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10/19/2020
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Foster, Councillor R. Hooper, Councillor J. Jones, Councillor M. Zwart Present Via Electronic Councillor G. Anderson, Councillor J. Neal, Councillor C. Traill, Means: Staff Present: J. Gallagher, L. Patenaude Present Via Electronic A. Allison, G. Acorn, R. Albright, F. Langmaid, R. Maciver, S. Means: Brake, M. Marano, T. Pinn, G. Weir, A. Greentree 1. Call to Order Mayor Foster called the meeting to order at 9:30 a.m. 2. Land Acknowledgement Statement Councillor Jones led the meeting in the Land Acknowledgement Statement. 3. New Business a Introduction Councillor Neal asked that New Business items regarding Servicing Rundle Road and Highway 2 and Implementation of Phase 2 of Grant Thornton Report, be added to the New Business - Consideration section of the Agenda. 1 3DJHT General Government Committee Minutes September 28, 2020 4. Adopt the Agenda Resolution #GG -308-20 Moved by Councillor Jones Seconded by Councillor Hooper That the Agenda for the General Government Committee meeting of September 28, 2020 be adopted with the addition of the following New Business Items: L Servicing Rundle Road and Highway 2 L Implementation of Phase 2 of Grant Thornton Report Carried 5. Declaration of Interest There were no disclosures of interest stated at this meeting. 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 General Government and Planning and Development Committee Meeting of September 14, 2020 7.2 Minutes of a Special General Government Committee Meeting of September 21, 2020 Resolution #GG -309-20 Moved by Councillor Zwart Seconded by Councillor Jones That the minutes of the Joint General Government and Planning and Development Committee meeting held on September 14, 2020 and the minutes of the Special General Government Committee meeting held on September 21, 2020, be approved. Carried 8. Delegations 8.1 Raj Kanthasamy, Regarding The Need for a Hindu Temple in Clarington Mr. Kanthasamy had notified the Clerk's Department to withdraw his delegation. 2 3DJHT General Government Committee Minutes September 28, 2020 8.2 Scott Parnell, Canadian Nuclear Laboratories, Regarding Port Granby Project Update Scott Parnell, Canadian Nuclear Laboratories (CNL) was present via electronic means regarding Port Granby Project Update. Mr. Parnell made a verbal presentation to accompany an electronic presentation. He explained how the CNL has been operating during the COVID-19 Pandemic and how they have been impacted. Mr. Parnell stated that they have been gradually restarting their work with new measures for COVID-19 both in the office and in the field. He provided background on the Port Granby project and noted that they have completed the safe transfer of historic waste, away from the Lake Ontario shoreline, and have begun to restore the site to a more natural state. Mr. Parnell stated that they appreciate the Municipality of Clarington's support from Staff and the Municipal Review Team. He explained that the long-term waste management facility waste has been placed in cells, cap construction is underway, and water management measures have been successful and will continue to down scale. Mr. Parnell also provided an update on the Port Granby bluffs. He explained that the East Gorge Groundwater Collection System is being installed, topsoil/seeding on the south site was completed in mid-September, and Cell 1 waste grading/shaping/closure is anticipated this fall. Mr. Parnell explained that the Wastewater Treatment Plant has had the lake tanks removed and the bioreactor and equalization pond cleaned out. He added that they are trucking solid waste material to the Port Hope facility for storage. Mr. Parnell noted that the route is direct from the facility in Port Hope, along Concession 1 and up to the Highway 401, and that it has support from the Municipality of Port Hope and Clarington Staff. He explained the remediation verification process and advised of the future project goals and timeline. Mr. Parnell noted that they are involved with community outreach activities and will continue to hold stakeholder meetings and presentations about the Port Granby Project. He explained that they are in the process of an application to change the cleanup criteria which is currently used to determine when remediation of a PHAI site is complete and noted the benefits for a revised cleanup criteria. Mr. Parnell provided information for public feedback and answered questions from Members of Committee. Resolution #GG -310-20 Moved by Councillor Zwart Seconded by Councillor Anderson That the delegation of Scott Parnell, Canadian Nuclear Laboratories, regarding Port Granby Project Update, be received with thanks. Carried 3 3DJHT General Government Committee Minutes September 28, 2020 9. Communications F1 Receive for Information 9.2 Minutes from the Newcastle Business Improvement Area dated September 10, 2020 9.3 Minutes from the Energy from Waste - Waste Management Advisory Committee dated July 15, 2020 9.4 D. Patrick McNeil, Chair -Board of Directors, Elexicon Corporation, Regarding Elexicon Corporation Dividend Payment 9.6 The Honourable Seamus O'Regan, Minister of Natural Resources, Response to Correspondence Arising out of Resolution #C-282-20 Resolution #GG -311-20 Moved by Councillor Hooper Seconded by Councillor Zwart That Communication Items 9.2, 9.3, 9.4 and 9.6 be received for information, on consent, with the exception of items 9.1, 9.5, 9.7 and 9.8. Carried 9.1 Minutes from the Accountability and Audit Committee dated July 14, 2020 Resolution #GG -312-20 Moved by Councillor Neal Seconded by Councillor Hooper That the Minutes from the Accountability & Audit Committee dated July 14, 2020, be approved. Carried as Amended Resolution #GG -313-20 Moved by Councillor Neal Seconded by Councillor Jones That the foregoing Resolution #GG -312-20 be amended by adding the following at the end: That the Accountability and Audit Committee's Terms of Reference be amended by adding the words "(including any actions taken)" after the words "The unapproved minutes". Carried The foregoing Resolution #GG -312-20 was then put to a vote and carried as amended. 4 3 DJ H®❑ General Government Committee Minutes September 28, 2020 9.5 Memo from Stephen Brake, Director of Public Works, Regarding Drainage in Solina Resolution #GG -314-20 Moved by Councillor Jones Seconded by Councillor Neal That Communication Item 9.5 be received for information. Carried 9.7 Dan Carter, Mayor, City of Oshawa, Regarding Municipal Challenges Regarding On -Line Home -Sharing Platforms Resolution #GG -315-20 Moved by Councillor Neal Seconded by Councillor Jones That Communication Item 9.7 be received for information. Carried 9.8 Memo from Ron Albright, Manager of Infrastructure, Regarding Whistle Cessation Background for Belleville and Markham Resolution #GG -316-20 Moved by Councillor Neal Seconded by Councillor Jones That Communication Item 9.8 be referred to the consideration of Unfinished Business Item 21.1, Report FND-029-20 Whistle Cessation Funding Options. Carried 10. Communications []Direction 10.1 Andrew Evers, Manager, Environmental Assessment Services, Ministry of Environment, Conservation and Parks, Regarding Response to the Proposed Anaerobic Digestion Facility Resolution #GG -317-20 Moved by Councillor Hooper Seconded by Councillor Zwart That Communication Item 10.1 be referred to the consideration of Unfinished Business Item 21.2, Elaine Baxter-Trahair, Chief Administrative Officer, Region of Durham, Regarding Mixed Waste Pre -Sort and Anaerobic Digestion Project. Carried Gw 3 DJ H®❑ General Government Committee Minutes September 28, 2020 Recess Resolution #GG -318-20 Moved by Councillor Hooper Seconded by Councillor Jones That the Committee recess for 10 minutes. Carried The meeting reconvened at 10:47 a.m. with Councillor Zwart in the Chair. 11. Presentations No Presentations. 12. Public Works Department Reports No Reports for this section of the Agenda. 13. Emergency and Fire Services Department Reports Councillor Zwart chaired this portion of the meeting. 13.1 ESD -006-20 Emergency Services Activity Report Q2 2020 Resolution #GG -319-20 Moved by Councillor Jones Seconded by Councillor Hooper That Report ESD -006-20 be received for information. Carried 14. Community Services Department Reports No Reports for this section of the Agenda. 15. 0 ❑QIFLSDOEWNV/ FISDLW FUM FISRIW No Reports for this section of the Agenda. 16. Corporate Services Department Reports No Reports for this section of the Agenda. 17. Finance Department Reports Councillor Neal chaired this portion of the meeting. A 3 DJ H®❑ 17.1 17.2 17.3 General Government Committee Minutes September 28, 2020 FND-032-20 Award of Contracts During Council Recess Resolution #GG -320-20 Moved by Councillor Hooper Seconded by Councillor Jones That Report FND-032-20 be received for information. Carried FND-033-20 Financial Update as at June 30, 2020 Resolution #GG -321-20 Moved by Mayor Foster Seconded by Councillor Jones That Report FND-033-20 be received for information. Carried FND-034-20 Design and Build Newcastle Skate Park Resolution #GG -323-20 Moved by Councillor Zwart Seconded by Councillor Anderson That Report FND-034-20 be received; That the proposal received from Transition Construction and Scatliff + Miller + Murray having the highest rank proposal and a bid of $290,016.00 (net HST rebate), meeting all terms, conditions and specifications of RFP2020-6 be awarded the contract for the design and build services for the Newcastle Skate Park; That the funds required for this project including a 5% contingency allowance in the total amount of $305,000.00 (net HST rebate) is in the approved budget allocation as provided, be funded from the following account: Description Account Number Amount Newcastle Community Park 110-32-325-83436-7401 $305,000 That all interested parties listed in Report FND-034-20 and any delegations be DGAM-GRI A R❑EFLCV G+LVIR❑❑ Carried 7 3 DJ H®❑ General Government Committee Minutes September 28, 2020 Resolution #GG -322-20 Moved by Councillor Neal Seconded by Councillor Jones The Committee recessed for their one hour scheduled break as per the Procedural By n. General Government Committee Minutes September 28, 2020 20.2 Public Access to Municipal Property East of Mearns Avenue at Longworth Avenue Resolution #GG -325-20 Moved by Councillor Traill Seconded by Councillor Anderson Whereas local residents, groups of young people, and recreational vehicles are accessing Municipally owned Environmental Protection (EP) property immediately south of Longworth Avenue and east of Mearns Avenue; And whereas the majority of the pedestrians and the all -terrain vehicles are accessing the area at the east end of Longworth next through a narrow entrance adjacent to a private residence located at 273 Longworth Avenue; And whereas the municipal property is part of the Soper Creek watershed and L❑FCG- DI CiP DO U WCLRBDW❑J A"IR Va.FHl CIHVIGHFIFM/FR I R -IJ Z RLW-DEAUX - that extends along a precipitous thirty-foot drop from Longworth Avenue south to the train tracks, curving west along the rail corridor to a dead end at Mearns Avenue; a stormwater management pond which fills in the spring; all of which pose a serious threat to the health and safety of residents unlawfully accessing the land; And whereas Clarington has installed a fence along Mearns Avenue preventing access to this area; Now therefore be it resolved: That Staff install chain link fencing at least six feet high along the east end of Longworth from Crough Street along the cul-de-sac to the property located at 273 Longworth Avenue (approximately forty feet) and a short section west of 285 Longworth Avenue (approximately eight feet); That Staff install signage, similar to the signage in place on the fence at Mearns/Longworth, indicating the property is Municipal/EP property and that no trespassing is permitted; and That Canadian Pacific (CP) Railway be asked to repair the damaged fence along the north side of the train tracks immediately east of Mearns Avenue at Longworth Avenue and to take the necessary steps to prevent the Municipal land east of Mearns Avenue from being accessed via the train tracks (i.e. install additional fencing as required). Carried 9 3 DJ H®❑ General Government Committee Minutes September 28, 2020 20.3 Public -Private Proposal for Uxbridge Municipal Park and Trail System Resolution #GG -326-20 Moved by Councillor Hooper Seconded by Councillor Zwart That the Uxbridge Municipal Park and Trail System Linkage Proposal be endorsed by the Municipality of Clarington. Carried 20.4 Servicing Rundle Road and Highway 2 Resolution #GG -327-20 Moved by Councillor Neal Seconded by Councillor Jones That Staff be directed to report back, at the next Council meeting, on options for servicing Rundle Road and Highway 2. Carried, on a Recorded Vote (See following Motions) Resolution #GG -328-20 Moved by Councillor Neal Seconded by Councillor Zwart That the Rules of Procedure be suspended to allow Members of Committee to speak to the foregoing Resolution #GG -327-20 for a second time. Carried Resolution #GG -329-20 Moved by Councillor Neal Seconded by Councillor Anderson That the Rules of Procedure be suspended to allow Members of Committee to speak to the foregoing Resolution #GG -327-20 for a third time. Carried The foregoing Resolution #GG -328-20 was put to a recorded vote and carried, as indicated below: Yes (4): Councillor Anderson, Councillor Jones, Councillor Neal, and Councillor Traill No (3): Mayor Foster, Councillor Hooper, and Councillor Zwart Carried (4 to 3) 10 3 QJ H®❑ General Government Committee Minutes September 28, 2020 20.5 Implementation of Phase 2 of Grant Thornton Report Resolution #GG -330-20 Moved by Councillor Neal Seconded by Councillor Jones That New Business Item 20.5, regarding the Grant Thornton Report, be referred to closed session at the end of the meeting. Carried Recess Resolution #GG -331-20 Moved by Councillor Hooper Seconded by Councillor Zwart That the Committee recess for 10 minutes. Carried The meeting reconvened at 2:30 p.m. with Mayor Foster in the Chair. 21. Unfinished Business 21.1 FND-029-20 Whistle Cessation Funding Options (Referred from the September 14, 2020 Joint Committee Meeting) Resolution #GG -332-20 Moved by Councillor Neal Seconded by Councillor Traill That Report FND-029-20 be received; That $750,000, from the Tax Rate Stabilization Reserve Fund, be approved for capital work to complete whistle cessation work for Cobbledick Road and Bennett Road crossings; That Staff proceed with all necessary steps in order for whistle cessations at Cobbledick Road and Bennett Road crossings to be approved by Transport Canada -land That all interested parties listed in Report FND-029-20 and any delegations be DGYLVHGR A R❑EFLLMGFLMR_I❑ Carried, on a Recorded Vote (See following Motions) 11 3 DJ H®❑ General Government Committee Minutes September 28, 2020 Resolution #GG -333-20 Moved by Councillor Anderson Seconded by Councillor Hooper That the Rules of Procedure be suspended to allow Members of Committee to speak to the foregoing Resolution #GG -332-20 for a second time. Carried The foregoing Resolution #GG -332-20 was put to a recorded vote and carried, as indicated below: Yes (4): Councillor Anderson, Councillor Jones, Councillor Neal, and Councillor Traill No (3): Mayor Foster, Councillor Hooper, and Councillor Zwart Carried (4 to 3) 21.2 Elaine Baxter-Trahair, Chief Administrative Officer, Region of Durham, Regarding Mixed Waste Pre -Sort and Anaerobic Digestion Project (Referred from the September 21, 2020 Council Meeting) Resolution #GG -334-20 Moved by Councillor Neal Seconded by Councillor Jones That Item 21.2, regarding the anaerobic digestion project, be referred to closed session at the end of the meeting. Carried 21.3 Gavin Battarino, Special Project Officer, Ministry of the Environment, Conservation and Parks, Regarding EA Designation Request - Anaerobic Digester Resolution #GG -335-20 Moved by Councillor Hooper Seconded by Councillor Zwart That Item 21.3, correspondence from Gavin Battarino, Special Project Officer, Ministry of the Environment, Conservation and Parks, Regarding EA Designation Request - Anaerobic Digester, be received for information. Carried 12 3 DJ H®❑ General Government Committee Minutes September 28, 2020 22. Confidential Reports 22.1 LGL -007-20 Prohibition of Hate Symbols Resolution #GG -336-20 Moved by Councillor Hooper Seconded by Councillor Anderson That Report LGL -007-20, regarding Prohibition of Hate Symbols, be referred to the Diversity Advisory Committee. Carried Closed Session Resolution #GG -337-20 Moved by Councillor Neal Seconded by Councillor Jones That, in accordance with Section 239 (2) of the Municipal Act, 2001, as amended, the meeting be closed for the purpose of discussing the following matters that deals with: Personal matters about an identifiable individual, including municipal or local board employees; Litigation or potential litigation, including matters before administrative tribunals, affecting the municipality or local board Carried Rise and Report The meeting resumed in open session at 4:33 p.m. 0 Ddb RVMDGYLVHG ❑HMbP Z DV--MEM/HGm❑F&1MG-"AR❑ILL1❑ accordance with Section 239(2) of the Municipal Act, 2001 and three resolution was passed on procedural matters. 13 3 DJ H®❑ General Government Committee Minutes September 28, 2020 21.2 Elaine Baxter-Trahair, Chief Administrative Officer, Region of Durham, Regarding Mixed Waste Pre -Sort and Anaerobic Digestion Project (Referred from the September 21, 2020 Council Meeting) Resolution #GG -338-20 Moved by Councillor Neal Seconded by Councillor Jones That item 21.2 be referred to the next Regular Council meeting dated October 13, 2020. Carried 23. Adjournment Resolution #GG -339-20 Moved by Councillor Neal Seconded by Councillor Zwart That the meeting adjourn at 4:36 p.m. Carried Mayor 14 3 QJ H®❑ Deputy Clerk (L.Mr— Board of Directors KAWARTHA CONSERVATION Minutes of Meeting #1/20 Discover• Protect• Restore Meeting #1/20 was held on Thursday, January 30th, 2020 at the Kawartha Conservation Administrative Office. Chair Smith called the meeting to order at 1:02 p.m. Present: Ted Smith, Chair Andy Letham, Vice Chair Angus Ross, Director Kathleen Seymour -Fagan, Director Ron Hooper, Director Pat Dunn, Director Cathy Moore, Director Deborah Kiezebrink, Director Regrets: Ron Windover, Director Staff: Mark Majchrowski, CAO Wanda Stephen, Director, Corporate Services Kristie Virgoe, Director, Stewardship and Conservation Lands Ron Warne, Director, Planning, Development and Engineering Emma Collyer, Director, Integrated Watershed Management Holly Shipclark, Stewardship Coordinator Melanie Dolamore, Corporate Services Assistant Jonathan Lucas, General Accountant Guests: Tracy Keough, Commercial Account Manager, RBC Lisa Kelly, Lindsay Branch Manager, RBC #1 - ADOPTION OF AGENDA RESOLUTION #120 MOVED BY: PAT DUNN SECONDED BY: ANGUS ROSS RESOLVED THAT, the Agenda for Meeting #1/20 be adopted as amended. #2 - DECLARATION OF PECUNIARY INTEREST None declared. 3 QJ HEF] CARRIED #3 - APPROVAL OF MINUTES RESOLUTION #2/20 Board of Directors Meeting #1/20 Thursday, January 30, 2020 Page 2 of 8 MOVED BY: ANDY LETHAM SECONDED BY: RON HOOPER RESOLVED, THAT, the Board of Directors Minutes of Meeting #8/19 be adopted. [U7_1G11.114 #4 - BUSINESS ARISING FROM THE MINUTES CAO Majchrowski updated the Board that staff are still working to schedule a meeting with the Mississaugas of Scugog Island First Nations and unable to provide a date at this time. #5 Board of Directors Meeting #1/20 Thursday, January 30, 2020 Page 3 of 8 The Election Chair called for nominations for the position of Chair for 2020. Director Andy Letham nominated Director Ted Smith. Nominations for Chair were called a second time, Director Pat Dunn nominated Director Andy Letham. Nominations for Chair were called a third and final time. There were no further nominations. The Election Chair asked for a motion to close the nominations for Chair. RESOLUTION #520 MOVED BY: RON HOOPER SECONDED BY: ANGUS ROSS RESOLVED, THAT, the nominations for the position of Chair be closed. CARRIED Director Letham was asked if he would stand for the nomination of Chair. Director Letham declined the nomination due to workload but thanked Director Dunn for the nomination. Director Smith was asked if he would stand for the nomination of Chair. Director Smith accepted his nomination and thanked Chair Letham for the nomination. Director Smith addressed the Board and indicated that it would be his pleasure to serve one more term. Election Chair Majchrowski congratulated Director Ted Smith on his appointment as Chair. The Election Chair called for nominations for the position of Vice -Chair for 2020. Chair Smith nominated Director Andy Letham for the position of Vice -Chair. Nominations for Vice -Chair were called a second and third time. There were no further nominations. Election Chair asked for a motion that nominations be closed. RESOLUTION #620 MOVED BY: DEBORAH KIEZEBRINK SECONDED BY: CATHY MOORE RESOLVED, THAT, the nominations for the position of Vice -Chair be closed. CARRIED Director Letham was asked if he would stand for the position of Vice -Chair and he accepted his nomination. Election Chair Majchrowski congratulated Director Andy Letham on his appointment for the position of Vice -Chair for 2020. The Election Chair stepped down from the position and newly re-elected Chair Smith assumed the chair. 3 QJ HTFI # 6 - DEPUTATION None # 7 - PRESENTATIONS RESOLUTION #720 Board of Directors Meeting #1/20 Thursday, January 30, 2020 Page 4 of 8 MOVED BY: RON HOOPER SECONDED BY: KATHLEEN SEYMOUR-FAGAN RESOLVED, THAT, the presentations on RBC Funding, 2019 Year in Review, and annual Service Recognition Awards, be received. CARRIED Ms. Tracy Keough spoke to the partnership between Kawartha Conservation and the RBC Foundation and thanked everyone for the hard work and having such an impact on the community. On behalf of the RBC Foundation, Ms. Keough presented a cheque for $60,000. CAO Majchrowski provided the Board with an overview of accomplishments for the year 2019 followed by a video presentation of highlights from the year. Service awards were presented to Jenna Stephens, Holly Shipclark and Pat Dunn for 5 years of dedicated service, as well as to CAO Mark Majchrowski for 20 years of dedicated service. #8 Board of Directors Meeting #1/20 Thursday, January 30, 2020 Page 5 of 8 2) RESOLVED, THAT, the Kawartha Region Conservation Authority may borrow from the Royal Bank, at the Board of Directors Meeting #1/20 Thursday, January 30, 2020 Page 6 of 8 8.3 Board of Directors Meeting #1/20 Thursday, January 30, 2020 Page 7 of 8 #8 Board of Directors Meeting #1/20 Thursday, January 30, 2020 Page 8 of 8 #10—NEW BUSINESS Chair Smith and CAO Majchrowski will be attending the Ministry of the Environment Conservation and Parks stakeholder session in Barrie on January 31'. Vice -Chair Letham and Director Dunn indicated their planned attendance at the Peterborough session. Mr. Majchrowski provided details for the Board and encouraged other members to join the Peterborough session on February 71n The Bi -annual Tour is being hosted by Niagara Peninsula this year, September 20-23. The tour will include an, information about the Niagara Region watershed, a showcasing of examples of conservation authority and partners' work on the landscape and will likely also include information on actions taken to address the Ontario Auditor General's special audit report. #11— REPORTS AND UPDATES FROM BOARD MEMBERS Chair Smith invited everyone to the Beaverton Winter Carnival this weekend. #12— CLOSED SESSION None. #13 -ADJOURNMENT There being no further business, the meeting adjourned at 2:08 p.m. RESOLUTION #1720 MOVED BY: DEBORAH KIEZEBRINK SECONDED BY: PAT DUNN RESOLVED THAT, the Board of Directors Meeting #1/20 be adjourned. W.�P.IXi �ly� Ted Smith Chair CARRIED Mark Majchrow0i CAO Q Il I ' 111 ■ � AWARTHA Board of Directors CONISERVATIDIN Minutes of Meeting #2/20 Meeting #2/20 was held on Thursday, May 28th, 2020 by Virtual Meeting. Chair Smith called the meeting to order at 1:03 p.m. Present: Ted Smith, Chair Andy Letham, Vice Chair Angus Ross, Director Kathleen Seymour -Fagan, Director Ron Hooper, Director Pat Dunn, Director Cathy Moore, Director Deborah Kiezebrink, Director Ron Windover, Director Regrets: None Staff: Mark Majchrowski, CAO Wanda Stephen, Director, Corporate Services Kristie Virgoe, Director, Stewardship and Conservation Lands Ron Warne, Director, Planning, Development and Engineering Emma Collyer, Director, Integrated Watershed Management Melanie Dolamore, Corporate Services Assistant John Chambers, Communications Specialist Guests: None #1 - ADOPTION OF AGENDA RESOLUTION #18/20 MOVED BY: SECONDED BY RESOLVED THAT, the Agenda for Meeting #2/20 be adopted. CARRIED #2 - DECLARATION OF PECUNIARY INTEREST None declared. RON HOOPER DEBORAH KIEZEBRINK #3 —ACTION ITEMS RESOLUTION #1920 Board of Directors Meeting #2/20 —Special Meeting Thursday, May 28, 2020 Page 2 of 8 MOVED BY: CATHY MOORE SECONDED BY: DEBORAH KIEZEBRINK RESOLVED, THAT, the amendments to the Administrative and Meeting Procedural By -Law #1 to enable electronic participation during declared emergencies in all or part of the area in which Kawartha Conservation has jurisdiction and to update for AODA compliance be approved and be adopted for use immediately. ERFIffl 7 Director Dunn suggested that virtual meetings are a positive option for future guests and presenters, as well as Directors when their situation does not allow in person attendance. #4— NEW BUSINESS None. # 5 — ADJOURNMENT There being no further business, the meeting adjourned at 1:08 p.m. RESOLUTION #2020 MOVED BY: RON WINDOVER RESOLVED THAT, the Board of Directors Meeting #2/20 —Special Meeting be adjourned. CARRIED U)(� ffnl�� Ted Smith MarkMaichrowski Chair CAO '011-01M 111 ■ 4 -.M -r- 114 Board of Directors KAWARTHA Minutes of Meeting #3/20 CONSERVATION Discover - Protect - Restore Meeting #3/20 was held on Thursday, May 28th, 2020 by Virtual Meeting. Chair Smith called the meeting to order at 2:26 p.m. Present: Ted Smith, Chair Andy Letham, Vice Chair Angus Ross, Director Kathleen Seymour -Fagan, Director Ron Hooper, Director Pat Dunn, Director Cathy Moore, Director Deborah Kiezebrink, Director Ron Windover, Director Regrets: None Staff: Mark Majchrowski, CAO Wanda Stephen, Director, Corporate Services Kristie Virgoe, Director, Stewardship and Conservation Lands Ron Warne, Director, Planning, Development and Engineering Emma Collyer, Director, Integrated Watershed Management Melanie Dolamore, Corporate Services Assistant John Chambers, Communications Specialist Jonathan Lucas, General Accountant Guests: Peter Shennett, Peter Shennett Professional Corporation #1 - ADOPTION OF AGENDA RESOLUTION #21/20 RESOLVED THAT, the Agenda for Meeting #3/20 be adopted. #2 - DECLARATION OF PECUNIARY INTEREST 3 CU HII❑ MOVED BY: CATHY MOORE SECONDED BY: ANGUS ROSS CARRIED None declared. #3 - APPROVAL OF MINUTES RESOLUTION #22/20 Board of Directors Meeting #3/20 Thursday, May 28, 2020 Page 2 of 8 MOVED BY: RON HOOPER SECONDED BY: DEBORAH KIEZEBRINK RESOLVED, THAT, the Board of Directors Minutes of Meeting #1/20 be adopted. #4 - BUSINESS ARISING FROM THE MINUTES None. # 5 — DEPUTATION None # 6 - PRESENTATIONS RESOLUTION #23/20 CARRIED MOVED BY: DEBORAH KIEZEBRINK SECONDED BY: RON WINDOVER RESOLVED, THAT, the presentations on the Mariposa Brook Floodplain Mapping and the updated Corporate Website be received. CARRIED Mr. Ron Warne provided the Board with a presentation on the flood plain project and the process by which these features are identified. Questions were fielded by Mr. Warne and CAO Majchrowski on the federal funding program, and the number of buildings located within the floodplain mapping area. Mr. John Chambers provided a brief overview on the new corporate website and improved services that the website platform and website provide. Mr. Chambers also fielded questions specific to delegation requests, presentations, and news updates. 3 DJ HII❑ Board of Directors Meeting #3/20 Thursday, May 28, 2020 Page 3 of 8 #7 — CONSENT ITEMS The Chair reviewed the individual consent items and asked the Directors for any item they would like further discussion on. No Items were pulled for discussion. RESOLUTION #2420 MOVED BY: PAT DUNN SECONDED BY: ANDY LETHAM RESOLVED, THAT, all the proposed resolutions shown in Item #7 of the Agenda be approved and adopted by the Board of Directors in the order they appear on the Agenda and sequentially numbered. CARRIED 7.1— Permits Issued by Designated Staff RESOLUTION #2520 RESOLVED, THAT, the following Section 28 Permits were issued by Staff between January 13, 2020 and April 30, 2020, (Permits 2020-006, 2020-011 through 2020-105 inclusive, and the reissuance of 8 additional Permits), be received, AND THAT, the Permitting performance report be received. CARRIED 7.2 - Planning and Permitting Policy Subcommittee Update RESOLUTION #2620 RESOLVED, THAT, the minutes from the Planning & Permitting Policy Subcommittee meeting #1/20 be received. CARRIED 7.3 — Flood Plain Mapping — Mariposa Brook Flood Plain Mapping Study RESOLUTION #2720 RESOLVED, THAT, the Mariposa Brook Flood Plain Mapping report and associated modelling be endorsed. CARRIED Q 111-0 1 ' 111 ■ Board of Directors Meeting #3/20 Thursday, May 28, 2020 Page 4 of 8 7.4— Green Eden — Large Fill Permit (40 Mary Street West, Omemee, Emily Township) RESOLUTION #2820 RESOLVED, THAT, a Large Fill Permit be issued to Green Eden Development for lands municipally known as 40 Mary Street West (Emily Township) for a period of five (5) years. CARRIED 7.5 — Strategic Actions Update —1st Quarter RESOLUTION #2920 RESOLVED, THAT, the staff report on Strategic Actions Update for the first quarter be received. 7.6— Monthly CAO Report RESOLUTION #3020 MOVED BY: SECONDED BY: RESOLVED, THAT, the CAO Monthly Report for meeting #3/20 be received. CARRIED CAO Majchrowski fielded a question on the corporate changes made to accommodate the current pandemic situation and the likelihood of their continuation for future business. Mr. Majchrowski spoke to the remote workforce, permit processing and improved electronic handling of currency. Vice Chair Letham asked that a staff report be brought back at a future time to detail the changes made. Director Moore shared her recent experience with those residents who do not have remote access means and/or the expertise to process applications online with the Board for consideration. Mr. Majchrowski responded to an inquiry on technology purchases and potential impacts to the current years budget. 7.7 — COVID-19 Business Impact Report RESOLUTION #3120 CARRIED MOVED BY: SECONDED BY: RESOLVED, THAT, the COVID-19 Business Impact Report for meeting #3/20 be received. 3 QJ HEF] Board of Directors Meeting #3/20 Thursday, May 28, 2020 Page 5 of 8 CARRIED CAO Majchrowski fielded a question on the potential deferral of projects. CARRIED 7.8— Protecting People and Property: Ontario's Flooding Strategy RESOLUTION #3220 RESOLVED, THAT, the report on Ontario's Flooding Strategy be received. 7.9 — Correspondence RESOLUTION #3320 RESOLVED, THAT, the attached correspondence be received. #8 —ACTION ITEMS 8.1— 2019 Audited Financial Statements RESOLUTION #3420 CARRIED CARRIED MOVED BY SECONDED BY RON WINDOVER DEBORAH KIEZEBRINK RESOLVED, THAT, the 2019 draft financial statements as audited by the firm Peter Shennett, Professional Corporation, be approved and the reserves be allocated as presented in the financial statement. CARRIED Mr. Peter Shennett presented the Board with the audited financial statement and an additional note to seek approval from the Board to include a statement regarding anticipated liabilities that may be incurred as a result of the pandemic, which is part of the industry standard to be included in audited financial statements for the year. The note to the financial statement while not in the draft audited financial statement, has been included in the final audited financial statement. Mr. Shennett also shared that the audit is done with the only outstanding audit evidence being the receipt of the legal comments, which are only due after the Board meeting since they must be 3 QJ HTF] Board of Directors Meeting #3/20 Thursday, May 28, 2020 Page 6 of 8 dated after that date. No outstanding claims are indicated so no changes are expected to the financial statements. Mr. Shennett reviewed the reserves with the board of directors and fielded a question on the surplus from 2019 and its use towards a potential deficit for 2020. 8.2 — Municipal Levy Weighted Vote RESOLUTION #3520 MOVED BY: RON HOOPER SECONDED BY: ANDY LETHAM RESOLVED THAT, the 2020 Operating Budget be set at $3,774,250, and; THAT the General Operating municipal levy in support of the Operating Budget be set at $1,573,700 with the Operating Levy being apportioned between watershed municipalities as follows: City of Kawartha Lakes Region of Durham Municipality of Trent Lakes Township of Cavan Monaghan AND; 59.9204% $ 942,966 35.3997% $ 557,085 4.3251% $ 68,064 0.3549% $ 5,585 THAT, the 2020 General Benefiting Projects Budget be set at $60,000 and the levy be approved at $35,000 and apportioned between watershed municipalities as follows: City of Kawartha Lakes 59.9204% $ 20,972 Region of Durham 35.3997% $ 12,390 Municipality of Trent Lakes 4.3251% $ 1,514 Township of Cavan Monaghan 0.3549% $ 124 AND; THAT, the special benefiting projects proceed as the required funding is approved by the benefiting municipalities. CARRIED 3 CU HTF1 VOTE RECORDING 2020 Budget Recorded Vote 2020 Apportionment muflidpwilty City of Kawartha Lakes Region of Durham MunlclpalityofTrent Lakes Township of Cavan Monaghan Board of Directors Meeting #3/20 Thursday, May 28, 2020 Page 7 of 8 2020 vote rtecording budget Dote Number of vote% Per Levy Apportionment lApportlaniment Yes No Abstain Vote Decision Members Member 59.9204% 50.0000% (Yes, No or 16_66671ya 35.3997% ".1616% 4 11.0404% 4.32516 5.3g%% 1 53956% 0.3549% 0.4427% 1 0.4427% 100.0096 100.00% 9 Hooper, Ran 2020 vote rtecording Yes No Abstain Vote Decision Municipatlty Last Names, First Name TI Je Present (Yes, No or Region of Durham ".1616% D_0 00% (Yes/N-o) 0.000096 Mur lelpalityofTrent Lakes 5-a956% D_W00% 0.00D0% ,4f}staMn) City of Kawartha Lakes Dunn, Pat Director Yes Yes Region of Durham Hooper, Ran Director Yes Yes Region of Durham Kiambrink, Deborah Director yes Yes City of Kawartha Lakes Letham, Andy Viee-Cha it yes Yes Township of Cavan Monaghan Moore, Cathy Director yes Yes Region of Durham Ross, Angus Wreetar Yes Yes City of Kawartha Lakes Seymour -Fagan, Kathleen Director yes Yes Municipality of Trent Lakes Windover, Ron Director yes Yes Region of Durham Smith, Ted Chair Yes Yes 202D Results Yes No Abstain Nat Present City of Kawartha Lakes 50.0D00% D_0000% 0.0000% 0.000 Region of Durham ".1616% D_0 00% 0.0000% 0.000096 Mur lelpalityofTrent Lakes 5-a956% D_W00% 0.00D0% 0.0040% Township of Cavan Monaghan 0-4427% D_0000% 0.0000°,6 0.0000% Total 1011013017 ; d.OM% 0.000096 0.00w% Running %dote (Total Yes f Available Vote) 100'0000 *AbstUMMertr not considered as avadaUe vote Resutn The 2D20 budget Is approved by the Board of Directors_ Q OR I ' 111 ■ 150.00604 1D0.GM096 50.00160% 0.0300% Total ■ If L-5 ■ No ■ Ahttaim ■ Not Present Board of Directors Meeting #3/20 Thursday, May 28, 2020 Page 8 of 8 #9 — NEW BUSINESS Mr. Majchrowski provided the Board with an update on the Annual Report and spoke to the Township of Scugog resolution in support of Conservation Authorities just received and sent out to the Board. #10— REPORTS AND UPDATES FROM BOARD MEMBERS None. #11— CLOSED SESSION RESOLUTION #3620 RESOLVED THAT, the Board enter a closed session at 3:41 p.m. RESOLUTION #37/20 MOVED BY: PAT DUNN SECONDED BY: ANGUS ROSS CARRIED MOVED BY: SECONDED BY: RESOLVED THAT, the Board exit out of closed session at 4:10 p.m. CARRIED #12 -ADJOURNMENT There being no further business, the meeting adjourned at 4:17 p.m. RESOLUTION #3820 RON WINDOVER PAT DUNN MOVED BY: RON HOOPER SECONDED BY: ANGUS ROSS RESOLVED THAT, the Board of Directors Meeting #3/20 be adjourned. Ted Smith Chair CARRIED <r rk Majchrows I CAO '01-01M 111 ■ Meeting #4/20 was held on Thursday, June 111h, 2020. Chair Smith called the meeting to order at 1:10 P.M. Present: Ted Smith, Chair Andy Letham, Vice Chair Angus Ross, Director (virtual) Kathleen Seymour -Fagan, Director (virtual) Ron Hooper, Director Pat Dunn, Director (virtual) Cathy Moore, Director Deborah Kiezebrink, Director Ron Windover, Director Regrets: None Staff: Mark Majchrowski, CAO Guests: None #1 - ADOPTION OF AGENDA RESOLUTION #3920 MOVED BY: CATHY MOORE SECONDED BY: ANDY LETHAM RESOLVED THAT, the Agenda for Meeting #4/20 be adopted. CARRIED #2 - DECLARATION OF PECUNIARY INTEREST None declared. #3 RESOLVED THAT, the Board enter a closed session. RESOLUTION #4120 RESOLVED THAT, the Board exit out of closed session. RESOLUTION #42/20 Board of Directors Meeting #4/20 —Special Meeting Thursday, June 11, 2020 Page 2 of 8 CARRIED MOVED BY: CATHY MOORE SECONDED BY: RON HOOPER CARRIED MOVED BY: ANDY LETHAM SECONDED BY: PAT DUNN RESOLVED THAT, further to the discussion in closed session regarding a personnel matter, the matter be referred to the CAO with direction provided. CARRIED #4—NEW BUSINESS None. # 5 — ADJOURNMENT There being no further business, the meeting adjourned at 3:45 p.m. RESOLUTION #4320 MOVED BY: RON HOOPER RESOLVEDTHAT, the Board of Directors Meeting #4/20—Special Meeting be adjourned. CARRIED ii{/.0 •/ Phi �f1Z.GL%L �,i'�`�' Ted Smith dark Majchrowsk' Chair CAO Q 1l 1 ' 111 ■ Meeting #5/20 was held on Thursday, June 25th, 2020 by Virtual Meeting. Chair Smith called the meeting to order at 1:01 p.m. Present: Ted Smith, Chair Andy Letham, Vice Chair Angus Ross, Director Kathleen Seymour -Fagan, Director Ron Hooper, Director Pat Dunn, Director Cathy Moore, Director Ron Windover, Director Regrets: Deborah Kiezebrink, Director Staff: Mark Majchrowski, CAO Wanda Stephen, Director, Corporate Services Kristie Virgoe, Director, Stewardship and Conservation Lands Emma Collyer, Director, Integrated Watershed Management Ron Warne, Director, Planning, Development and Engineering Melanie Dolamore, Corporate Services Assistant John Chambers, Communications Specialist Brett Tregunno, Aquatic Biologist Guests: None #1 - ADOPTION OF AGENDA RESOLUTION #4420 MOVED BY: RON HOOPER SECONDED BY: RON WINDOVER RESOLVED THAT, the Agenda for Meeting #5/20 be adopted as amended. CARRIED Consent Items for Agenda #5/20 were amended on the floor to include agenda Item #7.3 #2 - DECLARATION OF PECUNIARY INTEREST None declared. #3 - APPROVAL OF MINUTES RESOLUTION #45/20 Board of Directors Meeting #5/20 Thursday, June 25, 2020 Page 2 of 5 MOVED BY: ANGUS ROSS SECONDED BY: PAT DUNN RESOLVED, THAT, the Board of Directors Minutes of Meeting #2/20, Minutes of Meeting #3/20, and Minutes of Meeting #4/20 be adopted as circulated. CARRIED #4 - BUSINESS ARISING FROM THE MINUTES Orem #5 Board of Directors Meeting #5/20 Thursday, June 25, 2020 Page 3 of 5 Ms. Virgoe fielded a question on the City of Kawartha Lakes land leased adjacent to Ken Reid, and the old Board of Directors Meeting #5/20 Thursday, June 25, 2020 Page 4 of 5 7.4 Board of Directors Meeting #5/20 Thursday, June 25, 2020 Page 5 of 5 the topics of stormwater, aquatic plants, and funding, while Ms. Emma Collyer spoke to the funding application through the Greenbelt Foundation. Mr. Majchrowski fielded a question on the funding application and value request. #9 — NEW BUSINESS None. #10— REPORTS AND UPDATES FROM BOARD MEMBERS None. #11— CLOSED SESSION RESOLUTION #54/20 MOVED BY: RON HOOPER SECONDED BY: PAT DUNN RESOLVED THAT, the Board enter a closed session at 2:15 p.m. RESOLUTION #55/20 CARRIED MOVED BY: RON WINDOVER SECONDED BY: ANDY LETHAM RESOLVED THAT, the Board exit Out of closed session at 3:08 p.m. CARRIED #12 -ADJOURNMENT There being no further business, the meeting adjourned at 3:09 p.m. RESOLUTION #56/20 Z9 _ 1 SECONDED BY: RESOLVED THAT, the Board of Directors Meeting #5/20 be adjourned. CARRIED Ted Smith Mark M Jchrowski Chair CAO '01-01M 111 ■ ANDY LETHAM RON WINDOVER If this information is required in an accessible format, please contact 1-800-372-1102 ext. 2097. The Regional Municipality of Durham Minutes Energy From Waste — Waste Management Advisory Committee Tuesday, September 22, 2020 A regular meeting of the Energy From Waste — Waste Management Advisory Committee was held on Tuesday, September 22, 2020 in Council Chambers, Regional Headquarters, 605 Rossland Road East, Whitby, at 7:02 PM. Electronic participation was permitted for this meeting. 1. Roll Call Present: G. Rocoski, Oshawa, Chair W. Basztyk, Brock W. Bracken, Clarington S. Elhajjeh, Clarington, Vice -Chair attended the meeting at 7:10 PM T. Farrell, Brock K. Meydam, Clarington *all members of the committee except G. Rocoski participated electronically Absent: A. Burrows, Ajax C. McLean, Ajax H. Sukhu, Clarington Non -Voting Members Present: A. Burke, Senior Planner, Special Projects, Municipality of Clarington Councillor Janice Jones, Local Councillor, Municipality of Clarington M. Neild, Facility Manager, Covanta Staff Present: G. Anello, Director, Waste Management Services R. Inacio, Systems Support Specialist — Information Technology S. Penak, Committee Clerk, Corporate Services — Legislative Services C. Tennisco, Committee Clerk, Corporate Services — Legislative Services 2. Declarations of Interest There were no declarations of interest. Energy from Waste — Waste Management Advisory Committee Minutes September 22, 2020 Page 2 of 8 3. Adoption of Minutes Moved by W. Basztyk, Seconded by T. Farrell, That the minutes of the regular EFW-WMAC meeting held on Thursday, February 22, 2020, be adopted. CARRIED Moved by W. Bracken, Seconded by K. Meydam, That the minutes of the special EFW-WMAC meeting held on Wednesday, July 15, 2020, be adopted. CARRIED 4. Announcements There were no announcements made. 5. Presentations A) Gio Anello, Director, Waste Management Services, re: Durham Region's 2019 Annual Waste Management Report Gio Anello, Director, Waste Management Services, provided a PowerPoint presentation regarding Durham Region's 2019 Annual Waste Management Report. A copy of the presentation was emailed to the Committee prior to the meeting. Highlights of the presentation included: x Background x 2019 Highlights o Diversion rate is 63% o Tonnages for all Waste Diversion Programs o Community Outreach o Household Hazardous Waste Drop -Off Depot in Bowmanville o Landfill Perpetual Care o Durham York Energy Centre (DYEC) x Transition to Extended Producer Responsibility G. Anello advised that on October 17, 2020 a Regional event will be held at Regional Headquarters where residents of Durham can exchange their blue boxes for new ones from their car. G. Anello responded to questions from the Committee regarding how the leaf and yard waste tonnage is calculated and whether the Region encourages grass -cycling and lawn mulching; how the Region calculates the diversion rate; whether Durham correlates how much is spent on education and promotion and the gross tonnage per year; why the gross waste tonnage was much less in 2016; and 01-01M m■ Energy from Waste — Waste Management Advisory Committee Minutes September 22, 2020 Page 3 of 8 whether the consultation on Extended Producer Responsibility that was expected to occur in the summer was cancelled. G. Anello advised that the Resource Productivity and Recovery Authority (RPRA) is the agency that calculates the diversion rate. He also advised that through RPRA, all the information on the data call and the methodology is online. He further advised that a link to the website can be sent to the Committee after the meeting. W. Bracken questioned whether RPRA looks at the incinerator ash in any way and whether they count the ash as diversion if its going to the landfill. G. Anello advised that the ash is being used as daily cover which is the reasoning for the discrepancy in the waste tonnage amounts. He added that he would confirm this with staff and get back to W. Bracken directly. In response to a question, G. Anello stated that he previously provided the per capita numbers through a trend analysis to the Committee, but he would send them again after the meeting. 6. Delegations There were no delegations to be heard. 7. Correspondence A) Email correspondence and two references from Linda Gasser, dated September 21, 2020, regarding `Correspondence to September 22, 2020 EFW-WMAC — further to July 15, 2020 EFW-WMAC discussion re: LTWMP Guidina Principles (GPY Detailed discussion ensued regarding whether the guiding principles stated in Report #2020 -COW -2: Solid Waste Management: 2020 Strategic Issues and Financial Forecast, were endorsed by council or just received for information. Concerns were raised that the stated guiding principles did not mention reducing and reusing waste, and mainly focused on treating waste as a resource. Further concerns were raised that the EFW-WMAC has not been able to provide input into the Long -Term Waste Management Plan. G. Anello advised that the four guiding principles stated in Section 4.2 of Report #2020 -COW -2 were approved by Council and also gave direction to staff which guided the development of the Long -Term Waste Management Plan. He advised that staff have continued to work with the EFW-WMAC and welcomed public comments. 01-01M m■ Energy from Waste — Waste Management Advisory Committee Minutes September 22, 2020 Page 4 of 8 Moved by W. Bracken, Seconded by B. Basztyk, That the email correspondence and two references from Linda Gasser, dated September 21, 2020, regarding Correspondence to September 22, 2020 EFW-WMAC — further to July 15, 2020 EFW-WMAC discussion re: LTWMP Guiding Principles (GP), be received for information. REFERRED BACK TO STAFF (See Following Motion) Moved by W. Bracken, Seconded by K. Meydem, That the email correspondence and two references from Linda Gasser, dated September 21, 2020, regarding Correspondence to September 22, 2020 EFW-WMAC — further to July 15, 2020 EFW-WMAC discussion re: LTWMP Guiding Principles (GP) correspondence be referred to Works staff for comment and for staff to answer the question of where the evidence is that shows Regional Council approved the guiding principles and report back to the Committee. CARRIED 8. Administrative Matters There were no administrative matters to be considered. 9. Other Business A) Update by Gioseph Anello, Director, Waste Management Services, The Regional Municipality of Durham, regarding the Region's Long - Term Waste Management Plan (2021 to 2040) G. Anello provided an update regarding the Region's Long -Term Waste Management Plan. G. Anello advised that the Long -Term Waste Management Plan (LTWMP) survey was posted to the Regional website for public comment on August 19, 2020 and will conclude on September 30, 2020. He advised that over 400 responses have already been received, with over 500 responses being forecasted. Concerns were raised regarding the potential lack of focus on the reduce and reuse components of waste, and there being too much focus on resource recovery. Further concern was raised regarding potentially misleading information on the Regional Waste website; and that there is not enough public input and understanding. 01-01M m■ Energy from Waste — Waste Management Advisory Committee Minutes September 22, 2020 Page 5 of 8 Moved by W. Bracken, Seconded by K. Meydam, That the EFW recommend to the Works Committee, That the public comment period for the Long -Term Waste Management Plan be extended from September 30, 2020 until October 31, 2020. CARRIED In response to the Committee's concerns, G. Anello advised that staff work within the parameters they are given, along with legislative and Council direction. He advised that the Region is not neglecting the hierarchy of waste and indicated that staff would like to move forward with developing the outline of the LTWMP with further public consultation to take place in 2021. Discussion ensued regarding what happens to the ash produced by the incinerator, and whether there are studies that show that the fly ash sent to landfills will not leach into the ground surrounding the landfill. G. Anello clarified that the bottom ash is kept separate from the fly ash. He advised that the bottom ash is currently being reviewed for its potential beneficial uses and is used as a daily landfill cover. He further advised that the fly ash is encapsulated at the site, a Toxicity Characteristic Leaching Procedure (TCLP) is performed to demonstrate that it is not hazardous. The encapsulated fly ash is sent to the Thorold Landfill which is an engineered landfill with the appropriate containment and leachate collection. In response to a question, A. Porteous advised that a summary of the comments received on the LTWMP can be shared with the EFW- WMAC, once the Record of Consultation has been completed. Further discussion ensued regarding the guiding principles, and how they can be revised or modified. The Committee recommended that a special EFW-WMAC meeting be called once a response from staff is received regarding more detail on the guiding principles. G. Anello advised that M. Smart could suggest dates once a response from staff is drafted. B) Update by Gioseph Anello, Director, Waste Management Services, The Regional Municipality of Durham, regarding the Durham York Energy Centre G. Anello provided an update regarding the Durham York Energy Centre (DYEC). 3 DJ HE❑ Energy from Waste — Waste Management Advisory Committee Minutes September 22, 2020 Page 6 of 8 G. Anello advised that the DYEC is currently operating at 100% Maximum Continuous Rating (MCR) and has processed 97,000 tonnes of waste to date. He advised that the end of the year projection is 150,000 tonnes of waste processed. G. Anello advised that the Fall shutdown will occur September 26, 2020 — October 5, 2020 for scheduled maintenance, and that both boilers will be down. He also advised that staff will be looking to launch a revitalized DYEC webpage on October 17, 2020. G. Anello updated the Committee regarding the streamlined Environmental Assessment (EA) process. He advised that staff are working with the Ministry to update the emissions distribution summary model, along with updates to the meteorological data. Staff would then run the emissions distribution summary model and start finalizing the report so it can go to the Ministry for comment and further consultation. He advised that it should be available by the end of this year for comment. G. Anello advised that the Spring Stack Test was completed and finalized, and that an information report will be completed within the next two weeks. He further advised that the Fall Source Test will occur the week of November 9, 2020. C) Update by Gioseph Anello, Director, Waste Management Services, The Regional Municipality of Durham, regarding Extended Producer Responsibility (EPR) G. Anello provided an update regarding Extended Producer Responsibility (EPR). G. Anello advised that the Province was set to release draft regulation in the summer of 2020 but has been delayed until the Fall. In response to a question, G. Anello advised that it is anticipated that the next EFW-WMAC meeting November 24, 2020 should align with the draft regulations being released and the Committee could provide comments on the regulations at that time. Discussion ensued regarding calling a special EFW-WMAC meeting if needed so that the EFW-WMAC could provide comments on the draft regulations. The Committee requested that staff notify the Committee once the draft regulations are released and advise of how long the comment period is in order to determine whether a special meeting would be required. Q W1 ' m■ Energy from Waste — Waste Management Advisory Committee Minutes September 22, 2020 Page 7 of 8 D) Update by Gioseph Anello, Director, Waste Management Services, The Regional Municipality of Durham, regarding the Region's Oraanics Manaaement Proiect G. Anello provided an update regarding the Region's Organics Management Project. G. Anello advised that the Request for Qualification is out and will close November 3, 2020. He advised that there has been a very good uptake of the document and quite a bit of interest. G. Anello advised that Report #2020 -COW -25: Report on the Organics Management Solution — Joint Venture/Co-ownership with EPCOR Power Development Corporation was presented to the Committee of the Whole on September 16, 2020 and will subsequently be going to Regional Council September 30, 2020 for approval. He advised that staff's attempt to negotiate a partnership with EPCOR were not successful and the Region will be moving forward without a partner for the mixed waste pre-sort and anaerobic digestion facility. G. Anello responded to questions from the Committee regarding what EPCOR's role would have been in the project; the financial implications and risks of not having a financial partner; an estimate of the capital cost of the project; whether changes will be made going forward as staff develop the Request for Proposal; and the Municipality of Clarington declaring itself an unwilling host to a mixed waste pre-sort and anaerobic digestion facility. E) Update by George Rocoski, EFW-WMAC Chair, regarding preparation of the EFW-WMAC Annual Report for presentation on December 2, 2020, to the Region's Works Committee, and on December 14, 2020, to the Municipality of Clarington's Council G. Rocoski provided an update regarding the preparation of the EFW-WMAC Annual Report which will be presented to the Works Committee on December 2, 2020 and to Clarington Council on December 14, 2020. G. Rocoski advised that he plans to have a draft of the presentation submitted with the EFW-WMAC agenda package for the November 24, 2020 Committee meeting for comment by the Committee. 10. Next Meeting The next regularly scheduled meeting of the EFW-WMAC will be held on Tuesday, November 24, 2020 in Council Chambers, at 7:00 PM, Regional Headquarters, 605 Rossland Road East, Whitby. Q W1 ' m■ Energy from Waste — Waste Management Advisory Committee Minutes September 22, 2020 Page 8 of 8 11. Adjournment Moved by K. Meydam, Seconded by T. Farrell, That the meeting be adjourned. CARRIED The meeting adjourned at 9:29 PM. G. Rocoski, Chair, Energy from Waste — Waste Management Advisory Committee S. Penak, Committee Clerk 3 DJ HII❑ Solicitor General Office of the Solicitor General 25 Grosvenor Street, 18th Floor Toronto ON M7A 1Y6 Tel: 416 325-0408 MCSCS. Feedback@Ontario.ca October 2, 2020 Dear Head of Council: Solliciteur general Bureau de la solliciteure generale 25, rue Grosvenor, 186 etage Toronto ON M7A 1Y6 Tel.: 416 325-0408 MCSCS. Feedback@Ontario.ca 132-2020-3484 By email The Ministry of the Solicitor General is committed to keeping communities across Ontario safe, supported and protected. I would like to take this opportunity to share some information with your municipality regarding the anti -racism initiatives of my ministry and the Anti -Racism Directorate (ARD), the regulatory work being done to bring the Community Safety and Policing Act, 2019, into force, new police oversight measures, police training as it relates to de-escalation, mental health and diverse communities, mental health and addictions initiatives and investments, Community Safety and Well -Being (CSWB) Planning and police -hospital transition protocol. Anti -Racism Our government has zero tolerance for hate, racism or discrimination in all its forms. We share a responsibility to speak out and act against racism and hate and build a stronger society. Our government is committed to addressing racism and building a stronger, more inclusive province for us all. I am proud to be the minister responsible for Ontario's Anti -Racism Directorate (ARD), which leads strategic initiatives to advance anti -racism work across government with a plan that is grounded in evidence and research. Through the ARD, the government continues to invest in community -led research, public education and awareness initiatives. This includes investments to the Canadian Mental Health Association (CMHA) Ontario to undertake research that seeks to identify key mental health issues impacting survivors of victims of homicide violence in Ontario. Community Safety and Policing Act, 2019 Our government is also committed to addressing racism at a systemic level through the regulatory framework under the Anti -Racism Act, 2017, and through the work we are doing to bring the Community Safety and Policing Act, 2019, into force. As we work to develop regulations under the Community Safety and Policing Act, 2019, we will continue to engage racialized groups, including Black, South Asian, First Nation, Inuit and Metis organizations. We are committed to ensuring that Ontario's communities are well supported and protected by law enforcement and that all interactions between members of the public and police personnel are conducted without bias or discrimination, and in a manner that promotes public confidence and keeps our communities safe. .../2 3 DJ HII❑ Head of Council Page 2 The Community Safety and Policing Act, 2019, which is part of the Comprehensive Ontario Police Services Act, 2019, provides policing and police oversight legislation. Once in force, the Community Safety and Policing Act, 2019, will address a number of recommendations made by Justice Michael H. Tulloch, including: x Mandatory training for all police service board members, the Inspector General, inspectors, police officers and special constables on human rights, systemic racism as well as training that promotes the diverse, multiracial and multicultural character of Ontario society and the rights and cultures of First Nation, Inuit and Metis Peoples; x The requirement for each municipality that maintains a municipal board to prepare and publish a diversity plan to ensure members of the board are representative of the diversity of the population of the municipality; x Not releasing the names of officials and witnesses in SIU investigations; x Ensuring information made available to the public about an SIU investigation helps them understand the decision made by the SIU director; and x Ensuring the SIU continues to publish investigative reports on its website. New Measures for Police Oversiaht Inspector General of Policing The Community Safety and Policing Act, 2019, will establish an Inspector General (IG) of Policing who will be required to monitor and conduct inspections related to compliance with the Act and regulations. The IG will work with policing entities to ensure consistent application of policing across the province by measuring compliance with prescribed standards. Key functions of the IG include: x Consulting with, advising, monitoring and conducting inspections of police service boards, Ontario Provincial Police (OPP) detachment boards, First Nation OPP boards, OPP Advisory Council, chiefs of police, special constable employers, police services and other policing providers regarding compliance with the Act and regulations. x Receiving and investigating, if warranted, public complaints about members of police service boards, OPP detachment boards, First Nation OPP boards and the OPP Advisory Council regarding misconduct and policing complaints regarding the provision of adequate and effective policing, failure to comply with the Act and regulations, and policies and procedures. x Reporting inspection findings, issuing directions to remedy or prevent non- compliance with the Act and imposing measures if the direction is not complied with, or, reprimanding, suspending or removing a board member if board member misconduct is identified. x Conducting analysis regarding compliance with the Act and regulations. x Reporting on the activities of the IG annually, including inspections conducted, complaints dealt with, directions issued and measures imposed; and compliance with the Act and regulations. /3 3 QJ HTF1 Head of Council Page 3 The Act also gives the IG and its inspectors the right to access closed police service board meetings. Law Enforcement Complaints Agency The Community Safety and Policing Act, 2019 will continue the office of the Independent Police Review Director as the Law Enforcement Complaints Agency (LECA), headed by the Complaints Director. The LECA will receive and screen complaints from the public about the conduct of police officers. In addition, the LECA will have the authority to initiate an investigation in the absence of a public complaint if, in the Complaints Director's opinion, it is in the public interest to do so. The Complaints Director may also undertake reviews of issues of a systemic nature that have been the subject of public complaints or investigations, or that may contribute or otherwise be related to misconduct. The Special Investigations Unit The Special Investigations Unit Act, 2019, (SIU Act), once in force, will set out a new legal framework for the SIU. The SIU Act will focus and clarify the mandate of the SIU to better ensure more timely, efficient, reasonable and transparent investigations. Key changes contained in the Act will focus the SIU's investigative resources where they are needed most — on criminal activity. The Ministry of the Attorney General will continue to consult with law enforcement, community organizations and advocates to ensure their input is incorporated into the development of regulations under the SIU Act. Police Training Training is developed and delivered in a manner that reinforces principles of fairness, equity and compliance with the Ontario Human Rights Code and Canadian Charter of Rights and Freedoms. All Basic Constable Training (BCT) recruits undergo diversity -focused training designed to improve their ability to engage with the public and respond to victims of crime. This training focuses on improving recruits' understanding of the experiences of, and systemic barriers faced by, diverse communities, including racialized, Indigenous, First Nations and Metis, and Lesbian, Gay, Bisexual, Transgender, Queer and/or Questioning and Two -Spirited (LGBTQ2S) people. Diversity and anti -racism training includes: x Human rights framework for policing; x Equity and inclusion; x Harassment and discrimination; .../4 3 DJ HII❑ Head of Council Page 4 x Defining police professional; x Collection of Identifying Information in Certain Circumstances regulation; x History of profiling in policing and the impact of racial profiling on the community; x Profiling practices and the mindset behind it; x Stereotyping; x Bias free policing — racial profiling vs. criminal profiling; x Hate crimes and bias incidents of a non -criminal nature; and x Practical skills scenario that reinforces academic learning on hate crimes. Training on Indigenous issues includes: x Indigenous culture; x Residential schools; x Land claims and treaties; x First Nations Policing; x Cultural appropriation; x Cultural practices; and x Practical skills scenario that reinforces academic learning on Indigenous issues. The Serving with Pride organization attends each intake to deliver a presentation to all recruits entitled "LGBTQ2S 101" which covers a number of issues related to the LGBTQ2S communities including historical events, current and appropriate terminology, gender expression, gender identity and other topics. In addition to the standalone sessions, the above noted issues are interwoven and reinforced throughout the BCT program. For example, recruits are taught to respond to victims in a trauma -informed manner for all victims of crime acknowledging potentially vulnerable groups. De-escalation and Mental Health Crisis Response Training The Ontario Police College's current de-escalation training emphasizes communication techniques such as establishing rapport, threat management and conflict resolution and mediation. The training specifically addresses scenarios in which police interact with people in crisis with a goal of resolving conflicts in a manner that protects the safety of the public, the person in crisis and police officers. Officers must also undertake follow-up training every 12 months. Police services are also encouraged to have policies and procedures in place as set out in the "Use of Force" Guideline. This includes procedures for impact weapons, aerosol weapons, conducted energy weapons, firearms and use of force reporting. Training on the BCT program is reviewed and updated to reflect the most current information after every BCT intake. .../5 3 DJ HTF1 Head of Council Page 5 Once in force, the Community Safety and Policing Act, 2019, will require all police officers, special constables and board members to successfully complete training related to human rights, systemic racism and the rights and cultures of Indigenous Peoples. This training will also be required for the new Inspector General of Policing, its inspectors, the Complaints Director at LECA and LECA investigators. This is part of the government's commitment to ensure that all interactions are conducted without bias or discrimination, and in a manner that promotes public confidence and keeps communities safe. Mental Health and Addictions Initiatives and Investments Dedicated Funding for Mental Health and Addictions Programs Ontario's community mental health services include: x assertive community treatment teams, case management, crisis intervention, early psychosis intervention, eating disorders programs, vocational programs, supportive housing and consumer/survivor initiatives, peer supports and other programs; and x initiatives to keep people with serious mental health issues out of the criminal justice system which include, but are not limited to, court support and diversion, crisis intervention and safe beds. In July 2018, Ontario announced its commitment to invest $3.8 billion over 10 years, with the support of the Government of Canada, to develop and implement a comprehensive and connected mental health and addictions strategy. This includes $174 million for mental health and addictions programs in 2019-20. As part of the $174 million commitment of funds to support mental health and addictions in 2019-20, my ministry partnered with the Ministry of Health to announce $18.3 million in new funding to support those affected by mental health and addictions challenges in the justice sector. Specifically, in 2019-20, the Ministry of Health provided funding for an integrated set of mobile crisis services that assist in the de-escalation and stabilization of persons in crisis and their connection to community programming and supports to address their physical and mental well-being over the longer term, in order to prevent further crises. Five teams were implemented in 2019-20 with $6.95 million of the $174 million in new, annualized funding to develop and enhance mobile crisis services. Mobile crisis services partner police with community mental health organizations to respond to persons in mental health and addictions (MHA) crises and determine if the crisis: x can be de-escalated and resolved at the scene; x warrants further psychiatric attention at hospital emergency rooms; or x requires short-term community stabilization and reintegration. Part of the $18.3 million in new funding also includes $2.5 million for various programs run by the ministry, one of which includes de-escalation training. .../6 3 DJ HII❑ Head of Council Page 6 Ministry of the Solicitor General Grant Programs Apart from the dedicated funding for mental health and addictions programs highlighted above, the ministry also offers a number of grant programs that are primarily available to police services, working in collaboration with municipal and community partners, to support local Community Safety and Well -Being (CSWB) initiatives, including mental health-related programs. For example, under the 2019-20 to 2021-22 Community Safety and Policing Grant local and provincial priorities funding streams, the ministry is providing funding to 27 police services/boards for projects involving an integrated response between police and a mental health worker to respond to situations of crisis (e.g., Mobile Crisis Response Teams). Community Safety and Well -Being Planning The ministry developed the Community Safety and Well -Being Planning Framework: A Shared Commitment in Ontario booklet, which includes the CSWB Planning Framework and a toolkit of practical guidance documents to assist municipalities, First Nations and their community partners as they engage in the CSWB planning process. The Framework encourages communities to work with various partners across sectors to proactively identify and address local priority risks in the community before they escalate and result in situations of crisis (e.g., crime, victimization or suicide). This involves reducing the number of incidents that require enforcement by shifting to more proactive, preventative programs and strategies that improve the social determinants of health (e.g., education, housing, mental health). In support of this work, effective January 1, 2019, the government mandated municipalities lead the development of CSWB plans which identify and address local priority risks to safety and well-being, working in partnership with police services/boards and various other sectors, including health/mental health, education, community/social services and children/youth services. Complementary to the Framework, a Situation Table is one type of multi -sectoral risk intervention model that is being implemented across our province. The ministry also offers the Risk -driven Tracking Database (RTD), which allows for the collection of risk-based data and helps to inform the CSWB planning process, free of charge to communities across Ontario that are engaged in multi -sectoral risk intervention models, such as Situation Tables. As of June 2020, 60 sites have been on - boarded to the RTD and any communities who are interested in being on -boarded to the RTD is encouraged to contact the ministry. .../7 3 DJ HTF1 Head of Council Page 7 Police -Hospital Transition Protocol Additionally, to improve front-line response to persons experiencing a mental health or addictions -related crisis, my ministry partnered with the Ministry of Health to support the Provincial Human Services and Justice Coordinating Committee and CMHA of Ontario to develop a framework for local police emergency room transition protocols for persons apprehended under the Mental Health Act. On June 3, 2019, the Ministry of the Solicitor General and the Ministry of Health jointly endorsed the release of Improving Police -Hospital Transitions: A Framework for Ontario, as well as the supporting toolkit, Tools for Developing Police -Hospital Transition Protocols in Ontario. The purpose of the framework and toolkit is to assist police services and hospitals with developing joint emergency department transition protocols, which are responsive to unique local needs, in order to ensure the seamless transfer of care for persons in a mental health or addictions crisis brought to a hospital by police officers. I hope you find this information useful and I appreciate your municipality's support during this time of uncertainty. Sincerely, Sylvia Jones Solicitor General Minister Responsible for Anti -Racism c: Chief Administrative Officers Municipal Clerks 3 DJ HII❑ 91 St. Catharines October 7, 2020 Honourable Jeff Yurek Minister of Environment, Conservation and Parks College Park 5th Flr, 777 Bay St, Toronto, ON M7A 2J3 Sent via email: minister.mecp(a_ontario.ca Re: Development Approval Requirements for Landfills - (Bill 197) Our File 35.2.2 Honourable and Dear Sir, At its meeting held on October 5, 2020, St. Catharines City Council approved the following motion: WHEREAS Schedule 6 of Bill 197, COVID-19 Economic Recovery Act, 2020 considers amendments to the Environmental Assessment Act relating to municipal autonomy and the principle that municipalities can veto a development outside their municipal boundary in an adjacent municipality; and WHEREAS Bill 197 empowers multiple municipalities to `veto' development of a landfilling site within a 3.5 km zone inside the boundary of an adjacent municipality; and WHEREAS Bill 197 establishes a dangerous precedent that could be expanded to other types of development; and WHEREAS Bill 197 compromises municipal autonomy and the authority of municipal councils to make informed decisions in the best interest of their communities and municipal taxpayers; and WHEREAS amendments in Schedule 6 could cause conflict in the effective management of landfill sites, put significant pressure on existing landfill capacity, and threaten the economic activity associated with these sites; THEREFORE BE IT RESOLVED That the City of St. Catharines calls upon the Government of Ontario (Ministry of the Environment, Conservation and Parks (MOECP) to amend Bill 197, COVID-19 Economic Recovery Act, 2020, to eliminate the development approval requirement provisions from adjacent municipalities and that the `host' municipality be empowered to render final approval for landfills within their jurisdiction; and PO Box 3012, 50 Church St., St. Catharines, ON L2R 7C2 Tel: 905.688.5600 1 TTY:903.WHA889 I www.stcatharines.co IFSt. Catharines BE IT FURTHER RESOLVED that a copy of this motion be forwarded to Premier Doug Ford, Jeff Yurek the Minister of Environment, Conservation and Parks, Steve Clark the Minister of Municipal Affairs and Housing, local MPP's., the Association of Ontario Municipalities (AMO) and Ontario's Big City Mayors (formerly Large Urban Mayors Caucus of Ontario-LUMCO) BE IT FURTHER RESOLVED, that a copy of this resolution be forwarded to all Ontario municipalities with a request for supporting motions to be passed by respective Councils and copies of the supporting motion be forwarded to Premier Doug Ford, Jeff Yurek the Minister of Environment, Conservation and Parks, Steve Clark the Minister of Municipal Affairs and Housing, the local MPP's, the Association of Ontario Municipalities (AMO). If you have any questions, please contact the Office of the City Clerk at extension 1506. Bonnie Nistico-Dunk, City Clerk Legal and Clerks Services, Office of the City Clerk : ra Cc. Hon. Premier Doug Ford premier6E�ontario.ca Hon. Steve Clark, Minister of Municipal Affairs, Housing minister.mah6E�ontario.ca Jennifer Stevens, MPP - St. Catharines, JStevens-COCE�ndp.on.ca Jeff Burch, MPP - Niagara Centre, JBurch-QKC ndp.on.ca Wayne Gates, MPP - Niagara Falls, wqates-co E( ndp.on.ca Sam Oosterhoff, MPP - Niagara West-Glanbrook, sam.00sterhoff6E�pc.ola.org Association of Municipalities of Ontario amo6E�amo.on.ca Chair of Ontario's Big City Mayors, Cam Guthrie mavor EC Quelph.ca All Ontario Municipalities (via email) PO Box 3012, 50 Church St., St. Catharines, ON L2R 7C2 Tel: 905.688.5600 1 TTY:903.WHA889 I www.stcatharines.ca Solina Community Centre Board Members and Volunteers for 2020 Board Members Chairperson Community Board — Jennifer Bowman Secretary Treasurer — Herb Tink Ron & Bev Whitebread -Rental Contacts Karen Dair Brandon Baker Park Committee- Brandon Baker -Chris Mackenzie - Herb Tink Helpers Ken Ashton Don Dair Eric Bowman Kath Bakery Natasha Bowman Terri Pellerin 3DJH L From: Patenaude, Lindsev To: Patenaude, Lindsev Subject: FW: Hens in Clarington Date: Thursday, September 10, 2020 3:59:48 PM -----Original Message ----- From: info@clarington.net <info@clarington.net> On Behalf Of Jessica Brown Sent: Tuesday, July 14, 2020 6:05 PM To: Council <councilOutside@clarington.net> Subject: Hens in Clarington EXTERNAL Dear Mayor, Councillors, and Municipal Council, My name is Jessica, and I am a resident of Clarington. I am writing today in support of changing bylaw 2012-045, to allow the keeping of 6 backyard hens in suburban lots. This topic will be approached in the September 14 2020 council meeting. I support my neighbours in keeping 6 backyard chickens with no roosters. The United Nations Universal Declaration of Human Rights, section 25, "Everyone has the right to a standard of living adequate for the health and well-being of himself and his family, including food" I believe this starts with being able to keep hens for the low cost, high quality food that is eggs. Folks should be able to use their property to help feed themselves. It inconveniences me none for my residential neighbours to keep a few hens in their yard, and they might convenience me with fresher eggs than I will ever get in a grocery. After the pandemic we just went through your theory of the public always having access to fresh food is now NOT TRUE. You need to change this bylaw to give us our human rights to provide for ourselves when our society is failing or on lockdown. Please do the right thing. Thank you for your consideration, Jessica Brown 5 old mill st Kendal Resident of rural Clarington. Origin: hills://www.claringion.net/en/town-hall/Meet-Your-Councillors. asp This email was sent to you by Jessica Brown<jessica-12@1ive.ca> through https://www.clarington.net/. Q OR I ' 111 ■ From: Patenaude, Lindsev To: Patenaude, Lindsev Subject: FW: Hens for Clarington Date: Thursday, September 10, 2020 4:02:19 PM -----Original Message ----- From: info@clarington.net <info@clarington.net> On Behalf Of Jordan McCormack Sent: Tuesday, July 14, 2020 3:17 PM To: Council <councilOutside@clarington.net> Subject: Hens for Clarington EXTERNAL Dear Mayor, Councillors, and Municipal Council, My name is Jordan McCormack, and I am a resident of Clarington. I am writing today in support of changing bylaw 2012-1933, to allow the keeping of 6 backyard hens (chickens) in suburban lots. This topic will be approached in the September 14 2020 council meeting. Hens are quiet, they are a source of sustainable food that is low cost and high quality, and they make delightful pets. In a small scale coop with 6 hens or less, smell is not the issue it is in commercial egg factories, as they produce less manure combined than a 251b dog. Hen manure is compostable to fertilize next year's vegetables, whereas dog manure ends up in landfills. I believe my neighbours have the right to sustainably feed themselves within reason, and backyard hens are not at all unreasonable. Toronto, Vancouver, Guelph, Brampton, Niagara Falls, and many other Canadian cities already allow backyard hens, no roosters, and we believe an agricultural community such as Clarington would be remiss not to follow suit. Chickens are not as noisy as dogs, or as messy as pigeons, and are far more functional than any pet allowed by our current bylaws. Thank you for your consideration, Jordan McCormack (she/her) 229 Hutton Place Bowmanville ON LIC 5K1 289-316-0354 Origin: hUs://www.clarington.net/en/town-hall/Meet-Your-Councillors.asp?fbclid=IwAR2Y0d- UO2rgZig 1 eG7XXOvJeoa 1 COR2frSkde WcE-6WhTRg5HWr6k 1 glvE This email was sent to you by Jordan McCormack<jordan.mccormack@gmail.com> through hW2s://www.clarington.net/. Q OR I ' 111 ■ From: Patenaude, Lindsey To: Patenaude, Lindsev Subject: FW: Backyard Hens Date: Thursday, September 10, 2020 2:15:59 PM -----Original Message ----- From: info@clarington.net <info@clarington.net> On Behalf Of Jordan McCormack Sent: September 10, 2020 11:52 AM To: Mayor Shared Mailbox <mayor@clarington.net> Subject: Backyard Hens EXTERNAL I am writing in support of Mrs. Emily Allison's request to change the Exotic Pets Bylaw here in Clarington to include keeping 3 hens in single family backyards. The United Nations has said, "The right to adequate food is realized when every man, woman and child, alone or in a community with others, has physical and economic access at all times to adequate food or means for its procurement." This does not mean that the government is required to provide food, free of charge, to Canadian citizens. It does mean that the Federal, Provincial and Municipal governments must respect and protect the right of it's citizens to procure their own foods. The governments have an International obligation to provide an enabling environment for people to feed themselves. We are asking that the Municipality of Clarington show it's support by living up to these International Obligations, especially since the keeping of 3 chickens can be done while living up to the current bylaws protecting against excessive noise and odour, and bylaws that require property maintenance. Thank you for your attention in this matter. Sincerely, Jordan McCormack 289-316-0354 229 Hutton P1 Bowmanville ON Origin: hUs://www.claringion.net/en/town-hall/Mayor-and-Count.asp This email was sent to you by Jordan McCormack<jordan.mccormack@gmail.com> through hUs://www.clarington.net/. Q OR I ' 111 ■ From: Patenaude, Lindsev To: Patenaude, Lindsev Subject: FW: Bylaw 2012-045 Date: Thursday, September 10, 2020 4:11:34 PM -----Original Message ----- From: info@clarington.net <info@clarington.net> On Behalf Of Jenny Woodside Sent: July 15, 2020 7:49 AM To: Council <councilOutside@clarington.net> Subject: Bylaw 2012-045 EXTERNAL Dear Mayor, Councillors, and Municipal Council, My name is Jenny, and I am a resident of Clarington. I am writing today in support of changing bylaw 2012-045, to allow the keeping of 6 backyard hens in suburban lots. This topic will be approached in the September 14 2020 council meeting. I support my neighbours in keeping 6 backyard chickens with no roosters. The United Nations Universal Declaration of Human Rights, section 25, "Everyone has the right to a standard of living adequate for the health and well-being of himself and his family, including food" I believe this starts with being able to keep hens for the low cost, high quality food that is eggs. Folks should be able to use their property to help feed themselves. It inconveniences me none for my residential neighbours to keep a few hens in their yard, and they might convenience me with fresher eggs than I will ever get in a grocery. Thank you for your consideration, Jenny Woodside 170 Edward Street West Newcastle [ !�SiMi1 ,"A= •'i'%��1i7• ill/ •. • • This email was sent to you by Jenny Woodside<Jennywoodside@hotmail.com> through hW2s://www.clarington.ne . Q OR I ' 111 ■ From: Patenaude, Lindsev To: Patenaude, Lindsev Subject: FW: Bylaw 2012-045 Date: Thursday, September 10, 2020 4:11:28 PM -----Original Message ----- From: Denise McKay <denisedmckay@gmail.com> Sent: September 7, 2020 9:56 PM To: Mayor Shared Mailbox <mayor@clarington.net> Subject: Bylaw 2012-045 EXTERNAL Dear Mayor, Councillors, and Municipal Council, My name is Denise, and I am a resident of Clarington. I am writing today in support of changing bylaw 2012-045, to allow the keeping of 6 backyard hens (chickens) in suburban lots. This topic will be approached in the September 14 2020 council meeting. Hens are quiet, they are a source of sustainable food that is low cost and high quality, and they make delightful pets. In a small scale coop with 6 hens or less, smell is not the issue it is in commercial egg factories, as they produce less manure combined than a 251b dog. Hen manure is compostable to fertilize next year's vegetables, whereas dog manure ends up in landfills. I believe my neighbours have the right to sustainably feed themselves within reason, and backyard hens are not at all unreasonable. Toronto, Vancouver, Guelph, Brampton, Niagara Falls, and many other Canadian cities already allow backyard hens, no roosters, and we believe an agricultural community such as Clarington would be remiss not to follow suit. Chickens are not as noisy as dogs, or as messy as pigeons, and are far more functional than any pet allowed by our current bylaws. Thank you for your consideration, Denise McKay 240 Shipway Ave Newcastle Sent from my iPhone Q OR I ' 111 ■ From: Patenaude, Lindsev To: Patenaude, Lindsev Subject: FW: Bylaw change Date: Thursday, September 10, 2020 8:45:44 AM -----Original Message ----- From: info@clarington.net <info@clarington.net> On Behalf Of Zoe Bergeron Sent: Thursday, September 10, 2020 3:01 AM To: Council <councilOutside@clarington.net> Subject: Bylaw change EXTERNAL Dear Mayor, Councillors, and Municipal Council, My name is Zoe Bergeron, and I am a resident of Clarington. I am writing today in support of changing bylaw 2012-045, to allow the keeping of 6 backyard hens (chickens) in suburban lots. This topic will be approached in the October 19 2020 council meeting. Hens are quiet, they are a source of sustainable food that is low cost and high quality, and they make delightful pets. In a small scale coop with 6 hens or less, smell is not the issue it is in commercial egg factories, as they produce less manure combined than a 251b dog. Hen manure is compostable to fertilize next year's vegetables, whereas dog manure ends up in landfills. I believe my neighbours have the right to sustainably feed themselves within reason, and backyard hens are not at all unreasonable. Toronto, Vancouver, Guelph, Brampton, Niagara Falls, and many other Canadian cities already allow backyard hens, no roosters, and we believe an agricultural community such as Clarington would be remiss not to follow suit. Chickens are not as noisy as dogs, or as messy as pigeons, and are far more functional than any pet allowed by our current bylaws. Thank you for your consideration, Zoe Bergeron 79 Rex Tooley Lane, Courtice, ON Origin: hUs://www.claringion.net/en/town-hall/Meet-Your-Councillors. asp This email was sent to you by Zoe Bergeron<zbergeron@lh.ca> through https://www.clarington.net/. Q OR I ' 111 ■ From: Patenaude, Lindsev To: Patenaude, Lindsey Subject: FW: By Law 2012-045, Case # 2020-1933 Date: Thursday, September 10, 2020 1:08:35 PM -----Original Message ----- From: Ashlee <2195262ontario.inc@gmail.com> Sent: September 10, 2020 12:49 PM To: Mayor Shared Mailbox <mayor@clarington.net>; Hooper, Ron <rhooper@clarington.net> Subject: By Law 2012-045, Case # 2020-1933 EXTERNAL Dear Mayor and Councillor, My name is Ashlee Lusted, and I am a resident of Clarington. I am writing today in support of changing bylaw 2012-045, to allow the keeping of 6 backyard hens (chickens) in suburban lots. This topic will be approached in the September 14 2020 council meeting. Hens provide eggs, a low cost, high quality food source. Hens provide a weekly reduction in food cost as a result. Hens help keep kitchen waste to a minimum, as they thrive on leftovers as part of a well rounded diet. Hens make valuable, nitrogen rich compost to use as fertilizer (more productive than useless dog and cat excrement). Hens in a backyard have a higher quality of life than battery farmed or even commercially produced organic hens. Hens make wonderful, personable pets. They learn to know and love their owners, and offer hours of entertainment. The path to environmental sustainability must begin with local initiatives such as allowing backyard hens. Thank you for your consideration, Ashlee Lusted 106 Boswell Drive., Bowmanville ON LIC 50 905-243-0614 Sent from my iPhone Q OR I ' 111 ■ Submited Via Email from Gord Jebson It is my understanding that there is a proposal coming to council to allow chickens in residential areas. In my opinion, the majority of people currently living in areas zoned residential would disagree with this idea. There would be concerns with public health, odours, property values, and the attraction of vermin associated with backyard flocks in an urban setting. Chickens and other agricultural animals should be restricted to those zones where they are currently permitted. I have serious concerns based on my experience as an inspector with the Canadian Food Inspection Agency. Poultry can have a number of diseases which are zoonotic, transmissible to humans such as salmonella and avian influenza. The incidence is admittedly low but should not be ignored. In 2019, the CDC reported 19 outbreaks of salmonella related to backyard chickens. There were 1134 cases with 2 deaths. Children under 5 years of age represented 21 % of cases where information was provided and hospitalization was required in 30% of cases where information was provided. Avian influenza is much less likely to occur but the impact on the agricultural sector can be extreme. Countries have closed close their borders to Canadian poultry due to outbreaks of high pathogenic avian influenza (HPAI). Commercial flocks and other backyard chickens in close proximity to a backyard flock with HPAI will be depopulated. There is a repository of avian influenza in wild birds in Canada with a greater chance of occurrence during migratory seasons. Vermin have been identified as a potential transmission route to domestic poultry so the handling of feed and bio waste as well as secure housing for the birds is important. In the event of an HPAI outbreak, the Canadian Food Inspection Agency will impose movement restrictions and inspection staff will attempt to identify all poultry within the area of concern to be euthanized or quarantined. During the 2004 HPAI outbreak in British Columbia, CFIA inspection staff went door to door in some residential neighbourhoods to locate backyard flocks within the quarantine zone. It would be helpful to the CFIA to have an accurate listing of all backyard chicken flocks so a licensing system similar to dogs and cats would be appreciated. Public health agencies discourage keeping chickens indoors due to the salmonella (DLJ RYLU L REVG4J- I_J ILL D=Ym I-DWHUMH-_RCV.LJ M:UWiEMA1n M-L-iHHGAIIWEHL1 sufficient to protect them from the elements during the winter. Roosting boxes should be considered for the summer months. If chickens in residential areas are approved, there should be standards for housing materials and population density. Building permits should be required. The proximity to neighbours should be considered when housing is being constructed. Feces from chickens can contain salmonella which can be eliminated using compost. If raw bio waste is going into garbage bags, there is a health risk to municipal service workers. A number of municipalities have allowed chickens in residential areas in recent years and their experiences could be considered when considering what standards to be required in Clarington. Submited Via Email from Gord Jebson Allowing chickens in Clarington is not the same as allowing chickens in major urban areas such as Toronto due to the presence of commercial poultry operations. If a homeowner discovered that 2 of their 4 birds had suddenly died, they are not likely to submit the carcasses for pathology to determine the cause of death. In the event that HPAI was responsible, there could be a possibility that the disease would spread to a poultry farm 2 kilometres away which could result in a major economic loss. I understand that there are a number of individuals who will advocate for chickens in residential areas. While I disagree with their position, I respect their right to bring the matter before council. I expect that they will reference the desirability of fresh eggs over store bought eggs and I can appreciate the difference. I would comment that there are numerous local farmers who offer on farm sales of eggs and council has advocated that Clarington residents buy local. I believe that the matter be referred to staff who should consult with other municipalities, the Canadian Food Inspection Agency, the Ontario Ministry of Agriculture and Rural Affairs, the Ontario Ministry of Natural Resources and Forestry, and the Durham Region Health Unit. After input from those organizations, staff could bring back their report to council for discussion. '01-01M m■ From: Patenaude, Lindsev To: Patenaude, Lindsev Subject: FW: Backyard chickens bylaw 2012-045 Date: Wednesday, October 14, 2020 9:13:31 AM From: subytime(@rogers.com <subytimeProgers.com> Sent: October 13, 2020 10:28 PM To: ClerksDepartment(@clarington.net Subject: Backyard chickens bylaw 2012-045 EXTERNAL Mayor Adrian Foster and Municipality of Clarington Council. My name is Blair Evans and My family and I have been residents of Bowmanville for the last eight years. We are really glad to live in a community like Clarington for all it has to offer. As you are aware a challenge is being made to the Exotic Animal Bylaw schedule "B" class Aves. This includes animals deemed agricultural such as Chickens, Turkeys, Ostrich and Emu. The properties in town are all deemed residential and should stay as such and continue to probibit the keeping of farm animals. Residential zoned properties in Clarington are too small and too close together to raise agrictural amimals properly. It is more than the size of the dwelling Farm animals require as supporters Clucks for Clarington will argue. I do not feel supporters who do not live or pay taxes in Clarington should be pushing this as a representative for this group. Kawartha lakes is not Bowmanville. The proper disposal of waste which is produced gives off known smells "ammonia" which can affect the adjacent properties negatively and affect property values. Most folks would never purchase a property if they knew their neighbours were raising chickens in a residential setting. It can be expected in an urban setting. How do you know if they take care of them properly and dont stink? I dont want to smell what the food I am barbecuing ate? Agricultural Aves consume food which attract pests such as rodents and raccoons. Raccoons carry distemper which can kill family pets. Why should we be attract them with backyard chicken coops? We have an abundance of local farms who supply fresh organic eggs. Lets support our farmers. Zoonotic diseases such as Salmonellosis, Campylobacteriosis and Avian flu have been directly linked to bavkyard chicken farming by the U.S. and Canadian departments of Agriculture. That is a known fact by Chicken farmers of Ontario . Agricultural farms are inpspected by the Canadian Food Inspection Agency to ensure the safety of the food we eat and the proper care of the animals. Who is going to ensure backyard chicken coops in residential areas are inspected? Clarington tax dollars could be better spent elsewhere. Q 1111l 1 ' 111 ■ Unless you are willing to have chickens next to your house I suggest you do not support this bylaw challenge. Maybe you would like a rooster to wake you up? Im sure the ANOs on shift work at Darlington would appreciate this. This will set precedence and the next thing could be backyard goats for fresh Goat milk? It is sad the Bowmanville Zoo is closed but I and most bowmanville residents dont want one in their neighbours backyard. We are in the midst of a pandemic. I do not think allowing backyard chickens which can spread disease is welcome. Thanks Blair Evans. 16 peachtree cres. Bowmanville. 905-449-6786 Q W1 ' 111 ■ • Town of �x By the Lake The Honorable Doug Ford Premier of Ontario Legislative Building Queen's Park Toronto ON M7A 1A1 premier(c),ontario.ca Sent by E -Mail October 7, 2020 Re: Support of ambulatory services at Ajax Pickering Hospital TOWN OF AJAX 65 Harwood Avenue South Ajax ON L1 S 3S9 www. a i ax. ca The following resolution was passed by Ajax Town Council at its special meeting held October 5, 2020: WHEREAS Ajax Council and the Town of Ajax have been and remain strong supporters of our local Lakeridge Health hospital, and show this support by contributing annually through ongoing l MCFl.DWSSRM%@M10-Z1P L Ili-1b-DlY:SD--ISD =1U-I[1D DERl]V= l Fes❑ 0M/lF❑ which has raised $4 million over 25 years, and continued advocacy efforts; and WHEREAS Council has been advised that Lakeridge Health Corporation, through its regular business planning process, is working with internal members across the Lakeridge Health system to explore new and innovative ways to provide care; and WHEREAS it is our understanding that one area of focus is the ambulatory care unit (ACU), which plays a critical role in diverting patients from emergency departments and supporting safe, and timely discharges; and WHEREAS the Bowmanville, Oshawa and Ajax ACU sites are already functioning at 100% capacity and maximum efficiency with waiting lists for priority cases; and WHEREAS it has been shared that the corporation is considering a 20% reduction to the ambulatory care budget, which would result in a cut of $625k to the Ajax Pickering Hospital ACU (which represents 67% of the total proposed cut of $975k), and have a far greater impact on patients, nursing staff and overall hospital care than the total 0.01% savings represented; and WHEREAS any cuts in resources will have a direct effect on the high volume of patients that are seen and treated every day at the Ajax Pickering Hospital ACU, which provides critical services such as 24/7/365 emergency support, fracture clinics, shoulder clinics and plastic surgery program and specialty services and programs; 0 111 1 ' 111 ■ THEREFORE BE IT RESOLVED that: 1. Ajax Council reaffirms their unwavering support for the Ajax Pickering Hospital and the doctors that provide quality, timely and compassionate care to residents; and 2. That Ajax Council urges the leadership of Lakeridge Health to reconsider reducing resources at the ambulatory care units, knowing it will have serious consequences; and 3. That Lakeridge Health involve hospital and surgery leads in any discussions regarding service cuts and/or new approaches to care; and 4. That this motion be distributed to Premier Ford, Minister Elliott, all Durham Region MPPs and Durham Region municipalities. If you require further information please contact me at 905-619-2529 ext. 3347 or sarah.moore(a)-aiax.ca. Sincerely, Sarah Moore Acting Manager of Legislative Services/Deputy Clerk Copy: Mayor S. Collier Regional Councillor M. Crawford Minister C. Elliott All Durham Region MPPs All Durham Region municipalities 3 QJ HII❑ E-mail Please see the attached resolution regarding the above subject matter that was endorsed by the Town of Ajax at our Council meeting held September 21, 2020. Regards Premier Ford doug. fordco Ap c. ola. org Hon. Mark Holland, MP Mark. Holland C@Parl.gc.ca Hon. Rod Phillips, MPP rod.phillipskpc.ola.org Region of Durham Chair(@durham.ca all Durham municipalities Federation of Canadian Municipalities info(Vcm.ca Association of Municipalities of Ontario amo amo.on.ca 3 QJ HTFI Submitted Via Email from Karrie Lynn Dymond To Clarington Council Re: Durham Region Waste Plan And Recycling proposal I am writing on behalf of over 500 residents, and many more every day, who reside in Clarington. We have been monitoring very closely the actions of Durham Region and its attack on our waterfront. Some years ago, our Municipality of almost 100,000, fought diligently against the Regions plans to burn garbage within our municipality. We lost the battle to stop incineration but managed to put in place limits and monitoring. Both have been ignored or exceeded to the point where the Ministry of Environment has had to be called in due to exceedances of cancer-causing agents being released at unacceptable levels from the now outdated incinerator. In a recent addition of our local Metroland newspaper the Durham Region Chair, John Henry, said that the Region is embarking on a 20 -year plan to deal with ALL of the Regions waste. This Submitted Via Email from Karrie Lynn Dymond 3. Turning our waterfront business park, and Provincial waterfront park into one of the largest garbage processing plants in the GTA is not what our Official Plan or your residents had in mind. This is an important election issue and one that local Councillors Regional Councillors and our members of Provincial Parliament need to pay attention too. Together we can stop more burning. Together we can put n end to Clarington being the garbage dump for the Region and surrounding areas. Q Il I ' 111 ■ x x p IF k •� It r - r' - L�-'till Vp P. #Ir 4L I I rt JFI rr' r + 1'4 J *'y l i' + F. .Ory ' - ' t y F � L� � -�• y ry J At - Y yy ■ _ 1116. Ir pip OL � r I r . L F r * y FIF 1 II k SMI -4 :•.;- 4' ' F ' .� I 1 'I 4p t r+ ' ° Ir Y Y + j� + *+ •Y I I r• ti ': Wil • - - 'fAl- I 4. N a• r� 4 - el P,1 + �lip L' F _Ap Ir - �� 1 4v • r j - .. rte... - . t r '•kr__ •�•, I - 4 r yy �r •� f ,moi I � z Pl- - iIAfflison 45,ii� ' OIt This is my life now I guess I asked for it (5 9 A", 3 6 4 Comments of) Like Q Comment Clarington Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: October 19, 2020 Submitted By: Steve Brake, Director of Public Works Reviewed By: Andrew C. Allison, CAO File Number: C.01.27.016.D.01 Report Number: PWD -002-20 Resolution#: By-law Number: Report Subject: GO Transit Newcastle Village - Annual Status Update Recommendations: 1. That Report PWD -002-20 be received; 2. That the sale of the former fire hall site in the Village of Newcastle be further delayed to continue to allow GO Transit to use the property as a turnaround until such time as Durham Region Transit is able to provide a local service that ensures continuity for residents; 3. That Staff be directed to continue to work with Durham Region Transit to define future growth patterns and establish appropriate service levels; 4. That Staff be directed to report back to Council in the fall of 2021 on the progress of our discussions; and 5. That scheduling the sale of the site of the former fire hall in Newcastle be revisited at that time. Q W1 ' m■ Municipality of Clarington Report PWD -002-20 Report Overview Page 2 In 2016, Clarington Council committed to ensuring continuity of transit service to the Village of Newcastle by choosing to delay the development and demolition of the former fire hall at 247 King Avenue East to allow GO Transit to continue to use this location as a turnaround. The intent was to delay the development or sale of this site until such time as Durham Region Transit could offer a service that would fill any gaps that GO Transit might leave if the turnaround location were no longer available. Staff committed to provide an annual update to Council regarding the status of transit service within Newcastle, and staff confirmed that there will be minor changes to the current service in 2020-2021. 1. Background 1.1 Transit service connecting Newcastle residents to other towns and cities, as well as the GO Train and other transit services, is currently being provided through the GO Bus. In 2016, Council committed to ensuring continuity of service for our residents by choosing to delay the sale of the former fire hall at 247 King Avenue East as this site has been used by GO Transit as a turnaround location for some time. It was agreed that staff will continue to work with both transit authorities to encourage a transition to local, Durham Region Transit (DRT) service so continuity can be assured. Once an alternative arrangement for transit in Newcastle has been established, the Municipality would consider moving forward with the sale of the site as detailed in PSD -007-15. 1.2 Currently, the lease agreement with Go Transit is month to month and requires the 0 -TSD [REK3L1DADD\MV/-F--1P REWASQRTFIR1EARL] R17 ZCVMUKR (G nrn WW terminate the lease. 1.3 Staff have been in discussions with GO Transit and were advised of two minor route changes, however regular scheduled service to Newcastle and use of the former fire hall as a turnaround will continue. Earlier in the year, DRT considered extending scheduled service into Newcastle, however due to low ridership numbers, they [P SOP F WGDFTJOn D F -P DEG- Option instead, which does not provide a level of service to residents that could replace the Go Transit route. DRT continues to review ridership numbers within Newcastle and will continue with the On Demand service until ridership reaches the threshold to introduce scheduled service. 2. Proposal 2.1 Staff recommend that the sale of the former fire hall at 247 King Avenue East continue to be deferred until such time as a viable transit alternative to the GO Bus can be provided. Any enhancement of service provided by DRT will be subject to annual Regional budget approvals. Q W1 ' m■ Municipality of Clarington Report PWD -002-20 Page 3 2.2 In preparation for the eventual repurposing of the site and to minimize our ongoing maintenance requirements for the old fire hall building, staff will plan for the demolition of the building in 2021. 3. Concurrence Not Applicable. 4. Conclusion It is respectfully recommended that Council continue to support the residents of Newcastle by deferring the sale of the former fire hall so GO Transit can use it as a turnaround. In delaying the sale of these lands, Council is able to ensure continuity of transit service to the Village so residents who use the GO Bus to access work, school and other transit services can continue to do so. Staff Contact: Ron Albright, Manager of Infrastructure, 905-623-3379, Ext. 2302 or ralbright@clarington.net Attachments: Not Applicable Interested Parties: There are no interested parties to be notified of Council's decision. 01-01M m■ Clarington Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: October 19, 2020 Report Number: CSD -010-20 Submitted By: George Acorn, Director of Community Services Reviewed By: Andrew C. Allison, CAO By-law Number: File Number: Resolution#: Report Subject: Municipal Buildings a Waste Reduction and Recycling Update Recommendation: 1. That Report CSD -010-20 be received for information. Municipality of Clarington Report CSD -010-20 Report Overview Page 2 The intention of this report is to provide an update to Council on direction provided to staff to develop a program to effectively eliminate the use of single -use plastic, where there exists an environmentally responsible alternative. The report will outline the accomplishments to date as well as ongoing efforts. In addition, staff is moving forward with other forms of waste reduction for municipal buildings, which is in line LWF&R11❑FLCVr6\UWLF-3 for Environmental Sustainability. With this expanded focus Community Services is better positioned to make significant improvements in waste reduction and recycling in our buildings. As the result of the transition of Building Services, as recommended in the Grant Thornton Organizational Review, all municipal buildings are now the responsibility of the Community Services Department. This will result in a consistent approach to single -use plastic elimination, enhanced recycling and an expanded organic waste program. As part of our role to liaise with all arena and community hall operating boards, we will also work with them to adopt these waste reduction measures in their operations. 1. Background 1.1 At the March 25, 2019 General Government Committee (GGC) Meeting, Resolution #GG -171-19 was approved, stating 17 EDAM IEH_�FHIEII EDVFD11EHC3:;Z❑H11 about reducing their use at Clarington Council meetings or events the matter of single use plastic plates, cups and cutlery; and That Staff report back on the elimination of V"8—VKSGMX L-I�& Q L❑U \R[I[EAMU V- 1.2 Resolution #C194-19 was approved at the May 21, 2019 Council meeting, which stated [7 ❑DVLVVH[B 13MVILR [ED ❑L -J -RI A4AU-Ue plastics (non -recyclable) from Municipal Buildings, where possible, be referred to Staff to report back at the September 23, 2019 ❑ HERDCU R WP HEY& RP P LMHP H -W n 1.3 Community Services and Operations provided Report CSD -008-19 for the September 23, 2019 GGC meeting. The Report provided Council with information on a proposed program to eliminate or reduce the use of single use plastics in municipal buildings and recreation facilities. Q W1 ' m■ Municipality of Clarington Page 3 Report CSD -010-20 1.4 At a Council meeting held on October 7, 2019, Council passed the following Resolution #C-343-❑❑1L17❑D1/6 HSRJ%6' -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; That all single use plastics be banned from the Municipal Administrative Centre as of November 30, 2019; and That the Clarington Public Library, Clarington Museums & Archives and municipally owned/Board operated Community Halls and ❑ UH_iDV_EHDGAYHG ESI ANH�3+ RLVLRI A R_i❑F0 1.5 A planned April 2020 report to Council on the highlights of the program and results achieved was postponed due to the COVID-19 Pandemic situation, and a memo on the June 1 GGC agenda notified Council of the intention to provide the Report this fall. 2. Objectives Single Use Plastics 2.1 According to data from the federal government, less than 10% of plastic manufactured is recycled. On October 7, the federal government announced the ban of specific single use plastics, including bags, straws and cutlery, in Canada by the end of 2021. 2.2 By moving forward at this time, the Municipality will be well positioned for the pending ban as well as having a positive impact on the damage that non -recycled plastics are having on our environment. Maximizing the Effectiveness of the Existing Recycling Program 2.3 Although the Municipality has employed a robust recycling program in all municipally operated buildings for many years, staff have reviewed the current program and will be making the necessary adjustments to increase recycling effectiveness. 2.4 One key to an effective program is the proper sorting of recyclables at the source, especially by our customers. By enhancing the messaging with clear signage on recycling containers, the result will be less contamination of recycling materials. Introduction of an Organic Waste Program 2.5 Currently, few municipal buildings have introduced organic waste pick up to their waste management programs. The only opportunity we have is for buildings that are included in the Region of' ❑WAP VCurbside pickup program. 01-01M m■ Municipality of Clarington Report CSD -010-20 Page 4 2.6 With the expansion of this program to our larger recreation buildings, we can divert tonnes of organic waste annually from traditional land fill. With the resumption of concession services in our arenas and events in our community halls we will benefit greatly from this program. 3. Successes to Date Program at the Municipal Administrative Centre 3.1 The first step in eliminating single use plastics at the Municipal Administrative Centre (MAC) was to educate and engage staff in the process. A poll was sent out to test peop®IIV-D DLJHF-lYV:J J F \A&,Ek/Lml E F❑EI "V H❑EA+iG- R+l(OP L❑D\PoIVi❑ use of single use plastics. These included removing all disposable cups for coffee in all kitchenettes, replacement of plastic stir sticks with environmentally friendly alternatives, and eliminating the use of single creamers (many of the items were donated to camps or other areas to be repurposed in programs). Boomerang lunches were encouraged for staff, whereby if a single use plastic was brought, staff then had to take that home with them. 3.2 6 U I _ RU -lGU LW H❑ HE"DI p [ diGEFHMHZP R❑❑ M IA2arecycl a b I e materials they were using to package their foods (for take-out). When people were eating there, there were dishes available, however, to take back to their office they were CLVSRVDE3IISlRG-IFW77 ❑HrMU I EW H❑ H❑VFP RFHG RIH-I ILRL-P HI -OWLIHECO1-I alternatives (either compostable or recyclable products) and away from Styrofoam as a result of this initiative. 3.3 At source separation in recycling is key to reducing contamination. As a result, MAC has multi -stream waste bins that include plastics and containers, fibres and organic recycling. These multi -stream bins are an attempt to reduce the number of recyclables that end up in the garbage. To monitor this, a waste audit was completed, and results shared with staff to help with the awareness and education as to the importance of properly sorting their recyclables. This continues to be monitored by using clear bags to view the contents that are discarded. Both above were implemented by November 30, 2019. 3.4 Additional water fountains were installed throughout the staff floors at MAC in order to reduce the need for staff to bring single use water from home. Staff were encouraged to bring their own refillable water containers to be used at the filtered water dispensers. Municipality of Clarington Report CSD -010-20 Page 5 3.5 Finally, staff contacted local downtown Bowmanville eating establishments to confirm if staff were to bring in their own, clean, reusable containers, if the restaurants would package the food in those as opposed to disposables. This was well received, and the businesses were willing to do this once it was explained it was an attempt to reduce single use items. Development of a Staff Team to Manage the Program and Successes at Facilities 3.6 In a May 2012 report, Council approved declaring Clarington a Blue Community. This included funding for the installation of water fountain/bottle fill stations in many municipal buildings. This also called for a ban on the sale of bottled water in municipal facilities. By providing bottle fill stations for public use, we have seen a significant reduction in the number of plastic bottles generated, over the last eight years. 3.7 Upon the efforts implemented at MAC to ban single use plastics, a team of waste reduction champions was established within the Community Services Division. The purpose of this team was to find and plan for opportunities to accomplish waste reduction in our recreation facilities. 3.8 Staff worked with Participation House (who operates the concessions at our twin pad arena facilities) to put a plan in place to reduce single use items. As a result, single use condiment packages, creamers and sugars were all eliminated successfully at the concessions. 3.9 At Garnet B. Rickard Recreation Complex, the same strategy was implemented for all meetings and hall functions. Re -useable dishes and jugs of water are now provided for all municipal meetings that require food and beverages. In addition, staff have worked with caterers to eliminate the use of single use plastics for events in our facilities, including plastic glasses for bar service. We have been successful with this initiative but from time to time, staff will need to follow up to reinforce this requirement. Our rental contract terms and conditions have been updated to reflect these requirements. 3.10 Staff at Diane Hamre Recreation Complex (DHRC) took the initiative to complete an internal audit of the waste and recycling program at their facility. This initiative, which included reducing the number of receptacles throughout the facility, saw a 60% reduction of the waste and recycling at this facility. The collateral impact of this initiative demonstrates the level to which staff has engaged in waste reduction initiatives within Community Services. Q 1111 1 ' m■ Municipality of Clarington Page 6 Report CSD -010-20 3.11 As a pilot project a waste audit was completed at Courtice Community Complex. A staff team was assembled that logged all waste and recycling over a 24-hour period. The program provided insight as to where our efforts needed to be focussed. Staff concluded that the number of receptacles could be reduced by 60% (like DHRC) and a new flow of traffic was mapped to inform where the locations of the reduced receptacles should be replaced. New receptacles are required and will be multi -stream units which include organics recycling where appropriate. 3.12 Customer Services staff worked with facilities to eliminate the printing of duplicate copies of permits issued to groups renting our facilities. As a result, training was provided to staff to ensure they could run electronic reports to gain the same information from a printed permit. This reduced the paper use at facilities and reduced the need for shredding and recycling of outdated permits. 3.13 Customer Service staff worked with Communications on a targeted promotion to our customers, encouraging them to add their emails to their Active Net accounts. Not only did this speed up the communication to our customers about closures or upcoming events (if they chose to give us that consent), it also permitted us to inform our customers of membership expiries without having to mail them a paper letter. We continue to encourage customers to add their emails to accounts. 4. Future Projects Recreation and Leisure Guide Going Green 4.1 Community Services staff have looked at current processes that could lend to improved waste reduction. One area for consideration is the elimination of the printed Recreation and Leisure Guide. Prior to the current COVID-19 situation, the quarterly guide was printed in large quantities with distribution to households across the Municipality. Through the current online registration opportunities for our customers, staff will be considering the potential elimination of this publication. More details and recommendations will be before Council in an upcoming staff report. Additional Projects 4.2 Battery recycling is being investigated to implement at MAC. This would reduce the amount of hazardous waste that is currently being disposed of potentially incorrectly. Battery recycling is a challenge at most locations. Staff have already been working with the Region of Durham to work through the process of setting this up with MAC. 4.3 A staff team had begun working with Hall Boards to implement similar approaches where health measures allow (i.e. areas with non -potable drinking water still need an alternative). Staff will continue to work with Hall Boards on this initiative as they re -open from being closed as a result of the pandemic. Municipality of Clarington Report CSD -010-20 Page 7 4.4 The Building and Property Services team have identified that the next step in managing waste reduction is to include other Municipal staff locations, including Public Works sites and Fire Stations, By-law and Animal services. All locations are intending to add organics recycling and staff are investigating other locations that are suitable for battery recycling. 4.5 Community Services will look to take the next step in waste reduction at our facilities by standardizing the multi -stream units. These units, like what is in place at MAC, will help with recycling and at the source separation. The addition of organics in our facilities will greatly assist in waste diversion. The staff team have created a standard to be implemented at each of our facilities and will be submitting a request for funding through the 2021 capital program to standardize the units at our facilities. This will be phased in at all facilities over the next 2-3 years on a priority basis. 4.6 In the interim, Community Services staff will plan to complete waste audits at the remaining facilities in order to find efficiencies until the proposed program is in place. This will help achieve some waste reduction prior to the standard program being implemented at all facilities. 4.7 Customer Service staff have worked with our software provider, Active Net and our IT Department to implement signature pads at all our facilities. This enables us to have customers electronically sign permits and other transactions (like memberships and registrations) without having to print out a paper receipt. The system then stored the electronic signature and the receipt and confirmation paperwork can be emailed to the customer (paper copies can be provided upon request). This essentially eliminates the ❑I-HGiURLJSU❑1UJ DAR❑ldF❑MAP 1FH iJ UEHEFU CSU; FHWL❑J II ❑ transactions. 4.8 Ensuring that this program is sustainable moving forward, Facility and Building and Property Supervisors will be tasked as part of their primary responsibilities to ensure waste reduction is a priority for all staff in the facility. Community Services will continue to promote Going Green Champions to look for further opportunities to reduce our waste impact and divert items from landfill. 5. Concurrence 5.1 Not Applicable. 3 QJ HE❑ Municipality of Clarington Report CSD -010-20 6. Conclusion Page 8 6.1 By providing this update to Council, staff are identifying the valuable work accomplished to date that both addresses the direction to eliminate single use plastics in municipal buildings and the undertaking of other waste reduction initiatives, in line with the Environmental Sustainability priority that Council has adopted for this current term of Council. 6.2 It is clear there remains much work to do and staff remain committed to make waste reduction and effective recycling in municipal buildings a high priority. We are confident our efforts will result in a positive outcome for our community. Staff Contact: Lee -Ann Reck, Client Services and Acting Facilities Services Manager, 905- 623-3379 ext. 2508 or Ireck@clarington.net. Attachments: Not Applicable Interested Parties: There are no interested parties to be notified of Council's decision. 01-01M m■ Clarington Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: October 19, 2020 Report Number: CSD -009-20 Submitted By: George Acorn, Director of Community Services Reviewed By: Andrew C. Allison, CAO Resolution#: File Number: By-law Number: Report Subject: Community Funding Program Recommendations: 1. That Report CSD -009-20 be received; 2. That the Community Funding Program, as outlined in Attachment 1 to this Report, be approved; 3. That Council direct staff to review applications and recommend funding to either: a. The CAO for approval following the recommendations made by the Funding Review Committee; or b. To Mayor and Council for approval following the recommendations made by the Funding Review Committee 4. That staff report annually to Council with the details on the funding provided to the community agencies; and 5. That all interested parties listed in Report CSD -009-20 and any delegations be DGAM-GR C❑ R❑EFICV-G FUR❑❑ Q W1 ' m■ Municipality of Clarington Report CSD -009-20 Report Overview Page 2 In Fall 2019, Council directed staff to conduct a comprehensive review of the existing Community Grant and Community Event Sponsorship funding programs and report back in the Fall of 2020 with a program for implementation in 2021. Many challenges have been recognized in the existing programs, including a lack of clear priorities and purpose, an objective evaluation criteria, maximum funding thresholds, accountability, the opportunity to provide feedback to our applicants and for our applicants to provide feedback to the Municipality. The proposed program provides an updated, transparent and objective process to review applications and to make funding recommendations. The goal of the new program is to ensure municipal funds are disbursed in meaningful, equitable and measurable ways that achieve maximum impact for the community and provide value for the investment provided. To achieve this, it is proposed that a Funding Review Committee be created and directed to review all eligible applications and make appropriate funding recommendations. By consolidating the two existing funding programs and revising the application intake period, the new Program will better align with the annual Municipal budget timelines. We recognize the unique relationship the Municipality has with the various arena and hall operating boards, and are recommending any annual requests they have made to our grant and event programs, be submitted and considered during the annual operating budget deliberations by Council. As the Municipality continues to grow, we are also recommending incremental increases to the annual allocation for the Community Funding Program starting in 2022. Currently a total of $95,000 is budgeted and staff will be requesting a target of $1.00 per capita by 2023. 1. Background Current Programs 1.1 Currently, the Municipality of Clarington provides financial assistance to community agencies and volunteer organizations that provide a variety of services, events and programs to Clarington residents. The Community Grant Program offers support for applicants to cover the operational expenses of their organization such as program supplies, staff wages, office equipment and utilities. It also offers support for some minor capital expenses such as building repairs or equipment purchases. The Community Event Sponsorship Program offers support for organizations to host events that bring the community together for purposes such as fundraising, awareness raising or community building. 3 DJ HTFI Municipality of Clarington Page 3 Report CSD -009-20 1.2 The current programs have been in place for many years with minimal updates. There are challenges associated with the current programs that have been expressed by both Council and those organizations submitting applications. These include a lack of clear funding priorities, evaluation criteria and the requirement for follow up and accountability. This concern became evident during the most recent funding deliberations as COVID-19 created much uncertainty as to whether funds would actually be used and if so, as originally intended. As well, our current process does not allow for feedback to applicants that is valuable in building capacity in our volunteer community. 1.3 At the General Government Committee meeting of May 6, 2019, Council approved Resolution #GG -293-19: That Staff report on a review of the Community Grant process to include, but not be limited to, the following: a) That, once a Community Grant applicant has received $10,000 in aggregate over a number of years, any future applications be required to provide a balance sheet, regardless of the amount applied for; b) Whether Hall Boards should be removed from the Community Grant process and considered in the Budget process; and c) Consideration of applicants with large surpluses. 1.4 Subsequently, on November 25, 2019, Council directed staff through Resolution #GG - 540 -19 to conduct a comprehensive review of the two programs (Community Grant and Community Event Sponsorship) and report back during Fall 2020 for a 2021 implementation. 1.5 This report and its associated recommendations have been prepared to address these challenges as identified by Council. It will propose a novel program that also addresses concerns recognized by staff through research and consultation with the community. 2. Research and Development of New Program Project Management Approach 2.1 Staff developed a project charter to help provide focus and guide the direction of this review. The objectives of the project were to: F- Clarify and update the intent of the Community Grant and Community Event Sponsorship Programs by developing a novel program; F- Address concerns with the current funding program; Q W1 ' m■ Municipality of Clarington Page 4 Report CSD -009-20 L Improve community capacity building; ❑ Improve customer service e -submission, tracking and notifications; and ❑ Improve efficiency ❑ enable electronic workflows and data management 2.2 Staff took the opportunity to consult with representatives from various community organizations and Hall Boards who had applied through current Community Grant and/or Community Event Sponsorship Programs about their experience with the programs and process. Some of the highlights of these conversations were: Develop and relate funding priorities to the goals of the community; L Develop an open and transparent scoring system to evaluate the applications; and The financial information as currently required can be daunting and difficult to interpret and submit for some applicants, the requirement for accountability was supported by those interviewed 2.3 Certain teams of staff who have direct or indirect involvement with the current Community Grant and Community Event Sponsorship Programs were also consulted for their input to this review. Through these conversations with staff, the common themes that emerged were: ❑ Support projects that have greater community impact; ❑ Define funding priorities and project evaluation criteria; and ❑ Accountability on behalf of the applicants by way of submitting a follow up report 2.4 Mayor Foster and Members of Council were invited to participate in interviews with staff to share their thoughts on the challenges and successes of the current programs and to provide input to the development of this new program. From these interviews the following suggestions were made: Applicants in a healthy financial position should not be eligible for funding; rather groups with a demonstrated financial need should be prioritized; F- To encourage sustainability and build capacity in community organizations, some limits to the amount of times a group can apply for funding should be considered; and Supporting merit -based projects was also identified as an important consideration Municipality of Clarington Report CSD -009-20 Research and Benchmarking of other Municipalities Page 5 2.5 There are various models of community funding programs across municipalities in Ontario and beyond. To compile best practices, staff did a scan of funding programs in similar sized Ontario municipalities to compile best practices and identify opportunities to address the challenges outlined above. 2.6 Staff considered funding programs in the other four lakeshore municipalities in Durham Region as well as Peterborough, Guelph, St. Catharines, Kingston, Waterloo, Port Hope and the Town of Lincoln. 2.7 Some common themes that emerged through the research included: ❑ Use of a scoring system to evaluate and rank applications; ❑ Connection of funding priorities to community priorities; and ❑ Approval process completed through a staff team, and in some instances adding community involvement to the process Development of New Program 2.8 When developing the new program, staff considered information gained through interviews with applicants, staff and Council as well as best practices learned through research. The result is an updated, transparent and objective process to review and allocate money that ensures municipal funds are disbursed in a meaningful, equitable and measurable way that achieves maximum impact for the community and investment provided. 2.9 The Community Funding Program (Attachment 1) details the purpose, eligibility criteria, administration and approval process, application procedure follow up reporting and scoring criteria. 2.10 To build capacity in our community, the application process should be as much a learning experience for the applicant as well as an opportunity to secure much needed funds for their organization. By incorporating an objective scoring system that is capable of highlighting strengths and weaknesses of a project, feedback on how to improve an application can be shared with the applicant. This feedback will be provided by our Community Development Team, and will be beneficial to applicants in the future. 3 DJ HII❑ Municipality of Clarington Report CSD -009-20 Page 6 2.11 Funding streams have also been developed to prioritize applications based on need and further create sustainability in our non-profit community: Start -Up: Provides one-time start-up funding related to the development of a new group, initiative or event L Growth: Provides funding related to organizations and/or event organizers who make a commitment to sustainable expansion or growth In -Kind: Refers to and highlights services currently offered by municipal staff to support our non-profit community such as consultation, cross -promotion of services or events and more 2.12 To continue to foster the sustainability of a community organization, the following requirements have been included: Organizations must: L Have less than two JDJ/+ITALMLWSHlDYJ[E❑GJHMJ_U+A-U iG_FD\X11 demonstrated through a submitted annual financial statement; L Operate without a deficit for more than two years in a row; ❑ Not receive funding through the municipal budget process; and ❑ Not be a beneficiary of a fundraising event hosted by the Municipality of -IOU J 1R❑❑CCH❑0 a- RLW- R0 ❑ 0AAF❑) RIJW1[ RL:HIR I $ W- DOA n the same calendar year of the funding request. In addition: A three-year waiting period is initiated once an organization receives $20,000 in aggregate funding through this new program Note: The $20,000 in aggregate has been assessed based on an applicant receiving the maximum award of $5,000 per year over four years before entering the required waiting period. 2.13 To support projects that have greater community impact, the following community priorities were identified: L Connected: Building strong social connections, an active community encouraging social and civic engagement; ❑ Environment: Making contributions to an environmentally sustainable community; 01-01M m■ Municipality of Clarington Report CSD -009-20 Page 7 L Inclusive: Creating an accessible community where people feel welcome and they belong; celebrating diversity; and L Innovation: Support and showcase unique project ideas; previously untested or pilot projects; research a new concept 2.14 To further support an objective process, a funding review panel comprised of municipal staff and selected community representatives is recommended in the new program. Community representatives will be selected by staff to represent the broader community and will be chosen from established community organizations and / or former applicants. Involving the community in the review of funding requests ensures allocations through the funding program meet new and emerging issues and trends. 2.15 While Council will retain approval of the program policy and monies allocated to the funding program, Community Services staff will be responsible to coordinate the review of all program submissions by the Funding Review Committee and the Director of Community Services and the Director of Finance will make final funding recommendations to the CAO or Council, pending resolution, for final approval. It is proprosed that the Funding Review Committee will be comprised of: ❑ Director of Community Services ❑ Director of Finance ❑ Director of Public Works, or their designate ❑ Community Development staff ❑ Community Representative(s) to a maximum of 3 2.16 Should Council choose to retain the responsibility of reviewing all eligible submissions, staff will complete the review and scoring as outlined in the Program and will prepare a LHSRLW NKAkFRP P H❑ ❑❑Q❑J 11:1L R❑❑FLCVLDSSL _DOrG DO -IA& IBJ R AMV annual report will be the first General Government Committee meeting after ratification of the annual budget. 2.17 To encourage accountability, applicants will be required to submit a follow up report that outlines how the funds were spent and the impact achieved in the community. This report must be submitted by December 15 of the same year for which the funding was awarded. Failure to complete and submit the follow-up report will disqualify an applicant from future funding until such a time that the Municipality is satisfied that the report has been submitted in full. The follow-up report template will collect valuable information that will be collected through this addition and provide a means to evaluate the impact of the program on the community. 3DJH rn Municipality of Clarington Page 8 Report CSD -009-20 2.18 The application process has remained manual with some limited addition of technology support over the years. As the new program was developed, a new online platform is being created to support application to the program which will create efficiencies, free up staff time from the administration of the program and reduce the opportunity for errors. This technology was approved through the 2020 budget and the online platform is currently being designed. The platform can be altered and finalized once the program has been approved. Proposed Budget Changes for New Program 2.19 The Community Grant Program has been in existence for many years. Staff have attempted to revisit the timelines and history of the program. In 1995, through Report CS -09-95, the Municipality of Clarington Grant Policy identified a maximum funding for that grant program year of $116,100, an amount equal to $2.00 per capita based on a population of 58,082. 2.20 In reviewing the list of applicants at that time, it is evident that municipal funding for many of the organizations has transitioned to be included in the External Agencies annual operating budget process. What remains today in this funding program is $60,000 for the Grant Program and $35,000 allocated for the Community Event Sponsorship Program for a total of $95,000. 2.21 As part of the program review, staff were asked to consider whether Hall Boards should be removed from the Community Grant process and considered in the annual budget process. As Arena and Hall Boards operate and maintain municipally owned buildings, it is proposed funding requests, previously considered in the Grant or Event Sponsorship intakes, now be considered during the operating budget. The Director of Community Services will work with the Director of Finance to finalize a process and inform the appropriate groups in advance of the the deadline for submissions. Based on the funds awarded for 2020, it is estimated this amount will be approximately $20,000. 2.22 As no additional funding is being requested for 2021, any dollars allocated to operating Boards in the annual budget will need to come from the $95,000 total funding. However, staff are recommending that the funding program model move towards a $1 per capita DU FDAR UP R -W[L[i QUL7J \R V-3 ®- LJ -L HSDLW HEMM DWAZCUF❑U H 1ASRS OfiZ❑❑ is 105,000 which is based oIIIAKH15HJLR-11RlLLL -]UICDP W Rr11%UIRI1-ILRIA 17LIHI_G41 document (April 2020) and is forecasted to reach 112,000 by 2023. Any incremental funding increases will be identified as part of the 2022 operating budget. 2.23 Finance staff are working on a policy for the provision of loans to not-for-profit organizations which is consistent with past practice. This will provide guidance for the factors to consider and the conditions for providing loans to not-for-profit organizations such as the hall boards. 3DJH rn Municipality of Clarington Report CSD -009-20 Page 9 2.24 The Community Funding Program will launch December 1 and the application period will close December 31. This would be a consistent intake period for applications for programs, services or events occurring February 1 to January 31 annually. Submissions will be considered each January with funding decisions to be announced, following Council ratification of the budget. 3. Concurrence 3.1 This report has been reviewed by the Director of Finance/Treasurer who concurs with the recommendations. 4. Conclusion 4.1 It is respectfully recommended that the Community Funding Program be approved for implementation for 2021 and that Council advise staff of the preferred approval process. Following approval, communication will go out to our community partners advising them of the new program and new deadline dates. 4.2 Staff are confident the proposed changes to the exisiting grant and event sponsorship programs have addressed the concerns expressed by Council as well as funding applicants. By developing funding streams and identifying funding priorities, it is expected the available dollars will be distributed to the areas where they will have the most impact in our community. 4.3 In order to keep up with the needs of our growing community, it will be important to plan incremental increases to the new Community Funding Program for 2022 and beyond in order to achieve the $1 per capita funding model. Staff Contact: Lee -Ann Reck, Manager, Client Services, 905-623-3379 ext. 2508 or Ireck@clarington.net. Attachments: Attachment 1 -]Clarington Community Funding Program Framework Interested Parties: List of Interested Parties available from Department. 3DJH rn Clairbgton Attachment 1 to CSD-009-20 Municipality of Clarington Community Funding Program Purpose The Clarington Community Funding Program provides financial support to eligible organizations who contribute towards one or more of the following community priorities: ❑ Connected: Building strong social connections, an active community encouraging social and civic engagement Environment: Making contributions to an environmentally sustainable community ❑ Inclusive: Creating an accessible community where people feel welcome and they belong; celebrating diversity ❑ Innovation: Support and showcase unique project ideas; previously untested or pilot projects; research a new concept &OLILIA6t❑[sAWP ❑EW) ❑ Gii❑Program accepts applications: ❑ through one application intake per year; ❑ up to a maximum of $5,000 per application; and ❑ an aggregate maximum amount of $20,000 per organization (once maximum reached, eligible organizations may reapply after a three-year waiting period). Funds are awarded to organizations and projects that meet the criteria in one of the following streams: Start -Up - Provides one-time start-up funding related to the development of a new group, initiative or event For a project or initiative (within the mandate and scope of the applicant) that is new to the applicant (not previously attempted by the applicant) to try something new or untested. The outcomes are unknown and aimed at achieving greater impact in our community. The funding will also be applicable for applicants who have been in operation for less than a year. Examples: Provide support or services for an emerging issue Develop or pilot a new idea Research a new concept or assess feasibility Growth Provides funding related to organizations and/or event organizers who make a commitment to sustainable expansion or growth For a project or initiative that takes an organization or event to another level, increases reach in the community, increase attendance and/or diversifies the demographics of the audience/participants. An effort to increase the cultural diversity would also be a focus of this stream. For applicants who have been in operation for greater than one year. 3 DJ H11❑❑ Examples: 0 Provide support or services that branches out into a new sector 0 Make changes to or expand an existing program, service or event 0 Sustainable increase in the attendance/membership or reach of the organization In -Kind Support In-kind services are available to Community Groups through the Community Services Department and other municipal departments such as consultation (i.e. how to manage a volunteer board, volunteer recruitment strategies, effective fundraising techniques, grant writing support), not-for-profit printing, cross -promotion of programs, services or events, meeting space for Annual General Meetings and others. If interested in learning more please connect with our team at comm un itydevelopment(d)-clari ngton. net. Eligibility Criteria In order to apply to the Community Funding Program, applicant organizations and their funding request will be rated by a Committee comprised of municipal staff and community members (as required) according to established criteria: ❑ Applicant is a registered not for profit organization, business improvement area (BIA) or is a volunteer not for profit organization or group operating under the authority of a board of directors. ❑ The organization must have a written constitution and by-laws that establish the framework that the group will operate within. ❑ The organization must have an elected Board of Directors of not less than three members who are democratically elected by the membership. ❑ The organization must hold an Annual General Meeting. ❑ The organization must have less than two years❑aquivalent operating budget in unreserved cash demonstrated through a submitted annual financial statement. ❑ Be in good financial standing with the Municipality of Clarington. All outstanding debts to the 0 11❑IF6SDaVRI :&OJL1E St11P ❑ AEH3DLG1L:1MAWAY HILI AWnLR❑SVDSS ❑❑ The Community Funding Program will not fund the following: ❑ General operating expenses that support the day to day operation of an organization (i.e. utilities, rent, insurance, etc); ❑ Individuals; ❑ For profit organizations; ❑ Political organizations; ❑ Local Boards and Committees of Council, including Hall Boards (for the purposes of or whose mandate is to operate and / or maintain municipal property); ❑ Religious organizations, except where the program or service benefits the broader community, does not involve religious teachings and is not generating revenue for the organization; 21 3 QJ H11❑❑ ❑ 2 W DAi-DM V \NDJVIFFHLYHm❑❑(3.❑❑ K & OU 1R VAP LRSDCEI G I-JCU; FM/s or are the designated beneficiaries of a fundraising event hosted by the Municipality of Clarington, in the same year of the funding request ILLH110 DLRAE FZG&GV\/LF❑) RMgHit RY R 1$ LVA ❑ Organizations that make donations or charitable contributions; ❑ Organizations that operate with a deficit for more than two years in a row; ❑ Programs or organizations that other levels of government have legislated responsibility for providing funding. 7KYLIFOG-N❑WSIESER A4q1V0TiY1RUIRYHLLP HEVP D❑ DV4Gprograms or services. Examples include educational programs, public health programs, housing services, provincially mandated childcare services or social assistance programs and health care services; and / or ❑ Organizations whose activities may breach the Ontario Human Rights Code or Charter of Rights. Administration and Approval The Community Funding Program purpose and criteria have been approved by Council; program funds are allocated by Council during the annual budget process. The Community Funding Program is administered by the Community Services Department. Community Development staff will be responsible to coordinate the details of the Program and conduct a thorough review of the submitted applications for eligibility. All eligible applications will be reviewed and scored according to established criteria by a panel of municipal staff and appointed community members (where applicable). The Director of Community Services and the Director of Finance will make recommendations on funding to the (CAO or Council pending ratification of the report) for approval. The municipal review panel is comprised of: ❑ Director of Community Services ❑ Director of Finance ❑ Director of Public Works, or their designate Community Development Staff Community Representative(s) to a maximum of 3 Application Process and Procedure 1. The Municipality of Clarington will advertise an annual call for funding on the municipal website www.clarington.net and other relevant media. The funding call will occur once per year, and the application period will be December 1 to December 31. 2. Organizations are required to read the full Community Funding Program Policy to ensure their eligibility. Organizations must submit their application to the Community Funding Program and any supporting documents through the online portal at www.clarington.net/funding. For assistance with the online portal, contact funding(a�clarington. net. 3. All organizations must complete the application form in full and all the requested supporting documentation must be submitted. Incomplete applications may not be considered. The 31 3 EU HT❑❑ Municipality reserves the right to contact any organization for information which requires clarification. 4. Community Funding Program applications must include signed support by a minimum of two P HP ERYR ANHTUD �1VLH -FSH, one of which needs to be the President / Chair or Vice -President / Vice -Chair of the executive and any other one board member. 5. Applications must be received by the municipality on or before 11:59pm on December 15. No late applications will be considered. It is the sole responsibility of the applicant to ensure that the municipality receives completed applications. An email notice will be sent to the applicant within 2-3 business days upon submission of the application. 6. Eligible organizations can submit only one application per year to any one of the three streams. 7. There is a maximum of $5,000 per application. Applicants will be required to submit financial statements as part of the application process. 8. There is an aggregate funding amount of $20,000 per organization. After this limit is reached, organizations may reapply after a three-year waiting period. 9. Once all funding decisions are finalized, applicants will receive notification via e-mail of whether their application was successful. 10. The Community Funding Program does not have an appeals process for unsuccessful applications, however groups can discuss how to improve future applications with the Community Development staff by sending an email to funding(a-)_clarington.net. Reporting Requirements Successful applicants who receive funding from the program must report on how it was spent, and the impact achieved. Reports must be submitted to the municipality by December 15 of the same year for which the funding is awarded. If the funding recipient fails to fully complete and submit the report to the municipality within the stated time, that organization will not be eligible for future funding until such a time that the municipality is satisfied that the report has been submitted in full. a 3 EU HTFIF] Scoring Scheme: Step 1: Determine Eligibility (Community Development team) Eligibility (Yes or No Yes moves on to scoring; No is ineligible and does not move through process): ❑ Does the organization or project meet the criteria of one of the three streams: Start -Up, Growth or In -Kind? Is there a direct link with the project and the community priorities of Connected, Environment, Inclusive and / or Innovation? Applicant is a registered not for profit organization or is a volunteer not for profit organization or group operating under the authority of a board of directors. L Have a written constitution and by-laws or documented operating procedures that establish the framework within which the group will operate. ❑ Have a democratically elected Board of Directors of not less than three members. ❑ Hold an Annual General Meeting. ❑ ❑DYHFOK&WOF--VVRrT1-DW❑HTAYDOI❑ WRSFUWIIE❑GERiL unreserved cash. ❑ Be in good financial standing with the Municipality of Clarington. All outstanding debts to the Municipality of Clarington must be paid in full at the time of the ❑URE SV DSSQFDfi�F1❑ Step 2: Score application based on criteria (Municipal Review Panel) The ranking criteria is as follows (each section ranked out of 3 for a total out of 18): Organization Capacity (10% of final weight) ❑ Does the organization have stable management and credibility in the kind of work they are applying for funding for? ❑ Is the application well organized, logical in progression of ideas and process, etc.? F Is the program, service or event as proposed aligned with the mandate of the organization? 51 3DJH rn Project Concept (20% of final weight) L Does the project seem interesting, innovative, original and not redundant with other projects? ❑ Are the proposed methods, approaches, etc. realistic, reasonable, effective, and outcomes oriented? ❑ Is the project sustainable? Program or Service Plan (20% of final weight) ❑ Is there enough planning and does the timeline make sense? ❑ Has an intended audience been identified and have the date, time and venue been set? ❑ Are the tasks, timelines, and outcomes clear and measurable? Collaboration (10% of final weight) ❑ Does the proposal include partnerships & collaborations? ❑ Are there letters of support and does the proposal show a clear, collaborative effort? ❑ Are there in-kind contributions or matches (i.e. funding, staffing, equipment, etc.) from the organization? Budget (10% of final weight) ❑ Is the budget logical and reasonable? ❑ Is the organization operating at a deficit? ❑ Can the project be successful if partially funded? Have funds been requested from other sources? Clarington Impact (30% of final weight) ❑ Does the project serve and involve the community? How many Clarington residents will benefit from it? ❑ Does it serve a particular segment of the population? Will it benefit an underserved or marginalized population? ❑ Does it address a community need? Funding Award: Organizations / projects with a score of 80% or higher are awarded funding. Funding amounts are determined based on the number of eligible requests received to the program. 3DJH rn it Clarington Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: October 5, 2020 Report Number: LGS-001-20 Submitted By: Rob Maciver, Director of Legislative Services Reviewed By: Andrew C. Allison, CAO Resolution#: File Number: By-law Number: Report Subject: Nuisance Lighting Recommendations: 1. That Report LGS-001-20 be received; 2. That the By-law attached to Report LGS-001-20, as attachment 2, be approved; and 3. That all interested parties listed in Report LGS-001-20 and any delegations be DG_ mGR LLu RX❑ELAR_lu 3DJH rn Municipality of Clarington Report LGS-001-20 Report Overview Page 2 This Report provides information on an amendment to ❑OLL❑J [R11101 Property Standards Bylaw 2007-070, for the inclusion of a nuisance lighting provision FIL ❑uLSRcu_R1uRX❑ADE request. 1. Background 1.1 At the September 14, 2020 Joint Committees meeting, Council considered correspondence from Raymond Kiomall requesting Council to enact a by-law to regulate nuisance lighting and referred the correspondence to staff to report back. 1.2 Issues regarding nuisance lighting are seldom brought to the attention of the Municipal Law Enforcement Division. Over the past five years, our dispatch records reflect that only two concerns have been brought forward related to residential lighting being a nuisance for residential areas. 1.3 Current Municipal regulatory by-laws do not address nuisance lighting for residential lighting. 1.4 During the September 14, 2020 Joint Committee meeting, Council did raise questions regarding residential lighting issues and commercial lighting issues. According to the Municipal Law Enforcement Division dispatch records, approximately five concerns have been reported concerning commercial lighting. As was conveyed to Council by the Acting Director of Planning Services, commercial lighting is regulated through the site plan process and as well, the Property Standards By-law 2007-070 also addresses light trespass from Commercial Properties. See Attachment 1. 2. Discussion 2.1 0 F7 LRP DCOD ITRMCSR❑G❑❑=l ❑D GZfR-K❑7 R❑ ❑FR1 FTPOF T3 F S Tm6 [DI-KDFG-FBylaw and suggested that Clarington enact similar regulations. Staff reached out to the Town of Ajax and confirmed that their Property Standards By-law 46-2017 states as follows: Exterior lighting fixtures shall be installed and maintained so as to prevent the light source from shinning directly into a dwelling unit 2.2 Ajax enforcement staff indicated they infrequently have to rely on this regulation but admitted that it has proven useful when it was appropriate to apply it. They further noted that the regulation purpose is specifically for direct lighting and is not intended for light trespass. 3DJH rn Municipality of Clarington Page 3 Report LGS-001-20 2.3 Should Council choose to enact a regulation to regulate direct lighting as a nuisance (not light trespass) emanating from residential properties, staff recommends that the Property Standards By-law be amended to include the same clause as is used by the Town of Ajax (stated in 2.1 above). 3. Concurrence Not applicable. 4. Conclusion Should Council wish to regulate direct lighting emanating from residential properties, it is respectfully recommended that the By-law attached to this Report as attachment 2 be approved. Staff Contact: Duncan Anderson, Manager of Municipal Law Enforcement, 905-623-3379 ext. 2110, danderson@clarington.net Attachments: Attachment 1 ❑ Lighting in Commercial and Industrial Developments Attachment 2 ❑ Draft By-law 2020 -XX Interested Parties: Raymond Kiomall 3 QJ HT❑❑ Clarbgton MEMO If this information is required in an alternate format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. To: Mayor and Members of Council From: Faye Langmaid, Acting Director of Planning and Development Services Date: September 17, 2020 File No: PLN 7.26 Re: Lighting in Commercial and Industrial Developments At the Joint Committee meeting of the September 14th, Councillor Neal raised regarding lighting requirements/standards for commercial and industrial developments. This memo has been prepared in response to those concerns. Council approved Lighting Guidelines in March 2010. The purpose of the Lighting Guidelines is to provide effective measures to mitigate the impacts of excess and unnecessary external lighting. The guidelines are used as part of the site plan approval process for new development applications for commercial, industrial, institutional and multi -unit residential developments. The guidelines were introduced to address concerns about direct glare and light trespass. They are not intended for municipal street lighting or residential development. The guidelines can be found herr. Lighting plans are required as part of the site plan approval process. Applicants are required to submit a Photometric Lighting Plan, prepared by a qualified design professional. The standard requirement is for full cut-off lights (e.g no light trespass across the property boundary). These are lights designed and/or shielded in such a way that all the light rays emitted by the fixture are project below the horizontal plane. In other words, as much as possible the light shines down, rather than in a larger circumference or up into the sky. The guidelines establish a set of maximum illumination values for different lighting zones. The zones range from lighting requirements for sensitive land uses, for example agricultural and natural areas which require low level illumination to urban uses, such as commercial plazas, dealerships, and institutional uses where higher level illumination is permitted. Page 11 The Corporation of the Municipality of Clarington, 40 Temperance Street, Bowmanville, ON L1 C 3A6 1-800-563-1195 1 Local: 905-623-3379 1 info@clarington.net I www.clarington.net 3DJH rn Once the Site Plan is approved, the Owner enters into a Site Plan Agreement. The owner agrees to install the lighting in keeping with the approved Photometric Lighting Plan. Once all the new site lighting has been installed on the subject lands, the owner agrees to obtain a letter from the project's lighting engineer certifying that the lighting has been installed in accordance with the approved drawings, prior to release of the landscape securities. In the case of Owasco, site plan approval was issued in July 2018. The municipality does retain landscape securities. These securities will not be released until the certification from the consulting engineer has been received. If you have additional questions, please contact Cynthia Strike. cc: ne Greentree, Clerk Duncan Anderson, By-law Enforcement Andy Allison. CAO Page 12 The Corporation of the Municipality of Clarington, 40 Temperance Street, Bowmanville, ON L1 C 3A6 1-800-563-1195 1 Local: 905-623-3379 1 info@clarington.net I www.clarington.net 3DJH rn Lighting Guidelines 1 3DJH rn 4110 1 ' 4 f , Planning Services Department Corporation of the Municipality of Clarington APPROVED BY COUNCIL ON MARCH 22, 2010 PREFACE In 2005, the area municipalities of Durham Region began the process of formalizing the review criteria of lighting systems for new development and redevelopment proposals subject to site plan approval. The municipalities, comprising representation from the Durham Regional Planning Department, Town of Ajax, Township of Brock, Municipality of Clarington, City of Oshawa, City of Pickering, Township of Scugog, Township of Uxbridge, and Town of Whitby, formed a committee, known as the Inter -municipal Lighting Committee, in order to develop a set of Lighting Guidelines. Lumetech Engineers Inc. was retained to provide expert advice and assist in the development of the technical data. The Durham Region Astronomical Association (DRAA) also provided input and advice for the Guidelines. The purpose of the Lighting Guidelines is to provide a set of effective standards, consistent across the Durham Region, that are designed to mitigate the impacts of excess and unnecessary external lighting. These Guidelines are intended to be used as part of the site plan approval process for new development applications. Proponents installing new lighting systems or retrofitting existing systems as part of the site plan process should refer to these Guidelines and ensure that they are in compliance with all requirements herein. 3DJH rn TABLE OF CONTENTS 1. PURPOSE......................................................................................................................................... 1 2. BACKGROUND................................................................................................................................ 1 3. SCOPE.............................................................................................................................................. 2 5. LIGHTING FIXTURE REQUIREMENTS............................................................................................ 3 5.1 ACCEPTABLE FIXTURES.....................................................................................................................................4 5.2 PROHIBITED FIXTURES.......................................................................................................................................4 6. ILLUMINATION REQUIREMENTS................................................................................................... 5 7. SUBMISSION REQUIREMENTS & STANDARDS............................................................................ 6 7.1 GUIDING STANDARDS.........................................................................................................................................6 7.2 LIGHTING FIXTURE SUBMISSION REQUIREMENTS.........................................................................................6 7.3 LIGHTING PLAN SUBMISSION REQUIREMENTS...............................................................................................7 7.4 UNIFORMITY RATIOS...........................................................................................................................................7 8. QUALIFIED DESIGNER SIGNOFF................................................................................................... 8 APPENDIX 1: LIGHTING ZONES........................................................................................................... 9 APPENDIX 2: DEFINITIONS................................................................................................................. 10 TABLE OF FIGURES Figure1: Urban Sky Glow Effect...........................................................................................................................................1 Figure2: Lighting Plan Section.............................................................................................................................................2 Figure3: Full Cut-off Fixture..................................................................................................................................................3 Figure4: Full Cut-off Wall Mount...........................................................................................................................................4 Figure 5: Full Cut-off Light Standard.....................................................................................................................................4 Figure6: Prohibited Wall Mount............................................................................................................................................4 Figure7: Prohibited Sag Lens Light......................................................................................................................................4 Figure 8: Shoppers Drug Mart Full Cut-off Lights..................................................................................................................5 Figure9: Lighting Fixture Examples......................................................................................................................................6 Figure10: Parking Lot Lighting Plan.....................................................................................................................................7 3 DJ HHl[][] MUNICIPALITY OF CLARINGTON LIGHTING GUIDELINES 1. PURPOSE The purpose of these guidelines is to provide a set of effective standards designed to limit the impacts of excess and unnecessary external lighting. Specifically, these guidelines are intended to be used as part of the site plan approval process for new development applications. These guidelines are not intended to regulate lighting for single family dwellings (including single detached dwellings, semi-detached dwellings, linked dwellings, and street townhouse dwellings) or municipal street lighting. Figure 1: Urban Sky Glow Effect PAGE 1 2. BACKGROUND Excessive and unnecessary site lighting can have a number of detrimental environmental and safety impacts. Specifically, excessive lighting can be inefficient in terms of energy consumption, as well as create glare levels that can be a detriment to drivers, pedestrians and neighbouring properties. From an environmental perspective, the over lighting of towns and cities creates a phenomenon known as Urban Sky Glow (refer to Figure 1), that renders the night sky effectively unviewable to town and city dwellers. Furthermore, poor outdoor lighting design can create light trespass which is a nuisance that can negatively affect the enjoyment of a ❑❑LL-L-1-1]❑❑❑l l l The uneven application of lighting standards can create issues around transition; moving from an under lit area to an over lit one. This can have a significant effect on the night vision of drivers, cyclists and pedestrians. These guidelines are designed to mitigate these issues through introducing standards that will address concerns about direct glare and light trespass. In addition, these standards factor in safety issues, such as those addressed by Crime Prevention Through Environmental Design (CPTED) principles and, in particular, safety issues that pertain to shadowing, peripheral visual detection and clarity of vision, with respect to seeing other people and objects. 3DJH rn MUNICIPALITY OF CLARINGTON LIGHTING GUIDELINES 3. SCOPE The scope of the lighting guidelines is to create a set of standards that are applicable for land uses across Clarington. These guidelines are intended to address, but are not limited to: • Lighting for buildings and structures, including building entrances, canopies or overhangs; • Parking lot lighting; • Pedestrian and landscape lighting; • Recreational area lighting; • Display, service and advertising lighting; • Wall mounted lighting; • Security lighting; • Ornamental/decorative lighting; • Lighting in heritage areas. 4. AUTHORITY The Planning Act, through Bill 51, allows for lighting studies to be requested as part of the municipal site plan process. As such, applicants will be required to submit information from a qualified lighting design professional with respect to any proposed external lighting as part of the site plan process. The required information will include: • Light fixture (luminaire) design sheets, containing: o Lamp (bulb) types; o Fixture specifications (full cut-off required); • Lighting Plan in foot candle values showing photometric data (refer to Figure 2), containing: 3 QJ Ham❑❑ PAGE 2 o Pole specifications such as height, spacing and placement; and o Photometric information, showing areas of illuminance illustrated with isometric lines. b,1 5.1 b.1 b.1 b.1 1.1 3 b. bs .1n b.4 t bni 1.3 n `4.s nb. `4. b•1 b•1 b•1 b•1 b•1 1� .Y*' , n R7�' � '�Y nU.1 `fit r `► b. 1 9 b.9 1.o 1.2 1.3 W e b.z z b.z b.z 1.2 b.z b.z b.z b.2 b.z 1.2 b.z E MP b,3 b.3 b. b.3 b.3 b.3 b.3 b.3 1.3 b,3 b.3 b,4 b. 3 b. bs b.4 b.4 1.4 b.s 1.6 b.4 t 1.3 n `4.s nb. `4. b.7 6 1.6 1.7 b.e b.�e--� b.e b.7 .6 bb. b. 1 9 b.9 1.o 1.2 1.3 W e X59 0 41 6 i 1 1.1 1.6 32.2 - }.s i2,1 .4 .0 I I 1.1 .0 i3.6 4.6 §.4 .7 D 1.1 i2.2 .5 i 2 1.2 .4 4.8 1.1 4.4 .4 .1 1.2 �.5 Figure 2: Lighting Plan Section MUNICIPALITY OF CLARINGTON LIGHTING GUIDELINES 5. LIGHTING FIXTURE REQUIREMENTS A wide number of lighting fixture designs and lamp types exist today. Light sources, or lamps, are available in a variety of styles. Each lamp type has different attributes and can be installed where most suitable. For example, metal halide lamps and LED lamps produce a white light which is ideal when colour rendering is required for purposes such as security. High pressure sodium, on the other hand, produces a yellowish light that is ideal when colour rendering is not required. This is an appropriate, energy efficient lamp for purposes such as ornamental or accent lighting. Figure 3: Full Cut-off Fixture PAGE 3 The issue of light fixture design refers to the nature of the fixture itself. The standard requirement is for full cut-off lights. These are lights that are designed and/or shielded in such a way that all of the light rays emitted by the fixture are projected below the horizontal plane. In technical terms, there should be no light emission at the vertical angle of 90 degrees or greater above the nadir (the point at ground level directly below the source of light), and no more than 10% at the angle of 80 degrees above the nadir (refer to Figure 3). Apex -------------------------- --------------- 90° .......rte Nadir 3DJH rn MUNICIPALITY OF CLARINGTON LIGHTING GUIDELINES Light fixture designs which cannot meet these standards, such as those with sag lenses or wall mount lights that shine horizontally, are prohibited. 5.1 ACCEPTABLE FIXTURES Figure 4: Full Cut-off Wall Mount LA Figure 5: Full Cut-off Light Standard PAGE 4 Examples of full cut-off fixtures and prohibited fixtures are provided below. 5.2 PROHIBITED FIXTURES Figure 6: Prohibited Wall Mount Figure 7: Prohibited Sag Lens Light 3 QJ H11❑❑ MUNICIPALITY OF CLARINGTON LIGHTING GUIDELINES 6. ILLUMINATION REQUIREMENTS In addition to setting standards for acceptable lamps and fixture types, these guidelines have established a set of maximum illumination values for different Lighting Zones. The illumination requirements are expressed in the form of tables pertaining to each Lighting Zone❑ ❑F�7 ❑❑ ❑ illumination at the property line (refer to Appendix 1). The lighting zones are intended to recognize that not all areas can achieve the same lighting levels. At the pre - consultation stage, the applicant will work with the Planning Services Department to determine which Lighting Zone the proposal falls under. Four Lighting Zones have been established. Lighting Zone 1 is the most stringent and includes environmentally sensitive and open space areas. The majority of development proposals will be designated as part of Lighting Zone 2. Locations with unique constraints and dense development may be classified as Lighting Zone 3. The Lighting Zone 4 designation is reserved for those sites with extreme constraints, requiring special consideration. Lighting Zone 4 will typically constitute development within downtown areas. Non-essential external lighting is encouraged to be switched off during non-operating hours, or placed on senor -activated timers (where lighting does not serve security purposes). PAGE 5 The land uses that these guidelines will apply to are: • Commercial uses such as plazas, retail outlets, car dealerships, offices, personal service uses, and others; • Industrial uses such as warehousing, manufacturing, fabrication, aggregate extraction and processing uses; • Institutional uses such as, places of worship, schools (public and private), hospitals, and government facilities; • Recreational uses such as golf courses, driving ranges, soccer pitches, domes and baseball diamonds and ski hills; • Residential uses with three or more units (save and except for street townhouses) and retirement homes. Figure 8: Shoppers Drug Mart Full Cut-off Lights 3DJH rn MUNICIPALITY OF CLARINGTON LIGHTING GUIDELINES 7. SUBMISSION REQUIREMENTS & STANDARDS When requested, site plan applications should be accompanied by a lighting plan and lighting fixture details that demonstrate that the proposal meets the guidelines. The following submission requirements and standards will apply: Unacceptable Unshielded Fixtures Acceptable 'Fall cutoff' Full cutoff or shielded Fixtures "Colonial -type" fixtures Figure 9: Lighting Fixture Examples PAGE 6 7.1 GUIDING STANDARDS • Light fixtures should be positioned across a site so as to give a uniform distribution of light over the relevant area. This assists in the avoidance of the creation of m- m❑FTM(areas of over -illumination that make adjacent areas seem darker); • The conservation of energy should be encouraged; • Lamps shall be located in such a way as to direct light away from neighbouring properties; • Except where lighting is strictly ornamental, photometric performance (the glare, intensity and uniformity of the light produced) will be a more important factor in assessing the suitability of proposed lighting than aesthetics; • Only down -lighting or back lighting will be permitted for on-site signage; • Areas as identified as unsafe or provide security concerns may require additional lighting based on CPTED principles. 7.2 LIGHTING FIXTURE SUBMISSION REQUIREMENTS • Detail specifications, including lamp type, fixture type, lumens rating of lamp, wattage, colour, etc. shall be submitted; • Only full -cut off fixtures shall be accepted; • Fixtures shall be positioned such that they focus light down, preventing light from emitting above the horizontal plane (90 degree position relative to the ground) and preventing light trespass. 3DJH rn MUNICIPALITY OF CLARINGTON LIGHTING GUIDELINES 7.3 LIGHTING PLAN SUBMISSION REQUIREMENTS • The illumination levels shall be expressed in foot candles and in the form of isolux curves showing the predicted lighting levels at the property line and throughout the development site; • Pole specification such as height, spacing, foundation details, and placement shall be provided. Pole heights will generally be between 6.0 metres (for smaller, pedestrian scaled development) and 7.5 metres for larger scale development. Municipal recreation uses, such as baseball diamonds, are not regulated by these guidelines; • Lot boundaries must be shown; • Location of all structures must be shown; • Location and height of all proposed luminaires, including wattage, and lamp type must be shown; • The illumination levels at all property lines should strive to achieve FFT❑11=❑❑LE1❑TT • A photometric diagram showing the predicted lighting levels from each of the proposed light sources shall be provided; �� Lumlmlre SNrctple P'4e . Harva+y a Municipal Perking lA[ SYaW I Qy I Wel 11 1 Type B5 WT 3 Figure 10: Parking Lot Lighting Plan PAGE 7 • The lighting plan is to be signed by the qualified lighting design professional responsible for the plan; • Five (5) copies of the lighting plan and fixture details are to be included in the final submission. 7.4 UNIFORMITY RATIOS In lighting design the average maintained illuminance and uniformities are calculated. The uniformity ratio is computed to make sure that certain minimum levels are achieved in the design, creating uniform lighting across a site. For outdoor lighting applications, Average to Minimum ratio is considered essential in order to control [[[]❑=I'�OEL1 llF]❑rU-FI❑❑EL T� " 7❑L[11IPFIT'_17❑= W==71-1 illumination that are surrounded by darker areas. As part of a lighting plan submission, designers are required to submit the Average to Minimum ratio, which is to be designed in accordance with the Illuminating Engineering Society (IES). 3 Q1 H TTT QHPR3-1-H1a0 (QHO GROUP) GHO RS1-W50 IGRO GROUP) Num nc6umraary Ptojed: Berveny St. Municipal Packing Lot Label CalcType Units Avg Max Min AvglMin MwJMin Lot Illuminance Lux 11.89 50.8 0.8 14.86 63.50 Lott Illuminance Lux 10.88 44.9 2.9 3.75 15.48 Lot Illuminance Lux 13.54 25.4 2.2 6.15 11.55 Road Illuminance Lux 11.92 19.5 6.2 1.92 3.15 Calepts Illuminance Lux 0.22 04 1 N A. N.A. CalcPts 1 Illuminance Lux 060 1.1 03 NA. NA. CalcPts_2 Illuminance Lux 109 28 03 NA_ NA_ CalcPts_3 Illuminance Lux 25.95 34.3 17.8 N.A. N.A. CelcPts 4 Illuminance Lux 4.38 6.4 3.0 N.A. N.A. CalcPls 5 Illuminance Lux 25.90 29.8 22.0 N.A. N A. CalcPts_6 Illuminance Lux 240 3.1 10 N A. N A. CalcPts_7 Illuminance Lux 400 93 08 NA_ NA_ CalcPta B Illuminance Lux 140 18 12 N A_ N A. MUNICIPALITY OF CLARINGTON LIGHTING GUIDELINES 8. QUALIFIED DESIGNER SIGNOFF The following statement is to be included on the Lighting Plan and signed by the qualified designer: This drawing indicates all proposed outdoor lighting fixtures for this proposed development. The lighting design is in accordance with the applicable lighting zone as established by the Planning Department, and designed with an Average to Minimum ratio in accordance wit the Illuminating Engineering Society guidelines. This lighting design will not create any objectionable glare for adjacent properties. Signature of Qualified Designer PAGE 8 9. POST INSTALLATION INVESTIGATION After the installation of any new lighting subject to ❑ ❑❑❑I❑❑11111EEID1❑ ❑❑❑❑❑❑❑IIIm11[]EII❑❑❑❑❑=❑=FFM❑FFM❑❑ consultant shall provide a written signoff confirming that the lighting has been installed as per the approved plan. 3 DJ H11❑❑ MUNICIPALITY OF CLARINGTON LIGHTING GUIDELINES APPENDIX 1: LIGHTING ZONES PAGE 9 • Open Spaces, Low ❑ Medium Density Low Rural/Suburban Residential, Small Scale Commercial, 0.3 (3 lux) Applications Institutional, Recreational and Industrial Uses Large Scale Commercial, Industrial, LZ3 Medium Urban Recreational, Institutional and Medium 0.8 (8 lux) High Density Residential Dense Urban Land uses that warrant special LZ4 High Development / consideration. Generally this zone is 1.5 (15 lux) Downtown reserved for properties in the Downtowns Where multiple lighting zones are present on a single lot or development, or if an Environmental Impact Study makes specific recommendations regarding lighting levels, the more restrictive shall apply. 2 The Maximum Illuminance Level at Property Line represents worst case scenarios. Lighting designers will be expected to attempt to achieve minimal or no lighting on or beyond property lines in all lighting zones. 3DJH rn MUNICIPALITY OF CLARINGTON LIGHTING GUIDELINES APPENDIX 2: DEFINITIONS Foot Candles: Lumens per square foot. Illuminance: The amount of light that actually falls on an object. It is the density of light on a particular surface measured in lux or lumens per square foot (foot candles fc). Lamp: A bulb or other light producing source. Light: Visible wavelength energy that enables you to see. Light Pollution: The overall impact that the lighting of cities and towns has on the night sky. Light Trespass: The projection of light from one site onto another. Lumens: Measurement of the total amount of light emitted by a bulb, known as luminous flux. A 100 watt incandescent bulb will put out roughly 1,800 lumens, while a high pressure sodium street lamp of the same wattage will emit about 8,550 lumens. Luminaire: The lighting fixture itself. It is a combination of the bulb, socket, reflectors or lenses, ballast, and housing. PAGE 10 Luminance The light that the eye sees ❑ i.e., light that has been reflected by a surface. It is measured in Candelas per square foot or metre. Lux: The measure of illuminance, expressed in units of Lumens per square metre. Metal Halide: Produces white light, which the eye sees well for scotopic vision. The yellow light produced by low and high pressure sodium is not seen well by the eye in low light situations. Pole Height: Height of a light standard, measured from the grade (ground level) to the highest point on the luminaire. Qualified Lighting Design Professional: A person with the appropriate qualifications to design lighting systems. This may include those with the L.C. (lighting certification) or Professional Engineers registered in Ontario in Electrical Engineering. Others with similar credentials may be considered Qualified Lighting Design Professionals on a case by case review. Vertical Illuminance: Lighting levels measured on the vertical plane at a height of 1.5m (5ft) above ground level. This is a normalized observer eye height, and represents effects on humans at eye level. 3DJH rn Attachment #2 to LGS-001-20 THE CORPORATION OF THE MUNICIPALITY OF CLARINGTON I:yeWGVJA►rw.Z0412 Being a by-law to amend Property Standards By-law No. 2007-070 WHEREAS the Council of The Corporation of the Municipality of Clarington deems it desirable to amend Property Standards bylaw 2007-070 NOW THEREFORE be it enacted that By-law 2007-070 be amended as follows: 1. The following new sections are inserted immediately following section 3.68: Nuisance Lighting 3.69 Residential exterior lighting fixtures shall be installed and maintained so as to prevent the light source from shining directly at or into any dwelling unit. 2. This by-law comes into effect on the date of its passing. PASSED this xx day of October, 2020. 3DJH rn Adrian Foster, Mayor Anne Greentree, Municipal Clerk Clarington Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: October 19, 2020 Report Number: COD -019-20 Submitted By: Marie Marano, Director of Corporate Services Reviewed By: Andrew C. Allison, CAO Resolution#: File Number: By-law Number: Report Subject: Health Benefit Program 2020 Renewal of ASO and Non -ASO Formula to November 1, 2021 Recommendations: 1. That Report COD -019-20 be received; 2. That the Health Benefit Programs be renewed with Sun Life, to November 1, 2021 at an overall net decrease of 4.4 per cent, with the realized surplus from the current year to remain in the Municipal reserve fund; and 3. That the Library be advised of the renewal program, and that they continue to be invoiced for their portion of the benefit program as applicable. 3DH rn Municipality of Clarington Report COD -019-20 Report Overview Page 2 The annual renewal of the Health Benefit Program is presented for approval for the period of November 1, 2020 to November 1, 2021, with the net surplus from the first year under the ASO funding arrangement, recommended to be retained for offset to future funding of the Health Benefit Program. 1. Background Existing Program for Health Benefits 1.1 In 2019, under report COD -016-19, the Extended Health and Dental Benefits program with Sun Life was approved to move to an Administrative Services Only (ASO) funding formula to November 1, 2020. The Non -ASO benefits which include Life, Long Term Disability (LTD) and Accidental Death & Dismemberment (AD&D) are not eligible for ASO funding and continued under the traditional program which are reflected in the overall decrease. 1.2 The net result from the 2020 program is an overall reduction in the cost of the program equating to a decrease of 4.4 per cent, and savings of $168,532 entering the 2021 program. 2. The 2021 Program Renewal 2021 Rates and Overall Impact 2.1 The November 1, 2020 renewal rates applicable to the 2021 Health Benefits Program are detailed on Attachment #1. It identifies the savings achieved from negotiations undertaken by Mosey and Mosey on the initial proposal of a 3.8 per cent overall increase, to result in a final renewal rate of 4.4 per cent decrease. 2.2 The impact from COVID-19 might have been expected in some categories such as the Dental and paramedical services since most of the Dental, Vision, Physiotherapy, and other Paramedical Offices were closed for a portion of 2020. However, rates are determined by the experience over the time period from July 2019 to June 2020, therefore some of the COVID impact might be outside of the timeframe for rate calculation, but will likely be reflected in rates going forward ❑ potentially, reductions from closures and increases from health related costs. 2.3 The overall net decrease for 2021 is largely driven by the 12 per cent reduction in the Extended Health Claims category, which makes up 45 per cent of the overall cost. As noted above, some of the reduction may be linked to COVID. 0 R\/HFTM:O W-UVLclaims analysis in arriving at the 12 per cent decrease considered the continued potential impact of COVID on the upcoming renewal period. 3DJH rn Municipality of Clarington Report COD -019-20 Page 3 2.4 The increase in the Life Insurance at 9 per cent results in part from the increase in Long Term Disability claims and the waiver of premiums for the life insurance that would be related to those claims. 3. ASO Funding Status and Recommendations for 2021 3.1 The Director of Financial Services reviewed the financial aspects of the ASO Funding from municipal funds set aside for this program and authored the following status and recommendations for the 2021 renewal. 3.2 As the Municipality has not yet had a full year history of ASO, particularly under normal circumstances where all services were available to plan members, it is premature to adjust costs downwards. 3.3 The Municipality has an established reserve fund that will be utilized to fund any budgetary shortfalls in a given year. In years where there is a budgetary surplus those funds should be transferred to the fund in order to ensure funding remains stable. 3.4 Staff will review the actuals again for the 2022 budget and determine if there is the ability to decrease the budgeted contribution for benefits. It is not advised to adjust each year as this creates uncertainty in budgets, the more prudent action is to utilize the reserve fund for year to year fluctuations. 4. Concurrence This report has been reviewed and contributed to, by the Director of Financial Services who concurs with the recommendations. 5. Conclusion The ASO funding formula contributed to a significant cost reduction, resulting in a successful first year, and it is respectfully recommended that the renewal of the Health Benefit Program be approved as outlined in this report, to November 1, 2021. Staff Contact: Marie Marano, Director of Corporate Services, mmarano@clarington.net Attachments: Attachment 1 -1 Mosey & Mosey Monthly Renewal Rates and Cost Summary Interested Parties: The Clarington Library will be notified of Council's decision. 3DJH rn Attachment #1 to Report COD -019-20 Mosey & Mosey Monthly Renewal Rates and Cost Summary THE CORPORATION OF THE MUNICIPALITY OF CLARINGTON All Divisions Combined November 1, 2020 Renewal Benefit Current Cost Renewal Sun Ufe Proposed Cost Effective November 1, 2020 Renewal Mosey& Mosey Negotiated Cost Effective November 1, 2D20 Monthly Monthly % Monthly % Volume Premium Premium Adj. Premium Adj. Basic Life Insurance 82,973,250 $ 19,924.53 $ 22,301.58 12.00A $ 21,720.78 9.0°/0 Supplemental Life Insurance 13,655,000 1,433.78 1,61129 12.0% 1,556.67 9.0% Dependent Life 344 2,600.91 2,340.75 -10.0% 2,340.75 A0.0°/0 AD&D 82,973,250 1,578.49 1,576.49 D.0% 1,576.49 0.0% Long Term Disability 1,652,065 61,299.63 7B,463.47 28.0% 63,754.92 4.0°/0 Extended Health Care Single 52 8,288.83 7,625.83 7,294.17 Couple 128 41,683-21 3B,348.88 36,681.73 Family 221 92,684-59 85,269.B2 -8_096 81,562.44 -12.0% Dental Single 52 3,335.22 3,502-D2 3,335.22 Couple 128 16,485-85 17,310.17 16,485.85 Family 221 44,495-32 46,720.00 5.0% 44,495.32 0.096 TOTAL MONTHLY PREMIUM $ 293,848.36 $ 305,070.30 $ 280,804.32 TOTAL MONTHLY COST INCLUDING PST $ 317,313-03 $ 329,475.92 $ 303,268.67 TOTAL ANNUAL COST - ALL BENEFITS $ 3,807,756.36 $ 3,953,711.44 $ 3,639,224.04 Variance To Current Cost $ 145,954.68 3.896 $ (168,532.32) AA% 3 DU HTFIF] Clarington Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: September 28, 2020 Report Number: FND-035-20 Submitted By: Trevor Pinn, Director of Finance/Treasurer Reviewed By: Andrew C. Allison, CAO By-law Number: File Number: Resolution#: Report Subject: COVID19 Cash Flow Update Recommendation: 1. That Report FND-035-20 be received for information. 3DJH rn Municipality of Clarington Report FND-035-20 Report Overview Page 2 The COVID-19 pandemic has impacted the ability of the Municipality to provide all of the services as approved in the 2020 Budget. This report focuses on the cash flow impacts of the pandemic on the Municipality for the remaining part of the year, recognizing that the timing of when cash would be received by the Municipality is likely deferred from typical years. The cash flow analysis is not reflective of financial statement reporting but is a management tool to inform decisions on timing and capacity to complete tasks as originally planned. Overall, the Municipality has the financial resources to continue to operate to December 2020 based on the assumptions as outlined in this report. 1. Background COVID-19 Pandemic 1.1 On March 13, 2020, the Municipality of Clarington cancelled all programs and activities including March Break Camps, drop-in programs and facility rentals. Recreation facilities were also closed. Limited recreation programs started in July 2020 with recreation facilities opening starting in July with the Orono Public Pool. 1.2 On March 16, 2020, the Municipality of Clarington closed to the public all remaining facilities. While closed, services were still provided by staff from these locations. The Municipal Administration Centre (MAC) was reopened to the public on July 13, 2020. 1.3 On May 4, 2020, FND-010-20 was received by Council which outlined the cash flow forecast of the Municipality at that time. At the time, staff were forecasting a cash shortfall (this is not considered lost money as most of the change is a result of timing delays rather than lost funds) of $7.7 million. 1.4 This report is an update to the previous report. The prior report assumed that recreation programming and services would be back to normal by September 1, 2020. This report will update the assumptions based on the currently known information. Safe Restart Funding 1.5 On July 27, 2020 the Province of Ontario announced the Safe Restart Agreement which would provide up to $4 billion in emergency funding to municipalities. 1.6 2 T$ ❑J ❑V1NI❑T❑❑11AVE3 U9 _ Li[Rl C2 I_OIRSUZ-IB G A2 -01110 ❑ARSDWN_I Phase 1 allocation of the Safe Restart Program. The Municipality will be receiving $2,135,500 through this phase of the program. 3 DJ HT❑❑ Municipality of Clarington Page 3 Report FND-035-20 1.7 Phase 1 provides financial support to municipalities on a per household basis and is provided for the purpose of addressing priority COVID-19 operating and cost pressures. Provincial staff have since updated municipal staff that there will be no guidance on what qualifies as a cost or pressure; however the Treasurer is required to sign off on the fact that the funds were used to address COVID-19 costs and pressures. It should be noted that capital expenses are not eligible. 1.8 Phase 2 has a deadline of October 30, 2020 and requires a resolution from Council as well as a significant amount of financial information. This phase will be allocated to municipalities based on a demonstrated need. Mitigating steps, financial resources and costs will be determining factors for potential award through Phase 2. It should be noted that Phase 2 is solely for 2020 costs and pressures which are in excess of the allocation under Phase 1. It is my opinion that the costs and pressures in 2021 will be greater than in 2020 as we look to reopen services under a significantly different landscape. 2. COVID Related Costs and Revenue Pressures 2.1 The following section provides an estimate on the COVID-19 related costs and revenue pressures to date. These are gross numbers and do not reflect mitigation steps which have been taken to offset these costs. They are shown to indicate how the Municipality may be able to utilize the funding provided by the Province. 2.2 Cost and revenue pressures to date, which qualify for the Safe Restart Program, include: Financial Category Financial Impact Staffing costs $102,800 Small capital items 1 31,455 Penalty and Interest on Taxes 1 352,780 Rent Relief to Not -for -Profits 1 24,029 Community Services Refunds 1 713,465 3DJH Municipality of Clarington Page 4 Report FND-035-20 Financial Category Financial Impact Cleaning Supplies and Signage 99,360 Information Technology 1 3,942 Community Support Grants 100,000 11OM115 d❑❑GV 135 Other Expenses 19,570 $1,447,536 2.3 Staffing costs are estimated at $102,800 and represent the costs for screening shifts at Municipal facilities as well as additional hours for Municipal Law Enforcement Officers in order to enforce the Provincial orders. 2.4 Small capital includes retrofits to establish webcasting of meetings, integration of Teams and the Council chamber, hygiene screens, and IT hardware (laptops). 2.5 The Municipality provided a waiver for two months of penalties and interest to taxpayers. The impact of this foregone revenue directly attributed to th ❑10 ❑ELFLSDDV❑ response to the pandemic was $352,780. 2.6 Council approved rent relief to tenants of municipal buildings that were not able to have access to their facilities as a result of the shutdown. 2.7 In March, Community Services provided refunds to users which had already registered and paid for programs which were subsequently cancelled. Potential revenue which was lost as a result of the pandemic are not included in the above calculation at this time. 2.8 Cleaning supplies, personal protective equipment, COVID-19 warning signs and other related supplies in excess of the typical year are approximately $99,360. 3DJH rn Municipality of Clarington Page 5 Report FND-035-20 2.9 The Municipality approved a grant program for not-for-profit organizations of $100,000 which was fully subscribed. 2.10 ❑O1 9❑LGVIJ DN m❑ue for services which were paid and cancelled as a result of the pandemic. 2.11 Other expenses include costs for items which are not easily determined to be in another above group. Mainly small items which are likely cleaning or minor repairs/changes to facilities. 2.12 The above does not include the impact of COVID-❑❑RLIM [O ❑7FLSD EIVR -\V❑ Since March 2020, the investment returns available on maturing investments have been G -VP DO) ❑LWEU-WFIF P SDF -I-WF-[O ❑F_IFLSIXYW L-- -MR ❑❑ UJ G-FR❑WEZ1Gto quantify. 7❑❑0 ❑_1FLSD3W—LTEIWSRI _LLL -2 1 ( �❑IIEV 9 ❑❑ E/_VlP L®LER❑[ LL- COVID despite a significant drop in March; however fixed income investment (bonds, GICs) rates are significantly lower this year than the maturing investments. 2.13 Elexicon has to date provided a 25% advance on the 2020 budgeted dividends, staff will not know until December 2020 if the remaining 75% will be declared. In 2020, this dividend was budgeted at $1,045,000. 2.14 After the above, approximately $652,400 remains unallocated. These funds can be used to offset the revenue shortfall in Community Services or other related costs in the third and fourth quarters of 2020 as we reopen. 2.15 The above does not include the savings that the Municipality has obtained through its mitigation steps to date. It is my understanding for Phase 1 that those savings remain W__0 ❑FLFLSDOV❑ 3. Cash Flow Assumptions General Assumptions 3.1 Maturing investments in both the general fund and the reserve funds have been assumed to be reinvested. 3.2 The F❑L - -W6 VW ❑T OA/D\NLP ❑C ❑[LISW rW-1❑❑M❑G[R Id❑En-DLV IVV R further lock -down or closures of municipal buildings expected. 3 DJ H --T] Municipality of Clarington Report FND-035-20 Property Tax Page 6 3.3 In the previous analysis, cash receipt modelling was projected assuming Pre -Authorized Payment (PAP) receipts monthly for $4.4 million in April to June with an increase to $4.5 million from June onwards. Tax receipts on installment dates were forecasted assuming 25% was received in the month prior to due date and the remaining 75% in the month of the due date. This is an estimate based on the fact that there is a portion of the tax base which will pay early. 3.4 As a result of tax relief approved by Council on March 23, 2020 as outlined in report FND-007-2020 several changes to these assumptions were made: a. The April payment was moved to June with 25% paying in May and 75% paying in June; b. The regular June payment was moved to July with 25% paying in June and 75% paying in July; and c. Interest for May and June was adjusted from $208,700 to $0. 3.5 As a result of announcements from the Province of Ontario in April 2020, it was assumed that the remittances for school boards where moved 90 days later in the year. The December 2020 remittance would be the equivalent of two payments (September and December). 3.6 As a result of anticipated financial impact to taxpayers the following assumptions were also made to the tax collection cash flow analysis: a. Taxes collected on time would be 60%; b. Taxes collected one month late would be 10%; c. Taxes collected two months late would be 10%; d. Taxes collected three months late would be 5%; e. Taxes collected four months late would be 5% (except the September payment which would be collected in December not January 2021); Taxes not collected in 2020 would be 10% (this is double the normal uncollected rate); g. Supplemental taxes would not be collected in 2020, this is a conservative assumption; and 3DJH rn Municipality of Clarington Page 7 Report FND-035-20 h. PAP for May to August would be lower by $100,000 with it being caught up in September to December for no net impact by the end of the year. 3.7 As MPAC has restarted their assessments, for this cash flow analysis the assumption on supplemental taxes has been adjusted to reflect that 50 per cent would be collected in 2020. This is felt to be conservative. 3.8 The Municipality averages taxes receivable of 5% of the annual tax levy. The assumption from the previous analysis doubled that assumption. There has also been an assumption that taxes outstanding from 2019 or earlier would not be collected at this point, this is a conservative assumption. 3.9 As at October 9, 2020 outstanding taxes compared to the prior year are approximately five per cent higher. It should be noted that the tax levy would was approximately two per cent higher than in 2019; therefore, an increase in taxes receivable of approximately two per cent is reasonable. Staff are not concerned with the increase in taxes receivable as this appears to be in line with past trends. 3.10 The tax receipt analysis has been adjusted to assume that all payments were collected on time, except for 5% which will not be collected this year. Based on the year to date trend this appears to be reasonable. Investment Income 3.11 The Municipality has investments maturing during the year. It is currently assumed that these investments, totalling $3.2 million in the general fund and $14.2 million in the reserve funds would be reinvested. 3.12 It was assumed that the dividends from Elexicon Energy Inc of $1,045,000 would not be received in the calendar year but will be deferred to 2021. The 2019 dividend and one quarter of the budgeted 2020 dividend have been received since May 2020. We continue to assume any remaining dividend will be received in 2021. 3.13 It is assumed, based on interest rates decreasing and the use of cash by the Municipality, that investment revenue would be approximately $935,000 lower than what was budgeted from April to December (approximately 50% decrease). Community Services 3.14 At the time of writing of this report, fall programming registration has started with modified programming and services being offered. 3DJH rn Municipality of Clarington Report FND-035-20 Page 8 3.15 Revenues for September to the end of the year have been reduced by 50% while staffing costs have also been reduced by 50%. This is reflective of the modified programming and in consultation with the Director of Community Services. Public Works 3.16 Field rentals were assumed to be $0 from April until August in the previous analysis. We did see a partial reopening in the summer however most of the rental permits would have been lost during the summer months; however, we have seen steady use in the fall season as sports are trying to have a partial season. 3.17 No other adjustments have been made at this time. Capital Projects 3.18 Between previously approved budgets being completed and the approved 2020 budget there is approximately $22.0 million in capital projects resulting in payments between May and December 2020. 3.19 Community Services identified $500,000 in capital work for the Courtice Community Complex which was unable to be completed in 2020 and is therefore going to be deferred to 2021. This was adjusted in the cash flow analysis in May. 3.20 We have removed the cash in -flow from the debenture for the South Bowmanville Recreation Centre which was included in the 2020 budget as that program has been delayed. This is approximately $4 million in cash which will not be received in 2020, however the corresponding cash outlay is also delayed. 3.21 Most of the 2020 capital projects continued during the year although timing may have been delayed a couple of months as a result of the pandemic and sourcing service providers or goods. 4. Cash Flow Impacts 4.1 The Municipality had approximately $55.6 million in the general bank account and $23.2 million in reserve fund bank accounts at the end of September 2020 for a total of $78.7 million (please note that half of the taxes collected on behalf of the Province have been collected to date and are to be remitted in December, therefore do have approximately $20.2 million which is due to the school boards). The analysis would expect the end of year an ending balance of $55.8 million ($52.8 million projected in the previous report). 3DJH rn Municipality of Clarington Page 9 Report FND-035-20 4.2 The increase in the cash position includes the receipt of the funding from the Province of Ontario of $2.1 million. Taxes which were expected to be received in October to December appear to have already been received, which indicates that there has not been a significant increase in arrears as a result of the pandemic. 4.3 At this point, it is my opinion that the Municipality remains in a strong position to continue operations to provide services to the residents of the Municipality and continue the capital investment as planned and approved by Council as part of the 2020 and previous budgets. 4.4 There remains the flexibility to adapt to meet the fiscal constraints that the Municipality may face. 5. Concurrence This report has been reviewed by the Director of Community Services and the Director of Public Works who concur with the recommendation. 6. Conclusion It is respectfully recommended that this report be received. Staff Contact: Trevor Pinn, Director of Finance/Treasurer, 905-623-3379 ext. 2602, tpinn(c�clarington.net Attachments: Attachment 1 -]Cash Flow Analysis Interested Parties: There are no interested parties to be notified of Council's decision. 3DJH rn 3 QJ Ham❑❑ 3 QJ Ham❑❑ Clarington Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: October 19, 2020 Report Number: FND-036-20 Submitted By: Trevor Pinn, Director of Finance/Treasurer Reviewed By: Andrew C. Allison, CAO Resolution#: File Number: Q2020-22 By-law Number: Report Subject: Electrical Work for Electric Vehicle Charging Stations Recommendations: 1. That Report FND-036-20 be received; 2. That Ferguson Electric Company Ltd. with a total bid amount of $75,135.51 (Net HST Rebate) being the lowest compliant bidder meeting all terms, conditions and specifications of Quotation Q2020-22 be awarded the contract for the completion of the electrical work as required for the installation of Electrical Vehicle Charging Stations; 3. That total funds required for this project in the amount of $75,135.51 (Net HST Rebate) exceeds the approved budget allocation and additional funds of $34,000 required will be funded by the Parking Lot Reserve funds: Description Account Number Amount EV Charging Station []Church & Division Parking Lot (2020 Budget) 110-32-327-83211-7401 $19,603 EV Charging Station []Church & Division Parking Lot (Additional Funds) 110-32-327-83211-7401 34,000 EMS Vehicles Capital (2020 Budget) 110-28-388-82824-7401 21,533 4. That all interested parties listed in Report FND-036-20 and any delegations be DGII/I-GR A R❑C FLa(Q3-FMFU 3DJH rn Municipality of Clarington Report FND-036-20 Report Overview Page 2 To request authorization from Council to award the contract for the completion of the electrical work required to prepare the various sites for the installation of electric vehicle charging stations as required and as detailed in quotation Q2020-22. 1. Background 1.1 Quotation specifications for the electrical works required for the installation of electrical vehicle charging stations at Fire Station # 1 Parking Lot and the Division Street Parking Lot were prepared by the Public Works Department and provided to the Purchasing Services Division. 1.2 Quotation Q2020-22 was prepared and issued by the Purchasing Services Division. The tender was posted (0 ❑CIFLSDUVVV-FEVL1, M RAFD1&CUIMHII availability of the document was also posted on thH2 CWLR3 ❑E(FET❑LHA/L VRFEUMV website. 2. Analysis 2.1 The tender closed September 28, 2020. 2.2 Twenty-six companies downloaded the tender document. Three submissions were received by the stipulated closing time. 2.3 The Municipality contacted the twenty-three companies who chose not to respond to inquire as to why they chose not to submit a bid. Their responses are as follows: F One company was an association responsible for distributing the tender document to its members; L Five companies advised that after reviewing the document they were not able to take on the project due to their current workload; F Two companies advised that they were not able to bid due to the bonding requirements; ❑ Three companies felt that they were not able to quote competitively; ❑ Two companies advised that they were unable to find an electrical subcontractor for this project; L Two companies downloaded the bid document in error; and F Eight FRP SDCLHV- FRCWF\NG RQG i[D ECLFLSD3MVL[HFEFkAAR7 information. 3DJH ❑❑ Municipality of Clarington Page 3 Report FND-036-20 2.4 The three bids received were reviewed and tabulated by the Purchasing Services Division (see Attachment 1). All submissions were deemed compliant. 2.5 The bid results were forwarded to the Public Works Department for their review and consideration. 2.6 After review, analysis and discussions, it was mutually agreed by the Public Works Department and the Purchasing Services Division that the low bidder, Ferguson Electric Company Limited, be recommended for the award of quotation Q2020-22. 2.7 Ferguson Electric Company Limited has successfully completed work for the Municipality in the past, therefore, the references provided were not contacted. 3. Financial 3.1 The value of the total project cost exceeds the allocated budget from the various funding sources by $34,000. The additional funds required will be funded by the Parking Lot Reserve Fund and transferred to the EV Charging Station ❑ Church and Division Parking Lot account. 3.2 The total funds required for this project in the amount of $75,135.51 (Net HST Rebate), is in the approved budget allocation as provided and will be funded from the following accounts: Description Account Number Amount EV Charging Station ❑Church & Division Parking Lot (2020 Budget) 110-32-327-83211-7401 $19,603 EV Charging Station ❑Church & Division Parking Lot (Additional Funds) 110-32-327-83211-7401 34,000 EMS Vehicles Capital (2020 Budget) 110-28-388-82824-7401 21,533 4. Concurrence This report has been reviewed by the Director of Public Works who concurs with the recommendations. 3 DJ Ham❑❑ Municipality of Clarington Report FND-036-20 5. Conclusion Page 4 It is respectfully recommended that Ferguson Electric Company Limited being the lowest compliant bid be awarded the contract for the Electrical Works for the Electric Vehicle Charging Stations in accordance with all the terms, conditions specifications, and drawings of quotation Q2020-22. Staff Contact: David Ferguson, Purchasing Manager, 905-623-3379 Ext 2209 or dferguson@clarington.net. Attachments: Attachment 1 []Bid Summary Interested Parties: List of Interested Parties available from Department. 3 DJ H11❑❑ Municipality of Clarington Report FND-036-20 Bid Summary Page 5 Attachment 1 to Report FND-036-20 Q2020-22 Electrical Works for Electric Vehicle Charging Stations BIDDER Total Bid (including HST) TOTAL BID (Net HST Rebate) Ferguson Electric Company $ 83,434.68 $ 75,135.51 Robert B. Somerville Co. Ltd. $143,274.01 $129,022.68 CONFRA Global Solutions Inc. $162,073.64 $145,952.33 3DJH rn Clarington Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: October 19, 2020 Report Number: FND-037-20 Submitted By: Trevor Pinn, Director of Finance/Treasurer Reviewed By: Andrew C. Allison, CAO Resolution#: File Number: RFP2020-7 By-law Number: Report Subject: Cultural Heritage Consulting Recommendations: 1. That Report FND-037-20 be received; 2. That Archaeological Research Associates Ltd. with a bid amount of $10,328.64 (net HST rebate), providing the lowest hourly rate and meeting the passing threshold and all terms, conditions and specifications of RFP2020-7 be awarded the contract for the provision of Cultural Heritage Consulting Services subject to a satisfactory reference check; 3. That the funds required for this project in the total amount of $10,328.64 (net HST rebate) is in the approved budget allocation as provided, be funded from the following account: Description Account Number Amount Planning Admin - Consulting 100-50-130-00000-7160 $10,329 4. That pending satisfactory service and pricing that the Purchasing Manager, in consultation with the Acting Director of Planning and Development Services, be authorized to extend the contract for up to four additional one-year terms; and 5. That all interested parties listed in Report FND-037-20 and any delegations be DG_tVHGR L& R_CFLO/_GFLV<RQ_I 3DJH rn Municipality of Clarington Report FND-037-20 Report Overview Page 2 To request authorization from Council to award the contract for the provision of Cultural Heritage Consulting Services as required by the Municipality and in accordance with RFP2020-7. 1. Background 1.1 The Municipality requires the assistance of a qualified consulting firm to provide the required skills to assist with the evaluation and documentation of potential cultural heritage resources and to provide guidance and advice and strategy for general cultural heritage matters. 1.2 A Request for Proposal (RFP) was drafted to allow for the Municipality to select a qualified consultant with the skills, resources and experience necessary to provide engineering services as per the specifications provided by the Planning and Development Services Department. 1.3 RFP2020-7 was issued by the Purchasing Services Division and advertised electronicaQRQW-W _CLFLSDWLRIIL&0UD_ RQV_WH_0 LQFLSDQ➢Vill_I_IFE\/WF" R1UFC\O_ RI ViIH-D-DLOEMUR AKHLiGRFEP HCW DV MR-SRVAG-RQ4H 2 QUIR-3 LEQFC�a❑+LV1 Association website. The RFP was structured on the price L based two envelope RFP system. Twenty companies downloaded the document. 1.4 The RFP closed on August 5, 2020. 2. Analysis 2.1 The RFP stipulated among other things, that bidders were to provide a description of Firm/Consulting team, key qualifications, firm profile, highlight of past service and experience of team members with projects of similar size, nature and complexity and a C3 -P RCMADhGIEQ94V0MCEIRl ANH-0 ❑CESDONVILHTCLLFP HCS 2.2 Eleven submissions were received (refer to Attachment 1) by the closing date and time. One submission was deemed non-compliant as it was received after the stipulated closing time. Ten submissions met the mandatory requirements and moved forward to the first phase of evaluation. 3DJH rn Municipality of Clarington Report FND-037-20 Page 3 2.3 The Municipality reached out to the nine firms, who had downloaded the RFP but chose not to bid, to inquire as to why they chose not to bid. The responses received to the 0 ❑CLFLSD f ALLDIIH V❑ ❑ Two companies advised that they were not able to take on additional work given their current workload; ❑ One company advised that upon reviewing the document that they were not able to meet the requirements; One company felt that they could not bid competitively so chose not to bid at this time; and ❑ Five companies did not respond to the Municipalities request for information. 2.4 Each submission consisted of a comprehensive proposal identifying ❑ Qualifications and experience; ❑ Experience of the proponent/sub-consultants with projects of similar nature, size and complexity; ❑ The proposed team who would be working with the Municipality; ❑ 7 KH13 U9 SRQ- ITQa IMMC3CZ❑DQG-DSSUUFKAffFRP S(BWrV9 11SU41b9FW Key project challenges and demonstrating that the Proponent has adequate resources and an appropriate strategy for addressing the challenges. ❑ An appropriate stakeholder and public consultation approach; ❑ The proposed tasks and timelines; and ❑ Identification of accessibility design, features and criteria. 2.5 The submissions were reviewed and scored in accordance with the established criteria outlined in the RFP by an evaluation team consisting of staff from the Planning and Development Services Department and the Purchasing Services Division. Some of the areas on which submissions were evaluated were as follows: ❑ Allocated roles and responsibilities of the proposed team members; ❑ Proposed approach to completing the project; ❑ Proposed timelines to complete the tasks required; ❑ Highlights of services provided within the past five years only; and ❑ 7 KH[3 IBIS R V4H[0 CLFLSDWV-WT UL P HCFA/ \NH S any related issues or concerns. 3 DJ Ham❑❑ Municipality of Clarington Report FND-037-20 Page 4 2.6 Upon completion of the evaluation, the evaluation committee concluded that the following eight proponents met the pre -established threshold of 80% for Phase 1 and moved on to the second phase information: ❑ Archaeological Research Associates Ltd.; ❑ Archaeological & Cultural Heritage Services; ❑ Common Bond Collective; ❑ George Robb Architect; ❑ McCallum Sather; ❑ Stantec; ❑ Steven Burgess Architects Inc.; and ❑ WSP Canada Inc. 2.7 It was deemed by the evaluation committee that presentations from the proponents who made it to phase 2 were not required and their pricing envelopes were opened and evaluated. The submission from Archaeological Research Associates Ltd. had the lowest price based on their hourly rate. 2.8 Archaeological Research Associates Ltd. has successfully provided similar services for which the Municipality has seen and reviewed. However, references are being checked and the award will be subject to a satisfactory reference check. 3. Financial 3.1 The funds required for this project in the amount of $10,328.64 (net HST rebate) is in the approved budget allocation as provided, be funded from the following account: Description Account Number Amount Planning Admin - Consulting 100-50-130-00000-7160 $10,329 4. Concurrence This report has been reviewed by the Acting Director of Planning and Development Services who concurs with the recommendations. 3DJH rn Municipality of Clarington Report FND-037-20 5. Conclusion Page 5 It is respectfully recommended that Archaeological Research Associates Ltd. having the lowest hourly rate and meeting all terms, conditions and specifications of RFP2020-7 be awarded the contract for the provision of Cultural Heritage Services as required by the Planning and Development Services. Pending satisfactory service and pricing that the Purchasing Manager, in consultation with the Director of Planning and Development Services, be authorized to extend the contract for up to four additional one-year terms. Staff Contact: David Ferguson, Purchasing Manger, 905-623-3379 Ext. 2209 or dferguson@clarington.net. Attachments: Attachment 1 -] Summary of Proposals Received Interested Parties: List of Interested Parties available from Department. 3DJH rn Municipality of Clarington Report FND-037-20 Page 6 Attachment 1 to Report FND-037-20 Summary of Proposals Received Municipality of Clarington RFP2020-7 Cultural Heritage Consulting Services Bidder Architectural Research Associates Inc. Archaeological & Cultural Heritage Services Common Bond Collective ERA Architects Inc. George Robb Architect McCallum Sather Stantec * Steven Burgess Architects Ltd. Vincent Santamaura Architect WSP Canada Inc. * Parslow Heritage Consultancy Inc. Note: Bidders with an asterisk (*) are the companies who were shortlisted. Bidder Non-compliant 3DJH rn Clarington Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: October 19, 2020 Reviewed By: Andrew C. Allison, CAO File Number: Report Subject: Clarington Response to COVID-19 Recommendation: Report Number: CAO -020-20 Resolution#: By-law Number: 1. That Report CAO -020-20 be received for information. 3DJH rn Municipality of Clarington Report CAO -020-20 Report Overview Page 2 This report outlines how the Municipality responded to the global COVID-19 pandemic, including actions taken to adhere to any Provincial and Federal decisions which impacted Clarington's operations. Since the beginning of the outbreak, COVID-19 has been fast- moving, forcing governments at all levels to pivot in response, alter operations and implement existing emergency pandemic plans. The report outlines a timeline of Municipal responses from March, the start of pandemic -related emergency measures, until September. It outlines Municipal closures of facilities, how Clarington maintained its operations during the height of the lockdown, and how the Municipality has gradually reopened. 1. Background Setting the stage for the COVID-19 outbreak in Canada, Ontario and Clarington 1.1 What we now call COVID-19 started in Hubei Province in China as an unknown mystery disease. Chinese authorities alerted the World Health Organization (WHO) of this disease on December 31, 2019. On January 30, 2020, the WHO declared the COVID- 19 outbreak a Public Health Emergency of International Concern, and on March 11, 2020, it was declared as a global pandemic. 1.2 The first reported case of COVID-19 in Canada was on January 25, 2020, in a Toronto man who had just returned from Wuhan, China. By the end of January, travellers from Wuhan had seeded outbreaks in more than 30 cities in 26 countries. In response, Ontario's Chief Medical Officer of Health, Dr. David Williams, said that patients exhibiting symptoms who recently travelled would be tested and subject to a 14 -day quarantine, which correlates with the maximum incubation period for the virus. People who showed symptoms were told to self -isolate. 1.3 In the first ten days of March, Canadian cases continued to climb as travellers began to return from other global hotspots already infected with COVID-19. With March Break looming in Ontario and thousands of families travelling abroad, the Provincial government announced on March 12, 2020, that all publicly funded schools in Ontario would close for two weeks following March Break. This was intended to allow Ontarians travelling for a vacation to return and self -isolate for 14 days. Correspondingly, on March 14, 2020, Foreign Affairs Canada issued a statement recommending against all international travel and advising Canadians returning from abroad to self -isolate for 14 days. 1.4 Other than references to COVID-related financial incentives approved by Council, this report does not address the financial impacts of the pandemic. Those impacts are discussed in Report FND-035-20. 3DJH rn Municipality of Clarington Page 3 Report CAO -020-20 2. Municipality of Clarington responds to Public Health Crisis Actions taken in March ❑ COVID-19 closures 2.1 On the morning of March 13, 2020, a meeting of the Municipal Control Group was convened. The Control Group consists of the Mayor, the Community Management Emergency Coordinator (Fire Chief Weir), the CAO, Department Heads and theCommunications Manager. This group is tasked with ensuring that the provisions of our Municipal Emergency Plan are carried out. Each member of the Control Group has a role to play in an emergency to ensure Clarington's Plan is executed. 2.2 The Control Group began analyzing the current status of the pandemic, its impact on public health and Municipal operations. From the outset, it became evident that the Municipality needed to take decisive action to protect public health. The Municipal Emergency Plan was consulted, specifically Annex V, which outlines business continuity in the event of a pandemic. 2.3 A Special Council Meeting was convened to apprise Council of the situation. The meeting was held on March 13 in the afternoon. Through Report CAO -010-20, Council was advised that Clarington administration would close all recreation facilities to the public and cancel March Break camps, facility rentals and drop-in programs, effective 11:59 p.m. on March 13. At the conclusion of the meeting, Councillors gave the Mayor the authority to cancel or reschedule Committee and Council meetings as necessary. It's important to note that the Municipality decided to close its facilities to the public ahead of the Provincial order to close recreational programs issued on March 16. The following day, on March 17, the Province of Ontario declared an emergency. Following that declaration, the Province quickly began to close non-essential businesses and asked people to stay home to prevent the spread of COVID-19. This was the beginning of a Province -wide lockdown to stop the spread of the virus. 2.4 From that initial decision to close recreation facilities, the situation shifted and began to change very quickly. On March 16, Clarington closed the remainder of its buildings and facilities to the public. The following day, the Municipality released a list of public services that would continue to be offered during the building closure. On March 17, the Control Group also established protocols in the event a resident needed to come in and access a service urgently. They would need to book an appointment ahead of time and answer pre-screening questions. That same day, the Control Group established health and safety protocols to protect staff working in the community and Municipal buildings. 2.5 The Control Group held daily meetings during the first several weeks following the Provincial decision to close schools. Internally, discussions turned to physical distancing and implementing work -from -home procedures for staff who were able to fulfil their duties remotely. A work -from -home agreement was implemented on March 18, and for the following three weeks until April 9, Clarington's Information Technology Division had multiple staff members on-call from 7 a.m. until 11 p.m., supporting staff needs to set up 3DJH rn Municipality of Clarington Report CAO -020-20 Page 4 and work from home. For those staff members unable to work from home, the Municipality established flex hours. Internally, in the Municipal Administrative Centre and other facilities, workstations were moved around to create physical distancing for those employees working in the office. Departments also established rotating staffing schedules and some flexibility in shifts while maintaining core office hours. Clarington's Human Resources Division worked closely with the Control Group to develop protocols for COVID-19 illness and requirements for staff returning from travelling abroad. 2.6 On March 23, Council met with some members participating electronically using teleconference for the first time during the pandemic. This was done in accordance with the Provincial order issued on March 19, allowing municipalities to hold Council, local board and committee meetings electronically. During the meeting, Council approved a staff report, FND-007-20, that would provide property tax relief for residents during COVID-19. Essentially, Council waived tax penalties and interest for 60 days for May and June. During that meeting, Council also temporarily transferred legislative authority to the Mayor to help expedite any critical municipal decisions required during the pandemic as outlined in report CAO -011-20. To date, the Mayor has not been required to exercise any of the authority delegated to him on March 23. 2.7 Simultaneously, while responding to the Provincial emergency and making key operational decisions, Department Heads were creating business continuity plans for their work units, analyzing which services were critical and should continue. Department Heads also created a list of work duties and jobs for potential redeployment opportunities. On March 23, the Province released a list of all non-essential businesses, which excluded municipalities. Based on the available information, Clarington took a cautious approach recognizing that Municipal work still needed to proceed with robust safety precautions. With the Provincially mandated closure of recreation facilities, the Municipality made the difficult decision to place 339 part-time staff members working predominantly in the Community Services Department on Declared Emergency Leave (DEL). The Province passed legislation on March 19 for job -protected leave ensuring people had a job to return to once pandemic restrictions started to ease. 2.8 On March 20, the Municipality closed all playground equipment and structures. On March 27, the Municipality also closed all leash -free dog parks. And on March 30, Clarington cancelled all spring recreation programs and sports facility permits. 2.9 On March 27, the Province issued a ministerial designation under the Provincial Offences Act authorizing Municipal Law Enforcement Officers (MLEO) to assist police in enforcing the Provincial emergency orders. Consequently, Clarington's Municipal Law Enforcement Division reached out to Durham Regional Police Services (DRPS) and other area municipalities to develop cooperative enforcement protocols. Simultaneously, as more people stayed home, calls to By-law Enforcement increased, most were parking complaints. 3DJH rn Municipality of Clarington Report CAO -020-20 Actions taken in April Page 5 2.10 April was an equally busy time as the Municipality continued to shift with the turning tide of COVID-19 and the building list of restrictions during the lockdown period. On April 1, Clarington declared a local state of emergency that provided the Mayor with some additional powers (none of which have been exercised to date). 2.11 As of April 3, the coordinated enforcement of provincial emergency orders between MLEO and DRIPS was well underway. Also, at this time, staff were working with local groups to determine if/how regularly scheduled festivals could proceed. On April 6, Clarington decided to allow advisory committees to continue with their scheduled meetings using teleconference or other meeting technology such as Microsoft Teams. The advisory committees had to implement a Clerk -approved protocol to ensure meeting openness and accessibility to the public. On April 8, Department Heads identified redeployment opportunities for office staff who previously supported services suspended by the Provincial orders. 2.12 Many Municipal services and operations, including tendering for projects, continued in a modified way. The projects that fit within Provincial regulations and adhered to safety guidelines moved forward to help facilitate economic stability. On April 14, Council received Report CAO -012-20 which outlined the Municipality's Business Continuity Plans. On the same day, the Municipality closed its boat launches. 2.13 On April 20, the Municipality cancelled its Canada Day event. While fishing continued in Clarington, many other municipalities were closed to avid anglers. The Municipality developed a communications campaign promoting safe local fishing. Simultaneously Clarington dispatched MLEOs to the area to discourage people from outside Clarington coming to fish. Actions taken in May F gradual reopening 2.14 In May, we saw a gradual easing of Provincial restrictions, with Ontario entering Stage of reopening on May 19. During this stage, retail stores with a street entrance could provide curbside pickup and delivery, as well as in-store payments and purchases at garden centres, nurseries, hardware stores, and safety supply stores. To support this gradual reopening, Clarington Tourism set up a campaign to encourage residents to shop locally. With these amended orders, Clarington also reopened its community gardens, and on May 19, the Municipality reopened its leash -free dog parks. The following day, on May 20, Clarington reopened its tennis courts. At the same time, the Municipality made the difficult decision to cancel summer camps and indoor facility permits until June 28. 2.15 With the closure of our recreation facilities, the Community Services Department redeployed 16 full-time facility staff to Operations (now Public Works) to assist with road maintenance, forestry, horiculture and cemetery operations. Help in these areas during 3 DJ HTFIF] Municipality of Clarington Page 6 Report CAO -020-20 the spring and summer months is normally provided by seasonal and student employees. 2.16 On May 25, Council received Report CAO -015-20 which provided an update to the Municipality's COVID-19 business continuity planning. Actions taken in June, July and August F1 continued reopening 2.17 June saw a continued move to loosen restrictions. With warm weather and more people seeking refuge outside, on June 9, Clarington launched a campaign about safe beach use promoting open spaces and urging residents to follow the rules, including physical distancing. During that time, while other municipalities across the Greater Toronto Area closed their beaches, Clarington experienced crowding at our beaches. Staff from Municipal Law Enforcement, Operations and Fire Services worked together to ensure that visitors were safe and to minimize the impact on area residents. 2.18 The Municipality also shared its plan for a different kind of Canada Day celebration, launching a celebration kit to mark Canada's Birthday during pandemic times with a slogan: "together but apart." These celebration kits were put together with family -friendly items and an activity booklet with ideas for fun games, crafts, and snacks to help promote a physically distant celebration. Residents could pre -register to pick up a kit. The kits were launched on Friday, June 5, and within four hours Clarington ran out of the first 1,000. As a result, another 1,000 kits were secured and available to the public as of June 8. Within 48 hours, that batch was spoken for. Clarington also partnered with the Region of Durham and the other local municipalities to promote a pre-recorded Region -wide video celebration. 2.19 On June 15, Clarington Tourism launched an online Business and Attractions Director based on the advice and input received from its Tourism Advisory Committee. The directory contains up-to-date information on what businesses and attractions are open so that residents can rediscover their community. Following the path to a gradual reopening, on June 19, the Region of Durham entered Stage 2 of Ontario's reopening framework. The Municipality was prepared for this, and that very same day, Clarington unveiled its plan for a cautious reopening. The plan listed in detail which services and amenities would reopen including splash pads, modified summer camps, and the Municipal Administrative Centre. 2.20 Undoubtedly, throughout all the changes, COVID-19 had a dire impact on a lot of Clarington residents and businesses. Recognizing the need for financial support, during a meeting on June 22, Council passed an unprecedented COVID-19 financial support package for taxpayers and businesses. Details of the financial support package are outlined in Report FND-018-20. The support package totalled $2 million, with $1 million dedicated to a temporary property tax relief program for those residents whose taxes prove to be "unduly burdensome." The remaining $1 million was dedicated to the development of a Community Improvement Plan to help qualifying businesses who had to implement safety improvements as directed by Public Health to reopen safely during 3DJH rn Municipality of Clarington Page 7 Report CAO -020-20 COVID-19. Through Report FND-018-20, Council also approved a Community COVID- 19 Support Program, totalling $100,000; as well as rent relief for Community Agencies renting space in Municipal buildings. Attachments 1 and 2 are memos from the CAO to the Mayor and Council, dated September 21, 2020, which describe how these funds were allocated amongst our community organizations. 2.21 July was a busy month across Durham and in Clarington. On July 6, Durham Public Health made non-medical masks and face coverings mandatory in indoor places. To prepare for reopening, Clarington also developed a Municipal COVID-19 Recovery and Reopening Plan, which was shared with all staff. The plan provides a framework and guides Municipal operations throughout the stages of the Provincial reopening. It outlines guidelines for a safe return to the workplace; it contains a workplace assessment plan; as well as the formal work -from -home agreement. 2.22 On July 13, Clarington reopened the Municipal Administrative Centre to the public, with strict safety protocols in place. The Municipality moved quickly to implement safety protocols as mandated by Public Health to reopen many of its services to the public throughout July, as outlined below: ❑ July 15 - Municipal Law Enforcement Office reopened to the public, (announced to the public on July 13) ❑ July 20 - Clarington resumed its modified summer camps ❑ July 24 ❑ Clarington reopened the Orono outdoor pool ❑ July 24 ❑ Clarington reopens its playgrounds and allows field permits to be issued (announced to the public on July 23) ❑ July 29 ❑ In collaboration with Lakeridge Health, Clarington opens a COVID- 19 testing site at Garnet B. Rickard Recreation Complex ❑ Throughout July and August, staff in planning held virtual focus groups and consulted local businesses in the development of the COVID-19 Community Improvement Plan (CIP). 2.23 On July 3, the Province amended its emergency orders to allow restaurants to extend their patios fast -tracking the Municipal approval process and eliminating red tape. Staff in both Planning and Engineering contacted all restaurants that had the potential to expand and assisted with setting up both private outdoor patios and on -street outdoor patios. 2.24 Also, in July, during Council summer recess, staff in the Clerk's Department began working on a long-term solution for remote participation in Council and Committee meetings to prepare for a September start. 3 DJ HIE❑❑ Municipality of Clarington Page 8 Report CAO -020-20 2.25 In August, the Municipality continued to reopen services. On August 4, the South Courtice Arena reopened one ice pad for rentals; while on August 10 the fitness training centre reopened for pre -booked workout time slots. On August 12, Clarington received some good news, as the Province announced the Municipality would get $2.1 million in COVID-19 relief funding as part of the federal -provincial Safe Restart Agreement. At the end of August, Clarington also announced its plan for a staggered start to fall recreational programming. Actions taken in September 2.26 In preparation for the September 14 Committee meeting, staff in the Clerk's Department integrated the Microsoft Teams system with the sound, display, and the livestream webcasting systems. This new environment allows for flexibility so that members of Council can participate either in person or remotely. While members of the public are not yet permitted to physically attend Committee or Council meetings, this technology will provide presenters and delegations with the flexibility to also participate remotely, or in person. 2.27 As the second wave of COVID-19 looms over Ontario, throughout September, the Municipality monitored changes in Provincial legislation in screening protocols, and other safety measures as the virus case count continued to rise. On September 26, the Province amended its COVID-19 screening requirements for employees and essential visitors before they enter the workplace. Clarington staff quickly responded by creating an online application to allow staff to fill out screening questions before they enter the workplace. This information can also be filled out manually. Clarington's existing in- person screening for the public entering our buildings also continues as the Municipality follows all public health protocols. 2.28 On September 28, the Municipality held a Public Meeting to gather feedback for the proposed COVID-19 Community Improvement Plan. A staff report with a proposed plan, guidelines and parameters will be prepared for Council consideration in October. 3. Communications 3.1 From the outset of the pandemic in Ontario, the Municipality implemented a robust communications protocol to inform and engage residents as well as internal staff. A dedicated COVID-19 webpage was developed, which was updated daily during the months of the COVID-19 lockdown until mid-July. Beyond July, the page is now updated as needed. All COVID-19 page updates were also shared on social media and posted to the various Facebook community groups to ensure residents were getting the information needed. From March 12 to September 11, the COVID-19 webpage had 67,523 pageviews, that's 8.4 per cent of views for the entire website during that period. This page alone has nearly 1,000 subscribers. During that time, the Municipality issued 29 formal press releases. Clarington designed social media graphics with safety messaging following WHO, Centre for Disease Control, Health Canada and Public 3DJH rn Municipality of Clarington Page 9 Report CAO -020-20 Health guidance. The interaction and response on our social media accounts is documented in the following infographic: • • Social Media March 12 to September 11, 2020 7MM1 1,500 I `r Social media messages sent (Facebook and Twitter) 67,450 Engagements 00 - merrt of the amount• interaction wit 1 .. , . comments and shares) 1.9 Million Impressions 000 (The number of R times Clarington's CCVID-19 content was displayed in 17,178 967 someone's social media feed) Link Clicks Comments Received (Number of times someone clicked the post to learn more) 3.2 The Communications Division also prepared numerous collateral materials including posters, facility signage and health and safety messages. Attachment 3, COVID-19 Communications collateral, provides a more detailed description of the amount and types of materials developed. Communications staff were recognized for these graphics created by the Association of Registered Graphic Designers. The work was highlighted in an industry newsletter. 3.3 Internally, Communications assisted with messaging developed for staff. An internal SharePoint COVID-19 website was developed with news and resources for staff working both internally and remotely. Communications also provides daily update emails to the Control Group, the Mayor and Council on any COVID-19-related news and developments. 3.4 Clarington staff have also reimagined public consultation meetings and advisory committee meetings. During the pandemic, many were held using Microsoft Teams, Zoom or conference calls. The Tourism Advisory Committee met four times during the pandemic, while the Clarington Heritage Committee has held four meetings since April 21. The Agricultural Advisory Committee has met five times since April 9. The work of 3 DJ HTFIFI Municipality of Clarington Report CAO -020-20 Page 10 the Committee of Adjustment also continues, as the committee has held five meetings since May 7, with a total of 24 minor variances heard in that time. Two more Committee of Adjustment meetings are scheduled in October with 35 minor variances to be considered. The Planning and Development Services Department also held 11 pre - consultation meetings from May 14 to September 17, 2020. The Clerk's Department held several public information meetings using Microsoft Teams regarding the Ward Boundary Review. This is just a snapshot of the engagement that has continued throughout COVID-19. 4. Conclusion 4.1 This report provides an overview of Clarington's robust response to COVID-19. From the closure of buildings and facilities to maintaining services at the height of the lockdown to a gradual reopening, the Municipality has pivoted and adapted its operations as necessary to respond to the pandemic and all the directives and restrictions imposed by both the Province and Durham Region Health. Clarington has tried to strike a balance, keeping public safety at the forefront while maintaining service levels and allowing residents to access much-needed amenities. Throughout the fall and into winter, Clarington is poised to respond to the second wave of COVID-19 and prepared to pivot as the Province potentially cycles back through its stages of reopening. Staff Contact: Basia Radomski, Communications Manager. Attachments: Attachment 1 -1 Memo from CAO to Mayor and Members of Council dated September 21, 2020, regarding the Community COVID-19 Support Program Attachment 2 -1 Memo from CAO to Mayor and Members of Council dated September 21, 2020, regarding rent relief for Community Agencies Attachment 3 -1 COVID-19 Communications Collateral 3DJH rn Clat!Wgt011 Memo If this information is required in an alternate format, please contact the Accessibility Co-ordinator at 905-623-3379 ext. 2131 To: Mayor and Members of Council From: Andy Allison, CAO Date: September 21, 2020 Subject: Community COVID-19 Support Program Recommendations Through Report FND-018-20, COVID-19 Financial Support Update, Council directed staff as follows: 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; We received a total of 35 applications that represented $155,510 in requested funding. We also received a couple of applications that were incomplete. Staff followed up on the incomplete applications, however, we did not hear back from those applicants. Their incomplete submissions were therefore not considered. Community Development staff reviewed all completed submissions against the criteria approved by Council to determine their eligibility. Eligible submissions are set out on the attached spreadsheet. Staff reviewed every application to determine their merit and determine an appropriate level of funding. The priority areas we considered included services provided to the most vulnerable residents in our community (youth, elderly, low income, etc.). In most cases, we were able to provide the full amount of funding requested by organizations providing services in these areas. We were also aware of the impact COVID-19 has had on our arena and hall boards. With that in mind, we only made minor reductions to some requests for funding from organizations delivering these types of services. We tried to treat these organizations in a consistent way, cognizant of our obligation to remain within our $100,000 approved budget. Page 11 The Corporation of the Municipality of Clarington 40 Temperance Street, Bowmanville ON 1-11C 3A6 1905-623-3379 3DJH rn Clarington Memo It should be noted that a couple of the groups who received funding were also eligible for our rent relief program as they lease space in our municipal buildings. In some cases, funding recommendations were reduced to not duplicate financial assistance. The details of each organization's request for funding, the amounts requested, staff comments and the amounts granted are all shown on the attached spreadsheet. The following groups did not receive funding under this program: Bowmanville Garden Allotments — Expenses identified were not directly related to COVID-19 impact (annual insurance costs, future fencing repairs). Bowmanville Tennis Club — The expense identified is for court re -surfacing that is being moved to 2021 due to lower membership numbers this season. Tennis was one of the sports allowed early in the Province's reopening plan and players were able to enjoy the majority of their season. Clarington Girls Hockey Association — They identified the need for funding to pay off remaining 2019/20 season costs. Original plan was to use new 2020/21 registrations to do so, it was felt that this was not a proper use of the funding available. Orono Agricultural Society — With the cancellation of the Fall Fair and other fundraising activities, the request was to use the funds for their educational program at the 2021 Fair. We recommended that they submit a separate funding request under the usual program during the 2021 intakes. We are confident the funds that Council has generously provided for our community partners has been distributed in a fair and equitable manner. In many cases, the financial assistance will not fully mitigate the impact that COVID-19 has had on our community, but it will provide some of the needed assistance in all cases. All applicants having been advised of the grants. Some organizations may be eligible for the recently announced Provincial and Federal funding to support not -for -profits to fill the remaining needs. Andy Allison CAO Page 12 The Corporation of the Municipality of Clarington 40 Temperance Street, Bowmanville ON L1 C 3A6 1905-623-3379 3 QJ HTFIF] Clatingtoju cc: George Acorn, Director of Community Services Trevor Pinn, Director of Finance/Treasurer Lee -Ann Reck, Client Services Manager Memo Page 13 The Corporation of the Municipality of Clarington 40 Temperance Street, Bowmanville ON L1 C 3A6 1905-623-3379 3 QJ HTFIF] 3 QJ HIE❑❑ Organization Description / Use of Funds Request Request @ 64% Comments Received Running Balance Alzheimer Society of Durham Region New Program / Initiatives: With the onset of COVID-19, the clients we serve are part of a $2,500.00 $1,600.00 vulnerable population with heightened risk of increased caregiver burn -out and stress due to social isolation. ASDR has quickly converted many of its programs, including online caregiver support, counselling and education, to a virtual platform to increase the number of possible interactions with our clients ensuring their safety and health during this time of heightened stress. Utilizing virtual technology (online visits, education, assessment, and social & recreation sessions) is a critical component of maintaining client engagement during COVID-19. Not only does the use of virtual services allow for face-to-face interaction during a not for profit, deal with time of physical distancing, but it also serves the needs of clients who may not have been able vulnerable sector $2,500.00 $100,000.00 to attend in-person otherwise such as those requiring respite, or those with family who are geographically distant. With only 20% of clients living with dementia accessing ASDR's support, it is imperative that information and awareness is disseminated to the public. This will include traditional forms of marketing as well as providing activity boxes (containing exercise equipment, brain games, nutritional information & recipes, local resources and where appropriate, tablets and accessories along with technological support) for clients and caregivers without online access. Due to overwhelming demand, we are currently unable to racnnnri to tha riamnnri cinra imnlamantinn this nilnt nrniart Autism Home Base Durham Inc (AHB) New Program / Initiatives and lost revenue. Throughout the social distancing restrictions $5,000.00 $3,200.00 we have delivered virtual programming six days a week, once or twice each day. Our marginalized participants have struggled with makeshift tools and supplies for our daily art, music, social, gaming and fit at home programs by video. This grant will offset individualized program kits to keep participants connected and ensure a high-quality experience. Kits will vary by participant and may include percussion instruments and sensory movement tools; basic art supplies including brushes, paints, pastels; and yoga mats and resistance bands; etc. Once our centre and community-based activities re -open, participants will be required to bring their Receiving rent relief as well $2,500.00 $97,500.00 own kit with these supplies to programs, since they will not be able to share supplies and equipment for the foreseeable future. We are focussed on plans for a safe re -opening to ensure our isolated families can resume programming that gets them out of the house, active and engaged as soon as we can do so safely New, unforecasted expenses including enhanced cleaning (contract professionals), staff and volunteer training, equipment, supplies and signage are estimated at $6,500. This budget item was prioritized and approved by the Board of Directors, in spite of forecasted revenue decreases. Big Brothers Big Sisters of Clarington New Program / Initiative; Lost Revenue: When the pandemic hit and isolation orders were $5,000.00 $3,200.00 released we immediately began to connect with our volunteers, families, and community supporters to share our immediate plan to begin transforming our programs so that they can be delivered safely and effectively through a virtual platform. Our area of focus was our Traditional Match Program as the interruption to our School Based Programs was initially unclear (not knowing schools would remain closed beyond the initial two weeks). The transformation and continued delivery of our Traditional Match Program has been very successful so far, but we have much more to do. We need to transition all of our programs which serve Clarington children (School based programs such as In School Mentoring, Go Girls, Game On, and After not for profit, challenges with School as well as our Big Bunch program) and ensure that all children needing support have COVID related restrictions, $5,000.00 $95,000.00 the technology and resources required to be mentored virtually, and to ensure that they remain need to pivot services to connected, engaged and supported even during times requiring physical distancing which will continue services force young people to navigate a completely new school environment as attempts to deliver provincial educational curriculum resumes this fall. We need financial support to ensure we can respond to deepening needs and growing demand for mentorship in our community. We will also need to invest in technology to ensure the platform utilized for our School Based Programs enables us to ensure child safety standards and program perameters are maintained. There will be expenses related to both software and hardware (estimated at $3000) as well as cost involved with training (staff, children and volunteers), volunteer r Bowmanville Garden Allotments Ongoing expenses: insurance required by the municipality and portable toilet rental. Future $5,000.00 $3,200.00 fencing expenses. Annual insurance 780.00. Portable toilet 980.00. Future expenses pending ongoing expenses, not COVID $0.00 $90,000.00 to be determined. related 3 QJ HIE❑❑ 3 QJ HTFIF] Organization Description / Use of Funds Request Request @ 64% Comments Received Running Balance Bowmanville Older Adult Association New Program Delivery / Lost Revenue: This funding would be used to: support virtual $5,000.00 $3,200.00 programming, supply delivery, and staff payroll. The BOAA closed its facility on March 13 2020, all but two staff were temporarly laid off and programs/events were cancelled. During will need to pivot service this period we have lost all revenue resources - including three of our largest annual delivery to continue to provide $4,500.00 $90,000.00 fundraisers. Any funds received via this grant would be used to assist us in organizing, services for vulnerable implementing and staffing virtual programming alternatives. These would be run via zoom, population mercuri teleconference and in person Drive Thru programming options. Fund would be used to assist in covering program instructor costs, supplies and staff admin support. Bowmanville Tennis Club Lost Revenue: Due to Covid, our membership was considerably lower than usual. We had $5,000.00 $3,200.00 Not COVID related, first sport planned to resurface courts this year, but had to cancel as revenue was down and our allowed to start request refers $0.00 $85,500.00 expenses were the same. We are hoping with some funding it will be possible to go forward to capital improvement next next year with resurfacing. year Bowmanville United Soccer Club Lost Revenue: We provide uniforms which cost $15,000 as well as Soccer Balls for youth $5,000.00 $3,200.00 ages 7-12 which cost $5000. We are a volunteer board so our staff costs is unchanged. limited impact based on cash $2,500.00 $85,500.00 flow issue Brownsdale Community Centre Lost Revenue: The hall board of Brownsdale Community Centre offers a facilty where $3,000.00 $1,920.00 Clarington residents can use it as a meeting place for service groups, families, wedding and birthday celebrations. The revenue derived from this is used to pay utilities and regular upkeeps to the building. We have been closed since March 15, 2020. In that period and to this date we have lost income in the amount of $5,310.00. Our current Bank balance is $3,578.14 significant impact to hall (includes prudent reserve) and our monthly utilities last year averaged $550.00 monthly. We boards to assist in maintaining $2,500.00 $83,000.00 can survive for 7 more months. Who knows how long this pandemic will last and things return services to normal, or what that "normal' will look like. If we do not need these funds, we will return to the Municipality. Recently we were advised that we will receive $2,500.00 from the Grant Application. These monies were designated for specific items. If we are allowed to open this year, we will need those items. If not the Grant monies will be used for those items when open Caremonger Oshawa and Clarington New Program / Initiative: Caremonger Oshawa and Clarington provides a variety of services, $3,000.00 $1,920.00 including: -grocery delivery -shopping pick up -food donations -offers of assistance regarding uninsured medical expenses -community outreach activities. The core populations served are those most vulnerable to Covid19, including seniors and those immunocompromised. The service, in addition to providing continuity and access to food and other essential goods, is also seen as a relieving social connection for many patrons. Caremonger Oshawa and Clarington addresses a variety of needs across a broad geographic area, with a noticeably larger requirement for the Oshawa remit. Need in Clarington is concentrated in select locations in Bowmanville (ie., Liberty Inn, 2 Nelson Rd apartments), with other locations in Courtice, Orono, and Newtonville having been serviced occasionally. Monthly expenditures since March have been variable due to the rapidly evolving nature of Caremonger Oshawa and Clarington. Initially it was approximately $2000 of spending through March out of pocket from volunteers. A GoFundMe campaign raised $4000 and $4000 was provided by meets criteria, intiatives $3,000.00 $80,500.00 United Way over the course of April. Average monthly spending is approximately $1500-2000 supported for the purchase of groceries and other essential goods. To -date $250 has been used to purchase 10 $25 dollar gift cards to give to volunteers upon completing 10 deliveries. For some spending additional, one-time fundraising is conducted, such as purchasing plane tickets for a traveler stranded in Durham Region. Our premises are provided with the generosity of the Downtown Oshawa BIA and the Sacco Group, and we are hoping to reimburse Sacco Group for expenses related to our occupancy. Our telecommunications to -date are kindly handled by Melotel. Membership, most broadly defined, is focused around the Facebook group, which we see as the core of our community and the source of many of our connections, which has approximately 1900 followers as of this writing. Of these, there is a group of around 20 regular volunteers which conduct the bulk of the work and support one another. Services are provided as -needed, mostly during day light hours, seven days a week and have been since March. Volunteers are readily available at many hours. The telephone line that we operate is a strictly 3 QJ HTFIF] 3 QJ HTFIF] Organization Description / Use of Funds Request Request @ 64% Comments Received Running Balance Clarington Baseball Association Lost Revenue / New Program / Initiative: The CBA has plans to continue with a limited $5,000.00 $3,200.00 season for our Rep and Select players following a return to sport protocol laid out by Baseball Ontario and the Eastern Ontario Baseball Association. Within that protocol are strict limited impact based on cash requirements our coaches and players much adhere to surrounding COVID-19 safety flow issue $2,500.00 $77,500.00 requirements including PPE and hygiene standards. Currently, we have close to 200 players who will need a supply of PPE including hand sanitizer, masks, cleaning products for the equipment, benches, etc. Our estimated PPE budget is $1,800. Clarington Girls Hockey Association Lost Revenue: Due to the closing of arenas and the inability to open registration for the 2020- $5,000.00 $3,200.00 's bills should s related, last year' 2021 season we have not collected fees since last season. We need to pay final season bills have been paid last year's $0.00 $75,000.00 and operating costs. Clarington Martial Arts os evenue: A return to tull membership is expectecl with e opening ot School programs. $5,000.00 $3,200.00 The grant would be used to offset: 1) facility rental (our landlord has applied for the federal program and has temporarily reduced our rent). Along with this our number of athletes limited impact based on cash $2,500.00 $75,000.00 processed per operating hour will be 25% of our numbers prior to COVID. 2) staff are all flow issue currently accessing CERB but that will run out prior to the anticipated re-opening of full program. Staff are currently volunteering their time. Clarington Minor Lacrosse Association Lost Revenue: Credit cards processing fees: $3 324.50 Player cards: $323.00 $5,000.00 $3,200.00 Organization Insurance: $2 093.04 Computer Software: $168.36 Field Lacrosse Registration: $1 800.00 Annual General Meeting: $1 042.33 Ontario Lacrosse Association team fee: limited impact based on cash $2,500.00 $72,500.00 $582.00 Equipment and Clothing: $52 864.00 Banking Charges: $676.01 (until June 30th) flow issue Tournament Revenue: $30 000 Tournament Registration: $449.55 Gaels Support Donation: $500 R 5 Clarington Swim Club Lost Revenue: These funds would go toward swimming pool bills that will be incurred once $5,000.0000 $3,200.00 limited impact based on cash facilities are open. Our club is used to running programming with 80-150 community members flow issue, apply credit on $2,500.00 $70,000.00 coming through the doors in a 4-5 hour window and we will only be able to process account seeing as though approximately 25% of that capacity going forward. request is to request permits Clarington Tamil Association New Program / Initiative / Lost Revenue: salary for teacher - online distance learning $5,000.00 $3,200.00 meets criteria, pivoting to Printing Transportation cost for delivering home work for people who don't have technology. provide services under COVID $2,500.00 $67,500.00 Darlington Soccer Club Inc. Lost Revenue: As of March 12, 2020 Ontario Soccer suspended all soccer related activities $5,000.00 $3,200.00 until further notice. On June 11th, Ontario Soccer released a Return to Play Guide/Plan on a regional basis which consists of a three-phase approach. These phases apply equally to all recreational/competitive and high performance soccer. Basically our soccer game is changing. It includes controlled and monitored environments to ensure social distancing is happening at all times for players, team officials and parents. Safety is our top priority as we move into each Phase. Not only does Darlington Soccer need to comply with the guidelines from Ontario Soccer, but also with Clarington, as we await the opening and permitting of fields and the credits to account for fall? $2,500.00 $65,000.00 Bowmanville Indoor Soccer Facility. As a result of the Covid-19 pandemic, Darlington made the difficult decision to cancel several our our programs ( In February, March, April, May and June ) for the safety our our members. As you are aware, Darlington is a not for profit organization and any monies earned are put back into our programs to benefit our community. Several of the Soccer Clubs in Durham Region have cancelled their outdoor seasons and Darlington will be forced to make the same decision soon. We pride ourselves on working together over the past years with Clarington to provide accessible, affordable, high quality snrrar nrnnr Durham Outlook for the Needy Lost Revenue: Our refrigerated van is now picking up and dropping off food and supplies $5,000.00 $3,200.00 daily (7 days a week) to organizations and food banks providing services to all our community's meets criteria, iatives most vulnerable. We have increased our pick-ups and drop-offs to assist Feed the Need in supported, serve vuln vulnerable Durham with their increased numbers as well. We are helping organizations stay open, so they population, increased need $5,000.00 $62,500.00 can assist all the Needy within the Durham Region. Without us, many places would not be due to COIVD' getting the resources required to help the needy. We help every organization, and no one requires a membership to receive assistance from Durham Outlook, no one is ever turned 3 QJ HTFIF] 3 QJ H11❑❑ Organization Description / Use of Funds Request Request @ 64% Comments Received Running Balance Durham Rape Crisis Centre New Program / Initiative: Unfortunately past research and our current clients anecdotes $4,860.00 $3,110.40 demonstrate that in times of emergency and crisis like a global pandemic, risk and occurrence of gender based violence increases, including sexual violence. Economic instability, loss of employment, increased substance abuse, isolation etc can lead to unsafe situations, home is not a safe place for everyone during this time. For many young people and students online sexual violence is increasing and peer and school support is no longer a resource. In response to COVID-10 remote service delivery and the identified need for web crisis support we are developing a web based chat crisis service, to add to our current 24/7 crisis line, supported by our volunteers. Safe Support Chat - The web best chat service will respond to the need of meets criteria, intiatives confidential, secure and accessible way of accessing crisis support and information related to supported, serve vulnerable $4,500.00 $57,500.00 sexual violence, available to anyone in the Durham community. This new technological remote population, increased need delivery service will be better able to reach our youth who need support now more than ever. due to COIVD' Our youth advisory committee identified the need for a web chased chat for support as many youth do not use a telephone and may not call the crisis line. We are requesting $5000 to support this important addition to our services. Costs include a laptop for volunteer chat supporter (volunteer does not have to use their personal computer or device we have one to lend and can remove the barrier to volunteering if they do not have a personal device) 1 laptop computer $1130 + $300 for software (Microsoft Office, Avast Security/IT Service for installation of software) + $2430 web site development + $1000 volunteer online training with online crisis Durham Region Migrant Worker Ministry New Program / Initiative: Durham Region Migrant Worker Network is an organization that $3,000.00 $1,920.00 focus on the quality of life of the agricultural Migrant workers. This season is been different than others, going thru a pandemic is making it more difficult to everyone. Migrant workers suffer from various barriers such as transportation, language and services access which make them to end up in insolation. This year we are bringing new programs and strategies to prevent them from suffering insolation, that is the purpose of this founding. While we practice social meets criteria, intiatives distance we are been able to visit some of the farm and give them the support and information supported, serve vulnerable $3,000.00 $53,000.00 that they need. This year we are introducing a grocery drop off, we get in touch with workers population, increased need and they send a list of what they need, we shop or collect for them and we do a curbside drop due to COIVD' off. At the same time we ask how they are doing and we provide them with any important information. - In general, we have workers and volunteer that are doing this job for a total of 30 hours a week including weekend. - Every time we do a drop off we travel around 100 KM. - Some detail of the expenses are : Essential Cultural Grocery. Water Sunscreen Toiletry needs Hygiene products PPE for outreach staff and volunteers Transportation Hampton Community Association Lost Revenue: We lost revenue that would have been used to do slated upgrades and $5,000.00 $3,200.00 replace much needed items in our Hall. Air Conditioner quotes estimated at approximately $4,500.00 $50,000.00 $8,000.00 as well as miscellaneous items in dire need need of upgrade and are required. Expenses to be determined to outfit the Hall to new COVID 19 regulations. Haydon Community Hall Lost Revenue: 1. March - Sept. 2020 Day rentals bookings where we had secured deposits $5,000.00 $3,200.00 total 7 @ 200=1,400 2. Kitchen Party 2020 scheduled for April. Advertising done, bands and food caterer booked. Previous years profit 1,210 in 2019. 3. Wed. night yoga class was cancelled. Last class March 11 # of rental lost 17 @30.00 per rental=$510. 4.Tuesday night yoga was scheduled to begin March 17. 8 classes cancelled @ 30.00= $240 in lost revenue. Eleven potential future classes missed due to hall closing totalling $330. 5. in the spring and $4,500.00 $45,500.00 summer our rentals typically ramp up and we have lost those potential rentals. in 2019 we had 24 day rentals at 200. per rental -$4,800 6.Five serious rental inquiries, that then backed out from Feb to March with a potential rental earning of 1,000 7. Two Labour Day rentals not yet cancelled @ 200 per rental for a total of $400 Fifty-one total rentals missed. Total lost revenue 3 QJ H11❑❑ 3 QJ H11❑❑ Organization Description / Use of Funds Request Request @ 64% Comments Received Running Balance John Howard Society of Durham- Clarington Youth Lost Revenue: The Clarington Youth Centres saw lay-offs for 10 casual/relief staff as our $5,000.00 $3,200.00 Centres facilities closed to the public and youth on March 13th 2020. Our full-time team has remained providing modified service delivery. We pivoted services to online and social media based programming. Staff completed outreach to high -needs families and youth to set up resources and supports due to the pandemic and closures. We have seen elevated high risk behaviours, food instability, increase in substance use among our youth, job loss, increase of violence, and housing instability. Also an increase of anxiety and depression among our youth in regards to varying issues such as health, social anxiety, school/graduation, access to technology/phones to stay connected, unpredictability and access to information, increase stress at home, finances, and social isolation which has had a major impact on our youth and their social well- being. Staff have continued to provide over the phone support to youth, regular zoom chats to part of rent relief so reduced $2,500.00 $41,000.00 stay connected, and online projects, contests, and resources. We held a modified Mics On Fire award LIVE event to provide an opportunity for the youth to still showcase their talent and provide a positive outlet. We also hosted a Contactless Wheels Donation Drive for safe and independent modes of transportation as youth were trying to maintain medical appointments, employment, and needs such as grocery shopping as well as a way to be physically active while physically distancing. (The cost and unease of taking public transportation was a barrier for youth). We have designed a plan for our next steps - we have ordered temporary staff cell phone lines to be used to support youth and aid as we move into 2 staff to 1 youth ratio meet ups in the community, then into small group meetings as we follow the Provincial, Municipal and public health guidelines. We are utilizing outdoor spaces. We are having ongoing conversations and planning regarding facilities and youth centres reopening and our on-going goal to stay Navy League of Canada - Bowmanville Branch Lost Revenue: We are a non-profit organization that provides a safe environment for boys $5,000.00 $3,200.00 and girls to develop citizenship, teamwork and leadership in a nautical setting. The Sea Cadets have been meeting once a week in the gymnasium at Charles Bowman PS, and the Navy League Cadets meet once a week at Memorial Park Clubhouse. All of our staff are unpaid volunteers. Approximately 90% of our costs are covered through fundraising. Costs range from challenges with fundraising facilities (self -store locker, Memorial Park Clubhouse 1 evening a week), cadet and officer efforts to continue to provide uniforms, training equipment (drums, first aid, seamanship, marksmanship, biathlon, etc.), services to youth, incresaed $3,200.00 $38,500.00 snacks, craft supplies, extra curricular activities (tree trekking, camps, competitions, etc.). We costs to PPE are preparing to restart our training program in the fall and while we won't be able to provide snacks, we will need masks and hand sanitizer at a minimum, and possible cleaning supplies for our meeting places or an extra charge for the janitorial staff to clean. We are currently looking for an alternate place for the Sea Cadets to meet as we don't believe schools will be nvnilnhle for community use On the near future - Newcastle Arena Board Lost Revenue: Approximately 30K loss of revenue to date - Ice Rentals. Summer Program - $5,000.00 $3,200.00 8K Lost Revenue - Lacrosse & Trade Shows. Fall Ice Program Losses to be determined. $4,500.00 $35,300.00 Newcastle Community Hall Lost Revenue / New Program / Initiative: Annual fundraiser in April normally brings in $7500 $5,000.00 $3,200.00 to $8500. All booked events from mid March through to September have been cancelled or moved to 2021. We have not generated any new cash flow for 2021 to date. Funds will assist $4,500.00 $30,800.00 with cost of implementing new cleaning procedures after large events. Equipment to clean and sanitize in an efficient way is quoted at $2600.00 for equipment and increased cost of product on top of this. Newcastle Lions Club Lost Revenue: Loss of income from our Chicken BBQ which would have been May 3rd 2020, $5,000.00 $3,200.00 cancelled due to pandemic. This income was to support our requested budgeted groups. The BBQ can realize a profit of approx. $4000 after $3100 in expenses; there is a hall rental cost of supports loss of fundraising $700 and also we pay for our room rental in the basement of the Newcastle Community hall efforts due to COIVD $3,200.00 $26,300.00 which we have been unable to use for Lions functions that support our membership dues. The hours that we put into the Chicken BBQ are approx. (30 lions x 9 hours = 270 hours). 3 QJ H11❑❑ 3 QJ H11❑❑ Organization Description / Use of Funds Request Request @ 64% Comments Received Running Balance Newcastle Village and District Historical Society Ongoing expenses: Because the Historical Room has been closed, we have not been able to $600.00 $384.00 make any sales of historical documents (copies), books, or services such as research fees. We have not had any Donations at the Door, and our memberships are down - people visit us Tuesday and Saturday mornings and pay their memberships while chatting about "the good old days" with the crowd that usually gathers there. We have been conducting an e-mail campaign, but many older people prefer to pay in person rather than electronically. At the present time (July 2) we have $622 in our general account. That will give us 6 months worth of internet (even though we are not there to use the internet, we still have to pay it). If and when we receive our Municipal Grant, we will have another 10 months of internet. However, if this pandemic continues into the 18 month area as many are predicting, we will not $600.00 $23,100.00 be able to meet our rent of approx $1400, or our insurance of approx $750. In the meantime, we are continuing to produce our quarterly newsletter, which costs about $40 each quarter to produce - we are walking any'mailed-out' copies around town to each recipient (a cost-saving action) - those farther away still need $1 postage. These expenses are above and beyond those mentioned above. We are not in 'real' financial straights, but it is going to get pretty tight for us if we do not receive some sort of assistance. It is suggested that $500 or $600 would carry us over for our day to day bills, but if we stretch into the 15-18 month time frame we may have to ask that our ro n t n' Newcastle's Art Show Inc., o/a A Gift of Art Lost Revenue / New Program / Initiative: Since March until June 26 there has been no $5,000.00 $3,200.00 revenue in fact there have been many refunds for cancelled classes and March break camp. The annual summer art show has been cancelled Usually it netted $6,000.00 Classes and workshops were cancelled 16 weeks at $150.00 /person x 5 students (750.00) x 4 classes per week ($3,000.00) x 16 wks $48,000.00 workshops per week 1 for 16 weeks $3,840.00 Total estimated lost revenue $57,840.00. Individual kits for the children so there is no sharing meets COVID requirements, Box, including crayons, erasers, pencil, sketch pads $23.00 x 48 children 1,104.00 3 assists with increased Counsellors not on grants @13.15/hr for 8 weeks $11,046.00 Cost of 3 rooms $150.00 per day program delivery costs with $3,000.00 $22,500.00 for 40 days $6,000.00 3 counsellors on Canada Summer Job Grants total Grants $13,290.00 separation Actual cost $15,610.00 difference Extra Cost $2,320.00 Materials costs $50.00 per student (15) per week for 9 weeks $6,750.00 Total cost $27.220.00 Overhead costs including Program Manager salaries , insurance, utilities, maint. mtge int advertising. $18.680 Total including overhead costs $45,900.00 Benefit to children and social need addressed, children are integrated with a couple of others, limit 5 per room. Self worth, self confidence and skills oro onh Newtonville Community Hall Board Lost Revenue: Most of our events run from March to December. We had conservatively $5,000.00 $3,200.00 budgeted $4500 for rentals and $3500 for event fundraising (which is restricted to our renovation account). In 2019, we saw $9,399 in rental revenue and $4,847 in event fundraising (for the reno account). All booked rentals (15 for March and April), summer BBQs, breakfast/dinners have been cancelled to this point. The Newtonville Community Hall supports $4,500.00 $19,500.00 the community as a venue and provides opportunity to engage and grow the community culture. Several events for the community were planned and we hope to be able to deliver on them, when able to do so. Community gatherings for different audiences (families and seniors) - Kids/family events (2 at $750 each); Seniors lunches (6 at $300 each); community BBQ - 4 ($400 each); Orono Agricultural Society Lost Revenue / New Program / Initiative: Due to Covid-19 we have had to cancel our annual $5,000.00 $3,200.00 presidents dinner in April. This event is a fundraiser for our agricultural education program at our annual Orono Fair. We have also cancelled the 2020 Orono Fair keeping public safety in based on surplus in previous mind. Lost revenue would be around 40,000. This funding would go towards providing applications and request is for $0.00 $15,000.00 agricultural education at our annual Orono Fair in September. We have cancelled our fair due 2021 event to COVID 19 in an effort to keep everyone safe. This is our biggest event each year and cancelling this will be a large financial strain. If granted, the funding will go towards the aaricultural education proaram at the 2021 Orono Fair- Solina Community Centre Lost Revenue: Dine and Learn fundraisers lost revenue (profit 2019 $1500). Baseball year $3,000.00 $1,920.00 end tournaments catering fundraisers lost revenue (profit 2019 $5237) . Park team permits lost revenue (2019 $3850). Expenditures have been reduced wherever possible since March 2020. $2,500.00 $15,000.00 Fixed expenses from Mar. to Dec. , 2020. Hydro $2200, Telephone $976, Heat $1400, Park lawn tractor maint. and gas $1047, Reduced honorariums $450. Total estimated expense for the remainder of 2020 is $6,073.00. 3 QJ H11❑❑ 3 CU H11❑❑ Organization Description / Use of Funds Request Request @ 64% Comments Received Running Balance The Gathering Place Lost Revenue: Regular supporters, such as Rotary Clubs and other donors have indicated $2,000.00 $1,280.00 the need to cancel or reduce their support due to the effects of COVID-19. Estimated lost revenue: $ 2500. Due to COVID-19 restrictions guests are now being served by having $2,000.00 $12,500.00 nutritious meals prepared and delivered by a locally owned restaurant once a month to let them know they are not forgotten in their often isolated living conditions. This has been much appreciated. Cost per meal: about $15. for a total of $1100 to $2000 per month. The Participation House Project Durham Region Lost Revenue: Operations of the concession stands at Garnet B. Rickards and South Courtice $5,000.00 $3,200.00 Recreation facilities estimated lost revenue: Cancellation of the Employment Readiness Program, five participants at 8 weeks at $100/week = $4000. During Covid-19 our operations of the Concession stands at Garnet B. Rickards and South Courtice have had to be suspended, as a result the agency has lost revenue, the concession stand employees have also lost as a result. At the time of the beginning of Covid-19 we were in the middle of a pre- employment program, these participants lost out on the opportunity to gain on-the-job experience. This funding, should we be successful in obtaining it, will contribute towards the lost revenue as well be put towards bringing those employees back for a re-training as all the Receiving rent relief as well, previous knowledge learned will be lost without having the ability to put it into practice. This will help off set costs of losing $2,500.00 $10,500.00 allow us to recoup the spoilage of product as a result of Covid, it will allow for us to provide a re- product with closure training as well as on-the-job training at no cost to the participants and no loss of revenue for the agency as we would typically be embarking on a new group of trainees. Project Costs: Retraining of previous attendees - 5 people at $100 for 3 weeks = $1500 Spoilage of Product both locations & loss of revenue = $2000 On-the-job training & re-engagement of staff= $1500 The organization will cover the cost of the staff hrs to provide the training to the participants, the funding if achieved will go towards providing re-training at no cost to people which will enable them to get back into the workforce and develop the skills required to be successful with employment. The funding to cover the cost of loss of product and revenue will allow for us �We The Visual Arts Centre of Clarington Lost Revenue / Innovation Relief: have postponed all membership renewal for the $3,550.00 $2,272.00 remainder of 2020 - estimated revenue lost is $3000.00 Cancellation of March Break, total refunds issued and revenue lost $6,792.50 Spring Classes cancelled, total refunds issued and revenues lost $8,500.00 + $4,197 + $1,623.50 Summer Camp Revenues $25,862.99 2020 current revenues $1,500.00. We are seeking funding to purchase the necessary IT equipment to create online programs. Due to the Covid-19 regulations and recommended guidelines in our community, our organization had to quickly shift our summer programming online to continue to serve our community. The VAC strives to provide the best possible programming, $3,500.00 $8,000.00 and our goal is to offer high-quality online summer camp experiences for children attending our programs. Due to the rapid decision to cancel our physical camps, these items were not included in our 2020 budget. The investment in this equipment will ensure that the Visual Arts Centre of Clarington can continue to provide alternative and supplemental programming in the Fall of 2020 and into the 2021 year, should the pandemic extend beyond the summer. Project Needs: Camera $1800.00 Lens for camera $655.00 Microphone $375.00 Video Editing Software Subscription for 3 students x 2 Months @ 69.99 per user $420.00 Light for website Tyrone Community Centre Lost Revenue: Hall has been closed since March. Adult and Youth dances, movie nights, $5,000.00 $3,200.00 euchre nights, community events, hall rentals. Approximately $20,000 in gross revenue lost $4,500.00 $4,500.00 since March. 3 CU H11❑❑ Clatiw9toig Memo If this information is required in an alternate format, please contact the Accessibility Co-ordinator at 905-623-3379 ext. 2131 To: Mayor and Members of Council From: Andy Allison, CAO Date: September 21, 2020 Subject: COVID-19 Financial Support — Rent Relief for Community Agencies At the June 1, 2020 General Government Committee meeting, Report FND-018-20, COVID-19 Financial Support Update Report was presented. The report outlined several financial assistance programs for Committee consideration, including a rent relief program for community agencies that rent or lease space in our municipal buildings. The staff recommendation on rent relief was approved and subsequently ratified at the following Council meeting. That resolution read as follows: 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 This memo summarizes how the funds were disbursed in accordance with this direction of Council. The following summary identifies the various agencies and the monthly costs to each organization. Monthly Cost Summary: ORGANIZATION LOCATION FUNCTION LEASE/RENT (MONTHLY) Community Care Garnet Rickard Administration, Rent: Durham Recreation Complex Meals on Wheels, $4,418.33 COPE, Day Utilities: Program $1,606.67 Renovations: $850.34 Community Living 2444 Baseline Rd. Administration, Oshawa/Clarington Programs $422.56 John Howard 132 Church Street Administration, $1,354.03 Society Program Support and Youth Centre Page 11 The Corporation of the Municipality of Clarington 40 Temperance Street, Bowmanville ON 1-11C 3A6 1905-623-3379 3DJH rn Clatiwgtoil Memo Participation House Garnet Rickard Concession $233.97 Complex Operations South Courtice Arena $176.54 Autism Home Base 132 Church Street Administration, $1,206.80 Durham Programs The impact the closure of our municipal buildings and the subsequent Provincial closure orders had on these agencies commenced on Monday March 16. With some exceptions, this continued through the summer months. For this reason, we considered the rent relief period to be a total of five months up to August 15. For reference purposes, Durham Region entered Stage 3 of the Provincial Reopening on July 24. Based on the above information, the following credits were provided: Community Care Durham During this time period, the Meals on Wheels program continued as did access for their administrative staff as well as the provision of virtual services to clients. Staff therefore provided a 50% reduction to their monthly rent and utilities charges. Based on 5 months, a credit totaling $15,062.50 was applied to their account. Community Living Oshawa/Clarington On site programming was cancelled during this time period, although access to the building for staff was maintained. In discussion with their staff, a 50% reduction for these months was seen as appropriate. Based on 5 months, a credit totaling $1,056.40 was applied to their account. John Howard Society During this time, several in-person programs and services ceased or were undertaken remotely. Throughout, access to the building for staff was maintained. In discussion with their staff, a 50% reduction for these months was seen as appropriate. Based on 5 months, a credit totaling $3,385.07 was applied to their account. Participation House Their monthly payments were made up to March 31 and were stopped. They will continue to make monthly payments when arena operations resume to the level their services are needed. No account adjustment required. Page 12 The Corporation of the Municipality of Clarington 40 Temperance Street, Bowmanville ON L1 C 3A6 1905-623-3379 3 DJ HTFIF] Clatingtoju Autism Home Base Durham Memo On site programming was discontinued for this time period, but they did maintain access to the building. In discussions with their staff, the impact of COVID-19 was significant given the challenges faced with remote services for their clients. A 75% reduction was therefore provided. This agency was also awarded $2,500 under the Community COVID-19 Support Program for costs unrelated to monthly rent. Based on 5 months, a credit totaling $4,525.50 was applied to their account. The subsidies provided to these agencies totaled $24,029.47. The agencies were advised on September 11 of the rent concessions made to them and they were all very pleased. We are confident these rent relief credits will be very beneficial to these community agencies and reflect the intention of Council to provide financial assistance for those that provide such valuable services and programs for our community. Andrew Allison CAO cc: George Acorn, Director of Community Services Trevor Pinn, Director of Finance/Treasurer Lee -Ann Reck, Client Services Manager Page 13 The Corporation of the Municipality of Clarington 40 Temperance Street, Bowmanville ON L1 C 3A6 1905-623-3379 3 QJ HTFIF] 1(�1 Y41 �V� li\ -)9 nOwr'Oa�aa n/ / hese�egya.pwt�„�, "keg 6 h•Z s o�ono ahlZr °,�d ryw,>iO�sP e. Take t n hs � �W mssoa he;n0004 ° 9tye skate Forask YpUP oo, , Safer °°Se�`ny°o e `V/e that o say s to Stfprher ay hea/thytioIV the se COVID-19 Design Collaterial t ~ /n hat ego, "N .. creasethe dgeedceed�n, ,__'DY- .__.___Qatedby heC trom off, i �ari %Oacta� a ca6ie fo 4q�eyA h?4 rp � ite Clarington Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: General Government Committee Date of Meeting: October 19, 2020 Reviewed By: Andrew C. Allison, CAO File Number: Report Number: CAO -021-20 By-law Number: Resolution#: Report Subject: Organizational Structure Review Update Recommendation: 1. That Report CAO -021-20 be received for information. 3DJH rn Municipality of Clarington Report CAO -021-20 Report Overview This report is intended to provide Council with an update on the changes made to our organizational structure that were approved by Council on March 2, 2020. Page 2 1.1 Through Report FND-021-19, staff were directed to undertake an organizational \AV1FWLlHMAHF- --F] LDCV7 7] / 3 IT❑T 7 -FF DV HQJ DJ HGMM1Qa1ZWW-1FKH- 1.2 The first step taken by GT was to complete a Current State Assessment. GT then performed an analysis based on six specific areas of impact (cost savings) and what they termed a 4P analysis (Purpose and Strategy, People and Culture, Process and Finances, and Performance and Measurement). This resulted in 30 recommendations and a high-level implementation outQ3G1-I \ffi3AI_ R HDSL NFiC MGA 7 V F FF P EHUBTMEI❑❑❑ LHSRI YKNO ID ❑C[FLSDUV-RI QUIDJ \RQ -2 lel D \hUFWL H[5 HYIHT T 1.3 In Report CAO -016-19, staff identified that financial implications (e.g. impact on the municipal budget, possible sources of future funding to assist with the implementation); human resource issues (e.g. collective agreement implications, pay equity); physical space requirements; functional analyses of impacted positions; realistic timeframes for implementation; and, most importantly, input from staff needed to be considered as integral parts of any implementation plan. 1.4 Through Resolution #C-430-19, Council directed staff to prepare an implementation plan and a cost analysis for consideration during the 2020 budget deliberations. Report CAO -006-20 responded to that direction. It addressed all 30 recommendations in G7 SVT report, and assessed whether they would help the Municipality improve how services are delivered. Some staff analysis was compiled in Report CAO -007-20 which was confidential because it contained personal information about identifiable individuals. 1.5 Resolution C-087-20 passed by Council on March 2, 2020, provided as follows: That Report CAO -006-20 be received,- That eceived, That Council endorse the organizational structure changes generally as set out in this Report,- That eport, That Grant Thornton Recommendation #8: Outsource Animal Services, be received for information,- That nformation, That Animal Services remain status quo, thus Animal Services will not be outsourced; 3DJH rn Municipality of Clarington Page 3 Report CAO -021-20 That the Correspondence Items 7.1 regarding Recommendation #3 in Report CA 0- 006-20, Organizational Structure Review - Implementation Plan (Grant Thornton Recommendation #8: Outsource Animal Services), be received, That staff be directed to apply for funding under the next intake of the Audit and Accountability Fund in order to assist with the implementation of Recommendation #26 (Key Performance Indicators); That non -statutory Deputy Director positions (not including Emergency & Fire Services) be eliminated; That Staff be directed to review the content of staff positions across departments, and KPI's, with the funding to be considered as part of the 2020 Budget; and That all interested parties listed in Report CAO -006-20 and any delegations be DG=G:R1& RT FDI_I_G_F_I_I_I RE 1.6 As part of the 2020 Budget, Council established the Continuous Improvement Reserve Fund with an initial $100,000 to assist in the implementation of organizational changes recommended in Report CAO -006-20. 1.7 Through Report FND-025-20, Council directed staff to retain Grant Thornton to pursue the implementation of Recommendation #26 (Key Performance Indicators) utilizing a portion of this Reserve Fund. 1.8 The Provincial government has not announced a second intake of the Audit and Accountability funding. Should those funds become available, staff will attempt to determine if the work described in section 1.7 above can be covered retroactively. If not, staff will identify other projects that will meet thH3 LRYUHV[funding criteria. 2. Restructuring 2.1 Updates respecting the changes to our organizational structure that were approved by Council on March 2, 2020 are provided below using the recommendation numbering in the GT report. March 2 was the last Council meeting before the COVID-19 pandemic became the focus of much of our corporate decision-making. 2.2 It is important to note that where the restructuring or realignment is noted below as having been implemented, all steps required to fully implement the change may not have occurred. At a minimum, what has changed are reporting relationships and job titles. However, other administrative steps may still be required (e.g. new GL accounts, job descriptions, pay equity assessments, and physical office relocation). Some job responsibilities are being shared so that they are supported through the transition. 3 DJ HTFIF] Municipality of Clarington Page 4 Report CAO -021-20 1. Combine Office of the CAO with Mayor and Council Administrative Support to Form Executive Services 2.3 The changes approved by Council have been implemented, and the cost savings were captured in the 2020 budget. 2. Move Tourism from CAO to Community Services 2.4 Tourism became part of Community Services in September 2020. 2.5 Report CAO -006-20 raised the possibility of cost savings if the Liberty Street Tourism Office (\NH -9 HCWA) was closed. This possibility will be discussed in a report from Community Services scheduled for a GGC meeting in November. 3. Move Climate Change from CAO to Planning Services 2.6 This functional realignment was implemented in March 2020. 4/5. Add Legal and C(M-NV[to Corporate Services 2.7 Phase 1 of this recommendation was implemented this month (October 2020) through the formal creation of a Legislative Services Department. Legal Services, Clerk[8, Municipal Law Enforcement and Animal Services are now separate divisions within this new Department. 2.8 At this time, real estate services remain within the Special Projects Branch of the Planning and Development Services Department. 2.9 GT recommended that the next phase of this recommendation (merging Corporate Services with either Legislative Services or Finance) could take place in Year 2-3. As was mentioned in Report CAO -006-20, there could be savings and efficiencies achieved 111 HJ DOI❑(BIIDJVDM RISRLDN[6 HL FH\/[D -brought together, but there could also be savings and efficiencies if Corporate Services is combined with Finance ❑ essentially taking the Municipality back to where it was 20 years ago. Another possibility identified in Report CAO -006-20 was that the Human Resources Division currently in Corporate Services could be combined with Legislative Services, and IT combined with Finance. 2.10 As was stated in Report CAO -006-20, there is a lot of work that must be undertaken by Corporate Services to fully implement the recommended structural changes. After much of that work is done, and the newly reorganized departments have had some time to adjust, the issue of how to reposition the individual divisions currently within the Corporate Services Department can be assessed. The expectation is that this second phase of restructuring can be implemented in 2021. 3DJH rn Municipality of Clarington Page 5 Report CAO -021-20 6. Move Accessibility Coordinator from ClerkCV to Community Services 2.11 , C� ❑C,Hr❑❑❑ RP P II: 6 I -L31 FHV` W I [EHJ DQ RU4U ITC' L1� WQ — 0lL V HSDLW assume the responsibility for accessibility. Upon her return from maternity leave in February 2021, the Accessibility Coordinator will officially join the Community Services Department. 7. Move Oversight of Volunteers from Community Services to Human Resources 2.12 Staff felt that oversight of volunteers should remain with Community Services and Council agreed. Therefore, there were no structural changes. 8. Outsource Animal Services 2.13 Through Resolution C-087-20, Council directed that Animal Services should remain status quo and not outsourced. 9. Move Purchasing from Corporate Services to Finance 2.14 This recommendation was implemented on June 1, 2020. 10. Create Centralized Customer Service 2.15 Council endorsed this recommendation. Creating a centralized customer service model will require significant staff time, planning, research and possibly monetary investment. A robust plan will be provided for Council consideration once staff have created a business case and prepared the necessary implementation strategy. Staff will be developing this over the next two to three years. 2.16 Staff are looking at the possibility of using the Lean certification process (black belt) to create a centralized customer service model. 11. Create a Public Works Department 2.17 This recommendation was implemented in July 2020. 3DJH rn Municipality of Clarington Page 6 Report CAO -021-20 12. Move all Facility & Park Design, Construction and Maintenance to Public Works 2.18 These recommendations (slightly modified as described in Report CAO -006-20) have been implemented. Effective July 2020, all park design, construction and maintenance services have been combined and are now delivered through Public Works. All buildings and facilities responsibilities have been combined and are now managed by the Community Services Department. 13. Move Crossing Guards from Planning to Public Works 2.19 Public Works became involved with the transition of the School Crossing Guard Program from Planning in the summer, and the formal realignment was implemented in September 2020. 14. Move Field Booking from Operations to Community Services 2.20 This realignment was implemented in August 2020. 15. Move Building Services (CBO) from Engineering to Planning and Development 2.21 This recommendation was implemented in July 2020. 16. Move Development Approvals from Engineering to Planning and Development 2.22 In Report CAO -006-20, it was stated that staff recognized the potential benefits of this recommendation but did not feel that this reorganization is needed at this time. Instead, staff recommended that this recommendation be revisited in 2021. That is still the plan. 17. Possible Outsourcing of Forestry 2.23 In Report CAO -003-20, Council was presented with a review of forestry services. Through Resolution #GG -062-20, Council voted to (a) endorse the recommendations of the Forestry Service Delivery Review; and (b) conduct a customer service and work order process review using in-house resources and Lean methodologies. 2.24 Efforts to date have included the commencement of a Lean Six Sigma review, the further refinement of existing City Wide software, and the development of a staff training program. Improvements in these areas have allowed for the better tracking of service requests and the creation of more efficient work schedules. The re -purposing of existing staff resources within the Public Works Department has also allowed for the recent hiring of a qualified arborist to fill a vacancy. 3DJH rn Municipality of Clarington Report CAO -021-20 18. Review of Snow Removal Page 7 2.25 Issues (including timing) related to possible outsourcing of snow removal were addressed in Report OPD -001-20. Through Resolution #C-022-20, Council voted to pursue a phased approach starting with two snowplow routes. In Report OPD -002-20, staff recommended the cancellation of outsourcing due to the higher than expected tender pricing. Subject to Resolution #GG -137-20, the matter has been referred back to staff to obtain additional tender pricing and a report back in the Fall of 2020. 2.26 Ontario Tech will be working with the Public Works Department this winter on a snowplow route optimization project. It is anticipated that this exercise will yield several efficiencies. 19. Create a Planning and Development Department 2.27 This recommendation was implemented in July 2020. 20. Create Formal Economic Development Communication Link Between Planning and Clarington Board of Trade 2.28 The changes discussed in Report CAO -006-20 have all been implemented. 21. 0 R11HAFlP F M:17LEIGP L❑1AWAR❑ FRP [&®ILI[V[W[&RP P ❑❑LVIWr6 H❑ LFW 2.29 Staff and Council did not agree with this recommendation. Therefore, no action was required. 22. External Review of Fire and Emergency Services 2.30 The 2020 budget included $80,000 (fully funded by development charges) for an update to the Fire Master Plan. Staff are currently reviewing all submissions made in response to the RFP. 23. Formalize Process for Performance Evaluation 2.31 GT recommended two action items under this one recommendation ❑ the creation of formal position descriptions and formal performance evaluations. 2.32 We have engaged ML Consulting to assist in the preparation of formal job descriptions (which we currently do not have) that can be used as part of our Pay Equity process and also linked to departmental business plans and KPIs. 3DJH rn Municipality of Clarington Report CAO -021-20 Page 8 2.33 In 2018, Policy B7 was updated to provide a completely revamped Performance Management Review form. The form is to be completed on an annual basis and reviewed semi-annually. It includes sections that define SMART organizational goals and objectives as well as career development goals. Going forward, this form may be adjusted to include references to KPIs. The possibility of establishing a system of performance reviews for CUPE staff will be discussed as part of collective bargaining discussions (Notices to Bargain was received from both CUPE locals on October 2, 2020). 24. Create Role for Training In -House 2.34 Training and development will be key to the CRL8RIDu0RQV-1F\M.IHA❑FFHWfor all of the reasons set out in Report CAO -006-20. The challenge is that much of this training can be expensive to procure, hence the recommendation from GT to hire someone in-house to provide the service at a decreased cost. The 2020 budget for staff training and development was $276,000 which was an increase of approximately 2.3 per cent as compared to what was budgeted in 2016. 2.35 The Municipality has in-house staff who are able to leverage their expertise to design and develop university -level educational training. Corporate Policy Analyst, Justin MacLean, has been leading this initiative. With the assistance of Mike McCron, Corporate Safety Officer, and Jason Douglas, Network Administration Supervisor, Mr. MacLean provided virtual training on working from home in a healthy, secure and effective way. The session 11DVVY5GS RU4U -from Home Maintaining Culture, ERP P ❑C1W-DQG II R- W DC B" second (2 part) virtual training session was offered to employees on the topic of Persuasive Presentations. Over 100 employees participated in each of these sessions. 2.36 In the past, the Municipality had a customer service training program. It was run by internal staff (beyond the scope of their day-to-day job functions), but all of the individuals who were delivering this in-house service have retired. It needs to continue, but staff who have the skills to deliver this service in-house have time constraints. Longer-term support for this and other training initiatives will require budget allocation. 2.37 COVID-19 has curtailed our plans to deliver in-person training through lunch and learns. Instead, staff have been researching on-line training modules that could be utilized for a wide range of staff development initiatives. 2.38 Consideration must also be given to efficiencies that can be created by building out technical training opportunities. The Public Works Department is required to certify and train employees in a variety of disciplines. The Department currently hires outside contractors to do most of this training. 3DJH rn Municipality of Clarington Page 9 Report CAO -021-20 2.39 Training is also required for the roll-out of several new digital initiatives under the leadership of our IT Division. Currently, IT does not have sufficient human resources to provide software training to departments. 25. Formal Human Capital Management (Leadership Training, Performance Management) Process 2.40 It was clear from ❑7 Vrecommendations that our Human Capital Management functions need to be adequately resourced and integrated into our overall corporate business planning. The following chart was built based upon industry best practice and research. It provides context to some of the early stage HCM re -design work that our Human Resources Division is undertaking and seeking to build upon: Human Capital Management Recruitment and Retention Job Analysis & WRecruitment Work Design Traditional Recruitment Practices Formalized Co-op/ Internship Process Department Training {Department Policies, KPIs} Career Planning & Support Job Analysis and Work Design As mentioned above, we have retained the support of a pay equity expert to build out formal job descriptions that appropriately coincide with our pay structure. This will allow for a streamlined work design and ensure that positions are compensated fairly. The first step in this exercise will be to review the positions that have had their duties adjusted as a result reorganization. Another facet of this work will involve tightening up our pay equity review process. We have received advice that the process we were given in the past is likely more cumbersome than required by law and can be adapted to create immediate efficiencies. 3 DJ HT❑❑ Performance Talent Onboarding Management Development Corporate Training Agile Feedback CorporateiOr Policies, from Supervisor Training Customer Services, {linked to personal {Leadership, Document goals & Communication, Management, Departmental Lean, etc.} Accessibility, etc.} JgOr KPIs Department Training {Department Policies, KPIs} Career Planning & Support Job Analysis and Work Design As mentioned above, we have retained the support of a pay equity expert to build out formal job descriptions that appropriately coincide with our pay structure. This will allow for a streamlined work design and ensure that positions are compensated fairly. The first step in this exercise will be to review the positions that have had their duties adjusted as a result reorganization. Another facet of this work will involve tightening up our pay equity review process. We have received advice that the process we were given in the past is likely more cumbersome than required by law and can be adapted to create immediate efficiencies. 3 DJ HT❑❑ Municipality of Clarington Page 10 Report CAO -021-20 Recruitment ❑ HR staff are working with IT to investigate the procurement and integration of a digitized applicant tracking system. This will support our recruitment and intake processes. Further, the Office of the CAO has been working with the Region of Durham on a partnership initiative that would create relationships between local governments and post -secondary institutions. Onboarding — Corporate training, as mentioned above, is underway with the development and deployment of two unique modules that have already been delivered and made available to staff. It is anticipated that further training will be developed (in- house) and rolled -out with the business planning/KPI work from GT. It is vitally important that such a large change initiative coincides with appropriate education and training for all staff who will be affected by it. Otherwise, the chance of success and corporate buy - in diminishes. Performance Management — This will be addressed through the Performance Management Review Form in conjunction with the GT work in relation to KPI development and business planning. Both the KPIs and goals set out in business plans will provide a measuring benchmark for managers evaluating staff performance. Talent Development — Corporate training, potentially the development of a management training program, are currently being considered to address this item. 26. Implement Key Performance Indicators 2.41 GT has been working diligently on assisting with the development of Key Performance Indicators (KPIs) and associated business plans for each Department. It is expected that their work will be completed by the end of this calendar year. 2.42 Staff will be targeting to have some formal KPIs in place in the first quarter of 2021. 27. Formalize Support/Processes for Departmental and Team Level Communication 2.43 A key part of our overall corporate success, not just with our structural changes but literally everything we do, will be to ensure that we have strong interdepartmental communication. 2.44 Using Microsoft SharePoint technology, the Communications Division developed a COVID-19 portal for internal staff updates during the pandemic. This is a trial run, as staff familiarize themselves with the technology and opportunities to enhance internal communications and begin the process of building a robust internal online portal for all staff. 3 DJ H11❑❑ Municipality of Clarington Report CAO -021-20 28. Review of Department Level Structures Page 11 2.45 Department Heads will continue to realign and restructure within their individual departments. The recommended organizational structure in Report CAO -006-20 was not etched in stone. If there is a better way to align functions and positions within the newly created departments, realignment can and will be undertaken. 29. Process Improvement Initiatives (Lean Methodology) 2.46 Training continues and we have found ways to address various needs, including challenges relating to the recent pandemic by moving yellow belt training online. 2.47 Green belt projects are on-going, and a process has been put in place and is being rolled out this fall for staff across the corporation to submit projects for consideration for improvements through a continuous improvement project. 2.48 The Municipality became a member of the Ontario Lean Community of Practice (OLCP) as a means to collaborate with other municipalities across the Province who are also embracing the continuous improvement philosophies associated with Lean. This will continue to benefit Clarington from a resource and ideas perspective as we continue to ingrain the continuous improvement philosophy into our culture. 2.49 Staff are looking at the next step in certification with a black belt and targeting the Corporate Customer Service Strategy. 30. Workflow Automation 2.50 As noted in the IT Strategic Plan that was endorsed by Council in 2017 (see Report CAO-008-17)EAWKCR(RJ EVfRU4AR+i SEW IP ❑CIEISDC�overnments to keep up with J LPUW:M�GHP DQ:3�dLQJ IFdVAP HLHESF F05R(VE7 RCDEIVfE\ANP Hl` G -P DM EH94Y access to online services and more timely response to service requests and enquiries. This philosophy was endorsed in recommendation 30 of the GT Organizational Structure Review report. 3DJH rn Municipality of Clarington Page 12 Report CAO -021-20 2.51 The COVID-19 pandemic has emphasized the critical role Information Technology plays supporting municipal services and ensuring business continuity. The IT Division has adapted quickly to facilitate change in the current work environment, allowing most business activities to continue seamlessly throughout the pandemic, to the point that Clarington IT has been sought out for advice from peer municipalities. The introduction of remote participation in meetings, electronic and remote invoice approvals, storage and retention in new formats, electronic access to on-site files, and movement to elements of e -procurement, have all been implemented in-house to allow the Municipality to continue offering services. COVID-19 impacts are expected to continue to affect many service programs and delivery of services, and the ability to respond to U+AGHC /_CHHGVDCGHLS F1 /. All of this will continue to depend on support from critical and reliable IT infrastructure and staff. 2.52 : l]W_L RLCFKV_DSSIUZYDCJR AW10 ❑QFLSD0_ILL\4C�W_6 FZG fflQ❑0 116 7system in June 2020 (see Report COD -018-20), most municipal services will have an enhanced ability to facilitate service demands and data accessibility. It is also expected that the Key Performance Indicators will incorporate multiple facets of the MBS application. The targeted timeframe for complete implementation of MBS is Q4 of 2021. 2.53 Staff from the ❑0LDJV-Division and IT Division have been actively working on an Information/Knowledge Management Initiative that will transition all departments to an integrated electronic records management system. 7KH (BU V-5 HFRlSON DCDJHP HCVV staff have conducted a number of record inventories and information -gathering meetings. As well, staff have documented process workflows for all business processes of the former Engineering Department. Together with business processes identified through the MBS project, this review provides the necessary information to identify areas of focus for efficiencies, elimination of duplication, and improved record sharing. Staff are in the final steps of developing the plan for the new Public Works Department and have initiated the inventories and information gathering for the new Planning and Development Services Department. 2.54 : L1 AML P S®P F QRI 2 11 LFH-LL-iOUWDM,7 AAB I DLIHI_OF,4',LQJ IAt❑ leverage this technology suite when implementing new file plans for these two new Departments. Staff anticipate that Office 365 will replace some legacy systems. Over the next couple of months, staff will be trained on the tools available through Office 365. In the meantime, Records staff are designing the file plans and the department staff (both of these select Departments as well as across the Municipality) are working to clean-up shared drives and to digitize where they can. Some of the digitization work was undertaken this year through redeployment. 2.55 The Finance Department is working on online payments for certain services, with a planned roll out later this month. 3DJH rn Municipality of Clarington Report CAO -021-20 3. Next Steps ❑ Strategic Execution Page 13 3.1 To have a successful roll-out of the changes, a cross -functional implementation team was established in March of this year. The pandemic curtailed the planned involvement of that team and most communications relating to the organizational changes. The following outlines what is planned going forward: Date Communication November Implementation Team Meeting (Update from Grant Thornton on KPIs and business planning process) November Department Head discussion, led by CAO and GT, outlining 117V1❑ work to date November Update to all managers (Management Meeting) November E -P DLCVLVVVLTrSGMARDMW 1IRCE117V—RLNMRIGM December Delivery of GT final report January Townhall meeting discussing business planning and KPIs and how they will impact operations moving forward February Launch Management Training session related to leadership development, empowering staff, business planning, accountability through metrics, training (to be developed in-house) and data based /driven decision making Ongoing Status updates on progress (highlighting wins, opportunities and challenges) and reporting KPIs 4. Conclusion 4.1 Staff have dedicated a significant amount of time to implement the changes that were approved by Council in March of this year, and they have done so while having to respond to the challenges of the pandemic. 4.2 It is anticipated that the organizational structure changes detailed in this Report will respect and build upon our current strengths to produce tangible service delivery improvements. Staff Contact: Andy Allison, CAO, 905-623-3379 ext. 2002 or aallison clarington.net 3 DJ H11❑❑ MUNICIPALITY OF CLARINGTON GENERAL GOVERNMENT COMMITTEE Resolution # DATE: October 19, 2020 MOVED BY: Councillor Traill SECONDED BY: Councillor Anderson Whereas 57% of Canadian households own pets; Whereas the Dave Boyd Memorial Off Leash Dog Park in South Bowmanville has been well -used since its inception in 2012; Whereas due to COVID-19 more Bowmanville residents are working from home and using local parks more on a daily, rather than weekend -only basis, including the off - leash dog park; Whereas it is expected that many residents will continue to work from home or work reduced office hours for the foreseeable future as a result of COVID-19; Whereas the existing off leash facility in Bowmanville is not sufficient to address the influx of residents and their dogs from the five new residential developments in Bowmanville (Modo, Lakebreeze East, Lakebreeze West, Brookhill, Camp 30 and Soper Springs). Now Therefore be it Resolved That: 1. Staff include the cost of an off -leash dog park in North Bowmanville in the 2021 budget; 2. Staff give preference to the following possible park locations: a) The north end of the former Bowmanville Zoo lands b) Adjacent to Camp 30 c) In the vicinity of Concession Road 3 and Liberty Street; and 3. Staff include as a Schedule B option LED lighting for the new off leash dog park to be operated via user -activated timer buttons. 3DJH rn Clarington Staff Report If this information is required in an alternate accessible format, please contact the Accessibility Coordinator at 905-623-3379 ext. 2131. Report To: Joint Committees Date of Meeting: September 14, 2020 Submitted By: Steve Brake, Director of Public Works Reviewed By: Andrew C. Allison, CAO File Number: Report Subject: Ice Skating Trail Recommendations: 1. That Report PWD -001-20 be received; Report Number: PWD -001-20 Resolution#: By-law Number: 2. That the costs to construct a skating trail be included in a future D.C. Study and by- law; and 3. That all interested parties listed in Report PWD -001-20 and any delegations be DG -L -H RI C& R❑❑FLO IG-FLAR❑❑ 3DJH rn Municipality of Clarington Report PWD -001-20 Report Overview Page 2 Skating trails have become increasingly popular in many municipalities to provide outdoor winter recreation for residents. Several municipalities in and around the GTA including Brampton, Hamilton, Richmond Hill, and Toronto have built refrigerated skating trails over the last decade. Other municipalities are in varying stages of design for the construction of refrigerated skating trails. The intent of this report is to provide Council with up to date costs, potential locations, and maintenance requirements for a skating trail in Clarington. 1. Background 1.1 At a meeting held on January 20, 2020, the Council of the Municipality of Clarington approved the following Resolution #GG -025-20: Whereas Clarington has over twenty-one kilometres of trails and is committed to promoting active and healthy living, and Whereas ice skating trails are currently one of the most popular winter activities in Ontario; and Whereas Clarington residents have expressed a strong support for an ice skating trail in Bowmanville; Now therefore be it resolved that: Staff investigate and report back on building and operating a one kilometre looped ice skating trail similar to the trail located at Arrowhead Provincial Park in the north quadrant of the former Bowmanville Zoo property, i.e. north of the bridge over Soper Creek, with Staff considering funding options, including having the cost of annual trail construction, operation and maintenance to be paid or subsidized via skate trail / park user fee (i.e. $20 per vehicle); 2. Staff investigate and report back on alternate or additional future sites for ice skating trails, and potential skate trail connectivity; including: a. The Soper Creek floodplain east of Hobbs Drive (parking at Soper Creek Park and on south side of Highway 2 at Bowmanville Zoo, with easy access to bring in Zamboni); b. The future Camp 30 site. 3DJH rn Municipality of Clarington Report PWD -001-20 Page 3 3. Staff report back on whether ice resurfacing equipment can be borrowed from existing facilities or if specialized equipment needs to be purchased (i.e. a Zamboni attachment for a tractor; water truck); 4. Staff be invited to seek input from other Municipalities which operate ice skating trails; and 5. Staff report back to Committee by July 2020 with recommendations for inclusion in the 2021 budget. 1.2 Due to delays in receiving detailed information from other sources regarding the design, construction and operation of skating trails, this report was deferred to the first Joint Committees meeting following summer recess still allowing for the project to be considered in the 2021 Capital Budget. 2. Outdoor Ice 2.1 Clarington currently has a policy and process in place to assist residents with the provision of natural outdoor ice rinks. Interested parties contact the municipality and if they have a minimum of four volunteers and proof of insurance naming the municipality as co-insured, they can receive training and equipment from the Public Works Department to establish an outdoor rink. Since the policy was established in 2017 there has been limited uptake from the community. To date, only three parks have had outdoor rinks: Tyrone Community Park; Pearce Farm Park; and Guildwood Park. Natural outdoor ice is totally weather dependant and the availability for use has varied each year depending on conditions. Consistently below freezing temperatures are necessary for the development of natural ice. 2.2 There are several non -refrigerated skating trails in northern Ontario, including the 1.3 km looped skating trail in Arrowhead Provincial Park, a 1.5 km skating trail at Discovery Harbour in Penetanguishene, and a 1.2 km skating trail at Cranberry Marsh in Bala. The weather conditions in northern Ontario make those skating trails usable for 6-8 weeks each year. There is a fee to use these natural skating trails either per person or per vehicle ranging from $8-$20. 2.3 The weather in Durham Region during many recent winters has not been conducive to natural ice. Based on historical data, Clarington received on average a total of twenty- five days where the temperature was -10° or colder between the years 2000 to 2009. A future climate summary prepared by the Region of Durham suggests that during the 2040 to 2049 -time horizon, there will be zero days when the air temperature will be less than -10° in Clarington. The general trend is towards higher temperatures, less snow and more rain during the winter months in southern Ontario. 3DJH rn Municipality of Clarington Report PWD -001-20 Page 4 2.4 Constructing a non -refrigerated skating trail in Clarington is not recommended given our unpredictable weather and the costs and effort required to provide this service for a limited number of days in an average year. Therefore, this report focuses on the potential for a refrigerated municipal skating trail, like others in southern Ontario. 3. Municipal Skating Trails 3.1 Refrigerated municipal skating trails are growing in popularity in southern Ontario. At one time outdoor ice rinks were designed as circular or oval pads for public skating and/or hockey. Skating trails provide a unique experience of weaving through snow covered gardens and trees along a curvilinear route. Many skating trails are also used as concrete pathways during other seasons. 3.2 The municipalities that have built skating trails report they are extremely well used. Refrigerated skating trails in southern Ontario commonly use a Zamboni or Olympia for ice resurfacing and the equipment is kept on-site for the entire season. The frequency of resurfacing depends on usage but at most municipal locations it is every two hours. The typical length of season for refrigerated skating trails is from early December to late March. 3.3 The first refrigerated skating trail in the GTA was built in 2010 at Colonel Samuel Smith Park in Etobicoke. Since then, Brampton, Hamilton, Richmond Hill and Toronto have constructed new refrigerated skating trails. Innisfil Township is in the process of designing a refrigerated skating trail for the 2021 season. 3.4 The refrigerated skating trails in other municipalities are typically 200m -250m in length, 4m -5m wide and are free for the public to use. They also include: ❑ Building to house mechanical, electrical and refrigeration systems; ❑ Garage for ice re -surfacing equipment; Heated washrooms and skate change rooms; ❑ Lights for evening skating, and audio system; and rI Parking lot and connecting walkways. 3DJH ❑❑ Municipality of Clarington Report PWD -001-20 4. Construction costs Refrigerated Skating Trail Page 5 4.1 Staff has received information from several municipalities regarding their capital costs for recent and upcoming municipal skating trail projects. There are differences within each, but based on these projects the following estimate was prepared for design and construction of a 250m long, 5m wide refrigerated skating trail, including the additional amenities typically built in conjunction with a skating trail: Item Estimated Cost Skating Trail (1,250m2) with lighting, audio system, refrigeration $2,200,000 equipment and concrete surface $230,000 Note: the estimated cost is based on a recent consultant estimate $10,000 of $1,745 per m2 for the Innisfil skating trail $125,000 Standalone building with washrooms, skate change area, $650,000 mechanical/electrical room, and Zamboni garage Parking lot and walkways $230,000 Design and construction inspection fees (15% construction value) $462,000 Estimated total $ 3,542,000 plus tax Natural Skating Trail 4.2 A natural skating trail without refrigeration, while not recommended due to our climate, would still require the installation of a 1,250m2 reinforced concrete pad to create a 250m long, 5m wide skating trail. The site would also require parking, walkway connections, and a garage for ice resurfacing equipment. Since its availability would be weather dependant, and much less frequent than a refrigerated skating trail, a portable washroom/skate changing building could be rented each season. Based on the above the approximate costs for a natural skating trail would be: Item Estimated Cost Skating Trail (1,250m2) with lighting and concrete surface $675,000 Parking lot and walkways $230,000 Portable Washroom rental/year $10,000 Zamboni garage $125,000 Design and construction inspection fees (15% construction value) $154,500 3DJH rn Municipality of Clarington Page 6 Report PWD -001-20 Estimated total $1,184,500 plus tax 4.3 The above estimates are based on the use of existing Clarington ice resurfacing equipment. 4.4 The availability of services such as hydro, water, and sewer will affect the actual costs depending on the location. 5. Potential Sites 5.1 An ideal site for a skating trail would be a relatively flat, natural area to provide a unique experience of skating in an outdoor environment. 5.2 Council directed staff to investigate three specific sites: (1) the former Bowmanville Zoo site; (2) Camp 30 site; and (3) Soper Creek Park east of Hobbs Avenue. 5.3 Staff have received preliminary comments from CLOCA regarding the feasibility of building on both the former Zoo site and Soper Creek Park as they are both within the floodplain. Given the footprint, grading and electrical components required for a refrigerated skating trail and associated buildings, CLOCA would not support either site if a new building is included as part of the project. Former Bowmanville Zoo w > — �` F Y. - z� Za < w w z o II , LL SM S CT 2 C r - e 13 IN rnaa _ ktNG SHEET 3 QJ HT❑❑ Municipality of Clarington Report PWD -001-20 Page 7 5.4 The former zoo site is large enough to accommodate a 250m skating trail and the other associated amenities i.e. parking lot, standalone building for public use and Zamboni storage. However, because the Zoo site is in the floodplain, a new building could not be included. A building is crucial to house ice resurfacing equipment and the electrical and mechanical components of a refrigerated skating trail as well as public washrooms. Soper Creek Park East of Hobbs Avenue 11111111► •.'� 1 �Illlllllr - _� ■�11 11111111 ' `= 111m1�■ ■ milli1■ .' Bison 5.5 Soper Creek Park could physically accommodate a 250m long skating trail east of Hobbs Drive, just north of the existing parking lot and ball field. A skating trail at that location would require the removal of some existing trees and would be approximately 10-15m from the rear yards of existing residences on Hobbs Drive and Morgandale Crescent. Since it would also be located in a floodplain the construction of a new building would not be permitted. 3DJH rn Municipality of Clarington Report PWD -001-20 Camp 30/Jury Lands 77 _._i r w�j i r SKATING ! �- TRAIL ,r ESCENT C + S ❑ � O y 1 i LOWNIE COURT Page 8 5.6 The municipality currently does not own the Camp 30/Jury Lands. The site is not in the floodplain so the construction of a skating trail and associated amenities would be permitted. The site currently lacks the services required to operate a skating trail, however the proposed residential development that may occur around the Camp 30/Jury Lands would extend the services to the site. The Jury Lands Urban Design Master Plan, prepared to provide recommendations about future uses, recommends a refrigerated skating trail as a potential feature on the site. 3DJH rn Municipality of Clarington Report PWD -001-20 Clarington Fields/South Bowmanville Recreation Complex d Ar `li .V - Q a z w" LU SKATING- TRAIL KATING TRAIL H+GHNp,V 40M1 p��VE ENE�G� Page 9 5.7 Another potential location is Clarington Fields Park. There is space south of the existing Indoor Soccer parking lot to build a 250m skating trail which would not be impacted by the future expansion of the South Bowmanville Recreation Complex. The future indoor recreation complex could provide most of the complementary infrastructure required such as the ice resurfacing equipment, washrooms, a location to house mechanical and electrical equipment, and parking. A Refrigeration Plant would also be included within the South Bowmanville Recreation Complex for the indoor ice at the facility. Based on these complementary uses this site could be the least expensive option to provide a skating trail. 6. Operating Costs 6.1 The municipalities contacted for this report did not readily have their annual operation costs available for their skating trails. Municipalities typically resurfaced their ice every two hours between 10:OOAM and 10:OOPM for a 14-16 week season. Most skating trail sites also have a staffed public washroom/skate change building available for the entire season. Factoring in the costs to keep refrigerated ice for 14-16 weeks, staffing, and utility costs it is estimated that the annual cost to operate and maintain a refrigerated skating trail would be $250,000. 3DJH rn Municipality of Clarington Report PWD -001-20 Funding and Cost Recovery Opportunities Page 10 6.2 Our Development Charges consultant Watson & Associates provided the following opinion regarding the DC eligibility of a skating trail in Clarington: -Regarding skating trails, these amenities could be D.C. eligible, although there may be a larger benefit to existing development as it is a specialty amenity that is not currently offered. Before bringing the costs into a future D.C. Study and by - [D11 [DM❑R:]❑aR❑[RFIM❑[I❑❑ ❑J❑ R[ID❑LLI❑mM❑ ❑❑E=R:][[ILL[I❑AR:IM❑LLI❑IIII 6.3 Typically, new park development is related to growth and is funded 90% from development charges and 10% tax levy. A skating trail would require a greater percentage from tax levy or other non -DC sources due to its benefit to existing development. 6.4 While none of the municipalities contacted for this report have implemented user fees for their skating trails, the general consensus was that based on their popularity a user fee could be charged as a way to recover costs for annual maintenance and operating expenses. 6.5 Skating trails in northern Ontario, whether on private sites or in provincial parks, do charge for usage based on per person or per vehicle ranging from $8-$20. It is therefore reasonable to expect that users would be willing to pay to use an outdoor skating trail in Clarington. 7. Concurrence This report has been reviewed by the Director of Community Services who concurs with the recommendations. 8. Conclusion 8.1 Outdoor skating has always been an important cultural and recreational component of Canadian winters. Climate change has reduced the opportunity for many parts of the country to provide natural ice in outdoor settings, and refrigerated skating trails are becoming more common in municipalities. Municipalities that have built them report that they are extremely popular with residents and visitors. 3DJH rn Municipality of Clarington Page 11 Report PWD -001-20 8.2 The best potential sites in Bowmanville are the Camp 30/Jury Lands and the South Bowmanville/Clarington Fields site. The Camp 30/Jury Lands site is not owned by the municipality and the services required will not be extended to the site until the proposed residential development is constructed. The future ice pads proposed at the South Bowmanville/Clarington Fields site will include a refrigeration plant that could be designed to include an outdoor skating trail. Washrooms and a Zamboni storage area would also be available within the building expansion. 8.3 The main reason that skating trails are still relatively rare is the high cost to build, operate and maintain. Based on the comments from our Development Charges consultant Watson & Associates, a large portion of the capital costs to construct a skating trail would have to come from sources other than DC. 8.4 There are also many other competing priorities for park and trail funding and using a large portion of DC funds to construct a skating trail in the immediate future would reduce the funds available for the construction of parks and trails in new neighbourhoods. 8.5 It is respectfully recommended that the costs to construct a skating trail be referred to a future D.C. Study. Staff Contact: Peter Windolf, Park Manager, 905-326-3379, Ext. 2307 or pwindolf@clarington.net. Attachments: None Interested Parties: There are no interested parties to be notified of Council's decision. 3DJH rn Presentations and Handouts Durham ion Tran�i� Service re -design and transit system enhancements Presentation to Local Area Municipalities September/October 2020 Durham Region Transit Durham ion Tran�i Current situation - ridership - Ridership at 33 per cent levels of 2019 - Trip demand profile has changed; peak period commuter and post- secondary travel has declined significantly 6,000 5,000 4,000 3,000 2= 1,000 0 Weekday daily average boardwg. Uy i,uu 4 AM 5 AM 6 AM 7 ANI 9 AM 9 AM 10 AM 11 AM 12 PM 1 PM 2 PM 3 PM 4 PM 5 PM 6 PM 7 PM 9 PM 9 PM 10 PM 11 PM 12 AM 1 AM -Sep 2019 -Sep 2020 Durham ion Tran�i� Ridership Recovery Strategy Service Plan Objective of Ridership Recovery Strategy is to provide a phased plan to increase service levels with increasing ridership to pre-COVID levels • The Service Plan provides a multi -phased approach to provide access to frequent, reliable and convenient transit service • Service • Service levels balanced to ridership demand • Access to public transit regardless of origin or destination within the Region • Frequent scheduled service on busy corridors • On Demand in low ridership zones where scheduled service not sustainable • Customer experience enhancements • New trip planning application supporting customer independence and real-time trip information • New On Demand system platform and application to improve spontaneity of travel and real-time information for customer 0 New PRESTO e -ticketing platform for additional contactless fare payment option Durham ion Tran�i� Multi phase service plan • 80 per cent of dwellings within 10 minute walk (800 metres) to frequent network or grid route • 90 per cent of ridership currently travelling on Phase A frequent and grid network routes • 10 per cent of current ridership in On Demand zones • Similar to frequent scheduled services, On Demand • is available early morning to late night • Supports service frequency of 15 minutes • Weekly monitoring of bus route demand to • address capacity needs on scheduled bus routes launch scheduled bus routes in On Demand areas where demand meets threshold TranDurham mRc ion i� On demand zones Routes requent Grid Local --- Weekday peak ...... Limited &18 Phase A 9056 ---- Port Perry Bowm anvi I le �I Durham ion Tran�i� �—� What is On Demand? Common Features • Zones/areas where ridership is low • Book trips day of travel as close as 15 min before (app or phone) • Regular DRT fares • DRT Promaster van or a contracted service provider sedan or van • Travel stop to stop within a zone or connect to DRT bus routes and local GO Train Station and or Terminal (OC, Harmony Terminal, Pickering Parkway) when travelling out/into a zone Urban • Scheduled service to replace On Demand when ridership improves • 5:00 to 24:00 weekdays, 7:00 to 24:00 Saturday, and 07:00 to 22:00 everywhere Rural • 6:00 to 24:00 Monday to Friday, 7:00 to 21:00 Saturday and Sunday D hruD amRe ion Trani�t Phase A—Town of Whitby • On Demand in zones where current ridership is low and has not recovered. Boarding levels: • 24 per cent in On Demand area • 32 per cent entire municipality • Available • 5:00 to 24:00 Monday to Friday • 7:00 to 24:00 Saturday • 7:00 to 22:00 Sunday • Travel • Within the zone • Bus route within the zone • Whitby GO Station • Expansion to new areas Durham ion Tran�i� Phase A — Town of Ajax I-tm Rd w P -.w.. E - T, H -,, T-.. • On Demand in zones where current ridership is low and has not w. recovered. Boarding levels: r.E °H�°mTm°a • Four per cent in On Demand area IF E • 25 per cent entire municipality wQRn, lra��cn orw "°` • Available 5:00 to 24:00 Monday to Friday e 7:00 to 24:00 Saturday A�Rx $1A11R11 Stas St ��� Ado" g e. �g 7:00 to 22:00 Sunday V ea stw � n� s �;aa°T °a • Trave Rew'c p,0„�° 0 g,A,n l:R2nn[ _ �y Within the zone s 9 S t • Bus route within the zone a Clow R . I R.p u. w gr� J Ajax GO Station Durham ion Tran�i� Phase A — City of Pickering E a g —yelp— -- J""J SWGm IN; 8VTst a AI-- e � Pam.n cr ,Qi — tw—r P.— • On Demand in zones where current ridership is low and has not recovered. Boarding levels: • 25 per cent in On Demand area • 28 per cent entire municipality • Available • 5:00 to 24:00 Monday to Friday • 7:00 to 24:00 Saturday • 7:00 to 22:00 Sunday • Travel • Within the zone • Bus route within the zone • Pickering GO Station • Expansion to new areas x Phase A — City of Pickering E a g —yelp— -- J""J SWGm IN; 8VTst a AI-- e � Pam.n cr ,Qi — tw—r P.— • On Demand in zones where current ridership is low and has not recovered. Boarding levels: • 25 per cent in On Demand area • 28 per cent entire municipality • Available • 5:00 to 24:00 Monday to Friday • 7:00 to 24:00 Saturday • 7:00 to 22:00 Sunday • Travel • Within the zone • Bus route within the zone • Pickering GO Station • Expansion to new areas =Durham mRc ion Iran i�t Phase A — City of Oshawa M • On Demand in zones where current ridership is low and has not recovered. Boarding levels: • 19 per cent in On Demand area • 36 per cent entire municipality • Available • 5:00 to 24:00 Monday to Friday • 7:00 to 24:00 Saturday • 7:00 to 22:00 Sunday • Travel • Within the zone • Bus route within the zone • Oshawa Centre Terminal or Harmony Terminal • Expansion to new areas D hruD amRgei � Trani�t �.f Phase A — Municipality of Clarington • On Demand in zones where current ridership is low and has not recovered. Boarding levels: • 19 per cent in On Demand area • 29 per cent entire municipality • Available • 5:00 to 24:00 Monday to Friday • 7:00 to 24:00 Saturday • 7:00 to 22:00 Sunday • Travel • Within the zone • Bus route within the zone • Courtice Road and Bowmanville Park and Rides • Expansion to new areas Tran�Durk h mRc ion i� Transit mobility in rural areas Durham Region Transit Rural areas — Scheduled service in rural area -- Scheduled service in rural area {Peak; Phase B(C) Q On Demand area o Transfer location aownrown u.eridae '- 1 AEW Northeast Mrrl PorE Perry Terminal Northwest I Shirley ..a Park d Ritle o laringron Mo hPark S Ritle .S—VO . 7 Park 6 Ride a altlwin140T Perk 6 Ritle iFueure) Rarmony Tc 1-1 Clarington r. o rack Roatla ConO osliawa CenheTerminal YMilby slauon oshawaslauon �eo`mamm�ePerkaaiae Courllce naaa Park & Ritla -etp was ft Park a Ride Implemented recommendations from Rural Review • New routes • 902 Bowmanville-Oshawa GO • 905 Uxbridge -Port Perry -Whitby GO • On Demand available in all rural areas of Durham Region • New systems platform • Connecting to GO Transit and YRT • Local On Demand in urban area of Uxbridge Durham ion Tran�i� Trip planning, On Demand and e -ticketing applications Walkthrough Tran�Durk h mRc ion i� Integrated customer experience Plan Book Pay Transit Q GG In 12 min.tes� amn a! kKl vu Spare ------------------- y r Rner y, ♦ee«a�o� .r B Lea -c wr 0Bytemark Du har m Transit Trip Trip options Leave now X 10:00 AM 11:30 AM 11:00 AM n Go in 16 min, = M1 Go in 8 min, Go in 16 min, TRANSIT+ ©©' Go in 12 min, Trip map and details 9:41 .dl M X QQ Go in 12 minutes' © p0 Arrive at 5:20 PM 0 EVERY 60 MINUTES Church and Delaney 3.8 km Ajax GO 2 minutes Q Union Station 3:54 PM1 Ajax GO < 8 stops to... Scarborough GO 4:21 PM ! 10 minutes W St. Clair E and Danforth Rd mionDurR rani� Two Contactless Fare Payment Options L =00 1-01111 PRESTO • Frequent transit customers • Users of multiple transit systems • Users of DRT fare incentives like Y10 or Il_\N • Customers travelling on DRT only • Regular On Demand customers • Less frequent DRT users • Customers who forgot their PRESTO card mionDurR rani� Service change communications to date metrolandmedia:,i:i iD U R H A M • Connected to your community" W R A u i u N E W S. C O M The Oshawa Express KX96 New Country FM WEEKLY TmEs_ The Ut bridge C", ,"G , �si- 107.7 FM 1580 AM �KPQ) 949TheloCk q'rAs Hoeg Station ROGERStv THE SArNNAPRD f 0 k Social Media Statistics 23,407 impressions 3,366 engagement Paid Ads 60,261 impressions 2,765 engagement D hruD amRRe ion Tran�i�t Questions Durham ion Tran�i� Homepage — .1 ROGERS LTE 12:34 PM 1 4 Nearby Routes Real-time departure info (pulsing wave indicator). Upcoming and schedule departure times for this route. Displays routes close in proximity to your location (as determined by GPS) and sorts by departure time. Swipe on any of the route tiles to get info on the opposite direction (ie 916 Pickering Parkway Terminal -> 916 Harmony Terminal). Du har m Transit .� ROGERS LTE 0 "�V 916 Real-time information 1234 PM 1 f A Service advisory Pasted 3 weeks ago C 1 ' Real-time bus location I�r *-- GO - travel companion 4 Westbound ••14 1 Stop level information RosslandWB/Garden (Durham Region Headqua... Next departures and branch information 1, 2 min" Pickering Parkway Terminal 0 29 mint Pickering Pwy Term via Terrace Dr 58 min, Pickering Parkway Terminal (D MORE DEPARTURES D 'ha amRRe ion Tran�i�t .i1 ROGERS LTE 4 Trip information 12:44 PM 1 = 916 94 A Service advisory Posted 3 weeks ago e • O Westbound Rossland WB / Garden (Durham Region Headqua... 1, Q 21 ming' Pickering Pwy Term via Terrace 00 Selected departure 51 min % Pickering Parkway Terminal Q 1 h 19 min Pickering Pwy Term via Terrac... © MORE DEPARTURES Rossland WB / Civic 1:07 PM Centre Drive Rossland WB / Brock Street Connecting transit routes Du harDu m Transit Trip planning —trip options Leave now X 10:00 AM 11:30 AM 11:00 AM l Go in 16 min, W(Dnl Go in 8 min, Scheduled service trip options Go in 16 min, TRANSIT+ On Demand trip options Go in 12 min, Du har m Transit Trip planning —trip results On Demand trip map 9:41 ..II? — © Go in 12 minutes' © " ® 1 Arrive at 5:20 PM 0 EVERY 60 MINUTES On Demand trip details Church and Delaney 3:36 Pini 3.8 km Ajax GO 3:51 PM 2 minutes IhAh ©Union Station 3:54 PM1 Ajax GO 6 stops to... Scarborough GO - =' * 10 minutes St. Clair E and Danforth Rd Du har m Transit Trip planning —trip confirmation 9:411 -W-Congress St - 0 HIId U"es ellen — H..r Deelgn Pharmacy orJ,dYYares Pickup IcDre sc Killer's � Tacos E � Z E DRT On Demand 10:07 AM dropoff On -demand service 2 min walk to your pickup at 'r 799 Murphy St _- 1 Rider Q Leave now & Accessibility On Demand trip detail Customer trip information Trip request Durk h mRgo n Ti� Trip planning —vehicle arrival 9411 W Congress st m Headlines Alien — 1harmacy 0 Hair Design 0 Q Dr Judy Yates Pickup t O E •Killci's •Tac Z E DRIVER IS ARRIVING ..0 m Walk 2 min to • 779 Greenleaf Dr White Toyota Sienna 409 BWX YOUR TRIP • 779 Greenleaf Dr 9:51 AM 0 Navigation information Vehicle information Durham mRc ion Tran91 The PRESTO E -Ticket Customer Experience o. Pre -Travel Purchase of Travel Ticket/account PRESTOe-tickets Management Customers Customers Customer activates their Using the PRESTO downloads the purchase the e -ticket', and presents it e -tickets App, Customer PRESTO PRESTO to Operator(s) when can monitor their e -tickets App e -tickets) required during travel, & Available, Active, and to their from the while the e -ticket remains Expired e -tickets, manage Android or IOS Transit active. ticket storage, change device(s), and Agency, as Operator (s) verify the account settings, locate sets up their needed for e -ticket by its dynamic HELP resources, and view accounts. their trip. and responsive features. their purchase history. Aii.-I 61 Account Manageme Tickets and Order History can be viewed on the Customer Web Portal. Account settings an also be managed.