surface court activities.
Trails are highly valued and there is an opportunity to improve connectivity throughout the entire
Municipality, while also supporting trails with amenities such as seating, shade, signage, and appropriate
surfacing materials (ranging from woodchips to asphalt).
Groups support a community development and partnership mindset that leverages their expertise so that
no one party has to go it alone. They have volunteers ready and willing to work with the Municipality to
achieve their long-term program delivery objectives.
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3.7 Municipality of Clarington Staff Workshop
Staff from the Community Services Department, Engineering and Building Services Department, and Operations
Department participated in a workshop to discuss outdoor recreation facility needs. A summary of the main points
of discussions is presented below:
The Municipality is receiving more requests for higher quality and full sized ball diamonds which seems to
be a reversal from 10 years ago. Allocation of diamonds is something that the Municipality could look into
to see if additional ball groups can gain access to times. That said, there are plans to construct some new
diamonds in the future at Neighbourhood and Community Parks.
Soccer fields tend to be well used but Staff think the artificial turf field may not being booked to the degree
originally envisioned, however, the turf has allowed groups to play during the shoulder seasons.
Pickleball has emerged as a popular sport, first within gymnasiums/halls and now players are looking to
participate outdoors.
Staff are receiving requests for outdoor fitness equipment and have moved to provide this in some new
parks (e.g. Rickard Neighbourhood Park in Newcastle). There may be interest from community groups to
develop a fitness trail in partnership with the Municipality, something that may lend itself well along the
Waterfront Trail (or another trail route) in Clarington.
Off-leash areas seem to be well used and positioned to meet future demands that may arise from
population growth or higher rates of dog ownership.
An opportunity exists to add needed outdoor recreation facilities in Newcastle adjacent to the Diane Hamre
Recreation Complex, recognizing that some of that land will be allocated to a future expansion of the
community centre.
The north Bowmanville area is growing heavily and will likely require additional parks and outdoor
recreation facilities to support these neighbourhoods. However, the process of acquiring parkland to
support new development is changing due to pending provincial legislation that could eliminate or reduce
the ability of municipalities to acquire parkland based on the number of dwelling units.
Off-road trails are in high demand as people look to connect with nature. Trail development will be guided
by an Active Transportation Master Plan scheduled to take place in the year 2020.
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3.8 Preliminary Findings Public Open House
Building on the ORNA’s first round of consultation and research carried out for the study, the community was re-
engaged in early 2020 through the Engage Clarington website and by way of a Public Open House held at the
Courtice Community Complex on February 4, 2020. The intent of consulting the community at this time was to
present common themes from the initial consultations and provide residents/stakeholders with an opportunity to
correct or supplement what was originally heard. The community was also asked to review “Preliminary Directions”
that the Consultants and Municipal Staff had developed based on Phase 1 works carried out for the ORNA, to
understand the degree of support along with any concerns from the public prior to initiating more comprehensive
needs assessments for Phase 2 of the study process.
Approximately 25 people were engaged in discussions through the Public Open House, six of whom also submitted
written feedback using comment sheets that were made available. The following are consolidated themes arising
out of the conversations and comment sheets received through the Public Open House:
The majority of comments received pertained to the local trails system, with many people agreeing with
Preliminary Directions that focused on trail connectivity, linkages with destinations, and support for
undertaking the planned Active Transportation Master Plan. A few comments also emphasized the
importance of on-road and off-road bicycle trails.
Support was expressed for new ball diamonds, soccer fields and tennis courts to be constructed in
Clarington. A request for sand volleyball courts was also received.
Splash pads are appreciated and continue to be desired, potentially going a step further by creating a “water
park” within the Municipality.
A few attendees emphasized that multi-use courts for basketball, ball hockey and other youth-oriented
court activities are important, particularly as Clarington continues to attract young families. A
skateboard/BMX park was also requested in South Courtice.
3.9 Draft ORNA Public Commenting Period
A public commenting period was initiated in April 2020 to allow residents and stakeholders to offer comments prior
to finalization of the ORNA. The Draft ORNA was posted on Engage Clarington while emails were distributed to
outdoor recreation stakeholders. While an open house was originally planned, its timing coincided with the onset
of the COVID-19 pandemic which negated the ability to present the ORNA in-person. Comments received regarding
the Draft ORNA pertained to:
General support for ORNA recommendations with emphasis on building facilities to keep pace with
population growth and requests for facility provision to consider geographic distribution across Clarington.
A desire for higher quality design of sports fields and improving existing fields, with softball diamonds in
particular being mentioned in multiple responses. Greater levels of maintenance and improved
scheduling/allocation practices were also requested although these items are beyond the ORNA’s scope.
A desire for more cycling and walking trails.
Support for child and youth-focused facilities such as splash pads and skateboard parks.
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4. Sports Field Assessments
4.1 Summary of Sports Fields
Table 3 summarizes outdoor sports fields owned by the Municipality of Clarington.
Table 3: Outdoor Recreation Facility Inventory
Facility Type Supply Location
Rectangular Fields
Artificial Turf
Natural Turf – Lit Natural Turf – Unlit
Intermediate/Mini Fields
47 (50)
1 (2)
4 (6) 18
24
Artificial Turf: South Courtice Community Park
Natural Turf – Lit: Clarington Fields, Darlington Hydro Fields (2),
South Courtice Community Park
Natural Turf – Unlit: Baxter Park, Burketon Park, Clarington
Fields (2), Courtice Memorial Park, Darlington Sports Centre, Elliot Memorial Park, Highland Park, Longworth Park (2), Northglen Park, Optimist Park, Pearce Farm Park, Rickard Neighbourhood Park, Scugog Street Neighbourhood Park, South Courtice Community Park, Tyrone Park, West Side Drive Park
Intermediate/Mini Fields: Baseline Park, Burketon Park, Green Park, Clarington Fields (4), Courtice Community Complex, Darlington Hydro Fields (3), Harry Gay Park, Newcastle Memorial Park, Optimist Park (2), Orono Fairgrounds (2), Penfound Park, Roswell Park, Solina Park, Tyrone Park, Walbridge Park (2), Zion Park
School Fields in regular use include Bowmanville High School,
Clarington Central Secondary School, Clarke Secondary School, and Holy Trinity Secondary School
Notes: Equivalent supply is shown in parenthesis () whereby
artificial turf and natural lit turf are counted as the equivalent of 2.0 and 1.5 natural unlit fields, respectively, due to additional capacity for use. Selected full size fields are also used for intermediate and mini field play.
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Facility Type Supply Location
Hardball Diamonds
Championship Baseball – Lit
Standard Baseball – Lit Standard Baseball – Unlit
6 (8)
2 (3) 2 (3) 2
Championship Baseball: Clarington Fields (2)
Standard Baseball – Lit: Harvey Jackson Park, Soper Creek Park
Standard Baseball – Unlit: Longworth Park, Penfound Park
Note: lit ball diamonds are counted as the equivalent of 1.5 unlit diamonds due to their additional capacity for use. Equivalent
supply is shown in parenthesis.
Softball / Slo-Pitch Diamonds
Championship Softball – Lit
Standard Softball – Lit Standard Softball – Unlit Scrub Diamonds
24 (27)
2 (3) 4 (6) 18
Championship Softball: Clarington Fields (2)
Standard Softball – Lit: Bowmanville Memorial Park, Orono Park, Rickard Recreation Complex (2)
Standard Softball – Unlit: Argent Park, Bowmanville Memorial Park, Burketon Park, Courtice West Park, Edward Park, Elephant Hill Park (2), Highland Park, Kendal Park, Lord Elgin Park (2),
Optimist Park, Rhonda Park, Roswell Park, Solina Park, Stuart Park, Tyrone Park (2)
Scrub Diamonds: Kendal Park, Solina Park, Tyrone Park
School Diamonds in regular use include Central Public School, Courtice North Public School, Dr. Ross Tilley Public School, MJ Hobbs Senior Public School, Vincent Massey Public School, Good Shepherd Elementary School and Monsignor Cleary Elementary
School.
Note: Equivalent supply is shown in parenthesis () whereby lit ball diamonds are counted as the equivalent of 1.5 unlit diamonds
due to their additional capacity for use.
Soper Creek Park Ball Diamond Tyrone Park Rectangular Field
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4.2 Rectangular Sports Fields
There are a total of 47 rectangular fields in Clarington that are primarily used for sports such as soccer, football, and
field lacrosse. The distribution of fields is shown in Table 4 and Figure 3. The supply includes lit artificial turf and
natural grass fields in Courtice along with two lit natural grass fields at the Darlington Hydro Fields; lit and artificial
turf fields allow greater use compared to unlit natural fields, typically amounting to a 50% gain in playable capacity
for lit natural fields and a 100% gain for artificial turf. In addition, nearly 400 hours were rented at 4 high school
fields, thus these fields are reflected in the supply. Accordingly, the effective supply of rectangular fields available in
the Municipality is considered to be 54.0 unlit equivalent fields while the geographic distribution across Clarington
is shown in Figure 3.
Table 4: Rectangular Field Inventory by Settlement, 2019
Community Artificial Lit (x 2.0) Natural Lit (x 1.5) Natural Unlit Total Per Capita
Full Fields 1 (2.0) 4 (6.0) 18 26.0 3,936
Bowmanville - 3 (4.5) 9 13.5 3,343
Courtice 1 (2.0) 1 (1.5) 3 6.5 4,292
Newcastle - - 2 2 6,202
Orono - - - - 4,226 Rural 4 4
Intermediate/Mini Fields 24 24.0 4,264
Bowmanville - - 11 11 4,103
Courtice - - 4 4 6,975
Newcastle - - 3 3 4,134
Orono - - 6 6 2,817 Rural
Municipality Fields 50.0
Permitted School Fields 4 4
TOTAL FIELDS 54.0 1,895
In addition to the above noted fields, the Municipality’s 10-year development charge forecast identifies three new
fields to be constructed as part of Neighbourhood Park developments planned to occur by the year 2025.
Public Input
Sports field users participating in ORNA focus groups emphasized that fields need to be designed in a manner that
facilitates the desired level of play, minimizes field closures due weather and drainage-related issues, and are
supported by required amenities namely washrooms and vehicular parking. More specifically, soccer users
requested smaller field sizes in line with Long Term Player Development (LTPD) through the provincial sport body
while football expressed a desire for access to artificial turf fields at a lower rental rate than presently incurred.
Through the ORNA survey, soccer fields were reported as the third-most used outdoor recreation facility and were
used for 48% of the sample. In addition, 8% reported use of football fields, 7% used lacrosse fields and 1% used
rugby fields. Approximately one out of five survey respondents (20%) prioritized additional investment in soccer
fields while other rectangular field sports received priority ratings between 1% and 4%.
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Figure 3: Distribution of Rectangular Fields
Note: School fields not shown
Analysis – Artificial Turf Fields
Synthetic or artificial turf is selectively being used to replace natural turf sport fields on high-use municipal and
institutional sites as a means of extending playability, and reducing field maintenance. Despite a higher introductory
cost, artificial turf fields tend to require less maintenance compared to natural grass fields although general
maintenance and upkeep is required to maintain a high quality playing experience. Artificial turf fields are found
throughout Durham Region in municipalities such as Clarington, Oshawa, Whitby and Pickering.
The facility model for developing artificial turf fields varies in each community and is typically dependent on the
size of the local market, availability of capital funding and resources (e.g., partnerships), and financial viability of the
business model as artificial fields are costly to develop compared to a traditional grass field. Built in 2014 at a cost
of approximately $1.5 million, the artificial turf field at South Courtice Community Park is independently owned,
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maintained and managed by the Municipality of Clarington. Other artificial field models found in Durham Region
and the rest of the GTA include joint-development and/or operations agreements between municipalities and
school boards; typically these agreements come to fruition when needs and expectations of each party are clearly
understood, and most importantly capital planning is aligned so that mutual projects – and their funding allocations
– coincide with each other.
There are no generally accepted service level standards for artificial turf fields, with fields available across
municipalities of widely varying populations. In assessing the need to provide artificial turf, municipalities employ a
business planning assessment based on a number of variables given the cost to construct artificial turf represents a
sizeable investment as demonstrated by the field in South Courtice. Considerations include the number of artificial
fields that exist in the community, utilization rates of the sports field system as a whole, receiving field time and/or
rental commitments from local sports field users, the availability and cost of parkland to accommodate overall sports
field needs, and, in some cases, the willingness of a third party to partner with the municipality.
The artificial turf field at South Courtice Community Park experienced a 15% increase in the number of hours booked
between 2018 and 2019 with a total of 330 hours reserved between the months of May and October. While the
positive year-over-year growth trend is encouraging, there is ample capacity to accommodate more usage
throughout the season based upon current bookings as Municipal data shows the utilization rate to be less than
40% (noting that this may reflect off-peak time slots such as during weekday daytime hours, meaning prime time
usage rates could be higher). Based upon data available, it would be difficult to rationalize investment in a second
artificial field unless it was done so in partnership with a third party – such as a local school board – to share in the
capital and/or operating cost.
Analysis – Soccer
Ontario Soccer’s Long Term Player Development model (LTPD) aims to bolster grassroots soccer programming by
focusing upon improved coaching, fewer games, more ball time, and skill development as opposed to the historical
emphasis on scoring and winning games. LTPD tailors field dimensions specifically to the age and ability of players,
recognizing the various stages of physical and cognitive development. Under the LTPD scenario, there are six field
sizes oriented to 11 versus 11 (referred to as 11v11), 9v9, 7v7, 5v5 and 3v3 whose respective dimensions and age
divisions are articulated in Table 5.
Most of Clarington’s rectangular fields were designed and constructed prior to the LTPD coming into effect, thus
not all fields meet LTPD specifications. Historically, most municipal field sizes were referred to as ‘full/regulation’,
‘intermediate/junior’, and ‘mini/micro’. Under FIFA regulation standards, the full field is similar to the 11v11
dimensions and this type of field can accommodate all the sizes of fields required under LTPD. Using existing line
markings with cones and portable nets, one 11v11 field can accommodate eight 3v3 fields, five 5v5 fields
(additionally, two 5v5 fields can also be placed across the width of a 7v7 field), and one 7v7 field.
Table 5: Long Term Player Development Field Dimensions
U4 / U5 U6 U7 U8 U9 / U10 U11 – U12
Game Day
Squad Size
Parent &
Child Max 6 Max 8 Max 10 Ideal 9 /
Max 12
Ideal 12 /
Max 16
Field Width n/a 18m to 22m 25m to 30
metres 25m to 30m 30m to
36m 42m to 55m
Field Length n/a 25m to 30m 30m to 36m 30m to 36m 40m to 55m 60m to 75m
Source: Ontario Soccer
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The Durham Region Soccer Association, which encompasses Clarington-based clubs sanctioned by Ontario Soccer,
has been experiencing a steady decline in registration rates over the past 10 years which mirrors provincial trends.
There were approximately 19,000 players registered in Durham Region as of 2018; the total number of players has
been in decline over the past decade and results in a lower capture rate when measured as a percentage of the
population. This suggests that interest in soccer in Durham Region may be levelling off or declining among residents.
Soccer participation may be impacted by competing sporting interests, and/or could also be a result of aging
populations in certain communities.
Continued demand for soccer fields is possible with Ontario Soccer’s implementation of the LTPD standards and is
consistent with input provided by the Darlington Soccer Club who report challenges with finding fields that are
suitable for younger age groups. Darlington Soccer Club is the primary provider of minor soccer programs in
Clarington with a 2019 membership of 3,700 players; the relatively young median age in the Municipality could be
driving growth in some of the club’s younger divisions. The Municipality is providing one soccer field per 69 minor
players, slightly higher than the target of one field per 80 players articulated in the 2005 Outdoor Recreation
Facilities Study (as the soccer field supply has increased by 6 fields since that time).
Figure 4: Provincial and Regional Participation in Outdoor Soccer
Source: Ontario Soccer
Projecting needs forward, future growth in the age 5 to 19 cohort could result in the Darlington Soccer Club’s
membership growing to an estimated 4,900 players by the year 2031 assuming that the same percentage of children
and youth are involved in soccer. This level of registration, if attained, would require a total supply of 61 rectangular
fields under a 1:80 standard thereby necessitating 7 new soccer fields by 2031; if extending the forecast out to the
year 2036, it is possible that a further 5 fields would be needed to bring the supply to 66 fields.
In addition, it bears noting that the Municipality’s Indoor Recreation Facilities Development Strategy 2 recommends
the expansion of the Bowmanville Indoor Soccer Facility. The Municipality is presently engaged in preliminary
planning for what is being referred to as the South Bowmanville Recreation Centre, with tentative schedules
projecting the first of two expansion phases to be completed by the year 2023. Depending upon the extent of the
expansion and associated site works (e.g. parking and exterior circulation), the Municipality would be required to
replace up to two full size fields and four mini fields in addition to the net new additions to the sports field supply
proposed above.
2 Municipality of Clarington. 2017. Indoor Recreation Facilities Development Strategy. p.55.
15,000
20,000
25,000
30,000
35,000
40,000
45,000
50,000
250,000
270,000
290,000
310,000
330,000
350,000
370,000
390,000
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Durham RegistrationProvincial Registration Ontario Soccer
Durham Region SA
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Based upon a review of utilization data, there appears to be capacity in the local rectangular field system as a whole
as only five field locations amassed more than 100 hours of rentals in 2019. Implementation should thus proceed
cautiously and consider factors such as enhancement and/or conversion of existing fields to better meet the needs
of the Darlington Soccer Club and adult leagues.
As a target moving towards the year 2031, the Municipality should add between 4 and 5 net new rectangular fields
to the supply while enhancing existing fields in a manner that increases playability in order to make efficient use of
existing available capacity. The strategy to address needs for rectangular fields is to add a minimum of 4.5 unlit
equivalents to the supply by lighting a minimum of three existing soccer fields (+1.5 unlit equivalents) and
constructing three new rectangular fields at future Neighbourhood Parks (+3 unlit equivalents).
The Municipality should also replace any field(s) lost through the aforementioned South Bowmanville Recreation
Centre project as well as engage the Darlington Soccer Club to determine improvements that could be carried out
to existing rectangular fields that optimizes these facilities to accommodate greater usage by the Club, particularly
among its younger age divisions. Finally, the Municipality should reconfirm needs for sports fields in 5 years to
determine whether the 5 fields projected under this iteration of the ORNA should be implemented or adjusted.
Analysis – Other Rectangular Field Sports
Other rectangular field sports such as football, rugby, field lacrosse and ultimate frisbee have varying field sizes.
Many of these sports can all be accommodated at the South Courtice Community Park artificial field. Notable sports
field dimensions include:
Canadian football fields measure 137 metres by 59 metres (150 yards by 65 yards), including the end zones.
Smaller field sizes may be used for younger age groups and smaller squad sizes. For example, Football
Canada recommends a field size of 73 metres by 27 metres (80 yards by 30 yards) for 5v5 flag football.
Rugby can be played on a regulation size football field, although larger fields may also be used up to 144
metres by 70 metres (157 yards by 77 yards).
Ultimate Frisbee fields are generally measure 110 metres by 37 metres (120 yards by 40 yards), including
the end zones.
The Canadian Lacrosse Association indicates that lacrosse fields shall be 110 metres by 60 metres (120 yards
by 65 yards) for men’s and women’s lacrosse. A shorter field may be used for youth lacrosse activities (e.g.,
100 metres or 110 yards).
Football has had cyclical popularity within the Province and is generally played at the minor level under the age of
20 (although football is a popular sport to follow among adults). Anecdotally, participation in the sport is steady or
has grown marginally across different communities; locally, Clarington Minor Football has approximately 100 players
registered in their programs. The sport is often challenged by having limited access to well-lit artificial turf fields (or
dedicated football fields), as football is an autumn sport and night falls earlier during this time of year. Due to the
lack of artificial turf fields in some communities, football games played on natural grass can result in field damage,
thus limiting field use by other sports.
In order to grow participation in the sport and reduce physical injuries, Football Canada has explored a number of
strategies such as adopting a Long Term Athlete Development (LTAD) model. Rather than focusing on playing
games, winning, and scoring, the LTAD model divides athlete development into nine stages of age-appropriate
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activities. Other strategies include banning two simultaneous football seasons in the same year, scheduling tackle
football games at least four days apart, introducing flag football, and establishing a football league for persons with
disabilities, as well as promoting and encouraging participation in girls’ football.
Rugby has been experiencing a slight increase in popularity across Canada since the sport was introduced at the
2016 Summer Olympics and a focus by Rugby Canada to implement grassroots programs (Rookie Rugby). While it
is generally not considered to be a growth sport in most parts of Ontario, there are stable to growing participation
in communities where strong programs exist including in Durham Region. Rugby Canada reported that there are
approximately 30,000 registered youth and adult rugby players, 38% of whom reside in Ontario.3 For both football
and rugby, positive participation rates may also be a result of extensive concussion research that has resulted in
identification and safety protocols, and supported by the provincial government’s recent passing of Rowan’s Law.
Ultimate Frisbee is a non-contact sport that emerged in the 1990s. While it continues to be a niche sport, it has
experienced surging popularity, particularly among young adults (including social clubs). As a result, the sport has
been recognized by international sporting organizations including the International World Games Association and
the International Olympic Committee. Ultimate Frisbee is currently being considered by the Olympic Committee to
be added to future Olympics Games.4 The popularity of the sport is partly driven by the low cost to participate as
well as the sport attracting players from other field sports who bring transferable skills to the game.5
Lacrosse is considered to be one of North America’s oldest sports and is primarily played by youth and young
adults. According to the Canadian Lacrosse Association, the most common types of lacrosse are: box lacrosse
(played indoors or outdoors on a hard surface), field lacrosse, and inter-lacrosse (an introductory-level non-contact
form of lacrosse that uses modified equipment). The Municipality provides a dedicated outdoor box lacrosse rink
as part of the Clarington Fields complex.
Action Plans
Light a minimum of 3 existing soccer fields – contingent upon the suitability of the supply to accommodate
such an action – thereby adding the “capacity equivalent” of 1.5 new fields to the inventory; this will allow
the Municipality to open up time slots at existing unlit fields that in turn could be simultaneously
programmed as smaller fields to allow additional space dedicated to younger age divisions. Fields to be
considered include South Courtice Field #3, Courtice Memorial Park, Bowmanville High School and/or
others deemed appropriate.
Construct a minimum of 3 new rectangular fields at future Neighbourhood Parks in addition to fields
required to replace those that may be removed from the Clarington Fields due to expansion of the
Bowmanville Indoor Soccer Facility (South Bowmanville Recreation Centre).
Engage the Darlington Soccer Club to determine improvements that could be carried out to existing
rectangular fields that optimizes these facilities to accommodate greater usage by the Club, particularly
among its younger age divisions.
Replace any field(s) that are removed from the Clarington Fields if proceeding with the expansion of the
Bowmanville Indoor Soccer Facility.
3 Rugby Canada. 2016. Annual Report.
4 Ultiworld. Ultimate’s Olympic Hopes A Bit Brighter After Recent Announcements. 2017. Retrieved from https://ultiworld.com
5 Blasiak, Nick. Ultimate Frisbee teams find early success. The Brock Press. 2016. Retrieved from http://www.brockpress.com
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4.3 Ball Diamonds
There are a total of 30 ball diamonds in Clarington consisting of 6 hardball diamonds and 24 softball diamonds. Of
these, there are a total of 10 lit diamonds including four Championship diamonds at Clarington Fields; lit diamonds
typically allow the potential for 50% additional hours to be played relative to unlit facilities. In addition, over 335
hours were rented at 7 school diamonds and are thus reflected in the supply.
Accordingly, the Municipality’s supply is considered to be 42 unlit equivalent diamonds as shown in Table 6 while
the geographic distribution of diamonds is shown in Figure 5.
Table 6: Ball Diamond Inventory by Settlement, 2019
Community Lit (x 1.5) Unlit Total Per Capita
Hardball Diamonds 4 (6.0) 2 8 12,792
Bowmanville 3 (4.5) 1 5.5 8,206
Courtice - 1 1 27,898
Newcastle - - 0 0
Orono - - - 11,268 Rural 1 (1.5) - 1.5
Softball Diamonds 6 (9.0) 18 27 3,790
Bowmanville 5 (7.5) 8 15.5 2,912
Courtice - 4 4 6,975
Newcastle - 1 1 12,403
Orono 1 (1.5) - 1.5 2,600 Rural - 5 5
Scrub Diamonds - 3 3 n/a
Rural - 3 3
Municipality Diamonds 35*
Permitted School Diamonds 7 7
TOTAL DIAMONDS 42 2,437
* stated total excludes the “scrub diamonds” at Kendal Park, Solina Park and Tyrone Park
In addition to the above noted diamonds, the Municipality has tentatively identified three new ball diamonds to be
constructed as part of Neighbourhood Park developments planned to occur by the year 2025 (and have identified
funding through the 10-year development charge forecast).
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Figure 5: Distribution of Ball Diamonds
Public Input
Sports field users participating in ORNA focus groups emphasized that fields need to be designed in a manner that
facilitates the desired level of play, minimizes field closures due weather and drainage-related issues, and are
supported by required amenities namely washrooms and vehicular parking. Ball groups reported that lack of
diamonds is constraining their ability to grow their programs and have resulted in waiting lists, particularly at the
adult and competitive levels. Similar comments were received at the ORNA Launch Event regarding insufficient
access to quality diamonds in Clarington.
Hardball diamonds and softball were used by 44% and 28% of ORNA survey respondents, respectively ranking as
the fourth and fifth most used outdoor recreation facilities. Hardball diamonds received the second highest priority
rating for additional investment with more than one-in-three respondents (34%) while investments in softball
diamonds were prioritized by 19% of the survey sample.
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Analysis
After being considered a sport in decline for a better part of the past two decades, baseball and its variations
(including softball, fastball, etc.) are experiencing a resurgence. At the provincial level, Baseball Ontario reported
that there were over 15,000 competitive participants in 2018, which was a growth of 36% compared to 2007.6 During
this time, regional registration in the Eastern Ontario Baseball Association experienced a surge in participation,
increasing by 45% to more than 1,700 members (Figure 6). Registration reported by Baseball Ontario does not
include recreational/house leagues and non-affiliated ball groups and as a result, actual participation figures are
greater. Clarington-based ball organizations contributing to the ORNA reported a collective registration of
approximately 2,700 players; this registration is 30% higher than reported through Clarington’s 2005 Outdoor
Recreation Facilities Study.
Figure 6: Provincial and Regional Participation in Rep Baseball
Source: Baseball Ontario
Table 7: Reported Registration among Participating Ball Organizations, 2019
Organization Reported Registration Organization Reported Registration
Bowmanville Dodgers (OSBA) 20 Country Men’s Lob-Ball (Solina) 120
Clarington Baseball Association 883 Durham East Softball Association 211*
Clarington Cubs 20 Friday Night Church League 80*
Clarington Girls Slo-Pitch Association 225 Newcastle Slo-Pitch 600
Clarington Ladies Slo-Pitch 240 North Durham Ladies Lob-Ball 160*
Clarington Renegades 50 Oldtimers Service Club League 120
Total 2,729
Source: User Groups attending the October 16 focus groups with exception of registrations marked with an asterisk (*) whose
registration has been estimated for the purposes of the ORNA. Note that registrations have not been verified and certain groups
include non-resident players.
6 Baseball Ontario. Annual General Meeting Reports.
1,000
1,200
1,400
1,600
1,800
2,000
2,200
2,400
0
2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
18,000
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Durham RegistrationProvincial Registration Baseball Ontario
Eastern Ontario BA
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The renewed interest in ball diamond sports is driven by a number of factors such as a greater focus on skill
development and grassroots programs to engage children and youth at a young age to participate in the sport. The
popularity of the Toronto Blue Jays is also a contributing factor. Since Baseball Canada adopted the Long Term
Player Development (LTPD) model, organizations have focused on developing and honing skills and coaching styles,
while fostering leadership. Suitable competition formats and facility types are also core components of the LTPD
model, which has implications on ball diamond types and sizes that are required.
Clarington’s ball groups indicated that the overall number of diamonds in the Municipality appears to be sufficient,
however, there are certain sizes and configurations that are in short supply. This observation is understandable
based on field inventories conducted for the ORNA that reveal a number of diamonds in the supply that are
undersized, have overlapping outfields with other fields, or offer lower order amenities. With user group
registrations estimated in the range of 2,700 players, the Municipality is providing one ball diamond per 65 players
which is significantly greater than the rate of 1 diamond per 100 players targeted in the 2005 Outdoor Recreation
Facilities Study; this finding would reinforce the ball organizations perceptions of a high service level.
Assuming capture rates remain constant and targeting a service level of one diamond per 100 registered players,
the Municipality’s supply would meet needs to the end of the ORNA planning period in terms of overall quantity.
When isolating hardball users, however, the pressures currently being placed on the eight existing hardball
diamonds is better understood from the user group perspective. Collectively, the Bowmanville Dodgers, Clarington
Cubs, Clarington Renegades and the Clarington Baseball Association (CBA) serve 973 players and account for over
35% of estimated ball user group registrations.
Although it is recognized that not all CBA programs require hardball diamonds with mounds (e.g. particularly in its
younger house league divisions), it is plausible that hardball organizations need between 8 and 10 hardball
diamonds at present time and could require up to 11.5 unlit equivalent diamonds by the year 2031. The strategy to
address needs for hardball diamonds is to add 4.0 unlit equivalents to the supply would be to light two existing
hardball diamonds (+1.0 unlit equivalents) and construct two new lit hardball diamonds (+3.0 unlit equivalents).
It also bears noting that with approximately 1,750 softball players participating in the Municipality, organizations
would require access to 18 diamonds. Although there are 27 municipal softball diamonds, softball groups have
emphasized that design and/or maintenance quality is not conducive to their needs. While the ORNA scope centres
upon new capital needs, future works undertaken by the Municipality should consider ways to improve the existing
supply of softball and hardball diamonds (through irrigation, drainage, field lighting, conversions, additions, etc.).
Action Plans
Light and carry out other required upgrades to hardball diamonds at Penfound Park and Longworth Park –
contingent upon the suitability of these diamonds to accommodate such an action – thereby adding the
“capacity equivalent” of 1.0 new diamonds to the inventory and allowing the Municipality to open up time
slots at existing unlit diamonds. In the event that one or both of these diamonds cannot be lit, explore the
ability to convert an existing underutilized softball diamond to a hardball diamond.
Construct 2 lit hardball diamonds at the Newcastle Community Park.
Construct a minimum of 3 ball diamonds at Neighbourhood Parks (designs to consider input from local
diamond users), some of which may replace existing diamonds that are either underutilized or unplayable.
Adjust the softball and/or hardball diamond supply as necessary after reconfirming needs for sports fields
beyond the year 2031.
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4.4 Cricket Grounds
The Municipality of Clarington does not own or maintain cricket pitches at this time.
Public Input
Consultations did not reveal a strong demand for cricket with no in-person feedback contributed and the ORNA
survey recording 1% support for investments in cricket pitches.
Analysis
The popularity of cricket is growing in Canada, particularly within urban municipalities where diverse cultural
demographics and growing populations of newcomers arriving from countries where the sport is extremely popular
such as South Asia, the Caribbean, and parts of Europe. Cricket Canada estimates that there are approximately
130,000 cricket players across the country.7 The sport may have longer-term potential for gaining increased traction
in Clarington as the cultural mix is gradually diversifying, particularly with growth spreading eastwards throughout
the GTA. That being said, the only south Durham municipalities that presently provide cricket pitches are Ajax and
Pickering who each operate one.
Cricket play requires a large circular field that encompasses an area similar to two soccer fields, resulting in unique
design specifications that can sometimes be challenging to accommodate. Some municipalities have developed
cricket pitches across multiple sports fields or in sub-optimal remnant spaces, while others have provided dedicated
cricket pitches. Certain municipalities – primarily larger, culturally-diverse, GTA-based communities – have adopted
a target of one cricket pitch per 100,000 residents. Clarington has reached this population threshold albeit with
lower levels of ethno-cultural diversity relative to a number of other GTA counterparts at present time.
With little demand expressed through the ORNA consultations along with the fact that other south-Durham Region
municipalities are addressing needs (participation often transcends municipal borders due the sports social and
cultural nature), the Municipality does not require a cricket pitch in the short to medium term.
Action Plans
Monitor levels of demand for cricket pitches for the time being until demand can be quantified to a point
that would require provision of such facilities. Prior to building dedicated cricket grounds, a future cricket
pitch should take the form of an overlay with a soccer field to maximize flexibility and test demand.
7 Cricket Canada. Retrieved from https://cricketcanada.org
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5. Sport Court Assessments
5.1 Summary of Sports Courts
Table 8 summarizes outdoor sport courts owned by the Municipality of Clarington.
Table 8: Outdoor Sport Court Inventory
Facility Type Supply Location
Tennis Courts
Tennis Courts – Lit
Tennis Courts – Unlit
13
2
11
Lit: Lions Parkette/Clarington Beech Centre (2)
Unlit: Avondale Park (2), Green Park (2), Guildwood Park (2), Orono
Park (1), Solina Park (2), Stuart Park (2)
Notes: not all courts had nets and posts installed at time of site visits.
Supply excludes former Lord Elgin Park courts that are now an unmarked fenced asphalt pad as well as one court at Orono Park that is planned for conversion to pickleball courts.
Pickleball Courts 3 Orono Park (planned for development in 2020)
Basketball Courts
Full Courts Half Courts
22
11 11
Full Courts: Green Park, Guildwood Park, Lord Elgin Park, Optimist Park, Pearce Farm Park, Roswell Park, Soper Creek Park, South Courtice Community Park, Stuart Park, Tyrone Park, Walbridge Park
Half Courts: Barlow Court Parkette, Bons Park, Brookhouse Parkette, Foxhunt Parkette, Gatehouse Parkette, Glenabbey Parkette, Harvey Jones Park, Highland Park, Moyse Park, Northglen Park, Solina Park
Solina Park Multi-Use Tennis/Basketball Court Green Park Tennis Court
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5.2 Tennis Courts
The Municipality maintains a total of 13 tennis courts throughout its parks system, two of which are lit courts that
are leased to the Bowmanville Tennis Club at the Beech Centre. Tennis court inventory and distribution is illustrated
in Table 9 and Figure 7. The existing surfacing of courts varies between standard asphalt, asphalt with acrylic
surfacing, and one court that uses an interlocking plastic tile system.
At the time of ORNA site visits, both tennis courts at Stuart Park did not have posts or nets but have been included
in the supply given that the courts are still lined for tennis. However, a former tennis court located at Lord Elgin Park
is excluded from the supply as it is no longer lined and its nets/posts have been removed.
Table 9: Tennis Court Inventory by Settlement, 2019
Community Lit Unlit Total Per Capita
Tennis Courts 2 11 13 7,872
Bowmanville 2 4 6 7,523
Courtice - 4 4 6,975
Newcastle - - - 0
Orono - 1* 1 5,634 Rural 2 2
* Supply reflects an active construction tender that will result in removal of one existing tennis court at Orono
Park (for a planned conversion to pickleball).
Note: supply excludes former courts at Lord Elgin Park and Newcastle Public School (owned by Kawartha Pine
Ridge School Board) where posts and nets have been removed.
Public Input
Low to moderate demand was expressed for tennis courts during ORNA consultations. Members of the public that
attended the Launch Event expressed a concern that there may not be enough tennis courts in Clarington and that
they were not aware of the location(s) of the Municipality’s tennis courts. Some also expressed a concern about nets
and posts that have been removed from tennis courts.
Tennis courts were used by 15% of people filling out the ORNA survey, ranking near the bottom of the top ten
outdoor recreation facilities used; in total, 7% of the sample selected additional investments in tennis courts as one
of their highest priorities.
Analysis
Tennis has experienced a resurgence in recent years; Tennis Canada found that over 6.5 million Canadians played
tennis at least once in 2016, which was a growth of more than 32% since 2012. Tennis Canada reported that in 2016,
nearly 161,000 children under the age of 12 were considered a frequent tennis player, which was an increase of 10%
compared to 2015. That study also quantified the growing popularity of tennis with 51% of Canadians indicating
that they are somewhat or very interested in the sport, which was an increase from 38% in 2012.8
8 Tennis Canada. 2014 and 2016 Tennis Canada Annual Reports.
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Figure 7: Distribution of Tennis Courts
The popularity of tennis at the national and provincial levels can be partly attributed to the growing segment of
baby boomers that seek social, and to some degree, lower impact activities. Governing bodies and community
tennis clubs are also promoting the sport at the grassroots level. Part of this growth can also be linked to the success
of Canadian tennis professionals such as Bianca Andrescu, Dennis Shapalov, and Milos Raonic.
Based on data, trends and consultations for Clarington’s 2005 Outdoor Recreation Facilities Study, it had been
recommended that 7 to 8 new tennis courts would be required, however, the Municipality’s supply has gone the
other way and has been reduced by 5 courts due to the loss of courts in Newcastle, Bowmanville and the upcoming
removal of one court in Orono.9 Whereas the Municipality’s level of service was 1:4,400 residents in the year 2005,
the reduction in courts has now reduced the service level to 1:7,900 which falls well below Clarington’s target of one
9 The Municipality of Clarington issued a Request For Proposal in December 2019 seeking bidders to refurbish the Orono Park tennis courts prior to June 2020; contained within the RFP is a provision to remove and replace one tennis court with three pickleball courts (thereby leaving one tennis court to remain). The procurement process is active as of time of writing.
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tennis court per 5,000 residents established in the previous Outdoor Recreation Facilities Study. Many GTA
municipalities continue to target their tennis court supply to be in the range of one per 4,000 to 6,000 residents.
From both a population service level and geographic distribution perspective, Clarington is presently underserviced
with a notable gap in Newcastle where there are currently no tennis courts available. To meet a service target of
one court per 5,000 population, the Municipality would not only have to make up for the removal of five courts but
also construct an additional two courts to ultimately reach a total supply of 20 tennis courts.
It is recommended that the Municipality increase its tennis court supply to 20 tennis courts over the next 10 years
and re-assess its provision level targets at that time in consideration of geographic distribution, population growth,
and tennis participation trends particularly in light of Municipality’s proactive efforts to increase its outdoor
pickleball court supply. Opportunities to add 7 new courts include through the development of the Newcastle
Community Park (three courts) along with 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
Municipality is encouraged to consider a multi-use court overlay combining tennis and pickleball lining to maximize
flexibility, particularly for those courts to be located in future Neighbourhood Parks.
With respect to tennis club courts, a standard used specifically for club-based needs is to target one club-based
tennis court per 75 to 100 tennis club members; the Bowmanville Tennis Club reports a 2019 membership of 110
players, 70 of whom are reported as “very active” adults. On this basis the number of tennis courts dedicated to
organized play appears to be sufficient. Tennis clubs often consider access to a minimum of three onsite as optimal
in order to facilitate programs (lessons, round-robins, etc.), tournaments and other club-sanctioned events. In the
case of the Bowmanville Tennis Club, the Beech Centre site has space limitations that would preclude its ability to
accommodate additional club courts.
Action Plans
Re-install posts and nets at the Stuart Park tennis courts in Courtice, carried out in conjunction with a multi-
use court overlay as discussed in the ORNA’s pickleball court Action Plans.
Construct three tennis courts at the Newcastle Community Park, intended for public play but designed to
the Municipality’s club-court specifications in the event that demand for club-based tennis programs
emerges in the future.
Construct two tennis courts in north Bowmanville and two courts at a park to be located in the Southeast
Courtice Secondary Plan, potentially designed with lining for both tennis and pickleball.
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5.3 Pickleball Courts
There are presently no pickleball courts that are owned or maintained by the Municipality of Clarington. As will be
discussed in subsequent pages, the Municipality has issued a Request For Proposal (in December 2019) to construct
three dedicated pickleball courts at Orono Park.
Public Input
The need for pickleball courts emerged as a prevalent theme during the ORNA Launch Event and focus groups.
Local residents and informal pickleball associations are seeking dedicated pickleball courts but are also open to
multi-use templates shared with tennis or other hard surface court activities. They note that participation rates have
been steadily increasing, stemming from indoor programs and leading to demands for outdoor play in the summer.
The ORNA survey recorded 4% usage of pickleball courts during the past year among respondents, and a priority
rating of 5%; this amounts to 16 individuals that have used a pickleball court and choosing pickleball courts as their
preference for additional investments.
Analysis
The Municipality of Clarington offers pickleball within its gymnasiums and larger halls which has proven to be a
strong testing grounds for the sport. Demand for outdoor pickleball courts is emerging as a result of players wanting
to play outdoors in the warmer months but also as a result of many children’s and youth day camps/summer
programs making use of gymnasiums. Older adults that are not interested in the fast-paced movement of tennis
are still able to hit the courts to play pickleball, which is a lower-intensity sport that can be played on a modified
tennis court. There is evidence that baby boomers are creating a boost in pickleball as participation trends suggests
that older adults have a greater desire to remain physically active in their retirement years. This segment has driven
pickleball to become one of the fastest growing sports in Canada and its popularity continues to spread across the
Province. The prominence of pickleball is further bolstered for being played at the Ontario Senior Games.
Pickleball courts are frequently overlaid with outdoor
tennis courts as municipalities test interest in the sport
among casual and organized players. Co-sharing courts
may serve as a neighbourhood level solutions, however,
dedicated courts over and above those planned in Orono
may be warranted over the long-term if there is sustained
demand for outdoor pickleball. Dedicated pickleball courts
may also be suitable at larger, destination-style parks that
have a broad community or city-wide catchment area,
particularly users looking for club play.
Regulation pickleball courts measure 44 feet by 20 feet (13
metres by 6 metres) – under these dimensions, a typical
tennis court can accommodate four pickleball courts if
using portable nets, though one pickleball court can be
lined within a tennis court if using the tennis net (a system, sometimes employing a strap and hook, needs to be in
place to pull the sides and centre of the net down to 36 and 34 inches, respectively). Standards developed and used
Lined Tennis and Pickleball Court
Photo Credit: All Lined Up
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by the USA Pickleball Association, as illustrated through Figure 8, offer a number of combinations for shared-use or
permanent pickleball courts in the space of existing tennis courts.10
It is recommended that the Municipality construct pickleball courts in each of the three major settlements,
potentially at Lord Elgin Park in Bowmanville, Newcastle Community Park, and installing overlay lining at the tennis
courts at Stuart Park in Courtice (in conjunction with re-installing posts and nets). Of note, the Municipality’s
Operations Department has budgeted $50,000 for pickleball retrofits in 2020 and has already issued a seperate
Request For Proposal to refurbish the tennis courts at Orono Park as previously noted; that RFP includes directions
to construct three new pickleball courts which will also result in the Orono settlement area being serviced.
Action Plans
Redevelop the fenced asphalt pad at Lord Elgin Park in Bowmanville to a dedicated outdoor pickleball
complex, provided that parking requirements of potential users can be addressed without unduly impacting
adjacent land uses. Presently undeveloped land at the Clarington Sports Fields is an alternative given the
availability of parking and washroom facilities onsite.
Construct pickleball courts as part of a future development phase of the Newcastle Community Park.
In conjunction with the recommendation to reinstall posts and nets at the Stuart Park tennis courts in
Courtice, overlay pickleball lines on the courts to create a multi-use court that allows both sports to be
played.
Lord Elgin Park asphalt pad (Bowmanville) Beech Centre tennis courts (Bowmanville Tennis Club)
10 Johnson, David. Revitalizing Underutilized Courts with Pickleball. USA Pickleball Association. http://www.usapa.org
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Figure 8: USA Pickleball Association, Temporary Court Layouts (can also be used for Shared Use)
One Pickleball Court per Tennis Court: The simplest way is to just lower the tennis net to 34
in the center. Lines may be taped or painted on the court for pickleball (always check with
facility first). Then the court can be used for both tennis and
pickleball very easily. The pickleball lines are blue in the
adjacent diagram. Because of the size of the court surface, one
might want to have some sort of temporary barrier for the balls
so that they don’t have to be chased the full length of the court.
Two Pickleball Courts per Tennis Court: The diagram on the
right shows 2 pickleball courts laid out on a tennis court. A
standard tennis court pad is 60’x120 . The minimum
recommended size for a pickleball court is 30’x60 . That is
exactly one fourth the size of a standard tennis court pad.
Therefore, it is possible to put 4 pickleball courts in the space
of a tennis court except for the possible existence of angled
corners that are on some tennis courts. If the corners are
angled, then two courts can fit very nicely as shown. If the conversion is temporary or it is
desired to be able to continue to use the court for tennis, then USAPA Portable Net Stands
can be used for the pickleball courts and the tennis net can be left in place as a backstop
for the two pickleball courts.
Four Pickleball Courts per Tennis Court: The diagram on the left shows four pickleball
courts on a tennis court. Note how the position of the pickleball courts has been shifted
by two feet to allow for the angled corners of the tennis court. That leaves only 6 feet
between the pickleball baseline and the tennis net. That is a little tight, but works in a
pinch. The compromise is especially acceptable if the tennis court is being used
temporarily while permanent pickleball courts
are being built. If the tennis court does not
have angled corners, then move the courts 2
feet so that there is an 8-foot distance between
the pickleball baseline and the backstops.
Note how the lines are made to coincide as
much as possible with the tennis court lines in
order to minimize line confusion for the
players. Note also that this layout does not
allow room for fences between the side-by-side
courts. To serve as a backstop for the balls, the
tennis net should be extended with netting or
some sort of temporary barrier.
Permanent Conversion of Tennis Courts: The diagram to the right shows 2 tennis
courts that are converted to 8 pickleball courts. If a single tennis court is
converted, just refer to half of the diagram. Angled corners are squared off if
necessary. If the tennis court is a standard dimension of 60’x120 , that only allows
5 feet between the pickleball sidelines and the fences. That should be considered
the minimum dimension. If space and budget allow, add some additional overall
width. That will give the more active players more room and also give room for
seating on the courts.
Source: USA Pickleball Association, Revitalizing Underutilized Courts with Pickleball
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5.4 Basketball Courts
There are 22 public outdoor basketball courts as shown in Table 10 and Figure 9, consisting of 11 full courts and 11
half courts. The size and surfacing of courts varies by park; for example, the Municipality currently uses standard
asphalt, asphalt with acrylic surfacing, and one court that uses an interlocking plastic tile system.
Table 10: Basketball Court Inventory by Settlement, 2019
Community Full Court Half Court Total Per Capita
Basketball Courts 11 11 22 4,652
Bowmanville 5 4 9 5,015
Courtice 3 5 8 3,487
Newcastle 2 1 3 4,134
Orono - - - 8,451 Rural 1 1 2
Public Input
Little input was received through the ORNA Launch Event regarding basketball courts although conversations with
selected youth using courts at the time of field work indicated that there is a general satisfaction with the number
and design in Bowmanville and Courtice. More than one in four ORNA survey respondents (26%) participated in
basketball while more than one out of ten (11%) prioritized spending on basketball courts.
Analysis
Basketball courts can vary from rudimentary surfaces (e.g., asphalt and concrete) and sizes to high quality sports
surfaces (e.g., rubber) with removable equipment such as net posts, boards, and hoops. Their design characteristics
also lend themselves to multiple uses thus courts can be provided in a variety of shapes and sizes given that these
facilities tend not to be programmed and primarily focus on facilitating spontaneous opportunities for active play
ranging from basketball, ball hockey or other activities; some municipalities design courts large enough to be
flooded in the winter to provide an outdoor ice pad.
Durham Region has helped to produce national and international calibre basketball players. The local popularity of
basketball is fueled by factors such as its affordability and access to free outdoor courts, strong interest among
youth and immigrant populations from basketball-playing countries, an energized Toronto Raptors fan base
stemming from the team’s NBA Championship victory in 2019., and a strengthened national program as evidenced
by growing numbers of Canadians playing in the NBA and WNBA. Although the Municipality does not directly
program its courts, basketball programs are offered within its gymnasiums.
Basketball courts are best provided on the basis of distribution and in consideration of youth populations, given
persons between the ages of 10 and 19 tend to be the primary users of outdoor courts and this age segment relies
heavily on walking/cycling for travel. With approximately 12,000 youth between 10 and 19 years of age in the
Municipality, the service level amounts to one basketball court per 545 youth; whereas in the year 2031 the service
level would be one court per 700 youth assuming no net changes to the supply (age cohort forecasts beyond 2031
are not available) which is in line with targets used across the GTA. However, there are two notable gaps in
geographic distribution where future residential growth is planned, one being in north-east Bowmanville and the
other in south-east Courtice; basketball courts should be provided in these areas. A third gap is in Orono and could
be addressed by providing a court at Orono Park.
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Figure 9: Distribution of Basketball Courts
Action Plans
Construct basketball courts in north Bowmanville (east of Liberty Street), the South-East Courtice Secondary
Plan, and Orono, all of which would preferably employ a multi-use design template.
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6. Other Recreation Facility Assessments
6.1 Summary of Other Recreation Facilities
Table 11 summarizes outdoor recreation facilities owned by the Municipality of Clarington that fall under the scope
of the ORNA.
Table 11: Outdoor Recreation Facility Inventory
Facility Type Supply Location
Trails 21 km* Bowmanville Valley Trail, Clarington (Great Lakes) Waterfront Trail, Courtice Millennium Trail, Farewell Creek Trail, Newcastle Lions Trail, Oak Ridges Moraine Trail, Sidney Rutherford Trail, Soper Creek Trail
* stated length is derived from the Municipality of Clarington trails webpage and is associated solely with portions of trails owned/managed by, and physically located in the Municipality of
Clarington. The privately managed Oak Ridges Moraine Trail is in addition to this stated network.
Skateboard Parks 4 Courtice Community Complex, Darlington Sports Centre, Rickard Recreation Complex, Orono Park
Splash Pads
Community Splash Pads
Neighbourhood Splash Pads
16
1
15
Community Splash Pad: Port Darlington East Beach
Neighbourhood Splash Pad: Avondale Park, Baxter Park, Bons
Park, Bowmanville Memorial Park, Guildwood Park, Harry Gray Park, Harvey Jones Park, Longworth Park, Northglen Park, Orono Park, Pearce Farm Park, Rickard Neighbourhood Park, Roswell
Park, Walbridge Park, West Side Drive Park
Off-Leash Parks 3 Bowmanville Leash-Free Park (Bowmanville Harbour Conservation Area), Courtice Leash-Free Park (South Courtice Community Park), Newcastle Leash-Free Park (Diane Hamre Recreation Complex)
Community Gardens 2 Liberty Allotment Garden (Bowmanville), Bowmanville Allotment Garden
Bocce Courts & Lawn Bowling Greens 0 --
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6.2 Recreational Trails
There are a number of trails located within Clarington, some of which that are under the ownership and management
of the Municipality and others that are held in public trust, owned by other public or institutional agencies, and
certain trails located on privately owned properties. The majority of Municipally-owned trails are located in creek
valleys and along the Lake Ontario waterfront while non-municipal trails are predominantly situated within local
conservation areas, Regional forests and Crown lands. The trails network is shown in Figure 10 and includes the
following:
Bowmanville Valley Trail 3 metre wide asphalt trail spanning 1.7 kilometres running north-south along the Bowmanville Creek from a trailhead accessed from Roenigk Drive to Baseline Road. Connections to Rotary
Park, Spry Avenue and Nelson Street are provided. The Trail supports both recreational and utilitarian travel.
Clarington Waterfront Trail
Forms part of the Great Lakes Waterfront Trail that connects multiple municipalities along the Lake Ontario shoreline. The Clarington portion consists of both on-road and off-road sections connecting to Darlington Provincial Park in the west and extending eastwards past Darlington Nuclear Generating Station, Port Darlington West and East Beaches, and ultimately through the Port of Newcastle. The trail is a combination of asphalt paths and rural roads that supports recreational and utilitarian travel, and is an important part of the regional tourism/active transportation network.
Courtice Millennium
Trail
1.5 metre wide gravel trail spanning 1.5 km with access points to Trulls Road, Nash Road and Highway 2 with connections to the Courtice Community Complex and Courtice High School.
Farewell Creek Trail 3 metre wide trail from Tooley’s Mill Park running south to the bridge crossing of the Farewell Creek. Phase 1 is 600 metres long. Phase 2 is scheduled for construction in 2020 and will extend the trail an additional 1.2 km to Townline Road.
Greenbelt Route A signed on-road cycling route located in the northern areas of Clarington that connects multiple municipalities and is an important part of the regional tourism/active transportation network.
Newcastle Lions Trail 1.8 metre wide asphalt trail spanning 650 metres between Sunset Boulevard to the south (beginning at Westview Park) to King Avenue West to the north; the trail also contains direct
connections to Hart Court and Edward Street West.
Oak Ridges Moraine Trail A naturalized trail forming part of a large regional network within the Oak Ridges Moraine / Niagara Escarpment. The Clarington portion runs across the north of the Municipality, through
rural areas and the Ganaraska Forest.
Sidney Rutherford Trail
2 metre wide gravel trail in Orono spanning 400 metres (0.4km) in a naturalized area located west of the Main Street corridor generally between Centreview Street and Station Street. The trail is designed for casual recreational use.
Soper Creek Trail 3 metre wide asphalt trail spanning 2.4 km, generally following the Soper Creek’s western banks. Trail heads are provided at King Street and Simpson Avenue with connections to a number of
adjacent cul-de-sacs.
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Figure 10: Major Trail Networks in Clarington
The Municipality’s trail system is complemented by a comprehensive sidewalk network within the settlements along
with a growing network of on-road and cycling paths through dedicated bike lanes and shared roadways marked
by signage; these elements collectively form part of Clarington’s active transportation infrastructure. These are
located in both the urban settlements as well as in rural settlements (e.g. Orono) which are part of the Ontario
Greenbelt Route.
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Public Input
Community consultations strongly emphasized the value that residents place on trails located throughout
Clarington. Trails were reported as the most used outdoor recreation facility garnering responses from 61% of the
ORNA survey sample, who also ranked trails as their highest priority for future investments with 46% support.
Analysis
Walking and cycling trails for recreational and utilitarian use is commonly identified as one of the most desirable
features in a community, lending support to the Municipality’s past and planned investments in the trails network.
A strong trails system provides countless social and environmental benefits through promotion of physical activity,
connecting people to nature, enabling unstructured and affordable recreation opportunities, and contributing to
the development of a sustainable transportation system. Research has also found that trails heighten community
vibrancy by encouraging compact development and more livable communities where people are more likely to
socialize and interact with each other. Through these benefits, Clarington’s trails contribute to an improved quality
of life for its residents.
The key to the continued development of an effective and robust trail network will be to ensure that Clarington’s
trail system is safe, accessible, and continues to conveniently link users with key destinations (e.g., the Municipality’s
community centres and destination parks, main streets, provincial parks and conservation areas, etc.). With a diverse
range of municipal and non-municipal trail routes already in place for a variety of activities, Clarington and its
partners are in a position to build upon the existing network and to strengthen connections between trails through
a combination of developing on and off-road active transportation infrastructure.
Future emphasis should be placed on connecting settlement areas, as well as creating a north-south corridor(s) with
connections where possible to the Waterfront Trail, Greenbelt Route and the Oak Ridges Moraine Trail to encourage
active transportation and capitalize on regional tourism associated with the substantial users travelling on these
trails. This strategy is consistent with direction contained in the Municipality’s Official Plan that encourages the
development of an integrated trails network, and should be considered as the Municipality proceeds with its Active
Transportation Master Plan that is planned in the year 2020.
Action Plans
Improve connectivity between and within settlement areas, including north-south connections between the
Waterfront Trail, Greenbelt Route and the Oak Ridges Moraine Trail corridor to encourage active
transportation and tourism.
Proceed with the Municipality’s Active Transportation Master Plan planned for the year 2020 to formalize
the preferred network.
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6.3 Skateboard and BMX Parks
There are 4 skateboard/BMX parks distributed across Bowmanville, Courtice, Hampton and Orono. The skateboard
parks in Bowmanville and Courtice are concrete-formed facilities while the Hampton and Orono facilities consist of
modular components installed on concrete pads.
Table 12: Skateboard/BMX Park Inventory by Settlement, 2019
Community Total Per Capita
Skateboard/BMX Parks 4 25,585
Bowmanville 1 45,135
Courtice 1 27,898
Newcastle - 0
Orono 1 8,451 Rural 1
Public Input
The ORNA survey and the Public Open House resulted in some feedback regarding skateboard parks and BMX
parks. 17% of the survey sample reported use of skateboarding or BMX facilities during the past twelve months
while 9% ranked these facilities as a priority for future investment (placing it within the top ten choices). Open House
discussions emphasized the importance of such facilities to serving local children and youth, and for them to be
located in a manner that younger residents can reach without relying on a car.
Garnet B. Rickard Recreation Complex skatepark Darlington Sports Centre skatepark (Hampton)
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Analysis
One of the key design principles of skateboard park developments is to create unique, fun and engaging skating
experiences. Large skateboard parks are generally designed to serve a broad community. Smaller skateboard parks
(or “skate spots”) may have fewer, introductory-level components that draw from a smaller catchment area.
Clarington’s skateboard parks contain a mix of permanent concrete and modular fixtures with differing design
specifications between them; each contains reinforced elements to allow use by skateboards, bikes and scooters.
Historically, skateboarding and other wheeled action sports such as in-line skating (sometimes referred to as roller
blading), scooters, and BMX bikes were commonly associated with negative behaviour. This perception has evolved
over time as these activities have become mainstream among youth and young adults. Prior to the existence of
skate parks and pump tracks, skateboarders and other action sport enthusiasts would use a variety of municipal and
private properties due to the lack of a better venue, resulting in excessive wear and damages as well as safety
concerns.
As youth-oriented facilities, geographic access to substantial youth populations is important. Many urban-rural
municipalities encompassing large territories such as Clarington typically target one skateboard park in each of their
urban settlements at a minimum. A more recent practice in urban and rural municipalities alike is to build skate
spots at the neighbourhood level as a cost-effective way of enhancing distribution. At present, Newcastle is the only
urban settlement without a skateboard park; with expansion of the Community Park slated for Diane Hamre
Recreation Complex, a skatepark should be integrated there given the availability of space, access to transit, and
direct supervision from facility staff onsite and the substantial public foot traffic in the park.
A number of municipalities have constructed “skate spots” within parks, occupying a small area that provides a hard
surface and a couple of basic skateboard elements (e.g. rail, curb, etc.). Skate spots are focused on beginner-level
users to hone their skills prior to transitioning to larger skateboard and BMX facilities. These amenities can increase
the geographic distribution in a highly cost-effective manner that reduces pressures to construct major skateboard
parks.
Action Plans
Construct a skateboard/BMX park at the Newcastle Community Park, which would result in each major
settlement area in Clarington being serviced. Optimally, the future facility would be designed with the input
of local youth.
Further enhance the geographic distribution of skateboarding opportunities through the creation of basic
“skate spots” where appropriate through future park design and redevelopment projects.
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6.4 Leash-Free Dog Parks
There are 3 leash-free dog parks located in each of the primary urban settlements. The leash-free parks are co-
located on community centre sites in Courtice and Newcastle while the Bowmanville leash-free dog park forms part
of the Port Darlington Beach/Harbour Conservation Area campus.
Table 13: Leash-Free Park Inventory by Settlement, 2019
Community Total Per Capita
Leash-Free Dog Parks 3 34,113
Bowmanville 1 45,135
Courtice 1 27,898
Newcastle 1 12,403
Orono/Rural - 0
Public Input
Slightly less than a quarter of ORNA survey respondents (23%) reported visiting a leash-free park over the past
twelve months while 10% chose future investments in such facilities as a top priority. In addition, a modest number
of comments were received for leash-free parks through the Launch Event.
Analysis
A scan of GTA municipalities indicates that typically there are no measurable provision standards for the
development of leash-free zones in parks. Most municipalities provide them on a case-by-case basis, in partnership
with volunteer organizations. Business planning exercises often guide provision of leash-free zones, considering
broad factors including geographic distribution, resident requests, and the availability of suitable locations.
The Municipality of Clarington has been proactive in securing meaningfully sized dog parks in the urban settlements
of Bowmanville, Courtice and Newcastle. Observations from Municipality staff as well as dog owners engaged at the
time of site visits suggest that Clarington’s Dog Parks are well used. As medium to higher density developments
continue to emerge in certain parts of Clarington’s urban settlements - such as north Bowmanville - new residents
with small or no backyards may increasingly seek leash-free areas to exercise their pets. People also benefit greatly
from leash-free zones, as they are a place for individuals sharing similar interests to gather and often where
newcomers to a community can meet others (or where people who are otherwise living in isolation can meet others).
With pet ownership rates rising among the older adult population, Clarington’s leash-free parks will continue to
play an important role for older adults to create or maintain interaction with others and minimize risk of social
isolation.
With more than 19,000 new residents expected to arrive in Bowmanville over the next ten years, many of whom will
be living in more compact residential developments, an additional off-leash park is recommended. The off-leash
park should be developed in north Bowmanville since the majority of future growth is planned in that area as well
as the ability to balance the geographic distribution with the existing Bowmanville leash-free park in the south.
Action Plans
Construct an off-leash park in North Bowmanville in recognition of future growth, trends towards compact
forms of development, and to strengthen geographic distribution within that particular settlement area.
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6.5 Splash Pads
The Municipality operates a total of 16 splash pads within its parks system and is somewhat unique in the sense
that splash pads are provided on a neighbourhood basis (as opposed to district-wide or municipally-wide basis as
demonstrated in a number of other municipalities). With the exception of the Port Darlington East Beach splash pad
that has a Clarington-wide draw, the other splash pads largely service a neighbourhood-level catchment area.
Table 14: Splash Pad Inventory by Settlement, 2019
Community Community Splash Pad Neighbourhood Splash Pad Total Per Capita
Splash Pads 1 15 16 6,396
Bowmanville 1 8 9 5,015
Courtice - 3 3 9,299
Newcastle - 3 3 4,134
Orono - 1 1 16,902 Rural - - -
Public Input
The ORNA survey sample ranked further investments in splash pads as the third highest priority at 29%; splash pads
were also the second-most visited outdoor recreation facilities with 54% of responding households reporting visiting
a splash pad in the past year. Feedback regarding splash pads was less prevalent during in-person consultations
held to date.
Port Darlington East Beach splash pad Walbridge Park splash pad (Newcastle)
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Analysis
Splash pads are popular facilities and are a common feature in many parks, particularly those serving district and
community-level catchments. They provide a fun an interactive waterplay experience that has proven to be highly
popular among families with younger children. Splash pads have become an alternative to outdoor pools and
wading pools since they do not require staff to be present during operating hours, they usually only use water when
activated by buttons by users, and they are easier to maintain than deep-water pools; however, splash pads still
require investments of time and capital though the extent to which is dependent upon their size, design and type
of mechanical system. Splash pads can be designed thematically to reinforce a park’s sense of place and
complement a broader park theme, but can also take the form of public art or fit within a civic plaza through fountain
features that still allow users to cool down in the summer.
The Municipality’s approach is one that maximizes geographic distribution by constructing smaller scale waterplay
facilities in the range of 1,000 square feet although recently constructed splash pads at Pearce Farm Park and Port
Darlington Beach exceed 2,000 square feet; the latter is an exception to the Municipality’s typical splash pad design
template where the larger facility design was employed to complement the regional catchment and tourism focus
of that waterfront park.
The neighbourhood-based provision strategy results in lower per unit capital costs of design and construction
relative to district or regionally-scaled design templates used in a number of communities. This lower capital cost
has allowed the Municipality to provide splash pads at an overall rate of one per 711 children between the ages of
0 and 9, considerably higher than the one per 3,000 children established as targets in many municipal parks and
recreation master plans. A caveat to the lower per-unit capital cost, however, is that the Municipality may be
incurring greater costs of installing water and electrical infrastructure into its neighbourhood parks relative to other
communities that provide fewer splash pads; in addition, regular maintenance and operations costs may also be
higher due to the number of sites in service.
Although the Municipality’s splash pad implementation strategy is largely based on geographic distribution, to
assist in future capital planning the ORNA projects that there could be a need for 26 splash pads in total by the year
2031 should the service level remain at approximately one splash pad per 700 children. This would mean a total of
10 new splash pads being added to the supply, though it bears reinforcing that the number of splash pads would
be directly correlated to the number of future Neighbourhood Parks that will be acquired in the future.
Action Plans
Continue to provide splash pads in new Neighbourhood Parks, where appropriate, recognizing this
approach may result in smaller facilities along with higher construction, maintenance and water costs when
compared to larger splash pads located in Community or Municipal level parks. As a general guide, the
Municipality should target provision of these facilities at a rate of one per 700 children under the age of 10
and servicing new residential areas and where other geographic gaps in distribution may exist.
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6.6 Community Gardens
There are presently two community allotment gardens in the Municipality. The Liberty Allotment Garden is located
behind the Tourism Clarington building on Liberty Street in Bowmanville and contains 46 plots. The Bowmanville
Allotment Gardens is located on Haines Street and contains 65 plots, though its current location is slated to be
redeveloped as a helipad for the Bowmanville Hospital (the Municipality’s Operations Department has advanced a
plan to temporarily relocate these plots north of the current garden site, immediately south of the cemetery lands).
Public Input
The Bowmanville Allotment Gardens, Liberty Allotment Garden and a recently formed, independent organization
known as the Soper Creek Community Garden Committee have been active participants in the ORNA process. Their
input has centred upon the importance and benefits derived from community gardening, as well as to highlight a
need to replace the existing Bowmanville Allotment Gardens that will be removed for a helicopter pad. Collectively,
the allotment garden organizations have expressed a desire to expand the number of community allotment gardens
throughout the Municipality, including within existing and future parks, vacant lands and other properties where
opportunities may present themselves.
A total of 56 people completing the ORNA survey (15%) have made use of a community garden in the past twelve
months; 34 respondents (11%) rated future investments in community gardens as a top priority for outdoor
recreational infrastructure.
Analysis
Gardening is one of the most popular forms of leisure activity in Canada. In Clarington, both allotment gardens
report strong demand for rentable plots from an established base of gardeners and new members interested in
community gardening. Plot rentals have been near or at capacity for both the Bowmanville Allotment Gardens and
the Liberty Allotment Garden, the latter of whom report a waiting lists that range between 8 and 12 plots in a given
year.
Demand for allotment gardens is expected to increase as Clarington’s population ages and residents of various
backgrounds seek more passive types of outdoor leisure activities. Demand may also increase – albeit at a marginal
level – as a result of higher density housing trends being developed in the primary urban settlement areas that are
resulting in smaller or no backyards in certain developments; in addition, certain condominium developments may
not permit gardens through their respective constitutions/by-laws.
Allotment gardens have been embraced by municipalities including Clarington to beautify their communities and
supplement a growing reliance on the public realm for personal use. These gardens encourage social interaction,
horticultural education and awareness of the benefits of healthy diets, while they can also enhance safety within
public spaces due to the presence of gardeners throughout the day.
Community gardens fit well with the Municipality’s creative and cultural populations, objectives surrounding food
security, and aging population as older residents may be more inclined to participate in such activities. Support
from the Municipality does not necessarily need to be financial – Clarington staff with expertise in park design,
maintenance and horticulture could lend their insights to organizations or the Municipality could continue to
provide space within lands under its ownership (including parks) to establish new community gardens.
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With two established community partners specializing in urban agriculture and a third organization (Soper Creek
Community Garden Committee) emerging during the ORNA’s preparation, the Municipality’s role continues to be
one of support, if needed. The temporary relocation of 65 community garden plots on Haines Street requires a
permanent solution, and potentially at a larger size or across multiple locations based on current demand indicators.
The Bowmanville Allotment Gardens notes that a garden site measuring 25 feet by 100 feet would allow a number
plots to be established but in recognition of smaller parks being conveyed to municipalities, also feel that gardens
measuring 30 feet by 30 feet would also allow a critical mass to be formed and could be integrated into multiple
locations to meet needs as an alternative to a large site. Confirmation of the size of the site(s) will be required to
provide the required number of replacement and growth-related plots.
Action Plans
Determine a suitable replacement site(s) to permanently accommodate plots displaced from the
Bowmanville Allotment Gardens on Haines Street.
6.7 Bocce Courts & Lawn Bowling Greens
The Municipality of Clarington does not have any bocce courts or lawn bowling greens.
Public Input
No requests for bocce or lawn bowling facilities were presented during ORNA consultations apart from one to two
people utilizing and prioritizing these facilities in the community survey (1%).
Analysis
Bocce and lawn bowling in Ontario have largely been provided to the general public through community based
clubs, some of which are located on municipal lands and using different operational models run by clubs, the
municipality, or a combination thereof. For example, the City of Oshawa and Town of Whitby both provide land for
lawn bowling greens though the facilities are maintained exclusively by the local lawn bowling clubs (Whitby also
owns and maintains two bocce courts at Cullen Park).
At the provincial and regional level, there is little evidence suggesting that lawn bowling or bocce will meaningfully
grow beyond their current participation rates as these sports have not been taken up by younger generations. In
the absence of demand indicators such as local participation rates, limited public requests, and other socio-cultural
factors, municipal entry into provision of these facilities is not warranted at this time. Only in the event that the
Municipality is presented with quantifiable demand and a meaningful partnership opportunity - where the
community will take an active role in delivering programs and providing general oversight and maintenance - should
Clarington consider developing/partnering on bocce or lawn bowling facilities.
Action Plans
It is not recommended that the Municipality add bocce or lawn bowling facilities to its core service portfolio
nor should it construct any such facilities in the next 15 years unless increased demand is expressed, and a
business plan is prepared to determine feasibility and costs.
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7. Non-Capital Considerations
Through the ORNA process, a number of points emerged through discussions with the public and various
stakeholders that relate to operational and service delivery matters. Such comments were noted but residents and
stakeholder groups were informed that the ORNA focuses on capital infrastructure needs.
Although the ORNA’s scope focuses on new capital infrastructure requirements needed over the next 15 years, the
following operational considerations are presented as information that may be considered through future studies,
initiatives and decisions carried out by the Municipality of Clarington. Please note that these should not necessarily
be construed as recommendations being set out through the ORNA but rather points for further consideration.
7.1 Facility Allocation, Scheduling & Pricing
A number of comments were received pertaining to facility scheduling and allocation practices, maintenance, rates
and fees, and other operational matters largely pertaining to sports fields (as most other outdoor facilities are not
rented for organized use). Matters pertaining to allocation and pricing are important to sports field users because
of the varying design specifications and maintenance assigned to certain sports field. For example, groups will likely
be looking for the fields that are of the size/dimensions that they need while also providing amenities they are
looking for (e.g. lighting, benches, etc.); groups perceive the value-added design and maintenance practices of a
field with its rental rate. The Municipality may consider formalizing design and maintenance standards for different
types of sports fields, possibly using a sports field classification system or hierarchy that defines the highest quality
fields from those intended for practices or neighbourhood-level play.
7.2 Data Collection & Performance Measurement
Effective planning and decision-making requires having the necessary information in hand. Through the ORNA
process, certain information used to understand the local market was easier to obtain than others. In particular, the
collection of registration information relied upon unverified data provided by user groups during the Focus Groups
as well as attempts to contact them by phone/email. A number of municipalities require user groups that wish to
regularly book facilities to provide their registrations annually so that municipalities can allocate these facilities
effectively and efficiently. Not only does having registration information aid in facility allocation, it inherently allows
a municipality to track sport-specific trends from year-to-year and in turn aid in future infrastructure planning based
on user group needs.
Other information that is useful for infrastructure planning pertains to the utilization of facilities. While the
Municipality can run reports pertaining to total hours booked and available at a given facility, more effort is needed
if it wishes to understand peak versus off-peak usage, or how usage differs by day of the week or any given month.
By tracking facility utilization in a more detailed way, municipalities can understand pressures being placed on
existing infrastructure, the degree to which new infrastructure could be used, as well as informing operational
matters relating to staffing, pricing, scheduling, and more.
With registration and utilization information, along with facility-specific financial metrics (e.g. revenues or cost
recovery rates, expenditures per acre or per facility type, etc.) and other considerations, the Municipality can put
itself in a position to improve its efficiency and effectiveness.
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7.3 Considering Strategic Partnerships
The Municipality’s Community Services Department Strategic Plan is but one document that encourages
partnerships with other facility providers of sport and recreation.11 Partnerships can be beneficial in terms of
securing land, sharing capital and operating costs, and cost-effectively addressing gaps where facilities/programs
are required. The Municipality has a number of prospective partners such as the local conservation authorities for
trails, the local school boards for sports field or sport court developments, and local volunteers and businesses such
as BIAs, the Soper Creek Community Garden Committee and similar, sports associations, etc. Partnerships should
be evaluated based on a set of principles or as a part of a formalized framework in order to make decisions that
they are transparent, consistent, and reflective of the Municipal and Departmental values.
11 Municipality of Clarington. 2008. Community Services Department Strategic Plan. p.28.
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8. Implementation Strategy
8.1 Implementing the ORNA
The ORNA spans a 15 year planning period during which a number of Action Plans are proposed for implementation;
these Action Plans are summarized in the pages that follow.
The substantial population growth forecasted in Clarington along with evolving participation preferences among
residents has the potential to alter future needs and demands for outdoor recreation facilities. For this reason, the
Municipality should update the ORNA in five years in order to reflect any changes to the supply, opportunities to
accommodate new infrastructure through parks that have been added in the various settlement areas, socio-
demographic characteristics in Clarington, and respond to trends in outdoor recreation activity.
Sports Field Implementation Strategy
Action Plan Suggested Timing 2020 to 2025 2026 to 2030 2031 to 2035
Construct 2 Hardball Diamonds at Newcastle Community Park
Construct 3 Rectangular Fields at Future Neighbourhood Parks
Construct 3 Softball Diamonds at Future Neighbourhood Parks
Replace fields removed due to the South Bowmanville Rec. Centre
Light South Courtice Rectangular Field #3
Construct a Rectangular Field at a Future Neighbourhood Park*
Construct a Ball Diamond at a Future Neighbourhood Park*
Light the Courtice Memorial Park Rectangular Field
Light the Bowmanville High School Rectangular Field
Light the Penfound Park Ball Diamond
Construct a Rectangular Field at a Future Neighbourhood Park*
Construct a Ball Diamond at a Future Neighbourhood Park*
Light the Longworth Park Ball Diamond
* Funding for these sports fields are accounted for in the Municipality’s 10-year Development Charge Forecast – future analyses
should confirm the type and number of sports fields required based on market characteristics and capacity available at that time.
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Sport Court Implementation Strategy
Action Plan Suggested Timing 2020 to 2025 2026 to 2030 2031 to 2035
Re-install posts and nets at the Stuart Park tennis courts in Courtice, and add a multi-use court overlay that allows tennis and pickleball
Construct three tennis courts at the Newcastle Community Park
Construct three pickleball courts at the Newcastle Community Park.
Construct two tennis/pickleball multi-use courts in north Bowmanville
Construct two tennis/pickleball multi-use courts in the Southeast Courtice Secondary Plan
Redevelop the asphalt pad at Lord Elgin Park in Bowmanville to an outdoor pickleball complex (contingent upon site confirmation)
Construct one basketball court in north Bowmanville
Construct one basketball court in South-East Courtice Secondary Plan
Construct one basketball court in Orono
Other Recreation Facility Implementation Strategies
Action Plan Suggested Timing 2020 to 2025 2026 to 2030 2031 to 2035
Proceed with the Municipality’s Active Transportation Master Plan
Construct a skateboard/BMX park at the Newcastle Community Park
Provide a replacement site(s) to permanently accommodate
displacement of the Bowmanville Allotment Gardens.
Construct an off-leash park in North Bowmanville
Improve connectivity between and within settlement areas, including
north-south connections with regional trail networks
Integration of basic “skate spots” in parks, where appropriate
Integration of splash pads at future Neighbourhood Parks
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8.2 Estimated Capital Costs
Building upon assessments contained throughout the ORNA, the estimated capital costs of each initiative are
detailed as follows. Please note that these estimates reflect the base cost of construction (in 2020 dollars) and have
been provided by the Municipality of Clarington based upon information derived from Development Charge
forecasts and past tenders. Capital construction estimates assume ideal site development conditions and do not
include costs associated with land acquisition, site servicing, design or contingency allocations, escalations in
building or material costs, etc. All cost should be confirmed by the Municipality prior to integrating these
figures into future capital budgets and/or tenders.
A summary of costs estimated over the ORNA’s 15 year planning horizon are as follows, and detailed in the charts
that immediately follow:
Rectangular Fields $ 1,225,000
Ball Diamonds $ 3,150,000
Tennis & Pickleball Courts $ 625,000
Basketball Courts $ 120,000
Other $ 300,000
Total Capital Costs $ 5,420,000
Rectangular Fields 2020 to 2025 2026 to 2030 2031 to 2035
3 Rectangular Fields at Future Neighbourhood Parks $600,000
Replace fields removed due to the South Bowmanville Recreation Centre expansion TBD after final concept design
Light South Courtice Rectangular Field #3 $75,000
1 Rectangular Field at a Future Neighbourhood Park $200,000
Light the Courtice Memorial Park Rectangular Field $75,000
Light the Bowmanville High School Rectangular Field $75,000
1 Rectangular Field at a Future Neighbourhood Park $200,000
Totals $675,000 $350,000 $200,000
Note: Assumed capital costs are stated in 2020 dollars as follows: $200,000 per unlit rectangular field (scaled to Neighbourhood
Park standards); $75,000 to install lighting on an existing rectangular field
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Ball Diamonds 2020 to 2025 2026 to 2030 2031 to 2035
2 Hardball Diamonds at Newcastle Community Park $1,500,000
3 Softball Diamonds at Future Neighbourhood Parks $900,000
1 Ball Diamond at a Future Neighbourhood Park $300,000
Light the Penfound Park Ball Diamond $75,000
1 Ball Diamond at a Future Neighbourhood Park $300,000
Light the Longworth Park Ball Diamond $75,000
Totals $2,400,000 $375,000 $375,000
Note: Assumed capital costs are stated in 2020 dollars as follows: $750,000 per lit hardball diamond; $300,000 per unlit softball
diamond (scaled to Neighbourhood Park standards); $75,000 to install lighting on an existing diamond
Tennis / Pickleball Courts 2020 to 2025 2026 to 2030 2031 to 2035
Re-install posts/nets and add overlay at Stuart Park $25,000
3 tennis courts at the Newcastle Community Park $180,000
3 pickleball courts at the Newcastle Community Park. $60,000
4 tennis/pickleball multi-use courts in north Bowmanville and Southeast Courtice Secondary Plan $240,000
Lord Elgin Park asphalt pad redevelopment $120,000
Totals $265,000 $360,000
Note: Assumed capital costs are stated in 2020 dollars as follows: $60,000 per tennis/multi-use court; $20,000 per pickleball court
Basketball Courts 2020 to 2025 2026 to 2030 2031 to 2035
2 basketball courts in north Bowmanville and South-East Courtice Secondary Plan $80,000
1 basketball court in Orono $40,000
Totals $120,000
Note: Assumed capital costs are stated in 2020 dollars as follows: $40,000 per basketball court
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Outdoor Recreation Needs Assessment | May 2020 Page 55 Monteith Brown Planning Consultants Ltd.
Other Recreation Facilities 2020 to 2025 2026 to 2030 2031 to 2035
Active Transportation Master Plan Already Funded
Skateboard/BMX park at Newcastle Community Park $300,000
Provide a replacement site(s) for the Bowmanville
Allotment Gardens. TBD
Construct an off-leash park in North Bowmanville TBD
Improve trail connectivity To be identified through the Active Transportation Master Plan
Integrate “skate spots” TBD based on future Neighbourhood Parks development/redevelopment projects
Integrate splash pads at future Neighbourhood Parks
Assume $125,000 per splash pad, total cost
TBD based on distribution of future Neighbourhood Parks
Totals $300,000 TBD TBD
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Outdoor Recreation Needs Assessment | May 2020 Page 56 Monteith Brown Planning Consultants Ltd.
Appendix A: Community Survey Results
Q1. In the past 12 months, which of the following outdoor recreation facilities have you or anyone in your
household used (whether in Clarington or elsewhere)? Please select all that may apply.
# %
Recreational Trails 235 61%
Splash Pads 207 54%
Soccer Fields 183 48%
Baseball / Hardball Diamonds 169 44%
Slo-Pitch / Softball Diamonds 106 28%
Basketball Courts 99 26%
Off-Leash Dog Park 88 23%
Skateboard and BMX Parks 64 17%
Tennis Courts 57 15%
Community Gardens 56 15%
Football Fields 29 8%
Lacrosse Fields 26 7%
Pickleball Courts 16 4%
Sand Volleyball Courts 14 4%
Rugby Fields 5 1%
Lawn Bowling Greens 5 1%
Cricket Pitches 1 0%
Bocce Courts 1 0%
Other 43 11%
Total 383
Other:
Playgrounds (20) Open Space (10)
Outdoor Pool (4) Trails (4)
Outdoor Ice Rink (2) Track (2)
Beach (1)
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Outdoor Recreation Needs Assessment | May 2020 Page 57 Monteith Brown Planning Consultants Ltd.
Q2. If you and / or members of your household are not able to participate in outdoor recreation activities as
often as you would like, please indicate why. (select up to three responses)
# %
Lack of desired outdoor facilities 121 33%
No barriers – We are able to participate as often as we would like. 113 30%
Lack of personal time / Too busy 98 26%
Lack of Information / Unaware of opportunities 66 18%
Activity not offered at a convenient time 49 13%
Lack of money / Too expensive 48 13%
Lack of transportation / Facility is too far away 21 6%
Lack of childcare 20 5%
Health problems / disability / age 11 3%
Don’t know 6 2%
Not interested in outdoor recreation 3 1%
Language / Cultural barrier 0 0%
Other 31 8%
Total 371
Other:
Facility Conditions / Maintenance (14) Accessibility (5) Inadequate Hours (4)
Inadequate Facilities/Programs (2) Lack of Volunteers (1)
Q3. If you or members of your household frequently use outdoor recreation facilities outside of the
Municipality of Clarington, please indicate said facility below. (please list a maximum of 2 activities)
Facilities (not listed in order):
Baseball Diamonds Soccer Fields
Rugby / Lacrosse Fields Cricket Pitches Splash Pads
Tennis Courts Pickleball Courts
Sand Volleyball Courts Dog Parks Outdoor Pools
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Outdoor Recreation Needs Assessment | May 2020 Page 58 Monteith Brown Planning Consultants Ltd.
Q4. For any of the facilities you noted in Question 3, why does your household use them outside of the
Municipality of Clarington? (select up to 3 responses)
# %
I do NOT participate outside of Clarington 135 42%
Facility/program is not available in Clarington 78 24%
Quality of facility/program is superior 71 22%
Tournaments/Special events/Travel team 55 17%
“Connected” to other community/used to live there 23 7%
Facility/program not available at the preferred time 23 7%
Less expensive 17 5%
Don’t know 8 2%
Closer to home 7 2%
Closer to work or school 4 1%
Other 27 8%
Total 324
Other:
Facilities available in other communities (6) Not enough facilities/space in Clarington (5) Undesirable field conditions (3)
Personal preference (3) Change of scenery (2)
Q5. To what extent do you agree or disagree with the following statements?
Strongly Disagree Disagree Neither Agree nor Disagree Agree Strongly Agree Don't Know
# % # % # % # % # % # %
Investment in outdoor recreation facilities should be a high priority for Municipal Council. 16 5% 5 2% 18 6% 72 23% 206 65% 0 0%
Investment in trails should be a high priority for Municipal Council. 17 5% 9 3% 52 16% 96 30% 141 44% 2 1%
Outdoor recreation facilities are distributed equitably throughout the Municipality. 50 16% 80 25% 66 21% 71 22% 31 10% 19 6%
The Municipality’s outdoor recreation facilities meet the needs of all ages. 60 19% 96 30% 58 18% 69 22% 20 6% 13 4%
The Municipality’s outdoor recreation facilities are accessible for persons with disabilities or special needs. 23 7% 52 16% 85 27% 69 22% 18 6% 69 22%
Trails in Clarington connect me to the places that I like to go. 16 5% 78 25% 109 34% 72 23% 12 4% 30 9%
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Outdoor Recreation Needs Assessment | May 2020 Page 59 Monteith Brown Planning Consultants Ltd.
Q6. Please indicate which of the following outdoor recreation facilities you feel the Municipality of
Clarington should prioritize in terms of additional public funds and/or providing additional access: (select
your top 3)
# % # %
Recreational Trails 145 46% Pickleball Courts 16 5%
Baseball / Hardball Diamonds 108 34% Lacrosse Fields 14 4%
Splash Pads 92 29% Sand Volleyball Courts 13 4%
Soccer Fields 62 20% Lawn Bowling Greens 5 2%
Slo-Pitch / Softball Diamonds 59 19% Football Fields 4 1%
Basketball Courts 35 11% Rugby Fields 4 1%
Community Gardens 34 11% Cricket Pitches 3 1%
Off-Leash Dog Parks 32 10% Bocce Courts 2 1%
Skateboard and BMX Parks 27 9% Other 39 12%
Mountain Bike Park 25 8% Total 315
Tennis Courts 23 7%
Other:
Playgrounds (13) Outdoor Ice Rink (8) Outdoor Pool (3) Environmental Protection (1)
Batting Cages (1) Track (1) The Arts (1)
Q7. Please provide any additional comments or suggestions you may have regarding outdoor recreation
facilities in Clarington.
These open-ended answers encompassed a wide-ranging set of topics and thus are not summarized
herein; however, responses have been considered as part of the needs assessments where applicable to the study scope.
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Outdoor Recreation Needs Assessment | May 2020 Page 60 Monteith Brown Planning Consultants Ltd.
Q8. Do you or any members of your household
belong to an outdoor recreation organization or club?
Q9. How many people live in
your household, including yourself?
# % Average 3.9
Yes 182 60% Median 4.0
No 122 40% Mode 4.0
Total 304 100%
Q10. Please indicate the total number of people within your household in the following age categories.
Q11. In what year were you born?
# # Year of Age
HH PPL Birth (2019)
Under 10 years 172 288 Average 1977 42
10-19 years 166 261 Oldest 1940 79
20-34 years 76 121 Youngest 2002 17
35-54 years 244 450
55-69 years 39 63
70 years or older 9 11
Total 1,194
Q12. Are you a resident of the Municipality of Clarington?
# % Other:
Yes 294 96% Ajax (1), Whitby (1), Scugog (1),
No 11 4% Pontypool (1), Oshawa (1)
Other 5
Total 305 100%
Q13. Which Municipality of Clarington settlement area do you live in or are closest to?
Settlement # % Settlement # %
Bowmanville 160 53% Rural Area 2 1%
Courtice 85 28% Enniskillen 1 0%
Hampton 2 1% Kendal 1 0%
Newcastle 36 12% Total 300 100%
Orono 13 4%
Page 111
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: OPD-002-20
Submitted By: Stephen Brake, Acting Director of Operations
Reviewed By: Andrew C. Allison, CAO Resolution#:
File Number: By-law Number:
Report Subject: Winter Control Services
Recommendations:
1. That Report OPD-002-20 be received;
2. That Council support the cancellation of Tender CL2020-13 for Winter Control
Services; and
3. 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.
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Municipality of Clarington Page 2
Report OPD-002-20
1 Background
1.1 At the regular meeting of January 20, 2020, Council approved Resolution C -022-20 that
directed staff to issue a tender for the contracting out of two snow plow routes to
commence on November 1, 2020.
1.2 The Resolution also directed staff to add additional routes to the snow plowing contract
each year as existing combination trucks reached the end of their service life and are
scheduled for replacement.
1.3 Given that two replacement combination snow plow trucks were included in the 2020
capital budget submission, the tender was developed with the requirement to provide four
combination trucks to plow winter routes.
1.4 Tender specifications for the contracted service were prepared by the Operations
Department and provided to the Purchasing Services Division. The scope of work
included the plowing of four winter control routes or approximately 100 kilometers of
Class 2-5 roadway. The tender also requested bids on a number of other supplementary
winter control service items for possible future use but they were not to be included in the
final bid summary.
1.5 On April 16, 2020, Request for Tender CL2020-13 was issued by the Purchasing
Services Division and advertised electronically on the Municipality’s website . Notification
of the availability of the document was also placed on the Ontario Public Buyer’s
Association website.
1.6 Seventeen companies downloaded the tender document.
2 Analysis
2.1 The tender closed on May 6, 2020.
2.2 Five submissions were received in response to the tender call. The bids were reviewed
and tabulated by the Purchasing Services Division (see Attachment 1). Four
Report Overview
Report OPD-001-20 addressed the option of contracting out future snow plow routes. Based
on the direction of Council staff prepared the tender and have subsequently received bids for
the provision of the service. This report provides the results of Tender CL2020-13 for Winter
Control Services.
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Municipality of Clarington Page 3
Report OPD-002-20
submissions were deemed compliant and one was deemed non-complaint due to the
limited experience of the bidder for the completion of similar work in the past.
2.3 The twelve companies that downloaded the tender document but did not submit a bid
were contacted by the Purchasing Services Division to find out why they chose not to bid.
The responses were as follows:
Two companies were manufacturer/suppliers
Two companies prefer a different pricing structure (by the hour). The tender
provided payment by the km.
Two companies cannot handle the tender due to current plans/workload
One company cannot meet delivery/completion deadlines
One company was not interested in the scope of work as it was outside their
focus
One company was not interested in the supplementary sidewalk clearing portion
of the tender
Three companies have not responded to the request for information
2.4 The results were forwarded by the Purchasing Services Division to the Operations
Department for review and consideration. The low, compliant bid is from Todd Brothers
Contracting Limited for $3,387,148.61 (Net HST Rebate).
2.5 The tender bid amount provides for the supply of four Combination Units (Sand/Salt/Plow
Trucks) and licensed experienced operators to carry out the salting and plowing work
required. Costs requested were based on an estimated annual number of 22 winter call-
outs per year over a nine-year contract term that would expire on March 31, 2029.
2.6 The annual cost per truck for the contracted service has been calculated to be
$94,087.46. It should be noted that this amount is considerably higher than the
estimated in-house annual snow plowing cost of $66,894.78 per truck that was previously
outlined on Table 1 of Operations Department Report OPD-001-20.
2.7 The resulting cost differential represents an increase of $27,192.68 per truck or
$108,770.72 per year for the four initial contracted routes.
2.8 The annual contracted cost of $94,087.46 per truck is also significantly higher than the
highest average operating cost per route of $74,285.71 for similar contracted services
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Municipality of Clarington Page 4
Report OPD-002-20
that were received from Clarington’s neighbouring municipalities. Details on this rate
were provided on Table 2 in Operations Department Report OPD-001-20.
2.9 After review and analysis of the bid by the Operations Department it is respectfully
recommended that the tender call for Winter Control Services be cancelled. While it is
not exactly clear why the submitted bids were considerably higher than what was
anticipated the reasoning could include Clarington’s geographic location, present market
conditions or the general timing of the bid process.
3 Concurrence
3.1 This report has been reviewed by the Manager of Purchasing who concurs with the
recommendations.
4 Conclusion
4.1 The primary benefit of considering the contracting out of snow plow routes was to
achieve savings through the reduction of in-house costs related to the initial purchase of
vehicles, the servicing of equipment and the amount of staff overtime incurred. Prior to
tendering, it was envisioned that the service delivery model could potentially create good
public value through the optimization of the Operations Department fleet. Although the
costs are not sustainable at this time, staff will revisit the model again in another two to
three years to further refine service levels and as other combination snow plow trucks
come due for replacement.
4.2 The creation of other winter control efficiencies within the Operations Department is
currently underway. These efforts include a major review change to a hierarchal design
of snow plow routes, the introduction of shifts for staff and the implementation of a new
protocol to initiate winter control responses. If implemented, these changes can be
expected to greatly reduce overtime costs for the upcoming 2020/2021 winter control
season.
4.3 Currently staff are investigating a potential partnership with one of the local academic
institutions to work with our GIS software and undertake a snowplow route optimization.
By adding a digital element to our process, it is anticipated that at least some level of
efficiency will be identified. Other jurisdictions have undertaken similar projects which
have led to more effective use of staff time and reduced the overall equipment need.
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Municipality of Clarington Page 5
Report OPD-002-20
4.4 As a means to continue providing a satisfactory level of in -house winter control service, it
is respectfully recommended that staff be given the approval to issue a tender for the
replacement of four end of service life combination trucks that were previously requested
in the 2019 and 2020 capital budgets.
Staff Contact: Stephen Brake, Acting Director of Operations, 905-263-2291 extension 2903 or
sbrake@clarington.net
Attachment:
Attachment 1 – Summary of Bid Results
Interested Parties:
There are no interested parties to be notified of Council's decision.
Page 116
Attachment 1 to
Municipality of Clarington Report OPD-002-20
Municipality of Clarington
Summary of Bid Results
Tender CL2020-13
Winter Control Services
Bidder
One-Year
Total Bid
(Net HST Rebate)
Potential Nine-Year
Total Bid
(Net HST Rebate)
Forest Ridge Landscaping Inc. $330,007.68 $2,970,069.12
Todd Brothers $376,349.85 $3,387,148.61
ROA Inc. $527,644.28 $4,748,798.55
Miller Paving $554,083.20 $4,986,748.80
Fairview Trucking Inc. $558,979.55 $5,030,815.91
Page 117
Staff Report
If this information is required in an alternate accessible format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
Report To: General Government Committee Report Number: CSD-005-20
Date of Meeting: June 1, 2020 By-law Number:
Submitted By: George Acorn, Director of Community Services
Reviewed By: Andrew C. Allison, CAO Resolution#:
File Number:
Report Subject: 2020 Community Event Sponsorship Requests – Intake 2 (Spring)
Recommendations:
1. That Report CSD-005-20 be received;
2. That Council approve the staff recommendations on Intake 1 funding as presented in
this Report;
3. That Council consider all submitted Intake 2 sponsorship requests; and
4. That all interested parties listed in Report CSD-005-20, and any delegations be
advised of Council’s decision.
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Municipality of Clarington Page 2
Report CSD-005-20
1. Background
1.1 The Community Event Sponsorship Program provides an opportunity for Council to
recognize and support events in our community that promote resident engagement and
foster civic pride. The Program provides financial assistance to community organizations
or groups of residents that meet the Program’s eligibility criteria to a maximum of $2,000
per application.
1.2 Applications presented in this Report were received through Intake 2 (Spring). The
deadline for submissions was extended by one week this year to April 8, 2020 to provide
residents some extra time with applications due to the closure of facilities due to COVID-
19. No late applications were considered.
1.3 In total we received 19 applications and to date, have had five applicants withdraw their
requests as a result of event cancellations due to COVID-19. At this time, we have not
been formally advised of any other cancellations and staff will continue to keep in
communication with all applicants.
1.4 The 2020 Community Event Sponsorship Program has a budget of $35,000, split over the
two intakes. The total amount approved for Intake 1 events was $12,000. This resulted in
$23,000 being available, however after cancellations, the amount to award for Intake 2
requests increased to $25,000.
Report Overview
The Community Services Department is presenting for Council’s consideration the
Community Event Sponsorship Program – Intake 2 (Spring). To be eligible for this Intake,
an event must be planned to take place between July 1, 2020 and December 31, 2020.
A total of 19 applications were received, with five subsequently withdrawn due to the
cancellation of the event. The total amount requested from the eligible applications is
$22,800 and the available budget is $25,000.
Due to the uncertainty we are facing with COVID-19, staff have reached out to all remaining
applicants to confirm the intention to hold their events during the eligible time period. We
received correspondence from each applicant and the report includes withdrawals for
applications as a result.
This Report also provides an update on the Intake 1 (Fall) applicants and the potential
impact that COVID-19 has had on those events and staff recommendations for that funding.
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Municipality of Clarington Page 3
Report CSD-005-20
1.5 The 19 event sponsorship applications submitted by the deadline totalled $30,550.
Subsequent to the cancellations we received the revised submission total is $22,800.
2. Update on Intake 1 2020 (Fall)
2.1 For Intake 1 of the Community Event Sponsorship Program, Council awarded a total of
$12,000 of the possible $17,500 to seven different organizations as outlined in the chart
below. These events were proposed to be held between January 1 and June 30 of this
year.
2.2 Unfortunately, due to the emergence of the pandemic, none of the seven events were held
as originally scheduled. In most instances, organizers have indicated they are
rescheduling the events to occur later in the year or changing the delivery model of the
event.
2.3 The following is a summary of the approved requests, the current status and the staff
recommendation on that funding:
Community Group Description and Status of
Event, Amount of Award
Recommendation on
Funds
Architectural Conservancy
of Ontario – Clarington
(late applicant)
Doors Open – Deferred to
2021 ($2000)
Funds returned
Autism Home Base Cinema & Supper - Deferred
to 2021 ($1000)
Transfer funding to Fall
Family Symposium 2020
Big Brothers Big Sisters Spring Food, Wine & Beer -
Deferred to 2021 ($2000)
Transfer funding to Fall
event
Canadian Cancer Society Relay for Life - Running as a
virtual event ($2000)
Maintain funding
Clarington AAA Peewee
Team
Championship Weekend -
Deferred to 2021 ($2000)
Due to closure happening
days before event, the full
amount has been
expended. Recommend
that no refund be
requested
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Municipality of Clarington Page 4
Report CSD-005-20
Epilepsy Durham Educational Workshops -
Deferred to Fall 2020
($2000)
Maintain funding with
requirement to return if
deferred to 2021
Newtonville Community
Hall
Health & Wellness Days -
Deferred to Fall 2020
($1000)
Transfer funding to Fall
event
2.4 With the return of the funding for the 2020 Doors Open event the revised balance available
for the Intake 2 applications is $25,000. Should any additional events be cancelled, staff
will arrange for the funding to be returned. This will be reported in the Fall of 2020 when
the next Intake will be before Council.
3. Applications for Intake 2
3.1 All received applications have been organized on a Master List of Applicants (Attachment
1). A summary sheet providing more detail on each event (Attachment 2) has been
provided. First time applicants have been identified on the Master List of Applicants in the
Comments column.
3.2 Significant details of applications include: six first time applicants for either new events or
events that have never been applied for in the past; five that have been withdrawn due to
event cancellation (Orono Agriculture Society – Orono Fair, Central Lake Ontario
Conservation Authority – Durham Children’s Groundwater Festival, Hampton United
Church – Clemy Classic, Hospice Supporters – Battle of the Apps, and Brian Purdy -
Bowmanville Concerts in the Park).
3.3 Community organizations or individual groups looking to offer events requiring funding
between January 1, 2021 and June 30, 2021 have been directed to apply under Intake 1
(Fall) for consideration under the 2021 program. The application deadline for Intake 1 is
October 1, 2020.
3.4 Due to the unique situation with the COVID-19 Pandemic, staff will continue to stay
engaged with applicants. As outlined in the application agreement, should the event not
occur as intended, the funding will be returned to the Municipality. If the event do es occur
but all approved funds were not required, the balance of those funds will be retu rned to the
Municipality. Staff will be following up with all event organizers to confirm that the events
occurred, as well as whether all approved funding was required.
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Municipality of Clarington Page 5
Report CSD-005-20
4. Concurrence
4.1 Not Applicable.
5. Conclusion
5.1 It is respectfully recommended that Council, through the Community Event Sponsorship
Program, provide support through awarding Community Event Sponsorship funds to
eligible applicants. These funds can assist groups and organizations in offering special
events that benefit the residents of Clarington. Especially during these challenging times
we are facing, these activities and events serve to bring community members together,
connect our neighbours, and foster pride and engagement in Clarington.
Staff Contact: Lee-Ann Reck, Client Services Manager, 905-623-3379 ext. 2508 or
lreck@clarington.net.
Attachments:
Attachment 1 – 2020 Master List of Applicants with Running Balance
Attachment 2 – 2020 Summary Sheets Intake 2
Interested Parties:
List of Interested Parties available from Department
Page 122
Attachment 1 to CSD-005-20
Appl. #Organization Event Name 2019
Received 2020 Request Comments 2020 Receipt Total 2020
starting balance $25,000.00
S20-02 Newcastle Memorial Arena
Board Family Holiday Skate $2,000.00 $2,000.00 $25,000.00
S20-04 Kendal Community Centre Clarington Honey Festival $0.00 $1,000.00 $25,000.00
S20-06 Bowmanville Memorial
Hospital Foundation Galaween $0.00 $2,000.00 $25,000.00
S20-07 Grandview Children's
Foundation Casino Royale Gala $0.00 $2,000.00 $25,000.00
S20-08 Bethesda House Clarington Community Christmas Party
2020 $0.00 $600.00 $25,000.00
S20-09 Tyrone Community Centre Breakfast with Santa $0.00 $500.00 $25,000.00
S20-10 Newcastle BIA Newcastle Santa Parade $2,000.00 $2,000.00 $25,000.00
S20-11 Soper Valley Model Railroad Bowmanville Model Train Show $0.00 $1,200.00 Applied last in 2017,
received $800 $25,000.00
S20-13 Carion Fenn Foundation Mental Health Workshop $0.00 $2,000.00 First time applicant $25,000.00
S20-14 Newcastle Village and District
Historical Society 1880's Garden Party $0.00 $1,500.00 First time applicant $25,000.00
S20-15 St. Paul's United Church Indigenous Awareness Days $0.00 $2,000.00 First time applicant $25,000.00
S20-16 Oshawa Ski Club o/a
Brimacombe
First Frost at the Brim: Annual Open
House $0.00 $2,000.00 First time applicant $25,000.00
S20-18 Bowmanville Santa Claus
Parade Bowmanville Santa Claus Parade $0.00 $2,000.00 First time applicant $25,000.00
S20-19 Sharon Payton The Port Neighbourhood Watch
Community Celebration $0.00 $2,000.00 First time applicant $25,000.00
Page 123
Attachment 2 to CSD-005-20
Municipality of Clarington
Community Services Department
Summary of Community Event Sponsorship Information
Applicant / Organization: Newcastle Memorial Arena Board
Application #: S20-02
Date Received: January 17, 2020
Contact Name: Todd Taylor
Event Information
Event Name:
Family Holiday Skate
Event Date:
20/12/2020-30/12/2020
Event Location:
Newcastle Memorial Arena
Anticipated Attendance:
520
Admission Cost:
N/C
Sponsorship Benefits
• MOC logo to be displayed on all printed material and
social media
Description of the event that the sponsorship will be used for:
A daily 1.5 hour open skate (Sunday to Sunday) for all residents of the Village of Newcastle and the
Municipality of Clarington.
Event Financial Summary:
2020
Revenue $ .00
Expenses $ 3,690.00
Net ($ 3,690.00)
Organization Funding History
2018 Received 2019 Received 2020 Request
$ .00 $ 2,000.00 $ 2,000.00
Did Not Apply Family Holiday Skate Family Holiday Skate
Page 124
Attachment 2 to CSD-005-20
Municipality of Clarington
Community Services Department
Summary of Community Event Sponsorship Information
Applicant / Organization: Kendal Community Centre
Application #: S20-04
Date Received: Feb 23, 2020
Contact Name: Jackie Moore
Event Information
Event Name:
Clarington Honey Festival
Event Date:
23/08/2020
Event Location:
Kendal Community Centre
Anticipated Attendance:
1500
Admission Cost:
N/C
Sponsorship Benefits
• MOC logo to be displayed on brochures and will be
mentioned on special events advertisement on radio
station KX96
Description of the event that the sponsorship will be used for:
A one day celebration of the honey bee, and the esse ntial services they provide to agriculture, and to
the growing apple regions in Ontario. There will be demonstrations by horticulturists, gardeners and bee
keepers that educate all on the health of bees, their survival and of course how honey is made.
Attendees of the festival can purchase different sorts of goods from the festival's farmers market.
Event Financial Summary:
2020
Revenue $ 1,500.00
Expenses $ 1,500.00
Net $ .00
Organization Funding History
2018 Received 2019 Received 2020 Request
$ 100.00 $ .00 $ 1,000.00
Clarington Honey Festival Did Not Apply Clarington Honey Festival
Page 125
Attachment 2 to CSD-005-20
Municipality of Clarington
Community Services Department
Summary of Community Event Sponsorship Information
Applicant / Organization: Bowmanville Memorial Hospital Foundation
Application #: S20-06
Date Received: March 5, 2020
Contact Name: Andrea Russell
Event Information
Event Name:
Galaween
Event Date:
30/10/2020
Event Location:
Deer Creek Golf and Banquet Facility
Anticipated Attendance:
550
Admission Cost:
$350 per ticket
Sponsorship Benefits
• Two tickets to the Gala
• Donor wall recognition
• MOC logo and name will be featured on social
media…Facebook, Instagram and Facebook
Description of the event that the sponsorship will be used for:
Galaween is a charity fundraising event which raises funds for new equipment and the redevelopment
and expansion project for Bowmanville Hospital.
Event Financial Summary:
2020
Revenue $529,400.00
Expenses $118,950.00
Net $410,450.00
Organization Funding History
2018 Received 2019 Received 2020 Request
$ 2,000.00 $ .00 $ 2,000.00
Midsummer Night Dream Gala Did Not Apply Galaween
Page 126
Attachment 2 to CSD-005-20
Municipality of Clarington
Community Services Department
Summary of Community Event Sponsorship Information
Applicant / Organization: Grandview Children's Foundation
Application #: S20-07
Date Received: March 5, 2020
Contact Name: Bobbi Penney
Event Information
Event Name:
Casino Royale Gala
Event Date:
25/09/2020
Event Location:
Deer Creek Golf and Banquet Facility
Anticipated Attendance:
500
Admission Cost:
$180 per ticket
Sponsorship Benefits
• Two tickets to the Gala
• Recognition via signage at the gala
• MOC logo will be placed on all publication - newsletter,
website, gala material, social media etc.
Description of the event that the sponsorship will be used for:
Gala - Food, Dancing, Live Auction, Silent Auction, Raffle, Entertainment to raise money to help kids
with special needs across the Durham Region, so that they receive the services they need.
Event Financial Summary:
2020
Revenue $ 92,000.00
Expenses $ 39,250.00
Net $ 52,750.00
Organization Funding History
2018 Received 2019 Received 2020 Request
$ 1,000.00 $ .00 $ 2,000.00
Pure Imagination Gala Did Not Apply Casino Royale Gala
Page 127
Attachment 2 to CSD-005-20
Municipality of Clarington
Community Services Department
Summary of Community Event Sponsorship Information
Applicant / Organization: Bethesda House
Application #: S20-08
Date Received: March 10, 2020
Contact Name: Jaki MacKinnon
Event Information
Event Name:
Clarington Community Christmas Party 2020
Event Date:
29/11/2020
Event Location:
Bowmanville Museum
Anticipated Attendance:
600
Admission Cost:
N/C
Sponsorship Benefits
• MOC will be recognized on all posters and in print
advertising, Facebook, etc.
Description of the event that the sponsorship will be used for:
A free, multi- generational event held to bring together citizens of Clarington to enjoy a non-sectarian
celebration of the holiday season. Participating host agencies and organizations organize and hold the
event, providing games, crafts, story-telling, cookie decorating, refreshments, photos with Santa and
more.
Event Financial Summary:
2020
Revenue $ .00
Expenses $ 600.00
Net ($ 600.00)
Organization Funding History
2018 Received 2019 Received 2020 Request
$ 750.00 $ .00 $ 600.00
5th Annual Christmas Party Did Not Apply Clarington Community
Christmas Party 2020
Page 128
Attachment 2 to CSD-005-20
Municipality of Clarington
Community Services Department
Summary of Community Event Sponsorship Information
Applicant / Organization: Tyrone Community Centre
Application #: S20-09
Date Received: March 18, 2020
Contact Name: Steve Hutchison
Event Information
Event Name:
Breakfast with Santa
Event Date:
19/12/2020
Event Location:
Tyrone Community Centre
Anticipated Attendance:
200
Admission Cost:
N/C
Sponsorship Benefits
• MOC will be recognized via the local Schools, Church,
Social Media and Website
Description of the event that the sponsorship will be used for:
The Tyrone Community Centre volunteer Board of Directors supply food, games, crafts and music at no
charge for the community and Clarington residents.
Event Financial Summary:
2020
Revenue $ .00
Expenses $ 605.00
Net ($ 605.00)
Organization Funding History
2018 Received 2019 Received 2020 Request
$ 500.00 $ .00 $ 500.00
Breakfast with Santa Did Not Apply Breakfast with Santa
Page 129
Attachment 2 to CSD-005-20
Municipality of Clarington
Community Services Department
Summary of Community Event Sponsorship Information
Applicant / Organization: Newcastle BIA
Application #: S20-10
Date Received: March 18, 2020
Contact Name: Jane Black
Event Information
Event Name:
Newcastle Santa Parade
Event Date:
15/11/2020
Event Location:
King Avenue from Rudell to Brookhouse
Anticipated Attendance:
12,000
Admission Cost:
N/C
Sponsorship Benefits
• MOC will be recognized in all Social Media platforms,
posters, Village Voice, Parade Program, local newspaper
Description of the event that the sponsorship will be used for:
Christmas theme parade run by volunteers on a Sunday evening - along King Avenue in Newcastle.
Event Financial Summary:
2020
Revenue $ 23,900.00
Expenses $ 25,100.00
Net ($ 1,200.00)
Organization Funding History
2018 Received 2019 Received 2020 Request
$ 2,000.00 $ 2,000.00 $ 2,000.00
Newcastle Santa Parade Newcastle Santa Parade Newcastle Santa Parade
Page 130
Attachment 2 to CSD-005-20
Municipality of Clarington
Community Services Department
Summary of Community Event Sponsorship Information
Applicant / Organization: Soper Valley Model Railroad
Application #: S20-11
Date Received: 43916
Contact Name: Bill Harford Jr.
Event Information
Event Name:
Bowmanville Model Train Show
Event Date:
24/10/2020
Event Location:
Garnet B. Rickard Recreation Complex
Anticipated Attendance:
800-1000
Admission Cost:
$ 7 per adult (children 12 and under free)
Sponsorship Benefits
MOC will be recognized on all signs, flyers and online
Description of the event that the sponsorship will be used for:
Model Train show that features operating model train display layouts along with new and used vendors
of both model and railroad related items.
Event Financial Summary:
2020
Revenue $ 6,000.00
Expenses $ 3,483.29
Net $ 2,516.71
Organization Funding History
2018 Received 2019 Received 2020 Request
$ .00 $ .00 $ 1,200.00
Did Not Apply Did Not Apply Bowmanville Model Train Show
Page 131
Attachment 2 to CSD-005-20
Municipality of Clarington
Community Services Department
Summary of Community Event Sponsorship Information
Applicant / Organization: Carion Fenn Foundation
Application #: S20-13
Date Received: April 1, 2020
Contact Name: Bianca Albanese
Event Information
Event Name:
Mental Health Workshop
Event Date:
16/09/2020
Event Location:
Garnet B. Rickard Recreation Complex
Anticipated Attendance:
200
Admission Cost:
N/C
Sponsorship Benefits
• Promotional material (banner & flyer)
• MOC will be given the opportunity to have a table at this
event. The MOC will be acknowledged in the welcome
speech and will be given the opportunity to give a 2 minute
greeting speech
Description of the event that the sponsorship will be used for:
This mental health workshop in Clarington will bring together mental health professionals and
community.
Event Financial Summary:
2020
Revenue $ 5,000.00
Expenses $ 5,000.00
Net $ .00
Organization Funding History
2018 Received 2019 Received 2020 Request
$ .00 $ .00 $ 2,000.00
Did Not Apply Did Not Apply Mental Health Workshop
Page 132
Attachment 2 to CSD-005-20
Municipality of Clarington
Community Services Department
Summary of Community Event Sponsorship Information
Applicant / Organization: Newcastle Village and District Historical Society
Application #: S20-14
Date Received: April 4, 2020
Contact Name: Sher Leetooze
Event Information
Event Name:
1880's Garden Party
Event Date:
01/08/2020
Event Location:
Park behind Newcastle Library
Anticipated Attendance:
500+
Admission Cost:
N/C
Sponsorship Benefits
• MOC logo on website, Facebook page for Newcastle
and Orono, newsletters, posters, newspaper articles,
community calendars, calendars on KX96
Description of the event that the sponsorship will be used for:
A day in the life of 1880's Newcastle - a tea tent and games for both adults and children.
*Originaly planned for July 1, 2020 moved to August 1, 2020 a nd open to delaying further if social
gathering restrictions are still in place.
Event Financial Summary:
2020
Revenue $ 500.00
Expenses $ 2,000.00
Net ($ 1,500.00)
Organization Funding History
2018 Received 2019 Received 2020 Request
$ .00 $ .00 $ 1,500.00
Did Not Apply Did Not Apply 1880's Garden Party
Page 133
Attachment 2 to CSD-005-20
Municipality of Clarington
Community Services Department
Summary of Community Event Sponsorship Information
Applicant / Organization: St. Paul's United Church
Application #: S20-15
Date Received: April 6, 2020
Contact Name: Roberta Youngs-Ransom
Event Information
Event Name:
Indigenous Awareness Days
Event Date:
25/09/2020-27/09/2020
Event Location:
Undetermined
Anticipated Attendance:
150
Admission Cost:
$35 for Saturday. Friday evenings fee is undetermined
Sponsorship Benefits
• MOC logo on all printed material
• Representative from Clarington Diversity Committee
invited to share words.
• Partnership with MOC
Description of the event that the sponsorship will be used for:
A three-day conference for all people, to provide education and cultural awareness around Indigenous
Peoples as we walk the pathway towards reconciliation. Including art, culture, educational workshops,
culinary and live entertainment.
Event Financial Summary:
2020
Revenue $ 15,700.00
Expenses $ 24,900.00
Net ($ 9,200.00)
Organization Funding History
2018 Received 2019 Received 2020 Request
$ .00 $ .00 $ 2,000.00
Did Not Apply Did Not Apply Indigenous Awareness Days
Page 134
Attachment 2 to CSD-005-20
Municipality of Clarington
Community Services Department
Summary of Community Event Sponsorship Information
Applicant / Organization: Oshawa Ski Club o/a Brimacombe
Application #: S20-16
Date Received: April 7, 2020
Contact Name: Courtney Pope
Event Information
Event Name:
First Frost at the Brim: Annual Open House
Event Date:
14/11/2020-15/11/2020
Event Location:
Brimacombe (Oshawa Ski Hill)
Anticipated Attendance:
800-1000
Admission Cost:
N/C
Sponsorship Benefits
• MOC logo on signage, posters and print advertisement.
• Social Media Recognition (Facebook, Twitter, Instagram
and email blasts)
• Mention in radio announcement (KX 96, 94.6 The Rock
and 107.7 CDKO)
• The opportunity for MOC to display promotional material
Description of the event that the sponsorship will be used for:
Brimacombe's annual open house, which aims to bring out families from throughout the GTA. This
family event features many complimentary activities including face painting, fire pit with s'mores, toy
groomers, photos with Santa, colouring station and scavenger hunt. Also provided are complimentary
hot drinks, cotton candy and popcorn.
Event Financial Summary:
2020
Revenue $ 2,075.00
Expenses $ 12,860.00
Net ($ 10,785.00)
Organization Funding History
2018 Received 2019 Received 2020 Request
$ .00 $ .00 $ 2,000.00
Did Not Apply Did Not Apply First Frost at the Brim: Annual
Open House
Page 135
Attachment 2 to CSD-005-20
Municipality of Clarington
Community Services Department
Summary of Community Event Sponsorship Information
Applicant / Organization: Bowmanville Santa Claus Parade
Application #: S20-18
Date Received: April 8, 2020
Contact Name: Emily Geraghty
Event Information
Event Name:
Bowmanville Santa Claus Parade
Event Date:
21/11/2020
Event Location:
Bowmanville
Anticipated Attendance:
1000+
Admission Cost:
N/C
Sponsorship Benefits
• MOC recognition on their website
• MOC logo on the Parade programs
Description of the event that the sponsorship will be used for:
Santa Claus Parade that runs in Bowmanville annually.
Event Financial Summary:
2020
Revenue $ 8,000.00
Expenses $ 6,945.50
Net $ 1,054.50
Organization Funding History
2018 Received 2019 Received 2020 Request
$ .00 $ .00 $ 2,000.00
Did Not Apply Did Not Apply Bowmanville Santa Claus
Parade
Page 136
Attachment 2 to CSD-005-20
Municipality of Clarington
Community Services Department
Summary of Community Event Sponsorship Information
Applicant / Organization: Sharon Payton
Application #: S20-19
Date Received: April 8, 2020
Contact Name: Sharon Payton
Event Information
Event Name:
The Port Neighbourhood Watch Community Celebration
Event Date:
12/09/2020
Event Location:
Pearce Farm Park - Port of Newcastle
Anticipated Attendance:
250+
Admission Cost:
N/C
Sponsorship Benefits
• MOC recognition on Social Media - Facebook, Mail chimp
email campaign
• Logo on Flyers
• Verbal recognition and signage at the event
Description of the event that the sponsorship will be used for:
A volunteer run community BBQ celebrating attaining Neighbourhood Watch s tatus for the Port of
Newcastle community.
Event Financial Summary:
2020
Revenue $ .00
Expenses $ 2,725.00
Net ($ 2,725.00)
Organization Funding History
2018 Received 2019 Received 2020 Request
$ .00 $ .00 $ 2,000.00
Did Not Apply Did not apply The Port Neighbourhood Watch
Community Celebration
Page 137
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-008-20
Submitted By: Anne Greentree, Municipal Clerk
Reviewed By: Andrew C. Allison, CAO Resolution#:
File Number: By-law Number:
Report Subject: Appointment to the Newcastle Arena Board
Recommendations:
1. That Report CLD-008-20 be received;
2. That Jim Vinson be appointed to the Newcastle Arena Board for a term ending
December 31, 2022, or until a successor is appointed ; and
3. That all interested parties listed in Report CLD-008-20 and any delegations be
advised of Council’s decision.
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Municipality of Clarington Page 2
Report CLD-008-20
1. Background
1.1 There has been a vacancy on the Newcastle Arena Board since January 2019.
1.2 The Municipal Clerk’s Department placed an advertisement in the local papers to fill the
vacancy on the Newcastle Arena Board.
1.3 The vacancy was also advertised on the Municipality’s Website,
www.clarington.net/committees.
1.4 In an effort to extend the reach of our advertisements for vacancies, the Clerk’s
Department has created a profile on the www.claringtonvolunteers.ca website.
Vacancies on the Newcastle Arena Board were listed on the Clarington Volunteers
website. For the period between March 2, 2020 to May 22, 2020 (the most recent
advertising time period), the page received 70 views and generated interest from one
possible applicant.
2. Newcastle Arena Board
Background
2.1 The Newcastle Arena Board is a volunteer Municipal Service Board established by the
Municipality of Clarington Council in accordance with the provisions of the Municipal
Act, 2001, as amended.
2.2 The goal of the Newcastle Arena Board is to operate the Newcastle Memorial Arena.
Committee members are ultimately responsible to the Municipality of Clarington Council
and are bound by By-law 2008-037, which established the Newcastle Arena Board.
2.3 The Terms of Reference states that the composition of the Board shall be comprised of
nine persons, two of whom shall be members of Council.
Current Situation
2.4 Currently, the Board has six members appointed. Therefore, Council may appoint one
member to the Newcastle Arena Board.
Report Overview
This report is intended to provide background information regarding the vacancy on the
Newcastle Arena Board to assist in the appointment process.
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Municipality of Clarington Page 3
Report CLD-008-20
2.5 Jim Vinson has put forward an application for consideration.
3. Concurrence
Not Applicable.
4. Conclusion
It is respectfully recommended that Committee consider appointing Jim Vinson to the
Newcastle Arena Board to fill the vacancy.
Staff Contact: Lindsey Patenaude, Clerk II, 905-623-3379 ext. 2106 or
lpatenaude@clarington.net.
Attachments:
Attachment 1 – Confidential Application (Distributed Separately)
Interested Parties:
The following interested parties will be notified of Council's decision:
Jim Vinson
Bryan Wiltshire, Arena Manager, Newcastle Arena Board
Page 140
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: FND-014-20
Submitted By: Trevor Pinn, Director of Finance/Treasurer
Reviewed By: Andrew C. Allison, CAO Resolution#:
File Number: Co-op C2020-019 By-law Number:
Report Subject: Durham Purchasing Co-operative Asphalt Registry
Recommendations:
1. That Report FND-014-20 be received;
2. 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;
3. That subject to Council approving recommendation 2, the Purchasing Manager in
consultation with the Acting Director of Operations be given the authority to exten d
the contract with Innovative Surface Solutions for up to two additional one year
terms;
4. 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;
5. 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
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Municipality of Clarington Page 2
Report FND-014-20
6. 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 $156,417.48
7. That all interested parties listed in Report FND-014-20 and any delegations be
advised of Council’s decision.
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Municipality of Clarington Page 3
Report FND-014-20
1. Background
1.1 A Request for Tender (RFT) for the supply and delivery of High Performance Cold Mix
Asphalt and the supply of HL3 Hot Mix and Driveway Mix Asphalt was issued on a co-
operative basis for a term up to three years and to be renewed annually, with the
Municipality of Clarington, City of Oshawa, City of Pickering, Town of Whitby, Township
of Scugog and the Region of Durham participating. The host agency for the tender call
was the City of Oshawa.
1.2 The RFT was publicly advertised by the City of Oshawa and called for bids on the basis
of an Asphalt Registry – High Performance Cold Mix, HL3 Hot Mix and Driveway Mix
Asphalt as required by the participating agencies. The Municipality of Clarington has
requirements for high performance cold mix asphalt, HL3 hot mix and driveway mix
asphalt.
1.3 The RFT closed March 20, 2020. Four companies registered for this bid opportunity.
Four submissions were received by Oshawa, summarized and sent to the participating
agencies for review and acceptance.
1.4 The intent of the RFT was to set-up a registry of vendors to allow the participating
agencies to obtain asphalt products on an as required basis from vendors providing best
price, product and services that best suit the agencies requirements based on the terms
and conditions of the tender call.
1.5 The terms of the contract include a non-exclusive clause stating “Bidders should note
that any Contract(s) awarded as a result of this R.F.T. will be non-exclusive. The City
may, at its sole and unfettered discretion, purchase the same or similar Equipment or
Services from other sources, including but not limited to other Bidders, during the term
of the Contract(s).” The intent of this clause is to allow each of the participating agencies
the option to purchase various asphalt products from additional sources if it is deemed
by the agency to be in their best interest.
1.6 The contract resulting from this RFT will cover the supply, delivery and pickup of various
asphalt products on an as required basis. The term of the contract is for one year with
two additional one year terms. The contract renewal is subject to satisfactory service,
with price increases not to exceed the consumer price index (CPI) set 60 day prior to
renewal.
Report Overview
To request authorization from Council to award the contract for the supply and delivery of
high performance cold mix asphalt and the supply of HL3 hot mix and driveway mix asphalt.
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Municipality of Clarington Page 4
Report FND-014-20
2. Analysis
2.1 A summary of bids received for the Municipality of Clarington’s requirements is attached
and marked as Attachment 1. The tabulation lists the estimated bid amount for the first
year and the potential three year contract this provides an estimated total value of the
contract based on historical product consumption.
2.2 The recommendation is to award the contract to Innovative Surface Solutions for the
supply and delivery of high performance cold mix asphalt and Coco Paving Inc. for the
supply and pickup of HL3 hot mix and driveway mix asphalt.
2.3 Innovative Surface Solutions, with a total bid price of $128,107.85 (Net HST Rebate),
being the lowest responsible bidder for supply and delivery of high performance cold
mix, for a one year term, with the potential of two additional one year terms , to be
renewed annually per the terms set out by the host agency.
2.4 D. Crupi & Sons Limited, submitting the lowest bid for the supply and pickup of hot mix
is located in Scarborough Ontario, this is a 45 minute drive (65 km) one way on the 401.
This distance is outside of what the Municipality would consider reasonable to allow for
product pickup and application. Therefore, in keeping with the non-exclusive clause
included in the terms and conditions of the Tender document, D. Crupi & Sons Limited
bid was not considered further.
2.5 Coco Paving Inc, with a total bid price of $28,309.63 (net HST rebate), was the next
lowest bidder for the supply and pickup of HL3 hot mix and driveway mix, for a one year
term, with the potential of two additional one year terms, to be renewed annually per the
terms set out by the host agency. Coco Paving Inc. has a plant located in North
Oshawa, an 11 minute drive (10 km) and South Ajax Ontario, a 30 minute drive (42 km)
on the 401. This distance is considered by the Municipality to be reasonable to allow for
product pickup and application.
2.6 Innovative Surface Solutions and Coco Paving Inc. have successfully completed work
for the Municipality in the past.
3. Financial
3.1 The annual budget available for year one is $161,569. Based on the available budget
the maximum estimated contract award amount for year one is $156,417.48 (Net HST
Rebate). The Municipality is not committed to purchase the estimated quantities.
3.2 As this is a multi-year contract, the Municipality may extend the contract for up to two
additional one-year terms pending satisfactory service with an approximate spend of
$196,195.26 (Net HST Rebate) annually. Proposed price increases should not exceed
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Municipality of Clarington Page 5
Report FND-014-20
the annual percentage change in the most recent issuance (60 days prior) of the
Consumer Price Index (CPI) All items – Ontario, as issued by Statistics Canada, and
remain firm for the rest of that Contract year. It should be noted that as this is a co-op
tender it is not possible for 1 agency to extend any additional years
independently. Each agency is required to award independently because of their
specific by-law requirements but all agencies must agree to either renew or reissue a
new contract. A supplier evaluation is completed near the end of each contract year
prior to renewal, so that any issues can be addressed.
3.3 The funds expended for high performance cold mix asphalt in the amount of
$128,107.85 (Net HST Rebate) and HL3 hot mix and driveway mix asphalt in the
amount of $28,309.63 (Net HST Rebate) be funded by the Municipality from the
approved budget allocation as follows:
Description Account Number Amount
Pavement Patch 100-36-381-10255-7112 $156,417.48
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.
5. Conclusion
It is respectfully recommended that that Innovative Surface Solutions, with a total bid
price of $128,107.85 (net HST rebate) for the supply and delivery of high performance
cold mix asphalt and Coco Paving Inc., with a total bid price of $28,309.63 (net HST
rebate) for the supply and pickup of driveway mix and HL3 hot mix be awarded a
contact as per the terms, conditions and specifications of C2020-019.
Staff Contact: David Ferguson, Purchasing Manager, 905-623-3379 ext. 2209 or
dferguson@clarington.net.
Attachments:
Attachment 1 – Summary of Bids Received
Interested Parties:
List of Interested Parties available from Department.
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Municipality of Clarington Page 6
Report FND-014-20 Attachment #1 to Report FND-014-20
Summary of Bids Received
C2020-019
Durham Purchasing Co-operative Asphalt Registry
Products
Innovative Surface
Solutions, Ajax ON (net
HST Rebate)
Black Armour Asphalt
Products, Brechin ON
(net HST Rebate)
* D. Crupi & Sons
Limited, Scarborough
ON (net HST Rebate)
Coco Paving
Incorporated,
Bowmanville ON (net
HST Rebate)
First Term Three Year
Term First Term Three Year
Term First Term Three Year
Term First Term Three Year
Term
Driveway
Mix no bid no bid no bid no bid $4,680.96 $14,042.88 $5,138.88 $15,416.64
HL3 Hot Mix no bid no bid No bid no bid $20,830.27 $62,490.82 $23,170.75 $69,512.25
High
Performance
Cold Mix
Asphalt
$128,107.85** $463,879.11 $130,202.68 $471,464.50 $155,998.08 $621,855.36 $153,212.40 $610,750.80
* denotes D. Crupi & Sons Limited bid was not considered due to the distance of the plant outside of what is
considered reasonable as allowed for within the terms of the contract document.
** denotes available funding for year one
Note: Pricing shown is reflective of the full three contract years.
Page 146
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: FND-015-20
Submitted By: Trevor Pinn, Director of Finance/Treasurer
Reviewed By: Andrew C. Allison, CAO Resolution#:
File Number: CL2020-12 By-law Number:
Report Subject: Rout and Crack Seal Repairs
Recommendations:
1. That Report FND-015-20 be received;
2. 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;
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 four additional one-year terms;
4. 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. / Contract 100-36-381-10250-7163 $76,669
5. That all interested parties listed in Report FND-015-20 and any delegations be
advised of Council’s decision.
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Municipality of Clarington Page 2
Report FND-015-20
1. Background
1.1 Tender specifications for Rout and Crack Seal Repairs were prepared by the
Engineering Department and provided to the Purchasing Services Division.
1.2 Tender CL2020-12 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 Eleven plan takers downloaded the tender document.
2. Analysis
2.1 The tender closed on April 24, 2020.
2.2 Three bids were received in response to the tender call.
2.3 Of the eight companies who downloaded the tender document but chose not to submit
pricing:
One company was a construction association;
Three companies decided they were unable to bid due to current workload;
Four companies 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 and the Operations Departments for their review and consideration.
2.5 After review and analysis by the Engineering Department, Operations Department and
the Purchasing Services Division, it was mutually agreed that the low compliant bidder,
Pavetech Ottawa Ltd. be recommended for the award of tender CL2020 -12.
2.6 Pavetech Ottawa Ltd. has not completed work for the Municipality of Clarington,
references were checked for Pavetech Ottawa Ltd. and came back satisfactory.
Report Overview
To request authorization from Council to award CL2020-12 for Rout and Crack Seal Repairs.
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Municipality of Clarington Page 3
Report FND-015-20
3. Financial
3.1 The annual funding required for this project is $76,669.00 (Net HST Rebate) and is in
the approved budget allocation as provided and will be funded from the following
account:
Description Account Number Amount
Hrdtop Mntce / Pavment Resurf. / Contract 100-36-381-10250-7163 $76,669
3.2 Pricing submitted for Rout and Crack Seal Repairs 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 potential contract is for one year plus four optional additional years and is
approximately $383,344.00 (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 and the Acting
Director of Engineering who concur with the recommendations.
5. Conclusion
It is respectfully recommended that Pavetech Ottawa Ltd. being the lowest compliant
bidder be awarded the contract for Rout and Crack Seal Repairs as per the terms and
conditions of Tender CL2020-12.
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 149
Municipality of Clarington Page 4
Report FND-015-20
Attachment 1 to Report FND-015-20
Municipality of Clarington
Summary of Bid Results
Tender CL2020-12
Rout and Crack Seal Repairs
Bidder
One-Year
Total Bid
(Net HST Rebate)
Potential Five-Year
Total Bid
(Net HST Rebate)
Pavetech Ottawa Ltd. $76,668.72
$383,343.61
Upper Canada Road Services Inc. $76,942.72
$384,713.60
The GeoFocus Group $98,577.44
$ 492,887.18
Page 150
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: FND-016-20
Submitted By: Trevor Pinn, Director of Finance/Treasurer
Reviewed By: Andrew C. Allison, CAO By-law Number:
File Number: Resolution#:
Report Subject: Annual Statement for the Development Charges Reserve Funds for
the Year Ended December 31, 2019
Recommendations:
1. That Report FND-016-20 be received; and
2. That a copy of this report be posted on the Municipality’s website.
Page 151
Municipality of Clarington Page 2
Report FND-016-20
1. Background
1.1 In accordance with the Development Charges Act, 1997, Schedule “A” attached shows
the activity in the Development Charges Reserve Funds for the year ended December
31, 2019, including opening and closing balances.
1.2 Schedule “B” attached shows capital projects which were funded during the year ended
December 31, 2019 with development charges. The table shows the total expenses,
development charge financing and non-development charge financing.
1.3 Schedule “C” attached shows operating expenses which were funded during the year
ended December 31, 2019 with development charges. The table shows the total
expenses, development charge financing and non-development charge financing.
1.4 Schedule “D” attached shows projects which have been previously approved by Council
through resolution or prior years’ budgets. The amount committed relates solely to the
development charges portion.
1.5 This statement is compliant with Section 59.1(1) of the Development Charges Act.
2. Additional Information
2.1 For the year ended December 31, 2019, a total of 535 residential building permits were
issued of various types. Approximately 805 units were anticipated for 2019 in the 2015
Development Charges Background Study. A total of 38 capital fund (2018 – 43) and 14
(2018 – 15) revenue fund projects have been financed by development charges.
2.2 The Municipality collected $3,361,490 in municipal development charges in 2019, this
compares to $13,431,649 in 2018.
2.3 The Municipality’s current DC By-law has an expiry date of July 1, 2020. However, the
Province of Ontario has passed legislation which delays the expiry of current by-laws to
six months after the emergency orders for the COVID-19 pandemic have been lifted.
Therefore, on July 1, 2020 there will be no change to the development charges and the
existing by-law will remain in effect.
2.4 On May 2, 2019 the Province of Ontario announced Bill 108 which has implications for
several areas of legislation including the Development Charges Act, 1997. On February
28, 2020 the Province released a proposed regulation which provided for a transition
period of 12 months once the regulation was enacted in order to move from
Report Overview
This report complies with the reporting requirements of Section 43 of the Development
Charges Act, 1997 to disclose the annual activity in the Development Charges Reserve
Funds for 2019.
Page 152
Municipality of Clarington Page 3
Report FND-016-20
development charges to community benefits charges for those services no longer
eligible under the Development Charges Act 1997. As well, the proposed regulation
would identify public libraries, long-term care facilities, parks development (but not the
land), public health and recreation facilities as eligible services under the Development
Charges Act 1997. This has reduced the ineligible services which may be eligible for
collection under the CBC and improves the predictability of funding for those services.
2.5 As identified in Schedule “A”, the Indoor Recreation DC Reserve Fund has a $0 balance
at December 31, 2018 with a remaining interim financing balance of $127,904 and a
2019 debenture payment of $1,730,544. The Municipality needed to collect at least
$1,858,448 of indoor recreation development charges in 2019 to bring the reserve fund
out of a deficit. As the collected development charges were only $844,559 in 2019 the
reserve fund went approximately $1,014,000 further into deficit. When the 2020 debt
payment amount of $1,616,352 is taken into account the Municipality needs to collect
$2,630,240 to eliminate the deficit, in 2018 the Municipality collected $3,652,400 so it is
possible that the deficit could be eliminated in 2020 or 2021 if collection of development
charges rebounds from 2019 amounts.
3. Concurrence
Not Applicable
4. Conclusion
It is respectfully recommended that the Annual Statement for the Development Charges
Reserve Funds be received for information and made available to the public by posting
on the Municipality’s website.
Staff Contact: Paul Creamer, CPA, CMA, Deputy Treasurer, 905-623-3379 ext.2604 or
pcreamer@clarington.net.
Attachments:
Attachment 1 – Schedule “A” Development Charges Reserve Funds Activity 2019
Attachment 2 – Schedule “B” Development Charges Reserve Funds Capital Projects 2019
Attachment 3 – Schedule “C” Development Charges Reserve Funds Operating Expenses 2019
Attachment 4 – Schedule “D” Development Charges Reserve Funds Committed Projects
Interested Parties:
There are no interested parties to be notified of Council's decision.
Page 153
Municipality of Clarington
Development Charges Reserve Funds Statement Attachment 1 to FND-016-20
For the 2019 Year Schedule A
580 581 582 583 584 585 586 587
General Library Fire Protection Indoor Park Dev. &Operations Roads and Parking Total
Government Services Services Recreation Related Facilities Related
Balance as of December 31, 2018 (1,715,851)$ (1,146,851)$ (5,205,042)$ -$ (2,887,278)$ (3,997,385)$ (25,087,532)$ (449,737)$ (40,489,676)$
Plus:
Development Charge Proceeds (85,150) (131,301) (180,803) (844,559) (268,531) (175,498) (1,666,612) (9,036) (3,361,490)
Accrued Interest Apportionment (49,948) (39,366) (169,998) (91,056) (117,929) (755,746) (14,509) (1,238,551)
Transfer from Revenue Fund -
Transfer from Capital Fund -
Subtotal (135,098) (170,667) (350,801) (844,559) (359,587) (293,427) (2,422,358) (23,545) (4,600,041)
Less:
Amount Transferred to Capital Fund *- - - 315,979 608,634 3,503,187 - 4,427,799
Amount Transferred to Revenue Fund**348,406 105,146 - 1,730,543 - 126,359 - 2,310,454
Repayment of Interim Financing from Reserve Funds - - 127,904 - - - - 127,904
Subtotal 348,406 105,146 - 1,858,447 315,979 608,634 3,629,547 - 6,866,157
Closing Balance as of December 31, 2019 (1,502,543) (1,212,372) (5,555,843) 1,013,888 (2,930,887) (3,682,178) (23,880,343) (473,282) (38,223,560)
Committed Amounts from Prior Years ***1,083,820 351,607 - - 1,383,820 1,609,180 14,050,418 18,478,846
Available at December 31, 2019 (418,723) (860,765) (5,555,843) 1,013,888 (1,547,066) (2,072,998) (9,829,925) (473,282) (19,744,714)
Committed Amounts from 2020 Budget ****333,000 198,096 162,000 1,616,352 1,431,991 1,318,500 5,485,594 - 10,545,533
Balance remaining of Interim Financing from Reserve Funds - - - - - - - - -
Balance Available for Future Needs (85,723)$ (662,669)$ (5,393,843)$ 2,630,240$ (115,075)$ (754,498)$ (4,344,331)$ (473,282)$ (9,199,181)$
* See Schedule B Total Development Charges collected on behalf of the Region in Dec 2018/2019 5,181,822.97$
** See Schedule C Less: amounts paid to the Region 2019 5,178,368.97
*** See Schedule D Total Development Charges due to the Region at December 31, 2019 3,454.00$
**** 2020 Budget (includes 2020 debenture payments)
Note: brackets = funds available, no brackets = shortfall
Page 154
Attachment 2 to FND-016-20
Schedule B
Municipality of Clarington
Development Charges Reserve Funds Statement
For the 2019 Year
Total Expenses D/C R/F Non D/C
Capital Expenses For 2019 Financing Financing Description
D/C - Park Development & Related Facilities
Bowmanville Valley Trail 29,308 26,377 2,931 Mun Cap Works R/F
Courtice Leash Free Dog Park 6,156 5,535 615 Mun Cap Works R/F
Soper Creek Park Trail 253,003 227,702 25,300 Eng Park Cap R/F
Outdoor Recreation Needs Study 34,487 31,038 3,449 Mun Cap Works R/F
Farewell Creek Park Trail 45,930 25,326 2,814 Mun Cap Works R/F
- - 8,138 OMCC Provincial Grant
9,652 Tax Levy
368,884$ 315,979$ 52,899$
D/C - Operations
New Equip Purch - 2018 Roads 572,539$ 515,285$ 57,254$ Mun Cap Works R/F
New Equip Purch - 2019 Roads 73,787 66,409 7,379 Mun Cap Works R/F
Bowmanville Cemetery Expansion 1,528 1,375 153 Mun Cap Works R/F
Hampton Office Expansion 6,647 5,982 665 Tax Levy
Depot 42 - 2012 3,000 2,700 300 Mun Cap Works R/F
Two Tandem Trucks 18,758 16,882 1,876 Mun Cap Works R/F
676,260$ 608,634$ 67,626$
D/C - Roads And Related
-$
Street lighting - Baseline Rd (Green Rd to West Side Dr)26,825 25,054 1,770 Mun Cap Works R/F
Street lighting - Courtice Rd (South of Holyrod Dr)20,054 20,054
Street lighting - Concession Road 3 215 178 37 Mun Cap Works R/F
Streelights - Regiona Rd 57 (Conc 3 to Urban Limit)30,352 30,352
Streetlights - Baseline Rd & Lambs Rd 13,997 13,997
Nash Rd (Future Clarington Blvd)5,273 4,271 1,002 Mun Cap Works R/F
Longworth Ave Extension EA (Green Rd to Holt Rd)23,573 23,573
Middle Rd Reconstruction (ConcRd#3 to Urban Limit)180,138 149,515 30,624 Mun Cap Works R/F
Darlington Blvd ( South Limit to Hwy 2)357 285 71 Mun Cap Works R/F
Baseline Rd Reconstruction 8,638 7,775 864 Mun Cap Works R/F
Baseline Rd (Lambs to Bennett)1,666,059 1,666,059
Grady Drive Environmental Assessment Completion 13,215 13,215
North Scugog Crt Surface Asphalt (Dan Sheehan Lane to W Scugog Lane)15,484 13,781 1,703 Mun Cap Works R/F
Scugog St / Middle Rd (Bons Ave to Conc Rd 3)73,990 54,013 19,977 Mun Cap Works R/F
George Reynolds Dr 1,221 1,221
Concession Road 3 (Middle Rd to Liberty St)188,525 161,437 27,087 Mun Cap Works R/F
Lake Rd Extension (Bennett to 310m West)2,199 1,957 242 Mun Cap Works R/F
Port Darlington Subdivision Rd 762,382 762,382
Page 155
Attachment 2 to FND-016-20
Schedule B
Municipality of Clarington
Development Charges Reserve Funds Statement
For the 2019 Year
Total Expenses D/C R/F Non D/C
Capital Expenses For 2019 Financing Financing Description
Lambs Rd Interchange at Highway 401 297 297
King St Cycling Facility 3,966 1,983 1,983 Mun Cap Works R/F
Lambs Rd (Baseline to 275m N of Baseline Rd)566,928 510,235 56,693 Mun Cap Works R/F
Lambs Rd (Hwy 2 to Conc St E)6,148 5,533 615 Mun Cap Works R/F
Baseline Rd Reconstruction (Trulls Rd to Courtice Rd)33,354 31,353 2,001 Mun Cap Works R/F
Liberty St DC Sidewalk (Longworth to Bons)509 509
Scugog St Intersection Improvements 7,532 1,351 6,181 Mun Cap Works R/F
Green Rd Intersection Improvements 2,658 2,658
Various Erosion Protection Works 225 150 75 Mun Cap Works R/F
3,654,113$ 3,503,187$ 150,925$
Total Capital Expenses 4,699,256$ 4,427,799$ 271,451$
Summary of Financing:
- 315,979 - D/C - Park Dev/Related Facilities R/F
- 608,634 - D/C - Operations R/F
- 3,503,187 - D/C - Roads and Related R/F
- - 227,695 Municipal Capital Works R/F
- - 25,300 Engineering Parks Capital R/F
- - 8,138 OMCC Provincial Grant
- - 10,317 Tax Levy
- -
Total Financing 4,699,256$ 4,427,799$ 271,451$
Page 156
Attachment 3 to FND-016-20
Schedule C
Municipality of Clarington
Development Charges Reserve Funds Statement
For the 2019 Year
Total Expenses D/C R/F Non D/C R/F
REVENUE FUND EXPENSES For 2019 Financing Financing Description
D/C - General Government
Secondary Plan - Bowmanville West Urban Centre 45,797$ 38,707$ 4,301$ Prof Fees
2,789$ Tax Levy
Secondary Plan - Bowmanville East 107,600 96,808 10,756 Prof Fees
36 Tax Levy
Secondary Plan - Energy Park 32,958 1,999 708 Prof Fees
29,202 Recoverable from Developer
1,048 Tax Levy
Secondary Plan - Tooley Robinson 57,128 25,387 2,821 Prof Fees
27,720 Recoverable from Developer
1,199 Tax Levy
OP Appeal Legal Costs 131,011 65,505 65,505 Prof Fees
DC Study 37,417 37,417
Planning - Official Plan Review 28,659 28,659
Operations - Needs Study 58,250 53,923 4,327 Prof Fees
498,819$ 348,406$ 150,413$
D/C - Library Services
2019 Library Collections Capital Funds to Library 30,000$ 27,000$ 3,000$ Tax Levy
Contribution towards Debenture Debt - Courtice Library 78,146 78,146 -
-
108,146 105,146 3,000
D/C - Indoor Recreation
Contribution towards Debenture Debt- Newcastle District Recreation Ctr 1,757,651$ 1,581,886$ 175,765$ Tax Levy
Contribution towards Debenture Debt- Bowmanville Indoor Soccer 165,175 148,657 16,517 Debt Retirement RF
1,922,826$ 1,730,543$ 192,283$
D/C - Roads and Related
Engineering Design - Misc Expense 41,227 20,614 20,614 Tax Levy
Engineering Design - Baseline Rd 105,746 105,746
-$
146,973$ 126,359$ 20,614$
Total Revenue Fund Expenses 2,676,764$ 2,310,454$ 366,310$
Page 157
Attachment 3 to FND-016-20
Schedule C
Municipality of Clarington
Development Charges Reserve Funds Statement
For the 2019 Year
Total Expenses D/C R/F Non D/C R/F
REVENUE FUND EXPENSES For 2019 Financing Financing Description
Summary of Financing:-$ 348,406$ D/C - General Goverment
- 105,146 D/C- Library Services
- 1,730,543 D/C-Indoor Recreation
- 126,359 D/C - Roads and Related
- 16,517 Debt Retirement R/F
- 204,450 Tax Levy
- 88,419 Professional Fees Reserve
- 56,923 Recoverable from Developer
TOTAL FINANCING 2,676,764$ 2,310,454$ 366,310$
Page 158
Attachment 4 to FND-016-20
Schedule D
Municipality of Clarington
Development Charges Reserve Funds Statement
For the 2019 Year
Committed Amounts From Prior Years' Budgets and Council Approvals
Year Project Description Amount
Committed
Reserve Fund:D/C - General Government
2008 Operating 2017 Plan-OP Review-Courtice Industrial/special study area 4 Bow. West Sec Plan 1,921$
2009 Operating 2017
Plan-OP Review-Consulting services growth mangement & Intensification-Courtice Industrial/special
study 4 Bow. West Sec Plan 80,805
2011 Operating Planning studies-Technology Park-streetscape zoning bylaw 23,166
2011 Operating Plan-OP review-miscellaneous/contingency 11,348
2011 Operating 2017 Plan-OP review-commercial policy review-Courtice Industrial/special study 4 Bow. West Sec Plan 22,693
2012 Operating Planning studies-Technology & Planning/Review project 27,686
2015 Unexpended Planning studies-zoning bylaw review-90% DC [10% Prof fees Res tax levy]108,639
2016 Operating Operations-needs study [10% Prof fees Res tax levy] PO#11074 5,991
2016 Operating Plan studies-waterfront vision implementation plan [10% Prof fees Res tax levy]90,000
2017 Council Secondary Plan Agreement template [10% tax levy]18,000
2017 Operating Planning Studies-Tooley Robinson Subwatershed Study 109,853
2017 Operating Planning Studies-Bow East Town Ctre Sec Plan 56,328
2017 Operating Planning Studies-Courtice Industrial/special study 4 Courtice Employment Lands 135,000
2017 Operating Planning Studies-Courtice Industrial/special study 4 Energy Business Park Update 14,000
2018 Bowmanville East Secondary Plan 90,491
2018 Bowmanville West Secondary Plan 14,400
2018 Energy Business Park Update 2,501
2018 Operating OP Appeal Legal Costs 2,414
2019 Operating DC Study 34,583
2019 Operating OP Appeal Legal Costs 90,000
2019 Operating Planning Studies 144,000
Total Committed:1,083,820$
Reserve Fund:D/C - Library Services
2016 Capital Library Collection 76,840$
2017 Capital Library Collection 127,589
2018 Capital Library Collection 19,589
2019 Capital Library Collection 127,589
Total Committed:351,607$
Reserve Fund:D/C - Park Development & Related Facilities
2017 Capital Farewell Creek Park Trail - Phase 1 10,652$
2017 Capital Courtice Dog Park 8,381
Page 1 of 5Page 159
Attachment 4 to FND-016-20
Schedule D
Municipality of Clarington
Development Charges Reserve Funds Statement
For the 2019 Year
Committed Amounts From Prior Years' Budgets and Council Approvals
Year Project Description Amount
Committed
2017 Capital Waterfront Trail Extension - Bennet Rd Easterly to Existing Trail 4,500
2018 Capital Budget Bowmanville Valley Trail (Baseline to Waterfront)355,912
2018 Capital Budget Soper Creek Park trail - Phase 2 29,721
2018 Operating CONSULTING-PARKS DESIGN [10% tax levy]13,500
2019 Capital Budget Bowmanville Valley Trail (Baseline to Waterfront)134,132
2019 Capital Budget Newcastle Community Park - Phase 1 67,500
2019 Capital Budget Toyota Trail 189,000
2019 Capital Budget Outdoor Recreation Needs Study 36,462
2019 Capital Budget Farewell Creek Trail - Phase 2 407,193
2019 Operating CONSULTING-PARKS DESIGN [10% tax levy]13,500
COD-018-19 trsf of funds
from 110-32-325-83257-
7401 Sidewalk - Pave the Waterfront Trail (Waverly Rd to West Beach Rd)113,369
Total Committed:1,383,820$
Reserve Fund:D/C - Operations
2013 Capital Depot 42 Operations Centre - Construction of Pole Barn/Quonset Hut 255,028$
2016 Capital Depot 42 Operations Centre - Construction of Pole Barn/Quonset Hut 675,000
2017 Capital Bowmanville Cemetery expansion-design 21,125
2018 Capital Budget Operations Depot Improvements 67,500
2018 Capital Budget 2018 - Fleet New - Roads 4,231
2019 Capital Budget 2019 - Fleet New - Roads 586,296
Total Committed:1,609,180$
Page 2 of 5Page 160
Attachment 4 to FND-016-20
Schedule D
Municipality of Clarington
Development Charges Reserve Funds Statement
For the 2019 Year
Committed Amounts From Prior Years' Budgets and Council Approvals
Year Project Description Amount
Committed
Reserve Fund:D/C - Roads and Related
2011 Capital Rudell Rd Reconstruction 62,645$
2011 Capital North Scugog Court 335,164
2011 Capital Baseline Rd Sidewalk- Green to Westside 71,272
2011 Capital Brookhill Tributary Nick Point Remedial Work- C/P closed in 2018, project projected for 2020 Budget 7,101
2013 Capital Port Darlington Waterfront Park East Beach Phase 1 1,611
2014 Capital Brookhill Blvd Oversizing 310,000
2015 Capital Sidewalk-Rudell Rd (Sunset Blvd to Hart)43,000
2015 Capital Baseline Rd Streetlighting(Green Rd to West Side Dr)12,498
2015 Capital Rudell Rd Reconstruction 60,000
2015 Capital Scugog St./Middle Rd Reconstruction 136,900
2016 Capital Street lights-Courtice Road (south of Holyrod Dr)4,464
2016 Capital Lambs Road interchange at Hwy 401 - cost/benefit study 13,321
2016 Capital Liberty St sidewalk (Longworth to Bons-west side)97,491
2016 Capital King St streetscape (RR57 to Bow Creek)4,315
2016 Capital Longworth Ave extension EA (Green to Holt)59,860
2016 Capital Middle Rd reconstruction (Con Rd 3 to urban limit)74,319
2016 Capital Soper Creek pedestrian link to Camp 30 338,400
2016 Capital Grady Drive ( at Foster Creek) Environmental Assessment Completion 109,831
2016 Capital North Scugog Court surface asphalt (Dan Sheehan to West Scugog)7,656
2017 Capital Longworth Ave Culvert at Brookhill Tributary 67,000
2017 Capital George Reynolds Dr Extension 59,670
2017 Capital King St Cycling Facility ( RR 57 to Roenigk Dr)10,517
2017 Capital North Street Sidewalk (George to Remi)85,000
2017 Capital Green Rd at Stevens Rd Traffic Signals 24,695
2017 Capital Scugog St at Wellington St Intersection Improvements 19,880
2017 Capital Longworth Ave and Green Rd Intersection 38,126
2017 Capital King St at Scugog - Intersection Improvements 9,496
2018 Capital Street lighting - RR57 (Hwy2 to 150m N of Stevens Rd)20,000
2018 Capital Street lighting - RR57 (Conc Rd 3 to Urban Limit)309,648
2018 Capital Darlington Blvd (South limit to Hwy2)66,979
2018 Capital Baseline Rd (Lambs to Bennett)806,110
2018 Capital Green Rd (Harvey Jones to Ross Wright)70,890
2018 Capital Lake Rd Extension (Bennett Rd to 310m west)67,146
2018 Capital King St Cycling Facility 125,000
2018 Capital Lambs Rd (Baseline to 275m N of Baseline Rd)121,969
Page 3 of 5Page 161
Attachment 4 to FND-016-20
Schedule D
Municipality of Clarington
Development Charges Reserve Funds Statement
For the 2019 Year
Committed Amounts From Prior Years' Budgets and Council Approvals
Year Project Description Amount
Committed
2018 Capital Lambs Rd (Hwy2 to Concession St E)1,948,060
2018 Capital Sidewalk - RR 34 /Courtice Rd - (Nash Rd to Urban Limit)16,696
2018 Capital Sidewalk - RR 57 (Conc Rd 3 to Urban Limit) East Side 248,530
2018 Capital Sidewalk - RR 57 Multi-use Trail - Aspen Springs to Hwy2)15,000
2018 Capital Traffic Signals - Green Rd at Stevens Rd 225,000
2018 Capital Intersection Improvements - King St @ Scugog St 22,050
2018 Capital Intersection Improvements - Green Rd @ Boswell 122,507
2018 Capital Various Erosion Protection Works 29,535
2018 Memo Port Darlington subdivision Rd (Port Darlington to east)142,719
2018 Operating 50% North Newc Drainage Study 11,500
2018 Operating Eng - design 21,141
2019 Capital Street lighting - Baseline Rd & Lambs Rd 186,003
2019 Capital Nash Rd (Future Clarington Blvd)20,155
2019 Capital North Scugog Court (Dan Sheehan lane to Conc Rd 3)186,900
2019 Capital Middle Rd reconstruction (Con Rd 3 to urban limit)186,750
2019 Capital Baseline Rd Reconstruction (Haines to Lambs Rd)68,980
2019 Capital Baseline Rd Reconstruction (Mearns to Haines)63,240
2019 Capital Baseline Rd Structure ( W of Green Rd ) 35,000
2019 Capital Hancock Rd Box Culvert (S of Nash rd)69,444
2019 Capital Scugog St / Middle Rd Reconstruction 61,334
2019 Capital Trulls Rd Reconstruction (S of Yorkville Dr to Bloor St)18,148
2019 Capital George Reynolds Dr Extension 2,350,000
2019 Capital Concession Rd 3 Reconstruction ( Middle to Gimblett St)116,221
2019 Capital Lambs Rd Interchange @ Hwy 401 - Environmental Assessment 300,000
2019 Capital Nash Rd Rehabilitation & Bicycle Facilities (Solina Rd to Hancock Rd)450,000
2019 Capital Queen St Extension (St.George to Frank St)20,000
2019 Capital Trulls Rd Rural Upgrade (Baseline Rd to Bloor St)3,668
2019 Capital Prestonvale Rd Reconstruction (Baseline Rd to S of Southfield Ave)13,304
2019 Capital Lambs Rd Reconstruction (Concession St E to CPR)17,806
2019 Capital Baseline Rd Reconstruction (Trulls Rd to Courtice Rd)2,325,397
2019 Capital Sidewalk - Pave the Waterfront Trail (Waverly Rd to West Beach Rd)126,000
2019 Capital Traffic Signals - King Ave Corrior Study (North St to RR17)1,503
2019 Capital Various Erosion Protection Works 133,340
2019 Operating Eng - design 72,500
2019 Operating Green Road - debenture payment (Jul 2)541,802
2019 Operating 50 % North Newc Drainage Study 11,500
CL2016-17 Pavement Rehabilitation -Green Road cycling lanes [DC -project #25] - trsf UECF from Trulls Rd for CL2016-17 12,003
Page 4 of 5Page 162
Attachment 4 to FND-016-20
Schedule D
Municipality of Clarington
Development Charges Reserve Funds Statement
For the 2019 Year
Committed Amounts From Prior Years' Budgets and Council Approvals
Year Project Description Amount
Committed
COD-020-13 Port Darlington Waterfront Park East Beach Phase 1 -- add'l financing 110,000
EGD-020-16 Green Rd Grade Separation- trf'd from Conc Rd#3 (Middle to Liberty) 89,194
PO#10021 CIMA-Clarington Ponds/Clarnew, Newc & WestSide, Bow [50% Prof fees tax levy]5,068
PO#8394 Eng - design - CIMA/Longworth Ave W. EA [50% Prof Fees Res]446
Total Committed:14,050,418$
Total Committments to Development Charges Reserve Funds 18,478,846$
Page 5 of 5Page 163
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: FND-017-20
Submitted By: Trevor Pinn, Director of Finance/Treasurer
Reviewed By: Andrew C. Allison, CAO Resolution#:
File Number: RFP2019-16 By-law Number:
Report Subject: Supply and Installation of Four New Playgrounds
Recommendations:
1. That Report FND-017-20 be received;
2. 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;
3. 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;
4. 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 Account Number Amount
2019 Park Furniture Equipment 110-36-325-83644-7401 $273,418
2020 Park Furniture Equipment 110-36-325-83644-7401 342
5. That all interested parties listed in Report FND-017-20 and any delegations be
advised of Council’s decision.
Page 164
Municipality of Clarington Page 2
Report FND-017-20
1. Background
1.1 RFP specifications for the Supply and Installation of Four New Playgrounds were
prepared by the Operations Department and provided to the Purchasing Services
Division. To assist in determining the needs and requirements of the playground
specifications, staff members consulted with the community. The RFP provided for an
experienced playground contractor for the design, supply and installation of replacement
playground equipment at four existing park locations.
1.2 The Operations Department replaces existing playgrounds according to a replacement
schedule that takes into consideration the age of the playground equipment. The four
existing park locations that were scheduled for replacement this year and approved in
the 2019 budget are: Gatehouse Parkette, Landerville Parkette, Orono Park and Moyse
Parkette.
1.3 RFP2019-16 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.
1.4 Eight plan takers downloaded the RFP document.
2. Analysis
2.1 The RFP closed on December 20, 2019.
2.2 Seven proposals were received in response to the RFP.
2.3 One company who downloaded the RFP document but chose not to submit a proposal
did not provide a response to our request for information.
2.4 All seven proposals complied with the mandatory submission requirements and were
distributed to the evaluation committee for their review and scoring.
2.5 The Technical Proposals were first evaluated and scored independently by the
members of the evaluation committee in accordance with the established criteria as
outlined in the RFP. The evaluation committee was comprised of three staff members
from the Operations Department. The evaluation committee also consulted with
members of the community that had expressed a keen interest in the upgrade of their
Report Overview
To request authorization from Council to award RFP2019-16 for the supply and installation
of four new playgrounds.
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local playground and took their feedback into consideration when finalizing their
evaluation scores.
2.6 The evaluation committee met to review and agree upon the overall scores for each
proposal. Some of the areas on which proposals were evaluated were as follows:
General profile of the firm including years in business, average volume of work
and previous experience installing playgrounds in a climate similar to Clarington’s ;
Highlights of playgrounds designed and installed within the past five (5) years
only;
The playground design and drawings for both playground locations, including the
quantity and variety of different playground components that the playground
provides for children of different ages to interact with;
Accessibility design, features and/or criteria associated with the proposed
playground designs; and
Proposed schedule for manufacture and installation of the playgrounds.
2.7 Upon completion of the evaluation, the evaluation committee concluded the following
playground proposals met the pre-established threshold of 75% for Phase 1 and moved
on to Phase 2 of the RFP process:
The proposal from Play Power for Gatehouse Parkette;
The proposal from Play KSL for Landerville Parkette;
The proposal from Play KSL for Moyse Parkette; and
Both proposals from Play Power and Play KSL for Orono Park.
2.8 The pricing envelope for Play Power and Play KSL were opened and verified. The
Orono Park was the only playground that had two playground proposals (from Play
Power and Play KSL) that passed the evaluation threshold in Phase 1. In keeping with
the terms and conditions of the RFP, the pricing for Orono Park from Play Power and
Play KSL were compared and Play Power submitted the lowest price. The
recommendation is to award to the proposal that passes the evaluation threshold in
Phase 1 with the lowest price in Phase 2. The evaluation committee’s recommendation
is to award the following:
Gatehouse Parkette to Play Power;
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Moyse Parkette to Play KSL;
Orono Park to Play Power; and
Landerville Parkette to Play KSL.
2.9 Staff have reviewed the pricing submitted by Play Power and Play KSL and found it to
be acceptable (see Attachment 1).
2.10 Play Power and Play KSL have successfully completed work for the Municipality in the
past.
3. Financial
3.1 The funding required for this project is $273,760.00 (Net HST Rebate) and is in the
approved budget allocation as provided and will be funded from the following account:
Description Account Number Amount
2019 Park Furniture Equipment 110-36-325-83644-7401 $273,418
2020 Park Furniture Equipment 110-36-325-83644-7401 342
3.2 In 2019 Council approved a budget allocation of $440,000 for the Operations
Department park equipment/furniture account. Included in this allocation was $190,000
from the Community Improvement R/F requested by Council for park improvements at
both Gatehouse and Moyse Parkettes in Courtice. This request was passed under
resolution GG-088-19 and was in addition to the Operations Department’s annual
budget request for park furniture upgrades. Council requested the additional $190,000
under the identified resolution on top of Operations Department’s annual budget request
of $250,000. From the $190,000 awarded for community improvement , $32,018 Net
HST Rebate funded Gatehouse Parkette and $46,591 Net HST Rebate funded Moyse
Parkette for various park upgrades awarded in a separate tender. The park upgrades
scope of work included removal of existing playground equipment, new park benches,
garbage receptacles and asphalt pathway.
3.3 The total work for these two locations under both awards totals approximately $215,862.
This exceeds the community improvement allocation under resolution GG -088-19 by
$25,862. This overage will come out of the remaining annual 2019 and 2020 approved
budgets for the operations department for park equipment upgrades.
3.4 Queries with respect to the department needs should be referred to the Acting Director
of Operations.
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4. Concurrence
This report has been reviewed by the Acting Director of Operations who concurs with
the recommendations.
5. Conclusion
It is respectfully recommended that Play Power being the lowest compliant bidder be
awarded the contract for the supply and installation of a new playground at Gatehouse
Parkette and Orono Park and, that Play KSL being the lowest compliant bidder be
awarded the contract for the supply and installation of a new playground at Landerville
Parkette and Moyse Parkette as per the terms and conditions of RFP2019-16.
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.
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Attachment 1 to Report FND-017-20
Municipality of Clarington
Summary of Bid Results
Tender RFP2019-16
Supply and Install Four New Playgrounds
Bidder
ABC Recreation
Henderson Recreation Equipment
New World Park Solutions
Open Space Solutions
Park N Play
Play KSL*
Play Power*
* Denotes firms who were shortlisted. Only those proposals passing the minimum evaluation
threshold in Phase 1 moved on to Phase 2 of the process to have the pricing envelope
opened.
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Staff Report
If this information is required in an alternate accessible format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
Report To: General Government Committee
Date of Meeting: June 1, 2020 Report Number: CAO-013-20
Reviewed By: Andrew C. Allison, CAO By-law Number:
File Number: Resolution#:
Report Subject: Service Delivery Review Update - Tourism
Recommendation:
1. That Report CAO-013-20 be received for information.
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1. Background
1.1 Since Council considered the Tourism Delivery Service Review Report CAO-012-18 on
September 4, 2018, the Tourism Division has been actively working to implement the 16
recommendations contained in the report. Overall, the findings of the service delivery
review revealed that the Tourism division should be focused on the tourism business in
Clarington from a more macro level. Many of the tourism businesses are smaller
enterprises that benefit from having the support and wider marketing structure that
Tourism Services provides. Tourism staff are highly-skilled and experienced in
marketing and promoting tourism in Clarington. Tourism staff have shifted focus and are
concentrating on providing marketing and promotional assistance to businesses utilizing
social media and advertising as key vehicles. Staff have shifted from attending every
event to focus on event promotion and a 'behind the scenes' social campaign
advertising festivals and events in the weeks and days before th ey occur. Tourism staff
only attend key events, setting up a promotional booth with information about
Clarington. The main focus is marketing and promotion before the events to draw
interest, a crowd and following so that the event itself is successful. Staff, however,
attend BIA meetings and provide planning assistance as required. As noted by the
consultant in the service review report, "Tourism Services staff cannot be everywhere."
1.2 It is important to note that the Tourism landscape has changed significan tly since
December 2019 when the COVID-19 pandemic began to impact global economies.
Since the Provincial Emergency Declaration on March 17, 2020, and subsequent
emergency orders, Clarington tourism had to reprioritize work. Therefore, the Tourism
Division has pivoted, updated work plans, and tailored its initiatives to the current
environment while trying to implement and fulfil the 16 recommendations. Tourism staff
are in touch with local businesses and stakeholders to see if and how they are
operating. Since the start of the pandemic, many businesses have closed, while others
have reinvented themselves and their services. Tourism Staff continue to reach out and
gather this information to promote the businesses that are open and help support them.
With all this in mind, Clarington Tourism has shifted its priorities to provide support,
information and assistance as needed to these businesses and stakeholders as they
continue to operate under these difficult circumstances. Tourism Staff act as a resource
or these businesses providing information on the latest economic initiatives, grant
Report Overview
The Tourism Service Deliver Review was completed in 2018 and presented to Council in
Report CAO-012-18. Several recommendations were endorsed by Council. This report
provides an update on the recommendations implemented and other process improvements
made with respect to Tourism.
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funding and updates from the Region, the Province and the Federal government as
required.
1.3 Clarington Tourism staff have been working with partners in Durham Tourism, Invest
Durham, and the Clarington Board of Trade and Economic Development to help those
businesses who have pivoted their operations and remain open. The 'shop local'
campaign has been promoted on social media and in a press release published on May
14. As a social media leader and influencer, Tourism has used its large following to
highlight local businesses, which are open and help boost their profiles to attract more
shoppers.
1.4 It is also important to note that Tourism promotion has also shifted in focus on a
different audience once businesses are allowed to reopen post -COVID-19. Tourism
Staff will focus on promoting Clarington to the local audience, our residents, as a priority
post-pandemic. When these local businesses reopen, they will do so under different
guidelines and conditions. The priority for staff is to have residents "Rediscover
Clarington" and support our local community contributing to the local economy. In
tandem, the focus will be on the 'visiting friends and relatives' tourism sector. As
physical distancing restrictions are lifted, the priority for most people will be to visit their
loved ones. Clarington Tourism is looking to create local packages and itineraries to
help residents and their visiting families plan a visit where they can make memories in
Clarington by enjoying our various attractions.
1.5 In addition to the Tourism Service Delivery Review, the Mun icipality underwent an
Organizational Structure Review in late 2019 and early 2020. It was funded through the
Provincial Audit and Accountability fund and was conducted by the firm Grant Thornton .
Recommendation 2 was to move Tourism from CAO to Community Services. Staff
agreed with this recommendation and felt it was an easy and natural move for Tourism
Services. The reasons were outlined in report CAO-006-20. Tourism Services will move
under Community Services in September.
1.6 This report provides Council with an outline of the initiatives taken by Clarington
Tourism to further the 16 recommendations made in the Service Delivery Review with a
COVID-19 lens and outlook along with the upcoming move to Community Services.
2. Update on Tourism Service Delivery Review
Recommendations
2.1 Recommendation 1: "Formulate an industry advisory committee to provide guidance to
Clarington Tourism including members of Council." Status: Completed
The Tourism Advisory Committee (TAC) was established in 2019. Its inaugural meeting
was held on April 11, 2019. The terms of reference outline committee scope and
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composition. Since that time, the Committee has been busy and held nine meetings to
further the goals set out in the Service Delivery Review. Thus far, the Committee has
met twice during COVID-19 on April 21 and May 22. Both meetings were successful.
The focus of the April meeting was to provide the Committee with an update of
Clarington Tourism work plans and priorities and how they have shifted during the
pandemic. The second meeting focused on planning for reopening Clarington.
Specifically, on the campaign to draw residents to shop locally and explore the
attractions and businesses in Clarington, "Rediscover Clarington." The Committee has
come up with an initiative to create a centralized directory of all Tourism businesses in
Clarington, which are open and planning to reopen. Staff will be working on a form and
framework to obtain this information and add it to our existing Tourism stakeholder web
page. The Committee also discussed holding a larger forum-style meeting to bring as
many tourism-sector businesses to the table to agree upon a unified relaunch as they
prepare to open their businesses. Staff are looking for a cohesive approach to
reopening and support across the sector for the "Rediscover Clarington" campaign. As
the Tourism business directory is formulated, staff will hold an update meeting with the
TAC committee to discuss future initiatives.
2.2 Recommendation 2: "Undertake a strategic planning session with industry
stakeholders." Status: Completed
Clarington Tourism held a strategic planning session with the Tourism Advisory
Committee during a meeting on May 29, 2019. The session took several hours and
looked at the current and future state of Clarington Tourism. Based on the feedback
from the Committee members, three overarching initiatives and corresponding actions
were created. The three priority strategic initiatives are:
1) In partnership with the Municipality, develop a comprehensive tourism branding
strategy, which is consistent with Clarington's overall brand.
The Tourism strategy was created with the input from the Committee and approved
by Council on September 16, 2019, through resolution #C-302-19. To complement
the strategy, the CAO worked with the Committee and a consultant to create a
Vision for Clarington Tourism. This is an overarching goal that will help inform the
branding strategy and key messaging to guide marketing and communication efforts
to help Tourism tell Clarington's unique and authentic story. The Vision was
received by Council on April 14, 2020. The approved Vision for Clarington is: "A
collection of unique communities where all can enjoy diverse experiences."
2) Create a marketing and educational plan for tourism.
Clarington Tourism continues to provide and create marketing materials throughout
COVID-19. As mentioned, Tourism has taken a leadership role on social media,
promoting a shop local campaign and highlighting the local business that are
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staying open and offering their services in a different way. Clarington Tourism is
exploring an ambassador program, which includes residents, business owners, and
social media influencers. Tourism staff are working on bringing market-ready
tourism businesses together to create experience-based itineraries focused on
already existing products that businesses are offering. As we work on a "Rediscover
Clarington" campaign post-COVID-19, Clarington Tourism is looking to bring the
tourism businesses and stakeholders together in a planning meeting to see how
collectively the community can support a reopening once the COVID -19 restrictions
are lifted. This planning is key to ensure that once Clarington is open for business,
the marketing, advertising and educational components are in place to attract
residents to contribute to the local economy. Staff are also working to create a
robust business directory, that would be updated with information as soon as new
businesses open. It would include information on the services that are being
provided as well as any new safety measures in place.
Tourism staff continue to expand community engagement and outreach initiatives to
create awareness of the tourism assets through social media, advertising
opportunities, sport associations, and community partners.
3) To quantify the economic impact of tourism, Clarington will pursue different
channels to measure its success.
Tourism Staff continue to work with Durham Tourism and Central Counties Tourism
to create consistent metrics, which includes establishing a baseline success
measurement model that can be utilized as an industry standard and be used as a
comparator.
2.3 Recommendation 3: "Municipality should confirm its commitment to Tourism Services
and ensure that the resources assigned are not reduced, particularly during the busy
season." Status: Ongoing
In the 2020 budget, Council maintained its funding commitment to Tourism Services.
As noted earlier, one of the recommendations from the Organizational Structure Review
was to move Tourism Services from the CAO to Community Services. This move will
happen in September. Tourism staff have marketing skills that will be an asset to the
Community Services Department and will be utilized to collaborate on promoting
recreational services. In fact, Tourism Staff are actively working with Staff in Community
Development on planning and executing a high -profile Canada Day event during
COVID-19. The celebration will be held differently; staff are working on a toolkit and
resources for residents to celebrate Canada and Clarington at home. The partnership
also includes promotion across the Region with Durham Region Tourism taking the
lead. Durham Tourism is also hosting a region-wide virtual three-hour event, which
Clarington will also promote. Much of the information and resources are under
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development. Tourism Staff are a part of the planning committee and working actively
with Community Development to come up with a celebration that maintains physical
distancing but helps to bring the community together.
2.4 Recommendation 4: "The Municipality of Clarington should review the municipal
funding formula once the strategic plan has defined actions and commitments to
Tourism Services. As part of the strategic plan, alternative types of re venues, such as
destination fees, should be analyzed. Status: Ongoing
Tourism staff continue to work with Durham Tourism as they lead the conversation on
the potential Municipal Accommodation Tax at a Regional level. So far, Durham
Tourism is still in the research phase, working with other municipalities who have
already implemented the tax, speaking with accommodation providers, and looking at
options for a potential model that could be implemented in Durham. One of the biggest
challenges of establishing a model is creating an equitable funding structure. An issue
that has been identified and is being examined.
2.5 Recommendation 5: "Clarington Tourism services should seek to reduce its overall
costs for print publications by making them increasingly self-financed through
participation by its tourism partners and through expanded use of digital media including
online magazines." Status: Completed
Even before COVID-19, Clarington Tourism made the decision to reduce printing costs
by not creating a 2020 Visitor Guide. The Guide was a printed booklet highlighting
some of the key events and festivals happening in Clarington. It was underutilized and,
in many instances, out of date as soon as it was printed since event dates would
change at the last minute and some events would be cancelled due to logistics. Instead,
staff have proceeded with updating and printing the Tourism Map, a tool that many local
stakeholders continue to ask for. Stakeholders value the map from a promotional
aspect. It is also an excellent wayfinding tool and easy to distribute to guests and
visitors. The Tourism maps are distributed to local businesses and stakeholders. The
maps are also placed in Clarington Recreation Centres, libraries, museums and Ontario
Travel Centres throughout the Province and sent to many tourism offices in Ontario. The
Tourism maps are also available on the website and can be downloaded on demand .
Working on various campaigns in 2019, Clarington Tourism has built a relationship and
advertised in Narcity and BlogTo online magazines which have a combined reach of
153,000. Since advertising in these online magazines and working with social media
influencers, BlogTO has organically promoted Clarington in three different articles with a
reach of 86,828. Staff continue to leverage social media for all marketing and
advertising, especially during the COVID-19 pandemic, when we are seeing people turn
away flyers and leaflets because of fears that the virus continues to live on those
surfaces.
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2.6 Recommendation 6: "Tourism Services should actively seek to leverage other sources
of government funding." Status: Ongoing
The Tourism Division continually works with Durham Tourism and Central Counties
Tourism on joint initiatives to maximize opportunities and pool funds where available.
Tourism staff continue to apply for grants and assistance as applicable. In addition,
Tourism staff continue to find and share funding opportunities for tourism stakeholders
and local not-for-profit businesses. Since the start of the pandemic, Tourism Staff have
sent out four newsletters to stakeholders informing them of the various funding and
grant opportunities as well as resources and business-specific supports. Staff continue
to liaise with Tourism counterparts regionally, provincially and federally. Clarington
Tourism participates in industry calls, meetings and seminars to take note of all the
latest information and developments to share these with local stakeholders. Please see
the four newsletters published:
March 27, 2020
April 2, 2020
April 24, 2020
May 6, 2020
These newsletters also share resources and tourism -specific business surveys
administered by the Ministry of Tourism, the Regional Tourism Organizations and Invest
Durham. These surveys are critical in understanding the current landscape, business
challenges in terms of funding as we collectively look to creating a plan to reopen and
restart the economy. Surveys are the primary way the provincial government is
gathering information on industry-specific issues, which help create the framework for
recovery in these sectors.
2.7 Recommendation 7: "Clarington Tourism should set up a kiosk at the Visitor Centre
where people are able to buy tickets, lift passes and other items online." Status:
Deferred for further review.
This requires coordination with the local tourism industry as well as some significant
work on the website. Since COVID-19, the Municipality is looking into e-commerce,
future partnerships using online sales may be possible. As the impact of COVID-19 on
normal business practices becomes clear, local businesses may turn to e -commerce as
a potential solution to physical distancing rules. "Tourism Services can be a resource as
well as provide a conduit to promoting local tourism.
In September, Tourism Services will be moving to Community Services. The Division
will fall under Client Services and report to the Manager. This move allows for a wealth
of opportunity to increase promotion of Tourism Services utilizing the front-line customer
service counters located at municipal recreation facilities. This will expand
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communications as well as the potential reach as the facilities see thousands of visitors
every day. In fact, the traffic at the Visitor Centre is only a fraction of the foot traffic each
of the municipal facilities sees daily. This new exposure may be an opportunity to
rethink the use of the Visitor Centre and will allow staff to increase Tourism's digital
presence, a tool that is becoming a requirement in these COVID-19 times. This
recommendation should be reviewed by the Tourism Advisory Committee to determine
the practicality and benefit, as well as the cost of implementing a kiosk at the Visitor
Centre.
2.8 Recommendation 8: "Clarington Tourism, working with the Stakeholder Advisory
Committee, should begin an exploratory planning process to develop a themed
approach to establishing Clarington as a tourism destination over time through the
creation of one or more major tourism generators." Status: Ongoing
On December 16, 2019, the Tourism Division held a facilitated visioning session with
the Tourism Advisory Committee to establish a themed approach and a vision for
Clarington Tourism. This new vision will provide a cohesive approach to marketing and
branding Clarington Tourism as a destination. As mentioned, with the COVID-19
pandemic the Tourism Division is shifting and pivoting the focus on our local audience.
As we reopen the community, the priority is that our residents "Rediscover Clarington."
As more visitors come to Clarington to see relatives, Tourism Staff are working on
messaging and branding to encourage them to explore our local community.
Looking to 2021, as the pandemic evolves the market trend across Canada may see an
increase in domestic travel as people shy away from foreign adventures. Clarington
Tourism will be a looking at creating a future plan for marketing and advertising to
leverage our community's many features including nature, agriculture, heritage, variety
of unique businesses, festivals and events, recreation and leisure opportunities.
2.9 Recommendation 9: "Clarington Tourism Services should give priority to and focus
more on its marketing and product development resources on the visiting friend and
relatives' markets." Status: Ongoing
This priority is certainly heightened due to the COVID-19 pandemic. As mentioned, the
Tourism Division will be focused on a new campaign, "Rediscovering Clarington"
targeted at residents and their visiting family members. The number one priority will be
pushing residents to shop and invest their money locally to help reinvigorate the
economy.
Post COVID-19, the first tourism sector to reopen will likely be the visiting friends and
relatives (VFR). To effectively access and create messaging for this Tourism sector,
Clarington is focusing on reaching our residents. Getting our residents engaged and
enjoying all that Clarington has to offer is the first step in speaking with the potential
VFR sector. We are launching 'Rediscover Clarington,' a campaign to encourage
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residents to get back into the community, support and experience local businesses. This
campaign includes social media, blogs, vlogs, website content and advertising
opportunities. This will include highlighting businesses, showcasing when and how they
reopen. Taking into consideration the amount of job loss or financial insecurity for some,
we will also be including a 'Meet Clarington' aspect of the campaign. This will include
interviews with local business owners and the people that make Clarington special. It
will start building relationships between our residents and tourism stakeholders or
business owners, increasing a feeling of community. Studies show that when someone
feels connected with a business or a business owner, they are more loyal and spend
more money supporting them.
Tourism Staff are also working on a directory on the tourism website that will be updated
to include information on what businesses are open and how they are operating.
2.10 Recommendation 10: "Following the establishment of the Stakeholder Advisory
Committee, it should provide ongoing engagement with the tourism sector and to
increase their involvement in the planning, delivery and decision -making with respect to
tourism services." Status: Ongoing
The Tourism Advisory Committee (TAC) has been extremely engaged and helpful in
reaching out to the Tourism sector and assisting Clarington Tourism with engagement.
TAC has provided advice and resources to help inform plans and decision -making. Prior
to COVID-19, TAC helped administer surveys to gather information from attendees and
statistics at local events. Since the pandemic, TAC has been very active assisting
Tourism in creating a framework for promotion, marketing and stakeholder support
when businesses reopen.
Tourism staff connect and communicate with stakeholders in a variety of ways. As
mentioned, staff have sent four industry-specific newsletters with information and
resources to stakeholders. These newsletters also contain information from Tourism
partners including Durham Tourism, Invest Durham and Central Counties. They contain
information on webinars, opportunities to connect and provide input as well as any
partnership funding opportunities offered.
The newsletters also allow staff to communicate with stakeholders and ask for
information on how they are pivoting and running their business differently. Staff use this
information to create Tourism-specific messaging and promotion, helping the
businesses get the word out to the community. Staff have also communicated the new
vision for tourism and asked for stakeholder input in the plan for reopening post -COVID-
19. Clarington Tourism continues to engage and share information using various
vehicles and tools as outlined.
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2.11 Recommendation 11: "Develop a Clarington Ambassador program with tourism
partners and others in the community to promote Clarington as a tourism destination."
Ambassadors are an important aspect of promoting a community. Status: Ongoing
As outlined throughout the report, Clarington Tourism is creating a plan for jump-starting
the communications and marketing as soon as Tourism businesses can operate.
"Rediscover Clarington" is a campaign that will include a significant ambassador
program to leverage our Tourism Advisory Committee, stakeholders and also residents
as local community ambassadors. The campaign will showcase the wonderful people
and business owners who make Clarington special.
Community Services has more than 30 well-trained Customer Service Representatives
(CSRs). With guidance from Tourism staff, an internal ambassador program can be
developed. Community Services front-line staff can expand on the promotion of
Clarington Tourism at various levels to local residents and external sports organizations.
This can complement an external ambassador program that is being explored by
Tourism staff.
2.12 Recommendation 12: "Undertake a Wayfinding Study as a project for the Stakeholder
Advisory Committee, Clarington Tourism, Durham Tourism and relevant municipal staff
to develop an overall strategy to improve navigation, design, promotion and connectivity
of tourism destinations in Clarington for Council consideration." Status: Pending
The Tourism Advisory Committee did not identify wayfinding as a strategic priority.
However, with the extension of Highway 407 and Highway 418, wayfinding will be
critical to ensure that potential visitors do not bypass Clarington. Tourism staff will be
conducting some research and working on cost-estimates as time allows.
2.13 Recommendation 13: "Work with CBOT to promote the small business enterprise
services and set up improved referral services between Clarington Tourism and CBOT 's
small business assistance." Status: Ongoing
Clarington Tourism continues to work with CBOT to help promote all activitie s and
resources that support businesses. Tourism Staff promote all CBOT webinars and
events through social media, in the Tourism office and the stakeholder newsletters.
Tourism staff consistently shares plans for future campaigns, such as "Rediscover
Clarington," in hopes to align goals and priorities as we seek to assist our stakeholders.
Since COVD-19, stakeholders have new challenges and have identified new requests
for assistance. Tourism Staff continue to engage CBOT in any stakeholder related
communications, as we provide assistance and guidance to respond to these requests.
That way, stakeholders benefit from support and expertise from both Tourism staff and
CBOT. Also, as per the terms of reference, a representative from CBOT is a non-voting
member of the Tourism Advisory Committee which allows CBOT to contribute to and
keep informed on the Tourism Services activities and the tourism industry in Clarington.
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Tourism staff also assisted CBOT in researching and providing information for Board of
Trade web pages containing information on local restaurants open for business and
information on vulnerable shopping hours for seniors.
2.14 Recommendation 14: "Clarington should approach Central Counties Tourism to
develop Key Performance Indicators (KPIs), access funding for its tourism strategy and
gain insight into trends in the industry." AND Recommendation 15: "Clarington Tourism
should develop a performance measurement system and performance measures to
support its tourism marketing and event promotion. The performance measurement
system should include reporting and performance measures and economic impact
analyses." Status: In Progress
Clarington Tourism is part of the Durham Tourism Municipal Leadership team, which
meets regularly to examine industry trends, share best practices and collaborate on
projects. The issue of KPIs has been brought up at meetings and preliminary
discussions on setting metrics and measurables are taking place. Central Counties
Tourism collects postal code data and has gathered this information from the past two
years from local area events. Central Counties has shared this information with Tourism
Staff. Clarington Tourism is in the process of analyzing this data to see how it can help
identify visitor profiles and assist with the development of meaningful KPIs. All tourism
teams are struggling with this issue. In light of COVID-19, Tourism is looking to the
Ministry as they create the framework for recovery to include sector-specific metrics,
goals and targets.
Tourism Staff also use social media metrics and measurables to guide our marketing
plans. These provide meaningful data on who is engaging, sharing and acting upon our
messaging. The growth in social media and Clarington's following has been exponential.
In fact, the Tourism Team was identified by the Region as a leader in vlogging and
asked to present the Clarington Social Media plan and approach. This, however, was
postponed due to the pandemic.
In the Organizational Structure Review conducted by Grant Thornton LLP included
Recommendation 26 "Implement Key Performance Indicators". As noted in section 6 of
CAO-006-20, staff fully support this recommendation. The Municipality will be applying
to the Audit and Accountability Fund to retain expert services to create a corporate -wide
KPI system that builds on the Organizational Structure Review. If there is no funding
available under that Program, Council did include funding in the 2020 budget within the
CAO's budget to ensure this important work is completed. All departments will have
input on this project.
2.15 Recommendation 16: "As part of the Clarington Tourism Strategy, a digital marketing
strategy should be developed to ensure that there is integration with that strategy."
Status: In Progress
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Since the overall Tourism Strategy was approved late last year, staff have been working
on a work plan and looking at the action items to set timeframes. The Tourism Division
does have a digital marketing strategy that speaks to social media. This will be refined
and aligned with the overall tourism strategy. As priorities change and the tourism
markets shift, the digital strategy will continue to be refined and developed to pivot and
respond to market changes.
Tourism Staff are working on a digital marketing strategy for the "Rediscover Clarington"
campaign this will be multi-tiered and robust.
3. Concurrence
3.1 This report has been reviewed by the Manager of Communications and Tourism as well
as the Director of Community Services who concur with the recommendation.
4. Conclusion
4.1 As outlined in the report, Tourism Staff have accomplished many of the 16 priorities set
out in the Tourism Service Delivery Review. Those priorities have been carefully
evaluated and tailored to our current pandemic and post-pandemic environment. Staff
continue to work hard to support businesses and stakeholders and further the goals as
set out in the Strategic Plan approved by Council.
4.2 Work is ongoing to create a more robust web experience, as staff overhaul the website
and build a directory of businesses that are open and will reopening as restrictions
loosen. Stakeholder engagement is paramount during this COVID-19 pandemic.
Tourism Staff have been acting as a resources centre, doing the leg work and research
on behalf of local stakeholders and businesses to keep them informed and abreast of
any business support resources and plans for the recovery effort.
4.3 The Tourism Advisory Committee has met twice since the pandemic and is a continued
resource and support to staff as Clarington Tourism creates a local, community-specific
plan to assist our businesses in the recovery efforts. Plans are underway for a third
meeting of TAC in June.
4.4 Clarington Tourism provides ongoing marketing and advertising support throughout the
pandemic and a shop local promotion is going forward to help those who continue to
provide services.
4.5 As well, the Municipality is promoting continuous process improvement throughout the
corporation. Some of these improvements are facilitated through the Lean Sigma Six
program. Others are the result of staff taking the initiative to review current processes.
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4.6 It is respectfully recommended that this Service Delivery Review Update for Tourism be
received for information.
Staff Contact: Basia Radomski, Manager, 905-623-3379 extension 2214 or
bradomski@clarington.net
There are no interested parties to be notified of Council's decision.
Page 182
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: CAO-014-20
Reviewed By: Andrew C. Allison, CAO By-law Number:
File Number: Resolution#:
Report Subject: Service Delivery Review Update – Animal Shelter Services
Recommendation:
1. That Report CAO-014-20 be received for information.
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1. Background
1.1 The Animal Shelter Service Delivery Review was completed by WSCS Consulting
Services (WSCS) in the fourth quarter of 2017. Report CAO-001-18 presented WSCS’s
findings and recommended a phased approached to implementation of the consultant’s
recommendations. This report provides Council with a summary of the status of all 17
recommendations put forward by WSCS as well as other service improvements that
have been undertaken within Animal Services.
1.2 The Municipality underwent an Organizational Structure Review in late 2019 and early
2020 which was funded through the Provincial Audit and Accountability Fund. The firm
of Grant Thornton was retained to assist with that review. Recommendation #8 in Grant
Thornton’s report was to outsource Animal Services. When considering the range of
reorganizational possibilities discussed in Report CAO-006-20, Council decided that
Animal Services would not be outsourced.
2. Service Improvements
2.1 Through Resolution #GG-046-18 passed on February 5, 2018, Council endorsed a
phased approach to implementation of the recommendations contained in WSCS’s
report because of resource constraints. Recommendations 3, 4, 5, 7, 8 and 15 were
identified as having priority. Staff were also directed to continue to consider
opportunities for continuous improvement within Animal Services.
WSCS Recommendations
2.2 Recommendation 1: Explore partnership opportunities with neighbouring municipalities.
Status: Ongoing
The Clarington Animal Shelter does work with other shelters within the Region on the
adoption of animals. At times, animals are moved between shelters due to space or
length of stay issues. A change in location can also increase the chance of adoption.
Staff have reached out to Oshawa Animal Services to discuss their long-term capital
plans for adding a second shelter. Oshawa is currently renovating its existing building.
There are no plans at this point for a second shelter.
Report Overview
Animal Shelter Service Delivery Review was completed in 2017 and presented to Council in
Report CAO-001-18. This report provides an update on the status of all the
recommendations approved by Council in that Report as well as other service improvements
undertaken within Animal Services.
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In Clarington’s Development Charge study, there is a plan to replace the Animal Shelter
building as part of a new building for Operations at some point in the future. Staff will
monitor the future plans of neighbouring municipalities and explore potential
partnerships. As development continues to grow in the northern areas of Clarington and
Oshawa, there may be opportunities for a shared facility north of Taunton Road.
2.3 Recommendation 2: Undertake a strategic planning session to fully explore the goals
and outcomes as well as performance indicators to assess client expectations. Status:
Ongoing
Performance goals for Animal Services have been established by the Animal Service
Supervisor through her Performance Management Review. They include building the
volunteer program, reintroducing the elementary school program, pro-actively inviting
groups for tours of the shelter, and investigating the policy concerns surrounding
spay/neuter of dogs adopted through the shelter (consistent with the policy for cats).
Performance indicators are discussed under Recommendations 14, 16 and 17 below.
2.4 Recommendation 3: Undertake a client survey on a regular and transactional basis.
Status: Ongoing
Animal Services staff will be working with Communications staff to undertake customer
surveys starting in the fourth quarter of 2020 (assuming pandemic restrictions have
been lifted). Staff anticipate that this client survey will ultimately tie into the corporate
wide client feedback process which will align with the KPI initiative.
2.5 Recommendation 4: As part of the strategic planning process, update activities and
review the need for patrolling parks. Status: Completed
With the restructuring of shelter services and enforcement functions, staff reviewed
some of the activities including the need for patrolling parks. Staff have revised the
patrolling of parks by By-law Officers and a more effective strategy and use of staff time
has been implemented. As well, the adoption hours at the shelter have been revised to
allow staff to more efficiently care for the animals in the morning before the shelter
opens for adoptions. Adoption hours are also extended to Saturdays.
2.6 Recommendation 5: Transfer this responsibility to all municipal law enforcement
officers and set up municipal patrol areas. Recommendation 8: Move the Animal
Services Officers to municipal law enforcement offices and standardize the roles but
allow for specialty skill sets as a transition. Status: Completed
Through the Service Delivery Review, and Recommendations 5 and 8 in particular, a
clear separation was made between enforcement and animal sheltering services. In
May 2018, Animal Services Officers were moved to the Municipal Law Enforcement
offices and are now responsible for the enforcement of all by-law matters. This change
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clarified the roles of the Animal Service Officers in enforcement and the Animal Care
Attendants in the care and maintenance of the animal shelter.
2.7 Recommendation 6: Advertise the Municipality’s complaint line/email/services at
various locations to allow citizens to easily report infractions via mobile. Status:
Completed
Clarington’s website has been updated and includes a page where people can report a
complaint or service request for several issues including those relating to animals within
the Municipality (see Customer Service and Service Requests - Clarington).
2.8 Recommendation 7: Reclassify the Animal Services Manager to a supervisor reporting
to the Manager of Municipal Law Enforcement. Status: Completed
This recommendation was completed in 2018. It was a logical step given the transfer of
the Animal Services Officers to Municipal Law Enforcement.
2.9 Recommendation 9: Utilize the savings from the reclassification of the manager
position to implement a volunteer program. Status: Completed
The volunteer program has been expanded and training has been increased. However,
due to the COVID-19 pandemic, the volunteer program has been suspended. In May
2019, 10 volunteers were trained. Many volunteers have a desire to work with dogs but
most animals at the shelter are cats so retention can be a challenge. At the beginning
of 2020, half of the volunteers were still assisting at the shelter. Staff will continue to
look for volunteers and provide training to protect the volunteers and the animals.
2.10 Recommendation 10: Undertake a fee study to determine the true cost of adoption and
licensing and a policy on the amount of subsidization. Status: Ongoing
A study will be conducted in the third quarter of 2020 on the Animal Services fees and
licences, factoring in pricing of area shelters, direct costs for services and other inputs
such as veterinarian costs.
2.11 Recommendation 11: Review the licensing program and at minimum, introduce
automated renewals and welcome packages. Status: Completed
This recommendation has been implemented. Animal licenses can now be set to have
automatic renewal on the licensing program if chosen by the pet owner. The system
does send out a reminder email for those who have not chosen this option. When an
animal license is purchased, a welcome package is sent to the pet owner. Included in
the annual licence renewal package are gift cards from willing participant businesses
such as PetSmart and Rens.
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Report CAO-014-20
2.12 Recommendation 12: Review and expand the use of technology to improve processes,
record keeping and workload management in the Animal Shelter as well as investigate
mobile technology for the Animal Services Officers. Status: Partially Completed
The Animal Shelter now has a computer in the intake room which is used regularly by
the Animal Attendants as well as the By-law Officers when an animal is impounded or
surrendered. Staff continue to investigate options to improve daily record keeping on
individual animals. The mobile application for Municipal Law Enforcement Officers is
currently being explored through a larger corporate wide mobile application.
2.13 Recommendation 13: Develop a communication and outreach strategy in line with the
strategic plan on a regional basis. Status: Ongoing
In the past, Animal Services did have an outreach program. Due to increasing demands
over the years, the program has lapsed. Staff anticipate reinstituting the program in
2021. It will be delivered to various groups throughout the Municipality with a view to
reducing the need to Animal Shelter services through more responsible pet ownership.
2.14 Recommendation 14: Improve client relationship management through tracking and
service quality standards. AND Recommendation 16: Implement activity-based
costing, tracking of animal care, medications and performance measures/standards.
AND Recommendation 17: Develop a change management program. Status: In
Progress
Recommendations 14, 16 and 17 are tools to improve processes. Staff continually look
at process improvement and change management. Key Performance Indicators (KPIs)
are very useful to evaluate processes and service levels. As part of the broader
Organizational Structure Review by Grant Thornton, one important recommendation
was to implement KPIs. As noted in Report CAO-006-20, the Municipality intends to
move forward with this project on a corporate wide basis which will help all Municipal
services. The Municipality will be applying to the Audit and Accountability Fund (if it still
exists post COVID-19) to retain expert services to create a corporate wide KPI system
that builds on the Organizational Structure Review. If there is no funding available
under that Program, Council did include funding in the 2020 budget within the CAO’s
budget to ensure this important corporate wide work is initiated. All departments will
have input on this project.
2.15 Recommendation 15: Develop a donation campaign with online, automated receipts.
Track all donations and determine the true cost of operations. Status: Ongoing
There are several rescue and non-profit organizations that support the work of
Clarington’s Animal Shelter. These organizations are important partnerships in animal
shelter services. Recommendation 15 talks about a donation campaign for the
municipal animal shelter. The Clarington Animal Shelter does receive donations from
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Report CAO-014-20
the public in the form of pet food, toys, blankets, other supplies and cash. As seen in
the picture below, the donations received last Christmas season show the level of
support from the community. Charitable organizations are all vying for public donations
and many depend on these donations to sustain their activities. The Municipality will
look to establish a formal donation campaign when we are closer to determining a firm
timeline for the construction of a new animal shelter.
Other Service Delivery Improvements
2.16 In addition to the services improvements achieved through the implementation of the
recommendations from WSCS, staff have made other improvements, some of which are
the result of continuous improvement that is promoted through the Lean Sigma Six
program. Some examples are set out below.
2.17 As noted earlier, shelter service hours have been adjusted to accommodate cleaning
hours. This allows Animal Care Attendants to do the routine and feeding without
interruption. Staff can then conduct the adoption process more efficiently which creates
an improved customer service experience.
2.18 Livestock claims and shift scheduling processes have been streamlined.
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Report CAO-014-20
2.19 Rooms in the Animal Shelter are designated for specific functions. There are rooms for
dog adoptions, stray cats, quarantine and intake to name a few. Previously. animal and
cleaning supplies were centrally located. A system has been implemented where each
room has a cart with the required supplies which is colour coded for easy identification.
This allows for a more efficient process for cleaning the rooms and caring for the
animals. This also prevents cross contamination between the various areas.
2.20 Staff have been working on improving record keeping processes at the shelter. In the
past, records were paper driven and kept in binders. Now all documents are scanned
and stored in their system. This includes veterinarian reports, adoptions records and
spay/neuter redemptions. Currently the animal licencing is done through Docupet
system. This system maintains all the animal licencing data. Some process that are
labour intensive still rely on paper record keeping such as cleaning and feeding of
animals as it is the most efficient method for the staff. As noted earlier, the intake
process is now entered directly into the system for both the animal shelter staff and
enforcement staff records.
3. Concurrence
3.1 This report has been reviewed by the Municipal Clerk who concurs with the
recommendation.
4. Conclusion
4.1 Animal Services staff have worked diligently to implement operational improvements.
They will continue to look at ways to improve service delivery.
4.2 It is respectfully recommended that this update report be received for information.
Staff Contact: MaryJane Bacon, Animal Shelter Supervisor, 905-623-3379 extension 2127 or
mbacon@clarington.net
There are no interested parties to be notified of Council's decision.
Page 189
PG.25.06 GG
MUNICIPALITY OF CLARINGTON
General Government Committee Meeting
RESOLUTION #_________________
DATE: June 1, 2020
MOVED BY: Councillor Zwart
SECONDED BY
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;
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PG.25.06 GG
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 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
That a copy of this resolution be forwarded to the Region of Durham and Durham area
municipalities for endorsement.
Page 191
(May 2018) Page 1
TERMS OF REFERENCE V.2.0
ST. MARYS CEMENT INC. (CANADA)
COMMUNITY RELATIONS COMMITTEE
BOWMANVILLE OPERATIONS
Document History
Version Date Change Description
1.0 08/10/1998 Original
2.0 15-May-2018 General update, including current operating company,
mandate, and membership,
1. BACKGROUND
The St. Marys Cement Inc. (Canada) Bowmanville Community Relations Committee (the
“CRC”) provides a forum for open communication between St. Marys Cement Inc. (Canada),
formerly Blue Circle Cement, (“St. Marys”) and the local community residents to address
concerns and share information with respect to the St. Marys cement plant and related
operations in Bowmanville.
In December 1993, the Waterfront Regeneration Trust, at the request of the Municipality of
Clarington and Blue Circle Cement (“Blue Circle”), agreed to help resolve the numerous issues
related to Blue Circle's operation, including finding a solution to quarrying certain of the lands
underlying the Westside Marsh. One of the recommendations of the Waterfront Regeneration
Trust was that “(Blue Circle) and the community should set up a community relations committee
with an independent and mutually agreed upon facilitator to share information and seek solution
to mutual problems."
In November 1997, the Municipality of Clarington and Blue Circle entered into a legal agreement
that builds on the recommendations of the Waterfront Regeneration Trust. The 'Principles of
Understanding' document is a product of many months of public consultation and negotiations.
It was intended to provide a solution to some of the community's concerns about the future of
Westside Marsh while maintaining the economic viability of St. Marys.
In January 1998, the Municipality of Clarington Council (“Council”) directed Staff to prepare
Terms of Reference to establish and guide a new community relations committee, the CRC. In
June 2017, Council asked the CRC and its members to update these Terms of Reference.
2. PURPOSE
The purpose of the CRC is to maintain and improve relationships with the local community
through providing a forum for respectful and open communication to occur between St. Marys,
residents of the neighbouring Port Darlington and Wilmot Creek areas, and the community.
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(May 2018) Page 2
3. MANDATE
The CRC will share information and discuss issues of mutual interest and issues of concern to
residents related to St. Marys’ Bowmanville cement plant, quarry, shipping, and transportation
operations. The discussions will focus on finding viable solutions to problems, which recognize
the interests of both St. Marys and the residents. Respectful challenges and constructive
discussions are encouraged.
The types of issues to be discussed by the CRC may include:
a. Irritants resulting from the St. Marys Bowmanville cement plant, quarry, shipping, and
transportation operation relating to noise, dust, vibrations from blasting, and operations
on the shipping dock; and
b. Progress of work as it relates to the Principles of Understanding including the phasing of
extraction and any relocation of operations at the St. Marys Bowmanville operations.
In addition, the Municipality of Clarington can report on relevant maintenance and/or
development with which it is involved, including with respect to the Westside Creek, Westside
Marsh and the Bowmanville Conservation Area.
The CRC may review, and provide non-binding feedback on, applications made under the
Planning Act, the Aggregate Resources Act, Lakes and Rivers Improvement Act, Conservation
Authorities Act or Fisheries Act.
Participation on the CRC is voluntary and the statements, opinions, expressions of members
are offered without prejudice and for the sole purpose of communication and relationship
building. Members participating on the CRC may express their opinions and to bring forward the
positions of the agencies, groups, company or community that they are representing. The CRC
is not a legal body and has no binding authority.
For clarity, it should be noted that the CRC may not exercise any supervisory, regulatory,
approval, legal or other decision-making role with respect to St. Marys’ operations or facilities,
nor shall the CRC’s decisions be capable of putting the onus of any commitments, obligations,
or other responsibilities on St. Marys, the Municipality of Clarington, the Port Darlington
Community Association, the Wilmot Creek Homeowners Association, or private area residents
or businesses that any of them do not otherwise choose to undertake. The CRC is a forum for
communication and does not exercise any governing authority over any of the preceding entities
or individuals.
In the event that St. Marys determines that it is a more efficient use of resources to direct a
matter to a separate forum to focus on a specific issue, or a separate forum already exists, and
the forum provides for some form of community engagement, this issue will not be dealt with by
the CRC until the separate forum is no longer in existence.
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(May 2018) Page 3
4. MEMBERSHIP AND STRUCTURE
The CRC shall be comprised of the following membership:
a. three members from the Port Darlington Community Association (“PDCA”), one of whom
must be a member of the PDCA executive;
b. one member from the Wilmot Creek Homeowners Association (W CHA) – Board of
Directors;
c. one resident member from other areas of Bowmanville;
d. five members from St. Marys; and
e. two members from Municipality of Clarington (one staff member, one elected official).
The CRC, at its discretion, may augment its membership from time to time by including
representatives from other agencies, such as Ontario Power Generation, Central Lake Ontario
Conservation Authority, Department of Fisheries and Oceans, Ministry of the Environment and
Climate Change, and Ministry of Natural Resources and Forestry.
In the event that a member is repeatedly absent from the CRC meetings, St. Marys has the right
to require that a replacement member be appointed.
The CRC shall be co-chaired by one member from St. Marys and one community member. The
CRC shall elect the co-chairs.
The CRC may reassess its mandate, membership, structure and reporting functions from time
to time.
5. MEETING AND MINUTES PROCEDURE, REPORTING TO COUNCIL
Meetings shall be held no less than four times per year. Meetings of the CRC are not open to
the general public. A member of the CRC will record the Minutes of meetings, perhaps on a
rotating basis. Minutes of the CRC meeting will be submitted by the designated recorder to the
Planning Services Department in draft, in a timely manner, for inclusion in the Council agenda
for information. St. Marys shall be responsible for distributing the Minutes to the CRC members
and to the St. Marys Environmental Manager. The CRC community members shall be
responsible for distribution of the Minutes to the Presidents of the Port Darlington Community
Association and Wilmot Creek Homeowners Association.
The co-chairs shall appear before Council to inform them of the CRC's progress on an
annual basis, including any changes to the Terms of Reference.
In the event that a person acting as a committee member declares a conflict of interest, that
person will step down and a new member will replace the conflicted person until the declared
conflict of interest has been resolved.
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(May 2018) Page 4
In the event that a person nominated as a committee member is engaged in taking action
against St. Marys, St. Marys shall have the right, in its sole discretion, to veto such person’s
ability to serve as a member of the CRC. Similarly, if a member engages in active legal action
against St. Marys while sitting as a member of the CRC, St. Marys shall have the right, in its
sole discretion, to require such individual to step down from his or her position as a CRC
member.
6. COMMUNICATIONS
St. Marys shall maintain a webpage with the approved CRC Terms of Reference, CRC meeting
schedule and minutes, and other pertinent information to the local community relating to its site
operations. Pertinent information may include the blasting schedule, site contact information,
and project and initiative updates.
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Staff Report
If this information is required in an alternate accessible format, please contact the Accessibility
Coordinator at 905-623-3379 ext. 2131.
Report To: General Government Committee
Date of Meeting: June 1, 2020 Report Number: FND-018-20
Submitted By: Trevor Pinn, Director of Finance/Treasurer
Reviewed By: Andrew C. Allison, CAO Resolution#:
File Number: By-law Number:
Report Subject: COVID-19 Financial Support Update
Recommendations:
1. That Report FND-018-20 be received;
2. That Staff be directed to cease work on the establishment of a tax rebate by-law
under section 365 of the Municipal Act, 2001;
3. That Staff take the necessary steps to create a municipal wide Community
Improvement Plan for the purpose of providing financial support to Clarington
businesses with funding for the Plan to be from the Strategic Capital Reserve Fund
for up to $2,000,000; and
That a by-law adopting a municipal-wide Community Improvement Project area be
forwarded to a subsequent Council meeting;
OR
That the By-law attached to Report FND-018-20, as Attachment 1, be approved with
funding to be from the Tax Rate Stabilization Reserve Fund up to $2,000,000;
4. That Community Agencies renting space in Municipal buildings be provided rent
relief, outside of the Community COVID-19 Support Program, as recommended in
Attachment 3;
5. That Community COVID-19 Support Program guidelines and application, as
included in Attachments 4 and 5, be approved and Staff be directed to proceed with
the intake with the Director of Finance, Director of Community Services and the CAO
being delegated authority to award grants;
6. That Darlington Soccer Club be granted a deferral of their contribution to the
Bowmanville Indoor Soccer facility to 2021; Page 196
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Report FND-018-20
7. That correspondence dated April 20, 2020 from the Historic Downtown Bowmanville
Centre (BIA) be received for information; and
8. That all interested parties listed in Report FND-018-20 and any delegations be
advised of Council’s decision.
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Report FND-018-20
1 Background
COVID-19 Pandemic
1.1 On March 17, 2020, the Province of Ontario declared an emergency under the Emergency
Management and Civil Protection Act as it relates to an outbreak of a communicable
disease namely COVID-19.
1.2 Subsequent to the declaration of emergency, the Province of Ontario issued several orders
which resulted in closure of non-essential businesses.
Report Overview
The COVID-19 Pandemic has had a lasting effect on the community and the economy in
Clarington. All levels of government have been responding with financial supports in many
forms. This report originally was intended to address the creation of a tax relief program
under S.365 of the Municipal Act, 1991 for unduly burdensome taxes; however, in the six
weeks since direction was given by Council, there have been new developments in the
suggested financial response towards this crisis.
While Council directed Staff to create a tax relief program with the intent of providing relief
on residential taxes to small business owners who were forced to shut down as a result of
the pandemic because the Municipal Act, 1991 does not allow the municipality to provide
direct financial support to businesses, Staff have looked at alternative ways to provide
financial support directly to businesses which may have a greater return on investment for
the Municipality. The creation of a municipal wide Community Improvement Plan area would
allow the municipality to provide grants to businesses to help them with the costs of
reopening in the “new normal” of physical distancing.
As well, the Municipality has received requests from non -profit agencies for financial support,
which are proposed to be provided through a $100,000 Community COVID-19 Support
Program, waiving of lease payments for non-profits in municipal buildings that have been
forced closed and a deferral of annual capital contributions from the Darlington Soccer Club.
A request from the Downtown Bowmanville BIA to support a request for a Region of Durham
grant was referred to Staff and there are several items of concern that this request raises.
These are discussed at the end of this report.
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Report FND-018-20
1.3 On March 23, 2020, Council approved the first financial support to taxpayers in the
Municipality when it waived penalties and interest on outstanding taxes on May 1 and June
1. In effect, this penalty and interest waiving resulted in the April 23, 2020 tax due date
being deferred to June 30, 2020.
1.4 As well, the Municipality changed the typical due date for the first instalment of the final tax
bills from June to July. The August instalment date for non-residential properties and the
September instalment for all taxpayers remain unchanged.
1.5 The Municipality continues to provide services and invest in capital, with the exception of
recreation programming and facilities, which remain closed as part of the Province’s
orders.
Direction from April 14, 2020 Council Meeting
1.6 At its meeting on April 14, 2020 Council passed Resolution #C-168-20 which read:
That Report FND-008-20 be received;
That (the) Director of Finance continue to work with local area treasurers and the Region of
Durham to develop a sustainable consistent approach for support of those impacted by the
COVID-19 pandemic;
That the Director of Finance and the Director of Community Services create a new grant
program, the “Community COVID Support Grant Program” modelled after the existing
Community Grants Program specifically to target relief to businesses and residents effected
by COVID-19;
That the Community COVID Support Grant Program be funded from the Tax Rate
Stabilization Reserve Fund up to $100,000; and
That Clarington endorse in principle a temporary by-law that will cancel, reduce or refund
50% of the Clarington portion of taxes for the period of the declared emergency for
residential taxpayers either (i) employed in a business that has been ordered shut down; or
(ii) whose business has been ordered shut down; as a result of the Covid emergency, and
whose taxes have become unduly burdensome, pursuant to Section 365 of the Municipal
Act; and that this be funded from the rate stabilization reserve fund;
That the aggregate amount under Sub-section (5) shall be capped at $2,000,000, and if the
total would exceed that amount, the reduction for each residential taxpayer shall be
reduced such that it will equal (i) $2,000,000, divided by (ii) the total number of accepted
applications; and
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That the details of the program be the subject of a staff report to be presented at the June
1, 2020 General Government Committee.
1.7 Staff from Finance, Community Services, Legal Services, Planning Services, Clerk’s
Department, the CAO’s Office and the Clarington Board of Trade have worked together on
various aspects of this COVID-19 relief report.
2 Provincial and Federal Programs in Place
2.1 Since March 17, 2020, the Province and the Federal Government have made a series of
announcements regarding funding, loan programs and other supports to taxpayers both
residential and commercial to mitigate financial impacts of COVID-19. Announced supports
can be found in reports FND-007-20 (March 23) and FND-008-20 (April 14).
2.2 The Federal and Provincial Governments have broader legislative powers and abilities
which permit them to provide fiscal support that is not available to municipalities. Further,
any ability that a municipality has to provide support is legislated through the Province of
Ontario.
Federal Supports
2.3 On April 15, an expanded Canada Emergency Response Benefit (CERB) was announced
to provide support for individuals, including allowing workers to earn up to $1,000 per
month while collecting the CERB. The measures also include expanding the CERB to
workers who have exhausted EI benefits and developing a federal-provincial cost sharing
program to top up the salaries of essential workers making less than $2,500 per month.
2.4 On April 16, the Government of Canada also announced support to the arts and recreation
industries and small and medium sized businesses including:
a. $500 million to establish a COVID-19 Emergency Support Fund for Cultural,
Heritage and Sport Organizations to address the financial needs of affected
organizations to support artists and athletes;
b. $962 million to provide financing support to small and medium-sized businesses
and rural businesses delivered through Canada’s Regional Development Agencies
and Community Futures Network; and
c. $270 million to support entrepreneurs and innovators unable to access existing
COVID-19 business supports;
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2.5 On April 17, the Government of Canada announced an investment of $350 million to
support vulnerable Canadians through charities and non -profit organizations that deliver
essential services to those in need. Funding will f low through national organizations and
will be used for providing transportation services, increasing volunteer-based home
deliveries and helping Canadians access government benefits.
2.6 On April 24, in partnership with the provinces, the Federal government provided details on
the Canada Emergency Commercial Rent Assistance (CECRA) program for small
businesses. The program will provide forgivable loans to qualifying small businesses to
cover 50% of rent payments for April to June. Loans are forgivable if the property owner
agrees to reduce the eligible small business tenants’ rent by at least 75% for the same
period.
2.7 The government also announced $9 billion in new and enhanced supports for post-
secondary students and recent graduates. The Canada Emergency Stu dent Benefit
(CESB) will provide $1,250 per month for eligible students for the next four months ($1,750
for those with dependants). The Canada Student Grants will be doubled by raising the
maximum weekly amount that can be provided. Over $291 million will be granted by the
Federal government to extend expiring federal graduate research scholarships and
postdoctoral fellowships.
2.8 The Federal government announced on May 5 an investment of $252 million in supports
for farmers, food processors and agribusinesses as well as $200 million in increased
borrowing capacity.
a. $77.5 million in an Emergency Processing Fund to help produces access more
personal protective equipment, adapt to health protocols, automate or modernize
their facilities, processes and operations;
b. $125 million in an AgriRecovery initiative to help produce rs faced with additional
costs managing livestock backed-up on farms due to the temporary closure of food
processing plants;
c. $50 million in a Surplus Food Purchase Program to help redistribute existing and
unsold inventories to local food organizations;
d. Increase the Canadian Dairy Commission’s borrowing limit by $200 millio n to
support costs associated with the temporary storage of cheese and butter.
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2.9 On May 9, a $3 billion cost-sharing agreement was announced to temporarily boost the
wages of low-income essential frontline workers. The details of the agreement with the
Province of Ontario has not been announced and it is not clear if this would impact the
Pandemic Pay announcement from the Province on April 25, 2020 .
2.10 On May 11 the Large Employer Emergency Financing Facility (LEEFF) was announced to
provide bridge financing to Canada’s largest employers. This program will provide loans of
up to $60 million per company and guarantees of up to $80 million.
2.11 On May 13, it was announced that FedDev Ontario would receive $252.4 million to support
southern Ontario businesses impacted by the COVID-19 pandemic that did not qualify or
had been declined, for existing measures.
2.12 The Federal government announced a $2.5 billion investment to provide one -time
additional Old Age Security payments of $300, with an additional $200 to those eligible for
the Guaranteed Income Supplement. The New Horizons for Seniors Program which
supports organizations that offer community-based projects that improve the quality of life
of seniors will receive an additional $20 million investment.
2.13 The Canada Emergency Wage Subsidy program was to expire on June 6, 2020; however,
there are plans to extend that program.
Ontario Government Supports
2.14 On April 15, the Province announced a cost sharing of an investment of $1 million to the
Place to Grow: Agri-Food Innovation Initiative that matches employers with job seekers.
2.15 The Province announced support for insurance companies to provide auto insurance
premium rebates to consumers for up to 12 months after the declared emergency has
ended.
2.16 On April 20, the Province announced $11 million in funding to launch a new Ontario
Community Support Program to expand existing Meals on Wheels services and develop
the capacity of community organizations to help deliver medication and other essentials.
2.17 The Province announced the partnership with the Federal Government for $900 million
towards the Ontario-Canada Emergency Commercial Rent Assistance Program (OCECRA)
which will provide forgivable loans to commercial property owners who reduce the rental
costs of small business tenants by at least 75% and commit to a moratorium on evictions
for three months.
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2.18 A joint investment with the Federal Government of $2.5 million for Agri-Food Open for E-
Business initiative. This program is targeted to help food producers, farmers markets,
retailers, garden centres, greenhouses, nurseries and agricultural associations develop
online businesses and sales platforms.
2.19 The Province has announced a $4.00 per hour wage enhancement to employees working
in the frontlines of the pandemic. This includes staff working in long-term care and
retirement homes, emergency shelters, supportive housing, social services care settings,
corrections and youth justice facilities.
2.20 The Government of Ontario has started to change the definition of essential workplaces
while allowing certain businesses to reopen beginning May 9, with most retail being
allowed to reopen on May 19. This is the first stage of the reopening plan.
2.21 On May 1, the Province announced an order to defer a portion of the Global Adjustment
(GA) charges for industrial and commercial electricity consumers not in a regulated price
plan starting April 2020. This will keep electricity prices lower for those industrial and
commercial businesses that would have seen an increase as a result of a decline of
electricity demand.
2.22 On May 6, a continuation of electricity relief was announced which extended the previously
order reducing all time-of-use rates to the off-peak overnight and weekend charge to May
31.
2.23 The Province has passed the COVID-19 Response and Reforms to Modernize Ontario Act,
2020 which allows for virtual financial and business transactions. The provisions of the Act
will allow for electronic filing of business registration documents, remote commissioning or
notarizing of documents and greater use of virtual meetings for businesses and school
boards.
2.24 The Agri-food Workplace Protection Program will receive $2.25 million for workplace safety
to better protect employees at meat processing plants. This will assist in the purchase of
additional personal protective equipment and workstation redesign.
2.25 On May 9, the Province announced plans to support licensed childcare and EarlyON
centres with rapid funding delivery to assist fixed operating costs during the current period
where providers are prohibited from charging parents fees.
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3 Property Tax Relief Program
Legislative Authority
3.1 Section 365 of the Municipal Act, 2001 provides the council of a local municipality the
authority to, in any year, pass a by-law to provide for the cancellation, reduction or refund
of taxes levied for local municipal and school purposes in the year by the council in respect
of an eligible property of any person who makes an application in that year to the
municipality for that relief and whose taxes are considered by the council to be unduly
burdensome as defined in the by-law.
3.2 The above section is only applicable for eligible property which includes a property
classified in the residential property class, the farm property class or the managed forest
property class.
3.3 There is no authority to provide for the cancellation, reduction or refund of taxes for
commercial properties or properties in the multi-residential property classes. Therefore,
commercial taxpayers or those residents living in multi-unit apartment buildings would not
be eligible for property tax relief from a program established under Section 365 of the Act.
This creates inequity amongst taxpayers based on their ownership situation. It should be
noted that a part of the rent paid by residents goes towards the property tax for the
building.
3.4 The Municipal Act, 2001 does not define unduly burdensome, this is a definition left up to
each municipality to determine. Because unduly burdensome is a subjective definition,
which can be measured objectively, this section is not widely used. Staff have found
limited situations where this section is used for tax relief, most related to low-income
seniors.
Draft By-law and COVID-19 Tax Relief Program for Unduly Burdened Taxpayers
3.5 Attachment #1 includes a draft by-law to establish the COVID-19 Tax Relief Program for
Unduly Burdened Taxpayers.
3.6 As there are no municipalities in Ontario who have c reated a program, this by-law has
been created from scratch. The common use of Section 365 (although only a handful of the
444 municipalities in Ontario use it) is to provide tax deferrals for low income seniors and
utilizes eligibility for the Guaranteed Income Supplement as a qualifying requirement. This
would not be a reasonable criterion to address the intent for the creation of this program
3.7 The most difficult part of establishing a tax rebate program under Section 365 is
determining what constitutes unduly burdensome. There is an implied “needs test” in the
legislation and it needs to be very prescribed to ensure that all taxpayers are treated
equitably, and the program can be administered impartially.
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3.8 The draft by-law uses an income test based on property taxes as a percentage household
income. Based on historical trends from the BMA study, the Municipality averages
approximately 4% to 5% annually. Therefore, it was determined that 15% would be the
definition of unduly burdensome, this represents a 2/3 decrease in income.
3.9 An asset-based test is also included as it is assumed that a person who has saved funds is
not unduly burdened if their income drops as they have the means to pay for their taxes.
Staff are recommending that if the taxes outstanding are less than 50% of the taxpayers
non-registered savings that they would not qualify for this rebate program as they are not
unduly burdened.
3.10 To be eligible the property must be in the residential, farm or managed forest property tax
classes and be the principal residence of the owner. This is being recommended to avoid
taxpayers getting tax rebates on multiple properties and to avoid the enforcement concerns
with ensuring landlords passed tax rebates to their tenants as this would be costly to
enforce.
3.11 A maximum assessment value was set at $500,000. It was expressed at Council that the
program should not benefit “millionaires”, a limit of $500,000 still allows approximately 84%
of all residential, farm and managed forest properties (29,433 properties) to be eligible for
the program.
3.12 An eligible taxpayer is someone who owns a business located in Clarington that was
forced to close as a result of the pandemic or was employed in a business that was forced
to be shut down. The purpose behind limiting the business closures to those located in
Clarington is that the intent was to help those businesses in Clarington that closed and we
could not directly support due to restrictions on bonusing.
3.13 The eligible period starts on March 17, 2020 and ending on the date th e emergency
declaration is declared over or December 31, 2020 whichever is earlier. The December 31,
2020 date is set to ensure that the program does not span tax years. As the direction from
Council was to provide relief for the period of the pandemic, the program period will end on
the date the declaration is lifted. This does mean however, that the tax relief will not be
able to be provided for several months, which does not provide immediate economic
support to the community.
3.14 In order to qualify for the rebate, supporting documents would have to be provided by the
taxpayer which substantiates the applicant’s eligibility. These documents include but are
not limited to:
a. Bank statements or investment statements for each month of the program
period;
b. Letters from employers substantiating job loss;
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c. Records of Employment; and
d. Notices of Assessment or supporting documentation from the EI or CERB
3.15 Based on the criteria above the maximum rebate would be approximately $82/month. For a
three-month period this would be approximately $245. If the taxpayer had household
income of $1,092/month or more and they had more than $982 in savings, they would not
qualify for this program. To be clear, because the wording of the legislation is unduly
burdensome, there has to be criteria in place that are hard to meet, otherwise the burden is
not unduly.
3.16 Staff would have to go through all of the supporting documentation to ensure that the
applicant meets the eligibility criteria. The Municipal Act, 2001 is very clear that a program
under section 365 is by application, so there would be administrative costs to run this
program that are disproportionate to the benefits received by the individual taxpayer.
3.17 Staff were asked to work with the Region of Durham local municipalities to develop a
consistent sustainable approach to financial relief. Through discussion with area
treasurers, there is no other municipality that is seeking to do a tax rebate program like
this.
Recommendation
3.18 While the tax rebate program as included in Attachment #1 could be implemented, it is my
recommendation that the administrative burden, the delay in ability to provide funding and
the limited dollar value per taxpayer, makes such a program an ineffective option for
financial stimulus.
3.19 As the tax rebate program can only apply to residential, farm and managed forest
properties, any resident living in an apartment building (multi-residential) can not benefit
from this type of property tax relief although they still pay property taxes through their rent.
This program will treat taxpayers differently.
3.20 No other municipality in Durham Region is considering a program like this. Therefore , it is
unlikely that the Region of Durham would provide similar tax relief on their portion of the
property tax bill which is approximately 50% of the overall property tax paid by taxpayers.
3.21 As discussed in the following section, there is the ability to provide funding to all
businesses to assist them in reopening through the creation of a Community Improvement
Program. This gets around the bonusing rules that impede a Municipality from providing
grants, loans or tax forgiveness. Unlike the tax rebate program, there are other
municipalities in Durham Region and the Province of Ontario who are looking at this type of
vehicle to provide financial support. The recommendation will also benefit residents of
Clarington regardless of their homeownership situation.
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4 Community Improvement Plan
Background
4.1 Part IV of the Planning Act describes the steps a Municipality must undertake to designate
a community improvement area and develop community improvement plans (CIP). The
Official Plan sets out community improvement goals, objectives, policies and generalized
study areas. Official Plan policy 22.3.3 allows the Municipality to use the areas and
priorities identified in the Official Plan as a guide; program choices, financial constraints,
on-site project necessities and funding criteria may change the priorities. The Municipality
may revise the priorities without necessity of an amendment to this Plan. A municipal-wide
CIP was not contemplated at the time of OPA 107; however, the policy framework would
allow for one.
4.2 Should Council wish to pursue a municipal-wide Community Improvement Project and
Plan, a by-law adopting the CIP area will be included on a future Council agenda.
4.3 The existing Community Improvement Plans allow the Municipality to provide incentives to
business and property owners within a specific geographical area with specific grant
programs in each urban area in accordance with its Plan. The Orono, Newcastle and
Bowmanville CIPs focus on grants for existing buildings to enhance the downtown
streetscape and shopping experience. The Courtice CIP focuses on grants that will
encourage development and redevelopment of a Regional Corridor, Highway 2. The
business and property owners of the different Community Improvement Plan areas are
notified via the municipal website, pre-consultations, staff outreach, front counter inquiries
and through word of mouth of the Community Improvement Plan programs.
4.4 Council adopted Community Improvement Plans (CIPs) for Bowmanville and Orono in
2005 and Newcastle in 2008 all of which were reviewed and renewed during 2017, with
Council approving amendments in January of 2018. The Courtice Community Improvement
Plan was adopted in late 2016, its grant program has been targeted to new development
rather than revitalization.
4.5 Section 28 (7) of the Planning Act allows a municipality, for the purpose of carrying out the
community improvement plan, to make grants or loan s to pay for the whole or any part of
eligible costs of the community improvement plan. Section 28 (7.1) states that eligible
costs may include costs related to construction and reconstruction of lands and buildings
for rehabilitation purposes or the provision of energy efficient uses, buildings, structures,
works, improvements or facilities.
4.6 The Municipality currently does not have a municipal wide CIP. In order to provide support
to businesses throughout the whole community, it would be necessary to create another
CIP or expand the existing three CIPs.
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4.7 A concern expressed by Council has been the ability of small businesses to reopen after
the pandemic. This could be a result of the following:
a. The ability to pay rent, which has been addressed by the Provi nce and
Federal Government through rent support loans;
b. The ability to sell product online, which is being addressed by the Region of
Durham and websites under construction to promote online sales; and
c. The ability to safely open stores to in person customers end ensuring the
safety of staff and the public. If the public does not feel safe entering a store
they are not likely to do so. This is the area where the Municipality of
Clarington can provide assistance.
4.8 According to the Region of Durham, in 2019 Clarington had 1,483 businesses with 1,056
employing less than 10 employees. Small businesses, such as those with less than 10
employees, would be most at risk of not opening following the pandemic.
4.9 Through the development of a CIP the Municipality could provide grants to businesses to
retrofit their businesses for a safe opening and to encourage in-person interaction. Hygiene
guards to prevent transmission through droplets, floor signage to encourage spacing or
specific flow through the location, physical realignment of displays to promote physical
distancing all can contribute to a safer public experience and allows for a safe reopening
for businesses. However, at a time where cash resources may be stretched the ability to
invest in these measures may be too significant to overcome.
4.10 Staff are suggesting that a grant program to support businesses in the capital expenditures
required to retrofit their business to allow for safe openings could be established under the
CIP. An investment of $2million from the Strategic Capital Reserve Fund could result in
400 businesses receiving up to $5,000 towards the costs of safely reopening their
businesses. These 400 businesses likely employ up to 10 employees which would
therefore assist in the continued employment of up to 4,000 residents and a multiplying
effect as those businesses purchase from other businesses and those residents buy goods
in Clarington.
4.11 If the average grant under the program was $2,500 then 800 of the approximate 1,000
small businesses in Clarington could be assisted which further increases the residential
impact to up to 8,000.
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4.12 It is my opinion that an investment of $2,000,000 into these 400 (or more) businesses to
support the continued employment of approximately 8,000 residents and the multiplying
economic impact has a higher return than the Property Tax Rebate program which could
on average provide a one-time relief of $500 to 4,000 residents depending on the length of
the pandemic and number of applicants to the program. Continued employment assists
residents far more than a one-time tax rebate.
4.13 Unlike the property tax rebate program, there are other municipalities in Durham Region
which have expressed an interest in how this program could be ro lled out and implemented
in their own communities. There is also a lasting ability to use this program, as the grants
under the CIP could be tailored in the future to provide additional supports to business if so
desired. As well, because the tax rebate program would require the emergency declaration
to be lifted the distribution of funds would be delayed for quite some time; grants under a
CIP could be provided faster and could also allow businesses to be ready for a potential
second wave in the fall which could mitigate future economic losses.
Recommendation
4.14 Staff are recommending that steps be taken to create a Clarington-wide Community
Improvement Plan with the applicable establishing by-laws to be brought to Council as
early as possible.
4.15 A grant be established, funded from the Strategic Capital Reserve Fund, in the amount of
$2,000,000 towards the costs addressing COVID related expenses. The types of things we
would like to include in a municipal-wide CIP that any business could apply for would be:
a. Purchase and installation of protective screening;
b. Marking on the flow for physical distancing;
c. Office renovations to meet the 6’ spacing;
d. Renovations for window/door and curb-side pick-up;
e. On-line website work for retail operations to have curb-side sales;
f. Business counselling for how to change your operation in response
to COVID;
4.16 We would like to make the grants retroactive to the beginning of business shutdowns by
the Provincial emergency order and they would extend to when businesses have been able
to adapt. Part of the aim is to make businesses resilient to a rebound of COVID or until a
vaccine is in place.
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4.17 We do not see these as being much different from the grants we provide currently for
business signage, interior renovations and exterior (façade) improvements. They all have
a public safety and security aspect to them.
4.18 Attachment 2 is an email from the Ministry of Municipal Affairs providing comment on the
suggested CIP. While using a CIP to loan money would not be eligible, the use of the CIP
to support physical changes to the built environment to address the physical distancing
recommendations from public health officials would appear to be appropriate.
5 Economic Development Corporation
5.1 Staff have examined the ability to create a municipal services corporation under the
Municipal Act, 2001 in order to provide economic development activities including the
ability to provide loans and grants which are prohibited under section 106 of the Act.
5.2 It has been determined that the creation of an economic development corporation would
not have the desired effect as the Municipality would still be unable to issue grants and
loans to businesses.
5.3 The creation of a municipal services corporation requires several steps which can take
significant time which includes public meetings, creation of a business case, incorporation
of the entity, recruitment and training of the board of directors.
5.4 Staff have examined several municipalities which have announced grant or loan supports
for businesses, in these cases the organization which is distributing the grants/loans are
economic development corporations which were created by the Federal Government of
Canada. There is no such development corporation which has jurisdiction in Clarington, the
only Durham municipality which is within one of these jurisdictions is the Township of
Brock.
5.5 While the Municipality can provide business counselling services, this is already provided
by the Clarington Board of Trade under contract to the Municipality. Staff do not believe
that the creation of a municipal services corporation for the purpose to address COVID-19
related economic development issues is efficient or effective .
6 Municipal Buildings - Rent Relief for Community Agencies
6.1 The Municipality closed recreation facilities to the public effective March 13, 2020 as a
result of the COVID-19 pandemic. Facilities remain closed to the public as a result of a
Provincial order under the Emergency and Civil Protection Act.
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6.2 Two organizations that rent space from the Municipalit y have inquired about rent relief as a
significant portion of their operation has been shut down by the COVID-19 pandemic.
Subsequently we have contacted the other agencies to advise them of this report.
6.3 Other municipalities in Durham Region have provided for lease relief for non-profit
organizations that are impacted by the shutdown. Given that the Federal Government is
asking landlords to reduce rent by 75% it is consistent that the Municipality lead by
example and provide rent relief to these organizations.
6.4 The estimated monthly cost would be $9,400. This could be achieved either through
consideration in the Community COVID-19 Support Program or as a separate stand-alone
consideration.
Recommendation
6.5 It is the recommendation of staff, see Attachment 3, that rent be relieved for tenants of the
Municipality and that this be considered lost revenue rather than a grant to the
organization.
7 Community COVID-19 Support Program
7.1 As part of the April 14, 2020 Council meeting, direction was provided to develop a grant
program for not-for-profit organizations impacted by the COVID-19 pandemic. This target-
specific program will provide financial support to our community agencies, not -for-profits
and volunteer organizations that have been impacted by the COVID-19 pandemic.
Community Services staff then developed a set of criteria and an application form for
Council’s consideration (Attachments #4 and #5). This application based program will be
funded $100,000 from the Tax Rate Stabilization Reserve Fund. In order to provide the
funding opportunity to as many organizations as possible, the maximum funding award per
application is recommended to be $5,000.
7.2 The purpose of this one-time grant is solely to provide relief as a direct result of COVID-19.
The impact could include reduction or closure of their programs and services, reduced
revenues/fundraising or due to an enhancement of the services provided due to increased
demand. Although this is an application-based program, the information requested is
specific and not intended to add further burden on organizations.
7.3 Upon approval of the program, Staff will advertise the program and receive applications for
the period June 18 to July 3. Community Development will review all applications to
confirm eligibility. In order to expedite the approval process and ensure funds flow to
organizations efficiently, the Director of Finance and the Director of Community Services
will review all eligible applications and submit their funding recommendations to the CAO
for his approval.
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8 Darlington Soccer Club (Bowmanville Indoor Soccer)
Background
8.1 The Darlington Soccer Club committed in writing to the Municipality of Clarington to provide
$500,000 in capital funding for the Bowmanville Indoor Soccer facility. This funding was
originally intended to be paid $350,000 in the first year with $150,000 in the second year. It
was later changed to a 10-year commitment of $50,000 per year, subsequent to that it was
changed to a formula based on participant levels.
8.2 The annual contribution is currently based on a formula of $5 for every registered indoor
player and $5 for 60% of the number of outdoor registrants.
8.3 At the end of 2019 there is $115,607 remaining to be donated from the initial $500,000
pledge.
Financial Support Request
8.4 Staff have received a request from the Darlington Soccer Club to waive the 2020
contribution to the Bowmanville Indoor Soccer Facility. This request was in light of the
COVID-19 situation and the drastic drop in registrants for the summer season (which is still
pending).
8.5 Over the past three years, the donation has averaged approximately $14,200 which would
be in excess of the proposed $5,000 grant limit under the Community COVID-19 Support
Program. As the Club does not pay rent, the request would not fall under the Municipal
Buildings Rent Relief section of this report.
Recommendation
8.6 Staff are recommending that if Council wishes to provide financial support to the Darlington
Soccer Club that a deferral of the payment be approved to 2021. While the Club has
requested a “waiver” of the payment Staff have spoken with the Club and they are just
looking to avoid making a payment this year (rather than reducing their total pledge). Any
waiver of the pledge would result in the capital construction cost of the facility being borne
by the taxpayers of the Municipality which was not the intent of the request nor the initial
agreement with the Club.
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9 Business Improvement Areas
Background
9.1 The Municipality has established three Business Improvement Areas (BIA) in Bowmanville,
Newcastle and Orono. The BIAs are typically along the main street in the downtowns of
these three communities. There currently are no BIAs in Courtice or in the rural areas of
the Municipality.
9.2 A Business Improvement Area includes all commercial and industrial properties within the
designated area and is established under section 204 of the Municipal Act, 2001 with the
following legislated purpose:
a. to oversee the improvement, beautification and maintenance of mun icipally-
owned land, buildings and structures in the area beyond that provided at the
expense of the municipality generally; and
b. to promote the area as a business or shopping area.
Request from the Historic Downtown Bowmanville BIA
9.3 On April 27, 2020, Joint Committee referred correspondence from the Historic Downtown
Bowmanville BIA to Staff. This correspondence included a request from the BIA for
support from Council in its request to the Region of Durham for a grant equivalent to 25%
of its operating budget which they would then use to reduce the levy to its members.
9.4 BIAs are a creation of the lower tier municipality and are outside of the jurisdiction of the
Region of Durham. Further, not all municipalities in Durham Region have a BIA. As the
area of a BIA are defined and typically follow a certain area (such as a downtown) not all
businesses in a municipality may be part of a BIA.
9.5 Annually, each BIA provides to the Municipality its budget which is subject to approval by
Council, past practice has been that Council does not adjust the budget for the BIAs, and is
levied on the membership of the BIA based on assessment. The Municipality collects and
remits the BIA levy to each BIA.
9.6 The request from the Bowmanville BIA creates an administrative issue in tha t the tax levies
have already been approved, tax bills are being mailed out shortly and the requested funds
have already been forwarded to each BIA in Clarington. If the Region were to provide a
grant to the BIAs, it would be in excess of the levies requested by the BIA.
Page 213
Municipality of Clarington Page 19
Report FND-018-20
9.7 In some municipalities in Durham Region, the BIAs have reduced their budget request prior
to the finalization of the budget by-law. As events were likely to be cancelled, some BIAs in
the Region reduced their budget as they would not need the funds to put on the events.
The Bowmanville BIA can use the funds levied for future events, mitigating future years’
budget needs.
9.8 A grant from the Region of Durham or the Municipality of Clarington would shift funding
from the members towards the total tax base of the applicable municipality. In the case of
the Region, municipalities that do not have BIAs will be subsidizing those that do and this
would be seen as an unfair shift of burden.
Recommendation
9.9 Staff recommend that the letter from the BIA be received for information. It is not likely that
there is support at the Region for this request because not all municipalities in the Region
have BIAs and some BIAs have taken steps to reduce their budget ask. Given that the
Municipality of Clarington has already approved the 2020 BIA rates and provided the
funding to the BIAs there is little benefit to supporting this request.
10 Concurrence
This report has been reviewed by the Director of Community Services, the Acting Director
of Planning, the Municipal Solicitor and the Municipal Clerk who concur with the
recommendations.
11 Conclusion
It is respectfully recommended that the recommendations as outlined in the report be
adopted including either the creation of a municipal wide CIP or the property tax rebate
program.
Staff Contact: Trevor Pinn, Director of Finance/Treasurer, 905-623-3379 ext. 2602 or
tpinn@clarington.net
Attachments:
Attachment 1 – Draft By-law for COVID-19 Property Tax Relief Program
Attachment 2 – Email from Ministry of Municipal Affairs regarding COVID-19 costs under a CIP
Attachment 3 – Memo from Director of Community Services regarding lease relief for tenants
Attachment 4 – COVID Support Program Outline
Attachment 5 – COVID Support Program Draft Application
Interested Parties:
List of Interested Parties available from Department.
Page 214
Attachment 1 to Report FND-018-20
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 establish a property tax relief program for those facing unduly
burdensome taxes as a result of the COVID-19 pandemic.
Whereas the Province of Ontario declared an emergency under the Emergency
Management and Civil Protection Act on March 17, 2020 as it relates to an outbreak of
a communicable disease namely COVID-19;
And Whereas subsequent to the emergency declaration, the Province of Ontario
ordered the closure of non-essential businesses;
And Whereas some businesses, and their employees, may experience economic
hardship and financial difficulty as a result of the emergency closure;
And Whereas Subsection 365(1) of the Municipal Act, 2001, authorizes a local
municipality to pass a by-law to provide for the cancellation, reduction or refund of taxes
for eligible property owners whose taxes are considered by Council to be unduly
burdensome, as defined in the by-law;
And Whereas the Council of the Corporation of the Municipality of Clarington deems it
desirable and in the public interest to enact such a by-law as authorized under
Subsection 365(1) of the Municipal Act, 2001;
Now therefore the Council of the Municipality of Clarington enacts as follows :
Page 215
Attachment 1 to Report FND-018-20
Definitions
1. In this by-law,
a. “Eligible Employee” means a person, who is not the business owner,
whose employment was laid off or terminated, or who requested an
unpaid leave of absence from their job as a result of the closure of the
business pursuant to a regulation filed under the Emergency Management
and Civil Protection Act on or after March 17, 2020;
b. “Eligible Period” means the period of time, in calendar days, commencing
on the date an Eligible Employee or Eligible Proprietor ceased to work,
until the earlier of the date that the business is permitted to re -open, and
December 31, 2020;
c. “Eligible Property” means individually assessed real property that is:
i. situated within the Municipality;
ii. occupied by and is the principal residence of the Eligible Owner;
iii. assessed in either the residential, farm, or managed forest property
tax class;
iv. assessed for the 2020 taxation year at an amount not exceeding
$500,000.00; and
v. not subject to any property tax arrears as of March 17, 2020.
d. “Eligible Proprietor” means the owner of a business located within the
Municipality which was ordered closed pursuant to a regulation filed under
the Emergency Management and Civil Protection Act on or after March
17, 2020;
e. “Emergency Declaration” is the declaration of emergency issued by the
Province of Ontario pursuant to Ontario Regulation 50/20 filed under the
Emergency Management and Civil Protection Act.
Page 216
Attachment 1 to Report FND-018-20
f. “Emergency Management and Civil Protection Act” means the Ontario
Emergency Management and Civil Protection Act, R.S.O. 1990, c.E.9;
g. “Municipal Act, 2001” means the Municipal Act, 2001, S.O. 2001, c.25;
h. “Municipality” means the Corporation of the Municipality of Clarington, or
its geographical area as the context requires;
i. “Non-registered Savings” means investments in financial assets that are
not held in a registered retirement savings plan, registered retirement
income fund, registered education savings plan or other restricted tax-
sheltered savings vehicle as permitted under the Canadian Income Tax
Act;
j. “Owner” means a person liable to assessment, in accordance with the
provisions of the Assessment Act in respect of real property located within
the geographic boundaries of the Municipality;
k. “Treasurer” means the Treasurer, of the Municipality, or his or her
designate.
2. An Owner is eligible for relief under this by-law, and their property taxes will be
deemed to have become unduly burdensome for the purposes of subsection
365(1) of the Municipal Act, 2001, if:
a. on March 17, 2020, they were a registered owner of an Eligible Property;
b. immediately prior to the Emergency Declaration either they or their spouse
qualified as an Eligible Employee or an Eligible Proprietor;
c. the proportion of the Municipality’s property tax attributable to the Eligible
Property for the Eligible Period exceeds 15.0% of the Owner’s total
household income, including any government benefits for the same
period; and
d. the proportion of the Municipality’s property tax attributable to the Eligible
Property for the Eligible Period exceeds 50.0% of the Owner’s Non-
Registered Savings.
Page 217
Attachment 1 to Report FND-018-20
Relief Opportunity
1. Upon submission of a completed application and proof of eligibility to the
satisfaction of the Treasurer, an Owner shall be entitled to a tax rebate against
the real property taxes imposed on the Eligible Property by the Municipality to be
calculated as follows:
a. 𝑀𝑠𝑛𝑖𝑐𝑖𝑝𝑎𝑙𝑖𝑠𝑥′𝑠 𝐴𝑛𝑛𝑠𝑎𝑙 𝑇𝑎𝑥𝑒𝑠
366 × 𝐸𝑙𝑖𝑔𝑖𝑏𝑙𝑑 𝑃𝑑𝑟𝑖𝑜𝑑 × 50%; or
b. The prorated portion of the amount calculated above if the total amount of
tax relief claimed by all Eligible Owners exceeds the amount of
$2,000,000.00.
2. Applications shall be in the form approved by the Treasurer and shall include
such supporting materials as may be reasonably required by the Treasurer in
order to determine eligibility.
3. All applications pursuant to this by-law shall be submitted to the Treasurer by the
earliest of the last Friday of the month in the third month after the Emergency
Declaration is terminated, and December 31, 2020.
4. This rebate shall not be combined with any other tax relief or tax adjustments for
the Eligible Property as allowed under the Municipal Act, 2001.
5. An application may not be submitted by an Owner in respect of more than one
Eligible Property.
6. Any tax rebate approved under this by-law shall be credited to the applicant’s
property tax account without interest. Late payment charges that have been
applied to the applicant’s property tax account in advance of a rebate having
been credited to the account shall not be cancelled, reduced or refunded.
7. Any application that includes false or inaccurate information shall be rejected and
any taxes cancelled pursuant to a false or inaccurate application shall be
reinstated.
Page 218
Attachment 1 to Report FND-018-20
8. Should any section, clause, or provision of this by-law be declared invalid by a
court of competent jurisdiction, the same shall not affect the validity of the by-law
as a whole or any part thereof, other than the part which was declared to be
invalid.
Passed in Open Council this __ day of ________, 2020.
_____________________________________
Adrian Foster, Mayor
_____________________________________
C. Anne Greentree, Municipal Clerk
Page 219
Planning Act
Planning Act
Planning Act
Attachment 2 to Report FND-018-20
Page 220
Planning Act
Planning Act
Municipal
Act
Municipal Act
Page 221
Stop the spread. Stay home. Save lives.
Page 222
Memo
Page | 1
The Corporation of the Municipality of Clarington
40 Temperance Street, Bowmanville ON L1C 3A6 | 905-623-3379
If this information is required in an alternate format, please contact the Accessibility
Co-ordinator at 905-623-3379 ext. 2131
In response to the financial challenges many of our community agencies are facing
during this COVID-19 crisis, I am providing a list of the agencies who lease/rent space
in our municipal buildings, including the monthly costs for each agreement.
Should Council approve the guidelines and application form for the Community COVID -
19 Support Program, Clarington based not-for-profit agencies impacted by this virus will
be eligible to apply for funding which would include rent relief. As we are the Landlord or
Lessor in the instances listed below, we are recommending consideration be given to
these groups for similar relief if they have had their operations impacted by COVID-19.
To date we have had inquiries from Community Care Durham (CCD) and Autism H ome
Base Durham requesting consideration for relief of their lease payments. Both groups
have indicated a significant portion of their operation has been shutdown as the result of
the pandemic since mid March.
Based on the chart below the approximate monthly cost (excluding Bowmanville Tennis
Club) is $9,400. Assuming the current Provincial closures orders remain in place to May
31, the potential impact to revenues is approximately $23,500. In the case of CCD
approximately 50% of their normal operations ha ve been impacted by the closures. For
Autism Home Base Durham they are able to access their space for administration but
their in-person programs have been cancelled. This would mean the estimated impact,
for this time period, would be lower.
ORGANIZATION LOCATION FUNCTION LEASE/RENT
(MONTHLY)
Community Care
Durham
Garnet Rickard
Recreation Complex
Administration,
Meals on Wheels,
COPE, Day
Program
Rent:
$4,418.33
Utilities:
$1,606.67
Renovations:
$850.34
Community Living
Oshawa/Clarington
2444 Baseline Rd. Administration,
Programs $422.56
To: Municipal Control Group
From: George Acorn - Director, Community Services
Date: May 12, 2020
Subject: COVID-19, Community Agencies Municipal Building Lease Relief
File: n/a
Attachment 3 to Report FND-018-20
Page 223
Memo
Page | 2
The Corporation of the Municipality of Clarington
40 Temperance Street, Bowmanville ON L1C 3A6 | 905-623-3379
John Howard
Society
132 Church Street Administration,
Program Support
and Youth Centre
$1,354.03
Participation House Garnet Rickard
Complex
South Courtice Arena
Concession
Operations
$233.97
$176.54
Autism Home Base
Durham
132 Church Street Administration,
Programs
$1,206.80
Bowmanville
Tennis Club
26 Beech Avenue Tennis Courts $135.90
In addition to the rent Community Living pays for their Baseline location, they also pay
$1,200 per year to Clarington Public Library for the operation of Dewey’s Café. These
funds go into an operating account that is used to offset any landlord improvements. As
these payments are specific to the CPL budget, we have not included them in our
calculation. Any decisions made by Council will be shared with Ms. Kent for her
consideration.
Rent relief for these agencies can be achieved in two ways. Firstly, we can adjust their
monthly payments for the affected time period and include the amounts in our lost
revenue calculations. Secondly, we could consider their applications as part of the
Community COVID-19 Support Program.
The Community COVID-19 Support Program criteria being presented for Council
consideration sets the award limit at $5,000. This will be an application-based program,
and as such, funding approvals and the issuing of cheques would not occur until July.
For these reasons it is my recommendation we adjust the amounts and credit the
agencies accordingly and add the lost revenue to subsequent financial impact reports .
As we will require Council’s approval, this item will be included in the June 1 Finance
Department Report on COVID-19 Tax Relief.
I have discussed this with Mr. Pinn and he is in agreement with these recommendation.
Regards,
George Acorn
cc: D. Ferguson
L. Kent
Page 224
Purpose:
This program will provide funding to non-profit organizations to provide community
support programs, including those agencies supporting small businesses, to those in
need as a result of the COVID-19 pandemic.
This target-specific program has been created to provide financial support to our
community agencies, nonprofits and volunteer organizations that will / have been
impacted by the COVID-19 pandemic. To be eligible, applicants must be:
•Registered (Federal or Provincial) Not-for-Profit, local Board of the
Municipality or local volunteer community group that delivers programs or
services to the residents of Clarington or a group of two (2) or more
Clarington residents who share a common purpose in providing a service to
the community with no personal or professional gain (individuals or groups
must partner with a registered not-for-profit or established volunteer group to
be eligible). Agencies supporting small businesses are eligible to apply for
Innovation Relief only.
•Organizations must be non-profit, non-political and non-religious in nature.
Religious organizations will be eligible if the funding request is for a program
or service that benefits the broader community and does not involve religious
teachings and/or is not generating revenue for the organization.
•Demonstrate their programs, services or clients have been impacted due to
COVID-19:
o Enhancement / addition of programs or services to support the
community for COVID-19 related needs
o Closure of facility or programs which resulted in a loss of revenue
o Closure of facility or programs which resulted in the requirement to
provide services to clients using other means (i.e. technology,
equipment, supplies)
o Cancellation of fundraising events due to COVID-19 social
gathering restrictions or facility closures which results in loss of
revenue
o Any other direct impact as a result of COVID-19 as demonstrated
by the applicant
Forms of relief (up to $5,000)
•Financial relief – due to loss of revenue from service or fundraising event
cancellation (proof of cancellation and projected revenue loss is required).
•Innovation relief - allow non-profits to pivot and offer services in a different way
(i.e. access to technology, equipment, supplies, agencies supporting small
businesses with new programs or services)
Attachment 4 to Report FND-018-20
Page 225
• Service relief – for organizations that assist individuals and families address the
social well-being of those most affected by COVID-19. Examples include:
o at home help for seniors
o crisis and helplines
o food security issues
o emotional and mental health counselling
o any other identified community issues
Page 226
1
Municipality of Clarington COVID-19 Relief Program for Not-For-Profits
Applicant Information
Name of Lead Organization(s): Click or tap here to enter text.
Description of the Organization: Click or tap here to enter text.
Complete Address: Click or tap here to enter text.
Contact Name: Click or tap here to enter text.
Email: Click or tap here to enter text. Phone: Click or tap here to enter text.
Type of Organization (please select one):
☐ Incorporated not-for-profit or charity ☐ Religious or faith-based
☐ First Nation ☐ Other (please specify):Click or tap here to enter text.
Is this a collaboration between multiple groups or organizations?
☐ Yes ☐ No
If yes, please list the individuals / organizations involved: Click or tap here to enter text.
Project and Budget Information
1. Total amount of funding requested: Click or tap here to enter text.
*up to $5,000.00
2. What geographic location(s) will be served through this funding? Please check all that apply
☐ Clarington wide ☐ Bowmanville ☐ Courtice
☐ Newcastle ☐ Orono ☐ Rural Clarington
3. Which vulnerable group(s) will this funding support? Please check all that apply
☐ Seniors ☐ Individuals experiencing mental health
challenges
☐ Caregivers ☐ Individuals or families experiencing
violence
☐
Individuals or families with low or limited
income
☐ Individuals or families with limited
access to support (remote)
☐ Families with young children ☐ Individuals with disabilities, or chronic
or underlying medical conditions
☐ Other (please specify) Click or tap here to enter text.
Page 227
2
Municipality of Clarington COVID-19 Relief Program for Not-For-Profits
4. How many individuals do you expect to serve through this funding? Click or tap here to enter text.
5. Please fill in the chart with required details below:
Category of Funding Requested Details (project costs, social need addressed,
details of expenditure, memberships, staff
hours, etc.)
Amount
Requested
☐ New Program/Initiative
☐ Lost Revenue
☐ Other Click or tap here to enter
text.
Does your organization have in less than of 2 years of operating budget in unreserved cash?
☐ Yes ☐ No
Loss of revenue: please identify the program or fundraiser that has been cancelled due to COVID-19
Fundraiser/Program: Click or tap here to enter text. Estimated Revenue: Click or tap here to enter text.
Declaration
I, Click or tap here to enter text. (name in full) of the Municipality of Clarington, in the Province of Ontario, am the Click
or tap here to enter text. (position) of Click or tap here to enter text. (name of organization applying), and certify that
the information contained in this application is true, accurate, and complete and that I am representative with
designated signing authority/decision-making authority in the organization stated in this declaration.
Contact Information
Primary Contact Name: Click or tap here to enter text. Secondary Contact Name: Click or tap here to enter text.
Primary Contact Phone: Click or tap here to enter text. Secondary Contact Phone: Click or tap here to enter text.
Primary Contact Email: Click or tap here to enter text. Secondary Contact Email: Click or tap here to enter text.
Page 228
Presentations
and
Handouts
Outdoor Recreation Needs Assessment
Presentation to General Government Committee
June 1, 2020
Outdoor Recreation Needs Assessment
General Government Committee Presentation
Purpose
To identify outdoor recreation facility needs over
the next 15 years and make recommendations for
the Municipality to address these facility needs.
In Scope:
•Outdoor recreation
facilities (e.g., sports fields,
hard courts, splash pads,
community gardens, etc.)
•Recreational trails
Out of Scope:
•Indoor recreation facilities
•Parkland requirements
•Facility allocation, pricing,
maintenance and
operational matters
Outdoor Recreation Needs Assessment
General Government Committee Presentation
Planning Process
Fall 2019 Project Initiated
Background Research & Site Tours
Community Engagement
Preliminary Needs Assessments
Winter 2020 Interim Report
Public Open House
Draft Report
Spring 2020 Public Commenting Period
Project Finalization
Outdoor Recreation Needs Assessment
General Government Committee Presentation
Sports Field User Groups
•Bowmanville Dodgers
•Clarington Baseball
•Clarington Cubs
•Clarington Girls Slo-Pitch
•Clarington Slo-Pitch
•Clarington Minor Football
•Clarington Renegades
•Darlington Soccer Club
•Newcastle Slo-Pitch
•North Durham Ladies
Lob-Ball
•Oldtimers Service Club
League
Stakeholders that Provided Input
Parks & Trail Groups
•Active Transportation & Safe
Roads Advisory Committee
•Bowmanville Older Adult
Association
•Bowmanville Allotment
Garden
•Bowmanville Tennis Club
•Courtice Indoor Pickleball
•Liberty Allotment Garden
•Newcastle Indoor/Outdoor
Pickleball
•Soper Creek Allotment
Garden Committee
Consultation Activity Month Number of
Participants
Engage Clarington September 2019
to April 2020
598
page visits
ORNA Launch Event September 2019 40+
Community Survey September to
October 2019
383
surveys
Sports Field & Outdoor
Recreation User Focus Groups October 2019 23
Municipal Staff Roundtable October 2019 5
Preliminary Findings Public
Open House February 2020 25+
Draft ORNA Public
Commenting Period April 2020 13 submissions
Community Engagement
Outdoor Recreation Needs Assessment
General Government Committee Presentation
Themes from Consultations
•Public expressed desires for facilities to keep pace
with growth and be distributed fairly across the
various settlements
•Ball groups are looking for higher quality diamonds,
designed for the needs of specific sports and ages
•Pickleball users would like courts to play outdoors
•Community gardens committees are looking for new
areas to relocate and expand
•Minor soccer needs smaller fields for young players
•Trails are popular and people are looking for
additional connections between settlement areas,
other trails routes and community destinations
Source: ORNA Community Survey (n=383)
Outdoor Recreation Needs Assessment
General Government Committee Presentation
Rectangular Fields
•There are 54 “unlit equivalent” natural fields
available including artificial turf and lit grass
fields
•66 fields would be needed by 2036 if
participation rates remain the same
•There are 3 DC-funded fields planned at
future parks by 2025 (fields are also
identified post-2025)
•Lighting 3 existing fields adds the equivalent
of 1.5 new fields
•Engage the Darlington Soccer Club to find
ways to optimize existing fields for its
younger divisions
•Reconfirm field needs every 5 years
Action Plan 2020 to
2025
2026 to
2030
2031 to
2035
Construct 3 Fields at Planned
Neighbourhood Parks
Light South Courtice Field #3
Construct a Field at a Future Park(s)
Light the Courtice Memorial Park
Rectangular Field
Light the Bowmanville High School
Rectangular Field
Construct a Field at a Future Park(s)
Outdoor Recreation Needs Assessment
General Government Committee Presentation
Ball Diamonds
•Clarington’s 42 diamonds would meet needs to 2036 in terms of quantity
•However, not all diamonds are designed to specifications required for organized hardball and softball play
•Improvements to the supply are recommended by way of:
-3 DC-funded diamonds planned at future parks by 2025 (diamonds are also identified post-2025)
-Lighting 2 existing diamonds adds the equivalent of 1 new field
-These could replace certain underperforming diamonds
•Reconfirm diamond needs every 5 years
Action Plan 2020 to
2025
2026 to
2030
2031 to
2035
Construct 2 Hardball Diamonds at
Newcastle Community Park
Construct 3 Softball Diamonds at
Future Parks
Build a Diamond at a Future Park(s)
Light the Penfound Park Diamond
Build a Diamond at a Future Park(s)
Light the Longworth Park Diamond
Outdoor Recreation Needs Assessment
General Government Committee Presentation
Tennis &
Pickleball Courts
•There are 13 tennis courts and 3
pickleball courts approved for this year
•A total of 20 tennis courts are
recommended over the next 10 years
after which needs should be reconfirmed
Action Plan 2020 to
2025
2026 to
2030
2031 to
2036
Re -install posts/nets at Stuart Park and add a
multi-use court overlay that allows tennis and
pickleball
Build 3 tennis courts and 3 pickleball courts at
Newcastle Community Park
Construct 2 multi-use courts in north
Bowmanville
Construct 2 multi-use courts in the Southeast
Courtice Secondary Plan
Construct 2 multi-use courts in north
Bowmanville
Redevelop the asphalt pad at Lord Elgin Park
in Bowmanville to an outdoor pickleball
complex
Outdoor Recreation Needs Assessment
General Government Committee Presentation
Basketball Courts
•There are 22 basketball courts plus hoops available at a
number of schools
•Basketball courts are best provided on the basis of
geographic distribution to consider youth
•There are three notable geographic gap areas based on
existing and future development patterns
Action Plan 2020 to
2025
2026 to
2030
2031 to
2035
Construct 1 basketball court in north Bowmanville
Construct 1 basketball court in South-East Courtice
Secondary Plan
Construct 1 basketball court at Orono Park
Outdoor Recreation Needs Assessment
General Government Committee Presentation
Skateboard / BMX Parks
•There are 4 skateboard/BMX parks
distributed across Clarington
•These facilities are also provided on the basis
of distribution in consideration of youth
•Providing a skateboard park in Newcastle
will result in all three urban settlements plus
Orono having such a facility
•Integrate “skate spots” into park designs to
improve distribution
Action Plan 2020 to
2025
2026 to
2030
2031 to
2035
Construct a skateboard/BMX park at
Newcastle Community Park
Outdoor Recreation Needs Assessment
General Government Committee Presentation
Trails
•There is a strong trail network in
Clarington particularly along the
waterfront and creeks
•Improve connectivity between and
within settlement areas, including
north-south connections between
the Waterfront Trail, Greenbelt Route
and Oak Ridges Moraine Trail
corridors to encourage active
transportation and tourism
•The Active Transportation Master
Plan scheduled for 2020 will
examine specific on-road and off-
road connections
Outdoor Recreation Needs Assessment
General Government Committee Presentation
Other Recommendations
Action Plan 2020 to
2025
2026 to
2030
2031 to
2035
Provide a replacement site to permanently accommodate displacement of
the Bowmanville Allotment Gardens.
Construct an off-leash park in North Bowmanville
Integration of splash pads at future Neighbourhood Parks
Outdoor Recreation Needs Assessment
General Government Committee Presentation
Next Steps
Seek Committee / Council approval of
the ORNA as a guiding document
Staff will begin implementation by
through integration in capital budgets
(subject to further Council review)
Outdoor Recreation Needs Assessment
General Government Committee Presentation
Thank You!